HomeMy WebLinkAboutO-11705Y
J-98-872
9/21/98
1170
ORDINANCE NO.
AN ORDINANCE, WITH ATTACHMENT, MAKING
APPROPRIATIONS FOR THE FISCAL YEAR ENDING SEPTEMBER
30, 1999; INCLUDING CAPITAL IMPROVEMENT
APPROPRIATIONS; REPEALING PROVISIONS OF THE CAPITAL
IMPROVEMENTS ORDINANCE NO. 11623, AS AMENDED,
WHICH MIGHT BE IN CONFLICT WITH THIS ORDINANCE;
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 the Fiscal Year
1998-99, copies of such estimate having been furnished to the newspapers of the City and to the main
library in the city which is open to the public; and
WHEREAS, the Financial Emergency Oversight Board approved said Budget Estimate as
required by the Intergovernmental Cooperation Agreement entered into with the State of Florida; and
WHEREAS, the City of Miami Capital Improvement Program has been reviewed and, in some
cases, ongoing Capital Projects have been revised and respective appropriations increased or decreased in°
their totals; and
WHEREAS, the appropriations ordinance includes those projects selected to be continued during
Fiscal Year 1998-99 and reappropriates the previously authorized project funding totals; and
WHEREAS, this ordinance includes new Capital Projects scheduled to begin during Fiscal Year
1998-99 and appropriates the project funding totals; and
WHEREAS, annual budget allocations for Fiscal Year 1998-99 have been included for all Capital
Projects; and
WHEREAS, the annual budget allocations reflect the anticipated expenditure for Capital Projects
in Fiscal Year 1998-99; and
WHEREAS, $1,500,000 has been reserved for Police overtime to be expended upon the approval
of the City Commission; and
WHEREAS, $600,000 in additional revenue has been identified to be generated by the Vehicle
Impoundment Program; and
ATTACHMENT (S)i
CONTAINED
11705
and
WHEREAS, the Administration intends to spend $600,000 for the Operational Review Study;
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 City
of Miami, Florida, for the Fiscal Year ending September 30, 1999, including the payment of principal and
interest on all General Obligation Bonds:
Departments, Boards, and Offices
GENERAL FUND
Mayor
Board of Commissioners
Office of the City Manager
Office of Asset Management
Office of City Clerk
Office of Civil Service
Office of Community Information
Office of Equal Opportunity/Diversity Programs
Office of Hearing Boards
Office of Labor Relations
Office of Professional Compliance
Building and Zoning
Conferences, Conventions and Public Facilities
Finance
Fire - Rescue
General Services Administration
Human Resources
Information Technology
Internal Audits
Law
Management and Budget
Parks and Recreation
Pension
Planning and Development
Police
Public Works
Purchasing
Risk Management
Solid Waste
Non -Departmental Accounts (SP&A)
TOTAL GENERAL FUND
Appropriations
$ 468,109
875,694
905,125
843,702
585,363
250,299
292,818
214,586
519,960
466,583
218,867
3,848,595
4,042,793
4,055,422
43,761,066
12,402,089
1,513,011
5,567,606
754,813
3,197,777
1,757,748
8,452,884
13,972;395
.1,923,998
85,162,033
9,105,283
838,221
37,319,339
18,453,202
26,225,801
$ 287,995,182
2 11705
0
•
GENERAL OBLIGATION BONDS
TOTAL GENERAL OPERATING APPROPRIATIONS
$ 21,031,690
$ 309,026,872
Section 2. The following appropriations are made for the municipal operations of Debt
Service Funds of the City of Miami, Florida for Fiscal Year 1998-99:
DEBT SERVICE FUNDS
Guaranteed Entitlement Non -Ad Valorem Bonds,
Housing Revenue Bonds, Etc.
TOTAL DEBT SERVICE FUNDS
$ 32,594,024
$ 32,-*)94,024
Section 3. The following appropriations are made for the municipal operations of Special
Revenue Funds of the City of Miami, Florida, for the Fiscal Year 1998-99:
SPECIAL REVENUE FUNDS
Community Development Block Grant
Downtown Development Supplemental Fee
E-911 Emergency System
Environmental Storm Sewer Water Fund
Fire Assessment Fee
Housing Conservation
Impact Fee Administration
Law Enforcement Training Fund
Local Option Gas Tax
Miami Convention Center
Neighborhood Enhancement Team
Rescue Services
Public Services Taxes
Fire & Police State Insurance Proceeds*
Parks - Developmentally Disabled Grant*
Parks - Recreation Activity Consolidated*
Workforce Development
TOTAL SPECIAL REVENUE FUNDS
* For Information Purposes Only
Section 4. The following appropriations are made in Trust and Agency Funds:
$ 15,655,000
18,000
1,344,000
9,000,000
4,272,183
18,033,013
34,041
103,000
6,775,138
4,747,750
3,021,126
1,969,029
36,056,646
7,303,000
321,097
107,650
5,716,555
$ 114,477,228
TRUST AND AGENCY FUNDS Appropriation
Community Redevelopment Agency $ 846,879
OMNI Tax Increment District Fund 162,165
SEOPW Redevelopment Trust Fund 856,221
TOTAL TRUST AND AGENCY FUNDS $ 1,865,265
3 11705
Section 5
for Fiscal Year 1998-99:
GENERAL FUND
All Sources
The above appropriations are made based on the following sources of revenues
Revenue
$ 287,995,182
TOTAL GENERAL FUNDS $ 287,995,182
GENERAL OBLIGATION BONDS
All Sources $ 21,031,690
TOTAL GENERAL OBLIGATION BONDS $ 21,031,690
TOTAL OPERATING REVENUES $ 309,026,872
DEBT SERVICE FUNDS
Guaranteed Entitlement Non -Ad Valorem Bonds,
Housing Revenue Bonds, etc. $ 32,594,024
TOTAL DEBT SERVICE FUNDS $ 32,594,024
Section 6. The following appropriations are made for implementation of all municipal
capital improvements of the City of Miami, Florida, including new capital improvement projects
scheduled to begin during Fiscal Year 1998-99. The appropriations which are designated by reference to
descriptive project title and number also include appropriations for previously approved scheduled projects
as well as reappropriations of prior fund appropriations. The sources of revenues to support the
appropriations are identified and being set forth'for seven program ( I-VII ) areas based upon use or
functional category within said areas:
4 - 11705
THE FOLLOWI181PROPRIATIONS IN ALL CAPITAL PROJECTS A*' THE THOUSANDS OF DOLLARS.
TOTAL FY'98-99
PROJECT BUDGET
APPROPRIATION ALLOCATION
I. GENERAL GOVERNMENT
1. REMOVAL OF UNDERGROUND TANKS
311009
(a) $20.0
- GOLF COURSES RETAINED EARNINGS
(b) $500.0
- SPECIAL ASSESSMENT COLLECTIONS
(C) $245.6
- GUARANTEED ENTITLEMENT REV. BONDS
- FY89
(d) $346.0
- 1981 FIRE G.O.BONDS - 91 SALE
(e) $400.0
- 1970 POLLUTION G.O. BONDS -96 SALE
(fl $54.0
- 1976 FIRE G.O. BONDS -
(g) $54.9
- 1976 & 1978 STORM SEWER G.O.B.
(h) $37.8
- 1976 HOUSING G.O. BONDS - INT.
2. UPGRADE MAINFRAME COMPUTERS & PERIPHERALS ..
311015
(a) $3,977.0 -
SPECIAL ASSESSMENT COLLECTIONS
(b) $291.0 -
GUARANTEED ENTITLEMENT REVENUE BONDS
-FY89
(C) $3,124.2 -
CONTRIBUTION FROM FY ` 97 GENERAL FUND
(d) $900.0 -
SUNSHINE STATE COMMERCIAL PAPER 1994
(e) $100.0 -
1970 POLLUTION G.O. BONDS- INTEREST
({) $387.0 -
1991 FIRE G.O. BONDS
(g) $595.0 -
1984 POLICE G.O. BONDS - 87 SALE
3. CITYWIDE FACILITY RENOVATIONS & RESTORATIONS
311016
(a) $532.5
- CONTRIBUTION FROM FY' 98 GENERAL FUND
(b) $200.0
- CONTRIBUTION FROM FY' 99 GENERAL FUND
4. ARCHITECTURAL/ENGINEERING
COMPUTER SYSTEM
311019
(a) $25.0
- 1970 HIGHWAY G.O. BONDS - 87 SALE
(b) $25.0
- 1984 STORM G.O. BONDS - 88 SALE
(C) $16.5
- 1980 SANITARY G.O. BONDS - 88 SALE
(d) $50.0
- STORMWATER UTILITY TRUST FUND
(e) $183.5
- 1990 SANITARY SEWER G.O.B. - 87 SALE
5
$1,658.3
$9,374.2
$732.5
$300.0
$387.5
$0.0
$220.0
$81.2
H705
THE FOLLOWI0PROPRIATIONS IN ALL CAPITAL PROJECTS A* THE THOUSANDS OF DOLLARS.
TOTAL FY'98-99
PROJECT BUDGET'
APPROPRIATION ALLOCATION
5. FINANCIAL INFORMATION SYSTEM
311027
(a) $36.0
- CERTIFICATE OF PARTICIPATION
(b) $50.0
- 1984 POLICE G.O.B. 88 SALE - INTEREST
(C) $400.0
- SUNSHINE STATE SECONDARY LOAN
(d) $35.0
- VIRGINIA KEY LANDFILL SALE
(e) $27.0
- FY ' 89 SUNSHINE STATE BOND PROCEEDS
(fl $25.0
- 1984 STORM G.O. BONDS - 88 SALE
(g) $16.0
- DADE COUNTY SEAPORT LAND SETTLEMENT
(h) $60.0
- PROCEEDS NEW PORT BRIDGE LAND SALE
(1) $25.0
- 1980 SANITARY SEWER G.O. BONDS - 87 SALE
6. GSA PARKING & BAY SPACE EXPANSION
311030
(a) $372.8 - IMPACT FEES
(b) $40.0 - CONTRIBUTION FROM FY'99 GENERAL FUND
7. INTEGRATED TEXT AND IMAGE MANAGEMENT SYSTEM
311031
(a) $100.0 - CONTRIBUTION FROM FY' 97 GENERAL FUND
8. CITY CLERK OFFICE MICROFILM SYSTEM ENHANCEMENTS
311033
(a) $19.0 - CONTRIBUTION FROM FY' 97 GENERAL FUND
9. MIAMI RIVERSIDE CENTER ACQUISITION
311042
(a) $18,293.8 - SPECIAL OBLIGATION BOND SERIES 95
10. NETWORK INFRASTRUCTURE AND ROBOTICS
311043
(a) $3,500.0 - SUNSHINE STATE COMMERCIAL PAPER '95
11. PC's FOR ALL CITY SATELLITE LOCATIONS
311044
(a) $500.0 - CONTRIBUTION FROM FY'99 GENERAL FUND
$674.0 $0.0
$412.9 $302.8
$100.0
$90.0
$19.0
$0.0
$18,293.8
$0.0
$3 500.0
$0.0
$500.0
$500.0
12. MICROCOMPUTERS, PERIPHERALS, & SOFTWARE -PH I
311045 $2,500.0
(a) $2,500.0 - SUNSHINE STATE COMMERCIAL PAPER '95
6
$0.0
141705
THE FOLLOWIOPROPRIATIONS IN ALL CAPITAL PRO.IECTS AISTHE THOUSANDS OF DOLLARS.
TOTAL FY'98-99
PROJECT BUDGET
APPROPRIATION ALLOCATION
13. ACQUISITION OF COMPUTER PERIPHERALS AND SOFTWARE
311602 $325.0 $50.0
(a) $325.0 - CONTRIBUTION FROM FY' 98 GENERAL FUND
14. CLEARPATH COMPUTER AND RELATED SOFTWARE UPGRADES
311603
(a) $7,500.0 - F.E.C. PROPERTY SALE PROCEEDS
15. WORK ORDER AND PROJECT MANAGEMENT SYSTEM
311604
(a) $200.0 - CONTRIBUTION FROM FY' 98 GENERAL FUND
16. BUILDING AND ZONING MICROFILM READER/PRINTER MACHINE
311605
(a) $25.0 - CONTRIBUTION FROM FY' 99 GENERAL FUND
17. FINANCE DEPARTMENT ELECTRONIC CASH REGISTERS
311606
(a) $20.0 - CONTRIBUTION FROM FY' 99 GENERAL FUND
18. CITYWIDE DOCUMENT MANAGEMENT SYSTEM
311610
(a) $600.0 - CONTRIBUTION FROM FY'99 GENERAL FUND
$7,500.0
$200.0
$25.0
$20.0
$600.0
19. TESTING FOR YEAR 2000
311612 $100.0
(a) $100.0 - CONTRIBUTION FROM FY'99 GENERAL FUND
20. HEAVY EQUIPMENT FACILITY CLEANUP & VAPOR RECOVERY SYSTEM
311700 $100.0
(a) $100.0 - CONTRIBUTION FROM FY' 99 GENERAL FUND
21. HEAVY EQUIPMENT AND CAR WASH REPLACEMENT
311702 $897.5
(a) $397.5 - CONTRIBUTION FROM FY' 98 GENERAL FUND
(b) $500.0 - CONTRIBUTION FROM FY' 99 GENERAL FUND
$1,700.0
$200.0
$25.0
$20.0
$600.0
$100.0
$100.0
$525.0
11705
THE FOLLOWI0PROPRIATIONS IN ALL CAPITAL PRO.IECTS A&THE THOUSANDS OF DOLLARS.
TOTAL FY'98-99
PROJECT BUDGET
APPROPRIATION ALLOCATION
22. AC AND HVAC SYSTEMS REPLACEMENT
311704 $84.0 $84.0
(a) $84.0 - CONTRIBUTION FROM FY' 99 GENERAL FUND
23. FLEET MANAGEMENT BUILDING ROOF REPLACEMENT
311706 $200.0 $200.0
(a) $200.0 - CONTRIBUTION FROM FY' 99 GENERAL FUND
24.
WATSON ISLAND FIRE LINE - DSR #42654
311806
$214.9
$0.0
(a) $214.9 - ANDREW - FEMA RECOVERY
25.
RICKENBACKER MARINA HURRICANE REPAIRS -TRUST FUND
311821
$63.8
$0.0
(a) $63.8 - HURRICANE ANDREW TRUST FUND
26.
PIONEER CLUB SEAWALL HURRICANE REPAIRS - TRUST FUND
311823
$240.0
$0.0
(a) $240.0 - HURRICANE ANDREW TRUST FUND
27.
REPLACEMENT OF CITYWIDE FLEET
311850
$5,022.7
$2,937.2
(a) $2,085.5 - CONTRIBUTION FROM FY' 98 GENERAL FUND
(b) $2,937.2 - CONTRIBUTION FROM FY' 99 GENERAL FUND
29. SAFETY INFRASTRUCTURE REPAIRS
311927 $261.2 $10.0
(a) $261.2 - CONTRIBUTION FROM FY' 97 GENERAL FUND
29. GSA BUILDING HAZARD MITIGATION - DSR # 19395
311928 $152.6 $152.6
(a) $152.6 - ANDREW - FEMA RECOVERY
30. FEMA CONSOLIDATED DSR BALANCES
311950 $1,133.0 $0.0
(a) $1,133.0. - ANDREW - FEMA RECOVERY
8 11705
THE FOLLOWI#ROPRIATIONS IN ALL CAPITAL PROJECTS A.THE THOUSANDS OF DOLLARS.
TOTAL FY'98-99
PROJECT BUDGET
APPROPRIATION ALLOCATION
U. PUBLIC SAFETY
POLICE
1. POLICE MOBIL DIGITAL TERMINAL REFINEMENT
312010
$2,400.1 $786.8
(a) $1,083.1 -
US JUSTICE DEPARTMENT "COPS MORE 96"
(b) $641.0 -
1970 POLICE G.O. BONDS
(C) $254.2 -
LAW ENFORCEMENT BLOCK GRANT
(d) $421.8 -
LAW ENFORCEMENT TRUST FUND
2. POLICE PROPERTY & AUTO POUND FACILITY RENOVATION
312012 $139.0 $20.5
(a) $138.0 - 1970 POLICE G.O. BONDS
3. CENTRAL POLICE FACILITY EXPANSION
312015 $1,074,0 $587.0
(a) $439.7 - 1994 POLICE G.O. BONDS - 88 SALE
(b) $478.8 - 1970 POLICE G.O. BONDS
(C) $155.5 - 1984 POLICE G.O. BONDS - 87 SALE
4. POLICE EQUIPMENT ACQUISITION
312018
$1,449.6 $161.3
(a) $274.3 -
1984 POLICE G.O. BONDS - 88 SALE
(b) $520.4
- 1970 POLICE G.O. BONDS
(C) $116.7 -
1984 POLICE G.O. BONDS
(d) $468.3 -
1984 POLICE G.O. BONDS - 87 SALE
(e) $699 -
'84 POLICE G.O. BONDS '86 SALE - INTEREST
5. NORTH POLICE STATION PARKING & BLDG. EXPA.F.
312022 $235.0 $235.0
(a) $235.0 - IMPACT FEES
6. CENTRAL POLICE STATION PARKING & BLDG. EXPA.F.
312023 $148.4 $148.4
(a) $148.4 - IMPACT FEES
7. SOUTH POLICE STATION PARKING & BLDG. EXPA.F.
312024 $369.3 $369.3
(a) $369.3 - IMPACT FEES
9 11705
THE FOLLOWI0PROPRIATIONS IN ALL CAPITAL PROJECTS AbTHE THOUSANDS OF DOLLARS.
TOTAL FY'98-99
PROJECT BUDGET
APPROPRIATION ALLOCATION
8. HEADQUARTER BUILDING RENOVATIONS
312025 $350.0 $350.0
(a) $350.0 - CONTRIBUTION FROM FY'98 GENERAL FUND
9. 800 MHZ RADIO SYSTEM & MOBIL DIGITAL TERMINALS EXPA.F.
312029
(a) $116.6 - IMPACT FEES
(b) $50.0 - 1994 POLICE G.O.BONDS-88 SALE
(C) $24.5 - 1984 POLICE G.O.BONDS-87 SALE
10. CONSOLIDATION OF POLICE & FIRE COMMUNICATIONS
312029
(a) $825.0 - SUNSHINE STATE COMMERCIAL PAPER - '94
11. MIAMI POLICE DEPARTMENT FACILITY RESTORATION
312030
(a) $1,000.0 - SUNSHINE STATE COMMERCIAL PAPER - '95
(b) $250.0 - 1984 POLICE G.O. BONDS - 87 SALE
12. MOBIL DIGITAL COMPUTERS - PHASE I
312032
(a) $8,284.8 - US JUSTICE DEPARTMENT "COPS MORE 96"
13. UPGRADE EMERGENCY GENERATORS & OTHER RELATED
EQUIPMENT
312034
(a) $1,660.0 - E-911 SYSTEM SERVICE FEE
(b) $257.0 - CONTRIBUTION FROM FY'97 GENERAL FUND
(C) $1,093.0 - 1984 POLICE G.O. BONDS - 88 SALE
14. NORTH SUBSTATION RENOVATIONS
312035
(a) $40.0 - CONTRIBUTION FROM FY'98 GENERAL FUND
15. POLICE HEADQUARTERS BLDG. HAZARD MITIGATION - DSR #7223
312876
(a) $138.6 - ANDREW- FEMA RECOVERY
$191.1 $120.6
$825.0 $0.0
$1,250.0 $0.0
$8,284.8 $3,337.5
$3,000.0 $649.4
$40.0 $40.0
$138.6 $138.6
10
11705
THE FOLLOWlop ROPRIATIONS IN ALL CAPITAL PROTECTS A�THE THOUSANDS OF DOLLARS.
TOTAL FY'98-99
PROJECT BUDGET
APPROPRIATION ALLOCATION
FIRE -RESCUE
1. RENOVATION OF FIRE STATIONS & OLD FIRE DRILL TOWER
313018 $2 235.0 $214.0
(a) $645.5 - 1981 FIRE G.O. BONDS - 1991 SALE
(b) $357.1 - 1976 FIRE G.O. BONDS
(c) $1,232.4 - 1991 FIRE G.O. BONDS
2. FIRE DEPARTMENT COMPUTER ENHANCEMENT -FY'89
313232
$1,207.0
$296.2
(a) $253.1 - STATE EMERGENCY MEDICAL SERVICE GRANT
(b) $32.2 - CONTRIBUTION FROM FY' 97 GENERAL FUND
(C) $246.1 - 1981 FIRE G.O. BONDS - 91 SALE
(d) $675.6 - 1991 FIRE G.O. BONDS - 88 SALE
3. FIRE -RESCUE NEW APPARATUS ACQUISITION
313233
$4,228.3
$1,911.0
(a) $4,200.0 - FIRE ASSESSMENT FEE
(b) $29.3 - CAPITAL PROJECT REVOLVING ACCOUNT
4. EMERGENCY OPERATIONS CENTER
313239
$653.0
$488.2
(a) $180.0 - 1981 FIRE G.O. BONDS - 1991 SALE
(b) $473.0 - FLORIDA DEPARTMENT OF COMMUNITY
AFFAIRS GRANT
5. FIRE STATION # 1 &4 EXPANSION, EMS UNIT, AERIAL &
HAZARDOUS MATERIAL APPARATUSAMPACT FEE
313240
$68.0
$0.0
(a) $68.0 - IMPACT FEES
6. RELOCATION OF FIRE DEPARTMENT ADMINISTRATIVE OFFICES
313241
$500.0
$0.0
(a) $500.0 - CONTRIBUTION FROM FY'97 GENERAL FUND
7. FIRE STATION #7 EXPANSION & EMS RESCUE UNIT
IMPACT FEE
313242 $14.5 $0.0
(a) $14.5 - IMPACT FEES
11 11705
THE FOLLOW10PROPRIATIONS IN ALL CAPITAL PROJECTS
I
THE THOUSANDS OF DOLLARS.
f
TOTAL
FY'98-99
PROJECT
BUDGET
APPROPRIATION
ALLOCATION
8.
FIRE STATION 48 EXPANSION AND EMS RESCUE UNIT
IMPACT FEE
313243
$15.2
$0.0
(a) $15.2 - IMPACT FEES
9.
FIRE STATION # 12 EXPANSION & EMS RESCUE UNIT
IMPACT FEE
313244
$3.4
$0.0
(a) $3.4 - IMPACT FEE
10.
FIRE STATIONS CD RENOVATIONS
313300
$483.0
$406.4
(a) $254.1 - COMMUNITY DEVELOPMENT BLOCK GRANT
- PROGRAM INCOME
(b) $228.9 - COMMUNITY DEVELOPMENT BLOCK GRANT
- 23RD YEAR
11.
FIRE STATION #4 HAZARD NIITGATION / DSR 35925
313640
$19.3
$8.1
(a) $19.3 - ANDREW - FEMA RECOVERY
12.
FIRE STATION # 9 HAZARD MITIGATION / DSR 18627
313642
$17.6
$2.4
(a) $17.6 - ANDREW - FEMA RECOVERY
13.
FIRE TRAINING CENTER HAZARD MITIGATION / DSR #33404
313754
$30.3
$30.3
(a) $30.3 - ANDREW - FEMA RECOVERY
14.
SOUTH FLORIDA URBAN SEARCH AND RESCUE PROGRAM
313826
$456.0
$192.8
(a) $456.0 - SOUTH FLORIDA OFFICE OF TOURISM,
TRADE & ECONOMIC DEVELOPMENT
15.
FEMA / USAR PROGRAM
313827
$30.0
$22.3
(a) $30.0 - FEDERAL EMERGENCY MANAGEMENT
AGENCY
12 11705
THE FOLLOWI PROPRIATIONS IN ALL CAPITAL PROJECTS * THE THOUSANDS OF DOLLARS.
TOTAL FY'98-99
PROJECT BUDGET
APPROPRIATION ALLOCATION
16. FIRE STATION # 11 HAZARD MITIGATION
313994
$15.0 $15.0
(a) $15.0 - ANDREW - FEMA RECOVERY
17. FIRE STATION # 1 HAZARD MITIGATION - DSR 40325
313995
$48.2 $48.2
(a) $48.2 - ANDREW - FEMA RECOVERY
18. FIRE GARAGE HAZARD MITIGATION - DSR 72241
313996 $23.3 $23.3
(a) $23.3 - ANDREW - FEMA RECOVERY
19. FIRE STATION # 3 HAZARD MITIGATION - DSR 40322
313997 $8.0 $8.0
(a) $8.0 - ANDREW - FEMA RECOVERY
III. SOCIAL AND ECONOMIC ENVIRONMENT
COMMUNITY DEVELOPMENT
1. SOUTHEAST OVERTOWN/PARK WEST PHASE 11
322057
$2,921.4 $119.9
(a)
$1,617.0 -
SOUTHEAST OVERTOWN PARK WEST
TAX INCREMENT REVENUE BONDS
(b)
$719.7 -
URBAN MASS TRANSPORTATION.
ADMINISTRATION GRANT
(c)
$483.0 -
SOUTHEAST OVERTOWN PARK WEST
TAX INCREMENT TRUST
(d)
$101.7 -
MISCELLANEOUS REVENUE
2. MANUEL ARTIME CENTER RENOVATIONS - FY'95
322060 $200.0 $100.0
(a) $100.0 - GUARANTEED ENTITLEMENT REVENUE
BONDS - FY'89
(b) $100.0 - COMMUNITY DEVELOPMENT BLOCK GRANT
23RD YEAR
ECONOMIC DEVELOPMENT
1. LATIN QUARTER SPECIALTY CENTER - LAND ACQUISITION
321038 $1,205.4 $224.0
(a) $300.0 - FLORIDA ECONOMIC DEVELOPMENT GRANT
(b) $500.0 - MUNICIPAL SHOP PROPERTY SALE
(c) $405.4 - FLORIDA LEAGUE OF CITIES BOND POOL
13 11705
THE FOLLOWIPROPRIATIONS IN ALL CAPITAL PROJECTS A* THE THOUSANDS OF DOLLARS.
TOTAL FY'98-99
PROJECT BUDGET
APPROPRIATION ALLOCATION
2. ART IN PUBLIC PLACES - MIAMI DESIGN DISTRICT
322055 $250.0
(a) $250.0 - CONTRIBUTION FROM MIAMI SPORTS &
EXHBITION AUTHORITY
3. MIAMI DESIGN DISTRICT - SIGNAGE PROGRAM
322056 $25.0
(a) $25.0 - COMMUNITY DEVELOPMENT BLOCK GRANT
-23RD YEAR
4. OVERTOWN SHOPPING CENTER RENOVATIONS
322059 $160.0
(a) $160.0 - COMMUNITY DEVELOPMENT BLOCK GRANT
-20TH YEAR
5. TOWER THEATER REHABILITATION
322061
(a) $352.8
- FLORIDA DEPARTMENT OF STATE GRANT
(b) $500.0
- FLORIDA CULTURAL FACILITIES GRANT
(c) $650.0
- COMMUNITY DEVELOPMENT BLOCK GRANT
- 21 sT YEAR
(d) $304.0
- COMMUNITY DEVELOPMENT BLOCK GRANT
- 22ND YEAR
(e) $370.0
- COMMUNITY DEVELOPMENT BLOCK GRANT
- 23RD YEAR
(1) $100.0
- COMMUNITY DEVELOPMENT BLOCK GRANT
- 22ND YEAR REVENUE
(g) $250.0
- COMMUNITY DEVELOPMENT BLOCK GRANT
- UNEXPENDED FUNDS
6. RIVERSIDE RIVERFRONT REDEVELOPMENT
322064
(a)
$44.5
- PRIVATE DEVELOPER CONTRIBUTION
(b)
$200.0
- FLORIDA STATE DIRECT APPROPRIATION
(c)
$160.7
- 96 SAFE NEIGHBORHOOD PARK BOND
(d)
$50.0
- FLORIDA DEP COASTAL MANAGEMENT GRANT
7. WATSON ISLAND AVIATION & VISITORS CENTER
344101
$5,715.0
(a)
$3,352.5
- FLORIDA DEPARTMENT OF TRANSPORTATION
(b)
$10.5
- CONTRIBUTION FROM SPECIAL REVENUE FUND
(c)
$3,352.5
- GREATER MIAMI CONVENTION & VISITORS
BUREAU
$2 526.8
215.0
$10.0
$0.0
$2,102.7
$455.2 $355.2
$6,715.5
14 11705
THE FOLLOWI#PROPRIATIONS IN ALL CAPITAL PROJECTS S THE THOUSANDS OF DOLLARS.
TOTAL FY'98-99
PROJECT BUDGET
APPROPRIATION ALLOCATION
IV. PARKS AND RECREATION
PARKS AND RECREATION
1. LUMMUS PARK REDEVELOPMENT
331042 $750.9 $103.1
(a)
$16.0 -
FLORIDA DEPARTMENT OF STATE GRANT
(b)
$94.5 -
CONTRIBUTION FROM '97 GENERAL FUND
(c)
$57.5 -
COMMUNITY DEVELOPMENT BLOCK GRANT
--3RD YR
(d)
$0.4 -
COMMUNITY DEVELOPMENT BLOCK GRANT
--4TH YR
(e)
$147.9 -
COMMUNITY DEVELOPMENT BLOCK GRANT
--6TH YR
(f)
$79.5 -
COMMUNITY DEVELOPMENT BLOCK GRANT
--12TH YR
(g)
$200.0 -
COMMUNITY DEVELOPMENT BLOCK GRANT
--16TH YR
(h)
$96.1 -
U.S. DEPARTMENT OF INTERIOR, LAND &
WATER CONSERVATION GRANT
(i)
$59.0 -
SUNSHINE STATE BOND POOL PROCEEDS
2. VIRGINIA KEY PARK DEVELOPMENT - PHASE I
331044 $731.0 $731.0
(a)
$47.9 -
GUARANTEED ENTITLEMENT REVENUE
BONDS - FY'89
(b)
$250.0 -
FY82 FP&L FRANCHISE REVENUES
(c)
$200.0 -
FLORIDA RECREATION AND DEVELOPMENT
ASSISTANCE PROGRAM GRANT
(d)
$9.1 -
1972 PARKS & RECREATION G.O. BONDS
(e)
$225.0 -
SUNSHINE STATE BOND POOL PROCEEDS
3. AFRICAN SQUARE PARK RENOVATIONS
331053
$829.0 $60.0
(a)
$14.0 -
STATE OF FLORIDA DIRECT APPROPRIATIONS
1988 - INTEREST
(b)
$50.0 -
STATE OF FLORIDA DIRECT APPROPRIATIONS
- FY'91
(c)
$307.2 -
GUARANTEED ENTITLEMENT REVENUE BONDS
- FY'89
(d)
$50.0 -
COMMUNITY DEVELOPMENT BLOCK GRANT
--18TH YR
(e)
$75.0 -
COMMUNITY DEVELOPMENT BLOCK GRANT
--19TH YR
(f)
$25.0 -
COMMUNITY DEVELOPMENT BLOCK GRANT
-- 21 ST YEAR
(g)
$200.0 -
STATE OF FLORIDA DIRECT APPROPRIATIONS
- FY'89
(h)
$107.8 -
SUNSHINE STATE BOND POOL PROCEED
15 11705
THE FOLLOW10PROPRIATIONS IN ALL CAPITAL PRO.IECTS )WHE THOUSANDS OF DOLLARS.
TOTAL FY'98-99
PROJECT BUDGET
APPROPRIATION ALLOCATION
4. ROBERTO CLEMENTE PARK REHABILITATION
331056
$2,080.5 $28.1
(a)
$2.1 -
STATE OF FLORIDA DIRECT APPROPRIATIONS
1988- INTEREST
(b)
$1,166.7 -
GUARANTEED ENTITLEMENT REVENUE BONDS
- FY'89
(c)
$50.0 -
COMMUNITY DEVELOPMENT BLOCK GRANT
-18TH YR
(d)
$50.0 -
DADE COUNTY SEAPORT LAND SETTLEMENT
(e)
$68.0 -
1980 SANITARY G.O. BONDS, 1987 SALE
-INTEREST
(f)
$113.5 -
1976 & 1978 STORM SEWER G.O. BONDS
(g)
$273.0 -
1970 POLICE G.O. BONDS
(h)
$45.5 -
1980 HIGHWAY G.O. BONDS - 1986 SALE
(i)
$100.0 -
STATE OF FLORIDA DIRECT APPROPRIATIONS
- FY'89
(j)
$83.3 -
SUNSHINE STATE BOND POOL PROCEEDS
(k)
$28.4 -
96 SAFE NEIGHBORHOOD PARK BOND
(1)
$100.0 -
STATE OF FLORIDA DIRECT APPROPRIATION
FY ` 97
5. ATHALIE RANGE PARK IMPROVEMENTS
331070
$396.5 $191.5
(a)
$160.0
- COMMUNITY DEVELOPMENT BLOCK GRANT
- 21 ST YR
(b)
$47.8
- COMMUNITY DEVELOPMENT BLOCK GRANT
- 22NDy
(c)
$40.0
- COMMUNITY DEVELOPMENT BLOCK GRANT
- 23RDYR
(d)
$112.7
- 96 SAFE NEIGHBORHOOD PARK BOND
(e)
$11.0
- PROCEED NEW PORT BRIDGE LAND SALE
(f)
$25.0
- SUNSHINE STATE BOND, POOL PROCEEDS
6. BAYFRONT PARK REDEVELOPMENT - PLAY SCULPTURES
331232 $181.5 $171.0
(a) $5.7 - INTEREST INVESTMENT
(b) $175.8 . - LEE & TINA HILLS FUND
7. ALLAPATTAH-COMSTOCK PARK RENOVATION
331309 $943.8 $216.8
(a)
$150.0
- GUARANTEED ENTITLEMENT REVENUE BONDS
-FY89
(b)
$450.0
- COMMUNITY DEVELOPMENT BLOCK GRANT
- 19 "" YEAR
(c)
$100.0
- COMMUNITY DEVELOPMENT BLOCK GRANT
- 21 ST YEAR
(d)
$69.4
- 96 SAFE NEIGHBORHOOD PARK BOND
(e)
$64.4
- US INTERIOR LAND AND WATER CONSERVATION
GRANT
(fl
$110.0
- SUNSHINE STATE REVENUE BONDS POOL
16 11705
THE FOLLOWI0PROPRIATIONS IN ALL CAPITAL PROJECTS Of HE THOUSANDS OF DOLLARS.
TOTAL FY'98-99
PROJECT BUDGET
APPROPRIATION ALLOCATION
8. GRAPELAND PARK IMPROVEMENTS
331310 $238.0
(a) $138.0 - GUARANTEED ENTITLEMENT REVENUE BONDS -FY89
(b) $100.0 - SUNSHINE STATE REVENUE BONDS POOL .
9. LEGION PARK IMPROVEMENTS
331312
(a)
$100.0
- IFLORIDA STATE DIRECT APPROPRIATION -FY91
(b)
$45.0
- FLORIDA SPECIAL WATERWAY PROGRAM
(c)
$9.0
- GUARANTEED ENTITLEMENT REVENUE BONDS
-FY89
(d)
$28.5
- CONTRIBUTION FROM FY97 GENERAL FUND
(e)
$76.2
- 96 SAFE NEIGHBORHOOD PARK BOND
(f)
$160.0
- SUNSHINE STATE REVENUE BONDS POOL
10. MORNINGSIDE PARK RENOVATIONS
331313
(a)
$45.0
- FLORIDA SPECIAL WATERWAY PROGRAM
(b)
$3.0
- CONTRIBUTION FROM DEBT SERVICE FUND
(C)
$310.0
- GUARANTEED ENTITLEMENT REVENUE BONDS
-FY89
(d)
$37.0
- CONTRIBUTION FROM FY97 GENERAL FUND
(e)
$291.3
- 96 SAFE NEIGHBORHOOD PARK BOND
(f)
$7.0
- PROCEEDS NEW PORT BRIDGE LAND SALE
(g)
$200.0
- SUNSHINE STATE REVENUE BONDS POOL
11. VIRRICK PARK RENOVATIONS
331316
(a)
$4.5
- FLORIDA STATE DIRECT APPROPRIATION 88
-INTEREST
(b)
$50.0
- FLORIDA STATE DIRECT APPROPRIATION -FY91
(c)
$24.5
- CONTRIBUTION FROM TRUST AND AGENCY
(d)
$100.0
- GUARANTEED ENTITLEMENT REVENUE BONDS
-FY89
(e)
$38.1
- COMMUNITY DEVELOPMENT BLOCK GRANT
- I ST" YEAR
(f)
$35.0
- COMMUNITY DEVELOPMENT BLOCK GRANT
- 21 ST YEAR
(g)
$71.7
- COMMUNITY DEVELOPMENT BLOCK GRANT
- 22ND YEAR
(h)
$300.0
- COMMUNITY DEVELOPMENT BLOCK GRANT
- 23RD YEAR
(i)
$700.0
- 96 SAFE NEIGHBORHOOD PARK BOND
0)
$100.0
- SUNSHINE STATE REVENUE BONDS POOL
(k)
$250.0
- COMMUNITY DEVELOPMENT BLOCK GRANT
- 24T" YEAR
$419.7
$893.3
$1 673.8
$0.0
$76.2
$291.3
$169.4
17 11705
THE FOLLOWI#ROPRIATIONS IN ALL CAPITAL PROJECTS A WHE THOUSANDS OF DOLLARS.
TOTAL FY'98-99
PROJECT BUDGET
APPROPRIATION ALLOCATION
12. CITYWIDE PARK PLAYING COURT RENOVATIONS
331318 $575.0 $10.9
(a) $71.1 - GUARANTEED ENTITLEMENT REVENUE BONDS
-FY89
(b) $503.9 - SUNSHINE STATE REVENUE BONDS POOL
13. GIBSON PARK IMPROVEMENTS
331341
$444.9 $135.4
(a)
$100.0
- GUARANTEED ENTITLEMENT REVENUE BONDS
-FY89
(b)
$100.0
- COMMUNITY DEVELOPMENT BLOCK GRANT
- 18TH YEAR
(c)
$9.5
- COMMUNITY DEVELOPMENT BLOCK GRANT
- 22ND YEAR
(d)
$135.4
- 96 SAFE NEIGHBORHOOD PARK BOND
(e)
$100.0
- SUNSHINE STATE REVENUE BONDS POOL
14. ARMBRISTER PARK RENOVATIONS
331342
$453.1 _ $64.0
(a)
$72.2
- GUARANTEED ENTITLEMENT REVENUE BONDS
-FY89
(b)
$236.9
- COMMUNITY DEVELOPMENT BLOCK GRANT
- 18TH YEAR
(c)
$44.0
- 96 SAFE NEIGHBORHOOD PARK BOND
(d)
$100.0
- SUNSHINE STATE REVENUE BONDS POOL
15. KIRK MUNROE PARK IMPROVEMENTS
331343
$101.0 $57.6
(a) $65.0
- GUARANTEED ENTITLEMENT REVENUE BONDS
-FY89
(b) $36.0
- 96 SAFE NEIGHBORHOOD PARK BOND
16. REEVES PARK RENOVATIONS
331344
$150.0 $150.0
(a) $50.0
- GUARANTEED ENTITLEMENT REVENUE BONDS
-FY89
(b) $100.0
- SUNSHINE STATE REVENUE BONDS POOL
17. SIMPSON PARK RENOVATIONS
331346
$432.6 $163.8
(a)
$50.0
- FLORIDA DEPARTMENT OF STATE GRANT
(b)
$58.8
- DADE COUNTY ADA GRANT
(c)
$25.0
- CONTRIBUTION FROM FY97 GENERAL FUND
(d)
$163.8
- 96 SAFE NEIGHBORHOOD PARK BOND
(e)
$35.0
- 1972 PARKS AND RECREATION G. O. BONDS
(f)
$100.0
- 96 SAFE NEIGHBORHOOD PARK BOND
18 11711
u5
THEFOLLOW] PROPRIATIONS IN ALL CAPITAL PROJECTS AftHE THOUSANDS OF DOLLARS.
TOTAL FY'98-99
PROJECT BUDGET
APPROPRIATION ALLOCATION
18. WILLIAMS PARK RENOVATION
331351
$695.6 $159.0
(a)
$38.0
- FLORIDA STATE DIRECT APPROPRIATION 88
- INTEREST
(b)
$400.0
- FLORIDA STATE DIRECT APPROPRIATION -FY90
(c)
$100.0
- COMMUNITY DEVELOPMENT BLOCK GRANT
- 19T" YEAR
(d)
$45.0
- COMMUNITY DEVELOPMENT BLOCK GRANT
- 21 sT YEAR
(e)
$29.6
- COMMUNITY DEVELOPMENT BLOCK GRANT
- 22ND YEAR
(f)
$84.0
- 96 SAFE NEIGHBORHOOD PARK BOND
19. HENDERSON PARK
RENOVATIONS
331356
$239.9 $51.5
(a)
$4.5
- FLORIDA STATE DIRECT APPROPRIATION 88
-INTEREST
(b)
$50.0
- FLORIDA STATE DIRECT APPROPRIATION -FY91
(c)
$50.0
- COMMUNITY DEVELOPMENT BLOCK GRANT
- 18T" YEAR
(d)
$65.0
- COMMUNITY DEVELOPMENT BLOCK GRANT
- 21IT YEAR
(e)
$23.9
- COMMUNITY DEVELOPMENT BLOCK GRANT
- 22ND YEAR
(f)
$15.0
- COMMUNITY DEVELOPMENT BLOCK GRANT
- 23RD YEAR
(g)
$31.5
- 96 SAFE NEIGHBORHOOD PARK BOND
20. DORSEY PARK RENOVATIONS
331357
$583.4 $326.5
(a)
$4.1
- FLORIDA STATE DIRECT APPROPRIATION 88
- INTEREST
(b)
$50.0
- FLORIDA STATE DIRECT APPROPRIATION -FY91
(c)
$15.0
- PARK DEVELOPMENT REVENUE FUND
(d)
$24.5
- CONTRIBUTION FROM TRUST AND AGENCY
(e)
$55.0
- COMMUNITY DEVELOPMENT BLOCK GRANT
- 19T" YEAR
(()
$50.0
- COMMUNITY DEVELOPMENT BLOCK GRANT
- 21 IT YEAR
(g)
$9.5
- COMMUNITY DEVELOPMENT BLOCK GRANT
- 22ND YEAR
(h)
$25.3
- 96 SAFE NEIGHBORHOOD PARK BOND
(i)
$250.0
- US INTERIOR UPARR FUND
(j)
$100.0
- STATE OF FLORIDA DIRECT APPROPRIATION
FY ` 97
19 11705
THE FOLLOWI#ROPRIATIONS
IN ALL CAPITAL PROJECTS ASTHE THOUSANDS OF
DOLLARS.
TOTAL
FY'98-99
PROJECT
BUDGET
APPROPRIATION
ALLOCATION
21. PEACOCK PARK
SITE IMPROVEMENTS
331359
$860.0
$387.0
(a)
$8.1
- FLORIDA DEPARTMENT OF STATE GRANT
(b)
$72.9
- PARK DEVELOPMENT REVENUE FUND
(c)
$101.0
- CONTRIBUTION FROM SPECIAL REVENUE FUND
(d)
$30.0
- CONTRIBUTION FROM FY 97 GENERAL FUND
(e)
$507.0
- 96 SAFE NEIGHBORHOOD PARK BOND
(f)
$100.0
- FLORIDA RECREATION DEVELOPMENT
ASSISTANCE PROGRAM GRANT
(g)
$41.0
- 1972 PARKS AND RECREATION G. O. BONDS
22. SHENANDOAH PARK IMPROVEMENT
331360
$1,144.5 $135.0
(a)
$125.0
- FLORIDA STATE APPROPRIATIONS -FY96
(b)
$50.0
- COMMUNITY DEVELOPMENT BLOCK GRANT
-I9TH YEAR
(c)
$650.0
- 96 SAFE NEIGIBORHOOD PARK BONDS
(d)
$100.0
- STATE OF FLORIDA DIRECT APPROPRIATION
FY`97
(e)
$100.0
- STATE OF FLORIDA DIRECT APPROPRIATION FY'98
(fl
$119.5
- SAFE NEIGHBORHOOD PARK - CHALLENGE GRANT
23. EATON PARK IMPROVEMENTS
331361
$454.0 $434.0
(a) $50.0
- COMMUNITY DEVELOPMENT BLOCK GRANT
- 18TH YEAR
(b) $150.0
- COMMUNITY DEVELOPMENT BLOCK GRANT
- I9TH YEAR
(c) $30.0
- COMMUNITY DEVELOPMENT BLOCK GRANT
- 21 IT YEAR
(d) $54.0
- COMMUNITY DEVELOPMENT BLOCK GRANT
- 22ND YEAR
(e) $170.0
- COMMUNITY DEVELOPMENT BLOCK GRANT
- 23RD YEAR
24. CURTIS PARK SHORELINE
IMPROVEMENTS
331362
$210.0 $124.0
(a)
$100.0
- FLORIDA STATE DEPARTMENT OF
ENVIRONMENTAL PROTECTION
(b)
$50.0
- COMMUNITY DEVELOPMENT BLOCK GRANT
- 18TH YEAR
(c)
$50.0
- COMMUNITY DEVELOPMENT BLOCK GRANT
- 23RD YEAR
(d)
$10.0
- JAMES L. KNIGHT FOUNDATION CONTRIBUTION
11705
20`
THE FOLLOWIi#ROPRIATIONS IN ALL CAPITAL PROJECTS ASTHE THOUSANDS OF DOLLARS.
TOTAL FY'98-99
PROJECT BUDGET
APPROPRIATION ALLOCATION
25, TOWN PARK RENOVATIONS
331363 $70.0 $0.0
(a) $60.0 - COMMUNITY DEVELOPMENT BLOCK GRANT
- I9TH YEAR
(b) $10.0 - COMMUNITY DEVELOPMENT BLOCK GRANT
- 23RD YEAR
26. TACOLCY PARK C.D. IMPROVEMENTS
331364
(a) $315.0 - COMMUNITY DEVELOPMENT BLOCK GRANT
- 20TH YEAR
(b) $100.0 - COMMUNITY DEVELOPMENT BLOCK GRANT
21 ST YEAR
27. CITY CEMETERY IMPROVEMENTS
331365
(a) $110.0 - COMMUNITY DEVELOPMENT BLOCK GRANT
- 24TH YEAR
28. PARKS DEPARTMENT VEHICLE ACQUISITION
331368
(a) $565.0 - CONTRIBUTION FROM FY' 99 GENERAL FUND
29. COCONUT GROVE RESIDENTIAL PARK RENOVATIONS / I.F.
331372
(a) $191.8 - IMPACT FEES
30. LITTLE HAVANA RESIDENTIAL PARK RENOVATIONS / I.F.
331373
(a) $71.9 - IMPACT FEES
31. FLAGAMI RESIDENTIAL PARK RENOVATIONS / LF.
331374
(a) $46.5 - IMPACT FEES
32. ALLAPATTAH RESIDENTIAL PARK RENOVATIONS / I.F.
331375
(a) $25.1 - IMPACT FEES
$415.0
$110.0
$255.5
$110.0
$565.0 $565.0
$191.9 $0.0
$71.9 $0.0
$46.5 $0.0
$25.1 $0.0
11705
21
THE FOLLOWII&ROPRIATIONS IN ALL CAPITAL PROJECTS A%THE THOUSANDS OF DOLLARS.
TOTAL FY'98-99
PROJECT BUDGET
APPROPRIATION ALLOCATION
33. EDISON RESIDENTIAL PARK RENOVATIONS / LF
331377 $2.6 $0.0
(a) $2.6 - IMPACT FEES
34. MERRIE CHRISTMAS PARK HANDICAP IMPROVEMENTS
331379 $99.3 $69.3
(a) $20.0 - DADE COUNTY ADA GRANT
(b) $19.1 - COMMUNITY DEVELOPMENT BLOCK GRANT
- 22ND YEAR
(c) $25.0 - COMMUNITY DEVELOPMENT BLOCK GRANT
-23RD YEAR
(d) $25.2 - 96 SAFE NEIGHBORHOOD PARK BOND
35. MOORE PARK TRACK RENOVATIONS
331380
$1,377.8 $1,058.0
(a)
$300.0. -
COMMUNITY DEVELOPMENT BLOCK GRANT
- 20TH YEAR
(b)
$30.0 -
COMMUNITY DEVELOPMENT BLOCK GRANT
-21 sT YEAR
(c)
$47.8 -
COMMUNITY DEVELOPMENT BLOCK GRANT
-22nd YEAR
(d)
$1,000.0 -
96 SAFE NEIGHBORHOOD PARK BOND
36. COCONUT GROVE MINI PARK RENOVATION - C.D.
331382 $149.6 $39.2
(a) $90.0 - COMMUNITY DEVELOPMENT BLOCK GRANT
- 20 .. YEAR
(b) $20.0 - COMMUNITY DEVELOPMENT BLOCK GRANT
-21 IT YEAR
(c) $39.6 - 96 SAFE NEIGHBORHOOD PARK BOND
37. CRESTWOOD PARK C.D. IMPROVEMENTS
331383
$30.0 $0.0
(a) $30.0
- COMMUNITY DEVELOPMENT BLOCK GRANT
- 20TH YEAR
38. GIBSON PARK C.D.
IMPROVEMENTS
331384
$129.5 $0.0
(a) $120.0
- COMMUNITY DEVELOPMENT BLOCK GRANT
- 20TH YEAR
(b) $9.5
- COMMUNITY DEVELOPMENT BLOCK GRANT
- 22ND YEAR
22 11705
THE FOLLOWIl &ROPRIATIONS IN ALL CAPITAL PROJECTS A WHE THOUSANDS OF DOLLARS.
TOTAL FY'98-99
PROJECT BUDGET
APPROPRIATION ALLOCATION
39. JOSE MARTI PARK DEVELOPMENT - PHASE III - C.D
331385
$1,374.1 $497.0
(a)
$350.0
- COMMUNITY DEVELOPMENT BLOCK GRANT
- 20T" YEAR
(b)
$200.0
- COMMUNITY DEVELOPMENT BLOCK GRANT
- 21 ST YEAR
(c)
$62.1
- COMMUNITY DEVELOPMENT BLOCK GRANT
- 22NDyE AR
(d)
$175.0
- COMMUNITY DEVELOPMENT BLOCK GRANT
- 23RD YEAR
(e)
$62.2
- 96 SAFE NEIGHBORHOOD PARK BOND
(fl
$100.0
- STATE OF FLORIDA DIRECT APPROPRIATION
FY ` 97
(g)
$424.8
- SAFE NEIGHBORHOOD PARK - CHALLENGE GRANT
40. LEMON CITY PARK DAY CARE IMPROVEMENTS - C.D
331386
$544.5 $514.6
(a)
$170.0
- COMMUNITY DEVELOPMENT BLOCK GRANT
- 20T" YEAR
(b)
$150.5
- COMMUNITY DEVELOPMENT BLOCK GRANT
- 22ND YEAR
(c)
$80.0
- COMMUNITY DEVELOPMENT BLOCK GRANT
- 23RD YEAR
(d)
$44.0
- 96 SAFE NEIGHBORHOOD PARK BOND
(e)
$100.0
- STATE OF FLORIDA DIRECT APPROPRIATION
- FY'98
41. LUMMUS PARK ADULT CENTER - C.D.
331387 $55.0 $25.9
(a) $55.0 - COMMUNITY DEVELOPMENT BLOCK GRANT
- 20T" YEAR
42. ATHALIE RANGE PARK POOL - C.D
331398 $60.0 $60.0
(a) $60.0 - COMMUNITY DEVELOPMENT BLOCK GRANT
- 20T" YEAR � .
43. REEVES PARK C.D. IMPROVEMENTS
331389
$177.2 $44.0
(a)
$50.0
- COMMUNITY DEVELOPMENT BLOCK GRANT
- 20T" YEAR
(b)
$45.0
- COMMUNITY DEVELOPMENT BLOCK GRANT
- 21 ST YEAR
(c)
$38.2
- COMMUNITY DEVELOPMENT BLOCK GRANT
- 22ND YEAR
(d)
$44.0
- 96 SAFE NEIGHBORHOOD PARK BOND
23 11705
THE FOLLOWI0ROPRIATIONS IN ALL CAPITAL PROJECTS
*HE
THOUSANDS OF DOLLARS.
TOTAL
FY'98-99
PROJECT
BUDGET
APPROPRIATION
ALLOCATION
44. TARGET AREA PARK C.D. IMPROVEMENTS
331390
$145.5
$6.4
(a) $145.5 - COMMUNITY DEVELOPMENT BLOCK GRANT
- 20TH YEAR
45. HADLEY PARK SENIOR CENTER
331391 $1563.2 $1,563.2
(a) $300.0 - COMMUNITY DEVELOPMENT BLOCK GRANT
- 21 ST YEAR
(b) $1,000.0 - SPECIAL OBLIGATION BOND SERIES 95
(c) $263.2 - 96 SAFE NEIGHBORHOOD PARK BOND
46. RIVERSIDE PARK IMPROVEMENTS - C.D
331395 $102.1 $74.8
(a) $25.0 - COMMUNITY DEVELOPMENT BLOCK GRANT
- 21 ST YEAR
(b) $20.0 - COMMUNITY DEVELOPMENT BLOCK GRANT
- 23RD YEAR
(c) $57.1 - 96 SAFE NEIGHBORHOOD PARK BOND
47. BUENA VISTA PARK RENOVATIONS - C.D
331396
$402.1 $300.0
(a) $20.0
- COMMUNITY DEVELOPMENT BLOCK GRANT
- 21 ST YEAR
(b) $62.1
- COMMUNITY DEVELOPMENT BLOCK GRANT
- 22ND YEAR
(c) $20.0
- COMMUNITY DEVELOPMENT BLOCK GRANT
- 23RD YEAR
(d) $300.0
- 96 SAFE NEIGHBORHOOD PARK BOND
48. JOSE MARTI PARK EXPANSION
331399
$654.5 $654.5
(a) $654.5
- DEPARTMENT OF COMMUNITY AFFAIRS
FLORIDA COMMUNITIES TRUST
49. BAYFRONT PARK IMPROVEMENTS
331401 $1,000.0 $1,000.0
(a) $540.0 - IMPACT FEES
(b) $460.0 - INTEREST ON IWACT FEES
50. HADLEY PARK RENOVATIONS
331403 $78.6 $61.5
(a) $29.6 - COMMUN rY DEVELOPMENT BLOCK GRANT
- 22ND YEAR
(b) $50.0 - COMMUNITY DEVELOPMENT BLOCK GRANT
- 23RD YEAR
24 A ��
THE FOLLOW10ROPRIATIONS IN ALL CAPITAL PROJECTS *HE THOUSANDS OF DOLLARS.
TOTAL FY'98-99
PROJECT BUDGET
APPROPRIATION ALLOCATION
51. MILLER DAWKINS PARK RENOVATION
331404 $38.7
(a) $28.7 - COMMUNITY DEVELOPMENT BLOCK GRANT
- 22ND YEAR
(b) $10.0 - COMMUNITY DEVELOPMENT BLOCK GRANT
- 23RD YEAR
52. BAYWOOD PARK SHORELINE IMPROVEMENTS
331405 $170.0
(a) $76.0 - FLORIDA SPECIAL WATERWAY PROGRAM
(b) $94.0 - DADE COUNTY DEPARTMENT OF
ENVIRONMENTAL RESOURCE MANAGEMENT
53. MOORE PARK DAYCARE RENOVATIONS
331406 $5.6
(a) $5.6 - COMMUNITY DEVELOPMENT BLOCK GRANT
- 22ND YEAR
54. NORTH BAY VISTA PLAYGROUND
331407
(a) $9.5 - COMMUNITY DEVELOPMENT BLOCK GRANT
- 22ND YEAR
(b) $15.0 - COMMUNITY DEVELOPMENT BLOCK GRANT
- 23RD YEAR
55. CUBAN MEMORIAL BLVD. FACELIFT
331408
(a) $4.8 - COMMUNITY DEVELOPMENT BLOCK GRANT
- 22ND YEAR
(b) $2.0 - COMMUNITY DEVELOPMENT BLOCK GRANT
-23RD YEAR
56. WEST BUENA VISTA PARK RENOVATIONS
331409
(a) $14.3 - COMMUNITY DEVELOPMENT BLOCK GRANT
-22ND YEAR
(b) $18.0 - COMMUNITY DEVELOPMENT BLOCK GRANT
-23RD YEAR
57. CORAL GATE PARK IMPROVEMENTS
332133
(a) $25.0 - STATE OF FLORIDA DIRECT
APPROPRIATIONS FY ` 96
(b) $157.3 - 96 SAFE NEIGHBORHOOD PARKS BOND
25
$24.5
$6.9
$32.3
$182.3
$38.7
$10.0
$5.6 .
$0.0
$6.8
$4.2
$192.3
11705
THE FOLLOWIl0ROPRIATIONS IN ALL CAPITAL PRO.IECTS A01 THE THOUSANDS OF DOLLARS.
TOTAL
FY'99-99
PROJECT
BUDGET
APPROPRIATION
ALLOCATION
58. KINLOCH PARK IMPROVEMENTS
332174
-$686.5
$500.8
(a) $37.5
- STATE OF FLORIDA DIRECT
APPROPRIATION FY ` 96
(b) $449.0
- 96 SAFE NEIGHBORHOOD PARK BOND
(c) $200.0
- STATE OF FLORIDA DIRECT APPROPRIATIONS
FY'98
59. ELIZABETH VIRRICK BOXING GYM/LOCAT'ION NO. 45-057
332216
$1,298.0
$500.0
(a) $899.0 - ANDREW - HARTFORD INSURANCE
RECOVERY
(b) $400.0 - FLORIDA HISTORICAL RESOURCE GRANT
60.
WAINWRIGHT PARK IMPROVEMENTS
333100
$102.9
$102.9
(a) $102.9 - 96 SAFE NEIGHBORHOOD PARK BOND
61.
BRICKELL PARK IMPROVEMENTS
333101
$43.6
$43.6
(a) $43.6 - 96 SAFE NEIGHBORHOOD PARK BOND
62.
DOUGLAS PARK IMPROVEMENTS
333102
$310.3
$230.0
(a) $310.3 - 96 SAFE NEIGHBORHOOD PARK BOND
63.
FERN ISLE PARK IMPROVEMENTS
333103
$211.0
$211.0
(a) $211.0 - 96 SAFE NEIGHBORHOOD PARK BOND
64.
PACE PARK IMPROVEMENTS
333104
$138.8
$138.8
(a) $138.8 - 96 SAFE NEIGHBORHOOD PARK BOND
65.
SEWELL PARK IMPROVEMENTS
333105
$115.0
$115.0
(a) $115.0 - 96 SAFE NEIGHBORHOOD PARK BOND
66.
TRIANGLE PARK IMPROVEMENTS
333106
$30.0
$30.0
(a) $30.0 - 96 SAFE NEIGHBORHOOD PARK BOND
26
11705
THE FOLLOWI0PROPRIATIONS IN ALI, CAPITAL PROJECTS A*THE THOUSANDS OF DOLLARS.
TOTAL
FY'98-99
PROTECT
BUDGET
APPROPRIATION
ALLOCATION
67. WEST END PARK IMPROVEMENTS
333107
$142.3
$142.3
(a) $142.3 - 96 SAFE NEIGHBORHOOD PARK BOND
68.
ROBERT KING HIGH PARK IMPROVEMENTS
333108
$173.9
$173.9
(a) $173.9 - 96 SAFE NEIGHBORHOOD PARK BOND
69.
BRYAN PARK MIPROVEMENTS
333109
$55.0
$55.0
(a) $55.0 - 96 SAFE NEIGHBORHOOD PARK BOND
70.
SOUTH SIDE PARK IMPROVEMENTS
333111
$44.0
$44.0
(a) $44.0 - 96 SAFE NEIGHBORHOOD PARK BOND
71.
KENNEDY PARK IMPROVEMENTS
333112
$76.6
$76.6
(a) $76.6 - 96 SAFE NEIGHBORHOOD PARK BOND
72.
CURTIS PARK MROVEMENTS
333113
$17.2
$17.2
(a) $17.2 - 96 SAFE NEIGHBORHOOD PARK BOND
73.
MACEO PARK RECREATION / SENIOR CENTER
333114
$77.6
$77.6
(a) $77.6 - 96 SAFE NEIGHBORHOOD PARK BOND
74.
GROVE PARK MIPROVEMENTS
333115
$44.0
$44.0
(a) $44.0 - 96 SAFE NEIGHBORHOOD PARK BOND
75.
BELLE WADE PARK RAPROVEMENTS
333116
$31.5
$31.5
(a) $31.5 - 96 SAFE NEIGHBORHOOD PARK BOND
76.
BLANCHE PARK IMPROVEMENTS
333117
$38.6
$38.6
(a) $38.6 - 96 SAFE NEIGHBORHOOD PARK BOND
-
11705
27
THE FOLLOW10ROPRIATIONS IN ALL, CAPITAL PROJECTS AJOTHE
THOUSANDS OF
DOLLARS.
TOTAL
FY'98-99
PROJECT
BUDGET
APPROPRIATION
ALLOCATION
77.
STEARNS / PALLOT PARK IMPROVEMENTS
333118
$12.2
$12.2
(a) $12.2 - 96 SAFE NEIGHBORHOOD PARK BOND
79.
RAINBOW VILLAGE PARK IMPROVEMENTS
333119
$32.9
$32.9
(a) $32.9 - 96 SAFE NEIGHBORHOOD PARK BOND
79.
PULLMAN MINI PARK IMPROVEMENTS
333120
$28.0
$28.0
(a) $28.0 - 96 SAFE NEIGHBORHOOD PARK BOND
_
80.
OAKLAND GROVE MINI PARK IMPROVEMENTS
333121
$19.5
$19.5
(a) $19.5 - 96 SAFE NEIGHBORHOOD PARK BOND
81.
LINCOLN PARK IMPROVEMENTS
333122
$10.0
$10.0
(a) $10.0 - 96 SAFE NEIGHBORHOOD PARK BOND
82.
FLAGLER TERRACE PARK IMPROVEMENTS
333123
$33.6
$33.6
(a) $33.6 - 96 SAFE NEIGHBORHOOD PARK BOND
83.
VIRRICK COMMUNITY WATER SPORTS CENTER
333124
$350.8
$350.8
(a) $350.9 - 96 SAFE NEIGHBORHOOD PARK BOND
84.
WATSON ISLAND BOAT RAMP IMPROVEMENTS
333126
$186.0
$184.0
(a) $44.0 - 96 SAFE NEIGHBORHOOD PARK BOND
(b) $142.0 - FIND FY' 1998-1999 WATERWAYS ASSISTANCE
PROGRAM
85.
VIRGR41A KEY WILDLIFE / ENVIRONMENTAL CENTER
333128
$58.2
$54.8
(a) $58.2 - 96 SAFE NEIGHBORHOOD PARK BOND
86.
HURRICANE TRUST FUND PARK RECOVERY
336006
$1,950.0
$461.2
(a) $1,850.0 - HURRICANE ANDREW TRUST FUND
�y
28
r
THE FOLLOWI0ROPRIATIONS IN ALL CAPITAL PROJECTS AOTHE THOUSANDS OF DOLLARS.
TOTAL FY'98-99
PROJECT BUDGET
APPROPRIATION ALLOCATION
87. RENOVATION OF MELREESE GOLF COURSE
416048 $3,900.0 $210.2
(a) $3,100.0 - SUNSHINE STATE SECONDARY LOAN
(b) $800.0 - CONTRIBUTION FROM FY ` 98 GENERAL FUND
88. MELREESE GOLF COURSE DEBRIS, TREES & BENCH/DSR #89881
416500 $228.6 $0.0
(a) $228.6 - ANDREW - FEMA RECOVERY
V. PUBLIC FACILITIES
STADIUMS
1. ORANGE BOWL RAMPS
324002 $250.0 $250.0
(a) $250.0 - CONTRIBUTION FROM FY 98 GENERAL FUND
2. ORANGE BOWL SOFTBALL FIELD IMPROVEMENTS
324004 $60.0 $60.0
(a) $60.0 - COMMUNITY DEVELOPMENT BLOCK GRANT
- 24TH YEAR
AUDITORIUMS
I. COCONUT GROVE CONVENTION CENTER
325006 $500.0 $500.0
(a) $500.0 - CONTRIBUTION FROM FY 98 GENERAL FUND
2. MIANII CONVENTION CENTER POWER PLANT
325009 $420.0 $420.0
(a) $420.0 - CONTRIBUTION FROM FY 98 GENERAL FUND
3. MIANII CONVENTION CENTER ROOF REPLACEMENT
325010 $200.0 $200.0
(a) $200.0 - CONTRIBUTION FROM FY' 99 GENERAL FUND
4. MIANII CONVENTION CENTER EQUIPMENT & BLDG. IMPROVEMENTS
325012 $300.0 $300.0
(a) $300.0 - CONTRIBUTION FROM FY' 99 GENERAL FUND
29 11705
THE FOLLOWI0ROPRIATIONS IN ALL CAPITAL PROJECTS AOTHE THOUSANDS OF DOLLARS.
TOTAL FY'98-99
PROJECT BUDGET
APPROPRIATION ALLOCATION
5. COCONUT GROVE CONVENTION CENTER HAZARD MITIGATION
DSR 72242
325014
(a) $76.6 - ANDREW - FEMA RECOVERY
MARINAS
1. WATSON ISLAND MARINA IMPROVEMENTS
326002
(a) $120.0 - CONTRIBUTION FROM FY' 99 GENERAL FUND
2. DINNER KEY MARINA ELECTRICAL IMPROVEMENTS
326004
(a) $40.0 - CONTRIBUTION FROM FY' 99 GENERAL FUND
3. MARINE STADIUM MARINA BOAT RACKS REPLACEMENT
326008
(a) $180.0 - CONTRIBUTION FROM FY' 98 GENERAL FUND
4. M[AMARINA PROJECT IMPROVEMENT -PIERS A, B & C
DSR # 15732
413400
(a) $4,093.4 - ANDREW - FEMA RECOVERY
(b) $1,900.0 - SUNSHINE STATE COMMERCIAL PAPER - ` 95
5. MIAMARINA DOCKMASTER'S OFFICE IMPROVEMENTS
413403
(a) $180.0 - CONTRIBUTION FROM FY' 98 GENERAL FUND
6. DINNER KEY BOATYARD UPLAND MVROVEMENTS
418001
(a) $1,000.0 - SUNSHINE STATE COMMERCIAL
PAPER ` 95
7. MERRILL STEVENS GROUNDS & PARKING AREA/DSR 43041
419402
(a) $184.4 - ANDREW - FEMA RECOVERY
(b) $65.0 - CONTRIBUTION FROM OFF-STREET
PARKING
30
$76.6 $76.6
$120.0 $120.0
$40.0 $40.0
$180.0 $180.0
$5,993.4 $300.0
$180.0 $37.5
$1,000.0 $90.0
$249.4 $0.0
11705
THE FOLLOWD&ROPRIATIONS IN ALL CAPITAL PROJECTS A10THE THOUSANDS OF DOLLARS.
TOTAL FY'98-99
PROJECT BUDGET
APPROPRIATION ALLOCATION
VI. TRANSPORTATION
STREETS
1. DOWNTOWN STREET IMPROVEMENTS - PHASE HI[IMPACT FEE
341135
(a) $748.7 - CEP LOCAL OPTION GAS TAX
(b) $251.3 - IMPACT FEE
2. CITYWIDE STREET IMPROVEMENTS - FY 96-FY'99
341170
(a) $1,280.6 - CIP LOCAL OPTION GAS TAX
(b) $25.0 - CONTRIBUTION FROM COCONUT GROVE
TRUST FUND
(C) $34.2 - FIND FY 1996-1997 WATERWAYS ASSISTANCE
PROGRAM
3. REBUILD SIDEWALKS AND STREETS FYI 995-99
341171
(a) $911.0 - CIP LOCAL OPTION GAS TAX
4. BISCAYNE BOULEVARD - NEW WORLD DESIGN
341172
(a) $4,100.0 - FLORIDA DEPARTMENT OF TRANSPORTATION
$1,000.0
$1,339.8
$0.0
$0.0
$911.0 $376.2
$4,100.0 $0.0
5. VENETIAN CAUSEWAY IMPROVEMENTS
341173 $65.0
(a) $65.0 - CONTRIBUTION FROM FY 97 GENERAL FUND
6. EDISON STREET REBUILDING/IMPACT FEE
341195
(a) $72.0 - CIP LOCAL OPTION GAS TAX
(b) $36.3 - IMPACT FEES
7. LITTLE HAVANA STREET REBUILDING/IMPACT FEE
341198
(a) $78.0 - CIP LOCAL OPTION GAS TAX
(b) $157.1 - IMPACT FEES
8. FLAGAMI STREET REBUILDING/IMPACT FEE
341199
(a) $95.3 - CIP LOCAL OPTION GAS TAX
(b) $138.3 - IMPACT FEES
31
$108.3
$43.0
$27.0
$235.1 $57.6
$233.6 $54.0
11705
THE FOLLOWIl&PROPRIATIONS IN ALL CAPITAL PROJECTS Akl*,THE THOUSANDS OF DOLLARS.
TOTAL FY'98-99
PROJECT BUDGET
APPROPRIATION ALLOCATION
9. ALLAPATTAH STREET REBUILDING/IMPACT FEE
341200 $282.9 $54.0
(a) $59.3 -
CIP LOCAL OPTION GAS TAX
(b) $223.6 -
IMPACT FEES
10. MODEL CITY STREET
IMPROVEMENTS
341203
(a) $680.0 -
CIP LOCAL OPTION GAS TAX
11. SECURITY GUARD SPECIAL TAXING DISTRICT
341204
(a) $558.0 -
SECURITY,GUARD TAXING DISTRICT
12. ALLAPATTAH C.D. SIDEWALK REPLACEMENT
341300
(a) $210.9 -
COMMUNITY DEVELOPMENT BLOCK GRANT
-23RD YR
13. COCONUT GROVE C.D. SIDEWALK REPLACEMENT
341302
(a) $125.0 - COMMUNITY DEVELOPMENT BLOCK GRANT
-23RD YR
14. EDISON/LITTLE RIVER C.D.-SIDEWALK REPLACEMENT
341304
(a) $125.0 - COMMUNITY DEVELOPMENT BLOCK GRANT
-23RD YR
15. LITTLE HAVANA C.D. SIDEWALK REPLACEMENT
341306
(a) $250.0 - COMMUNITY DEVELOPMENT BLOCK GRANT
-23RD yR
16. MODEL CITY C.D. SIDEWALK REPLACEMENT
341308
(a) $125.0 - COMMUNITY DEVELOPMENT BLOCK GRANT
-23RD YR
17. OVERTOWN C.D. SIDEWALK REPLACEMENT
341310
(a) $125.0 - COMMUNITY DEVELOPMENT BLOCK GRANT
-23RD YR
32
$680.0 $47.9
$558.0 $505.1
$210.9 $207.1
$125.0 $122.8
$125.0 $122.8
$250.0 $245.6
$125.0 $122.8
$125.0 $125.0
11705
THE FOLLOWI0PROPRIATIONS IN ALL CAPITAL PROJECTS AROTHE THOUSANDS OF DOLLARS.
TOTAL FY'98-99
PROJECT BUDGET
APPROPRIATION ALLOCATION
18. WYNWOOD C.D. SIDEWALK REPLACEMENT
341312
$125.0
$122.8
(a) $125.0 - COMMUNITY DEVELOPMENT BLOCK GRANT
-23RD YR
19.
DOWNTOWN C.D. SIDEWALK REPLACEMENT
341314
$125.0
$122.8
(a) $125.0 - COMMUNITY DEVELOPMENT BLOCK GRANT
-23RD YR
20.
ALLAPATTAH C.D. STREET & SIDEWALK IMPROVEMENTS FY'98
341321
$450.4
$450.4
(a) $450.4 - COMMUNITY DEVELOPMENT BLOCK GRANT
24TH YEAR
21.
COCONUT GROVE C.D. STREET & SIDEWALK IMPROVEMENTS FY'98
341322
$150.0
$150.0
(a) $150.0 - COMMUNITY DEVELOPMENT BLOCK GRANT
24TH YEAR
22.
EDISON/LITTLE RIVER C.D. STREET & SIDEWALK IMPROVEMENTS
FY'98
341323
$400.0
$400.0
(a) $400.0 - COMMUNITY DEVELOPMENT BLOCK GRANT
24TH YEAR
23. LITTLE HAVANA C.D. STREET & SIDEWALK IMPROVEMENTS FY'98
341324 $400.0 $400.0
(a) $400.0 - COMMUNITY DEVELOPMENT BLOCK GRANT
24TH YEAR
24. MODEL CITY C.D. STREET & SIDEWALK IMPROVEMENTS FY'98,
341325 $400.0 $400.0
(a) $400.0 - COMMUNITY DEVELOPMENT BLOCK GRANT
24TH YEAR
25. OVERTOWN C.D. STREET & SIDEWALK IMPROVEMENTS FY'98
341326
$150.0 $150.0
(a) $150.0 - COMMUNITY DEVELOPMENT BLOCK GRANT
24TH YEAR
33 11705
THE FOLLOWII_�PROPRIATIONS IN ALL CAPITAL PROJECTS A10THE THOUSANDS OF DOLLARS.
TOTAL FY'98-99
PROJECT BUDGET
APPROPRIATION ALLOCATION
26. WYNWOOD C.D. STREET & SIDEWALK IMPROVEMENTS FY'98
341327 $150.0 $150.0
(a) $150.0 - COMMUNITY DEVELOPMENT BLOCK GRANT
24' YEAR
27. DOWNTOWN C.D. STREET & SIDEWALK IMPROVEMENTS FY'98
341328 $150.0 $150.0
(a) $150.0 - COMMUNITY DEVELOPMENT BLOCK GRANT
24TH YEAR
MASS TRANSIT
1. DOWNTOWN COMPONENT OF METRORAIL STAGE-11-
CONTRIBUTION
343229 $7,118.4 $200.0
(a) $12.4 - DADE COUNTY SCHOOL BOARD
CONTRIBUTION
(b) $4,106.0 - SPECIAL ASSESSMENT COLLECTIONS
(c) $183.0 - GUARANTEED ENTITLEMENT REVENUE BONDS - FY 99
(d) $2,817.0 - C1P LOCAL OPTION GAS TAX
VII. PHYSICAL ENVIRONMENT
SANITARY SEWERS
1. WATSON ISLAND SANITARY SEWERS
351283 $4,000.0 $1,106.9
(a) $4,000.0 - 1980 SANITARY SEWER G.O. BONDS
` 95 SALE
2. CITYWIDE SANITARY SEWER EXTENSIONS - FY 95-99
351284 $750.0 $0.0
(a) $750.0 - 1980 SANITARY SEWER G.O. BONDS
95 SALE
3. SHENANDOAH SANITARY SEWER REPLACEMENT - PH. I
351285 $30.0 $0.0
(a) $30.0 - 1980 SANITARY SEWER G.O. BONDS
`95 SALE
34 11705
THE FOLLOWll0PROPRIATIONS
IN ALL CAPITAL PROJECTS Ali
THE THOUSANDS OF DOLLARS.
TOTAL
FY'98-99
PROJECT
BUDGET
APPROPRIATION
ALLOCATION
4. CITYWIDE SANITARY SEWER REHABILITATION
351288
$1,056.0
$0.0
(a) $888.2 -
1980 SANITARY SEWER G.O. BONDS
`95 SALE
(b) $108.0 -
1990 SANITARY G.O. BONDS - 1988 SALE
(c) $59.8 -
1980 SANITARY G.O. BONDS - 1991 SALE
5. CITYWIDE SANFFARY SEWER MAPPING PROGRAM
351289 $700.0 $0.0
(a) $700.0 - 1990 SANITARY SEWER G.O. BONDS
`95 SALE
6. SANITARY SEWER CROSS CONNECTION ELIMINATION PROGRAM
351290 $500.0 $0.0
(a) $500.0 - 1980 SANITARY SEWER G.O. BONDS
`95 SALE
STORM SEWERS
1. ORANGE BOWL PUMP STATION MODIFICATIONS
352179
$200.0
$0.0
(a) $200.0 - 1976 & 1979 STORM SEWER G.O. BONDS
2. NORTHWEST STORM SEWER
352196
$750.0
$81.0
(a) $750.0 - STORMWATER UTILITY TRUST FUND
3. CITYWIDE LOCAL DRAINAGE PROJECTS - FY'94 - FY'98
352231
$3,467.0
$1602.8
(a) $3,467.0 - STORMWATER UTILITY TRUST FUNDS
4. RIVERVIEW PUMP STATION MODIFICATIONS
352240
$500.0
$467.0
(a) $500.0 - STORMWATER UTILITY TRUST FUNDS
5. PUMP STATION RENOVATIONS - FY 92 TO FY'97
352253
$600.0
$100.0
(a) $600.0 - STORMWATER UTILITY TRUST FUNDS
35
11705
THE FOLLOWI*PROPRIATIONS IN ALL CAPITAL PROJECTS AIDTHE
THOUSANDS OF
DOLLARS.
TOTAL
FY'98-99
PROJECT
BUDGET
APPROPRIATION
ALLOCATION
6.
LEJEUNE STORM SEWERS - PHASE II AND PHASE III
IMPACT FEE
352257
$1,400.0
$470.0
(a) $1,331.0 - STORMWATER UTILITY TRUST FUNDS
(b) $69.0 - IMPACT FEES
7.
WAGNER CREEK RENOVATIONS - PHASE IV
352259
$400.0
$400.0
(a) $400.0 - STORMWATER UTILITY TRUST FUNDS
8.
WAGNER CREEK RETROFITTING - PHASE V
352263
$450.0
$450.0
(a) $450.0 - STORMWATER UTILITY TRUST FUNDS
9.
BELLE MEADE STORM SEWERS - PHASE II
352264
$1,650.0
$841.2
(a) $1,650.0 - STORMWATER UTILITY TRUST FUNDS
10.
FAIRLAWN STORM SEWERS - PHASE I & II
352265
$3,000.0
$1.861.8
(a) $3,000.0 - STORMWATER UTILITY TRUST FUNDS
11.
NATIONAL POLLUTANT DISCHARGE ELIMINATION SYSTEM
352277
$1,700.0
$170.4
(a) $1,300.0 - STORMWATER UTILITY TRUST FUNDS
(b) $400.0 - 1976 & 1978 STORM SEWER G.O. BONDS
12.
ROADS AREA STORM SEWERS AND STREETS - PHASE I
352279
$1,000.0
$1,397.4
(a) $900.0 - CIP LOCAL OPTION GAS TAX
(b) $100.0 - STORMWATER UTILITY TRUST FUNDS
13.
LITTLE RIVER STORM SEWERS RETROFITTING -PHASE II
352286
$800.0
$55.2
(a) $800.0 - STORMWATER UTILITY TRUST FUNDS
14.
STORMWATER DRAINAGE MASTER PLAN UPDATE - FY'94
352288
$250.0
$0.0
(a) $250.0 - STORMWATER UTILITY TRUST FUNDS
36 11705
THE FOLLOWI*ROPRIATIONS IN ALL CAPITAL PROJECTS Alo THE THOUSANDS OF DOLLARS.
TOTAL FY'98-99
PROJECT BUDGET
APPROPRIATION ALLOCATION
15. DOWNTOWN STORM SEWER REBUILDING/IMPACT FEE
352291 $358.6 $358.6
(a) $233.0 - STORMWATER UTILITY TRUST FUNDS
(b) $125.6 - IMPACT FEES
16. LITTLE HAVANA STORM SEWER REBUILDING/IMPACT FEE
352293 $117.0 $88.5
(a) $39.8 - STORMWATER UTILITY TRUST FUNDS
(b) $78.2 - IMPACT FEES
SOLID WASTE
1. SOLID WASTE EXPANDED FACILITIES
353009 $50.0 $50.0
(a) $50.0 - 1970 POLLUTION G.O. BONDS - 1986 SALE
2 SOLID WASTE COLLECTION EQUIPMENT
353010 $3,794.0 $742.6
(a) $3,794.0 - 1970 POLLUTION CONTROL G.O. BONDS
AUTHORIZATION
3. PURCHASE OF GARBAGE/TRASH TRUCKS & CRANES
IMPACT FEE
353011
$397.3
$397.3
(a) $397.3 - IMPACT FEES
4. CITYWIDE LITTER CONTAINER ACQUISITION PROGRAM
353012
$400.0
$400.0
(a) $400.0 - CONTRIBUTION FROM FY' 99 GENERAL FUND
5. PURCHASE OF TRACTORS WITH HOISTS & ROLL ON
ROLL OFF / IMPACT FEE
353014
$92.7
$92.7
(a) $92.7 - IMPACT FEES
6. SOLID WASTE CAPITAL IMPROVEMENTS FYI 999 - FY2003
353015
$1,682.6
$1,682.6
(a) $1,682.6 - CONTRIBUTION FROM FY'99 GENERAL FUND
37 11705
Section 7. This Ordinance is an ordinance of precedent and all other ordinances in conflict with
it are held null and void insofar as they pertain to these appropriations. To the extent funds were appropriated in
Capital Improvements Appropriations Ordinance No. 11623, adopted March 24`h, 1998, as amended, for Capital
Projects which are not reflected herein, the provisions of said Ordinance No. 11623 establishing such Projects
are expressly repealed with all remaining funds, if any, being reflected herein. The appropriations are the
anticipated expenditure requirements for the City, but are not mandatory should efficient administration of City
Departments and Boards or altered economic conditions indicate that a curtailment in certain expenditures is
necessary or desirable for the general welfare of the City. The City Manager is specifically authorized to transfer
funds between accounts and withhold any of these appropriated funds from encumbrance` or expenditure should
such action appear advantageous to the economic and efficient operation of the City. The City Manager is also
authorized to transfer any excess unrestricted moneys from other funds to the General Fund provided that those
are appropriated moneys which, are no longer needed to implement the original purpose of the appropriation and
whose expenditure is not limited to use for any other specified purpose.
Section 8. The City Manager is 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 also authorized to administer and disburse the City Commission benefit package. With the exception
of those positions in which the salary is established by City Commission action, the City Manager is further
authorized to establish the salaries of those employees in executive and staff positions in accordance with the
executive and staff pay plan. These employees may receive any salary increases given in Section 9.
Section 9. The City Manager is authorized to disburse any funds that may be designated by the
City Commission as cost -of -living or other pay adjustments to Civil Service, executive and staff employees as may
be approved by the City Manager.
Section 10. 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 in the City Charter to fix, adjust,
' Encumbrances are obligations in the form of authorized purchase orders, contracts, or salary commitments
which are chargeable to an appropriation and for which a part of the appropriation is reserved.
38 1.17®5
0 .0
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 11. (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 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.
(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.
39 11705
(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 12. (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 13. The City Manager is directed to prepare and file with the City Clerk a statement of the
proposed expenditures and estimated revenues 'for the Fiscal Year 1998-99, which shall be entitled "Capital and
Capital Budget of the City of Miami, Fiscal Year October 1, 1998 through September 30, 1999."
Section 14. If any section, part of section, paragraph, clause, phrase or word of this Ordinance is
declared invalid, the remaining provisions of this Ordinance shall not be affected.
Section 15. All ordinances or parts of ordinances, insofar as they are inconsistent or in conflict
with the provisions of this Ordinance, are hereby repealed.
Section 16. This Ordinance shall become effective thirty (30) days after final reading and adoption
thereof'.
2 This Ordinance shall become effective as specified herein unless vetoed by the Mayor within ten days from the
date it was passed and adopted. If the Mayor vetoes this Ordinance, it shall become effective immediately upon
override of the veto by the City Commission or upon the effective date stated herein, whichever is later.
40
1170
PASSED ON FIRST READING BY TITLE ONLY this 8 th day ofSept • , 1998.
PASSED AND ADOPTED ON SECOND AND FINAL READING BY TITLE ONLY this 2 8 thy of
September , 1998.
CITY CLERK
BUDGET RE
DIPAK M. PA KH, DIRECTOR
OFFICE OF BUDGET AND MANAGEMENT ANALYSIS
CAPITAL IMPROVEMENT REVIEW:
LAR AENZ-BUTLER, C ADMINISTRATOR
AS
ATTORNEY
57:CSK
CORRECTNESS:
J CAROLLO, MAYOR
41 11705
0 . 0
ATTACHMENT
11705
REVENUE SUMMARY BY FUND
Special Revenue
25%
Debt Service
7%
General
Obligation
5%
Trust & Agency
1%
General Fund
63%
11705
REVENUE SUMMARY BY FUND
Comparison By Fund
Adopted Amended Estimated
FUND: 1997-98 1997-98 1998-99
GENERAL
Taxes
$ 125,525,725
$ 122,044,957
$ 134,553,367
Licenses and Permits
8,564,329
7,534,497
8,535,032
Inter -governmental Revenues
37,103,560
36,285,178
36,699,917
Charges for Services
51,114,075
42,393,192
53,820,071
Fines and Forfeits
3,164,213
3,003,517
2,852,627
Miscellaneous Revenues
14,671,827
55,094,660
10,864,649
Non -revenues
49,805,052
42,148,939
40,669,519
Total
$. 289,948,781
$ 308,504,940
$ 287,995,182
GENERAL OBLIGATION BONDS
Ad Valorem Requirements
$ 20,134,519
$ 22,906,279
$ 20,592,833
Delinquent Taxes
203,379
203,379
438,857
Total
$
20,337,898
$
23,109,658
$
21,031,690
TOTAL OPERATING REVENUES
$
310,286,679
$
331,614,598
$
309,026,872
DEBT SERVICE
$
32,620,812
$
32,620,812
$
32,594,024
SPECIAL REVENUE
$
101,572,499
$
103,454,032
$
114,477,228
TRUST AND AGENCY
$
2,429,139
$
2,429,139
$
1,865,265
AUTH./OTHER AGENCIES*
$
14,706,579
$
14,706,579
$
15,491,666
*For informational purposes only
11705
fq
GENERAL FUND REVEN
Revenue Detail Comparison by Category
Adopted Amended Estimated
1997-98 1997-98 1998-99
I. TAXES
Taxes Real - Current
$ 95,291,491 $
94,291,491 $
105,267,099
Taxes Personal - Current
12,028,653
11,328,653
12,679,438
Taxes Real - Delinquent
2,018,387
1,165,111
1,500,000
Taxes Personal - Delinquent
892,885
750,000
700,000
Assessment Lien Revenue
1,171,766
600,000
500,000
Cable Franchise
831,353
1,000,000
1,000,000
FPL Franchise
12,500,000
12,200,000
12,138,695
Gas Franchise
791,190
635,808
693,431
Tele. Comm. Publ. Right/Way Fee
-0-
73,894
74,704
. TOTAL TAXES
$ 125,525,725 $
122,044,957 $
134,553,367
II. LICENSES AND PERMITS
Accesory Use Certificate - Renewal
Alcoholic Bev. Application Fees
Assembly
Bench Permits
Business Licenses
Business Licenses - Penalty
Class "B" Permits
Class "C" Permits
Code Enforcement Penalty
Contractor's -Annual Fee
Contractors -Occupational - License
Fireworks
Hearing Board Application
Landscape Permits
Line Grade Survey
Major Use Permits
Microfilm Charges
Occupational License - Transfer Fee.
Pay Telephone Permits
Sale of Permits Lot Clearing
Sign Permits
Temporary Certificate of Occupancy
Ticketing - Admin. Fee
Ticketing - Fines ARCV
Ticketing - Fines CEB
Traffic Permit Fees
Zoning Certificate of Use & Occupancy
E15
30,000
3,000
6,200
154,345
5,400,000
350,000.
35,000
25,007
250,000
65,000
45,000
1,708
5,500
45,000
86,234
25,000
32,120
300
115,869
4,670
265,500
216,000
1,500
250,000
20,000
42,000
1.089.376
$ 30,000
2,445
6,200
154,845
5,600,000
260,000
33,000
25,007
(432,545)
65,000
63,419
1,708
22,866
65,402
86,234
180,000
40,120
-0-
115,869
4,220
25,000
223,000
1,200
(18,943)
33,150
99,300
848,000
$ 22,000
2,500
7,200
169,500
5,700,000
261,000
27,700
25,007
400,000
61,811
15,000
1,500
5,432
97,000
86,580
25,000
40,150
100
115,869
4,670
24,362
233,875
100
1,500
35,000
82,800
1,089,376
TOTAL LICENSES AND PERMITS $ 8,564,329 $ 7,534,497 $ 8,535,032
11705
RAL FUND REVENUES
Revenue Detail Comparison by Category
III. INTER -GOVERNMENTAL REVENUE
Adopted
Amended
Estimated
1997-98
1997-98
1998-99
County Occupational Licenses $
493,433 $
443,433 $
450,000
Beverage Licenses
163,713
163,713
161,496
Fire Fighters Supp. Comp.
105,194
105,194
105,194
Half -Cent Sales Tax
19,012,000
18,464,893
19,180,763
Key Biscayne, Rescue Contr.
402,000
435,500
460,000
Metro -Dade Resort Tax
1,775,000
1,775,000
1,810,500
Police Grants
11,063,235
11,200,000
10,850,868
State Cigarette Tax - Two Cents
366,243
400,000
355,199
State Mobile Home Licenses
30,000
30,000
30,000
State Revenue Sharing
3,624,742
3,195,938
3,227,897
Training Revenue - Fire
20,000
22,632
20,000
USDA Food Program
48,000
48,000
48,000
FLA Hist Preservation Trust Fund
-0-
875
-0-
TOTAL INTER -GOVERNMENTAL REVENUE $ 37,103,560 $ 36,285,178 $ 36,699,917
IV. CHARGES FOR SERVICES
Alarm System Inspections
$ -0- $
28,533 $
25,000
Auto Pound Fees
70,000
140,000
98,180
Auto Pound Storage Fee
-0-
41,097
23,815
$0.50 Ticket Surcharge,
1,500
1,820
2,250
$0.75 Ticket Surcharge
15,000
20,542
31,875
$1.00 Ticket Surcharge
565,000
415,460
421,250
Adm. Surcharge, Off -Duty
640,956
805,977
715,752
Administrative Fee - Fire
4,959
4,959
4,959
Administrative Fee - Self Insurance
1,356
4,578
1,369
Air Conditioning Permits
350,000
350,000
459,043
Annual Memberships
16,000
-0-
-0-
Boiler Inspection
125,000
200,000
169,106
Building Inspection.
2,302,942
2,680,000
2,562,942
Burglary and Alarm Ordinance
625,000
675,000
725,000
Cemetery
2,600
2,780
2,600
Certificate of Use Renewals
1,340,034
1,223,181
1,242,720
City Clerk - Qualifying Fees
1,262
1,262
1,275
Code Enforcement Admin. Fee
85,000
80,003
86,175
Comprehensive Plan Amen.
2,500
59,878
2,500
Construction Debris Removal Fee
-0-
500,000
1,669,075
Cost Allocation Plan
1,018,947
1,000,000
1,018,947
Covenant Fees
7,197
3,457
-0-
Day Care Fees
249,395
210,925
210,000
Dockage Commercial
427,712
293,676
322,158
Dockage Long Term
2,896,520
2,100,000
2,617,937
Dockage Transient
754,532
401,061
529,000
Dockage User Surcharge
83,000
60,992
61,212
.7-' 1-417an5
® GENERAL FUND REVEN16
Revenue Detail Comparison by Category
CHARGES FOR SERVICES CONTINUED Adopted Amended Estimated
1997-98 1997-98 1998-99
Dockage Watson Island
$ 48,000 $
65,000 $
65,000
Driving Range
5,000
-0-
-0-
Electrical Inspection
626,625
550,000
600,000
Elevator Inspection
190,000
375,000
400,000
Elevator Permit Key Box Fee
700
2,600
2,803
Elevator Permits
290,000
60,000
73,981
Emergency Medical Services
3,821,511
4,150,000
4,121,151
Energy Conservation Insp. Permits
100,000
150,000
153,614
Engineering Services
500,000
500,000
500,000
Equipment Rental
75,000
70,000
75,000
Event Ins & Admin Costs
-0-
9,659
-0-
Event Parking
177,000
400,000
420,000
Excavation Utilities
204,174
268,227
236,058
Excess Collection Fee
2,500
5,996
2,500
Facility Rentals
235,053
-0-
-0-
Fire Flow Tests
16,473
16,473
18,873
Fire.Rescue Assessment
23,855,384
-0-
6,829,444
Fire Safety Permit
-0-
1,000,367
825,000
Flammable Liquids
19,530
19,530
18,000
Flood Variance Fees Waiver
1,000
2,183
1,500
FOP Motorcycle Maintenance
-0-.
500
-0-
Gas Inspection Permits
38,500
15,000
8,803
Golf Cart Rentals
170,000
-0-
-0-
Green Fees
175,000
-0-
-0-
H.C.B. Appearance Fee
833
833
841
Haulers Permit Fee
2,625,000
2,962,881
3,585,784
High Impact / Usage Fee
525,000
-0-
-0-
Inspection Test Fees
22,914
-0-
-0-
Interim Proprietary Fees
223,923
298,127
350,000
Land Use Review
27,000
56,000
56,613
Lien Search Fee
120,000
80,000
80,250
Light Lines
1,077
1,077
1,077
Lobbyist Registration
-0-
21,400
-0-
Lot Clearing
110,912
116,510
110,912
Lot Clearing and Demolition
16,642
16,642
19,390
Mechanical Permits
15,000
12,254
8,856
Misc. - Auditoriums
40,295
40,295
45,000
Misc. Revenue - Fire Dept.
-0-
33,820
-0-
Misc. Service Charges
-0-
149
-0-
Misc. - Stadiums
10,000
10,000
14,400
Miscellaneous Fees
2,550
2,550
2,550
Parking Rental
289,248
168,749
260,000
Pawnshop Fees
200,000
125,020
161,966
Pawnshop Yearly Fee
-0-
-0-
50,000
Photocopy Services
134,565
150,093
176,333
,$., 11705
GENERAL FUND REVENUE
Revenue Detail Comparison by Category
CHARGES FOR SERVICES CONTINUED Adopted Amended,
1997-98 1997-98
Plan Checking Fees
Plat Checks
Plumbing Inspection
Police Escort (Funeral)
Police I.D. to Departments
Pools Admission
Premium from Employees - LOA
Premium from Ex -Employees COBRA
Premium from Retirees - HMO
Private Towing Admin Fee
Public Works - Sale of Documents
Public Works Miscellaneous
Radon Gas Trust Fund Commission
Reinspection Test Fees
Rental
Rental Auditoriums
Rental Stadiums
Right -of -Way Use Permits
Sale of Atlases Planning Board
Sale of Fire Reports
Sale of Maps
Service Charges - General Gov't
Service Charges Reproduction Others
Sidewalk Cafe Permits
Sidewalk Cuts & Repair
Solid Waste Fee - Comm. Accts.
Solid Waste Fees - Penalties
Solid Waste Residential Accounts
Special Events
Special Golf Package
Special Inspections
Sprinkler System Inspection
Standpipe Tests
Supplemental Waste Fee - Commercial
Telecommunication Right -of -Way Fees
Tennis Fees
Towing Charges
Trash Lien Revenue
Unclaimed Monies
Vehicle Impoundment Program
Waterfront Improvement Permits
Zoning Review Fees
Zoning Violation Letters
TOTAL CHARGES FOR SERVICES
204,209
33,246
440,000
38,032
-0-
2,571
$ -0-
40,000
-0-
-0-
17,286
8,905
500
4,949
-0-
609,000
730,000
20,194
1,000
4,477
931
640,000
-0-
70,463
23,901
-0-
102,869
570,466
50,000
4,000
-0-
25,133
3,252
-0-
49,237
4,393
266,000
196,303
160,000
187,500
32,437
65,000
5,000
218,305
33,246
440,000
52,451
-0-
2,986
$ 4-39
40,000
2,519
225,000
17,286
19,259
-0-
4,940
350,000
525,042
606,600
42,414
1,000
6,000
931
600,000
19,668
70,463
23,901
499,998
92,513
11,751,753
70,000
-0-
500
31,986
2,000
2,255,797
-0-
4,393
132,176
310,073
160,000
500,000
32,437
180,000
5,000
Estimated
1998-99
219,572
30,500
485,519
46,675
-0-
5, 000
$ -0-
34,169
-0-
281,640
17,286
10,000
500
5,000
350,000
550,000
630,000
30,114
1,000
6,077
940
580,000
-0-
80,440
21,526
-0-
102,869
13,901,919
50,000
-0-
33,500
27,500
3,000
2,146,871
-0-
4, 849
160,367
196,303
160,000
1,137,600
18,232
203,825
7,439
$ 51,114,075 $ 42,393,192 $ 53,820,071
WENERAL FUND REVENUE,*
Revenue Detail Comparison by Category
V. FINES AND FORFEITS
Metro Dade County Court
Nuisance Abatement Board Fines
School Crossing Guards
TOTAL FINES AND FORFEITS
VI. MISCELLANEOUS REVENUE
Coin Phones - Commission
Concessions
Criminal Justice Institute
Interest Income -Other
Interest Income - Suppl
Interest on Assessment Liens
Interest on Investments
Interest on Lot Clearing Liens
Interest on SW Delinquent A/C
Investment Administration Costs
Land Sales
Miscellaneous Revenues
Other Surplus Sales
Pension - Metro Water & Sewers
Portal to Portal Auto Fee
Prior Year Revenue
Pro Shop
Public Hearing Fees
Recovery of Damage To City Pro
Reimb. Lost Property
Rental Properties
Rouse Miami Inc. Contribution
Sale of Equipment
Sale of Fill
Special Disability Fund
Stop Loss Recovery
Utilities
Witness Fees
Worker's Recovery
Adopted Amended Estimated
1997-98 1997-98 1998-99
$ 3,055,815 $ 2,854,228 $ 2,647,617
1,250 -0- 250
107,148 149,289 204,760
$ 3,164,213 $ 3,003,517 $ 2,852,627
$ -0- $
85,000 $
85,000
1,467, 400
1,015, 397
1,100,864
5,000
10,000
12,802
238,477
474,703
400,000
-0-
140
-0-
9,383
.4,031
-0-
1,800,000
2,585,495
3,896,475
11,000
20,646
11,000
10,894
19,975
-0-
30,900
27,000
31,827
5,805,000
44,880,224
-0-
409,547
305,295
441,880
1,000
1,000
-0-
105,831
60,135
17,674
-0-
10,533
-0-
-0-
812,090
-0-
40,000
-0-
-0-
306,000
350,000
400,000
-0-
38,154
-0-
8,955
8,955
1,094
2,628,062
3,800,000
4,400,671
1,500,000
-0-.
-0-
-0-
1,900
-0-
-0-
500,000
-0-
-0-
12,986
6,708
240,142
8,500
7,500
42,263
36,188
39,263
8,973
8,981
8,891
3,000
17,332
3,000
TOTAL MISCELLANEOUS REVENUE $ 14,671,827 $ 55,094,660 $ 10,864,649
11705
i •
GENERAL FUND REVENUES
Revenue Detail Comparison by Category
VII. NONREVENUES
Accts. Rec Collections
Contributions from Employees -Grp Ins.
Carryover General Fund Balance
Compensated Absences
Contribution from Off -Street Parking
Contribution from Debt Service
Contribution From Retirees - Group Ins
Contribution from Trust & Agency
Debt Service/Guaranteed Entitlement
Debt Service/Telephone Franchise
E-911
Impact Fee Administration
In -Kind Costs
Law Department
Law Enforcement Trust Fund Transfer
Local Option Gas Tax Transfer
Other Non -Operating
Pension - Metro Courts
Police Overtime Salary Refund
Public Service Taxes Transfer
Recycling Grant Transfer
Sale of Confiscated Property
Sales Tax Collect./Charges
Salary Recovery
St. Hugh Oaks Contribution
Stormwater Utility Transfer
TOTAL NONREVENUES
TOTAL GENERAL FUND
Adopted
Amended
Estimated
1997-98
1997-98
1998-99
$ -0- $
(47)
$ -0-
2,149, 347
2,149, 347
2,149, 347
-
10,080,707
-0-
-0-
1,464,000
-0-
-0-
-0-
-0-
2,275,00-0-
-0-
1,394,000
-0-
2,856,699
2,940,025
2,987,168
-0-
1,808,024
=0-
4,808,622
4,808,622
4,807,223
294,000
-0-
382,000
-0-
18,000
-0-
-0-
1,000,000
-0-
100, 000
100,000
100,000
1,808,024
-0-
-0-
6, 389, 764
6,424,900
6,793,764
-0-
9,283
i -0-
71,691
11,998
4,118
400,000
450,000
329,770
12,253,853
13,292,670
14,958,798
464,014
-0-
-0-
-0-
1,094
-0-
-0-
4,408
-0-
164, 331
188,440
164,331
-0-
1,466,175
-0-
6,100,000
6,100,000
6,100,000
$ 49,805,052 $ 42,148,939 $ 40,669,519
$ 289,948,781 $ 308,504,940 $ 287,995,182
11705
APPROPRIATION SUMMAR
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 Community Information
Office of Equal Opportunity/Diversity Programs
Office of the Hearing Boards
Office of Professional Compliance
Office of Labor Relations
Building and Zoning
Conferences, Conventions & Public Facilities
Finance
Fire - Rescue
General Service Administration
Human Resources
Information Technology
Internal Audits and Reviews
Law
Management and Budget
Miami Springs Golf Course
Parks and Recreation
Pension
Planning and Development.
Police
Public Works
Purchasing
Risk Management
Solid Waste
Non -Departmental Accounts
Total General Fund
General Obligation Bonds
Total General Operating Appropriations
Total Operating Appropriations
DEBT SERVICE FUND
Debt Service
Adopted
Amended
Estimated
1997-98
1997-98
1998-99
$ 368,109
$ 445,628
$ 468,109
680,704
875,694
875,694
1,384,069
678,854
905,125
-0-
734,839
843,702
760,461
557,538
585,363
314,534
237,578
250,299
279,487
404,467
292,818
282,030
155,614
214,586
543,499
473,064
519,960
226,323
164,904
218,867
567,122
420,278
466,583
4,975,467
3,385,798
3,848,595
4,915,457
4,199,142
4,042,793
4,020,132
3,060,388
4,055,422
55,743,792
39,922,598
43,761,066
-0-
12,514,184
12,402,089
1,805,306
1,200,799
1,513,011
5,206,254
4,032,340
5,567,606
861,443
660,334
754,813
3,477,147
2,415,253
3,197,777
2,147, 773
i,251,227
1,757,748
674,375
380,518
-0-
11,688,297
7,144,244
8,452,884
-0-
29,715,215
13,972,395
3,812,131
1,735,200
1,923,998
108,640,517
73,568,950
85,162,033
11,953,598
8,274,260
9,105,283
1,281,629
843,185
838,221
-0-
31,424,931
37,319,339
23, 300, 303
16, 985, 499
18, 453, 202
35,464,369
60,642,417
26,225,801
$ 285,374,328 $ 308,504,940 $ 287,995,182
20,337,898
23,109,658
21,031,690
$ 305,712,226
$ 331,614,598
$ 309,026,872
$ 305,712,226
$ 331,614,598
$ 309,026,872
$ 32,620,812
$ 32,620,812
$ 32,594,024
11705
APPROPRIATION SUMMARY
COMPARISON BY FUND AND SPENDING AGENCY
SPECIAL REVENUE FUND
Community Development Block Grant** $
Downtown Development Supplemental Fee
E-911 Emergency System
Environmental Storm Sewer Water Fund
Housing Conservation**
Impact Fee Administration
Law Enforcement Training Fund
Local Option Gas Tax
Miami Convention Center
Neighborhood Enhancement Teams
Overtown Neighborhood Partnerships
Rescue Services
Public Service Taxes
Fire and Police State Insurance Proceeds*
Parks - Developmentally Disabled*
Recreation Activity Consolidated*
Fire Assessment Fee
Workforce Development**
Total Special Revenue Fund
TRUST AND AGENCY FUNDS
Community Redevelopment Agency
OMNI Tax Increment District
SEOPW Redevelopment Trust Fund
Total Trust & Agency Funds
AUTHORITIES/OTHER AGENCIES
Bayfront Park Management Trust
Department of Off -Street Parking
Downtown Development Authority
Miami Sports and Exhibition Authority
Total Other Agencies
Adopted
1997-98
13,106, 000
18,060
1,214,085
9,000,000
17, 865,125
18,000
103,000
6,862,000
4,498,613
4,740,006
8,941
2,452,455
33, 712, 785
7,303,000
268,315
402,174
-0-
-0-
Amended
1997-98
13,106, 000
18,000
1,214,085
9,001,223
17,865,125
34,041
103,000
6,448,298
4,431,966
2,478,659
8,941
1,751,152
34, 538, 568
7,303,000
321,097
558,694
4,272,183
-0-
$ 101,572,499 $ 103,454,032
Estimated
1998-99
15, 655, 000
18,000
1,344,000
9,000,000
18, 033, 013
34,041
103,000
6,775,138
4,747,750
3,021,126
-0-
1, 969, 029
36,056,646
7,303,000
321,097
107,650
4,272,183
5,716,555
$ 114,477,228
912,408
912,408
846,879
849,217
849,217
856,221
667,514
667,514
162,165
$ 2,429,139 $
$ 4,049,940
9,131,639
1,375,000
150,000
$ 14,706,579
2,429,139 $ 1,865,265
$ 4,049,940
9,131,639
1,375,000
150,000
$ 14,706,579
* For informational purposes only.
** These 3 entities are part of the Department of Community Development.
$ 3,294,500
10,077,166
1,470,000
650,000
$ 15, 491, 666
11705
s�
APPROPRIATIONS BY CATEGORY
PERSONNEL
OPERATING EXPENSES
CAPITAL OUTLAY
GRANTS
NON -OPERATING
Total
OPERATING
EXPENSES
30.0%
GENERAL FUND
Amended
1997-98
$ 154,980,687
95,266,329
2,013,326
1,512,153
54,732,445
$ 308, 504, 940
CAPITAL
OUTLAY
1.1% NON -OPERATING
GRANTS 6.8%
PERSONNEL
61.4%
Estimated
1998-99
$ 175,704,957
87, 760,140
3,164,252
1,973,248
19, 392, 585
$ 287,995,182
CAPITAL IMPROVEMENT PROGRAM
Estimated FY'98-99 Appropriations
By Functional Category
Total 1998-99
Appropriations Budget Allocation
A. General Government
B. Public Safety
Police & Fire
C. Social & Economic Environment
Community & Economic Development
D. Parks and Recreation
E. Public Facilities
Stadiums
Auditoriums
Marinas
Subtotal:
F. Transportation
Streets
Mass Transit
Subtotal:
G. Physical Environment
Sanitary Sewers
Storm Sewers
Solid Waste
Subtotal:
TOTAL:
$
55,170,100
$
8,325,300
$
29,949,000
$
10,510,600
$
14,860,300
$
9,241,800
$
35,818,700
$
15,343,500
$
310,000
$
310,000
1,496,600
1,496,600
7,762,800
767,500
$
9,569,400
$
2,574,100
$
12,975,000
$
5,667,100
7,118,400
200,000
$
20,093,400
$
5,867,100
$
7,036,000
$
1,106,900
16,642,600
7,843,900
6,416,600
3,365,200
$
30,095,200
$
12,316,000
$
195,556,100
$
64,178,400
Yearly budget allocations have been implemented for capital projects for the first time
in Fiscal Year 1998-99. Total appropriations and FY'98-99 budget allocation details for
each capital project can be found in Appendix E.
SUPKRY OF POSITION COMPAION
Difference
Adopted
Amended
Estimated
Between
Positions
Positions
Positions
Estimated
1997-98
1997-98
1998-99
& Amended
GENERAL FUND
Mayor
8
10
10
0
Board of Commissioners
16
20
20
0
City Manager
12
11
13
2
Office of the City Clerk
9
10
10
0
Office of Civil Service
4
4
4
0
Office of Community Information
5
10
8
(2)
Office of Equal Opportunity/Diversity Prg.
4
3
4
1
Office of the Hearing Boards
6
7
7
0
Office of Labor Relations
7
7
7
0
Office of Professional Compliance
3
4
4
0
Asset Management
0
11
11
0
Building and Zoning
75
76
77
1
Conference, Conv. & Public Facilities
28
25
25
0
Finance
57
56
68
12
Fire Rescue -Civilian
59
60
64
4
Fire Rescue -Sworn
566
569
580
11
General Services Administration
128
130
145
15
Human Resources
24
23
30
7
Information Technology
46
45
56
11
Internal Audits and Reviews
9
10
11
1
Law
45
46
46
0
Management & Budget
22
29
26
(3)
Miami Springs Golf Course
9
6
0
(6)
Nondepartmental Accounts (SP&A):
Miami Action
2
2
2
0
Sister Cities
2
2
2
0
Parks and Recreation
122
115
118
3
Planning and Development
42
28
31
3
Police -Civilian
485
435
475
40
Police -Sworn
1,065
1,113
1,141
28
Public Works
91
97
98
1
Purchasing
17
17
17
0
Risk Management
28
31
32
1
Solid Waste
228
230
235
5
TOTAL GENERAL FUND
3,224
3,242
3,377
135
GENERAL OBLIGATION BONDS
0
0
0
0
CAPITAL IMPROVEMENT FUND
3
0
0
0
.K 11705
55
SSMARY OF POSITION COMP46SON
SPECIAL REVENUE FUND
Miami Convention Center
Miami Municipal Archives and Records
Workforce Development Office
C.D.B.G. Administration
Housing Conservation *
Neighborhood Enhancement Team
Fire Rescue -Sworn
Fire Rescue -Civilian
Parks & Recreation/Disabilities Program
TOTAL SPECIAL REVENUE FUND
TRUST AND AGENCY FUNDS
Community Redevelopment Agency
Police - Forfeiture Fund
TOTAL TRUST AND AGENCY FUNDS
TOTAL CITY EMPLOYEES
Difference
,.Adopted Amended Estimated Between
Positions Positions Positions Estimated
1997-98 1997-98 1998-99 & Amended
7
7
7
0
1
0
0
0
30
54
47
(7)
23
23
41
18
24
30
30
0
65
44
53
9
24
21
25
4
4
4
4
0
4
4
4
0
182
187
211
24
6 6 6 0
4 4 4 0
10 10 10 0
3,416 3,439 3,598 159
* These three offices are now consolidated under
the Department of Community Development.
•
•
NON -DEPARTMENTAL ACCOUNTS (SP&A)
Special Services
Dade League of Cities
Florida League Travel
Florida League of Cities
Legal Services
National League of Cities
U.S. Conference of Mayors
Sister Cities
Legislative Liaison*
Subtotal
Adopted Revised Estimated
1997 - 98 1997 - 98 1998 - 99
$ 11,573
2,060
23,084
535,363
10,491
8,240
126,904
257,500
$ 975,215
$ 23,779
2,058
23,194
530,000
24,876
8,239
85,449
346,448
$ 1,044,043
$ 23,779
2,058
23,194
867,989
12,194
8,239
136,698
346,448
$ 1,420,599
Reserve for Fixed and Sundry
Matching Funds for Grants $ 51,500 $ -0- $ 351,498
Blue Ribbon Committee 300,000 -0- -0-
Subtotal $ 351,500 $ -0- $ 351,498
Internal Services
Communications Maintenance
Dinner Key Office Bldg. - Utilities
Building Maintenance & Riverside Bldg
Heavy Fleet Management
Print Shop
Custodial Services
Subtotal
Contributions
Off Street Parking
Capital Projects
Fire -Rescue Special Revenue Fund
Group Benefits
Rouse Trust Fund
Neighborhood Enhancement Team
Subtotal
$ 241,673 $ 1-0- $ -0-
72, 718 25,918 75,918
3,903,358 -0- -0-
140,027 -0- -0-
58,941 -0- -0-
95,476 -0- -0-
$ 4,512,193 $ 25,918 $ 75,918
$ 111,600
11,155, 600
975,495
1,120, 757
84,000
2,590,006
$ 16,037,458
$ 111,598
10, 615, 500
49,895
2,322,527
84,000
2,378,438
$ 15,561,958
$ 311,598
8,613,801
297,331
-0-
84,000
3,021,126
$ 12,327,856
* Resources have been allocated for Federal and State lobbyists and for staff support
including travel. The amount does not include $100,000 carryover from FY'98.
57
11705
NON -DEPARTMENTAL ACCOUNTS CONTINUED
Employee Benefits
Employee Award
Severance Pay
Management Recovery
Unemployment Compensation
Employee Pool
Attrition/Vac ancy'S avings
Subtotal
Miscellaneous
Hud Repayment
Reserve - Emergency Expenses
Reserve for Future Deficits
Bayfront Park Management Trust
Metro Action Plan
Special Assessment District Taxes
International Trade Board
Elections/Advertising
Nuisance Abatement Board
Liability Claims Audit
Self -Insurance Actuarial Review
Pension
Protocol
Psychological & Counseling Assoc.
System Consultant Inc. (Acct. Software)
Community Redevelopment Agency
Operational Review Study
Worker's Compensation
Working Capital Reserve
Contingency Reserve
Budget Reserve
Subtotal
Total
Adopted Revised Estimated
1997 - 98 1997 - 98 1998 - 99
$ -0- $
4,170 $
3,500
1,438,426
1,373,730
2,423,131
1,224,000
454,000
524,000
486,335
31,287
61,998
-0-
6,494
(2,732,386)
(2,923,732)
(500,000)
-0-
$ 225,029 $
1,369,681 $
280,243
$ -0- $
-0- $
158,153
1,360,577
639,098
502,155
5,500,000
-0-
-0-
1, 005, 800
1,270,800
1,285,000
147,085
119,326
123,980
72,100
30,522
72,102
-0-
143,875
150,956
336,278
547,989
50,000
29,583
29,535
42,432
35,535
-0-
-0-
18, 540
-0-
-0-
437,046
150,354
555,357
21,888
21,159
51,159
81,000
162,006
81,003
79,500
158,999
79,000
319,414
279,488
279,488
-0-
-0-
600,000
118,628
(940,000)
(700,000)
2,800,000
6,800,000
2,370,000
1,000,000
1,000,000
1,000,000
0-
32,227,664
5,068,902
$ 13,362,974 $
42,640,815 $
11,769,687
$ 35,464,369 $ 60,642,415 $ 26,225,801
C,
BUDGET ESTIMATE
FISCAL YEAR 1998-99
0
•
H745
•
9/4/98
The attach
ed is additional information that offers more detail about
the Fiscal Year 1999 budget than appears`'n tree -e Year Plan.
:�0
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11705
BUDGET ESTIMATE
FISCAL YEAR 1998-1999
11705
THE Cl OF MIAMI COMMISSION
•
J.L. PLUMMER JR.
Vice -Chairman
•
TOMAS REGALADO
Commissioner
•
JOE CAROLLO
Mayor
JOE SANCHEZ
Commissioner
DONALD H. WARSHAW
City Manager
WIFREDO (WILLY) GORT
Commissioner
ARTHUR E. TEELE JR.
Commissioner
11705
0 , 0
OFFICE OF BUDGET & MANAGEMENT ANALYSIS
DIPAK M. PAREKH
DIRECTOR
LUIE L. BRENNAN
ASSISTANT DIRECTOR
STAFF:
BARBARA BRODBAR, EDITOR
AJIT S. CHHABRA
MIRTHA H. DZIEDZIC
ESTRELLA ESPINOSA
ARISTIDES J. FERNANDEZ-ABRIL
SIRA GARCIA
EVERTON GARVIS
CRYSTAL D. HILTON
ANGELA JOHNSON
ANNIE KOKENGE .
NIURKA LORENZO
JOSE MATAS
HECTOR RAMOS
MIGUEL E. RODRIGUEZ
SHEIZA REVUELTA-RUIZ
PILAR SAENZ-BUTLER
DEPARTMENTAL STAFF
Ll
•
0
C�
BUDGET MESSAGE
0
11705
•
•
TABLE OF CONTENTS
.•
0
117 0 5
•
E
.7
TALE OF CONTENTS
BUDGET MESSAGE
GENERAL FUND EXPENDITURE HISTORY
READER'S BUDGET GUIDE...........................................................................
TABLE OF ORGANIZATION....................................................................... XIV
BUDGET SUMMARIES
Revenue Summaries
Millage and Taxable Value ................... ................ :............... j .............. 1
Revenue Summary: Comparison by Fund .............. ............... .............. 4
.
General Fund Revenues: Detail Comparison by Category.... ................ 6
Appropriation Summaries
Comparison by Fund and Spending Agency ......................................... 12
Appropriations by Category ................................................................ 14
GrantSummary .................................................................................. 15
Capital Improvement Program............................................................ 18
• Summary of Position Comparison .............. 19
........................................
•
GENERAL FUND BUDGET SUMMARIES
Mayor...........................................................................................................
23
Board of Commissioners................................................... :...........................
24
Office of City Manager...................................................................................
30
Office of Asset Management........................................................................... 32
Office of Budget and Management Analysis ....................................................
35
Officeof City Clerk........................................................................................
38
Office of Civil Service....................................................................................
41
Office of Community Information.....................................................................
44
Office of Equal Opportunity/Diversity Programs .............................................
46
Office of Hearing Boards...............................................................................
49
Office of Labor Relations.........................................................................:.....
52
Office of Professional Compliance.................................................................
55
Buildingand Zoning.......................................................................................
57
Conferences, Conventions and Public Facilities .............................................
64
Finance.........................................................................................................
73
Fire-Rescue..................................................................................................
78
General Services Administration...................................................................
87
Human Resources..........................................................................................
97
Information Technology.................................................................................100
InternalAudits..............................................................................................104
Law...............................................................................................................108
Table of contents continues...
11705
Miami -Springs Golf Course............................................................................111
Parks and Recreation....................................................................................112
Pension.................................................................................:.......................120
Planning and Development.............................................................'...............123
Police...........................................................................................................128
PublicWorks.................................................................................................135
Purchasing...................................................................................................145
RiskManagement.......................................................................................... 147
SolidWaste...................................................................................................152
Non Departmental Accounts (SP&A)..............................................................157
DEBT SERVICE FUND
General Obligation Bond Fund Summary .........................................................159
Debt Service .........162
........................................................................................
SPECIAL REVENUE FUNDS BUDGET SUMMARIES
Community Development..............................................................................163
Downtown Development Supplemental Fee...................................................169
E-911 Emergency System..............................................................................170
Environmental Storm Sewer Water Fund........................................................171
Emergency Response....................................................................................172
Impact Fee Administration.............................................................................173
Local Option Gas Tax....................................................................................174
Miami Convention Center...............................................................................175
Neighborhood Enhancement Team Centers...................................................176
Public Service Taxes.....................................................................................179
TRUST AND AGENCY FUNDS BUDGET SUMMARIES
Community Redevelopment Agency...............................................................180
Omni Tax Increment District Trust Fund.........................................................181
Southeast Overtown Park West Redevelopment Trust Fund ............................182
APPENDIXA.................................................................................................. A-1
GLOSSARY OF TERMS AND ACRONYMS.........................:............................. B-1
CITYPROFILE...........................................................................:................... C-1 .
OTHER CITY AGENCIES................................................................................ D-1
CAPITAL IMPROVEMENT PROGRAM.............................................................. E-1
r�
•
•
READER'S BUDGET GUIDE
•
11705
• READER'S BUDGET GUIDE
The purpose of this section is to explain the scope, format and content of Miami's annual
budget -document. This guide provides information to help the reader understand the
budgetary concepts and components in this budget. Starting on page IV of this section is
a Budget Calendar outlining the steps taken in preparing the annual 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'98-
99 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 operations of the City 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 Messaae - A narrative summary of the FY'98-99 budget highlighting the
most important financial aspects and providing an overview of the major changes
proposed by the City Manager for the upcoming fiscal year.
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 budget summary.
Budget Summaries - A collection of financial tables and charts summarizing
various components of the City's budget. The primary focus is on the City's 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, in order of their location in the budget
document, are:
* General Fund
* Debt Service Fund
* Special Revenue Funds
* Trust and Agency Funds
An explanation of the Department and Division Budget Summaries format is provided
below. (See Items A and B.) Starting in FY'97, the City consolidated the Enterprise and
Internal Service Funds into the General Fund.
• Appendix A - This section provides historical data for departments or divisions
that were reorganized or deleted. This information fulfills a City Charter requirement.
11705
0
City Profile - This is a summary that. provides historic background and
demographic data about the City of Miami.
Glossary of Budaet Terms and Acronyms - This section provides definitions of
the municipal budgetary terms and acronyms used in this document.
Other City Agencies - These are semi -autonomous agencies controlled by and
dependent on the City Commission for budget authority.
FORMAT FOR DEPARTMENT and DIVISION BUDGET SUMMARIES
The largest section of this document is Department and Division Budget Summaries.
These are arranged, with a few exceptions, in alphabetical order within the appropriate
Fund Summary section. The General Fund Budget Summary, for example, includes
detailed summaries on all departments, divisions, programs and offices funded by
General Fund revenues.
Department and Division Budget 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 and Division Budget Summaries.
A. Department Budget Summary - The standard three -page format for Department
Budget Summaries is as follows:
First Page:
* Description of Functions and Responsibilities
'Organizational Chart and Position Summary
Second Page:
* Performance Indicators and Significant Accomplishments
Third Page:
* Department Budget and Selected Objectives
* Budget Highlights
Explanations of the above components are as follows:
Organizational Chart - A chart showing the cost and the number of positions
by division for each department.
Performance Indicators - This section measures output or achievements that
indicate the quantity, quality or effectiveness of a particular service. .
Department Budget - This summary is highlighted in a double -lined block at
the top of the page. It provides a historical comparison by major object code
categories. These funding categories are explained in the glossary.
Description - This section contains a narrative summary of the department's
major responsibilities and activities to assist the reader in understanding the
fiscal and personnel allocations presented in the budget.
Budget Highlights - This section explains any major increases or decreases to
this department's budget as well as. any functional or organizational changes.
II
� 1
�J
B. Division Budget Summary - Divisional Budget Summaries 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:
* Division Budget
* Description
* Selected Objectives
* Budget Highlights
The Divisional Budget Summary, except for the Selected Objectives, are 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.
Selected Objectives provide decision makers with standards for service level control
throughout the fiscal year. Objectives are tools that enable a program to be evaluated in
terms of the intended result. Budget planning is concerned with allocating scarce
-resources among competing needs. Thus, funding decisions are based on the worth of a
particular operation in comparison to others.
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
40 on a total project basis. Beginning in Fiscal Year 1999, capital project funds are also
budgeted on an annual basis. The City also 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 AND CALENDAR
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.
III
11705
* 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.
* Increases/decreases of requests compared to appropriations for the current year,
and the reasons for them.
• The total probable income from taxes.
* The outstanding bond debt, with a schedule of maturities.
* The amount needed for debt interest, sinking funds, and maturing serial bonds.
* Other information as may be required by the Commission.
The City Manager's proposed budget is considered by the City Commission at two public
hearings. Before September 30, the Commission must adopt a budget which 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.
The specific steps taken to prepare the annual budget are as follows:
1. The City Manager meets with Department Directors to outline the general philosophy
for the upcoming budget, to discuss budget management goals, and to establish
budgetary guidelines. (March)
2. The Office of Budget and Management Analysis (OBM) distributes the City Manager's
memorandum concerning` the budget development schedule, budget forms and
procedural guidelines, and conducts a budget workshop for City departments and
agencies. (April)
3. Municipal departments and agencies prepare budget forms and justification detail
and submit them to the Office of Budget and Management Analysis (OBM). (May)
4. OBM reviews and organizes departmental forms and submits them for review,
modification and approval by the City Manager. (May)
5. OBM establishes budgetary limits and prepares departmental line -item budgets
within the constraints of available revenues. Considering established limits,
departments will submit the final copy of their budget request and budget
justification detail forms to OBM. (June) .
6. The City receives Certification of Value from Property Appraiser that indicates the
teal and personal property value in the City. (July 1)
•
7. The City Commission adopts the Proposed Budget and submits it to the State •
Financial Oversight Board at least ninety (90) days prior to October 1. (July 1)
IV
8. The Oversight Board approves or rejects the Proposed Budget within twenty (20) days
of receiving it from the City Commission. (July 21)
9. The -City Manager submits proposed millage rates and public hearing dates on the
proposed budget to the City Commission. (By July 31)
10. The City advises Property Appraiser and Tax Collector of millage rates and the day,
time and place of first public hearing. (By August 5)
11. The City Manager submits the Final Budget Estimate to the City Commission. (By
Mid -August)
12. The Property Appraiser mails the notice of proposed property taxes and notification of
time and location of the first public hearing to property owners. (By August 24)
13. The first public hearing involves the tentative budget and proposed millage. (Early
September)
.14. The second public hearing is advertised. (Mid -September)
15. The second public hearing is held to adopt the final millage rate and budget. (Late
September)
16. The Property Appraiser and Tax Collector are notified of the adopted millage rate. (By
October 8)
17. A statement of compliance, a copy of the millage ordinance, a copy of DR420 (see
Glossary for explanation) and a copy of public hearing advertisements are submitted
to the State Department of Revenue within 30 days after the adoption of the budget.
(Late October)
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.
The City Manager or his designee reviews and approves or disapproves the
request.
If approved, departmental appropriations are modified accordingly by the Office of
Budget and Management Analysis.
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.
V
11705
The City Manager reviews the amendatory ordinance and, if approved,
places it on the City Commission meeting agenda. 0
The City Commission must approve .the ordinance by a majority vote.
If approved, departmental appropriations are modified accordingly by the
Office of Budget and Management Analysis.
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 measured against
previous years' expenditures and permits the Office of Budget and Management
Analysis 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. These revenue and expenditure analyses are
further supported by monthly revenue projections, biweekly salary savings projections,
and the City's transfer of funds and expenditure control processes.
In addition to the financial controls mentioned above, the City maintains a Position
Authorization Request (PAR) System that provides for position control and the
monitoring of salary -related expenditures.
FINANCIAL STRUCTURE
Miami's budget policies conform to .Generally Accepted Accounting Principles as
applicable to governments. The following is a summary of Miami's financial structure:
City accounts are organized on the basis of funds and account groups, each of which is a
separate accounting entity. The operations of each fund are accounted for with a
separate set of self -balancing accounts that comprise its assets, liabilities, fund equity,
revenues, and expenditures or expenses. Resources are allocated to and accounted for
in individual funds based upon the purposes for which they are to be spent and the
means by which spending activities are controlled. (Refer to the Glossary for definitions
of fund categories and types.)
Beginning with the FY96 CAFR the City has consolidated the Enterprise, Internal
Service, and portions of the Trust and Agency Fund, into the General Fund. The funds
are grouped by type into two broad fund categories and five generic fund types as
explained below.
A. Governmental Funds
Governmental Funds are those through which most government functions of the City are
financed. The acquisition, use, and balances of the City's expendable financial resources
and the related current liabilities (except those accounted for in Proprietary Funds) are
accounted for through, governmental funds. The measurement focus is upon
VI
• determination of financial position and changes in financial position, rather than upon
net income determination. Following are the City's governmental fund types:
* general Fund - The General Fund is the general operating fund of the City. It
accounts for all financial resources except those required to be accounted for in
another fund.
* Special Revenue Funds - Special Revenue Funds are used to account for the
proceeds of specific revenue sources (other than special assessments, expendable
trusts or major capital projects) that are legally restricted to expenditures for
specified purposes.
* Debt Service Funds - Debt Service Funds account for the accumulation of
resources for, and the payment of, general long-term debt principal, interest and
related costs.
Capital Project Funds - Capital Project Funds account for financial resources to
be used for the acquisition or construction of major capital facilities (other than
those financed by Proprietary Funds).
B. Fiduciary Funds
Trust and Agency Funds - 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. They are accounted for in essentially the
same manner as proprietary funds since capital maintenance is critical.
C. Fixed Assets and Long-term Obligations
In addition to its fund structure, Miami uses account groups to establish accounting
control and accountability for the City's general fixed assets and the unmatured principal
of its general long-term obligations. These accounts are not funds. They do not reflect
available financial resources and related liabilities. They are accounting records of the
general fixed assets and general long-term obligations. The two account groups used by
the City are:
* General Fixed Assets - This group accounts for all fixed assets.
* General Long-term Debt - This account group covers the long-term portion of
claims payable, accrued compensated absences, lease purchase obligations and
outstanding principal balances of long-term debt.
KEY GENERAL FUND REVENUES
An explanation of the City of Miami's major General Fund Revenue sources are as
follows:
A. Taxes
• Taxes are charges levied by the City against the income or wealth of a person, natural or
corporate.
VII
11705
Ll
* Ad Valorem Taxes .
These are taxes levied against the assessed valuation of real and tangible personal
property in Miami for the current year. The tax is expressed as a "mill" or $1 in
taxes for every $1,000 of assessed valuation. Collections received by the Tax
Collector for real and personal property ad valorem taxes levied for prior years are
referred to as delinquent ad valorem taxes.
Franchise Fees
Taxes levied annually on a corporation or individual by the local unit of
government in return for granting a privilege, sanctioning a monopoly, or
permitting the use of public property, usually subject to regulation, are called
Franchise fees. Franchise fees are levied against such entities as Florida Power
and Light and Southern Bell Telephone.
B. Licenses and Permits
These are revenues derived from the issuance of local licenses and permits. ,
Professional and Occupational Licenses
The City requires regulatory licenses for the privilege of engaging in certain
trades, occupations, and other activities. The activities covered by the City's
regulatory license code are included because of health, safety, or security hazards
that might arise if the City does not take an active part in their. regulation. The
fee for regulatory licenses covers the cost of administration, inspection and
enforcement.
Building Permits
This revenue derives from fees for permits issued by the Building and Zoning
Department for construction of new buildings and additions, construction
alterations, roofing, paving, etc..
Other Licenses and Permits
Revenues in this category derive from the issuance of non -business licenses and
permits levied according to the benefits presumably conferred by the license or
permit. Examples of these types of licenses and permits are Fireworks Permits,
Traffic Permits and Burglar Alarm Permits.
C. Intergovernmental Revenue
Revenues received from federal, state and other local government sources as grants,
shared revenues, and payments in lieu of taxes are Intergovernmental Revenues.
Federal Grants
These types of grants include revenues of federal origin given to local
governments. The grants include all federally funded grant programs whether
granted directly to the local government or administered by state agencies.
Examples of this type of grant are the USDA Food Program and the COPS Police
Grant.
State Grants
State Grants are funds that originate from state agencies. For accounting is
where federal programs or grants are funded partially by the State, the
portions of federal and state revenues are recorded separately.
VIII
* State Shared Revenues
These are revenues received by the State and proportionately shared with units of
local government. Examples are Cigarette Taxes, State Revenue Sharing, and
-Local Gas Option Taxes.
Grants from Other Local Units
Contributions from other governmental units to be used for the purpose specified
comprise this category. These accounts do not include shared revenues or
payments in lieu of taxes from local units or any revenues associated with services
provided such as fire control or law enforcement. An example is the Convention
Bureau contract with Dade County.
Shared Revenues from Other Local Units
These monies represent revenues received by local units and proportionately
shared among them. Revenues recorded in this account should be substantially
controlled by the local unit that levied the tax, and should be directly disbursed by
the governing body of that local unit. An example of this type of revenue is County
Occupational Licenses.
D. Charges for Services
Revenues derived from charges for services rendered by the City comprise this category.
* General Government
Revenues of this type reflect all money resulting from charges for current services,
excluding revenues of Intergovernmental Services Funds. These revenues include
charges for services such as photographs, reports and ordinances.
* Public Safety
Revenues in this category include fees for police services, fire protection services,
and emergency services.
* Physical Environment
Revenues from charges for services in this category include Cemetery Fees.
* Building and Zoning Inspections
Revenues of this category include all the different kinds of building inspections
such as plumbing, electrical, elevator, and mechanical inspections.
• Marina Fees
These revenues include all fees associated with the operations of the various City
marinas.
Recreation and Special Events
Revenues from these types of services include fees for Parks and Recreation
activities and special events.
* Other Charges for Services
These revenues represent charges for services in all areas not specifically
mentioned above. Examples are computer printouts, engineering services and
• public hearing fees.
IX I1705
0
E. Fines and Forfeits
These are revenues resulting from various types of violations.
Fines
Fines represent money received from penalties imposed for the commission of
statutory offenses, violation of lawful administrative rules and regulations, and for
neglect of official duty. Instances where fines are levied include confiscated
property, pollution control violations, and illegal parking.
* Forfeits
Revenues resulting from confiscation of deposits or bonds held as performance
guarantees comprise this category.
F. Miscellaneous Revenues
Revenues from sources not otherwise discussed fall into this category including:
* Interest Earnings
This revenue includes all interest earned on investments, contracts, and notes.
* Other Miscellaneous Revenues
Includes all revenues not specifically mentioned in this section, such as witness
subpoenas and police witness fees.
G. Nonrevenues
Monies received by the City that are not additions to assets of the City as a whole,
although they may be to the receiving fund, are termed "Nonrevenues." .
* Interfund Transfers
Transfers between individual funds of a governmental unit that are neither
repayable nor considered charges for goods or services are called Interfund
Transfers. These Interfund Transfers include balances of discontinued funds, but
do not include general governmental contributions of capital to an enterprise type
fund or payments made by an enterprise to a general government fund in support
of its operation.
DEBT ADMINISTRATION
The ratio of net bonded debt to assessed valuation and the amount of net bonded debt
per capita are useful indicators of the City's debt position to municipal managers,
residents and investors. Section 32 of the City Charter limits the General Obligation
bonded debt of the City to 15% of the assessed valuation of all real and personal
property located within the City limits. The City's outstanding General Obligation
Bond debt is currently 1.4% of assessed valuation.
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
X
•
•
• improvement is an expenditure of $5,000 or more used 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 six 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:
1. 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.
2. The CIP provides a mechanism for coordination among projects and ensures that the
most crucial projects are developed first.
3. The CIP is a tool for implementing Miami's Comprehensive Plan.
4. The Capital Improvement Program is divided into seven major program areas. Each
program area is further broken down into functional categories, fourteen in total.
Capital projects are classified according to the fourteen functional categories. The
complete schedule of program areas and functional categories is as follows:
General Government
Public Safety
Police
Fire
Social and Economic Environment
Housing
Community Development
Economic Development
Parks and Recreation
Public Facilities
Stadiums
Auditoriums
Marinas
Transportation
Streets
Parking
Mass Transit
Physical Environment
Sanitary Sewers
Storm Sewers
Solid Waste
• The Capital Improvement Program, is funded from four major revenue sources:
XI 11705
1. Federal and State Grants: Grants may be used only for the purposes specified in
Federal and/or State laws. 0
2. 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. General Obligation Bonds must be
approved by City voters before bonds can be issued. These bonds finance specific
capital improvement programs such as public safety, highways or storm sewers.
3. _Capital Improvement Funds: These funds are collected from current revenues
produced by miscellaneous county or ,city taxes and various fees.
4. 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
which is 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, will be substantially exhausted
by Fiscal Year 1999 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 $7.9 million in Fiscal Year 1998
and will contribute $6.9 million to capital projects in Fiscal Year 1999. Starting in
Fiscal .Year 2000, the annual General Fund contribution will be limited to $7 million
annually.
NON -DEPARTMENTAL ACCOUNTS (SP&A)
Non -Departmental Accounts (SP&A) are contributions made by the City to
government or quasi- government agencies, and private organizations. Emergency
funding and special projects are also included. Accounts are closely monitored to
comply with legislation mandated by the City Commission.
There are seven major categories within Non -Departmental Accounts as follows:
1. Reserve for Employee Benefits
Funding pays for severance, unemployment, vacation benefits, and recognition of
outstanding employees. 0
XII
2. Special Services
Funds are allocated for lobbyists, consultants, memberships, and external auditing
fees.
3. Reserve for Fixed and Sundry
Funding is set aside for the City's cash match for approved grants.
4. Internal Services
The amount budgeted in this category pays for maintenance and services for City
owned equipment and real property.
5. Contributions
This category contributes general fund support to other City departments and
agencies.
6. Special Community Programs
These funds are used for beautification programs. ,
7. Miscellaneous
The final category consists of funds set aside to take care of commitments made by
the City Commission during the current or prior year.
ADDITIONAL FINANCIAL INFORMATION
• For those readers who need additional financial information on the City of Miami, the
Finance Department publishes a Comprehensive Annual Financial Report. This provides
fiscal year-end information on all funds and account groups under the direct legislative
control of the City Commission, or for which the City has oversight responsibility.
XIII 11705
CITY OF MIAMI 40
Fiscal Year 1998-99 Table of Organization
FINANCIAL
OVERSIGHT
CITIZENS
OF MIA 11
BOARD
EXECUTIVE
CITY COMMISSION
MAYOR
CITY CLERK
IAMI SPORTS
OFFS7REE7
& EXHIBITION
PARKING
- AUTHORITY
AUTIIORFFY
_
CITY MANAGER
DOWNTOWN
COMMUNITY
r
DEVELOPMEM
REDEVELOPMENT
-
AUIHORI Y
AGENCY
CIVIL SERVICE
BOARD
BAYFRONT
CITY
PARK TRUST ATTORNEY
-
-
ASSISTANT
ASSISTANT
-
CITY MANAGER
CITY MANAGER
-
FINANCE &
OPERATIONS
ADMINISTRATION
RISK
LABOR
NET
GENERAL
MANAGEMEM
RELATIONS
POLICE
FIRE -RESCUE
COORDINATION
SERVICES
DMINISTRATION
GSA
FEDERAL &
EQUAL
PARKS &
PURCHASING
FINANCE
_)
STATE LIAISON
OPPORTUNITY
RECREATION
PUBLIC WORKS
NFORMATIO
PLANNING &
INTERNAL
COMMUN1,
PUBLICI
TECHNOLOGY
DEVELOPMENT
AUDITS
INFORMATION
FACILITIES
SOLiD WASTE
NEi9
BUILDING
COMMUNITY
HUMAN
BUDGET &
AND
DEVELOPMENT
RESOURCES
MANAGEMENT
PROFESSIONAL
ZONING
ANALYSIS
COMPLIANCE
ASSET
HEARING
MANAGEMENT
BOARDS
'
r�
OUT
•
•
BUDGET SUMMARIES
•
11705
0
•
12.00 —
11.91
1i.8(
11.7(
11.6C
0 11.50
11.40
11.30
40
MILLAGE HISTORY TABLE
1989-90 1990-91 1991-92 1992-93 1993-94 1994-95 1995-96 1996-97 1997-98 1998-99
Est.
Fiscal Year
11705
MIDGE AND TAXABLE VAL*
Fiscal
Total
General
Debt
Street
Hydrant
Year
Millage
Fund
Service
Pension
LightinE*
Service
Library
Publicity
1964-65
18.2400
10.0480
1.9130
3.088
.923
.353
1.272
.643
1965-66
18.2330
10.6000
1.9130
3.214
.703
.293
1.170
.340
1966-67
15.7900
9.4390
1.7380
2.258
.717
.257
.944
.437
1967-68
15.7900
9.5070
1.8820
2.263
.526
.242
.980
.390
1968.69
15.7620
9.3800
1.8820
2.460
.456
.223
.956
.405
1969-70
15.7720
9.4180
1.8920
2.400
.511
.174
.972
.405
1970-71
14.8250
9.1800
1.3190
2.482
.523
.114
.865
.342
1971-72
14.7550
8.6580
2.2320
2.661
.480
•0-
.304
.420.
1972-73
12.6730
6.1520
2.6730
2.779
.665
-0-
-0-
.404
1973-74
13.4360
5.8210
3.7810
2.892
.503
.0-
-0-
.439
1974-75
10.8800
4.9590
2.3110
3.064
.242
-0-
-0-
.304
1975-76
10.9300
5.5530
2.3110
2.521
.374
-0-
-0-
.171
1976-77
11.9030
5.6830
2.3110
3.129
.541
-0-
-0-
.239
1977-78
13.2000
10.0000
3.2000
-0-
-0-
-0-
-0-
-0-
1978-79
14.4870
10.0000
4.4870
-0-
-0-
-0-
-0-
-01
1979-80
13.9600
10.0000
3.9600
-0-
-0-
-0-
-0-
-0-
1980-81
11.9870
9.0360
2.9510
-0-
-0-
-0-
-0-
-0-
1981-82
10.6640
8.9470
1.7170
-0-
-0-
-0-
-0-
-0-
1982-83
10.7290
9.0610
1.6680
-0-
-0-
-0-
-0-
-0-
1983-84
11.1238
9.5514
1.5724
0-
-0-
-0-
-0-
-0-
1984-85
11.9091
9.8571
2.0520
-0-
-0-
-0-
-0-
-0-
1985-86
11.9091
9.8571
2.0520
-0-
..0-
-0-
-0-
-0-
1986-87
12.2912
9.8400
2.4512
-0-
-0-
-0-
-0-
-0-
1987-88
11.8219
9.5995
2.2224
-0-
0-
-0-
-0-
-0-
1988-89
11.9376
9.5995
2.3381
-0-
-0-
-0-
-0-
-0-
1989-90
11.9376
9.5995
2.3381
-0-
-07
-0-
-0-
-0-
1990-91
11.9376
9.5995
2.3381
-0-
-0.
-0-
-0.
-0-
1991-92
11.9303
9.5995
2.3308
-0-
-0-
-0-
-0-
-0-
1992-93
11.9303
9.5995
2.3308
-0-
-0-
-0-
-0-
-0-
1993-94
11.8121
9.5995
2.2126
-0-
-0-
-0-
-0-
-0-
1994-95
11.7055
9.5995
2.1060
-0-
-0-
-0-.
-0-
-0-
1995-96
11.7055
9.5995
2.1060
-0-
-0-
-0-
-0-
-0.
1996-97
11.7055
9.5995
2.1060
-0-
-0-
-0-
-0-
-0-
1997-98
11.5195
9.5995
1.9200
-0-
-0-
-0-
-0-
-0-
1998-99
Est.
11.7900
10.0000
1.7900
-0-
-0-
-0-
-0-
-0-
The County Property Appraiser advised the City that the effective taxable value for the City
of Miami is $12,537,181,671.
This current year taxable value is composed of the following:
Real property for operating purposes $ 11,202,503,962
ra:
Personal property for operating purposes 1,326,147,6�9
Centrally assessed property for operating purposes T :.9;r 0,160 .
Current year effective taxable value $ 12,537,181;671
Auer providing a reserve for early payment discounts and uncollectable taxes, and excluding`
exemptions, the net return per mill for 1998-99 is $11,794,654.
h ;
x. 4
11P
• COMPARISON OF GROSS VERSUS
EFFECTIVE TAXABLE VALUE
20
18
16-
14-
12 -
0
0
10-
m
8-
6-
4-
• 2
0
'87 188 189 190 191 '92 '93 '94 '95 '96 97 98 99
Fiscal Year
ElEffective Taxable
MGross Taxable
•
2
%LLAGE AND TAX REVEIOE
The City of Miami's total millage rate is composed of two different millages. The
estimated 1998-99 rates are:
•
Adopted Adopted
Estimated Estimated
1997-98 1997-98
1998-99 1998-99
Appropriation Funds
Millage Revenue
Millage Revenue
General Fund
9.5995 $ 107,320,144
10.000 1 3—,"0 n4
qc- � `a
Debt Service
1.9200 20,134,519
1.7900 20,592,833
Total
11,5195 127,454,663
11.790 134-553 36-�
EFFECTIVE TAXABLE VALUE
Fiscal Year Value
$ Gross Taxable Value
$ Effective Taxable Value
1970-71
2,587,843,449
1,889, 309, 701
1971-72
2,793,456,879
2,074,181,828
1972-73
2,973,619,262
2,217,286,121
1973-74
31282,000,127
2,496,832,994
1974-75
4,168,281,130
3,234,177,689
1975-76
4,524,401,581
3,543,568,601
1976-77
4,893,899,388
3,681,380,805
1977-78
5,007,968,558
3,770,642,270
1978-79
5,264,631,386
3,925,630,791
1979-80
5,651,199,055
4,257,315,797
1980-81
8,110,040,702
6,058,127,660
1981-82
9,834,278,093
7,211,463,891
1982-83
10, 456, 008, 323
7,738,386,779
1983-84
11,245,285,508
8,391,053,546
1984-85
11, 829, 852, 887
8,744,180,656
1985-86
12,724,095,899
9,231,416,905
1986-87
13,443,574,351
9,487,610,939
198 7-88
13,982,643,138
9,806,818,522
1988-89
14,518,624,162
10,191,801,218
1989-90
15,009,820,691
10,464,767,270
1990-91
15,355,561,168
10, 739,855,035
1991-92
15,590,433,373
10,933,015,181
1992-93
15,215,522,817
10,469,802,168
1993-94
14,904,987,733
10,226,853,427
1994-95
15,339,834,878
10,489,820,136
1995-96
16,268,184,643
10,956,121,528
1996-97
16,724,705,781
11,525,966,302
1997-98
17,230,511,688
11,823,831,996
Estimated 1998-99
18,048,273,775
12,537,181,671
3
•
•
•
REVENUE SUMMARY BY FUND
Special Revenue
26%
Debt Service
7%
General
Obligation
6%
4
Trust & Agency
1%
General Fund
61%
REVENUE SUMMARY BY FUND
Comparison By Fund
Adopted
Amended
Estimated
FUND:
1997-98
1997-98
1998-99
GENERAL
Taxes
$
125,525,725
$ 122,044,957
$
134,553,367
Licenses and Permits
8,564,329
7,534,497
8,535,032
Inter -governmental Revenues
37,103,560
36,285,178
36,699,917
Charges for Services
51,114,075
42,393,192
53,220,071
Fines and Forfeits
3,164,213
3,003,517
2,852,627
Miscellaneous Revenues
14,671,827
55,094,660
10,864,649
Non -revenues
49,805,052
42,148,939
40,669,519
Total
$
289,948,781
$ 308,504,940
$
287,395,182
GENERAL OBLIGATION BONDS
Ad Valorem Requirements
$
20,134,519
$ 22,906,279
$
20,592,833
Delinquent Taxes
203,379
203,379
438,857
Total
$
20,337,898
$ 23,109,658
$
21,031,690
•
TOTAL OPERATING REVENUES
$
310,286,679
$ 331,614,598
$.
308,426,872
DEBT SERVICE
$
32,620,812
$ 32,620,812
$
32,594,024
SPECIAL REVENUE
$
101,572,499
$ 103,454,032
$
114,402,228
TRUST AND AGENCY
$
2,429,139
$ 2,429,139
$
1,865,265
AUTH./OTHER AGENCIES*
$
14,706,579
$ 14,706,579
$
15,491,666
*For informational purposes only
5
•
WGENERAL FUND REVENUE
Revenue Detail Comparison by Category
I. TAXES
Taxes Real - Current
Taxes Personal - Current
Taxes Real - Delinquent
Taxes Personal - Delinquent
Assessment Lien Revenue
Cable Franchise
FPL Franchise
Gas Franchise
Tele. Comm. Publ. Right/Way Fee
TOTAL TAXES
II. LICENSES AND PERMITS
Accesory Use Certificate - Renewal
Alcoholic Bev. Application Fees
Assembly
Bench Permits
Business Licenses
Business Licenses - Penalty
Class "B" Permits
Class "C" Permits
Code Enforcement Penalty
Contractor's -Annual Fee
Contractors -Occupational - License
Fireworks
Hearing Board Application
Landscape Permits
Line Grade Survey
Major Use Permits
Microfilm Charges
Occupational License - Transfer Fee
Pay Telephone Permits
Sale of Permits Lot Clearing
Sign Permits
Temporary Certificate of Occupancy
Ticketing - Admin. Fee
Ticketing - Fines ARCV
Ticketing - Fines CEB
Traffic Permit Fees
Zoning Certificate of Use & Occupancy
Adopted
1997-98
95,291,491
12,028,653
2,018,387
892,885
1,171, 766
831,353
12, 500, 000
791,190
-0-
Amended Estimated
1997-98 1998-99
$ 94,291,491 $ 105,267,099
11,328,653
12,679,438
1,165,111
1,500,000
750,000
700,000
600,000
500,000
1,000,000
1,000,000
12,200,000
12,138,695
635,808
693,431
73,894
74,704
$ 125,525,725 $ 122,044,957 $ 134,553,367
30,000
3,000
6,200
154,345
5,400,000
350,000
35,000
25,007
250,000
65,000
45,000
1,708
5,500
45,000
86,234
25,000
32,120
300
115,869
4,670
265,500
216,000
1,500
250,000
20,000
42,000
1.089.376
$ 30,000
2,445
6,200
154,845
5,600,000
260,000
33,000
25,007
(432,545)
65,000
63,419
1,708
22,866
65,402
86,234
180,000
40,120
-0-
115,869
4,220
25,000
223,000
1,200
(18, 943)
33,150
99,300
848,000
TOTAL LICENSES AND PERMITS $ 8,564,329. $ 7,534,497
$ 22,000
2,500
7,200
169,500
5,700,000
261,000
27,700
25,007
400,000
61,811
15,000
1,500
5,432
97,000
86,580
25,000
40,150
100
115,869
4,670
24,362
233,875
100
1,500
35,000
82,800
1,089,376
$ 8,535,032
6
11'705
GRAL. FUND REVENUES
Revenue Detail Comparison by Category
III. INTER -GOVERNMENTAL REVENUE
Adopted
_Amended
Estimated
1997-98
1997-98
1998-99
County Occupational Licenses
$ 493,433 $
443,433 $
450,000
Beverage Licenses
163,713
163,713
161,496
Fire Fighters Supp. Comp.
105,194
105,194
105,194
Half -Cent Sales Tax
19,012,000
18,464,893
19,180,763
Key Biscayne, Rescue Contr.
402,000
435,500
460,000
Metro -Dade Resort Tax
1,775,000
1,775,000
1,810,500
Police Grants
11,063,235
11,200,000
10,850,868
State Cigarette Tax - Two Cents
366,243
400,000
355,199
State Mobile Home Licenses
30,000
30,000
30,000
State Revenue Sharing
3,624,742
3,195,938
3,227,897
Training Revenue - Fire
20,000
22,632
20,000
USDA Food Program
48,000
48,000
48,000
FLA Hist Preservation Trust Fund
-0-
875
-0-
TOTAL INTER -GOVERNMENTAL REVENUE $ 37,103,560 $ 36,285,178 $ 36,699,917
IV. CHARGES FOR SERVICES
Alarm System Inspections
Auto Pound Fees
$ -0- $
70,000
28,533 $
140,000
25,000
98,180
Auto Pound Storage Fee
-0-
41,097
23,815
$0.50 Ticket Surcharge
1,500
1,820
2,250
$0.75 Ticket Surcharge
15,000
20,542
31,875
$1.00 Ticket Surcharge
565,000
415,460
421,250
Adm. Surcharge, Off -Duty
640,956
805,97.7
715,752
Administrative Fee - Fire
4,959
4,959
4,959
Administrative Fee - Self Insurance
1,356
4,578
1,369
Air Conditioning Permits
350,000
350,000
459,043
Annual Memberships
16,000
-0-
-0-
Boiler Inspection
125,000
200,000
169,106
Building Inspection
2,302,942
2,680,000 ,.
2,562,942
Burglary and Alarm Ordinance
625,000
675,000
725,000
Cemetery
2,600
2,780
2,600
Certificate of Use Renewals
1,340,034
1,223,181
1,242,720
City Clerk - Qualifying Fees
1,262
1,262
1,275
Code Enforcement Admin. Fee
85,000
80,003
86,175
Comprehensive Plan Amen.
2,500
59,878
2,500
Construction Debris Removal Fee
-0-
500,000
1,669,075
Cost Allocation Plan
1,018,947
1,000,000
1,018,947
Covenant Fees
7,197
3,457
-0-
Day Care Fees
249,395
210,925
210,000
Dockage Commercial
Dockage Long Term
427,712
2,896,520
293,676
2,100,000
322,158
2,617,937
Dockage Transient
754,532
401,061
529,000
Dockage User Surcharge
83,000
60,992
61,212
7
-" GENERAL FUND REVENUE
Revenue Detail Comparison by Category
®
CHARGES FOR SERVICES CONTINUED
Adopted
Amended
Estimated
1997-98
1997-98
1998-99
Dockage Watson Island
$ 48,000 $
65,000 $
65,000
Driving Range
5,000
-0-
-0-
Electrical Inspection
626,625
550,000
600,000
Elevator Inspection
190,000
375,000
400,000
Elevator Permit Key Box Fee
700
2,600
2,803
Elevator Permits
290,000
60,000
73,981
Emergency Medical Services
3,821,511
4,150,000
4,121,151
Energy Conservation Insp. Permits
100,000
150,000
153,614
Engineering Services
500,000
500,000
500,000
Equipment Rental
75,000
70,000
75,000
Event Ins & Admin Costs
-0-
9,659
-0-
Event Parking
177,000
400,000
420,000
:Excavation Utilities
204,174
268,227
236,058
Excess Collection Fee
2,500
5,996
2,500
Facility Rentals
235,053
-0-
-0-
Fire Flow Tests
16,473
16,473
18,873
Fire Rescue Assessment
23,855,384
-0-
6,829,444
Fire Safety Permit
-0-
1,000,367
825,000
Flammable Liquids
19,530
19,530
18,000
®
Flood Variance Fees Waiver
1,000
2,183
1,500
FOP Motorcycle Maintenance
-0-
500
-0-
Gas Inspection Permits
38,500
15,000
8,803
Golf Cart Rentals
170,000
-0-
-0-
Green Fees
175,000
-0-
-0-
H.C.B. Appearance Fee
833
833
841
Haulers Permit Fee
2,625,000
2,962,881
3,585,784
High Impact / Usage Fee
525,000
-0-
-0-
Inspection Test Fees
22,914
-0-
-0-
Interim Proprietary Fees
223,923
298,127
350,000
Land Use Review
27,000
56,000
56,613
Lien Search Fee
120,000
80,000
80,250
Light Lines
1,077
1,077
1,077
Lobbyist Registration
-0-
21,400
-0-
Lot Clearing
110,912
116,510
110,912
Lot Clearing and Demolition
16,642
16,642
19,390
Mechanical Permits
15,000
12,254
8,856
Misc. - Auditoriums
40,295
40,295
45,000
Misc. Revenue - Fire Dept.
-0-
33,820
-0-
Misc. Service Charges
-0-
149
-0-
Misc. - Stadiums
10,000
10,000
14,400
Miscellaneous Fees
2,550
2,550
2,550
Parking Rental
289,248
168,749
260,000
Pawnshop Fees
200,000
125,020
161,966
•
Pawnshop Yearly Fee
-0-
-0-
50,000
Photocopy Services
134,565
150,093
176,333
8 11705
IENERAL FUND REVENUES 0
Revenue Detail Comparison by Category
CHARGES FOR SERVICES CONTINUED Adopted Amended Estimated
1997-98 1997-98 1998-99
Plan Checking Fees
Plat Checks
Plumbing Inspection
Police Escort (Funeral)
Police I.D. to Departments
Pools Admission
Premium from Employees - LOA
Premium from Ex -Employees COBRA
Premium from Retirees - HMO
Private Towing Admin Fee
Public Works - Sale of Documents
Public Works Miscellaneous
Radon Gas Trust Fund Commission
Reiiispection Test Fees
Rental
Rental Auditoriums
Rental Stadiums
Right -of -Way Use Permits
Sale of Atlases Planning Board
Sale of Fire Reports
Sale of Maps
Service Charges - General Gov't
Service Charges Reproduction Others
Sidewalk Cafe Permits
Sidewalk Cuts & Repair
Solid Waste Fee - Comm. Accts.
Solid Waste Fees - Penalties
Solid Waste Residential Accounts
Special Events
Special Golf Package
Special Inspections
Sprinkler System Inspection
Standpipe Tests
Supplemental Waste Fee - Commercial
Telecommunication Right -of -Way Fees
Tennis Fees
Towing Charges
Trash Lien Revenue
Unclaimed Monies
Vehicle Impoundment Program
Waterfront Improvement Permits
Zoning Review Fees
Zoning Violation Letters
204,209
33,246
440,000
38,032
-0-
2,571
$ -0-
40,000
-0-
-0-
17,286
8,905
500
4,949
-0-
609, 000
730'000
20,194
1,000
4,477
931
640,000
-0-
70, 463
23,901
-0-
102,869
570,466
50,000
4,000
-0-
25,133
3,252
-0-
49,237
4,393
266,000
196,303
160,000
187,500
32,437
65,000
5,000
218,305
33,246
440,000
52,451
-0-
2,986
$ 439
40,000
2,519
225,000
17,286
19,259
-0-
4,940
350,000
525,042
606,600
42,414
1,000
6, 000
931
600,000
19,668
70,463
23,901
499,998
92,513
11,751,753
70,000
-0-
500
31,986
2,000
2,255, 797
-0-
4, 393
132,176
310,073
160,000
500,000
32,437
180,000
5,000
219,572
30,500
485,519
46,675
-0-
5,000
-0-
34,169
-0-
281,640
17,286
10,000
500
5,000
350,000
550,000
630,000
30,114
1,000
6,077
940
580,000
-0-
80, 440
21,526
-0-
102,869
13,901,919
50,000
-0-
33,500
27,500
3,000
2,146,871
-0-
4,849
160,367
196,303
160,000
537,600
18,232
203,825
7,439
TOTAL CHARGES FOR SERVICES $ 51,114,075 $ 42,393,192 $ 53,220,071
E
0
9
•
V. FINES AND FORFEITS
GENERAL FUND REVENUES
Revenue Detail Comparison by Category
Metro Dade County Court
Nuisance Abatement Board Fines
School Crossing Guards
TOTAL FINES AND FORFEITS
VI. MISCELLANEOUS REVENUE
Coin Phones - Commission
Concessions
Criminal Justice Institute
Interest Income -Other
Interest Income - Suppl
Interest on Assessment Liens
Interest on Investments
Interest on Lot Clearing Liens
Interest on SW Delinquent A/C
Investment Administration Costs
Land Sales
Miscellaneous Revenues
Other Surplus Sales
Pension - Metro Water & Sewers
Portal to Portal Auto Fee
Prior Year Revenue
Pro Shop
Public Hearing Fees
Recovery of Damage To City Pro
Reimb. Lost Property
Rental Properties
Rouse Miami Inc. Contribution
Sale of Equipment
Sale of Fill
Special Disability Fund
Stop Loss Recovery
Utilities
Witness Fees
Worker's Recovery
TOTAL MISCELLANEOUS REVENUE
•
Adopted Amended Estimated
199 7-98 199 7-98 1998-99
$ 3,055,815 $ 2,854,228 $ 2,647,617
1,250 -0- 250
107,148 149,289 204,760
$ 3,164,213 $ 3,003,517 $ 2,852,627
$ -0- $
85,000 $
85,000
1,46 7,400
1,015,397
1,100,864
5,000
10,000
12,802
238,477
474,708
400,000
-0-
140
-0-
9,383
4,031
-0-
1,800,000
2,585,495
3,896,475
11,000
20,646
11,000
10,894
19,975
-0-
30,900
.27,000
31,827
5,805,000
44,880,224
-0-
409,547
305,295
441,880
1,000
1,000
-0-
105,831
60,135
17,674
-0-
10,533
-0-
-0-
812,090
-0-
40,000
-0-
-0-
306,000
350,000
400,000
-0-
38,154
-0-
8,955
8,955
1,094
2,628,062
3,800,000
4,400,671
1,500,000
-0-
-0-
-0-
1,900
-0-
-0-
500,000
-0-
-0-
12,986
6,708
240,142
8,500
7,500
42,263
36,188
39,263
8,973
8,981
8,891
3,000
17,332
3,000
$ 14,671,827 $ 55,094,660 $ 10,864,649
10
11'705
GENERAL FUND REVENUES
Revenue Detail Comparison by Category
VII. NONREVENUES
Accts. Rec Collections
Contribution From Employees -Grp Ins.
Carryover General Fund Balance
Compensated Absences
Contribution from Off -Street Parking
Contribution from Debt Service
Contribution From Retirees - Group Ins
Contribution from Trust & Agency
Debt Service/Guaranteed Entitlement
Debt. Service/Telephone Franchise
E-911
Impact Fee Administration
In -Kind Costs
Law Department
Law Enforcement Trust Fund Transfer
Local Option Gas Tax Transfer
Other Non -Operating
Pension - Metro Courts
Police Overtime Salary Refund
Public Service Taxes Transfer
Recycling Grant Transfer
Sale of Confiscated Property
Sales Tax Collect./Charges
Salary Recovery
St. Hugh Oaks Contribution
Stormwater Utility Transfer
TOTAL NONREVENUES
TOTAL GENERAL FUND
Adopted
1997-98
$ -0- $
2,149,347
10,080,707
1,464,000
-0-
-0-
2,856,699
-0-
4,808,622
294,000
382,000
18,000
-0-
100,000
1,808,024
6,389,764
-0-
71,691
400,000
12,253,853
464,014
-0-
-0-
164,331
-0-
6,100,000
Amended
1997-98
(47)
2,149,347
-0-
-0-
-0-
1,394,000
2,940,025
1,808,024
4,808,622
-0-
-0-
-0-
1,000,000
100,000
-0-
6,424,900
9,283
11,998
450,000
13,292,670
-0-
1,094
4,408
188,440
1,466,175
6,100,000
0
Estimated
1998-99
$ -0-
2,149,347
-0-
-0-
2,275,00-0-
-0-
2,987,168
-0-
4,807,223
-0-
100,000
-0-
6, 793, 764
-0-
4,118
329, 7
14,958,79
-0-
-0-
-0-
164,331
-0-
6,100,000
$ 49,805,052 $ 42,148,939 $ 40,669,519
$ 289,948,781 $ 308,504,940 $ 287,395,182
E
APPROPRIATION SUMMARY
COMPARISON BY FUND AND SPENDING AGENCY
r
GENERAL FUND
Mayor
Board of Commissioners
Office of the City Manager
Office of Asset Management
Office of Budget and Management Analysis
Office of the City Clerk
Office of Civil Service
Office of Community Information
Office of Equal Opportunity/Diversity Programs
Office of the Hearing Boards
Office of Professional Compliance
Office of Labor Relations
Building and Zoning
Conferences, Conventions & Public Facilities
Finance
Fire - Rescue
General Service Administration
Human Resources
0aw
formation Technology
ternal Audits and Reviews
Miami Springs Golf Course
Parks and Recreation
Pension
Planning and Development
Police
Public Works
Purchasing
Risk. Management
Solid Waste
Non -Departmental Accounts
Total General Fund .
General Obligation Bonds
Total General Operating Appropriations $
Total Operating Appropriations
DEBT SERVICE FUND
Debt Service
11
Adopted
Amended
Estimated
1997-98
1997-98
1998-99
368,109
$
445,628 $
468,109
680,704
875,694
875,69.4
1,384,069
678,854
905,125
-0-
734,839
843,702
2,147, 773
1,251,227
1,693,108
760,461
557,538
585,363
314,534
237,578
250,299
279,487
404,467
292,818
282,030
155,614
214,586
543,499
473,064
519,960
226,323
164,904
218,867
567,122
420,278
459,583
4,975,467
3,385,798
3,848,595
4,915,457
4,199,142
3,976,641
4,020,132
3,060,388
3,959,622
55,743,792
39,922,598
43,761,066
-0-
12,514,184
12,402,089
1,805,306
1,200,799
1,423,758
5,206,254
4,032,340
5,567,606
861,443
660,334
754,813
3,477,147
2,415,253
3,197,777
674,375
380,518
-0-
11,688,297
7,144,244
8,452,884
-0-
29,715,215
13,972,395
3,812,131
1,735,200
1,923,998 .
108,640,517
73,568,950
85,162,033
11,953,598
8,274,260
9,105,283
1,281,629
843,185
838,221
-0-
31,424,93-1-
37,319,339
23, 300, 303
16, 985, 499
18, 453, 202
35,464,369.
60,642A17
25,948.646 .
285,374,328 : °
. $
308,504,940 :' $
287,396182
20,337,898
23,109,668
21,031,690
305,712,226
$
331,614,598 $
308,426,872
305,712,226
$
331,614,598 $
308,426,872
P
N
5 M
12
APPROPRIATION SUMMARY
COMPARISON BY FUND AND SPENDING AGENCY
Adopted
Amended
Estimated
1997-98
1997-98
1998-99
SPECIAL REVENUE FUND
Community Development Block Grant**
$
13,106,000
$ 13,106,000
$
15,655,000.
Downtown Development Supplemental Fee
18,000
18,000
18,000
E-911 Emergency System
1,214,085
1,214,085
1,344,000
Environmental Storm Sewer Water Fund
9,000,000
9,001,223
9,000,000
Housing Conservation**
17,865,125
17,865,125
18,033,013
Impact Fee Administration
18,000
34,041
34,041
Law Enforcement Training Fund
103,000
103,000
103,000
Local Option Gas Tax
6,862,000
6,448,298
6,775,138
Miami Convention Center
4,498,613
4,431,966
4,747,750
Neighborhood Enhancement Teams
4,740,006
2,478,659
2,946,126
Overtown Neighborhood Partnerships
8,941
8,941
-0-
Rescue Services
2,452,455
1,751,152
1,969,029
Public Service Taxes
33,712,785
34,538,568
36,056,646
Fire and Police State Insurance Proceeds*
7,303,000
7,303,000
7,303,000
Parks - Developmentally Disabled '
268,315
321,097
321,097
Recreation Activity Consolidated*
Fire Assessment Fee
402,174
-0-
558,694
4,272,183
107,650
4,272,183
Workforce Development**
-0-
-0-
5,716,555
Total Special Revenue Fund
$
101,572,499
$ 103,454,032
$
114,402,228
TRUST AND AGENCY FUNDS
Community Redevelopment Agency
912,408
912,408
846,879
OMNI Tax Increment District
849,217
849,217
856,221
SEOPW Redevelopment Trust Fund
667,514
667,514
162,165
Total Trust & Agency Funds
$
2,429,139
$ 2,429,139
$
1,865,265
AUTHORITIES/OTHER AGENCIES
Bayfront Park Management Trust
$
4,049,940
$ 4,049,940
$
3,294,500
Department of Off -Street Parking
9,131,639
9,131,639
10,077,166 `
Downtown Development Authority
1,375,000
1,375,000
1.470 000;,
Miami Sports -and Exhibition Authority
150,600
150,000
650,000
Total Other Agencies
$
14,706,579
$ 14,706,579
$
15,491,666
* For informational purposes only.
** These 3 entities are part of the Department
of Community Development.
z �
13
'i
APPROPRIATIONS BY CATEGORY
PERSONNEL
OPERATING EXPENSES
CAPITAL OUTLAY
GRANTS
NON -OPERATING
Total
OPERATING
EXPENSES
30.0%
•
GENERAL FUND
Amended
1997-98
$ 154,980,687
95,266,329
2,013,326
1,512,153
54, 732, 445
$ 308,504,940
CAPITAL
OUTLAY
1.1% NON -OPERATING
GRANTS 6.8%
PERSONNEL
61.4%
Estimated
1998-99
$ 175,382,112
87,482,985
3,164,252
1,973,248
19, 392, 585
$ 287, 395,182
14
11'7V5
GRANT SUMMARY 1998-99 0
Source/Descriptive Name of Grant Total Grant
Award
A. APPROVED GRANTS
U.S. DEPT. OF HOUSING URBAN DEVELOPMENT
Community Development Block Grant (CDBG)
$ 12,655,000
Home Investment Partnership Program (HOME)
4,520,000
Housing Opportunities for Persons with AIDS (HOPWA)
7,732,000
Section 8 Moderate Rehabilitation Program
2,552,580
Emergency Shelter Grant
501,000
Youth Build
1,000,000
Subtotal
$ 28,960,580
U.S. DEPARTMENT OF JUSTICE
Haitian Narcotics Grant IV
40,000
S.T.O.P.
47,250
Weed and Seed II
100,000
Police Hiring Supplement
1,950,000
COPS AHEAD (annualized)
62,500
COPS MORE `96
9,537,933
COPS Universal Hiring I
6,024,861
COPS Universal Hiring II
4,763,508
Community Policing Demonstration Center
1,000,000
Problem Solving I
56,388
Law Enforcement Block Grant
3,254,220
Subtotal
$ 26,836,660
U.S. DEPARTMENT OF AGRICULTURE
Summer Food Service Program for Children
$ 471,000
U.S. DEPT. OF LABOR
JTPA/Title IIA - Neighborhood Jobs Program
$ 428,456
JTPA/Title IIC - Neighborhood Jobs Program
125,017
JTPA/Title III Program
539,271
Welfare to Work
5,000,000
Summer Youth Employment and Training Program
649,605
Subtotal
$ 6,742,349
BUREAU OF ALCOHOL, TOBACCO AND FIREARMS
Gang Resistance, Education and Training (GREAT) III
$ 85,000
ENVIRONMENTAL PROTECTION AGENCY
Wynwood Brownfields Economic Redevelopment
$ 100,000
FLORIDA DEPT. OF CHILDREN AND FAMILIES
Grant for the Developmentally Disabled
320,328
State Wages Coalition
2,500,000
15
0 Refugee Job Assistance Program 186,090
Subtotal $ 3,006,418
FLORIDA DEPT. OF COMMUNITY AFFAIRS
State Housing Initiatives Program (SHIP) $ 1,450,529
Jose Marti Park Riverfront Expansion 654,500
Emergency Management Preparedness Grant 473,000
Subtotal $ 2,578,029
FLORIDA DEPT. OF EDUCATION
Child/Adult Care Food Program $ 86,000
FLORIDA DEPT. OF ENVIRONMENTAL PROTECTION
Recycling Waste Tire Grant
$ 117,778
Recycling and Education Grant
157,775
Wheelchair Accessible Trail - Simpson Park
42,000
Peacock Park Renovations
$ 100,000
Coral Gate Park Improvements
25,000
Kinloch Park Improvements
200,000
Lemon City Park Renovations
100,000
Shenandoah Park Renovations
100,000
Subtotal $ 842,553
FLORIDA INLAND NAVIGATION DISTRICT (F.I.N.D.)
Curtis Park Shoreline Restoration $ 100,000
Baywood Shoreline Stabilization 75,000
Peacock Park Shoreline Improvements 100,000
Subtotal $ 275,000
FLORIDA DEPARTMENT OF HEALTH
Emergency Medical Services Grant $ 129,902
FLORIDA DEPARTMENT OF JUVENILE JUSTICE
East Little Havana Youth Diversion Program $ 82,924
FLORIDA DEPARTMENT OF STATE
Coast Guard HangarNirrick Gym Restoration 400,000
Tower Theater Restoration (two grants) 852,284
Subtotal $ 1,252,284
FLORIDA DEPARTMENT OF TRANSPORTATION
Station Area Aesthetics, Design & Development Planning (SAADD) $ 50,000
FLORIDA GOVERNOR'S TASK FORCE
S.T.O.P. $ 150,000
• FLORIDA OFFICE OF THE ATTORNEY GENERAL
V.O. C.A. II $ 60,000
It.
117U�
FLORIDA OFFICE OF TOURISM AND TRADE
South Florida Urban Search and Rescue
$ 456,000
METROPOLITAN DADE COUNTY
ADA Office-, Accessible Playground
$ 61,038
Jose Marti Park Expansion'
300,000
Gang Reduction & Sports Activities (GRASP) IV
178,136
Title XX Social Services - Child Care
130,000
Homeless Assistance Outreach Program
690,884
Subtotal $ 1,360,058
MONROE COUNTY
Wynwood HIDTA Grant (High Intensity Trafficking Area) $ 55,625
Cali Cartel Enforcement I and II 142,500
Street Level Heroin Suppression 22,500
Subtotal $ 220,625
TOTAL APPROVED GRANTS $73,745.382
B. ANTICIPATED GRANTS
U.S. DEPARTMENT OF JUSTICE
Law Enforcement Block Grant III $ 3,254,220
Office of Victims of Crime (through FIU) 15,000
Office of Justice Programs 620,000
Problem Solving II 50,000
Violence Against Women (through FIU) 20,000
Subtotal $ 3,959,220
FLORIDA DEPT. OF ENVIRONMENTAL PROTECTION
Virrick Waterfront Boat Ramp 75,000
FLORIDA MOTOR VEHICLE THEFT PREVENTION AUTHORITY
Operation CARS $ 40,000
TOTAL ANTICIPATED GRANTS
I074.220
"Other grants to the City from the Safe Neighborhood Parks Bond Program can be found_ in
the
Capital Improvement section (Appendix E) of this budget document.
0
17
s
•
•
CAPITAL IMPROVEMENT PROGRAM
Estimated FY'98-99 Appropriations
By Functional Category
Total 1998-99
Appropriations Budget Allocation
A. General Government
B. Public Safety
Police & Fire
C. Social & Economic Environment
Community & Economic Development
D. Parks and Recreation
E. Public Facilities
Stadiums
Auditoriums
Marinas
Subtotal:
F. Transportation
Streets
Mass Transit
Subtotal:
G. Physical Environment
Sanitary Sewers
Storm Sewers
Solid Waste
Subtotal:
TOTAL:
$ 55,170,100 $ 8,325,300
$ 29,944,000 $ 10,510,600
$
14,758,600
$
9,121,900
$
35,755,700
$ ,
15,343,500
$
250,000
$
250,000
1,496,600
1,496,600
7,762,800
767,500
$
9,509,400
$
2,514,100
$
12,975,400
$
5,667,500
7,118,400
200,000
$
20,093,800
$
5,867,500
$
7,036,000
$
1,106,900
16,642,600
7,843,900
6,416,600
3,365,200
$
30,095,200
$
12,316,000
$
195,326,800
$
63,998,900
Yearly budget allocations have been implemented for capital projects for the first time
in Fiscal Year 1998-99. Total appropriations and FY'98-99 budget allocation details for
each capital project can be found in Appendix E.
18
11705
SUMORY OF POSITION COMPARON
Difference
Adopted
Amended
Estimated
Between
Positions
Positions
Positions
Estimated
1997-98
1997-98
1998-99
& Amended
GENERAL -FUND
Mayor
8
10
10
0
Board of Commissioners
16
20
20
0
City Manager
12
11
13
2
Office of Budget & Management Analysis
22
29
24
(5)
Office of the City Clerk
9
10
10
0
Office of Civil Service
4
4
4
0
Office of Community Information
5
10
8
(2)
Office of Equal Opportunity/Diversity Prg.
4
3
4
1
Office of the Hearing Boards
6
7
7
0
Office of Labor Relations
7
7
7
0
Office of Professional Compliance
3
4
4,
0
Asset -Management
0
11
11
0
Building and Zoning
75
76
77
1
Conference, Conv. & Public Facilities
28
25
25
0
Finance
57
56
67
11
Fire Rescue -Civilian
59
60
64
4
Fire Rescue -Sworn
566
569
580
11
General Services Administration
128
130
145
15
Human Resources
24
23
27
4
Information Technology
46
45
56
11
Internal Audits and Reviews
9
10
11
1
Law
45
46
46
0
Miami Springs Golf Course
9
6
0
(6)
Nondepartmental Accounts (SP&A):
Miami Action
2
2
2
0
Sister Cities
2
2
2
0
Parks and Recreation
122
115
118
3
Planning and Development
42
28
31
3
Police -Civilian
485
435
475
40
Police -Sworn
1,065
1,113
1,141
28
Public Works
91
97
98
1
Purchasing
17
17
17
0
Risk Management
28
31
32
1
Solid Waste
228
230
235
5
TOTAL GENERAL FUND
3,224
3,242
3,371
129
GENERAL OBLIGATION BONDS
0
0
0
0
CAPITAL IMPROVEMENT FUND
3
0
0
0
•
19
SALARY OF POSITION COMPAON
•
is
SPECIAL REVENUE FUND
Miami Convention Center
Miami Municipal Archives and Records
Workforce Development Office
C.D.B.G. Administration
Housing Conservation *
Neighborhood Enhancement Team
Fire Rescue -Sworn
Fire Rescue -Civilian
Parks & Recreation/Disabilities Program
TOTAL SPECIAL REVENUE FUND
TRUST AND AGENCY FUNDS
Community Redevelopment Agency
Police - Forfeiture Fund
TOTAL TRUST AND AGENCY FUNDS
TOTAL CITY EMPLOYEES
Difference
Adopted Amended Estimated Between
Positions Positions Positions Estimated
1997-98 1997-98 1998-99 & Amended
7
7
7
0
1
0
0
0
30
54
47
(7)
23
23
41
18
24
30
30
0
65
44
53
9
24
21
25
4
4
4
4
0
4
4
4
0
182
187
211
24
6 6 6 0
4 4 4 0
10 10 10 0
3,416 3,439 3,592 153
* These three offices are now consolidated under
the Department of Community Development.
20
-- 11705
3,600
a
0
3,500
0
a
3,400
3,300
3,200
3,100
3,000
POSITION HISTORY
190 191 '92 '93 '94 '95 '96 '97 198 199
Fiscal Year
•
•
•
21
•
GENERAL FUND
BUDGET SUMMARIES
•
•
11-705
.0 GENERAL FUND APPROPMATION
Public Wo
$9.1
3%
Parks & Recreation
$8.5
3%.
0
'I*
Fiscal Year 1998-99 Summary
$287,395,18?
Solid Waste
$18.5 Risk Management
Fire -Rescue ° 9
$43.8 6 /° $37.3
su5.2 $25.9
°
0 ° Building &Zoning 9 °/°
$3.8
1%
in Millions
:;SA
12.4
4%
Other
$37.3
14%
nation Tech.
$5.6
2%
�7
PERSONNEL SERVICES
OPERATING EXPENSES
CAPITAL OUTLAY
TOTAL
DESCRIPTION
OFFICE OF THE MAYOR
NLAYOR CAROLLO
$468,109
DIVISIONAL BUDGET SUMMARY
Expenditures Expenditures
1995 - 1996 1996 - 1997
$ 269,611 $ 268,834
41,008 31,157
.0- -0-
$ 310,619 $ 299,991
Adopted
1997-98
Amended
1997-98
Estimated
1998-99
$ 322,827 $
385,773 $
404,585
45,282
55,046
60,524
.0-
4,809
3,000
$ 368,109 $
445,628 $
468,109
Since 1997, Miami has a form of government called the "mayor -commissioner plan."
The Mayor, elected at -large to a four-year term by all qualified voters, is the official
head of the City of Miami. He/she appoints the chief administrative officer called
the City Manager but may not dictate the appointment or employment of any other
employee. The Mayor is not a member of the City Commission but may preside over
or designate one Commissioner to preside over Commission meetings. The Mayor
may take command of police during a public emergency. The Mayor has veto
authority over ` any actions of the Commission. The Mayor is the official
representative of the City and maintains contact with all levels of government to
foster cooperation.
BUDGET HIGHLIGHTS
* The budget is the same as the amended budget for Fiscal Year 1997-98.
Ll
02.
23
•
BOARD OF COMMISSIONERS
11 ALLDIVISIONS
$875,694 11
Expenditures
Expenditures
Adopted
Amended
Estimated
1995 - 1996
1996 - 1997
1997 -1998
1997 - 1998
1998 - 1999
PERSONNEL SERVICES
692,095
583,681
612,098
801,556
784,346
OPERATING EXPENSES
45,971
25,041
58,735
71,904
91,348
CAPITAL OUTLAY
621
-
9,871
2,235
-
GRANTS
1,950
-
TOTAL
$ 740,637
$ 608,722
$ 680,704
$ 875,695
$ 875,694
DESCRIPTION
The Board of Commissioners consists of five Miami residents elected from five
districts within the City through nonpartisan elections. All commissioners are
elected to four year terms. The City Commission's goal is to provide policy direction
for the implementation of programs that are effective, efficient, and responsive to
the needs of residents. The policy decisions of the Commission are implemented by
the City Manager. The Commissioners are prohibited from dictating the
appointment or employment of any City employee or from 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.
BUDGET HIGHLIGHTS
The budget for the Board of Commissioners is the same as the amended budget
for Fiscal Year 1997-98.
24
11705
BOARD OF COMMISSIONERS
COMMISSIONER SANCHEZ
$175,139
DIVISIONAL BUDGET SUMMARY
Expenditures Expenditures
Adopted
Amended
Estimated
1995 - 1996
1996 - 1997
1997-98
1997-98
1998-99
PERSONNEL SERVICE
$ 165,089
$ 156,510
$ 134,155
$ 167,996
$ 149,978
OPERATING EXPENSE
26,122
8,658
26,150
6,445
25,161
CAPITAL OUTLAY
621
-0-
9,871
698
.0-
GRANTS
1,950
-0-
-0-
-0-
-0-
TOTAL
$ 193,782
$ 165,168
$ 170,176
$ 175,139
$ 175,139
BUDGET HIGHLIGHTS
* The budget for each City Commissioner is the same as the amended budget for
Fiscal Year 1997-98.
•
E
25
BOARD OF COMMISSIONERS
COMMISSIONER REGALADO
$175,139 11
DIVISIONAL BUDGET SUMMARY
Expenditures Expenditures
Adopted
Amended
Estimated
1995 - 1996
1996 - 1997
1997-98
1997-98
1998-99
PERSONNEL SERVICE
$ 152,809
$ 120,485
$ 154,151
$ 163,034
$ 157,203
OPERATING EXPENSE
7,183
4,073
16,025
12,105
17,936
CAPITAL OUTLAY
-0-
-0-
-0-
-0-
-0-
TOTAL
$ 159,992
$ 124,558
$ 170,176
$ 175,139
$ 175,139
BUDGET HIGHLIGHTS
* The budget for each City Commissioner is the same as the amended budget for
is
Fiscal Year 1997-98.
26 11705
BOARD OF COMMISSIONERS
COMMISSIONER PLUMMER
$175,139
DIVISIONAL BUDGET SUMMARY
Expenditures Expenditures
Adopted
Amended
Estimated
1995 - 1996
1996 - 1997
1997-98
1997-98
1998-99
PERSONNEL SERVICE
$ 205,525
$ 125,340
$ 157,100
$ 158,477
$ 161,235
OPERATING EXPENSE
6,240
10,270
13,076
16,662
13,904
CAPITAL OUTLAY
-0-
-0-
-0-
-0-
-0-
TOTAL
$ 211,765
$ 135,610
$ 170,176
$ 175,139
$ 175,139
BUDGET HIGHLIGHTS
* The budget for each City Commissioner is the same as the amended budget for
Fiscal Year 1997-98.
•
•
27
•
•
BOARD OF COMMISSIONERS
COMMISSIONER GORT
$175,138
DIVISIONAL BUDGET SUMMARY
Expenditures Expenditures
Adopted
Amended
Estimated
1995 - 1996
1996 - 1997
1997-98
1997-98
1998-99
PERSONNEL SERVICE
$ 168,672
$ 181,346
$ 166,692
$ 155,102
$ 155,491
OPERATING EXPENSE
6,426
2,040
3,484
20,037
19,647
CAPITAL OUTLAY
-0-
.0.
-0-
-0-
-0-
TOTAL
$ 175,098
$ 183,386
$ 170,176
$ 175,139
$ 175,138
BUDGET HIGHLIGHTS
* The budget for each City Commissioner is the same as the amended budget for
Fiscal Year 1997-98.
28 11705
BOARD OF COMMISSIONERS
COMMISSIONER TEELE
$175,139
DIVISIONAL BUDGET SUMMARY
Expenditures Expenditures
Adopted
Amended
Estimated
1995 - 1996
1996 - 1997
1997-98
1997-98
1998-99
PERSONNEL SERVICE
$ -0-
$ -0-
$ -0-
$ 156,947
$ 160,439
OPERATING EXPENSE
-0-
-0-
-0-
16,655
14,700
CAPITAL OUTLAY
-0-
-0-
-0-
1,537
0
TOTAL
$ -0-
$ -0-
$ -0-
$ 175,139
$ 175,139
BUDGET HIGHLIGHTS
* The budget for each City Commissioner is the same. This ,is a new Commission
seat added in the amended Fiscal Year 1997-98 budget.
L'
29
•
•
0
C,
OFFICE OF THE CITY MANAGER
DESCRIPTION
The City Manager, appointed by the Mayor and confirmed by the City Commission,
is responsible for implementing and enforcing 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 City
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 the City of Miami.
FY'99 TABLE OF ORGANIZATION
M1091.3"[e�9
30
11 U` 5
Ll
11
I OFFICE OF THE CITY MANAGER
$905,125
DIVISIONAL BUDGET SUMMARY
Expenditures Expenditures
Adopted
Amended
Estimated
1995 - 1996
1996 - 1997
1997-98
1997-98
1998-99
PERSONNEL SERVICE
$ 463,531
$ 642,248
$ 1,142,456
$ 607,727
$ 834,859
OPERATING EXPENSE
147,815
121,704
240,513
64,414
63,566
CAPITAL OUTLAY
-0-
-0-
1,100
6,713
6,700
NON -OPERATING
(16)
-0-
-0-
-0-
-0-
TOTAL
$ 611,330
$ 763,952
$ 1,384,069
$ 678,854
$ 905,125
BUDGET HIGHLIGHTS
* The budget is $226,271 or 33% more than the amended budget for Fiscal Year
1997-98-
z�
31
•
•
•
OFFICE OF ASSET MANAGEMENT
DESCRIPTION
Asset Management is the City's centralized real estate unit. It is involved in all
transactions involving City -owned or controlled properties. This Office maintains
an updated City property inventory, monitors contracts covering leases and licenses,
coordinates property leasing to and from other parties, identifies property for sale or
lease, prepares legislation, invitations to bid, negotiates and writes contracts, works
with tax consultants to assure that properties are correctly assessed, and sets
market value of properties.
FY'99 TABLE OF ORGANIZATION
11 POSITIONS
32
11705
ASSET MANAGEMENT
PERFORMANCE INDICATORS
SIGNIFICANT ACCOMPLISHMENTS in FY'98
• Identified surplus City properties, conducted surveys and environmental
studies, developed marketing strategies, and issued invitations to bid on
properties that generated approximately $10 million.
* Negotiated and executed agreements to sell properties to other- governmental
entities that generated approximately $34 million.
* Negotiated and executed a long term lease agreement with Firehouse #4.
* Assisted in negotiating long term leases with Grove Harbor Marina and
Caribbean Marketplace.
•
0
33
•
•
ASSET MANAGEMENT
$843,702
DEPARTMENTAL BUDGET SUMMARY
Expenditures Expenditures
Adopted Amended
Estimated
1995 - 1996 1996 - 1997
1997-98
1997-98
1998-99
PERSONNEL SERVICE
$ 751,548 $ 714,777 $
967,529 $
537,132
$ 643,163
OPERATING EXPENSE
166,885 225,910
300,670
189,084
191,916
CAPITAL OUTLAY
16,157 11,980
15,000
8,623
8,623
NON -OPERATING
47,403 -0-
-0-
-0-
-0-
TOTAL
$ 981,993 $ 952,667 $
1,283,199 $
734,839
$ 843,702
SELECTED OBJECTIVES
* To enforce timely payments by tenants and implement procedures by November
1998 for tracking late payments and delinquent fees.
* To utilize a "Rent Roll" computerized system to track critical dates, market
value, costs, revenues, social benefits of leases, permits and agreements.
* To continue educating the lease managers in order to derive maximum financial
return on leases for City properties.
* To enforce insurance requirements that adequately protect the City's interests.
* To review and re -negotiate existing licenses to receive fair market rent to the
extent feasible.
* By the second fiscal quarter, to develop standard lease and license language as
the basis for agreements.
* To update property files for proper legal documentation such as deeds, plat
dedications, surveys, pertinent resolutions, and source of funding for acquisition.
* To create a computerized property inventory that includes title and maintenance
issues, surveys, floor plans, environmental issues, appraised value, and photos.
* To establish a program in conjunction with GSA setting a timetable for
maintaining all City -owned vacant properties and providing maintenance
services for all City -owned properties.
* To prepare an annual plan by October 31, 1998 with proposed actions on
properties, i.e. sale, lease, rent adjustment and renovation of licenses, etc.
BUDGET HIGHLIGHTS
* This office was formerly a division of the Planning and Development
Department. The budget is $108,863 or 15% more than the amended budget for
Fiscal Year 1997-98 due to salary enhancements and additional operating
expenses.
34
11705
OFFICE OF BUDGET AND MANAGEMENT ANALYSIS
DESCRIPTION
This Office prepares the annual budget, updates the Five Year Plan, helps
departments manage their budgets, 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 and operational audits, researches/promotes best practices. The Grants
Section researches and shares information about funding opportunities and helps
City departments write and submit grant proposals. The Revenue Task Force
enforces parking laws and issues citations, generating revenue for the City.
FY'99 TABLE OF ORGANIZATION
REVENUE TASK FORCE
SECTION
2 POSITIONS
CAPITAL IMPROVEMENT
SECTION
2 POSITIONS
24 POSITIONS
ADMINISTRATIVE SECTION
2 POSITIONS
OPERATIONS RESEARCH
SECTION
3 POSITIONS
35
BUDGET MGT. SECTION
13 POSITIONS
GRANT SECTION
N ZiR9ll #E61101'!
7
•
•
C
3,000,000 -,
2,500,000
2,000,000
G
c 1,500,000
A
1,000,000
500,000
0
BUDGET AND MANAGEMENT ANALYSIS
PERFORMANCE INDICATORS
Billable Revenues from Task Force
1994 1995 1996 1997 1998(Est)
Fiscal Year
Grant Applications Submitted vs. Grant Funds Awarded
4,500,000 -
- 25
4,000,000 -
3,500,000 -
20
i
3,000,000
m
` 2,500,000
_=
- 15 0
G
° 2,000,000 -
A
1,500,000 -
10 a
1,000,000 -
50Q,000 i
:.
-
41
5
0-1
0
1995
1996 Fiscal Year 1997
1998 (Est)
Grant Funds
—0—Grant
Applications
SIGNIFICANT ACCOMPLISHMENTS in FY'98
* Obtained 10 new grants worth in excess of $1.2 million in collaboration with
other City departments.
* Produced two updated and revised Five Year Plan for the State Financial
Oversight Board.
* Produced monthly budget status reports for the State Financial Oversight
Board.
11'7U5
36
PERSONNEL SERVICE
OPERATING EXPENSE
CAPITAL OUTLAY
GRANTS
NON -OPERATING
TOTAL
BUDGET AND MANAGEMENT ANALYSIS
$1,693,108
DEPARTMENTAL BUDGET SUMMARY
x
Expenditures Expenditures
Adopted
Amended
Estimated
1995-96
1996-97
1997-98
1997-98
1998-99
$ 1,562,380
$ 1,492,079
$ 2,037,767
$ 1,173,809
$ 1,620,906
106,406
69,959
110,006
77,418
72,202
28,224
-0-
-0-
-0-
-0-
300
-0-
-0-
-0-
-0-
21,447
2,022
-0-
-0-
-0-
$ 1,718,757
$ 1,564,060
$ 2,147,773
$ 19251,227
$ 1,693,108
SELECTED OBJECTIVES
* To revise the Five Year Plan by October 30, 1998 based on the final budget
adopted by the City Commission and in compliance with the Financial Oversight
Board agreement.
* To monitor on a regular basis the performance of each department against their
approved budgets to assure that revenue and expenses are on target.
* By the end of the fiscal year, produce a revenue manual that analyzes each
major revenue source.
* To monitor and control capital project expenditures on a monthly basis to insure
that funds are available and projects are proceeding in a timely manner. .
* To help all departments develop performance benchmarks by April 1999 to be
incorporated into the City Operational Plan and in the Fiscal Year 2000 budget.
* To prepare and distribute financial status reports on a monthly basis as
required by the Intergovernmental Cooperation Agreement.
* To produce a monthly newsletter informing departments about upcoming grants
opportunities and to help with preparing grant applications.
BUDGET HIGHLIGHTS
* The budget is $441,881 or 35% more than the amended budget for Fiscal Year
1997-98 due to an increase in personnel requirements.
0
E
is
37
•
•
OFFICE OF THE CITY CLERK
DESCRIPTION
The City Clerk appointed and confirmed by the City Commission, performs
activities prescribed by state or local law. The clerk is the official keeper of City
Commission minutes and legislation and is responsible for lobbyist registrations,
bid openings and records management of all City records. The Clerk also attests to
contracts, attends bond validations and supervises and certifies municipal and Civil
Service Board elections. The Clerk's Office maintains minutes and meeting
schedules of City Boards and Committees. ,
FY'99 TABLE OF ORGANIZATION
io POSITIONS
ADMINISTRATION
Commission Minutes
Legislation
Boards & Committees
ELECTIONS SECTION
Campaign Reports
Public Notices
Election Certification
EirZ-61-3 6 WCOW I
3 POSITIONS
RECORDS MANAGEMENT
SECTION
Record Inventories
Guidelines
Records Destruction
2 POSITIONS
PUBLIC INFORMATION
SECTION
Research
Special Projects
Passport Services
Microfilming
3 POSITIONS
38
11705
•
900 -
800
700
600
c 500
400
° 300
z° 200
100
0
OFFICE OF THE CITY CLERK
PERFORMANCE INDICATORS
Total Contracts & Agreements vs. No. of Employees
4
1994 1995
1996 1997 I
(Est) —*—No. of Employees
(Est —
SIGNIFICANT ACCOMPLISHMENTS in FY'98
* Successfully supervised regular and primary elections for three District
Commission seats and for Miami's Executive Mayor position.
* Produced a Records Management Manual and conducted two records
management orientation sessions with all department directors.
* Administered 65 lobbyist registrations and received and reviewed 65 Annual
Reports of Expenditures from registered lobbyists.
C]
0
39
•
•
PERSONNEL SERVICE
OPERATING EXPENSE
CAPITAL OUTLAY
TOTAL
CITY CLERK
$585,363
DEPARTMENTAL BUDGET SUMMARY
Expenditures Expenditures
1995 - 1996 1996 - 1997
$ 651,228 $ 593,821
63,920 47,409
-0- -0-
$ 715,148 $ 641,230
Adopted
1997-98
Amended
1997-98
Estimated
1998-99
$ 709,959
$ 479,403
$ 568,456
50,502
31,135
16,907
-0-
47,000
-0-
$ 760,461
$ 557,538
$ 585,363
SELECTED OBJECTIVES '
* To attend and record a minimum of 24 City Commission meetings and 12
meetings of the Community Redevelopment Agency Board during FY'1999.
* To apprise the City Commission and designated public officials, on a timely
basis, of expiration of terms and vacancies on City Boards and/or Committees.
* To provide cost effective off -site storage for inactive records as well as City
records possessing permanent administrative, fiscal and historical value-
* To qualify candidates for the upcoming non -partisan primary and general
election.
* To witness and certify pre -election testing of the automated voting equipment as
prescribed by State law; and, to canvas and certify election results.
* To acquire tracking software (similar to the package currently used by the Clerk
of the Board of County Commission (Miami -Dade County), to help manage the
administrative responsibilities in connection with board and committees.
BUDGET HIGHLIGHTS
* The budget is $27,825 or 5% more than Fiscal Year 1997-98 because the Records
Manager position is no longer grant funded and personnel was added for the
new function of providing passport services.
Lh7
117UA �
OFFICE OF CIVIL SERVICE
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 positions 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; prepares and keeps
all official records of the Board such as agendas and minutes; and,; furnishes
information on Board actions, rules, policies to City departments, employees and
other interested parties.
FY'99 TABLE OF ORGANIZATION
4 POSITIONS
CIVIL SERVICE BOARD ADMINISTRATION
4 POSITIONS
JUDICIALILEGISLATI V E
5BOARD MEMBERS
•
•
C7
41-
0
•
•
1994 1995 1996 1997 1998(Est)
Fiscal Year
SIGNIFICANT ACCOMPLISHMENTS in FY'98
* Computerized various schedules and reports including the Civil Service Board
election timetable, file of closed cases, hearing exhibits, information bulletin log,
and mailing labels.
* Provided monitors and a rater who participated in 41 interviews for new hires
and promotions as required under LMP-3-92.
11705
•
Ll
CIVIL SERVICE
. $250,299
DIVISIONAL BUDGET SUMMARY
Expenditures Expenditures
Adopted
Amended
Estimated
1995 - 1996
1996 - 1997
1997-98
1997-98
1998-99
PERSONNEL SERVICE
$ 233,495
$ 244,678
$ 264,634
$ 206,436
$ 218,105
OPERATING EXPENSE
43,108
25,175
49,900
31,142
32,194
CAPITAL OUTLAY
392
-0-
-0-
-0.
-0-
NON-OPERATING
-0-
-0-
-0-
-0-
-0-
TOTAL
$ 276,995
$ 269,853
$ 314,534
$ 237,578
$ 250,299
SELECTED OBJECTIVES
* To schedule, attend, and record at least 26 Civil Service Board meetings during
the year.
* To distribute 90 copies of Civil Service Board minutes and administrative
hearings, and 50 copies of Board agendas.
* To review more than 300 employee/department inquires related to Civil Service
policies, practices, procedures, Rules and Regulations, and Board actions for
remediation or refer to appropriate sources.
* To conduct up to 28 hearings during the year upon request of an employee
dismissed, suspended, demoted, laid off, reduced in pay, or receiving an
Unsatisfactory Service Rating.
* To provide up to 60 legal opinions during the year related to the Board's
functions under Civil Service Rules.
* To conduct at least 6 workshops during the year for City Administrators and
staff who oversee and/or supervise the personnel process.
BUDGET HIGHLIGHTS
* The budget is $12,721 or 5% more than the amended budget for Fiscal Year
1997-98 as a result of salary adjustments.
•
•
ED]
•
0
OFFICE OF COMMUNITY INFORMATION
DESCRIPTION
The Community Information Office is the link between the City, the public, and the
media. In addition to representing the City Manager, this Office provides
communications assistance to the Mayor and Commissioners. It issues press
releases, coordinates press coverage for City events, publishes an employee
newsletter, and supervises all programming broadcast on Channel 9, the City's
cable television channel.
FY'99 TABLE OF ORGANIZATION
8 POSITIONS
44 11705
•
I OFFICE OF COMMUNITY INFORMATION
$292,818
DIVISIONAL BUDGET SUMMARY
Expenditures Expenditures
Adopted
Amended
Estimated
1995 - 1996
1996 - 1997
1997-98
1997-98
1998-99
PERSONNEL SERVICE
$ -0-
$ 2,005
$ 279,487
$ 404,467
$ 267,818
OPERATING EXPENSE
-0-
-0-
-0-
-0-
17,450
CAPITAL OUTLAY
-0-
-0-
-0-
-0-
7,550
TOTAL
$ -0-
$ 2,005
$ 279,487
$ 404,467
$ 292,818
BUDGET HIGHLIGHTS
•
* The budget is $111,679 or 28% less than the amended budget for Fiscal Year
1997-98 due to the reallocation of internal service charges and to personnel
reductions.
•
45
'.7
•
OFFICE OF EQUAL OPPORTUNITY/DIVERSITY PROGRAMS
DESCRIPTION
This Office administers Miami's Equal Opportunity Employment Program,
including monitoring compliance with local, state and federal discrimination laws;
monitoring the provisions of the United States Consent Decree, as amended and
conducting training and technical assistance on EEO matters. The office also
conducts initiatives and programs designed to promote cultural diversity in the
workforce. Additionally, the office promotes positive community relations by
educating the public on initiatives to advance equal opportunity and diversity, and
by serving as the liaison to Miami's Affirmative Acton Advisory Board.
FY 99 TABLE OF ORGANIZATION
4 POSITIONS
ADMINISTRATION
1 POSITIONS
EQUAL OPPORTUNITY DIVERSITY
PROGRAMS
3 POSITIONS
46 11705
EQUAL OPPORTUNITY/DIVERSITY PROGRAMS
PERFORMANCE INDICATORS
0
SIGNIFICANT ACCOMPLISHMENTS in FY'98
* Investigated and closed 55 employment discrimination cases, received 41 new
discrimination cases, and assisted the City Attorney on numerous litigated
EEOC cases.
* Monitored the progress of the Consent Decree and Affirmative Action goals, and
approved 100 certification lists for classified hires and promotions.
* Through the orientation process, informed new employees of the existence of the
Equal Opportunity/Diversity Program Office and the EEO laws.
•
47
•
9
•
II EQUAL OPPORTUNITY/DIVERSITY PROGRAMS II
$214,586
DIVISIONAL BUDGET SUMMARY
Expenditures Expenditures
Adopted
1995 - 1996
1996 - 1997
1997-98
PERSONNEL SERVICE
$ 340,435
$ 317,170
$ 271,594
OPERATING EXPENSE
11,829
9,067
10,436
CAPITAL OUTLAY
727
-0-
-0-
TOTAL
$ 352,991
$ 326,237
$ 282,030
SELECTED OBJECTIVES
Amended
Estimated
1997-98
1998-99
$ 147,645
$ 202,628
7,969
11,958
-0-
-0-
$ 155,614 $ 214,586
* To investigate approximately forty-five (45) new employment discrimination
complaints; close forty-five (45} discrimination cases; provide assistance to the
City Attorney on all litigated Equal Employment Opportunity Commission
(EEOC) cases.
* To provide EEO information to all new employees through the employment
orientation process.
* To conduct a series of training and development workshops to increase employee
education awareness and understanding of federal discrimination laws.
* To prepare statistical reports for the Equal Employment Opportunity
Commission and the U.S. Department of Justice on achievement of goals and
minority and female representation in the workforce.
* To monitor all hires and promotions.
* To cosponsor with the Department of Human Resources, employee programs,
activities, excursions, and newsletters designed to promote and embrace cultural
diversity in the workforce.
BUDGET HIGHLIGHTS
* The budget is $58,972 or 38% more than the amended Fiscal Year 1997-98
budget due to additional personnel and salary enhancements.
48
11705
C7
0
OFFICE OF HEARING BOARDS
DESCRIPTION
This Office processes applications, petitions, sign posting, notification to property
owners and .schedules public hearings/meetings of the Zoning, Planning Advisory,
Impact Fee, Code Enforcement, Ticketing Appellate and Nuisance Abatement
Boards. The Deputy City Clerk, who heads this office, is the custodian of all records
pertaining to orders and resolutions issued by the various boards including all
covenants. This Office also processes and schedules violation cases, issues
subpoenas, and places and releases liens for the Code Enforcement and Ticketing
Appellate Boards.
FY'99 TABLE OF ORGANIZATION
7 POSITIONS
HEARING BOARDS
7 POSITIONS
7
49
i
•
0
HEARING BOARDS
PERFORMANCE INDICATORS
Code Enforcement Violations and Revenues
1,000,000 T
T 1,600
1,400
800,000 -
_. 1,200
1,000
L 600,000 --
�;;a�^.��r
a
800
G 400,000
600
o
200,000 -
3i
- 400 °
z
-�a`
- 200 '
p
0 e Revenue from Code
1994 1995
1996
1997
1998
Violations
(Est)
--*"-Code Enforcement
Fiscal Year
Violations
Dollars
900,000 T
800,000
700,000
600,000
500,000
400,000
300,000
200,000
100,000
0
Public Hearing Applications vs. Fees
1994 1995 1996 1997 1998
(Est)
- 160
= 140
120
^
� Public Hearing Fees
- 100
0
--*'—Public Hearing Apps. !
80
- 60
a
40
Q
T 20
=0
SIGNIFICANT ACCOMPLISHMENTS in FY'98
* With the help of the Law Department, the total amount of outstanding code
enforcement liens has been reduced from $196 million to $63.4 million.
* As a result of increased public hearing fees, revenue in the first eight months of
the fiscal year was $402,000 compared to $107,000 in the prior year. .
50
11705
HEARING BOARDS
$519,960
DIVISIONAL BUDGET SUMMARY
Expenditures Expenditures
Adopted
Amended
Estimated
1995 - 1996
1996 - 1997
1997-98
1997-98
1998-99
PERSONNEL SERVICE
$ . 368,864
$ 315,847
$ 381,052
$ 273,690
$ 287,200
OPERATING EXPENSE
198,811
158,900
162,447
199,374
232,760
CAPITAL OUTLAY
-0-
-0-
-0-
.0.
.0.
NON -OPERATING
(18,238)
-0-
.0-
-0-
-0-
TOTAL
$ 549,437
$ 474,747
$ 543,499
$ 473,064
$ 519,960
SELECTED OBJECTIVES
* To continue meeting with Information Technology to perfect the computerized
Zoning Board Program and create the program for the Planning Advisory Board
and the Planning and Zoning portion of City Commission meetings.
* To give computer training to all staff.
11,
* To train Hearing Board staff on using the Internet to produce lists of adjacent
property owners.
BUDGET HIGHLIGHTS
* The budget is $46,896 or 10% more than the amended budget for Fiscal Year
1997-98 due to implementing initiatives in the Five Year Plan and to salary
enhancements.
•
51
•
•
•
OFFICE OF LABOR RELATIONS
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.
FY'99 TABLE OF ORGANIZATION
7 POSITIONS
ADMINISTRATIVE SECTION
2 POSITIONS
LABOR RELATIONS
SECTION
5 POSITIONS
52
11705
LABOR RELATIONS
PERFORMANCE INDICATORS
Citywide Sick Leave Usage Over 40 .Hours
140 -
120
100
80 -
ai
60 -
Lam_
40
W
20
Eii_=__ s
0
— - --
1994 1995 1996
1997 1998 (Est)
)
Fiscal Year
SIGNIFICANT ACCOMPLISHMENTS in FY'98
* Implemented the concessionary agreements with the City's four labor unions
resulting in savings of $9.7 million.
* Implemented programs to determine the cost of benefit enhancements proposed
by the labor unions for.the negotiation process.
* Successfully defended an unfair labor practice charge by a union alleging that
the City abused management rights.
•
•
is
53
1
t =
•
•
•
PERSONNEL SERVICE
OPERATING EXPENSE
CAPITAL OUTLAY
NON -OPERATING
TOTAL
LABOR RELATIONS
$459,583
DIVISIONAL BUDGET SUMMARY
Expenditures Expenditures
1995 - 1996 1996 - 1997
$ 362,462 $
463,068
28,870
14,696
2,043
548
-0-
-0-
$ 393,375 $
478,312
SELECTED OBJECTIVES
Adopted
Amended
Estimated
199 7-98
199 7-98
19 9 8-99
$ 547,873
$ 401,734
$ 421,836
17,749
16,578
37,747
1,500
1,744
-0-
-0-
222
-0-
$ 567,122
$ 420,278
$ 459,583
• To implement the negotiated collective bargaining agreements with the
Fraternal Order of Police, the International Association of Firefighters, the
American Federation of State, County and Municipal Employees, and the City
Independent Group Union.
* To provide assistance and training to departments regarding the administration
of the four labor contracts.
• To represent the City in the resolution of grievances, unfair labor practice
charges, and any other disputes which arise out of the administration of
collective bargaining agreements.
* To create and distribute sample forms- relating to disciplinary actions by the
second quarter of the fiscal year.
* To continue coordinating with Human Resources, the Hurricane Emergency
Response Plan.
• To reestablish mid -management positions through the statutory process as
recommended by the Blue Ribbon Panel.
* To continue to administer the Family and Medical Leave Act of 1993 including
notification, monitoring and processing.
BUDGET HIGHLIGHTS
The budget is $39,305 or 9% more than the amended budget for Fiscal Year
1997-98 due to an increase in salary adjustments.
54
117 10 5
•
OFFICE OF PROFESSIONAL COMPLIANCE
DESCRIPTION
The Office of Professional Compliance is responsible for monitoring and reviewing
the internal investigations of citizen complaints against sworn members of the
Police Department. The Office reports on Internal Affairs investigations into police
involved shooting, allegations of abusive treatment, excessive force, incidents
attributable to or arising form citizen unrest, disturbances and/or riots. The Office
also conducts special investigations as requested by the City Manager. OPC
participates in community functions as a liaison between the community, Police
Department and the City Manager's Office.
FY'99 TABLE OF ORGANIZATION
4 POSITIONS
PROFESSIONAL COMPLIANCE
4 POSITIONS
C
55
•
•
I PROFESSIONAL COMPLIANCE I
$218,867
DIVISIONAL BUDGET SUMMARY
Expenditures Expenditures
Adopted
Amended
Estimated
1995 - 1996
1996 - 1997
1997-98
1997-98
1998-99
PERSONNEL SERVICE $ 185,340
$ 192,552
$ 216,502
$ 158,654
$ 206,838
OPERATING EXPENSE 10,681
4,585
9,821
6,250
12,029
TOTAL $ 196,021
$ 197,137
$ 226,323
$ 164,904
$ 218,867
SELECTED OBJECTIVES
* To handle a minimum of 100 complaint cases during the fiscal year.
* To provide for 24-hour on -call response to all major incidents involving police -
citizen confrontations.
* To meet regularly with the Internal Affairs Commander and Chief of Police or
his designee to discuss investigations, recommendations and citizen concerns.
* To communicate with complainants regarding the disposition of their
complaint and the OPC monitoring function.
* To conduct investigations as requested by the City' Manager's Office and
compile reports as necessary.
* To meet regularly with the City Manager or designated Assistant City Manager
to discuss special issues, investigations and other administrative concerns.
BUDGET HIGHLIGHTS
* The budget is $53,963 or 33% more than the amended budget for Fiscal Year
1997-98 due to additional personnel and salary enhancements.
56
11705
DEPARTMENT OF BUILDING AND ZONING
DESCRIPTION
The Building and Zoning Department protects the health, safety, and welfare of the
public, and enhances the general quality of life through interpretation and
enforcement of the South Florida Building Code and other regulations governing
construction and land use.
FY'99 TABLE OF ORGANIZATION
77 POSITIONS
DIRECTOR'S OFFICE
8 POSITIONS
INSPECTION SERVICES CODE ADMINISTRATION
Plumbing Zoning
Electrical Plans Review
Mechanical Permit & Control
Structural
Bldg. Inspections
48 POSITIONS W 1 21 POSITIONS
0
57
•
•
•
BUILDING AND ZONING
PERFORMANCE INDICATORS
Certificates of Use Issued vs. Total Employees
4,000 - - 80
- 70
� I
3,000 _ 60
\-` d
R 50 0
C.U.'s
0 2,000 - = 40 d tEmployees
z o
_ - 30 c
1.000 — - 20
v4
10
v4
0 0
1994 1995 1996 1997 1998 (Est)
Building Inspections vs. Number of Building Inspectors
25,000 - - 10
�I
20,000 8 c
C i �
en * f2 Building
15,000 _ J +, 6 Inspections
'Z?..rw
a r? 4 '`'�` _., a
r ` a�F Bull
p 10,000
4 �_ �
►-, *9 ��, � � ' 3 � 7- InSpeCtOrs
5 000.
0 0
1994 1995x 19964 1997 1998(Est)
Fiscal Year
SIGNIFICANT ACCOMPLISHMENTS in FY'98
* Building and Zoning contributed $2 million to the City's general fund, a 65%
increase over the prior fiscal year.
The Plans Examiner's Section cut processing time for large-scale projects by
50%.
58
U 5
0
BUILDING AND ZONING
11 ALL DIVISIONS
$3,848,595 11
DEPARTMENTAL BUDGET SUMMARY
Expenditures Expenditures
Adopted
Amended
Estimated
1995-96
1996-97
1997-98
1997-98
1998-99
PERSONNEL SERVICE
$ 3,578,035
$ 3,323,337
$ 4,584, 767
$ 3,050,970
$ 3,580,572
OPERATING EXPENSE.
388,077
376,416
340,701
163,204
227,719
CAPITAL OUTLAY
3,636
5,957
50,000
12,756
40,304
NON -OPERATING
(245,290)
1,901,445
-0-
158,868
-0-
TOTAL
$ 3,724,458
$ 5,607,155
$ 4,975,468
$ 3,385,798
$ 3,848,595
BUDGET HIGHLIGHTS
* The budget is $462,797 or 14% more than the amended budget for Fiscal Year
1997-98 due to salary increases and the need for microfilming equipment and
services.
7
•
•
59
•
L`
•
BUILDING AND ZONING
ADMINISTRATION
$551,073
DIVISIONAL BUDGET SUMMARY
Expenditures Expenditures
Adopted
Amended
Estimated
1995 - 1996
1996 - 1997
1997-98
1997-98
1998-99
PERSONNEL SERVICE
$ 447,335
$ 561,578
$ 815,102
$ 475,053
$ 540,934
OPERATING EXPENSE
19,691
16,775
16,623
7,927
7,139
CAPITAL OUTLAY
-0-
-0-
-0-
1,756
3,000
NON -OPERATING
(7,709)
-0-
-0-
-0-
-0-
TOTAL
$ 459,317
$ 578,353
$ 831,725
$ 484,736
$ 551,073
DESCRIPTION
This Division interprets the South Florida Building Code, other codes, laws and
ordinances regulating building construction in the City; prepares and monitors the
budget; manages payroll and personnel actions; 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.
SELECTED OBJECTIVES
* To continue monthly in-house workshops/seminars for the construction industry,
homeowners associations and the general public.
* To receive a grade less than "3" from the Insurance Services Office indicating
full compliance of the code, reduced property losses, injuries and loss of life and
the prospect of lower insurance rates by continuing to enforce the code and
educating the public.
* To reduce the cost of flood insurance by improving the City's rating with the
National Flood Insurance Program by alerting the public of flood hazards.
* To improve service by filling all vacant positions.
* To publish informational flyers and/or handbook.
BUDGET HIGHLIGHTS
The budget is $66,337 or 14% more than the amended budget for Fiscal Year
1997-98 due primarily to salary increases.
M
11705
BUILDING AND ZONING
INSPECTION SERVICES
—
$2,345,084
DIVISIONAL BUDGET SUMMARY
Expenditures Expenditures Adopted
Amended
Estimated
1995 - 1996 1996 - 1997 1997-98
1997-98
1998-99
PERSONNEL SERVICE
$ .. 2,267,451 $ 1 2,006,962 $ 2,797,067
$ 1,893,411
$ 2,173,320
OPERATING EXPENSE
267,081 246,420 100,319
104,832
148,921
CAPITAL OUTLAY
1,384 2,392 50,000
11,000
22,843
NON -OPERATING
(181,460) 1,901,445 -0-
147,408
-0-
TOTAL
$ 2,354,456 $ 4,157,219 $ 2,947,386
$ 2,156,651
$ 2,345,084
DESCRIPTION'
The primary function of this Division is to protect life and property from fire and
other life safety hazards related to buildings and their construction. This is
accomplished through inspecting all buildings and structures, implementing
uniform building regulations, and strictly enforcing Code requirements related to
proper and safe construction methods. The structural, electrical, plumbing, and
mechanical sections respond to mandatory inspection requests, as well as to
complaints related to their area of specialty. 0
SELECTED OBJECTIVES
* To present all cases of open, vacant and abandoned properties before the Miami
Dade County Unsafe Structures Board.
* To respond to unsafe structure complaints and mandatory inspection requests
within 24 hours.
* To use computer tracking to eliminate duplicate complaints and/or follow-up
inspections, and improve efficiency in case preparation and compliance.
* To implement demolition within 30 days after purchase order is issued.
* To decrease the number of construction re -inspections by 5% using re -inspection
fees, and educating the construction industry through workshops and seminars.
* To enter inspection results into the computer within 9 hours after the
inspection.
* To enhance the interactive telephone system allowing customers to schedule
inspections and receive inspection results.
BUDGET HIGHLIGHTS
* The budget is $188,433 or 9% more than the amended budget for Fiscal Year
1997-98 due primarily to the need for additional microfilming services and to
salary increases.
M
•
•
BUILDING AND ZONING
CODE ADMINISTRATION
$952,438
DIVISIONAL BUDGET SUMMARY
Expenditures Expenditures
Adopted
1995 - 1996
1996 - 1997
1997-98
PERSONNEL SERVICE
$ 863,249
$ 754,797
$ 972,598
OPERATING EXPENSE
101,305
113,221
223,759
CAPITAL OUTLAY
2,252
3,565
-0-
NON-OPERATING
(56,121)
-0-
-0-
TOTAL
$ 910,685
$ 871,583
$ 1,196,357
DESCRIPTION
Amended Estimated
1997-98
1998-99
$ 682,506
$ 866,318
50,445
71,659
-0-
14,461
11,460
-0-
$ 744,411
$ 952,438
The Code Administration Division controls the permit and plans processing
functions of the Department. Another responsibility is to interpret and enforce
Zoning Ordinance 11000 in reviewing plans for building permits and in public
hearings. The Division issues Certificates of Use and special permits, and controls
and maintains records including microfilm.
SELECTED OBJECTIVES
* To reduce the processing time for plans of large size projects from six (6) weeks
to four (4) weeks.
* To reduce the processing time for plans of small new construction projects from
three (3) weeks to two (2) weeks.
* To increase the number of daily plans for walk-through from 75 to 125 by
increasing the cost criteria presently used to qualify for this type of plan review.
* To disseminate procedural information and volunteer our attendance at all
construction industry meetings in an effort to keep them informed and to receive
their input.
* To have informational hand-outs available to walk-in customers.
* To provide procedural information and hand-outs to all NET Service Centers.
* To issue in excess of 20,000 permits at the Permit Counter.
• To re-establish and increase the processing hours of "one step" plans approval.
* To initiate a speed window at the Permit Counter.
BUDGET HIGHLIGHTS
* The budget is $208,02 7 or 28% more than the amended budget for Fiscal Year
1997-98 due mostly to salary increases.
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•
•
DEPARTMENT OF CONFERENCES, CONVENTIONS
AND PUBLIC FACILITIES -
DESCRIPTION
This Department directs the management functions of the following Divisions: 1)
James L. Knight International Center (Miami Convention Center) funded from
Special Revenue; 2) Coconut Grove Convention Center; 3) Orange Bowl; 4) Marine
Stadium Marina; 5). Dinner Key Marina; 6) Dinner Key Boatyard, 7) Miamarina at
Bayside; 8) Watson Island Marina; and 9) Manuel Artime Community Center. The
Department's primary responsibility is to ensure use of the facilities for scheduled
events. These events include entertainment, sports, meetings, conferences,
conventions, and marina rentals.
MARINAS
Dinner Key Marina
Miamarina at Bayside
Marine Stadium Marina
Dinner Key Boatyard
15 POSITIONS
FY'99 TABLE OF ORGANIZATION
25 Positions- General Fund
7 Positions - Special Revenue*
32 TOTAL POSITIONS
STADIUM
Orange Bowl Stadium
4 POSITIONS
AUDITORIUMS
Coconut Grove Exhibition Center
Miami Convention Center*
Manuel Artime Community Center
' Seven Positions from Special
• Revenue
13 POSITIONS
64 11705
0
•
CONFERENCES, CONVENTIONS AND PUBLIC FACILITIES
PERFORMANCE INDICATORS
Operating Revenues vs. No. of Employees
15,000,000 - - 45
- 40
12,000,000
- 35
- 30 a
9,000,000 -
R j f 25 a Operating
20 W Revenues
6,000,000
1fi' {f"I 15 --*'—No. of Employees
3,000,000 - 10 z
x- 5 �
0 -- 0
1994 1995 1996 1997 1998(Est)
Fiscal Year
i
j Knight Center and Coconut Grove Convention Center Events
250 -
i
200 - me -
j
d 150
>
100
50
1994 1995 1996 1997 1998(Est)
Fiscal Year
SIGNIFICANT ACCOMPLISHMENTS in FY'98
* Booked 220 events for Miami Convention Center and the Coconut Grove
Convention Center.
* Hosted the CONCAF Gold Cup and Rolling Stones Concert at the Orange Bowl.
* Hosted the "Lord of the Dance" performance at the James L. Knight Center
which surpassed previous records to become the highest ticket selling event in
the Center's history.
•
40
65
•
CONFERENCES, CONVENTIONS & PUBLIC FACILITIES
11 ALL DIVISIONS
$3,976,641
DEPARTMENTAL BUDGET SUMMARY
Expenditures Expenditures
Adopted
Amended
Estimated
1995-96
1996-97
199 7-98
199 7-98
1998-99
PERSONNEL SERVICE
$ 2,274,592 $
2,160,221
$ 2,155,089
$ 2,132,493
$ 1,730,927
OPERATING EXPENSE
3,608,439
3,150,433
2,645,368
1,953,747
2,169,514
CAPITAL OUTLAY
173,342
18,337
115,000
112,902
73,000
NON -OPERATING
(546,985)
4,014,560
-0-
-0-
3,200
TOTAL
$ 5,509,388 $
9,343,551
$ 4,915,457
$ 4,199,142
$ 3,976,641
0 BUDGET HIGHLIGHTS
•
* The budget is $222,501 or 5% less than the amended Fiscal Year 1997-98
budget primarily as a result of a decrease in permanent part-time positions.
It 705
CONFERENCES, CONVENTIONS & PUBLIC FACILITIES
COCONUT GROVE EXHIBITION CENTER
$646,586
DIVISIONAL BUDGET SUMMARY
Expenditures Expenditures
Adopted
Amended
Estimated
1995 - 1996
1996 - 1997
1997-98
1997-98
1998-99
PERSONNEL SERVICE
$ 192,239
$ 200,424
$ 242,580
$ 172,551
$ 185,490
OPERATING EXPENSE
574,836
563,686
562,988
428,621
443,096
CAPITAL OUTLAY
66,091
9,522
18,000
9,000
18,000
NON -OPERATING
(97,203)
202,395
-0-
-0-
-o-
TOTAL
$ 735,963
$ 976,027
$ 823,568
$ 610,172
$ 646,586
DESCRIPTION
The Convention Center is a multi -purpose public assembly facility used primarily
to host national and international conventions, conferences, trade and consumer
shows, banquets, concerts and seminars.
SELECTED OBJECTIVES
* To contract with an experienced company to provide valet parking service and
to establish shuttle service to a nearby parking garage.
* To reconfigure the parking lot for maximum capacity.
* To improve the physical plant of the Convention Center by refurbishing
restrooms, repairing damaged floors, and resurfacing walls in the show room
and executive offices.
BUDGET HIGHLIGHTS
* The budget is $36,414 or 6% more than the amended Fiscal Year 1997-98
budget as a result of new advertising initiatives.,
0
0
67
•
•
•
•
CONFERENCES, CONVENTIONS & PUBLIC FACILITIES
DINNER KEY MARINA
_. $835,448
DIVISIONAL BUDGET SUMMARY
Expenditures Expenditures
Adopted
Amended
1995 - 1996
1996 - 1997
1997-98
1997-98
PERSONNEL SERVICE
$ 622,012
$ 607,952
$ 671,443
$ 581,344
OPERATING EXPENSE
840,804
676,504
409,473
337,230
CAPITAL OUTLAY
17,171
1,215
15,000
10,001
NON -OPERATING
(16,878)
643,172
-0-
-0-
TOTAL
$ 1,463,109
$ 1,928,843
$ 1,095,916
$ 928,575
DESCRIPTION
Estimated
1998-99
$ 470,848
354,600
10,000
-0-
$ 835,448
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, non live -aboard, commercial and transient users.
SELECTED OBJECTIVES
* To maintain Dinner Key Marina's occupancy level at no less than 94%.
• To ensure that all accounts for vessels berthed at the Dinner Key Marina are
current.
* To maximize the use of all available spaces providing dockage and mooring
services to local and traveling yachtsmen.
* To expand the services and information provided to users at the Marina Dock
office.
* To respond to complaints and provide solutions to any problems which may
arise in an efficient and effective manner.
BUDGET HIGHLIGHTS
* The budget is $93,127 or 10% less than the amended Fiscal Year 1997-98
budget as a result of a decrease in personnel.
11705
CONFERENCES, CONVENTIONS & PUBLIC FACILITIES
MANUEL ARTIME COMMUNITY CENTER "
$305,209 11
DIVISIONAL BUDGET SUMMARY
Expenditures Expenditures
Adopted
Amended
Estimated
1995 -1996
1996 - 1997
1997-98
1997-98
1998-99
PERSONNEL SERVICE
$ 149,244
$ 109,159
$ 119,263
$ 89,559
$ 91,426
OPERATING EXPENSE
194,669
175,321
265,433
207,012
211,783
CAPITAL OUTLAY
-0-
-0-
2,000
1,502
2,000
NON -OPERATING
(45,961)
-0-
-0-
-0-
-0
TOTAL
$ 297,952
$ 284,480
$ 386,696
$ 298,073
$ 305,209
DESCRIPTION
The Manuel Artime Community Center is sponsored by the City for the Little
Havana neighborhood. Manuel Artime serves the special needs of the Hispanic
community by facilitating the delivery of social services such as child care,
transportation for elderly and handicapped residents, Braille services for the blind,
English, sewing and citizenship classes, food stamps and job programs, clothes,
food and general information. The Artime Theater is used by many organizations
to present cultural, educational and other programs to the community and is also a
focal point for local, state and federal agencies.
SELECTED OBJECTIVES
* To book 68 events at the Manuel Artime Theater.
* To complete critical repairs to the office building that are necessary for the
safety and welfare of existing tenants.
* To complete Capital Improvement Projects with CDBG funds.
BUDGET HIGHLIGHTS
* The budget is $7,136 or 2% more than the amended Fiscal Year 1997-98 budget
primarily as a result of salary adjustments.
E
�-1
is
C7
•
•
CONFERENCES, CONVENTIONS & PUBLIC FACILITIES
MARINE STADIUM MARINA
$459,878
DIVISIONAL BUDGET SUMMARY
Expenditures Expenditures
Adopted
Amended
Estimated
1995 - 1996
1996 - 1997
1997-98
1997-98
1998-99
PERSONNEL SERVICE
$ 332,946
$ 193,964
$ 209,660
$ 136,422
$ 132,493
OPERATING EXPENSE
160,686
159,173
138,403
162,428
324,185
NON -OPERATING
(36,375)
168,993
-0-
-0-
3,200
TOTAL
$ 457,257
$ 522,130
$ 348,063
$ 298,850
$ 459,878
DESCRIPTION
The Marine Stadium Marina is a dry dock storage marina with the capacity to
store 250 vessels. The Marina has two operational forklifts and three launching
docks, and operates seven days a week, including holidays.
SELECTED OBJECTIVES
To increase the current occupancy levels and to maintain a minimum occupancy
level of 90%.
* To improve the level and quality of customer service.
* To improve and streamline all aspects of bookkeeping, collections, reporting and
marina policies and procedures.
* To replace worn out, potentially unsafe storage racks with a larger capacity
rack system.
To improve and enhance nightime security.
* To maintain all docks, racks, and service equipment to the highest levels of
operational readiness.
BUDGET HIGHLIGHTS
* The budget is $161,028 or 54% more than the amended Fiscal Year 1997-98
budget as a result of the cost of fuel for the new marina fuel service.
70
11705
CONFERENCES, CONVENTIONS & PUBLIC FAC]
MIAMARINA
$443,953
DIVISIONAL BUDGET SUMMARY
Expenditures Expenditures
1995 - 1996 1996 - 1997
PERSONNEL SERVICE $ 125,038 $ 188,476
OPERATING EXPENSE 125,902 212,095
CAPITAL OUTLAY .0- -0-
NON-OPERATING . (22,764) -0-
TOTAL $ 228,176 $ 400,571
DESCRIPTION
Adopted Amended Estimated
199 7-9 8 199 7-98 19 98-99
$ 229,949 $ 271,137 $ 260,985
116,231 164,293 139,968
=0- 12,396 43,000
-0- -0- -0-
$ 346,180 $ 447,826 $ 443,953
The Miamarina 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 facility provides both permanent and transient
dockage.
SELECTED OBJECTIVES
• To conduct the daily operational and administrative functions of Miamarina in
a professional, customer -friendly manner. These functions include supervision,
providing guidance and directions, 'hiring and training staff, maintaining
Marina, dissemination of weather warnings and enforcing City and Marina
policies, rules and regulations.
• To market and promote the facility to attract new clients.
* To effectively fill all vacant slips as they become available, increasing revenue
at Miamarina.
* To maintain transient occupancy rate at no less than 40%.
BUDGET HIGHLIGHTS
* The budget is $3,873 or 1% less than the amended Fiscal Year 1997-98 budget
as a result of reduced operating expenses.
•
C,
71
i
•
0
CONFERENCES, CONVENTIONS & PUBLIC FACILITIES
ORANGE BOWL
$1,285,567 11
DIVISIONAL BUDGET SUMMARY
Expenditures Expenditures
Adopted
Amended
Estimated
1995 - 1996
1996 - 1997
1997-98
1997-98
1998-99
PERSONNEL SERVICE
$ 796,881
$ 808,920
$ 682,194
$ 861,915
$ 589,685
OPERATING EXPENSE
1,328,634
1,177,422
1,152,840
640,626
695,882
CAPITAL OUTLAY
90,080
7,600
80,000
80,003
-0-
NON-OPERATING
(101,213)
3,000,000
-0-
-0-
-0-
TOTAL
$ 2,114,382
$ 4,993,942
$ 1,915,034
$ 1,582,544
$ 1,285,567
DESCRIPTION
The Orange Bowl Stadium is managed by the Department of Conferences,
Conventions and Public Facilities. Administrative functions include billing and
collection of rents, parking, concessions, maintenance of records, correspondence
and preparation of schedules of events, and constant negotiations with promoters.
Operational functions include supervising, maintenance and repairs.
SELECTED OBJECTIVES
* To refurbish the outside parking areas with new fencing and landscaping.
* To waterproof the entire stadium to both enhance the appearance and prevent
leaks from the upper levels.
* To replace bench seats with more comfortable chairbacks.
* To solicit corporate sponsors to advertise on the Stadium's exterior in
accordance with the University of Miami agreement and to find advertisers for
a marquee promoting events at the Stadium.
* To continue encouraging the concessionaire to offer a more diverse variety of
foods.
* To continue sending promotional material to local and out-of-state promoters
and to place advertisements in industry publications.
* To refurbish the VIP elevators and the stadium ramps.
BUDGET HIGHLIGHTS
* The budget is $296,977 or 19% less than the amended Fiscal Year 1997-98
budget as a result of a decrease in permanent part-time positions.
72 117®�
DEPARTMENT OF FINANCE
DESCRIPTION
The Department of Finance manages and invests the City's surplus funds in
accordance with the City Charter and with policies set by the City Commission.
Functions include issuing municipal bonds, collecting revenues from licenses and
other fees, and providing general accounting services. The Department is
responsible for accounts payable, general ledger, grants monitoring, payroll,
treasury management, computer training for the financial system, and preparation
of routine accounting reports as well as the City's annual financial statement.
FY'99 TABLE OF ORGANIZATION
TREASURY MANAGEMENT
Debt Management
Investment
Accounts Receivable
Customer Service
Housing Mortgages
31 POSITIONS
67 POSITIONS
ADMINISTRATION
3 POSITIONS
ACCOUNTING
Management Services
Payroll
Accounts Payable
Grant Administration
General Ledger
33 POSITIONS
C
73
•
FINANCE
PERFORMANCE INDICATORS
d
0-0 7 Total Payroll
Checks Issued
u
o.
° —*—Total Payroll
Z° Employees
1994 1995 1919 1997 1998 (Est)
Fisca ear
City of Miami's Yield on Short Term Investments vs. Composite
Rate
6 - - 2.50
2_00 S City of Miami's Yield on S-T
c Investments
.0 4 .. °
° 1.50
l�Composite Rate on S-T
a 1.00 Investments
U 2 - A
U
0.. 0.50 —Difference between City of
Miami s Yield on Short Term
0 0.00 Investment vs. Composite Rate
1994 1995 1996 1997 1998
(Est)
Fiscal Year
SIGNIFICANT ACCOMPLISHMENTS in FY'98
* Per the Management Letter recommendation, implementation of guidelines and
procedures to control the interface of information from the receivable system to
the SCI system was complete.
* Increased employee participation in the direct deposit program from 25% to
48% of all City employees.
* Computerized miscellaneous billing saving hundreds of man-hours, decreasing
processing time, and improving cash flow.
•
74 117Un5
FINANCE
ALL DIVISIONS
$3,959,622
DEPARTMENTAL BUDGET SUMMARY
Expenditures Expenditures
Adopted
Amended
Estimated
1995-96
1996-9 7
1997-98
199 7-98
1998-99
PERSONNEL SERVICE
$ 2,786,495 $
2,711,149
$ 3,309,903
$ 2,402,554
$ 3,210,823
OPERATING EXPENSE
813,862
857,491
710,229.
553,544
748,799
CAPITAL OUTLAY
2,832
-0-
-0-
-0-
-0-
NON-OPERATING
(141,961)
963
-0-
104,290
-0-
TOTAL
$ 3,461,228 $
3,569,603
$ 4,020,132
$ 3,060,388
$ 3,959,622
BUDGET HIGHLIGHTS
* The budget is $899,234 or 29% more than Fiscal Year 1997-98 because it
includes. salaries for new middle management positions in compliance with the
Blue Ribbon Committee recommendations, the cost for accounting software
enhancements, increased mailing expenses, and' previously grant -funded
positions.
E
75
•
E
•
FINANCE
GENERAL ACCOUNTING
$2,236,890
DIVISIONAL BUDGET SUMMARY
Expenditures Expenditures
Adopted
Amended
Estimated
1995 - 1996
1996 - 1997
1997-98
1997-98
1998-99
PERSONNEL SERVICE
$ 1,650,325
$ 1,692,732
$ 2,019,535
$ 1,443,671
$ 1,732,741
OPERATING EXPENSE
410,155
553,287
455,638
392,884
504,149
CAPITAL OUTLAY
-0-
-0-
-0-
-0-
-0-
NON-OPERATING
(142,001)
963
-0-
104,290
-0-
TOTAL
$ 1,918,479
$ 2,246,982
$ 2,475,173
$ 1,940,845
$ 2,236,890
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.
SELECTED OBJECTIVES
* To increase employee participation in the direct deposit program to 60%.
* To provide proper training to all Accounting Division employees in accounting
and the SCI Financial System during the first quarter of the fiscal year.
* To prepare and distribute an Accounting Procedures Manual by December
1998.
* To implement the new SCI Fixed Asset Module within six months to record the
City's physical inventory and assets.
* To improve staff skill levels by revising minimum requirements for newly hired
position, and developing training programs to enhance the skills of existing
employees.
* To increase the accuracy and reliability of SCI reports by training SCI users,
modifying the SCI System to correct shortcomings, and addressing issues
identified on the SCI system problem log.
BUDGET HIGHLIGHTS
* The budget is $296,045 or 15% more than the amended Fiscal Year 1997-98
because it includes the cost of management recovery initiatives recommended
in the Blue Ribbon Committee Report and includes software enhancements.
76
11705
PERSONNEL SERVICE
OPERATING EXPENSE
CAPITAL OUTLAY
NON -OPERATING
TOTAL
DESCRIPTION
FINANCE
TREASURY MANAGEMENT
$1,722,732
DIVISIONAL BUDGET SUMMARY
Expenditures Expenditures
1995 - 1996 1996 - 1997
$ 1,136,170 $
1,018,417
403,707
304,204
2,832
-0-
40
-0-
$ 1,542,749 $
1,322,621
Adopted
1997-98
Amended
199 7-98
Estimated
1998-99
$ 1,290,368
$ 958,883
$ 1,478,082
254,591
160,660
244,650
-0-
-0-
-0-
-0-
-0-
-0-
$ 1,544,959
$ 1,119,543
$ 1,722,732
Treasury Management records all revenue collected. Examples include: property
and other taxes, State Revenue Sharing, license and franchise fees, Certificates of
Use, assessment liens, boilers and elevators, storm water and sewer payments, fire
safety permits, pawn shop fees, and other miscellaneous revenue. Treasury
Management invests the City's surplus funds portfolio, records payments on
outstanding debt,, and monitors bond compliance in accord 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
inquires.
SELECTED OBJECTIVES
* To fully staff the Division so all funds. can be properly recorded and all revenue
due to the City can be collected.
* To increase efficiency in collecting delinquent accounts by either privatizing
collections or by training in-house staff.
* To implement a debt management policy establishing guidelines and
procedures to assure that debt obligations are issued and administered for the
long-term financial advantage of the City.
BUDGET HIGHLIGHTS
* The budget is $603,189 or 54% more than the amended budget for Fiscal Year
1997-98 because it includes salaries for new middle management positions in
compliance with the Blue Ribbon Committee recommendation, the cost of
accounting software enhancements, increased mailing expenses, and previously
grant -funded positions.
•
77
•
•
•
DEPARTMENT OF FIRE -RESCUE
DESCRIPTION
This Department's primary responsibilities are the preservation of life and
property through prevention (which includes inspection of residential, industrial
and commercial structures for conformance with fire codes), control, and quick
suppression of fires; and, provision of emergency medical and rescue services. The
Fire -Rescue Department also investigates fires and assists law enforcement
agencies in cases of suspected arson.
FY'99 TABLE OF ORGANIZATION
644 General Fund Positions
29 Special Revenue Fund Positions
673 TOTAL POSITIONS
OFFICE OF THE CHIEF
14 POSITIONS
TRAINING AND SAFETY FIRE PREVENTION
BUREAU
6 POSITIONS I 30 POSITIONS
MANAGEMENT SERVICES EMERGENCY RESPONSE
33 POSITIONS L 535 POSITIONS
SUPPORT SERVICES * RESCUE SERVICES
26 POSITIONS 0 1 29 POSITIONS
* See Special Revenue Fund Section on Rescue Services
78
11705
FIRE=RESCUE
PERFORMANCE INDICATORS
Rescue Calls vs. No. of Employees
80,000
°:: =;
g �• 9 g�Ti
.,Qs ` , s
.:1
,• _ ., -...o " ray..
60,000
eq
eq .
a
a,
9
q
am Calls
�u 9
r°
_40000 °y
°y
°,
°y
1
201,000
St q
A q
e q'
aq
sq
f�
Fiscal Year
600
Revenues Generated
1998 (Est)
1 l l
19971996
1 1
G. 1995 h r r... r+
1994 S
0 1,000,000 2,000,000 3,000,000 4,000,000 5,000,000 6,000,000
Dollars
SIGNIFICANT ACCOMPLISHMENT'S in FY'98
* Provided rapid (in four minutes or less) pre -hospital Emergency Medical Care
and Advanced Life Support to 61,500 citizens and visitors who became acutely
ill or accidentally injured during the year.
* Answered 11,945 alarms with rapid response and proper staffing to suppress
fires with the least amount of life loss and property damage.
•
79
•
•
•
FIRE -RESCUE
ALL DIVISIONS
$43,761,066
DEPARTMENTAL BUDGET SUMMARY
Expenditures Expenditures
Adopted
Amended
Estimated
1995-96
1996-97
199 7-98
199 7-98
1998-99
PERSONNEL SERVICE
$ 44,039,528
$ 45,709,044
$ 51,039,188
$ 37,456,201
$ 40,911,922
OPERATING EXPENSE
2,587,315
2,724,198
4,304,156
2,255,156
2,671,042
CAPITAL OUTLAY
111,796
259,252
400,448
178,102
178,102
NON -OPERATING
73,836
-0-
-0-
33,139
-0-
TOTAL
$ 46,812,475
$ 48,692,494
$ 55,743,792
$ 39,922,598
$ 43,761,066
BUDGET HIGHLIGHTS
• The budget is $3,838,468 or 10% more than the Fiscal Year 1997-98 amended
budget due to an increase in personnel services requirements for new sworn and
civilian positions and to outside contractual services.
•
80 117015
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FIRE -RESCUE
OFFICE OF THE CHIEF
$890,708
DIVISIONAL BUDGET SUMMARY
Expenditures Expenditures
Adopted
Amended
Estimated
1995 - 1996
1996 - 1997
1997-98
1997-98
1998-99
PERSONNEL SERVICE
$ 1,187,053
$ 1,329,488
$ 1,039,534
$ 837,652
$ 834,495
OPERATING EXPENSE
111,686
106;258
81,258
46,060
56,213
CAPITAL OUTLAY
513
-0-
1,038
-0-
-0-
TOTAL
$ 1,299,252
$ 1,435,746
$ 1,121,830
$ 883,712
$ 890,708
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.
SELECTED OBJECTIVES
* To provide rapid response (in four minutes or less) for pre -hospital Emergency
Medical Care and Advanced Life Support for all citizens and visitors to the City
who become acutely ill or accidentally injured.
* To protect life and property from the ravages of fire with rapid response (four
minutes or less), and to properly staff the Department to suppress fires with
the least amount of life loss and property damage.
* To provide equipment, technology, and training so that the Department
remains among the industry leaders in service delivery throughout Fiscal Year
1999.
BUDGET HIGHLIGHTS
The budget is $6,996 or 1% more than the Fiscal Year 1997-98 budget as a
result of an increase in fixed operating expenses for advertising and travel.
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PERSONNEL SERVICE
OPERATING EXPENSE
CAPITAL OUTLAY
NON -OPERATING
TOTAL
DESCRIPTION
FIRE -RESCUE
EMERGENCY RESPONSE
$36,188,019
DIVISIONAL BUDGET SUMMARY
Expenditures Expenditures
1995 - 1996 1996 -1997
$ 36,319,490 $ 38,185,184
1,002, 729 1,417,523
42,478 169,216
-0- 0
$ 37,364,697 $ 39,771,923
Adopted
199 7-98
Amended
199 7-98
Estimated
1998-99
$ 43,168,048
$ 31,691,741
$ 34,630,218
1,973,196
1,461,898
1,490,774
189,527
67,027
67,027
-0-
29,373
-0-
$ 45,330,771 $ 33,250,039 $ 36,188,019
The Emergency Response Division protects life and property against the hazards of
fire, explosions, and related perils through quick response and suppression. In
addition to traditional fire services, firefighter/paramedics provide emergency
medical services to victims of fires, accidents, and sudden illnesses.' The
firefighters/paramedics use a sophisticated telemetry system producing both voice
and EKG transmission via radio. Personnel in this Division staff fire stations
strategically located throughout Miami's 34 square miles.
SELECTED OBJECTIVES
* To recertify all paramedics in Advanced Cardiac Life Support during the year.
* To provide specialized training and equipment for the hazardous materials
responsibilities throughout the fiscal year.
* To maintain an on -duty force of personnel and equipment to respond to
approximately 72,000 emergency incidents during FY'99.
* To conduct a training exercise simulating a mass casualty incident by
collaborating with the JMH School of Nursing, the Civic Center Disaster
Committee and other Fire -Rescue Departments during the first quarter.
* To provide equipment and training for all firefighters to respond to confined
space incidents as mandated by the Florida Administrative Code.
* To maintain proficiency in 12-Lead EKG interpretation enabling staff to
diagnose acute myocardial infarctions at the scene and expedite treatment.
BUDGET HIGHLIGHTS
The budget is $2,937,980 or 9% more than Fiscal Year 1997-98 due to an
increase in personnel services requirements for sworn positions.
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PERSONNEL SERVICE
OPERATING EXPENSE
CAPITAL OUTLAY
NON -OPERATING
TOTAL
DESCRIPTION
FIRE -RESCUE
FIRE PREVENTION BUREAU
$1,864,571
DIVISIONAL BUDGET SUMMARY
Expenditures Expenditures, Adopted
1995 - 1996 1996 - 1997 1997-98
$ 2,340,113 $ 2,317,766 $ 2,555,136
117,409 140,003 38,738
6,406 827 15,500
-0- -0- -0-
$ 2,463,928 $ 2,458,596 $ 2,669,374
Amended Estimated
1997-98
1998-99
$ 1,738,166
$ 1,851,774
3,343
9,405
3,392
3,392
3,766
-0-
$ 1,748,667 $ • 1,864,571
Certified Fire Safety Inspectors in this Division conduct life safety inspections of
all properties in the City. This Division is headed by Miami's Fire Marshal. Both
the South Florida Building and Fire Prevention Codes are used to review plans and
monitor construction. As a partner with Building and Zoning, 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.
SELECTED OBJECTIVES
* To inspect existing buildings and enforce the fire codes, issuing tickets for
violations as necessary.
* To enforce the fire codes in all buildings under construction in the City
throughout FY 1998-99.
* To investigate all fire incidents where there is loss of persons or property by
providing four qualified, high-level trained fire investigators.
* To provide ongoing training and education to all fire prevention personnel
through workshops and seminars throughout FY 1998-99.
BUDGET HIGHLIGHTS
* The budget is $115,904 or 7% more than Fiscal Year 1997-98 due to an increase
in personnel services requirements.
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FIRE -RESCUE
TRAINING AND SAFETY
$676,772
DIVISIONAL BUDGET SUMMARY
Expenditures Expenditures
1995 - 1996
1996 - 1997
PERSONNEL SERVICE
$ 891,187
$ 835,399
OPERATING EXPENSE
131,994
108,326
CAPITAL OUTLAY
10,584
4,883
NON -OPERATING
2,450
-0-
TOTAL
$ 1,036,215
$ 948,608
DESCRIPTION
Adopted
19 9 7-9 8
Amended
19 9 7-9 8
Estimated
19 9 8-9 9
$ 868,888
$ . 508,180
$ 583,521
156,175
75,372
85,997
18,452
7,254
7,254
-0-
.0.
-0-
$ 1,043,515
$ 590,806
$ . 676,772
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.
SELECTED OBJECTIVES
* To assure recertification of .Emergency Medical Technicians, Paramedics,
Inspectors and instructors within the mandated annual or bi-annual cycle.
* To provide in-service training for emergency response/support personnel as
required by OSHA regulations, State standards, N.F.P.A. recommendations, or
local mandate, to enhance safety and performance of the ernployees.
* To develop and deliver fire -rescue training programs for community
improvement, management leadership, and specialty skills.
s
BUDGET HIGHLIGHTS
f
* The budget is $85,966 or 15% more than the Fiscal Year 1997-98 budget
because, of an increase'in personnel services requirements.
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FIRE -RESCUE
-MANAGEMENT SERVICES
$2,286,035
DIVISIONAL BUDGET SUMMARY
Expenditures Expenditures
Adopted
Amended
1995 - 1996
1996 - 1997
1997-98
1997-98
PERSONNEL SERVICE
$ - 1,861,878
$ 1,616,196
$ 1,851,273
$ 1,554,151
OPERATING EXPENSE
595,890
472,976
460,957
224,608
CAPITAL OUTLAY 's
- 12,920
82,226
137,858
82,356
NON -OPERATING
45,514
.0-
-01
-0-
TOTAL $ 2,516,202 $ 2,171,398 $ 2,450,088 $ 1,861,115
DESCRIPTION .
Estimated
1998-99
$ 1,717,121 ,
486,558
82,356
-0-
$ - .2,286,035
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 communications equipment.
SELECTED OBJECTIVES
* To serve as liaison between the communications section and all _other `
interacting agencies throughout FY 1998-99.
To finish installing the Motorola Station Alerting System during the,fiscal year. d
* To provide ongoing personnel management to cope with the anticipated
workload of 71,500 emergency alarms during FY 1998-99.
* To continue work at the Miami Fire Training Center that will establish the
facility as a backup for Fire -Police communications.
• To design a comprehensive radio replacement plan for the Department.
* To update the Dispatch Center by moving to a PC platform for call taking.
BUDGET HIGHLIGHTS
* The budget is $424,920 or 23% more than the Fiscal Year 1997-98 budget as a
result of an increase in personnel service: requirements and outside contracts.
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FIRE -RESCUE
SUPPORT SERVICES
$1,854, 961
DIVISIONAL BUDGET SUMMARY
Expenditures Expenditures
Adopted
Amended
Estimated
1995 - 1996
1996 - 1997
1997-98
1997-98
1998-99
PERSONNEL SERVICE
$ 1,439,807
$ 1,425,011
$ 1,556,309
$ 1,126,311
$ 1,294,793
OPERATING EXPENSE
627,607
479,112
1,593,832
443,875
542,095
CAPITAL OUTLAY
38,895
2,100
38,073
18,073
18,073
NON -OPERATING
25,872
-0-
-0-
-0-
-0-
TOTAL
$ 2,132,181
$ 1,906,223
$ 3,188,214
$ 1,588,259
$ 1,854,961
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.
SELECTED OBJECTIVES
• To replace two old aerial trucks with quints, replace four 1983 pumpers, and
replace two EMS scooters originally purchased in 1972 and 1983.
• To replace four roofs and install hurricane shutters at three fire stations.
* To replace the air conditioning system at one fire station.
* To replace emergency generators and floor covering at eight fire stations, and to
refurbish the kitchen at seven fire stations by the end of the fiscal year.
BUDGET HIGHLIGHTS
* The budget is $266,702 or 17% more than Fiscal Year 1997-98 due to increased
personnel services requirements for new civilian positions and increased
operating expenses.
86 11705
GENERAL SERVICES ADMINISTRATION
DESCRIPTION
The General Services Administration consists of six intra-governmental divisions
that provide internal service support in the areas of fleet management, building
maintenance, radio communications, graphics reproduction, mail delivery, and
custodial services to all- City departments. This Department also manages the
City's administration building, the Miami Riverside Center.
MIAMI RIVERSIDE
CENTER
2 POSITIONS
FY'99 TABLE OF ORGANIZATION
145 POSITIONS
ADMINISTRATION
PROPERTY
MAINTENANCE
FLEET MANAGEMENT
77 POSITIONS
9 POSITIONS
CUSTODIAL
MAINTENANCE
GRAPHICS
REPRODUCTION &
MAIL ROOM
11 POSITIONS
COMMUNICATION
SERVICES
11 POSITIONS
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GENERAL SERVICES ADMINISTRATION
PERFORMANCE INDICATORS
Pages Produced vs. Total Employees
0
z
Pages
Produced
—0--Employees
Number of Units Serviced vs Employees
3,000 -
- 200
- 180
2,500
- 140
- 10
2,000 -
- 120
1,500
= _ _
- 100
Mai i
80
Z 1,000
60
500 =
7 40
20
0 -=---
------------- .
0
1994
1995 1996 1997 1998(Est)
`—_Employees
Fiscal Year
SIGNIFICANT ACCOMPLISHMENTS in FY'98
* Reorganized the Department to include both heavy and light fleet management,
to assume building maintenance functions from Public Works, and to take over
management of the Miami Riverside Center from the former Office of Asset
Management.
Implemented new procedures in the Director's Office to insure tighter controls in
contract management, expenditure control, and accounts payable.
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GENERAL SERVICES ADMINISTRATION (G.S.A.)
ALL DIVISIONS
$12,402,089
DEPARTMENTAL BUDGET SUMMARY
Expenditures Expenditures
Adopted
Amended
Estimated
1995-96
1996-97
1997-98
1997-98
1998-99
PERSONNEL SERVICE
$ 6,884,948
$ 6,073,622
$ 7,387,423
$ 5,155,628
$ 5,827,845
OPERATING EXPENSE
8,180,525
8,281,886
8,926,526
7,302,073
6,421,588
CAPITAL OUTLAY
1,049,514
1,204,547
604,705
56,483
152,656
NON -OPERATING
(627,539)
-0-
(16,918,656)
-0-
.0-
TOTAL
$ 15,487,448
$ 15,560,055
$ (2)
$ 12,514,184
$ 12,402,089
BUDGET HIGHLIGHTS
* The budget is $112,095 or 1% less than the amended budget for Fiscal Year
1997-98 as a result of a decrease in operating expenses due to the transfer of
motor fuel to the Police Department. There is also an increase in the number of
positions which will in turn reduce temporary personnel services and outside
contractual services.
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GENERAL SERVICES ADMINISTRATION (G.S.A.)
OFFICE OF THE DIRECTOR
$471,816
PERSONNEL SERVICE
OPERATING EXPENSE
CAPITAL OUTLAY
NON -OPERATING
TOTAL
DESCRIPTION
DIVISIONAL BUDGET SUMMARY
Expenditures Expenditures
1995 - 1996 1996 -1997
$ 371,580 $
496,676
38,324
38,896
2,048
-0-
(21,520)
-0-
$ 390,432 $
535,572
Adopted Amended Estimated
199 7-98 19 9 7-9 8 1998-99
$ 659,723 $ 390,424 $ 414,328
148,903 28,691 39,235
35,000 8,253 18,253
(843,626) -0- -0-
$ -0- $ 427,368 $ 471,816
The Director's Office establishes and implements policies, procedures and programs
related to the six GSA divisions. It addresses all City Commission and
Administration concerns regarding GSA. It manages contracts and services for the
GSA buildings. The Director's Office approves and prioritizes services to other City
agencies. Additionally, it handles all personnel, accounting, budgeting, operational
statistics, information systems, procurement, regulatory requirements, contract
administration, asset inventories, permits, and other legal requirements for all GSA
divisions.
SELECTED OBJECTIVES
* To complete an analysis on alternatives for privatization options by September
30, 1999.
* To commence, by August 1, 1999, removal of the underground fuel tanks at the
City's main fuel station and replace them with above ground fuel vaults, new
environmentally correct pumping systems and a card operated automated self
dispensing system.
* To replace old, unsafe and obsolete vehicles and equipment with cost effective
units by July 1, 1999.
BUDGET HIGHLIGHTS
* The budget is $44,448 or 10% more than the amended budget for Fiscal Year
1997-98 as a result of increases in personnel services, operating expenses and
capital outlay needed in the department
a
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GENERAL SERVICES ADMINISTRATION (G.S.A.)
PROPERTY MAINTENANCE
$1,718,708
PERSONNEL SERVICE
OPERATING EXPENSE
CAPITAL OUTLAY
NON -OPERATING
TOTAL
DESCRIPTION
DIVISIONAL BUDGET SUMMARY
Expenditures Expenditures
Adopted
Amended
Estimated
1995 -1996
1996 -,1997
1997-98
1997-98
1998-99
$ 1,470,644
$ 1,220,101
$ 1,603,063
$ . 1,036,316
$ 1,329,940
799,763
540,969
559,605
357,773
388,768
39,961
-0-
2,000
-0-
-0-
5,000
-0-
(2,164,670)
-0-
-0-
$ 2,315,368 $ 1,761,070 $ (2) $ 1,394,089
$ 1,718,708
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 disasters; 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.
SELECTED OBJECTIVES
* To complete an analysis on building maintenance operations for privatization
options by July 1, 1999.
* To complete all swimming pool repairs in City parks by June 1, 1999.
* To repair or replace, 30% of the city's old and unreliable HVAC units by July 1,
1999.
• To repair roof leaks and seal walls of City buildings by April 1, 1999.
BUDGET HIGHLIGHTS
* The budget is $324,619 or 23% more than the amended budget for Fiscal Year
1997-98 as a result of increase in personnel services and operating expenses.
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GENERAL SERVICES ADMINISTRATION (G.S.A.)
11 GRAPHIC REPRODUCTIONS AND MAIL ROOM
$653,833
PERSONNEL SERVICE
OPERATING EXPENSE
CAPITAL OUTLAY
NON -OPERATING
TOTAL
DESCRIPTION
DIVISIONAL BUDGET SUMMARY
Expenditures Expenditures Adopted
1995 - 1996 1996 - 1997 1997-98
$ 445,191 $ 432,703 $ 536,785
278,409 242,211 308,152
13,957 13,957 18,000
(18,660) -0- (862,937)
$ 718,897 $ 688,871 $ -0-
Amended Estimated
1997-98
1998-99
$ 364,277
$ 400,935
237,525
238,540
14,358
14,358
.0.
.0-
$ 616,160
$ 653,833
Graphic Reproductions and Mail Distribution is responsible for the design, layout,
typesetting and cost effective reproduction of all graphic and related materials
produced by the City. This Division is responsible for the leases of 86 low and mid
volume copiers as well as 7 high speed copiers. Additionally, Graphic Reproductions
is responsible for the daily distribution of inter -office and U.S. mail. It provides two
(2) pickups and deliveries per day, same day delivery of incoming City mail from the
U.S. Postal Service, and same day processing of outgoing mail requiring postage.
SELECTED OBJECTIVES
* To strive for completion of printing jobs within 5 days of submission and
duplicating jobs within 2 days of submission.
• To complete an analysis of printing operations for privatization options by June
30, 1999.
* To increase from 2 to 3 the scheduled number of daily mail pick-ups and
deliveries by January 1, 1999.
BUDGET HIGHLIGHTS
* The budget is $37,673 or 6% more than the amended budget for Fiscal Year
1997-98 as a result of increase in personnel services.
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GENERAL SERVICES ADMINISTRATION (G.S.A.)
COMMUNICATION SERVICES
$737,444
DIVISIONAL BUDGET SUMMARY
Expenditures Expenditures
Adopted
1995 - 1996
1996 - 1997
1997-98
PERSONNEL SERVICE
$ 901,748
$ 704,947
$ 723,819
OPERATING EXPENSE
1,073,984
1,336,077
228,669
CAPITAL OUTLAY
37,305
108,082
100,000
NON -OPERATING
(38,133)
-0-
(1,052,488)
TOTAL
$ 1,974,904
$ 2,149,106
$ -0-
DESCRIPTION
Amended
1997-98
$ 477,558
169,928
11,365
-0-
$ 658,851
Estimated
1998-99
$ 520,648
155,431
61,365
-0
$ 737,444
Communications Services provides voice and data transmission capabilities using a
combination of UHF, VHF and microwave mediums for public safety operations.
This Division prepares radio communications equipment specifications and provides
technical support on all City radio communication matters. It orders, installs,
changes, moves, repairs and upgrades communication system components and
peripherals 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 at City -
sponsored events.
SELECTED OBJECTIVES
* To complete 50% of upgrading the radio communications system to a Type II
system by the end of the fiscal year.
* To improve the turnaround time for installation of communications equipment
in vehicles by 25% with the addition of a technician and a service worker by
September 30, 1999.
* To complete an analysis on communications operations for privatization options
by August 1, 1999.
• To purchase and install a new systems management network that will allow for
monitoring day to day radio traffic and emergencies by July 1, 1999.
BUDGET HIGHLIGHTS
* The budget is $78,593 or 12% more than the amended budget for Fiscal Year
1997-98 as a result of increase in personnel services and capital outlay.
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GENERAL SERVICES ADMINISTRATION (G.S.A.)
FLEET MAINTENANCE
$7,622,360
PERSONNEL SERVICE
OPERATING EXPENSE
CAPITAL OUTLAY
NON -OPERATING
TOTAL
DESCRIPTION
DIVISIONAL BUDGET SUMMARY
Expenditures Expenditures
Adopted
Amended
Estimated
1995 - 1996
1996 - 1997
1997-98
1997-98
1998-99
$ 3,624,029
$ 3,110,195
$ 3,739,229
$ 2,749,481
$ 3,067,057
4,888,356
5,169,703
5,951,166
5,394,678
4,496,623
943,130
1,080,198
438,084
22,507
58,680
(554,226)
-0-
(10,128,479)
0
-0-
$ 8,901,289
$ 9,360,096
$ -0-
$ 8,166,666
$ 7,622,360
Fleet Management prepares specifications, orders, receives, prepares for service,
provides on the road and off the road repair and fueling services, sanitizes, provides
asset accountability, assures regulatory compliance, repairs, retrofits, sells and
provides a comprehensive preventive maintenance program for the City's street
sweepers, front-end loaders, tractors, trash cranes, lawn equipment, forklifts,
buses, motor homes, police boats, wreckers, generators, trash collection equipment,
and numerous other pieces of equipment.
SELECTED OBJECTIVES
* To replace or remove from operation all vehicles and equipment that are no
longer cost effective to maintain by August 1, 1999.
* To complete an analysis of fleet management operations for privatization options
by June 30, 1999.
* To install a fleet management software system to monitor preventive
maintenance, benchmark operations, and cost effective management of the
entire City fleet by February 1, 1999.
* To improve the turnaround time by 25% by filling the requested mechanic
positions by June 1, 1999.
* To reduce the turnaround time on repairs by 15% by April 1, 1999.
BUDGET HIGHLIGHTS
* The budget is $544,306 or 7% less than the amended budget for Fiscal Year
1997-98 as a result of decrease in operating expenses due to the transfer of
motor fuel to the Police Department.
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GENERAL SERVICES ADMINISTRATION (G.S.A.)
11 CUSTODIAL MAINTENANCE
$55,000
DIVISIONAL BUDGET SUMMARY
Expenditures Expenditures
Adopted
Amended
Estimated
1995 - 1996
1996 - 1997
1997-98
1997-98
1998-99
OPERATING EXPENSE $ 381,712
$ 44,575
$ 127,767
$ 47,718
$ 55,000
NON -OPERATING -0-
-0-
(127,767)
-0-
-0-
TOTAL $ 381,712
$ 441575
$ -0-
$ 47,718
$ 55,000
DESCRIPTION
Custodial Maintenance administers contracts with independent contractors for the
purpose of providing janitorial services to various City facilities. These contracts
are managed by the GSA Director's Office and are awarded to service firms in the
private sector.
SELECTED OBJECTIVES
* To analyze custodial operations for privatization opportunities and options.
* To evaluate performance and cost before renewing custodial and security
services contracts.
* To initiate the bid process for custodial and security services needed at .new or
additional city locations.
* To terminate expiring contracts or those with an unsatisfactory level of
performance.
BUDGET HIGHLIGHTS
The budget is $7,282 or 15% more than the amended budget for Fiscal Year
1997-98 as a result of increases for the independent contracts for janitorial
services.
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GENERAL SERVICES ADMINISTRATION (G.-S.A.)
MIAMI RIVERSIDE CENTER
$1,142,928
DIVISIONAL BUDGET SUMMARY
Expenditures Expenditures
Adopted
Amended
Estimated
1995 - 1996
1996 - 1997
1997-98
1997-98
1998-99
PERSONNEL SERVICE
$ 71,756
$ 109,000
$ 124,804 $
137,572
$ 94,937
OPERATING EXPENSE
719,977
909,455
1,602,264
1,065, 760
1,047,991
CAPITAL OUTLAY
13,113
2,310
11,621
-0-
-0-
NON-OPERATING
-0-
-0-
(1,738,689)
-0-
-0-
TOTAL
$ 804,846
$ 1,020,765
$ -0- $
1,203,332
$ 1,142,928
DESCRIPTION
MRC manages contracts for the repair, maintenance, and security of the Miami
Riverside Center building and grounds. In addition, it secures the building when
threatened by hurricanes or other natural disasters, manages renovations and
retrofits, assists in the relocation of offices, assures building compliance with all
legal and regulatory requirements, administers the renewal of permits, and takes
care of all other occupancy requirements.
SELECTED OBJECTIVES
* To complete an analysis of MRC Building maintenance operations for
privatization options by June 30, 1999.
BUDGET HIGHLIGHTS
* The budget is $60,404 or 5% less than the amended budget for Fiscal Year 1997-
98 due to a decrease in personnel services and operating expenses.
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11705
DEPARTMENT OF HUMAN RESOURCES
DESCRIPTION
The Department of Human Resources, subject to ' the supervision of the City
Manager, is responsible for planning, directing and administering the City's
comprehensive human resources program for civil service, unclassified and
temporary employees. Human Resources manages the employment program based
on policies and procedures developed in accord with City Commission mandates,
labor agreements, Civil Service Rules and Regulations, and federal and state
legislation.
FY'99 TABLE OF ORGANIZATION
27 POSITIONS
ADMINISTRATION
•
2 POSITIONS
EMPLOYMENT S RECORDS L I I TESTING 6 VALIDATION
13 POSITIONS E I 1 5 POSITIONS
CLASSIFICATION 6 PAY ` I IMEDICAL S SUPPORT SERVICES.
4 POSITIONS 0 1 3 POSITIONS
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97
•
HUMAN RESOURCES
PERFORMANCE INDICATORS
Personnel Actions vs. Total Employees
6,000
- 0
30
25
-
-- 15
`U
62,000 —
-. �,',I
-- 10 0
0 = Personnel
1994 1995 1996 1997 1998(Est Actions
Fiscal Employees
Fi al Year Total Em to ees
135 —
120
�105 —
0
U90 ;.
C 75
as
60
U
045
Zo 30
15
i'
0-�
Certification Lists Processed vs. Total Employees
1994 1995 1996 1997 1998(Est)
Fiscal Year
30
= 25
20 y
0
c.
15
4r
10 c
z
— 5
Certification
0 Lists
—D— Total
Employees
SIGNIFICANT ACCOMPLISHMENTS in FY'98
* Saved more than $250,000 in consultant costs by completing job analyses and
updating specifications for the following civil service classifications: Chief Fire
Officer, Fire Captain, Firefighter, Police Captain, Police Lieutenant, and
Sergeant.
* Developed new entry-level exam and new physical ability test for Firefighter in
accordance with Federal Order and the Consent Decree.
11705
HUMAN RESOURCES
ALL DIVISIONS
$1,423,758
DEPARTMENTAL BUDGET SUMMARY
Expenditures Expenditures Adopted Amended
Estimated
1995-96 1996-9 7 199 7-98
199 7-98
1998-99
PERSONNEL SERVICE
$ 1,433,232 $ 1,428,529 $ 1,687,462 $
1,132,972
$ 1,310,290
OPERATING EXPENSE
233,221 215,008 117,844
67,827
113,468
CAPITAL OUTLAY
4,014 -0- -0-
-0-
-0-
NON-OPERATING
4,059 -0- -0-
-0-
-0-
-0- -0- -0-
-0-
-0-
TOTAL
$ 1,674,526 $ 1,643,537 $ 1,805,306 $
1,200,799
$ 1,423,758
SELECTED OBJECTIVES
• To administer a classification and pay program that provides pay equity by
evaluating 3,200 personnel action forms.
• To monitor the hiring of 150 temporary employees and 300 part-time and special
events personnel.
* To monitor temporary personnel usage and budgeted amounts monthly.
* To update the job hotline within 24 hours of receiving register announcements
and accept approximately 5,000 job applications during the year.
* To process 4,000 personnel actions, generate 150 certification lists, complete 500
written employment verifications,. and 700 verbal employment verifications on
behalf of active and inactive city employees.
* To establish 100 eligible registers with an average development time of four
weeks per register.
• To administer the Career Opportunity Program enabling Solid Waste to promote
permanent employees to jobs in the Waste Collector series in accordance with
the Consent Decree.
* To provide counseling sessions to 150 employees and applicants, and to respond
to approximately 200 inquiries about employment with the City of Miami.
* To coordinate drug testing program for 2,300 prospective and current City
employees to ensure a drug free workforce pursuant to City Commission policy.
* To provide training opportunities to City employees regarding pertinent
personnel issues in order to educate employees and improve relations.
BUDGET HIGHLIGHTS
* The budget is $222,959 or 19% more than the amended budget for Fiscal Year
1997-98 due to increases in personnel costs and in operating expenses.
is
Wei
•
DEPARTMENT OF INFORMATION TECHNOLOGY
DESCRIPTION
Information Technology plans, designs, develops and maintains the City's
information processing and telecommunications systems. Functions include
planning for user requirements, preparing cost estimates, ongoing support to users,
implementing management standards related to information technology processes,
and supporting the communications systems. This Department provides central
mainframe and personal computer services supporting an extensive Citywide on-
line network. Examples of customer support offered includes data security,
database design and integrity, and software design..
FY'99 TABLE OF ORGANIZATION
56 POSITIONS
100
11705
i 47,600 -
47,400
47,200
I
0 47,000
46,800
46,600
46,400
INFORMATION TECHNOLOGY
PERFORMANCE INDICATORS
Total Jobs vs. Jobs Completed Ontime
1995 1996 1997 1998(Est)
Fiscal Year
SIGNIFICANT ACCOMPLISHMENTS in FY'98
z Total Jobs
■ Jobs Completed
Ontime
* Implemented a voice response system for Building and Zoning that allows the
public to submit inspection requests, check on the result of inspections, and
access general information seven days per week.
* Completed conversion for year 2000 compliance of the Fire Systems, the
Building and Zoning Systems, Complaint Tracking System, Payroll/Human
Resources System, Pension Systems, Account Receivable Systems, Marina
Systems, and Pending Lien System.
* Upgraded personal computers and added Miami City Hall to the Miami
Riverside Center network.
101
•
E
INFORMATION TECHNOLOGY
ALL DIVISIONS
$5,567,606
DEPARTMENTAL BUDGET SUMMARY
Expenditures Expenditures
Adopted
Amended
Estimated
1995-96
1996-97
199 7-98
199 7-98
1998-99
PERSONNEL SERVICE
$ 2,856,453
$ 2,189,352
$ 3,549,791
$ 2,446,717
$ 3,221,634
OPERATING EXPENSE
510,871
586,769
1,606,463
1,415,056
2,205,957
CAPITAL OUTLAY
-0-
28,263
50,000
49,015
140,015
NON -OPERATING
-0-
-0-
-0-
121,552
0
TOTAL
$ 3,367,324
$ 2,804,384
$ 5,206,254
$ 4.032,340
$ 5,567,606
SELECTED OBJECTIVES
* To complete the conversion of all computer applications for Year 2000 compliance.
* To support and maintain the City's data communications network, PC's, terminals
and remote printers.
* To provide effective and efficient computer operations round-the-clock assuring
uninterrupted services for all City departments with particular emphasis on public
safety systems.
* To administer the citywide telephone system, the public pay telephone ordinance
and the cable television license ordinance.
* To maintain Internet Services including the City of Miami Web Site.
* To expand the Integrated Voice Response (IVR) system to other departments such
as Police and Finance as a way to give the public round-the-clock access to selected
information.
* To implement a new fixed assets management module and a new citywide work
order system.
* To assist in creating a Community Policing Web Site for the Police Department.
BUDGETHIGHLIGHTS
* The budget is $1,535,266 or 38% more than the amended budget for Fiscal Year
1997-98 due to Five Year Plan initiatives requiring additional personnel to
increase efficiency, expenses to improve the computer systems with new
technological services, and salary adjustments.
102
11705
•
OFFICE OF INTERNAL AUDITS
DESCRIPTION
The Department of Internal Audits assists City management in fulfilling its
responsibilities to ensure that municipal assets are properly safeguarded,
accounting records are accurate and reliable, and operational efficiency is promoted.
It also ensures that City policies and legal obligations are followed and adequate
internal controls exist.
FY'99 TABLE OF ORGANIZATION
11 POSITIONS
ADMINISTRATION
Office of the Director
•
2 POSITIONS
INTERNAL AUDITS
9 POSITIONS
•
103
•
•
INTERNAL AUDITS
PERFORMANCE INDICATORS
Total Audits Performed vs. Total Employees
160
,
-
12
140
120
10
100
-8
a�
0
�L
Q, 80
c
�-
6 W
T. Audits
6 60
Z
-
c
4
40
�
6
Z —Total
20
2 Employees
0
. —
—_
0
1994 1995
1996 1997 1998 (Est)
Fiscal Year
SIGNIFICANT ACCOMPLISHMENTS in FY'98
* Successfully denied $487,975 in public service tax refunds to Sprint, uncovered
improper deductions from Sprint's monthly remittance, and recovered $125,537
from them.
* Audits performed during the first six months resulted in additional savings and
revenue to the City of $1,607,242 (not including Task Force revenues) which
more than offset the costs of audit operations.
* Performed an audit of Christian Community Service Agency (CCSA), a nonprofit
CDBG-funded organization, that expedited rent payments forestalling evictions
of low income persons with AIDS, and also identified $206,168 in payments to
CCSA not used for grant authorized purposes.
104
11705
INTERNAL AUDITS
ALL DIVISIONS
$754,813
DEPARTMENTAL BUDGET SUMMARY
Expenditures Expenditures
Adopted
Amended
Estimated
1995-96
1996-9 7
199 7-9 8
199 7-98
199 8-99
PERSONNEL SERVICE
$ 696,188
$ 605,326
$ 828,568
$ 628,634
$ 716,547
OPERATING EXPENSE
18,840
6,850
32,875
31,700
32,786
CAPITAL OUTLAY
-0-
-0-
-0-
-0-
5,480
NON -OPERATING
950
-0-
-0-
0-
-0-
-0-
-0-
-0-
-0-
-0-
TOTAL
$ 715,978
$ 612,176
$ 861,443
$ 660,334
$ 754,813
BUDGET HIGHLIGHTS
* The budget is $94,479 or 14% more than the amended budget for Fiscal Year
1997-98 due to management initiatives.
•
105
•
INTERNAL AUDITS
OFFICE OF THE DIRECTOR
$148,031
DIVISIONAL BUDGET SUMMARY
Expenditures Expenditures
Adopted
Amended
1995 - 1996
1996 - 1997
1997-98
1997-98
PERSONNEL SERVICE $ 204,141
$ 66,494
$ 188,671
$ 102,336
OPERATING EXPENSE 1,217
230
1,201
692
-0-
-0-
-0-
-0-
-0-
-0-
-0-
-0-
-0-
-0-
-0-
-0-
TOTAL $ 205,358
$ 66,724
$ 189,872
$ 103,028
DESCRIPTION
Estimated
1998-99
$ 146,491
1,540
-0-
-0-
-0-
The Office of the Director manages and coordinates the activities and sets the
priorities for the of Internal Audits Department. Primary responsibilities include
audit report review and approval, developing the audit plan and objectives,
preparing the Department's annual budget, and ensuring that all administrative
requests are met on a timely basis.
SELECTED OBJECTIVES
* To meet with the City Manager to identify areas of City activity he would like
to have audited.
* To ensure that the Audit Plan includes verification of City assets including
cash accounts receivable, investments, and fixed assets.
* To perform selected audit examinations of the City's accounting records and
related reports produced by Finance and other departments.
* To verify selected City contracts for compliance and City policies to ensure they
have been followed.
* To select various seminars such that the Director achieves 40 CPE's by 9/30/99.
BUDGET HIGHLIGHTS
* The budget is $45,003 or 44% more than the amended budget for Fiscal Year
1997-98 due to salary and fringe benefits for the position of director.
106
11705
PERSONNEL SERVICE
OPERATING EXPENSE
CAPITAL OUTLAY
NON -OPERATING
TOTAL
DESCRIPTION
INTERNAL AUDITS
INTERNAL AUDITS
$606,782
DIVISIONAL BUDGET SUMMARY
Expenditures Expenditures
1995 - 1996 1996 - 1997
$ 492,047 $
538,832
17,623
6,620
-0-
-0-
950
-0-
$ 510,620 $
545,452
Adopted Amended
1997-98
1997-98
$ 639,897
$ 526,298
31,674
31,008
-0-
.0.
-0-
-0-
$ 671,571
$ 557,306
Estimated
1998-99
$ 570,056
31,246
5,480
-0-
$ 606,782
The Internal Audits Division conducts various types of audits to ensure that the
Department's objectives are met. The types of audits performed include: revenue,
expenditures, lessee compliance, contractual compliance, franchise, grant
compliance, program performance, and information technology.
SELECTED OBJECTIVES
* To notify Assistant City Managers and Department Directors to respond to the
Office of Internal Audits with a list of agreements that expired during Fiscal
Year 1997-98.
* To perform high priority special audit requests which are approved by the City
Manager.
* To prioritize each audit on the Master List of audit objectives.
* To determine the number of workdays available to perform audits during Fiscal
Year 1998-99.
* To assign audits in priority order to each auditor for Fiscal Year 1998-99 based
on available work days.
* To ensure each auditor receives 40 CPE's by September 30, 1999.
BUDGET HIGHLIGHTS
* The budget is $49,476 or 9% more than the amended budget for Fiscal Year
1997-98 due to Management initiatives.
•
•
•
107
•
•
•
C
DESCRIPTION
DEPARTMENT OF LAW
Appointed by the City Commission, the City Attorney is the City of Miami's chief
legal officer. In this capacity, the City Attorney serves as legal advisor to the
Commission, City Manager, Department Directors, and to boards and authorities as
established by the Charter. The City Attorney also provides legal representation for
the City and its agents in their official capacity in all matters of litigation and
provides specialized legal counsel in more than forty different areas of the law.
FY'99 TABLE OF ORGANIZATION
46 POSITIONS
ADMINISTRATION
10 POSITIONS
COMMERCIAL LAND USE
i
10 POSITIONS . I 7 POSITIONS
LEGISLATION/SPECIAL LABOR/CIVIL SERVICES
PROJECTS
2 POSITIONS 7 POSITIONS
GENERAL LITIGATION
0 10 POSITIONS
108 1170
so -
DEPARTMENT OF LAW
PERFORMANCE INDICATORS
Collections from Code Enforcement
Total Workers Compensation Claims Defended
SIGNIFICANT ACCOMPLISHMENTS in FY'98
* Negotiated the sale or lease of various City properties including the FEC tract
and the motor pool facility to the County, the sale of the Miami Springs Golf
Course, and the lease of the former Firehouse 4 Restaurant.
* Obtained a favorable Summary Judgment in a federal constitutional and
wrongful death claim.
•
•
109
r�
r�
•
LAW
$3,197,777
DEPARTMENTAL BUDGET SUMMARY
Expenditures Expenditures
Adopted
Amended
1995 - 1996
1996 - 1997
1997-98
1997-98
PERSONNEL SERVICE
$ 2,727,956
$ 2,518,968
$ 3,270,867
$ 2,216,347
OPERATING EXPENSE
259,424
179,650
206,280
194,469
CAPITAL OUTLAY
36,619
7,677
-0-
3,937
NON -OPERATING
-0-
-0-
-0-
500
TOTAL
$ 3,023,999
$ 2,706,295
$ 3,477,147
$ 2,415,253
SELECTED OBJECTIVES
Estimated
1998-99
$ 3,008,508
184,269
5,000
_n_
$ 3J97,777
* To develop and refine forms and/or policies related to RFPs, RFQs, bid request
documents, and revised bid protest procedures.
* To conduct seminars for department directors and assistants by January 1999
on improving the quality of legislation.
* To establish consistent communication on the agenda process with the City
Manager's Office and the City Clerk's Office.
* To train board and committee members and affected employees regarding the
ethics law, public records legal requirements, and Florida's Sunshine Law by
Spring 1999.
* To convert the law library to an electronic system, and to implement an
automated archival retrieval and records management system by the end of the
fiscal year.
* To enhance the professional development of attorneys by establishing a
comprehensive continuing education program.
* To create a policy, by the end of December 1998, related to retention, monitoring
and evaluation of performance on matters handled by outside counsel.
BUDGET HIGHLIGHTS
* The budget is $782,524 or 32% more than the Fiscal Year 1997-98 amended
budget because of departmental reorganization and increased starting salaries
for two new Assistant City Attorneys.
110
11705
I MIAMI SPRINGS GOLF COURSE I
$0
PERSONNEL SERVICE
OPERATING EXPENSE
CAPITAL OUTLAY
TOTAL
DIVISIONAL BUDGET SUMMARY
Expenditures Expenditures
Adopted
Amended
Estimated
1995 - 1996 1996 - 1997
1997-98
1997-98
1998-09
$ 270,697 $ 360,848
$ 475,022
$ 225,158
$ -0-
220,258 176,324
169,353
125,358
-0-
2,962 -0-
30,000
30,002
-0-
(41,172) -0-
0
-0-
-0-
$ 452,745 $ 537,172
$ 674,375
$ 380,518
$ -0-
DESCRIPTION
The Miami Springs Golf Course was sold to the City of Miami Springs.
C
C7
0
• DEPARTMENT OF PARKS AND RECREATION
DESCRIPTION
Parks and Recreation is responsible for operating all City parks. The Department
offers a year-round seven day a week comprehensive program 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.
FY'99 TABLE OF ORGANIZATION
118 POSITIONS
is
•
•
300,000 -
250, 000
200,000
y
L
R
0150,000
A
100,000
50,000
0
PARKS AND RECREATION
PERFORMANCE INDICATORS
Participants Served by Disabilities Program vs. Allocated
Budget
- 140
120
100
80
Q
60 s'
m
P.
40
20
Participants
0 Budget
1994 1995 1996 1997 1998(Est)
Fiscal Year
Summer Camp Participants
560 -
540
520 _a
c 500 -.
c
0 480
y
a 460
440 -
420 -:
400
— -=-
----- -- - ' -- --
1994
1995
1996 1997
1998(Est)
Fiscal Year
SIGNIFICANT ACCOMPLISHMENTS in FY'98
* Received $400,000 in federal funds for the 1998 Summer Food Program serving
more than 165,000 lunches and 168,000 snacks to children at 26 park sites.
* Initiated new capital projects in various parks using part of the approximately
$21.7 million from the County's Safe Neighborhood Parks Bond Program.
* Provided weekly child day care at six parks to more than 200 children from ages
6 weeks to 11 years.
•
•
113
i
•
•
•
PARKS AND RECREATION
11 ALL DIVISIONS
$8,452,884
DEPARTMENTAL BUDGET SUMMARY
In
Expenditures Expenditures
Adopted
Amended
Estimated
1995-96
1996-97
199 7-98
199 7-98
1998-99
PERSONNEL SERVICE
$ 7,237,693
$ 7,040,623
$ 8,608,016
$ 5,176,964
$ 6,556,824
OPERATING EXPENSE
2,804,423
2,959,757
2,833,693
1,710,378
1,718,307
CAPITAL OUTLAY
36,107
1,488
12,788
35,644
34,153
GRANTS
259,024
168,380
233,800
217,002
143,600
NON -OPERATING
1,413,371
1,757,663
-0-
4,256
-0-
TOTAL
$ 11,750,618
$ 11,927,911
$ 11,688,297
$ 7,144,244
$ 8, 552,884
BUDGET HIGHLIGHTS
* The budget is $1,308,640 or 18% more than the Fiscal Year 1997-98 amended
budget of which approximately $400,000 is new funding to open closed park
facilities and improve maintenance. An approximate amount of $308,640 is due
to increases in existing personnel expenses. The remaining $600,000, replaces
funding reduced from last year's General and this year's Special Revenue Fund.
114
11705
PARKS AND RECREATIOI`
OFFICE OF THE DIRECTOR
$634,533
DIVISIONAL BUDGET SUMMARY
Expenditures Expenditures
Adopted
Amended
Estimated
1995 - 1996
1996 - 1997
1997-98
1997-98
1998-99
PERSONNEL SERVICE
$ 569,593
$ 568,649
$ 723,631
$ 503,195
$ 614,862
OPERATING EXPENSE
70,407
76,909
142,432
15,950
15,688
CAPITAL OUTLAY
727
248
3,980
3,723
3,983
NON -OPERATING
(11)
-0-
-0-
-0-
-0-
TOTAL
$ 640,716
$ . ' 645,806
$ 870,043
$ 522,868
$ 634,533
DESCRIPTION
The Director's Office is responsible for the overall management, coordination and
fiscal control of the following activities for all City parks: recreation programs, day
care and preschool centers, programs for people with disabilities, capital
improvements, grants, contracts, and preparing City Commission legislation.
SELECTED OBJECTIVES
* To determine the feasibility of establishing an Intern Program for local college
students to encourage them to consider careers in the recreation field.
* To continue working with all the NET Offices.
* To assist Public Works in initiating major capital improvement projects in the
following parks: Kinloch, Moore, Hadley, Jose Marti, Virrick, Shenandoah and
Kirk Munroe.
* To continue work on the capital projects funded by the Safe Neighborhood Parks
Bond.
* To prepare and submit at least 3 grant applications for funding capital projects
or programs.
To maintain our success in securing private support . for the Adopt -a -Park
program.
* To continue Youth -at -Risk programs offering innovative recreation and social
activities.
BUDGET HIGHLIGHTS
* The budget is $111,665 or 21% more than the Fiscal 1997-98 amended budget
due to an increase in permanent full-time positions.
E
is
•
115
•
•
•
PERSONNEL SERVICE
OPERATING EXPENSE
CAPITAL OUTLAY
NON -OPERATING
TOTAL
DESCRIPTION
PARKS AND RECREATIO
CHILD DAY CARE
$486,064
DIVISIONAL BUDGET SUMMARY
Expenditures Expenditures
1995 - 1996 1996 - 1997
$ 463,561 $
431,120
78,487
71,990
1,211
-0-
-0.
-0-
$ 543,259 $
503,110
Adopted
Amended
Estimated
199 7-98
1997-98
1998-99
$ 484,152
$ 422,372
$ 407,649
84,069
76,749
73,963
4,452
1,666
4,452
-0-
1,666
-0-
$ 572,673
$ 502,453
$ 486,064
The Day Care Division provides child care 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. Child
care is provided in six parks: Eaton, Grapeland, Lemon City, Moore, Shenandoah,
and West End.
SELECTED OBJECTIVES
* To maintain appropriate staffing ratios of 1 adult to 4 infants and 1 adult to 8
preschoolers.
* To provide developmental activities in pre -reading, pre -math, art, science,
music, and recreation.
* To furnish a nutritional breakfast, lunch and afternoon snack that meets the
requirements of the USDA Child/Adult Care Food Program.
* To schedule vision, hearing, speech, and psychological testing at the Florida
Developmental Learning Resource Center for all children ages of 3 and 5.
* To schedule one health screening yearly for all children through the University
of Miami nursing program.
* To schedule two dental screenings and cleanings for seventy children, ages 4 and
5, through the Miami Dade -Community College Medical Campus.
BUDGET HIGHLIGHTS
* The budget is $16,389 or 3% less than Fiscal Year. 1997-98 amended budget due
to a decrease in personnel services.
116
11705
11
PARKS AND RECREATION
DISABILITIES PROGRAM
$90,408
DIVISIONAL BUDGET SUMMARY
Expenditures Expenditures
Adopted
Amended
Estimated
1995 - 1996
1996 - 1997
1997-98
1997-98
1998-99
PERSONNEL SERVICE
$ 141,168
$ 71,405
$ 131,392
$ 76,031
$ 78,878
OPERATING EXPENSE
4,783
5,954
43,620
8,583
8,581
CAPITAL OUTLAY
886
234
2,276
2,949
2,949
NON -OPERATING
-0-
-0-
-0-
2,590
-0-
TOTAL
$ 146,837
$ 77,593
$ 177,288
$ 90,153
$ 90,408
DESCRIPTION
The Programs 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
transportation, independent living skills, and supportive employment services.
SELECTED OBJECTIVES
* To provide at least 3 weekly recreation programs for the mentally disabled,
serving 12 to 15 participants in each program.
* To offer an average of 3 recreation programs every week for At least 10
physically and mentally disabled participants.
* To conduct a fundraising campaign to generate a minimum of $5,000 during
FY'99 to support existing services.
* To provide one program weekly for at least 30 developmentally disabled adults
in a non -rehabilitation setting.
* To conduct one monthly special event and 2 evening programs for at least 12
disabled participants.
* To continue the promotional campaign to inform Miami residents about all the
programs for persons with disabilities offered by the Department.
BUDGET HIGHLIGHTS
* The budget is $255 more than the Fiscal Year 1997-98 amended budget.
E
117
•
•
•
PERSONNEL SERVICE
OPERATING EXPENSE
CAPITAL OUTLAY
GRANTS
NON -OPERATING
TOTAL
DESCRIPTION
PARKS AND RECREATION
RECREATION
$2,873,882
DIVISIONAL BUDGET SUMMARY
Expenditures Expenditures Adopted
1995 - 1996 1996 - 1997 1997-98
$ 2,899,045 $
2,855,450 $
4,016,122
638,285
630,101
1,065,198
5,067
1,006
2,080
259,024
168,380
233,800
1,415,250
1,749,963
-0-
$ 5,216,671 $ 5,404,900 $ 5,317,200
Amended
1997-98
$ 2,419,322
427,110
2,116
217,002
-0-
$ 3,065,550
Estimated
1998-99
$ 2,300,709
427,494
2,079
143,600
_n_
$ 2,873,882
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.
SELECTED OBJECTIVES
* To operate all 10 City swimming pools during the summer season and 2 pools
throughout the year.
* To offer supervised recreational swimming to at least 2,000 participants.
* To offer summer games to 2,000 youths throughout the 1999 Summer Program.
* To continue the After -School Enrichment Program at no less than 4 park sites.
* To continue participating in the Greater Miami Chamber of Commerce's "Good
Life" Program in which high school students act as mentors to younger students
using our parks.
• To work with the Police Department to maintain all PAL (Police Athletic
League) programs serving 2,000 children.
* To sponsor at least 3 special events such as Snow Day, Easter Egg Hunt,
Halloween party.
• BUDGET HIGHLIGHTS
* The budget is $191,668 or 6% less than Fiscal Year 1997-98 amended budget due
to a decrease in permanent full time positions, and in aid to private
organizations.
118 11705.
PARKS AND RECREATION
GROUNDS MAINTENANCE OPERATIONS
$4,367,997
DIVISIONAL BUDGET SUMMARY
Expenditures Expenditures
Adopted
Amended
Estimated
1995 - 1996
1996 - 1997
1997-98
1997-98
1998-99
PERSONNEL SERVICE
$ 3,164,326
$ 3,113,999
$ 3,252,719
$ 1,756,044
$ 3,154,726
OPERATING EXPENSE
2,012,461
2,174,803
1,498,374
1,181,986
1,192,581
CAPITAL OUTLAY
28,216
-0-
-0-
25,190
20,690
NON -OPERATING
(1,868)
7,700
-0-
-0-
-0-
TOTAL
$ 5,203,135
$ 5,296,502
$ 4,751,093
$ 2,963,220
$ 4,367,997
DESCRIPTION
Functions of this Division include landscape maintenance of 2,500 park land acres,
upkeep of grounds at City Hall, the fire stations, police headquarters, the Fire
College in Coconut Grove, and other public areas owned by the City. The
responsibility for managing the City's historic cemetery include coordinating burials
and providing daily care to the ten -acre site.
SELECTED OBJECTIVES
• To provide daily maintenance of more than 2,000 acres of park land, including
general maintenance of at least 100 park properties, 12 fire stations, the
grounds at City Hall, etc.
* To inspect all park properties monthly.
* To perform required interments and ground maintenance functions at the City
Cemetery.
* To develop accurate computerized records on the operating costs of each park
property by March 1999.
BUDGET HIGHLIGHTS
* The budget is $1,404,777 or 47% more than the Fiscal Year 1997-98 amended
budget due to reorganization and to personnel services, of which $600,000
replaces funding reduced from last year's General Fund and this year's Special
Revenue Fund.
•
119
•
DESCRIPTION
PENSION AND RETIREMENT SYSTEM
The Pension and Agency Fund pays the costs for the City's employee retirement
benefits. There are two retirement systems, the General Employees and Sanitation
Employees' Retirement Trust (GESE) and the Firefighters and Police Officers'
Retirement Trust (FIPO). Each has a Pension Board to administer the retirement
system and to assure the provision of retirement benefits to former City employees.
The Boards also insure that the City's pension plan is actuarially sound.
FY'99 TABLE OF ORGANIZATION*
•
• * For information purposes only.
16 Positions
120
11 TO` 5
1,800,000,000 -
1,600,000,000
1,400,000,000
1,200,000,000
1,000,000,000
A 800,000,000
600,000,000
400,000,000
200,000,000
0
3, 200
3,150
3,100
z 3,050
U
�= 3,000
a
2,950
y 2,900
0
E" 2,850
2,800
2,750
PENSION AND RETIREMENT SYSTEM
PERFORMANCE INDICATORS
Value of Assets vs. Active Members
(FIPO & GESE) _ 3,600
3,500
3,400 s�
3,300
3,200 0 = Assets
3,100 Members
3,000 0
2,900 z
2,800
2,700 '
1994 1995 1996 1997 1998
Fiscal Year. (Est)
Total Beneficiaries
(FIPO & GESE)
1994 1995 Fis19ca911y ear 1997 1998 (Est)
SIGNIFICANT ACCOMPLISHMENTS in FY'98
* GESE initiated quarterly financial statements for Board review and in-house
quarterly investment tracking reports to monitor investment returns.
* Increased the assets available to pay pension benefits in the City of Miami
Firefighter's and Police Officers' Retirement Trust to over. $1 billion.
* Produced retiree payrolls with approximately 1,025 electronic deposits and 300
checks totaling approximately $38 million.
•
E
E
121
PENSION
ALL DIVISIONS
$13,972,395
DEPARTMENTAL BUDGET SUMMARY
Expenditures Expenditures
Adopted
Amended
Estimated
1995-96
1996-9 7
199 7-98
199 7-98
1998-99
PERSONNEL SERVICE
$ 222,992
$ 99,685
$ 38,755
$ 35,648
$ 38,754
OPERATING EXPENSE
33,155,996
28,145,187
27,154,107
27,160, 579
10,994,109
CAPITAL OUTLAY
-0-
-0-
-0-
-0-
0
NON -OPERATING
8,635,126
2,585,534
(27,192,862)
2,518,988
2,939,532
TOTAL
$ 42,014,114
$ 30,830,406
$ -0-
$ 29,715,215
$ 13,972,395
SELECTED OBJECTIVES
* To oversee and record investments in excess of $1 billion.
* To keep records of approximately 3,700 service and disability services.
* To issue monthly retirees' pension checks totaling over $50 million yearly.
* To conduct quarterly investment review meetings for the Trustee Boards of both
pension plans.
* To continue counseling active members about their benefits.
BUDGET HIGHLIGHTS
* The budget is $15,742,820 or 213% less than the Fiscal Year 1997-98 amended
budget primarily as a result of reductions in the City's actuarial requirements.
122 11705
DEPARTMENT OF PLANNING & DEVELOPMENT
DESCRIPTION
The Department of Planning and Development makes policy recommendations for
the City's future development and redevelopment. This department is responsible
for performing comprehensive planning and for the formulation of land development
regulation. It reviews, evaluates and makes recommendations on private
developments, issues permits, collects and analyzes demographic information as
well as physical, social and economic data. This department also establishes
development priorities and implements initiatives to foster and monitor
private/public joint ventures and economic development projects.
FY'99 TABLE OF ORGANIZATION
31 POSITIONS
ADMINISTRATIVE SECTION
DEVELOPMENT SECTION
Project Implementation
16 POSITIONS
9 POSITIONS
PLANNING SECTION
Current Planning
Community Planning
GIS
6 POSITIONS
•
C,
0
123
•
•
PLANNING AND DEVELOPMENT
PERFORMANCE INDICATORS
SIGNIFICANT ACCOMPLISHMENTS in FY'98
* Negotiated a long-term lease with a private developer for a full service boatyard,
marina and public market on City -owned waterfront property at Dinner Key.
The lessee will invest $5 million for capital improvements and pay a minimum
rent of $300,000 annually.
* Processed 13 Major Use Special Permits including the American Airlines Arena,
Parrot Jungle, and the Performing Arts Center.
* Completed design studies for the Little Haiti NET area and began implementing
• the Upper Eastside Master Plan particularly Biscayne Boulevard reconstruction
in cooperation with the Florida Department of Transportation.
124 11705
PLANNING AND DEVELOPMENT
ALL DIVISIONS
$1,923,998
DEPARTMENTAL BUDGET SUMMARY
Expenditures Expenditures
Adopted
Amended
Estimated
1995-96
1996-97 .
199 7-98
199 7-98
1998-99
PERSONNEL SERVICE
$ 1,663,969
$ 1,663,141
$ 2,165,125
$ 1,548,551
$ 1,722,118
OPERATING EXPENSE
215,903
243,808
363,807
177,099
193,386
CAPITAL OUTLAY
31,065
627
-0-
9,550
8,494
NON -OPERATING
6,635
-0-
-0-
-0-
-0-
TOTAL
$ 1,917,572
$ 1,907,576
$ 2,528,932
$ 1,735,200
$ 1,923,998
BUDGET HIGHLIGHTS
* The budget is $188,798 or 11% more than the Fiscal Year 1997-98 amended
budget due to increased personnel services requirements and higher operating
expenses.
•
125
•
•
•
PLANNING AND DEVELOPMENT
11 ASSET MANAGEMENT
$0 11
DIVISIONAL BUDGET SUMMARY
Expenditures Expenditures
Adopted
Amended
Estimated
1995 - 1996
1996 - 1997
1997-98
1997-98
1998-99
PERSONNEL SERVICE
$ 751,548
$ 710,109
$ -0-
S -0-
$ -0-
OPERATING EXPENSE
166,885
225,910
-0-
-0-
-0-
CAPITAL OUTLAY
16,157
11,980
-0-
-0-
-0-
TOTAL
$ 934,590
$ 947,999
$ -0-
$ -0-
$ -0-
DESCRIPTION
Asset Management is no longer a division of the Department of Planning and
Development. As of Fiscal Year 1998-99, it is an independent Office.
126
11705
C.
El
•
THIS PAGE HAS BEEN
DELIBERATELY LEFT BLANK
E
•
127
0 .0
DEPARTMENT OF POLICE
DESCRIPTION
The Miami Police Department provides high quality law enforcement and crime
prevention in response to needs defined by the Miami's citizens and its elected
government. These services are performed within prescribed ethical, legal and
constitutional constraints by qualified sworn and civilian personnel, who render
professional services through the effective and efficient utilization of state of the art
technology and resources.
FY'99 TABLE OF ORGANIZATION
1,616 POSITIONS
OFFICE OF THE CHIEF
Managerial
Internal Affairs
• Inspections
Public Information
Community Affairs
POSITIONS
OPERATIONS &
INVESTIGATIONS
72
ADMINISTRATION
Support Services
Special Investigations Personnel Res. Mgmnt.*
Criminal Investigations Business Mgmnt.
Patrol Communications
Field Support
375 POSITIONS
1,169 POSITIONS
® * Includes Police and PSA recruits
128
11705
POLICE
PERFORMANCE INDICATORS
Calls Dispatched for Service vs. Total Employees
400,000
—
- 1,540
350,000
' �_
__ ,. _ 1 520
300,000)
l 1 = 1,500
-' . .�-
y '
250,000
1,480
c
w 200,000
°
1,460
a
z 150,000
1,440
i
1420
W Calls
c Dispatched
100,000
_
�'_° ill �. $
�i '" �_
z
1,400
tEmployees
50,000
= 1,380
0
--
- -- 1,360
1994 1995 1996
1997 1998(Est)
i
Fiscal Year
I
Total Incoming Calls vs. Total Employees
1,400,000 —
- 1,560
1,200,000
zZ z 1,520
1,000,000
°
800,000
c
600,000 —
z
1,440
°
400,000
z op Calls
- 1,400
200,000 '—
Employees
0
--- 1,360
1994
1995 1996 1997 1998(Est)
Fiscal Year
SIGNIFICANT ACCOMPLISHMENTS in FY'98
* Received over $19 million in new Federal and State grant funds to hire and
deploy more police officers, combat narcotics activities, help domestic violence
victims, initiate comprehensive problem solving, and train other police agencies
in,community policing.
* Collected $5.8 million in revenue and deposited it into the Law Enforcement
Trust Fund.
* Answered 805,614 emergency and non -emergency calls and processed
approximately 158,000 incident and/or accident reports.
129
C
•
•
•
POLICE
ALL DIVISIONS
$85,162,033
DEPARTMENTAL BUDGET SUMMARY
Expenditures Expenditures
Adopted
Amended
Estimated
1995-96
1996-9 7
1997-98
199 7-98
1998-99
PERSONNEL SERVICE
$ 81,397,212
$ 83,779,097
$ 94,896,737
$ 68,615,350
$ 77,754,138
OPERATING EXPENSE
12,653,531
10,862,724
12,533,017
3,401,865
6,001,964
CAPITAL OUTLAY
107,981
75,632
1,175, 763
1,383,071
1,405,931
GRANTS
-0-
5,000
35,000
-0-
-0-
NON-OPERATING
3,453
-0-
-0-
168,664
.0.
TOTAL
$ 94,162,177
$ 94,722,453
$108,640,517
$ 73,568,950
$ 85,162,033
BUDGET HIGHLIGHTS
* The budget is $11,593,083 or 16% more than the amended Fiscal Year 1997-98
budget due to increased personnel services requirements for new sworn and
civilian positions, increases in outside contractual services requirements, and
the transfer of motor fuel expenses from the General Services Administration for
vehicles assigned to sworn personnel.
130
11705
POLICE
OFFICE OF THE CHIEF
$228,173
DIVISIONAL BUDGET SUMMARY
Expenditures Expenditures
, Adopted
Amended
Estimated
1995 -1996
1996 - 1997
1997-98
1997-98
1998-99
PERSONNEL SERVICE $ 145,952
$ 155,964
$ 156,592
$ 124,502
$ 130,173
OPERATING EXPENSE 123,614
115,575
246,684
123,600
98,000
TOTAL $ 269,566
$ 271,539
$ 403,276
$ 248,102
$ 228,173
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. This office also coordinates all
interactions with other City departments, with a multitude of community agencies,
and with various components of the Criminal Justice System.
SELECTED OBJECTIVES
* To formulate, prepare and enforce all policy directives pertaining to the function
and operation of the Department.
* To coordinate personal appearances/meetings throughout the community with
various private/public groups and individuals regarding law enforcement issues.
* To respond to issues of concern regarding the overall quality and effectiveness of
delivery of law enforcement services by this Department.
* To ensure the provision of adequate personnel and resources to effectively meet
the defined the mission and goals of the Miami Police Department. .
BUDGET HIGHLIGHTS
* The budget is $19,929 or 8% less than the amended Fiscal Year 1997-98 budget
due to a decrease in variable operating expenses.
•
•
•
131
•
•
•
POLICE
ADMINISTRATION
$20,499,834
DIVISIONAL BUDGET SUMMARY
Expenditures Expenditures
Adopted
Amended
1995 - 1996
1996 - 1997
1997-98
1997-98
PERSONNEL SERVICE
$ 15,858,090
$ 14,764,100
$ 20,405,157
$ 12,355,830
OPERATING EXPENSE
9,354,186
8,778,375
8,899,409
3,278,265
CAPITAL OUTLAY
87,981
75,632
188,499
141,587
NON -OPERATING
3,453
.0-
-0-
168,664
TOTAL
$ 25,303,710
$ 23,618,107
$ 29,493,065
$ 15,944,346
DESCRIPTION
Estimated
1998-99
$ 15,277,204
4,803,964
418,666
n_
$ 20,499,834
This Division responds to all emergency and non -emergency requests for service;
manages the Department's fiscal resources; ensures adequate qualified, trained
personnel and proper resources; coordinates new strategies and plans for future
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.
SELECTED OBJECTIVES
* To reduce court overtime spending by 20%.
* To maintain and update all departmental fiscal records and produce periodic
reports on the status of various police funds.
* To answer 90% of all (approximately 600,000) incoming 911 phone calls within
10 seconds.
* To enter into the C.A.R.E. system 100% of all reports received related to Part 1
crimes.
* To respond to all informational requests from outside police agencies and from
the public within two weeks.
• To provide technological support within the Department as well as providing
statistical crime data to the Department, and local, state, and federal agencies.
BUDGET HIGHLIGHTS
* The budget is $4,555,488 or 29% more than the amended Fiscal Year 1997-98
budget due to increased personnel services requirements and increases in
outside contractual services requirements.
132
11705
•
E
PERSONNEL SERVICE
OPERATING EXPENSE
CAPITAL OUTLAY
GRANTS
TOTAL
DESCRIPTION
POLICE
OPERATIONS
$64,434,026
DIVISIONAL BUDGET SUMMARY
Expenditures Expenditures
1995 - 1996 1996 - 1997
$ 65,393,170 $ 68,859,033
3,175, 731 1,968,774
20,000 -0-
-0- 5,000
$ 68,588,901 $ 70,832,807
Adopted
1997-98
Amended
1997-98
Estimated
1998-99
$ 74,334,988
$ 56,135,018
$ 62,346,761
3,386,924
-0-
1,100,000
987,264
1,241,484
987,265
35,000
-0=
-0-
$ 78,744,176
$ 57,376,502
$ 64,434,026
This Division includes both the Field Operations (FOD) and Investigations
Divisions. FOD coordinates the community policing program (NET), police patrol,
response to service calls, traffic enforcement, investigation of robbery, burglary and
larceny crimes, tactical crime suppression operations, and patrol support. FOD also
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.
SELECTED OBJECTIVES
• To develop information sources for conducting investigations and to maintain
liaisons with US Customs, DEA, and the FBI.
* To investigate and maintain a clearance rate of 70% all reported homicides, and
maintain a clearance rate of 75% in all reported child abuse cases.
• To assign all domestic violence cases to an investigator and assign at least 50%
of the victims for case management.
* To identify and disrupt money laundering organizations and seize their assets.
_ To process 100% of all adult and juvenile felony arrests.
* To reduce Part 1 crimes Citywide by 5%.
* To reduce dispatched calls for service by 5%.
To issue 73,776 traffic summonses.
BUDGET HIGHLIGHTS
The budget is $7,057,524 or 12% more than the amended Fiscal Year 1997-98
budget due to increased personnel services requirements and the transfer of
motor fuel expenses from the General Services Administration.
•
133
•
•
DEPARTMENT OF PUBLIC WORKS
DESCRIPTION
The Department of Public Works is responsible for the planning, design and
inspection of capital improvements; controlling construction work involving public
improvements; and, maintaining streets, sidewalks, bridges, and public rights -of -
way. Public Works provides storm drainage protection through its Stormwater
Utility System. Additionally, this Department implements and administers the
City's street lighting system.
FY'99 TABLE OF ORGANIZATION
98 POSITIONS
ADMINISTRATION
Director's Office
Accounting
Personnel/Payroll
11 POSITIONS
DESIGN
Arch itectu rat/Engineering
Highway/Environmental
19 POSITIONS
STORMWATER UTILITY
ADMINISTRATION
5POS
CONSTRUCTION
Contract Inspections
Right of Way Inspections
Survey/Central Files
134
STORM SEWER
MAINTENANCE
OPERATIONS
Street Maintenance
Right of Way Maintenance
34 POSITIONS
11 POSITIONS
11705
PUBLIC WORKS
PERFORMANCE INDICATORS
Number of Building Plans Reviewed vs. Total Employees
2,500 — - 140
= 2,000 = 120
- 100
a 1,500 80
1,000 60
` 40 E Building
500 - '�� _
'- 20 Plans
_}--�—Total
,,,'' i;5.,E.
0 - — ---= LL - 0 Employees
1994 1995 1996 1997 1998
(Est)
SIGNIFICANT ACCOMPLISHMENTS in FY'98
* Designed and constructed a new seawall and replacement piers for 52 slips at
the Dinner Key Boatyard.
* Designed and constructed new sanitary sewers and water main on Watson
Island.
* Submitted the first year National Pollutant Discharge Elimination System
Report and implemented the stormwater management program.
A
•
0
135
•
PUBLIC WORKS
ALL DIVISIONS
$9,105,283
DEPARTMENTAL BUDGET SUMMARY
Expenditures Expenditures
Adopted
Amended
Estimated
1995-96
1996-97
199 7-98
199 7-98
1998-99
PERSONNEL SERVICE
$ • 4,690,947
$ 4,803,907
$ 5,525,135
$ 3,804,740
$ 4,477,535
OPERATING EXPENSE
5,793,555
5,250,888
6,325,093
4,439,780
4,615,648
CAPITAL OUTLAY
31,487
9,132
4,650
11,654
12,100
NON -OPERATING
(5,299,450)
-0-
98,720
18,086
-0-
TOTAL
$ 5,216,539
$ 10,063,927
$ 11,953,598
$ 8,274,260
$ 9,105,283
BUDGET HIGHLIGHTS
The budget is $831,023 or 10% more than the amended budget for Fiscal Year
1997-98 because of reinstatement of positions previously eliminated and due to
adding more temporary positions. In addition to this, operating expenses and
capital outlay also increased due to purchase of a new vactor truck and outside
landscape maintenance contract.
136
11705
PUBLIC WORKS
OFFICE OF THE DIRECTOR
$631,880
DIVISIONAL BUDGET SUMMARY
Expenditures Expenditures
Adopted
Amended
Estimated
1995 - 1996
1996 - 1997
1997-98
1997-98
1998-99
PERSONNEL SERVICE $ 538,198
$ 683,590
$ 804,883
$ 491,793
$ 581,813
OPERATING EXPENSE 74,738
60,801
178,899
38,227
50,067
TOTAL $ 612,936
$ 744,391
$ 983,782
$ 530,020
$ 631,880
DESCRIPTION
is
The Director's Office is responsible for the overall planning and coordination of the
Department. This Division promulgates rules and regulations, and establishes,
amends, publishes and enforces minimum standards related to construction within
public rights -of -way. 0
SELECTED OBJECTIVES
* To fill department vacancies, provide regular training sessions, and update
department procedures.
* To conduct task studies in various sections and implement changes for economic
and efficiency purposes.
* To review Capital Improvement Program projects and provide training for the
Project Manager concept of management.
BUDGET HIGHLIGHTS
* The budget is $101,860 or 19% more than the amended budget for Fiscal Year
1997-98 because of an additional Assistant Director's position and as a result of
an increase in several operating expenses.
0
137
•
•
•
PERSONNEL SERVICE
OPERATING EXPENSE
CAPITAL OUTLAY
NON -OPERATING
TOTAL
DESCRIPTION
PUBLIC WORKS
CONSTRUCTION
$911,323
DIVISIONAL BUDGET SUMMARY
Expenditures Expenditures
1995 - 1996 1996 - 1997
$ 908,576 $
742,063
52,240
51,066
8,808
-0-
(434,659)
-0-
$ 534,965 $
793,129
Adopted
199 7-98
Amended
199 7-98
Estimated
1998-99
$ 996,009
$ 700,357
$ 886,416
114,630
24,938
24,907
0-
0
-0-
-0-
-0-
-0-
$ 1,110,639
$ 725,295
$ 911,323
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.
SELECTED OBJECTIVES
* To reduce construction time on projects by five percent (5%) by reducing
response time to contractors' questions on plans and specifications.
* To reduce the number of change orders by requiring Design Team reviews of
plans and specifications and having four (4) annual group inspector meetings.
* To improve the quality and timeliness of surface restoration by utility
contractors by having inspectors review and detail work during permitting.
BUDGET HIGHLIGHTS
* The budget is $186,028 or 26% more than the amended budget for Fiscal Year
1997-98 because of an increase in permanent full-time and temporary positions.
138
11705
•
PUBLIC WORKS
DESIGN
$1,036,932
DIVISIONAL BUDGET SUMMARY
Expenditures Expenditures
Adopted
1995 - 1996
1996 - 1997
1997-98
PERSONNEL SERVICE
$ 1,044,893
$ 1,095,841
$ 1,306,106
OPERATING EXPENSE
63,695
48,375
116,022
CAPITAL OUTLAY
-0-
.0-
-0-
NON-OPERATING
39
-0-
-0-
TOTAL
$ 1,108,627
. $ 1,144,216
$ 1,422J28
DESCRIPTION
Amended
1997-98
$ 879,404
42,100
2,500
-0-
$ 924,004
Estimated
1998-99
$ 990,376
46,556
-0-
-0-
$ 1,036,932
This Division provides planning and design services, and construction plans and
specifications for Capital Improvement Projects. These projects include highways,
sidewalks, sanitary sewers, and storm drain improvements, buildings, parks,
marinas, the Orange Bowl, and other City facilities. . Services include civil,
architectural, landscape, structural, electrical and mechanical engineering. The
Design Division also prepares technical reports and conducts -inspections and
investigations.
SELECTED OBJECTIVES
• To continue improvement of park facilities under the Safe Neighborhood Parks
Bond Program including Kinlock Center, the Gibson and Kirk Monroe buildings,
Baywood Shoreline Stabilization, and the Coconut Grove Mini -Park.
• To design and provide bid documents for City facilities including projects such as
the Orange Bowl Stadium, Eaton Park and Lemon City Day Care Centers.
• To provide technical support including investigations and reports to City
Departments on architectural and engineering related matters.
* To rebuild NE 25 Street between Biscayne Boulevard and NE 2 Avenue.
• To complete sidewalk replacement projects Phase 15 and 16, approximately
180,000 square feet of damaged and unsafe sidewalks.
BUDGET HIGHLIGHTS
* The budget is $112,928 or 12% more than the amended budget for Fiscal Year
1997-98 because of increases in permanent full time and temporary positions
and as a result of an increase in fixed operating expenses for advertising and
other contractual services.
139
•
L`
is
•
•
•
PUBLIC WORKS
OPERATIONS
$5,485,649
DIVISIONAL BUDGET SUMMARY
Expenditures Expenditures
1995 - 1996 1996 -1997
PERSONNEL SERVICE $ 988,782 $ 1,237,120
OPERATING EXPENSE 4,881,401 4,427,403
CAPITAL OUTLAY 22,679 8,933
NON -OPERATING (2,764,830) -0-
TOTAL $ 3,128,032 $ 5,673,456
DESCRIPTION
Adopted
Amended
Estimated
199 7-98
199 7-9 8
199 8-99
$ 1,249,241
$ 914,748
$ 1,275,015
5,524, 048
4,107,122
4,199, 734
4,450
8,951
10,900
_98,720
18,086
-0-
$ 6,876,459 $ 5,048,907 $ 5,485,649
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 for items such as filling, potholes and repairing
sidewalks. Operations repairs broken sidewalks and curbing caused by pick-up of
trash, and performs small paving projects.
SELECTED OBJECTIVES
* To improve the maintenance crew response time related to trip -and -fall hazards,
pot holes, and tree complaints.
* To carry out the annual work program right-of-way and street maintenance
activities.
* To improve the communication system to ensure proper routing of residents'
complaints.
BUDGET HIGHLIGHTS
The budget is $436, 742 or 9% more than the amended budget for Fiscal Year
1997-98 because of increases in personnel services and operating expenses.
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PERSONNEL SERVICE
OPERATING EXPENSE
NON -OPERATING
TOTAL
DESCRIPTION
PUBLIC WORKS
STORMWATER UTILITY ADMINISTRATION
$341,304
DIVISIONAL BUDGET SUMMARY
Expenditures Expenditures
Adopted -
Amended
Estimated
1995 - 1996
1996 - 1997
1997-98
1997-98
1998-99
$ 473,512
$ 298,614
$ 384,314
$ 314,240
$ 315,370
34,595
21,085
69,120
22,944
25,934
(294,983)
-0-
.0-
-0-
-0.
$ 213,124
$ 319,699
$ 453,434
$ ' 337,184
$ 341,304
Public Works provides the City's Stormwater Utility System which includes
establishing a rate schedule and keeping the billing records. The Administration
Section prepares drainage construction plans, C.I.P. programming, monitoring,
enforcement, and public education.
SELECTED OBJECTIVES
* To construct .new local storm drains including exfiltration trenches and catch
basins at approximately 25 sites Citywide. (Local Drainage Project E-75).
* To test and identify illegal connections to the storm sewer system and ensure
their disconnection in the target area of Wagner Creek Basin and Civic Center.
This program is required by the E.P.A. as part of the National Pollutant
Discharge Elimination System (NPDES) Compliance and Monitoring Program.
* To dredge existing waterway, stabilize shoreline and retrofit existing drainage
structures to meet environmental quality requirement as part of the Wagner
Creek Retrofitting Project.
BUDGET HIGHLIGHTS
The budget is $4,120 or 1% more than the amended budget for Fiscal Year 1997-
98 because of increases in operating expenses.
141
•
•
•
•
PUBLIC WORKS
11 STORMWATER UTILITY MAINTENANCE
$698,195 11
DIVISIONAL BUDGET SUMMARY
Expenditures Expenditures
1995 - 1996 1996 - 1997
PERSONNEL SERVICE $ 736,986 $ 746,679
OPERATING EXPENSE 686,886 642,158
CAPITAL OUTLAY -0- 199
NON -OPERATING (1,805,017) -0-
TOTAL $ (381,145) $ 1,389,036
DESCRIPTION
Adopted
1997-98
Amended
199 7-98
Estimated
1998-99
$ 784,582
$ 504,198
$ 428,545
322,374
204,449
268,450
200
203
1,200
.0.
-0-
.0-
$ 1,107,156
$ 708,850
$ 698,195
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.
SELECTED OBJECTIVES
* To create a data base of all drainage structures, catch basins and storm inlets
cleaned by the Stormwater Section.
* To improve the communication system to ensure proper routing of residents'
complaints.
* To increase frequency of cleaning storm drains, conduit and inlets, to decrease
flooding and pollution runoff.
BUDGET HIGHLIGHTS
* The budget is $10,655 or 2% less than the amended budget for Fiscal Year 1997-
98 due to lower personnel services.
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DEPARTMENT OF PURCHASING
DESCRIPTION
The Purchasing Department purchases or supervises the purchase of all supplies
and services needed by the City; sells, trades, or disposes of surplus property;
institutes programs for specification development, contract administration, and
vendor performance; and, manages Citywide advertising. Purchasing ensures
compliance with the goals of the Minority/Women Business Enterprise Program to
increase the volume of contracts with Black, Hispanic and women -owned
businesses.
FY'99 TABLE OF ORGANIZATION
17 POSITIONS
ADMINISTRATIVE SECTION
4 POSITIONS
PURCHASING I SURPLUS DISPOSAL
SECTION
Small Purchases
Competitive Bidding
Competitive Negotiations
8 POSITIONS 0 1 3 POSITION
M/WBE PROGRAM
Vendor Registration
2 POSITIONS
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•
PURCHASING
PERFORMANCE INDICATORS
Purchase Orders Processed vs. Number of Employees
12,000 5
10,000 .,ram
8,000 - 4
6,000 - 3
z 4,000'
a €{ — 2JL
o
2,000 �� i J I; z Purchase —
€,'
0 �_ _��s —� Orders
of
1994 1995 1996 1997 1998 employees
Fiscal Year (Est) ----
Z Term Contracts'
50 —
MNumber of
-? employees
o
1994 1995 1996- 1997 1998
Fiscal Year (Est)
SIGNIFICANT ACCOMPLISHMENTS in FY'98
* Established, implemented and trained City personnel on the procedures for
procurement of professional and personal services.
* Developed a comprehensive web page dedicated to City of Miami • Purchasing
that allows vendors the opportunity to download vendor applications, M/WBE
certification applications, and bid packages.
• Completed General Public Purchasing and Intermediate Public Purchasing
classes, positioning six professional buyers to sit for the Certified Professional
Public Buyer examination.
C11
is
0
145
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0
PURCHASING
$838,221
DEPARTMENTAL BUDGET SUMMARY
Expenditures Expenditures
Adopted
Amended
Estimated
1995 - 1996
1996 - 1997
1997-98
1997-98
1998-99
PERSONNEL SERVICE
$ 650,193
$ 682,662
$ 1,054,170
$ 805,427
$ 793,961
OPERATING EXPENSE
173,788
76,905
227,459
37,758
44,260
CAPITAL OUTLAY
296
-0-
-0-
.0-
-0-
TOTAL
$ 824,277
$ 759,567
$ 1,281,629
$ 843,185
$ 838,221
SELECTED OBJECTIVES
* To increase by 20% the number of term contracts solicited by the City to achieve
a quicker turn -around time for the procurement and delivery of these
commodities.
* To implement procedures to delegate small purchases to City departments and
offices and to train and certify designated departmental purchasing agents.
* To improve understanding of customer needs by making 3 site visits per year to
City departments and offices.
* To increase small purchase efficiency by obtaining software that allows buyers
to fax Request for Quotations directly from their workstations.
* To sponsor three (3) workshops, seminars, and community outreach activities,
including service on boards, to educate M/WBEs on the City's procurement
procedures and increase their participation in the solicitation process.
* To increase by 5% the number of newly certified and recertified M/WBE vendors
and to expand their availability for set -aside participation.
* To conduct twelve (12) public auctions and closed bid sales to dispose of surplus
and confiscated property.
BUDGET HIGHLIGHTS
* The budget is $4,964 or 1% less than the amended budget for Fiscal Year 1997-
98.
146
117
DEPARTMENT OF RISK MANAGEMENT
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.
FY'99 TABLE OF ORGANIZATION
32 POSITIONS
PROPERTY AND CASUALTY GROUP INSURANCE
Workers' Compensation
Liability
Safety
26 POSITIONS ■ 1 6 POSITIONS
147
•
•
•
•
0.49
0.42
c 0.35
a.
0.28
o. 0.21
0.14
0.07
0.00
RISK MANAGEMENT
PERFORMANCE INDICATORS
Ratio of Total Claims to Total City Employees
1994 1995
SIGNIFICANT ACCOMPLISHMENTS in FY'98
Successfully implemented a managed care arrangement handle Workers'
Compensation to deal with employee job related injuries.
* Revitalized the Self -Insurance and Insurance Trust Committee.
* Conducted an eligibility audit of General and Sanitation Employees pension
participants enrolled in the City's group insurance program.
148
705
0
RISK MANAGEMENT
ALL DIVISIONS
$37,319,339
DEPARTMENTAL BUDGET SUMMARY
Expenditures Expenditures
Adopted
Amended
Estimated
1995-96
1996-9 7
199 7-98
199 7-98
1998-99
PERSONNEL SERVICE
$ 1,298,623
$ 1,558,828
$ 1,523,419
$ 1,450,836
$ 1,574,126
OPERATING EXPENSE
38,094,655
33,392,640
35,185,981
32,374,095
34,142,213
CAPITAL OUTLAY
13,613
14,595
17,596
-0-
3,000
NON -OPERATING
6,842,561
-0-
(36,726,996)
(2,400,000)
1,600,000
TOTAL
$ 46,249,452
$ 34,966,063
$ -0-
$ 31,424,931
$ 37,319,339
BUDGET HIGHLIGHTS
* The budget is $5,894,408 or 19% more than the amended budget for Fiscal Year
1997-98 due to increases in group insurance benefits, operating expenses, and
personnel services.
0
149
•
•
•
PERSONNEL SERVICE
OPERATING EXPENSE
CAPITAL OUTLAY
NON -OPERATING
TOTAL
DESCRIPTION
RISK MANAGEMENT
PROPERTY AND CASUALTY
$20,017,175
DIVISIONAL BUDGET SUMMARY
Expenditures Expenditures
1995 - 1996 1996 - 1997
$ 1,046,640 $ 1,143,410
21, 359, 401 17, 981, 650
12,714 14,595
6,844,677 -0-
$ 29,263,432 $ 19,139,655
Adopted
1997-98
$ 1,251,699
17,240,969
10,950
(18,503,618)
$ -0-
Amended
1997-98
$ 1,241,596
16,628,805
-0-
1,100,000
$ 18,970,401
Estimated
1998-99
$ 1,317,095
17, 600, 080
-0-
1,100, 000
$ 20,017,175
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.
SELECTED OBJECTIVES
* To assess the quality of medical care provided by the managed care contractor.
* To evaluate the new managed care arrangement by the third quarter of the
fiscal year comparing costs of similar claims handled under the prior City -
managed program.
* To perform a satisfaction survey of all employees injured on the job and prepare
an analysis of the survey by July 1999.
* To reduce the number of liability claims against the City by 10%.
* To prepare a report by January 1999 analyzing data that tracks trends, and
causes of accidents and near accidents in the City.
* To train all first line supervisors by the end of the fiscal year on how to prevent
accidents with special training for Solid Waste Department supervisors.
* To perform monthly safety inspections of selected sidewalks and obstructed stop
signs and to promptly repair unsafe sidewalks and clear stop sign obstructions.
BUDGET HIGHLIGHTS
* The budget is $1,046,774 or 6% more than the amended budget for Fiscal Year
1997-98 due to increased personnel and operating expenses.
150
PERSONNEL SERVICE
OPERATING EXPENSE
CAPITAL OUTLAY
NON -OPERATING
TOTAL
DESCRIPTION
RISK MANAGEMENT
GROUP BENEFITS
$17,302,164
DIVISIONAL BUDGET SUMMARY
Expenditures Expenditures
1995 - 1996 1996 - 1997
$ 251,983 $ 415,418
16, 735,254 15,410,990
899 -0-
(2,116) -0-
$ 16,986,020 $ 15,826,408
Adopted
1997-98
Amended
199 7-98
Estimated
1998-99
$ 271,720
$ 269,240
$ 257,031
17,945, 012
15, 745,290
16, 542,133
6,646
.0-
3,000
(18,223,378)
(3,500,000)
500,000
$ -0- $ 12,454,530 $ 17.302,164
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.
SELECTED OBJECTIVES
* To evaluate the .health care program by January 1999 and to identify quality of
care, educational and administrative issues.
* To perform quarterly analyses of health care claim expenses as a way to identify
areas that need adjustment or coverage changes.
* To communicate on a regular basis with the plan administrator to ensure timely
claims payments, to review medical utilization patterns, to resolve grievances,
and to discuss other administrative matters.
BUDGET HIGHLIGHTS
* The budget is $4,847,634 or 39% more than the amended budget for Fiscal Year
1997-98 due to an increase in group insurance benefits.
151.
9
C�
E
•
•
•
DEPARTMENT OF SOLID WASTE
DESCRIPTION
The Solid Waste Department does garbage pick-ups and collects trash, bulky waste
and recycling materials from over 65,000 residences in Miami. This material is
disposed of as efficiently and cost effectively as possible. Other responsibilities
include mechanically sweeping commercial streets, and removing dead animals,
illegally dumped material, and litter from streets. Solid Waste serves all City
facilities with solid waste removal and office paper recycling. Staff also cleans after
all special events and manages the removal of debris after disasters.
FY'99 TABLE OF ORGANIZATION
235 POSITIONS
ADMINISTRATION
16 POSITIONS
WASTE COLLECTION
Residential Services
Neighborhood Cleanup
Code Enforcement
Customer Service
219 POSITIONS
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SOLID WASTE
PERFORMANCE INDICATORS
Total Tons Recycled vs. Total Employees
9.000 -
- 300
8,000
- 250
7.000 -
y
6.000 -'
- 200
V
c
g Total Tons
° 5.000 =
Recycled
- 150
° 4.000
Total
,Z° 3,000 �
- 100
°
Employees
'
c
z
2,000
50
1,000
0
1994
1995 1996 1997 1998(Est)
Fiscal Year
Disposal Cost Savings
800,000 -
700,000 -
600,000 -
: Y•.
�j
y 500,000 -
s
S
=� 400,000 -
'"j..
v �- , _ 'a
'Al
-
c
-
A 300,000200,000
�?
100.000
1994 1995 1996 1997 1998(Est)
Fiscal Year
SIGNIFICANT ACCOMPLISHMENTS in FY'98
* Secured $540,000 grant from the Florida Department of Environmental
Regulation Recycling and Education Program for additional recycling and
composting equipment needed to divert significant tonnage from scales at cost.
* Diverted 8,000 tons of garbage material and realized $500,000 from sale of
material.
* Further developed Virginia Key Yard Trash Management Facility saving
$300,000 in tipping fees from trash disposal and the capacity to recycle all clean
yard and garden material.
•
•
153
•
SOLID WASTE
ALL DIVISIONS
$18,453,202
DEPARTMENTAL BUDGET SUMMARY
Expenditures Expenditures
Adopted
Amended
Estimated
1995-96
1996-97
1997-98
1997-98
1998-99
PERSONNEL SERVICE
$ 10,082,375
$ 9,819,346
$ 13,008,627 $
8,434,823
$ 9,503,215
OPERATING EXPENSE
11,547,353
9,886, 719
10,596,511
8,243,421
8,583,609
CAPITAL OUTLAY
3,340
12,543
71,000
48,506
366,378
GRANTS
8,977
-0-
-0-
-0-
-0-
NON-OPERATING
(6,397,205)
-0-
-0-
258,750
-0-
TOTAL
$ 15,244,840
$ 19,718,608
$ 23,676,138 $
16,985,500
$ 18,453,202
BUDGET HIGHLIGHTS
* The budget is $1,467,702 or 9% more than the amended Fiscal Year 1997-98
• primarily because the interim clean-up program is now budgeted for an entire 12
month period.
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SOLID WASTE
11 OFFICE OF THE DIRECTOR
$2,032,238 11
PERSONNEL SERVICE
OPERATING EXPENSE
CAPITAL OUTLAY
TOTAL
DESCRIPTION
DIVISIONAL BUDGET SUMMARY
Expenditures Expenditures
1995 - 1996 1996 - 1997
$ -0- $ 7,578
-0- -0-
-0- -0-
-0- $ 7,578
Adopted
Amended
Estimated
1997-98
1997-98
1998-99
S 1,106,311
$ 847,195
S 1,554,013
838,981
68,681
164,972
26,000
350
313,253
$ 1,971,292
$ 916,226
$ 2,032,238
This Office manages the day-to-day activities required to provide services to
residents. Functions include managing the two bargaining unit agreements,
dealing with personnel matters, and carrying out purchasing activities.
Administration is responsible for issuing permits to private haulers and for
overseeing new contracts. Customer service is provided through this Division.
SELECTED OBJECTIVES
* To increase waste diversion and reduce disposal costs.
• To test alternative collection and diversion methods to reduce costs and increase
productivity.
* To negotiate contracts to sell approximately 8,000 tons of recycling materials.
* To develop a three year Solid Waste Management Plan which will increase the
use of technologically efficient equipment for collection and disposal.
* To increase marketing of the Virginia Key Composting Facility so that revenue
covers operating expenses.
* To computerize accounting, purchasing, customer service, and administrative
functions in order to improve management.
* To propose service changes that will reduce costs and maintain service levels
and quality.
BUDGET HIGHLIGHTS
* The budget is $1,116,012 or 122% more than the amended Fiscal Year 1997-98
primarily because the interim clean-up program which is budgeted for an entire
12 month period.
•
•
•
155
•
•
•
SOLID WASTE
WASTE COLLECTION
$16,420,964
DIVISIONAL BUDGET SUMMARY
Expenditures Expenditures
Adopted
1995 - 1996
1996 - 1997
1997-98
PERSONNEL SERVICE
$ -0-
$ 68,467
$ 11,902,316
OPERATING EXPENSE
-0-
-0-
9,757,530
CAPITAL OUTLAY
-0-
-0-
45,000
NON -OPERATING
-0-
-0-
-0-
TOTAL
$ -0-
$ 68,467
$ 21,704,846
DESCRIPTION
Amended Estimated
1997-98 1998-99
$ 7,587,628
$ 7,949,202
8,174,739
8,418,637
48,156
53,125
258,750
-0-
$ 16,069,273
$ 16,420,964
Operations provides the staff and equipment for garbage pick-ups, trash, bulky
waste and recycling services, for cleaning commercial streets, for removing illegally
dumped material, and for maintaining litter containers throughout the City.
Division staff cleans after all special events and manages the removal of debris after
major disasters. This Division works with all NET Offices on code enforcement
issues as required in Chapter 22 of the City Code.
SELECTED OBJECTIVES
* To conduct productivity analyses of current practices to improve operations.
* To manage the current labor agreement in a way that enhances productivity.
* To work with NET offices, Public Works, the Parks Department, and
neighborhood associations to enforce City Code Chapter 22 requirements
through public education and cooperation.
* To continue residential and office paper recycling programs, annually diverting
more than 8,000 tons of Solid Waste at a savings of $432,000.
• To negotiate contracts to sell 8,000 tons of recyclable material so that revenue
will be maximized.
* To collect litter from 500 containers throughout the city.
* To mechanically sweep 32 miles of commercial corridors nightly and 167 miles of
arterial streets weekly.
* To coordinate sidewalk cleaning activities with NET offices throughout the city.
BUDGET HIGHLIGHTS
* The budget is $351,691 or 2% more than the amended Fiscal Year 1997-98
primarily because of salary increases.
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NON -DEPARTMENTAL ACCOUNTS (SP&A)
Special Services
Dade League of Cities
Florida League Travel
Florida League of Cities
Legal Services
National League of Cities
U.S. Conference of Mayors
Sister Cities
Legislative Liaison
Subtotal
Reserve for Fixed and Sundry
Adopted Revised Estimated
1997 - 98 1997 - 98 1998 - 99
$ 11,573 $
23,779 $
23,779
2,060
2,058
2,058
23,084
23,194
23,194
535,363
530,000
750,000
10,491
24,876
12,194
8,240
8,239
8,239
126,904
85,449
136,698
257,500
3467448
346,448
$ 975,215 $
1,044,043 $
1,302,610
Matching Funds for Grants
$
51,500 $
-0- $
351,498
Blue Ribbon Committee
300,000
-0-
-0-
Subtotal
$
351,500 $
-0- $
351,498
Internal Services
Communications Maintenance
$
241,673 $
-0- $
-0-
Dinner Key Office Bldg. - Utilities
72,718
' 25,918
75,918
Building Maintenance & Riverside Bldg.
3,903,358
-0-
-0-
Heavy Fleet Management
140,027
-0-
-0-
Print Shop
58,941
-0-
-0-
Custodial Services
95,476
-0-
-0-
Subtotal
$
4,512,193 $
25,918 $
75,918
Contributions
Off Street Parking
Reserve Pension Plan
Capital Projects
Contribution - Special Revenue
Fire -Rescue Special Revenue Fund
Group Benefits
Rouse Trust Fund
Neighborhood Enhancement Team
Subtotal
$ 111,600 $
111,598 $
311,598
-0-
-0-
-0-
11,155,600
10,615,500
8,613,801
-0-
-0-
-0-
975,495
49,895
297,331
1,120,757
2,322,527
-0-
84,000
84,000
84,000
2,590,006
2,378,438
2,946,126
$ 16,037,458 $
15,561,958 $ .
12,252,856
E
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157
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•
NON -DEPARTMENTAL ACCOUNTS CONTINUED
Adopted
Revised
Estimated
1997 - 98
1997 - 98
1998 - 99
Employee Benefits
Employee Award
$ -0- $
4,170 $
3,500
Severance Pay
1,438,426
1,373,730
2,423,131
Management Recovery
1,224,000
454,000
524,000
Unemployment Compensation
486,335
31,287
61,998
Employee Pool
-0-
6,494
(2,732,386)
CDBG Indirect Cost
-0-
-0-
-0-
Attrition/Vacancy Savings
(2,923,732)
(500,000)
-0-
Subtotal
$ 225,029 $
1,369,681 $
280,243
Miscellaneous
Hud Repayment
$ -0- $
-0-
$
158,153
Reserve - Emergency Expenses
1,360,577
639,098
$
550,000
Reserve for Future Deficits
5,500,000
-0-
-0-
Bayfront Park Management Trust
1,005,800
1,270,800
1,285,000
Metro Action Plan
147,085
119,326
123,980
Special Assessment District Taxes
72,100
30,522
72,102
International Trade Board
-0-
143,875
150,956
Elections/Advertising
336,278
547,989
547,989
Nuisance Abatement Board
29,583
29,535
42,432
Liability Claims Audit
35,535
-0-
-0-
Self-Insurance Actuarial Review
18,540
-0-
-0-
Pension
437,046
150,354
555,357
Protocol
21,888
21,159
21,159
Psychological & Counseling Assoc.
81,000
162,006
81,003
System Consultant Inc. (Acct. Software)
79,500
158,999
79,000
Community Redevelopment Agency
319,414
279,488
279,488
Worker's Compensation
118,628
(940,000)
(700,000)
Working Capital Reserve
2,800,000
6,800,000
2,370,000
Contingency Reserve
1,000,000
1,000,000
1,000,000
Budget Reserve
-0-
32,227,664
5,068,902
Subtotal
$ 13,362,974 $
42,640,815
$
11,685,521
Total
$ 35,464,369 $
60,642,415
$
25,948,646
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DEBT SERVICE FUND
BUDGET SUMMARIES
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FINANCE
GENERAL OBLIGATION BONDS
$21,031,690
DIVISIONAL BUDGET SUMMARY
Expenditures Expenditures
Adopted
Amended
Estimated
1995 - 1996
1996 -1997
1997-98
1997-98
1998-99
PERSONNEL SERVICE
$ -0-
$ -0-
$ -0-
$ -0-
$ -0-
OPERATING EXPENSE
22,727,901
22,889,813
20,337,898
23,109,658
21,031,690
NON -OPERATING
(108,813)
324
-0-
-0-
-0-
TOTAL
$ 22,619,088
$ 22,890,137
$ 20,337,898
$ 23,109,658
$ 21,031,690 .
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 cost of General Obligation Bonds for FY'99 are as follows:
Debt Service $20,908,366
Operating Expenses 123,324
TOTAL APPROPRIATION $21, 031, 690
* The revenues to pay the General Obligation Bonds of FY'99 are as follows:
Ad Valorem Tax Requirements $20,592,833
Delinquent Taxes 438,857
TOTAL REVENUES $21,031.690
159
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GENERAL OBLIGATION BONDS OUTSTANDING ON SEPTEMBER 30, 1999
Final
Maturity
Amount
Amount
General Obligation Issue
Date
Year
Issued
Outstanding
Public Parks & Recreation
12/1/77
2003
$ 11,540,000
$1,920,000
Housing Bonds
12/1/77
2008
1,500,000
.775,000
Fire Fighting
8/1/81
2001
1,750,000
180,000
Storm Sewer Improvement
8/1/81
2001
3,000,000
495,000
Housing Bonds
8/1/81
2011
4,400,000
2,675,000
General Obligation Refunding
5/1/91
2013
16,135,000
7,535,000
Sanitary Sewer
7/1/91
2001
2,330,000
270,000
Fire Fighting
7/1/91
2001
1,010,000
625,000
Storm Sewer Series 1992
8/1/92
2017
10,000,000
8,590,000
G.O. Refunding - 1992
12/1/92
2014
70,100,000
58,495,000
G.O. Refunding Series- 1993
7/1/93
2013
31,860,000
28,265,000
Sanitary Sewer Series 1995
6/1/95
2015
22,500,000
22,300,000
Total
$ 176,125,000
$ 132,125,000
•
160
s
i
GENERAL OBLIGATION BONDED INDEBTNESS
PRINCIPAL AND INTEREST REQUIREMENTS
as of September 30, 1999
Fiscal Year
Ending
September 30
2000
2001
2002
2003
2004
2005
2006
2007
2008
2009
2010
2011
2012
2013
2014
2015
2016
2017
Total
Principal
$11,535,000
12, 010, 000
12, 015, 000
12,410,000
10, 565, 000
9,995,000
8,220,000
6,410,000
5,745,000
5,355,000
5,530,000
5,925,000
6,085,000
6,165, 000
6,230,000
6,470,000
710,000
750,000
$ 132,125,000
161
Interest
$ 7,141,190
6,516,520
5,908,593
5,276,308
4,623,493
4,068,598
3,537,528
3,101,363
2,766,068
2,463,915
2,177,463
1,879,543
1,565,125
1,231,925
893,980
505,865
88,330
45,375
$ 53, 791,182
Total
$18, 676,190
18,526,520
17,923,593
17, 686, 308
15,188,493
' 14,063,598
11, 75 7,528
9,511,363
8,511,068
7,818,915
7,707,463
7,804,543
7,650,125
7,396,925
7,123,980
6,975,865
798,330
795,375
$ 185, 916,182
11705
FINANCE
DEBT SERVICE
$32,594,024
DIVISIONAL BUDGET SUMMARY
Expenditures Expenditures
, Adopted
Amended
Estimated
1995 - 1996
1996 - 1997
1997-98
1997-98
1998-99
OPERATING EXPENSES $ 9,106,273
$ 13,206,008
$ 97,518,190
$ 27,518,190
$ 27,488,346
NON -OPERATING 2,450,000
1,392,033
5,102,622
5,102,622
5,105,678
TOTAL $ 11,556,273
$ 14,598,041
$ 32,620,812
$ 32,620,812
$ 32,594,024
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.
L ]
Description
Principal
Interest
Total
Non -Ad Valorem Rev. Bonds Series 1995 (Pension)
$ 840,000
$ 4,968,340
$ 5,808,340
Special Obligation Bonds Series 1986A
230,000
178,106
408,106
Sunshine State Commercial Loan Pool Series 1988
456,298
' 579,977
1,036,275
Sunshine State Commercial Paper Series 1995
258,656
650,567
909,223
Special Obligation Bonds Admin. Bldg. Series 1995
370,000
1,245,105
1,615,105
Rental Revenue Bonds Series 1988
-0-
2,595,000
2,595,000
S.E. Overtown Comm. Redev. Bonds Series 1990
90,000
267,325
357,325
Guaranteed Entitlement Bonds Series 1989
290,000
318,885
608,885
S.E. Overtown / Park West (See note below)
-0-
440,418
440,418
Sunshine State Secondary Loan Pool (Melreese)
155,000
192,000
347,000
Sunshine State Loan Pool Sr. 1988 (Coconut Grove Exhib. Cntr.)
69,243
88,011
157,254
Sunshine State Commercial Paper Series 1995 (Orange Bowl)
357,775
899,871
1,257,646
Sunshine State Commercial Paper Series 1995 (Miamarina)
45,895
115,434
161,329
Sunshine State Loan Pool Sr. 1988 (Dinner Key Marina)
430,859
547,642
978,501
Sunshine State Commercial Paper Series 1995 (Dinner Key Boatyard)
22,674
57,028
79,702
Sunshine State Commercial Paper Series 1994 (G.SA.)
2,720,000
357,300
3,077,300-
Special Obligation Bonds Series 1994 (Risk Management)
650,000
877,011
1,527,011
Special Revenue Refunding Bonds Series 1987 (Miami Conv. Cntr.)
4,345,000
1,775,530
6,120,530
Debt Service Subtotal
$ 11,331,400
$ 16,153,550
$ 27,484,950
Operating Expenses
$3,395
Transfers to other Funds
5,105,679
Debt Service Total
$ 32,594,024
Note.- This is a Department of HUD Section #108 Bond issued in January 1995 in the
amount of $5,100,000. Interest is paid semi-annually in the amount of $220,209 with the
first scheduled principal payment in July 2000.
162
•
TRUST AND AGENCY FUNDS
BUDGET SUMMARIES
•
•
•
•
DEPARTMENT OF COMMUNITY DEVELOPMENT
•
DESCRIPTION
This Department coordinates programs funded through federal and state grants and other
sources to help Miami's economically disadvantaged residents and neighborhoods.
Through cooperative partnerships with the public and private sectors, the Department
oversees housing, economic development, transition immigrant assistance, employment
and training, and other programs dedicated to giving low income residents access to the
region's economic growth and prosperity. The Administration Division` oversees all
Department programs. Administration provides the mechanism for meeting reporting
requirements and for monitoring all financial and performance measures of funded
programs. Administrative staff researches funding opportunities, prepares applications,
processes all grant -related paperwork, promotes Community Development's programs,
and represents the Department at community activities.
•
CDBG
Social Services Program
Economic Development
Public Facilities
16 POSITIONS
is
FY'99 TABLE OF ORGANIZATION
118 POSITIONS
ADMINISTRATION *
Director's Office
Administrative Services
25 POSITIONS
WORKFORCE DEVELOPMENT
Client Services
Marketing & Job Placement
Training
Summer Youth Program
47 POSITIONS
` Salaries and other
Administration expenses are
included in the budgets of the
three divisions.
HOUSING
Housing Rehabilitation
HOPWA
Housing New Construction
30 POSITIONS
163
117il
0
300 -
250
y 200
e
0
150
100
50
0
1994
300
y 250
a
0
G
200
0
150
0 100
c
z 50 j
0 t
1994
COMMUNITY DEVELOPMENT
PERFORMANCE INDICATORS
Social Service Allocations
1995 1996 1997
Fiscal Year
Completed Storefront Renovations
7
1995 1996 1997 1998(Est)
Fiscal Year
SIGNIFICANT ACCOMPLISHMENTS in FY'98
* Allocated $6 million to nine nonprofit community development housing corporations
for 392 units of new affordable housing.
* Received $5 million in grants to provide vocational training and job placement for
approximately 2,500 City residents including 390 at -risk youth enrolled in the
Summer Youth Employment and Training Program.
164
•
•
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COMMUNITY DEVELOPMENT
ALL DIVISIONS
$ 39,404,568
DEPARTMENTAL BUDGET SUMMARY
Expenditures
Expenditures
Adopted
Amended
Estimated
1995-96
1996-97
1997-98
1997-98
1998-99
PERSONNEL SERVICES
$ 2,887,483 $
4,646,967
$ 3,064,256
$ 3,064,256
$ 4,563,129
OPERATING EXPENSES
3,321,791
2,325,514
1,425,075
1,425,075
5,320,396
CAPITAL OUTLAY
573,627
22,267
111,254
111,254
7 78,9 77
GRANTS
18,187,306
9,387,299
24,069,540
24,069,540
28,256,096
NON -OPERATING
3,416,524
2,889,250
2,301,000
2,301,000
485,970
TOTAL
$ 28,386,731 $
19,271,297
$ 30,971,125
$ 30,971,125
$ 39,404.568
BUDGET HIGHLIGHTS
* The budget is $8,433,443 or 27% more than Fiscal Year 1997-98 due to increased grant
awards and program income.
165
1*1705
COMMUNITY DEVELOPMENT
COMMUNITY DEVELOPMENT BLOCK GRANT
$ 15,655,000
DIVISIONAL BUDGET SUMMARY
Expenditures Expenditures Adopted
Amended
Estimated
1995-96 1996-97 1997-98
1997-98
1998-99
PERSONNEL SERVICES
$ 1,711,196 $ 3,377,975 $ 1,384,855
$ 1,384,855
$ 1,433,478
OPERATING EXPENSES
3,160,177 2,294,122 1,060,091
1,060;091
1,068,700
CAPITAL OUTLAY
569,520 21,462 111,254
111,254
28,822
GRANTS
5,383,049 6,305,741 10,549,800
10,549,800
13,124,000
NON -OPERATING
1,407,527 715,576 -
-
TOTAL
$ 12,231,469 $ 12,714,876 $ 13,106,000.
$ 13,106,000
$15,655,000
DESCRIPTION
This Division administers the federal Community Development Block Grant (CDBG)
Program for the City by initiating activities to improve the lives of low and moderate
income City residents, by aggressively pursuing prevention and elimination of slums and
blight, and by addressing other conditions that pose_ a threat to the health and welfare of
the community. CDBG carries out its responsibilities by establishing micro -planning and
development programs, administering small business expansion/retention programs, and
initiating programs for the enhancement of low income neighborhoods.
SELECTED OBJECTIVES
* To 'support and develop at least 230 community enhancement projects that assist
small business development, enhancement and retention.
* To contract with at least 60 community based organizations to provide social services
such as transportation, food vouchers, child care, elderly services, health care, youth
activities, homeless services, etc. to residents in designated target areas within the
City.
* To provide financial support for at least one physical improvement project in every
CDBG target area in the City of Miami.
* To fund at least 10 commercial revitalization projects including both renovation and
new construction in the CDBG target areas.
* To provide financing and technical assistance to alleviate emergency conditions
requiring demolition, clearance, or movement of structures to other sites.
BUDGET HIGHLIGHTS
` The U.S. Department of Housing and Urban Development's CDBG Grant to the City
for FY'98-99 is $12,655,000. The City Commission has appropriated an estimated
Program Income amount of $3,000,000.
is
•
COMMUNITY DEVELOPMENT
HOUSING CONSERVATION
$ 18,033,013
DIVISIONAL BUDGET SUMMARY
Expenditures
Expenditures
Adopted
Amended
Estimated
1995-96
1996-97
199 7-98
1997-98
1998-99
PERSONNEL SERVICES
$ 1,176,287
$ 1,268,992
$ 1,679,401
$ 1,679,401
$ 867,143
OPERATING EXPENSES
161,614
31,392
364,984
364,984
1,015,149
CAPITAL OUTLAY
4,107
805
-
-
532,655
GRANTS
12,804,257
3,081,558
13,519,740
13,519,740
15,132,096
NON -OPERATING
2,008,997
2,173,674
2,301,000
2,301,000
485,970
TOTAL
$ 16,155,262
$ 6,556,421
$ 17,865,125
$ 17,865,125
$ 18,033,013
DESCRIPTION
Housing Conservation is responsible for devising strategies to prevent deterioration and
maintain viable urban neighborhoods by stimulating the development of suitable living
environments. Examples of activities include tenant advocacy, land acquisition, housing
preservation, creating neighborhood centers, and expanding home ownership.
Responsibilities include administration of all federally supported .housing programs
including the CDBG Single and Multi -Family Rehabilitation Loan Program, HOPWA
(Housing Opportunities for Persons with AIDS), and the Section 8 Moderate Rental
Assistance Program.
SELECTED OBJECTIVES
* To provide funds for community organizations to develop new single family and
multi -family housing units for low and moderate income residents.
* To provide financial assistance for owner -occupants and investor -owners to
rehabilitate at least 80 housing units.
* To fund at least 11 nonprofit organizations to provide at least 400 affordable
housing units for eligible City residents.
* To implement the HUD Section 8 Moderate Rehabilitation Program in Little
Havana, Model City, and Overtown.
* To provide rehabilitated housing facilities to 420 very low income elderly and/or
small families through the Section 8 rental assistance program.
* To use HOPWA funds to provide utilities assistance to 2,500 households with
HIV/AIDS.
BUDGET HIGHLIGHTS
* The budget is $167,888 or 1% more than the Fiscal Year 1997298 amended budget due
to an increase in program income.
167
11'705
COMMUNITY DEVELOPMENT
WORKFORCE DEVELOPMENT
$ 5,716,555
DIVISIONAL BUDGET SUMMARY
Expenditures Expenditures Adopted Amended
1995-96 1996-9 7 199 7-98 199 7-98
PERSONNEL SERVICES $ $ $ $
OPERATING EXPENSES
CAPITAL OUTLAY
GRANTS
NON -OPERATING
TOTAL $ - $ - $ _ $
DESCRIPTION
Estimated
1998-99
$ 2,262,508
3,236,547
217,500
$ 5,716,555
This Division is the employment and training advocate for unemployed residents. The
Division acts as the intermediary between employers, funding mechanisms, and
individuals in need of training and job placement. Workforce Development helps create
jobs for the most disadvantaged including welfare clients, at -risk youth, ex -offenders, the
handicapped, and the homeless. The Division also helps residents access business and
self-employment opportunities.
SELECTED OBJECTIVES
* To conduct an aggressive outreach campaign during the first fiscal quarter to inform
eligible City residents about training and employment opportunities.
* To provide skills assessment, case . management/vocational counseling and
individualized job placement plans for 80% of all eligible clients.
* To provide career assessment, referral and enrollment services to all eligible
residents.
* To offer training vouchers, work experience slots, and direct placement assistance to
100% of residents assessed as ready to enter the workforce.
* To develop and document formal public -private partnerships with private sector
employers, Chambers of Commerce, business groups, labor unions, etc. to encourage
job development and career opportunities for City residents.
* To develop a computerized on-line job information hot line by December 1998 for use
by City residents.
BUDGET HIGHLIGHTS
* This is the first time this Division is presented as part of the Community Development
Department.
A
•
•
.:
•
PLANNING AND DEVELOPMENT
DOWNTOWN DEVELOPMENT SUPPLEMENTAL FEE
$18,000
DIVISIONAL BUDGET SUMMARY
Expenditures Expenditures Adopted Amended Estimated
1995 - 1996 1996 - 1997 1997-98 1997-98 1998-99
PERSONNEL SERVICES $ -0- $ -0- $ -0- $ -0- $ -0-
NON-OPERATING $ -0- $ -0- $ 18,000 $ 18,000 $ 18,000
TOTAL $ -0- $ -0- $ 18,000 $ 18,000 $ 18,000
DESCRIPTION
The Downtown Development Supplemental Fee was created by the City Commission in
1988 to accommodate the regional impacts of new downtown development. This fee has
four components. The Transportation Mitigation Fee and the Air Quality Fee are
accounted for in the Capital Improvement Fund. The DRI/Master Plan Recovery Fee and
the Administration Fee are accounted for in the Special Revenue Fund.
BUDGET HIGHLIGHTS
The Planning Division estimates that it will collect $18,000 in Downtown Regional
Impact (DRI) Master Plan Recovery and administrative fees in Fiscal Year 1998-99.
169
11705
POLICE
E-911 EMERGENCY SYSTEM
$1,344,000
DIVISIONAL BUDGET SUMMARY
Expenditures Expenditures
Adopted
Amended
Estimated
1995 - 1996
1996 - 1997
1997-98
1997-98
1998-99
PERSONNEL SERVICE
$ -0-
$ .0-
$ -0-
$ .0.
$ -0-
OPERATING EXPENSE
361,701
685,241
483,585
780,825
892,740
CAPITAL OUTLAY
561,161
(19,022)
348,500
51,260
51,260
NON -OPERATING
-0
350,166
382,000
382,000
400,000
TOTAL
$ 922,862
$ 1,016,385
$ 1,214,085
$ 19214,085
$ 1,344,000
DESCRIPTION
This budget includes equipment for automatic call distribution, call management, radio
dispatch, inter -operator communications and report generation equipment for E-911
Emergency Systems in the Police and Fire Departments.
BUDGET HIGHLIGHTS
The E-911 Emergency System budget pays for upgrading and maintaining the
emergency dispatch system of the City of Miami.
* This fund will contribute $400,000 to the General Fund to offset the cost for E-911
operations.
•
•
E
170
•
•
•
PUBLIC WORKS
ENVIRONMENTAL STORM SEWER WATER FUND
$9,000,000
DIVISIONAL BUDGET SUMMARY
Expenditures Expenditures
Adopted
Amended
Estimated
1995 - 1996
1996 - 1997
1997-98
1997-98
1998-99
PERSONNEL SERVICE
$ -0-
$ -0-
$ -0-
$ -0-
$ -0-
GRANTS
25,000
-0-
25,000
25,000
25,000
NON -OPERATING
2,975,000
7,233,333
8,975,000
8,976,223
8,975,000
NON -OPERATING
2,576,875
-0-
-0-
-0-
-0-
TOTAL
$ 5,576,875
$ 7,233,333
$ 9,000,000
$ 9,001,223
$ 9,000,000
DESCRIPTION
This Fund serves as a clearing account for the collection and distribution of stormwater
utility fees authorized by Ordinance 10395, adopted March 10, 1988. The revenue is
used to operate, maintain and improve the Environmental Storm Sewer Management
System.
BUDGET HIGHLIGHTS
This fund will generate revenues of $0,000,000 of which $6,100,000 will be used to
offset costs incurred in administration, maintenance and design, street
cleaning/trash, Hazmat, and $2,875,000 to the National Pollutant Discharge
Elimination System (NPDES) compliance. The amount of $25,000 will be contributed
to the Miami River Coordinating Committee (MRCC).
171
11705
•
FIRE -RESCUE
RESCUE SERVICES
$1,969,029
DIVISIONAL BUDGET SUMMARY
Expenditures
Expenditures
Adopted
Amended
Estimated
1995 - 1996
1996 - 1997
1997-98
1997-98
1998-99
PERSONNEL SERVICE $ 1,479,729
$ 1,634,716
$ ' 2,235,674
$ 1,575,744
$ 1,793, 722
OPERATING EXPENSE 195,052
120,515
216,781
175,408
175,307
TOTAL $ 1,674,781
$ 1,755,231
$ 2,452,455
$ 1,751,152
$ 1,969,029
DESCRIPTION
This Fund supports a Division within the Fire -Rescue Department. The Division is
composed of specially trained Firefighter/Paramedics who give emergency medical care
to victims of fires, accidents, and sudden illnesses. Their ability to respond within 4
minutes helps save hundreds of lives each year and limits disabling injuries for the
victims. The firefighter/paramedic uses a sophisticated telemetry system that provides
both voice and EKG transmission via radio.
BUDGET HIGHLIGHTS
* The budget is $217,877 or 12% more than the amended, Fiscal Year 1997-98 budget
due to an increase in personnel services requirements.
i
172
•
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•
PLANNING AND DEVELOPMENT
IMPACT FEE ADMINISTRATION
$34,041
DIVISIONAL BUDGET SUMMARY
Expenditures
Expenditures
Adopted
Amended
Estimated
1995 - 1996
1996 - 1997
1997-98
1997-98
1998-99
PERSONNEL SERVICE $ -0-
$ .0.
$ -0-
$ .0-
$ -0-
NON-OPERATING -0-
18,000
18,000
34,041
34,041
TOTAL $ -0-
$ 18,000
$ 18,000
$ 34,041
$ 34,041
DESCRIPTION
Ordinance No. 10426 created a new Chapter 54.6 of the City Code imposing an "impact
fee" on additional development in order to finance related capital improvements, the
demand for which is created by such development. Expenses to.be incurred by the City
in the administration of the Development Impact Fee Ordinance shall be reimbursed
through the imposition of a non-refundable service charge in the amount of three percent
of the impact fee due.
BUDGET HIGHLIGHTS
* This fund will contribute $34,041 to the General Fund to offset the costs incurred in
the administration of impact fees.
173
11705
PUBLIC WORKS
LOCAL OPTION GAS TAX
$6,775,138
DIVISIONAL BUDGET SUMMARY
Expenditures Expenditures
Adopted
Amended
Estimated
1995 - 1996
1996 - 1997
1997-98
1997-98
1998-99
PERSONNEL SERVICE $ -0-
$ -0-
$ -0-
$ -0-
$ -0-
NON-OPERATING 4,821,317
8,024,108
6,862,000
6,448,298
6,775,138
TOTAL $ 4,821,317
$ 8,024,108
$ 6,862,000
$. 6,448,298
$ 6,775,138
DESCRIPTION
The Local Option Sales 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 Metro -Dade County and the
municipalities which include Miami. Funds may be used for transportation related
expenses including right-of-way maintenance and drainage, public transportation, street
lights, traffic signs, bridge 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 FY'98-99 to the following
funds:
General Fund $ 6,389, 764
CIP 385,374
$ 6, 775,138
•
is
174
•
•
CONFERENCES, CONVENTIONS & PUBLIC FACILITIES
MIAMI CONVENTION CENTER
$4,747,750
PERSONNEL SERVICE
OPERATING EXPENSE
CAPITAL OUTLAY
NON -OPERATING
TOTAL
DESCRIPTION
DIVISIONAL BUDGET SUMMARY
Expenditures Expenditures Adopted
1995 - 1996
1996 - 1997
1997-98
$ 291,889
$ 320,036
$ 419,425
6,882,244
8,003,346
2,627,707
-0-
-0-
-0-
(337,302)
311,334
1,451,481
$ 6,836,831 $ 8,634,716 $, 4,498,613
Amended
1997-98
$ 312,104
2,258,624
-0-
1,861,238
$ 4,431,966
Estimated
1998-99
$ 328,944
2,438,044
-0-
1, 980, 762
$ 4,747,750
This Division manages the operations of the City of Miami/University of Miami/James L.
Knight International Center and Parking Garage and its interface with the Hyatt Hotel.
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 highlight the desirability of downtown
area as a convention destination.
SELECTED OBJECTIVES
* To ensure compliance with 17 agreements with Hyatt Hotel, University of Miami,
International Place, Off -Street Parking and other entities.
* To develop operational procedures that reduce costs and enhance the enjoyment of
the facility, thereby attracting new clients.
* To increase revenues by booking national and international events, conferences and
conventions, quality entertainment, and local civic functions.
* To refurbish the power plant, enhance the sound and lighting equipment for the
auditorium/theater, repair exterior doors, repair tile at patio entrance, seal windows
and exterior cement panels and replace stage during FY'99.
* To insure that planned renovations and capital replacement take place through the
Year 2000.
BUDGET HIGHLIGHTS
* The budget is $315,784 or 7% more that the amended budget for Fiscal Year 1997-98
due primarily to the contractual agreement with Global Facility Services to operate
® the Convention Center and to the agreement with Off -Street Parking to operate the
garage.
175
11'70`5
NEIGHBORHOOD ENHANCEMENT TEAM SERVICE CENTERS
E.
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 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'99 TABLE OF ORGANIZATION
53 POSITIONS
NET ADMINISTRATION
CHANNEL NET 9
S POSITIONS
L POSITION
UPPER EASTSIDE
LITTLE HAITI
MODEL CITY
3 POSITIONS
2 POSITIONS
2 POSITIONS
WYNWOOD/
ALLAPATTAH
OVERTOWN
.
EDGEWATER
3 POSITIONS
3 POSITIONS
4 POSITIONS
DOWNTOWN
WEST LITTLE
ELAGAMI
HAVANA
"
3 POSITIONS
2 POSITIONS
5 POSITIONS
CORAL.WAY
N/E COCONUT
S/W COCONLtT
GROVE
GROVE
6 POSITIONS S POSITIONS 4 POSITIONS
EAST LITTLE
HAVANA
5 POSITIONS
176
E
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E
NEIGHBORHOOD ENHANCEMENT TEAM SERVICE CENTERS
PERFORMANCE INDICATORS
5,000 -
^a
4,000
3,000
U
F 2,000
1,000
0
Code Enforcement Tickets Issued
Fiscal Year
SIGNIFICANT ACCOMPLISHMENTS in FY'98
* The NET Service Centers generated $1,271,878 in revenue from Certificates of Use,
Occupational Licenses and other fees.
The Revenue Collection Task Force was established and assisted in the planning and
collection of $2.5 million in revenue from Certificates of Use and Occupational
Licenses.
* The NET Solid Waste Code Enforcement Division collected $166,628 in revenue for
855 tickets at the solid waste hearings.
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OFFICE OF THE CITY MANAGER
NEIGHBORHOOD ENHANCEMENT TEAM
$2;946,126
DIVISIONAL BUDGET SUMMARY
Expenditures
Expenditures
Adopted
Amended
Estimated
1995 - 1996
1996 - 1997
1997-98
1997-98
1998-99
PERSONNEL SERVICE
$ 3,424,617
$ 2,646,042
$ 4,319,081
$ 2,288,631 $
2,690,503
OPERATING EXPENSE
212,174
114,509
414,923
175,874
235,904
CAPITAL OUTLAY
11,096
7,309
6,000
14,154
19,719
TOTAL
$ 3,647,887
$ 2,767,860
$ 4,740,004
$ 2,478,659 $
2,946,126
SELECTED OBJECTIVES.
* To -reduce illegal dumping by 20% in all NET areas.
* To provide new litter containers and create a promotional campaign for their use by
January 31, 1999.
To create and implement a plan to improve interdepartmental coordination and
communication by the end of the first fiscal quarter.
* To document and report on all instances where citizen education of the City Code was
conducted.
* To continue to combat situation that breed crime by documenting community policing
efforts.
* To fully staff all NET centers by October 31, 1998.
BUDGET HIGHLIGHTS
* The budget is $467,467 or 19% more than the Fiscal Year 1997-98 amended budget
due to higher personnel requirements, operating expenses, and capital outlay.
•
7
178
FINANCE
PUBLIC SERVICE TAXES
$36,056,646
DIVISIONAL BUDGET SUMMARY
Expenditures Expenditures Adopted
Amended
Estimated
1995 - 1996 1996 - 1997 1997-98
1997-98
1998-99
NON -OPERATING 33,514,107 34,778,541 33,712,785
34,538,568
36,056,646
TOTAL $ 33,514,107 $ 34,778,541 $ 33,712,785
$ 34,538,568
$ 36,056,646
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 Utility Service Tax Fund will contribute revenues for Fiscal Year 1998-99 to the
following funds:
•
or,
General Fund $ 14,958,798
Debt Service 21,097,848
$ 36,056,646
The revenue sources that make up this fund are:
Electricity
$19, 373, 030
Telephone/Telegraph
5,540,375
Gas
989,422
Water
2,881,252
Fuel Oil
31,204
7% Telephone Tax
7.241.S63
Total
$36,056,646
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COMMUNITY REDEVELOPMENT AGENCY
ALL DIVISIONS
$846,879
DEPARTMENTAL BUDGET SUMMARY
Expenditures Expenditures
Adopted
Amended
Estimated
1995-1996 1996-1997
199 7-98
199 7-98
1998-99
PERSONNEL SERVICES
$181,290 $57,120
$342,193
$236,801
$236,801
OPERATING EXPENSES
96,158 50,796
395,215
612,116
610,078
CAPITAL OUTLAY
379 172
25,000
0
0
NON -OPERATING
0 0
150,000
0
0
TOTAL
$277,827 $108,088
$912,408
$848,917
84$ 6,879
11
DESCRIPTION
The Community Redevelopment Agency (CRA) is responsible for implementing
redevelopment plans for the Southeast Overtown/Park West and Omni Redevelopment
Districts. Both these special districts are located in or near downtown Miami. The
redevelopment. efforts call for the removal of slum ,and blight, attraction of new
investments, and development of residential and commercial projects.
SELECTED OBJECTIVES:
* To assist in the development of 100 affordable housing units and 50,000 square feet
of commercial, retail, office .and industrial space per year for the next 2 years.
* To reduce slum and blight in the area by a minimum of 5% per year.
* To leverage a minimum of $300,000 in loans per year for small and medium-sized
businesses within the redevelopment districts and their vicinity.
BUDGET HIGHLIGHTS
* The budget is virtually the same as the Fiscal Year.1997-98 budget.
/0
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u
OMNI TAX INCREMENT DISTRICT
TRUST FUND
$856,221
DIVISIONAL BUDGET SUMMARY
Expenditure
Expenditures
Adopted
Amended
Estimated
1995-1996
1996-1997
1997-98
1997-98
1998-99
NON -OPERATING $_0
M
$849,217
$160,000
$856,221
TOTAL _00
U0
$849,217
$160,000
856 221
DESCRIPTION
. The Omni Tax Increment District Trust Fund account is used, to collect tax
increment revenue generated by the City's Omni district. The Omni Trust Fund Account
is used to finance and/or refinance redevelopment activities in the project area.
BUDGET HIGHLIGHTS
* The budget is $696,221 or 435% more than the Fiscal Year 1997-98 amended budget
due to debt service.
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SOUTHEAST OVERTOWN/PARK WEST
REDEVELOPMENT TRUST FUND
$162,165
DIVISIONAL BUDGET SUMMARY
OPERATING EXPENSES
CAPITAL OUTLAY
NON -OPERATING
TOTAL
DESCRIPTION
Expenditures Expenditures Adopted
1995-1996
1996-1997
1997-98
$210,611
$442,734
$0
242,634
0
0
114,053
600,000
667,514
$567,298
$1,042,734
$667,514
Amended Estimated
1997-98 1998-99
$0 $0
0 0
25,000 162,165
$25,000 $162,165
The Redevelopment Trust Fund account is used to collect tax increment revenue
generated by the City's tax increment district. The Redevelopment Trust Fund account is
used to finance or refinance redevelopment activities in the project area.
BUDGET HIGHLIGHTS
* The budget is $137,165 or 549% more than the Fiscal Year 1997-98 amended budget
due to increased non -operating expenses.
•
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182
L
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APPENDIX A
HISTORICAL DATA
•
•
•
•
•
•
APPENDIX A
The City Charter requires that expenditures for each department, division, and office reflect
the prior two years. The purpose of Appendix A is to show historical data for departments
and divisions that have been reorganized or deleted, or have had functions and activities
transferred to another operating department. Appendix A reflects the recent consolidation
of the Enterprise Fund, Internal Service Fund, and portions of the Trust and Agency Fund.
Amended Amended Requested
1996-97 1997-98 1998-99
Enterprise Fund
Building and Zoning $ 6,546,855 $0- $0-
Conferences and Conventions 22,830,130 0- 0-
Melreese Golf Course 304,000 0- 0-
Miami Springs Golf Course 638,866 0- 0-
Internal Service Fund
General Services Administration $ 65,163,266 $0- $0-
Trust & Agency Fund
Pension $ 37,572,356 $0- $0-
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APPENDIX B
GLOSSARY
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® GLOSSARY OF BUDGET TERMS
FOR, THE CITY OF MIAMI
Account Code -. Part of a numbering system designating accounts in such a manner
that the symbol used quickly reveals certainrequired 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.
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 as a basis for levying taxes.
Balanced Budget - A budget in which estimated revenues equal estimated expenses.
Bond - A written promise to pay a specific sum of money at a specified date or dates in
the future, together with the periodic interest at a specified rate.
Budget - A financial plan of programs, services, and construction projects that
estimates anticipated revenue and projected expenses within a specific period of time
(usually 12 months).
Budget Amendment - A formal City Commission action to adjust the adopted budget.
These amendments take two forms: Transfer of an appropriation from one
departmental budget to another; or, the appropriation of new sources of revenue.
Budget Message - The opening section of the budget which provides a general
summary of the most important aspects of the budget, changes from the current and
previous fiscal years, and the views and recommendations of the City Manager.
Budget Monitoring - The control or management of a governmental unit or enterprise
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.
•
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1�705
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, often multi -year 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 services for
designated low-income target 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 millages.
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 division of the City which indicates overall
management responsibility for an operation or a group of related operations within a
functional area.
Depreciation - (1) The expiration in service life of fixed assets due to use and the
passage of time. (2) The portion of the cost of fixed assets charged as an expense
during a particular period.
Disbursement Payment for.goods and services.
Division - The second level in the formal City organization in which a specific function
is carried out. Several divisions may comprise a single department.
Encumbrances - An .estimated amount of committed funds to purchase a designated
item or service onto cover specific contracts that are in the process of being completed.
Enterprise Fund - A fund established to account for operations financed and operated
similarly to those of a private business. Rates are set to insure that revenues are
adequate to meet all necessary expenditures. Enterprise funds are established for
services such as solid waste and golf courses to recover costs primarily through user
fees.
0
Estimated Revenue - The amount of projected income to be collected during the fiscal
year. The revenue estimate is submitted to the 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 expenses, 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. The City of Miami has specified October 1 to
September 30 as its fiscal year.
Fixed Assets - Long-term tangible assets such as land, buildings, machinery, furniture
and other equipment.
Fund - An accounting entity containing a set of self -balancing accounts to record all
financial transactions for specific activities or government functions. Eight commonly
used funds in public accounting are: general fund, special revenue funds, debt service
funds, capital projects funds, enterprise funds, trust and agency funds, internal service
funds, and special revenue funds.
Fund Balance - The difference between fund assets and fund liabilities
General Fund - A central fund used to account for most of the City's financial
resources and which supports many of the operations of city government.
General Obligation Bonds - Bonds that finance a variety of public projects such as
streets, buildings, and improvements. These bonds are backed by the full faith and
credit of the issuing government. The repayment of these bonds is usually made from
the General Fund.
Grant - A financial contribution made by a governmental unit, a foundation, or a
corporation. Such contributions are usually made for specified purposes.
Indirect Cost Reimbursement - Those elements of costs necessary to produce a
product or service but not directly traceable to the product or service. Payments are
made to the City by grant -funded programs to cover City administrative overhead costs.
In Miami, a cost allocation plan is developed to recoup General Fund costs from grants
and other funds.
Inter -Departmental Transfer - Payment from one City department to another. These
payments are generally for equipment or for services rendered, and are usually made by
way of the Internal Service Fund.
Interfund Transfers - Amounts transferred from one fund to another.
Internal Service Funds - Funds used to account for financing goods or services
provided by one department to another on a cost reimbursement basis.
Levy - To impose taxes, special assessments, or service charges for City activities.
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Line -item Budget - A budget that lists each expenditure category (salary, materials,
telephone service, travel, etc.) separately, along with the dollar amount budgeted for
each category.
Local Government 1/2 Cents Sales Tax - The value of 1/2 cent of the State sales tax,
which is returned to the City on the basis of population.
Local Option Gas Tax - A tax levy of up to six cents on each gallon of motor and
special fuels sold, which can be imposed by Dade County in accordance with State law,
and which is shared with the cities in the county.
Long Term Debt - Debt with a maturity of more than one year after the date of
issuance.
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. '
Millare 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.
Proiections - 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.
B - 4
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i
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 Millage Rate - That millage rate which will provide the same property
tax levy as was levied during the previous fiscal year, exclusive of levies on new
construction, additions to structures, deletions, and property addbd 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
AM 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
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11705
CO
Certificate of Occupancy
CU
Certificate of Use
EEO
Equal Employment Opportunity
FOP
Fraternal Order of Police
GAAP
Generally Accepted Accounting Principles
GSE
General and Sanitation Employees
HCB
Housing Conservation Board.
HIDTA
High Intensity Drug Trafficking Apprehension
HOME
Home Investment Partnership
HOPWA
Housing 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
NET
Neighborhood Enhancement Team
PAIL
Position Authorization Form
PSA
Public Service Aide
SFOB
State Financial Oversight Board
USDA
United States Department of Agriculture
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B - 6
APPENDIX C
CITY PR®FILE
•
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•
time eitN• of inismini
Miami is the nation's eleventh largest
metropolitan area, and the only
American city conceived by a woman. In
1891, Julia Tuttle came from Cleveland
and bought several hundred acres on the
Miami River. She eventually persuaded
Henry Flagler to extend his Florida East
Coast Railway to Miami.
During the 1920's, wealthy visitors
flocked to the area. Several new
communities were started, among them
Hialeah and Coral Gables. The spirit
behind this energetic development fit the
Roaring Twenties. South Florida was
becoming the nation's winter playground.
But over -speculation and a 1926
hurricane that killed more than 100
people halted growth. Miami
experienced its own brief depression
before the stock market crash of 1929.
While the Great Depression swept the
country, Miami emerged with renewed
determination. Much of the 1930's Art
Deco architecture in the Miami area
reflected America's desire to escape the
burdens of the times.
Between the turn of the century and
today, Miami's population grew from a
scant 1,681 residents to a sophisticated
and dynamic metropolis, home to
365,500 people. They represent an
incredible diversity of cultural traditions
and ethnic heritage. The most
monumental boost came during the
1960's when 260,000 Cuban refugees
arrived seeking freedom. They spurred
economic growth, soon owning more than
one-third of the local businesses. And
they changed the flavor of Miami forever.
Since 1997, Miami has been governed by
a form of government known as the
"Mayor -Commissioner plan." There are
five Commissioners elected from
designated districts within the City. The
Mayor is elected at large every four
years. As official head of the City, the
Mayor has veto authority over actions of
the Commission. The mayor appoints
the City Manager who functions as chief
administrative officer.
The important role Miami plays as an
international center is demonstrated by
the number of foreign consulates
accredited in our City. Miami is not only
"The Gateway of the Americas" but is
also a trade and commerce center for
many investors and business people from
Europe and Asia. The economic
development impact of international
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trade is staggering. During the past
decade, the value of exports and imports
processed through the Miami Customs
District increased by 20% each year.
Miami has the greatest concentration of
international banks in North America.
Domestically, the Miami Federal Reserve
office handles $1.5 trillion annually, an
indication of just how big banking is in
Miami. There are more than 30 Edge
Act banks dealing solely with foreign
loans and deposits as part of a network
of 100 banks with assets exceeding more
than $18 billion.
Miami is experiencing a resurgence in
residential and commercial construction.
Based on building permits issued as well
as variances and permits pending, new
construction within the City will
generate approximately $27 million (at
the current millage rate) in increased
property taxes between 1996 and 1999.
This land that 100 years ago was only
pine, palmetto and mangrove forest is
now framed by a breath -taking skyline
flanking the azure waters of Biscayne
Bay and the Miami River. Miami is a
very special place instilled with a
magical destiny. It holds the shaping of
decades to come as nothing less than the
"City of the Future."
6.
LOCATION 4ft SIZE
Miami is the county seat of Dade County
in South Florida. It is the largest of the
County's 26 municipalities. The City is
34 square miles in area.
DE�PLOG�ipHIC�S►
1995 Population: 365,498
Median Age: 39
Age Composition
1-19 Years:
25.6%
20-44 Years:
36.2%
45-59 Years:
16.1%
60-74 Years:
14.6%
75 & Older
7.5%
Population By Race
White:
12%
Black:
21%
Hispanic:
66%
Other:
1%
Population by Place of Birth
Born in Florida 24.1%
Born Out of State 16.2%
Foreign Born 59.7%
Household Characteristics
Total Households: 130,250
Household Size: 2.8 Persons
Med. Household Income: $19,900
Median Value of Home: $39,900
E3VK3PI..OY3VKEN9V
Miami's Major Employers
Organization Employees
Dade Co. Public Schools 30,500
County Government 28,000
Federal Agencies 18,100
State Government 16,000
Jackson Memorial Hospital 7,200
BellSouth 6,000
E
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Labor Force
Employment by Occupation
Occupation % of Workers
Executive/Managers
8.7
Professional & Technical
11.0
Sales
11.5
Admin. Support/Clerical
14.9
Service Occupations
24.5
Production & Repair
12.1
Machine Operators
8.9
Transportation & Moving
4.6
Private Household
1.8
Other
2.0
Municipal Workforce Comparison
Selected Florida Cities
Employees
per 1,000
City
Total Pop.
Population
Miami
365,498
8.8
Hollywood
125,342
10.7
No. Miami Bch.
36,171
13.1
Ft. Lauderdale
149,491
141
St. Petersburg
241,563
14.2
Tampa
285,153
15.1
Miami Beach
98,681
16.0
Orlando
170,307
18.3
TOTTRZSmII
Travel and tourism are big business in
Miami. Tourism pumps more than $5.5
billion into Greater Miami's economy
each year. Business visitors and tourists
come from all over the world. The
bustling seaport marks the area as
America's cruise capital. Miami's airport
ranks first in the nation in the number of
international flights.
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Point of Orrin
# of Visitors
Domestic
4,317,600
Caribbean
844,800
Central America
464,200
South America
1,948,400
Europe
1,139,100
Canada
501,300
Other International
163,800
Total
9,379,200
RECR.EATZON
Greater Miami's year-round tropical
climate stimulated the growth of an
exciting array of cultural and
recreational facilities/events. Because
Miami is a young city, new festivals and
events happen all the time. Some of the
better-known venues for cultural and
recreation activities include:
Miami Arena
Bayside Marketplace
Bayfront Park
Center for Fine Arts
Coconut Grove Convention Center
Orange Bowl
Dade County Auditorium
Miami Convention Center
Historical Museum of So. Florida
Gusman Center for Performing
Arts
Vizcaya Museum
Greater Miami celebrates more than 100
festivals each year honoring the City's
ethnic diversity. Many have national
reputations. Examples include:
Carnaval Miami
King Orange Jamboree Parade
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•
Coconut Grove Art Festival
Bahamas Goombay Festival
Haitian Root Music Festival
Miami Film Festival
Miami International Book Fair
Hispanic Heritage Festival
The area's natural resources are
complemented by the abundant
recreational facilities operated
by the
City. Included are:
Number of parks
37
Parkland acreage
2,500
Public swimming pools
10
Public golf courses
2
Public tennis courts
22
Boatyard & marinas
4
Boat capacity at marinas
940
DEMOGRAPHIC COMPARISON (1990 Census)
Population U.S. Rank State Racial/Ethnic Breakdown (%)
Rank
Other U.S. Cities FL only White Black Hispanic Asian
Los Angeles
Houston
Philadelphia
Boston
Cleveland
Miami
Other FL cities
Jacksonville
Miami
Tampa
St_ Petersburg
Hialeah
Orlando
3,485,398
2
- 52.8
14.0
40.0
0.5
1,630,553
4
- 52.7
28.1
27.6
4.1
1,585,577
5
- 53.5
39.9
5.6
0.2
574,283
20
- 62.8
25.6
10.8
0.3
505,616
23
- 49.5
46.6'
4.6
0.3
365,498
46
- 12.0
21.0
66.0
0.6
Am.
Indian
9.8
.3.0
2.8
5.3
1.0
0.2
635,230
15
1
72.0
25.2
2.6
1.9
0.3
365,498
46
2
12.0
21.0
66.0
0.6
0.2
285,153
55
3
69.6
24.6
14.7
1.3
0.3
241,563
65
4
77.0
19.3
2.6
1.6
0.2
188,004
85
5
10.0
1.9
87.6
0.5
0.1
170,307
104
6
66.5
26.0
8.5
1.5
0.3
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C-4
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APPENDIX D
OTHER CITY AGENCIES
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6
DOWNTOWN DEVELOPMENT AUTHORITY
$1,470,000
PERSONNEL SERVICES
OPERATING EXPENSES
NON -OPERATING
TOTAL
DESCRIPTION
DEPARTMENTAL BUDGET SUMMARY
Expenditures Expenditures
1995-1996 1996-97
$ 550,947 $
471,855
558,614
608,799
68,371
69,995
$ 1,177,932 $
1,150,649
Adopted
Amended
Estimated
199 7-98
199 7-98
1998-99
$ 595,000 $
595,000 $
620,000
786,500
735,500
832,500
7,500
7,500
17,500
$ 1,389,000 $ 1,338,000 $ 1,470,000
The DDA, supported by a special property tax levied within its area, is Tesponsible 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's 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 of life, public safety, transportation, infrastructure, education, business
development, recreation, and other pertinent issues.
SELECTED OBJECTIVES
* To promote redevelopment of vacant and undeveloped land on the Miami River for
housing, restaurants, fisheries, markets, entertainment, retail, and the arts.
* To market the Omni area as a media and entertainment district for economic
revitalization and more job opportunities by creating incentives for studios,
production facilities, storage of studio sets, and other entertainment support
services.
* To plan and solicit funding for transportation and infrastructure improvements.
* To stimulate new recreational entertainment that .will support downtown
attractions like the Arena and the Performing Arts Center.
BUDGET HIGHLIGHTS
* This budget is $132,000 or 10% more than the Fiscal Year 1997-98 amended budget
due to an increase in real and personal property in the Downtown Development
District to which an additional ad valorem tax may be levied.
iml
1:705
11
0
DEPARTMENT OF OFF-STREET PARKING
$10,077,166
DEPARTMENTAL BUDGET SUMMARY
Expenditures Expenditures
1995-96 1996-97
PERSONNEL SERVICES $ 3,696,227 $ 3,748,000
OPERATING EXPENSES 6,376,248 7,064,811
NON -OPERATING 815,000 1,865,306
TOTAL $ 10,887,475 $ 12,678J17
DESCRIPTION .
Adopted
Amended
Estimated
1997-98
1997-98
1998-99
$ , 4,398,516
$ 4,398,516
$ 4,514,833
5,108, 832
5,108, 832
4,631,044
1,083,821
1,083,821
931,289
$ 10,591,169 $10,591,169 $ 10,077,166
The Off -Street Parking Authority is a semi -autonomous agency of the City supported
solely .by the revenue generated through its operation. The Authority is governed by
the five member Off -Street Parking Board. The Board has the power, duties and
responsibilities customarily vested in the board of directors of a private corporation
and exercises supervisory control over the operations of the off and on -street parking
facilities of the City. The Miami City Commission 'retains the final authority for the
approval or the Authority's annual budget and rate structure, the confirmation of
appointments to the Board and the issuance of parking revenue bonds. The budget
summary above includes the World Trade Center Garage and the Gusman and
Olympia Enterprise Fund.
SELECTED OBJECTIVES
* To provide efficient and cost effective municipal parking while maintaining high
standards of service and security
* To manage the World Trade Center garage and parking tickets so that the
Department contributes $3.5 million to the City's General Fund from these two
activities.
* To increase revues from operations from $10.4 million to $10.6 million.
* To generate total revenue in excess of $13 million.
BUDGET HIGHLIGHTS
* The budget is $514,003 or 5% less than the amended budget for Fiscal Year 1997-
98 due to reduced interest expenses.
•
•
D - 2
•
MIAMI SPORTS AND EXHIBITION AUTHO
$650,000
DEPARTMENTAL BUDGET SUMMARY
Expenditures Expenditures
Adopted
Amended
Estimated
1995-1996
1996-9 7
199 7-98
199 7-98
1998-99
PERSONNEL SERVICES
$ 444,907
$ 376,317 $
125,000
$ 261,950
$ 331,950
OPERATING EXPENSES
774,372
802,916
25,000
324,550
309,550
CAPITAL OUTLAY
300,000
-0-
-0-
-0-
-0-
NON-OPERATING
26,676
10,000
-0-
8,500
8,500
TOTAL
$ 1,545,955
$ 1,189,233 $
150,000
$ 595,000
$ 650,000
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.
16 SELECTED OBJECTIVES
•
* To use the Miami Arena to promote family -related events.
* To attract trade shows and international events that will showcase the City.
* To increase the number of conventions and exhibitions that utilize City of Miami
hotels and facilities by 5%.
* To continue developing youth oriented programs such as the Miami -Jackson
High School chess championship and the North Miami High School basketball
team. --
BUDGET HIGHLIGHTS
* This budget is an estimate. for the 1998-99 fiscal year.
D - 3
•
0
BAYFRONT PARK MANAGEMENT TRUST
$3,294,500
DEPARTMENTAL BUDGET SUMMARY
Expenditures
Expenditures
Adopted
Amended
Estimated
1995-1996
1996-9 7
1997-98
1997-98
1998-99
PERSONNEL SERVICES
$ 774,692
$ 719,371 $
807,603 $
807,603
$ 855,242
OPERATING EXPENSES
2,424,616
1,321,539
1,836,723
1,836,723
1,916,644
NON -OPERATING
135,119
82,766
1,071,614
11,614
522,614
TOTAL
$ 3,334,427
$ 2,123,676 $
3,715,940 $
2,655,940
$ 3,294,500
DESCRIPTION
The Bayfront Park Management Trust was created by the Miami City Commission in
1987 to operate and monitor Bayfront Park for the purpose of maximum community
utilization and enjoyment. The Trust promotes activities and makes improvements
necessary to enhance the Park, attract visitors, and create tourism -related events in
downtown Miami. Numerous events are held that appeal to the diverse cultures of the
people who reside in and visit Miami.
SELECTED OBJECTIVES
* To host annual signature events such as the Hispanic .Heritage Festival, Jamaican
Awareness, and the Big Orange New Year's Jamboree.
• To use the Tina Hills Pavilion as the venue for the After Dark Concert Series.
* To continue using the Amphitheater for multicultural festivals and celebrations
featuring African American, Haitian, Colombian, Puerto Rican, and Caribbean
music.
* To change the Challenger Memorial plantings four times per. year.
BUDGET HIGHLIGHTS
* The requested budget is 24% or $638,560 more than the Fiscal Year 1997-98
amended budget due to increased personnel services and major non -operating
expenses such as new sound and lighting and replanting the rock garden.
* The Trust continues to search for additional opportunities to produce income such as
the gaming vessel operation.
f
D-4
16
•
APPENDIX E
CAPITAL IMPROVEMENT PROGRAM
11705
11` b`5
Ll
•
APPENDIX E
CAPITAL IMPROVEMENT PROGRAM
Estimated Fiscal Year 1998-99 Appropriations & Allocations
is Y nnn,S.i
PROJ. #
PROJECT NAME
TOTAL PROJECT
FY'98-99
BUDGET
APPROPRIATION
ALLOCATION
GENERAL GOVERNMENT
311009
REMOVAL OF UNDERGROUND TANKS
$1,624.1
$387.5
311015
UPGRADE MAINFRAME COMPUTERS & PERIPHERALS
$9,374.2
$0.0
311016
CITYWIDE FACILITY RENOVATION & RESTORATIONS
$732.5
$220.0
311019
ARCHITECTURAL / ENGINEERING COMPUTER SYSTEM
$300.0
$81.2
311027
FINANCIAL INFORMATION SYSTEM
$674.0
$0.0
_311030
GSA PARKING & BAY EXPANSION / IMPACT FEE
$412.8
$302.8
311031
INTEGRATED TEXT AND IMAGE MANAGEMENT SYSTEM
$100.0
$80.0
311033
CITY CLERK OFFICE MICROFILM SYSTEM ENHANCEMENTS
$19.0
$0.0
311042
MIAMI RIVERSIDE CENTER ACQUISITION
$18,293.8
$0.0
311043
NETWORK INFRASTRUCTURE AND ROBOTICS
$3,500.0
$0.0
311044
PC'S FOR ALL CITY SATELLITE LOCATIONS
$500.0
$500.0
311045
MICROCOMPUTERS, PERIPHERALS AND SOFTWARE, PHASE II
$2,500.0
$0.0
311602
ACQUISITION OF COMPUTER PERIPHERALS AND SOFTWARE
$325.0
$50.0
311603
CLEARPATH COMPUTER AND RELATED SOFTWARE
$7,500.0
$1,700.0
311604
WORK ORDER AND PROJECT MANAGEMENT SYSTEM
$200.0
$200.0
311605
BLDG. &ZONING DEPT. MICROFILM READER/PRINTER MACHINE
$25.0
$25.0
311606
FINANCE DEPT. ELECTRONIC CASH REGISTERS
$20.0
$20.0
311610
CITYWIDE DOCUMENT MANAGEMENT SYSTEM
$600.0
$600.0
311612
TESTING FOR YEAR 2000
$100.0
$100.0
311700
HEAVY EQUIP. FACILITY CLEANUP & VAPOR RECOVERY SYS.
$100.0
$100.0
311702
HEAVY EQUIPMENT AND CAR WASH REPLACEMENT
$897.5
$525.0
311704
AC AND HVAC SYSTEMS REPLACEMENT
$84.0
$84.0
311706
FLEET MANAGEMENT BLDG. ROOF REPLACEMENT
$200.0
$200.0
311806
WATSON ISLAND FIRE LINE - DSR #3069
$214.9
$50.0
311821
RICKENBACKER MARINA HURRICANE REPAIRS - TRUST FUND
$63.8
$0.0
311823
PIONEER CLUB SEAWALL HURRICANE REPAIRS - TRUST FUND
$240.0
$0.0
311850
REPLACEMENT OF CITYWIDE FLEET
$5,022.7
$2,937.2
311927
SAFETY INFRASTRUCTURE REPAIRS
$261.2
$10.0
311928
GSA BUILDING HAZARD MITIGATION - DSR 19395
$152.6
$152.6
311950
FEMA CONSOLIDATED DSR BALANCES
$1,133.0
$0.0
GENERAL GOVERNMENT TOTAL:
$55,170.1
$8,325.3
PUBLIC SAFETY
POLICE AND FIRE "
312010
POLICE MOBIL DIGITAL TERMINAL REFINEMENT
$2,400.1
$786.8
312012
POLICE PROPERTY & AUTO POUND FACILITY RENOVATION
$138.0
$20.5
312015
CENTRAL POLICE FACILITY EXPANSION
$1,074.0
$587.0
312018
POLICE EQUIPMENT ACQUISITION
$1,449.6
$161.3
312022
NORTH POLICE STATION PARKING & BLDG.EXP. / IMPACT FEE
$235.0
$235.0
312023
CENTRAL POLICE STATION PARKING & BLDG. EXP. / IMPACT FEE
$148.4
$148.4
E - 1
11705
312024
SOUTH POLICE STATION PARKING & BLDG. EXP. / IMPACT FEE
$369.3
$369.3
312025
HEADQUARTER BUILDING RENOVATIONS
$350.0
$350.0
312028
800 MHz RADIO SYSTEM & MOBIL DIGITAL TERMINALS EXP. / IMPACT
$191.1
$120.6
FEE
312029
CONSOLIDATION OF POLICE & FIRE COMMUNICATIONS
$825.0
$0.0
312030
MIAMI POLICE DEPARTMENT FACILITY RESTORATION
$1,250.0
$0.0
312032
MOBIL DIGITAL COMPUTERS - PHASE 1
$8,284.8
$3,337.5
312034
UPGRADE EMERGENCY GENERATORS & OTHER RELATED
$3,000.0
$649.4
EQUIPMENT
312035
NORTH SUBSTATION RENOVATIONS
$40.0
$40.0
312876
POLICE HEADQUARTERS BLDG. HAZARD MITIGATION - DSR 7223
$138.6
$138.6
313018
RENOVATION OF FIRE STATIONS & OLD FIRE DRILL TOWER
$2,235.0 '
$214.0
313232
FIRE DEPARTMENT COMPUTER ENHANCEMENT - FY'89
$1,207.0
$296.2
313233
FIRE -RESCUE NEW APPARATUS ACQUISITION
$4,228.3
$1,811.0
313238
EMERGENCY OPERATIONS CENTER IMPROVEMENTS
$648.0
$488.2
313240
FIRE STATION #1 & 4 EXPANSION, EMS UNIT, AERIAL & HAZARDOUS
$68.0
$0.0
MATERIAL APPARATUS / IMPACT FEE
313241
RELOCATION OF FIRE DEPARTMENT ADMINISTRATIVE OFFICES
$500.0
$0.0
313242
FIRE STATION # 7 EXPANSION & EMS RESCUE UNIT / IMPACT FEE
$14�5'
$0.0
313243
FIRE STATION # 8 EXPANSION & EMS RESCUE UNIT / IMPACT FEE
$15.2
$0.0
313244
FIRE STATION # 12 EXPANSION & EMS RESCUE UNIT / IMPACT FEE
$3.4
$0.0
313300
FIRE STATIONS C.D. RENOVATIONS
$483.0
$406.4
313640
FIRE STATION # 4 HAZARD MITIGATION / DSR 35825
$19.3
$8.1
313642
FIRE STATION # 9 HAZARD MITIGATION / DSR 18627
$17.6
$2.4
313754
FIRE TRAINING CENTER HAZARD MITIGATION / DSR 33404
$30.3
$30.3
313826
SOUTH FLORIDA URBAN SEARCH AND RESCUE PROGRAM
$456.0
$192.8
313827
FEMA URBAN SEARCH AND RESCUE PROGRAM
$30.0
$22.3
313994
FIRE STATION # 11 HAZARD MITIGATION
$15.0
313995
FIRE STATION # 1 HAZARD MITIGATION - DSR 40325
$48.2
$48.2
313996
FIRE GARAGE HAZARD MITIGATION - DSR 72241
$23.3
$23.3
313997
FIRE STATION # 3 HAZARD MITIGATION - DSR 40322
$8.0
$8.0
PUBLIC SAFETY TOTAL:
$29,944.0
$10,510.6
SOCIAL & ECONOMIC ENVIRONMENT
321038
LATIN QUARTER SPECIALTY CENTER -LAND ACQUISITION
$1,205-4
$224.0
322055
ART IN PUBLIC PLACES - MIAMI DESIGN DISTRICT
$250.0
$215.0
322056
MIAMI DESIGN DISTRICT - SIGNAGE PROGRAM
$25.0
$10.0
322057
SOUTHEAST OVERTOWN / PARK WEST PHASE II
$2,819.7
$0.0
322059
OVERTOWN SHOPPING CENTER RENOVATIONS
$160.0
$0.0
322060
MANUEL AIRTIME CENTER RENOVATIONS - FY'95
$200.0
$100.0
322061
TOWER THEATER REHABILITATION
$2,526.8
$2,102.7
322064
RIVERSIDE RIVERFRONT REDEVELOPMENT
$455.2
$355.2
344101
WATSON ISLAND AVIATION & VISITORS CENTER
$7,116.5
$6,115.0
SOCIAL & ECONOMIC ENVIRONMENT TOTAL:
$14,758.6
$9,121.9
PARKS & RECREATION
331042
LUMMUS PARK REDEVELOPMENT
$750.9
$103.1
331044
VIRGINIA KEY PARK DEVELOPMENT- PHASE 1
$731.0
$731.0
331053
AFRICAN SQUARE PARK RENOVATIONS
$804.0
$60.0
331056
ROBERTO CLEMENTE PARK REHABILITATION
$2,080.5
$28.1
331070.
ATHALIE RANGE PARK IMPROVEMENTS
$396.5
$191.5
331232
BAYFRONT PARK REDEVELOPMENT - PLAY STRUCTURES
$181'.5
$171.0
331309
ALLAPATTAH-COMSTOCK PARK RENOVATION
$943.8
$216.8
E-2
331310
GRAPELAND PARK IMPROVEMENTS
$238.0
$0.0
331312
LEGION PARK IMPROVEMENTS
$418.7
$76.2
331313
MORNINGSIDE PARK RENOVATIONS
$893.3
$291.3
331316
VIRRICK PARK RENOVATIONS
$1,673.8
$169.4
331318
--CITYWIDE PARK PLAYING COURT RENOVATIONS
$575.0
$10.9
331341
GIBSON PARK IMPROVEMENTS
$444.9
$135.4
331342
ARMBRISTER PARK RENOVATIONS
$453.1
$64.0
331343
KIRK MUNROE PARK IMPROVEMENTS
$101.0
$57.6
331344
REEVES PARK RENOVATIONS
$150.0
$150.0
331346
SIMPSON PARK RENOVATIONS
$432.6
$163.8
331351
WILLIAMS PARK RENOVATION
. $695.6
$159.0
331356
HENDERSON PARK RENOVATIONS
$239.9
$51.5
331357
DORSEY PARK RENOVATIONS
$583.4
$326.5
331359
PEACOCK PARK SITE IMPROVEMENTS
$822.0
$387.0
331360
SHENANDOAH PARK IMPROVEMENTS
$1,144.5
$135.0
331361
EATON PARK IMPROVEMENTS
$434.0
$434.0
331362
CURTIS PARK SHORELINE IMPROVEMENTS
$310.0
$124.0
331363
TOWN PARK RENOVATIONS
$70.0
$0.0
331364
TACOLCY PARK C.D. IMPROVEMENTS
$415.0
$255.5
_331365
CITY CEMETERY IMPROVEMENTS
$110.0
$110.0
331368
PARKS DEPARTMENT VEHICLE ACQUISITION
$565.0
$565.0
331372
COCONUT GROVE RESIDENTIAL PARK RENOVATIONS / IMPACT FEE
$191.8
$0.0
331373
LITTLE HAVANA RESIDENTIAL PARK RENOVATIONS / IMPACT FEE
$71.9
$0.0
331374
FLAGAMI RESIDENTIAL PARK RENOVATIONS / IMPACT FEE
$46.5
$0.0
331375
ALLAPATTAH RESIDENTIAL PARK RENOVATIONS / IMPACT FEE
$25.1
$0.0
�..
331377
331379
EDISON RESIDENTIAL PARK RENOVATIONS / IMPACT FEE
MERRIE CHRISTMAS PARK HANDICAP IMPROVEMENTS
$2.6
$89.3
$0.0
$69.3
331380
MOORE PARK TRACK RENOVATIONS
$1,377.8
$1,058.0
331382
COCONUT GROVE MINI PARK RENOVATION - C.D.
$149.6
$39.2
331383
CRESTWOOD PARK C.D. IMPROVEMENTS
$30.0
$0.0
331384
GIBSON PARK C.D. IMPROVEMENTS
$129.5
$0.0
331385
JOSE MARTI PARK DEVELOPMENT - PHASE III - C.D.
$1,374.1
$487.0
331386
LEMON CITY PARK DAY CARE IMPROVEMENTS - C.D.
$564.5
$514.6
331387
LUMMUS PARK ADULT CENTER - C.D.
$55.0
$25.8
331388
ATHALIE RANGE PARK POOL - C.D.
$60.0
$60.0
331389
REEVES PARK C.D. IMPROVEMENTS
$177.2
$44.0
331390
TARGET AREA PARK C.D. IMPROVEMENTS
$145.5
$6.4
331391
HADLEY PARK SENIOR CENTER
$1,563.2
$1,563.2
331395
RIVERSIDE PARK IMPROVEMENTS - C.D.
$102.1
$74.8
331396
BUENA VISTA PARK RENOVATIONS - C.D.
$402.1
$300.0
331399
JOSE MARTI PARK EXPANSION
$654.5
$654.5
331401
BAYFRONT PARK IMPROVEMENTS
$1,000.0
$1,000.0
331403
HADLEY PARK RENOVATIONS
$78.6
$61.5
331404
MILLER DAWKINS PARK RENOVATION
$38.7
$38.7
331405
BAYWOOD PARK SHORELINE IMPROVEMENTS
$170.0
$10.0
331406
MOORE PARK DAYCARE RENOVATIONS
$5.6
$5.6
331407
NORTH BAY VISTA PLAYGROUND
$24.5
$0.0
331408
CUBAN MEMORIAL BLVD. FACELIFT
$6.8
$6.8
331409
WEST BUENA VISTA PARK RENOVATIONS
$32.3
$4.2
332133
CORAL GATE PARK IMPROVEMENTS
$182.3
$182.3
332174
KINLOCH PARK IMPROVEMENTS
$686.5
$500.8
332216
ELIZA13ETH VIRRICK BOXING GYM / LOC. 45-057
$1,298.0
$500.0
333100
WAINWRIGHT PARK IMPROVEMENTS
$102.9
$102.9
333101
BRICKELL PARK IMPROVEMENTS
$43.6
$43.6
E - 3
11705
E
•
333102
DOUGLAS PARK IMPROVEMENTS
$310.3
$230.0
- 333103
FERN ISLE PARK IMPROVEMENTS
$211.0
$211.0
333104
PACE PARK IMPROVEMENTS
$138:8
$138.8
333105
SEWELL PARK IMPROVEMENTS
$115.0
$115.0
333106
TRIANGLE. PARK IMPROVEMENTS
.$30.0
$30.0
333107
WEST END PARK IMPROVEMENTS
$142.3
$142.3
333108
ROBERT KING HIGH PARK IMPROVEMENTS
$173.9
$173.9
333109
BRYAN PARK IMPROVEMENTS
$55.0
$55.0
333111
SOUTH SIDE PARK IMPROVEMENTS
$44.0
$44.0
333112
KENNEDY PARK IMPROVEMENTS
$76.6
$76.6
333113
CURTIS PARK IMPROVEMENTS
$17.2
$17.2
333114
MACEO PARK RECREATION / SENIOR CENTER
$77.6
$77.6
333115
GROVE PARK IMPROVEMENTS
$44.0
$44.0
333116
BELLE MEADE PARK IMPROVEMENTS
$31.5
$31.5
333117
BLANCHE PARK IMPROVEMENTS
$38.6
$38.6
333118
STEARNS/PALLOT PARK IMPROVEMENTS
$12.2
$12.2
333119
RAINBOW VILLAGE PARK IMPROVEMENTS
$32.9
$32.9
333120
PULLMAN MINI PARK IMPROVEMENTS
$28.0
$28.0
333121
OAKLAND GROVE MINI PARK IMPROVEMENTS
$19.5
$19.5
333122
LINCOLN PARK IMPROVEMENTS
$10.0
$10.0
333123
fLAGLER TERRACE PARK IMPROVEMENTS
$33.6
$33.6
333124
VIRRICK COMMUNITY WATER SPORTS CENTER
$350.8
$350.8
333126
WATSON ISLAND BOAT RAMP IMPROVEMENTS
$186.0
$184.0
333128
VIRGINIA KEY WILDLIFE / ENVIRONMENTAL CENTER
$58.2
$54.8
336006
HURRICANE TRUST FUND PARK RECOVERY
$1,850.0
$461.2
416048
RENOVATION OF MELREESE GOLF COURSE
$3,900.0
$210.2
416500
MELREESE GOLF COURSE DEBRIS, TREES & BENCH / DSR 89881
$228.6
$0.0
PARKS & RECREATION TOTAL:
$35,755.7
$15,343.5
PUBLIC FACILITIES
STADIUMS
404241
ORANGE BOWL RAMPS
$250.0
$250.0
SUBTOTAL:
$250.0
$250.0
AUDITORIUMS
.325002
COCONUT GROVE CONVENTION CENTER IMPROVEMENTS
$500.0
$500.0
325008
MIAMI CONVENTION CENTER POWER PLANT
$420.0
$420.0
.325010
MIAMI CONVENTION CENTER ROOF RENOVATION
$200.0
$200.0
325012
MIAMI CONVENTION CENTER EQUIP. & BLDG. IMPROVEMENTS
$300.0
$300.0
325806
COCONUT GROVE CONVENTION CENTER HAZARD MITIGATION.
$76.6
$76.6
SUBTOTAL:
$1,496.6
$1,496.6
MARINAS
326002
WATSON ISLAND MARINA IMPROVEMENTS
$120.0
$120.0
326004
DINNER KEY MARINA ELECTRICAL IMPROVEMENTS
$40.0
-$40.0
326008
MARINE STADIUM MARINA BOAT RACKS REPLACEMENT
$180.0
$180.0
413400
MIAMARINA PROJECT IMPROVEMENT - PIERS A, B & C - DSR #15732
$5,993.4
$300.0
413403
MIAMARINA DOCKMASTER'S OFFICE IMPROVEMENTS
$180.0
$37.5
418001
DINNER KEY BOATYARD UPLAND IMPROVEMENTS
$1,000.0
$90.0
418402
MERRILL STEVENS GROUNDS & PARKING AREA / DSR #3041
$249.4
$0.0
SUBTOTAL:
$7,762.8
$767.5
PUBLIC FACILITIES TOTAL:
$9,509.4
$2,514.1
TRANSPORTATION
STREETS
341135
DOWNTOWN STREET IMPROVEMENTS - PHASE III / IMPACT FEE
1,000.00
$18.0
341170
CITYWIDE STREET IMPROVEMENTS - FY'96-FY'99
1,339.80
$1,042.2
341171
REBUILD SIDEWALKS AND STREETS - FY'1995-99
$911.0
$376.2
E-4
341172
341173
BISCAYNE BOULEVARD -NEW WORLD DESIGN
VENETIAN CAUSEWAY IMPROVEMENTS
341195
EDISON STREET REBUILDING / IMPACT FEE
341198
LITTLE HAVANA STREET REBUILDING / IMPACT FEE
341199
_-FLAGAMI STREET REBUILDING / IMPACT FEE
341200
ALLAPATTAH STREET REBUILDING / IMPACT FEE
341203
MODEL CITY STREET IMPROVEMENTS
341204
SECURITY GUARD SPECIAL TAXING DISTRICT
341300
ALLAPATTAH G.D. SIDEWALK REPLACEMENT
341302
COCONUT GROVE C.D. SIDEWALK REPLACEMENT
341304
EDISON/LITTLE RIVER C.D. SIDEWALK REPLACEMENT
341306
LITTLE HAVANA C.D. SIDEWALK REPLACEMENT
341308
MODEL CITY C.D. SIDEWALK REPLACEMENT
341310
OVERTOWN C.D. SIDEWALK REPLACEMENT
341312
WYNWOOD C.D. SIDEWALK REPLACEMENT
341314
DOWNTOWN C.D. SIDEWALK REPLACEMENT
341321
ALLAPATTAH C.D. STREET & SIDEWALK REPLACEMENT
341322
COCONUT GROVE C.D. STREET & SIDEWALK REPLACEMENT
341323
EDISON/LITTLE RIVER C.D. STREET & SIDEWALK REPLACEMENT
341324
LITTLE HAVANA C.D. STREET & SIDEWALK REPLACEMENT
341325
MODEL CITY C.D. STREET & SIDEWALK REPLACEMENT
341326
OVERTOWN C.D. STREET & SIDEWALK REPLACEMENT
341327
WYNWOOD C.D. STREET & SIDEWALK REPLACEMENT
341328
DOWNTOWN C.D. STREET & SIDEWALK REPLACEMENT
s
MASS TRANSIT
343229 DOWNTOWN COMPONENT OF METRORAIL STAGE II -
CONTRIBUTION
$4,100.0
$0.0
$65.0
$43.0
$108.3
$27.0
$235.1
$57.6
$233.6
$54.0
$282.9
$54.0
$680.0
$47.9
$558.0
$505.1
$210.9
$207.1
$125.0
$122.8
$125.0
$122.8
$250.0
$245.6
$125.0
$122.8
$125.0
$125.0
$125.0
$122.8
$125.0
$122.8
$450.4
$450.4
$150.4
$150.4
$400.0
$400.0
$400.0
$400.0
$400.0
$400.0
$150.0
$150.0
$150.0
$150.0
$150.0
$150.0
SUBTOTAL: $12,9.75.4
SUBTOTAL:
TRANSPORTATION TOTAL:
PHYSICAL ENVIRONMENT
SANITARY SEWERS
351283 WATSON ISLAND SANITARY SEWERS
351284 CITYWIDE SANITARY SEWER EXTENSIONS - FY'95-99
351285 SHENANDOAH SANITARY SEWER REPLACEMENT - PH.1
351288 CITYWIDE SANITARY SEWER REHABILITATION
351289 CITYWIDE SANITARY SEWER MAPPING PROGRAM
351290 SANITARY SEWER CROSS CONNECTION ELIMINATION PROGRAM
SUBTOTAL
STORM SEWERS
352179 ORANGE BOWL PUMP STATION MODIFICATION
352196 NORTHWEST STORM SEWER
352231 CITYWIDE LOCAL DRAINAGE PROJECTS - FY'96-FY'98
352240 RIVERVIEW PUMP STATION MODIFICATIONS
352253 PUMP STATION RENOVATIONS - FY'92 TO FY'97
352257 LEJEUNE STORM SEWERS - PHASE 11 AND PHASE III / IMPACT FEE
E - 5
$7,118.4
$7,118.4
$20,093.8
$4,000.0
$750.0
$30.0
$1,056.0
$700.0
$500.0
$5,667.5
$200.0
$200.0
$5,867.5
$1,106.9
$0.0
$0.0
$0.0
$0.0
$0.0
$7,036.0 $1,106.9
$200.0
$0.0
$750.0
$81.0
$3,467.0
$1,602.8
$500.0
$467.0
$600.0
$100.0
$1,400.0
$470.0
111705 !
352259
WAGNER CREEK RENOVATIONS - PHASE IV
$400.0
$400.0
352263
WAGNER CREEK RETROFITTING - PHASE V
$450.0
$450.0
352264
BELLE MEADE STORM SEWERS - PHASE it
$1,650.0
$841.2
352265
FAIRLAWN STORM SEWERS - PHASE 1 &.11
$3,000.0
$1,861.8
352277
NATIONAL POLLUTANT DISCHARGE ELIMINATION SYSTEM
$1,700.0
$170.4
352279
ROADS AREA STORM SEWERS AND STREETS - PHASE 1
$1,000.0
$897.4
352286
LITTLE RIVER STORM SEWERS RETROFITTING - PHASE II
$800.0
$55.2
352288
STORMWATER DRAINAGE MASTER PLAN UPDATE - FY'94
$250.0
$0.0
352291
DOWNTOWN STORM SEWER REBUILDING / IMPACT FEE
$358.6
$358.6
352293
LITTLE HAVANA STORM SEWER REBUILDING / IMPACT FEE
$117.0
$88.5
SUBTOTAL:
$16,642.6
$7,843.9
SOLID WASTE
353009
SOLID WASTE EXPANDED FACILITIES
$50.0
$50.0
353010
SOLID.WASTE COLLECTION EQUIPMENT
$3,794.0
$742.6
353011
PURCHASE OF GARBAGE / TRASH TRUCKS & CRANES / IMPACT FEE
$397.3
$397.3
353012
CITYWIDE LITTER CONTAINER ACQUISITION PROGRAM
$400.0
$400.0
353014
PURCHASE OF TRACTORS WITH HOISTS & ROLL ON /ROLL OFF !
$92.7
$92.7
IMPACT FEE
353015
SOLID WASTE CAPITAL IMPROVEMENTS - FY 1999-2003
$1,682.6
$1,682.6
SUBTOTAL:
$6,416.6
$3,365.2
PHYSICAL ENVIRONMENT TOTAL:
$30,095.2
$12,316.0
GRAND TOTAL ALL PROJECTS: $195,326.8 $63,998.9
•
E - 6
TO: Honorable Mayor and Members
of the City Commission
FROM: �onald H. Warshaw
City Manager
RECOMMENDATION:
CITY OF MIAMI, FLORIDA
INTER -OFFICE MEMORANDUM
E
DATE: SEP 211998 FILE:
SUBJECT: Appropriations Ordinance for
Fiscal Year 1998-99
REFERENCES:
ENCLOSURES: One
It is respectfully recommended that the City Commission adopt the attached Appropriations
Ordinance establishing the proposed appropriations for the Fiscal Year ending September 30,
1999.
BACKGROUND:
The Office of Budget and Management Analysis has prepared and submitted through my office to
the Mayor and City Commission, a Budget Estimate of the revenues and expenditures of all City
departments and boards for Fiscal Year 1998-99. Per the recommendations of the Financial
Oversight Board, the annual Appropriations Ordinance now includes the Capital Improvement
Program.
Revenue and expenditure information is summarized below:
General Fund
General Obligation Bonds
Total General Operating Appropriations
Debt Service
Special Revenue Funds
Trust and Agency Funds
Total Capital Improvement Funds
Capital Improvement Funds - Fiscal Year
1998-99 (Included in the above total.)
DHW/DMP/ndf
$287,995,182
21,031,690
$309,026,872
$ 32,594,024
$ 114,477,228
$ 1,865,265
$ 195,556,100
$ 64,178,400
1170
•
MIAMI DAILY BUSINESS REVIEW
Published Daily except Saturday, Sunday and
Legal Holidays
Miami, Dade County, Florida.
STATE OF FLORIDA
COUNTY OF DADE:
Before the undersigned authority personally appeared
Sookle Williams, who on oath says that she Is the Vice
President of Legal Advertising of the Miami Daily Business
Review flkla Miami Review, a daily (except Saturday, Sunday
and Legal Holidays) newspaper, published at Miami In Dade
County, Florida; that the attached copy of advertisement,
being a Legal Advertisement of Notice in the matter of
CITY OF MIAMI
ORDINANCE NO. 11698
In the .......... XXXXX ..................... Court,
weetolisbed Inlsa $j?wspaper in the Issues of
Afflant further says that the said Miami Daily Business
Review is a newspaper published at Miami in said Dade
County, Florida, and that the said newspaper has heretofore
been continuously published In said 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 Dade County, Florida, for a period of
one y t preceding the first publication of the attached
copy of adv isement; and aNfant further says that she has
pelt r pal nor promised any person, firm or corporation
any scou t, rebate, ommission or retu for the purpose
Z88derg this adv Isement for publ ation in the said
Sworn o a d subscribed before me
7 t�il
October `33A
......Adayy of�.........j................. A.D. 19......
(SEAL) Oy PU OFFICIAL p�OTAf1Y SEAL
CCHHERYL H MA�!9d)ER
Sookle William onally_ rTi� sway tim lleA
� Q C1;;545364
1 '` o f�av cara�asslsSSl t:xnll�s
9r`cOF f�0� APR. 12,2000
CITY OF 'MIAMI, FLORIDA
.':LEGAL NOTICE
- All interested persons will take notice that on the 28th day of Sep-
tember 1998, the City Commission of Miami, Florida adopted the fol-
lowing titled ofdinances:
ORDINANCE NO. 11697 '
AN EMERGENCY ORDINANCE AMENDING ORDINANCE
NO., 11395,. .ADOPTED ' SEPTEMBER 12, ` 1946, 'AS
AMENDED,', WHICH"ESTABLISHED INITIAL- RESOURCES ,
;AND.' INITIAL.'APPROPRIATIONS FOR ^A SPECIAL '
REVENUE FUND ENTITLED: "VICTIMS OF CRIME ACT;"
THEREBY INCREASING SAID APPROPRIATION' IN THE
I. AMOUNT OF $35;000.00, -CONSISTING OF A-. GRANT
FROM; THE:-STATE:'OF . FLORIDA, OFFICE OF THE
' -
I' ATTORNEY- 'GENERAL; -,_AUTHORIZING THE CITY
MANAGER\TOtACCEPT SAID GRANT, AND,TO EXECUTE
THE NECESSARY DOCUMENTS,, IN A .FORM _
ACCEPTABLE TO -THE . CITY ATTORNEY FOR THIS
PURPOSE; CONTAINING A REPEALER PROVISION AND
SEVERABIUTY CLAUSE:
ORDINANCE NO. 11698 „
AN ORDINANCE AMENDING CHAPTER 21ARTICLE II OF.
THE CODE .OF THE. CITY: OF. MIAMI, FLORIDA, AS
AMENDED,, ENTITLED "ADMINISTRATION/MAYOR AND }
CITY 'COMMISSION,".' BY ADDING LANGUAGE TO
CLARIFY SECTION ! 4(g)(6) OF THE -CHARTER OF THE
CITY OF MIAMI: FLORIDA,-AS AMENDED, AS IT RELATES
TO THE TIME WHEN, THE REMOVAL- OF THE 'CITY'..'
MANAGER BY• THE -MAY J OR -WILL -TAKE EFFECT; MORE_
PARTICULARLY BY ADDIG NEW SECTIOW2-37.T0'SAID '
CODE; CONTAINING :A -REPEALER PROVISION AND A '
SEVERABILTY -,CLAUSE;' AND' PROVIDING„ FOR AN
d-,EFFECTIVE DATE
ORDINANCE NO.1-1699. '
AN ORDINANCE AMENDING SECTION 53-181,: OF THE
CODE OF.THE CITY "OF-MIAMI, FLORIDA, AS AMENDED,,,
BY CHANGING THE :FEES CHARGED FOR USE,'
,OCCUPANCY, AND• • SERVICE8 AT, -THE CITY _ OF. '
MIAMUUNIVERSITY OF .. MIAMI, JAMES L. _KNIGHT
CONVENTION ` CENTER; CONTAINING A. ,REPEALER
PROVISION, SEVERABILITY,CLAUSE,--AND .PROVIDING'
i. FOR AN EFFECTIVE DATE.; "
;ORDINANCE NO-117007-2 -
`AN ORDINANCE AMENDING CHAPTER 42/ARTICLE V OF '+
? THE CODE- OF. THE CITY OF MIAMh,'F13 DA; CAS
i AMENDED; ENTITLED: "POLICE/VEHICLE�IMPOUND-.
MENT," , BY "PROVIDING DEFINITIONS, . REPEALING
-THOSE PROVISIONS RELATING TO THE: SEIZURE A,ND
IMPOUNDMENT OF VEHICLES FOR DRIV.ING,UNDER THE
INFLUENCE, AND -BY ADDING A NEWo'PROVISION
CONCERNING "-THE: DISPOSITION OF7 UNCLAIMED
VEHICLES AND ILLEGAL DUMPING OF —WASTE; MORE '
PARTICULARLY BY ADDING 'NEW SECTION "42.120 AND .
'AMENDING SECTIONS 42-121", . 42-122 AND - ;42-1'24;. ,
4 CONTAINING A REPEALER ' PROVISION .'AND A
SEVERABIUTY CLAUSE PROVIDING FOR AIy.EF.FECTIVE
- - ORDINANCE N0. 11701
AN ORDINANCE AMENDING CHAPTER 22, ARTICLE 1, '
SECTION 22-12 OF THE CODE OF THE CITY -OF MIAMI,
FLORIDA, AS. -AMENDED, ENTITLED: "WASTE FEES," BY
EXEMPTING RESIDENTIAL CONDOMINIUMS, AND
RESIDENTIAL CONDOMINIUM ASSOCIATIONS AND CO-
OPERATIVES AND CO-OPERATIVE ASSOCIATIONS
FROM THE ASSESSMENT OF SUPPLEMENTAL' WASTE
FEES AS SPECIFIED THEREIN;' CONTAINING A .RE-
REALER:- PROVISION AND. A SEVERABILTY CLAUSE; -
PROVIDING FOR AN EFFECTIVE DATE.' .
'ORDINANCE N0. 71702
AN ORDINANCE AMENDING SECTION 22--f 7(f) OF THE
CODE OF THE CITY OF MIAMI; FLORIDA, AS AMENDED, `
INCREASING THE ADMINISTRATIVE FEE TO TWENTY
-PERCENT, OF THE ACTUAL EXPENSES' -INCURRED BY
`THE CITY -.WHEN CORRECTIVE ACTION'IS TAKEN TO
REMEDY- A. VIOLATIVE CONDITION ON A LOT- OR
PARCEL OF LAND; PROVIDING FORA REPEALER PRO-'
VISION ANDWSEVERABILITY:CLAUSE.
4
— ORDINANCE.NO.11703
I ORDINANCE "AMENDING CHAPTER 22 OF THE
OF THE CITY OF MIAMI, FLORIDA, AS AMEN
ENTITLED: "GARBAGE AND. TRASH," BY PROVIDING
- FOR NEW DEFINITIONS;- PROVIDING FOR - NEW
+j REGULATIONS CONCERNING THE DISPOSAL OF TRASH; t
CREATING. NEW ENFORCEMENT AND ADMINISTRATIVE' ` ;]
FEES; MORE PARTICULARLY BY AMENDING SECTIONS +J
22-1 THROUGH 22-6, 22-8, 22-9 AND 22-12, 22-14, 22-18, ,
22-46, 22-51 AND 22-93 OF SAID CODE; CONTAINING.,A
REPEALER PROVISION AND A SEVERABILITY-CLAUSE.
` .,'ORDINANCE NO. 11704
-AN ORDINANCE DEFINING AND DESIGNATING THE
I' TERRITORIAL LIMITS FOR THE CITY OF MIAMI FOR .THE
f PURPOSE OF TAXATION; -FIXING THE' MILLAGE AND
i LEVYINGJAXES-IN`•THE CITY OF, MIAMI, FLORIDA, FOR
THE FISCAL. YEAR ' BEGINNING OCTOBER ,1, ' 1998 AND
ENDING .' SEP.TEMBER 30, 1999; `CONTAINING A.
"=REPEALER"PROVISION AND A_SEVERABILITY-;CLAUSE; .
PROVIDING FOR AND EFFECTIVE DATE. i
ORDINANCE NO.11705 I
AN ORDINANCE, WITH. ATTALTtAKING AP=
"'PROPRIATIONS" FOR "THE FISCAL :.YEAR_" ENDING
','SEPTEMBER 30, 1999;-INCLUDING CAPITAL IMPROVE-
MENT -APPROPRIATIONS, REPEALING"PROVISIONS.OF
l `THE" CAPITAL IMPROVEMENTS.ORDINANCE NO..11623,
AS AMENDED, .WHICH "M(GHT BE' IN CONFLICT WITH
• THIS ORDINANCE; CONTAINING A ,REPEALER
PROVISION AND A SEVERABILITY CLAUSE..
i ORDINANCE NO. 11706
AN' ORDINANCE, :WITH 'ATTACHMENT,. ,RELATED• TO
:.,TAXATION' DEFINING AND' DESIGNATING. ,THE TER-
RITORIAL -LIMITS OF THE DOWNTOWN DEVELOPMENT
DISTRICT`OF THE CITY OF MIAMI,-FLORIDA; FIXING THE,"
-MILLAGE AND LEVYING TAXES IN, SAID -DOWNTOWN
DISTRICT FOR THE FISCAL YEAR BEGINNING OCTOBER'
.1; 1998= AND''ENDING SEPTEMBER"'30 '1'999;.�AT4 FIVE -
TENTHS (5) MILLS' ON THE' DOLLAR OF NONEXEMPT
ASSESSED* VALUE 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
REFLECTED IN THE CITY'S MILLAGE LEVY ORDINANCE
FOR 'THE AFORESAID FISCAL YEAR . WHICH IS
REQUIRED BY CITY CHARTER, SECTION;27; PROVIDING'. ,f >
THAT THE FIXING OF THE MILLAGE,AND THE LEVYING' <`�t"
OF TAXES HEREIN SHALL BE -.IN ADDITION TO"SPECIAL j _
f ASSESSMENTS; PROVIDING THAT THIS ORDINANCE 1';, —S r t
SHALL NOT BE DEEMED AS REPEALING OR AMENDING
ANY OTHER ORDINANCE FIXING MILLAGE OR LEVYING. r y
TAXES, BUT SHALL BE DEEMED. SUPPLEMENTAL AND -IN; " j r-
ADDITION - THERETO; CONTAINING A REPEALER r`
PROVISION, 'SEVERABILITY CLAUSE, .AND PROVIDING
FOR AN EFFECTIVE DATE, i� 7x
ORDINANCE NO. 1.1707
AN ORDINANCE MAKING APPROPRIATIONS _FROM THE.
DOWNTOWN;I)EVELOPMENT DISTRICT.AD VALOREM
TAX LEVY AND OTHER MISCELLANEOUS INCOME FOR
THE DOWNTOWN DEVELOPMENT 'AUTHORITY OF THE. j
CITY OF MIAMI, FLORIDA, FOR THE FISCAL ,YEAR
BEGINNING OCTOBER 1, 1998 AND ENDING SEPTEMBER:
30, 1999; AUTHORIZING THE DOWNTOWN DEVELOP
MENT AUTHORITV TO - INVITE AND ADVERTISE :RE- j
QUIRED BIDS; PROVIDING FOR BUDGETARY i
FLEXIBILITY; PROVIDING- THAT THIS- ORDINANCE "BE I{
DEEMED SUPPLEMENTAL ANDAN ADDITION TO THE
ORDINANCE MAKING APPROPRIATIONS,- FOR., THE
FISCAL .YEAR'- BEGINNING 'OCTOBER; 1, 1998 ;AND. -
ENDING SEPTEMBER,.30, 1.999 FOR THE' OPERATIONS,
FOR•THE-:CITY.OF MIAMI; CONTAINING 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.
F WALTER J: FOEMAN
I ....o. _ CITY CLERK'., t ll
(#5158)
10t7 984_ 00719MJ
0
MIAMI DAILY BUSINESS REVIEW
Published Daily except Saturday, Sunday and
Legal Holidays
Miami, Dade County, Florida.
STATE OF FLORIDA
COUNTY OF DADE:
Before the undersigned authority personally appeared
Sookle Willlams, who on oath says that she Is the Vice
President of Legal Advertising of the Miami Daily Business
Review flkla Miami Review, a daily (except Saturday, Sunday
and Legal Holidays) newspaper, published at Miami In Dade
County, Florida; that the attached copy of advertisement,
being a Legal Advertisement of Notice In the matter of
CITY OF MIAMI
ORDINANCE RELATED TO TAXATION,
DEFINING AND DESIGNATING THE
TERRITORIAL LIMITS, ETC.
In the ..............
XXXXX ..................... Court,
wig pupblist j In satid-ne spaper in the Issues of
Afflant further says that the said Miami Daily Business
Review Is a newspaper published at Miami in said Dade
County, Florida, and that the said newspaper has heretofore
been continuously published In said Dade County, Florida,
each day (except Saturday, Sunday and Legal Holidays) and
has been entered as second class mall matter at the post
office In Miami In said Dade County, Florida, for a period of
one year next preceding the first publication of the attached
copy of advertisement; and afflant further says that she has
neither d nor promised any person, firm or corporation
any di
o t, rebate, commission or refund for the purpose
of 804ri9b this adv rtisement for publication In the said
news a r.
Sworn to ands bscribed before met I
18 September VA
...... day of .........................
A.D. 19......
. ..1A FICIAL•NOTARY SEAL
CHERYL
(SEAL)
Sookle Wllllams pe
H MARMER
* COMMISSION NUMBER
9�;vt me. CC545384
OF FV0 MY AC RMI.,sto,2 ODES
-CITY OF MIAMI, FLORIDA.
i. NOTICE OF PROPOSED ORDINANCES
Notice is hereby given that the City Commission of the City of Mi-
ami, Florida, will consider the following ordinances on second and final'
reading on September 28, 1998, commencing at 5:05 p.m., in the City
Commission Chambers, 3500 Pap American Drive, Miami, Florida:
ORDINANCE NO.
'AN ORDINANCE 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'.00TOBER 1, 1998 AND
ENDING SEPTEMBER 30, 1999; CONTAINING . A
REPEALER PROVISION AND A SEVERABILITY CLAUSE;
PROVIDING FOR AN EFFECTIVE DATE. ,
U7ORDINANCE NO.
AN ORDINANCE RIATIONS FOR THE
IFISCAL YEAR ENDING SEPTEMBER 30,_1999; NCLUDING
CAPITAL EMENT APPROPRIATIONS; REPEALING
PROVISIONS OF 'THE CAPITAL- IMPROVEMENTS
ORDINANCE NO. 11623, AS AMENDED, WHICH MIGHT BE '
IN CONFLICT WITH THIS ORDINANCE; CONTAINING A
REPEALER PROVISION AND A SEVERABILITY CLAUSE.
ORDINANCE NO.
AN ORDINANCE_WITH WITH_ 'ATTACHMENT, RELATED TO
TAXATION, • DEFINING' AND DESIGNATING THE
TERRITORIAL LIMITS :OF THE DOWNTOWN
DEVELOPMENT DISTRICT. OF- -THE ' CITY OF MIAMI,
FLORIDA; FIXING TIRE MILLAGE AND LEVYING TAXES IN
SAID DOWNTOWN DISTRICT FOR THE FISCAL YEAR
BEGINNING OCTOBER 1, 1998 AND ENDING SEPTEMBER
30, 1999, AT FIVE -TENTHS (5) MILLS ON THE DOLLAR OF
NONEXEMPT ASSESSED. *VALUE 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 REFLECTED IN THE CITY'S MILLAGE LEVY
ORDINANCE FOR THE AFORESAID FISCAL YEAR WHICH
IS_ REQUIRED .BY CITY CHARTER, SECTION 27;
PROVIDING -THAT THE FIXING OF THE MILLAGE AND
THE LEVYING -OF TAXES HEREIN SHALL BE IN ADDITION
TO SPECIAL ASSESSMENTS; PROVIDING THAT THIS
ORDINANCE SHALL NOT BE DEEMED AS REPEALING OR
AMENDING ANYOTHER ORDINANCE FIXING MILLAGE
_
OR LEVYING TAXES, BUT SHALL BE DEEMED
SUPPLEMENTAL. AND IN . ADDITION THERETO;
CONTAINING A REPEALER PROVISION; SEVERABILITY
CLAUSE AND'PROVIDING FOR AN EFFECTIVE DATE:
ORDINANCE NO..
AN ORDINANCE MAKING .APPROPRIATIONS FROM THE
DOWNTOWN DEVELOPMENT DISTRICT AD- VALOREM
TAX LEVY AND OTHER MISCELLANEOUS INCOME FOR
THE'.DOWNTOWN DEVELOPMENT AUTHORITY OF THE
CITY OF MIAMI, FLORIDA, FOR .THE FISCAL YEAR -
BEGINNING OCTOBER 1, 1998 AND ENDING SEPTEMBER
30, 1999;.. ' AUTHORIZING THE ` DOWNTOWN
DEVELOPMENT AUTHORITY TO INVITE AND ADVERTISE
REQUIRED BIDS;' PROVIDING'- FOR BUDGETARY
-FLEXIBILITY; PROVIDING THAT. THIS ORDINANCE. BE
DEEMED SUPPLEMENTAL AND IN ADDITION TO THE ,
ORDINANCE MAKING. APPROPRIATIONS FOR THE
FISCAL YEAR BEGINNING- OCTOBER 1," 1998 AND
ENDING SEPTEMBER 30, 1999 FOR THE OPERATIONS
FOR THE CITY OF MIAMI; CONTAINING A REPEALER '
PROVISION, SEVERABILITY CLAUSE AND PROVIDING
FOR AN EFFECTIVE DATE.
Said proposed ordinances, may be inspected by the public at the Of-
fice of the City Clerk, 3500 Pan American Drive, Miami, Florida, Mon-
day 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
anneal anv decision'of the Citv Commission with respect to anv matter