HomeMy WebLinkAboutR-98-0660J-98-655
6/30/98
RESOLUTION NO. 9 8 660
A RESOLUTION, WITH ATTACHMENT, ACCEPTING THE "CITY
OF MIAMI REVISED FIVE YEAR PLAN" FOR THE FISCAL YEAR
1999 THROUGH AND INCLUDING FISCAL YEAR 2003, DATED.,
JUNE 30, 1998, ATTACHED HERETO AND INCORPORATED
HEREIN.
WHEREAS, pursuant to the Intergovernmental Cooperation Agreement, dated
December 23, 1996, by and among the Governor of the State of Florida, the Financial
Emergency Oversight Board and the City of Miami, the City has prepared the "City of
Miami Revised Five Year Plan" for Fiscal Year 1999-2003; and
WHEREAS, said Plan addresses budgets, revenue and expense projections, cash
flow and the Operational Recovery Plan which has been developed to (1) return the City
of Miami to fiscal health and, (2) set goals and objectives so that the City can conduct
the business of government in a professional business -like manner;
NOW, THEREFORE, BE IT RESOLVED BY THE COMMISSION OF THE CITY OF
MIAMI, FLORIDA:
Section 1. The recitals and findings contained in the preamble to this Resolution
are hereby adopted by reference hereto and incorporated herein as if fully set forth in this
Section.
Section 2. The "City of Miami Revised Five Year Plan", dated June 30, 1998
attached hereto and incorporated herein, is hereby accepted.
Section 3. This Resolution shall become effective upon its adoption and
signature of the mayor.'
' If the mayor does not sign this Resolution, it shall become effective at the end of ten cal nd���ssom the
date it was passed and adopted. If the mayor vetoes this Resolution, it shall not be effective dWtITC� SSI'
Commission overrides the veto. MEETING OF
.SUN 3 0 1998
(�
P-molutfon No.
98 660
PASSED AND ADOPTED this 30th day of June , 1998.
JOE CAROLLO, MAYOR
ATTEST:
WALTER J. FOEMAN
CITY CLERK
BUDGETAR PROVAL:
H
DIPAK M. P EKH, DIRECTOR
OFFICE OF BUDGET & MANAGEMENT ANALYSIS
APPROV AS T FOR AND CORRECTNESS:
EJA O VILARELLO
CITY TTORNEY
W2663:CSK:ROD
In accordance with Miami Code Sec, 2-3F, since the Rhavor did not indicate aoproval of
this legislation by signing it in the designated Mace prov ded, said, iegic cation novi
becomes effective with the elapse of ten (10) days fro the date Commission action
regarding same, without the Mayor a ising at
Waiter J. ity Clerk
2
98- 660
CITY OF MIAMI
REVISED FIVE YEAR
FINANCIAL PLAN
JULY 6,1998
98- 660
TABLE OF CONTENTS
CHAPTER 1
EXCELLENCEIN GOVERNMENT - INTRODUCTION............................................I
CHAPTERII
RESULTSORIENTED GOVERNMENT(ROG)....................................................5
Initial Management Direction...........................................................................................5
CoreROG Initiatives........................................................................................................5
Strategic Planning Framework - Operational Plan .........................................................10
CHAPTER III
MANAGEMENTAND PRODUCTIVITY INITIATIVES ........................... a................13
Background.....................................................................................................................13
StrategicManagement...................................................................................................14
FinancialManagement....................................................................................................20
Capital Assets Planning and Management ...............
Human Resources and Employee Benefits.....................................................................39
InformationTechnology.................................................................................................42
Implementation Schedule - Management and Productivity Initiatives ...........................43
CHAPTER IV
FINANCIALPLAN...................................................................................... 52
Five Year Plan Fiscal Yeats 1999 - 2003.......................................................................52
Assumptions Used For The Five Year Plan (FY1999 - 2003).......................................54
Exhibit I: Revenues By Char. And Exp. By Major Object: Five Year Estimates ......60
Exhibit IL Cash Flow Analysis For Fiscal Years 1999 And 2000..............................66
Exhibit III: Recurring Vs. Non -Recurring Analysis......................................................68
Exhibit IV: Analysis of Changes in General Fund Equity.............................................73
CHAPTER V
CITYWORKFORCE................................................................................... 76
Overview.........................................................................................................................76
Description of the Workforce.........................................................................................77
OrganizationalChanges..................................................................................................81
Exhibit V.• FY 1998-1999 Table of Organization........................................................82
WorkforceExpenditures.................................................................................................86
FringeBenefits................................................................................................................87
TimeOff..........................................................................................................................88
Overtime......................................................................................................................... 89
Summary of Current City Compensation Package.........................................................90
MajorInitiatives..............................................................................................................93
9 8 — �i
CHAPTER VI
ECONOMICDEVELOPMENT........................................................................ 94
Overview.........................................................................................................................94
Attracting/Expanding Businesses...................................................................................95
Regulating Business Activities.......................................................................................95
LandAnd Building Use..................................................................................................95
Major Economic Engines and Highlights of the Greater Miami Economy....................95
Government Entities Involved in Economic Development............................................97
Participation in County Wide Economic Development Initiatives...............................103
Other Entities Involved in Economic Development.....................................................105
TheChallenges..............................................................................................................106
Conclusion and Major Initiatives..................................................................................107
CHAPTER VII
CAPITALPLANNING............................................................................... 108
Overview.......................................................................................................................108
LegalFramework..........................................................................................................108
The Capital Improvements Plan and Capital Budget Process......................................109
FY 1997-2003 Capital Improvements Program............................................................112
FY 1997-1998 Capital Budget......................................................................................113
Linking the CIP and Capital Budget.............................................................................114
Challenges for Capital Planning in the City's Current Fiscal Environment.................114
Guidelines for Capital Planning Process.......................................................................117
CHAPTER Vill
DEBTMANAGEMENT.............................................................................. 118
Overview of Powers and Provisions.............................................................................118
Description of Current Indebtedness.............................................................................120
Typesof Debt................................................................................................................122
Outstanding General Obligation Debt..........................................................................123
Future Debt Issuance and Credit Market Considerations.............................................125
MajorInitiatives............................................................................................................126
CHAPTER IX
CASHMANAGEMENT.............................................................................. 127
Overview.......................................................................................................................127
Cash Management Operations......................................................................................127
InvestmentProcess........................................................................................................129
Investment Transaction Authority................................................................................131
Maturity and Liquidity Requirements...........................................................................131
Permitted/Prohibited Investments.................................................................................131
HistoricalPerspective...................................................................................................133
MajorInitiatives............................................................................................................134
MIAMI • TABLE OF CONTENTS
98- 600
APPENDICES
Recommendations Index............................................................................A
Recommendations - Timelines and Costing ................................................ B
Recommendations - Departmental Comments ............................................ C
5-Year Estimates: By Fund and Department................................................D
5-Year Estimates: Revenues by Fund, Character and Minor Object ............ E
5-Year Estimates: Expenditures by Minor Object ........................................ F
5-Year Estimates: Expenditures by Fund, Department and Minor Object... G
CIPInstruction Package.............................................................................. H
FY 1998 Capital Appropriations and Amendment Ordinances ......................I
Proposed Resolution and Debt Management Policy ..................................... J
Investment Poliev and Procedures.............................................................. K
Organizational Development........................................................................ L
Up -Date Management and Productivity Initiatives ..................................... M
MIAMI • TABLE OF CONTENTS
9- S- 660
CHAPTER I
EXCELLENCE IN
GOVERNMENT
INTRODUCTION
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EXCELLENCE IN GOVERNMENT -
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N T R O D U C T I O N
In order to ensure the long term health of the City, a Five Year Plan was adopted by the
City Commission that anticipates resource allocation needs, revenues, expenditures and
cash flow of future City operations. This planning format enables the City to anticipate
changes in its fiscal and operating environment, allowing it to face the challenges and take
advantage of the opportunities that the new Century will bring.
The Intergovernmental Cooperation Agreement (ICA), dated December 23, 1996, by
and among the Governor of the State of Florida, the Financial Emergency Oversight Board
.and the City of Miami requires that the City revise its Five Year Plan within 30 days of
adopting an annual budget.
The Revised FY 1999-2003 Five Year Plan consists of two basic parts:
1) a Financial Plan which deals with budgets, revenue and expenditure projections, and
cash flows as defined in the ICA (Chapter IV herein); and
2) an Operational Improvement Plan which addresses managerial, operational and
other deficiencies identified through external reviews of City operations (Chapters
II, III and V through IX herein).
The City's financial crisis was severe. Funding was a major concern, but it was only
part of the problem. Organizational, managerial, and other inefficiencies plagued the City
and its operations. These inefficiencies did not occur overnight. They are a direct result
of how Miami conducted the business of municipal government over a number of years.
This condition was not, in any way, a comment on the quality of the City's workforce.
On the contrary, the citizens of Miami have a dedicated workforce working on their behalf.
In fact, the City's workforce has and continues to contribute greatly to the City's recovery.
To address the operational concerns, with the City Commission endorsement, the
Mayor convened a Blue Ribbon Task Force to seek advice from the business community
on how to make Miami's government more responsive to the community. The Blue
Ribbon Task Force was co-chaired by Mr. Ira Clark, President & Chief Executive Officer
(CEO) of Jackson Memorial Hospital, Mr. Edward T. Foote, President of the University of
Miami, Dr. Modesto A. Maidique, President of Florida International University, and Mr.
Stephen L. Owens, President of Swire Properties, Inc.
The Blue Ribbon Task Force released its final repbrt on November 17, 1997. Their
findings and recommendations are incorporated herein. In addition to the support from the
universities involved, the Task Force had over 45 volunteer experts studying the City's
1
business practices in five broad areas: Strategic Management, Financial Management,
Capital Assets Planning and Management, Human Resources and Employee Benefits, and
Technology. Chapter III deals with the initiatives developed by the Blue Ribbon Task
Force and is organized along the lines of these reviews.
The City of Miami's Key "Infrastructure Challenges" as summarized by the Strategic
Management Expert Panel of the Blue Ribbon Task Force are noted below:
• No Strategic Plan.
• No "Management by Objectives" (MBO).
• No performance measures.
• Insufficient middle management.
• No effective cost accounting system.
• Restrictive labor contracts.
• Confusing organization structure.
• Lack of effective employee development/training.
• Lack of partnership with the business community.
In reviewing the Task Force's recommendations, several themes became evident. The
City needed to figure out where it wanted to go as a City, direct its resources in that
direction in a coordinated and synergistic fashion, and then measure its progress over time
towards the destination(s) defined. The City also needed to reorganize and improve the
management of its assets. As examples, employees needed more training and property
holdings needed more maintenance.
It is no small matter to transform a public agency - or an entire government - to offer
greater accountability for results. It takes vision, commitment, willingness to experiment
and time One of the major'stumbling blocks to the implementation of effective planning
and performance measurement, has been the lack of widespread familiarity with
techniques that have proven effective in public and private sector applications. Quite
simply, many state and local officials have not known how to proceed.
Additionally, to bring excellence to government, we need an atmosphere of trust,
cooperation and communication between City employees, government entities, business
groups, educational institutions, non-profit organizations and anyone who has a vested
interest in the future of Miami.
A group of public administrators working with Dr. Milan Dluhy, at Florida
International University, have created the "Academy for Strategic Management" to provide
Excellence and Ethics in Public Administration. The Academy offers training and
certification in Strategic Management - Results Oriented Government.
Several City of Miami employees completed this training and more will attend. The
intention is to share techniques and values with other employees, taxpayers, elected
MIAMI • EXCELLENCE IN GOVERNMENT -
I N T R 0 D U C T 1 0 N 2
officials and Miami stakeholders so that they can work together to raise the City's
operational and management standards.
If there is a silver lining in the cloud of the City's problems, it is this: the Mayor, City
Commission, City Administration, and the entire workforce remain committed to making
Miami's government a viable, efficient, and productive entity. With the continued
assistance of the private sector and the State's Oversight Board, we are on our way to
achieving this end.
The City's Results Oriented Government (ROG) implementation efforts -Reasons for
Optimism:
• There is an urgent need to deal with public cynicism about government.
• There is an awareness that this will not be easy to do, it is not a quick fix.
• There is support from the academic world, the business community and others.
• We have the support of the Governor and of the State Oversight Board.
• We have a strong commitment from the Mayor and the City Commission.
• We have strong support from the City Administration.
• We have these ROG Initiatives incorporated in the City's Five Year Plan.
Finally, the City reaffirms the Guiding Principles adopted in the April 15, 1997 Plan.
These are listed on the next page as the operational framework under which Miami will
conduct the business of government.
MIAMI • EXCELLENCE IN GOVERNMENT INTRODUCTIONN 3
GUIDING PRINCIPLES
• The City shall make every attempt to
incorporate regional solutions for
regional problems such as
unemployment and welfare reform.
• Tax exempt properties should be
encouraged to pay their share of City
services.
• Business enterprises of the City
should be reflected as Enterprise
Fund operations only if it is the
intent of the City to have all costs
(operational, debt service, and
depreciation) funded through user
charges.
• Adequate cash reserves for
contingencies, working capital and
other business needs, should be
established and maintained.
• The City should not undertake any
service if the private sector can do it
better.
• If the City undertakes a service, it
should be prepared to do it
efficiently.
• City employees should have the
resources to do their jobs
professionally and efficiently.
• The best qualified job applicant
should always be selected.
• Integrity and honesty is expected
from all employees. However, the
organizational structure of the City's
government should provide for
appropriate internal controls over its
business operations.
• The City belongs -to its citizenry — in
all business matters, their benefit is
the primary concern.
• The residents of the City deserve the
highest possible level of service
consistent with financial stability.
• The City shall not undertake any
services or procure any asset or
service without the funding being
predetermined (i.e. no unfunded
mandates).
• Standards of operating performance
shall be no less than what is expected
of the private sector.
• The assets of the City must be
maintained in a business -like
fashion.
• The return on assets, such as land
holdings, should be maximized for
the benefit of the public.
MIAMI • EXCELLENCE I N GOVERNMENT -
N T R 0 D U C T 1 0 N 4
CHAPTER 11
RESULTS ORIENTED
GOVERNMENT
RESULTS ORIENTED GOVERNMENT
INITIAL MANAGEMENT DIRECTION
The Mayor, City Commission and Administration incorporated into the Five Year Plan
a series of Results Oriented Government (ROG) initiatives designed to bring excellence to
government by raising Miami's management and operational standards. These initiatives
will strengthen Miami's ability to successfully meet the many challenges and opportunities
of the Twenty -First Century.
The emphasis is on increasing the level of accountability through results measurement.
As David Osborne and Ted Gaebler note in their popular book, Reinventing Government:
• What gets measured gets done.
• If you do not measure results, you cannot tell success from failure.
• If you cannot see success you cannot reward it.
• If you cannot reward success, you are probably rewarding failure.
• If you cannot recognize failure, you cannot learn from it.
• If you cannot demonstrate results, you cannot win public support.
The ROG initiatives are basic to the ongoing improvement of the City as a functional
operating entity. These issues, addressed in the 643 recommendations from the various
reports listed in Appendix A, are the core initiatives establishing the direction for the City
to follow into the future.
CORE ROG INITIATIVES
There are nineteen core ROG initiatives that provide the initial policy direction for the
City. Following is an explanation of these initiatives:
Operational Initiatives
Strategic Planning - Strategic Planning is the process of determining the fundamental
nature of an organization, establishing where the organization wants to go, developing
strategies for getting there and allocating resources to get there. It is a planning tool for
setting priorities, making informed decisions about the future and defining the City's
services.
To help develop the initial strategic plan, the City contracted with KPMG Peat
Marwick. With their assistance, each department will develop a vision and mission
statement, goals and objectives, and strategies for achieving them.
I
Benchmarking and Performance Measures - Benchmarking is the art of researching
how others go about organizing and implementing the same things you are doing, or
planning to do. The idea is not simply to compare your efficiency with others but to find
out what processes, procedures, or technological applications produce better results. When
a better procedure is discovered it should be copied or improved.'
Innovation ought not to depend upon reinventing the wheel. Lessons can be learned
from others' experiences. Learn from the pros' and strive for excellence in government.
Without a basis for comparison it is difficult to distinguish "good" from "bad"
performance. If you do not know where you are going, any road will take you there. If
you do not know where you are, speeding up may take you further away from your
destination. Performance measures are a part of everyone's lives. They can assist in
identifying strengths and weaknesses. The Urban Institute's Harry Hatry, once noted:
"Unless you are keeping score, it is difficult to know whether you are winning or
losing ".
Technology Needs Assessment - City government has moved rapidly into technology
without a policy direction. Since technology is extremely expensive, but can produce
immense savings, policy direction must be established. The needs of the departments for
computers, radio and communications (both data and voice) must be documented. City
staff along with a consultant will undertake this effort.
Capital Assets Management Policy - The City will improve the management of its
capital assets. These include lands, buildings, equipment and fleet. The City has not
provided the necessary funds for the proper maintenance and replacement of these assets in
the past. The policy must address the criteria to retain or sell various assets. The
responsibility for the maintenance of the various assets must be addressed in the policy.
Funding for new capital assets and the financial means to maintain the assets will be
included in the annual Operating Budget and in the Five Year Plan.
Linking the Operating and Capital Budgets - The City has linked the operating
effects of capital expenditures with the Operating Budget. The transfer of the City's
Capital Improvement Program (CIP) to the Office of Budget and Management Analysis
(OBMA) has allowed the full integration of these two budgets and insured that the
coordination exists to properly operate and maintain the City assets.
' Blake Harris. `Best Practices Emerge from the Synergy of Technology, Processes and People", Emerging Technologies,
Supplement to Government Technology, 8 (October 1995), p. 16.
Z Results Oriented Government - Prepared by SGPB and SCUPSO - 1996, p.8.
MIAMI • R E S U L T s ORIENTED GOVERNMENT 6
- Convene a Charter and Boundaries Review Committee - The City Charter contains
outdated and obsolete sections which need to be amended or removed. To properly review
this basic operating document, a committee should be convened to make recommendations.
In addition, the boundaries of the City and of the Community Redevelopment Area
need to be reviewed. The Area should be expanded to include portions of the City,
contiguous to the district, which would positively impact the revenues of the Community
Redevelopment Agency (CRA).
Reconstitute the Audit Committee - The Audit Committee needs to take a much more
active role in both the internal and external audit processes. This Committee should serve
as the liaison between the external accountants and the City. They should meet with the
auditors on a regular basis to oversee the process and to receive input on the financial
review of the City.
Cleanup and Beautification Program - The City has initiated a citywide campaign to
=make Miami the most beautiful city in the nation. A majority of the residents and business
owners support the City's goal to clean and maintain our streets and neighborhoods.
Through the NET Offices, which have established partnerships with the community, the
City will address the issues of safety and quality of life for neighborhoods. The City will
ensure appropriate staffing levels and resource allocation for all NET Offices. The
Administration will review all available funding sources and grants to continue this effort.
Community Development Block Grant (CDBG) Compliance Review - On Tuesday,
June 9, 1998, the City Commission adopted several resolutions in response to the HUD
audit:
• Appointing a Seven Member Housing Loan Committee.
• Approving Revised Program Guidelines.
• Approving the establishment of a Loan Recovery Fund.
• Establishing a six month moratorium.
• Authorizing the engagement of an independent consultant.
• Giving developers 60 days notification to comply with audit recommendations.
• Engaging a civil engineering firm to perform construction cost analyses.
• Establishing policy with respect to affordable housing projects.
• Approving Housing Loan Collection procedures.
• Authorizing a professional firm to provide cost allocation services.
A positive resolution of the audit findings is critical to insuring that the City remains
eligible for future grants.
Increase Management Audit and Legislative Oversight - The City needs to
strengthen and enhance the Office of the City Clerk, the Office of Budget and Management
Analysis, the Office of Internal Audits and Reviews, the Finance Department and the
MIAMI • RESULTS ORIENTED GOVERNMENT 7
Information Technology Department to provide additional oversight and contract
compliance.
Enhance the Partnership with the Governor's Emergency Financial Oversight
Board - The Oversight Board is the most important weapon in the arsenal to reestablish
Miami's fiscal health and positive image. The City must retain its cooperative partnership
with the Board by fostering a positive attitude toward the Board and our mutual objectives.
Personnel Initiatives
Fill Executive Positions - Vacant executive management positions must be filled to
provide critically needed leadership. Some positions demand a professional recruitment
-effort. Along with this recruitment effort, a study of salaries and executive benefits needs
-.to occur so that the best candidates are attracted and retained.
Create Mid -Management Core - The City must hire additional management staff and
train existing mid -management for proper execution of current policies and procedures, as
well as succession planning within the Administration. Over half of the senior
management level personnel in the City will be eligible for retirement within two years.
This makes it imperative to create a cadre of managers to continue the progress of the City.
Establish Training and Education Policy - A key factor in employee retention is the
opportunity to grow and develop in their jobs. To accomplish this, training and education
must become a priority for the City workforce. This will enhance employees'eligibility for
advancement and provide the City with a more skilled workforce.
Establish Policy and Goals for Labor Negotiations - The four labor contracts with
employee bargaining units are subject to negotiation. On June 9, 1998, the City
Commission approved an agreement with the American Federation of State, County and
Municipal Employees (AFSCME) , Local 1907, for the period of October 1, 1998 through
September 30, 2001. On the same day, it also approved a labor agreement with the City
Independent Group Union for the period of October 1, 1997 through September 30, 2000.
The City Commission authorized the City Manager to enter into a memorandum of
understanding with both labor unions and the City's Retiree Association to modify the
Amended Final Order in Leonardo L. Gates et. al. v. City of Miami Circuit Court Case
Number: 77-9491 CA (04); to increase the retirement multiplier, delete the longevity
supplement, modify the cost of living adjustment, redefine the funding mechanisms and
the asset valuation methods and resolve amortization issues by eliminating the Gates
Schedule `B" payments effective from Fiscal year 1998-99 to end upon the new terms and
conditions set forth in the memorandum of understanding. Present value savings to the
City associated with all of the above mentioned labor agreements and memorandums of
MIAMI 9 RESULTS ORIENTED GOVERNMENT 8
understanding are estimated to be in excess of $48 million (in 1998 dollars) for the next ten
years.
Revenue and Expenditure Initiatives
Adopt Best Practices - The City needs to survey other municipal governments and the
private sector to find those practices which best serve the needs of the citizens and
customers. Once these practices are found, the City needs to establish a policy to
implement them. As part of these best practices, the City will establish and enhance
budgetary expenditure controls to provide linkages between service delivery levels and the
operating budgets. The department/office directors will be accountable for their respective
budgets and the adopted budget will serve as the governing operating document of the City.
A structural deficit has been identified and is inherent in the City's operating budget, and
can only be addressed by reducing recurring *expenditures or increasing recurring revenues.
Accordingly, and as part of the fiscal discipline required to maintain adequate financial
controls over both revenues and expenditures, failure to adopt any proposed revenue
enhancements or alternate revenue measures will require a corresponding
expenditure/service reduction.
Establish the Fire / Rescue Fee - The City Commission approved Resolution 98-419
on April 28, 1998 establishing the rate of assessment relating to the provision of Fire &
Rescue services. Bills have been mailed and payment is due on June 30, 1998. The fee
provides an ongoing revenue stream to operate critical fire / rescue services into the next
century.
Return Properties to the Property Tax Roll - Through tax liens, code enforcement
and other acquisition methods, the City owns more than 800 lots. These properties, along
with the "list of lands" owned by Miami -Dade County comprise both tracts and scattered
sites throughout the City. The City needs to eliminate the liens on these properties and
promote development of single and multi -family homes to provide housing and place these
properties back on the tax roll. For every property that is put back into private sector use
the City gains by reducing expenses associated with the maintenance of these properties.
Additionally, there are underassessed properties within the City limits. The City may seek
the assistance of experts to assure properties are being properly assessed and/or to seek
corresponding value adjustments which could result in additional tax revenue.
Pursue Federal, State and Local Grants for the City - The City needs to
aggressively pursue available grants for both capital improvements and operations to lessen
the impact on the operating budget. The Office of Budget and Management Analysis has a
Grants Writing Team that actively pursues all appropriate grants. The City has joined
forces with the County to seek a Federal Empowerment Zone designation that will grant
$100 million over the next ten years to revitalize areas of Miami -Dade County, the majority
of which lie within City of Miami limits.
9 8 - (60
MIAMI • RESULTS ORIENTED GOVERNMENT 9
STRATEGIC PLANNING FRAMEWORK
OPERATIONAL PLAN
The elected officials and the administration recognize that meeting the City's fiscal
challenges requires a change in the way business is done. To that end, steps have been
taken to change management practices permanently. A key step is the development of
operational plans for all City departments. As part of the Five Year Financial Plan, the
employees and management of the City's major agencies are now participating in a process
to define the mission, goals, objectives and performance measures for their organization.
The result of the process is a new direction and a blueprint process for continuous
improvement.
Initiating an Operational Planning Process
Changing the strategic direction requires broad based participation at every level of the
organization. Those who will be carrying out a change in strategic direction must be given
the opportunity to share in determining the new direction. The City is contracting with
KPMG Peat Marwick to facilitate an operational review process. One subset of this
process is a study of pay scales and executive benefits package. In order to attract and
retain quality leadership, such a study is necessary.
The objectives of the project are to develop an operational plan and to establish a
process for updating the plan in future years. For each department and for the City as a
whole, a Project Team is created consisting of employees and consultants. The work of the
Project Team is organized into the following components:
• Mission Statement: For each agency in City government, and for the whole
City government, the Project Team will review the current mission statement, solicit input
from staff, management and stakeholders, and propose a new mission statement when
appropriate.
• Goals and Objectives: Working with staff, management and stakeholders, the
Project Team will develop a set of measurable goals and objectives for the City and its
major agencies. These goals and objectives will reflect the need to address deficiencies
identified through recent studies of Miami government and the need to adopt "best
practices". The goals and objectives will be derived from the departmental mission
statements.
MIAMI • RESULTS ORIENTED GOVERNMENT 10
• Benchmarking and Performance Measures: The Project Team will review
how performance is measured. It will review performance measures from comparable
jurisdictions and private sector firms. The Project Team will work with staff,
management and stakeholders to develop a set of performance measures. These measures
will be balanced according to four perspectives — customer, financial, continuous
improvement, and policy impact. The performance measures will relate specifically to the
goals and objectives identified previously.
• Identification of Cost Saving Opportunities: In developing benchmarks, cost
saving measures may be identified. Such cost saving opportunities will be communicated
to the administration and a process for implementation will be developed.
• High Priority Projects: In the course of developing the Operational Plan, the
Project Team will review the management and productivity initiatives ,listed in Appendix
-A, and any other proposed improvements to identify the immediate high priority projects.
=These projects along with implementing the Operational Plan, will begin immediately.
• Action Plan: The Action Plan has two parts. The first includes tasks for
implementing the new Operational Plan. This entails communicating the new mission,
goals and objectives to staff, stakeholders and the public. It describes the specific tasks
required to gather, report, and assess the appropriate performance measures. The second
part relates to implementing high -priority recommendations for change. The Action Plans
will indicate what decisions are needed by whom, what resources are needed to carry out
the initiative, and start and end dates for the major tasks.
The role of the Project Team is to provide technical assistance, direction and staff
support to departments in developing the Operational Plans. The Team will serve as (1)
coordinator, educator and facilitator, (2) developer of an on -going strategic management
methodology and (3) advisor assisting in developing and monitoring the initial steps in
managing and implementing the plan.
Project Results
The result of this project will be an Operational Plan for the City as a whole and for
each of the major agencies. The Plan will include a mission statement, goals and
objectives, performance measures and an action plan. These documents will be added to
the Five Year Financial Plan. In addition, the City will have a process in place for
continuing to update its operational plans.
Schedule
The Mayor, City Commission and Administration anticipate that all operational plans
will be in place within a year. It is expected that two months are needed to complete each
operational plan and four months for the Citywide plan.
MIAMI • RESULTS ORIENTED GOVERNMENT 11
The table below indicates the major departments for which an operational plan is
proposed and the projected completion dates:
Project Schedule - Operational Plans
Department
Start Date
Completion
Date
Public Works
December-97
Done
Citywide Strategic Plan
May-98
Ongoing
Police
May-98
October-98
Fire & Rescue
May-98
October-98
Parks and Recreation
May-98
October-98
Solid Waste
May-98
October-98
Planning & Development
May-98
October-98
Building & Zoning
May-98
October-98
GSA
May-98
October-98
Conferences, Conventions &
Public Facilities
May-98
October-98
Purchasing
May-98
October-98
Internal Audits & Reviews
May-98
October-98
Finance
May-98
October-98
Human Resources
May-98
October-98
Community Development
May-98
October-98
Information Technology
May-98
October-98
Office of Budget & Mgt. Analysis
May-98
October-98
Office of Asset Management
May-98
October-98
Office of Civil Service Board
May-98
October-98
Office of Hearing Boards (10)
May-98
October-98
Office of Equal Opportunity/
Diversity Programs
May-98
October-98
Office of Labor Relations
May-98
October-98
Office of Federal & State Liaison
May-98
October-98
Office of Professional Compliance
May-98
October-98
Office of Community Information
May-98
October-98
Office of Workforce Development
May-98
October-98
NET (13)
May-981
October-98
MIAMI • RESULTS ORIENTED GOVERNMENT 12
CHAPTER III
MANAGEMENT &
PRODUCTIVITY
INITIATIVES
MANAGEMENT AND
PRODUCTIVITY I NITIATIVES
BACKGROUND
Perhaps the most important thing to know about planning is that all plans cause change.
Change to some individuals represents a threat, while to others it is a great opportunity.
To bring excellence to government we must not be afraid of change, we must embrace it.
With the development and implementation of the 1997 Financial Recovery Plan, the
;City of Miami took the first steps in reversing its descent into management and financial
chaos. Through the combined participation of the City's executive management, City staff
and more than fifty volunteers from the business and academic communities, the Blue
Ribbon Task Force on City Administration drafted a report targeting five major functional
areas for improvement in the City:
• Strategic Management;
• Financial Management;
• Capital Assets Planning and Management;
• Human Resources and Employee Benefits; and
• Technology
Based on these recommendations, the City Manager established a series of Results
Oriented Government (ROG) management and productivity initiatives. The following
sections provide additional detail on the Task Force's ROG initiatives and the expected
benefits from implementing those initiatives. References are also made to the Merrett
Stierheim Report dated November 15, 1996 and the technical assistance reports
summarized in the City's Five Year Plan dated April 15, 1997.
Each of the five sections in this chapter is subdivided into major areas. First, a
description of the circumstances that provoked concern. Second, the corresponding
initiatives that address the problems identified.
13
STRATEGIC MANAGEMENT
1. Reorganization
According to the Blue Ribbon Task Force, the City's organizational structure lacked a
"clarity of responsibility" that confused both employees and constituents. Indeed, the
Table of Organization included six assistant city managers in addition to the Police and
Fire chiefs who also served as assistant city managers. In effect, the City supported a very
"top heavy" administrative organization.
To address that situation, the City's operating departments were reorganized under two
assistant city managers, one for finance and administration and the other for operations.
The benefit of this structure is that it streamlines the reporting to the City Manager. Under
the previous organizational structure, some department directors functioned as assistant city
-managers. The result was a proliferation of assistant city managers and a lack of
accountability for those departments with directors that also served as assistant city
managers. Under the current initiative the City Manager has a tighter chain of command
and the departments are grouped according to functional relationships.
This reorganization is an initial step. Over the long-term, the City needs to continue
reorganizing its functions and responsibilities to achieve greater efficiencies and efficacy.
Failure to achieve greater efficiency and effectiveness in delivering services to constituents
will place the City at cgmpetitive disadvantage in attracting new businesses and stimulating
economic development.
1. Initiative: Expedite the completion of the City reorganization by filling key
personnel positions.
Benefit: This reorganization improves the responsiveness and accountability of
the organization.
Timeline: This initiative will be complete by September 30, 1998.
Cost: The cost is included in the Plan's budget for each Fiscal Year.
2. Initiative: Establish a task force to continue the reorganization of City services
and implement its recommendations.
Benefit: Improves the accountability and productivity of the City organization.
Timeline: This will be completed by October 1998.
Cost: The cost of this initiative is included in the Plan's budget.
MIAMI • MANAGEMENT AND
P R 0 D U CT IV I T Y IN IT I AT IVES 14
3. Initiative: Revise the budget preparation and tracking process to reflect the
organizational changes resulting from the task force recommendations.
Benefit: Helps to track and modify operations for the most efficient allocation
of resources.
Timeline: This is a process that will be continuous throughout the Plan.
Cost: This review has no direct cost and is contingent on future
organizational changes.
11. Incorporate Benchmarking and
Performance Measurement Practices
"Comparing local performance statistics with selected benchmarks iS a valuable step in
:evaluating municipal operations. Benchmarking entails the analysis of performance gaps
between one's own organization and the best in class performers, the identification of
process differences that account for the gap, and the adaptation of key processes for
implementation in one's own organization in an effort to close the gap" (David N.
Ammons).
The success of any plan can only be measured by established standards. Understanding
how to establish meaningful benchmarks and performance measures is critical to evaluating
the progress of any strategic or operational plan. Without standards no accurate
measurement of success can be made.
Initiative: Provide training to key personnel in all departments to develop and
implement benchmarks and performance measures.
Benefit: Provides a measuring stick by which to gauge City progress.
Timeline: This will be completed by the end of FiscalYear 1999.
Cost: The cost for this training is included in the $300,000 for training
included in the Plan.
111. Need to Fill Middle Management Positions
Both the Stierheim Report and the Blue Ribbon Task Force noted that there is a
significant dearth of middle managers in the City's workforce. The consequences are that
senior managers must spend their time and resources managing daily routine operations.
Inadequate effort is devoted to long-term planning and achieving long-range goals and
objectives.
Initiative: Identify and fill critical middle management positions.
.J6
MIAMI • MANAGEMENT AND
PRODUCTIVITY INITIATIVES 15
Benefit: Improves the effectiveness and efficiency of the organization.
_ Timeline: These positions will be filled by September 30, 1998.
Cost: The cost of these positions is included in the $1 million included in the
Plan for management improvements.
IV. Reforming Practices and Procedures
Many of the policies and procedures in the City Charter and other key documents are
not based on good municipal business practices. The inclusion of detailed procedures in
either. ordinances or in Charter amendments limits the flexibility in accommodating
changing circumstances. For example, the Technical Assistance Report noted several
instances where modern procurement practices ran counter to the provisions of the City
:=Charter. In other instances, such as the review and approval of contracts, acceptance of
`grants, and implementation of new programs, procedures handicap the City's ability to
maximize the return on its assets.
1. Initiative: Establish a task force to review, revamp and promulgate policies and
procedures based on "best practices". The output is twofold: (1) a
policy and procedure manual for the City, and (2) establishment of a
process to periodically update the manual as conditions change.
Benefit: Provides consistent and rational basis for making and documenting
decisions.
Timeline: This initiative will begin immediately and continue throughout the
duration of the Plan.
Cost: There is no additional cost for this initiative, only staff time.
2. Initiative: The City Manager will direct the preparation of a comprehensive
recommendation of proposed Charter amendments. The proposed
amendments should focus on those areas that have been identified as
impediments to instituting "best" business and management practices.
The recommendation will be prepared and submitted to the City
Attorney for review and comment.
Benefit: Provides systematic approach for "modernizing" of the Charter.
Timeline: These recommendations will be completed by September 30, 1998.
Cost: There is no additional cost for this initiative, only staff time.
MIAMI • MANAGEMENT AND
PRODUCTIVITY INITIATIVES 16
V. Strategic Planning Structure and Process
Of necessity, the City has recently focused it efforts on short-term planning and crisis
management. The Blue Ribbon Task Force, in its preliminary report noted that:
The City's crisis management style is reinforced by the lack of concrete action plans
and performance measures that are linked to City operations. Clear responsibility for
specific steps to enact strategies is lacking. In successful cities, once strategy and action
plans have been approved, a process is established for implementation.
Given the foregoing characterization, the need for developing the structure and process
of long range strategic planning is clear. Without such a structure and process, the ability
of the City to forge a more fiscally prudent course for the long-term is severely diminished.
The importance of the process should be reflected in the organizational structure.
Initiative: Strategic planning will be incorporated in the City's organizational
structure and will have a direct reporting relationship to the City's
chief executive. The process will integrate a public/private sector
committee of senior management to guide and oversee the strategic
planning process.
Benefit: Improve the efficiency and effectiveness of the City's planning process
with emphasis on long-term goals.
Timeline: The City has already contracted with KPMG Peat Marwick to facilitate
this implementation.
Cost: No direct cost.
V1. Accelerate Completion of
the First Strategic Plan
Because the City has no recent experience with comprehensive strategic planning, there
is significant benefit in aggressively pursuing the development of an initial long-term
strategic plan. The benefits derive as much from demonstrating to the community and the
State the ability to execute such an initiative as from improving the efficiency of the
organization and instilling in staff a vision of where the City is headed.
1. Initiative: Hire a facilitator to coordinate action on the City's initial strategic
plan.
Benefit: Centralize coordination of strategic plan and provide evidence that
strategic planning is a City priority.
Timeline: KPMG Peat Marwick has already been hired to facilitate this process.
QQ a ""
MIAMI • MANAGEMENT AND
PRODUCTIVITY I NITIATIVES 17
Cost: This cost is included in the training fund in the 1998 budZr
get.
2. _ Initiative: Produce progress reports on the initial strategic plan for the City of
Miami and complete the plan.
Benefit: Improve efficiency and instill confidence in employees and
constituents.
Timeline: The timeline for this initiative is the same as the one above.
Cost: No additional cost.
Vil. Linkage of Strategic Planning to
Operating and Capital Budgets
Strategic planning has no value if it is not coordinated with the development of
operational and capital budgets. For the goals and objectives of strategic planning to be
achieved, the City's resources must be allocated according to priorities that support those
goals and objectives. If, for example, the strategic plan for the City entails attracting high
tech businesses to create higher paying jobs and increase the commercial tax base, then the
City's development approval process and associated fees, its economic development
incentives, as well as its delivery of services must support that objective. Such support
comes from budgeting the appropriate levels of operating and capital funds to ensure
Adequate City services, as well as a fair and efficient development approval process.
Consequently linkages between operational and capital budgeting must be institutionalized.
Initiative: Prepare and coordinate the budget preparation process with the
strategic planning process by requiring managers to demonstrate how
budget submissions are consistent with strategic plans and how they
integrate capital and operational budgets.
Benefit: Improves efficiency by integrating the framework established by the
strategic plan with implementation of specific initiatives as directed by
the operational and capital budgets.
Timeline: The strategic planning process will be incorporated into the Fiscal
2000 Budget and the FY 2000 through 2004 Five Year Plan.
Cost: There is no direct cost associated with this initiative.
Vlll. Consolidate Economic Development Efforts
The City of Miami is vitally dependent on its property tax base to support its
operational and capital budgets. Increasing the City's tax base is a viable strategy to
improve the City's economic condition.
MIAMI • MANAGEMENT AND
PRODUCTIVITY INITIATIVES 18
1. Initiative: Organize a public/private partnership to develop a strategic plan for
economic development in Greater Miami.
Benefit: Encourage more efficient use of available resources. One
Community, one goal.
Timeline: This will be effective by the end of this Fiscal Year and continue
throughout the remainder of the Plan.
Cost: No direct cost.
2. Initiative: Coordinate within a single agency the City's economic development
efforts.
Benefit: Streamline economic development efforts and optimize use of
resources.
Timeline: This will be completed by September 30, 1998.
Cost: No direct cost.
3. Initiative: Focus economic development efforts on retaining and expanding local
businesses.
Benefit: Optimize use of resources.
Timeline: This effort has begun and will continue throughout the Plan.
Cost: No direct cost.
4. Initiative: Develop public/private partnership programs which emphasize
workforce development.
Benefit: Streamline economic development efforts and optimize use of
resources.
Timeline: This effort is underway and will continue throughout the plan.
Cost: No direct cost.
MIAMI • MANAGEMENT AND
PRODUCTIVITY I NITIATIVES 19
FINANCIAL MANAGEMENT
The efficiency and effectiveness of the City's Finance Department has been the subject
of substantial in-depth reviews including the Stierheim Report, the Interim Management
Letter from KPMG Peat Marwick,("KPMG"), and the KPMG Management Letter
presented to the Oversight Board on August 27, 1997.
The latter report is the most timely and serves as the basis for a series of initiatives to be
implemented by the Finance Department.
1. Level of Expertise Within
the Finance Department
The City's Finance Department lacks qualified personnel in critical accounting
functions. As a result, the 1996 audit was delayed because the analysis and reconciliation
of general ledger accounts was conducted only at year-end during the Department's final
audit. This situation results in the inefficient utilization of scarce resources and
inaccuracies in the accounting records. Additional staffing requirements have been
identified and approved by the City Manager.
Initiative: All identified accounting positions will be announced and filled.
Benefit: Improves the efficiency and effectiveness of the Finance Department.
Timeline: These positions will be filled by September 30, 1998.
Cost: These personnel costs are included in the 1998 Budget.
11. Employee Training
The City does not have a formal training program to keep the accounting staff abreast
of current developments in governmental accounting.
Initiative: The City, in conjunction with the Blue Ribbon Task Force, Florida
International University ("FIU"), the Finance Department and the
Human Resources Department will prepare a comprehensive training
program for the Finance Department.
Benefit: Improves the efficiency and effectiveness of the Finance Department.
Timeline: This training has begun and will be -completed by September 30, 1998,
Cost: This cost is included in the Management Recovery dollars in 1998.
MIAMI • MANAGEMENT AND
PRODUCTIVITY INITIATIVES 20
111. Reconciliation of Fixed Asset Records
The City does not have an effective system to properly maintain complete and detailed
records to support its general fixed assets. Periodic inventories are not taken.
Initiative: The City will implement a new Fixed Assets SCI module. General
inventory procedures will be developed and implemented.
Benefit: Improves and maintains control over fixed assets.
Timeline: This will be accomplished by September 30, 1998.
Cost: No direct cost.
;IV. Improve Controls Over Purchase
of Goods and Services
The Auditors noted routine violation of procurement policies. The City Manager
notified staff that they may be held financially responsible for purchases made outside the
City's procurement policies.
Initiative: In conjunction with the City Attorney, and if legally allowable, the
Finance Department will prepare an amendment to the procurement
ordinance to indemnify the City from unauthorized purchases or
requisitions by City employees.
Benefit: Improves controls over purchases of goods and services.
Timeline: This will be completed by September 30, 1998.
Cost: No direct cost.
V. Centralize Grants Management Procedures
Historically the grants administration process in the City has been decentralized. This
approach has resulted in inefficient monitoring for grant compliance, that could create
financial exposure for the City. In addition, decentralization is not always consistent with
the maximization or leverage of available grant revenues.
Initiative: The City will centralize grants administration as a part of the
continuing reorganization of the City.
Benefit: Improves efficiency of grants administration.
00 _ fs
Timeline: This has been accomplished. J c
MIAMI • MANAGEMENT AND
PRODUCTIVITY INITIATIVES 21
Cost: No direct cost.
V1. Accounting and Operations Procedures Manual
The City does not have an updated accounting operations and procedures manual. A
properly maintained manual improves standardization, delineates responsibilities, and
ensures application of accounting policies.
Initiative: With assistance from external auditors, the Finance Department will
complete an accounting operations and procedures manual and provide
on-line access through the SCI System.
Benefit: Improves effectiveness and efficiency of accounting operations.
Timeline: This ongoing effort began in January 1998 and will continue
indefinitely.
Cost: No direct cost.
V11. Debt Management
1. A proposed Debt Management Policy (DMP) has been prepared and will be
submitted to the City commission for approval (Appendix - J) on June 23, 1998.
Initiative: Submit a comprehensive Debt Management Policy for adoption by the
City Commission.
Benefit: Improve financial integrity.
Timeline: This task has been accomplished.
Cost: No direct cost.
2. Initiative: The City should increase its Non -Ad Valorem Revenue over
Maximum Annual Aggregate Debt Service ratio of liquidity to 10
times. (See Debt Management Chapter for details.)
Benefit: Improve financial integrity.
Timeline: The City will work towards this goal and maintain it throughout the
Plan.
Cost: No direct cost.
MIAMI • MANAGEMENT AND
PROD U CT IV I T Y IN IT I AT IVES
22
3. Initiative: The City should look for escrow restructuring opportunities to
potentially enhance its cash position
Benefit: Improve financial integrity.
Timeline: This process is continuous.
Cost: No direct cost.
Vill. Cash Management
I.- Initiative: Develop a system for tracking funds in pooled cash.
Benefit: Improve financial integrity. ,
Timeline: This has been done.
Cost: This initiative has no net cost, only savings.
2. Initiative: Modify the existing monthly budget -to -actual report (BE 600) in order
to improve its usefulness as a managerial report.
Benefit: Improve financial integrity.
Timeline: This has been done.
Cost: No direct cost.
3. Initiative: Establish an Investment Procedures and Internal Controls Manual.
Benefit: Improve financial integrity.
Timeline: This was done.
Cost: No direct cost.
4. Initiative: Investigate purchasing in-house software to perform portfolio
management statistical calculations.
Benefit: Improve financial integrity.
Timeline: This was done.
Cost: No direct cost.
4 _ 66�_
MIAMI • MANAGEMENT AND
PRODUCTIVITY INITIATIVES
23
IX. Internal Audit
Until the present, the City has minimized the role of internal auditor. Once properly
staffed, trained, and directed, the internal audit section can provide significant value by
reviewing operational efficiency and compliance with established policies and procedures.
The activities of the internal auditor should be guided by an annual audit plan approved by
City management. The audit plan may be revised throughout the year to adapt to changing
circumstances, but those changes should be ratified by a formal approval process to ensure
that the internal auditor fulfills his or her mission. At present, the internal auditor reports to
the City Manager who ensures appropriate access to review City operations.
The Director of Internal Audit is one of the key positions that must be filled in order to
adequately staff the organization. Once this position is filled, the priority is to evaluate
internal audit staff capabilities and expertise and address them within fiscal and
.=organizational constraints.
1. Initiative: Complete staffing of Internal Audit Department.
Benefit: Improves organizational efficiency.
Timeline: This will be completed by the end of Fiscal Year 1998.
Cost: Personnel costs are included in the Management Recovery dollars.
2. Initiative: Prepare and approve an annual audit plan.
Benefit: Improves organizational accountability.
Timeline: This will be completed by September 30, 1998.
Cost: No direct cost.
3. Initiative: Reconstitute existing Audit Committee and strengthen its mission to
assist the City Manager with internal and external audits. Appoint
only qualified audit, accounting, financial, or managerial professionals
to the Committee.
Benefit: Improves organizational accountability.
Timeline: This will be completed by September 30, 1998.
Cost: No direct cost.
MIAMI • MANAGEMENT AND
PRODUCTIVITY INITIATIVES 24
X. Procurement
On February 24, 1997, the procurement assessment team lead by Edward Tolliver,
Chief of the State of Florida's Procurement Services, presented a report to the Oversight
Board on the City's procurement function. The report contained a number of
recommendations which are summarized in the following sections.
A. Increase Bid Limits
The Charter currently specifies that all purchases greater than $4,500 are subject to bid.
No provisions for adjustment are provided except for amendment of the Charter. This level
of approval is extremely low when compared to other jurisdictions. Raising the limit to
$10,000 or $15,000 would reduce the number of bids from one third to one half of current
'levels and only exempt two percent (2%) of the annual City purchases from the competitive
bid requirements. Additionally, procurement matters are more appropriately considered in
=a policy or procedural document rather than in a government charter.
Initiative: Prepare and submit to the Charter Review Commission a proposed
Charter amendment to remove specific procurement requirements and
substitute a provision to allow bid requirements to be established by
ordinance. The amendment will be prepared and submitted in the
comprehensive Charter amendment package referenced earlier.
Benefit: Improves organizational efficiency.
Timeline: The Charter package will be complete by September 30, 1998.
Cost: No direct cost.
B. Streamline Procedures for Smaller Purchases
Almost ninety percent (90%) of the purchase orders issued by the City are under
$4,500. This amount represents about eight percent of the total dollar volume spent. The
administrative burden could be reduced by using alternative means for small dollar
purchases such as delegating certain small dollar purchases to departments, using blanket
purchase orders, or using State or County contracts.
Initiative: Develop a purchasing procedures manual which incorporates the
Procurement Assessment Team recommendations for streamlining
small dollar purchases.
Benefit: Improves organizational efficiency.
Timeline: The procedure has been written.
Cost: No direct cost.
MIAMI • MANAGEMENT AND
PRODUCTIVITY INITIATIVES 25
C. Training for Purchasing Professionals
As is true in many other departments, the Purchasing Department has not implemented
training for the professional level personnel. Because procurement is such a vital function,
it is imperative that procurement personnel stay abreast of current practices.
Initiative: In conjunction with the Human Resources Department, the Purchasing
Department will develop a skills training program using resources
provided by local universities and professional purchasing
associations.
Benefit: Improves organizational efficiency.
Timeline: Employees have already received their training, have taken the exams
and are waiting for the test results. This process will be completed by
October 1998.
Cost: These training dollars are included in the Management Recovery
dollars.
D. Increased Use of Technology
The City has recently procured automated purchasing software ("APS") which can be
integrated with the SCI System. Automating the purchasing functions will reduce costs
and increase efficiency provided personnel are sufficiently trained in the software's
applications. Adequate training on the new technology is requisite to obtain the benefits of
automation.
Initiative: Utilizing vendor -provided training, the entire Purchasing Department
will be trained to utilize the APS module.
Benefit: Improves organizational efficiency.
Timeline: This initiative is scheduled to be completed by September 30, 1998.
Cost: No direct cost.
X1. Monitoring Inter -fund Transfers
The 1996 Stierheim report revealed that large inter -fund transfers had taken place,
enabling the City to use Capital Projects Funds to cover short-term operating expenses. If
the City continues to use a pooled cash system, it must be vigilant in monitoring the
allocation of funds and actual expenditures to flag such an issue in the future.
MIAMI • MANAGEMENT AND
PRODUCTIVITY INITIATIVES 26
Initiative: The City must have a well -regulated system in place to monitor fund
balances, allocations, and track expenditure levels that might trigger
inter -fund transfers.
Benefit: Improves fiscal integrity.
Timeline: The development of this system has begun and will be completed by
October, 1998.
Cost: No direct cost.
MIAMI • MANAGEMENT AND
PRODUCTIVITY INITIATIVES
27
CAPITAL ASSETS PLANNING AND MANAGEMENT
1. Redesign Capital Improvements Planning
As discussed in greater detail in the chapter on Capital Planning, the City's current
Capital Planning procedure does not have a firm set of guidelines to (1) select which
projects should be funded and how those projects fit into the City's long-term planning
process; (2) coordinate resources among those projects that are funded; and (3) monitor the
funds allocated to Capital Projects to ensure that those funds will not be subject to inter -
fund transfers.
Initiative: The City must substantially redesign its Capital Improvements
Planning process. In redesigning the Capital Improvements Program (CIP), the City
should address each of the following issues:
• All capital projects and acquisitions, regardless of funding source, should be
controlled and managed through the CIP process.
• Funds dedicated for CIP should be moved out of departmental budgets into
the capital projects funds to ensure there are no entangling concerns with
those monies.
• The CIP should be integrated with the annual Operating Budget and the City's
Strategic Planning process.
• The City should issue debt for major capital projects, when possible.
• The City should consider developing an adequate internal source of funding
out of its annual Operating Budget to replace needed infrastructure and capital
equipment.
• Revenues derived from the sale and lease of surplus City real properties
should be dedicated to the CIP or to generating other recurring revenue.
• Inflation factors for all projects in the CIP should be considered each year and
appropriate adjustments made to all project estimates.
• The CIP section of the Office of Budget and Management Analysis should
provide the greatest possible accountability in its management of the CIP.
• CIP practices and procedures need to be documented in a manual to allow for
the replacement of key personnel.
MIAMI • MANAGEMENT AND
PRODUCTIVITY INITIATIVES
28
• FEMA practices and procedures should be documented into a procedures
manual to allow for similar replacement of key personnel without undue
financial risk to the City.
`• CIP data reporting requirements should be created such that information can
be shared with SCI and other data bases.
Timeline: These recommendations will be implemented completely by the end of
Fiscal Year 1999.
Cost: There is no direct cost associated with these recommendations
A. Selection of Capital Planning Projects
The selection of which projects should be funded and how those projects fit into the
City's long-term planning process are key to using the City's limited resources wisely.
1 Initiative: The Budget Office should do a comprehensive review of projects in
the existing CIP to determine, given its current set of priorities, which
projects to keep and how those projects will be funded.
Benefit: Better prioritization of limited City resources.
Timeline: This has been done.
Cost: No direct cost.
2. Initiative: In its CIP, the City should maximize the use of current City facilities
and should, where feasible, give higher priority to maintaining present
facilities over new construction.
Benefit: Better prioritization of limited City resources.
Timeline: This has been done.
Cost: No direct cost.
3. Initiative: City Departments should identify the operating implications of all
capital projects and priority should be given to those which will result
in a reduction of operating costs or enhance revenues.
Benefit: Better prioritization of limited City resources.
Timeline: This initiative will begin towards the end of this Fiscal Year and
continue throughout the CIP process.
k i 6 6
MIAMI • MANAGEMENT AND
PRODUCTIVITY INITIATIVES
29
Cost: No direct cost.
4. Initiative: The City should maximize utilization of all federal and state revenue
sources for capital improvements.
Benefit: Better prioritization of limited City resources to those projects that
could not be funded otherwise.
Timeline: This process is continuous.
Cost: No direct cost.
5.. Initiative: The City needs to redevelop a quantitatively -based system for
prioritizing projects among the CIP and realistically assess which of
those top priority projects can be funded.
Benefit: Better prioritization of limited City resources.
Timeline: This initiative will be complete by the end of the Fiscal Year.
Cost: No direct cost.
B. Coordination of Resources Among Capital Projects
Initiative: The City must establish a single controlling Department or person who
will be responsible for the physical coordination of resources among
approved Capital Improvements Projects and with other on -going City
operations.
Benefit: Better prioritization of limited City resources and fewer duplication of
effort.
Timeline: This has been done.
Cost: No direct costs.
C. Monitor Funding of Capital Projects
Initiative: The Budget Office must maintain a system that regularly monitors
funds allocated to Capital Projects to ensure that those funds will not
be subject to inter -fund transfers.
Benefit: The City will have greater warning about possible inter -fund transfers
and have more time to prevent them from taking place.
MIAMI • MANAGEMENT AND
P R O D U CT IV I T Y IN IT I AT I V E S 30
Timeline: This has been completed. Separate accounts have been established in
the Capital Projects Fund.
Cost: No direct cost.
11. Acquisition and Disposition of Property
The findings of the Blue Ribbon Task Force and the South Florida Regional Planning
Council were that the City had been neglecting its property assets. Of the some 640 to 700
parcels of property that the City owns, a few perform vital functions, but a thorough
examination of the rest should be done to be sure they are being effectively utilized. Many
of these are vacant lots, small pieces of unbuildable land, and run-down rental properties so
their utility is minimal.
The Stierheim report adds that some parcels of City -owned property are quite valuable
if the City were to negotiate with private developers. For example, one Jarge piece of City
property along the waterfront will become the site of the new Miami Arena. Other pieces
`could be bundled together and either leased or sold to developers for a better price than
they would generate individually.
The City has completed the assessment of its properties and the condition of the
properties. It has formulated a set of policies for the acquisition and disposition of
property. The policies include:
• the location and condition of the property;
• the City's long-range plans for the asset (if none, then develop and incorporate into
larger neighborhood or other planning goals);
• pertinent legal agreements (such as leases, rental agreements, etc.);
• an examination of tenants' past payment histories;
• other possible options for site use (especially for vacant sites);
• other possible options for sale, lease, or rental (including comparison of current
arrangement with market prices);
• the site's current revenue stream production for the City vs. possible future revenue
streams (including tax benefits if in private hands)
• what the relative value would be of packaging groups of properties together to
provide higher returns for the City in a sale, lease, or rental;
• all sales, leases, or rentals will be at fair market value;
MIAMI • MANAGEMENT AND
PRODUCTIVITY INITIATIVES 31
• what investment the City could make in its properties to increase the revenue that
they return to the City (this should require a rigorous cost/benefit analysis to
determine whether investing is a good choice);
• the significance of a property to a neighborhood or community group, especially if
the property is being used by a group to provide shelter or other services not readily
available nearby.
The South Florida Regional Planning Council report from September 1997 was specific
in its suggestions for how the City's property planning system should work. Many of
the steps it suggested are incorporated in the initiatives below, amended to incorporate
the City's long-term Strategic Plan, and have been adopted by the City:
A. Property Plan
The City has a comprehensive list of all the property that it owns. Once the condition
..of the property is established, maintenance of property that the City considers valuable
should be consolidated under a single department. The Blue Ribbon Task Force suggested
that this department be the General Service Administration.
Some of the City's major assets are undercharging for the services they provide. To
the extent possible and desirable, prices are being increased to mitigate their draw on the
City's General Fund, perhaps raising fees to the level at which these agencies are
responsible for their own operations, preventive maintenance, and major improvement
projects.
1. Initiative: Amend the comprehensive list of City -owned property owns by
documenting the current condition of the property and any special
arrangements (such as with a rental tenant) that exist.
Benefit: The City will start to make informed policy decisions about its
property.
Timeline: Completed.
Cost: No direct cost.
2. Initiative: The comprehensive list of City property should be updated on a semi-
annual or quarterly basis.
Benefit: Updating the list on a regular basis would give the City an opportunity
to regularly review its properties and become familiar with their
condition over time.
MIAMI • MANAGEMENT AND
PRODUCTIVITY INITIATIVES
32
Timeline: Underway.
Cost: No direct cost.
3. Initiative: Develop plans for the long-term use of all City assets concurrent with
the preparation of the amended full property list. If an asset does not
have a part in the City's long-term goals, consider transfer of
ownership or dramatic change in usage.
Benefit: With a long-range plan, the City is less likely to dispose of valuable
but underutilized assets. It may also realize that some investments are
needed for property to realize its full value and be able to plan to make
appropriate investments over time.
Timeline: Underway.
Cost: No direct cost.
4. Initiative: The City should consolidate maintenance of all important properties
under a single department for greater coordination and operational
efficiencies.
Benefit: The City will realize savings from the above -mentioned coordination
and operational efficiencies.
Timeline: This was done.
Cost: No direct cost.
5. Initiative: Raise the user fees of major City assets to make them self-sufficient
and financially responsible for their own capital improvement projects
if feasible. If not feasible, the City should consider divestiture of the
asset.
Benefit: These changes will reduce pressure on the City's General Fund and
free revenues for other projects.
Timeline: Underway.
Cost: No direct cost.
0
MIAMI • MANAGEMENT AND
PRODUCTIVITY INITIATIVES
33
B. Leases
Like other municipalities, City leases are subject to environmental laws. Currently, the
coordination of environmental policy is at best mixed. The City will continue to seek
methods to strengthen ongoing compliance and mitigate any potential environmental
liabilities.
1. Initiative: To the maximum extent possible, attempt to shift the burden of
compliance to those who lease property from the City in accordance
with the direct use and benefits enjoyed by the lessors.
Benefit: This shifts costs away from the City and towards other sources.
Timeline: This initiative has begun and will continue throughout the Plan.
Cost: No direct cost.
2. Initiative: Coordinate compliance with environmental laws through single
individual or department.
Benefit: The City will then no longer have to simply react to environmental
hazards and lawsuits as they develop, but can take preventive steps and
diffuse hazardous situations before they threaten human or animal life.
Timeline: This will be complete by the end of Fiscal Year 1998.
Cost: No direct cost.
3. Initiative: If the City does not have sufficient expertise on hand to research and
comply with enviromnental regulations, it should outsource this
function to qualified professionals.
Benefits: Demands on unequipped City staff will be reduced, the City will have
the required function performed properly and with the minimum of
time commitment, and savings will accrue in the form of reduced legal
and clean-up fees. The City also has a recourse to collect money from
a third party if the required function is not performed adequately.
Timeline: This will be complete by the end of the Fiscal Year.
Cost: Cost will be included in the property budget.
MIAMI • MANAGEMENT AND
PRODUCTIVITY INITIATIVES
34
- The City currently has no review procedure for leases and rental agreements to be sure
it has negotiated terms that are most beneficial and has definite termination dates. It also has
no standard leasing or rental agreement terms that it uses as the basis of agreements.
4. Initiative: Continue to centralize the review of leases and rental agreements to be
sure that the City has negotiated market rates and that the agreements
have definite renewal and termination dates.
Benefit: The City should expect an increase in its revenues from leases and
rental agreements once current agreements are renewed and/or
terminated in favor of new agreements.
Timeline: This will continue throughout the Plan.
Cost: No direct cost unless it is outsourced.
5. Initiative: Codify a set of regular terms and conditions to be used as the basis of
the City's future lease and rental agreements.
Benefit: Having such standardized language will enable the City to re -negotiate
its leases and rental agreements with an eye towards maximizing its
own terms and minimizing the amount of work involved in developing
each new agreement.
Timeline: Completed.
Cost: No direct cost.
6. Initiative: The City should share information on its leases and rental agreements
among departments such as Law, and other pertinent entities. This
information will enable these departments to coordinate lease and
rental renewals, collect back payments, and/or begin eviction
proceedings.
Benefit: Citizens will appreciate being able to deal with the City government as
a single, coordinated unit. The City's revenues will increase as better
lease terms are negotiated, more back payments are collected, and
scofflaw tenants are promptly evicted in favor of more responsible
renters or leases.
Timeline: This is a continuous process throughout the Plan's duration.
Cost: No direct cost.
fA, fii $
F2c, boo
MIAMI • MANAGEMENT AND
PRODUCTIVITY INITIATIVES 35
C. Key Property Disposition
Some properties may need significant City investment before sale in order to maximize
return to the City from the sale. As noted in the section about formulating a policy on the
use of City property, any such investment should be carefully weighed against expected
return and against other uses for the property.
When the City does decide to dispose of property, it needs to better market the property.
Better marketing of property could increase the number of bids that the City receives and
increase selling prices.
Initiative: The City should market its property through a greater variety of
methods including a regular broker (even if such a function is in-
house), and its government cable access channel.
Benefit: Better marketing of City property will increase public awareness of its
availability, increase the number of bids that the City receives, and
increase City revenues through higher selling prices.
Timeline: This has begun and will be done continuously.
Cost: No direct cost.
D. Foreclosure
The City should foreclose on property only after considering its potential for other uses.
Initiative: Consider the economic and social value of property to the City before
initiating costly foreclosure procedures. If the City has no use for the
property and it is uneconomic for the City to resell or if the property
has a social value as it currently exist, the City should continue to
explore other options to improve the property under its current owner.
Benefit: This new policy will reduce the number of properties that the City
forecloses on and does not develop. Such properties may contribute to
neighborhood blight.
Timeline: This has begun and will be done continuously.
Cost: No direct cost.
MIAMI • MANAGEMENT AND
PRODUCTIVITY INITIATIVES
36
E. Charter Revisions
Under the current Charter, the City must follow a formal bid process for leasing
contracts and property sales, and receive at least three bids or call a public referendum.
Such a public referendum may take a year or more to be held. Whether or not the City
receives three bids for a lease or sale, all such agreements must go before the City
Commission for approval.
For specialized property, the City may not be able to solicit a minimum of three bids
and may lose any prospective tenant during the year it takes for a public referendum.
Further, many leases and sales are for very small amounts and may not require City
Commission scrutiny.
1. Initiative: Establish Charter Review Committee that will report to the Mayor,
City Manager and City Commission on recommended changes to the
City Charter.
Benefit: The City will have a body to gather, study, and review recommended
changes to the City's Charter and advise top City officials.
Timeline: Recommendations will be complete by the end of this Fiscal Year.
Cost: No direct cost.
2. Initiative: Recommend changes to the Charter Review Committee for the City to
accept a bid if over a specific percentage of established market value
without referendum, even if the minimum of three bids were not
received.
Benefit: The City will be able to act faster to close beneficial deals and such an
arrangement may interest more bidders to do business with the City.
Timeline: Recommendations will be complete by the end of this Fiscal Year.
Cost: No direct costs.
3. Initiative: Establish an indexed minimum standard for leases and other contracts
that must go before the City Commission for approval.
Benefit: Very small leases and other contracts will be approved faster,
encouraging more bidders to do business with the City, and perhaps
leasing or selling these properties for more money.
MIAMI • MANAGEMENT AND
PRODUCTIVITY INITIATIVES r) ra 37
060
Timeline: Recommendations will be accomplished by the end of this Fiscal Year.
Cost: No direct cost.
MIAMI • MANAGEMENT AND
PRODUCTIVITY INITIATIVES 38
HUMAN RESOURCES AND EMPLOYEE BENEFITS
In concert with the initiative to begin the strategic planning process, the City must
undertake a significant review of job classifications, employee compensation, management
policies, as well as training and leadership development. A review of this order is a
daunting task. The task is further complicated because it could require changes in existing
labor agreements, work rules, policies and procedures.
1. Training
With respect to the City's human resources there are several deficiencies that lend
themselves to be addressed in the immediate term. Perhaps the most apparent deficiency is
':the lack of a comprehensive training program. There have been few budgetary resources
allocated to training Citywide. As a result the level of employee skills has diminished.
Initiative: The Human Resources Department will undertake an assessment of
Citywide training needs and prepare a draft report to serve as the basis
for a preliminary training budget.
Benefit: Improves efficiency.
Timeline: This will be completed by the end of the Fiscal Year.
Cost: No direct cost.
11. Succession Planning
Fifty-one percent (51 %) of the current executive workforce is eligible for retirement by
1999, and one-third will be eligible in 1998. This represents a significant opportunity and
challenge. The City must prepare for an orderly transition in the executive leadership or
face the potential that the strategic planning process will flounder.
A. Initiative: The Human Resources Department will survey municipal "best
practices," evaluate the executive personnel eligible for retirement, and
draft a leadership succession plan for consideration by the City
Manager.
Benefit: Improves efficiency.
Timeline: This initiative will be completed by the end of Fiscal Year 1999.
Cost: No direct cost.
MIAMI • MANAGEMENT AND
PRODUCTIVITY I N ITIATIVES 96--i 39
III. Civil Service Rules
In order to support the strategic plan, the City will need to review and evaluate the Civil
Service Rules to determine which provisions should be revised or City Charter
amendments will be necessary to be consistent with the City's new strategic direction.
1. Initiative: The Human Resources Department will draft a work plan and
timetable to guide the review and evaluation of the Civil Service
Rules.
Benefit: Improves efficiency.
Timeline: This initiative will be completed by the end of Fiscal Year 1999.
Cost: No direct cost.
2. Initiative: The Human Resources Department will investigate method to
implement a more efficient selection process for hiring candidates to
Civil Service positions.
Benefit: Improves efficiency.
Timeline: This initiative will be completed by the end of Fiscal Year 1999.
Cost: No direct cost.
3. Initiative: The Budget Office will do semi-annual assessment of where vacancies
occur in the City's workforce and sweep those vacancies into a single
pool. A committee of top managers will then redistribute employee
openings to departments as they demonstrate a need for new or
replacement personnel.
Benefit: Improves efficiency.
Timeline: This initiative will be completed by the end of Fiscal Year 1999.
Cost: No direct cost.
IV. Workers' Compensation
A "best practices" audit of the City's workers' compensation program was performed
by an expert panel of the Blue Ribbon Task Force. The results of the audit showed that the
Claims Department does not follow industry standards. For the long-term this represents
considerable financial exposure for the City.
MIAMI • MANAGEMENT AND
PRODUCTIVITY INITIATIVES 40
1. Initiative: Investigate issuing a Request For Proposal ("RFP") for a third -party
claims administrator to administer the workers' compensation claims
function or adopt best practices internally.
Benefit: Improves efficiency.
Timeline: Vincam Occupational Health Systems, Inc. has been contracted by the
City to provide thi service.
Cost: No direct cost.
2. Initiative: Improve the management and tracking of time off.
Benefit: Improves efficiency.
Timeline: This has been done.
Cost: No direct cost.
V. Employee Benefits
Employee benefits represents a significant annual expenditure for the City. Based on
evaluations by the expert panel for the Blue Ribbon Task Force, there are a number of
issues which should be reviewed in order to ensure that City employees are afforded
reasonable benefits at reasonable costs to the employee and the City.
1. Initiative: Retain a benefits consultant to assist in structuring, evaluating, and
procuring a coordinated benefits package for employees.
Benefit: Cost savings and improved efficiency.
Timeline: This has been completed.
Cost: No net cost to the City.
2. Initiative: Continue to investigate cost-effective and quality health care
alternatives.
Benefit: Cost savings and improved efficiency.
Timeline: This is a continuous process that will continue throughout the Plan.
Cost: No direct cost.
MIAMI • MANAGEMENT AND
PRODUCTIVITY INITIATIVESc-—} 41
INFORMATION TECHNOLOGY
Clearly, information technology will constitute a critical element in any strategic plan
formulated by the City. Without adequate technology the City will not be able to
effectively perform its vital functions. Appropriately utilized, information technology can
result in significant efficiencies and reduced costs of operations. However, the changes in
this field are rapid and considerable attention must be given to detailed planning for the use
and acquisition of this technology.
1. Initiative: Engage an experienced consultant to assist City staff and volunteer
experts in drafting a strategic plan for information technology.
Benefit: Improves efficiency.
Timeline: The consultant will be employed by the end of Fiscal Year 1999.
Cost: The funding is included in the consulting dollars included in the
operating budget.
2. Initiative: Create a comprehensive disaster recovery plan for immediate
preservation of all vital City functions and restoration of remaining
City functions within a short period of time.
Benefit: Necessary for prudent contingency planning.
Timeline: The plan will be completed by the end of Fiscal Year 1999.
Cost: No direct cost.
MIAMI • MANAGEMENT AND
PRODUCTIVITY INITIATIVES 42
City of Miami
Implementation Schedule - Management and Productivity Initiatives
APPROXIMATE
TIME TO IMPLERIENTAT113N
INITIATIVE Q1 98 Q2 98 Q3 98 1 Q4 98
FY1999 FY2000 FY2001 FY2002 FY2003
OVERVIEW
Reorganization - Expedite the completion of the City Manager's
X
X
X
X
reorganization by filling key personnel positions.
Reorganization - Establish a task force to continue the
X
X
X
reorganization of City services and implement its
recommendations.
Reorganization - Revise the budget preparation and tracking process
X
X
X
X
X
X
X
to reflect the organizational changes resulting from the task
force recommendations.
Incorporate Benchmarking and Performing Measurement
X
X
X
Done
Practices - Provide training to key personnel (classified and
unclassified) in all departments to develop and implement
benchmarks and performance measures. These benchmarks and
performance measures will be used in the preparation of the
budget.
Need to Fill Middle Management Positions - Identify and fill
X
X
X
critical middle management positions.
Economic Development - The City Manager will direct the
X
X
development of a specific organizational plan consistent with
reorganization efforts to consolidate, staff and coordinate the
City's economic redevelopment activities.
MIAMI • MANAGEMENT AND
PRODUCTIVITY INITIATIVES
43
APPROXIMATE'
INITIATIVE
Q1 98
Q2 98
Q3 98
Q,4, 98 FYI 999 FY2000
FY2001
FY2002
FY2003
Reforming Practices and Procedures - Establish a task force to
X
X
X
X
X
X
X
X
review, revamp and promulgate policies and procedures based
on "best practices". The output is to be twofold: (1) a policy and
procedure manual for the City, and (2) establishment of a
process to periodically update the manual as conditions change.
Reforming Practices and Procedures - The City Manager will
X
X
X
X
direct the preparation of a comprehensive recommendation of
proposed Charter amendments. The proposed amendments
should focus on those areas that have been identified as
impediments to instituting "best" business and management
practices. The recommendation will be prepared and submitted
to the City Attorney for review and comment.
Strategic Planning Structure and Process - Strategic planning will
X
X
X
X
X
X
be incorporated in the City's organizational structure and will
have a direct reporting relationship to the City's chief executive.
The process will integrate a public/private sector committee of
senior management that will oversee and guide the strategic
planning process. The strategic planning section will be fully
staffed and the advisory board will be appointed.
Accelerate Completion of the First Strategic Plan - Hire a
X
X
X
X
facilitator to coordinate action on the City's initial strategic plan.
Accelerate Completion of the First Strategic Plan - Regular
X
X
X
X
reports toward the completion of the initial strategic plan for the
City of Miami.
Linkage of Strategic Planning to Operating and Capital Budgets
X
X
X
X
X
X
- Prepare and coordinate the budget preparation process with
the strategic planning process by requiring managers to
demonstrate how budget submissions are consistent with
strategic plans and how they integrate capital and operational
budgets.
Consolidate Economic Development Efforts - Organize a
X
X
X
X
X
X
public/private partnership to develop a strategic plan for
economic development in Greater Miami.
MIAMI • MANAGEMENT AND
P^ O D U C T IV IT Y IN IT I AT IV E S
44
APPROXIMATE:
TIME TO
IMPLERIENTAT113N
INITIATIVE
Q1 98
Q2 98
Q3 98
Q4.9,8
FYI 999
FY2000
FY2001
FY2002
FY2003
Consolidate Economic Development Efforts - Coordinate within a
X
Hold
single agency or a single reporting structure the City's economic
development efforts.
Consolidate Economic Development Efforts - Focus economic
X
X
X
X
X
X
X
X
X
development efforts on retaining and expanding local
businesses.
Consolidate Economic Development Efforts - Develop programs
X
X
X
X
X
X
X
X
X
which emphasize workforce development.
FINANCIAL MANAGEMENT
Level of Expertise Within the Finance Department - All
X
X
X
specifically identified accounting positions will be announced
and filled.
Employee Training - The City, in conjunction with the Blue Ribbon
X
X
X
Task Force, Florida International University ("FIU"), the
Finance Department and the Human Resources Department will
prepare a comprehensive training program for the Finance
Department.
Reconciliation of Fixed Asset Records - The City will implement a
X
X
X
new Fixed Assets SCI module. General inventory procedures
will also be developed and implemented.
Improve Controls Over Purchase of Goods and Services - In
X
X
X
conjunction with the City Attorney, and if legally allowable
Finance will prepare an amendment to the procurement
ordinance to indemnify the City from unauthorized purchases or
requisitions by City employees. The amendment will be
prepared and submitted to the City Commission
Centralize Grants Management Procedures - The City will
X
Done
centralize grants administration as a part of the continuing
reorganization of the City.
M IAM I • MANAGEMENT AND
PRODUCTIVITY I NITIATIVES
45
APPROXIMATE"
TIME TO IMPLEMENTATION
INITIATIVE
Q1 98
Q2 98
Q3 98
Q4 98
FYI 999 FY2000
FY2001
FY2002
FY2003
Accounting and Operations Procedures Manual - With assistance
X
X
X
X
X
X
X
X
from external auditors, the Finance Department will complete an
accounting operations and procedures manual and provide on -
line access through the SCI System.
Debt Management - Submit a comprehensive Debt Management
X
Done
Policy for adoption by the City Commission.
Debt Management - The City should increase its Non -Ad Valorem
X
X
X
X
X
X
X
X
X
Revenue over Maximum Annual Aggregate Debt Service ratio
of liquidity to 10 times.
Debt Management- The City should look for escrow restructuring
X
X
X
X
X
X
X
X
X
opportunities to potentially enhance its cash position.
Cash Management- Develop a system for tracking funds in pooled
X
X
Done
cash.
Cash Management- Modify the existing monthly budget -to -actual
X
Done
report (BE 600) in order to improve its usefulness as a
managerial report.
Cash Management- Establish an Investment Procedures and
X
Done
Internal Controls manual.
Cash Management- Investigate purchasing in-house software to'
X
X
Done
perform portfolio management statistical calculations instead of
outsourcing.
Internal Audit - Complete staffing of Internal Audit Department.
X
X
X
Internal Audit - Prepare and approve an annual audit plan.
X
X
Internal Audit - Reconstitute existing Audit Committee and
X
X
X
strengthen its mission. Appoint qualified audit and other
professionals to the Committee.
Increase Bid Limits - Prepare and submit to the Charter Review
X
X
X
X
Commission a proposed Charter amendment to remove specific
procurement requirements and substitute a provision to allow
bid requirements to be established by ordinance. The
amendment should be prepared and submitted in the
comprehensive Charter amendment package referenced earlier.
MIAMI • MANAGEMENT AND
P" O D U C T IV IT Y IN IT I AT IV E S
46
APPROXIMATE
TIME T43
IMPLEMENTATION
INITIATIVE
Q1 98
Q2 98
Q3 98
014,9,8
FYI 999
FY2000
FY2001
FY2002
FY2003
Streamline Procedures for Smaller Purchases - Develop a
X
X
X
purchasing procedures manual which incorporates the
Procurement Assessment Team recommendations for
streamlining small dollar purchases.
Training for Purchasing Professionals - In conjunction with the
X
X
X
Human Resources Department, the Purchasing Department will
develop a skills training program using resources provided by
local universities and professional purchasing associations.
Increased Use of Technology - Utilizing vendor - provided training,
X
X
X
the entire Purchasing Department will be trained to utilize the
APS module.
Monitoring Inter -fund Transfers - The City must have a well-
X
X
X
X
regulated system in place to monitor fund balances, allocations,
and track expenditure levels that might trigger inter -fund
transfers.
CAPITAL ASSETS PLANNING AND MANGEMENT
Redesign Capital Improvements Planning- The City must
X
X
substantially redesign its Capital Improvements Planning
process. In redesigning the City's Capital Improvements Plan,
the City should address or incorporate each of the following
issues.
Selection of Capital Planning Projects- The Budget Office should
X
Done
do a comprehensive review of projects in the existing CIP to
determine, given its current set of priorities, which to keep and
how those projects will be funded.
Selection of Capital Planning Projects- In its CIP, the City should
X
Done
maximize the use of current City facilities and should, where
feasible, give higher priority to maintaining present facilities
over new construction.
Selection of Capital Planning Projects- City Departments should
X
X
X
X
X
X
identify the operating implications of all capital projects and
priority should be given to those which will result in a reduction
of operating costs.
MIAMI • MANAGEMENT AND
PIt0DUCTIV I T Y INITIATIVES
47
APPROXIMATE"
INITIATIVE
Q1 98
Q2 98
Q3 98
Q4, 98
FY1999
FY2000
FY2001 FY2002
FY2003
Selection of Capital Planning Projects- The City should maximize
X
X
X
X
X
X
X
X
X
utilization of all federal and state revenue sources for capital
improvements.
Selection of Capital Planning Projects- The City needs to
X
redevelop a quantitatively -based system for prioritizing projects
among the CIP and realistically assess which of those top priority
projects can be funded.
Coordination of Resources Among Capital Projects - The City
X
Done
must establish a single controlling staff Department or person
who will be responsible for the physical coordination of
resources among approved Capital Improvements Projects and
with other on -going City operations.
Monitor Funding of Capital Projects- The Budget Office must
Done
maintain a system that regularly monitors funds allocated to
Capital Projects to ensure that those funds will not be subject to
inter -fund transfers.
Property - Amend the comprehensive list of all the property that the
X
X
X
City owns. This list should also document the current condition
of the property and what special arrangements (such as with a
rental tenant) that exist for the property.
Property - The comprehensive list of City property should be
X
X
X
X
X
X
X
updated on a semi - annual or quarterly basis.
Property - Develop comprehensive plan for the long - term use of all
X
X
X
X
X
X
X
City assets concurrent with the preparation of the full property
list. If an asset does not have a part in the City's long - term
goals, consider transfer of ownership or dramatic change in
usage.
Property - The City should consolidate maintenance of all important
X
Hold'
properties under a single department for greater coordination
and operational efficiencies.
Property - Raise the user fees of major City assets to make them self
X
X
X
X
X
X
X
- sufficient and financially responsible for their own capital
improvement projects.
MIAMI • MANAGEMENT AND
P- O D U C T 1 V I T Y INITIATIVES
48
APPROXIMATE:
IMPLEMENTATION
INITIATIVE
Q1 98
Q2 98
Q3 98
Q4..9,8
FYI 999
FY2000
FY2001
FY2002
FY2003
Leases - To the maximum extent possible, attempt to shift the cost of
X
X
X
X
X
X
X
X
X
compliance with environmental laws to those who lease property
from the City.
Leases - Coordinate compliance with environmental laws through
X
single individual or department.
Leases - If the City does not have sufficient expertise on hand to
X
research and comply with environmental regulations, it should
out - source this function to qualified professionals.
Leases - Develop procedure to regularly review leases and rental
X
X
X
X
X
X
X
agreements to be sure that the City has negotiated market rates
and that the agreements have definite renewal and termination
dates. If the City does not have experienced staff to address this
need, the City should out - source this function.
Leases - Such experienced staff or outside professionals that take
X
X
X
over the function of lease and rental agreement review should
codify a set of regular terms and conditions to be used as the
basis of the City's future lease and rental agreements.
Leases - The City should share information on its leases and rental
X
X
X
X
X
X
X
X
X
agreements among departments such as Legal, Community
Planning and Development, and other pertinent divisions. This
information will enable these Departments to coordinate lease
and rental renewals, the collection of back payments, and/or
begin eviction proceedings.
Key Property Disposition - The City should market its property
X
X
X
X
X
X
X
X
X
through a greater variety of methods including a regular broker
(even if such a function is in - house), and its government cable
access channel.
Foreclosure - Consider the value of property to the City before
X
X
X
X
X
X
X
X
initiating costly foreclosure procedures.
Charter Revisions - Establish Charter Review Committee that will
X
report to the Mayor, City Manager and City Commission on
recommended changes to the City Charter.
MIAMI • MANAGEMENT AND
PRODUCTIV I T Y I N ITIATIVES
49
APPROXIMATE
TIME TO
IMPLERIENTAT113N
INITIATIVE
Q1 98
Q2 98
Q3 98 Q4,.!,R8
FYI 999
FY2000
FY2001
FY2002
FY2003
Charter Revisions - Recommend changes to the Charter Review
X
Committee for the City to accept a bid if over a specific
percentage of established market value without referendum,
even if the minimum of three bids were not received.
Charter Revisions - Establish an indexed minimum standard for
X
leases and other contracts that must go before the City
Commission for approval.
HUMAN RESOURCES AND EMPLOYEE BENEFITS
Training - The Human Resources Department will undertake an
X
X
X
assessment of Citywide training needs and prepare a draft report
to serve as the basis for a preliminary training budget.
Two - tier Wage System - The City should conduct a market rate
X
survey or retain consultants within current budget constraints to
conduct a market rate survey of job classifications and prepare a
transition plan to adjust the rate disparity.
Succession Planning - The Human Resources Department will
X
survey municipal "best practices," evaluate the executive
classifications eligible for retirement, and draft a leadership
succession plan for consideration by the City Manager.
Civil Service Rules - The Human Resources Department will draft a
X
work plan and timetable to guide the review and evaluation of
the Civil Service Rules.
Workers' Compensation - Improve the management and tracking
X
X
Done
of time off.
Workers' Compensation - Draft and submit a request for proposal
X
X
Done
("RFP") for a third party claims administrator to administer the
workers' compensation claims function.
Employee Benefits - Retain a benefits consultant to assist in
X
Done
structuring, evaluating, and procuring a coordinated benefits
package for employees.
Employee Benefits - Continue to investigate cost effective and
X
X
X
X
X
X
X
X
X
quality healthcare alternatives.
MIAMI • MANAGEMENT AND
R-ODUCTIVITY INITIATIVES 50
CC
i
APPROXIMATE:
TIME TO IMPLEMENTATION
INITIATIVE Q1 98 Q2 98 Q3 98 1 Q4 98
FY1999 FY2000 FY2001 FY2002 FY2003
INFORMATION TECMNOLOOY
Information Technology - Engage an experienced consultant to
X
Done
assist City staff and volunteer experts in drafting a strategic plan
for information technology.
Information Technology - Create a comprehensive disaster
X
X
X
X
recovery plan for immediate preservation of all vital City
functions and restoration of remaining City functions within a
short period of time.
MIAMI • MANAGEMENT AND
P RODUCT IV ITY I N I TIATIVES
51
CHAPTER IV
FINANCIAL
PLAN
JT or CHAPTER
11
F I NANCIAL PLAN
O�•ni :: `p`Qc
FIVE YEAR PLAN
FISCAL YEARS 1999 - 2003
By the end of FYI 997 Miami eliminated its historical deficits in the General Fund and
ended the year with a fund balance of $1.8 million. In FY98 the City is projecting a
:surplus of approximately $2.9 million as well as reserves of $38.4 million (includes
proceeds from the sale of the FEC tract).
The City is attempting to offset deficits of $16 million to $30 million in FY1999
through FY2003. The Administration has proposed initiatives totaling $16 million to $28.7
million for the above five years. This proposed Five Year Plan still reflects unresolved
deficits of between $0.6 million to $4.2 million through the five years.
This Five Year Plan contemplates reserves for Working Capital, Contingencies and
Risk Management, as mandated by the State Oversight Board. Further, balancing
recurring revenues and expenditures, assuring that each fiscal year stands on its own merit,
and departing from short-term strategies will ensure a balanced budget. New recurring
revenue sources were identified to partially replace the Fire Fee in FY98 to achieve a
balanced budget. These included raising fees for Solid Waste as well as Building and
Zoning. The projected amount to be generated is approximately $11.5 million annually.
The City's Administration is recommending several options including additional Fire
Fee/Solid Waste Fee increases to offset the deficit to balance the Five Year Plan in
accordance with State guidelines (see exhibit 1).
The settling of the Gates case has helped the City of Miami to lower its cost for FY99
by approximately $13.1 million and an estimated reduction of future pension cost by $7
million.
The plan includes $5.9 million in Capital Improvement Projects to be funded in
FY1999, and $6 million annually thereafter. The plan also addresses the importance of
building up annual reserves by allocating $1.1 million to Risk Management and $1 million
for contingencies. An additional $2.27 million will be added from FY99 onward for the
Working Capital Reserve.
The proceeds from the sale of the Florida East Coast Railway (FEC) tract will be used
to fund the Blue Ribbon Committee Recommendations, including various technology
initiatives.
52
Projections for Fiscal Years 1999-2003 were based upon past years actual expenditures
and historical trends.
This plan should be viewed as a dynamic, working document. In order for this plan to
be successful all City departments must work together. The effort should be all inclusive
for the" long term benefit of the City and its residents.
53
ASSUMPTIONS USED FOR THE
FIVE YEAR PLAN (FY1999 - 2003)
REVENUES:
We have utilized the projected Fiscal Year 1998 revenues and expenditures as the base
for re-examining the Five Year Plan estimates. We have included the fee increases
approved by the City Commission in March 1998, and further updated our Property Tax
Assessment per the Miami -Dade County Appraiser office.
Property Taxes:
In projecting property taxes, a discount of 5% was provided for delinquencies and early
payments. Property tax projections have been carried over to FY2003, using the same
methodology employed in estimating the previous Five Year Plan. From preliminary FY98
to preliminary FY99 the tax roll increased by 6.53% where as from final FY98 to
preliminary FY99 the tax roll increased by 7.01 %. The City is being very conservative in
its projection at the rate of 4.0% for Real Estate and .5% for Personal Property Taxes.
Projected assessment growth rates are illustrated below:
15
14
13
N
0 12
m 11
N
10
9
8
Taxable Property
87 88 89 90 91 92 93 94 95 96 97 98 99 00 01 02 03
Fiscal Year
M IAM I • FINANCIAL PLAN 54
9
Franchise and Public Service Taxes:
Franchise and Public Service Taxes were based upon a straight-line projection which
took into account FY1991 through FY1998 actual expenditures. These projections are
conservative based on historical data.
43
y 39
0 35
31
27
Public Service Taxes
36.06 36.60 37.15
37.70 38.27
34.84 34 54
33.45
32.57 32.69
1.24
29.36
28.72 3i—� r77q'..'
91 92 93 94 95 96 97 98 99 00 91 02 03
Fiscal Year
Percentage Change per Year
8.00%
6.39%
0
6.00 0
1,14 9
4.26% 4.15% 4.40%
4.00%
2 25%
2%
°
1.53%
1.50% 1.50% 1.48% 1.51%
2.00 /o
O
0.37/o
Y
n
O
0.00%
-2.00%
91 92 93
94 95 96 97 98 99 00 01 02 03
Fiscal Year
55
MIAMI a FINANCIAL PLAN
Business Licenses:
$5.7 million for FY1999 through FY2003 has been projected. No rate increase has
being projected through FY2003.
Intergovernmental Revenues:
The amounts utilized were calculated using current revenue trends. Florida Revenue
Sharing and the Half Cent Sales Tax were increased by 1 % and 2%, respectively, through
FY 2003.
Further, the US Department of Justice revenues were projected on reimbursements for
Police Grant funded positions. The total number of sworn positions will stand at 1,141 for
FY99.
Charges for Services:
The projection methodology utilized was based on the following.
a) 3 yr. Averages.
b) 3 yr. Averages with growth rate assumptions.
c) Actual Revenues received for FY98.
Solid Waste Fees
The projection is based upon an annual fee of $188 passed by the City Commission in
March, 1998. A conservative assumption of 95% collection was utilized to arrive at the
$12,201,753 projection.
Fire Rescue Assessment:
The Administration recommended that this fee be assessed by the City through a May
1998 billing. The fee was reduced to $24 for single family homes and $30 for mutli-family
homes. This revenue is earmarked for the Fire Department's expenditures. In subsequent
years, the Fire Rescue Fee will be assessed on the yearly property tax bill. Coupled with
better collection methods, and liens on delinquencies, the Administration anticipates
revenues of $4.3 million in Fiscal Years 1999-2003.
MIAMI • FINANCIAL PLAN
56
Fines and Forfeits:
Based upon the collection of FYI 998 this category is projected to bring approximately
$2.8 million annually.
Miscellaneous:
Convention Center Conversion / Parking System
Privatization:
There currently exists $6 million in annual debt service payments which make it
unattractive for a potential purchaser of the Convention Center. The strategy is to put
-together a real estate disposition package which will include this property and others to
make it financially feasible for an investor to assume control of the Center. Staff is
currently in the process of identifying other properties that might be added to a Convention
Center "package". The net savings have been estimated at $4 million for FY2000 - 2003.
The privatization of the parking system will enable the City to access the reserves that
currently exist and a future stream of income from parking revenues which currently do not
accrue to the City. The feasibility of this privatization is currently being studied, and if it is
found to be beneficial to the City, discussions will begin with the Off -Street Parking
Authority to work out the best management and operational arrangement. An amount of
- $2,195,000 has been projected for FY99.
Land Sales:
No land sale proceeds have been projected.
Non -Revenues:
Non -Revenues are consistent with the previous Five Year Plan.
The group insurance contribution from retirees has not changed from FY1998 to
FY1999. This takes into account actual revenues derived from this group. This projection
assumes no contributory increases to the employees or retirees for all 5 years.
MIAMI • FINANCIAL PLAN
57
Internal Service Funds:
Contribution from Utility Service taxes after covering non -general obligation debt
service is transferred into the General Fund. It should be noted that the Convention Center
annual debt in the amount of $6 million has been taken into account due to the impending
privatization option for FY2000 through FY2003.
EXPENDITURES:
• Salary and fringes were projected using the City's Salary Projection System. This
system uses the current position listing as the base and projects out taking into
consideration step increases based upon anniversary and longevity dates.
• Union
FY98
FY99
FY2000
FY2001
AFSCME
4%-Sept,98
0
2%-Oct,99
2%-Oct,2000
IAFF
4%-Sept,98
0
2%-Oct,99
2%-Oct,2000
FOP
4%-Sept,98
0
2%-Oct,99
2%-Oct,2000
CIGU
0
2%-Jan,99
2%-Oct,99
2%-Oct,2000
• Departmental operating costs were projected based on current level expenditures
with a 1.5% allowance for CPI in FY2000 and subsequent years.
• Departmental capital expenditures were projected at the current level and were
adjusted on a case by case basis for those departments whose capital needs fluctuate
due to one time major expenditures.
• Capital Improvement Projects were prioritized on a year to year basis and were
accommodated based upon the availability of funds.
Management Recovery:
With the exception of the Police and Fire Departments, one of the most obvious
deficiencies of the City is a lack of middle management. There is a huge void between the
department director, or assistant director, and the next level of management. In many
instances, employees of lower management have been forced to step up and assume
responsibilities for which they were neither qualified nor trained. It is imperative that this
void be addressed and rectified.
The City has allocated in FY98's revised budget an add back of 141 positions. In order
to adhere to departmental management/operational needs, additional positions have been
projected for FY99. Funds in the amount of $224,000 have been projected in FY99 - 2003
MIAM I • FINANCIAL PLAN
58
for training on a citywide basis. This amount is apart from the training funds budgeted by
City departments.
Capital Improvement Program:
A survey of capital needs estimated that $20 million are needed for fiscal year 1999.
The General Fund Contribution to CIP for FY99 will be $5.9 million. Annual General
Fund Contributions to CIP will be limited to $6 million starting in FY2000. Other capital
projects will be funded from Federal Grants ($10.4 million), State Grants ($1.6 million),
Private Funds ($84,500) and other Capital Improvement funds ($17.9 million).
Reserves
Working Capital:
The City shall have $6.8 million in Working Capital Reserve by the end of FY98 and
will further provide $2.27 million annually thereafter.
Contingency Reserve:
This reserve of $1 million, starting in FY98, per year, in addition to the Working
Capital, will enable the City to address other potential issues that may arise during the
fiscal year.
Risk Management Reserve:
It has long been recognized that a reserve should be established to address the
outstanding liabilities of the City in both the General Liability and Workers' Compensation
areas. In an effort to attain a reserve which will grow over a period of time and will not
adversely impact the City's financial position, the City plans to budget $1.1 million per
year. The City will continue the $1.1 million per year allocation thereafter until it reaches a
reserve of at least $16 million, which will represent approximately 20% of the estimated
total liability (approximately $80 million).
Reserve for Strategic Investments:
The City will set aside $15,845,000 from the sale of the FEC Tract for strategic
investments. Below is a list of uses for these funds. Any expenditures/appropriations from
this reserve require the unanimous vote of the City Commission.
Strategic Investments
• Sell the Knight Center and defease the outstanding debt
• Establish a pool of funds for the study of outsourcing
• Immunize a portion of the annual debt service for the out years
• Retire outstanding debt
• Dedicate a portion of this reserve to increase unappropriated fund balances in the General
Fund
• Appropriate this amount into the Risk Management Reserve
59
M I A M I • FINANCIAL PLAN
EXHIBIT 1
Summary and
Revenues By Character And
Expenditures By Major Object:
Five Year Estimates
MIAMI • FINANCIAL PLAN
60
98- 660
Summary of Five Year Plan
Fiscal Years 1999 through 2003
FY 1998 FY 1999 FY 2000 FY 2001 FY 2002 FY 2003
Revised Estimated Estimated Estimated Estimated Estimated
Description Budget Budget Budget Budget Budget Budget Rev./Exp. Rec./Nori
Revenues 308,504,940 269,947,668 279,028,877 278,835,133 280,446,688 285.404,572
Expenditures 308,504,940 285,849,832 296,700,417 302,328.811 307,809,999 314,691,078
Difference $ - $ (15,902,164) $ (17,671,540) $ (23.493,678) $ (27,363,311) $ (29,286,506)
Revisions / Initiatives:
Forecast of Property Taxes $
$ 2,512,669
$ 3.588,727
$ 4,739,903
$ 5,967,073
$ 7.277,291 Rev
Police Officers to 913
-
3.590,874
6,843,584
8,701,756
8,876,213 Exp
Severance/Attrition
1,000,000
1,000,000
1,000,000
1,000,000
1,000,000 Exp
Professional Services
200,000
200,000
200,000
200,000
200,000 Exp
City Contingency
500,000
750,000
750.000
750,000
750,000 Exp
General Fund - Capital Improvement
1,000,000
1,000,000
1,000,000
1,000,000
1,000,000 Exp
L.E.T.F.
1,800,000
1,500,000
1,500,000
1,500,000
1.500,000 Rev
Departmental Add Back
1,263,141
600,000
800,000
800,000
800,000 Exp
Off Street Parking
2,195,000
500,000
750,000
1,000,000
1,250,000 Rev
Passport Office
250,000
500,000
500.000
500,000
500,000 Rev
Retainage on F.E.C.
2,000,000
-
Law Enforcement Block Grant
3,250,000
-
-
- Rev
Lease Revenues`
Rev
3,300,000
5,300,000
5,550,000 Rev
Sub -Total $ $ 15,970,810
$ 13,429,601
$ 21,383,487
$ 26,718,829
$ 28,703,504
Difference $ $ 68,646
$ (4,241,939)
$ (2,110,191)
$ (644,482)
$ (583.002)
Revenues 308,504,940 281,955,337
285,117,604
289,625,036
294,713,761
301,481,863
Expenditures 308,504,940 281,886.691
289,359,543
291,735.227
295,358,243
302,064,865
Difference $ - $ 68,646
$ (4,241,939)
$ (2,110,191)
$ (644,482)
$ (583,002)
Options:
Rec
Rec
Rec
Rec
Rec
Non
Rec
Rec
Rec
Rec
Non
Rec
Rec
Fire Feel $ $ $ 4,272,183
$ 4,272,183 $
4.272,183
$ 4,272,183 Rev Rec
Garbage Feet 1,751,753
1,751,753
1,751,754
1,751,755 Rev Rec
Total $ $ $ 6,023,936
$ 6,023,936 $
6,023,937
$ 6,023,938
Difference $ $ 68,646 $ 1,781,997
$ 3,913,745 $
5,379,455
$ 5.440.936
Assumptions:
1. Fire Fee increased by $24/SF-$30/MF in FY'2000. Total rate FY'99 $24/SF - $30/MF, FY'00 through 2003 $48/SF - $60/MF.
2. Garbage Fees increase by $28 in FY'2000. Total rate FY'99 $188 and FY'2000 - FY'03 $216. "
Notes:
. Lease Revenues derived from Watson Island, Virginia Key, Coconut Grove, Bicentennial, Parrot Jungle.
A. Blue Ribbon Committee Recommendation expenditures will be reflected in Capital Improvement Program Fund.
B. Any additional recurring revenues could be used to offset future Fire / Solid Waste Fee increases.
C. Includes State Mandated Reserves of $4.36 million annually.
D. Current Five Year Plan includes revenues from Off Street Parking of $2 million annually.
E. Passport Office Revenues will be used to offset City Clerk Office Expenditures.
F. COPS Grants are predicated for FY'2000.
MIAMI 9 FINANCIAL PLAN 61
Fund 01 GENERAL FUND
Revenues
01 TAXES
02 LICENSES AND PERMITS
03 INTERGOVERNMENTAL REVENUE
04 CHARGES FOR SERVICES
05 FINES AND FORFEITS
06 MISCELLANEOUS REVENUE
08 NON -REVENUES
09 INTERNAL SERVICE FUNDS
Total for Revenues
Expenditures
100 SALARIES & WAGES -FIXED
200 FRINGE BENEFITS -FIXED
300 OPERATING EXPENSES -FIXED
400 OPERATING EXPENSES
500 CAPITAL OUTLAY -VARIABLE
600
600 GRANTS IN AID
600 TRANSFERS TO OTHER FUNDS
700 PRIOR YEAR'S APPROPRIATION
Total for Expenditures
Total for Revenues
( Total for Expenditures
City of Miami
5-Year Estimates. Revenues by Char I Expenditures by�Major.
As of: 616198
Recurring
/ Non -Recurring
FY 1998
FY 1999
FY 2000
FY 2001
FY 2002
y
FY 2003
Revised
Estimated
Estimated
Estimated
Estimated
Estimated
Budget
Budget
Budget
Budget
Budget
Budget
122,044,957
127,270,614
130,392,908
133,604,642
136,908,492
141,016,989
7,536,900
8,535,032
8,535,370
8,535,370
8,535,370
8,491,370
36,285,178
36,699,917
33,514,229
29,381,160
27,194,018
27,634,371
42,390,699
45,330,310
45,330,353
45,329,949
45,330,129
45,464,282
3,003,517
2,852,627
2,852,627
2,852,627
2,852,627
2,853,627
55,094,660
10,864,649
16,713,253
16,581,687
16,449,137
16,449,137
11,850,187
11,734,734
11,734,734
11,734,734
11,734,734
11,734,734
30,298,752
26,659,785
29,955,403
30,814,964
31,442,181
31,760,062
308,504,940
269,947,668
279,028,877
278,835,133
280,446,688
285,404,572
142,094,468
161,875,823
167,046,581
170,971,825
175,239,741
179,869,037
13,813,878
13,716,600
13,645,671
14,074,507
14,550,726
15,045,121
47,022,361
31,941,556
39,076,335
39,659,023
40,253,737
40,862,638
47,450,514
53,945,659
54,039,636
54,826,651
55,623,294
56,430,686
1,781,994
3,163,487
2,181,111
2,034,475
1,229,930
1,248,375
7,800,000
3,370,000
3,420,550
3,471,858
3,523,936
3,576,795
1,512,153
1,973,248
1,746,096
1,769,287
1,792, 826
1,816,719
46,239,534
15,863,459
15,544,437
15,521,185
15,595,809
15,841,707
790,038
0
0
0
0
0
308,504,940
285,849,832
296,700,417
302,328,811
307,809,999
314,691,078
308,504,940
269,947,668
279,028,877
278,835,133
280,446,688
286,404,572
308,504,940
285,849,832
296,700,417
302,328,811
307,809,999
314,691,078
0
(-15,902,164)
(-17,671,540)
(-23,493,678)
(-27,363,311)
(-29,286,506)
MIAMI • FINANCIAL PLAN 62
City of Miami
5-Year Estimates. Revenues by Char / Expenditures by -Major.
As of: 6/6/98
Recurring INon-Recurring
FY 1998
FY 1999
FY 2000
FY 2001
FY 2002
i
FY 2003
Revised
Estimated
Estimated
Estimated
Estimated
Estimated
Budget
Budget
Budget
Budget
Budget
Budget
Fund 10 SPECIAL REVENUE FUND
Revenues
995,554
0
0
0
0
0
01 TAXES
41,556,697
44,503,482
45,162,673
45,831,670
46,510,616
47,199,663
02 LICENSES AND PERMITS
275
0
0
0
0
03 INTERGOVERNMENTAL REVENUE
1,545,151
1,680,097
1,700,257
1,720,719
1,741,488
0
1,762,569
04 CHARGES FOR SERVICES
16,673,921
16,808,119
16,653,198
16,650,903
16,647,701
16,741,973
06 MISCELLANEOUS REVENUE
1,625,341
1,557,158
1,557,158
1,557,158
1,557,158
1.557,158
09 INTERNAL SERVICE FUNDS
2,671,027
3,042,804
2,842,804
2,892,804
2,942,804
2,992,804
Total for Revenues
65,067,966
67,591,660
67,916,090
68,653;254
69,399,767
70,254,167
Expenditures
100 SALARIES & WAGES -FIXED
4,457,327
4,778,510
4,640,133
4,738,631
4,839,396
4,939,809
200 FRINGE BENEFITS -FIXED
354,257
326,154
298,250
303,077
308,194
313,972
300 OPERATING EXPENSES -FIXED
202,132
213,548
184,645
186,002
187,642
200,464
400 OPERATING EXPENSES
3,421,250
3,663,199
3,606,921
3,624,004
3,638,342
3,739,878
500 CAPITAL OUTLAY -VARIABLE
77,449
73,479
68,272
69,296
70,335
71,390
600 GRANTS IN AID
25,000
25,000
25,000
25,000
25,000
25,000
600 TRANSFERS TO OTHER FUNDS
56,530,551
58,511,770
59,092,869
59,707,244
60,330,858
60,963,654
Total for Expenditures
65,067,966
67,591,660
67,916,090
68,653,254
69,399,767
70,254,167
Total for Revenues
65,067,966
67,691,660
67,916,090
68,653,254
69,399,767
70,254,167
Total for Expenditures
65,067,966
67,591,660
67,916,090
68,653,254
69,399,767
70,254,167
0
0
0
0
0
0
MIAMI 9 FINANCIAL PLAN
63
C)o
City of Miami
5-Year Estimates. Revenues by Char / Expenditures by Major.
As of: 6/6/98 -
Recurring / Non -Recurring
FY 1998
FY 1999
FY 2000
FY 2001
FY 2002
1
FY 2003
Revised
Estimated
Estimated
Estimated
Estimated
Estimated
Budget
Budget
Budget
Budget
Budget
Budget
Fund 20 DEBT SERVICE FUNDS
Revenues
01 TAXES
21,043,066
21,736,858
19,510,761
19,366,638
18,767,699
18,525,083
03 INTERGOVERNMENTAL REVENUE
5,421,687
5,420,896
5,421,643
5,419,976
5,419,582
5,419,698
08 NON -REVENUES
2,771,760
0
0
0
0
0
09 INTERNAL SERVICE FUNDS
26,493,957
26,467,960
24,555,599
24,288,743
24,268,054
24,137,130
Total for Revenues
55,730,470
53,625,714
49,488,003
49,075,257
48,455,335
48,081,911
Expenditures
300 OPERATING EXPENSES -FIXED
50,530,882
48,422,221
44,282,303
43,866,534
43,245,826
42,875,472
400 OPERATING EXPENSES
96,966
97,815
100,750
103,773
106,887
103,817
600 TRANSFERS TO OTHER FUNDS
5,102,622
5,105,678
5,104,950
5,104,950
5,102,622
5,102,622
Total for Expenditures
65,730,470
53,625,714
49,488,003
49,075,257
48,455,335
48,081,911
Total for Revenues
55,730,470
53,625,714
49,488,003
49,075,257
48,455,335
48,081,911
Total for Expenditures
55,730,470
63,625,714
49,488,003
49,075,257
48,465,335
48,081,911
0
0
0
0
0
0
MIAMI • FINANCIAL PLAN
64
Fund 60 TRUST & AGENCY FUNDS
Revenues
01 TAXES
03 INTERGOVERNMENTAL REVENUE
O6 MISCELLANEOUS REVENUE
08 NON -REVENUES
09 INTERNAL SERVICE FUNDS
Total for Revenues
Expenditures
100 SALARIES & WAGES -FIXED
200 FRINGE BENEFITS -FIXED
300 OPERATING EXPENSES -FIXED
400 OPERATING EXPENSES
500 CAPITAL OUTLAY -VARIABLE
600 TRANSFERS TO OTHER FUNDS
Total for Expenditures
Total for Revenues
Total for Expenditures
Overall Total for Revenues
Overall Total for Expenditures
MIAMI • FINANCIAL PLAN
,City of Miami
5-Year Estimates. Revenues by Char / Expenditures by'Major.
Recurring / Non -Recurring
As of: 6/6/98
FY 1998
FY 1999
FY 2000
FY 2001
FY 2002
FY 2003
Revised
Estimated
Estimated
Estimated
Estimated
Estimated
Budget
Budget
Budget
Budget
Budget
Budget
160,000
955,265
1,047,303
1,137,303
1,227,303
1,099,217
0
275,000
300,000
300,000
300,000
193,671
0
450,000
450,000
450,000
450,000
450,000
873,917
0
0
0
0
0
0
185,000
185,000
185,000
185,000
367,351
1,033,917
1,865,266
1,982,303
2,072,303
2,162,303
2,110,239
221,882
221,882
225,210
228,588
232,016
235,496
14,919 •
14,919
15,143
15,370
15,601
15,835
60,538
58,500
61,444
62,366
63,302
64,251
551,578
551,578
559,852
568,249
576,772
585,423
0
0
0
0
0
0
185,000
1,018,386
1,120,654
1,197,730
1,274,612
1,209,234
1,033,917
1,865,265
1,982,303
2,072,303
2,162,303
2,110,239
1,033,917
1,865,265
1,982,303
2,072,303
2,162,303
2,110,239
1,033,917
1,865,266
1,982,303
2,072,303
2,162,303
2,110,239
0
0
0
- 0
0
0
430,337,293
393,030,307
398,415,273
398,635,947
400,464,093
405,850,889
430,337,293
408,932,471
416,086,813
422,129,625
427,827,404
435,137,395
0
(-15,902,164)
(-17,671,540)
(-23,493,678)
(-27,363,311)
(-29,286,506)
65
EXHIBIT II
Cash Flow Analysis For Fiscal'
Years 1999 And 2000
MIAM 1 • FINANCIAL PLAN 66
9 660
Beginning/Ending Cash
Monthly Cash Position
Revisions/inilatnres
Add Back Reserves
City of Miami
Cash Flow Analysis for Fiscal Years 1999 and 2000
S 43.150,000
-10,064,636-4.877.172 53.720.811
362,500 362.500 1,162.500
363.889 363,889 363,889
S 43, 150,000
5,169.737-7.246.392-4,256.202-8.654.575-9.351,075-8,970.097-8.930,841-7,527,859 4.913,863 $ (15,902,164
963,217 337,500 2.675.169 337,500 337,500 312,500 312.500 449,924 8,357,500 S 15.970,810
363.889 363,889 363,889 363,889 363.889 363.889 363.889 363.889 363 888 S 4.366.667
Net General Fund Cash Flow S 33,811.763 S 29,660,970 S 84.008,170 S 91,405,013 S $4,860,010 S 83.642.866 S 75-689,600 S 67,039.994 S 65,746.286 $ 60,491.834 $ 43.777,780 S 47.636,313 S 47.686.313
Beginning/Ending Cash S 47.565,313
—F-Vu,
clluing L.asn
Monthly Cash Position-11,184,491-5,419.837 59.698.130
Revisions/initatives 653,406 653.406 653,406
Add Back Reserves 363.889 363,889 363,889
Net General Fund Cash Flow S 37.418.117 'S 33.016,675 $ 93.731,000
Notes:
5.744,955
4,242,133
363.869
-8.052.672
653.406
363.889
-4,729,774
653.406
363,889
•9.617.538
653.406
363,889
-10,391.535
653,406
363.889
-9,968,167
653,406
363.889
-9.924.543
653,406
363.889
-8.365,457
653.406
363,889
$
-5,460.611 S
2,653.406 $
363 888 $
47.585,313
(17 671 540)
13.429,601
4,366.667
$104,081.977
$ 97,046,601
S 93,334.122
S 84,733.879
S 75,359.639
$ 66,408.767
$ 57,601.519
S 50.153,358
S 47,710,041 $
47,710,041
1 8e9- nnq Casn Fkrw Based on 1997 CAFR of $5,010,000 plus Reserves.
2 Comm,mdt De.elopmani Block Grant (COBG) and Capital Improvement Projects (CIP)
have not been included
in the above Cash Flow Analysis.
MIAMI a FINANCIAL PLAN 67
EXHIBIT 111
Recurring Vs. Non -Recurring Analysis
M IAM I • FINANCIAL PLAN 68
Schedule of Recurring and Non -Recurring Revenues and Expenditures
(Based on Original Analysis - Without Revisions / Initatives)
Fiscal Year 1999 Summary Analysis
Excess/(Deficit) ercentage of Recurring
Rec Revenues vs. Revenue over
Fund Recurring Revenues Recurring Expenses Recurring Expenses Recurring Expenses
General $ 269,947,668 $ 275,028,337 $ (5,080,669) 98.15%
Special 67,591,660 67,591.660 - 100.00%
Debt 53,625,714 53,625,714 - 100.00%
Trust & Agency 1,865.265 1,865,265 - 100.00%
$ 393.030,307 $ 398,110,976 $ (5,080,669) 98.72%
Fiscal Year 2000 Summary Analysis
Excess/(DeflcR) ercentage of Recurring
Rec. Revenues vs. Revenue over
Fund
Recurring Revenues
Recurring Expenses
Recurrina Expenses Recurring Expenses
General
$ 279,028,877
$ 286,236,170
$ (7,207,293) 97.48%
Special
67,916,090
67,916,090
- 100.00%
Debt
49,488,003
49,488,003
- 100.00%
Trust & Agency
1,982,303
1,982.303
- 100.00%
Fund
General
Special
Debt
Trust & Agency
$ 398,415,273 $ 405,622,566 $ (7,207,293) 9822%
Fiscal Year 2001 Summary Analysis
Recurring Revenues
$ 278,835,133
68.653,254
49,075,257
2.072.303
Recurrina Expenses
$ 292,092,150
68.653,254
49,075,257
2,072,303
Excess/(Deficit)
Rec. Revenues vs.
Recurring Expenses
$ (13.257.017)
ercentage of Recurring
Revenue over
Recurrina Expenses
95.46%
100.00%
100.00%
100.00%
$ 398,635.947 $ 411,892,964 $ (13,257.017) 96.78%
MIAM I • FINANCIAL PLAN 69
Schedule of Recurring and Non -Recurring Revenues and Expenditures
Excess/(DeflcR) ercentage of Recurring
Res. Revenues vs.
Revenue over
Fund Recurrina
Revenues Recurrina
Expenses Recurring Expenses Recunina
Expenses
General S
280,446,888 $
298.360.950 9 (17,914,282)
94.00%
special
69,399,767
69,399,767 -
100.00%
Debt
48.455,335
48,455,335 -
100.00%
Trust & Agency
2.162.303
2.102,303 -
100.00%
$
400.464,093 S
418.378,355 $ (17,914.262)
95.72%
ercenUge of Recurring
Rea Revenues vs. Revenue over
E
General $ 285,404.572 $ 305.133.764 $ (19,729.102) 93.53%
Special 70.M,167 70,254.167 - 100.00%
Debt 48,081.911 48.061,911 - 100.00%
Trust r4 Agency 2.110=9 2.110,239 - 100.00%
i 405,850,889 $ 425.590,081 S (19.729,102) 95.38%
MIAMI F I N A N C I A L PLAN
TO
Fun
General
special
Debt
Trust & Agency
Schedule of Recurring and Non -Recurring Revenues and Expenditures
(With Balanced Budget)
Fiscal Year 1999 Summary Analysis
Recurring Revenue
$ 279.955,337
67,591,660
53,625,714
1.865,265
Recurrina Excernes
$ 272,065,196
67,591,660
53,625,714
1,865,265
Excess/(Deflclt)
Rec. Revenues vs.
Recurring Expenses
$ 7,890.141
ercentage of Recurring
Revenue over
Recurring Expenses
102.90%
100.00%
100.00%
100.00%
$ 403,037,976 S 395,147,835 $ 7,890,141 102.00%
Exeess/(Deffck) ercentage of Recurring
Rec. Revenues vs.
Revenue over
FuQQ Recurring
Revenues Recurring
Expenses ' Reeurring Ex emes
Recurring Expenses
General $
291,141,540 $
279,895,296 $ - 11,246,244
104.02%
Special
67,916,090
67,916,090 -
100.00%
Debt
49,488,003
49,488,003 -
100.00%
Trust & Agency
1,982,303
1,982,303 -
100.00%
$
410,527,936 $
399,281,692 $ 11,246,244
102.82%
Fiscal Year 2001 Summary Analysis
Excess/(Deficit) ementage of Recurring
Rec. Revenues vs.
Revenue over
Fund
Recurrina Revenues
Recurring Expenses
Recurring Expenses
Recurrino Expenses
General
$ 295,648,972
$ 282.498,566
S 13,160.406
104.66%
Special
68.653.254
68.653.254
-
100.00%
Debt
49.075,257
49,075,257
-
100.00%
Trust 3 Agency
2,072,303
2.072,303
-
100.00%
$ 415.449.786
$ 402.299,380
$ 13,150.406
103.27%
MIAMI a R t N A N C I A L PLAN 71
Schedule of Recurring and Non -Recurring Revenues and Expenditures
Fiscal Year 2002 Summary Analysis
Excess/(Deficit)
ercentage of Recurring
Rec. Revenues vs.
Revenue over
Fund
Recurring Revenues
Recurring Expenses
Recurrina Expense
Recurring Expenses
General
$ 300,737,697
$ 286,909,194
_ $ 13,828,503
104.82%
Special
69.399,767
69,399.767
-
100.00%
Debt
48,455,335
48,455,335
-
100.00%
Trust & Agency
2,162,303
2,162,303
-
100•00°%
$ 420.755,102
$ 406,926,599
$ 13,828,503
103.40%
Fiscal Year 2003 Summary Analysis
ExcesW(Deficit) ercentage of Recurring
Rec. Revenues vs.
Revenue over
Fund
Recurrina Revenues
Recurrina Expenses Recurring Expenses
Recurrina Expenses
General
$ 307.505,799
$ 293,507,551 $ 13,998,248
104.77%
Special
70,254,167
70,254,167 -
100.00°%
Debt
48,081,911
48,081,911 -
100•00°%
Trust 8 Agency
2,110,239
2,110,239 -
100•00°%
$ 427,952,116
$ 413,953,868 $ 13,998,248
103.38°%
72
MIAMI • FINANCIAL PLAN
EXHIBIT IV
Analysis of Changes in General Fund Equity
73
MIAMI • FINANCIAL PLAN
Analysis of Change in the General Fund Equity
for Fiscal Years 1997 through 2003
(000)
Preliminary Budget Projection - Includes Revisions / Initatives
1997
1998
1999
2000
2001
2002
2003
Beginning Fund Equity $(21,816)
$ 1,835
$42,875
$42,944
$ 38,702
$ 36,592
$ 35,948
Operating Results & Transfers 23,651
41,040
- 69
(4,242)
(2,110)
(644)
(583
Ending Fund Equity $ 1,835
$42,875
$42,944
$ 38,702
$ 36,592
$ 35,948
$ 35,365
Fund Equity Components:
Reserves:
Encumbrances
443
500
500
500
500
500
500
Prepaids
484
500
500
500
500
500
500
Inventories
610
600
600
600
600
600
600
Risk Management
1,100
2,200
3,300
4,400
5,500
6,600
Contingencies
1,000
2,000
3,000
4,000
5,000
6,000
Unreserved:
Designated for Working Capital
298
6,800
9,070
11,340
13,610
15,880
18,150
Blue Ribbon Comm. Initiatives
13,395
10,000
7,230
4,820
2,410
-
Undesignated
18,980
18,074
12,232
8,162
' 5,558
3,015
Total Fund Equity $ 1,835 $42.875 $42,944 $ 38,702 $ 36,592 $ 35,948 $ 35,365
74
M I A M I • PINANCIAL. PLAN
Analysis of Change in the General Fund Equity
for Fiscal Years 1997 through 2003
(000)
Assuming Balanced Budget
1997
1998
1999
2000
2001
2002
2003
Beginning Fund Equity $(21,816)
$ 1,835
$42,875
$ 42,944
$ 44,726
$ 49,000
$ 54,739
Operating Results & Transfers 23,651
41,040
69
1,782
4,274
5,739
5,801
Ending Fund Equity $ 1,835
$42,875
$42,944
$ 44,726
$ 49,000
$ 54,739
$ 60,540
Fund Equity Components:
Reserves:
Encumbrances
443 500
500
500
500
500
500
Prepaids
484 500
-500
500
500
500
500
Inventories
610 600
600
600
600
600
600
Risk Management
1,100
2,200
3,300
4,400
5,500
6,600
Contingencies
1,000
2,000 ,
3,000
4,000
5,000
6,000
Unreserved:
Designated for Working Capital
298 6,800
9,070
11,340
13,610
15,880 18,150
Blue Ribbon Comm. Initiatives
13,395
10,000
7,230
4,820
2,410 -
Undesignated
18,980
18,074
18,256
20,570
24,349 28,190
Total Fund Equity $
1,835 $42,875
$42,944
$ 44,726
$ 49,000
$ 54,739 $ 60,540
75
MIAMI • FINANCIAL PLAN
CHAPTER V
CITY
WORKFORCE
F.
i
CITY WORKFORCE
7°fcQF�op`O
OVERVIEW
It is the people who work for the City of Miami, who collect the City's trash, fight fires, patrol
its streets, maintain its parks, and deliver all the public services that allow the municipality to
function. City services are generally labor-intensive. The cost of employee wages and benefits is
almost always the single largest component of a municipality's budget. For the City of Miami,
personnel service expenditures represent 61.32 percent of the FY99 Proposed General Fund budget
at a cost of over $175.3 million.
Given the budgetary significance of the labor component, much thought has gone into
developing a deliberate human resource strategy which is complimentary to the fiscal and service
needs of the City, and at the same time addresses the social objectives embraced by the current
administration. Moreover, given the need to enhance productivity, contain costs, and capture
efficiencies, most of the City's planning efforts have been targeted toward transforming the City's
organizational structure to reflect a higher level of responsiveness and accountability.
Similar to other urban areas, the City of Miami will continue to face a series of structural
challenges. This includes changes in the business and social environments, and changes to levels of
federal, state, and regional funding. Both current and future administrations will be confronted by
the pressures of rising labor costs and increasing demand for services, all within an environment of
limited revenues. In addition, city mayors and managers must continue to strike a balance between
strategies which foster innovation and creativity, and those necessary policies which impose
accountability and operational discipline.
In order to move into the future successfully, the City is examining its cost structure, by
emphasizing the efficiency and effectiveness of its personnel. The City must also analyze and
develop strategies which provide positive environments of change for its workforce, and which
ultimately reduce the relative cost of services without compromising quality.
76
DESCRIPTION OF THE WORKFORCE
The City is a major employer within Miami. Budgeted General Fund positions are estimated at
3,420 for FY98, which include allocations for part-time and seasonal work. As shown in the chart
below, budgeted positions have declined over the last eight years from 3,981 positions in FY90 to
approximately 3,462 projected for FY99.
City of Miami
General Fund: Position
History
4,000
3,900
13 Positions
3,800
3,700
3,600
3,500
3,400�
3,300'
3
3,100
�
3,000..,
..,
1990
1991
1992 1993 1994
1995
1996
1997
1998
Fiscal Year
While there are variations in the interim years primarily due to the short term impact of early
retirement programs, the overall downward trend suggests a slight structural shift in the delivery of
municipal services. The table below, taken from the City's initial FY99 projected budget,
describes the composition of City workforce by department for the upcoming fiscal year.
MIAM 1 0 CITY WORKFORCE 77
Positions by Department
Mayor
Estimated
PosALLFUNDS itions
10
, tal
0.28%
Board of Commissioners
20
0.56%
City Manager
13
0.36%
Office of Budget & Management Analysis
24
0.67%
Office of the City Clerk
10
0.28%
Office of Civil Service
4
0.11 %
Office of Community Information
8
0.22%
Office of Equal Opportunity/Diversity Programs
4
0.11 %
Office of the Hearing Boards
7
0.19%
Office of Labor Relations
7
0.19%
Office of Professional Compliance
4
0.11 %
Building and Zoning
77
2.14%
Conferences, Conventions, & Public Facilities
25
0.70%
Finance
67
1.87%
Fire Rescue - Civilian
64
1.78%
Fire Rescue - Sworn
580
16.15%
General Services Administration *
177
4.93%
Human Resources
27
0.75%
Information Technology
56
1.56%
Internal Audits and Reviews
11
0.31 %
Law
46
1.28%
Miami Springs Golf Course
0
0.00%
Nondepartmental Accounts (SP&A)
Miami Action
2
0.06%
Sister Cities
2
0.06%
Parks and Recreation
118
3.29%
Planning and Development/Asset Management **
42
1.17%
Police - Civilian
475
13.22%
Police - Sworn
1141
31.77%
Public Works
98
2.73%
Purchasing
17
0.47%
Solid Waste
235
6.54%
Special Revenue Fund
211
5.87%
Trust & A en Fund
10
0.28%
TES: I:z,m
• INCTI1T)FSRISKMAMAr.PKAP.iT •r WrIrmvc
�. :'
Acc1U'rkAAwrArav1k.rcnrr
�,.
As can be seen from the table, 69.46 percent of all budgeted positions are within the Police,
Fire, and Sanitation Departments. This is indicative of the essential and basic character of the
services provided by the City.
Positions within the City are also categorized by job classification, as either classified or
unclassified. Classified positions are those positions governed by civil service rules, while
unclassified positions are exempt. Within the classified category, the City recognizes its four
unions: Police (FOP), Fire (IAFF), Sanitation (CIGU) and General Employees (AFSCME). Also
within the classified category is a small population of managerial/confidential (M/C) employees
who are not eligible for union membership.
MIAM 1 • CITY WORKFORCE 78
98— 660
Unclassified. on the other hand, covers executives, professionals and some clerical positio
For FY98, approximately 94 percent of the City's employees are classified, 87 percent are
affiliated with a union, and 6 percent are unclassified.
Budgeted Positions by Classification/Union filiation
FOP
32.64% AFSCM E
31.31 %
Unclassified - Clerical & �r
Professional
4.54%
Classified M/ Executives/
6.11 % ClG IAFF Professionals
6.14% 17.51 % 1.75% '
Another distinction within Miami government is its racial and gender diversity. One basic
objective of Miami's Equal Employment and Affirmative Action policies is to promote a total
quality work environment which reflects the racial and gender balance of the City. Approximately
70 percent of Miami's workforce is male, while 30 percent is female.
M IAM I • CITY WORKFORCE 79
The racial composition of Miami's workforce is comprised of individuals of Hispanic origin
(47.5%), followed by Black (31.9%), White (19.6%), Asian (0.7%), Indian (0.1%), and other
(0.2%).
Like other cities, there has been relatively little turnover among staff. The average tenure for a
City of Miami employee is 10.9 years of service. This average increases progressively for director
positions and higher management classifications, with the exception of the City Manager position.
The bar chart below details the concentration of employees by years of service.
1200
1000
fA
d
d
_0 800
M
E
W 600
O
L
400
E
3
Z 200
Am
City of Miami
Employees by Years of Service
0 to 5 5 - 10 10 - 15 15 - 20 20 and above
Years of Service
MIAMI 0 CITY WORKFORCE
Looking forward, there is a direct relationship between age of workforce and increasing
pressures of personnel costs, the need for leadership succession planning, and the importance of
training/retraining.
ORGANIZATIONAL CHANGES
In the Spring of 1997, the City reorganized a number of its departments, and restructured
several key managerial reporting relationships. These changes were made for the purposes of: (a)
providing proper segregation of duties and appropriate checks and balances; (b) promoting a higher
-level of accountability and more effective services; and (3) fostering direct management control
over service delivery and City assets. The exhibits below outline the farmer and current tables of
organization.
i.l y 'uommmsslon
Civil Downtown Sports and
Crty City Clerk Service city Developme Exhibition OffStreet
Attorney Board Manager Authority Authority Parking
Fire
Assistant
Assistant
Assists
City Manage City Manage
City Mana
Neighbor-
Commun
Finance
hood Enhan
Planning
cement Tea
Revitaliza
Building an Asset
Zoning Managem
C
encntmFac
Hearing
Boards
Internal
nt
an
Equal Opp
Audits and
Diversity
Review Programs
Assistant Assistant
ge City Manage City Manage
Assistant police
City Manage
ity
Public Work Human
Resources
General Ad
Services an
do
Solid Waste
Parks and
en
Recreation
MIAMI 0 CITY WORKFORCE 81
EXHIBIT V
City of Miami
Table of Organization
FY 1998-1999
MIAM 1 CITY WORKFORCE ��� 82
CHAPTIER V/
City of Miami
Table of Organization
FY 1998-1999
Residents of Miami
lily w�� Mn� Executive
J.L Ruenr, T. MP. Mayor
Jee s� A. r..r Joe Carollo
city
Manager
Civil Service'
Board
to ClM
stant
Manager
OR Straet Parking
City M�
qty
Information
Authority
Flnanca and Admin.
Operations
NET 9
Legislative
Flro
Budget and
Finance
Human
NET
Building 3
3
Support
Dept
Resources
Coordinator
Zoning
Rescue
Miami Sports
Information
Labor
Solid
Public
Police
and Exhibition
Technology
Relations
Waste
Facilities
Authority
Offkro of Budget
Downtown
Planning and
Purchasing
General
Parks 3
and Management
Development
Development
Services
Recroatlon
Analysis
Authority
Admin.
Equal
BayfroM Park
Hearing
Community
Public
opportunity
Trust
Boards
Development
Works
office
Community
Office
r Asset
of Professional
Redevelopment
of
I Management I
Compliance
Agency
Workforce
Development
Federal
and
tlonal
Shte
Board
�in=tem.
and
Unison
Group Benefks
Internal Audits
and Reviews
M IAMI 0 CITY WORKPORC! 83
The organizational changes reflected in the new table of organization can be summarized by
the following:
• A reduction of the number of Assistant City Managers (ACMs) from six to two. The new
ACMs do not have direct departmental responsibilities but rather provide true oversight and
coordination of the various departments of the City. One ACM is over Finance and
Administration, and the other ACM is over Operations.
• The break-up of the Finance Department into Four separate units that includes the
following:
The Office of Budget and Management Analysis reports to the City Manager and
includes a Capital Improvement Program Section;
The Information and Technology Department coordinates all future Citywide
computer needs and has absorbed the functions of telecommunications and cable TV
contract monitoring from the Fire Department;
— The Purchasing Department's role is expanded to coordinate and monitor all City
procurements of goods and services; and
— The Department of Finance now includes treasury and debt management as well as
accounting and payroll.
• The Department of General Services Administration and Solid Waste is now split into two
components:
— The Department of Solid Waste; and
— A new General Services Administration (GSA) which, in addition to the
administration of radio communications and heavy fleet maintenance, has absorbed
Citywide light fleet maintenance from the Police and Fire departments. Certain
building maintenance functions have also been transferred from the Public Works
Department and the former Office of Asset Management. Risk Management and
Group Benefits, formerly in GSA are now a separate department.
• The Department of Parks & Recreation has ground and equipment maintenance functions
for all City parks, including Virginia Key Beach, and the City cemetery transferred over
from the Public Works Department. This is to improve accountability over operations.
• The Office of Community Information has absorbed Net 9 operations from the Fire
Department; film permitting and certain public information function form the Police
Department; and serves as the clearing -house for all non -emergency information that will
go out to the community.
MIAMI • CITY W O R K F O R C E 98- ' 0' 84
• The NET Offices continue to operate independently, however, one NET Administrator ha,
been selected to perform additional coordination functions.
In addition to the aforementioned benefits, the realignment effected an immediate reduction in
workforce of 35 individuals.
M IAM I • CITY WORKFORCE 85
WORKFORCE EXPENDITURES
The City of Miami spends a significant portion of its General Fund on employee compensation,
including wages and benefits. From FY85 to FY97, employee compensation as a percent of
General Fund expenditures rose from 70.6% to 81.8%, respectively. Over the past 13 years, actual
expenditures on employee compensation also increased from approximately $131.7 million in
FY85 to $166.8 million in FY97, representing a $2.9 million average annual increase over the
thirteen year period. The chart below represents the total amounts expended for personnel services
and their respective share of total General Fund operational costs.
160,000,000
140,000,000
120,000,000
3 100,000,000
E 80,000,000
a
tts 60,000,000
40,000,000
20,000,000
0
City Expenditures on Employee Compensation
FY85 - FY97
90.0%
80.0%
70.0%
60.0%
50.0%
40.0% c°1i
L
30.0% a
20.0%
10.0%
0.0%
FY85 FY86 FY87 FY88 FY89 FY90 FY91 FY92 FY93 FY94 FY95 FY96 FY97
Fiscal Year
0 PERSONNEL SERVICES --O—PERSONNEL SERVICES PERCENTAGE
Despite the City's efforts to contain costs, most of the regular rise in compensation expenditure
is due to the tenure and experience of the City's workforce, which results in both longevity
payments and higher pay steps in employee pay plans. For most City positions, there are
approximately 9-15 total pay steps; with 9 representing the minimum and 15 the maximum number
of total steps including longevity payments. The annual step increases range between 6-9 steps,
while longevity steps range between 3-7 steps depending on employee classifications and union
contracts. Increases between annual steps are 5%. Increases between longevity steps range from
2.5%-5%.
Progression through pay step increases is based largely on time served and not on performance.
Consequently, in a relatively short -time, a City employee may reach the highest regular pay step of
a position, regardless of merit, even in the absence of any across-the-board wage increases. The
rise in total employee compensation cost is a function of both these steps as well as regular cost of
living increases. In the absence of past managerial initiatives to contain personnel compensation
costs, these gains could have been even more pronounced.
M IAM I 0 CITY WORKFORCE F�:;,_ 86
FRINGE BENEFITS
The City of Miami pays the costs of providing fringe benefits for all City employees. Fringe
Benefits include Health Insurance, Life Insurance, Pension, Workers Compensation, Disability
Benefits, Social Security, and Other Miscellaneous Benefits. Miscellaneous Benefits are
dependent on job classification, and contain such items as tuition reimbursement, clothing and car
expenses, or other related pay supplements.
Fringe benefits are a significant part of Miami's General Fund expenditures, ranging from 19-
26 percent of the City's budget over FY92-FY97. As shown in the chart below, total fringe benefit
costs declined from $52.8 million in FY92 to $ 47.6 million in FY97.
Fringe Benefits
60
30.00 %
50
25.00 %
40
20.00 %
m
c
o
f
w
30
15.00%
=
n
`u
a
20
10.00
10
5.00 %
0
0.00
FY92
FY93 FY94 FY95 FY96
FY97
Fiscal Year
iiiiiiiiiiiiiifFringe Benefits —* % of General Fund
Despite the $4.6 million increase from FY96 to FY97, the percentage of fringe benefits costs to
the General Fund also decreased steadily over the period.
M IAM I • CITY WORKFORCE 87
TIME OFF
Employees of the City of Miami are eligible for "time off' from work in a number of ways.
The City pays for time not worked through paid holidays, vacation days, sick leave and other types
of leave. When added together time off is estimated at approximately 15-16 percent times salaries
and wages for FY97.
Paid Holidays
Paid Holidays represent a significant portion of time off, at an estimated 4.9 percent times
salaries and wages for FY97. In 1997, the City gave all employees 11 paid holidays. According to
:a study conducted by Workplace Economics for 1995, the current provision of 11 paid holidays
ranks Miami in the mid -range of other municipalities.
-Sick Leave
The City of Miami also permits its workers time off because of illness. In general, sick leave is
accrued, with the levels of accrual based primarily on job classification, union affiliation, and
tenure. Depending on employment classification, City workers can accrue anywhere from 12-16
days per year. For FY97, sick leave is estimated at 4.62 percent of salaries and wages.
Vacation Days
Employees of the City of Miami also receive vacation time off. The number of days earned is
also dependent upon the time a worker has spent employed by the City as well as employment
classification. Vacation time represented approximately 5.77 percent times salaries and wages for
FY97.
Other Time
Other time includes compensatory time and earned personal leave. The City permits certain
employees to earn and receive compensatory and earned personal leave.
M IAM I • CITY WORKFORCE a $$
60
Overtime
A potential impact of City employees' time off with pay, is on City overtime expenditures. The
City of Miami divides overtime into two components, regular overtime and special event overtime.
In FY92, overtime expenditures were approximately $7.4 million and grew to a high of $12.2
million in FY95. Since FY95, overtime costs have declined steadily to $7.3 million in FY97, and
are projected to decline further in FY98. The chart below shows the trend in overtime levels and
percentage of General Fund expenditure.
City of Miami Overtime
FY92-FY97
14
6.0%
12
5.0%
10
4.0%
N
_
8
c
6
x4
y
3.0%
i
a
=5 ..
4
�,
1.0%
2
..
z
FY92
FY93 FY94 FY95
FY96
FY97
Fiscal Year
iRegular Overtime Special Event Overtime _
% of General Fund
Continued analysis and management of overtime use is a priority for the City. If not tracked
and managed carefully, overtime could potentially grow out of control, or become relied upon as
a regular source for meeting normal service delivery requirements.
M IAM I 0 CITY WORKFORCE 89
SUMMARY OF CURRENT CITY
COMPENSATION PACKAGE
On the following pages are two charts which summarize the City's current union contracts.
With the exception of the Sanitation Union, contracts for all other bargaining units expire
September 1998. Sanitation union employees are currently operating under the old contract which
expired on September 30, 1997.
Of note is the postponement of the latest across-the-board wage increase to 9/13/98. This was
the result of formal concessions agreements established with each bargaining unit. The net savings
generated, assisted the City in managing a potential shortfall of revenues over expenditures for
FY98. In June 1998, new agreements were reached with the Sanitation and General employees
.With implementation contingent upon the amendment of the court settlement on pension benefits
and funding.
M IAM I 0 CITY WORKFORCE �f�_z _ , 90
SUMMARY OF COLLECTIVE BARGAINING AGREEMENTS
FY 1999
Benefit FOP IAFF AFSCME j CIGU
Wages (Annually)
As of
As of
As of
As of
10/1 /98
10/1 /98
10/1 /98
10/1 /98
annual
annual
annual
annual
average
average
average
average
salary
salary
salary
salary
equals
equals
equals
equals
$41,874
$54,698
$36,037 1
$28,510
Scheduled Wage Increases
Percentage 09/13/98 709113198 9/13/98 1 /10/99
Effective Date 4% 4% 4% —72%
Medical Insurance (Bi-Weekly)
HMO
City Contribution
Single
$103.64
$85.02
$85.02
$79.75
Single + One
Family
$157.40
$154.77
$154.77
$141.84
Employee
Contribution
Single
$14.96
$10.00
$11.00
$14.07
Single + One
$68.24
Family
$79.09
$50.00
$52.50
$60.79
Dual Choice
City Contribution
Single
$116.18
$114.18
Single + One
Family
$237.58
$227.58
Employee
Contribution
Single
$18.00
$21.00
Single + One
Family
$88.00
$100.00
Workers Compensation
Duration 180 days
150 days
180 days
180 days
Parking Provided
Yes/No -
Yes
Yes
Yes
Take Home Vehicle
Yes/No Yes
No
No
No
Heart Bill
Yes/No Yes
Yes
No
No
Pension
City Contribution
15.3%
15.3%
0%
0%
Employee
Contribution
10%
10%
10%
10%
Multiplier
3%
3%
2.25%
2.25%
Eligibility
64 Points
70 Points
70 Points
70 Points
Overtime
Yes/No Yes Yes Yes Yes
Min Hrs. Call Back 3 4 4 4
MIAMI 0 CITY WORKFORCE 91
SUMMARY OF COLLECTIVE BARGAINING AGREEMENTS
FY 1998
FOP FOP IAFF IAFF AFSCME AFSCME CIGU
Plain Clothes
$660 Yr.
Fire Prevention Pay
$76.92 Bi/Wk
Comm. Operator Train.
5%
Incentive Plan
Field Training
5%
Driver Engineer (48 Hr)
2.5%
Shift Differential
$.60 Hr.
Garbage
Bomb Squad
5%
Communications (48 Hr.)
5%
Garage On Call
7.5%
Trash
Swat
5%
Paramedic (48/40 Hr.)
5%
Tool Allowance
$85.00
Uniforms
Communications
5%
Rescue (40 Hr.)
5%
(Only Inspectors)
Safety Shoes
N. R. O.
5%
On Call Fire Prevent. (40 Hr.)
10%
Safety Shoe
$50.00
Safety
Crime Prevention
$76.92
On Call Arson Invest. (40 Hr.)
10%
Equipment
Motorcycle
BiAVk
On Call Comm. Cord. (40 Hr.)
10%
Shift Differential
$20 Mo.
On Call Facility Cord. (40 Hr.)
10%
-
On Call Haz. Mat. Insp. (40 Hr.)
10%
On Call Public Inf. Off. (40 Hr.)
10%
On Call Spec. Event Off. (40 Hr)
10%
Air Truck Assignment (48 Hr.)
2.5%
Air Truck Cord. (48 Hr.)
1 %
Plans Examiner (40 Hr.)
10%
Als Assignment
5%
Als Acting
5%
EMT (48/40 Hr.)
1.5%
Haz Mat (48 Hr.)
1.5%
Dive Team (48 Hr.)
1.5%
Revenue Incentive Pay (48/40 Hr.)
2.5-7%
Swat Medic (48/40 Hr.)
1.5%
Station Commander (48 Hr.)
1%
State Cert. Fire Instructor
Fire Training (40 Hr.)
1.5%
State Cert. Fire Insp. Fire
Prevent Bureau Insp. (40 Hr.)
1.5%
Safety Shoes
1 $75.00
lignment Pay
Chief Office
5%
Fire College
5%
Fire Prevention
5%
Communications
5%
Garage
5%
Admin. Office Fire Fighting
5%
M IAMI • CITY WORKFORCE 92
MAJOR INITIATIVES
The City must continuously examine the cost and effectiveness of its personnel,
developing and following through on specific managerial initiatives which improve City
operations. Moreover, the City must create strategies which support positive environments
of change for its workforce, and which ultimately reduce the relative cost of services
without compromising quality. The City has established several initiatives for it's
workforce for the upcoming fiscal years. Among those priorities includes the following
list.
A Support the City's reorganization plan
by assisting the City fill key
personnel positions, and establishing
a task force to continue the
reorganization of City services and
implement recommendations.
• Undertake an assessment of Citywide
training needs and prepare a draft
report to serve as the basis for a
preliminary training budget for FY
99.
• Prepare a comprehensive training
program for the Finance Department
in conjunction with the Blue Ribbon
Task Force, Florida International
University ("FIU"), the Finance
Department and the Human
Resources Department.
• Continue to conduct a market rate
surveys to assure equitable and
competitive salaries throughout the
City of Miami.
• Survey municipal "best practices,"
evaluate the executive personnel
eligible for retirement, and draft a
leadership succession plan for
consideration by the City Manager.
• Investigate the possibility of
retaining a benefits consultant to
assist in structuring, evaluating, and
procuring a coordinated benefits
package for employees.
• Automate selected job application
processes, including improved
applicant tracking and
computerization of job applications.
• Improve communication with the
City's bargaining units
• Improve the management and
tracking of time off.
• Continue to investigate cost effective
and quality health care alternatives.
M IAMI 0 CITY WORKFORCE 93
CHAPTER Vi
ECONOMIC
DEVELOPMENT
ECONOMIC DEVELOPMENT
OVERVIEW
Economic development is the process by which a municipality generally facilitates the
creation and growth of wealth within its geographic boundaries. This is accomplished by
expanding its revenue base through the development and implementation of programs and
policies for the retention, expansion and attraction of commerce and trade.
ATTRACTING/EXPANDING BUSINESSES
One on the principal goal of organizations involved in economic development is to
assist businesses with relocation or expansion decisions. The decision process involves
four steps: (1) meeting the technical requirements, (2) satisfying the economics, (3)
assuring a safe and quality life-style and (4) satisfying the cultural and recreational
amenities.
The decision steps are sequential. Satisfying the technical requirements means that a
community has or can quickly supply the specified building/facility, natural resources,
qualified labor force, utilities and other factors essential for production.
Next, a community must compete economically and socially. If a community meets the
technical requirements, the next step is to determine the area's cost competitiveness. Cost
factors such as production, taxes, transportation, insurance, as well as quality -of -life factors
including housing, education and security are evaluated during this second and third step of
the decision process.
The fourth level of factors considered by business relocation decision makers includes
lifestyle amenities, availability of affordable housing, recreation (professional sports),
health, culture, and performing arts.
Economic development organizations market the above package of technical,
economic, quality of life and lifestyle resources to potential business clients, while
improvements in the overall economic environment are made by well organized public -
private alliances. As the front-line marketing organization, economic development
organizations receive first-hand knowledge regarding the required improvements that must
be achieved if the organization is to be successful in attracting new -to -market businesses or
retaining the current employment base.
94
A
11�—
REGULATING BUSINESS ACTIVITIES
The goal of regulating business activity is to ensure that the City has policies in place
and an overall plan developed for encouraging targeted businesses and industries. This is
particularly true for the City of Miami because while employment is increasing, it is not
increasing in high paying jobs or industries, such as computers, electronics and high
technology areas. Traditionally, Miami has not been able to attract higher paying
industries. This is important because the City has limited resources for economic
development and they must be coordinated carefully and utilized for projects which provide
the greatest benefit to the City and its residents.
LAND AND BUILDING USE
The City has taken an important step in trying to manage its land and building use by
'taking an inventory of all of the parcels of land and buildings that the City owns. The City
` must develop a comprehensive land use strategy.
MAJOR ECONOMIC ENGINES AND HIGHLIGHTS
OF THE GREATER MIAMI ECONOMY
The City of Miami has some major economic assets in its favor. First, Miami has a
great• geographical location. Second, it has access to the Atlantic Ocean which helps the
economy of the City through the Port of Miami. Third, it has a favorable natural climate
with easy access to beaches, cultural attractions, sport venues, clubs, and restaurants. As
the City tries to position itself to be the trade and commerce center of the Americas, it is
capitalizing on these assets to help make it successful.
Proximity to Latin America and Europe encourages firms from around the world to
locate offices in Miami and do business here. The important role Miami plays as an
international center is demonstrated by the number of foreign consulates and other
international agencies accredited in the City. In 1996, there were some 52 consulates, 32
binational chambers of commerce, and 22 foreign trade offices. The economic
development impact of international trade is staggering. During the past decade, the value
of exports and imports processed through the Miami Customs District has increased by 20
percent each year.
Miami has the greatest concentration of domestic and international banks on the East
Coast south of New York City. Domestically, the Miami Federal Reserve office handles
$1.5 trillion annually, an indication of the importance of banking in Miami. More than 100
commercial banks , thrift institutions, foreign bank agencies and edge banks have facilities
here, with more than $48 billion in total deposits. U.S., Canadian, British, German, Swiss,
French, Spanish, Japanese, Israeli, Caribbean and Latin America banks have offices in our
MIAMI • ECONOMIC DEVELOPMENT 95
community to serve offshore customers with personal or business ties to the region.
Business along the Brickell Avenue office corridor, known as the "Wall Street of the
South," is expected to remain strong and help lead the City's economy into the 2 1 " century.
Miami International Airport capitalizes on the City's location. It is easier to fly from
Miami to most Latin American destinations than from any other city in the Hemisphere.
Most of the City's recent development and resurgence in commercial real estate values is
from business districts with easy access to the Airport. Over the last ten years, Miami
International's cargo handling volume has sustained double-digit annual compound
increases, making it now the busiest air cargo facility in the United States. If the Airport
continues to sustain its rapid growth, it will become the busiest in the world by the turn of
the century. The Airport has helped the City of Miami increase its business liaisons with
other parts of the world, specially with Latin American communities, thus enhancing the
business district of the City. This has also helped the City attract tourists from around the
world to the different tourist attractions such as Bayside, Coconut Grove, Vizcaya Museum
& Palace, and other points of interest that the City enjoys.
Miami's strategic location has enabled the Port to become the nation's ninth busiest,
and the third most busy on the East Coast. Shipping volume has increased from 3.9 million
tons in 1991 to 6.7 million tons in 1997. Most of the Port's cargo is being exported to
Latin America (43% to South America, 22% to the Caribbean, 18% to Central America and
the rest of the world with 17%), making the Port of Miami statistically the nation's leading
exporter to the Western Hemisphere. Key to the Port's recent success has been the cruise
business. It currently leads the world's ports in cruise volume, increasing from 911 million
passengers in 1987 to 1.6 billion passengers in 1997. The cruise industry is expected to
grow rapidly into the next century. Thanks to the port's success, the City of Miami has
enjoyed the infusion of dollars that the port provides to small business via the
import/export.of goods, hotel industry and restaurants of the City.
Both the tourism and film industries have been drawn to Miami by its warm climate,
proximity to beaches, and other attractions. Approximately 10 million tourists visit Miami
each year, contributing some $4.3 billion directly to the local economy. These visitors
bring in an estimated $6.6 billion in foreign business relationships to the area, for a total
contribution of $10.9 billion in the last year. Tourists come to the Greater Miami Area for
such specific attractions as the Orange Bowl Classic, the Seaquarium, the Parrot Jungle,
Flagler Dog Track, Jai Alai, the Vizcaya Museum & Palace, and the Grand Prix of Miami.
Other points of interest and activities include tours of the Everglades and Florida Keys,
major league professional sports events, and sports fishing. Annual fairs and festivals also
bring visitors to local events.
Miami's television and film industry now ranks third in the country behind New York
and Los Angeles. The industry employs some 13,000 technicians and actors locally and
contributes roughly $200 million a year directly to the local economy. The industry's total
economic impact exceeds $700 million a year and raises the city's profile. bolstering
tourism and other industries.
96
MIAMI • ECONOMIC DEVELOPMENT
GOVERNMENT ENTITIES INVOLVED IN
ECONOMIC DEVELOPMENT
City Department of Planning and Development
The City's Department of Planning and
development of major projects around the City
proj ects.
Current Development Projects
Development tracks and encourages the
. Below is a list of current and Future
• Watson Island Botanical Garden/Parrot Jungle & Garden: Development of
18.6 acre, City -owned waterfront site into a visitor destination attraction featuring a
parrot jungle and botanical garden, restaurants, and ancillary retail space.
Construction is anticipated to begin September 1998 and is scheduled for
completion by December 2000.
• Dinner Key Waterfront Redevelopment: Commercial and recreational
redevelopment with adaptive reuse of two historic hangers. This will include a full -
service boatyard, a 122 wet slip marina, a 40,000 sq.-foot public marketplace,
10,000 sq.-foot of marine -related retail spaces, a marine fueling facility and parking.
Construction is scheduled for January 1999.
• Watson Island Aviation Facilities/Regional Visitors Center: A redevelopment
project to consolidate the existing seaplane operation and helicopter base and
provide additional space for a regional visitors center, restaurant, and possible
aviation museum. Completion planned for November 1999.
• Tower Theater Rehabilitation: A complete rehabilitation of the historic Tower
Theater built in 1926. This will become an important component in the
revitalization of the Little Havana neighborhood and Latin Quarter District.
Completion is scheduled for Spring 1999.
• Riverside District Redevelopment: This project infuses more than $1.8 million
into this deteriorated neighborhood adjacent to Downtown and Cultural Centers.
The City will construct a riverwalk, boat slips, utilities, and public plazas along the
Miami River as a means of attracting future private development of retail,
restaurants and entertainment. Efforts to revitalize Lummus Park, the oldest City
park, will improvements to maximize public access of its two historical structures,
the Wagner Homestead and the Ft. Dallas Barracks. It is expected to be completed
in 2002.
MIAM I • ECONOMIC DEVELOPMENT 97
• Brownfields Initiative (Current) The City's Brownsfields initiative has focused
on a four -acre privately -held site in the industrial district of Wynwood, north of
Overtown, in order to rehabilitate the site and turn it into a productive economic
asset. Returning the property to productive use will employ 80 local residents.
This project is expected to be completed by late Spring 1999.
Future Development Projects
• Virginia Key Marine Stadium: Redevelopment of an 18.33 acre, City -owned
waterfront amphitheater into a visitor destination attraction featuring the marine
stadium amphitheater, restaurants, and retail space. Anticipated completion is 2001.
• Virginia Key North End Visitor Destination Development: A development
project to create a recreational resort destination as a public/private partnership.
Expected to consist of a mid -scale hotel and lodging facilities, with related
restaurant, retail and recreational amenities. It may also include facilities for
swimming, boating, kayaking, wind surfing, golf, horseback -riding, and tennis.
Anticipated to open by 2002.
• Virginia Key Ecotourism Development: A development project to create an
environmental campground and ecotourism destination as a public/private
partnership. Site is 50 to 150 acres and will include 300 tents and cabins.
Anticipated to open in 2001.
• Virginia Key Visitor Destination Development: A redevelopment project to
create a mixed -use recreational and environmental facility with commercial
elements along the Marine Stadium basin on Virginia Key. It will be a
public/private venture. The site is an estimated 30 acres and will have 200 rooms, a
small-scale hotel with related retail (gift shop), restaurant and/or food concession,
recreational facilities and concessions (boat rentals and charters, kayaking, rowing,
sunbathing cabanas, picnic shelters, and swimming beach), environmental center
(building with classrooms and bookstore), an observation deck, field study area,
boardwalks, and nature trails. Anticipated to open in 2001.
The Office of Asset Management
The Office of Asset Management supervises City property leases, acquisitions and sales
of land. Sales are evaluated to determine potential benefits to the City including job
creation and the payments of ad -valorem taxes.
Development Projects
• Bobby Maduro Stadium (2301 NW I Oh Avenue): This property sale will enhance
a long neglected City asset on the ad -valorem tax rolls. The construction of new
homes on this site will not only produce construction jobs for a significant period of
time, but it will provide small neighborhood businesses with a market which is
MIAM I • ECONOMIC DEVELOPMENT 98
ft n _ '�'
U tz 0 10
fragmented at best in the neighborhood. The redevelopment of the site will also
service as a catalyst for additional development activities in the neighborhood.
• Winn -Dixie Corporation (1145 NW I Ith Street): The sale of this properly to the
-Winn-Dixie Corporation will accomplish several objectives. It will restore a sorely
blighted City -owned property to a viable economic use. It will upgrade the
neighboring Spring Gardens area and will provide workers at the nearby medical
center and Overtown neighborhoods with a convenient place to shop. The project
will also provide over 300 permanent jobs that are expected to be held by
economically disadvantaged residents of the surrounding target areas.
• American Airlines Arena: It is estimated that the City of Miami will benefit from
900 jobs during the construction of the new American Airlines Arena and 1,200
permanent jobs. The Arena promises to be a state of the art attraction for national
and international events, enhancing the Downtown Miami area.
Community Redevelopment Agency
The Community Redevelopment Agency (CRA) is responsible for implementing the
redevelopment plans adopted for the Southeast Overtown/Park West and Omni
Redevelopment Districts. The CRA's Board of Directors is comprised of the five members
of the City of Miami Commission.
The Southeast Overtown/Park West District is bounded by NW 5' Street, Biscayne
Boulevard, I-95 and I-395, while the Omni District encompasses the area within Biscayne
Bay, I-395, the railroad right-of-way and NE -NW 20`" Street. Redevelopment efforts put
forth by the agency target the removal of slum and blight, attraction of new investments,
and development of residential and commercial projects. In cooperation with Miami -Dade,
the State of Florida and the Federal government, prior projects within the Southeast
Overtown/Park West district include land assembly, relocation, and slum and blight
removal within 31 acres (9 city blocks), the development of two multifamily towers (810
units), the Miami Arena, 64 condo units (40 completed), 35 townhouses and two pedestrian
malls immediately surrounding the Overtown Metrorail Station and the Arena/State Plaza
Metromover Station.
The City of Miami and Miami -Dade County executed an interlocal agreement that
established the OMNI Redevelopment Trust Fund as a funding instrument for the
Performing Arts Center. The Center, seen as catalyst for redevelopment within the area,
will be coordinated by Miami -Dade County, while the Community Redevelopment Agency
will retain responsibility for the other redevelopment activities within the district.
Development Projects
MIAM I • ECONOMIC DEVELOPMENT 99
Southeast Overtown/Park West Redevelopment Agency
• Homeownership Qualification and Counseling Program (Current): This program
will assist previous and current Overtown residents, as well as other City residents,
who qualify for one of several homeownership units to be developed within the
district within the next three years.
• Lyric Village Residential Project (Current): A 96-unit quality townhouse
development for homeownership adjacent to the Miami Sports Arena on CRA-
owned land by a joint public -private partnership that includes St. John CDC related
Housing. Ground breaking Phase I consists of 24 units and is scheduled for July
1998.
• The Historic Overtown Business Corridor Pilot Program (Current): The CRA
will undertake a comprehensive business revitalization pilot project along NW 3ra
Avenue, between 8t' Street and 14t' Streets, that will encompass improvements of
the facade, restoration and historic preservation efforts, as well as subsidized small
business loans and technical and architectural support to new and existing
businesses along the corridor.
• Ninth Street Mall Extension (Current): A Two -block extension of the existing
NW Ninth Street Mall. The project is also anticipated to increase the marketability
of future and commercial projects in the area.
• Gibson, Williams and Dorsey Park Improvements (Current): The CRA will
assist the Parks Department in landscaping and implementing improvements to
buildings and upgrading existing playing fields and lightning.
• Homeownership through Re -use of Abandoned Properties and Vacant
Government -Owned Land (Proposed): The CRA has been allocated $100,000 in
CDBG funding to survey and to initiate architectural and legal efforts to re -use
abandoned properties and vacant government -owned land.
Omni Redevelopment District
• Margaret Pace Park Improvements (Current) The CRA, in conjunction with the
communities participation is formulating a Master Plan to improve this Park. In
addition to Safe Neighborhood Parks Bond funding, the CRA anticipates
committing tax increment revenues and procuring other local, state and federal
funds to complete this project. The Park should be completed within one-year of
groundbreaking.
M IAMI • ECONOMIC DEVELOPMENT 100
9 8 - 6i60
• The Performing Arts Center (Current) Miami -Dade County is currently engaged
in the process of finalizing the design and financing for the project ($230 million).
The CRA's participation in the project will consist of financing for infrastructure
-improvements and certain administrative duties.
• North Bayshore Drive Extension (Proposed) CRA is studying the feasibility and
desirability of extending North Bayshore Drive from NW 17`'' Street to NE 20`,
Terrace to improve traffic circulation in the area.
Downtown Development Authority (DDA)
The DDA is supported by a special tax levied within its boundaries and is responsible
:_:for the economic development of downtown Miami. The DDA provides support through
its inventory of data consisting of: (1) Projects (information, photographs and maps for
over 200 existing, under construction and proposed developments within its boundaries);
(2) Social demographics; (3) Statistical information; (4) Property data; (5) Economic
incentives; and (6) Supporting data for individualized requests. The DDA is a catalyst for
the development of $3 billion for the revitalization of Downtown Miami. There is $298
million in completed projects, $453 million under construction and $2.1 billion in the
planning stage. The DDA boundaries are divided into four sub -districts: Brickell,
CBD/Mainstreet, Park West and Media and Entertainment related districts. Within the
DDA boundaries there are many attractions such as the Miami Arena, Performing Arts
Center, Bayside Marketplace, Metro -Dade Cultural Center, Miami Convention Center and
the Gusman Center for the Performing Arts to name a few.
Miami Sports and Exhibition Authority (MSEA)
MSEA was created by the City in 1983 to promote the development of sports,
convention and exhibition facilities within the City with funds from a three percent
Convention Development Tax levied by Miami -Dade County. The City Commission must
approve MSEA's board membership and the Authority's operating budget.
The MSEA has sponsored conventions such as the Transatlantic Dialogue to showcase
our community's economic appeal to foreign executives. It will promote national and
international sports and exhibitions such as bobsledding, Pre -Olympic and Olympic Events
as well as promoting youth related activities such as the North Miami Senior Basketball,
and Jackson Senior High's National Chess Championship.
MIAMI • E C O N O M I C DEVELOPMENT 101
Community Development
Community Development administers the federal Community Development Block
Grant (CDBG) Program awarded yearly to the City. CDBG supports:
• housing rehabilitation and new construction;
• economic development activities in poor areas such as loans to small business;
• construction or renovation of neighborhood facilities;
• delivery of social services such as child care;
• hot meals and recreation for the elderly;
• commercial and residential paint programs;
• the demolition of unsafe structures;
• job placement and training programs.
All projects must benefit low and moderate income persons or help prevent/eliminate
slum and blight.
For FY'98, available CDBG funds will be in excess of $15 million dollars, including an
award in excess of $12 millions dollars and estimated program income of $3 million.
During the past year, CDBG grants have funded 35 capital projects in low income
neighborhoods, an increase of 40 percent over FY'97. The program monitored more than
200 community development projects, reviewed more than 250 grant applications, and
conducted approximately 33 community meetings to solicit public input.
MIAMI • ECONOMIC DEVELOPMENT 102
PARTICIPATION IN COUNTY -WIDE ECONOMIC
DEVELOPMENT INITIATIVES
Federal Empowerment Zone
The City of Miami is collaborating with Miami -Dade County in the development of the
Federal Empowerment Zone Application. If successful, the Empowerment Zone
designation will result in approximately $100 million dollars (specific designation of funds
are still pending) for the next ten years to revitalize areas of Miami -Dade County. The City
of Miami is actively participating in the development of the Strategic Plan, the cornerstone
of the application. The key principles of the Strategic Plan are: Jobs and business
development as the core or the engine for growth, broad community' participation by all
sectors in the planning process, cooperation in integrating physical, environmental,
community and human development and creating a common vision of the community's
future.
Urban Task Force on Economic Revitalization
The City of Miami stands to benefit from the development of Miami -Dade County
Mayor's Task Force on Urban Economic Revitalization. The singular goal of this plan is to
identify and promote economic development and growth within the underserved black
communities of Miami -Dade County. Twenty areas were designated Target Urban Areas;
Little Haiti, Model City and Coconut Grove, all within the City of Miami limits. The Task
Force provided a schedule and action steps for implementation of the Plan covering a
variety of subjects: Slum and Blight Removal, Beautification, Technical and Financial
Assistance, Physical Improvements,/Infrastructure, Zoning, Public Safety, Insurance,
Retention, Expansion and Attraction of Business, Marketing, Recruitment, Development of
Tourism, Attractions and Promotional Activities, Industrial Park Redevelopment,
Permitting, Incentives, Work Force and Capital Availability.
One Community One Goal
The One Community One Goal initiative was created 1996. Its focus is to target the
most promising industries within South Florida. These are: Biomedical, Film and
Entertainment, Financial Services, Information Technology, International Commerce
(including Merchandise Trade, Professional Services, Healthcare Services and Business
Investments), Telecommunications and the Visitor Industry. This task force includes many
MIAMI • ECONOMIC DEVELOPMENT 103
people from this community and attempts to answer the question "What should the Greater
Miami Community do to grow and become a leader in these targeted industries?" The
Task force has taken steps to successfully implement the plan by appointing an Oversight
Committee to monitor the process of each Task Force.
MIAMI • ECONOMIC DEVELOPMENT 104
28 660
OTHER ENTITIES INVOLVED IN
ECONOMIC DEVELOPMENT
Beacon Council
The Beacon Council, a public -private partnership, provides programs to facilitate
economic development in Miami -Dade County. The Council receives approximately 60%
of its funding from Miami -Dade County through a 50% increase in business occupational
license fees. The remainder of the Beacon Council's funding comes from the investment of
approximately 450 businesses.
The Miami -Dade County Beacon Council's membership (the 450 dues -paying
members) annually elects a Board of Directors. Currently, the Board consists of 60
members. The Board annually elects an Executive Committee which provides the general
;governance of the Beacon Council, with present membership of 25. The Beacon Council
has a staff of 38 persons with three operational divisions. The operational divisions are (1)
Budget and Administration, (2) Business Development and (3) Communications
Membership and Research.
Greater Miami Chamber of Commerce
Founded in 1907, the Greater Miami Chamber of Commerce now has membership
representing more than 4,000 businesses. Its purpose is to promote economic activity and
growth in the Greater Miami region. The Chamber launched a leadership program for
community members in 1979 and assumed a prominent role in helping the City's economy
rebuild from Hurricane Andrew in 1992. In 1995, it spearheaded the development of an
economic masterplan for local job growth into the 2 1 ' century.
The Chamber has a professional staff of 44 and has acted as an incubator for the
development of other agencies such as the Greater Miami Convention and Visitors'
Bureau.
Greater Miami Convention and Visitors' Bureau
The Greater Miami Convention and Visitors' Bureau defines itself as a private, not -for -
profit sales and marketing organization. Currently it has over 1,000 members, including
four local governments (The City of Miami, Miami -Dade, the City of Miami Beach, and
the Village of Bal Harbor) which participate in planning and sponsoring activities to draw
groups and visitors to the area. GMCVB helps to maintain and promote the local area's
image as an attractive place to vacation and conduct business.
MIAM I 9 ECONOMIC DEVELOPMENT 105
THE CHALLENGES
A key goal of the City's strategy for economic development should be to attract and
maintain high value added industries and thus higher paying jobs. However, local
economic growth cannot occur without the following fundamental elements: (1)
educational, (2) transportation, (3) social services, (4) criminal justice, (5) health, (6)
cultural and recreational, (7) government services, (8) coordinated national and
international marketing programs, and (9) sound local government fiscal systems.
Generally, the growth of higher paying jobs occurs in communities where these systems
are better than average and are functioning in a cohesive manner. Communities frequently
must improve deficiencies in one or more of the above systems before economic growth
can occur. Based on feedback and research performed by economic development experts in
Miami -Dade County, crime, education, availability of trained labor force and image
. problems are several of the most frequently named impediments to investment within the
City of Miami.
M IAM I • ECONOMIC DEVELOPMENT 106
(��
CONCLUSION
While the Greater Miami area has substantial natural assets and resources, most of the
traditional elements necessary to encourage economic development are not in the City's
direct control. However, the City can capitalize on its strengths in the tourism industry and
its ownership of many prime pieces of real estate. The City might want to consider
packaging some of its various parcels of land and soliciting development proposals from
developers. Given the success of its attractions (Bayside, CocoWalk, Vizcaya Museums
and Places, and others) bringing more tourists to the City, soliciting development
proposals should be a major focus of future City economic development initiatives.
The diversity of business sectors currently present in the City range from financial
institutions, trade to construction companies among many others. Small and mid -sized
o
businesses, Fortune 500 corporations and multinationals have all chosen to locate their
operations in this community, thus enhancing the City's corporate image. The City should
capitalize from this by providing incentives to businesses throughout the world to
encourage them to do business in the City of Miami.
Since the City will be a major focus of any regional economic development effort, it
should take the lead in coordinating the different agencies to establish a common strategy
for economic development in Miami -Dade County. In addition, the City could leverage the
information and knowledge gained from becoming more active in the countywide
economic development process in order to reapply for empowerment zone and enterprise
funds. These programs are generally awarded to cities and not agencies or groups involved
in economic development. Being designated an enterprise funds or an empowerment zone
would give the City the capital and or incentives necessary to attract new business and
encourage retention of existing businesses.
MAJOR INITIATIVES
Initiative: Develop a common strategy and philosophy of economic development by
working in conjunction with the Beacon Council, Greater Miami Chamber
of Commerce and the Greater Miami Convention and Visitors bureau.
Initiative: Focus economic development efforts on retaining and expanding local
businesses.
Initiative: Develop programs which emphasize workforce development.
M IAMI • ECONOMIC DEVELOPMENT 107
CHAPTER Vil
CAPITAL
PLANNING
1CHAPTER
:j
CAPITAL PLANNING
P
C� y1,0
OVERVIEW
Governments are required to prudently manage the acquisition, maintenance, and
replacement of their physical assets. These assets must be available to the public as
needed, in good working order, and, by some set of criteria, be cost-effective for the City to
own and/or operate. Demands for capital can never be met all at once. Therefore, the
capital improvements process is put in place to provide for the allocation of funds for
projects determined to be cost effective.
Capital improvement plans are also an important source of information for individuals
and institutions outside of government. Investors and bond rating agencies stress the value
of responsible capital planning for governments seeking to borrow funds. A
comprehensive, well -regulated plan can reduce the City's interest rates in the bond markets
and can result in tangible savings. Non-profit agencies and private developers also look to
the capital improvements program to influence their own investments in the City. A strong
capital improvements program can help generate private sector investments which in turn
allow the City to leverage its own funds.
In the City of Miami, capital projects are those capital or in -kind expenditures of at
least $5,000 in value. The funds must be directed to acquisitions, improvements,
construction, or additions to the City's fixed assets in the form of land, buildings, or
physical improvements to real property (more or less permanent in nature) and durable
equipment with a life expectancy of at least three (3) years. Examples of items funded by
Miami's recent Capital Budgets include the renovations at the Coconut Grove Convention
Center and the purchase of new police cars.
The process by which the City develops and maintains its Capital Improvements
Program (CIP) and corresponding Capital Budget is discussed below.
LEGAL FRAMEWORK
The Codes of the City of Miami, Miami -Dade County and Florida State's Legislature
Local Government Comprehensive Planning Act of 1975 (as amended in 1986) dictate the
legal framework for the preparation of the City's Capital Improvement Program.
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THE CAPITAL IMPROVEMENTS PLAN AND
CAPITAL BUDGET PROCESS
The City of Miami prepares both a Capital Improvements Program and a Capital
Budget each year. The Capital Improvements Program is a six -year projection of capital
projects that the City plans to fund through numerous sources. The Capital Budget, in
contrast, represents the actual funds appropriated by the City Commission for capital
improvement projects.
The Capital Planning Process
The City's Capital Improvements Program process has evolved over the last twenty
years. The primary functions of the established planning process are (1) to help select
projects that will have long-term value and (2) to monitor those projects to ensure that the
assets of the City are protected from loss, theft, misuse or unauthorized changes from
approved allocations.
Projects become part of the CIP after they are submitted to the Capital Improvements
Division of the Office of Budget and Management Analysis by department heads and
project managers in the City. Capital projects are classified into one of sixteen major
subject categories by the sponsoring department. In proposing new capital projects,
departments must explain how the project improves the City's financial condition, if it is
consistent with the City's plans and policies, if it represents their department's top priority,
if it coordinates with public and private actions, and if it is needed to maintain City service
levels. The form to submit projects is comprehensive and focused on quantifying the
projects' demonstrable benefits to the City as a whole, the neighborhood in which the
projects is located, and other zones of impact.
Forms and instructions for submitting capital project requests are included in the CIP
Instruction Package which is prepared annually by the Capital Improvements Division (See
Appendix H). The Package is an instructional kit that contains step by step directions for
departments wishing to submit revisions to existing projects and requests for new projects.
It also contains important dates and deadlines in the CIP process.
In reviewing currently funded capital projects in progress, departments must confirm
the following information on the revenue side:
• their funding sources as allocated;
• their budgets as allocated;
1•
MIAMI 0 CAPITAL PLANNING
• any cash transferred to cover expenses; and
• any remaining revenue budget.
On the expense side, departments must detail:
• their budgets as allocated per authorized department and by the amount that they
expect to expend;
• all outstanding encumbrances;
• all payments against outstanding encumbrances;
• the remaining balance of outstanding encumbrances;
• the remaining balance of budgeted line items; and
• total expenses per department and type.
All of this information is reported back to the Capital Improvements Division for
tracking purposes to be certain that departments do not exceed their allocated budgets and
that the funds are still available.
Currently, the City Manager, the Director of Budget, and the Capital Improvements
.Administrator review the list of proposed projects and compile a summary book of those
that they find of special merit or necessity. Grant monies are only available for restricted
projects and, if their funding is confirmed, these projects may proceed. General Fund
money for capital planning is scarce, thus, those projects that are to receive funds must be
of compelling urgency or importance. These two conditions tightly circumscribe the City's
choices and make a more formal process of selection redundant to implement. In past
years, when there was a greater likelihood that proposed capital projects would receive City
funding, a more quantitative system was in place to rank initiatives. In the future, when the
City's funding of capital projects increases, the City may elect to return to its earlier
method to make its initial selection among project choices.
The appointed Planning Advisory Board (PAB) has final approval of the CIP as
prepared on an annual basis. The first year of the approved CIP then becomes the basic
working document from which the annual Capital Budget is derived.
MIAMI • CAPITAL PLANNING 110
660
The Capita/ Budgeting Process
The Capital Budget is comprised of the funds that the City of Miami is legally allowed
to spend on selected projects. The Capital Budget is reviewed each year and funds are
appropriated for that fiscal year. Projects move through the process from the CIP to the
Capital Budget by being forwarded on to the appointed PAB. The PAB is empowered to
recommend specific projects for funding and ensure that all neighborhoods of the City are
treated fairly. They also coordinate capital improvement projects that may overlap. The
City Commission votes on expenditures exceeding $4,500. These funds then comprise the
Capital Budget and can be allocated to projects as authorized expenses are incurred. The
Capital Budget is formalized upon the adoption by the City Commission of the Capital
Appropriations Ordinance. Amendment Ordinances are prepared when needed to include
new funding sources identified throughout the year or reallocated projects.
Beginning in Fiscal Year 1998-99, the Capital Budget will include a total project
appropriation as well as a fiscal year allocation. Previous CIP Budgets have only included
a total project cost for the life of the project. By including a yearly allocation, City
departments will be required to perform an in depth review of their capital projects in order
to establish annual priorities and develop expenditure estimates for the year.
MIAMI 0 CAPITALPLANNING 111
THE 1997-2003 CAPITAL IMPROVEMENTS
PROGRAM
The 1997-2003 Capital Improvement Program has a total of 534 planned projects
valued at approximately $410.1 million. The following chart shows a breakdown of the
CIP by the seven major program areas.
1997-2003
Capital Improvements Program
Total $410.1 Million
Physical Environment General Government
($83.7) ($79.9)
20% 19%
Public Facilities
ot
10%
Parks and Recreation „
($55.5)
14%
Public Safety ($39.8)
10% Transportation ($91.4)
Social and Economic 22%
Environment ($17.9)
5%
The Transportation program area is scheduled to receive the greatest funding, $91.4
million, or 22% of the total CIP cost. The Physical Environment and General Government
areas follow closely behind with planned projects totaling $83.7 and $79.9 million,
respectively.
MIAMI • CAPITALPLANNING 112
'J6-- 60
THE FY 1997-98 CAPITAL BUDGET
The FY 1997-98 Capital Budget includes 463 projects totaling $223,860,100 in
appropriations. This amount includes $198,840,600 in previous years appropriations and
$25,019,500 in new funding for FY98. The FY98 Capital Appropriations Ordinance No.
11623 was adopted by the City Commission on March 24, 1998 (See Appendix I). The
following chart shows how the FY98 Capital Budget is allocated among the major program
areas and functional categories.
FY'98 CIP BUDGET
($ X 1000)
T
Government 41,594.7 3,218.7 44,813.41
Police
14,312.7
5,734.9
20,047.E
Fire Rescue
9,799.6
3,252.4
13,052.0
iblic Safety
24,112.3
8,987.3
33,099.E
Housing
6,657.9
- 6,657.9
Comm. Development
2,919.7
100.0 3,019.7
Econ. Development
5,326.3
60.8 5,387.1
Soc. & Econ. Environ.
14,903.9
160.8 15,064.7
Parks & Recreation 31,318.4 7,446.8 38,765.2 1
Stadiums
22,404.0
262.3
22,666.3
Auditoriums
101.2
996.6
1,097.8
Marinas
15,428.9
220.8
15,649.7
Public Facilities
37,934.1
1,479.7
39,413.8
Streets
13,251.7
1,758.3
15, 010.0
Mass Transit
7,118.4
-
7,118.4
'ansportation
20,370.1
1,758.3
22,128.4
Sanitary Sewers
8,315.5
(934.0)
7,381.5
Storm Sewers
15,819.2
2,748.7
18,567.9
Solid Waste
4,472.4
153.2
4,625.6
iysical Environment
28,607.1
1,967.9
30,575.0
Total $198,840.6 $25,019.5 $223,860.1 1
MIAMI • CAPITAL PLANNING
113
LINKING THE CIP AND CAPITAL BUDGET
The Capital Improvements Program acts as a guide in the preparation of the Capital
Budget. Therefore, the CIP should always be completed before that year's Capital Budget
is approved. This will coordinate how the short-term Capital Budget folds into the larger,
long-term plans for the City's needs as outlined by the Capital Improvements Program.
The overall requirements of each project can then be budgeted, and its timetable for
funding can be completed over several years.
One of the initiatives of the 1998-2002 Five Year Plan called for integrating the CIP
with the annual Operating Budget. Steps have been taken in FY98 to achieve that goal.
The planning process for producing the 1998-2004 Capital Improvements Program and the
-FY99 Capital Budget has been strictly coordinated with the Operating Budget calendar.
Also, the FY99 Operating Budget will, for the first time, include more detailed information
;pertaining to ongoing capital projects and their costs.
In addition, changes in reporting requirements will be implemented to further integrate
the CIP with the overall budgeting process. The revisions will ultimately allow capital
project data to be included in monthly reports presented by the Mayor and City Manager to
the Financial Oversight Board.
CHALLENGES FOR CAPITAL PLANNING IN THE
CITY'S CURRENT FISCAL ENVIRONMENT
The major challenge facing the City's capital planning process will be the lack of
available funds. The only capital projects to be funded are grants related projects and a
small number of urgent projects to be funded by the City's General Fund.
MIAMI 0 CAPITALPLANNING 114
Note: Capital Budgets for Fiscal Years 1993 and 1994 were combined into one year because of the disruption caused by
Hurricane Andrew.
From FY82 through FY86, the City's Capital Budget was relatively large, averaging
approximately $79.5 million. The primary funding sources were the Federal Government
through a revenue sharing agreement with the City, and the City's capability to issue
bonds. During that time, the City invested in large projects such as the Knight Center and
the Bayside Marketplace. However, funds for capital projects dropped off dramatically in
FY87 and the City remained extremely conservative in its capital spending until FY92.
When Hurricane Andrew struck that year, it precipitated a $42 million infusion of monies
into capital projects which has subsidized the budget for some time. Now that these funds
are depleting and the City is coming to the end of its authorized bond funds, capital
expenditures are expected to return to their FY91 and FY92 levels.
Capital budgets before FY97 were dependent on the City issuing tax-exempt bonds for
capital funding. However, these bond funds will be substantially exhausted by FY99 and
the City does not have plans to issue additional bonds at this time. In FY97, the City found
$10 million of alternative financing and contributed $8 million from the General Fund to
eliminate the prior year's Capital Projects' shortfall (see next paragraph for explanation of
why funds were needed). The City's General Fund further funded $7.9 million in FY98
and will be contributing $6.9 million to capital projects in FY99. The annual General Fund
contribution will be limited to $7 million starting in FY2000. The CIP projects currently
scheduled from FY99 onward that will not be able to be included in the Capital Budget due
to a lack of funding, clearly demonstrates the importance of returning to fiscal health and
regaining access to the credit markets.
MIAMI 0 CAPITAL PLANNING 115
The Merrett Stierheim Report of 1996, revealed that between $18 million and $22
million of the funds appropriated to Capital Projects had been used for other purposes.
Since the report was issued, the City has reimbursed those funds to the Capital Projects
Fund. Additionally, new procedures were instituted in 1997 to allow for more careful
monitoring of accounts. Prior City practices allowed the General Fund monies to stay in a
single pool until allocated funds were actually spent. Presently, the annual General Fund
contributions are transferred into a separate account in the Capital Projects Fund until
expenditures are incurred. This acts as an additional safeguard to ensure that the funds
remain available for the intended capital improvements.
In light of the shortage of funds for capital improvements, scheduled projects will
continue to be relegated to future years unless other sources of funding or financing are
identified. The Capital Improvements Program and Capital Budget will become useful
tools in scheduling and monitoring the high priority projects identified to receive funding
.from the City's limited resources.
MIAMI • CAPITAL PLANNING 116
98- 660
GUIDELINES FOR CAPITAL PLANNING PROCESS
The City should observe the following guiding principles in the management of its CIP:
• Key monitoring systems must be
established to ensure that CIP are being
used appropriately.
• All capital projects and acquisitions,
regardless of funding source, should be
controlled and managed through the CIP
process.
• The CIP should be integrated with the
annual Operating Budget and the City's
Strategic Planning process.
• The City should maximize utilization of
all Federal and State revenue sources for
capital improvements.
• The City should develop an adequate
internal source of funding out of its annual
operating budget to replace needed
infrastructure and capital equipment.
• The City should issue debt only for major
capital projects and not try to finance other
parts of the capital program with debt.
• Revenues derived from the sale and lease
of surplus City real properties should be
dedicated to the City's CIP or to
generating other re -occurring revenue.
• The City should maximize the use of
current City facilities and should, where
feasible, give higher priority to
maintaining present facilities over new
construction.
• Inflation factors for all projects in the
CIP should be considered each year
and appropriate adjustments made to
all project estimates.
• The CIP section of the Office of
Budget and Management Analysis
should provide the greatest possible
accountability in its management of
the CIP.
• CIP practices and procedures need to
be documented in a manual to allow
for the replacement of key personnel.
• FEMA practices and procedures
should be documented into a
procedures manual to allow for
similar replacement of key personnel
without undue financial risk for the
City.
• CIP data reporting requirements
should be created such that
information can be shared with SCI
and other data bases.
• City Departments should identify the
operating implications of all capital
projects and priority should be given
to those which will result in a
reduction of operating costs.
MIAMI 0 CAPITALPLANNING
117
CHAPTER Vill
DEBT
MANAGEMENT
DEBT MANAGEMENT
OVERVIEW OF POWERS AND PROVISIONS
Debt Management is a vital element to achieving overall fiscal responsibility. Debt
Management is the process by which an operating entity continuously monitors existing
debt, evaluates the impact of issuing additional debt, and establishes procedures for issuing
additional debt. In Miami, the City Treasurer is responsible for the day to day Debt
Management functions. The City Manager and the Assistant City Manager are responsible
for the general oversight performed with the guidance of a Debt Management Policy
(DMP). The objective of a DMP is to set forth guidelines to direct the issuance of debt and
the management of outstanding obligations ,
In fiscal year 1998 the City established a DMP which will be adopted by the City
Commission through proposed resolution (see Appendix J) . The policy provides a set of
procedures which encourages commitment to capital improvement projects, intelligent
borrowing practices, and the construction of a sound debt structure. Below are several key
policies from the document that should be highlighted:
• The City will not issue debt obligations or use debt proceeds to finance current
operations.
• The City will utilize debt obligations only for capital improvement projects that
cannot be funded from current revenue sources or in such cases wherein it is more
equitable to the users of the projects to finance the project over its useful life.
• The City will issue debt obligations for refinancing existing debt or other
obligations only if financially advantageous or necessary to release existing
covenants under bond documents.
• The City will measure the impact of debt service requirements of outstanding and
proposed debt obligations on single year, five, ten, and twenty year periods. This
analysis will consider debt service maturities and payment patterns as well as the
City's commitment to a pay as you go budgetary capital allocation.
These are sound principles for establishing financial integrity for the future and will be
viewed positively by the investing public in terms of credit perception. Improved credit
perception can lead to lower borrowing cost for the City which can reduce the overall cost
of capital projects and allow the City to take advantage of a myriad of financing and
refinancing alternatives available in the Capital Markets.
118
JS - 6 0i 0
Since December 1996, when the major credit rating agencies downgraded the City's
debt rating, perceptions concerning the City's credit have been improving. The current
rating,^by Moody's Investors Service and Standard & Poors, reflects a stable outlook. The
City's limited capacity to increase operating revenues by increasing property taxes has the
rating agencies concerned (property taxes are 96% of the statutory limit of 10 mills).
Revenue generation is limited to increasing user fees and rates on other financing sources
such as licenses and permits. In an effort to enhance revenues, the Executive Mayor, the
City Commission, and the Administration have implemented a Solid Waste Fee increase, a
Supplemental Waste Fee, a Construction Debris Removal Fee, a Modified Fire Fee, and
other revenue sources. These revenue enhancements have improved the City's cash
position and facilitated its financial recovery.
Concerns about the City's credit are justified, but Moody's has pointed out three factors
,which bode well for the City's future prospects and warrant the positive.outlook:
1. A growing economic base - The City is a key business center for Latin American
trade.
2. Strong fiscal oversight - Along with the Oversight Board, the City has been
instrumental in closing the fiscal 1997 budget gap.
3. Enhanced security provisions for all outstanding debt - Although the City has
never missed a debt service payment, cash flow concerns prompted the City to
institute an Escrow agreement with a Trustee on all of its debt (including general
obligation debt) to help ensure timely payment of debt service. This agreement is to
remain in place for three years.
Although the outlook is positive, improving the credit rating of the City will be
contingent upon successful implementation of a recovery plan.
M 1 A M 1 9 DEBT MANAGEM ENT 119
DESCRIPTION OF CURRENT INDEBTEDNESS
The City of Miami has three forms of outstanding debt:
1. General Obligation - General Obligation debt is secured by property taxes and
pledges the full faith, credit and taxing power of the City.
2. Appropriated - Debt service payments for appropriated debt is subject to annual
appropriation by the City Commission from the General Fund. Appropriated debt
usually has some revenue stream earmarked for its repayment. Appropriated debt is
an obligation of the City, but does not carry the full faith and credit pledge of the
City. Instead, the City covenants to appropriate the required level of debt service in
its annual budget.
3. Specific Pledged Revenue - Pledged Revenue debt is secured entirely by the
revenues generated from the associated project. This debt is not a direct obligation
of the City.
As of September 30, 1997 the City had $389,761,325 in outstanding debt. This
consisted of $157,020,000 in General Obligation debt outstanding, $171,950,900 in
Appropriated debt outstanding, and $60,791,325 in Specific Pledged Revenue debt
outstanding. Below is a graphical depiction of the City's aggregate outstanding debt
service. In addition, the table on the following page, provides the detail for all of the City's
outstanding debt service.
Allocation of Debt
Specific Pledge
Revenue
Appropriation 1 g%
44%
General Obligation
40%
M IAM I • DEBT MANAGEMENT 120
)- 000
Form of Debt
GENERAL OBLIGATION
Series 1977 B
Series 1978
Series 1981
Series 1985
Series 1988
Series 1989 Refunding
Series 1991Refunding
Series 1991
Series 1992
Series 1992 Refunding
Series 1993 Refunding
Series 1995
City of Miami Indebtedness
As of September 30. 1997
Outstanding Principal
3,820,000
2,145,000
4,285,000
1,660,000
1,485,000
2,280,000
10,865,000
1,695,000
9,100,000
66,175,000
31.010,000
22,500,000
Total General Obligation Debt: $157,020,000
'PROPRIATION
Final Maturity Call Date
12/1/98 N/C
12/1/07 N/C
8/1/11 Currently Callable
4/l/98 Currently Callable
ll/l/98 N/C
4/l/99 N/C
5/1/13 511101 @ 102%
7/1/01 N/C
8/1/17 8/1/02 @ 100%
12/1/13 12/1/02 @ 100%
7/1/13 7/l/03 @ 102%
111115 1/l/03 @ 101%
Series 1995 Revenue -Taxable Pension
71,250,000
12/1/25
12/1/06 @ 102%
Series 1994 Revenue
16,285,000
9/1/14
9/1/03 @ 102%
Series 1995 A Special Obligation
22,000,000
12/1/25
8/l/05 @ 102%
Sunshine State Government 1988
21,155,000
111115
N/C
Sunshine State Government 1994
8,590,000
1/1/14
N/C
Sunshine State Government 1995 A
3,300,000
7/1/12
N/C
Sunshine State Government 1995 B
?9 370 000
l/l/25
N/C
Total Appropriation Debt: $171,950,000
'ECIFIC PLEDGED REVENUE
Series 1986 A Special Obligation
2,630,000
7/l/06
10/1/98 @ 100%
Series 1987 Special Obligation
42,311,325
7/1/12
l/l/98 @ 100%
Series 1989 Special Obligation
4,845,000
7/l/09
7/1/99 @ 102%
Series 1990 Community Redevelopment
3,405,000
1011115
10/1/00 @ 104%
Dept of HUD, S/E Overtown
5,100,000
7/1/09
N/C
Dept of HUD, Citadel Project
2,500,000
8/1/04
N/C
Total Specific Pledged Revenue Debt: $60,791,325
TOTAL
$389,761,325
MIAMI • DEBT MANAGEMENT 121
TYPES OF DEBT
General Obligation Debt
The City has issued General Obligation debt for the following purposes:
• Sanitary Sewer System
• Storm Sewer System
• Fire Fighting
• Street and Highways
• Parks and Recreation
• Police Headquarters
• Housing
• Refunding
• Pollution Control
The following two charts provide a graphical depiction of the City's General Obligation
Debt. The first chart is a graphical representation of the principal and interest payments
that the City is currently scheduled to repay. The second chart is a schematic
representation of the City's General Obligation Debt. It shows a history of the City's
general obligation borrowings.
Annual General Obligation Debt Service (P & 1)
25,000,000
20,000,000
15,000,000
_N
O
O
.'� 10,000,000
5,000,000
0cc
c� c- o 0 0 0 c c o 0 0 Z�w= o o o = o
Operating Year
MIAMI 9 DEBT MANAGEMENT v V —1 2
OUTSTANDING GENERAL OBL'IZATION DEBT
t
The chart
is arranged chronologically from left to right. New
money issues are set along the bottom row and refunding bonds
setin the
rows above, depicting successive refundings.
Bond issue with all maturities either paid off or
O
refunded
Bonds with some or all maturities still outstanding
O
Description of Escrow; enumerating the maturities
that were refunded, the par amount that was refunded,
and the call date to which the proceeds were escrowed
Escrow with proceeds outstanding
Flow of refunding proceeds
Series 1972
Series 1977
OWN /077$
$NiN 1$7$
Swiss 1941.
PUMic Parks B R.
Sewer. Police, Fire
Fire, Fake, il00Ng -
16# b.Saagr. Fb
Fire. SaWW, Naafiny::..
New Money
New Money
Nom"
NafMWNj
Nwwoely
f18,750.000
f27,000,000
�1d d0aQ50
�10,xbQ,IpO
19,150.000
Dated 101I 72
Doled 511177
pall l?AA7
Otdld 121t00
Dew 01781
Final Mammy 101197
Final Matuny 51197
FYWMA* 121197
f WMW11F ON
FraNMal" 311711
MIAMI
a DEBT MANAGEMENT
5411"1 n
ROAd"_
f10,1J$,000
ONe$ dr191
F"Mida* 5H/13
Sarin t092 Senn 1995
Slwm Swint Sanitary Sewer
NMlbnry. New Money
f16,000.000... f22,500,000
listed Vt92 Dated WS"M
final m** $11117 Fins Mammy 111115
123
Appropriated Debt
Pension Bonds
The City issued pension bonds in December 1995 to fund approximately three years of
annual contributions to the two pension system. A portion of the proceeds was used to
fund the separation liability incurred in an early retirement option in Fiscal Year 1995. The
City must now resume annual payments to the pension systems and fund the debt service
on these bonds.
Other Capital Projects
For various capital needs such as building improvements, land acquisition and public
improvements the City borrows money to fund the cost. To date, the City has either
borrowed with a direct bond issue (Special Obligation Bonds -Non -Ad Valorem ) or
through the Sunshine State Governmental Financing Commission. The Commission was
created in November 1985, by the cities of Orlando and Tallahassee, Florida through an
inter -local agreement, as a pooled financing vehicle to allow for a limited number of high
quality local governmental units to join in a variable rate financing program and thereby
benefit from the inherent economies of scale.
Specific Pledged Revenue
Convention Center Complex Revenue Bonds
The City issued bonds to fund the acquisition of land and construction of the City of
Miami/University of Miami James L. Knight International Center and an adjacent parking
garage. The Convention Center Bonds are collateralized by a pledge of the net revenues
from the Convention Center (including revenues from the parking garage), public service
tax revenues and other funds.
M IAM I • DEBT MANAGEMENT 0 124
0 —
FUTURE DEBT ISSUANCE AND
CREDIT MARKET CONSIDERATIONS
Currently the City is not issuing any new debt instruments. A strategic posture should
be taken that monitors market opportunities, analyzes cost and risk of indebtedness, and
structures debt issuances to provide maximum benefits to its citizenry. In addition, the City
will seek refinancing opportunities where appropriate.
The City will establish procedures when considering debt financing for capital projects.
The City will create a Finance Committee who will consider the following items before
;proceeding with issuing debt:
• The impact on the City's Debt capacity - This is designed to ensure that the City
will have the capacity to borrow capital in the future if it is deemed appropriate.
• The ongoing impact of the financed project on the City's operating budget -
This control is set in place to avoid over -leveraging the City's resources.
• The legality and availability of revenue for the repayment schedule of such
debt service - This is designed to protect against default on debt service.
• The appropriateness of issuing such debt considering the City's current and
long-term goals and the cost of administering the debt - Even if the City can
afford to issue debt, this is designed to prevent unnecessary debt issuance.
• The impact of the debt on the general economy of the City and on the City's
residents - A cost/benefit analysis should be conducted to determine if the general
public will benefit from the issuance of debt to support the project.
• Other relevant factors
Other factors the City will consider regarding debt issuance will include the repayment
terms. The City is scheduled to retire 38% of its General Obligation debt within 5 years,
69% within 10 years, 87% within 15 years and 100% within 20 years. This type of
amortization schedule leads to varying debt service payments, which can be seen from the
preceding chart which depicts the principal and interest payments on the City's GO debt.
The City may want to structure its debt in such a way that the revenues or benefit generated
from the operation or use of an asset will match the debt service associated with the asset.
M IAM I • DEBT MANAGEMENT 125
MAJOR INITIATIVES
The City believes that many of the Initiatives developed in the past year are sound
ideas. Below are some of the initiatives that are being implemented or that should be
highlighted.
• The City plans to create a Finance Committee to monitor and implement the
procedures set forth in the Debt Management Policy.
• The City's Current Ratio (Non -Ad Valorem Revenue/Maximum Annual Aggregate
Debt Service), a liquidity measure, went from approximately 5.6 times to 7.6. The
City has a goal of increasing the ratio to 10 times. This will enhance the City's
liquidity and financial flexibility.
• The City should endeavor to capitalize on favorable interest rates by seeking
escrow restructuring opportunities to potentially enhance its cash position.
MIAMI • DEBT MANAGEMENT
126
6u0
CHAPTER IX
CASH
MANAGEMENT
00,
iCHAPTER IX
3
CASH MANAGEMENT
o f� Fro
OVERVIEW
Cash management is a tool utilized by governments, businesses and others to ensure
that excess cash is always put to its most effective use. Usually, this means investing the
funds in securities that mature when the entity needs the cash while at the same time
creating maximum investment earnings with little to no risk to the entity's capital. Cash
management is an important part of an entity's operating budget as it provides a method of
producing additional funds for the entity to use for funding its operations. While entities
generally have numerous sources of funds to invest, cash management generally applies to
the investment of short term funds. For purposes of this report, short term funds will be
defined as those funds which are not immediately needed for payroll, current year debt
service or current year capital improvement projects. The remainder of this section will
focus on how the City of Miami's cash management program is structured, how it operates
and who is responsible for administering the program.
CASH MANAGEMENT OPERATIONS
As mentioned earlier, short term expenditures are defined as all daily operating
expenditures excluding payroll and debt service. For short term expenditures, the City
maintains an overnight funds sweep program' collateralized by "full faith and credit"
instruments of the US Government and its agencies, with the City designated as the
collateral beneficiary.
In choosing which investments to make, the City has established the following
investment objectives, in order of importance: (1) safety of capital, (2) liquidity of capital
and (3) return -on capital. While investment returns are important and can make a
significant contribution to the City's operations and capital projects, safety and liquidity, in
that order, take precedence over investment return. Therefore, every effort is made to
select the most advantageous investment vehicle and term of investment to maximize
earnings.
The Treasurer within the Finance Department has been designated as the individual
responsible for managing the City's cash management program. The Treasury
Management Division is currently staffed with three individuals including the Treasurer,
who are responsible for overseeing approximately $100 million on an average daily basis.
The City currently uses First Union Bank and one main account for all of its depository
needs. Account balances of collections and check clearings are electronically received
from First Union each morning. Based on the electronic information of paid items and
clearing patterns of the checks which are presented, funds are transferred to cover
127
disbursement needs for the day. Funds not needed to cover paid items are pooled and
invested in applicable investments as outlined by the City's Investment Policy (see
Appendix K). The primary determinants of the excess cash flow available to the City are
the level of future debt service and payroll. The flow chart below provides a graphical
depiction of the process that the City uses to invest its short term funds. The Treasurer
invests funds based on the daily, weekly, and monthly cash flows produced by the Treasury
Management Division.
Process of
Investing
Short -Term
Funds
Main
Depository
Account
Main
Operating
Account
Accounts Working
Payable Capital
Account Account
Excess Funds
Invested
CIP Account
The City's funds are invested conservatively in obligations of the Federal government
or instruments secured by obligations of the federal government. As of May 30, 1998 the
City's investment portfolio was approximately $128.1 million of which 80% was invested
in agency securities and 20% was invested in commercial paper. In addition, the majority
of the portfolio (39%) was in the 31-90 day maturity range. Graphs of the City's
investments by type of security and the maturity range are provided below.
MIAMI • CASH MANAGEMENT 128
Unaudited
Investments By Maturity
271 Days or More
30 Days or Less
($ 12,000,000)
($ 43,100,000)
9%
34%
181 to 270 Days
($ 10,000,000)
8%
,
�h
91 to 180 Days
ppl-
($ 13,000,000)
31 To 90 Days
10%
($50,000,000)
39%
INVESTMENT PROCESS
The City has established a formal bidding process for the investment of short term
funds. The process consists of maintaining a bid list of five major financial institutions
qualified under Chapter 280 of the Florida Statutes and two major brokerage firms.
Qualified institutions are defined as financial institutions governed by Chapter 280 with a
branch office location in the City of Miami, Florida. Brokerage houses must maintain an
office in the City of Miami and are selected based on the amount of equity in the firm,
number of years in operation and reputation. Currently the City's bid list consists of the
following institutions:
M IAMI • CASH MANAGEMENT 129
98--►t
Brokers
PaineWebber
Merrill Lynch
Dean Witter
Bank of America
Bear Steams
Prudential Securities
Everen Securities
Direct Issuers
The Associates
Ford Motor Credit
Hertz Corporation
Capital
American Express
When securities need to be purchased, the City calls each firm on the bid list either the
day of the transaction or the day immediately preceding the transaction date. Next, each
bid is written down on a standard bid form developed by the City and retained on file for
each transaction. Based on the bids received, the City accepts the lowest bid as the winning
bid and then transfers funds on a delivery versus payment basis.
MIAMI 0 CASH MANAGEMENT 130
INVESTMENT TRANSACTION AUTHORITY
The City Manager has designated the Treasurer as the individual responsible for
managing the City's investments. The Treasurer discusses investments with upcoming
maturities with the Assistant Finance Director and the Comptroller if there is a question as
to new maturity target dates or type of investment vehicles to be utilized. Based on these
discussions, the Treasurer executes the transaction and completes an "Investment
Transaction Report" for each investment transaction. The Assistant Finance Director and
the Comptroller then review and approve the Investment Transaction Report. The fully
executed Investment Transaction Report contains all information pertinent to the
investment and contains the approval signatures of the Comptroller, Assistant Finance
Director and Treasurer. Funds related to each investment are transferred according to
authorized funds transfer procedures and limits established under the provisions of the
City's contract with its main depository bank.
MATURITY AND LIQUIDITY REQUIREMENTS
The City selects investments whose terms complement its need to make the following
major expenditures: (1) biweekly payrolls, (2) debt service payments and (3) capital
project needs. For each expenditure event, investments are selected whose maturities occur
at a date close to the date that funds will be needed. Investments also are selected based on
the highest yield for the particular type of investment. In the case of capital projects, in
which the exact date that expenditures need to be made is unknown, the City selects several
investments with varying maturities so that monies are available each month to cover all
capital expenditures. Any unused capital investment funds are then placed in investments
of longer duration to maximize return potential. In addition, the City maintains an
overnight investment program of approximately $1,000,000, which provides funds needed
to cover daily operating expenses not including debt service, biweekly payroll and capital
project needs. Interest yields on these investments are competitive though somewhat lower
than longer term instruments.
PERMITTED/PROHIBITED INVESTMENTS
Below are tables of permitted and prohibited investments according to the City's
investment policy. In addition, a brief discussion of the restrictions for investment in
derivative securities is also provided. This is particularly important given some of the
highly publicized losses experienced by several municipalities in their investment
portfolios. It is important to note that the City's current portfolio does not consist of
derivative investments of any type.
All repurchase agreements are fully collateralized and the collateral is held in the City's
name by a third party custodian. Repurchase Agreements are limited to transaction in
MIAMI • CASH MANAGEMENT 131
98 - 60
which the proceeds will be used to provide liquidity. Any investment which is not issued
in "Book Entry Only" form is physically held by the City in a secure vaulted area and
surrendered only when invested funds and earnings are received by the City at maturity.
Derivative securities shall be utilized only if specifically authorized as part of the
investment plan and the Finance Director or his/her designee has sufficient
understanding/expertise to invest in derivatives. All proposed derivative investments
(including "Swaps") will be analyzed by the City's financial advisor and will be presented
to the City Commission for approval. Below is a table which describes in detail the
investments in which the City is permitted to invest its short term funds. Moreover, a table
of prohibited investments is also included.
Permitted Investments
AuthorizedMaXIMUM
Time Deposits
N/A
MITIum of
..
100%
Asset Group
100%
Certificate of Deposits
0-3 Years
100%
100%
US Treasury Bills
N/A
100%
100%
US Treasury Notes
0-7 Years
100%
100%
US Government Agency Securities
0-3 Years
50%
50%
U.S. State and Territory Bonds (1)
7-10 Years
50%
50%
Fixed Term Repurchase Agreement
0-3 Years
20%
100%
Overnight Repurchase Agreement
N/A
100%
N/A
Bankers Acceptance
N/A
20%
30%
Commercial Paper (2)
N/A
20%
30%
Corporate Notes and Bonds, Medium Term
Notes and Yankee Notes and Bonds (3)
0-2 Years
20%
30%
Corporate Notes and Bonds, Medium Term
Notes and Yankee Notes and Bonds (4)
3-7 Years
20%
30%
Money Market Mutual/Trust Funds (5)
N/A
100%
100%
Fixed Income Mutual Funds (6)
N/A
25%
25%
Externally Managed Funds (7)
3-7 Years
20%
20%
Interest Rate Swap Agreements (8)
N/A
10%
20%
Notes:
(1) Obligations must be fully insured or rated in 1 of the 2 highest rating categories by Moody's or S&P or their successors.
(2) Must be rated A-1 or P-1 by Moody's or S&P.
(3) Must have a maturity of one year or less and be rated by 2 or 3 designated rating agencies in 1 of the 2 highest rating categories.
(4) Must have a maturity greater than 1 year but less than 5 years and be rated by 2 or 3 designated rating agencies in
1 of the 2 highest rating categories.
(5) Must meet the following criteria:
(1) State of Florida Local Government Surplus Funds Trust Fund.
(2) Mutual/Trust Funds sponsored by the Florida League of Cities.
(3) Private money market mutual funds backed entirely by "Full Faith and Credit' of U.S. Gov't Securities not to exceed 25%.
(6) Must be sponsored by the Florida League of Cities
(7) Must be approved by the City Commission with investment limited to City policy and rating criteria.
(8) Must be approved by City Commission prior to execution.
M IAM I 0 CASH MANAGEMENT 132
Prohibited Investments and Investment Activities
Unregistered or
Mortgage
Restricted
Backed
Options and
Common Stock
Warrants
Stock
Securities
Venture Capital
Futures
Foreign
Private
Preferred Stock
Commodities
Margin Trading
Exchange
Real Estate
Placements
Any Inverse
10 or PO Strips
Convertible
Limited
Floating Rate
Oil and Gas
or Inverse
Bonds
Short Selling
1 Partnerships
Security
Wells
Floater
HISTORICAL PERSPECTIVE
The City of Miami employs a "pooled cash" concept under which cash from all funds is
collected and disbursed from commingled cash accounts regardless of where the cash was
'originally sourced. This approach was established in lieu of maintaining separate and
distinct bank accounts for each fund. It not only simplified the City's approach to its cash
management operations, but it also offered the City an opportunity to maximize its
investment earnings as a result of having a larger investment portfolio.
While this approach is standard among governmental entities, there is a discipline
required in such an environment to insure that funds are not spent simply because pooled
cash is available. To do so results in the equivalence of inter -fund borrowings, which may
not be proper. Such. transactions are manifested as negative "equity positions in pooled
cash positions" by the individual funds in the pooled cash account.
At a minimum, the discipline called for in such an environment must include monthly
monitoring of negative equity in pooled cash. Moreover, if this situation persists for more
than 30 days it must be made known to the City Manager or his designee. In addition, if a
policy decision is made to allow the situation to exist, high level approval must be obtained
and plans/projections for subsequent repayment or correction must be developed.
Prior to its fiscal emergency, the City of Miami operated using a pooled cash concept,
but without paying close attention to negative equity positions in pooled cash. However,
with the elimination of the enterprise fund and its subsequent collapse into the General
Fund, the City is working toward eliminating the need for inter -fund borrowing.
M IAMI • CASH MANAGEMENT 133
198
MAJOR INITIATIVES
The City made some improvements in its cash management operation in last fiscal year.
Among its major accomplishments were to develop and adopt an Investment Policy;
reconcile all outstanding cash accounts; reduce the level of commercial paper in the
portfolio and establish an escrow account for the payment of future debt service. Looking
forward, however, there are still steps that the City should take in order to improve the
efficiency of its cash management operations. Those steps are outlined below.
• Annual update of the Investment Procedures and Internal Controls manual.
Investigate the purchase of investment software to perform portfolio management
calculations.
M IAM I 0 CASH MANAGEMENT 134
APPENDIX A
RECOMMENDATIONS
INDEX
City of Miami
Management and Productivity Initiatives
Final KPMG Merreft ;Type: ,..
ittatives Blue Ribbon Peat Marwick - stierhelm of
.tmericai Initiatives - FY 19" through FY 2003 Task Force Staff Management Task Force Initiative
,sequence Report Report Lateer Report
Formal strategic planning should be immediately reinstated as part of the
City of Miami's organizational structure. Develop the structure and process
to sustain long-range strategic planning for the City.
City should complete the first strategic plan within a four -to -six month
period after convening team (to link to next years operating and capital SFRPC 5 Year Plan
)ets). 2 Review Pages 3, 4
4130197
age a professional firm with expertise in strategic planning to facilitate
expedite the completion of the first strategic plan for the City.
Management Department Review -Develop an overall safety & health 3 —TV/Page 10
agic plan for the City as well as for each Department
m completion of the strategic plan, develop and execute a
imunication strategy targeted to residents, City employees, government,
business community, media and location services.
ways to increase public investment in development in the City
the strategic planning effort.
ategic plan should include an Intergovernmental Coordination Element,
the City must coordinate development with a number of external
Actively pursue the input of the business community by inviting
representatives to assist in the development of the Strategic Economic
Development Plan, the new Comprehensive Plan and the revised Land
Development Regulations.
Determine the appropriate role of the Beacon Council in the planning
process.
Institute a forum for resolving resource allocation issues to align all major
projects within the City's strategies.
Revamp the City's budgeting process to match the revised organization
structures cited in the re -organization plan. The tracking processes should
be flexible enough to facilitate sourcing decisions and management
the plan to ensure that the actions of OBM are consistent with the
c plan by changing "should" to "will" in its discussion regarding
control and production of revenue manual.
Plan to accomplish provisions of the Intergovernmental Agreement should
include specific tasks to be completed and timelines to be met.
Plan should include reduction of expenditures, improvement of productivity,
increases in managerial and operational accountability, improvement of
record keeping practices and a schedule of projected capital commitments.
SFRPC 5 Year Plan
Review Page 2
4/30/97
SFRPC 5 Year Plan
Review Page 3
4130/97
SFRPC 5 Year Plan
Review Page 5
4/30197
SFRPC 5 Year Plan
Review Page 5
4/30/97
SFRPC 5 Year Plan
Review Page 9
4/30197
SFRPC 5 Year Plan
Review Page 2
4/30/97
SFRPC 5 Year Plan
Review Page 2
4/30/97
Efficiency Improvement
Efficiency Improvement
Efficiency Improvement
Efficiency Improvement
Efficiency Improvement
Efficiency Improvement
Efficiency Improvement
Efficiency Improvement
Efficiency Improvement
Efficiency Improvement
Internal Control Factor
Efficiency Improvement
Efficiency Improvement
Efficiency Improvement
Critical Success Factors -Limited monitoring of departmental budgets is
performed
Gry ofMiomi - Office of Budger
6 Tab B/Page 2 Internal Control Factor
1 oJ34 115 PM611198A /nit Cross Ref
t _ 0 ��
City of Miami
Management and Productivity Initiatives
Final KPMG
Marren Type,
Initiatives Blue Ribbon Peat Marwick
stiedwim of
Numerical Initiatives - FY 1999 through FY 2D03 Task Force staff Management
Task force Initiative
Sequence Report Report Letter
Report:
Strategic Planning to Operating and Capital Budgets 7
SFRPC 5 Year Plan
Integrate the Capital Improvement planning and asset management Review Page 11
functions using team approach under the coordination of the office of Asset 4/3O/97
Management.
Prepare all budgets after the annual strategic planning process has been
completed. 7a
Merge budget and operating plans into one document 7b
Critical Success Factors -Each department should be required to prepare a 7b Tab B/Pa e 2
business planning cycle 9
Submit capital and operating budgets simultaneously and integrate them in
terns of goals and purpose. 7c
Set capital and operating budget horizons to be consistent with strategic 7d
goals.
Internal Control Factor
Efficiency Improvement
Efficiency Improvement
Internal Control Factor
Efficiency Improvement
Internal Control Factor
internal Control Factor
attention and direction should be provided on how the City
tes utilizing the Capital Improvements Program (CIP) as a SFRPC 5 Year Plan
anent tool to maintain and improve infrastructure. Review Page 3 Efficiency Improvement
4130/97
Include provisions in the goals and policies of comprehensive plan for
better monitoring of infrastructure that is controlled by agencies other than SFRPC 5 Year Plan
the City. Review Page 3 Efficiency Improvement
4/30/97
Incorporate contingency planning into budgets. 7e internal Control Factor
The Capital Impmvement planning guidelines should contain a requirement
to annually update the City's Capital Improvement Element of the
SFRPC C.
Comprehensive Plan pursuant to Section 163.3177 (3) (a), Florida
Dekle Memo Internal Control Factor
Statutes.
dated 11/13/97
Ensure that the economic planning and LDR update efforts are closely
synchronized especially in the areas of capital improvements and
SFRPC 5 Year Plan
monitoring using the City's Comprehensive Neighborhood Plan as the
Review Page 4 Internal Control Factor
master policy document
4130197
Include periodic evaluation and monitoring of Comprehensive Plan policies
and programs and the land development code.
SFRPC 5 Year Plan
Review Page 4 Internal Control Factor
4/30/97
Require managers to demonstrate how proposed projects are in line with
the City's strategic plan. This can be done in the form of a cost/benefit
analysis that measures the expenditure of resources against the 7f Internal Control Factor
contribution to achieving goals.
Expedite implementation of the City Managers reorganization plan as
outlined in the revised "Five Year Plan". The City should begin planning SFRPC 5 Year Plan
how to adopt a more progressive organization structure. 8 Review Page 7 Efficiency Improvement
4/30/97
Office of Professional Compliance -The Office of Professional Compliance 8 Tab B/Page 8
should be removed from the department
Office of Professional Compliance -Consideration should be given to
incorporating this function within the Police Department organization, 8 Tab B/Page 8
reporting directly to the Police Chief
Office of Professional Compliance -A review of other local jurisdictions of
similar size should be conducted to determine, if there is a need for a 8 Tab B/Page 8
separate review function, how it is typically organized
Efficiency Improvement
Efficiency Improvement
Efficiency Improvement
Ciry ofMami - Qfflce ofB-dger 2 of 34 S: 15 PM611198A Init Cross Ref
City of Miami
Management and Productivity Initiatives
Final KPMG Marren Type
,itiatives
Blue Ribbon PeatMarwick Stlerheilm of
umerieal
Initiatives -FY IWA through FY 2D03 Task Force Staff Management Task Force Initiative
Sequence
Report Report Lacer Report
Solid Waste Management -Solid. Waste should be separated from GSA
Move aggressively to reestablish an appropriate management structure
from first level supervisor through middle management to department head.
Survey to determine perceived and actual departmental shortfalls in
staffing. Each department must justify the tasks to be performed that cannot
be completed at current staff levels.
g 1 1TabK/Page12
9
10
The City should perform a mgmnt./operations study of the finance dept
This study should encompass an extensive analysis to evaluate
qualifications and the work loads of the staff to det. need to expand staff 10 Page 1
and / or reassign tasks where appropriate.
Critical Success Factors -Selectively review and waive hiring freeze of 10 Tab B/Page 1
positions
IMormatio Technology Division (IT) -Positions should be created and
funded tvbhng to City appropriately skilled staff to maintain City in today's 10 _�:]Tab B/Page 6
technology environment
Efficiency Improvement
Efficiency Improvement
Efficiency Improvement
Efficiency Improvement
Efficiency Improvement
Efficiency Improvement
Immediately conduct a planning study of office space to determine if office
requirements can be met through rearrangement of existing space vs. 11 Cost Savings
leasing new space.
Consider placing Risk Management under the Assistant City Manager of
Finance and Administration to consolidate similar functions. 12 Efficiency Improvement
placing Procurement under the Assistant City Manager of
is to enhance customer service orientation and efficiency. 13 Efficiency Improvement
Continue with current plans to transfer some fleet responsibilities from the
Fire and Police Departments. 14 Cost Savings
Fleet Management Task Force -Strongly recommended that the seances
performed at General Services Administration, Miami Police and the Miami
Fire Departments be consolidated Terminate the current Police take-home 14 TabD/Page 3 Cost Savings
policy
Solid Waste Management -A better sharing of overhead cost could be made 14 I ITabK/Page 12 Cost Savings
if all Fleet maintenance operations in the City were consolidated
Transfer responsibilities for other key maintenance to GSA. 16 Efficiency Improvement
The City needs to adopt appropriate policies and procedures to assure that
good business practices are followed. 16 Efficiency Improvement
Fleet Management Task Forces -Need to optimize the layout and work flow
processes of the physical plant 16 TabD/Attachment III/Page 7 Efficiency Improvement
Fleet Management Task Force -Car assignments should be reallocated on 16 TabD/Attachment III/Page 1 Efficiency Improvement
the basis of shift size and duty assignment
Fleet Management Task Force -Vehicle service life should be extended from 16 TabD/Attachment III/Page 1 Cost Savings
5 years and/or 75,000 miles to 6 years and/or 100.000 miles
Fleet Management Task Force -All surplus cars to the City's needs, or ready
for retirement, should be auctioned off instead of donated to a sister city or 16 TabD/Attachment III/Page 1 Revenue Enhancement
any other entity
Health Insurance Task Force -Forth 5500 for each benefit where form is
required should be examined by Benefits, Human Resources/Labor 16 TabE/Page 3
Relations and Finance Departments before being submitted to the IRS I I I i
Health Insurance Task Force -A sense of urgency coupled with
empowerment and responsibility should be developed within the Benefits 16 TabE/Page 4
Office operating as a component of HR
Internal Control Factor
Efficiency Improvement
City of Miami - Ofree of Budget 3 of 3J 9 8 — 6 0 5 15 PM6111/98A lnir Cross Ref
City of Miami
Management and Productivity Initiatives
Final
KPMG Merrell a
Type
MiNdtives
Blue Ribbon
Peat Marvdck Stierhekn
of
Numerical initiatives -FY 1990 through FY 2003
Task Porte
Staff Management Task Force
Initiative
Saquetxce
Report .
Report letter Report;
-- z --_ Opportunities Task Force -Should be funding a portion of the future benefits
being earned by current employees on post -employment healthcare
1e
TabK/Page 2
Efficiency Improvement
'benefits
Opportunities Task Force -Necessary to complete a long term financial
-workout plan induding a one -to -two year short-term plan
16
TabK/Page 2
Efficiency Improvement
Opportunities Task Force -Workout plan should be designed to immediately
a -improve the operating cash flow through significant revenue increases and
16
�TabKfPage
2
Efficiency Improvement
expenditure reductions
Opportunities Task Force -Long-range workout plan should consider
i_"] 'partially
, eliminating accumulated deficits through sale of real estate,
16
TabK/Page 2
Cost Savings
refinancing debt and rightsizing City services
Opportunities Task Force -As soon as possible, the City should determine
its actual financiposition osition as of the current date
16
TabK/Page 3
Internal Control Factor
a -:Opportunities Task Force -Increase enforcement efforts to reduce the level
of illegal dumping within the City which is required to be cleaned up by
16
TabiOPage 4
Internal Control Factor
Solid Waste
- Opportunities Task Force -Increase efforts to audit or otherwise verify that
;the City is receiving the full amount due from franchise revenues from
16
�TabK/Page
4
Internal Control Factor
a ? commercial solid waste companies
Opportunities Task force -Transaction on New Miami Arena should be
reviewed in detail to ensure that the return to the City is commensurate with
16
�TabKlPage
5
Internal Control Factor
fair market value of the parcel
sa
Opportunities Task ForoeSerious consideration should be given to
obtaining as large a payment as possible in the near term and/or long tern
16
TabK/Page 5
Revenue Enhancement
recurring revenues on the New Miami Arena parcel
Opportunities Task Force -Should conduct review of all City activities to
determine which of the activities could be performed more economically
d ` and with a higher level of service by another local government or by a
16
SFRPC 5 Year Plan
Review Page 2 TabK/Page 5
Cost Savings
rS
4/3r>/97
r , private enterprise
r,gy Opportunities Task Force -A complete listing of all the City's account
^-1 receivable balances should be compiled including revenues recorded in the
16
TabK/Page 6
Internal Control Factor
a ' accounting records as well as balances which may not be recorded
t
K i Opportunities Task Force -Should review all services provided to determine
Fp .level of fees and dtarges.associated with each service I
16
TabK/Page 6
Internal Control Factor
Opportunities Task Force -Should determine whether fees charged are
reasonable based on the fully loaded cost of the service, rates charged by
16
TabK/Page 6
Internal Control Factor
other local governments and private enterprises for similar services
Opportunities Task Force -Rates should be adjusted to ensure service users
are paying the associated costs and to provide a return to the City which is
16
TabK/Page 6
Revenue Enhancement
appropriate
Opportunities Task Force -Formal policies should be adopted regarding
TabK/Page 6
Revenue Enhancement
16
when waiver of user charges are to be granted
Opportunities Task Force -Steps should be taken immediately to reduce or
eliminate the financial burden associated with ownership of James L. Knigh
16
TablGPage 6
Cost Savings
Center and Parking Garage and the Coconut Grove Exhibition Center
SFRPC 5 Year Plan
Review Page 2, 5 Revenue Enhancement
date negotiations with the Florida Dept. of Community Affairs and 4/30/97
the proposed Chapter 163, F.S. and Miami Downtown Agreement
SFRPC 5 Year Plan
Review Page 2, 5 Revenue Enhancement
Public(Private developments should include estimates of needed capital 4130197
improvements or revenues generated by the new growth.
Cost of Solid Waste Operations -Can save fleet operating costs as well as
crew time in Solid Waste by utilizing dose -by Regional Transfer Stations 16 TabK/Page 9 Cost Savings
City ofMami - Office ofBudgef 4 of 34 5,15 PM6111198A Mil Cross Ref
City of Miami
Management and Productivity Initiatives
Final KPMG
Merrett
Type
'nitintlives
Blue Ribbon Peat MarMck
Storbolin
mmerical
Initiatives - FY 19N through FY 2003 Task Force Staff Management
Task Farce
Inwaittve
Sa"ance
Report Report Letter
Report
Cost of Solid Waste Operations -May be able to accomplish significant
savings if a few loads per day could be directed directly to the disposal site 16 TabK/Page 9 Cost Savings
with the remainder going to the transfer station 1 7
Cost of Solid Waste Operations -Should have a more detailed evaluation of 16 I TabK/Page 9 Internal Control Factor
its use of transfer stations
Cost of Solid Waste Operations -The City appears to lag in its vehicle
replacement plan in Solid Waste 16 TabKlPage 10 Efficiency Improvement
Cost of Solid Waste Operations -Solid Waste costs should incorporate
administrative costs directly related to billing, including mailing costs, staff
16
TabK/Page 10
Internal Control Factor
support and computer processing and disk space charges
Cost of Solid Waste Operations -The street sweeping component should be
16
TabK/Page 11
Efficiency Improvement
independently reviewed by the Metro -Dade Department of Public Works
Cost of Solid Waste Operations -Savings may be gained through reducing
—::]Tab*Page
disposal and operating cost by elimination or reduction of the weekly trash
16
11
Cost Savings
sweeps antd by eliminating free service to City Departments
Cost of Solid Waste Operations -Additional savings may also be gained by
billing annually
16
TabK/Page 11
Cost Savings
Solid Waste Management -Lack of a consistent fleet replacement program
16
TabK/Page 12
Efficiency Improvement
will eventually cause a problem
;•Solid Waste Management -Service levels for trash pickup, bulky waste,
. `.'white goods and illegal dumping are incredibly high
16
TaDK/Page 12
Internal Control Factor
Solid Waste Management -A need for enforcement is obvious
16
TabK/Page 12
Internal Control Factor
Solid Waste Management -Street and special events should have
.their own cost and revenue centers, and be self-sufficient financially, and
16
TabK/Page 12
Internal Control Factor
:=avoid being subsidized by the waste fee
41
Solid Waste Management -The waste fee itself is insufficient
16
TabK/Page 13
Revenue Enhahcement
'gq"; Solid Waste Management -Should not donate refired equipment but should
x i sell it and revenues from sales should be deposited in a Capital
16
TabK/Page 13
Revenue Enhancement
u » r Replacement Fund
Revenue Enhancements -Eliminate park user fee waivers
TabM/Page 3
Revenue Enhancement
16
9;
Revenue Enhancements -Increase park user fees when appropriate
TabM/Page 3
Revenue Enhancement
16
"'Revenue Enhancements -Develop a park marketing program to enhance
& : revenues (wasting and new)
16
TabM/Page 3
Revenue Enhancement
Revenue Enhancements -Establish a process to credit the Parks and
Recreation Dept for wasting and new revenues generated by the parks
16
TabM/Page 3
Revenue Enhancement
Revenue Enhancements -Review, concession permits/revenues (including
mobile vendors)
16
TabM/Page 3
Revenue Enhancement
°. ,' Revenue Enhancements-Review/simplify process to obtain Grants
16
�;: (Federal, State, Private)
TabM/Page 3
Revenue Enhancement
" Organization/Structure Improvements -Conduct a cosVbenefit analysis of
F . recent transfer of the Park Maintenance Department to the Public Works
16
TabM/Page 3
Efficiency Improvement
Department
e°I' Operating Practices -Establish a "bottom-up7participatory budget
-:
TabM/Page
16
hEE preparation and monitoring system
a
Efficiency Improvement
Via^
:Operating Practices -Develop an operating manual for Parks and Recreatio
;,4acilities/employees
16
TabM/Pa e 4
9
Efficiency Improvement
cY
Operating Practices -Develop a procedure for processing/priontzing work
=t,
orders
16
TabM/Page 4
Efficiency Improvement
City ofrNami - Office of Budget
S of 3a
i
r Ykyj
5:1 S PMNII/98A /nil Cross Ref
City of Miami
Management and Productivity Initiatives
-
Final
KPMG
Merrell
Type
Initiatives
Blue Ribbon
Peat Marwick
Stlerhalm
of
Numerical Initiatives - FY 19" through FY 2003
Task Force Staff
Management
Task Force
initiative
Sequence
Report Report,
letter
Report,
Operating Practices -Develop a formal vehicle maintenance and
16
replacement program
TabM/Page 4
Efficiency Improvement
A code of conduct needs to be developed and signed by all employees. 17 Efficiency Improvement
Benchmar�nMd PBAOMit11YC8M6i�UlenlMlt _ . _ - _., _
Integrate Benchmarking, performance measures and management by
objectives into all work operations. 13 Efficiency Improvement
Critical Success Factors -Finance and Intemal Audit staff must be held
accountable and departmental objectives and metrics to measure the 1g Tab BlPage 1 Intemal Control Factor
agreed upon objectives must be established.
Fleet Management Task Force -Establish productivity and job standards 18 TabD/Page 6 Internal Control Factor
Create mantocracy in the management ranks. Changes for covered
employees will take time and maybe the subject of bargaining. Longterm
efforts should be directed to linking compensation more closely to 1s Efficiency Improvement
performance.
All City departments should be formally trained on benchmarking and
performance measures. 20
Efficiency Improvement
Periodic reports on significant benchmarks and performance should be
made a part of the City Administrabon's report to the Commission and the 21
Internal Control Factor
citizens.
Information Technology Division (IT) -A formal trecldng mechanism should
21
Tab B/Page 6 Efficiency Improvement
ur
be developed to create measurability of performance
Make sure each major work function significantly improves the productivity
of the function. This action plan should be incorporated into each 22
Efficiency Improvement
department head's work plan and be part of his or her appraisal.
The City Manager and department heads should develop an action plan for
implementing total quality concepts throughout the organization. 23 Efficiency Improvement
Adopt a competitive sourcing policy and process to assure that the City is
providing and receiving quality services that are cost effective according to 24 Cost Savings
industry standards.
Tact with a consultant to conduct a sourcing study with priority on fleet 25 Efficiency Improvement
itenance and fueling due to the impact on facilities.
Costing Methodology similar to that used by the City of Charlotte to
all costs related to City Services as a basis for sourcing decisions. 26 Cost Savings
Apply Sourcing Decision Guide similar to other cities (Based on review of
sourcing practices) Charlotte, Phoenix, and Indianapolis, have realized
substantial improvements in efficiency, quality and cost by adopting the 27 Cost Savings
recommended approach.
Work with private industry for guidance and advice on sourcing decisions. 26 Efficiency Improvement
Director of GSA should develop a schedule for sourcing implementation. 29 Efficiency Improvement
Fill middle management positions that will not be affected by outsourcing. 30 Efficiency Improvement
Institute appropriate contract administration and evaluation procedures with
respect to out -sourced functions. 31 Internal Control Factor
Ciry of Miami - Of - ofBudg.1 6 of 3J 5 15 PMb'11198A Mir Cross Rcf
City of Miami
Management
and Productivity Initiatives
Final KPMG
Mertett , -
Type
- = quadves
Blue Ribbon Peat Nack
drvvi
StierheiM
or,
umerieal Initiatives - FY 19" through FY3003
Task Force Staff Management .
Task Force
Initiative
Sequence
Report Report :' Letter
Report
Increase operational efficiency and expedite development permit process
32
Efficiency Improvement
as follows:
I. Review, improve and streamline all land use related application forms.
32a
Efficiency Improvement
117 �' 'Create a system that is project driven rather than permit driven.
32b
Efficiency Improvement
Institute a more effective use of technology.
32c
Efficiency Improvement
Develop performance measures that target improving the service and
these functions.
33
Cost Savings
reducing the cost of
Correlate funding of Department with performance measures and
34
Efficiency Improvement
..objectives.
of �
Revisit staffing qualifications. Technical expertise and experience are
35
Efficiency Improvement
critical to efficiency and customer service.
Review dompensaton and benefits in light of the rest of the City and within
36
Efficiency Improvement
the overall reorganization plan.
r �
'Review Department's reporting relationship to strengthen oversight and
37
Efficiency Improvement
effectively monitor customer service.
-; Improve relationship and coordination with Dade County to expedite the
38
Efficiency Improvement
permitting process.
Expedite non -controversial items supported by staff.
39
Efficiency Improvement
b Request that the County appoint one person to expedite processing of
40
Efficiency Improvement
;necessary county approvals of City permit applications.
`Centralize and simplify the process of applying for land development
x :
47
Efficiency Improvement
„_.changes, including master plan changes.
Seek vehicle for developing publicfprivate partnerships for development
42
Efficiency Improvement
and redevelopment
't
improve the land lease
Seek public input on the City Charter to process and
43
Efficiency Improvement
;fee structure, including cost of appeals.
9: Develop city-wide design and landscape standards.
44
Efficiency Improvement
Identify and communicate to staff and public the mission of code
enforcement Should be considered part of developmentlredevelopment 45 Efficiency Improvement
policy rather than punitive.
Identify specific individual with responsibility and authority for code
enforcement to set overall policy and direct compliance strategies. 46 Efficiency Improvement
Add "appearance code" that is enforceable and enforced. Neighborhood
improvement is the message. 47 Efficiency Improvement
Consider "amnesty" program to have people pay whatever they can on
fines, but only after property has been brought into compliance. 48 Revenue Enhancement
Implement aggressive enforcement against properties and owners refusing
to come into compliance, including alternatives to foreclosure such as court 49 Revenue Enhancement
injunctions, personal property levies, etc.
Need senior policy level review of property lien foreclosures to weigh
benefitsAiabilites of City ownership. City ownership of properties not in so Revenue Enhancement
`compliance needs to be addressed.
City of Miami - Office of Budget 7 f 34 t -1 S: 15 PMW 1198A lnir Cross Ref
City of Miami
Management and Productivity Initiatives
Final
KPMG
Marren
Type -
Initiatives
Blue Ribbon
Peat Marwick
stterhetm
of
Numerical
Initiatives - FY 19" through FY 2003
Task Force staff
Management
Task Force
Initiative
Sequence
Report Report
Letter r
Report
Consider if police and fire could assist in identifying possible code violations
„during the course of their normal duties. Could also be computerized.
51
Efficiency Improvement
Train personnel for technical and interpersonal skills. 52
Consider connecting enforcement districts with Commission Districts as
needed. City needs fair and equitable policies appropriate to each 53
neighborhood.
A study of whether the City should sell code enforcement liens should be
;inducted. The analogy to tax liens may be appropriate, but there are legal 54
and policy issues which need exploration.
A private/public partnership should be formed between the Greater Miami
Chamber of Commerce and the City of Miami.This partnership should
develop a�strategic plan for the economic development of the City of Miami. 55
This would be for the entire City, and n
Enhance the City's Intergovemmental coordination efforts by increasing
the level of communications and involvement with outside agencies on
shared issues such as redevelopment.
bore the value of consolidating into a single agency the responsibility for
economic development in the entire City. Establish a specific entity
I similar responsibilities as the Beacon Council to lead economic 56
elooment for Miami.
This agency should have the ability to condemn properties and provide
incentives for development and to attract business to the City of Miami. 56a
The agency should be responsible for analytical functions to address issues
such as the cost of doing business in the City of Miami versus neighboring 56b
municipalities, etc.
The agency should include the Downtown Development Agency. 56c
Designate a City employee who will be liaison between the City and
Beacon Council. Intention for the Beacon Council to be viewed as non- 57
competitive organization.
state and private education institutions to attract business to urban 56
Actively pursue and lobby for the extension of the light rail system westward
through Kendall. The extension will provide increased accessibility of the 59
available workforce to the downtown core.
Review land use in the DowntownlBrickell core to provide for mid -rise office
development 60
organizational criteria in the Five Year Plan should be applied to lower
Is of the City organization. 61
SFRPC 5 Year Plan
Review Page 2
4/30/97
Budget Management Division -Placement of Task Force positions within the 61 Tab B/Page 4
NET Offices should be investigated as an option
Budget Management Division -Grant coordination should be strengthened. 61 Tab B/Page 4
Procurement Management Division -Oversight and related policies of the
Procurement Division should be strengthened 61 Tab B/Page 4
Ciry ofMami - Office of Budget 8 of 34
Efficiency Improvement
Efficiency Improvement
Revenue Enhancement
Revenue Enhancement
Efficiency Improvement
Efficiency Improvement
Efficiency Improvement
Efficiency Improvement
Efficiency Improvement
Revenue Enhancement
Revenue Enhancement
Revenue Enhancement
Revenue Enhancement
Efficiency Improvement
Efficiency Improvement
Internal Control Factor
Intemal Control Factor
5: 15 PM6// //98A /nit Cross Rrf
City of Miami
Management and Productivity Initiatives
Final
KPMG
Merrett
Type
itiaWes
due Ribbon
Peat Marwick
Stierheim
of
rmerical
Initiatives -IFY 11999 through FY 2003
Task Force Staff
Management
Task Force
Initiative
Sequence
Report Report
Letter
Report
;.Strengthen and broaden the role of internal Auditor, inGuding:
62
Efficiency Improvement
Substantial operational auditing to ensure that approved policies and
62a
Internal Control Factor
procedures are being followed
'.
Review of travel and expense accounts of the commission and senior
62b
Internal Control Factor
management in accordance with predetermined objective criteria.
<. Review of new or revised City projects while in progress and/or within six
months or a year after completion to compare with financial forecasts and
62c
Internal Control Factor
=enhance future projections.
�r
V F
Staff to review GFOA's "Recommended Practices for State and Local
Governments." Develop appropriate implementation plan.
63
Efficiency Improvement
Reconciliations of the City's cash accounts should be performed monthly.
These reconciliations should be prepared in a standardized format
designedby the City. All reconciling items should be fully investigated, 63 Page 1 Internal Control Factor
explained and supported.
All reconciling items should be appropriately investigated and resolved on a
timely basis. In addition, the finance dept should exercise prudent
custodial control to ensure the safe keeping of all the City's financial 63 Page 4 Internal Control Factor
records, inGuding bank statements.
Inventory should be counted annually. Policy should address general inv.
procedures including names of staff responsible for the inventorycount the page 5 Internal Control Factor
scheduling of inventory taking and the ID of controls needed to ensure an 63
accurate count E I
In order to improve and maintain control over general fixed assets, the city
should develop a complete detailed asset records. The following guideline 63 Page 5 Internal Control Factor
should be utilized;
The fixed asset subsidiary ledger should be updated throughout the year as
fixed assets are acquired or disposed. 63 Page 6 Internal Control Factor
Periodic inventories should be taken to verify the continued existence of the
fixed assets. Any unloceted items should be appropriately investigated.
63
Page 6
internal Control Factor
The fixed asset subsidiary ledger should be reconciled to the general
ledger, at a minimum, on a quarterly basis.
63
Page 6
Internal Control Factor
The City should assign the responsibility of maintaining its general fixed
assets to an individual.
63
Page 5
Internal Control Factor
The City should implement the following to improve its account receivable
process:
63
Page 8
Internal Control Factor
The City should use a formal invoicing system for all routine billing as a
mechanism for ensuring the timely collection of outstanding invoices.
Page 8
Internal Control Factor
The accounts receivable general ledger control balance should be
supported by an appropriate level of detail that provides management with
63
Page 8
Internal Control Factor
information to monitor the collecting of accounts receivable.
This detail should preferably be in the forth of an aging report that presents
each customers outstanding balance based on the actual due date.
Aging trial balance should be reconciled monthly to the general ledger. All page 8
material differences should be investigated and resolved on a timely basis.
The City should immediately review the nature of the approximately $g
million loans outstanding and evaluate the collecting of such balances. In
addition all future loans should be supported by appropriate documentation 63 page 8
including formal loan agreement
Internal Control Factor
Internal Control Factor
City of Mami -Office oJBudger 9 oJ34 ... ,(A6 O 5:15 PM6111198A Mit Crosr Ref
City of Miami
Management and Productivity Initiatives
Finale KPMG Meffe t: - Type. .
Initiatives
t31ue Ribbon Peat Marwick stlerhalm of
Numerical
Initiatives - FY IS" through FY 2003 Task Force Staff Management Task Force Initiative
Sequence
Report Report Leiter Report
City should create the position of Grants Administrator. Individual
Id be responsible for ensuring that daims for reimbursement are filed
�erly, in a timely manner, and in accordance with grant guidelines.
The administrator would also be responsible for coordinating and
monitoring the City's compliance with requirements applicable to federal
and state financial assistance programs.
SFRPC 5 Year Plan
63 Review Page 5
4130197
63
This individual would also assist in identifying additional federal and state
programs that may be available to the City. 63
City should designate a person to monitor the activities of the contractor to
ensure proper adherence to the requirements of the Relocation Assistance 63
and Real Property Acquisition Policies Act.
The City should implement the reconciliation of detailed subsidiary records
to the general ledger, at a minimum, on a monthly basis. Reconciliation 63
should be;reviewed by supervisory personnel.
In preparing monthly reports, the following should be considered: 63
Proper cutoff procedures should be implemented to facilitate for the proper
recognition of revenue and expenditures. 1 63
Standard journal entries should be assigned to specific staff accountants.
All journal entries should then be approved by the finance director, or
general ledger supervisor prior to input into the general ledger system.
subsidiary ledgers should be reconciled to the respective general
er balances.
63
63
standard dosing procedures should be written and be incorporated into
City's Accounting and Procedures Manual and made available to the 63
*unting staff.
The City should implement a financial reporting function, including the
appointment of an individual who will be responsible for compiling and
drafting the annual general purpose financial statements and other required 63
reports.
The City should purchase a computerized financial reporting package that
can be integrated with the City's current general ledger system. This
system should be configured to produce the City's general purpose 63
statements.
An in depth manual of accounting policies and procedures should be
prepared which, at a minimum should include:
chart of accounts containing an adequate explanation of account
irpose, use and content
flowcharts of significant accounting systems, including their
lip, where applicable, with other departments within the City. 63
A list of standard fortes used in the City with detailed explanations of their
purpose and preparation. 63
A list of data processing reports, including appropriate descriptions of
source, content, production frequency and purpose.
Page 10
Page 10
Page 10
Page 11
Page 12
Page 13
Page 13
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Page 15
Page 15
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Page 16
Page 16
Page 16
63 Page 16
A list of standard and other journal vouchers with sufficient explanation of
their purpose. 63
Appropriate descriptions of all financial policies and accounting procedures
and routines regarding, but not necessarily limited to the following: 63
Page 16
Page 16
Internal Control Factor
Internal Control Factor
Internal Control Factor
Internal Control Factor
Internal Control Factor
Internal Control Factor
Internal Control Factor
Internal Control Factor
Internal Control Factor
Internal Control Factor
Internal Control Factor
Internal Control Factor
Efficiency Improvement
Efficiency Improvement
Efficiency Improvement
Efficiency Improvement
Efficiency Improvement
Efficiency Improvement
Efficiency Improvement
Gry ofMami - O — ofBudget 10 of 3a 5: 15 PM6111198A /nil Cross Ref
City of Miami
Management and Productivity Initiatives
Final KPMG Marren
Type.
litlatives
Blue Ribbon Peat Marwick S "" Stlerbolm
of
�umerieai initiatives -FY IN9 through FY 2003
Task Force Staff Management Task Force
Initiative
Sequence
Report Report ; Letter Report
--Monthly review of internally generated reports which may vary in complexity
Efficiency Improvement
from a simple scan of transactions to detailed analysis or reconciliation.
63
Page 16
Policies related to cash which would include preparation of bank
reconciliations, controls over cash disbursements and cash receipts, and
61
Page 16
Efficiency Improvement
procedures regarding the investment of excess cash on hand.
Purchase and capitalization of fixed assets and related procedures for
94 '
63
Page 16
Efficiency Improvement
computation of depredation thereon.
-2 Doubtful accounts and related bad debt write offs.
63 Page 16
Efficiency Improvement
Lease obligations and related capitalization policies.
63 Page 16
Efficiency Improvement
:. a . Policies related to the recognition of revenue and expenditures with
;
63
Page 16
Efficiency Improvement
a particular attention paid to year-end cutoff procedures.
The assgnment of accounting responsibilities and expenditure approval
63 Page 16
Efficiency Improvement
procedures.
'.. Compliance with debt covenants should be reviewed monthly, or
quarterty,depending on the nature of the covenant This review will provid
63
Page 18
Internal Control Factor
greater assurance that the City maintains compliance with its debt
agreements and/or that defaults are identified q
-- Signature plates and check signing machine keys should be kept locked at
x all times
63
Page 19
Internal Control Factor
.. Reimbursement claims for the NET Neighborhood Jobs Program should be
prepared and submitted to the appropriate granting agency immediately.
63
Page 20
Internal Control Factor
Additionally, procedures should be established to ensure that
reimbursement claims are submitted in a timely mann
5 k _
The City should formalize its standards and procedures regarding system
development and modification, as well as standardize those programming
63
Page 35
Efficiency Improvement
' 4 —,,;and analysis issues not currently covered.
, $ t
A set of comprehensive operating and application system documentation
'' €tr'standards should be developed and implemented by the IT Division.
63
Page 37
Efficiency Improvement
These standards should specify that documentations shall be written when
new and changed systems are implemented.
As the City continues the process of updating its software, we recommend
that source documentation and system flowcharts be maintained.
63
Page 37
Internal Control Factor
�V
.- Management should continue to eliminate material due from / to other fund
balances. 63
Page 42
Internal Control Factor
`e,
Accounting Division -Should adopt formal dosing procedures posting
63
Tab B/Page 3
Internal Control Factor
payrolls immediately after the pay period
'tit
:Accounting Division -Monthly and year end closing should take place on a
63 Tab B/Page 3
Efficiency Improvement
speedier basis
is >;
;Accounting Division -High level accounting reports should be distributed to
$
63
Tab B/Page 3
Efficiency Improvement
management personnel
a ='. Accounting Division -A total solution for the City vs. A point solution for
departments should be developed based on a determination of Citywide
63
Tab B/Page 3
Efficiency Improvement
requirements (Kronos System)
Budget Management Division -Grant Administration and grant
;".;'reimbursement processing is not uniform throughout the City
63
Tab B/Page 4
Internal Control Factor
Budget Management Division-CIP contracts should have funding codes
identified and approved by Budget prior to award 63 Tab B/Page 4 Internal Control Factor
Ciry ofMami - Q[)4ae of Budget 11 of 34 e [l ,? ,r � 5:15 PMNII/98A Inir Cross Ref
City of Miami
Management and Productivity Initiatives
Final: KPMG Merrett Type
Ini wits Blue Ribbon Peat Marwick stlerheim of
Numerical Initiatives » FY 1999 through FY 2003 Task Force Staff Management Task Force Initiative
Sequence R"W Report Latter : Report
Health Insurance Task Force -The plan administrator should have the
_'. responsibility for conducting a performance audit semi-annually on terns I 63 I I ITabFJPage 4 Internal Control Factor
and conditions of ASO contracts
Health Insurance Task Force -Management skills are needed to recover
- some unnecessary expenses involving subrogation and coordination of 63 TabE/Page 5 Revenue Enhancement
benefits
•. Health Insurance Task Force -An audit, review and control function is
`i needed for health care claims management
63
TabE/Page 5
Internal Control Factor
--: Health Insurance Task Force -A method is needed to recover unnecessary
tax expenses such as those found in flexible spending accounts, pre-tax
63
TabE/Page 5
Revenue Enhancement
r'benefit plans and possibly in retiree health care
=' Health Insurance Task Force -The self -insured plan must be run like an
insurance company with proper current funding and adequate insurance
63
TabEfPage 5
Efficiency Improvement
coverage and reserves
Health Insurance Task Force -Employee contributions need to be deposited
a
.: into a tru;m account immediately or deposited with the carrier or risk bearing
63
�TabE/Page 5
Internal Control Factor
agency
Health Insurance Task Force -Look into paying lower administrative fees for
larger supplies of medications
63
TabE/Page 6
Cost Savings
s Health Insurance Task Force -Look at utilizing the services of a Pharmacy
Benefit Manager to control prescription costs
63 1
TabE/Page 6
Cost Savings
qs
Health Insurance Task Force -Need to look at coordinating medical
payments with Workers Compensation where appropriate
63
TabE/Page 6
Efficiency Improvement
i
Risk Management Department Review -Perform cost/benefit analysis to
_::]TabF/Page
determine if the deductible on the property policy provides the City ultimate
63
6
Internal Control Factor
cost effectiveness
Risk Management Department Review -Should consider a cost benefit
analysis for purchasing excess liability insurance coverage for those losses
63
TabF/Page 6
Internal Control Factor
that are rat limited by a sovereign immunity doctrine
Risk Management Department Review -Reopen the RFP process in
y accordance with Resolution 95-393 to outsource the risk management
63
TabF/Page 7
Cost Savings
function
i
Risk Management Department Review -Should hire an independent risk
__7
management consultant to select the appropriate vendor under the RFP
63
TabF/Page 7
Efficiency Improvement
process if the Insurance Committee is not reestablished
Risk Management Department Review -Should consider changing the
insurance broker's compensation a a fixed fee for services rendered
1.3
TabF/Page 8
Cost Savings
Debt Restructuring -City should immediately establish segregated Debt
Service Funds to be held by outside trustees and not to be included within
63
TabG/Page 1
Internal Control Factor
the City's pooled cash
Debt Restructuring -Concerned that at least $1.5 million in debt service has
not been property provided for since it is funded from the Internal Service 63 TabG/Page 1 Internal Control Factor
Fund which currently operates at a deficit
Debt Restructuring -The City has not appropriately funded the Debt Service
Funds in accordance with the legal documents 63 TabG/Page 1 Internal Control Factor
Debt Restructuring -The use of cash in the Debt Service Funds in the first
half of this year without achieving a balanced budget, could result in the 63 �TabG/Page 2 internal Control Factor
City's defaulting on its debt obligations later this year
Debt Restructuring -Need to segregate the non -general obligation debt
service fund outside of the pooled cash 63 TabG/Page 2 internal Control Factor
Debt Restructuring -The Utility Service Tax funds, as collected on a monthly 63 I
TabG/Page 2 Internal Control Factor
basis, should be deposited on a pro rate basis to the appropriate funds
Debt Restructuring -The debt service component received in the advance
S. payment from the State should be segregated in the debt service fund 63 TabG/Page 3 Internal Control Factor
outside of the pooled cash account
City ofM—i - Office of Budget 12 of 3J 5.15 PM6111198A Init Cross Ref
City of Miami
Management and Productivity Initiatives
_ fine{ KPMG Mer►ett Type
Natives INue Ribbon Peat Marwick Stlerbein of
.umerieall Initiatives -'FY 1999 through FY 2003 Task Force Staff Management Task Force Initiative
Sequence Repott Report ;Letter ; Report
Debt Restructuring -Three transactions of the City's outstanding bond issues
could be restructured or refinanced which could provide present value 63 TabG/Page 3 Cost Savings
savings and be available to fund current year projects
Debt Restructuring -Identified several general obligation issues which could
r be restructured at no Cost to the City to reduce debt service over the next 63 TabG/Page 3 Cost Savings
Jew years
'! Debt Restructuring -City Manager should appoint someone, preferably the
new Finance Director, to establish a recurring reporting practice to such
entities of the progress the City is making in adoption and implementation I
63 TabG/Page 4 Internal Control Factor
its recovery plan
it FinanciaVBudgetary Analysis -Pension expense for 1996 currently reflected
in the Truist and Agency Fund should more appropriately be reflected in the 63 TabH/Page 3 Internal Control Factor
current fund where other employee expenses are reported
FinanciaVBudgetary Analysis -Analysis of the proper inter -fund transfer
activity, Ofical in evaluating the magnitude of any structural surplus or
deficiencies, is critical in determining the long -tens financial health of the 63 TabH/Page 3 Internal Control Factor
City andany of its funds
Financial/Budgetary Analysis -Recommend an analysis be made for each 63 r
I ITabH/Page 4 Internal Control Factor
major revenue category
Financial/Budgetary Analysis -Some process should be developed to 63
TabH/Page 4 Internal Control Factor
minimize or eliminate false billings in the revenue collection programs
k
FinancialBudgetary Analysis -City may want to consider the introduction of
an amnesty period followed by more vigilant enforcement and/or use of 63
TabH/Page 4 Revenue Entrancement
outside collection agency
= FinancialBudgetary Analysis -Discipline is called for in an environment of
spending pooled cash which included high level approval plus 63
TabH/Page 5 Internal Control Factor
plans/projections for subsequent repayment or correction
FtnancialBudgetary Analysis -Recommendations for future financial
management initiatives should include the timely ongoing use of monthly I 63 I ITabH/Page 5 Internal Control Factor
reports showing the comparison of budget versus actual results
Establish and implement plan to improve the City's credit rating and entry
64
Cost Savings
into the bond markets.
Establish the goal of developing an uncommitted General Fund Balance
consistent with an investment grade bon&rafing (e.g. five percent or more
65
Efficiency Improvement
of the annual operating budget) over a five-year period.
Adopt a written "Debt Management Policy" including the following critical
66
Efficiency Improvement
elements:
The City should not issue debt obligations or use debt proceeds to finance
66a
Efficiency Improvement
current operations.
The City should utilize debt obligations only for capital improvement
projects that cannot be funded from current revenue sources or when it is
66b
Efficiency Improvement
better to finance the project over its useful life.
The City should issue debt obligations for refinancing existing debt only if
financially advantageous or necessary to release existing bond covenants.
66C
Efficiency Improvement
Pension Review Task Force -City may wish to investigate possibility of
issuing Pension Obligation Bonds to eliminate unfunded liability in the I 66c I I ITabC/Page 1 Cost Savings
t GESE Plan
The City should measure the impact cf debt service requirements on single
year, five, ten and twenty year periods. 66d Efficiency Improvement
Establish a Finance Committee of local business and community members
to serve with the City Mgr.to review and make recomm. re: the issuance of
debt obligations and the mgmnt. of outstanding debt and monitor 67 Cost Savings
adherence to debt policies and procedures.
Ciry ofM,—i - Office of Budget /3 of 34 5:15 PMN///98A Init Cross Ref
9(
Determine all administrative implications of the Fire Assessment Fee as
i quickly as possible in order to identify the impact of potential problems and gg
i disruptions to cash flow.
. The Finance Department should identify each existing and/or potential
253- revenue source and document all of the relevant information about it 69
Compare the above information with that of other municipalities to
determine the most effective manner in which to maximize revenue and 69a
cash flow.
Evaluate centralization versus decentralization and cost benefit analysis of
making changes to existing systems (e.g. staffing, technology). 69b
ze similar billing and collection activities to the extent practical. 69C
lance criteria should be established. The City Manager should
a summary report of billing, collections, receivables and 70
ements of performance no less than monthly.
City management should immediately review and address all
interdepartmental issues created from more than one department 71
overseeing various aspects of billings and collections.
The City, should pursue more diligent collection efforts in Emergency
Medical Service Transport fee. 72
The Internal Audit group should perform surprise checks of potential
revenue sources as a warning to less honest employees that the City is 73
serious about preventing misappropriation of funds.
Increase the formal bid advertising requirement limit of $4,500 in City
Charter to $10,000 or $15,000. 74
Streamline procedures for smaller purchases (e.g. authorizing use of
procurement cards, delegating purchase of smaller items to user 75
departments, making greater use of cooperative purchasing agreements).
Critical Success Factors -Too much time spent by Procurement on
controlling low dollar, high volume items and not enough oversight in I 75 I I I Tab B/Page 2
service related purchases
Fleet Management Task Force -Improve the bids and contracts process to
enable the acquisition of goods and services in a timely and cost efficient 75 TabD/Page 5
manner
Ensure professionalism in purchasing personnel through appropriate
experience and training. 76
Efficiency Improvement
Cost Savings
Efficiency Improvement
use of technology in the procurement function. Fully train
antal personnel in effective use of all technology tools. 77 Efficiency Improvement
Consider removing all language in City Charter and Code regarding
procurement, other than formal bid advertising requirement limit, in favor of 76 Efficiency Improvement
an administratively authorized and implemented Procurement Policy
Manual.
Recommendations made by the Procurement Assessment Team appointed
by the Oversight Board in their report dated February 24, 1997, should be 79 Efficiency Improvement
considered for eventual implementation.
Chy ofM,—i - Office of Budget 14 of 34 5.15 PMN! 1198A lnit Cross Ref
City of Miami
Management and Productivity Initiatives
Final
itiatives Blue Ribbon
.umericat Initiatives - FY 19" through FY 2003 Task force staff
Sequence Report, Report
Suspend or pre-empt the City Charter as it relates to purchasing and
remove Procurement Division references from said document (i.e.,
Sections28 and 29A).
Procurement
79 Assessment Team -
Page 5.
Until such a time as new language can be adopted, the City should operate Procurement
under selected portions of Chapter 267, Florida Statutes (F.S.), to be 79 Assessment Team -
deternined by legal counsel. Page 5.
Procurement
Delegate authority to purchasing manager to approve all acquisitions up to 79 Assessment Team -
Category Four under Section 287.017, F.S. Page 5.
Procurement
The City should adopt a new procurement code which emphasizes current 79 Assessment Team -
practices.; Page 5.
Suspendfocal preference laws which may limit competition and
opportunities to reduce cost
Bid limit adjustment to recognized price index.
Procurement
79 Assessment Team -
Page 5.
Procurement
79 Assessment Team -
Page 5.
Procurement
Eliminate City Clerk's involvement as it relates to bid openings - this should 79 Assessment Team -
be a function of purchasing. Page 5.
Procurement
Update and revise procurement operations manual incorporating revisions 79 Assessment Team -
to the City Code. Page 5.
The -City should shift its focus from smaller dollar purchases to large dollar Procurement
purchases for commodities and goods. Furthermore, the City should 7g Assessment Team -
delegate small purchases to user departments while providing adequate Page 7.
safeguards which ensure sound fiscal con
State Contracts, SNAPS Agreements, and other contracting methods
offered by the State of Florida and other public entities can and should be Procurement
Assessment Team -
used to reduce administrative costs and reduce delays in receiving goods 79
Page 7.
and services by user departments. Incr
recommend that the Chief Procurement Officer be trained in the public Procurement
9tasing profession with procurement activities as hisfner primary 79 Assessment Team -
ionsibility. It is also recommended that this position report at a page 7
�ciently high level in the organizati
vide needed training, which should be included in the City's budget, and Procurement
sfication should be encouraged for all professional staff and required in 79 Assessment Team -
staff selection process. Improve Procurement staffs understanding of
tourer needs with site Page 8.
Procurement
staff resources from small dollar purchases to large dollar purchases 79 Assessment Team -
eliminate work that does not add value or is redundant Page 8.
Obtain a professional needs assessment the technology requirements of
the City's procurement process (especiallyy looking at integration of SCI and
Procurement
APS). Retain the services of APS to complete the implementation of all 79 Assessment Team -
three procurement purchasing mod Page 9.
All professional staff must have adequate training on personal PC Procurement
applications, including spreadsheets, word processing, Internet etc., to 79 Assessment Team -
improve their analysis and decision- making ability. City-wide departmental Page 9.
training on financial and procurement
Develop and issue a comprehensive customer survey to determine procurement
satisfaction with the purchasing process and identify deficiencies so that 79 Assessment Team -
remedies can be implemented. Also, increase technical skills by training Page 10.
purchasing staff and customers.
KPMG
Merreht Type .
Peat Marwick
stierheim of
Management
Task Force Initiative
Latbar
Report
Efficiency Improvement
Efficiency Improvement
Efficiency Improvement
Efficiency Improvement
Cost Savings
Efficiency Improvement
Efficiency Improvement
Efficiency Improvement
Efficiency Improvement
Cost Savings
Efficiency Improvement
Efficiency Improvement
Efficiency Improvement
Efficiency Improvement
Efficiency Improvement
Efficiency Improvement
Ciry of Miami - Office of Budger 15 of 34 s — 6 _ ^ () S.15 PM6111198A Inir Cross Ref
City of Miami
Management and Productivity Initiatives
Final KPMG Merrett, Type
Initiatives Blue Ribbon Peat Marwick stierhaim of
Numerical Initiatives - FY 1999 through FY 2003 Task Force staff, Managernent Task Force Initiative
Sequence Report Report Letter Report P
upon completion and distribution of a new Purchasing Manual, all City Procurement
departments should be trained by Procurement with follow-up training being 78 Assessment Team -
provided annually. The City should also consider providing new employees Page 10.
with procurement training (indudin
The City should establish stem sanctions for personnel who violate
procurement policies. The City should inform major vendors of personnel 79 Page 7
who can act as buying agents on behalf of the City. All personnel should be
trained on procurement policies.
lent Management Division -In depth evaluation of multiple function
to Procurement 79 Tab B/Page 4
Procurement Management Division -Practices should be evaluated to 79 Tab B/Page 5
ensure a competitive process occurs when procuring large dollar services
Procurement Management Division -All contracting should flow through the 79 Tab B/Page 5
Procurement Division
Procurement Management Division -To ensure purchasing procedures are
not bypassed controls over the use of'direcr purchases should be 79 Tab B/Page 5
vigorously enforced
Procurement Management Division -A formal training program needs to be
adopted 79 Tab B/Page 5
Practices -Restructure procedures for bidding/selecting
Establish Audit Committee of private citizens which meets regularly
throughout the year. Potential candidates should include experienced
accountants, bankers, financial and insurance executives and persons of
similar backgrounds.
Critical Success Factors -'Establish Audit Advisory Committee to review
work of Internal Audit department
79 1 TabM/Page 4
80
80 Tab B/Page 2
Audit Advisory Committee -The Audit Committee should be expanded to so include a City Commission member as a non -voting member Tab B/Page 8
Efficiency Improvement
Internal Control Factor
Efficiency Improvement
Internal Control Factor
Internal Control Factor
Internal Control Factor
Efficiency Improvement
Efficiency Improvement
Efficiency Improvement
Efficiency Improvement
Efficiency Improvement
Advisory Committee -The Director of Internal Audit should be an
at participant in Audit Committee meetings80
Tab B/Page 8 Efficiency Improvement
Advisory Committee -Meetings should be conducted quarterly, at a
ium 80 Tab B/Page 8 Efficiency Improvement
re Audit Committee to meet with the external auditors at least twice
I the year. 81 Efficiency Improvement
Enact changes to the City Charter/Code to reflect the nature, purpose and
composition of the Audit Committee. 82 Efficiency Improvement
Internal Audit -The City code requires significant revision to bring about the 82 Tab B/Page 7
recommendations outlined
Audit Advisory Committee -The City Code should more specifically delineate
Audit Committee composition in order to provide representation from varied 82 Tab B/Page 8
business backgrounds
Implement a formal policy for selection of external auditors to be executed
by the Audit Committee. The Audit Committee should also oversee the 83
evaluation of the performance of the external audit team on an annual
basis.
Implement a formal policy for the maximum length of external audit 94
City ofM1=i - Office of Budgcr 16 of 34
Efficiency Improvement
Efficiency Improvement
Efficiency Improvement
Efficiency Improvement
5: 15 PM6/1//98A Mu Goa, Ref
City of Miami
Management and Productivity Initiatives
Final KPMG Merrett: Type
kiatives ENue Ribbon Peat Marwick suerheim of
,umerical Initiatives - FY 19" through FY 2003 Task force staff Management Task Force Initiative .
Sequence Report Report Latter Report
As part of the Audit Committee's duties, they should review the scope of the
external auditors approach white the audit planning is in progress and
review the results of the audit upon completion.
The Audit Committee should also monitor other services provided by the
external auditors to ensure that a proper level of independence is
maintained.
Reorganize the Internal Audit Department to report directly to the Audit
as
86
87
Internal Audit -Audit function should have dual reporting to the City Manager 87 Tab BRage 6
and to the Audit Advisory Committee
Internal Audit -The audit plan should be reviewed by the Audit Committee to 87 Tab B/Page 6
ensure it is balanced
Advisory Committee -The roll of the Audit Committee should be
ided.and clarified to ensure review of both external and internal audit 87 Tab BiPage 8
s
The Chaliman of the Audit Committee should make an annual report of its
activities to the City Commission.
Internal Audit -A summary of audit results and responses should be
prepared quarterly and presented to the Audit Committee and the City
88
I88 Tab B/Page 7
tdvisory Committee -The Audit Committee should provide a quarterly 88 Tab B/Page 8
to the City Commission
Advisory Committee -The City Commission should be educated on 88 Tab B/Page 8
role in reviewing audit results and interacting with the Audit Committee
an experienced CPA with significant exposure to the public sector as
:tor of Internal Audit.
89
at Audit -Should expeditiously hire a Director of Internal Audit with a
CIA, or CISA 89 Tab B/Page 6
The Director of Internal Audits should immediately complete an assessment
of the strengths and weaknesses of the Department, services historically
provided.
Determine the long-term role of the Internal Audit Department (e.g. primarily
involved in compliance and internal control issues, assisting external
auditors, conducting operational and performance audits, etc.)
90
91
Internal Audit -Staff time spent on non -audit functions should be reviewed, 91 Tab B/Page 7
audit staff work should focus on auditing
A full scope, internal audit function is ultimately recommended. A
determination should be made as to how the function is to be achieved in-
house and/or with contracted services.
91a
Internal Audit should include IT as an area for ongoing review. Review
should include periodic testing of both general controls (organization,
physical and security) and applications controls (processing controls and 91a
testing procedures).
Program change controls and logical access (data security) should also be
reviewed. 91a
Standardized working papers and detailed IT auditing programs should be
prepared. 91a
tal Audit IT reports should be issued to the City Commission on IT
findings.
City ofMrami - Offi- of Budget
17of3J
Page 33
Page 33
Page 33
Page 33
ch o c� �5 0 0
Efficiency Improvement
Efficiency Improvement
Efficiency Improvement
Efficiency Improvement
Efficiency Improvement
Efficiency Improvement
Internal Control Factor
Internal Control Factor
Internal Control Factor
Efficiency Improvement
Efficiency Improvement
Efficiency Improvement
Efficiency Improvement
Efficiency Improvement
Efficiency Improvement
Internal Control Factor
Internal Control Factor
Internal Control Factor
Internal Control Factor
Internal Control Factor
S IS PM64U98A/nit Cross Ref
City of Miami
Management and Productivity Initiatives
Finale
�XPMG <.
`-' Merrett Type
lnitfativea
Blue Mbbon
Pest Marwick
stierheint of r
Numerical Initiatives - FY 19" through FY 2D03
Task Force staff
Management
Task Force Initiative
Sequence, ,
_
Report Report:
Letter
Report-
Test procedures and data should be designed so as to simulate all
conditions which will occur under normal processing conditions, inducing
��'
•; data that deliberately attempts to violate data validation and control
91a
Page 38
internal Control Factor
routines.
q ;Users should be involved in the design of test procedures data.
Page 38
Internal Control Factor
91a �
"+Documentation of testing procedures should include:
Page 38
Internal Control Factor
91a
327 Specific Objectives of the test.
Page 38
Internal Control Factor
91a
•:, �£ ; Identificetion of types of transactions to be tested including transactions
n _iwhich should test all aspects of the new program or program change.
91a
Page 38
Internal Control Factor
3& -
_ Inspect test results, including reported errors.
91a
Page 38
Internal Control Factor
g,
l§ ^,The actual test results and the comparison to the predicted results.
a
91a
Page 38
9
* Internal Control Factor
',. --An overell summary, induding conclusions.
91a
Page 38
Internal Control Factor
cal Success Factors -Change Internal Audit's focus to controlling
ness risk, including systems 91a Tab B/Page 2
nal Audit -An audit plan should be developed in conjunction with the
Manager and department heads and should incorporate a risk based I 91a I Tab B/Page 6
oach focusing on internal controls and business risks
Internal Audit -The audit plan should include a greater complement of
91a
Tab B/Page 6
perfomrance audits
Internal Audit -The audit plan should provide for a sufficient review of
Tab B/Page 6
91a
systems security
s
Internal Audit -Audit review should be provided to the YEAR 2000 systems
Tab B/Page 7
91a
conversion
Internal Audit -The City Manager as well as the Auditee should receive a
Tab B/Page 7
91a
copy of the audit reports
Decide whether the present staff can provide the services envisioned on a
long-term basis.
Evaluate whether the organizational status of the Internal Auditing Dept is
sufficient to permit the accomplishment of its audit responsibilities.
effective Audit Committee should ensure that audit assignments are
led on risk rather than political, or other factors.
Internal Audit -Audit staff dispersed in other departments should be
identified and centralized within the department, as appropriate
The City should also develop a comprehensive cash flow forecast
92
Charles Anderson,
Inspector General,
letter dated
11/13/97
Charles Anderson,
Inspector General,
letter dated
11/13/97
92 Tab B/Page 7
93
Opportunities Task Force -Comprehensive operating and cash flow 93 TabK/Page 3
projections should be developed for a five year period
Ciry of Miami - Office of Budget 18 of 34
Internal Control Factor
Efficiency Improvement
Internal Control Factor
Internal Control Factor
Internal Control Factor
Internal Control Factor
Efficiency Improvement
Efficiency Improvement
Internal Control Factor
Efficiency Improvement
Internal Control Factor
Internal Control Factor
5.15 PMVI1198A Inir Cross Ref
City of Miami
Management and Productivity Initiatives
Final KPMG Merrett Type
mafives Blue Ribbon Peat Marwick stierbalm + of '
.umerical InitiaWes • FY 19" through FY 2001 Task Force Staff Management ' Task Force Initiative
„Sequence Report Report, Latter Report
x
City should develop a plan to return to fiscal strength, establishing targets
. for appropriate fund balance reserves and funding of additional reserves,
-' addressing employee compensated absences, self ins., capital repl., 94 Efficiency Improvement
>' contingencies and debt repayment
? Opportunities Task Force -Operating cash reserve should be sufficient to
34$ cover 30 to 60 days of operation 94 TabK/Page 2 Internal Control Factor
+ ` " Opportunities Task Force -Prudent to maintain cash reserves of unfunded
94
" self-insurance liability of not less than 30 % t0 50 % of outstanding claims TabK/Page 2 Internal Control Factor
`The City should develop a detailed forecast of expected short -tern cash
payments relating to compensated absences in light of the significant
<� j percentage of the City's workforce currently eligible to retire or expected to 95 Internal Control Factor
P z, j be eligible by the year 2000.
The City should continue to work to develop and implement operating plans
that ensure the City functions at a surplus each year. 96 Internal Control Factor
j Opportunities Task Force -Projections should address the future courses of 96 TabK/Page 3 Efficiency Improvement
action which will be required for the City to continue as an operating entity
Opportunities Task Force -Steps should be taken to return the solid waste 96 TabK/Page 3 Efficiency Improvement
enterprise fund toprofitability
i_
Opportunities Task Force -Raise user charges in Solid Waste to an
appropriate amount based on related costs and charges for similar services 96 TabK/Page 4 Revenue Enhancement
provided by other South Florida municipalities
Opportunities Task Force -Review level of Solid Waste services provided 96 TabK/Page 4 Cost Savings
and reduce service if appropriate
y' Revenue Options for Consideration -City could, through public hearing,
' 96 TabK/Page 21 Revenue Enhancement
° s- f, increase the millage to 10 mills
a ' Revenue Options for Consideration -City could levy up to 20% on each non- 96 TabK/Page 21 Revenue Enhancement
,,' exclusive franchise granted for garbage collection within the City limits
€:. Revenue Options for Consideration -City could adopt by ordinance a
telecommunication ordinance levying 7 % on intrastate Ion distance, 96 TabK/Page 21 Revenue EnharcemenC
�S vY 9 9 9
cellular, page and telegraph service
Revenue Options for Consideration -City could levy up to 10% on water 96 TabK/Page 21 Revenue Enhancement
,fie •;r. : service within the City limits
Revenue Options for Consideration -City could adopt by ordinance a fire 96 TabK/Page 21 Revenue Enhancement
services fee to all property owners within the City limits
Revenue Options for Consideration -A rate analysis should be performed on
all Enterprise Fund operations and revised rate schedules should be 96 TabK/Page 21 Revenue Enhancement
y r adopted by ordinance to recover expense of operations
�r
Revenue Options for Consideration -A rate analysis should be performed on
Internal Services Fund operations and revised charge bads rates should be 96 TabK/Page 22 Revenue Enhancement
�445� adopted to recover expenses of operation
Revenue Options for Consideration -Suggest City review the annual
revenues received on mobile homes licenses fees and if revenue is flat or
,T'*M 96 TabK/Page 22 Revenue Enhancement
-declining establish an enforcement program to increase compliance with
„41 the City limits
Revenue Options for Consideration -Suggest est an analysis be performed on
P 99 Y miscellaneous fees and charges to update for inflation or increased96 TabK/Page 22 Revenue Enhancement
�V � -operating expenditures
s
his w
Revenue Options for Consideration
City review Me allocation of
s �4 the Local Option Gas Tax and determine ability to change allocation 96 TabK/Page 22 Revenue Enhancement
methodology based on population
+. Revenue Options for Consideration -Adopt ordinance levying road
assessment fee to property owners within City limits to maintain City 96 TabK/Page 22 Revenue Enhancement
.Mw.:.roadways
City of Mami - Oficc ofBudget 19 of Ba 5,15 PM6111198A Mir Cross Rcf
City of Miami
Management and Productivity Initiatives
Final _ KPMG _
Merrell , .. Type
Initiatives
due Ribbon Peat Marwick
Stiodwhn of
Numerical
Initiatives - FY 1999 through FY 2003
Task Force Staff ' Management
Task Force Initiative
Sequence,
Report Report; Letter
Report;, .
r. :: Plan should include the full costs of operating the City, including employee
pensions, compensated absences, self insurance, risk underwriting and
96a
Internal Control Factor
other activities which may require future payments.
Adopt a written enforcement policy with escalating collection efforts based
upon the level of default and time to cure. An in-house or outside 97
collection effort should be assigned to monitor and enforce this process.
Efficiency Improvement
Evaluation of USHUD Funded Loan and Grant Programs -Take immediate
steps to accelerate actions to improve the collection and servicing of
97
TabLlPage 3
Revenue Enhancement
outstanding and in -process loans in a diverse portfolio
Evaluation of USHUD Funded Loan and Grant Programs -Take immediate
and more aggressive steps to reprogram its current and unspent prior years
97
TabLIPage 30
Revenue Enhancement
allocation"§ of CDBG funds to fund other eligible City activities
'
Evaluation of USHUD Funded Loan and Grant Programs -Recommended
that City provide and commit the necessary resources to pursue full and
97
TabLlPage 35
Revenue Enhancement
complete receipt of funding reimbursements
Evaluation of USHUD Funded Loan and Grant Programs -Recommended
that City continue to identify pending reimbursement opportunities and
97
TabLlPage 35
Revenue Enhancement
aggressively pursue the repayment of the funds due
Evaluation of USHUD Funded Loan and Grant Programs -City should
97
--]
TabL/Page 36
Revenue Enhancement
vigorously seek funding through the grant programs (see task force report)
Establish a Loan Review Committee comprised of bank officers living or
working in the City of Miami to consider loan applications and bring
98
Internal Control Factor
expertise to the entire credit review process.
Evaluation of USHUD Funded Loan and Grant Programs -Should take
immediate steps to implement more stringent loan underwriting guidelines
98
TabLIPage 4
Internal Control Factor
and procedures to reduce future loan losses relative to ongoing new
lending activities
Evaluation of USHUD Funded Loan and Grant Programs -City could
immediately suspend all new lending and reprogram those loan funds and
repayments or recoveries from outstanding loans to the greatest extent 98 TabL/Page 4 Internal Control Factor
possible
Evaluation of USHUD Funded Loan and Grant Programs -City Commission
can reverse its previous approvals and cancel commitments for two Section
108 projects totaling $6.645,184 which have not been submitted to USHUD 97,98 TabUPage 4 Internal Control Factor
for processing and approve
Consider the sale of defaulted loans to authorized third parties in
conjunction with continued dialogue with entities such as FNMA and HUD. 99 Cost Savings
Evaluation of USHUD Funded Loan and Grant Programs -Use of private
collection services should be explored to enhance the effectiveness of loan 99 TabL/Page 3 Efficiency Improvement
servicing
€°K b Hire a highly qualified, experienced private sector firth as soon as possible,
to assist the City in doing a detailed technology needs assessment and 100 Efficiency Improvement
�€ 'develop a technology strategic plan.
z" Information Technology Division (IT) -The IT Division should redefine its
mission in light of the trends in technology development 100 Tab B/Page 5 Efficiency Improvement
City ofM+ i - Of/ire nfB dger 20 of 3J 5: 15 PAY6111198A Mir Cro Ref
City of Miami
Management and Productivity Initiatives
Final
KPMG
Marren ;Type ,
itistives
Blue Ribbon
Peat Marwick
Siderhekn of
Amherieai
hiffiatives - FY 19N through FY 2003
Task Force Staff
Management
Task Force Initiative
iagtnCe
Report Report +.
Letter
,. Report `.
"
Hire technology expert to head up a newly created Department of
37* '-
- Information Technology. -
"101
Efficiency Improvement
The individual must provide direction and vision, negotiate effectively with
vendors, chose credibility gap by results, be unbiased and objective, and
communicate effectively with various constituencies.
Negotiate interim extensions of software licensing agreements with current
vendor to provide for interim system requirements until information
technology needs assessment is completed.
101a
102
Immediately address those priority issues regarding inter -network
communications and architecture decisions. This can be determined prior 103
to the completion of the technology strategic plan.
Several Information Technology Systems require immediate improvement
in the area of internal controls. Some of these issues require high priority
attention in order to ensure the continuity of the City's operations in the 103 Page 21
case of uriplanned interruptions
Fleet Management Task Force -Implement a complete Management 103 TabD/Page 4
Information System with a Fleet Management module
Establish internal, cross -departmental Steering Committee to report
regularly to City Manager on policy/budget/management and resource
allocation issues related to technology.
Duties and responsibilities of the committee should be dearly defined in a
104
;formal charter and should include the review and approval for. '
104
I I
'i Major changes in hardware or software.
104
€. Research and development projects under study.
104
kThe results of any cost / benefit analysis.
104
Software application development or acquisitions.
104
Project priorities.
704
Resource allocation in terms of time, personnel and equipment
104
Controls in effect
104
Conversion plans.
104
Emergency procedures, contingency and physical security plans.
104
Insurance coverage.
104
Budgets and plans pertaining to the IT function.
104
IT User Group Committees should be established and be responsible for.
104
Communications between users and the IT Steering Committee,
management and regulatory agencies.
104
I
Establishing user priorities.
104
Monthly service requests reporting by application.
104
Coordination and approval of request for IT services.
104
Authorization of data file removal from data centers.
104
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City gfMiami - Office of Bndget
21 oj34 9 8 — 6 �� ,i ■
5,15 PA46111198A /nit Cross Ref
City of Miami
Management and Productivity Initiatives
-
Final
KPMG
Merrett
Type
initiatives
Blue Ribbon
Peatillarwick
StierAebn
of
Numerical Initiatives - FY 19" through FY 2003
Task Force
Staff Management
Task force
Initiative
'Sequence
Report
Report;' Letter
Repoli
Review and approval of file retentions.
--, Page 32
Efficiency Improvement
104
Coordination between users and IT.
Page 32
Efficiency Improvement
104
Maintenance of commonality of system
Page 32
Efficiency Improvement
104
Review and approval of cost estimates.104
Page 32
E%dency Improvement
User participation in new system requirements.
Page 32
Efficiency Improvement
104
User group Committees must be held accountable for all program, changes
Page 32
Internal Control Factor
104
and requests for IT services from their group.
Critical Success Factors -Establish Information Systems Steering Committ
Tab B/Page 2
Efficiency Improvement
104
of ; Information Technology Division (IT) -A technology Steering Committee
Tab /Page 5
Internal Control Factor
104
should b@ established chaired by an Assistant City Manager
^^ Conside7having Information Technology report directly to the City Manager
}' to account for the needs of all City operations and to more effectively
109
Internal Control Factor
resolve issues related to technology.
Information Technology Division (IT) -Recommended that IT should report to
the City Managers Office
106
Tab B/Page 5
Efficiency Improvement
1
.After needs assessment is completed, develop comprehensive Information
Technology System (potential estimated capital budget requirement is in
the $30 - $40 million range over 3 -5 years). Cost savings in productivity
106
Efficiency Improvement
and efficiency will result from a
Opportunities Task Force -Steps should be taken immediately to implement
procedures, upgrade systems and provide adequate professional staff to
106 3 Efficiency Improvement
improve the timelines and integrity of the City's financial and management
I
I I ITabK/Page
information
City should develop a five year strategic IT plan that is based on the City's
Five Year Plan. This plan should be a working document that addresses
'i. key issues such as hardware, software, applications development,
106 Page 22 Internal Control Factor
communications, emergency procedures and c
Information Technology Division (IT) -Funding needs to identified and
reserves need to be built to complete the network infrastructure for Police
106 Tab B/Page 5 Efficiency Improvement
and Fire and replace PC's
Approach potential teaming partners in both the public and private sectors
to develop different information systems and cost -sharing approaches. A
natural partner might be Metro -Dade County and local Universities.
107 Cost Savings
6aaN f�aPRa W5f1116y __ fv ; _ u a 4 'r_ +s as µ
Seek a private firm to simulate the Year 2000 and provide a test bed for all
City Systems to insure that Year 2000 corrections being made will indeed
108 Cost Savings
solve all related issues.
The IT Division should review its staffing to assess whether it has the
required experienced personnel resources to complete the project available
108 Page 23 Internal Control Factor
without cutting other required system development and maintenance.
Information Technology Division (IT) -A plan needs to be devised and
108 Tab 8/Page 5 Internal Control Factor
funded to complete the task of making City systems Year 2000 compliant
Give highest priority to developing and testing an adequate disaster
recovery / business continuity and data security plan.
109 Internal Control Factor
City of Miami - Qj%ice ofBudgei 11 of 34 5. 15 PM6111198A /nit Cross Ref
City of Miami
Management and Productivity Initiatives
Final
KPMG
Merrett
Type
itiathfas
Ellue Ribbon
Peat Marwick
Sderhairn
of
rumerieal Initiatives - FY 1W9 through FY 2003
Task Force Staff
Management
Task tome
Initiative
Sequetics
Report Report ''
Letter
Report
A comprehensive business continuity plan should be developed,
£ ` S documented and periodically tested to ensure continuity in the City's
business functions, as needed, after a loss if IT services in the event of a
109
Page T6
Internal Control Factor
disaster. Plan tows should be as follows:
424 ,. 'Limit economic loss in case of an unplanned interruption.
Page 26
Cost Savings
109
Minimize disruption to key service/businesstunctions.
Page 26
Cost Savings
109
"±Maximize awareness of the City's fiduciary responsibility adopting a "due
��� `` '
Page 26
Cost Savings
109
,,care" care" mentality.
i
Analyze the citizen/business community awareness implications of
Page 26
Internal Control Factor
109
extended service interruption.
91 ;, Determine exposure and design preventable measures.
Page 26
Cost Savings
109
-
' Determine recovery and restoration needs and facilitate that recovery and
Page
Internal Control Factor
109
' restoration.
26
City should develop and implement adequate plan maintenance procedure
which involve representatives from each of the critical business areas.
Otherwise, contingency plan will become outdated and, thus, of little use in
109
Page 27
Internal Control Factor
the event of a disaster.
I
I
I
Reciprocal agreements are not a viable alternative for supporting critical IT
operations during unplanned interruptions. Other altemabves shoultl be
explored such as hot sites, mobile operations fact ities, internal backup and
109
Page 28
Internal Control Factor
so forth.
City should develop specific testing procedures for its Disaster Recovery
Plan. Each test of the plan should be monitored by an external observer
with an independent assessment made and reported back to Senior
109
Page 29
Internal Control Factor
Management and the City Commission.
The City should develop and publicize a data security policy, as well as
standards and procedures for data security administration. Password
109
Page 39
Internal Control Factor
administration procedures should be formalized.
Management should develop and implement a formal vehicle to
communicate any personnel changes to security.
109
Page 40
Internal Control Factor
Information Technology Division (IT) -IT must govern security issues which
should not be overridden by departments
109
Tab l3/Page 5
Internal Control Factor
Information Technology Division (IT) -A comprehensive disaster recovery
plan should be developed addressing PC networks and the mainframe
109
Tab B/Page 5
Internal Control Factor
Information Technology Division (IT) -Backup procedures should be
developed for the PC systems
109
Tab li/Page 5
Internal Control Factor
Emphasize training of all Department of Information Technology Staff. 110 Efficiency Improvement
Information Technology Division (IT) -Formal training program should be
adopted for project management and structured methodologies 110 Tab B/Page 6 Efficiency Improvement
Develop and implement a plan for Information training for the rest of the
City employees. 111 Efficiency Improvement
City of Mami - Office of Budgei 23 of 3J / A — 0 5:15 PM6111/98A Inir Cro Ref
City of Miami
Management and Productivity Initiatives
Fiat KPMG ; _ Mertett Type,
IaiBatives 'Blue Ribbon Peat Marwick Stierhaft of
Numerical Initiatives FY 19" through FY 2003 Task Force Staff Management Task Force Initiative
Sequence . Repot Report Letter Report
In order to reposition the workforce strategically for the future, undertake a
comprehensive job desc.and job Gass review, evaluating Gass to det.
whether they provide the right skill sets and whether they are consistent 112
with the City's objectives
Integrate Management Training with specific goals and development of the
strategic plan. SFRPC 5 Year Plan
Review Page 8
4130/97
Include GIS professionals in the list of professional planners and other
disciplines necessary to produce and tarty out the City's strategic plan. SFRPC 5 Year Plan
_ Review Page 4
4/30/97
Critical Success Factors -'Consider deleting "equivalent combination of 112 Tab /Page 2
training and experience" for professional credentials
Accounting Division -Lack of technically qualified staff in some areas of the
division 112 Tab B/Page 3
Internal Audit -Staff persons with CPA licenses should be required to meet
CPE requirements 112 Tab B/Page 7
Internal Audit -Audit staff positions should be filled with individuals 112 Tab B/Page 7
possessing finance, accounting, audit EDP and business backgrounds
Internal Audit -Job descriptions should be rewritten to reflect the correct
roles and responsibilities of the staff 112 Tab B/Page 7
Fleet Management Task Force -Determine proper classifications for work
performed and appropriate number of employees 112 TabD/Page 6
Health Insurance Task Force -The plan administrator should be very
knowledgeable in matters involving applicable regulatory compliance
Operating Practices -Establish the right of managers/directors to hire,
promote and discharge employees based on qualification and job
performance
The City should not hold a register of qualified applicants for two years
The employee appeals process under Civil Service Board should be
reviewed. A common solution elsewhere appears to be having a hearing
officer handle appeals.
Review training and development skills that are needed to upgrade existing
employee's ability to meet the strategic needs of the City. Once review is
completed, commit resources to provide skills development opportunities.
Accounting staff should be required to undergo minimum continued
professional training each year. training should address technical
accounting and reporting issues, changes, or updates in the City's
operations, policies, procedures and job duties.
112 TabE/Page 4
112 iTabM/Page 4
113
114
SFRPC 5 Year Plan
115 Review Page 6
4/30/97
115 Page 3
Attending IT auditing conferences, seminars, memberships in professional
organizations dedicated to IT auditing should be encouraged on the part of 115 Page 33
the City's Internal Audit Staff.
A formal training program should be developed for each IT employee,
which will address methods and techniques required to bring their 115 Page 34
performance in line with the City's objectives.
The first step should be the development of a formal skills and
competencies inventory, preferably by means of objective skills assessmen 115 1 Page 34
tests
Chy ofM—i - Office of Budget 24 of 3J
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5: 15 PM611198A ]nit Cross Ref
City of Miami
Management and Productivity Initiatives
- final KPMG Merrett Type
Natives Blue Ribbon Peat Marwick Stierhalm of
.umatical Initiatives - FY 19" through FY 2003 Task force staff Management Task Force Initiative
Sequence Report Report Latter Report
At least one other senior Programmer / Analyst should be trained in LINC
application development, and one additional staff member in LINC Admin.
to provide a backup capability. LINC environment has not taken advantag 115 Page 34
of the new tools as it should have.
Internal Audit -The skill set of audit staff should be broadened and staff 116 Tab B/Page 7
should receive appropriate level of training
Risk Management Department Review -Establish a formal professional
development plan for each of the Department Safety Officers including the 115 TabF/Page 11
use of internal and external resources
ig Practices -Design and implement a comprehensive employee 115 TabM/Page 4
program
best practices in City, County and State government in regard to
iip succession planning and develop its own process of leadership
ment, recognizing that 51 % of the current executive workforce will 116
for retirement by 1999.
Success Factors -Conduct a comprehensive review of personnel 116 Tab B/Page 2
as
elimination of the two tier wage system. Market rates should be
ad for all positions and used to set pay grades subject to periodic
ints to key City positions must not be made on the basis of
or political sponsorship and loyalty.
Operating Practices -Remove "politics" from the employee hiring and
promotion process
City leadership must foster an environment that respects and values the
contributions of personnel at all levels.
Review Unit Certification Issued by PERC as to each bargaining unit to
determine which positions were included in the unit
Advise each union that as to those positions that are not part of the
certified bargaining unit it is not the authorized representative.
Modify the Civil Service Rules to:
Extend the list of positions which are unclassified to indude managerial and
confidential.
Reestablish Managerial and Confidential Employees
Remove the limitation of the five unclassified employees in one department
Submit a proposal to the Commission/Oversight Board of the City to
contract with a claims handling organization such as Third Party
Administrator, or "engage" licensed temporary claims representatives to
perform a project oriented "Claims Blitz".
117
118
118 TabM/Page 4
119
120
121
122
122a
122a I ITab 7/Page 3
122b
123
Risk Management Department Review -The City should request a proposal 123 TabF/Page 5
for third party administrative handling services
Efficiency Improvement
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Efficiency Improvement
Cost savings
Internal Control Factor
Internal Control Factor
Efficiency Improvement
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Efficiency Improvement
Cost Savings
f ra .n
City of Maori - Office ofBudgei 25 of 3J E- M t, 7 5: 15 PM6,II/98A IMI Cross Ref
City of Miami
Management and Productivity Initiatives
Final
KPMG Marren
Type
Initiatives
Ellue Ribbon
Peat Marwick Stierheim
of
Numerical Initiatives - FY IS" through FY 2003
Task Force
Staff Management Task Force
Initiative
Sequence
Report
Report Latter Report
Claims Blitz to be designed to dose as many inactive claims as possible,
,. settle or resolve as many pending claims as possible and establish diary
123a
Efficiency Improvement
�.. dates for claims adjuster review.
Augment existing in-house legal resources on a short tern basis by
`establishing a relationship with outside law firm (s) that specializes in
124
Cost Savings
. "workers compensation defense to handle all "claims blitz".
Health Insurance Task Force -Implement a strong subrogation clause and
47% `- . <employ a law firth to protect those interests, paying their fees from moneys
124
TabE/Page 6
Cost Savings
which are recovered
Related litigation and settlement agreements under the supervision of the
124a
,INS City Attorney.
Efficiency Improvement
Evaluate the need for and hire additional staff needed to perform claims
handling in accordance to best practices after the daims blitz has been
126
Efficiency Improvement
-, completed. Train new staff.
°
t
r
Create and adopt claims handling procedures that reflect best practices.
Enforce strict compliance to these procedures.
126
Internal Control Factor
Health Insurance Task Force -Worker's Compensation payments should be
integrated and coordinated with health care
126
TabE/Page 3
Internal Control Factor
Health Insurance Task Force -Each health care carrier should produce
126
TabE/Page 3
Internal
Inteal Control Factor
claims analysis and reviewed semiannually be Benefits and Finance staff
Health Insurance Task Fong -A claims and financial analysis should be
reviewed annually by Benefits, Finance, Human Resoumes/Labor Relatio
126
TabE/Page 3
Internal Control Factor
and the City attorney
Health Insurance Task Force -Should perform a quarterly reconciliation and
accounting of prescriptions against the administrative fee
126
TabE/Page 3
Internal Control Factor
Risk Management Department Review -The City should utilize *test
practices" claims management procedures for the handling of all claims
126
TabF/Pa e 2
g
Efficiency Improvement
p
Risk Management Department Review -Should establish a committee of
individuals representing claims, legal and finance to meet monthly to
126
TabF/Page 4
Internal Control Factor
discuss all claims reserved over various levels
Risk Management Department Review -City Commission should consider
raising the dollar level of claims that need to come before the Commission 126 TabF/Page 5 Efficiency Improvement
for approval
Review and if necessary change job description and background
prerequisites for dams adjusters and claims supervisors handling worker's
compensation claims to reflect the complexity of the work and skills. 127 Efficiency Improvement
Elevate the reporting relationship of the functional leadership of the Safety
Department. 128 Internal Control Factor
Risk Management Department Review -City should re-evaluate the
reporting hierarchy for the Safety Department 128 TabF/Page 8 Internal Control Factor
Risk Management Department Review -Fully implement LMP 1-95 (City 128 TabF/Page 9 Internal Control Factor
Wide Safety Committee)
Risk Management Department Review -Fill the Police Department Safety 128 TabF/Page 9 Internal Control Factor
Coordinator position within the next 30 days
Risk Management Department Review -Identify the roles and
responsibilities of all City management as it relates to safety and hold them 128 TabF/Page 9 Internal Control Factor
accountable
Risk Management Department Review -Complete an assessment of each
City Department's safety and health program using the OSHA Program 1 128 1 TabF/Page 10 Internal Control Factor
Evaluation Profile
City ofMami - Office of Budget " Z6 of 3J 5 15 PW 11/98A Inii Cross Ref
City of Miami
Management and Productivity Initiatives
Final KPMG : Marren - Type,
�itiallves «idueRbbon pent US �^tferheitn of
.umerical Initiatives - FY 19" through FY 2003 Task Force staff Management Task force Initiative .
sequence Ropott Report Letter Report
Appoint an evaluation committee to perform an interim review of the
'effectiveness of vendor selected to implement the managed care 129 Internal Control Factor
'. arrangement for the City of Miami and the program.
Health Insurance Task Force -Reevaluate the executive plan which provides 129 TabE/Page 6 Cost Savings
no incentive for managed care election by the executive
Risk Management Department Review -By December 1, 1996 a managed -
care arrangement (mandated by state law) for workers' compensation 129 TabF/Page 2 Internal Control Factor
should be submitted to the Florida Agency for Health Care with an effective
date of January 1, 1997
Group Benefits and the Human Resources / Labor Relations Departments
should all report to the same ACM. 130 Internal Control Factor
Health Insurance Task Force -The Benefits Department should be part of 130 TabE/Page 3 Internal Control Factor
the Human Resources Department.
Health Insurance Task Force -The Benefits Department should be part of
13D TabFJPage 3 Internal Control Factor
the Labor Relations Office.
Health Insurance Task Force -One person should be designated in writing
130 TabE/Page 4 Internal Control Fodor
as plan administrator
The City should immediately employ an insurance Benefits consultant to be
on hand for development of pricing and Benefits models for insurance 131 Efficiency Improvement
Benefits procurement.
Health Insurance Task Foroe-An insurance broker should be available to
131
I
ITabE/Page 3
Cost Savings
the management negotiating team to provide actuarial analyses
Health Insurance Task Force -Multiple year health care carrier contracts
TabE/Page 4
Cost Savings
131
should be negotiated and re -negotiated not less than every two years
Health Insurance Task Force -The Benefits Office should have the services
TabFJPage 4
Efficiency Improvement
131
of a an insurance broker available for use upon demand
Health Insurance Task Force -Authority to negotiate any type of benefit plan
to contract with an insurance carver should require prior knowledge of
131
TabE/Page 4
Internal Control Factor
Human Resources Director and / or Labor Relations Offf,cer.
Health Insurance Task Force -Authority to negotiate any type of benefit plan
to contract with an insurance carrier should require prior knowledge of City
131
TabElPage 4
Internal Control Factor
Attorney and Chief Financial Officer before incurring obligation
Health Insurance Task Force -Should explore the possibility of contracting
for some benefits utilizing the combined leveraging ability of multiple local
131
TabE/Page 4
Cost Savings
communities
Health Insurance Task Force -A strong subrogation clause should be
TabE/Page 4
Infernal Control Factor
131
established and enforced within the health care plan
Health Insurance Task Force -Cost containment incentives for third party
131
TabE/Page 4
Cost Savings
administrator or health care contractor should be added to the contrail
Health Insurance Task Force -Wire transfer procedures should be examined
semiannually and transfer accounts should be continuously audited for 131 TabEfPage 4 Internal Control Factor
accuracy
Health Insurance Task Force -A survey of all benefits should be conducted
not less than every two years to determine the competitive position of the 131 TabE/Page 4 Internal Control Factor
total benefits package
Health Insurance Task Force -Should periodically evaluate the difference
between seff insurance and commercial insurance to determine if 131 TabE/Page 4 Cost Savings
advantages lie in changes
Health Insurance Task Force -May want to consider offering, on a voluntary 1 131 1 1 ITabE/Page 5 Efficiency Improvement
(employee pay all) basis, supplemental life and disability insurance
City ofM,—i - Office of Bdga :? of 34 (-. ) ,,,-- a � }' � S:15 PM6'11/98A Irrir Cross Ref
City of Miami
Management and Productivity Initiatives
Final KPMCs Merreti Type _
1nwaWas Blue Ribbon Peat Marwick Stlerhalm of
Numerical Initiatives - FY 19" through FY 2003 Task Force Staff Management Task Force Initiative
Sequence Report Report L"attar Report ;
Health Insurance Task Force -Reevaluate the proportional cost for health 131 Tabt7Page 6 Cost Savings
.' care bome by the City where retirees are concerned
,••�:' Health Insurance Task Force -Should expand flexible benefits and avoid
paying the employer portion of taxes on earnings 131 TabE/Page 6 Cost savings
Health Insurance Task Force -Incorporate into future ASO contracts a
stipulation that it is the responsibility of the third party administrator to I 131 I I ITabE/Page 6 Internal Control Factor
constantly seek opportunity for cost efficiency through purchasing
Summary plan descriptions should be updated and distributed timely.
132 Internal Control Factor
Health Insurance Task Force -A Summary Plan Description of all benefits
should baprepared and distributed to each plan member with all terms and 132 TabE/Page 3 Internal Control Factor
conditions dearly spelled out
Engage a,pnvate employee Benefits communications and enrollment firth to
take ovecihe responsibility of annual communications and enrollment of all
133
Efficiency Improvement
core andvoluntary Benefits.
Health Insurance Task Force -The benefits program needs a formal delivery
system
133
TabE/Page 6 Efficiency Improvement
The City should receive a detailed actuarial report identifying the correct
current claims loss reserve for the medical plan and then incorporate a plan
134
Efficiency Improvement
for achieving that reserve within five years.
Health Insurance Task Force -The benefits program needs coordination to
arrest and control costs
134
TabFJPage 6 Internal Control Factor
The City should not negotiate any agreement wherein it both relinquishes
control and guarantees performance at the same time, such as in the
current F.O.P. medical plan agreement regarding the reserves -Must not be
135
Internal Control Factor
lied to "Prevailing Benefits" clause.
Retain the management right to subcontract or privatize any and all aspects
of job functions without further bargaining over decision. Bargaining shall be 136 Internal Control Factor
only over impact of decision.
Fleet Management Task Force-Outsource all or part of fleet services 136 TabO/Page 3 Cost Savings
through either the private sector or Metro
Eliminate all "Prevailing Benefits" clauses.
137
Cost Savings
Eliminate five percent increase in salary, and hence all accrued benefits, on
138
Cost Savings
retirement
Eliminate Union control or veto of any City -funded programs.
139
Cost Savings
Eliminate all City -subsidized payment of time used for Union business,
including "time pool," release to work, negotiations, grievance
140
Cost Savings
investigations, etc.
Centralize all communications with the Unions through Labor Relations
Officer. This includes grievances, work peace issues, concerns, etc.
141
Internal Control Factor
fit any department, including Fire Department, from entering into
agreements under the Collective Bargaining Agreements. 142 Internal Control Factor
out the total financial package under the agreement to determine the
ii "wages" paid. 143 Efficiency Improvement
Fleet Management Task Force -Terminate the current Police take-home 143 TabD/Page 1
policy
Cost Savings
00i of Ma i - Office of Budget 28 of 34 5 15 PM6111198A /nit Cross Ref
City of Miami
Management and Productivity Initiatives
Final KPMG Merrett Type
HHatFve$ Enue Ribbon Peat Marwick stierhol n Of
rurnwieat Initiatives - FY 1999 through FY 2003 Task Force staff Management Task Force Initiative
Sequence Report Report Letter Report
i Insurance Task Force -The chief benefits officer should participate in 143 TabE/Page 3
forth with Union negotiations where benefits are involved
Risk Management Department Review -The City should conduct an
immediate review of all labor agreements to identify cost savings
Retain management right to make decisions required to operate and limit
bargaining to impact only.
Continue the Labor -Management Committee meetings in which the Union
and the Administration can discuss specific issues and ideas on an ongoing
dialogue with the City.
143 TabF/Page 2
144
145
Operating Practices- Develop a system to improve internal communications
(staff meetings, employee interaction meetings) 14i` TabM/Page 3
Institute a "Suggestion Box' for employees; consider incentives programs 146
Review current fire inspection fee collection procedures.
Establish dear guidelines and procedures for department heads to follow in
their daily labor-management relations with representatives of the unions.
Recognize the importance of the Office of the Labor Relations as the
institutional manager of labor management relations at the City of Miami.
Increase frequency of communications between employees and City
administrators.
Effectively integrate Union officials into the strategic planning process of the
City.
To improve communications, City management needs to recognize and
respect the leadership roles of Union officials within their organizations.
Establish a capital assets management policy, similar to the following: (In
seeking to maximize the City's return from its current and future asset
portfolio, the City will aggressively manage these assets) :
Incorporate the fourteen Guiding Principles related to Asset Management
identified by the SFRPC in its memo of 4/1197.
Emphasize improved asset management in general as a means of
achieving fiscal stability instead of land lease options.
Apply the principles embodied in the Checklist for Successful Asset
Management identified by SFRPC in its memo of 4/1197
Fleet Management Task Force -Review remaining individual vehicle
assignment and vehicle take home policies
147
148
149
150
151
152
Zi
153
SFRPC 5 Year Plan
Review Page 1
4/30/97
SFRPC 5 Year Plan
Review Page 1
4/30/97
SFRPC 5 Year Plan
Review Page 1
4130/97
753 TabD/Page 3
Fleet Management Task force -Work with using agencies to determine fleet 153 TabD/Page 5
size and composition necessary to perform departmental functions
City of Miami - Office oJBudget 29 Of J4
Cost Savings
Cost Savings
Internal Control Factor
Efficiency Improvement
Efficiency Improvement
Efficiency Improvement
Efficiency Improvement
Efficiency Improvement
Efficiency Improvement
Efficiency Improvement
Efficiency Improvement
Efficiency Improvement
Revenue Enhancement
Efficiency Improvement
Efficiency Improvement
Efficiency Improvement
Cost Savings
Internal Control Factor
5:15 PM61II/98A Im Cross Rcj
City of Miami
Management and Productivity Initiatives
Final =
KPMG
Merrett Type ,
InitiaWes
Blue Ribbon
Pent Marwick'
StierhalIim of
Numerical Initiatives: FY 1999 through FY 2003
Task Force Staff
Management
Task Force Initiative
Sagnen"S
Report Report ';
Letter
Report
Fleet Management Task Foroe-Evaluate and establish a motorpool, where
a liceble
PP
153
TabD/Page 7 Cost Savings
Fleet Management Task Force -Implement a vehicle replacement/disposal
program using proceeds from sale of vehicles to offset new vehicle 153 �TabD/Page 7
purchases
Operating Practices -Establish a preventive maintenance program for park
:facilities and equipment 153 TabM/Page 3
Operating Practices -Consider maintenance costs and other operating costs
prior to the approval of Capital Improvement Projects 153 TabM/Page 3
Maximizing the City's return will include pursuing alt. ownership/mgmnt.
strategies, which optimize the benefits of private ownership (tax revenue
streams and elim.public costs associated with ownership), while meeting 153a
the City's public policy objectives.
Coconut Grove Convention Center Increases -Coconut Grove Convention 153a TabK/Page 18
Center Increases
Coconut'Grove Convention Center Increases -Increase the CGCC sold out
lot from $800/day to $1500/day I 153a TabK/Page 18
Coconut Grove Convention Center Increases -Add a move-in/move-out rate 153a TabK/Pa a 18
for CGCC 9
Grove Convention Center Increases -Increase the minimum rental
es to $2000 per hall or charge a flat fee for usage of the halls 153a TabK/Page 18
ig the option of a minimum or net rate
of Marina Rate Increases -Recommend increasing rate for
ing vessels from $.40 If to $.80 If
Review of Marina Rate Increases -Recommend increasing rate for
commercial vessels comparable to the County
Review of Manna Rate Increases -Recommend elimination of the 20
discount to City residents
The City should evaluate various levels of asset privatization for all new
capital projects as it plans, builds, or acquires additional public facilities and
assets.
City will manage its existing portfolio by selling or donating non-
lable parcels; "packaging" and marketing properties; "packaging"
erties for future use; reviewing alternative ownership/management
Complete the Inventory of all City owned and leased property.
Develop a strategy for continuously updating the comprehensive inventory
of City property.
153a TabK/Page 19
153a TabK/Page 19
153a TabK/Page 19
164
155
156
SFRPC C.
Dekle Memo
dated 11/13/97
Opportunities Task Force -Should compile a complete inventory of all real
estate parcels owned by the City, including location, description, current 156 TabK/Page 4
use, etc.
xtunities Task Force -Parcels should be categorized according to their 156 TabK/Page 4
i.e., city operations, leased to third party, vacant, etc.
current condition of all properties (e.g. brief description, digital
Conduct a comprehensive review of all facilities subject to the requirements
of the ADA to determine the costs for required improvements and begin the
budget process for these improvements.
157
SFRPC 5 Year Plan
Review Page 1
4/30197
Revenue Enhancement
Efficiency Improvement
Internal Control Factor
Cost Savings
Revenue Enhancements
Revenue Enhancements
Revenue Enhancements
Revenue Enhancements
Revenue Enhancements
Revenue Enhancements
Revenue Enhancements
Revenue Enhancement
Revenue Enhancement
Efficiency Improvement
Efficiency Improvement
Efficiency Improvement
Internal Control Factor
Efficiency Improvement
Internal Control Factor
Chy of Miami - ofee of Budget 30 of 3a 5,15 PM6111/98A lnir Cross Ref
City of Miami
Management and Productivity Initiatives
Final KPMG Merrett Type
iflotives due Ribbon Peat Marwick Stierhaim of
,umerical Initiatives -' FY ION through FY 2003 Task Force staff Management Task Force Initiative
Sequence Report Report Letter Report
Revise LDRs to include monitoring of roads, water, sewer, drainage and SFRPC 5 Year Plan
any other infrastructure that may be controlled or affected by agencies other Review Page 3 Internal Control Factor
than the City. 4/30/97
Prioritize properties identified for sale or lease and establish potential 158 Efficiency Improvement
market value through assessment and/or appraisal.
Establish future property tax potential. 159 Efficiency Improvement
Add the following info. to the property inventory spreadsheet: book value,
assessed valueldate, appraised value/date, potential annual property tax
base based on curenufuture use, annual maintenance cost, surplus status. 160 Internal Control Factor
Plus targeted disposal year, projected future use, and parcels designed as
parks and recreation, public space.
Develop:Annual Property Plan that supports the proposed City Asset 161 Internal Control Factor
Management Policy.
Ensure that all transactions involving City owned or controlled properties SFRPC C.
will be subject to the review and approval of the Asset Management Delde Memo Internal Control Factor
Division of the Planning and Development Department dated 11/13/97
Opportunities Task Face -Analysis should be performed for each parcel of 161 TabK/Page 4 Internal Control Factor
lease property to determine certain factors (see task farce report for factors)
SFRPC 5 Year Plan
Review Page 1 Internal Control Factor
Include an assessment of City capital facility needs and operations in the 4130/97
projectionofpast, present and future deficiencies and financial obligations.
SFRPC 5 Year Plan
„t�'
Review Page 11
Internal Control Factor
"�,' Conduct a comprehensive review of all facilities to improve public safety
4130i97
and to reduce liability.
Opportunities Task Force -Parcels currently used by the City should be
{
161
TabK/Page 5
Internal Control Factor
analyzed to determine certain factors (see task force report for factors)
.- Opportunities Task Force -An analysis of surplus parcels should be
performed to determine certain factors (see task force report for factors)
161
TabK/Page 5
Internal Control Factor
Opportunities Task Force -Should consider selling the Miami properties to
161
TabK/Page 6
Revenue Enhancement
rt one of the lessees or another third party
Sale of City Assets-AII city property offered for sale should be reviewed by
the Law Department
161
TabK/Page 14
Internal Conlrol Factor
Sale of City Assets -Original funding source utilized to acquire and improve
city owned property needs to be identified and analyzed.
161
TabK/Page 14
Internal Control Factor
Sale of City Assets -Review all City Parks and evaluate the ability to provide
a consolidated neighborhood system,
161
SFRPC 5 Year Plan
Review Page 10 TabK/Page 14
Revenue Enhancement
£ . park selling any nonessential and
aR.
E , ron-restricted park land
4r30/97
`= Sale of City Assets -Evaluate the transfer of small neighborhood parks to
Neighborhood associations
161
TabK/Page 14
Cost Savings
`Sale of City Assets -Sell various identified properties (see task force report
for specific listing of properties)
161 TabK/Page 14
Revenue Enhancement
Sale of City Assets -If properties are sold to governmental agencies City
sF .^ should negotiate a voluntary annual payment in lieu of taxes (PILOT) fee in
161
TabK/Page 15
Revenue Enhancement
:?i"' connection with such sales transaction
Revenue Enhancements -Sell inappropriate park properties (or revert them
ILLto original donors)
161
TabM/Page 3
Revenue Enhancement
Ciry ofXami-Office of Budget
31 of34
5: 15 PM6111198A Init Cross Ref
City of Miami
Management and Productivity Initiatives
Final KPMG
Marren
Type
Initiatives
Blue Ribbon, Peat Marwick
Stierhelm
of .
Numerical
Initiatives - FY 19" through FY 2D03
Task Force Staff Management
Task Force
inMative
'Sequence
:.
Report Report Letter
Report
a
—
All City Departments should develop and obtain approval long range plans
162
Efficiency Improvement
for the properties/facilities under their responsibility.
. Each City Department should prioritize its properties /faalifies based on
49$1`
',their Department's Strategic Plan.
163
Effiaency Improvement
'The Department of Planning and Development should conduct market
studies to determine how the surplus properties should be disposed and
164
Revenue Enhancement
•!!
recommendations included in the Property Plan.
-Determine all cost associated with the disposition of properties, including
but not limited to appraisal, advertising, administration and referendum cost.
165
Revenue Enhancement
The Annual Property Plan should induce a summary of the following
information: Properties to be sold, properties to be leased. leases due to 166
renewal, tax impact, cost of maintaining.
Evaluat"nd implement measures to utilize public parks and recreation 167
facilities to better generate revenue.
Review park and ticket surcharges; increase special event rentals and fees,
consider installing vending machines in public parks and facilities; strict
guidelines for fee waivers; institute fee for use of public boat ramp.
One department should be responsible for and adequately funded for the
maintenance and facility operations of all improved City properties.
Consolidate all property management / maintenance functions under GSA. 168
Transfer the property maintenance individual currently in the Department of
Planning and Development to the GSA Department 169
Develop maintenance standards according to property type. 170
Establish a periodic maintenance program for city owned properties
including vacant lots. 171
Analyze current property maintenance needs and integrate into
maintenance plan and budget 172
Adopt spaceloffice standards that would apply to all departments. Establish
standards for office use and allocation. 173
To assure that the maximum sales or lease revenues realized from
properties targeted for sale, priority must be given to repairs and 174
maintenance of these facilities.
Establish a fund for preparing properties for sale in annual budget 175
Complete inventory of rental property that provides the following
information.
176
Potential market rate for each rental property. 176a
monthly rental rate. 176b
Lease expiration. 176c
Forecast future revenue by utilizing current revenue figures and property 176d
d appraisals.
Ciry ofMami - Off+ce of Budges 32 of 3J
SFRPC 5 Year Plan
Review Page 3
4/30/97
Internal Control Factor
Revenue Enhancement
Efficiency Improvement
Efficiency Improvement
Efficiency Improvement
Effiaency Improvement
Efficiency Improvement
Efficiency Improvement
Revenue Enhancement
Efficiency Improvement
Revenue Enhancement
Revenue Enhancement
Revenue Enhancement
Revenue Enhancement
Revenue Enhancement
5:15 PM6111198A lnir Cross Ref
Plan to re -negotiate rental rates / terms prior to expiration of leases.
Determine future rent increases based on potential land value and use. 177 Revenue Enhancement
Annually review the inventory to assure that the city is maximizing its return
on rental properties as per Annual Property plan. 178 Revenue Enhancement
Develop a standard lease terms outline in conjunction with the City attorney
that will best protect the City's interests as a guideline for future lease 179 Revenue Enhancement
renewals.
Establish and enforce a policy that the Department of Community Planning
and Development must approve all lease proposals and property 180 Revenue Enhancement
Move the r-ollection and tracking of lease payments to the Community
Planning And Development Department. Integrate rental revenue 181 Revenue Enhancement
information in the financial system.
Start an active campaign to identify delinquent tenants and bill for past rent
due. Develop and enforce a policy for late payment which includes 182 Revenue Enhancement
provisions for late charges and eviction.
Organize the City Manager's Real Estate Advisory Group of private industry
professionals who are knowledgeable in the area of real estate to review 183 Cost Savings
the City's leases and provide advice on leasing practices as needed.
Develop RFP for real estate brokerage services. The RFP should assure
that rental properties receive maximum marketing exposure. 184 Revenue Enhancement
rental properties on the government cable access channel. 185 Revenue Enhancement
isibility for environmental compliance at City operated properties
be consolidated into a single department 186 Efficiency Improvement
City's Leases need to be revised to better protect City's liability
ictaled with tenant activities which may result in soil and ground water 187 Cost Savings
The City needs to establish a policy of environmental compliance on all of
its properties and a program of annual operational audits to ensure such 188 Efficiency Improvement
compliance.
Fleet Management Task Force -A complete review needs to be performed 188 TabD/Pa e 7 Internal Control Factor
determine DERM and OSHA noncompliance areas g
Environmental audits being prepared for the sale of surplus property should
at a minimum, conform to ASTME 1527-97 and should address other
issues which may be relevant to the property being sold such as radon, 189 Efficiency Improvement
asbestos etc.
order to maximize the proceeds from the sale of surplus property, the
ty may want to consider selling on other than "as is" basis, in appropriate 190 Revenue Enhancement
There should be an Assistant Manager in charge of Development who
oversees the management of City property and coordinates the Annual
,a 191 Efficiency Improvement
Property Plan with the Strategic Plan.
City ofMami -Ofice ofB-dgei 33 of34 ^ ^ r � � 5: 15 PM61/1198A 1nii Cross Ref
City of Miami
Management and Productivity Initiatives
Virginia Key and other large parcels of City property should be assembled
into single, consolidated RFPs and these should go out to bid. Breaking up 193 Efficiency Improvement
land parcels into different RFPs makes economic development difficult.
Watson Island, the southwest tract of land should be designated for a
a of the art' Science Museum or a use that is compatible with other 194 Efficiency Improvement
ral/arts uses found in other "world Gass" cities.
With Dinner Key, an RFP to lease the existing convention center and site
for development that maximizes benefit to the City, but at the same time 196 Efficiency Improvement
does not erode the tax base of the surrounding commensal properties.
With the Knight Center Nations Bank Building Garage and the land under
the Hyatt, the property should be considered for sale since it has been 196 Efficency Improvement
operdteCat a loss for 15 years.
With thebepartment of Off -Street Parking, the City should buy all lots and
garages and then develop an RFP to get a private company to manage the 197 Efficency Improvement
lots with an initial 5-year renewable lease. Profit to go to the general fund.
The legal Department should obtain concurrence of the City Manager's 198 Efficiency Improvement
Office prior to foreclosure.
The City should avoid assuming the cost of taking title, maintenance,
insurance and disposal associated with properties which are not beneficial 199 Revenue Enhancement
to the City.
Charter Revisions: Revise charter to streamline property transactions:
SFRPC 5 Year Plan
200 Review Page 11 Efficiency Improvement
4/30/97
resolution of the issue of whether an emergency waiver of charter
ants can be used in the disposition of City owned properties. SFRPC 5 Year Plan
Review Page 8 Efficiency Improvement
4/30/97
a timetable to complete Charter revisions.
SFRPC 5 Year Plan
Review Page 8 Efficiency Improvement
4/30/97
Give the City the ability to negotiate property sales up to 20% below market
value on properties appraised below $500,000. These would not need to 200a Efficiency Improvement
go to the Commission.
Give the City the ability to hire licensed real estate brokers to sell or lease 200b Efficiency Improvement
City property.
Eliminate the three (3) bid requirement for any sales or lease of properties
less than $500,000 and all leases with terms of less than five (5) years. 200c Efficiency Improvement
These would not need to go to the Commission.
Revise waterfront property section in Charter to establish reasonable
thresholds so that small parcels do not need to go to the Commission for 200d Efficiency Improvement
approval.
City of Miami - Office of Budgcr 34 of 34 5.15 PM6111198A lnif Cross Ref
APPENDIX B
RECOMMENDATIONS
TIMELINES AND
COSTING
CITY OF MIAMI
MANAGEMENT AND PRODUCTIVITY INITIATIVES
SUMMARY:
Strategic Management
$ 2,060,619
$ 2,866,925
$ 2,777,693
$ 2,853,490 $
2,933,483
$ 2,933,483
$ 16,415,693
Financial Management
1,351,135.00
1,363,783.00
1,364,153.00
1,373,308.00
1,373,176.00
1,373,176.00
8,198,731.00
Technology
2,175,000.00
3,230,000.00
2,455,000.00
2,475,000.00
2,465,000.00
2,455,000.00
15,245,000.00
Human Resources and Employee Benefits
266,042.00
15,042.00
342,042.00
12,042.00
12,042.00
12,042.00
659,252.00
Capital Assets, Planning and Management
1,566,000.00
986,000.00
710,000.00
650,000.00
650,000.00
660,000.00
5,211,000.00
Grand Total $ 7,418,796 $ 8,450,760 $ 7,648,888 $ 7,363,840 $ 7,423,701 $ 7,423,701 $ 45,729,676
Resources to be Identified for Management and Productivity Initiatives
SUMMARY:
Strategic Management $ - $ - $ - $ - $ - $ - $
Financial Management - - - - - - -
Technology 2,000,000.00 3,060,000.00 2,410,000.00 2,410,000.00 2,410,000.00 2,410,000.00 14,700,000.00
Human Resources and Employee Benefits - - 300,000.00 - - - 300,000.00
Capital Assets, Planning and Management 760,000.00 335,000.00 60,000.00 - - - 1,155,000.00
Grand Total $ 2,760,000 $ 3,395,000 $ 2,770,000 $ 2,410,000 $ 2,410,000 $ 2,410,000 $ 16,155,000
C�
ro..
Formal strategic planning should be immediately reinstated as part of
the City of Miami's organizational structure. Develop the structure and
process to sustain long-range strategic planning for the City.
The City should complete the first strategic plan within a four -to -six
month time period after convening team (to link to next year's operating
and capital budgets).
Engage a professional firm with expertise in strategic planning to
facilitate and expedite the completion of the first strategic plan for the
City.
Risk Management Department Review -Develop an overall safety &
health strategic plan for the City as well as for each Department
Upon completion of the strategic plan, develop and execute a
communication strategy targeted to residents, City employees,
government, the business community, media and location services.
Address ways to increase public investment in development in the City
through the strategic planning effort.
Strategic plan should include an Intergovernmental Coordination
Element, as the City must coordinate development with a number of
external agencies.
Actively pursue the input of the business community by inviting
representatives to assist in the development of the Strategic Economic
Development Plan, the new Comprehensive Plan and the revised Land
Development Regulations.
Determine the appropriate role of the Beacon Council in the planning
process.
Institute a forum for resolving resource allocation issues to align all
major projects within the City's strategies.
Revamp the Citys budgeting process to match the revised organization
structures cited in the organization plan. The tracking processes
should be flexible enough to facilitate sourcing decisions and
management performance.
City of Miami
Management and Productivity Initiatives
X X
X X
X X
X X
X
X X
X X
X X
X X
X X
X X X
$ 100.000
$ 100,000 $ $ $ $ g
01P gfAI fire of BmIger
8.5' PA 16/13: 9R11 . C—I nil
Revise the plan to ensure that the actions of OBM are consistent with
the strategic plan by changing "should" to "will" in its discussion
regarding internal control and production of revenue manual.
Plan to accomplish provisions of the Intergovernmental Agreement
should include specific tasks to be completed and timelines to be met.
Plan should include reduction of expenditures, improvement of
productivity, increases in managerial and operational accountability,
improvement of record keeping practices and a schedule of projected
capital commitments.
Critical Success Factors -Limited monitoring of departmental budgets
performed
Link Strategic Planning to Operating and Capital Budgets
Integrate the Capital Improvement planning and asset management
functions using team approach under the coordination of the office of
Asset Management.
Prepare all budgets after the annual strategic planning process has
been completed.
Merge budget and operating plans into one document.
Critical Success Factors -Each department should be required to
prepare a business planning cycle
Submit capital and operating budgets simultaneously and integrate
them in terms of goals and purpose.
Set capital and operating budget horizons to be consistent with
strategic goals.
Special attention and direction should be provided on how the City
anticipates utilizing the Capital Improvements Program (CIP) as a
management tool to maintain and improve infrastructure.
Include provisions in the goals and policies of comprehensive plan for
better monitoring of infrastructure that is controlled by agencies other
than the City.
Incorporate contingency planning into budgets.
The Capital Improvement planning guidelines should contain a
requirement to annually update the City's Capital Improvement Element
of the Comprehensive Plan pursuant to Section 163.3177 (3) (a),
Florida Statutes.
City of Wall.. -
Management and Productivity Initiatives
X X
X
X X
X
X
X X
X X
X
i
X
X
-Y 02 FY 03
X X X X X X $ 1,000,000 $ 1,000.000 $ 1.000,000 $ 1,000,000 $ 1,000,000 $ 1,000,000
City ofMlami - Office of Budgel 2 of 48 8:57 PM6113198B lime & Caat /nit
Ensure that the economic planning and t.DR update efforts are closely
synchronized especially in the areas of capital improvements and
monitoring using the City's Comprehensive Neighborhood Plan as the
master policy document.
Include periodic evaluation and monitoring of Comprehensive Plan
policies and programs and the land development code.
Require managers to demonstrate how proposed projects are in line
with the City's strategic plan. This can be done in the form of e
costibenefit analysis (hat measures the expenditure of resources
against the contribution to achieving goals.
City of Miami
Management and Productivity Initiatives
X X
Expedite implementation of the City Managers reorganization plan as X
outlined in the revised "Five Year Plan". The City should begin
planning how to adopt a more progressive organization structure.
Office of Professional Compliance -The Office of Professional
Compliance should be removed from the department
Office of Professional Compliance -Consideration should be given to
incorporating this function within the Police Department organization
reporting directly to the Police Chief
Office of Professional Compliance -A review of other local jurisdictions
of similar size should be conducted to determine, if there is a need for a
separate review function, how it is typically organized
X
Solid Waste Management -Solid Waste should be separated from GSA
Move aggressively to reestablish an appropriate management structure X
from first level supervisor through middle management to department
head.
Survey to determine perceived and actual departmental shortfalls in X
staffing. Each department must justify the tasks to be performed that
cannot be completed at current staff levels.
The City should perform a mgmnt /operations study of the finance dept. X
This study should encompass an extensive analysis to evaluate
qualifications and the work loads of the staff to dot. need to expand
staff and / or reassign tasks where appropriate.
Critical Success Factors -'Selectively review and waive hiring freeze of X
positions Consider deleting "equivalent combination of training and
experience' for professional credentials
-f
FV02 FY'03
$ 1,000,000 $ 1,000,000 $ 1,000.000 $ 1,000,000 $ 1,000,000 $ 1,000,000
X $
187,336
$ 293,740
$ 308,427
$ 323,848
$ 340,042
$ 340,042
$
232,287
$ 243,902
$ 256,098
$ 268.902
$ 282,347
$ 282,347
X
Cily <fAj lice ofBudgel
8:5-/'AWl� ,YSll C-I/11il
City of Mian..
Management and Productivity Initiatives
_,--
... ell,33"§"•..Y .,,,..)a . ' .. :tR_ � ,# �rt+�F�.... d.,..
.,
.. r: _ �S '� G ,� a• � �,...:. y7„fi� ,x''` � ' � � C T �"�� 3 # �s
IP1,„sa,� y.:. f�°� ,�, r. •. >_. `°y E to w S g ee .•�
"
,.
ill ■ � ,FY'02
.,. �-is � 't._ '� <9i�� r`.1 ...: _ :.:. gam• ,"', _`" -`"� �J,,,-��s--.,. �" � L i-�l
� � � ?•tom a a �£ •. -.�"2, a-.: 3 , � r
-^� -� E ,� ., ...:�,,. �.a;,�Y�. .,.a.ai�'.5�'"�_".. ..•;�o-:,5, ..fir ,� ��'� _ ze�.�, -- ,e-�-� s��.s..,.�..�a, e.:..at�`�i'-��'�"r?" .. - .. ............. a .. .. .. -,. �.. ,
zS� Information Technology Division (IT) -Positions should be seated and X X $ 96,000 $ 240.000 $ 255,000 $ 267,000 $� 280.000 $ 280,000
[ funded to bring to City appropriately skilled staff to maintain City in
' - today's technology environment
Immediately conduct a planning study of office space to determine if X X X X X X
E d office requirements can be met through rearrangement of existing
s space vs. leasing new space.
4, Consider placing Risk Management under the Assistant City Manager
of Finance and Administration to consolidate similar functions.
n Consider placing Procurement under the Assistant City Manager of X
Operations to enhance customer service orientation and efficiency.
Continue with current plans to transfer some fleet responsibilities from
�h the Fire and Police Departments.
�Y Fleet Management Task Force -Strongly recommended that the
r
services performed at General Services Administration, Miami Police
and the Miami Fire Departments be consolidated Terminate the current
EEE a- Police lake -home policy
c Solid Waste Management -A better sharing of overhead cost could be
1 made it all Fleet maintenance operations in the City were consolidated
vi Transfer responsibilities for other key maintenance to GSA. X X $ 76,924 $ 80,770 $ 84,808 $ 89,049 $ 93.501 $ 93.501
' $ 52 4 7$ 858,412$ 904,333 $ 948,799 $ 995,890 $ 995,890
R � I
ButUnsaxttP4l��iCiJN�
"
zr
The City needs to adapt appropriate policies and procedures to assure X
�3 r u that good business practices are followed.
sd Fleet Management Task Force -Need to optimize the layout and work X X X X X X
r
x `=flow processes of the physical plant
CZ)e Fleet Management Task Force -Car assignments should be reallocated X X
Oro, on the basis of shift size and duty assignment
r
X X
Fleet Management Task Force -Vehicle service life should be extended
n A a from 5 years and/or 75,000 miles to 6 years and/or 100,000 miles
Fleet Management Task Force -All surplus cars to the City's needs, or X
sr'
for retirement, should be auctioned off instead of donated to a
sister city or any other entity
City of"am/ -Office oJBudger 4 of 48 8:57 PM611319811 lime & Cost Inir
City of Miami
Management and Productivity Initiatives
X
Health Insurance Task Force -Form 5500 for each benefit where form is
required should be examined by Benefits, Human Resources/Labor
Relations and Finance Departments before being submitted to the IRS
Health Insurance Task Force -A sense of urgency coupled with X
empowerment and responsibility should be developed within the
Benefits Office operating as a component of HR
Opportunities Task Force -Should be funding a portion of the future
benefits being earned by current employees on post -employment
health care benefits
Opportunities Task Force -Necessary to complete a long term financial
workout plan including a one -to -two year short-term plan
Opportunities Task Force -Workout plan should be designed to
immediately improve the operating cash flow through significant
revenue increases and expenditure reductions
Opportunities Task Force -Long-range workout plan should consider X
partially eliminating accumulated deficits through sale of real estate,
refinancing debt and rightsizing City services
Opportunities Task Force -As soon as possible, the City should X
determine its actual financial position as of the current date
Opportunities Task Force -Increase enforcement efforts to reduce the X
level of illegal dumping within the City which is required to be cleaned
up by Solid Waste
Opportunities Task Force -Increase efforts to audit or otherwise verify X
that the City is receiving the full amount due from franchise revenues
from commercial solid waste companies
Opportunities Task Force -Transaction on New Miami Arena should be X
reviewed in detail to ensure that the return to the City is commensurate
with fair market value of the parcel
Opportunities Task Force -Serious consideration should be given to
obtaining as large a payment as possible in the near term and/or long
term recurring revenues on the New Miami Arena parcel
Opportunities Task Force -Should conduct review of all City activities to X
determine which of the activities could be performed more
economically and with a higher level of service by another local
government or by a private enterprise
X
Opportunities Task Force -A complete listing of all the City's account
receivable balances should be compiled including revenues recorded in
the accounting records as well as balances which may not be recorded
..
• ��'Ot k FY'02 ii Fl"43,
X X X X X
X
X X X X $ 195,200 $ 195,200 $ 195.200 $ 195,200 $ 195,200 $ 195,200
X X X X
City Jtil. 19ceofBildgel
8:571V6/13;98R , ('mllnil
I
City of Mial,..
Management and Productivity Initiatives
i
E
-.-- ,FY 02 FY 03
Opportunities Task Force -Should review all services provided to
determine level of fees and charges associated with each service
Opportunities Task Force -Should determine whether fees charged are
reasonable based on the fully loaded cost of the service, rates charged
by other local governments and private enterprises for similar services
Opportunities Task Force -Rates should be adjusted to ensure service X
users are paying the associated costs and to provide a return to the
City which is appropriate
Opportunities Task Force -Formal policies should be adopted regarding
when waiver of user charges are to be granted
Opportunities Task Force -Steps should be taken immediately to reduce X
or eliminate the financial burden associated with ownership of James L.
Knight Center and Parking Garage and the Coconut Grove Exhibition
Center
Complete negotiations with the Florida Dept. of Community Affairs and
enact the proposed Chapter 163, F.S. and Miami Downtown
PubliGPrivate developments should include estimates of needed X X X X
capital improvements or revenues generated by the new growth.
Cost of Solid Waste Operations -Can save fleet operating costs as well
as crew time in Solid Waste by utilizing close -by Regional Transfer
Stations
Cost of Solid Waste Operations -May be able to accomplish significant X
savings if a few loads per day could be directed directly to the disposal
site with the remainder going to the transfer station
Cost of Solid Waste Operations -Should have a more detailed X
evaluation of its use of transfer stations
Cost of Solid Waste Operations -The City appears to lag in its vehicle X
replacement plan in Solid Waste
R" l i X
AN',1,,U1tit Cost of Solid Waste Operations -Solid Waste costs should incorporate
k .ti administrative costs directly related to billing, including mailing costs,
l staff support and computer processing and disk space charges
0 '� Cost of Solid Waste Operations -The street sweeping component
!, should be independently reviewed by the Metro -Dade Department of
Public Works
s:
. Cost of Solid Waste Operations -Savings may be gained through
reducing disposal and operating cost by elimination or reduction of the
P,P d weekly trash sweeps and by eliminating free service to City
,,;> ; Departments
City of Aflami - Office of 1ludgei 6 of 48 8.•57 JIM611319811 Dine Xr Cam toil
City of Miami
Management and Productivity Initiatives
�
I
woo/s
01
a
.. .FY'02 FY'ot
Cost of Solid Waste Operations -Additional savings may also be gained X
by billing annually
Solid Waste Management -Lack of a consistent fleet replacement X
program will eventually cause a problem
Solid Waste Management -Service levels for trash pickup, bulky waste, X
white goods and illegal dumping are incredibly high
Solid Waste Management -A need for enforcement is obvious X
Solid Waste Management -Street sweeping and special events should X
have their own cost and revenue centers, and be self-sufficient
financially, and avoid being subsidized by the waste fee
Solid Waste Management -The waste fee itself is insufficient
Solid Waste Management -Should not donate retired equipment but X
should sell it and revenues from sales should be deposited in a Capital
Replacement Fund
Revenue Enhancements -Eliminate park user fee waivers
Revenue Enhancements -Increase park user fees when appropriate
Revenue Enhancements -Develop a park marketing program to X
enhance revenues (existing and now)
X
Revenue Enhancements -Establish a process to credit the Parks and
Recreation Dept. for existing and new revenues generated by the parks
Revenue Enhancements -Review concession permits/revenues X
(including mobile vendors)
Revenue Enhancements-Review/simplify process to obtain Grants
(Federal, Stale, Private)
Organization/Structure Improvements -Conduct a cost/benefit analysis X
of recent transfer of the Park Maintenance Department to the Public
Works Department
Operating Practices -Establish a'bollom-up"/participatory budget
preparation and monitoring system
Operating Practices -Develop an operating manual for Parks and
Recreation facilitieslemployees
CilyrJA-. fice rJHudgel N: 57 PA M, 13:'9NB (mI1"il
City of Miat...
Management and Productivity Initiatives
Operating Practices -Develop a procedure for processing/prioritizing x
work orders
Operating Practices -Develop a formal vehicle maintenance and x x
replacement program
A code of conduct needs to be developed and signed by all employees. x x
4
,FT02 t pY'01
195,200 $ 195,200 $ 195,200 $ 195,200 $ 195,200 $ 00
xv.
Integrate Benchmarking, performance measures and management by x x x x x x $ 155,000
objectives into all work operations.
Critical Success Factors -Finance end Internal Audit staff must be held x
accountable and departmental objectives and metrics to measure the
agreed upon objectives must be established.
x x x x x x
Fleet Management Task Force -Establish productivity and job standards
Create meritocracy in the management ranks. Changes for covered x
employees will take time and may be the subject of bargaining. Long
term efforts should be directed to linking compensation more closely to
performance.
All City departments should be formally trained on benchmarking and x x x x x x
performance measures.
Periodic reports on significant benchmarks and performance should be x
made a part of the City Administration's report to the Commission and
the citizens.
Information Technology Division (IT) -A formal tracking mechanism x
should be developed to create measurability of performance
Make sure each major work function significantly improves the x
productivity of the function. This action plan should be incorporated into
each department head's work plan and be part of his or her appraisal.
The City Manager and department heads should develop an action x
plan for implementing total quality concepts throughout the
$ $ 155.000 $ $ $ $
City oj,Nnml - Office of 1fadget R of 48 8:57 PM6113198B l ime & C-I hfit
City of Miami
Management and Productivity Initiatives
Adopt a competitive sourcing policy and process to assure that the City X
is providing and receiving quality services that are cost effective
according to industry standards.
Contract with a consultant to conduct a sourcing study with priority on
fleet maintenance and fueling due to the impact on facilities.
Use Costing Methodology similar to that used by the City of Charlotte to
track all costs related to City Services as a basis for sourcing decisions.
Apply Sourcing Decision Guide similar to other cities (Based on review
of sourcing practices) Charlotte, Phoenix, and Indianapolis, have
realized substantial improvements in efficiency, quality and cost by
adopting the recommended approach.
Work with private industry for guidance and advice on sourcing
decisions.
Director of GSA should develop a schedule for sourcing
implementation.
Fill middle management positions that will not be affected by X
outsourcing.
Institute appropriate contract administration and evaluation procedures
with respect to out -sourced functions.
Increase operational efficiency and expedite development permit
process as follows:
Review, improve and streamline all land use related application forms. X
Create a system that is rp oject driven rather than permit driven.
Institute a more effective use of technology.
Develop performance measures that target improving the service and
reducing the cost of these functions.
Correlate funding of Department with performance measures and
objectives.
Revisit staffing qualifications. Technical expertise and experience are X
critical to efficiency and customer service.
X X X X X
X X X X X
X
X X X X
X $ 142,872 $ 623,313 $ 653,160 $ 684,491 $ 717,393 $ 717.393
$ 142,872 $ 623,313 $ 653,160 $ 684,491 $ 717,393 $ 717,393
('fry <JA..fice nJBudgel
8,5-PAM,1!').v/r ( !lnil
City of Mial.
Management and Productivity Initiatives
Review compensation and benefits in light of the rest of the City and
X X
within the overall reorganization plan.
Review Department's reporting relationship to strengthen oversight and
X
effectively monitor customer service.
Improve relationship and coordination with Dade County to expedite
the permitting process.
Expedite non -controversial items supported by staff.
X X
Request that the County appoint one person to expedite processing of
necessary county approvals of City permit applications.
Centralize and simplify the process of applying for land development
X
changes, including master plan changes.
Seek vehicle for developing public1private partnerships for development
X
and redevelopment.
Seek public input on the City Charter to improve the land lease process
X
and fee structure, including cost of appeals.
Develop city-wide design and landscape standards.
X X X
F � "A Identify and communicate to staff and public the mission of code
?enforcement. Should be considered part of
development/redevelopment policy rather than punitive.
a i
Identify specific individual with responsibility and authority for code
enforcement to set overall policy and direct compliance strategies.
Add "appearance code" that is enforceable and enforced.
Neighborhood improvement is the message.
Consider "amnesty" program to have people pay whatever they can on
ITV'� ° fines, but only after property has been brought into compliance.
-'
' g& r k� Implement aggressive enforcement against properties and owners
a refusing to come into compliance, including alternatives to foreclosure
s 3 r such as court injunctions, personal property levies, etc.
r
Need senior policy level review of property lien foreclosures to weigh
v benefits/liabilities of City ownership. City ownership of properties not
in compliance needs to be addressed.
X X X
e
FT02 Pros
X X X X X X $ 25,000 $ 25,000 $ 25,000 $ 25,000 $ 25,000 $ 25,000
X X X X X
Cily r jMiomi - Office of lindgel 10 of J8 8:57 PM6113198B l ime & Cap l toil
City of Miami
Management and Productivity Initiatives
Consider if police and fire could assist in identifying possible code
violations during the course of their normal duties. Could also be
computerized.
Train personnel for technical and interpersonal skills. X X
Consider connecting enforcement districts with Commission Districts as
needed. City needs fair and equitable policies appropriate to each
neighborhood.
A study of whether the City should sell code enforcement liens should X
be conducted. The analogy to tax liens may be appropriate, but there
are legal and policy issues which need exploration.
A private/public partnership should be formed between the Greater
Miami Chamber of Commerce and the City of Miami. This partnership
should develop a strategic plan for the economic development of the
City of Miami. This would be for the entire City.
Enhance the City's Intergovernmental coordination efforts by
increasing the level of communications and involvement with outside
agencies on shared issues such as redevelopment.
Explore the value of consolidating into a single agency the
responsibility for the economic development in the entire City.
Establish a specific entity with similar responsibilities as the Beacon
Council to lead economic development for Miami.
This agency should have the ability to condemn properties and provide
incentives for development and to attract business to the City of Miami.
The agency should be responsible for analytical functions to address
" issues such as the cost of doing business in the City of Miami versus
neighboring municipalities, etc.
rt The agency should include the Downtown Development Agency.
�.x
? Designate a City employee who will be liaison between the City and
0 Beacon Council. Intention for the Beacon Council to be viewed as
" noncompetitive organization.
? Utilize slate and private education institutions to attract business to
r; urban core.
Actively pursue and lobby for the extension of the light rail system
i * westward through Kendall. The extension will provide increased
a.=accessibility of the available work force to the downtown core.
X
X
X
X
x
X
X
�t
:f
i
:S l
FY'02 F'63 ; I
7
$ 5,000
$ 30,000 $ 25,000 $ 25,000 $ 25,000 $ 25,000 $ 25,000
C/lyoJMi ce f/ludgel
l R:5"' PA/(5 13.9AR , rb"r ltiI
Review land use in the Downtown/Brickell core to provide for mid -rise
office development.
City of Mian..
Management and Productivity Initiatives
PM WO
$ 2,060,619 $ 2,856,926 $ 2,777,693 $ 2,853,490 $ 2,933,483 $ 2,933,483
The organizational criteria in the Five Year Plan should be applied to X
g lower levels of the City organization.
Budget Management Division -Placement of Task Force positions X
within the NET Offices should be investigated as an option
Budget Management Division -Grant coordination should be X
t £ strengthened.
Procurement Management Division -Oversight and related policies of X
,., the Procurement Division should be strengthened
� +1
Strengthen and broaden the role of Internal Auditor, including: X $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 50.000 $ 50,000
4 Substantial operational auditing to ensure that approved policies and X
procedures are being followed.
} Review of travel and expense accounts of the commission and senior
N Y' management in accordance with predetermined objective criteria.
r` 01
sy Review of new or revised City projects while in progress and/or within X
i six months or a year after completion to compare with financial
t forecasts and enhance future projections.
r Staff to review GFOA's "Recommended Practices for State and local X y
Governments." Develop appropriate implementation plan.
Reconciliations of the City's cash accounts should be performed
monthly. These reconciliations should be prepared in a standardized
t ? format designed by the City. All reconciling items should be fully
A v' investigated, explained and supported.
FlEaRW
r All reconciling items should be appropriately investigated and resolved
V`,Hon a timely basis. In addition, the finance dept. should exercise
prudent custodial control to ensure the safe keeping of all the City's
k" K financial records, including bank statements.
Cily of Miami - Office of lludgel 12 of 0 8:57 PXW134811 7 inre dl Cuv /oil
City of Miami
Management and Productivity Initiatives
Fr02 FY'031
A
Inventory should be counted annually. Policy should address general X
inv. procedures including names of staff responsible for the inventory
count, the scheduling of inventory taking and the ID of controls needed
to ensure an accurate count.
In order to improve and maintain control over general fixed assets, the X
city should develop a complete detailed asset records. The following
guidelines should be utilized;
The fixed asset subsidiary ledger should be updated throughout the X
year as fixed assets are acquired or disposed.
Periodic inventories should be taken to verify the continued existence X
of the fixed assets. Any unallocated items should be appropriately
The fixed asset subsidiary ledger should be reconciled to the general X
ledger, at a minimum , on a quarterly basis.
The City should assign the responsibility of maintaining its general fixed X
assets to an individual.
The City should implement the following to improve its account
receivable process:
The City should use a formal invoicing system for all routine billing as a X
mechanism for ensuring the timely collection of outstanding invoices.
The accounts receivable general ledger control balance should be X
supported by an appropriate level of detail that provides management
with information to monitor the collecting of accounts receivable.
This detail should preferably be in the form of an aging report that X
presents each customer's outstanding balance based on the actual due
date.
Aging trial balance should be reconciled monthly to the general ledger. X
All material differences should be investigated and resolved on a timely
basis.
The City should immediately review the nature of the approximately $9 X
million loans outstanding and evaluate the collecting of such balances.
In addition all future loans should be supported by appropriate
documentation including formal loan agreement.
The City should create the position of Grants Administrator. Individual
would be responsible for ensuring that claims for reimbursement are
filed properly, in a timely manner, and in accordance with grant
guidelines.
The administrator would also be responsible for coordinating and
monitoring the City's compliance with requirements applicable to
federal and state financial assistance programs.
Cityofht ffce oflludgcr N. 57 PA16,13i981?, .('"loll
City of Miai...
Management and Productivity Initiatives
I,
FY'01 PY'02 FY'03
ro This individual would also assist in identifying additional federal and I
state programs that may be available to the City.
�j City should designate a person to monitor the activities of the
contractor to ensure proper adherence to the requirements of the
N?N:, Relocation Assistance and Real Property Acquisition Policies Act.
The City should implement the reconciliation of detailed subsidiary X
F� records to tha general ledger, at a minimum, on a monthly basis.
Reconciliation should be reviewed by supervisory personnel.
In preparing monthly reports, the following should be considered:
ab,'r Proper cutoff procedures should be implemented to facilitate for the
's'
,; proper recognition of revenue and expenditures.
�rE Standard journal entries should be assigned to specific staff
accountants. All journal entries should then be approved by the
u finance director, or general ledger supervisor prior to input into the
general ledger system.
x' ;"Q
The subsidiary ledgers should be reconciled to the respective general
ledger balances.
All standard closing procedures should be written and be incorporated X
Pa into the City's Accounting and Procedures Manual and made available
il to the accounting staff.
k
l The City should implement a financial reporting function, including the
appointment of an individual who will be responsible for compiling and
drafting the annual general purpose financial statements and other
1 required reports.
The City should purchase a computerized financial reporting package
that can be integrated with the Citys current general ledger system.
'k This s ystem should be configured to produce the Cilys general
jpurposestatements.
An in depth manual of accounting policies and procedures should be
prepared which, at a minimum should include:
z
A chart of accounts containing an adequate explanation of account X
- purpose, use and content.
§= f Documentary flowcharts of significant accounting systems, including X
their interrelationship, where applicable, with other departments within
the City.
A list of standard forms used in the City with detailed explanations of X
their purpose and preparation.
City oJAftomi - Office of 8ridger 14 of 48 8:57 PM6113198B Time & Casr lair
City of Miami
Management and Productivity Initiatives
,y
FrO2
i
A list of data processing reports, including appropriate descriptions of X
source, content, production frequency and purpose.
A list of standard and other journal vouchers with sufficient explanation X
of their purpose.
Appropriate descriptions of all financial policies and accounting X
procedures and routines regarding, but not necessarily limited to the
Monthly review of internally generated reports which may vary in X
complexity from a simple scan of transactions to detailed analysis or
reconciliation.
Policies related to cash which would include preparation of bank X
reconciliations, controls over cash disbursements and cash receipts,
and procedures regarding the investment of excess cash on hand.
Purchase and capitalization of fixed assets and related procedures for X
computation of depreciation thereon.
Doubtful accounts and related bad debt write offs. X
Lease obligations and related capitalization policies. X
Policies related to the recognition of revenue and expenditures with X
particular attention paid to year-end cutoff procedures.
The assignment of accounting responsibilities and expenditure X
approval procedures.
Compliance with debt covenants should be reviewed monthly, or grtly., X
depending on the nature of the covenant. This review will provide
greater assurance that the City maintains compliance with its debt
agreements and/or that defaults are identified q
Signature plates and check signing machine keys should be kept
locked at all times
Reimbursement claims for the NET Neighborhood Jobs Prog. should
be prepared and submitted to the appropriate granting agency
immediately. Additionally, procedures should be established to ensure
that reimbursement claims are submitted in a timely manner
City should formalize its standards and procedures regarding
jm development and modification, as well as standardize those
ramming and analysis issues not currently covered.
CiryofM ice ofBiidger R:5-PA fA"13i9X1t a llnir
City of Miarr..
Management and Productivity Initiatives
A set of comprehensive operating and application system X X X X
documentation standards should be developed and implemented by
the IT Division. These standards should specify that documentations
shall be written when new and changed systems are implemented.
As the City continues the process of updating its software, we X X X X
recommend that source documentation and system flowcharts be
maintained.
Management should continue to eliminate material due from / to other X X
fund balances.
Accounting Division -Should adopt formal closing procedures posting
payrolls immediately after the pay period
Accounting Division -Monthly and year end closing should take place on
a speedier basis
Accounting Division -High level accounting reports should be distributed
to management personnel
Accounting Division -A total solution for the City vs. A point solution for X
departments should be developed based on a determination of
Cilywide requirements (Kronos System)
Budget Management Division -Grant Administration and grant X
reimbursement processing is not uniform throughout the City
Budget Management Division-CIP contracts should have funding codes
identified and approved by Budget prior to award
Health Insurance Task Force -The plan administrator should have the X X X X
responsibility for conducting a performance audit semi-annually on
terms and conditions of ASO contracts
Health Insurance Task Force -Management skills are needed to recover X X X X
some unnecessary expenses involving subrogation and coordination of
benefits
Health Insurance Task Force -An audit, review and control function is X X X X
needed for health care claims management
Health Insurance Task Force -A method is needed to recover X
unnecessary tax expenses such as those found in flexible spending
accounts, pre -lax benefit plans and possibly in retiree health care
Health Insurance Task Force -The self -insured plan must be run like an X X X X
insurance company with proper current funding and adequate
insurance coverage and reserves
X X
X X
X X
X X $ 1,100,000 $ 1,100.000 $ 1,100,000 $ 1,100,000 $ 1,100,000 $ 1,100,000
City of Minuil - Office ojlludger l6 of 48 8: S7 PM611319811 lime R, Cap r lair
Health Insurance Task Force -Employee contributions need to be
deposited into a trust account immediately or deposited with the carrier
or risk bearing agency
Health Insurance Task Force -Look into paying lower administrative
fees for larger supplies of medications
Health Insurance Task Force -Look at utilizing the services of a
Pharmacy Benefit Manager to control prescription costs
Health Insurance Task Force -Need to look at coordinating medical
payments with Workers Compensation where appropriate
Risk Management Department Review -Perform cost/benefit analysis to
determine if the deductible on the property policy provides the City
ultimate cost effectiveness
Risk Management Department Review -Should consider a cost benefit
analysis for purchasing excess liability insurance coverage for those
losses that are not limited by a sovereign immunity doctrine
Risk Management Department Review -Re -open the RFP process in
accordance with Resolution 95-393 to oulsource the risk management
function
Risk Management Department Review -Should hire an independent risk
management consultant to select the appropriate vendor under the
RFP process if the Insurance Committee is not reestablished
Risk Management Department Review -Should consider changing the
insurance broker's compensation to a fixed fee for services rendered
Debt Restructuring -City should immediately establish segregated Debt
Service Funds to be held by outside trustees and not to be included
within the City's pooled cash
Debt Restructuring -Concerned that at least $1.5 million in debt service
has not been properly provided for since it is funded from the Internal
Service Fund which currently operates at a deficit
Debt Restructuring -The City has not appropriately funded the Debt
Service Funds in accordance with the legal documents
Debt Restructuring -The use of cash in the Debt Service Funds in the
first half of this year without achieving a balanced budget, could result
in the City's defaulting on its debt obligations later this year
Debt Restructuring -Need to segregate the non -general obligation debt
service fund outside of the pooled cash
City of Miami
Management and Productivity Initiatives
x x
x
x
x x
X X
X
X
X X
x x
x
x
X x
X
X
X
X
X
a
i
FY'02
CiryofM ireof/fedgei 8:5-PAW13,9Nh 110
City of Miai...
Management and Productivity Initiatives
Debt Restructuring -The Utility Service Tax funds, as collected on a
monthly basis, should be deposited on a pro rate basis to the
appropriate funds
Debt Restructuring -The debt service component received in the
advance payment from the State should be segregated in the debt
service fund outside of the pooled cash account
X
Debt Restructuring -Three transactions of the City's outstanding bond
issues could be restructured or refinanced which could provide present
value savings and be available to fund current year projects
Debt Restructuring -Identified several general obligation issues which X
could be restructured at no cost to the City to reduce debt service over
the next few years
Debt Restructuring -City Manager should appoint someone, preferably
the new Finance Director, to establish a recurring reporting practice to
such entities of the progress the City is making in adoption and
implementation of its recovery plan
FinanciaUBudgelary Analysis -Pension expense for 1996 currently X X
reflected in the Trust and Agency Fund should more appropriately be
reflected in the current fund where other employee expenses are
reported
FinanciaUBudgelary Analysis -Analysis of the proper inter -fund transfer X X
activity, critical in evaluating the magnitude of any structural surplus or
deficiencies, is critical in determining the long-term financial health of
the City and any of its funds
FinanciaUBudgetary Analysis -Recommend an analysis be made for X X
each major revenue category
X
FinanciaUBudgelary Analysis -Some process should be developed to
minimize or eliminate false billings in the revenue collection programs
FinanciaUBudgetary Analysis -City may want to consider the
introduction of an amnesty period followed by more vigilant
enforcement and/or use of outside collection agency
X
FinanciaUBudgetary Analysis -Discipline is called for in an environment
of spending pooled cash which included high level approval plus
plans/projections for subsequent repayment or correction
FinanciaUBudgetary Analysis -Recommendations for future financial X
management initiatives should include the timely ongoing use of
monthly reports showing the comparison of budget versus actual
results
3
F 02 FV03
$ 1,150,000 $ 1,150,000 $ 1.150,000 $ 1,150,000 $ 1,150,000 $ 1,150,000
City oJMiand - Office oJliadget 18 oJaB x: J? PM6113iv811 fire & Cai brit
Establish and implement plan to improve the City's credit rating and
entry into the bond markets.
Establish the goal of developing an uncommitted General Fund
Balance consistent with an investment grade bond rating (e.g. five
percent or more of the annual operating budget) over a five-year
period.
Adopt a written "Debt Management Policy" including the following
critical elements:
The City should not issue debt obligations or use debt proceeds to
finance current operations.
The City should utilize debt obligations only for capital improvement
projects that cannot be funded from current revenue sources or when it
is better to finance the project over its useful life.
The City should issue debt obligations for refinancing existing debt only
if financially advantageous or necessary to release existing bond
covenants.
Pension Review Task Force -City may wish to investigate possibility of
issuing Pension Obligation Bonds to eliminate unfunded liability in the
GESE Plan
The City should measure the impact of debt service requirements on
single year, five, ten and twenty year periods.
Establish a Finance Committee of local business and community
members to serve with the City Mgr, to review and make recomm. re:
the issuance of debt obligations and the mgmnt. of outstanding debt
and monitor adherence to debt policies and procedures.
.� Determine all administrative implications of the Fire Assessment Fee
as quickly as possible in order to identify the impact of potential
g a problems and disruptions to cash flow.
xs"�8 j
i The Finance Department should identify each existing and/or potential
f
revenue source and document all of the relevant information about it.
¢- Compare the above information with that of other municipalities to
determine the most effective manner in which to maximize revenue and
=£cash flow.
City of Miami
Management and Productivity Initiatives
X
X
X
Q
X
X
X
X X X X
X X X X
City of A five of Budge!
X:5' NAdG'l7 ),vl� ('nv loft
mow'
City of Mia,.
Management and Productivity Initiatives
Evaluate centralization versus decentralization and cost benefit X
analysis of making changes to existing systems (e.g. staffing,
technology).
Centralize similar billing and collection activities to the extent practical.
Performance criteria should be established. The City Manager should X
receive a summary report of billing, collections, receivables and
measurements of performance no less than monthly.
City management should immediately review and address all X
interdepartmental issues created from more than one department
overseeing various aspects of billings and collections.
The City should pursue more diligent collection efforts in Emergency
Medical Service Transport fee.
The Internal Audit group should perform surprise checks of potential X
revenue sources as a warning to less honest employees that the City is
serious about preventing misappropriation of funds.
Increase the formal bid advertising requirement limit of $4,500 in City X X
Charter to $10,000 or $15,000.
Streamline procedures for smaller purchases (e.g. authorizing use of X
procurement cards, delegating purchase of smaller items to user
departments, making greater use of cooperative purchasing
agreements).
Critical Success Factors -Too much time spent by Procurement on X
controlling low dollar, high volume items and not enough oversight in
service related purchases
Fleet Management Task Force -Improve the bids and contracts process X X
to enable the acquisition of goods and services in a timely and cost
efficient manner
Ensure professionalism in purchasing personnel through appropriate X X X X X
experience and training.
Improve use of technology in the procurement function. Fully train X X
departmental personnel in effective use of all technology tools.
EY'02 FY'08
i
$ 2,000
$ 23,908 $ 25,103 $
26,358
$ 27,676
$ 27,676
X $ 7,350 $ 3,450 $ 4,050 $
4,450
$ 5,000
$ 5,000
$
7,500
$ 5,000
$ 5,000
City ojATnnd - Office ofBodgel 20 of 48
8.-57 PA16113198B l ime & Corr brit
City of Miami
Management and Productivity Initiatives
Consider removing all language in City Charter and Code regarding
X
procurement, other than formal bid advertising requirement limit, in
favor of an administratively authorized and implemented Procurement
,o T Policy Manual.
Recommendations made by the Procurement Assessment Team
X X
appointed by the Oversight Board in their report dated February 24,
1997, should be considered for eventual implementation.
Suspend or pre-empt the City Charter as it relates to purchasing and
X
z remove Procurement Division references from said document (i.e.,
,< Sections28 and 29A).
+sF
Until such a time as new language can be adopted, the City should
operate under selected portions of Chapter 287, Florida Statutes (F.S. ),
a to be determined by legal counsel.
1 Delegate authority to purchasing manager to approve all acquisitions
'X N up to Category Four under Section 287,017, F.S.
�The City should adopt a new procurement code which emphasizes
X
- current practices.
Suspend local preference laws which may limit competition and
opportunities to reduce cost.
Bid limit adjustment to recognized price index.
X X
«' Eliminate City Clerk's involvement as it relates to bid openings -this
o- should be a function of purchasing.
X
x
Update and revise procurement operations manual incorporating
X X
revisions to the City Code.
The City should shift its focus from smaller dollar purchases to large
X
dollar purchases for commodities and goods. Furthermore, the City
should delegate small purchases to user departments while providing
:1 adequate safeguards which ensure sound fiscal con
Stale Contracts, SNAPS Agreements, and other contracting methods
X X X X X
offered by the Stale of Florida and other public entities can and should
be used to reduce administrative costs and reduce delays in receiving
goods and services by user departments. Incr
We recommend that the Chief Procurement Officer be trained in the
his/her
X X X X X
public purchasing profession with procurement activities as
? primary responsibility. It is also recommended that this position report
at a sufficiently high level in the organizati
Provide needed training, which should be included in the City's budget,
and certification should be encouraged for all professional staff and
X
required in the staff selection process. Improve Procurement staffs
i
understanding of customer needs with site
Cilyrfh: Jleerrftludgel
rro2 giros
$ 1,875
X $ 500 $ 500 $ 500 $ 500 $ 500 $ 500
X $ 2.000 $ 2,500 $ 2,500 $ 2,000 $ 2,000 $ 2,000
$ 4,800
8:5-IW6113"yelt r','111,11
City of Wall —
Management and Productivity Initiatives
x
Shift staff resources from small dollar purchases to large dollar
purchases and eliminate work that does not add value or is redundant.
Obtain a professional needs assessment of the technology
requirements of the City's procurement process (especially looking at
integration of SCI and APS). Retain the services of APS to complete
the implementation of all three procurement purchasing mod
All professional staff must have adequate training on personal PC x
applications, including spreadsheets, word processing, Internet, etc., to
improve their analysis and decision- making ability. City-wide
departmental training on financial and procurement
Develop and issue a comprehensive customer survey to determine x x x x x
satisfaction with the purchasing process and identify deficiencies so
that remedies can be implemented. Also, increase technical skills by
training purchasing staff and customers.
Upon completion and distribution of a new Purchasing Manual, all City x x
departments should be trained by Procurement with follow-up training
being provided annually. The City should also consider providing new
employees with procurement training (includin
The City should establish stern sanctions for personnel who violate
x
procurement policies. The City should inform major vendors of
personnel who can act as buying agents on behalf of the City. All
personnel should be trained on procurement policies.
Procurement Management Division -In depth evaluation of multiple
functions assigned to Procurement
Procurement Management Division -Practices should be evaluated to
x
ensure a competitive process occurs when procuring large dollar
services
Procurement Management Division -All contracting should flow through
x
the Procurement Division
Procurement Management Division -To ensure purchasing procedures
X x x x x
are not bypassed controls over the use of'direct' purchases should be
vigorously enforced
Procurement Management Division -A formal training program needs to
x x x x x
be adopted
Operating Practices -Restructure procedures for bidding/selecting x
x
$ 135
x
ff
F Y 02 FY'03 a
x $ 4.350 $ 1,550 $ 2,000 $ 2,500 $ 3,000 $ 3,000
$ 21,135 $ 33.783 $ 34,153 $ 43,308 $ 43,176 $ 43,176
Cily oJA-Flami - Office of Budgel 22 of 48
8:57 PA16/13/9811 limed C-1 brit
City of Miami
Management and Productivity Initiatives
FrO2 :1 PY 03
1
Establish Audit Committee of private citizens which meets regularly X
throughout the year. Potential candidates should include experienced
accountants, bankers, financial and insurance executives and persons
of similar backgrounds.
Critical Success Factors -Establish Audit Advisory Committee to review X
work of Internal Audit department
Audit Advisory Committee -The Audit Committee should be expanded to X
include a City Commission member as a non -voting member
Audit Advisory Committee -The Director of Internal Audit should be an
integral participant in Audit Committee meetings
Audit Advisory Committee -Meetings should be conducted quarterly, at X
a minimum
Require Audit Committee to meet with the external auditors at least X
twice during the year.
Enact changes to the City Charter/Code to reflect the nature, purpose X
and composition of the Audit Committee.
Internal Audit -The City code requires significant revision to bring about X
the recommendations outlined
Audit Advisory Committee -The City Code should more specifically X
delineate Audit Committee composition in order to provide
representation from varied business backgrounds
Implement a formal policy for selection of external auditors to be X
executed by the Audit Committee. The Audit Committee should also
oversee the evaluation of the performance of the external audit team
on an annual basis.
Implement a formal policy for the maximum length of external audit X
As part of the Audit Committee's duties, they should review the scope X
of the external auditor's approach while the audit planning is in
progress and review the results of the audit upon completion.
The Audit Committee should also monitor other services provided by X
the external auditors to ensure that a proper level of independence is
maintained.
Reorganize the Internal Audit Department to report directly to the Audit X
Committee
Internal Audit -Audit function should have dual reporting to the City X
Manager and to the Audit Advisory Committee
Ciry"fA4. heoJlhidgef 8.5"PAM613�98/1. ["I1"if
Internal Audit -The audit plan should be reviewed by the Audit
Committee to ensure it is balanced
Audit Advisory Committee -The roll of the Audit Committee should be
expanded and clarified to ensure review of both external and internal
audit results
The Chairman of the Audit Committee should make an annual report of
its activities to the City Commission.
Internal Audit -A summary of audit results and responses should be
prepared quarterly and presented to the Audit Committee and the City
Commission
Audit Advisory Committee -The Audit Committee should provide a
quarterly report to the City Commission
Audit Advisory Committee -The City Commission should be educated
on their role in reviewing audit results and interacting with the Audit
Committee
Hire an experienced CPA with significant exposure to the public sector
as Director of Internal Audit.
Internal Audit -Should expeditiously hire a Director of Internal Audit with
a CPA, CIA, or CISA
The Director of Internal Audits should immediately complete an
assessment of the strengths and weaknesses of the Department,
services historically provided.
Determine the long-term role of the Internal Audit Department (e.g.
primarily involved in compliance and internal control issues, assisting
external auditors, conducting operational and performance audits, etc.)
Internal Audit -Staff time spent on non -audit functions should be
reviewed, audit staff work should focus on auditing
A full scope, internal audit function is ultimately recommended. A
determination should be made as to how the function is to be achieved
in-house and/or with contracted services.
Internal Audit should include IT as an area for ongoing review. Review
should include periodic testing of both general controls (organization,
physical and security) and applications controls (processing controls
and testing procedures).
Program change controls and logical access (data security) should also
be reviewed.
City of Mianrr
Management and Productivity Initiatives
X
X
X
X
X
X
X
X
X
X
X
X
� c. Standardized working papers and detailed IT auditing programs should X
w„ be prepared.
Cify aJMiami - Office of Budgel
24 oj48
8:571'M6113198U lime & Coo! Inif
City of Miami
Management and Productivity Initiatives
Internal Audit IT reports should be issued to the City Commission on
x
IT audit findings.
Test procedures and data should be designed so as to simulate all
x x x X
conditions which will occur under normal processing conditions,
including data that deliberately attempts to violate data validation and
control routines.
Users should be involved in the design of test procedures data.
X x x x
Documentation of testing procedures should include:
X X x X
Specific Objectives of the test,
x x x x
Identification of types of transactions to be tested including transactions
X x x x
which should lest all aspects of the new program or program change.
Inspect test results, including reported errors.
X x X x
The actual test results and the comparison to the predicted results.
x x X x
An overall summary, including conclusions.
x x x x
Critical Success Factors -Change Internal Audit's focus to controlling
x
business risk, including systems
Internal Audit -An audit plan should be developed in conjunction with the
x
City Manager and department heads and should incorporate a risk
based approach focusing on internal controls and business risks
Internal Audit -The audit plan should include a greater complement of
x
performance audits
Internal Audit -The audit plan should provide for a sufficient review of
x
systems security
Internal Audit -Audit review should be provided to the YEAR 2000
x
systems conversion
Internal Audit -The City Manager as well as the Auditee should receive
a copy of the audit reports
Decide whether the present staff can provide the services envisioned
x
on a long-term basis.
FY62 W03 .. �
$ 60,000 $ 60,000 $ 60,000 $ 60,000 $ 60,000 $ 60,000
$ 60,000 $ 60,000 $ 60,000 $ 60,000 $ 60,000 $ 60,000
0(v of M 'ice of Nndgel
Nr5' IW6/13,'M? ("", I'd/
City of Mian..
Management and Productivity Initiatives
z u�-
' i
ran - F1CO2 irro3
Evaluate whether the organizational status of the Internal Auditing
Dept. is sufficient to permit the accomplishment of its audit
responsibilities.
An effective Audit Committee should ensure that audit assignments are
based on risk rather than political, or other factors.
Internal Audit -Audit staff dispersed in other departments should be X
identified and centralized within the department, as appropriate
Internal Audit, External Audit and Audit Committee Total $ 120,000 $ 120,000 $ 120,000 $ 120,000 $ 120,000 $ 10
The City should also develop a comprehensive cash flow forecast. X X
Opportunities Task Force -Comprehensive operating and cash flow X X
projections should be developed for a five year period
City should develop plan to return to fiscal strength, establishing targets X X
for appropriate fund balance reserves and funding of additional
reserves, addressing employee compensated absences, seff-ins.,
capital replace., contingencies, and debt repayment.
Also addressing employee compensated absences, self-insurance, X
capital replacement, contingencies, and debt repayment.
Opportunities Task Force -Operating cash reserve should be sufficient X
to cover 30 to 60 days of operation
Opportunities Task Force -Prudent to maintain cash reserves of
unfunded self-insurance liability of not less than 30% t0 50% of
outstanding claims
The City should develop a detailed forecast of expected short-term X X
cash payments relating to compensated absences in light of the
significant percentage of the City's workforce currently eligible to retire
or expected to be eligible by the year 2000.
The City should continue to work to develop and implement operating X X
plans that ensure the City functions at a surplus each year.
Opportunities Task Force -Projections should address the future X
courses of action which will be required for the City to continue as an
operating entity
Opportunities Task Force -Steps should be taken to return the solid X
waste enterprise fund to profitability
Opportunities Task Force -Raise user charges in Solid Waste to an X
appropriate amount based on related costs and charges for similar
services provided by other South Florida municipalities
Cily afMiami - Office ofBudgel 26 of 48 8:57 pM611319811 lime R Cavl /oil
City of Miami
Management and Productivity Initiatives
Opportunities Task Force -Review level of Solid Waste services X
provided and reduce service if appropriate j
Revenue Options for Consideration -City could, through public hearing,
increase the millage to 10 mills
Revenue Options for Consideration -City could levy up to 20% on each X
non-exclusive franchise granted for garbage collection within the City
Revenue Options for Consideration -City could adopt by ordinance a X
telecommunication ordinance levying 7% on intrastate long distance,
cellular, page and telegraph service
Revenue Options for Consideration -City could levy up to 10% on water X
service within the City limits
Revenue Options for Consideration -City could adopt by ordinance a fire X
services fee to all property owners within the City limits
Revenue Options for Consideration -A rate analysis should be X
performed on all Enterprise Fund operations and revised rate
schedules should be adopted by ordinance to recover expense of
Revenue Options for Consideration -A rate analysis should be
performed on Internal Services Fund operations and revised charge
back rates should be adopted to recover expenses of operation
Revenue Options for Consideration -Suggest City review the annual X
revenues received on mobile homes licenses fees and if revenue is flat
or declining establish an enforcement program to increase compliance
with the City limits
Revenue Options for Consideration -Suggest an analysis be performed X
on miscellaneous fees and charges to update for inflation or increased
operating expenditures
Revenue Options for Consideration -Suggest City review the allocation
of the Local Option Gas Tax and determine ability to change allocation
methodology based on population
Revenue Options for Consideration -Adopt ordinance levying road X
assessment fee to property owners within City limits to maintain City
roadways
Plan should include the full costs of operating the City, including
employee pensions, compensated absences, self insurance, risk
underwriting and other activities which may require future payments.
i
,Eros FVOia
oily OfA4 ice oJlindger
8:5-PA1G113.MB ,),�lnll
"'° ram;
Adopt a written enforcement policy with escalating collection efforts
I based upon the level of default and time to cure. An in-house or
outside collection effort should be assigned to monitor and enforce this
process.
Evaluation of USHUD Funded Loan and Grant Programs -Take
immediate steps to accelerate actions to improve the collection and
servicing of outstanding and in -process loans in a diverse portfolio
Evaluation of USHUD Funded Loan and Grant Programs -Take
immediate and more aggressive steps to reprogram its current and
unspent prior years allocations of CDBG funds to fund other eligible
City activities
Evaluation of USHUD Funded Loan and Grant Programs -
Recommended that City provide and commit the necessary resources
to pursue full and complete receipt of funding reimbursements
k3f Evaluation of USHUD Funded Loan and Grant Programs-
r,'r` Recommended that City continue to identify pending reimbursement
opportunities and aggressively pursue the repayment of the funds due
Evaluation of USHUD Funded Loan and Grant Programs -City should
I vigorously seek funding through the grant programs (see task force
report)
m tW
` a OM5 Establish a Loan Review Committee comprised of bank officers living
A # ,!A or working in the City of Miami to consider loan applications and bring
,expertise to the entire credit review process.
s 1 Evaluation of USHUD Funded Loan and Grant Programs -Should take
immediate steps to implement more stringent loan underwriting
guidelines and procedures to reduce future loan losses relative to
& ongoing new lending activities
&_
",4 X, Evaluation of USHUD Funded Loan and Grant Programs -City could
t immediately suspend all new lending and reprogram those loan funds
•"`A and repayments or recoveries from outstanding loans to the greatest
extent possible
Evaluation of USHUD Funded Loan and Grant Programs -City
�3
Commission can reverse its previous approvals and cancel
commitments for two Section 108 projects totaling $6,645,184 which
' Yf have not been submitted to USHUD for processing and approval
Consider the sale of defaulted loans to authorized third parties in
rxg.�..' conjunction with continued dialogue with entities such as FNMA and
m HUD.
City rJMiami - Office of Budget
City of Mian._
Management and Productivity Initiatives
X
X
X
X
X
X X X X X X
X
X
X X X X X X
X
X
28 of48
$ 60,000 $ 60,000 $ 60.000 $ 60,000 $ 60,000 $ 60,000
8:57 PM611319MB Time d. Cnel Grii
City of Miami
Management and Productivity Initiatives
FY'02 F'Y'01
s
cation of USHUD Funded Loan and Grant Programs -Use of private X
ation services should be explored to enhance the effectiveness of
servicing
Hire a highly qualified, experienced private sector firm as soon as X X X X X X $ 67,500 $ 90,000 $ 15,000 $ 35,000 $ 15,000 $ 15,000
Z;A possible, to assist the City in doing a detailed technology needs
, , assessment and develop a technology strategic plan.
Information Technology Division (IT) -The IT Division should redefine its
X X X X X X
mission in light of the trends in technology development
Hire technology expert to head up a newly created Department of
X
Information Technology.
The individual must provide direction and vision, negotiate effectively
X
with vendors, close credibility gap by results, be unbiased and
objective, and communicate effectively with various constituencies.
'Negotiate interim extensions of software licensing agreements with
X
current vendor to provide for interim system requirements until
information technology needs assessment is completed.
r4„a. Immediately address those priority issues regarding inter -network
X
communications and architecture decisions. This can be determined
v+ * prior to the completion of the technology strategic plan.
W
Several Information Technology Systems require immediate
X X X X
improvement in the area of internal controls. Some of these issues
require high priority attention in order to ensure the continuity of the
City's operations in the case of unplanned interruptions
s,
,K
Fleet Management Task Force -Implement a complete Management
X X
Information System with a Fleet Management module
Establish internal, cross -departmental Steering Committee to report
X X X X X X
regularly to City Manager on policy/budget/management and resource
2' allocation issues related to technology.
$
Y
+ Duties and responsibilities of the committee should be clearly defined in
X X X X X X
!* a formal charter and should include the review and approval for:
' t
C Major changes in hardware or software.
X X X X X X
CirygfAM Qce of/hedger
8 r5' PA-16 13iY8/t ( ", q 1, l
City of Nat —
Management and Productivity Initiatives
:i
giros r' giros 3
`g Research and development projects under study.
X
X
X
X
X X
The results of any cost / benefit analysis.
X
X
X
X
X X
Software application development or acquisitions.
X
X
X
X
X X
f
f
Project priorities.
X
X
X
X
X X
10��4Resource allocation in terms of time, personnel and equipment.
X
X
X
X
X X
=p, Controls in effect.
X
X
X
X
X X
r�
Conversion plans.
k
X
X
X
X
X X
kEmergency procedures, contingency and physical security plans.
X
X
X
X
X X
b
Insurance coverage.
X
X
X
X
X X
a Budgets and plans pertaining to the IT function.
X
X
X
X
X X
r
ii W' IT User Group Committees should be established and be responsible
5'
Communications between users and the IT Steering Committee,
X
X
X
X
X X
,*i management and regulatory agencies.
Establishing user priorities.
X
X
X
X
X X
t�
Monthly service requests reporting by application.
:fir."-"?
X
X
X
X
X X
Coordination and approval of request for IT services. X X X X X X
Authorization of data file removal from data centers.
X
X
X
X
X X
Review and approval of file retentions.
X
X
X
X
X X
vv
Coordination between users and IT.
X
X
X
X
X X
t
4 3 Maintenance of commonality of system.
X
X
X
X
X X
��
� � f
Review and approval of cost estimates.
X
X
X
X
X X
i_ User participation in new system requirements. X X X X X X
City ofMlnmi - Office ofBudget 30 of J8 8:57 PA1611319811 Mille & Cast brit
User group Committees must be held accountable for all program,
changes and requests for IT services from their group.
Critical Success Factors -Establish Information Systems Steering
Committee
Information Technology Division (IT) -A technology Steering Committee
should be established chaired by an Assistant City Manager
Consider having Information Technology report directly to the City
Manager to account for the needs of all City operations and to more
effectively resolve issues related to technology.
Information Technology Division (IT) -Recommended that IT should
report to the City Manager's Office
Opportunities Task Force -Steps should be taken immediately to
implement procedures, upgrade systems and provide adequate
professional staff to improve the timelines and integrity of the City's
financial and management information
City should develop a five year strategic IT plan that is based on the
City's Five Year Plan. This plan should be a working document that
addresses key issues such as hardware, software, applications
development, communications, emergency procedures and c
Information Technology Division (IT) -Funding needs to identified and
reserves need to be built to complete the network infrastructure for
Police and Fire and replace PC's
Approach potential teaming partners in both the public and private
sectors to develop different information systems and cost -sharing
approaches. A natural partner might be Metro -Dade County and local
Universities.
City of Miami
Management and Productivity Initiatives
X X
X
X
X X
x x
x
x
x x
X X
X
X
X X
X X X X X X
X X X X X X
X X X X X X
X X X X X X
*'. Seek a private firm to simulate the Year 2000 and provide a lest bed for X X
all City Systems to insure that Year 2000 corrections being made will
indeed solve all related issues.
The IT Division should review its staffing to assess whether it has the X
required experienced personnel resources to complete the project
available without cutting other required system development and
maintenanca.
t
�02 1 t �roa
2,000,000 $ 2,00016*
$ 2,067,500
$ 2,090,000 $ 2,015,000 $ 2,035,000 $ 2,015.000 $ 2,015,000
$ 52,500
$ 50,000
City ofM. .ice q(Budger
8:5'IW6//3/98R , . C„v lnir
City of Miat.
Management and Productivity Initiatives
Information Technology Division (IT) -A plan needs to be devised and X X
funded to complete the task of making City systems Year 2000
compliant
A comprehensive business continuity plan should be developed, X X X X X X
w c documented and periodically tested to ensure continuity in the City's
q business functions, as needed, after a loss if IT services in the event of
a disaster. Plan focus should be as follows:
u,= ice-.,
�1_ Limit economic loss in case of an unplanned interruption. X X X X X X
r
{{ Minimize disruption to key servicelbusiness functions. X X X X X X
Maximize awareness of the City's fiduciary responsibility adopting a X X X X X X
"due care" mentality.
��, ;i
Analyze the cilizentbusiness community awareness implications of X X X X X X
extended service interruption.
YDetermine exposure and design preventable measures. X X X X X X
Determine recovery and restoration needs and facilitate that recovery
X X X X X X
and restoration.
t't
City should develop and implement adequate plan maintenance
X X X X X X
procedures which involve representatives from each of the critical
,rt+ ,jbusiness areas. Otherwise, contingency plan will become outdated
and, thus, of little use in the event of a disaster.
r s Reciprocal agreements are not a viable alternative for supporting
X
a a critical IT operations during unplanned interruptions. Other alternatives
should be explored such as hot sites, mobile operations facilities,
f
a ' internal backup and so forth.
City should develop speck testing procedures for its Disaster
X X X X X X
Recovery Plan. Each test of the plan should be monitored by an
external observer with an independent assessment made and reported
back to Senior Management and the City Commission.
s r�
s x The City should develop and publicize a data security policy, as well as
X X X X X X
i< 3, standards and procedures for data security administration. Password
r ° administration procedures should be formalized.
as
Wo NY 1 Management should develop and implement a formal vehicle to
X X X X X X
h communicate any aersonnaI changes to security.
,qgf,
Information Technology Division (IT) -IT must govern security issues X X X X X X $ 20,000 $
which should not be overridden by departments
TY02 1-Y'03 'f
410 (NXi ' 410,000 . $ 410,000'
5,000 $ 5,000 $ 5,000 $ 5,000 $ 5,000
City ofManri - Office of Budget 32 of J8
8:57 PM611"8B Time & Cwl brit
City of Miami
Management and Productivity Initiatives
Information Technology Division (IT) -A comprehensive disaster X X X X X X
recovery plan should be developed addressing PC networks and the
mainframe
Information Technology Division (IT) -Backup procedures should be
developed for the PC systems
Emphasize training of all Department of Information Technology Staff. X X X X X X
l
$ 15,000
$ 15,000
$ 15,000
$ 15,000
1
$ 15,000
$ 15,000
$ 87,500
$ 1,130,000
$ 430,000
$ 430,000
$ 430,000
$ 430,000
3
Information Technology Division (IT) -Formal training program should X X X X X X $ 20,000 $ 10,000 $ 10,000 $ 10,000 $ 10,000 $ 10,000
be adopted for project management and structured methodologies
Develop and implement a plan for Information training for the rest of the X X X X X X
City employees.
Integrate Management Training with specific goals and development of X X X X
the strategic plan.
Include GIS professionals in the list of professional planners and other
disciplines necessary 10 produce and carry out the City's strategic
plan.
Critical Success Factors -'Consider deleting "equivalent combination of X
training and experience' for professional credentials
Accounting Division -lack of technically qualified staff in some areas of X
the division
Internal Audit -Staff persons with CPA licenses should be required to
meet CPE requirements
$ 20,000 $ 10,000 $
10,000
$ 10,000 $ 10,000 $ 10,000
$ 2,175,000 $ 3.230,000 $
2,455,000
$ 2,475,000 $ 2,455,000 $ 2,455,000
,
a
r
s
n f 1
e
K„w O
Y'P
$ 1,042 $ 1.042 $ 1,042 $ 1,042 $ 1.042 $ 1,042
('fry of Aa (ce q f Budgcr
8.5' l'AM/l3/98B , C-(ul Dail
a
City of Miat._
Management and Productivity Initiatives
r� Internal Audit -Audit staff positions should be filled with individuals
possessing finance, accounting, audit, EDP and business backgrounds
',,� Internal Audit -Job descriptions should be rewritten to reflect the correct X
roles and responsibilities of the staff
Fleet Management Task Force -Determine proper classifications for X X X X
work performed and appropriate number of employees
M
"ii X X X X
�I$ � Health Insurance Task Force -The plan administrator should be very knowledgeable in matters involving applicable regulatory compliance
- a
f" Operating Practices -Establish the right of managers/directors to hire, X
promote and discharge employees based on qualification and job
,performance
The City should not hold a register of qualified applicants for two years X
'I"OiM The employee appeals process under Civil Service Board should be
X X
a reviewed. A common solution elsewhere appears to be having a
hearing officer handle appeals.
Review (raining and development skills That are needed to upgrade
X X X X
existing employee's ability to meet the strategic needs of the City.
r Once review is completed, commit resources to provide skills
development opportunities.
Accounting staff should be required to undergo minimum continued
X
professional training each year. training should address technical
a accounting and reporting issues, changes, or updates in the City's
fV
operations, policies, procedures and job duties.
� r
�¢ Attending IT auditing conferences, seminars, memberships in
X
professional organizations dedicated to IT auditing should be
encouraged on the part of the City's Internal Audit Staff.
c�
pNU A formal training program should be developed for each IT employee,
s which will address methods and techniques required to bring their
X X X X
he's performance in line with the City's objectives.
+"
The first step should be the development of a formal skills and
X
competencies inventory, preferably by means of objective skills
assessment tests.
�;..
tq At least one other senior Programmer / Analyst should be trained in
"
X X
LINC application development, and one additional staff member in
LINC Admin. to provide a backup capability. LINC environment has
not taken advantage of the new tools as it should have.
Internal Audit -The skill set of audit staff should be broadened and staff
'. ,•- should receive appropriate level of training
City ojMiand - OJIce ojBudget
X X
X X
X X $ 114,000 $ 10,000 $ 7.000 $ 7,000 $ 7,000 $ 7,000
$ 52,000
X X
$ 4,000 $ 4,000 $ 4,000 $ 4,000 $ 4,000 $ 4,000
34 gf48 8:57 PM611319811 Time & Co.vt /nit
City of Miami
Management and Productivity Initiatives
al
1 Y tl2 t FV'03 s
Risk Management Department Review -Establish a formal professional X X X X X X
development plan for each of the Department Safety Officers including
the use of internal and external resources
Operating Practices -Design and implement a comprehensive employee X
training program
Review best practices in City, County and Slate government in regard X
to leadership succession planning and develop its own process of
leadership development, recognizing that 51 % of the current executive
workforce will be eligible for retirement by 1999.
Critical Success Factors -Conduct a comprehensive review of personnel X
practices
Consider elimination of the two tier wage system. Markel rates should X
be established for all positions and used to set pay grades subject to
periodic evaluation.
Appointments to key City positions must not be made on the basis of
favoritism or political sponsorship and loyally.
Operating Practices -Remove "politics" from the employee hiring and
promotion process
City leadership must foster an environment that respects and values X X X X
the contributions of personnel at all levels.
$ 171,042 $ 15,042 $ 312,042 $ 12,042 $ 12,042 $ 12,042
Review Unit Certification Issued by PERC as to each bargaining unit to
X X
determine which positions were included in the unit.
Advise each union that as to those positions that are not part of the
X
certified bargaining unit it is not the authorized representative.
Modify the Civil Service Rules to:
Extend the list of positions which are unclassified to include managerial
X
and confidential.
Reestablish Managerial and Confidential Employees
X
Remove the limitation of the five unclassified employees in one
X
department.
oilyofm, icerJ/iudget .i 8;5-PAMJ, 13i9N11: C"'IIml
0
City of Miart-
Management and Productivity Initiatives
�V-; Submit a proposal to the Commission/Oversight Board of the City to X
contract with a claims handling organization such as Third Party
�,
�Administrator, or "engage" licensed temporary claims representatives to perform a project oriented "Claims Blitz".
Risk Management Department Review -The City should request a X
proposal for third party administrative handling services
x L,
' Claims Blitz to be designed to close as many inactive claims as X
possible, settle or resolve as many
y pending claims as possible and
establish diary dates for claims adjuster review.
a'
£ Augment existing in-house legal resources on a short term basis by X
establishing a relationship with outside law firm (s) that specializes in
worker's compensation defense to handle all "claims blitz".
Health Insurance Task Force -Implement a strong subrogation clause X X X X X X
and employ a law firm to protect those interests, paying their fees from
' moneys which are recovered
67
Related litigation and settlement agreements under the supervision of X
3 the City Attorney.
Evaluate the need for and hire additional staff needed to perform X
claims handling in accordance to best practices after the claims blitz
has been completed. Train new staff.
X X X X X
^ y Create and adopt claims handling procedures that reflect best X
' practices. Enforce strict compliance to these procedures.
�orM Health Insurance Task Force -Worker's Compensation payments X X X X X X
Health Insurance Task Force -Each health care carrier should produce X X X X X X
I � "I a claims analysis and reviewed semi-annually be Benefits and Finance
staff
Health Insurance Task Force -A claims and financial analysis should be X
' reviewed annually by Benefits, Finance, Human Resources/Labor
:a Relations and the City attorney
Y ,g
$ Health Insurance Task Force -Should perform a quarterly reconciliation
' and accounting of prescriptions against the administrative fee
5.
i
X
Risk Management Department Review -The City should utilize'besl
9 P Y
practices" claims management procedures for the handling of all claims
W,, ` Risk Management Department Review -Should establish a committee of X
individuals representing claims, legal and finance to meet monthly to
discuss all claims reserved over various levels
X X X X X
X X X X X
$ 75,000
$ 30,000
City oJMionrl - Office oJBudgel
36 oj48
8:57 PA1611319BB lime F Cost /nil
City of Miami
Management and Productivity Initiatives
Risk Management Department Review -City Commission should X
consider raising the dollar level of claims that need to come before the
Commission for approval
Review and if necessary change job description and background X
prerequisites for claims adjusters and claims supervisors handling
worker's compensation claims to reflect the complexity of the work and
skills.
Elevate the reporting relationship of the functional leadership of the
Safety Department.
Risk Management Department Review -City should re-evaluate the
reporting hierarchy for the Safety Department
Risk Management Department Review -Fully implement LMP 1-95 (City X
Wide Safety Committee)
Risk Management Department Review -Fill the Police Department X
Safety Coordinator position within the next 30 days
Risk Management Department Review -Identify the roles and X
responsibilities of all City management as it relates to safety and hold
them accountable
Risk Management Department Review -Complete an assessment of X
each City Department's safety and health program using the OSHA
Program Evaluation Profile
Appoint an evaluation committee to perform an interim review of the
effectiveness of vendor selected to implement the managed care
arrangement for the City of Miami and the program.
Health Insurance Task Force -Reevaluate the executive plan which
provides no incentive for managed care election by the executive
Risk Management Department Review -By December 1, 1996 a X
managed -care arrangement (mandated by state law) for workers'
compensation should be submitted to the Florida Agency for Health
Care with an effective date of January 1, 1997
X X
X
X X
X X
X
X X
X X `
X
X X
X X
F1"b2 Y FY'b�
75,000 $ - $ 30,000 $ - $ - $
j Uk," Group Benefits and the Human Resources / Labor Relations X
Departments should all report to the same ACM.
Health Insurance Task Force -The Benefits Department should be part X
of the Human Resources Department or Labor Relations Office
('irygfU icerfBxdger _ 8.5'1'M196,13,'Jxif ,'ovbrH
City of Miat,
Management and Productivity Initiatives
D2 EV, F"
i
Health Insurance Task Force -The Benefits Department should be part X
of the Human Resources Department or Labor Relations Office
Health Insurance Task Force -One person should be designated in X X X X X X
writing as plan administrator
The City should immediately employ an insurance Benefits consultant X
to be on hand for development of pricing and Benefits models for
insurance Benefits procurement.
X
Health Insurance Task Force -An insurance broker should be available
to the management negotiating team to provide actuarial analyses
x x x x x x
Health Insurance Task Force -Multiple year health care carrier contracts
should be negotiated and re -negotiated not less than every two years
Health Insurance Task Force -The Benefits Office should have the
X
services of a an insurance broker available for use upon demand
Health Insurance Task Force -Authority to negotiate any type of benefit
X X X X X X
plan to contract with an insurance carrier should
Health Insurance Task Force-Allorney and Chief Financial Officer
X
before incurring obligation
Health Insurance Task Force -Should explore the possibility of
X
contracting for some benefits utilizing the combined leveraging ability of
multiple local communities
Health Insurance Task Force -A strong subrogation clause should be
X X X X X X
established and enforced within the health care plan
Health Insurance Task Force -Cost containment incentives for third
X
party administrator or health care contractor should be added to the
contract
Health Insurance Task Force -Wire transfer procedures should be
X X X X X X
examined semi-annually and transfer accounts should be continuously
audited for accuracy
Health Insurance Task Force -A survey of all benefits should be
X X X X X X
conducted not less than every two years to determine the competitive
position of the total benefits package
Health Insurance Task Force -Should periodically evaluate the
X X X X X X
difference between self insurance and commercial insurance to
determine if advantages lie in changes
City ajAfiand - Office ajBudgei 38 oJ48 8:57 PA46113198B d ime & CneY /nil
City of Miami
Management and Productivity Initiatives
Health Insurance Task Force -May want to consider offering, on a X X X X X X
voluntary (employee pay all) basis, supplemental life and disability
insurance
Health Insurance Task Force -Reevaluate the proportional cost for X X X X X X
health care bome by the City where retirees are concerned
Health Insurance Task Force -Should expand flexible benefits and avoid X
paying the employer portion of taxes on earnings
X
Health Insurance Task Force -Incorporate into future ASO contracts a
stipulation that it is the responsibility of the third party administrator to
constantly seek opportunity for cost efficiency through purchasing
Summary plan descriptions should be updated and distributed timely.
X
Health Insurance Task Force -A Summary Plan Description of all
X
benefits should be prepared and distributed to each plan member with
all terms and conditions clearly spelled out
Engage a private employee Benefits communications and enrollment
X X X X X X
firm to lake over the responsibility of annual communications and
enrollment of all core and voluntary Benefits.
Health Insurance Task Force -The benefits program needs a formal
X X X X X X
delivery system
The City should receive a detailed actuarial report identifying the
X X X X X X
correct current claims loss reserve for the medical plan and then
incorporate a plan for achieving that reserve within five years.
Health Insurance Task Force -The benefits program needs coordination
X X X X X X
to arrest and control costs
The City should not negotiate any agreement wherein it both X X
relinquishes control and guarantees performance at the same time,
such as in the current F.O.P. medical plan agreement regarding the
reserves -Must not be tied to "Prevailing Benefits" clause.
Retain the management right to subcontract or privatize any and all X X
aspects of job functions without further bargaining over decision.
Bargaining shall be only over impact of decision.
Fleet Management Task Force-Outsource all or part of fleet services X X X X X X
through either the private sector or Metro
i
KY 02 FY 03
$ 20,000
$ 20,000 $ $ $ $ $
Ciry i fA4. ire of Budget
8, 5' PA ffi.'l 3.981i . , uJ 1nir
City of Mian..
Management and Productivity Initiatives
Eliminate all "Prevailing Benefits" clauses.
X X
Eliminate five percent increase in salary, and hence all accrued
X X
benefits, on retirement.
X X
Eliminate Union control or veto of any City -funded programs.
Eliminate all City -subsidized payment of time used for Union business,
X X
including "time pool," release to work, negotiations, grievance
investigations, etc.
Centralize all communications with the Unions through Labor Relations
X X
Officer. This includes grievances, work peace issues, concerns, etc.
Prohibit any department, including Fire Department, from entering into
X X
"side" agreements under the Collective Bargaining Agreements.
Cost out the total financial package under the agreement to determine
X X
the actual "wages" paid.
Fleet Management Task Force -Terminate the current Police take-home
X X
policy
Health Insurance Task Force -The chief benefits officer should
X X
participate in some form with Union negotiations where benefits are
involved
Risk Management Department Review -The City should conduct an
X
immediate review of all labor agreements to identify cost savings
Retain management right to make decisions required to operate and X X
limit bargaining to impact only.
Continue the Labor -Management Committee meetings in which the
Union and the Administration can discuss speck issues and ideas on
an ongoing dialogue with the City.
Operating Practices- Develop a system to improve internal
communications (staff meetings, employee interaction meetings)
Institute a "Suggestion Box" for employees; consider incentives
programs.
Review current fire inspection fee collection procedures.
X X X X X X
X
X X X X X X
,FYas Pima
City of ATami - Office r f Uodger 40 of J8 8:57 PAW13/9811 Time & Cam lilt
Establish clear guidelines and procedures for department heads to
follow in their daily labor-management relations with representatives of
the unions.
Recognize the importance of the Office of the Labor Relations as the
institutional manager of labor management relations at the City of
Miami.
Increase frequency of communications between employees and City
administrators.
Effectively integrate Union officials into the strategic planning process
of the City.
To improve communications, City management needs to recognize and
respect the leadership roles of Union officials within their organizations.
JW
Establish a capital assets management policy, similar to the following:
^( (In seeking to maximize the City's return from its current and future
t" asset portfolio, the City will aggressively manage these assets) :
Incorporate the fourteen Guiding Principles related to Asset
Management identified by the SFRPC in its memo of 411/97.
Iz Emphasize improved asset management in general as a means of
v achieving fiscal stability instead of land lease options.
Apply the principles embodied in the Checklist for Successful Asset
Management identified by SFRPC in its memo of 4/1197
a " Fleet Management Task Force -Review remaining individual vehicle
assignment and vehicle take home policies
bar
Fleet Management Task Force -Work with using agencies to determine
fleet size and composition necessary to perform departmental functions
li
rFleet Management Task Force -Evaluate and establish a motorpool,
t.�-
y , ,where applicable
Y Fleet Management Task Force -Implement a vehicle
! , ` replacement/disposal program using proceeds from sale of vehicles to
kl 1 offset new vehicle purchases
Oly ofA4, ice of Budgcl
City of Miami
Management and Productivity Initiatives
X
X
Labor Relations Meeting Total $ _ $ _ $
Human Resources and Employee Benefits Total $ 266,042 $ 15,042 $ 342,042 $
X X
FV02 FY OJ
12,042 $ 12,042 $ 12,042
zar; •
I
X X
X X
X X $ 96.000
X X $ 650,000 $ 650,000 $ 650,000 $ 650,000 $ 650,000 $ 650,000
8:57 PAMh 13/98B , ""(1ml
City of Miam.
Management and Productivity Initiatives
FY'02 j FYVS
Operating Practices -Establish a preventive maintenance program for X
park facilities and equipment
Operating Practices -Consider maintenance costs and other operating
costs prior to the approval of Capital Improvement Projects
Maximizing the City's return will include pursuing alt. ownership/mgmnt. X
strategies, which optimize the benefits of private ownership (tax
revenue streams and elim.public costs associated with ownership),
while meeting the Cilys public policy objectives.
Coconut Grove Convention Center Increases -Coconut Grove
Convention Center Increases
Coconut Grove Convention Center Increases -Increase the CGCC sold X
out lot from $800Iday to $1500/day
Coconut Grove Convention Center Increases -Add a move-in/move-out X
rate for CGCC
Coconut Grove Convention Center Increases -Increase the minimum
rental guarantees to $2000 per hall or charge a flat fee for usage of the
halls eliminating the option of a minimum or net rate
Review of Marina Rate Increases -Recommend increasing rate for
sightseeing vessels from $.401f to $.80 If
Review of Marina Rate Increases -Recommend increasing rate for
commercial vessels comparable to the County
Review of Marina Rate Increases -Recommend elimination of the 20%
discount to City residents
The City should evaluate various levels of asset privatization for all new X
capital projects as it plans, builds, or acquires additional public facilities
and assets.
The City will manage its existing portfolio by selling or donating non- X
buildable parcels; "packaging" and marketing properties; "packaging"
properties for future use; reviewing alternative ownership/management
options.
$ 746,000 $ 650.000 $ 650,000 $ 650,000 $ 650,000 $ 650.000
Complete the Inventory of all City owned and leased property.
City oJhfiami - Office of Beidger 42 aj48 8:57 PM611319811 lime & C-1 Gdr
City of Miami
Management and Productivity Initiatives
Develop a strategy for continuously updating the comprehensive
inventory of City property.
Opportunities Task Force -Should compile a complete inventory of all
real estate parcels owned by the City, including location, description,
current use, etc.
Opportunities Task Force -Parcels should be categorized according to
their use, i.e., city operations, leased to third party, vacant, etc.
Document current condition of all properties (e.g. brief description, X
digital pictures).
Conduct a comprehensive review of all facilities subject to the
requirements of the ADA to determine the costs for required
improvements and begin the budget process for these improvements.
Revise IDRs to include monitoring of roads, water, sewer, drainage
and any other infrastructure that may be controlled or affected by
agencies other than the City.
Prioritize properties identified for sale or lease and establish potential X
market value through assessment and/or appraisal.
Establish future property tax potential. X
Add the following info. to the property inventory spreadsheet: book X
value, assessed value/dale, appraised value/dale, potential annual
property tax base based on current/future use, annual maintenance
cost, surplus status.
Plus targeted disposal year, projected future use, and parcels designed X
as parks and recreation, public space.
Develop Annual Property Plan that supports the proposed City Asset X
Management Policy.
Ensure that all transactions involving City owned or controlled
properties will be subject to the review and approval of the Asset
Management Division of the Planning and Development Department.
Opportunities Task Force -Analysis should be performed for each parcel X
of lease property to determine certain factors (see task force report for
X
X
X
'01 FY 02 ' PY 03
$ 60,000
60,000 $ $ $ $ - $ -
citynfAl iceofUxdgef 8:5"PAW1348B C-1Intl
City of Miamr
Management and Productivity Initiatives
ii
FY'oz "03
Include an assessment of City capital facility needs and operations in X X X X X X
the projection of past, present and future deficiencies and financial
obligations.
Conduct a comprehensive review of all facilities to improve public X X X X X X
safety and to reduce liability.
X
Opportunities Task Force -Parcels currently used by the City should be
analyzed to determine certain factors (see task force report for factors)
Opportunities Task Force -An analysis of surplus parcels should be X
performed to determine certain factors (see task force report for
factors)
Opportunities Task Force -Should consider selling the Miami properties
to one of the lessees or another third party
Sale of City Assets -All city property offered for sale should be reviewed
by the Law Department
Sale of City Assets -Original funding source utilized to acquire and X
improve city owned property needs to be identified and analyzed.
Sale of City Assets -Review all City Parks and evaluate the ability to X X
provide a consolidated neighborhood park system, selling any non-
essential and non -restricted park land
Sale of City Assets -Evaluate the transfer of small neighborhood parks X
to Neighborhood associations
Sale of City Assets -Sell various identified properties (see task force X
report for specific listing of properties)
Sale of City Assets -If properties are sold to governmental agencies City X
should negotiate a voluntary annual payment in lieu of taxes (PILOT)
fee in connection with such sales transaction
Revenue Enhancements -Sell inappropriate park properties (or revert X
them to original donors)
Each City Department should prioritize its properties /facilities based on X X
their Department's Strategic Plan.
City oJhfiaml -OJJIre oJBrrdger 44 of 48 8:57 PM6/!3/98H I inre & Car Ind
City of Miami
Management and Productivity Initiatives
W02 FY'03
The Annual Property Plan should include a summary of the following X
information: Properties to be sold, properties to be leased. leases due
to renewal, tax impact, cost of maintaining.
Evaluate and implement measures to utilize public parks and recreation X
facilities to better generate revenue.
Review park and ticket surcharges; increase special event rentals and
fees; consider installing vending machines in public parks and facilities;
strict guidelines for fee waivers; institute fee for use of public boat
$ 250,000 $ 175,000 $ $ $ g
One department should be responsible for and adequately funded for X X
the maintenance and facility operations of all improved City properties.
Consolidate all property management / maintenance functions under
GSA.
Transfer the property maintenance individual currently in the X
Department of Planning and Development to the GSA Department.
Develop maintenance standards according to property type. X X
W
Analyze current property maintenance needs and integrate into X
maintenance plan and budget.
Adopt space/office standards that would apply to all departments.
Establish standards for office use and allocation.
To assure that the maximum sales or lease revenues realized from X
properties targeted for sale, priority must be given to repairs and
maintenance of these facilities.
Establish a fund for preparing properties for sale in annual budget. X
$ 300,000 $ - $ - $ _ $ _ $ _
I,
Complete inventory of rental -property that provides the following
information.
City "JM five of Badger
8:57/'till,/13,0'1, (5�,r hiil
City of Miah..
Management and Productivity Initiatives
Current monthly rental rate. X
Lease expiration.
Plan to re -negotiate rental rates f terms prior to expiration of leases.
Determine future rent increases based on potential land value and use.
Annually review the inventory to assure that the city is maximizing its X X
return on rental properties as per Annual Property plan.
Develop a standard lease terms outline in conjunction with the City
attorney that will best protect the City's interests as a guideline for
future lease renewals.
Establish and enforce a policy that the Department of Community X
Planning and Development must approve all lease proposals and
property purchases.
Move the collection and tracking of lease payments to the Community X
Planning and Development Department. Integrate rental revenue
information in the financial system.
Start an active campaign to identify delinquent tenants and bill for past X
rent due. Develop and enforce a policy for late payment which
includes provisions for late charges and eviction.
$ 110,000 $ 110,000 $ 60,000 $ $ $
Organize the City Manager's Real Estate Advisory Group of private X
industry professionals who are knowledgeable in the area of real estate
to review the City's leases and provide advice on leasing practices as
needed.
r -}
Advertise rental properties on the government cable access channel. X
City ofX imni - Office of Badger 46 r,/a8 8:57 PA16113198B Time & C-I Mir
City of Miami
Management and Productivity Initiatives
Responsibility for environmental compliance at City operated properties X
should be consolidated into a single department.
The City's Leases need to be revised to better protect City's liability X
associated with tenant activities which may result in soil and ground
water contamination.
The City needs to establish a policy of environmental compliance on all
of its properties and a program of annual operational audits to ensure
such compliance.
Fleet Management Task force -A complete review needs to be X
performed to determine DERM and OSHA noncompliance areas
In order to maximize the proceeds from the sale of surplus property, X
the City may want to consider selling on other than "as is" basis, in
appropriate circumstances.
f There should be an Assistant Manager in charge of Development who X
oversees the management of City property and coordinates the Annual
Property Plan with the Strategic Plan.
` The City should continue to assemble "expert panels from the business X
community to give advice on critical segments of City owned / leased
' properties.
Virginia Key and other large parcels of City property should be X
r assembled into single, consolidated RFPs and these should go out to
bid. Breaking up land parcels into different RFPs makes economic
development difficult.
With Watson Island, the southwest tract of land should be designated X
^ for a "state of the art" Science Museum or a use that is compatible with
other culturaVarts uses found in other "world class" cities.
With Dinner Key, an RFP to lease the existing convention center and X
° site for development that maximizes benefit to the City, but at the same
time does not erode the tax base of the surrounding commercial
dr' properties.
City,,fAt '1cegf1h,dge1
X X X X X
$ 50.000 $
K
.X
{ r
mpq 'k K f
Y qO w
PY 0
i s 3
a u
1
�
$ 50,000 $ 50,000 $ $ $ $
F
8.5-11AM, 13.IMP Coar bm
C�'
With the Knight Center Nations Bank Building Garage and the land
under the Hyatt, the property should be considered for sale since it has
been operated at a loss for 15 years.
With the Department of Off -Street Parking, the City should buy all lots
and garages and then develop an RFP to get a private company to
manage the lots with an initial 5-year renewable lease. Profit to go to
the general fund.
The legal Department should obtain concurrence of the City Manager's
Office prior to foreclosure.
The City should avoid assuming the cost of taking title, maintenance,
insurance and disposal associated with properties which are not
beneficial to the City.
Charter Revisions: Revise charter to streamline property transactions
Expedite resolution of the issue of whether an emergency waiver of
charter requirements can be used in the disposition of City owned
properties.
Establish a timetable to complete Charter revisions.
Give the City the ability to negotiate property sales up to 20% below
market value on properties appraised below $500,000. These would
not need to go to the Commission.
Give the City the ability to hire licensed real estate brokers to sell or
lease City property.
Eliminate the three (3) bid requirement for any sales or lease of
properties less than $500,000 and all leases with terms of less than five
(5) years. These would not need to go to the Commission.
Revise water front property section in Charter to establish reasonable
thresholds so that small parcels do not need to go to the Commission
for approval.
City of Miami - Office ofQiidger
City of Mian..
Management and Productivity Initiatives
t ;!
12 it F i i
l
X
X
X
X
X
X
X
X
X
Charter Revisions Total $ . $ - $ - $ - $ . $
Capital Assets Planning and Management Total $ 1,566,000 $ 985,000 $ 710,000 $ 660,000 $ 650,000 $ 650,000
48 of 48 8:57 PM611319811 Pint, & ('usi lair
APPENDIX C
Recommendations
Departmental
Comments
Formal strategic planning should be immediately reinstated as part of
the City of Miami's organizational structure. Develop the structure and
process to sustain long-range strategic planning for the City.
The City should complete the first strategic plan within a four-lo-six
month time period after convening team (to link to next year's operating
and capital budgets).
Engage a professional firm with expertise in strategic planning to
facilitate and expedite the completion of the first strategic plan for the
City.
Risk Management Department Review -Develop an overall safety &
health strategic plan for the City as well as for each Department
Upon completion of the strategic plan, develop and execute a
communication strategy targeted to residents, City employees,
government, the business community, media and location services.
Address ways to increase public investment in development in the City
through the strategic planning effort.
Strategic plan should include an Intergovernmental Coordination
Element, as the City must coordinate development with a number of
external agencies.
Actively pursue the input of the business community by inviting
representatives to assist in the development of the Strategic Economic
Development Plan, the new Comprehensive Plan and the revised Land
Development Regulations.
Determine the appropriate role of the Beacon Council in the planning
Institute a forum for resolving resource allocation issues to align all
major projects within the City's strategies.
Revamp the City's budgeting process to match the revised organization
structures cited in the organization plan. The tracking processes
should be flexible enough to facilitate sourcing decisions and
management performance.
Revise the plan to ensure that the actions of OBM are consistent with
the strategic plan by changing "should" to "will" in its discussion
regarding internal control and production of revenue manual.
City of Miami
Management and Productivity Initiatives
Building & Zoning May need changes to Charter.
Office of Budget Steps are being taken to hire a consultant to facilitate this process. First Strategic Planning Cycle will require the services of the outside
facilitator.
Office of Budget Once the facilitator/consultant is hired, the actual timetable of implementation will be prepared.
Office of Budget RFP is expected to be issued in February/March 1998- The first Strategic Planning Cycle should be finished by September 1998.
Risk Management - Mario Soldevilla In progress.
Office of Budget
CD Dept. & Planning Dept.
Office of Budget
Office of Budget
Office of Budget
Such communication initiatives are incorporated in the Strategic Planning Process.
Increasing public investment requires joint planning by the Economic Development staff in Community Development Dept. and the staff in the
Building & Zoning/Development Dept.
An intergovernmental coordination element will be included in the Strategic Plan.
This will be accomplished using existing organizations like the Beacon Council and the Greater Miami Chamber of Commerce.
The Beacon Council could be asked to be the convener of the business community representatives.
Such forums and conflict resolution initiatives are incorporated in the Strategic Planning Process.
This is an ongoing process. The Office of Budget will continue to explore new automation systems that will cost effectively add flexibility to the
entire planning process.
The Office of Budget will change the word "should" to 'mill".
City of Miami - Office of Budgel l of d 9 S: /2 PAW11/98C C'urnmeMs Liil
Plan to accomplish provisions of the Intergovernmental Agreement
should include speck tasks to be completed and timelines to be met.
Plan should include reduction of expenditures, improvement of
productivity, increases in managerial and operational accountability,
improvement of record keeping practices and a schedule of projected
capital commitments.
Critical Success Factors -Limited monitoring of departmental budgets
performed
Link Strategic Planning to Operating and Capital Budgets
Integrate the Capital Improvement planning and asset management
functions using team approach under the coordination of the office of
Asset Management.
Prepare all budgets after the annual strategic planning process has
been completed.
Merge budget and operating plans into one document.
Critical Success Factors -Each department should be required to
prepare a business planning cycle
Submit capital and operating budgets simultaneously and integrate
them in terms of goals and purpose.
Set capital and operating budget horizons to be consistent with
strategic goals.
Special attention and direction should be provided on how the City
anticipates utilizing the Capital Improvements Program (CIP) as a
management tool to maintain and improve infrastructure.
Include provisions in the goals and policies of comprehensive plan for
better monitoring of infrastructure that is controlled by agencies other
than the City.
Incorporate contingency planning into budgets.
;j The Capital Improvement planning guidelines should contain a
- requirement to annually update the City's Capital Improvement Element
of the Comprehensive Plan pursuant to Section 163.3177 (3) (a),
Florida Statutes.
t
Ensure that the economic planning and LDR update efforts are closely
1-. 7,.
synchronized especially in the areas of capital improvements and
monitoring using the City s Comprehensive Neighborhood Plan as the
i; master policy document.
City of Miami
Management and Productivity Initiatives
�� c _COMMENTS
The Five Year Plan is in place. Neectmidd(e.(nanagers 1p implement and control.
The Five Year Plan is in place. Need middle managers to implement and control.
Office of Budget As information systems are upgraded and the automation process continues, the City will be able to provide additional on line, and real Time,
Actual vs. Budget monitoring capability to the departments.
Office of Budget This process is already underway. We are endeavoring to incorporate this linkage in the FY 98-99 Budgeting Cycle.
These two functions are separate in our Five Year Plan.
Office of Budget Once the Strategic Planning Process is in place, that is the intention.
SW - Adrienne Macbeth SW - On -going throughout all fiscal year.
Office of Budget The operating plans are already a component of the Budgeting Process.
Director of Internal Audit This recommendation will be accomplished by the newly hired Director of Internal Audits
This will be implemented along with benchmarking.
Office of Budget The operating plan is already a component of the Budgeting Process. The process will be fine tuned and improved
Office of Budget This process is already underway. We are endeavoring to incorporate this linkage in the FY 98-99 Budgeting Cycle
Office of Budget Once the Strategic Planning Process is in place, that is the intention.
CIP and departments The purpose of CIP is to maintain and improve the infrastructure of the City.
CIP/Planning Comprehensive Plan will be reviewed for possible inclusion of these provisions.
Budget Cannot budget for all contingencies but it will be done when possible.
CIP/Planning The Comprehensive Plan will be amended annually in compliance with relevant Florida statutes.
CIP/Planning These efforts will be closely reviewed.
CityrJbli ce,,fBudgel - 5121 AM,JI v)�, ,v,I I
vrtrarncauurrerr R}r rrrwrc •r, ,r
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Expedite implementation of the City Manager's reorganization plan as Office of Budget
Ongoing.
outlined in the revised "Five Year Plan". The City should begin
planning how to adopt a more progressive organization structure.
Office of Professional Compliance -The Office of Professional Shirley Richardson
Compliance should be removed from the department
The office should be removed from the Department of Internal Audits & Reviews as said department is outside the umbrella of law enforcement.
This impedes the ability of the office to function at an optimum level of effectiveness & efficiency
Office of Professional Compliance -Consideration should be given to Shirley Richardson
incorporating this function within the Police Department organization,
Ideally, the OPC should be restored to its original mandate, that of monitoring ongoing police misconduct investigations reporting directly to the
reporting directly to the Police Chief
Office of the City Manager. Currently, within the Dept. of Internal Audits the office functioning in review
mode where cases are received after the investigations are closed by internal affairs. This precludes any active involvement & participation by
OPC. Reporting to the City Manager will also prevent any perception of conflict of interest in monitoring &
reviewing police personnel functions. The credibility of the oversight function provided by OPC is predicated upon its independence
Office of Professional Compliance -A review of other local jurisdictions
Shirley Richardson The need for civilian oversight is based upon what's going on within the local municipality. There are in excess of 100 civilian review boards
of similar size should be conducted to determine, if there is a need for a
nationally, the majority of which were established as a result of rising tensions between police & citizens &
separate review function, how it is typically organized
civilian distrust of the internal review process. The citizens of Miami have already supported having an independent system to oversee the
investigation of police misconduct complaints. Their concern too was that the MPD was not adequately investigating
their own officers & demanded civilian participation to ensure a complete investigation of their complaints. The OPC was created after
extensive research to determine performance & types of civilian review agencies operating around the country.
The OPC receives annually numerous inquires and request from other cities for its enabling legislation & Standard Operating Procedures,
Solid Waste Management -Solid Waste should be separated from GSA
Manager's Office Accomplished.
Move aggressively to reestablish an appropriate management structure GSA - Juan Pascual
GSA - Filled Superintendents of Lt. Fleet & Heavy Equipment Garage, Fleet Manager. Need a Secretary IV and a Executive Assistant for GSA
from first level supervisor through middle management to department
Director's Office
head.
Survey to determine perceived and actual departmental shortfalls in GSA - Alex Martinez
GSA - Fill middle management and line positions that are D145vacant will improve efficiency and level of service. Additional staffing is needed
staffing. Each department must justify the tasks to be performed that
in plumbing and air conditioning functions,
cannot be completed at current staff levels.
The City should perform a mgmnt./operations study of the finance dept. Finance Department
Additional staff requirements have been identified. Recruitment announcements will emphasize education proficiency.
This study should encompass an extensive analysis to evaluate
qualifications and the work loads of the staff to dot, need to expand
staff and / or reassign tasks where appropriate.
Critical Success Factors -'Selectively review and waive hiring freeze of R. Sue Weller Subject to labor negotiations.
positions Consider deleting 'equivalent combination of training and
experience' for professional credentials
Finance Job descriptions have been reviewed and modified to provide for the best qualified person to be employed.
City of A4iand - Office of Bridget 3 o a9
f S: 11 /'MC////9RC Cuoonrnn loft
funded to bring to City appropriately skilled staff to maintain City in
today's technology environment
Immediately conduct a planning study of office space to determine K
office requirements can be met through rearrangement of existing
space vs. leasing new space.
insider placing Risk Management under the Assistant City Manager
Finance and Administration to consolidate similar functions.
Consider placing Procurement under the Assistant City Manager of
Operations to enhance customer service orientation and efficiency.
Continue with current plans to transfer some fleet responsibilities from
the Fire and Police Departments.
Fleet Management Task Force -Strongly recommended that the
services performed at General Services Administration, Miami Police
and the Miami Fire Departments be consolidated Terminate the current
Police take-home policy
Solid Waste Management -A better sharing of overhead cost could be
made it all Fleet maintenance operations in the City were consolidated
responsibilities for other key maintenance to GSA.
The City needs to adopt appropriate policies and procedures to assure
that good business practices are followed.
Fleet Management Task Force -Need to optimize the layout and work
flow processes of the physical plant
Fleet Management Task Force -Car assignments should be reallocated
on the basis of shift size and duly assignment
Fleet Management Task Force -Vehicle service life should be extended
from 5 years and/or 75,000 miles to 6 years and/or 100,000 miles
Fleet Management Task Force -All surplus cars to the City's needs, or
ready for retirement, should be auctioned off instead of donated to a
sister city or any other entity
GSA - Juan Pascual GSA - Lt. Fleet and Communications moved to Heavy Equip. Garage facility. Need additional bays in order to repair & maintain equipment
properly. This was a result of sale of the Old M. Pool/Communications Property. Fuel fac. needs to be moved/relocated.
Environmental issues to be addressed. Size of facility dependent on size/sourcing of fleet.
Manager's Office Table of Organization is currently under review for possible modifications.
GSA - Judy Carter
GSA - Juan Pascual
Juan Pascual
Manager's Office
GSA - Alex Martinez
SW - A. Macbeth
Office of Budget
Juan Pascual
GSA - Juan Pascual
Labor Relations - R. Sue Weller
GSA - Juan Pascual
GSA - The newly -revised Table of Organization reduces the Purchasing Department to a division in GSA to reduce the number of city
departments. Proposed reorganization of GSA proposes Purchasing report to Assistant Director - Administration
GSA - Completed as of 10/1197.
Lt. Fleet operations are consolidated under G.S.A. (Completed)
Accomplished
GSA - This initiative is currently ongoing, discussions with City Manager & Director of GSA
SW - Develop departmental policies in support.
Integral part of the City's Five Year Plan.
Due to relocations and property sales Communications Division and Lt. Fleet Motorpool are housed in the facility originally designed for Heavy
Equipment only. This is causing crowding and affecting the ability to deliver services.
GSA - This should be part of the Fleet Audit and replacement schedule evaluation process.
Labor Relations - Tied to negotiations on eliminating lake home car program.
GSA - Vehicles should be evaluated on a mileage and/or engine hours basis (not years).
Labor Relations - R. Sue Weller Labor Relations - Tied to negotiations on eliminating take home cur program.
Office of Budget Only if cost effective to do so, given the City's operating environment.
Juan Pascual This is a legislative policy decision.
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5.UAM�/l.V,. neonbiil
Health Insurance Task Force -Form 5500 for each benefit where form is
required should be examined by Benefits, Human Resources/Labor
Relations and Finance Departments before being submitted to the IRS
Health Insurance Task Force -A sense of urgency coupled with
empowerment and responsibility should be developed within the
Benefits Office operating as a component of HR
Opportunities Task Force -Should be funding a portion of the future
benefits being earned by current employees on post -employment
health care benefits
Opportunities Task Force -Necessary to complete a long term financial
workout plan including a one -to -two year short-term plan
t
Opportunities Task Force -Workout plan should be designed to
immediately improve the operating cash flow through significant
revenue increases and expenditure reductions
Opportunities Task Force -Long-range workout plan should consider
partially eliminating accumulated deficits through sale of real estate,
refinancing debt and rightsizing City services
Opportunities Task Force -As soon as possible, the City should
determine its actual financial position as of the current date
Opportunities Task Force -Increase enforcement efforts to reduce the
level of illegal dumping within the City which is required to be cleaned
up by Solid Waste
Opportunities Task Force -Increase efforts to audit or otherwise verify
that the City is receiving the full amount due from franchise revenues
from commercial solid waste companies
Opportunities Task Force -Transaction on New Miami Arena should be
reviewed in detail to ensure that the return to the City is commensurate
with fair market value of the parcel
Opportunities Task Force -Serious consideration should be given to
obtaining as large a payment as possible in the near term and/or long
term recurring revenues on the New Miami Arena parcel
Opportunities Task Force -Should conduct review of all City activities to
determine which of the activities could be performed more
economically and with a higher level of service by another local
government or by a private enterprise
Opportunities Task Force -A complete listing of all the City's account
receivable balances should be compiled including revenues recorded in
the accounting records as well as balances which may not be recorded
Health Benefits - Nancy Fernandez Function being performed by group benefits pursuant to finance's instructions
Health Benefits - Nancy Fernandez Group Benefits is a part of Risk Management and has been empowered with responsibility
Manager's Office This item will be considered for potential funding in the future depending on the financial condition of the City.
Manager's Office See this Five Year Plan.
Manager's Office Accomplished.
Manager's Office Accomplished.
Manager's Office Accomplished.
A. Macbeth One Chief and six Sanitation Inspectors hired FY'98. Results should materialize within two quarters.
Finance/Solid Waste Treasury Management collects franchise revenues. Solid Waste provided Internal Audits with FY'98 commercial haulers for audits.
Manager's Office Accomplished.
Manager's Office Transaction closes on December 19, 1997.
Office of Budget Part of the Benchmarking initiative.
Finance This study has been accomplished.
City ojMiiii d - Office of Budget 5 o J9
I 5:11 PA46////I8(' ('onuucn[c /nit
as Task Force -Should review all services provided to
level of fees and charges associated with each service
Opportunities Task Force -Should determine whether fees charged are
reasonable based on the fully loaded cost of the service, rates charged
by other local governments and private enterprises for similar services
Opportunities Task Force -Rates should be adjusted to ensure service
users are paying the associated costs and to provide a return to the
City which is appropriate
Opportunities Task Force -Formal policies should be adopted regarding
when waiver of user charges are to be granted
Opportunities Task Force -Steps should be taken immediately to reduce
or eliminate the financial burden associated with ownership of James L.
Knight Center and Parking Garage and the Coconut Grove Exhibition
Complete negotiations with the Florida Dept. of Community Affairs and
enact the proposed Chapter 163, F.S. and Miami Downtown
Public/Private developments should include estimates of needed
capital improvements or revenues generated by the new growth.
Cost of Solid Waste Operations -Can save fleet operating costs as well
as crew time in Solid Waste by utilizing close -by Regional Transfer
Stations
Cost of Solid Waste Operations -May be able to accomplish significant
savings if a few loads per day could be directed directly to the disposal
site with the remainder going to the transfer station
Cost of Solid Waste Operations -Should have a more detailed
evaluation of its use of transfer stations
Cost of Solid Waste Operations -The City appears to lag in its vehicle
replacement plan in Solid Waste
City of Miami
Management and Productivity Initiatives
Finance Ongoing study to be updated annually, .
Finance Fully loaded cost information has been made available.
Finance Requests for fee increases have been forwarded to the City Commission.
Finance This policy has been adopted by the City Commission.
Finance Plans to sell or otherwise dispose of these assets are under consideration.
Ongoing.
Planning Dept. Estimated costs of capital improvements and projections of estimated new revenue will continue to be a planning element in public/private
development projects.
Henry Jackson & Operations Crew Dept. budgeted for dumping 45 % of all materials at Transfer Stations @ $54 per ton.
Henry Jackson & Operations Crew Budget allocation for tipping fees should allow for 45 % of loads at Transfer Stations.
Henry Jackson & James Tomas Weekly reports and analysis of % of material dumping dumped at all locations presented to the City Manager,
A. Macbeth, H. Jackson & Fred Hopson Solid Waste working with GSA & Capital Improvements Program Manager to develop effective replacement plan.
from GSA
Adrienne Macbeth Finance Dept. will be requested to cost out and suggest internal services charges for these items.
Cost of Solid Waste Operations -Solid Waste costs should incorporate
administrative costs directly related to billing, including mailing costs,
staff support and computer processing and disk space charges
Cost of Solid Waste Operations -The street sweeping component
A. Macbeth, J. Kay & Fred Hopson City's Public Works Dept. should be able to assess and advise as to cost effectiveness of moving functions to PW or as SW departmental
should be independently reviewed by the Metro -Dade Department of
budget reductions suggest identify alternative funding
Public Works
Cost of Solid Waste Operations -Savings may be gained through
A. Macbeth, H. Jackson & Finance Dept. City Commission reversed decision to eliminate weekly trash, Dept. will go to 5 day trash collection and require residents to set small trash with
reducing disposal and operating cost by elimination or reduction of the
twice per week garbage collection. Solid Waste has projected that depts pay for service
weekly trash sweeps and by eliminating free service to City
Departments
City r f M. ice of /cudgel
5,12 PAf(,/II oI ,ems In I
- vym mior m-Muumunar savings may also be gainer
by billing annually
Solid Waste Management -Lack of a consistent fleet replacement
program will eventually cause a problem
Solid Waste Management -Service levels for trash pickup, bulky waste,
white goods and illegal dumping are incredibly high
Solid Waste Management -A need for enforcement is obvious
Solid Waste Management -Street sweeping and special events should
have their own cost and revenue centers, and be self-sufficient
financially, and avoid being subsidized by the waste fee
Solid Waste Management -The waste fee itself is insufficient
Solid Waste Management -Should not donate retired equipment but
should sell it and revenues from sales should be deposited in a Capital
Reblacement Fund
Revenue Enhancements -Eliminate park user fee waivers
Revenue Enhancements -Increase park user fees when appropriate
Revenue Enhancements -Develop a park marketing program to
enhance revenues (existing and new)
Revenue Enhancements -Establish a process to credit the Parks and
Recreation Dept. for existing and new revenues generated by the parks
Revenue Enhancements -Review concession permits/revenues
(including mobile vendors)
Revenue Enhancements-Review/simplify process to obtain Grants
(Federal, State, Private)
Organization/Structure Improvements -Conduct a costibenefit analysis
of recent transfer of the Park Maintenance Department to the Public
Works Department
Operating Practices -Establish a "bottom-up"/participatory budget
preparation and monitoring system
Operating Practices -Develop an operating manual for Parks and
Recreation facilities/employees
Operating Practices -Develop a procedure for processing/prioritizing
work orders
City of Miami
Management and Productivity Initiatives
A. Macbeth & K. Woods Solid Waste has hired a Chief Sanitation Inspector and 2 inspectors. We are also in the process of hiring 4 additional Inspectors
Budget & Finance Dept. Department agrees & has recommended that street sweeping costs be funded by fee in code, chapter 22 or an alternate source iden'
Budget and that special events be self-sufficient.
Solid Waste has been placed in the General Fund and replaced partially by the Fire fee and $33 Solid Waste fee.
A. Macbeth Department agrees and will work with the City Managers Office and GSA toward this end.
Parks & Recreation Dept. Done. Commission Directive
Parks & Recreation Dept. Done, City Code Amended
T.Griffin Need additional staffing
T. Griffin Need additional staffing & coordination with Budget
T. Griffin Coordination needed with Procurement
Budget Grants writing position established to help secure additional grants.
N/A - Parks Maintenance Division is now under Parks
Parks & Recreation Dept. N/A - Budget process set by Budget Dept,
Office of Budget Once the Strategic Planning Process is in place, that is the intention.
T. Griffin Some manuals in place. Revisions pending new org. structure
T. Griffin Procedures to be reviewed by Parks operations & GSA
City OjAffnnd - Office oJ/7ndgel 7 oj49 S: /1 PA46////98(' ('ommenLr toil
City of Miami
Management and Productivity Initiatives
a formal vehicle maintenance and Juan Pascual Part of the Fleet Management inilialivaon-,t(,,iq issue.
replacement program
A code of conduct needs to be developed and signed by all employees. R. Sue Weller, Labor Relations Officer Subject to negotiations and Civil Service Rule change
Integrate Benchmarking, performance measures and management by
objectives into all work operations.
Critical Success Factors -Finance and Internal Audit staff must be held
accountable and departmental objectives and metrics to measure the
agreed upon objectives must be established.
Fleet Management Task Force -Establish productivity and job standards
Create meritocracy in the management ranks. Changes for covered
employees will take time and may be the subject of bargaining. Long
term efforts should be directed to linking compensation more closely to
performance.
All City departments should be formally trained on benchmarking and
performance measures.
Periodic reports on significant benchmarks and performance should be
made a part of the City Administration's report to the Commission and
the citizens.
Information Technology Division (IT) -A formal tracking mechanism
should be developed to create measurability of performance
Make sure each major work function significantly improves the
productivity of the function. This action plan should be incorporated into
each department head's work plan and be part of his or her appraisal.
City Manager and department heads should develop an action
for implementing total quality concepts throughout the
Adopt a competitive sourcing policy and process to assure that the City
is providing and receiving quality services that are cost effective
according to industry standards.
IME14
SW - A. Macbeth
SW - Department will institute such measures.
GSA - Juan Pascual
GSA - Computer software being recommended for Fleet Management shall have benchmarking and monitor performance measurements.
Graphics and Communications divisions need similar software to be determined.
Development - Lourdes Slazyk
Development - 6 months
Public Facilities
Public Facilities to create performance measures based on Strategic Plan
Office of Budget
Staff has received training at FIU and is already at work on the implementation of benchmarking.
Director of Internal Audit
This recommendation will be accomplished by a newly hired Director of Internal Audits
With the implementation of benchmarking this objective will be accomplished.
Juan Pascual
Job descriptions and position prerequisites being reviewed and updated. Fleet Management Superintendent for fleet, Auto Mechanic, Auto
Mechanic Helper, and Heavy Equipment Mechanic Helper currently done. Work with Dept, of Personnel.
Office of Budget
Part of benchmarking initiative.
Office of Budget Part of benchmarking initiative.
Office of Budget Part of benchmarking initiative.
Info. Tech - A. Stancalo With the establishment of cost and benefit analysis procedures for projects, Information Technology will now be in the position to monitor
actuals versus estimates for costs, timeliness, and resource utilization
Office of Budget Part of benchmarking initiative. Y
Office of Budget Part of benchmarking initiative.
SW - Adrienne MacBeth Allow the Solid waste dept. to bid against private haulers
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Contract with a consultant to conduct a sourcing study with priority on
fleet maintenance and fueling due to the impact on facilities.
Use Costing Methodology similar to that used by the City of Charlotte to
track all costs related to City Services as a basis for sourcing decisions.
Apply Sourcing Decision Guide similar to other cities (Based on review
of sourcing practices) Charlotte, Phoenix, and Indianapolis, have
realized substantial improvements in efficiency, quality and cost by
adopting the recommended approach.
Work with private industry for guidance and advice on sourcing
decisions.
Director of GSA should develop a schedule for sourcing
implementation.
Fill middle management positions that will not be affected by
outsourcing.
Institute appropriate contract administration and evaluation procedures
with respect to out -sourced functions.
Increase operational efficiency and expedite development permit
process as follows:
GSA - Juan Pascual Fleet management data system to be installed shall enable this for fleet. Communications & Graphics shill be approx. three quarters behind.
Office of Budget Part of benchmarking initiative.
Office of Budget Part of benchmarking initiative.
GSA - Juan Pascual
Some functions already oulsourced is Fleet transmission, body work, wrecker service. Communications, some radio repairs. Graphics - major
printing jobs. Currently developing RFP for outsourcing of Motor Pool & heavy Equip. Garage Stockroom (to be eva
GSA - Juan Pascual
Some positions filled,ie. Superintendent of Lt. Fleet & Heavy Equipment Garage Fleet Manager. Fill Auto Mechanic (6), Auto Mech. Supv (1),
Auto Mech. Helper(2), Heavy Equip. Mech.(3), Heavy Equip. Helper(2), FCC Comm. Tech. (3) Graphics Illustrator (1)
Sec.IV (1), Executive Asst. (1), Stockroom to be evaluated RFP. If insourced need Parts Room Supv.(1), Parts Spec 11(1) & Parts Spec l (1)
Public Facilities: Christina Abrams
Establish Stadium Manager position for Orange Bowl and Fork Lift Supervisor position for Marine Stadium
M. Cani Personnel Officer
Presently there is only one professional staff member (Personnel Officer) assigned to the Recruitment function w/ two temporary interns .
Managers Office
Responsibility for contract administration will be assigned for any service outsourced.
See initiatives #116-118 below.
Review, improve and streamline all land use related application forms. Hearing Boards, Planning Dept., Law Dept. Completed in Fall of 1997
Create a system that is rp oject driven rather than permit driven. Planning Dept. Will be setup as a division within the Dept. by mid-1998.
Institute a more effective use of technology. Planning Dept. Ongoing with G.I.S. Division.
Develop performance measures that target improving the service and Santiago Ventura Performance measures are already in place in three of our areas of service to the public: 1) plans review, 2) scheduling of inspections and 3)
reducing the cost of these functions. inspections conducted.
the plans review area has in place a performance measure which assists the supervisor in making sure that plans do not remain in the plans
review area no longer than required. Reports are reviewed on a weekly basis to make sure we are on target.
The Department has a pool of six clerks to answer questions and schedule inspections. The dept. has measured the average number of
inspections that should be recorded daily by a clerk.
Each day a report is printed & if the number is below the average the supervisor of that clerk is notified for either an explanation and/or a follow-
up to correct the problem.
There is an average number of inspections that should be performed daily by each inspector. Each inspector is required to submit a daily report
listing all inspections, slops,lunch & breaks.
In, addition Chiefs of each section are given daily report which lists all inspections scheduled without results entered. Chiefs are able to see if
the daily reports are on target with the computer report.
Office of Budget Part of benchmarking initiative.
Cily oJXfiaml - Office of Badger 9 0f 49 5:12 PM6111198C Comments hdl
Correlate funding of Department with performance measures and
objectives.
Revisit staffing qualifications. Technical expertise and experience are
critical to efficiency and customer service.
Review compensation and benefits in light of the rest of the City and
within the overall reorganization plan.
Review Department's reporting relationship to strengthen oversight and
effectively monitor customer service.
Improve relationship and coordination with Dade County to expedite
the permitting process.
Expedite non -controversial items supported by staff.
Request that the County appoint one person to expedite processing of
necessary county approvals of City permit applications.
Building & Zoning - Hector Lima The inspectors are allowed safely supplies (hard hats, safety shoes, raincoats, and flashlights) as per OSHA.
R. Sue Welter, Labor Relations Officer Subject to labor negotiations
Santiago Jorge -Ventura The department reports to an Assistant to the City Manager.
Santiago Jorge -Ventura Relationships have improved and there is coordination. The permit process requires that plumbing applications be approved by DERM & WASA,
each in different locations resulting in travel time for customers. In July 1997, we requested that a DERM & WASA
representative be situated at the Miami -Dade County, Planning & Regulation Dept. The request was granted and the process has been
simplified.
Development Regulation Division and 1 year; requires substantial Code Amendments.
Hearing Boards Section of the Department
of Development Building and Zoning (DBZ);
Lourdes Slazyk, Assistant Director and
Teresita Fernandez, Chief of Hearing
Boards.
This would be impossible to implement. Approvals must be requested by either the owner of the property or the contractor not the Cily. Most of
our customers go to Miami -Dade county for applications and are able to take care of any approvals.
Centralize and simplify the process of applying for land development Development Regulation Division and 6 months to 1 year implementation
changes, including master plan changes. Hearing Boards Section of the Department
of Development Building and Zoning (DBZ);
Lourdes Slazyk, Assistant Director and
Teresita Fernandez, Chief of Hearing
Boards.
Seek vehicle for developing publielprivale partnerships for development New Public/Private Development Division of 1 year - may require Charter and Code Amendments.
and redevelopment. the Department of DBZ; Arleen Weintraub,
Development Administrator.
Seek public input on the City Charter to improve the land lease process Law Dept. Hearing Boards will assist if needed,
and fee structure, including cost of appeals.
Develop city-wide design and landscape standards Development Regulation Division and Citywide "Exterior Facade Code" already being implemented, Landscape standards under Dade County already in place; other specific area
Hearing Boards Section of the Department design standards to be developed in conjunction with special district designations, citywide design standards nol(conl )
of Development Building and Zoning (DBZ);
Francisco Garcia and Enrique Nunez
(Division staff)
Not feasible due to case by case review required to implement, however, "Exterior Facade Code" now being implemented will accomplish much
of the same desired effect.
CilyujAl `ice,flludgel 5: 12PAM,11149, nr1,1nil
Identify and communicate to staff and public the mission of code
enforcement. Should be considered part of
development/redevelopment policy rather than punitive.
Identify specific individual with responsibility and authority for code
enforcement to set overall policy and direct compliance strategies.
Add "appearance code" that is enforceable and enforced.
Neighborhood improvement is the message.
Consider "amnesty" program to have people pay whatever they can on
fines, but only after property has been brought into compliance.
Implement aggressive enforcement against properties and owners
refusing to come into compliance, including alternatives to foreclosure
such as court injunctions, personal property levies, etc.
Need senior policy level review of property lien foreclosures to weigh
benefits/liabilities of City ownership. City ownership of properties not
in compliance needs to be addressed.
Consider if police and fire could assist in identifying possible code
violations during the course of their normal duties. Could also be
computerized.
Train personnel for technical and interpersonal skills.
Consider connecting enforcement districts with Commission Districts as
needed. City needs fair and equitable policies appropriate to each
neighborhood.
A study of whether the City should sell code enforcement liens should
be conducted. The analogy to lax liens may be appropriate, but there
are legal and policy issues which need exploration.
,a A private/public partnership should be formed between the Greater
d Miami Chamber of Commerce and the City of Miami. This partnership
should develop a strategic plan for the economic development of the
City of Miami. This would be for the entire City.
ems!
Vacant Position to be filled. Vacant position to be filled. Presently in-house staff performing function.
1st Reading approved by City Commission.
Code Enforcement Board Cases that have complied are brought in front of the Code Enforcement Board to mitigate fine.
Building & Zoning The Department of Building & Zoning has instituted procedures to legalize illegal construction following Miami -Dade County Ordinance #97-107.
City Attorney's Office City Attorneys Office implementing
Santiago Ventura and Hector Lima In case of life safety, the Building & Zoning Department will need to have an Ordinance passed to work closely with the Law Department in
order to achieve compliance.
Staff reviewing alternatives to foreclosure to assure compliance.
Police, Fire & NET Police and Fire working with NET offices in referring possible code enforcement case violations.
Violations are identified and pending follow up. This can only be done by licensed inspectors from various trade sections of our Department.
Violations are already computerized via the Complaint Tracking System,
Community Development / N.E.T.: On -going Cross Training and state certifications.
Building & Zoning: Our personnel are licensed in their fields and maintain current their certification, however they would benefit from interpersonal skill trai^'^n
since they are in direct contact with the public all day.
None Could be one of the projects of the Training Coordinator if funding approved.
Review has been made and staff has recommended against changing boundaries, unless requested by the public.
The analogy between CE liens & tax liens is not appropriate, since CE liens are not for services rendered to the public, except for those SCE
liens. These liens for the most part would have little value on a sale.
Manager's Office The City will be working with the Chamber of Commerce, the Beacon Council and the Blue Ribbon Task Force to create this partnership to
foster economic development in the City.
Ci7y of "lami - Office of Biodger 11 of av 5: /2 PAWI MMC Cr innieurr Mil
Enhance the City's Intergovernmental coordination efforts by
increasing the level of communications and involvement with outside
agencies on shared issues such as redevelopment.
Explore the value of consolidating into a single agency the
responsibility for the economic development in the entire City.
Establish a specific entity with similar responsibilities as the Beacon
Council to lead economic development for Miami.
This agency should have the ability to condemn properties and provide
incentives for development and to attract business to the City of Miami.
The agency should be responsible for analytical functions to address
issues such as the cost of doing business in the City of Miami versus
neighboring municipalities, etc.
The agency should include the Downtown Development Agency.
Designate a City employee who will be liaison between the City and
Beacon Council. Intention for the Beacon Council to be viewed as
non-competitive organization.
Utilize state and private education institutions to attract business to
urban core.
Actively pursue and lobby for the extension of the light rail system
westward through Kendall. The extension will provide increased
accessibility of the available work force to the downtown core.
Managers Office The only entity that has eminent domain powers, other than the City, is the CRA.
Manager's Office Information will be disseminated through this economic development office.
Managers Office It is agreed that the DDA should be part of the economic development agency of the City.
Managers Office The economic development office will be in charge of this coordination.
Manager's Office The economic development office will work with education in this effort.
Managers Office The City will support all transportation improvements to make access to Downtown easier. Effort has begun in meetings with Metropolitan
Planning Office, Florida Dept. of Transportation and others.
Management Division -Grant coordination should be Office of Budget
Procurement Management Division -Oversight and related policies of J. Carter
the Procurement Division should be strengthened
Strengthen and broaden the role of Internal Auditor, including: Internal Audits:
Public Facilities:
i
Substantial operational auditing to ensure that approved policies and Office of Budget
procedures are being followed.
The Finance Department hired a Grants Administrator.
Purchasing Department has been reestablished as a division in GSA. Proposed GSA reorganization will require Chief Procurement Officer to
report to Assistant Director -Administration.
This recommendation will be accomplished by the Mayor and/ or City Manager.
Audit revenue sources within Public Facilities on a annual basis.
Part of benchmarking initiative.
CiryofA. rice ufUudger 5: 1211d16'lla r."l,hul
City of Miami
Management and Productivity Initiatives
Review of travel and expense accounts of the commission and senior Finance Travel cost service in use for all travel.
management in accordance with predetermined objective criteria.
1
Review of new or revised City projects while in progress and/or within Finance Costs associated with City projects will be continually reviewed during the construction period and final costs and revenue projections, if any, will
six months or a year after completion to compare with financial be reviewed and reported on after the project is operational.
forecasts and enhance future projections.
Staff to review GFOA's "Recommended Practices for State and Local Finance Staff is currently reviewing document and will proceed with an implementation plan.
Governments." Develop appropriate implementation plan.
Reconciliations of the City's cash accounts should be performed Outside accountants have been assigned and have begun the reconciliation process. Reconciliations will be prepared accurately an('
monthly. These reconciliations should be prepared in a standardized timely basis every month.
formal designed by the City. All reconciling items should be fully
investigated, explained and supported.
All reconciling items should be appropriately investigated and resolved Finance Bank statements are currently received on the 15th of each month and reconciliations are completed by the 2511h of each month
on a timely basis. In addition, the finance dept. should exercise
prudent custodial control to ensure the safe keeping of all the City's
financial records, including bank statements.
Inventory should be counted annually. Policy should address general Finance Departments have been instructed to submit inventory reports in a timely manner.
inv. procedures including names of staff responsible for the inventory
count, the scheduling of inventory taking and the ID of controls needed
to ensure an accurate count.
In order to improve and maintain control over general fixed assets, the
Finance
Departments have been instructed to submit inventory reports in a timely manner.
city should develop a complete detailed asset records. The following
guidelines should be utilized,
The fixed asset subsidiary ledger should be updated throughout the
Finance
A new Fixed Assets SCI Module has been purchased. Departments are being instructed to submit inventory reports in a timely manner.
year as fixed assets are acquired or disposed.
Periodic inventories should be taken to verify the continued existence
Finance
Subsidiary ledgers are reconciled to the general ledger on a monthly basis. A physical inventory of all the City's assets is planned for fiscal year
of the fixed assets. Any unallocated items should be appropriately
1997/98.
investigated.
The fixed asset subsidiary ledger should be reconciled to the general
Finance
The reconciliation is completed on a monthly basis between Marshal and Stevens Fixed Asset System and SCI, at the subfund ledger level.
ledger, at a minimum, on a quarterly basis.
The City should assign the responsibility of maintaining its general fixed
Finance
Departments have been instructed to submit inventory reports in a timely manner.
assets to an individual.
The City should implement the following to improve its account Finance The City currently has in place a formal invoicing system and does perform routine invoicing of miscellaneous receivables
receivable process:
The City should use a formal invoicing system for all routine billing as a Finance The City currently has in place a formal invoicing system and does perform routine invoicing of miscellaneous receivables,
mechanism for ensuring the timely collection of outstanding invoices.
The accounts receivable general ledger control balance should be Finance The Finance Department, with SCI and ITD, is working on producing a detailed report to reconcile the accounts receivables to the general
supported by an appropriate level of detail that provides management ledger control account to determine the allowance for bad debt.
with information to monitor the collecting of accounts receivable.
M
City ofUiraui - Office of,fludgel
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5:12 AkM/l1/98C ('nau....1, Dril
This detail should preferably be in the form of an aging report that
presents each customer's outstanding balance based on the actual due
date.
Aging trial balance should be reconciled monthly to the general ledger.
All material differences should be investigated and resolved on a timely
basis.
The City should immediately review the nature of the approximately $9
million loans outstanding and evaluate the collecting of such balances.
In addition all future loans should be supported by appropriate
documentation including formal loan agreement.
The City should create the position of Grants Administrator. Individual
would be responsible for ensuring that claims for reimbursement are
filed properly, in a timely manner, and in accordance with grant
guidelines.
The administrator would also be responsible for coordinating and
monitoring the City's compliance with requirements applicable to
federal and slate financial assistance programs.
This individual would also assist in identifying additional federal and
slate programs that may be available to the City.
City should designate a person to monitor the activities of the
contractor to ensure proper adherence to the requirements of the
Relocation Assistance and Real Property Acquisition Policies Act.
The City should implement the reconciliation of detailed subsidiary
records to the general ledger, at a minimum, on a monthly basis.
Reconciliation should be reviewed by supervisory personnel.
In preparing monthly reports, the following should be considered:
Proper cutoff procedures should be implemented to facilitate for the
proper recognition of revenue and expenditures.
d journal entries should be assigned to specific staff
ants. All journal entries should then be approved by the
director, or general ledger supervisor prior to input into the
ledger system.
R The subsidiary ledgers should be reconciled to the respective general
ledger balances.
i
All standard closing procedures should be written and be incorporated
1 into the City's Accounting and Procedures Manual and made available
to the accounting staff.
Finance After researching the approximately $9 million in loans, the City discovered that $800,000 was recorded as a fully reserved loan and as a long-
term debt. This will be adjusted to reflect a reduction of the reserve.
Office of Budget - The Finance department has hired a Grants Administrator.
Office of Budget The Finance department has hired a Grants Administrator.
Budget
The grant administrator will monitor and coordinate with accounting staff to ensure that the centralized grant files are complete and contain
copies of all relevant information.
Office of Budget
The Finance department has hired a Grants Administrator.
Budget
The grants section in the Budget Division will continue to research potential grants and disseminate the information via a monthly newsletter and
via individual memos to department directors.
Alfredo Duran
Alfredo Duran, Housing Development Coordinator, will be responsible for monitoring the contractor to ensure compliance with the Relocation
Assistance and Real Property Acquisition Policies Act.
Budget
The city has informed all subrecipient monitors and has reviewed and implemented internal controls to ensure compliance with federal
regulations that require executed grant agreements from subrecipients before funds are disbursed.
Finance
The supervisor responsible for the Moore Receivable System will provide a monthly reconciliation of detailed subsidiary accounts to the SCI
General Accounting System.
Finance See initiatives #179-182 below.
Finance Cutoff procedures have been implemented tojacilitale for the proper recognition of revenue and expenditures.
Finance Specific staff is assigned to enter journal entries.
Finance Since the new SCI system does not provide subsidiary ledgers, the Finance Dept, and IT are working with SCI to institute a subsidiary ledger
system.
Finance Once modifications to the SCI system have been made, standard closing procedures will be written and incorporated into an accounting
procedures manual.
City fM, irerflludgcl
1 5:12 Phr6/11 IM, ew, 1"il
City of Miami
Management and Productivity Initiatives
.K.• �Ytt. ..10
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The City should implement a financial reporting function, including the Finance
The City is currently negotiating the pprcha�e of a Comprehensive Annual Financial Report module from SCI. This module meets the
appointment of an individual who will be responsible for compiling and
government accounting and reporting standards and will also be used for internal reporting.
drafting the annual general purpose financial statements and other
required reports.
The Cityshould purchase a computerized financial reporting
P p p g package Info. Tech - A. Slancato The current GSA work order system is over 12 years old and technologically obsolete. Upgrading the system to current standards would
that can be integrated with the City's current general ledger system.
require an investment of over 10,000 hours ( 5 persons for a year).
This system should be configured to produce the City's general
purpose statements.
Given current staffing levels, the ongoing workload and the year 2000 conversion efforts for other systems, this conversion could not be
accomplished in-house in a timely fashion.
Therefore, is the recommendation of the Info. Tech. department that a commercial software package be purchased to replace this system. The
new system will have a client / server architecture.
Develop scope of work and RFP for the project
Follow RFP process to select firm and award contract.
Addition of an IT programmer position to support this application (Costs reflected in staffing section below).
Procure and install additional hardware required to support the client / server application. (Assuming that A17 and PC replacement projects are
implemented, no additional hardware expenditures would be necessary. If these projects are not undertaken then
hardware costs of $225,000 would be added to this project.)
Convert existing data and implement new package.
An in depth manual of accounting policies and procedures should be Finance See initiatives #186-198 below.
prepared which, at a minimum should include:
A chart of accounts containing an adequate explanation of account
Finance
The Blue Ribbon Panel will address this issue and shall be incorporated into the training program currently under development.
purpose, use and content.
Documentary flowcharts of significant accounting systems, including
Finance
The Blue Ribbon Panel will address this issue and shall be incorporated into the training program currently under development.
their interrelationship, where applicable, with other departments within
the City.
A list of standard forms used in the City with detailed explanations of
Finance
The Blue Ribbon Panel will address this issue and shall be incorporated into the training program currently under development
their purpose and preparation.
A list of data processing reports, including appropriate descriptions of
Finance
The Blue Ribbon Panel will address this issue and shall be incorporated into the training program currently under development
source, content, production frequency and purpose.
A list of standard and other journal vouchers with sufficient explanation
Finance
The Blue Ribbon Panel will address this issue and shall be incorporated into the training program currently under development
of their purpose.
Appropriate descriptions of all financial policies and accounting
Finance
The Blue Ribbon Panel will address this issue and shall be incorporated into the training program currently under development
procedures and routines regarding, but not necessarily limited to the
following:
Monthly review of internally generated reports which may vary in
Finance
The Blue Ribbon Panel will address this issue and shall be incorporated into the training program currently under development.
complexity from a simple scan of transactions to detailed analysis or
reconciliation.
Policies related to cash which would include preparation of bank Finance The Blue Ribbon Panel will address this issue and shall be incorporated into the training program currently under development.
reconciliations, controls over cash disbursements and cash receipts,
and procedures regarding the investment of excess cash on hand.
Purchase and capitalization of fixed assets and related procedures for Finance The Blue Ribbon Panel will address this issue and shall be incorporated into the training program currently under development
computation and depreciation thereon.
Ciry of Miami - office of Budgel 15 of 49 5:12 PA46111198(' ('onrnnmis Inir
City of Miami
Management and Productivity Initiatives
Inf vex 4�tif 19�g tt�roa��T a, AS�It NB as COMM NT8
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Doubtful accounts and related bad debt wrtie-offs. Finance The Blue Ribbon Panel will address tN& issue and shall,pe incorporated into the training program currently under development.
Lease obligations and related capitalization policies.
Finance The Blue Ribbon Panel will address this issue and shall be incorporated into the training program currently under development.
Policies related to the re p cognition of revenue and expenditure with
Finance The Blue Ribbon Panel will address this issue and shall be incorporated into the training program currently under development.
particular attention paid to year-end cutoff procedures.
The assignment of accounting responsibilities and expenditure
Finance The Blue Ribbon Panel will address this issue and shall be incorporated into the training program currently under development
approval procedures.
Compliance with debt covenants should be reviewed monthly, or
Finance City treasurer will review the debt covenants on a quarterly basis.
quarterly,depending on the nature of the covenant. This review will
provide greater assurance that the City maintains compliance with its
debt agreements and/or that defaults are identified q
Signature plates and check signing machine keys should be kept Finance Current procedures require that signature plates be kept locked in the safe at all times. Supervisors have been counseled about compliance
locked at all limes with the established procedures. As of 1-15-97, the check -signing machine was secured in an office.
Reimbursement claims for the NET Neighborhood Jobs Program Finance An individual will be appointed, in the grant accounting section, to be responsible for preparing the reimbursement requests for all grants
should be prepared and submitted to the appropriate granting agency received by the NJP.
immediately. Additionally, procedures should be established to ensure
that reimbursement claims are submitted in a timely mann
CD/NET Neighborhood Jobs Program was reimbursed $700,000
The City should formalize its standards and procedures regarding IT Attempts to standardize were not successful due to inadequate staffing. The purchase of a package addressing developments methodology
system development and modification, as well as standardize those should be considered. Recommendations from the financial auditors are welcomed.
programming and analysis issues not currently covered.
A set of comprehensive operating and application system IT Technical Writers were eliminated in the 1980's Recommendations from the auditors, as to how to update formal procedures and create user
documentation standards should be developed and implemented by manuals with current level of personnel, are welcomed.
the IT Division. These standards should specify that documentations
shall be written when new and changed systems are implemented.
As the City continues the process of updating its software, we IT Technical Writers were eliminated in the 1980's. Recommendations from the auditors, as to how to update formal procedures and create user
recommend that source documentation and system flowcharts be manuals with current level of personnel, are welcomed.
maintained.
Management should continue to eliminate material due from / to other Finance In the revised fiscal year 1997 the City made provisions to pay back all inlerfund balances. The City's five year operational plan and proposed
fund balances, fiscal year 1998 budget plan also made provisions to assure that similar circumstances do not occur.
Accounting Division -Should adopt formal closing procedures posting This has been accomplished.
payrolls immediately after the pay period
ccounting Division -Monthly and year end closing should take place on Monthly closings take place by the tenth of the month following and the annual closing occurred December 1st
speedier basis
Accounting Division -High level accounting reports should be distributed Reports are being created to provide management information on a timely basis
to management personnel
Accounting Division -A total solution for the City vs. A point solution for Finance All departments have access to the SCI system.
departments should be developed based on a determination of
Citywide requirements (Kronos System)
City ofA4. irerJHuAgcl J:l2P, rM'lIQ1, -I,
City of Miami
Management and Productivity Initiatives
e vea F1f 1889throa i
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.
Budget Management Division -Grant Administration and grant
�
Office of Budget The Finance department has hired a GrantsAdmwstrator.
reimbursement processing is not uniform throughout the City
" .
Budget Management Division-CIP contracts should have funding codes
Office of Budget Done.
identified and approved by Budget prior to award
Health Insurance Task Force -The plan administrator should have the
Health Benefits - Nancy Fernandez This should be performed by our internal auditors
responsibility for conducting a performance audit semi-annually on
terms and conditions of ASO contracts
Health Insurance Task Force -Management skills are needed to recover
Health Benefits - Nancy Fernandez Done.
some unnecessary expenses involving subrdgalion and coordination of
benefits
Health Insurance Task Force -An audit, review and control function is
Health Benefits - Nancy Fernandez Periodic audits are to be performed by the City's internal audits department
needed for health care claims management
Health Insurance Task Force -A method is needed to recover
Health Benefits - Nancy Fernandez This is a negotiated item to be addressed in next year's labor contract's negotiations
unnecessary tax expenses such as those found in flexible spending
accounts, pre-tax benefit plans and possibly in retiree health care
Health Insurance Task Force -The self -insured plan must be run like an
Health Benefits - Nancy Fernandez Adequate funds have been provided during the prior and current fiscal years. Additionally, $1.1 million in reserves are allocated in the current
insurance company with proper current funding and adequate
budget and will be allocated in future budgets.
insurance coverage and reserves
Health Insurance Task Force -Employee contributions need to be
Health Benefits - Nancy Fernandez Monies are deposited into the City's General Fund and invested according to established practices.
deposited into a trust account immediately or deposited with the carrier
or risk bearing agency
Health Insurance Task Force -Look into paying lower administrative
Health Benefits - Nancy Fernandez This is being performed by RX Prime pursuant to our contract with CIGNA.
fees for larger supplies of medications
Health Insurance Task Force -Look at utilizing the services of a
Health Benefits - Nancy Fernandez RX Prime is our pharmacy benefits manager.
Pharmacy Benefit Manager to control prescription costs
Health Insurance Task Force -Need to look at coordinating medical
Health Benefits - Nancy Fernandez Evaluation of RFP is complete - Recommendations to the City Manager are forthcoming for commission action.
payments with Workers Compensation where appropriate
Risk Management Department Review -Perform cost/benefit analysis to
Risk Management - Mario Soldevilla This has been done and it resulted in savings to the City of $350.000.
determine if the deductible on the property policy provides the City
ultimate cost effectiveness
Risk Management Department Review -Should consider a cost benefit
Risk Management - Mario Soldevilla We have looked at this in the past but savings have not been there due to our experience. However conditions have now changed and we'll
analysis for purchasing excess liability insurance coverage for those
explore this market again.
losses that are not limited by a sovereign immunity doctrine
Risk Management Department Review -Re -open the RFP process in
Risk Management - Mario Soldevilla Should hire a consultant to prepare an RFP. However this should be done after the impact of a managed care arrangement has been
accordance with Resolution 95-393 to outsource the risk management
evaluated.
function
Risk Management Department Review -Should hire an independent risk
Risk Management - Mario Soldevilla Should hire a consultant to prepare an RFP. However this should be done after the impact of a managed care arrangement has been
management consultant to select the appropriate vendor under the
evaluated.
RFP process if the Insurance Committee is not reestablished
City ofATiami - Office of Budget
/7 of a9
S: l2 PM61111Y C Conunent, /nit
City of Miami
Management and Productivity Initiatives
COMMENTS
Risk Management Department Review Should consider changing the Risk Management - Mano Soldevilla Study to be done comparing costs untlertheAw"o methods.
insurance brokers compensation to a fixed fee for. services rendered
Debt Restructuring -City should immediately establish segregated Debt
Finance
An escrow agreement was established with First Union National Bank on 3/17/97. Debt Service Fund is wire transferred to separate bond issue
Service Funds to be held by outside trustees and not to be included
account.
within the City's pooled cash
Debt Restructuring -Concerned that at least $1.5 million in debt service
Finance
This Debt service has been properly provided as required by bond document
has not been properly provided for since it is funded from the Internal
Service Fund which currently operates at a deficit
Debt Restructuring -The City has not appropriately funded the Debt
Finance
An escrow agreement was established with First Union National Bank on 3/17/97. Debt Service Fund is wire transferred to separate bn�a issue
Service Funds in accordance with the legal documents
account.
Debt Restructuring -The use of cash in the Debt Service Funds in the
Finance
An escrow agreement was established with First Union National Bank on 3/17197. Debt Service Fund is wire transferred to separate bond issue
first haft of this year without achieving a balanced budget, could result
account.
in the City's defaulting on its debt obligations later this year
Debt Restructuring -Need to segregate the non -general obligation debt
Finance
An escrow agreement was established with First Union National Bank on 3/17/97. Debt Service Fund is wire transferred to separate bond issue
service fund outside of the pooled cash
account.
Debt Restructuring -The Utility Service Tax funds, as collected on a
Finance
Utilities Service Tax is deposited monthly and distributed to appropriate funds monthly.
monthly basis, should be deposited on a pro rate basis to the
appropriate funds
Debt Restructuring -The debt service component received in the
Finance
An escrow agreement was established with First Union National Bank on 3/17/97. Debt Service Fund is wire transferred to separate bond issue
advance payment from the State should be segregated in the debt
account.
service fund outside of the pooled cash account
Debt Restructuring -Three transactions of the City's outstanding bond Finance Because of drop in the City's credit rating, the opportunity to refinance or restructure these bonds is not feasible at this time,
issues could be restructured or refinanced which could provide present
value savings and be available to fund current year projects
a Debt Restructuring -Identified several general obligation issues which
Finance
Because of drop in the City's credit rating, the opportunity to refinance or restructure these bonds is not feasible at this time.
• p =, could be restructured at no cost to the City to reduce debt service over
}'. the next few years
Debt Restructuring -City Manager should appoint someone, preferably
Finance Director
This has been accomplished.
b the new Finance Director, to establish a recurring reporting practice to
23 such entities of the progress the City is making m adoption and
P 9 y g P
* implementation of its recovery plan
Financial/Budgetary Analysis -Pension expense for 1996 currently
Office of Budget
This was done in the FY 98 Budget with the collapsing of funds.
4 reflected in the Trust and Agency Fund should more appropriately be
reflected in the current fund where other employee expenses are
reported
FinanciaUBudgetary Analysis -Analysis of the proper inter -fund Transfer
Office of Budget
Analyzing and controlling inter -fund transfers have always been a primary function of both, the Office of Budget and the Finance Department
activity, critical in evaluating the magnitude of any structural surplus or
deficiencies, is critical in determining the long-term financial health of
the City and any of its funds
Financial/Budgetary Analysis -Recommend an analysis be made for
Office of Budget
This is done. The Office of Budget analyzes 7 + years of revenue and uses the data to make projections.
each major revenue category
r'ilynjAt.. ice gf&dgel
5.12 Hl1F'11 1Ar ,noun 111ir
Financial/Budgetary Analysis -Some process should be developed to
minimize or eliminate false billings in the revenue collection programs
FinanciaUBudgetary Analysis -City may want to consider the
introduction of an amnesty period followed by more vigilant
enforcement and/or use of outside collection agency
FinanciaUBudgetary Analysis -Discipline is called for in an environment
of spending pooled cash which included high level approval plus
plans/projections for subsequent repayment or correction
FinanciaUBudgetary Analysis -Recommendations for future financial
management initiatives should include the timely ongoing use of
monthly reports showing the comparison of budget versus actual
results
Establish and implement plan to improve the City's credit rating and
entry into the bond markets.
Establish the goal of developing an uncommitted General Fund
Balance consistent with an investment grade bond rating (e.g. five
percent or more of the annual operating budget) over a five-year
period.
Adopt a written "Debt Management Policy" including the following
critical elements:
The City should not issue debt obligations or use debt proceeds to
finance current operations.
The City should utilize debt obligations only for capital improvement
projects that cannot be funded from current revenue sources or when it
is better to finance the project over its useful life.
The City should issue debt obligations for refinancing existing debt only
if financially advantageous or necessary to release existing bond
covenants.
Pension Review Task Force -City may wish to investigate possibility of
issuing Pension Obligation Bonds to eliminate unfunded liability in the
GESE Plan
The City should measure the impact of debt service requirements on
single year, five, ten and twenty year periods.
Establish a Finance Committee of local business and community
members to serve with the City Mgr.to review and make recomm. re:
the issuance of debt obligations and the mgmnt. of outstanding debt
and monitor adherence to debt policies and procedures.
City of Miami
Management and Productivity Initiatives
Office of Budget This is a function of the Finance Depdrtment.,
Office of Budget
Office of Budget
Office of Budget
z. .
Rex Lugg
Manager's Office
Rex Lugg
Rex Lugg
Rex Lugg
Rex Lugg
Office of Budget
Rex Lugg
Rex Lugg
This is a function of the Finance Department.
This is a function of the Finance Department.
We agree and are taking steps to improve the timeliness of these reports.
A comprehensive Debt Management Policy is complete; will be sent to City Commission for approval and adoption in Feb. 1998.
See Five Year Plan.
A comprehensive Debt Management Policy is complete; will be sent to City Commission for approval and adoption in Feb. 1998.
A comprehensive Debt Management Policy is complete; will be sent to City Commission for approval and adoption in Feb. 1998.
A comprehensive Debt Management Policy is complete; will be sent to City Commission for approval and adoption in Feb. 1998.
A comprehensive Debt Management Policy is complete; will be sent to City Commission for approval and adoption in Feb. 1998.
Only if cost effective to do so.
A comprehensive Debt Management Policy is complete; will be sent to City Commission for approval and adoption in Feb. 1998
A comprehensive Debt Management Policy is complete; will be sent to City Commission for approval and adoption in Feb. 1998
City oJMiand - Office of htudger 19 of 49 5:11 PA 1611 INS('('unn )enl, lair
City of Miami
Management and Productivity Initiatives
l�f hrtesr i=1( i�througi TAF / ISiFt D; COMMENTS
Determine all administrative implications of the Fire Assessment Fee Chief M. Kemp The Dept. of Fire -Rescue does not feel that,lf is fee would cause any problems for the Administration. This fee would generate $900,000
as quickly as possible in order to identify the impact of potential annually in revenues.
problems and disruptions to cash flow.
The Finance Department should identify each existing and/or potential G. Carbonell Potential revenue source that Finance is aware of is documented.
revenue source and document all of the relevant information about it.
Compare the above information with that of other municipalities to Office of Budget This is part of the benchmarking initiative.
determine the most effective manner in which to maximize revenue and
cash flow.
Evaluate centralization versus decentralization and cost benefit Manager's Office A comprehensive billing and collection plan for all City billings is under development.
analysis of making changes to existing systems (e.g. staffing,
technology).
Centralize similar billing and collection activities to the extent practical.
Managers Office
A comprehensive billing and collection plan for all City billings is under development.
Performance criteria should be established. The City Manager should
G. Carbonell
A/R system is in place and reports are produced.
receive a summary report of billing, collections, receivables and
measurements of performance no less than monthly.
City management should immediately review and address all
G. Carbonell
Finance Dept. is working with other depts. to centralize functions.
interdepartmental issues created from more than one department
overseeing various aspects of billings and collections.
The City should pursue more diligent collection efforts in Emergency
Fire Dept.
The City currently uses billing companies for EMS billing purposes. An RFP will be issued in early 1998 to obtain billing and collection services.
Medical Service Transport fee.
The Internal Audit group should perform surprise checks of potential
Internal Audit
Surprise cash counts and payroll payoffs will be a part of the audit program for the City.
revenue sources as a warning to less honest employees that the City is
serious about preventing misappropriation of funds.
KET
..b
Increase the formal bid advertising requirement limit of $4,500 in City
Procurement - J. Carter
This change in policy would require a charter amendment. Purchasing will submit to the Charter Review Commission, when convened t-
Charter to $10,000 or $15,000.
address Charter revisions for the City.
Streamline procedures for smaller purchases (e.g. authorizing use of
Procurement - J. Carter
Policy drafted, currently in revision process, to delegate to departmental purchasing agents the authority to purchase commodities below a
procurement cards, delegating purchase of smaller items to user
specific dollar amount. Training shall follow implementation.
departments, making greater use of cooperative purchasing
agreements).
Critical Success Factors -Too much time spent by Procurement on
J. Carter Policy drafted, currently in revision process, to delegate authority to departmental purchasing agents to purchase below a specific dollar
controlling low dollar, high volume items and not enough oversight in
amount. Training shall precede implementation. Service -related purchases centralized where Code permits.
service related purchases
A procedure on small dollar purchases via debit cards is being explored to speed this process.
Fleet Management Task Force -Improve the bids and contracts process
Procurement - M. Wiley Procurement - Increased usage of Dade County contracts to expedite service and supply procurements; One Procurement Specialist will be
to enable the acquisition of goods and services in a timely and cost
assigned to GSA location to facilitate the procurement process.
efficient manner
GSA - Juan Pascual GSA - Hire a procurement specialist for G.S.A. Other efficiencies are dependent on procurement policies and City Charter limitations.
Streamline G.S.A. accounting and procurement procedures.
Ensure professionalism in purchasing personnel through appropriate
Procurement - J. Carter Professional staff has attended several NIGP and FAPPO workshops and seminars, including t of 2 classes required for CPPB certification.
experience and training.
Additional funding sources are necessary to continue.
CityrfM ice of Budget 5:/2A%fC1/,1^ .nw,/ f
Recommendations made by the Procurement Assessment Team
Procurement - M Wiley
See Initiatives #269-285 below.
appointed by the Oversight Board in their report dated February 24,
1997, should be considered for eventual implementation.
Suspend or pre-empt the City Charter as it relates to purchasing and
remove Procurement Division references from said document (i.e.,
Procurement - M Wiley
Purchasing is preparing recommendations for proposed Charter amendments to be submitted when Charter Review Commission is convened
Sections28 and 29A).
to address Charter revisions Charter amendments will lay the groundwork for procurement Code revisions
Until such a time as new language can be adopted, the City should
operate under selected portions of Chapter 287, Florida Statutes (F.S.),
Procurement - M. Wiley
Such a change would be inconsistent with current City Code provisions, this recommendation will be considered with the other proposed
to be determined by legal counsel.
Charter/Code revisions.
Delegate authority to purchasing manager to approve all acquisitions
up to Category Four under Section 287.017, F.S.
Procurement - M. Wiley
Such a change would be inconsistent with current City Code provisions, this recommendation will be considered with the other proposed
Charter/Code revisions.
The City should adopt a new procurement code which emphasizes
current practices.
Procurement - M. Wiley
Purchasing is preparing recommendations for proposed Charter amendments to be submitted when Charter Review Commission is convened
to address Charter revisions. Charter amendments will lay the groundwork for procurement Code revisions.
Suspend local preference laws which may limit competition and
opportunities to reduce cost.
Procurement - M. Wiley
Local preference does impede competition, however the City Commission has expressed its commitment to support local businesses.
Bid limit adjustment to recognized price index.
Procurement - M. Wiley
Such an adjustment is appropriate and would be included with other proposed revisions submitted to Charter Review Commission when it is
convened.
Eliminate City Clerk's involvement as it relates to bid openings - this
should be a function of purchasing.
Procurement - M. Wiley
The City Clerk's involvement allows objectivity and independence in the opening of bids Additionally, current Purchasing staff is insw, .,t to
assume this responsibility.
Update and revise procurement operations manual incorporating
revisions to the City Code.
Procurement - J. Carter
A revised procurement operations manual is in process though it cannot be finalized until after Charter amendments and Procurement Code
revisions.
The City should shift its focus from smaller dollar purchases to large
dollar purchases for commodities and goods. Furthermore, the City
Procurement - J. Carter
Policy drafted currently in revision process to delegate to departmental purchasing agents the authority to purchase commodities below a
should delegate small purchases to user departments while providing
specific dollar amount. Training shall precede implementation.
adequate safeguards which ensure sound fiscal con
State Contracts, SNAPS Agreements, and other contracting methods
offered by the State of Florida and other public entities can and should
M. Fresno
Purchasing has increased usage of State contracts and other contracts offered by other jurisdictions by 43%. Purchasing will continue to take
be used to reduce administrative costs and reduce delays in receiving
advantage of such contractual opportunities whenever feasible and practical.
goods and services by user departments. Incr
The increased use of automation has allowed Purchasing to increase substantially the use of term contracts and blanket purchase orders,
allowing buyers to recognize common needs among departments and produce cost benefits for City.
City ojMinmi - Office oJDndger 21 of 49 S: f1 /'Af6/l 1198C Cwn entr brit
City of Miami
Management and Productivity Initiatives
eminars and annual conferences offered by professional purchasing
We recommendeiiie Procurement Officer a trained m e a,. s - _ _ V �. 3
Procurement - J. Carter The Chief Procurement Offcer has p?rticlpatt3d m several training s
Public purchasing profession with procurement activities as his/her organizations. as of 3127197 Chief Procurement Officer has primary responsibility for purchasing and minority business
primary responsibility. It is also recommended that this position report
at a sufficiently high level in the organizati
Purchasing authority is diminished as Department status,was eliminated. proposed reorganization under GSA would require Chief Procurement
Officer to report to GSA Director
Provide needed training, which should be included in the City's budget, Procurement - M. Wiley All professionals who have not yet acquired CPPB designation have successfully completed the first required class for CPPB certification,
and certification should be encouraged for all professional staff and Additional funds are necessary to obtain certification. Job specifications for Senior Buyer have been revised
required in the staff selection process. Improve Procurement staffs
understanding of customer needs with site
They will require that new hires have CPPB certification or obtain the certification within one year of hire.
Shift staff resources from small dollar purchases to large dollar Procurement - J. Carter Several internal reassignments have been made to shift staff resources to the Bid/Contract section. Additional Senior buyer will be ry '4d.
purchases and eliminate work that does not add value or is redundant.
Obtain a professional needs assessment of the technology Procurement - M. Wiley Successful SCl/APS integration has been accomplished. City staff has debugged the interface for more fluid action. Vendor has modified SCI
requirements of the City's procurement process (especially looking at software to better meet user needs. Thus professional assessment is no longer required.
integration of SCI and APS). Retain the services of APS to complete
the implementation of all three procurement purchasing mod
An APS expert was contracted with, through the State's Procurement Assessment Team to train purchasing professionals in the use of APS.
All professional staff must have adequate training on personal PC
Procurement - J. Carter Purchasing has effectively eliminated non -automated procurement requests. A memorandum issued by the City Manager requires that
applications, including spreadsheets, word processing, Internet, etc., to
requisitions must be entered into the SCI Financial System to trigger formal solicitations
improve their analysis and decision- making ability. City-wide
departmental training on financial and procurement
Purchasing has benefited from several training sessions for personal computers offered by Info. Tech. We foresee additional participation with
additional class offerings.
Develop and issue a comprehensive customer survey to determine
Procurement - S. Gonzalez Department will be scheduled for quarterly site visits on a rotational basis. Senior procurement personnel will be meeting with user deptto
satisfaction with the purchasing process and identify deficiencies so
improve customer relations.
that remedies can be implemented. Also, increase technical skills by
training purchasing staff and customers.
Purchasing staff has solicited surveys utilized by other jurisdictions to assist in the design of such a survey for the City of Miami's purposes
In addition to SCI training performed upon request of user depts. Purchasing has offered, with City Attorney's Office a Contracts Semina,
Emergency Disaster Procurement, etc. Additional Training will be offered as polices are developed.
Office of Budget This is part of the benchmarking initiative.
Upon completion and distribution of a new Purchasing Manual, all City
Procurement - J. Carter Annual training is planned to follow completion and distribution of the revised Purchasing manual which will reflect the Charter and Code
departments should be trained by Procurement with follow-up training
revisions.
being provided annually. The City should also consider providing new
employees with procurement training (includin
The City should establish stern sanctions for personnel who violate
M. Wiley The City Manager has issued a memorandum (10/20/97) to the City Attorney requesting assistance in drafting an ordinance for this purpose.
procurement policies. The City should inform major vendors of
personnel who can act as buying agents on behalf of the City. All
personnel should be trained on procurement policies.
City Manager issued memoranda (9/96,3/97) to prohibit unauthorized expenditures.
Chief Procurement Officer issued follow up memo (10/96) and a letter to City vendors to warn against unauthorized purchasing procedures
Upon registering with City, all vendors receive additional notice of prohibition against unauthorized expenditure.
Procurement Management Division -In depth evaluation of multiple J. Carter Effective March 27, 1997, Purchasing and Minority Business are the sole responsibilities of the Chief Procurement Officer
functions assigned to Procurement
City ofA1 14e offludger - 5; 12 Rt W1 G%`„ ww,lnir
ensure a competitive process occurs when procuring large dollar
services
Procurement Management Division -All contracting should flow through
the Procurement Division
Procurement Management Division -To ensure purchasing procedures
are not bypassed controls over the use of "direct* purchases should be
vigorously enforced
Procurement Management Division -A formal training program needs to
be adopted
Operating Practices -Restructure procedures for bidding/selecting
contractors
Establish Audit Committee of private citizens which meets regularly
throughout the year. Potential candidates should include experienced
accountants, bankers, financial and insurance executives and persons
of similar backgrounds.
Critical Success Factors -Establish Audit Advisory Committee to review
work of Internal Audit department
Audit Advisory Committee -The Audit Committee should be expanded to
include a City Commission member as a non -voting member
Audit Advisory Committee -The Director of Internal Audit should be an
integral participant in Audit Committee meetings
Audit Advisory Committee -Meetings should be conducted quarterly, at
a minimum
Require Audit Committee to meet with the external auditors at least
twice during the year.
Enact changes to the City Charter/Code to reflect the nature, purpose
and composition of the Audit Committee.
Internal Audit -The City code requires significant revision to bring about
the recommendations outlined
Audit Advisory Committee -The City Code should more specifically
delineate Audit Committee composition in order to provide
representation from varied business backgrounds
City of Miami
Management and Productivity Initiatives
a111MI-11
1SINEDRYFTY
COMMENTS
e l vs
J. Carter Policy and Procedures for acquisition.-ot proessional and personal services have been prepared and distributed to City departments Training
preceded implementation.
J. Carter Contracts are centralized but for Code designated exemptions. One Senior Buyer position has been approved for Purchasing, this position will
support expanded role of Purchasing.
J. Carter City Manager issued memoranda (9/96, 3/97) to prohibit unauthorized expenditures, City Manager issued memorandum to City Attorney to
request drafting of an ordinance.
Chief Procurement Officer issued follow up memo (10/96) and a letter to City vendors to warn against unauthorized purchasing procedures
Upon registering with City, all vendors receive additional notice of prohibition against unauthorized expenditure.
Chief Procurement Officer does not issue purchase orders for unauthorized expenditures.
Procurement - J. Carter
M. Wiley
Procurement - J. Carter
Internal Audit
Internal Audit
Internal Audit
Internal Audit
Internal Audit
Internal Audit
Internal Audit
Director of Internal Audit
Internal Audit
Such action may be overreaching as purchasing does not have relevance to each job within the City. Purchasing will require such training for
departmental purchasing agents recommended by Department Directors and approved by Chief Procurement Officer.
Purchasing professional staff has successfully completed one of the two classes necessary for CPPB certification Additional funding sources
necessary to complete CPPB certification and provide continuing education for maintaining certification.
Purchasing policies and procedures are under review for modernization and improvement
This recommendation will be accomplished by the City Commission.
This recommendation will be accomplished by the City Commission.
This committee is under consideration for establishment.
This committee is under consideration for establishment.
This committee is under consideration for establishment.
This committee is under consideration for establishment.
This committee is under consideration for establishment.
This committee is under consideration for establishment.
This committee is under consideration for establishment.
This committee is under consideration for establishment.
City ofAlimni - Office of Boidgel 23 of 49 3: 12 IW6/11/98r' Caumrntr Grin
City of Miami
Management and Productivity Initiatives
� � � � i C►tr � ��� �r � � �_ ��� if#�i� ��� � � '� COIIAMENiS
Implement a formal policy for selection of external auditors to be Internal Audit This committee is under consideration for establishment.
executed by the Audit Committee. The Audit Committee should also
oversee the evaluation of the performance of the external audit team
on an annual basis.
i
Implement a formal policy for the maximum length of external audit Internal Audit This committee is under consideration for establishment.
contracts.
As part of the Audit Committee's duties, they should review the scope Internal Audit This committee is under consideration for establishment.
of the external auditor's approach while the audit planning is in
progress and review the results of the audit upon completion.
The Audit Committee should also monitor other services provided by Internal Audit This committee is under consideration for establishment.
the external auditors to ensure that a proper level of independence is
maintained.
Reorganize the Internal Audit Department to report directly to the Audit Internal Audit The Internal Audit Department should report directly to a City representative authorized to implement procedures rather than report to an
Committee. autonomous committee.
Internal Audit -Audit function should have dual reporting to the City Director of Internal Audit The audit reporting function should be directed to the City Manger who has authority to implement audit recommendations The audit
Manager and to the Audit Advisory Committee committee should review the work products of Internal Audits for proficiency recommendations.
Internal Audit -The audit plan should be reviewed by the Audit Internal Audit This recommendation will be accomplished by a newly formed Audit Committee
Committee to ensure it is balanced
Audit Advisory Committee -The roll of the Audit Committee should be Internal Audit This committee is under consideration for establishment.
expanded and clarified to ensure review of both external and internal
j audit results
The Chairman of the Audit Committee should make an annual report of
Internal Audit
This committee is under consideration for establishment.
its activities to the City Commission.
Internal Audit -A summary of audit results and responses should be
Director of Internal Audit
Quarterly reports are prepared indicating the names of audits completed, with the related revenues and expenditures audited and generated or
prepared quarterly and presented to the Audit Committee and the City
recovered. These reports have been sent to the City Manager.
Commission
Audit Advisory Committee -The Audit Committee should provide a
Internal Audit
This committee is under consideration for establishment.
quarterly report to the City Commission
Audit Advisory Committee -The City Commission should be educated
Internal Audit
This committee is under consideration for establishment.
on their role in reviewing audit results and interacting with the Audit
Committee
Hire an experienced CPA with significant exposure to the public sector Internal Audit This recommendation will be accomplished by the Mayor and/or City Manager.
as Director of Internal Audit.
Internal Audit -Should expeditiously hire a Director of Internal Audit with Internal Audit This recommendation will be accomplished by the Mayor and /or City Manager.
a CPA, CIA, or CISA
The Director of Internal Audits should immediately complete an Director of Internal Audit This recommendation will be accomplished by a newly hired Director of Internal Audits.
assessment of the strengths and weaknesses of the Department,
services historically provided.
0ryofA. Uce of Burlgel 5r17 CAM111,7:, f,lnil
Internal Audit -Staff time spent on non -audit functions should be
reviewed, audit staff work should focus on auditing
Director of Internal Audit
All of staff time is audit related.
'a
A full scope, internal audit function is ultimately recommended. A
Director
determination should be made as to how the function is to be achieved
of Internal Audit
This recommendation will be accomplished by a newly hired Director of Internal Audits.
j in-house and/or with contracted services.
Internal Audit should include IT as an area for ongoing review. Review
Internal
`should include periodic testing of both general controls (organization,
Audit/IT
Al least one senior -level trained and experienced IT auditor and PA should be hired. A senior -level IT auditor and PA can instruct turn
physical and security) and applications controls (processing controls
staff in these specialized fields.
and testing procedures).
ji
j Program change controls and logical access (data security) should also
be reviewed.
Internal AudiYIT
The currently Senior System Analyst in the Internal Audit Department will be trained by an IT auditor,
1
Standardized working papers and detailed IT auditing
programs should
be prepared.
Internal Audit/IT
The currently Senior System Analyst in the Internal Audit Department will be trained by an IT auditor.
Internal Audit IT reports should be issued to the City Commission on
IT audit findings.
Internal Audit/IT
At least one senior -level trained and experienced IT auditor and PA should be hired. A senior -level IT auditor and PA can instruct current audit
staff in these specialized fields.
Test procedures and data should be designed so as to simulate all
conditions which will occur under normal processing conditions,
IT
When a major system is implemented, parallel testing is performed. This causes the systems to be tested with "real life" transactions.
including data that deliberately attempts to violate data validation and
control routines.
Users should be involved in the design of test procedures data.
IT
Users are involved and results verified.
Documentation of testing procedures should include:
IT
See comments below:
Specific Objectives of the test.
IT
For minor modifications, some systems have extract programs [hat allow the creation of testing subsets.
Identification of types of transactions to be tested including transactions
which should lest all aspects of the new program or program change.
IT
For minor modifications, some systems have extract programs that allow the creation of testing subsets.
Inspect test results, including reported errors.
IT
The SCI package is currently being tested with production data.
The actual lest results and the comparison to the predicted results.
IT
The SCI package is currently being tested with production data.
An overall summary, including conclusions. IT Due to personnel constraints, we are unable to fully document all testing procedures, however, efforts are currently being made to ensure that
all major modifications and/or new systems are properly documented.
Critical Success Factors -Change Internal Audit's focus to controlling Director of Internal Audit The function of Internal Audits should include revenue and lessee compliance auditing as this department has recovered significant revenues in
business risk, including systems the past.
The resumes for the Directors position have been received and the new person will change the audit.
City Of Miami - Office of Budget 25 of49 5: 11 PAW11/98(' Conrmeun Mir
City of Miami
Management and Productivity Initiatives
Internal Audit -An audit plan should be developed in conjunction with the
Director of Internal Audit
This recommendation will be performed,by„ia newly appointed Internal Audit Director.
City Manager and department heads and should incorporate a risk
based approach focusing on internal controls and business risks
Internal Audit -The audit plan should include a greater complement of
Newly hired performance auditor
Auditors proficient in performance auditing should be hired.
performance audits
Internal Audit -The audit plan should provide for a sufficient review of
Newly hired Information Systems Auditor
Auditors proficient in Information Systems auditing should be hired.
systems security
Internal Audit -Audit review should be provided to the YEAR 2000
Newly hired Information Systems Auditor
Auditors proficient in Information Systems auditing should be hired.
systems conversion
Internal Audit -The City Manager as well as the Auditee should receive
All Audit Staff
This recommendation is currently implemented.
a copy of the audit reports
Decide whether the present staff can provide the services envisioned
Director of Internal Audit
This recommendation will be accomplished by a newly hired Director of Internal Audits.
on a long-term basis.
Evaluate whether the organizational status of the Internal Auditing Director of Internal Audit The audit reporting function should be directed to the City Manger who has authority to implement audit recommendations.
Dept. is sufficient to permit the accomplishment of its audit
responsibilities.
An effective Audit Committee should ensure that audit assignments are This committee is under consideration for establishment.
based on risk rather than political, or other factors.
Internal Audit -Audit staff dispersed in other departments should be This recommendation will be accomplished by the Mayor and/ or City Manager.
identified and centralized within the department, as appropriate
The City should also develop a comprehensive cash flow forecast.
Finance
See this Five Year Plan.
Opportunities Task Force -Comprehensive operating and cash flow
Finance
See this Five Year Plan.
projections should be developed for a five year period
City should develop plan to return to fiscal strength, establishing targets
Budget
This was already done and is incorporated in the Five Year Plan.
for appropriate fund balance reserves and funding of additional
reserves, addressing employee compensated absences, self -ins.,
$ capital replace., contingencies, and debt repayment.
_Also addressing employee compensated absences, self-insurance,
Finance
See this Five Year Plan.
capital replacement, contingencies, and debt repayment.
x �
Opportunities Task Force -Operating cash reserve should be sufficient
Finance
See this Five Year Plan.
to cover 30 to 60 days of operation
i
opportunities Task Force -Prudent to maintain cash reserves of jl pp
Finance
Reserves will be established over the course of the Plan; however, the City will not be able to reserve $25 to $40 million over the five years.
. { unfunded self-insurance liability of not less than 30% to 50% of
outstanding claims
,,:,.J The City should develop a detailed forecast of expected short-term
Budget
Budget Office research projects 74 retirements per year. The amounts budgeted in this Plan are adequate to pay off compensated absences.
icash payments relating to compensated absences in light of the
sign ficant percentage of the City's workforce currently eligible to retire
` or expected to be eligible by the year 2000.
01), nfk 9ceoflfudger
5 /2Vtf6///'�` Senn lnlr
The City should continue to work to develop and implement operating
plans that ensure the City functions at a surplus each year.
Opportunities Task Force -Projections should address the future
courses of action which will be required for the City to continue as an
operating entity
Opportunities Task Force -Steps should be taken to return the solid
waste enterprise fund to profitability
Opportunities Task Force -Raise user charges in Solid Waste to an
appropriate amount based on related costs and charges for similar
services provided by other South Florida municipalities
j Opportunities Task Force -Review level of Solid Waste services
# provided and reduce service if appropriate
i
Revenue Options for Consideration -City could, through public hearing,
increase the millage to 10 mills
I
Revenue Options for Consideration -City could levy up to 20 % on each
i non-exclusive franchise granted for garbage collection within the City
limits
Revenue Options for Consideration -City could adopt by ordinance a
telecommunication ordinance levying 7% on intrastate long distance,
cellular, page and telegraph service
Revenue Options for Consideration -City could levy up to 10 % on water
service within the City limits
Revenue Options for Consideration -City could adopt by ordinance a fire
services fee to all property owners within the City limits
Revenue Options for Consideration -A rate analysis should be
performed on all Enterprise Fund operations and revised rate
schedules should be adopted by ordinance to recover expense of
operations
Revenue Options for Consideration -A rate analysis should be
performed on Internal Services Fund operations and revised charge
back rates should be adopted to recover expenses of operation
Revenue Options for Consideration -Suggest City review the annual
revenues received on mobile homes licenses fees and if revenue is flat
or declining establish an enforcement program to increase compliance
with the City limits
Revenue Options for Consideration -Suggest an analysis be performed
on miscellaneous fees and charges to update for inflation or increased
operating expenditures
City of Miami
Management and Productivity Initiatives
Office of Budget
Office of Budget
Office of Budget
Office of Budget
Office of Budget
Office of Budget
Office of Budget
Office of Budget
Office of Budget
Office of Budget
Office of Budget
Office of Budget
W M�
' COMMEN1
FY 97 and FY 98 Budgets, .along.wjth the City's Five Year Plan have already addressed that issue.
The City's FY 97 and FY 98 Budgets, along with the City's Five Year Plan have already addressed that issue.
Solid Waste transferred to General Fund FY'98.
Solid Waste fee reduced to $33 per year. City Commission replaced with Fire Assessment Fee.
All Revenue Options listed are policy issues that require City Commission action.
Trash and recycling services will be provided five days per week. City Commission directed same level of service.
All Revenue Options listed are policy issues that require City Commission action.
All Revenue Options listed are policy issues that require City Commission action.
All Revenue Options listed are policy issues that require City Commission action.
All Revenue Options listed are policy issues that require City Commission action.
All Revenue Options listed are policy issues that require City Commission action.
All Revenue Options listed are policy issues that require City Commission action.
All Revenue Options listed are policy issues that require City Commission action.
All Revenue Options listed are policy issues that require City Commission action.
All Revenue Options listed are policy issues that require City Commission action.
City alMiomi -Ofce IBadger 17a J9
I S: ll l'M6////9R(' Cmminmrrte lair
City of Miami
Management and Productivity Initiatives
Revenue Options for Consideration -Suggest City review the allocation Office of Budget
of the Local Option Gas Tax and determine ability to change allocation
methodology based on population
Revenue Options for Consideration -Adopt ordinance levying road Office of Budget
assessment fee to properly owners within City limits to maintain City
roadways
Plan should include the full costs of operating the City, including Budget
employee pensions, compensated absences, self insurance, risk
underwriting and other activities which may require future payments.
Adopt a written enforcement policy with escalating collection efforts J. Hepburn
based upon the level of default and time to cure. An in-house or
outside collection effort should be assigned to monitor and enforce this
process.
Evaluation of USHUD Funded Loan and Grant Programs -Take F. Caslaneda
immediate steps to accelerate actions to improve the collection and
servicing of outstanding and in -process loans in a diverse portfolio
Evaluation of USHUD Funded Loan and Grant Programs -Take J. Hepburn/J. Cerdan
immediate and more aggressive steps to reprogram its current and
unspent prior years allocations of CDBG funds to fund other eligible
City activities
listed are policy )ssuas,that require
action.
All Revenue Options listed are policy issues that require City Commission action.
This was already done and is incorporated in the Five Year Plan.
e ...W1
Loan collection manual to be created with input of Finance & Law Depts., by 1st quarter of FY'98.
Loan collect in manual & procedures to be prepared & completed with input from Finance & Law Dept. delineate each others role and
responsibilities.
$4.6 million has been re -programmed in FY's'91 to fund eligible activities under the CDBG Program. More unspent funds will be re-
allocated as they become available.
Evaluation of USHUD Funded Loan and Grant Programs- Frank Castaneda, Mike Lavin, Ken Edwards Dept. exploring available & needed staffing required to facilitate full & complete capture of funding outlay reimbursement Finance Dept
Recommended that City provide and commit the necessary resources employed Grants Coordinator during 4th qtr. of'97. Responsible for facilitating reimbursement from US HUD.
to pursue full and complete receipt of funding reimbursements
of USHUD Funded Loan and Grant Programs- Jeff Hepburn Dan Fernandez Reimbursements from CDBG Program to City's General Fund have been substantially minimized. New HUD system allows direct payment to
ided that City continue to identify pending reimbursement Ed Blanco sub -grantees.
as and aggressively pursue the repayment of the funds due
Evaluation of USHUD Funded Loan and Grant Programs -City should
vigorously seek funding through the grant programs (see task force
report)
Establish a Loan Review Committee comprised of bank officers living
or working in the City of Miami to consider loan applications and bring
expertise to the entire credit review process.
Evaluation of USHUD Funded Loan and Grant Programs -Should take
immediate steps to implement more stringent loan underwriting
guidelines and procedures to reduce future loan losses relative to
ongoing new lending activities
Evaluation of USHUD Funded Loan and Grant Programs -City could
immediately suspend all new lending and reprogram those loan funds
and repayments or recoveries from outstanding loans to the greatest
extent possible
Frank Castaneda, Dipak Parekh On -going effort by the Department of Community Development and Budget to identify and seek funding under various state and federal
programs.
J Hepburn Loan Review Committee currently in place with City staff only at this time, Wit work on adding members from the banking industry by 1st
Quarter of FY'98.
F. Castaneda Loan underwriting guidelines & procedures to be revised by the Dept. to reduce future loan losses relative to on -going new lending activities.
F Castaneda $8 million in CDBG Program Multifamily Prgm. funds and program income were re -programmed for other CDBG eligible activities in September
of 1997.
Cip,nJM ice ofiludget 5- 1211,kfwl L`/r. ,rnh/nit
e i Consider the sale of defaulted loans to authorized third parties in
3is ;conjunction
J Hepburn
Department will explore the possibility of selling off the good loans to 3rd parties. Default loans the deptwill explore the possibility of involving
l with continued dialogue with entities such as FNMA and
collection agencies to collect payments. On -going process.
HUD.
r Evaluation of USHUD Funded Loan and Grant Programs -Use of private
7 collection services should be to
F. Castaneda
The use of private collection services to be also explained by the Depts. of CD & Finance to enhance the effectiveness of loan servicing.
explored enhance the effectiveness of
loan servicing
i =' : ibQ�itip�tl�t s a
�.,' �PId11A�r�j�11t�DIi1�'tlMt ="- '� �tg�k as
Hire a highly qualified, experienced private sector firm as soon as
?
Aldo Stancato
ITD recognizes that a comprehensive strategic plan is imperative to maximizing the ROI on City assets through the effective and efficient
j a possible, to assist the City in doing a detailed technology needs
implementation of City resources. Develop scope of work & RFP for project.
-I assessment and develop a technology strategic plan.
Utilize available resources to determine if qualified resources can be obtained to develop plan pro bone. Follow RFP process to select firm and
award contract.
Firm will assist in conducting a detailed needs assessment. Firm will assist City staff in the development of a strategic plan and formalized
n
limelineand ones for implementation.
r �
Develop semi-annual process to review findings d update with new developments in technology. In order to keep abreast of the latest trends
P P 9 a!� P P 9Y� P
& developments in the technology sector,
senior IT staff should annually attend major technological shows; such as, Comdex and UNITE.
¢ ash eu 7
7c Information Technology Division (IT) -The IT Division should redefine its
b
IT
Information Technology recognizes that a comprehensive strategic plan is critical to defining the mission of the organization. In order to assist
mission in light o/ the trends in technology development
us in creating a viable and dynamic strategic plan, outside assistance is needed. This assistance would be u
Develop scope of work and RFP for project.
Utilize available resources to determine if qualified resources can be obtained to develop plan pro bone.
Follow RFP process to select firm and award contract.
p 1 r 1
Firm will assist in conducting a detailed needs assessment. Firm will assist City staff in the development of a strategic plan, formalized mission
statement, and implementation timelines.
This process will develop the expertise in-house to keep the plan updated and current. Process should be validate by outside firm e�
years.
In order to keep abreast of the latest trends and developments in the technology sector, senior IT staff should annually attend major
3 = y
technological shows; such as, Comdex and UNITE.
'Hire technology expert to head up a newly created Department of
City Manager
The City s new management organization inc(ydes IT as a division of the General Services Administration Department. However, IT still needs
Information Technology.
a highly technical individual to administer the IT organization.
Recruitment process started with Human Resources, City Manager to review selected list of applicants from Human Resources, interview, and
-, :;
make appropriate selection for administrator.
i
C : The individual must provide direction and vision, negotiate effectively
Wee agree with the proposed requirements.
with vendors, close credibility gap by results, be unbiased and
objective, and communicate effectively with various constituencies.
fl t
Negotiate interim extensions of software licensing agreements with
W y. current vendor to provide for interim system requirements until
IT
Negotiations are underway with the vendor.
information technology needs assessment is completed.
City ofMioml - Office ofDudgei 29 of J9 5:12 Pb16/1 //Rf(' ('unrmeru.e /nit
City of Miami
Management and Productivity Initiatives
Immediately address those priority issues regarding inter -network IT
communications and architecture decisions. Thiscan be determined
prior to the completion of the technology strategic plan.
Several Information Technology Systems require immediate Info. Tech. - A. Stancato
improvement in the area of internal controls. Some of these issues
require high priority attention in order to ensure the continuity of the
City's operations in the case of unplanned interruptions
Fleet Management Task Force -Implement a complete Management Juan Pascual
Information System with a Fleet Management module
COMMEND
These needs will be the outputs of the negrls assessment.
The software license for the A17 operating system, compilers and related system and database software expired on September 30, 1997.
Renewal of the license for a five year basis would cost $1.5 million, or $60,000 on a monthly basis.
Considering the limited lifespan of the A17, neither of these options would be economically advantageous for the City. The best alternative for
the City is to apply these funds to the purchase of a Clearpath machine.
Under the Clearpalh purchase agreement these software relicensing costs would be eliminated for the life of the machine.
The Human Resources Department has been requested to audit selected positions and to reassign responsibilities.
Currently identifying a system for fleet. Research complete and recommend faster computer software system. RFP being prepared.
Software/hardware and support needed.
Establish internal, cross -departmental Steering Committee to report Frank K' Rollason Establishment of Steering Committee will ensure that strategic initiatives of the entire City are prioritized and implemented in a manner that will
regularly to City Manager on policy/budget/management and resource maximize the return on City resources.
allocation issues related to technology.
Steering Committee should be chaired by an Assistant City Manager or higher. Committee members should be chosen from the strategic
Departments of the City.
Hold, at a minimum, quarterly reviews of in -progress and requested projects. Committee will evaluate and prioritize each proposed project.
Departments present initial proposal for requested projects. Committee will decide whether business evaluation of the proposal should be
conducted.
Business evaluations will be presented by ITD staff for each committee approved project, providing a detailed cost and benefits analysis of each
project (only for projects utilizing over $30,000 in resources - personnel, hardware and/or services.)
SW -A. Macbeth Participating on Steering Committee regarding Solid Waste matters.
Duties and responsibilities of the committee should be clearly defined in IT Steering Committee
a formal charter and should include the review and approval for:
Major changes in hardware or software. IT Steering Committee
Research and development projects under study. IT Steering Committee
results of any cost / benefit analysis. IT Steering Committee
Software application development or acquisitions. IT Steering Committee
Project priorities. IT Steering Committee
Resource allocation in terms of time, personnel and equipment. IT Steering Committee
Controls in effect. IT Steering Committee
Conversion plans. IT Steering Committee
v 4A lice gf/ludgcr
The City has formed a steering committee which will be chaired by the ACM of operations. The committee will meet no more than monthly and
no less than quarterly, depending on outstanding projects.
The City has formed a steering committee which will be chaired by the ACM of operations. The committee will meet no more than monthly and
no less than quarterly, depending on outstanding projects.
The City has formed a steering committee which will be chaired by the ACM of operations. The committee will meet no more than men" d
no less than quarterly, depending on outstanding projects.
The City has formed a steering committee which will be chaired by the ACM of operations. The committee will meet no more than monthly and
no less than quarterly, depending on outstanding projects.
The City has formed a steering committee which will be chaired by the ACM of operations. The committee will meet no more than monthly and
no less than quarterly, depending on outstanding projects.
The City has formed a steering committee which will be chaired by the ACM of operations. The committee will meet no more than monthly and
no less than quarterly, depending on outstanding projects.
The City has formed a steering committee which will be chaired by the ACM of operations. The committee will meet no more than monthly and
no less than quarterly, depending on outstanding projects.
The City has formed a steering committee which will be chaired by the ACM of operations. The committee will meet no more than monthly and
no less than quarterly, depending on outstanding projects.
The City has formed a steering committee which will be chaired by the ACM of operations. The committee will meet no more than monthly and
no less than quarterly, depending on outstanding projects.
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Management and Productivity Initiatives
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Emergency procedures, contingency and physical security plans.
IT Steering Committee
The City has formed a steering committee which will be chaired by the ACM of operations. The committee will meet no more.than monthly and
i
no less than quarterly, depending on outstanding projects.
I
I Insurance coverage.
IT Steering
Committee
The City has formed a steering committee which will be chaired by the ACM of operations. The committeb will meet no more than monthly and
no less than quarterly, depending on outstanding projects.
Budgets and plans pertaining to the IT function.
IT Steering Committee
The City has formed a steering committee which will be chaired by the ACM of operations. The committee will meet no more than monthly and
no less than quarterly, depending on outstanding projects.
j IT User Group Committees should be established and be responsible
for:
ITD
ITD will endeavor to reestablish these meetings on at least a quarterly basis. The success relies on the support and participation of the
individual user departments.
k Communications between users and the IT Steering Committee,
ITD
ITD will endeavor to reestablish these meetings on at least a quarterly basis. The success relies on the support and participation of t.
I management and regulatory agencies.
individual user departments.
Establishing user priorities.
ITD
ITD will endeavor to reestablish these meetings on at least a quarterly basis. The success relies on the support and participation of the
individual user departments.
Monthly service requests reporting by application.
ITD
ITD will endeavor to reestablish these meetings on at least a quarterly basis. The success relies on the support and participation of the
individual user departments.
Coordination and approval of request for IT services.
ITD
ITD will endeavor to reestablish these meetings on at least a quarterly basis. The success relies on the support and participation of the
individual user departments.
Authorization of data file removal from data centers.
ITD
ITD will endeavor to reestablish these meetings on at least a quarterly basis. The success relies on the support and participation of the
individual user departments.
Review and approval of file retentions.
ITD
ITD will endeavor to reestablish these meetings on at least a quarterly basis. The success relies on the support and participation of the
individual user departments.
Coordination between users and IT.
ITD
ITD will endeavor to reestablish these meetings on at least a quarterly basis. The success relies on the support and participation of the
individual user departments.
Maintenance of commonality of system.
ITD
ITD will endeavor to reestablish these meetings on at least a quarterly basis. The success relies on the support and participation of the
individual user departments.
Review and approval of cost estimates.
ITD
ITD will endeavor to reestablish these meetings on at least a quarterly basis. The success relies on the support and participation of the
individual user departments.
User participation in new system requirements.
ITD
ITD will endeavor to reestablish these meetings on at least a quarterly basis. The success relies on the support and participation of the
individual user departments.
User group Committees must be held accountable for all program,
ITD
ITD will endeavor to reestablish these meetings on at least a quarterly basis. The success relies on the support and participation of the
changes and requests for IT services from their group.
individual user departments.
Critical Success Factors -Establish Information Systems Steering
The Information Technology Steering Committee has been established, chaired by the ACM - Operations.
Committee
IT Establishment of Steering Committee will ensure that strategic initiatives of the entire City are prioritized and implemented in a manner that will
Information Technology Division (IT) -A technology Steering Committee maximize the return on City resources.
should be established chaired by an Assistant City Manager
Steering Committee should be chaired by an Assistant City Manager or higher. Committee members should be chosen from the strategic
Departments of the City.
Hold, at a minimum, quarterly reviews of in -progress and requested projects. Committee will evaluate and prioritize each proposed project.
Cily oJMiarui - Office of Budget 31 of 49 S: 11 PA-16// l/9N(' ('onunenR hdi
City of Miami
Management and Productivity Initiatives
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Departments present initial proposal for.requ!ksled projects. Committee will decide whether business evaluation of the proposal should be
conducted.
Business evaluations will be presented by Information Technology staff for each committee approved project. providing a detbiled cost and
benefits analysis of each project (only for projects utilizing. over $30,000 in resources - personnel, hardware and/or
Consider having Information Technology report directly to the City Manager's Office While important, this department does not need to report directly to the City Manager.
Manager to account for the needs of all City operations and to more
effectively resolve issues related to technology.
Information Technology Division (IT) -Recommended that IT should Into. Tech - A. Stancato The City's new management organization includes IT as a division of the General Services Administration Department
report to the City Manager's Office
After needs assessment is completed, develop comprehensive Info. Tech - A. Stancato Capital budgets for IT include hardware, software, and communications technology. Based on our preliminary review of our current ter—ology
Information Technology System (potential estimated capital budget such as the A-17 and our city-wide area network, an expenditure such as this is appropriate.
requirement is in the $30 - $40 million range over 3 -5 years). Cost
savings in productivity and efficiency will result from a
Replacement of Unisys A-17 with Unisys Clear -Path is mandatory since the A-17 is approximately nine years old and Unisys will not guarantee
that all the components are Year 2000 compliant.
Implementation of high-speed wide area network that will allow all city departments to communicate efficiently and effectively. This wide area
network should provide redundancy to reduce outages and loss of data and productivity throughout the City.
Completion of replacement of PC's, terminals, and B20's with PC network (excluding Police).
Completion of replacement of PC's, terminals, and B20's with PC network (for Police Department).
Ongoing review and upgrade of PC's throughout the City, both hardware and software, so that upgrades occur before systems become
obsolete.
Hardware and software necessary to facilitate Disaster Recovery Plan. (See Disaster Recovery plan above to cost estimates.)
Citywide imaging. Initially hire a outside firm to conduct needs assessment. Implement small pilot project and expand on project as time and
resources become available.
Begin migration of software applications to client server architecture. Timelines and scope of project to be provided as part of the Strategic
Plan.
Info. Tech - A. Stancato
The software license for the A17 operating system, compilers and related system and database software expired on September 30, 1997.
Renewal of the license for a five year basis would cost $1.5 million, or $60,000 on a monthly basis.
Considering the limited lifespan of the A17, neither of these options would be economically advantageous for the City The best alternative for
the City is to apply these funds to the purchase of a Clearpath machine.
Under the Clearpath purchase agreement these software relicensing costs would be eliminated for the life of the machine.
Opportunities Task Force -Steps should be taken immediately to
Office of Budget
On going.
21 implement procedures, upgrade systems and provide adequate
professional staff to improve the timelines and integrity of the City's
financial and management information
, J City should develop a five year strategic IT plan that is based on the
Office of Budget
Refer to the City's Strategic Planning Initiative.
? sj City's Five Year Plan. This plan should be a working document that
addresses key issues such as hardware, software, applications
development, communications, emergency procedures and c
e
IT
A strategic plan will be created but is contingent on the development of a citywide strategic plan and of an ITD steering committee. ITD will
work toward the creation of both the plan and the establishment of the steering committee.
Information Technology Division (IT) -Funding needs to identified and
Info. Tech - A. Stancato
Capital budgets for IT include hardware, software, and communications technology. Based on our preliminary review of our current technology
" reserves need to be built to complete the network infrastructure for
such as the A-17 and our city-wide area network, an expenditure of $30-40 million has been estimated by the Blue R
Police and Fire and replace PC's
Implementation of high-speed wide area network that will allow all city departments to communicate efficiently and effectively. This wide area
network should provide redundancy to reduce outages and loss of data and productivity throughout the City.
Completion of replacement of PC's, terminals, and B20's with PC network (excluding Police).
l
Completion of replacement of PC's, terminals, and B20's with PC network (for Police Department).
Ongoing review and upgrade of PC's throughout the City, both hardware and software, so that upgrades occur before systems tecome
obsolete.
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Approach potential teaming partners in both the public and private
sectors to develop different information systems and cost -sharing
approaches. A natural partner might be Metro -Dade County and local
Universities.
Seek a private firm to simulate the Year 2000 and provide a lest bed for
all City Systems to insure that Year 2000 corrections being made will
indeed solve all related issues.
The IT Division should review its staffing to assess whether it has the
required experienced personnel resources to complete the project
available without cutting other required system development and
maintenance.
Information Technology Division (IT) -A plan needs to be devised and
funded to complete the task of making City systems Year 2000
Give highest priority to developing and testing an adequate disaster
recovery / business continuity and data security plan.
A comprehensive business continuity plan should be developed,
documented and periodically tested to ensure continuity in the City's
business functions, as needed, after a loss if IT services in the event of
a disaster. Plan focus should be as follows:
Limit economic loss in case of an unplanned interruption.
City of Miami
Management and Productivity Initiatives
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Although not part of the network infrastruc(ut@, replacement of the Unisys A17 with a Unisys Cloarpath machine is mandatory since the A17 is
approximately nine years old and Unisys will not guarantee that all the components are Year 2000 compliant,
Info. Tech - Ana Kokenge Meet with Directors of IT at Miami -Dade County, FIU and UM to develop feasibility and scope of approach.
Review possible partnerships with other large Unisys sites in close proximity, such as, Broward Courtly Courts
Conduct quarterly workshops with the established partnerships developed. Continue to seek new partnership.
Establish revolving internship program with local major universities, such as FIU, UM, Barry, etc.
��
Info. Tech - Jim Osteen Year 2000 conversion efforts have been in progress since 1992. Total conversion of all applications is scheduled for December 1998 It would
be beneficial to have an outside firm validate the soundness of the Year 2000 modifications. Completion of the
Issue RFP for private firm to simulate the Year 2000 project and make sure it is viable. Develop timetable for evaluation and validation of
converted systems.
Create and award RFP for the evaluation of systems based on established conversion time table.
Reviews of converted systems will be performed based on timelines outlined in the RFP.
Final review of all systems will be provided by 2nd Quarter 1999.
IT Current staff will assist in implementing the pilot program. However, an R.F.P. will be issued for a private firm to simulate and review the
converted systems.
Info. Tech - A. Stancato Year 2000 conversion efforts have been in progress since 1992. Total conversion of all applications is scheduled for December 1998 It would
be beneficial to have an outside firm validate the soundness of the Year 2000 modifications. Completion of the
Issue RFP for private firm to simulate the Year 2000 project and make sure it is viable. Develop timetable for evaluation and validation of
converted systems.
Create and award RFP for the evaluation of systems based on established conversion time table.
Reviews of converted systems will be performed based on timelines outlined in the RFP.
Final review of all systems will be provided by 2nd Quarter 1999.
Info. Tech - A. Stancato With the purchase of the A-17 replacement, we are studying the cost and feasibility of placing the second processor of the new machine at the
EOC (Fire College). Additional hardware and software will enable us to have complete data replication at the two
Provide redundant data communication paths to all critical city facilities.
If adequate funding cannot be obtained for the above -mentioned initiative, then alternatively a Citywide Steering committee will determine which
applications are critical and assign acceptable service interruption levels for each syslem.Based on recommend
ITD will develop timeline to implement the appropriate recommendation within 6 months.
Plan will be tested, results verified and plan modified on an annual basis. (Costs cannot be determined until appropriate plan has been
adopted.)
Additional hardware and software necessary to facilitate Disaster Recovery Plan (this includes the cost of providing a second Cloarpath
machine at the remote site.) - see comments below regarding the A17 replacement.
IT ITD is currently working with Unisys on the scope and cost of a new formalized disaster recovery plan.
IT ITD is currently working with Unisys on the scope and cost of a new formalized disaster recovery plan.
Cily ojAftnmi - Office of Biulgel 33 o a9
.� 5: /2 /'A 1/////9R(' ('onuueu/r Mil
Minimize disruption to key service/business functions.
Maximize awareness of the City's fiduciary responsibility adopting a
"due care" mentality.
Analyze the citizen/business community awareness implications of
extended service interruption.
Determine exposure and design preventable measures.
Determine recovery and restoration needs and facilitate that recovery
and restoration.
City should develop and implement adequate plan maintenance
procedures which involve representatives from each of the critical
business areas. Otherwise, contingency plan will become outdated
and, thus, of little use in the event of a disaster.
Reciprocal agreements are not a viable alternative for supporting
critical IT operations during unplanned interruptions. Other alternatives
should be explored such as hot sites, mobile operations facilities,
internal backup and so forth.
City should develop specific testing procedures for its Disaster
Recovery Plan. Each test of the plan should be monitored by an
external observer with an independent assessment made and reported
back to Senior Management and the City Commission.
The City should develop and publicize a data security policy, as well as
standards and procedures for data security administration. Password
administration procedures should be formalized.
should develop and implement a formal vehicle to
any personnel changes to security.
Information Technology Division (IT) -IT must govern security issues
which should not be overridden by departments
Information Technology Division (IT) -A comprehensive disaster
recovery plan should be developed addressing PC networks and the
mainframe
IT ITO is currently working with Unisys on the scope and cost of a new formalized disaster recovery plan
IT ITD is currently working with Unisys on the scope and cost of a new formalized disaster recovery plan.
IT ITD is currently working with Unisys on the scope and cost of a new formalized disaster recovery plan.
IT ITD is currently working with Unisys on the scope and cost of a new formalized disaster recovery plan.
IT ITD is currently working with Unisys on the scope and cost of a new formalized disaster recovery plan which will include maintaining a...
updating the plan.
IT The solution will be addressed in the Business Continuity and Disaster Recovery Plan.
The solution will be addressed in the Business Continuity and Disaster Recovery Plan.
IT ITD will collaborate with Human Resources and Labor Relations to draft a policy.
All City Security Administrators will receive a monthly printout showing all employee transfers, promotions, and terminations. This will be the
basis for removing security from employees who may no longer be appropriate after such personnel actions.
Info. Tech - A. Stancato IT recognizes the critical nature of a sound and effective security policy. The protection of the City's information assets is of vital imp to
the City's day-to-day operations and continued growth.
Establish written security policies and have approved by Steering Committee, Internal Auditors, and External Auditors (Policies governing
general computer usage, Internet, E-mail, and computer taxing have been written and are awaiting final implementatt
Implement and monitor the security policies.
Quarterly review of policies and periodic audifs of procedures to ensure compliance.
Info. Tech - A. Stancalo With the purchase of the A-17 replacement, we are studying the cost and feasibility of placing the second processor of the new machine at the
EOC (Fire College). Additional hardware and software will enable us to have complete data replication at the two
Provide redundant data communication paths to all critical city facilities.
If adequate funding cannot be obtained for the above -mentioned initiative, then alternatively a Citywide Steering committee will determine which
applications are critical and assign acceptable service interruption levels for each system. Based on recomme
ITD will develop timeline to implement the appropriate recommendation within 6 months.
Plan will be tested, results verified and plan modified on an annual basis. (Costs cannot be determined until appropriate plan has been
adopted.)
Additional hardware and software necessary to facilitate Disaster Recovery Plan (this includes the cost of providing a second Clearpalh
machine at the remote site.) - see comments below regarding the A17 replacement.
CiryoJAs .Ire rJBudger - 5.12 PAffi'l1'/e, rrw, Inir
City of Miami
Management and Productivity Initiatives
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Information Technology Division (IT) -Backup procedures should be Info. Tech - A. Stancalo Completed at Riverside utilizing the 45ARj product As new sites come on-line with the appropriate connections they will be added to the
developed for the PC systems backup procedures.
Tectipolpgy
Emphasize training of all Department of Information Technology Staff. Manager's Office Training of all of the City's staff, including Information Technology, is a priority for the City.
Information Technology Division (IT) -Formal training program should Info. Tech - A. Stancalo In these times of diminishing resources, we need to utilize the available resources in the most effective and efficient manner possible. The
be adopted for project management and structured methodologies establishment of a formal training program will familiarize managers in the effective control of costs, time, and
Establish guidelines on topics and participants.
Review available training from local training firms and Universities.
Develop and implement a plan for Information training for the rest of the Manager's Office Training for all departments on the financial systems will be accomplished this fiscal year.
City employees.
human Ri�ip�urces,mad "plt yea "pow
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In order to reposition the workforce strategically for the future, No staff available without unduly interrupting Chapter 2, Page 37 - Recommendation was to conduct a market rate survey or retain consultants to prepare a Iransilion plan to adjust rate
undertake a comprehensive job desc.and job class review, evaluating normal assignments, including but not disparities between Tier 1 and Tier 2 wages. As part of a comprehensive classification review,
class to det. whether they provide the right skill sets and whether they limited to conducting classification audits,
are consistent with the City's objectives salary surveys and assisting with
restructuring plans.
Integrate Management Training with specific goals and development of
the strategic plan.
Include GIS professionals in the list of professional planners and other
disciplines necessary to produce and carry out the City's strategic
plan.
Critical Success Factors 'Consider deleting equivalent combination of
training and experience' for professional credentials
Accounting Division -Lack of technically qualified staff in some areas of
the division
Internal Audit -Staff persons with CPA licenses should be required to
meet CPE requirements
Internal Audit -Audit staff positions should be filled with individuals
possessing finance, accounting, audit, EDP and business backgrounds
Internal Audit -Job descriptions should be rewritten to reflect the correct
roles and responsibilities of the staff
Fleet Management Task Force -Determine proper classifications for
work performed and appropriate number of employees
This is part of the benchmarking initiative.
The GIS professionals who currently work in the Planning Division will be included in the design and implementation of the Strategic Plan
whenever GIS mapping and/or analysis is needed.
Job descriptions have been reviewed and modified to provide for the best qualified person to be employed.
Finance Job descriptions have been reviewed and modified to provide for the best qualified person to be employed.
Mike Rubin This recommendation is also required by the "Government Auditing Standards" promulgated by the Comptroller General of the United States.
Delores McCray
All Audit Staff All auditors possess a college degree in one of these fields.
Director of Internal Audit This recommendation will be accomplished by a newly hired Internal Audit Director in conjunction with the Department of Human Resources
Juan Pascual Ongoing study with Dept. Personnel. Some job specs already updated. Fleet Manager position added. Auto Mechanic Specification updated.
Evaluation of position needs ongoingistaff levels. Several employees now working out of class. Sourcing study dependent.
City nfXflami - Office of llndgel 35 of 49 5:12 /1A16/114.YC C,,n neut, 1ni1
City of Miami
Management and Productivity Initiatives
The City should not hold a register of qualified applicants for two years Subject to Civil Service Rule modification which sets the maximum time limit of registers, Approval of Civil Service Board and public hearing
required.
The employee appeals process under Civil Service Board should be R. Sue Weller, Labor Relations Officer Subject to negotiations
reviewed. A common solution elsewhere appears to be having a
hearing officer handle appeals.
Review training and development skills that are needed to upgrade
existing employee's ability to meet the strategic needs of the City.
Once review is completed, commit resources to provide skills
development opportunities.
Accounting staff should be required to undergo minimum continued
professional training each year. training should address technical
accounting and reporting issues, changes, or updates in the City's
operations, policies, procedures and job duties.
Attending IT auditing conferences, seminars, memberships in
professional organizations dedicated to IT auditing should be
encouraged on the part of the City's Internal Audit Staff.
A formal training program should be developed for each IT employee,
which will address methods and techniques required to bring their
performance in line with the City's objectives.
The first step should be the development of a formal skills and
competencies inventory, preferably by means of objective skills
assessment tests.
Al least one other senior Programmer / Analyst should be trained in
LINC application development, and one additional staff member in
LINC Admin. to provide a backup capability. LINC environment has
not taken advantage of the new tools as it should have.
Internal Audit -The skill set of audit staff should be broadened and staff
should receive appropriate level of training
Risk Management Department Review -Establish a formal professional
development plan for each of the Department Safety Officers including
the use of internal and external resources
Operating Practices -Design and implement a comprehensive employee
training program
None It is recommended that this initiative be coordinated by the Executive Sec. of the C.S.Bd in conjunction with a task force comprised of
administrators - one of which should be from the Department of Personnel - and external personnel professionals.
Risk Management - Mario Soldevilla This is an on -going need. Funds must be allocated for seminars and CEU credits to maintain licenses.
Human Resources - J. Harris Responses to Citywide training needs survey have been compiled for assessment. In order to implement and coordinate the training function,
funding for training staff ($104K annually) and for programs and materials (200K annually) is needed.
Finance The Blue Ribbon Panel, in conjunction with Florida International University, and the City's Finance and Human Resource Departments, are
preparing a training program tailored specifically to address the various functions of the Finance Department.
During FY 1997, classes were conducted by FIU and SCI. Also, an SCI Project Management Assistant will be hired to conduct in-house
training.
Internal Audit Training is and will be a priority.
IT We will request assistance from the external auditors in developing a training plan.
IT We will request assistance from the external auditors in developing a training plan.
IT We will request assistance from the external auditors in developing a training plan.
Governmental Auditing Standards require eighty (80) Continuing Professional Education hours be completed every two years. This department
adheres to this requirement.
Risk Management - Mario Soldevilla In progress.
T.Griffin Coordination with HRD
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5.12 Ak fb.'I I,) ', ,nwn 11,0
City of Miami
Management and Productivity Initiatives
•
Review best practices in City, County and State government in regard Manager's Office Priority of the City is to create and train cadre of middle managers who will be promotable to fill these positions.
to leadership succession planning and develop its own process of
leadership development, recognizing that 51 % of the current executive
workforce will be eligible for retirement by 1999.
i
Critical Success Factors -Conduct a comprehensive review of personnel Personnel practices along with Civil Service Rules are being reviewed for potential modification.
practices
Consider elimination of the two tier wage system. Market rates should Labor Relations This will be subject to negotiations with our unions.
be established for all positions and used to set pay grades subject to
periodic evaluation.
Appointments to key City positions must not be made on the basis of Manager's Office We agree.
favoritism or political sponsorship and loyalty.
Operating Practices -Remove "politics" from the employee hiring and Manager's Office We agree.
promotion process
City leadership must foster an environment that respects and values Manager's Office We agree.
the contributions of personnel at all levels.
it
Review Unit Certification Issued by PERC as to each bargaining unit to
R. Sue Weller, Labor Relations Officer and Involves lengthy hearing process before PERC.
determine which positions were included in the unit.
Linda Rice Chapman, Asst. City Ally.
Advise each union that as to those positions that are not part of the
R. Sue Weller, Labor Relations Officer
Requires review of mang/conf. positions from 1978
certified bargaining unit it is not the authorized representative.
Modify the Civil Service Rules to:
See Initiatives #472-474 below.
Extend the list of positions which are unclassified to include managerial
Human Resources
Requires change in Civil Service Rules and change in the Charter.
and confidential.
Reestablish Managerial and Confidential Employees
GSA -Juan Pascual
GSA - Reestablish Managerial / Confidential Employees making superintendents of Property Maintenance, Communication, Graphics del,
Heavy Equipment MC's. Also any assistant superintendent, Executive Assistant and Secretary IV positions.
Human Resources
Requires change in Civil Service Rules and change in the Charter.
Remove the limitation of the five unclassified employees in one
Human Resources
Requires change in Civil Service Rules and change in the Charter.
department.
Submit a proposal to the Commission/Oversight Board of the City to
contract with a claims handling organization such as Third Party
Administrator, or "engage" licensed temporary claims representatives
to perform a project oriented "Claims Blitz".
Risk Management Department Review -The City should request a
proposal for third party administrative handling services
3
Risk Management - Mario Soldevilla Hire temporary claims representatives. Issue: need space and equipment.
Risk Management - Mario Soldevilla Should hire a consultant to prepare an RFP. However this should be done after the impact of a managed care arrangement has been
evaluated.
City of Mlnmi - Office of &dgei 37 of J9 5:12 PM6111198C ('nrnrrrent, Inir
Claims Blitz to be designed to close as many inactive claims as
possible, settle or resolve as many pending claims as possible and
establish diary dates for claims adjuster review.
Augment existing in-house legal resources on a short term basis by
establishing a relationship with outside law firm (s) that specializes in
workers compensation defense to handle all "claims blitz".
Health Insurance Task Force -Implement a strong subrogation clause
and employ a law firm to protect those interests, paying their fees from
monevs which are recovered
Related litigation and settlement agreements under the supervision of
the City Attorney.
Evaluate the need for and hire additional staff needed to perform
claims handling in accordance to best practices after the claims blitz
has been completed. Train new staff.
Create and adopt claims handling procedures that reflect best
practices. Enforce strict compliance to these procedures.
Health Insurance Task Force -Workers Compensation payments
should be integrated and coordinated with health care
Health Insurance Task Force -Each health care carrier should produce
a claims analysis and reviewed semi-annually be Benefits and Finance
City of Miami
Management and Productivity Initiatives
OMMENM
Risk Management -Mario Soldevilla Hire temporary claims representatives-,ls5ye, need space and equipment.
Risk Management - Mario Soldevilla Hire temporary claims representatives. Issue: need space and equipment
Risk Management - Mario Soldevilla Hiring of temporary claims representatives will accomplish this phase and dictate what our staffing requirements will be
Risk Management - Mario Soldevilla Strongly agree. We are currently pursuing implementation.
Health Benefits - Nancy Fernandez Done.
Health Benefits - Nancy Fernandez CIGNA Healthcare produces a quarterly claims analysis which is reviewed by group benefits. Issue need to formalize finance dept's interaction.
Health Insurance Task Force -A claims and financial analysis should be Health Benefits - Nancy Fernandez Recommend that an internal audit review be performed semi-annually.
reviewed annually by Benefits, Finance, Human Resources/Labor
Relations and the City attorney
Health Benefits - Nancy Fernandez Reconciliation and accounting of prescriptions against the administrative fee is performed monthly by groups benefit
Ith Insurance Task Force -Should perform a quarterly reconciliation
accounting of prescriptions against the administrative fee
Risk Management - Mario Soldevilla Strongly agree. We are currently pursuing implementation.
Risk Management Department Review -The City should utilize "best
practices" claims management procedures for the handling of all claims
Risk Management Department Review -Should establish a committee of RiskManagement - Mario Soldevilla Re-establish self insurance and insurance trugt committee as required to oversee the operations.
individuals representing claims, legal and finance to meet monthly to
discuss all claims reserved over various levels
O Risk Management Department Review -City Commission should Risk Management -Mario Soldevilla There are changes to the code which have been proposed and should be presented to the commission for approval
-consider raising the dollar level of claims that need to come before the
Commission for approval
Review and if necessary change job description and background Risk Management - Mario Soldevilla Develop simultaneously with "best practices" implementation.
4W prerequisites for claims adjusters and claims supervisors handling
workers compensation claims to reflect the complexity of the work and
. +skills.
j
Elevate the reporting relationship of the functional leadership of the Risk Management - Mario Soldevilla The Safety Coordinator reports directly to the Director of Risk Management A change in reporting relationship is subject to a policy decision
`f Safely Department.
City uJAf ire ojBudget 5: /1 PAffi ll,)a Ic,1, 1rri1
City of Miami
Management and Productivity Initiatives
Risk Management Department Review -City should re-evaluate the
Risk Management - Mario Soldevilla
This is a duplication of another initiative.
reporting hierarchy for the Safety Department
Risk Management Department Review -Fully implement LMP 1-95 (City
Risk Management - Mario Soldevilla
Done.
Wide Safety Committee)
Risk Management Department Review -Fill the Police Department
Risk Management - Mario Soldevilla
Done.
Safely Coordinator position within the next 30 days
Risk Management Department Review -Identify the roles and
responsibilities of all City management as it relates to safety and hold
Risk Management - Mario Soldevilla
This will require a commitment from the City Manager as a policy statement.
them accountable
Risk Management Department Review -Complete an assessment of Risk Management - Mario Soldevilla The City is not governed by OSHA Administration, therefore we have our own program in progress.
each City Department's safety and health program using the OSHA
Program Evaluation Profile
Appoint an evaluation committee to perform an interim review of the Risk Management - Mario Soldevilla The appointment of an evaluation committee would be implemented subsequent to the managed care arrangement being in place for a
effectiveness of vendor selected to implement the managed care minimum one year period.
arrangement for the City of Miami and the program.
Health Insurance Task Force -Reevaluate the executive plan which Risk Management - Mario Soldevilla Implemented calendar year deductibles into plan providing incentive for managed care election at annual savings of $22,50&
provides no incentive for managed care election by the executive
Risk Management Department Review -By December 1, 1996 a Risk Management - Mario Soldevilla Evaluation of RFP is complete - Recommendations to the City Manager are forthcoming for commission action.
managed -care arrangement (mandated by state law) for workers'
compensation should be submitted to the Florida Agency for Health
Care with an effective date of January 1, 1997
YI11111MyfIf i11011lWllrtl sa"In 1i$ , {
r
Group Benefits and the Human Resources / Labor Relations Health Benefits - Nancy Fernandez Issue: an analysis was performed of the Group Benefits function, and was determined that it should remain in Risk Management Risk
Departments should all report to the same ACM. Management is a division of G.S.A. which reports to the ACM for Operations.
Health Insurance Task Force -The Benefits Department should be part Health Benefits - Nancy Fernandez Issue: an analysis was performed of the Group Benefits function, and was determined that it should remain in Risk Management Ri!
of the Human Resources Department Management is a division of G.S.A. which reports to the ACM for Operations.
Health Insurance Task Force -The Benefits Department should be part Health Benefits - Nancy Fernandez Issue: an analysis was performed of the Group Benefits function, and was determined that it should remain in Risk Management. Risk
of the Labor Relations Office Management is a division of G.S.A. which reports to the ACM for Operations.
Health Insurance Task Force -One person should be designated in Health Benefits - Nancy Fernandez Done r
writing as plan administrator
The City should immediately employ an insurance Benefits consultant Health Benefits - Nancy Fernandez The cost for these services would range from $25,000 to $50,000. an alternative is to include these services in the scope of services for the
to be on hand for development of pricing and Benefits models for city's insurance broker R.F.P. since broker receives commission on coverages procured this will be at no cost.
insurance Benefits procurement.
Health Insurance Task Force -An insurance broker should be available Health Benefits - Nancy Fernandez To be added o scope of services of broker in RFP to be issued by Risk Management.
to the management negotiating team to provide actuarial analyses
Health Benefits - Nancy Fernandez Health care contracts are currently lied to labor agreements typically spanning 3 years. Rates are negotiated annually with TPA.
Health Insurance Task Force -Multiple year health care carrier contracts
tshould be negotiated and re -negotiated not less than every two years
City of Afwnd - Office aJ/iudgef 39 o a9
I S: /2 PMA//!/'JH(' ('onuncncc /nit
Health Insurance Task Force -The Benefits Office should have the
services of a an insurance broker available for use upon demand
Health Insurance Task Force -Authority to negotiate any type of benefit
plan to contract with an insurance carrier should
Health Insurance Task Force -Attorney and Chief Financial Officer
before incurring obligation
Health Insurance Task Force -Should explore the possibility of
contracting for some benefits utilizing the combined leveraging ability of
multiple local communities
Health Insurance Task Force -A strong subrogation clause should be
established and enforced within the health care plan
Health Insurance Task Force -Cost containment incentives for third
oartv administrator or health care contractor should be added to the
Health Insurance Task Force -Wire transfer procedures should be
examined semi-annually and transfer accounts should be continuously
audited for accuracy
Health Insurance Task Force -A survey of all benefits should be
conducted not less than every two years to determine the competitive
position of the total benefits package
Health Insurance Task Force -Should periodically evaluate the
difference between self insurance and commercial insurance to
determine if advantages lie in changes
Health Insurance Task Force -May want to consider offering, on a
voluntary (employee pay all) basis, supplemental life and disability
insurance
Health Benefits - Nancy Fernandez Done
Health Benefits - Nancy Fernandez Done
Health Benefits - Nancy Fernandez This is tied to the labor agreements negotiations
Health Benefits - Nancy Fernandez Done.
Health Benefits - Nancy Fernandez This is lied to the labor agreement negotiations
Health Benefits - Nancy Fernandez This should be performed by our internal auditors.
Health Benefits - Nancy Fernandez Done.
Health Benefits - Nancy Fernandez This will be one of the services to be provided by the insurance broker
Health Benefits - Nancy Fernandez Done.
3 Health Insurance Task Force -Reevaluate the proportional cost for
Health Benefits -Nancy Fernandez
Current litigation prevents implementation at this time.
health care borne by the City where retirees are concerned
Health Insurance Task Force -Should expand flexible benefits and avoid
Health Benefits - Nancy Fernandez
This is tied to the labor agreement negotiations.
1 paying the employer portion of taxes on earnings
Health Benefits - Nancy Fernandez
To be implemented in future ASO contract
Health Insurance Task Force -Incorporate into future ASO contracts a
stipulation that it is the responsibility of the third party administrator to
constantly seek opportunity for cost efficiency through purchasing
2;; - Summary plan descriptions should be updated and distributed timely.
Health Benefits - Nancy Fernandez
Summary plan descriptions have been updated and finalized. pending printing and distribution to all insureds.
i Health Insurance Task Farce -A Summary Plan Description of all
Health Benefits - Nancy Fernandez
Summary plan descriptions have been updated and finalized. pending printing and distribution to all insureds.
52 ? benefits should be prepared and distributed to each plan member with
III terms and conditions clearly spelled out
CityolM icerjUvdgei
5:12AM111) m,/nib
Engage a private employee Benefits communications and enrollment
firm to lake over the responsibility of annual communications and
enrollment of all core and voluntary Benefits.
Health Insurance Task Force -The benefits program needs a formal
delivery system
The City should receive a detailed actuarial report identifying the
correct current claims loss reserve for the medical plan and then
incorporate a plan for achieving that reserve within five years.
Health Insurance Task Force -The benefits program needs coordination
to arrest and control costs
The City should not negotiate any agreement wherein it both
relinquishes control and guarantees performance at the same time,
such as in the current F.O.P. medical plan agreement regarding the
reserves -Must not be tied to "Prevailing Benefits" clause.
Retain the management right to subcontract or privatize any and all
aspects of job functions without further bargaining over decision.
Bargaining shall be only over impact of decision.
Fleet Management Task Force-Outsource all or part of fleet services
through either the private sector or Metro
Eliminate all "Prevailing Benefits" clauses.
Eliminate five percent increase in salary, and hence all accrued
benefits, on retirement.
Eliminate Union control or veto of any City -funded programs.
City of Miami
Management and Productivity Initiatives
�asit�n r caMMNs
Health Benefits - Nancy Fernandez The City utilized a firm for lhe'97 annual er)rgllment of general and sanitation employees at no cost to the City.
Health Benefits - Nancy Fernandez Done.
Health Benefits - Nancy Fernandez Cigna Healthcare prepares an actuarial report annually as part of the report filed with the state's department of insurance.
Health Benefits - Nancy Fernandez Done.
Health Benefits - Nancy Fernandez This is tied to the labor agreement negotiations
R. Sue Weller, Labor Relations Officer Subject to labor negotiations
GSA - Juan Pascual Lt. Fleet already outsources transmissions and body shop operations. Wrecker services outsourced. RFP for outsourcing alternative for
Stockroom, both heavy and light fleet operations. Large percentage of fueling outsourced thru Metro -Dade County gas cards
Labor Relations - R. Sue Weller Subject to labor negotiations
R. Sue Weller, Labor Relations Officer Subject to labor negotiations
R. Sue Weller, Labor Relations Officer Subject to labor negotiations
R. Sue Weller, Labor Relations Officer Subject to labor negotiations
Eliminate all City -subsidized payment of time used for Union business, R. Sue Weller, Labor Relations Officer Subject to labor negotiations
including 'lime pool," release to work, negotiations, grievance
investigations, etc.
SW -A. Macbeth Solid Waste - Will include in City proposal forYnegotiations.
Centralize all communications with the Unions through Labor Relations
R. Sue Weller, Labor Relations Officer
Subject to labor negotiations
Officer. This includes grievances, work peace issues, concerns, etc.
Prohibit any department, including Fire Department, from entering into
R. Sue Weller, Labor Relations Officer
Subject to labor negotiations
"side" agreements under the Collective Bargaining Agreements.
Cost out the total financial package under the agreement to determine
R. Sue Weller, Labor Relations Officer
Subject to labor negotiations
the actual "wages" paid.
Fleet Management Task Force -Terminate the current Police take-home
GSA - Juan Pascual
This is bargaining unit/contract item.
policy
Labor Relations - R. Sue Weller
Subject to labor negotiations
City of Uianri - Of/ice of Budget 41 of 49 5:12 PA16/1/19R(' ('nunnans Mir
Health Insurance Task Force -The chief benefits officer should
participate in some form with Union negotiations where benefits are
involved
Risk Management Department Review -The City should conduct an
immediate review of all labor agreements to identify cost savings
Retain management right to make decisions required to operate and
limit bargaining to impact only.
Continue the Labor -Management Committee meetings in which the
Union and the Administration can discuss specific issues and ideas on
an ongoing dialogue with the City.
Operating Practices- Develop a system to improve internal
communications (staff meetings, employee interaction meetings)
Institute a "Suggestion Box" for employees; consider incentives
programs.
City of Miami
Management and Productivity Initiatives
OOMMEN",
Health Benefits - Nancy Fernandez The benefits administrator will participate during the next years' negotiations.
Risk Management - Mario Soldevilla Some labor concessions are in place. Other cost savings: Eliminate heart bill for police, use'Y or "I" time for supplemental pay. Consecutive
days since injury occurred.
R. Sue Weller, Labor Relations Officer Subject to labor negotiations
Juan Pascual Re-established in G.S.A. Operations
R. Sue Weller, Labor Relations Officer Departments notified and monitoring is in place
SW -A. Macbeth Solid Waste - Will resume upon execution of labor agreement.
T.Griffin To be implemented when new org. structure in place
Juan Pascual Re-established in G.S.A. Operations
Review current fire inspection fee collection procedures. Finance Fire inspection fee to be eliminated
Establish clear guidelines and procedures for department heads to R. Sue Weller, Labor Relations Officer Re-establishment of Labor -Management Committees.
follow in their daily labor-management relations with representatives of
the unions.
Recognize the importance of the Office of the Labor Relations as the City Manager The Office of Labor Relations reports directly to the City Manager,
institutional manager of labor management relations at the City of
Miami.
Increase frequency of communications between employees and City R. Sue Weller, Labor Relations Officer Directors to share issues of importance at staff meetings
Effectively integrate Union officials into the strategic planning process R. Sue Weller, Labor Relations Officer City Manager to direct strategic planning staff to involve union leadership.
of the City.
To improve communications, City management needs to recognize and R. Sue Weller, Labor Relations Officer Re-establishment of Labor -Management Committees.
respect the leadership roles of Union officials within their organizations.
Establish a capital assets management policy, similar to the following: Asset Management Underway
(In seeking to maximize the City's return from its current and future
asset portfolio, the City will aggressively manage these assets) :
f'ilvofAI ire )fBudgef 5 11 PAM,11-'J.S, ,eriln /nit
Incorporate the fourteen Guiding Principles related to Asset
Management identified by the SFRPC in its memo of 411/97.
Emphasize improved asset management in general as a means of
achieving fiscal stability instead of land lease options.
Apply the principles embodied in the Checklist for Successful Asset
Management identified by SFRPC in its memo of 4/1/97
Fleet Management Task Force -Review remaining individual vehicle
assignment and vehicle take home policies
Fleet Management Task Force -Work with using agencies to determine
fleet size and composition necessary to perform departmental functions
Fleet Management Task Force -Evaluate and establish a motorpool,
where applicable
Fleet Management Task Force -Implement a vehicle
replacement/disposal program using proceeds from sale of vehicles to
offset new vehicle purchases
Operating Practices -Establish a preventive maintenance program for
park facilities and equipment
Operating Practices -Consider maintenance costs and other operating
costs prior to the approval of Capital Improvement Projects
Maximizing the City's return will include pursuing all, ownership/mgmnt
strategies, which optimize the benefits of private ownership (tax
revenue streams and elim.public costs associated with ownership),
while meeting the City's public policy objectives.
Coconut Grove Convention Center Increases -Coconut Grove
Convention Center Increases
Coconut Grove Convention Center Increases -Increase the CGCC sold
out lot from $800/day to $1500/day
Coconut Grove Convention Center Increases -Add a move-in/move-out
rate for CGCC
Coconut Grove Convention Center Increases -Increase the minimum
rental guarantees to $2000 per hall or charge a flat fee for usage of the
halls eliminating the option of a minimum or net rate
Review of Marina Rate Increases -Recommend increasing rate for
sightseeing vessels from $.40 If to $.80 If
Review of Marina Rate Increases -Recommend increasing rate for
commercial vessels comparable to the County
Asset Management Property sale transactions are part of the City's fiscal recovery efforts. i
Asset Management Asset Management staff will review the Checklist and decide if the principles need to be put into practice.
Juan Pascual Performing city-wide review of vehicle conditions, replacement schedule and assignments. A comprehensive audit to be performed
Juan Pascual Part of City-wide fleet verification and audit process. Replacement needs and schedule to be developed with user department in -put.
Waste fleet needs dependent on sourcing determinations.
Juan Pascual. Study of MRC building for establishing a motorpool. Use of alternative fuel (electric) vehicles being purchased/leased here.
Juan Pascual This plan needs to be evaluated and implemented assuming that additional funds are available for a one for one replacement.
T. Griffin Additional staffing needed & coordination with GSA
Standard Procedure
Christina Abrams Perform analysis of Public Facilities to determine properties best suited for development.
See initiatives #561-563 below.
C. Abrams Sold out parking lot rate was increased from $800/day to $2150/day in FY1997.
C. Abrams The move-in/move-out rate is included in the hall rental rate & should not be increased to remain competitive. Once certain critical repairs are
made to the CGCC, we will review the rates & if competitive will raise them accordingly.
C. Abrams The hall rental rate should not be increased until the CGCC is repaired as outlined in the Capital Improvement schedule in 1998.
C. Abrams The rate for sightseeing vessels was increased to $.60 per linear ft. in FY 1997. The rate will be increased to $.80 per linear ft. in FY 1999.
C. Abrams The rate for commercial sightseeing vessels was increased from $.20 per linear ft. to $.30 per linear ft. in FY 1997.
City r fAfimn) - Office of/Judger 43 of J9 S: /1 PAf6// //VSC Cb ents lair
discount to City residents
The City should evaluate various levels of asset privatization for all new
capital projects as it plans, builds, or acquires additional public facilities
and assets.
The City will manage its existing portfolio by selling or donating non -
buildable parcels; "packaging" and marketing properties; "packaging"
properties for future use; reviewing alternative ownership/management
Complete the Inventory of all City owned and leased property
Develop a strategy for continuously updating the comprehensive
inventory of City properly.
Opportunities Task Force -Should compile a complete inventory of all
real estate parcels owned by the City, including location, description,
current use, etc.
Opportunities Task Force -Parcels should be categorized according to
their use, i.e., city operations, leased to third party, vacant, etc.
Document current condition of all properties (e.g. brief description,
digital pictures).
Conduct a comprehensive review of all facilities subject to the
requirements of the ADA to determine the costs for required
improvements and begin the budget process for these improvements
Revise LDRs to include monitoring of roads, water, sewer, drainage
and any other infrastructure that may be controlled or affected by
agencies other than the City.
Prioritize properties identified for sale or lease and establish potential
market value through assessment and/or appraisal.
Establish future property tax potential
Add the following info. to the property inventory spreadsheet: book
i value, assessed value/date, appraised value/date, potential annual
f property lax base based on current/future use, annual maintenance
cost, surplus status.
i Plus targeted disposal year, projected future use, and parcels designed
as parks and recreation, public space.
Develop Annual Property Plan that supports the proposed City Asset
Management Policy.
City of Miami
Management and Productivity Initiatives
C. Abrams Discount to City residents was eliminated iqFY 1199Z,, ,,
Asset Management Needs coordination at City Manager level; Need to establish privatization policy
Asset Management Agree
Asset Management This inventory has been completed.
Asset Management This inventory has been completed and is updated on an ongoing basis.
Asset Management This inventory has been completed.
Asset Management This inventory has been completed.
Asset Management Public Facilities to be included in inventory.
The process of making City facilities compliant with ADA is slow due to costs of implementing. As financing allows, the process will continue
Review of LDR's is ongoing.
Asset Management
Estimate of fair market values established prior to consideration for sale or lease. Requirement for appraisal before disposition
Asset Management
This is part of the decision before consideringYa sale.
Asset Management
Will be included in inventory.
Asset Management Completed
CiygfA, liceofl3/gel
5, 12 l',l 16'11, 9), l, /nil
City of Miami
Management and Productivity Initiatives
w-...
Ensure that all transactions involving City owned or controlled Asset Management
properties will be subject to the review and approval of the Asset
Management Division of the Planning and Development Department.
Opportunities Task Force -Analysis should be performed for each parcel Asset Management
of lease property to determine certain factors (see task force report for
Include an assessment of City capital facility needs and operations in CIP and departments
the projection of past, present and future deficiencies and financial
obligations.
Conduct a comprehensive review of all facilities to improve public Risk Management
safety and to reduce liability.
Opportunities Task Force -Parcels currently used by the City should be Asset Management
analyzed to determine certain factors (see task force report for factors)
Opportunities Task Force -An analysis of surplus parcels should be Asset Management
performed to determine certain factors (see task force report for
This is an ongoing activity.
Analysis will be started in FY'98.
Future capital facility needs and meeting future facility financial obligations will be part of the City's long range plan Funding for present capital
facility needs must be viewed within the limits of the FY'98 budget.
This is an ongoing Risk Management activity.
Analysis is ongoing.
Analysis is ongoing.
%Opportunities Task Force -Should consider selling the Miami properties
r , ' to one of the lessees or another third
Asset Management
Requirements in City Charter require three bids to sell or lease property.
party
• Sale of City Assets -At I city property offered for sale should be reviewed
Asset Management
Concur
by the Law Department
Sale of City Assets -Original funding source utilized to acquire and t.
Asset Management
We agree.
improve city owned property needs to be identified and analyzed.
Sale of City Assets -Review all City Parks and evaluate the ability to
provide a consolidated neighborhood park system, selling any non -
Asset Management
This analysis will be conducted with the Parks Department.
�' essential and non -restricted park land
l
f
Sale of City Assets -Evaluate the transfer of small neighborhood parks
to Neighborhood associations
Asset Management
This analysis will be conducted with the Parks Department.
Sale of City Assets -Sell various identified properties (see task force
report for specific listing of properties)
Asset Management
Some of these properties have been either sold or targeted for sale. The others will be reviewed for possible sale.
Sale of City Assets -If properties are sold to governmental agencies City
= should negotiate a voluntary annual payment in lieu of texas (PILOT)
Asset Management
We will try to negotiate such payments into all such contracts.
fee in connection with such sales transaction
.3 Revenue Enhancements -Sell inappropriate park properties (or revert
T. Griffin
Coordination between Asset Mgmt &Parks
them to original donors)
,All City Departments should develop and obtain approval long range
A.
Department Directors w/ coordination from Agree
plans for the propertiesRacilities under their responsibility.
Asset Management
Public Facilities - Christina Abrams
Conduct an engineering study of all facilities, prioritize, and allocate funds for Capital Improvements or significant repairs.
Each City Department should prioritize its properties /facilities based on
All Departments
Asset Management to coordinate and put in plan
„ (heir Department s Strategic Plan.
Cily oJA-fiami - Office of Bridget
5:12 PM6// //98(' Conrnn nn tell
The Department of Planning and Development should conduct market
studies to determine how the surplus properties should be disposed
and recommendations included in the Property Plan.
Determine all cost associated with the disposition of properties,
including but not limited to appraisal, advertising, administration and
referendum cost.
The Annual Property Plan should include a summary of the following
information: Properties to be sold, properties to be leased. leases due
to renewal, lax impact, cost of maintaining.
Evaluate and implement measures to utilize public parks and recreation
facilities to better generate revenue.
Review park and ticket surcharges; increase special event rentals and
;fees; consider installing vending machines in public parks and facilities;
i
strict guidelines for fee waivers; institute fee for use of public boat
ramp.
One department should be responsible for and adequately funded for
the maintenance and facility operations of all improved City properties.
Consolidate all properly management / maintenance functions under
the property maintenance individual currently in the
ant of Planning and Development to the GSA Department.
maintenance standards according to property type.
City of Miami
Management and Productivity Initiatives
Office of Budget Refer to the City's Strategic Planning and Op.9chmarking Initiatives.
Asset Management
Asset Management
Asset Management
Public Facilities
Alex Martinez
Disagree. Market Studies are needed in only a few instances.
ENT$
Absolutely agree Depends on # of Properties to be sold which is undetermined at this time
These items will be included in the annual property plan.
Perform competitive price analysis annually for all Public Facilities. Study boat ramp usage and competitive fees charged to determine
implementation at the boat ramps. Solicit corporate sponsorships for Public Facilities and Parks.
Establish strict guidelines for fee waivers.
This initiative is currently ongoing, discussions with City Manager and Director of GSA
Asset Management/GSA Disagree. In order to market properties this individual is needed here.
Office of Budget Part of the City's Benchmarking initiative.
`14 Establish a periodic maintenance program for city owned properties
Establish a maintenance plan for all Public Facilities. Create a fund for improvements utilizing a percentage of NET profits annually.
including vacant lots.
,` Analyze current property maintenance needs and integrate into
Conduct a structural engineering study of Public Facilities to accurately budget costs for significant repairs (I e. Orange Bowl, Coconu. Ve
b� maintenance plan and budget.
Convention Center, Miami Convention Center, Dinner Key Marina, Marine Stadium Marina.
Adopt space/office standards that would apply to all departments.
Office of Budget
Part of the City s Benchmarking initiative.
Establish standards for office use and allocation.
sTo assure that the maximum sales or lease revenues realized from
Asset Management/GSA
Agree
9 -. targeted for sale, priority must be given to repairs and
#properties
r maintenance of these facilities.
Establish a fund for preparing properties for sale in annual budget.
Asset Management/GSA
Agree
f'
' ` ,.. ;lease Atiminiat�►gor► , � ; , . �,
�
i Complete inventory of rental property that provides the following
Asset Management
Completed
information.
604 " i Potential market rate for each rental property.
Asset Management
Subject to policies of City Commission, Appraisals needed
City ofA, lice r f Budget
5:12/'Aft111%IM, ..rmnn/nil
Current monthly rental rate.
Lease expiration.
Forecast future revenue by utilizing current revenue figures and
property appraisals.
Plan to re-negoliate rental rates / terms prior to expiration of leases.
Determine future rent increases based on potential land value and use.
Annually review the inventory to assure that the city is maximizing its
return on rental properties as per Annual Property plan.
Develop a standard lease terms outline in conjunction with the City
attorney that will best protect the City's interests as a guideline for
future lease renewals.
Establish and enforce a policy that the Department of Community
Planning and Development must approve all lease proposals and
property purchases.
Move the collection and tracking of lease payments to the Community
Planning and Development Department. Integrate rental revenue
information in the financial system.
Start an active campaign to identify delinquent tenants and bill for past
rent due. Develop and enforce a policy for late payment which
includes provisions for late charges and eviction.
Organize the City Manager's Real Estate Advisory Group of private
industry professionals who are knowledgeable in the area of real estate
to review the City's leases and provide advice on leasing practices as
needed.
Develop RFP for real estate brokerage services. The RFP should
assure that rental properties receive maximum marketing exposure.
Advertise rental properties on the government cable access channel.
City of Miami
Management and Productivity Initiatives
Asset Management/Finance
Asset Management
Asset Management
Asset Management
Asset Management
Asset Management
Asset Management
Finance/Asset
Finance
Finance - L. Menendez
Asset Management
Finance - L. Menendez
Finance/Public Facilities
City Manager/Asset Mgt.
Asset Management
Asset Management
Will help to have financial person in Asset
Underway
Need to develop base data through appraisals
Underway
Review of rental properties is ongoing.
The Office of Asset Management in conjunction with the Law Department have developed standard lease terms that will best protect the
interests of the City. All Leases are and will continue to be presented to the City Commission for approval.
Memo being prepared for City Managers signature regarding this procedure
Total agreement
Collection of lease payments should be centralized in the Finance Department. Establish a system to automatically refer delinquent accounts to
collection agency.
Receivable is set up for each account with detailed information in Moore System.
Working with Finance to collect payments
Process is in place.
Establish guidelines for a collection agency to collect from delinquent accounts in Public Facilities. Determine how to lien, foreclose & a ,tion
vessels for delinquent payments in the Marinas.
Already work with informal group of realtors. Assoc. of Commercial Real Estate Women have volunteered to provide this advise pro bone
Possibly hire staff to undertake; currently have vacant position
This initiative is underway.
('try oJMiand - Office oJUndget 47 of 49 S: /2 PAW11198r' r'uduuents Grit
Responsibility for environmental compliance at City operated properties
should be consolidated into a single department.
The City's Leases need to be revised to better protect City's liability
associated with tenant activities which may result in soil and ground
water contamination.
The City needs to establish a policy of environmental compliance on all
of its properties and a program of annual operational audits to ensure
such compliance.
Fleet Management Task Force -A complete review needs to be
performed to determine DERM and OSHA noncompliance areas
Environmental audits being prepared for the sale of surplus property
should at a minimum, conform to ASTME 1527-97 and should address
other issues which may be relevant to the property being sold such as
radon, asbestos etc.
In order to maximize the proceeds from the sale of surplus property,
the City may want to consider selling on other than "as is" basis, in
appropriate circumstances.
There should be an Assistant Manager in charge of Development who
oversees the management of City property and coordinates the Annual
Property Plan with the Strategic Plan.
The City should continue to assemble "expert panels from the business
community to give advice on critical segments of City owned / leased
properties.
Virginia Key and other large parcels of City property should be
assembled into single, consolidated RFPs and these should go out to
bid. Breaking up land parcels into different RFPs makes economic
development difficult.
City of Miami
Management and Productivity Initiatives
Dena Bianchino Should be in GSA
Juan Pascual Public Works (suggested)
Asset Management Completed
GSA Agree
Juan Pascual Fleet fueling facility and garage. Compliance requirements for Fleet facilities.
Asset Management/GSA These standards being met. Audits need to be conducted for all properties to be sold
Asset Management Concept OK. Need funds for remediation. Amount unknown at this time.
t
Manager's Office This function is important to the City, however, any number of other City functions are equally important. We do not agree that this function
needs to be headed by an Assistant City Manager for a single function, no matter how important.
Manager's Office The City intends to continue working with the expert panels from the Blue Ribbon Task Force and seeks their continuing input on these as well
as other issues.
Arleen Weintraub, Dianne Johnson & Recommend continuation of consolidated RFP development approach to Virginia Key.
Roberto Lavernia
With Watson Island, the southwest tract of land should be designated Arleen Weintraub & Gary Leuschner Recommend continuation of RFP development as stated in initiative.
for a "state of the art" Science Museum or a use that is compatible with
other culturallarts uses found in other "world class" cities.
With Dinner Key, an RFP to lease the existing convention center and
site for development that maximizes benefit to the City, but at the same
time does not erode the tax base of the surrounding commercial
properties.
)
With the Knight Center Nations Bank Building Garage and the land
=) under the Hyatt, the property should be considered for sale since it has
been operated at a loss for 15 years.
With the Department of Off -Street Parking, the City should buy all lots
:!and garages and then develop an RFP to get a private company to
manage the lots with an initial 5-year renewable lease. Profit to go to
the general fund.
CilVofM1; lice ofiludgel
Arleen Weintraub & Dianne Johnson Recommend continuation of RFP process and master plan initiatives.
Dena Bianchino Working with private sector group to structure sale.
Dena Bianchino Need City Commission guidance.
5,121'4r/'lhV, ww,I'm
City of Miami
Management and Productivity Initiatives
The legal Department should obtain concurrence of the City Managers Asset Management/Law Department Underway
Office prior to foreclosure.
The City should avoid assuming the cost of taking tills, maintenance, Managers Office We generally concur with this recommendation; however, there are cases where the neighborhood interests override the financial concerns, We
insurance and disposal associated with properties which are not reserve the right to make such decisions for the best interests of the residents of our neighborhoods.
beneficial to the City.
Charter Revisions: Revise charter to streamline property transactions: Mayor and Electorate
Expedite resolution of the issue of whether an emergency waiver of
charter requirements can be used in the disposition of City owned
properties.
Establish a timetable to complete Charter revisions.
Give the City the ability to negotiate property sales up to 20% below
Asset Management
market value on properties appraised below $500,000. These would
not need to go to the Commission.
Give the City the ability to hire licensed real estate brokers to sell or
Asset Management
lease City property.
Eliminate the three (3) bid requirement for any sales or lease of
Asset Management
properties less than $500,000 and all leases with terms of less than live
(5) years. These would not need to go to the Commission.
Revise water front property section in Charter to establish reasonable
Asset Management
thresholds so that small parcels do not need to go to the Commission
for approval.
Need to establish Charter Review Committee
Requires a legal opinion from the City Attorney.
The Charter Review Committee suggested by the Blue Ribbon Task Force must be created first before a timetable can be established.
This would require Charter and/or Code revisions. Need to establish Charter Review Committee.
This would require Charter and/or Code revisions. Need to establish Charter Review Committee.
Do not agree with five year lease limit. This would require Charter and/or Code revisions Need to establish Charter Review Committee.
Disagree.
City of A4imui - Office of Budgel
J9 of a9
5:12 IIA1611 1/"('('onvnew, bul
APPENDIX D
5-Year Estimates:
By Fund and
Department
City of Miami
5-Year Expenditure Estimates by Fund and Department.
Recurring / Non -Recurring
as of 6/6/98
FY 1998
FY 1999
F,Y,2000,:...
FY 2001
FY 2002
FY 2003
Organization
Revised
Estimated
Estimated
Estimated
Estimated
Estimated
Budget
Budget
Budget
Budget
Budget
Budget
Fund
01 GENERAL FUND
12
LABOR RELATIONS
0
0
0
0
0
0
16
MIAMI SPRINGS GOLF COURSE
380,518
0
0
0
0
0
20
OFFICE OF THE MAYOR
445,628
496,284
509,277
513,828
521,428
529,305
21
BOARD OF COMMISSIONERS
875,694
984,164
996,887
1,015,847
1,033,396
1,051,493
22
CITY CLERK
557,538
585,363
604,056
613,593
624,833
636,480
23
LAW
2,415,253
3,197,777
2,942,992
2,994,346
3,052,098
3,114,077
24
CIVIL SERVICE
237,578
250,299
246,174
252,428
258,121
262,844
25
OFFICE OF THE CITY MANAGER
678,854
905,125
815,672
901,523
918,021
935,082
26
FINANCE
3,060,388
3,959,622
4,019,016
4,079,301
4,140,491
4,202,599
27
HUMAN RESOURCES
1,200,799
1,423,758
1,513,865
1,546,725
1,577,267
1,610,682
28
FIRE -RESCUE
39,922,698
43,761,066
44,526,726
45,296,341
46,319,840
47,342,033
29
POLICE
73,568,950
85,162,033
87,527,990
89,865,259
91,528,253
94,406,395
31
PUBLIC WORKS
8,274,260
9,105,283
9,347,369
9,516,591
9,695,875
9,892,239
32
SOLID WASTE
16,986,499
18,453,202
18,855,735
19,147,205
19,555,554
19,906,953
35
CONFERENCES, CONVENTIONS AND PUBLIC F
4,199,142
3,976,641
4,039,908
4,098,994
4,169,208
4,241,773
40
OFFICE OF BUDGET AND MANAGEMENT ANAL
1,251,227
1,693,108
1,859,212
1,896,993
1,932,148
1,968,433
42
GENERAL SERVICES ADM. AND SOLI
43,939,116
49,721,428
50,720,424
51,550,438
52,401,254
53,276,479
44
PENSION
29,716,215
13,972,395
21,065,305
21,370,841
21,691,233
22,021,714
y
46
INFORMATION TECHNOLOGY
4,032,340
5,567,606
5,698,766
5,814,149
5,941,044
6,056,934
52
INTERNAL AUDITS AND REVIEWS
826,238
973,680
1,001,342
1,019,132
1,039,236
1,058,823
56
BUILDING AND ZONING
3,385,798
3,848,595
3,975,635
4,075,708
4,171,355
4,276,832
58
PARKS AND RECREATION
7,144,244
8,462,884
8,665,471
8,838,773
9,019,937
9,213,937
Friday, June 26, 1998 8:38:30 AM Page 1 of 3
City of Miami
5-Year Expenditure Estimates by Fund
and Department.
Recurring / Non -Recurring
as of 6/6/98
Organization
FY 1998
FY 1999
Y 2000..
F..
FY 2001
FY 2002
FY 2003
Revised
Estimated
Estimated
Estimated
Estimated
Estimated
Budget
Budget
Budget
Budget
Budget
Budget
66
PLANNING AND DEVELOPMENT
2,470,039
2,767,700
2,891,097
2,970,705
3,040,176;
3,105,816
82
OFFICE OF HEARING BOARDS
473,064
519,960
626,981
541,203
660,626
560,993
84
OFFICE OF EQUAL OPP/DIV PGM
155,614
214,586
217,865
222,631
226,596
230,906
86
OFFICE OF LABOR RELATIONS
420,278
459,583
483,576
496,006
505,304
514,896
87
COMMUNITY INFORMATION
404,467
292,818
531,733
464,492
475,736
486,120
88
PURCHASING
843,185
838,221
881,507
906,424
928,324
947,790
92
SPECIAL PROGRAMS AND ACCOUNTS
60,642,417
24,266,651
22,246,876
22,319,335
22,492,646
22,839,450
GENERAL FUND
TOTAL 308,504,940
285,849,832
296,700,417
302,328,811
307,809,999
314,691,078
Fund 10 SPECIAL REVENUE FUND
25
OFFICE OF THE CITY MANAGER
2,478,659
2,946,126
2,607,246
2,654,951
2,701,749
2,846,021
26
FINANCE
34,538,568
36,056,646
36,597,494
37,146,456
37,703,652
38,269,206
28
FIRE -RESCUE
6,023,336
6,241,212
6,257,928
6,274,812
6,291,864
6,309,088
29
POLICE
1,214,085
1,344,000
1,364,160
1,384,622
1,405,391
1,426,472
31
PUBLIC WORKS
16,449,521
16,775,138
15,876,765
15,979,916
16,084,614
16,190,883
35
CONFERENCES, CONVENTIONS AND PUBLIC F
4,431,966
4,747,750
4,747,750
4,747,750
4,747,750
4,747,750
56
PLANNING AND DEVELOPMENT
52,041
62,041
36,000
36,000
36,000
36,000
58
DEPARTMENT OF PARKS AND REC.
879,791
428,747
, 428,747
428,747
428,747
428,747
SPECIAL REVENUE FUND TOTAL
65,067,966
67,591,660
67,916,090
68,653,254
69,399,767
70,254,167
Fund 20 DEBT SERVICE FUNDS
26 FINANCE 55,730,470 53,625,714 49,488,003 49,075,257 48,455,335 48,081,911
DEBT SERVICE FUNDS TOTAL 55,730,470 63,625,714 49,488,003 49,075,257 48,455,335 48,081,911
Friday, June 26, 1998 8:38:31 AM Page 2 of 3
_n
City of Miami
5-Year Expenditure Estimates by Fund and Department.
Recurring / Non -Recurring
as of 6/6/98
FY 1998
FY 1999Y
2000,,, .
FY 2001
FY 2002
FY 2003
Organization
Revised
Estimated
Estimated
Estimated
Estimated
Estimated
Budget
Budget
Budget
Budget
Budget
Budget
Fund
60 TRUST & AGENCY FUNDS
55
SOUTHEAST OVERTOWN/PARK WEST
26,000
162,165
175,616
190,837
203,126
192,653
59
OMNI TAX INCREMENT DISTRICT
160,000
856,221
945,138
1,006,893
1,071,486
1,016,581
64
COMMUNITY REDEVELOPMENT AGENCY
848,917
846,879
861,649
874,573
887,691
901,005
TRUST & AGENCY FUNDS TOTAL
1,033,917
1,865,265
1,982,303
2,072,303
2,162,303
2,110,239
Friday, June 26, 1998 8:38:32 AM Page 3 of 3
APPENDIX E
5-YEAR ESTIMATES:
REVENUES BY FUND,
CHARACTER AND
MINOR OBJECT
City of Miami
5-Year Estimates. Revenues by Fund, Character and Minor Object
as of 6/6/98
Recurring / Non -Recurring
FY 1998
FY 1999.. , , ,
FY 2000
FY 2001
FY 2002
FY 2003
Revised
Estimated
Estimated
Estimated
Estimated
Estimated
Budget
Budget
Budget
Budget
Budget
Budget
Fund 01 GENERAL FUND
i
01 TAXES
001
TAXES REAL CURRENT
94,291,491
97,992,444
100,932,217
103,960,184
107,078,989
110,291,359
002
TAXES PERSONAL CURRENT
11,328,653
12,671,340
12,798,053
12,926,034
13,055,294
13,185,847
052
GAS FRANCHISE
635,808
693,431
693,431
693,431
693,431
693,431
229
FP & L FRANCHISE
12,200,000
12,138,695
12,194,503
12,250,289
12,306,074
12,878,763
283
TAXES REC REAL DEL
1,165,111
1,500,000
1,500,000
1,500,000
1,500,000
1,500,000
284
TAXES REC PERS DEL
750,000
700,000
700,000
700,000
700,000
892,885
306
ASSESSMENT LIEN REVENUE
600,000
500,000
500,000
500,000
500,000
500,000
477
CABLE TV FRANCHISE FEE
1,000,000
1,000,000
1,000,000
1,000,000
1,000,000
1,000,000
551
TELE-COMMM. PUBL. RIGHT/WAY FE
73,894
74,704
74,704
74,704
74,704
74,704
TOTAL
TAXES
122,044,957
127,270,614
130,392,908
133,604,642
136,908,492
141,016,989
02 LICENSES AND PERMITS
025
LINE & GRADE SURVEY
86,234
86,580
86,850
86,850
86,850
86,850
053
BUSINESS -LICENSE-
5,600,000
5,700,000
5,700,000
5,700,000
5,700,000
5,700,000
054
BUSINES-LICENSE-PENALTY
260,000
261,000
261,000
261,000
261,000
261,000
056
OCCUPAT LICENSE -TRANSFER FEE
0
100
100
100
100
100
100
FIREWORKS PERMIT
1,708
1,500
1,500
1,500
1,500
1,500
101
ASSEMBLY PERMIT
6,200
7,200
7,200
7,200
7.200
7,200
107
SALE OF PERMITS LOT CLEARING
4,220
4,670
4,670
4,670
4,670
4,670
108
MICROFILM CHARGES-BLDG
40,120
40,150
40,150
40,150
40,150
40,150
124
BENCH PERMITS
154,845
169,500
169,500
169,500
169,500
169,500
i
286
CONTRACTORS OCCUPATIONAL LICEN
63,419
15,000
15,000
15,000
15,000
15,000
350
TRAFFIC PERMIT FEES
99,300
82,800
82,800
82,800
82,800
82,800
-.
a.
Friday, June 26, 1998 8:28:08 AM
Page 1 of 16
City of Miami
5-Year Estimates. Revenues by Fund, Character and Minor Object
as of 6/6/98
Recurring / Non -Recurring
FY 1998
FY 19�9,.,
FY 2000
FY 2001
FY 2002
FY 2003
Revised
Estimated
Estimated
Estimated
Estimated
Estimated
Budget
Budget
Budget
Budget
Budget
Budget
Fund 01 GENERAL FUND
427
CODE ENFORCEMENT PENALTY
-432,545
400,000
400,000
400,000
i
400,000
400,000
456
SIGN PERMITS
25,000
24,362
24,362
24,362
24,362
24,362
457
LANDSCAPE PERMITS
65,402
97,000
97,000
97,000
97,000
45,000
461
ZONING CERTIF OF USE & OCC
848,000
1,089,376
1,089,376
1,089,376
1,089,376
1,089,376
462
ACCESORY USE CERTIF - RENEWAL
30,000
22,000
22,000
22,000
22,000
30,000
464
CLASS C SPECIAL PERMITS
25,007
25,007
25,007
25,007
25,007
25,007
465
MAJOR USE SPECIAL PERMITS
180,000
25,000
25,000
25,000
25,000
25,000
499
TEMPORARY CERTIF OF OCCUPANCY
223,000
233,875
233,875
233,875
233,875
233,875
511
CLASS B
33,000
27,700
27,700
27,700
27,700
27,700
522
HEARING BOARD APPLICATION REVI
22,866
5,432
5,500
5,500
5,500
5,500
628
CONTRACTOR'S ANNUAL FEE
65,000
61,811
61,811
61,811
61,811
61,811
642
TICKETING -ADMINISTRATIVE FEE
1,200
100
100
100
100
100
643
TICKETING - FINES - CEB
33,150
35,000
35,000
35,000
35,000
35,000
644
TICKETING - FINES -ARCV
-16,450
1,500
1,500
1,500
1,500
1,500
651
PAY TELEPHONE PERMITS
115,869
115,869
115,869
115,869
115,869
115,869
674
ALCOHOLIC BEV. APP. FEES
2,445
2,500
2,500
2,500
2,500
2,500
TOTAL LICENSES AND PERMITS
7,536,990
8,535,032 -
8,535,370
8,535,370
8,535,370
8,491,370
03 INTERGOVERNMENTAL REVENUE
057
OCCUPATIONAL LICENSES -METRO
443,433
450,000
450,000
450,000
450,000
450.000
074
STATE OF FLA REVENUE SHARING
3,195,938
3,227,897
3,260,176
3,292,778
3,325,706
3,358,963
075
STATE OF FLA MOBILE HOME LICEN
30,000
30,000
30,000
30,000
30,000
30,000
076
STATE OF FLA CIGARRETTE TAX
400,000
355,199
355,199
355,199
355,199
355,199
077
BUSINESS -LICENSE -LIQUOR
163,713
161,496
161,496
161,496
161,496
161,496
Friday, June 26, 1998 8:28:09 AM Page 2 of 16
City of Miami
5-Year Estimates. Revenues by Fund, Character and Minor Object
Recurring / Non -Recurring
as of 6/6/98
FY 1998
FY 1999,
FY 2000
FY 2001
FY 2002
FY 2003
Revised
Estimated
Estimated
Estimated
Estimated
Estimated
Budget
Budget
Budget
Budget
Budget
Budget
Fund 01 GENERAL FUND
251
TRAINNING REVENUE
22,632
20,000
20,000
20,000
i
20,000
20,000
274
US DEPT OF AGRICULTURE
48,000
48,000
48,000
48,000
48,000
48,000
378
METRO-DADE RESORT TAX
1,775,000
1,810,500
1,846,710
1,883,644
1,883,644
1,883,644
432
FLA HIST PRESERVATION TRUST FU
875
0
0
0
0
439
HALF CENT SALES TAX
18,464,893
19,180,763
19,564,378
19,955,666
20,354,779
20,761,875
480
FIRE FIGHTERS SUPP COMPENSATIO 105,194
105,194
105,194
105,194
105,194
105,194
597
U.S.DEPARTMENT OF JUSTICE
11,200,000
10,850,868
7,213,076
2,619,183
0
0
647
KEY BISCAYNE - CITY CONTRACT
435,500
460,000
460,000
460,000
460,000
460,000
TOTAL INTERGOVERNMENTAL REVENUE
04 CHARGES FOR SERVICES
015
AUTO POUND
024
PUBLIC WORKS MISCELLANEOUS
028
. PLAT CHECKS
030
COVENANT FEES
031
EXCAVATION UTILITIES
033
SIDEWALK CUTS & REPAIR- PUB-WK
038
LIGHTS -LINES
041
MISCELLANEOUS FEES -LEIS. SERV
042
RENTAL-
044
POOLS
COO
049
PARKS CEMETERY CHARGES
058
BOILER INSPECTION
059 ELEVATOR INSPECTION
Friday, June 26, 1998 8:28:10 AM
36,285,178
36,699,917
33,514,229
29,381,160
27,194,018
27,634,371
140,000
98,180
98,180
98,180
98,180
98,180
19,259
10,000
10,000
10,000
10,000
10,000
33,246
30,500
30,500
30,500
30,500
30,500
3,457
0
0
0
0
0
268,227
236,058
236,058
236,058
236,058
236,05£
23,901
21,526
21,526
21,526
21,526
21,526
1,077
1,077
1,077
1,077
1,077
1,077
2,550
2,550
2,550
2,550
2,550
2,550
350,000
350,000
350,000
350,000
350,180
346,013
2,986
5,000
5,000
5,000
5,000
5,000
2,780
2,600
2,600
2,600
2,600
2,600
200,000
169,106
169,106
169,106
169,106
169,106
375,000
400,000
400,000
400,000
400,000
400,000
Page 3 of 16
City of Miami
5-Year Estimates. Revenues by Fund, Character and Minor Object
as of 6/6/98
Recurring / Non -Recurring
FY 1998 FY 1999. , ;;., FY 2000
FY 2001 FY 2002 FY 2003
Revised Estimated Estimated
Estimated Estimated Estimated
Budget Budget Budget
Budget Budget Budget
Fund 01 GENERAL FUND
060
ELECTRICAL INSPECTION
550,000
600,000
062
BUILDING INSPECTION
2,680,000
2,562,942
063
PLUMBING INSPECTION
440,000
485,519
086
EMERGENCY MEDICAL SERVICE
4,150,000
4,121,151
090
PHOTOCOPY SERVICES
150,093
176,333
091
SVCE CHGES REPRODUCTION OTHERS
19,668
0
097
FIRE FLOW INSPECTION
16,473
18,873
098
INFLAMMABLE LIQUIOS INSPECTION
19,530
18,000
099
STANDPIPE PRESSURE TEST
2,000
3,000
103
SALE OF FIRE REPORTS
6,000
6,077
110
SALE OF ATLASES PLANNING BOARD
1,000
1,000
112
UNCLAIMED MONIES
160,000
160,000
113
SALVAGE
0
0
115
SERV CHGS -GENERAL GOVT
600,000
580,000
117
LOT CLEARING -CURRENT YEAR
116,510
110,912
145
RENTAL STADIUMS ONLY
606,600
630,000
146
EQUIPMENT RENTAL
70,000
75,000
149
ELEVATOR PERMITS
60,000
73,981
150
MECHANICAL PERMITS
12,254
8,856
153
MISCELLANEOUS SERVICE CHARGES
149
0
154
RENTAL - AUDITORIUMS ONLY
525,042
550,000
155
LAND USE REVIEW
56,000
56,613
156
EVENT PARKING
400,000
420,000
600,000
600,000
600,000
600,000
2,562,942
2,562,942
2,562,942
2,562,942
485,519
485,519
485,519
485,519
4,121,151
4,121,151
4,121,151
4,121,151
176,333
176,333
176,333
176,333
0
0
0
0
18,873
18,873
18,873
18,873
18,000
18,000
18,000
18,000
3,000
3,000
3,000
3,000
6,077
6,077
6,077
6,077
1,000
1,000
1,000
1,000
160,000
160,000
160,000
160,000
0
0
0
0
580,000
580,000
580,000
580,000
110,912
110,912
110,912
110,912
630,000
630,000
630,000
630,000
75,000
75,000
75,000
75,000
73,981
73,981
73,981
73,981
8,856
8,856
8,856
8,856
0
0
0
0
550,000
550,000
550,000
550,000
56,613
56,613
56,613
56,613
420,000
420,000
420,000
420,000
Friday, June 26, 1998 8:28:11 AM Page 4 of 16
City of Miami
5-Year Estimates. Revenues by Fund, Character and Minor Object
as of 6/6/98
Recurring / Non -Recurring
FY 1998
FY 199�,, ,
FY 2000
FY 2001
FY 2002
FY 2003
Revised
Estimated
Estimated
Estimated
Estimated
Estimated
Budget
Budget
Budget
Budget
Budget
Budget
Fund 01
GENERAL FUND
157
MISC. PERSONNEL - STADIUMS ONL
10,000
14,400
14,400
14,400
141400
14,400
168
KART RENTALS
0
0
0
0
0
0
169
GREEN FEES
0
0
0
0
0
0
171
ANNUAL MEMBERSHIPS
0
0
0
0
0
p
173
SPECIAL GOLF PACKAGE
0
0
0
0
0
0
174
DRIVING RANGE
0
0
0
0
0
0
208
DAY CARE FEES
210,925
210,000
210,000
210,000
210,000
210,000
216
DOCKAGE WATSON ISLAND
65,000
65,000
65,000
65,000
65,000
65,000
224
SPECIAL EVENT
70,000
50,000
50,000
50,000
50,000
50,000
225
ENGINEERING SERVICES
500,000
500,000
500,000
500,000
500,000
500,000
228
EXCESS COLLECTION FEES
5,996
2,500
2,500
2,500
2.500
2,500
250
POLICE ESCORT
52,451
46,675
46,675
46,675
46,675
46,675
255
EVENTS INS & ADMIN COSTS
9,659
0
0
0
0
0
269
LOT CLEARING AND DEMOLITION
16,642
19,390
19,390
19,390
19,390
16,642
319
SOLID WASTE FEES - PENALTIES
92,513
102,869
102,869
102,869
102,869
102,86E
329
CITY CLERK -QUALIFYING FEES
1,262
1,275
1,287
1,300
1,300
1,300
330
SOLID WASTE FEE - RES. ACCTS
11,751,753
12,201,753
12,201,753
12,201,753
12,201,753
12,201,753
ao
-
1
331
SOLID WASTE FEE - COMM. ACCTS
499,998
0
0
0
0
0
341
BURGLARY AND ROBBERY ALARM ORD
675,000
725,000
725,000
725,000
725,000
643,938
351
ADMIN SURCHARGE -OFF DUTY
805,977
715,752
715,752
715,752
715,752
715,752
r
353
COST ALLOCATION PLAN
1,000,000
1,018,947
1,018,947
1,018,947
1,018,947
1,018,947
358
TENNIS FEES
4,393
4,849
4,849
4,849
4,849
4,393
359
TOWING ADMIN. CHARGES REVENUE
132,176
160,367
160,367
160,367
160,367
160,367
Friday, June 26, 1998 8:28:12 AM Page 5 of 16
City of Miami
5-Year Estimates. Revenues by Fund, Character and Minor Object
as of 6/6/98
Recurring I Non -Recurring
FY 1998
FY 1980.
FY 2000
FY 2001
FY 2002
FY 2003
Revised
Estimated
Estimated
Estimated
Estimated
Estimated
Budget
Budget
Budget
Budget
Budget
Budget
Fund 01 GENERAL FUND
396
DOCKAGE LONG TERM
2,100,000
2,617,937
2,617,937
2,617,937
.2,617,937
2,617,937
397
DOCKAGE TRANSIENT
401,061
529,000
529,000
529,000
529,000
529,000
398
DOCKAGE COMMERCIAL
293,676
322,158
322,158
322,158
322,158
322,158
419
DOCKAGE - USERS SURCHARGE
60,992
61,212
61,212
61,212
61,212
61,212
441
PARKING RENTAL
168,749
260,000
260,000
260,000
260,000
285,000
453
SALE OF MAPS & PUBLICATIONS
931
940
949
959
959
959
460
SPECIAL INSPECTIONS
500
33,500
33,500
33,500
33,500
62,500
463
MISC PERSONNEL - AUDITORIUMS
40,295
45,000
45,000
45,000
45,000
45,000
470
GAS INSPECTION PERMITS
15,000
8,803
8,803
8,803
8,803
8,803
471
AIR CONDITIONING PERMITS
350,000
459,043
459,043
459,043
459,043
459,043
472
ENERGY CONSERVATION INSP PERMI
150,000
153,614
153,614
153,164
153,164
153,614
476
ELEVATOR PERMIT KEY BOX FEE
2,600
2,803
2,803
2,803
2,803
2,803
495
, TRASH LIEN REVENUE
310,073
196,303
196,303
196,303
196,303
196,303
507
LIEN SEARCH FEES
80,000
80,250
80,250
80,250
80,250
120,000
515
COMPREHENSIVE PLAN AMENDMENT F
59,878
2,500
2,500
2,500
2,500
2,500
517
PREMIUM FROM EX EMPLOYEES-COBR
40,000
34,169
34,169
34,169
34,169
40,000
518
PREMIUM FROM RETIRESS-H.M.O.
2,519
0
0
0
0
0
519
PREMIUM FROM EMPLOYEES-L.O.A.
439
0 y
0
0
0
0
520
HCB APPERANCE FEE
833
841
849
858
858
858
523
$0.50 TICKET SURCHARGE
1,820
2,250
2,250
2,250
2,250
2,250
524
$0.75 TICKET SURCHARGE
20,542
31,875
31,875
31,875
31,875
31,875
525
$1.00 TICKET SURCHARGE
415,460
421,250
421,250
421,250
421,250
421,250
526
SIDEWALK CAFE PERMITS
70,463
80,440
80,440
80,440
80,440
80,440
Friday, June 26, 1998 8:28:13 AM Page 6 of 16
City of Miami
5-Year Estimates. Revenues by Fund, Character and Minor Object
Recurring / Non -Recurring
as of 6/6/98
FY 1998
FY 1999.,
FY 2000
FY 2001
FY 2002
FY 2003
Revised
Estimated
Estimated
Estimated
Estimated
Estimated
Budget
Budget
Budget
Budget
Budget
Budget
Fund 01 GENERAL FUND
527
WATERFRONT IMPROVEMENTS PERMIT
32,437
18,232
18,232
18,232
i
18,232
18,232
528
PUBLIC WORKS - SALE OF DOCUMEN
17,286
17,286
17,286
17,286
17,286
17,286
529
HAULERS PERMIT FEE
2,962,881
3,585,784
3,585,784
3,585,784
3,585,784
3,585,784
530
RADON GAS TRUST FUND COMMISSIO
0
500
500
500
500
500
536
ZONING VIOLATION LETTERS
5,000
7,439
7,439
7,439
7,439
7,439
538
FIRE - CERTIF. OF USE RENEWALS
1,223,181
1,242,720
1,242,720
1,242,720
1,242,720
1,380,638
555
CODE ENFORCEMENT ADMIN. FEE
80,003
86,175
86,175
86,175
86,175
86,175
570
INTERIM PROPRIET FEES ORD 1060
298,127
350,000
350,000
350,000
350,000
350,000
571
ORD. 10596-ALARM SYSTEM INSPEC
28,533
25,000
25,000
25,000
25,000
25,000
572
ORD. 10596- REINSPECTION FEES
4,940
5,000
5,000
5,000
5,000
5,000
576
MISC. REVENUE- FIRE DEPT.
33,820
0
0
0
0
0
577
PLAN CHECKING FEE
218,305
219,572
219,572
219,572
219,572
204,209
578
RIGHT-OF-WAY USE PERMIT
42,414
30,114
30,114
30,114
30,114
30,114
584
SPRINKLER SYSTEM INSPECTION
31,986
27,500
27,500
27,500
27,500
27.500
589
FIRE SAFETY PERMIT FEES
1,000,367
825,000
825,000
825,000
825,000
825,000
598
ADMIN. FEE - FIRE (ORD. 10237)
4,959
4,959
4,959
4,959
4,959
4,959
599
ADMIN. FEE - SELF INS. (0.1023
4,578
1,369
1,383
1,397
1,397
1.397
658
PAWN SHOP YEARLY FEE
-2,493
50,000 y
50,000
50,000
50,000
50,000
C1
672
ZONING REVIEW FEES
180,000
203,825
203,825
203,825
203,825
203,825
676
FLOOD VARIANCE FEES WAIVER APP
2,183
1,500
1,500
1,500
1,500
1,500
686
AUTO POUND STORAGE FEE
41,097
23,815
23,815
23,815
23,815
23,815
687
PRIVATE TOWING ADMIN FEE
225,000
281,640
281,640
281,640
281,640
281,640
689
PAWN SHOP TRANSACTION FEE
125,020
161,966
161,966
161,966
161,966
161,966
Friday, June 26, 1998 8:28:14 AM Page 7 of 16
City of Miami
5-Year Estimates. Revenues by Fund, Character and Minor Object
as of 6/6/98
Recurring / Non -Recurring
FY 1998
FY 1999, ,;:.:
..FY 2000
FY 2001
FY 2002
FY 2003
Revised
Estimated
Estimated
Estimated
Estimated
Estimated
Budget
Budget
Budget
Budget
Budget
Budget
Fund 01 GENERAL FUND
697
VEHICLE IMPOUNDMENT
500,000
537,600
537,600
537,600
537,600
537,600
722
LOBBYIST REGISTRATION
21,400
0
0
0
0
0
747
SUPPL. WASTE FEE ON COMMERCIAL
2,255,797
2,255,795
2,255,795
2,255,795
2,255,795
2,255,795
748
CONSTRUCT. DEBRIS REMOVAL FEE
500,000
2,200,000
2,200,000
2,200,000
2,200,000
2,200,000
804
FOP MOTOR CYCLE MAINT FEE
500
0
0
0
0
0
TOTAL
CHARGES FOR SERVICES
42,390,699
45,330,310
45,330,353
45,329,949
45,330,129
45,464,282
05 FINES AND FORFEITS
084
METRO COURT -FINES & FORFEITURE
2,854,228
2,647,617
2,647,617
2,647,617
2,647,617
2,647,617
247
FORFEITED FUNDS
0
0
0
0
0
0
509
SCHOOL CROSSING GUARD
149,289
204,760
204,760
204,760
204,760
204,760
637
NUISANCE ABATEMENT BOARD FINES
0
250
250
250
250
1,250
TOTAL
FINES AND FORFEITS
3,003,517
2,852,627
2,852,627
2,852,627
2,852,627
2,853,627
06 MISCELLANEOUS REVENUE
020
COIN PHONES -COMMISSION
85,000
85,000
85,000
85,000
85,000
85,000
040
CONCESSIONS
1,015,397
1,100,864
1,100,864
1,100,864
1,100,864
1,100,864
048
REIMB LOST PROPERTY
8,955
1,094
1,094
1,094
1,094
1,094
070
RENTAL PROPERTIES
3,800,000
4,400,671 -
4,400,671
4,400,671
4,400,671
4,400,671
083
PENSION -METRO WATER & SEWERS
60,135
17,674
17,674
17,674
17,674
17,674
089
OTHER CONTRIB AND DONATIONS
0
0
0
0
0
0
094
INTEREST ON INVESTMENT
2,585,495
3,896,475
3,744,125
3,611,575
3,479,025
3,479,025
095
INTEREST ON LOT CLEARING LIENS
20,646
11,000
11,000
11,000
11,000
11,000
105
PUBLIC HEARING FEES -PLAN. BOAR
350,000
400,000
400,000
400,000
400,000
400,000
111
SALE OF EQUIPMENT
1,900
0
0
0
0
0
Friday, June 26, 1998 8:28:15 AM Page 8 of 16
City of Miami
5-Year Estimates. Revenues by Fund, Character and Minor Object
as of 6/6/98
Recurring I Non -Recurring
FY 1998
FY 1999..,, .,
FY 2000
FY 2001
FY 2002
FY 2003
Revised
Estimated
Estimated
Estimated
Estimated
Estimated
Budget
Budget
Budget
Budget
Budget
Budget
Fund 01 GENERAL
FUND
119
PRIOR YEAR REVENUE
812,090
0
0
0
0
0
136
INTEREST ON ASSESSMENT LIENS
4,031
0
0
0
0
0
143
MISCELLANEOUS REVENUE
305,295
441,880
441,880
441,880
441,880
441.880
161
UTILITIES
36,188
39,263
39,263
39,263
39,263
39,263
170
PRO SHOP
0
0
0
0
0
0
210
SPECIAL DISABILITY FUND
12,986
6,708
6,708
6,708
6,708
6,708
211
WITNESS FEE
8,981
8,891
8,891
8,891
8,891
8,891
261
OTHER LAND SALES
44,880,224
0
0
0
0
0
327
OTHER SURPLUS SALE
1,000
0
6,000,000
6,000,000
6,000,000
6,000,000
335
RECOVERY OF DAMAGE TO CITY PRO
38,154
0
0
0
0
0
360
CRIMINAL JUSTICE INSTITUTE
10,000
12,802
12,802
12,802
12,802
12,802
366
SALE OF FILL
500,000
0
0
0
0
0
379
INTEREST INCOME -OTHER
474,703
400,000
400,000
400,000
400,000
400,000
445
INTEREST INCOME-SUPPL
140
0
0
0
0
0
508
STOP LOSS RECOVERY
8,500
7,500
7,500
7,500
7,500
7,500
514
INTEREST ON SW DILENQUENT A/C
19,975
0
0
0
0
0
587
WORKERS RECOVERY
17,332
3,000
3,000
3,000
3,000
3,000
688
PORTAL TO PORTAL AUTO FEE
10,533
0 -
0
0
0
0
702
INVESTMENT ADMINISTRATION COST
27,000
31,827
32,781
33,765
33,765
33,765
F 841
ROUSE MIAMI INC CONTRIBUTION
0
0
0
0
0
0
cr� TOTAL MISCELLANEOUS REVENUE
0'1.
08 NON -REVENUES
212 CONTRIB. FROM EMPLOYEES -GRP I
55,094,660 10,864,649 16,713,253 16,581,687 16,449,137 16,449,137
2,149,347 2,149,347 2,149,347 2,149,347 2,149,347 2,149,347
Friday, June 26, 1998 8:28:16 AM Page 9 of 16
City of Miami
5-Year Estimates. Revenues by Fund, Character and Minor Object
as of 6/6/98
Recurring / Non -Recurring
FY 1998
FY 19�9..
FY 2000
FY 2001
FY 2002
FY 2003
Revised
Estimated
Estimated
Estimated
Estimated
Estimated
Budget
Budget
Budget
Budget
Budget
Budget
Fund 01 GENERAL FUND
i
215
SALARY RECOVERY
188,440
164,331
164,331
164,331
164,331
164,331
221
PENSION -METRO COURTS
11,998
4,118
4,118
4,118
4,118
4,118
308
POLICE OVERTIME SALARY REFUND
450,000
329,770
329,770
329,770
329,770
329,770
364
SALE OF CONFISCATED PROPERTY
1,094
0
0
0
0
0
503
CONTRIB FROM RETIREES -GROUP IN
2,940,025
2,987,168
2,987,168
2,987,168
2,987,168
2,987,168
705
CONTR./ENVIR. STORMWATER SER.
6.100,000
6,100,000
6,100,000
6,100,000
6,100,000
6,100,000
990
OTHER NON -OPERATING
9,283
0
0
0
0
0
999
BUDGETED REVENUES
0
0
0
0
0
0
TOTAL
NON -REVENUES
11,850,187
11,734,734
11,734,734
11,734,734
11,734,734
11,734,734
09 INTERNAL SERVICE FUNDS
193
CONTRIBUTION FROM GN.FD.
1,466,175
0
0
0
0
0
309
CONTRIBUTION FROM UTIL. SERV.T
13,292,670
14,958,798
18,171,415
18,927,825
19,450,344
19,661,956
356
CONTRIBUTION FROM TRUST AND AG
1,808,024
0
0
0
0
0
395
IN -KIND COSTS
1,000,000
0
0
0
0
0
436
CONTR FROM SPECIAL REVENUE FUN
6,424,900
6,793,764
6,876,765
6,979,916
7,084,614
7,190.883
446
CONTRIB FROM DEBT SERVICE
1,394,000
0
0
0
0
0
596
CONTRIBUTION FOR LAW DEPT SER
100,000
100,000
100,000
100,000
100,000
100,000
640
CONTR FROM GUAR ENTITL D.S
4,808,622
4,807,223 -
4,807,223
4,807,223
4,807,223
4,807,223
901
ACCTS REC COLLECTIONS
-47
0
0
0
0
0
902
SALES TAX COLLECT./CHARGES
4,408
0
0
0
0
0
TOTAL INTERNAL SERVICE FUNDS 30,298,752 26,659,785 29,955,403 30,814,964 31,442,181 31,760,062
GENERAL FUND TOTAL 308,504,940 269,947,668 279,028,877 278,835,133 280,446,688 285,404,572
Friday, June 26, 1998 8:28:17 AM Page 10 of 16
City of Miami
5-Year Estimates. Revenues by Fund, Character and Minor Object
as of 6/6/98
Recurring I Non -Recurring
FY 1998 FY 199,9,. FY 2000
FY 2001 FY 2002 FY 2003
Revised Estimated Estimated
Estimated Estimated Estimated
Budget Budget Budget
Budget Budget Budget
Fund 10 SPECIAL REVENUE FUND
659
995,554
0
0
0
0
0
TOTAL
995,554
0
0
0
0
0
01 TAXES
051 TELEPHONE FRANCHISE
1,565,385
1,671,698
1,688,414
1,705,298
1,722,350
1,739,574
130 UTILITY SERV. TX. -ELECTRICITY
19,288,289
19,373,030
19,663,625
19,958,579
20,257,958
20,561,827
131 UTILITY SERV. TX.-TELEPH./TELE
5,550,178
5,540,375
5,623,481
5,707,833
5,793,450
5,880,352
132 UTILITY SERV. TX. -GAS
1,083,174
989,422
1,004,263
1,019,327
1,034,617
1,050,136
133 UTILITY SERV. TX. -WATER
2,906,830
2,881.252
2,924,470
2,968,337
3,012,862
3,058,055
134 UTILITY SERV, TX. -FUEL OIL
34,376
31,204
31,672
32,147
32,629
33,118
473 LOCAL OPTION GAS TAX
5,452,744
6,775,138
6,876,765
6,979,916
7,084,614
7,190,883
625 PUBLIC SERVICE TAX ORD-10263
5,675,721
7,241,363
7,349,983
7,460,233
7,572,136
7,685,718
TOTAL TAXES
41,556,697
44,503,482
45,162,673
45,831,670
46,510,616
47,199,663
02 LICENSES AND PERMITS
350 TRAFFIC PERMIT FEES
275
0
0
0
0
C
TOTAL LICENSES AND PERMITS
275
0
0
0
0
0
03 INTERGOVERNMENTAL REVENUE
203 FLA. DEPT. HEALTH & REHABILTAT
321,066
321,097
321,097
321,097
321,097
321,097
349 OTHER PUBLIC AND PRIVATE CONTR
10,000
15,000
15,000
15,000
15,000
15,000
a!
621 E911 SYSTEM FEE - RECURRING FE
1,132,633
1,344,000
1,364,160
1,384,622
1,405,391
1,426,472
622 E911 SYSTEM NON -RECURRING FEE
81,452
0
0
0
0
0
d
TOTAL INTERGOVERNMENTAL REVENUE
1,545,151
1,680,097
1,700,257
1,720,719
1,741,488
1,762,569
04 CHARGES FOR SERVICES
Friday, June 26, 1998 8:28:17 AM
Page 11
of 16
City of Miami
5-Year Estimates. Revenues by Fund, Character and Minor Object
as of 6/6/98
Recurring / Non -Recurring
FY 1998 FY 1999..,,,,,, FY 2000
FY 2001 FY 2002 FY 2003
Revised Estimated Estimated
Estimated Estimated Estimated
Budget Budget Budget
Budget Budget Budget
Fund 10 SPECIAL REVENUE FUND
017
OTHER SVCE CHGES AND FEES-SP F
042
RENTAL-
043
CLASS -FEES
044
POOLS
146
EQUIPMENT RENTAL
153
MISCELLANEOUS SERVICE CHARGES
154
RENTAL - AUDITORIUMS ONLY
228
EXCESS COLLECTION FEES
319
SOLID WASTE FEES - PENALTIES
359
TOWING ADMIN. CHARGES REVENUE
422
RENTAL MEETINGS/SEMINAR ROOMS
423
MISCELLANEOUS CONVENTION CENTE
441
PARKING RENTAL
460
SPECIAL INSPECTIONS
523
$0.50 TICKET SURCHARGE
524
$0.75 TICKET SURCHARGE
525
$1.00 TICKET SURCHARGE
534
ADMINISTRATION FEE
549
STORMWATER UTILITY FEE
629
IMPACT FEE ADMINISTRATION
650
SUMMER CAMP FEES
657
STORMWATER UTILITY FEE - COUNT
TOTAL CHARGES FOR SERVICES
Friday, June 26, 1998 8:28:18 AM
35,373
0
0
0
0
0
160,863
75,000
75,000
75,000
75,000
75,000
27,996
7,650
7,650
7,650
7,650
7,650
125
0
0
0
0
0
4,710
0
0
0
0
0
1,400
0
0
0
0
0
399,755
387,205
387,205
387,205
387,205
387,205
20
0
0
0
0
0
2,277
0
0
0
0
0
0
200,653
61,773
59,478
56,276
150,548
338,682
356,522
356,522
356,522
356,522
356,522
203,315
235,769
235,769
235,769
235,769
235,769
2,007,687
2,124,296
2,124,296
2,124,296
2,124,296
2,124,296
4,272,183
4,272,183
4,272,183
4,272,183
4,272,183
4,272,183
1,541
0
0
0
0
0
7,727
0
0
0
0
0
74,400
86,800
86,800
86,800
86,800
86,800
18,000
18,000
18,000
18,000
18,000
18,000
9,000,000
9,000,000
9,000,000
9,000,000
9,000,000
9,000,000
34,041
34,041
18,000
18,000
18,000
18,000
84,880
10,000
10,000
10,000
10,000
10,000
-1,054
0
0
0
0
0
16,673,921 16,808,119 16,653,198 16,650,903 16,647,701 16,741,973
Page 12 of 16
City of Miami
5-Year Estimates. Revenues by Fund, Character and Minor Object
as of 6/6/98
Recurring / Non -Recurring
FY 1998
Revised
FY 1999• .; .,
Estimated
.FY 2000
Estimated
FY 2001
Estimated
FY 2002
Estimated
FY 2003
Estimated
Budget
Budget
Budget
Budget
Budget
Budget
Fund 10 SPECIAL
REVENUE FUND
1
06 MISCELLANEOUS REVENUE
040
CONCESSIONS
15,389
0
0
0
0
0
070
RENTAL PROPERTIES
250,726
500,151
500,151
500,151
500,151
500,151
089
OTHER CONTRIB AND DONATIONS
715
0
0
0
0
0
094
INTEREST ON INVESTMENT
267,103
267,103
267,103
267,103
267,103
267,103
143
MISCELLANEOUS REVENUE
362
0
0
0
0
0
152
PR. YRS. REVENUE
200,002
0
0
0
0
0
211
WITNESS FEE
20
0
0
0
0
0
443
RENTAL - AIR RIGHTS
463,607
366,852
366,852
366,852
366,852
366,852
451
RENTAL PROP -CONY CTR BASE RENT 427,417
423,052
423,052
423,052
423,052
423,052
TOTAL MISCELLANEOUS REVENUE
1,625,341
1,557,158
1,557,158
1,557,158
09 INTERNAL SERVICE FUNDS
192 CONTRIBUTION FROM SPA
2,664,205
3,042,804
2,842,804
2,892,804
193 CONTRIBUTION FROM GN.FD.
0
0
0
0
901 ACCTS REC COLLECTIONS
31
0
0
0
902 SALES TAX COLLECT./CHARGES
6,791
0
0
0
1,557,158 1,557,158
2,942,804 2,992,804
0 0
0 r
0 0
TOTAL INTERNAL SERVICE FUNDS 2,671,027 3,042,804 , 2,842,804 2,892,804 2,942,804 2,992,804
cz SPECIAL REVENUE FUND TOTAL 65,067,966 67,591,660 67,916,090 68,653,254 69,399,767 70,254,167
J
a G
Friday, June 26, 1998 8:28:19 AM Page 13 of 16
City of Miami
5-Year Estimates. Revenues by Fund, Character and Minor Object
Recurring I Non -Recurring
as of 6/6/98
FY 1998
FY
FY 2000
FY 2001
FY 2002
FY 2003
Revised
Estimated
Estimated
Estimated
Estimated
Estimated
Budget
Budget
Budget
Budget
Budget
Budget
Fund 20 DEBT
SERVICE FUNDS
01 TAXES
001
TAXES REAL CURRENT
17,693,971
18,096,732
16,380,592
16,255,539
15,723,198
15,559,382
002
TAXES PERSONAL CURRENT
2,440,548
2,496,101
2,236,267
2,217,062
2,150,402
2,073,062
051
TELEPHONE FRANCHISE
705,168
705,168
707,547
709,182
709,344
707,884
283
TAXES REC REAL DEL
203,379
250,057
186,355
184,755
184,755
184,75t
284
TAXES REC PERS DEL
0
188,800
0
0
0
0
TOTAL TAXES
21,043,066
21,736,858
19,510,761
19,366,538
18,767,699
18,525,083
03 INTERGOVERNMENTAL REVENUE
074 STATE OF FLA REVENUE SHARING
5,421,687
5,420,896
5,421,643
5,419,976
5,419,582
5,419,698
TOTAL INTERGOVERNMENTAL REVENUE
5,421,687
5,420,896
5,421,643
5,419,976
5,419,582
5,419,698
08 NON -REVENUES
990 OTHER NON -OPERATING
2,771,760
0
0
0
0
0
TOTAL NON -REVENUES
2,771,760
0
0
0
0
0
09 INTERNAL SERVICE FUNDS
309 CONTRIBUTION FROM UTIL. SERV.T
12,105,072
11,725,510
9,064,725
8,855,258
8,895,589
8,930,75f
356 CONTRIBUTION FROM TRUST AND AG
988,544
797,744
995,093
982,278
968,463
853,718
436 CONTR FROM SPECIAL REVENUE FUN
1,451,481
1,980,762
1,929,427
1,885,599
1,841,138
1,795,837
447 CONTRIB FROM DEBT SERV M U ST
9,353,860
9,368,944
9,361,354
9,363,373
9,357,719
9,353,956
903 DEPOSITS
2,595,000
2,595,000
3,205,000
3,202,235
3,205,145
3,202,865
TOTAL INTERNAL SERVICE FUNDS
26,493,957
26,467,960
24,555,599
24,288,743
24,268,054
24,137,130
DEBT SERVICE FUNDS TOTAL
55,730,470
53,625,714
49,488,003
49,075,257
48,455,335
48,081,911
Friday, June 26, 1998 8:28:20 AM Page 14 of 16
City of Miami
5-Year Estimates. Revenues by Fund, Character and Minor Object
Recurring I Non -Recurring
as of 6/6/98
FY 1998
FY 1999, ., ,.
FY 2000
FY 2001
FY 2002
FY 2003
Revised
Estimated
Estimated
Estimated
Estimated
Estimated
Budget
Budget
Budget
Budget
Budget
Budget
Fund 60 TRUST & AGENCY FUNDS
01 TAXES
001 TAXES REAL CURRENT
160,000
955,265
1,047,303
1,137,303
1,227,303
1,099,217
TOTAL TAXES
160,000
955,265
1,047,303
1,137,303
1,227,303
1,099,217
03 INTERGOVERNMENTAL REVENUE
074 STATE OF FLA REVENUE SHARING
0
0
0
0
0
0
310 CONTR FROM OTHER GOUTS -COUNTY
0
275,000
300,000
300,000
300,000
193,671
TOTAL INTERGOVERNMENTAL REVENUE
0
275,000
300,000
300,000
300,000
193,671
06 MISCELLANEOUS REVENUE
070 RENTAL PROPERTIES
0
0
0
0
0
0
094 INTEREST ON INVESTMENT
0
0
0
0
0
0
143 MISCELLANEOUS REVENUE
0
450,000
450,000
450,000
450,000
450,000
261 OTHER LAND SALES
0
0
0
0
0
0
TOTAL MISCELLANEOUS REVENUE
0
450,000
450,000
450,000
450,000
450,000
08 NON -REVENUES
990 OTHER NON -OPERATING
873,917
0
0
0
0
TOTAL NON -REVENUES
873,917
0
0
0
0
0
09 INTERNAL SERVICE FUNDS
193 CONTRIBUTION FROM GN.FD.
0
185,000
185,000
185,000
185,000
367,351
TOTAL INTERNAL SERVICE FUNDS
0
185,000
185,000
185,000
185,000
367,351
i TRUST&AGENCY FUNDS TOTAL
1,033,917
1,865,265
1982,303
2,072,303
2,162,303
2,110,239
Friday, June 26, 1998 8:28:21 AM Page 15 of 16
City of Miami
5-Year Estimates. Revenues by Fund, Character and Minor Object
Recurring / Non -Recurring
as of 6/6/98
FY 1998
FY 1999..
FY 2000
FY 2001
FY 2002
FY 2003
Revised
Estimated
Estimated
Estimated
Estimated
Estimated
Budget
Budget
Budget
Budget
Budget
Budget
GRAND TOTAL 430,337,293 393,030,307 398,415,273 398,635,947 400,464,093 405,850,889
Friday, June 26, 1998 8:28:22 AM Page 16 of 16
APPENDIX F
5-Year
Estimates:
Expenditures
by
Fund
and Minor Object
City of Miami
5-Year Estimates. Expenditures
by Minor
Object.
Recurring /Non -Recurring
as of 6/6/98
Minor Object
and
FY 1998
FY 1999
FY 2000
FY 2001
FY 2002
FY 2003
Minor Object Description
Revised
Estimated
'"Estimated
Estimated
Estimated
Estimated
Budget
Budget
Budget
Budget
Budget
Budget
001
SALARIES -CLASS. PERM. FT
109,918,324
127,264,106
132,998,159
136,435,432
140,223,926
144,361,231
002
FULL DISABILITY SALARIES
509,085
0
0
0
01
0
003
2/3 DISABILITY SALARIES
1,031,689
0
0
0
0
0
005
ACCRUED SALARY AND WAGES
0
0
0
0
0
0
006
EARNED TIME PAYOFF
1,162,111
1,162,111
1,179,544
1,197,236
1,215,195
1,233,421
007
ADVANCE EARNED INCOME CREDIT
3,579
3,447
3,461
3,436
3,436
3,434
008
NET NRO'S
46,415
54,600
56,379
57,390
59,378
61,694
009
AIR COORD.
427
450
452
448
448
448
010
SALARIES - UNCLASSIFIED
14,728,327
16,942,373
16,689,084
17,054,544
17,373,369
17,696,522
011
SALARIES - COMMISSION / BOARDS
161,973
176,000
167,421
167,543
168,485
169,440
012
SALARIES - PERM. PART TIME
2,816,153
3,309,658
2,724,158
2,725,931
2,744,606
2,760,113
013
SALARIES - TEMPORARY
2,465,550
4,068,250
4,070,047
4,130,027
4,191,372
4,252,858
014
SALARIES - STAND-BY LABOR
0
0
0
0
0
0
020
COMMENDATION LEAVE - HOURLY &
0
0
0
0
0
0
025
PREVENTION PAY
3,178,217
3,170,582
3,140,649
3,119,378
3,113,748
3,115,800
035
MEDICAL HOLD
95,491
0
0
0
0
0
050
SALARIES - OVERTIME 1 REGULAR
6,097,145
6,160,524
6,252,931
6,346,724
6,441,926
6,538,553
051
OVERTIME EVENTS
1,569,745
1,569,745
1,593,291
1,617,191
1,641,449
1,666,071
052
OVERTIME NET PROGRAM - POLICE
0
0
0
0
0
0
053
HOLIDAY PAY
793,685
907,720
921,336
935,156
949,182
963,420
055
SALARIES - SHIFT DIFFERENTIAL
357,193
353,640
358,944
364,328
369,793
375,341
059
SALARIES - STAFFING OVERTIME
33
0
0
0
0
0
060
SALARIES - LAW ENFORCEMENT INC
532,391
532,391
540,376
548,482
556,710
565,060
064
IAFF - SALARY INCENTIVE OVERTI
625,248
574,691
583,312
592,061
600,942
609,956
065
SALARIES - MOTORCYCLE ALLOWANC
0
0
0
0
0
0
066
WORKING OUT OF CLASSIFICATION
20,602
20,434
20,741
21,052
21,368
21,689
067
DRIVER ENGINEER ALLOWANCE
346,437
363,246
373,387
381,149
390,826
400,777
068
r`
COMMUNICATIONS TRAINER
11,915
13,572
13,624
13,520
13,520
13,520
_069
MISCELLANEOUS PLUS ITEM
8,162
8,528
8,725
8,875
9,046
9,230
070
CLOTHING ALLOWANCE
154,284
155,565
156,034
154,860
154,860
155,093
072
INCENTIVE PAY
119,155
223,330
224,181
222,464
222,464
222,463
"'073
FIRE - EMT RECERTIFICATIONS
30,000
60,000
60,900
61,813
62,740
63,681
el"�,`..074
OFF -DUTY
293,780
220,147
215,903
219,141
222,428
225,764
075
CLOTHING - CITY PURCHASE
803,918
1,382,127
1,122,709
1,342,256
1,571,514
1,810,956
Thursday,
June 25, 1998 8:32:53 PM
Page 1 of 7
Al Funds
City of Miami
5-Year Estimates. Expenditures by Minor Object.
Recurring / Non -Recurring as of 6/6/98
Minor Object FY 1998 FY 1999 FY 2000 FY 2001 FY 2002 FY 2003
and Revised Estimated "tstimatb'd Estimated Estimated Estimated
Minor Object Description Budget Budget Budget Budget Budget Budget
080
EXPENSE ALLOWANCE
70,713
88,203
91,142
91,824
92,749,
93,693
081
OFFICIAL ENTERTAINMENT
1,471
0
2,519
2,500
2,500
2,501
083
CAR ALLOWANCE
77,204
92,228
79,180
79,750
80,542
81,352
084
24 HRS CITY VEHICLE
164,340
4,340
4,405
4,471
4,538
4,606
085
TOOL ALLOWANCE
21,430
19,830
28,125
27,884
27,884
27,882
086
TUITION REIMB.-EDUC. EXPENSE-T
57
0
0
0
0
0
087
TUITION REIMB.-EDUC. ASSIST.-N
4,872
8,705
11,371
11,542
11,715
11,891
090
EXECUTIVE SUPPLEMENT
0
0
0
0
0
0
091
EMPLOYEE AWARDS
3,500
3,500
3,552
3,605
3,659
3,714
100
SOCIAL SECURITY CONTRIB
4,948,133
5,421,315
5,434,074
5,538,135
5,660,660
5,789,515
104
SOC. SEC. ON TERM LIFE INSURAN
2,821
24,389
24,483
24,296
24,296
24,298
110
RETIREMENT CONTRIB.
49,166
0
0
0
0
0
130
GROUP INSURANCE CONTRIB.
5,298,065
0
0
0
0
0
134
GROUP INSURANCE CONTRIBUTION -
0
3,604,886
3,658,959
3,713.843
3,769,551
3,826,094
141
PLUS ITEM/EMT CERTIFICATION 1.
220,629
212,411
219,183
221,243
227,704
234,569
142
PLUS ITEM/HAZ MAT 1.5%
41,967
43,949
45,219
46,112
47,272
48,419
143
PLUS ITEM/ST CE FT - 1.5%
2,973
3,093
3,155
3,171
3,210
3,267
144
PLUS ITEM/ST CE FP - 1.5%
25,336
22,816
23,320
23,508
23,874
24,303
145
PLUS ITEM/DIVE TEA - 1.5%
23,183
24,308
24,963
25,618
26,597
27,448
146
PLUS ITEM/IAFF SWAT TEAM - 1.5
20,599
16,742
17,191
17,543
17,956
18,343
147
PLUS ITEM/ST COMAN - 1%
9,400
9,887
10,140
10,331
10,554
10,770
149
ALS ACTING
52,773
52,773
53,565
54,369
55,184
56,012
150
WORKER'S COMPENSATION
-700,000
-700,000
-700,000
-700,000
-700,000
-700,000
160
UNEMPLOYMENT COMPENSATION
31,287
61,998
62,928
63,872
64,830
65,802
161
PLUS ITEM/FIELD TRAINING OFFIC
152,460
145,161
150,158
153,721
158,898
164,279
162
PLUS ITEM/BOMB SQUAD - 5%
13,555
12,078
12,372
12,512
12,852
13,448
163
PLUS ITEM/SWAT - 5%
70,044
73,649
76,325
78,371
81,227
84,340
164
PLUS ITEM/COMMUNICATIONS - 5%
98,846
50,316
101,987
104,229
107,647
110,962
165
PLUST ITEM/SHIFT DIFF. O/T PAY
25,640
26,852
27,254
27,663
28,078
28,500
166
PLUS ITEM/GARAGE ON CALL - 7.5
16,632
23,652
24,469
25,109
26,445
27,560
167
PLUS ITEM/REVENUE INCENTIVE PA
763,504
963,949
951,202
963,030
979,464
995,914
170
SEVERANCE PAY
1,473,415
1,808,197
1,835,321
1,862,851
1,890,793
1,919.154
180
TUITION REIMBURSEMENT
86,406
114,820
116,035
117,775
119,541
121,335
185
FRINGE BENEFITS - OTHER
5,278
2,604
2,643
2.683
2,723
2,764
Thursday,
June 25, 1998 8:32:54 PM
Page 2 of 7
Al FL,
City of Miami
5-Year Estimates. Expenditures by Minor Object.
Recurring / Non -Recurring as of 6/6/98
Minor Object
and
FY 1998
FY 1999
FY 2000
FY 2001
FY 2002
FY 2003
Minor Object Description
Revised
Estimated
't0mated
Estimated
Estimated
Estimated
Budget
Budget
Budget
Budget
Budget
Budget
190
PERSONAL SERVICES - OTHER
0
0
0
0
0
0
205
LOT CLEARING AND DEMOLITION
20,931
20,600
21,245
21,564
21,887
22,215
210
PROFESSIONAL SERVICES - ACTUAR
0
0
0
0
0
0
211
ACTUARIAL REQUIREMENTS -SYSTEM
14,065,850
10,664,109
10,824,071
10,986,432
11,151,228
11.318,496
212
ACTUARIAL REQUIREMENTS -PLAN
12,988,259
0
6,857,256
6,960,115
7,064,517
7,170,484
213
CITY PENSION CONTRIBUTION I.C.
100,000
330,000
351,017
355,988
361,157
371,688
220
PROFESSIONAL SERVICES - APPRAI
67,100
67,100
68,106
69,127
70,164
71,216
230
PROFESSIONAL SERVICES - ARCHIT
0
0
0
0
0
0
240
PROFESSIONAL SERVICES - ENGINE
6,967
6,967
7,072
7,178
7,286
7,395
250
PROFESSIONAL SERVICES - LEGAL
720,324
888,244
901,567
915,090
928,816
942,748
260
PROFESSIONAL SERVICES - DENTAL
539,132
1,246,598
1,286,319
1,293,613
1,301,017
1,308,532
265
PROFESSIONAL SERVICES - ARBITR
7,773
15,000
15,225
15,453
15,685
15,920
270
PROFESSIONAL SERVICES - OTHER
2,517,713
3,998,100
3,939,077
3,990,065
4,041,721
4,102,374
280
PROFESSIONAL SERVICES - ACCT'G
423,867
423,356
431,681
438,231
444,881
451,327
287
ADVERTISING
516,719
779,797
771,167
782,856
794,719
806,267
289
SPECIAL SERVICES - MISCELLANEO
26,643
44,972
28,005
28,425
28,851
34,752
305
OTHER EXPENSES
2,426
11,125
2,462
2,499
2,536
2,574
310
COURT COSTS AND FEES
14,569
23,443
19,736
20,031
20,332
20.636
320
JUDGEMENTS AND DAMAGES
0
0
0
0
0
0
324
LOSS ON DISPOSITION OF FIXED A
0
0
0
0
0
0
325
OTHER COSTS AND LOSSES
0
0
0
0
0
0
327
ALLOWANCE FOR ACCOUNTS RECEIVA
0
0
0
0
0
0
330
TAXES
151,576
110,310
111,965
113,644
115,348
117,078
335
LICENSE, PERMITS & MISCELLANEO
145,272
206,247
209,341
212,481
215,669
218,905
340
OTHER CONTRACTUAL SERVICES - 0
5,334,171
5,756,959
5,816,297
5,899,867
5,987,083
6,090,155
410
TRAVEL AND PER DIEM - TRAINING
259,235
300,836
Y296,355
300,801
305,311
309,891
420
TRAVEL AND PER DIEM - OTHER
121,067
344,574
341,480
343,448
348,597
353,823
C.C)
470
ENTERTAINMENT
5,958
5,958
6,047
6,137
6,229
6,322
475
ENTERTAINMENT
1,459
1,382
1,402
1,424
1,445
1,467
495
PARKING EXPENSE
65,123
64,374
65,334
66,313
67,307
68,317
510
COMMUNICATIONS SERV. TELEPH. 0
1,648,148
2,375,224
2,351,011
2,386,201
2,421,962
2,458,201
530
TRANSPORTATION
59,733
27,963
28,382
28,807
29,239
29,677
531
DADE COUNTY SCALE FEES
7,930,482
8,341,821
8,466,948
8,593,952
8,722,862
8,853,705
532
ROAD TOLLS
12,832
27,833
28,252
28,676
29,106
29,543
Thursday, June 25, 1998 8:32:54 PM
Page 3 of 7
Al Funds
City of Miami
5-Year Estimates. Expenditures by Minor Object.
Recurring INon-Recurring
as of 6/6/98
Minor Object
FY 1998
FY 1999
FY 2000
FY 2001
FY 2002
FY 2003
and
Revised
Estimated
Estimated
Estimated
Estimated
Estimated
Minor Object Description
Budget
Budget
Budget
Budget
Budget
Budget
533
POSTAGE
283,635
343,622
344,135
349,488
354,936 i
359,649
534
DELIVERY SERVICES
1,030
1,000
1,015
1,030
1.045
1,061
540
UTILITY SERVICES - ELECTRICITY
2,508,681
2,517,730
2,558,032
2.596,402
2,635,347
2,674,875
545
UTILITY SERVICES -STREET LIGHTI
3,896,206
3,934,755
3,993,776
4,053,683
4,114,488
4,176,205
547
UNDERWRITER SERVICES
0
0
0
0
0
0
550
UTILITY SERVICES -GAS
27,250
27,236
28,123
28,546
28,973
29,408
560
UTILITY SERVICES -WATER
1,063,405
931,067
945,032
959,206
973,593
988,196
570
UTILITY SERVICES - OTHER
0
0
0
0
0
0
585
RELOCATION
17,997
12,000
5,000
5,000
2,500
21,754
601
PRINCIPAL REPAYMENT
25,346,397
24,361,400
20,870,400
21,717,400
22,373,400
23,461,400
602
INTEREST EXPENSE
25,158,423
24,031,917
23,382,132
22,118,469
20,840,841
19,383,394
603
DISCOUNT ON BONDS
63,049
63,049
63,995
64,955
65,929
66,918
604
ACCRUED INTEREST
0
0
0
0
0
0
607
ACCRUED INTEREST
0
0
0
0
0
0
608
INTEREST EXPENSE CAPITALIZED
0
0
0
0
0
0
609
DISCOUNT ON BONDS
0
0
0
0
0
0
610
RENT OF EQUIPMENT - OUTSIDE
896,479
856,685
782,972
793,359
804,172
826,061
620
RENT BUILDINGS
55,437
107,613
90,369
91,725
93,102
94,499
630
RENT LAND
0
0
0
0
0
0
635
RENT OTHERS
0
0
0
0
0
0
640
INSURANCE - PROPERTY
0
0
0
0
0
0
643
SPECIAL EVENTS INSURANCE
0
0
0
0
0
0
650
INSURANCE - LIABILITY
1,695,069
1,751,778
1,778,055
1,804,726
1,831,796
1,859,273
651
VEHICLE LIABILITY SELF FD
800,000
900,000
913,500
927,202
941,110
955,227
652
POLICE TORT LIABILITY SELF-FD
1,431,946
2,000,000
2,030,000
2,060.450
2,091,357
2,122,727
653
SLIPS/FALLS LIABILITY SELF-FD
900,000
1,000,000
1,015,000
1,030,225
1,045,678
1,061,363
655
GROUP LIFE AD/D INS PREMIUM
2,612,870
2,785,000
2,826,775
2,869,177
2,912,215
2,955,898
656
GROUP HEALTH INS BENEFIT
12,854,235
13,500,000
13,702,500
13,908,037
14,116.658
14,328,408
657
GROUP ADM COSTS - OUTSIDE SERV
267,803
240,000
243,600
247.254
250,963
254,727
659
MISCELLANEOUS LIABILITIES
0
0
0
0
0
0
661
PUBLIC OFFICIALS LIABILITY
1,400,000
2,100,000
2,131,500
2,163,472
2,195,924
2,228,863
665
WORKERS' COMPENSATION PAYMENTS
4,127,848
4,000,000
4,060,000
4,120,900
4,182.713
4,245,454
666
WORKERS' COMPENSATION MEDICAL
3,455,000
3,200,000
3,248,000
3,296,720
3,346,171
3,396,364
667
WORKERS' COMPENSATION LEGAL
821,562
700,000
710,500
721,157
731.974
742,954
Thursday, June 25, 1998 8:32:55 PM
Page 4 of 7
All F
City of Miami
5-Year Estimates. Expenditures by Minor Object.
Recurring / Non -Recurring
as of 6/6/98
Minor Object
and
FY 1998
FY 1999
FY 2000
FY 2001
FY 2002
FY 2003
Minor Object Description
Revised
Estimated
"' -Estimated
Estimated
Estimated
Estimated
Budget
Budget
Budget
Budget
Budget
Budget
668
WORKERS' COMPENSATION MISCELLA
972,500
900,000
913,50Q
927,202
941,110
955,227
669
FIC SELF-INSURANCE ASSESSMENT
772,500
800.000
812,000
824,180
836,543
849,091
670
REPAIR/MAINTENANCE - OUTSIDE
3,147,080
3,685,500
3,578,853
3,632,761
3,682,979
3,734,310
671
REPAIR EQUIPMENT
325
0
0
0
0
0
677
OUTSIDE LEGAL & INV - POLICE T
0
0
0
0
0
0
679
OUTSIDE LEGAL & INV - MISC
0
0
0
0
0
0
680
PRINTING/BINDING- OUTSIDE
109,441
131,874
121,993
123,822
125,680
127,566
690
PROMOTIONAL ACTIVITIES
96,955
26,855
22,792
23,134
23,481
23,833
692
AWARDS
-3
12,997
13,192
13,390
13,591
13,795
693
FEE WAVERS
0
0
0
0
0
0
700
OFFICE SUPPLIES
321,756
442,411
343,457
340,787
344,057
359,839
701
REPAIRS -EQUIPMENT SUPPLIES
44,612
67,376
47,854
48,571
49,301
50,040
702
MOTOR VEHICLE PARTS
1,083,623
1,162,462
1,209,918
1,228,065
1,246,486
1,264,185
703
AMMUNITION
179,575
144,400
176,125
177,267
178,426
179,602
704
CHEMICALS
68,099
68,099
69,120
70,157
70,210
71,278
705
HOUSEKEEPING / SANITATION SUPP
120,430
117,489
117,221
118,976
120,761
123,663
706
BUILDING MATERIALS AND SUPPLIE
68,819
99,404
100,445
102,409
103,945
102,504
707
ELECTRICAL SUPPLIES
90,152
95,583
97,016
98,471
99,947
101,445
708
PLUMBING SUPPLIES
34,644
31,966
32,445
32,931
33,424
33,925
709
FIRE HOSE AND ATTACHMENTS
20,264
27,308
24,355
24,721
25,092
25,468
710
FOOD
103,339
113,646
100,470
101,976
103,507
105,059
712
HORTICULTURAL SUPPLIES
118,794
86,778
88,080
89,401
90,742
92,103
713
LUBRICANTS AND MOTOR OIL
96,967
102,599
98,860
100,343
101,848
103,376
714
DRUGS AND MEDICINE
363,571
402,133
360,361
347,779
330,919
321,371
715
MOTOR FUEL
1,952,243
2,001,193
2,031,211
2,061.679
2,092,605
2,123,994
716
PAPER STOCK - PRINTING
98,889
172,015
�105,762
107,348
108,959
110,593
717
PLAYGROUND SUPPLIES
43,419
36,723
37,275
37,834
38,402
38,978
718
PARTS AND MAINTENANCE SUPPLIES
165,653
200,640
169,262
171,800
173,379
176,207
719
SAFETY SUPPLIES
136,376
191,858
162,487
164,924
167,399
169,907
720
EXPENDABLE TOOLS SHOP SUPPLIES
146,806
150,871
147,863
150,078
152,331
154,613
721
TIRES TUBES
457,989
476,389
465,264
472,243
479,327
486,518
722
MISCELLANEOUS SUPPLIES
717,055
1,169,330
1,087,434
1,095,227
1,103,205
1,110,240
�r c'
723
PRINTING SUPPLIES
15,038
15,038
15,264
15,493
15,725
15,961
724
PAINT SUPPLIES
28,932
28,932
29,366
29,806
30,253
30,707
Thursday, June 25, 1998 8:32:56 PM
Page 5 of 7
Al Funds
City of Miami
5-Year Estimates. Expenditures by Minor Object.
Recurring /Non -Recurring
as of 6/6/98
Minor Object FY 1998 FY 1999 FY 2000 FY 2001 FY 2002 FY 2003
and Revised Estimated 'Estimated Estimated Estimated Estimated
Minor Object Description Budget Budget Budget Budget Budget Budget
726
AIR CONDITIONING SUPPLIES
34,000
34,000
34,51Q
35,028
35,553
36,086
727
PROMOTIONAL MATERIALS
2,087
3,090
3,133
3,180
3,228
3,276
728
EQUIPMENT USAGE
12,360
12,360
12,545
12,733
12,924
13,118
731
OPER. SUPPLIES -COMPUTER PRINTI
3,090
3,090
3,136
3,183
3,231
3,279
750
ROAD MATERIALS AND SUPPLIES
83,492
88,188
89,511
90,854
92,218
93,601
755
REPRODUCTION SERVICE
0
0
0
0
0
0
760
BOOKS PUBLICATIONS MEMBERSHIPS
176,573
244,273
211,377
214,544
217,762
221,028
761
PUBLICATIONS
0
0
0
0
0
0
768
BLANKET P 0 REPAIRS MAINT OUT
275
275
279
283
287
291
770
INTERNAL SERV CHGES MOTOR POOL
0
0
0
0
0
0
771
INTERNAL SERV CHGES HEAVY EQUI
0
0
0
0
0
0
772
INTERNAL SERV CHGES PROPERTY M
0
0
0
0
0
0
773
INTERNAL SERV CHGES PRINT SHOP
1
84,736
1
1
1
1
774
INTERNAL SERV CHGES COMMUNIC M
0
0
0
0
0
0
775
INTERNAL SERV CHGES CUSTODIAL
0
0
0
0
0
0
778
INTERNAL SERV CHGES - FLEET MA
0
0
0
0
0
0
781
706 BLANKET P O BLDG MATERIALS
0
0
0
0
0
0
782
707 BLANKET P 0 ELECTRICAL SUP
3,652
5,000
0
0
0
5,468
783
708 BLANKET P 0 PLUMBING SUPPL
3,002
5,000
0
0
0
5,468
790
INTERNAL SERV CHGES COMP & COM
0
0
0
0
0
0
792
ENGINEERING - PUBLIC WORKS
515
515
523
531
539
547
793
OZALID BILLINGS
28
2,026
2,058
2,088
2,119
2,151
795
INTERDEPMENTAL CHGES -POLICE 1
3,652
1,910
4,337
4,401
4,466
4,531
810
LAND
0
0
0
0
0
0
830
IMPROVEMENTS OTHER THAN BUILDI
9,000
18,000
18,270
18,544
18,822
19,104
840
EQUIPMENT - NEW
420,636
1,206,110
�762,163
773,595
785,202
796,976
841
OFFICE FURNITURE - NEW
645
0
655
665
675
685
843
EQUIPMENT LEASE -PURCHASED
0
0
0
0
0
0
850
EQUIPMENT - REPLACEMENT
269,822
788,713
327,632
332,547
337,533
342,596
860
CONSTRUCTION IN PROGRESS
0
0
0
0
0
0
870
BOOKS AND PUBLICATIONS OVER $5
2,054
2,054
2,085
2,116
2,148
2,180
875
LIVESTOCK
26,000
32,000
13,195
13,393
13,594
13,798
880
CAPITAL LEASES
1,131,286
1,190,089
1,125,383
962,911
142,291
144,426
901
PERSONAL SERVICES
0
0
0
0
0
0
Thursday, June 25, 1998 8:32:57 PM
Page 6 of 7
All ds
City of Miami
5-Year Estimates. Expenditures by Minor Object.
Recurring / Non -Recurring
as of 6/6/98
Minor Object
and
FY 1998
FY 1999
FY 2000
FY 2001
FY 2002
FY 2003
Minor Object Description
Revised
Estimated
'Estimated
Estimated
Estimated
Estimated
Budget
Budget
Budget
Budget
Budget
Budget
902
CONTRACTUAL SERVICES
545,767
0
Q
0
0
0
903
MATERIALS AND SUPPLIES
29,121
0
0
0
0
0
905
INTERGOVERNMENTAL CHARGES
0
0
0
0
0
0
906
OTHER
0
0
0
0
0
0
907
CAPITAL OUTLAY
215,150
0
0
0
0
0
908
TRANSFD.TO ELECTED OFFICERS' R
0
0
0
0
0
0
909
7,800,000
3,370,000
3,420,550
3,471,858
3,523,936
3,576,795
925
AID TO GOVERNMENT AGENCIES
0
0
0
0
0
0
930
AID TO PRIVATE ORGANIZATION
1,537,153
1,998,248
1,771,096
1,794,287
1,817,826
1,841,719
946
REHABILITATION GRANT AWARDS
0
0
0
0
0
0
950
CONTRIBUTION TO GRAIL FUND
5,102,622
17,595,442
17,690,560
17,787,844
17,884,259
17,984,484
951
CONTRIBUTION TO DEBT SERVICE
22,910,414
23,078,610
20,355,506
20,104,230
20,094,446
20,241,837
952
CONTRIBUTION TO CAP PROJECTS
7,619,420
7,532,557
7,538,338
7,544,205
7,550,160
7,556,204
953
CONTRIBUTION TO ENTERPRISE FUN
111,598
311,598
313,272
314,971
316,696
318,446
954
CONTRIBUTION TO INT SERV FUNDS
0
0
0
0
0
0
955
CONTRIBUTION TO DIRECTOR OFFIC
0
0
0
0
0
0
956
CONTRIBUTION TO SPECIAL REVENU
2,428,333
3,696,029
3,061,773
3,059,478
3,056,276
3,150,548
960
CONTRIBUTION TO TRUST & AGENCY
363,488
363,488
368,940
374,474
380,091
385,793
965
REFUNDS
0
0
0
0
0
0
966
CONTRIBUTION TO CHP IMPROV FUN
10,615,500
6,931,209
7,170,900
7,073,266
7,073,266
7,145,897
975
TRANSFER
0
0
0
0
0
0
980
ADVANCES
28,499,351
18,332,371
21.579.040
22,386,295
22,960,420
23,385,663
985
DEPRECIATION
0
0
0
0
0
0
989
EXPENSES APPLICABLE TO PRIOR Y
0
0
0
0
0
0
990
OTHER NON-OPERATING
-3,177,646
503,200
510,748
518,409
526,185
534,078
995
LOAN EXP-OTHER
0
0
0
0
0
0
996
BUDGET RESERVE
33,584,627
2,154,789
2,273,833
2,367,937
2,462,102
2,414,267
GRAND TOTAL
430,337.293
408,932,471
416,086,813
422,129,625
427,827,404
435,137,395
7:!
.rz "
Thursday, June 25, 1998 8:32:57 PM Page 7 of 7
Al Funds
City of Miami
6-Year Estimates. Expenditures by Minor Object.
Recurring / Non -Recurring
as of 6/6198
Minor Object
and
FY 1998
FY 1999
FY 2000
FY 2001
FY 2002
FY 2003
Minor Object Description
Revised
Estimated
" ''' Estimated
Estimated
Estimated
Estimated
Budget
Budget
Budget
Budget
Budget
Budget
001
SALARIES - CLASS. PERM. FT
107.548,823
124,339,476
130,126,781
133,507,626
137,227,222
141,296,513
002
FULL DISABILITY SALARIES
483,668
0
0
0
0
0
003
2/3 DISABILITY SALARIES
1,003,256
0
0
0
0
0
005
ACCRUED SALARY AND WAGES
0
0
0
0
0
0
006
EARNED TIME PAYOFF
1,106,776
1,106,776
1,123,379
1,140.229
1,157,333
1,174,691
007
ADVANCE EARNED INCOME CREDIT
3,579
3,447
3,461
3,436
3,436
3,434
008
NET NRO'S
46,415
54,600
56,379
57,390
59,378
61,694
009
AIR COORD.
427
450
452
448
448
448
010
SALARIES - UNCLASSIFIED
13,264,146
15,406,354
15,219,836
15,545,331
15.835,361
16,128,645
O11
SALARIES - COMMISSION / BOARDS
161,973
176,000
167,421
167,543
168,485
169,440
012
SALARIES - PERM. PART TIME
2,727,553
3,233,742
2,647,102
2,647,719
2,665,220
2,679,536
013
SALARIES - TEMPORARY
1,951.581
3,807,913
3,821,019
3,878,741
3,937,272
3,996,455
014
SALARIES - STAND-BY LABOR
0
0
0
0
0
0
020
COMMENDATION LEAVE - HOURLY &
0
0
0
0
0
0
025
PREVENTION PAY
3,135,835
3,120,582
3,098,065
3,077,114
3,071,484
3,073,529
035
MEDICAL HOLD
95,388
0
0
0
0
0
050
SALARIES - OVERTIME 1 REGULAR
6,085,168
6,143,494
6.235,645
6,329,178
6,424,117
6,520,477
051
OVERTIME EVENTS
1,569,745
1,569,745
1,593,291
1,617,191
1,641,449
1,666,071
052
OVERTIME NET PROGRAM - POLICE
0
0
0
0
0
0
053
HOLIDAY PAY
773,090
885,007
898,282
911,756
925,431
939,313
055
SALARIES - SHIFT DIFFERENTIAL
357,193
353,640
358,944
364,328
369,793
375,341
059
SALARIES - STAFFING OVERTIME
33
0
0
0
0
0
060
SALARIES - LAW ENFORCEMENT INC
532,391
532,391
540,376
548,482
556.710
565,060
064
IAFF - SALARY INCENTIVE OVERT]
594,780
544,223
552,387
560,672
569,082
577,618
065
SALARIES - MOTORCYCLE ALLOWANC
0
0
- 0
0
0
0
066
WORKING OUT OF CLASSIFICATION
20,168
20,000
20,300
20,604
20,913
21,227
067
DRIVER ENGINEER ALLOWANCE
328,770
345,883
355,508
362,954
372,223
381,800
068
COMMUNICATIONS TRAINER
11,915
13,572
13,624
13,520
13,520
13,520
069
MISCELLANEOUS PLUS ITEM
8,162
8,528
8,725
8,875
9,046
9,230
070
CLOTHING ALLOWANCE
154,284
155,565
156,034
154,860
154,860
155,093
072
INCENTIVE PAY
118,528
222,727
223,576
221,864
221,864
221,863
073
FIRE - EMT RECERTIFICATIONS
30,000
60,000
60,900
61,813
62,740
63,681
074
OFF -DUTY
283,633
210,000
205,604
208,688
211,818
214,995
075
CLOTHING - CITY PURCHASE
782,856
1,371,627'
1,113.004
1,332,405
1,561,515
1,800,807
Friday,
June 26, 1998 8:48:29 AM
Page 1 of 7
Genera and
City of Miami
5-Year Estimates. Expenditures by Minor Object.
Recurring /Non -Recurring
as of 6/6/98
Minor Object
and
FY 1998
FY 1999
FY 2000
FY 2001
FY 2002
FY 2003
Minor Object Description
Revised
Estimated
t�5timated
Estimated
Estimated
Estimated
Budget
Budget
Budget
Budget
Budget
Budget
080
EXPENSE ALLOWANCE
70,713
88,203
91,142
91,824
92,749
93,693
081
OFFICIAL ENTERTAINMENT
1,471
0
2,519
2,500
2,5001
2,501
083
CAR ALLOWANCE
77,204
92,228
79,180
79,750
80,542
81,352
084
24 HRS CITY VEHICLE
160,000
0
0
0
0
0
085
TOOL ALLOWANCE
20,748
19,146
27,439
27,204
27,204
27,202
086
TUITION REIMB.-EDUC, EXPENSE-T
57
0
0
0
0
0
087
TUITION REIMB.-EDUC. ASSIST.-N
4,872
8,705
11,371
11,542
11,715
11,891
090
EXECUTIVE SUPPLEMENT
0
0
0
0
0
0
091
EMPLOYEE AWARDS
3,500
3,500
3,552
3,605
3,659
3,714
100
SOCIAL SECURITY CONTRIB
4,731,818
5,167,454
5,208,583
5,308,938
5,427,660
5,551,993
104
SOC. SEC. ON TERM LIFE INSURAN
2,821
24,389
24,483
24,296
24,296
24,298
110
RETIREMENT CONTRIB.
0
0
0
0
0
0
130
GROUP INSURANCE CONTRIB.
5,298,065
0
0
0
0
0
134
GROUP INSURANCE CONTRIBUTION -
0
3,604,886
3,658,959
3,713,843
3,769,551
3,826,094
141
PLUS ITEM/EMT CERTIFICATION 1.
219,767
211,515
218,264
220,299
226,733
233,578
142
PLUS ITEM/HAZ MAT 1.5%
40,267
42,185
43,413
44,274
45,386
46,498
143
PLUS ITEM/ST CE FT - 1.5%
2,973
3,093
3,155
3,171
3,210
3,267
144
PLUS ITEM/ST CE FP - 1.5%
25,336
22,816
23,320
23,508
23,874
24,303
145
PLUS ITEM/DIVE TEA - 1.5%
23,183
24,308
24,963
25,618
26,597
27,448
146
PLUS ITEM/IAFF SWAT TEAM - 1.5
19,000
15.024
15,433
15,763
16,142
16,492
147
PLUS ITEM/ST COMAN - 1%
9,400
9,887
10,140
10,331
10,554
10,770
149
ALS ACTING
52,773
52,773
53,565
54,369
55,184
56,012
150
WORKER'S COMPENSATION
-700,000
-700,000
-700,000
-700,000
-700,000
-700,000
160
UNEMPLOYMENT COMPENSATION
31,287
61,998
62,928
63,872
64,830
65,802
161
PLUS ITEM/FIELD TRAINING OFFIC
152,460
145,161
150,158
153,721
158,898
164,279
162
PLUS ITEM/BOMB SQUAD - 5%
13,555
12,078
12,372
12,512
12,852
13,448
163
PLUS ITEM/SWAT - 5%
70,044
73,649
76,325
78,371
81,227
84,340
164
PLUS ITEM/COMMUNICATIONS - 5%
98,846
50,316
101,987
104,229
107,647
110,962
165
PLUST ITEM/SHIFT DIFF. O/T PAY
25,640
26,852
27,254
27,663
28,078
28,500
166
PLUS ITEM/GARAGE ON CALL - 7.5
16,632
23,652
24,469
25,109
26,445
27,560
f
167
PLUS ITEM/REVENUE INCENTIVE PA
733,303
939,864
926,446
937,855
953,726
969,664
170
SEVERANCE PAY
1,430,791
1,765,575
1,792,059
1,818,940
1,846,224
1,873,917
180
TUITION REIMBURSEMENT
86,406
114,820
116,035
117,775
119,541
121,335
F; m
185
FRINGE BENEFITS - OTHER
5,278
2,604
2,643
2,683
2,723
2,764
Friday,
June 26, 1998 8:48:32 AM
Page 2 of 7
General Fund
City of Miami
5-Year Estimates. Expenditures by Minor
Object.
Recurring / Non -Recurring
as of 6/6/98
Minor Object
and
FY 1998
FY 1999
FY 2000
FY 2001
FY 2002
FY 2003
Minor Object Description
Revised
Estimated
'"Esstimated
Estimated
Estimated
Estimated
Budget
Budget
Budget
Budget
Budget
Budget
190
PERSONAL SERVICES - OTHER
0
0
0
0
0
0
205
LOT CLEARING AND DEMOLITION
0
0
0
0
0
0
210
PROFESSIONAL SERVICES - ACTUAR
0
0
0
0
0
0
211
ACTUARIAL REQUIREMENTS -SYSTEM
14,065,850
10,664,109
10,824,071
10,986,432
11,151,228
11,318,496
212
ACTUARIAL REQUIREMENTS -PLAN
12,988,259
0
6,857,256
6,960,115
7,064,517
7,170,484
213
CITY PENSION CONTRIBUTION 17.C.
100,000
330,000
351,017
355,988
361,157
371,688
220
PROFESSIONAL SERVICES - APPRAI
52,100
52,100
52,881
53,674
54,479
55,296
230
PROFESSIONAL SERVICES - ARCHIT
0
0
0
0
0
0
240
PROFESSIONAL SERVICES - ENGINE
6,967
6,967
7,072
7,178
7,286
7,395
250
PROFESSIONAL SERVICES - LEGAL
661,735
838,244
850,817
863,579
876,532
889,680
260
PROFESSIONAL SERVICES - DENTAL
539,132
1,246,598
1,286,319
1,293,613
1,301,017
1,308,532
265
PROFESSIONAL SERVICES - ARBITR
7,773
15,000
15,225
15,453
15,685
15,920
270
PROFESSIONAL SERVICES - OTHER
2,047,164
3,519,099
3,471,311
3,515,882
3,561,120
3,607.037
280
PROFESSIONAL SERVICES - ACCT'G
407,098
408,323
414,448
420,665
426,975
433,379
287
ADVERTISING
503,411
762,782
755,285
766,616
778,112
789,781
289
SPECIAL SERVICES - MISCELLANEO
21,491
39,822
28,005
28,425
28,851
29,284
305
OTHER EXPENSES
2,426
11,125
2,462
2,499
2,536
2,574
310
COURT COSTS AND FEES
13,301
22,178
18,449
18,725
19,006
19,290
324
LOSS ON DISPOSITION OF FIXED A
0
0
0
0
0
0
325
OTHER COSTS AND LOSSES
0
0
0
0
0
0
327
ALLOWANCE FOR ACCOUNTS RECEIVA
0
0
0
0
0
0
330
TAXES
117,995
75,729
76,865
78,018
79,188
80,376
335
LICENSE, PERMITS & MISCELLANEO
145,272
206,247
209,341
212,481
215,669
218,905
340
OTHER CONTRACTUAL SERVICES - 0
2,999,630
3,244,791
3,275,319
3,324,454
3,372,598
3,423.192
410
TRAVEL AND PER DIEM - TRAINING
222,238
259,583
258,803
262,686
266,625
270,624
420
TRAVEL AND PER DIEM - OTHER
108,101
338,389
✓ 337,232
339,136
344,221
349,381
470
ENTERTAINMENT
2,058
2,058
2,089
2,120
2,152
2,184
475
ENTERTAINMENT
1,459
1,382
1,402
1,424
1,445
1,467
495
PARKING EXPENSE
64,920
64,168
65,128
66,104
67,095
68,102
510
COMMUNICATIONS SERV. TELEPH. 0
1,170,447
1,894,909
1,863,482
1,891,351
1.919,681
11948,410
530
TRANSPORTATION
27,967
27,963
28,382
28,807
29,239
29,677
531
DADE COUNTY SCALE FEES
7,930,482
8,341,821
8,466,948
8,593,952
8,722,862
8,853.705
532
ROAD TOLLS
12,832
27,833
28,252
28,676
29,106
29,543
533
POSTAGE
263,951
323,566
323,590
328,440
333,369
338,365
Friday,
June 26, 1998 8:48:33 AM
Page 3 of 7
Generi ind
City of Miami
5-Year Estimates. Expenditures by Minor Object.
Recurring / Non -Recurring as of 6/6/98
Minor Object FY 1998 FY 1999 FY 2000 FY 2001 FY 2002 FY 2003
and Revised Estimated `"' `'Estimated Estimated Estimated Estimated
Minor Object Description Budget Budget Budget Budget Budget ' Budget
534
DELIVERY SERVICES
1,030
1,000
1,015
1,030
1,045
1,061
540
UTILITY SERVICES - ELECTRICITY
2,506,681
2,515,893
2,556,002
2,594,342
2,633,256i
2,672,753
545
UTILITY SERVICES -STREET LIGHTI
3,896,206
3,934,755
3,993,776
4,053,683
4,114,488
4,176,205
550
UTILITY SERVICES - GAS
27,250
27,236
28,123
28,546
28,973
29,408
560
UTILITY SERVICES - WATER
1,060,405
928,067
941,987
956,115
970,456
985,012
570
UTILITY SERVICES - OTHER
0
0
0
0
0
0
585
RELOCATION
0
0
0
0
0
0
601
PRINCIPAL REPAYMENT
0
0
0
0
0
0
602
INTEREST EXPENSE
0
0
0
0
0
0
607
ACCRUED INTEREST
0
0
0
0
0
0
608
INTEREST EXPENSE CAPITALIZED
0
0
0
0
0
0
610
RENT OF EQUIPMENT - OUTSIDE
770,887
732,183
664,082
674,039
684,153
694,412
620
RENT BUILDINGS
27,937
63,313
62,457
63,394
64,346
65,312
630
RENT LAND
0
0
0
0
0
0
635
RENT OTHERS
0
0
0
0
0
0
640
INSURANCE -PROPERTY
0
0
0
0
0
0
643
SPECIAL EVENTS INSURANCE
0
0
0
0
0
0
650
INSURANCE - LIABILITY
1,695,069
1,751,778
1,778,055
1,804,726
1.831,796
1,859,273
651
VEHICLE LIABILITY SELF FD
800,000
900,000
913,500
927,202
941,110
955,227
652
POLICE TORT LIABILITY SELF-FD
1,431,946
2,000,000
2,030,000
2,060,450
2,091,357
2,122,727
653
SLIPS/FALLS LIABILITY SELF-FD
900,000
1,000,000
1,015,000
1,030,225
1,045,678
1,061,363
655
GROUP LIFE AD/D INS PREMIUM
2,612,870
2,785,000
2,826,775
2,869,177
2,912,215
2,955,898
656
GROUP HEALTH INS BENEFIT
12,854,235
13,500,000
13,702,500
13,908,037
14,116,658
14.328,408
657
GROUP ADM COSTS - OUTSIDE SERV
267,803
240,000
243,600
247,254
250,963
254,727
659
MISCELLANEOUS LIABILITIES
0
0
0
0
0
0
661
PUBLIC OFFICIALS LIABILITY
1,400,000
2,100,000
2,131,500
2,163,472
2,195,924
2,228,863
665
WORKERS' COMPENSATION PAYMENTS
4,127,848
4,000,000
4,060,000
4,120,900
4,182,713
4,245,454
666
WORKERS' COMPENSATION MEDICAL
3,455,000
3,200,000
3,248,000
3,296,720
3,346,171
3,396,364
667
WORKERS' COMPENSATION LEGAL
821,562
700,000
710,500
721,157
731,974
742,954
668
WORKERS' COMPENSATION MISCELLA
972,500
900,000
913,500
927,202
941,110
955,227
669
FIC SELF-INSURANCE ASSESSMENT
772,500
800,000
812,000
824,180
836,543
849,091
670
REPAIR/MAINTENANCE - OUTSIDE
2,976,254
3,513,898
3,424,751
3,476,123
3,528,266
3,581,347
671
REPAIR EQUIPMENT
325
0
0
0
0
0
d
677
OUTSIDE LEGAL & INV - POLICE T
0
0
0
0
0
0
Friday,
June 26, 1998 8:48:34 AM
Page 4 of 7
General Fund
City of Miami
5-Year Estimates. Expenditures by Minor
Object.
Recurring / Non
-Recurring
as of 6/6/98
Minor Object
and
FY 1998
FY 1999
FY 2000
FY 2001
FY 2002
FY 2003
Minor
Object Description
Revised
Estimated
''Estimated
Estimated
Estimated
Estimated
Budget
Budget
Budget
Budget
Budget
Budget
679
OUTSIDE LEGAL & INV - MISC
0
0
0
0
0
0
680
PRINTING/BINDING - OUTSIDE
107,383
128,374
119,904
121,702
123,5281
125,382
690
PROMOTIONAL ACTIVITIES
88,031
21,855
17,717
17,983
18,253
18,527
692
AWARDS
-3
12,997
13,192
13,390
13,591
13,795
693
FEE WAVERS
0
0
0
0
0
0
700
OFFICE SUPPLIES
295,510
410,555
321,466
326,341
331,238
336,163
701
REPAIRS -EQUIPMENT SUPPLIES
40,926
66,777
47,246
47,954
48,675
49,405
702
MOTOR VEHICLE PARTS
1,078,474
1,157,313
1,204,692
1,222,761
1,241,102
1,259,720
703
AMMUNITION
179,575
144,400
176,125
177,267
178,426
179,602
704
CHEMICALS
61,595
61,595
62,518
63,456
64,408
65,374
705
HOUSEKEEPING / SANITATION SUPP
116,813
112,901
114,594
116,310
118,055
119,824
706
BUILDING MATERIALS AND SUPPLIE
68,203
99,404
100,445
102,409
103,945
102,504
707
ELECTRICAL SUPPLIES
90,152
95,583
97,016
98,471
99,947
101,445
708
PLUMBING SUPPLIES
34,644
31,966
32,445
32,931
33,424
33,925
709
FIRE HOSE AND ATTACHMENTS
20,264
27,308
24,355
24,721
25,092
25,468
710
FOOD
98,725
111,846
98,643
100,122
101,625
103,149
712
HORTICULTURAL SUPPLIES
117,352
86,778
88,080
89,401
90,742
92,103
713
LUBRICANTS AND MOTOR OIL
96,763
102,496
98,755
100,236
101,739
103,265
714
DRUGS AND MEDICINE
266,151
304,713
271,646
275,719
279,854
284,051
715
MOTOR FUEL
1,952,243
2,001,193
2,031,211
2,061,679
2,092,605
2,123,994
716
PAPER STOCK - PRINTING
98,889
172,015
105,762
107,348
108,959
110.593
717
PLAYGROUND SUPPLIES
35,952
35,952
36,492
37,039
37,595
38,159
718
PARTS AND MAINTENANCE SUPPLIES
161,551
196,738
165,301
167,780
170,299
172,854
719
SAFETY SUPPLIES
133,904
189,386
159,978
162,377
164,814
167,283
720
EXPENDABLE TOOLS SHOP SUPPLIES
145,158
149,223
146,190
148,380
150,608
152,864
721
TIRES TUBES
454,899
473,299
462,128
469,060
476,096
483,239
722
MISCELLANEOUS SUPPLIES
526,755
870,270
801,943
810,978
820,142
829,444
723
PRINTING SUPPLIES
15,038
15,038
15,264
15,493
15,725
15,961
724
PAINT SUPPLIES
28,932
28,932
29,366
29,806
30,253
30,707
726
AIR CONDITIONING SUPPLIES
34,000
34,000
34,510
35,028
35,553
36,086
727
PROMOTIONAL MATERIALS
0
0
0
0
0
0
728
EQUIPMENT USAGE
12,360
12,360
12,545
12,733
12,924
13,118
731
OPER. SUPPLIES -COMPUTER PRINTI
3,090
3,090
3,136
3,183
3,231
3,279
750
ROAD MATERIALS AND SUPPLIES
83,492
88,188
89,511
90,854
92,218
93,601
Friday, June 26, 1998 8:48:36 AM
Page 5 of 7
General I
City of Miami
5-Year Estimates. Expenditures by Minor Object.
Recurring / Non -Recurring as of 6/6/98
Minor Object FY 1998 FY 1999 FY 2000 FY 2001 FY 2002 FY 2003
and Revised Estimated ffslimated' Estimated Estimated Estimated
Minor Object Description Budget Budget Budget Budget Budget Budget
755
REPRODUCTION SERVICE
0
0
01
0
0
0
760
BOOKS PUBLICATIONS MEMBERSHIPS
162,072
233,773
200,922
203,933
206,993 i
210,096
761
PUBLICATIONS
0
0
0
0
0
0
768
BLANKET P 0 REPAIRS MAINT OUT
275
275
279
283
287
291
770
INTERNAL SERV CHGES MOTOR POOL
0
0
0
0
0
0
771
INTERNAL SERV CHGES HEAVY EQUI
0
0
0
0
0
0
772
INTERNAL SERV CHGES PROPERTY M
0
0
0
0
0
0
773
INTERNAL SERV CHGES PRINT SHOP
1
84,736
1
1
1
1
774
INTERNAL SERV CHGES COMMUNIC M
0
0
0
0
0
0
775
INTERNAL SERV CHGES CUSTODIAL
0
0
0
0
0
0
778
INTERNAL SERV CHGES - FLEET MA
0
0
0
0
0
0
781
706 BLANKET P O BLDG MATERIALS
0
0
0
0
0
0
790
INTERNAL SERV CHGES COMP & COM
0
0
0
0
0
0
792
ENGINEERING - PUBLIC WORKS
515
515
523
531
539
547
793
OZALID BILLINGS
28
2,026
2,058
2,088
2,119
2,151
795
INTERDEPMENTAL CHGES -POLICE 1
796
1,436
1,438
1,459
1,480
1,501
810
LAND
0
0
0
0
0
0
830
IMPROVEMENTS OTHER THAN BUILDI
9,000
18,000
18,270
18,544
18,822
19,104
840
EQUIPMENT - NEW
378,439
1,167,808
729,012
739,947
751.049
762,311
841
OFFICE FURNITURE - NEW
0
0
0
0
0
0
843
EQUIPMENT LEASE -PURCHASED
0
0
0
0
0
0
850
EQUIPMENT - REPLACEMENT
240,362
758,255
297,730
302,196
306,727
311,328
860
CONSTRUCTION IN PROGRESS
0
0
0
0
0
0
870
BOOKS AND PUBLICATIONS OVER $5
2,054
2,054
2,085
2,116
2,148
2,180
875
LIVESTOCK
26,000
32,000
13,195
13,393
13,594
13,798
880
CAPITAL LEASES
1,126,139
1,185,370
620,819
958,279
137,590
139,654
901
PERSONAL SERVICES
0
0
0
0
0
0
902
CONTRACTUAL SERVICES
545,767
0
0
0
0
0
903
MATERIALS AND SUPPLIES
29,121
0
0
0
0
0
905
INTERGOVERNMENTAL CHARGES
0
0
0
0
0
0
906
OTHER
0
0
0
0
0
0
907
CAPITAL OUTLAY
215,150
0
0
0
0
0
908
TRANSFD.TO ELECTED OFFICERS' R
0
0
0
0
0
0
909
7,800,000
3,370,000
3,420,550
3,471,858
3,523,936
3,576,795
Friday,
June 26, 1998 8:48:37 AM
Page 6 of 7
General Fund
City of Miami
5-Year Estimates. Expenditures by Minor Object.
Recurring / Non -Recurring
as of 6/6/98
Minor Object
and
FY 1998 FY 1999
FY 2000
FY 2001
FY 2002
FY 2003
Minor Object Description
Revised Estimated
"`tStimated
Estimated
Estimated
Estimated
Budget Budget
Budget
Budget
Budget
Budget
925
AID TO GOVERNMENT AGENCIES
0 0
0,
0
0
0
930
AID TO PRIVATE ORGANIZATION
1,512,153 1,973,248
1,746,096
1,769,287
1,792,826
1,816,719
950
CONTRIBUTION TO GRAL FUND
0 0
0
0
0
0
952
CONTRIBUTION TO CAP PROJECTS
0 0
0
0
0
0
953
CONTRIBUTION TO ENTERPRISE FUN
111,598 311,598
313,272
314,971
316,696
318,446
954
CONTRIBUTION TO INT SERV FUNDS
0 0
0
0
0
0
955
CONTRIBUTION TO DIRECTOR OFFIC
0 0
0
0
0
0
956
CONTRIBUTION TO SPECIAL REVENU
2,428,333 3,696,029
3,061,773
3,059,478
3,056,276
3,150,548
960
CONTRIBUTION TO TRUST & AGENCY
363,488 363,488
368,940
374,474
380,091
385,793
965
REFUNDS
0 0
0
0
0
0
966
CONTRIBUTION TO CHP IMPROV FUN
10,615,500 6,931,209
7,170,900
7,073,266
7,073,266
7,145,897
975
TRANSFER
0 0
0
0
0
0
980
ADVANCES
2,518,988 2,939,532
2,983,625
3,028,380
3,073,805
3,119,912
985
DEPRECIATION
0 0
0
0
0
0
989
EXPENSES APPLICABLE TO PRIOR Y
0 0
0
0
0
0
990
OTHER NON-OPERATING
-3,180,000 503,200
510,748
518,409
526,185
534,078
995
LOAN EXP-OTHER
0 0
0
0
0
0
996
BUDGET RESERVE
33,381,627 1,118,403
1,135,179
1,152,207
1,169,490
1,187,033
GRAND TOTAL 308,504,940 285,849,832 296,700,417 302,328,811 307,809,999 314,691,078
Friday, June 26, 1998 8:48:38 AM Page 7 of 7
General d
i
of Miami
5-Year Estimates. Expenditures by Minor
Object.
Recurring / Non
-Recurring
as of 6/6/98
Minor
Object
and
FY 1998
FY 1999
FY 2000
FY 2001
FY 2002
FY 2003
Minor
Object Description
Revised
Estimated
E.gtimated .
Estimated
Estimated
Estimated
Budget
Budget
Budget
Budget
Budget
Budget
001
SALARIES - CLASS. PERM. FT
2,318,412
2,873,541
2,819,523
2,875,173
2,943,282
3,010,495
002
FULL DISABILITY SALARIES
25,417
0
0
0
0'
0
003
2/3 DISABILITY SALARIES
28,433
0
0
0
0
0
005
ACCRUED SALARY AND WAGES
0
0
0
0
0
0
006
EARNED TIME PAYOFF
55.335
55,335
56,165
57,007
57,862
58,730
010
SALARIES - UNCLASSIFIED
1,293,388
1,365,226
1,295,893
1,333,258
1,359,414
1,386,604
011
SALARIES - COMMISSION / BOARDS
0
0
0
0
0
0
012
SALARIES - PERM. PART TIME
88,600
75,916
77,056
78,212
79,386
80,577
013
SALARIES -TEMPORARY
513,969
260,337
249,028
251,286
254,100
256,403
025
PREVENTION PAY
42,382
50,000
42,584
42,264
42.264
42,271
035
MEDICAL HOLD
103
0
0
0
0
0
050
SALARIES - OVERTIME 1 REGULAR
11,977
17,030
17,286
17,546
17,809
18,076
053
HOLIDAY PAY
20,595
22,713
23,054
23,400
23,751
24,107
064
IAFF - SALARY INCENTIVE OVERTI
30,468
30,468
30,925
31,389
31,860
32,338
066
WORKING OUT OF CLASSIFICATION
434
434
441
448
455
462
067
DRIVER ENGINEER ALLOWANCE
17,667
17,363
17,879
18,195
18,603
18,977
072
INCENTIVE PAY
627
603
605
600
600
600
074
OFF -DUTY
10,147
10,147
10,299
10,453
10.610
10,769
075
CLOTHING - CITY PURCHASE
21.062
10,500
9,705
9.851
9,999
10,149
083
CAR ALLOWANCE
0
0
0
0
0
0
084
24 HRS CITY VEHICLE
4,340
4,340
4,405
4,471
4,538
4,606
085
TOOL ALLOWANCE
682
684
686
680
680
680
086
TUITION REIMB.-EDUC. EXPENSE-T
0
0
0
0
0
0
087
TUITION REIMB.-EDUC. ASSIST.-N
0
0
0
0
0
0
100
SOCIAL SECURITY CONTRIB
201,396
238,942
210,348
213,827
217,399
221,687
104
SOC. SEC. ON TERM LIFE INSURAN
0
0
- 0
0
0
0
110
RETIREMENT CONTRIB.
49,166
0
0
0
0
0
130
GROUP INSURANCE CONTRIB.
0
0
0
0
0
0
141
PLUS ITEM/EMT CERTIFICATION 1.
862
896
919
944
971
991
j
142
PLUS ITEM/HAZ MAT 1.5%
1,700
1,764
1,806
1,838
1,886
1,921
143
PLUS ITEM/ST CE FT - 1.5%
0
0
0
0
0
0
`
145
PLUS ITEM/DIVE TEA - 1.5%
0
0
0
0
0
0
146
PLUS ITEM/IAFF SWAT TEAM - 1.5
1,599
1,718
1,758
1,780
1,814
1,851
149
ALS ACTING
0
0
0
0
0
0
Friday, June 26, 1998 8:53:42 AM
Page 1 of 4
Special Revenue Fund
City of Miami
5-Year Estimates. Expenditures by Minor Object.
Recurring / Non -Recurring
as of 6/6/98
Minor Object
FY 1998
FY 1999
FY 2000
FY 2001
FY 2002
FY 2003
and
Revised
Estimated
Estimated'
Estimated
Estimated
Estimated
Minor Object Description
Budget
Budget
Budget
Budget
Budget
Budget
150
WORKER'S COMPENSATION
0
0
0.
0
0
0
167
PLUS ITEM/REVENUE INCENTIVE PA
30,201
24,085
24,756
25,175
25,738 1
26,250
170
SEVERANCE PAY
42,622
42,622
43,262
43,911
44,569
45,237
185
FRINGE BENEFITS - OTHER
0
0
0
0
0
0
205
LOT CLEARING AND DEMOLITION
20,931
20,600
21,245
21,564
21,887
22,215
213
CITY PENSION CONTRIBUTION I.C.
0
0
0
0
0
0
250
PROFESSIONAL SERVICES - LEGAL
8,589
0
0
0
0
0
270
PROFESSIONAL SERVICES - OTHER
20,549
29,001
11,016
10,582
10,046
17,724
280
PROFESSIONAL SERVICES - ACCT'G
4,634
4,634
4,704
4,775
4,847
4,920
287
ADVERTISING
518
2,000
526
534
542
550
289
SPECIAL SERVICES - MISCELLANEO
5,152
5,150
0
0
0
5,468
310
COURT COSTS AND FEES
518
515
526
534
542
550
320
JUDGEMENTS AND DAMAGES
0
0
0
0
0
0
325
OTHER COSTS AND LOSSES
0
0
0
0
0
0
327
ALLOWANCE FOR ACCOUNTS RECEIVA
0
0
0
0
0
0
330
TAXES
33,581
34,581
35,100
35,626
36,160
36,702
335
LICENSE, PERMITS & MISCELLANEO
0
0
0
0
0
0
340
OTHER CONTRACTUAL SERVICES - O
2,242,150
2,417,005
2,442,960
2,474,454
2,510,497
2,565,960
410
TRAVEL AND PER DIEM - TRAINING
36,997
41,253
37,552
38,115
38,686
39,267
420
TRAVEL AND PER DIEM - OTHER
9,966
3,185
1,203
1,221
1,239
1,258
470
ENTERTAINMENT
3,900
3,900
3,958
4,017
4,077
4,138
495
PARKING EXPENSE
203
206
206
209
212
215
510
COMMUNICATIONS SERV. TELEPH. O
474,186
476,785
483,938
491,197
498,565
506,045
530
TRANSPORTATION
31,766
0
0
0
0
0
533
POSTAGE
3,364
3,366
3,414
3,464
3,517
3,570
540
UTILITY SERVICES - ELECTRICITY
0
0
0
0
0
0
560
UTILITY SERVICES - WATER
0
0
0
0
0
0
585
RELOCATION
17,997
12,000
5,000
5,000
2,500
21,754
601
PRINCIPAL REPAYMENT
0
0
0
0
0
0
602
INTEREST EXPENSE
0
0
0
0
0
0
603
DISCOUNT ON BONDS
63,049
63,049
63,995
64,955
65,929
66,918
604
ACCRUED INTEREST
0
0
0
0
0
0
609
DISCOUNT ON BONDS
0
0
0
0
0
0
610
RENT OF EQUIPMENT - OUTSIDE
116,487
115,289
109,484
109,715
110,211
121,871
Friday, June 26, 1998 8:53:44 AM
Page 2 of 4
Specia ,.venue Fund
City of Miami
5-Year Estimates. Expenditures by Minor Object.
Recurring / Non -Recurring as of 6/6/98
Minor Object
and
FY 1998
FY 1999
FY 2000
•..
FY 2001
FY 2002
FY 2003
Minor Object Description
Revised
Estimated
Estimated
Estimated
Estimated
Estimated
Budget
Budget
Budget
Budget
Budget
Budget
620
RENT BUILDINGS
0
16,800
0,
0
0
0
640
INSURANCE -PROPERTY
0
0
0
0
0
0
670
REPAIR/MAINTENANCE - OUTSIDE
150,526
151,602
133,802
136,034
133,800
131,736
680
PRINTING/BINDING - OUTSIDE
2,058
3,500
2,089
2,120
2,152
2,184
690
PROMOTIONAL ACTIVITIES
3,924
0
0
0
0
0
700
OFFICE SUPPLIES
20,686
26,734
16,760
9,103
7,362
18,240
701
REPAIRS -EQUIPMENT SUPPLIES
3,686
599
608
617
626
635
702
MOTOR VEHICLE PARTS
5,149
5,149
5,226
5,304
5,384
4,465
704
CHEMICALS
6,504
6,504
6,602
6,701
5,802
5,904
705
HOUSEKEEPING / SANITATION SUPP
3,617
4,588
2,627
2,666
2,706
3,839
706
BUILDING MATERIALS AND SUPPLIE
616
0
0
0
0
0
710
FOOD
4,614
1,800
1,827
1,854
1,882
1,910
712
HORTICULTURAL SUPPLIES
1,442
0
0
0
0
0
713
LUBRICANTS AND MOTOR OIL
204
103
105
107
109
111
714
DRUGS AND MEDICINE
97,420
97,420
88,715
72,060
51,065
37,320
717
PLAYGROUND SUPPLIES
7,467
771
783
795
807
819
718
PARTS AND MAINTENANCE SUPPLIES
4,102
3,902
3,961
4,020
3,080
3,353
719
SAFETY SUPPLIES
2,472
2,472
2,509
2,547
2,585
2,624
720
EXPENDABLE TOOLS SHOP SUPPLIES
1,648
1,648
1,673
1,698
1,723
1,749
721
TIRES TUBES
3,090
3,090
3,136
3,183
3,231
3,279
722
MISCELLANEOUS SUPPLIES
186,300
296,060
282,446
281,158
279,926
277,612
727
PROMOTIONAL MATERIALS
2,087
3,090
3,133
3,180
3,228
3,276
760
BOOKS PUBLICATIONS MEMBERSHIPS
11,773
7,972
7,889
8,007
8,126
8,249
770
INTERNAL SERV CHGES MOTOR POOL
0
0
0
0
0
0
772
INTERNAL SERV CHGES PROPERTY M
0
0
0
0
0
0
773
INTERNAL SERV CHGES PRINT SHOP
0
0
y 0
0
0
0
774
INTERNAL SERV CHGES COMMUNIC M
0
0
0
0
0
0
775
INTERNAL SERV CHGES CUSTODIAL
0
0
0
0
0
0
778
INTERNAL SERV CHGES - FLEET MA
0
0
0
0
0
0
782
707 BLANKET P 0 ELECTRICAL SUP
3,652
5,000
0
0
0
5,468
783
708 BLANKET P 0 PLUMBING SUPPL
3,002
5,000
0
0
0
5,468
795
INTERDEPMENTAL CHGES -POLICE 1
2,806
424
2,848
2,890
2,933
2,976
840
EQUIPMENT - NEW
42,197
38,302
33,151
33,648
34,153
34,665
841
OFFICE FURNITURE - NEW
645
0
655
665
675
685
Friday, June 26, 1998 8:53:45 AM
Page 3 of 4
Special Revenue Fund
City of Miami
5-Year Estimates. Expenditures by Minor Object.
Recurring / Non -Recurring
as of 6/6/98
Minor Object
FY 1998 FY 1999
FY 2000
FY 2001
FY 2002
FY 2003
and
Minor Object Description
Revised Estimated
" 'Estimated
Estimated
Estimated
Estimated
Budget Budget
Budget
Budget
Budget
Budget
850
EQUIPMENT - REPLACEMENT
29,460 30,458
29,902,
30,351
30,806
31,268
880
CAPITAL LEASES
5,147 4,719
4,564
4,632
4,701 I
4,772
906
OTHER
0 0
0
0
0
0
930
AID TO PRIVATE ORGANIZATION
25,000 25,000
25,000
25,000
25,000
25,000
946
REHABILITATION GRANT AWARDS
0 0
0
0
0
0
950
CONTRIBUTION TO GRAL FUND
0 12,489,764
12,585,610
12,682,894
12,781,637
12,881,862
951
CONTRIBUTION TO DEBT SERVICE
22,910,414 23,078,610
20,355,506
20,104,230
20,094,446
20,241,837
952
CONTRIBUTION TO CAP PROJECTS
7,619,420 7,532,557
7,538,338
7,544,205
7,550,160
7,556,204
953
CONTRIBUTION TO ENTERPRISE FUN
0 0
0
0
0
0
954
CONTRIBUTION TO INT SERV FUNDS
0 0
0
0
0
0
956
CONTRIBUTION TO SPECIAL REVENU
0 0
0
0
0
0
980
ADVANCES
25,980,363 15,392,839
18,595,415
19,357,915
19,886,615
20,265,751
985
DEPRECIATION
0 0
0
0
0
0
990
OTHER NON -OPERATING
2,354 0
0
0
0
0
996
BUDGET RESERVE
18,000 18,000
18,000
18,000
18,000
18,000
GRAND TOTAL 65,067,966 67,591,660 67,916,090 68,653,254 69,399,767 70,254,167
Friday, June 26, 1998 8:53:46 AM
Spec Revenue Fund
Page 4 of 4
City of Miami
5-Year Estimates. Expenditures by Minor Object.
Recurring / Non -Recurring as of 6/6/98
Minor Object FY 1998 FY 1999 FY 2000 FY 2001 FY 2002 FY 2003
and Revised Estimated " 'fz timated Estimated Estimated Estimated
Minor Object Description Budget Budget Budget Budget Budget Budget
001
SALARIES - CLASS. PERM. FT
0
0
0,
0
0
0
002
FULL DISABILITY SALARIES
0
0
0
0
0 1
0
010
SALARIES - UNCLASSIFIED
0
0
0
0
0
0
013
SALARIES - TEMPORARY
0
0
0
0
0
0
035
MEDICAL HOLD
0
0
0
0
0
0
050
SALARIES - OVERTIME 1 REGULAR
0
0
0
0
0
0
084
24 HRS CITY VEHICLE
0
0
0
0
0
0
100
SOCIAL SECURITY CONTRIB
0
0
0
0
0
0
104
SOC. SEC. ON TERM LIFE INSURAN
0
0
0
0
0
0
110
RETIREMENT CONTRIB.
0
0
0
0
0
0
130
GROUP INSURANCE CONTRIB.
0
0
0
0
0
0
170
SEVERANCE PAY
0
0
0
0
0
0
185
FRINGE BENEFITS - OTHER
0
0
0
0
0
0
270
PROFESSIONAL SERVICES - OTHER
0
0
0
0
0
0
280
PROFESSIONAL SERVICES - ACCT'G
4,635
4,774
4,917
5,065
5,217
5,068
287
ADVERTISING
5,502
7,727
7,959
8,198
8,444
8,201
289
SPECIAL SERVICES - MISCELLANEO
0
0
0
0
0
0
340
OTHER CONTRACTUAL SERVICES - 0
92,391
95,163
98,018
100,959
103,988
101,003
420
TRAVEL AND PER DIEM - OTHER
0
0
0
0
0
0
510
COMMUNICATIONS SERV. TELEPH. 0
515
530
546
562
579
562
533
POSTAGE
12,320
12,690
13,071
13,463
13,867
13,468
547
UNDERWRITER SERVICES
0
0
0
0
0
0
601
PRINCIPAL REPAYMENT
25,346,397
24,361,400
20,870,400
21,717,400
22,373,400
23,461,400
602
INTEREST EXPENSE
25,158,423
24,031,917
23,382,132
22,118,469
20,840,841
19,383,394
609
DISCOUNT ON BONDS
0
0
0
0
0
0
610
RENT OF EQUIPMENT - OUTSIDE
3,605
3,713
3,824
3,939
4,057
3,941
620
RENT BUILDINGS
0
0
0
0
0
0
c;o650
INSURANCE - LIABILITY
0
0
0
0
0
0
E 670
REPAIR/MAINTENANCE - OUTSIDE
300
0
0
0
0
0
700
OFFICE SUPPLIES
2,560
2,122
2,186
2,252
2,320
2,252
Cy,,722
MISCELLANEOUS SUPPLIES
1,000
0
0
0
0
0
(:�', 760
BOOKS PUBLICATIONS MEMBERSHIPS
200
0
0
0
0
0
Z 950
CONTRIBUTION TO GRAL FUND
5,102,622
5,105,678
5,104,950
5,104,950
5,102,622
5,102,622
952
CONTRIBUTION TO CAP PROJECTS
0
0
0
0
0
0
Friday,
June 26, 1998 8:57:39 AM
Page 1 of 2
Debt Service
Fund
City of Miami
5-Year Estimates. Expenditures by Minor Object.
Recurring / Non -Recurring
as of 6/6/98
Minor Object FY 1998 FY 1999 FY 2000 FY 2001 FY 2002 FY 2003
and Revised Estimated estimated Estimated Estimated Estimated
Minor Object Description Budget Budget Budget Budget Budget Budget
980
ADVANCES
0
0
0,
0
0
0
990
OTHER NON -OPERATING
0
0
0
0
0 i
0
GRAND TOTAL 55,730,470 53,625,714 49,488,003 49,075,257 48,455,335 48,081,911
Friday, June 26, 1998 8:57:40 AM
D, Service Fund
Page 2 of 2
City of Miami
5-Year Estimates. Expenditures by Minor Object.
Recurring / Non -Recurring as of 6/6/98
Minor Object FY 1998 FY 1999 FY 2000 FY 2001 FY 2002 FY 2003
and Revised Estimated ""Estimated• Estimated Estimated Estimated
Minor Object Description Budget Budget Budget Budget Budget Budget
001
SALARIES - CLASS. PERM. FT
51,089
51,089
51,855.
52,633
53,422
54,223
010
SALARIES - UNCLASSIFIED
170,793
170,793
173,355
175,955
178,594 '
181,273
084
24 HRS CITY VEHICLE
0
0
0
0
0
0
100
SOCIAL SECURITY CONTRIB
14,919
14,919
15,143
15,370
15,601
15,835
110
RETIREMENT CONTRIB.
0
0
0
0
0
0
130
GROUP INSURANCE CONTRIB.
0
0
0
0
0
0
150
WORKER'S COMPENSATION
0
0
0
0
0
0
220
PROFESSIONAL SERVICES - APPRAI
15,000
15,000
15,225
15,453
15,685
15,920
230
PROFESSIONAL SERVICES - ARCHIT
0
0
0
0
0
0
250
PROFESSIONAL SERVICES - LEGAL
50,000
50,000
50,750
51,511
52,284
53,068
270
PROFESSIONAL SERVICES - OTHER
450,000
450,000
456,750
463,601
470,555
477,613
280
PROFESSIONAL SERVICES - ACCT'G
7,500
5,625
7,612
7,726
7,842
7,960
287
ADVERTISING
7,288
7,288
7,397
7,508
7,621
7,735
310
COURT COSTS AND FEES
750
750
761
772
784
796
330
TAXES
0
0
0
0
0
0
340
OTHER CONTRACTUAL SERVICES - O
0
0
0
0
0
0
420
TRAVEL AND PER DIEM - OTHER
3,000
3,000
3,045
3,091
3,137
3,184
475
ENTERTAINMENT
0
0
0
0
0
0
510
COMMUNICATIONS SERV. TELEPH. 0
3,000
3,000
3,045
3,091
3,137
3,184
533
POSTAGE
4,000
4,000
4,060
4,121
4,183
4,246
540
UTILITY SERVICES - ELECTRICITY
2,000
1,837
2,030
2,060
2,091
2,122
560
UTILITY SERVICES - WATER
3,000
3,000
3,045
3,091
3,137
3,184
602
INTEREST EXPENSE
0
0
0
0
0
0
610
RENT OF EQUIPMENT - OUTSIDE
5,500
5,500
5,582
5,666
5,751
5,837
620
RENT BUILDINGS
27,500
27,500
27,912
28,331
28,756
29,187
640
INSURANCE - PROPERTY
0
0
y 0
0
0
0
670
REPAIR/MAINTENANCE - OUTSIDE
20,000
20,000
20,300
20,604
20,913
21,227
690
PROMOTIONAL ACTIVITIES
5,000
5,000
5,075
5,151
5,228
5,306
700
OFFICE SUPPLIES
3,000
3,000
3,045
3,091
3,137
3,184
722
MISCELLANEOUS SUPPLIES
3,000
3,000
3,045
3,091
3,137
3,184
760
BOOKS PUBLICATIONS MEMBERSHIPS
2,528
2,528
2,566
2,604
2,643
2,683
�.
773
INTERNAL SERV CHGES PRINT SHOP
0
0
0
0
0
0
795
INTERDEPMENTAL CHGES -POLICE 1
50
50
51
52
53
54
810
LAND
0
0
0
0
0
0
Friday,
June 26, 1998 8:55:40 AM
Pagel of 2
Trust &
Agency Fund
City of Miami
5-Year Estimates. Expenditures by Minor Object.
Recurring / Non -Recurring
as of 6/6/98
Minor Object
and
FY 1998 FY 1999
FY 2000
FY 2001
FY 2002
FY 2003
Minor Object Description
Revised Estimated
9slimated'
Estimated
Estimated
Estimated
Budget Budget
Budget
Budget
Budget
Budget
840 EQUIPMENT - NEW
0 0
0.
0
0
0
841 OFFICE FURNITURE - NEW
0 0
0
0
i
0
0
860 CONSTRUCTION IN PROGRESS
0 0
0
0
0
0
951 CONTRIBUTION TO DEBT SERVICE
0 0
0
0
0
0
990 OTHER NON -OPERATING
0 0
0
0
0
0
996 BUDGET RESERVE
185,000 1,018,386
1,120,654
1,197,730
1,274,612
1,209,234
GRAND TOTAL
1,033,917 1,865,265
1,982,303
2,072,303 2,162,303 2,110,239
Friday, June 26, 1998 8:55:41 AM
Tru-. - & Agency Fund
Page 2 of 2
APPENDIX G
5-Year Estimates:
Expenditures by Fund
Department and Minor
Object
City of Miami
5-Year Estimates. Expenditures by Fund, Department and Minor Object.
as of 6/6/98
Recurring /Non -Recurring
FY 1998 FY 1999
FY 2000
FY 2001
FY 2002
FY 2003
Organization
Revised Estimated ' '
Estimated
Estimated
Estimated
Estimated
Budget Budget
Budget
Budget
Budget
Budget
Fund 01 GENERAL FUND
Department 12 LABOR RELATIONS
840 EQUIPMENT - NEW
-222 0
0
0
0
0
903 MATERIALS AND SUPPLIES
222 0
0
0
0
0
TOTAL LABOR RELATIONS
0 0
0
0
0
C
Friday, June 26, 1998 8:43:16 AM Page 1 of 83
City of Miami
5-Year Estimates. Expenditures by Fund, Department and Minor Object.
Recurring /Non -Recurring as of 6/6/98
FY 1998
FY 19��, ,
FY 2000
FY 2001
FY 2002
FY 2003
Organization
Revised
Estimated
Estimated
Estimated
Estimated
Estimated
Budget
Budget
Budget
Budget
Budget
Budget
Fund 01
GENERAL FUND
Department 16
MIAMI SPRINGS GOLF COURSE
001
SALARIES - CLASS. PERM. FT
177,322
0
0
0
0
0
002
FULL DISABILITY SALARIES
0
0
0
0
0
0
010
SALARIES - UNCLASSIFIED
16,487
0
0
0
0
0
013
SALARIES - TEMPORARY
14,631
0
0
0
0
0
050
SALARIES - OVERTIME 1 REGULAR
263
0
0
0
0
0
053
HOLIDAY PAY
100
0
0
0
0
0
075
CLOTHING - CITY PURCHASE
1,099
0
0
0
0
0
100
SOCIAL SECURITY CONTRIB
15,256
0
0
0
0
0
110
RETIREMENT CONTRIB.
0
0
0
0
0
0
130
GROUP INSURANCE CONTRIB.
0
0
0
0
0
0
150
WORKER'S COMPENSATION
0
0
0
0
0
0
510
COMMUNICATIONS SERV. TELEPH. O
3,087
0
0
0
0
0
540
UTILITY SERVICES - ELECTRICITY
5,000
0
0
0
0
0
560
UTILITY SERVICES -WATER
7,714
0
0
0
0
c
610
RENT OF EQUIPMENT - OUTSIDE
61,798
0
0
0
0
0
640
INSURANCE - PROPERTY
0
0
-
0
0
0
0
670
REPAIR/MAINTENANCE - OUTSIDE
3,607
0
0
0
0
0
690
PROMOTIONAL ACTIVITIES
2,576
0
0
0
0
0
700
OFFICE SUPPLIES
308
0
0
0
0
0
705
HOUSEKEEPING / SANITATION SUPP
1,190
0
0
0
0
0
706
BUILDING MATERIALS AND SUPPLIE
1,382
0
0
0
0
0
708
PLUMBING SUPPLIES
3,605
0
0
0
0
0
Friday, June 26, 1998 8:43:17 AM Page 2 of 83
City of Miami
5-Year Estimates. Expenditures by Fund, Department and Minor Object.
as of 6/6/98
Recurring / Non -Recurring
FY 1998 FY 1999 ,;:,
.FY 2000
FY 2001
FY 2002
FY 2003
Organization
Revised Estimated
Estimated
Estimated
Estimated
Estimated
Budget Budget
Budget
Budget
Budget
Budget
Fund 01
GENERAL FUND
Department 16
MIAMI SPRINGS GOLF COURSE
712
HORTICULTURAL SUPPLIES
29,526 0
0
0
0
0
719
SAFETY SUPPLIES
924 0
0
0
0
0
720
EXPENDABLE TOOLS SHOP SUPPLIES
3,402 0
0
0
0
f
722
MISCELLANEOUS SUPPLIES
1,239 0
0
0
0
0
774
INTERNAL SERV CHGES COMMUNIC M
0 0
0
0
0
0
840
EQUIPMENT - NEW
30,002 0
0
0
0
0
TOTAL MIAMI SPRINGS GOLF COURSE
380,518 0
0
0
0
0
Friday, June 26, 1998 8:43:18 AM
Page 3 of 83
City of Miami
5-Year Estimates. Expenditures by Fund, Department and Minor Object.
Recurring /Non -Recurring
as of 6/6/98
Organization
FY 1998
Revised
Budget
FY 1999
Estimated
Budget
.FY 2000
Estimated
Budget
FY 2001
Estimated
Budget
FY 2002
Estimated
Budget
FY 2003
Estimated
Budget
Fund 01
GENERAL FUND
Department 20
OFFICE OF THE MAYOR
010
SALARIES - UNCLASSIFIED
245,179
320,111
331,081
335,644
342,232
349,074
011
SALARIES - COMMISSION / BOARDS
86,450
97,000
98,250
97,500
97,500
97,500
012
SALARIES - PERM. PART TIME
3,024
0
0
0
0
r
013
SALARIES - TEMPORARY
1,446
0
0
0
0
0
080
EXPENSE ALLOWANCE
12,000
9,600
12,096
12,004
12,004
12,004
081
OFFICIAL ENTERTAINMENT
1,471
0
2,519
2,500
2,500
2,501
083
CAR ALLOWANCE
9,500
10,800
10,962
11,126
11,293
11,462
100
SOCIAL SECURITY CONTRIB
26,703
31,909
27,102
27,378
27,808
28,253
130
GROUP INSURANCE CONTRIB.
0
0
0
0
0
0
190
PERSONAL SERVICES - OTHER
0
0
0
0
0
0
270
PROFESSIONAL SERVICES - OTHER
0
0
0
0
0
0
289
SPECIAL SERVICES - MISCELLANEO
0
0
0
0
0
0
340
OTHER CONTRACTUAL SERVICES - 0
3,550
3,550
3,603
3,657
3,712
3,768
420
TRAVEL AND PER DIEM - OTHER
21,346
5,000
5,075
5,151
5,228
5,30(
470
ENTERTAINMENT
0
0
0
0
0
0
510
COMMUNICATIONS SERV. TELEPH. 0
12,995
4,000
Y
4,060
4,121
4,183
4,246
533
POSTAGE
1,571
1,571
1,595
1,619
1,643
1,668
610
RENT OF EQUIPMENT - OUTSIDE
2,690
2,690
2,730
2,771
2,813
2,855
670
REPAIR/MAINTENANCE - OUTSIDE
604
604
613
622
631
640
700
OFFICE SUPPLIES
5,304
5,304
5,384
5,465
5,547
5,630
710
FOOD
2,015
0
0
0
0
0
722
MISCELLANEOUS SUPPLIES
3,329
3,529
3,582
3,636
3,691
3,746
Friday, June 26, 1998 8:43:19 AM Page 4 of 83
City of Miami
5-Year Estimates. Expenditures by Fund, Department and
Minor Object.
Recurring I Non -Recurring
as of 6/6/98
FY 1998 FY 19,99
FY 2000
FY 2001
FY 2002
FY 2003
Organization
Revised Estimated
Estimated
Estimated
Estimated
Estimated
Budget Budget
Budget
Budget
Budget
Budget
Fund 01
GENERAL FUND
Department 20
OFFICE OF THE MAYOR
760
BOOKS PUBLICATIONS MEMBERSHIPS
374 600
609
618
627
636
773
INTERNAL SERV CHGES PRINT SHOP
0 0
0
0
0
0
774
INTERNAL SERV CHGES COMMUNIC M
0 0
0
0
0
C
795
INTERDEPMENTAL CHGES -POLICE 1
20 16
16
16
16
16
840
EQUIPMENT - NEW
6,057 0
0
0
0
0
TOTAL OFFICE OF THE MAYOR
445,628 496,284
509,277
513,828
521,428
529,305
Friday, June 26, 1998 8:43:19 AM
Page 5 of 83
City of Miami
5-Year Estimates. Expenditures by Fund, Department and Minor Object.
Recurring /Non -Recurring
as of 6/6/98
FY 1998
FY 19a9..,,,
, FY 2000
FY 2001
FY 2002
FY 2003
Organization
Revised
Estimated
Estimated
Estimated
Estimated
Estimated
Budget
Budget
Budget
Budget
Budget
Budget
Fund 01
GENERAL FUND
I
Department 21
BOARD OF COMMISSIONERS
010
SALARIES - UNCLASSIFIED
607,393
640,281
652,485
665,995
678,135
690,722
011
SALARIES - COMMISSION / BOARDS
25,000
25,000
25,375
25,755
26,140
26,530
012
SALARIES - PERM. PART TIME
24,999
38,625
39,205
39,794
40,391
40,997
013
SALARIES -TEMPORARY
23,885
64,180
65,143
66,120
67,112
68,118
035
MEDICAL HOLD
0
0
0
0
0
0
080
EXPENSE ALLOWANCE
47,200
48,000
48,720
49,450
50,190
50,945
083
CAR ALLOWANCE
32,400
32,400
32,886
33,378
33,879
34,386
084
24 HRS CITY VEHICLE
0
0
0
0
0
0
100
SOCIAL SECURITY CONTRIB
45,378
58,855
55,102
56,215
57,219
58,262
130
GROUP INSURANCE CONTRIB.
0
0
0
0
0
0
270
PROFESSIONAL SERVICES - OTHER
2,738
3,748
3,804
3,861
3,919
3,978
289
SPECIAL SERVICES - MISCELLANEO
0
0
0
0
0
0
340
OTHER CONTRACTUAL SERVICES - 0
8,013
10,088
10,239
10,393
10,549
10,707
420
TRAVEL AND PER DIEM - OTHER
7,919
7,633
7,748
7,864
7,981
8,10C
470
ENTERTAINMENT
0
0
0
0
0
0
510
COMMUNICATIONS SERV. TELEPH. 0
14,294
19,294
19,583
I
19,877
20,177
20,478
533
POSTAGE
2,812
3,700
3,755
3,811
3,867
3,926
610
RENT OF EQUIPMENT - OUTSIDE
7,800
6,500
6,598
6,697
6,798
6,900
670
REPAIR/MAINTENANCE - OUTSIDE
4,916
4,916
4,989
5,064
5,139
5,217
700
OFFICE SUPPLIES
11,133
11,600
11,772
11,949
12,129
12,311
722
MISCELLANEOUS SUPPLIES
5,928
4,628
4,697
4,766
4,838
4,910
760
BOOKS PUBLICATIONS MEMBERSHIPS
1,639
2,469
2,506
2,544
2,583
2,622
Friday, June 26, 1998 8:43:20
AM
Page 6 of 83
City of Miami
5-Year Estimates. Expenditures by Fund, Department and Minor Object.
as of 6/6/98
Recurring I Non -Recurring
FY 1998
FY 19891
FY 2000
FY 2001
FY 2002
FY 2003
Organization
Revised
Estimated
Estimated
Estimated
Estimated
Estimated
Budget
Budget
Budget
Budget
Budget
Budget
Fund 01 GENERAL FUND
Department 21 BOARD OF COMMISSIONERS
--
770 INTERNAL SERV CHGES MOTOR POOL
-- --- ---
0
0
0
0
0
0
773 INTERNAL SERV CHGES PRINT SHOP
0
0
0
0
0
0
774 INTERNAL SERV CHGES COMMUNIC M
0
0
0
0
0
C
795 INTERDEPMENTAL CHGES -POLICE 1
12
12
12
12
12
12
840 EQUIPMENT - NEW
2,235
2,235
2,268
2,302
2,337
2,372
880 CAPITAL LEASES
0
0
0
0
0
0
TOTAL BOARD OF COMMISSIONERS
875,694
984,164
996,887
1,015,847
1,033,395
1,051,493
ao
P
Friday, June 26, 1998 8:43:21 AM Page 7 of 83
City of Miami
5-Year Estimates. Expenditures by Fund, Department and Minor Object.
Recurring /Non -Recurring
as of 6/6/98
FY 1998
FY 1999 ,:, ., FY 2000
FY 2001
FY 2002
FY 2003
Organization
Revised
Estimated
Estimated
Estimated
Estimated
Estimated
Budget
Budget
Budget
Budget
Budget
Budget
Fund 01
GENERAL FUND
Department 22
CITY CLERK
---
001
-------- -
SALARIES - CLASS. PERM. FT
-- ---- -- - -
34,114
-
37,299
38,186
38,642
39,399
40,187
010
SALARIES - UNCLASSIFIED
379,602
495,972
512,255
520,601
530,387
540,552
013
SALARIES - TEMPORARY
31,703
0
0
0
0
r
050
SALARIES - OVERTIME 1 REGULAR
0
1,300
1,319
1,339
1,359
1,379
087
TUITION REIMB.-EDUC. ASSIST.-N
200
200
203
206
209
212
100
SOCIAL SECURITY CONTRIB
33,784
33,685
35,188
35,702
36,156
36,603
110
RETIREMENT CONTRIB.
0
0
0
0
0
0
130
GROUP INSURANCE CONTRIB.
0
0
0
0
0
0
150
WORKER'S COMPENSATION
0
0
0
0
0
0
270
PROFESSIONAL SERVICES - OTHER
16,522
1,722
1,748
1,774
1,801
1,828
420
TRAVEL AND PER DIEM - OTHER
468
468
475
482
489
496
510
COMMUNICATIONS SERV. TELEPH. O
2,410
2,635
2,419
2,400
2,400
2,400
533
POSTAGE
1,281
1,281
1,300
1,319
1,339
1,359
534
DELIVERY SERVICES
1,030
1,000
1,015
1,030
1,045
1,06
640
INSURANCE -PROPERTY
0
0
0
0
0
0
670
REPAIRWAINTENANCE - OUTSIDE
2,448
2,925
2,969
3,014
3,059
3,105
700
OFFICE SUPPLIES
5,180
5,076
5,152
5,229
5,307
5,387
722
MISCELLANEOUS SUPPLIES
634
634
644
654
664
674
760
BOOKS PUBLICATIONS MEMBERSHIPS
1,150
1,150
1,167
1,185
1,203
1,221
773
INTERNAL SERV CHGES PRINT SHOP
0
0
0
0
0
0
774
INTERNAL SERV CHGES COMMUNIC M
0
0
0
0
0
0
795
INTERDEPMENTAL CHGES -POLICE I
12
16
16
16
16
16
Friday, June 26, 1998 8:43:22
AM
Page 8 of 83
City of Miami
5-Year Estimates. Expenditures by Fund, Department and Minor Object. as of 6/6/98
Recurring / Non -Recurring
FY 1998
FY 1999,;;: ,
FY 2000
FY 2001
FY 2002
FY 2003
Organization
Revised
Estimated
Estimated
Estimated
Estimated
- Estimated
Budget
Budget
Budget
Budget
Budget
Budget
Fund 01 GENERAL FUND
Department 22 CITY CLERK
840 EQUIPMENT - NEW
47,000
0
0
0
0
0
TOTAL CITY CLERK
557,538
585,363
604,056
613,593
624,833
636,480
Friday, June 26, 1998 8:43:22 AM
Page 9 of 83
City of Miami
5-Year Estimates. Expenditures by Fund,
Department and Minor Object.
Recurring /Non -Recurring
as of 6/6/98
FY 1998
FY 19.99.
FY 2000
FY 2001
FY 2002
FY 2003
Organization
Revised
Estimated
Estimated
Estimated
Estimated
Estimated
Budget
Budget
Budget
Budget
Budget
Budget
Fund 01
GENERAL FUND
Department 23
LAW
001
SALARIES - CLASS. PERM. FT
417,937
659,158
574,581
595,983
608,933
624,180
003
2/3 DISABILITY SALARIES
510
0
0
0
0
0
010
SALARIES - UNCLASSIFIED
1,655,626
2,133,519
1,978,041
2,002,486
2,041,734
2,082,59F
012
SALARIES - PERM. PART TIME
0
0
0
0
0
0
025
PREVENTION PAY
8,006
8,018
8,049
7,988
7,988
7,987
035
MEDICAL HOLD
7,722
0
0
0
0
0
050
SALARIES - OVERTIME 1 REGULAR
4,970
0
0
0
0
0
080
EXPENSE ALLOWANCE
2,510
6,000
6,090
6,181
6,274
6,368
083
CAR ALLOWANCE
4,819
8,004
8,124
8,246
8,370
8,496
100
SOCIAL SECURITY CONTRIB
146,747
193,809
175,999
178,472
180,886
183,566
110
RETIREMENT CONTRIB.
0
0
0
0
0
0
130
GROUP INSURANCE CONTRIB.
0
0
0
0
0
0
150
WORKER'S COMPENSATION
0
0
0
0
0
0
250
PROFESSIONAL SERVICES - LEGAL
10,540
10,540
10,698
10,858
11,021
11,18E
310
COURT COSTS AND FEES
23
23
23
23
23
23
340
OTHER CONTRACTUAL SERVICES - 0
10,000
0
0
0
0
0
420
TRAVEL AND PER DIEM - OTHER
20,600
20,600 I
20,909
21,223
21,541
21,864
495
PARKING EXPENSE
52
52
53
54
55
56
510
COMMUNICATIONS SERV. TELEPH. 0
3,614
3,614
3,668
3,723
3,779
3,836
533
POSTAGE
7,210
7,210
7,318
7,428
7,539
7,652
610
RENT OF EQUIPMENT - OUTSIDE
40,386
40,386
40,992
41,607
42,231
42,864
640
INSURANCE - PROPERTY
0
0
0
0
0
0
Friday, June 26, 1998 8:43:23 AM Page 10 of 83
City of Miami
5-Year Estimates. Expenditures by Fund, Department and Minor Object.
as of 6/6/98
Recurring / Non -Recurring
FY 1998 FY 19.99..,, :., FY 2000 FY 2001 FY 2002 FY 2003
Organization Revised Estimated Estimated Estimated Estimated Estimated
Budget Budget Budget Budget Budget Budget
Fund 01
GENERAL FUND
Department 23
LAW
670
REPAIR/MAINTENANCE - OUTSIDE
700
OFFICE SUPPLIES
710
FOOD
716
PAPER STOCK - PRINTING
760
BOOKS PUBLICATIONS MEMBERSHIPS
770
INTERNAL SERV CHGES MOTOR POOL
773
INTERNAL SERV CHGES PRINT SHOP
774
INTERNAL SERV CHGES COMMUNIC M
840
EQUIPMENT - NEW
880
CAPITAL LEASES
907
CAPITAL OUTLAY
TOTAL LAW
2,060
2,060
2,091
2,122
21154
2,186
15,338
22,638
22,978
23,323
23,672
24,028
646
646
656
666
676
68F
0
0
0
0
0
0
51,500
76,500
77,647
78,812
79,994
81,194
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
5,000
5,075
5,151
5,228
5,307
3,937
0
0
0
0
0
500
0
0
0
0
0
2,415,253
3,197,777
2,942,992
2,994,346
3,052,098
3,114,077
Friday, June 26, 1998 8:43:24 AM
Page 11 of 83
City of Miami
5-Year Estimates. Expenditures by Fund, Department and Minor Object.
Recurring !Non -Recurring
as of 6/6/98
FY 1998
FY 19.&9., FY 2000
FY 2001
FY 2002
FY 2003
Organization
Revised
Estimated
Estimated
Estimated
Estimated
Estimated
Budget
Budget
Budget
Budget
Budget
Budget
Fund 01
GENERAL FUND
Department 24
CIVIL SERVICE
001
SALARIES - CLASS. PERM. FT
58,576
62,223
64,660
67,509
69,888
71,283
010
SALARIES - UNCLASSIFIED
116,383
122,297
127,493
130,151
132,703
135,359
011
SALARIES - COMMISSION / BOARDS
18,047
18,000
7,256
7,200
7,200
7,20C
100
SOCIAL SECURITY CONTRIB
13,430
15,585
14,100
14,438
14,721
14,907
110
RETIREMENT CONTRIB.
0
0
0
0
0
0
130
GROUP INSURANCE CONTRIB.
0
0
0
0
0
0
150
WORKER'S COMPENSATION
0
0
0
0
0
0
250
PROFESSIONAL SERVICES - LEGAL
18,490
19,096
19,382
19,673
19,968
20,268
270
PROFESSIONAL SERVICES - OTHER
3,708
3,934
3,993
4,053
4,114
4,176
287
ADVERTISING
309
318
323
328
333
338
420
TRAVEL AND PER DIEM - OTHER
450
0
0
0
0
0
495
PARKING EXPENSE
50
0
0
0
0
0
510
COMMUNICATIONS SERV. TELEPH. 0
1,204
1,204
1,209
1,200
1,200
1,200
533
POSTAGE
464
477
484
491
498
501,
610
RENT OF EQUIPMENT - OUTSIDE
2,843
2,928
2,972
3,017
3,062
3,108
640
INSURANCE -PROPERTY
0
0
0
0
0
0
670
REPAIR/MAINTENANCE - OUTSIDE
309
318
323
328
333
338
700
OFFICE SUPPLIES
1,499
1,544
1,567
1,591
1,615
1,639
701
REPAIRS -EQUIPMENT SUPPLIES
103
103
105
107
109
111
710
FOOD
374
849
862
875
888
901
716
PAPER STOCK - PRINTING
309
318
323
328
333
338
760
BOOKS PUBLICATIONS MEMBERSHIPS
1,030
1,105
1,122
1,139
1,156
1,173
Friday, June 26, 1998 8:43:25
AM
Page 12 of 83
City of Miami
5-Year Estimates. Expenditures by Fund, Department and Minor Object.
Recurring /Non -Recurring as of 6/6/98
FY 1998 FY 1999 _FY 2000 FY 2001 FY 2002 FY 2003
Organization Revised Estimated Estimated Estimated Estimated Estimated
Budget Budget Budget Budget Budget Budget
Fund 01
GENERAL FUND
Department 24
CIVIL SERVICE
770
INTERNAL SERV CHGES MOTOR POOL
773
INTERNAL SERV CHGES PRINT SHOP
774
INTERNAL SERV CHGES COMMUNIC M
TOTAL CIVIL
SERVICE
0 0 0
0 0 0
0 0 0
237,578 250,299 246,174
0 0 0
0 0 0
0 0 f
252,428 258,121 262,844
Friday, June 26, 1998 8:43:25 AM
Page 13 of 83
City of Miami
5-Year Estimates. Expenditures by Fund, Department and Minor Object.
Recurring /Non -Recurring as of 6/6/98
FY 1998 FY 1999.,,:., FY 2000 FY 2001 FY 2002 FY 2003
Organization Revised Estimated Estimated Estimated Estimated Estimated
Budget Budget Budget Budget Budget Budget
Fund 01
GENERAL FUND
Department 25
OFFICE OF THE CITY MANAGER
010
SALARIES - UNCLASSIFIED
012
SALARIES - PERM. PART TIME
013
SALARIES - TEMPORARY
050
SALARIES - OVERTIME 1 REGULAR
080
EXPENSE ALLOWANCE
083
CAR ALLOWANCE
100
SOCIAL SECURITY CONTRIB
110
RETIREMENT CONTRIB.
130
GROUP INSURANCE CONTRIB.
150
WORKER'S COMPENSATION
170
SEVERANCE PAY
270
PROFESSIONAL SERVICES - OTHER
340
OTHER CONTRACTUAL SERVICES - 0
420
TRAVEL AND PER DIEM - OTHER
510
COMMUNICATIONS SERV. TELEPH. 0
533
POSTAGE
610
RENT OF EQUIPMENT - OUTSIDE
670
REPAIR/MAINTENANCE - OUTSIDE
700
OFFICE SUPPLIES
722
MISCELLANEOUS SUPPLIES
760
BOOKS PUBLICATIONS MEMBERSHIPS
773
INTERNAL SERV CHGES PRINT SHOP
526,181
748,225
669,446
748,661
763,346
778,612
3,234
0
0
0
0
0
0
12,000
12,180
12,363
12,548
12,73E
0
0
0
0
0
0
3,000
18,000
18,143
18,004
18,004
18,005
3,446
8,000
0
0
0
0
55,179
48,634
44,583
50,104
50,646
51,150
0
0
0
0
0
0
581
0
0
0
0
0
0
0
0
0
0
0
16,106
0
0
0
0
0
2,534
2,634
2,674
2,714
2,755
2,796
2,800
2,600
2,639
2,679
2,719
2,760
5,913
4,375
4,441
4,508
4,576
4,64°
20,470
20,670
20,980
21,295
21,614
21,938
7,293
7,293
7,402
7,513
7,626
7,740
9,104
9,804
9,951
10,100
10,251
10,405
3,470
3,470
3,522
3,575
3,629
3,683
10,058
10,058
10,209
10,362
10,517
10,675
2,125
2,025
2,055
2,086
2,117
2,149
637
637
647
657
667
677
0
0
0
0
0
0
Friday, June 26, 1998 8:43:26 AM Page 14 of 83
City of Miami
5-Year Estimates. Expenditures by Fund, Department and Minor Object.
Recurring I Non -Recurring
as of 6/6/98
FY 1998 FY 1999,FY 2000 FY 2001 FY 2002 FY 2003
Organization Revised Estimated Estimated Estimated Estimated Estimated
Budget Budget Budget Budget Budget Budget
Fund 01
GENERAL FUND
Department 25
OFFICE OF THE CITY MANAGER
774
INTERNAL SERV CHGES COMMUNIC M
795
INTERDEPMENTAL CHGES -POLICE 1
840
EQUIPMENT - NEW
TOTAL OFFICE OF THE CITY MANAGER
0 0
0
0
0 0
10 0
0
0
0 0
6,713 6,700
6,800
6,902
7,006 7,11'
678,854 905,125
815,672
901,523
918,021 935,082
Friday, June 26, 1998 8:43:27 AM
Page 15 of 83
City of Miami
5-Year Estimates. Expenditures by Fund,
Department and
Minor Object.
Recurring /Non -Recurring
as of 6/6/98
FY 1998
FY 1999
FY 2000
FY 2001
FY 2002
FY 2003
Organization
Revised
Estimated
5stimated
Estimated
Estimated
Estimated
Budget
Budget
Budget
Budget
Budget
Budget
Fund 01
GENERAL FUND
Department 26
FINANCE
001
SALARIES - CLASS. PERM. FT
1,705,776
2,266,006
2,299,996
2,334,496
2,369,513
2,405,056
003
2/3 DISABILITY SALARIES
190
0
0
0
0
0
010
SALARIES - UNCLASSIFIED
312,161
473,828
480,935
488,150
495,472
502,904
013
SALARIES - TEMPORARY
160,564
223,806
227,163
230,571
234,029
237,539
035
MEDICAL HOLD
571
0
0
0
0
0
050
SALARIES - OVERTIME 1 REGULAR
5,054
25,000
25,375
25,755
26,142
26,534
087
TUITION REIMB.-EDUC. ASSIST.-N
67
0
0
0
0
0
100
SOCIAL SECURITY CONTRIB
157,905
222,183
225,516
228,898
232,332
235,817
110
RETIREMENT CONTRIB.
0
0
0
0
0
0
130
GROUP INSURANCE CONTRIB.
0
0
0
0
0
0
150
WORKER'S COMPENSATION
0
0
0
0
0
0
170
SEVERANCE PAY
60,266
0
0
0
0
0
180
TUITION REIMBURSEMENT
0
0
0
0
0
0
270
PROFESSIONAL SERVICES - OTHER
0
130,000
131,950
133,929
135,938
137,97F
280
PROFESSIONAL SERVICES-ACCT'G
357,240
345,000
350,175
355,428
360,759
366,170
287
ADVERTISING
7,000
7,200
7,308
7,418
7,529
7,642
310
COURT COSTS AND FEES
1,600
3,000
3,045
3,091
3,137
3,184
340
OTHER CONTRACTUAL SERVICES - O
25,662
46,430
47,126
47,833
48,551
49,280
475
ENTERTAINMENT
252
52
53
54
54
55
510
COMMUNICATIONS SERV. TELEPH. 0
1,803
3,003
3,048
3,093
3,140
3,188
533
POSTAGE
139,255
185,450
188,232
191,055
193,921
196.830
610
RENT OF EQUIPMENT - OUTSIDE
9,333
11,533
11,706
11,882
12,060
12,240
Friday, June 26, 1998 8:43:28 AM Page 16 of 83
City of Miami
5-Year Estimates. Expenditures by Fund, Department and Minor Object.
Recurring I Non -Recurring as of 6/6/98
FY 1998
FY 1999�
FY 2000
FY 2001
FY 2002
FY 2003
Organization
Revised
Estimated
Eitimated
Estimated
Estimated
Estimated
Budget
Budget
Budget
Budget
Budget
budget
Fund 01 GENERALFUND
Department 26 FINANCE
640 INSURANCE - PROPERTY
0
0_______
0__
0
0
0
670 REPAIR/MAINTENANCE - OUTSIDE
460
1,800
1,827
1,854
1,883
1,910
700 OFFICE SUPPLIES
10,330
15,000
15,225
15,453
15,685
15,92'
760 BOOKS PUBLICATIONS MEMBERSHIPS
562
0
0
0
0
0
773 INTERNAL SERV CHGES PRINT SHOP
0
0
0
0
0
0
774 INTERNAL SERV CHGES COMMUNIC M
0
0
0
0
0
0
795 INTERDEPMENTAL CHGES -POLICE 1
47
331
336
341
346
351
902 CONTRACTUAL SERVICES
79,290
0
0
0
0
0
903 MATERIALS AND SUPPLIES
25.000
0
0
0
0
0
TOTAL FINANCE
3,060,388
3,959,622
4,019,016
4,079,301
4,140,491
4,202,599
Friday, June 26, 1998 8:43:28 AM Page 17 of 83
City of Miami
5-Year Estimates. Expenditures by Fund, Department and Minor Object.
Recurring INon-Recurring as of 6/6/98
FY 1998
FY 19.09 ,;
F.Y 2000
FY 2001
FY 2002
FY 2003
Organization
Revised
Estimated
Estimated
Estimated
Estimated
Estimated
Budget
Budget
Budget
Budget
Budget
Budget
Fund 01
GENERAL FUND
Department 27
HUMAN RESOURCES
001
SALARIES - CLASS. PERM. FT
621,854
798,015
831,695
851,214
869,347
889,686
010
SALARIES - UNCLASSIFIED
378,765
401,142
418,531
427,870
436,263
444,991
012
SALARIES - PERM. PART TIME
36,233
0
36,776
37,328
37,888
38,456
013
SALARIES -TEMPORARY
20,426
20,426
20,732
21,043
21,359
21,679
100
SOCIAL SECURITY CONTRIB
75,694
90,707
90,963
92,375
93,763
95,443
110
RETIREMENT CONTRIB.
0
0
0
0
0
0
130
GROUP INSURANCE CONTRIB.
0
0
0
0
0
0
150
WORKER'S COMPENSATION
0
0
0
0
0
0
260
PROFESSIONAL SERVICES - DENTAL
35,332
35,332
35,862
36,400
36,946
37,500
270
PROFESSIONAL SERVICES - OTHER
4,633
31,876
32,354
32,839
33,332
33,833
287
ADVERTISING
178
178
181
184
187
190
335
LICENSE, PERMITS & MISCELLANEO
168
0
0
0
0
0
340
OTHER CONTRACTUAL SERVICES - 0
2,436
0
0
0
0
0
420
TRAVEL AND PER DIEM - OTHER
78
8,078
8,199
8,322
8,446
8,57,
495
PARKING EXPENSE
203
206
206
209
212
215
510
COMMUNICATIONS SERV. TELEPH. 0
2,576
2,576
2,615
2,654
2,694
2,734
533
POSTAGE
5,006
5,006
5,081
5,157
5,234
5,313
610
RENT OF EQUIPMENT - OUTSIDE
8,148
8,147
8,270
8,394
8,520
8,648
640
INSURANCE - PROPERTY
0
0
0
0
0
0
670
REPAIR/MAINTENANCE - OUTSIDE
3,524
3,524
3,577
3,631
3,685
3,740
692
AWARDS
-3
12,997
13,192
13,390
13,591
13,795
700
OFFICE SUPPLIES
4,465
4,465
4,532
4,600
4,669
4,739
Friday, June 26, 1998 8:43:29 AM Page 18 of 83
City of Miami
5-Year Estimates. Expenditures by Fund, Department and Minor Object.
as of 6/6/98
Recurring / Non -Recurring
FY 1998 FY 1959., FY 2000 FY 2001 FY 2002 FY 2003
Organization Revised Estimated Estimated Estimated Estimated Estimated
Budget Budget Budget Budget Budget Budget
Fund 01
GENERAL FUND
Department 27
HUMAN RESOURCES
722
MISCELLANEOUS SUPPLIES
760
BOOKS PUBLICATIONS MEMBERSHIPS
770
INTERNAL SERV CHGES MOTOR POOL
773
INTERNAL SERV CHGES PRINT SHOP
774
INTERNAL SERV CHGES COMMUNIC M
795
INTERDEPMENTAL CHGES -POLICE I
TOTAL HUMAN RESOURCES
970
970
985
1,000
1,015
1,030
93
93
94
95
96
97
0
0
0
0
0
C
0
0
0
0
0
0
0
0
0
0
0
0
20
20
20
20
20
20
1,200, 799
1,423,758
1,513,865
1,546, 725
1,577,267
1,610,682
Friday, June 26, 1998 8:43:30 AM
Page 19 of 83
City of Miami
5-Year Estimates. Expenditures by Fund, Department and Minor Object.
Recurring INon-Recurring
as of 6/6/98
FY 1998
FY 19� �,
FY 2000
FY 2001
FY 2002
FY 2003
Organization
Revised
Estimated
Estimated
Estimated
Estimated
Estimated
Budget
Budget
Budget
Budget
Budget
Budget
Fund 01
GENERAL FUND
Department 28
FIRE -RESCUE
001
SALARIES -CLASS. PERM. FT
29,958,985
33,614,355
34,457,664
35,097,155
35,971,905
36,843.384
002
FULL DISABILITY SALARIES
462,435
0
0
0
0
0
003
2/3 DISABILITY SALARIES
2,855
0
0
0
0
0
006
EARNED TIME PAYOFF
1,100,000
1,100,000
1,116,501
1,133,248
1,150,247
1,167,499
009
AIR COORD.
427
450
452
448
448
448
010
SALARIES - UNCLASSIFIED
664,919
793,577
836,108
861,367
878,261
895,824
013
SALARIES - TEMPORARY
19,555
61,308
22,410
22,746
23,087
23.433
025
PREVENTION PAY
1,130,000
1,129,000
1,085,818
1,077,736
1,077,736
1,077,729
035
MEDICAL HOLD
19,051
0
0
0
0
0
050
SALARIES - OVERTIME 1 REGULAR
318,451
364,491
369,958
375,508
381,141
386,858
053
HOLIDAY PAY
296,948
408,942
415,076
421,301
427,621
434,035
055
SALARIES - SHIFT DIFFERENTIAL
10,497
10,497
10,654
10,814
10,976
11,141
064
IAFF - SALARY INCENTIVE OVERTI
594,780
544,223
552,387
560,672
569,082
577,618
066
WORKING OUT OF CLASSIFICATION
20,000
20,000
20,300
20,604
20,913
21,227
067
DRIVER ENGINEER ALLOWANCE
328,706
345,883
355,508
362,954
372,223
381,800
068
COMMUNICATIONS TRAINER
2,015
2,088
2,096
2,080
2,080
2,080
069
MISCELLANEOUS PLUS ITEM
8,162
8,528
8,725
8,875
9,046
9,230
070
CLOTHING ALLOWANCE
1,086
1,086
1,089
1,080
1,080
1,080
072
INCENTIVE PAY
118,528
222,727
223,576
221,864
221,864
221,863
073
FIRE - EMT RECERTIFICATIONS
30,000
60,000
60,900
61,813
62,740
63,681
074
OFF -DUTY
202,566
210,000
205,604
208,688
211,818
214,995
075
CLOTHING - CITY PURCHASE
280,000
250,000
253,750
257,556
261,419
265,340
Friday, June 26, 1998 8:43:31
AM
Page 20 of 83
City of Miami
5-Year Estimates. Expenditures by Fund, Department and Minor Object.
as of 6/6/98
Recurring / Non -Recurring
FY 1998
FY 199..
FY 2000
FY 2001
FY 2002
FY 2003
Organization
Revised
Estimated
Estimated
Estimated
Estimated
Estimated
Budget
Budget
Budget
Budget
Budget
Budget
Fund 01
GENERAL FUND
Department 28
FIRE RESCUE AND INSPECTION SER
080
EXPENSE ALLOWANCE
0
600
0
0
0
0
083
CAR ALLOWANCE
6,500
6,024
6,047
6,000
6,000
6,001
084
24 HRS CITY VEHICLE
160,000
0
0
0
0
C
085
TOOL ALLOWANCE
3,010
2,394
2,401
2,380
2,380
2,380
086
TUITION REIMB.-EDUC. EXPENSE-T
57
0
0
0
0
0
087
TUITION REIMB.-EDUC. ASSIST.-N
1,511
1,511
1,532
1,555
1,579
1,603
100
SOCIAL SECURITY CONTRIB
281,841
293,883
301,877
308,897
318,477
327,580
110
RETIREMENT CONTRIB.
0
0
0
0
0
0
130
GROUP INSURANCE CONTRIB.
0
0
0
0
0
0
141
PLUS ITEM/EMT CERTIFICATION 1.
219,767
211,515
218,264
220,299
226,733
233,578
142
PLUS ITEM/HAZ MAT 1.5%
40,267
42,185
43,413
44,274
45.386
46,498
143
PLUS ITEM/ST CE FT - 1.5%
2,973
3,093
3,155
3,171
3,210
3,267
144
PLUS ITEM/ST CE FP - 1.5%
25,336
22,816
23,320
23,508
23,874
24,303
145
PLUS ITEM/DIVE TEA - 1.5%
23,183
24,308
24,963
25,618
26,597
27,44£
146
PLUS ITEM/IAFF SWAT TEAM: 1.5
19,000
15,024
15,433
15,763
16,142
16,492
147
PLUS ITEM/ST COMAN - 1%
9,400
9,887
10,140
10,331
10,554
10,770
149
ALS ACTING
52,773
52,773
- 53,565
54,369
55,184
56,012
C!
i
150
WORKER'S COMPENSATION
0
0
0
0
0
0
164
PLUS ITEM/COMMUNICATIONS - 5%
24
0
0
0
0
0
0 v
165
PLUST ITEM/SHIFT DIFF. O/T PAY
2,026
3,238
3,287
3,336
3,386
3,437
166
PLUS ITEM/GARAGE ON CALL - 7.5
16,610
23,652
24,469
25,109
26,445
27,560
167
PLUS ITEM/REVENUE INCENTIVE PA
733,303
939,864
926,446
937,855
953,726
969,664
Friday, June 26, 1998 8:43:32
AM
Page 21 of 83
City of Miami
5-Year Estimates. Expenditures by Fund, Department and
Minor Object.
Recurring /Non -Recurring
as of 6/6/98
FY 1998
FY 1999..1;:
, FY 2000
FY 2001
FY 2002
FY 2003
Organization
Revised
Estimated
Estimated
Estimated
Estimated
Estimated
Budget
Budget
Budget
Budget
Budget
Budget
Fund 01
GENERAL FUND
Department 28
FIRE -RESCUE
170
SEVERANCE PAY
203,744
0
0
0
0
0
180
TUITION REIMBURSEMENT
84,910
112,000
113,680
115,385
117,116
118,873
260
PROFESSIONAL SERVICES - DENTAL
160,550
420,000
462,958
465,402
467,883
470,401
270
PROFESSIONAL SERVICES - OTHER
170,675
175,675
178,310
180,985
183,700
186,455
287
ADVERTISING
1,442
4,103
1,464
1,486
1,508
1,531
310
COURT COSTS AND FEES
0
1,500
0
0
0
0
330
TAXES
3,627
3,627
3,681
3,736
3,792
3,849
335
LICENSE, PERMITS & MISCELLANEO
36,275
36,275
36,819
37,371
37,932
38,501
340
OTHER CONTRACTUAL SERVICES - O
412,000
430,000
418,180
424,453
430,820
437,282
410
TRAVEL AND PER DIEM - TRAINING
75
5,000
0
0
0
0
420
TRAVEL AND PER DIEM - OTHER
0
5,000
0
0
0
0
510
COMMUNICATIONS SERV. TELEPH. O
70,451
70,451
71,508
72,581
73,670
74,775
533
POSTAGE
4,998
4,998
5,073
5,149
5,226
5.304
540
UTILITY SERVICES - ELECTRICITY
240,000
240,000
243,600
247,254
250,963
254,727
550
UTILITY SERVICES - GAS
15,027
15,027
15,253
15,482
15,714
15,950
560
UTILITY SERVICES - WATER
59,000
59,000
59,885
60,783
61,696
62,620
610
RENT OF EQUIPMENT - OUTSIDE
21,177
27,810
21,495
21,817
22,144
22,476
640
INSURANCE - PROPERTY
0
0
0
0
0
0
670
REPAIR/MAINTENANCE - OUTSIDE
269,628
312,000
273,672
277,777
281,944
286,173
680
PRINTING/BINDING - OUTSIDE
0
0
0
0
0
0
700
OFFICE SUPPLIES
18,225
18,225
18,498
18,775
19,057
19,343
702
MOTOR VEHICLE PARTS
243,261
260,000
246,910
250,613
254,372
258,188
Friday, June 26, 1998 8:43:33
AM
Page 22 of 83
City of Miami
5-Year Estimates. Expenditures by Fund, Department and Minor Object.
as of 6/6/98
Recurring / Non -Recurring
FY 1998 FY 1999.,,,, FY 2000 FY 2001 FY 2002 FY 2003
Organization Revised Estimated Estimated Estimated Estimated Estimated
Budget Budget Budget Budget Budget Budget
Fund 01
GENERAL FUND
Department 28
FIRE -RESCUE
704
CHEMICALS
5,948
5,948
6,037
6,128
6.220
705
HOUSEKEEPING / SANITATION SUPP
60,000
46,160
46,852
47,555
48,268
706
BUILDING MATERIALS AND SUPPLIE
16,678
16,678
16,928
17,182
17,440
707
ELECTRICAL SUPPLIES
9,736
9,736
9,882
10,030
10,180
709
FIRE HOSE AND ATTACHMENTS
15,450
18,763
15,682
15,917
16,156
710
FOOD
1,537
1,537
1,560
1,583
1,607
713
LUBRICANTS AND MOTOR OIL
10,300
15,500
10,454
10,611
10,770
714
DRUGS AND MEDICINE
248,100
271,476
251,821
255,598
259,432
718
PARTS AND MAINTENANCE SUPPLIES
17,891
17,891
18,159
18,430
18,707
719
SAFETY SUPPLIES
16,393
15,933
16,172
16,414
16,660
720
EXPENDABLE TOOLS SHOP SUPPLIES
17,807
23,000
18,074
18,344
18,619
721
TIRES TUBES
51,950
69,950
52,729
53,520
54,323
722
MISCELLANEOUS SUPPLIES
56,947
62,217
52,726
53,518
54,321
760
BOOKS PUBLICATIONS MEMBERSHIPS
0
7,562
0
0
0
770
INTERNAL SERV CHGES MOTOR POOL
0
0
0
0
0
771
INTERNAL SERV CHGES HEAVY EQUI
0
0
0
0
0
773
INTERNAL SERV CHGES PRINT SHOP
0
0
0
0
0
774
INTERNAL SERV CHGES COMMUNIC M
0
0
0
0
0
795
INTERDEPMENTAL CHGES -POLICE 1
8
0
0
0
0
r�
840
EQUIPMENT - NEW
34,000
34,000
34,511
35,029
35,555
850
EQUIPMENT - REPLACEMENT
102,412
102,412
103,949
105,509
107,090
870
BOOKS AND PUBLICATIONS OVER $5
2,054
2,054
2,085
2,116
2,148
Friday, June 26, 1998 8:43:34
AM
Page 23 of 83
6,313
48,992
17,70-
10,333
16,398
1,631
10,932
263,323
18,988
16,909
18,898
55,138
55,136
r
0
0
0
0
0
36,088
108,697
2,180
City of Miami
5-Year Estimates. Expenditures by Fund, Department and Minor Object.
Recurring /Non -Recurring
as of 6/6/98
FY 1998 FY 1999.,,,.,
FY 2000
FY 2001
FY 2002
FY 2003
Organization
Revised Estimated
Estimated
Estimated
Estimated
Estimated
Budget Budget
Budget
Budget
Budget
Budget
Fund 01 GENERAL FUND
Department 28 FIRE -RESCUE
880 CAPITAL LEASES
39,636 39,636
40,231
40,834
41,447
42,069
903 MATERIALS AND SUPPLIES
3,766 0
0
0
0
0
907 CAPITAL OUTLAY
29,373 0
0
0
0
r
TOTAL FIRE -RESCUE
39,922,598 43,761,066
44,525,726
45,296,341
46,319,840
47,342,033
Friday, June 26, 1998 8:43:34 AM Page 24 of 83
City of Miami
5-Year Estimates. Expenditures by Fund, Department and Minor Object.
as of 6/6/98
Recurring / Non -Recurring
FY 1998
FY 1 Q99
FY 2000
FY 2001
FY 2002
FY 2003
Organization
Revised
Estimated ''
Estimated
Estimated
Estimated
Estimated
Budget
Budget
Budget
Budget
Budget
Budget
Fund 01
GENERAL FUND
Department 29
POLICE
001
SALARIES -CLASS. PERM. FT
49,482,676
57,231,969
61,055,511
63,030,564
64,966,528
67,270,825
002
FULL DISABILITY SALARIES
1,535
0
0
0
0
0
003
213 DISABILITY SALARIES
755,554
0
0
0
0
r
008
NET NRO'S
46,415
54,600
56,379
57,390
59,378
61,694
010
SALARIES - UNCLASSIFIED
1,777,069
1,865,968
1,973,395
2,039,238
2,079,230
2,120,821
012
SALARIES - PERM. PART TIME
1,464,963
2,364,313
1,727,854
1,714,680
1,718,184
1,718,295
013
SALARIES - TEMPORARY
21,644
21,756
21,839
21,672
21,672
21,673
025
PREVENTION PAY
1,993,474
1,983,564
2,000,570
1,987,790
1,982,160
1,984,213
035
MEDICAL HOLD
49,444
0
0
0
0
0
050
SALARIES - OVERTIME 1 REGULAR
5,166,667
5,166,667
5,244,167
5,322,829
5,402,672
5,483,712
051
OVERTIME EVENTS
1,569,745
1,569,745
1,593,291
1,617,191
1,641,449
1,666,071
053
HOLIDAY PAY
248,633
248,633
252,363
256,149
259,990
263,891
055
SALARIES - SHIFT DIFFERENTIAL
325,495
325,495
330,378
335,334
340,364
345,470
059
SALARIES - STAFFING OVERTIME
33
0
0
0
0
060
SALARIES - LAW ENFORCEMENT INC
532,391
532,391
540,376
548,482
556,710
565,060
065
SALARIES - MOTORCYCLE ALLOWANC.
0
0
0
0
0
0
068
COMMUNICATIONS TRAINER
9,900
11,484 -
11,528
11,440
11,440
11,440
070
CLOTHING ALLOWANCE
153,198
154,479
154,945
153,780
153,780
154,013
0
074
OFF -DUTY
81,067
0
0
0
0
0
075
CLOTHING - CITY PURCHASE
422,047
1,035,294
771,628
985,907
1,209,823
1,443,841
�r a
080
EXPENSE ALLOWANCE
3,000
3,000
3,045
3,091
3,137
3,184
083
CAR ALLOWANCE
0
0
0
0
0
0
Friday, June 26, 1998 8:43:35
AM
Page 25 of 83
City of Miami
5-Year Estimates. Expenditures by Fund, Department and Minor Object.
Recurring INon-Recurring as of 6/6/98
FY 1998
FY 19��.„,
FY 2000
FY 2001
FY 2002
FY 2003
Organization
Revised
Estimated
Estimated
Estimated
Estimated
Estimated
Budget
Budget
Budget
Budget
Budget
Budget
Fund 01
GENERAL FUND
Department 29
POLICE
087
TUITION REIMB.-EDUC. ASSIST.-N
2,994
2,994
3,039
3,085
3,131
3,178
100
SOCIAL SECURITY CONTRIB
1,187,632
1,272,082
1,382,265
1,411,111
1,445,600
1,483,418
110
RETIREMENT CONTRIB.
0
0
0
0
0
0
130
GROUP INSURANCE CONTRIB.
3,500,000
0
0
0
0
0
134
GROUP INSURANCE CONTRIBUTION -
0
3,604,886
3,658,959
3,713.843
3,769,551
3,826,094
150
WORKER'S COMPENSATION
0
0
0
0
0
0
161
PLUS ITEM/FIELD TRAINING OFFIC
152,460
145,161
150,158
153,721
158,898
164,279
162
PLUS ITEM/BOMB SQUAD - 5%
13,555
12,078
12,372
12,512
12,852
13,448
163
PLUS ITEM/SWAT - 5%
70,044
73,649
76,325
78,371
81,227
84,340
164
PLUS ITEM/COMMUNICATIONS - 5%
98,822
50,316
101,987
104,229
107,647
110,962
165
PLUST ITEM/SHIFT DIFF. O/T PAY
23,614
23,614
23,967
24,327
24,692
25,063
185
FRINGE BENEFITS - OTHER
2,499
0
0
0
0
0
260
PROFESSIONAL SERVICES - DENTAL
343,250
791,266
787,499
791,811
796,188
800,631
270
PROFESSIONAL SERVICES - OTHER
530,390
992,088
906,396
912,492
918,679
924,95r
287
ADVERTISING
20,603
36,600
20,912
21,226
21,544
21,867
305
OTHER EXPENSES
2,426
11,125
2,462
2,499
2,536
2,574
310
COURT COSTS AND FEES
558
2,060 y
566
574
583
592
340
OTHER CONTRACTUAL SERVICES - 0
231,722
231,722
235,198
238,726
242,307
245,942
420
TRAVEL AND PER DIEM - OTHER
9,998
14,198
10,148
10,300
10,454
10,611
495
PARKING EXPENSE
57,752
57,752
58,618
59,497
60,389
61,295
510
COMMUNICATIONS SERV. TELEPH. 0
123,600
182,295
125,454
127,336
129,246
131,185
533
POSTAGE
35,253
35,253
35,782
36,319
36,864
37,417
Friday, June 26, 1998 8:43:36 AM Page 26 of 83
City of Miami
5-Year Estimates. Expenditures by Fund, Department and Minor Object.
Recurring / Non -Recurring
as of 6/6/98
FY 1998 FY 1999.,:;, FY 2000 FY 2001 FY 2002 FY 2003
Organization Revised Estimated Estimated Estimated Estimated Estimated
Budget Budget Budget Budget Budget Budget
Fund 01
GENERAL FUND
Department 29
POLICE
540
UTILITY SERVICES - ELECTRICITY
550
UTILITY SERVICES - GAS
560
UTILITY SERVICES - WATER
610
RENT OF EQUIPMENT - OUTSIDE
640
INSURANCE - PROPERTY
670
REPAIRIMAINTENANCE - OUTSIDE
680
PRINTING/BINDING - OUTSIDE
690
PROMOTIONAL ACTIVITIES
700
OFFICE SUPPLIES
701
REPAIRS -EQUIPMENT SUPPLIES
703
AMMUNITION
710
FOOD
714
DRUGS AND MEDICINE
715
MOTOR FUEL
716
PAPER STOCK - PRINTING
718
PARTS AND MAINTENANCE SUPPLIES
00
719
SAFETY SUPPLIES
1
722
MISCELLANEOUS SUPPLIES
760
BOOKS PUBLICATIONS MEMBERSHIPS
_
770
INTERNAL SERV CHGES MOTOR POOL
�-'
771
INTERNAL SERV CHGES HEAVY EQUI
773
INTERNAL SERV CHGES PRINT SHOP
Friday, June 26, 1998 8:43:37
AM
475,000
475,000
482,125
489,357
496,697
504,147
600
500
507
515
523
531
82,000
82,000
83,230
84,478
85,745
87,03'
200,507
269,888
203,515
206,568
209,667
212,812
0
0
0
0
0
0
233,099
330,820
236,595
240,144
243,746
247,402
19,749
29,990
20,045
20,346
20,651
20,961
30,600
20,000
15,834
16,072
16,313
16,558
87,550
182,904
88,863
90,196
91,549
92,922
32,526
52,756
33,014
33,509
34,012
34.522
179,575
144,400
176,125
177,267
178,426
179,602
34,347
49,008
34,862
35,385
35,916
36,455
15,389
29,095
15,620
15,854
16,092
16,333
0
1,100,000
1,116,500
1,133,248
1,150,247
1,167, 50'
41,200
109,020
41,818
42,445
43,082
43,728
50,722
84,601
51,483
52,255
53,039
53.835
58,446
90,217
59,323
60,213
61,116
62,033
211,105
476,749
414,272
417,487
420,749
424,060
6,998
35,922
7,103
7,210
7,318
7,428
0
0
0
0
0
0
0
0
0
0
0
0
0
84,735
0
0
0
0
Page 27 of 83
City of Miami
5-Year Estimates. Expenditures by Fund, Department and Minor Object.
Recurring /Non -Recurring
as of 6/6/98
FY 1998 FY 19�9 .,,
FY 2000
FY 2001
FY 2002
FY 2003
Organization
Revised Estimated
Estimated
Estimated
Estimated
Estimated
Budget Budget
Budget
Budget
Budget
Budget
Fund 01
GENERAL FUND
Department 29
POLICE
774
INTERNAL SERV CHGES COMMUNIC M
0 0
0
0
0
0
840
EQUIPMENT - NEW
26,998 128,088
27,403
27,814
28,231
28,654
850
EQUIPMENT -REPLACEMENT
11,498 126,423
11,670
11,845
12,023
12,20?
875
LIVESTOCK
26,000 32,000
13,195
13,393
13,594
13,798
880
CAPITAL LEASES
1,064,355 1,119,420
1,065,512
902,142
80,612
81,821
902
CONTRACTUAL SERVICES
129,502 0
0
0
0
0
903
MATERIALS AND SUPPLIES
133 0
0
0
0
0
907
CAPITAL OUTLAY
39,029 0
0
0
0
0
930
AID TO PRIVATE ORGANIZATION
0 0
0
0
0
0
TOTAL POLICE
73,568,950 85,162,033
87,527,990
89,865,259
91,528,253
94,406,395
Friday, June 26, 1998 8:43:38 AM Page 28 of 83
City of Miami
5-Year Estimates. Expenditures by Fund,
Department and Minor Object.
Recurring /Non -Recurring
as of 6/6/98
FY 1998
FY 1���, ,
FY 2000
FY 2001
FY 2002
FY 2003
Organization
Revised
Estimated
Estimated
Estimated
Estimated
Estimated
Budget
Budget
Budget
Budget
Budget
Budget
Fund 01
GENERAL FUND
Department 31
PUBLIC WORKS
001
SALARIES - CLASS. PERM. FT
3,019,575
3,442,360
3,583,798
3,662,882
3,750,507
3,852,600
003
2/3 DISABILITY SALARIES
9,026
0
0
0
0
0
010
SALARIES - UNCLASSIFIED
438,358
471,276
490,176
500,059
509,579
519,46
013
SALARIES - TEMPORARY
52,484
226,586
229,985
233,434
236,936
240,490
035
MEDICAL HOLD
1,721
0
0
0
0
0
050
SALARIES - OVERTIME 1 REGULAR
18,888
15,000
15,225
15,453
15,685
15,920
075
CLOTHING - CITY PURCHASE
6,300
12,250
12,433
12,620
12,809
13,001
100
SOCIAL SECURITY CONTRIB
257,467
310,063
318,591
324,525
331,225
339,045
110
RETIREMENT CONTRIB.
0
0
0
0
0
0
130
GROUP INSURANCE CONTRIB.
0
0
0
0
0
0
150
WORKER'S COMPENSATION
0
0
0
0
0
0
170
SEVERANCE PAY
921
0
0
0
0
0
180
TUITION REIMBURSEMENT
0
0
0
0
0
0
287
ADVERTISING
6,851
8,808
8,940
9,074
9,210
9,34
310
COURT COSTS AND FEES
415
412
418
424
430
436
340
OTHER CONTRACTUAL SERVICES - O
99,330
171,251
173,824
176,435
179,079
181.767
;ter",
420
TRAVEL AND PER DIEM - OTHER
1,365
3,225
- 3,273
3,322
3,372
3.422
s�
495
PARKING EXPENSE
0
0
0
0
0
0
510
COMMUNICATIONS SERV. TELEPH. O
5,145
5,150
5,223
5,301
5,381
5,462
532
ROAD TOLLS
4,500
4,500
4,568
4,637
4,707
4,778
w
533
POSTAGE
2,500
3,605
3,659
3,713
3,769
3,827
540
UTILITY SERVICES - ELECTRICITY
67,003
67,003
68,008
69,028
70,064
71,115
Friday, June 26, 1998 8:43:39
AM
Page 29 of 83
City of Miami
5-Year Estimates. Expenditures by Fund,
Department and Minor Object.
Recurring /Non -Recurring
as of 6/6/98
FY 1998
FY 19�9. ,
FY 2000
FY 2001
FY 2002
FY 2003
Organization
Revised
Estimated
Estimated
Estimated
Estimated
Estimated
Budget
Budget
Budget
Budget
Budget
Budget
Fund 01
GENERAL FUND
Department 31
PUBLIC WORKS
545
UTILITY SERVICES -STREET LIGHTI
3,896,206
3,934,755
3,993,776
41053,683
4,114,488
4,176,205
560
UTILITY SERVICES - WATER
48,000
48,000
48,720
49,451
50,192
50,945
610
RENT OF EQUIPMENT - OUTSIDE
30,864
28,281
28,705
29,136
29,574
30,01 P
620
RENT BUILDINGS
2,964
2,966
3,010
3,055
3,101
3,148
640
INSURANCE -PROPERTY
0
0
0
0
0
0
670
REPAIRIMAINTENANCE - OUTSIDE
115,980
173,518
176,120
178,762
181,443
184,164
700
OFFICE SUPPLIES
14,409
18,409
18,685
18,965
19,250
19,538
701
REPAIRS -EQUIPMENT SUPPLIES
545
1,545
1,568
1,591
1,615
1,639
705
HOUSEKEEPING / SANITATION SUPP
268
515
523
530
538
546
706
BUILDING MATERIALS AND SUPPLIE
2,125
2,575
2,614
2,653
2,693
2,733
708
PLUMBING SUPPLIES
0
927
941
955
969
984
713
LUBRICANTS AND MOTOR OIL
413
412
418
424
430
436
714
DRUGS AND MEDICINE
273
773
785
796
808
820
716
PAPER STOCK - PRINTING
5,238
10,238
10,392
10,548
10,706
10,86-
719
SAFETY SUPPLIES
5,156
5,150
5,227
5,306
5,386
5,466
720
EXPENDABLE TOOLS SHOP SUPPLIES
9,786
10,001
10,151
10,303
10,458
10,614
722
MISCELLANEOUS SUPPLIES
18,354
18,956
19,239
19,527
19,820
20,119
750
ROAD MATERIALS AND SUPPLIES
83,492
88,188
89,511
90,854
92,218
93,601
760
BOOKS PUBLICATIONS MEMBERSHIPS
3,624
6,485
6,582
6,680
6,781
6,883
770
INTERNAL SERV CHGES MOTOR POOL
0
0
0
0
0
0
771
INTERNAL SERV CHGES HEAVY EQUI
0
0
0
0
0
0
773
INTERNAL SERV CHGES PRINT SHOP
0
0
0
0
0
0
Friday, June 26, 1998 8:43:40 AM Page 30 of 83
City of Miami
5-Year Estimates. Expenditures by Fund, Department and Minor Object.
Recurring /Non -Recurring
as of 6/6/98
FY 1998 FY 19,99..,,,
FY 2000
FY 2001
FY 2002
FY 2003
Organization
Revised Estimated
Estimated
Estimated
Estimated
Estimated
Budget Budget
Budget
Budget
Budget
Budget
Fund 01 GENERAL FUND
Department 31 PUBLIC WORKS
774 INTERNAL SERV CHGES COMMUNIC M
0 0
0
0
0
0
840 EQUIPMENT - NEW
8,153 10,100
10,251
10,405
10,561
10,719
850 EQUIPMENT -REPLACEMENT
1,001 2,000
2,030
2,060
2,091
2,122
996 BUDGET RESERVE
35,560 0
0
0
0
0
TOTAL PUBLIC WORKS
8,274,260 9,105,283
9,347,369
9,516,591
9,695,875
9.892,239
Friday, June 26, 1998 8:43:40 AM
Page 31 of 83
City of Miami
5-Year Estimates. Expenditures by Fund, Department and Minor Object.
as of 6/6/98
Recurring / Non -Recurring
FY 1998 FY 199, FY 2000 FY 2001 FY 2002 FY 2003
Organization Revised Estimated Estimated Estimated Estimated Estimated
Budget Budget Budget Budget Budget Budget
Fund 01
GENERAL FUND
Department 32
SOLID WASTE
001
SALARIES - CLASS. PERM. FT
6,346,219
6,963,993
7,247,830
7,363,570
7.584,606
7,750,324
002
FULL DISABILITY SALARIES
0
0
0
0
0
0
003
2/3 DISABILITY SALARIES
206,766
0
0
0
0
0
010
SALARIES - UNCLASSIFIED
376,200
449,096
465,504
473,254
482,526
492,183
012
SALARIES - PERM. PART TIME
53,564
0
0
0
0
0
013
SALARIES -TEMPORARY
211,764
785,520
797,302
809,262
821,400
833,721
035
MEDICAL HOLD
13,996
0
0
0
0
0
050
SALARIES - OVERTIME 1 REGULAR
397,961
402,200
408,233
414,356
420,571
426,879
053
HOLIDAY PAY
220,339
220,362
223,667
227,022
230.427
233,883
055
SALARIES - SHIFT DIFFERENTIAL
14,490
14,490
14,707
14,928
15,152
15,379
066
WORKING OUT OF CLASSIFICATION
168
0
0
0
0
0
075
CLOTHING - CITY PURCHASE
38,741
24,907
25,280
25,660
26,045
26,436
100
SOCIAL SECURITY CONTRIB
597,202
642,647
588,979
598,658
616,023
628,969
110
RETIREMENT CONTRIB.
0
0
0
0
0
r
130
GROUP INSURANCE CONTRIB.
0
0
0
0
0
0
150
WORKER'S COMPENSATION
0
0
0
0
0
0
170
SEVERANCE PAY
6,125
0
0
0
0
0
185
FRINGE BENEFITS - OTHER
175
0
0
0
0
0
310
COURT COSTS AND FEES
154
150
152
154
156
159
340
OTHER CONTRACTUAL SERVICES - O
137,248
42,525
43,163
43,810
44,467
45,134
510
COMMUNICATIONS SERV. TELEPH. O
5,151
16,000
16,240
16,484
16,731
16,982
531
DADE COUNTY SCALE FEES
7,890,000
8,301,339
8,425,859
8,552,247
8,680,531
8,810,739
Friday, June 26, 1998 8:43:41 AM Page 32 of 83
City of Miami
5-Year Estimates. Expenditures by Fund, Department and Minor Object.
Recurring /Non -Recurring
as of 6/6/98
FY 1998
FY 1999 ,
Fy 2000
FY 2001
FY 2002
FY 2003
Organization
Revised
Estimated
Estimated
Estimated
Estimated
Estimated
Budget
Budget
Budget
Budget
Budget
Budget
Fund 01
GENERAL FUND
Department 32
SOLID WASTE
532
ROAD TOLLS
5,000
20,000
20,300
20,604
20,913
21,227
533
POSTAGE
4,987
5,000
5,075
5,151
5,229
5,307
540
UTILITY SERVICES - ELECTRICITY
8,693
10,000
10,150
10,302
10,456
10,617
550 '
UTILITY SERVICES - GAS
150
607
616
626
635
644
560
UTILITY SERVICES - WATER
9,229
16,664
16,914
17,167
17,424
17,685
610
RENT OF EQUIPMENT - OUTSIDE
3,881
7,228
7,336
7,445
7,557
7,670
640
INSURANCE -PROPERTY
0
0
0
0
0
0
670
REPAIR/MAINTENANCE - OUTSIDE
5,300
18,500
18,777
19,059
19,345
19,635
700
OFFICE SUPPLIES
7,500
8,000
8,120
8,241
8,365
8,490
705
HOUSEKEEPING / SANITATION SUPP
2,120
5,000
5,075
5,151
5,228
5,306
719
SAFETY SUPPLIES
14,799
45,648
46,332
47,027
47,733
48,448
720
EXPENDABLE TOOLS SHOP SUPPLIES
13,562
15,000
15,225
15,452
15,685
15,920
722
MISCELLANEOUS SUPPLIES
25,330
70,447
71,502
72,577
73,665
74,768
760
BOOKS PUBLICATIONS MEMBERSHIPS
0
1,000
1,015
1,030
1,046
1,06'
770
INTERNAL SERV CHGES MOTOR POOL
0
0
0
0
0
0
771
INTERNAL SERV CHGES HEAVY EQUI
0
0
0
0
0
0
773
INTERNAL SERV CHGES PRINT SHOP
1
1
1
1
1
1
ix
774
INTERNAL SERV CHGES COMMUNIC M
0
0
0
0
0
0
795
INTERDEPMENTAL CHGES -POLICE 1
178
500
507
515
523
531
840
EQUIPMENT - NEW
350
313,253
317,952
322,721
327,563
332,475
Pam-
w
850
EQUIPMENT -REPLACEMENT
48,156
45,125
45,802
46,489
47,186
47,894
880
CAPITAL LEASES
0
8,000
8,120
8,242
8,365
8,491
Friday, June 26, 1998 8:43:42
AM
Page 33 of 83
City of Miami
5-Year Estimates. Expenditures by Fund, Department and Minor Object.
as of 6/6/98
Recurring / Non -Recurring
FY 1998
FY 191�� . ,
FY 2000
FY 2001
FY 2002
FY 2003
Organization
Revised
Estimated
Estimated
Estimated
Estimated
Estimated
Budget
Budget
Budget
Budget
Budget
Budget
Fund 01 GENERAL FUND
Department 32 SOLID WASTE
990 OTHER NON -OPERATING
320,000
0
0
0
0
0
TOTAL SOLID WASTE
16,985,499
18,453,202
18,855,735
19,147,205
19,555,554
19,906,953
Friday, June 26, 1998 8:43:43 AM Page 34 of 83
City of Miami
5-Year Estimates. Expenditures by Fund, Department and
Minor Object.
as of 6/6/98
Recurring / Non -Recurring
FY 1998
FY 1999 .
, FY 2000
FY 2001
FY 2002
FY 2003
Organization
Revised
Estimated
Estimated
Estimated
Estimated
Estimated
Budget
Budget
Budget
Budget
Budget
Budget
Fund 01
GENERAL FUND
Department 35
DEPARTMENT OF PUB. FACILITIES
001
SALARIES - CLASS. PERM. FT
822,821
815,093
839,895
853,832
875,709
897,395
003
2/3 DISABILITY SALARIES
0
0
0
0
0
0
010
SALARIES - UNCLASSIFIED
119,909
129,653
137,410
139,844
142,577
145,42C
012
SALARIES - PERM. PART TIME
806,920
531,533
539,506
547,599
555,814
564,151
013
SALARIES - TEMPORARY
190,655
153,332
155,632
157,967
160,337
162,742
035
MEDICAL HOLD
0
0
0
0
0
0
050
SALARIES - OVERTIME 1 REGULAR
215
0
0
0
0
0
055
SALARIES - SHIFT DIFFERENTIAL
619
997
1,012
1,026
1,042
1,058
075
CLOTHING - CITY PURCHASE
3,452
9,560
9,703
9,850
9,995
10,145
100
SOCIAL SECURITY CONTRIB
146,833
90,759
74,250
75,291
77,168
79,102
110
RETIREMENT CONTRIB.
0
0
0
0
0
0
130
GROUP INSURANCE CONTRIB.
0
0
0
0
0
0
150
WORKER'S COMPENSATION
0
0
0
0
0
0
170
SEVERANCE PAY
38,069
0
0
0
0
270
PROFESSIONAL SERVICES - OTHER
0
1,150
1,167
1,185
1,202
1,220
287
ADVERTISING
33,425
35,300
35,829
-
36,367
36,912
37,465
310
COURT COSTS AND FEES
3,518
7,000
7,106
7,212
7,321
7,430
'•%
335
LICENSE, PERMITS & MISCELLANEO
3,082
6,738
6,839
6,942
7,047
7,154
Cs
340
OTHER CONTRACTUAL SERVICES - O
653,312
811,561
823,733
836,090
846,907
859,610
420
TRAVEL AND PER DIEM - OTHER
1,060
4,000
7,166
4,120
4,182
4,246
s--`
495
PARKING EXPENSE
0
50
51
52
52
53
510
COMMUNICATIONS SERV. TELEPH. O
31,712
34,173
34,686
35,206
35,734
36,269
Friday, June 26, 1998 8:43:43
AM
Page 35 of 83
City of Miami
5-Year Estimates. Expenditures by Fund, Department and
Minor Object.
Recurring f Non -Recurring
as of 6/6/98
FY 1998
FY 1999..,
FY 2000
FY 2001
FY 2002
FY 2003
Organization
Revised
Estimated
Estimated
Estimated
Estimated
Estimated
Budget
Budget
Budget
Budget
Budget
Budget
Fund 01
GENERAL FUND
Department 35
DEPARTMENT OF PUB. FACILITIES
533
POSTAGE
1,700
6,370
6,465
6,563
6,662
6,759
540
UTILITY SERVICES - ELECTRICITY
603,199
581,651
590,376
599,232
608,219
617,342
560
UTILITY SERVICES - WATER
350,299
220,300
223,604
226,958
230,362
233,819
610
RENT OF EQUIPMENT - OUTSIDE
57,333
54,221
55,034
55,859
56,698
57,549
640
INSURANCE -PROPERTY
0
0
0
0
0
0
670
REPAIR/MAINTENANCE - OUTSIDE
97,873
235,436
238,967
242,550
246,189
249,882
700
OFFICE SUPPLIES
10,143
9,979
10,128
10,278
10,433
10,589
701
REPAIRS -EQUIPMENT SUPPLIES
2,678
11,806
11,983
12,162
12,345
12,530
702
MOTOR VEHICLE PARTS
1,214
2,000
2,030
2,060
2,091
2,123
705
HOUSEKEEPING / SANITATION SUPP
22,870
31,500
31,972
32,451
32,939
33,432
706
BUILDING MATERIALS AND SUPPLIE
9,813
14,560
14,778
15,000
15,225
15,453
707
ELECTRICAL SUPPLIES
6,569
12,000
12,180
12,363
12,548
12,735
709
FIRE HOSE AND ATTACHMENTS
4,814
8,545
8,673
8,804
8,936
9,070
712
HORTICULTURAL SUPPLIES
36,048
35,000
35,525
36,058
36,599
37,14£
713
LUBRICANTS AND MOTOR OIL
0
534
542
550
558
567
714
DRUGS AND MEDICINE
19
1,000
1,015
1,030
1,045
1,061
715
MOTOR FUEL
0
515
523
531
539
547
718
PARTS AND MAINTENANCE SUPPLIES
10,812
12,120
12,301
12,487
12,676
12,866
719
SAFETY SUPPLIES
1,548
500
507
515
523
531
720
EXPENDABLE TOOLS SHOP SUPPLIES
2,087
3,030
3,075
3,120
3,167
3,214
721
TIRES TUBES
0
400
406
412
418
425
722
MISCELLANEOUS SUPPLIES
11,587
28,075
28,496
28,925
29,357
29,797
Friday, June 26, 1998 8:43:44 AM Page 36 of 83
Myi
City of Miami
5-Year Estimates. Expenditures by Fund, Department and Minor Object.
as of 6/6/98
Recurring / Non -Recurring
FY 1998
FY 19,99
FY 2000
FY 2001
FY 2002
FY 2003
Organization
Revised
Estimated
Estimated
Estimated
Estimated
Estimated
Budget
Budget
Budget
Budget
Budget
Budget
Fund 01 GENERAL FUND
Department 35 DEPARTMENT OF PUB. FACILITIES
770 INTERNAL SERV CHGES MOTOR POOL
0
0
0
0
0
0
773 INTERNAL SERV CHGES PRINT SHOP
0
0
0
0
0
0
774 INTERNAL SERV CHGES COMMUNIC M
0
0
0
0
0
t'
795 INTERDEPMENTAL CHGES -POLICE 1
32
0
0
0
0
0
830 IMPROVEMENTS OTHER THAN BUILDI
9,000
18,000
18,270
18,544
18,822
19,104
840 EQUIPMENT - NEW
103,902
55,000
55,825
56,662
57,512
58,374
990 OTHER NON -OPERATING
0
3,200
3,248
3,297
3,346
3,396
TOTAL CONFERENCES, CONVENTIONS AND P
4,199,142
3,976,641
4,039,908
4,098,994
4,169,208
4,241,773
Friday, June 26, 1998 8:43:45 AM
Page 37 of 83
City of Miami
5-Year Estimates. Expenditures by Fund, Department and Minor Object.
Recurring /Non -Recurring
as of 6/6/98
FY 1998
FY 1999 . ,. FY 2000
FY 2001
FY 2002
FY 2003
Organization
Revised
Estimated
Estimated
Estimated
Estimated
Estimated
Budget
Budget
Budget
Budget
Budget
Budget
Fund 01
GENERAL FUND
Department 40
OFFICE OF BUDGET AND MANAGEMENT ANALYSIS
001
SALARIES - CLASS. PERM. FT
225,265
290,733
355,919
360,589
367,648
375,013
010
SALARIES - UNCLASSIFIED
646,864
940,552
1,032,377
1,058,055
1,078,815
1,100,385
012
SALARIES - PERM. PART TIME
13,655
13,655
13,860
14,068
14,279
14,49?
013
SALARIES - TEMPORARY
210,567
278,150
282,322
286,557
290,855
295,218
035
MEDICAL HOLD
0
0
0
0
0
0
050
SALARIES - OVERTIME 1 REGULAR
208
0
0
0
0
0
100
SOCIAL SECURITY CONTRIB
80,219
97,816
101,450
103,341
105,052
106,693
110
RETIREMENT CONTRIB.
0
0
0
0
0
0
130
GROUP INSURANCE CONTRIB.
0
0
0
0
0
0
150
WORKER'S COMPENSATION
0
0
0
0
0
0
170
SEVERANCE PAY
1,031
0
0
0
0
0
287
ADVERTISING
2,358
2,358
2,393
2,429
2,465
2,502
340
OTHER CONTRACTUAL SERVICES - 0
41,219
44,782
45,454
46,136
46,828
47,530
420
TRAVEL AND PER DIEM - OTHER
2,064
2,064
2,095
2,126
2,158
2,19(
495
PARKING EXPENSE
218
50
51
52
53
54
510
COMMUNICATIONS SERV. TELEPH. 0
623
0
0
0
0
0
533
POSTAGE
764
764
r 775
787
799
811
610
RENT OF EQUIPMENT - OUTSIDE
3,766
3,766
3,822
3,879
3,937
3,996
640
INSURANCE -PROPERTY
0
0
0
0
0
0
670
REPAIR/MAINTENANCE - OUTSIDE
2,053
2,053
2,084
2,115
2,147
2,179
680
PRINTING/BINDING - OUTSIDE
2,086
2,086
2,117
2,149
2,181
2,214
700
OFFICE SUPPLIES
14,778
10,778
10,940
11,104
11,271
11,440
Friday, June 26, 1998 8:43:46
AM
Page 38 of 83
City of Miami
5-Year Estimates. Expenditures by Fund, Department and Minor Object.
as of 6/6/98
Recurring I Non -Recurring
FY 1998 FY 1999 , . FY 2000 FY 2001
FY 2002 FY 2003
Organization Revised Estimated Estimated Estimated
Estimated Estimated
Budget Budget Budget Budget
Budget Budget
Fund 01
GENERAL FUND
Department 40
OFFICE OF BUDGET AND MANAGEMENT ANALYSIS
722
MISCELLANEOUS SUPPLIES
561
561
569
578
587
596
760
BOOKS PUBLICATIONS MEMBERSHIPS
2,908
2,908
2,952
2,996
3,041
3,087
770
INTERNAL SERV CHGES MOTOR POOL
0
0
0
0
0
C
773
INTERNAL SERV CHGES PRINT SHOP
0
0
0
0
0
0
774
INTERNAL SERV CHGES COMMUNIC M
0
0
0
0
0
0
795
INTERDEPMENTAL CHGES -POLICE 1
20
32
32
32
32
32
TOTAL OFFICE OF BUDGET AND MANAGEME
1,251,227
1,693,108
1,859,212
1,896, 993
1,932,148
1,968,433
0,11
c ;'
Friday, June 26, 1998 8:43:47 AM Page 39 of 83
City of Miami
5-Year Estimates. Expenditures by Fund,
Department and Minor Object.
Recurring /Non -Recurring
as of 6/6/98
FY 1998
FY 19�� , _
FY 2000
FY 2001
FY 2002
FY 2003
Organization
Revised
Estimated
Estimated
Estimated
Estimated
Estimated
Budget
Budget
Budget
Budget
Budget
Budget
Fund 01
GENERAL FUND
Department 42
GENERAL SERVICES ADMINISTRATION (G.S.A.)
001
SALARIES - CLASS. PERM. FT
4,779,245
5,871,798
6,124,832
6,278,474
6,442,846
6,622,995
002
FULL DISABILITY SALARIES
19,698
0
0
0
0
0
003
2/3 DISABILITY SALARIES
25,536
0
0
0
0
0
010
SALARIES - UNCLASSIFIED
786,724
720,107
755,826
772,000
787,145
802,885
012
SALARIES - PERM. PART TIME
35,345
0
0
0
0
0
013
SALARIES - TEMPORARY
62,791
64,131
65,092
66,068
67,059
68,065
025
PREVENTION PAY
4,355
0
3,628
3,600
3,600
3,600
035
MEDICAL HOLD
2,728
0
0
0
0
0
050
SALARIES - OVERTIME 1 REGULAR
164,470
158,281
160,654
163,063
165,509
167,991
055
SALARIES - SHIFT DIFFERENTIAL
3,931
0
0
0
0
0
067
DRIVER ENGINEER ALLOWANCE
64
0
0
0
0
0
075
CLOTHING - CITY PURCHASE
13,375
22,374
22,709
23,049
23,394
23,744
083
CAR ALLOWANCE
16,938
27,000
21,161
21,000
21,000
21,007
084
24 HRS CITY VEHICLE
0
0
0
0
0
0
085
TOOL ALLOWANCE
17,738
16,752
25,038
24,824
24,824
24,822
100
SOCIAL SECURITY CONTRIB
432,126
521,528
525,458
536,648
549,237
562,986
110
RETIREMENT CONTRIB.
0
0
0
0
0
0
130
GROUP INSURANCE CONTRIB.
274,955
0
0
0
0
0
150
WORKER'S COMPENSATION
0
0
0
0
0
0
166
PLUS ITEM/GARAGE ON CALL - 7.5
22
0
0
0
0
0
170
SEVERANCE PAY
638
0
0
0
0
0
180
TUITION REIMBURSEMENT
0
0
0
0
0
0
Friday, June 26, 1998 8:43:48 AM Page 40 of 83
City of Miami
5-Year Estimates. Expenditures by Fund, Department and Minor Object.
as of 6/6/98
Recurring / Non -Recurring
FY 1998
FY 1999 _., ,
FY 2000
FY 2001
FY 2002
FY 2003
Organization
Revised
Estimated
Estimated
Estimated
Estimated
Estimated
Budget
Budget
Budget
Budget
Budget
Budget
Fund 01
GENERAL FUND
Department 42
GENERAL SERVICES ADM. AND SOLI
240
PROFESSIONAL SERVICES - ENGINE
0
0
0
0
0
0
270
PROFESSIONAL SERVICES - OTHER
195,519
197,000
199,955
202,954
205,998
209,088
287
ADVERTISING
4,145
3,156
3,203
3,251
3,299
3,34P
330
TAXES
42,266
0
0
0
0
0
335
LICENSE, PERMITS & MISCELLANEO
22,480
23,431
23,783
24,140
24,502
24,869
340
OTHER CONTRACTUAL SERVICES - O
966,438
962,471
976,907
991,560
1,006,433
1,021,530
410
TRAVEL AND PER DIEM - TRAINING
0
4,000
4,060
4,121
4,183
4,245
420
TRAVEL AND PER DIEM - OTHER
1,550
9,550
9,693
9,839
9,986
10,136
495
PARKING EXPENSE
485
0
0
0
0
0
510
COMMUNICATIONS SERV. TELEPH. O
18,628
20,450
20,757
21,067
21,384
21,704
532
ROAD TOLLS
15
14
14
14
14
14
533
POSTAGE
3,309
9,129
9,266
9,405
9,546
9,689
540
UTILITY SERVICES - ELECTRICITY
378,920
409,920
416,068
422,308
428,643
435,073
550
UTILITY SERVICES - GAS
802
802
814
826
838
85'
560
UTILITY SERVICES - WATER
65,400
65,400
66,381
67,376
68,387
69,412
610
RENT OF EQUIPMENT - OUTSIDE
184,262
128,197
130,119
132,070
134,051
136,062
620
RENT BUILDINGS
14,787
14,787
15,009
15,234
15,463
15,695
630
RENT LAND
0
0
0
0
0
0
l�J
i
640
INSURANCE - PROPERTY
0
0
0
0
0
0
650
INSURANCE - LIABILITY
1,693,291
1,750,000
1,776,250
1,802,894
1,829,937
1,857,386
<7 .
651
VEHICLE LIABILITY SELF FD
800,000
900,000
913,500
927,202
941,110
955,227
,
652
POLICE TORT LIABILITY SELF-FD
1,431,946
2,000,000
2,030,000
2,060,450
2,091,357
2,122,727
Friday, June 26, 1998 8:43:49 AM Page 41 of 83
City of Miami
5-Year Estimates. Expenditures by Fund, Department and Minor Object.
Recurring /Non -Recurring
as of 6/6/98
FY 1998
FY 1999,
, FY 2000
FY 2001
FY 2002
FY 2003
Organization
Revised
Estimated
Estimated
Estimated
Estimated
Estimated
Budget
Budget
Budget
Budget
Budget
Budget
Fund 01
GENERAL FUND
Department 42
GENERAL SERVICES ADM. AND SOLI
653
SLIPS/FALLS LIABILITY SELF-FD
900,000
1,000,000
1,015,000
1,030,225
1,045,678
1,061,363
655
GROUP LIFE AD/D INS PREMIUM
2,612,870
2,785,000
2,826,775
2,869,177
2,912,215
2,955,898
656
GROUP HEALTH INS BENEFIT
12,854,235
13,500,000
13,702,500
13,908,037
14,116,658
14,328,408
657
GROUP ADM COSTS - OUTSIDE SERV
267,803
240,000
243,600
247,254
250,963
254,727
661
PUBLIC OFFICIALS LIABILITY
1,400,000
2,100,000
2,131,500
2,163,472
2,195,924
2,228,863
665
WORKERS' COMPENSATION PAYMENTS 4,127,848
4,000,000
4,060,000
4,120,900
4,182,713
4,245,454
666
WORKERS' COMPENSATION MEDICAL
3,455,000
3,200,000
3,248,000
3,296,720
3,346,171
3,396,364
667
WORKERS' COMPENSATION LEGAL
821,562
700,000
710,500
721,157
731,974
742,954
668
WORKERS' COMPENSATION MISCELLA
972,500
900,000
913,500
927,202
941,110
955,227
669
FIC SELF-INSURANCE ASSESSMENT
772,500
800,000
812,000
824,180
836,543
849,091
670
REPAIR/MAINTENANCE- OUTSIDE
1,761,458
1,948,058
1,977,277
2,006,936
2,037,042
2,067,597
680
PRINTING/BINDING - OUTSIDE
67,553
77,553
78,716
79,896
81,095
82,312
700
OFFICE SUPPLIES
33,181
35,105
35,632
36,166
36,708
37,258
701
REPAIRS -EQUIPMENT SUPPLIES
4,766
259
263
267
271
27!
702
MOTOR VEHICLE PARTS
833,999
895,313
955,752
970,088
984,639
999,409
705
HOUSEKEEPING / SANITATION SUPP
2,878
2,878
2,921
2,964
3,008
3,053
706
BUILDING MATERIALS AND SUPPLIE
32,127
62,127
62,609
64,005
64,965
62,940
707
ELECTRICAL SUPPLIES
73,847
73,847
74,954
76,078
77,219
78,377
708
PLUMBING SUPPLIES
31,039
31,039
31,504
31,976
32,455
32,941
713
LUBRICANTS AND MOTOR OIL
86,050
86,050
87,341
88,651
89,981
91,330
714
DRUGS AND MEDICINE
0
0
0
0
0
0
715
MOTOR FUEL
1,952,243
900,678
914,188
927,900
941,819
955,946
Friday, June 26, 1998 8:43:50
AM
Page 42 of 83
City of Miami
5-Year Estimates. Expenditures by Fund, Department and Minor Object.
as of 6/6/98
Recurring / Non -Recurring
FY 1998 FY 1999.,„, FY 2000 FY 2001 FY 2002 FY 2003
Organization Revised Estimated Estimated Estimated Estimated Estimated
Budget Budget Budget Budget Budget Budget
Fund 01
GENERAL FUND
Department 42
GENERAL SERVICES ADM. AND SOLI
716
PAPER STOCK - PRINTING
46,350
46,350
47,045
47,751
48,467
49,194
718
PARTS AND MAINTENANCE SUPPLIES
82,126
82,126
83,358
84,608
85,877
87,165
719
SAFETY SUPPLIES
8,305
8,305
8,430
8,556
8,685
8,81 F
720
EXPENDABLE TOOLS SHOP SUPPLIES
85,508
85,508
86,790
88,092
89,414
90,754
721
TIRES TUBES
402,949
402,949
408,993
415,128
421,355
427,676
722
MISCELLANEOUS SUPPLIES
21,369
20,487
20,794
21,106
21,423
21,744
723
PRINTING SUPPLIES
15,038
15,038
15,264
15,493
15,725
15,961
724
PAINT SUPPLIES
28,932
28,932
29,366
29,806
30,253
30,707
726
AIR CONDITIONING SUPPLIES
34,000
34,000
34,510
35,028
35,553
36,086
760
BOOKS PUBLICATIONS MEMBERSHIPS
3,455
3,850
3,907
3,965
4,025
4,084
770
INTERNAL SERV CHGES MOTOR POOL
0
0
0
0
0
0
771
INTERNAL SERV CHGES HEAVY EQUI
0
0
0
0
0
0
773
INTERNAL SERV CHGES PRINT SHOP
0
0
0
0
0
0
774
INTERNAL SERV CHGES COMMUNIC M
0
0
0
0
0
f
775
INTERNAL SERV CHGES CUSTODIAL
0
0
0
0
0
0
795
INTERDEPMENTAL CHGES -POLICE 1
46
42
43
44
45
46
840
EQUIPMENT - NEW
39,618
93,976
110,610
112,269
113,953
115,662
850
EQUIPMENT -REPLACEMENT
28,280
58,280
59,154
60,041
60,942
61,856
880
CAPITAL LEASES
14,758
3,400
3,451
3,503
3,555
3,608
955
CONTRIBUTION TO DIRECTOR OFFIC
0
0
0
0
0
0
975
TRANSFER
0
0
0
0
0
0
985
DEPRECIATION
0
0
0
0
0
0
Friday, June 26, 1998 8:43:51 AM Page 43 of 83
City of Miami
5-Year Estimates. Expenditures by Fund, Department and
Minor Object.
Recurring /Non -Recurring
as of 6/6/98
FY 1998 FY 19�9
FY 2000
FY 2001
FY 2002
FY 2003
Organization
Revised Estimated
Estimated
Estimated
Estimated
Estimated
Budget Budget
Budget
Budget
Budget
Budget
Fund 01 GENERAL FUND
Department 42 GENERAL SERVICES ADM. AND SOLI
990 OTHER NON-OPERATING
-3,500,000 500,000
507,500
515,112
522,839
530,682
996 BUDGET RESERVE
1,100,000 1,100,000
1,116,500
1,133,248
1,150,247
1,167,501
TOTAL GENERAL SERVICES ADM. AND SOLI
43,939,115 49,721,428
50,720,424
51,550,438
52,401,254
53,276,479
Friday, June 26, 1998 8:43:51 AM Page 44 of 83
City of Miami
5-Year Estimates. Expenditures by Fund, Department and Minor Object.
as of 6/6/98
Recurring / Non -Recurring
FY 1998
FY 19,�� . ,
FY 2000
FY 2001
FY 2002
FY 2003
Organization
Revised
Estimated
Estimated
Estimated
Estimated
Estimated
Budget
Budget
Budget
Budget
Budget
Budget
Fund 01
GENERAL FUND
Department 44
PENSION
011
SALARIES - COMMISSION / BOARDS
32,476
36,000
36,540
37,088
37,645
38,210
100
SOCIAL SECURITY CONTRIB -
3,172
2,754
2,796
2,838
2,881
2,924
211
ACTUARIAL REQUIREMENTS -SYSTEM
14,065,850
10,664,109
10,824,071
10,986,432
11,151,228
11,318.496
212
ACTUARIAL REQUIREMENTS -PLAN
12,988,259
0
6,857,256
6,960,115
7,064,517
7,170,484
213
CITY PENSION CONTRIBUTION I.C.
100,000
330,000
351,017
355,988
361,157
371,688
270'
PROFESSIONAL SERVICES - OTHER
3,997
0
0
0
0
0
533
POSTAGE
2,467
0
0
0
0
0
722
MISCELLANEOUS SUPPLIES
6
0
0
0
0
0
975
TRANSFER
0
0
0
0
0
0
980
ADVANCES
2,518,988
2,939,532
2,983,625
3,028,380
3,073,805
3,119,912
TOTAL PENSION
29,715,215
13,972,395
21,055,305
21,370,841
21,691,233
22,021,714
(ZffJ
Friday, June 26, 1998 8:43:52 AM Page 45 of 83
City of Miami
5-Year Estimates. Expenditures by Fund, Department and Minor Object.
Recurring /Non -Recurring
as of 6/6/98
FY 1998
FY 19,29,
FY 2000
FY 2001
FY 2002
FY 2003
Organization
Revised
Estimated
Estimated
Estimated
Estimated
Estimated
Budget
Budget
Budget
Budget
Budget
Budget
Fund 01
GENERAL FUND
i
Department 46
INFORMATION TECHNOLOGY
001
SALARIES - CLASS. PERM. FT
2,086,513
2,703,795
2,783,617
2,850,437
2,930,830
3,000,931
010
SALARIES - UNCLASSIFIED
122,617
222,517
233,817
241,104
245,408
249,844
013
SALARIES - TEMPORARY
55,203
97,493
98,955
100,440
101,946
103,47E
035
MEDICAL HOLD
0
0
0
0
0
0
050
SALARIES - OVERTIME 1 REGULAR
4,249
4,249
4,313
4,378
4,444
4,511
053
HOLIDAY PAY
7,070
7,070
7,176
7,284
7,393
7,504
055
SALARIES - SHIFT DIFFERENTIAL
2,161
2,161
2,193
2,226
2,259
2,293
100
SOCIAL SECURITY CONTRIB
166,100
181,545
184,688
188,515
192,695
195,476
110
RETIREMENT CONTRIB.
0
0
0
0
0
0
130
GROUP INSURANCE CONTRIB.
0
0
0
0
0
0
150
WORKER'S COMPENSATION
0
0
0
0
0
0
180
TUITION REIMBURSEMENT
200
200
203
206
209
212
185
FRINGE BENEFITS - OTHER
2,604
2,604
2,643
2,683
2,723
2,764
287
ADVERTISING
209
209
212
215
218
221
310
COURT COSTS AND FEES
308
308
313
318
323
328
335
LICENSE, PERMITS & MISCELLANEO
68,464
125,000
126,875
128,778
130,709
132,670
340
OTHER CONTRACTUAL SERVICES - O
34,543
80,000
81,200
82,418
83,654
84.909
410
TRAVEL AND PER DIEM - TRAINING
880
880
893
906
920
934
420
TRAVEL AND PER DIEM - OTHER
0
15,000
15,225
15,453
15,685
15,920
495
PARKING EXPENSE
558
558
566
574
583
592
510
COMMUNICATIONS SERV, TELEPH. O
786,289
1,444,749
1,466,420
1,488,416
1,510,752
1,533,403
533
POSTAGE
1,236
1,236
1,255
1,274
1,293
1,312
Friday, June 26, 1998 8:43:53
AM
Page 46 of 83
City of Miami
5-Year Estimates. Expenditures by Fund, Department and Minor Object.
as of 6/6/98
Recurring / Non -Recurring
FY 1998 FY 19,R9...,,.,
FY 2000
FY 2001
FY 2002
FY 2003
Organization
Revised Estimated
Estimated
Estimated
Estimated
Estimated
Budget Budget
Budget
Budget
Budget
Budget
Fund 01
GENERAL FUND
Department 46
INFORMATION TECHNOLOGY
540
UTILITY SERVICES - ELECTRICITY
21 0
0
0
0
0
610
RENT OF EQUIPMENT - OUTSIDE
4,144 7,000
7,105
7,211
7,319
7,429
640
INSURANCE - PROPERTY
0 0
0
0
0
('
670
REPAIR/MAINTENANCE - OUTSIDE
400,500 400,000
406,000
412,090
418,271
424,545
671
REPAIR EQUIPMENT
325 0
0
0
0
0
700
OFFICE SUPPLIES
5,709 5,709
5,795
5,882
5,970
6,060
722
MISCELLANEOUS SUPPLIES
111,562 125,000
126,875
128,778
130,710
132,671
768
BLANKET P O REPAIRS MAINT OUT
275 275
279
283
287
291
770
INTERNAL SERV CHGES MOTOR POOL
0 0
0
0
0
0
773
INTERNAL SERV CHGES PRINT SHOP
0 0
0
0
0
0
774
INTERNAL SERV CHGES COMMUNIC M
0 0
0
0
0
0
795
INTERDEPMENTAL CHGES -POLICE 1
33 33
33
33
33
33
840
EQUIPMENT - NEW
0 66,000
66,990
67,995
69,015
70,050
850
EQUIPMENT - REPLACEMENT
49,015 74,015
75,125
76,252
77,395
78,55E
902
CONTRACTUAL SERVICES
115,252 0
0
0
0
0
907
CAPITAL OUTLAY
6,300 0
0
0
0
0
�zor
TOTAL INFORMATION TECHNOLOGY
4,032,340 5,567,606
y 5,698,766
5,814,149
5,941,044
6,056,934
Friday, June 26, 1998 8:43:53 AM Page 47 of 83
City of Miami
5-Year Estimates. Expenditures by Fund, Department and Minor Object.
Recurring /Non -Recurring
as of 6/6/98
FY 1998
FY 19.99 FY 2000
FY 2001
FY 2002
FY 2003
Organization
Revised
Estimated
Estimated
Estimated
Estimated
Estimated
Budget
Budget
Budget
Budget
Budget
Budget
Fund 01
GENERAL FUND
Department 52
INTERNAL AUDITS
001
SALARIES - CLASS. PERM. FT
444,877
515,111
531,948
541,713
553,396
564,467
010
SALARIES - UNCLASSIFIED
269,945
323,865
333,400
339,420
345,876
352,599
013
SALARIES -TEMPORARY
21,728
21,728
22,054
22,385
22,721
23,062
100
SOCIAL SECURITY CONTRIB
50,618
62,561
62,767
63,673
64,524
65,187
110
RETIREMENT CONTRIB.
0
0
0
0
0
0
130
GROUP INSURANCE CONTRIB.
0
0
0
0
0
0
150
WORKER'S COMPENSATION
0
0
0
0
0
0
180
TUITION REIMBURSEMENT
120
120
122
124
126
128
280
PROFESSIONAL SERVICES - ACCT'G
18,152
20,000
20,300
20,604
20,913
21,227
340
OTHER CONTRACTUAL SERVICES - 0
1,947
609
619
628
638
647
410
TRAVEL AND PER DIEM - TRAINING
4,000
8,000
8,120
8,242
8,366
8,492
420
TRAVEL AND PER DIEM - OTHER
0
200
203
207
210
213
475
ENTERTAINMENT
177
300
304
309
314
319
495
PARKING EXPENSE
492
430
436
442
448
451
510
COMMUNICATIONS SERV. TELEPH. 0
2,019
1,989
2,019
2,049
2,079
2,111
533
POSTAGE
280
650
660
r
669
679
688
610
RENT OF EQUIPMENT - OUTSIDE
4,065
5,004
5,079
5,156
5,233
5,311
640
INSURANCE - PROPERTY
0
0
0
0
0
0
670
REPAIRWAINTENANCE - OUTSIDE
205
0
0
0
0
0
700
OFFICE SUPPLIES
4,641
4,526
4,594
4,663
4,733
4,803
716
PAPER STOCK - PRINTING
0
300
305
309
314
318
722
MISCELLANEOUS SUPPLIES
930
930
944
958
972
987
Friday, June 26, 1998 8:43:54
AM
Page 48 of 83
City of Miami
5-Year Estimates. Expenditures by Fund, Department and Minor Object.
as of 6/6/98
Recurring / Non -Recurring
FY 1998 FY 1999,FY 2000 FY 2001 FY 2002 FY 2003
Organization Revised Estimated Estimated Estimated Estimated Estimated
Budget Budget Budget Budget Budget Budget
Fund 01
GENERAL FUND
Department 52
INTERNAL AUDITS
760
BOOKS PUBLICATIONS MEMBERSHIPS
1,042
1,877
1,906
1,935
1,964
1,994
770
INTERNAL SERV CHGES MOTOR POOL
0
0
0
0
0
0
773
INTERNAL SERV CHGES PRINT SHOP
0
0
0
0
0
C
774
INTERNAL SERV CHGES COMMUNIC M
0
0
0
0
0
0
840
EQUIPMENT - NEW
0
5,480
5,562
5,646
5,730
5,816
TOTAL INTERNAL AUDITS AND REVIEWS
825,238
973,680
1,001,342
1,019,132
1,039,236
1,058,823
Friday, June 26, 1998 8:43:55 AM Page 49 of 83
City of Miami
5-Year Estimates. Expenditures by Fund, Department and Minor Object.
Recurring INon-Recurring
as of 676l98
FY 1998 FY 19�9, ` FY 2000 FY 2001 FY 2002 FY 2003
Organization Revised Estimated Estimated Estimated Estimated Estimated
Budget Budget Budget Budget Budget Budget
Fund 01
GENERAL FUND
Department 56
BUILDING AND ZONING
001
SALARIES - CLASS. PERM. FT
010
SALARIES - UNCLASSIFIED
035
MEDICAL HOLD
050
SALARIES - OVERTIME 1 REGULAR
075
CLOTHING - CITY PURCHASE
087
TUITION REIMB.-EDUC. ASSIST.-N
100
SOCIAL SECURITY CONTRIB
110
RETIREMENT CONTRIB.
130
GROUP INSURANCE CONTRIB.
150
WORKER'S COMPENSATION
180
TUITION REIMBURSEMENT
250
PROFESSIONAL SERVICES - LEGAL
287
ADVERTISING
289
SPECIAL SERVICES - MISCELLANEO
310
COURT COSTS AND FEES
340
OTHER CONTRACTUAL SERVICES - 0
410
TRAVEL AND PER DIEM - TRAINING
420
TRAVEL AND PER DIEM - OTHER
495
PARKING EXPENSE
510
COMMUNICATIONS SERV. TELEPH. 0
532
ROAD TOLLS
533
POSTAGE
2,497,883
2,947,247
3,084,621
3,164,701
3,243,594
3,331,166
339,124
368,475
387,529
398,416
406,235
414,364
138
0
0
0
0
0
1,466
4,000
4,060
4,121
4,182
4,245
6,600
6,000
6,090
6,181
6,274
6,368
0
4,000
6,597
6,696
6,796
6.898
204,758
248,350
260,903
266,373
271,614
277,642
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
1,001
2,500
2,030
2,060
2,090
2,122
2,000
5,000
5,075
5,151
5,228
5,306
3,515
6,240
6,333
6,428
6,525
6,622
4,489
16,720
4,556
4,624
4,693
4,76°
4,635
5,635
4,705
4,776
4,848
4,921
83,599
115,568
117,425
119,186
120,974
122,790
395
500
908
922
935
949
222
0
0
0
0
0
538
0
0
0
0
0
4,114
4,120
4,179
4,243
4,307
4,371
49
51
53
54
55
56
7,361
13,360
8,484
8,611
8,741
8,872
Friday, June 26, 1998 8:43:56 AM Page 50 of 83
City of Miami
5-Year Estimates. Expenditures by Fund, Department and Minor Object.
as of 6/6/98
Recurring / Non -Recurring
FY 1998 FY 19pq,
FY 2000
FY 2001
FY 2002
FY 2003
Organization
Revised Estimated
Estimated
Estimated
Estimated
Estimated
Budget Budget
Budget
Budget
Budget
Budget
Fund 01
GENERAL FUND
Department 56
BUILDING AND ZONING
610
RENT OF EQUIPMENT - OUTSIDE
12,898 14,994
13,289
13,488
13,691
13,896
620
RENT BUILDINGS
8,222 10,000
8,345
8,470
8,597
8,726
640
INSURANCE - PROPERTY
0 0
0
0
0
(`
670
REPAIR/MAINTENANCE - OUTSIDE
4,384 4,389
4,799
4,871
4,944
5,019
680
PRINTING/BINDING- OUTSIDE
301 1,051
1,066
1,082
1,099
1,115
700
OFFICE SUPPLIES
7,268 8,770
9,407
9,548
9,692
9,837
716
PAPER STOCK - PRINTING
4,123 4,120
4,185
4,248
4,312
4,377
719
SAFETY SUPPLIES
3,755 5,755
5,841
5,928
6,017
6,107
722
MISCELLANEOUS SUPPLIES
10,607 10,300
9,131
9,268
9,407
9,548
760
BOOKS PUBLICATIONS MEMBERSHIPS
662 1,000
1,687
1,712
1,737
1,763
770
INTERNAL SERV CHGES MOTOR POOL
0 0
0
0
0
0
774
INTERNAL SERV CHGES COMMUNIC M
0 0
0
0
0
0
793
OZALID BILLINGS
28 26
28
28
28
28
795
INTERDEPMENTAL CHGES -POLICE 1
39 120
99
100
101
10.
840
EQUIPMENT - NEW
12,756 28,843
14,210
14,422
14,639
14,859
880
CAPITAL LEASES
0 11,461
0
0
0
0
902
CONTRACTUAL SERVICES
30,407 0
Y 0
0
0
0
907
CAPITAL OUTLAY
128,461 0
0
0
0
0
4 TOTAL BUILDING AND ZONING
3,385,798 3,848,595
3,975,635
4,075,708
4,171,355
4,276,832
i
Friday, June 26, 1998 8:43:57 AM
Page 51 of 83
City of Miami
5-Year Estimates. Expenditures by Fund,
Department and Minor Object.
Recurring /Non -Recurring
as of 6/6/98
FY 1998
FY 19pq,
FY 2000
FY 2001
FY 2002
FY 2003
Organization
Revised
Estimated
estimated
Estimated
Estimated
Estimated
Budget
Budget
Budget
Budget
Budget
Budget
Fund 01
GENERAL FUND
Department 58
PARKS AND RECREATION
001
SALARIES - CLASS. PERM. FT
3,283,834
3,711,979
3,892,403
3,984,623
4,083,782
4,197,014
003
2/3 DISABILITY SALARIES
2,819
0
0
0
0
0
010
SALARIES - UNCLASSIFIED
323,809
401,182
418,017
431,120
444,081
449,491
012
SALARIES - PERM. PART TIME
285,616
285,616
289,901
294,250
298,664
303,144
013
SALARIES -TEMPORARY
774,631
1,704,631
1,726,251
1,753,045
1,780,016
1,807,166
035
MEDICAL HOLD
17
0
0
0
0
0
050
SALARIES - OVERTIME 1 REGULAR
2,306
2,306
2,341
2,376
2,412
2,448
075
CLOTHING - CITY PURCHASE
11,242
11,242
11,411
11,582
11,756
11,932
083
CAR ALLOWANCE
3,601
0
0
0
0
0
087
TUITION REIMB.-EDUC. ASSIST.-N
100
0
0
0
0
0
100
SOCIAL SECURITY CONTRIB
409,467
439,868
397,539
405,254
413,355
427,085
110
RETIREMENT CONTRIB.
0
0
0
0
0
0
130
GROUP INSURANCE CONTRIB.
0
0
0
0
0
0
150
WORKER'S COMPENSATION
0
0
0
0
0
C
170
SEVERANCE PAY
93,907
0
0
0
0
0
270
PROFESSIONAL SERVICES - OTHER
425
425
432
439
446
453
287
ADVERTISING
1,321
1,321
1,341
1,361
1,381
1,401
335
LICENSE, PERMITS & MISCELLANEO
14,803
14,803
15,025
15,250
15,479
15,711
340
OTHER CONTRACTUAL SERVICES - O
220,686
220,686
223,997
227,358
230,769
234,231
420
TRAVEL AND PER DIEM - OTHER
413
412
418
424
430
436
495
PARKING EXPENSE
103
103
105
107
109
111
510
COMMUNICATIONS SERV. TELEPH. O
37,185
37,183
37,742
38,308
38,881
39,465
Friday, June 26, 1998 8:43:58
AM
Page 52 of 83
City of Miami
5-Year Estimates. Expenditures by Fund, Department and Minor Object.
Recurring / Non -Recurring
as of 6/6/98
FY 1998 FY lW9 FY 2000 FY 2001 FY 2002 FY 2003
Organization Revised Estimated Estimated Estimated Estimated Estimated
Budget Budget Budget Budget Budget Budget
Fund 01
GENERAL FUND
Department 58
PARKS AND RECREATION
530
TRANSPORTATION
531
DADE COUNTY SCALE FEES
532
ROAD TOLLS
533
POSTAGE
540
UTILITY SERVICES - ELECTRICITY
550
UTILITY SERVICES - GAS
560
UTILITY SERVICES - WATER
610
RENT OF EQUIPMENT - OUTSIDE
620
RENT BUILDINGS
640
INSURANCE -PROPERTY
670
REPAIR/MAINTENANCE - OUTSIDE
700
OFFICE SUPPLIES
701
REPAIRS -EQUIPMENT SUPPLIES
704
CHEMICALS
705
HOUSEKEEPING / SANITATION SUPP
706
BUILDING MATERIALS AND SUPPLIE
708
PLUMBING SUPPLIES
710
FOOD
CZ)
712
HORTICULTURAL SUPPLIES
714
DRUGS AND MEDICINE
717
PLAYGROUND SUPPLIES
G.r
719
SAFETY SUPPLIES
Friday, June 26, 1998 8:43:59
AM
27,813
27,813
28,230
28,653
29,083
29,519
40,482
40,482
41,089
41,705
42,331
42,966
3,003
3,003
3,048
3,094
3,140
3,187
3,311
3,311
3,606
3,660
3,715
3,771
577,437
575,101
586,099
594,891
603,814
612,871
10,771
10,300
10,933
11.097
11,263
11,432
430,000
430,000
436,450
442,997
449,642
456,387
20,082
17,295
17,555
17,817
18,084
18,355
934
34,530
35,048
35,574
36,108
36,650
0
0
0
0
0
0
11,024
11,024
11,189
11,357
11,527
11,699
8,997
8,993
9,129
9,266
9,405
9,545
308
308
313
318
323
328
55,647
55,647
56,481
57,328
58,188
59,06'
27,487
26,848
27,251
27,659
28,074
28,495
6,078
3,464
3,516
3,569
3,622
3,676
0
0
0
0
0
0
57,748
57,748
58,614
59,493
60,386
61,292
51,778
51,778
52,555
53,343
54,143
54,955
2,370
2,369
2,405
2,441
2,477
2,514
35,952
35,952
36,492
37,039
37,595
38,159
24,253
17,878
18,146
18,418
18,694
18,974
Page 53 of 83
City of Miami
5-Year Estimates. Expenditures by Fund, Department and
Minor Object.
Recurring /Non -Recurring
as of 6/6/98
Organization
FY 1998 FY 19,99.
Revised Estimated
Budget Budget
FY 2000
Estimated
Budget
FY 2001
Estimated
Budget
FY 2002
Estimated
Budget
FY 2003
Estimated
Budget
Fund 01
GENERAL FUND
1
Department 58
PARKS AND RECREATION
720
EXPENDABLE TOOLS SHOP SUPPLIES
13,006 12,684
12,875
13,069
13,265
13,464
722
MISCELLANEOUS SUPPLIES
16,716 16,716
16,967
17,222
17,481
17,743
760
BOOKS PUBLICATIONS MEMBERSHIPS
14 12
14
14
14
lZ
770
INTERNAL SERV CHGES MOTOR POOL
0 0
0
0
0
0
771
INTERNAL SERV CHGES HEAVY EQUI
0 0
0
0
0
0
773
INTERNAL SERV CHGES PRINT SHOP
0 0
0
0
0
0
774
INTERNAL SERV CHGES COMMUNIC M
0 0
0
0
0
0
775
INTERNAL SERV CHGES CUSTODIAL
0 0
0
0
0
0
795
INTERDEPMENTAL CHGES -POLICE 1
123 118
124
126
128
130
840
EQUIPMENT - NEW
31,367 34,153
34,665
35,186
35,715
36,251
907
CAPITAL OUTLAY
4,256 0
0
0
0
0
930
AID TO PRIVATE ORGANIZATION
217,002 143,600
145,754
147,940
150,159
152,411
996
BUDGET RESERVE
0 0
0
0
0
0
TOTAL PARKS
AND RECREATION
7,144,244 8,452,884
8,665,471
8,838,773
9,019,937
9,213,93-
Friday, June 26, 1998 8:44:00 AM Page 54 of 83
City of Miami
5-Year Estimates. Expenditures by Fund, Department and Minor Object.
as of 6/6/98
Recurring / Non -Recurring
FY 1998 FY 19,99 _ FY 2000 FY 2001 FY 2002 FY 2003
Organization Revised Estimated Estimated Estimated Estimated Estimated
Budget Budget Budget Budget Budget Budget
Fund 01
GENERAL FUND
Department 66
DEPT. OF COMMUNITY PLANNING &
001
SALARIES -CLASS. PERM. FT
1,068,600
1,300,440
1,466,838
1,514,028
1,557,412
1,596,510
010
SALARIES - UNCLASSIFIED
837,931
860,945
804,326
826,325
842,529
859,382
013
SALARIES - TEMPORARY
39,811
45,186
45,864
46,552
47,251
47,96C
100
SOCIAL SECURITY CONTRIB
139,341
158,710
165,638
169,218
172,183
174,854
110
RETIREMENT CONTRIB.
0
0
0
0
0
0
130
GROUP INSURANCE CONTRIB.
0
0
0
0
0
0
150
WORKER'S COMPENSATION
0
0
0
0
0
0
170
SEVERANCE PAY
0
0
0
0
0
0
180
TUITION REIMBURSEMENT
0
0
0
0
0
0
205
LOT CLEARING AND DEMOLITION
0
0
0
0
0
0
220
PROFESSIONAL SERVICES - APPRAI
52,100
52,100
52,881
53,674
54,479
55,296
240
PROFESSIONAL SERVICES - ENGINE
6,967
6,967
7,072
7,178
7,286
7,395
250
PROFESSIONAL SERVICES - LEGAL
12,608
17,608
17,872
18,140
18,412
18,688
270
PROFESSIONAL SERVICES - OTHER
61,700
110,782
112,443
114,131
115,842
117,58(
280
PROFESSIONAL SERVICES - ACCT'G
31,706
43,323
43,973
44,633
45,303
45,982
287
ADVERTISING
23,171
13,171
13,369
13,570
13,773
13,980
310
COURT COSTS AND FEES
2,090
2,090
2,121
2,153
2,185
2,217
340
OTHER CONTRACTUAL SERVICES - O
6,502
6,502
6,600
6,699
6,799
6,901
r�<
420
TRAVEL AND PER DIEM - OTHER
7,500
10,386
10,542
10,699
10,859
11,021
i
475
ENTERTAINMENT
1,030
1,030
1,045
1,061
1,077
1,093
495
PARKING EXPENSE
4,469
4,467
4,534
4,602
4,671
4,741
510
COMMUNICATIONS SERV. TELEPH. O
3,844
3,844
3,902
3,960
4,020
4,080
Friday, June 26, 1998 8:44:00
AM
Pa a 55 of 83
9
City of Miami
5-Year Estimates. Expenditures by Fund, Department
and Minor Object.
Recurring /Non -Recurring
as of 6/6/98
Organization
FY 1998
Revised
Budget
FY 1998
Estimated
Budget
.,,; FY 2000
Estimated
Budget
FY 2001
Estimated
Budget
FY 2002
Estimated
Budget
FY 2003
Estimated
Budget
Fund 01
GENERAL FUND
Department 66
DEPT. OF COMMUNITY PLANNING &
532
ROAD TOLLS
265
265
269
273
-
277
281
533
POSTAGE
6,846
6,948
7,053
7,158
7,266
7,374
540
UTILITY SERVICES - ELECTRICITY
44,190
0
0
0
0
0
560
UTILITY SERVICES - WATER
2,063
3
3
3
3
3
610
RENT OF EQUIPMENT - OUTSIDE
10,612
10,612
10,771
10,933
11,097
11,263
620
RENT BUILDINGS
1,030
1,030
1,045
1,061
1,077
1,093
640
INSURANCE - PROPERTY
0
0
0
0
0
0
670
REPAIR/MAINTENANCE - OUTSIDE
48,933
53,933
54,742
55,563
56,397
57,243
700
OFFICE SUPPLIES
7,240
7,368
7,425
7,592
7,706
7,822
722
MISCELLANEOUS SUPPLIES
10,845
8,845
8,977
9,112
9,248
9,387
728
EQUIPMENT USAGE
12,360
12,360
12,545
12,733
12,924
13,118
731
OPER. SUPPLIES -COMPUTER PRINTI
3,090
3,090
3,136
3,183
3,231
3,279
760
BOOKS PUBLICATIONS MEMBERSHIPS
5,408
5,908
5,997
6,086
6,178
6,271
770
INTERNAL SERV CHGES MOTOR POOL
0
0
0
0
0
C
773
INTERNAL SERV CHGES PRINT SHOP
0
0
0
0
0
0
774
INTERNAL SERV CHGES COMMUNIC M
0
0
0
0
0
0
775
INTERNAL SERV CHGES CUSTODIAL
0
0
0
0
0
0
792
ENGINEERING - PUBLIC WORKS
515
515
523
531
539
547
793
OZALID BILLINGS
0
2,000
2,030
2,060
2,091
2,123
795
INTERDEPMENTAL CHGES -POLICE 1
155
155
158
161
164
167
840
EQUIPMENT - NEW
17,117
17,117
17,373
17,633
17,897
18,165
TOTAL PLANNING AND DEVELOPMENT
2,470,039
2,767,700
2,891,067
2,970,705
3,040,176
3,105,816
Friday, June 26, 1998 8:44:01
AM
Page 56 of 83
City of Miami
5-Year Estimates. Expenditures by Fund, Department and Minor Object.
as of 6/6/98
Recurring / Non -Recurring
FY 1998
FY 199,9..,,,;
, FY 2000
EY 2001
FY 2002
FY 2003
Organization
Revised
Estimated
Estimated
Estimated
Estimated
Estimated
Budget
Budget
Budget
Budget
Budget
Budget
Fund 01
GENERAL FUND
1
Department 82
OFFICE OF HEARING BOARDS
001
SALARIES -CLASS. PERM. FT
78,303
110,343
105,387
109,146
111,289
114,139
010
SALARIES - UNCLASSIFIED
175,001
157,111
165,046
171,275
174,628
178,122
011
SALARIES - COMMISSION / BOARDS
0
0
0
0
0
0
013
SALARIES - TEMPORARY
2,931
0
0
0
0
0
050
SALARIES - OVERTIME 1 REGULAR
0
0
0
0
0
0
100
SOCIAL SECURITY CONTRIB
17,280
19,746
20,295
20,986
21,315
21,688
110
RETIREMENT CONTRIB.
0
0
0
0
0
0
130
GROUP INSURANCE CONTRIB.
0
0
0
0
0
0
150
WORKER'S COMPENSATION
0
0
0
0
0
0
180
TUITION REIMBURSEMENT
175
0
0
0
0
0
250
PROFESSIONAL SERVICES - LEGAL
18,097
36,000
36,540
37,088
37,644
38,209
270
PROFESSIONAL SERVICES - OTHER
11,950
12,150
12,332
12,517
12,705
12,895
287
ADVERTISING
130,000
133,936
135,945
137,984
140,053
142,154
289
SPECIAL SERVICES - MISCELLANEO
6,950
13,050
13,246
13,445
13,647
13,852
340
OTHER CONTRACTUAL SERVICES - O
1,383
1,743
1,769
1,796
1,823
1,850
510
COMMUNICATIONS SERV. TELEPH. O
259
259
263
267
271
275
533
POSTAGE
2,440
5,160
5,238
5,316
5,396
5,477
610
RENT OF EQUIPMENT - OUTSIDE
23,280
25,180
25,558
25,940
26,330
26,725
640
INSURANCE - PROPERTY
0
0
0
0
0
0
670
REPAIR/MAINTENANCE - OUTSIDE
375
394
400
407
413
419
E
700
OFFICE SUPPLIES
974
1,674
1,700
1,725
1,751
1,777
716
PAPERSTOCK- PRINTING
1,669
1,669
1,694
1,719
1,745
1,771
�mj
Friday, June 26, 1998 8:44:03
AM
Page 57 of 83
City of Miami
5-Year Estimates. Expenditures by Fund, Department and Minor Object.
Recurring /Non -Recurring
as of 6/6/98
FY 1998
FY 19.89 , ,. ,
FY 2000
FY 2001
FY 2002
FY 2003
Organization
Revised
Estimated
Estimated
Estimated
Estimated
Estimated
Budget
Budget
Budget
Budget
Budget
Budget
Fund 01 GENERAL FUND
Department 82 OFFICE OF HEARING BOARDS
722 MISCELLANEOUS SUPPLIES
1,380
1,545
1,568
1,592
1,616
1,640
760 BOOKS PUBLICATIONS MEMBERSHIPS
617
0
0
0
0
0
774 INTERNAL SERV CHGES COMMUNIC M
0
0
0
0
0
0
795 INTERDEPMENTAL CHGES -POLICE 1
0
0
0
0
0
0
TOTAL OFFICE OF HEARING BOARDS
473,064
519,960
526,981
541,203
550,626
560,993
Friday, June 26, 1998 8:44:03 AM Page 58 of 83
%,ity of Miami
6-Year Estimates. Expenditures by Fund, Department and
Minor Object.
Recurring / Non -Recurring
as of 6i6/98
Organization
FY 1998 FY 1999
Revised Estimated
Budget Budget
FY 2000
Estimated
Budget
FY 2001
Estimated
Budget
FY 2002
Estimated
Budget
FY 2003
Estimated
Budget
Fund 01
GENERAL FUND
Department 84
OFFICE OF EQUAL OPP/DIV PGM
01
SALARIES - CLASS. PERM. FT
0 0
0
0
0
0
010
SALARIES - UNCLASSIFIED
135,913 188,679
191,449
196,002
199,658
203,451
013
SALARIES - TEMPORARY
2,482 0
0
0
0
F
100
SOCIAL SECURITY CONTRIB
9,250 13,949
14,266
14,307
14,431
14,600
110
RETIREMENT CONTRIB.
0 0
0
0
0
0
130
GROUP INSURANCE CONTRIB.
0 0
0
0
0
0
150
WORKER'S COMPENSATION
0 0
0
0
0
0
410
TRAVEL AND PER DIEM - TRAINING
0 2,500
2,538
2,576
2,614
2.653
510
COMMUNICATIONS SERV. TELEPH. 0
2,019 2,019
2,049
2,080
2,111
2,143
533
POSTAGE
0 206
210
213
217
220
610
RENT OF EQUIPMENT - OUTSIDE
4,872 5,508
5,591
5,674
5,759
5,845
640
INSURANCE - PROPERTY
0 0
0
0
0
0
670
REPAIRIMAINTENANCE - OUTSIDE
135 154
156
159
161
324
700
OFFICE SUPPLIES
902 1,030
1,046
1,062
1,078
1,094
760
BOOKS PUBLICATIONS MEMBERSHIPS
0 500
508
,515
523
531
774
INTERNAL SERV CHGES COMMUNIC M
0 0
0
0
0
0
795
INTERDEPMENTAL CHGES -POLICE 1
41 41
42
43
44
45
TOTAL OFFICE OF EQUAL OPP/DIV PGM
155,614 214,586
217,855
222,631
226,596
230.906
Friday, June 26, 1998 8:44:04 AM
Page 59 of 83
City of Miami
6.Year Estimates. Expenditures by Fund, Department and Minor Object.
Recurring / Non -Recurring
as of 6/6198
Organization
FY 1998
Revised
Budget
FY 1999
Estimated
Budget
FY 2000
Estimated
Budget
FY 2001
Estimated
Budget
FY 2002
Estimated
Budget
FY 2003
Estimated
Budget
Fund 01
GENERAL FUND
Department 86
OFFICE OF LABOR RELATIONS
010
SALARIES - UNCLASSIFIED
414,943
426.190
434,475
443,097
376.532
394,623
013
SALARIES - TEMPORARY
0
0
0
0
0
0
100
SOCIAL SECURITY CONTRIB
25,202
27,213
28,935
29,522
29,931
30,330
110
RETIREMENT CONTRIB.
0
0
0
0
0
0
130
GROUP INSURANCE CONTRIB.
0
0
0
0
0
0
150
WORKER'S COMPENSATION
0
0
0
0
0
0
265
PROFESSIONAL SERVICES - ARBITR
7,773
15.000
15,225
15,453
15,685
15,920
340
OTHER CONTRACTUAL SERVICES - 0
193
200
203
206
209
212
420
TRAVEL AND PER DIEM - OTHER
0
4,000
4,060
4,121
4,183
4,245
510
COMMUNICATIONS SERV. TELEPH. 0
1,254
1,030
1,045
1,061
1,077
1,093
530
TRANSPORTATION
154
150
152
154
156
158
533
POSTAGE
619
600
609
618
627
636
610
RENT OF EQUIPMENT - OUTSIDE
2,111
2,538
2,576
2,615
2,655
2,694
640
INSURANCE -PROPERTY
0
0
0
0
0
p
670
REPAIR/MAINTENANCE - OUTSIDE
1,177
1,270
1,289
1,309
1,328
1.348
700
OFFICE SUPPLIES
2,217
2,600
2,639
2,679
2,718
2,720
722
MISCELLANEOUS SUPPLIES
1,466
1,609
1,633
1,657
1,683
1,708
760
BOOKS PUBLICATIONS MEMBERSHIPS
214
8,750
8,881
9,014
9.149
9,286
774
INTERNAL SERV CHGES COMMUNIC M
0
0
0
0
0
0
840
EQUIPMENT - NEW
1.366
0
1,386
1,407
1,428
1,449
TOTAL OFFICE OF LABOR RELATIONS 420,278 459,583 483,576 496.006 505,304 514,896
Friday, June 26, 1998 8:44:05 AM Page 60 of 83
City of Miami
5-Year Estimates. Expenditures by Fund, Department and Minor Object.
as of 6/6/98
Recurring I Non -Recurring
FY 1998 FY FY 2000 FY 2001 FY 2002 FY 2003
Organization Revised Estimated Estimated Estimated Estimated Estimated
Budget Budget Budget Budget Budget Budget
Fund 01
GENERAL FUND
Department 87
COMMUNITY INFORMATION
001
SALARIES - CLASS. PERM. FT
010
SALARIES - UNCLASSIFIED
100
SOCIAL SECURITY CONTRIB
170
SEVERANCE PAY
287
ADVERTISING
340
OTHER CONTRACTUAL SERVICES - 0
420
TRAVEL AND PER DIEM - OTHER
495
PARKING EXPENSE
510
COMMUNICATIONS SERV. TELEPH. 0
533
POSTAGE
610
RENT OF EQUIPMENT - OUTSIDE
700
OFFICE SUPPLIES
722
MISCELLANEOUS SUPPLIES
760
BOOKS PUBLICATIONS MEMBERSHIPS
795
INTERDEPMENTAL CHGES -POLICE 1
840
EQUIPMENT - NEW
TOTAL COMMUNITY INFORMATION
132,470
142,824
- 148,179
151,038
15 -_
6,166
160,312
233,428
105,962
322,477
256,872
261,910
267,154
28,585
19,032
35,701
30,828
31,518
32,120
9,984
0
0
0
0
0
0
1,000
1,015
1,030
1,046
1,061
0
2,200
2,233
2,266
2,300
2,335
0
2,000
2,030
2,060
2,091
2,123
0
500
508
515
523
531
0
1,000
1,015
1,030
1,046
1,061
0
2,000
2,030
2,060
2,091
2,123
0
3,000
3,045
3,091
3,137
3,184
0
3,000
3,045
3,091
3,137
3,184
0
2,250
2,284
2,318
2,353
2,388
0
500
508
515
523
53'
0
0
0
0
0
0
0
7,550
7,663
7,778
7,895
8,013
404,467
292,818
531,733
464,492
475.736
486,120
Friday, June 26, 1998 8:44:06 AM
Page 61 of 83
City of Miami
5-Year Estimates. Expenditures by Fund, Department
and Minor Object.
Recurring /Non -Recurring
as of 6/6/98
FY 1998
FY 199,9„
FY 2000
FY 2001
FY 2002
FY 2003
Organization
Revised
Estimated
Estimated
Estimated
Estimated
Estimated
Budget
Budget
Budget
Budget
Budget
Budget
Fund 01
GENERAL FUND
Department 88
PURCHASING
001
SALARIES - CLASS. PERM. FT
451,974
485,357
513,379
529,326
543,899
555,997
010
SALARIES - UNCLASSIFIED
298,781
254,754
264,988
271,681
277,011
282,551
035
MEDICAL HOLD
0
0
0
0
0
0
100
SOCIAL SECURITY CONTRIB
54,672
53,850
57,134
58,721
60,015
61,133
110
RETIREMENT CONTRIB.
0
0
0
0
0
0
130
GROUP INSURANCE CONTRIB.
0
0
0
0
0
0
150
WORKER'S COMPENSATION
0
0
0
0
0
0
287
ADVERTISING
3,607
3,607
3,661
3,716
3,772
3,829
340
OTHER CONTRACTUAL SERVICES - 0
2,865
6,121
6,213
6,306
6,403
6,500
410
TRAVEL AND PER DIEM - TRAINING
3,510
4,655
4,725
4,796
4,867
4,940
420
TRAVEL AND PER DIEM - OTHER
0
4,500
4,568
4,636
4,706
4,776
510
COMMUNICATIONS SERV. TELEPH. 0
1,032
1,032
1,047
1,063
1,079
1,095
533
POSTAGE
12,144
12,144
12,326
12,511
12,699
12,889
610
RENT OF EQUIPMENT - OUTSIDE
5,118
1,620
1,644
1,669
1,694
1,71�
640
INSURANCE -PROPERTY
0
0
0
0
0
0
670
REPAIR/MAINTENANCE - OUTSIDE
2,524
2,524
2,562
2,600
2,639
2,679
700
OFFICE SUPPLIES
3,913
4,980
w 6,138
6,230
6,324
6,417
722
MISCELLANEOUS SUPPLIES
226
258
261
265
268
273
760
BOOKS PUBLICATIONS MEMBERSHIPS
2,819
2,819
2,861
2,904
2,948
2,992
770
INTERNAL SERV CHGES MOTOR POOL
0
0
0
0
0
0
774
INTERNAL SERV CHGES COMMUNIC M
0
0
0
0
0
0
TOTAL PURCHASING
843,185
838,221
881,507
906,424
928,324
947,790
Friday, June 26, 1998 8:44:07
AM
Page 62 of 83
City of Miami
5-Year Estimates. Expenditures by Fund, Department and
Minor Object.
as of 6/6/98
Recurring / Non -Recurring
FY 1998
FY 1�69, ,
FY 2000
FY 2001
FY 2002
FY 2003
Organization
Revised
Estimated
Estimated
Estimated
Estimated
Estimated
Budget
Budget
Budget
Budget
Budget
Budget
Fund 01
GENERAL FUND
Department 92
SPECIAL PROGRAMS AND ACCOUNTS
001
SALARIES - CLASS. PERM. FT
-145,996
369,378
86,099
87,365
89,080
91,490
006
EARNED TIME PAYOFF
6,776
6,776
6,878
6,981
7,086
7,192
007
ADVANCE EARNED INCOME CREDIT
3,579
3,447
3,461
3,436
3,436
3,43,�
010
SALARIES - UNCLASSIFIED
1,103,245
1,422,637
862,524
863,890
866,090
868,358
012
SALARIES - PERM. PART TIME
0
0
0
0
0
0
013
SALARIES - TEMPORARY
32,680
27,680
28,095
28,516
28,944
29,378
080
EXPENSE ALLOWANCE
3,003
3,003
3,048
3,094
3,140
3,187
087
TUITION REIMB.-EDUC. ASSIST.-N
0
0
0
0
0
0
091
EMPLOYEE AWARDS
3,500
3,500
3,552
3,605
3,659
3.714
100
SOCIAL SECURITY CONTRIB
69,977
15,731
16,498
16,650
16,885
17,160
104
SOC. SEC. ON TERM LIFE INSURAN
2,821
24,389
24,483
24,296
24,296
24,298
110
RETIREMENT CONTRIB.
0
0
0
0
0
0
130
GROUP INSURANCE CONTRIB.
1,522,529
0
0
0
0
0
150
WORKER'S COMPENSATION
-700,000
-700,000
-700,000
-700,000
-700,000
-700,OOf
160
UNEMPLOYMENT COMPENSATION
31,287
61,998
62,928
63,872
64,830
65,802
170
SEVERANCE PAY
1,000,000
1,765,575
1,792,059
Y
1,818,940
1,846,224
1,873.917
250
PROFESSIONAL SERVICES - LEGAL
600,000
750,000
761,250
772,669
784,259
796,023
270
PROFESSIONAL SERVICES - OTHER
1,042,373
1,855,915
1,883,753
1,912,009
1,940,689
1,969,798
287
ADVERTISING
265,277
505,277
512,856
520,549
528,357
536,282
CPO",
i
289
SPECIAL SERVICES - MISCELLANEO
10,052
10,052
10,203
10,356
10,511
10,669
330
TAXES
72,102
72,102
73,184
74,282
75,396
76,527
340
OTHER CONTRACTUAL SERVICES - O
54,182
54,182
54,994
55,819
56,657
57,507
'"�
Friday, June 26, 1998 8:44:08
AM
Page 63 of 83
City of Miami
5-Year Estimates. Expenditures by Fund, Department and
Minor Object.
Recurring /Non -Recurring
as of 6/6/98
FY 1998
FY 1 SOS..
FY 2000
FY 2001
FY 2002
FY 2003
Organization
Revised
Estimated
Estimated
Estimated
Estimated
Estimated
Budget
Budget
Budget
Budget
Budget
Budget
Fund 01
GENERAL FUND
Department 92
SPECIAL PROGRAMS AND ACCOUNTS
410
TRAVEL AND PER DIEM - TRAINING
213,378
234,048
237,559
241,123
244,740
248,411
420
TRAVEL AND PER DIEM - OTHER
27,155
217,700
220,964
224,279
227,644
231,058
470
ENTERTAINMENT
2,058
2,058
2,089
2,120
2,152
2,184
510
COMMUNICATIONS SERV. TELEPH. O
14,669
12,169
12,351
12,536
12,725
12,916
533
POSTAGE
8,844
844
857
870
883
896
540
UTILITY SERVICES - ELECTRICITY
107,218
157,218
159,576
161,970
164,400
166,866
560
UTILITY SERVICES - WATER
6,700
6,700
6,800
6,902
7,005
7,110
610
RENT OF EQUIPMENT - OUTSIDE
39,813
38,053
38,624
39,203
39,791
40,388
650
INSURANCE - LIABILITY
1,778
1,778
1,805
1,832
1,859
1.887
670
REPAIR/MAINTENANCE - OUTSIDE
208
208
211
214
217
220
680
PRINTING/BINDING - OUTSIDE
17,694
17,694
17,960
18,229
18,502
18,780
690
PROMOTIONAL ACTIVITIES
54,855
1,855
1,883
1,911
1,940
1,969
700
OFFICE SUPPLIES
4,248
2,820
2,863
2,906
2,950
2,994
710
FOOD
2,058
2,058
2,089
2,120
2,152
2,18/
719
SAFETY SUPPLIES
325
0
0
0
0
0
722
MISCELLANEOUS SUPPLIES
13,539
13,539
I
13,742
13,948
14,157
14,370
760
BOOKS PUBLICATIONS MEMBERSHIPS
77,326
72,126
73,209
74,307
75,420
76,551
771
INTERNAL SERV CHGES HEAVY EQUI
0
0
0
0
0
0
772
INTERNAL SERV CHGES PROPERTY M
0
0
0
0
0
0
773
INTERNAL SERV CHGES PRINT SHOP
0
0
0
0
0
0
774
INTERNAL SERV CHGES COMMUNIC M
0
0
0
0
0
0
775
INTERNAL SERV CHGES CUSTODIAL
0
0
0
0
0
0
Friday, June 26, 1998 8:44:09 AM Page 64 of 83
City of Miami
5-Year Estimates. Expenditures by Fund,
Department and Minor Object.
as of 6/6/98
Recurring / Non -Recurring
FY 1998
FY
2000
FY 2001
FY 2002
FY 2003
Organization
Revised
Estimated
Estimated
Estimated
Estimated
Estimated
Budget
Budget
Budget
Budget
Budget
Budget
Fund 01
GENERAL FUND
Department 92
SPECIAL PROGRAMS AND ACCOUNTS
840
EQUIPMENT - NEW
11,027
360,313
10,468
10,625
10,784
10,946
850
EQUIPMENT - REPLACEMENT
0
350,000
0
0
0
0
880
CAPITAL LEASES
3,453
3,453
3,505
3,558
3,611
3,66E
902
CONTRACTUAL SERVICES
191,316
0
0
0
0
0
907
CAPITAL OUTLAY
7,231
0
0
0
0
0
909
7,800,000
3,370,000
3,420,550
3,471,858
3,523,936
3,576,795
930
AID TO PRIVATE ORGANIZATION
1,295,151
1,829,648
1,600,342
1,621,347
1,642,667
1,664,308
950
CONTRIBUTION TO GRAL FUND
0
0
0
0
0
0
953
CONTRIBUTION TO ENTERPRISE FUN
111,598
311,598
313,272
314,971
316,696
318,446
956
CONTRIBUTION TO SPECIAL REVENU
2,428,333
3,696,029
3,061,773
3,059,478
3,056,276
3,150,548
960
CONTRIBUTION TO TRUST & AGENCY
363,488
363,488
368,940
374,474
380.091
385,793
966
CONTRIBUTION TO CHIP IMPROV FUN
10,615,500
6,931,209
7,170,900
7,073,266
7,073,266
7,145,897
990
OTHER NON -OPERATING
0
0
0
0
0
0
996
BUDGET RESERVE
32,246,067
18,403
18,679
18,959
19,243
19,53.
TOTAL SPECIAL PROGRAMS AND ACCOUNTS
60,642,417
24,266,651
22,246,876
22,319,335
22,492,646
22,839,450
GENERALFUND TOTAL
308,504,940
285,849,832
296,700,417
302,328,811
307,809,999
314,691,078
a'
Friday, June 26, 1998 8:44:09 AM Page 65 of 83
City of Miami
5-Year Estimates. Expenditures by Fund, Department and Minor Object.
Recurring / Non -Recurring
as of 616/98
FY 1998 FY 19��,. ; FY 2000 FY 2001 FY 2002 FY 2003
Organization Revised Estimated Estimated Estimated Estimated Estimated
Budget Budget Budget Budget Budget Budget
Fund 10
SPECIAL REVENUE FUND
Department 25
OFFICE OF THE CITY MANAGER
001
SALARIES - CLASS. PERM. FT
010
SALARIES - UNCLASSIFIED
012
SALARIES - PERM. PART TIME
013
SALARIES - TEMPORARY
050
SALARIES - OVERTIME 1 REGULAR
075
CLOTHING - CITY PURCHASE
084
24 HRS CITY VEHICLE
100
SOCIAL SECURITY CONTRIB
110
RETIREMENT CONTRIB.
130
GROUP INSURANCE CONTRIB.
150
WORKER'S COMPENSATION
170
SEVERANCE PAY
205
LOT CLEARING AND DEMOLITION
270
PROFESSIONAL SERVICES - OTHER
287
ADVERTISING
289
SPECIAL SERVICES - MISCELLANEO
310
COURT COSTS AND FEES
340
OTHER CONTRACTUAL SERVICES - 0
410
TRAVEL AND PER DIEM - TRAINING
420
TRAVEL AND PER DIEM - OTHER
495
PARKING EXPENSE
510
COMMUNICATIONS SERV. TELEPH. 0
Friday, June 26, 1998 8:44:10
AM
931,466
1,227.092
1,108,880
1,134,288
1,161,967
1,191, 302
997,030
1,052,765
967,734
996,928
1,016,489
1,036,817
75,916
75,916
77,056
78,212
79,386
80,577
85,736
94,248
81,948
83,178
84,426
85,692
179
179
182
185
188
191
9,562
10,500
9,705
9,851
9,999
10,149
4,340
4,340
4,405
4,471
4,538
4,606
141,780
182,841
155,937
158,638
161,666
164,906
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
42,622
42,622
43,262
43,911
44,569
45,237
20,931
20,600
21,245
21,564
21,887
22,215
15,699
28,000
10,000
9,551
9,000
16,662
518
2,000
526
534
542
550
5,152
5,150
0
0
0
5,468
518
515
526
534
542
550
20,602
20,000
10,000
5,000
4,000
21,866
744
5,000
755
766
777
789
2,600
2,000
0
0
0
0
203
206
206
209
212
215
7,701
10,300
10,456
10,613
10,772
10,934
Page 66 of 83
City of Miami
5-Year Estimates. Expenditures by Fund, Department and Minor Object.
as of 6/6/98
Recurring / Non -Recurring
FY 1998 FY 19��,. FY 2000 FY 2001 FY 2002 FY 2003
Organization Revised Estimated Estimated Estimated Estimated Estimated
Budget Budget Budget Budget Budget Budget
Fund 10
SPECIAL REVENUE FUND
Department 25
OFFICE OF THE CITY MANAGER
533
POSTAGE
616
618
625
634
644
654
540
UTILITY SERVICES - ELECTRICITY
0
0
0
0
0
0
585
RELOCATION
17,997
12,000
5,000
5,000
2,500
21,754
610
RENT OF EQUIPMENT - OUTSIDE
18,977
18,500
11,243
10,000
10,000
20,142
620
RENT BUILDINGS
0
16,800
0
0
0
0
640
INSURANCE - PROPERTY
0
0
0
0
0
0
670
REPAIR/MAINTENANCE - OUTSIDE
5,651
5,000
5,000
5,000
2,500
5,467
680
PRINTING/BINDING - OUTSIDE
2,058
3,500
2,089
2,120
2,152
2,184
700
OFFICE SUPPLIES
17,952
25,000
15,000
7,317
5,550
16,400
705
HOUSEKEEPING / SANITATION SUPP
1,029
2,000
0
0
0
1,092
718
PARTS AND MAINTENANCE SUPPLIES
200
0
0
0
0
212
722
MISCELLANEOUS SUPPLIES
24,602
44,425
45,193
45,871
46,559
47,257
727
PROMOTIONAL MATERIALS
2,087
3,090
3,133
3,180
3,228
3,276
760
BOOKS PUBLICATIONS MEMBERSHIPS
801
1,000
813
825
837
85C
770
INTERNAL SERV CHGES MOTOR POOL
0
0
0
0
0
0
774
INTERNAL SERV CHGES COMMUNIC M
0
0
0
0
0
0
775
INTERNAL SERV CHGES CUSTODIAL
0
0
r 0
0
0
0
782
707 BLANKET P O ELECTRICAL SUP
3,652
5,000
0
0
0
5,468
783
708 BLANKET P O PLUMBING SUPPL
3,002
5,000
0
0
0
5,468
C.c)
795
INTERDEPMENTAL CHGES -POLICE 1
2,582
200
2,621
2,660
2,700
2,740
C'4
i
840
EQUIPMENT - NEW
4,360
10,000
4,425
4,491
4,558
4,626
841
OFFICE FURNITURE - NEW
645
0
655
665
675
685
;.
Friday, June 26, 1998 8:44:11
AM
Page 67 of 83
City of Miami
5-Year Estimates. Expenditures by Fund, Department and Minor Object.
Recurring / Non -Recurring
as of 6/6/98
FY 1998 FY 19.59 ,;;: , FY 2000 FY 2001 FY 2002 FY 2003
Organization Revised Estimated Estimated Estimated Estimated Estimated
Budget Budget Budget Budget Budget Budget
Fund 10
SPECIAL REVENUE FUND
Department 25
OFFICE OF THE CITY MANAGER
850
EQUIPMENT - REPLACEMENT
880
CAPITAL LEASES
TOTAL OFFICE OF THE CITY MANAGER
4,002
5,000
4,062
4,123
4,185
4,248
5,147
4,719
4,564
4,632
4,701
4,772
2,478,659
2,946,126
2,607,246
2,654,951
2,701,749
2,846,021
Friday, June 26, 1998 8:44:12 AM Page 68 of 83
City of Miami
5-Year Estimates. Expenditures by Fund, Department and Minor Object.
Recurring / Non -Recurring
as of 6/6/98
FY 1998 FY 1999 .
FY 2000
FY 2001
FY 2002
FY 2003
Organization
Revised Estimated
Estimated
Estimated
Estimated
Estimated
Budget Budget
Budget
Budget
Budget
Budget
Fund 10 SPECIAL REVENUE FUND
i
Department 26 FINANCE
950 CONTRIBUTION TO GRAL FUND
0 0
0
0
0
0
951 CONTRIBUTION TO DEBT SERVICE
21,051,530 21,097,848
18,426,079
18,218,631
18,253,308
18,446,000
980 ADVANCES
13,487,038 14,958,798
18,171,415
18,927,825
19,450,344
19,823,20P
TOTAL FINANCE
34,538,568 36,056,646
36,597,494
37,146,456
37,703,652
38,269,206
i
C
Friday, June 26, 1998 8:44:12 AM Page 69 of 83
City of Miami
5-Year Estimates. Expenditures by Fund,
Department and Minor Object.
Recurring /Non -Recurring
as of 6/6/98
FY 1998
FY 1999.,;,.,
..FY 2000
FY 2001
FY 2002
FY 2003
Organization
Revised
Estimated
Estimated
Estimated
Estimated
Estimated
Budget
Budget
Budget
Budget
Budget
Budget
Fund 10
SPECIAL REVENUE FUND
Department 28
FIRE -RESCUE
001
SALARIES - CLASS. PERM. FT
1,222,093
1,478,057
1,522,014
1,548,953
1,585,618
1,619,573
002
FULL DISABILITY SALARIES
25,417
0
0
0
0
0
003
2/3 DISABILITY SALARIES
28,433
0
0
0
0
0
006
EARNED TIME PAYOFF
55,335
55,335
56,165
57,007
57,862
58,730
010
SALARIES - UNCLASSIFIED
66,288
69,517
73,249
75,760
77,245
78,789
025
PREVENTION PAY
42,382
50,000
42,584
42,264
42,264
42,271
035
MEDICAL HOLD
103
0
0
0
0
0
050
SALARIES - OVERTIME 1 REGULAR
10,346
16,851
17,104
17,361
17,621
17,885
053
HOLIDAY PAY
20,595
22,713
23,054
23,400
23,751
24,107
064
IAFF-SALARY INCENTIVE OVERTI
30,468
30,468
30,925
31,389
31,860
32,338
066
WORKING OUT OF CLASSIFICATION
434
434
441
448
455
462
067
DRIVER ENGINEER ALLOWANCE
17,667
17,363
17,879
18,195
18,603
18,977
072
INCENTIVE PAY
627
603
605
600
600
600
074
OFF -DUTY
10,147
10,147
10,299
10,453
10,610
10,76E
085
TOOL ALLOWANCE
682
684
686
680
680
680
100
SOCIAL SECURITY CONTRIB
10,365
13,087
13,730
14,080
14,591
15,052
110
RETIREMENT CONTRIB.
0
0
0
0
0
0
130
GROUP INSURANCE CONTRIB.
0
0
0
0
0
0
141
PLUS ITEM/EMT CERTIFICATION 1.
862
896
919
944
971
991
142
PLUS ITEM/HAZ MAT 1.5%
1,700
1,764
1,806
1,838
1,886
1,921
146
PLUS ITEM/IAFF SWAT TEAM - 1.5
1,599
1,718
1,758
1,780
1,814
1,851
150
WORKER'S COMPENSATION
0
0
0
0
0
0
Friday, June 26, 1998 8:44:13
AM
Page 70 of 83
City of Miami
5-Year Estimates. Expenditures by Fund, Department and Minor Object.
as of 6/6/98
Recurring / Non -Recurring
FY 1998
FY 19��„ ,
FY 2000
FY 2001
FY 2002
FY 2003
Organization
Revised
Estimated
Estimated
Estimated
Estimated
Estimated
Budget
Budget
Budget
Budget
Budget
Budget
Fund 10
SPECIAL REVENUE FUND
Department 28
FIRE -RESCUE
167
PLUS ITEM/REVENUE INCENTIVE PA
30,201
24,085
24,756
25,175
25,738
26,250
335
LICENSE, PERMITS & MISCELLANEO
0
0
0
0
0
0
510
COMMUNICATIONS SERV. TELEPH. 0
500
500
507
515
523
531
610
RENT OF EQUIPMENT - OUTSIDE
9,321
9,321
9,461
9,603
8,747
8,893
640
INSURANCE -PROPERTY
0
0
0
0
0
0
670
REPAIR/MAINTENANCE - OUTSIDE
36,301
40,301
20,906
21,520
20,143
13,445
702
MOTOR VEHICLE PARTS
5,149
5,149
5,226
5,304
5,384
4,465
704
CHEMICALS
6,504
6,504
6,602
6,701
5,802
5,904
705
HOUSEKEEPING / SANITATION SUPP
2,588
2,588
2,627
2,666
2,706
2,747
713
LUBRICANTS AND MOTOR OIL
204
103
105
107
109
111
714
DRUGS AND MEDICINE
97,420
97,420
88,715
72,060
51,065
37,320
718
PARTS AND MAINTENANCE SUPPLIES
3,902
3,902
3,961
4,020
3,080
3,141
719
SAFETY SUPPLIES
2,472
2,472
2,509
2,547
2,585
2,624
720
EXPENDABLE TOOLS SHOP SUPPLIES
1,648
1,648
1,673
1,698
1,723
1,74£
721
TIRES TUBES
3,090
3,090
3,136
3,183
3,231
3,279
722
MISCELLANEOUS SUPPLIES
1,410
1,410
1,431
1,452
1,474
496
760
BOOKS PUBLICATIONS MEMBERSHIPS
4,899
899
912
926
940
954
952
CONTRIBUTION TO CAP PROJECTS
4,272,183
4,272,183
4,272,183
4,272,183
4,272,183
4,272.183
TOTAL FIRE -RESCUE
6,023,335
6,241,212
6,257,928
6,274,812
6,291,864
6,309,088
I
Friday, June 26, 1998 8:44:14 AM
Page 71 of 83
City of Miami
5-Year Estimates. Expenditures by Fund, Department and Minor Object.
Recurring /Non -Recurring
as of 6/6/98
FY 1998 FY 199 FY 2000 FY 2001 FY 2002 FY 2003
Organization Revised Estimated Estimated Estimated Estimated Estimated
Budget Budget Budget Budget Budget Budget
Fund 10
SPECIAL REVENUE FUND
Department 29
POLICE
270
PROFESSIONAL SERVICES - OTHER
0
0
0
0
0
0
340
OTHER CONTRACTUAL SERVICES - 0
71,236
71,236
72,305
73,390
74,491
75,608
410
TRAVEL AND PER DIEM - TRAINING
36,253
36,253
36,797
37,349
37,909
38,478
510
COMMUNICATIONS SERV. TELEPH. 0
456,847
456,847
463,700
470,655
477,715
484,881
610
RENT OF EQUIPMENT - OUTSIDE
84,518
84,518
85,786
87,073
88,379
89,705
670
REPAIR/MAINTENANCE - OUTSIDE
106,301
106,301
107,896
109,514
111,157
112,824
722
MISCELLANEOUS SUPPLIES
20,597
132,512
134,498
136,515
138,563
140,641
760
BOOKS PUBLICATIONS MEMBERSHIPS
5,073
5,073
5,149
5,226
5,304
5,384
840
EQUIPMENT - NEW
25,802
25,802
26,189
26,582
26,981
27,386
850
EQUIPMENT - REPLACEMENT
25,458
25,458
25,840
26,228
26,621
27,020
950
CONTRIBUTION TO GRAL FUND
0
0
0
0
0
0
980
ADVANCES
382,000
400,000
406,000
412,090
418,271
424,545
TOTAL POLICE
1,214,085
1,344,000
1,364,160
1,384,622
1,405,391
1,426,472
Friday, June 26, 1998 8:44:15 AM Page 72 of 83
City of Miami
5-Year Estimates. Expenditures by Fund, Department and Minor Object.
Recurring / Non -Recurring
as of 6/6/98
FY 1998 FY 1999,,,;
, FY 2000
FY 2001
FY 2002
FY 2003
Organization
Revised Estimated
Estimated
Estimated
Estimated
Estimated
Budget Budget
Budget
Budget
Budget
Budget
Fund 10
SPECIAL REVENUE FUND
Department 31
PUBLIC WORKS
930
AID TO PRIVATE ORGANIZATION
25,000 25,000
25,000
25,000
25,000
25,000
950
CONTRIBUTION TO GRAL FUND
0 12,489,764
12,585,610
12,682,894
12,781,637
12,881,862
952
CONTRIBUTION TO CAP PROJECTS
3,347,237 3,260,374
3,266,155
3,272,022
3,277,977
3,284,02'
980
ADVANCES
12,077,284 0
0
0
0
0
TOTAL PUBLIC WORKS
15,449,521 15,775,138
15,876,765
15,979,916
16,084,614
16,190,883.
CZI)
00
r
�:, Friday, June 26, 1998 8:44:15 AM Page 73 of 83
City of Miami
5-Year Estimates. Expenditures by Fund, Department and Minor Object.
Recurring /Non -Recurring
as of 6/6/98
FY 1998 FY 1999.., FY 2000 FY 2001 FY 2002 FY 2003
Organization Revised Estimated Estimated Estimated Estimated - Estimated
Budget Budget Budget Budget Budget Budget
Fund 10
SPECIAL REVENUE FUND
Department 35
CONFERENCES, CONVENTIONS AND PUBLIC FACI
001
SALARIES - CLASS. PERM. FT
010
SALARIES - UNCLASSIFIED
100
SOCIAL SECURITY CONTRIB
110
RETIREMENT CONTRIB.
130
GROUP INSURANCE CONTRIB.
150
WORKER'S COMPENSATION
250
PROFESSIONAL SERVICES - LEGAL
280
PROFESSIONAL SERVICES - ACCT'G
325
OTHER COSTS AND LOSSES
330
TAXES
340
OTHER CONTRACTUAL SERVICES - 0
420
TRAVEL AND PER DIEM - OTHER
510
COMMUNICATIONS SERV. TELEPH. 0
533
POSTAGE
603
DISCOUNT ON BONDS
640
INSURANCE -PROPERTY
690
PROMOTIONAL ACTIVITIES
700
OFFICE SUPPLIES
774
INTERNAL SERV CHGES COMMUNIC M
951
CONTRIBUTION TO DEBT SERVICE
990
OTHER NON -OPERATING
TOTAL CONFERENCES, CONVENTIONS AND P
60,794
63,701
65,213
65,999
67,289
68,640
230,070
242,944
254,910
260,570
265,680
270,998
21,240
22,299
23,585
23,849
24,234
24,62E
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
8,589
0
0
0
0
0
4,634
4,634
4,704
4,775
4,847
4.920
0
0
0
0
0
0
33,581
34,581
35,100
35,626
36,160
36,702
2,126,844
2,324,958
2,359,832
2,395,229
2,431,158
2,467,625
6,181
0
0
0
0
0
7,826
7,826
7,943
8,062
8,183
8,306
2,062
2,062
2,093
2,124
2,156
2,18t
63,049
63,049
63,995
64,955
65,929
66.918
0
0
0
0
0
0
3,924
0
0
0
0
0
1,934
934
948
962
976
991
0
0
0
0
0
0
1,858,884
1,980,762
1,929,427
1,885,599
1,841,138
1,795,837
2,354
0
0
0
0
0
4,431,966
4,747,750
4,747,750
4,747,750
4,747,750
4,747,750
Friday, June 26, 1998 8:44:16 AM Page 74 of 83
as
r
City of Miami
5-Year Estimates. Expenditures by Fund, Department and Minor Object.
as of 6/6/98
Recurring / Non -Recurring
FY 1998
FY 1999,.
FY 2000
FY 2001
FY 2002
FY 2003
Organization
Revised
Estimated
Estimated
Estimated
Estimated
Estimated
Budget
Budget
Budget
Budget
Budget
Budget
Fund 10 SPECIAL REVENUE FUND
Department 56 PLANNING AND DEVELOPMENT
950 CONTRIBUTION TO GRAL FUND
0
0
0
0
0
0
980 ADVANCES
34,041
34,041
18,000
18,000
18,000
18,000
996 BUDGET RESERVE
18,000
18,000
18,000
18,000
18,000
18,00r
TOTAL PLANNING AND DEVELOPMENT
52,041
52,041
36,000
36,000
36,000
36,000
Friday, June 26, 1998 8:44:17 AM
Page 75 of 83
City of Miami
5-Year Estimates. Expenditures by Fund, Department and Minor Object.
Recurring /Non -Recurring
as of 6/6/98
FY 1998
FY 19J9.,,., FY 2000
FY 2001
FY 2002
FY 2003
Organization
Revised
Estimated
Estimated
Estimated
Estimated
Estimated
Budget
Budget
Budget
Budget
Budget
Budget
Fund 10
SPECIAL REVENUE FUND
Department 58
DEPARTMENT OF PARKS AND REC.
001
SALARIES - CLASS. PERM. FT
104,059
104,691
123,416
125,933
128,408
130,980
012
SALARIES - PERM. PART TIME
12,684
0
0
0
0
0
013
SALARIES - TEMPORARY
428,233
166,089
167,080
168,108
169,674
170,711
050
SALARIES - OVERTIME 1 REGULAR
1,452
0
0
0
0
0
075
CLOTHING - CITY PURCHASE
11,500
0
0
0
0
0
100
SOCIAL SECURITY CONTRIB
28,011
20,715
17,096
17,260
16,908
17,104
110
RETIREMENT CONTRIB.
49,166
0
0
0
0
0
270
PROFESSIONAL SERVICES - OTHER
4,850
1,001
1,016
1,031
1,046
1,062
340
OTHER CONTRACTUAL SERVICES - 0
23,468
811
823
835
848
861
420
TRAVEL AND PER DIEM - OTHER
1,185
1,185
1,203
1,221
1,239
1.258
470
ENTERTAINMENT
3,900
3,900
3,958
4,017
4,077
4,138
510
COMMUNICATIONS SERV. TELEPH. 0
1,312
1,312
1,332
1,352
1,372
1,393
530
TRANSPORTATION
31,766
0
0
0
0
0
533
POSTAGE
686
686
696
706
717
721
610
RENT OF EQUIPMENT - OUTSIDE
3,671
2,950
2,994
3,039
3,085
3,131
670
REPAIR/MAINTENANCE - OUTSIDE
2,273
0
0
0
0
0
700
OFFICE SUPPLIES
800
800
812
824
836
849
701
REPAIRS -EQUIPMENT SUPPLIES
3,686
599
608
617
626
635
706
BUILDING MATERIALS AND SUPPLIE
616
0
0
0
0
0
710
FOOD
4,614
1,800
1,827
1,854
1,882
1.910
712
HORTICULTURAL SUPPLIES
1,442
0
0
0
0
0
717
PLAYGROUND SUPPLIES
7,467
771
783
795
807
819
Friday, June 26, 1998 8:44:18
AM
Page 76 of 83
t.�
City of Miami
5-Year Estimates. Expenditures by Fund, Department and Minor Object.
as of 6/6/98
Recurring / Non -Recurring
FY 1998 FY 1999 , FY 2000 FY 2001 FY 2002 FY 2003
Organization Revised Estimated Estimated Estimated Estimated Estimated
Budget Budget Budget Budget Budget Budget
Fund 10
SPECIAL REVENUE FUND
Department 58
DEPARTMENT OF PARKS AND REC.
722
MISCELLANEOUS SUPPLIES
760
BOOKS PUBLICATIONS MEMBERSHIPS
795
INTERDEPMENTAL CHGES -POLICE 1
840
EQUIPMENT - NEW
TOTAL DEPARTMENT
OF PARKS AND REC.
SPECIAL REVENUE FUND TOTAL
139,691
117,713
101,324
97,320
93,330
1,000
1,000
1,015
1,030
1,045
224
224
227
230
233
12,035
2,500
2,537
2,575
2,614
879,791
428,747
428,747
428,747
428,747
65,067,966
67,591,660
67,916,090
68,653,254
69,399,767
Friday, June 26, 1998 8:44:18 AM Page 77 of 83
89.218
1,061
23F
2,653
428,747
70,254,167
City of Miami
5-Year Estimates. Expenditures by Fund, Department
and Minor Object.
Recurring /Non -Recurring
as of 6/6/98
FY 1998
FY 1999;:,
..FY 2000
FY 2001
FY 2002
FY 2003
Organization
Revised
Estimated
Estimated
Estimated
Estimated
Estimated
Budget
Budget
Budget
Budget
Budget
Budget
Fund 20
DEBT SERVICE FUNDS
1
Department 26
FINANCE
280
PROFESSIONAL SERVICES - ACCT'G
4,635
4,774
4,917
5,065
5,217
5,068
287
ADVERTISING
5,502
7,727
7,959
8,198
8,444
8,201
340
OTHER CONTRACTUAL SERVICES - 0
92,391
95,163
98,018
100,959
103,988
101,00?
510
COMMUNICATIONS SERV. TELEPH. 0
515
530
546
562
579
562
533
POSTAGE
12,320
12,690
13,071
13,463
13,867
13,468
601
PRINCIPAL REPAYMENT
25,346,397
24,361,400
20,870,400
21,717,400
22,373,400
23,461,400
602
INTEREST EXPENSE
25,158,423
24,031,917
23,382,132
22,118,469
20,840,841
19,383,394
610
RENT OF EQUIPMENT - OUTSIDE
3,605
3,713
3,824
3,939
4,057
3,941
670
REPAIR/MAINTENANCE - OUTSIDE
300
0
0
0
0
0
700
OFFICE SUPPLIES
2,560
2,122
2,186
2,252
2,320
2,252
722
MISCELLANEOUS SUPPLIES
1,000
0
0
0
0
0
760
BOOKS PUBLICATIONS MEMBERSHIPS
200
0
0
0
0
0
950
CONTRIBUTION TO GRAL FUND
5,102,622
5,105,678
5,104,950
5,104,950
5,102,622
5,102,622
TOTAL FINANCE
55,730,470
53,625,714
49,488,003
49,075,257
48,455,335
48,081,91'
DEBT SERVICE FUNDS TOTAL
55,730,470
53,625,714
49,488,003
49,075,257
48,455,335
48.081,911
Friday, June 26, 1998 8:44:19 AM Page 78 of 83
City of Miami
5-Year Estimates. Expenditures by Fund, Department and Minor Object. as of 6/6/98
Recurring / Non -Recurring
FY 1998 FY 19.99 .FY 2000 FY 2001 FY 2002 FY 2003
Organization Revised Estimated Estimated Estimated Estimated Estimated
Budget Budget Budget Budget Budget Budget
Fund 60 TRUST & AGENCY FUNDS
Department 55 SOUTHEAST OVERTOWN/PARK WEST
996 BUDGET RESERVE
TOTAL SOUTHEAST OVERTOWN/PARK WEST
25,000 162,165 175,616 190,837 203,126 192,653
25,000 162,165 175,516 190,837 203,126 192,653
Friday, June 26, 1998 8:44:19 AM
Page 79 of 83
City of Miami
5-Year Estimates. Expenditures by Fund, Department and
Minor Object.
Recurring /Non -Recurring
as of 6/6/98
FY 1998 FY 19�;a. ,
FY 2000
FY 2001
FY 2002
FY 2003
Organization
Revised Estimated
Estimated
Estimated
Estimated
Estimated
Budget Budget
Budget
Budget
Budget
Budget
Fund 60 TRUST & AGENCY FUNDS
Department 69 OMNI TAX INCREMENT DISTRICT
996 BUDGET RESERVE
160,000 856,221
945,138
1,006,893
1,071,486
1,016,581
TOTAL OMNI TAX INCREMENT DISTRICT
160,000 856,221
945,138
1,006,893
1,071,486
1,016,581
Friday, June 26, 1998 8:44:20 AM Page 80 of 83
City of Miami
5-Year Estimates. Expenditures by Fund, Department and Minor Object.
as of 6/6/98
Recurring / Non -Recurring
FY 1998
FY
FY 2000
FY 2001
FY 2002
FY 2003
Organization
Revised
Estimated
Estimated
Estimated
Estimated
Estimated
Budget
Budget
Budget
Budget
Budget
Budget
Fund 60
TRUST & AGENCY FUNDS
Department 64
COMMUNITY REDEVELOPMENT AGENCY
001
SALARIES - CLASS. PERM. FT
51,089
51,089
51,855
52,633
53,422
54,223
010
SALARIES - UNCLASSIFIED
170,793
170,793
173,355
175,955
178,594
181,273
100
SOCIAL SECURITY CONTRIB
14,919
14,919
15,143
15,370
15,601
15,83E
110
RETIREMENT CONTRIB.
0
0
0
0
0
0
130
GROUP INSURANCE CONTRIB.
0
0
0
0
0
0
150
WORKER'S COMPENSATION
0
0
0
0
0
0
220
PROFESSIONAL SERVICES - APPRAI
15,000
15,000
15,225
15,453
15,685
15,920
250
PROFESSIONAL SERVICES - LEGAL
50,000
50,000
50,750
51,511
52,284
53,068
270
PROFESSIONAL SERVICES - OTHER
450,000
450,000
•456,750
463,601
470,555
477,613
280
PROFESSIONAL SERVICES - ACCT'G
7,500
5,625
7,612
7,726
7,842
7,960
287
ADVERTISING
7,288
7,288
7,397
7,508
7,621
7,735
310
COURT COSTS AND FEES
750
750
761
772
784
796
420
TRAVEL AND PER DIEM - OTHER
3,000
3,000
3,045
3,091
3,137
3,184
475
ENTERTAINMENT
0
0
0
0
0
C
510
COMMUNICATIONS SERV. TELEPH. O
3,000
3,000
3,045
3,091
3,137
3.184
533
POSTAGE
4,000
4,000
4,060
4,121
4,183
4,246
540
UTILITY SERVICES - ELECTRICITY
2,000
1,837
Y 2,030
2,060
2,091
2,122
ll
560
UTILITY SERVICES - WATER
3,000
3,000
3,045
3,091
3,137
3,184
610
RENT OF EQUIPMENT - OUTSIDE
5,500
5,500
5,582
5,666
5,751
5,837
620
RENT BUILDINGS
27,500
27,500
27,912
28,331
28,756
29,187
�.
640
INSURANCE - PROPERTY
0
0
0
0
0
0
670
REPAIRIMAINTENANCE - OUTSIDE
20,000
20,000
20,300
20,604
20,913
21,227
Friday, June 26, 1998 8:44:21
AM
Page 81 of 83
City of Miami
5-Year Estimates. Expenditures by Fund, Department and Minor Object.
Recurring /Non -Recurring
as of 6/6/98
FY 1998 FY 199,9...
FY 2000
FY 2001
FY 2002
FY 2003
Organization
Revised Estimated
Estimated
Estimated
Estimated
Estimated
Budget Budget
Budget
Budget
Budget
Budget
Fund 60
TRUST & AGENCY FUNDS
1
Department 64
COMMUNITY REDEVELOPMENT AGENCY
690
PROMOTIONAL ACTIVITIES
5,000 5,000
5,075
5,151
5,228
5,306
700
OFFICE SUPPLIES
3,000 3,000
3,045
3,091
3,137
3,184
722
MISCELLANEOUS SUPPLIES
3,000 3,000
3,045
3,091
3,137
3,184
760
BOOKS PUBLICATIONS MEMBERSHIPS
2,528 2,528
2,566
2,604
2,643
2,683
773
INTERNAL SERV CHGES PRINT SHOP
0 0
0
0
0
0
795
INTERDEPMENTAL CHGES -POLICE 1
50 50
51
52
53
54
840
EQUIPMENT - NEW
0 0
0
0
0
0
841
OFFICE FURNITURE - NEW
0 0
0
0
0
0
996
BUDGET RESERVE
0 0
0
0
0
0
TOTAL COMMUNITY REDEVELOPMENT AGEN
848,917 846,879
861,649
874,573
887,691
901,005
TRUST&AGENCY FUNDS TOTAL
1,033,917 1,865,265
1,982,303
2,072,303
2,162,303
2,110,239
Friday, June 26, 1998 8:44:21 AM Page 82 of 83
CC!
w
i
City of Miami
5-Year Estimates. Expenditures by Fund, Department and Minor Object.
as of 6!6/98
Recurring / Non -Recurring
FY 1998 FY 1999 FY 2000 FY 2001 FY 2002 FY 2003
Organization Revised Estimated Estimated Estimated Estimated Estimated
Budget Budget Budget Budget Budget Budget
Fund 60 TRUST & AGENCY FUNDS 1
Department 64 COMMUNITY REDEVELOPMENT AGENCY
GRAND TOTAL 430,337,293 408,932,471 416,086,813 422,129,625 427,827,404 435,137,395
Friday, June 26, 1998 8:44:22 AM
Page 83 of 83
APPENDIX H
CAPITAL
IMPROVEMENT
PROGRAM
(CIP)
INSTRUCTION PACKET
INSTRUCTIONS FOR THE PREPARATION OF THE
CITY OF MIAMI 1998-2004
CAPITAL IMPROVEMENTS PROGRAM
FISCAL YEAR 1998-1999
f--- o j �
i
* IINCON?DNATED
to 26
V' y�
OFFICE OF BUDGET AND MANAGEMENT ANALYSIS
CAPITAL IMPROVEMENTS DIVISION
DIPAK M. PAREKH, DIRECTOR
PILAR SAENZ-BUTLER, CAPITAL IMPROVEMENTS ADMINISTRATOR
SHEIZA REVUELTA-RUIZ, ADMINISTRATIVE ASSISTANT
CONTENTS
page
I. Introduction.................................................................................................................. I
II. Calendar........................................................................................................................3
III. Definitions....................................................................................................................4
IV. Capital. Project Preparation Instructions
A. Instructions for Preparing the Project Status
Sheet..............................................................................................................6
B. Instructions for Preparing the 1998-2004 CIP
ProjectPriority List.............................................................................................8
C. Instructions for Resubmitting Ongoing Capital
Projects Requiring No Changes..........................................................................9
D. Instructions for Updating Ongoing CIP Projects................................................9
E. Instructions for Deleting Existing Projects ........................................
F. Instructions for Submitting Completed Projects...............................................12
G. Instructions for Preparing New Project Proposals................................................12
V. Exhibits
A. Major Program, Functional Category, Department
and Project Managers Titles and Codes
B. Funding Source Titles and Codes
C. N.E.T. Area Maps
98- 600
CIP Forms
Form: CIP Project Status Sheet
Form: CIP Project Priority List
Form CIP 1: Departmental FY'98 Project Description Sheets
Form CIP 2: New Capital Project Proposal Form
Form CIP 3: New Capital Project Questionnaire
9
I. INTRODUCTION
The 1998-2004 Capital Improvement Program (CIP) is the nineteenth capital improvement plan
prepared in the City of Miami. The CIP process includes the preparation of the FY'99 Master Capital
Appropriations Ordinance. The Program and the Ordinance will be presented to the City Commission
for approval in September so that appropriations are in place by the beginning of FY'99 in October. The
process for preparing this year's CIP will be similar to previous years. However, some submission
requirements in past versions of this manual have been modified this year in order to make the capital
planning process more efficient for City departments. Therefore, this reference package should be read
carefully and referred to frequently by department staff preparing CIP submissions. In addition, CIP
forms are now available on the "Z" drive for those departments located at the Miami Riverside Center
or on diskette for other departments (contact the Capital Improvements Division).
Proposals for new capital projects will undergo a screening and review process designed to
prioritize capital spending requests.' Those projects that are ultimately included in the City's Capital
Improvements Program will represent public capital investments that have been judged to address the
present or future needs of the City, as well as having undergone detailed economic and financial
analysis. Departments or agencies proposing new capital projects are required to provide the
information needed to screen and review all new projects.
This package contains the instructions for preparing the Capital Improvement Program,
including new project proposals, and updating information on existing capital projects. Each
department must prepare their Capital Improvement Program Package according to the instructions in
this manual. All departments that have ongoing capital projects and all departments that plan to submit
new projects for consideration in the 1998-2004 Capital Improvement Program must complete their
Capital Improvement Program package and submit it to the Capital Improvement Program Division no
later than April 22, 1998. Please refer to the calendar on the next page for important submission
deadlines and CIP dates. Questions or concerns related to this instruction manual or the Capital
Improvement Program should be directed to Pilar Saena-Butler, CIP Administrator, at 416-1463 or
416-1251. ,
The .departmental Capital Improvement Program package will include the following:
A. A Project Status Sheet listing all CIP projects including: projects to be deleted,
projects completed during FY'97 and FY'98 and; proposed new projects for 1998-
2004;
B. A Project Priority List for all 1998-2004 CIP projects;
C. Project Description Sheets for any existing projects requiring no changes;
D. Forms for existing projects that require revisions;
E. Project Description Sheets for any projects to be deleted;
F. Project Description Sheets for any completed projects during FY'97 and FY'98;
G. Forms for requesting new projects.
All City of Miami capital project requests will be made in the manner described in this manual. Your
department's Capital Improvement Program Package must include all the information specified
above.
II. CAPITAL IMPROVEMENT PROGRAM CALENDAR
1998-2004
April 6, 1998 --
CIP instruction package, forms and supporting materials sent to
operating departments.
April 8 --
1998 CIP Workshop
April 22 --
Deadline for submission of Capital Improvement Program submiNon package
April 23-M4 6 —
Evaluation of Capital Project Proposals.
May 13 --
Draft CIP summary tables completed.
June 10 --
City Manager review
July 8 --
Draft Capital Improvement Program and draft FY'99 Master Capital Appropriations
Ordinance completed.
July 15 --
Workshop with Planning Advisory Board to present the draft CIP.
July 22 --
Presentation of the CIP to the Planning Advisory Board at their regularly scheduled meeting.
Sept. 8 --
The 1998-2004 CIP Resolution is presented to the City Commission for approval and first
reading of the FY'99 Master Capital Appropriations Ordinance.
Sept. 22 —
Second reading of the FY'99 Master Capital Appropriations Ordinance.
3
III. DEFINITIONS
APPROPRIATION: The legal authority necessary to make an expenditure for a specific project up to
a certain dollar amount. All appropriations must have an available funding source before an
appropriation can be made. In accordance with the City of Miami Code, "no liability shall be
enforceable against the City upon any contract, service, material or supplies, unless the [Miami City)
Commission shall previously have made an appropriation therefore."
CAPITAL APPROPRIATIONS (MASTER) ORDINANCE: An ordinance implementing the
Capital Budget prepared annually and adopted by the City Commission. This ordinance authorizes
specific appropriations by source of funding for specific capital projects and is subject only to formal
amendment during the fiscal year.
CAPITAL BUDGET: All funds to be appropriated for those ongoing capital projects as well as
additional funds scheduled for projects (both ongoing and new) in the current fiscal year of the Capital
Improvement Program.
CAPITAL IMPROVEMENT PROGRAM: An official multi -year plan of capital projects for the
City that shows prior appropriations, current year budget and future funding needs on a project by
project basis, including summary information tables.
CAPITAL PROJECT (OR CAPITAL IMPROVEMENT): A capital or in -kind expenditure of at
least $5,000.00, resulting in the acquisition, improvement, construction, or addition to the City's fixed
assets in the form of land, buildings, or physical improverannts to real property (more or less permanent
in nature), and durable equipment with a life expectancy of at least three (3) years.
AVAILABLE FUNDING SOURCE: A funding source is available if it is receivable at the time that
expenditures for a given project are incurred. For example, an approved bond referendum that has been
validated is a certified, available funding source, while an anticipated bond referendum not yet approved
by the voters is not.
COMPREHENSIVE PLAN: Refers to the Miami Neighborhood Comprehensive Plan as adopted by
City Ordinance.
LEVEL OF SERVICE (LOS): The acceptable, minimum level of service that must be provided by
public facilities as specified in the Comprehensive Plan. Level of service standards are adopted for a)
recreation and open space; b) potable water, c) sanitary sewers; d) storm drainage; e) solid waste; and f)
traffic circulation.
OPERATING BUDGET: Refers to the current revenue and expenses incurred by city departments,
agencies or enterprises. These items would usually be reflected in the General Fund and/or in the
Enterprise Fund.
IV. CAPITAL PROJECT PREPARATION INSTRUCTIONS
A. INSTRUCTIONS FOR PREPARING THE PROJECT STATUS SHEET
Objective:
The Project Status Sheet provides a categorical list of all your department's projects including
those deleted, completed, current and those that are new. The form for the Project Status Sheet
can be found in Exhibit D. Projects are to be listed in seven different categories:
1. Deleted Projects from the 1995-2001 CIP (the previous CIP) include any projects that
are not to be undertaken or implemented. Please indicate in the "comments" column whether
any funds have been expended. Also include any projects which were added to the FY'98
Master Capital Appropriations Ordinance and Program through interim Ordinance amendments
during FY'97 and FY'98 but are now to be deleted.
2. Completed Projects during FY'97 and FY'98 pertain to projects officially completed
as of April 22, 1998 (deadline for submission of this package to the Capital Improvements
Division). Please indicate in the comments section whether funding for the project was fully
expended.
The designation of a complete project requires that all charges related to the project have
been "posted" in the proper account and that no additional expenditures will be incurred.
For any projects completed that were done under contract, submit to the Capital
Improvement Program Administration a copy of the City Commission Resolution
6
accepting completion of work and final payment. This documentation should be
attached to the CIP 1 project sheet marked "COMPLETED".
3. Ongoing Projects with prior (FY'98 or earlier) appropriations include all those
projects in the previous CIP program and FY'98 Master Ordinance or added through
amendments during FY'98. For any projects not incurring any expenditures in FY'98, please
explain the nature of the delay in the comments column.
4.
Previously
Submitted
Projects receiving appropriations
for the first time in FY'99
include
all projects
previously
submitted that have not
been initiated, but are to receive
appropriations for the first time in FY'99.
5. New Projects requesting FY'99 appropriations pertain to those projects appearing for
the first time in the Program that are proposed to receive appropriations in order to be initiated
during YT99.
6. Previously Submitted Projects not requiring funding until FY'2000 or later include
all projects already included in the previous Program which will not need appropriations until
FY'2000 or later.
7. New Projects not requiring funding until FY'2000 or later pertain to those projects
appearing for the first time in the Program which will not require any funding until FY'2000 or
later.
B. INSTRUCTIONS FOR PREPARING THE CIP PROJECT PRIORITY LIST
Objective:
The project priority list should include all the department's projects and be based on projects which
are fulfilling the highest and most urgent goals and objectives of the department. It may be the case
that newer projects receive a higher priority than previously programmed or ongoing projects.
The following table shows a sample project priority list. (The information contained in the table
does n6t represent real data but is only presented for formatting purposes.)
Sample
Project Priority List
Department of Community Development
1998-2004 Capital Projects
First
First
Total
Project
Year In
Year of
Expenditures
Project
Priority
No.
Project Name
Program
Approp.
in FY'97P98
Cost
1
322043
Live and Let
FY'92
FY'94
Yes
$300,000
Live Project
2
322044
79th Street
FY'94
FY'94
Yes
165,000
Mall Project
3
322047
Bakery Arts
FY'90
FY'90
Yes
204,000
Complex
4
322025
Garment Center/
FY'91
FY'91
Yes
3,604,000
Fashion District
Expansion
5
322039
Liberty City
FT93
FY'93
No
500,000
Educational
Center
6
322033
Congress Building
FY'90
FT94
No
615,000
7
322046
Goombay Plaza
FY'92
FY'92
Yes
500,000
Commercial
Rehabilitation
Assistance
8
322040
New Christian Hospital
FY'92
FY'92
No
300.E
Uoo
C. INSTRUCTIONS FOR RESUBMITTING ONGOING CAPITAL PROJECTS
REQUIRING NO CHANGES
Objective:
Please designate the projects included in the prior year CIP from your department that DO NOT
REQUIRE ANY CHANGES for resubmission. Forms CIP 1 in Exhibit D are project description sheets
to be used by your department for all projects that were included in the previous Capital Improvement
Program.
STEP 1. Carefully examine each project sheet (Form CIP 1) along with the corresponding funding
in FY'98 Master Capital Appropriations Ordinance No. 11623. Be sure that all the information on this
form is correct.
STEP 2. Identify the NET Area that will receive services/ benefits from the project.
STEP 3. If the information on Form CIP 1 needs no modification, simply date the form and
submit it to the Capital Improvement Program Administration, along with the name of the person who
reviewed it.
STEP 4. If any of the information on the form needs to be modified, also use Form CIP 1 and
follow the next set of instructions - Section D.
D. INSTRUCTIONS FOR UPDATING ONGOING CAPITAL IMPROVEMENT
PROGRAM PROJECTS.
Objective:
Form CIP 1 can also be used to update information and/or appropriate new funds for projects included
in the previous CIP. Please review the following instructions, complete one form for each project
r..�
requiring any change and/or additional information. Be sure to identify the NET area that will receive
services/benefits from the project. Enter the 2-digit NET code(s) as identified in Exhibit C.
STEP i . PROJECT DESCRIPTION AND BENEFITS:
Review the project description section and if any information needs to be changed or added, provide
those changes and additions directly on the sheet (use red ink). Any change in the project description
section must be limited to the space provided in the boxed area
STEP 2. FUNDING:
Examine the project and compare the funding codes, titles and total funding to your current information
regarding the project. If this information is not correct, change the funding codes and titles, and add
the corresponding funding amounts and line item budget data in total cost and total funding columns.
Exhibit B contains a list of funding sources and their codes to be used in the funding source column. If
funding sources and amounts have been added or corrected, change the total funding for the project. In
addition, list and title all additional funding sources or changes listed above in the total cost and total
funding columns.
Requested Appropriation for FY1998-1999
The amount entered in the "1998-1999" column is the amount that is being requested to be appropriated
by the Master Appropriations Ordinance for FY'99. Be sure the funding is available (we must be able
to document its availability) and can be appropriated. Total the funding amounts in this column and
enter the result in the corresponding row "TOTAL FUNDING".
Estimated Appropriations for FY1999-2000 through 2003-2004
For each of the fiscal years indicated above, enter the total funding for each funding source for the
project as best estimated from information which you presently have available. For each of the fiscal
9+8- 66() 10
years indicated above, total the funding amounts previously entered and enter these totals in each of the
fiscal year columns on row "TOTAL FUNDING".
NOTE: Total Cost and Total Funding must be equal in all columns.
STEP 3. SIGN OFF:
Provide the date that the form will be submitted to the Capital Improvement Division and the name of
the person who prepared the form.
E. INSTRUCTIONS FOR DELETING EXISTING PROJECTS
Objective:
To identify and designate those projects currently included in the previous CIP that are to be officially
withdrawn from the Program and FY'98 Master CIP Ordinance.
STEP 1. For the specific project to be deleted, use the Project Description Sheet (Form CIP 1) and
write on it "DELETE".
NOTE: Projects with budgeted funds require the deletion of these funds from the SCI
system. Please determine whether the project has any expenditures and if so indicate on Form CIP 1 to
what account that expenditure should be posted.
STEP 2. Provide the date that the form will be submitted to the Capital Improvement Division and
the name of the person who prepared the form.
r C'i
F. INSTRUCTIONS FOR SUBMITTING COMPLETED PROJECTS.
Objective:
To designate those projects currently in the CIP program that are or will be officially completed as of
April 22, 1998 (deadline for submission of this package to the Capital Improvements Division).
The designation of a complete project indicates that all charges related to the project have been posted
in the proper account and that no other expenditure will be incurred. If, for any reason, it is suspected
that project related payments will not be completed by April 22, then the project should not be closed.
STEP 1. For the specific project to be designated as completed, use the Project Description Sheet
(Form CIP 1) and write on it "COMPLETED", indicating the date completed as follows
For any projects completed that are done under contract, submit to the Capital Improvement Division a
copy of the City Commission Resolution accepting completion of work and final payment (attach to the
Project Description Sheet).
STEP 2. Provide the date that the form will be submitted to the Capital Improvement Division and
the name of the person who prepared the form.
G. INSTRUCTIONS FOR PREPARING NEW PROJECT PROPOSALS
Objective:
'departments or agencies requesting approval of new project proposals must fill out Form CIP 2 and
complete the New Capital Improvement Project Questionnaire, both of which can be found in Exhibit D.
iyQ12
The purpose of the questionnaire is to receive from the initiating departments or agencies the
information necessary to conduct a systematic evaluation of the proposed project. The following
general information should be used as reference in completing Form CIP 2.
General Information:
Request Prepared by -- Individual(s) responsible for completing this form.
Date Prepared -- Provide the date that the form will be submitted to the Capital Improvement Division.
Project Name and Address-- give the project a unique title that is descriptive of the project and/or its
benefits. Example: Orange Bowl Stadium Ramp Renovations
NET Area — Provide the code for the Neighborhood Enhancement Team (NET) area which will most
benefit from this project. NET codes can be found inExhibit C.
Program Area and Functional Category — One of the seven program areas and one of the sixteen
functional categories in Exhibit A which best describe the primary area and function of public services
which this project is providing.
Proposing Department or Agency -- identify the name of the department or agency that proposes the
capital project. Include your department's code (See Exhibit A). If one department is proposing a
public facility that must be operated by another department, then the proposing department should
work together with the operating department in developing this proposal.
Project Manager -- The individual responsible for preparing the project proposal and subsequent
monitoring and/or supervising of the project. (See Exhibit A for current names and codes. If the project
manager's name is not listed, then type it in and a new code will be assigned.)
.QS— 6o 13
Project Schedule -- In this section indicate the time frame between initiation of the project and its
completion. This time frame has been divided into three stages, but these stages may overlap. State if
the beneficial use of the facility will begin prior to completion of construction. Also indicate the useful
life of a facility of this type.
Project Description -- This section is intended to provide a brief description of the project including the
scope of work involved, as well as the benefit derived by the City of Miami and/or the community.
Project Cost Estimates:
In this section indicate your best estimate of the project's capital costs. All costs must be rounded to the
nearest $100, then expressed in thousands of dollars. For example, $415,550.00 should be $415,600.00
then entered on the form as $415.6. Provide the total cost, as well as a breakdown of how costs will be
incurred by year. Be sure that this breakdown is consistent with the project schedule. Use the spending
categories provided in the form, but where appropriate you may list other expenditure categories. Do
not include contingent costs in the spending categories provided; instead list the contingencies
separately.
Definitions of the cost components are as follows: .
Site Acquisition - This phase involves the entire process of acquiring land for the project, including the
search for property and the identification of possible properties for acquisition. This phase ends when
title to the land is acquired. Enter the time required for this phase and all costs incidental to land
acquisition, including surveys, legal fees, moving and relocation expenses, and all other incidental
costs.
Design - The design phase begins when project design starts and ends when construction is completed.
This phase includes a number of elements as follows:
a. programming or master planning in which space requirements, function, and budget costs are
determined;
b. identifying the design concept;
C. design development in which the project systems, such as materials, structural, mechanical, and
electrical are identified;
2,8- 660 14
d. preparing construction documents;
e. investigations including surveys, soil tests, existing conditions surveys and traffic studies;
f. inspections;
g. incidental expenses, such as testing, regulatory inspection costs, reproduction of documents,
graphics, signage, insurance, and various fees and permits.
Enter all costs associated with the elements above. Include all consultants' fees, including fees for in-
house services. -
Construction - This phase includes the costs associated with every contract awarded. This phase ends
when construction ends and the project is accepted.
Equipment/Furniture - This phase includes the costs associated with purchases of equipment, furniture,
and fixtures, as identified and required by the project description.
Administration - This cost includes a number of elements as follows:
a. the bidding process
b. construction administration under which contracts are supervised
C. the consultants selection process
d. project management
e. indirect costs (1.43% of total project cost)
Other - Enter other costs not identified above. Specify what constitutes these other costs.
Contingency - Enter the amount set aside for contingency not considered in the cost categories
discussed above.
Total Cost - Sum all items and enter the total costs for each fiscal year of the project.
Funding Sources (Capital Funding Plan): -
List the sources of funding for the proposed project by type of funding source indicating the funding
source code provided in Exhibit B. If the specific funding source is not included in the list, provide the
title that best describes it. Enter the proposed funding source for the project by fiscal year. The source
and amount entered under the column entitled Requested Appropriation 1998-99 is the requested
amounts to be appropriated by the Master Appropriation Ordinance for 1998-99. This funding source
must be available for appropriation. In each column the "Total Funding" row must be equal to the
"Total Cost". Be sure to distinguish between available funding sources and anticipated sources.
V. EXHIBITS
EXHIBIT A
MAJOR PROGRAM AREA TITLES AND CODES
FUNCTIONAL CATEGORY TITLES AND CODES
DEPARTMENT TITLES AND CODES
PROJECT MANAGER NAMES AND CODES
C I T Y u F M I A M I
CAPITAL IMPROVEMENTS PROGRAM
TITLES LIST
04/06/98
TYPE
TYPE DESCRIPTION NUMBER TITLt'''
PROGRAM 1
GENERAL GOVERNMENT
2
PUBLIC SAFETY
a
SOCIAL AND ECON. ENVIRONMENT
4
PARKS AND RECREATION
5
PUBLIC FACILITIES
6
TRANSPORTATION
7
PHYSICAL ENVIRONMENT
C I T Y ' 0 F M I A M I
CAPITAL IMPROVEMENTS PROGRAM
TITLES LIST
04/06/98
TYPE
TYPE DESCRIPTION NUMBER
TITLE''"'
5 CATEGORY 11
GENERAL GOVERNMENT
22
POLICE
23
FIRE RESCUE
31
HOUSING
32
COMMUNITY DEVELOPMENT
33
ECONOMIC DEVELOPMENT
41
PARKS AND RECREATION
52
STADIUMS
53
AUDITORIUMS
54
MARINAS
61
STREETS
63
MASS TRANSIT
64
PARKING
71
SANITARY SEWERS
72
STORM SEWERS
73
SOLID WASTE
C(
of
C I T Y t M I A M I
CAPITAL IMPROv-RENTS PROGRAM
TITLES LIST
04/06/98
TYPE
TYPE DESCRIPTION NUMBER
TITLE
7 DEPARTMENT 22
CLERK OFFICE
26
FINANCE
27
PERSONNEL MANAGEMENT
28
FIRE RESCUE
29
POLICE
31
PUBLIC WORKS
32
SOLID WASTE
35
PUBLIC FACILITIES
38
BUILDING 6 ZONING
42
GSA
43
LAW
45
NET DEPARTMENT
46
INFO. TECHNOLOGY DEPT.
58
PARKS AND RECREATION
59
PLANNING 6 DEVELOPMENT
60
COMMUNITY REDEVELOPMENT AGENCY
70
CITY MANAGER'S OFFICE
90
RECOVERY TASK FORCE
91
OFFSTREET PARKING AUTHORITY
92
DOWNTOWN DEVELOPMENT AUTHORITY
97
SPORTS 6 EXHIBITION AUTHORITY
98
ASSET MANAGEMENT
99
COMMUNITY DEVELOPMENT/HOUSING
l�
cp-
a-o
C I T Y O F M I A M I
CAPITAL IMPROVEMENTS PROGRAM
TITLES LIST
04/06/98
TYPE
TYPE DESCRIPTION NUMBER
TITLE
9 MANAGER 260
ALDO STANCATO
261
DIPAK PAREKH
262
LOURDES REYES
281
CHIEF KEMP
293
JOE LONGUEIRA
297
MAJOR DEJONG
298
W. MARTINEZ
301
SGT. HELMS
311
LEONARD HELMERS
$14
ENRIQUE NUNEZ
324
DENA BIANCHINO
380
SANTIAGO VENTURA
381
JIM KAY
383
ELBERT L. WATERS
384
JOSE R. CASANOVA
386
DAVID WHITTINGTON
388
CLARK TURNER
$89
KAREN Y. COPLIN
421
RON WILLIAMS
452
FRED FERNANDEZ
453
JEFFERY B. HEPBURN
454
PILAR SAENZ-BUTLER
462
ELENA GONZALEZ
491
ALBERT RUDER
511
LILIA MEDINA
512
JUAN PASCUAL
513
SARAH EATON
514
MIRANDA ALBURY
911
RENEE JONES
912
FRANK ROLLASON
913
IRA KATZ
917
WALTER FOEMAN
918
ARLEEN WEINTRAUB
932
ILEANA GOMEZ
942
JAIME REYES
951
GREGORY WRIGHT
971
ERDAL DONMEZ
942
ANNA GELABERT
983
ALLAN I. POMS
992
ARISTIDES FERNANDEZ
993
CHRISTINA ABRAMS
994
SHARLENE ADELMAN
995
LORI BILLBERRY
996
ADRIENNE MACBETH
997
NANCY FERNANDEZ
998
DIANNE JOHNSON
1*:4:1119398�
FUNDING SOURCES
FEDERAL GRANTS
STATE GRANTS
CITY BONDS (GENERAL OBLIGATION BONDS AND REVENUE BONDS)
CAPITAL IMPROVEMENT FUNDS
PRIVATE FUNDS
UNDETERMINED FUNDING
� c — .0o
C I T Y � M I
CAPITAL IMPROVEMENTS
A M I
PROGRAM
FUNDING SOURCE LIST
04/06/98
FEDERAL GRANTS
REVENUE
FUND
SOURCE
NUMBER
FUND
'
CODE
FUND TITLE
700006
5
000000
000001
15
119
159
CBDG - PROGM. INCOME
322029
25
44
159
CDBG--FUTURE YEARS
LIS. HISTRC PRESRV GRNT
341086
331277
142
119
- ANTIC
URBAN MASS TRANSP. ADM. -GRANT
US
000000
339
119
COMMERCE EDA FUND
NATL ENDOW. FOR THE
000000
467
119
119
ARTS GRANT
BILL JOBS 9TH YEAR
7000DO
000001
482
119
FEDERAL REVENUE SHARING
00000
597
598
159
CBDG - L. MATCH FOR UMTA GRANT
CRIME BILL/PUBLIC SERV.
0000000
000000
631
159
119
TAX
CRIME BILL/PUBLIC SERV. TAX
00000
633
637
119
US JUSTICE DEPT "COPS MORE 96"
LAW ENFORCEMENT
0000011
000000
639
119
119
BLOCK GRANT
LAW ENFORCEMENT TRUST FUND
700002
641
119
ANDREW-FEMA RECOVERY
FEMA
700003
702
703
119
CDBG--2ND YR
700004
70000
704
119
119
CDBG--3RD YR
700006
705
706
119
CDBG--4TH YR
CDBG--5TH YR
700007
707
119
119
CDBG--6TH YR
700008
700009
708
119
CDBG--7TH YR
700010
709
710
119
COBG--8TH YR
CDBG--9TH YR
700011
700012
711
119
119
CDBG--IOTH YR
700013
71
712
119
CDBG--IITH YR
CDBG--I2TH YR
70001
700014
714
119
CDBG--l$TH YR
700016
715
716
119
CDBG--14TH YR
CDBG--.15TH YR
700019
700020
719
119
119
CDBG--I6TH YR
700021
720
721
119
CDBG--I9TH YR
CDBG--20TH YR
70002
700023
722
119
119
CDBG--21ST YR
70002
722
119
CDBG--22ND YR
CDBG
000000
724
731
119
-- 23RD YR
CDBG -- 24TH YR
000001
331039
732
735
119
119
US DEPT. OF'HUD, SEC 108 LOAN
CDBG-DISASTER
000000
740
119
119
RECOVERY ASSIST.
US INTERIOR UPARR FUND
700000
000001
758
797
119
US INTER. LAND 6 WTR CONS. GRT
US DEPARTMENT
000001
971
119 159
OF HUD, UDAG
CDBG--FLOAT FUND
000001
973
CDBG--CONTINGENCY FUNDS
119
CDBG - REVENUE
a'
a
C I T Y M
I A M I
CAPITAL IMPRO,-MENTS
PROGRAM
FUNDING SOURCE
LIST
04/06/98
STATE GRANTS
REVENUE
FUND
FUND
SOURCE
NUMBER
CODE
FUND TITLE
000001
000001
23
219
219
FLA ECONOMIC DEVELOPMENT GRANT
000001
23
259
FLA STATE DIRECT APP. 86 - INT
000001
29
259
FLA. DPTO. STATE GRANT
000001
259
FLA. STATE DIRECT APP - FY'91
000001
39
219
FLA. DNR BEACH MGMT. - ANTICIP
000001
40
219
FLA CULTURAL FACILITIES GRANT
000001
41
259
FL STATE DIRECT APPROPRIATION
000001
219
FLA. D.O.T.
000001
48
219
FL STATE APPROPRIATIONS-FY-96
000001
50
219
FL STATE DERM
000001
52
219
FL HISTORICAL RESOURCE GRANT
000001
201
219
FL DEP COASTAL MGMT. GRANT
000001
202
219
DCA, FL COMMUNITIES TRUST
313229
219
FIND GRANT - ANTICIPATED
000000
205
205
219
FLA HEALTH & REHAB SERV. GRANT
000001
320
219
ST EMERG MEDICAL SERVICE GRANT
000001
448
219
FL SPECIAL WATERWAY PROGRAM
000001
219
FLA DEPT OF TRANSPORT. GRANT
000001
583
219
FLA STATE DIRECT APPROP. -FY90
000001
653
219
SOUTH FLA INFRASTRUCTURE FUND
000001
653
219
HURRICANE ANDREW TRUST FUND
000001
673
219
FL-DEPT. OF AGRICULTURE GRANT
000000
675
219
FLA SUPER ACT REIMBURSEMENT
000000
754
219
FLA BOATING IMPROV GRANT
000000
765
S.FL OFF.OF TOURISM, TRADE SECO
331044
770
.219
219
FLA LAND ACQUISITION TRUST FND
312014
312014
780
219
FLA REC DEV ASSIST. PROGM GRNT
984
219
FLA. DPTO. COMM. AFFAIRS GRANT
000000
986
219
FLA STATE DIRECT APPROP -FY 97
000001
98
219
FLA BAY RESTOR./ENHANC. -GRANT
FLA. STATE DIRECT APPROP -FY89
C I T Y 0 M I A M I
CAPITAL IMPROVEMENTS PROGRAM
FUNDING SOURCE LIST
04/06/98
CITY BONDS
REVENUE
FUND
FUND
"
SOURCE
NUMBER
CODE
FUND TITLE
000000
000000
2
6
3.11
MIAMI EXHIBITION BONDS
000000
7
311
INTEREST EARNING AND ARBITRAGE
000001
9
351
SHORT TERM DEBT INSTRUMENT
000001
24
311
SEOPW TAX INCREMNT. REV. BONDS
000001
37
351
SEOPW TAX INCRMNT BONDS - ANTC
420000
38
351
WATERFRONT G.O. BONDS - UNAUTH
000001
136
311
311
RESERVE RELEASE ON CONVNT ENDS
420003
241
311
SP. ASSESS. COLLECTIONS - INT.
420003
249
311
CONVENTION CNTR REVENUE BONDS
000000
250
351
CONY. CENTER REV. BONDS -INT
000001
321
319
LONG TERM DEBT INSTRUMENT
357002
542
351
SUNSHINE STATE SECONDARY LOAN
356002
543
351
1984 POLICE G.O.B. 88 SL- INT
355002
544
351
1984 STORM G.O.B., 88 SL- INT
354002
545
351
1980 SANITARY G.O.B. 88 SL-INT
$52002
546
351
1980 HIGHWAY G.O.B. 88 SL- INT
351001
564
311
1981 FIRE G.O.B. - INTEREST
000001
591
311
GUARANTEE ENTL REV. BNDS -FY89
369100
627
311
OFFST PKG REVENUE BONDS
000001
651
359
1981 FIRE G.O. BONDS - 91 SALE
000000
652
319
COMM. PPR.'94/PUBLIC SERV. TAX
000000
654
319
SUNSHINE ST. COMMER. PAPER-'94
000001
657
359
SUNSHINE ST. COMMER. PAPER-'95
000001
658
359
COMM. PPR.'94/PUBLIC SERV. TAX
000001
659
359
COMM. PPR.'94/PUBLIC SERV. TAX
000001
661
359
COMM. PPR.'95/PUBLIC SERV. TAX
000000
666
311
COMM. PPR. '95/S.S. REV. BONDS
397001
787
311
LOAN FR 1980 HIGHWAY GO. BONDS
363001
791
311
70 POLLUT GO BONDS 70 SL, BALC
369001
792
311
1984 POLICE G.O.B, 87 SL - INT
369001
793
311
1970 HGWAY G.O. BONDS -87 SL
364001
794
311
1970 HIGWY G.0 B., 87 SL - INT
000000
796
311
1984 STORM G.0 BONDS - 87 SL
392001
798
311
S. 0. BONDS SERIE 1986A - INT.
362001
799
311
SIDEWALK G.O. BONDS
000000
806
351
FY'89 SUNSHINE ST. BOND PROCDS
357001
836
311
1980 SANITARY G.O.B. '95 SALE
356001
837
311
1984 POLICE.G.O. BONDS - 88 SL
355001
838
311
1984 STORM G.O. BONDS -88 SL
354001
839
311
1980 SANITARY G.O. B. - 88 SL
1980
352001
840
311
HIGHWAY G.O. BONDS -88 SL
Goo
000001
843
311
1981 FIRE G.O. BONDS - 88 SL
370001
849
311
FLA LEAGUE OF CITIES BOND POOL
1970 POLLUT. G.0 B. - INTEREST
C {.7
clk!)
C I T Y I M
I A M I
CAPITAL IMPROVEMENTS
PROGRAM
FUNDING SOURCE
LIST
04/06/98
CITY BONDS
REVENUE
SOURCE
FUND
FUND
NUMBER
CODE
FUND TITLE
000001
377002
857 56
311
311
OFF-STREET PARKG -CONTRIBUTION
370001
394001
862
311
SP. OBLG. BONDS SR. 86A - INT.
1970 POLLUT. G.0 BONDS
389001
862
311
311
- 86 SL
1970 HIGHWAY G. 0 BONDS -70 SL
389001
864
311
1980 HIGHWAY G.0 BONDS
393001
388001
866
311
1980 HIGHWAY G.O.B. 80 SL -INT
1976 FIRE G.O.
365001
867
869
311
BONDS
1981 FIRE G.O. BONDS
398001
869
311
311
1980 HIGHWAY Q.O.B. 87 SL -INT
39001
871
311
1975 6 76 SAN SEW G.O. BONDS
366001
366001
872
311
1980 SANITARY SEWER G.O. BONDS
1980 SANITARY SW
399001
873
873
311
311
G.O.B. -87 SL
1980 SANT. G.0 B., 87 SL - INT
3399001
8700
000
875
311
1976 6 1978 STORM SEWER G.O.B.
1984 STORM SEWER
425003
876
877
311
G.O. BONDS
HIGHWAY G.O. BONDS-UNAUT.
395001
878
311
311
1985 GVMNT CNT SPCL OBLG BONDS
000000
311
1972 PARKS 6 REC G.O. BONDS
396001
880
311
PARK 6 REC. G.0 BONDS-UNAUTH.
386001
881
311
1970 POLICE G.O. BONDS
363001
882
311
1984 POLICE G.O. BONDS
391001
884
311
1984 POLICE G0. BONDS - 87 SL
391001
885
311
1976 HOUSING G.O. BONDS
372001
887
311
1976 HOUSING G.O. BONDS - INT.
373001
889
311
1980 HIGHWAY G.0.6.,86 SL -INT
374001
890
311
1980 SANITARY Q.O.B,86 SL -INT
374001
891
311
1984 STORM Q.0 BONDS - 86 SALE
375001
375001
892
311
84 STORM GO. BONDS - INTEREST
1984 POLICE G.O.
396001
396001
893
894
311
351
BONDS - 86 SL
84 POLICE GO. BOND, 86 SL -INT
896
351
1970 POLICE GO. BONDS - INT
000000
000000
996
985
311
SP OBLIG REFUND BONDS 87 -ANTC
MARINA REVENUE BOND FUNDS
000001
989
311
311
MORTGAGE REVENUE BONDS
000001
000001
993
351
1980 SAN SEW GO ENDS -UNISSUED
STORM SEWER. G.O.
362001
995
996
311
319
BONDS -UNAUT
SPECIAL OBLIGA. BOND SERIES 95
206000
997
311
SUNSHINE STATE REV. BONDS POOL
311014
31001
998
99
SP. OBLG. BONDS SERIES 1986A
RENTAL REVENUE BONDS,
311
SR 1988
FIRE G.O. BONDS - UNAUTHORIZED
cz)
c*:)
CAPITAL IMPRL ENTSI
IPROGRAM
FUNDING SOURCE
LIST
04/06/98
CAPITAL IMPROVEMENTS
FUND
REVENUE
SOURCE
FUND
FUND
NUMBER
CODE
FUND TITLE"
4040238
238
000001
22
419
411
PROF. SPORT FRANCHISE BONDS
128001
27
419
MUNICIPAL SHOP PROPERTY SALE
DOWNTOWN DEV.
000001
28
30
419
451
SUPPL. FEE (DRI)
SEOPW DEVELP. SUPPL. FEE (DRI)
000001
31
451
OMNI TAX INCREMENT TRUST
000001
33
411
FEC RAILROAD REIMBURSEMENT
322029
35
451
RENT FROM ARENA
110008
47
419
RENT FROM ARENA
000000
70
451
PARK DEVELOPMENT REVENUE FUND
000001
94
411
PROPERTY RENT
383001
000000
143
148
411
INTEREST ON INVESTMENT
MISCELLAN. OTHER REVENUE
706201
164
411
411
FUND
CONTRIB M. SPORTS & EXHIB. AUT
000000
920708
920708
192
192
411
LUMMUS DOCKAGE REVENUE
CONTRIB FY88 GENERAL FUND
213
451
411
-SPA
CONTRIB FR GENERAL FUND
300000
000000
232
235
411
CERTF. OF PARTICIP. - (371001)
DADE COUNTY SCHOOL BOARD
416000
244
459
411
CONTR
CONTRIS. OFF-STREET PARKG. REV
377001
377001
253
411
GOLF COURSES RETAINED EARNINGS
CERTF. OF
000001
306
411
PARTICIP. - INTEREST
SPECIAL ASSESSMENT COLLECTIONS
331346
384001
310
411
411
UTILITY SERVICE TAX CONTRIBl1T.
CONTR FROM
000001
342
32
411
OTHER GOVTS-COUNTY
CAPITAL IMP. FUNDS - FUND BAL.
000001
362
411
411
COST ALLOCATION PLAN
000000
195001
377
451
CONTR. FR ENTERPRISE FUND
DOWNTOWN DEV.
385001
378
388
459
411
AUTH. - CONTRIBT
METRO-DADE COUNTY RESORT TAX
331227
430
451
REVOLVING FUND
119001
000001
436
439
411
BAYFRNT PK BANDSHELL PKG REV
CONTRIB. FROM SPEC. REVN.
201000
446
451
451
FUND
PUBLIC SERV. TAX/E-911 FEE
000001
000001
446
45073
411
CONTRIS FR DEBT SERVICE FUND
CIP LOCAL OPTION GAS
000000
536
411
411
TAX
DADE COUNTY ADA GRANT
000001
553
459
911 SYSTEM SERVICE FEE
920708
920708
584
411
SURFACE WATEJZ IMP. 6 MANG. FND
CONTRIB FR
920708
585
586
411
411
FY84 GENERAL FUND
CONTRIB FR FY85 GENERAL FUND
920708
920708
587
411
CONTRIB FR FY86 GENERAL FUND
CONTRI8 FR
920708
588
411
411
FY87 GENERAL FUND
CONTRIB FR FY88 GENERAL FUND
CONTRIB FR FY89 GENERAL FUND
C I T Y M
CAPITAL IMPRU,.MENTS
I A M I
PROGRAM
FUNDING SOURCE
LIST
04/06/98
CAPITAL IMPROVEMENTS
FUND
REVENUE
FUND
SOURCE
NUMBER
FUND
000001920708
CODE
FUND TITLE
920708
590
595
411
411
CONTRIB FR FY90•GENERAL FUND
920708
596
599
411
CONTRIB FR FY95 GENERAL FUND
CONTRIB FR
384001
384001
601
411
411
FY97 GENERAL FUND
CONTRIB FROM FY98 GENERAL FUND
000000
602
603
411
FY81 FPSL FRANCHISE REVENUES
FY82 FPSL
00
384
3840011
604
411
411
FRANCHISE REVENUES
FY83 FPSL FRANCHISE REVENUES
384001
605
611
411
FY84 FPSL FRANCHISE REVENUES
FY85 FPSL
384001
612
FRANCHISE REVENUES
CAP' IMP. FUND
000001
000001
619
411
419
-INTEREST INCM.
FY80 FPSL FRANCHISE REVENUES
000000
635
650
451
U-S- CORPS ENG. SETTLEMENT
LAND SALES
000000
413000
665
451
451
INTERAMA LAND SALE
414000
667
670
411
PIER THREE DOCKAGE REVENUES
MIAMARINA RETAINED
419000
404000
684
411
411
EARNINGS
DINR KEY MARINA PET EARNINGS
689001
685
690
411
PROP. 8 LEASE MANG. ENT. FUND
ORANGE BOWL ENTERPRISE
000001
691
411
411
FUND
MIAMI STADIUM ENTERPRISE FUND
371001
694
411
SEOPW TAX INCREMENT TRUST
DERM
000001
000000
000000
695
733
411
459
CERTIFIC. OF PARTICIPATION -86
734
744
459
96 SAFE NEIGHBORHOOD PARK BOND
SAFE NEIGH.
388001
322029
322029
775
411
411
PARKS BOND-ANTICIP
SECURITY GUARD TAXING DISTRICT
782
783
411
VIRGINIA KEY LANDFILL SALE
SEOPW DEVELOPER
000001
000001
784
411
411
DEPOSIT
SEOPW RENTAL PROPERTIES
358002
384002
785
848
411
LOAN FR GENERAL FUND BALANCE
LOAN FR DCM
000000
852
411
411
(PEOPLE MOVER -II)
NEW PORT BRIDGE LAND SL - INT.
383001
383001
855
411
FPSL FRANCHISE REVENUES
360001
858
411
DADE SAVINGS 6 LOAN ESCROW
D.
360001
859
865
411
COUNTY SEAPORT LAND SETTLM.
PRO. NEW PORT
000001
000000
897
411
419
BRIDGE LAND SALE
STORMWATER UTILITY TRUST FUNDS
000001
944
459
MUNICIPAL FUEL TAX
962
963
411
M-0. WTR S SWR AUTH. REIMBSMNT
MARINAS RETAINED
367001
000001
000001
964
411
411
EARNINGS
DINNER KEY MARINA CONTRIBUTION
966
451
IMPACT FEES
MATCHING FOR IMPACT FEE EXEMPT
C I T Y 0 M I
A M I
CAPITAL IMPROVhWENTS
PROGRAM
FUNDING SOURCE LIST
04/06/98
PRIVATE FUNDS
REVENUE
FUND
FUND
SOURCE
NUMBER
CODE
FUND TITLE1
000000
000001
4
32
519
DECOMA CO. (PRIVATE CONTRIB.)
000001
42
559
559
PRIVATE DEVELOPER CONTRIBUTION
000001
43
559
PRIVATE/DEVELPR CONTRIB-ANTI
000001
324
559
TACOLCY ECO. DEVL. CORP. GRANT
000001
335
519
PEPPER FOUNDATION GRANT
000001
336
519
ANDREW-HARTFORD INSUR RECOVERY
688010
356
559
ANDREW-AMERICAN BKRS INS RECOV
026132
357
559
CONTRIS. FROM TRUST 6 AGENCY
331317
786
559
FEC RAILROAD LOAN
000000
788
519
RICOH CORPORATION - CONTRIBIT.
026132
835
559
NEW WORLD ACTION COM. - CONTR.
376001
841
559
FEC RAILROAD GRANT
000000
842
559
ROUSE-MIAMI, INC. CONTRIBUTION
000000
847
559
PRIV. DEVEL. CONTRIB. -(HOTEL)
380001
851
559
GREATER MIA CONV. VIST. BUREAU
000000
853
559
WILDER FOUNDATION GRANT
331232
912
559
CONT.000ONUT GROVE TRUST FUND
420005
932
559
LEE 6 TINA HILLS FUND
J. L. KNIGHT FOUNDATION CONTRB
CAPITAL IMPROVtMENTISIPROGRAM
FUNDING SOURCE LIST
04/06/98
UNDETERMINED
REVENUE FUND
SOURCE NUMBER FUND
CODE FUND TITLE
000000 899
691 UNDETERMINED
EXHIBIT C
CITY OF MIAMI N.E.T AREAS
C I T Y M I A M I
CAPITAL IMPR6._MENTS PROGRAM
TITLES LIST
04/06/98
TYPE
TYPE DESCRIPTION
10 NEIGHBORHOOD LOCATION
C��
cloo
NUMBER TITLE
1
UPPER EASTSIDE
2
LITTLE HAITI
3
MODEL CITY
4
WYNWOOD/EDGEWATER
5
ALLAPATTAH
6
OVERTOWN
7
DOWNTOWN
e
WEST LITTLE HAVANA
9
FLAGAMI
10
CORAL WAY
11
NORTH/EAST COCONUT GROVE
12
SOUTH/WEST COCONUT GROVE
13
EAST LITTLE HAVANA
99
CITYWIDE
� c•
UPPER EAST SIDE
......... Community Development Target
Area Boundary (CDTN
SOURa:Offlce of The City Manager
Planning, Building, and Zoning Departmen
28-MAR 1995
44` 07 4V
i
6
I T Y O F M I A M I
N E 8�4 T" < u <
_ Z N E .1
o < NE 82 TE = z =!az
2
z N 8 2 S T
a FNE --!GF WC0DENF1AWJMA JT'M" >>r 0T E E 8 S T
LITTLE HAITI S T 9 T E R
3 3 3 3 3 3 3 3 E S T
z z z = z z
it
W 7 S N 7 7 S T
E 6 S T
7 6
W W W W W
-4, Is
S T z z z z z z
N r 4S _ N E 7 4 S
E M 3 R
7 3 $�T) NM 73 S 3
L > < NE 7 3 FI
7 TER
> >
3W I\
z<< v 3F—xz E F1 ST >
NET Boundary >
<3 3 3 3 ; NW 70 ST „1
(Neighborhood Enhancement Team) M N N WLL
Z `
3 N W 6 8 T R <
Community Development N W 6 8 S T
Target Area Boundary (CDTA) w s T W
Railroad
�IWH61 SIT. J� -
W 6 j-
W 5 1 S T
w S t S T
w 5
W s 3 ST <
W 4 9 S T 1
W 4 8 S T 3
W 412
w t
1
1
1
RCE: Office of the City Manager
Planning, Building and Zoning Department
OV-1 994
_ <
AL
N[ 3 7
_ = r =
E 6 t S T
N it -
N TER
R
N E 5 9
T E R
N E 5 1
T E R
N E
5
S T
ST
<
-
ca
<NE
51
TER
_
a
<
N E
5
S T
S T
_=
N E
S
S T
S T a<
z
z
z
z
z
N E
5
S T
I
I I!a
NE
S
TER
4) S T
NE 5 ST
W
S T
`
w
S T
TER
V
S
NE T
TER
N E 5 0 T
S T
sT
N E
4 8 E R
T
NE
48 T
N E
4 7 T
N E
t S T
NE
4 ST
z
N E 4
S T
N E 4
5 T
NE 4
ST
ST
v
W
2
ST
W
T z
5 � A y1
C I T Y O F
ETP,
I,)
` 8C,MORHOOD ENFL
MODEL
.. _ . YET & CDTA I
neighborhood Enhancemen
.ommunity Development 1
Railroad
M I A M I
:wt
-URCE: Office of the City Manager
Planning, Building and Zoning Department
MAR-1995
C I T Y
WYNWOOD / EDGEWATER
.. m.. NET Area Boundary
Neighborhood Enhancement Team
........ Community Development
Target Area Boundary (CDTA)
Railroad
LO
M
r
SOURCE: Office of the City Manager
Planning, Building and Zoning Departmi
t4JUL-1995
spa
r T
C I- v OF MIAMI
• a
N-1.11
A
NET & Community Development
Target Area Boundary (CDTA)
-.� Railroad
-�, v
.0_. Metroraii
JURCE: Office of the City Manager
Planning, Building and Zoning Department
"R-1995
LO
rn
I
C I T Y F M 1 A M I
NEIrni
M6GI KWHOOD 0HANcBjENTW M
OVERTOWN
AMA aF D&AWaW
_._._ Community Development Target ��,�%�y
Area Boundary (CDTA) �� a a
Metro Rail/Stations O�� n
S�a-
a
♦` ST
U
o
�m
SOURCE: Office of the City Manager
Planning, Building and Zoning Department
14-NOV 1994
TR
� J
1 a-
� N
� 3
I Z NW 20 ST
1
i NW19ST
a NW13ST
r,
NN
1GVG' t 1 S
NW 1 0 ST
Q
a
I � /
19 S F►-
aa >
MNj5ST
�I MYBST
MY b ST
WNuTo
v
NW13S'
NW 1 1 TER
14
SIP
l
ST
j
ST
ST
Q
�1
,
i
I
-i
1
1
01i
DOWNTOWN
VENETIA N C S W Y
N D 0 0 0 L A S U a e A R T H U R
AREA OF EMMCFIdF f
Metro RA/Stations
Rail Road
NET Boundary
BSCAYNE BAY
•a
SOURCE: Office of dx Qty660
Planning Building and Zoning Depwgnent
C I T Y O F M I A ,1 I
AREA OF ENLARGEMENT
• , 1 .f
MGMORHOOD EI�iANCEMENTTEAM -
WEST LITTLE HAVANA
< N W 1 1 T E R < L ^�.` _ _ _ _ Community Development
N w , s r < • Target Area (CDTA)
NW , r E a N o ,'-� �& NET Area Boundary
z NW / S T < 3 i •
N W I S T >> >
N w
T
I T -Cco < < NW
�`.
A a m > �
N w� 1 S T z NW 16 S
N W I S T
z N W 1 5 S z z z N N H
kW^1 3 3 + < `♦
N W
y N z z 3 ; Nk 4 s•
N W 1 N W I3 T � z z > �•�..`
T •
N W I E R f 2__ E PAW(
> T ` > •- /S\� FERJ W E PARK
U V
IN W r1l] S T S r 4
T
> > �- .- > t N 1 S
3 3 3 > < -C3 < a n a U -Cv
_ ^ Z 1� N + MI .f N O
N S T O N N N N
wI 3 N N N (y
3 3 z z z z z z z z z 3 3 3; = z 3
N 7 J z Z z z
J I
N W 6 S T < < d < < NW 6 IT
4+
^ Nw 5 ST < N N N N IV ~' N N ' NW 54ST
ro ; N W a T E R 3 N 3
~> ; N W a S T 4 S T
eL U
o—,-5
z N W
N W 3 T N 3 S 7
^^^ N W I S T J r t
Nw 2 ST > 3 a o
z = 3 3 < N W T E R z
z z N W 1 S T
+ r NW TER
N W LAOL R N <<f NW f AGLER TER '
3 ff 3 3
FLAGLE S z 3
Z f
PU CE
• I < 4 > ~ S w 1 S T S U 9 A i I N S w 1 5
n SW 2 S T T
3 ; 3 0 S W 2 T R 3
y w rn 3 N N S W 3 5 T J S 3 5 T In
N > 4
sw 5 sr Sw 14 ST <
4
> > > ► > S w 5 s T
Is w s Tr <
N W 6 S T <
.I N N 3 3
H
3 3 ; 3 3
N Vl wo > N N N S W a
ti <
S 9 S u o •�.�.1.................
S v 9 T1 R 123,
S T H A or 4F
S I S r
ST 12ST $- , — Cr�A
_Sw I 3 S T w000L A W N
S w I TER
PARK
s w I S T C E M E T E R Y CAUL SOURCE: Office of The City Manager
S w t S t CATS
S w I s T PART( Planning, Building, and Zoning Department
29-MAR-1995
r
r
'
iFBomow r-PHOOBVENTTEAM
F L A G A M I
HET
CORAL
,
W A Y
Metro Rail/Station
Community Development Target
Area Boundary (CDTA)
SOURCE CIffice of The City Manager
Planning, Building, and Zoning Department
06-APR-1995
,
,
,
,
,
,
AREA OF ENLARGEMENT
r �
N9GFB0RH00D 0*ANC8WWTEAM
NORTH/EAST COCONUT GROVE
N
PARK
CIA
KENN�py PAaK♦.�•
��.
l
Qv11
ONJER
r'r V'" WANWRIGHT
PARK ,
DR
VfZCq y,4,•'
1
1
OR oo
i'
KEY
Metro Rail/Station
SOURCE: Office of The City Manager
4 j
Planning, Building, and Zoning Department
14-NOV 1994 '
rp
I T V OF MIAMI
iEf6FBOWOOD EPW MBA NTTEAM
SOUTH / WEST
COCONUT GROVE
_--____-. Community Development Target
Area Boundary (CDTA)
Metro Rai VStation
ESON A s �`
DART AV
l
Ili PBQSPECI. �R. �:..
SOURCE: Office of The City Manager
1, - - . " � J� I 1j; � : f —:
EAST LITTLE HAVANA
Cam uWty Derdopwt
Twgd A— (CDTA)
k WET Am Bamidry
SOUKE: OfflOe of The City Manager
Planning, Building, and .Zoning L-+cpanmem
14•NOV 1994
EXHIBIT D
FORM: CIP PROJECT STATUS SHEET
FORM: CIP PROJECT PRIORITY LIST
FORM CIP 1: DEPARTMENTAL FY'98 PROJECT DESCRIPTION
SHEETS
FORM CIP 2: NEW CAPITAL PROJECT PROPOSAL FORM
FORM CIP 3: NEW CAPITAL PROJECT QUESTIONNAIRE
�- of
Z:\RIVERSIDE\SHARED\CIP\FORMS\PROJECT STATUS SHEET
CIP Project Status Sheet
1998-2004 CIP Program
Department:
Functional Category:
Prepared by:
DELETED PROJECTS from the 1995-2001 CIP or FY'98 Master CIP Ordinance:
Project No. Project Name Comments
1.
2.
3.
etc.
2. COMPLETED PROJECTS during FY'97 and FY'98:
Project No Project Name Comments
1. _.
2.
3.
etc.
3. ONGOING PROJECTS with prior appropriations (indicate in the
comments column if no expenditures were made during FY'97 or FY'98):
Project No. Project Name Comments
1.
2.
3.
etc
4. PREVIOUSLY SUBMITTED PROJECTS receiving funding for first time in FY'99:
Project No. Project Name Comments
1.
2.
3.
etc.
5 . NEW PROJECTS requesting FY'99 appropriations:
Project No. Project Name Comments
i.
2.
3.
etc.
5 . PREVIOUSLY SUBMITTED PROJECTS not requesting funding until FY'2000 or later.
Project No. Project Name Comments
1.
2.
3.
etc.
7. NEW PROJECTS not requesting funding until FY'2000 or later.
Project No. Project Name Comments
1.
2.
3.
etc.
0 v Fl
t) W)
Z.IRIVERSIDEISHAREDICWORMSIPROJECf PRIORM LIST
Project
Priori No. Project Name
1
2
3
4
5
6
7
-8
etc.
CIP Project Priority List
Department:
1998-2004 CIP Program
First Furst Total
Year In Year of Expenditures Project
Program APArop. in FY'97P98 Cost
6'6()
ZIRIVERSIDE1Siv..ED\CIPTORMSWORM CIP 2
FORM:
CITY OF MIAMI
DATE OF SUBMISSION: / / 98
CIP 2 CAPITAL IMPROVEMENTS PROGRAMS
NEW PROJECT PROPOSAL FORM FORM PREPARED BY:
PROJECT NO: [To be assigned by CIP Administrator]
PROJECT NAME:
ADDRESS: PROJECT DESCRIPTION:
NET AREA CODE:
PROGRAM:
CATEGORY:
CITY DEPARTMENT:
PROJECT MANAGER:
Fiat Year in Capital Program:FY99
First Year of Appropriation: [To be assigned by CIP Administrator]
PROJECT SCHEDULE
Initial Date Revised Date
Commence Design
Award Contract
Construction -Begin
Beneficial Use
Project Complete
(DOLLAR AMOUNTS IN THOUSANDS)
TOTAL COST
PRIOR
REQ. APP.
FUTURE COST ESTIMATES
PROJECT COST
ESTIMATE
APPROP
1998-99
1999-2000
2000-01
2001-02 2002-03
2003-04
Land Acquisition
$
$0.0
$
$
$
$ $
$
Design
Construction
Equipment/Furniture
Administration
-
Other
TOTAL COST
$
$0.0
$
$
$
$ $
$
TOTAL
PRIOR
REQ. APP.
FUTURE FUNDING NEEDS
SING SOURCES
FUNDING
APROP.
1998-99
1999-2000
2000-01
2001-02 2002-03
2003-04
C" TOTAL COST $ $0.0 $ $ $ $ $ $
a :
NEW CAPITAL PROJECT QUESTIONNAIRE
Z:RIVERSIDEISHAREDICIPIFORMSIFORM CIP 3
FORM CIP3
PROJECT QUESTIONNAIRE: The following questions must be answered in order to evaluate the
priority of the proposed project relative to all other capital spending requests. They are organized
according to the six major criteria that will be used to evaluate new capital projects. Please answer each
question as completely as possible. If you need more space to answer please attach a separate page. If
the question is not applicable, indicate this with 'NA". Do not skip any questions.
PROJECT OBJECTIVES AND BENEFITS: In this section clearly state the specific objectives this project is
intended to achieve, and describe the anticipated benefits to the community. This would include_ the specific
community services provided by the project and the activities that would take place therein.
• PROJECT DESCRIPTION: In this section please provide a complete physical description of the project.
'28 6'0
NEW CAPITAL PROJECT QUESTIONNAIRE
Z:RIVERSIDE%SHARED1CIPtFORMSIFORM CIP 3
I. CONTRACTUAL AND LEGAL OBLIGATIONS
1. is this project legally mandated? If so, explain.
2. Is this project required to implement the City's Comprehensive Plan, an adopted redevelopment plan, a master
land use. plan or other adopted plan? If so, show how the project is directly related to the objectives of said plan(s).
3. Is the project needed to address an existing deficiency in an adopted Level of Service Standard (Comp Plan)?
If so, how large a deficiency? Or, is the project needed to address an anticipated deficiency, and if so, when is the
deficiency, expected to develop?
II. PUBLIC HEALTH, SAFETY AND ENVIRONMENT
1. Is this project related to public health and safety? If so, does the project remedy an existing hazard, a potential
hazard or does it simply promote public health and safety?
2
NEW CAPITAL PROJECT QUESTIONNAIRE
Z:RIVERSIDEISHAREDICIPIFORMSIFORM CIP 3
2. What impact will this project have on water quality, air quality and the natural environment of the region? Will
this project require an environmental impact assessment?
III. NEt£HBORHOOD QUALITY OF LIFE
Will this project improve or provide public amenities in a residential area, and improve the quality of life therein?
Explain how this project will affect the residential character of the surrounding area.
IV. ECONOMIC DEVELOPMENT AND INTERNATIONAL IMPACT
1. Will this project generate additional employment? If so, provide the number of persons, by occupation, that will
be employed and the projected salaries for those jobs. Also distinguish between public and private sector jobs.
3 ` 0
NEW CAPITAL PROJECT QUESTIONNAIRE
ZAl"VERSIDIMHAREDICIPTORMSTORM CIP 3
2. Does this project directly impact the continued development of the City as a center for international trade,
finance and tourism? If so, explain.
3. Is this project intended to be a catalyst for private development or redevelopment? If so, please provide a
description of the anticipated impact.
V. FINANCIAL IMPACT AND PROJECT MANAGEMENT CONSIDERATIONS
1. Will this project improve the efficiency of service delivery (increase productivity)?Ifso explain how and quantify
the extent of cost savings.
4
NEW CAPITAL PROJECT QUESTIONNAIRE
Z:RNERSIDEISHAREDICIPIFORMSIFORM CIP 3
2. Will this project provide services similar to those provided by other public or private facilities, and if so, in what
way(s) will this project compete with, or complement the activities in those other facilities?
3. Is this project to be coordinated with any other ongoing City, County, State or Federal Capital projects? If so,
indicate the importance of such coordination with regard to timing, cost, and/or success of the project.
4. Is this project required to repair a major deterioration, maintain the structural integrity of, or replace a public
facility? Explain
5. Will the project repair or replace systems that are important to the operation of an existing facility? Explain.
6. Is the project needed as preventive maintenance to deter a larger future outlay? Explain.
s GOO
NEW CAPITAL PROJECT QUESTIONNAIRE
Z:RIVERSIDEISHAREDICIP%FORMS%FORM CIP 3
7. Will this project require any additional investment in public infrastructure? If yes, please describe the required
improvements and estimate their costs.
VI. ADMINISTRATIVE CONSIDERATIONS
How will this project help your department accomplish its objectives? Is it necessary to achieve or maintain an
acceptable level or quality of service delivery?
6
APPENDIX
FY 1998 CAPITAL
APPROPRIATIONS AND
AMENDMENT
ORDINANCES
J-98-298
3/16/98 -
11623
ORDINANCE NO.
AN ORDINANCE ESTABLISHING APPROPRIATIONS FOR
CITY OF MAMI CAPITAL IMPROVEMENTS; CONTINUING
AND REVISING PREVIOUSLY APPROVED SCHEDULED
CAPITAL IMPROVEMENT PROJECTS; ESTABLISHING NEW
CAPITAL IMPROVEMENT PROJECTS TO BEGIN DURING
FISCAL YEAR 1997-1999; REPEALING PROVISIONS OF
ORDINANCE NO. 11337, AS AMENDED, THE FISCAL YEAR
1995-1996 CAPITAL IMPROVEMENTS APPROPRIATIONS
ORDINANCE, WHICH MAY BE IN CONFLICT WITH THIS
ORDINANCE; PROVIDING CONDITIONS, AUTHORIZATIONS
AND DIRECTIONS TO THE CITY MANAGER AND CITY
CLERK; CONTAINING A REPEALER PROVISION AND A
SEVERABILITY CLAUSE.
WHEREAS, the administration has designated certain projects proposed to be undertaken in
Fiscal Year 1997-1998 with General Obligation Bond Funds, Revenue Bond Funds, Enterprise Funds,
General Fund Revenues, and with some federal and state funds and private contributions, pursuant to
Section 30 and 34 of the City Charter, and has included them in this proposed appropriations ordinance;
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 1997-1998 and reappropriates the previously authorized project funding totals; and
WHEREAS, this ordinance includes new Capital Projects scheduled to begin during Fiscal Year
1997-1998 and appropriates the project funding totals; and
-- 11623
WHEREAS, it is now in order to approve the appropriations in seven ( I-VII ) program areas
based upon use or functional categories within said areas in accordance with the following format:
PROGRAM AREA / FUNCTIONAL CATEGORY
I. GENERAL GOVERNMENT
GENERAL GOVERNMENT
II. PUBLIC SAFETY
POLICE
FIRE -RESCUE
III. SOCIAL AND ECONOMIC ENVIRONMENT
HOUSING
COMMUNITY DEVELOPMENT
ECONOMIC DEVELOPMENT
IV. PARKS AND RECREATION
fZ11-14.1 0OW,_*# -��-116M
A. CAPITAL PROJECTS
B. ENTERPRISE PROJECTS
2 11623
V. PUBLIC FACILITIES
STADIUMS
AUDITORIUMS
MARINAS
VI. TRANSPORTATION
STREETS
MASS TRANSIT
VII. PHYSICAL ENVIRONMENT
SANITARY SEWERS
STORM SEWERS
SOLID WASTE
NOW, THEREFORE, BE IT ORDAINED BY THE COMMMION OF THE CITY OF
MIAAG, FLORIDA:
Section 1. The herein appropriations are hereby made for implementation of all municipal capital
improvements of the City of Miami, including new capital improvement projects scheduled to begin
during fiscal year 1997-1998. The herein appropriations which are hereby 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 source of revenues to support the herein
appropriations is hereby identified by fund and project with the project appropriations with revenues
therefor being set forth for seven program ( I-VII ) areas based upon use or functional category within said
areas, as follows:
3 8- 600 .11623
THE FOLLOWING APPROPRIATIONS IN ALL CAPITAL PROJECTS ARE IN THOUSANDS OF DOLLARS.
[. GENERAL GOVERNMENT
_ A. CAPITAL PROJECTS
1. REMOVAL OF UNDERGROUND TANKS
311009
S 1,658.3
(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) S400.0 -
1970 POLLUTION G.O. BONDS -86 SALE
(f) S54.0 -
1976 FIRE G.O. BONDS
(g) $54.9 -
1976 & 1978 STORM SEWER G.O.B. ,
(h) S37.8 -
1976 HOUSING G.O. BONDS - INT.
2. UPGRADE MAINFRAME COMPUTERS & PERIPHERALS
311015 $9,374.2
(a) $3,977.0 -
SPECIAL ASSESSMENT COLLECTIONS
(b) S291.0 -
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
(fl $387.0 -
1981 FIRE G.O. BONDS
(g) S595.0
1984 POLICE G.O. BONDS - 87 SALE
3. CITYWIDE FACILITY RENOVATIONS & RESTORATIONS
311016 $432.5
(a) S432.5 - CONTRIBUTION FROM FY' 98 GENERAL FUND
4. RELOCATION OF MUNICIPAL SHOP OPERATIONS
311018 $2,300.9
(a) $185.5 -
1981 FIRE G.O. BONDS - INTEREST
(b) $300.0 -
CONTRIBUTION FROM FY' 97 GENERAL FUND
(C) $59.4 -
COMMUNITY DEVELOPMENT BLOCK GRANT
- 7TH YEAR
(d) $15.1 -
COMMUNITY DEVELOPMENT BLOCK GRANT
- 8TH YEAR
(e) $240.0 -
COMMUNITY DEVELOPMENT BLOCK GRANT
- 14TH YEAR
(� $634.0 -
COMMUNITY DEVELOPMENT BLOCK GRANT
- 15TH YEAR
(g) S866.9 -
COMMUNITY DEVELOPMENT BLOCK GRANT
- DISASTER RECOVERY ASSISTANCE
4 11623
5. ARCHITECTURAL/ENGINEERING COMPUTER SYSTEM
311019 $300.0
(a) $25.0 -
1970 HIGHWAY G.O. BONDS - 87 SALE
(b) $25.0 -
1984 STORM G.O. BONDS - 88 SALE
(c) S 16.5 -
1980 SANITARY G.O. BONDS - 88 SALE
(d) S50.0 -
STORMWATER UTILITY TRUST FUND
(e) S 183.5 -
1980 SANITARY SEWER G.O.B. - 87 SALE
6. FINANCIAL INFORMATION SYSTEM
311027
$674.0
(a) S36.0 -
CERTIFICATE OF PARTICIPATION
(b) 550.0 -
1984 POLICE G.O.B. 88 SALE - INTEREST
(C) S400.0 -
SUNSHINE STATE SECONDARY LOAN
(d) S35.0 -
VIRGINIA KEY LANDFILL SALE
(e) S27.0 -
FY ` 89 SUNSHINE STATE BOND PROCEEDS
(fl S25.0 -
1994 STORM G.O. BONDS - 88 SALE
(g) S 16.0 -
DADE COUNTY SEAPORT LAND SETTLEMENT
(h) S60.0 -
PROCEEDS NEW PORT BRIDGE LAND SALE
(i) S25.0 -
1980 SANITARY SEWER G.O. BONDS - 87 SALE
7. PRELIMINARY
G.O. BONDS EXPENSES - FY' 92
311028
S120.0
(a) S 120.0 - 1994 STORM SEWER G.O. BONDS
8. GSA PARKING & BAY SPACE EXPANSION
311030 $462.4
(a) S372.8 - IMPACT FEES
(b) S89.6 - MATCHING FOR IMPACT FEE EXEMPTION
9. INTEGRATED TEXT AND IMAGE MANAGEMENT SYSTEM
311031 $100.0
(a) S 100.0 - CONTRIBUTION FROM FY' 97 GENERAL FUND
10. CITY CLERK OFFICE MICROFILM SYSTEM ENHANCEMENTS
311033 $19.0
(a) S 19.0 - CONTRIBUTION FROM FY' 97 GENERAL FUND
11. ADDITIONAL REPAIRS TO HURRICANE FACILITIES
311039 $300.0
(a) S300.0 - ANDREW-HARTFORD INSURANCE RECOVERY
5 � - �s 01 11623
12. MIAMI OUTBOARD CLUB IMPROVEMENTS
311041 $50.0
(a) $50.0 - VIRGINIA KEY LANDFILL SALE
13. MIAMI RIVERSIDE CENTER ACQUISITION
311042 $18,293.8
(a) $18,293.8 - SPECIAL OBLIGATION BOND SERIES 95
14. NETWORK INFRASTRUCTURE AND ROBOTICS
311043 $3,500.0
(a) $3,500.0 - SUNSHINE STATE COMMERCIAL PAPER '95
15. MICROCOMPUTERS, PERIPHERALS, & SOFTWARE -PH I
311045 $2,500.0
(a) S2,500.0 - SUNSHINE STATE COMMERCIAL PAPER'95
16. A-17 SYSTEM SOFTWARE 5 YEAR RELICENSING
311602 S325.0
(a) $325.0 - CONTRIBUTION FROM FYI 98 GENERAL FUND
17. WORK ORDER AND PROJECT MANAGEMENT SYSTEM
311604 $200.0
(a) 5200.0 - CONTRIBUTION FROM FY' 98 GENERAL FUND
18. HEAVY EQUIPMENT AND CAR WASH REPLACEMENT
311702 $397.5
(a) $397.5 CONTRIBUTION FROM FYI 98 GENERAL FUND
19. WATSON ISLAND FIRE LINE - DSR #42654
311806 $214.9
(a) $214.9 - ANDREW - FEMA RECOVERY
20. MIAMI YACHT CLUB DOCKS, RAMPS, BOAT FACILITY-DSR #3069
311908 $302.4
(a) $302.4 - ANDREW - FEMA RECOVERY
21. JACKSON HISTORICAL SITE TREES - DSR #15601
311811
$1.8
(a) St.& - ANDREW - FEMA RECOVERY
6 11623
22. DR. JACKSON'S HOUSE DEBRIS & TREES - DSR #12489
311812 $1.0
(a) $1.0 - ANDREW - FEMA RECOVERY
23. RICKENBACKER MARINA HURRICANE REPAIRS -TRUST FUND
311821 $63.8
(a) $63.8 - HURRICANE ANDREW TRUST FUND
24. PIONEER CLUB SEAWALL HURRICANE REPAIRS - TRUST FUND
311823 $240.0
(a) $240.0 - HURRICANE ANDREW TRUST FUND
25. REPLACEMENT OF CITYWIDE FLEET
311850 $2,085.5
(a) $2,085.5 - CONTRIBUTION FROM FY' 98 GENERAL FUND
26. OLD PERSONNEL BUILDING DEBRIS & TREES - DSR #29890
311905 $5.8
(a) $5.8 - ANDREW - FEMA RECOVERY
27. ADMINISTRATION BLDG. TREES & GROUNDS MAINTENANCE
DSR #29872
311906 $0.5
(a) $0.5 - ANDREW - FEMA RECOVERY
28. SOLID WASTE FACILITY DEBRIS & TREES - DSR #12507
311907 $4.9
(a) S4.9 ANDREW - FEMA RECOVERY
29. ADMIMSTRATION BUILDING TREES - DSR #7659
311908 $1.5
(a) S1.5 - ANDREW - FEMA RECOVERY
30. PAN AMERICAN DR. DEBRIS, FENCE & LIGHTING
DSR #99874
311921 $14.0
(a) $14.0 - ANDREW - FEMA RECOVERY
7 �_ E 11623
31. CITY HALL EXTERIOR PAINTING - DSR 992693
311926 $57.1
(a) $57.1 - ANDREW - FEMA RECOVERY
32. SAFETY INFRASTRUCTURE REPAIRS
311927 $660.0
(a) S660.0 - CONTRIBUTION FROM FY' 97 GENERAL FUND
33. GSA BUILDING HAZARD MITIGATION - DSR #19395
311928 $152.6
(a) S152.6 - ANDREW - FEMA RECOVERY
iI. PUBLIC SAFETY
POLICE
A. CAPITAL PROJECTS
1. POLICE MOBIL DIGITAL TERMINAL REFINEMENT
312010
$2,400.1
(a) $1,093.1 -
US JUSTICE DEPARTMENT "COPS MORE 96"
(b) $641.0 -
1970 POLICE G.O. BONDS
(C) $2542 -
LAW ENFORCEMENT BLOCK GRANT
(d) S421.8 -
LAW ENFORCEMENT TRUST FUND
2. POLICE PROPERTY & AUTO POUND FACILITY RENOVATION
312012
S 138.0
(a) $138.0 - 1970 POLICE G.O. BONDS
3. CENTRAL POLICE FACILITY EXPANSION
312015 $1,074.0
(a) $439.7 -
1984 POLICE G.O. BONDS - 88 SALE
(b) $478.9 -
1970 POLICE G.O. BONDS
(C) S 155.5 -
1984 POLICE G.O. BONDS - 87 SALE
4. POLICE EQUIPMENT ACQUISITION
312018
$1,449.6
(a) S274.3 -
1984 POLICE G.O. BONDS - 88 SALE
(b) S520.4 -
1970 POLICE G.O. BONDS
(c) $116.7 -
1984 POLICE G.O. BONDS
(d) $468.3 -
1984 POLICE G.O. BONDS - 87 SALE
(e) S69.9 -
'84 POLICE G.O. BONDS '86 SALE - INTEREST
8 11623
5. NORTH POLICE STATION PARKING & BLDG. EXPA.F.
312022 $245.6
(a) $235.0 - IMPACT FEES
(b) $10.6 - MATCHING FOR IMPACT FEE EXEMPTION
6. CENTRAL POLICE STATION PARKING & BLDG. EXPA.F.
312023 $237.4
(a) S 148.4 - IMPACT FEES
(b) S89.0 - MATCHING FOR IMPACT FEE EXEMPTION
7. SOUTH POLICE STATION PARKING & BLDG. EXPA.F.
312024 S398.0
(a) S369.3 - IMPACT FEES
(b) S28.7 - MATCHING FOR IMPACT FEE EXEMPTION
8. HEADQUARTER BUILDING RENOVATIONS
312025 $350.0
(a) S350.0 - CONTRIBUTION FROM FY'98 GENERAL FUND
9. POLICE DEPARTMENT K-9 FACILITY
312026 S75.4
(a) S50.0 - GUARANTEED ENTITLEMENT REVENUE BONDS
-FY'89
(b) S24.5 - 1984 POLICE G.O. BONDS - 87 SALE
(c) S0.9 - '84 POLICE G.O. BONDS '86 SALE - INTEREST
10. 800 MHZ RADIO SYSTEM & MOBIL DIGITAL TERMINALS EXPA.F.
312028 $135.8
(a) $116.6 - IMPACT FEES
(b) $19.2 - MATCHING FOR IMPACT FEE EXEMPTION
11. CONSOLIDATION OF POLICE & FIRE COMMUNICATIONS
312029 $825.0
(a) S825.0 - SUNSHINE STATE COMMERCIAL PAPER - '94
12. MIAMI POLICE DEPARTMENT FACILITY RESTORATION
312030 $1,250.0
(a) S 1,000.0 - SUNSHINE STATE COMMERCIAL PAPER - '95
(b) S250.0 - 1994 POLICE G.O. BONDS - 87 SALE
13. MOBIL DIGITAL COMPUTERS - PHASE T
312032 S8,284.8
(a) $8,294.8 - US JUSTICE DEPARTMENT "COPS MORE 96"
9 11623
boo
14. UPGRADE EMERGENCY GENERATORS & OTHER RELATED
EQUIPMENT
312034 $3,000.0
(a) $1,660.0 - PUBLIC SERVICE TAX / E-911 FEE
(b) S257.0 - CONTRIBUTION FROM FY'97 GENERAL FUND
(C) $1,083.0 - 1984 POLICE G.O. BONDS - 88 SALE
15. NORTH SUBSTATION RENOVATIONS
312035 $40.0
(a) S40.0 - CONTRIBUTION FROM FY'98 GENERAL FUND
16. SOUTH POLICE SUBSTATION TREES - DSR #12485
312922 S1.1
(a) S1.1 - ANDREW- FEMA RECOVERY
17. POLICE STATION DEBRIS / TREES REPLACEMENT - DSR #29870
312872 $3.9
(a) S3.9 - ANDREW FEMA RECOVERY
18. POLICE HEADQUARTERS BLDG. HAZARD MITIGATION - DSR #7223
312876 $138.6
(a) $138.6 - ANDREW FEMA RECOVERY
FIRE -RESCUE
A. CAPITAL PROJECTS
I. RENOVATION OF FIRE STATIONS & OLD FIRE DRILL TOWER
313018 S2,171.0
(a) S581.5 1981 FIRE G.O. BONDS - 1991 SALE
(b) S357.1 - 1976 FIRE G.O. BONDS
(c) S1,232.4 - 1981 FIRE G.O. BONDS
2. FIRE STATION #3 GARAGE MODIFICATION & EXPANSION
313019 S3,173.3
(a) S 127.0 - 1981 FIRE G.O. BONDS - '91 SALE
(b) $0.3 1976 FIRE G.O. BONDS
(c) $3,046.0 - 1981 FIRE G.O. BONDS
10
1162:_3
3. FIRE STATION RENOVATIONS
313022
$100.0
(a) $10.0.0 - CONTRIBUTION FROM FY' 98 GENERAL FUND
4. MIAMI FIRE MUSEUM
313231 S432.4
(a) $229.4 -
FLORIDA STATE DIRECT APPROPRIATION - FY'91
(b) $3.0 -
CONTRIBUTION FROM TRUST & AGENCY
(C) S100.0 -
COMMUNITY DEVELOPMENT BLOCK GRANT
- 16TH YEAR
(d) $100.0 -
COMMUNITY DEVELOPMENT BLOCK GRANT
- 18TH YEAR
5. FIRE DEPARTMENT COMPUTER ENHANCEMENT -FY'89
313232
,
(a) $337.5 -
STATE EMERGENCY MEDICAL SERVICE GRANT
(b) S32.2 -
CONTRIBUTION FROM FY' 97 GENERAL FUND
(C) S246.1 -
1981 FIRE G.O. BONDS - 91 SALE
(d) S675.6 -
1981 FIRE G.O. BONDS - 88 SALE
6. FIRE -RESCUE NEW APPARATUS ACQUISITION
313233
(a) $2,400.0 - CONTRIBUTION FROM FY' 98 GENERAL FUND
7. FIRE RESCUE NEW APPARATUS ACQUISITION FY'92-96
313234
(a) S 1,000.0 - 1981 FIRE G.O. BONDS - 1991 SALE
S1 91.4
$2,400.0
$1,000.0
8. EMERGENCY OPERATIONS CENTER
313238 $648.0
(a) S 175.0 - CONTRIBUTION FROM FY 98 GENERAL FUND
(b) S473.0 - FLORIDA DEPARTMENT OF COMMUNITY
AFFAIRS GRANT
9. FIRE STATION #1&4 EXPANSION, EMS UNIT, AERIAL &
HAZARDOUS MATERIAL APPARATUS/IM[PACT FEE
313240 S 114.9
(a) $68.0 - IMPACT FEES
(b) S46.9 - MATCHING FOR IMPACT FEE EXEMPTION
10. RELOCATION OF FIRE DEPARTMENT ADMINISTRATIVE OFFICES
313241 S500.0
(a) $500.0 - CONTRIBUTION FROM FY97 GENERAL FUND
I
98- 600
11623
11. FIRE STATION #7 EXPANSION & EMS RESCUE UNIT
IMPACT FEE
313242 S18.1
(a) S 14.5 - IMPACT FEES
(b) $3.6 - MATCHING FOR IMPACT FEE EXEMPTION
12. FIRE STATION #8 EXPANSION AND EMS RESCUE UNIT
IMPACT FEE
313243 S17.1
(a) S 15.2 - IMPACT FEES
(b) S 1.9 - MATCHING FOR IlvIPACT FEE EXEMPTION
13. FIRE STATION # 12 EXPANSION & EMS RESCUE UNIT '
EMPACT FEE
313244 $6.6
(a) $3.4 - DOACT FEE
(b) $3.2 - MATCHNG FOR HvfPACT FEE EXEMPTION
14. FIRE STATIONS CD RENOVATIONS
313300 S483.0
(a) $254.1 - CON04UNITY DEVELOPMENT BLOCK GRANT
- PROGRAM INCOME
(b) $228.9 - COMMUNITY DEVELOPMENT BLOCK GRANT
- 231D YEAR
15. FIRE STATION #4 HAZARD N=GATION / DSR 35925
313640 $19.3
(a) $19.3 - ANDREW - FEMA RECOVERY
16. FIRE STATION # 9 HAZARD MrMGATION / DSR 18627
313642 $17.6
(a) S17.6 - ANDREW - FEMA RECOVERY
17. FIRE COLLEGE TREESIDSR #92661
313753 $9.2
(a) $9.2 - ANDREW - FEMA RECOVERY
18. FIRE TRAINING CENTER HAZARD MITIGATION / DSR #33404
313754 $30.3
(a) $30.3 - ANDREW - FEMA RECOVERY
12 11623
19. FIRE STATION NO.6 TREES & DEBRIS/DSR #29895
313800
(a) $0.8 - ANDREW - FEMA RECOVERY
20. FIRE STATION NO.4 TREES/DSR # 11123
313801
(a) $1.4 - ANDREW - FEMA RECOVERY
21. FIRE STATION NO.2 TREES/DSR #92652
313802
(a) $0.5 - ANDREW - FEMA RECOVERY
22. FIRE STATION NO.7 TREES/DSR #11126
313803
(a) $1.4 - ANDREW - FEMA RECOVERY
23. FIRE STATION NO. 10 TREES/DSR # 10210
313804
(a) $0.8 - ANDREW - FEMA RECOVERY
24. FIRE STATION NO. 12 DEBRIS & TREES/DSR #7743
313805
(a) $1.5 - ANDREW - FEMA RECOVERY
25. FIRE STATION NO.3 DEBRIS & TREES/DSR #11125
313807
(a) $0.4 ANDREW - FEMA RECOVERY
26. FIRE STATION NO. 12 TREES/DSR # 11103
313809
(a) S1.4 - ANDREW - FEMA RECOVERY
27. FIRE STATION NO.5 DEBRIS & TREES/DSR #12506
313810
(a) $0.6 - ANDREW - FEMA RECOVERY
13
$0.8
$1.4
$0.5
$1.4
$1.5
$0.4
SIA
$0.6
11623
9 600
28. FIRE STATION NO. 11 TREE REPLACEMENT/DSR # 11106
313811 $0.5
(a) $0.5 - ANDREW - FEMA RECOVERY
29. SOUTH FLORIDA URBAN SEARCH AND RESCUE PROGRAM
313826 $456.0
(a) $456.0 - SOUTH FLORIDA OFFICE OF TOURISM,
TRADE & ECONOMIC DEVELOPMENT
30. FEMA URBAN SEARCH AND RESCUE PROGRAM
313827 $30.0
(a) $30.0 - FEDERAL EMERGENCY MANAGEMENT
AGENCY
31. ' STREET FIRE HYDRANT MARKERS/DSR # 15665
313990 $4.3
(a) $4.3 - ANDREW - FEMA RECOVERY
32. CITYWIDE FIRE STATION SIGNS/DSR #92623
313991 $0.6
(a) $0.6 - ANDREW - FEMA RECOVERY
33. FIRE DEPT. VEHICLES/DSR #3097
313992 $25.1
(a) $25.1 - ANDREW - FEMA RECOVERY
34.
FIRE STATION # 11 HAZARD MITIGATION
313994
$15.0
(a) $15.0 - ANDREW - FEMA RECOVERY
35.
FIRE STATION # 1 HAZARD MITIGATION - DSR 40325
313995
$48.2
(a) $48.2 - ANDREW - FEMA RECOVERY
36.
FIRE GARAGE HAZARD MITIGATION - DSR 72241
313996
$23.3
(a) $23.3 - ANDREW - FEMA RECOVERY
37.
FIRE STATION # 3 HAZARD MITIGATION - DSR 40322
313997
S8•0
(a) $8.0 - ANDREW - FEMA RECOVERY
14 11623
III. SOCIAL AND ECONOMIC ENVIRONMENT
HOUSING
A. CAPITAL PROJECTS
SCATTERED SITE AFFORDABLE HOUSING DEVELOPMENT
PROGRAM
321034 $4,274.3
(a) S209.2 - BUILDING SALES
(b) S1,217.7 - SPECIAL OBLIGATION BONDS SERIES 1986A
INTEREST EARNINGS
(c) $2,847.4 - SPECIAL OBLIGATION BONDS SERIES 1986A
2. SAINT HUGH OAKS VILLAGE HOUSING PROJECT
321040 $2,374.0
(a) $820.0 - BUILDING SALES
(b) $1,554.0 - SPECIAL OBLIGATION BONDS SERIES 1986A
3. LOW RENT HOUSING BUILDING TREES, FENCE & AWNING/
DSR#10246
321901 $9.6
(a) $9.6 - ANDREW - FEMA RECOVERY
COMMUNITY DEVELOPMENT
A. CAPITAL PROJECTS
1. SOUTHEAST OVERTOWN/PARK WEST PHASE H
322057
$2,819.7
(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
2. MANUEL ARTIME CENTER RENOVATIONS - FY'95
322060 $200.0
(a) $100.0 - GUARANTEED ENTITLEMENT REVENUE
BONDS - FY'89
(b) $100.0 - COMMUNITY DEVELOPMENT BLOCK GRANT
23RD YEAR
15 11623
ECONOMIC DEVELOPMENT
A. CAPITAL PROJECTS
1. LATIN QUARTER SPECIALTY CENTER - LAND ACQUISITION
321038 $1,304.6
(a) $300.0 - FLORIDA ECONOMIC DEVELOPMENT GRANT
(b) S584.2 - MUNICIPAL SHOP PROPERTY SALE
(c) S 15.0 - CONTRIBUTION FROM OTHER GOVERNMENTS
-COUNTY
(d) S405.4 - FLORIDA LEAGUE OF CITIES BOND POOL
2. ART IN PUBLIC PLACES - MIAMI DESIGN DISTRICT '
322055 S250.0
(a) S250.0 - CONTRIBUTION FROM MIAMI SPORTS &
EXHIBITION AUTHORITY
3. MIAMI DESIGN DISTRICT - SIGNAGE PROGRAM
322056 S25.0
(a) S25.0 - CON[ UNITY DEVELOPMENT BLOCK GRANT
-231°' YEAR
4. OVERTOWN SHOPPING CENTER RENOVATIONS
322059 S 160.0
(a) S 160.0 - COMMUNITY DEVELOPMENT BLOCK GRANT
-20TH YEAR
5. TOWER THEATER REHABILITATION
322061
S2,526.8
(a)
S352.8
- ' FLORIDA DEPARTMENT OF STATE GRANT
(b)
S500.0
- FLORIDA CULTURAL FACILITIES GRANT
(c)
$650.0
- COMMUNITY DEVELOPMENT BLOCK GRANT
- 215T YEAR
(d)
S304.0
- COMMUNITY DEVELOPMENT BLOCK GRANT
- 22m YEAR
(e)
$370.0 -
COMMUNITY DEVELOPMENT BLOCK GRANT
- 23RD YEAR
(f)
$100.0 -
COMMUNITY DEVELOPMENT BLOCK GRANT
- 22ND YEAR REVENUE
(g)
$250.0 -
COMMUNITY DEVELOPMENT BLOCK GRANT
- UNEXPENDED FUNDS
16 11623
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
7. LUMMUS PARK HISTORICAL & CULTURAL VILLAGE
322066
(a) $500.0 - 96 SAFE NEIGHBORHOOD PARK BOND"
8. WATSON ISLAND AVIATION & VISITORS CENTER
344101
(a) $352.5 - FLORIDA DEPARTMENT OF TRANSPORTATION
(b) S 10.5 - CONTRIBUTION FROM SPECIAL REVENUE FUND
(c) $352.5 - GREATER NIIANII CONVENTION & VISITORS
BUREAU
IV. PARKS AND RECREATION
PARKS AND RECREATION
A. CAPITAL PROJECTS
1. LUMMUS PARK. REDEVELOPMENT
331042
(a)
S 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)
S0.4 -
COMMUNITY DEVELOPMENT BLOCK GRANT
--4TH YR
(e)
$147.9 -
COMMUNITY DEVELOPMENT BLOCK GRANT
--6TH YR
(f)
S79.5 -
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
$405.2
$500.0
$715.5
$750.9
17 11623
-- 0
2. VIRGINIA KEY PARK DEVELOPMENT - PHASE I
331044 $731.0
(a)
$47.9 -
GUARANTEED ENTITLEMENT REVENUE
BONDS - FY'89
(b)
$250.0 -
FY'82 FP&L FRANCHISE REVENUES
(c)
S200.0 -
FLORIDA RECREATION AND DEVELOPMENT
ASSISTANCE PROGRAM GRANT
(d)
S8.1 -
1972 PARKS & RECREATION G.O. BONDS
(e)
$225.0 -
SUNSHINE STATE BOND POOL PROCEEDS
3. AFRICAN SQUARE PARK RENOVATIONS
331053 $804.0
(a)
S 14.0 -
STATE OF FLORIDA DIRECT APPROPRIATIONS
1988 - INTEREST
(b)
S50.0 -
STATE OF FLORIDA DIRECT APPROPRIATIONS
- FY'91
(c)
$307.2 -
GUARANTEED ENTITLEMENT REVENUE BONDS
- FY'89
(d)
S50.0 -
COMMUNITY DEVELOPMENT BLOCK GRANT
—18TH YR
(e)
S75.0 -
COMMUNITY DEVELOPMENT BLOCK GRANT
--19TH YR
(f)
S25.0 -
CONRAUNITY DEVELOPMENT BLOCK GRANT
— 21n YEAR
(g)
S200.0 -
STATE OF FLORIDA DIRECT APPROPRIATIONS
- FY'89
(h)
S 107.8 -
SUNSHINE STATE BOND POOL PROCEED
4. ROBERTO CLEMENTE PARK REHABILITATION
331056 $2,080.5
(a)
S2.1 -
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
G)
$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
18 11623
5. ATHALIE RANGE PARK IMPROVEMENTS
331070
(a)
$160.0 -
COMMUNITY DEVELOPMENT BLOCK GRANT
-21STYR.
(b)
S47.8 -
COMMUNITY DEVELOPMENT BLOCK GRANT
- 22NDYR
(c)
$40.0 -
COMMUNITY DEVELOPMENT BLOCK GRANT
- 23"DYR
(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
(a)
$5.7 -
INTEREST INVESTMENT '
(b)
S 175.8 -
LEE & TINA HILLS FUND
7. CITYWIDE NEIGF
331303
(a) $558.2 -
(b) $6.0 -
(c) S 108.5 -
(d) S162.0 -
8. BAYFRONT PARE
33,1305
(a) $225.8
(b) $70.0
(c)
S225.2 -
(d)
$55.0 -
(e)
S750.0 -
(f)
$213.0 -
9. CITYWIDE BALL:
331307
(a) S217.5 -
PARK RENOVATIONS
GUARANTEED ENTITLEMENT REVENUE
BONDS-FY99
DADE COUNTY SEAPORT LAND SETTLEMENT
PROCEED NEW PORT BRIDGE LAND SALE
SUNSHINE STATE BOND POOL PROCEEDS
: REDEVELOPMENT -SOUTH END & CHOPIN PLAZA
$396.5
$181.5
$834.7
S 1,539.5
FLORIDA STATE DIRECT APPROPRIATION 88
-INTEREST
GUARANTEED ENTITLEMENT REVENUE BONDS
- FY99
UNITED STATES CORPS ENGINEER SETTLEMENT
NEW WORLD ACTION COMMITTEE CONTRIBUTION
FLORIDA STATE DIRECT APPROPRIATION FY88
SUNSHINE STATE REVENUE BONDS POOL
RENOVATIONS
S217.5
SUNSHINE STATE REVENUE BONDS POOL
19
_ 11623
10. ALLAPATTAH-COMSTOCK PARK RENOVATION
331309
$943.8
- (a)
$150.0
- GUARANTEED ENTITLEMENT REVENUE BONDS
-FY89
(b)
$450.0
- COMMUNITY DEVELOPMENT BLOCK GRANT
- 19T" YEAR
(c)
$100.0
- COMMUNITY DEVELOPMENT BLOCK GRANT
- 21sT YEAR
(d)
$69.4
- 96 SAFE NEIGHBORHOOD PARK BOND
(e)
$64.4
- US INTERIOR LAND AND WATER CONSERVATION
GRANT
(f)
$110.0 -
SUNSHINE STATE REVENUE BONDS POOL
It. GRAPELAND PARK RVIPROVEMENTS
331310
$238.0
(a)
$138.0 -
GUARANTEED ENTITLEMENT REVENUE BONDS -FY89
(b)
$100.0 -
SUNSHINE STATE REVENUE BONDS POOL
12. LEGION PARK IMPROVEMENTS
331312
(a)
S100.0
- FLORIDA STATE DIRECT APPROPRIATION -FY91
(b)
S45.0
- FLORIDA SPECIAL WATERWAY PROGRAM
(c)
S9.0
- GUARANTEED ENTITLEMENT REVENUE BONDS
-FY89
(d)
S28.5
- CONTRIBUTION FROM FY97 GENERAL FUND
(e)
$761
- 96 SAFE NEIGHBORHOOD PARK BOND
(f)
S160.0
- SUNSHINE STATE REVENUE BONDS POOL
13. MORNINGSIDE PARK RENOVATIONS
331313
(a)
S45.0
- FLORIDA SPECIAL WATERWAY PROGRAM
(b)
$3.0
- CONTRIBUTION FROM DEBT SERVICE FUND
(c)
$310.0
GUARANTEED ENTITLEMENT REVENUE BONDS
-FY89
(d)
S37.0
- CONTRIBUTION FROM FY97 GENERAL FUND
(e)
S291.3
- 96 SAFE NEIGHBORHOOD PARK BOND
(f)
S7.0
- PROCEEDS NEW PORT BRIDGE LAND SALE
(g)
S200.0
- SUNSHINE STATE REVENUE BONDS POOL
S418.7
$893.3
20
11623
14.
VIRRICK PARK RENOVATIONS
331316
$1,423.8
(a) $4.5 -
FLORIDA STATE DIRECT APPROPRIATION 88
-INTEREST
(b) S50.0 -
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
- 18TH YEAR
(f) $35.0 -
COMMUNITY DEVELOPMENT BLOCK GRANT
- 21 ST YEAR
(g) $71.7 -
COMMUNITY DEVELOPMENT BLOCK GRANT
- 22ND YEAR
(h) S300.0 -
COMMUNITY DEVELOPMENT BLOCK GRANT
- 23" YEAR '
(i) S700.0 -
96 SAFE NEIGHBORHOOD PARK BOND
0) $100.0 -
SUNSHINE STATE REVENUE BONDS POOL
15.
CITYWIDE PARK PLAYING COURT RENOVATIONS
331318
$575.0
(a) $71.1 -
GUARANTEED ENTITLEMENT REVENUE BONDS
-FY89
(b) $503.9 -
SUNSHINE STATE REVENUE BONDS POOL
16.
CITYWIDE IRRIGATION PROJECTS
331338
$340.0
(a) S 340.0 -
SUNSHINE STATE REVENUE BONDS POOL
17.
GIBSON PARK IMPROVMENTS
331341
S444.9
(a)
S 100.0 -
GUARANTEED ENTITLEMENT REVENUE BONDS
-FY89
(b)
$100.0 -
COMMUNITY DEVELOPMENT BLOCK GRANT
- I e 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
18. ARMBRISTER PARK RENOVATIONS
331342
(a)
$72.2 -
GUARANTEED ENTITLEMENT REVENUE BONDS
-FY89
(b)
S236.9 -
COMMUNITY DEVELOPMENT BLOCK GRANT
- 18TH YEAR
(c)
S44.0
- 96 SAFE NEIGHBORHOOD PARK BOND
(d)
S100.0
- SUNSHINE STATE REVENUE BONDS POOL
21
S453.1
11623
19. KIRK MUNROE PARK IMPROVEMENTS
331343
$101.0
(a) $65.0 - GUARANTEED ENTITLEMENT REVENUE BONDS
-FY89
(b) $36.0 - 96 SAFE NEIGHBORHOOD PARK BOND
20. REEVES PARK RENOVATIONS
331344 $150.0
(a) S50.0 -
GUARANTEED ENTITLEMENT REVENUE BONDS
-FY89
(b) S 100.0 -
SUNSHINE STATE REVENUE BONDS POOL
21. SIMPSON PARK RENOVATIONS
331346
,
(a) S50.0 -
FLORIDA DEPARTMENT OF STATE GRANT
(b) S58.8 -
DADE COUNTY ADA GRANT
(c) S25.0 -
CONTRIBUTION FROM FY97 GENERAL FUND
(d) S 163.8 -
96 SAFE NEIGHBORHOOD PARK BOND
(e) S35.0 -
1972 PARKS AND RECREATION G. O. BONDS
22. WILLIAMS PARK RENOVATION
331351
(a)
$38.0 -
FLORIDA STATE DIRECT APPROPRIATION 88
-INTEREST
(b)
$400.0 -
FLORIDA STATE DIRECT APPROPRIATION -FY90
(c)
$100.0 -
COMMUNITY DEVELOPMENT BLOCK GRANT
- 19TH YEAR
(d)
S45.0 -
COMMUNITY DEVELOPMENT BLOCK GRANT
- 21 sr YEAR
(e)
$28.6 -
COMMUNITY DEVELOPMENT BLOCK GRANT
- 22ND YEAR
(f)
$84.0 -
96 SAFE NEIGHBORHOOD PARK BOND
23. HENDERSON PARK RENOVATIONS
331356
(a)
$4.5
- FLORIDA STATE DIRECT APPROPRIATION 88
-INTEREST
(b)
$50.0
- FLORIDA STATE DIRECT APPROPRIATION -FY91
(c)
$50.0
- COMMUNITY DEVELOPMENT BLOCK GRANT
- 18"' YEAR
(d)
$65.0
- COMMUNITY DEVELOPMENT BLOCK GRANT
- 21 sT YEAR
(e)
$23.9
- COMMUNITY DEVELOPMENT BLOCK GRANT
- 22ND YEAR
(f)
S15.0
- COMMUNITY DEVELOPMENT BLOCK GRANT
- 23"a YEAR
(g)
S31.5
- 96 SAFE NEIGHBORHOOD PARK BOND
$332.6
S695.6
$239.9
24. DORSEY PARK RENOVATIONS
331357
(a)
S4.1
- FLORIDA STATE DIRECT APPROPRIATION 88
-INTEREST
(b)
S50.0
- FLORIDA STATE DIRECT APPROPRIATION -FY91
(c)
S15.0
- PARK DEVELOPMENT REVENUE FUND
(d)
S24.5
- CONTRIBUTION FROM TRUST AND AGENCY
(e)
S55.0
- COMMUNITY DEVELOPMENT BLOCK GRANT
- 19T" YEAR
(f)
S50.0
- COMMUNITY DEVELOPMENT BLOCK GRANT
- 21 sT YEAR
(g)
S9.5
- COMMUNITY DEVELOPMENT BLOCK GRANT
- 22ND YEAR
(h)
S25.3
- 96 SAFE NEIGHBORHOOD PARK BOND
(i)
S250.0
- US INTERIOR UPARR FUND
(j)
S 100.0
- STATE OF FLORIDA DIRECT APPROPRIATION
FY ` 97
25. PEACOCK PARK SITE IMPROVEMENTS
331359
$583.4
$922.0
(a)
$8.1 -
FLORIDA DEPARTMENT OF STATE GRANT
(b)
$72.9 -
PARK DEVELOPMENT REVENUE FUND
(c)
$63.0 -
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
26. SHENANDOAH
PARK IMPROVEMENT
331360
S925.0
(a) S 125.0 FLORIDA STATE APPROPRIATIONS -FY96
(b) $50.0 COMMUNITY DEVELOPMENT BLOCK GRANT
-18TH YEAR
(c) $650.0 - % SAFE NEIGHBORHOOD PARK BONDS
(d) $100.0 - STATE OF FLORIDA DIRECT APPROPRIATION
FY ` 97
27. EATON PARK IMPROVEMENTS
331361
(a)
S50.0
- COMMUNITY DEVELOPMENT BLOCK GRANT
- I ST" YEAR
(b)
S150.0 -
COMMUNITY DEVELOPMENT BLOCK GRANT
- 19TH YEAR
(c)
S30.0 -
COMMUNITY DEVELOPMENT BLOCK GRANT
- 21sT YEAR
(d)
S54.0
COMMUNITY DEVELOPMENT BLOCK GRANT
- 22ND YEAR
(e)
S150.0 -
COMMUNITY DEVELOPMENT BLOCK GRANT
- 23 RD YEAR
S434.0
23 ,Y )- 11623
28. CURTIS PARK SHORELINE IMPROVEMENTS
331362
S310.0
(a) $100.0
- FLORIDA STATE DEPARTMENT OF
ENVIRONMENTAL PROTECTION
(b) S 100.0 -
DADE COUNTY DEPARTMENT OF
ENVIRONMENTAL RESOURCE MANAGEMENT
(c) $50.0 -
COMMUNITY DEVELOPMENT BLOCK GRANT
- 18TH YEAR
(d) S50.0 -
COMMUNITY DEVELOPMENT BLOCK GRANT
- 23 "D YEAR
(e) S 10.0 -
JAMES L. KNIGHT FOUNDATION CONTRIBUTION
29. TOWN PARK RENOVATIONS
331363
$70.0
(a) S60.0 -
COMMUNITY DEVELOPMENT BLOCK GRANT
- 19TM YEAR
(b) S 10.0 -
COMMUNITY DEVELOPMENT BLOCK GRANT
- 23" YEAR
30. TACOLCY PARK C.D. IMPROVEMENTS
331364
S415.0
(a) S315.0 -
COMMUNITY DEVELOPMENT BLOCK GRANT
- 20TH YEAR
(b) S 100.0 -
COMMUNITY DEVELOPMENT BLOCK GRANT
- 21srYEAR
31. DOWNTOWN RESIDENTIAL PARK RENOVATIONS / I.F.
331371
S490.2
(a) S277.0 -
IMPACT FEES
(b) S213.2 -
MATCHING FOR IMPACT FEE EXEMPTION
32. COCONUT GROVE RESIDENTIAL. PARK RENOVATIONS / I.F.
331372 '
$235.4
(a) S 191.8
- IMPACT FEES
(b) S43.6
MATCHING FOR IMPACT FEE EXEMPTION
33. LITTLE HAVANA RESIDENTIAL PARK RENOVATIONS / I.F.
331373
$140.1
(a) $71.9
- IMPACT FEES
(b) $69.2
- MATCHING FOR IMPACT FEE EXEMPTION
34. FLAGAMI RESIDENTIAL PARK RENOVATIONS / I.F.
331374 $84.3
(a) S46.5 - IMPACT FEES
(b) $37.8 - MATCHING FOR IMPACT FEE EXEMPTION
24
11623
35. ALLAPATTAH RESIDENTIAL PARK RENOVATIONS / I.F.
331375
(a) $25.1 - IMPACT FEES
(b) $36.2 - MATCHING FOR IMPACT FEE EXEMPTION
36. DOWNTOWN PARK RESIDENTIAL PARK RENOVATIONS / I.F
331376
(a) $197.2 - IMPACT FEES
(b) $118.9 - MATCHING FOR IMPACT FEE EXEMPTION
37. EDISON RESIDENTIAL PARK RENOVATIONS / I.F
331377
(a) $2.6 - IMPACT FEES
(b) $52.4 - MATCHING FOR IMPACT FEE EXEMPTION
38. MERRIE CHRISTMAS PARK HANDICAP IMPROVEMENTS
331379
(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
39. MOORE PARK TRACK RENOVATIONS
331380
(a)
$300.0 -
COMMUNITY DEVELOPMENT BLOCK GRANT
- 20TH YEAR
(b)
$30.0 -
COMMUNITY DEVELOPMENT BLOCK GRANT
-21 ST YEAR
(c)
$47.9 -
COMMUNITY DEVELOPMENT BLOCK GRANT
-22ed YEAR
(d)
$1,000.0 -
96 SAFE NEIGHBORHOOD PARK BOND
40. COCONUT GROVE MINI PARK RENOVATION - C.D.
331382
(a) $90.0 - COMMUNITY DEVELOPMENT BLOCK GRANT
- 20TH YEAR
(b) $20.0 - COMMUNITY DEVELOPMENT BLOCK GRANT
-213T YEAR
(c) $39.6 96 SAFE NEIGHBORHOOD PARK BOND
$61.3
$316.1
$55.0
$89.3
$1,377.8
$149.6
1162
41. CRESTWOOD PARK C.D. IMPROVEMENTS
331383
(a) $30.0 - COMMUNITY DEVELOPMENT BLOCK GRANT
- 20rH YEAR
42. GIBSON PARK C.D. IMPROVEMENTS
331384
(a) $120.0 - COMMUNITY DEVELOPMENT BLOCK GRANT
- 20TH YEAR
(b) $9.5 - COMMUNITY DEVELOPMENT BLOCK GRANT
- 22''0 YEAR
43. JOSE MARTI PARK DEVELOPMENT - PHASE III - C.D.
331385
(a)
$350.0 -
COMMUNITY DEVELOPMENT BLOCK GRANT
- 20TH YEAR
(b)
S200.0 -
COMMUNITY DEVELOPMENT BLOCK GRANT
- 21sT YEAR
(c)
$62.1 -
COMMUNITY DEVELOPMENT BLOCK GRANT
- 22"0 YEAR
(d)
S 175.0 -
COMMUNITY DEVELOPMENT BLOCK GRANT
- 23"D YEAR
(e)
$622 -
96 SAFE NEIGHBORHOOD PARK BOND
(f)
$100.0 -
STATE OF FLORIDA DIRECT APPROPRIATION
FY ` 97
44. LEMON CITY PARK DAY CARE IMPROVEMENTS - C.D.
331386
(a)
$170.0
COMMUNITY DEVELOPMENT BLOCK GRANT
- 20TH YEAR
(b)
S150.5
- COMMUNITY DEVELOPMENT BLOCK GRANT
- 22ND YEAR
(c)
$100.0
- COMMUNITY DEVELOPMENT BLOCK GRANT
- 23"D YEAR
(d)
544.0
- 96 SAFE NEIGHBORHOOD PARK BOND
45. LUMMSUS PARK ADULT CENTER - C.D.
331387
(a) $55.0 - COMMUNITY DEVELOPMENT BLOCK GRANT
- 20T" YEAR
46. ATHALIE RANGE PARK POOL - C.D.
331389
(a) S60.0 - COMMUNITY DEVELOPMENT BLOCK GRANT
- 20TH YEAR
26
$30.0
$129.5
$949.3
S464.5
S55.0
S60.0
11623
47. REEVES PARK C.D. IMPROVEMENTS
331389
$177.2
(a) $50.0 -
COMMUNITY DEVELOPMENT BLOCK GRANT
- 20TH YEAR
(b) $45.0 -
COMMUNITY DEVELOPMENT BLOCK GRANT
- 214T YEAR
(c) $38.2 -
COMMUNITY DEVELOPMENT BLOCK GRANT
- 22''0 YEAR
(d) $44.0 -
96 SAFE NEIGHBORHOOD PARK BOND
48. TARGET AREA
PARK C.D. IMPROVEMENTS
331390
$145.5
(a) S 145.5 -
COMMUNITY DEVELOPMENT BLOCK GRANT
- 20TH YEAR
49. HADLEY PARK SENIOR CENTER
331391
$1,430.0
(a) $300.0 - COMMUNITY DEVELOPMENT BLOCK GRANT
- 21sT YEAR
(b) S130.0 - COMMUNITY DEVELOPMENT BLOCK GRANT
- DISASTER RECOVERY ASSISTANCE
(c) S1,000.0 - SPECIAL OBLIGATION BOND SERIES 95
50. PARK TREES CORRECTIVE TRIMMING / PRUNING
331392 $100.0
(a) S100.0 FLORIDA DEPARTMENT OF AGRICULTURE
GRANT
51 BAYFRONT PARK CAPITAL IMPROVEMENTS -FY95
331393 $300.0
(a) S130.0 - CONTRIBUTION FROM FY97 GENERAL FUND
(b) S 170.0 - FY 89 SUNSHINE STATE BOND PROCEEDS
52. BAYFRONT PARK FOUNTAIN RETROFrrnNG
331394 $94.0
(a) $94.0 - PEPPER FOUNDATION GRANT
27 11623
x�
53. RIVERSIDE PARK IMPROVEMENTS - C.D.
331395 $102.1
(a) $25.0 - COMMUNITY DEVELOPMENT BLOCK GRANT
- 21 ST YEAR
(b) $20.0 - COMMUNITY DEVELOPMENT BLOCK GRANT
- 23"D YEAR
(c) $57.1 - 96 SAFE NEIGHBORHOOD PARK BOND
54. BUENA VISTA PARK RENOVATIONS - C.D.
331396 $402.1
(a)
$20.0
COMMUNITY DEVELOPMENT BLOCK GRANT
- 21 ST YEAR
(b)
$62.1 -
COMMUNITY DEVELOPMENT BLOCK GRANT
- 22ND YEAR
(c)
S20.0 -
COMMUNITY DEVELOPMENT BLOCK GRANT
- 23" YEAR
(d)
S300.0 -
96 SAFE NEIGHBORHOOD PARK BOND
55. ALLEN MORRIS PARK IMPROVEMENTS (BRICKELL MINI PARK)
331398 S20.0
(a) $20.0 -
GUARANTEED ENTITLEMENT REVENUE BONDS
- FY 89
56. JOSE MARTI PARK EXPANSION
331399
S654.5
(a) $654.5
DEPARTMENT OF COMMUNITY AFFAIRS
FLORIDA COMMUNITIES TRUST
57. HADLEY PARK RENOVATIONS
331403
$78.6
(a) $28.6
- COMMUNITY DEVELOPMENT BLOCK GRANT
- 2210 YEAR
(b) S50.0
- COMMUNITY DEVELOPMENT BLOCK GRANT
- 23RD YEAR
59. MILLER DAWKINS PARK RENOVATION
331404 538.7
(a) S28.7 - COMMUNITY DEVELOPMENT BLOCK GRANT
- 22"D YEAR
(b) $10.0 - COMMUNITY DEVELOPMENT BLOCK GRANT
- 23RD YEAR
28 11623
59. BAYWOOD PARK SHORELINE IMPROVEMENTS
331405
$170.0
(a) $76.0 - FLORIDA SPECIAL WATERWAY PROGRAM
(b) $94.0 - DADE COUNTY DEPARTMENT OF
ENVIRONMENTAL RESOURCE MANAGEMENT
60. MOORE PARK DAYCARE RENOVATIONS
331406 $5.6
(a) S5.6 - COMMUNITY DEVELOPMENT BLOCK GRANT
- 22ND YEAR
61. NORTH BAY VISTA PLAYGROUND
331407
(a) S9.5 - COMMUNITY DEVELOPMENT BLOCK GRANT
- 22ND YEAR
(b) S15.0 - COMMUNITY DEVELOPMENT BLOCK GRANT
- 23 RD YEAR
62. CUBAN MEMORIAL BLVD. FACELIFT
331408
(a) S4.8 - CON64LNM DEVELOPMENT BLOCK GRANT
- 22ND YEAR
(b) $2.0 - COMMUNITY DEVELOPMENT BLOCK GRANT
-23"D YEAR
63. WEST BUENA VISTA PARK RENOVATIONS
331409
(a) S 14.3
- COMMUNITY DEVELOPMENT BLOCK GRANT
-22ND YEAR
(b) S 18.0
- COMMUNITY DEVELOPMENT BLOCK GRANT
-23"D YEAR
64. AFRICAN SQUARE PARK - REPLANTING /DSR #89759
332004
(a) $3.3
- ANDREW - FEMA RECOVERY
65. COMSTOCK PARK TREES & FENCE/DSR #89290
332017
(a) $3.0 - ANDREW - FEMA RECOVERY
66. ALLAPATTAH COMSTOCK PARK-TREES/DSR #65886
332018
(a) S2.2 ANDREW - FEMA RECOVERY
29
$24.5
S6.8
S32.3
S3.3
$3.0
S2.2
1162
67. ALICE WAINWRIGHT PARK TREES/DEBRIS/DSR #7683
332031 $22.0
(a) $22.0 - ANDREW - FEMA RECOVERY
68. ALICE WAINWRIGHT PARK STAND & REPLACE TREES/DSR #71888
332034 $5.7
(a) S5.7 - ANDREW - FEMA RECOVERY
69. ATHALIE RANGE PARK TREES/DSR #65890
332037 $1.8
(a) S1.8 - ANDREW - FEMA RECOVERY
70. ATHALIE RANGE PARK TREES/DSR #89758
332038 S3.2
(a) $3.2 - ANDREW - FEMA RECOVERY
71. BAY VISTA PARK TREES/DSR #29058
332051 S2.1
(a) S2.1 - ANDREW - FEMA RECOVERY
72. BAY VISTA PARK DEBRIS & SEAWALL & FENCE/DSR #7676
332052 $0.6
(a) $0.6 ANDREW - FEMA RECOVERY
73. NORTH BAY VISTA TREES/DSR #29061
332056 SO.6
(a) $0.6 ANDREW - FEMA RECOVERY
74. BAYFRONT PARK TREES, SOD & FENCE/DSR # 15731
332057 S29.0
(a) $29.0 - ANDREW - FEMA RECOVERY
75. BAYFRONT PARK TORCH OF FRIENDSHIP TREES/DSR # 12532
332059 $1.3
(a) S1.3 - ANDREW - FEMA RECOVERY
30 1162�
76.
BAYFRONT PARK DIRECTIONAL SIGNS/DSR #7643
332059
$0.1
(a) $0.1 - ANDREW - FEMA RECOVERY
77.
BAYFRONT PARK TREES/DSR # 15616
332061
$19.6
(a) $19.6 - ANDREW - FEMA RECOVERY
78.
BAYFRONT PARK COURTESY PIERS/DSR # 18468
332063
$65.2
(a) $65.2 - ANDREW - FEMA RECOVERY
79.
BAYFRONT PARK PEPPER FOUNTAIN REPAIR / DSR # 19824
332064
$61.2
(a) $61.2 - ANDREW - FEMA RECOVERY
80.
BELLE MEADE PARK TREES/DSR #90271
332066
$0.1
(a) $0.1 - ANDREW - FEMA RECOVERY
81.
BICENTENNIAL PARK TREES & DEBRIS/DSR #17260
332081
$28.8
(a) $28.8 - ANDREW - FEMA RECOVERY
82.
WALFARTH PARK DEBRIS, TREES & FENCE/DSR #29869
332082
$1.5
(a) $1.5 - ANDREW - FEMA RECOVERY
83.
WALFARTH PARK DEBRIS, TREES & FENCE/DSR #7670
332083
$1.0
(a) $1.0 - ANDREW - FEMA RECOVERY
84.
BISCAYNE HEIGHTS PARK TREES & DEBRIS/DSR #7664
332089
$0.7
(a) $0.7 - ANDREW - FEMA RECOVERY
31
98-- 66011.623
85. BISCAYNE HEIGHTS PARK TREES/DSR #29051
332090
(a) $0.1 - ANDREW - FEMA RECOVERY
86. BLANCHE PARK TREES, DEBRIS & PLAYGROUND EQUIPMENT
DSR #92698
332091
(a) $5.9 - ANDREW - FEMA RECOVERY
87. BRICKELL PARK TREES & DEBRIS /DSR #92672
332100
(a) $15.2 - ANDREW - FEMA RECOVERY
88. BROWARD CIRCLE M U PARK TREESIDSR #29059
332101
(a) $0.1 - ANDREW - FEMA RECOVERY
89. BRYAN PARK TREESIDSR #7609
332106
(a) $3.1 - ANDREW - FEMA RECOVERY
90. BUENA VISTA PARK TREES/DSR #12531
332111
(a) $2.4 - ANDREW • FEMA RECOVERY
91. WEST BUENA VISTA PARK TREES/DSR #29062
332115
(a) $1.2 - ANDREW - FEMA RECOVERY
92. WEST BUENA VISTA PARK DEBRIS & TREES/DSR #7666
332116 ,
(a) $0.5 ANDREW - FEMA RECOVERY
55.9
$15.2
$3.1
$2.4
$1.2
$0.5
32 11623
93. CITY CEMETERY TREE REPLACEMENT/DSR 910419
332122
(a) S 16.2 ANDREW - FEMA RECOVERY
94. COCONUT GROVE MINI PARK DEBRIS & TREES/DSR #92683
332126
(a) $0.3 - ANDREW - FEMA RECOVERY
95. CORAL GATE PARK DEBRIS, TREES, FENCE & LIGHT
DSR #92677
332131
(a) S10.7 - ANDREW - FEMA RECOVERY
96. CORAL GATE PARK MQROVEMENTS
332133
(a) S25.0 - STATE OF FLORIDA DIRECT
APPROPRIATIONS FY ` 96
(b) S157.3 - 96 SAFE NEIGHBORHOOD PARKS BOND
97. CRESTWOOD PARK TREES/DSR #12527
332141
(a) $0.7 - ANDREW - FEMA RECOVERY
98. CRESTWOOD PARK DEBRIS, TREES & TABLE/DSR #7667
332142
(a) S0.6 - ANDREW - FEMA RECOVERY
99. CRESTWOOD PARK TREES/DSR #29060
332143
(a) $0.7 - ANDREW - FEMA RECOVERY
100. CUBAN MEMORIAL PARK TREES/DSR # 12528
332146
(a) $3.3 - ANDREW - FEMA RECOVERY
101. CUBAN MEMORIAL PARK DEBRIS & TREES/DSR # 29057
332147
(a) $0.7 - ANDREW - FEMA RECOVERY
33
$16.2
S0.3
S 10.7
$182.3
$0.7
$0.6
$0.7
S3.3
S0.7
11623
102. CURTIS PARK TREES, DEBRIS & FENCE/DSR 489289
332151 S12.8
(a) $12.8 - ANDREW - FEMA RECOVERY
103. CURTIS PARK TREES/DSR # 65892
332153 $0.8
(a) $0.8 - ANDREW - FEMA RECOVERY
104. CURTIS PARK SEAWALL/DSR #7693
- 332154 $0.1
(a) $0.1 - ANDREW - FEMA RECOVERY
105. CURTIS PARK DEBRIS & TREES/DSR #89295
332157 S2.6
(a) $2.6 - ANDREW - FEMA RECOVERY
106. DOUGLAS PARK DEBRIS, TREES, LIGHTING & FENCE
DSR #92674
332I61 510.6
(a) S10.6 - ANDREW - FEMA RECOVERY
107. KENNEDY PARK DEBRIS, TREES & LIGHTING/DSR #92673
332171
S17.7
(a) S17.7 ANDREW - FEMA RECOVERY
108. KINLOCH PARK IMPROVEMENTS
332174
S486.5
(a) $37.5 - STATE OF FLORIDA DIRECT
APPROPRIATION FY ` 96
(b) $449.0 - 96 SAFE NEIGHBORHOOD PARK BOND
109. ERNESTO LECUONA DEBRIS TREES & SHINGLES/DSR #7604
332176
$1.4
(a) S1.4 - ANDREW - FEMA RECOVERY
110. DORSEY PARK TREES / FENCE / BENCH / SCORE BOARD
DSR # 65879
332181
S3.3
(a) S3.3 - ANDREW - FEMA RECOVERY
34 11623
111. FLAGLER TERRACE PARK DEBRIS & TREES/DSR 47618
332186 $0.5
(a) S0.5 - ANDREW - FEMA RECOVERY
112. EATON PARK FENCE, TREES & DEBRIS/DSR #93105
332191 $11.9
(a) $11.9 ANDREW - FEMA RECOVERY
113. FORT DALLAS PARK DEBRIS, TREES & LIGHT/DSR #7639
332192 $2.6
(a) $2.6 - ANDREW - FEMA RECOVERY
114. SEWELL PARK DEBRIS, TREES & FENCE/DSR# 7682
3321% $36.0
(a) S36.0 - ANDREW - FEMA RECOVERY
115. GLEN ROYAL PARK TREES/DSR #29055
332201
$2.2
(a) $2.2 - ANDREW - FEMA RECOVERY
116. ELIZABETH MARTELL PARK TREES/DSR #19843
332202 $0.3
(a) S0.3 - ANDREW - FEMA RECOVERY
117. HIGHLAND CIRCLE MINI PARK TREES/DSR #29053
332206 S0.2
(a) $0.2 - ANDREW - FEMA RECOVERY
118. VIRRICK GYM GROUNDS DEBRIS & TREES/DSR #92700
332208 S 1.7
(a) S1.7 - ANDREW - FEMA RECOVERY
35
11623
119. ELIZABETH VIRRICK PARK TREES/DSR #92675
332209
$4.3
(a) $4.3 - ANDREW - FEMA RECOVERY
120. ELIZABETH VIRRICK BOXING GYM/LOCATION NO.45-057
332216
$1,298.0
(a) $898.0 - ANDREW - HARTFORD INSURANCE
RECOVERY
(b) $400.0 - FLORIDA HISTORICAL RESOURCE GRANT
121. VIRRICK GYM DOCKS, LIGHTS & TREES/DSR #3056
332217
$1.6
(a) $1.6 - ANDREW - FEMA RECOVERY
122. ARMBRISTER PARK TREES & FENCE/DSR # 16813 '
332226
$5.4
(a) $5.4 - ANDREW - FEMA RECOVERY
123. FERN ISLE PARK TREES, DEBRIS & FENCE/DSR #7611
332231
$6.8
(a) $6.8 - ANDREW - FEMA RECOVERY
124. SIMONOFF PARK DEBRIS & TREES/DSR #7668
332240
$0.7
(a) $0.7 - ANDREW - FEMA RECOVERY
125. FLAGAMI PARK DEBRIS & TREES/DSR #7619
332246 $1.7
(a) $1.7 - ANDREW - FEMA RECOVERY
126. ANTONIO MACEO PARK TREES & DEBRIS/DSR #7612
332256 $25.3
(a) $25.3 - ANDREW - FEMA RECOVERY
127. GRAPELAND HEIGHTS PARK DEBRIS & FENCEIDSR #92697
332265 $63.1
(a) $63.1 - ANDREW - FEMA RECOVERY
128. GRAPELAND HEIGHTS PARK GROUNDS/DSR #15666
332266 $1.5
(a) $1.5 - ANDREW - FEMA RECOVERY
36 11623
129. GRAPELAND HEIGHTS PARK TREES/DSR # 15619
332267 $6.8
(a) $6.8 - ANDREW - FEMA RECOVERY
130. GROVE MINI PARK TREES/DSR #29054
332271 $1.0
(a) $1.0 - ANDREW - FEMA RECOVERY
131. HADLEY PARK TREES/DSR #65889
332281
$10.2
(a) $102 - ANDREW - FEMA RECOVERY
,
132. HENDERSON PARK DEBRIS, TREES & FENCE/DSR #7603
332286
$10.5
(a) $10.5 - ANDREW - FEMA RECOVERY
133. REEVES PARK TREES/DSR #15603
332291
$0.5
(a) $0.5 - ANDREW - FEMA RECOVERY
134. REEVES PARK DEBRIS, TREES & GAZEBO/DSR #92658
332292
$7.4
(a) $7.4 ANDREW - FEMA RECOVERY
135. JOSE MARTI PARK GROUNDS/DSR #7602
332301
$3.6
(a) $3.6 - ANDREW - FEMA RECOVERY
136. KENNETH MEYERS PARK DEBRIS & TREES/DSR #92680
332306
$6.1
(a) $6.1 - ANDREW - FEMA RECOVERY
137. KINLOCH PARK DEBRIS & TREES REPLANTING/DSR #93093
332311
$3.9
(a) $3.9 - ANDREW - FEMA RECOVERY
138. KIRK MUNROE PARK TREES, DEBRIS, FENCE & LIGHTING
DSR #92676
332317
$12.6
(a) $12.6 - ANDREW - FEMA RECOVERY
37
11623
uy
V
139. LEGION PARK TREES & DEBRIS/DSR 493107
_. 332321
S 10.6
(a) S10.6 - ANDREW - FEMA RECOVERY
140. LEGION PARK SHORELINE & DOCK/DSR #7774
332322
S0.2
(a) S0.2 - ANDREW - FEMA RECOVERY
141. LEGION PARK SEAWALUDSR #7688
332323
$0.7
(a) S0.7 - ANDREW - FEMA RECOVERY
142. LEMON CITY PARK DEBRIS, TREES & FENCE/DSR #93110
332326
$5.7
(a) $5.7 - ANDREW - FEMA RECOVERY
143. LINCOLN PARK TREES/DSR #12533
332332
S2.2
(a) S2.2 - ANDREW - FEMA RECOVERY
144. LITTLE RIVER COMMERCE PARK TREE & LIGHT/DSR #29052
332336
50.9
(a) $0.9 - ANDREW - FEMA RECOVERY
145. LITTLE RIVER COMMERCE PARK DEBRIS & TILE/DSR #37477
332341
(a) S 1.1 - ANDREW - FEMA RECOVERY
146. ALBERT PALLOT PARK DEBRIS, TREE & FENCE/DSR #7624
332356 S 1.3
(a) S1.3 - ANDREW - FEMA RECOVERY
147. ALBERT PALLOT PARK SEAWALL/DSR #7685
332357 $3.9
(a) $3.9 - ANDREW - FEMA RECOVERY
148. MARGARET PACE PARK TREES, FENCE & LIGHT/DSR #65894
332361 S21.1
(a) S21.1 ANDREW - FEMA RECOVERY
38
11623
149. MARGARET PACE PARK TREES/DSR #12535
332362
$19.8
(a) S 10.8 - ANDREW - FEMA RECOVERY
150. MARJORY S. DOUGLAS PARK DEBRIS, FENCE & BENCH
DSR 47608
332366
$0.4
(a) $0.4 - ANDREW - FEMA RECOVERY
151. MAXIMO GOMEZ PARK TREES & LIGHT/DSR #7605
332376
S 1.3
- (a) S1.3 - ANDREW - FEMA RECOVERY
152. MELROSE PARK DEBRIS, TREES & FENCE/DSR #92699
332381
$3.9
(a) $3.9 - ANDREW - FEMA RECOVERY
153. MELROSE PARK TREES/DSR #15602
332382 $0.6
(a) S0.6 - ANDREW - FEMA .RECOVERY
154. MERRIE CHRISTMAS PARK TREES & LIGHTING/DSR #92681
332385 $6.0
(a) -S6.0 - ANDREW - FEMA RECOVERY
155. MIAMI RIVER RAPIDS DEBRIS, TREES & FENCEIDSR #7698
332400 S2.4
(a) S2.4 ANDREW - FEMA RECOVERY
156. MIANH RIVERWALK DEBRIS, TREES & FENCE/DSR #29049
332401 S0.6
(a) S0.6 - ANDREW - FEMA RECOVERY
157. MIAMI RIVERWALK PARK TREES/DSR #93095
332402 $0.7
(a) $0.7. - ANDREW - FEMA RECOVERY
39
98e
11623
158. MIAMI RIVERWALK PARK DEBRIS & TREE/DSR #93096
— 332403 $1.4
(a) $1.4 - ANDREW - FEMA RECOVERY
159. MIAMI RIVERWALK PARK GROUNDS MAINTENANCE
DSR #93063
332404 $0.1
(a) $0.1 - ANDREW - FEMA RECOVERY
160. MOORE PARK DEBRIS, TREES, LIGHTING & FENCE/#92656
332426 $4.3
(a) $4.3 - ANDREW - FEMA RECOVERY
161. MORNINGSIDE PARK DEBRIS & TREES/DSR #92659
332439 $4.5
(a) $4.5 - ANDREW - FEMA RECOVERY
162. PEACOCK PARK DEBRIS, TREES & LIGH IlNG/DSR #92678
332446 $6.5
(a) $6.5 - ANDREW - FEMA RECOVERY
163. KENNEDY, PEACOCK & WAINWRIGHT PARKS EQUIPMENT
DSR #3440
332449 $3.2
(a) $3.2 - ANDREW - FEMA RECOVERY
164. NORTH BAY VISTA PARK DEBRIS & TREES/DSR #7614
332451 $0.1
(a) $0.1 - ANDREW - FEMA RECOVERY
165. PINE HEIGHTS PARK DEBRIS & TREES/DSR #65900
332456 $2.9
(a) $2.9 - ANDREW - FEMA RECOVERY
11623
166. PINE HEIGHTS PARK TREES/DSR #12534
332457
$0.5
- (a) $0.5 - ANDREW - FEMA RECOVERY
167. PULLMAN MINI PARK DEBRIS & TREES/DSR #7665
332461
$0.4
(a) $0.4 - ANDREW - FEMA RECOVERY
168. OAKLAND GROVE PARK/DSR #29047
332466
$0.2
(a) $0.2 - ANDREW - FEMA RECOVERY
169. PINE HEIGHTS PARK TREES/DSR #6599
332470
$2.7
(a) $2.7 - ANDREW - FEMA RECOVERY
170. RAINBOW VILLAGE PARK DEBRIS & TREES/DSR #65899
332480
$3.9
(a) $3.9 - ANDREW - FEMA RECOVERY
171. RAINBOW VILLAGE PARK TREES/DSR #12529
332481
$1.2
(a) $1.2 - ANDREW - FEMA RECOVERY
172. ROBERTO CLEMENTE DEBRIS, TREES & FENCE/DSR #93108
332490
$7.7
(a) $7.7 - ANDREW - FEMA RECOVERY
173. ROBERT KING HIGH PARK DEBRIS & TREES/DSR #93094
332501
$29.4
(a) $29.4 - ANDREW - FEMA RECOVERY
174. ROBERT KING HIGH PARK TREES/DSR #65888
332504
$9.6
(a) $9.6 - ANDREW - FEMA RECOVERY
41 11623
— tjo
175. SHENANDOAH PARK DEBRIS, TREES, FENCE & ROOF
DSR #65877
332506 $2.3
(a) $2.3 - ANDREW - FEMA RECOVERY
176. SHENANDOAH PARK TREES & EQUIPMENT/DSR #65891
332507 $6.6
(a) $6.6 - ANDREW - FEMA RECOVERY
177. SOUTHSIDE PARK DEBRIS, TREES & FENCE/DSR #7673
332516 $1.0
(a) S1.0 - ANDREW - FEMA RECOVERY
178. STEARNS PARK TREES/DSR #93062 '
332540 SIA
(a) S1.4 - ANDREW - FEMA RECOVERY
179. TACOLCY PARK TREES/DSR #3073
332542 $4.7
(a) $4.7 - ANDREW - FEMA RECOVERY
190. STEELE PARK DEBRIS & TREESIDSR #92682
332546 S3.0
(a) S3.0 - ANDREW - FEMA RECOVERY
181. GIBSON PARK TREES & BUILDING/DSR #16809
332551 $12.8
(a) $12.8 ANDREW - FEMA RECOVERY
192. TOWN PARK TREES & DEBRISIDSR #7672
332555 S4•4
(a) S4.4 - ANDREW - FEMA RECOVERY
183. TACOLCY PARK DEBRIS & TREES/DSR # 7781
332566 $9.8
(a) $9.8 - ANDREW - FEMA RECOVERY
184. VIRGINIA KEY PARK ASPHALT REPLACEMENT/DSR #3045
332576 S 114.4
(a) $114.4 - ANDREW - FEMA RECOVERY
42
11623
185. WATSON ISLAND PARK GROUNDS MAINTENANCE
DSR #15743
332582
(a) $18.0 - ANDREW - FEMA RECOVERY
186. WATSON ISLAND DEBRIS, TREES, FENCE & LIGHT
DSR #89977
332586
(a) $39.4 - ANDREW - FEMA RECOVERY
187. WATSON ISLAND DEBRIS, TREES, & LIGHTPOLE
DSR #89875
332587
(a) $19.8 - ANDREW - FEMA RECOVERY
188. WEST END PARK TREES, DEBRIS & FENCEIDSR #65880
332601
(a) $1.0 - ANDREW - FEMA RECOVERY
189. WEST END PARK TREES/DSR #65887
332602
(a) $0.3 - ANDREW - FEMA RECOVERY
190. -PLAZA DE LA CUBANIDAD TREES/DSR #29056
332611
(a) $0.5 - ANDREW - FEMA RECOVERY
191. 12TH AVENUE NM PARK DEBRIS & TREES/DSR #7671
332621
(a) $0.3 - ANDREW - FEMA RECOVERY
192. WYNWOOD MINI PARK DEBRIS, TREES & FENCEIDSR #7620
332631
(a) $0.6 - ANDREW - FEMA RECOVERY
193. CITY CEMETERY TREES & DEBRISIDSR #89648
332701
(a) S28.4 - ANDREW - FEMA RECOVERY
43
$18.0
$39.4
$19.8
$1.0
$03
$0.5
$0.3
$0.6
$28.4
11623
194. ROBERT E. LEE PARK TREES/DSR # 12530
332721 $0.5
(a) $0.5 - ANDREW - FEMA RECOVERY
195. ROBERT E. LEE PARK TREES, DEBRIS & FENCEIDSR 416817
332722 $1.5
(a) S 1.5 - ANDREW - FEMA RECOVERY
196. ROBERT E. LEE PARK DEBRIS, TREES & FENCE/DSR #92657
332723 $1.0
(a) S1.0 - ANDREW - FEMA RECOVERY
197. RIVERSIDE PARK DEBRIS, TREES, FENCE & LIGHTS/DSR #7606
332731 S2.0
(a) S2.0 - ANDREW - FEMA RECOVERY
198. WAINWRIGHT PARK IIMPROVEhIENTS
333100 $102.9
(a) S102.9 - % SAFE NEIGHBORHOOD PARK BOND
199. BRICKELL PARK IIA'ROVEMENTS
333101 S43.6
(a) S43.6 - % SAFE NEIGHBORHOOD PARK BOND
200. DOUGLAS PARK DOROVEMENTS
333102 $310.3
(a) $310.3 - 96 SAFE NEIGHBORHOOD PARK BOND
201. FERN ISLE PARK 1IMPROVEMENTS
333103 $211.0
(a) S211.0 - 96 SAFE NEIGHBORHOOD PARK BOND
11623
202. PACE PARK IMPROVEMENTS
333104
(a) S 13 8. 8 - 96 SAFE NEIGHBORHOOD PARK BOND
203. SEWELL PARK IMPROVEMENTS
333105
(a) $115.0 - 96 SAFE NEIGHBORHOOD PARK BOND
204. TRIANGLE PARK IMPROVEMENTS
333106
(a) $30.0 - 96 SAFE NEIGHBORHOOD PARK BOND
205. WEST END PARK DOROVEMENTS
333107
(a) $142.3 - 96 SAFE NEIGHBORHOOD PARK BOND
206. ROBERT KING HIGH PARK IMPROVEMENTS
333109
(a) $173.9 - 96 SAFE NEIGHBORHOOD PARK BOND
207. BRYAN PARK MPROVEMENTS
333109
(a) $55.0 - 96 SAFE NEIGHBORHOOD PARK BOND
208. SOUTH SIDE PARK IIvIPROVEN ENTS
333111
(a) $44.0 - 96 SAFE NEIGHBORHOOD PARK BOND
209. KENNEDY PARK MIPROVEMENTS
333112
(a) $76.6 - 96 SAFE NEIGHBORHOOD PARK BOND
210. CURTIS PARK IMWROVEMENTS
333113
(a) $17.2 - 96 SAFE NEIGHBORHOOD PARK BOND
S138.8
$115.0
$30.0
$142.3
$173.9
$55.0
$44.0
$76.6
$17.2
45
211. MACEO PARK RECREATION / SENIOR CENTER
333114
(a) S77.6 - 96 SAFE NEIGHBORHOOD PARK BOND
212 GROVE PARK IMPROVEMENTS
333115
(a) $44.0 , - 96 SAFE NEIGHBORHOOD PARK BOND
213. BELLE MEADE PARK IMPROVEMENTS
333116
(a) $31.5 - 96 SAFE NEIGHBORHOOD PARK BOND
214. BLANCHE PARK IN[PROVEMENTS
333117
(a) $38.6 - 96 SAFE NEIGHBORHOOD PARK BOND
215. STEARNS I PALLOT PARK IN[PROVEMENTS
333118
(a) S 12.2 - 96 SAFE NEIGHBORHOOD PARK BOND
216. RAINBOW VILLAGE PARK IMPROVEMENTS
333119
(a) S32.9 - 96 SAFE NEIGHBORHOOD PARK BOND
217. PULLMAN MINI PARK DAPROVEMENTS
333120
(a) $28.0 - 96 SAFE NEIGHBORHOOD PARK BOND
2IS. OAKLAND GROVE MIM PARK IMPROVEMENTS
333121
(a) S 19.5 - 96 SAFE NEIGHBORHOOD PARK BON)
46
$77.6
$44.0
$31.5
$39.6
$12.2
S32.9
$28.0
$19.5
1162
219. LINCOLN PARK IMPROVEMENTS
333122 $10.0
(a) $10.0 - 96 SAFE NEIGHBORHOOD PARK BOND
220. FLAGLER TERRACE PARK IMPROVEMENTS
333123 $33.6
(a) $33.6 - 96 SAFE NEIGHBORHOOD PARK BOND
221. VIRRICK COMMUNITY WATER SPORTS CENTER
333124 $350.8
(a) $350.8 - 96 SAFE NEIGHBORHOOD PARK BOND
222. WATSON ISLAND BOAT RAMP HAPROVEMENTS
333126 W.0
(a) $44.0 - 96 SAFE NEIGHBORHOOD PARK BOND
223. HADLEY PARK RENOVATIONS
333127 $263.2
(a) $263.2 - 96 SAFE NEIGHBORHOOD PARK BOND
224. VIRGINIA KEY WILDLIFE / ENVIRONMENTAL CENTER
333128 $58.2
(a) $58.2 - 96 SAFE NEIGHBORHOOD PARK BOND
225. HURRICANE TRUST FUND PARK RECOVERY
336006 $1,850.0
(a) $1,850.0 - HURRICANE ANDREW TRUST FUND
B . ENTERPRISE PROJECTS
I. RENOVATION OF MELREESE GOLF COURSE
416048 $3,900.0
(a) $3,100.0 - SUNSHINE STATE SECONDARY LOAN
(b) $800.0 - CONTRIBUTION FROM FY ` 97 GENERAL FUND
47 -
- 11623
2. MELREESE GOLF COURSE DEBRIS, TREES & BENCHIDSR #89881
416500 $200.9
(a) $200.9 - ANDREW - FEMA RECOVERY
3. MIAMI SPRINGS GOLF COURSE GROUNDS/DSR #7725
417501 $86.0
(a) $86.0 - ANDREW - FEMA RECOVERY
'V. PUBLIC FACILITIES
STADIUMS
A. ENTERPRISE PROJECTS
1. MARINE STADIUM BARGE REMOVAL & REPAIRMSR #71465
402702 $78.0
(a) $78.0 - ANDREW - FEMA RECOVERY
2. MARINE STADIUM DEBRIS, TREES & PIERS/DSR #3055
402803 $9.0
(a) $9.0 - ANDREW - FEMA RECOVERY
3. BOBBY MADURO STADIUM PARKING LOT/DSR #37395
403906 $181.3
(a) $191.3 - ANDREW - FEMA RECOVERY
4. ORANGE BOWL MODERNIZATION - PHASE II
$17,450.0
404238
(a) $7,500.0 - PROFESSIONAL SPORT FRANCHISE
BOND POOL
(b) $9,950.0 - FLORIDA LEAGUE OF CITIES BOND POOL
48 1162;
5. ORANGE BOWL SUPERBLOCK DEVELOPMENT
404240 S4,698.0
(a) $390.0 - CONTRIBUTION FROM MIAMI SPORTS &
EXHIBITION AUTHORITY
(b) $1,308.0 - CONTRIBUTION FROM FY 97 GENERAL FUND
(c) $3,000.0 - SUNSHINE STATE COMMERCIAL PAPER - 95
6 ORANGE BOWL RAMPS
404241 $250.0
(a) $250.0 - CONTRIBUTION FROM FY 98 GENERAL FUND
AUDITORIUMS
A. ENTERPRISE PROJECTS
1. COCONUT GROVE CONVENTION CENTER
415003 $500.0
(a) $500.0 - CONTRIBUTION FROM FY 98 GENERAL FUND
2. COCONUT GROVE EXHMITION CENTER DEBRIS & TREES
DSR #89883
415802 $67.8
(a) $67.8 - ANDREW - FEMA RECOVERY
3. COCONUT GROVE EXHIBITION CENTER EQUIPMENT
DSR #89791
415803 $19.7
(a) $19.7 - ANDREW - FEMA RECOVERY
4. COCONUT GROVE CONVENTION CENTER HAZARD MITIGATION
DSR 72242
415806 $76.6
(a) $76.6 - ANDREW - FEMA RECOVERY
S. MIANH CONVENTION CENTER POWER PLANT
420600 $420.0
(a) $420.0 - CONTRIBUTION FROM FY 98 GENERAL FUND
49 11623
6. JAMES L. KNIGHT CONVENTION CENTER/DSR 990938
420701 $1.1
(a) $1.1 - ANDREW - FEMA RECOVERY
7. KNIGHT CENTER TREES/DSR # 15992
420904 $12.6
(a) $12.6 - ANDREW - FEMA RECOVERY
MARINAS
A. ENTERPRISE PROJECTS
1. LUMMUS PARK MARINA
413004 $50.0
(a) $50.0 - PRIVATE DEVELOPER CONTRIBUTION
2. MARINE STADIUM MARINA BOAT RACKS REPLACEMENT
413300 $180.0
(a) $180.0 - CONTRIBUTION FROM FY 98 GENERAL FUND
3. MI"VUUNA PROJECT MWROVEMENT-PIERS A, B & C
DSR #15732
413400 $6,259.4
(a) $4,359.4 - ANDREW - FEMA RECOVERY
(b) $1,900.0 - SUNSHINE STATE COMMERCIAL PAPER - ' 95
4. PIER 5, QUAYSIDE & DEBRIS SCREEN REPAIR/DSR# 89908
413402
(a) $176.1 - ANDREW - FEMA RECOVERY
5. MIAMARINA DOCKMASTER'S OFFICE IMkOVEMENTS
413403
(a) $180.0 - CONTRIBUTION FROM FY 97 GENERAL FUND
6. CITY HALL/D.K. EQUIPMENT DAMAGE/DSR #10254
414402
(a) $78.6 - ANDREW - FEMA RECOVERY
7. DINNER KEY MARINA CHANNEL MARKERS/DSR #59734
414408
(a) $1.7 - ANDREW - FEMA RECOVERY
50
$176.1
$180.0
$78.6
$1.7
11623
8. DINNER KEY MARINA DEBRIS, TREES & FENCEJDSR #92667
414409
(a) SZ.7 - ANDREW - FEMA RECOVERY
9. DINNER KEY MARINA PEDESTALS & FIRE CABINETS
DSR #17258
414410
(a) S698.1 - ANDREW - FEMA RECOVERY
10. DINNER KEY MARINA PIERS 1, 2, 9 & CLEAR 8/DSR #17242
414501
(a) S552.0 - ANDREW - FEMA RECOVERY
11. DINNER KEY MARINA PHASE H PIERS 3-8/DSR #17256 '
414503
(a) S3,514.5 - ANDREW - FEMA RECOVERY
12. DINNER KEY MARINA RAILING/DSR # 15621
414504
(a) $92.3 - ANDREW - FEMA RECOVERY
13. DINNER KEY BARRIER ISLAND REPLANTING/DSR #19352
414505
(a) S45.4 - ANDREW - FEMA RECOVERY
14. DINNER KEY MARINA FLAG POLE & TRANSFORMER
DSR #10250
414507
(a) S4.8 - ANDREW - FEMA RECOVERY
15. GROVE KEY MARINA DOCKS & RAMPS/DSR #7770
414600
(a) S10.2 ANDREW - FEMA RECOVERY
16. DINNER KEY BOATYARD UPLAND IM[PROVEMENTS
418001
(a) S1,000.0 - SUNSHINE STATE COMMERCIAL
PAPER ' 95
$2.7
$698.1
S552.0
$3,514.5
S92.3
S45.4
S4.8
$10.2
S 1,000.0
51,_ 11623
17. MERRILL STEVENS GROUNDS & PARKING AREA/DSR #3041
418402
(a) $184.4 - ANDREW - FEMA RECOVERY
(b) $65.0 - CONTRIBUTION FROM OFF-STREET
PARKING
18. DINNER KEY BOATYARD DOCKS/DSR f3040
418406
(a) $2,510.5 - ANDREW - FEMA RECOVERY
VI. TRANSPORTATION
STREETS
A. CAPITAL PROJECTS
$249.4
$2,510.5
1. DOWNTOWN STREET IMPROVEMENTS - PHASE DYWACT FEE
341135 $1,000.0
(a) $748.7 - CIP 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 -
F.I.N.D. FY 1996-1997 WATERWAYS
ASSISTANCE PROGRAM
3. REBUILD SIDEWALKS AND STREETS - FYI
341171
(a) $911.0 -
CIP LOCAL OPTION GAS TAX
(b) $150.0 -
MUNICIPAL FUEL TAX
4. BISCAYNE BOULEVARD - NEW WORLD DESIGN
341172
(a) $4,100.0 -
FLORIDA DEPARTMENT OF TRANSPORTATION
(b) $20.0 -
PROPERTY & LEASE MANAGEMENT
ENTERPRISE FUND
52
$1,339.8
$1,061.0
$4,120.0
11623
5. VENETIAN CAUSEWAY IMPROVEMENTS
341173
(a) $65.0 - CONTRIBUTION FROM FY 97 GENERAL FUND
6. CITYWIDE STREET IMPROVEMENTS - FY'89-FY'92
341175
(a) S27.6 -
DADE COUNTY SCHOOL BOARD
CONTRIBUTION
(b) $550.0 -
1980 HIGHWAY G.O. BONDS - 1988 SALE
-INTEREST
(c) S650.0 -
1970 HIGHWAY G.O. BONDS - 1997 SALE
(d) S1,662.5 -
1990 HIGHWAY G.O. BONDS - 1988 SALE
(e) S34.5 -
1980 HIGHWAY G.O. BONDS
(fl S400.0 -
1980 HIGHWAY G.O. BONDS - 1987 SALE,
-INTEREST
7. 7TH STREET MALL CLUSTER LIGHTS/DSR # 10444
341185
(a) S1.3 -
ANDREW - FEMA RECOVERY
8. 7TH STREET MALL TREE REPLACEMENT/DSR # 10443
341186
(a) S6.2 - ANDREW - FEMA RECOVERY
9. 9TH STREET MALL TREES & FENCE/DSR #7635
341190
(a) S13.6 ANDREW - FEMA RECOVERY
10. S.E. OVERTOWN PARK WEST DEBRIS, TREES & FENCE
DSR #92668
341192
(a) $23.2 ANDREW - FEMA RECOVERY
11. EDISON STREET REBUILDINGAMPACT FEE
341195
(a) $72.0 - CIP LOCAL OPTION GAS TAX
(b) $36.3 - IMPACT FEES
12. LITTLE HAVANA STREET REBUILDING/IMPACT FEE
341198
(a) $78.0 - CIP LOCAL OPTION GAS TAX
(b) $157.1 - IMPACT FEES
$65.0
$3,324.6
S1.3
$6.2
$13.6
$23.2
S108.3
$235.1
53 11623
13. FLAGAMI STREET REBUILDING/IMPACT FEE
341199
(a) $95.3 - CIP LOCAL OPTION GAS TAX
(b) $138.3 - IMPACT FEES
14. ALLAPATTAH STREET REBUILDING/IMPACT FEE
341200
(a) $59.3 - CIP LOCAL OPTION GAS TAX
(b) $223.6 - IMPACT FEES
15. MODEL CITY STREET IMPROVEMENTS
341203
(a) $680.0 - CIP LOCAL OPTION GAS TAX
16. SECURITY GUARD SPECIAL TAXING DISTRICT
341204
(a) S558.0 - SECURITY GUARD TAXING DISTRICT
17. ALLAPATTAH C.D. SIDEWALK REPLACEMENT
341300
(a) S210.9 - COMMUNITY DEVELOPMENT BLOCK GRANT
-23RD YR
I S. COCONUT GROVE C.D. SIDEWALK REPLACEMENT
341302
(a) S125.0
- COMMUNITY DEVELOPMENT BLOCK GRANT
-231D YR
19. EDISON/LITTLE RIVER C.D. SIDEWALK REPLACEMENT
341304
(a) S125.0
- COMMUNITY DEVELOPMENT BLOCK GRANT
-23RD YR
20. LITTLE HAVANA C.D. SIDEWALK REPLACEMENT
341306
(a) S250.0 -
COMMUNITY DEVELOPMENT BLOCK GRANT
-23RD YR
21. MODEL CITY C.D. SIDEWALK REPLACEMENT
341308
(a) S125.0 -
COMMUNITY DEVELOPMENT BLOCK GRANT
-23RD YR
S233.6
$282.9
$690.0
$558.0
$210.9
$125.0
$125.0
$250.0
$125.0
54 11623
22.
OVERTOWN C.D. SIDEWALK REPLACEMENT
341310
$125.0
(a) $125.0 - COMMUNITY DEVELOPMENT BLOCK GRANT
-23RD YR
23.
WYNWOOD C.D. SIDEWALK REPLACEMENT
341312
$125.0
(a) $125.0 - COMMUNITY DEVELOPMENT BLOCK GRANT
-23 "n YR
24.
DOWNTOWN C.D. SIDEWALK REPLACEMENT
341314
$125.0
(a) $125.0 - COMMUNITY DEVELOPMENT BLOCK GRANT
-23"n YR
25.
SIDEWALK REPAIR SECTION 9/DSR #29117
341501
$10.4
(a) $10.4 - ANDREW - FEMA RECOVERY
26. SIDEWALK REPAIR SECTION 12/DSR #29116
341502 $5.6
(a) $5.6 - ANDREW - FEMA RECOVERY
27. SIDEWALK REPAIR SECTION 17/DSR #29108
341503
$7.8
(a) $7.8 - ANDREW - FEMA RECOVERY
28.
SIDEWALK REPAIR SECTION 20/DSR #29103
341504
$13.9
(a) $13.9 - ANDREW - FEMA RECOVERY
29.
SIDEWALK REPAIR SECTION 21/DSR #3061
341505
$10.8
(a) $10.8 - ANDREW - FEMA RECOVERY
30.
SIDEWALK REPAIR SECTION 23/DSR #29115
341506
$5.6
(a) S5.6 - ANDREW - FEMA RECOVERY
31.
SIDEWALK REPAIR SECTION 24/DSR #7741
341507
$9.0
(a) $9.0 - ANDREW - FEMA RECOVERY
11623
55
32.
SIDEWALK REPAIR SECTION 25/DSR #3084
341508
S2 5
-
(a) $2:5 - ANDREW - FEMA RECOVERY
33.
SIDEWALK REPAIR SECTION 26/DSR #3093
341509
$16.9
(a) $16.9 - ANDREW - FEMA RECOVERY
34.
SIDEWALK REPAIR SECTION 29/DSR #28610
341510
S19
(a) $1.9 - ANDREW - FEMA RECOVERY
35.
SIDEWALK REPAIR SECTION 19/DSR #29107
341511
513.7
(a) S 13.7 - ANDREW - FEMA RECOVERY
36.
SIDEWALK REPAIR SECTION 17/DSR #30599
341512
$0.6
(a) $0.6 - ANDREW - FEMA RECOVERY
37. SIDEWALK REPAIR SECTION 16/DSR #20531
341513 $1.4
(a) $1.4 - ANDREW - FEMA RECOVERY
38. SIDEWALK REPAIR SECTION 30/DSR #28609
341520 $2.3
(a) $2.3 - ANDREW - FEMA RECOVERY
39. SIDEWALK REPAIR SECTION 31/DSR #28608
341530 54.3
(a) 54.3 - ANDREW - FEMA RECOVERY
40. SIDEWALK REPLACEMENT R-O-W SECTION 32/DSR #92989
341540 53.5
(a) $3.5 - ANDREW - FEMA RECOVERY
41. MIAMI MAP INDEX SIDEWALK SECTION 33/DSR #59762
341550 52.9
(a) 52.9 - ANDREW - FEMA RECOVERY
56 11623
42. SECTION 34 SIDEWALK, CURB & GUTTER/DSR #59740
341560
— (a) $0.3 - ANDREW - FEMA RECOVERY
43. CITY OF MIAMI INDEX SECTION 34 SIDEWALK/DSR #59741
341561
(a) S 1.7 - ANDREW - FEMA RECOVERY
44. SECTION 35 SIDEWALK, CURB & GUTTER/DSR #59736
341570
(a) $0.5 - ANDREW - FEMA RECOVERY
45. SECTION 35 CURB, GUTTER & SIDEWALK/DSR #59737
341571
(a) $3.6 - ANDREW - FEMA RECOVERY
46. SIDEWALK REPAIR SECTION 35/DSR #30593
341572
(a) $0.5 - ANDREW - FEMA RECOVERY
47. SIDEWALK REPAIR SECTION 36/DSR #3106
341580
(a) S4.3 - ANDREW - FEMA RECOVERY
48. SIDEWALK REPAIR SECTION 37/DSR #286:1
341590
(a) $0.3 ANDREW - FEMA RECOVERY
49. SIDEWALK REPAIR SECTION 38/DSR #28607
341600
(a) $2.9 - ANDREW - FEMA RECOVERY
50. SIDEWALK REPAIR SECTION 39/DSR #3100
341610
(a) S 10.3 - ANDREW - FEMA RECOVERY
51. SIDEWALK REPAIR SECTION 40/DSR #3103
341620
(a) S12.4 - ANDREW - FEMA RECOVERY
57
$0.3
S1.7
$0.5
S3.6
$0.5
S4.3
$0.3
$2.8
S 10.3
S 12.4
11623
52. SIDEWALK DAMAGE IN SECTION 42/DSR #12463
341640
(a) $3.2 - ANDREW - FEMA RECOVERY
53. SIDEWALK DAMAGE IN SECTION 43/DSR #12445
341650
(a) $4.9 - ANDREW - FEMA RECOVERY
54. SIDEWALK REPAIR SECTION 44/DSR #12446
341660
(a) $0.9 - ANDREW - FEMA RECOVERY
55. SIDEWALK REPAIR SECTION 47/DSR #29606
341690
(a) S1.5 - ANDREW - FEMA RECOVERY
56. BULKHEAD AT NE 27 STREET/DSR #7776
341701
(a) $9.1 - ANDREW - FEMA. RECOVERY
57. SEAWALL AT EAST END OF 25 ROAD -CONCRETE PILING
DSR #3077
341702
(a) S1.0 ANDREW - FEMA RECOVERY
58. SEAWALL AT END OF 55TH TERRACEIDSR #7764
341703
(a) $4.6 ANDREW - FEMA RECOVERY
58. BULKHEAD AT NE 59 STREET/DSR #7773
341704
(a) $1.9 - ANDREW - FEMA RECOVERY
60. SEAWALL AT NE 72 STREET/DSR #3026
341705
(a) $0.6 ANDREW - FEMA RECOVERY
$3.2
$4.9
$0.9
$1.5
$9.1
$1.0
$4.6
$1.9
$0.6
11623
58
61. SEAWALL ON W. FAIRVIEW STREET/DSR #7778
341707 $15.0
(a) S15.0 - ANDREW - FEMA RECOVERY
62. SOUTH GROVE BICYCLE PATH REPAIR/DSR #59216
341740 $5.0
(a) S5.0 - ANDREW - FEMA RECOVERY
63. SOUTH BAYSHORE DRIVE WALKWAY NEXT TO 18 STREET
DSR #7780
341751 $4.4
(a) $4.4 - ANDREW - FEMA RECOVERY
64. TREE REPLACEMENT ALONG R-O-W/CONSOLIDATED DSR'S
341800 S487.1
(a) S487.1 - ANDREW - FEMA RECOVERY
65. SOD REPLACEMENT IN RIGHT OF WAY - TRUST FUND
341809 $22.1
(a) $22.1 - HURRICANE ANDREW TRUST FUND
66. TREE REPLACEMENT SECTION 42/DSR #12438
341942 S13.1
(a) $13.1 ANDREW - FEMA RECOVERY
67. TREES IN SECTION 45 R O-W/DSR #93094
341945 S4.8
(a) $4.8 - . ANDREW - FEMA RECOVERY
68. R-O-W ON FLAGLER STREET TREES/DSR #3104
341890 $1.8
(a) S 1.8 ANDREW - FEMA RECOVERY
69. TREE CANOPY REPLACEMENT SECTION 44/DSR #12447
341901 $34.9
(a) S34.9 - ANDREW - FEMA RECOVERY
59 11623
70. CITY BRIDGES SIGNS/DSR #7656
341995 S2 7
(a) $2.7 - ANDREW - FEMA RECOVERY
71. CITY -OWNED STREET LIGHT REPAIR/DSR #73870
342501 $12.3
(a) S 12.3 - ANDREW - FEMA RECOVERY
MASS TRANSIT
A. CAPITAL PROJECTS
1. DOWNTOWN COMPONENT OF METRORAIL STAGE-H -
CONTRIBUTION
343229 S7,118.4
(a) S 12.4 - DADE COUNTY SCHOOL BOARD
CONTRIBUTION
(b) S4,106.0 - SPECIAL ASSESSMENT COLLECTIONS
(c) S 183.0 - GUARANTEED ENTITLEMENT REVENUE BONDS - FY'89
(d) $2,917.0 - CIP LOCAL OPTION GAS TAX
VU. PHYSICAL ENVIRONMENT
SANITARY SEWERS'
A. CAPITAL PROJECTS
I. SOUTH GROVE SANITARY SEWERS
351174 $206.1
(a) S206.1 - 1980 SANITARY SEWER G.O. BONDS
2. GROVE BAY SANITARY SEWERS - PRELIMINARY DESIGN
351279 S 109.4
(a) S109.4 - 1980 SANITARY SEWER G.O. BONDS
60 11623
3. BUENA VISTA SANITARY SEWER REPLACEMENT - PH. I
351282 $30.0
(a) $30.0 - 1980 SANITARY SEWER G.O. BONDS
`95 SALE
4. WATSON ISLAND SANITARY SEWERS
351283 $4,000.0
(a) $4,000.0 - 1980 SANITARY SEWER G.O. BONDS
` 95 SALE
5. CITYWIDE SANITARY SEWER EXTENSIONS - FY'95-99
351284 $750.0
(a) $750.0 - 1980 SANITARY SEWER G.O. BONDS
` 95 SALE
6. SHENANDOAH SANITARY SEWER REPLACEMENT - PH. I
351285 $30.0
(a) $30.0 - 1980 SANITARY SEWER G.O. BONDS
`95 SALE
7. CITYWIDE SANITARY SEWER REHABILITATION
351288 $1,056.0
(a) $948.0 - 1980 SANITARY SEWER G.O. BONDS
`95 SALE
(b) $108.0 - 1980 SANITARY G.O. BONDS - 1998 SALE
8. CITYWIDE SANITARY SEWER MAPPING PROGRAM
351289 $700.0
(a) $700.0 - 1990 SANITARY SEWER G.O. BONDS
`95 SALE
9. SANITARY SEWER CROSS CONNECTION ELIMINATION PROGRAM
351290 $500.0
(a) $500.0 - 1980 SANITARY SEWER G.O. BONDS
`95 SALE
61 11623
STORM SEWERS
A. CAPITAL PROJECTS
1. ORANGE BOWL PUMP STATION MODIFICATIONS
352179
(a) $200.0 - 1976 & 1978 STORM SEWER G.O. BONDS
2. NORTHWEST STORM SEWER
352196
(a) $750.0 - STORMWATER UTILITY TRUST FUND
3. LAWRENCE STORM SEWERS RETROFITTING - PHASE R
352202
(a) $812.1 - SURFACE WATER IMPROVEMENT &
MANAGEMENT FUND
(b) $887.9 - STORMWATER UTILITY TRUST FUNDS
4. CITYWIDE LOCAL DRAINAGE PROJECTS - FY'94 - FY'99
352231
(a) $3,467.0 STORM WATER UTILITY TRUST FUNDS
5. RIVERVIEW PUMP STATION MODIFICATIONS
352240
(a) $500.0 - STORMWATER UTILITY TRUST FUNDS
6. PUMP STATION RENOVATIONS - FY'92 TO FY'97
352253
(a) $600.0 - STORMWATER UTILITY TRUST FUNDS
7. LEJEUNE STORM SEWERS - PHASE II AND PHASE III
IMPACT FEE
352257
(a) $1,331.0 - STORMWATER UTILITY TRUST FUNDS
(b) $69.0 - IMPACT FEES
62
$200.0
$750.0
$1,700.0
$3,467.0
$500.0
$600.0
$1,400.0
11623
8. WAGNER CREEK RENOVATIONS - PHASE IV
352259 $400.0
(a) $400.0 - STORMWATER UTILITY TRUST FUNDS
9. WAGNER CREEK RETROFITTING - PHASE V
352263 $450.0
(a) $450.0 - STORMWATER UTILITY TRUST FUNDS
10. BELLE MEADE STORM SEWERS - PHASE H
352264 $1,650.0
(a) $1,650.0 - STORMWATER UTILITY TRUST FUNDS,
11. FAIRLAWN STORM SEWERS - PHASE I & IT
352265 $3,000.0
(a) $3,000.0 - STORMWATER UTILITY TRUST FUNDS
12. NATIONAL POLLUTANT DISCHARGE ELIMINATION SYSTEM
352277 $1,700.0
(a) $1,300.0 - STORMWATER UTILITY TRUST FUNDS
(b) $400.0 - 1976 & 1978 STORM SEWER G.O. BONDS
13. ROADS AREA STORM SEWERS AND STREETS - PHASE I
352279 $1,000.0
(a) $900.0 - CIP LOCAL OPTION GAS TAX
(b) $100.0 - STORMWATER UTILITY TRUST FUNDS
14. LITTLE RIVER STORM SEWERS RETROFITTING - PHASE II
352286 $800.0
(a) $800.0 - STORMWATER UTILITY TRUST FUNDS
15. STORMWATER DRAINAGE MASTER PLAN UPDATE - FY'94
352288 $250.0
(a) $250.0 - STORMWATER UTILITY TRUST FUNDS
63
E_ 11623
16. DOWNTOWN STORM SEWER REBUILDING/IMPACT FEE
352291 $358.6
(a) $233.0 - STORMWATER UTILITY TRUST FUNDS
(b) S 125.6 - IMPACT FEES
17. LITTLE HAVANA STORM SEWER REBUILDING/IIvIPACT FEE
352293 S 117.0
(a) S38.8 - STORMWATER UTILITY TRUST FUNDS
(b) S78.2 - IMPACT FEES
18. CITY STORM DRAINS/DSR #93138
352504 $225.3
(a) S225.3 - ANDREW - FEMA RECOVERY
SOLID WASTE
A. CAPITAL PROJECTS
1. SOLID WASTE EXPANDED FACILITIES
353009 $50.0
(a) $50.0 - 1970 POLLUTION G.O. BONDS - 1986 SALE
2 SOLID WASTE COLLECTION EQUIPMENT
353010 $3,914.0
(a) S120.0 - 1970 POLLUTION CONTROL G.O. BONDS
1970 SALE, FUND BALANCE
(b) $3,794.0 " - 1970 POLLUTION CONTROL G.O. BONDS
AUTHORIZATION
3. PURCHASE OF GARBAGE/TRASH TRUCKS & CRANES
IMPACT FEE
353011 S552.5
(a) S397.3 - IMPACT FEES
(b) S155.2 - MATCHING FOR M9ACT FEE EXEMPTION
11623
4. PURCHASE OF TRACTORS WITH HOISTS S. ROLL ON
ROLL OFF / IMPACT FEE
353014
(a) S92.7 - IMPACT FEES
(b) S 16.4 - MATCHING FOR IMPACT FEE EXEMPTION
$109.1
Section 2. This Ordinance is an ordinance of precedent and all other ordinances in conflict
with it are hereby held null and void insofar as they pertain to these appropriations. To the extent funds
were appropriated in Ordinance No. 11337, adopted January 251", 1995, as amended, for Projects which
are not reflected herein, the provisions of said Ordinance No. 11337 establishing such Projects are hereby
expressly repealed with all remaining funds, if any, being reflected herein. The appropriations herein are
the anticipated expenditure requirements for the City, but are not mandatory should unexpected difficulties
arise in the planning, design, construction, and administration of Projects, or if altered economic
conditions indicate that a curtailment in certain expenditures is necessary or desirable for the general
welfare of the City. The City Manager or the Capital Improvements Administrator is specifically
authorized to transfer funds between line -item budget accounts within the same Project and to withhold
any of these appropriated funds from encumbrance or expenditure should such action appear advantageous
to the City. Except as herein provided, transfer of funds between Projects shall be authorized only by
ordinance amendatory hereto.
Section 3. The City Manager is directed to file with the City Clerk and the County Clerk a
statement of the proposed expenditures and estimated revenues. for the fiscal year 1997-99, which shall be
entitled "Capital Budget of the City of Miami, fiscal year October 1, 1997, through September 30, 1998."
Section 4. The City Manager is hereby authorized to invite or advertise bids for the
purchase of any material, equipment, or physical improvement embraced in the aforementioned
appropriations or which may be provided for in accordance with the provisions of Section 2 hereof, 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.
65 11623
ZJ�- 00
Section 5. 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 6. All ordinances or parts of ordinances, insofar as they are inconsistent or in
conflict with the provisions of this Ordinance, are hereby repealed.
Section 7. This Ordinance shall become effective after final reading and adoption thereof
pursuant to Section 163.3189, Fla. Statue. (1993).
PASSED ON FIRST READING BY TITLE ONLY this2 4 thday March , 1998.
PASSED AND ADOPTED ON SECOND AND FINAL READING BY TITLE ONLY thjS 4 tlhay
of March , 1998,
JOE CAROLLO, MAYOR
ATTEST:
WALTER J. FOEMAN
CITY CLERK
CAPITAL IMPROVEMENT REVIEW:
IL SAENZ-BUTLER, IP ADMIMSTRATOR
BUDGET
DIPAK M. PAJLEKK DIRECTOR
OFFICE OF BUDGET AND MANAGEMENT ANALYSIS
66 11623
FINANCE REVIEW:
LOURDES-REYES, COMPTROLLER
DEPARTMENT OF FINANCE
APPROVED BY:
RAFAEL 0. DIAZ, DEWTY CITY ATTORNEY
APPROVED AS TO FORM AND CORRECTNESS:
W457:csk:ROD
In accordance with Miami Code Sec. 2-36, since the Mayor did not indicate approval of
this legislation by signing it in the designated place provided, said legislation now
becomes effective with the elapse of ten (10) days from the date of Commission action
regarding same, without the Mayor exercising-"eto/
Walter J.(Foea'(a"ity Clerk
67 11623
8 - 600
ORDINANCE NO.
AN ORDINANCE AMENDING CAPITAL IMPROVEMENT
ORDINANCE NO. 11623, AS AMENDED, ADOPTED MARCH 24,
1998; CONTINUING AND REVISING PREVIOUSLY APPROVED
SCHEDULED CAPITAL IMPROVEMENT PROJECTS;
ESTABLISHING NEW CAPITAL IMPROVEMENT PROJECTS
TO BEGIN DURING FISCAL YEAR 1997-1998; PROVIDING
CONDITIONS, AUTHORIZATIONS AND DIRECTIONS TO THE
CITY MANAGER AND CITY CLERK; CONTAINING A
REPEALER PROVISION AND A SEVERABI ITY CLAUSE.
WHEREAS, the City Commission adopted Ordinance No. 11623 on March 24,1998 to establish
appropriations for Capital Improvements, continue previously approved Capital Improvement Projects,
and establish new Capital Improvement Projects to begin during Fiscal Year 1997-98; and
WHEREAS, the City of Miami has received additional funds from the Twenty -Fourth Year
Community Development Block Grant Program for the implementation of new Capital Improvement
Projects; and
WHEREAS, it is now necessary to reallocate remaining account balances in various capital
projects; and
WHEREAS, various FEMA funded Capital Projects will be consolidated into one project until
final close out with the Federal Emergency Management Agency and the State of Florida, Department of
Community Affairs; and
WHEREAS, it is urgent for the preservation of public property to include said additional
appropriations for Capital Projects scheduled to commence during Fiscal Year 1997-98; and
NOW, THEREFORE, BE IT ORDAINED BY THE COMMISSION OF THE CITY OF
MIAMI, FLORIDA:
Section 1. The recitals and findings contained in the Preamble to this Ordinance are hereby
adopted by reference thereto and incorporated herein as if fully set forth in this Section.
Section 2. Sections I, II, III, IV, V, VI, and VII of Ordinance No. 11623 adopted March 24,
1998, are hereby amended in the following particulars:'
"Section 1. The herein appropriations are hereby made for implementation of all
municipal capital improvements of the City of Miami, including new capital improvement
projects scheduled to begin during fiscal year 1997-1998. The herein appropriations which
are hereby 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 source of revenues to support the herein appropriations is
hereby identified by fund and project with the project appropriations with revenues therefor
being set forth for seven program (I-VII) areas based upon use or functional category
within said areas, as follows:
THE FOLLOWING APPROPRIATIONS IN ALL CAPITAL PROJECTS ARE IN THOUSANDS OF DOLLARS.
I. GENERAL GOVERNMENT
A. CAPITAL PROJECTS
3. CITYWIDE FACILITY RENOVATIONS & RESTORATIONS
311016
$532.5
(a) S432.5 - CONTRIBUTION FROM FY' 98 GENERAL FUND
4. RELOCATION OF MUNICIPAL SHOP OPERATIONS
311018
(a) $185.5
- 1981 FIRE G.O. BONDS - INTEREST
(b) $300.0 -
CONTRIBUTION FROM FY' 97 GENERAL FUND
$351.2
(C) S949 5 -
COMMUNITY DEVELOPMENT BLOCK GRANT
(d) $866.9 -
COMMUNITY DEVELOPMENT BLOCK GRANT
- DISASTER RECOVERY ASSISTANCE
(e) $271.1 -
CAPITAL PROJECT REVOLVING ACCOUNT
$532.5
$4 4
$1,974.7
$2,3009
Words and or figures stricken through shall be deleted. Underscore words and/or figures shall be added.
The remaining provisions are now in effect and remain unchanged material. All figures are rounded to the
nearest hundred dollars.
2
8. GSA PARKING & BAY SPACE EXPANSION
311030 $372.8
2461 4
(a) $372.8 - IMPACT FEES
��
(b) Q 40 6 H4 A XCHIN d F�//�-�eYe e
ACQUISITION OF COMPUTER PERIPHERALS AND SOFTWARE
16. A 77 QVQTCA.f S09=1MR— 5 VFA4 DIIi T!'Z:i�iClAT(S
s-a—rr-va: sz.: v v � z e: m e z sue: a c
311602 $325.0
(a) $325.0 - CONTRIBUTION FROM FY' 98 GENERAL FUND
20 A.4-1 A b 42 V A !`'L-TT CLUB I B DGCV.0 F A I DS Rn A X t: A GU I'T'V T1QU #3060
l�l $301 -^.--- 1Fa�iu *�A vFr�n�rnnv
WA r _ r _-U1.4l�L
*
#
#
3
s
3 3 CITY .bT' :«"
_ 3-1-1s326
(a) u71 �b1-1REAL - Mb.4A RRCQUEv-3-Z
32. SAFETY INFRASTRUCTURE REPAIRS
311927
$245.7
S4-4
S=4
$245.7
S66A.Q
(a) 5664.4 - CONTRIBUTION FROM FY, 97 GENERAL FUND
* s s # s * s * s * e
34. FEDERAL LAW ENFORCEMENT BUILDING
311014 $36,731.6
:m'513 5
(a) $5,801.4 -
INTEREST EARNING AND ARBITRAGE
(b) $ 73.1 -
PROPERTY RENT
(c) $963.0 -
LAND SALES
(d) $29,676.0 -
RENTAL REVENUE BONDS, SERIES
1988 PROCEEDS
(e) $218.1 -
SPECIAL ASSESSMENT COLLECTIONS
35. OLYMPIA BUILDING AIR CONDITIONING
311038
$155.0
(a) $8.7 -
MISCELLANEOUS REVENUE
$146.3
(b) .PA0.4 -
SPECIAL ASSESSMENT COLLECTIONS
36. FEMA CONSOLIDATED DSR BALANCES
311950
$1,133.0
(a) $1,133.0 -
ANDREW - FEMA RECOVERY
4
98- 6voo
II. PUBLIC SAFETY
POLICE
A. CAPITAL PROJECTS
» » » » »
5. NORTH POLICE STATION PARKING & BLDG. EXPA.F.
312022 $235.0
=45.6
(a) S235.0 - IMPACT FEES
$10 6 AA A XC=4 _ FOR- lb Q-A rT NEE R 0-40 rnAa
6. CENTRAL POLICE STATION PARKING & BLDG. EXPJI.F.
312023 $148.4
S?3 Z4
(a) $148.4 - IMPACT FEES
is $ova 0 M A Tf�IUNQ FOR 009R A !:T "ra RXEAdD ON
rases:� � v : ese a a
7. SOUTH POLICE STATION PARKING & BLDG. EXP./I.F.
312024 S369.3
S3s38.A
(a) $369.3 - IMPACT FEES
Lb> M4'f AdAT!`LTT 40 W-R I—ho—WAGT-FEE ZV914322 N
9. POLICE DEPARTMENT K-9 FACILITY
312026 $75.4
(a) $50 0 - 1984 POLICE G.O. BONDS - 88 SALE
l' A A r''T 1 A R A I.T - �D ED=- Tf 9A tCAtT D 93,a- Wa QON
-9=29
(b) $24.5 - 1984 POLICE G.O. BONDS - 87 SALE
(C) $0.9 - ' 84 POLICE G.O. BONDS ' 86 SALE - INTEREST
10. 800 NM RADIO SYSTEM & MOBIL DIGITAL TERMINALS EXPJI.F.
312028 $116.E
t135.8
(a) $116.6 - IMPACT FEES
FQR-
» » » » » » » » » » » » »
s
#
14. UPGRADE EMERGENCY GENERATORS & OTHER RELATED
EQUIPMENT
312034
(a) $1,660.0 - E-911 SYSTEM SERVICE FEE
(a) $1 660 n RLMLIG, SER lli!'n TA Y / U 9,11 FEE
(b) $257.0 - CONTRIBUTION FROM FY'97 GENERAL FUND
(c) $1,083.0 - 1984 POLICE G.O. BONDS - 88 SALE
rrrr ►rs:ea v:::440N DraI3FIS lTREE5 F_RPb_A_r
(a) $3AAA
FIRE -RESCUE
A. CAPITAL PROJECTS
1. RENOVATION OF FIRE STATIONS & OLD FIRE DRILL TOWER
313018
$645.5
(a) UU4 - 1981 FIRE G.O. BONDS - 1991 SALE
(b) $357.1 - 1976 FIRE G.O. BONDS
(c) $1,232.4 - 1981 FIRE G.O. BONDS
2. FIRE STATION #3 GARAGE MODIFICATION & EXPANSION
313019
$63.0
(a) S127,4 - 1981 FIRE G.O. BONDS - '91 SALE
(b) $0.3 - 1976 FIRE G.O. BONDS
(C) $3,046.0 - 1981 FIRE G.O. BONDS
MAN QTAZZ"DL'AQUATION
343=
(a) '
6
$3,000.0
Em
i # #
$2,235.0
$3,109.3
4. MIAMI FIRE MUSEUM
313231
(a) $229.4 - FLORIDA STATE DIRECT APPROPRIATION - FY'91
T $3.0 - DON=lUlLlT�'t��9T��ii�-FR�■6111�4pTT�-14ETT&i-/L�(a�E��T/CYA7
$ 1ii.0 C0- M-b44;/[-�Z.- L+i■E3 M 5�a •e.f l��ln�li �bdFCK GRA. ,=
-46=4 -9"
(d) $10O.0 - r•n*d*dI TT.TTTv DR3421 GRMS= Ql QGK GR A T�lT
6. FIRE -RESCUE NEW APPARATUS ACQUISITION
313233
FIRE ASSESSMENT FEE
(a) $2,400.0 - Q4 �' N9R A lJT N
(b) $ 28.3 - CAPITAL PROJECT REVOLVING ACCOUNT
7. FIRE RESCUE NEW APPARATUS ACQUISITION FY'92-96
313234
$ 820.0
(a) $1,000 0 - 1981 FIRE G.O. BONDS -1991 SALE
S. EMERGENCY OPERATIONS CENTER
313238
(a) $180.0 - 1981 FIRE G.O. BONDS - 1991 SALE
(a) wzs A !MATT' jHjj=QW ADr1Ad 99 92 fSENEit dT 1-44M I
(b) $473.0 - FLORIDA DEPARTMENT OF COMMUNITY
AFFAIRS GRANT
9. FIRE STATION #1&4 EXPANSION, EMS UNIT, AERIAL. &
HAZARDOUS MATERIAL APPARATUS/R-AFACT FEE
313240
(a) $68.0 - IMPACT FEES
(b) 046.s IMePACZ FEES*
# # # # # # # # # # #
11. FIRE STATION #7 EXPANSION & EMS RESCUE UNIT
IMPACT FEE
313242
(a) $14.5 - IMPACT FEES
7
$229.4
S4,3Z.4
$2,428.3
$1,4000
$ 820.0
54,000.0
$653.0
V649 0
*
12. FIRE STATION #8 EXPANSION AND EMS RESCUE UNIT
IMPACT FEE $15.2
313243�
/(a) $15.2 - IMPACT FEES
(b) S 1 O A4iC9RIf` FLQR Q4M_ A GX "R RX9 M
13. FIRE STATION #12 EXPANSION & EMS RESCUE UNIT
IMPACT FEE $3.4
313244 �6.6
(a) $3.4 - IMPACT FEE
333;153
)S°.ZAT�1F.�QJ
* * s * * * s * s * s * s
-+-rr�aerQTAr410-N_ NO. L URES A T RDTQTQD 97020
TA-:U-AAI4 XR—RESmev #113_12
r7�+•1 A MIQ+1li-R-AW
MI• Y • • Y• 1\ .
1 /
1 . 1\ • _ 1 �11_ •
1• _ r • • r u
• 1
3439 ►
(a)--S0.i
8
?A G'iD T: CTA TTnAI ATl1 17 T1CIZD TC P TD - CliICD '77AR
A t� T� Ct ��
Li�i�:f Z r • . • • _ r. �•
s6r—FIRE SX-AXIerYlTRRRSQSR
3 3=
(r—S34 TNC:QjMRX
34,35�y$� j\SA.6
(a) s916 A15 RMAZ -14 REIGOVER
n- N—M—E STATTONNO II TDL'D DL'DT A/'`ZhA'IIAITRICD ai711AL
am v:::::v:�:�vi ::
343344
((►►
f'!!X R=R A T'nTnr "",-
(a) $4-3'
3Zr b!! • MAPE -9M— N d : =ON S lirn Tnr. lenninn
31,3993 S"
(a) SO-6 ANDREW--�&A4�
33. rLI37ra DRFT. i 9WO-gs-mm 430"
3-l�is39�. S25rb
c�}—SZ53 �ATL1�i��J �N1ARrjQQUKRW_
s s s * s s s s r ► s * s
III. SOCIAL AND ECONOMIC ENVIRONMENT
HOUSING
A. CAPITAL PROJECTS
9
IiQouTl lD mENT l4cp)lpiCwc4
sRT l a;c TD rs CT.(E P
* * * * *
* * * * * *
* *
ECONOMIC DEVELOPMENT
A. CAPITAL PROJECTS
1. LATIN QUARTER SPECIALTY CENTER - LAND ACQUISITION
321038
$1,205.4
(a) $300.0 -
FLORIDA ECONOMIC DEVELOPMENT GRANT
$500.0
(b) S524[1 -
MUNICIPAL SHOP
`�PROPERTY SALE
(c) $405.4 -
Comb=
FLORIDA LEAGUE OF CITIES BOND POOL
IV. PARKS AND RECREATION
PARKS AND RECREATION
A. CAPITAL PROJECTS
14. VIRRICK PARK RENOVATIONS
331316
$1,673.8
$fig
(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
- 18TH YEAR
(f) $35.0 -
COMMUNITY DEVELOPMENT BLOCK GRANT
- 21 ST YEAR
(g) $71.7 -
COMMUNITY DEVELOPMENT BLOCK GRANT
- 22NO YEAR
(h) $300.0 -
COMMUNITY DEVELOPMENT BLOCK GRANT
- 23"n YEAR
(i) $700.0 -
96 SAFE NEIGHBORHOOD PARK BOND
0) $100.0 -
SUNSHINE STATE REVENUE BONDS POOL
(k) $250.0 -
COMMUNITY DEVELOPMENT BLOCK GRANT
- 24TH YEAR
10
6- brio
32. COCONUT GROVE RESIDENTIAL PARK RENOVATIONS / I.F.
331372
(a) $191.8 - RVIPACT FEES
(b) $ 4 3 6 A,4 A Q 91 OR DOW A /`T FRR F MRb.024-
33. LITTLE HAVANA RESIDENTIAL PARK RENOVATIONS / I.F.
331373
(a) $71.9 - IMPACT FEES
(b $68 7 M A-=L7T G FOR TAdD A (•T FRR_ Ex .040 = W
34. FLAGANH RESIDENTIAL PARK RENOVATIONS / I.F.
331374
(a) $46.5 - MPACT FEES .
!b) $a;[ 8 11 f A T/`L7Tl.TlS WR IMPACT. FRER=dDTT N
35. ALLAPATTAH RESIDENTIAL PARK RENOVATIONS / I.F.
331375
• • 1 I.N Y • t WA m -Yl -2 'An .1 -&4 1 ol ml YY • .*xrs%fff.Y •
37. EDISON RESIDENTIAL PARK RENOVATIONS / I.F
331377
(a) S2.6 - IMPACT FEES
$191.8
V35.4
$71.9
13401
$46.5
584,3
$25.1
S"4
$2.6
Ss"
11
* * * * * * * * * * * * *
49. HADLEY PARK SENIOR CENTER
331391 $1,300.0
$1,430 Q
(a) $300.0 - COMMUNITY DEVELOPMENT BLOCK GRANT
- 2 1 sT YEAR
11T1lT9T- TT QGX GR ♦NX
(b) $1,000.0 - SPECIAL OBLIGATION BOND SERIES 95
* * s * * * s * * s s *
64A—N-RWAATSQUAZgDART! RERIAlr;WQMSg"A^fG0
_ 1 1, \T �• _Y 1• Y• I�
12
71 RAY
V iCTA DADV TD rnm
_ I .
FGirl
74D A VW_Q= ^A DY UgUS SQD331052
A c•1-•»�r
s
13
M&A Q5 -2.4 lzx.
331066 $04
TOM m PAS --N—NT- F.T.'a .2,40 a I
. a
----- •
----------
14
60V
40 BAVAT�T DADY TD - C/iICD ? n0
Un -RUE- TA UISTA DADY TULLQRIOD 11t�c�,
Z Z� S,i •�
i gi a i r a i ai
1 . Ir • _ 1 y_ A-
T- n A T^ DADY DBMS ' ggS m-mTP,r P, T rr•n
33-)1'23
(a) A =R 11711 IIOl►(A DLr`nVII••A•
O'7 l�D ZQT[Ilnnll DADY TD -C/TCD aii"fG77
32
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1 lab • -d
15
� 1 -
s • s s s ♦ ♦ ► i w � a •
16
$34
it _ _ _ Y_ Y_ Y• _ I•
/
1
17
A!" AL:fT DAD ' Tl - • DTC D..rnrrn/RCD �f2�1Q
$25.3
• _ M.FAA _ l•
Ila
L
is 8-
PERISRW94 Pa's-] .1 MUNI mus i ma.
EM
prad-A- R Ecollux
431 AUG 3
33-),)26
S"
ANL a A aw..
(a) VIA -A-N-D-R—RUr -REA.SA RRCCAZFaY
�Y-41jrlllill
p ffriff�A IniffAmw ma Y.s .3,4161-4 e 1 .2 L-4w�-.,Wj w .1
•
(a) ANDNEIR.), - MENU- RECOUR—R-4Z
332332
(a) -UNDREW - USAA A R-Rr-49,19R-3,�
id am 0 m -M .2 &TA -A Jraral.v, IT -ld If
---- ------
R-A-1 LOX RARK SR-AAr-A I I QSR-AUU
$3-9 ANDREW
140
ANCIRSIA4 - FUMA REGGA.LuRly.
20
Oov
tA0 �dA D!'_ADRT RACE DADY T REESMSR 41 535
1 • •WAV= ■ • \
� f 1 l�,f A YTA dl1 !Sl11�.fD'7 D A DY TD�T'-T�-C A T T/'•L*•*`/TQD :37�A[
: rssee e: e w sess
Cam[ A _-A 0• • Y' 1 \ _ /
.r
1 .
21
KIC'MWIVITEWIV, I a -2 IVA -t Qkt #"a W Y.1 -2 14M• -2 OW.am N -2 N -#A MM 9
Lbumne
--- - -------
orA X.ral. -2 N
•
22
wok.:
RMIR [117"'J'rS DA R-K TD CCCTSn 9125
3
4
uses"- 1' \FT
r! 1•
1
1. 1!• 1 u r �\
1 _ _
23
T.-A-COLGIZ 12-A RX ZRAMS.IDER 4;30;[3
A XTT-%R RIA), - NUMA RECOURW4
24
: CS) - 6-fk
� 0'
[Ti � _ 1• , n� � rr �� � �
1
/ 1• 1 _ � 9_ � I_
41- FLE-A-4-4 RMCQUERy
* * * * * * * * * * * * *
226. CITY CEMETERY HAPROVEMENTS
331365 $110.0
(a) $110.0 - COMMUNITY DEVELOPMENT BLOCK GRANT
24TH YEAR
B. ENTERPRISE PROJECTS
* * * * * * * * * * * * *
2. MELREESE GOLF COURSE DEBRIS, TREES & BENCH / DSR # 89881
416500 $228.6
S1300 9
$228.6
(a) S200 9 - ANDREW - FEMA RECOVERY
V. PUBLIC FACII I TIES
STADIUMS
A. ENTERPRISE PROJECTS
• ., ._ • ... • _ T Y• .]I --• .• .
26
3 2022V 44-4-D TDn QTAilTTiM DADYiT�T('1 T (1TTCA +i^.?2QG
493996 513
* # s # * # * * * # # * #
AUDITORIUMS
A. ENTERPRISE PROJECTS
s * # # s s # # * # * * *
DER 4E89223
4-15202 2
(a) scl 3 Md-A REGGIMDv
DRR #29= 3
444= $ �
(a) AN-DF—RD1rGG3. Dy
s s s s s s s * * # s * #
(a) $1 > - -A�T1;�w 11 f A DRr•n �
42A4A4.�
MARINAS
A. ENTERPRISE PROJECTS
444=
(a) s 1 u 1 M+T1 r-Al - FE r A D 1ti CnUrov v
444402
27
444504
,I- !:AGUR YDV MA-R IA DOCKS R D A 11dDC/i14D 4F???A
444604
(a)—S30.r• r►Krr%R$�.Y cnwrAsr.�nvnov_
s s # s # # s s t
VI. TRANSPORTATION
28
$924
145+4
S"
oj+��
.j6-
STREETS
A. CAPITAL PROJECTS
# # # # # # # # # # # #
3. REBUILD SIDEWALKS AND STREETS - FY'1995-99
341171 $911.0
Q
(a) $911.0 - CIP LOCAL OPTION GAS TAX
$159T A X
4. BISCAYNE BOULEVARD - NEW WORLD DESIGN
341172 $4,100.0
(a) $4,100.0 - FLORMA DEPARTMENT OF TRANSPORTATION
(b) $0 0 - RR! M-R- V A TEASE A.9 A AT A G9—&49b=
# # # # # # # # # # # # #
34U4&
344436
(a) QL 7 - TTI f - 90 T A R- RCOVRY�
344490 343..E
DVeejw2"9
344- ➢i 523.3
29
StpgUIAI K REPAIR SECT-ioN 9=R-- 92191-4-�Z
3d 1501
-a or's I -Kqwi& Bair_,
iiamrs. &'FAD
1.
111-11171"', Pyles— To
04M 'I lhx4-w!W4,, a IL
r,owni
-1, — -
Ig N SO
*1
=- 4FmiLT1v
34
1\ _ Ir r • . _ �\ t
Z4 QTIIFQTA �= ATD QT.'(`TfrIAT'In,..n„ u.... ,
/
_ t /
31
Cj I U 0 R-459,
32 98- 660
aID-21.14-A-l-K REPAIR SECTION 44men 917AAL
34-1660
Sol LOU RECOUER3Z
33
G� r• ,1_ , Y • . 1•
67- TF_raluS W SECTION 45 _R
3444U $4,8
344494- $},g
72. ALLAPATTAH C.D. STREET & SIDEWALK RAPROVEMENTS FY'98
341321 $450.4
(a) 5450.4 - COMMUNITY DEVELOPMENT BLOCK GRANT
24TH YEAR
73. COCONUT GROVE C.D. STREET & SIDEWALK HAPROVEMENTS FY'98
341322 $150.4
(a) S 150.4 COMMUNITY DEVELOPMENT BLOCK GRANT
24TH YEAR
34
9-�
74.
EDISON/LITTLE RIVER C.D. STREET & SIDEWALK IMPROVEMENTS
FY'98
341323
$400.0
(a) $400.0 - COMMUNITY DEVELOPMENT BLOCK GRANT
24TH YEAR
75.
LITTLE HAVANA C.D. STREET & SIDEWALK IMPROVEMENTS FY'98
341324
$400.0
(a) $400.0 - COMMUNITY DEVELOPMENT BLOCK GRANT
24TH YEAR
76.
MODEL CITY C.D. STREET & SIDEWALK IMPROVEMENTS FY'98
341325
$400.0
(a) $400.0 - COMMUNITY DEVELOPMENT BLOCK GRANT
24TH YEAR
77.
OVERTOWN C.D. STREET & SIDEWALK R PROVEMENTS FY'98
341326
$150.0
(a) $150.0 - COMMUNITY DEVELOPMENT BLOCK GRANT
24TH YEAR
78.
WYNWOOD C.D. STREET & SIDEWALK IMPROVEMENTS FY'98
341327
$150.0
(a) $150.0 - COM AUTIITY DEVELOPMENT BLOCK GRANT
24TH YEAR
79.
DOWNTOWN C.D. STREET & SIDEWALK IlvIPROVEMENTS FY'98
341328
$150.0
(a) $150.0 - COMMUNITY DEVELOPMENT BLOCK GRANT
24TH YEAR
VII. PHYSICAL ENVIRONMENT
STORM SEWERS
35
A. CAPITAL PROJECTS
* * * # * * # * * * * # *
i 8�tTY ST *•r T,D n nre meo ue� � o
3424"
(a) S"-'5 3 hl+ilZF�firT�— * r n R9G4 19R:V
SOLID WASTE
A. CAPITAL PROJECTS
2. SOLID WASTE COLLECTION EQUIPMENT
353010 $3,794.0
(a) swoo r Cob=nr n n an9Tne
(a) $3,794.0 - 1970 POLLUTION CONTROL G.O. BONDS
AUTHORIZATION
3. PURCHASE OF GARBAGE/TRASH TRUCKS & CRANES
IMPACT FEE
353011 $397.3
S5S3.S
(a) $397.3 - IMPACT FEES
N ' i u11 n TILT NQ FOR QUM A CX IEEE 9X&MD'T W
4. PURCHASE OF TRACTORS WITH HOISTS & ROLL ON
ROLL OFF / 1MPACT FEE
353014 $92.7
Slog I
(a) $92.7 - IMPACT FEES
/b) $164 _ n=L W- Q- NnD TAAT)n CT. FEE irYL'MRTW T
Section 3. All ordinances or part of the ordinances insofar as they are inconsistent with the
provisions of this Ordinance are hereby repealed.
Section 4. 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.
36
00
Section 5. This Ordinance shall become effective thirty (30) days after final reading and
adoption thereof.
PASSED ON FIRST READING BY TITLE ONLY this day of 1998.
PASSED AND ADOPTED ON SECOND AND FINAL READING BY TITLE ONLY this _ day
of , 1998.
ATTEST:
WALTER J. FOEMAN
CITY CLERK
CAPITAL IMPROVEMENT REVIEW:
' 1 : �' "T I' :1 • I 1 • '
BUDGET RE W: ,\/ 1.
V6
DIPAK M. PARE , DIRECTOR
OFFICE OF BUDGET AND MANAGEMENT ANALYSIS
FINANCE REVIEW: .
LOURDES REYES, COMPTROLLER
DEPARTMENT OF FINANCE
APPROVED AS TO FORM AND CORRECTNESS:
ALEX VILARELLO
CITY ATTORNEY
JOE CAROLLO, MAYOR
APPROVED BY:
RAFAEL O. DIAZ,
DEPUTY CITY ATTORNEY
37
APPENDIX J
PROPOSED RESOLUTION
AND DEBT MANAGEMENT
POLICY
RCM
INTER -OFFICE MEMORANDUM
The Honorable Mayor and Members
of the City Commission DATE FILE
Resolution Adopting
SUBJECT Debt Management Policy
Donald H. Warshaw REFERENCES City Commission Meeting
City Manager June 23, 1998
ENCLOSURES
Recommendation:
It is recommended that the City Commission approve the attached Resolution
establishing a written Debt Management Policy related to set continuing reporting
requirements and the issuance of debt obligations. This Resolution further directs the
City Manager to implement the Debt Management Policy.
Background:
In 1997 the Mayor created the Blue Ribbon Task Force with the responsibility to make
recommendations to the City Commission concerning Debt Management. The Blue
Ribbon Task Force recommended that a Debt Management Policy be implemented in
order to assure that debt obligations are issued and administered for the long-term
financial advantage of the City. As a result of the Blue Ribbon Task Force
recommendation, a Debt Management Policy is attached hereto, establishing specific
guidelines and procedures including the following critical elements.
• The City should not issue debt obligations or use debt proceeds to finance current
obligations.
• The City should utilize debt obligations only for capital improvement projects that
cannot be funded from current revenue sources or when it is better to finance the
project over its useful life.
(.fin_
(3 ('", f�
• The City should issue debt obligations for refinancing existing debt only if financially
advantageous or necessary to release existing bond covenants.
• The City should measure the impact of debt service requirements on single, five, ten,
and twenty year periods.
Furthermore, it was recommended that the City establish a Finance Committee of local
>;business and community members to serve with the City Manager to review and make
recommendations regarding the issuance of debt obligations and the management of
outstanding debt and monitor adherence to debt policies and procedures.
The Debt Management Policy must be approved by the City Commission and it may be
modified by the City Commission, as it deems appropriate to meet the needs of the City.
JGP:CMC:LR:PC:mm
RESOLUTION NO.
A RESOLUTION WITH ATTACHMENT ESTABLISHING A
DEBT MANAGEMENT POLICY, ATTACHED HERETO
AND INCORPORATED HEREIN, TO SETFORTH SPECIFIC
GUIDELINES AND PROCEDURES FOR
IMPLEMENTATION OF SAID POLICY; DIRECTING THE
CITY MANAGER AND INSTRUCT THE DIRECTOR OF
FINANCE TO IMPLEMENT SAID POLICY.
WHEREAS, in 1997, the Mayor of the City of Miami created and charged the
Blue Ribbon Task Force with the responsibility of to make recommendations to the City
Commission concerning Debt Management; and
WHEREAS, said Blue Ribbon Task Force recommended that a Debt Management
Policy be implemented in order to assure that debt obligations are issued and
administered for the long-term financial advantage for the City of Miami; and
WHEREAS, as a result a Debt Management Policy, attached hereto and made part
hereof, has been prepared for acceptance by the Commission;
NOW, THEREFORE, BE IT RESOLVED BY THE COMMISSION OF THE
CITY OF MIAMI, FLORIDA:
98- 'to V
Section 1. The recitals and findings contained in the Preamble to this Resolution
are hereby adopted by reference thereto and incorporated herein as if fully set forth in this
Section.
Section 2. The Debt Management Policy attached hereto and made a part hereof,
is hereby established to set forth specific guidelines and procedures for implementation of
said Policy.
Section 3. The City Manager is hereby directed to instruct the Director of Finance
to implement said Policy.
PASSED AND ADOPTED this day of 1998
JOE CAROLLO, MAYOR
ATTEST:
WALTER J. FOEMAN
CITY CLERK
REVIEWED BY:
RAPHAEL O. DIAZ
DEPUTY CITY ATTORNEY
APPROVED AS TO FORM AND
CORRECTNESS:
ALEJANDRO VILARELLO
CITY ATTORNEY
` " `'-' f ) f. A
RESOLUTION NO.
A RESOLUTION WITH ATTACHMENT ESTABLISHING A
DEBT MANAGEMENT POLICY, ATTACHED HERETO
AND INCORPORATED HEREIN, TO SETFORTH SPECIFIC
GUIDELINES AND PROCEDURES FOR
IlVIPLEMENTATION OF SAID POLICY; DIRECTING THE
CITY MANAGER AND INSTRUCT THE DIRECTOR OF
FINANCE TO IMPLEMENT SAID POLICY.
WHEREAS, in 1997, the Mayor of the City of Miami created and charged the
Blue Ribbon Task Force with the responsibility of to make recommendations to the City
Commission concerning Debt Management; and
WHEREAS, said Blue Ribbon Task Force recommended that a Debt Management
Policy be implemented in order to assure that debt obligations are issued and administered
for the long-term financial advantage for the City of Miam;; and
WHEREAS, as a result a Debt Management Policy, attached hereto and made part
hereof, has been prepared for acceptance by the Commission;
NOW, THEREFORE, BE IT RESOLVED BY THE COMMISSION OF THE
CITY OF MIAMI, FLORIDA:
Section 1. The recitals and findings contained in the Preamble to this Resolution
are hereby adopted by reference thereto and incorporated herein as if fully set forth in this
Section.
Section 2. 't ne Debt Management Policy attached ht,,:to and made a part hereof,
is hereby established to set forth specific guidelines and procedures for implementation of
said Policy.
Section 3. The City Manager is hereby directed to instruct the Director of Finance
to implement said Policy.
PASSED AND ADOPTED this day of 1998
JOE CAROLLO, MAYOR
ATTEST:
WALTER J. FOEMAN
CITY CLERK
REVIEWED BY:
RAPHAEL O. DIAZ
DEPUTY CITY ATTORNEY
APPROVED AS TO FORM AND
CORRECTNESS:
ALEJANDRO VILARELLO
CITY ATTORNEY
CITY OF MIAMI, FLORIDA
DEBT MANAGEMENT POLICY
_PURPOSE
The purpose of this policy is to establish parameters and provide quidance governing the issuance,
management, continuing evaluation of and reporting on all debt obligations issued by the City of Miami,
and to provide for the preparation and implementation necessary to assure compliance and conformity with
this policy.
II. POLICY STATEMENT
Under the governance and quidance of Federal and State laws and the City's Charter, ordinances
and resolutions, the City may periodically enter into debt obligations the finance the construction or
acquisition of infrastructure and other assets or to refinance existing debt for the purpose of meeting its
governmental obligation to its residents.. It is the City's desire and direction to assure that such debt
obligations are issued and administered in such fashion as to obtain the best long-term financial advantage
to the City and its residents, while making every effort to maintain and improve the City's bond ratings and
:reputation in the investment community.
The City may also desire to issue debt obligations on behalf of external agencies or authorities for
the purpose of constructing facilities or assets which further the goals and objectives of City government.
In such case, the City shall take reasonable steps to confirm the financial feasibility of the project and the
financial solvency of the borrower; and, take all reasonable precautions to ensure the public purpose and
financial viability of such transactions.
The City shall not issue debt obligations or utilize debt proceeds to finance current operations of
City Government.
IIl. FINANCE COMMITTEE
It is the responsibility of the Finance Committee to review and make recommendations regarding
the issuance of debt obligations and the management of outstanding debt. The Finance Committee shall
consist of seven voting members consisting of five members from the local business community appointed
by the City Commission, the City Manager or his designee, and the City's Finance Director. Others who
may be present at meetings of the Finance Committee to provide technical expertise and advice shall
include representatives from the City Attorney's office, the Budget Department, the Department to which
the proposed debt may relate, the City's Financial Advisor, Bond Counsel and Disclosure Counsel.
Meetings will be open to all interested parties and official minutes will be taken and copies made available
upon request to the City Clerk.
The Finance Committee will consider all issues related to outstanding and proposed debt
obligations, and will vote on issues affecting or relating to the credit worthiness, security and repayment of
such obligations, including but not limited to procurement of services, structure, repayment terms and
covenants of the proposed debt obligation, and issues which may affect the security of the bonds and
ongoing disclosure to bondholders and interested parties.
IV. GENERAL DEBT GOVERNING POLICIES
The City hereby establishes the following policies concerning the issuance and management of
debt:
A. The City will not issue debt obligations or use debt proceeds to Finance current operations.
B. The City will utilize debt obligations only for acquisition, construction or remodeling of
capital improvement projects that cannot be funded from current revenue sources or in such cases wherein
it is more equitable to the users of the project to finance the project over its useful life.
C. The City will measure the impact of debt service requirements of outstanding and proposed
debt obligations on single year, five, ten and twenty year periods. This analysis will consider debt service
maturities and payment patterns as well as the City's commitment to a pay as you go budgetary capital
allocation.
V. SPECIFIC DEBT POLICIES, RATIOS AND MEASUREMENT
This section of the debt Management Policy establishes the target debt policies, ratios and
measurements for the City in the following categories:
A. Measurements of Future Flexibility
B. Constraints, Ratios and Measurements
A. Measures of Future Flexibility
As the City periodically addresses its ongoing needs, the City Manager and the City Commission
must ensure that the future elected officials will have the flexibility to meet the capital needs of the City.
Since neither State law nor the City Charter provides any limits on the amount of debt which may be
incurred (other than the requirement to have General Obligation debt approved in advance by referendum),
this policy establishes the following targets and limits which at the same time provide future flexibility.
General Government Debt Service as a percentage of Non -Ad Valorem General fund Revenues:
Debt Limit
Goal/Target
Uncommitted General Fund Balance
B. Constraints, Ratios and Measures
[Percentages to be Established by Finance
Committee as a 5 year goal once appointed]
5% to 10% of annual operating budget or
actual revenues achieved over 5 years
The following constraints, ratios and measures shall govern the issuance and administration of
debt obligations:
[This section is to be refined by the Finance Committee by bench marking the City to current
industry standards]
Purposes of Issuance - The City will issue debt obligations for acquiring, constructing or
renovating Capital Improvements or for refinancing existing debt obligations. Projects
must be designed as public purpose projects by the City Commission prior to funding.
Maximum Maturity - All debt obligations shall have a maximum maturity of the earlier of-
(i) the estimated useful life of the Capital Improvements being financed; or, (ii) thirty
years: or, (iii), in the event they are being issued to refinance outstanding debt obligations
the final maturity of the debt obligations being refinanced, unless a longer term is
recommended by the Finance Committee.
Net Debt Per Capita - The City shall strive to maintain the Net Debt Per Capita at or below
the standard median for cities of comparable size. The Net Debt Per Capita shall not
exceed _% of such median as established by the Finance Committee. The Net Debt Per
Capita shall be calculated by dividing the Governmental Net Debt by the most current
population within the City.
4L
Net Debt to Taxable Assessed Value - The City shall strive to maintain a ratio of Net Debt
to Taxable Assessed Value of properties within the City at or below the standard industry
median for cities of comparable size. Such ratio shall not exceed _% of such median as
established by the Finance Committee. The ratio of Net Debt to Taxable Assessed Value
shall be calculated by dividing the Net Debt by the taxable assessed value of all taxable
properties within the City.
Capitalized Interest (Funded Interest) - Subject to Federal and State law, interest may be
capitalized from date of issuance of debt obligations through the completion of
construction for revenue producing projects. Interest may also be capitalized for projects
in which the revenue designated to pay the debt service on the bonds will be collected
at a future date, not to exceed six months from the estimated completion of construction
and offset by earnings in the construction fund.
Bond Covenants and Laws - The City shall comply with all covenants and requirements of
the bond resolutions, and State and Federal laws authorizing and governing the issuance
and administration of debt obligations. ,
CITY OF MIAMI, FLORIDA
DEBT MANAGEMENT POLICY
I. — PURPOSE
The purpose of this policy is to establish parameters and provide quidance governing the issuance,
management, continuing evaluation of and reporting on all debt obligations issued by the City of Miami,
and to provide for the preparation and implementation necessary to assure compliance and conformity with
this policy.
H. POLICY STATEMENT
Under the governance and quidance of Federal and State laws and the City's Charter, ordinances
and resolutions; the City may periodically enter into debt obligations the finance the construction or
acquisition of infrastructure and other assets or to refinance existing debt for the purpose of meeting its
governmental obligation to its residents.. It is the City's desire and direction to assure that such debt
obligations are issued and administered in such fashion as to obtain the best long-term financial advantage
to the City and its residents, while making every effort to maintain and improve the City's bond ratings and
reputation in the investment community.
The City may also desire to issue debt obligations on behalf of external agencies or authorities for
the purpose of constructing facilities or assets which fttrther the goals and objectives of City government.
In such case, the City shall take reasonable steps to confirm the financial feasibility of the project and the
financial solvency of the borrower, and, take all reasonable precautions to ensure the public purpose and
financial viability of such transactions.
The City shall not issue debt obligations or utilize debt proceeds to finance current operations of
City Government.
M. FINANCE COMM TTEE
It is the responsibility of the Finance Committee to review and make recommendations regarding
the issuance of debt obligations and the management of outstanding debt. The Finance Committee shall
consist of seven voting members consisting of five members from the local business community appointed
by the City Commission, the City Manager or his designee, and the City's Finance- Director. Others who
may be present at meetings of the Finance Committee to provide technical expertise and advice shall
include representatives from the City Attorney's office, the Budget Department, the Department to which
the proposed debt may relate, the City's Financial Advisor, Bond Counsel and Disclosure Counsel.
Meetings will be open to all interested parties and official minutes will be taken and copies made available
upon request to the City Clerk.
The Finance Committee will consider all issues related to outstanding and proposed debt
obligations, and will vote on issues affecting or relating to the credit worthiness, security and repayment of
such obligations, including but not limited to procurement of services, structure, repayment terms and
covenants of the proposed debt obligation, and issues which may affect the security of the bonds and
ongoing disclosure to bondholders and interested parties.
IV. GENERAL DEBT GOVERNING POLICIES
debt:
The City hereby establishes the following policies concerning the issuance and management of
A. The City will not issue debt obligations or use debt proceeds to finance current operations.
B. The City will utilize debt obligations only for acquisition, construction or remodeling of
00
capital improvement projects that cannot be funded from current revenue sources or in such cases wherein
it is more equitable to the users of the project to finance the project over its useful life.
C. The City will measure the impact of debt service requirements of outstanding and proposed
debt obligations on single year, five, ten and twenty year periods. 'This analysis will consider debt service
maturities and payment patterns as well as the City's commitment to a pay as you go budgetary capital
allocation.
V. SPECIFIC DEBT POLICIES, RATIOS AND MEASUREMENT
This section of the debt Management Policy establishes the target debt policies, ratios and
measurements for the City in the following categories:
A. Measurements of Future FIexibility
B. Constraints, Ratios and Measurements
A. Measures of Future Flexibility
As the City periodically addresses its ongoing needs, the City Manager and the City Commission
must ensure that the future elected officials will have the flexibility to meet the capital needs of the City.
Since neither State law nor the City Charter provides any limits on the amount of debt which may be
incurred (other than the requirement to have General Obligation debt approved in advance by referendum),
this policy establishes the following targets and limits which at the same time provide future flexibility.
General Government Debt Service as a percentage of Non -Ad Valorem General fund Revenues:
Debt Limit
Goal/Target
Uncommitted General Fund Balance
B. Constraints, Ratios and Measures
[Percentages to be Established by Finance
Committee as a 5 year goal once appointed]
5% to 10% of annual operating budget or
actual revenues achieved over 5 years
The following constraints, ratios and measures shall govern the issuance and administration of
debt obligations:
[This section is to be refined by the Finance Committee by bench marking the City to current
industry standards]
Purposes of Issuance - The City will issue debt obligations for acquiring, constructing or
renovating Capital Improvements or for refinancing existing debt obligations. Projects
must be designed as public purpose projects by the City Commission prior to funding.
Maximum Maturity - All debt obligations shall have a maximum maturity of the earlier of-
(i) the estimated useful life of the Capital Improvements being financed; or, (ii) thirty
years: or, (iii), in the event they are being issued to refinance outstanding debt obligations
the final maturity of the debt obligations being refinanced, unless a longer term is
recommended by the Finance Committee.
Net Debt Per Capita - The City shall strive to maintain the Net Debt Per Capita at or below
the standard median for cities of comparable size. The Net Debt Per Capita shall not
exceed _% of such median as established by the Finance Committee. The Net Debt Per
Capita shall be calculated by dividing the Governmental Net Debt by the most current
population within the City.
Net Debt to Taxable Assessed Value - The City shall strive to maintain a ratio of Net Debt
to Taxable Assessed Value of properties within the City at or below the standard industry
median for cities of comparable size. Such ratio shall not exceed _% of such median as
established by the Finance Committee. The ratio of Net Debt to Taxable Assessed Value
shall be calculated by dividing the Net Debt by the taxable assessed value of all taxable
properties within the City.
Capitalized Interest (Funded Interest) - Subject to Federal and State law, interest may be
capitalized from date of issuance of debt obligations through the completion of
construction for revenue producing projects. Interest may also be capitalized for projects
in which the revenue designated to pay the debt service on the bonds will be collected
at a future date, not to exceed six months from the estimated completion of construction
and offset by earnings in the construction fund.
Bond Covenants and Laws - The City shall comply with all covenants and requirements of
the bond resolutions, and State and Federal laws authorizing and governing the issuance
and administration of debt obligations.
6 - 6 0
The appropriateness of issuing such debt considering the City's current and long-term goals and
the cost of administering the debt;
T The impact of the debt on the general economy of the City and on City residents;
Other relevant factors.
The recommendation of the Finance Committee shall not be binding on the City Commission;
however, in the event the City Commission does not follow the recommendation of the Finance
Committee; the rationale for such action will be recorded in the official minutes of the Finance
Committee and the City Commission.
Establishment of Schedule for the Issuance of Debt Obligations
Upon adoption of the Capital Budget, the Finance Committee shall review the approved budget
and shall establish a proposed schedule for the sale of debt obligations during the ensuing fiscal year and
for the remaining S years of the City's Capital Improvement Program. In so doing, they shall consider any
existing bond proceeds that may be reprogrammed to finance new projects, the timing of cash flow needs
of the projects, expectations of market interest rate movements, and such other factors as they may deem
relevant. It is understood that due to market considerations, changes in size and/or timing of capital
projects, and other factors outside the control of the City, the schedule for the sale of debt obligations is a
planning tool only, and not a commitment by the City or the Finance Committee to sell such debt
obligations at such time.
Method of Sale
All new money and refunding debt obligations of the City shall be sold by competitive bid unless
the finance Committee shall make a recommendation, that the City will be better served by selling such
debt obligations through a negotiated sale. Prior to the sale of a negotiated bond issue, the City Manager
will recommend an Underwriting Team based on the City's competitive selection process as adopted for
the selection of underwriters as established herein, and submit a recommendation to the City Commission.
Financing Team
In conjunction with the issuance of debt obligation_ by the City, there shall- be formed a Financing
Team. This team shall be composed of the Finance Committee, the City Attorney, the appropriate
operating department head(s) depending on the project financed by the debt obligations being issued, Bond
Counsel, Disclosure Counsel, the Financial Advisor, and in the case of a negotiated bond sale, the Senior
Managing Underwriter. and Underwriter's Counsel. The charge of the Financing Team shall be to prepare
the Official Statement, prepare any necessary or desired Bond Resolution, structure the debt obligations,
including determination of the desirability of using bond insurance, negotiate and secure contracts for
financial and other required services(registrar, paying agent, trustee, printer) and establish the date of the
sale of the debt obligations.
Selection of Bond Counsel and Disclosure Counsel
The City recognizes the importance of continuity and of familiarity with existing bond resolutions
and financing programs brought about by long-term relationships in the area of legal counsel. The City
also recognizes the potential risks of such long-term relationships. Accordingly, it is the policy of the City
that Bond Counsel and Disclosure Counsel be selected only through a competitive Request for Proposals
process at least once every three (3) years. Criteria for selection shall be, in order of importance:
qualifications of the firm; qualifications and availability of the individual(s) proposed to service the City; a
demonstrated understanding of the City's needs, programs, and bond resolutions; fees; and, such other
criteria as may be deemed appropriate by the finance Committee. This is not intended to preclude a firm
serving as Bond Counsel or Disclosure Counsel at the time of such process from being selected for a new
contractual period, nor is it intended to preclude the City from instituting such process more frequently
than three (3) years, should it be the recommendation of the Finance Committee to do so. The Finance
Committee shall rank the top three (3) firms and forward said recommendations to the City Commission
for selection of one (1) Bond Counsel and one (1) Disclosure Counsel firm.
Selection of Financial Advisor
The City recognizes the importance of continuity and of familiarity with existing bond resolutions
and financing programs brought about by long-term relationships in the area of financial advisory services.
The City also recognizes the potential risks of such long-term relationships. Accordingly, it is the policy of
the City that Financial advisor be selected only through a competitive Request for Proposals process at
least once every three (3) years. Criteria for selection shall be, in order of importance: qualifications of the
firm; qualifications and availability of the individual(s) proposed to service the City; a demonstrated
understanding of the City's needs, programs, and bond resolutions; fees; and, such other criteria as may be
deemed appropriate by the finance Committee. This -is not intended to preclude a firm serving as Financial
Advisor at the time of such process from being selected for a new contractual period, nor is it intended to
preclude the City from instituting such process more frequently than three (3) years, should it be the
recommendation of the Finance Committee to do so. The Finance Committee shall rank the top three (3)
firms and forward said recommendations to the City Commission for selection of the Financial Advisor.
Selection of Bond Underwriters
In marketing its debt obligations to institutions and the public, the City recognizes that it is in its
best interest to select the most qualified firm(s) to be Senior Managing Underwriter and Underwriters.
Accordingly, it is the policy of the City that the Senior Managing Underwriter and Underwriters be
selected only through a competitive Request for Proposals. Criteria for selection shall be, in order of
importance: qualifications of the firm; qualifications and availability of the individual(s) proposed to
service the City; a demonstrated understanding of the City's needs, programs, and bond resolutions; fees;
and, such other criteria as may be deemed appropriate by the finance Committee. This is not intended to
preclude a firru(s) serving as Senior Managing Underwriter and Underwriters at the time of such process
from being selected for a new contractual period, nor is it intended to preclude the City from instituting
such process more frequently than three (3) years, should it be the recommendation of the Finance
Committee to do so. The Finance Committee shall recommend two (2) teams of underwriting firms
consisting of five (5) firms in each team with a Senior Manager named for each team.
The City shall reserve the right to receive unsolicited proposals from underwriters which have
shown their commitment to the City to research. new and creative opportunities to restructure existing debt
or escrows related to the City's debt portfolio. In the event that an underwriter submits an unsolicited
proposal to the City, the City Manager shall refer such proposal to the Finance Department for review and
recommendation. Unsolicited proposals which are recommended by the finance Department shall be
presented to the Finance Committee for consideration.
To encourage new and creative ideas, the City shall appoint the firm which submitted the
recommended transaction as senior managing underwriter and/or lead agent for the City should the City
determine that it is in its best interest to proceed with the transaction recommended by the unsolicited
proposal.
Review of Financing Team
From time to time, appropriate City staff may request the Finance Committee to review and make
a determination as to whether professional service providers (firms serving as Bond Counsel, Disclosure
Counsel, Financial Advisor or Underwriters) retained by the City continue to meet the regulatory,
professional and ethical standards, as applicable, which were the basis for their selection by the City. If the
Finance Committee determines that any part of such standards are not currently being met by such firm(s),
the Finance Committee after consulting with the City Attorney shall so advise the City Commission and
recommend to the City Commission whether such firm(s) should no longer be retained by the City. The
final decision with respect to the continued retention of such firms) shall rest with the City Commission.
Consideration of Fixed Versus Variable Rate Debt
In the municipal marketplace, debt obligations have typically been structured as fixed rate debt.
Amortized over 20, 25 and 30 years, these amortization periods reflect the "long end" of the yield curve.
Short-term variable rate markets (typically involving repricing increments of less than one year), focus on
the "short end" of the yield curve. The difference in short versus long-tem rates varies with the shape of
the yield curve and has typically ranged from 150 to 350 basis points (1.5% to 3.5°/a). A potential
detriment to the variable rate strategy is the uncertainty of the direction and magnitude of future market
changes. With fixed rate debt obligations there is a fixed payment schedule over the life of the debt issue.
In the variable rate program, the issuer is subject to the risk of interest volatiL•ty (i.e., the risk of
the natural cyclical increases and decreases in interest rates in the marketplace over time). When the City
elects a variable rate program, it may experience considerable periods of very attractive rates on average,
but is equally subject to the risk of those rates being higher than the alterative of fixed rates. The use of
variable rate alternatives, over the long run, may or may not prove profitable or efficient from a cost
savings perspective (the history in this market only dates back to 1983-84).
Variable rate debt should only be used for two purposes: (1) as an interim financing device and (2)
as an integral portion of a long-term strategy. Given the possibility that the need for project financing may
not coincide with attractive market interest rates, having a variable rate program to provide for the timely
initiation of projects appears to be not only practical but prudent. At project initiation, the current long-
term fixed rate market, individual project size and/or the intermediate term forecast for the direction of
interest rates may individually or collectively indicate that a long-term borrowing is not efficient.
Under either circumstance, where the cycle of long-term rates moves down to or near historic
lows, consideration will be given to fixing (i.e., converting to a fixed rate) all or a portion of the then
outstanding variable rate debt, to take advantage of the attractive long-term fixed rates. If certain target
interest rate levels are reached, the Finance Committee will recommend to the City Manager that all or a
portion of the variable rate debt be converted to fixed. In doing so, the City expands its future ability to
use the same or similar variable rate tools.
RISK MANAGEMENT TECHNIQUES
In addition to the option to fix a variable rate program for either intermediate or longer term
periods, the City will need to consider the potential use of various tools available in the derivatives
marketplace. Similar to how the variable rate markets emerged from 1983-85, the municipal market has
now seen the emergence of derivative products (swaps, CAPs, collars, etc.) which could have potential
market advantages over time. If the City were looking to take advantage of current intermediate term rates
(in the one to five year range) by fixing a portion of its current variable rate over that period, it would be
faced with a number of options. The first would be to fix the rate to maturity; second, to fix the rate in the
traditional markets for the intermediate term period; third, use one of several derivative options to either fix
the rate or limit the downside (rising interest rate) risk on the program over the same period of time. The
election to (a) use variable rate debt, (b) convert all or a portion of the City's variable rate debt to either
intermediate or fixed rate debt, or (c) hedge the market risk through one of several derivative products is a
function of a changing marketplace and must be addressed at any decision point in a manner to achieve the
best economic advantage available to the City.
The use of derivative products can provide the City with cost effective alternatives to traditional
market choices. The marketplace, although new to the traditional municipal markets, is well defined,
tested and has become a major alternative in the private sector.
When addressing derivative products, there are several structuring concerns which must be taken
into consideration. A major risk involves the credit quality of the counterparty (the entity with which the
City is exchanging commitments) and, thus, the likelihood of their continued ability to honor their
obligations. Additionally, the City should consider diversifying its remarketing risk by varying the types
of products used and the amount which may mature in any fiscal quarter. Some of these products
exchange payment obligations, others limit the downside ( or rising interest rate) risk while still others
trade off a limit on the upside (or falling interest rate) opportunity in exchange for a lower cost of
providing the downside risk protection. Each of these products must be evaluated as alternatives to
traditional, intermediate, or long-term options, considering their comparable cost, ease of entry and exit
provisions, degree of potential risk exposure (quantified to the greatest extent possible), and the option's
aggregate fit into the City's then present strategy. The Finance Committee shall consider all such factors
prior to recommending the use of derivative product to the City Commission.
REPORTING, MONITORING, AND ASSESSMENT OF POLICY IMPLEMENTATION
Annual Debt Report
The Finance Committee shall develop an Annual Debt Report to be released to the City
Commission no later than May 31, of each year. The information presented shall comply with the
disclosure obligations set forth in the Disclosure Certificates issued in connection with its debt obligations,
and may include information on the following: service areas, rates and charges, financial statement
excerpts, outstanding and proposed debt, a summary of certain bond resolution provisions, a management
discussion of operations, and such other information as the City shall deem to be important to the
investment community. The report shall also include selected Notes to Financial Statements, and, to the
extent available, information on Conduit Debt Obligations issued by the City on behalf of another entity.
Such report shall pertain to the prior Fiscal Year, and shall include the following elements: (1) calculations
of the appropriate ratios and measurements necessary to evaluate the City's credit, and that of any
Enterprise Systems, as compared with accwptAble municipal standards (those identified in the Debt Policy
and any other such ratios and measurements as the Finance Committee shall deem appropriate: (2) .
information related to any significant events affecting outstanding debt, including Conduit Debt
Obligations: (3) an evaluation of savings rele:ed to any refinancing activity: (4) a summary of any changes
in Federal or State laws affecting the City's debt program: (5) a summary statement by the Finance
Committee as to the overall status of the City's debt obligations and Debt Management activities. The City
shall prepare and release to all interested parties the Annual Debt Report which will act as the ongoing
disclosure document required under the Continuing Disclosure Rules promulgated by the S.E.C. {S.E.C.
Rule 15c2-12(b)(5)].
General Classification of Programs
Self-supporting, as well as non self-supporting (all other), programs can be categorized as either
Enterprise or Governmental in nature. The following list indicates the appropriate classification of existing
debt obligations as of Fiscal Year 1998. See Exhibit I for a complete listing of all of the City's outstanding
debt.
Enterprise
[The City of Miami has no Enterprise Debt as of date of this report].
Governmental
U _
Self -Supporting Debt Program
Non Self -Supporting Debt Program
For the purpose of measuring the Governmental debt structure, the City has categorized all non
self-supporting debt programs to be part of governmental debt obligations. These are the programs whose
expenditures for debt service are in direct competition with other General Fund expenditures (salaries,
utilities, supplies, etc.). Additionally, the City has categorized all tax supported debt as self-supporting
governmental debt programs because the tax collected is reserved and sufficient to pay the debt service on
the bonds. This provides two categories of debt which place direct or indirect burden on the taxpayers of
the City.
This distinction recognizes that the performance of self-supporting Enterprise Systems should be
measured by comparison with the user rates of comparable governmental providers, and that such
programs do not directly or indirectly place a burden on taxpayers in the form of increased taxes. As long
as each Enterprise System's user rates meet the requirements of bond covenants, the ' debt program is not
considered part of either the governmental or tax supported debt of the City' The self-supporting
governmental debt is also treated separately from projects which require partial or entire support from
General Revenues.
Given the basic debt structure of the City as depicted above, the City should consider each new
capital project taking into consideration the impact of funding such projects on the credit worthiness of the
City. An Enterprise (e.g. Stormwater System, supported by user fees) or a Governmental project (e.g.
Local Optional Sales Tax linked to a specific project) which is self-supporting has minimal impact on the
credit of the General Government. A project is not considered self-supporting if General Government
revenue is pledged as backup security for the bonds, and it is reasonably expected that governmental
revenues may be used to support the project(e.g. the Knight Convention Center debt). The funding on non
self-supporting Governmental projects requires careful consideration as to the impact on the overall credit
and debt capacity of the City.
The Exhibits (described below) follow this page:
Exhibit I - Summary of Outstanding Debt
Exhibit II - Summary of Debt Ratios, Measurements and Debt Target Constraint Criteria as of
Fiscal Year 1998.
Exhibit III - Definitions of Term
Exhibit IV - Comparison Ratios for Similar Cities and Moody's Medians
If the City earmarks a project to be financed with short-term or long-term borrowing, the City
shall assess the impact on the credit worthiness of the City based on the target debt policies, ratios and
measurements as described below. To assist in the evaluation, Exhibit I to this debt Management
Procedures Manual provides a summary of the outstanding debt as of fiscal year , and Exhibit II
calculates the debt ratios, measurements and target constraints as of fiscal year
These Exhibits should be adjusted to reflect the impact of capital projects currently being
contemplated on the overall debt position of the City and then evaluated in order to assess the impact of the
funded capital project. The debt Policies, Measurements of Future Flexibility, and the Ratios,
Measurements and Debt Target Constraint Criteria contained herein are the guidelines the City shall follow
in determining the appropriateness of funding each project.
EDIT I
SUMMARY OF OUTSTANDING DEBT
9 8 �a
e
CITY OF MIAMI, FLORIDA
SUMMARY OF LONGTERM DEBT
FOR FISCAL YEAR ENDED SEPTEMBER 30, 199s
]interest Rate
Final Maturity
Amount Outstanding
DESCRIPTION
Range
Date
Issued Balance
General Obligations:
Public Parks and Recreation
3.5•/.7.51%
2003
S 39,890
General Obligation ReSmding Bonds,
Series 1987
6.8•/.7.4%
2010
22,605
General Obligation Refunding Bonds,
Series 1991
5.3•/r6.6%
2013
16,135
Sanitary Sir Improvement Bonds
3•*-I l%
2014
54,705
Street and Highway Improvement Bonds
3•/9-11%
2014
31,060
Stomp Sewer Imp ovement Bonds
2.5•/.11%
2014
46,765
Police Headquarters Improvement Bonds
3% I I%
2014
36,645
General Obligation Rafrmding Bonds,
Series 1992
4V.6%
2013
70,100
General Obligation Refunding Bonds,
T. Series 1993
3.5•A-5.2%
2013
31,860
General Obligation Bonds, Other Issues
3•/.I 1%
Various
39,075
General Obligation Bonds
4.5%-6.5%
2015
22,500
$ 411,340
Special Obligation and Revenue Bonds
Special Obligation Bonds, Series 1986A
4.1•/6 7.4%
2006
$ 4,290
Special Revmue Refunding Bonds,
Series 1987
5.25%-73%
2015
65,271
Rental Revenue Bonds, Series 1999
8.65%
2019
30,000
Guaranteed Entitlement Revenue Bonds,
Series 1989
6.250/*-7%
2009
6,500
Community Redevelopment Revenue Bonds,
Series 1990
7.15•/.8.5%
2015
11,500
Special Non -Ad Valorem Revenue Bonds,
Series 1994
3.75•/.6.2%
2014
18,000
Special Obligation Non -Ad Valorem Revenue
Bonds
5.•/.6%
2025
22,000
Special Obligation Non -Ad "alorem Revenue
Bonds, 1995
5.5•/.7.25%
2025
72,000
S 229,561
Loans:
Sunshine State Governmental Financing
Commission Loans
Variable
2015
S 27,631
Sunshine State Governmental Financing
Commission -Commercial Paper Program
Variable
2014
15,190
Sunshine State Governmental Financing
Variable
2021
30,000
Section 108 HUD Loan
8.75%
2014
4,800
Section 109 HUD Loan
9.75%
2014
300
Section 108 HUD Loan
8.75%
2014
2,500
Sunshine State Governmental Financing
Commission -Commercial Paper Program
Secondary Loan
Variable
2012
3.500
Gran Central Corporation Loan
Variable
2008
1.709
$ 85,630
Grand Total
$ 726,531
E~4
Page 1
Debt-Man-Fotms.xlsTotal-debt
EJEI[BIT II
SUMMARY OF DEBT RATIOS, MEASUREMENTS AND DEBT CONSTRAINTS
FOR FISCAL YEAR 199E
CITY OF MIAMI, FLORIDA
SUMMARY OF DEBT RATIOS, MEASUREMENTS AND DEBT CONSTRAINTS CRITERIA
FOR FISCAL YEAR ENDED SEPTEMBER 30, 199x
Debt Ratios
General Obligation & Limited
Ad Valorem Debt Per Capita x
General Obligation & Limited
Ad Valorem Debt as a Percentage
of Taxable value x
Non -Self Supporting Revenue Debt
Per Capita x
Naga -Self Supporting Revenue Debt
as a Percentage of Taxable
Assessed value x
General Governmental Debt Service
(non -self supporting) as a Percentage
of Non -Ad Valorem General Fund
Expenditures x
General Government Direct Debt
Per Capita x
Net Direct Debt as a Percentage of
Taxable Assessed Value x
General Government Debt Service as
a Percentage of Non -Ad Valorem
General Fund Revenues x
Exhibit -II Page 1 Debt-Men-ForM.xlsDebt-Ratios
EDIT III
DEFINITIONS OF CERTAIN TERNS, RATIOS AND MEASUREMENTS
600
Balance Sheet Components and Ratios
Long-term debt: Gross long-term debt plus the current portion of long-term debt
Debt Ratio ('/o): Net funded debt divided by the sum of net fixed assets plus net
working capital
Income Statement Components and Ratios
Gross Revenue and Income: Operating revenue plus non -operating revenue
Operating and Maintenance
expenses: Operating and maintenance expenses net of depreciation, amortization,
and interest requirements
Net Revenues: Gross revenue and income less operating and maintenance expenses
Direct Debt: A government unit's gross debt less bonds fully supported from enterprise
system self-supporting and short-term operating debt
Net Direct Debt: A government unit's gross debt less bonds fully supported from enterprise
system self-supporting and short-term operating debt, less reserve balances
Operating Ratio ('/o): Operating and maintenance expenses divided by total operating revenues
Interest Coverage (%): Net revenues divided by interest requirements for year
Debt Service Coverage (%): Net revenues divided by principal and interest requirements for year
Peak Debt service coverage
by historical net revenue (%): Net revenues divided by Pstimated maximum annual principal and interest
requirements on all outstanding debt and the bonds to be issued
Peak Debt service coverage
by projected net revenues (%): Projected net revenues for the first full fiscal year following completion
of the capital project financed from the new bonds divided by estimated
maximum annual principal and interest requirements on all outstanding
debt and the bonds to be issued
DEFINITIONS:
Ad Valorem Tax - A direct tax bases "according to value" of property, i.e. levied in proportion to the
value of the property against which it is levied. Local governmental bodies with
taxing powers may issue bonds or short-term certificates payable from ad valorem
taxation.
Amortization - The process of paying the principal amount of an issue of bonds by periodic payments
either directly to bondholders or to a sinking fund for the benefit of bondholders.
Payments are usually calculated to include interest in addition to a partial payment
of the original amount.
Direct Debt or
Gross Bonded Debt - The sum of the total bonded debt and any unfunded debt (typically short-term notes)
of the issuer.
Net Direct Debt or '
Net Bonded Debt - Direct debt less sinking fund accumulations and all self-supporting debt.
Assessed Value - A valuation set upon real estate or other personal property by a government as a basis
for levying taxes. The assessed value in Miami is set by the Property Appraiser.
Capital Budget - The financial plan of capital project expenditures for the fiscal year beginning October 1.
It incorporates anticipated revenues and appropriations included in the first year of the
six -year Capital Improvement Program (CIP), and any anticipated unspent budget
appropriation balances from the previous fiscal year.
Capital Project - Any improvement or acquisition of major capital; facilities, roads, bridges, buildings or
land with a useful life of at least five years.
Capitalized Interest or
Funded Intere:4 - A portion of the proceeds of a bond issue set aside, upon issuance of the bonds, to pay
interest on the bonds for a specified period of time. Interest is commonly capitalized
during the construction period of a revenue -producing project.
Competitive Bid - A method of submitting proposals to purchase a new issue of bonds by which the bonds
are awarded to the underwriting syndicate presenting the best bid according to stipulated
criteria set forth in the notice of sale. Underwriting bonds in this manner is also referred
to as a competitive or public sale.
Conduit Financing - Bonds issued by a governmental unit to finance a project to be used primarily by a third
party, usually a corporation engaged in private enterprise. The security for such bonds is
the credit of the private user rather than the governmental issuer. Generally such bonds
do not constitute obligations of the issuer because the corporate obligor is liable for
generating pledged revenues. Industrial revenue bonds are common examples of conduit
financing. The City serves as a for the Miami Parking System, the Miami Sports and
exhibition Authority and the City of Miami Health Facility Authority.
Debt Obligations - Bonds, notes, letters and lines of credit issued against a pledge of a specific revenue
source or sources with proceeds used to fund a project providing for a public benefit.
Disclosure Rule - Rule 15c2-12 promulgated by the Securities and Exchange Commission, addressing
specific ongoing disclosure requirements for the City.
Enterprise System - A revenue -generating project or business which supplies funds necessary to pay debt
service on bonds issued to finance the facility. The debts of such projects are
self-liquidating when the projects earn sufficient monies to cover all debt service and
other requirements imposed under the bond contract. Common examples include
water and wastewater facilities. At this'time the City does not have any true enterprise
funds.
Enterprise Fund - A fund used to account for facilities that are financed and operated in a manner similar
to private business enterprises, wherein the stated intent is that the costs (including
depreciation) of providing goods and services be financed from the revenues recovered
primarily through user fees.
General Fund Revenue
(General Fund)'- This fund accounts for all financial transactions except those required to be accounted
for in other funds. The fund's resources, ad valorem taxes, and other revenues, provide
services or benefits to all residents of the City of Miami.
:General Obligation Bonds
(G.O.Boads) - Bonds which are secured by the full faith and credit of the issuer. General obligation
bonds issued by local units of government are secured by a pledge of the issuer's ad
valorem taxing power. Ad valorem taxes necessary to pay debt service on general
obligation bonds are typically not subject to the constitutional property tax millage
limits. Such bonds constitute debts of the issuer and normally require approval by
election prior to issuance. In the event of default, the holders of general obligation
bonds have the right to compel a tax levy or legislative appropriation, by mandamus
or injunction, in order to satisfy the issuer's obligation.
Governmental Bonds - One of two categories of bonds established under the Tax Reform Act of 1986. Bonds
issued by localities for the financing of traditional activities and which meet certain tests
(related to private use and security) will be tax-exempt and generally are not subject
to any volume limits.
Maximum Annual
Enterprise System
Revenue Debt Service - The maximum annual debt service on a consolidated basis of al! Enterprise System
Revenue Obligations then outstanding for the current or any subsequent fiscal year.
Maximum Annual
Non -Ad Valorem
Debt Service - Maximum annual debt service on a consolidated basis of all Non -Ad Valorem Revenue
Obligations outstanding for the current or any subsequent fiscal year.
Negotiated Sale - The sale of a new issue of municipal securities by an issuer through an exclusive
agreement with a previously selected underwriter or underwriting syndicate. A
negotiated sale should be distinguished from a competitive sale, which requires
public bidding by underwriters. Primary points of negotiation for the issuer are
the interest rate and purchase price, which reflect the issuer's costs of offering
its securities in the market. The sale of a new issue of bonds in this manner is also
known as a negotiated underwriting.
Non -Ad Valorem
General Fund Revenues - All legally available general fund revenues derived from some source other than
ad valorem taxation on real and personal property.
Non -Ad Valorem
Revenue Obligations - Obligations evidencing indebtedness for borrowed money (i) payable solely from
a covenant to budget appropriate legally available non -ad valorem revenues, (ii)
payable directly or indirectly from a covenant to budget and appropriate legally
available non -ad valorem revenues, but only if the City reasonably expects to apply
such budgeted and appropriated non -ad valorem revenues to the payment of debt
service on such obligations.
Operating Budget - The operating budget includes appropriations for recurring and certain one-time
expenditures that will be consumed in a fixed period of time to provide for day-to-day
operations (e.g., salaries and related benefits; operating supplies; contractual
maintenance services; professional services and operating equipment).
Pay -As -You -Goo -Basis - A term used to describe the financial policy of a governmental unit which finances
all of its capital outlays from current revenues rather than by borrowing. A
governmental unit which pays for some improvements from'current revenues and for
others by borrowing is on a partial or modified pay-as-you-go basis.
Per Capita Debt - The amount of an issuer'b debt divided by population, which is used as an indication
of the issuer's credit position by reference to the proportionate debt borne per
resident.
EXHWIT IV
COMPARISON RATIO FOR SINH AR CITIES
AND MOODY'S MEDIANS
GO
CITY OF MIM LORIDA
COMPARISON OF OUTSTANDING BONDED DEBT AND DEBT RATIOS WITH OTHER FLORIDA ENTITIES
FOR FISCAL YEAR ENDED SEPTEMBER 30,199x
Dade
County
Miami
Miami
Beach
Hialeah
Ft.
Lauderdale
Tampa
Orlando
1"7
Moody's
Medians'
Population
Taxable Assessed Property
Value (S000's)
General Obligation Debt ,
(000)'s
General Obligation Debt
Per Capita
General Obligation Debt
as a Percentage of Taxable
Value
Non -Self Supporting
Revenue Debt (000)'s
Non -Self Supporting
Revenue Debt Per Capita
Non -Self Supporting
Revenue Debt as a
Percentage of Taxable
Assessed Value
Direct Debt (000)'s
Direct Debt Per Capita
Direct Debt as a
Percentage of Taxable
Assessed Value
Moody's/Standerd % Poor's
Rating
Exhibh-IV
Page 1
Debt -Man -Forms. x IsComparison
APPENDIX K
INVESTMENT POLICY AND
PROCEDURES
CITY OF MUM
INVESTMENT POLICY
AND PROCEDURE
.CITY OF MIANII
INVESTMENT POLICY AND PROCEDURE
9 8 - 6t 0
CITY OF NE(AMI
INVESTMENT POLICY AND PROCEDURE
TABLE OF CONTENTS
SUBJECT
PAGE
Background.....................................................................................................................
1
GeneralOverview............................................................................. •................ •............
1
InvestmentObjectives.....................................................................................................
1
InvestmentEthics ........ :...................................................................................................
2
InvestmentProcess.........................................................................................................
2
AuthorizedInvestments..................................................................................................
3
ProhibitedInvestments....................................................................................................
6
Maturity & Liquidity Requirements...............................................................................
6
PortfolioComposition.....................................................................................................
7
CustodialAccount...........................................................................................................
7
MasterRepurchase................................................................:..........................................
7
Investment Transaction Authority..................................................................................
7
InternalControls..........................................................................................•..................
8
InvestmentReporting......................................................................................................
9
Recordkeeping and Performance Measurement.............................................................
9
PensionInvestments................................................•......................................................
10
BondFunds.........................................................................................•...........................
10
i
I, Background
The Florida Legislature passed CS/SB 2090 (CS/HB 1795) on May 4, 1995. Among other
provisions of this legislation each local government entity is required to create, adopt and
maintain comprehensive investment policies, incorporating fourteen required elements. The
investment policy is required to be adopted by the governing body of the jurisdiction.
H. General Overview
The City of Miami has established policies relating to the investment of excess funds. Excess
finds are defined as funds not required to meet short term expenditures of the City. The
Policy governing investments is set forth below.
III, Investment Polio '
Short term expenditures are defined as all daily operating expenditures excluding payroll and
debt service. For short term expenditures, the City maintains an overnight funds sweep
program collateralized by Full Faith and credit instruments of the U.S. Government and its
Agencies with the City designated as collateral beneficiary. The City complies with State of
Florida "Public Deposits Law" Chapter 280 Florida Statutes. Chapter 280 insures the City
against investment principal loss on certificates of deposit and demand deposits in excess of
$100,000 per institution. FDIC insurance covers demand deposits up to $100,000 per
institution. The City will utilize only financial institutions qualified under Chapter 280, a
listing of which is received by the City and reviewed on a quarterly basis. The City also
complies with Chapter 280 by filing all required reports annually with the State.
A. Investment ON
The City of, Miami's investment objectives are set forth below in order of
importance:
I . Safety of capital
2. Return of capital
Liquidity of capital
Investment returns are important and can make a significant contribution to
the City's operations and capital projects. Therefore, every effort is made to
select the most advantageous investment vehicle and term of investment to
maximize earnings. However, safety and liquidity, in that order, take
precedence over the return.
6- 600
]L Investment Ethics
The City of Miami selects all investments by means of a competitive process.
In no case does the City invest funds or place idle funds in financial
institutions as compensating or courtesy balances. The standard of prudence
to be applied by the investment officer shall be the "prudent person" rule,
which states: "Investments shall be made with judgment and care, under
circumstances then prevailing, which persons of prudence, discretion and
intelligence exercise in the management of their own affairs, not for
speculation, but for investment, considering the probable safety of their
capital as well as the probable income derived.: The "prudent person" rule
shall be applied in the -context of managing the overall portfolio.
The investment officer and staff, acting in accordance with the written
procedures and exercising due diligence, shall not be held responsible for a
specific security's credit risk or market price changes, provided that the
security is from the list of approved investments, these deviations are
reported immediately and that appropriate action is taken to control adverse
developments.
C. Investment Process
The formal bidding process for investment instruments consists of the
following procedures:
1. Maintain a bid list of . approximately five major financial
institutions qualified under Chapter 280 and two major
brokerage firms. This bid list is adjusted periodically to delete
bidders who are non -responsive or non-competitive over a
period of time, replacing such institution(s) with other qualified
institutions which have expressed an interest to bid on City
funds. Qualified institutions are defined as financial institutions
governed by Chapter 280 of the Florida Statutes with a branch
location in The City of Miami, Florida.
Brokerage houses must maintain an office in The City of Miami
and are selected based on the amount of equity in the firm,
number of years the firm has been in operation .and reputation.
2. Place telephone calls requesting a bid from each institution on
the bid list either on the day of the transaction or the afternoon
immediately preceding the transaction date.
3. Receive and note all bids on a standard foamdesigned for this
purpose and retain on file for each transaction.
2
4. Select the highest winning bid.
5. Transfer funds in exchange for evidentiary receipt from winning
bidder.
This process should prevent influence being experienced by either City
personnel or the financial institution in the selection of the institution chosen
for the purchase of City investments.
D. Authorized Investments
The City has established a list of authorized types of investments. The
authorized cash management investment and the allowable percentage of
those investments of the total portfolio are as follows:
1. Time Deposits
Duration N/A
Maximum % of Portfolio 100%
Maximum % of Combined Asset Group 100%
2. Certificates of Deposit
Duration 0-3 yrs.
Maximum % of Portfolio 100%
Maximum % of Combined Asset Group 100%
3. U.S. Treasury Bills
Duration N/A
Maximum % of Portfolio 100%
/Maximum % of Combined Asset Group 100%
4. U.S. Treasury Notes
Duration 0-7 yrs.
Maximum % of Portfolio 100%
Maximum % of Combined Asset Group 100%
5. U.S. Government Agency Securities
Duration 0-3 yrs.
Maximum % of Portfolio 50%
Maximum % of Combined Asset Group 50%
6. Obligations issued by any state or territory of the United States,
which are fully insured or rated in one of the two highest rating
categories by Moody's Investors Service, Inc. or Standard and
Poors Corporation or their successors.
Duration 7-10 yrs.
Maximum % of Portfolio 50%
Maximum % of Combined Asset Group 50%
7. Fixed Term Repurchase Agreement
Duration 0-3 yrs.
Maximum % of Portfolio 20%
Maximum % of Combined Asset Group 100%
8. Overnight Repurchase Agreements
Duration
N/A
Maximum % of Portfolio
100%
Maximum % of Combined Asset Group
N/A
9. Bankers Acceptance
Duration
N/A
Maximum % of Portfolio
20%
Maximum % of Combined Asset Group
30%
10.. Commercial Paper with a rating of A-1 or P-1 only, rated by
Moody's or Standard and Poors
Duration N/A
Maximum % of Portfolio 20%
Maximum % of Combined Asset Group 30%
11. Corporate notes, corporate bonds, medium term notes, Yankee
notes, and Yankee bonds with terms of one year or less rated by
2 or 3 designated rating agencies in one of the two highest rating
categories.
Maturity 0-2 yrs.
Maximum % of Portfolio 20%
Maximum % of Combined Asset Group 30%
12. Corporate notes, corporate bonds, medium term notes, Yankee
notes, and Yankee bonds, with terms of in excess of one with a
maximum of 5.0 years rated by 2 of 3 designated rating agencies
in one of the two highest rating categories.
Maximum Maturity 3-7 yrs.
Maximum % of Portfolio 20%
Maximum % of Combined Asset Group 30%
13. Money market mutual/trust funds which substantially conform
with this policy as follows:
Duration N/A
Maximum % of Portfolio 100%
Maximum % of Combined Asset Group 100%
4
a. State of Florida Local Government Surplus Funds
Trust Fund
b. Mutual/trust funds sponsored by the Florida League
of Cities
C. Private money market mutual funds backed entirely
by "Full Faith and Credit" U.S. Government
Securities not to exceed 25%.
14. Fixed income mutual funds sponsored by the Florida League of
Cities which substantially conform with this policy as follows:
Duration N/A
Maximum % of Portfolio 25%
Maximum % of Combined Asset Group 25%
15. Externally managed funds requiring specific approval by
Commission with investment limited to City policy and rating
criteria.
Duration 3-7 yrs.
Maximum % of Portfolio 20%
.Maximum % of Combined Asset Group 20%
16. Interest rate Swap agreements between the City and a counter
party to pay/receive a fixed interest rate payment in exchange for
a variable rate payment over a specified term with the
requirement that all "Swap" agreements be approved by City
Commission prior to execution.
Duration N/A
Maximum % of Portfolio 10%
Maximum % of Combined Asset Group 20%
All repurchase agreements are fully collateralized and the collateral is held in
the City's name by a third party custodian.
Derivatives (defined as a financial instrument the value of which depends on,
or is derived from, the value of one or more underlying assets or index of
asset values) shall be utilized only if specifically authorized as part of the
investment plan and the Finance Director or his designee has sufficient
understanding/expertise to invest in derivatives. All proposed derivative
investments (including "SWAPS") will be analyzed by the City's Financial
Advisor and will be presented to the City Commission for approval.
Repurchase Agreements (an agreement between an investor and a security
dealer whereby dealer agrees to buy back the security at a specified price in
the future) will be limited to transactions in which the proceeds will be used
6
t j -
to provide liquidity. Any investment which is not issued in "Book Entry
Only" form is physically held by the City in a secure vaulted area and
surrendered only when invested funds and earnings are received by the City
at maturity.
E. Prohibited Investment
Finds to be invested in cash management investments may not be invested in
the following:
Common Stock
Preferred Stock
Convertible Bonds
Venture Capital
Options and Futures
Warrants
Commodities
Short Selling
Real Estate
Private Placements
Unregistered or Restricted Stock
Margin Trading
Limited Partnerships
Oil and Gas Wells
IO or PO strips or inverse floater
mortgage backed securities
Foreign Exchange
Any Inverse Floating Rate Securities
F. Maturity and Liquidity Requirements
The City selects investments whose terms compliment the need to make the
major expenditures set forth below.
1. Biweekly Payrolls
2. Periodic Debt Service Payments
3. Capital Project Needs
For each expenditure event, investments are selected whose maturities occur
at a date close to the date that funds will be needed. Investments also are
selected based on the highest yield for the particular type of investment. In
the case of capital projects, in which the exact date that expenditures will
need to be made is unknown, the City selects several investments with
varying maturities so that monies are available each month to cover all
capital expenditures. Any unused capital investment funds are then placed in
investments of one year or more to maximize return potential.
As mentioned earlier, the City maintains an overflight investment program of
approximately $10,000,000, which provides funds needed to cover daily operating
expenses, excluding item #'s 1-3 above. Interest yields on these investments are
competitive though somewhat lower than longer term instruments.
2
G. Portfolio Composition
Diversity of investment types is highly desirable. Such diversity is necessary
in cases where securities are traded frequently and not held to maturity and
where volatile securities are traded.
H. Custodial Account
All City investments, except for swap agreements, must be held in an
independent custodial account within the trust department of a major
fmancial institution with a branch located in Dade County, Florida. The
custodian will not be utilized to buy or sell investments for the City. All City
investments must be registered in the City's name in book entry form
evidenced by transaction tickets maintained by the custodian with a copy
provided to the City. Physical possession of securities by the City should be
avoided. The investment held by the custodian must be reconciled monthly
to the City's general ledger. The City will carry investments at cost but will
maintain a record of portfolio market value each month.
L Master Repurchase Agreement
A "Master Repurchase Agreement" has been developed, reviewed and
accepted by the City and is part of the contract established with the City's
main depository bank. This agreement is a standard Public Securities
Association ("PSA') form agreement offering all recommended protection to
the City. This agreement is scheduled to be in effect for the duration of the
contract with the City's main depository.
J. Investment Transaction Authority
The Finance Director has designated the Treasury Manager as the individual
responsible for managing the City's investments. The Treasury Manager
discusses investments with upcoming maturities with the Assistant Finance
Director and the Finance Director if there is a question as to new maturity
target dates or type of investment vehicle to be used. Based on these
discussions, the Treasury Manager executes the transaction and completes an
"Investment Transaction Report" for each investment transaction. The
Assistant Finance Director and the Finance Director then review and approve
the Investment Transaction Report. The fully executed Investment
Transaction Report contains all information pertinent to the investment and
contains the approval signatures of the Finance Director, Assistant Finance
Director and Treasury Manager. Funds related to each investment are
transferred according to authorized funds transfer procedures and limits
established under the provisions of the City's contract with its main
depository bank.
9c 660
K. Internal Controls
The City has established a number of internal controls to prevent loss of
funds by fraud, employee error, misrepresentation by third parties, or
imprudent actions by employees of the City. The internal controls are as
follows_
1. Investment transactions authority is limited to specific persons
within the Finance Department.
2. Wire transfer of funds authority is restricted to specific
individuals with specific dollar limits within the Finance
Department. All non -repeat type wire transfers require
confirmation authorization by a second individual specified in
wire authority documents executed with the City's main
depository.
3. All investment transactions require the approval of the Finance
Director and Assistant Finance Director on the Investment
Transactions Report for each investment.
4. A monthly report titled "Investments by Banks/Funds" is
prepared by the Assistant Finance Director and distributed to the
Finance Director early in the subsequent month for review. In
addition, a Financial Analyst in the Finance Department receives
a copy of this report and reconciles these investments with the
City's general ledger on a monthly basis.
5. A clerk in the Finance Department reconciles the City's general
depository account on a monthly basis by comparing the City's
general ledger with the applicable bank account statements. The
reconciliation of the general depository account would reveal
any difference in investment transaction recording and the
actual movement of funds.
6. Each month, the Assistant Finance Director reconciles
investments reflected in the custodial statements with the City's
records.
7. Each year both internal auditors and the City's external auditors
review existing internal controls as well as investment
transactions by examining data on a random basis"
L. Investment Reporting
As discussed previously, the Finance Department maintains several types of
information and reports on investments. The records relating to investments
are as follows:
Investment Transaction Report - A recording/approval form for
each investment transaction, regarding both active and matured
investments. This form also indicates all bids obtained where
applicable.
2. Investment bid sheet, where applicable, for each investment
3. Investment Log - a document listing, in -chronological maturity
order, pertinent information on each investment
4. Investments by Banks/Funds report generated monthly and
reconciled with the City's general ledger
5. Annual summary of average investment returns which is
subjected to external audit for reasonableness of average stated
yield for the fiscal year.
M. Recorkeeping and Performance Measurement
Comprehensive records of each investment transaction are maintained in the
Finance Department. These records include bid sheets where applicable,
investment transaction reports, investment bank advises, the annual
investment log, and a quarterly compilation of total returns for the preceding
fiscal quarter by City fund type (e.g., General Fund, Capital Projects,
Enterprise, Internal Service). Annually, the City's external auditors review
the calculation of investment yields prepared by the Finance Department for
comparison to indices and comparative data maintained by the external
auditors. They then determine the reasonableness of the average yield
calculated by the Finance Department. If no problem is indicated, the Finance
Department then compares its average annual yield to yields of surrounding
local governments when such information becomes available. While yield is
not the primary concern of th4e City's investment manager, it should be noted
that the City has consistently enjoyed an average yield competitive with other
major local governmental entities while assuming lower risk.
V. Pension Investments
The City does not manage the cash or investments of the City's pension systems. Each
pension system has elected or appointed members to its pension Board of Trustees who
exercise oversight over money mangers engaged to manage pension fund investments in
accordance with policies and guidelines established by each pension system. The Boards,
therefore, have oversight authority over investments for pension systems and the City does not
actively participate in the process.
VI. Bond Funds
Notwithstanding anything to the contrary contained in these investment guidelines, the
provisions pertaining to investment of monies under all ordinances, resolutions, trust
indentures and agreements adopted or entered into by the City in connection with bonds issued
by the City or other debt incurred by the City will control and supersede the provisions herein
contained with respect to the investment of such monies.
10
APPENDIX L
ORGANIZATIONAL
DEVELOPMENT
'f
CITY OF MIAMI, FLORIDA CA=13
— INTER -OFFICE MEMORANDUM
Honorable Mayor and Members
of the City Commission
FROM: 40(
d H. Warshaw
City Manager
In
RECOMMENDATION
DATE: June 9, 1998
SUBJECT: Employee Training
REFERENCES:
ENCLOSURES:
FILE:
It is respectfully recommended that the City Commission authorize the City Manager to
execute the attached Professional Services Agreement with the Florida Institute of
Government at Florida International University to provide Citywide employee training
and leadership development, as reviewed and approved by the City Attorney, and to
instruct the Chief Procurement Officer to issue a purchase order for these services.
BACKGROUND
Pursuant to the Blue Ribbon Task Force's recommendation for the City to undertake a
significant review of training and leadership development, the Department of Human
Resources conducted a training needs assessment survey of City departments.
In response to the City's needs assessment, the Institute of Government at Florida
International University is prepared to provide Citywide employee training in the areas of
leadership and organizational development, staff training, and performance management.
The training sessions to be offered to City employees are intended to provide the genesis
of a comprehensive employee development program, designed to ensure a well
coordinated, dynamic program to effectively address the extensive training needs of
employees.
Funding for employee training and leadership development in an amount not to exceed
$272,400, for the initial fifteen -month term, is available in the General Operating Budget
of Special Programs and Accounts, Account Code No. 00 1000. 921202.6.410.
JGP/CMC/ARB/RSJ
did
CITY OF MIAM!. =;_ERICA
INTER -OFFICE MEMORANDUM
Jose Garcia -Pedrosa May 26, 1998 = _-
City Manager
SUs.;=_CT Training
4
FROM. Ange *Bell REFERENCES.
Director
Department of Human Resources ENCLOSURES:
Pursuant to the ve-Year Plan, this is to provide you with a status report on the City of
Miami's training and leadership development efforts to date, as well as,a proposal for future
training. '
In August 1997, the Department of Human Resources conducted a training needs assessment
survey. This survey, which was forwarded to all department directors, including those hired
subsequent to that date. Recurring requests for training were in the areas of. (1) customer
service, (2) stress management, (3) conflict resolution, (4) business writing, (5) c9mputer
training, (6) time management, and (7) miscellaneous specialized training (e.g., inspections,
commercial driver license, etc.).
Through April of this fiscal year, training has been provided for approximately 6,900 partici-
pants. However, such training has primarily been coordinated by individual departments -
specifically, the Departments of Fire -Rescue and Police.
With the reestablishment of the citywide training function, the Department of Human
Resources will be able to effectively address the City's training needs. The training initiative
commenced with a seminar entitled Governmental and Not -for -Profit Accounting for Finance
Department employees. This was followed by training in the areas of Supervisory Manage-
ment and Sexual Harassment for supervisors in various departments.
It is recommended that all employees attend seminars on Professionalism and Ethics, Sexual
Harassment and Diversity, and Customer Service. Based on departmental needs assessments,
designated employees will be offered training in Writing Skills/Grammar. The City's
computer training classes will be augmented with sessions on Computer Concepts and
Applications 1 & 11, and Professional Development/Office Professional Module. First line
supervisors will receive Supervisory Management training. Professional development will
also be offered in the form of Computer Concepts and Applications for Managers. To
successfully address the development of mid -level managers, sessions will be offered in
Leadership Development, Performance Measurement, and Benchmarking. A formal,
structured Leadership Identification and Development Program will also be developed.
Other critical areas to be addressed include Time Management, Stress Management and
Conflict Resolution.
-2-
Jose Garcia -Pedrosa May 26, 1998
In an effort to identify those individuals and/or organizations best equipped to address the
training needs of City employees, a series of meetings have been held with prospective
trainefs. In response to the City's needs assessment, the Institute of Government at Florida
International University is prepared to provide training in the areas of leadership and organi-
zational development, staff training, and performance management. In addition to being
cost-effective, the training offered by the Institute of Government will enable employees to
obtain graduate and undergraduate academic credits and/or Continuing Education Units
(CEUs). It is anticipated that an initial contract will be established for 15 months (through
September 30, 1999), with two one-year options to renew.
The attached proposal outlines training for 4,900 participants at to estimated cost of
$272,400. The proposal was compiled as a result of the Citywide training needs survey
which was conducted in 1997; however, we will be working closely with department heads to
verify their most pressing needs so that we can adjust the schedule accordingly. The program
as set out is designed to ensure that all employees attend several required seminars and, as
needed, specialized workshops related to specific job duties. Such additional specialized
training may be provided by other vendors at reasonable costs to be determined.
The employee training needs of the City of Miami are extensive; however, the proposal
outlined in this memorandum will serve to greatly enhance employee development. This
proposal is intended to provide the genesis of A comprehensive employee development
program which will continue with the addition in October 1998 of two staff persons (one
coordinator and one clerical support, as requested in the FY '98-99 budget) to ensure a well
coordinated, dynamic program designed to serve the needs of the City and its employees.
The goal is to build a learning organization.
Specific funds in the amount of $224,000 were allocated for this training program in Special
Programs and Accounts for FY 1998. As of today's date, the balance remaining is $221,668,
inclusive of a donation of $21,500 from the Blue Ribbon Task Force. The amount allocated
for FY 1999 is $224,000.
Should you approve the proposed training program, appropriate legislation and
documentation will be submitted for inclusion on the June 9, 1998, City Commission
Agenda. Training sessions would begin in July 1998.
OVED SAPPROVED:/ _ Zz-_
— Date: (Arhr
_ I
Donald H. Warshaw
City Manager
CMC/ARB/RSJ
Attachment
c 00o
CITY OF MLAOM
PROPOSED TRAINING BUDGET
JULY 1998 THROUGH SEPTEMBER 1999
DESCRIPTION COST # PARTICIPANTS/SESSIONS
Writing Skills- Grammar $ 18 000 350/10
Computer Concepts &
Applications I
18,000
Customer Service
18,000
Computer Concepts &
:Applications for Managers
9,000
Performance Measurements
9,000
Professionalism & Ethics
32,400
Sexual Harassment &
Diversity
28,800
Computer Concepts &
Applications Il
18,000
Basic Accounting
7,200
Benchmarking
9,000
Technical Writing
18,000
Professional Development/
Office Professional Module
9,000
Stress Management
18,000
Supervisory Training
18,000
Conflict Resolution
18,000
Executive Development
24,000
TOTAL
$272,400
350/10
350/10
175/5
175/5
630/18
560116
350/10
140/4
175/5
350/10
175/5
350/10
350/10
350110
70/2
4,900/140
s
J-98-596
$/29/98
RESOLUTION NO.
A RESOLUTION, WITH ATTACHMENT, AUTHORIZING THE
CITY MANAGER TO EXECUTE A PROFESSIONAL SERVICES
AGREEMENT, IN SUBSTANTIALLY THE ATTACHED FORM,
'WITH THE FLORIDA INSTITUTE OF GOVERNMENT AT
FLORIDA INTERNATIONAL UNIVERSITY, TO PROVIDE
CITYWIDE EMPLOYEE TRAINING AND LEADERSHIP
DEVELOPMENT FOR THE DEPARTMENT OF HUMAN RESOURCES,
ON A CONTRACTUAL BASIS FOR AN INITIAL TERM OF
FIFTEEN MONTHS WITH THE OPTION TO EXTEND FOR TWO
ADDITIONAL ONE-YEAR PERIODS, AT AN ESTIMATED COST
NOT TO EXCEED $272,400 FOR THE INITIAL TERM OF
FIFTEEN MONTHS AND $224,000 ANNUALLY THEREAFTER;
ALLOCATING FUNDS THEREFOR FROM THE GENERAL
OPERATING BUDGET OF SPECIAL PROGRAMS AND ACCOUNTS,
ACCOUNT NO. 001000-921202.6.410; AUTHORIZING THE
CITY MANAGER TO INSTRUCT THE CHIEF PROCUREMENT
OFFICER TO ISSUE A PURCHASE ORDER FOR SAID
SERVICES.
WHEREAS, the Blue Ribbon Task Force recommended that the
City undertake a significant review of training and leadership
development; and
WHEREAS, pursuant to the recommendation of the Blue Ribbon
Task Force, the Department of Human Resources conducted a
training needs assessment survey of City departments; and
WHEREAS, the Florida Institute of Government at Florida
International University has been identified to address employee
training and leadership development needs; and
WHEREAS, funding is available for the payment of
compensation, in an amount not to exceed $272,400 for the initial
J
term of fifteen months and $224,000 annually thereafter, from the
General Operating Budget of Special Programs and Accounts,
Account Code No. 001000.921202.6.410;
NOW, THEREFORE, BE IT RESOLVED BY THE COMMISSION OF THE CITY
OF MIAMI, FLORIDA:
Section 1. The recitals and findings contained in the
Preamble to this Resolution are hereby adopted by references
thereto and incorporated herein as if fully set forth in this
Section.
Section 2. The City Manager is hereby authorized to
execute an agreement, in substantially the attached form, with
the Florida Institute of Government at Florida International
University, to provide Citywide employee training and development
for the Department of Human Resources, on a contractual basis for
an initial term of fifteen months, with the option to extend for
two additional one-year periods, at an estimated _cost not to
exceed $272,400 for the initial term and $224,000 annually
thereafter, with funds therefor hereby allocated from the General
Operating Budget of Special Programs and Accounts, Account Code
No. 001000.921202.6.410.
Section 3. The City Manager is hereby authorized to
instruct the Chief Procurement Officer to issue a purchase order
- 2 -
for said services.
Section 4. This Resolution shall become effective
immediately upon its adoption.
PASSED AND ADOPTED this day of ,.1998.
ATTEST:
WALTER J. FOEMAN
CITY CLERK
JOE CAROLLO, MAYOR
PREPARED AND APPROVED BY:tl/
ASSISTANT
W2f15 : BSS
AND CORRECTNESS:
- 3 - 9 66()
PROFESSIONAL SERVICES AGREEMENT
This Agreement entered into this day of
19_, by and between the City of Miami, a municipal
corporation of the State of Florida, hereinafter referred to as
"CITY", and the Florida Institute of Government at Florida
International University, hereinafter referred to as "PROVIDER."
R E C I T A L:
WHEREAS, the CITY is desirous of entering into an agreement
with the Florida Institute of Government at Florida International
University for the purpose of securing a firm to provide training
and leadership development; and
WHEREAS, this service will be used by the Department of
Human Resources to address employee training and leadership
development training needs; and
WEED S, funding is available in the operating budget of the
Special Programs and Accounts;
NOW, THEREFORE, in consideration of the mutual -covenants and
obligations herein contained, and subject to the terms and
conditions hereinafter stated, the parties hereto understand and
agree as follows:
I.
The term of this Agreement shall be from the 1st day of July
1998 through September 30, 1999 at the same prices, terms and
- 1 -
conditions. This Agreement may be renewed upon mutual agreement
of the parties hereto for two (2) additional one year periods at
.the same terms and conditions. Renewals subject to the
availability.of funds.
II.
PROVIDER will provide the services included in Attachment
"A" as incorporated herein.
III.
A) CITY shall pay PROVIDER, as maximum compensation for the
services required pursuant to Paragraph II hereof, two hundred
seventy-two thousand, four hundred dollars ($272,400). The
annual compensation will vary as the number of training sessions
requested will vary annually.
B) Such compensation shall be paid on the following basis:
1) Payment shall be made monthly for work performed the
previous month upon submission of properly certified invoices.
C) CITY shall have the right to review and audit the time
records and related records of PROVIDER pertaining to any
payments by the CITY.
J
2 - �
IV.
C=T-TANCE
Both
WTTB
FMERnT. STATV ANp LOCAL
-LAWS:
all applicable laws,
parties
shall comply with
ordinances
and codes
of federal, state and
local governments.
V.
01MR T. COND TTONS
A). All notices or other communications which shall or may
be given pursuant to this Agreement shall be in writing and shall
be delivered by personal service, or by registered mail addressed
to the other party at the address indicated herein or as the same
may be changed from time to time. Such notice shall be deemed
given on the day on which personally served; or, if by mail, on
the fifth day after being posted or the date of actual receipt,
whichever is earlier.
CITY OF MIAMI PROVIDER
Angela R. Bellamy
Director
City of Miami
Department of Human Resources
P. O. Box 330708
Miami, FL 33233-0708
Carol Comarcho
Asst. Director, Training
Florida Institute of Government
College of Urban & Public Affairs
Florida International University
3000 N.E. 145th Street
Academic One, Room 218
North Miami, Florida 33181
B) Title and paragraph headings are for convenient
reference and are not a part of this Agreement.
C) In the event of conflict between the terms of this
- 3 -
Agreement and any terms or conditions contained in any attached
documents, the terms in this Agreement shall rule.
D) No waiver or breach of any provision of this Agreement
shall constitute a waiver of any subsequent breach of the same or
any other provision hereof, and no waiver shall be effective
unless made in writing.
E) Should any provisions, paragraphs, sentences, words or
phrases _contained in this Agreement be determined by a court of
competent jurisdiction to be invalid, illegal or otherwise
unenforceable under the laws of the State of Florida or the City
of Miami, such provisions, paragraphs, sentences, words or
phrases shall be deemed modified to the extent necessary in order
to conform with such laws, or if not modifiable to conform with
such laws, then same shall'be deemed severable, and in either
J
event, the remaining terms and provisions of this Agreement shall
remain unmodified and in full force and effect.
VI.
O SHIP OF poonE NTS .
All documents developed by PROVIDER under this Agreement
shall be delivered to CITY by said PROVIDER upon completion of
the services required pursuant to paragraph II hereof and shall
become the property of CITY, without restriction or limitation on
its use. PROVIDER agrees that all documents maintained and
generated pursuant to this contractual relationship between CITY
and PROVIDER shall be subject to all provisions of the Public
Records Law, Chapter 119, Florida Statutes.
It is further understood by and between the parties that any
- 4 - - 600
information, writings, maps, contract documents, reports or an-
other matter whatsoever which is given by CITY to PROVIDER
'pursuant -to this Agreement shall at all times remain the property
of CITY and shall not be used by PROVIDER for any other purposes
whatsoever without the written consent of CITY.
VII.
NONDgL.g ��ATT.TTV .
That the obligations undertaken by PROVIDER pursuant to this
Agreement shall not be delegated or assigned to any other person
or firm unless CITY shall first consent in writing to the
performance or assignment of such service or any part thereof by
another person or firm.
VIII.
CITY reserves the right to audit the records of PROVIDER'
pertaining to the work and payments related to this project at
any time during the performance of this Agreement and for a
period of one year after final payment is made under this
Agreement.
IS.
PROVIDER warrants that it has not employed or retained any
person employed by the CITY to solicit or secure this Agreement
and that it has not offered to pay, paid, or agreed to pay any
person employed by the CITY any fee, commission percentage,
brokerage fee, or gift of any kind contingent upon or resulting
s
cot-M
'from -the award of this Agreement.
.. R.
['ONSTAIICTION OF AGREMMMT :
This Agreement shall be construed and enforced according to
the laws of the State of Florida.
%I.
�' SS IRS ANO SSI -NS:
This Agreement" shall be binding upon the parties herein,
their heirs, executors, legal representatives, successors, and
assigns.
PROVIDER shall indemnify and save CITY harmless from and
_against any and all claims, liabilities, losses, aqd causes of
action which may arise out of PROVIDER's activities under this
Agreement, including all other acts or omissions to act on the
part of PROVIDER, including any person acting for or on its
behalf, and, from and against any orders, judgments, or decrees
which may be entered and from and against all costs, attorneys'
fees, expenses and liabilities incurred in the defense of any
such claims, or in the investigation thereof.
%III.
A) PROVIDER covenants that no person under its employ who
presently exercises any functions or responsibilities in
connection with this Agreement has any personal financial
interests, direct or indirect, with CITY. PROVIDER furthe-
covenants that, in the performance of this Agreement, no person
having such conflicting interest shall be employed. Any such
interests on the part of PROVIDER or its employees, must be
disclosed in writing to CITY.
B) PROVIDER is aware of the conflict of interest laws of
the City of Miami (City of Miami Code Chapter 2, Article V), Dade
County Florida (Dade County Code Section 2-11.1) and the State of
Florida, and agrees that it shall fully comply in all respects
with the terms of said laws.
%IV.
PROVIDER and its employees and agents shall be deemed to be
independent contractors, and not agents or employees of CITY, and
shall not attain any rights or benefits -under the Civil Service
or Pension Ordinances of CITY, or any rights generally afforded
classified or unclassified employees; further he/she shall not be
deemed entitled to the Florida Workers' Compensation benefits as
an employee of CITY.
RV.
CITY retains the right to terminate this Agreement at any
time prior to the completion of the services required pursuant to
paragraph II hereof without penalty to CITY. In that event,
notice of termination of this Agreement shall be in writing to
PROVIDER, who shall be paid for those services performed prior to
the date of its receipt of the notice of termination. In no
- 7 -
J
case, however, will CITY pay PROVIDER an amount in excess of the
total sum provided by this Agreement.
'It Tis her understood by and between CITY and PROVIDER
that any payment made in accordance with this Section to PROVIDER
shall be made only if said PROVIDER is not in default under the
terms. of this Agreement. If PROVIDER is in default, then CITY
shall in no way be obligated and shall not pay to PROVIDER any
sum whatsoever.
%VI'.
PROVIDER agrees that it shall not discriminate as to race,
sex, color, creed, national origin, or handicap in connection
with its performance under this Agreement.
Furthermore, that no otherwise qualified individual shall,
solely by reason of his/her race, sex, color, creed, national
origin, or handicap, be excluded from the participation in, be
denied benefits of, or be subjected to discrimination under any
program or activity receiving federal financial assistance.
%VII.
PROVIDER acknowledges that it has been furnished a copy of
Ordinance No. 10062, as amended, the Minority Procurement
Ordinance of the City of Miami, and agrees to comply with all
applicable substantive and procedural provisions therein,
including any amendments thereto.
- 8 - 9 8 - 6 BCD ()
XVIII.
Funding for this Agreement is contingent on the availability
of funds and continued authorization for program activities and
is subject to amendment or termination due to lack of funds, or
authorization, reduction of funds, and/or change in regulations.
XIX.
nNFAMT
In the
PROVISION:.
event that PROVIDER
shall fail to comply
with each
and every
term and condition
of this Agreement or
fails to
perform any of the terms and conditions contained herein, then
CITY, as its sole option, upon written notice to PROVIDER may
cancel and terminate this Agreement, and all payments, advances,
or other compensation paid to PROVIDER by CITY while PROVIDER was
in default of the provisions herein contained, shall be forthwith
returned to CITY.
XX.
This instrument and its attachments constitute the sole and
only Agreement of the parties hereto relating to said grant and
correctly sets forth the rights, duties, and obligations of each
to the other as of its date. Any prior agreements, promises,
negotiations, or representations not expressly set forth in this
Agreement are of no force or effect.
- 9 -
l
B�Z1�N�tT$
No amendments to this
Agreement
shall
be binding on either
party unless in writing and
signed by
both
parties.
IN WITNESS WHEREOF, the parties hereto have caused this
instrument to be executed by the respective officials thereunto
duly authorized, this the day and year first above written.
ATTEST:
CITY OF MIAMI, a municipal
Corporation of the. State of
Florida:
By:
WALTBR J. FOEMAN
City Clerk
ATTEST:
Corporation Secretary
APPROVED AS TO INSURANCE
REQUIREMENTS:
Mario Soldevilla
Risk Management Administrator
JOSE GARCIA-PEDROSA
City Manager
PROVIDER:
By
(Title)
(Seal)
APPROVED AS TO FORM AND
CORRECTNESS:
A5��
ALEJANDRO VILARBLLO
City Attorney
a _
98- 660
ATTACHMENT A
CITY OF bf[AMI
PROPOSED TRAINING BUDGET
JULY 1998 THROUGH SEPTEMBER 1999
DESCRIPTION COST # PAR77CIPAN7WWSIONS
Writing Skills- Grammar $ 18,000 350/10
Computer Concepts &
Applications I
18,000
Customer Service ._
18,000
Computer Concepts &
.-Applications for Managers
9,000
Performance Measurvments
9,000
Professionalism & Ethics
32,400
Sexual Harassment &
Diversity
28,800
Computer Concepts &
Applications II
18,000
Basic Accounting
7,200
Benchmarking
9,000
Technical Writing
18,000
Professional Development/
Office Professional Module
9,000
Stress Management.
18,000
Supervisory Training
18,000
Conflict Resolution
18,000
Executive Development
24,000
TOTAL
S272,400
350/10
350/10
175/5
175/5
630/18
•11V
350/10
140/4
175/5
350/10
175/5
350/10
350/10
350/10
70/2
4,900/140
' a >
APPENDIX M
UP -DATE
MANAGEMENT AND
PRODUCTIVITY INITIATIVES
Management and Productivity Initiatives
Legend
Status Description
C
Item has been completed
O
Item is ongoing. Department is working on the item.
P
The item is pending staffing, charter revision, funding, or a decision
by the City Manager.
U
The item is unclear. The department does not have a clear
understanding of what is expected.-
D
The department does not agree that the item should be completed.
AM
Asset Management
OMB
Office of Budget and Management Analysis
Law
Law Department
B&Z
Building and Zoning
CIP
Capital Improvements
CM
Office of City Manager
CD
Community Development
DEV
Development
FIN
Finance Department
FIRE
Fire Department
GSA
General Services Administration
HB
Health Benefits
HOUSING
Housing
HR
Human Resources
IT
Information Technology
IA
Internal Audits
LR
Labor Relations
NET
Neighborhood Enhancement Teams
PR
Parks Department
PC
Procurement
OPC
Office of Professional Compliance
PF
Public Facilities
RM
Risk Management
SW
Solid Waste
C.
iC;to
'ev r
6/29/98
Management and Productivity Initiatives
For All Departments
1997-1998
Initiative
Initiative Description
Category
Year
Department
Status
Comments
Item No.
,
Format strategic planning should be immediately reinstated as
, ''
1
part of the City of Miami's organizational structure. Develop the
Strategic Planning
1998
CM
May need changes to Charter.
structure and process to sustain long-range strategic planning for
the City.
The City should complete the first strategic plan within a four -to-
The Strategic Planning Process, as well as the Results Oriented
2
six month time period after convening team (to link to next years
Strategic Planning
1998
OMB
O
Government Benchmarking Best Practices Initiatives are alreadyongoing.
operating and capital budgets).
The CIP and the Operational Budget are being linked.
The remaining linkage awaits the Strategic Plan's completion.
Engage a professional firm with expertise in strategic planning to
The City Manager's Office has taken the lead with regards to this
3
facilitate and expedite the completion of the first strategic plan for
Strategic Planning
1998
OMB
0
initiative. KPMG has been hired to act as facilitators/consultants in
the City.
ithis regard.
4
Risk Management Department Review -Develop an overall safety
Strategic Planning
1997
RM
0
Strategic Plan is being developed and safety training program is
& health strategic plan for the City as well as for each Department
on -going at Solid Waste..
Upon completion of the strategic plan, develop and execute a
The Strategic Planning Process must take place before this
5
communication strategy targeted to residents, City employees,
Strategic Planning
1998
OMB
P
Initiative can be adequately implemented. The preparation of the
government, the business community, media and location
Strategic Plan, when done correctly, requires extensive
services,
interaction with all City of Miami stakeholders.
5
Address ways to increase public investment in development in the
Strategic Planning
1998
CD
O
City through the strategic planning effort.
5
Address ways to increase public investment in development in the
Strategic Planning
1998
DEV
O
Planning Staff is Available.
City through the strategic planning effort.
Strategic plan should include an Intergovernmental Coordination
An intergovernmental coordination element will be included in the
7
Element, as the City must coordinate development with a number
Strategic Planning
1998
CM
Strategic Plan.
of external agencies.
Actively pursue the input of the business community by inviting
8
representatives to assist in the development of the Strategic
Strategic Planning
1998
CM
This will be accomplished using existing organizations like the
Economic Development Plan , the new Comprehensive Plan and
Beacon Council and the Greater Miami Chamber of Commerce.
the revised Land Development Regulations.
9
Determine the appropriate role of the Beacon Council in the
The Beacon Council could be asked to be the convener of the
planning process.
Strategic Planning
1998
CM
business community representatives.
The Strategic Planning Framework must be in place prior to its
1
Institute a forum for resolving resource allocation issues to align
Strategic Planning
1997
OMB
P
proper implementation. The Executive Mayor, the City
all major projects within the City's strategies.
Commission, the City Manager and the Oversight Board currently
handle these resource allocation issues.
Revamp the City's budgeting process to match the revised
The Office of Budget and Management Analysis (OBMA) adjusts
11
organization structures cited in the organization plan. The
Strategic Budgeting
1997
OMB
0
the budget to match the revised organizational structure whenever
tracking processes should be flexible enough to facilitate sourcing
organizational changes are made. As the organizational initiatives
decisions and management performance.
are implemented they be will reflected in the plan.
evise the plan to ensure that the actions of OBM are consistent
Positive attitudes and greater communication are essential
"should"
ingredients of the Slralegic Planning Process. Organizational
12
[iththe strategic plan by changing to'Will" in its
Strategic Budgeting
1998
OMB
0
Development training modules are needed to improve
scussion regarding internal control and production of revenueanual.
communication, promote team building and provide organizational
synergism.
1997-1998 ALLDEPT INIT.As
Prepared by City Manager's Office
6/29/98
Management and Productivity Initiatives
For All Departments
1997-1998
Initiative
Item No.
Initiative Description
Category
Year
Department
Status
Comments
Plan to accomplish provisions of the Intergovernmental
"' '
13
Agreement should include specific tasks to be completed and
Strategic Budgeting
1998
CM
The Five Year Plan is in place. Need middle managers to
timelines to be met.
implement and control.
Plan should include reduction of expenditures, improvement of
14
productivity, increases in managerial and operational
Strategic Budgeting
1998
CM
The Five Year Plan is in place. Need middle managers to
accountability, improvement of record keeping practices and a
implement and control.
schedule of projected capital commitments.
Improvements are ongoing under the concept of "Reasonable
15
Critical Success Factors -Limited monitoring of departmental
Strategic Budgeting
1997
OMB
0
Assurance"(cost of control shall not exceed the benefits to be
budgets performed
derived). Other improvements await the allocation of more
resources.
OBMA has already linked the Five Year Plan with the Operating
16
Link Strategic Planning to Operating and Capital Budgets
Strategic Budgeting
1998
OMB
0
Budget and the CIP. The Strategic Plan, when finished, will
provide additional elements subject to linking. Improvements to
the Plan will be ongoing for this will be a dynamic process.
Integrate the Capital Improvement planning and asset
17
management functions using team approach under the
Strategic Budgeting
1998
AM
P
City Manager's Decision.
coordination of the office of Asset Management.
That is the intention. OBMA's FY 1999-2000 Planning Calendar
18
Prepare all budgets after the annual strategic planning process
Strategic Budgeting
1998
OMB
0
already reflects such a time table. For the actual linkage we must
has been completed.
first wait until the City's Strategic Plan is completed, adopted and
distributed in its final document form.
The Budget is the City's Operating Plan. Technically, what the
19
Merge budget and operating plans into one document.
Strategic Budgeting
1998
OMB
O
initiative means is the incorporation of a full business plan into the
operating budget. Some larger departments already provide
detailed business plans in support of their budgets.
19
Merge budget and operating plans into one document.
Strategic Budgeting
1998
SW
O
SW - On -going throughout all fiscal year. The operating plans are
already a component of the Budgeting Process.
Critical Success Factors -Each department should be required to
We will require some guidance in this area. However, audit
20
prepare a business planning cycle
Strategic Budgeting
1998
IA
P
objectives are assigned to each auditor as part of our planning
process.
Special attention and direction should be provided on how the City
23
anticipates utilizing the Capital Improvements Program (CIP) as a
Strategic Budgeting
1998
CIP
0
management tool to maintain and improve infrastructure.
Special attention and direction should be provided on how the City
23
anticipates utilizing the Capital Improvements Program CIP as a
p g p p g (CIP)
Strategic Budgeting
9 9 9
1998
DEV
0
In progress, requires revamping of Impact Fee Ordinance. May
management tool to maintain and improve infrastructure.
require a consultant.
Include provisions in the goals and policies of comprehensive
24
plan for better monitoring of infrastructure that is controlled by
Strategic Budgeting
1998
CIP
0
agencies other than the City.
Include provisions in the goals and policies of comprehensive
24
plan for better monitoring of infrastructure that is controlled by
Strategic Budgeting
1998
DEV
O
[This process will be completed by the 1 st quarter of FY99.
agencies other than the City.
1997-1998 ALLDEPT INIT.As Prepared by City Manager's Office
6/29/98
Management and Productivity Initiatives
For All Departments
1997-1998
Initiative
Item No,
Initiative Description
Category
Year
Department
Status
Comments
Strategic Planning deals with contingencies and will surely expand
25
Incorporate contingency planning into budgets.
Strategic Budgeting
1998
OMB
O
on this issue. The City's Budget and Five Year Plan already have
set aside some reserves for known exposure elements.
The Capital Improvement planning guidelines should contain a
26
requirement to annually update the City's Capital Improvement
Strategic Budgeting
1997
CIP
C
CIP ASSSISTS PLANNING & DEVELOPMENT WHEN THEY
Element of the Comprehensive Plan pursuant to Section
PREPARE THE UPDATES TO THE COMP. PLAN..
163.3177 (3) (a), Florida Statutes.
Ensure that the economic planning and LDR update efforts are
27
closely synchronized especially in the areas of capital
CIP WILL PROVIDE INPUT TO THE PLANNING &
improvements and monitoring using the City's Comprehensive
Strategic Budgeting
1997
CIP
0
DEVELOPMENT DEPT. TO ASSIST THEM IN THEIR ECON.
Neighborhood Plan as the master policy document.
PLANNING 8 LDR EFFORTS.
28
Include periodic evaluation and monitoring of Comprehensive
Strategic Budgeting
1997
DEV
C
This is the department's policy
Plan policies and programs and the land development code.
Require managers to demonstrate how proposed projects are in
First we need a property developed and adopted Miami Strategic
29
line with the City's strategic plan. This can be done in the form of
Strategic
Plan Document that delineates the City's Priorities, Goals and
a cost/benefit analysis that measures the expenditure of
Budgeting
1998
OMB
0
Objectives. We will then award resources based on each
resources against the contribution to achieving goals.
business segment's ability to meet the objectives of the Strategic
Plan.
Expedite implementation of the City Manager's reorganization
The City Manager's Reorganization Plan is being implemented as
30
plan as outlined in the revised "Five Year Plan". The City should
Organizational
1998
OMB
0
promptly as available resources allow. A more dynamic
begin planning how to adopt a more progressive organization
Alignment
(progressive) organizational structure will develop as a result of
structure.
the dynamic changes brought about by the Strategic Plan
Office of Professional Compliance -The Office of Professional
Organizational
This office now reports directly to an Assistant City Manager
31
Compliance should be removed from the Department of Internal
1997
OPC
C
(ACM).
Audits.
Alignment
32
Consideration should be given to incorporating this function within
Organizational
The OPC has been restored to its original mandate, that of
investigations
the police organization, reporting direct) to the Police Chief.
P 9 P 9 v
Alignment
1997
OPC
D
monitoring ongoing police misconduct reporting
directly to an Assistant City Manager.
Office of Professional Compliance -A review of other local
Organizational
The OPC was created after extensive research of civilian review
33
jurisdictions of similar size should be conducted to determine, if
1997
OPC
C
agencies around the country to determine the most suitable form
there is a need for a separate review function.
Alignment
of civilian oversight for this metropolitan area.
34
Solid Waste Management should be separated from GSA
Organizational
1998
CM
C
Accomplished
Alignment
Move aggressively to reestablish an appropriate management
Organizational
35
structure from first level supervisor through middle management to
Alignment
1998
GSA
O
Same as #113.
department head.
Survey to determine perceived and actual departmental shortfalls
Organizational
36
in staffing. Each department must justify the tasks to be performed
Alignment
1998
GSA
O
Performed study for the administration and Fleet Management.
that cannot be completed at current staff levels.
The City should perform a mgmnt./operations study of the finance
37
dept. This study should encompass an extensive analysis to
Organizational
1998
FIN
P
Management and operations study will be directed by KPMG.
evaluate qualifications and the work loads of the staff to det. need
Alignment
to expand staff and / or reassign tasks where appropriate.
1997-1998 ALLDEPT INIT.As
Prepared by City Manager's Office
6/29/98
Management and Productivity Initiatives
For All Departments
1997-1998
Initiative
Item No.
Initiative Description
Category
Year
Department
Status
Comments
Critical Success Factors -'Selectively review and waive hiring
Organizational
Manager'3 approvat required to fill positions. Equivalent
3$
freeze of positions Consider deleting "equivalent combination of
Alignment
1998
HR
O
combination of training and experience has been eliminated for
training and experience" for professional credentials
accounting series.
Critical Success Factors -'Selectively review and waive hiring
Managers approval required to fill positions. Equivalent
38
freeze of positions. Consider deleting "equivalent combination of
Organizational
1998
LR
0
combination of training and experience has been eliminated for
training and experience" for professional credentials.
Alignment
accounting series. Currently being challenged before civil service
board.
39
Information Technology Division (IT) -Positions should be created
funded
Organizational
Some positions have been added back and the process of filling
and to bring to City appropriately skilled staff to maintain
Alignment
g
1998
IT
O
those positions has began. Requests for additional positions for
City in today's technology environment
next fiscal year have been submitted to budget.
Immediately conduct a planning Study of office space to determine
40
if office requirements can be met through rearrangement of
Organizational
Alignment
1997
GSA
C
Plan to relocate communications and roe maintenance.
property riy
existing space vs. leasing new space.
41
Consider placing Risk Management under the ACM of Finance
Organizational
and Administration to consolodate similar functions
Alignment
1997
CM
C
Accomplished
Consider placing Procurement under the Assistant City Manager
42
of Operations to enhance customer service orientation and
Organizational
Alignment
1998
PC
C
Purchasing reports to an ACM
efficiency.
43
Continue with current plans to transfer some fleet responsibilities
Organizational
from the Fire and Police Departments.
Alignment
1997
GSA
C
Fire Beet at GSA. Police transferred to GSA 10/97.
Fleet Management Task Force -Strongly recommended that the
44
services performed at General Services Administration, Miami
Organizational
t997
GSA
p
Completed - Fleet operations except fire heavy equipment.
Police and the Miami Fire Departments be consolidated
Alignment
(P)ending - Take-home Policy is a Contract Issue.
Terminate the current Police take-home policy
Solid Waste Management- A better sharing of overhead cost
45
could be made if all Fleet Maintenance operations were
Organizational
1997
CM
C
Accomplished
consolodated
Alignment
46
Transfer responsibilities far other key maintenance to GSA.
Organizational
1997
GSA
P
Pending- Personnel assigned to fleet is now at property
Alignment
9
maintenance.
47
The City needs to adopt appropriate policies and procedures to
assure'that good business practices are followed.
Business Practices
1998
SW
C
Department has prepared departmental procedures.
48
Fleet Management Task Force -Need to optimize the layout and
work flow processes of the physical plant
Business Practices
1998
GSA
P
Pending decision of whether GSA will relocate or expand.
49
Fleet Management Task Force -Car assignments should be
reallocated on the basis of shift size and duty assignment
Business Practices
1998
GSA
O
Performing verifications of vehicle assignments.
49
Fleet Management Task Force -Car assignments should be
reallocated on the basis of shift size and duty assignment
Business Practices
1998
LR
0
Is proposed in FOP labor agreement.
Fleet Management Task Force -Vehicle service life should be
Vehicle replacement policies depend on many other business
50
extended from 5 years and/or 75,000 miles to 6 years and/or
Business Practices
1998
OMB
D
variables such as the level of maintenance service, vehicle
100,000 miles
utilization, climate, labor contracts, road conditions, quality and
cost of equipment, government regulation, exposure to risk, etc.
Fleet Management Task Force -Vehicle service life should be
50
extended from 5 years and/or 75,000 miles to 6 years and/or
Business Practices
1998
GSA
p
Need planned replacement policy based on repair history,
100,000 miles
mileage.
Fleet Management Task Force -Vehicle service life should be
50
extended from 5 years and/or 75,000 miles to 6 years and/or
Business Practices
1998
LR
0
Is proposed in FOP labor agreement.
100,000 miles
1997-1998 ALLDEPT INIT.As Prepared by City Manager's Office
C%
COO
6/29/98
Management and Productivity Initiatives
For All Departments
1997-1998
Initiative
Item No.
Initiative Description
Category
Year
Department
Status
Comments
Fleet Management Task Force -All surplus cars to the City's
Sister City transactions are sales for market value, therefore no
51
needs, or ready for retirement, should be auctioned off instead of
Business Practices
1996
OMB
D
loss is experienced. Donations area policy decision of the CityCommission.
donated to a sister city or any other entity
At times the City ends up paying for old and
obsolete equipment that needs to be removed from the premises.
Health Insurance Task Force -Form 5500 for each benefit where
52
form is required should be examined by Benefits, Human
Resources/Labor Relations and Finance Departments before
Business Practices
1998
HB
C
being submitted to the IRS
Health Insurance Task Force -A sense of urgency coupled with
53
empowerment and responsibility should be developed within the
Business Practices
1997
HB
C
Health Benefits is part of Risk Management.
Benefits Office operating as a component of HR
55
Opportunities Task Force -Necessary to complete a long term
financial workout plan including a one -to -two year short-term plan
Business Practices
1997
CM
See this Five Year Plan.
Opportunities Task Force -Workout plan should be designed to
56
immediately improve the operating cash flow through significant
Business Practices
1997
CM
C
Accomplished.
revenue increases and expenditure reductions
Opportunities Task Force -Long-range workout plan should
57
consider partially eliminating accumulated deficits through sale of
Business Practices
1997
CM
C
Accomplished.
real estate, refinancing debt and rightsizing City services
58
Opportunities Task Force -As soon as possible, the City should
determine its actual financial position as of the current date
Business Practices
1997
CM
C
Accomplished.
59
One Chief and six Sanitation Inspectors hired FY'98. Results
Business Practices
1997
SW
O
One chief of Inspections Is filled; 3 Inspector positions are filled;
should materialize within two quarters.
approval to fill three vacancies.
Opportunities Task Force -Increase efforts to audit or otherwise
City has initiated a complete audit of all private haulers. (Approx.
60
verity that the City is receiving the full amount due from franchise
Business Practices
1998
SW
0
$300K has been identified so -far). Also, city has initiated a
revenues from commercial solid waste companies
process to identify all contruction, demolition, medical waste, and
recycling haulers in order to impose franchise fees.
Opportunities Task Force -Transaction on New Miami Arena
61
should be reviewed in detail to ensure that the return to the City is
Business Practices
1998
CM
C
Accomplished
commensurate with fair market value of the parcel
Opportunities Task Force -Should conduct review of all City
OBMA has two entry level Industrial Engineering positions
63
activities to determine which of the activities could be performed
Business Practices
1997
OMB
O
budgeted in FY 1998-1999 to handle such evaluations.
more economically and with a higher level of service by another
Additionally, OBMA has personnel in place already trained and
local government or by a private enterprise
with experience to manage these types of projects.
Opportunities Task Force -A complete listing of all the City's
64
account receivable balances should be compiled including
Business Practices
1998
FIN
C
revenues recorded in the accounting records as well as balances
which may not be recorded
All revenue generating fees were reviewed for appropriateness.
65
Opportunities Task Force -Should review all services provided to
Business Practices
1997
FIN
C
Recommendations were made to the City Commission as shown
determine level of fees and charges associated with each service
on the revenue matrix presented at the special commission
meeting of 3/31/98.
1997-1998 ALLDEPT INIT.As
Prepared by City Manager's Office
6/29/98
Management and Productivity Initiatives
For All Departments
1997-1998
Initiative
Item No.
Initiative Description
Category
Year
Department
Status
Comments
Opportunities Task Force -Should determine whether fees charged
66
are reasonable based on the fully loaded cost of the service, rates
Business Practices
1997
FIN
C
Analysis complete see item #65
charged by other local governments and private enterprises for
similar services
Opportunities Task Force -Rates should be adjusted to ensure
67
service users are paying the associated costs and to provide a
Business Practices
1998
FIN
U
Define rates?
return to the City which is appropriate
68
Opportunities Task Force -Formal policies should be adopted
regarding when waiver of user charges are to be granted
Business Practices
1997
FIN
C
A policy of no lee waivers has been adopted.
Opportunities Task Force -Steps should be taken immediately to
69
reduce or eliminate the financial burden associated with
ownership of James L. Knight Center and Parking Garage and the
Business Practices
1997
FIN
Coconut Grove Exhibition Center
Complete negotiations with the Florida Dept. of Community Affairs
70
and enact the proposed Chapter 163, F.S., and Miami Downtown
Business Practices
1997
CM
Agreement.
71
Public/Private developments should include estimates of needed
c
capital improvements or revenues generated by the new growth.
Business Practices
1997
DEV
C
This is the department's policy
72
Dept. budgeted for dumping 45% of all materials at Transfer
Business Practices
1997
SW
O
Monitored weekly and reported monthly.
Stations @ $54 per ton.
Cost of Solid Waste Operations -May be able to accomplish
73
significant savings if a few loads per day could be directed directly
Business Practices
1998
SW
0
Monitored weekly and reported monthly.
to the disposal site with the remainder going to the transfer station
74
Cost of Solid Waste Operations -Should have a more detailed
Business Practices
1998
SW
O
Monitored weekly and reported monthly.
evaluation of its use of transfer stations
75
Cost of Solid Waste Operations -The City appears to lag in its
Business Practices
1998
SW
O
Solid Waste working with GSA & Capital Improvements Program
vehicle replacement Ian in Solid Waste
P P
Manager to develop effective replacement plan.
Cost of Solid Waste Operations -Solid Waste costs should
76
incorporate administrative costs directly related to billing, including
Business Practices
1998
SW
C
See Item #84. Included in the $305.00, is a 3% administrative
mailing costs, staff support and computer processing and disk
overhead cost.
space charges
Cost of Solid Waste Operations -The street sweeping component
Street sweeping has been funded by new Debris Removal Fee
77
should be independently reviewed by the Metro -Dade Department
Business Practices
1997
SW
C
and Supplemental Waste Fee. Function will remain In Solid Waste
of Public Works
Department.
Cost of Solid Waste Operations -Savings may be gained through
City commission reversed decision to eliminate weekly trash,
78
reducing disposal and operating cost by elimination or reduction
Business Practices
1997
SW
C
Dept. will go to 5 day trash collection and require residents to set
of the weekly trash sweeps and by eliminating free service to City
small trash with twice per week garbage collection. Solid Waste
Departments
has projected that depls pay for service.
79
Cost of Solid Waste Operations -Additional savings may also be
Business Practices
1998
SW
D
If the fee is to be raised to $305.00 over three years, this may pose
gained by billing annually
a burden if billed annually.
80
Solid Waste Management -Lack of a consistent fleet replacement
Business Practices
1998
SW
0
See Item #75.
program will eventually cause a problem
82
Solid Waste Management -A need for enforcement is obvious
Business Practices
1997
SW
O
See Item #59.
1997-1998 ALLDEPT INIT.xls Prepared by City Manager's Office
`a 1
Co
6/29/98
Management and Productivity Initiatives
For All Departments
1997-1998
Initiative
Item No.
Initiative Description
Category
Year
Department
Status
Comments
Solid Waste Management -Street sweeping and special events
The Strategic Planning Process should be able to deal effectively
83
should have their own cost and revenue centers, and be self-
Business Practices
1998
OMB
O
with these types of issues. Effective segmentation is a good
sufficient financially, and avoid being subsidized by the waste fee
business practice. Results Oriented Government requires
adequate segmentation to monitor performance.
Waste fee was increased to $188.00 per year per living unit.
84
Solid Waste Management -The waste fee itself is insufficient
Business Practices
1997
SW
C
Actual collection cost per unit is $305.00. Dept. will recommend
that the fee be increased to this amount over a three year period.
Solid Waste Management -Should not donate retired equipment
85
but should sell it and revenues from sales should be deposited in
Business Practices
1998
SW
O
Department agrees and will work with the City Managers Office
a Capital Replacement Fund
and GSA toward this end.
86
Revenue Enhancements -Eliminate park user fee waivers
Business Practices
1997
PR
C
Commission has eliminated all fee waivers. Youth group policy to
be determined.
87
Revenue Enhancements -Increase park user fees when
Business Practices
1997
PR
C
All fees were reviewed and increases were made where
appropriate
ro riate,
appropriate,
90
Revenue Enhancements -Review concession permits/revenues
(including mobile vendors)
Business Practices
1998
PR
0
We are working with Asset Management to review all concessions.
91
Revenue Enhancements-Review/simplify process to obtain
OBMA's grant writing staff has already made great strides in this
Grants (Federal, Stale, Private)
Business Practices
1997
OMB
0
regard. As additional planned staff is added, its performance
should improve even further.
Organization/Structure Improvements -Conduct a cost/benefit
92
analysis of recent transfer of the Park Maintenance Department to
Business Practices
1998
PR
C
Parks Maintenance has been moved back to Parks.
the Public Works Department
93
Operating Practices -Establish a "bottom-up"/participatory budget
preparation and monitoring system
Business Practices
1997
PR
0
Director is working with Budget Department
94
Operating Practices -Develop an operating manual for Parks and
Recreation facilities/employees
Business Practices
1997
PR
O
An initial draft was prepared and submitted to each ACM.
95
Operating Practices -Develop a procedure for
Business Practices
1998
PR
O
Working with GSA to resolve this. To move further. GSA needs
processing/prioritizing work orders
software to better manage work orders.
96
Operating Practices- Develop a formal vehicle maintenance and
Business Practices
1998
GSA
O
replacement program.
97
A code of conduct needs to be developed and signed by all
Business Practices
1998
HR
P
Will be initiated by FY99 in partnership with Labor Relations
employees.
98
Integrate Benchmarking,
9 9. performance measures and
Benchmarking and
management by objectives into all work operations.
Performance
1998
GSA
O
New Fleet Management Software shall enable this.
Measurement
98
Integrate Benchmarking,
g g, performance measures and
Benchmarking and
management by objectives into all work operations.
Performance
1998
PF
P
Pending completion of city-wide strategic plan.
Measurement
98
Integrate Benchmarking,
9 9, performance measures and
Benchmarking and
performance
1998
SW
O
Department has begun process of establishing benchmarks, and
management by objectives into all work operations.
Measurement
will integrate all of these into their operations.
Critical Success Factors -Finance and Internal Audit staff must be
Benchmarking and
99
held accountable and departmental objectives and metrics to
Performance
1998
IA
O
Finance Staff are not part of our Office.
measure the agreed upon objectives must be established.
Measurement
1997-1998 ALLDEPT INIT.As
Prepared by City Manager's Office
6/29/98
Management and Productivity Initiatives
For All Departments
1997-1998
Initiative
Initiative Description
Category
Year
Department
Status
Comments
Item No.
100
Fleet Management Task Force -Establish productivity and job
Benchmarking and
standards
Performance
1998
GSA
O
Same as #98
Measurement
Create meritocracy in the management ranks. Changes for
covered employees will take time and may be the subject of
Benchmarking and
Part of the Strategic Planning Process and the Results Oriented
101
bargaining. Long term efforts should be directed to linking
Performance
1998
OMB
O
Government Initiatives. Performance monitoring requires clearly
compensation more closely to performance.
Measurement
defined objectives and an adequate system of accountability.
102
All City departments should be formally trained on benchmarking
Benchmarking and
Performance
1997
OMB
O
Several City employees were sent to the FIU training course.
and performance measures.
Measurement
Additional in-house training is also being provided.
104
Information Technology Division (IT) -A formal tracking mechanism
Benchmarking and
should be developed to create measurability of performance
Performance
1998
IT
P
Pending allocation of funds, manpower and procedures.
Measurement
Make sure each major work function significantly improves the
productivity of the function. This action plan should be
Benchmarking and
Part of Results Oriented Government Initiatives. Benchmarking
105
incorporated into each department head's work plan and be part
Performance
1998
OMB
O
Best Practices allows you to measure progress towards improved
of his or her appraisal.
Measurement
productivity and other strategically defined objectives.
Part of the Benchmarking Best Practices Initiatives. As
The City Manager and department heads should develop an
Benchmarking and
benchmarking is implemented throughout the City departments will
106
action plan for implementing total quality concepts throughout the
Performance
1998
OMB
O
copy and implement the best practices utilized by other
organization.
Measurement
government entities, private enterprise, or international
organizations.
Adopt a competitive sourcing policy and process to assure that
107
the City is providing and receiving quality services that are cost
Sourcing Policy
1998
SW
P
Privatization study has been completed. Pending final decision by
effective according to industry standards.
City Commission regarding privatization.
Apply Sourcing Decision Guide similar to other cities (Based on
110
review of sourcing practices) Charlotte, Phoenix, and
OBMA's staff will assist Procurement in the adoption of these Best
Indianapolis, have realized substantial improvements in efficiency,
Sourcing Policy
1997
OMB
O
Practices. This is part of the Results Oriented Government
quality and cost by adopting the recommended approach.
Benchmarking Best Practices Initiatives.
113
Fill middle management positions that will not be affected by
Sourcing Policy
1997
GSA
P
Filled - Supt. of Lt. Fleet/Supt. of Garage and Fleet Manager.
outsourcing.
Administration
114
Institute appropriate contract administration and evaluation
Sourcing Policy
1997
CM
Responsibility for contract administration will be assigned for any
procedures with respect to out -sourced functions.
service outsourced.
115
Increase operational efficiency and expedite development permit
Building and Zoning
1997
B&Z
O
See items below
process as follows:
116
Review, improve and streamline all land use related application
Building and Zoning
1997
DEV
C
Completed in Fall of 1998
forms.
117
Create a system that is project driven rather than permit driven.
Building and Zoning
1997
DEV
0
Underway, requires code and zoning ordinance changes. Will be
complete by 2nd quarter of FY99
118
Institute a more effective use of technology.
Building and Zoning
1997
DEV
C
Develop performance measures that target improving the service
Performance measures are already in place in three of our areas
119
and reducing the cost of these functions.
Building and Zoning
1997
B&Z
C
of service to the public: 1)plans review, 2)scheduling of
inspections and 3)inspections conducted.
1997-1998 ALLDEPT INIT.As Prepared by City Manager's Office
00
6/29/98
Management and Productivity Initiatives
For All Departments
1997-1998
Initiative
Item No.
Initiative Description
Category
Year
Department
status
Comments
The Sou6Florida Bllllding Code has strict requirements for
121
Revisit staffing qualifications. Technical expertise and
Building and Zoning
1997
88Z
C
personnel enforcing the code. Employees are certified by both the
experience are critical to efficiency and customer service.
State and the County and maintain their certification by attending
continuing education cipsses yearly.
122
Review compensation and benefits in light of the rest of the City
The inspectors are allowed safety supplies (hard hats, safety
and within the overall reorganization plan.
Building and Zoning
1998
B&Z
C
shoes, raincoats, and flashlights) as per OSHA. Subject to labor
negotiations.
122
Review compensation and benefits in light of the rest of the City
Building and Zoning
1998
LR
O
Subject to future Labor Negotiations.
and within the overall reorganization plan.
123
Review Department's reporting relationship to strengthen
The department reports to an Assistant to the City Manager.
oversight and effectively monitor customer service.
Building and Zoning
1997
88Z
C
124
the permitting
Improve relationship with Dade County to expediteBuilding
Relationships have improved and there is coordination.
process,
and Zoning
1997
88Z
O
125
Expedite non -controversial items supported by staff.
Planning 8
1998
B8Z
O
Understudy researching methods used in other city's and Dade
Development
County. Expected completion by 2nd quarter of FY99.
Request that the County appoint one person to expedite the
Approvals must be requested by property owner or contractor not
permitting process.
Building and Zoning g
1997
88Z
D
by City.
127
Centralize and simplify the process of applying for land
Planning and
development changes, including master plan changes.
Hearing Boards
1998
88Z
O
See #125 comments
128
Seek vehicle for developing public/private partnerships for
Building and Zoning
1998
DEV
O
Through untried development project process, department
development and redevelopment.
currently implements public/private partnerships.
129
Seek public input on the City Charter to improve the land lease
process and fee structure, including cost of appeals.
Building and Zoning
1998
LAW
Hearing Boards will assist if needed.
130
Develop city-wide design and landscape standards.
Building and Zoning
1997
DEV
C
Identify and communicate to staff and public the mission of code
Code Enforcement officer have been instructed to issue warning
131
enforcement. Should be considered part of
Code Enforcement
1997
NET
C
tickets before issuing actual citations as part of standard
development/redevelopment policy rather than punitive.
procedures. This is part of the responsibility of a code
enforcement inspector.
Identify specific individual with responsibility and authority for
132
code enforcement to set overall policy and direct compliance
Code Enforcement
1997
NET
P
Vacant position to be filled.
strategies.
133
Add "appearance code" that is enforceable and enforced.
Code Enforcement
1997
NET
7
Neighborhood improvement is the message.
Consider "amnesty" program to have people pay whatever they
134
can on fines, but only after property has been brought into
Code Enforcement
1997
NET
C
Once property is brought into compliance, owners can appear
compliance.
before the board in order to have liens mitigated.
In case of life safety, the Building 8 Zoning Department will need
Implement aggressive enforcement against properties and owners
to have an prdinance passed to work closely with the Law
135
refusing to come into compliance, including alternatives to
Code Enforcement
1998
B8Z
O
Department in order to achieve compliance. Staff reviewing
foreclosure such as court injunctions, personal property levies,
alternatives to foreclosure to assure compliance. Follow up with
etc.
legal.
Implement aggressive enforcement against properties and owners
135
refusing to come into compliance, including alternatives to
foreclosure such as court injunctions, personal property levies,
Code Enforcement
1998
NET
P
Must be a cooperative effort with Law and Building and Zoning.
etc.
136
Need senior policy level review of property lien foreclosures to
benefitsAiabilities
Staff is reviewing alternatives to foreclosures to assure
weigh of City ownership. City ownership of
properties not incompliance needs to be addresssed.
Code Enforcement
1998
CM
O
compliance.
1997-1998 ALLDEPT INIT.As
Prepared by City Manager's Office
6/29/98
Management and Productivity Initiatives
For All Departments
1997-1998
Initiative
Item No.
Initiative Description
Category
Year
Department
Status
Comments
Consider if police and fire could assist in identifying possible code
"
137
violations during the course of their normal duties. Could also be
Code Enforcement
1997
NET
O
Police MDC's will have the capability.
computerized.
138
Train personnel for technical and interpersonal skills.
Code Enforcement
1998
B8Z
O
On -going Cross Trainigg and state certifications. PendingPersonnel
Dept. to provide interpersonal training.
138
Train personnel for technical and interpersonal skills.
Code Enforcement
1998
CD
O
Training is a priority.
138
Train personnel for technical and interpersonal skills.
Code Enforcement
1998
NET
O
Part of city-wide training effort.
Consider connecting enforcement districts with Commission
Review has been made and staff has recommended against
139
Districts as needed. City needs fair and equitable policies
Code Enforcement
1997
NET
D
changing boundaries, unless requested by the public.
appropriate to each neighborhood.
A study of whether the City should sell code enforcement liens
The analogy between CE liens & tax liens is not appropriate, since
140
should be conducted. The analogy to lax liens may be
Code Enforcement
1998
CM
CE liens are not for services rendered to the public, except for
appropriate, but there are legal and policy issues which need
those SCE liens. These liens for the most part would have little
exploration.
value on a sale.
A private/public partnership should be formed between the
The City will be working with the Chamber of Commerce, the
Greater Miami Chamber of Commerce and the City of Miami. This
Beacon Council and the Blue Ribbon Task Force to create this
141
partnership should develop a strategic plan for the economic
Economic
1997
CM
partnership to foster economic development In the City,
development of the City of Miami. This would be for the entire
Development
City.
Enhance the City's Intergovernmental coordination efforts by
Outside agencies will be involved whenever there are mutual
142
increasing the level of communications and involvement with
Economic
1997
CM
issues on redevelopment projects within the City.
outside agencies on shared issues such as redevelopment.
Development
148
Utilize state and private education institutions to attract business
Economic
The economic development office will work with education in this
to urban core.
Development
1997
CM
effort.
Review land use in the Downtown/Brickell core to provide for mid-
Economic
Land use in the Downtown/Brickell core already allows mid -rise
150
rise office development.
Development
1997
CM
office (and residential) development. The problem is finding
developers willing to locate there.
This is one critical area that demands the attention of the City
151
The organizational criteria in the Five Year Plan should be applied
Organizational
1998
OMB
O
Managers Office. Employee training, employee compensation
to lower levels of the City organization.
Control in Finance
and other workforce initiatives must be addressed at all levels of
the organization.
152
Budget Management Division -Placement of Task Force positions
Organizational
1998
OMB
O
This is a good suggestion. It should improve the Task Force's
within the NET Offices should be investigated as an option
Control in Finance
accountability and improve revenue generation.
153
Budget Management Division -Grant coordination should be
Organizational
1998
OMB
0
This area has already been strengthened, but needs an additional
strengthened.
9
Control in Finance
position before it can reach its full planned potential.
154
Procurement Management Division -Oversight and related policies
Organizational
1998
PC
C
Purchasing reports to an ACM
of the Procurement Division should be strengthened
Control in Finance
155
Strengthen and broaden the role of Internal Auditor, including:
Organizational
1998
IA
U
Please provide specifics as to what is ment by "organizational
Control in Finance
control in Finance"
155
Strengthen and broaden the role of Internal Auditor, including:
Organizational
1998
PF
P
Request was made through ACM. Internal Audits does not have
Control In Finance
ithe resources to fully comply with all of our requests.
OBMA is in the process of establishing an Industrial Engineering
156
Substantial operational auditing to ensure that approved policies
Organizational
1998
OMB
0
Group that will perform Operational Audits, Productivity Analyses,
and procedures are being followed.
Control in Finance
Benchmarking Best Practices and, when needed, Operations
Research studies.
1997-1998 ALLDEPT INIT.xls Prepared by City Manager's Office
6/29/98
Management and Productivity Initiatives
For All Departments
1997-1998
Initiative
Item No.
Initiative Description
Category
Year
Department
Status
Comments
Review of travel and expense accounts of the commission and
.. , , -
157
senior management in accordance with predetermined objective
Organizational
Control in Finance
1997
FIN
C
Cily Manager approves all travel expenditures.
criteria.
Review of new or revised City projects while in progress and/or
Costs associated with City projects will be continually reviewed
158
within six months or a year after completion to compare with
Organizational
during the construction period and final costs and revenue
financial forecasts and enhance future projections.
Control in Finance
1998
FIN
O
projections, if any, will be reviewed and reported on after the
project is operational.
159
Staff to review GFOA's "Recommended Practices for State and
Organizational
1998
FIN
C
GFOA's recommendations are reviewed and implemented on an
Local Governments" Develop appropriate implementation plan.
Control in Finance
ongoing basis.
Reconciliation's of the City's cash accounts should be performed
160
monthly. These reconciliations should be prepared in a
Organizational
standardized
The City has prepared standardized forms that are produced on a
standardized format designed by the City. All reconciling items
Control in Finance
1997
FIN
C
monthly basis and reviewed the Comptroller and/or Chief
should be fully investigated, explained and supported.
Accountant.
All reconciling items should be appropriately investigated and
161
resolved on a timely basis. In addition, the finance dept. should
Organizational
A monthly letter showing all reconciliations Is prepared and sent to
exercise prudent custodial control to ensure the safe keeping of all
Control in Finance
1997
FIN
C
the Financial Oversight Board on a monthly basis.
the City's financial records, including bank statements.
Inventory should be counted annually. Policy should address
162
general inv. procedures including names of staff responsible for
Organizational
Software module has been purchased, but needs to be installed
the inventory count, the scheduling of inventory taking and the ID
Control in Finance
1997
FIN
P
and staff must be assigned to conduct comprehensive inventory.
of controls needed to ensure an accurate count.
In 1997 Finance updated the City's inventory.
In order to improve and maintain control over general fixed assets,
163
the city should develop a complete detailed asset records. The
Organizational
1997
FIN
P
See item # 162
following guidelines should be utilized;
Control in Finance
164
The fixed asset subsidiary ledger should be updated throughout
Organizational
the year as fixed assets are acquired or disposed.
Control in Finance
1998
FIN
P
See item # 162
Periodic inventories should be taken to verify the continued
165
existence of the fixed assets. Any unallocated items should be
Organizational
1998
FIN
P
See item # 162
appropriately investigated.
Control in Finance
166
The fixed asset subsidiary ledger should be reconciled to the
Organizational
general ledger, at a minimum , on a quarterly basis.
Control in Finance
1998
FIN
P
See item # 162
167
The City should assign the responsibility of maintaining its general
Organizational
fixed assets to an individual.
Control in Finance
1998
FIN
P
See item # 182
168
The City should implement the following to improve its account
Organizational
receivable process:
Control in Finance
1998
FIN
C
The City should use a formal invoicing system for all routine billing
169
as a mechanism for ensuring the timely collection of outstanding
Organizational
1998
FIN
C
invoices.
Control in Finance
The accounts receivable general ledger control balance should be
170
supported by an appropriate level of detail that provides
Organizational
management with information to monitor the collecting of accounts
Control in Finance
1998
FIN
C
eceivable.
Aging trial balance should be reconciled monthly to the general
171
ledger. All material differences should be investigated and
Organizational
1998
FIN
C
resolved on a timely basis.
Control in Finance
1997-1998 ALLDEPT INIT.As
Prepared by City Manager's Office
6/29/98
Management and Productivity Initiatives
For All Departments
1997-1998
Initiative
Item No.
Initiative Description
Category
Year
Department
Status
Comments
The City should immediately review the nature of the
approximately $9 million loans outstanding and evaluate the
172
collecting of such balances. In addition all future loans should be
Organizational
1998
FIN
C
supported by appropriate documentation including formal loan
Control in Finance
agreement.
The City should create the position of Grants Administrator.
173
Individual would be responsible for ensuring that claims for
Organizational
1997
OMB
C
The Finance Department has created a Grants Administrator
reimbursement are filed property, in a timely manner, and in
Control to Finance
position and is filled with a qualified individual.
accordance with grant guidelines.
The administrator would also be responsible for coordinating and
174
monitoring the City's compliance with requirements applicable to
Organizational
1997
OMB
C
The Finance Department is responsible for compliance with all of
federal and slate financial assistance programs.
Control in Finance
these policies, regulations and other legal requirements.
175
This individual would also assist In identifying additional federal
Organizational
OBMA's Grant writing staff has assumed the lead in that regard
and state programs that may be available to the City.
Control in Finance
1997
OMB
C
and is in contact with all possible sources, including the Grant
Administrator.
City should designate a person to monitor the activities of the
176
contractor to ensure proper adherence to the requirements of the
Organizational
Control In Finance
1997
HOUSING
C
City has assigned an individual to handle the relocation workload.
Relocation Assistance and Real Property Acquisition Policies Act.
The City should implement the reconciliation of detailed
177
subsidiary records to the general ledger, at a minimum, on a
Organizational
monthly basis. Reconciliation should be reviewed by supervisory
Control in Finance
1998
FIN
C
personnel.
17$
In preparing monthly reports, the following should be considered:
Organizational in Finance
Control
1997
FIN
See initiatives #178-182 below
17$
In preparing monthly reports, the following should be considered:
OrganizationalControl
1998 •
FIN
O
See below
in Finance
179
Proper cutoff procedures should be implemented to facilitate for
Organizational
1997
FIN
C
Cutoff procedures have been implemented to facilitate the proper
the proper recognition of revenue and expenditures.
Control in Finance
recognition of revenue and expenditures.
Standard journal entries should be assigned to specific staff
180
accountants. All journal entries should then be approved by the
Organizational
1997
FIN
C
G/L supervisor approves all journal entries prepared by staff
finance director, or general ledger supervisor prior to input into the
Control in Finance
before they are submitted to financial system.
general ledger system.
181
The subsidiary ledgers should be reconciled to the respective
Organizational
general ledger balances.
Control In Finance
1997
FIN
O
New software module is in testing stage to be completed by 8/98.
All standard closing procedures should be written and be
182
incorporated into the City's Accounting and Procedures Manual
Organizational
1998
FIN
C
and made available to the accounting staff.
Control in Finance
The City should implement a financial reporting function,
183
including the appointment of an individual who will be responsible
Organizational
One staff member has been assigned this responsibility. Item will
for compiling and drafting the annual general purpose financial
Control in Finance
1997
FIN
O
be completed when CAFR module has been implemented. To be
statements and other required reports.
completed by 8/98.
The City should purchase a computerized financial reporting
184
package that can be integrated with the City's current general
Organizational
1997
IT
P
IT is available to assist Finance in developing needs analysis and
ledger system. This system should be configured to produce the
Control In Finance
RFP.
City's general purpose statements.
185
An in depth manual of accounting policies and procedures should
Organizational
1998
FIN
O
be prepared which, at a minimum should include:
I Control in Finance
1997-1998 ALLDEPT INIT.xls Prepared by City Manager's Office
W,
G
br w
6/29/98
Management and Productivity Initiatives
For All Departments
1997-1998
Initiative
Item No.
Initiative Description
Category
Year
Department
tatu
Ss
Comments
186
A chart of accounts containing an adequate explanation of
Organizational
account purpose, use and content.
Control in Finance
1998
FIN
C
Documentary flowcharts of significant accounting systems,
187
including their interrelationship, where applicable, with other
Organizational
1998
FIN
O
To be completed by 9/98
departments within the City.
Control in Finance
188
A list of standard forms used in the City with detailed explanations
Organizational
of [heir purpose and preparation.
Control in Finance
1998
FIN
O
To be completed by 9/98
A list of data processing reports, including appropriate
189
descriptions of source, content, production frequency and
Organizational
1998
FIN
O
To be completed by 9/98
purpose.
Control in Finance
190
A list of standard and other journal vouchers with sufficient
Organizational
explanation of their purpose.
Control in Finance
1998
FIN
C
Appropriate descriptions of all financial policies and accounting
191
procedures and routines regarding, but not necessarily limited to
Organizational
1998
FIN
O
the following:
Control in Finance
Monthly review of internally generated reports which may vary in
192
complexity from a simple scan of transactions to detailed analysis
Organizational
1998
FIN
O
or reconciliation.
Control in Finance
Policies related to cash which would include preparation of bank
193
reconciliations, controls over cash disbursements and cash
Organizational
receipts, and procedures regarding the investment of excess cash
Control in Finance
1998
FIN
C
on hand.
194
Purchase and capitalization of fixed assets and related
Organizational
procedures for computation of depreciation thereon.
Control in Finance
1998
FIN
C
We do not depreciate fixed assets.
195
Doubtful accounts and related bad debt write offs.
Organizational
1998
FIN
C
Control in Finance
196
Lease obligations and related capitalization policies.
Organizational
1998
FIN
U
Not clear.
Control in Finance
197
Policies related to the recognition of revenue and expenditures
Organizational
with particular attention paid to year-end cutoff procedures.
Control in Finance
1998
FIN
C
198
The assignment of accounting responsibilities and expenditure
Organizational
approval procedures.
Control in Finance
1998
FIN
C
Compliance with debt covenants should be reviewed monthly, or
199
grtly., depending on the nature of the covenant. This review will
Organizational
provide greater assurance that the City maintains compliance with
Control in Finance
1998
FIN
O
Treasurer reviews debt covenants on a quarterly basis.
its debt agreements and/or that defaults are identified q
200
Signature plates and check signing machine keys should be kept
Organizational
locked at all times
Control in Finance
1997
FIN
C
Reimbursement claims for the NET Neighborhood Jobs Frog.
should be prepared and submitted to the appropriate granting
201
agency immediately. Additionally, procedures should be
Organizational
1997
FIN
established to ensure that reimbursement claims are submitted in
Control in Finance
a timely manner
The City should formalize its standards and procedures regarding
202
system development and modification, as well as standardize
Organizational
1997
IT
P
Awaiting recommendations or samples from auditors.
those programming and analysis issues not currently covered.
Control In Finance
1997-1998 ALLDEPT INIT.As
Prepared by City Manager's Office
6/29/98
Management and Productivity Initiatives
For All Departments
1997-1998
Initiative
Item No.
Initiative Description
Category
Year
Department
Status
Comments
A set of comprehensive operating and application system
documentation standards should be developed and implemented
Organizational
203
by the IT Division. These standards should specify that
Control In Finance
1997
IT
P
Pending the ability to hire technical writers.
documentation shall be written when new and changed systems
are implemented.
As the City continues the process of updating its software, we
204
recommend that source documentation and system flowcharts be
Organizational
Control In Finance
1997
IT
P
Pending the ability to hire technical writers.
maintained.
205
Management should continue to eliminate material due from / to
Organizational
other fund balances.
Control in Finance
1998
FIN
C
206
Accounting Division -Should adopt formal closing procedures
Organizational
posting payrolls immediately after the pay period
Control in Finance
1997
FIN
C
207
Accounting Division -Monthly and year end closing should take
Organizational
1997
FIN
C
Monthly closings take place by the 10th of the month following and
place on a speedier basis
Control in Finance
the annual closing occurred December 1st.
208
Accounting Division -High level accounting reports should be
Organizational
distributed to management personnel
Control in Finance
1997
FIN
C
Accounting Division -A total solution for the City vs. A point
209
solution for departments should be developed based an a
Organizational
1998
FIN
U
determination of Citywide requirements (Kronos System)
Control in Finance
210
Budget Management Division -Grant Administration and grant
Organizational
1997
OMB
C
The Grant Administrator is now responsible for the streamlining of
reimbursement processing is not uniform throughout the City
Control in Finance
this process.
211
Budget Management Division-CIP contracts should have funding
Organizational
They are codified and require OBMA's approval prior to award.
codes identified and approved by Budget prior to award
Control in Finance
1997
OMB
C
Control has been strengthened. OBMA now exercises control
over all capital projects regardless of funding source.
Health Insurance Task Force -The plan administrator should have
Organizational
212
the responsibility for conducting a performance audit semi-
Control In Finance
1998
HB
D
This should be a task performed by the city's internal auditor.
annually on terms and conditions of ASO contracts
Health Insurance Task Force -Management skills are needed to
Organizational
213
recover some unnecessary expenses involving subrogation and
1997
HB
C
coordiriation of benefits
Control In Finance
214
Health Insurance Task Force -An audit, review and control function
Organizational
1998
HB
D
See Item f1212.
is needed for health care claims management
Control In Finance
Health Insurance Task Force -A method is needed to recover
215
unnecessary tax expenses such as those found in flexible
Organizational
1998
HB
O
Being discussed as part of labor negotiations contract.
spending accounts, pre-tax benefit plans and possibly in retiree
Control In Finance
health care
Heatth Insurance Task Force -The self -insured plan must be run
Organizational
215
like an insurance company with proper current funding and
1996
HB
C
adequate insurance coverage and reserves
Control In Finance
Health Insurance Task Force -Employee contributions need to be
Organizational
217
deposited into a trust account immediately or deposited with the
Control In Finance
1997
HB
P
Has not been implemented.
carrier or risk bearing agency
218
Health Insurance Task Force -Look into paying lower
Organizational
1997
HB
C
m
adinistrative fees for larger supplies of medications
Control In Finance
219
Health Insurance Task Force -Look at utilizing the services of a
Organizational
997
HB
C
Pharmacy Benefit Manager to control prescription costs
Control In Finance
1997-1998 ALLDEPT INIT.As Prepared by City Manager's Office
6/29198
Management and Productivity Initiatives
For All Departments
1997-1998
Initiative
Item No.
Initiative Description
Category
Year
Department
Status
Comments
220
Health Insurance Task Force -Need to look at coordinating
Organizational
medical payments with Workers Compensation where appropriate
Control In Finance
1998
HB
C
Risk Management Department Review -Perform cost/benefit
221
analysis to determine if the deductible on the roe y
y property rty policy
Organizational
1997
RM
C
provides the City ultimate cost effectiveness
Control in Finance
Risk Management Department Review -Should consider a cost
222
benefit analysis for purchasing excess liability insurance coverage
Organizational
for those losses that are not limited by a sovereign immunity
Control in Finance
1997
RM
O
To be completed before the end of Fiscal Year 1998.
doctrine
Risk Management Department Review -Should consider changing
225
the insurance brokers compensation to a fixed fee for services
Organizational
1998
RM
D
Staff is of the opinion that the commission structure is more
rendered
Control In Finance
beneficial for the city.
Debt Restructuring -City should immediately establish segregated
226
Debt Service Funds to be held by outside trustees and not to be
Organizational
1997
FIN
C
included within the City's pooled cash
Control in Finance
Debt Restructuring -Concerned that at least $1.5 million in debt
227
service has not been property provided for since it is funded from
Organizational
1997
FIN
C
the Internal Service Fund which currently operates at a deficit
Control in Finance
228
Debt Restructuring -The City has not appropriately funded the
Organizational
Debt Service Funds in accordance with the legal documents
Control in Finance
1997
FIN
C
Debt Restructuring -The use of cash in the Debt Service Funds in
229
(lie first half of this year without achieving a balanced budget,
Organizational
could result in the City's defaulting on its debt obligations later this
Control in Finance
1997
FIN
C
,
year
230
Debt Restructuring -Need to segregate the non -general obligation
Organizational
debt service fund outside of the pooled cash
Control in Finance
1997
FIN
C
Debt Restructuring -The Utility Service Tax funds, as collected on
231
a monthly basis, should be deposited on a pro rate basis to the
Organizational
1997
FIN
C
appropriate funds
Control in Finance
Debt Restructuring -The debt service component received in the
232
advance payment from the State should be segregated in the debt
Organizational
1997
FIN
C
service fund outside of the pooled cash account
Control in Finance
Debt Restructuring -Three transactions of the City's outstanding
233
bond issues could be restructured or refinanced which could
Organizational
provide present value savings and be available to fund current
Control in Finance
1998
FIN
P
Pending City's improved credit rating.
year projects
Debt Restructuring -Identified several general obligation issues
234
which could be restructured at no cost to the City to reduce debt
Organizational
1998
FIN
P
Pending City's improved credit rating.
service over the next few years
Control in Finance
Debt Restructuring -City Manager should appoint someone,
235
Preferably the new Finance Director, to establish a recurring
Organizational
reporting practice to such entities of the progress the City is
Control in Finance
1997
FIN
C
making in adoption and implementation of its recovery plan
Financial/Budgetary Analysis -Pension expense for 1996 currently
236
reflected in the Trust and Agency Fund should more appropriately
Organizational
1998
OMB
C
Pension costs are allocated to individual departments.
be reflected in the current fund where other employee expenses
Control in Finance
are reported
1997-1998 ALLDEPT INIT.As
Prepared by City Manager's Office
6/29/98
Management and Productivity Initiatives
For All Departments
1997-1998
Initiative
Initiative Description
Category
Year
Department
Status
Comments
Item No.
Financial/Budgetary Analysis -Analysis of the proper inter -fund
237
transfer activity, critical in evaluating the magnitude of any
Organizational
1998
OMB
0
We agree. The Benchmarking Best Practices Initiatives require
structural surplus or deficiencies, is critical in determining the long
Control in Finance
such practices and provide for adequate accountability.
term financial health of the City and any of its funds
Financial/Budgetary Analysis -Recommend an analysis be made
Organizational
for each major revenue category
Control in Finance
1998
OMB
0
OBMA periodically performs such reviews.
ff
Financial/Budgetary Analysis -Some process should be developed
This is an intemal control function. Benchmarking Best Practices
minimize or eliminate false billings in the revenue collection
Organizational
1998
OMB
O
requires that level of accountability. Treasury function of the
programs
programs
Control in Finance
Finance Department has staff checking retumed mail and is
constantly updating its data base.
Financial/Budgetary Analysis -City may want to consider the
These are policy decisions that are determined by the City
240
introduction of an amnesty period followed by more vigilant
Organizational
1997
OMB
P
Commission. OBMA will assist in the preparation of studies and
enforcement and/or use of outside collection agency
Control in Finance
in making policy recommendations when requested by the City
Administration.
This responsibility resides in the Treasury section of the Finance
Financial/Budgetary Analysis -Some process should be developed
Organizational
Department and is subject to audit by the Intemal Audit
241
to minimize or eliminate false billings in the revenue collection
Control in Finance
1998
OMB
O
Department and the Outside CPAs. The system should have the
programs
proper checks and balances necessary for adequate internal
control.
Financial/Budgetary Analysis -Recommendations for future
Monthly actual versus budget and budget versus forecast reports
242
financial management initiatives should include the timely ongoing
Organizational
1998
OMB
O
are prepared monthly for the Oversight Board and Management.
use of monthly reports showing the comparison of budget versus
Control in Finance
Additional reporting improvements will be added as more system
actual results
resources become available.
243
Establish and implement plan to improve the City's credit rating
Debt Management
and entry into the bond markets.
Policy
1998
FIN
0
Establish the goal of developing an uncommitted General Fund
244
Balance consistent with an investment grade bond rating (e.g. five
Debt Management
percent or more of the annual operating budget) over a five-year
Policy
1997
CM
See Five Year Plan.
period.
245
Adopt a written "Debt Management Policy" including the following
Debt Management
1998
FIN
C
critical elements:
Policy
246
The City should not issue debt obligations or use debt proceeds to
Debt Management
1998
FIN
C
finance current operations.
Policy
The City should utilize debt obligations only for capital
247
improvement projects that cannot be funded from current revenue
Debt Management
1998
FIN
C
sources or when it is better to finance the project over its useful
Policy
life.
The City should issue debt obligations for refinancing existing
Debt Management
248
debt only if financially advantageous or necessary to release
Policy
1998
FIN
C
existing bond covenants.
250
The City should measure the impact of debt service requirements
Debt Management
1998
FIN
C
on single year, five, ten and twenty year periods.
Policy
Establish a Finance Committee of local business and community
251
members to serve with the City Mgr. to review and make recomm.
Debt Management
1998
The is not issuing debt obligations al this time. Management
re: the issuance of debt obligations and the mgmnt, of outstanding
Policy
FIN
O
and mo
monitoring
nitoring of O/S debt and adherence to debt policies and
debt and monitor adherence to debt policies and procedures.
procedures is being performed by the Finance Department.
1997-1998 ALLDEPT INIT.xis Prepared by City Manager's Office
rrC.n.%
cpJ
6/29/98
Management and Productivity Initiatives
For All Departments
1997-1998
Initiative
Initiative Description
Category
Year
Department
Status
Comments
Item No.
Determine all administrative implications of the Fire Assessment
252
Fee as quickly as possible in order to identify the impact of
Billing & Collecting
1997
FIRE
C
County has agreed to place fee on tax bill.
potential problems and disruptions to cash flow.
The Finance Department should identify each existing and/or
,
253
potential revenue source and document all of the relevant
Billing & Collecting
1997
FIN
C
information about it.
Compare the above information with that of other municipalities to
The Benchmarking Best Practices initiatives call for a continuous
254
determine the most effective manner in which to maximize
Billing and
1997
OMB
0
comparison to check how other entities are managing their
revenue and cash flow.
Collecting
operations and the emulation of the most successful
methodologies.
Evaluate centralization versus decentralization and cost benefit
255
analysis of making changes to existing systems (e.g. staffing,
Billing and
1998
CM
O
A comprehensive billing and collection plan for all City billings is
technology).
Collecting
under development.
256
Centralize similar billing and collection activities to the extent
Billing and
practical.
Collecting
1997
CM
C
Accomplished
Performance criteria should be established. The City Manager
257
should receive a summary report of billing, collections,
Billing & Collecting
1998
FIN
C
receivables and measurements of performance no less than
monthly.
City management should immediately review and address all
268
interdepartmental issues created from more than one department
Billing & Collecting
1998
FIN
U
Not clear.
overseeing various aspects of billings and collections.
259
The City should pursue more diligent collection efforts in
Billing &Collecting
1897
FIRE
C
RFP has been approved. Process should be done by 10/1.
Emergency Medical Service Transport fee.
The Internal Audit group should perform surprise checks of
Billing and
Misappropriation of funds is not a potential revenue source.
260
potential revenue sources as a warning to less honest employees
Collecting
1998
IA
O
However, we do perform various audits on a suprise basis as a
that the City is serious about preventing misappropriation of funds.
means of fraud prevention.
261
Increase the formal bid advertising requirement limit of $4,500 in
Procurement
1998
PC
P
Requires charter revision. Purchasing is preparing
City Charter to $10,000 or $15,000.
recommendations for charter review committee.
Streamline procedures for smaller purchases (e.g. authorizing use
Purchasing has drafted policy and procedures for the delegation of
262
of procurement cards, delegating purchase of smaller items to
Procurement
1998
PC
0
small purchases (under $1,000) purchasing agents in user
user departments, making greater use of cooperative purchasing
departments. Implementation projected for 10/98.
agreements).
Critical Success Factors -Too much time spent by Procurement on
See response to item # 262. Service -related purchases requiring
263
controlling low dollar, high volume items and not enoug(r oversight
Procurement
1997
PC
O
formal solicitations have been centralized where the code permits.
n service related purchases
The opportunity to utilize purchasing cards for small purchases is
being explored.
Fleet Management Task Force -Improve the bids and contracts
Purchasing has increased the usage of Miami -Dade County and
264
process to enable the acquisition of goods and services in a
Procurement
1997
PC
O
State Contracts to expedite service. A time and motion study is
Timely and cost efficient manner
currently in progress to identify opportunities to better serve the
voluminous needs of GSA.
Professional staff has attended several NIGP and FAPPO
El265o
Ensure professionalism in purchasing personnel through
Procurement
1997
PC
O
workshops and seminars including Gasses required for CPPB
appropriate experience and training.
certification. Supplementary funding sources are needed to
continue.
1997-1998 ALLDEPT INIT.xls
Prepared by City Manager's Office
6/29/98
Management and Productivity Initiatives
For All Departments
1997-1998
Initiative
Item No.
Initiative Description
Category
Year
Department
Status
Comments
Improve use of technology in the procurement function. Fully
The'nezt'phbse of the web page development has involved
266
train departmental personnel in effective use of all technology
Procurement
1997
PC
O
posting of vendor apps. and MANBE certification apps. Second
tools.
aspect of this phase will involve posting of bid packages on the
web page.
Consider removing all language in City Charter and Code
267
regarding procurement, other than formal bid advertising
Procurement
1998
PC
P
Requires charter revision. Purchasing is preparing
requirement limit, in favor of an administrative) authorized and
q y
recommendations for charter review committee.
implemented Procurement Policy Manual.
Recommendations made by the Procurement Assessment Team
All of the Procurement Assessment Team's recommendations
268
appointed by the Oversight Board in their report dated February
Procurement
1998
PC
O
have been captured within the management and productivity
24, 1997, should be considered for eventual implementation.
initiatives. See specific items for status.
Suspend or pre-empt the City Charter as it relates to purchasing
269
and remove Procurement Division references from said document
Procurement
1998
PC
P
Requires charter revision. Purchasing is preparing
(i.e., Sections28 and 29A).
recommendations for charter review committee.
Until such a time as new language can be adopted, the City
Such a change would be inconsistent with current City Code
270
should operate under selected portions of Chapter 287, Florida
Procurement
1997
PC
P
provisions. This recommendation may be considered with the
Statutes (F.S.), to be determined by legal counsel.
other proposed charter and code revisions.
271
Delegate authority to purchasing manager to approve all
Such a change would be inconsistent with current City Code
acquisitions up to Category Four under Section 287.017, F.S.
Procurement
1997
PC
P
provisions. This recommendation may be considered with the
other proposed charter and code revisions.
272]Bid
The City should adopt a new procurement code which
Procurement
1998
PC
O
The proposed charter and code amendments will lay the
emphasizes current practices.
P P
groundwork for this.
273
Suspend local preference laws which may limit competition and
Local preference does impede competition, however, the City
opportunities to reduce cost.
Procurement
1997
PC
D
Commission haS expressed a commitment to support local
businesses.
274
limit adjustment to recognized price index.
Procurement
1998
PC
P
Requires charter revision. Purchasing is preparing
recommendations for charter review committee.
275
Eliminate City Clerk's involvement as it relates to bid openings -
The City Clerk's involvement allows objectivity and independence
this should be a function of purchasing.
Procurement
1998
PC
D
in the opening of bids. Additionally, purchasing staff level is
insufficient to assume this added responsibility.
276
Update and revise procurement operations manual incorporating
The procurement operations manual is in the process of being
revisions to the City Code.
Procurement
1997
PC
0
revised. It cannot be finalized until the charter amendments and
procurement code revisions are completed.
The City should shift its focus from smaller dollar purchases to
large dollar purchases for commodities and goods. Furthermore,
See response to Item #262. Several internal reassignments have
277
the City should delegate small purchases to user departments
Procurement
1998
PC
0
been made to shift staff resources to the bid/contract section,
while providing adequate safeguards which ensure sound fiscal
which is dedicated to large purchases. Additional training is still
Icon
needed.
State Contracts, SNAPS Agreements, and other contracting
methods offered by the Slate of Florida and other public entities
Purchasing has increased the usage of state contracts and
276
Icon and should be used to reduce administrative costs and
Procurement
1997
PC
0
contracts offered by other jurisdictions by 218%. Purchasing will
reduce delays in receiving goods and services by user
continue to take advantage of such contractual opportunities
departments. Incr
whenever feasible and practical.
1997-1998 ALLDEPT INIT.xis Prepared by City Manager's Office
Qlv
6/29/98
Management and Productivity Initiatives
For All Departments
1997-1998
Initiative
Item No.
Initiative Description
Category
Year
Department
Status
Comments
We recommend that the Chief Procurement Officer be trained in
The Chief Procurement Officer has participated in several training
279
the public purchasing profession with procurement activities as
Procurement
1997
PC
C
seminars and annual conferences, she has been relieved of her
his/her primary responsibility. It is also recommended that this
EEOC responsibilities and is left with full responsibility for
position report at a sufficiently high level in the organizali
purchasing and MNVBE Procurement Program.
Provide needed training, which should be Included in the City's
Two buyers hold CPPB designation. Remaining buyers sat for
280
budget, and certification should be encouraged for all professional
Procurement
1998
PC
O
certification exam on May 11. Buyers have initialed site visits with
staff and required in the staff selection process. Improve
some user departments. Visits will continue quarterly on a
Procurement staffs understanding of customer needs with site
rotational basis.
Shift staff resources from small dollar purchases to large dollar
See response to item #262. Several internal reassignments have
281
purchases and eliminate work that does not add value or is
Procurement
1998
PC
O
been made to shift staff resources to the bid/contract section,
redundant.
which is dedicated to large purchases. Additional training is still
needed.
Obtain a professional needs assessment of the technology
requirements of the City's procurement process (especially
Successful integration of SCl/APS is completed. APS will be
282
looking at integration of SCI and APS). Retain the services of
Procurement
1997
PC
C
retired by vendor In Dec. 31,1998. Purchasing is looking for
APS to complete the implementation of all three procurement
alternate systems that will meet City's needs.
purchasing mod
All professional staff must have adequate training on personal PC
283
applications, including spreadsheets, word processing, Internet,
Procurement
1997
PC
O
Staff has attended several training sessions offered by Info. Tech..
etc., to improve their analysis and decision- making ability. City-
We will continue to participate in class offerings.
wide departmental training on financial and procurement
Develop and issue a comprehensive customer survey to
284
determine satisfaction with the purchasing process and identify
Procurement
1997
PC
O
Survey is being prepared. Purchasing has offered a contracts
deficiencies so that remedies can be implemented. Also, increase
seminar, emergency disaster seminar.
technical skills by training purchasing staff and customers.
Upon completion and distribution of a new Purchasing Manual, all
285
City departments should be trained by Procurement with follow-up
training being provided annually. The City should also consider
Procurement
1998
PC
P
Upon completion of manual, training of all departments will follow.
providing new employees with procurement training (tncludin
The City should establish stem sanctions for personnel who
286
violate procurement policies. The City should inform major
City Manager has issued memorandum (10/20197) to city Attorney
vendors of personnel who can act as buying agents on behalf
Procurement
1998
PC
P
requesting that an ordinance be drafted. City Attorney has drafted
the City. All personnel should be trained on procurement policiea s.
language which must be submitted for City Commission approval.
287
Procurement Management Division -In depth evaluation of multiple
Procurement
1997
PC
C
See response to item #279.
functions assigned to Procurement
Procurement Management Division -Practices should be evaluated
Policy and procedures for Acquisition of Professional and
288
to ensure a competitive process occurs when procuring large
Procurement
1998
PC
C
Personal Services have been prepared and distributed to City
dollar services
Departments. Training occured on 10/7/97.
289
Procurement Management Division -All contracting should flow
See Item #288. The implementation of policy and procedures for
through the Procurement Division
Procurement
1997
PC
C
the Acquisition of Profsesional and Personal Services has aided In
This effort.
1997-1998 ALLDEPT INIT.As
Prepared by City Manager's Office
6/29/98
Management and Productivity Initiatives
For All Departments
1997-1998
Initiative
Initiative Description
Category
Year
Department
Status
Comments
Item No.
Procurement Management Division -To ensure purchasing
"
290
procedures are not bypassed controls over the use of "direct"
Procurement
1997
PC
C
See response to item #286.
purchases should be vigorously enforced
291
Procurement Management Division -A formal training program
Procurement
1997
PC
C
Additional funding is nAeded to maintain certification.
needs to be adopted
292
Operating Practices -Restructure procedures for bidding/selecting
Procurement
1997
PC
U
contractors
Establish Audit Committee of private citizens which meets
Internal Audit,
The establishment ofn the Audit Advisory Committee is a City
293
regularly throughout the year. Potential candidates should
External Audit and
1998
IA
P
Commission function. Internal Audit's rote is awaiting appointment
include experienced accountants, bankers, financial and
Audit Comittee
of a Director.
insurance executives and persons of similar backgrounds.
294
Critical Success Factors -Establish Audit Advisory Committee to
Internal Audit,
review work of Internal Audit department
External Audit and
1998
IA
P
Pending establishment of the Audit Advisory Committee.
Audit Comittee
Audit Advisory Committee -The Audit Committee should be
Internal Audit,
295
expanded to include a City Commission member as a non -voting
al Audit and
External
1998
IA
P
Pending the establishment the Audit Advisory Committee. The
member
Audit Comittee
Commission should then
n appoint a member.
296
Audit Advisory Committee -The Director of Internal Audit should be
Internal Audit,
External Audit and
1997
IA
P
Pending the appointment of a Director and the establishment of
an Integral participant in Audit Committee meetings
Audit Comiltee
the Audit Advisory Committee.
297
Audit Advisory Committee -Meetings should be conducted
Internal Audit,
External Audit and
1998
IA
P
Pending the establishment of the Audit Advisory Committee. This
quarterly, at a minimum
Audit Comittee
is a poloicy to be implemented by the Chairperson.
298
al auditors at
Require Audit Committee to meet with the external
Audit,
External Audit
1998
IA
Pending the establishment of the Audit Advisory Committee. This
least twice during the year.
and
P
initiative should then be assigned to the Committee Chairperson.
Audit Comittee
299
Enact changes to the City Charter/Code to reflect the nature,
Internal Audit,
External Audit and
1998
IA
D
This appears to already be in the City Code.
purpose and composition of the Audit Committee.
Audit Comittee
300
Internal Audit -The City code requires significant revision to bring
Internal Audit,
External Audit and
1998
IA
D
These provisions are already in the City Code or can readily be
about the recommendations outlined
Audit Comittee
adopted as policy matters.
Audit Advisory Committee -The City Code should more specifically
Internal Audit,
301
delineate Audit Committee composition in order to provide
External Audit and
1998
IA
D
This is already in the City Code.
representation from varied business backgrounds
Audit Comittee
Implement a formal policy for selection of external auditors to be
Internal Audit,
302
executed by the Audit Committee. The Audit Committee should
External Audit and
1998
IA
P
Pending establishment of the Audit Advisory Committee. Policy
also oversee the evaluation of the performance of the external
Audit Comittee
items are Audit Advisory Committee decisions.
audit team on an annual basis.
303
Implement a formal policy for the maximum length of external
Internal Audit,
External Audit
1998
IA
P
Pending
audit contracts.
and
establishment of the Audit Advisory Committee.
Audit Comittee
As part of the Audit Committee's duties, they should review the
Internal Audit,
304
scope of the external auditor's approach while the audit planning
External Audit and
1998
IA
P
Pending establishment of the Audit Advisory Committee.
is in progress and review the results of the audit upon completion.
Audit Comittee
The Audit Committee should also monitor other services provided
Intemal Audit,
305
by the external auditors to ensure that a proper level of
External Audit and
1998
IA
P
Pending establishment of the Audit Advisory Committee.
independence is maintained.
I Audit Comittee
1997-1998 ALLDEPT INIT.As Prepared by City Manager's Office
CD
00
6/29/98
Management and Productivity Initiatives
For All Departments
1997-1998
Initiative
Item No.
Initiative Description
Category
Year
Department
Status
Comments
306
Reorganize the Internal Audit Department to report directly to the
Internal Audit,
Audit Committee.
External Audit and
1998
IA
D
See 307.
Audit Comittee
307
Internal Audit -Audit function should have dual reporting to the City
Internal Audit,
External Audit and
1998
IA
P
This is provided for in the December 30, 1997 Five Year Plan.
Manager and to the Audit Advisory Committee
g ry
Audit Comittee
We are awaiting establishment of the Audit Advisory Committee.
308
Internal Audit -The audit plan should be reviewed by the Audit
Internal Audit,
Committee to ensure it is balanced
External Audit and
1998
IA
P
Pending the establishment of the Audit Advisory Committee.
Audit Comitlee
Audit Advisory Committee -The roll of the Audit Committee should
Internal Audit,
309
be expanded and clarified to ensure review of both external and
External Audit and
1998
IA
P
Pending establishment of the Audit Advisory Committee.
internal audit results
Audit Comillee
Provisions are alrealy in the City Code.
310
The Chairman of the Audit Committee should make an annual
Internal Audit,
External Audit and
1998
IA
P
Once the Committee is established, the City Code will allow for the
report of its activities to the City Commission.
Audit Comitlee
Committee to perform this initiative.
Internal Audit -A summary of audit results and responses should
Internal Audit,
311
be prepared quarterly and presented to the Audit Committee and
External Audit and
1997
IA
P
Once the Committee is established, quarterly audit results may be
the City Commission
Audit Comittee
presented to it,
312
The Chairman of the Audit Committee should make an annual
Internal Audit,
report of its activities to the City Commission.
External Audit and
1998
IA
D
Item is duplication of 310.
Audit Comittee
Audit Advisory Committee -The City Commission should be
Internal Audit,
This initiative will be performed by the Committee Chairman and
313
educated on their role in reviewing audit results and interacting
External Audit and
1998
IA
P
the Office of Internal Audits Director, as soon as they are
with the Audit Committee
Audit Comittee
appointed.
314
Hire an experienced CPA with significant exposure to the public
Internal Audit,
sector as Director of Internal Audit.
External Audit and
1998
IA
P
This is function of City Managers Office.
Audit Comittee
315
Internal Audit -Should expeditiously hire a Director of Internal Audit
Internal Audit,
with a CPA, CIA, or CISA
External Audit and
1998
IA
D
Item is duplication of 314,
Audit Comittee
The Director of Internal Audits should immediately complete an
Internal Audit,
316
assessment of the strengths and weaknesses of the Department,
External Audit and
1998
IA
P
Pending hire of the new Director,
services historically provided.
Audit Comittee
Determine the long-term role of the Internal Audit Department
317
(e.g. primarily involved in compliance and internal control issues,
Internal Audit,
assisting external auditors, conducting operational and
External Audit and
1998
IA
P
Pending hire of the new Director,
performance audits, etc.)
Audit Comitlee
318
Internal Audit -Staff time spent on non -audit functions should be
Internal Audit,
reviewed, audit slat( work should focus on auditing
External Audit and
1997
IA
D
We are not aware of non -audit functions being performed.
"
Audit Comittee
A full scope, internal audit function is ultimately recommended. A
Internal Audit,
Pending hire of the new Director. Although some specialized
319
determination should be made as to how the function is to be
External Audit and
1998
IA
P
audits may be contracted out (as does the Law Dept. for various
achieved in-house and/or with contracted services.
Audit Comittee
legal matters) this Office performs quality examinations, per our
peer review.
Internal Audit should include IT as an area for ongoing review.
320
Review should include periodic testing of both general controls
Internal Audit,
External Audit and
1998
IA
P
See item 334. Pending approval to create a position, an IT
(organization, physical and security) and applications controls
Audit Comittee
Auditor can then be hired.
(processing controls and testing procedures).
1997-1998 ALLDEPT INIT.xls
Prepared by City Manager's Office
6/29/98
Management and Productivity Initiatives
For All Departments
1997-1998
Initiative
Initiative Description
Category
Year
Department
Status
Comments
Item No.
321
Program change controls and logical access (data security)
Internal Audit,
External Audit
-
1998
IA
should also be reviewed.
and
0
This is the function of the Senior Systems Analyst.
Audit Comittee
322
Standardized working papers and detailed IT auditing programs
Internal Audit,
External Audit and
1998
IA
P
This will be developed .upon hiring of an IT Auditor and the Office
should be prepared.
Audit Comittee
Director. Please see 320.
Internal Audit IT reports should be issued to the City Commission
Internal Audit,
Audit Reports should continue to go to the City Manager as per the
323
on IT audit findings.
External Audit and
1998
IA
D
5 Year Plan. However, the City Commission should be informed
Audit Comittee
of audit results. See 311.
Test procedures and data should be designed so as to simulate
Internal Audit,
324
all conditions which will occur under normal processing
External Audit and
1998
IT
C
conditions, including data that deliberately attempts to violate data
Audit Committee
validation and control routines.
Internal Audit,
325
Users should be involved in the design of test procedures data.
External Audit and
1998
IT
O
Initiatives 326, 327, 328, 329, 330, 331 should be collapsed into
Audit Committee
one.
Internal Audit,
326
Documentation of testing procedures should include:
External Audit and
1998
IT
p
Pending the hiring of a technical writer to document the
Audit Committee
procedures utilized to test.
Internal Audit,
327
Specific Objectives of the test.
External Audit and
1998
IT
0
Need to programs that allow for the creation of production
Audit Committee
data subsets for use in testing.
setsextrfor
Identification of types of transactions to be tested including
Internal Audit,
328
transactions which should test all aspects of the new program or
External Audit and
1998
IT
0
Transactions are identified user groups and IT data is then
program change.
Audit Committee
extracted from production dattao base to development for testing.
Internal Audit,
329
Inspect test results, including reported errors.
External Audit and
1998
IT
0
Standard Procedure.
Audit Committee
330
The actual test results and the comparison to the predicted
Internal Audit,
External Audit and
1998
IT
0
Standard Procedure.
results.
Audit Committee
Internal Audit,
Testing of modifications. Minor and major is the standard operating
331
An overall summary, including conclusions.
Externalprocedure.
Audit and
1998
IT
P
Due to personnel constraints, we are unable to fullyal
Audit Committee
document all lest procedures. Efforts are being made to ensure
that at least all new modifications are property documented.
332
al Audil's focus to
Critical Success Factors -Change Internal
Audit,
External Audit
1998
IA
P
Business risk is already an important decision element in the audit
controlling business risk, including systems
and
Audit Comittee
plan. This will also be incorporated in IT Audit decisions.
Internal Audit -An audit plan should be developed in conjunction
Internal Audit,
333
with the City Manager and department heads and should
External Audit and
1998
IA
0
incorporate a risk based approach focusing on internal controls
Audit Comittee
and business risks
Internal Audit,
We recogniize the need for a Performance Auditor. Our FY
334
Intemet Audit -The audit plan should include a greater complement
External Audit and
1998
IA
P
98/99 Budget added two new Staff Auditor positions rather than an
of performance audits
Audit Comittee
experienced Performance Auditor and Information Technology
Auditor position.
1997-1998 ALLDEPT INIT.xls Prepared by City Manager's Office
6/29/98
Management and Productivity Initiatives
For All Departments
1997-1998
Initiative
Item No.
Initiative Description
Category
Year
Department
Status
Comments
335
Internal Audit -The audit Ian should provide for a sufficient review
p P
Internal Audit,
External Audit
1998
IA
W.
See 334. However, the Senior Systems Analyst will become
of systems security
and
Audit Comiltee
P
involved in Systems security reviews.
336
Internal Audit -Audit review should be provided to the YEAR 2000
p
Internal Audit,
External Audit
1998
IA
The Senior Systems Analyst will start on this initiative as soon as
systems conversion
and
Audit Comittee
P
possible.
337
Internal Audit -The City Manager as well as the Auditee should
Internal Audit,
receive a copy of the audit reports
External Audit and
1997
IA
0
This has always been our practice.
Audit Comittee
338
Decide whether the present staff can provide the services
Internal Audit,
envisioned on a long-term basis.
External Audit and
1998
IA
0
This will also be part of the new Director's responsibilities.
Audit Comittee
Evaluate whether the organizational status of the Internal Auditing
Internal Audit,
339
Dept. is sufficient to permit the accomplishment of its audit
External Audit and
1997
IA
0
We whole-hearledly agree.
responsibilities.
Audit Comittee
An effective Audit Committee should ensure that audit
Internal Audit,
340
assignments are based on risk rather than political, or other
External Audit and
1997
IA
P
Pending establishment of the Audit Advisory Committee. See
factors.
Audit Comittee
332.
341
Internal Audit -Audit staff dispersed in other departments should be
Internal Audit,
identified and centralized within the department, as appropriate
External Audit and
1998
IA
P
This decision rests with the City Managers Office.
Audit Comittee
342
The City should also develop a comprehensive cash flow forecast.
Reserves
1998
FIN
C
343
Opportunities Task Force -Comprehensive operating and cash
flow projections should be developed for a five year period
Reserves
1998
FIN
C
City should develop plan to return to fiscal strength, establishing
targets for appropriate fund balance reserves and funding of
The City's Five Year Plan and Operating Budget, adopted by the
344
additional reserves, addressing employee compensated
Reserves
1998
OMB
C
City Commission and approved by the Oversight Board, satisfied
absences, self -ins., capital replace., contingencies, and debt
this initiative.
repayment.
City should develop plan to return to fiscal strength, establishing
targets for appropriate fund balance reserves and funding of
344
additional reserves, addressing employee compensated
Reserves
1998
FIN
0
absences, self -ins., capital replace., contingencies, and debt
repayment.
345
Opportunities Task Force -Operating cash reserve should be
sufficient to cover 30 to 60 days of operation
Reserves
1998
FIN
C
Opportunities Task Force -Prudent to maintain cash reserves of
Reserves will be established over the course of the plan; however,
346
unfunded self-insurance liability of not less than 30% l0 50 % of
Reserves
1997
FIN
0
the City will not be able to reserve $25 to $40 million over the five
outstanding claims
years. We now have 1.1 million in reserves.
The City should develop a detailed forecast of expected short-
347
term cash payments relating to compensated absences in light of
the significant percentage of the City's workforce currently eligible
Reserves
1998
OMB
C
The City's Five Year Plan addresses these concerns.
to retire or expected to be eligible by the year 2000.
1997-1998 ALLDEPT INIT.As
Prepared by City Manager's Office
6/29/98
Management and Productivity Initiatives
For All Departments
1997-1998
Initiative
Item No.
Initiative Description
Category
Year
Department
Status
Comments
The City should continue to work to develop and implement
I" ' .,
348
operating plans that ensure the City functions at a surplus each
Reserves
1998
OMB
C
The City's Five Year Plan addresses these concerns.
year.
Opportunities Task Force -Projections should address the future
The Citizens of Miami overwhelmingly approved the City's
349
courses of action which will be required for the City to continue as
Reserves
1997
OMB
C
continuation as an operating entity. The City's Five Year Plan and
an operating entity
the strategic planning initiatives included in it address these
concerns.
This Initiative is no longer applicable, Solid Waste is now part of
350
Opportunities Task Force -Steps should be taken to return the
Reserves
1998
OMB
D
the General Fund. The strategic planning process will determine
solid waste enterprise fund to profitability
the future nature of the solid waste collection function, how to fund
it and how to measure its performance.
Opportunities Task Force -Raise user charges in Solid Waste to
Raising Solid Waste fees is a City Commission policy decision.
351
an appropriate amount based on related costs and charges for
Reserves
1998
OMB
D
The City's strategic planning process will determine the future
similar services provided by other South Florida municipalities
nature of solid waste collection in the City, inclusive of how to fund
it and measure its performance.
362
Opportunities Task Force -Review level of Solid Waste services
See Item #78. Solid Wasle has modified trash and collection
provided and reduce service if appropriate
Reserves
1998
SW
C
schedules to achieve a more efficient collection without impacting
service levels.
No longer necessary, the financial emergency is over. Increasing
353
Revenue Options for Consideration -City could, through public
Reserves
1997
OMB
D
the millage rate is a policy decision subject to evaluation by the
hearing, increase the millage to 10 mills
CityCommission during g public hearings. The strategic planning
process will assist in making these policy evaluations.
Revenue Options for Consideration -City could levy up to 20% on
No longer necessary, the financial emergency is over. Increasing
354
each non-exclusive franchise granted for garbage collection within
Reserves
1998
OMB
D
taxes and fees are policy decisions subject to evaluation by the
the City limits
City Commission during public hearings. The strategic planning
process will assist in making these policy evaluations.
Revenue Options for Consideration -City could adopt by ordinance
No longer necessary, the financial emergency is over. Increasing
355
a telecommunication ordinance levying 7% on intrastate long
Reserves
1998
OMB
D
taxes and fees are policy decisions subject to evaluation by the
distance, cellular, page and telegraph service
City Commission during public hearings. The strategic planning
process will assist in making these policy evaluations.
No longer necessary, the financial emergency is over. Increasing
356
Revenue Options for Consideration -City could levy up to 10% on
Reserves
1998
OMB
D
taxes and fees are policy decisions subject to evaluation by the
water service within the Citylimits
City Commission during
y g public hearings. The strategic planning
process will assist in making these policy evaluations.
No longer necessary, the financial emergency is over. Increasing
357
Revenue Options for Consideration -City could adopt by ordinance
Reserves
1998
OMB
D
taxes and fees are policy decisions subject to evaluation by the
a fire services fee to all roe owners within the City limits
property rtY tY
City Commission during
y g public hearings. The strategic planning
process will assist in making these policy evaluations.
Revenue Options for Consideration -A rate analysis should be
No longer necessary, the financial emergency is over. Increasing
358
performed on all Enterprise Fund operations and revised rate
Reserves
1998
OMB
D
taxes and fees are policy decisions subject to evaluation by the
schedules should be adopted b ordinance to recover expense of
P Y P
City Commission during
y g public hearings. The strategic planning
operations
process will assist in making these policy evaluations.
1997-1998 ALLDEPT INIT.xIs Prepared by City Manager's Office
as:v'
6/29/98
Management and Productivity Initiatives
For All Departments
1997-1998
Initiative
Item No.
Initiative Description
Category
Year
Department
Status
Comments
Revenue Options for Consideration -A rate analysis should be
359
performed on Internal Services Fund operations and revised
Reserves
1997
OMB
D
The Internal Services Fund has been collapsed into the General
charge back rates should be adopted to recover expenses of
Fund, therefore this concept is no longer applicable.
operation
Revenue Options for Consideration -Suggest City review the
360
annual revenues received on mobile homes licenses fees and if
Task Forces of inspectors have been set up to conduct such
revenue is flat or declining establish an enforcement program to
Reserves
1997
OMB
0
revenue audits. This is a function that should report to the
increase compliance with the City limits
Treasury section of the Finance Department.
Revenue Options for Consideration -Suggest an analysis be
361
performed on miscellaneous fees and charges to update for
Reserves
1998
OMB
O
Valid suggestion. The annual calculation of these rates is a
-inflation or increased operating expenditures
responsibility of the Finance Department.
Revenue Options for Consideration -Suggest City review the
The strategic planning process will facilitate the exploration of
362
allocation of the Local Option Gas Tax and determine ability to
Reserves
1997
OMB
O
these revenue issues. OBMA will provide the necessary analyses
change allocation methodology based on population
when required.
Plan should include the full costs of operating the City, including
The City's Five Year Plan, Capital Improvement Plan and
364
employee pensions, compensated absences, self insurance, risk
Reserves
1997
OMB
O
Operating Budget provide the full cost of operating the City.
underwriting and other activities which may require future
Additional segmentation of costs and revenues will require
payments.
additional resources and organizational changes.
Adopt a written enforcement policy with escalating collection
365
efforts based upon the level of default and time to cure. An in-
Multifamily Loan
1998
HOUSING
O
Written enforcement policy is being developed. Will be completed
house or outside collection effort should be assigned to monitor
Programs
by the end of Fiscal Year 98.
and enforce this process.
Evaluation of USHUD Funded Loan and Grant Programs -Take
366
immediate steps to accelerate actions to improve the collection
Multifamily Loan
and servicing of outstanding and in -process loans in a diverse
Programs
1998
HOUSING
0
See Item #365.
portfolio
Evaluation of USHUD Funded Loan and Grant Programs -Take
367
immediate and more aggressive steps to reprogram its current
Multifamily Loan
and unspent prior years allocations of CDBG funds to fund other
Programs
1998
HOUSING
C
eligible City activities
Evaluation of USHUD Funded Loan and Grant Programs -
368
Recommended that City provide and commit the necessary
Multifamily Loan
resources to pursue full and complete receipt of funding
Programs
1998
HOUSING
C
reimbursements
Evaluation of USHUD Funded Loan and Grant Programs -
Recommended that City continue to identify pending
Multifamily Loan Loan369
reimbursement opportunities and aggressively pursue the
Programs
1998
HOUSING
C
repayment of the funds due
Evaluation of USHUD Funded Loan and Grant Programs -City
Multifamily Loan
Staff is in place to submit applications for Community
370
should vigorously seek funding through the grant programs (see
Programs
1997
CD
O
Development, housing, and job placement related to the programs
task force report)
the department operates.
Establish a Loan Review Committee comprised of bank officers
Multifamily Loan
371
living or working in the City of Miami to consider loan applications
Programs
1998
HOUSING
O
To be completed by the end of Fiscal Year 98.
and bring expertise to the entire credit review process.
Evaluation of USHUD Funded Loan and Grant Programs -Should
372
take immediate steps to implement more stringent loan
Multifamily Loan
1996
HOUSING
O
To be completed by the end of Fiscal Year 98.
underwriting guidelines and procedures to reduce future loan
Programs
losses relative to ongoing new lending activities
1997-1998 ALLDEPT INIT.As
Prepared by City Manager's Office
6129/98
Management and Productivity Initiatives
For All Departments
1997-1998
Initiative
Initiative Description
Category
Year
Department
Status
Comments
Item No.
Evaluation of USHUD Funded Loan and Grant Programs -City
373
could immediately suspend all new lending and reprogram those
Multifamily Loan
Moratorium on any new multi -family rehab. loans until HUD
loan funds and repayments or recoveries from outstanding loans
Programs
1997
CD
0
accepts new guidelines and procedures. Evaluation of delinquent
to the greatest extent possible
loans is underway.
Evaluation of USHUD Funded Loan and Grant Programs -City
Commission can reverse its previous approvals and cancel
Multifamily Loan
A $5.6M Section 108 loan was declined by the developer. The
374
commitments for two Section 108 projects totaling $6,645,184
programs
1998
HOUSING
O
remaining $1.0M loan for Flagler Marketplace is still being
which have not been submitted to USHUD for processing and
evaluated.
approval
Consider the sale of defaulted loans to authorized third parties in
375
conjunction with continued dialogue with entities such as FNMA
Multifamily Loan
1998
HOUSING
D
Option has been evaluated and determined to be unfeasible.
and HUD.
Programs
Other solutions have been implemented.
376
Evaluation of USHUD Funded Loan and Grant Programs -Use of
Multifamily Loan
In House collection procedures are being re -structured for
private collection services should be explored to enhance the
Programs
1998
HOUSING
D
collection within the department.
effectiveness of loan servicing
Hire a highly qualified, experienced private sector firm as soon as
Technology
Hiring a firm for the needs assessment portion requires allocation
377
oP ssible, to assist the City in doing a detailed technology needs
Planning and
1998
IT
P
of funds. Additionally, the City has initiated the Organization
assessment and develop a technology strategic plan.
Direction
Planning Process for all departments.
Information Technology Division (IT) -The IT Division should
Technology
378
redefine its mission in light of the trends in technology
Planning and
1998
IT
0
This is part of the Organization Planning Process.
development
Direction
379
Hire technology expert to head up a newly created Department of
Planning and
1998
CM
O
Recruitment process is underway.
Information Technology,
Direction
The individual must provide direction and vision, negotiate
380
effectively with vendors, close credibility gap by results, be
Planning and
1998
CM
0
We agree.
unbiased and objective, and communicate effectively with various
Direction
constituencies.
Negotiate interim extensions of software licensing agreements
Technology
381
with current vendor to provide for interim system requirements
Planning and
1998
IT
0
Negotiating final configuration of main frame replacement.
until information technology needs assessment is completed.
Direction
Targeted for July 1998 Commission Meeting.
Immediately address those priority issues regarding inter -network
Technology
Frame relay RFP has been prepared, disseminated, returned, and
382
communications and architecture decisions. This can be
Planning and
1997
IT
O
evaluated. Commission approval expected on June 23, 1998
determined prior to the completion of the technology strategic
Direction
commission meeting for the networking portion.
plan.
383
improvement in the area of internal controls. Some of these
Technology
Planning and
1997
IT
P
Pending allocation of funds for second computer room site at the
issues require high priority attention in order to ensure the
Direction
Fire College.
Fleet Management Task Force -Implement a complete
384
Management Information System with a Fleet Management
Technology
1998
GSA
0
Should be in place by end of FY98
module
Establish internal, cross -departmental Steering Committee to
Planning and
385
report regularly to City Manager on policy/budget/management
Direction
1997
CM
and resource allocation issues related to technology.
Duties and responsibilities of the committee should be clearly
Technology
No IT steering committee has been established. Items 387, 388,
386
defined in a formal charter and should include the review and
Planning and
1998
IT
P
389, 390, 391, 392, 393, 394, 395, 396, 397 should be collapsed
approval for:
Direction
into 386.
1997-1998 ALLDEPT INIT.As Prepared by City Manager's Office
00
6/29/98
Management and Productivity Initiatives
For All Departments
1997-1998
Initiative
Item No.
Initiative Description
Category
Year
Department
Status
Comments
Technology
387
Major changes in hardware or software.
Planning and
1998
IT
P
See Item #386.
Direction
Technology
388
Research and development projects under study.
Planning and
1998
IT
P
See Item #386.
Direction
Technology
389
The results of any cost / benefit analysis.
Planning and
1998
IT
P
See Item #386.
Direction
Technology
390
Software application development or acquisitions.
Planning and
1998
IT
P
See Item #386.
Direction
Technology
391
Project priorities.
Planning and
1998
IT
P
See Item #386.
Direction
Technology
392
Resource allocation in terms of time, personnel and equipment.
Planning and
1998
IT
P
See Item #386.
Direction
Technology
393
Controls in effect.
Planning and
1998
IT
P
See Item #386.
Direction
Technology
394
Conversion plans.
Planning and
1998
IT
P
See Item #386.
Direction
Technology
395
Emergency procedures, contingency and physical security plans.
Planning and
1998
IT
P
See Item #386.
Direction
Technology
396
Insurance coverage.
Planning and
1998
IT
P
See Item #386.
Direction
Technology
397
Budgets and plans pertaining to the IT function.
Planning and
1998
IT
P
See Item #386.
Direction
Technology
User committees have been established for some departments.
398
IT User Group Committees should be established and beonsible
Planning and
1997
IT
O
ITD will continue to wok on establishing committees where
responsible for:
Direction
necessary. Items 403, 404, 405, 406, 407, 408, 409 should be
collapsed into 398
399
Communications between users and the IT Steering Committee,
Technology
No IT steering committee has been established. Memo is being
management and regulatory agencies.
Planning and
1997
IT
P
prepared for the City Managers signature in order to establish a
Direction
committee. Items 400, 401, 402 should be collapsed into 399.
Technology
400
Establishing user priorities.
Planning and
1997
IT
P
Pending establishment of steering and user committee.
Direction
1997-1998 ALLDEPT INIT.xis
Prepared by City Manager's Office
6/29/98
Management and Productivity Initiatives
For All Departments
1997-1998
Initiative
Initiative Description
Category
Year
Department
Status
Comments
Item No.
Technology
" '
401
Monthly service requests reporting by application.
Planning and
1997
IT
P
Pending establishment of steering and user committee.
Direction
Technology
402
Coordination and approval of request for IT services.
Planning and
1997
IT
P
Pending establishment of steering and user committee.
Direction
Technology
403
Authorization of data file removal from data centers.
Planning and
1997
IT
0
This activity is being coordinated through the departmental liaison.
Direction
Technology
404
Authorization of data file removal from data centers.
Planning and
1997
IT
O
This activity is being coordinated through the departmental liaison.
Direction
Technology
405
Coordination between users and IT.
Planning and
1997
IT
O
This activity is being coordinated through the user committee.
Direction
Technology
406
Maintenance of commonality of system.
Planning And
1997
IT
O
This activity is being coordinated through the user committee.
Direction
Technology
407
Review and approval of cost estimates.
Planning and
1997
IT
O
See Item #406.
Direction
Technology
408
User participation in new system requirements.
Planning and
1997
IT
O
See Item #406.
Direction
409
User group Committees must be held accountable for all program,
Technology
Planning
changes and requests for IT services from their group.
and
1997
IT
O
See Item #406.
Direction
410
Critical Success Factors -Establish Information Systems Steering
Technology
Planning and
1997
IT
P
Pending establishment of a steering committee.
Committee
Direction
Information Technology Division (IT) -A technology Steering
Technology
411
Committee should be established chaired by an Assistant City
Planning and
1997
IT
P
Pending establishment of a steering committee.
Manager
Direction
Consider having Information Technology report directly to the City
While important, this department does not need to report directly to
412
Manager to account for the needs of all City operations and to
Planning and
1997
CM
D
the City Manager.
more effectively resolve issues related to technology.
Direction
413
Information Technology Division (IT) -Recommended that IT
Technology
Planning and
1997
IT
C
The city's new management organization includes IT as a
should report to the City Manager's Office
Direction
department reporting to ACM for administration.
After needs assessment is completed, develop comprehensive
Technology
414
Information Technology System (potential estimated capital
Planning and
1998
IT
P
Pending allocation of funds for need assessment study.
budget requirement is in the $30 - $40 million range over 3 -5
Direction
years). Cost savings in productivity and efficiency will result from a
Opportunities Task Force -Steps should be taken immediately to
Technology
We agree. The Benchmarking Best Practices Initiatives require
415
implement procedures, upgrade systems and provide adequate
Planning and
1996
OMB
O
such practices and provide for adequate accountability. Lack of
professional staff to improve the timelines and integrity of the
Direction
the necessary allocated resources will delay the full
City's financial and management information
I
I
I implementation of this process several years.
1997-1998 ALLDEPT INIT.As Prepared by City Manager's Office
C
00
w
Leo-'
6/29/98
Management and Productivity Initiatives
For All Departments
1997-1998
Initiative
Item No.
Initiative Description
Category
Year
Department
Status
Comments
City should develop a five year strategic IT plan that is based on
the City's Five Year Plan. This plan should be a working
Technology
416
document that addresses key issues such as hardware, software,
Planning and
1998
OMB
O
This is part of the City's strategic planning initiative.
applications development, communications, emergency
Direction
procedures and c
City should develop a five year strategic IT plan that is based on
the City's Five Year Plan. This plan should be a working
Technology
416
document that addresses key issues such as hardware, software,
Planning and
1998
IT
P
Pending the initiation of the KPMG initiatives.
applications development, communications, emergency
Direction
procedures and c
Information Technology Division (IT) -Funding needs to identified
Technology
417
and reserves need to be built to complete the network
Planning and
1998
IT
0
Pending continued allocation of funds.
-infrastructure for Police and Fire and replace PC's
Direction
Approach potential teaming partners in both the public and private
418
sectors to develop different information systems and cost -sharing
Technology
approaches. A natural partner might be Metro -Dade County and
Planning and
1998
IT
P
Resolution of higher priorities. (Year 2000)
local Universities.
Direction
Seek a private firm to simulate the Year 2000 and provide a test
Technology Year
419
bed for all City Systems to insure that Year 2000 corrections being
2000 Disaster
1998
IT
P
Pending allocation of funds.
made will indeed solve all related issues.
Recovery
The IT Division should review its staffing to assess whether it has
420
the required experienced personnel resources to complete the
Technology Year
project available without culling other required system
2000 Disaster
1998
IT
C
Review complete, requires allocation of some additional staff.
development and maintenance.
Recovery
Information Technology Division (IT) -A plan needs to be devised
Technology Year
421
and funded to complete the task of making City systems Year
2000 Disaster
1998
IT
O
Most city systems will be year 2000 compliant by November 1998.
2000 compliant
Recovery
Technology Year
With the purchase of the A-17 replacement, we are planning the
422
Give highest priority to developing and testing an adequate
200e Disaster
1998
IT
P
cost and feasibility of placing the second processor of the new
disaster recovery/ business continuity and data security
y ty plan.
Recovery
machine at the EOC (Fire College). Additional hardware and
software will enable us to have complete data replication.
A comprehensive business continuity plan should be developed,
423
documented and periodically tested to ensure continuity in the
Technology Year
City's business functions, as needed, after a loss if IT services in
2000 Disaster
1998
IT
P
See Item #422.
the event of a disaster. Plan focus should be as follows:
Recovery
Technology Year
424
Limit economic loss in case of an unplanned interruption.
2000 Disaster
1998
IT
P
See Item #422.
Recovery
Technology Year
425
Minimize disruption to key servicelbusiness functions.
2000 Disaster
1998
IT
P
See Item #422.
Recovery
426
Maximize awareness of the City's fiduciary responsibility adopting
Technology Year
a "due care" mentality.
2000 Disaster
1998
IT
P
See Item #422.
Recovery
427
Analyze the citizentbusiness community awareness implications
Technology Year
of extended service interruption.
2000 Disaster
1998
IT
P
See Item #422.
Recovery
1997-1998 ALLDEPT INIT.xIs
Prepared by City Manager's Office
6/29/98
Management and Productivity Initiatives
For All Departments
1997-1998
Initiative
Initiative Description
Category
Year
Department
Status
Comments
Item No.
Technology Year
428
Determine exposure and design preventable measures.
2000 Disaster
1998
IT
P
See Item #422.
Recovery
429
Determine recovery and restoration needs and facilitate that
Technology Year
2000
recovery and restoration.
Disaster
1998
IT
P
See Item #422.
Recovery
City should develop and implement adequate plan maintenance
Technology Year
430
procedures which Involve representatives from each of the critical
2000 Disaster
1998
IT
P
See Item #422.
business areas. Otherwise, contingency plan will become
Recovery
Re
outdated and, thus, of little use in the event of a disaster.
Reciprocal agreements are not a viable alternative for supporting
Technology Year
431
critical IT operations during unplanned interruptions. Other
2000 Disaster
1998
IT
P
See Item #422.
alternatives should be explored such as hot sites, mobile
Recovery
operations facilities, internal backup and so forth.
City should develop specific testing procedures for its Disaster
Technology Year
432
Recovery Plan. Each test of the plan should be monitored by an
2000 Disaster
1998
IT
P
See Item #422.
external observer with an independent assessment made and
Recovery
Re
reported back to Senior Management and the City Commission.
The City should develop and publicize a data security policy, as
Technology Year
The City has published a Policy regarding general use and
433
well as standards and procedures for data security administration.
2000 Disaster
1998
IT
O
security of PC's. Additional work is required in this area it is on -
Password administration procedures should be formalized.
Recovery
going.
434
Management should develop and Implement a formal vehicle to
Technology Year
2000 Disaster
1998
IT
ORecovery
Working with Labor Relations and Human Resources to develop
communicate anypersonnel changes to security.
an effective method of achieving this.
435
Information Technology Division (IT) -IT must govern security
Technology Year
2000 Disaster
1998
IT
O
Some policies have been completed, approved, and implemented.
issues which should not be overridden by departments
Recovery
Others still need to be developed.
Information Technology Division (IT) -A comprehensive disaster
Technology Year
436
recovery plan should be developed addressing PC networks and
2000 Disaster
199E
IT
P
See Item #422.
the mainframe
Recovery
437
Information Technology Division (IT) -Backup procedures should
Technology Year
2000 Disaster
1997
IT
be developed for the PC systems
C
Recovery
438
Emphasize training of all Department of Information Technology
Technology Training
1998
CM
Training of all of the City's staff, including Information Technology,
Staff.
is a priority for the City,
Information Technology Division (IT) -Formal training program
"
439
should be adopted for project management and structured
Technology Training
1998
IT
P
Pending allocation of funds.
methodologies
440
Develop and implement a plan for Information training for the rest
Technology Training
1998
CM
Training for all departments on the financial systems will be
of the City employees.
accomplished this fiscal year.
442
Integrate Management Training with specific goals and
Workforce and
1997
HR
O
Needs assessment complete. Putting together a comprehensive
development of the strategic plan.
Leadership
training program with F.I.U.
Include GIs professionals in the list of professional planners and
Workforce and
443
other disciplines necessary to produce and carry out the City's
Leadership
1997
DEV
P
Planning and GIs staff should be available.
strategic plan.
1997-1998 ALLDEPT INIT.xIs Prepared by City Manager's Office
gym'
6/29/98
Management and Productivity Initiatives
For All Departments
1997-1998
Initiative
Item No.
Initiative Description
Category
Year
Department
Status
Comments
Critical Success Factors -'Consider deleting "equivalent
444
combination of training and experience" for professional
Workforce and
Leadership
1998
HR
O
Deleted from Accounting Series. In process by Internal Audits.
credentials
445
Accounting Division -Lack of technically qualified staff in some
Workforce &
areas of the division
Leadership
1998
FIN
0
446
Intemal Audit -Staff persons with CPA licenses should be required
Workforce and
to meet CPE requirements
Leadership
1997
IA
O
This has been our policy.
Internal Audit -Audit staff positions should be filled with individuals
447
possessing finance, accounting, audit, EDP and business
Workforce and
1997
IA
O
This has been our practice.
backgrounds
Leadership
448
Internal Audit -Job descriptions should be rewritten to reflect the
Workforce and
correct roles and responsibilities of the staff
Leadership
1998
IA
U
As far as we are aware, job descriptions are accurate.
449
Fleet Management Task Force -Determine proper classifications
Workforce and
for work performed and appropriate number of employees
Leadership
1998
GSA
O
Same as #36
Health Insurance Task Force -The plan administrator should be
450
very knowledgeable in matters involving applicable regulatory
Workforce and
1997
HB
C
compliance
Leadership
452
The City should not hold a register of qualified applicants for two
Workforce and
Register of qualified applicants have a minimum life of one year.
years
Leadership
1998
LR
0
Alternatives are being studied.
The employee appeals process under Civil Service Board should
453
be reviewed. A common solution elsewhere appears to be having
Workforce and
1998
LR
P
Is being evaluated by Labor Relations and Law Department.
a hearing officer handle appeals.
Leadership
Requires Charter change
Review training and development skills that are needed to
454
upgrade existing employee's ability to meet the strategic needs of
Workforce and
1998
HR
0
A comprehensive skills development plan and implementation
the City. Once review is completed, commit resources to provide
Leadership
schedule is being prepared.
skills development opportunities.
Review training and development skills that are needed to
454
upgrade existing employee's ability to meet the strategic needs of
Workforce and
the City. Once review is completed, commit resources to provide
Leadership
1998
RM
O
Reviewing skills needed and developing training sessions.
skills development opportunities.
Accounting staff should be required to undergo minimum
continued professional training each year. training should
455
address technical accounting and reporting issues, changes, or
Workforce &
1998
FIN
P
An accounting training class was held last year with FIU. Classes
updates in the City's operations, policies, procedures and job
Leadership
ended because of lack of funding.
duties.
Attending IT auditing conferences, seminars, memberships in
Workforce and
Audit staff do attend seminars, some of which include an IT
456
professional organizations dedicated to IT auditing should be
Leadership
1998
IA
O
component. However, should an IT auditor be hired, more IT
encouraged on the part of the City's Internal Audit Staff.
seminars will be scheduled.
A formal training program should be developed for each IT
457
employee, which will address methods and techniques required to
Workforce and
1998
IT
0
Some training has already occurred, additional training depends
bring their performance in line with the City's objectives.
Leadership
on the allocation of funds.
least one other senior Programmer / Analyst should be trained
in LINC application development, and one additional staff member
459 lAt
in LINC Admin. to provide a backup capability. LINC
Workforce and
Leadership
1998
IT
P
Funds are requested for the Fiscal Year 99 budget.
environment has not taken advantage of the new tools as it should
have.
1997-1998 ALLDEPT INIT.xIs
Prepared by City Manager's Office
6/29/98
Management and Productivity Initiatives
For All Departments
1997-1998
Initiative
Initiative Description
Category
Year
Department
Status
Comments
Item No.
Please pt6ltle more Specifics. Audit staff are required to attend
460
Internal Audit -The skill set of audit staff should be broadened and
Workforce and
1997
IA
U
seminars (in conformity with Government Auditing Standards- 80
staff should receive appropriate level of training
Leadership
CPE's every 2 years) and training workshops.
Risk Management Department Review -Establish a formal
Workforce and
461
professional development plan for each of the Department Safety
1997
RM
C
Officers Including the use of internal and external resources
Leadership
462
Operating Practices -Design and implement a comprehensive
Workforce and
1998
PR
O
This is part of a city-wide Initiative.
employee training program
Leadership
Review best practices in City, County and State government in
463
regard to leadership succession planning and develop its own
Workforce and
1998
CM
Priority of the City is to create and train cadre of middle managers
process of leadership development, recognizing that 51%of the
Leadership
who will be promotable to fill these positions.
current executive workforce will be eligible for retirement by 1999.
464
Critical Success Factors -Conduct a comprehensive review of
Workforce and
1998
CM
Personnel practices along with Civil Service Rules are being
ersonnel practices
Leadership
reviewed for potential modification.
465
should be established for all positions and used to set pay grades
Workforce and
Leadership
2000
LR
0
For future AFSCME negotiations.
466
Appointments to key City positions must not be made on the basis
Workforce and
1997
CM
We agree.
of favoritism or political sponsorship and loyalty.
Leadership
467
Operating Practices -Remove "politics" from the employee hiring
Workforce and
1997
CM
We agree.
and promotion process
Leadership
468
City leadership must foster an environment that respects and
Workforce and
1997
CM
We agree.
values the contributions of personnel at all levels.
Leadership
Review Unit Certification Issued by PERC as to each bargaining
Employee
Involves lengthy hearing process before PERC. Only AFSCME is
469
unit to determine which positions were included in the unit.
Classifications
1998
LR
0
involved. Pending waiver of requirements from PERC. will be
completed in FY99.
Advise each union that as to those positions that are not part of
470
the certified bargaining unit it is not the authorized representative.
Employee
1998
LR
0
See item 469.
Classifications
471
Modify the the Civil Service Rules to:
1998
HR
O
Classifications
472
Extend the list of positions which are unclassified to include
Employee
1998
GSA
D
Should be done by Personnel and Unions.
managerial and confidential.
Classifications
473
Reestablish Managerial and Confidential Employees
Employee
1998
HR
0
Labor Relations working with Law Department on this issue. This
Classifications
involves PERC and is a very extensive process.
474
Remove the limitation of the five unclassified employees in one
Employee
1998
HR
O
Is being discussed as part of labor negotiations.
department.
Classifications
Submit a proposal to the Commission/Oversight Board of the City
Worker's
✓
475
to contract with a claims handling organization such as Third
Compensation
1998
RM
O
Engaging licensed temporary claims reps to perform blitz.
Party Administrator, or "engage" licensed temporary claims
Claims Initiatives
representatives to perform a project oriented "Claims Blitz".
Claims Blitz to be designed to close as many inactive claims as
Worker's
Finalizing contract to hire temporary claims reps. to assist in
477
possible, settle or resolve as many pending claims as possible
Compensation
1998
RM
0
claims blitz.
and establish diary dates for claims adjuster review.
Claims Initiatives
1997-1998 ALLDEPT INIT.xls Prepared by City Manager's Office
6/29/98
Management and Productivity Initiatives
For All Departments
1997-1998
Initiative
Initiative Description
Category
Year
Department
`Status
Comments
Item No.
Augment existing in-house legal resources on a short term basis
Workers
478
by establishing a relationship with outside law firm (s) that
Compensation
1998
RM
O
Discussion to be initiated with the new City Attorney.
specializes in workers compensation defense to handle all
Claims Initiatives
"claims blitz".
Health Insurance Task Force -Implement a strong subrogation
Workforce andLeadership
479
clause and employ a law fine to protect those interests, paying
1997
HB
C
their fees from moneys which are recovered
Workers
480
Related litigation and settlement agreements under the
Compensation
1997
RM
O
Discussion to be initiated with the new City Attorney.
supervision of the City Attorney.
Claims Initiatives
Evaluate the need for and hire additional staff needed to perform
Workers
481
claims handling in accordance to best practices after the claims
Compensation
1998
RM
O
Claim blitz needs to be completed before an assessment is made.
blitz has been completed. Train new staff.
Claims Initiatives
482
Create and adopt claims handling
p g procedures that reflect best
Workers
Compensation
1998
RM
P
Not initiated yet. To be completed by the 2nd quarter of Fiscal
practices. Enforce strict compliance to these procedures.
Claims Initiatives
Year 99.
483
Health Insurance Task Force -Workers Compensation payments
Workforce and
1997
HB
C
should be Integrated and coordinated with health care
Leadership
Health Insurance Task Force -Each health care carrier should
Workforce and
484
produce a claims analysis and reviewed semi-annually be
Leadership
1997
HB
O
Pending formalization of finance department interaction.
Benefits and Finance staff
Health Insurance Task Force -A claims and financial analysis
Workers'
485
should be reviewed annually by Benefits, Finance, Human
Compensation
1998
HB
D
See Item #212.
Resources/Labor Relations and the City attorney
Claims
Health Insurance Task Force -Should perform a quarterly
Workforce and
486
reconciliation and accounting of prescriptions against the
Leadership
1997
HB
C
administrative fee
Risk Management Department Review -The City should utilize
Workers
487
"best practices" claims management procedures for the handling
Compensation
1998
RM
P
See Item #482.
of all claims
Claims Initiatives
Risk Management Department Review -Should establish a
Workers
488
committee of individuals representing claims, legal and finance to
Compensation
1998
RM
C
meet monthly to discuss all claims reserved over various levels
Claims Initiatives
Risk Management Department Review -City Commission should
Workers
489
consider raising the dollar level of claims that need to come before
Compensation
1998
RM
O
City Attorney is currently reviewing proposed changes to the code
the Commission for approval
Claims Initiatives
and will provide recommendations.
Review and if necessary change job description and background
• Workers
490
prerequisites for claims adjusters and claims supervisors handling
Compensation
1998
RM
P
See Item #482 r
workers compensation claims to reflect the complexity of the work
Claims Initiatives
and skills.
491
Elevate the reporting relationship of the functional leadership of
Workers
Compensation
1997
RM
P
Safety report to Risk Management.
the Safety Department.
Claims Initiatives
492
Risk Management Department Review -City should re-evaluate
Workers
Compensation
1997
RM
P
See Item #491.
the reporting hierarchy for the Safety Department
Claims Initiatives
1997-1998 ALLDEPT INIT.As
Prepared by City Manager's Office
6/29/98
Management and Productivity Initiatives
For All Departments
1997-1998
Initiative
Initiative Description
Category
Year
Department
Status
Comments
Item No.
493
Risk Management Department Review -Fully implement LMP 1-95
Worker's
Compensation
1997
RM
C
(City Wide Safety Committee)
Claims Initiatives
494
Risk Management Department Review -Fill the Police Department
Worker's
Compensation
1997
RM
C
Safety Coordinator position within the next 30 days
Claims Initiatives
Risk Management Department Review -Identify the roles and
Worker's
Risk Management is developing a policy statement for the City
496
responsibilities of all City management as it relates to safety and
Compensation
1998
RM
0
hold them accountable
Claims Initiatives
Manager to review and implement.
Risk Management Department Review -Complete an assessment
Worker's
496
of each City Department's safety and health program using the
Compensation
1997
RM
C
OSHA Program Evaluation Profile
Claims Initiatives
Health Insurance Task Force -Reevaluate the executive plan
Worker's
498
which provides no incentive for managed care election by the
Compensation
1997
RM
C
executive
Claims Initiatives
Risk Management Department Review -By December 1, 1996 a
Workers
499
managed -care arrangement (mandated by state law) for workers'
Compensation
1998
RM
C
compensation should be submitted to the Florida Agency for
Claims Initiatives
Health Care with an effective date of January 1, 1997
500
Group Benefits and the Human Resources / Labor Relations
Employee Insurance
1998
HB
C
Departments should all report to the same ACM.
Benefits
Health Insurance Task Force -The Benefits Department should be
Employee Insurance
501
part of the Human Resources Department or Labor Relations
Benefits
1998
HB
D
Office
Health Insurance Task Force -The Benefits Department should be
Employee Insurance
502
part of the Human Resources Department or Labor Relations
Benefits
1998
HB
D
See Item #501.
Office
503
Health Insurance Task Force -One person should be designated in
Employee Insurance
1997
HB
C
riling as plan administrator
Benefits
The City should immediately employ an insurance Benefits
Employee Insurance
504
consultant to be on hand for development of pricing and Benefits
Benefits
1998
HB
C
models for insurance Benefits procurement.
Health Insurance Task Force -An insurance broker should be
Employee Insurance
505
available to the management negotiating team to provide actuarial
Benefits
1998
HB
O
To be completed by the first quarter of Fiscal Year 99.
analyses
Health Insurance Task Force -Multiple year health care caner
Employee Insurance
506
contracts should be negotiated and re -negotiated not less than
Benefits
1997
HB
C
every two years
507
Health Insurance Task Force -The Benefits Office should have the
Employee Insurance
1998
HB
C
y
services of a an insurance broker available for use upon demand
Benefits
508
Health Insurance Task Force -Authority to negotiate any type of
Employee Insurance
1997
HB
C
benefit plan to contract with an insurance carrier should
Benefits
509
Health Insurance Task Force-Attomey and Chief Financial Officer
Employee Insurance
1998
HB
C
before incurring obligation
Benefits
Health Insurance Task Force -Should explore the possibility of
Employee Insurance
510
contracting for some benefits utilizing the combined leveraging
Benefits
1998
HB
C
ability of multiple local communities
1997-1998 ALLDEPT INIT.xls Prepared by City Manager's Office
Clc�
a.
a
6/29/98
Management and Productivity Initiatives
For All Departments
1997-1998
Initiative
Item No.
Initiative Description
Category
Year
Department
Status
Comments
511
Health Insurance Task Force -A strong subrogation clause should
Employee Insurance
be established and enforced within the health care plan
Benefits
1997
HB
C
Health Insurance Task Force -Cost containment incentives for third
612
party administrator or health care contractor should be added to
Employee Insurance
1998
HB
C
the contract
Benefits
Health Insurance Task Force -Wire transfer procedures should be
513
examined semi-annually and transfer accounts should be
Employee Insurance
1998
HB
D
See item #212.
continuously audited for accuracy
Benefits
Health Insurance Task Force -A survey of all benefits should be
514
conducted not less than every two years to determine the
Employee Insurance
1997
HB
C
compelitive position of the total benefits package
Benefits
Health Insurance Task Force -Should periodically evaluate the
515
difference between self insurance and commercial insurance to
Employee Insurance
1898
HB
C
determine if advantages lie in changes
Benefits
Health Insurance Task Force -May want to consider offering, on a
516
voluntary (employee pay all) basis, supplemental life and disability
Employ ee Insurance
1997
HB
C
insurance
Benefits
517
Health Insurance Task Force -Reevaluate the proportional cost for
Employee Insurance
health care bome by the City where retirees are concerned
Benefits
1998
HB
P
Current litigation prevents implementation at this time.
518
Health Insurance Task Force -Should expand flexible benefits and
Employee Insurance
avoid paying the employer portion of taxes on earnings
Benefits
1998
HB
0
See Item #215.
Health Insurance Task Force -Incorporate into future ASO
519
contracts a stipulation that it is the responsibility of the third party
Employee Insurance
1998
To be Implemented in future ASO contracts. Beginning 2nd
administrator to constantly seek opportunity for cost efficiency
Benefits
HB
O
quarter of 99.
Itrough purchasing
620
Summary plan descriptions should be updated and distributed
Employee Insurance
timely.
Benefits
1998
HB
C
Health Insurance Task Force -A Summary Plan Description of all
521
benefits should be prepared and distributed to each plan member
Employee Insurance1998
Benefits
HB
C
Plan has been completed. Pending printing and distribution,
with all terms and conditions clearly spelled out
Engage a private employee Benefits communications and
522
enrollment firm to take over the responsibility of annual
Employee Insurance
1997
HB
C
communications and enrollment of all core and voluntary Benefits.
Benefits
523
Health Insurance Task Force -The benefits program needs a
Employee Insurance
formal delivery system
Benefits
1997
HB
C
The City should receive a detailed actuarial report identifying the
r
524
correct current claims loss reserve for the medical plan and then
Employee Insurance
1998
HB
C
incorporate a plan for achieving that reserve within five years.
Benefits
525
Health Insurance Task Force -The benefits program needs
Employee Insurance
coordination to arrest and control costs
Benefits
1997
HB
C
1997-1998 ALLDEPT INIT.xls
Prepared by City Manager's Office
6/29/98
Management and Productivity Initiatives
For All Departments
1997-1998
Initiative
Initiative Description
Category
Year
Department
Status
Comments
Item No.
The City should not negotiate any agreement wherein it both
relinquishes control and guarantees performance at the same
Employee Insurance
526
time, such as in the current F.O.P. medical plan agreement
Benefits
1998
H8
O
Part of the labor negotiation with the F.O.P.
regarding the reserves -Must not be tied to "Prevailing Benefits"
clause.
Retain the management right to subcontract or privatize any and
Collective
527
all aspects ofjob functions without further bargaining over
Bargaining
1998
GSA
0
Outscoring RFP for fleet stockroom operations.
decision. Bargaining shall be only over impact of decision.
Agreements
Retain the management right to subcontract or privatize any and
Collective
Have maintained rights to subcontract/privatize under
527
all aspects of job functions without further bargaining over
Bargaining
1998
LR
C
management rights, but City effectively prevented due to minimum
decision. Bargaining shall be only over impact of decision.
Agreement
manning (Fire) or no layoff provisions except for FOP.
528
Fleet Management Task Force-Outsource all or part of fleet
Collective
Bargaining
1998
LR
C
See Item #527.
services through either the private sector or Metro
Agreement
Collective
529
Eliminate all "Prevailing Benefits" clauses.
Bargaining
1998
LR
O
Proposed for FOP and IAFF. Retained in AFSCME and CIGU
Agreement
contract.
530
Eliminate five percent increase in salary, and hence all accrued
Collective Bargaining
1998
LR
0
Returned as part of deal to settle Gates case for AFSCME and
benefits, on retirement.
Agreement
CIGU. Will try for future negotiations.
531
Eliminate Union control or veto of any City -funded programs.
Collective
Bargaining
1998
LR
O
Proposed for deletion from FOP Collective Bargaining Agreement
Agreement
as it relates to the Health Trust.
Eliminate all City -subsidized payment of time used for Union
Collective
532
business, including "time pool," release to work, negotiations,
Bargaining
1997
LR
0
Retained for CIGU and AFSCME. Proposed for FOP and Fire.
grievance investigations, etc.
Agreement
Centralize all communications with the Unions through Labor
Collective
533
Relations Officer. This includes grievances, work peace issues,
Bargaining
1998
LR
0
Directive from City Manager.
concerns, etc.
Agreement
Prohibit any department, including Fire Department, from entering
Collective
534
into "side" agreements under the Collective Bargaining
Bargaining
1998
LR
0
Proposed for IAFF contract.
Agreements.
Agreement
535
Cost out the total financial package under the agreement to
Collective
Bargaining
1998
LR
C
determine the actual wages paid.
Agreement
636
Fleet Management Task Force -Terminate the current Police lake-
Collective
Bargaining
1998
GSA
P
Labor Relations/Contractual
home policy
Agreements
535
Fleet Management Task Force -Terminate the current Police take-
Collective
Bargaining
1998
LR
0
Subject to FOP negotiation process.
home policy
Agreement
Health Insurance Task Force -The chief benefits officer should
Collective
637
participate in some forth with Union negotiations where benefits
Bargaining
1998
HB
C
are involved
Agreements
Risk Management Department Review -The City should conduct
Collective
538
an immediate review of all labor agreements to identify cost
Bargaining
1998
RM
C
Subject to Labor Management negotiations.
savings
Agreements
1997-1998 ALLDEPT INIT.As Prepared by City Manager's Office
C-C)
(Lon
6/29/98
Management and Productivity Initiatives
For All Departments
1997-1998
Initiative
Item No.
tion Initiative Descri
P
Category
g rY
Year
Department
:Status
Comments
539
Retain management right to make decisions required to operate
Collective
Bargaining
1998
LR
O
Proposed for FOP and IAFF. Retained in CIGU and AFSCME
and limit bargaining to impact only.
contract.
ontract.
Continue the Labor -Management Committee meetings in which
640
the Union and the Administration can discuss specific issues and
Labor Relations
Meeting
1997
GSA
O
MTG -and Committee created and on -going.
deas on an ongoing dialogue with the City.
Continue the Labor -Management Committee meetings in which
540
the Union and the Administration can discuss specific issues and
Labor Relations
1997
LR
O
Meetings have resumed and are on -going.
ideas on an ongoing dialogue with the City.
Meeting
541
Operating Practices- Develop a system to improve Internal
Labor Relations
communications (staff meetings, employee interaction meetings)
Meeting
1996
PR
C
Re -Instituted labor management process.
642
Institute a "Suggestion Box" for employees; consider incentives
Labor Relations
programs.
Meeting
1998
GSA
C
Completed
543
Review current fire inspection fee collection procedures.
Labor RelationsMeeting
1998
FIN
C
Establish Gear guidelines and procedures for department heads
544
to follow to their daily labor-management relations with
Labor Relations
1998
LR
C
Labor Management committees have been reinstated and are
representatives of the unions.
Meeting
monitored by Labor Relations Office.
Recognize the importance of the Office of the Labor Relations as
labor Relations
The Office of Labor Relations reports directly to the City Manager.
545
the institutional manager of labor management relations at the
1997
CM
City of Miami.
Meeting
546
Increase frequency of communications between employees and
Labor Relations
1997
LR
C
Labor Management committees have been reinstated pursuant to
City administrators.
Meeting
labor agreement.
547
Effectively integrate Union officials into the strategic planning
Labor Relations
1998
LR
O
Policy is in effect. Strategic planning has not begun. KPMG
process of the City.
Meeting
training is underway.
To improve communications, City management needs to
648
recognize and respect the leadership roles of Union officials within
Labor Relations
Meeting
1997
LR
C
City Manager is meeting with unions every other month.
their organizations.
Establish a capital assets management policy, similar to the
549
following: (In seeking to maximize the City's return from its current
Asset Management
and future asset portfolio, the City will aggressively manage these
Policy
1998
AM
O
assets) :
550
Incorporate the fourteen Guiding Principles related to Asset
Asset Management
Management identified by the SFRPC in its memo of 4/1/97.
Policy
1997
AM
C
551
Emphasize improved asset management in general as a means ol
Asset Management
achieving fiscal stability instead of land lease options.
Policy
1997
AM
U
Certain assets only appropriate for leasing.
552
Apply the principles embodied in the Checklist for Successful
Asset Management
Asset Management identified by SFRPC in its memo of 411/97
Policy
1997
AM
C
553
Fleet Management Task Force -Review remaining individual
Asset Management
vehicle assignment and vehicle take home policies
Policy
1998
GSA
O
Same as #49 and #472
Fleet Management Task Force -Work with using agencies to
554
determine fleet size and composition necessary to perform
anagement
Asset Management
1998
GSA
O
Requested heavy equipment needs assessment from user
departmental functions
Policy
departments.
1997-1998 ALLDEPT INIT.As
Prepared by City Manager's Office
6/29/98
Management and Productivity Initiatives
For All Departments
1997-1998
Initiative
Initiative Description
Category
Year '
Department
Status
Comments
Item No.
555
Fleet Management Task Force -Evaluate and establish a
Asset Management
1998
GSA
O
For MRC Building . Also, add electric alternative fuel vehicles to
motorpool, where applicable
Policy
fleet.
Fleet Management Task Force -Implement a vehicle
Asset Management
Needs to be in conjunclio6 with Finance, Budget, and
556
replacementidisposal program using proceeds from sale of
Policy
1998
GSA
P
Procurement
vehicles to offset new vehicle purchases
557
Operating Practices -Establish a preventive maintenance program
Asset Management
1998
PR
O
City-wide Problems. Needs cooperative effort involving
for park facilities and equipment
Policy
GSA/PW/Parks/Budget.
Operating Practices -Consider maintenance costs and other
Asset Management
558
operating costs prior to the approval of Capital Improvement
Policy
1997
AM
P
Refer to Budget.
Projects
Maximizing the City's return will include pursuing all.
ownership/mgmnl. strategies, which optimize the benefits of
Asset Management
559
private ownership (lax revenue streams and elim.public costs
Policy
1997
PF
D
Move to Asset Management
associated with ownership), while meeting the City's public policy
objectives.
561
Coconut Grove Convention Center Increases -Increase the CGCC
Asset Management
1998
PF
C
Rate Increased to $2150.00/Day
sold out lot from $800/day to $1500/day
Policy
562
Coconut Grove Convention Center Increases -Add a move-
Asset Management
1998
PF
D
Evaluated rate increase and found that we would not be
in/move-out rate for CGCC
Policy
competitive given the current condition of the facility.
Coconut Grove Convention Center Increases -Increase the
563
minimum rental guarantees to $2000 per hall or charge a flat fee
Asset Management
1997
PF
C
or usage of the halls eliminating the option of a minimum or net
Policy
rate
664
Review of Marina Rate Increases -Recommend increasing rate for
Asset Management
1997
PF
C
Rate increased to $ .60 (LF) for sightseeing vessels.
sightseeing vessels from $.401f to $.801f
Policy
565
Review of Marina Rate Increases -Recommend increasing rate for
Asset Management
1997
PF
C
Rate increased from $ .21 (LF) to $ .30 (LF)
commercial vessels comparable to the County
Policy
566
Review of Marina Rate Increases -Recommend elimination of the
Asset Management
1997
PF
C
20% discount to City residents
Policy
The City should evaluate various levels of asset privatization for
Asset Management
567
all new capital projects as it plans, builds, or acquires additional
policy
1998
AM
O
public facilities and assets.
The City will manage its existing portfolio by selling or donating
Properties being evaluated to determine whether it makes
568
non -buildable parcels; "packaging" and marketing properties;
Asset Management
1997
AM
O
economic sense to sell or lease. Properties are being packaged in
"packaging" properties for future use; reviewing alternative
Policy
order to maximize value. Donation issue is under review by the
ownership/management options.
Law Department.
569
Complete the Inventory of all City owned and leased property.
Property Inventory
1997
AM
C
570
Develop a strategy for continuously updating the comprehensive
Inventory
property Inventory
1997
AM
C
of City property.
1997-1998 ALLDEPT INIT.xIs Prepared by City Manager's Office
6/29/98
Management and Productivity Initiatives
For All Departments
1997-1998
Initiative
Item. No.
Initiative Description
C ategory
Year
Department
Status
Comments
Opportunities Task Force -Should compile a complete Inventory of
671
all real estate parcels owned by the City, including location,
Property Inventory
1997
AM
C
description, current use, etc.
Opportunities Task Force -Parcels should be categorized
572
according to their use, i.e., city operations, leased to third party,
Property Inventory
1997
AM
P
Budget issue
vacant, etc.
573
Document current condition of all properties (e.g. brief description,
digital pictures).
property Inventory
1998
AM
P
Pending money and staff.
Conduct a comprehensive review of all facilities subject to the
574
requirements of the ADA to determine the costs for required
improvements and begin the budget process for these
Property Inventory
1997
AM
P
Refer to Risk Management.
improvements.
Revise LDRs to include monitoring of roads, water, sewer,
575
drainage and any other infrastructure that may be controlled or
Property Inventory
1997
AM
P
Refer to Public Works.
affected by agencies other than the City.
876
Prioritize properties identified for sale or lease and establish
potential market value through assessment and/or appraisal.
Property Inventory
1998
AM
0
577
Establish future property tax potential.
Property Inventory
1998
AM
D
Not helpful unless future use is known.
Add the following info. to the property inventory spreadsheet: book
578
value, assessed value/date, appraised value/date, potential
annual property tax base based on current/future use, annual
Property Inventory
1997
AM
D
This process should only occur on property
P Y P P rty identified as surplus.
maintenance cost, surplus status.
679
Develop Annual Property Plan that supports the proposed City
Annual Property
Asset Management Policy.
Plan
1998
AM
C
Ensure that all transactions involving City owned or controlled
580
properties will be subject to the review and approval of the Office
Annual Property
AM
C
of Asset Management.
Plan
Opportunities Task Force -Analysis should be performed for each
581
parcel of tease property to determine certain factors (see task
Annual Property
1997
AM
C
force report for factors)
Plan
582
Include an assessment of City capital facility needs and
in
Annual property
THIS IS DONE ANNUALLY IN THE CIP PLANNING PROCESS.
operations ro'
the projection of past, resent P and future
Plan
1998
CIP
0
THIS COULD REQUIRE COORDINATION BY ASSET MGT. IF IT
deficiencies and financial obligations.
IS TO BE INCLUDED IN THE ANNUAL PROPERTY PLAN.
583
Conduct a comprehensive review of all facilities to improve public
Annual Property
safety and to reduce liability.
Plan
1998
RM
0
Opportunities Task Force -Parcels currently used by the City
584
should be analyzed to determine certain factors (see task force
Annual Property
1997
AM
C
report for factors)
plan
Opportunities Task Force -An analysis of surplus parcels should
585
be performed to determine certain factors (see task force report
Annual Property
1997
AM
C
for factors)
Plan
686
Opportunities Task Force -Should consider selling the Miami
Annual Property
properties to one of the lessees or another third party
Plan
1997
AM
0
587
Sale of City Assets -All city property offered for sale should be
Annual Property
reviewed by the Law Department
Plan
1997
AM
0
1997-1998 ALLDEPT INIT.As
Prepared by City Manager's Office
6/29/98
Management and Productivity Initiatives
For All Departments
1997-1998
Initiative
Initiative Description
Category
Year
Department
Status
Comments
Item No.
588
Sale of City Assets -Original funding source utilized to acquire and
Annual Property
1997
AM
O
improve city owned property needs to be identified and analyzed.
Plan
Sale of City Assets -Review all City Parks and evaluate the ability
Annual Property
689
to provide a consolidated neighborhood park system, selling any
Plan
1998
AM
0
Review is underway.
non -essential and non -restricted park land
690
Sale of City Assets -Evaluate the transfer of small neighborhood
Annual Property
1998
AM
P
Refer to Parks for potential management agreements.
parks to Neighborhood associations
Plan
591
Sale of City Assets -Sell various identified properties (see task
Annual Property
1997
AM
O
Key city assets should be leased and not sold in order to create on
force report for specific listing of properties)
PI an
going revenue streams.
Sale of City Assets -If properties are sold to governmental
Annual Property
692
agencies City should negotiate a voluntary annual payment in lieu
plan
1997
AM
C
Policy approved by City Commission on April 14, 1998.
of taxes (PILOT) fee in connection with such sales transaction
593
Revenue Enhancements -Sell Inappropriate park properties (or
Annual Property
1998
PR
O
Initial list provided to Asset Management. These properties have
revert them to original donors)
Plan
minimal market value; selling park land is unpopular with citizens.
594
All City Departments should develop and obtain approval long
Annual Property
1998
AM
P
Assessment will begin in FY99.
range plans for the properties/facilities under their responsibility.
Plan
594
II City Departments should develop and obtain approval long
Annual Property
1998
PF
0
In progress.
range plans for the properties/facilities under their responsibility.
Plan
696
Each City Department should prioritize its properties /facilities
Annual Property
1998
AM
U
based on their Department's Strategic Plan.
Plan
This is part of the strategic planning process. Once effective
595
Each City Department should prioritize its properties Kacilities
Annual Property
1998
OMB
0
segmentation is achieved we can proceed to prepare Zero Based
based on their Department's Strategic Plan.
Plan
Budget projections that allow for the vertical prioritization of
business segments / functions.
695
Each City Department should prioritize Its properties /facilities
Annual Property
1998
FIRE
C
Department has formulated a 5 year CIP plan to address the
based on their Department's Strategic Plan.
Plan
facility needs.
Each City Department should prioritize its properties /facilities
Annual Property
Several studies on -going. Evaluation of GSA/Solid Waste
595
based on their Department's Strategic Plan.
Plan
1998
GSA
0
properties for sale and relocation of facility possibly to Bobby
Maduro Stadium properly.
595
Each City Department should prioritize its properties /facilities
Annual Property
1998
PR
O
Strategic Plan has not been finalized.
based on their Department's Strategic Plan.
Plan
Each City Department should prioritize its properties /facilities
Annual Property
The OPC is housed in the Police Building. This location is not
595
1998
OPC
O
suitable. We are working with the ACM to find an alternate
based on their Department's Strategic Plan.
Plan
location.
595
Each City Department should prioritize its properties /facilities
Annual Property
1998
PF
P
Pending a strategic plan.
based on their Department's Strategic Plan.
Plan
Each City Department should prioritize its properties /facilities
Annual Property
Solid Waste now houses Public Works operations and Police Fleet
595
based on their Department's Strategic Plan.
Plan
1998
SW
P
Operations. This space is needed by Solid Waste to house their
inspectors and customer service operations.
The Office of Asset Managenment should conduct market studies
Annual Property
This will be on an as -needed basis for all key properties in Fiscal
H
to determine how the surplus properties should be disposed and
Plan
1998
AM
P
Year 99.
recommendations included in the Property Plan.
1997-1998 ALLDEPT INIT.xIs Prepared by City Manager's Office
v'4T•
�y
6/29/98
Management and Productivity Initiatives
For All Departments
1997-1998
Initiative
Item No.
Initiative Description
Category'
Year
Department
'Status`
Comments
Determine all cost associated with the disposition of properties,
597
including but not limited to appraisal, advertising, administration
Annual PropertyPlan
1998
AM
C
and referendum cost.
The Annual Property Plan should include a summary of the
698
following information: Properties to be sold, properties to be
Annual Property
p rtY
1997
AM
0
Tax impact and maintenance cost will be part of the FY99 property
leased. leases due to renewal, tax impact, cost of maintaining.
Plan
plan. Others are complete.
Ticket Surcharges are in place at Public Facilities. Event rental
699
Evaluate and implement measures to utilize public parks and
Annual Property
1998
PF
C
rates are reviewed annually to ensure that they are competitive.
recreation facilities to better generate revenue.
Plan
Fee Waivers are not recommended by policy. Boat Ramp Use
Fees are not practical at this time.
One department should be responsible for and adequately funded
600
or the maintenance and facility operations of all improved City
Property
1997
GSA
p
Requires/Assets Management/Public Works/Parks/Police/Fire and
properties. Consolidate all property management / maintenance
Maintenance
other departments INVOLVEMENT.
unctions under GSA.
Transfer the property maintenance individual currently in the
601
Department of Planning and Development to the GSA
Property
1998
AM
D
Asset Management requires a person on site to assist in property
Department.
Maintenance
sales and emergency repairs.
Transfer the property maintenance individual currently in the
601
Department of Planning and Development to the GSA
Property
1998
GSA
P
Department.
Maintenance
Part of the Result Oriented Government Initiatives. Under
602
p g property type
Develop maintenance standards according toMaintenance
Property
1998
OMB
0
Benchmarking Best Practices we are to emulate best practices.
This is just another good business practice that should be
emulated.
603
Establish a periodic maintenance program for city owned
Property
properties including vacant lots.
Maintenance
1998
GSA
P
Requires additional staff and/or contractual services.
604
Analyze current property maintenance needs and integrate into
Property
maintenance plan and budget.
Maintenance
1998
GSA
P
Same as #603.
Part of the Result Oriented Government Initiatives. Under
605
Adopt space/office standards that would apply to all departments.
Property
1998
OMB
0
Benchmarking Best Practices we are to emulate best practices.
Establish standards for office use and allocation.
Maintenance
This is just another good business practice that should be
emulated.
To assure that the maximum sales or lease revenues realized
606
from properties targeted for sale, priority must be given to repairs
Property
1998
AM
C
Each property is evaluated individually and repairs are made when
and maintenance of these facilities.
Maintenance
it makes good business sense.
608
Complete inventory of rental property that provides the following
Property
information.
Maintenance
1997
AM
C
609
Potential market rate for each rental property.
Lease Administration
1998
AM
C
All new leases end licenses are negotiated at fair market value.
610
Current monthly rental rate.
Lease
1998
AM
C
Administration
611
Lease expiration.
Property
1997
AM
C
Maintenance
612
Forecast future revenue by utilizing current revenue figures and
Lease
property appraisals.
Administration
1998
AM
C
Done for all surplus properties.
Plan to re -negotiate rental rates / terms prior to expiration of
613
leases. Determine future rent increases based on potential land
Property
1997
AM
C
value and use.
Maintenance
1997-1998 ALLDEPT INIT.xls
Prepared by City Manager's Office
6/29/98
Management and Productivity Initiatives
For All Departments
1997-1998
Initiative
Initiative Description
Category
Year
Department
`' Status
Comments
Item Na
614
Annually review the inventory to assure that the city is maximizing
Lease
1998
AM
C
is return on rental properties as per Annual Property plan.
Administration
Develop a standard lease terms outline in conjunction with the
Property
616
City attorney that will best protect the City's interests as a
Maintenance
1997
AM
C
guideline for future lease renewals.
Establish and enforce a policy that the Office of Asset
Lease
616
Management must approve all lease proposals and property
Administration
1998
AM
C
purchases.
Move the collection and tracking of lease payments to the Office
Lease
617
of Asset Management. Integrate rental revenue information in the
Administration
1998
AM
C
financial system.
Move the collection and tracking of lease payments to the
Lease
Collection should be centralized in Finance Dept. with proper
617
Community Planning and Development Department. Integrate
Administration
1998
FIN
D
reporting to departments.
rental revenue information In the financial system.
Start an active campaign to identify delinquent tenants and bill for
Lease
618
past rent due. Develop and enforce a policy for late payment
Administration
1998
AM
C
which includes provisions for late charges and eviction.
Start an active campaign to identify delinquent tenants and bill for
Lease
618
past rent due. Develop and enforce a policy for late payment
Administration
1998
FIN
C
which includes provisions for late charges and eviction.
Organize the City Managers Real Estate Advisory Group of
Asset Management review committee approved by City
619
private industry professionals who are knowledgeable in the area
Private Business
1998
AM
C
Commission is functioning. Private sector individuals are called
of real estate to review the City's leases and provide advice on
Review
upon as needed.
leasing practices as needed.
Organize the City Managers Real Estate Advisory Group of
Already work with informal group of r Assoc. of Commercial
619
private industry professionals who are knowledgeable in the area
Private Business
1998
CM
Real Estate Women have volunteeredd tto
o provide this advise pro
r
of real estate to review the City's leases and provide advice on
Review
bono
leasing practices as needed.
Develop RFP for real estate brokerage services. The RFP should
Marketing of Rental
620
assure that rental properties receive maximum marketing
Property
1998
AM
P
exposure.
621
Advertise rental properties on the government cable access
Marketing of Rental
1998
AM
C
channel.
Property
622
Responsibility for environmental compliance at City operated
Environmental
1998
GSA
D
Should be Public Works.
properties should be consolidated into a single department.
Issues
The City's Leases need to be revised to better protect City's
Environmental
623
liability associated with tenant activities which may result In soil
Issues
1997
AM
C
and ground water contamination.
The City needs to establish a policy of environmental compliance
Environmental
624
on all of its properties and a program of annual operational audits
Issues
1997
GSA
D
Should be Public Works.
to ensure such compliance.
626
Fleet Management Task Force -A complete review needs to be
Environmental
1996
GSA
O
We have been working with DERM reference GSA properties.
performed to determine DERM and OSHA noncompliance areas
Issues
1997-1998 ALLDEPT INIT.xls Prepared by City Manager's Office
W)
W
6/29/98
Management and Productivity Initiatives
For All Departments
1997-1998
Initiative
Item No.
Initiative Description
Category
Year,
Department
' Status..
Comments
Environmental audits being prepared for the sale of surplus
626
property should at a minimum, conform to ASTME 1527-97 and
Environmental
should address other Issues which may be relevant to the
Issues
7998
AM
C
property being sold such as radon, asbestos etc.
In order to maximize the proceeds from the sale of surplus
627
property, the pmay want to consider selling on other than "as
Environmental
Issues
7998
AM
O
Properties are being evaluated on an individual basis.
is" basis, in appprropriate circumstances.
There should be an Assistant Manager in charge of Development
This function is important to the City; however, any number of
628
who oversees the management of City property and coordinates
Key Property
1998
CM
other City functions are equally important. We do not agree that
the Annual Property Plan with the Strategic Plan.
Disposition
this function needs to be headed by an Assistant City Manager for
a single function, no matter how important.
The City should continue to assemble "expert panels from the
Key Property
The City intends to continue working with the expert panels from
629
business community to give advice on critical segments of City
1997
CM
the Blue Ribbon Task Force and seeks their continuing input on
owned / leased properties.
Disposition
these as well as other issues.
Virginia Key and other large parcels of City property should be
63U
assembled into single, consolidated RFPs and these should go
Key Properly
1997
DEV
O
Discussion on Virginia Key development approach scheduled for
out to bid. Breaking up land parcels into different RFPs makes
Disposition
May 12, 1998, City Commission meeting.
economic development difficult.
With Watson Island, the southwest tract of land should be
631
designated for a "state of the art" Science Museum or a use that Is
Key Property
compatible with other cultural/arts uses found in other "world
Disposition
7998
DEV
C
Zonong is in place to allow it, but not designated solely for this.
class" cities.
lh Dinner Key, an RFP to lease the existing convention center
632
and site for development that maximizes benefit to the City, but at
Key Property
the same time does not erode the tax base of the surrounding
Disposition
7998
DEV
O
Currently under a feasibility study.
commercial properties.
With the Knight Center Nations Bank Building Garage and the
633
land under the Hyatt, the property should be considered for sale
Key Property
1997
AM
0
Property is being analyzed and a disposition procedure will be
since it has been operated at a loss for 15 years.
Disposition
recommended to the commission.
With the Department of Off -Street Parking, the City should buy all
634
lots and garages and then develop an RFP to get a private
Key Property
company to manage the lots with an initial 5-year renewable
Disposition
7998
GSA
D
Not GSA/ Should be Off -Street Parking.
lease. Profit to go to the general fund.
635
The legal Department should obtain concurrence of the City
Foreclosure Process
1997
AM
C
Process setup and working.
Manager's Office prior to foreclosure.
The City should avoid assuming the cost of taking title,
We generally concur with this recommendation; however, there
636
maintenance, insurance and disposal associated with properties
Foreclosure Process
1997
CM
are cases where the neighborhood interests override the financial
which are not beneficial to the City.
concerns. We reserve the right to make such decisions for the best
interests of the residents of our neighborhoods.
,
637
Charter Revisions: Revise charter to streamline property
transactions:
Charter Revisions
1996
CM
Need to establish Charter Review Committee
Expedite resolution of the issue of whether an emergency waiver
638
of charter requirements can be used in the disposition of City
Charter Revisions
1998
CM
Requires a legal opinion from the City Attorney.
owned properties.
The Charter Review Committee suggested by the Blue Ribbon
639
Establish a timetable to complete Charter revisions.
Charter Revisions
1998
CM
Task Force must be created first before a timetable can be
established.
1997-1998 ALLDEPT INIT.As
Prepared by City Manager's Office
6/29/98
Management and Productivity Initiatives
For All Departments
1997-1998
Initiative
Initiative Description
Category
Year
Department
Status
Comments
Item No.
Give the City the ability to negotiate property sales up to 20%
, , , - :.,. . • '
640
below market value on properties appraised below $500,000.
Charter Revisions
1998
AM
P
Requires Charter Change.
These would not need to go to the Commission.
641
Give the City the ability to hire licensed real estate brokers to sell
Charter Revisions
1998
AM
P
or lease City property.
Eliminate the three (3) bid requirement for any sales or lease of
642
properties less than $500,000 and all leases with terms of less
Charter Revisions
1998
AM
P
Requires Charter Change or Ammendmenl.
than five (5) years. These would not need to go to the
Commission.
Revise waterfront property section in Charter to establish
643
reasonable thresholds so that small parcels do not need to go to
Charter Revisions
1998
AM
D
the Commission for approval.
1997-1998 ALLDEPT INIT.As Prepared by City Manager's Office