HomeMy WebLinkAboutM-97-0278TO
FROM
CITY OF MIAMI, FLORIDA
INTER -OFFICE MEMORANDUM
DATE:
Honorable Mayor and Members March 25, 1997
of the City Commission SUBJECT
J, Discussion Item
(.�'
REFERENCES:
Edward M q z ENCLOSURES
City Manager
I am placing on the agenda a discussion item regarding the presentation of the Five -Year
Financial Recovery Plan for the Commission Meeting of April 2, 1997.
FILE .
Draft #1
CITY OF MIAMI
'FIVE YEAR PLAN
As of April 15, 1997
97- 278
Table of Contents
Preface
1
Guiding Principles
2
Operational
Recovery Plan
Financial Aspects
1)
Historical Perspective
5-
2)
Comparison of Miami to Other Major Florida Cities
9
a) The Comparison of Revenues
10
b) An Analysis of Expenditures
11
3)
Privatization on a Rational Basis
13
4)
A Strategic Planning Program for Miami
20
5)
Finding Regional Solutions to Local Problems
22
6)
Integration with Chambers of Commerce
24
7)
Public/Private Development Projects on City Land - An
25
Estimated Timeline
8)
Restoring Access to the Credit Markets
29
Managerial Recovery
1)
Reorganization Plan
31
2)
Reclaiming Management Rights
36
3)
Professionalizing Management & Changing the Internal "Culture"
38
at The City of Miami
4)
Charter Revisions
41
5)
Blue Ribbon Task Force Regarding Business Practices
42
6)
Financial Affairs
48
7)
Information Technology
50
8)
Health Insurance and Risk Managerment
52
9)
Procurement
53
10) Exhibits to tie out Stierheim Plan and Technical Support Advise
61
Financial Plan
1) Introduction 85
2) The Fiscal Year 1997 Plan 93
3) The Fiscal Year 1998 Plan 96
4) Recurring versus Non -Recurring Matrix 101
5) Other Alternatives Considered to Address the Fiscal Year 1998 Deficit 102
6) Exhibits I through VI 103
Appendix
I. Letters from Financial Institutions
II. Investment Policy
III. Detailed Projections
IV. Month Cash Flow
97- 278
Preface
In accordance with the requirements of 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, the City will
periodically compile and/or revise Five Year Plans which address its financial recovery
process . This particular Five Year Plan is the first to be. compiled pursuant to the
agreement.
The Five Year Plan is comprised of two basic parts:
1) an Operational Recovery Plan component which must address managerial,
operational and other deficiencies which were discussed in the Strategic
Financial Recovery Plan (an independent private/public sector product) which
was submitted to the City, on November 15, 1996, by Merritt R. Steirheim
(the "Stierheim Report") as well as any other deficiencies that may be
discussed in any official audits of the City, or as may be determined by the
Oversight Board; and
2) a Financial Plan which deals with budgets, revenue and expense projections,
and cash flows as defined in the ICA.
In the following pages you will find all the data which the ICA requires as of April
15, 1997. This plan was adopted by the City Commission on April _,1997.
As the Five Year Plan will elaborate, the financial deterioration of the City occurred over
a long period of time. As the Steirheim Report detailed, the financial condition of the
City coming into FY 1997 was extremely grave with an estimated operating deficit
projection of $68 Million.. Also, the Steirheim Report highlighted a fundamental lack of
internal controls and managerial oversight which, if left uncorrected, would severely
hamper the City's return to fiscal health.
The problems did not occur overnight nor will they be fixed overnight. The
Administration looks at the recovery process proceeding more or less according to the
following timeline; barring any major divestitures of land holdings:
1) FY 1997 - the identification of past and present deficits and operational
deficiencies, and the stabilization of the financial and managerial situations
and the analysis of land lease options;
2) FY 1998 - further stabilization of the financial situation, the negotiation of
union contracts, the analysis of privatization options, the issuance of land
leases, the initial creation a new strategic economic development planning
97-- 278
process, and the development of mid -management in -order to effectively
control operations;
3) FY 1999 - . further stabilization of the financial situation, further development
of mid -management, completion of a new strategic economic development
planning process, and implementation of potential privatization options.
4) FY 2000 - further stabilization of the financial situation; and
j 5) FY 2001 - the final financial stabilization of the City.
This Five Year Plan contemplates a gradual stabilization of the City's finances and
internal structural problems. The reason why this is so can be seen on the map appearing
on the following page. The City of Miami remains the fourth poorest city in the
Nation. Garnering substantial additional revenues from the public in order to balance the
budget must be done gradually with benefits being demonstrated along the way.
Finally, the City has adopted certain "Guiding Principles" for the development of the
Five Year Plan. The Guiding Principles serve as a point of reference in determining
which competing options should be chosen. The Principles generally express a business
orientation towards operations. That goal is clearly intended as the Administration is
striving to conduct the business of government in a professional business -like manner.
97- 278
GUIDING PRINCIPLES
1
i
li
i
97- 278
Guiding ]Principles
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).
If the City undertakes a service, it should be prepared to do it efficiently.
The City should not undertake any service that the private sector can do better.
To ensure honesty by all employees, the organizational structure of the City government
should provide for appropriate internal controls over its business operations.
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.
The best qualified job applicant should always be selected.
City employees should have the resources to do their jobs professionally and efficiently.
The City shall join in offering and implementing regional solutions for regional
problems, such as unemployment, and welfare and immigration reform.
Tax exempt properties should be encouraged to pay its share of City services.
Business -like operations of the City should be accounted for like businesses only if all
related costs are recouped through user charges.
Adequate cash reserves, (for contingencies, working capital and other business needs),
should be established and maintained.
4
g7_ 278
Operational Recovery Plan
97- 278
FINANCIAL ASPECTS
97- 278
Historical Perspective
ctive `
intrnductinn
The City of Miami has experienced a period of rapid change in its population over the last
ten years. The average resident of the City has become younger and poorer -in the last
decade. These changes along with a stagnant property tax base have placed enormous
strains on the ability of the City to adequately service its residents. However, other
governments in South Florida have experienced the same pressures and have remained
relatively healthy financially. The difference is due to a number of factors, the most
important being'past administrations not minding the business of government.
This section will provide an overview of the conditions of the City as a whole and the
City government specifically to provide a basis on which to chart the path into the future.
To use the often quoted line, "those who do not know the past are doomed to repeat it".
After reviewing the history of the financial status of the City, the City cannot afford to
continue the policies of the past.
Ten Year Analysis
Several financial areas demand immediate attention. The most significant of these is the
continuing deficits from operations in the City's General, Enterprise and Internal Service
Funds. For the ten-year period ending September 30, 1996, the cumulative deficit in the
General Fund (expenditures over revenues) has been $5,389,000, the cumulative deficit in
the Enterprise Funds (net loss) has been $54,398,000 and the cumulative deficit (net loss)
from the Internal Service Funds has. been $27,252,000. In total this means that the major
operational funds of the City have produced losses of $87,039,000 over the last ten years.
Simply stated, over the past decade these funds have cumulatively spent an average of
$8.7 million annually more than they have earned.
5
97- 278
General, Enterprise & Internal Service Funds
Net Income or Loss
Millions
10
5
•
-10
-151 987 1988 1989 1990 1991 1992 1993 1994 1995 199E
Fiscal Year
General
Enterpise
Internal
These continuing losses have had a secondary effect on operations. Certain Enterprise
Funds have outstanding debt with the primary source of repayment being net revenues of
that fund. As can be seen from the above chart, with the losses in Enterprise Funds, a
secondary source of repayment must be called on so that the annually maturing debt can
be paid. This secondary repayment source is a non -ad valorem revenue in the operating
funds. Below is a chart showing the percentage of annual debt service cost paid from the
enterprise funds:
Revenue Bond Coverage
Percent
100
Coverage
80
60
40
20
0
1987 1988 1989 1990 1991 1992 1993 1994 1995 1996
Fiscal Year
6 97- 278
As shown in the previous chart, the Enterprise Funds have never covered the annual cost
of the debt service of their bonds. The best showing that they have made is covering 56%
of the cost in fiscal 1990. With annual debt service costs currently totaling approximately
$7.3 million, the call on secondary revenues (which otherwise could be used for General
Fund operations) is approximately $5.8 million.
While recognizing that certain of the Enterprise Funds cannot earn enough to cover
operational costs and debt service because of market conditions, the City can do a better
job of minimizing the annual loss. An example of this case is the Convention Center.
This operation has lost on average $2.2 million annually for the last eleven years. This
loss is not a cash loss but rather a loss produced by not fully funding depreciation of the
Center. This compares favorably to the Miami Beach Convention Center with an
operating net loss of $4.5 million and annual debt service costs of $6 million. The major
difference between the two facilities is the method for funding these losses. The Miami
Beach Convention Center uses a portion of the 3% Convention Development Tax to
subsidize operations and pay debt service. This Convention Development Tax, which is
collected countywide on room rents, is used under the rationale that the facility (like the
Miami Convention Center) is a regional facility and a regional tax base should support it.
The City will work toward the creation of a revenue source which will support all such
facilities like the. Convention Center, the Exhibition Hall, and Gusman Center which
draw residents and visitors from at least a countywide area. Such a revenue source may
be from a new revenue created by the State Legislature. It could also be from the State
Legislature's extension of an existing'revenue source to provide additional funds for this
purpose. Another potential source of such funding could come from the County's
reallocation of an existing revenue stream to fund such regional facilities for the City and
themselves. Finally, the State might authorize an additional local option revenue to cities
which the City could utilize as this funding source. All of these options are unlikely given
the current mood of the legislature; however, the City will actively pursue such
legislation with a long-term view toward passage.
A Consolidated View of Operations
Had all of the Enterprise and Internal Service Funds been consolidated into the General
Fund beginning in 1987, that fund would have created a negative equity of $64.5 million
by the end of 1996.
7
97_ 278
Consolidated General Fund
Annual Net Income and Fund Equity
Millions
20
0
-2 0
-4 0
-6 0
-80-- 1
1987 1988 1989 1990 1991 1992 1993 1994 1995 1996
Fiscal Year
Fund
Equity
Net
Income
In order to fairly state the financial statements of the City, a consolidation of the
Enterprise and Internal Service Funds into the General Fund is being considered by
management and the City's external auditors. The actual effect on the General Fund
equity will not be as extreme as shown above due to the effect that the elimination of long
term assets and long term liabilities will have on fund equity.. The enterprise operations
that have outstanding debt which contains a pledge of the fund's revenue will not be
consolidated into General Fund operations. However, the fund equity section of the
General Fund will be consolidated with a deficit unreserved undesignated fund equity of
$ as of September 30, 1996.
8
J7-- 278
Comparison of Miami to other 1l 4jor Cities in Florida
Introduction
The way to compare various communities and to place them on an equal basis is by using
a per capita cost instead of total costs. In comparing costs in this manner the relative size
of the jurisdiction is not material.
On the following pages are schedules and analysis comparing the ten largest cities in the
state, with. their revenues and expenditures placed ona per capita basis. The City of
Miami's income and costs have been compared to an average of the revenues and
expenditures of these ten largest cities (of which Miami is the second largest).
The numbers in this analysis originally come from the State Report filed with the
Comptroller's Office and compiled and published by The Department of Banking and
Finance in their Local Governmental Financial Report. The numbers herein are from the
report for fiscal 1995. We believe that the relative relationships remain the same for these
governments.
The Comparison of Revenues
For revenues the City of Miami is higher than the average in ad valorem taxes, and
federal grants and below average in local option taxes, impact fees, charges for services,
licenses & permits, State & local grants and fines & forfeits. Overall, the City of Miami
produces 77.25% or $533 less than the per capita revenues that the top ten cities in
Florida receive annually for their operations.
7
97- 278
All Funds Per Capita Revenues
Ten Largest Cities
St.
Fort
Top Ten
Miami to
Category
Jacksonville
Miami
Tampa
Petersberg
Hialeah
Orlando
Lauderdale Tallahassee Hollywood Clearwater
Average
Average
Ad Valorem Taxes
$327.82
$387.22
$281.98
$223.61
$164.85
$267.87
$342.09
$85.61
$227.19
$207.75
$251.60
153.91%
Taxes Fees & Licenses
206.51
173.70
267.86
153.86
210.38
307.97
253.11
294.08
211.46
289.96
236.89
73.33%
Spec, Asses, & Impact
0.00
2.82
0.00
9.26
8.75
54.58
0.04
3.90
0.00
0.00
7.94
35.48%
Charges for Services
1447.56
212.91
548.00
636.74
233.79
804.71
670.50
2404.70
598.95
879.44
843.73
25.23%
Federal Grants
51.94
37.52
178.30
17.28
59.72
29.79
94.59'
24.22
24.43
15.92
53.37
70.31%
State & Local Sources
240.63
99.18
142.28
158.68
33.22
367.72
111.05
81.35
108.91
117.53
146.06
67.91%
Fines & Forfeits
13.50
8.96
15.40
9.26
0.00
13.10
33.52
11.35
24.04
20.46
14.96
59.88%
Other Misc.
574.75
463.23
602.01
378.18
193.67
533.41
507.19
543.18
311.97
402.34
450.99
102.71 %
Interfund Transfers
561.66
424.75
336.87
328.17
150.80
384.37
176.72
553.17
71.46
390.08
337.80
125.74%
$3,424.36r��
$2,372.70
$1,915.04
$1,055.18
$2,763.52
$2,1�
$4,001.58 $1,578.42 $2,323.47�p
+,v�
G
Q
Comparing Miami to Other Major Cities in Florida
An Analysis of Expenditures
Is the City spending, on a relative basis, too much on debt service?
The City's cost for annual debt service is approximately 57% higher than the average of
the ten largest cities in the State. The charge has been made in the past that the City was
using some of its long term borrowings to fund operational costs. Such a practice would
account for the above average debt service costs.
Is the City spending too much, in total, relative to the other large Florida cities?
On an unadjusted basis, the City of Miami spends approximately 79% of what the other
large cities spend on a per capita basis. Adjusted for the high cost of debt service, the
percentage spending decreases to only 73% of what the other cities spend.
Does the City spend too much relatively on Public Safety (Police and Fire)?
On an unadjusted basis, the City of Miami spends approximately 41 % more of its
operational budget for Public Safety, on average, than the other large cities do on a per
capita basis. Adjusted for'the cost of debt service, the percentage actually increases to
52% more since debt service for the City of Miami constitutes a large share of its annual
expenditures. On a dollar basis the City of Miami spends almost $99 more per capita on
public safety than the average of large cities in Florida.
Where does that leave the other operations of the City on a relative basis?
It leaves the other operations of the City severely underfunded. If the City spends 27%
less than the average of the ten largest cities in the state on operations and, it spends more
than the average than those same cities do on public safety then, by definition, it provides
much less service in non-public safety areas than do the other cities.
11
97- 278
Per Capita Expenditures by Category
Ten Largest Cities
St.
Fort
Top Ten Miami to
Jacksonville Miami
Tampa
Petersberg
Hialeah
Orlando
Lauderdale Tallahassee Hollywood Clearwater Average Average
;rnment
$382.52 $431.87
$122.95
$338.44
$196.99
$396.78
$307.67
$216.73
$384,40
$435.30 $321.37 134.39% .
352.11 490.11
457.69
321.17
216.62
509.48
502.05
294.08
438.87
332.65 391.48 125.19%
Ironment
994.39 68.66
436.38
342.03
221.40
414.15
405.33
. 1879.36
250.51
542.09 555.43 12.36% I
n
329.98 63,54
100.49
90.91
18.72
213.20
83.54
334.01
72.72
128.24 143.54 44.27%
vironment
65,53 19.27
15.42
27.77
34.46
55.18
107.37
29.36
20.60
94.89 46.98 41.01%
ces
75.25 0.00
5.89
3.24
1.05
25.96
0.36
34.12
0.00
7.51 15.34 0.00%
creation
300.72 101.07
112.39
184.13
35.22
246.21
129.98
90.50
63.25
170.23 143.57 70.40%
254.35 221.91
210.80
96.07
29.96
269.38
89.55
106.20
47.35
91.65 141.72 156.58%
nsfers
254.61 175.02
219.61
321.74
32.90
254.99
300,05
512.80
84.64
170.42 232.68 75.22%
$3,009.46r 1. �
$1,681.62
$1,725.50
$787.33
$2.387.32
$1,925.89
$3,497.17 $1,3� $1,972 99
2755.11 1'
''
1470.81
1629.43
757.37
2117.94
1836,34
3390.96
1315.00
1881.34
11.70% 1j�31r99°
27.22%
18.61%
27.51%
21.34%
26.07%
8.41%
32.21%
16 86
j 8"fri o
12.78%�t"4 36 2°
31.12%
19.71%
28.60%
24.06%
27.34%
8.67%
33.37%
17.68%C 23 j 9 h 51f .. , o�
A A
Privatization on a Rational Basis
Several of the guiding principles used to compile this report refer to a concept that the
City should provide services as efficiently as the private sector. In those instances where
services cannot be provided as efficiently, they should be either discontinued or the task
should be out -sourced.
Privatization (out -sourcing) has the potential of saving the City millions of dollars
annually. However, if done improperly it can cost the City more than the potential
savings because of the complexity associated with the services privatized, the details of
the Request for Proposal (RFP) or Bid that would need to be developed, and the
contractual arrangements that must be negotiated between the City and the successful
private sector entity. This is an area where the City should riot be "penny wise but pound
foolish". The City needs to retain competent consultant advise for the development of the
RFP or Bid documents as well as to effectively evaluate and compare the offers from the
private sector.
Due to the fact that approximately 82% of the City's operational costs is comprised of
salary and fringes, the possible benefits of out -sourcing will only be recognized on a
substantial basis to the extent that they can accommodated through existing labor
contracts. The three major labor contracts of the City are with the American Federation
of State and Municipal Employees (AFSME), the Fraternal Order of Police (FOP), and
the International Association of Fire Fighters (IAFF).
The AFSME contract, for all intents and purposes, precludes the layoff of employees for
any reason other than for cause. The FOP contracts allows layoffs however, given
current Federal funding of officers through the COPS program, layoffs are not cost
effective. The IAFF contract contains minimum manning and service levels and other
restrictive provisions which preclude any serious privatization options. These three
contracts will be re -negotiated during FY 1998 as they terminate on September 30, 1998.
Given the current state of affairs, the City intends on using the resources offered to it
from the Blue Ribbon Task Force (See page 42) and the training offered by Dr. Dluhy
and Florida International University's Institute of Government (See page 38) to measure.
itself against the private sector and to examine viable out -sourcing options that may be
put into effect FY 1999.
The City's labor contract with the Labor International Union of North America (LIUNA),
which is the bargaining unit for the bulk of our Solid Waste Departmental personnel,
terminates on September 30, 1997. The provisions of the current contract with LIUNA
precludes privatization of the solid waste function during FY 1997. We will be entering
into contract negotiations with LIUNA beginning in May 1997 for the future contract
13
97- 278
period. -Simultaneously, the City will be investigating its privatization options in this
regard (See the Exhibit I which is a status report on the City's privatization efforts).
Candidates for privatization which the City may investigate include:
1) the sale, lease, or the entering into of a management contracts regarding the
operations of the Off -Street Parking Authority. At least four large firms have
expressed an interest in competing for such business (See Exhibit II- which is a
letter of interest from one such joint ventured entity);
2) Risk Management;
3) Fleet Management; and
4) others as private sector alternatives are developed.
14
97- 278
Pursuant to the direction of the City Commission, staff has pursued the possibility of
privatizing the Solid Waste Department of the City of Miami. Accordingly, a meeting was
held with representatives of the solid waste private industry on March 19, 1997, with
representatives of LIUNA, the solid waste union, present.
At this meeting, representatives of the private sector and LIUNA were requested to furnish the
City with written estimates to:
• Provide solid waste collection for 65,000 residences and hauling to solid waste disposal
sites. These estimates were for collection and hauling only, with the City paying the
disposal fee pursuant to existing contracts.
• Provide collection and hauling for 31,000 tons per year of illegally dumped material.
• Provide for collection and hauling of 13,000 tons per year from In-House/City of Miami
owned property and facilities.
• Provide for the servicing and hauling of 600 tons per year of litter from sidewalk bins near
bus stops throughout the City.
• State whether or not they would employ the current employees of the Department, and if
so, on what basis, and whether or not they would acquire the City's solid waste equipment.
On March 28, 1997 the City Manager's Office received written estimates from the following
three private haulers: Waste Management of Dade County (Waste Management), Browning
Ferrous Industries (BFI), and Kimmins Recycling Corp. (Kiinmins). A schedule illustrating
their comparative estimates is attached as Exhibit A.
Based upon the information furnished, it appears that the City may save between $1.1 million
and $2.7 million a year if the function were to be privatized. This represents a savings of up to
29% of comparative costs of collection and hauling of solid waste by the City. The three
companies responding have indicated that they would retain City employees who meet their
company's job qualifications. The companies have also indicated that they would pay the City
the fair market value of its existing solid waste equipment.
It must be realized that these figures are strictly estimates based upon information furnished to
the City. However, the Administration has every reason to believe that should the City issue
formal Requests for Proposals (RFPs) the potential savings may be even greater. The
Administration believes that to maximize savings, the City should be divided into 3 or 4
sections for the purpose of bidding, and that the bidders would be invited- to bid on each
section, with a separate bid for the entire City.
It is the Administration's recommendation that it be authorized to. employ consultant(s)
experienced and knowledgeable in privatization in other communities to assist the City in the
preparation of a formal RFP, to analyze the proposals received, make recommendations of
awards to the lowest and most responsive bidder or bidders, and help negotiate a three- to five-
year contract.
15
97- 278
Schedule of Estimated Costs Under Privatization Exhibit A
Waste Management BFI Kimmins
Residential Collection Only
$
7,500,000
$
9,601,800
$
9,130,000 '
Illegal Dumping
1,350,000
1,320,000
1,350, 000 2
In -House Accounts
150,000
150,000
2
150,000 2
Litter Containers
525,000
107,000
525'000 2
Cost of Collection & Hauling
$
9,525,000
$
11,178,800
$
11,155,000
City Disposal Costs - 1997-98
7,156,000
7,156,000
7,156,000
Cost of Private Collection & Disposal
$
16,681,000
$
18,334,800
$
18,311,000
City's Comparative Cost 3
19,418,700
19,418,700
19,418,700
Estimated Savings
$
2,737,700
$
1,083,900
$
1,107,700
Notes:
1 Estimated costs are mid -range of figures provided by Waste Management.
2 No estimate provided, higher competitor's cost used for comparison,
3 Calculation of City's Comparative Cost of Solid Waste Collection and Disposal:
FY'98 Forecast - Dept. Total $ 23,495,000
Less: Retirement (Gates) continual cost (2,375,300)
Recycling - not to be continued (1,291,300)
Street Sweeping - not to be continued (1,210,000)
Add: Mulching - not to be continued 150,300
Annual estimated cost of replacement
of Automotive Equipment 650,000
comparative City Cost $ 19,418,700
e
Lockheed Nlartin IMS
First Union Financial Center
200 South Biscayne Boulevard, Suite 1080 Miami, FL 33131
Telephone 305.377.1599 Facsimile 305.377.9559
March 20, 1997
The Honorable Joe Carollo
Mayor
City of Miami
3500 Pan American Drive
Miami, FL 33131
Dear Mayor Carollo:
Exhibit II
LOCKHEED MA RFrN
':��r
Lockheed Martin IMS in conjunction with APCOA. Inc. is pleased to present a conceptual proposal for
partnering with the City of Miami and the Department of Off -Street Parking to enhance operational and
capital abilities as well as provide substantial immediate and long -tern cash flow to the City of Miami.
LOCKHEED MARTIN IMS/APCOA QUALIFICATIONS: Lockheed Martin IMS is a wholly owned
subsidiary of the Lockheed Martin Corporation and is the most experienced company in the world in
assisting cities with all aspects of on -street parking programs. The Lockheed Martin Corporation is a
Fortune 15 company with annual sales of $30 billion. 190.000 employees worldwide and 17.500
employees in the State of Florida. Our Miami office is responsible for Municipal Service business
development nationwide and all Lockheed Martin IMS efforts in the State of Florida. We have also
moved our Latin America business development office to Miami. This office is responsible for all
Lockheed Martin Corporation products and service offerings in Latin America. Whether the challenge is
collection of parking and traffic citations. processing emergency medical transport billings. providing
electronic toll road collection systems or assisting jurisdictions with implementation of Welfare Reform
programs, Lockheed Martin IMS applies its leading edge technology to the solution of complex public
sector problems.
APCOA is the largest commercial operator of paid parking facilities in the United States with more than
.000 employees. APCOA provides capital for garage design and construction and state of the art user
friendly revenue control systems for cities and counties. airports. universities and hospitals. APCOA has
operated in Miami for 25 years. APCOA's largest client in Miami is Jackson Memorial Hospital with
more than 10.000 spaces operating on a 2.1 hour per day 7 day per week basis. APCOA provides leading
edge garage and lot revenue control technology as well as capital to expand parking systems while
increasing earnings through effective management techniques. APCOA nationwide accommodates more
than 130 million cars per year.
OUR UNDERSTANDING OF THE CITY OF MIAMI NEEDS: Both Lockheed Martin IMS and
APCOA fully understand the difficult financial challenges which face the City of Miami during the
current fiscal year and over the foreseeable horizon. The purpose of this conceptual proposal is to
document a methodology which will bring substantial financial resources to the City of Miami during the
current fiscal year and in future years while maintaining the Off -Street Parking Board in existence and
ensuring that properties owned by the Off-Strect Parking Board and the City of Miami do not have to be
sold to achieve financial goals. We understand that solutions trust provide not only one time but also
recurring revenues. We also understand that our proposal must be acceptable to the City Commission.
Off Street Parking Board. Fiscal Oversight Board and most importantly. improve the parking program for
the citizens and visitors of the City of Miami.
17 9 7- 278
THE LOCKHEED MARTIN IMS/APCOA PROPOSAL: By way of background information, the City
of Miami has issued parking revenue bonds with the remaining principal of approximately $16.9 million
to construct a number of parking garages, surface lots and other improvements. As a result of the
requirements of the Trust Indenture which governs the use of funds and the. prudent fiscal policies of the
Off -Street Parking Board retained earnings on the order of $15.2 million have been generated over the
years. In addition, the Department currently generates net revenue of approximately $3.0 million
annually before debt service.
The Lockheed Martin IMS/APCOA proposal envisions the Old Street Parking Board would enter a long
term operational lease agreement with our combined firms. That lease agreement would provide an
advanced lease payment to the Department of Off -Street Parking which would be utilized to defease the
existing bonds. This means that there would be no more parking bonds in existence and the related trust
indenture provisions which govern the use of the reserves would no longer be in effect. This would allow
the reserves to be utilized as a non -recurring revenue to fill the budget short -fall. The only reserves that
would remain with the Department of Off -Street Parking would be funds accumulated for a specific
purpose such as the Coconut Grove Parking Impact Fee Trust Fund and possibly a renewal and
replacement fund.
The long-term lease agreement with Lockheed Martin IMS/APCOA would require that future operational
revenues would be first set aside for operating the parking facilities. As a second use, operational
revenues would be retained by Lockheed Martin IMS/APCOA for recovery of the advanced lease payment
at a reasonable rate of return. The third use, which provides the recurring revenues to the City of Miami.
would be a sharing of net revenues on a negotiated formula. Our financial projections show that
significant recurring revenues which do not directly benefit the City of Miami today could be included in
the solutions to the City's financial difficulties which are currently being developed by the City Manager
for review by the City Commission and the Financial - Oversight Board. These are not theoretical net
revenues. They exist and can be validated for the future, thereby meeting the test of the Financial
Oversight Board.
ADDITIONAL BENEFITS: Lockheed Martin IMS could also work closely with the Dade County Clerk
of the Court to improve parking citation revenues for the City. If the collection ratio were brought up to
our national client levels in cities such as Boston. Washington, DC. New Orleans. Denver, Philadelphia.
Los Angeles and Milwaukee, significant additional recurring income would be available to the City of
Miami. .
The Lockheed Martin IMS/APCOA proposal also includes an understanding of the requirement to
negotiate development of a garage in Coconut Grove, replacement and expansion of Garage Number One
in the downtown area, a possible capitalization for Garage Number Four located at the James L. Knight
Center, and a cooperative venture with Miami Dade Community College Mitchell Wolfson Campus to
provide needed parking and overflow for the new Arena.
Most importantly. we will develop a transition process that ensures fairness for Department of Off -Street
Parking employees. Our history of partnering with government demonstrates that we are able to offer
transition plans fitted to the unique needs of each employee based on career status and individual goals.
HOW THIS PROPOSAL MEETS THE NEEDS OF THE CITY OF MIAMI: The Lockheed Martin
IMS/APCOA proposal meets all tests established by the Financial Oversight Board Agreement and
overcomes concerns which have been expressed regarding alternate proposals which provide one-time
solutions through sale of assets. Our key provisions include:
• Releases millions of dollars from Department of Off-Strcct Parking retained earnings as a
non -recurring revenue before the end of the current fiscal year.
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• Establishes a process to create real and measurable recurring revenue through partnering
with nationally recognized Lockheed Martin IMS and APCOA to operate the parking
facilities of the City of Miami.
• Keeps the Off -Street Parking Board in place to oversee the lease agreement allowing the
solutions to occur within the existing City of Miami Charter provisions which establish the
responsibilities of the Board.
• Provides a process to meet parking capital development requirements.
• Ensures a smooth transition for public employees.
Both Lockheed Martin IMS and APCOA stand ready to bring our considerable experience and resources
to bear to help resolve the financial issues facing the City of Miami while enhancing the parking process.
We look forward to further discussing partnering with the City of Miami and the Off -Street Parking Board
regarding this proposal.
Sincerely,
141,-
Roger M. Carlton Clyde Wilson
Vice President, Business Development APCOA, Inc.
Lockheed Martin IMS
RMC:ah
cc: City Manager Ed Marquez
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- A Strategic Planning Program For Miami
Whatever perception of Miami may exist outside this area., it is an undeniable fact that
Miami is Florida's foremost city, and has emerged as the true gateway linking the
Americas-- the central place of the western hemisphere. The city's economic resources --
the infusion of capital by global enterprises coupled with the energy supplied by a
virtually endless stream of migrants from other parts of the world —are more broad and
deep here than anywhere else in Florida and, creatively guided and focused, will provide
the means to develop and sustain the kind of diverse, viable community needed to prosper
in the next century.
Miami stands at the end of the 20`h century where Chicago stood at the end of the 191':
squarely at the gateway between an established industrial and commercial region and a
vast frontier poised for development. The scale is different now ---for Chicago, destiny
was its role as central place for the North American continent, linking the industrialized
east to the vast natural and agricultural resources of the west; for Miami, destiny is its
role as central place for the hemisphere, joining both American continents and the
Caribbean Islands.
Recitation of Miami's potential only restates the obvious. The critical question is what
the city can and must do to move beyond the obvious and begin capitalizing on its
potential. The city should embark on a coordinated program consisting of developing 1)
a new strategic economic development plan for the city; 2) a new comprehensive
development master plan, including a five-year component; and 3) a revised and
expanded land development master plan, including a five-year capital improvement
program.
1) Miami's strategic plan should concentrate on economic development as the
foundation for the city's future. Miami has unique assets and resources ---natural,
human, cultural and economic —that can be capitalized on for economic development:
Geographic Center of the Americas
Tourist and Visitor Destination .
Air & Sea Transportation Center
International Trade Center
World's Largest Cruise Ship Port
Sub -Tropical Climate
Medical & Research Center
International Finance Center
Import -Export Center
Marine & Industrial Center
The strategic economic development plan should define the ways by which these assets
and resources can be used to increase employment, tax base, and revenue potential for
Miami. Developmental opportunities for land under City control should be identified, in
order to utilize these assets for needed public purposes. Joint development opportunities
20
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should be detailed. Economic development strategies that assist the -development of new
industries, and new markets, particularly foreign markets, should also be emphasized.
2) To provide a development framework in which the strategic plan can be carried out, a
new comprehensive development master plan for the city will need to be created,
including a detailed view of the city's opportunities and constraints in these areas:
Land Use Economic Development
Infrastructure Transportation
Natural Resources and Conservation Open Space and Recreation
Coastal Resources and Management Tourist and Visitor Facilities
Housing Neighborhood Revitalization
The comprehensive plan's goals should include creating and maintaining a physical
environment that offers opportunities for the broadest range of human activities,
supported by necessary infrastructure and services. ' Neighborhood revitalization and
preservation will enhance in -city living for residents, and under-utilized industrial land
will be recommended for productive use. The comprehensive plan will produce
programs and policies designed to carry out its recommendations, beginning with a five-
year action plan component. This five-year plan will be updated annually, to provide the
basis for the cty's capital improvements program and operating budget.
3) Land development codes should be revised and expanded to enhance opportunities for
investment in local development. A top -to -bottom review should be made of how
these regulations have stimulated or thwarted development in the past, and how they
can be put to work to enhance allocation of Miami's finite resources, beginning with
land.
The capital improvements program will be revived as a management tool to allocate
funds to maintain infrastructure, achieve development plans, invest in neighborhood
revitalization, and provide essential facilities to improve the quality of life for Miami's•
citizens and businesses.
Many skills and talents will be required to produce and carry out this strategic plan, its
five-year component, and the supporting implementation programs. In addition to overall
conceptual and programmatic guidance by the City's professional planners, other
disciplines, in particular economists and land development specialists, will be needed to
identify and plan for Miami's development.
It is anticipated that this process will take several years to development. Coordination
with the private sector and academia will be critical for its success.
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Finding Regional Solutions To Focal Problems
Introduction
The City of Miami has the distinction of being both the largest city in Dade County, and as reported
in the 1990 census, the fourth poorest city in the United States. Both distinctions have been
influenced by the dramatic growth of South Florida, largely through federal immigration policy, -and
an inability to help the most economically disadvantaged communities in the city keep pace with the
economic growth around them. Too often the City leadership has found itself in a reactive position
in responding to the magnitude of the issue created from the effects of this immigration without
recognition of the financial impacts of these policies. These policies have resulted in population
growth and poverty beyond the ability of government to fiscally manage such increases.
County, State, and Federal policies have largely restricted the course of action of City leadership.
Clearly, as the City of Miami moves into the next five years, there must be a pro -active initiative to
be more than a passive participant in setting regional policies that have a substantial local impact.
The City of Miami will take a leadership role in establishing an increased cooperative dialogue with
other governing bodies, such as addressing regional issues and playing a major role in seeking
solutions and formulating policy. Welfare reform, immigration, unemployment, education and
social services are some of the issues that the City must address through intergovernmental
cooperation.
Welfare Reform
Welfare reform is dramatically impacting the City of Miami. With the largest caseload of welfare
recipients, and with the largest population of non -citizen residents, the Welfare to Work and the
Supplemental Security Income (SSI) provisions of the Federal Personal Responsibility and Work
Opportunity Reconciliation Act of 1996 suggest major problems for the City. It is estimated that
of the 40,000 Dade and Monroe individuals who must be in the workforce within the next two years,
many of whom are City of Miami residents. More than 100,000 non -citizens in Dade County are
facing the loss of SSI assistance. A large majority are City residents. Dade County has 24.8% of
the caseload of welfare recipients in the State of Florida.
Immigration
The City of Miami has been involved in the resettlement of refugees since 1960 when the first influx
of Cubans fled the communist regime. During the Mariel boatlift in 1980, the City was suddenly
responsible for the rapid response to the arrival of more than 100,000 Cuban refugees. In the late
1980s and early 1990s, City services were further challenged with Haitian and Nicaraguan
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9'7- 278
immigration -and more recently with the federal decision to admit the Guantanamo Bay Naval Base
detainees.
In each instance, Miami has embraced the refugee population and struggled to meet the financial and
service demands imposed upon the City's financial infrastiucture. Federal immigration policy has
provided access but little funding to cope with the resettlement and employment needs of
assimilating refugees into the community. The City recognizes the need to take a stronger stance
along with other cities, counties and states heavily impacted by immigration to implore Congress
to provide financial support for immigration policies.
Unemployment and Jobs
Florida's welfare reform, WAGES, is requiring employment for over 40,000 individuals in Dade and
Monroe counties before October 1998. Presently, an additional 80,000 individuals are looking for
work. Unemployment has increased in the economically disadvantaged communities of Miami.
These challenges require a leadership role in job creation and training, and small business expansion
and retention. The City of Miami is working with the WAGES Coalition, the Jobs and Education
Partnership Regional Board (JEP), the Greater Miami Chamber of Commerce, and the cities of
Hialeah and Miami Beach in an aggressive program to create private sector jobs.
The City must work closely with Dade County government and the WAGES Coalition to assure a
voice in the distribution of that funding so that the City receives its fair share. The City must also
work with other cities and counties throughout South Florida and the State to provide for adequate
funding from the federal government at the state level.
Conclusion
No matter how it is figured, federal health and social programs cuts are bad for the City of Miami.
At stake for the City of Miami are millions of federal dollars to pay health care costs for poor women
and children, the elderly and resident aliens. No matter how the federal government divides the
money into block grants, the number of poor people will not change. They will still be here, and if
the City of Miami does not get its fair share of federal money, the entire region will pay the
difference -- in higher hospital costs, health insurance premiums and taxes.
The intent of the City of Miami through an increased focus on intergovernmental cooperation is to
pro -actively address multi jurisdictional problems with other governmental entities. The desired
outcome is to be able not only to anticipate and adapt to future changes, but also ensure the receipt
of a fair share of all allocations of monies provided for local solutions to regional problems.
23 97- 278
Integration with Chambers of Commerce
The business community contributes a lot in terms of taxes, tourist and resident
destinations, employment opportunities, and vitality to the City of Miami. Miami in turn
offers a venue which is centrally located and provides the critical mass for successful
business operations.
Coordination between the business sector and the City has occurred primarily through the
Downtown Development Authority and this should continue as it has been productive.
However, there is a need for interaction between City management and the private sector.
in a more broad and on -going basis.
The benefit of such interaction is that of education. Both sectors get to learn the needs,
limitations, and resources of the other which, in turn, allows more opportunities to be
identified and taken advantage of and problems to be solved sooner.
The Greater Miami Chamber of Commerce has graciously extended a free Trustee
membership to the City Manager. This membership will allow the naming of ten City
executives to the various committees of the Chamber which cover the gamut from
international commerce to economic development to cultural affairs, etc. This process is
another example of the professionalization of City management as it is expected that the
City executives serving on the committees will learn a great deal from their private sector
counterparts.
However, the main goal of this type of coordination is to enhance economic development
within the City. Once the integration with the Greater Miami Chamber of Commerce has
been achieved, it is hoped that this type of relationship between the private sector and
government can be expanded to the other Chambers of Commerce residing in the City of
Miami.
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Public/Private Development Projects on -City Land
An Estimated Timeline
The following development projects are based upon a public purpose program of facilities
improvements and public uses as defined in the City of Miami Comprehensive Plan.
Through a competitive selection process resulting in long-term land leases, the following
projects will be developed through public/private partnerships utilizing private sector
financing and private sector design, development and management expertise to complete
the development program as adopted by the City Commission in accordance with the
herein defined schedule for project implementation.
Dinner Key
♦ Dinner Key Waterfront Redevelopment:
A 7 acre upland site and 6.5 acres of bay bottom lands to be developed
for a 120-slip marina, a full -service public boat yard and related
commercial utilization of existing historic hangar structures.
Developer selection May 1997.
Lease approval October 1997.
Construction commencement Spring 1998.
Project completion December 1999.
Estimated project cost: $8-$11 million.
Virginia Key
♦ Marine Stadium & Boat Yard:
A 31 acre upland site, inclusive of 300 existing dry rack boat slips, a
6,600 spectator stadium, 1,800 parking spaces, a 200 acre water basin
and 10,000 linear feet of shoreline to be developed for a marine
stadium, restaurant facilities, water sports recreation, hospitality, boat
yards and specialty entertainment.
RBP to be completed Summer 1997.
Proposals to be submitted Winter 1997.
Developer selection Spring 1998.
Lease approval Summer 1998.
Construction commencement Winter 1998.
Project completion Spring 2000.
Estimated project cost: $30 million.
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♦ Eco-Tourism Campground.
An 80 acre ocean front site master planned for public recreation
and camping to include 400-500 campsites, youth camping
facilities, fishing pier and environment shoreline and sensitive•
areas enhancements.
RFP to be completed Summer 1997.
Proposals to be submitted Winter 1997.
Developer selection Spring 1998.
Lease approval Summer 1998.
Construction commencement Winter 1998.
Project completion Spring 2000.
Estimated project cost: $10 million.
♦ North Point Development:
A 60 acre ocean front and bay front site adjacent to Fisher Island to
be developed for active recreational facilities, public beaches,
marina facilities and resort lodging.
RFP to be completed Summer 1998.
Proposals to be submitted Winter 1998.
Developer selection Spring 1999.
Lease approval Summer 1999.
Construction commencement Winter 1999.
Project completion Spring 2001.
Estimated project cost: $50 million.
♦ Virginia Key Sports Training & Recreational Center:
A 100 acre site centrally Iocated on the island to be reclaimed from
a land fill area closed in 1976 for active, field recreation -sports
facilities for general public park recreational purpose and for
privately operated sports camps and sports training facilities.
Approximately 50-acres to be leased for sports camp development.
RFP to be completed Summer 1998.
Proposals to be submitted Winter 1998.
Developer selection Spring 1999.
Lease approval Summer 1999.
Construction commencement Winter 1999.
Project completion Spring 2001.
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Estimated project cost: $10 million `
Watson Island:
♦ Aviation Facilities & Regional Visitors Center:
An approximate 10 acre site fronting on Government Cut Channel to
be utilized principally for municipal seaplane base and heliport with
supporting facilities for a regional visitors information center and
administrative offices. Visitor support facilities including retail and
food services are to be included in the terminal development
Leasing of the property to related aviation and visitor center
operators to commence May 1997.
Construction of facilities to begin Fall 1997.
Phase 1. construction completion December 1998.
Estimated project cost: $8 million.
♦ Watson Island Destination Attraction & Marina:
A 16 acre upland and 14 acre submerged bay bottom area to be
developed for a regional destination visitor attraction and hotel with
ancillary retail and entertainment services and a 100-slip, large vessel
marina.
RFP to be completed Summer 1998.
Proposals to be submitted Winter 1998.
Developer selection Spring 1999.
Lease approval Summer 1999.
Construction commencement Winter 1999.
Project completion Spring 2001.
Estimated project cost: $60 million.
Miami Riverside District
♦ Riverfront Entertainment District:
A 3-block assemblage of publicly -owned riverfront parcels
immediately west of the downtown central business district to be
developed for specialty entertainment, food service facilities and a
public market including 3 'commercial boat landings and a 40 slip
marina.
RFP to be completed Summer 1997.
Proposals to be submitted Winter 1997.
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Developer selection Spring 1998.
Lease approval Summer 1998.
Construction commencement Winter 1998.
Project completion Spring 2000.
Estimated project cost: $6 million.
e Lummus Park Folk Life Center & Heritage Festival Marketplace:
Development of a public folk life cultural center and associated
specialty retail concessions with food services, a public market and
specialty craft educational programs in Lummus Park
RFP to be completed Summer 1998.
Proposals to be submitted Winter 1998.
Developer selection Spring 1999.
Lease approval Summer 1999.
Construction commencement Winter 1999.
Project completion Spring 2001.
Estimated project cost: $3 million.
Little Havana:
♦ Latin Quarter Specialty Center:
A three-quarter acre parcel in the heart of Little Havana on Calle Ocho
(S.W. 8' Street) to be developed as a mixed -used project featuring
15,000 sq.ft. of specialty retail and food services adjacent to a 2,000
sq.ft. public plaza and 60 units of affordable housing for home
ownership.
Project currently under design by East Little Havana Development
Authority.
Construction to begin Spring 1998.
Construction completion December 1999.
Estimated project cost: $8 million.
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Restoring Access to the Credit Markets
The City of Miami cannot continue to properly function and serve the residents of the
City without access to the credit markets. Future infrastructure needs of the City make it
imperative that the City regain the confidence of the credit providers and be able to again
issue long term debt to construct long term assets.
Should cash flow considerations require it, the City will consider a Revenue Anticipation
Note or a Tax Anticipation Note issue in the fall. The City. has received assurance that
these bonds will be purchased by the local banking community (see Appendix "I"). The
sale of these bonds, if necessary, will be the initial post crisis financing. Once
accomplished, this bond sale will assure the nationwide credit market that the City has
regained control over its fiscal affairs. One indication of the City's comeback is that it has
also received a proposal from a credit enhancer who is interested in providing credit
support on City debt issues (see Appendix "I").
Another facility which the City will use to regain entrance to the credit markets is
communication with the municipal rating agencies. The two major rating agencies,
Moody's Investors Services and the Standard and Poors Corp., provide their opinions on
the credit worthiness of municipal issuers. These opinions are the basis of many buy or
sell decisions in the municipal securities market. The City has been and will remain in
constant communication with these rating agencies to insure that they are aware of the
actions instituted to correct the problems which resulted in this fiscal crisis.
The City has certain advantages in these discussions with the rating agencies. The first is
the strength of the local economy. Miami is the center for travel and trade with Central
and South America. The bulk of Latin American business is conducted in the City. With
this increase in business activity there has been a elimination of the excess office space in
the City. This is causing rents to rise and new construction activity to begin (see _, page
no.
The second strength is in the new management of the City. The analysts with these
municipal rating agencies have known the current management for an extended period of
time. One of the more important criteria in the evaluation of a City's credit rating is the
strength and capabilities of management. The long standing relationship that exists
between the management of the City and these agencies will give comfort as to
capabilities to effect the necessary changes.
Nevertheless these agencies are already looking toward a general strengthening of the
City's internal controls and mid -managerial expertise and will keep a watchful eye as to
how the community will respond to welfare and immigration reform in the coming
months. These municipal rating agencies always adopt a long view of the standing of a
City similar to the duration of the debt that on which they are giving their opinion. The
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structural changes that the City is making are the type of changes -most desired by the
rating agencies as these changes will have a long-term beneficial effect on the City and its
finances.
The City has adopted two additional documents which will show the determination of the
City to honor its obligations. These two documents are the Escrow Deposit Agreement
and the Investment Policy.
The Escrow Deposit Agreement will assure all bondholders that the funds necessary to
pay the cost of the debt service has and will be set aside in an orderly manner annually.
Any concern over the City's ability to pay should be calmed by the execution of this
document.
The Investment Policy sets forth a conservative and rational approach to the investment
of City fiords. While more restrictive than it could be, it does provide the City with
additional investment options with limits on the amounts which can be invested in each
investment type. It specifically restricts the City Manager's ability to enter into any
derivative transaction without specific approval by the City Commission. This limitation
is important because the cities that have experienced major losses from derivative
transactions have not had this oversight or disclosure (see Appendix "II").
30
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ti
•
The Reorganization Plan
The City of Miami's organizational structure has been reconfigured as of March 28, 1997.
Exhibits I and II are the new and old tables of organization (T/Os), respectively. The new
T/O addresses critical goals such as:
a) allowing for proper segregation of duties so that "checks and balances" exist;
b) promoting accountability for the.provision of services; and
c) fostering adequate management over the City's service deliveries and assets.
Summary
The changes reflected in the new T/O versus the old include the following:
a) A reduction of the number of Assistant City Managers (ACMs) from six to
two. The new ACMs will not have direct departmental responsibilities but
rather would provide true oversight and coordination of the various
departments of the City. One ACM will be over Finance and Administration,
and the other ACM will be over Operations.
b) The breakup of the Finance Department into four separate units:
1) the Office of Budget and Management Analysis, which will report
directly to the City Manager and will also include a Capital
Improvement Program (CIP) Section;
2) the Information and Technology Department (ITD), which will
coordinate all future citywide computer needs. ITD will also absorb
the functions of telecommunications and cable TV contract monitoring
from the Fire Department;
3) the Purchasing Department, whose role will be expanded to coordinate
or monitor all city procurements of goods and services; and
4) the Department of Finance, which will include treasury and debt
management as well as accounting and payroll.
The partitioning of the Finance Department into these .components is critical
to ensure that it would be virtually impossible for any individual(s) to conceal
misappropriation of funds and/or extremely poor results of operations. Also,
the new structure provides for adequate managerial attention on the financial
operations of the City.
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c) The Office of Asset Management has been merged into the Department of
Community Planning and Revitalization. With the City Commission's
approval, the Administration would merge the Community Redevelopment
Agency into this department as a new division. These actions consolidate the
City's land holdings, leases, and planning capabilities into one department
which will enhance the development of our assets. The department's new
name will be the Department of Planning and Development.
d) The breakup of the Department of General Administration Services and Solid
Waste into two components:
1) the Department of Solid Waste; and .
2) a new General Services Administration (GSA) which will, in addition
to the radio communications and heavy fleet maintenance already in
place, absorb citywide light fleet maintenance from the Police and Fire
Departments; risk management, the safety program, and group benefits
from the Fire Department; and certain building maintenance functions
from the Public Works Department and the former Office of Asset
Management.
These actions were taken to facilitate adequate managerial attention on
operations, as well as to set the stage for analyzing privatization (outsourcing)
options.
e) The Department of Parks & Recreation will have 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
realignment is to improve accountability over operations.
f) An Office of Community Information will be established to absorb Net 9
operations from the Fire Department; film permitting and certain public
information functions from the Police Department; and to serve as the
clearing -house for all non -emergency information that will go out to the.
community. And finally,
g) The NET Offices will continue to operate independently of one another;
however, one NET Administrator will be tapped to perform additional
coordination functions.
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Miscellaneous
Resumes for the positions of Finance Director and Director of Internal Audit and
Reviews are currently in hand and are being evaluated. In order to ensure an open
competitive selection process for the remaining six director positions available as result
of the reorganization, the City Manager will be working with the Human Resources
Director to convene a four -member selection committee, comprised of the ACM -
Finance and Administration, and one representative from the related industry, as well as
one from academia and government, respectively. These individuals will review no less
than 10 candidates recruited nationally and will narrow the pool to two individuals for the
City Manager to interview. The City -Manager will make his selection from these
finalists. The open competitive process for the selection of the ACM - Operations will be
the same except:
1) the independent selection committee will have a fifth member from the
governmental sector;
2) the committee will have a pool of candidates of no less than 15;
3) three finalists will be forwarded to the City Manager for final
consideration.
The transitional effects of this reorganization will be completed prior to fiscal year-end.
The proposed budget for FY'98, to be submitted to the City Commission by July 1, 1997,
will be structured in accordance with the new VO.
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Budget and
Management Analysis
(3)
---------------------------
Capital Improvements
Labor Relations
w
A. Federal & State Liaison
Equal Opportunity
lul (EO/DP)
(3)
Community Information
--- —------- ---.............
" Net 9
Film Permitting
I
Police
City Manager
Assistant City Manager
Finance &
Administration
Exhibit I
Assistant City Manager
Operations
(2) I
Fire -Rescue
Finance I I Human Resources NET Coordination
(1) H H (3)(6)
Information Technology Internal Audits and Building & Zoning
-----------------
"Telecommunications Reviews'(1) (2)
* Cable TV contract
(2)
Purchasing
(3)
Public Facilities
Planning and
- Development
* Lease Management
" Planning
" Land Development
" Community
Redevelopment Agency
(5)
Parks & Recreation
______________________
" Grounds Maintenance
Community
Development
(2)
--------------------
" Housing
" Jobs Program
Public Works
(2)
Office of the Hearing "CDBG
Boards
Votes:
(1) Resumes are in hand and selection process is underway.
(2) The directorship or position will be permanently filled through an open/competitive process.
(3) The directorship or position will be filled with an in-house Candidate.
(4) These operations will be analyzed for privatization options.
(5) The transfer of the CRA to under the City Manager requires City Commission approval.
(6) The NET Coordinator will be a NET Administrator with added duties.
Solid Waste
(2) (4)
General Services
Administration (GSA)
--------------------
Fleet Management
" Insurance Mgmt.
- Safety programs
- Group Benefits
- Risk
" Building Mgmt.
" Radio
Communications
(3) (4)
A 4
COMMUNTS'
REDEVELOPMENT CITY ATTORNEY
AGENCY.
'CITY OF MIAMI
FY'97 TABLE OF ORGANIZATION
RESIDENTS OF MIAMI '
CITY COMMISSION
CITY MANAGER I DOWNTOWN
CITY CLERK CIVIL SERVICE BOARD DEVELOPMENT I
AUTHORITY
INTERNAL AUDITS I d "I'
AND OPPORTUNITY
REVIEWS DIVERSITY
PROGRAMS
ASSISTANT ASSISTANT ASSISTANT ASSISTANT ASSISTANT
:FIRE CITY CITY CITY CITY CITY
MANAGER MANAGER MANAGER MANAGER MANAGER
NEIGHBORHOOD COMMUNITY
FINANCE ENHANCEMENT r AND PLANNING PUBLIC WORKS HUMAN
RESOURCES
TEAM REVITALIZATION
BUILDING ASSET PARKS AND
AND ZONING MANAGEMENT RECREATION
CONFERENCES
CONVENTIONS
AND PUBLIC
FACILITIES
' HEARING BOARDS
1
EXHIBIT
I
MIAMI SPORTS AND
EXHIBITION I OFF-STREET
AUTHORITY
ASSISTANT
CITY POLICE
MANAGER
GENERAL
ADMINISTRATION
SERVICES
AND
SOLID WASTE A
Reclaiming Management Rights
Managerial/Confidential Designations
The City's first step toward reclaiming management rights is the. establishment of a management
work force. As reported in the Stierheim Report, the City decimated its management work force
by transferring approximately 186 managerial and confidential classifications to the AFSCME
bargaining unit. These are employees who perform work that is not of a routine, clerical or
ministerial nature and require the exercise of independent judgment in the performance of their
job or they are employees who act in a confidential capacity to assist or aid managerial
employees.
Essentially this transfer left every department of the City without a mid -level management work
force. Although these classifications have Civil Service protection, they had been determined
through a State Agency designation to be managerial/confidential and therefore prohibited from
belonging to a bargaining unit.
The managerial/confidential designation is important because supervisors should be making
personnel and operational decisions without having a conflict caused by belonging to a union.
The City will proceed to petition the appropriate State agency to reestablish the appropriate
managerial/confidential employee designations throughout the City.
Development of Strategies to Deal with Labor Issues
In early 1998 the City will enter into labor negotiations with three of its four labor unions.
During past negotiations between the City and its unions an imbalance between management
rights of the City and the benefits and control held by union employees pursuant to their
contracts occurred. The fiscal crisis has brought to light many of these inequities which must be
addressed through future negotiations. The Administration proposes to use an outside labor
counsel team to assist the City in reviewing and formulating a strategy for labor negotiations.
The goal of the overall strategy will be to reclaim certain of the managerial rights as described
below:
1. The right of the City to not fund portions of its operations due to fiscal constraints,
without outside arbitration;
2. The right of the City to direct certain operations without seeking consensus of a
labor/management board;
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3. The right of the City to determine the number of employees to be utilized at any given
time and the method of funding departmental budgets for salaries;
4. The right of the City to respond to changes in services with changes in the number and
composition of employees;
5. The right of the City to set hours of work and to set assignments of shifts, overtime and
days off without regard to seniority;
6. The right of the City to determine the number of positions in classifications; and
7. The right of the City to make management decisions without being subject to impact
bargaining.
Conflicts between provisions within each collective bargaining agreement as well as conflicts .
between these agreements and existing local ordinances and state and federal laws must also be
addressed. Some of these issues may involve the revision of existing City Code sections or the
drafting of new legislation. The proper legal framework, through both ordinances and collective
bargaining agreements, is an essential element in the restoration of the proper balance between
labor and management.
In addition, Civil Service Rules have remained essentially unchanged since 1978. The Stierheim
Report suggested a reformation of the Civil Service System. Such far reaching changes would
involve legislation as well as negotiations with the City's four labor unions. The outside legal
counsel team would contribute the knowledge and expertise necessary to the City through the
intricacies of this process.
Because the collective bargaining agreements mandate the timetable for negotiations, these
issues must be resolved during Fiscal Year 1998. Anticipating considerable resistance from
labor unions and other interested parties as the City takes this new direction, the outside labor
counsel team is a necessity to accomplish the above stated goals.
The Fiscal Year 1998 union contract negotiations are critical to the long term fiscal and
managerial health of the City of Miami. If fundamental. changes are not obtained, the City
of Miami will not have the managerial flexibility to effectively react to changing socio-
economic conditions in the future.
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Professionalizing Management & Changing The
Internal "Culture" At The City of Miami
Overview
With a historical lack of key performance indicators and no systematic approach to
evaluating budget needs and related productivity analysis, implementing results -oriented
training initiatives throughout the City will be a priority in the months and years ahead.
Training for ' performance improvements is extremely important to the City of Miami
where, as an organization, it must both improve service levels while containing costs.
-Quite simply, the City's "customers" —taxpaying citizens —express growing concern
with both the quality and cost of public services.
The major purpose of all training and development programs is to remove performance
deficiencies, whether current or anticipated, that cause employees to perform at less than
the desired level. Training and development thereby enables employees to be much more
productive.
This is one area in which the City should borrow greatly from its counterparts in private
industry and academia. By implementing some of the same training tools the private
sector has used to improve productivity and quality, as well as to increase returns to
investors, the city can best use its people resources as well as taxpayer dollars. Currently,
the Gore Commission, the International City/County Management Association, and the
Urban Institute have developed materials for use in implementing "results oriented"
training initiatives. For the City of Miami, there needs to be a commitment to further
professionalization and ""state of the art" management initiatives. The culture of
bureaucracy needs a new perspective and "results -oriented" management moves in this
direction.
Proposed Management Training
Milan Dluhy, Ph.D., Director of the Florida Institute of Government (IOG), Florida
International University (FIU), has graciously volunteered to assist the City in creating
and conducting a series of seven (7) training modules —spanning 14 days of intensive
instruction —of which representatives from all departments, divisions and offices would
be required to attend and complete over the next 12 months.
Dr. Dluhy, and two doctoral students, will provide classroom materials, study guides,
exercises and classroom instruction for a number of modules, all of which are intended to
create a "Results -Oriented" Government structure and culture within the City. Other
professionals from the community will assist with the training.
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Core subjects to be addressed during the workshops include the following:
Strategic planning: setting a vision and mission for government, analyzing strategic
strengths and opportunities, and developing strategies for achievements of goals.
Benchmarking Best Practices: "learning from the pros" to improve government
processes and services.
Performance Measurement: developing outcome -based performance measures for every
department that are tied to the strategic vision and supported by both managers. and
customers.
Using Performance Results: institutionalizing a results -oriented management approach
that ensures that performance information is utilized in a timely, ongoing and effective
way.
Performance -Based Budgeting: improving accountability for results by incorporating
performance into the budget process. This is element is critical to making the "results -
oriented" approach work.
Contracting for Performance: implementing competitive contracting, including
contracting procedures, performance specifications, and contract monitoring and
enforcement. This will be implemented city-wide.
Creating and Sustaining a Supportive Environment: Transforming the organization prior
to and during the implementation of a performance measurement system.
Other Training initiatives
Once the Results -Oriented Government Training Program is well underway, it is this
Administration's intent to introduce other relevant performance -related training modules.
Specifically, safety training and communications skills workshops will be developed and
offered within all departments. It is believed that by heightening attention to these key
areas, the City will succeed in reducing Workers' Compensation Claims and project a
more consistent, professional appearance to its customers.
The safety components will attempt to:
1. Orient employees to safety rules, penalties for unsafe behavior, and incentives for
good safety records.
Z. Teach safe work procedures.
3. Provide instruction in how to uncover or identify safety hazards.
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The Communications module, which will be modified to be relevant for specific job
classifications, will focus on:
1. Developing phone/customer contact skills.
2. Encourage respectful conflict resolution.
3. Enhance verbal and written skills.
4. Designing Customer -driven services.
Changing Technology: One factor that is stimulating an emphasis on and commitment -to
training is technological change. The skills of today will not be sufficient for the future.
Hence, computer tutorials and workshops will also be offered to employees. It is
believed that by fully understanding and utilizing the tools available, the City will be able
to improve productivity and efficiency while creating a more fulfilled work force. It is
paramount that Internet training, e-mail, government information systems, and other
technologies be widely used in city government.
Professional Certifications/ "Refresher" Applications: Providing for continuing
professional education, particularly among key staff functions, is critical to ensuring that
the latest, most efficient applications are being exercised within the City. In the past, the
City has not encouraged nor funded training sessions that guarantee a "state of the art"
management team (e.g. changes in EEO laws, tax code, maintain job -required
certifications, etc.). The current Administration has provided for a modest level of
funding to cover these training related expenses in FY98 that cannot be accomplished
through the Results Oriented initiative. To ensure that all external training is critical,
however, all such requests will be funrieled through the City Manager for administrative
review and approval.
Relationships with Internal Environments
Top -Management Support: The current City of Miami Administration is committed to
both offering the above mentioned training and in requiring it as an ongoing development
objective. As a result, the module entitled "Performance -Based Budgeting" will be
conducted within the next 45 days, which will allow all department directors to
incorporate the lessons learned in the compilation and production of their respective
FY98 budgets, due to the City Commission for consideration by July 1, 1997.
Furthermore, once all senior staff has completed the modules, the City's Human
Resources Department will assume responsibility for continuing the program and will
offer it at least annually for all newly hired and promoted supervisors, managers and
above, as well as offer "refresher" applications to those who have graduated from the
program.
The Institute of Government .(funded by the State of Florida) at Florida International
University, is committed as part of its mission to assist local governments in South
Florida. In this case, the IOG will assist the Administration in designing and delivering
all professional training and will identify resources within the university and the
community to accomplish the transition to a more professionalized city government.
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Charter Revisions
The City of Miami's charter is antiquated and needs revision. - According to Black's Law
Dictionary, "a charter consists of the creative act of incorporation and defines the powers and
privileges of a city." When examining the charters of other cities, one finds documents that
define those powers and privileges succinctly.
The length of Miami's charter is approximately four times longer than the Metropolitan Dade
County charter and approximately five times longer than Miami Beach's recently adopted
charter. Simply based on volume alone, it appears the City of Miami's charter has more detail
than necessary. A city's charter should specify a city's powers and privileges, but it should allow
for the details of those powers and privileges to be defined through adoption of resolutions or
enactment of ordinances by the legislative body.
The Stierheim Report and subsequent technical assistance reports identify multiple areas in
which the charter can be updated to facilitate sound business practices. Some changes in the
following areas are probably warranted:
1. Civil Service System;
2. The authorization for Management to purchase up to certain dollar levels;
3. Local preference which may limit competition and opportunities to reduce costs;
4. Emergency waivers of procedures for land sales, etc.;
5. Procedures for bidding/selecting contractors.
A Charter Revision Committee, comprised of prominent business and civic leaders, will be
established in the Fall of 1997 to begin the task of identifying and crafting the necessary
revisions to the charter.
Revising the charter will enable the City to conduct its operations in a more business -like
fashion. It will also allow the City the flexibility to efficiently react to changes in social -
economic conditions. A revised charter is absolutely necessary for entry into the 2151 century.
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Blue Ribbon Task Force Regarding
Business Practices
On March 27, 1997, the City entered into a Memorandum of Understanding with the
three chairpersons of a Blue Ribbon Task Force which is being formed to make
recommendations to the City regarding its business practices. The Task Force
chairpersons are Edward T. Foote II, President of the University of Miami; Modesto. A.
Maidique, President of Florida International University, and *Ira C. Clark, President of the
JMH/Public Health Trust.
These individuals have volunteered their considerable talents to ' bring together
management practitioners, on a pro Bono basis, from large commercial, as well as not -for -
profit, organizations to form functional area expert panels which will perform reviews
upon the City within their respective expertise. It is anticipated that the Task Force will
require weeks and months of effort by upwards of 35 people in order to issue a final
report on or before September 30, 1997.
The Task Force's panels will focus on the following themes:
1) Organization, planning, and business practices;
2) Financial Management;
3) Technology;
4) Human Resources and employee benefits; and
5) Capital asset planning and management
There will be structured coordination between the Task Force and the City Manager's
Office. The City fully anticipates availing itself of the expertise offered. To ensure that
such expertise will not go wasted, follow-through upon the Task Force's
recommendations will be funded by at least $300,000 annually, beginning in FY 1998,
for a period of no less than five years.
As the Stierheim Report pointed out many areas need improvement. It is expected that
the Task Force report, given a greater time period for production, will instruct on how to
improve. Its recommendations will be prioritized and, to the extent possible and
appropriate, quantified. The Memorandum of Understanding which describes in further
detail the areas of focus is attached hereto.
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FILE Flo. 515 'gi 11'03 II�U11 Sr-V-P. Bus.,Fin. 305 284 4621 PAGE 2
MEMORANDUM OF UNDERSTANDING
BETWEEN THE CITY OF MIAMI AND
CO-CHAiRS OF A BLUE RIBBON TASK FORCE
This is a Memorandum of Understanding between the City of Miami, its Mayor,
City Commission, City Manager, and the proposed "Blue Ribbon Task Force", co-
chaired by tl' a undersigned. Its purpose is to assist the City of Miami in developing
recommendations to improve the business practices of City government. This
Memorandums outlines the arrangements, scope, approach, and timetable for the
project.
Project ObjeInives
The City is a business requiring the use of modern business practices to do its
work, now ►pore than ever. Its financial situation requires a thorough review of major
processes. l•: requires the planning and implementation of modern, cost-effective, and,
perhaps, even reengineered processes. Accomplishment of this major overhaul will
require a multi -year effort by talented individuals devoting adequate time and
resources to a variety of projects. A new City administration is now being formulated.
Until that ta::k is completed and new job responsibilities are defined, understood, and
assimilated, it is not possible to develop an implementation plan. Accordingly, this
project has the primary objective of identifying and prioritizing those actions which this
Task Force believes can provide the best long-term benefits to improve the
effectiveness of City government, and which can be implemented by the new
leadership team. The Task Force's goal is that when its work is done, the City
Manager and his team will then develop implementation plans and a system of
accountability to move forward on a planned, disciplined basis.
Task Force recommendations will be from the perspective of outside,
independew: management practitioners in large commercial, as well as not -for -profit,
organizations. its work will culminate in a report containing recommendations for the
improvement of the City's business practices. The recommendations will be prioritized
in some way and, to the extent possible .and appropriate, quantified.
Scoga and,NpAroach
The study will require significant resources over the next seven months, and the
final report is planned to be delivered on or before September 30, 1997. The first step
will be to compfete the formation of the Task Force. Next, an executive director and
secretary will be appointed who will provide staff support, coordination, consistency,
and directicn to those associated with this project. Money will be raised from private
sources to Fund these two positions and office support needs.
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FILE No. 515 02.,31 '_0' 11:04 IP1.*U11 Si-.ti1.P. Bus,, -Fin. 305 284 4621
PAGE 3
Memorandum of Understanding March 25, 1997
Between The City of Miami and Page 2
Co -Chairs of a i3iue Gibbon Task Force
Functional area expert panels will perform reviews within the areas of their
experience. While subject to change, the general organizational structure•of the
reviewers would be built around the following themes;
Organization, planning, and business practices.
This group will address such issues as the structures and processes by
which the City obtains business sector advice on such issues as strategic
planning, economic trends, and maximization of real property revenue
opportunities. It will also review existing plans and thoughts regarding
some of the City's most valuable assets, such as Virginia Key 'and
marinas. In addition, it will consider outsourcing opportunities and
provide advice, including ranges of potential savings, to the extent
possible.
Financial management.
This group will review and recommend improvements in processes by
which the City translates plans into budgets, provides feedback to line
managers and other constituencies, and maintains an adequate system
of internal controls. Procurement and sponsored programs administration
(grants and contracts with federal and other sponsors) controls and
business practices will also be reviewed by this group. -
Technology.
This group will review the City's needs for information and
communications technology, how they are being met today, and what
the plans in this area are for the future. This area provides key
infrastructure support for every other City activity and is ripe with
opportunities for very costly mistakes, especially in the selection, design,
and control of projects and the extent to which each of these phases is
outsourced and properly led/controlled by City leaders.
Human resources and employee benefits.
This group will review recruitment processes and those by which salaries
and wages are set and employee benefits decisions are made and the
various plans are administered. it will also consider and recommend how
the City can best obtain training on both a short-term and a longer -term
basis in skills development, management, and the principles and
practices -for improving the perceived quality and cost-effectiveness of
City services. The review of benefits administration processes will
include a special review of the workers' compensation administration
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FILE No. 515 03/31 '-07 11:04 I.T,:U11 Sr-.V.P. Bus/Fin. 305 284 46 1 PAGE 4
Memorandum of Understanding
Between The City of Miami and
Co -Chairs of a Mue Ribbon Zaskk Force
processes and costs.
Capital asset planning and management.
March 26, 1997
Page 3
This group will review the City's processes for planning, construction,
renovations, maintenance, and operations of its own facilities. Reviews
will be made of: energy management; fleet operations and maintenance;
custodial services; and processes utilized in hiring architects and
contractors.
The filial organizational structure of the reviewers is subject to change, but'the
themes outlined above will constitute the general approach, Inherent in this study is
the concept, of operational, as well as financial, performance measurement. An
extension of measurement is the concept of benchmarking performance against that
of other entities whose measures would indicate the potential for significant
improvements. In all aspects of this study, benchmarking will be considered, to the
extent feasible.
Other structures and approaches, corollary to the work of this Task Force,
might also be appropriate and be considered, once the study is underway. For
example, tho Task Force will study, as outlined above, the structures.for obtaining
advice regarding business practices. This might lead to recommendations that
advisory councils be constituted to assist City leaders, on a continuing basis, on
subjects such as: marketing and cooperative marketing of the City and its environs
and leading enterprises; economic development; poverty and welfare reform;
professional training and development of City employees; and employee benefits.
Panel members will be recruited to provide their services on a pro bono basis
from South Florida businesses, consulting and other professional services firms,
governmental and health care enterprises, and universities. It is believed that there
are sufficient numbers of public-spirited, talented professionals who will be willing to
serve the City in this way. They will begin their work by reviewing such documents
as Merrett Stierheim's Strategic Financial Recovery Plan, auditors' • management
letters, and whatever other documents may exist. Next, they will interview key City
personnel and obtain whatever other information might be available to assist in their
study. Each panel's work will be coordinated'with that of the other panels, and there
will be periodic status reports to the Task Force and the City Manager.
City G dministrators and staff are assumed to be available to meet with members
of review panels and provide responsive information on a timely basis. Unanticipated
exceptions -which would impact the timely completion of this project will be reported
to the City Manager. Hopefully, such events will not occur and will not impact our
ability to complete all aspects of the project.
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FILE No. 515 0 -31 ' 9 i 11: 05 I U : U1`1 S r- . V . P . Bus/Fir) . 305 284 4621
PAGE 5
Memorandum of Understanding March 26, 1997
Between The City of Miami and Page 4
Co-Cll2irs oaf a_Rue flihpon Task Force
Follow-up
This project will require weeks and months of effort by upwards of 35 people.
Some will have less knowledge than others about the City and its history, but all are
expected to be top-notch professionals who can add much value to improving the
City's business practices. To ensure accountability and follow-through, the parties to
this memorandum agree as to the following, first, beginning in FY 1998 and the
subsequent plan year, the City's budget will include funding for outside
implementation assistance, of at least $300,000 annually; and, second, the City will
include in its reports to the Governor's Financial Emergency Oversight Board, at least
annually, tho status of implementation of the recommendations contained in -the
September 30, 1997 report.
Scope LimitV 'o s
Tax avid fee issues,, and their related political feasibility, are beyond the scope
of this study. Task Force members and panelists are generally not municipal
government experts and it is agreed that it would not be appropriate for the Task
Force to address public policy and political issues. By the some taken, the Task Force
will recommend business practices that may or may not be presently authorized under
state and local laws. They will be based on solutions which have worked in other
enterprises, not necessarily municipal government.
Orgar izational issues will be addressed, but not personnel evaluations. Finally,
achieving the benefits of the recommendations contained in the report will be based
on numerous factors and assumptions, many of which are not within the control of
the Task Farce, so it cannot be guaranteed that the intended benefits will actually be
achieved.
Coordinatio,ILand Arrangements
The project will be coordinated through the City Manager. Meetings with him
will occur al: least monthly to keep him informed of progress and issues and seek his
guidance and counsel to resolve any issues that may arise. This coordination and
these meetings will also serve to provide accountability for satisfactory progress and
to mitigate against the natural apprehensiveness arising out of a project of this nature.
Other Arrangements
The City indemnifies the Task Force against any damage or expense that may
result from any third party claim relating to this project or any use by the City of the
46 97- 278
FILE t`lo . 515 03.- 31 ' P-7 11: 06 I D : Uf 1 Bus, -Fin. 305 284 4621 PWGE 6
Memorandum of Understanding March 25, 1997
Between The City of Miami and Page 5
Co -Chairs o Mlue nibbon le Force
work product, and the City will reimburse the Task Force for expenses (including
counsel fees) as incurred by it in connection with any such claim. And, of course,
since this project is being performed on a best efforts basis, neither the City nor the
Task Force Will be liable for any delays or failures to perform due to causes beyond
their control,
In witness hereof, the parties execute this Memorandum.
CITY of MIAMI TASK FORCE CHAIRPERSONS
Joe Carollo Date
Edward T. Foote 11 Date
Mayor
President
University of Miami
Tomas Regalado Date
Modesto A. Maidique Datu
Vice Mayor
President
Florida International University
J. L. Plummer, Jr. Date
Ira C. Clark Date
! Commissioner
President
JMH/Public Health Trust
Humberto Hernandez Date
Commissioner
Wifredo (Willy) Gort Date
Commissioner
Edward Marquez
City Manager
Date
CVd
97- 278
Financial Affairs `
Including the Divisions of Accounting, Budget and Internal Audit prior to the
Reorganization
Accounting Division
The Accounting Division of the Finance Department is deficient in technically qualified
staff to adequately provide the support and service to other Departments of the City. To
address this area of concern the City has amended its fiscal 1997 budget to provide for
additional staff not only for this Division, but for the Department generally. This
additional staffing will allow the Division to do its posting of accounts on a more timely
basis and accordingly provide monthly and year-end information on a more timely basis
to management. A separate group of reports should be developed and produced on a
monthly basis to provide summary management information on a timely basis and in a
useable form.
Office of Budget and Management Analysis
The Budget Office will report to the City Manager in the new Table of Organization. This
segregation of functions from the Finance Department should increase the internal
controls over the financial affairs of the City. The Office should extend its coverage over
the revenue structure of the City by producing a revenue manual which will investigate
and analyze each major revenue source of the City. This Office should actively monitor
the -Capital Improvement process and insure that all projects have an established funding
source prior to any contract award. Additionally, the coordination of Grants should be
strengthened and the timely filing for reimbursement should be administrated by the
Office.
Internal Audit Department
The Internal Audit Department is currently without a Director. Resumes have been
received and the selection process has begun. The new Director will have the proper
credentials for this position as recommended in the Stierheim Plan. This function will
report to the Asst. City Manager for Finance and Administration in the new Table of
Organization. The Department Director reports directly to the City Manager as all
Directors do; however, to place additional emphasis and attention to this important
function, the reporting relationship to the Asst. City Manager with proper separation of
the duties has been established. There are numerous comments of a technical nature
included in the Stierheim Plan and the Technical Assistance Reports which will be
addressed by the new Director as a high priority upon hiring and arrival.
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Treasury Management Division
The Treasury Management Division of the Finance Department is in charge of the typical
treasury functions of cash, investments and debt. In the area of investment management
the Technical Assistance Reports have proposed a series of recommendations centering
around the adoption of an investment policy in accordance with Florida Statutes. This
investment policy has been established and approved by the City Commission. Other
recommendations pertaining to this Division are contained in the Stierheim Plan. These
recommendations pertain to the segregation of debt service funds from the operational
funds of the City. They also deal with several potential debt restructuring transactions
which will be reviewed when the City again gains access to the credit markets. The
segregation of debt service funds has been completed with the City Commissions
approval of the Escrow Agreement with First Union National Bank which establishes
these separate escrow accounts for the City.
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Information 'technology `
The Information Technology Department (as per the recommendation of the Stierheim
Plan) was created with the reorganization of City management on Thursday, March 27,
1997. This Department is charged with the maintenance and extension of computers and
information technology citywide.
To assist in the development of the policies and procedures governing this important
function, a Steering Committee to be chaired by an Assistant City Manager and
consisting of the major information technology users will develop a mission statement for
the Department. This Committee will also develop a multiyear strategic plan which will
include, but not be limited to, information security concerns, the year 2000 conversion
issue, staffing and training needs, a disaster recovery plan, Personal Computer procedures
and networks and technical data processing issues.
The multiyear strategic plan will give direction to the Department. It will integrate the
City's business plan into specific directions to be undertaken by Information Technology.
This will allow for the planning of hardware and software requirements necessary for the
implementation of City needs in an orderly manner over a multiyear horizon. This should
provide for the best possible use of resources, capital and time by the Department in
support of the City's goals.
Some of the security issues that will be addressed by the Committee include physical
security of the site (including disaster recovery issues), security over access to
information (authorized access and password termination), integrity over systems
(program modification procedures) and the proper documentation of user systems.
The year 2000 issue has been addressed by the Department over the last five years. All
new software is compliant with the year 2000 issue and as systems are upgraded they
have been brought into compliance. There still are certain systems which are not able to
accept the rollover to 2000 in the City's family of software systems. The Committee will
address these systems and insure that the systems are modified • or the functions are
transferred to compliant systems.
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The development of proper staffing levels and the adequate training of that staff is an
issue that will be high on the Committee's priorities. This Department, along with many
other administrative functions, has experienced a 50% reduction in staff over the last ten
years. While some productivity gains have been achieved with new technology and
equipment, the increase in workflow has produced an actual reduction in effective
strength of almost 40% in that time period. The Committee will develop a staffing plan
for the Department and make recommendations as to the qualifications of that staff.
Additionally, maintaining the staff s training at a level to be of most use to the City -is
most important. Even with the proper staff levels, if the employee is not knowledgeable
about the software and hardware under their control, there is no benefit to the City.
The Committee will also concern itself with the development and testing of a disaster
recovery plan for information technology. Having such a plan is critical in an area which
is subject to natural disasters (hurricanes) as occurred in 1992. Seeing the effects of this
storin on South Dade County, it is imperative that we develop and test such a plan.
During the last ten years the City has moved from a mainframe computer application to a
distributed processing network with personal computers being used as workstations
throughout the City. Some planning has accompanied this movement. However, basic
issues such as equipment replacement and technology change issues have yet to be
addressed. There should annually be a fund established to enlarge the size of and replace
the broken and outmoded portions of this network. Additionally, new technology has not
been made available to City staff due to a lack of funds to purchase and expertise to
support it. The Committee will devise a rational, cost effective plan to address these
needs.
The technical data processing items that have been recommended by both the technical
review committee of the Stierheim Plan and the recommendations of the Interim
Management Letter from KPMG Peat Marwick are specific operational issues which
should be reviewed by the management of the Department for implementation.
51
97- 278
Health Insurance and Risk Management
As a result of the reorganization of the Administration, Risk Management and
Group Benefits (Health Insurance) merged with Risk Management in that both are funded
via the Self Insurance Trust Fund and this places all areas of insurance within one
division. It is the desire of the City to further evaluate the delivery systems of all areas of
Wsk Management to determine the most efficient and effective manner of providing these
services. As, a result of the reviews by Ryder Corporation, BellSouth and the University
of Miami, many areas of concern were brought to light which require attention by the
City's administration. Areas range from Self Insurance vs. Private Insurance to setting of
reserves, reviewing selected expensive cases, ratio of claims to adjusters and the
mechanism of health delivery for the City employees need to be further evaluated.
The City is investigating the feasibility of bringing in a team of professionals to
evaluate the current Health Plan and advise the City on a course of action. Although the
City has been self -insured since the mid 60's, it is time to take -a look at alternatives
which alleviate the City of having the full financial burden of all its liability and workers'
compensation claims much the same as it has done with its property insurance. At the
very minimum, catastrophic stop loss coverage should be considered where economically
feasible.
In summary, we agree conceptiorially with all the points outlined in the Stierheim
Report and look forward to exploring the feasibility of implementing most of the
suggestions.
52 97- 278
Procurement
The response following this page is from the new Director of Purchasing in response to
the recommendations of the Technical Assistance Reports and the Stierheim Plan. There
are many substantive and technical recommendations included in these two reports which
i management will be reviewing with the new Director prior to recommending changes to
the City Commission. Management agrees in concept with many of the recommendations
from both of these groups; however, is not prepared to recommend changes in ordinances
and resolutions at this time. These changes will be reviewed and the effects thereof
studied prior to management's recommendation to the City Commission anticipated
during the next three months.
53
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DEPARTMENT OF PURCHASING `
RESPONSES TO RECOMMENDATIONS
PART I: TECHNICAL ASSISTANCE REPORTS:
PROCUREMENT ASSESSMENT TEAM REPORT
I) Should increase use of tern contracts and blanket purchase orders.
Response:
Full automation of Purchasing in 1995-96 made it possible to access data
history, allowing us to combine same requirements of different departments into
term and blanket contracts. Automation has allowed us to achieve a cost
savings beneficial to the City, namely an increase of 250% in Citywide contracts
and 174% in term contracts in the past year. This department will continue to
increase the City's use of term and blanket contracts to achieve maximum
savings and enhance the efficiency of the procurement process. Volume buying
and more timely delivery will also increase departmental efficiency.
m) Chief Procurement Officer should be trained in the public purchasing profession with procurement
activities as his/her primary responsibility.
Response:
The Administration agrees with this recommendation. Effective March 27, 1997,
the Division of Procurement Management was established as the Department of
Purchasing. At that time, -the Chief Procurement Officer was appointed the
Director of the Department having sole responsibility for purchasing for the City.
It is the City's intent to provide the Chief Procurement Officer/Director with
additional training in. procurement as it becomes available and as needed. The
Chief Procurement Officer is scheduled to attend seminars offered by the
Greater Miami Chapter of the National Institute of Governmental Purchasing
(NIGP) and the Florida Association of Public Purchasing Officers (FAPPO) in
April, 1997.
Additional funding sources for ongoing training are needed.
n) Recommend that the Chief Procurement Officer position report at a sufficiently high level in the
organization such as the City Manager or the City Manager's designee.
Response:'
This recommendation has been implemented. Please refer to the above
response. Effective March 27, 1997, the Department of Purchasing will report to
the Assistant City Manager of Finance and Administration. In addition, the
Department's role "will be expanded to coordinate or monitor all City
procurements of goods and services."
54 97- 278
CITY OF MIAMI, FLORIDA Responses to Recommendations by Dept. Of Purchasing
o) Provide needed training and encourage certification for all professional staff.
Response:
The City agrees that training is an important and necessary component for
professional staff. The City Manager has authorized the attendance of
professional staff to training seminars conducted by two (2) . professional
purchasing organizations covering various purchasing topics in April, 1997. In
addition, the City has requested Mr. Edward G. Tolliver, Chief of Purchasing
t
Standards for the Florida Department of Management Services, on March 13,
1997 to assist in the provision of additional training for staff on purchasing goods
and services. Areas of training requested include Basic and Advanced
Purchasing, Contract Administration, etc. Training keeps staff current on current
procurement trends and increases work productivity, thereby increasing the
department's ability to meet the needs of the City.
Additional funding sources would be needed for implementation of this initiative.
p) Improve staffs understanding of customer needs with site visits and emphasize the professional
status of Procurement.
Response:
Additional training provided to professional staff will increase the professionalism
of the Department of Purchasing. Additionally, the relocation into the Miami
Riverside Center of the majority of user departments into one (1) location has
provided easier access and has enabled the purchasing staff to readily interface
and meet with user departments regarding.their needs in a more timely manner.
This will allow greater opportunities for staff to conduct site visits to the remaining
user departments at other locations outside of this facility. Currently, however,
this department has only one (1) City vehicle for use by all staff. The creation of
a City vehicle pool at this location is a must to ensure the availability of
transportation to make these site visits to other departments and vendors.
q) Obtain a professional needs assessment of the technology requirements of the City's procurement
process (especially looking at integration of SCI and APS).
Response:
The SCI modules directly relating to purchasing are fully operational and are
currently being used. This financial application was only implemented November,
1996, and as with any mainframe application, there are glitches which must be
corrected. We are -still in the initial phases of the implementation and are
resolving the "bugs" relative to the interface between SCI and APS. With time as
City staff becomes more familiar with the SCI system and the continuation of the
quick responses to the issues as they arise, we anticipate a smooth operation in
the near future. We do not recommend a professional needs assessment of
technology requirements at this time.
55
97- 278
CITY OF MIAMI, FLORIDA Responses to Recommendations by Dept. Of Purchasing
r) Retain the services of APS to complete the implementation of all three procurement purchasing
modules, which the City already owns.
Response:
Included in the letter to Mr. Edward G. Tolliver, Chief of Purchasing Standards
dated March 13, 1997, as reflected in the Response to (o), is a request for
technical assistance to implement the APS Contract Module III. As a result, the
City has been informed by* Mr. Tolliver that one of the members of the
Procurement Assessment Team intends to send a professional staff member in
the near future to Miami to work with this department to fully implement and train
staff on this module.
s) Eliminate all non -automated procurement requests.
Response -
While we .agree in principle, logistically it is not feasible to eliminate non -
automated procurement requests for Citywide term contracts for multiple users.
For other types of requests, except those with extenuating situations, the
implementation of this recornmendation is feasible..
t) Purchase requisitions should be issued to trigger procurement actions rather than memos.
Response:
See above response. When estimated prices provided by user on a requisition is
less than the cost received following bid the SCI system requires the rejection of
the requisition by the user and the reissuance of another requisition. This
process could delay the issuance of a purchase order. We question whether true
value is added when purchase requisitions are required to trigger procurement
actions rather than memos.
u) Professional staff must have adequate training on personal PC applications.
Response:
The department is especially sensitive to the need for this training due to
automation of the purchasing function. Professional staff members have been
scheduled for personal PC application training conducted by the Information
Technology Division and will be required to attend in the future. We remain
committed to becoming more proficient on personal PC applications.
v) City-wide department training on financial and procurement systems should be a requirement, not
an option.
Response:
We agree that City-wide department training on financial and procurement
systems should. be mandatory and not an option. it is recommended that
department directors require its personnel to attend the training, and there be
consequences for non-attendance.
56
97- 278
CITY OF MIAMI, FLORIDA Responses to Recommendations by Dept. Of Purchasing
w) Should develop and issue a comprehensive customer survey to determine satisfaction with the
purchasing process and identify deficiencies so that remedies can be implemented.
Response:
We recognize this is an important and valuable component to the procurement
process. A successful business would conduct a customer survey to evaluate its
strengths and weaknesses to improve customer service delivery. As a
government entity, we should apply the same standard. It is anticipated this
customer survey will be developed and issued by the beginning of the new fiscal
year.
x) Increase technical skills by training purchasing staff and customers.
Response:
Please refer to the above responses as cited in (o), (u), and (v) above.
Additionally, user departments will be notified of upcoming training and invited to
attend seminars and workshops offered by the NIGP and FAPPO to increase
their technical skills and knowledge in purchasing. All Department Directors have
been notified of training to be offered by the City in April, 1997 on the use and
execution of City contracts.
This external training will require additional funding.
y) Upon completion and distribution of a new Purchasing Manual, all City departments should be
trained by Procurement with follow-up training being provided annually.
Response:
Training will be conducted immediately upon completion of the Purchasing
Operations Manual which will be distributed at the training sessions. Follow-up
training will be conducted annually.
Costs associated with the printing and reproduction may require more than the
current budget allocations for these services.
z) Should consider providing new employees with procurement training as part of new employee
orientation.
Response:
Training new employees will not be necessary as Purchasing will provide annual
training to City departments on public purchasing, as indicated above..
aa) Establish a feedback loop to assist with vendor performance and contract administration, thus
providing essential information for future contracting.
Response:
One of the goals of this department is to establish policy and procedures for
vendor performance and contract administration, and to provide, training ' to user
57
97- 278
CITY OF MIAMI, FLORIDA
Responses to Recommendations by Dept. Of Purchasing
departments. We anticipate a process for evaluating- vendor performance
effective at the beginning of 1998.
bb) Recommend that all department heads be required to certify that an emergency existed in
accordance with criteria for making such acquisitions.
Response:
We agree that department directors should be held accountable for all
emergency requests, to ensure such request(s) is a true emergency. Purchasing
will continue to assiduously scrutinize emergency requests that it receives.
cc) An in-depth audit of the Procurement Division should be performed as soon as possible to help
identify additional corrective actions that should be taken.
Response:
The Department of Purchasing (formerly Procurement Management Division)
has been reviewed by a number of entities in the recent past, with varying
recommendations made by each entity. Notwithstanding this, the Department
maintains that the most benefit would be .gained from an audit conducted by the
National Institute of Governmental Purchasing (NIGP) which is experienced in
performing audits of purchasing agencies.
Additional funding sources would be needed to be identified to underwrite the
cost of this audit.
CITY OF MIAMI, FLORIDA Responses to Recommendations by Dept. Of Purchasing
PEAT MARWICK INTERIM MANAGEMENT LETTER:
a) City employees should immediately be informed of the City's procurement Department policies.
Response:
Purchasing regularly disseminates information on policies and procedures to
departmental employees via memoranda, seminars, and newsletters. The
problem arises with the constant turnover of city staff, and a lack of
intradepartmental communication and information sharing. The result is that
purchasing liaisons do not always receive the information they need. We will
continue to distribute information as needed and encourage departments to
properly inform purchasing liaisons of new policies and procedures.
b) City should consider establishing stern sanctions for personnel who violate procurement policies.
Response:
Sanctions should be considered if procurement policies and procedures are
blatantly and continually violated. Departments have been forewarned on two
(2) recent occasions, and we will consider amending the City Code to make
individuals personally responsible for any "unauthorized purchases" they make.
c) Should also consider informing major vendors of personnel who can act as buying agents on behalf
of the City.
Response;
Controls to ensure that City personnel are authorized to place orders to
accept/pick up goods have been addressed with the issuance of a February 19,
1997 letter to all vendors in the City's vendor database. They were informed that
before any goods are delivered or services performed, they must first have a
purchase order or a purchase order number.
STIERHEIM PLAN:
a) Oversight and related policies of the Procurement Division should be strengthened.
Response:
The reorganization of the Procurement division to a stand-alone department
strengthened its authority and expanded its responsibilities in City purchasing.
b) In depth evaluation of multiple functions assigned to Procurement Director do determine benefit to
City.
Response:
Refer to .the response to (m) in the Procurement Assessment Team Report.
c) . Practices should be evaluated to ensure a competitive process occurs when procuring large dollar
services.
59
97- 278
CITY OF MIAMI, FLORIDA Responses to Recommendations by Dept. Of Purchasing
d)
e)
fl
Response:
Centralization of the issuance of Professional Services Agreements throughout
the City has been centralized in this department. It is the intention of this
department to issue policies and procedures regarding the acquisition of
professional services to determine at what estimated financial levels require
competitive negotiation, obtaining a minimum of three (3) quotes, and/or the
acquisition of the same via the issuance of a Request for Qualifications or
Request for Proposal. Due to these anticipated changes, we will work in
conjunction with the Law Department to determine whether the City Code on
purchasing needs to be changed.
The implementation of this item may require additional professional staff and a
funding source would need to be identified.
All contracting should flow through the Procurement Division.
Response:
We agree that the contracting of all goods and services should be centralized
and flow through the Department of Purchasing. At this time, there are only two
(2) Sr. Buyers in the department.
In order to perform these expanded duties, additional trained professional staff is
required.
To ensure purchasing procedures are not bypassed controls over the use of "direct" purchases
should be vigorously enforced.
Response:
Please refer to the responses to (b) and (c) of the Peat Marwick Interim
Management Letter.
A formal training program needs to be adopted.
Response:
We agree with this recommendation. Please refer to the responses to the
Procurement Assessment Team Report, items (o) and (u) referring to training.
This department fully supports the need for training for all of its staff.
To fully implement the same, as stated earlier will require additional funding,
60
9?- 278
STIERHEIM PLAN
LOCATION 5 YEAR PLAN
Mid -Level Management
a) Reestablish Managerial and Confidential Employees Tab 7/Page 3
II Financial & Audit Controls
Critical Success Factors
a)
Finance and Internal Audit staff must be held accountable and
departmental objectives and metrics to measure the agreed
upon objectives must be established
Tab B/Page 1
b)
Selectively review and waive hiring freeze of positions
Tab B/Page 1
3 (
c)
Consider deleting "equivalent combination of training and
experience" for professional credentials
Tab B/Page 2
31
d)
Conduct a comprehensive review of personnel practices
Tab B/Page 2
31
e)
Establish Information Systems Stdering Committee
Tab B/Page 2
So
f)
Change Internal Audit's focus to controlling business risk,
including systems
Tab B/Page 2
4-5
g)
Establish Audit Advisory Committee to review work of
Internal Audit department
Tab B/Page 2
49
h)
Limited monitoring of departmental budgets performed
Tab B/Page 2
�8
i)
Each department should be required to prepare a business
planning cycle
Tab B/Page 2
3
j)
Too much time spent by Procurement on controlling low
dollar, high volume items and not enough oversight in service
related purchases
Tab Wage 2
Accounting Division
a)
Lack of technically qualified staff in some areas of the division
Tab B/.Page 3
b)
Should adopt formal closing procedures posting payrolls
immediately after the pay period
Tab B/Page 3
c)
Monthly and year end closing should take place on a speedier
basis
Tab B/Page 3
4 B
d)
High level accounting reports should be distributed to
management personnel
Tab B/Page 3
g
e)
A total solution for the City vs. A point solution for
departments should be developed based on a determination of
Citywide requirements (Kronos System)
Tab B/Page 3
�$
Budget Management Division
a) Placement of Task Force positions within the NET Offices
U
97- 978
STIERHEIM PLAN
LOCATION 5 YEAR PLAN
should be investigated as an option Tab BlPage 4�
b) CIP contracts should have funding codes identified and
approved by Budget prior to award Tab BlPage 4 g
c) Grant Administration and grant reimbursement processing is not
uniform throughout the City Tab BlPage 4' �B
d) Grant coordination should be strengthened. Tab B/Page 4 LP$
Procurement Management Division
a)
Oversight and related policies of the Procurement Division
should be strengthened
_
Tab B/Page 4
b)
In depth evaluation of multiple functions assigned to
Procurement Director to determine benefit to City
Tab B/Page 4 SS
c)
Practices should be evaluated to ensure a competitive process
occurs when procuring large dollar services
Tab BlPage 5 SS
d)
All contracting should flow through the Procurement Division
Tab BlPage 5 S(.
e)
To ensure purchasing procedures are not bypassed controls over
the use of "direct" purchases should be vigorously enforced
Tab BlPage 5 s 7
f)
A formal training program needs to be adopted
Tab BlPage 5 S�
Information
Technology Division (IT)
a)
Recommended that IT should report to the City Manager's
Office
Tab BlPage 5 a
b)
A technology Steering Committee should be established chaired
by an Assistant City Manager
Tab BlPage 5 Sy
c)
The IT Division should redefine its mission in light of the trends
in technology development
Tab Wage 5 sl
d)
IT must govern security issues which should not be overridden
by departments
Tab BlPage 5 153
e)
A plan needs to be devised and funded to complete the task of
making City systems Year 2000 compliant
Tab BlPage 5 15-3
f)
A comprehensive disaster recovery plan should be developed
addressing PC networks and the mainframe
Tab BlPage 5 S
g)
Backup procedures should be developed for the PC systems
Tab BlPage 5 SI
h)
Funding needs to identified and reserves need to be built to
complete the network infrastructure for Police and Fire and
replace PC's
Tab B/Page5 SO
i)
Positions should be created and funded to bring to City
appropriately skilled staff to maintain City in today's
technology environment
Tab BlPage 6 S
j)
Formal training program should be adopted for project
management and structured methodologies
Tab BlPage 6 S '
62
97-- 278
STIERHEIM PLAN
LOCATION
5 YEAR PLAN
k)
A formal tracking mechanism should be developed to create
measurability of performance
Tab B/Page 6
S�
Internal
Audit
a)
Should expeditiously hire a Director of Internal Audit with a
CPA, CIA, or CISA
Tab B/Page 6
�Q
b)
Audit function should have dual reporting to the City Manager
and to the Audit Advisory Committee
Tab B/Page 6
c)
An audit plan should be developed in conjunction with the City
Manager and department heads and should incorporate a risk
based approach focusing on internal controls and business risks
Tab B/Page 6
d)
The audit plan should include . a greater complement of
performance audits
Tab B/Page 6
e)
The audit plan should be reviewed by the Audit Committee to
ensure it is balanced : s
Tab B/Page 6
�
f)
The audit plan should provide for a sufficient review of systems
security
Tab B/Page 6
g)
Audit review should be provided to the YEAR 2000 system_ s
conversion
Tab B/Page 7�
h)
The skill set of audit staff should be broadened and staff should
receive appropriate level of training
Tab B/Page 7
i)
Staff persons with CPA licenses should be required to meet
�9
CPE requirements
Tab B/Page 7
j)
A summary of audit results and responses should be prepared
quarterly and presented to the Audit Committee and the City
Commission
Tab B/Page 7
k)
The City Manager as well as the Auditee should receive a copy
•
of the audit reports
Tab B/Page 7
47
1)
Staff time spent on non -audit functions should be reviewed,
audit staff work should focus on auditing
Tab B/Page 7
m).
Audit staff positions should be filled with individuals
possessing finance, accounting, audit, EDP and business
�9
backgrounds
Tab B/Page 7
n)
Job descriptions should be rewritten to reflect the correct roles
and responsibilities of the staff
Tab B/Page 7
o)
The City code requires significant revision to bring about the
recommendations outlined
Tab B/Page 7
p)
Audit staff dispersed in other departments 'should be identified
q
and centralized within the department, as appropriate
Tab B/Page 7
63
9'7- 278
STIERHEIM PLAN LOCATION
Audit Advisory Committee
a)
The City Code should more specifically delineate Audit
Committee composition in order to provide representation from
varied business backgrounds
Tab B/Page 8
b)
The Audit Committee should be expanded to include a City
Commission member as a non -voting member
Tab B/Page 8
c)
The Director of Internal Audit should be an integral participant
in Audit Committee meetings
Tab B/Page 8
d)
The roll of the Audit Committee should be expanded and
clarified to ensure review of both external and internal audit
results
Tab B/Page 8
e)
Meetings should be conducted quarterly, at a minimum
f)
The Audit Committee should provide a quarterly report to the
.
City Commission
Tab B/Page 8
g)
The City Commission should be educated on their role in
reviewing audit results and 'interacting with the Audit
Committee
Tab B/Page 8
Office
of Professional Compliance
a) The Office of Professional Compliance should be removed from
the department Tab B/Page 8
b) Consideration should be given to incorporating this function
within the Police Department organization, reporting directly to
the Police Chief Tab B/Page 8
c) 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 -Tab Wage 8
III Pension Review Task Force
a) City may wish to investigate possibility of issuing Pension
Obligation Bonds to eliminate unfunded liability in the GESE
Plan Tab C/Page I
IV Fleet Management Task Force
a) Terminate the current Police take-home policy
b) Outsource all or part of fleet services through either the private
sector or Metro
c) Strongly recommended that the services performed at General
Services Administration, Miami Police and the Miami Fire
64
Tab D/Page I
Tab D/Page 3
5 YEAR PLAN
3(
Z`i
3(
97- 278
STIERHEIM PLAN
Departments be consolidated
d) Review remaining individual vehicle assignment and vehicle
take home policies
e) Implement a complete Management Information System with a
Fleet Management module
f) Improve the bids and contracts process to enable the
acquisition of goods and services in a timely and cost efficient.
manner
g) Work with using agencies to determine fleet size and
composition necessary to perform departmental functions
h) Establish productivity and job standards
i) Determine proper classifications for work performed and
appropriate number of employees
j) Evaluate and establish a motorpool, where applicable
k) Implement a vehicle replacement/disposal program using
proceeds from sale of vehicles to offset new vehicle purchases
1) A complete review needs to be performed to determine DERM
and OSHA noncompliance areas
m) Need to optimize the layout and work flow. processes of the
physical plant
n) Car assignments should be reallocated on the basis of shift size
and duty assignment
o) Vehicle service life should be extended from 5 years- and/or
75,000 miles to 6 years and/or 100,000 miles
p) 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
V Health Insurance Task Force
a) The Benefits Department should be part of the Human
Resources Department or Labor Relations Office
b) Worker's Compensation payments should be integrated and
coordinated with health care
c) Each health care carrier should produce a claims analysis and
reviewed semi-annually be Benefits and Finance staff
d) A claims and financial analysis should be reviewed annually'
by Benefits, Finance, Human Resources/Labor Relations and
the City attorney
e) Should perform a quarterly reconciliation and accounting of
prescriptions against the administrative fee
f) A Summary Plan Description of all benefits should be prepared
and distributed to each plan member with all terms and
65
LOCATION 5 YEAR PLAN
Tab D/Page 3 37
Tab D/Page 3
36
Tab D/Page 4
3�.
3
Tab D/Page 5
Tab DlPage 5
J
Tab DlPage 6
13 C.
Tab D/Page 6
1%
Tab D/Page 7
3 (o
Tab D/Page 7
3 �-
Tab DlPage 7
3
Tab D/Page 7
3�
Tab DlAttach-
ment IIUPage 1
3�
Tab DlAttach-
ment IIUPage I
3
Tab DlAttach-
3
ment IIUPage 1
`� L
Tab ElPage 3
Tab El Page 3
�2
Tab E/Page 3
S2
Tab E/Page 3
Tab E/Page 3 S3
97- 271
STIERHEIM PLAN
LOCATION 5 YEAR PLAN
conditions clearly spelled out
Tab E/Page 3 Z
g)
Form 5500 for each benefit where form is required should be
examined by Benefits, Human Resources/Labor Relations and
s3
Finance Departments before being submitted to the IRS
Tab E/Page 3
h)
The chief benefits officer should participate in some form with
Union negotiations where benefits are involved
Tab E/Page 3 6S3
i)
An insurance broker should be available to the management
negotiating team to provide actuarial analyses
Tab E/Page 3 s Z
j)
Multiple year health care carrier contracts should be negotiated
and renegotiated not less than every two years
Tab E/Page 4 SZ
k)
The Benefits Office should have the services of a an insurance
broker available for use upon demand
Tab E/Page 4 53
1)
Authority to negotiate any type of benefit plan, including City
Manager, to contract with an insurance carrier should require
prior knowledge of Human Resources Director/Labor
Relations Officer, City Attorney, and Chief Financial Officer
3
before incurring obligation
Tab E/Page 4
m)
Should explore the possibility of contracting for some benefits
utilizing the combined leveraging ability of multiple local
communities
Tab E/Page 4 Sr 3
n)
A strong subrogation clause should be established and enforced
S2
within the health care plan
Tab E/Page 4
o)
Cost containment incentives for third party administrator or
I Z
health care contractor should be added to the contract
Tab E/Page 4
p)
Wire transfer procedures should be examined semi-annually
and transfer accounts should be continuously audited for
Z
accuracy
Tab E/Page 4
q)
' One, person should be designated in writing as plan
SZ
administrator
Tab E/Page 4
r)
The plan administrator should have the responsibility for
conducting a performance audit semi-annually on terms' and
S Z
conditions of ASO contracts
Tab E/Page 4
s)
A survey of all benefits should be conducted not less than
every two years to determine the competitive position of the
�Z
total benefits package
Tab E/Page 4
t)
The plan administrator should be very knowledgeable in
matters involving applicable regulatory compliance
Tab E/Page 4
u)
A sense of urgency coupled with empowerment and
responsibility should be developed within the Benefits Office
operating as a component of Human Resources/Labor
�Z
Relations
Tab ElPage 4 S
v)
Should periodically evaluate the difference. between self
insurance and commercial insurance to determine if advantages
66 o7_ 278
STIERHEIM PLAN
LOCATION 5 YEAR PLAN
lie in changes
Tab E/Page 4
w) May want to consider offering, on a voluntary (employee pay
all) basis, supplemental life and disability insurance
Tab E/Page S .5 L
x) The benefits program needs a formal delivery system
Tab E/Page S S Z
y) The benefits program needs coordination "to arrest and control
costs
Tab E/Page 5 Sr2
z) Management skills are needed to recover some unnecessary
expenses involving subrogation and coordination of benefits
Tab E/Page S S2
aa) An audit, review and control function is needed for health care
claims management
Tab E/Page S S�
bb) A method is needed to recover unnecessary tax expenses such
as those found in flexible spending accounts, pre-tax benefit
plans and possibly in retiree health care
Tab E/Page S SZ
cc) The self -insured plan must be run like an insurance company
with proper current funding and adequate insurance coverage
and reserves
Tab E/Page S SZ
dd) Employee contributions need to be deposited into a trust
account immediately or deposited with the carrier or risk
S ,L
bearing agency
Tab E/Page S
ee) Look into paying lower administrative fees for larger supplies
of medications
Tab E/Page 6 S L
ffj Look at utilizing the services of a Pharmacy Benefit Manager
to control prescription costs
Tab E/Page 6 S 2
gg) Need to look at coordinating medical payments with Workers
Compensation where appropriate
Tab E/Page 6 S Z
hh) Implement a strong subrogation clause and employ a law firm
to protect those interests, paying their fees from monies which
are recovered
Tab E/Page 6 ��-
ii) Reevaluate the proportional cost for health care borne by the
City where retirees are concerned
Tab E/Page 6 .SZ.
J) Should expand flexible benefits and avoid paying the employer
portion of taxes on earnings
Tab E/Page 6 SZ
kk) Reevaluate the executive plan which provides no incentive for
managed care election by the executive
Tab E/Page 6 SZ
11) Incorporate into future ASO contracts a stipulation that it is the
responsibility of the third party administrator to constantly
s.L
seek opportunity for cost efficiency through purchasing
Tab E/Page 6
VI Risk Management Department Review
a) By December 1, 1996 a 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
67
97- 278
STIERHEIM PLAN
LOCATION 5 YEAR PLAN
January 1, 1997
Tab FPage 2 SZ
b)
The City should utilize "best practices" claims management
procedures for the handling of all claims
Tab FlPage 2 SZ
c)
The City should conduct an immediate review of all labor
agreements to identify cost savings
Tab FlPage 2' S2
d)
Should establish a committee of individuals representing
claims, legal and finance to meet monthly to discuss all claims.
reserved over various levels and claims resulting in death or
serious injury or other types as agreed
Tab FlPage 4 SZ
e)
City Commission should consider raising the dollar level of
claims that need to come before the Commission for approval
Tab FlPage S ,S 2
f)
The City should request a proposal for third party
SZ
administrative handling services
Tab FlPage 5
g)
Perform costibenefit analysis to determine if the deductible on
the property policy provides the City ultimate cost
effectiveness
Tab FlPage 6
h)
Should consider a cost benefit analysis for purchasing excess
liability insurance coverage for those losses that are not limited
by a sovereign immunity doctrine _
Tab FlPage 6 s2
i)
Re -open the RFP process in accordance with Resciution 95-
393 to outsource the risk management function
Tab FlPage 7 SZ
j)
Should hire an independent risk management consultant to
select the appropriate vendor under the RFP process if the
L
Insurance Committee is not reestablished
Tab FlPage 7
k)
Should consider changing the insurance broker's compensation
to a fixed fee for services rendered
Tab FlPage 8 �Z-
1)
City should re-evaluate the reporting hierarchy for the Safety
Department
Tab FlPage 8 SZ
m)
Fully implement LMP 1-95 (City Wide Safety Committee)
Tab FlPage 9 SL
n)
Fill the Police Department Safety Coordinator position within
the next 30 days
Tab FlPage 9
o)
Identify the roles and responsibilities of all City management
as it relates to safety and hold them accountable
Tab FlPage 9 s Z
p)
Complete an assessment of each City Department's safety and
health program using the OSHA Program Evaluation Profile
Tab FlPage 10
q)
Develop an overall safety & health strategic plan for the City
as well as for each Department
Tab FlPage 10 S Z
r)
Establish a formal professional development plan for each of
the Department Safety Officers including the use of internal
J Z
and external resources
Tab FlPage 11
M.
g?- 2?8
ST11 RHEIM PLAN
VII Debt Restructuring
a) 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
b) 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
c) The City has not appropriately funded the Debt Service Funds
in accordance with the legal documents
d) 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
e) Need to segregate the non -general obligation debt service fund
outside of the pooled cash
f) The Utility Service Tax funds, e collected on a monthly basis,
should be deposited on a pro rata basis to the appropriate funds
g) 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
h) 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
i) Identified several general obligation issues which could be
restructured at no cost to the City to reduce debt service over
the next few years
j) 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
VIII Financial/Budgetary Analysis
a) Pension expense for 1996 currently reflected in the Trust and
Agency Fund should more appropriately be reflected in the
current fund where other employee expenses are reported
b) Analysis of the proper inter -fund transfer 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
c) Recommend an analysis be made for each major revenue
category
d) Some process should be developed to minimize or eliminate
LOCATION 5 YEAR PLAN
Tab G/Page 1
Tab .G/Page 1
Tab G/Page 1
Tab G/Page 2
Tab G/Page 2
Tab G/Page 2
Tab G/Page 3
Tab G/Page 3
Tab G/Page 3
Tab G/Page 4
Tab H/Page 3
Tab H/Page 3
Tab H/Page 4
0
49
7
31
q$
69 9 97 8
STIERHEIM PLAN
false billings in the revenue collection programs
e) City may want to consider the introduction of an amnesty
period followed by more vigilant enforcement and/or use of
outside collection agency
f) Discipline is called for in an environment of spending pooled
cash which included high level approval plus plans/projections
for subsequent repayment or correction
g) Recommendations for future financial management initiatives
.should include the timely ongoing use of monthly reports
showing the comparison of budget versus actual results
XI Opportunities Task Force
a) Operating cash reserve should be sufficient to cover 30 to 60
LOCATION 5 YEAR PLAN
Tab H/Page 4 `' I
Tab H/Page 4 si
Tab H/Page 5
Tab H/Page 5 4-8
days of operation : S
Tab K/Page 2
b)
Prudent to maintain cash reserves of unfunded self-insurance
liability of not less than 30% t0 50% of outstanding claims
Tab K/Page 2 5 S
c)
Should be funding a portion of the future benefits being earned
by current employees on post -employment health care benefits
Tab K/Page 2 -� Z
d)
Necessary to complete a long term financial workout plan
including a one -to -two year short-term plan
Tab K/Page 2
e)
Workout plan should be designed to immediately improve the
operating cash flow through significant revenue increases and
expenditure reductions
Tab K/Page 2
f)
Long-range workout plan should consider partially eliminating
accumulated deficits through sale of real estate, refinancing
debt and rightsizing City services
Tab K/Page 2
g)
As soon as possible, the City should determine its actual
financial position as of the current date
Tab K/Page 3 7
h)
Comprehensive operating and cash flow projections should be
developed for a five year period
Tab K/Page 3
i)
Projections should address the future courses of action which
will be required for the City to continue as an operating entity
Tab K/Page 3 OUV 4
j)
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
g
management information
Tab K/Page 3
k)
Steps should be taken to return the solid waste enterprise fund
to profitability
.Tab K/Page 3
1)
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
Tab K1Page 4
70
tf7_ 2?$
STIERHEIM[ PLAN
LOCATION 5 YEAR PLAN
m)
Review level of Solid Waste services provided and reduce
service if appropriate
Tab K/Page 4 t 3
n)
Increase enforcement efforts to reduce the level of illegal
dumping within the City which is required to be cleaned up by
6
Solid Waste
Tab K/Page 4q
o)
Increase efforts to audit or otherwise verify that the City is
receiving the full amount due from franchise revenues from
µq
commercial solid waste companies
Tab K/Page 4
p)
Should compile.a complete inventory of all real estate parcels
owned by the City, including location, description, current use,
ZS
etc.
Tab K/Page 4
q)
Parcels should be categorized according to their use, i.e., city
operations, leased to third party, vacant, etc.
Tab K/Page 4 ZJ
r)
Analysis should be performed for each parcel of lease property
to determine certain factors (see task force report for factors)
r
Tab K/Page 4
s)
Parcels currently used by the. City should be analyzed to
.
determine certain factors (see task force report for factors)
Tab K/Page 5 L�
t)
An analysis of surplus parcels should be performed to
determine certain factors (see task force report for factors)
Tab K/Page 5 Z�
u)
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
Tab K/Page 5
v)
Serious consideration should be given to obtaining as large a
payment as possible in the near term and/or long term recurring
zs'
revenues on the New Miami Arena parcel
Tab K/Page 5
w)
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
Tab K/Page 5
x)
A complete listing of all the City's account receivable balances
should be compiled including revenues recorded in 4 the
accounting records as well as balances which may not be
48
recorded
Tab K/Page 6 _
y)
Should review all services provided to determine level of fees
and charges associated with each service
Tab K/Page 6 Za
z)
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
Tab K/Page 6
aa) Rates should be adjusted to ensure service users are paying the
associated costs and to provide a return to the City which is
appropriate
Tab K/Page 6 9
bb) Formal policies should be adopted regarding when waiver of
user charges are to be granted
Tab K/Page 6 b
71 97- 278
STIERHEIM PLAN
LOCATION S YEAR PLAN
cc) 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
Center
Tab K/Page 6 g
dd) Should consider selling the Miami properties to one of the
lessees or another third party
Tab K/Page 6 2-S
Cost
of Solid Waste Operations
a)
Can save fleet operating costs as well as crew time in Solid
Waste by utilizing close -by Regional Transfer Stations
Tab K/Page 9 lS
b)
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
Tab K/Page 9
c)
Should have a more detailed evaluation of its use of transfer
stations
Tab K/Page 9
d)
The City appears to lag in its vehicle replacement plan in Solid
Waste
Tab K/Page 10 l�
e)
Solid Waste costs should incorporate administrative costs
directly related to billing, including mailing costs, staff support
and computer processing and disk space charges
Tab K/Page 10 IS
f)
The street sweeping component should be independently
reviewed by the Metro -Dade Department of Public Works
Tab K/Page 11 I S
g)
Savings may be gained through reducing disposal and
operating cost by elimination or reduction of the weekly trash
sweeps and by eliminating free service to City Departments '
Tab K/Page 11 �J
h)
Savings may be gained by directing a portion of trash vehicles
to the Resources Recovery disposal facility
Tab K/Page 11 IS
i)
Additional savings may also be gained by billing annually
Tab K/Page 11 96
Solid Waste Management
a)
Solid Waste should be separated from GSA
Tab K/Page 12 31
b)
A better sharing of overhead cost could be made if all Fleet
maintenance operations in the City were consolidated
Tab K/Page 12 31
c)
Lack of a consistent fleet replacement program will eventually
cause a problem
Tab K/Page 12 31
d)
Service levels for trash pickup, bulky waste, white goods and
illegal dumping are incredibly high
Tab K/Page 12 l�
e)
A need for enforcement is obvious
Tab K/Page 12 /S
f)
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
Tab K/Page 12 3 /
72
9'7r- 278
STIERHEIM PLAN LOCATION 5 FEAR PLAN
g)
The waste fee itself is insufficient
Tab K/Page 13
h)
Should not donate retired equipment but should sell it and
revenues from sales should be deposited in a Capital
Replacement Fund
Tab K/Page 13
Sale of City Assets
a)
All city property offered for sale should be reviewed by the
Law Department
Tab K/Page 14
b)
Original funding source utilized to acquire and improve city
owned property needs to be identified and analyzed
Tab K/Page 14
c)
Review all City Parks and evaluate .the ability to provide a
consolidated neighborhood park system, selling any non-
essential and non -restricted park land
Tab K/Page 14
d)
Evaluate the transfer of small neighborhood parks to
Neighborhood associations •i .
Tab Wage 14
e)
Sell various identified properties (see task force report for
specific listing of properties)
TO K/Page 14
f)
If properties are -sold ib governmental agencies City should
negotiate a voluntary annual payment in lieu of taxes (PIOLT)
fee in connection with such sales transaction
Tab K/Page 15
Coconut Grove Convention Center Increases
j a)
Increase the Coconut Grove Convention Center (CGCC)
parking rate from $3.00 to $5.00 per vehicle
Tab Wage 18
b)
Increase the CGCC sold out lot from $800/day to $1500/day
c)
Add a move-in/move-out rate for CGCC
Tab Wage 18
d)
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
Tab K/Page 18
Review of Marina Rate Increases
a) Recommend increasing rate for sightseeing vessels from $.40
If to $.801f Tab K/Page 19
b) Recommend increasing rate for commercial vessels
comparable to the County Tab K/Page 19
c) Recommend elimination of the 20% discount to City residents Tab K/Page 19
Revenue Options for Consideration
a) City could, through public hearing, increase the millage to 10
73
S3
13
S3 •
93
53
97- 1'7 &
STIERHEIM PLAN
mills
b) City could levy up to 20% on each non-exclusive franchise
granted for garbage collection within the City limits
c) City could adopt by ordinance a telecommunication ordinance
levying 7% on intrastate tong distance, cellular, page and
telegraph service
d) City could levy up to 10% on water service within the City
limits
e) City could adopt by ordinance a fire services fee to all property
owners within the City limits
f) 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
g) A rate analysis should be performed on Internal Services Fund
operations and revised charge back rates should be adopted to
recover expenses of operation
h) 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
i) Suggest an analysis be performed on miscellaneous fees and
charges to update for inflation or increased operating
expenditures
j) Suggest City review the allocation of the Local Option Gas
Tax and determine ability to change allocation methodology
based on population, commuting traffic (jobs within City) and
five year averaging of transportation expenditures
k) Adopt ordinance levying road assessment fee to property
owners within City limits to maintain City roadways
X Evaluation of USHUD Funded Loan and Grant Programs
a) Take immediate steps to accelerate actions to improve the
collection and servicing of outstanding 'and in -process loans in
a diverse portfolio .
b) Use of private collection services should be explored to
enhance the effectiveness of loan servicing
c) Should take immediate steps to implement more stringent loan
underwriting guidelines and procedures to reduce future loan
losses relative to ongoing new lending activities
d) City could immediately suspend all new lending and reprogram
those loan funds and repayments or recoveries from
outstanding loans to the greatest extent possible
74
LOCATION 5 YEAR PLAN
Tab K/ Page 21
Tab K/Page 21
Tab K/Page 21
Tab K/Page 21
Tab K/Page 21
Tab K/Page 21
Tab K/Page 22
Tab K/Page 22
Tab K/Page 22
Tab K/Page 22
Tab K/Page 22
joZ
102
J02
Tab L/Page 3
Tab L/Page 3 S
Tab L/Page 4
Tab L/Page 4
14z
9r) .27g
STIERHEIM PLAN
e) 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 for processing and
approval resulting in a significant one-time savings
f) Take immediate and more aggressive steps to reprogram its
current and unspent prior years allocations of CDBG funds to
fund other eligible City activities with particular emphasis on
eligible capital projects
g) Recommended that City provide and commit the necessary
resources to pursue full and complete receipt of funding
reimbursements
h) Recommended that City continue to identify pending
reimbursement opportunities and aggressively pursue the
repayment of the funds due
i) City should vigorously seek funding through the grant
programs (see task force report) •,
XI Parks & Recreation.Department Management Review Team
Revenue Enhancements
a) Eliminate park user fee waivers
b) Increase park user fees when appropriate
c) Develop a park marketing program to enhance revenues
(existing and new)
d) Establish a process to credit the Parks and Recreation Dept. for
existing and new revenues generated by the parks
e) Review concession permits/revenues (including mobile
vendors)
f) Review/simplify process to obtain Grants (Federal, State,
Private)
g) Sell inappropriate park properties (or revert them to original
donors)
Organization/Structure Improvements
LOCATION
Tab LIPage 4
Tab LIPage 30
Tab LIPage 35
Tab LIPage 35
Tab LIPage 36
Tab M/Page 3
Tab M/Page 3
Tab M/Page 3
Tab M/Page 3
Tab M/Page 3
Tab M/Page 3
Tab IWPage 3
a) Conduct a cost/benefit analysis of recent transfer of the Park
Maintenance Department to the Public Works Department Tab IWPage 3
Operating Practices
a) Establish a preventive maintenance program for park facilities
and equipment Tab M/Page 3
75
5 YEAR PLAN
fig•
73
q3
97- 278
STIERHEIM PLAN LOCATION
b) Consider maintenance costs and other operating costs prior to
the approval of Capital Improvement Projects
Tab Wage 3
c)
Develop a system to improve internal communications (staff
meetings, employee interaction meetings)
Tab Wage 3
d)
Establish the right of managers/directors to hire, promote and
discharge employees based on qualification and job
performance
Tab Wage 3
e)
Remove "politics" from the employee hiring and promotion
process
Tab Wage 4
f)
Establish a "•bottom-up"/participatory budget preparation and
monitoring system
Tab Wage 4
g)
Design and implement a comprehensive employee training
program
Tab Wage 4
h)
Develop an operating manual for Parks and Recreation
facilities/employees
Tab Wage 4
i)
Develop a procedure for processing/prioritizing work orders
Tab M/Page 4
j)
Restructure procedures for bidding/selecting contractors
Tab Wage 4
k)
Develop a formal vehicle maintenance and. replacement
program
Tab Wage 4
76
5 YEAR PLAN
8
31
3i
31
�9
� IL
31
56
S7
zo
97-- 278
TECHNICAL ASSISTANCE REPORTS
I Procurement Assessment Team Report
a) Recommend suspending or pre-empting the City Charter as it relates to
purchasing and removing Procurement Division references from said document
b) Until such time as Charter changes can be adopted, the City should operate under
selected portions of Chapter 287, Florida Statutes to be determined by legal
counsel
c) Should adopt a new procurement code which emphasizes current practices
d) Suspend local preference laws which may limit competition and opportunities to
reduce cost
e) Delegate authority to purchasing manager to approve all acquisitions up to
Category Four under Section 287.017.F.S.
f) Bid limit adjustment to recognized price index
g) Eliminate City Clerk's involvement as it relates to bid openings —this should be
a function of purchasing
h) Update and revise procurement manual incorporating revisions to the City Code
i) Should shift its focus from small dollar purchases to large dollar purchases for
commodities and goods
j) Should delegate small purchases to user departments while providing adequate
safeguards which ensure should fiscal controls
k) State Contracts, SNAPS Agreements, and other contracting methods offered by
the State 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
1) Should increase use of term contracts and blanket purchase orders
m) Chief Procurement Officer should be trained in the public purchasing profession
with procurement activities as his/her primary responsibility
n) Recommend that the Chief Procurement Officer position report at a sufficiently
high level in the organization such asthe City Manager or. the City Manager's
designee
o) Provide needed training and encourage certification for all professional staff
p) Improve staffs understanding of customer needs with site visits and emphasize
the professional status of Procurement
q) Obtain a professional needs assessment of the technology requirements of the
City's procurement process (especially looking at integration of SCI and APS)
r) Retain the services of APS to complete the implementation of all three
procurement purchasing modules, which the City already owns
s) Eliminate all non -automated procurement requests
t) Purchase requisitions should be issued to trigger procurement actions rather than
memos
u) Professional staff must have adequate training on personal PC applications
v) City-wide departmental training on financial and procurement systems should be
a requirement, not an option
5 YEAR PLAN
1_�3
S3
SC(
SAS
S�
S7
—,5EZ
S7
S8
S8
S7
S4
77
97- 278
TECHNICAL ASSISTANCE REPORTS
5 YEAR PLAN
w) Should develop and issue a comprehensive customer survey to determine
satisfaction with the purchasing process and identify deficiencies so that
remedies can be implemented
S 1
x) Increase technical skills by training purchasing staff and customers
( o
y) Upon completion and distribution of a new Purchasing Manual, all City
departments should be trained by Procurement -with follow-up training being
provided annually
z) Should consider providing new employees with procurement training as part of
new employee orientation
6a
aa) Establish a feedback loop to assist with vendor performance and contract
administration, thus providing essential information for future contracting
d
bb) Recommend that all department heads be required to certify that an emergency
existed in accordance with criteria for making such acquisitions
2
cc) An in-depth audit of the Procurement Division should be performed as soon as
possible to help identify additional corrective actions that should be taken
b
H Asset Management
a) Should be the lead agency in the asset management function for the City
b) Should develop standard operating procedures for the implementation of plans to
lease, buy or sell City property and adhered to by all City agencies
c) Should not have the authority to approve or deny the activities proposed by other
agencies, City Commission through City Manager should make those decisions
d) Role should be to assist other agencies in following standard operating
procedures and make recommendations apart from, but along with, the
recommendation from the affected agency to the City Manager.
e) All City agencies should coordinate with Asset Management before leasing,
buying or selling City property
f) Decisions made by the City Commission should consider Asset Management's
recommendation to the City Manager
g) City Manager must require other agencies to cooperate'with Asset Management
as decisions regarding the status of City properties are made, preferably before
h) Asset Management should train Agency Directors and appropriate staff about
those procedures
i) Asset Management files for all properties- should be organized by folio number
j) For properties that have not been combined through platting after purchase, each
folio should have its own file with the pertinent information kept in the file that
comes first in the numeric sequence
k) Asset Management staff should standardize information fields on the content
sheets
1) City should fund a surveyor position within Asset Management available to
other agencies managing property transactions
m) City's legal department should have adequate resources dedicated to reviewing
LS
ZS
2,5
2.S
Zh
2�
Z7
Z?
Z7
27
78 9rA j " 278
TECHNICAL ASSISTANCE REPORTS
5 YEAR PLAN
contracts and leases, attending closings and recording deeds
Z9 __ _
n)
City Manager should require all City agencies managing property to utilize only
2�
the City's legal staff
o)
The legal department should coordinate property management with Asset
7-
Management as part of standard operating procedures
III South Florida Regional Planning Council
a)
There is no overall plan for capital improvements that incorporates policy
objectives
b)
Recommend Asset Management participation in the review of the CIP to ensure
that land and facility needs are properly coordinated
2�
c)
Should include a long-range capital improvement program in the Capital
2a
Improvements Element of the City's comprehensive plan
d)
Plan should be updated annually through input of the various City departments,
recommendations of the City, Manager and review and. approval by the City
Commission
Za
e)
A list of projects being funded by general obligation bonds and special
Z I
obligation bonds is needed
f)
Need to survey a variety of properties, especially those that are slated for sale by
September 30, 1997
Z.
g)
Formal legal interpretation needs to be made as to whether the City charter
and/or City Code provide for emergency waivers of procedures for land sales,
•
Zi
etc.
h)
Training for at least one additional City staff member on use of existing software
to access data from the Unisys mainframe should be accomplished as soon as
Z
possible
IV Investment Management Review
a) . Adopt an Investment Policy in accordance with Section 218.415, Florida Statues New, x 1
b) Establish a system of internal controls and operational procedures in accordance
with Section 218.415, Florida Statues (in writing and as part of the City's
operational procedures)PiX
c) Develop a monthly report for management and present an annual investment
report to the City Commission
d) Open an investment account at the State Board of Administration t�PP�x
e) Provide for portfolio diversification by using the SBA as part of the overall
investment program strategy l�P%ID�x
f) Reduce the use of commercial paper to a level of roughly 25 percent of the
portfolio
79
97-- 27R
TECHNICAL ASSISTANCE REPORTS
V Peat Marwick Interim Management Letter
Timeliness of Bank Reconciliations
a) Recommend that reconciliations .of the City's cash accounts be performed
immediately
b) Reconciliations should be prepared in a standardized format, and all reconciling
items should be fully investigated, explained and supported
c) Supervisory personnel should review the reconciliations and document their
review by signing the reconciliations
Level of Expertise within the Finance Department
a) Recommend City consider performing a management and operations study of the
Finance Department
b) Recommend all employees. 3 undergo training and as appropriate to the
classification receive continuing professional education on a periodic basis
Improve Controls Over Purchase of Goods.and Services
5 YEAR PLAN
a)
City employees should immediately be informed of the City's Procurement
Department policies
_
Ss
b)
City should consider establishing stern sanctions' for personnel who violate
procurement policies
c)
Should also consider informing major vendors of personnel who can act as
SS
buying agents on behalf of the City
Centralize Grants Management Procedures
a)
City should consider creating the position of Grants Administrator
Improve
General Ledge Reconciliation Procedures
a)
Should implement the reconciliation of detailed subsidiary records to the general
ledger
��
b)
Reconciliation of the Moore System to the general ledger should be prepared, at
a minimum, on a monthly basis
c)
Reconciliation should be reviewed by supervisory personnel and be clearly
�g
signed, evidencing that such review was performed
Interim Financial Reporting
a)
In preparing monthly reports the following should be considered:
49
80 97 - 278
TECHNICAL ASSISTANCE REPORTS
• Proper cutoff procedures should be implemented to facilitate the proper
recognition of revenue and expenditures
• Standard journal entries should be assigned to specific staff accountants
• All journal .entries should be ,approved by the Finance. Director or General
Ledger Supervisor prior to input into the general ledge system
• Approval should be evidenced by the reviewer's signature
• Subsidiary ledgers should be reconciled to the respective general ledger
balances
• All standard closing procedures should be written and be incorporated into
the City's Accounting and Procedures Manual and made available to the
accounting staff
Accounting Operations and Procedures Manual
a) An in-depth written manual .of accounting policies and procedures should be
prepared (see report for what should be included)
b) The accounting manual should be updated periodically and should be distributed
and made available -to all accounting personnel and key operations managers
c) All changes in the manual should be subject to review by management and
written approval
Monitoring Procedures Over Debt Covenants
a) Recommend that compliance with debt convenants be reviewed monthly and
quarterly, depending on the nature of the convenant
Physical Security of the Check Signing Machine
a) Signature plates and check signing machine keys should be kept locked at all
times
Grant Reimbursement Procedures
a) Recommend that the reimbursement claims for the Net Neighborhood Jobs
Program be prepared and submitted to the appropriate granting agency
immediately
b) Procedures should be established to ensure reimbursement claims are submitted
in a timely manner and collected promptly from the grantor
Planning Information Technology Strategic Plan
a) Should develop a written three to five-year strategic information technology plan
5 YEAR PLAN
0
48
48
49
48
48
`q
49
4$
q9
81
97- 278
TECHNICAL ASSISTANCE REPORTS z 5 YEAR PLAN
that is based on the City's long-term business plan s�
Year 2000
a) The year 2000 issue is a. significant concern that should be addressed as soon as
possible
b) Implementation of a small pilot project before full-scale implementation of the
defined plan is critical s�
c) IT should review its current staffing levels to assess whether it has the required
experienced persomiel resources to complete the project available without
cutting other required system development and maintenance
d) City should identify and begin negotiations with the outside contractor as soon as
prudent
e) It is recommended that the City contact each vendor to assess its progress
towards fixing the year 2000 problem
f) If the City is not using the most current version of the software, it is necessary to
consider the upgrade process
IT Business Continuitp'Plan
a) Recommended that a comprehensive business continuity plan be developed,
documented, and periodically tested to ensure continuity in the City's business
functions as needed after a loss of IT services in the event of a disaster
IT.Disaster Recovery Plan Maintenance
a) Recommend that the City develop and implement adequate plan maintenance
procedures
Use of Reciprocal Site for Backup Processing
a) Recommend the City reconsider the use of a reciprocal agreement as the primary
support for its IT Disaster Recovery Plan
b) If immediate support is required for the survival of the City in a disaster mode of
operations"facilities, internal backup, and so forth, be investigated
Disaster Recovery Plan Testing Procedures
a) Recommend that City develop specific testing procedures for its Disaster
Recovery Plan
b) 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
82
1�_b
S7
.S I
S(
sr
IS'/ -
97-- 278
TECHNICAL ASSISTANCE REPORTS t
Administration and Organization IT Steering Committee
5 YEAR PLAN
a) Duties and responsibilities of the IT Steering Committee should be clearly
defined in a formal charter (see report for review and approvals to be included) /
b) The steering committee should be an advisory group empowered to make top-
level decisions for the IT Division /
User Group Committees
a) User Group Committees should be established (for responsibilities see report) /
b) User Group Committees must be held accountable for all program changes and
requests for IT services from their group
IT Auditing Capabilities
4
a) Internal Audit should 'include information technology as an area for ongoing
review
b) Should include periodic testing of both general controls, physical and application r'
controls, program change controls and logical access controls 7
c) Recommended that the City encourage attendance at formal IT auditing
conferences and seminars and memberships in professional membership n /�
associations dedicated to IT auditing `r !
d) Standardized working papers and detailed IT audit programs should be prepared
e) Reports should be issued to the City Commission on IT audit findings
Training of IT Personnel
a) Recommend a formal training program be developed for each employee to bring
their performance in line with the City's objectives S(
b) Should develop a formal skills and competencies inventory S,
c) Recommend at least one other senior Programmer/Analyst be trained in LINC
application development, and one additional staff member • in LINC
Administration to provide a backup capability Sal
d) Need advanced training to ensure the successful support of the SCI applications
and to use the new application development environment (LINC) for other sl
systems needed by the City
Standards and Controls Systems Development Life Cycle
a) Should formalize its standards and procedures regarding system development
and modification, as well as standardize those programming and analysis issues S -f
not currently covered (see report for minimum standards to be established)
83 97- 278
TECHNICAL ASSISTANCE REPORTS
5 YEAR PLAN'
System
Documentation
a)
Comprehensive Operating and application system documentation standards
sl
should be developed and implemented by IT Division
b)
Standards should specify that documentation shall be written when new and
changed systems are implemented
S
c)
Recommend that source documentation and system flowcharts be maintained
SI
Testing Procedures
a)
Users should be involved in the design of test procedures data
s�
b)
Test procedures and data should be designed so as to simulate all conditions
which will occur under normal processing conditions, including data that
deliberately attempts to violate data validation and control routines
c)
Program changes and new .programs should be tested in accordance with a
predetermined user approved test plan and general standards for testing
S�
d)
Testing procedures should include certain documentation (see report)
6-7
Data Security Policy
a)
City should develop and publicize a data security policy, as well as standards and
procedures for data security administration
�b
b)
Password administration procedures should be. formalized and documented to
provide guidance to the person administering this function and ensure that
responsibilities are defined
Password Termination Procedures
a)
Management should develop and implement a formal vehicle to communicate
any personnel changes to security prior to the change taking place
b)
City should include in its formal termination policy the immediate notification of
s/
the Security Officers to enable them to immediately cancel all access privileges
c)
If management chooses not to inform security prior to a change management
should then ensure communication of changes are performed in a timely manner
and security reacts appropriately
s�
d)
Security should receive a monthly personnel change report from Human
Resources
`SI
e)
Adequate review should be performed by security to ensure access capabilities
were modified appropriately
S I
f)
City should perform periodic comparisons between a password user listing and a
current payroll register which should be documented by the
SI
Security Officer and reviewed by Internal Audits
84
97- 278
FINANCIAL PLAN
97- 278
Introduction
The City has addressed the initial problems identified and solutions offered by the Interim
City Manager, Merrett Stierheim in his report to the City Commission dated November
15, 1996. This report identified a shortfall of $68 million to be addressed in fiscal 1997.
After due consideration by the City Commission, accepting or modifying the solutions
offered in that plan and considering additional solutions offered since that date, the
shortfall has been corrected primarily with expenditure reductions or revenue
( enhancements. The correction of fiscal 1997 was effected in the following manner:
FY 1997 Financial Recovery Plan
Expense Red 12.0%
Pension Chg.9.0%
Union Agree.16V
Cost Contain.7.0%
Pwtanue Inc29.0%
une Time Rev27.0-Vo
These changes to the Fiscal 1997 General Fund Budget (prior to any effect of combining
any enterprise or internal service funds) will produce revenues of $248 million and actual
expenditures of $238 million which includes a $19 million recovery of the prior years
operational deficit.
85
9'7- 278
Genera! Fund Revenues and Expenditures
Millions
250
200
150
100
50
U
Revenues Expenditures
Other
®General
Government
®Public
Facilities
,P.
Public
W¢k
Safety
®
Transfers
Misc.
Revenue
Charges
& Fines
®Intergov-
ernmental
Taxes
The estimated revenue budgets for fiscal years 1998 through 2001 are summarized below
and show modest increases for this period. Initially the revenues decline as the one time
revenues which repaid the fiscal 1996 operating deficit are no longer included. The trend
as shown is to reduce the reliance on one time revenue sources and create streams of
recurring revenues to finance ongoing operations.
General Fund Revenue Budget Projections
Millions
250
200
150
100
50
0
1998 1999 2000 2001
Year
Misc.
Transfers
Charges
for Service
®Permits &
Fines
®Intergov-
ernmental
® Taxes
The expenditure budget projections for the General Fund for Fiscal Years 1998 through
2001 are presented below.
86
97- 278
General Fund Expenditure Budget Projections
Millions
300
250
200
150
100
50
0
1998 1999 2000 2001
Years
Special
Programs
®Parks
&
Recreation
Public
Works
®
Finance
General
Government
Public
Safety
The expenditure growth of the City is limited to an inflationary level over the next several
years. This expenditure growth of approximately $7 million annually is funded primarily
by increases in property tax collections. This increase in collections is based on an
estimate of a 2.5% annual growth in the taxable property value within the City. This
contrasts with the actual experience of the City over recent years. The total taxable value
has been stagnant since 1990 in the City.
Taxable Property Values
Historical and Projected
Billions
14
12
10
8
6
4
2
0
1987 1989 1991, 1993 1995 1997 1999 2001
1988 1990 1992 1994 1996 1998 2000
Fiscal Year
H isto ric
Value
EProjected
Value
87
9 7 8
The City- can make such a growth assumption based in part on the amount of value
represented in building permits issued within the City. Since usually an amount greater
than the value reflected on the building permit appears on the tax roll two to three years
after the issuance of a building permit, building permits can be considered as a leading
indicator of property values. It should be noted that even at an assessed valuation of $11.5
billion as the City has, a $178 million issuance in building permits is equivalent to an
increase of 1.5% of the tax base. This building permit information is presented. below:
Millions
400
300
200
100
Value of Building Permits Issued
1987 1988 1989 1990 1991 1992 1993 1994 1995 1996
Fiscal Year
Permits
Issued
Another leading indicator of tax base growth is the vacancy rates in the office sector of
the City. These office vacancy rates which approached 25% after the Savings and Loan
collapse in the late 1980's have trended downward to approximately 10% today. This is
causing, for the first time in many years, rental rates to increase for this office space. As
these rates increase the profitability of the buildings increase which increases their value
and consequently their taxable value.
Looking at the City of Miami on a total basis including the General Fund, Special
Revenue Funds, Enterprise Funds, Internal Service Funds and Trust and Agency Funds,
the City anticipates receiving revenues of $463 million in Fiscal 1997 and to spend an
estimated $435.8 million. The $27 million in increase in fund equity is from the $19.4
million repayment of the prior years deficit and the anticipated $8 million in operating
surpluses from this fiscal year.
88
97- 27S
City of Miami
All Funds Revenue & Expenditures Fiscal 1997
Millions
500
400
300
200
100
Revenues Expenditures
Trust &
Agency
94"C'.z
I
Internal
Service
Enterprise
Special
Revenue
General
For the balance of this five year plan, the revenues and expenditures of the City as a
whole are presented in the following chart:
89 97- 278
All Funds Revenue & Expenditures
Fiscal 1998 thru 2001
Millions
500
400
300
200
100
0
98 Rev 99 Rev 00 Rev 01 Rev
98 Exp 99 Exp 00 Exp 01 Exp
Fiscal Year
x; Trust $
Agency
MW Internal
Service
® Enterprise
®Special
Revenue
General
There are numerous positive trends which will provide the economic growth necessary
for the City to achieve its goal of fiscal health. One of these trends is the convention
travel industry. Convention activity has shown consistently positive growth annually over
the ten years. The number of conventions, number of delegates, number of room nights
and the total estimated expenditures from these convention attendees is presented below
for the last ten years.
Convention Activity
800
600
400
200
0
1987 1989 1991 1993 1995
1988 1990 1992 1994 1996
Number of
Conventions
1,600
1,200
800
400
0
1987 1989 1991 1993 1995
1988 1990 1992 1994 1996
Number of
Delegates
Amount in Thousands
.e
l f f '9 •7 Q
-
Convention Activity
3.5
3.1
1,600
3
z.5
1,200
2.5
2
z
1.7 1.7
1.5 IM
800
1.5
1.z '
1
400
0.5
n
v 1987 1989 1991 1993 1995 1987 1989 1991 1993 1995
1988 1990 1992 1994 1996 1988 1990 1992 1994 1996
®Room Estimated
Nights' Expenditures
Amounts in Millions Amounts in Millions
A second positive trend is the tourism in general. Dade County as a whole hosted almost
9.6 million visitors last year. The traveler to Miami is not only the domestic traveler, but
even more likely to be an international traveler. Below is a breakdown of the number and
origin of these visitors to Miami:
91
97- 278
Millions
10
8
6
4
2
0
Number and Origin of Visitors
1993 1994 1995 1996
Year
Other International
��,•.1 national
® Latin
®America
Europe
Domestic
An industry which is fairly new to South Florida is the film industry. This segment of the
local economy has shown a consistent growth. over the last eight years in the City of
Miami. The estimated 1996 impact on the local economy is almost $83 million from the
film industry. Feature films such as "True Lies", "Just Cause", "The Perez Family", "Fair
Game", Too Much", "Striptease", "Up Close and Personal', "The Specialist" and many
others have used Miami as a backdrop for their story. The film permits issued within the
City of Miami for the last eight years is presented below:
Film Permits Issued
Film
Permits
92 qi7-- 278
The Fiscal Year 1997 Plan
As reported in the Stierheim Report, the City faced an operating fiscal crisis in the
amount of sixty-eight million dollars. The sixty-eight million dollar deficit is comprised
of a $19.4 million carryover deficit, a $30.4 million FY 1997 operating deficit and an
$18.2 million Capital Improvement Program funding shortfall.
On December 30, 1996 the Miami City Commission adopted the "1997 Plan" which
complied with the requirements of the Financial Oversight Board as outlined in the
Intergovernmental Cooperation Agreement. The main tenets of the "1997 Plan" were to
eliminate the approximately sixty-eight million dollar deficit, eliminate at least 60% of
the recurring deficit with recurring revenues or recurring expense reductions, and base all
underlying assumptions and information on the Stierheim Report.
The major components of the "1997 Plan" include the following:
Citywide Expenditure Reductions
Emnlovee Related
A) Eliminate all funded vacancies $ 3,579,600
B) Eliminate non -union executive benefits 372,300
C) Other employee related cutbacks 1,071,913
Sub -Total 5,023,813
Union Concessions
A) LIUNA
233,500
B) AFSCME
1,668,918
C) FOP
5,006,146
D) IAFF
2,833,800
Sub -Total 9,742,364
Pension Contribution Adjustments
General Employees and Sanitation Employees (GESE) 1,300,000
Firefighter's and Police Officers (FIPO) 3,872,000
Sub -Total 5,172,000
Citywide Expenditure Reductions 19,938,177
Departmental Reductions 10,404,947
Total Reductions in Expenditures $30,343,124
97- 278
Revenue Enhancements
Land Sales
MSEA
Police Grants and Seizures
CDBG Funds Reprogramming
Solid Waste back billing & Bedminster payment
Revenue sweeps
Other Departmental
Total Revenue Enhancements
Add -Backs for Operation and Capital Items
Total - Positive Adjustment to FY 1997 Budget
Impact of 1997 Plan on City Workforce
7,175,000
12,951,511
8,000,000
1,774,232
2,000,000
2,148,000
7,191,443
41,240,186
3,329112
$68,254,198
The City Commission took a brave step in adopting the 1997 Plan and supporting the
administration in helping to resolve the immediate fiscal crisis. However,
implementation of the necessary actions resulted in a substantial impact to the cty's
workforce.
Since 1990 the number of budgeted employee positions have dropped from 4,067
positions to 3,307 positions for a total of 760 employee positions or an 18.7% decrease.
The reduction in employee positions is primarily due to two retirement incentive
programs which occurred in 1991 and 1995 and the abolishment of 251 vacant positions
as part of the FY 1997 Recovery Plan.
Due to budgetary constraints, the City has been unable to promote from within or hire
new employees which has led to many city employees performing various job functions.
As a result of the decrease in budgeted employee positions, the majority of the City's
departments cannot afford new reductions in employee positions without further
deterioration of City services.
The FY 1997 Plan was budgeted to generate a $311,603 surplus by the end of the fiscal
year. Many items, that have adjusted this forecast, have come to light since the plan was
accepted by the City Commission and State Financial Oversight Board in January. These
adjustments, predicated on our earlier budgeted assumptions, will change the forecast of
year end surplus to approximately $14 million. _
94
97- 278
The major items that account for the change from the original projections are:
Additional Land Sales
Decrease in CIP Programming
Other
$ 8.1 million
3.0 million
9 7 millinn
$13.8 million
The City's agreement with the State Financial Oversight Board requires the fimding of a
Working Capital Reserve, in the amount of $4 million by the end of September 30',
1997. The surplus available for re -appropriation into fiscal year 1998 amounts to $10
million ($14 less $4 million). See Table I below.
FY 1997
FY 1997
Revised
Year End
Description
Budget
Projection
Revenues
$ 509,620,632 $
503,619,177
General Expenditures
490,873,029
480,770,430
Capital Improvements
18,436,000
16,795,000
Sub -Total
$ 311,603 $
6,053,747
Budget Adjustments
Assessment Lien Revenue
Personnel Changes
Legal Fees
Stormwater Sewer Utility Fees
Debt Service - Fund Balance
Consolidated Chargeback
Program Compensated Expense
Risk Insurance - Liability
Telephone Tax & Sales Tax
Risk - Property Liability
Police Grant Revenues
Police Grant Expenditures
Solid Waste Scale Fees
i
GESE / FIPO Pension
Recycling Grant
Utilities
Sub -Total
Total Balance
Reserves
Working Capital
Total Reserves
Total - Surplus / (Deficit)
$ - $ (687,536)
- (225,000)
- (100,000)
- 2,975,000
- 580,275
- 420,612
- 1,300,000
- 1,150,000
262,517
350,000
1,131,899
(311,403)
520,000
645,782
464,814
(450,000)
$ - $ 8,026,960
$ 311,603 $ 14,080,707
$ - $ (4,000,000)
$ - $ (4,000,000)
$ - 311,603 $ 10,080,707
Table I
95
9?- 278
i
The Fiscal Year 1998 Plan
Introduction
At the end of FY 1997, the City is anticipating a $14 millions surplus; $4 million of
which is going towards a Working Capital Reserve as agreed with the State Financial
Oversight Board. This brings us to the beginning of the 1998 fiscal year and to the plan_
that will keep the City in its current path to fiscal recovery.
The FY 1998 Plan is predicated on the passage of the Fire Rescue Assessment Fee. This
important new revenue item is projected to bring in $30 million. The Administration is
recommending eliminating the solid waste fee currently charged to it's residents. The
impact of this and other solid waste operational changes amount to $17.1 million.
Furthermore, the plan includes $11.8 million in Capital Improvement 'Projects to be
funded in FY 1998.
The City intends on selling lands totaling $5.8 million to cover part of this non -recurring
expense. Next, the plan addresses the importance of building up reserves by funding $1.5
million in reserves for Risk Management, and an added $2.8 million towards the Working
Capital Reserve. The Administration is also recommending that the costs associated with
the pension administration be reduced by '$1 million. Finally, the FY 1998 Plan also
addresses the deficiencies of middle management by funding $1.8 million to be used
towards management recovery.
All the above items that compose the FY 1998 Plan are crucial for the continued fiscal
recovery of the City. With them, the City anticipates to have a surplus of $3.5 million by
the end of the FY 1998, plus a cumulative reserve of $9.3 million, totaling $12.8 million
in reserves going into the beginning of the 1999 fiscal year. (See Exhibit I)
Fire Rescue Assessment
The City of Miami has entered into a professional services agreement with Government
Services Group, Inc. ("CSG"), David M. Griffith & Associates (`• DMG") and Nabors,
Giblin & Nickerson, P.A.. ("NG&N") to provide specialized services in the development
and implementation of a non -ad valorem assessment program to fund fire and rescue
services within the City of Miami. ( the "Fire Rescue Assessment Project").
The objective of the Fire Rescue Assessment Project is to study and develop a non -ad
valorem based assessment which will generate recurring revenues to fund the Department
of Fire Rescue. The City has worked closely with CSG, DMG and NG&N to develop
this program over the last 4 months. The methodology utilized in calculating the special
assessments for fire rescue services included the following steps:
96 97- 278
• The full costs to provide fire rescue services were functionalized and identified.
• The percentage of fire rescue calls were allocated to property use categories that
conform to the Dade County Property Appraiser's database utilized in the real
property assessment roll.
• The percentage of specific fire calls by property use category were calculated and
used to cost apportion the pro -forma budget to the appropriate category.
• A parcel apportionment methodology was determined for each category and
assessment rates were calculated for each property use category.
Exhibit II represents the preliminary categories and rates as identified to this point.
Additional categories or sub categories may be developed as additional information is
analyzed. The preliminary rate table shown indicates a funding rate of approximately
77% of the Department of Fire Rescue budget. Single family residential properties
include single family homes, duplexes and condominiums. Multi -family residential
properties include apartment buildings with 3 or more units. Public housing (Multi-
family) consists of Metro Dade Housing Agency properties. Housing properties are
assessed on a per unit basis. All other properties have been grouped into Commercial,
Industrial/Warehouse and Institutional categories. These categories of properties are
assessed on a square footage basis. .
Exhibit III represents the expected revenue from the Fire Rescue Assessment Project if
properties are assessed for 77% of the Department of Fire Rescue Budget.
The Administration is currently anticipating assessing all properties in the City with the
exception of Institutional service type agencies, which provide services to citizens which
the City may otherwise be compelled to provide and Public Housing, with which the City
has had an interlocal agreement for payment in lieu of taxes since 1969. At this time,
health providers are also excluded, however, additional analysis of run and property data
may indicate to the Administration that these properties should be assessed as well. Some
governmental and educational facilities have been excluded for budgetary reasons only,
as they may be compelled to pay after a legislative or contractual process. The
Administration, however, recommends assessing these entities as well. Items shown in
parentheses are excluded as a result of policy directives and for budgetary purposes.
97
97- 278
As can be seen from Exhibit III, the expected revenue from the Fire Rescue Assessment
Project is anticipated to be $32,687,373. However, for budgetary purposes a collection
rate of 92% for fiscal year 97-98 is forecast, which will result in net revenues of
$30,072,385. The Administration recommends that this fee be billed by the City
through the normal billing process in Jan 1, 1998. This will give the City sufficient time
to conduct the necessary field work to. assure that the property data is accurate. In
subsequent years, the Administration recommends that the Fire Rescue Fee be assessed
on the yearly property tax bill.
Solid Waste Services
While historically, the Department of Solid Waste has been budgeted as an Enterprise
Fund, in reality, the operations of this Department have never been financed primarily
through user charges. Its operating costs, capital expenditures and costs of depreciation
have been heavily subsidized by the General Fund throughout the years.
In light of these facts, the City proposes to fully fund all expenses of this department
through the General Fund by eliminating all user fees currently charged to our citizens.
($166 per unit per year).
The City currently provides solid waste disposal services to all single family and duplex
occupancies. In addition, the City also provides service to 3 and 4 unit apartment
buildings who chose to pay for these services, currently approximately 4,400 units.
Private solid waste services are provided to all other commercial properties.
In order to assure equitable service to its citizenry, the City proposes to provide solid
waste disposal services to approximately an additional 7,500 units in 3 and 4 unit
apartment buildings not currently receiving solid waste disposal services. In addition,
residents of condominium units who have not benefited from City services in the past
will be given vouchers in the amount of $166 to help offset their costs for these services.
A breakdown of the financial impact of this policy is as follows:
Forgone Solid Waste Fee Revenues $ 12,350,000
Additional Cost For 3-4 Unit Apts. 1,828,000
Additional Cost for Condo Vouchers 3,000,000
Total Cost $17,178,000
Working Capital
Per the City's agreement with the State Financial Oversight Board, a Working Capital
Reserve in the amount of $6.8 million is required by January 25, 1998. An amount of
$2.8 million is budgeted for FY 1998 as $4 million had already been reserved in FY
1997.
98 97-- 278
Land Sales
Three land sales are contemplated this coming fiscal year. These include the following:
Police South Substation, Manuel Artime Center and the former Parks Administration
Building. The estimated sales price amounts to $5.8 million.
Pension Administration Costs
The requested Fiscal Year 1997-98 estimated combined budget for the City's two pension
boards are $2,661,740. The requested administrative budget for the Firefighters and
Police Officers (FIPO) Pension Board is $1,220,000 or a 18.27 % decrease over Fiscal
Year 1997's budget. The projected administrative budget for the General and Sanitation
Employees (GESE) pension office is $1,441,740 or a 32.08 % increase over Fiscal Year
1997's budget.
A review of various public sector pension offices suggests that the staffing level for each
of the City's pension offices should more appropriately consist of one administrator and
three staff employees (see Exhibit IV). Currently the GESE pension office .has one
administrator, 7 full time employees and 1 part time employee. GESE is requesting to
increase its staff by one additional full time employee. The FIPO pension office currently
has one administrator and five full time staff. FIPO is not requesting to add additional
staff.
Considering the fiscal constraints facing the City it is recommended that the combined
administrative budgets of the two pension offices be reduced by one million dollars.
Further, the Administration also intends to study the issue of future funding of pension
plans and will provide recommendations at a later date (see Exhibit V).
Risk Management Reserve
It has long been recognized that a reserve should be established to address the outstanding
liabilities of the City in both General Liability and Workers' Compensation. In an effort
to attain a reserve which will grow over a period of time and will not adversely impact
the City's financial posture, the City plans to budget $1.5 million per year for the next 5
years over and above any actual payments to establish a $7.5 million cushion for a
catastrophic event. We will continue the $1.5 million per year allocation thereafter until
we reach a reserve of at least $15 million which will represent approximately 20% of the
estimated total liability (approximately $75 million). Also over time the City expects the
liability to decrease due to staff working the liability from the front-end (i.e. by
challenging cases and settling claims in an efficient manner).
99
97- 278
Capital Improvement Program
In many different areas the City has woefully inadequate capital assets. A survey of the
capital needs as defined by department directors amounted to $25 million for 1998. The
City Manager reviewed this list of capital needs and pared it down to $11.8 million. (see
Exhibit VI)
Management Recovery
With the exception of the Police and Fire Departments, one of the most obvious
deficiencies of the City is the complete lack of middle management. There is a huge void
between the department director, or assistant director, and the next one in charge. In
many instances, employees of lower management have been made to step up and assume
responsibilities for which they were neither qualified nor trained. It is imperative that this
void be addressed -and rectified.
Accordingly, it is the recommendation of the Administration that $1.8 million be
appropriated in FY'98 for management recovery. It is felt that at least twenty or so
middle managers need to be hired as quickly as possible. Included in this figure are
resources for training which has been largely absent over the last few years. These new
positions would start to alleviate the problem related to lack of middle management and
provide the resources to address the operational deficiencies of the City.
100 97-- 278
Recurring Versus Non -Recurring Matrix
Fiscal Year 1997 Summary Analysis
dfFS�a
s
�Recnng Reca�Xnnyg;.Revenue
Surplus Defi)-
nus
Pe�centa"gg " ecu""irig
Re�enue it
);yw
un .., ,. f
A' i SY#.Cr# YxiT ',qU ' Ap .4�C0isw Ry -
IN Revenus Expenses . , .
� f + :I..A`
xpens�a� _
h^
Recu ; ; ng lExpens
General Fund $
Special Revenue Fund
Enterprise Funds
Internal Service Funds
Trust & Agency Funds _
Total $
218,851,148 $
60,315,398
50,967,808
55,949,467
30,130,128
416,213,949 $
215,837,513 $
54,774,365
48, 320, 044
61, 097,601
39,227,651
419,257,174 $
3,013,635
101 %
5,541,033
110%
2,647,764
105%
(5,148,134)
92%
(9,097,523)
77%
Fiscal Year 1998 Summary Analysis
, k�,z-"N
1�t �^`)t.;) ,F
W{ ltj�f«5�,.'
�; �,_"
.+'•5.7:i�{1 t
���� { ,t�
}jl�_3'D.-F YhF,�\G .� T t�CnyY,a�.�iQ*1.
urp'iusljDeficrta
14 7i�^
, ,w.
iitage rr
, Percei{of Recurrig!
'ail k.1�14'Hy.,!(�; ('1..R ii }':i gM
:.
Y1'].7?
:'��s��� �,y}��.�� ,j,,� ��,�
.1fj.L�M ..6
�,Rye�,'curringy, =;�r�X�
it.
,,`�Re���atyi�re�ngs"�
6tevenue mrnust
:Y,«.F
�u{�.���iRevjenueiove ��
•;
��y: y.�. �. tai kih� g l�f,�r•�rS
wL'�F iS'.'a�+17:. oq
is U'a`t4uy+y
.r:Expenses�,=:t.Expensesi<=s
a .Recurr�ng,cpens..#x
General Fund $
246,990,237 $
221,857,750 $
25,132,487
111%
Special Revenue Fund
59,367,725
56,108,314
3,259,411
106%
Enterprise Funds
31,074,11.3
46,693,648
(15,619,535)
67%
Internal Service Funds
48,917,703
58,389,601
(9,471,898)
84%
Trust & Agency Funds
40,984,669
38,311,962
2,672,707
107%
Total $
427,334,447 $
421,361,275 $
5,973,172
101%
101
97- 278
Other Alternatives Considered to Address
the Fiscal Year 1998 Deficit
In developing the Fiscal Year 1998 Plan, the Administration considered other alternatives
to address the deficit of $16,872,525. These items included the examination of the
following:
1) Deeper Expenditure Cuts - Although further belt -tightening always sounds like a
winner, the truth of the matter is that in order for any substantial cuts to be made
either union contracts need to be broken or what is left of the managerial ranks of the
City needs to be further decimated. As discussed in the section of this report that
compared the City of Miami to the ten largest cities in Florida, the City already
spends, on a per capita basis, only 73% of the average of what the other cities spend
on operations. Also to keep in mind regarding this alternative, the City reduced its
operational expenditures over $30 million this year in order to cover the $68 Million
deficit. Those expenditure reductions are also carrying over into FY 1998.
2) Increase the Property Tax - Increasing the ad valorem millage from 9.5995 to 10
mills which would generate $4.385 million annually.
3) Transfer the Fire Department to the County - It would take the enactment of an
ordinance by a two -third vote of the City Commission by March 31" of any given
fiscal year to transfer the operations of the Fire Department to the County to be
effective the following fiscal year.
4) Privatize Operations - Certain privatization concepts are being evaluated.
5) Hotel Bed Tax - An additional 1% tax on City of Miami hotels for transient lodging
would generate approximately $ 4.4 million per year. However, it would place the
City of Miami hotels at a competitive disadvantage with those on Miami Beach and
elsewhere throughout the County.
6) Food and Beverage Tax - A 1% tax similar to the Homeless Food & Beverage tax
levied throughout the City would generate approximately $1.9 Million annually.
102 97- 278
City of Miami
Five Year Plan
Budgetary Summary
FY 1997
FY 1997
FY 1998
FY 1999
FY 2000
FY 2001
Revised
Year End
Estimated
Estimated
Estimated
Estimated
Mon
Bud et
Projection
Bu_ dget
Budget
Budget
Budget
es
$ 509,620,632
$ 503,619,177
$ 449,651,211
$ 456,368,906
$ 457,984,997 •
$ 458,710,689
1 Expenditures
490,873,029
480,770,430
455,947,474
473,884,949
480,934,566
488,130,641
Improvements
18,436,000
16,795,000
10,475,600
14,939,300
17,273,100
18,966,600
tal
$ 311,603
$ 6,053,747
$ (16,771,863)
$ (32,455,343)
$ (40.222.659)
$ (48.386.552
ment Lien Revenue $
- $ (687,536)
$ -
$ -
$
nei Changes
- (225,000)
(100,000)
ater Sewer Utility Fees
- 2,975,000
rvice - Fund Balance
- 580,275
idated Chargeback
- 420,612
-
-
'n Compensated Expense
- 1,300,000
1,214,000
-
-
-
- Liability
- 1,150,000
400,000
-
-
�surance
one Tax & Sales Tax
- 262,517
259,360
-
:Iroperty Liability
- 350,000
350,000
360,000
350,000
350,000
Grant Revenues
- 1,131,899
2,334,920
2,491,583
1,259,647
-
Grant Expenditures
- (311,403)
(5,767,738)
(5,960,340)
(5,321,626)
(4,116,134)
Vaste Scale Fees
- 520,000
950,000
(370,654)
(382,148)
(392,860)
/ FIPO Pension
- 645,782
1,414,362
956,378
954,444
964,188
ing Grant
- 464,814
464,014
464,014
464,014
464,014
- (450,000)
(450,000)
(450,000)
(450,000)
(450,000)
Temp/ Part Timers
- -
(400,000)
(400,000)
(400,000)
(400,000)
Benefits
- -
(569,580)
(271,569)
(271,569)
(271,569)
- -
(300,000)
(300,000)
(300,000)
(300,000)
Aal $
- $ 8,026,960
$ (100,662)
$ (3,490,588)
$ (4,097,238)
$ (4,152,361)
valance $
311,603 $ 14,080,707
$ (16,872,526)
$ (36,945,931)
$ (44,319,897)
$ (52,538,913)
Exhibit 1
e
1 of.2
City of Miami
Five Year Plan
Budgetary Summary
FY 1997
FY 1997 FY 1998
FY 1999
FY 2000
FY 2001
Revised
Year End Estimated
Estimated
Estimated
Estimated
Budget
Projection Budget
Budget
Budget
Budget
Is
$ -
$ - $ 30,072,385
$ 30,072,385
$ 30,072,385
$ 30,072,385
-
- 5,805,000
-
-
-
�osts
-
- 1,000,000
1,000,000
1,000,000
1,000,000
s
-
- (12,350,000)
(12,350,000)
(12,350,000)
(12,350,000)
lice -Condos
-
- (3,000,000)
(3,000,000)
(3,000,000)
(3,00n,000)
/ice -Multi Family
-
- (1,828,000)
(1,828,000)
(1,828,000)
(1,828,000)
covery
-
- (1,800,000)
(1,800,000)
(1,800,000)
(1,800,000)
-
- (1,300,000)
1,300,000
-
-
)rcement
-
- (250,000)
(250,000)
(250,000)
(250,000)
-
- (500,000)
-
-
-
-
- (300,000)
(300,000)
(300,000)
(300,000)
$ -
$ - $ 15,549,385
$ 12,844,385
$ 11,544,386
$ 11,544,386
e
$ 311,603
$ 14,080,707 $ (1,323,140)
$ (23,101,646)
$ (32,775,512)
$ (40,994,628)
$
- $
(4,000,000)
$
(2,800,000)
$
(2,266,667)
$
(2,266,667)
$
(2,266,667)
-
-
(1,000,000)
(1,000,000)
(1,000,000)
(1,000,000)
nt Reserve
-
-
(1,500,000)
(1,500,000)
(1,500,000)
(1,500,000)
$
- $
(4,000,000)
$
(5,300,000)
$
(4,766,667)
$
(4,766,667)
$
(4,766,667)
$
311,603 $
10,080,707
$
(6,623,140)
$
(27,868,213)
$
(37,542,179)
$
(45,761,195)
ce
-
-
10,080,707
3,457,567
-
-
_
(Deficit) $
311,603 $
10,080,707
$
3,457,567
$
(24,410,646)
$
(37,642,179)
$
(45,761,195)
Exhibit I
A
Fire Rescue Assessment Fee
CATEGORY NAME
TIER DESCRIPTION
BUILDING COUNT
RATE/UNIT
RESIDENTIAL
All
80,426
$
165.67
MULTI -FAMILY
All
49,940
$
198.93
PUBLIC HOUSING
All
3,998
$
690.35
RATEIBUILDING
COMMERCIAL
< 1,999
2,012
$
130
2,000 - 3,499
1,235
$
259
3,500 - 4,999
729
$
454
5,000 - 9,999
980
$
649
10,000 - 19,999
466
$
1,297
20,000 - 29,999
113
$
2,595
30,000 - 39,999
71
$
3,892
40,000 - 49,999
36
$
5,189
50,000 - 59,999
30
$
6,487
60,000 - 69,999
21
$
7,784
70,000 - 79,999
12
$
9,081
80,000 - 89,999
15
$
10,378
90,000 - 99,999
11
$
11,676
100,000 - 124,999
18
$
12,973
125,000 - 149,999
15
$
16,216
150,000 - 174,999
.20
$
19,460
175,000 - 199,999
11
$
22,703
200,000 - 224,999
6
$
25,946
225,000 - 249,999
10
$
29,189
250,000 - 274,999
7
$
32,433
275,000 - 299,999
4
$
35,676
300,000 - 349,999
9
$
38,919
350,000 - 399,999
5
$
45,406
400,000 - 449,999
6
$
51,892
450,000 - 499,999
1
$
58,379
> 600,000
17
$
64,865
INDUSTRIAL/WAREHOUSE
< 1,999
221
$
43
2,000 - 3,499
.183
$
86
3,500 - 4,999
252
$
150
5,000 - 9,999
489
$
214
10,000 - 19,999
300
$
428
20,000 - 29,999
103
$
856
105
97- 278
+i
I
CATEGORY NAME TIER DESCRIPTION
i
BUILDING COUNT-
RATEMNIT
INDUSTRIALMIAREHOUSE 30,000 - 39,999
40
$
1,284
40,000 - 49,999
13
$
1,712
50,000 - 59,999
13
$
2,140
60,000 - 69,999
5
$
2,568
70,000 - 79,999
3
$
2,996
80,000 - 89,999
3
$
3,424
90,000 - 99,999
1
$
3,852
100,000-.124,999
2
$
4,280
125,000 - 149,999
2
$
5,350
150,000 - 174,999
-
$
6,420
175,000 - 199,999
1
$
7,489
200,000 - 224,999
-
$
8,559
225,000 - 249,999
-
$
9,629
250,000 - 274,999
-
$
10,699
275,000 - 299,999
-
$
11,769
300,000 - 349,999
-
$
12,839
350,000 - 399,999
-
$
14,979
400,000 - 449,999
-
$
17,119
450,000 - 499,999
-
$
19,259
>500,000
-
$
21,399
INSTITUTIONAL < 1,999
507
$
158
2,000 - 3,499
197
$
316
3,500 - 4,999
136
$
553
5,000 - 9,999
216
$
790
10,000 - 19,999
153
$
1,580
20,000 - 29,999
55
$
3,161
30,000 - 30,999
36 •
$
4,741
40,000 - 49,999
24
$
6,322
50,000 - 59,999
20
$
7,902
60,000 - 69,999
16
$
9,483
70,000 - 79,999
12
$
11,063
80,000 - 89,999
9
$
12,644
90,000 - 99,999
12
$
14,224
100,000 - 124,999
15
$
15,805
125,000 - 149,999
13
$
19,756
150,000 - 174,999
10
$
23,707
175,000 - 199,999
6
$
27,659
200,000 - 224,999
3
$
31,610
225,000 - 249,999
2
$
35,561
250,000 - 274,999
3
$
39,512
275,000 - 299,999
5
$
43,464
300,000 - 349,999
3
$
47,415
350,000 - 399,999
3
$
55,317
400,000 - 449,999
3
$
63,220
450,000 - 499,999
1
$
71,122
>500,000
11
$
79,025
106
J I - 278
v Exhibit III
Fire Assessment Fee
PROPERTY CATEGORY
Real or Budgetary Exclusions
Expected
Revenue
Single Family Residential
$13,323,773
Multi -Family Residential
i
9,934,344
I
Public Housing (Multi -Family)
$
(2,360,201)
i
Commercial
7,643,055
Industrial/VVarehouse
548,187
Institutional
Service Agencies
Tax -Exempt
$
(521,660)
Taxable
46,935
Health Care
Jackson Memorial
$
(1,000,967)
Hospital
Other County
$
(40,298)
Health
Other Tax -Exempt Health $
(342,848)
Taxable
235,624
Educational
Dade Co School Board
$
(783,043)
Other Tax -Exempt
67,242
Educational
Taxable
39,271
Government
Federal
$
(222,270)
State
$
(129,269)
County
831,321
City
$
(412,065)
Taxable
17,620
Total Institutional
1,238,014
Total Revenue
$32,687,373
107
97- 278
Exhibit IV
Fiduciary
Trust
International
March 11, 1997
R. Sue Weller
Labor Relations Officer
City of Miami
Office of Labor Relations
P.O. Box 330708
Miami, Florida 33233-0708
Dear Sue:
Fiduciary `Rust International of the South
International Place
Suite 2300
100 Southeast Second Street
Miami. Florida 33131-1101
(305) 372-1260 - Fax (305) 372-0654
As per our telephone conversation, the following is the information you requested.
.-S
Investment Employees Employees
Pension Assets Managers Full Time Part Time
City A Firefighters
100MM
3
1 1
City A Police & Fire
125MM
.1
1 1
City B General Employee
300MM
7
3 0
City B Police & Fire
350MM
2
3 0
City C General
50MM
2
2 0
City D General
110MM
3
2 0
City F General
185MM
3
2 1
City G General
30MM
2
2 0
City H General
285MM
5
3 0
City I General
10MM
2
2 0
City J General
10MM
1
1 1
Given the factor of office automation, it is the consensus of opinion based on the
information provided by various organizations, that three people including the pension
administrator will be sufficient to handle each individual pension plan.
Please do not hesitate to call me should you need any additional information.
Sincerely,
Mario Rivera
Chief Financial Officer
108 97- 278
Exhibit V
What is all the Debate -About
Police and Fire Pension Plans?
After lengthy legislative and
administrative battles in 1996,
legislation may again be filed to
wrestle control of police and fire
pension plans from the very enti-
ties who must make them finan-
cially whole. House Bill
1951(Crady) and SB 2484
(Dudley) were filed in 1996 and
sought to significantly change
the requirements that must be
met by municipal and special
district Chapter 175 (fire) and
185 (police) retirement plans.
The debate continues over which
sections of the statutes should —.
apply as "minimums" in order to•
qualify for state subsidies under
Chapters 175 and 185, Florida .
Statutes. .
• Since their creation over 40 . .
years ago, these types of pension
plans have grown tremendously
at the local level — in number, .
quality and size. Chapter 175
and 185 pension plans have
been administered at the local
level for. all of these years, and
even more since a major legisla-
tive revision in 1986. They have
flourished with increased so-
phistication and soaring invest-
ment returns. The benefit and
funding levels of these plans are
extremely dynamic, as unions
and management collectively
bargain over the details of both.
In those cities without unions,
pension funding is a much
discssed issue at budget hear-
ings.
Viva La Difference!
Chapters 175 and 185,
Florida Statutes, authorize two
types of retirement plans:
"chapter" plans and "local law"
by Carol Marchiwr
plans. Chapter plans are oper-
ated strictly under Chapter 175
or 185 and provide only the re-
tirement benefits specified in
those statutes. Local law plans
are operated under the authority
of s. 175.351 and/or s. 185.35.
They must provide the minimum
benefits specified in those par- ,
ticular sections, and provide
additional retirement benefits
as collectively bargained, or
un4,er Home Rule.
As a result, the minimum
benefits under the statutes differ
for chapter and local law plans.
This is generally due to the way
the statutes and pension plans -
have evolved, as well as a series
of court cases and administra-
tive hearings (see History).
The 1996 legislation was
touted by unions and the state
Division of Retirement as a ..
"clarification" of existing stat-
utes, without significant fiscal
impact. Both of these premises
are strongly disputed by the cit-
ies that would be impacted by
the changes, and the League.
The "clarifications" sought were
actually increased minimum
benefit levels.
The definition of compensa-
tion was expanded to include all
W-2 wages, for police and fire.
Provisions would have made
disability retirements easier, and
prohibited pension offsets. Em-
ployee contributions would have
been capped at five percent of
salary, unless voted higher by
the employees. The 1996 legisla-
tion would have further limited
the city or district's involvement
in the administration of the pen-
sion plan, while increasing its
funding obligation.
QUALITY CITIES— MARCH 1997
25
109
The Funding Problem
The funding of these plans is
very important. Pension debt is
amortized over up to 40 years,
and the city is ultimately respon-
sible for the annual funding of a
pension plan on an actuarially
sound basis.
Subsidized in part by state
general revenue (insurance pre-
mium taxes), the majority of
dollars statewide contributed for
these plans comes from the city
or district, and the employees.
Nonetheless, each year the labor
unions make an "end run"
around the local collective bar-
gaining process and try to -get
more benefits above and beyond
what they negotiate and sign for
back home. They point to pre-
dicted major increases in pre- -_
mium tax dollars coming in, and.
push to allocate 100 percent of
the increased state revenue for
new pension benefits.
It is not that simple, however.
There is no guarantee that the
amount of premium taxes col-
lected in a particular city would
increase, or that it would be
used to fund increased state
mandated pension benefits. In
fact, the official 1996 legislative
bill summary defined the fiscal
impact on cities as "insignifi-
cant," but further stated that
any cost to cities would be "paid
from employer and employee
contributions."
The estimated initial cost was
a $25 million unfunded man-
date, based on studies done by
only a few cities. Because the
local plans involved union nego-
tiation and home rule, many
exceeded the chapter minimums.
However, they had never been
97- 278
required to meet all the chapter
minimums due to the successful
challenge of the-1986 rules. So
in addition to "new" increased
costs as a result of the 1986
legislation applying, increased
costs were also projected to meet
the added increased costs under
the 1996 bills.
Even if added benefits are
mandated contingent on in-
creased state funding, there are
non -benefit provisions over
which premium tax monies may
be withheld. In past disputes
simply over whether the provi-
sions in local plans technically
meet the local benefit mini-
mums, monies have been held
up for years. The City or Board
of Trustees must pursue admin-
istrative hearings or amend the
plan. In the meantime, the plan
must be funded by the city no
matter which source of funding
is cutoff.
The law currently allows the
City a "two -person -on -a -board -
of -five" say in the administration
of the plan. The plans are ad-
ministered typically by a five -"
member board of trustees. The
Board, by a vote of the employ-
ees, decides where to allocate the
premium tax dollars, and may
allocate them completely to pay
for "new" benefits, at any time.
Although only the city can agree
to increase benefits, one all -too -
real scenario is that the core
plan, previously subsidized by
state dollars, must now be made
whole.
Also in current law, a split
exists between the responsibil-
ity for funding of the plan, and
the administration of the plan.
The city lost its majority on the
boards of trustees in 1986, who
can and do hire staff, actuaries,
attorneys and expend travel
without limitation by the city or
district.
History Repeats Itself
For all these years, cities and
pension boards have adminis-
tered their plans by adhering to
the local law sections. There is a
long history of legal battles over
state control of these plans.
This could be due to the ambigu-
ities of the statutes admitted by
both sides, but also to the at-
tempts by the oversight agencies
to apply all sections of the law to
all plans. Despite these chal-
lenges, local control has won in
most instances, and most signifi-
cantly in recent years.
Prior to the passage of the 175
and 185 laws in 1939 and 1953,
several of the larger cities cre-
ated police and fire pension
plans, funded by the city and
employees. These older city
plans were incorporated into
Chapters 175 and 185 when
these cities wanted to share in
the premium tax funding avail-
able therein. In 1963 and 1959,
respectively, special sections
were added to the Chapters: s.
175.351 and s. 185.35. These
sections were entitled "munici-
palities having their own pension
plans." The sections state that.
in order to receive the state mon-
ies, their pension plans must
"meet each of the following stan-
dards...," that is, a specific list
contained in the section.
Accordingly, plans continued'
to be created which adhered
strictly to the statutes, as chap-
ter plans. However, over the
years more local plans were cre-
ated. Chapter plans even peti-
tioned to the state to become
local law plans, because they
wanted to be governed by the
"local law" sections of the stat-
utes. Collective bargaining was
a significant factor, as union
sophistication and demand for
local benefits were increasing. A
third type of plan developed,
called a "modified chapter" plan.
These types of plans exceed one
of the chapter minimums, but do
not vary in any other way from a
chapter plan. (Note: There is
some incentive to remain a chap-
ter plan. The state provides a
discounted actuarial valuation,
by an enrolled actuary, to the
chapter plans. The local law
plans contract for their own
valuations.)
In 1982, the Department of
Insurance issued rules designed
to apply all sections of the stat-
utes to local law plans. They
were never finalized. In 1986, a
FLORIDA LEAGUE OF CITIES
26
110
major legislative rewrite of Chap.
ters 175 and 185 was passed.
Minimum benefits were in-
creased, the boards of trustees'
membership was restructured,
and the boards were given legal
autonomy in the administration
of the plans.
The Department of Insurance
issued new proposed rules on
the 1986 changes, requiring all
plans to adhere to the standards
and minimums for chapter
plans.
The cities challenged the
Department's rules, contending
that local law plans were differ-
ent, 'and won. The rules were
declared invalid, as not appli-
cable to local law plans.
One obstacle over the years
was selective enforcement of
"interpretations" of the statutory
language by the Department of
Insurance. In 1990, six cities
refused to make the changes in
their plans required by the De-
partment of Insurance and filed
for an administrative hearing.
All of the hearings resulted in
settlement agreements by.the
Department. These agreements
stated that the policies they were
seeking to enforce were actually
rules, and would not be enforced
until the non -rule policies were
adopted through rule -making.
The Department organized a
working group in 1991 to de-
velop and draft new rules. Al-
though several issues were
agreed upon, there was no for-
mal follow up to the discussions.
In the 1993 legislative session,
the duties of the Department
regarding 175/ 185 plans were
transferred to the Division of
Retirement.
When the Division of Retire-
ment inherited the oversight
function, it also appeared to
inherit the ambivalence about
keeping local law plans separate
from chapter plans. Although
compliance by local law plans
with chapter provisions was not
initially enforced, the Division
never promulgated rules on
Chapter 175 or 185. Their posi-
tion is that the law needs to be
clarified before they can write
continued on page 46
9'7- 278
Building Codes Pension/Fire I Telecommunications
continued from page 27 continued from page 26 cortinued from page 42
The Florida League of Cities
will periodically update activities
of the Commission as it enters
into its initial recommendation
phase. fz
Kraig A. Conn is assistant gen-
eral counsel with the Florida
League of Cities
Delray Beach and Highland
Beach
continued from page 36
The town has since, on the
same land as the old one, built a
new larger station which was
occupied in August of 1996. A
dedication ceremony took place
on September 27, 1996.
We are saving approximately
$500,000 per year which in one
year has taken care of the cost of
the new station. Further, we
have bought a new state of the_:,
art rescue vehicle and fire truck
which are owned by the town as
is all the equipment within the
new station.
We are thrilled with the rela-
tionship we have with the Delray
Beach Fire and Rescue Depart-
ment. We consider Fire Chief
Rehr as one of our own depart-
ment heads. He joins in our staff
meetings and his entire depart-
ment is always available to re-
spond to any f the town's needs.
We feel that through our coop-
erative efforts, both the city of
Delray Beach and the town of
Highland Beach have benefited
from this partnership with the
town residents being the benefi-
ciaries of a service which could
not be performed in a more pro-
fessional and efficient, as well as
economical manner.
Mary Ann Mariano is the town
manager of Highland Beach.
rules. Therefore, technically, the
law is being administered under
rules that existed prior to 1986.
In a continued effort to make
all the plans conform to all the
minimums, police and fire
unions and the Division of Re-
tirement sought legislative
changes in 1994, 1995 and
1996. Different versions in-
creased the 1986 minimums for
chapter plans, and required local
plans to meet both chapter and
local minimums. One of the
proposals was officially filed as
HB 1951 and SB 2484 in 1996.
HB 1951 passed the House de-
spite locally negotiated union
agreements, local budget con-
straints, and no statewide actu-
arial impact study. Neither bill
passed the Senate.
-After the session, several cit-
ies challenged the Division on
the 1995 withholding of their
-monies. The League joined in
the challenge. Once again, the
issue was the application of -
chapter plan sections to local
law plans. The challenges re-
sulted in three administrative
hearings, and the cities pre-
vailed. Attorneys' fees were paid
to the cities and the League by
the Division, under a provision
in Chapters 175 and 185 relat-
ing to lawsuits brought under
the chapters.
Conclusion
If similar bills are filed in
1997, assess the potential impact
on your city's plan. Let your
legislators know of the impact
and monitor the issues through
the League's publications. This
issue is a priority of the League
for the 1997 session, and re-
mains a key to the future fund-
ing of police and fire pension
plans throughout the state.M
Carol Marchner can be reached
at League office at (904) 222-
9684.
FLORIDA LEAGUE OF CITIES
46
111
The Florida League of Cities
urges the Legislature to preserve
local telecommunications rev-
enue streams and to affirm local
governments' authority to collect
telecommunications service
taxes and franchise fees.
Governor's
Telecommunications
Taxation Task Force
The Governor's Telecommuni-
cations Taxation Task Force, on
January 17, 1997, adopted a
recommendation for the state to
impose a statewide, unified tax
on cable and telecommunication
services. The unified tax would
roll together several state and
local government taxes on tele-
communications services, in-
cluding the gross receipts tax,
various sales taxes and the pub-
lic services tax on telecommuni-
cations services. A distribution
formula for local government
revenues is provided that at-
tempts to ensure that no local
governments share of revenue
under the unified tax proposal
would be less than revenues
generated from current taxing
authority. The proposal also
authorizes that a local privilege
fee be uniformly imposed in
place of current franchise fees.
The Florida League of Cities
does not support the proposed
statewide, unified tax on cable
and telecommunications services
because it preempts current
authority of municipalities to
impose the public service tax
and franchise fees based on the
local decision -making process.
Municipalities should retain the
authority to impose taxes and
franchise fees on cable and tele-
communications services as lo-
cal revenue demands warrant. A
statewide, unified tax scheme
does not recognize this funda-
mental aspect of local govern-
ment home rule powers. M
Kraig A. Conn is assistant gen-
eral counsel with the Florida
League of Cities
97- 278
PROPOSED CAPITAL PROJECTS Exhibit VI .
TO BE FUNDED
FROM GENERAL FUND
DEPARTMENT
DESCRIPTION
FY'98
CITY CLERKS OFFICE
ARCHIVES RECORDS FACILITY P-1
$ 350.0
CONFERENCES & CONVENTIONS
ORANGE BOWL RAMPS
250.0
CONFERENCES & CONVENTIONS
MIAMI CONVENTION CENTER RENOVATIONS
420.0
CONFERENCES & CONVENTIONS
COCONUT GROVE CENTER RENOVATIONS
" IF NOT SOLD "
500.0
CONFERENCES & CONVENTIONS
MIAMI CONVENTION CENTER ROOF
200.0
CONFERENCES & CONVENTIONS
MIAMARINA DOCKMASTER OFFICE
70.0
CONFERENCES & CONVENTIONS
FLOATING DOCK "MIAMARINA"
300.0
CONFERENCES & CONVENTIONS
WATSON ISLAND MARINA RENOVATIONS
"IF NOT CLOSED "
300.0
FINANCE
AUTOMATED TIME & ATTENDANCE
"CITYWIDE"
470.1
FIRE/ RESCUE
NEW FIRE RESCUE APPARATUS
1,300.0
FIRE/ RESCUE
FIRE DEPT. COMPUTER ENHANCEMENT
30.0
FIRE/RESCUE
STATION RENOVATIONS
100.0
FIRE/RESCUE
CITYWIDE EMERGENCY OPERATIONS CENTER
375.0
G.S.A.
HEAVY EQUIPMENT FACILITY CLEANUP
500.0
G.S.A.
HEAVY EQUIPMENT PLUS WASH REPLACEMENT
1,342.0
G.S.A.
SECURITY AND LOCATION CONTROL FOR FLEET
20.0
INFO TECH
NEW COMPUTERS FOR ALL DEPT.'S THAT DON'T
HAVE THEM
500.0
INFO. TECH
A-17 SYSTEM SOFTWARE 5 YR. RELICENSE
325.0
INFO. TECH
WORK ORDER & PROJECT MANAGEMENT SYSTEM
200.0
INFO. TECH
INTEGRATED VOICE RESPONSE SYSTEM
125.0
INFO. TECH
UPGRADE THE PC SOFTWARE & HARDWARE
500.0
INFO. TECH
CITY WIDE DOCUMENT MANAGEMENT SYSTEM
250.0
POLICE
TAKE HOME VEHICLE
1,558.5
POLICE
REPLACEMENT CARS AND LIGHT TRUCKS
700.0
POLICE
CITYWIDE FLEET
650.0
POLICE
HEADQUARTERS BUILDING RENOVATIONS
400.0
POLICE
NORTH SUBSTATION
40.0
TOTAL $ 11,775.6
112
9'7- 278
97- 278
Public Finance Group 08C Wood Gundy
Securities Corp.
�UIBC
425 Lexington Avenue
New York, NY 10017
Tel: (212) 856-4000
Wood
Lundy
March 19,_1997 _
Mr. Edward Marquez
City Manager, City of Miami
Miami Riverside Center
444 S.W. 2nd Avenue, IOth Floor
Miami, FL 33130
Dear Mr. Marquez:
Thank you for taking the time last Friday to meet with Jeff and me. We appreciate your
thorough explanation of the management changes and financial situation of the City.
Based on what you told us it is clear that you have a firm grip on the course the City must
follow to meet the requirements of the Fiscal Oversight Board and ultimately to restore
fiscal stability.
This letter summarizes our discussion on where we have expressed an interest in
providing certain banking services to the City, Le, liquidity support, credit enhancement
and securitization. Since time was tight at our meeting, I will start with a brief overview
of CIBC Wood Gundy and its public finance activities.
Background
With extensive operations and business in Canada and the United States, CIBC has assets
of US$147 billion and ranks among the 10 largest banks in North America. CIBC Wood
Gundy is the marketing banner under which CIBC and its CIBC Wood Gundy securities
affiliates offer capital markets and credit services to governments, institutions and
I corporations globally. CIBC has been a top credit and liquidity bank to the public sector
since the formation of its public finance group in 1990. In 1994, 1995 and 1996, CIBC
was ranked as the number one provider of letters and lines of credit on municipal notes
and bonds. 'We are firmly committed to supporting the public sector, staffing the group
with 8 professionals with a combined 60 years of experience in commercial banking,
investment banking, the rating agencies and financial advisory work. Although CIBC
Wood Gundy is not a municipal underwriter, we are dedicated to providing services and
financial solutions to the public sector.
Sunshine State Governmental Financing Commission
As mentioned to you, The Sunshine State Governmental Financing Commission has
initiated a dialogue with us to serve as a liquidity provider on the 1994 FGIC insured
bonds. These bonds currently receive liquidity support from the Florida State Board of
Administration. The City has approximately $38 million in loans from the 1994
program. Although our discussions are preliminary at this point, we have requested that
the documents be forwarded to us for our initial review with the understanding that we9 7 -' 2 7 8
'CIBC Wood Gundy securities Corp., a New York Stock Exchange member, is an affiliate of Canadian Imperial Bank of Commerce (CI8C). CIBC Wood Gtrndy Secwities Corp. is solely responsible for its contractual
_. ...... ...:
will proceed toward a credit commitment. Of course, this will requirelhat all internal
approvals be obtained and we expect to have a response by the end of April.
Cash Flow Borrowing
As we discussed, the City may find it necessary to conduct a cash flow financing in the
summer in the form of a RAN or TAN, i.e., to provide temporary funding until
anticipated revenues are realized. Such a financing, while important from a cash,flow
perspective, serves an additional benefit in that it demonstrates market access for the City
in the credit markets. We believe that the most efficient access to the short-term tax-
exempt markets can be achieved with a letter of credit. Alternatively, you may want to
consider establishing a revolving line of credit which is quicker to implement and has no
public disclosure requirements. Such a facility could be used to replace the credit line
provided by Dade County. In the coming months, we would like to continue our
discussions with the City regarding a letter of credit or revolving credit facility.
Securitization
We recognize that the City is devising a financial stabilization plan the precludes a deficit
financing. Given this constraint, maximizing revenue collections and' monitizing certain
receivables and other illiquid assets will provide a valuable enhancement to the City's
cash position. Securitization can accomplish this objective in a manner that is off -balance
sheet with the option of using a third party servicer to relieve the City of its collection
function. Furthermore, when compared to a bulk sale, securitization allows the City to
keep the improved collections resulting.from the securitization versus having such excess
collections retained by the bulk purchaser of the assets/receivables. A securitization is
flexible in that it has no fixed maturity; as long as assets are available to support advances
the program can be wound down at the City's determination. Basically this structure
provides the City with internal funding of the deficit without resorting to the capital
markets. We have two programs that the City should consider, one that funds itself in the
taxable market and the other in the tax exempt market (which is available if the proceeds
are used in the same manner as a tax-exempt financing). Two other benefits worth noting;
securitization is non -recourse and requires minimal disclosure since it is not a public
borrowing.
Conclusion
With this letter we have identified three areas where we would like to continue
discussions with the City. We realize that you will be unavailable to meet again until mid
April. However, in the meantime, please feel free to contact Jeff Heckman or myself if
you have any questions about CIBC Wood Gundy and its public finance activities.
Again, thank you for meeting us and starting what we believe will be a mutually
beneficial relationship.
,;incere
mothy Bat
Director
2
97- 278
V.
"MAR-31-37 15:SS FROM:FUNH GOVT HNKG ID:SS13363SSS PAGE 2/2
March 31, 1997
Mr. Edward Marquez
City Manager
City of Miami
444 S.V. 2nd Ave.
1 Oth Floor
Miami, Florida 33130
Dear Mr. Marquez:
Per your request, First Union National Bank of Florida will consider the City of Miami's request
for Tax Anticipation Note or Revenue Anticipation Note financing. Any commitment to provide
such fluancing will be subject to the Bank's customary due diligence. At a minimum, the Bars
due diligence will require receipt and satisfactory review of the following documentation
• 1996 Comprehensive Annual Financial Report
• Most recent Laterim Finant ial Statement
-1996/97 Operating Budget, as approved by Stye Oversight Committee
• 1996/97 Monibly Cash Budget
• 1996/97 Disclosures in accordance with SEC Rule 15c-2-12
Please contact either of the undersigned if you wish to request such financing or discuss due
diligence requirements at (305) 789-5074 or (561) 338-3915.
Yours Truly;
Deborah Buchanan
Vice President
First Union Corporation
Robert Raudebaugh
Vice President
First Union National Bank of Florida
9'7- 278
Bdrnett Bank, N.A., South Florida
Corporate Banking
701 Brickell Avenue
Miami, Florida 33131-2801
April 1, 1997
Mr. Edward Marquez
City Manager
City of Miami
444 S.W. 2nd Avenue - 10th Floor
Miami, Florida 33130 '
Dear Ed:
To confirm my conversation of yesterday with Bob Nachlinger, please be advised that Barnett
Bank is interested in pursuing a banking relationship with the City. We are also very interested
in bidding on your banking and investment accounts when the RFP is reissued.
I was also made aware by Bob that the City might borrow via short-term tax anticipated notes.
Please let us know when these requests will be made available since Barnett Bank would also
like to take the opportunity to consider bidding on those fundings.
Please.note that this is an expression of interest and does not constitute a commitment. Any
credit facility will have to be underwritten and approved by Barnett Bank prior to issuing a
commitment.
Looking forward to seeing you soon,
Sincerely,
Roberto Pelaez J
Senior Vice President
Institutional Banking
cc: Bob Nachlinger
97— 278
Appendix II
97- 278
CITY OF MIAMI
INVESTMENT POLICY
AND PROCEDURE
CITY OF MIAIVII
INVESTMENT POLICY AND PROCEDURE
37- 278
' CITY OFMDAMD
INVESTMENT POLICY AND PROCEDURE
TABLE OF CONTENTS
SUBJECT
PAGE
�
B....... .............................................................................................................. .
l
�
General (}vorview..—..—...—.........—.....--...—.~—.--..---.—.—.
l
InvestmentObjectives .....................................................................................................
l
InvestmentEthics ............................................................................................................
2
InvestmentProcess ................... .............. ........................................................................
�
2
Authorized Investments ...... :...........................................................................................
�
3
Prohibited Investments --------..------._-------------...--..
h
Maturity & Liquidity Reoobrmmot --------------------------.
h
Portfolio Composition .—.....—.—.—.~—.—.—........—~—....--..—.—....
�
7
CustodialAccount ........................... ...............................................................................
�
7
Mueb: .------------------------....--------....
7
Investment Transaction Authority ---------------------------.
7
InternalControls .............................................................................................................
8
Investment --..--------------------------..---
9
Recordkeeping and Perfoo7oaoumMeasurement .............................................................
g
Pension Investments ---------,....------------------..----.
lO
BondFunds ................................................................................................................... —
lO
� r� -~ � p5 �
mx �x��
I. Background
The Florida Legislature passed CS/SB 2090 (CS/HB 1795) on May 4, 1995. Among other
provisions of this legislature 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.
II. General Overview
The City of Miami has established policies relating to the investment of excess funds. Excess
funds are defined as funds not required to meet short term expenditures of the City. The
policy governing investments is set forth below.
III. Investment Polic
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 Objectives
The City of Miami's investment objectives are set forth below in order of
importance:
1. Safety of capital
2. Return of capital
3. 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.
1
��� 7�
B. 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:
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.
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 form designed for this
purpose and retain on file for each transaction.
0)
97- 278
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.
I
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
j 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
j Duration
N/A
Maximum % of Portfolio
100%
Maximum % of Combined Asset Group
100%
4. U.S. Treasury Notes
Duration
0-7 yrs.
j Maximum % of Portfolio
100%
Maximum % of Combined Asset Group
100%
5. U.S. Government Agency Securities
Duration
0-3 yrs.
Maximum % of Portfolio
50%
j 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
j Poors Corporation or their successors.
3
97_ 278
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 NIA
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
�'�- .27�
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
5
97- 278
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
F. Maturity and Liquidity Requirements
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
The City selects investments whose terms compliment the need to make the
major expenditures set forth below.
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 overnight 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.
no
97- 278
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
financial 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.
I. 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.
97- 278
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.
8
97- 278
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:
1. 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.
01
97- 278
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
9"7- 278
Appendix III
Detailed Projections
97- 278
Appendix III-1
Summary of 5 Year RevenuEe Estimates
97- 278
City of Miami
5-Year Estimates
Revenues by Char I Expenditures by Major
As of: 3l13/97
FY 1997
FY 1997
FY 1998
FY 1999
FY 2000
FY 2001
Revised
Year End
Estimated
Estimated
Estimated
Estimated
Budget
Projection
Budget
Budget
Budget
Budget
01 GENERAL FUND
es
0
17
0
0
0
0
;S
120,030,716
119,439.545
130,608,839
133,255,088
135,963,554
138,735,754
NSES AND PERMITS
6,539,014
6.703,331
6,226,783
6,230,259
6,233,839
6,237,527
RGOVERNMENTAL REVENUE
32,323,463
33,084,512
32,993,640
33,671,756
31,406,745
25,801,870
RGES FOR SERVICES
13,289,993
12,472,619
11,793,830
12,241,636
12,479,403
12,727,618
Z AND FORFEITS
3,589.148
3,308,356
3,351,713
3,351,713
3,164,213
3,164,213
,ELLANEOUS REVENUE
16,995,572
21,405,780
5,303,622
5,669,549
5.716,853
6,258,077
1;-REVENUES
14,727,324
14,555,495
3,464,331
3,464.331
3,464,331
3,464,331
?RNAL SERVICE FUNDS
37,381,657
37,383,618
24,069,118
22,726,452
25,932,561
26,682,111
Total for Revenues
244,876,887
248,353,273
217,811,876
220,610,784
224,361,499
223,071,501
ditures
TINGE BENEFITS -FIXED
0
14,687
0
0
0
0
:LARIES & WAGES -FIXED
118,962,742
121,859,688
124,060,042
129,138,032
134.065,985
135,597,575
:INGE BENEFITS -FIXED
41,128,484
41,915,849
50,580,101
53,863,778
54,889,465
56,004,345
'ERATING EXPENSES -FIXED
20,919,440
20,847,969
21,788,417
22,427,934
23,086,607
23,763,031
'ERATING EXPENSES -VARIABL
73,521
98,346
75,727
77,998
80,338
82,749
'ERATING EXPENSES-VARIABL
9,190,683
8,943,466
8,994,969
9,279,195
9,558,644
9,845,037
:PITAL OUTLAY -VARIABLE
686,677
460,888
689,477
709,477
709,477
709,477
:ANTS IN AID
1,463.099
1,467,173
1,463,099
1,463,099
1,463,099
1,463,099
:ANSFERS TO OTHER FUNDS
48,494,350
42,653,125
16,653,257
23,049,694
25,607,704
27,377,863
:IOR YEAR'S APPROPRIATION
0
2,023
0
0
0
0
Total for Expenditures
240,918,996
238,263,216
224,305,089
240,009,207
249,480,319
254,843,176
Total for Revenues
244,876,887
248,353,273
217,811,876
220,610,784
224,361,499
223,071,501
Total for Expenditures
240,918,996
238,263,216
224,305,089
240,009,207
249,480,319
254,843,176
'
3,957,891
10,090,057
(-6,493,213)
(-19,398,423)
(-25,118,820)
(-31,771,675)
March 31, 1997 7:02:03 PM Page 1 of 6
City of Miami
5-Year Estimates
Revenues by Char / Expenditures by Major
As of: 3113/97
FY 1997
FY 1997
FY 1998
FY 1999
FY 2000
FY 2001
Revised
Year End
Estimated
Estimated
Estimated
Estimated
Budget
Projection
Budget
Budget
Budget
Budget
10 SPECIAL REVENUE FUND
.s
S
43,015,698
43,015,698
42,051,745
42,480,327
42,913,054
43,350,004
1SES AND PERMITS
0
3,879
0
0
0
0
1GOVERNMENTAL REVENUE
13,418,103
7,349,193
3,375,400
3,434,697
3,495,242
3.553,616
tGES FOR SERVICES
9,351,000
9,655,668
9,253,174
9,255,415
9,257,721
9,260,098
ELLANEOUS REVENUE
394,042
419,375
170,000
170,000
170,000
170,000
REVENUES
12,000
12,000
0
0
0
0
RNAL SERVICE FUNDS
3,566,960
3,577,958
4,258,046
4.490,783
4,714,993
4.791,652
Total for Revenues
69,767,803
64,033,771
59,108,365
59,831,222
60,551,010
61,125,370
itures
ARIES & WAGES -FIXED
4,375,489
4,128,588
5,325,718
5,608,723
5,880,927
5,960,068
NGE BENEFITS -FIXED
1,198,029
1,156,584
1,178,555
1,194,892
1,208,374
1,210,810
ERATING EXPENSES -FIXED
479,042
454,249
490,993
505,722
520,893
536,521
ERATING EXPENSES -VARIABL
749,369
746,552
710,499
731,814
753,770
776,384
1ITAL OUTLAY -VARIABLE
366,200
363,223
359,350
359,350
359,350
359,350
ANTS IN AID
104,000
104,669
104,000
104,000
104,000
104,000
:NSFERS TO OTHER FUNDS.
62,426,271
56,337,015
51.676,442
52,123,755
52,574,775
53,031,592
Total for Expenditures
69,700,400
63,290,880
59,847,557
60,628,256
61,402,089
61,978,725
Total for Revenues
69,757,803
64,033,771
59,108,365
59,831,222
60,551,010
61,125,370
Total for Expenditures
69,700,400
63,290,880
59,847,557
60,628,256
61,402,089
e
61,978,725
57,403
742,891
(-739,192)
(-797,034)
(-851,079)
(-653,355)
larch 31, 1997 7:02:05 PM Page 2 of 6
City of Miami
5-Year Estimates
As of: 3/13/97
Revenues by Char / Expenditures by Major
FY 1997 FY 1997 FY 1998 FY 1999 FY 2000 FY 2001
Revised Year End Estimated Estimated Estimated Estimated
Budget Projection Budget Budget Budget Budget
id 20 DEBT SERVICE FUNDS
venues
TAXES
24,107,132
23,027,790
21,043,066
21,505,281
19,343,104
19,184,697
INTERGOVERNMENTAL REVENUE
5,421,687
5,421,687
5,424,015
5,420,896
5,421,643
5,419,976
MISCELLANEOUS REVENUE
0
22,473
0
0
0
0
INTERNAL SERVICE FUNDS '
12,525,244
12,525,244
12,937,404
12,743,201
12,932,080
12,920,142
Total for Revenues
42,054,063
40,997,194
39,404,485
39,669,378
37,696,827
37,524,815
penditures
) SALARIES & WAGES -FIXED
205,254
10,251
0
0
0
0
) FRINGE BENEFITS -FIXED
163,485
37,928
0
0
0
0
) OPERATING EXPENSES -FIXED
36,473,318
36,332,140
34,204,569
34,466,613
32,491,127
32,316,093
OPERATING EXPENSES -VARIABL
92,200
92,200
94,966
97,815
100,750
103,772
3 TRANSFERS TO OTHER FUNDS
5,104,950
5,104,950
5,104,950
5,104,950
5,104,950
5,104,950
Total for Expenditures
42,039,207
41,577,469
39,404,485
39,669,378
37,696,827
37,524,815
Total for Revenues
42,054.063
40,997,194
39,404.485
39,669,378
37,696,827
37,524,815
Total for Expenditures
42,039,207
41,577,469
39,404,485
39,669,378
37,696,827
37,524,615
14,856
(-580,275)
0
0
0
0
iday, March 31, 1997 7:02:06 PM
Page 3 of 6
C
City of Miami
5-Year Estimates
As of: 3/13/97
Revenues by Char/ Expenditures by Major
FY 1997
FY 1997
FY 1998
FY 1999
FY 2000.
FY 2001
Revised
Year End
Estimated
Estimated
Estimated
Estimated
Budget
Projection
Budget
Budget
Budget
Budget
ENTERPRISE FUNDS
AND PERMITS
JERNMENTALREVENUE
I FOR SERVICES
�NEOUS REVENUE
SERVICE FUNDS
Total for Revenues
as
?S & WAGES -FIXED
BENEFITS -FIXED
'ING EXPENSES -FIXED
ING EXPENSES -VARIABL
ING EXPENSES -VARIABL
_ OUTLAY -VARIABLE
IN AID
ERS TO OTHER FUNDS
Total for Expenditures
Total for Revenues
Total for Expenditures
35,000
34,695
35,000
35,000
35,000
35,000
853,747
1,373,828
853,747
853,747
853,747
853,747
2,280,876
2,022,642
2,277,546
2,277,546
2,277,546
2,277,546
3,964,963
3,965,095
1,696.963
1,731,500
1,767,710
1,804,644
30,197,667
28,420,007
29,092,588
28,599,891
28,701,648
28,805,927
4,130,994
4,104,768
2,952,658 •
2,974,458
2,974,458
2,974,458
8,353,496
7,775,275
3,500,000
3,500,000
3.500,000
3,500,000
4,031,882
3,959,034
3,015,611
3,010,838
2.821,624
2,743,541
53.848,625
51,655,344
43,424,113
42,982,980
42,931,733
42,994,863
12,385,322
12,239,483
13,066,022
13,520,717
13,956,721
14,041,558
4,295,109
4,189,898
4,323,379
4,357,919
4.390,872
4,397,201
21,518,123
21,651,885
21,798,464
22,225,229
22.429,087
22,775,461
73,272
33,575
34,584
35,622
36,690
37,791
3,265,314
3,211,626
3.343,199
3,443,492
3,546.805
3,653,211
286,000
269,942
266;000
266,000
266,000
266,000
42,631
0
0
0
0
0
9,664,682
9,654,682
0
0
0
0
51,520,453,
51,251,091
42,831,648
43,848,979
44,626,175
45,171,222
53,848,625
51,655,344
43,424,113
42,982,960
42,931,733
42,994,863
51,520,453
51,251,091
42,831,648
43,848,979
44,626,175
45,171,222
2,328,172
404,253
592,465
(-865,999)
(-1,694,442)
(-2,176,359)
31, 1997 7:02:07 PM Page 4 of 6
A
City of Miami
5-Year Estimates
Revenues by Char / Expenditures by Major
As of: 3/13/97
FY 1997 FY 1997 FY 1998 FY 1999 FY 2000 FY 2001
Revised Year End Estimated Estimated Estimated Estimated
Budget Projection Budget Budget Budget Budget
Ind 50 INTERNAL SERVICE FUND
avenues
0
8,601
0
0
0
0
1 CHARGES FOR SERVICES
41,350
206,041
40,000
40,000
40,000
40,000
i MISCELLANEOUS REVENUE
1,187,316
435,610
446,000
446,000
446,000
446,000
I NON -REVENUES
23,198,783
22,954,433
18,726,288
19,842,979
19,842,979
19,842.979
INTERNAL SERVICE FUNDS
32,101,724
32,344,782
29,705,415
30,300,257
28,250,945
28,555,560
Total for Revenues
56,529,173
55,949,467
48,917,703
50,629,236
48,579,924
48.884,539
tpenditures
)0 SALARIES & WAGES -FIXED
4,981,104
4,651,467
4,648,852
4,912.914
5,174,936
5,222.461
)0 FRINGE BENEFITS -FIXED
1,897,549
1,923,507
1,884,513
1,904.402
1,924,268
1,934,736
)0 OPERATING EXPENSES -FIXED
5,451,213
8,424.902
7,555,829
7,601,421
5,101,329
5.188,716
)0 OPERATING EXPENSES -VARIABL
40,076,864
40,171,978
41,279,169
42,517,546
43,793,077
45,106,870
)0 CAPITAL OUTLAY -VARIABLE
4,697,997
1,611,717
1.595,944
1,595,944
1,595,944
1,349,128
)0 TRANSFERS TO OTHER FUNDS
8,058,539
6,400,770
2,183,664
3,565,565
3,598,973
3,692,952
Total for Expenditures
65,163,266
63,184,341
59,147,971
62,097,792
61,188,527
62,494,863
Total for Revenues
56,529,173
55,949,467
48,917,703
50,629.236
48,579,924
48,884,539
Total for Expenditures
65,163,266
63,184,341
59,147,971
62,097,792
61,188,527
62,494,863
(-8,634,093)
(-7,234,874)
(-10,230,268)
(-11,468,556)
(-12,608,603)
(-13,610,324)
L
nday, March 31, 1997 7:02:08 PM Page 5 of 6
City of Miami
5-Year Estimates
Revenues by Char / Expenditures by Major
As of: 3/13/97
FY 1997 FY 1997 FY 1998 FY 1999 FY 2000 FY 2001
Revised Year End Estimated Estimated Estimated Estimated
Budget Projection Budget Budget Budget Budget
1 60 TRUST & AGENCY FUNDS
:nues
AXES
ITERGOVERNMENTAL REVENUE
iISCELLANEOUS REVENUE
ON -REVENUES
Total for Revenues
Inditures
SALARIES & WAGES -FIXED
FRINGE BENEFITS -FIXED
OPERATING EXPENSES -FIXED
OPERATING EXPENSES -VARIABL
'APITAL OUTLAY -VARIABLE
TRANSFERS TO OTHER FUNDS
Total for Expenditures
1,323,060
1,323,060
1,323,060
1,323,060
1,323,060
1,323,060
200,222
200,216
193,671
193,671
193,671
193,671
997,980
997.987
997,980
997,980
997,980
997,980
40,032,819
40,108,865
38,469,958
40,130,595
41,349,293
42,594,890
42,554,081
42,630,128
40,984,669
42,645,306
43,864,004
45,109,601
267,075
1,167,076
814,895
814,895
814,895
814,895
127,455
288,220
280,555
280,555
280,555
280,555
30,189,605
30,482,331
28,934,192
30,299,681
31,222,502
32,172,484
391,940
1,550,468
1,594,120
1,641,944
1,691,205
1,741,944
125,000
125.000
160,000
160,000
160,000
160,000
8,865,632
6,385,338
9,102,562
9,373,562
9,644,562
9,914,562
39,966,707
39,998,433
40,886,324
42,570,637
43.813.719
45,084,440
Total for Revenues
42,554,081
42,630,128
40.984.669
42,645,306
43,864,004
45,109,601
Total for Expenditures
39,966,707
39,998,433
40,886.324
42,570,637
43,813,719
45,084,440 ,
2,587,374
2.631,695
98,345
74,669
50,285
25,161
Overall Total for Revenues
509,620,632
503,619,177
449,651,211
456.368,906
457,984,997
458,710,689 e
Overall Total for Expenditures
509,309,029
497,565,430
466,423.074
488,824,249
498,207,656
507,097,241
311,603
6,053,747
(-16,771,863)
(-32,455,343)
(-40,222,659)
(48,386,552)
y, March 31, 1997 7:02:09 PM
Page 6 of 6
Appendix III-2
General Fund - 5 year Revenue ]Estimates
9'7- 278
City of Miami
5-Year Estimates
as of 3/13/97
Revenues by Fund, Character and Minor Object
FY 1997 FY 1997 FY 1998
FY 1999 FY 2000 FY 2001
Revised Year End Estimated
Estimated Estimated Estimated
Budget Projection Budget
Budget Budget Budget
4L FUND
0 17 0 0 0
0 17 0 0 0
ES
'AXES REAL CURRENT
91,268,977
90,823,852
94,388,658
96,760,874
99,192,395
101,684,705
'AXES PERSONAL CURRENT
12,314,622
11.004,154
12,539,346
12,664,740
12,791,387
12,919,301
:)AS FRANCHISE
675,000
706.416
656,190
662,210
668,291
674,433
P & L FRANCHISE
11,800,000
12,500,000
12,500,000
12,625,000
12,751,250
12,678,763
AXES REC REAL DEL
2,000,000
2,000,000
2,018,387
2,018,387
2,018,387
2,018,387
SAXES REC PERS DEL
750,000
755,577
892,885
892,885
892,885
892,885
>SSESSMENT LIEN REVENUE
320,000
320,000
318,019
318,019
318,019
318.019
-OCAL OPTION GAS TAX
0
0
6,389,764
6,389,764
6,389,764
6,389,764
ABLE TV FRANCHISE FEE
856,353
1,286.862
856,353
873,480
89b,950
908,769
("AXES. PERS. CURRENT DELINQUENT
0
450
0
0
0
0
rELE-COMMM. PUBL. RIGHTIWAY FE
45,764
41,358
49,237
49,729
50,226
50,748
PUBLIC SERVICE TAX ORD-10263
0
876
0
0
0
0
.XES
120,030,716
119,439,545
130,608,839
133,255,088
135,963,554
138,735,754
ENSES AND PERMITS
LINE & GRADE SURVEY 65,000 92,549 86,234 86,234 86,234 86,231
BUSINESS -LICENSE- 5,716,752 5,609,476 5,400,000 5,400,000 5,400,000 5,400,001
BUSINES-LICENSE-PENALTY 350,000 537,666 350,000 350,000 350,000 350,001
997 8:22:22 PM • Page 1 of 9
City of Miami
5-Year Estimates
Revenues by Fund, Character and Minor Objedt
as of 3I13197
FY 1997
FY 1997
FY 1998
FY 1999
FY 2000
FY 2001
Revised
Year End
Estimated
Estimated
Estimated
Estimated
Budget
Projection
Budget
Budget
Budget
Budget
1 GENERAL FUND
056
OCCUPAT LICENSE -TRANSFER FEE
300
300
300
300
300
i
300
100
FIREWORKS PERMIT
1,817
1,886
1,708
1,708
1,708
1,708
101
ASSEMBLY PERMIT
6,405
6,064
6,200
6,200
6,200
6,200
108
MICROFILM CHARGES-BLDG
233
172
120
120
120
120
124
BENCH PERMITS
147,800
180,000
154,345
154,345
154,345
154,345
286
CONTRACTORS OCCUPATIONAL LICEN
45,000
47,325
45,000
45,000
45,000
45,000
350
TRAFFIC PERMIT FEES
24,957
47,143
42,000
42,000
42,000
42,000
464
CLASS C SPECIAL PERMITS
51,250
51,250
7
7
7
7
465
MAJOR USE SPECIAL PERMITS
25,000
25,000
25,000
25,000
25,000
25,000
651
PAY TELEPHONE PERMITS
104,500
104,500
115,869
119;345
122,925
126,613
TOTAL LICENSES AND PERMITS
6,539,014
6,703,331
6,226,783
6,230,259
6,233,839
6,237,527
03 INTERGOVERNMENTAL REVENUE
057 OCCUPATIONAL LICENSES -METRO
550,000
493,434
493,433
498,367
503,351
508,385
074 STATE OF FLA REVENUE SHARING
3,785,414
3,785,414
3,624,742
3,704,742
3,784,742
3,864,742
075 STATE OF FLA MOBILE HOME LICEN
35,000
30,000
30,000
30,000
30,000
P0,000
076 STATE OF FLA CIGARRETTE TAX
350,000
350,005
366,243
355,199
344,155
333.111
077 BUSINESS -LICENSE -LIQUOR
250,000
210,000
163.713
161,496
159,279
157.062
251 TRAINNING REVENUE
20,000
20,000
20,000
20,000
20,000
20,000
274 US DEPT OF AGRICULTURE
80,449
62,108
48,000
48,000
48,000
48,000
409 US DEPT OF HEALTH & HUM SERV
0
3,296
0
0
0
C
439 HALF CENT SALES TAX
17,700,000
18,573,000
19,012,000
19,450,000
19,889,000
20,327,00(
480 FIRE FIGHTERS SUPP COMPENSATIO
100,600
105,195
105,194
105,194
105,194
105,19'
v, March 31, 1997 8:22:26 PM
Page 2 of 9
00
City of. Miami
6-Year Estimates
as of 3/13
Revenues by Fund, Character and Minor
Object
FY 1997
FY 1997
FY 1998
FY 1999
FY 2000
FY 2L
Revised
Year End
Estimated
Estimated
Estimated
Estima
Budget
Projection
Budget
Budget
Budget
Bur
Fund 01 GENERAL FUND
1
539
E911 SYSTEM SERVICE FEES
50,000
50,000
0
0
0
597
U.S.DEPARTMENT OF JUSTICE
9,000,000
9,000,000
8,728,315
8,896,758
6,121,024
6
610
SOUTH FL.INFRASTRUCTURE FUND
0
60
0
0
0
647
KEY BISCAYNE - CITY CONTRACT
402,000
402,000
402,000
402,000
402,000
40%
TOTAL INTERGOVERNMENTAL REVENUE
32,323,463
33,084,512
32,993,640
33,671,756
31,406,745
25,801
04 CHARGES FOR SERVICES
015
AUTO POUND
70,000
94,112
70,000
70,000
70,000
7(
017
OTHER SVCE CHGES AND FEES-SP F
0
-45
0
0
0
024
PUBLIC WORKS MISCELLANEOUS
600
8,086
8,905
8,905
8,905
028
PLAT CHECKS
24,248
30,382
33,246
33,578
33,914
3-
030
COVENANT FEES
9,800
8,064
7,197
7,197
7,197
031
EXCAVATION UTILITIES
230,000
279,153
204,174
204,174
204,174
20-
033
SIDEWALK CUTS & REPAIR- PUB-WK
32,875
25,568
23,901
'23,901
23,901
2_
038
LIGHTS -LINES
1,200
1,077
1,077
1,077
1,077
041
MISCELLANEOUS FEES -LEIS. SERV
0
2,547
2,550
2,550
2,550
042
RENTAL-
280,000
269.622
235,053
235,053
235,053
23
044
POOLS
0
1,798
2,571
2,571
2,571
049
PARKS CEMETERY CHARGES
2,600
3,752
2,600
2,600
2,600
086
EMERGENCY MEDICAL SERVICE
4,575,000
3,676,366
3,821,511
4.012,587
4,213,216
4,42
090
PHOTOCOPY SERVICES
229,535
118,599
134,565
134,565
134,565
13
097
FIRE FLOW INSPECTION
11,900
14,406
16,473
16,637
16,804
1
098
INFLAMMABLE LIQUIOS INSPECTION
15,000
19,336
19,530
19,726
19,923
Monday, March 31, 1997 8:22:27 PM
Page 3 of 9
City of Miami
5-Year Estimates
as of 3/13/97
Revenues by Fund, Character and Minor
Object
FY 1997
FY 1997
FY 1998
FY 1999
FY 2000
FY 2001
Revised
Year End
Estimated
Estimated
Estimated
Estimated
Budget
Projection
Budget
Budget
Budget
Budget
Fund 01
GENERAL FUND
099
STANDPIPE PRESSURE TEST
4,000
3,456
3,252
3,284
3,317
13,350
103
SALE OF FIRE REPORTS
3,500
4,709
4,477
4,522
4,567
4,613
112
UNCLAIMED MONIES
175,633
217,532
160,000
160,000
160.000
160,000
113
SALVAGE
0
6
0
0
0
0
115
SERV CHGS -GENERAL GOVT
500,000
550,076
640,000
640,000
640,000
640,000
153
MISCELLANEOUS SERVICE CHARGES
335
0
0
0
0
0
169
GREEN FEES
650
0
0
0
0
0
171
ANNUAL MEMBERSHIPS
0
68
0
0
0
0
208
DAY CARE FEES
350,000
197,740
249,395
249,395
249,395
249,395
225
ENGINEERING SERVICES
500,000
500,000
500,000
500,000
500,000
500,000
228
EXCESS COLLECTION FEES
300
314
0
0
0
0
250
POLICE ESCORT
62,500
62,500
38,032
38,412
38,796
39,184
269
LOT CLEARING AND DEMOLITION
10,000
30,000
16,642
16,642
16,642
16,642
329
CITY CLERK -QUALIFYING FEES
0
900
1,262
1,275
1,287
1,300
341
BURGLARY AND ROBBERY ALARM ORD
842,000
842,000
625,000
631,250
637,563
643,938
351
ADMIN SURCHARGE -OFF DUTY
663,978
663,978
840,956
851,366
861,919
872,619
A
353
COST ALLOCATION PLAN
1,328,556
1,139,554
1,018,947
1,018,947
1,018,947
1,018,947
358
TENNIS FEES
5,000
4,802
4,393
4,393
4,393
4,393
359
TOWING ADMIN. CHARGES REVENUE
343,291
343,492
266,000
268,660
271,347
274,060
C�
.�
'441
PARKING RENTAL
55,000
83,200
0
0
0
0
453
SALE OF MAPS & PUBLICATIONS
0
822
931
940
949
959
460
SPECIAL INSPECTIONS
970,000
970,000
750,000
970,000
970,000
970,000
00
507
LIEN SEARCH FEES
78,763
10.0,705
120,000
120,000
120,000
120,000
Monday, March 31, 1997 8:22:28 PM . Page 4 of 9
City of Miami
5-Year Estimates
as of 3/1=
Revenues by Fund, Character and Minor Object
FY 1997
FY 1997
FY 1998
FY 1999
FY 2000
FY 2c
Revised
Year End
Estimated
Estimated
Estimated
Estima
Budget
Projection
Budget
Budget
Budget
But
Fund 01 GENERAL FUND
512
POLICE ID TO DEPARTMENTS
1,000
0
0
0
0
515
COMPREHENSIVE PLAN AMENDMENT F
2,500
10,350
2,500
2,500
2,500
-
520
HCB APPERANCE FEE
600
768
833
841
849
526
SIDEWALK CAFE PERMITS
95,000
95,000
70,463
70,463
70,463
7(
527
WATERFRONT IMPROVEMENTS PERMIT
15,000
15,923
32,437
32,437
32,437
3
528
PUBLIC WORKS - SALE OF DOCUMEN
20,000
9,564
17,286
17,286
17,286
1
530
RADON GAS TRUST FUND COMMISSIO
0
.14
0
0
0
538
FIRE - CERTIF. OF USE RENEWALS
1,200,000
1,348,986
1,340,034
1,353,434
1,366,968
1,381
570
INTERIM PROPRIET FEES ORD 1060
275,000
228,051
223,923
226.162
228,423
231
571
ORD. 10596-ALARM SYSTEM INSPEC
18,000
21,426
22,914
23,143
23,374
2:
572
ORD. 10596- REINSPECTION FEES
4,750
4,836
4,949
4,998
5,048
577
PLAN CHECKING FEE
223,023
211.446
204,209
204,209
204,209
20-
578
RIGHT-OF-WAY USE PERMIT
20,531
22,923
20,194
20,194
20,194
21
584
SPRINKLER SYSTEM INSPECTION
31,225
.26,997
25,133
25,385
25,639
2
598
ADMIN. FEE - FIRE (ORD. 10237)
4,600
5,792
4,959
5,008
5,05B
599
ADMIN. FEE - SELF INS. (0.1023
2,500
1,566
1,356
1,369
1,383
A
641
SALARY RECOVERY/INSPECTIONS
0
300
0
0
0
TOTAL
CHARGES FOR SERVICES
13,289,993
12,472,619
11,793,830
12,241,636
12.479,403
12,72
05 FINES AND FORFEITS
084
METRO COURT -FINES & FORFEITURE
2,727,000
2,894,474
3,055,815
3,055,815
3,055,815
3,05
247
FORFEITED FUNDS
750,006
328,125
187,500
187,500
0
509
SCHOOL CROSSING GUARD
107,148
83,155
107,148
107,148
107,148
Jr
Monday, March 31, 1997 8:22:29 PM
Page 5 of 9
City of Miami
5-Year Estimates
as of 3/13197
Revenues by Fund, Character and Minor Object
FY 1997
FY 1997
FY 1998
FY 1999
FY 2000
FY 2001
Revised
Year End
Estimated
Estimated
Estimated
Estimated
Budget
Projection
Budget
Budget
Budget
Budget
Fund 01 GENERAL FUND
1,250
1,250
i1,250
637
NUISANCE ABATEMENT BOARD FINES
5,000
2,602
1,250
TOTAL FINES AND FORFEITS
3,589,148
3,308,356
3,351,713
3,351,713
3,164,213
3,164,213
06 MISCELLANEOUS REVENUE
048
REIMB LOST PROPERTY
6,500
8,797
8,955
8,955
8,955
8,955
070
RENTAL PROPERTIES
2,106,000
2,106,000
2,541,062
2,861,062
2,861,062
3,353,562
080
WATER & SEWER-SECT.111-3-22-19
0
20,387
0
0
0
0
083
PENSION -METRO WATER & SEWERS
0
0
845
845
845
845
094
INTEREST ON INVESTMENT
950,000
750,000
750,000
750,000
750,000
750,000
III
SALE OF EQUIPMENT
0
65,150
0
0
0
0
136
INTEREST ON ASSESSMENT LIENS
2,000
3,214
3,383
3,383
3,383
3,383
143
MISCELLANEOUS REVENUE
388,475
521,956
215,164
215,164
215,164
215,164
161
UTILITIES
60,000
61,548
263
263
263
263
211
WITNESS FEE
8,320
8,300
8,573
8,573
8,573
8,573
261
OTHER LAND SALES
7,454,277
9,735,277
0
0
0
0
327
OTHER SURPLUS SALE
335,000
376,251
1,000
1,000
1,000
+ 1,090
360
CRIMINAL JUSTICE INSTITUTE
45,000
7,016
5,000
5,000
5,000
5,000
366
SALE OF FILL
4,000,000
5,922,513
0
0
0
.0
379
INTEREST INCOME -OTHER
260,000
261,307
238,477
238,477
238,477
238,477
702
INVESTMENT ADMINISTRATION COST
30,000
30,000
30,900
31,827
32,781
33,765
to
"1 841
F
ROUSE MIAMI INC CONTRIBUTION
1,350,000
1,528,064
1,500,000
1,545,000
1,591,350
1,639,090
Z� TOTAL MISCELLANEOUS REVENUE
00
Monday, March 31, 1997 8:22:30 PM
16,995,572 21,405,780 5,303,622 5.669,549 5,716,853 6,258,077
Page 6of9
City of Miami
5-Year Estimates
as of 3/13/97
Revenues by Fund, Character and Minor Object
FY 1997
FY 1997
FY 1998
FY 1999
FY 2000
FY 2001
Revised
Year End
Estimated
Estimated
Estimated
Estimated
Budget
Projection
Budget
Budget
Budget
Budget
Fund 01 GENERAL FUND
I
08 NON -REVENUES
148
CONTR, FROM SPORTS & EXHIB.AUT
13,217,000
13,251,511
300,000
300,000
300,000
300.000
215
SALARY RECOVERY
318,681
174,054
164,331
164,331
164,331
164,331
308
POLICE OVERTIME SALARY REFUND
490,000
497,592
400,000
400.000
400,000
400,000
670
DINNER KEY RETAINED EARNINGS
701,643
701,643
0
0
0
0
705
CONTRJENVIR, STORMWATER SER.
0
0
2,600,000
2,600,000
2,600,000
2,600,000
990
OTHER NON -OPERATING
0
-69,305
0
0
0
0
TOTAL NON -REVENUES
14,727,324
14,555,495
3,464,331
3,464,331
3,464,331
3,464,331
09 INTERNAL
SERVICE FUNDS
T 355
CONTRIBUTION FROM SELF INSURAN
400,000
400,000
0
0
0
0
356
CONTRIBUTION FROM TRUST AND AG
1,808,024
1.808,024
1,808,024
0
0
0
362
CONTRIB FROM ENTERPRISE FUNDS
202,396
202,396
0
0
0
0
420
CONTR FROM DEPTS-WORKER'S COMP
0
-377
0
0
0.
0
446
CONTRIB FROM DEBT SERVICE
294,964
294,964
0
0
0
0
447
CONTRIB FROM DEBT SERV M U ST
26,975,076
26,975,076
17,353,871
17,819,229
21,025,338
21,7.74,888
596
CONTRIBUTION FOR LAW DEPT SER
125,000
125,000
100,000
100,000
100,000
100,000
640
CONTR FROM GUAR ENTITL D.S'
2,810,950
2,810,950
4,807,223
4,807,223
4,807,223
4,807,223
645
CONTR FROM B & Z ENT FUND
1,901,445
1,901,445
0
0
0
0
649
CONTR FROM 0.13 GUAR ENTITL FND
2,679,445
2,679,445
0
0
0
0
902
SALES TAX COLLECT./CHARGES
0
0
0
0
0
0
903
DEPOSITS
0
2,338
0
0
0
0
963
CONTRIB. FROM DINNER KEY MARIN
184,357
184,357
0
0
0
0
Monday, March 31, 1997 8:22:31 PM Page 7 of 9
to
iND
-12
00
City of Miami
5-Year Estimates
as of 3/13/97
Revenues by Fund, Character and Minor Object
FY 1997 FY 1997 FY 1998
FY 1999 FY 2000 FY 2001
Revised Year End Estimated
Estimated Estimated Estimated
Budget Projection Budget
Budget Budget Budget
Fund 01 GENERAL FUND
TOTAL INTERNAL SERVICE FUNDS
37,381,657
37,383,618
24,069,118
22,726,452
25,932,561
26,682,111
GENERAL FUND TOTAL
244.876,887
248,353,273
217,811,876
220,610,784
224,361,499
223,071,501
Monday, March 31, 1997 8:22:31 PM
Page 8 of 9
City of Miami
6-Year Estimates
as of 3/13/97
Revenues by Fund, Character and Minor Object
FY 1997 FY 1997
FY 1998
FY 1999
FY 2000
FY 2001
Revised Year End
Estimated
Estimated
Estimated
Estimated
Budget Projection
Budget
Budget
Budget
Budget
GRAND TOTAL 244,876,867 248,353,273
217,811,876
220,610,784
224,361,499
223,071,501
March 31, 1997 8:22:32 PM Page 4 of 9
Appendix III-3
Special Revenue Fund - 5 Year Revenue Estimates
9 7- 278
City of Miami
5-Year Estimates
Revenues by Fund, Subfund, Character and Minor
Object
as of 3/13/97
FY 1997 FY 1997
FY 1998
FY 1999
FY 2000
FY 2001
Revised Year End
Estimated
Estimated
Estimated
Estimated
Budget Projection
Budget
Budget
Budget
Budget
Fund 10 SPECIAL REVENUE FUND
SubFund: 105 FRANCHISE TAX - RESCUE SERVICE
01 TAXES
051 TELEPHONE FRANCHISE
1,626,578 1,626,578
1,476,960
1,491,729
1,506,646
1,521,713
TOTAL TAXES
1,626,578 1,626.578
1,476,960
1,491,729
1,506,646
1,521,713
08 NON -REVENUES
215 SALARY RECOVERY
12,000 12,000
0
0
0
0
TOTAL NON -REVENUES
12,000 12,000
0
0
0
0
09 INTERNAL SERVICE FUNDS
446 CONTRIB FROM DEBT SERVICE
678,221 678,221
0
0
0
0
TOTAL INTERNAL SERVICE FUNDS
678,221 678,221
0
0
0
0
FRANCHISE TAX - RESCUE SERVICE TOTAL 2,316,799 2,316,799 1,476,960 1,491,729 1,506,646 1,521,71:
SubFund: 115 MENTALLY RETARDED PROGRAMS
03 INTERGOVERNMENTAL REVENUE
203 FLA. DEPT. HEALTH & REHABILTAT 274,140 274,340 268,315 274,513 280,724 283,496
TOTAL INTERGOVERNMENTAL REVENUE 274,140 274,340 268,315 274,513 280,724 283,496
MENTALLY RETARDED PROGRAMS TOTAL 274,140 274,340 268,315 274,513 280,724 283,49
SubFund: 116 RECREATION ACTIVITY
02 LICENSES AND PERMITS
066 MISCELLANEOUS PERMITS 0 1,950 0 0 0 0
Monday, March 31, 1997 8:22:54 PM
Page 1 of 8
City of Miami
} 5-Year Estimates as of 311319
Revenues by Fund, Subfund, Character and Minor Object
FY 1997 FY 1997 FY 1998 FY 1999 FY 2000 FY 2001
Revised Year End Estimated Estimated Estimated Estimated
' Budget Projection Budget Budget Budget Budge
Fund 10 SPECIAL REVENUE FUND i
TOTAL LICENSES AND PERMITS 0 1,950 0 0 0
03 INTERGOVERNMENTAL REVENUE
349 OTHER PUBLIC AND PRIVATE CONTR
15,000
15,000
15,000
15,000
15,000
15,01
TOTAL INTERGOVERNMENTAL REVENUE
15,000
15,000
15,000
15,000
15,000
15,0,
04 CHARGES FOR SERVICES
017 OTHER SVCE CHGES AND FEES-SP F
30,000
30,000
30,000
30,000
30,000
30,0
038 LIGHTS -LINES
0
576
0
0
0
042 RENTAL-
75,000
242,895
75,000
75,000
75,000
75,0
043 CLASS -FEES
40,000
40,000
40,000
40,000
40,000
40,0
146 EQUIPMENT RENTAL
0
1,585
0
0
0
153 MISCELLANEOUS SERVICE CHARGES
0
8,157
0
0
0
156 EVENT PARKING
0
19,788
0
0
0
523 $0.50 TICKET SURCHARGE
4,000
8,447
4,000
4,000
4,000
4,1
524 $0.75 TICKET SURCHARGE
10,000
3,526
10,000
10,000
10,000
h0,
525 .$1.00 TICKET SURCHARGE
0
15,747
0
0
0
650 SUMMER CAMP FEES
56,000
56,000
58,174
60,415
62,721
65,
TOTAL• CHARGES FOR SERVICES
215,000
426,721
217,174
219,415
221,721
224,
I
06 MISCELLANEOUS REVENUE
040 CONCESSIONS
10,000
32,964
10,000
10,000
10,000
1C
Monday, March 31, 1997 8:22:55 PM
Page 2 of 8
City of Miami
5-Year Estimates
Revenues by Fund, Subfund, Character and Minor Object
as of 3/13/97
FY 1997
FY 1997
FY 1998
FY 1999
FY 2000
FY 2001
Revised
Year End
Estimated
Estimated
Estimated
Estimated
Budget
Projection
Budget
Budget
Budget
Budget
Fund 10 SPECIAL REVENUE FUND
070 RENTAL PROPERTIES
0
2,002
0
0
0
1
152 PR. YRS. REVENUE
160,000
160,000
160,000
160,000
160,000
160,00(
TOTAL MISCELLANEOUS REVENUE
170,000
194,966
170,000
170,000
170,000
170,OOC
09 INTERNAL SERVICE FUNDS
902 SALE$ TAX COLLECT./CHARGES
0
10,998
0
0
0
C
TOTAL INTERNAL SERVICE FUNDS
0
10,998
0
0
0
0
RECREATION ACTIVITY TOTAL
400,000
649,635
402,174
404,415
406.721
409,01
SubFund: 120 ENVIRONMENTAL STORMWATER SEWER
04 CHARGES FOR SERVICES
319 SOLID WASTE FEES - PENALTIES
0
1,827
0
0
0
0
549 STORMWATER UTILITY FEE
9,100,000
9,101,700
9,000,000
9,000,000
9,000,000
9,000,000
657 STORMWATER UTILITY FEE - COUNT
0
. -3,527
0
0
0
0
TOTAL CHARGES FOR SERVICES
9,100,000
9,100,000
9,000,000
9,000,000
9,000,000
9,000,000
ENVIRONMENTAL STORMWATER SEWER TOTAL
9,100,000
9,100,000
9,000,000
9,000,000
9,000,000
9,000,00
SubFund: 127 DOWNTOWN DEVELOPMENT SUPPLEMEN
04 CHARGES FOR SERVICES
531 TRANSPORTATION MITIGATION FEE
1
0
47,596
0
0
0
0
532 AIR QUALITY FEE
0
1,899
0ND
0
0
0
533 DRI/MASTER PLAN RECOVERY FEE
01
12,559
0
0
0
0
534 ADMINISTRATION FEE
18,000
27,082
18,000
18,000
18,000
18,000
Monday, March 31, 1997 8:22:56 PM
Page 3 of 8
City of Miami
5-Year Estimates
Revenues by Fund, Subfund, Character and Minor Object
as of 3/13197
FY 1997
FY 1997
FY 1998
FY 1999
FY 2000
FY 2001
Revised
Year End
Estimated
Estimated
Estimated
Estimated
Budget
Projection
Budget
Budget
Budget
Budget
0 SPECIAL REVENUE FUND
TOTAL CHARGES FOR SERVICES
18,000
89,136
18,000
18,000
18,000
I
18,000
TOWN DEVELOPMENT SUPPLEMEN TOTAL
18,000
89,136
18,000
18,000
18,000
18,000
Fund: 136 ORD 9944 POLICE SECOND DOLLAR
03 INTERGOVERNMENTAL REVENUE
429 FI DEPT OF LAW ENFORCEMEENT
100,000
100,000
103,000
106,090
109,272
112,551
TOTAL INTERGOVERNMENTAL REVENUE
100,000
100,000
103,000
106,090
109,272
112,551
9944 POLICE SECOND DOLLAR TOTAL
100,000
100,000
103,000
106,090
109,272
112,551
Fund: 136 IMPACT FEE ADMINISTRATION
04 CHARGES FOR SERVICES
629 IMPACT FEE ADMINISTRATION 18,000 39,181 18,000 18,000 18,000 1.8,000
TOTAL CHARGES FOR SERVICES 18,000 39,181 18,000 18,000 18,000 18,000
.CT FEE ADMINISTRATION TOTAL 18,000 39,181 18,000 18,000 18,000 18,000
Fund: 142 POLICE MISCELLANEOUS GRANTS
03 INTERGOVERNMENTAL REVENUE
a �
597 U.S,DEPARTMENT OF JUSTICE 10,000,000 3,930,890 0 0 0 0
TOTAL INTERGOVERNMENTAL REVENUE 10.000,000 3,930,890 0 0 0 0
CE MISCELLANEOUS GRANTS TOTAL 10,000,000 3,930,890 0 0 0 0
-Fund: 145 SPECIAL REVENUE FUND - NET
02 LICENSES AND PERMITS
=y, March 31, 1997 8:22:57 PM Page 4 of 8
City of Miami
5-Year Estimates
Revenues by Fund, Subfund, Character and Minor Object as of 3/13/97
FY 1997 FY 1997 FY 1998 FY 1999 FY 2000 FY 2001
Revised Year End Estimated Estimated Estimated Estimated
Budget Projection Budget Budget Budget Budget
10 SPECIAL REVENUE FUND
056 OCCUPAT LICENSE -TRANSFER FEE 0 1,929 0 0 0 i 0
TOTAL LICENSES AND PERMITS 0 1,929 0 0 0 0
04 CHARGES FOR SERVICES
359 TOWING'ADMIN, CHARGES REVENUE
TOTAL CHARGES FOR SERVICES
06 MISCELLANEOUS REVENUE
143 MISCELLANEOUS REVENUE
TOTAL MISCELLANEOUS REVENUE
09 INTERNAL SERVICE FUNDS
192 CONTRIBUTION FROM SPA
901 ACCTS REC COLLECTIONS
TOTAL INTERNAL SERVICE FUNDS
0 630 0 0 0 0
0 630 0 0 0 0
0 367 0 0 0 0
0 367 0 0 0 0
2,888,739
2,888,739
2,108,046
4,040,783
4,264,993
4,341,652
0
0
2.150,000
450,000
450,000
450,000
2,888,739
2,888,739
4,258,046
4,490,783
4,714.993
4,7I91,652
:IAL REVENUE FUND - NET • TOTAL
2,888,739
2,891.665
4.258,046
4,490,783
4,714,903
4.791,652
jFund: 170 UTILITIES SERVICE TAX SPECIAL
01 TAXES
130 UTILITY SERV. TX. -ELECTRICITY
19,280,755
19,280,755
19,409,131
19,700,268
19,995,773
20,295,709
131 UTILITY SERV. TX.-TELEPH./TELE
5,460,917
5,460,917
4,735,17.3
4,518,253
4,301,333
4,084,413
132 UTILITY SERV. TX. -GAS
1,048,563
1,048,563
1,006,678
956,788
906,897
857.007
iy, March 31, 1997 8:22:58 PM
Page 5 of 8
City of Miami
5-Year Estimates
Revenues by Fund, Subf und, Character and Minor Object as of 3/13/97
FY 1997 FY 1997 FY 1998 FY 1999 FY 2000 FY 2001
Revised Year End Estimated Estimated Estimated Estimated
Budget Projection Budget Budget Budget Budget
Fund 10 SPECIAL REVENUE FUND
133 UTILITY SERV, TX. -WATER
2,831,807
2,831,807
2,804,875
2,846,948
2,889,652
2,d2,99,
134 UTILITY SERV. TX. -FUEL OIL
30,591
30,591
27,288
25,686
24,083
22,481_
625 PUBLIC SERVICE TAX ORD-10263
5,097,103
5,097,103
6,729,640
6.074,655
6,419,670
6,764,68_
TOTAL 'TAXES
33.749.736
33,749,736
33,712,785
34,122,598
34,537,408
34,957,291
06 MISCELLANEOUS REVENUE
143 MISCELLANEOUS REVENUE
224,042
224,042
0
0
0
r=
TOTAL MISCELLANEOUS REVENUE
224,042
224,042
0
0
0
UTILITIES SERVICE TAX SPECIAL TOTAL
33,973,778
33,973,778
33,712,785
34,122,598
34,537,408
34,957,2f
SubFund: 193 LOCAL OPTION GAS TAX
01 TAXES
473 LOCAL OPTION GAS TAX
7,639,384
7,639.384
6,862,000
6,866,000
6,869,000
6,871,00(
TOTAL TAXES 7,639,384 7,639,384 6,862,000 6,866,000 . 6,869,000 6,871,001
LOCAL OPTION GAS TAX TOTAL 7,639,384 7,639,384 6,862,000 6,866,000 6,869,000 6.'871,6
SubFund: 195 METRO DADE TOURIST BED TAX
03 INTERGOVERNMENTAL REVENUE
376 METRO-DADE RESORT TAX 1,828.963 1,828,963 1,775,000 1,810,500 1.846.710 1,883,64
TOTAL INTERGOVERNMENTAL REVENUE 1,828,963 1,828,963 1,775,000 1,810,500 1,846,710 1,883,64
METRO DADE TOURIST BED TAX TOTAL 1,826,963 1,828,963 1,775,000 1,810,500 1,846,710 1,883.6
JO
SubFund: 196 E-911 SYSTEM
Monday, March 31, 1997 8:22:59 PM Page 6 of 8
City of Miami
5-Year Estimates
Revenues by Fund, Subfund, Character and Minor
Object
as of 3/13,
FY 1997 FY 1997
FY 1998
FY 1999
FY 2000
FY 20�
Revised Year End
Estimated
Estimated
Estimated
Estimat;
Budget Projection
Budget
Budget
Budget
Budr
Fund 10 SPECIAL REVENUE FUND
03 INTERGOVERNMENTAL REVENUE
1
621 E911 SYSTEM FEE -RECURRING FE
960,000 1,200,000
974,085
988,594
1,003,536
1,018,
622 E911 SYSTEM NON -RECURRING FEE
240,000 0
240,000
240,000
240,000
240,
TOTAL INTERGOVERNMENTAL REVENUE
1.200,000 1,200,000
1.214,085
1,228,594
1,243,536
1,258,
E-911 SYSTEM
TOTAL
1,200,000
1,200,000
1,214,085
1,228,594
1,243,536
1,25:
SPECIAL REVENUE FUND
TOTAL
69,757,803
64,033,771
59,108,365
69,831,222
.60,551,010
61,12:
C�0
Monday, March 31, 1997 8:22:59 PM Page 7 of 8
GRAND TOTAL
City of Miami
5-Year Estimates
Revenues by Fund, Subfund, Character and Minor Object
FY 1997 FY 1991 FY 199tf rT laaa
Revised Year End Estimated Estimated
Budget Projection Budget Budget
69,757,803 64,033,771 59,108,365
day, March 31, 1997 8:23:00 PM Page 8 of 8
as of 3/13/97
FY 2000 FY 2001
Estimated Estimated
Budget Budget
59,831,222 60,551,010 61J25,3
Appendix 111-4
Enterprise Funds - 5 Year Revenue Estimates
97- 278
City of Miami
5-Year Estimates
as of 3/13/97
Revenues by Fund, Subfund, Character and Minor Object
FY 1997 FY 1997
FY 1998
FY 1999
FY 2000
FY 2001
Revised Year End
Estimated
Estimated
Estimated
Estimated
Budget Projection
Budget
Budget
Budget
Budget
Fund 40 ENTERPRISE FUNDS
Subfund: 402 MARINE STADIUM
1
04 CHARGES FOR SERVICES
396 DOCKAGE LONG TERM
685,000 501,688
585,000
585,000
585,000
585,000
TOTAL CHARGES FOR SERVICES
585,000 501,688
585,000
585,000
585,000
585,000
06 MISCELLANEOUS REVENUE
040 CONCESSIONS
0 278
88,000
88,000
88,000
88,000
TOTAL MISCELLANEOUS REVENUE
0 278
88,000
88,000
88,000
88,000
MARINE STADIUM TOTAL
e
585,000 501,966
673,000
673,000
673,000
673,000
SubFund: 403 MIAMI STADIUM
04 CHARGES FOR SERVICES
145 RENTAL STADIUMS ONLY
50,700 6,600
0
0
0
0
156 EVENT PARKING
500 0
0
0
0
0
523 $0.50 TICKET SURCHARGE
1,100 0
0
0
0
0
TOTAL CHARGES FOR SERVICES
52,300 6,600
0
0
0
0
e
05 MISCELLANEOUS REVENUE
040 CONCESSIONS
500 0
0
0
0
0
.�
161 UTILITIES
400 0
0
0
0
0
i
TOTAL MISCELLANEOUS REVENUE
900 0
0
0
0
0
00
08 NON -REVENUES
Monday, March 31, 1997 8:23:36 PM
Page 1 of 16
City of Miami
6-Year Estimates
s Revenues by Fund, Subfund, Character and Minor Object
as of 3/13/97
FY 1997 FY 1997 FY 1998 FY 1999
FY 2000 FY 2001
Revised Year End Estimated Estimated
Estimated Estimated
Budget Projection Budget Budget
Budget Budget
- Fund 40 ENTERPRISE FUNDS
990 OTHER NON -OPERATING
TOTAL NON -REVENUES
09 INTERNAL SERVICE FUNDS
362 CONTRIB FROM ENTERPRISE FUNDS
902 SALES TAX COLLECTJCHARGES
TOTAL INTERNAL SERVICE FUNDS
78,221
0
0
0
0 1 0
78,221
0
0
0
0 0
47,479
18,593
0
0
0 0
0
429
0
0
0 0
47,479
19,022
0
0
0 0
MIAMI STADIUM TOTAL
178,900
25,622
0
0
0
0
SubFund: 404 ORANGE BOWL
03 INTERGOVERNMENTAL REVENUE
074 STATE OF FLA REVENUE SHARING
2,000,000
2,000,000
0
0
0
0
348 METRO-DADE TOURIST BED TAX
215,000
215,000
0
0
0
0
TOTAL INTERGOVERNMENTAL REVENUE
2,215,000
2,215,000
0
0
0
0
04 CHARGES FOR SERVICES
a '
145 RENTAL STADIUMS ONLY
730,000
728,602
730,000
730,000
730,000
730,000
146 EQUIPMENT RENTAL
5,000
5,000
5,000
5,000
5,000
5,000
156 EVENT PARKING
405,000
405,000
177,000
177,000
177,000
177,000
157 MISC. PERSONNEL - STADIUMS ONL
10,000
10,000
10,000
10,000
10,000
10,000
523 $0.50 TICKET SURCHARGE
5,000
2,500
1,500
1,500
1,500
1,500
524 $0.75 TICKET SURCHARGE
15,000
26,887
15,000
15,000
15,000
15,000
525 $1.00 TICKET SURCHARGE
610.000
610,000
500,000
500,000
500.000
500,000
Monday, March 31, 1997 8:23:39 PM
Page 2 of 16
0
City of Miami
5-Year Estimates
as of 3/13/97
Revenues by Fund, Subfund, Character and Minor Object
FY 1997 FY 1997
FY 1998
FY 1999
FY 2000
FY 2001
Revised Year End
Estimated
Estimated
Estimated
Estimated
!
Budget Projection
Budget
Budget
Budget
Budget
Fund 40 ENTERPRISE FUNDS
I
l
TOTAL CHARGES FOR SERVICES
'
1,780,000 1,787,989
1,438,500
1,438,500
1,438,500
1,438,500
06 MISCELLANEOUS REVENUE
i
040 CONCESSIONS
1,310,000 1,309,999
1,310,000
1,310,000
1,310,000
1,310,000
`
094 INTEREST ON INVESTMENT
10,000 5,000
0
0
0
0
143 MISCELLANEOUS REVENUE
65,000 100,782
65,000
65,000
65,000
65,000
161 UTILITIES
42,000 27,489
42,000
42,000
42,000
42,000
TOTAL MISCELLANEOUS REVENUE
1,427,000 1,443,270
1,417,000
1,417,000
1,417.000
1,417,000
08 NON -REVENUES
990 OTHER NON -OPERATING
570,733 570,733
0
0
0
0
j
j
TOTAL NON -REVENUES
570,733 570,733
0
0
0
0
09 INTERNAL SERVICE FUNDS
i
902 SALES TAX COLLECT,/CHARGES
0 37,053
0
0
0
0
�
1
6
i
TOTAL INTERNAL SERVICE FUNDS
0 37,053
0
0
0
0
ORANGE BOWL TOTAL
5,992,733 6,054,045
2,855,500
2,855,500
2,855,500
2,855,51-
C17
.
�1
SubFund: 413 MIAMARINA
04 CHARGES FOR SERVICES
216 DOCKAGE WATSON ISLAND
81,000. 78,901
48,000
48,000
48,000
48,00C
i
396 DOCKAGE LONG TERM
96,000 0
115,020
115,020
115,020
115,02E
00
Monday, March 31, 1997 8:23:40 PM
Page 3 of 16
LTI
City of Miami
6-Year Estimates
Revenues by Fund, Subfund, Character and Minor Object
as of 3/13/97
FY 1997 FY 1997
FY 1998
FY 1999
FY 2000
FY 2001
Revised Year End
Estimated
Estimated
Estimated
Estimated
Budget Projection
Budget
Budget
Budget
Budget
Fund 40 ENTERPRISE FUNDS
424,032
424,032
424,032
i
424,032
397 DOCKAGE TRANSIENT
153,950 138,614
398 DOCKAGE COMMERCIAL
119,199 114,610
253,083
253.083
253,083
253,083
TOTAL CHARGES FOR SERVICES'
450,149 332,125
840,135
840,135
840,135
840,135
08 NON -REVENUES
999 • BUDGETED REVENUES 105,014
TOTAL NON -REVENUES 105,014
105,014 0 0 0
105,014 0 0 0
0
0
MIAMARINA TOTAL
555.163
437,139
840,135
840,135
840,135
840,135
SubFund: 414 DINNER KEY MARINA
03 INTERGOVERNMENTAL REVENUE
418 STATE OF FLA. - DEPT OF REVENU
0
132
0
0
0
0
TOTAL INTERGOVERNMENTAL REVENUE
0
132
0
0
0
0
04 CHARGES FOR SERVICES
396 DOCKAGE LONG TERM
2,173,500
2,096,770
2,196,500
2,304.500
2,304,500
2,344,50'0
397 DOCKAGE TRANSIENT
253,720
250,443
230,500
230,500
230,500
230,500
398 DOCKAGE COMMERCIAL
179,605
169,295
174.629
174,629
174,629
174,629
401 DOCKAGE DISCOUNTS-20%RESIDENCE
8,152
-42,714
0
0
0
0
419 DOCKAGE - USERS SURCHARGE
83,000
80,259
83,000
83,000
83,000
83,000
TOTAL CHARGES FOR SERVICES
2,697,977
2,554,053
2,684,629
2,792,629
2.792,629
2,792,629
t
00
•
Monday, March 31, 1997 8:23:41 PM
Page 4 of 16
City of Miami
6-Year Estimates
as of 3/13/97
Revenues by Fund, Subfund, Character and Minor Object
FY 1997 FY 1997
FY 1998
FY 1999
FY 2000
FY 2001
Revised Year End
Estimated
Estimated
Estimated
Estimated
Budget Projection
Budget
Budget
Budget
Budget
Fund 40 ENTERPRISE FUNDS
1
06 MISCELLANEOUS REVENUE
^
040 CONCESSIONS
2,500 2,329
2,500
2,500
2,500
2,500
143 MISCELLANEOUS REVENUE
21,000 20,731
20,357
20,357
20,357
20,357
TOTAL MISCELLANEOUS REVENUE
23,500 23,060
22,857
22,857
22,857
22,857
08 NON -REVENUES
990 OTHER NON -OPERATING
467,386 467,386
0
0
0
0
TOTAL NON -REVENUES
467,386 467,386
0
0
0
0
09 INTERNAL SERVICE FUNDS
903 DEPOSITS
0 959
0
0
0
0
TOTAL INTERNAL SERVICE FUNDS
0 959
0
0
0
0
DINNER KEY MARINA TOTAL
3,188.863 3,045,590
2.707,486
2,815,486
2,815,486
2,815,486
SubFund: 415 COCONUT GROVE EXHIBITION HALL
,
04 CHARGES FOR SERVICES
146 EQUIPMENT. RENTAL
80,000 67,563
70,000
70,000
70,000
70,000
154 RENTAL -AUDITORIUMS ONLY
700,000 516,316
550,000
550,000
550,000
550,000
441 PARKING RENTAL
164,248 95,228
164,248
164,248
164,248
164,248
463 MISC PERSONNEL_ - AUDITORIUMS
70,000 52,030
40,295
40,295
40,295
40,295
525 $1.00 TICKET SURCHARGE
15,000 17,095
15,000
15,000
15,000
15,000
Monday, March 31, 1997 8:23:41 PM
Page 5 of 16
City of Miami
8-Year Estimates
Revenues by Fund, Subfund, Character and Minor Object
as of 3113/97
FY 1997 FY 1997
FY 1998
FY 1999
FY 2000
FY 2200
Revised Year End
Estimated
Estimated
Estimated
Estimated
Budget Projection
Budget
Budget
Budget
Budget
Fund 40 ENTERPRISE FUNDS
I
TOTAL CHARGES FOR SERVICES
1,029,248 748,232
839,543
839,543
839,543
839,543
06 MISCELLANEOUS REVENUE
046 CONCESSIONS
110,000 70,000
54,900
54,900
54,900
54,900
070 RENTAL PROPERTIES
0 13,743
0
0
0
0
094 INTEREST ON INVESTMENT
977 0
0
0
0
0
143 MISCELLANEOUS REVENUE
22,941 21,312
23,238
23,238
23,238
23,238
161 UTILITIES
0 955
0
0
0
0
TOTAL MISCELLANEOUS REVENUE
133,918 106,010
78,138
78,138
78,138
78,138
08 NON -REVENUES
990 OTHER NON -OPERATING
186.949 186,949
0
0
0
0
TOTAL NON -REVENUES
186.949 186,949
0
0
0
0
09 INTERNAL SERVICE FUNDS
•
A �
902 SALES TAX COLLECT./CHARGES
0 10,573
0
0
0
0
TOTAL INTERNAL SERVICE FUNDS
0 10,573
0
0
0
0
�r'I COCONUT GROVE EXHIBITION HALL TOTAL 1,350,115 1,051,764 917,681 917,681 917.681 917,681
SubFund: 416 MELREESE GOLF COURSE
08 NON -REVENUES
990 OTHER NON -OPERATING 304,000 304,000 0 0 0 0
00
Monday, March 31, 1997 8:23:42 PM Page 6 of 16
City of Miami
6-Year Estimates
as of 3/13/97
Revenues by Fund, Subfund, Character and Minor
Object
FY 1997 FY 1997
FY 1998
FY 1999
FY 2000
FY 2001
Revised Year End
Estimated
Estimated
Estimated
Estimated
Budget Projection
Budget
Budget
Budget
Budget
Fund 40 ENTERPRISE FUNDS
TOTAL NON -REVENUES
304,000 304,000
0
0
0
0
MELREESE GOLF COURSE TOTAL
304,000 304,000
0
0
0
0
SubFund: 417 MIAMI SPRINGS GOLF COURSE
04 CHARGES FOR SERVICES
153 MISCELLANEOUS SERVICE CHARGES
10,000 0
0
0
0
b
168 KART RENTALS
185,000 185,009
170,000
170,000
170,000
170,000
169 GREEN FEES
200,000 201,722
175,000
175,000
175,000
175,000
171 ANNUAL MEMBERSHIPS
16,000 12,587 .
16,000
16,000
16,000
16,000
173 SPECIAL GOLF PACKAGE
5,000 5,000
4,000
4,000
4,000
4,000
174 DRIVING RANGE
5,000 3,571
5,000
5,000
5,000
5,000
TOTAL CHARGES FOR SERVICES
421,000 407,889 370,000 370,000 370,000 370,000
06 MISCELLANEOUS REVENUE
040 CONCESSIONS
12,000
12,583
12,000
12,000
12,000
12,000
070 RENTAL PROPERTIES
12,000
0
12,000
12,000
12,000
12,000
143 MISCELLANEOUS REVENUE
0
278
0
0
0
0
170 PRO SHOP
40,000
41,544
40,000
40,000
40,000
40,000
CCU
TOTAL MISCELLANEOUS REVENUE
64,000
54,405
64,000
64,000
64,000
64,000
1
08 NON -REVENUES
Z
-
990 OTHER NON -OPERATING
23,419
23,419
0
0
0
0
00
Monday, March 31, 1997 8:23:43 PM
Page 7 of 16
City of Miami
5-Year Estimates
Revenues by Fund, Subfund, Character and Minor Object
as of 3/13/97
FY 1997 FY 1997
FY 1998
FY 1999
FY 2000
FY 2001
Revised Year End
Estimated
Estimated
Estimated
Estimated
Budget Projection
Budget
Budget
Budget
Budget
Fund 40 ENTERPRISE FUNDS
TOTAL NON -REVENUES
23,419 23,419
0
0
0
I
0
09 INTERNAL SERVICE FUNDS
362 CONTRIB FROM ENTERPRISE FUNDS
217,998 217.998
0
0
0
0
902 SALES TAX COLLECT,/CHARGES
200 123
0
0
0
0
TOTAL INTERNAL SERVICE FUNDS
218,198 218,121
0
0
0
0
MIAMI SPRINGS GOLF COURSE TOTAL
726,617 703,834
434,000
434,000
434,000
434,000
SubFund: 418 DINNER KEY BOATYARD-1992
04 CHARGES FOR SERVICES
397 DOCKAGE TRANSIENT
128,060 .68,410
0
0
0
0
TOTAL CHARGES FOR SERVICES
128,000 68,410
0
0
0
0
06 MISCELLANEOUS REVENUE
040 • CONCESSIONS
143 MISCELLANEOUS REVENUE
TOTAL MISCELLANEOUS REVENUE
w 09 INTERNAL SERVICE FUNDS
-41 — —
362 CONTRIB FROM ENTERPRISE FUNDS
214) TOTAL INTERNAL SERVICE FUNDS
00
0
320
0
0
0
0
72,000
35,320
0
0
0
e 0
72,000
35.640
0
0
0
0
214,766
121,327
0
0
0
0
214,766
121,327
0
0
0
0
Monday, March 31, 1997 8:23:44 PM Page 8 of 16
City of Miami
5-Year Estimates
as of 3113197
Revenues by Fund, Subfund, Character and Minor Object
FY 1997 FY 1997
FY 199B
FY 1999
FY 2000
FY 2001
Revised Year End
Estimated
Estimated
Estimated
Estimated
Budget Projection
Budget
Budget
Budget
Budget
Fund 40 ENTERPRISE FUNDS
DINNER KEY BOATYARD-1992 TOTAL
414,766 225,377
0
0
0
I 0
SubFund: 420 JAMES L. KNIGHT CONVENTION CEN
03 INTERGOVERNMENTAL REVENUE
348 METRO-DADE TOURIST BED TAX
1,749.963 1,749,963
1,696,963
1,731,500
1,767,710
1,804,644
TOTAL INTERGOVERNMENTAL REVENUE
04 CHARGES FOR SERVICES
154
RENTAL - AUDITORIUMS ONLY
422
RENTAL MEETINGS/SEMINAR ROOMS
423
MISCELLANEOUS CONVENTION CENTS
441
PARKING RENTAL
525
$1.00 TICKET SURCHARGE
TOTAL CHARGES FOR SERVICES
06 MISCELLANEOUS REVENUE
1,749,963 1,749,963 1,696,963 1,731,500 1,767,710 1,804,644
325,000
307,795
418,730
418,730
418,730
418,730
250,000
244,014
346,985
346,985
346,985
34b,985
225,000
218,373
354,573
354,573
354,573
354,573
2,422,655
2,294,828
2,435,104
2,508,157
2,583,401
2,660.903
105,545
. 79,703
70,652
70,652
70,652
70,652
3.328,200
3,144,713
3.626,044
3,699,097
3.774,341
3,851,843
070 RENTAL PROPERTIES •
300,000
300,000
300,000
300;000
300,000
;00,000
094 INTEREST ON INVESTMENT
225,000
216,519
205,717
205,717
205,717
205,717
443 RENTAL - AIR RIGHTS
366,852
366,852
366,852
366,852
366,852
366,852
451 RENTAL PROP -CONY CTR BASE RENT
0
125,000
0
0
0
0
TOTAL MISCELLANEOUS REVENUE
891,852
1.008,371
872,569
872,569
872,569
872.569
08 NON -REVENUES
990 OTHER NON -OPERATING
Monday, March 31, 1997 8:23:45 PM
2,115,414 2,115,414 0 0 0 0
Page 9 of 16
City of Miami
5-Year Estimates
Revenues by Fund, Subfund, Character and Minor Object
as of 3/13197
FY 1997 FY 1997 FY 1998 FY 1999
FY 2000 FY 2001
Revised Year End Estimated Estimated
Estimated Estimated
Budget Projection Budget Budget
Budget Budget
Fund 40 ENTERPRISE FUNDS
TOTAL NON -REVENUES
09 INTERNAL SERVICE FUNDS
447 CONTRIB FROM DEBT SERV M U ST
TOTAL INTERNAL SERVICE FUNDS
2,115,414 2,115,414
3,351,458 3,351,456
3,351,458 3,351,,456
0 0 0
3,015,611 3,010,838 2,821,624
3,015,611 3,010,838 2,821,624
2,743,541
2,743,541
JAMES L. KNIGHT CONVENTION CEN TOTAL 11,436,887 11,369,917 9,211,187 9,314,004 9,236,244 9,272.59
SubFund: 421 BUILDING & ZONING
511
35,000
34,695
35,000
35,000
35,000
35,000
TOTAL
35,000
34,695
35,000
35,000
35,000
35,000
02 LICENSES AND PERMITS
108
MICROFILM CHARGES-BLDG
32,000
34,030
32,000
32,000
32,000
32,00f
-
427
CODE ENFORCEMENT PENALTY
250,000
246,406
250,000
250,000
250,000
250,00(
456
SIGN PERMITS
265,500
99,509
265,500
265,500
265,500
265,501
- j
457
LANDSCAPE PERMITS
45,000
77,743
45,000
45,000
45,000
45,00
461
ZONING CERTIF OF USE & OCC
1,089,376
1,190,776
1,089,376
1,089,376
1,089,376
1,089,37
462
ACCESORY USE CERTIF - RENEWAL
30,000
40,353
30,000
30,000
30,000
30,0(
499
TEMPORARY CERTIF OF OCCUPANCY
216,000
220,597
216.000
216,000
216,000
216A
522
HEARING BOARD APPLICATION REVI
5,500
10,354
5,500
5,500
5,500
5,5(
628
CONTRACTOR'S ANNUAL FEE
65,000
64,859
65,000
65,000
65,000
65,01
- -
642
TICKETING -ADMINISTRATIVE FEE
1,500
670
1,500
1,500
1,500
1,5
Monday, March 31, 1997 8:23:46 PM
Page 10 of 16
I
0
40
Ll
City of Miami
5-Year Estimates
Revenues by Fund, Subfund, Character and Minor Object
as of 3/13/97
FY 1997 FY 1997 FY 1998
FY 1999
FY 2000
FY 2001
Revised Year End Estimated
Estimated
Estimated
Estimated
i
Budget Projection Budget
Budget
Budget
Budget
Fund 40 ENTERPRISE FUNDS
643 TICKETING - FINES - CEB
20,000 22,694 20,000
20,000
20,000
k000
644 TICKETING - FINES - ARCV
250,000 2,230 250,000
250,000
250,000
250,000
674 ALCOHOLIC BEV. APP. FEES
3,000 4,421 3,000
3,000
3,000
3,000
TOTAL LICENSES AND PERMITS
04 CHARGES FOR SERVICES
058
BOILER INSPECTION
059
ELEVATOR INSPECTION
O60
ELECTRICAL INSPECTION
062
BUILDING INSPECTION.
063
PLUMBING INSPECTION
110
SALE OF ATLASES PLANNING BOARD
149
ELEVATOR PERMITS
150
MECHANICAL PERMITS
155
LAND USE REVIEW
319
SOLID WASTE FEES - PENALTIES
460
SPECIAL INSPECTIONS
470
GAS INSPECTION PERMITS
471
AIR CONDITIONING PERMITS
472
ENERGY CONSERVATION INSP FERMI
i
476
ELEVATOR PERMIT KEY BOX FEE
530
RADON GAS TRUST FUND COMMISSIO
CEO
536
ZONING VIOLATION LETTERS
Monday, March 31, 1997 8:23:47 PM
2,272,876 2,014,642 2,272,876 2,272,876 2,272,876 2,272,876
125,000
208,665
125,000
125,000
125,000
125,000
190,000
430,819
190,000
190,000
190,000
190,000
626,625
577,875
626,625
626,625
626,625
626,625
2,302,942
2,302,942
2,302,942
2,302,942
2,302,942
2,302,942
440,000
449,208
440,000
440,000
440,000
440,000
1,000
1,156
1,000
1,000
1,000
1,000
290,000
73,669
290,000
290,000
290,000
290,000
15,000
14,865
15,000
15,000
15,000
15,000
27,000
48,783
27,000
27,000
27,000
27,000
0
39,170
0
0
0
,i 40
33,000
10,001
33,000
33,000
33,000
33,000
38,500
35,472
38,500
38,500
38,500
38,500
350,000
305,008
350,000
350,000
350,000
350,000
100,000
268,747
100,000
100.000
100,000
100,000
700
1,649
700
700
700
700
500
500
500
500
500
500
5,000
5,045
5,000
5,000
5,000
5,000
Page 11 of 16
City of Miami
5-Year Estimates
as of 3/13/97
Revenues by Fund, Subfund, Character and Minor Object
FY 1997 FY 1997 FY 1998 FY 1999
FY 2000 FY 2001
Revised Year End Estimated Estimated
Estimated Estimated
Budget Projection Budget Budget
Budget Budget
Fund 40 ENTERPRISE FUNDS
555 CODE ENFORCEMENT ADMIN. FEE
85,000
83,028
85,000
85,000
85,000
85,000
672 ZONING REVIEW FEES
65,000
148,457
65,000
65,000
65,000
65,000
676 FLOOD VARIANCE FEES WAIVER APP
1,000
675
1,000
1,000
1,000
1,000
TOTAL CHARGES FOR SERVICES
4,696,267
5,005,734
4,696,267
4,696,267
4,696,267
4,696,267
06 MISCELLANEOUS REVENUE
105 PUBLIC HEARING FEES -PLAN. BOAR
336,000
281,023
306,000
327,600
327,800
327,800
143 MISCELLANEOUS REVENUE
800
700
800
800
800
800
211 WITNESS FEE
400
406
400
400
400
400
TOTAL MISCELLANEOUS REVENUE
337,200
282,129
307,200
329.000
329,000
329,000
08 NON -REVENUES
999 BUDGETED REVENUES
123.570
23,570
0
0
0
0
TOTAL NON -REVENUES
123,570
23,570
0
0
0
0
BUILDING & ZONING TOTAL
7,464,913
7,360,770
7,311,343
7,333,143
7.333,143
7,333,143
SubFund: 422 SOLID WASTE
01 TAXES
306 ASSESSMENT LIEN REVENUE
853,747
1,373,828
853,747
853,747
853,747
853,747
TOTAL TAXES
853,747
1,373,828
853,747
853,747
853,747
853,747
I
ilz
-.1 02 LICENSES AND PERMITS
00
Monday, March 31, 1997 8:23:47 PM
Page 12 of 16
City of Miami
5-Year Estimates
as of 3/13/97
Revenues by Fund, Subfund, Character and Minor Object
FY 1997 FY 1997 FY 1998
FY 1999
FY 2000
FY 2001
Revised Year End Estimated
Estimated
Estimated
Estimated
Budget Projection Budget
Budget
Budget
Budget
Fund 40 ENTERPRISE FUNDS
107 SALE OF PERMITS LOT CLEARING 8,000 8,000 4,670
4,670
4,670
14,671
1.
TOTAL LICENSES AND PERMITS
04 CHARGES FOR SERVICES
117
LOT CLEARING -CURRENT YEAR
224
SPECIAL EVENT
228
EXCESS COLLECTION FEES
319
SOLID WASTE FEES - PENALTIES
330
SOLID WASTE FEE - RES. ACCTS
331
SOLID WASTE FEE - COMM. ACCTS
495
TRASH LIEN REVENUE
517
PREMIUM FROM EX EMPLOYEES-COBR
529
HAULERS PERMIT FEE
547
INTER -OFFICE PAPER RECYCLING
TOTAL CHARGES FOR SERVICES
06 MISCELLANEOUS REVENUE
095 INTEREST ON LOT CLEARING LIENS
136 INTEREST ON ASSESSMENT LIENS
143 MISCELLANEOUS REVENUE
514 INTEREST ON SW DILENQUENT A/C
Monday, March 31, 1997 8:23:48 PM
8,000 8,000 4,670 4,670 4,670 4,67(
110,912
114,023
110,912
110,912
110,912
110,91
50,000
60,318
50,000
50,000
50,000
50,001
2,500
2,500
2,500
2,500
2,500
2,501
20,000
50,316
102,869
102,869
102,869
102,86'
12,466,114
10,910,688
10,865, 886
10,165.886
10.165,886
10,165,88,
-80,000
194,103
0
0
0
250,000
249.275
196,303
196,303
196,303
196,30'
0
55,788
0
0
0
2,100.000
2,191,483
2,625,000
2,651,250
2,677,763
2,704,541
75,000
-2,298
0
0
0
14,994,526
13,826,196
13,953,470
13,279,720
13,306,233
13,333,01
n �
11,000
12,639
11,000
11,000
11,000
11,0C
7,000
7,284
6,000
6,000
6,000
6,OC
1,000,624
1,000,000
0
0
0
60,000
37,258
10,894
10,894
10,894
10,8�
Page 13 of 16
City of Miami
5-Year Estimates
as of 3113/97
Revenues by Fund, Subfund, Character and Minor Object
FY 1997 FY 1997 FY 1998
FY 1999
FY 2000
FY 2001
Revised Year End Estimated
Estimated
Estimated
Estimated
Budget Projection Budget
Budget
Budget
Budget
Fund 40 ENTERPRISE FUNDS
I
TOTAL MISCELLANEOUS REVENUE 1,078,624 1,057,181 27,694
27,894
27,894
27,894
08 NON -REVENUES
990 OTHER NON -OPERATING
999 BUDGETED REVENUES
TOTAL NON -REVENUES
478,790
478,790
0
0
0
0
3,900,000
3,500,000
3,500,000
3,500,000
3,500,000
3,500,000
4,378,790
3,978,790
3,500,000
3,500,000
3,500,000
3,500,000
SOLID WASTE TOTAL
21,313,687
20,243.995
18,339,781
17,666,031
17,692,544
17,719,321
SubFund: 450 MANUEL ARTIME COMMUNITY CENTER
04 CHARGES FOR SERVICES
154 RENTAL - AUDITORIUMS ONLY
35,000
35,000
59,000
59,000
59,000
59,000
524 $0.75 TICKET SURCHARGE
0
1,151
0
0
0
0
525 $1.00 TICKET SURCHARGE
0
227
0
0
0
0
TOTAL CHARGES FOR SERVICES
35,000
36,378
59,000
59,000
59,000
59,000
06 MISCELLANEOUS REVENUE
070 RENTAL PROPERTIES
102,000
82,045
75,000
75,000
75,000
75,000
143 MISCELLANEOUS REVENUE
0
12,379
0
0
0
0
TOTAL MISCELLANEOUS REVENUE
102,000
94,424
75,000
75,000
75,000
75,000
1
09 INTERNAL SERVICE FUNDS
zsv
192 CONTRIBUTION FROM SPA
16,363
16,363
0
0
0
0
I O0
Monday, March 31, 1997 8:23:49 PM
Page 14 of 16
00
City of Miami
5-Year Estimates
Revenues by Fund, Subfund, Character and Minor Object
as of 3/13/97
FY 1997 FY 1997 FY 1998 FY 1999
FY 2000 FY 2001
Revised Year End Estimated Estimated
Estimated Estimated
Budget Projection Budget Budget
Budget Budget
Fund 40 ENTERPRISE FUNDS
362 CONTRIB FROM ENTERPRISE FUNDS 183,618 183,618
902 SALES TAX COLLECT./CHARGES 0 542
TOTAL INTERNAL SERVICE FUNDS 199,981 200,523
MANUEL ARTIME COMMUNITY CENTER TOTAL. 336,981 331,325 134,000 134,000 134.000 134,01
ENTERPRISE FUNDS . TOTAL 53,848,625 51,655,344 43,424,113 42,982,980 42,931.733 42,994,8;
Monday, March 31, 1997 8:23:50 PM Page 15 of 16
City of Miami
5-Year Estimates
as of 3113197
Revenues by Fund, Subfund, Character and Minor Object
FY 1997 FY 1997 FY 1998
FY 1999
FY 2000
FY 2001
Revised Year End Estimated
Estimated
Estimated
Estimated
Budget Projection Budget
Budget
Budget
Budget
42,994,863
GRAND TOTAL 63,848.625 51,655,344 43,424,113
42,982,980
42,931,733
Monday, March 31, 1997 8:23:50 PM
Page 16 of 16
Appendix III-5
Internal Services Fund - 5 Year Revenue Estimates
97- 279
City of Miami
5-Year Estimates
Revenues by Fund, Subfund, Character and Minor Object
as of 3/13197
FY 1997 FY 1997 FY 1998 FY 1999
FY 2000
FY 2001
Revised Year End Estimated Estimated
Estimated
Estimated
Budget Projection Budget Budget
Budget
Budget
Fund 60 INTERNAL SERVICE FUND
SubFund: 503 MOTOR POOL
06 MISCELLANEOUS REVENUE
143 MISCELLANEOUS REVENUE
130,000 0 0 0
0
0
TOTAL MISCELLANEOUS REVENUE
130,000 0 0 0
0
0
1
i�
00
08 NON -REVENUES
990 OTHER NON -OPERATING
TOTAL NON -REVENUES
09 INTERNAL SERVICE FUNDS
631 BILLINGS TO GENERAL FUND
632 BILLINGS TO SPEC. REVENUE FUND
634 BILLINGS TO ENTERPRISE FUND
TOTAL INTERNAL SERVICE FUNDS
5,074,510
4,830,160
0
0
0
0
5,074,510
4,830,160
0
0
0
0
4,221,494
4,216,294
4,348,140
4,478,583
4,612,940
4,751,331
69,736
69,736
66,472
68,466
70,520
72,635
116,692
116,692
119,593
123,199
126,912
130,739
4,407,922
4,402,722
4,534,205
4,670,248
4.810,372
4,954,705
MOTOR POOL TOTAL 9,612,432 9,232,882 4,534,205 4,670,248 4.810,372 4,J5005
SubFund: 505 PRINT SHOP
06 MISCELLANEOUS REVENUE
143 MISCELLANEOUS REVENUE 20,343 0 0 0 0 0
TOTAL MISCELLANEOUS REVENUE 20,343 0 0 0 0 0
08 NON -REVENUES
990 OTHER NON -OPERATING
Monday, March 31, 1997 8:24:10 PM
11,506 11,506 0 0 0 0
Page 1 of 8
City of Miami
5-Year Estimates
Revenues by Fund, Subfund, Character and Minor Object as of 3/13/97
FY 1997 FY 1997 FY 1998 FY 1999 FY 2000 FY 2001
Revised Year End Estimated Estimated Estimated Estimated
Budget Projection Budget Budget Budget Budget
Fund 60 INTERNAL SERVICE FUND
I
TOTAL NON -REVENUES 11,506 11,506 0 0 0 0
09 INTERNAL SERVICE FUNDS
192 CONTRIBUTION FROM SPA
337,897
337,897
363,655
374,565
385,801
397,377
631 BILLINGS TO GENERAL FUND
339,800
339,800
334,544
344,580
354,920
365,568
632 BILLINGS TO SPEC. REVENUE FUND
20,500
20,500
5,130
5,305
5,464
5,628
633 BILLINGS TO INT. SERV. FUND
19,100
19,100
21,733
22,385
23,057
23,749
634 BILLINGS TO ENTERPRISE FUND
96,000
96,000
98,880
101.846
104,901
108,051
635 BILLINGS TO TRUST & AGCY FUND
1,000
1,000
1,030
1,061
1,093
1,126
TOTAL INTERNAL SERVICE FUNDS
814,297
814,297
824,972
849,742
875,236
901,499
PRINT SHOP TOTAL
846,146
825,803
824.972
849,742
875,236
901,499
SubFund: 506 COMMUNICATIONS SERVICES
06 MISCELLANEOUS REVENUE
020 COIN PHONES -COMMISSION
0
12,643
0
0
0
0
143 MISCELLANEOUS REVENUE
224,000
0
0
0
0
40
568 LD COMMISSION/PUBLIC TELEPHONE
0
6,232
0
0
0
0
677 LC COMMISSIONS/MCI
0
45
0
0
0
0
TOTAL MISCELLANEOUS REVENUE
224,000
18,920
0
0
0
0
O8 NON -REVENUES
990 OTHER NON -OPERATING
349,255
349,255
0
0
0
0
Monday, March 31, 1997 8:24:12 PM
Page 2 of 8
City of Miami
5-Year Estimates
Revenues by Fund, Subfund, Character and Minor Object
as of 3113197
FY 1997 FY 1997
FY 1998
FY 1999
FY 2000
FY 2001
Revised Year End
'Estimated
Estimated
Estimated
Estimated
Budget Projection
Budget
Budget
Budget
Budget
Fund 50 INTERNAL SERVICE FUND
TOTAL NON -REVENUES
349,255 349,255
0
0
0
I0
09 INTERNAL SERVICE FUNDS
192 CONTRIBUTION FROM SPA
877,700 877,700
1,048,813
1,080,277
1,112,686
1,146,067
.631 BILLINGS TO GENERAL FUND
1,011,765 1,011,765
897,336
924,254
951,985
980,547
632 BILLINGS TO SPEC. REVENUE FUND
20,900 20,900
20,600
21,218
21,855
22,510
633 BILLINGS TO INT. SERV. FUND
18,000 18,000
18,540
19,097
19,669
20,261
634 BILLINGS TO ENTERPRISE FUND
56,125 56,125
57,809
59,412
61,193
63,032
TOTAL INTERNAL SERVICE FUNDS
1,984,490 1,984,490
2,043,098
2,1b4,258
2,167,388
2,232,417
COMMUNICATIONS SERVICES TOTAL 2,557,745 2,352,665 2,043,098 2,1014,258 2,167,388 2,232,417
SubFund: 509 FLEET MAINTENANCE
688
TOTAL
06 MISCELLANEOUS REVENUE
143 MISCELLANEOUS REVENUE
TOTAL MISCELLANEOUS REVENUE
08 NON -REVENUES
990 OTHER NON -OPERATING
Monday, March 31, 1997 8:24:12 PM
R
0 3,210 0 0 0 0
0 3,210 0 0 0 0
85,313 0 0 0 0 0
85,313 0 0 0 0 0
1,200,000 1,200,000 0 0 0 0
Page 3 of 8
City of Miami
6-Year Estimates
Revenues by Fund, Subfund, Character and Minor Object
as of 3113/97
FY 1997 FY 1997
FY 1998
FY 1999
FY 2000
FY 2001
Revised Year End
Estimated
Estimated
Estimated
Estimated
Budget Projection
Budget
Budget
Budget
Budget
Fund 60 INTERNAL SERVICE FUND
TOTAL NON -REVENUES
1,200,000 1,200,000
0
0
0
I
0
09 INTERNAL SERVICE FUNDS
192 CONTRIBUTION FROM SPA
0 2,084
0
0
0
0
309 CONTRIBUTION FROM UTIL, SERV.T
0 0
3,989,443
3,942,074
1,348,459
1,095,948
447 CONTRIB FROM DEBT SERV M U ST
6,273,917 6,273,917
0
0
0
0
631 BILLINGS TO GENERAL FUND
1,928,087 1,928,087
1,985,930
2,045,508
2,106,873
2,170,079
633 BILLINGS TO INT. SERV. FUND
61,825 61,825
63,680
65,590
67,558
69,585
634 BILLINGS TO ENTERPRISE FUND
2,031,030 2,031,030
2,091,961
2,154,719
2.216.815
2,285,380
TOTAL INTERNAL SERVICE FUNDS
10,294,859 10,296,943
8,131,014
8,207.891
5,741,705
5,620,992
FLEET MAINTENANCE TOTAL
11,580,172 11,500,153
8,131,014
8,207,891
5,741,705
5,620,992
SubFund: 513 BLDG & VEH MAINT-CUSTODIAL MAI
08 MISCELLANEOUS REVENUE
143 MISCELLANEOUS REVENUE
41,456 0
0
0
0
0
TOTAL MISCELLANEOUS REVENUE
41,456 0
0
0
0
10
09 INTERNAL SERVICE FUNDS
192
CONTRIBUTION FROM SPA
631
BILLINGS TO GENERAL FUND
i
632
BILLINGS TO SPEC. REVENUE FUND
Nod
633
BILLINGS TO INT. SERV, FUND
-11
00
Monday, March 31, 1997 8:24:13 PM
53,935
53,935
60,535
62,349
64,221
66,147
16,212
16,212
11,804
12,159
12,522
12,898
19,320
19,320
19,900
20,497
21,111
21,745
5,040
5,040
5,192
5,346
5,508
5,672
Page 4 of 8
City of Miami
_
5-Year Estimates
as of 3/13/97
Revenues by Fund, Subfund, Character and Minor Object
FY 1997
FY 1997
FY 1998
FY 1999
FY 2000
FY 2001
-
Revised
Year End
Estimated
Estimated
Estimated
Estimated
-
Budget
Projection
Budget
Budget
Budget
Budget
Fund 60 INTERNAL SERVICE FUND
I
- - i
- 1
TOTAL INTERNAL SERVICE FUNDS
94,507
94,507
97,431
100,351
103,362
106,462
- -
BLDG & VEH MAINT-CUSTODIAL MAI TOTAL
135,963
94,507
97,431
100,351
103,362
106,462
+
SubFund: 514 GROUP BENEFITS
_
�
04 CHARGES FOR SERVICES
517 PREMIUM FROM EX EMPLOYEES-COBR
40,000
25,464
40,000
40,000
40,000
40,000
518 PREMIUM FROM RETIREES-H.M.O.
0
7,406
0
0
0
0
519 PREMIUM FROM EMPLOYEES-L.O.A.
0
383
0
0
0
0
i
TOTAL CHARGES FOR SERVICES
40,000
33,253
40,000
40,000
40,000
40,000
06 MISCELLANEOUS REVENUE
- i
143 MISCELLANEOUS REVENUE
60,000
41,986
60,000
60,000
60,000
60,000
508 STOP LOSS RECOVERY
283,000
283,000
283,000
283,000
283,000
283,000
TOTAL MISCELLANEOUS REVENUE
343,000
324,986
343,000
343.000
343,000
343,000
-
08 NON -REVENUES
212 CONTRIB. FROM EMPLOYEES -GRP 1
2,149,347
2,149,347
2,149,347
2,149,347
2,149,347
2,149,347
-
213 CONTRIB. FROM DEPTS.-GROUP INS
11,375.870
11,375,870
13,538,646
14,655,337
14.655,337
14,655,337
CJ'
503 CONTRIB FROM RETIREES -GROUP IN
3.038.295
3,038,295
3,038,295
3,038.295
3,038,295
3,038,295
1 �
•
I
TOTAL NON -REVENUES
16,563,512
16,563,512
18,726,288
19,842,979
19,842,979
19,842,979
- +
i�
09 INTERNAL SERVICE FUNDS
Monday, March 31, 1997 8:24:14 PM
Page 5 of 8
City of Miami
5-Year Estimates
Revenues by Fund, Subfund, Character and Minor Object
as of 3/13/97
FY 1997 FY 1997 FY 1998
FY 1999
FY 2000
FY 2001
Revised Year End Estimated
Estimated
Estimated
Estimated
Budget Projection Budget
Budget
Budget
Budget
Fund 60 INTERNAL SERVICE FUND
i
192 CONTRIBUTION FROM SPA 1,929,427 1,929,427 1,929,427
1,929,427
1,929,427
1,929,427
395 IN -KIND COSTS . 0 270.000 0
0
0
0
TOTAL INTERNAL SERVICE FUNDS
1,929,427 2,199,427 1,929,427 1,929,427 1,929,427 1,929,427
GROUP BENEFITS TOTAL 18,875,939 19,121,178 21,038,715 22.155,406 22,155,406 22,155,406
SubFund: 515 RISK MANAGEMENT
976
TOTAL
04 CHARGES FOR SERVICES
090 PHOTOCOPY SERVICES
255 EVENTS INS & ADMIN COSTS
351 ADMIN SURCHARGE -OFF DUTY
TOTAL CHARGES FOR SERVICES
06 MISCELLANEOUS REVENUE
094
INTEREST ON INVESTMENT
143
MISCELLANEOUS REVENUE
209
THIRD PARTY RECOVERY
210
SPECIAL DISABILITY FUND
335
RECOVERY OF DAMAGE TO CITY PRO
587
WORKERS RECOVERY
®0
Monday,
March 31, 1997 8:24:15 PM
0
5,391
0
0
0
0
0
5,391
0
0
0
0
0
51
0
0
0
0
1,350
2,900
0
0
0
0
0
169,837
0
0
0
0
1,350
172,788
0
0
0
0
'
A �
100,000
0
50,000
50,000
50,000
50,000
100,000
11,952
50,000
50,000
50,000
50,000
62,393
0
0
0
0
0
0
65,790
0
0
0
0
40,000
10,811
0
0
0
0
40,811
3,151
3,000
3,000
3,000
3,000
Page 6 of 8
City of Miami
5-Year Estimates
Revenues by Fund, Subfund, Character and Minor Object
as of 3/13/97
FY 1997 FY 1997 FY 1998
FY 1999
FY 2000
FY 2001
Revised Year End Estimated
Estimated
Estimated
Estimated
Budget Projection Budget
Budget
Budget
Budget
Fund 50 INTERNAL SERVICE FUND
I
TOTAL MISCELLANEOUS REVENUE 343,204 91,704 103,000
103,000
103,000
103,000
08 NON -REVENUES
623 FUTURE SALE OF BONDS
0
0
0
0
0
0
TOTAL NON -REVENUES
0
0
0
0
0
0
09 INTERNAL SERVICE FUNDS
192 CONTRIBUTION FROM SPA
1,627,459
1,527,459
1,527,456
1,527,456
1,527,456
1,527,456
631 BILLINGS TO GENERAL FUND
7,637,511
7,637,507
7,599,670
7,839,741
7,970.259
8,100,629
632 BILLINGS TO SPEC. REVENUE FUND
31,390
900
927
955
983
1,013
633 BILLINGS TO INT, SERV. FUND
956,611
956,615
973,720
991,342
1,009,493
1,028,189
634 BILLINGS TO ENTERPRISE FUND
2,380,091
2,386,752
1,999,705
2,034,408
2,070,156
2,106,975
635 BILLINGS TO TRUST & AGCY FUND
43,160
43,163
43,790
44,438
45,108
45,796
TOTAL INTERNAL SERVICE FUNDS
12,576,222
12,552,396
12,145,268
12,438,340
12,623,455
12,810,058
.i 1
RISK MANAGEMENT TOTAL 12,920,776 12,822,279 12,248,268 12,541,340 12,726,455 12.913,058
INTERNAL SERVICE FUND TOTAL 56,529,173 55,949,467 48,917,703 50,629,236 48,579,924 48,884,539
�w
EjO
Monday, March 31, 1997 8:24:16 PM
Page 7 of 8
City of Miami
5-Year Estimates
Revenues by Fund, Subfund, Character and Minor Object
as of 3/i3/97
FY 1997 FY 1997 FY 1998
FY 1999
FY 2000
FY 2001
Revised Year End Estimated
Estimated
Estimated
Estimated
Budget Projection Budget
Budget
Budget
Budget
48,884,539
GRAND TOTAL 56,529,173 55,949,46748,917,703
50,629,236
48.579,924
00
Monday, March 31, 1997 8:24:17 PM Page 8 of 8
A
Appendix 111-6
Trust and Agency Funds - 5 Year Revenue Estimates
97- 278
City of Miami
6-Year Estimates
as of 3113197
Revenues by Fund, Subfund, Character and Minor Object
FY 1997 FY 1997
FY 1998
FY 1999
FY 2000
FY 2001
Revised Year End
Estimated
Estimated
Estimated
Estimated
Budget Projection
Budget
Budget
Budget
Budget
Fund 60 TRUST 8, AGENCY FUNDS
SubFund: 670 COMMUNITY REDEVELOPMENT AGENCY
06 MISCELLANEOUS REVENUE
143 MISCELLANEOUS REVENUE
892,994 892,994
892.994 .
892,994
892,994
892,994
TOTAL MISCELLANEOUS REVENUE
892.994 892,994
892,994
892,994
892,994
892,994
08 NON -REVENUES
990 OTHER NON -OPERATING
0 3,000
0
0
0
0
TOTAL NON -REVENUES
0 3,000
0
0
0
0
COMMUNITY REDEVELOPMENT AGENCY TOTAL
892,994 895,994
892,994
892,994
892,994
892,994
SubFund: 681 PENSIONS
03 INTERGOVERNMENTAL REVENUE
343 CONTRIBUTION FROM CAP2,CAP3
6,551 6,545
0
0
0
0
TOTAL INTERGOVERNMENTAL REVENUE
6,551 6,545
0
0
0
0
06 MISCELLANEOUS REVENUE
083 PENSION METRO WATER &SEWERS
104,986 104,986
104.986
104,986
104,986
104,986
TOTAL MISCELLANEOUS REVENUE
104,986 104,986
104,986
104,986
104,986
104,986
w
08 NON -REVENUES
141 SALE OF BONDS 12,500,000 12,500,000 0 0 0 0
Iz
,yJ 220 PENSION -STATE OF FLORIDA 4,104,000 4,177,046 7,303,000 7,574,000 7,845,000 8,115,000
00 221 PENSION -METRO COURTS 71,691 71,691 71,691 71,691 71,691 71,691
Monday, March 31, 1997 8:24:36 PM Page 1 of 4
City of Miami
5-Year Estimates
Revenues by Fund, Subfund, Character and Minor Object
as of 3113/97
I
FY 1997 FY 1997
FY 1998
FY 1999
FY 2000
FY 2001
j
Revised Year End
Estimated
Estimated
Estimated
Estimated
I
Budget Projection
Budget
Budget
Budget
Budget
Fund 60 TRUST & AGENCY FUNDS
375 CONTRIB FROM DEPTS -PENSION
23,357,128 23,357,128
23,124.017
23,124,017
23,124,017
23,124,017
990 OTHER NON -OPERATING
0 0
7,971,250
9,360,887
10,308,585
11,284,182
TOTAL NON -REVENUES
40,032,819 40,105,865
38,469,958
40,130,595
41,349,293
42,594,890
PENSIONS TOTAL
40,144,356 40,217,396
38,574,944
40,235,581
41,454,279
42,699,876
SubFund: 686 OMNI TAX INCREMENT DISTRICT -
01 TAXES
001 TAXES REAL CURRENT
849,217 849,217
849,217
849,217
849,217
849,217
TOTAL TAXES
849,217 849,217
849,217
849,217
849,217
849,217
OMNI TAX INCREMENT DISTRICT - TOTAL
849,217 849,217
849,217
849,217
849,217
849,217
SubFund: 689 S.E.OVERTOWN PK WEST REDEVELOP
01 TAXES
001 TAXES REAL CURRENT
473,843 473,843
473,843
473,843
473,843
473,843
TOTAL TAXES
473,843 473,843
473,843
473,843
473,843
473,843
A �
03 INTERGOVERNMENTAL REVENUE
310 CONTR FROM OTHER GOVTS-COUNTY 193,671 193,671 193,671 193,671 193.6-71 193,671
TOTAL INTERGOVERNMENTAL REVENUE 193,671 .193,671 193,671 193,671 193,671 193,671
I •
06 MISCELLANEOUS REVENUE
IV 379 INTEREST INCOME -OTHER 0 7 0 0 0 0
00
Monday, March 31, 1997 8:24:37 PM Page 2 of 4 1 1
City of Miami
6•Year Estimates
as of 3/13/97
Revenues by Fund, Subfund, Character and Minor Object
FY 1997 FY 1997 FY 1998 FY 1999
FY 2000 FY 2001
Revised Year End Estimated Estimated
Estimated Estimated
Budget Projection Budget Budget
Budget Budget
w
I
2�7
Fund 60 TRUST & AGENCY FUNDS
TOTAL MISCELLANEOUS REVENUE
I
0
S.E.OVERTOWN PK WEST REDEVELOP TOTAL 667,614 667,521 667,514 667,514 667,514 667,514
TRUST & AGENCY FUNDS TOTAL 42,554,081 42,630,128 40,984,669 42,645,306 43,864,004 45,109,601
Monday, March 31, 1997 8:24:38 PM
Page 3 of 4
.0 4
City of Miami
5-Year Estimates
as of 3/13/97
Revenues by Fund, Subfund, Character and Minor Object
FY 1997 FY 1997 FY 1998
FY 1999
FY 2000
FY 2001
Revised Year End Estimated
Estimated
Estimated
Estimated
Budget Projection Budget
Budget
Budget
Budget
GRAND TOTAL 42,554,081 42,630,128 40,984,669
42,645,306
43,864,004
45,109,601
A i
Monday, March 31, 1997 8:24:38 PM Page 4 of 4
Appendix III-7
Debt Service Fund - 5 Year Revenue Estimates
97- 278
City of Miami
5-Year Estimates
as of 3/13/97
Revenues by Fund, Subfund, Character and Minor
Object
FY 1997 FY 1997
FY 1998
FY 1999
FY 2000
FY 2001
Revised Year End
Estimated
Estimated
Estimated
Estimated
Budget Projection
Budget
Budget
Budget
Budget
Fund 20 DEBT SERVICE FUNDS
SubFund: 201 GENERAL OBLIGATION
I
01 TAXES
001 TAXES REAL CURRENT
20,344,800 20,344,800
17,693,971
18,096,732
16,212,935
16,073,698
002 TAXES PERSONAL CURRENT
2,715,200 1,568,965
2,440,548
2,496,101
2,236,267
2,217,062
283 TAXES REC REAL DEL
342,220 197,633
203,379
208,008
186,355
184.755
284 TAXES REC PERS DEL
0 176,499
0
0
0
0
TOTAL TAXES
23,402,220 22,287,897
20,337,898
20,600,841
18,635,557
18,475,515
06 MISCELLANEOUS REVENUE
094 INTEREST ON INVESTMENT
0 10,000
0
0
0
0
379 INTEREST INCOME -OTHER
0 12,473
0
0
0
0
TOTAL MISCELLANEOUS REVENUE
0 22,473
0
0
0
0
GENERAL OBLIGATION TOTAL
23,402,220 22,310,370
20,337,898
20,800,841
18,635,557
18,475,515
SubFund: 206 SPEC OBLIGATION BOND 4.2M AFFO
01 TAXES
051 TELEPHONE FRANCHISE
704,912 739,893
705,168
704,440
707,547
�09,182
TOTAL TAXES
704,912 739,893
705,168
704,440
707,547
709,182
SPEC OBLIGATION BOND 4.2M AFFO TOTAL 704,912 739,893 705,168 704,440 707,547 709,18,
• E SubFund: 207 GUARANTEED ENTITLEMENT REVENUE
03 INTERGOVERNMENTAL REVENUE
074 STATE OF FLA REVENUE SHARING 5,421,687 5,421,687 5,424,015 5,420,896 5,421,643 5,419,976
00
Monday, March 31, 1997 8:23:14 PM Page 1 of 4
City of Miami
5-Year Estimates
as of 3/13/97
Revenues by Fund, Subfund, Character and Minor Object
FY 1997 FY 1997 FY 1998 FY 1999
FY 2000 FY 2001
Revised Year End Estimated Estimated
Estimated Estimated
Budget Projection Budget Budget
Budget Budget
Fund 20 DEBT SERVICE FUNDS
TOTAL INTERGOVERNMENTAL REVENUE 5,421,687 5,421,687 5,424,015 5,420,896 5,421,643 5,419,976
GUARANTEED ENTITLEMENT REVENUE TOTAL 5,421,687 5,421,687 5,424,015 5,420,896 5,421,643 5,419,976
SubFund: 208 RENTAL REVENUE BONDS SERIES 19
09 INTERNAL SERVICE FUNDS
903 DEPOSITS 2,595,000 2,595,000 2,595,000 2,595,000 2,595,000 2,595,000
TOTAL INTERNAL SERVICE FUNDS 2,595,000 2,595,000 2,595,000 2,595,000 2,595.000 2,595,000
RENTAL REVENUE BONDS SERIES 19 TOTAL 2,595,000 2,595,000 2,595,000 2,595,000 2,595,000 2,595,000
SubFund: 210 COMMUNITY REDEVELOPMENT REV. B
09 INTERNAL SERVICE FUNDS
356 ' CONTRIBUTION FROM TRUST AND AG 967,514 967,514 988,544 797,744 995,093 982.228
TOTAL INTERNAL SERVICE FUNDS 967,514 967,514 988,544 797,744 995,093 982,228
COMMUNITY REDEVELOPMENT REV. B TOTAL 967,514 967,514 988,544 797,744 995,093 982,228
SubFund: 211 S.O.B.NON AD-VAL.REV,BDS '
09 INTERNAL SERVICE FUNDS
436 CONTR FROM SPECIAL REVENUE FUN 0 0 0 0 0 0
447 CONTRIB FROM DEBT SERV M U ST 1,271,855 1,271,855 1.613.105 1,615,106 . 1,611.230 1.611,480
TOTAL INTERNAL SERVICE FUNDS 1,271,855 1,271,855 1,613,105 1,615,106 1.611.230 1,611,480
S.O.B.NON AD•VAL.REV.BDS TOTAL 1,271,855 1,271,855 1,613,105 1,615,106 1,611,230 1,61.1,480
` SubFund: 212 PENSION & COMPENSATED ABSENCE
Monday, March 31, 1997 8:23:15 PM Page 2 of 4
City of Miami
5-Year Estimates
Revenues by Fund, Subfund, Character and Minor Object
as of 3/13197
FY 1997 FY 1997
FY 1998
FY 1999
FY 2000
FY 2001
Revised Year End
Estimated
Estimated
Estimated
Estimated
Budget Projection
Budget
Budget
Budget
Budget
Fund 20 DEBT SERVICE FUNDS
09 INTERNAL SERVICE FUNDS
i
436 CONTR FROM SPECIAL REVENUE FUN
0 0
0
0
0
0
•447 CONTRIB FROM DEBT SERV M U ST
5.807,635 5,807,635
5,809,750
5,808,340
5,808,046
5,812,284
TOTAL INTERNAL SERVICE FUNDS
5,807,635 5,807,635
5.809,750
5,808,340
5,808,046
5,812,284
PENSION & COMPENSATED ABSENCE TOTAL
5,807,635 5,807,635
5,809,750
5,808,340
5,808,046
5,812,284
SubFund: 213 SUNSHINE STATE BONDS
09 INTERNAL SERVICE FUNDS
447 CONTRIB FROM DEBT SERV M U ST
917,595 917,595
901,605
897,584
892,882
889,304
TOTAL INTERNAL SERVICE FUNDS
917,595 917,595
901,605
897,584
892,882
889,304
SUNSHINE STATE BONDS
TOTAL
917,595 917,595 901,605
SubFund: 214 PARK BONDS
09 INTERNAL SERVICE FUNDS
447 CONTRIB FROM DEBT SERV M U ST 965,645 965,645 1,029,400
TOTAL INTERNAL SERVICE FUNDS 965,645 965,645 1,029.400
897,584
892,882
1,029,427
1,029,427
1,029, 829
1,029,829
889.304
1,029.846
1,Q?9,846
PARK BONDS TOTAL 965,645 965,645 1,029,400 1,029,427 1,029,829 1,029,846
DEBTSERV/CEFUNDS TOTAL 42,054,063 40,997,194 39,404,485 39,669.378 • 37,696,827 37.524,815
00 Monday, March 31, 1997 8:23:16 PM Page 3 of 4
City of Miami
5-Year Estimates
Revenues by Fund, Subfund, Character and Minor Object
as of 3/13/9i
FY 1997 FY 1997 FY 1998 FY 1999
FY 2000 FY 2001
Revised Year End Estimated Estimated
Estimated Estimated
Budget Projection Budget Budget
Budget Budget
00
Monday, March 31, 1997 8:23:16 PM
GRAND TOTAL
42,054,063 40,997,194 39,404,485
Page 4 of 4
39,669,378 37,696,827 37,524.8
5 Year Expenditure Estimates
by
Fund and ]Department
Appendix III-8
97-- 278
City of Miami
5-Year Expenditure Estimates
by Fund and Department as of 3/13/97
FY 1997
FY 1997
FY 1998
FY 1999
FY 2000
FY 2001
Organization
Revised
Year End
Estimated
Estimated
Estimated
Estimated
Budget
Projection
Budget
Budget
Budget
Budget
.e
Fund
01 GENERAL FUND
I
20
OFFICE OF THE MAYOR
352,874
355,925
409,793
432,518
455,544
467,107
21
BOARD OF COMMISSIONERS
630,030
660,396
702,647
729,667
756,947
763,341
22
CITY CLERK
624,217
632,168
660,462
691,610
716,488
721,820
23
LAW
2,909,220
2,761,959
2,976,243
3,083,738
3,176,665
3,189,376
24
CIVIL SERVICE
269,893
269,147
273,792
289,387
295,690
304,403
25
OFFICE OF THE CITY MANAGER
1,353,354
997,666
1,631,420
1,686,032
1,741,831
1,755,517
26
FINANCE
9,337,792
9,337,413
9,987,256
10,372,243
10,726,826
10,876,130
27
PERSONNEL MANAGEMENT
1,981,096
2,080,535
2,133,302
2,250,938
2,365,472
2,402,598
28
FIRE RESCUE AND INSPECTION SER
46,648,178
48,363,804
60,289,667
51,558,900
52,877,009
53,461,271
29
POLICE
94,974,497
96,097,404
96,860,240
101,549,122
104,609,186
105,774,330
31
PUBLIC WORKS
17,204,910
16,781,799
18,134,475
18,742,681
19,392,559
19,738,682
40
MANAGEMENT AND BUDGET
0
68
0
0
0
0
46
COMPUTERS
0
4,381 •
0
0
0
0
52
INTERNAL AUDITS AND REVIEWS
918,147
834,293
946,980
983,141
1,016,139
1,023,664
56
PLANNING, BUILDING AND ZONING
0
20,235
0
0
0
.4 1 0
68
PARKS AND RECREATION
4,764,002
5,361,638
6,130,047
6,342,150
5,530,956
5,602,769
66
DEPT. OF COMMUNITY PLANNING 8
2,024,769
1,893,978
2,065,013
2,164,385
2,265,827
2,307,621
92
SPECIAL PROGRAMS AND ACCOUNTS
57,026,017
51,810,407
32,101,863
40,132,695
43,553,280
46,464,647
GENERAL FUND TOTAL
240,918,996
238,263,216
224,305,089
240,009,207
249,480,319
264,843,176
00 Monday, March 31, 1997 8:25:35 PM
Page 1 of 4
40
City of Miami
5-Year Expenditure Estimates
by Fund and Department
as of 3/13197
FY 1997 FY 1997
FY 1998
FY 1999
FY 2000
FY 2001
Organization
Revised Year End
Estimated
Estimated
Estimated
Estimated
Budget Projection
Budget
Budget
Budget_
Budget
I
Fund
10 SPECIAL REVENUE FUND
26
OFFICE OF THE CITY MANAGER
2,888,739 2,895,981
4,258,046
4,490,783
4,714.993
4,791,652
26
FINANCE
33,973,778 33,973,778
33,712,785
34,122,598
34,537,408
34,967,291
28
FIRE RESCUE AND INSPECTION SER
2,269,396 2,146,310
2,216,152
2,292,763
2,364,725
2,384,068
29
POLICE
11,300,000
5,205,718
1,317,085
1,334,684
1,352,808
1,371,476
31
PUBLIC WORKS
16,739,384
16,739,384
15,862,000
15,862,000
15,862,000
15,862,000
42
GENERAL SERVICES ADM. AND SOLI
0
0
0
0
0
0
56
PLANNING, BUILDING AND ZONING
36,000
36,000
36,000
36,000
36,000
36,000
68
PARKS AND RECREATION
2,503,103
2,293,709
2,445,489
2,489,428
2,634,166
2,676,236
SPECIAL REVENUE FUND TOTAL
69,700,400
63,290,880
69,847,557
60,628,256
61,402,089
61,978,725
Fund 20 DEBT SERVICE FUNDS
26 FINANCE 42,039,207 41,677,469 39,404,486 39,669,378 37,696,827 37,524,815
DEBT SERVICE FUNDS TOTAL 42,039,207 41,677,469 39,404,486 39,669,378 37,696,827 37,524,816
CG
Monday, March 31, 1997 8:25:39 PM
00
Page 2 of 4
City of Miami
5-Year Expenditure Estimates
by Fund and Department
as of 3/13X
FY 1997
FY 1997
FY 1998
FY 1999
FY 2000
FY 2001
Organization
Revised
Year End
Estimated
Estimated
Estimated
Estimated
Budget
Projection
Budget
Budget
Budget_ __Budget
-
I
Fund
40 ENTERPRISE FUNDS
31
PUBLIC WORKS
638,866
615,670
627,568
666,890
683,334
694,1
35
CONFERENCES, CONVENTIONS AND P
22,830,131
22,920,540
15,772,959
16,994,044
16,026,626
16,126,-,
42
GENERAL SERVICES ADM. AND SOLI
21,200,600
20,905,119
21,323,319
21,772,155
22,239,785
22,590,E
46
COMMUNITY DEVELOPMENT
0
7,120
0
0
0
56
PLANNING, BUILDING AND ZONING
6,546,856
6,483,886
4,814,302
5,086,866
5,340,930
5,425,.-
68
PARKS AND RECREATION
304,000
318,756
293,500
340,025
335,500
335,-
ENTERPRISE FUNDS TOTAL
61,620,453
51,251,091
42,831,648
43,848,979
44,626,175
45,171,=
Fund
50 INTERNAL SERVICE FUND
26
FINANCE
19,338,826
17,841,626
20,430,107
22,433,436
23,106,314
23,794,
29
POLICE
11,087,490
11,019,229
6,277,864
6,476,440
6,680,010
6,834,-
40
MANAGEMENT AND BUDGET
0
1,697
0
0
0
42
GENERAL SERVICES ADM. AND SOLI
13,464,692
13,509,140
11,116,830
11,261,810
8,858,320
8,726,-
62
RISK MANAGEMENT
21,272,269
20,812,749
21,323,170
21,926,106
22,543,883
23,140,=
INTERNAL SERVICE FUND TOTAL
66,163,266
63,184,341
69,147,971
62,097,792
61,188,527
62,494,;
Monday, March 31, 1997 8:25:40 PM
Page 3 of 4
City of Miami
5-Year Expenditure Estimates
by Fund and Department
as of 3/13197
FY 1997 FY 1997
FY 1998
FY 1999
FY 2000
FY 2001
Organization
Revised Year End
Estimated
Estimated
Estimated
Estimated
Budget Projection
Budget
Budget
Budget
Budget
Fund
60 TRUST & AGENCY FUNDS
I
43
G. E. & S. E. RETIREMENT TRUST
20,410,012 20,329,164
16,595,887
16,506,310
17,002,953
17,614,487
44
FIRE AND POLICE RETIREMENT TRU
17,162,344 16,997,446
22,884,594
23,646,646
24,380,893
25,127,518
56
DEVELOPMENT
667,514 691,712
667,514
667,614
667,514
667,614
59 DEPT.OF DEVELOPMENT & HOUS. CO
849,217
849,217
849,217
$49,217
849,217
849,217
64 COMMUNITY REDEVELOPMENT AGENCY
877,620
1,230,894
889,112
900,950
913,142
926,704
TRUST & AGENCY FUNDS TOTAL
39,966,707
39,998,433
40,886,324
42,670,637
43,813,719
46,084,440
I
00 Monday, March 31, 1997 8:25:41 PM Page 4 of 4
v
Appendix III-9
S Year Estimates, Expenditures
by
Fund, Department, and Major Object
91_ 278
City of Miami
6-Year Estimates
Expenditures by Fund, Department and Major Object as of 3/1
FY 1997
FY 1997
FY.199B
FY 1999
FY 2000
FY 2
Revised
Year End
Estimated
Estimated
Estimated
Estim.-
Budget
Projection
Budget
Budget
Budget
Bu
Organization
Fund 01 GENERAL FUND
i
Department 20 OFFICE OF THE MAYOR
100 TOTAL SALARIES & WAGES -FIXED
240.256
246,121
292,337
312,512
332,940
34
200
TOTAL FRINGE BENEFITS -FIXED
80,099
75,967
83,963
85,607
87,070
8.
300
TOTAL OPERATING EXPENSES -FIXED
16,440
17,484
17,757
18,289
18,838
1°
400
TOTAL OPERATING EXPENSES -VARIABLE
16,079
16,353
15,736
16,210
16,696
1
DEPARTMENT OFFICE OF THE MAYOR TOTAL
352,874
355,926
409,793
432,518
455,544
46,
Department 21
BOARD OF COMMISSIONERS
100
TOTAL SALARIES & WAGES -FIXED
407,221
432,973
472,703
495,904
519,187
52:
200
TOTAL FRINGE BENEFITS -FIXED
152.983.
187,464
148,332
150,105
151,886
15
300
TOTAL OPERATING EXPENSES -FIXED
29,064
21,886
29,935
30,832
31,758
3
400
TOTAL OPERATING EXPENSES -VARIABLE
30,891
18,073
41,706
42,955
44,245
4
500
TOTAL CAPITAL OUTLAY -VARIABLE
9,871
0
9,871
9,871
9,871
DEPARTMENT BOARD
OF COMMISSIONERS TOTAL
630,030
660,396
702,547
729,667
756,947
7E
Department 22
CITY CLERK
100
TOTAL SALARIES & WAGES -FIXED
461,629
473,566
497,199
520,039
542,122
5
200
TOTAL FRINGE BENEFITS -FIXED
113,748
109,761
114.168
116,073
117,419
1
300
TOTAL OPERATING EXPENSES -FIXED
33,698
33,612
34,709
36,751
37,823
400
TOTAL OPERATING EXPENSES -VARIABLE
15,142
15,229
14,386
18,747
19,124
00 Monday, March 31, 1997 8:26:41 PM
Page 1 of 18
City of Miami
5-Year Estimates
Expenditures by Fund, Department and Major Object
as of 3l13197
FY 1997
FY 1997
FY 1998
FY 1999
FY 2000
FY 2001
Revised
Year End
Estimated
Estimated
Estimated
Estimated
Organization
Budget
Projection
Budget
Budget
Budget
Budget
Fund 01 GENERAL FUND
I
DEPARTMENT CITY CLERK TOTAL
624,217
632,168
660,462
691,610
716,488
721,820
Department 23 LAW
100 TOTAL
SALARIES & WAGES -FIXED
2,210,018
2,070,388
2,257,678
2,354,027
2,436,761
2,443,906
200 TOTAL
FRINGE BENEFITS -FIXED
513,689
498,564
527,992
.533,530
537,833
537,574
300 TOTAL
OPERATING EXPENSES -FIXED
82,659
76,665
85,139
87,692
90,324
93,035
400 TOTAL
OPERATING EXPENSES -VARIABLE
102,854
113,080
105,434
108,489
111,647
114,861
600 TOTAL
CAPITAL OUTLAY -VARIABLE
0
3,242
0
0
0
0
DEPARTMENT LAW
TOTAL
2,909,220
2,761,959
2,976,243
3,083,738
3,176,565
3,189,376
Department 24 CIVIL SERVICE
100 TOTAL SALARIES $ WAGES -FIXED
180,500
180,789
182,601
196,304
200,767
208.126
200 TOTAL FRINGE BENEFITS -FIXED
50,328
48,502
50,779
51,496
52,119
52,232
300 TOTAL OPERATING EXPENSES -FIXED
13,310
12,625
13,710
14,121
14,544
14,981
400 TOTAL OPERATING EXPENSES -VARIABLE
25,755
27,231
26,702
27,466
28,260
29,064
600 TOTAL CAPITAL OUTLAY -VARIABLE
0
0
0
0
0
0
DEPARTMENT CIVIL SERVICE TOTAL
269,893
269,147
273,792
289,387
295,690
304.403
Department 26 OFFICE OF THE CITY MANAGER
100 TOTAL SALARIES $ WAGES -FIXED
995,358
594,428
1,222,065
1,268,846
1,316,855
1,325,639
200 TOTAL FRINGE BENEFITS -FIXED
212,010
264,207
259,033
262,377
265,555
265,705
00
Monday, March 31, 1997 8:26:43 PM
Page 2 of 18
City of Miami
6-Year Estimates
Expenditures by Fund, Department and Major Object as of 3/13/9
FY 1997 FY 1997 FY 1998. FY 1999 FY 2000 FY 2001
Revised Year End Estimated Estimated Estimated Estimatec
Organization Budget Projection Budget Budget Budget Budge
Fund 01 GENERAL FUND
i
300
TOTAL OPERATING EXPENSES -FIXED
88,060
98,627
86,281
88,869
91,537
94,28
400
TOTAL OPERATING EXPENSES -VARIABLE
56,826
39,441
62,951
64,840
66,784
68,79
600
TOTAL CAPITAL OUTLAY -VARIABLE
1,100
963
1,100
1,100
11100
1,101
DEPARTMENT OFFICE OF THE CITY MANAGER TOTAL
1,353,354
997,666
1,631,420
1,686.032
1,741,831
1,755,51i
Department 26
FINANCE
100
TOTAL SALARIES & WAGES -FIXED
5,744,405
5,719,226
6,530,907
6,842,046
7,123,610
7,212,86,'
200
TOTAL FRINGE BENEFITS -FIXED
1,678,503
1,642,370
1,719,074
1,742,307
1,761,814
1,768,12(
300
TOTAL OPERATING EXPENSES -FIXED
678,360
735,791
694,548
715,384
736,847
758,95,
400
TOTAL OPERATING EXPENSES -VARIABLE
1,186,524
1,187,875
992,726
1,022,506
1,054,555
1,086,18
500
TOTAL CAPITAL OUTLAY -VARIABLE
50,000
50,128
50,000
50,000
50,000
50,001
700
TOTAL PRIOR YEAR'S APPROPRIATION
0
2,023
0
0
0
r
DEPARTMENT FINANCE TOTAL
9,337,792
9,337,413
9.987,255
10,372,243
10,726,826
10,876,13C
Department 27
PERSONNEL MANAGEMENT
R J
100
TOTAL SALARIES & WAGES -FIXED
1,388,195
1,489,977
1,532,840
1,637,191
1,739,237
1,768,02--
200
TOTAL FRINGE BENEFITS -FIXED
357,378
351,467
357,918
363,971
369,008
369,67-
300
TOTAL OPERATING EXPENSES -FIXED
163,944
169,172
168,863
173,929
179,149
184,521.
�• 400
TOTAL OPERATING EXPENSES -VARIABLE
70,079
69,919
72,181
74,347
76,578
78,87-=
500
TOTAL CAPITAL OUTLAY -VARIABLE
1,500
0
1,500
1,500
1'500
1,501
00 Monday, March 31, 1997 8:26:44 PM Page 3 of 18
City ®f Miami
5-Year Estimates
Expenditures by Fund, Department
and Major Object
as of 3/13/97
FY 1997
FY 1997
FY 1998
FY 1999
FY 2000
FY 2001
Revised
Year End
Estimated
Estimated
Estimated
Estimated
Organization
Budget
Projection
Budget
Budget
Budget
Budget
Fund 01 GENERAL FUND
I
DEPARTMENT PERSONNEL MANAGEMENT TOTAL
1.981,096
2,080,535
2,133,302
2,250,938
2,365,472
2,402,598
Department 28
FIRE RESCUE AND INSPECTION SER
100
TOTAL SALARIES & WAGES -FIXED
33,901,677
35,170,391
36,851,997
37,744,447
39,024,022
39,416,578
200
TOTAL FRINGE BENEFITS -FIXED
9,241,491
10,034,280
9,949,966
10,220,680
10,160,565
10,250,657
300
TOTAL. OPERATING EXPENSES -FIXED
996,021
1,002,868
1,025,901
1,056,679
1,088,378
1,121,031
400
TOTAL OPERATING EXPENSES -VARIABLE
2,103,541
1,929,826
2,156,345
2,231,646
2,298,596
2,367,557
600
TOTAL CAPITAL OUTLAY -VARIABLE
305,448
226,439
305,448
305,448
305,448
305,448
DEPARTMENT FIRE RESCUE AND INSPECTION TOTAL
46,548,178
48,363.804
50,289,657
51,558,900
52,677,009
53,461,271
SER
Department 29
POLICE
100
TOTAL SALARIES & WAGES -FIXED
60,782,936
62,209,937
61,749,026
64,589,560
67,259,383
68,041.778
200
TOTAL FRINGE BENEFITS -FIXED
22,709,297
22,739,467
23,302,836
24,798,173
24,84E,409
24,874,869
300
TOTAL ' OPERATING EXPENSES -FIXED
9,131,876
9,054,760
9,391,299
9,658,503
9,933,724
10,217,201
400
TOTAL OPERATING EXPENSES -VARIABLE
2,129,689
1,918,055
2,193,580
2,259,387
2,327,171
2,396,983
500
TOTAL CAPITAL OUTLAY -VARIABLE
185,699
140,185
188,499
208,499
208,499
208,499
600
TOTAL GRANTS IN AID
35,000
35,000
35,000
35,000
35,000
35,000
DEPARTMENT POLICE TOTAL
94,974,497
96,097,404
96,860,240
101,549,122
104,609,186
105,774,330
I
Department 31
PUBLIC WORKS
100
TOTAL SALARIES & WAGES -FIXED
6,222,575
6,075,754
6,872,803
7,217,617
7,594,537
7,682,479
00
Monday, March 31, 1997 8:26:46 PM
Page 4 of 18
City of Miami
5-Year Estimates
Expenditures by Fund. Department and Major Object
as of 3113t97
FY 1997
FY 1997
FY 1998
FY 1999
FY 2000
FY 2001
Revised
Year End
Estimated
Estimated
Estimated
Estimated
Organization
Budget
Projection
Budget
Budget
Budget
Budget
Fund 01 GENERAL. FUND
I
200 TOTAL FRINGE BENEFITS -FIXED
3,206,563
3.189,203
3,255,787
3,282,169
3,311,002
3,317,724
300 TOTAL OPERA TING EXPENSES -FIXED
6,505,098
6,530,001
6,700,252
6,901,260
7.108,295
7.321,545
400 TOTAL OPERATING EXPENSES -VARIABLE
1,165,304
982,791
1,200,263
1,236,265
1,273,355
1,311,564
500 TOTAL CAPITAL OUTLAY -VARIABLE
6,650
4,050
6,650
6,650
6,650
6,650
600 TOTAL TRANSFERS TO OTHER FUNDS
98,720
0.
98,720
98,720
98,720
98,720
DEPARTMENT PUBLIC WORKS TOTAL
17,204,910
16,781,799
18,134,475
18,742,681
19,392,559
19,738,682
Department 40 MANAGEMENT AND BUDGET
300 TOTAL OPERATING EXPENSES -FIXED
0
68
0
0
0
0
DEPARTMENT MANAGEMENT AND BUDGET TOTAL
0
68
0
0
0
0
Department 46 COMPUTERS
100 TOTAL SALARIES & WAGES -FIXED
0
3,973
0
0
0
0
200 TOTAL FRINGE BENEFITS -FIXED
0
398
0
0
0
0
300 TOTAL OPERATING EXPENSES -FIXED
0
10
0
0
0
0
DEPARTMENT COMPUTERS TOTAL
0
4,381
0
0
0
0
Department 52 INTERNAL AUDITS AND REVIEWS
100 TOTAL SALARIES & WAGES -FIXED
730.148
648,646
738,283
769,676
800,486
807,861
200 TOTAL FRINGE BENEFITS -FIXED
170,953
167,569
173.139
175,382
177,026
176,61:
300 TOTAL OPERATING EXPENSES -FIXED
11,144
9,516
24,248
24,376
24,507
24,64
d�
Monday, March 31, 1997 8:26:47 PM
Page 5 of 16
City of Miami
5-Year Estimates
as of 3/13197
Expenditures by Fund, Department and Major Object
FY 1997
FY 1997
FY 1998,
FY 1999
FY 2000
FY 2001
Revised
Year End
Estimated
Estimated
Estimated
Estimated
Budget
Projection
Budget
Budget
Budget
Budget
Organization
Fund 01 GENERAL FUND
I
400 TOTAL OPERATING EXPENSES -VARIABLE
5,902
8,562
13,310
13,707
14,120
14,546
DEPARTMENT INTERNAL' AUDITS AND TOTAL
918,147
834,293
948,980
983,141
1,016,139
1,023,664
REVIEWS
Department 66 PLANNING, BUILDING AND ZONING
100 TOTAL SALARIES & WAGES -FIXED
0
3,004
0
0
0
0
200 TOTAL FRINGE BENEFITS -FIXED
0
149
0
0
0
0
300 TOTAL OPERATING EXPENSES -FIXED
0
-511
0
0
0
0
400 TOTAL OPERATING EXPENSES -VARIABLE
0
16,966
0
0
0
0
600 TOTAL CAPITAL OUTLAY -VARIABLE
0
627
0
0
0
0
DEPARTMENT PLANNING, BUILDING AND TOTAL
0
20,235
0
0
0
0
ZONING
Department 68 PARKS AND RECREATION
100 TOTAL SALARIES & WAGES -FIXED
2,925,785
3,379,564
3,247,795
3,416,.111
3,561,848
3,598,011
200 TOTAL FRINGE BENEFITS -FIXED
667,740
663,160
681,688
694,487
705,635
708,402
-
300 TOTAL OPERATING EXPENSES -FIXED
798,114
926,450
822,058
846,720
872,122
898,289
400 TOTAL OPERATING EXPENSES -VARIABLE
204,775
232,568
210,918
217,244
223,763
230,479
C�
600 TOTAL CAPITAL OUTLAY -VARIABLE
12,788
5,095
12,788
12,788
12,788
12,78.8
600 TOTAL GRANTS IN AID
154,800
154,801
154,800
154,800
154,800
154,800
DEPARTMENT PARKS AND RECREATION TOTAL
4,764,002
5,361,638
5,130,047
5,342,150
5,530,956
5,602,769
ODD
Department 66 DEPT. OF COMMUNITY PLANNING &
Monday, March 31, 1997 8:26:48 PM
Page 6
of 18
City of Miami
5-Year Estimates
Expenditures by Fund, Department and Major Object
as of 3/13/97
FY 1997
FY 1997
FY 1998
FY 1999
FY 2000
FY 2001
Revised
Year End
Estimated
Estimated
Estimated
Estimated
Organization
Budget
Projection
Budget
Budget
Budget
Budget
Fund 01 GENERAL FUND
I
100 TOTAL
SALARIES & WAGES -FIXED
1,385,105
1,307,137
1,418,573
1,503,203
1,589.527
1,620,109
200 TOTAL
FRINGE BENEFITS -FIXED
372,137
368,988
370,887
377,362
383,965
386,305
300 TOTAL
OPERATING EXPENSES -FIXED
156,995
145,395
161,705
166.557
171,554
176,700
400 TOTAL
OPERATING EXPENSES -VARIABLE
110,532
72,458
113,848
117,263
120,781
124,407
DEPARTMENT DEPT. OF
COMMUNITY TOTAL
2,024,769
1,893,978
2,065,013
2,164,385
2,265,827
2,307,521
PLANNING &
Department 92 SPECIAL PROGRAMS AND ACCOUNTS
100 TOTAL
SALARIES & WAGES -FIXED
1,386,934
1,868,501
193.,245
270,549
44,703
60,704
200 TOTAL
FRINGE BENEFITS -FIXED
1,601,565
1,574,333
9,584,539
11,010,159
11,963,159
12.938,870
300 TOTAL
OPERATING EXPENSES -FIXED
2,288,178
2,111,876
2,607,739
2,685,970
2,766,545
2.849.548
400 TOTAL
OPERATING EXPENSES -VARIABLE
1,966,790
2,295,041
1,774,883
1,828,123
1,882,969
1.939,462
600 TOTAL
CAPITAL OUTLAY -VARIABLE
113,621
30,159.
113,621
113.621
113,621
113,621
600 TOTAL
GRANTS/NAID
49.668,929
43,930,497
17,827,836
24,224,273
26,782,283
28,552,44?
DEPARTMENT SPECIAL PROGRAMS AND TOTAL
57,026,017
51,810,407
32,101,863
40.132,695
43,553,280
46,454,647
ACCOUNTS
FUND GENERAL FUND
TOTAL
240,918,996
238,263,216
224,305,089
240,009,207
249,480,319
254,843,176
Monday, March 31, 1997 8:26:50 PM Page 7 of 18
City of Miami
6-Year Estimates
I
Expenditures by Fund, Department and Major Object
as of 3/13/97
FY 1997
FY 1997
FY 1998
FY 1999
FY 2000
FY 2001
Revised
Year End
Estimated
Estimated
Estimated
Estimated
Organization
Budget
Projection
Budget
Budget
Budget
Budget
� Fund 10 SPECIAL REVENUE FUND
I
Department 26 OFFICE OF THE CITY MANAGER
100 TOTAL SALARIES $ WAGES -FIXED
2,245,315
2,295,608
3,172,105
3,383,216
3,587,524
3,654,317
200 TOTAL FRINGE BENEFITS -FIXED
834,204
791,044
819,124
832,927
844.766
846,332
300 TOTAL OPERATING EXPENSES -FIXED
122,020
125,813
125,681
129,451
133,335
137,334
400 TOTAL OPERATING EXPENSES -VARIABLE
126,200
125,861
135,136
139,189
143,368
147,669
600 TOTAL CAPITAL OUTLAY -VARIABLE
11,000
7,655
6,000
6,000
6,000
6,000
600 TOTAL TRANSFERS TO OTHER FUNDS
-450,000
-450,000
0
0
0
0
DEPARTMENT OFFICE OF THE CITY MANAGER TOTAL
2,888,739
2,695,961
4,258,046
4,490,783
4,714,993
4,791,652
Department 26 FINANCE
600 TOTAL TRANSFERS TO OTHER FUNDS
33,973,778
33,973,778
33,712,785
34,122,598
34,537.408
34,957,291
DEPARTMENT FINANCE TOTAL
33,973.778
33,973,778
33,712,785
34,122,598
34,537,408
34,957.291
Department 28 FIRE RESCUE AND INSPECTION SER
100 TOTAL SALARIES & WAGES -FIXED
1,778,387
1,647,864
1,695,917
1,763,994
1,828,125
1,839,963
200 TOTAL FRINGE BENEFITS -FIXED
277,458
297,319
310,576
312,822
314,175
315,006
300 TOTAL OPERATING EXPENSES -FIXED
9,050
8,588
9,322
9,601
9,889
10,186
i
400 TOTAL OPERATING EXPENSES -VARIABLE
194,501
192,539
200,337
206,346
212,536
218,913
600 TOTAL TRANSFERS TO OTHER FUNDS
0
0
0
0
p
0
DEPARTMENT FIRE RESCUE AND INSPECTION TOTAL
2,259,396
2,146,310
2,216,152
2,292,763
2,364,725
2,384,068
SER
Monday, March 31, 1997 8:26:51 PM
Page 8
of 18
i
City of Miami
5-Year Estimates
Expenditures by Fund, Department and Major Object
as of 3/13/97
FY 1997
FY 1997
FY 1998
FY 1999
FY 2000
FY 2001
Revised
Year End
Estimated
Estimated
Estimated
Estimated
Organization
Budget
Projection
Budget
Budget
Budget
Budget
Fund 10 SPECIAL REVENUE FUND
I
Department 29 POLICE
100 TOTAL SALARIES & WAGES -FIXED
0
0
0
0
0
0
300 TOTAL OPERATING EXPENSES -FIXED
306,247
281,075
315,434
324,897
334,644
344,683
400 TOTAL OPERATING EXPENSES -VARIABLE
263,253
263,253
271,151
279,287
287,664
296,293
500 TOTAL CAPITAL OUTLAY -VARIABLE
348,500
348,560
348,500
348,500
348,500
348,600
600 TOTAL TRANSFERS TO OTHER FUNDS
10,382,000
4,312,890
382,000
382,000
382,000
382,000
DEPARTMENT POLICE
TOTAL
11,300,000
5,205,718
1.317,085
1,334,684
1.352,808
1,371,476
Department 31 PUBLIC WORKS
600 TOTAL GRANTSINAID
16,739,384.
16,739,364
15,862,000
15,862,000
15,862,000
15,862,000
DEPARTMENT PUBLIC WORKS
TOTAL
16,739,384
16,739,384
15,662,000
15.862,000
15,862,000
15,862,000
Department 42 GENERAL SERVICES ADM. AND SOLI
600 TOTAL TRANSFERS TO OTHER FUNDS
0
0
0
0
0
0
DEPARTMENT GENERAL SERVICES ADM. AND
TOTAL
0
0
0
0
0
0
SOLI
Department 56 PLANNING, BUILDING AND ZONING
600 TOTAL TRANSFERS TO OTHER FUNDS
36,000
36,000
36,000
36,600
36,000•
36,000
DEPARTMENT PLANNING, BUILDING AND
TOTAL
36,000
36.000
36,000
36,000
36,000
36,000
ZONING
CO
Department 56 PARKS AND RECREATION
100 TOTAL SALARIES & WAGES -FIXED
351,787
185,116
457,696
461,513
465,278
465,788
200 TOTAL FRINGE BENEFITS -FIXED
86,367
68,221
48,855
49,143
49,433
49,472
Monday, March 31, 1997 8:26:52 PM
Page 9 of 18
City of Miami
5-Year Estimates
as of 3/13/97
Expenditures by Fund, Department and Major Object
FY 1997
FY 1997
FY 1998
FY 1999
FY 2000
FY 2001
Revised
Year End
Estimated
Estimated
Estimated
Estimated
Budget
Projection
Budget
Budget
Budget
Budget
Organization
Fund 10 SPECIAL REVENUE FUND
i
300 TOTAL OPERATING EXPENSES -FIXED
41,725
38,773
40,556
41,773
43,025
44,318
.._---- ---- —
400 TOTAL OPERATING EXPENSES -VARIABLE
165,415
164,899.
103,875
106,992
110,202
113,509
500 TOTAL CAPITAL OUTLAY -VARIABLE
8,700
7,068
4,850
4,850
4,850
4,850
600 TOTAL GRANTS IN AID
1,849,109
1,829,632
1,789,657
1,825,157
1,861,367
1,898,301
DEPARTMENT PARKS AND RECREATION TOTAL
2,503,103
2,293,709
2,445,489
2,489.428
2,534,155
2,576,238
FUND SPECIAL REVENUE FUND TOTAL
69,700,400
63,290,880
59,847,557
60,628,256
61,402,089
61,978,725
Monday, March 31, 1997 8:26:53 PM
Page 10 of 18
City of Miami
5-Year Estimates
Expenditures by Fund, Department and Major Object
as of 3l13197
FY 1997
FY 1997
FY 1998
FY 1999
FY 2000
FY 2001
Revised
Year End
Estimated
Estimated
Estimated
Estimated
Organization
Budget
Projection
Budget
Budget
Budget
Budget
Fund 20 DEBT SERVICE FUNDS
I
Department 26 FINANCE
100 TOTAL
SALARIES & WAGES -FIXED
205,254
10,251
0
0
0
0
200 TOTAL
FRINGE BENEFITS -FIXED
163,485
37,928
0
0
0
0
300 TOTAL
OPERATING EXPENSES -FIXED
36,473,318
36,332,140
34,204,569
34,466,613
32,491,127
32,316,093
400 TOTAL
OPERATING EXPENSES -VARIABLE
92,200
92,200
94,966
97,815
100,750
103,772
600 TOTAL
TRANSFERS TO OTHER FUNDS
5,104,950
5,104,950
5,104,950
5,104,950
5,104,950
5,104,950
DEPARTMENT FINANCE
TOTAL
42,039,207
41,577,469
39,404,485
39,669,378
37,696,827
37,524,815
FUND DEBT SERVICE FUNDS TOTAL 42,039,207 41,577,469 39,404,485 39,669,378 37,696,827 37,524,815
Monday, March 31, 1997 8:26:54 PM
Page 11 of 18
City of Miami
5-Year Estimates
Expenditures by Fund, Department and Major Object as of 3/13/97
FY 1997 FY 1997 FY 1998 FY 1999 FY 2000 FY 2001
Revised Year End Estimated Estimated Estimated Estimated
Organization Budget Projection Budget • Budget Budget Budget
40 ENTERPRISE FUNDS
I
apartment 31
PUBLIC WORKS
100
TOTAL SALARIES & WAGES -FIXED
322,853
318,517
329,710
350,277
369,851
373,816
200
TOTAL FRINGE BENEFITS -FIXED
62,447
59,901
61,706
63,279
64,777
65,080
300
TOTAL OPERATING EXPENSES -FIXED
151,726
134,370
156,278
160,965
165,795
170,770
400
TOTAL OPERATING EXPENSES -VARIABLE
48,421
53,213
49,874
51,369
52,911
54,499
600
TOTAL CAPITAL OUTLAY -VARIABLE
30,000
26,250
30,000
30,000
30,000
30,000
600
TOTAL TRANSFERS TO OTHER FUNDS
23,419
23.419
0
0
0
0
EPARTMENT PUBLIC WORKS TOTAL
638,866
615,670
627,568
655,890
683,334
694,165
apartment 35
CONFERENCES, CONVENTIONS AND P
100
TOTAL SALARIESBWAGES -FIXED
1,805,479
1,816,613
1,847,586
1,927,092
1,998,101
2.009.948
200
TOTAL FRINGE BENEFITS -FIXED
448,729
438,774
455,589
461,428
466,458
467,204
300
TOTAL OPERATING EXPENSES -FIXED
10,421,168
10,532,185
10,351,453
10,397,091
10,260,830
10,252,267
400
TOTAL OPERATING EXPENSES -VARIABLE
2,920,347
2,910,868
3,003,331
3,093,433
3,186,237
3,241,825
600
TOTAL CAPITAL OUTLAYARIABLE
115,000
102,692
115,000
115,000
115,000.
115,000
600
TOTAL TRANSFERS TO OTHER FUNDS
7,119,408
7,119,408
0
0
0
0
EPARTMENT CONFERENCES,
CONVENTIONS TOTAL
22,830,131
22,920,540
15,772,959
15,994,044
16,026,626
16,126,244
ND P
apartment 42
GENERAL SERVICES ADM. AND SOLI
100
TOTAL SALARIES & WAGES -FIXED
7,250,725
7,148,906
7,573,090
7,689,963
7,815,295
7,822,277
mday, March 31, 1997 8:26:55 PM Page 12 bf 18
I
City of Miami
5-Year Estimates
Expenditures by Fund, Department and Major Object
as of 3/13/97
FY 1997
FY 1997
FY•1998
FY 1999
FY 2000
FY 2001
Revised
Year End
Estimated
Estimated
Estimated
Estimated
Organization
Budget
Projection
Budget
Budget
Budget
Budget
Fund 40 ENTERPRISE FUNDS
I
200
TOTAL FRINGE BENEFITS -FIXED
2.903,671
2,838,796
2,911,833
2,920,773
2,930.361
2,930,895
300
TOTAL OPERATINGEXPENSES-FIXED
10,261,633
10,244,350
10,569,482
10,886,566
11,213,161
11,549,560
400
TOTAL OPERATING EXPENSES -VARIABLE
192,150
123,277
197,914
203,853
209,968
216,268
500
TOTAL CAPITAL OUTLAY -VARIABLE
71,000
71,000
71,000
71,000
71,000
71,000
600
TOTAL GRANTS IN AID
521,421
478,790
0
0
0
0
DEPARTMENT GENERAL SERVICES ADM. AND TOTAL
21,200,600
20,905,119
21,323,319
21,772,155
22,239,785
22,590,000
SOLI
Department 45
COMMUNITY DEVELOPMENT
300
TOTAL OPERATING EXPENSES -FIXED
0
7,073
0
0
0
0
400
TOTAL OPERATING EXPENSES -VARIABLE
0
47
0
0
0
0
DEPARTMENT COMMUNITY DEVELOPMENT TOTAL
0
7,120
0
0
0
0
Department 56
PLANNING, BUILDING AND ZONING
1 100
TOTAL SALARIES & WAGES -FIXED
3,006,265
2,953,946
3,315,636
3,553,385
3,773,474
3,835,517
200
TOTAL FRINGE BENEFITS -FIXED
880,262
847,053
894,251
912,439
929,276
914,022
300
TOTAL OPERATING EXPENSES -FIXED
452,868
456,751
462,335
476,204
490,491
505,205
400
TOTAL OPERATING EXPENSES -VARIABLE
104,396
123,071
92,080
94,837
97,689
100,619
500
TOTAL CAPITAL OUTLAY -VARIABLE
70,000
70,000
50,000
50,000
50,000
50,000
600
TOTAL TRANSFERS TO OTHER FUNDS
2,033,065
2,033,065
0
0
0
0
Zz
-41 Monday, March 31, 1997 8:26:57 PM
00
Page 13 of 18
City of Miami
6-Year Estimates
Expenditures by Fund, Department and Major Object
as of 3/13197
FY 1997
FY 1997
FY 1998
FY 1999
FY 2000
FY 2001
Revised
Year End
Estimated
Estimated
Estimated
Estimated
Organization
Budget
Projection
Budget
Budget
Budget
Budget
Fund 40 ENTERPRISE FUNDS
I
DEPARTMENT PLANNING, BUILDING AND TOTAL
6,546,856
6,483,886
4,814,302
5,086,865
5,340,930
5,425,363 `
ZONING
Department 68 PARKS AND RECREATION
100 TOTAL SALARIES & WAGES -FIXED
0
1,501
0
0
0
(j
200 TOTAL FRINGE BENEFITS -FIXED
0
5,374
0
0
0
0
300 TOTAL OPERATING EXPENSES -FIXED
304,000
310,731
293,500
340,025
335,500
335,450
400 TOTAL OPERATING EXPENSES •VARIABLE
0
1,150
0
0
0
0
DEPARTMENT PARKS AND RECREATION TOTAL
304,000
318,756
293,500
340,025
335,500
335,450
FUND ENTERPRISE FUNDS TOTAL
51,520,453
51,251,091
42,831,648
43,848,979
44,626,175
45,171,222
I�
00
Monday, March 31, 1997 8:28:57 PM
t
Page 14 of 18
A
City of Miami
5-Year Estimates
Expenditures by Fund, Department and Major Object as of 3113/97
FY 1997 FY 1997 FY 1998 FY 1999 FY 2000 FY 2001
Revised Year End Estimated Estimated Estimated Estimated
Organization Budget Projection . Budget Budget Budget Budget
I 50 INTERNAL SERVICE FUND
apartment 26
FINANCE
100
TOTAL
SALARIES & WAGES -FIXED
186,004
226,571
175,179
182,007
188,992
191,289
200
TOTAL
FRINGE BENEFITS -FIXED
65,819
156,692
65,643
66,165
66,701
66,675
300
TOTAL
OPERATING EXPENSES -FIXED
14,000
12,334
14,420
14,853
15,298
15,758
400
TOTAL
OPERATING EXPENSES -VARIABLE
17,408,587
17,439,383
17,930,845
18,46B,770
19,022,832
19,593.518
600
TOTAL
CAPITAL OUTLAY -VARIABLE
6,646
6,646
6,646
6,646
6,646
6,646
600
TOTAL
TRANSFERS TO OTHER FUNDS
1,657,769
0
2,237,374
3,694,995
3,805,845
3,920,020
DEPARTMENT FINANCE
TOTAL
19,338,825
17,841.626
20,430,107
22,433,436
23,106,314
23,794,106
Department 29
POLICE
100
TOTAL
SALARIES & WAGES -FIXED
1,099,177
1,024,582
990,817
1,054,274 :
1,118.736
1,133,559
200
TOTAL
FRINGE BE1EFITS -FIXED
504,344
498,202
506,766
511,620
516,551
517.685
300
TOTAL
OPERATING EXPENSES -FIXED
1,657,100
1,657,100
1,706,813
1.758,018
1,810,757
1,865,081
400
TOTAL
OPERATING EXPENSES -VARIABLE
2,558,625
2,571,101
2,635,384
2,714,444
2,795,682
2,87P,755
600
TOTAL
CAPITAL OUTLAY -VARIABLE
438,084
438,084
438,064
438,084
438,084
438,084
600
TOTAL
TRANSFERS TO OTHER FUNDS
4,830,160
4,830,160
0
0
0
0
DEPARTMENT POLICE
TOTAL
11,087,490
11,019,229
6,277,864
6,476,440
6,680,010
6,834,164
Department 40
MANAGEMENT AND BUDGET
300
TOTAL
OPERATING EXPENSES -FIXED
0
1,597
0
0
0
0
ionday, March 31, 1997 8:26:59 PM Page 15 of 18
City of Miami
5-Year Estimates
as of 3/13/97
Expenditures by Fund, Department and Major Object
FY 1997
FY 1997
FY'1998
FY 1999
FY 2000
FY 2001
Revised
Year End
Estimated
Estimated
Estimated
Estimated
Budget
Projection
Budget
Budget
Budget
Budget
Organization
Fund 60 INTERNAL SERVICE FUND
I
DEPARTMENT MANAGEMENT AND BUDGET TOTAL
0
1,597
0
0
0
0
_ Department 42 GENERAL SERVICES ADM. AND SOLI
100 TOTAL SALARIES & WAGES -FIXED
2,395,961
2,475,756
2,652,918
2,808,103
2,959,939
2,984,250
200 TOTAL FRINGE BENEFITS -FIXED
992,184
1,026,912
997,789
1,009,349
1,020,718
1,029,551
= 300 TOTAL OPERATING EXPENSES -FIXED
1,980,730
4,954,487
4,028,194
4,011,604
1,449,693
1,476,655
400 TOTAL OPERATING EXPENSES -VARIABLE
2,282,890
2,334,128
2,351,375
2,421,920
2,494,578
2,569,417
500 TOTAL CAPITAL OUTLAY -VARIABLE
4,242,317
1,147,247
1,140,264
1,140,264
1,140,264
893,448
600 TOTAL TRANSFERS TO OTHER FUNDS
1,570,610
1,670,610
-53,710
-129,430
-206,872
-227,068
DEPARTMENT GENERAL SERVICES ADM. AND TOTAL
13,464,692
13,509,140
11,116,830
11,261,810
8,858,320
8,726,253
SOLI
i
Department 62 RISK MANAGEMENT
100 TOTAL SALARIES & WAGES -FIXED
1,299,962
924,558
829,938
868,530
907,269
913,363
+ 200 Y TOTAL FRINGE BENEFITS -FIXED
335,202
241,701
314,315
317,268
320,298
320,625
300 TOTAL OPERATING EXPENSES -FIXED
1,799,383
1,799,384
1,806,402
1,816,946
1,825,581
t
1,831,222
400 TOTAL OPERATING EXPENSES -VARIABLE
17,826,762
17,827,366
18,361,565
18,912,412
19,479,785
20,064,180
^ 500 TOTAL CAPITAL OUTLAY -VARIABLE
10,950
19,740
10,950
10,950
10,950
10,950
Cg DEPARTMENT RISK MANAGEMENT TOTAL
21,272,259
20,812,749
21,323,170
21,926,106
22,543,883
23,140,340
F FUND INTERNAL SERVICE FUND TOTAL
65,163,266
63,184,341
59,147.971
62,097,792
61,18B,527
62,494,863
Monday, March 31, 1997 8:27:00 PM
Page 16
of 18
City of Miami
6-Year Estimates
Expend(tures by Fund, Department and Major Object
as of 3/13197
FY 1997
FY 1997
FY 1998.
FY 1999
FY 2000
FY 2001
Revised
Year End
Estimated
Estimated
Estimated
Estimated
Organization
Budget
Projection
Budget
Budget
Budget
Budget
Fund 60 TRUST & AGENCY FUNDS
i
Department 43
G. E. & S. E. RETIREMENT TRUST
100
TOTAL SALARIES & WAGES -FIXED
21,600
307,240
307,240
307,240
307,240
307,240
200
TOTAL FRINGE BENEFITS -FIXED
23,700
109,504
109,500
109,500
109,500
109,500
300
TOTAL OPERATING EXPENSES -FIXED
14.896,722
15,055,870
14,626,521
15,521.416
16,002,060
16,497,120
400
TOTAL OPERATING EXPENSES -VARIABLE
101,000
502,550
517,626
533,154
549,153
565,627
600
TOTAL CAPITAL OUTLAY -VARIABLE
0
0
35,000
35,000
35,000
35,000
600
TOTAL TRANSFERS TO OTHER FUNDS
5,366,990
4,354,000
0
0
0
0
DEPARTMENT G.
E. & S. E. RETIREMENT TOTAL
20,410,012
20,329,154
15,595,887
16,506,310
17,002,953
17,514,487
TRUST
Department 44
FIRE AND POLICE RETIREMENT TRU
100
TOTAL SALARIES & WAGES -FIXED
14,400
276,560
276,580
276,580
276,580
276,580
200
TOTAL FRINGE BENEFITS -FIXED
15,300
89,168
82,600
82,600
82,600
82,600
300
TOTAL OPERATING EXPENSES -FIXED
15,184,733
15,313,294
14,196,277
14,663,530
15,102,264
15,553,639
400
TOTAL OPERATING EXPENSES -VARIABLE
16,000
770,358
793.306
817,105
841,618
866,868
600
TOTAL CAPITAL OUTLAY -VARIABLE
100,000
100,000
100,000
100,000
100,000
100,000
600
TOTAL TRANSFERS TO OTHER FUNDS
1,831,911
448,046
7,435,831
7,706,831
7,977,831
8,247,831
DEPARTMENT FIRE AND POLICE RETIREMENT TOTAL
17,162,344 .16,997,446
22,884,594
23,646,646
24,380,893
25,127,518
TRU
i' Department 66
DEVELOPMENT
300
TOTAL OPERATING EXPENSES -FIXED
0
5,017
0
0
0
0
Monday, March 31,
1997 8:27:01 PM
Page 17 of 18
City of Miami
6-Year Estimates
as of 3/13/97
Expenditures by Fund, Department and Major Object
FY 1997
FY 1997
FY 1998
FY 1999
FY 2000
FY 2001
Revised
Year End
Estimated
Estimated
Estimated
Estimated
Budget
Projection
Budget
Budget
Budget
Budget
Organization
Fund 60 TRUST & AGENCY FUNDS
i
400 TOTAL OPERATING EXPENSES -VARIABLE
0
2,620
0
0
0
0
_ 600 TOTAL TRANSFERS TO OTHER FUNDS
667,514
584,075
667,514
667,514
667,514
667,514
DEPARTMENT DEVELOPMENT TOTAL
667,514
591,712
667,514
667,514
667,514
667,514
Department 69 DEPT.OF DEVELOPMENT & HOUS. CO
600 TOTAL. TRANSFERS TO OTHER FUNDS
849,217
849,217
849,217
849,217
849,217
849,217
DEPARTMENT DEPT.OF DEVELOPMENT & TOTAL
849,217
849,217
849,217
849,217
849,217
849,217
HODS. CO
Department 64 COMMUNITY REDEVELOPMENT AGENCY
100 TOTAL SALARIES & WAGES -FIXED
231,075
583,256
231,075
231,075
231,075
231,075
200 TOTAL FRINGE BENEFITS -FIXED
88,455
89,548
88,455
88,455
88,455
88,455
300 TOTAL OPERATING EXPENSES -FIXED
108,150
108,150
111.394
114,735
118,178
121,725
400 TOTAL OPERATING EXPENSES -VARIABLE
274,940
274,940
283,188
291,685
30C.434
309,449
600 TOTAL CAPITAL OUTLAY -VARIABLE
25,000
25,000
25,000
25,000
25,000
25,000
-- __ . - - - - ------- -------
600 TOTAL TRANSFERS TO OTHER FUNDS
150.000
150,000
150,000
150,000
150,000
1d0,000
DEPARTMENT COMMUNITY REDEVELOPMENT TOTAL
877,620
1,230,894
889,112
900,950
913,142
925,704
AGENCY
FUND TRUST & AGENCY FUNDS TOTAL
39,966,707
39.998.433
40,886,324
42,570,637
43,813,719
45,084,440
GRAND TOTAL
li
509.309.029
497.565,430
466,423,074
468,824,249
498,207,656
507,097,241
00 Monday, March 31, 1997 8:27:02 PM
Page 18 of 18
Appendix 111-10
5 Year Expenditure Estimates by Fund
and
Minor Object
97- 278
City of Miami
5-Year Expenditure Estimates
as of 3/13/97
by Fund and Minor Object
FY 1997
FY 1997
FY 1998
FY 1999
FY 2000
FY 2001
Revised
Year End
Estimated
Estimated
Estimated
Estimated
Organization
Budget
Projection
Budget
Budget
Budget
Budget
Fund 01
GENERAL FUND
I
100 SALARIES & WAGES -FIXED
001
SALARIES - CLASS. PERM. FT
89,729,209
93,923,682
95,905,036
100,893,.430
105,258,132
106,551,539
002
FULL DISABILITY SALARIES
626,822
869,809
0
0
0
0
-- - --.
003
_..--- ------ -- _
2/3 DISABILITY SALARIES
198,965
292,853
0
0
0
0
006
EARNED TIME PAYOFF
913,585
1,052,879
913,585
913,585
913.585
913,585
007
ADVANCE EARNED INCOME CREDIT
4,000
3,743
417
3,733
3,748
°,720
008
NET NRO'S
49,930
53,326
54,819
57,530
58,245
59,858
009
AIR COORD.
0
447
450
450
114
338
010
SALARIES - UNCLASSIFIED
10,549,083
10,116,890
11,036,523
11,678,075
12,323,188
12,497,823
011
SALARIES -COMMISSION / BOARDS
29,500
32,144
28,614
32,228
26,828
30,428
012
SALARIES - PERM. PART TIME
2,962,393
1,882,046
3,076,788
3,066,488
3,075,370
3,057,704
013
SALARIES - TEMPORARY
1,273,875
1,784,755
1,452,447
1,453,447
1,453,582
1,453,311
025
PREVENTION PAY
3,104,000
3,141,803
2,966.683
2,973,497
2,973,528
2,973,467
------
035
-
MEDICAL HOLD
19,409
182,542
0
0
0
0
050
SALARIES - OVERTIME 1 REGULAR
5,465,942
5,509,571
5,465,942
5,465,942
5,465,942
5,465,942
051
OVERTIME EVENTS
500,000
564,762
500,000
500,000
500,000
500,000
Monday, March 31, 1997 8:28:49 PM
Page 1 of 44
City of Miami
5-Year Expenditure Estimates
as of 3/13/97
by Fund and Minor Object
FY 1997
FY 1997
FY 1998
FY 1999
FY 2000
FY 2001
Organization
Revised
Year End
Estimated
Estimated
Estimated
Estimated
Budget
Projection
Budget
Budget
Budget
Budget
053
HOLIDAY PAY
479,991
632,161
479,991
479,991
479,991
479,991
_ 055
SALARIES - SHIFT DIFFERENTIAL
348,136
340,850
348,136
348,136
348,136
348,136
059
SALARIES - STAFFING OVERTIME
0
1,340
0
0
0
0
060
SALARIES - LAW ENFORCEMENT INC
625,000
509,564
625,000
625,000
625,000
625,000
064
IAFF - SALARY INCENTIVE OVERTI
1,488,000
430,765
573,206
0
0
0
_ 065
SALARIES - MOTORCYCLE ALLOWANC
9,369
0
9,369
9,369
9,369
9,369
066
WORKING OUT OF CLASSIFICATION
20,000
23,584
20,000
20,000
20,000
20,000
067
DRIVER ENGINEER ALLOWANCE
289,991
300,000
315,604
329,373
264,268
319,677
- --- --
068
COMMUNICATIONS TRAINER
200
14,030
10,640
10,640
10,680
10,600
069
MISCELLANEOUS PLUS ITEM
4,792
8,394
8,242
8,568
7,729
8,537
074
OFF -DUTY
268,550
187,748
268,550
268,550
268,550
268,550
164
PLUS ITEM/COMMUNICATIONS - 5%
0
14,687
0
0
0
0
TOTAL SALARIES & WAGES -FIXED 118,962,742 121,874,375 124,060,042 129,138,032 134,085,985 135,597,575
Monday, March 31, 1997 8:28:51 PM Page 2 of 44
City of Miami
6-Year Expenditure
Estimates
by Fund and Minor
Object
as of 3/13/97
FY 1997
FY 1997
FY 1998
FY 1999
FY 2000
FY 2001
Organization
Revised
Year End
Estimated
Estimated
Estimated
Estimated
Budget
Projection
Budget
Budget
Budget
Budget
200 FRINGE BENEFITS -FIXED
1
070
CLOTHING ALLOWANCE
170,040
182,323
167,610
167,610
168,117
166,852
072
INCENTIVE PAY
100,000
103,125
11,946
219,109
219,040
217,968
073
FIRE - EMT RECERTIFICATIONS
60,000
56,234
60,000
60,000
60,000
60,000
075
CLOTHING - CITY PURCHASE
463,222
466,267
694,583
884,583
884,583
884.583
080
EXPENSE ALLOWANCE
42,200
61,200
42,210
42,210
42,219
42,200
081
OFFICIAL ENTERTAINMENT
2,500
2,500
2,500
2,500
2,500
2,500
083
CAR ALLOWANCE
54,000
67,190
45,323
50,443
50,484
50,400
084 '
24 HRS CITY VEHICLE
0
-491
0
0
0
0
085
TOOL ALLOWANCE
------------
2,720
2,607
35
3,764
3,776
3,744
087
TUITION REIMB.-EDUC. ASSIST.-N
3,500
7,074
3,500
3,900
3,900
3,900
091
EMPLOYEE AWARDS
0
0
0
0
0
0
100
SOCIAL SECURITY CONTRIB
3,221,588
3,212,026
3,545,373
3,708,846
3,866,444
3,905,4186
104
SOC. SEC. ON TERM LIFE INSURAN
0
0
2,821
33,498
33,629
33,368
110
RETIREMENT CONTRIB.
21,073,280
21,073,280
29,044,530
30,434,167
31,381,865
32,357,462
130
GROUP INSURANCE CONTRIB.
10,787,153
10,786,259
11,020,462
12,137,153
12,137,153
12,137,153
141
PLUS ITEM/EMT CERTIFICATION 1.
220,893
402,699
219,767
230,303
162,831
214,678
IND
142
PLUS ITEM/HAZ MAT 1.5%
40,384
40,334
40,191
41,940
37,864
42,117
Monday, March 31, 1997 8:28:52 PM
Page 3 of 44
I
City of Miami
5-Year Expenditure Estimates
as of 3/13/97
by Fund and Minor Object
FY 1997 FY 1997
FY 1998
FY 1999
FY 2000
FY 2001
Revised Year End
Estimated
Estimated
Estimated
Estimated
Budget Projection
Budget
Budget
Budget
Budget
PLUS ITEM/ST CE FT -1.5%
2,784 5,614
6,465
6,586
6,025
16,479
PLUS ITEM/ST CE FP - 1.5%
18,986 23,107
25,882
26,686
19,875
24,935
PLUS ITEMIDIVE TEA -1.5%
23,910 22,798
23,225
24,192
7,638
19,554
PLUS ITEM/IAFF SWAT TEAM - 1.5
13,342 27,337
12,177
12,610
10,529
12,365
PLUS ITEMIST COMAN - 1%
9,265 9,336
9,360
9,728
7,729
9,404
ALS ACTING
73,000 74,871
73,000
73,000
73,000
73,000
WORKER'S COMPENSATION
2,956,113 2,064,208
2,956,113
3,071,413
3,071,413
3,071,413
UNEMPLOYMENT COMPENSATION
62,000 62,000
62,000
62,000
62,000
62,000
PLUS ITEM/FIELD TRAINING OFFIC
166,776 156,367
160.592
168,973
170,981
176,613
PLUS ITEM/BOMB SQUAD - 5%
11,723 13,178
13,558
14,218
10,674
13,415
PLUS ITEM/SWAT - 5%
69,351 65,469
66,043
69,254
65,003
70,854
PLUS ITEM/COMMUNICATIONS - 5%
51,048 28,749
94,817
97,075
95,654
9.9,398
PLUST ITEM/SHIFT DIFF. OfT PAY
20,000 15,323
20,000
20,000
20,000
20,000
PLUS ITEM/GARAGE ON CALL - 7.5
0 4,597
13,511
14,146
11,902
13,931
PLUS ITEM/REVENUE INCENTIVE PA
0 539,000
733,303
764,667
793,433
800,369
SEVERANCE PAY
1,284,100 2.244,763
1,284,100
1,284,100
1,284,100
1,284,100
TUITION REIMBURSEMENT
114,400 91,401
114.900
114,900
114,900
114,900
rch 31, 1997 8:28:53 PM
Page 4 of 44
City of Miami
6-Year Expenditure Estimates
by Fund and Minor Object
as of 3/13/97
FY 1997 FY 1997
FY 1998
FY 1999
FY 2000
FY 2001
Organization
Revised Year End
Estimated
Estimated
Estimated
Estimated
Budget Projection
Budget
Budget
Budget
Budget
1.85 FRINGE BENEFITS - OTHER
5,104 5,104
5,104
5,104
5,104
15,104
190 PERSONAL SERVICES - OTHER
5,100 0
5,100
5,100
5,100
5,100
TOTAL FRINGE BENEFITS -FIXED
41,128.484 41,915,849
50,580,101
53,863,778
54,889,465
56,004,345
00
Monday, March 31, 1997 8:28:54 PM Page 5 of 44
A '
City of Miami
5-Year Expenditure Estimates
as of 3/13/97
by Fund and Minor Object
FY 1997
FY 1997
FY 1998
FY 1999
FY 2000
FY 2001
Organization
Revised
Year End
Estimated
Estimated
Estimated
Estimated
Budget
Projection
Budget
Budget
Budget
Budget
300 OPERATING EXPENSES -FIXED
I
205
LOT CLEARING AND DEMOLITION
2,000
0
2,060
2,122
2,185
2,251
213
CITY PENSION CONTRIBUTION I.C.
0
180
0
0
0
0
280
PROFESSIONAL SERVICES - ACCT'G
365,220
394,859
388,946
400,014
411,415
423,158
287
ADVERTISING
153,557
136,422
415,665
428,131
440,977
454,208
310
COURT COSTS AND FEES
9,122
2,202
9,396
9,676
9,967
10,268
330
TAXES
73,521
98,346
75,727
77,998
60,338
82,749
410
TRAVEL AND PER DIEM - TRAINING
0
2,035
0
0
0
0
420
TRAVEL AND PER DIEM - OTHER
52,820
26,232
53,944
55,562
57,230
58,946
470
ENTERTAINMENT
5,881
0
6,058
6,240
6,426
6,619
495
PARKING EXPENSE
109,595
102,119
109,855
113,150
116,544
120.042
531
DADE COUNTY SCALE FEES
45,000
41,320
46,350
47,740
49,173
50,648
533
POSTAGE
239,159
259,159
246,332
254,725
262,334
,?70,179
540
UTILITY SERVICES - ELECTRICITY
1,606,036
1,338,809
1,654,218
1,703,845
1,754,959
1,807,609
545
UTILITY SERVICES -STREET LIGHT[
3,872,380
3,900,842
3,988.551
4,108,208
4,231,454
4,358,398
550
UTILITY SERVICES - GAS
22,182
14,572
22,847
23,533
24,240
24,966
560
UTILITY SERVICES - WATER
385,072
662,314
396,624
408,526
420,778
433,403
602 .
INTEREST EXPENSE
0
-34,641
0
0
0
0
Monday, March 31, 1997 8:28:55 PM
Page 6 of 44
00
� 40
is
City of Miami
5-Year Expenditure Estimates
by Fund and Minor Object
as of 3/13/97
FY 1997
FY 1997
FY 1998
FY 1999
FY 2000
FY 2001
Organization
Revised
Year End
Estimated
Estimated
Estimated
Estimated
Budget
Projection
Budget
Budget
Budget
Budget
610
RENT OF EQUIPMENT - OUTSIDE
420,933
424,216
423.837
436,557
449,649
463,140
620
RENT BUILDINGS
181,631
108,729
187.080
192,692
198,473
204,427
630
RENT LAND
17,500
0
18,025
18,566
19,123
19,696
640
INSURANCE - PROPERTY
4,522,418
4,522,418
4,643,557
4,768,328
4,896,846
5,029,216
692
AWARDS
0
-12
0
0
0
0
710
FOOD
108,794
133,962
110,925
114,252
117,680
121,212
715
MOTOR FUEL
1,000
1,000
1,030
1,061
1,093
1,126
728
EQUIPMENT USAGE
12,000
12,151
12,360
12,731
13,113
13.506
770
INTERNAL SERV CHGES MOTOR POOL
4,221,494
4,220,694
4,348,140
4,478,583
4,612,940
4,751,331
771
INTERNAL SERV CHGES HEAVY EQUI
1,928,087
1,928,087
1,985,930
2,045,508
2,106,873
2,170,079
772
INTERNAL SERV CHGES PROPERTY M
0
22
0
0
0
0
773
INTERNAL SERV CHGES PRINT SHOP
677,863
677,863
698,199
719,145
740,721
762,945
774
INTERNAL SERV CHGES COMMUNIC M
1,889,465
1,891,640
1,946,149
2,004,531
2,064,671
2,126,614
775
INTERNAL SERV CHGES CUSTODIAL
70,231
80,775
72,339
74,508
76,743
79,045
TOTAL OPERATING EXPENSES -FIXED
CJ
Monday, March 31, 1997 8:28:56 PM
I
20,992,961 20.946,315 21,864,144
Page 7 of 44
22,505,932 23,165,945 23.645,780
City of Miami
6-Year Expenditure Estimates
by Fund and Minor Object
as of 3113/97
FY 1997
FY 1997
FY 1998
FY 1999
FY 2000
FY 2001
Organization
Revised
Year End
Estimated
Estimated
Estimated
Estimated
Budget
Projection
Budget
Budget
Budget
Budget
400 OPERATING EXPENSES -VARIABLE
220
PROFESSIONAL SERVICES - APPRAI
70,000
57,200
72,100
74,262
76,491
78,786
230
PROFESSIONAL SERVICES - ARCHIT
0
0
0
0
0
0
240
PROFESSIONAL SERVICES - ENGINE
14,500
5,500
14,935
15,383
15,844
16,320
250
PROFESSIONAL SERVICES - LEGAL
64,068
57,178
65,990
67,970
70,008
72,109
260
PROFESSIONAL SERVICES - DENTAL
500,000
487,838
515,000
530,451
546.364
562,755
265
PROFESSIONAL SERVICES - ARBITR
7,548
7,554
7,774
8,008
8,248
8,495
270
PROFESSIONAL SERVICES - OTHER
1,711,596
1,852,935
1,279.006
1,320.376
1,359,896
1,400,605
289
SPECIAL SERVICES - MISCELLANEO
12,182
1,182
12,547
12,924
13,312
13,711
305
OTHER EXPENSES
4,000
2,935
4,120
4,244
4,371
4,502
330
TAXES
61,708
113,184
63,559
65,466
67,430
69,453
335
LICENSE, PERMITS & MISCELLANEO
250,400
247,037
257,912
265,650
273,618
281,827
340
OTHER CONTRACTUAL SERVICES - 0
1,717,726
1,558,943
1,772,317
1,825,485
1,880,253
1,d36,662
475
ENTERTAINMENT
1,222
711
1,259
1,296
1,336
1,376
510
COMMUNICATIONS SERV. TELEPH. 0
302,758
560,149
309,007
318,059
328,783
338,377
530
TRANSPORTATION
27,150
27,134
27,964
28,803
29,668
30,558
a
532
ROAD TOLLS
3,500
2,605
3,605
3,712
3,824
3,940
534
DELIVERY SERVICES
1,000
800
1,030
1,061
1,093
1,126
00 Monday, March
31, 1997 8:28:57 PM
Page 8 of 44
City of Miami
5-Year Expenditure Estimates
as of 3/13/97
by Fund and Minor
Object
FY 1997
FY 1997
FY 1998
FY 1999
FY 2000
FY 2001
Revised
Year End
Estimated
Estimated
Estimated
Estimated
Organization
Budget
Projection
Budget
Budget
Budget
Budget
670
REPAIR/MAINTENANCE- OUTSIDE
1,564,996
1,420,545
1,609,886
1,658,181
1,707,927
1)59,166
680
PRINTING/BINDING - OUTSIDE
30,500
25,155
31,415
32,356
33,328
34,329
690
PROMOTIONAL ACTIVITIES
109,308
109,191
126,958
130,767
134,690
138,730
700
OFFICE SUPPLIES
416,849
360,209
434,330
448,355
461,774
475,602
701
REPAIRS -EQUIPMENT SUPPLIES
52,900
19,443
54,487
56,121
57,805
59,540
702
MOTOR VEHICLE PARTS
250,000
253,041
257,500
265,225
273,182
281,377
703
AMMUNITION
60,000
56,622
61,800
63,654
65,564
67,531
704
CHEMICALS
75,629
83,630
77,898
80,235
82,642
85,121
705
HOUSEKEEPING / SANITATION SUPP
66,673
53,128
68,673
70,733
72,854
75,041
706
BUILDING MATERIALS AND SUPPLIE
90,200
69,293
92,906
95,692
98,564
101,521
707
ELECTRICAL SUPPLIES
95,000
93,309
97,850
100,785
103,809
106,924
708
PLUMBING SUPPLIES
55,900
19,645
57,577
59,304
61,083
62,916
709
FIRE HOSE AND ATTACHMENTS
15,000
13,391
15,450
15,913
16,391
16,883
712
HORTICULTURAL SUPPLIES
50,000
37,784
51,500
53,045
54,636
56,275
- ---- -----
713
LUBRICANTS AND MOTOR OIL
10,400
10,210
412
11,033
11,364
11,705
714
DRUGS AND MEDICINE
293,150
268,051
301,945
311,001
320,333
329,943
---- _.-_.___-_
716
PAPER STOCK - PRINTING
56,605
51,101
58,303
60,052
61,853
63,710
l�
00
Monday, March 31, 1997 8:28:58 PM
Page 9 of 44
City of Miami
6-Year Expenditure Estimates
by Fund and Minor Object
as of 3113/97
FY 1997
FY 1997
FY 1998
FY 1999
FY 2000
FY 2001
Organization
Revised
Year End
Estimated
Estimated
Estimated
Estimated
Budget
Projection
Budget
Budget
Budget
Budget
717
PLAYGROUND SUPPLIES
35,143
47,385
36,197
37,283
38,401
139,554
718
PARTS AND MAINTENANCE SUPPLIES
72,571
61,350
74,747
76,991
79,301
81,679
719
SAFETY SUPPLIES
96,882
86,981
99,893
102,889
105,978
109,156
720
EXPENDABLE TOOLS SHOP SUPPLIES
59,982
54,962
61,782
63,635
65,544
67,511
721
TIRES TUBES
65,000
65,000
66,950
68,958
71,027
73,158
722
MISCELLANEOUS SUPPLIES
565,465
484,853
586,054
603.635
621,745
640,401
724
PAINT SUPPLIES
30,000
28,915
30,900
31,827
32,782
33,765
726
AIR CONDITIONING SUPPLIES
37,500
23,150
38,625
39,784
40,977
42,207
731
OPER, SUPPLIES -COMPUTER PRINTI
3,000
3,000
3,090
3,183
3,278
3,377
750
ROAD MATERIALS AND SUPPLIES
80,000
66,989
82,400
84,872
87,418
90,041
760
BOOKS PUBLICATIONS MEMBERSHIPS
101,205
93,958
105,806
108,978
112,250
115,618
792
ENGINEERING - PUBLIC WORKS
500
0
515
530
546
563
793
OZALID BILLINGS
0
0
0
0
0
0
795
INTERDEPMENTAL CHGES -POLICE 1
967
292
995
1,028
1,059
1,091
TOTAL OPERATING EXPENSES -VARIABLE
C.0.
I
l�
00
Monday, March 31, 1997 8:28:59 PM
9,190,683 8,943,468 8,994,969 9,279.195 9,558,644 9,845,037
Page 10 of 44
City of Miami
5-Year Expenditure Estimates
by Fund and Minor Object
as of 3113/97
FY 1997 FY 1997
FY 1998
FY 1999
FY 2000
FY 2001
Organization
Revised Year End
Estimated
Estimated
Estimated
Estimated
Budget Projection
Budget
Budget
Budget
Budget
500 CAPITAL OUTLAY -VARIABLE
I
830
IMPROVEMENTS OTHER THAN BUILDI
7,000 0
7,000
7,000
7,000
7,000
840
EQUIPMENT - NEW
296,203 182,625
299,003
299,003
299,003
299,003
850
EQUIPMENT - REPLACEMENT
327,499 229,823
327,499
327,499
327,499
327,499
870
BOOKS AND PUBLICATIONS OVER $5
13,810 8,802
13,810
13,810
13,810
13,810
875
LIVESTOCK
0 0
0
20,000
20,000
20,000
880
CAPITAL LEASES
42,165 39,638
42,165
42,165
42,165
42,165
TOTAL CAPITAL OUTLAY -VARIABLE
Monday; March 31, 1997 8:29:00 PM
686,677 460,888 689,477 709,477 709,477 709,477
Page i 1 of 44
i
�Ift
City of Miami
6-Year Expenditure Estimates
by Fund and Minor
Object
as of 3/13/97
FY 1997
FY 1997
FY 1998
FY 1999
FY 2000
FY 2001
Organization
Revised
Year End
Estimated
Estimated
Estimated
Estimated
Budget
Projection
Budget
Budget
Budget
Budget
600 GRANTS IN AID
I
930 AID TO PRIVATE ORGANIZATION
1,463,099
1,467,173
1,463,099
1,463,099
1,463,099
1,463,099
950 CONTRIBUTION TO GRAL FUND
19,400,000
19,400,000
0
0
0
0
952 CONTRIBUTION TO CAP PROJECTS
18,436,000
16,795,900
10,475,600
14,939,300
17,273,100
18,966,600
953 CONTRIBUTION TO ENTERPRISE FUN
111,600
111,600
111,600
111.600
111,600
111,600
954 CONTRIBUTION TO INT SERV FUNDS
1,929,427
1,929,427
1,929,427
1,929,427
1,929,427
1,929,427
956 CONTRIBUTION TO SPECIAL REVENU
2,888,739
2,888,739
2,108,046
4,040,783
4,264,993
4,341,652
960 CONTRIBUTION TO TRUST & AGENCY
1,527,459
1,527,459
1,527,459
1,527.459
1,527,459
1,527,459
990 OTHER NON -OPERATING
84,000
0
84,000
84,000
84,000
84,000
996 BUDGET RESERVE
4,117,125
0
417,125
417,125
417,125
417,125
TOTAL GRANTS IN AID
49,957,449
44,120,298
18,116,356
24,512,793
27,070,803
28,840,962
700 PRIOR YEAR'S APPROPRIATION
.6 +
907 CAPITAL OUTLAY
0
2,023
0
0
0
0
TOTAL PRIOR YEAR'S APPROPRIATION
0
2,023
0
0
0
0
C.0
GENERAL FUND TOTAL 240,918,996 238,263,216 224,305,089 240,009,207 249,480,319 254.843,176
Cia
Monday, March 31, 1997 8:29:01 PM
Page 12 of 44
City of Miami
5-Year Expenditure Estimates
by Fund and Minor Object
as of 3/13/97
FY 1997 FY 1997 FY 1998 FY 1999
FY 2000 FY 2001
Organization Revised Year End Estimated Estimated
Estimated Estimated
Budget Projection Budget Budget
Budget Budget
Fund 10
SPECIAL REVENUE FUND
100 SALARIES &WAGES -FIXED
001
SALARIES - CLASS. PERM. FT
002
FULL DISABILITY SALARIES
006
EARNED TIME PAYOFF
010
SALARIES - UNCLASSIFIED
Oil
SALARIES - COMMISSION / BOARDS
012
SALARIES - PERM. PART TIME
013
SALARIES - TEMPORARY
025
PREVENTION PAY
035
MEDICAL HOLD
050
SALARIES - OVERTIME 1 REGULAR
053
HOLIDAY PAY
064
IAFF - SALARY INCENTIVE OVERTI
066
WORKING OUT OF CLASSIFICATION
067
DRIVER ENGINEER ALLOWANCE
074
OFF -DUTY
00
Monday, March
31, 1997 8:29:02 PM
2,444,279
2,494,835
3,218,530
3,404.,195
3,576,936
3,627,620
0
27,124
0
0
0
0
55,335
79,058
55,335
55,335
55,335
55,335
1,186,840
1,132,443
1,262,320
1,358,929
1,457,685
1,486,034
0
0
0
0
0
0
43,795
168,214
18,795
18,795
18,795
18,795
495,460
73,361
623,176
623,176
623,176
623,176
50,000
45,725
50,000
50,000
50,000
50,000
0
103
0
0
0
0
25,480
36,349
25,480
25,480
25,480
25,4180
15,600
26,073
15,600
15,600
15,600
15,600
0
8,545
0
0
0
0
2,702
843
2,702
2,702
2.702
2,702
18,910
16,570
16,692
17,423
18,130
18,238
37,088
19,345
37.088
37,088
37,088
37,088
Page 13 of 44
City of Miami
6-Year Expenditure Estimates
as of 3/13/97
by Fund and Minor Object
FY 1997 FY 1997
FY 1998
FY 1999
FY 2000
FY 2001
Organization Revised Year End
Estimated
Estimated
Estimated
Estimated
Budget Projection
Budget
Budget
Budget
Budget
TOTAL SALARIES & WAGES -FIXED 4.375,489 4,128,58E
5,325,718
5,608,723
5,880,927
I
5,960.068
200 FRINGE BENEFITS -FIXED
075
CLOTHING - CITY PURCHASE
30,860
21,187
21,860
21,860
084
24 HRS CITY VEHICLE
0
75
0
0
085
TOOL ALLOWANCE
750
637
684
684
100
SOCIAL SECURITY CONTRIB
280,374
185,163
235,609
250,537
110
RETIREMENT CONTRIB.
370,460
367,460
370,460
370,460
130
GROUP INSURANCE CONTRIB.
515,585
533,734
515,585
515,585
141
PLUS ITEM/EMT CERTIFICATION 1.
0
4,079
863
896
142
PLUS ITEM/HAZ MAT 1.5%
0
704
1,697
1,764
146
PLUS ITEM/IAFF SWAT TEAM - 1.5
0
648
1,596
1,667
149
ALS ACTING
0
489
0
0
167
PLUS ITEM/REVENUE INCENTIVE PA
0
10,606
30,201
31,439
170
SEVERANCE PAY
0
31,802
0
0
185
FRINGE BENEFITS - OTHER
0
0
0
0
TOTAL FRINGE BENEFITS -FIXED
1,198.029
1,156,584
1,178,555
1,194,892
Monday, March 31, 1997 8:29:03 PM
Page 14 of 44
21,860
21,860
0
0
686
680
263,410
265,179
370,460
370,460
515,585
515,585
227
701
1,824
1,839
1,724
1,728
0
,0
32,598
32,778
0
0
0
0
1,208,374 1,210,810
City of Miami
5-Year Expenditure Estimates
by Fund and Minor Object
as of 3/13197
FY 1997 FY 1997
FY 1998
FY 1999
FY 2000
FY 2001
Organization
Revised Year End
Estimated
Estimated
Estimated
Estimated
Budget Projection
Budget
Budget
Budget
Budget
300 OPERATING EXPENSES -FIXED
I
205
LOT CLEARING AND DEMOLITION
20,000 23,574
20,600
21,218
21,855
22,510
287
ADVERTISING
500 500
515
530
546
563
310
COURT COSTS AND FEES
500 500
515
530
546
563
410
TRAVEL AND PER DIEM - TRAINING
136,200 111,772
140,286
144,494
148,829
153,294
420
TRAVEL AND PER DIEM - OTHER
1,000 880
1,030
1,061
1,093
1,126
470
ENTERTAINMENT
3,300 2,997
3,399
3,501
3,606
3,714
495
PARKING EXPENSE
200 200
206
212
219
225
533'
POSTAGE
1,100 1,034
1,133
1,167
1,202
1,238
540
UTILITY SERVICES - ELECTRICITY
0 0
0
0
0
0
560
UTILITY SERVICES -WATER
0 0
0
0
0
0
610
RENT OF EQUIPMENT - OUTSIDE
199,532 199,066
204,797
210,941
217.269
223,787
640
INSURANCE - PROPERTY
900 375
927
955
983
A 1,013
710
FOOD
6,954 3,995
5,463
5,627
5,795
5,970
770
INTERNAL SERV CHGES MOTOR POOL
64,536 64,536
66,472
68,466
70,520
72,635
773
INTERNAL SERV CHGES PRINT SHOP
5,000 5,500
5,150
5,305
5,464
5,628
774
INTERNAL SERV CHGES COMMUNIC M
20,000 20,000
20,600
21,218
21,855
22,510
775
INTERNAL SERV CHGES CUSTODIAL
19,320 19,320
19,900
20,497
21,111
21,745
Monday, March 31, 1997 8:29:04 PM
Page 15 of 44
City of Miami
5-Year Expenditure Estimates
by Fund and Minor Object
I
'
as of 3/13/97
FY 1997 FY 1997
FY 1998
FY 1999
FY 2000
FY 2001
Organization Revised Year End
Estimated
Estimated
Estimated
Estimated
Budget Projection
Budget
Budget
Budget
Budget
778 INTERNAL SERV CHGES - FLEET MA 0 0
0
0
0
0
TOTAL OPERATING EXPENSES -FIXED 479,042 454,249
490,993
505,722
520,893
536,621
Monday, March 31, 1997 8:29:04 PM Page 16 of 44
WD
City of Miami
5-Year Expenditure Estimates
by Fund and Minor Object
as of 3/13/97
FY 1997
FY 1997
FY 1998
FY 1999
FY 2000
FY 2001
Organization
Revised
Year End
Estimated
Estimated
Estimated
Estimated
Budget
Projection
Budget
Budget
Budget
Budget
400 OPERATING EXPENSES -VARIABLE
i
270
PROFESSIONAL SERVICES - OTHER
39,620
39,159
39,449
40,632
41,851
43,107
289
SPECIAL SERVICES - MISCELLANEO
5,000
5,000
5,150
5,304
5,464
5,628
335
LICENSE, PERMITS & MISCELLANEO
825
825
850
875
901
929
340
OTHER CONTRACTUAL SERVICES - 0
125,668
117,265
103,688
106,799
110,003
113,302
510
COMMUNICATIONS SERV. TELEPH. 0
143,095
142,940
147.388
151,810
156.364
161,055
530
TRANSPORTATION
47,000
46,996
15,450
15,914
16,391
16,883
585
RELOCATION
25,000
25,000
30,900
31,827
32,782
33,765
670
REPAIR/MAINTENANCE - OUTSIDE
95,936
89,832
93,355
96,155
99,041
102,012
680
PRINTING/BINDING - OUTSIDE
2,000
2,000
2,060
2,122
2,185
2,251
700
OFFICE SUPPLIES
16,000
16,083
16,480
16,975'
17,484
18,009
701
REPAIRS -EQUIPMENT SUPPLIES
6,231
6,339
3,328
3,428
3,530
3,637
702
MOTOR VEHICLE PARTS
5,000
4,737
5,150
5,304
5,464
5,628
0
704
CHEMICALS
8,256
10,962
8,504
8,759
9,022
9,292
705
HOUSEKEEPING / SANITATION SUPP
3,998
3,624
4,118
4,242
4,369
4,500
706
BUILDING MATERIALS AND SUPPLIE
1,200
525
618
637
656
675
712
HORTICULTURAL SUPPLIES
1,400
1,400
1,442
1,485
1,530
1,576
713
LUBRICANTS AND MOTOR OIL
100
-
292
103
- -
106
-
109
113
Monday, March 31, 1997 8:29:05 PM
Page 17 of 44
City of Miami
5-Year Expenditure Estimates
by Fund and Minor Object
as of 3/13/97
FY 1997
FY 1997
FY 1998 '
FY 1999
FY 2000
FY 2001
Organization
Revised
Year End
Estimated
Estimated
Estimated
Estimated
Budget
Projection
Budget
Budget
Budget
Budget
714
DRUGS AND MEDICINE
114,000
114,698
117,420
120,943
124,571
128,308
717
PLAYGROUND SUPPLIES
11,200
11,114
7,416
?,639
7,868
8,104
718
PARTS AND MAINTENANCE SUPPLIES.
3,788
6,260
3,902
4,019
4,139
4,263
719
SAFETY SUPPLIES
2,400
2,100
2,472
2,546
2,623
2,701
720
EXPENDABLE TOOLS SHOP SUPPLIES
1,600
2,239
1,648
1,697
1,748 y
1,801
721
TIRES TUBES
3,000
2,625
3,090
3,183
3,278
3,377
722
MISCELLANEOUS SUPPLIES
64,356
72,969
73,143
75,337
77,598
79,925
727
PROMOTIONAL MATERIALS
3,000
3,000
3,090
3,183
3,278
3,377
760
BOOKS PUBLICATIONS MEMBERSHIPS
9,494
9,185
9,779
10,073
10,374
10,685
782
707 BLANKET P O ELECTRICAL SUP
5,000
5,000
5,150
5,304
5,464
5,628
783
708 BLANKET P 0 PLUMBING SUPPL
5,000
4,375
5,150
5,304
5,464
5,628
795
INTERDEPMENTAL CHGES -POLICE 1
200
8
206
212
219
225
TOTAL OPERATING EXPENSES -VARIABLE 749,369 746,552 710,499 731,814 753,770 776,364
Monday, March 31, 1997 8:29:06 PM Page 18 of 44 '
City of Miami
5-Year Expenditure Estimates
by Fund and Minor Object
as of 3/13/97
FY 1997
FY 1997
FY 1998
FY 1999
FY 2000
FY 2001
Organization
Revised
Year End
Estimated
Estimated
Estimated
Estimated
Budget
Projection
Budget
Budget
Budget
Budget
500 CAPITAL OUTLAY -VARIABLE
1
840 EQUIPMENT - NEW
347,700
350,428
343,850
343,850
343,850
343,650
841 OFFICE FURNITURE - NEW
0
645
0
0
0
0
850 EQUIPMENT - REPLACEMENT
13,500
10,952
13,500
13,500
13,500
13,500 .
880 CAPITAL LEASES
7,000
1,198
2,000
2,000
2,000
2,000
TOTAL CAPITAL OUTLAY -VARIABLE
368,200
363,223
359,350
359,350
359,350
359,350
600 GRANTS IN AID
930
AID TO PRIVATE ORGANIZATION
950
CONTRIBUTION TO GRAL FUND
951
CONTRIBUTION TO DEBT SERVICE
952
CONTRIBUTION TO CAP PROJECTS
953
CONTRIBUTION TO ENTERPRISE FUN
954
CONTRIBUTION TO INT SERV FUNDS
956
CONTRIBUTION TO SPECIAL REVENU
990
OTHER NON -OPERATING
996
BUDGET RESERVE
I
TOTAL GRANTS IN AID
CC Monday, March
31, 1997 8:29:07 PM
104,000
104,669
17,055,312
17,055,312
8,962,730
8,962,730
4,224,620
4,224,620
------------
9,431,782
9,431,782
6,273,917
6,273,917
500.000
500,000
5,939,764
5,939,764
10,038,146
3,948,890
62,530,271
56,441,684
104,000
104,000
104,000
104,000
20,353,871
20,819,229
24,025,338
24,774,888
9,353,860
9,350,457
9,341,987
9,342,914
3,347,236
3,347,236
3,347,236
3,347,236
8.211,611
8,242,338
8,089,334
8,048,165
3.989,443
3,942,074
1,348,459
1,095,948
0
0
0
0
6.389,764
6,389,764
6,389,764
6,389,764
32,657
32,657
32,657
32,657
51.782,442
52,227,755
52,678,775
53,135,592
Page 19 of 44 ,
City of Miami
5•Year Expenditure Estimates
as of 311
by Fund and Minor Object
FY 1997 FY 1997 FY 1998 FY 1999
FY 2000 FY
ianization Revised Year End Estimated Estimated
Estimated Estim
Budget Projection Budget Budget
Budget B�
:IAL REVENUE FUND TOTAL 69,700,400 63,290,880 59,847,557 60,628,256 61,402,089 61,
4onday, March 31, 1997 8:29:08 PM
Page 20 of 44
r
I�
! 00
City of Miami
5-Year Expenditure Estimates
by Fund and Minor Object as of 3/13/97
FY 1997 FY 1997 FY 1998 FY 1999 FY 2000 FY 2001
Organization Revised Year End Estimated Estimated Estimated Estimated
Budget Projection Budget Budget Budget Budget
I
Fund 20 DEBT SERVICE FUNDS
100 SALARIES & WAGES -FIXED
001 SALARIES - CLASS. PERM. FT 169,611 12,278 0 0 0 0
010 SALARIES - UNCLASSIFIED 35,643 -2,027 0 0 0 0
TOTAL SALARIES WAGES -FIXED 205,254 10,251 0 0 0 0
200 FRINGE BENEFITS -FIXED
100 SOCIAL SECURITY CONTRIB 19,505 741 0 0 0 0
110 RETIREMENT CONTRIB. 86,096 35,875 0 0 0 0
-- - .. -- - ---- ..
130 GROUP INSURANCE CONTRIB. 57,884 1,312 0 0 0 0
TOTAL FRINGE BENEFITS -FIXED . 163,485 37,928 0 0 0 0
Monday, March 31, 1997 8:29:08 PM
Page 21 of 44
A i
City of Miami
6-Year Expenditure Estimates
by Fund and Minor Object
as of 3/13/97
FY 1997
FY 1997
FY 1998
FY 1999
FY 2000
FY 2001
Organization
Revised
Year End
Estimated
Estimated
Estimated
Estimated
Budget
Projection
Budget
Budget
Budget
Budget
300 OPERATING EXPENSES -FIXED
1
280 PROFESSIONAL SERVICES - ACCT'G
4,500
4.500
4,635
4,774
4,917
5,065
287 ADVERTISING
7,284
7,284
7,502
7,728
7,958
8,199
533 POSTAGE
11,961
11,961
12,320
12,689
13,071
13,461
601 PRINCIPAL REPAYMENT
15,781,485
15,711,485
14,087,402
15,194,954
14,034,431
14,667,227
602 INTEREST EXPENSE
20,664,58E
20.593,410
20,089,105
19'2.42,755
18,426,925
17.618,202
610 RENT OF . EQUIPMENT - OUTSIDE
3,500
3,500
3,605
3,713
3,825
3,939
TOTAL OPERATING EXPENSES -FIXED
36,473,318
36,332,140
34,204,569
34,466,613
32,491,127
32,316.093
400 OPERATING EXPENSES -VARIABLE
340 OTHER CONTRACTUAL SERVICES - 0
89,700
89,700
92,391
95,163
98,018
100,959
510 COMMUNICATIONS SERV. TELEPH. 0
500
500
515
530
546
563
700 OFFICE SUPPLIES
2.000
2,000
2,060
2,122
2,186
2,250
TOTAL OPERATING EXPENSES -VARIABLE
92,200
92.200
94,966
97,815
100,750
103,772
Monday, March 31, 1997 8:29:09 PM Page 22 of 44
City of Miami
5-Year Expenditure Estimates
as of 3/13/97
by Fund and Minor Object
..s.�.e
FY 1997 FY 1997 FY 1998 FY 1999
FY 2000 FY 2001
Organization Revised Year End Estimated Estimated
Estimated Estimated
Budget Projection Budget Budget
Budget Budget
600 TRANSFERS TO OTHER FUNDS
950 CONTRIBUTION TO GRAL FUND
990 OTHER NON -OPERATING
TOTAL TRANSFERS TO OTHER FUNDS
5,104,950
5,104,950
5,104,950
5,104,950
0
0
0
0
5,104,950
5,104,950
5,104,950
5,104,950
I
5,104,950 5,104,950
0 0
5,104,950 5,104,950
DEBT SERVICE FUNDS TOTAL 42,039,207 41,577,469 39,404,485 39,669,378 37,696,827 37,524,815
00
Monday, March 31, 1997 8:29:09 PM
Page 23 of 44
City of Miami
5-Year Expenditure Estimates
by Fund and Minor Object
as of 3113/97
FY 1997 FY 1997
FY 1998
FY 1999
FY 2000
FY 2001
Organization
Revised Year End
Estimated
Estimated
Estimated
Estimated
Budget Projection
Budget
Budget
Budget
Budget
Fund 40 ENTERPRISE FUNDS
I
100 SALARIES & WAGES -FIXED
001 SALARIES -CLASS. PERM. FT
9,833,486 9,711,753
10,499,973
10,874,038
11,230,746
11,296,742
002 FULL DISABILITY SALARIES
0 100,751
0
0
0
0
003 2/3 DISABILITY SALARIES
0 67,726
0
0
0
0
010 SALARIES -UNCLASSIFIED
1,216,752 1,257,733
1,241,790
1,322,420
1,401,716
1,420,557
011 SALARIES - COMMISSION / BOARDS
12,360 12,344
12,360
12,360
12,360
12,360
012 SALARIES - PERM. PART TIME
579,894 453,083
575,144
575,144
575,144
575.144
013 SALARIES - TEMPORARY
126,402 266,999
120,327
120,327
120,327
120,327
035 MEDICAL HOLD
0 3,284
0
0
0
0
050 SALARIES - OVERTIME 1 REGULAR
406,900 134,030
406,900
406,900
406,900
406,900
053 HOLIDAY PAY
192,763 214,886
192,763
192,763
192,763
192,763
055 SALARIES - SHIFT DIFFERENTIAL
16,765 10,062
16,765
16,765
16,765
16,765
066 WORKING OUT OF CLASSIFICATION
0 6,832
0
0
0
0
TOTAL SALARIES & WAGES -FIXED
12.385,322 12,239,483
13,066,022
13,520,717
13,956,721
14,041,558
I
00
.
Monday, March 31, 1997 8:29:10 PM
Page 24 of 44
City of Miami
5-Year Expenditure Estimates
as of 3/13/97
by Fund and Minor Object
FY 1997
FY 1997
FY 1998
FY 1999
FY 2000
FY 2001
Organization
Revised
Year End
Estimated
Estimated
Estimated
Estimated
Budget
Projection
Budget
Budget
Budget
Budget
200 FRINGE BENEFITS -FIXED
I
075
CLOTHING - CITY PURCHASE
33,242
18,201
47,150
47,150
47,150
47,150
083
CAR ALLOWANCE
0
0
0
0
0
0
084
24 HRS CITY VEHICLE
0
27
0
0
0
0
087
TUITION REIMB.-EDUC. ASSIST.-N
7,500
1,000
7,500
7,500
7,500
7,500
100
SOCIAL SECURITY CONTRIB
982,579
893,545
998,821
1,033.361
1,066,314
1,072,643
110
RETIREMENT CONTRIB.
1.028,265
1,031,416
1,027,594
1,027,594
1,027,594
1,027,594
130
GROUP INSURANCE CONTRIB,
1,397,258
1,404,912
1,396,049
1,396,049
1,396,049
1,396,049
150
WORKER'S COMPENSATION
842,865
764,993
842,865
842,865
842,865
842,865
170
SEVERANCE PAY
0
73,294
0
0
0
0
180
TUITION REIMBURSEMENT
3,200
1,610
3,200
3,200
3,200
3,200
185
FRINGE BENEFITS - OTHER
200
175
200
200
200
200
190
PERSONAL SERVICES - OTHER
0
725
0
0
0
�0
TOTAL FRINGE BENEFITS -FIXED
4,295,109
4,189,898
4,323,379
4,357,919
4,390,872
4,397,201
h
00
Monday, March 31, 1997 8:29:11 PM Page 25 of 44
City of Miami
5-Year Expenditure Estimates
as of 3/13197
by Fund and Minor Object
FY 1997
FY 1997
FY 1998
FY 1999
FY 2000
FY 2001
Organization
Revised
Year End
Estimated
Estimated
Estimated
Estimated
Budget
Projection
Budget
Budget
Budget
Budget
300 OPERATING EXPENSES -FIXED
280
PROFESSIONAL SERVICES - ACCT'G
4,500
7,500
4,635
4,774
4,917
5,065
287
ADVERTISING
95,250
87,580
98,108
101,051
104,082
107,205
310
COURT COSTS AND FEES
5,150
5,022
5,304
5,463
5,627
5,797
330
TAXES
73,272
33,575
34,584
35,622
36,690
37,791
420
TRAVEL AND PER DIEM - OTHER
8,000
7,084
8,240
8,487
8,741
9,004
495
PARKING EXPENSE
3,000
3,783
3,090
3,183
3,279
3,376
531
DADE COUNTY SCALE FEES
7,940,000
7.940,000
8,178,200
8,423,546
8,676,252
8,936,540
533
POSTAGE
40,700
37,104
41,921
43,179
44,475
45,809
540
UTILITY SERVICES - ELECTRICITY
601,585
615,406
611,144
629,478
648,363
667,814
550
UTILITY SERVICES - GAS
500
461
515
530
546
563
560
UTILITY SERVICES - WATER
129,560
218,163
126,783
130,585
134,504
138,539
601
PRINCIPAL REPAYMENT
4,903,220
4,903,220
5,253.995
5,662,692
5,862.946
6,2' 1,4�0
602
INTEREST EXPENSE*
4,090,412
4,090,421
3,775,468
3,410,469
3,019,510
2,601,002
610
RENT OF EQUIPMENT - OUTSIDE
158,E26
145,930
163,282
168,181
173',227
178,421
620
RENT BUILDINGS
6,160
6,160
2,225
2,292
2,360
2,431
640
INSURANCE - PROPERTY
1,230,913
1,278,700
1,156,840
1,191.543
1,227,291
1,264,110
715
MOTOR FUEL
500
500
515
530
546
563
Monday, March 31, 1997 8:29:12 PM
Page 26 of 44
City of Miami
6-Year Expenditure Estimates
by Fund and Minor Object
as of 3113/97
FY 1997
FY 1997
FY 1998
FY 1999
FY 2000
FY 2001
Revised
Year End
Estimated
Estimated
Estimated
Estimated
Organization
Budget
Projection
Budget
Budget
Budget
Budget
770
INTERNAL SERV CHGES MOTOR POOL
116,692
114,826
120,193
------
123,799
. ......
127,512
11,339
771
INTERNAL SERV CHGES HEAVY EQUI
2,031,030
2,031,362
2,091,446
2.154,189
2,218,816
2,285,380
773
INTERNAL SERV CHGES PRINT SHOP
96,000
96.041
98,880
101',846
104,901
108,051
774
INTERNAL SERV CHGES COMMUNIC M
56,125
56,616
57,680
5.9,412
61,193
63.032
778
INTERNAL SERV CHGES - FLEET MA
0
6,006
0
0
0
0
TOTAL. OPERATING EXPENSES -FIXED . 21,591,395 21,685,460 21,833,048 22,260,851 22,465,777 22,813,252
00
Monday, March 31, 1997 8:29:13 PM
a
Page 27 of 44
City of Miami
5-Year Expenditure Estimates
by Fund and Minor Object
as of 3/13/97
FY 1997
FY 1997
FY 1998
FY 1999
FY 2000
FY 2001
Organization
Revised
Year End
Estimated
Estimated
Estimated
Estimated
Budget
Projection
Budget
Budget
Budget
Budget
400 OPERATING EXPENSES •VARIABLE
1
250
PROFESSIONAL SERVICES - LEGAL
34,340
28,338
35,370
36,431
37,524
38,650
270
PROFESSIONAL SERVICES - OTHER
6,120
2,051
6,304
6,492
6,688
6,889
289
SPECIAL SERVICES - MISCELLANEO
25,000
27,892
10,300
10.608.
10,928
11,256
325
OTHER COSTS AND LOSSES
897
897
924
952
980
1,010
335
LICENSE, PERMITS & MISCELLANEO
3,460
3,460
3,564
3,671
3,781
3,894
340
OTHER CONTRACTUAL SERVICES - 0
2,676,028
2,703,462
2,758,678
2,841,437
2,926,683
3,014,481
510
COMMUNICATIONS SERV. TELEPH. 0
51,918
71,560
52,790
54,373
56,004
57,687
532
ROAD TOLLS
60,050
532
61,851
63,707
65,619
67,587
603
DISCOUNT ON BONDS
61,210
61,210
63,046
64,938
66,886
68,892
670
REPAIR/MAINTENANCE - OUTSIDE
76,677
57,345
78,977
81,346
83,788
86,300
680
PRINTING/BINDING- OUTSIDE
1,020
1,020
1,051
1,082
1,115
1,148
690
PROMOTIONAL ACTIVITIES
8,740
7,058
9,002
9,272
9,551
9,837
700
OFFICE SUPPLIES
23,930
21,630
24,648
25,388
26,151
26,936
701
REPAIRS -EQUIPMENT SUPPLIES
2,850
2,725
2,678
2,759
2,841
2,926
702.
MOTOR VEHICLE PARTS
2,150
1,900
2,214
2,281
2,349
2,420
705
HOUSEKEEPING / SANITATION SUPP
31,452
30,172
31,752
32,704
33,686
34,697
y�
706
BUILDING MATERIALS AND SUPPLIE
12,400
9,944
11,227
11,563
11,911
12,268
00
Monday, March 31, 1997 8:29:14 PM
Page 28 of 44
City of Miami
5-Year Expenditure Estimates
by Fund and Minor Object
as of 3/13/97
FY 1997 FY 1997
FY 1998
FY 1999
FY 2000
FY 2001
Organization
Revised Year End
Estimated
Estimated
Estimated
Estimated
Budget Projection
Budget
Budget
Budget
Budget
707
ELECTRICAL SUPPLIES
5,900 3,350
5,562
5,729
5,900
1 6,078
708
PLUMBING SUPPLIES
5,500 3,500
3,605
3,713
3,825
3,939
709
FIRE HOSE AND ATTACHMENTS
2,550 1,905
2,369
2,440
2,513
2,588
712
HORTICULTURAL SUPPLIES
63,666 67,917
65,576
67,544
69,569
71,657
713
LUBRICANTS AND MOTOR OIL
534 534
550
567
584
601
714
DRUGS AND MEDICINE
1,000 926
1,030
1,061
1,093
1,126
716
PAPER STOCK - PRINTING
5,620 7,278
5,789
5,963
6,141
6,325
718
PARTS AND MAINTENANCE SUPPLIES
10,750 11,609
10,815
11,140
11,474
11,818
719
SAFETY SUPPLIES
22,487 22,482
22,647
23,326
24,025
24,746
720
EXPENDABLE TOOLS SHOP SUPPLIES
21,550 21,100
21,939
22,598
23,276
23,975
721
TIRES TUBES
400 350
412
424
437
450
722
MISCELLANEOUS SUPPLIES
46,900 39,482
48,307
49,755
51,248
52,787
-- - - ---- --- -- -- - ...
-- -- -- - - -
------ - --- --..
760
BOOKS PUBLICATIONS MEMBERSHIPS
0 -250
0
0
0
0
793
OZALID BILLINGS
25 25
26
27
27
26
795
INTERDEPMENTAL CHGES -POLICE 1
190 222
196
201
208
215
TOTAL OPERATING EXPENSES -VARIABLE
I
3,265,314 3,211,626
3,343,199
3,443,492 -
3,546,805
3,653,211
00
Monday, March 31, 1997 8:29:15 PM Page 29 of 44
City of Miami
6-Year Expenditure Estimates
by Fund and Minor Object
as of 3/13/97
FY 1997
FY 1997
FY 1998
FY 1999
FY 2000
FY 2001
Organization
Revised
Year End
Estimated
Estimated
Estimated
Estimated
Budget
Projection
Budget
Budget
Budget
Budget
600 CAPITAL OUTLAY -VARIABLE
I.
830 IMPROVEMENTS OTHER THAN BUILDI
18,000
18,000
18,000
18;000
18,000
18,000
840 EQUIPMENT - NEW
223,000
206,942
203,000
203,000
203,000
203,000
$50 EQUIPMENT- REPLACEMENT
45,000
45,000
45,000
45,000
45,000
45,000
TOTAL CAPITAL OUTLAY -VARIABLE
286,000
269,942
266,000
266,000
266,000
266,000
600 GRANTS IN AID
930 AID TO PRIVATE ORGANIZATION
42,631
0
0
0
0
0
950 CONTRIBUTION TO GRAL FUND.
2.967,643
2,967,643
0
0
0
0
953 CONTRIBUTION TO ENTERPRISE FUN
701,643
701,643
0
0
0
0
985 DEPRECIATION
3,877,346
3,877,346
0
0
0
0
990 OTHER NON -OPERATING
0
0
0
0
0
0
996 BUDGET RESERVE
2,108,050
2,108,050
0
0
0
0
TOTAL GRANTS IN AID
9,697,313
9,654,682
0
0
0
0
ENTERPRISE FUNDS TOTAL 51.520,453 51,251,091 42,831,648 43,848,979 .44,626,175 45,171,222
Monday, March 31, 1997 8:29:15 PM
Page 30 of 44
City of Miami
5-Year Expenditure Estimates
as of 3/13197
by Fund and Minor Object
FY 1997 FY 1997 FY 1998 FY 1999
FY 2000 FY 2001
Revised Year End Estimated Estimated
Estimated Estimated
on
Budget Projection Budget Budget
Budget Budget
INTERNAL SERVICE FUND
SALARIES - CLASS. PERM. FT
FULL DISABILITY SALARIES
2/3 DISABILITY SALARIES
SALARIES - UNCLASSIFIED
SALARIES -TEMPORARY
PREVENTION PAY
MEDICAL HOLD
SALARIES - OVERTIME 1 REGULAR
HOLIDAY PAY
SALARIES - SHIFT DIFFERENTIAL
-ARIES 6 WAGES -FIXED
4,098,363
3,586,950
3,715,006
3,934,598
4,152,296
4,194.346
0
28,740
0
0
0
0
0
34,048
0
0
0
0
677,109
790,940
722,593
767,063
811,365
816,883
67,132
87,325
67,132
67,132
67,132
67,132
0
5,508
5,621
5,621
5,643
5,600
0
3,141
0
0
0
0
138,500
106,060
138,500
138,500
138,500
138,500
0
20
0
. 0
0
0
0
8,735
0
0
0
0
4,981,104
4,651,467
4,648,852
4,912,914
5,174,936
5,222,461
4arch 31, 1997 8:29:16 PM Page 31 of 44
City of Miami
5-Year Expenditure Estimates
as of 3/13197
by Fund and Minor Object
FY 1997
FY 1997
FY 1998
FY 1999
FY 2000
FY 2001
Organization
Revised
Year End
Estimated
Estimated
Estimated
Estimated
Budget
Projection
Budget
Budget
Budget
Budget
200 FRINGE BENEFITS -FIXED
I
075
CLOTHING - CITY PURCHASE
19,453
19,453
27,177
27,177
27,177
27,177
083
CAR ALLOWANCE
45,200
45,200
20,072
20,072
20,138
20,000
084
24 HRS CITY VEHICLE
4,680
4,680
4,680
4,680
4,680
4,680
085
TOOL ALLOWANCE
19,190
19,190
18,418
18,418
18,450
18,374
100
SOCIAL SECURITY CONTRIB
349,199
328,928
354;339
374,228
393,996
404.678
110
RETIREMENT CONTRIB.
562,215
562,217
562,215
562,215
562,215
562,215
130
GROUP INSURANCE CONTRIB,
511,050
511,050
511,050
511,050
511,050
511,050
150
WORKER'S COMPENSATION
386,312
386,315
386,312
386,312
386,312
386.312
170
SEVERANCE PAY
0
46,224
0
0
0
0
180
TUITION REIMBURSEMENT
250
250
250
250
250
250
TOTAL FRINGE BENEFITS -FIXED 1,897,549 1,923,507 1,884,513 1,904,402 1,924,268 1,934,736
CG
f
Monday, March 31, 1997 8:29:17 PM Page 32 of 44
City of Miami
5-Year Expenditure
Estimates
by Fund and Minor Object
as of 3/13/97
FY 1997
FY 1997
FY 1998
FY 1999
FY 2000
FY 2001
Organization
Revised
Year End
Estimated
Estimated
Estimated
Estimated
Budget
Projection
Budget
Budget
Budget
Budget
300 OPERATING EXPENSES -FIXED
I
287
ADVERTISING
3,500
3,500
3,605
3,713
3,824
3,940
420
TRAVEL AND PER DIEM - OTHER
12,000
12,000
12,360
12,731
13,113
13,506
495
PARKING EXPENSE
3,385
3,385
3,487
3,592
3,699
3,810
533
POSTAGE
10,500
10,500
10,815
11,139
11,473
11,818
540
UTILITY SERVICES - ELECTRICITY
53,000
57,050
54,590
56,228
57,914
59,652
550
UTILITY SERVICES - GAS
2,000
2,000
2,060
2,122
2,185
2,251
560
UTILITY SERVICES -WATER
0
105
0
0
0
0
601
PRINCIPAL REPAYMENT
1,555,000
4,752,736
3,255,000
3.370,000
855,000
890,000
602
INTEREST EXPENSE
955,691
679,459
1,272.090
1,111,820
1,033,143
989,128
610
RENT OF EQUIPMENT - OUTSIDE
187,226
187,157
192,843
198,628
204,586
210,725
620
RENT BUILDINGS
17,267
15,539
17,785
18,319
18,868
19,434
640
INSURANCE - PROPERTY
570,299
570,300
587,408
605,030
623,181
d41,67
715
MOTOR FUEL
1,975,380
2,023,204
2,034,641
2,095,681
2,158,551
2,223,308
771
INTERNAL SERV CHGES HEAVY EQUI
61,825
61,826
63,680
65,590
67,558
69,585
1
773
INTERNAL SERV CHGES PRINT SHOP
21,100
21,103
21,733
22,385
23,057
23,749
774
INTERNAL SERV CHGES COMMUNIC M
18,000
19,998
18,540
19,097
19,669
20,261
IND
775
INTERNAL SERV CHGES CUSTODIAL
5,040
5,040
5,192
5,346
5,508
5,672
jMonday,
March 31, 1997 8:29:18 PM
Page 33 of 44
City of Miami
5-Year Expenditure Estimates
by Fund and Minor Object
as of 3/13/97
FY 1997
FY 1997
FY 1998
FY 1999
FY 2000
FY 2001
Organization Revised
Year End
Estimated
Estimated
Estimated
Estimated
Budget
Projection
Budget
Budget
Budget
Budget
TOTAL OPERATING EXPENSES -FIXED 5,451,213
8.424,902
7,555,829
7,601,421
5,101,329
I
5,188,716
00
Monday, March 31, 1997 8:29:19 PM Page 34 of 44
City of Miami
5-Year Expenditure Estimates
as of 3/13/97
by Fund and Minor Object
FY 1997
FY 1997
FY 1998
FY 1999
FY 2000
FY 2001
Revised
Year End
Estimated
Estimated
Estimated
Estimated
Organization
Budget
Projection
Budget
Budget
Budget
Budget
I
400 OPERATING EXPENSES -VARIABLE
270
PROFESSIONAL SERVICES - OTHER
250,000
252,905
257,500
265,224
273,182
281,377
335
LICENSE, PERMITS & MISCELLANEO
21,700
21,700
22,351
23,022
23,713
24,425
340
OTHER CONTRACTUAL SERVICES - 0
518.705
529,439
534,265
550,295
566,803
583,807
510
COMMUNICATIONS SERV. TELEPH. 0
851,825
938,144
877,380
903,702
930,812
958,737
532
ROAD TOLLS
975
975
1,005
1,035
1,065
1,097
650
INSURANCE - LIABILITY
2,032,317
2,032,317
2,093,286
2,156,085
2,220,768
2,287,391
651
VEHICLE LIABILITY SELF FD
1,000,000
1,000,000
1,030,000
1,060,900
1,092,727
1,125,509
652
POLICE TORT LIABILITY SELF-FD
2,250,000
2;250,000
2,317,500
2,387,025
2,458,636
2,532,395
---------------
653
-- -
SLIPS/FALLS LIABILITY SELF-FD
-
1,000,000
1,000,000
1,030,000
1,060,900
1,092.727
1,125,509
655
GROUP LIFE AD/D INS PREMIUM
2,700,000
2,654,472
2,781,000
2,864,430
2,950,363
3,038,874
656
GROUP HEALTH INS BENEFIT
14,421,587
14,421,587
14,854,235
15,299.862
15,758,857
16,231,623
657
GROUP ADM COSTS - OUTSIDE SERV
260,000
248.974
267,800
275,834
284,109
2J2,62
661
PUBLIC OFFICIALS LIABILITY
2.000,000
2,000,000
2,060,000
2,121,800
2,185,454
2,251,018
665
WORKERS' COMPENSATION PAYMENTS
3.500,000
3,500,000
3,605,000
3,713,150
3.824,544
3,939,281
666
WORKERS' COMPENSATION MEDICAL
3,500,000
3,500,000
3,605,000
3,713,150
3,824,544
3,939,281
667
WORKERS' COMPENSATION LEGAL
797,634
797,634
821,563
846,210
871,596
897,744
668
WORKERS' COMPENSATION MISCELLA
750,000
750,000
772,500
795,675
819,545
844,132
Monday, March 31, 1997 8:29:20 PM
Page 35 of 44
a
City of Miami
5-Year Expenditure Estimates
as of 3/13/97
by Fund and Minor
Object
FY 1997
FY 1997
FY 1998
FY 1999
FY 2000
FY 2001
Revised
Year End
Estimated
Estimated
Estimated
Estimated
)n
Budget
Projection
Budget
Budget
Budget
Budget
FIC SELF-INSURANCE ASSESSMENT
750,000
750,000
772,500
795,675
819,545
8114,132
REPAIR/MAINTENANCE - OUTSIDE
1,738, 250
1,766,844
1,790,398
1,844,109
1,899,434
1,956,415
PRINTING/BINDING - OUTSIDE
85,000
107,331
87,550
90,176
92,882
95,668
OFFICE SUPPLIES
33,200
33,200
34,196
35,222
36,279
37.367
REPAIRS -EQUIPMENT SUPPLIES
5,750
5,750
5,922
6,100
6,284
6,472
MOTOR VEHICLE PARTS
800,000
800.000
824,000
848,720
874,182
900,407
HOUSEKEEPING / SANITATION SUPP
23,125
23,125
23,819
24,534
25,270
26,028
BUILDING MATERIALS AND SUPPLIE
300
300
309
318
328
338
ELECTRICAL SUPPLIES
1,300
1,300
1,339
1,379
1,421
1,463
LUBRICANTS AND MOTOR OIL
95,580
95,580
98,447
101,401
104,443
107,576
DRUGS AND MEDICINE
350
350
360
372
382
394
PAPER STOCK - PRINTING
48,600
48,600
50,058
51,559
53,107
54,700
PARTS AND MAINTENANCE SUPPLIES
103,600
103,600
106,708
109,909
113,207
116,603
SAFETY SUPPLIES
5,800
5,800
5,974
6,153
6,338
6,529
EXPENDABLE TOOLS SHOP SUPPLIES
85,000
85,000
87,550
90,176
92,882
95,668
TIRES TUBES
422,000
422,000
434,660
447,700
461,131
474,965
MISCELLANEOUS SUPPLIES
2,850
2,850
2,936
3,024
3,114
3,208
arch 31, 1997 8:29:20 PM
I
Page 36 of 44
City of Miami
5-Year Expenditure Estimates as of 3/1
by Fund and Minor Object
FY 1997
FY 1997
FY 1998
FY 1999
FY 2000
FY 2
organization
Revised
Year End
Estimated
Estimated
Estimated
Estim;
Budget
Projection
Budget
Budget
Budget
Bu
723
PRINTING SUPPLIES
18,000
18,000
18,540
19,096
19,669
724
PAINT SUPPLIES
1,000
1.000
1,030
1,061
1.093
726
AIR CONDITIONING SUPPLIES
1,000
1,000
1,030
1,061
1,093
760
BOOKS PUBLICATIONS MEMBERSHIPS
1,376
2,157
1,417
1,460'
1,504
795
INTERDEPMENTAL CHGES -POLICE 1
40
44
41
-----------
42
44
TOTAL OPERATING EXPENSES -VARIABLE
40,076,864
40,171,08
41,279,169
42,517,546
43,793,077
45,1-
600 CAPITAL OUTLAY -VARIABLE
840 EQUIPMENT - NEW
850 EQUIPMENT - REPLACEMENT
880 CAPITAL LEASES
TOTAL CAPITAL OUTLAY -VARIABLE
600 TRANSFERS TO OTHER FUNDS
955, CONTRIBUTION TO DIRECTOR OFFIC
985 DEPRECIATION
CO 996 BUDGET RESERVE
TOTAL TRANSFERS TO OTHER FUNDS
<1
00 Monday, March 31, 1997 8:29:22 PM
148,950
157,740
148,950
148,950
429,000
429,000
429,000
429,000
4,120,047
1,024,977
1,017,994
1,017,994
4,697,997
1,611,717
1,595,944
1,595,944
6,001 6,001 -53,710
6,394,769 6,394,769 0
1,.657,769 0 2,237.374
8,058,539 6,400,770 2,183,664
Page 37 of 44
148,950
1
429,000
4"
1,017,994
71
1,595,944
1,3
-129,430 -206,872 -2-.
0 0
3,694,995 3,805,845 3,9:
3,565,565 3,598,973 3.E
City of Miami
5-Year Expenditure Estimates
by Fund and Minor Object
as of 3/13/9•
FY 1997
FY 1997
FY 1998
FY 1999
FY 2000
FY 2001
Revised
Year End
Estimated
Estimated
Estimated
Estimated
Organization
Budget
Projection
Budget
Budget
Budget
Budge
INTERNAL SERVICE FUND TOTAL 65,163,266
63,184,341
59,147,971
62,097,792
61,188,527
62,494,t
Monday, March 31, 1997 8:29:22 PM
Page 38 of 44
City of Miami
6-Year Expenditure Estimates
by Fund and Minor Object
as of 3/13/97
FY 1997
FY 1997
FY 1998
FY 1999
FY 2000
FY 2001
Organization
Revised
Year End
Estimated
Estimated
Estimated
Estimated
Budget
Projection
Budget
Budget
Budget
Budget
Fund 60 TRUST & AGENCY FUNDS
I
100 SALARIES & WAGES -FIXED
001 SALARIES - CLASS. PERM. FT
0
750,881
398,700
398,700
398,700
398.700
010 SALARIES - UNCLASSIFIED
231,075
351,295
351,295
351,295
351,295
351,295
011 SALARIES - COMMISSION / BOARDS
36,000
36,000
36,000
36,000
36,000
36,000
012 SALARIES - PERM. PART TIME
0
28,900
28,900
28,900
28,900
28,900
TOTAL SALARIES & WAGES -FIXED
267,075
1,167,076
814,895
814,895
814,895
814,895
200 FRINGE BENEFITS -FIXED
083 CAR ALLOWANCE
0
6,000
6,000
6,000
6,000
6,000
100 SOCIAL SECURITY CONTRIB
19,827
67,057
66,427
66,427
66,427
66,427
110 RETIREMENT CONTRIB.
70,968
91,561
90,468
90,468
90,468
90,468
130 GROUP INSURANCE CONTRIB.
26,500
97,276
95,500
95,500
95,500
95,500
A
150 WORKER'S COMPENSATION
10,160
26,326
22,160
22,160
22,160
22,160
TOTAL FRINGE BENEFITS -FIXED
127,455
288,220
280,555
280,555
280,555
280,555
r�
00
Monday, March 31, 1997 8:29:23 PM
Page 39 of 44
City of Miami
6-Year Expenditure Estimates
by Fund and Minor Object
as of 3/1.
FY 1997
FY 1997
FY 1998
FY 1999
FY 2000
FY 2(
Organization
Revised
Year End'
Estimated
Estimated
Estimated
Estima
Budget
Projection
Budget
Budget
Budget
Bul
300 OPERATING EXPENSES -FIXED
I
211
ACTUARIAL REQUIREMENTS -SYSTEM
15,176,733
15.176,733
14,065,851
14,487,827
14,922,461
15,37,
212
ACTUARIAL REQUIREMENTS -PLAN
14,275,090
14,275,089
14,275,090
15,144,442
15,598,776
16,06,
213
CITY PENSION CONTRIBUTION I.C.
618,132
581,692
140,000
200,565•
220,410
241
280
PROFESSIONAL SERVICES - ACCT'G
7,000
72,000
69,010
71,080
73,213
7=
287
ADVERTISING
7,000
11,000
11,330
11,670
12,020
1'
310
COURT COSTS AND FEES
750
750
772
796
820
410
TRAVEL AND PER DIEM - TRAINING
0
31,500
32,445
33,418
34,421
3!
420
TRAVEL AND PER DIEM - OTHER
.6,000
61,000
62,830
64,715
66,656
6
495
PARKING EXPENSE
0
5,500
5,665
5,836
6,010
533
POSTAGE
8,000
32,000
32,960
33,948
34,967
3
540
UTILITY SERVICES - ELECTRICITY
5,000
15,000
15,450
15,913
16,391
1
560
UTILITY SERVICES -.WATER
2,000
2,017
2,060
2,122
2,185
610.
RENT OF EQUIPMENT - OUTSIDE
7,500
18,000
18,540
19,097
19,668
620
RENT BUILDINGS
70,400
174,300
179,529
184,1314
190,463
1
640 '
INSURANCE - PROPERTY
5,000
24,750
21,630
22,278
22,948
773
INTERNAL SERV CHGES PRINT SHOP
1,000
1,000
1,030
1,061
1,093
Monday, March 31, 1997 8:29:24 PM
Page 40 of 44
City of Miami
5-Year Expenditure Estimates
by Fund and Minor Object
as of 3/13/97
FY 1997 FY 1997 FY 1998 FY 1999 FY 2000 FY 2001
)rganization Revised Year End Estimated Estimated Estimated Estimated
Budget Projection Budget Budget Budget Budget
OPERATING EXPENSES -FIXED
30,189,605 30,482,331 28,934,192
4onday, March 31, 1997 8:29:24 PM Page 41 of 44
30,299,681 31,222,502 32,172,484
City of Miami
5-Year Expenditure Estimates
as of 3l13l97
by Fund and Minor Object
FY 1997
FY 1997
FY 1998
FY 1999
FY 2000
FY 2001
Organization
Revised
Year End
Estimated
Estimated
Estimated
Estimated
Budget
Projection
Budget
Budget
Budget
Budget
400 OPERATING EXPENSES -VARIABLE
I
210
PROFESSIONAL SERVICES - ACTUAR
0
105,000
108,150
111,394
114,736
118,179
220
PROFESSIONAL SERVICES - APPRAI
15,000
15,000
15,450
15,914
16,391
16,883
250
PROFESSIONAL SERVICES - LEGAL
75,000
235,000
242,050
249,312
256,792
264,495
260
PROFESSIONAL SERVICES - DENTAL
0
30,000
30,900
31,826
32,782
33,766
- - - -- ------
270
-----.....
PROFESSIONAL SERVICES - OTHER
244,460
885,460
912,024
939,384
967,566
996,593
_ - _------ -.. -- ---
330
- - - -
TAXES
0
2,620
0
0
0
0
475
ENTERTAINMENT
3,000
3,000
3,090
3,183
3,278
3,377
---- ---- -- ........
510
.-----..
COMMUNICATIONS SERV. TELEPH. 0
5,500
20,008
20,445
21,059
21,691
22,341
650
INSURANCE - LIABILITY
0
116,800
120,304
123,914
127,631
131,460
670
REPAIR/MAINTENANCE - OUTSIDE
25,000
51,900
53,457
55,060
56,713
58,414
680
PRINTING/BINDING - OUTSIDE
0
19,000
19,570
20,157
20,762
21,385
690
PROMOTIONAL ACTIVITIES
15,000
15,000
15,450
15,914
16,391
i16,883
700
OFFICE SUPPLIES
3,000
35,000
36,050
37,131
38,245
39,394
722
MISCELLANEOUS SUPPLIES
3,000
3,200
3,296
3,395
3,497
3,602
755
REPRODUCTION SERVICE
0
4,000
4,120
4,244
4,371
4,502
760
BOOKS PUBLICATIONS MEMBERSHIPS
2,980
9,480
9,764
10,057
10,359
10,670
Monday, March 31, 1997 13:29:25 PM
Page 42 of 44
City of Miami
5-Year Expenditure Estimates
by Fund and Minor Object
as of 3/13197
FY 1997 FY 1997
FY 1998
FY 1999
FY 2000
FY 2001
rganization Revised Year End
Estimated
Estimated
Estimated
Estimated
Budget Projection
Budget
Budget
Budget
Budget
TAL OPERATING EXPENSES -VARIABLE 391,940 1,550,468
1,594,120
1,641,944
1,691,205
I
1,741,944
0 CAPITAL OUTLAY -VARIABLE
840 EQUIPMENT - NEW 110,000
841 OFFICE FURNITURE --NEW 15,000
TAL CAPITAL OUTLAY -VARIABLE 125.000
)0 TRANSFERS TO OTHER FUNDS
110,000
145,000
15,000
15,000
125,000
160,000
145,000
145,000
15,000
15,000
160,000
160,000
145,000
15,000
160,000
975 TRANSFER
4.104,000
4,177,046
7,303,000
7,574,000
7,845,000
8,115,000
980 ADVANCES
3,094,901
625,000
132.831
132,831
132,831
132,831
996 BUDGET RESERVE
1,666,731
1,583,292
1,666,731
1,666,731
1.666,731
1,666,731
TAL TRANSFERS TO OTHER FUNDS
8,865.632
6,385,338
9,102,562
9,373,562
9,644,662
9,914,562
RUST B AGENCY FUNDS TOTAL
39,966,707
39,998,433
40,886,324
42,570,637
43,813,719
45,084,440
.onday, March 31, 1997 8:29:26 PM Page 43 of 44
City of Miami
5-Year Expenditure Estimates
by Fund and Minor Object
as of 3/13/97
FY 1997 FY 1997 FY 1998 FY 1999 FY 2000 FY 2001
Organization Revised Year End Estimated Estimated Estimated Estimated
Budget Projection Budget Budget Budget Budget
GRAND TOTAL
00
Monday, March 31, 1997 8:29:26 PM
509,309,029 497,565,430 466,423,074
Page 44 of 44
488,824.249 498,207,656 507.097,24
97- 278