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HomeMy WebLinkAboutO-11001J-92-647 9/10/92 ORDINANCE NO. 11001 AN ORDINANCE MAKING APPROPRIATIONS FOR THE FISCAL YEAR ENDING SEPTEMBER 30, 1993; CONTAINING A REPEALER PROVISION AND A SEVERABILITY CLAUSE. WHEREAS, the City Manager has prepared and submitted to the City Commission a Budget Estimate of the expenditures and revenues of all City Departments and Boards for Fiscal Year 1992-93, copies of such estimate having been furnished to the newspapers of the City and to the main library in the City which is open to the public; and WHEREAS, provisions have been duly made by the City Commission for Public Hearings on the proposed budget before the City Commission as a Committee of the Whole and Public Hearings thereon were held; NOW, THEREFORE, BE IT ORDAINED BY THE COMMISSION OF THE CITY OF MIAMI, FLORIDA: Section 1. The following appropriations are made for the municipal operations of the City of Miami, Florida, for the Fiscal Year ending September 30, 1993, including the payment of principal and interest on all General Obligation Bonds: AMENDED BY u.it5WANCE # Ilc�gb 11001 Departments, Boards, and Offices General Fund Appropriations Mayor $ 368,109 Board of Commissioners 656,800 Office of the City Manager 993,084 City Clerk 819093 Civil Service 256,931 Computers _0_ Finance 2,944,125 Fire Rescue and Inspection Services 43,355,701 Internal Audit and Reviews 871,652 Law 2,663,914 Management and Budget (Computers) 5,092,060 Parks, Recreation and Public Facilities 9,267,777 Personnel Management 1,890,568 (Planning), Building and Zoning 1,342,923 Police 87,826,955 Public Works 11,318,558 Special Programs & Accounts 25,890,047 TOTAL GENERAL FUND $195,558,297 GENERAL OBLIGATION BONDS 25,249,753 TOTAL GENERAL OPERATING APPROPRIATIONS $220,808,050 Enterprise Fund Marine Stadium $ 253,574 Bobby Maduro Miami Stadium 208,230 Orange Bowl Stadium 5,160,000 Dinner Key Marina 2,182,448 Bayside Marina 705,281 Dinner Key Boat Yard 304,008 Melreese Golf Course 729,899 Miami Springs Golf Course 710,004 Conferences and Conventions 11,624,436 Coconut Grove Exhibition Center 901,623 Government Center Parking Garage 1,838,013 Planning, (Building and Zoning) 5,401,985 General Services Admin. (and Solid Waste) 29,097,016 Manuel Artime Community Center 512,942 TOTAL ENTERPRISE FUNDS 1/ $59,629,459 1/ LESS: Amounts appropriated above in the General Fund in Special Programs and Accounts for deficit operations. (10,487,688) TOTAL OPERATING APPROPRIATIONS $269,949,821 2 11001 Section 2. The following appropriations are made for the municipal operations of Debt Service Funds of the City of Miami, Florida, for Fiscal Year 1992-93: DEBT SERVICE FUNDS Guaranteed Entitlement, Community Redevelopment Bonds, and Housing Revenue Bonds $ 5,261,232 Total Debt Service Funds $ 5,261,232 Section 3. The following appropriations are made for the municipal operations of Special Revenue Funds of the City of Miami, Florida, for Fiscal Year 1992-93: SPECIAL REVENUE FUND E-911 Emergency System $ 1,200,000 Rescue Services 2,214,458 Development and Housing Conservation 6,782,629 Downtown Development Supplemental Fee 46,959 Impact Fee Administration 24,000 Environmental Storm Sewer Water Fund 6,100,000 Community Development Block Grant 13,156,000 Law Enforcement Training Fund 215,000 Metro Dade Tourist Bed Tax 1,460,000 Utility Service Tax Special Revenue 29,296,806 TOTAL SPECIAL REVENUE FUNDS $ 60,495,8521/ 1/ These appropriations are as follows: $997,581 to pay for Certificate of Participation Notes; the balance of $28,298,955 is reflected as follows: $22,875,570 to the General Fund, $4,145,087 to Conferences and Conventions, and $1,278,568 to the Government Center Garage Enterprise Fund. 3 11001 Section 4. The following activities, which are carried on for the service and convenience of other funds, shall be operated by the City Manager within the limits of the appropriations provided in the foregoing Departments, Boards, Offices and accounts of the City of Miami and other revenues or receipts which may be received: INTERNAL SERVICE FUNDS Appropriations Director's Office (GSA) $ 785,062 1/ Communications Services 2,254,653 Custodial Maintenance 383,225 Fleet Management 11,792,242 Print Shop 838,915 Property Maintenance 3,401,071 Purchasing 823,155 TOTAL INTERNAL SERVICE FUNDS $ 19,493,261 l/ Not included in the total below. The Internal Service Funds are funded by charges to user departments and other agencies as well as fund balances as required. Section 5. The following appropriations are made in Trust and Agency Funds: TRUST AND AGENCY FUNDS Pension Self Insurance Southeast Overtown/Park West Redevelopment Trust Fund OMNI Tax Increment District TOTAL TRUST AND AGENCY FUNDS Appropriation $ 26,472,991 23,333,986 1,049,703 1,358,963 $ 52,215,643 - 4 - 11001 Section 6. The above appropriations are made based on the following sources of revenues for 1992-93 Fiscal Year: GENERAL FUND Revenue All Sources $ 195,558,297 TOTAL GENERAL FUNDS $ 195,558,297 GENERAL OBLIGATION BONDS All Sources $ 25,249,753 TOTAL GENERAL OBLIGATION BONDS $ 25,249,753 TOTAL GENERAL OPERATING REVENUES $ 220,808,050 ENTERPRISE FUND Marine Stadium $253,574 Bobby Maduro Miami Stadium 208,230 Orange Bowl Stadium 5,160,000 Dinner Key Marina 2,182,448 Bayside Marina 613,749 Dinner Key Boat Yard 304,008 Melreese Golf Course 729,899 Miami Springs Golf Course 710,004 Conferences and Conventions 11,624,436 Coconut Grove Exhibition Center 901,623 Government Center Parking Garage 1,838,013 Planning, (Building and Zoning) 5,401,985 General Services Admin. (and Solid Waste) 29,097,016 Manuel Artime Community Center 512,942 Plus Deficits Not Allocated to General Fund 91,532 TOTAL ENTERPRISE FUNDS 1/ $ 59,629,459 1/ Deficits appropriated in the General Fund in Special Programs and Accounts (10,487,688) TOTAL OPERATING REVENUES $269,949,821 DEBT SERVICE FUNDS Guaranteed Entitlement, and Community Redevelopment Bonds and Housing Revenue Bonds Total Debt Service Funds $5,261,232 $5,261,232 �1= 11001 SPECIAL REVENUE FUND E-911 Emergency System Rescue Services Development and Housing Conservation Downtown Development Supplemental Fee Impact Fee Administration Environmental Storm Sewer Water Fund Community Development Block Grant Law Enforcement Training Fund Metro Dade Tourist Bed Tax Utility Service Tax Special Revenue TOTAL SPECIAL REVENUE FUNDS INTERNAL SERVICE FUNDS 1/ Director's Office (GSA) Communications Services Custodial Maintenance Fleet Management Print Shop Property Maintenance Purchasing TOTAL INTERNAL SERVICE FUNDS l/ These revenues are derived from all funds other than Debt Service. 2/ Not included in the total below. TRUST AND AGENCY FUNDS $1,200,000 2,214,458 6,782,629 46,959 24,000 6,100,000 13,156,000 215,000 1,460,000 29,296,806 $60,495,852 $ 785,062 2/ 2,254,653 383,225 11,792,242 838,915 3,401,071 823,155 $19,493,261 Pension $ 26,472,991 Self Insurance 23,333,986 Southeast Overtown/Park West Redevelopment Trust Fund 1,049,703 OMNI Tax Increment District 1,358,963 TOTAL TRUST AND AGENCY FUNDS $ 52,215,643 Section 7. This Ordinance is an ordinance of precedent and all other ordinances in conflict with it are held null and void insofar as they pertain to these appropriations. The appropriations are the anticipated expenditure requirements for the City, but are not mandatory should efficient administration 6 11001 of City Departments and Boards or altered economic conditions indicate that a curtailment in certain expenditures is necessary or desirable for the general welfare of the City. The City Manager is specifically authorized to transfer funds between accounts and withhold any of these appropriated funds from encumbrancel/ or expenditure should such action appear advantageous to the economic and efficient operation of the City. The City Manager is also authorized to transfer any excess unrestricted monies from other funds to the General Fund./ Section 8. The City Manager is authorized to administer the executive pay plan and to disburse the funds appropriated herein for this purpose in a manner he deems appropriate. With the exception of those positions in which the salary is established by City Commission action, the City Manager is further authorized to establish the salaries of those employees in executive and staff positions in accordance with the executive and staff pay plan. These employees may receive any salary increases given in Section 9. 1/ Encumbrances are obligations in the form of authorized purchase orders, contracts, or salary commitments which are chargeable to an appropriation and for which a part of the appropriation is reserved. 2/ Excess unrestricted monies are those appropriated monies which are no longer needed to implement the original purpose of the appropriation and whose expenditure is not limited to use for any other specified purpose. 11001 Section 9. The City Manager is authorized to disburse any funds that may be designated by the City Commission as cost - of -living or other pay adjustments to Civil Service, executive and staff employees as approved by the City Manager. Section 10. Nothing contained in this Ordinanace shall be construed as to prohibit or prevent the City Manager, the administrative head of the City for Miami, who is responsible for the efficient administration of all Departments, from exercising the power granted to and imposed upon him in the City Charter to fix, adjust, raise, or lower salaries, and to create, abolish, fill or hold vacant, temporary or permanent positions whenever it has been determined by the City Manager to be in the best interest of efficient and economical administration of the City of Miami and all its Departments. The authority contained in this Section shall also be applicable whenever the City Manager shall cause a Department to reorganize itself to perform its services more efficiently; such reorganization may include reduction of budget positions, reclassification of positions, and alteration of the number of budgeted positions in any given classification. Section 11. (a) (1) The transfer of funds between the detailed accounts comprising any separate amount appropriated by the above sections hereof is hereby approved and authorized when such transfer shall have been made at the request of the City Manager and when such transfer shall have been made of any part of an unencumbered balance of an appropriation to or for a purpose or object for which the appropriation for the herein fiscal year has proved insufficient. (2) The transfer of funds between the detailed accounts comprising any separate amount appropriated by the above sections hereof is hereby approved and authorized when such transfer of funds is made at the request of the City Manager and when such transfer is to be made between the detailed accounts appropriated to the same office, department, or division. (b) (1) In order to effect salary adjustments, the City Manager is hereby further authorized to make departmental and other transfers from and into the Reserve Employment -Adjustments Accounts of Special Programs and Accounts, or such other reserve accounts established therein or established by the City Manager in the General Fund, and is hereby authorized to approve transfers for any unforseen requirements of all appropriated Internal Service Funds, Enterprise Funds and Trust and Agency Funds, as may be required. (2) In order to facilitate effective budgetary control and sound fiscal management, the City Manager is hereby further authorized to transfer funds from departmental budget reserve accounts to the Emergency Account of Special Programs and Accounts, and to departmental budget reserve accounts from the Emergency Account of Special Programs and Accounts. - 9 - 11001 (3) The Emergency Account is hereby declared to be appropriated to meet emergency expenses and is subject to expenditure by the City Manager for any emergency purpose. (c) Except as herein provided, transfers between items appropriated hereby shall be authorized by ordinance amendatory hereto, except that transfers from the Special Programs and Accounts may be made by resolution. Section 12. (a) The City Manager is hereby authorized to invite or advertise for bids for the purchase of any material, equipment, or service provided for by the aforementioned appropriations or which may be provided for by the aforementioned appropriations or which may be provided for in accordance with the authority of Section 12, for which formal bidding is required; such bids to be returnable to the City Commission or City Manager in accordance with Charter or Code provisions. (b) Further, expenditure of the herein appropriated funds is hereby authorized in the procurement of goods and services by award of contract for the same by the City Commission following the use, if applicable, of competitive negotiations unless the award of such contract by the City Manager is expressly allowed under City Code provisions. - 10 - 11001 Section 13. The City Manager is directed to prepare and file with the City Clerk a statement of the proposed expenditures and estimated revenues for Fiscal Year 1992-93, which shall be entitled "Annual Budget of the City of Miami, Fiscal Year October 1, 1992 through September 30, 1993". Section 14. If any section, part of section, paragraph, clause, phrase, word of this Ordinance is declared invalid, the remaining provisions of this Ordinance shall not be affected. Section 15. All ordinances or parts of ordinances, insofar as they are inconsistent or in conflict with the provisions of this Ordinance, are hereby repealed. Section 16. This Ordinance shall become effective based on State Trim Bill requirements. PASSED ON FIRST READING BY TITLE ONLY this loth day of September , 1992. PASSED AND ADOPTED ON SECOND AND FINAL READING BY TITLE ONLY this 24th day of September , 1992. CITY CLERK XAVIER L. $UAREZ'; MA - 11 - 11001 BUDGETARY REVIEW: MANOHAR S. SUA&; ASSISTANT CITY OVGER PREPARED AND APPROVED BY: RAFAEL 0. DIAZ DEPUTY CITY ATTO Y .APPROVED AS TO FORM AND CORRECTNESS: 7 Q NES, III CITY A NEY ROD/bss/M940 - 12 - 11001 ITY O NEIGHBORHOOD ENHANCEMENT TEAMS TO PROMOTE PARTNERSHIP BETWEEN CITY GOVERNMENT AND THE COMMUNITY AN I IAL BU R L YEAR 1 992- ,G ET 93 BUDGET ESTIMATE FISCAL YEAR 1992 - 93 GOVERNMENT FINANCE OFFICERS ASSOCIATION Distinguished Budget Presentafion Award PRESENTED TO City of Miami, Florida For the Fiscal Year Beginning October 1, 1991 President Executive Director 10-100 The Government Finance Officers Association of the United States and Canada (GFOA) presented a Distinguished Budget Presentation Award to the City of Miami, Florida for its annual budget for the fiscal year beginning October 1, 1991. In order to receive this award, a governmental unit must publish a budget document that meets program criteria as a policy document, as an operations guide, as a financial plan and as a communications device. The award is valid for a period of one year only. We believe our current budget continues to conform to program requirements, and we are submitting it to GFOA to determine its eligibility for another award. 11001 TH"L :,ITY OF MIAMI COMAiLASSION DR. MIRIAM ALONSO VICE -MAYOR MH.LERJ. DAWKINS COMMISSIONER XAVIER L. SUARFZ MAYOR CESAR H. ODIO CITY MANAGER J.L. PLUMMER, JR. COMMISSIONER VICTOR H. DE YURRE COMMISSIONER 11001 DEPARTMENT OF BUDGET MANOHAR S. SURAN.a DIRECTOR JAMES BLEDSOE ASSISTANT DIRECTOR STAFF 11001 TABLE OF CONTENTS TABLE OF CONI'EFTUS : Zu a ia-. , TABLE OF ORGANIZATION ............................................. XIX Revenue Summaries Millageand Taxable Value ........................................ 1 Revenue Summary: Comparison by Fund ............................. 5 General Fund Revenues: Detail Camparison cy Category ............ 8 Enterprise Fund Stumiarv: Surplus and Deficits .................. 15 Amropriation Summaries Comparison by Fund and Spending Agency .......................... 16 Appropriations by Major Object Code: ...................... 18 Grants Summary: Proposed For Uses Other Than General Operating...................................... 20 CapitalImprove;nient Program ..................................... 23 Summaryof Position Ccanparison .................................. 24 ORAL FUND BUDGET SUMMARIES Mayor........................................................... 29 Boardof Carmissioners.......................................... 30 Office of the City Manager ...................................... 36 Office of the City Clerk ........................................ 38 Office of Civil Service .................. ...................... 40 Computers....................................................... 42 Finance......................................................... 48 Fire, Rescue and Inspection Services ............................ 54 Internal Audits and Reviews .............. ...................... 64 Law............................................................. 70 Budget.......................................................... 72 Parks, Recreation and Public Facilities ......................... 74 PersonnelManagement ............................................ 82 (Planning), Building and Zoning ................................. 84 Police.......................................................... 86 PublicWorks ............ ............... ...................... 92 SpecialPrograms and Accounts ................................... 99 11001 onferences. Conventions and Public Facilities 108 CoconutGrove Convention Center .............................. ill MarineStadium ............................................... 112 Bobby Madura Miami Stadium ................................... 113 OrangeBowl Stadium .......................................... 114 Parks, Recreation and Public Facilities ......................... 115 MelreeseGolf Course ......................................... 116 MiamiSprings Golf Course .................................... 117 DinnerKey Marina ..................... I...................... 118 BaysideMarina .............................................. 119 GovernmentCenter Parking Garage ............................... 120 Planning, (Building and Zoning) ................................ 122 General Services Administration and (Solid Waste) ............... 130 Manuel Artime Cammnity Center ................................. 135 Dinner Key Boat Yard ............................ 136 E-911 Emergency System ....................................... 137 Rescue Services .............................................. 138 Development and Housing Conservation ........................ 140 DowntownDevelopment Supplemental Fee ......................... 144 ImpactFee Administration ..................................... 145 Environmental Stone Sewer Water Fund ........................ 146 Community Development Block Grant ........................... 148 Law Enforcement Training Fund ............................... 150 Metro Dade Tourist Bed Tax ................................... 151 Utility Service Tax Special Revenue Fund ...................... 152 (General Services Administration) and Solid Waste ............... 154 Director's Office ............................................ 156 Canunications Services ...................................... 157 CustodialMaintenance ........................................ 158 FleetManagement ............................................. 159 PrintShop ................................................... 160 PropertyMaintenance ......................................... 161 Purchasing................................................... 162 Pension...................................................... 164 SelfInsurance ............................................... 166 Southeast Overtown Park West Redevelognr�t Trust Fund ........ 168 Omni Tax Increment District Trust Fund ........................ 169 ........................................................ A-1 BUDGET' TERMS ................... ...................... B-1 1 _ r-1 _•� , •�� �_ss►s_�.« �I ' ' •ter 11001 BUDGET MESSAGE �i#fir of Ainuti CESAR H. Omo CITY MANAGER August 20, 1992 Honorable Mayor and Members of the City Commission Mayor and Members of the City Commission: P. O. BOX 330708 MIAMI, FLORIDA 33233-0708 305-579-6040 In accordance with the City Charter and State Law, I am respectfully submitting to you the FY'93 Budget Estimate. During my seven years of service as City Manager, the continuing. challenge to the City of Miami has been offering high levels of efficient, timely and effective public services at the lowest possible cost to the individual taxpayer. The City Commission and the Administration have jointly engaged in a concentrated program to contain the costs of municipal government and to maintain or increase service levels to the residents of Miami. The City of Miami has experienced a reduction in total property tax value of $359 million between 1992 and 1993. The City is also experiencing a rapid escalation of expenditures due to; prior commitments, a reduction of federal government resources to the cities, and a slowdown in regional and national economic conditions which have contributed to the reduction in property tax values. In spite of increased expenditures and a lower revenue base, the City still expects to provide adequate service levels for the taxpayers. These expectations are very difficult to achieve when Federal and State resources to cities are reducing. Unfunded Federal and State mandates increase the burden on the City's limited resources. The City of Miami's workforce is working together with the City Administration as "partners" for a better Miami. This relationship is continuing to have a positive impact on the way the City provides services to the public. The Labor Management Committees, established during Fiscal Year 1991, have resulted in increased citywide productivity, a continued reduction of excessive ill time usage through peer review, resolved labor issues without arbitrators or courts and innovative ways to save dollars and generate revenues. In March 1992, the City launched an response program. This program, which City Commission and the residents' Enhancement Team Program (NET). innovative and comprehensive citizens' was created based on listening to the concerns, is called the Neighborhood The NET Program increases police presence and will ensure greater accessibility of Miami's government to its residents through the coordinators of neighborhood resource teams within eleven (11) service areas. Each service area is managed by a Neighborhood Administrator who coordinates the City's effective delivery of services at the neighborhood level. The City brings government closer to the people by the permanent assignment of on -site neighborhood resource teams of Police, Fire and general personnel to the neighborhoods. It should be noted that each service area is staffed with existing personnel through reassignment, as opposed to hiring new employees. In coordination with the NET Program, television Miami NET 9 is utilized to inform the public of the City's activities and other public service projects. Police and Crime -Fighting Services - The City will employ 125 Public Service Aides who will perform report -writing and other clerical duties in order to assign more police officers to fight crime. The City will also assign civilian employees to perform police -related administrative functions releasing sworn officers for patrol duties. Fire Rescue and Inspection Services - The City will continue to provide a CLASS 1 Fire Department by maintaining the response time to emergency medical/rescue calls at four minutes or less. The City will continue to develop and implement solid waste related cost efficiencies without reducing services to City residents. Initiatives related to the potential privatization of recycling is proposed which are expected to generate significant savings over the next fiscal year. The current garbage fee to homeowners is $160, of which $115 covers waste disposal and $45 represents scale fees. The $115 waste disposal fee will remain the same while the scale fee portion will increase to $85 in FY'93. This fee increase is solely attributable to an increase in Metro -Dade County disposal cost from $54 per ton to $64 per ton. This proposed fee is still significantly lower than the majority of the cities in Dade County, while still providing backyard .collection. For FY'93, Dade County has proposed an increase of $70, from $349 to $41.9 for homeowner garbage pickup. 11001 The quality of the City's parks and recreation system is a continued priority of this administration. The administration of organized recreation programs, summer food programs and special events (Le, parades, festivals and races) will be maintained at efficient levels. In addition, programs for the handicapped and day care will remain at current service levels. The parks operations section will provide regular landscape maintenance to more than 2,500 acres of property including 110 parks, 2 golf courses, 12 fire stations and the grounds of various administrative offices. In the Capital Project area, renovation and improvement of numerous neighborhood parks will continue. The FY'93 budget includes a total of $5.3 million for housing and related development activities. Of this total, $3.0 million is applicable to the preservation and rehabilitation of Miami's housing. The balance of $2.3 million is allocated to provide housing opportunities for low and moderate income families through rental assistant subsidies. The budgets for other departments are sufficient to allow them to maintain services at current levels. No major service reductions are anticipated. However, these budgets will not be sufficient to absorb increased work -loads or new activities. In accordance with my mandate, staff have identified all functions where duplication existed. With my approval, duplicative activities relating to personnel, fiscal management and building maintenance are being consolidated. The proposed FY'93 general fund budget is $195.6 million which is $4.7 less than the adopted FY'92 general fund budget of $200.3 million. �48Ju6a; - * Funds for a 4% cost of living adjustment in the amount of $5.0 million are included in the FY'93 budget estimate. * Increased funds of $0.4 million are provided for the Police Fleet. * Departmental budgets have been significantly reduced from the FY'92 levels to offset the reduction in estimated revenue. * The Parks Department has reduced its temporary salary account by $0.6 million. * It is proposed that Solid Waste recycling be privatized. 11001 The Police Depart,-,.;nt will have 125 authorized Public Service Aide positions and sworn personnel are being replaced by civilians wherever feasible. Property tax revenues for FY'93 will decrease by $2.4 million as a result of a reduction in assessed values of City properties. * Scale Fee to homeowners will increase by $40 from $45 to $85 per year to offset increase in Metro Dade County scale fees. Revisions in Emergency Medical Service fees for nonresidents will generate $0.4 million. * Community Development 19th year grant will allocate an additional $0.7 in indirect costs and $0.3 for code enforcement expenditures. * Anticipated increase in Public Service Taxes receipts. IZ I VA49 I&Q,mawmiI 014 T .N The proposed FY'93 operating budget of $269.9 million for all operating appropriations is $3.7 million or 1.3% less than the amended FY'92 budget of $273.6. The general fund portion of the budget is $195.6 million. This represents a $4.7 or 2.4% decrease from the FY'92 general fund budget of $200.3. The $4.7 million net decrease is reflected below: 4% Cost -of -Living $ 5.0 Pension 2.3 Police Fleet •4 Internal Services (•8) Temporary Salaries (.7) Retirement/Salary Savings (10.9) Total Appropriations $ (4.7) The revenue side of the ledger shows a net decrease of $4.7 million which is outlined below. Revenue: Gains/(Losses)(Million) Property Tax $ (2.4) State Revenue Sharing (-4) Public Works Fees Others (.3) Total Revenues $ (4.7) Finally the aggmgate proposed millage rate for FY'93 is 119303 which is the same as the current fiscal year. 11001 The FY'93 General Fund Budget estimate is $4.7 million or 2.4% less than the FY'92 adopted Budget. This decrease is the result of overall reduction in general fund revenues, streamlining and downsizing of City functions, restricting City hiring to only essential positions, and the enactment of operational cost containment policies. The administration will continue to propose fee increases wherever justified. The administration will also continue to reduce costs while maintaining city operations at acceptable levels. The FY'93 Budget Estimate represents the Administration's recommendations which support the policies of the City Commission. Finally, I would like to acknowledge the efforts of my Executive Staff, Department of Budget, Department Directors and their staff, and the support of the four Union Presidents: Charles Cox, Miami General Employees (AFSCME), William Bryson, International Association of Firefighters (IAFF), Ornel Cotera, Fraternal Order of Police (FOP) and Louis Watson of the Sanitation Employees Association (SEA) for their continued support. Respec y submitted, Cesar H. Odio City Manager 11001 READER'S BUDGET GUIDE a :.9 51 W-M :113 PieJ 55 Rem I s The purpose of this section is to explain the scope, format, and content of the City of Miami's annual budget document and to provide information which will aid the reader in understanding the budgetary concepts and components upon which this budget is based. A municipal budget is a plan of financial operation embodying an estimate of proposed expenditures and the proposed means of financing them during a fiscal year. The FY192-93 annual budget document for the City of Miami provides historical, current and future comparisons of revenues and expenditures, and proposed allocations of both fiscal and personnel resources. The budget contains summaries of all ongoing operations of the City with the exception of the six -year Capital Improvement Program (CIP) which is provided in a separate document prepared by the City. The annual CIP budget provides information on all new and ongoing capital improvement projects as well as those completed during the prior fiscal year. A summary of the estimated FY192-93 appropriations by CIP functional categories is.presented in the Budget Summaries section of this document. BUDGET FORMAT - OVERALL ORGMT_7.ATTC�N The Table of Contents lists the major subjects covered in this document and the corresponding page number. As a further aid to the reader, the document is organized into the following types of presentations: - Budget Message - A narrative summary of the FY'92-93 budget which highlights its most important financial aspects and provides an overview of the major changes proposed by the City Manager for the upcoming fiscal year. - Table of Organization - A chart illustrating the organizational structure of City departments and agencies by program area. Further indicators of the City's functional organization are provided at the beginning of departmental budget summaries and are discussed later in this section. - Budget Summaries - A collection of financial tables and charts summarizing various components of the City's budget. The primary focus is on the City's revenue estimates and proposed appropriation levels by fund. 11001 Fund Summaries - A series of seven categories organized by type of fund in which detailed Departmental/Divisional or Program Summaries are included for individual budgetary units. The fund categories used by the City of Miami in order of their location in the budget document are: General Fund General Obligation Bond Fund Debt Service Fund Enterprise Funds Special Revenue Funds Internal Service Funds Trust and Agency Funds An explanation of the format for the Department and Division Budget Summaries included in this section is provided below. Appendix - This section provides historical data for departments or divisions which have been reorganized or deleted. This information is included to fulfill the requirement of the City Charter. - Glossary of Budget Terms. - This section provides easy -to - understand definitions of the municipal budgetary terms used in this document. - FY193 Functional Table of Organization Charts - These charts show the total number of the FY193 departmental positions by title for each of the department's major functions. - Other City Agencies - Controlled by and dependent on the City Commission for budgetary authority. - Neighborhood Enhancement Program - Description and staffing of Net Service Centers. The largest section of this document is comprised of Department and Division Budget Summaries arranged, with a few exceptions, in alphabetical order within the appropriate Fund Summary section. The General Fund Budget Summary, for example, includes detailed summaries on all departments, divisions, programs and offices that are funded by General Fund. revenues. With the exception of the Office of the Mayor, the Board of Commissioners and the Office of the City Manager which are listed first, all other organizational entities and programs supported by General Fund revenues follow as shown in the Table of Contents. Department and Division Budget Summaries are presented in a standard format whenever applicable. Certain funding areas such as Special Programs and. Accounts (General Fund) follow individually tailored formats. Explanations of the standard Department and Division Budget Summaries are as follows: II 11001 A. Department Budget Summary - The standard two -page format for Department Budget Summaries is as follows: . First Page - Functional Cost - Performance Indicators Second Page - Departmental Budget and Position Summary - Description - Budget Highlights Explanations of the above components are as follows: - Functional cost - This section outlines the departmental cost by major function. - performance Indicators - This section measures output or services that indicate the quantity, or quality or effectiveness of a particular service. - D=artment i Budget and Position Summary - This summary is highlighted in a blue block at the top of the page and provides an historical comparison by major object code categories. These funding categories are explained in the glossary. The bottom line shows the total number of positions for each budgetary period. - Description - This section contains a narrative ` summary of the department's major responsibilities and activities to assist the reader in understanding the purpose for the fiscal and personnel allocations presented in the budget. - Budget Highlights - This section explains any major increases or decreases to this department's budget as well as any functional or organizational changes. B. Divisional Budget Summary- - Divisional Budget Summaries follow Department Budget Summary pages for those departments which are comprised of more than one division. These divisional summaries follow a standard one -page format which contain the following components: - Divisional Budget and Position Summary - Description - Selected Objectives - Budget Highlights The Divisional Budget Summary with the exception of the Selected Objectives component are identical to those explained above on the departmental level except that the III 1100, information contained within Divisional Summaries applies solely to the positions, budget, functions, and highlights of a single division within a multi -divisional department. The Selected Objectives component is used to provide decision makers with standards for service level control throughout the fiscal year. Objectives are planned tools which enable a program to be evaluated in terms of the intended result. Since budget planning is concerned with allocating scarce resources among competing needs, funding decisions must be based on the worth of a particular operation in comparison to others. The City's accounting records for governmental and expendable trust funds operations are maintained on a modified accrual basis with revenues being recorded when available and measurable, and expenditures being recorded when the services or goods are received and the liabilities are incurred. Accounting records for the City's proprietary and pension trust funds are maintained on the accrual basis with revenues being recorded when earned and expenditures being recorded as soon as they result in liabilities for benefits received. In general, the budget development process and content requirements of the City of Miami's annual budget are stated in Section 27 of the City Charter and, consistent with these requirements, the City Manager prepares a proposed budget. Detailed budget requests are made by each City department and agency, are reviewed and analyzed by the Department of Budget, and are approved by the City Manager. The City Manager's proposed budget is considered by the City Commission and at least two public hearings are scheduled. Before September 30, the Commission must adopt a budget and this budget may be the same as that proposed by the City Manager or may contain those amendments which the City Commission approves. After Commission action, the proposed budget is revised if necessary and is published as the adopted budget. The specific steps taken to prepare the annual budget are as follows: 1. The City Manager meets with Department Directors to outline the general philosophy for the upcoming budget, to discuss budget management goals, and to establish budgetary guidelines. IV 11()C31 2. The Department of Budget (DB) distributes the City Manager's memorandum concerning the budget development schedule, budget forms and procedural guidelines, and conducts a budget workshop for City departments and agencies. 3. Municipal departments and agencies prepare budget forms and justification detail and submit them to DB. 4. DB reviews and organizes departmental forms and submits them for review, modification and approval by the City Manager. 5. DB establishes budgetary limits and prepares departmental line -item budgets within the constraints of available revenues. Based on established limits, departments will submit the final copy of their budget request .and budget justification detail forms to DB. 6. The City receives Certification of Value from Property Appraiser which indicates the real and personal property value in the City. 7. The City Manager submits proposed millage rates and public hearing dates on the proposed budget to the City Commission. 8. The City Manager submits the Final Budget Estimate to the City Commission. 9. The City advises Property Appraiser and Tax Collector of millage rates and the day, time and place of first public hearing. 10. The Property Appraiser mails the notice of proposed property taxes and notification of time and location of the first public hearing to property owners. 11. The first public hearing is held on the tentative budget and proposed millage. ' 12. The second public hearing is advertised. 13. The second public hearing is held to adopt the . final millage rate and budget. 14. The Property Appraiser and Tax Collector are notified of the adopted millage rate. 15. A statement of compliance, a copy of the millage ordinance, a copy of DR420 and a copy of public hearing advertisements are submitted to the State Department of Revenue within 30 days after the adoption of the budget. v 11001 Mi19�4A=`1VMZH6 Z�7 There are two ways in which an adopted budget can be modified during the fiscal year. These are as follows: 1. The City Manager is authorized to transfer within a department any balance of an appropriation to a purpose or object for which an appropriation for the current year is insufficient. This is accomplished in the following manner: The department prepares a Transfer of Funds Request Form outlining specific amount and reasons for the transfer. The City Manager or his designee reviews and approves or disapproves the request. If approved, departmental appropriations are modified accordingly by the Department of Budget. 2. The City Commission is authorized to transfer between departments any balance of an appropriation to a purpose or object for which an appropriation for the current year is insufficient. This is accomplished in the following manner: The department prepares an amendatory ordinance outlining the specific purpose for this action. The City Manager reviews the amendatory ordinance and, if approves, places it on the City Commission meeting agenda. The City Commission must approve the ordinance by a majority vote. If approved, departmental appropriations are modified accordingly by the Department of Budget. The City of Miami utilizes several methods to monitor the receipt of anticipated revenues and to control budgetary spending during the fiscal year. One of these is the line - item allotment system which requires the establishment of predetermined spending plans by departments as measure against previous years' expenditures and permits the Department of Budget to monitor their adherence to this plan on a regular basis. The preparation of quarterly financial reports by the VI 11001 Departments of Finance and Budget also provide for the periodic monitoring of expenditures and revenues during the fiscal year and provide the information necessary to project the City's year-end financial situation and fund balance. These revenue and expenditure analyses are further supported by monthly revenue projections, bi-weekly salary savings projections, and the City's transfer of funds and expenditure control processes. In addition to the financial controls mentioned above, the City of Miami maintains a Position Authorization Request (PAR) System which provides for position control and the monitoring of salary -related expenditures. FINANCIAL STRUCTURE The budgetary policies of the City of Miami conform to Generally Accepted Accounting Principles as applicable to governments. The following is a summary of Miami's financial structure. The accounts of the City are organized on the basis of funds and account groups, each of which is considered a separate accounting entity. The operations of each fund are accounted for with a separate set of self -balancing accounts that comprise its assets, liabilities, fund equity, revenues, and expenditures or expenses, as appropriate. Government resources are allocated to and accounted for in individual funds based upon the purposes for which they are to be spent and the means by which spending activities are controlled. The funds used by the City are grouped by type into three broad fund categories and seven generic fund types as explained below. A. Governmental Funds are those through which most governmental functions of the City are financed. The acquisition, use, and balances of the City's expendable financial resources and the related current liabilities (except those accounted for in Proprietary Funds) -are accounted for through governmental funds. The measurement focus is upon determination of financial position and changes in financial position, rather than upon net income determination. The following are the City's governmental fund types. - General Fund - The General Fund is the general operating fund of the City. It is used to account for all financial resources except those required to be accounted for in another fund. VII 11001 Special Revenue Funds - Special Revenue Funds are used to account for the proceeds of specific revenue sources (other than special assessments, expendable trusts or major capital projects) that are legally restricted to expenditures for specified purposes. - Debt Service Funds - Debt Service Funds are used to account for the accumulation of resources for, and the payment of, general long-term debt principal, interest and related costs. Capital Projects Funds - Capital Projects Funds are used to account for financial resources to be used for the acquisition or construction of major capital facilities (other than those financed by Proprietary Funds). .. - �_ Ile Proprietary Funds are used to account for a City's organizations and activities which are similar to those often found in the private sector. This means that all assets, liabilities, equities, revenues, expenses and transfers related to the City's business activities -- where net income and capital maintenance are measured -- are accounted for through Proprietary Funds. The measurement focus is upon determination of net income, financial positions, and changes in financial position. - Enterprise Funds - Enterprise Funds are used to account for two types of operations: 1. Those that are financed and operated in a manner similar to private business enterprises where the costs of providing goods or services to the general public on a continuing basis be financed or recovered primarily through user charges. 2. Those where the City has decided that periodic determination of revenues earned, expenses incurred, and/or net income is appropriate for capital maintenance, public policy, management control, accountability, or other purposes. - Internal Service Funds - Internal Service Funds are used to account for the financing of goods or services provided by one department or agency to other departments or agencies of the City, or to other governments on a cost -reimbursement basis. Where capital replacements are necessary, particularly in the Fleet Management Division, user charges include an amount necessary to provide for replacement of equipment. VIII 11001 - Trust and Agency Funds - Trust and Agency Funds are used to account for assets held by the City in a trustee capacity or as an agent for individuals, private organizations, other governments, and/or other funds. These include Expendable Trust, Pension Trust, and Agency Funds. Pension Trust Funds are accounted for in essentially the same manner as proprietary funds since capital maintenance is critical. The City's Expendable Trust Funds (Self - Insurance and Pension Administration) are accounted for in essentially the same manner as Governmental Funds. In addition to its fund structure, the City of Miami uses account groups to establish accounting control and accountability for the City's general 'fixed assets and the unmatured principal of its general long-term obligations. These accounts are not funds. They do not reflect available financial resources and related liabilities, but are accounting records of the general fixed assets and general long-term obligations. The two account groups used by the City are: - General Fixed Assets - This account group is used to account for all fixed assets of the City other than those accounted for in the Enterprise Funds and Internal Service Funds. - General Long -;-term Debt - This account group is used to account for the long-term portion of claims payable, accrued compensated absences, lease purchase obligations and outstanding principal balances of long-term debt, other than revenue and special obligation bonds payable recorded in the Enterprise Funds. An explanation of the City of Miami's major General Fund Revenue sources are as follows: A. Taxes Charges levied by the City against the income or wealth of a person, natural or corporate, are called taxes. Taxes comprise 58% of the total General Fund budget. 1. These are taxes levied against the assessed valuation of real and tangible personal property IX t1 o 01 B. in Miami for the current year. The tax is expressed as a "mill" or $1 in taxes for every $1,000 of assessed valuation. Collections received by the Tax Collector for real and personal property ad valorem taxes levied for prior years are referred to as delinquent ad valorem taxes. 2. Franchise Fees Taxes levied annually on a corporation or individual by the local unit of government in return for granting a privilege, sanctioning a monopoly, or permitting the use of public property, usually subject to regulation, are called Franchise fees. Franchise fees are levied against such entities as Florida Power and Light and Southern Bell Telephone. Licenses and Permits These are revenues derived from the issuance of local licenses and permits. Licenses and permits revenues comprise 2% of the total General Fund budget. I. Professional and Occupational Licenses The City requires regulatory licenses for the privilege of engaging in certain trades, occupations, and other activities. The business and activities covered by the City's regulatory license code are included because of health, safety, or security hazards that might arise if the City does not take an active part in their regulation. The fee for regulatory licenses is designed to cover the cost of administration, inspection and enforcement. 2. Building Permits This revenue is derived from fees for permits issued by the Planning, Building and Zoning Department for construction of new buildings and additions, construction alterations, roofing, paving, etc. 3. Other Licenses and Permits Revenues in this category issuance of non -business levied according to the conferred by the license or these types of licenses and Permits, Traffic Permits Permits. are derived from the licenses and permits benefits presumably permit. Examples of permits are Fireworks and Burglar Alarm X 11001 C. Intergovernmental Revenue Revenues received from federal, state and other local government sources in the form of grants, shared revenues, and payments in lieu of taxes are referred to as Intergovernmental Revenues. Revenue of this nature comprises 13% of the total General Fund budget. 1. Federal Grants These types of grants include revenues of federal origin which are granted to local governments. The grants include all federally funded grant programs whether granted directly to the local government or administered by state agencies. An example of this type of grant is the USDA Food Program. 2. State Grants State Grants are funds which originate from state agencies. For accounting purposes where federal programs or grants are funded partially by the State, the portions of federal and state revenues are recorded separately. These are revenues received by the State and proportionately shared with units of local government. Examples are Cigarette Taxes, State Revenue Sharing, and Local Gas Option Taxes. Contributions from other governmental units to be used for the purpose specified comprise this category. These accounts do not include shared revenues or payments in lieu of taxes from local units or any revenues associated with services provided such as fire control or law enforcement. An example is the Convention Bureau contract with Dade County. These monies represent revenues received by local units that are proportionately shared among them. Revenues recorded in this account should be substantially controlled by the local unit which levied the tax, and should be directly disbursed by the governing body of that local unit. An example of this type of revenue is County Occupational Licenses. XI . 11001 D. Charges for Services Revenues derived from charges for services rendered by the City comprise this category. These funds comprise 5% of the total General Fund budget. 1. General Governments Revenues of this type reflect all monies resulting from charges for current services, excluding revenues of Intergovernmental Services Funds. These revenues include charges for services such as photographs, reports and ordinances. 2. Public Safety Revenues in this category include fees for police services, fire protection services, and emergency services. 3. Physical Environment Revenues from charges for services in this category include Cemetery Fees. Revenues from these types of services include fees for Park and Recreation activities and special events. These revenues represent charges for services in all areas not specifically mentioned above. Examples are computer printouts, engineering services and public hearing fees. E. Fines and Forfeits This is revenue resulting from various types of violations. Total funds in these categories make up 2% of the General Fund budget. 1. Fines These revenues represent monies received from penalties imposed for the commission of statutory offenses, violation of lawful administrative rules and regulations, and for neglect of official duty. Instances where fines are levied include confiscated property, pollution control violations, and court fees. XII 11001 2. Forfeits Revenues resulting from confiscation of deposits or bonds held as performance guarantees comprise this category. Revenues from sources not otherwise discussed fall into this category which totals 2% of the General Fund budget. 1. Interest Earnings This revenue includes all interest earned on investments, contracts and notes. 2. Other Miscellaneous Revenues Includes all revenues not specifically mentioned in this section, such as witness subpoenas and police witness fees. Monies received by the City which are not additions to assets of the City as a whole, although they may be to the receiving fund, are termed "Nonrevenues." Nonrevenues total 18% of the City's General .Fund. budget. 1. Interfund Transfers Transfers between individual funds of a governmental unit which are not repayable and are not considered charges for goods or services are called Interfund Transfers. These Interfund Transfers include balances of discontinued funds, but do not include general governmental contributions of capital to an enterprise type fund or payments made by an enterprise to a general government fund in support of its operation. 2. Contribution from Enterprise Operations Contributions made by an enterprise of the government to its general operating funds comprise this category. DEBT ADMINISTRATION The ratio of net bonded debt to assessed valuation and the amount of net bonded debt per capita are useful indicators of the City's debt position to municipal management, residents and investors. Section 2 of the City Charter limits the General Obligation bonded debt of the City to 15% of the assessed valuation of all real and personal property located within the City limits. The City's outstanding General Obligation Bona debt is currently 2% of assessed valuation. Another indicator used to determine fiscal soundness is the City's bond rating and marketability of its bonds. Moody's and Standard and Poor's have rated the City's bonds A and A+ respectively. These favorable ratings have made our bonds attractive to some of the largest and most prestigious financial institutions in the country. Good ratings coupled with good marketability has resulted in favorable interest rates for City bonds, which converts into millions of dollars in savings to the City taxpayers. CAPITAL IMPROVEMENT PROGRAM The Capital Improvement Program CIP) is an official statement of public policy regarding long-range physical development in the City of Miami. A capital improvement is defined as a capital or "in kind" expenditure of $5,000 or more, resulting in the acquisition, improvement or addition to fixed assets in the form. of land, buildings or improvements, and durable equipment with a life expectancy of at least three years. The Capital Improvement Program is a proposed funding schedule for six years, updated annually to add new projects, revaluate program and project priorities and to revise recommendations to take account of new requirements and new sources of funding. The annual capital programing process provides the following benefits: 1. The CIP serves as a source of information about the City's physical development and capital expenditures. It also allows management to plan for future operating requirements to coincide with completed capital projects. 2. The CIP provides a mechanism for coordination among projects with respect to funding location and timing and ensures that the most crucial projects are developed first. 3. The CIP is a tool for implementing Miami's Comprehensive Plan. 4. The Capital Improvement Program is divided into seven major program areas. Each program area is further broken down into functional categories, 11001 XIV sixteen in total. Capital projects are classified according to the sixteen functional categories. The complete schedule of program areas and functional categories is presented below. Lid Police Fire 5ociai ana Economic Environment Housing Community Development Economic Development Parks and Recreation Public Facilities Stadiums Auditoriums Marinas Transportation Streets Parking Mass Transit Physical Environment Sanitary Sewers Storm Sewers Solid Waste 5. The Capital Improvement Program, is funded from five major revenue sources: A. Federal Grants: Federal grants may be used only for the purposes specified in Federal laws, such as community development. The amount of funding available from Federal grants is dictated by Federal priorities. B. State Grants: State grants may be used only for purposes defined by State laws. C. City Bonds: Two types of bonds may be used for capital improvements: (1) Revenue Bonds and (2) General Obligation Bonds. Revenue bonds are issued to finance revenue -producing facilities. The principal and interest payments on these loans are paid from the revenues of the facilities. General Obligation Bonds, which must be approved by City voters before the bonds can be issued, finance specific capital improvement programs XV 11001 presented to the electorate, such as pubic safety, highways or storm sewers. D. Capital Improvement Funds: These funds are collected from current revenues produced by miscellaneous county or city taxes, fees, or from the operation of City of Miami facilities. E. Private Funds: This funding source includes any private funds as well as the dedication or sale of land for City capital facilities. City bonds provide the lion's share of CIP funding overall (68.40). While the federal government provides a modest (6.7-%), level of funding, the state funding level is minimal, only 1.6% of the program. Capital improvement funds, have been a significant source of funding for the program, accounting for 14.7% overall funding. Private funds and contributions account for 1.5% of the program. Miscellaneous funds account for 7.10 of overall funding. 6. Major emphasis is placed on maintaining and expanding the City's infrastructure. The greater effort is directed to public facilities, street improvement, park facilities, storm sewers, and sanitary sewers. The community redevelopment projects are designed to assist in neighborhood revitalization and the expansion of the City's economic base. Outlined below is a distribution of appropriations by major program area. Programs !L Physical Environment 26.0 Transportation 23.0 General Government 15.0 Parks & Recreation 10.0 Social and Econ. Envir. 10.0 Public Facilities 9.0 Public Safety 7.0 `UiZia] Capital Improvement projects, especially the construction of new facilities which increase service levels, can have a significant impact on the annual Operating Budget. Impacts can be both positive and negative. By identifying the impacts in the capital process which occurs in the XVI 11001 winter, departments and the management team can address them and budget accordingly during the annual operating budget process which occurs in the late spring. Information regarding the impact of a project on the operating budget is required with each capital project request submitted. The impacts are analyzed for accuracy and completeness and are included in the proposed Capital Improvement Program which will be reviewed by departments, management staff, the City Commissicn and citizens. Two recent examples of the impacts of capital improvement projects will more clearly illustrate how annual operating budget changes are precipitated by the capital planning process. The completion of two new Police Sub -stations necessitated the addition of Police Officers to staff the facilities. These positions along with supporting maintenance, operation, and equipment funding were added to the departments' annual operating budgets. Conversely, capital projects which replaced deteriorated sewer lines have dramatically decreased the complaints from citizens, judgements against the City, and the overtime required for emergency repairs. The savings from the reduction in emergency calls can then be applied to other operating. programs or capital projects, and fewer judgments against the City produces savings in the Self Insurance Trust Fund. Special Programs and Accounts, is comprised of contributions to government/quasi governmental agencies; and private organizations. Emergency funding and special projects are also included in this budget. Accounts are closely monitored in order to comply with legislation as mandated by the City Commission. There are seven major categories within Special Programs and Accounts as follows: 1. Reserve for Employee Benefits Funding is used to pay for severance, unemployment and vacation benefits and for recognition of outstanding employees. 2. Special Services Funds are allocated for lobbyists, consultants, memberships, and external auditing fees. XVII 11001 3. Reserve for Fixed and Sundry Funding is set aside for the City's cash match for approved grants. 4. Internal Services The amount budgeted in this category is used to pay maintenance and services for City owned equipment and real property. 5. Contributions This category is established to contribute general fund support to other City departments and agencies. 6. Special Community Programs These funds are used for beautification programs. 7. Miscellaneous The final category, consists of funds set aside to take care of commitments made by the City Commission during the course of the fiscal year; or commitments made in the prior year and carried forward. For those readers who have the need of additional financial information on the City of Miami, the Finance Department publishes a Comprehensive Annual Financial Report which provides fiscal year-end information on all funds and account groups under the direct legislative control of the City Commission, or for which the City has oversight responsibility. 11001 XVIII CITY OF MIAMI TABLE OF ORGANIZATION RESIDENTS OF MIAMI CITY COMMISSION CITY CITY CIVIL DOWNTOWN MIAMI SPORTS 0�F-sTREEr ATTORNEY CLERK SERVICE CITY MANAGER DEVELOPMENT & EXHIBITION PARKING BOARD AUTHORITY AUTHORITY AUTHORITY SELF INSURANCE INTERNAL FIRE FINANCE RISK/HEALTH 11 AIInITR POLICE ASST. C.M. ASST. C.M. ASST. C.M. ASST. C.M. ASST. C.M. ASST. C.M. ASST.C.M. PARKS, REC. COMMUNITY CONFERENCES PLANNING, AND PUBLIC DEVELOPMENT CONVENTIONS AND COMPUTERS BUILDING AND BUDGET FACILITIES PUB. FAC. ZONING DEVELOPMENT PERSONNEL GENERAL SERVICES/ PUBUC WORKS AND MANAGEMENT SOLID WASTE HOUSING XIX 11001 BUDGET SUMMARIES 1100,1 M L LZL,E H S T ('--) R, ""i TA B L E DEBT SERVICE GENERAL FIJPJD TOTAL OTHER M I I I • tm rig to ♦�♦ F.�� Off• • • ♦• ♦ Py� �y ��•���� �i•�P%i i ♦ • ♦,•i'i••••+•i' ii� ♦ �♦•♦ •ii; i• • �! •i• •� '•♦O••iiii ••Pi�•O� i♦Y • i♦i • d r • �•i•�ii! •iii�'P••••��• �•i • •. • i P•O P•�i G••.♦••i'f .•♦• YP ♦ ••. �•O • ; • di i i O• i i i0 MNN. dou i �`••di i� • P•� r Pi•♦ O •yi �••� � •Pii •V •� ►•♦Pi�PP•i ♦•'y` '•♦�•ii •i ��Miii •�•ii . i ii �P.•�•r• Y•s p•�•• :.�A•::ii• �i ii i i��%iii�••i ii • ♦ ••i�♦ P •yMiti Pi •P,,� ;P•�y�i .♦ ..♦.•: :...w• w .....� .P .:Ei: !.i!i.✓..� •1K •❖•:�•�M A /. NI T SAGE AND TAXABLE VALUE The following table shows the City's Total tax millages since 1962. " Fiscal Total General Debt Street Hydrant Year Mill aae Fund Service Pensions LightingService LibrarX Publicity • 1961-62 20.340 10.996 3.234 3.100 .936 .366 1.191 .517 1962-63 20.340 11.454 2.504 3.307 .922 .371 1.248 .534 1963-64 18.340 9.714 2.254 3.213 .962 .352 1.264 .581 1964-65 18.240 10.048 1.913 3.088 .923 .353 1.272 .643 1965-66 18.240 10.600 1.913 3.214 .703 .293 1.170 .340 1966-67 15.790 9.439 1.738 2.258 .717 .257 .944 .437 1967-68 15.790 9.507 1.882 2.263 .526 .242 .980 .390 ` 1968-69 15.762 9.380 1.882 2.460 .456 .223 .956 .405 1969-70 15.762 9.418 1.892 2.400 .511 .174 .972 .405 1970-71 14.825 9.180 1.319 2.482 .523 .114 .865 .342 1971-72 14.755 8.658 2.232 2.661 .480 -0- .304 .420 1972-73 12.673 6.152 2.673 2.779 .665 -0- -0- .404 1973-74 13.436 5.821 3.781 2.892 .503 -0- -0- .439 1974-75 10.880 4.959 2.311 3.064 .242 -0- -0- .304 1975-76 10.930 5.553 2.311 2.521 .374 -0- -0- .171 1976-77 11.903 5.683 2.311 3.129 .541 -0- -0- .239 1977-78 13.200 10.000 3.200 -0- -0- -0- -0- -0- 1978-79 14.487 10.000 4.487 -0- -0- -0- -0- -O- 1979-80 13.960 10.000 3.960 -0- -0- -0- -0- -0-- 1980-81 11.987 9.036 2.951 -0- -0- -0- -0- -0- 1981-82 10.664 8.947 1.717 -0- -0- -0- -0- -0- 1982-83 10.729 9.061 1.668 -0- -0- -0- -0- -0- 1983-84 11.1238 9.5514 1.5724 -0- -0- -0- -0- -0- 1984-85 11.9091 9.8571 2.0520 -0- -0- -0- -0- -0- 1985-86 11.9091 9.8571 2.0520 -0- -0- -0- -0- -0- 1986-87 12.2912 9.8400 2.4512 -0- -0- -0- -0- -0- 1987-88 11.8219 9.5995 2.222.4 -0- -0- -0- -0- -0- • 7.988-89 11.9376 9.5995 2.3381 -0- -0- -0- -0- -0- 1989-90 11.9376 9.5995 2.3381 -0- -0- -0- -0- -0- ` 1990-91 11.9376 9.5995 2.3381 -0- -0- -0- -0- -0- 1991-92 11.9303 9.5995 2.3308 -0- -0- -0- -0- -0- Estimated 1992-93 11.9303 9.5995 2.3308 -0- -0- -0- -0- -0- The Metropolitan Dade County Property Appraiser advised the City that the effective taxable value for the City of Miami is $10,814,324,841. This taxable value is composed of the following: Current year taxable value of real property for operating purposes $ 9,543,574,538 Current year taxable value of personal property for operating purposes 1,263,566,792 Current year taxable value of centrally assessed property for operating purposes 7,183,511 Current year effective taxable value $10,814,324.841 I100�. After providing a reserve for early payment discounts and uncollectable taxes, and excluding exemptions, the net return per mill for 1992-93 is $ 10,273,609, 1 GROSS TA',LE VALUE 18(000,000,000) 16 14 12 10 8 6 4 1) EFFECTIVE TAXI E `v'ALUE MMII ■.MI M.P•]I MM-1 �.I•;1 �s:•:I �_. �� lea �," �1r�1 m 1980-19831984198519861987198819891990199119921993 FISCAL YEAR NEW CONSTRUCTION AND GROWTH EFFECTIVE TAXABLE VALUE CONSTRUCTION GROWTH TREND (000,000,000) 1� 10 9 6 7 6 5 4 3 2 1 0 75 76 77 78 79 80 81 82 82 84 85 5687 88 89 90 91 92 93 FISCAL YEAR REVENUE BY FUND GENERAL FUND ($195.6) 46.8% SERVICE ($5.3) 1.3% L. SVC ($19.5) 4.7% SPECIAL REVENUE ($60.5) 14. lqqupl", GENERAL OBLIGATION ($25.2) 6% ENTERPRISE FUNDS ($59.6) 14.3� TRUST & AGENCY FUNDS ($52.2) 12.5% TOTAL $41 7,903,497 FISCAL YEAR 1992 - 93 11001 4 MLLLA(;E AND TMAMZ VALUE The City of Miami's total millage rate is composed of two different millages. The estimated 1992-93 rates are: Adopted Adopted Estimated Estimated 1991-92 1991-92 1992-93 1992-93 Avorggriation Funds Mill Millaae Revenue General Fund 9.5995 $ 101,134,459 9.5995 $ 98,012,251 Debt Service 2.3308 24,740,101 2.3308 23,945,728 Total 11.9303 $ 125.874.560 11.9303 $ 121,957,972 CITY OF MMI-a Fiscal Year Value s uross raganie value J r1LLtL:l.1VC LCULQLUC 1993 15,480,490,948 10,814,324,841 1992 15,799,240,152 10,955,540,396 1991 15,363,853,067 10,792,152,378 1990 14,964,927,767 10,533,383,819 1989 14,575,179,232 10,241,649,788 1988 13,941,050,000 9,806,818,522 1987 13,541,798,072 9,487,610,939 1986 12,724,093,399 9,231,416,905 1985 11,965,329,751 8,894,728,375 1984 11,245,285,508 8,391,053,546 1983 10,456,008,323 7,738,386,779 1982 9,445,320,714 7,211,463,891 1981 7,759,597,179 6,058,127,660 1980 5,352,064,223 4,316,508,947 1979 4,996,888,855 3,984,105,976 1978 4,814,918,142 3,828,183,022 1977 4,709,876,152 3,739,649,951 1976 4,524,401,581 3,543,568,601 1975 4,168,281,130 3,234,177,689 1974 3,282,000,127 2,496,832,994 1973 2,973,619,262 2,217,286,121 1972 2,793,456,879 2,074,181,828 1971 2,587,843,449 1,889,309,701 11001 3 GENERAL FUND Taxes Licenses and Permits Int tal Revenue Charges for Services Fines and Forfeits Miscellaneous Revenues Nonrevenues Total GENERAL OBLIGATION BC7NDS Ad Valorem Requirements Assessment Liens Interest Delinquent Taxes Total TOTAL CITY GENERAL OPERATING REVENUES Admissions, Rentals, Fees Surplus/(Deficits) funded fran other Funds * For information purposes only Adopted Amended Estimated 1991_92 $116,298,797 $118,721,403 $114,096,809 4,559,000 4,809,000 4,594,758 25,767,064 25,767,064 25,380,681 13,609,232 10,936,626 9,209,329 3,150,000 3,150,000 4,000,000 4,103,254 4,103,254 3,684,533 $200,301,264 $200,301,264 $195,558,297 $ 24,740,101 $ 24,740,101 $ 23,945,728 572,450 572,450 600,000 450,550 450,550 250,000 -0 -0 454,025 $ 25,763,101 $ 25,763,101 $ 25,249,753 $226,064,365 $226,064,365 $220,808,050 $ 42,504,866 $ 42,504,866 $43,626,584 $ 17,745,167 $ 17,745,167 $16,002,875 156 S273,575,QH S269,949,821 4,432,021 S 4,432,021 1 : S 20,461, 1 1 .4 ' S 16,074,081 5 1100,1 450 400 350 300 250 200 150 100 50 0 TOTAL REVENUE TRENDS ...- :..::..:.:.:.:.:. 81-82 82-83 83-84 84-85 85-86 86-87 87-88 88-89 89-90 90-91 91-92 92-93 FISCAL YEAR 11001 0 GENERAL FUND REVENUE TAXES ($1 14.1) 58.3% NUN HLVENUES ($ 54.6) 1 /. /% ;. REVENUES ($3.7) 1.9% =S & FORFEITS ($4.0) 2% SES & PERMITS ($4.6) 2.4% FOR SVCS. ($9.2) 4.7% nvi�rwvv�RNMENTAL ($25.4) 13% TOTAL BUDGET $ 195,558,297 FISCAL YEAR 1992 - 93 1100, t- • 0u --; V�=,••W A. Ad Valorem Taxes Taxes Real - Current Taxes Personal - Current Taxes Real - Delinquent Taxes Personal - Delinquent Assessment Liens/Rangers Interest on Assessment Lien Subtotal B, Franchise Fees FPL Franchise Gas Franchise Cable Franchise Subtotal Total Taxes A. Professional and OccuwatlOnal Business Licenses Occupational License - Fee Contractors Occupational - Lic. Subtotal B. Building Permits Line Grade Survey C. Other Licenses and Permits Fireworks Assembly Explosive Permits Bench Permits Traffic Permit Fees Class "C" Permits Major Use Permits Subtotal Total Licenses and Permits $ 90,044,298 11,090,161 800,000 200,000 288,000 $102,424,959 $ 13,178,574 45,264 650,000 S 13,873,838 S116,298,797 $ 4,200,000 700 18,500 $ 4,219,200 $ 90,044,298 11,090,161 2,422,606 500,000 288,000 $104,347,565 $ 13,178,574 545,264 650,000 14,373,838 S118,721,403 $ 4,200,000 700 218,500 $ 4,419,200 Estimated 1992-93 $ 86,489,122 11,523,129 1,800,000 200,000 -0- $100,012,251 $ 12,760,281 674,277 650,000 S 14,084,558 S114,096,809 $ 4,250,000 700 18,500 $ 4,269,200 $ 75,800 $ 125,800 $ 76,558 $ 2,000 17,000 500 144,500 30,000 40,000 $ 264,000 . • 1" $ 2,000 17,000 500 144,500 30,000 40,000 $ 264,000 *11:111�� $ 2,000 8,000 500 144,500 28,000 18,000 48,000 $ 249,000 1001 GENERAL II BI Revenue DetailCcnwarison • �•L•� Adopted Affended Estimated • • • III. I XXNER022U.ALREVEN[JE A. Federal Grants US Dept. of Health USDA Food Program Subtotal B. State Shared Revenues Cigarette Tax - Two Cents State Revenue Sharing Mobile Home Licenses Beverage Licenses Half -Cent Sales Tax Local Option Gas Tax Labor Mgt. Comm. Grant Subtotal $ 125,000 $ 125,000 $ 127,726 98,000 98,000 98.000 $ 223,000 $ 223,000 $ 225,726 $ 457,705 $ 457,705 $ 458,747 3,234,760 3,234,760 2,825,464 37,507 37,507 37,507 237,885 237,885 237,885 15,352,024 15,352,024 15,748,289 4,692,583 4,692,583 4,677,063 $24,072,464 $24,072,464 $23,984,955 C. Other Public Safety Fire Fighters Supp. Comp. $ 125,600 $ 125,600 $ 100,000 D. Shared Revenues from other Local Units Local Govt. Pmt. in Lieu of Taxes $ 120,000 $ 120,000 $ 120,000 County Occupational Licenses 860,000 860,000 860,000 $ 980,000 $ 980,000 $ 980,000 E. Other Payments fran Local Units Training Revenue - Fire Metro -Dade Fire, Rescue Contr. Total I LU=L vemimntal Revenue IV. CHARGES FOR SERVICES A. General Government Comprehensive Plan Amend. Photos Reports Sale of Atlas - Planning Board H.C.B. Appearance Fee Subtotal $ 90,000 $ 90,000 $ 900,000 276,000 276,000 -0- $ 366,000 $ 366,000 $ 90,000 $ 3,500 $ 3,500 $ 4,500 750 750 750 7,200 7,200 7,280 20 20 20 $ 11,970 $ 11,970 $ 13,050 11001 E Adopted Azended Estimated •• . •• .1992-93 B. Certification Coping Record Search Plat Checks $ 25,000 $ 25,000 $ 22,500 Lien Search Fee 35.000 35.000 50,000 Subtotal $ 60,000 $ 60,000 $ 72,500 C. other General Govt. CrLaraes and Fees Unclaimed Monies $ 200,000 $ 200,000 $ 100,000 Salvage 300 300 300 Service Charges 5,000 5.000 5.000 Subtotal $ 205,300 $ 205,300 $ 105,300 D. Public Safety Police Escort (Funeral) Police Instr. Roster Reimb. Burglary and Alarm Ord. Adm. Surcharge, Off -Duty Police I.D. to Departments Towing Charges Interim Proprietary Fees Subtotal E. Fire Protection Services Emergency Medical Services Subtotal F. Protective Inspection Fees Fire Flow Tests Flammable Liquids Standpipe Tests Sprinkler System Inspection Land Use Renewal Certificate of Use Renewals Inspection Test Fees Reinspection Fees Administrative Fee - Fire Administrative Fee - Self Insurance Subtotal $ 50,000 $ 50,000 $ 45,000 17,000 17,000 6,200 325,000 325,000 340,000 325,000 325,000 328,250 1,225 1,225 1,237 175,000 600,000 175,000 600.000 170,750 300.000 $1,493,225 $1,493,225 $1,191,437 51.116,375 S1.116.375 51.550.000 $1,116,375 $1,116,375 $1,550,000 $ 25,000 27,000 2,380 35,000 100 2,020,000 60,000 4,000 9,120 $2,184,880 $ 25,000 27,000 2,380 35,000 100 2,020,000 60,000 4,000 9,120 $2,184,880 $ 15,000 25,000 2,416 30,000 100 1,750,000 22,000 1,550 8,500 $1,856,566 G. other Public Safety Chg§ & Fees Auto Pound Fees $ 160,000 $ 160,000 $ 65,000 Teleccam nication Right -of -Way Fees 157,422 157,422 20.000 Subtotal $ 317,422 $ 317,422 $ 85,000 11001 10 GENERAL FUND Revenue Detail Comparison REVENUL, by Category Adopted Amended Estimated 1 - 2 1991_92 1992-93 H. Physical Environment Cemetery $ 2,593 $ 2,593 $ 2,600 I. EdrhIM Facilities Parking Rental $ 150,000 $ 150,000 $ -0- J. Human Service Day Care Fees $ 199,000 $ 199,000 $ 200,000 K. Culture - Recreation Class Fees $ 25 $ 25 $ -0- Pools Admission 1,500 1,500 1,700 Tennis Fees 10,341 10,341 10,341 Light Lines 3,000 3,000 3,000 Facility Rentals 267,348 267,348 267,348 Rental - Karts 1,000 1,000 -0- Miscellaneous/Parks 55 55 -0- Subtotal $ 283,269 $ 283,269 $ 282,389 L. Other Charges for Services Other Services Charges & Fees $ 75 $ 75 $ 75 Public Works Miscellaneous 75G 750 500 Covenant Fees 11,600 11,600 6,500 Excavation Utilities 240,000 240,000 155,000 Sidewalk Cuts & Repair 24,000 24,000 22,000 Photocopy Services 101,500 101,500 102,000 Equipment Rental 70 70 -0- Miscellaneous Service Charges 1,000 1,000 31000 Engineering Services 5,622,606 3,700,000 2,378,412 Cost Allocation Plan 403,797 403,797 800,000 Sidewalk Cafe Permit 80,000 80,000 80,000 Waterfront Improvement Permit 9,800 9,800 10,000 Sale of Documents 65,000 65,000 71,000 Plan Checking Fee 265,000 265,000 210,000 Right -of -Way Use Permit 10,000 10,000 12,000 Construction Services 750,000 -0- -0- Subtotal $ 7,585,198 $ 4,912,592 $3,850,487 Total Charges for Services 513,609,232 $10.936.626 59,209,329 V. FINES AND FORFEITS A. Court Cases Metro Dade County Court $3,000,000 $ 3,000,000 $3,900,000 B. Other Fines and Forfeits School Crossing Curds 150,009 150,90 100,000 Total Fines and Forfeits S3,150,000 S 3,150,000 54,000,000 VI. Vj*V Adopted Amended Estimated 1 1- 2 1991_92 1992-93 A. Interes Interest on Investments $ 1,250,000 $ 1,250,000 $ 750,000 Interest Inca a -Other 450,000 450,000 400,000 Investment Administration Costs 120.000 120,000 120,000 Subtotal $ 1,820,000 $ 1,820,000 $ 1,270,000 B. Other Miscellaneous Revenues Concessions $ 100 $ 100 $ -0- Utilities 20,000 20,000 30,000 Rental Properties 1,500,000 1,500,000 1,500,000 Sale of Equipment 100 100 100 Reimb. Lost Property 12,000 12,000 2,500 Other Surplus Sale 25,000 25,000 30,000 Rouse Miami Inc. Contribution 650,000 650,000 795,833 Miscellaneous Revenues 40,000 40,000 25,500 Police Witness Fees 10,192 10,192 10,396 Jury Duty Fees 200 200 204 Criminal Justice Institute 25,662 25.662 20,000 $ 2,283,254 $ 2,283,254 $ 2,414,533 Total Miscellaneous Revenue S 4,103,254 S 4,103,254 S 3,684,533 A. Other Nonrevenues Salary Recovery $ 172,000 $ 172,000 $ 168,527 Police Overtime Salary Refund 440,000 440,009 360,000 Subtotal $ 612,000 $ 612,000 $ 528,527 B. Contribution from Special Environmental Stonnwater'Sewer $ 2,100,000 $ 2,100,000 $ 3,663,753 Public Service Taxes Transfer 22,302,376 22.302.376 22,875,570 Subtotal $24,402,376 $24,402,376 $26,539,323 i1001 12 GENERAL I• REVENUE Revenue Detail Caffyarison by Adopted Amended Estlimne •. • •. • j C. Contribution from Enterprise Planning, Building & Zoning $ 535,796 $ 535,796 $ 370,490 Orange Bowl/Guaranteed Entitlement 2,000,000 2,000,000 2,075,121 Dinner Key Marina -0- -0- 76,185 Coconut Grove -0- -0- 2,397 Subtotal $ 2,535,796 $ 2,535,796 $ 2,524,193 Dept.D. Contribution for Law 111 S 125,000 S 125,111 Su • • _ 111 111 111 E. Contribution from MiaMi F. Contribution/DebContribution/Debt Servic- Miami Arena 300,000 $ 300,000 $ 300,000 Contribution from G.O. Debt Svc. $ 450,000 $ 450,000 $ 463,194 Debt Service/Telephone Franchise 300,000 300,000 306,000 Debt Service/Guaranteed Entitlement 3,114,203 3,114,203 2,810,22 Subtotal $ 3,864,203 $ 3,864,203 $ 3,580,144 G. Fund Balance $ 974,542 $ 974,542 $ -0- H. Community Development/19th yr. $ -0- $ -0- $ 995,000 Total Nonrevenues TOML GENERAL I• S200,3000,301,264 11001 13 ENTERPRISE FUND SUMMARY SOLID BUILDIING PUB. FAC. PUB. FAC. WASTE AND ZONING OTHER* (1000,000) .•. a �:•;•.• ?:�': ;:; •❖••• :.•: y ..� xx I ////Y, FAA M EPA MO. VER W/, wo FI SCAL YEAR *Include: Government Center Parking and Manuel Artime Community Center 11001 14 ENTERPRISE FUND SUMMARY FISCAL YEAR 1992-93 IF Marine Stadium Bobby Madura Miami Stadium Orange Bowl Stadium Dinner Key Marina Bayside Marina Dinner Key Boat Yard Subtotal Golf Courses Melreese Golf Course Miami Springs Golf Course Subtotal Conferences, Conventions and Public Facilities Coconut Gave Convention Center Government Center Parking Garage Planning (Building and Zoning) General Services Admin. and (Solid Waste) Manuel Artime Camunity Center TOTAL Total Total Revenue Budget Surplus Estimate Estimate (DeficW $ 253,574 $ 253,574 $ - 0 - 208,230 208,230 - 0 - 5,160,000 5,160,000 - 0 - 2,182,448 2,182,448 - 0 - 613,749 705,281 (91,532) 304,008 304,008 - 0 - $ 8,722,009 $ 8,813,541 $ (91,532) $ 729,899 $ 729,899 $ - 0 - 710,004 710,004 _ 0 _ $ 1,439,903 $1,439,903 $ - 0 - $ 7,479,349 $11,624,436 $ (4,145,081 $ 901,623 $ 901,623 $ - 0 - $ 559,445 $ 1,838,013 $ (1,278,564 $ 5,401,985 $ 5,401,985 $ . - 0 - $18,965,720 $29,097,016 $(10,131,296 Note: I. Deficits totalling $5,423,655 are supplemented from a contribution fiat Utilities Service Taxes. Note: 2. Deficits are supplemented fran the General Fund. 11001 15 APPROPRIATION SUMMARY ARISON BY FUND & SPENDING AGED'" General Fund Mayor Board of Commissioners Office of the City Manager City Clerk Civil Service Computers Finance Fire Rescue and Inspection Services Internal Audits and Reviews Law Budget Parks, Recreation and Public Facilities Personnel Management (Planning), Building and Zoning Police Public Works Special Programs and Accounts Total General Fund General Obligation Bonds Total General Operating Appropriations Conferences, Conventions and Pub. Coconut Grove Convention Center Marine Stadium Bobby Madura Miami Stadium Orange Bowl Stadium Melreese Golf Course Miami Springs Golf Course Dinner Key Marina Bayside Marina Dinner Key Boat Yard Government Center Parking Garage Planning,(Building and Zoning) Adopted 191-2 $ 383,059 682,544 1,113,587 1,033,045 292,017 4,348,765 2,951,211 45,255,933 1,003,934 3,020,980 1,361,100 10,540,725 1,886,634 1,553,568 88,733,220 12,739,723 23,401,E $200,301,264 25,763,101 Fac. $ 11,846,080 919,290 238,006 252,257 5,093,000 720,042 742,446 2,520,300 641,552 -0- General Svcs. Admire. and (Solid Waste) Manuel Artime Community Center Total Enterprise Funds Less: Deficits apppropriated in Special Programs Total Operating Appropriations Debt Service Fund Guaranteed Entitlement and Housing Revenue Bonds 1,716,900 5,497,460 29,461,595 601.105 $ 60,250,033 Amended 1 1- 2 $ 383,059 682,544 1,113,587 1,033,045 292,017 4,348,765 2,951,211 45,255,933 1,003,934 3,020,980 1,361,100 10,540,725 1,886,634 1,553,568 88,733,220 12,739,723 23,401,219 $200,301,264 25,763,101 $ 11,864,080 919,290 238,006 252,257 5,093,000 720,042 742,446 2,520,300 641,552 -0- 1,716,900 5,497,460 29,461,595 $ 60,250,033 Estimated 1992-93 $ 368,109 656,800 993,084 819,093 256,931 3,906,902 2,944,125 43,355,701 871,652 2,663,914 1,185,158 9,267,777 1,890,568 1,342,923 87,826,955 11,318,558 25,890,047 $ 195,558,297 25,249,753 $ 11,624,436 901,623 253,574 208,230 5,160,000 729,899 710,004 2,182,448 705,281 304,008 1,838,013 5,401,985 29,097,016 $ 59,629,459 11001 16 APPROPRIATION L Adopted Amended Estimated 1991-92 .. . .. 2-93 S ggial Revenue Funds E-911 Emergency System $ -0- Rescue Services 2,134,653 Development and Housing Conservation 9,328,532 Downtown Development Supplemental Fee 46,959 Impact Fee Administration 36,000 Environmental Stone Sewer Water Fund 6,100,000 Cammunity Development Block Grant 12,613,000 Law Enforcement Training Fund 215,000 Metro Dade Tourist Bed Tax 1,460,000 Utility Service Tax Special Revenue Fund 28,529,253 Total Special Revenue Funds Internal Service Fluids S 60,463,327 Ccsm mications Services $ 3,694,730 Custodial Maintenance 407,686 ` Fleet Management 10,919,487 Print Shop 879,261 Property Maintenance 3,670,483 Purchasing 889,836 Total Internal Service Funds S 20,461,483 Trust and Ag=ry Funds Pension $ 24,301,007 Self Insurance 23,692,942 Southeast Over./Park W.-Redevel. Trust Fund 1,341,052 CMI Tax Increment District 1,430,813 Total Trust & Agency Funds S 50,765,814 *Axxthoritbes4QLb= At�e_nr i es Downtown Development Authority $ 1,505,486 Department of Off- Street Parking 12,701,590 Miami Sports and Exhibition Authority 864,236 Bayfront Park Management Trust 1,002,767 Total S 16,074,081 * For Information Purposes Only $ -0- 2,134,653 9,328,532 46,959 36,000 6,100,000 12,613,000 215,000 1,460,000 �W $ 3,694,730 407,686 10,919,487 879,261 3,670,483 889,836 S 20,461,483 $ 24,301,007 23,692,942 1,341,052 1,430,813 S 50,765,814 $ 1,505,488 12,701,590 864,236 1,002,767 S 16,074,081 $ 1,200,000 2,214,458 6,782,629 46,959 24,000 6,100,000 13,156,000 215,000 1,460,000 $ 2,254,653 383,225 11,792,242 838,915 3,401,071 823,155 0 $26,472,991 23,333,986 1,049,703 1,358,963 $ 1,377,192 11,612,859 1,061,069 1,203,529 17 i1001 oil Fps--• .. Personnel Services $ 148,047,406 Operating Expenses 25,573,228 Non -Operating Expenses* 2,865,485 Capital Outlay 413,926 Subtotal $ 176,900,045 special Programs and Accounts 23,401,219 Total S 200,301,264 *Retirenent Incentive Savings transferred fran Personnel Services to non -operating expense (Budget Reserve). Personnel Services Operating Expenses Capital Outlay Total Personnel Services Operating Expenses Capital Outlay Total Amended 1991-92 $ 25,466,406 34,644,017 139,610 S 60,250,033 $ 9,411,743 8,927,904 2,121,836 S 20,461,483 r� $ 145,345,394 23,860,025 -0- $ 169,668,250 25,890,047 S 195,558,297 Estimated 1992-93 $ 24,709,348 34,820,147 99,964 $ 59,629,452 Estimated 1992-93 $ 9,164,425 8,482,371 1,846,465 S 19,493,261 m 11001 APPROPRIATIONS BY MAJOR OBJECT CODE GENERAL FUND AIM C7MNBM 12aw 8PQ2Al ►M r Aocm 13.2x TOTAL ALL FUNDS FISCAL YEAR 1992 - 93 11001 19 1992- 3 ti:,►�hn- Total Grant Source/Descriptive Name of Grant Contract Period Award • • • • •� - r e�:: ►�4. MAW r a}�m • • it r • - ia+ Ccm unity Development Block Grant (18th Year) 06/15/92 to Open $ 13,156,000 Federal Herne Investment Partnership Grant 06/01/92 - 05/31/93 5,314,000 Section 8 Housing Grant 10/01/92 - 09/30/93 2,338,278 $ 20,808,278 U.S. DEPT. OF JUSTICE Real Property Forfeiture Detail (Asset Tracking) 07/01/91 to 08/31/93 $ 74,500 Miami Police Crack Task Force 06/15/88 to 12/21/92 1,290,183 Geographic Targeting 07/01/91 to 08/31/93 140.000 $ 1,504,683 DOM JI'PA Stay -in -School Program (FY'93) 07/01/92 to 06/30/93 $ 108,750 Neighborhoods Jobs Program (FY'93) 07/01/92 to 06/30/93 509,510 Intergovernmental Liaison (FY'93) 07/01/92 to 02/28/92 55,000 JT'PA/Dislocated Workers (FY'93) 07/01/92 to 06/30/93 145,350 JI'PA/Dislocated Workers Eastern Airlines (FY'93) 02/22/92 to 06/30/93 758,037 Labor Management Cooperation Grant 10/01/91 to 03/31/93 62.088 S 1,638,735 TOTAL APPROVED GRANTS S 23,951,696 is • i�+ r ri= �4=' • � . • • r �• . kfAcaul �Gr- K� Sumner Food Service for Children - 1993 06/93 to 09/30/93 $ 302,677 U.S. DEPARTMENT' OF LABOR Summer Youth Employment Program - 1993 04/93 to 09/30/93 $ 536,8.50 Surface Water Improvement and Management Projects To be determined $ 1,000,000 20 11001 man SUMDIARY PROPOSED FOR USES OTHER THAN COAL OPERATING Total Grant SourcefDescriptive Name of Grant Contract Period Award FLORIDA DEPARTMENT OF HEALTH AND REHABILITATIVE SERVICES Recreation Programs for the Mentally Retarded 07/01/92 to 06/30/92 $ 254,952 TOTAL ANTICIPATED GRANTS NOT YET APPLIED FOR S 2,094,479 11001 21 THIS PACE DELIBERATELY LEFT BLANK 22 Functional Category Estimated 1992-93 A. General Government $ 3,127,600 B. Public Safety Fire Rescue $ 626,400 C. Social and Economic Environment Economic Development $ 168,900 D. Parks and Recreation $ 5,519,400 E. Public Facilities Marinas $ 3,424,600 F. Transportation Streets $ 17,460,500 Mass Transit 1,825,800 $ 19,286,300 G. Physical Environment Solid Waste $ 4,823,000 Sanitary Sewers 16,134,500 Storm Sewers 9,700,000 $ 30,657,500 TOTAL S 62,810.700 23 Adopted Amended Budget Budget 1 1- 2 1991-92 Difference Estimated Between Budget Estimated & 1992-93 Amended Mayor 10 10 10 -0- Board of Commissioners 16 16 16 -0- City Manager's Office 17 16 16 -0- City Clerk 12 12 12 -0- Civil Service 4 4 4 -0- Computers 51 51 50 (1) Finance 56 56 50 (6) Fire, Rescue and Inspection Svcs. 716 679 638 (41) Internal Audits and Reviews 17 17 14 (3) I.aW 43 46 46 -0- Budget 18 19 18 (1) Parks,Recreation and Public Fac. 135 113 113 -0- Personnel Management 32 32 30 (2) (Planning), Building and Zoning 23 21 20 (1) Police 1539 1538 1534 (4) Public Works 137 105 105 -0- Special Programs and Accounts 4 -1 26 155 Tom, FERAL FUND 2830 2746 2702 (44) GRIERAT OBLIGATION BONDS 9 7 9 2 CAPITAL IMPROVEMENT FUND 2 2 2 -0- ENTERPRISE FUND Conferences, Conventions and Pub. Fac. 17 16 14 (2) Coconut Grove Convention Center 5 5 5 -0- Marine Stadium 1 2 -0- (2) Bobby Madura Miami Stadium 2 2 1 (1) Orange Bowl Stadium 14 14 11 (3) Melreese Golf Course 6 7 4 (3) Miami Springs Golf Course 4 3 3 -0- Dinner Key Marina 12 12 11 (1) Bayside Marina 3 3 3 -0- Planning, (Building and Zoning) 89 89 88 (1) General Svcs. Admin.and (Solid Waste) 397 356 356 -0- Manuel Artime Com mnity Center 7 _6 6 0- 70TpL UPRISE FUNDS 557 515 502 (13 ) 24 11001 SUMMARY OF POSITION COMPARISON Difference Adopted Amended Estimated Between Budget Budget Budget Estimated & . 1 1- 1991_92 1992-93 Amended SPECIAL REVENUE FUND Rescue Services 29 29 29 -0- Development and Housing Conservation 48 45 45 -0- Commi uty Development Block Grant 2fi TOTAL SPECIAL REVENUE FUNDS 113 107 107 -0- 1NTERNAL SERVICE FUND General Services Administration Director's Office 11 11 11 -0- Canumucations Services 20 19 19 -0- Fleet Management 88 93 93 -0- Print Shop 13 11 11 -0- Property Maintenance 50 46 46 -0- ° Purchasing 1�2 U �Q TOTAL INTERNAL SERVICE FUNDS TRUST AND AGENCY FUNDS 194 191 190 (1) Pension 1 1 2 1 ° Self Insurance U TOTAL TRUST AND AGENCY FUNDS U 322 ¢ $ *TOTAL CITY EMPLOYEES 3736 3600 3548 J Included in the 3,548 are the following temporary positions; PSA's 125, Senior Citizens' Guard 7, Home Safety Supervisors 7, Graphic Illustrator 1, Receptionist 2. 25 SUMMARY OF POSITONS BY FUND GENERAL ENTERPRISE SPECIAL INTERNAL TRUST AND FUND FUND REVENUE SERVICE AGENCY 0 77.0% 14.0% 3.0% 5.0% 1.07. 4500 4000 3500 3000 2500 2000 1500 1000 500 0 81-8282-8383-8484-8585-8686-8787-8888-8989-9090-9191-9292-93 FISCAL YEAR 26 GENERAL FUND BUDGET SUMMARIES FISCAL YEAR 1992 - 93 GENERAL FUND APPROPRIATION SUMMARY ($000,000) POLICE ($87.8) 44.9% FIRE ($43.4) 22.2% SPECIAL PROGRAMS AND ACCOUNTS ($25.9)'13.2% FINANCE ($2.9) 1.5% COMPUTERS ($3.9) 2% PARKS, RECREATION k PUB. FAC. ($9.3) 4.8% HERS ($11.0) 5.6% WORKS ($1 1.3) 5.8% TOTAL BUDGET $195,558,�97 27 I1001 THIS PAGE DELIBERATELY LEFT BLANK OFFICE OF THE MAYOR $ 368,109 DEPARTNENTAL BUDGET AND POSITION SUMMARY Amended Amended Adopted Amended Requested 1989-90 1990-91 1 1-92 1 1- 2 1992-93 Personnel Services $ 350,001 $ 354,919 $ 362,127 $ 339,969 Operating Expenses 32,478 27,558 20,350 27,558 Capital Outlay 580 582 582 582 Total S 405,693 S 383,059 S 383,059 S 383.059 S 368.109 Positions 10 10 10 10 DESCRIPTI�1 The Mayor is the official head of the City of Miami for all ceremonial purposes. He participates in the formulation of public policy as mandated by the City Charter in order to meet camnnii.ty needs. The Mayor represents the City at national and regional conferences for municipalities and maintains contact with all levels of goverrmient in order to foster continued cooperation and ccrmunication. DEPARTMENTAL POSITION TABS,E Classification 1- 2 1992-93 Change Receptionist/Clerk 2 2 0 Admin. Asst. C.C. 2 2 0 Special Aide 3 3 0 Admin. Officer-C . C 3 _3 0 Total 10 BUDGET HIGHLIGHTS * This request is $14,950 or 4% less than the FY'92 amended budget due to a reduction in salary requirements. 11001 29 16 r�)CID BOARD OF COMMISSIONERS ALL • f. r 7 i;i4s_ 16 y COWUSSIONER 1991-92 1992-93 GEN. FUND 4 4 1 COMUSSIGNER,� I�IMI 1991-92 1992-93 «:1;N.r GEN. FUND 4 4 1 11001 30 BOARD OF COMMISSIONERS ALL $ 656,800 DEPARTMENTAL BUDGET AND POSIT ON SUMMARY Amended Amerxied Adopted Amend Requested 1989-90 1990-91 1991-92 1991-92 1992-43. Personnel Services $ 626,976 $ 643,947 $ 620,357 $ 617,550 Operating Expenses 49,312 36,920 60,275 37,573 Capital Outlay 6,256 1,677 1,912 11677 Total S 718.468 S 682,544 S 682,544 $ 682,544 S 65$j800` Positions 16 16 16 16 DESCRIPTION The Board of Commissioners consists of five Miami residents chosen through general municipal elections. One of these Commissioners is the Mayor, who is elected for a four-year teen. The other four menbers are also elected for four-year terms. It is the goal of the City Commission to provide policy direction for the implementation of programs which are effective, efficient and responsive to the needs of the residents of Miami. The policy decisions made by the CamLission are implemented by the City Manager. BUDGET HIGHLIGHTS * This request is $25,744 or 4% less than the FY'92 amended budget due to a reduction in salary requirements and operating expenses. 11001 31 BOARD OF CON14ISSIONERS COMMISSIONER ALONSO $ 164,200 • ►• icy it mot`1 0 IW4 (WZRIC11 I i ►. Amended Amended Adopted Amerced Requested 1989-90 1990-9 _92 1992-93 Personnel Services $ 152,908 $ 161,465 $ 143,965 $ 155,029 Operating Expenses 15,300 8,021 25,521 8,021 Capital. Outlay 2,428 1,150 1,150 1,150 Total S 179,617 S 170,636 S 170.636 S 170,636 S I64.200 Positions 4 4 4 4 DIVISIONAL POSITION TABLE Classification 1991-92_ 199 92- 3 han e Admin . Officer C. C. 1 1 0 Special Aide 2 2 0 Admin. Asst. Sr. C.C. 1 1 1 Total 4 4 —0— BUDGET HIGHLIC�iTS * This request is $ 6,436 or 4% less than the FY'92 amended budget due to a reduction in operating experises. 1- i (), )1 32 Personnel Services Operating Expenses Capital Outlay Total Positions BOARD OF COMMISSIONERS CCVMSSIONER DE YURRE $164,200 DIVISIONAL BUDGET AND POSITION SUMMARY Amended Amended Adopted Amended Requested 1989-90 1991-92 1_92 1992-9 $ 164,282 $ 163,311 $ 160,486 $ 156,525 4,354 7,325 10,150 71675 2,000 -0- -0- -0- S 179,617 S 170,636 S 170,636 S 170,636 S 164,200 4 4 4 4 Classification Admin. Asst. C.C. Admin. Asst. Sr. C.C. General/Clerk Total DIVISIONAL POSITION TAME 1991-92 1992-93 2 2 0 1 1 0 0 4 4 _ 0 BUDGET HIGHLIGHTS * This request is $6,436 or 4$ less than FY192 amended budget due to a reduction in salary requirements and operating expenses. 33 BOARD OF COMNIISSIONERS COMNIISSIONER DAWKINS $ 164,200 DIVISIONAL BUDGET AND POSITION St MPM Personnel Services $ 151,458 $ 156,024 $ 152,824 $ 148,894 Operating Expenses 18,650 14,085 17,285 14,779 Capital Outlay 528 527 527 527 Total S 179,617 S 170,636 S 170,636 S 170.636 S 164,200 Positions 4 4 4 4 DIVISIONAL POSITION TAELE Classification 1 1- 2 1992-93 ham Special Aide 1 1 0 Admin. Officer C.C. 2 2 0 Admin. Asst. Sr. C.C. 1 1 _ 0 Total 4 4 0 BUDGET HIGHLIGEITS * This request is $6,436 or 4% less than the FY'92 amended budget due to a reduction in salary requirements. 11001 34 BOARD OF COMMISSIONERS COW9SSIONER PLMIER $ 164,200 DIVISIONAL BUDGET AMID POSITION StMWW Amerced Amended Adopted Amended Requested 1989-90 1990-91 1 1991-92 1992-93 Personnel Services $ 158,328 $ 163,147 $ 163,082 $ 157,102 Operating Expenses 11,008 7,489 7,319 7,098 Capital Outlay 1,300 -0- 235 -0- Total S 179.617 S 170,636 $ 170,636 S 170,636 S 164,200 Positions 4 4 4 4 DIVISION POSITION TABLE Classification 1991-92 1 9� 2-93 han Admin. Asst. C.C. 1 1 0 Admin. Asst. Sr. C.C. 1 1 0 Admin. Officer C.C. 2 2 _ 0 Total 4 4 0 BUDGET HI(HLIGMS * This request is $6,436 or 7%--less than the FY'92 amended budget due to reductions in salary requirements. 11001 35 Office of the City Manager FX'93 Functional Cost FURM POSITIC'05T City Manager: Executive Management 2 $ 80,000 8 Administration 11 625,090 63 Agenda, Preparation and Grants Management 3 287,994 29 TOTAL i5 S 993,084 1�Q 11 Gal 36 OFFICE OF THE CITY MANAGER CITY MANAGER'S OFFICE $ 993,084 DIVISICNAL BUDGET AND POSITION SUHHUM Amended Amended Adopted 1982-90 1990-91 1991_92 Amended 1991 92 Requested 1992-93 Personnel Services $ 971,541 $ 987,923 $ 987,923 $ 867,420 Operating Expenses 134,765 119,017 119,017 119,017 Capital. Outlay 7,281 6,647 S1,172,197 S 1,113,587 S 1,113,587 S 1,113,587 61647 6,647 S 993,084 Total Positions 17 17 16 16 The City Manager, under Section 15, Volume 1 of the Charter, is responsible for the efficient administration of all departments. Section 16 further elaborates on the power and duties of the City Manager which gives him broad administrative authority to enforce the laws of the City; to appoint, remove or promote City employees under his control; exercise ultimate control over City dePts; and to inform and advise the City Commission on all City affairs. BUDGET HIGEII,IC�iIS * This request is $120,503 or 11% less than the FY192 amended budget due to a reduction in salary requirements. 11001 37 Office of the City Clerk FY'93 FUNCTIONAL COST FUNCTIONS POSITIONS C06T PERI'ACE City Clerk Administration 2 $ 65,527 8 Conduct of City Elections 2 212,964 26 Microfilm/Record Retention 2 172,010 21 Research and Special Proj. f 368,592 45 Total 12 S 819I093 1Q0 * Generated revenue to the City in the amount of $1,460 from election qualifying fees, and requests for duplication and/or certification of public documents. * Received, maintained and administered forms of Corporate Real Property, Statements of Real Property Owned, and Outside Employment forms, as required under State of Florida and Dade County requirements. * Researched and gleaned all pertinent documents requested by the City's bond counsel in connection with proposed sale offerings of City bonds. * Administered all required Oaths of Office of City officers; elected and/or appointed officials. * Maintained and efficiently administered receipt of Lobbyists' Quarterly Reports of Expenditures, pursuant to Ordinance 10611. 11001 Wf OFFICE OF THE CITY CURK $ 819,093 Amerce Amended Adopted Aid Requested 19$9-9 1990-2 1991_92 1291-92 1992-93 Personnel Services $ 617,912 $ 592,999 $ 572,999 $ 605,529 operating Expenses 239,921 429,384 448,198 200,402 Capital Outlay 7,762 10,662 11,848 13,162 The City Clerk serves as the official secretary for the City Commission. In this capacity, the City Clerk is responsible for: (1) maintaining documents necessary for the effective administration and operation of the City of Miami; (2) providing staff support to the Comtission by recording the actions taken at its meetings; and (3) conducting City elections in accordance with administrative and legal requirements. The City Clerk also attests all contracts and legislation executed by the City and provides the public with information on Commission activities. * To continue to cover all official meetings of the City Commission; to timely produce and distribute the final marked -up documentation and agenda; to file and process all pertinent legislation, and to produce and distribute the official minutes of the Ccxrmission meetings. * To begin implementation of a ccn prehensive Citywide Archives and Records Management Program in ccmpliance with Florida Law. * To continue to plan, supervise and oversee the conduct of City elections -- To continue to certify and canvass results of all City of Miami Elections, pursuant to City of Miami Charter and Florida Statues requirements. * To continue to carefully observe, notify affected parties, and comply with established deadlines required under City Code and State of Florida Statues. * To increase the scope of our internal records management function by the implementation of more modern methods. * To pursue certain legislative initiatives aimed at obtaining Federal grants for implementation of a Municipal Archives Center Program. BUDGET HIGHLIGHTS * This request is $213,952 or 21% less than the FY'92 amended budget, primarily due to a reduction in election requirements. * This department generates revenue of $3,000 to the General Fund. 11001 39 Office of Civil Service FY'93 FUN MONAL COST Civil Service Board Administration 4 $ 223,530 87 Judicial/Legislative and Personnel Admin. = 33,401 i3 Total 4 S 256,931 iN * Scheduled, attended and recorded 41 appeal hearings, 7 unsatisfactory service hearings, 10 employee grievance hearings, and 8 Board investigations of abuse of power in City employment. * Reported Board findings and recamiendations to appropriate parties on 1 administrative hearing, 41 hearings of appeal, 10 employee grievance hearings, and 7 unsatisfactory service rating hearings, 8 Board investigations of abuse of power in City employment. * Reviewed 300 applicant/employee/department inquires relative to Civil Service polices, practices, procedures, rules and regulations and Board actions. * Prepared and arranged for the service of 200 subpoenas issued to witnesses in administrative hearings. * Researched and prepared 40 investigative reports for review by the Board. * Scheduled, attended and recorded 30 Civil Service Board meetings. * Advised and made recamtiendations to the Board on 150 personnel requests. * Advised the Department of Personnel Management on resolution of 34 potential Civil Service cases. 11001 40 Personnel Services Operating Expenses Capital Outlay Total Positions CIVIL SERVICE $256,931 $ 243,532 $ 44,475 3,297 4 Adopted 1991_92 252,501 $ 37,818 1,698 252,501 $ 215,159 37,818 40,074 1,698 1,698 4 4 4 DESCRIPTION The Executive Secretary serves as the Chief Executive Officer for the Civil Service Board. In this capacity, the Executive Secretary is responsible for: (1) providing administrative staff support to the Civil Service Board; (2) preparing and maintaining agendas, minutes, and official records of the Board; and (3) providing information on Civil Service Board actions, policies, rules and regulations to departments, employees, and interested parties. SELECTED OBJECTIVES * To schedule, attend, and record approximately 36 to 52 meetings of the Civil Service Board during the fiscal year. * To research and prepare 20 to 40 investigative reports for review by the Civil Service Board and 10 to 20 background investigative reports for review by the Chief Examiner on employee complaints. * To research and develop 3 to 6 proposed rule amendments, personnel policies, and procedures for review and consideration by the Board. * To arrange and schedule 50 to 75 appearances before the Board, individual or group when such special consideration has been requested in writing and approved by the Executive Secretary. * To prepare 5 to 10 requests for legal opinions to the Special Counsel relative to clarification of rules, laws, and policies involving personnel matters. * To obtain 5 to 10 completed Waivers of Pay and Emoluments relative to continuances in hearings of appeal (dismissals) during the fiscal year. * To conduct 8 to 14 four to eight hours workshops on Civil Service Board's functions for 200 to 250 City Administrators and staff members who oversee and/or supervise departments' personnel process. * This request is $35,086 or 12% less than the FY'92 amended budget, due to a reduction in salary requirements. 11001 41 Department of Camputers FY'93 FUNCTIONAL COST FUNCTI POSITIONS C05TPERCENTAM Administrative and Managerial 4 $ 263,560 7 Technical Services 4 300,391 g Infoxmation Center 4 300,391 g Systems and Programming 23 1,727,253 44 Computer Operations i5 1,315,307 33 Total ;ZO S3,906,902 * Implemented the Permits/Plans Module of the Building & Zoning Permits and Violation Tracking System which facilitates and streamlines the issuance, tracking and collection of building penni.ts. * Implemented the Payments Module of the Building & Zoning Permits and Violation Tracking System which facilitates and streamlines the collection of payments for all building permits and provides an automatic interface to the City's General Ledger System. * Implemented the Police Court Liaison System. * Developed administrative policy guidelines for the operation of the City cable television channel and coordinated the implementation of informational programming to citizens on MIAMII NET 9. * Conducted performance and ccampliance reviews of the cable television licensee's activities as required by the Cable License Ordinance and prepared special reports, as requested, for the City Manager and City Comnission. * Maintained 99% uptime for Public Safety applications. * Converted the Occupational Licensing System to the Moore Governmental (MGSI) Accounts Receivable System which consolidated and streamlined City collection efforts. * Processed 26,500 batch jobs with 99% turn around within 24 hours. 42 COMPUTERS ALL DIVISIONS $ 3,906,902 Amended Amended Adopted Amended Requested 1989-90 1990 9 19,91-92 1991-92 lg�3 Personnel Services $3,453,743 $ 3,620,019 $ 3,601,834 $ 31256,940 . Operating Expenses 1,026,951 .716,609 734,394 636,030 Capital Outlay 13,739 12,137 12,537 13,932 Total 54,676.597 54,494,433 4,348.765 4,348,?65 S 3 ,06,902 Positions 52 51 51 50 DESCRIPTION Camputers is a centralized function which provides user services to all City departments and agencies. Major responsibilities include providing the following: education of user its on the effective uses of computer services and management information systems; control and distribution of data base information; resource management of computer facilities and terminal networks; continuous 24-hour computer operations processing; and monitoring the City's Cable may• BUDGET HICHLIGHTS * This request is $441,863 or 10% J= than the FY'92 amended budget. This decrease is due to a reduction in salary requirements, workers compensation costs and property liability charges. 11001 43 Personnel Services Operating Expenses Capital Outlay Total Positions CONPUTERS ADMINISTRATION $263,560 DIVISIONAL BUDGET AND POSITION SLDM4ARY Amended Amended Adopted Amended Requested 1989-90 1990-91 1 1- 1 1- 2 1992-93 $ 298,778 $ 246,458 $ 242,858 $ 199,615 90,605 57,794 60,894 62,150 -0- -0- 400 1,795 3 3 4 4 This division provides planning, management, technical direction, control of Production, and administrative services for the Department of Camputers. It liaises with other departments and vendors to assist in the planning and acquisition of new camputer systems. In addition, it develops and enforces standards and controls for the efficient, timely, and reliable production of data processing information. * To provide effective and efficient administration within the data processing and information services to all city departments. * To manage and control all the Fiscal, Personnel, and Payroll records for the department. * To maintain a secure physical environment in accordance with FCIC/NCIC regulations at all three DOC facilities. * To coordinate all facilities service management at three DOC facilities. * To provide assistance to the City Manager and the City Ccmnission to regulate the cable television licensee. * To improve subscriber cable TV reception. * To reduce the number of cable TV customer service complaints. BUDGET HIGHLIGHTS * This request is $40,592 or 13% less than the FY'92 amended budget. This decrease is primarily due to a reduction in personnel services costs (Workers Coensation charges). 11001 44 Personnel Services Operating Expenses Capital Outlay Total Positions COMPUTERS COMPUTER OPERATIONS $ 1,315,307 $ 978,508 $ 985,365 $ 512,198 468,112 -0- -0- - ong - -. • • • s 985,365 $ 897,362 468,112' 417,945 -0- -0- S 1,517.327 S 1,490,706 S 1,453,477 S 1. 53,477 S 1,315,307 15 15 15 15 This division serves the needs of the City of Miami for general-purpose information services. The division has the Computer Operations Section, the Data Entry Section, and Production Control Section. Computer Operations runs the computer room at the Police Building for both the central and police carputers. The Production Control Section coordinates with users' schedules for jobs in a central data processing operation. * To maintain an uptime of 99 percent for all on-line applications 24 hours a day. * To provide 100 percent on-line scheduling to ensure Management Control of the computer production priorities and reports. * To provide 24 hours or less turnaround on report and batch jobs. * To ensure adequate supervisory coverage to effectively manage and control the safety and the operational activities of the Computer Center. * To maintain 24 hours a day Computer Operations required to support the Computerized Aided Dispatch (CAD) for Police and Fire. * To maintain 24 hours a day Computer Operations required to support Mobile Display Terminals (MOT) used in Police vehicles. * To provide 24 hours a day Batch Computer Operations required to process management information data for the City of Miami- user departments, such as Payroll, Billings, Financial Statements, etc. * To provide uninterrupted on-line access to a network of over 800 on-line terminals. * This request is $138,170 or 10% less than the FY'92 amended budget due to a reduction in personnel services (Workers Compensation charges) and operating expenses (Property Liability). 45 11001 Personnel Services Operating E4enses Capital Outlay Positions COMPUTERS INFORMATION SERVICES $ 2,328,035 DIVISIONAL BUDGET AND POSITION SUMMARY $ 2,176,457 $ 2,388,196 424,148 190,703 13,739 12,137 Amended 1991-92 2,373,611 205,388 12,137 34 33 32 $ 2,159,963 155,935 12,137 31 This division provides the planning, design, development and maintenance of City user information processing systems; plans initial user requirements and definitions and develops preliminary estimates of development costs, including detailed systems specifications programming, testing, production of detailed user manuals and training the user; and maintaining the ongoing support of the user application systems. It also develops procedures and implements technical and management standards with regard to the data bases used by City departments. * To define, measure and seek ways to improve its internal productivity. * To achieve and maintain 99 percent uptime for all on-line systems excluding scheduled maintenance, and 98% uptime including maintenance. * rib assist in the design and implementation of the expanded Modular Data Terminal system for the Miami Police Department. * To implement an automated Arsons Investigation System for File. * To create an autommated system to analyze Crime and Arrest data by reporting areas for City neighborhoods. * To convert the Miami Police Department's Personnel and Time Accounting on-line systems to CCMS. * To design and implement an Off Duty Employment System for the Miami Police Department. * To replace the current FAMIS Financial System with a General Fund Accounting System. * This request is $263,101 or 10% less than the FY'92 amended budget. This decrease is due to a reduction in salary requirements and operating expenses (Miscellaneous supplies). 11001 46 THIS PAGE DELIBERATELY LEFT BLANK 47 Department of Finance FY'93 FUNCTIONAL COST FUNCTIONS POSITIONS COST PERCENTAGE Administrative and Managerial 2 $181,331 6 Accounts Payable 7 415,082 14 Accounts Receivable 6 355,780 12 General Ledger 5 360,703 12 Payroll 7 415,078 14 Collections 5 249,582 9 Investments 1 49,915 2 Licensing/Cert. of Use 14 716,903 24 Solid Waste Bill/Collec. 199,751 7 Total 5Q 52,944,125 iQ * Processed over 58,000 invoice payments for goods. * Managed 57,000 Solid Waste accounts. * Processed over 80,000 License/Certificate of Use applications. * Processed over 222,000 Solid Waste fee, Certificate of Use, Occupational License, and assessment lieu payments. * Monitored over 750 general ledger financial projects. * Processed over 100,000 payroll checks annually. 11001 FINANCE ALL DIVISIONS $ 2,944,125 DEPARTMENTAL BUDGET AND POSITION SUMMMff Amended Amended Adopted Amended Requested 1989-90 1990-91 199,1-92 1992-93 Personnel Services $ 2,780,895 $ 2,568,593 $ 2,575,593 $ 2,337,910 Operating Expenses 391,123 374,488 367,488 599,115 Capital Outlay 17,290 8,130 8,130 7,100 Total S 3,263,230 S 3,189,308 S 2,951,211 S 2,951,211 S 2,944,125 Positions 63 56 56 50 DESCRIPTION The Department of Finance is responsible for recording, depositing, and accounting for all receipts of City funds; encumbering purchase orders and contracts; processing invoices; receiving financial reports; and disbursing monies to vendors for services rendered and ccmkodities received by the City of Miami_. Other activities include maintaining a system of inventory; administering the sale of delinquent local improvement assessment liens; maintaining payroll records and disbursing payroll checks to City employees; and keeping all records necessary for the preparation of expenditure reports, annual financial statements and bond issue statements. * This department generates revenues of $7,262,492 to the General Fund. * This request is $7,086 less than the FY'92 amended budget due to personnel services reductions coupled with an increase in operating expenses (Auditing fees transferred from SP&A). The real reduction is $255,086. 11001 49 Personnel Services Operating Expenses Capital Outlay Total Positions DESCRIPTION FINANCE OFFICE OF THE DIRECTOR $ 181,331 � � r� r, n • �. •4 i a r- Amended Amended Adapted Amended Requested 1989-90 1 0- 1 1991.-92 1- 2 1992-93 $ 171,120 $ 177,445 $ 177,445 $ 175,332 7,399 6,249 6,249 5,999 -0- S 192,972 S 178,519 S -0- 183,694 S -0- 183,694 -0- S 181,331 E 2 2 2 This office develops departmental policy and provides overall direction and coordination of departmental activities. The Director's Office manages the procurement and disbursement of public funds. It is also responsible for determining cash flow and fund balances, investing public funds, and issuing obligation bonds. The Finance Director supervises the General Accounting and Treasury Management. * To produce timely and accurate financial information. * To work with the City Auditors on a year round basis for the annual audit and production of the City's annual financial report and to maintain the City's Certificate of Achievement for Excellence in Financial Reporting. * To coordinate the planning, marketing, and preparation of all activities related to bond sales. * To monitor outstanding debt issues to facilitate refundings which will result in savings to the City. * To coordinate City employee air travel arrangements by ensuring that the City receives the lowest available air fares. * To improve the City's collection process which will generate additional revenue from delinquent receipts. * This request is $2,363 less than the FY'92 amended budget due to a reduction in personnel requirements. 50 11001 Personnel Services Operating Expenses Capital Outlay Positions FINANCE GENERAL ACCOUNTING $ 1,546,640 DIVISIONAL BUDGET AND POSITION SUNA"1F1RY $ 1,483,793 $ 1,309,441 87,458 81,498 11,290 4,130 $ 1,314,441 85,598 4,130 ��. IL Ing 32 29 27 $ 1,149,895 393,645 3,100 25 This division is responsible for the proper management and disbursement of municipal funds. The division maintains general accounts and subsidiary accounts of the City government, prepares the City payroll, maintains payroll and deduction registers, prepares general financial statements. * To install a coiputerized records retention system and to complete the physical reorganization of the records retention file roars. * To produce checks on a biweekly basis for approximately 4,000 employees, pay all payroll related liabilities in accordance with established regulation and ensure that all employees receive an accurate W-2 statement in accordance with federal guidelines. * To coordinate the audit and preparation of the Comprehensive Annual Financial Report- * To supply the City Auditors with the first draft of the financial statements reports, schedules, and other required data in accordance with established time frames to adequately support the year end audit and preparation of annual financial statements. * To provide supervision, support and promote professional development through cross training, workshops, and seminars for the Accounting Division. * To ensure that accounting records are kept in accordance with Generally Accepted Accounting Principles in order to prepare financial statement that accurately reflect the financial position of the City. * This request is $142,471 or 10% more than the FY'92 amended budget. This increase is primarily due to a reduction in personnel requirements and increases in operating expenses (Auditing fees transferred from SP&A). The real reduction is $105,529. 11001 51 Personnel Services Operating Expenses Capital Outlay Total Positions DESCRIPTION FINANCE TREASURY MANAGEMENT $ 1,216,154 DIVISIONAL BUDGET AVID POSITION SUNDRY PDT.� ..� .. $ 1,125,982 $ 1,081,707 296,266 286,741 6,000 4,000 $ 1,083,707 275,641 4,000 $ 1,012,683 199,471 4,000 29 25 27 23 This division administers and manages the issuance of business licenses and collection of fees, franchise taxes, assessment liens and other revenues. The division is also responsible for recording the receipt and deposit of City funds and administering the Cash Management Program. * To maximize ze the average daily balance of invested funds. * To keep abreast of the investment market on a daily basis, and to use prudent judgement in trading investments. * Th increase collection of receivables and grants due to the City. * Tb consolidate revenue collection activities in the department currently being handled by other City departments. * To continue implementation of a new accounts receivable system, in particular, Occupational Licenses, Certificate of Use and miscellaneous billings. * This request is $147,194 or 11% less than the FY'92 amended budget. This decrease is due to a reduction in personnel requirements and operating expenses (postage). 11001 52 'PHIS PAGE DELIBERATELY LEFT BLANK 53 Department ut Fire, Rescue and Inspection & 'ices FY'93 FUNCTIONAL COST FUNCTIONS POSITIONS PERZEN'TAGE Administrative and Managerial 16 $1,076,326 3 Management Services 40 2,086,228 5 Emergency Fire Basic Life Support and Code Enforc. 412 27,895,436 64 Inspections and Invest. 34 2,240,177 5 Emergency Advanced Life Support Services 103 6,790,264 16 Property, Equipment and Fleet Management 21 2,232,650 5 Training/Recruitment and Public Education 12 1,034,620 2 Total U$ $43,355,701 iQ * Responded to 58,840 Fire/Rescue related calls. * Maintained a 3.5 - 4.28 minute response time to all types of alarms. * Conducted two hundred ninety (290) Fire Prevention Education classes and demonstrations for 53,465 citizens. * Conducted one hundred sixteen (116) Accident Prevention Education classes and demonstrations for 9,537 citizens. * Planned and presented Children's Safety Festivals for both Fire Prevention and Burn Prevention weeks for over 3,000 students. * Conducted six (6) Dade County Public Schools teacher recertification workshops for one hundred twenty-five (125) teachers. * Successfully completed initial fire inspections for all multiple residential occupancies (approximately 6,000) within the City of Miamii. 11001 54 Personnel Services Operating Expenses Capital Outlay Total Positions FIRE RESCUE AND INSPECTION SERVICES ALL DIVISIONS $ 43,355,701 DEPARTMENTAL BUDGET AMID POSITION SUMMARY $40,997,652 $ 42,338,315 $42,025,159 $40,602,629 2,680,778 2,853,852 3,167,008 2,586,808 27,774 63,766 63,766 166,264 $43,051,101 $43.706,204 S 45,255,933 S45,255,933 S43.355.701 718+7PT 711+5PT 672+7PT 631+7PT This department's primary responsibilities are the preservation of life and property through prevention (which includes inspection of residential, industrial and commercial structures for conformance with fire codes), control and quick suppression of fires, and provision of emergency medical and rescue services. This department is also responsible for investigation of fires, and assistance to law enforcement agencies in cases of suspected arson. BUDGET HIGHLI( iT5 * This department generates revenue of $3,915,657 to the General Fund. * This request is $1,900,232 or 4$ less than the FY192 amended budget primarily due to reductions in personnel services costs (position reductions). * This department consists of 667 total positions, which includes 29 Fire Rescue positions funded fram the Special Revenue Fund, of which 584 are sworn and 83 are civilian personnel. 11001 55 FIRE RESCUE AND INSPECTION SERVICES OFFICE OF THE CHIEF $ 1,776,326 Personnel Services $ 1,702,950 $ 1,754,579 $ 11923,963 $ 1,461,654 Operating Expenses 360,529 388,495 333,495 304,762 Capital Outlay 1,500 4,638 4,638 9,910 Total S 1,905,976 S 2,064,979 S 2,147,71i S 2,262 0 6, S 1,776,3266 Positions 26+7PT 27+5PT 20+7PT 13+7PT This office is responsible for the overall management and coordination of the department. Primary responsibility includes the development of policies, plans, programs, and budgets for the department. This office is also responsible for the development of standards and methods to improve fire safety. * To provide protection of life and property fram the ravages of fire with rapid response (four minutes or less) of fire apparatus, properly manned, to suppress fires with the least amount of life loss and property damage throughout FY'93. * rib provide rapid (in 4 minutes or less) pre -hospital Emergency Medical Care and Advanced Life Support until release to a physician for all citizens and visitors of the City of Miami who may become acutely ill or accidentally injured throughout FY'93. * To provide overall management and coordination of this department's eight divisions and to insure that departmental objectives are met on a timely basis throughout FY'93. * To provide Fire, Rescue and Inspection Services to the Port of Miami Seaport Authority according to the provisions of the current agreement for emergency incidents throughout FY'93. * To determine needs and key issues between ethnic groups and develop methods of mitigation throughout FY'93. : I U!, ww1 rli elfw * This request is $485,770 or 21% less than the FY192 amended budget primarily due to a reduction in personnel its (positions transferred to other divisions). 11001 F, Personnel Services Operating Expenses Capital Outlay Total Positions DESCRIPTIO�J FIRE RESCUE AND INSPECTION SERVICES NANAGEMENT SERVICES $ 2,086,228 DIVISIONAL BUDGET AND POSITION StlMAM $ 1,617,126 $ 1,684,304 $ 1,684,304 $ 1,699,330 299,484 307,806 307,806 328,806 10,150 10,876 10,876 58,092 34 33 35 M This division provides emergency radio dispatch of fire and rescue canpanies and on -the -scene coordination of units through the Fire Operations Information Center (FOIC). The FOIC acts as a link between the alarm office, fire and rescue operating units, fire administration and other agencies. The City's Centrex System is also operated fram within this division. * To provide the necessary ongoing liaison between the Communications Division and all other interacting agencies throughout FY193. * To provide Stress Awareness training for all Communications Division personnel to cope with the major changes taking place in the Alarm Office by the end of the fourth quarter of FY'93. * To facilitate the inter -agency coordination and planning of a mass casualty response exercise involving multiple agencies and medical facilities by the end of the fourth quarter FY'93. * To coordinate a hurricane exercise for key City officials by the end of the third quarter of FY'93. * To increase the Hepatitis B inoculation program by 50% by the end of the fourth quarter of FY193. * This request is $83,242 or 4% more than the FY'92 amended budget primarily due to increases in personnel service requirements (positions transferred from other divisions). 11001 57 Personnel Services Operating Expenses Capital Outlay Total Positions FIRE RESCUE AND INSPECTION SERVICES FIREFIGHTING $ 27,395,436 DIVISIONAL BUDGET AND POSITION SUMMARY $27,051,140 $27,688,882 576,705 551,359 -0- 4,000 Amended 1991-92 $26,884,000 919,515 4,000 $27,056,213 335,223 4,000 483 477 452 411 This -division is primarily responsible for protection of life and property against the hazards of fire, explosion, and related perils through quick response and suppression. In addition to the traditional fire services, firefighters also provide emergency medical services. Personnel assigned to this division staff fire stations strategically located throughout Miami's 34 square miles. * To provide and maintain an on -duty force of personnel and equipment to respond to approximately 57,000 emergency incidents for fiscal year 1992-93. * To inspect 11,372 multi -residential and business occupancies for Fire Code compliance by the end of the fourth quarter of FY'93. * To inspect 900 commercial and multi -residential buildings for pre -planning and development of tactical operations by the end of the fourth quarter of FY'93. * To increase skills, knowledge and abilities for managing emergency operations and day-to-day management of the division and its resources by providing training through the National Fire Academy for 9 division personnel in the listed programs by the end of the fourth quarter of FY193. - Strategic Analysis of Fire Department Operations - Fire Service Leadership/Communications - Hazardous Materials Tactical Considerations - Interpersonal Dynamics in Fire Service Organizations - Advanced Incident Command * To provide the necessary specialized training and equipment for the Hazardous Materials responsibilities throughout FY193. * This request is $412,079 or 1% less than the FY'92 amended budget primarily due to reductions in salary requirements coupled with increase in workers compensation, pension costs and decreases in operating expenses (property liability charges). 58 11001 Personnel Services Operating Expenses Capital Outlay FIRE RESCUE AND INSPECTION SERVICES FIRE GARAGE $ 2,232,650 DIVISIONAL BUDGET AND POSITION SUMMARY .-.I I- .-. .� ..1 . $ 1,299,066 843,268 14,100 `•917 -• .. $ 1,359,232 911,932 40,846 417777�4 $ 1,359,232 911,932 40,846 Requested 1992-93 $ 1,205,193 936,411 91,046 Total S 1,927,984 S 2,156,434 S 2,312,010 S 2. 12,010 S 2,232,650 Positions 24 22 21 21 This division provides service, repair and maintenance of mobile equipment such as pumpers, aerial ladders and rescue vehicles used in fire operations. The division responds to on -the -scene emergencies to repair and service fire apparatus on a 24- hour basis. In addition, all uniform and equipment specifications are developed in this division. * To reduce the frequency and length of apparatus downtime by providing frequent preventive maintenance throughout FY193. Pumpers & Aerials: Complete service every six months Rescues & Squads: Complete service every 4,000 miles * To reduce the frequency and length of self contained breathing apparatus downtime by providing preventive maintenance and service for each unit every six months throughout FY'93. * To reduce the possibility of catastrophic failure of firefighting Personnel Alert Safety System (PASS) devices by providing preventive maintenance and service every six months throughout FY'93. * To provide in-service (in-house and free dealership courses) training to Heavy Equipment Mechanics and Heavy Equipment Mechanic Helpers in maintenance and repair techniques on newer fire apparatus and related equipment throughout FY'93. * To maintain a computerized inventory and re -order level program for all Firefighting equipment, medical supplies, office supplies, housekeeping supplies and automotive parts throughout FY'93. * To assist in the planning and coordination of Bio-Hazardous medical cleanup facilities at each fire station by the end of the fourth quarter of FY'93. * This request is $ 79,360 or 3% less than the FY'92 amended budget primarily due to a reduction in personnel requirements. 59 11001 Personnel Services Operating Expenses Capital Outlay Total FIRE RESCUE AND INSPECTION SERVICES OPERATIONS RESCUE $ 6,790,264 ipc r rr. i� •�. r �uwn.: $ 6,394,465 422,058 -0- I':*'. -. $ 6,840,350 505,134 -0 $ 6,840,350 505,134 -0- $ 6,313,102 477,162 -0- Positions 106 108 103 103 This division is composed of specially trained Firefighter/Paramedics who give emergency medical care to victims of fires, accidents, and sudden illnesses. Their ability to respond to emergencies within 4 minutes helps to save hundreds of lives each year and limits disabling injuries. The Firefighter/Paramedic uses a sophisticated telemetry system that provides for voice and EKG transmission via radio. * To maintain an on duty force of personnel equipped to respond and handle approximately 42,000 emergency medical incidents throughout FY'93. * To conduct a simulated mass casualty incident with (60) victims and provide training for personnel on the mass casualty incident by collaborating with the JMH School of Nursing, the Civic Center Disaster Committee and Dade County Mutual Aid by the end of the first quarter of FY'93. * To recertify one hundred twenty (120) paramedics in advanced cardiac life support by providing the necessary training for Continuing Education Units by the end of the fourth quarter of FY'93. * To place in service eleven (11) hand held computers in the field, which will allow Division personnel to input incident data more efficiently and provide on - site quality improvement. * To provide Advanced Life Support service at Station 11 by either providing an additional Rescue unit or upgrading the existing apparatus in the station to ALS capability by the end of the fourth quarter of FY'93. * This request is $555,220 or 8% less than the FY'92 amended budget primarily due to a reduction in personnel requirements. i16101 Personnel Services Operating Expenses Capital Outlay Total Positions FIRE RESCUE AND INSPECTION SERVICES FIRE PREVENTION BUREAU $ 2,240,177 DIVISIONAL BUDGET AND POSITION SLIMb1ARY $ 2,218,429 $ 2,263,715 $ 2,586,057 $2,176,376 60,499 61,625 61,625 61,625 794 2,176 2,176 2,176 S 2,540,786 S 2,279.722 S 2,327,516 S 2.649,858 52.240.177 36 36 34 34 This division's main responsibility is to reduce injuries, deaths and property loss caused by fire through strict enforcement of: (1) the City of Miami Code, Chapter 17 "Fire Protection; " ( 2 ) the Metro Fire Prevention Code 1440, Ordinance 66-31; and (3) Florida Statute 633, "State Fire Marshal's Rules and Regulations." The Bureau also shares responsibilities for enforcement of the South Florida Building Code, Zoning Ordinances, and State of Florida Department of Health and Rehabilitative Services rules and regulations. * To inspect and enforce the fire code in commercial and multi -residential occupancies in the City of Miami throught FY193. * To inspect all buildings under construction within our jurisdiction throughout FY'93. * To provide an arson team which takes an aggressive approach to arson investigation by providing four qualified, high level trained investigators on - call 24 hours per day throughout FY193. * To continue an aggressive approach towards the legal prosecution of persons found to be involved in suspicious or arson fires throughout FY193. * To provide ongoing training and education for the arson team members through workshops and seminars throughout FY'93. * This request is $409,681 or 15% less than the FY'92 amended budget primarily due to reductions in personnel requirements. 11001 61 Personnel Services Operating Expenses Capital Outlay 1�•�.M. � Positions FIRE RESCUE AND INSPECTION SERVICES FIRE TRAINING $ 834,620 • : �H i� ••. • mar $ 714,476 $ 747,253 $ 118,235 127,501 1,230 1,230 747,253 $ 690,761 127,501 142,819 1,230 1,040 794,130 . 1 9 8 7 9 This division is responsible for improving firefighting and rescue capability through recruitment, physical fitness, in-service and specialized training in the areas of fire suppression, firefighting, and other related functions. The division also maintains a library of books, manuals, films and other visual training aids. * To conduct one recruit class of approximately 40 each by the end of the second quarter of FY'93. * To provide 12 weeks of fire fighter instruction for each recruit qualifying him or her to take the State Fire Fighter Certification test by the end of the second quarter of FY'93. * To provide five weeks of Emergency Medical Technician training which will qualify recruit fire fighters to take the State Emergency Medical Technician Certification test by the end of the second quarter of FY'93. * To provide one week of Fire Code Safety (Fire Prevention) training for each recruit which will meet the State requirement for In -Service Ccmpany Inspector by the end of the second quarter of FY'93. * To provide 16 hours of Rescue Diving Training to recruit fire fighters by the end of the second quarter of FY'93. * To provide 8 hours of Sensitivity and Cultural Awareness Training to each recruit fire fighter by the end of the second quarter of FY'93. * To provide all Firefighting Division Officers with Refresher Hazardous Materials Awareness Training of 16 hours by the end of the fourth quarter of FY'93. * To reduce the number of accidents by providing a pro -active Defensive Driving Refresher course to all Department drivers by the end of the fourth quarter of FY'93. * This request is $41,364 or 5% less than the FY'92 amended budget primarily due to a reduction in personnel service requirements. 11001 62 THIS PAGE DELIBERATELY LEFT BLANK 63 Administrative and Managerial Internal Audits Affirmative Action Total Department of Internal Audits and Reviews FY'93 FUNC."TIONAL COST 4 $ 78,449 9 8 655,032 75 2 _ 138,171 16 14 S 871,652 100 * Conducted a city-wide workforce utilization and review of employment procedures. * Monitored 25 City-wide hiring and promotional interviews. * Reviewed Certification Lists pursuant to the City Manager's Affirmative Action Hiring and Promotion Procedures. * Developed an approach to insure that audit staff members achieve the required number of Continuing Professional Education Credits (CPE) to comply with Government Auditing Standards (GAO). * Conducted 37 discrimination investigations rendering findings and recommendations. * Performed 70 audits in FY'92 and recovered $415,802 of additional revenue to the City. 11001 64 Personnel Services Operating Expenses Capital Outlay Total Positions INi'ERNAL AUDITS AND REVIEWS ALL DIVISIONS $ 871,652 DEPAR04ENTAL BUDGET AND POSITION SUMMARY Amended Amended Adopted Amended Requested 1989-90 1990-91 19_I-92 1991_92 1992-93 $ 910,041 $ 962,534 $ 962,534 $ 854,480 44,370 35,890 35,363 14,924 5,030 5,510 6,037 21248 S 913,295 S 959,441 S 1,003,934 S 1,003,934 S 871,652 17 17 17 14 The Department of Internal Audits and Reviews was established by Ordinance No. 10071, incorporating the Office of Internal Audits, and Affirmative Action. This department was also assigned the responsibility of administering the Consent Decree and monitoring the Minority and Women Business Affairs and Procurement Ordinance. This department insures the City of Miami's fiscal integrity and compliance with Civil Rights legislation, Miami Code requirements, contract agreements, administrative policies and procedures. BUDGET HIQHLIGHIS * This request is $132,282 or 13% less than the FY'92 amended budget due to a reduction in personnel requirements. 11001 65 Personnel Services Operating Expenses Capital Outlay Total Positions DESCRIPTION INTERNAL AUDITS AND REVIEWS OFFICE OF THE DIRECTOR $ 239,146 DIVISIONAL BUDGET AND POSITION SiNMY Amended Amended Adopted Amended Requested 1989-90 1990 9 1991-92 1991_92 1992-93 $ 184,093 $ 260,949 $ 260,949 $ 239,074 4,386 4,378 4,620 72 -0- -0- -0- -0- 3 3 3 3 The Office of the Director establishes departmental policy, coordinates the activities and sets the priorities of the Divisions of Internal Audits and Affirmative Action. This Division is also responsible for implementing the City's Consent Decree dated March 29, 1977; and the Director is designated as the City's Equal Employment Opportunity Officer. * To ensure the City of Miami's fiscal integrity and compliance with Civil Rights Legislation, Miami Code requirermts, contract agreements administrative policies and procedures. * Tb ensure the implementation of the City's Consent Decree and Affirmative Action Plan. * To promote ongoing professional development for all staff by providing training seminars and workshops. * To provide resources and administrative functions in support of each division's operation within the Department of Internal Audits & Reviews, and to encourage efficient and effective use of those entrusted resources. * To fully integrate the use of ccnputers in all departmental functions. �H r. � r,•wk * This request is $26,423 or 10% less than the FY'92 amended budget. This decrease is primarily due to a reduction in salary requirements. 11001 INTERNAL AUDITS AND REVIEWS INTERNAL AUDIT $ 522,335 DIVISIONAL BUDGET AND POSITION SUM9W Amended Amended Adopted Amended Requested 1989-90 1990-91 1,991_92 19.91- 22 1992-93 Personnel Services $ 577,344 $ 542,505 $ 542,505 $ 507,555 Operating Expenses 33,117 26,277' 25,580 12,532 Capital Outlay 5,030 5,510 5,510 2,248 Total S 565.733 S 615,491 S 574,292 S 573,595 S 522,335 Positions 10 10 10 9 The Division of Internal Audits conducts audits within all areas of the City 's financial activities. 'these include revenue, expenditure, lessee compliance, contractor compliance, franchise and license, grant compliance, and program and performance audit engagements. These examinations establish the extent of compliance to the City Code provisions as well as those of contractual agreements and other authoritative sources. G.�ylYDla • :_ 1 M UP * To perform a total of 100 audits to determine the extent of compliance with applicable City Code Sections and Ordinances; lessee, franchise, and license agreements; accounting and fiscal management guidelines; and administrative policies and procedures. * To implement ccmputer-assisted auditing in support of proper reporting of financial and operation aspects of City Government, safeguarding of City assets, and deterrence of fraud, waste and abuse. * To enhance data confidence by selectively applying internal controls testing to data base systems housed on the City's mainframe, and where applicable, microcomputers. * To attain 100 percent compliance, in that all audit reports issued meet government auditing standards. * This request is $51,260 or 9% less than the FY'92 amended budget. This decrease is due to a reduction in personnel requirements. 11001 67 INTERNAL AUDITS AND REVIEWS AFFIRMATIVE ACTION $ 110,171 DIVISIONAL BUDGET AND POSITION SUlMw Personnel Services Operating Expenses Capital Outlay Total S 149,373 Positions &IIANmni R., H. 0 $ 148,604 $ 159,080 $ 6,867 5,235 -0- -0- 159,080 $ 107,851 5,163 2,320 527 -0- S 155,471 S 164,315 S 164,770 S 110,121 4 4 4 2 The Affinnative Action Division is responsible for implementing the Affirmative Action Plan adopted by the City Commission on January 11, 1978. This Division also ensures compliance with federal regulations pertaining to employment, rights of minorities, women and the handicapped. Investigation and resolution of grievances alleging discrimination are also assigned responsibilities. The Division administers the provisions of the Consent Decree and provides training that reinforce equal employment opportunity. It also provides all support services for the Affirmative Action Advisory Board, and is assigned the responsibility of monitoring the achievement of goals established in the Minority and Women Business Affairs and Procurement Ordinance. * To promote a city-wide awareness of the Affirmative Action Plan, update goals, objectives and timetables. * To develop a city-wide agenda in support of the Affirmative Action Plan priorities for FY'93. * To develop and implement a comprehensive communications system in support of the Affirmative Action Plan which includes training, education and printed documents. * To monitor implementation of -recommendations derived from the updated Affirmative Action Plan. * To investigate 35 discrimination complaints filed with the Affirmative Action Division. * This request is $54,599 or 33% less than the FY'92 amended budget. This reduction is primarily due to a decrease in personnel requirements. 11001 'If IIS PAGE DET BE RATE Y LEF r BLANK M, Department of Law FY'93 FUNCTIONAL COST FUNCTIONS POSITIONS COST PERCENTAGE Administrative and Managerial 9 $239,752 9 Legislation 2 106,556 4 Police Legal 2 126,391 5 Litigation 13 959,009 36 Commercial/Real Property 13 972,618 36 Labor/Civil Svc./Wk Comp. 7 259,588 10 Total 46 52.66L 914 lQ 9L4s_zZ1 s._•' * Defended approximately 66 Worker's Compensation claims. * Prepared over 100 ordinances and 500 resolutions. * Reviewed over 700 contracts and leases for City Commission action. * Prepared over 1,100 pieces of legislation and reviewed over 600 agreements and contracts. 11001 70 LAW $ 2,663,914 DEPARTMENTAL BUDGET AMID POSITION SUMMAW Amended Amended Adopted Amended Requested 1989-90 1990-91 1991-92 1991-9 _1992-93 Personnel Services $ 2,506,822 $ 2,780,198 $ 2,769,264 $2,420,083 Operating Expenses 511,953 225,782 224,963 208,831 Capital Outlay 66,000 15,000 26,753 35,000 Total S 3,331,210 S 3,084,775 S 3.020.980 S 3,020,980 52,663,914 Positions 46 43 46 46 DESCRIPTION The City Attorney, appointed by the City Commission, is the chief legal officer of the City. In this capacity, the City Attorney serves as the legal advisor to the City Commission, City Manager, Department Directors and residents' boards established by, the charter. The City Attorney also provides legal representation for the City and its agents in their official capacity in all matters of litigation and provides specialized legal counsel in specific areas such as planning and zoning. SELECTED OBJECTIVES * To improve/attorney client relations with client agencies and departments. * To increase standardization of pleading forms such as jury instructions and motions. * To integrate the use of Law Clerks into preparation of trials. * To decrease outside counsel in area of labor law and increase ability of Assistant City Attorneys to handle labor arbitrations. * To prepare over 100 ordinances and 500 resolutions. * To review approximately 700 contracts and leases for use of City facilities and procurenents of goods and services. * To defend approximately 66 worker's compensation claims. * To prepare approximately 200 disciplinary letters relating to employee discipline, some resulting in hearings before the Civil Service Board. * To prepare over 1,100 pieces of legislation and review over 600 agreements and contracts. * To respond to numerous written and oral inquiries fra, the public. BU= HIGHLIGHTS * This request is $357,066 or 12% less than the FY'92 amended budget, primarily due to a reduction in salary requirements. * This department generates revenue of $125,000 to the General Fund. 1100 71 Department of Budget FY193 FUNCTIONAL COST FUNCTIONS POSITIONS COST PERCENTAGE Administrative and Managerial 2 $ 94,813 8 Formulating, Coord. and Evaluating Budget 7 483,909 41 Budget Monitoring and Projection 5 330,705 28 Revenue/Management 4 275,731 23 Total ]$ S1,185,J QQ PERFORMANCE * Received the Government INDICATORS Finance Officers Association's Award for Distinguished Budget Presentation. * Prepared legislative items amending the annual appropriation ordinance relative to revenue and expense adjustments. * Allocated over 17,000 hours for preparing annual revenue and expenditure projections. * Spent over 4,160 hours updating and maintaining the position control system. * Spent over 22,280 hours on the budget development process. * Prepared 9 monthly revenue analysis for the General Fund. * Coordinated the implementation of the City wide Retirement Incentive Program resulting in a net savings of $5.1 million. * Assisted in the consolidation of administrative offices saving $1.6 million over the next four (4) years. * Proposed legislation to recover expenses from providing services to tax exempt city properties (P.I.L.O.T.) program. * Initiated an Interim Proprietary Fee for those properties that have been granted a Certificate of Occupancy but have not been placed on the tax roll. 72 11001 Personnel Services Operating Expenses Capital Outlay Total Positions BUDGET $ 1,185,158 r a�• • •�r ia+ r r, ' it • �. r i r r• . $ 1,182,549 $ 1,258,716 170,239 81,024 23,360 21,360 $ 1,233,328 97,172 30,600 $ 1,110,462 53,336 21,360 19 18 19 18 The Department of Budget is responsible for the formulation, preparation and evaluation of the City budget. It provides budgetary control through constant monitoring of current and forecasting of future fiscal operations for all funds. The major responsibilities include: monitoring all legislation authorizing appropriations through its verification of the availability of funds; providing city-wide position control through the verification and processing of Position Authorization Forms (PAR); the monitoring and forecasting of actual and projected revenue receipts; identifying potential new sources of revenue and taking appropriate action to obtain these revenues; participating in the development of the six year capital improvement program and the annual capital budget; undertaking special fiscal and budgetary studies as requested by the City Commission and/or City Manager. * To prepare and distribute a budget estimate for FY'94 by July 31, 1993. * To develop and monitor monthly expenditure projections to forecast the status of departmental budgets. * To prepare monthly fund balance analysis to insure timely budget data city-wide. * To update and revise the Budget Manual for FY194 by the end of the first quarter. * To analyze each proposed capital program to determine the long -tern impact it will have on the City's operating budget. * To develop a 5 year city-wide expenditure forecasting plan by March of 1993. * To continue to update and revise the Revenue Manual for all city-wide funds. * To develop monthly revenue projections. * This request is $175,942 or 13% less than the FY192 amended budget due to a reduction in salary requirements. 1.1001 73 Department of Parks, Recreation and Public Facilities FY' 93 FUNCTIONAL COST FUNCII POSITI Administrative and Managerial 13 $493,863 5 Day Care 2 502,494 6 Handicapped 4 191,656 2 Parks Maintenance Oper. 57 4,988,665 54 Recreational Programs 37 3,091,099 33 Total 2-13 S 9 6� 777 iQ * Provided organized recreational programs for over 21,000 Miami residents. * mowed and maintained in excess of 3,000 acres of City awned parks per year. * Pruned and cared for 1,560 trees located in City owned parks. * Staffed and operated ten City swimming pools. * Continued implementing three formal recreational programs for the physically disabled. * Provided and staffed seven City Child Day Care and Pre -School Centers. * Cared for and maintained the City's historic cemetery. 11001. 74 PARKS, RECREATION AND PUBLIC FACILITIES ALL DIVISIONS $ 9,267,777 Personnel Services $ 6,994,973 $ 6,874,843 $ 6,456,307. $ 5,794,460 Operating Expenses 3,763,639 3,633,613 4,054,349 3,462,518 Capital Outlay Total S10,885,046 34,391 510,793,003 32,269 S10,540,725 30,069 10,799 Positions 147 135 510,540,725 113 S 9,26,E 113 DESCRIPTION The Parks, Recreation and Public Facilities Department is responsible for maintaining, designing and developing all City parks and the City cemetery, including such responsibilities as mowing, removal of trash and debris, planting of shrubs and upkeep of physical facilities. This department is also responsible for providing a comprehensive, City-wide program of leisure activities for all age groups within the community on a seven days -per -week basis throughout the year. BUDGET HIGHLIGHTS * This request is $1,272,948 or 12% less than the FY192 amended budget. This decrease is primarily due to reductions in personnel services (position reductions and temporary salaries). * This department generates revenue of $725,860 to the General Fund. * This department is responsible for administering the $8 million city-wide Neighborhood Parks Renovations Project using Bond funds. * This department has provided funds in the amount of $ 800,000 to hire temporary employees (between 175 to 200) to support all programs throughout the year. 11001 75 Personnel Services Operating Expenses Capital Outlay Total Positions PARKS, RECREATION AND PUBLIC FACILITIES OFFICE OF THE DIRECTOR $ 493,863 DIVISIONAL BUDGET AND POSITION SU*1ARY Amended Amended Adopted Amended. Rested 1989-90 1990-91 1-9.9.1-92 1992-93 $ 390,850 $ 408,065 $ 408,065 $ 409,373 90,201 84,565 84,565 83,365 13,682 13,682 13,682 1,125 14 14 13 13 The Office of the Director is primarily responsible for the overall management and coordination of funding, programming, planning, design, construction and maintenance for all City parks, golf courses, marinas, day care and pre-school centers, and programs for the handicapped. N Me •� * To effectively oversee the administration of all City of Miami parks and to strive to provide the best maintained parks possible within available resources. * To continue administering the City-wide Neighborhood Parks Renovation Program's capital improvement funds; which are in excess of $19,584,575, and are available for parks improvement projects; and do so in close cooperation with the Parks Advisory Board, park users, neighboring residents and other involved City departments. * To prepare and submit grant application requests for State, Federal or Foundation funds. * This request is $12,449 or 2% less than the FY'92 amended budget. This decrease is due primarily to a reduction in capital outlay charges. 11 001 76 PARKS, RECREATION AND PUBLIC FACILITIES CEMETERY $ 77,671 DIVISIONAL BUDGET AND POSITION SUMM Amended Amended Adopted Amend Requested 1989-90 1990-91 1991_92 1991-92 1992-93 Personnel Services $ 44,367 $ 65,132 $ 65,128 ,$ 66,227 Operating Expenses 11,444 11,444 11,448 11,444 Capital Outlay -0- -0- -0- -0- Total S 54,457 S 55,811 S 76,576 S 76,576 S .77,671 Positions 1 1 1 1 DESCRIPTION This division is responsible for day-to-day maintenance of the City's cemetery located at 1800 N.E. 2nd Avenue. This responsibility includes mowing, trimming, and general upkeep as well as coordinating all provisions for internment. SELECTED OBJECTIVES * To perform general landscape maintenance in the cemetery (10 acres). * rib handle approximately 15 internments/disinterrvents per year. * To maintain clerical records on 10,165 grave sites. BUDGET HIGHLIGHTS * This request is $1, 095 more than the FY' 92 amended budget, primarily due to an increase in personnel services. 11001 77 Personnel Services Operating Expenses Capital Outlay Total Positions KPI-liKOVY ��+1 PARKS, RECREATION AND PUBLIC FACILITIES CHILD DAY CARE $ 502,494 $ 471,391 $ 339,624 $ 148,240 148,620 8,572 8,572 339,624 $ 347,032 148,620 150,634 8,572 4,828 5 1 2 2 This division is responsible for providing day care in seven City operated child care centers for children between six weeks and five years of age. The City of Miami Child Day Care Program provides a protective setting for its participants for the purpose of personal care; promotion of social health and emotional well- being through opportunities for companionship; self -education; and other satisfying leisure time activities. The following three pre-school and four day care centers will operate between the hours of 7:00 A.M. to 5:30 P.M., Monday through Friday (Shenandoah, Moore Park, Eaton, Lemon City, Douglas, Grapeland and West End Park). * To participate in the USDA Child Care Food Program. * To provide developmental infant and group Child Care services for children, ages six weeks to five years in seven City operated Child Care Centers. * To provide Education Testing for participating children. * To effectively operate seven (7) City Child Care Centers. * To provide developmental activities in Pre -Reading, Pre -Math, Art, Science and Music. * To schedule vision, hearing and speech testing through the Florida Developmental Learning Resource Center for all 3-5 years old. * To maintain appropriate child/adult ratios; 1:5 infants, 1:10 Pre -School. * This request is $5, 678 more than the FY' 92 amended budget. This increase is due to higher Fringe Benefit charges (Workers Ccn pensation). I G101 PARKS, RECREATION AMID PUBLIC FACILITIES OPERATIONS $ 4,677,845 DIVISIONAL BLUMT AND POSITION SUmW Amended Amended 1989-90 1990-91 Adopted 1991_92 Amended 1991-92 Requested 1992-93 Personnel Services $ 2,949,107 $ 2,868,430 $ 2,659,528 $2,388r 209 Operating Expenses 2,551,316 2,489,503 2,698,404 2,288,136 Capital Outlay 2,903 2,903 2,903 1,500 Total S 5,503,326 S 5,503,326 S 5,360,836 S 5. 60,835 84 ,677,845 Positions 76 71 56 56 1PLDi-*atW# This division is responsible for the daily maintenance of over 2,500 acres of park land. This includes general maintenance of 102 specific parks, 17 Fire stations, City Hall grounds, Police headquarters and many other public areas. SELECTED OBJECTIVES * To provide daily maintenance of over 3,000 acres of parkland, including general maintenance of no less than 100 park properties, specific parks, 12 Fire stations, City Hall grounds, Police headquarters, etc. * To utilize outside contracts, when and where cost-effective, for maintaining certain park properties and to monitor those selected to insure good results. * To review crew responsibilities by: monitoring district mobile crew effectiveness, providing stationary services, and ensuring sufficient backup support is available when needed for unforeseen or special events. * To ensure the Department's monthly park inspections program results in improved safety and meets established maintenance requiremnts for all parks. BUDGET HIQMIGHT * This request is $682,990 or 13% less than the FY'92 amended budget. This decrease is primarily due to reductions in Personnel Services (Positions, Temporary salaries) and operating expenses (Fleet Management). 11001 79 PARKS, RECREATION AND PUBLIC FACILITIES RECREATION $ 3,324,248 DIVISIONAL BUDGET AMID POSITION SUMMY Amended Amended Adopted Amended Requested 1989-90 _124-91 1991-92 1992-93 Personnel Services $ 2,977,335 $ 3,019,571 $ 2,809,941 $2,407,676 Operating Expenses 957,600 885,314 1,097,145 914,772 Capital Outlay 7,688 5,566 3,366 1,800 Total S 4,271,317 S 3,942.623 S 3.910.451 S 3,910,452 53,324,248 Positions 47 44 37 37 This division is responsible for the development, organization and administration of the City's recreation program for the general public. The division provides a wide range of leisure activities to City residents, primarily through the day-to- day recreational activities in the parks. These activities include special programs to acccnucdate youth, the handicapped and senior citizens in the areas of music, sports, arts and crafts, and specialized seasonal activities. * To operate all ten (10) city swimming pools during the summer pool season; two (2) of which operate on a year-round basis. * To offer aquatic programs to no less than 2,000 participants, including 1500 plus youths involved in the summer Learn -To -Swim program. * To offer year-round youth leagues in three (3) sports for a total of one hundred twenty (120) teams. * To maintain participation in the after school program at FY192 level. Lr n k. * This request is $586,204 or 15% less than the FY192 amended budget. This decrease is due to a reduction in personnel services (Positions, Temporary Salaries). 80 11001 PARKS, RECREATION AND PUBLIC FACILITIES HANDICAPPED $ 191,656 Amended Amended Adopted Amended Requested 1989-90 1990-91 2 1991-92 1992-93 Personnel Services $ 161,923 $ 174,021 $ 174,021 $ 175,943 Operating Expenses 4,838 14,167 14,167 14,167 Capital Outlay 1,546 1,546 1,546 1,546 Total S 204,926 S 168,307 S 189,734 S 189,734 S 191,656 Positions 4 4 4 4 DESCRIPTION The City of Miami, Department of Parks, Recreation and Public Facilities, Programs for the Handicapped began providing recreational services for the disabled in 1973. The primary function of the programs for the handicapped is to provide equal access to the ccannunity based recreational opportunities and experiences for all disabled citizens residing in Miami. The ultimate goal is to provide the disabled citizen with the skills, confidence and knowledge necessary to participate in ccnuunity recreation programs throughout Miami. * To continue providing an average of seven (7) weekly recreational programs for the mentally disabled; serving 12 to 15 participants per program per week. * To continue implementing an average of three (3) weekly recreational programs for ten (10) physically disabled participants per program, per week. * To develop and implement a fund raising campaign which will generate a minimum of $10,000 during FY'93. f BUDGET HIGHLIGHTS * This request is $1, 922 more than the FY' 92 amended budget. This increase is primarily due to additional personnel services requirements. 81 11(� (� 1 Department of Personnel Management FY'93 FUNCTIONAL COST FUNCTIONS POSITIONSPERCENTAGE Administrative and Managerial 5 $170,151 9 Applicant Processing 1 43,480 2 Classification and Pay 4 310,353 16 Medical 1 43,480 2 Records Maintenance 5 269,414 14 Recruitment and Selection 4 370,372 20 Test Validation 5 283,975 16 Training 1 89,050 5 Labor Relations 4 310,293 17 Total 3Q $1.890,568 140 * Administered Firefighter examination to 1,062 candidates and established corresponding register with 833 eligibles. * Developed Police Lieutenant promotional examination and administered the same to 94 candidates. * Trained approximately 400 persons on the use of the new interview procedures. * Conducted approximately 75 selection processes using the new interview procedures. * Received, reviewed and coded approximately 3,667 applications. * Received 4,170 notification cards and mailed a total of 507 notification cards to applicants. * Processed approximately 3,636 Personnel Action Requests and 699 Form 925s. * Conducted a one day Labor -Management Partnership Conference for 150 attendees. 11001 10A, RERSONNEL NANAGEMEW ..0 ,568 DEPAFdMML BUDGET AND POSITION StMPM Amended Amended Adopted Amended. Requested 1989-90 1990-91 1991_92 1-92 _1992-93 Personnel Services $ 1,569,115 $ 1,719,946 $ 1,705,156 $ 1,601,580 Operating -Expenses 284,658 150,139 164,929 277,389 Capital Outlay 18,604 16,549 16,549 11,599 Total S 1,699,840 S 1,872,377 S 1,886,634 S 1,886,634 S 1,890,568 Positions 34 32 32 30 DESCRIPTION The Department of Personnel Management is responsible for: (1) administering and managing the City of Miami Charter and Code of Laws as it relates to employee personnel transactions and benefits; (2) maintaining employment histories and personnel data files; and (3) recruiting, pre-screening, testing and referring prospective City employees. This department coordinates its activities with the Civil Service Board and formulates its policies and procedures in accordance with the Board's rules and regulations. The department is also responsible for the administration of the City Safety Policy. SELECTED OB.TECTIVES * To conduct and participate in 30 private and public sector wage and benefits market pricing surveys to maintain or adjust the pay structure in an equitable and competitive manner. * To streamline the City's promotional process by providing career opportunity appointments to eligible city employees. * To coordinate drug testing program for approximately 2,700 prospective and current City employees to ensure a drug free workforce pursuant to City Commission policy. * To process approximately 1,200 documents for City employees returning' to work fiat line of duty injuries and/or personal illness/injuries. * To screen and assign skill codes to 6,118 job applications. BUDGET HIGHLIC iTS * This request is $3,934 more than the FY192 amended budget due to reductions in personnel costs offset by increases in operating expenses (costs transferred frcan SP&A). The real reduction is $40,277. i1001 Department of Planning, Building and Zoning Planning Division FY193 FUNCTIONAL COST FUNCTIONS Administrative and Managerial Planning Data and Analysis General Planning Support Services Zoning Code Administration Total FQ9 •% 3 $107,434 8 3 183,126 14 6 611,687 45 6 334,662 25 2 106,014 8 20 $1,342,923 iQ * Prepared short range action plans for the 11 NET service areas. * Prepared application for Safe Neighborhood District funding for Model Cities area. * Prepared and monitored Development Orders for two Major Use Special Permits and Developments of Regional Impact. * Monitored environmental Preservation Districts. * Monitored the Downtown Waterfront Master Plan. * Monitored the Lunmus Park Design Plan as defined in the River Drive Study. * Monitored Brickell Promenade Plan. * Monitored the development of the 12 Metromover stations. * Monitored Downtown and SEOPW DRI's. * Monitored growth and development of the'City through the Concurrency Management process. 11001 Personnel Services Operating Expenses Capital Outlay Total Positions PLANNING, BUIMM AND ZONING Planning $ 1,342,923 DIVISIONAL BUDGET AND POSITION SIIlWQM ..- . - . - . .,.. O.. - ..-.. _.. ME_.. $ 1,398,553 $ 1,430,605 $ 1,406,419 $ 1,244,621 119,935 97,505 121,691 83,919 22,000 25,458 25,458 14,383 25 23 21 20 The function of this division is to provide policy guidance for Miami's future development and redevelopment. Specific activities include: (1) preparing recommendations on private petitions for rezoning, variances, and conditional uses to the Comprehensive Zoning Ordinance; (2) preparing recommendations for review by the Zoning Board, Planning Advisory Board, and Heritage Conservation Board; (3) maintaining plat and subdivision records and verifying plat status; (4) collecting and analyzing physical, social, and economic data on Miami; and (5) preparing and amending the City's Capital Improvement Element (CIE) of the Miami Comprehensive Neighborhood Plan 1989-2000. SELECTED OBJECTIVES * To provide land -use controls for the future development and redevelopment of the City. * 'Ib provide the most accurate, detailed information and analysis on City population, socio-economic characteristics and land use. * To revitalize neighborhoods through physical and economic development planning. * To develop basic development, design, and growth management policies to guide public and private applications in the City. * To prepare Downtown Design Standards upon adoption of the Downtown Master Plan. * To monitor the comprehensive growth management plan for the Miami River. * To monitor the Brickell Promenade Plan. c i h r i Ajjy , * This request is $210,645 or 14% less than the FY'92 amended budget primarily due to personnel service reductions. * It is estimated that this department will generate a revenue of $74,120 for the General Fund. 11001 m Department of Police FY'93 FUNCTIONAL COST FUNM POSITIONS P Administrative and Managerial 8 $ 458,028 1 Office of Professional Compliance 4 229,014 - Media Relations 6 343,521 - Inspections 3 171,761 - Criminal Investigation Division 3 171,761 - Criminal Investigation Section 183 10,477,401 12 Special Investigation Section 52 2,977,185 3 Internal Affairs Section 52 2,977,185 3 Field Operations 3 171,761 - Task Force 53 3,034,438 3 Patrol Central 245 14,027,121 16 Patrol North District 177 10,133,879 12 Patrol South District 216 12,366,769 14 Field Support Section 254 14,542,403 17 Community Relations 39 2,232,889 3 Administration Division 3 171,761 - Support Services Section 115 6,584,159 8 Personnel Resource Mgt. 73 4,179,510 5 Business Management Section 2,576,409 3 Total 1534 S 87,826,955 10 * Answered 719,987 incoming PERFORMANCE telephone requests (emergency and non -emergency) for police service. * Deployed an average of 136 marked zone units a day throughout the city. * Conducted 291 Crime Prevention presentations to concerned citizens. * Conducted 891 Drug Prevention presentations in City of Miami public schools. * Cleared 72% of all reported Homicides. * Cleared 69% of all reported Sexual Battery cases. * Conducted 4,425 directed patrols targeting problem areas, resulting in 1,435 felony arrests, 2,992 misdemeanor arrests and 5,263 public contacts. * Arrested 4,264 offenders for Part I, Part II offenses and local ordinances. * Issued 87,849 summonses for traffic offenses. 11001 POLICE ALL DIVISIONS $ 87,826,955 DEPARd!KENTAL BUDGET AND POSITION SUMMARY Amended Amended Adopted Amended Requested 1989_90 1990_91991-922 19 1-92 1992-93 Personnel Services $73,691,300 $77,266,076 $76,408,709 $ 78,151,450 Operating Expenses 8,152,333 11,322,144 12,179,511 9,530,505 Capital Outlay 156,367 145,000 145,000 145,000 Total 577,700,000 582,000,000 588,733,220 $88,733,220 S 87,826,955 Positions 1559 1539 1538 1534 DESCRIPTION The Police Department operates on a 24-hour basis, every day of the year, to ensure . a safe and orderly community through the implementation of a comprehensive program of law enforcement and crime prevention. BUDGET HIGHLIGHTS * This request is $906,265 or 1% less than the FY'92 amended budget primarily due to increases in salary, pension and Group Insurance requirements coupled with reductions in operating expenses. * This department generates revenues of $5,606,941 to the General Fund. * This department consists of 1,534 total positions of which 1,114 are sworn and 420 are civilian personnel. 11001 A POLICE OFFICE OF THE CHIEF $ 939,084 • ra rm e' ••. r r . Amended Amended Adopted Amended Requested 1989-90 1990-91 1991-92 1991-92 1992-93 Personnel Services $ 519,444 $ 418,101 $ 418,101 $ 403,795 Operating Expenses 674,793 635,289 535,289 535,289 Capital Outlay -0- -0- -0- -0- Total S 1,122,954 S 1,194,237 S 1.053,390 $ 953.390 S 939,084 Positions 25 25 25 21 DESCRIPTION The Office of the Chief is responsible for establishing, directing and ensuring the execution of policy throughout the Police Department. This division also ensures the necessary and proper interaction with other City departments and components of the criminal justice system. SELECTED OBJECT MES * To prepare all policy statements. * To meet with necessary departmental personnel and/or groups to ensure the development of and compliance with existing policies. * To make personal appearances throughout the cam uiity and meet with private/public groups and individuals regarding law enforcement issues. * To provide staff representatives to various private and public sector functions/meetings. * To coordinate responses to issues of concern regarding the provision of law enforcement services. BU= HIGHLIC�ITS * This request is $14,306 or 2% less than the FY'92 amended budget primarily due to reductions in Personnel Service requirements. 11001 ]: Personnel Services Operating E)Tenses Capital Outlay Total Positions DESCRIPTION POLICE OPERATIONS $ 62,639,654 DIVISIONAL BUDGET AND POSITIOIJ SUMMARY I o. - 1W-. -. - -. $57,577,796 $60,469,918 $59,318,736 $61,285,715 741,723 1,335,862 2,616,029 1,353,939 -0- -0- -0 -0- 1102 1135 1112 1277 This division provides the following services: general police patrol, rescue, traffic enforcement and control, investigation of crimes, special patrol units, and a community relations program. * To respond to over 85% of all calls for Police service within allotted time criteria. * To identify and apprehend over 16,848 felony and over 24,476 misdemeanor offenders through Directed Patrol Activities, responding to calls for service and preventive patrol. * To arrest in excess of 1,671 D.U.I. offenders. * To plan, staff, and evaluate 75 major special events, including parades, festivals, stadium events, and races. * To utilize crime analysis information to conduct over 6,800 directed Patrol activities. * To contact several hundred residents and businesses in an attempt to increase involvement in crime watch activities. * To organize, revitalize, or restructure one hundred and eighteen (118) business or residential crime watches in an effort to increase participation in our Crime Watch Programs. * To conduct two hundred and twenty one (221) residential or business security surveys in an effort to remove or reduce the crime risk. * To establish and maintain monthly contacts with seventy-five (75) Crisis Response Team Members in order that they may deal with potentially volatile issues which may cause unrest. * This request is $704,889 or 1% more than the FY'92 amended budget as a result of increases in pension and Group Insurance requirements coupled with reductions in Operating expenses (Telephone outside, electricity, Fleet Management). 89 it onl Personnel Services Operating Expenses Capital Outlay Total Positions POLICE ADMINISTRATION $ 24,248,217 DIVISIONAL BUDGET AND POSITION SUMMARY $15,594,060 $16,378,057 6,735,817 9,350,993 156,367 145,000 $16,671,872 9,028,193 145,000 Requested 1992-93 $16,461,940 7,641,277 145,000 432 379 401 236 This division provides the following services for the Police Department: (1) the processing of all employee records and personnel transactions; (2) the preparation and daily maintenance of all financial records as well as provision of technical assistance to units of operation in budget preparation; (3) the design and implementation of training programs to assist in the repression and prevention of crime; (4) the maintenance of all computer reporting systems to achieve effective conurnznications both internally and externally; (5) the drafting of City ordinances and resolutions; and (6) the development of public awareness programs. DIP • * To complete 1000 background investigation files on applicants to fill budgeted vacancies. * To process 25,000 property receipts listing all property entering the Property Unit. * To dispose of a total of 2,700 items of property by destruction, auction, in the case of money, bank deposits, per year. * To process over 1,500 Annual Evaluation Reports (Avg. 125/month). * To answer 90% of all (approximately half a million) incoming 911 phone calls within 10 seconds of the call initiation. * To ensure that 100 percent of Police vehicles receive preventive maintenance within thirty days of each vehicle's due date. * To process 20,000 packages of property for confiscation as authorized by the State Attorney's disposition forms. * To dispatch at least 80% of all calls for service within established time parameters. * To. answer 90% of all (approximately 936,000) incoming telephone requests for (Emergency and Non -Emergency) service and information from residents. Lr aI r#b.1.1 * This request is $1,596,848 or 6% less than the FY192 amended budget, due to reductions in operating expenses. .o THIS PAGE DELIRERATELY LEFT BLANK 91 Dot of Public Works FY ' 9 3 FUNCTIONAL OWE Em=im POSITIM COST Administrative and 7 Managerial 12 $753,411 Construction/Admin. 3 199,183 2 Surveys 8 478,159 4 Inspections 14 847,651 7 Design/Admin. 3 242,518 2 Engineering 14 1,055,686 9 Maintenance/Admin. 4 358,266 3 Street Maintenance 14 1,054,622 9 Landscape Maintenance 11 874,003 8 Storftwater Utility Maintenance 15 749,288 7 Architectural 7 550,771 5 Street Lighting = 4,155,000 37 Total S11,318,558 iQ PERFORMANCE INDICATORS * Processed 950 financial transactions. * Designed and or monitored 107 Capital Improvement Projects worth $68 million. * Processed 4,000 requests from citizens for service. * Checked 2,700 building plans. * Processed 60 record plats. * Prepared 100 covenants. * Issued 1,300 utility excavation permits. * Provided professional consultation to other departments on 57 Capital Improvement Projects. * Replaced 3,200 flags of sidewalk. * Pruned 6,000 trees. * Mowed 360 acres of parkways on regular basis. * Removed 1,000 illegal signs from the right of way. * Replaced 1,500 defective tiles on Flagler Street. * Replaced 600 brick sidewalk sections. * Cleaned 55,000 storm drainage inlets and 20 miles of storm sewers. * Issued 30 Waterfront Permits. * Staked 9,800 feet for Line and Grade. 92 PUBLIC WORKS ALL DIVISIONS $11,318,558 DEPARTMENTAL BUDGET AND POSITION SUMMARY Amended Amended Adopted Amended Requested 1989-90 1990_9 1991_92 -92 1.992-93 Personnel Services $ 7,014,588 $ 6,841,504 $ 6,107,196 $ 5,325,152 Operating Expenses 5,829,715 5,871,879 6,606,187 51982,026 Capital Outlay 11,250 26,340 26,34011,380 Total S 8,690,658 S12,855,553 S12,739,723 S12,739,723 S11,318,558 Positions 147 137 105 105 DESCRIPTION The Department of Public Works is responsible for the planning, design and inspection of all capital improvements, construction, maintenance of streets, drains and public rights -of -way. Additionally, this department implements and administers the City's street lighting system. BUDGET HIGHLIGHTS * This department generates revenues of $11,414,786 to the General Fund which supports its' FY'93 operating budget. * This request is $1,421,165 or 11% less than the FY'92 amended budget, primarily due to reductions in personnel services (position reductions). 11001 93 Personnel Services Operating Expenses Capital Outlay Total Position _ � • PUBLIC WORKS OFFICE OF THE DIRECTOR $ 576,554 DIVISIONALr D POSITION SUMi rs . Requested 1992-93 $ 426,637 $ 487,316 $ 487,316 $ 476,745 119,713 105,409 105,409 93,609 6,750 6,200 6,200 6,200 9 10 4 This office is responsible for the overall planning and coordination for the Public Works Department. To accomplish this function, the Office of the Director: (1) promulgates rules and regulations, establishes mininwm standards pertaining to the construction, improvement and oversees the repair of streets, sidewalks, bridges, sewers and public places; and (2) establishes, amends, publishes and enforces minimum standards and controls the design, construction, improver ent and repair of all public works under the authority of the Director. * To establish, promulgate and enforce rules and regulations governing construction within the public right-of-way. * To establish up-to-date standards for design and construction. * To maintain state-of-the-art procedures for the maintenance of streets, bridges and sewers at minimum cost. * To design and/or construct approximately 23 Special Projects Section projects, worth $7,500,000; approximately 4 Highway Section projects worth $7,000,000; and approximately 23 Environmental Engineering Section projects worth $9,000,000. * To continue to improve office management, cost accounting, personnel, duplicating and print reproduction services, and coordination of specifications for projects designed by the department, outside consultants and for other departments. * To recover through assessments of approximately 40% of sanitary sewer projects costs and 15% of highway project costs in special improvement districts. * This request is $22,371 or 4% less than the FY'92 amended budget primarily due to decreases in personnel services as a result of position reductions. lwf001 94 PUBLIC WORKS CONSTRUCTION $ 1,489,417 DIVISIONAL BUDGET AND POSITION SUMVIAM Personnel Services Operating Expenses Capital Outlay Total S 1,970,712 Positions $ 1,662,716 $ 1,649,587 $ 1,291,087 $ 1,170,667 149,310 185,790 544,290 313,570 -0- 6,640 6,640 5,180 32 30 24 24 This division provides: (1) control and regulation for any construction or maintenance work within public rights -of -way in the City; (2) inspection, coordination and supervision of City contracts on public improvements; (3) land surveys and engineering services. The Contracts Inspection Section inspects, coordinates and supervises nearly all construction work done under contract (responsibility for projects begins with the scheduling and holding of a preconstruction meeting and ends with the expiration of all guarantees relating to the campleted project). The Routine Inspection Section is responsible for the regulation and control of all work within the public rights -of -way of the City except for work done under contract for the City or by City forces. P a N MD81 60-MYNii a*0 * To continue efforts to reduce by 2% the construction time on projects by: a. Reducing contractor delays by obtaining better cooperation fraam utility companies on Local Drainage projects. b. Reducing City -caused delays to the contractors by achieving better coordination of the work. c. Reducing the additional time required for extra work and changes in work by the Construction Division assuming more authority in permitting such work. * To continue to reduce the amount of extra work, or changes in work by reviewing the plans and specifications during the design phase. * To continue to reduce the cost of extra work or changes in work by earlier and more knowledgeable actions by the projects inspectors. * To continue to improve the quality of surface restoration by utilities' contractors. * This request is $352,600 or 19$ less than the FY'92 amended budget due to decreases in personnel services, operating expenses and capital outlay. 95 11001 Personnel Services Operating Expenses Capital Outlay Total Positions PUBLIC WORKS DESIGN $ 1,159,409 DIVISIONAL BUDGET AND POSITION SUMMARY $ 1,425,070 $ 1,265,056 4,377,064 221,901 -0- 8,000 $ 1,265,056 221,901 8,000 Requested 1 92-93 $ 1,028,428 130,981 -0- 22 16 16 16 The primary responsibilities of this division are: (1) to provide civil, structural, mechanical, and electrical design for the City's capital improvement projects; (2) to provide engineering and design services for highway and sidewalk, sewer and storm drain improvements; (3) to establish and maintain records of all profile grades required for public rights -of -way; and ( 4 ) to administer the street lighting system. This division also processes subdivision improvements required for record plats, processes applications for waterfront improvements, acquires needed public rights -of -way, and processes the specifications and bidding requirements for all capital improvements projects. * To provide full width development, including drainage and landscaping, for the City's 662 miles of streets. * To camplete sanitary sewer construction plans for the remaining 1.0 square miles of area within the City presently served by septic tanks. * To provide storm drainage protection for all City maintained streets in accordance with City's Comprehensive Stone Drainage Master Plan. * To prepare storm drainage construction plans for 6.0 miles of City maintained streets in areas of critical need, separate and apart from streets designated for street rebuilding. * To issue 800 underground utility permits generating $160,000 in fees. * This request is $335,548 or 22% less than the FY'92 amended budget due to position reductions. 116-01 PUBLIC WORKS OPERATIONS - GENERAL $ 6,140,738 DIVISIONAL BUDGET AND POSITION SUNIl M Amended Amended Adopted Amended Requested 1989-90 1990-91 1991-_922 1991-92 1992-93 Personnel Services $ 2,191,761 $ 1,702,822 $ 1,318,185 $ 907,513 Operating Expenses 796,989 5,057,565 5,433,373 5,233,225 Capital Outlay 4,500 4,500 4,500 -0- Total S 2,752�050 S 2,993,250 S 6,764,887 S 6.756,058 S6.140,738 Positions 53 51 11 16 To provide the leadership and direction to accomplish a work program that will keep the City's streets, bridges and storm sewers in good repair. To provide day-to-day maintenance of streets, sidewalks and fixed bridges. To maintain all storm sewers, curbs, gutters, center parkways and certain landscaped areas on municipal streets. Th maintain and continually check one hundred ninety-five (195) fixed street -end barricades located at canals, the bay, railroad crossings and dead end streets. To maintain and place approximately 400 portable barricades of various types adjacent to any hazardous condition that occurs within the public rights -of -way. * To reduce pavement failures in streets and alleys by resurfacing pavement as needed. * To prune some 6,000 trees to clear vision obstructions, growth of trees over private property, remove coconuts or seed pods and hazardous limbs from public rights- of way, and clear sidewalk and streets of trees that are downed by storms. * To mow grass and other growth in isolated center parkway, around barricades, planters, along State roads, City maintained by agreement, canals and alleys for the equivalent of 500 acres annually. * To respond to 2,000 or more requests made by property owners for such items as filling potholes, placing fill, grading parkways, trimming trees, cleaning storm sewers, mowing parkways, and recovering articles lost or dropped in storm inlets. * To reduce potential flooding by cleaning 20 miles of storm sewer lines and local drainage structures of accumulated debris each year. * To clear storm sewer inlet grates of debris accumulated on the surface before it enters storm sewer four times a year for a total of 50,000 inlets each year. * To respond to 700 or more requests for service for such items as cleaning storm sewers, grading side parkways, to replacing broken or storm castings. r� 01N e!I * This request is $615,320 or 9% less than the FY'92 amended budget primarily due to position reductions and transferring employees to other divisions. 97 11001 Personnel Services Operating Expenses Capital Outlay Total Positions PUBLIC WORKS STORMW=R UTILITY $ 1,952,440 DIVISIONAL BUDGET AND POSITION SUMMARY $ 1,308,404 $ 1,736,723 386,639 301,214 -0- 1,000 $ 1,745,552 301,214 1,000 Requested �93 $ 1,741,799 210,641 -0- MIMAR K ,1 31 30 45 40 This division provides a Stornwater Utility System for the City of Miami, establishes a schedule for rates, a method and procedure for the collection of Stormwater Utility Fees. This division also provides a mechanism for adjustment of said fees, and maintains records of all persons using the services and facilities of the Stornwater Management System. * To monitor the Citywide Stormwater Utility program to ensure funding availability for storm drainage improvements identified by the Comprehensive Storm Drainage Master Plan. * To generate gross annual revenues of over $6,000,000. * To maintain a computerized billing file on all impervious areas for approximately 80,000 parcels. * To retrofit five existing stormwater basins. * This request is $95,326 or 5% less more than the FY'92 amended budget due to reductions in operating expenses (property maintenance, repair maintenance outside). 11001 all SPECIAL PROGRAMS AND ACCOUNTS AMENDED FY' 2 FY' lovee Benefits Employee Award $ 23,000 $ -0- $ (23,000) Severance Pay 4,935,114 2,072,809 (2,862,305) Unemployment Compensation 62,000 62,000 -0- Employee Pool -0- 556,236 556,236 C.D.B.G. Indirect Cost -0- 609,537 609,537 Legislative Staff -0- 71,370 71,370 Subtotal $5,020,114 $ 3,371,952 $(1,648,162) Special Services Dade Teague $ 10,200 $ 10,200 $ -0- External Auditing Fees 263,000 -0- (263,000) Florida League Travel 2,000 2,000 -0- Florida League 12,400 12,400 -0- Legal Services 10,000 10,000 -0- Legislative Liaison, General 258,000 258,000 -0- National League of Cities 10,185 10,185 -0- U.S. Conference of Mayors 81000 81000 -0- Subtotal $ 573,785 $ 310,785 $ (263,000) Reserve for Fixed and Sund_ry Matching Funds for Grants S 15.000 S 50,000 S 35.000 Subtotal $ 15,000 $ 50,000 $ 35,000 11001 99 SPECIAL PROGRAM AND ACCG M-S AMENDEr REQUESTED BUDGET BUDGET FY' 92 FY' 9 iP internal Services General Administration Building Heavy Equipment Maintenance $ 5,OOC $ 5,000 $ -0- Utilities 132,00r, 132,000 -0- property Maintenance 175,OOC 150,539 (24,461) Camwnications Maintenance 1,302,706 751,093 (551,613) Print Shop 185,366 270,566 -0- Property Maintenance 270,453 285,174 14,721 Dinner Key Office Buildings Property Maintenance 350,000 350,000 -0- Utilities 70,60C 70,600 -0- Print Shop 60,000 60,004 -0- Subtotal $ 2,551,125 $ 2,074,972 $(476,153) Contributions - Purchasing $ 664,836 $ 627,155 $ (37,681) Fire Rescue Special Revenue Fund 652,513 720,938 68,425 Off Street Parking 111,600 111,600 -0- Solid Waste 12,269,237 10,131,296 (2,137,941) Group Insurance Subsidy 1,989,285 2,227,452 238,167 Manuel Artime Ccmmnuty Center 470,105 356,392 (113,713) Rouse Trust Fund 48,75E 59,700 10,950 Gusman and Olympia Building 323,239 300,000 -0- Development/Lease Management -0- 1,123,295 1,123,295 Subtotal $16,529,565 $15,657,828 $ (871,737) Beautification Camlittee Program Subtotal I l l t 1 1 Ijljlj� $ 10,00C $ -0- $ (10,000) 100 SPECIAL PROGRAMS AND ACCOUNTS AMENDED REQUESTED BUDGET BUDGET FY' 92 FY' CHAN E Miscellaneous Metro Miami Action Plan $ 90,669 $ 90,669 $ -0- Delinquent Tax 100,000 -0- (100,000) Contingent Fund 465,322 -0- (465,322) Reimb. for Official Functions 75,000 -0- ( 75,000) Employee Drug Screening 30,000 -0- ( 30,000) Pre -employment Physical 65,000 -0- ( 65,000) Commission on Status of Women 25,000 25,000 -0- Nuisance Abatement Board 100,000 200,000 100,000 LHDA (Maximo Gomez Park) 35,000 -0- ( 35,000) Debt Service - Parks Bonds 730,944 1,135,414 404,470 Reserve - Self Insurance 1,300,000 -0- (1,300,000) Reserve - Emergency Expenses -0- 350,996 350,996 International Trade Promotion/Sister City 715,719 773,884 58,165 Bay Front Park Trust 245,382 245,382 -0- Sunshine State Bonds 389,635 285,000 (104,635) Special Assesment District Taxes 56,000 56,000 -0- Dupont Building - Rent 1,177,959 1,000,000 (177,959) Retirement Incentive Program -Salary (7,000,000) -0- 7,000,000 Kizomba 10,000 -0- (10,000} Gibson Memorial Oratorical 35,000 50,000 15,000 N.N.B.P. Of South Florida 35,000 -0- (35,000) Bay of Pigs Veteran 20,000 -0- (20,000) 4% COLA/Vacancies/Health Insurance -0- 212,165 212,165 Subtotal $ (1,298,370) $ 4,424,510 $ 5,722,880 Total S 23,401,219 S25,890,047 S 2,488,828 * COLA adjustment already provided in Police, Fire & Solid Waste budgets. 11001 101 THIS PAGE DELIBERATELY LEFT BLANK 102 GENERAL OBLIGATION BOND FUND SUMMARY Personnel Services Operating Expenses Debt Service Non -Operating Total Positions GENERAL OBLIGATION BONDS $ 25,249,753 Amended Amended 1989-90 1990-9 Adopted 1991-92 Amended Requested 1992-93 $ 457,954 $ 467,450 $ 512450 $ 535,445 73,012 105,000 105000 105,000 25,083,135 25,190,651 25,145,651 24,146,114 463,194 $26,094,419 S25,614,101 S25,763,101 S25,763,101 $25,249,753 8 9 7 9 There are several different series of General Obligation Bonds whose maturity dates extend throughout the year. The main purpose for issuing of the bonds is to obtain funds for various capital projects, environmental amelioration, and public safety undertakings such as improvement and construction of sanitary and stone sewers, expansion and creation of park and recreation facilities, housing, police ` building and firefighting facilities. BUDGET HIGHLIGHTS * The cost of General Obligation Bonds for FY'93 are as follows: Principal $11,745,000 Interest 12,401,114 Operating Expenses 640,445 Contribution to the General Fund 463,194 TOTAL APPROPRIATION $25,249,753 * The revenues to pay the General Obligation Bonds for FY'93 are as follows: Ad Valorem Tax Requirements $23,945,728 Assessment Liens 600,000 Interest 250,000 Delinquent Taxes 454,025 TOTAL REVENUES S25,249,753 103 A 001 GWERAT OBLIGATION BONDS OLfl'STANDING ON OCIQb,:,R 1, 1993 Final Maturity Amount Amount General Obligation Issue Dated Year Issued Outstanding Public Parks & Recreation 10-1-72 1997 28,350,000 4,670,000 Stone Sewer Improvements 3-1-75 1995 3,000,000 310,000 Police Headquarters 3-1-75 1995 8,000,000 830,000 Sanitary Suer Improvements 10-1-75 10-1-75 1995 1995 5,000,000 2,000,000 330,000 210,000 Police Headquarters Sanitary Sewer Improvements 5-1-77 1997 13,000,000 2,530,000 Fire, Rescue & Inspections 5-1-77 1997 5,000,000 1,040,000 Police Headquarters 5-1-77 1997 3,000,000 620,000 Stone Sewer Improvements Rescue & Inspections 5-1-77 12-1-77 1997 1998 2,000,000 1,000,000 425,000 275,000 Fire, Public Parks & Recreation 12-1-77 2003 11,540,000 4,800,000 Housing 12-1-77 2008 1,500,000 1,090,000 Street and Highway Improvements 12-1-78 1998 5,000,000 1,375,000 Sanitary Sewer Improvements 12-1-78 12-1-78 1998 1998 6,000,000 2,250,000 1,860,000 720,000 Fire, Rescue & Inspections Storm Sewer Improvements 12-1-78 1998 5,000,000 2,205,000 Fire, Rescue & Inspections 8-1-81 2001 1,750,000 730,000 Storm Sewer Improvements 8-1-81 2001 3,000,000 1,670,000 Housing 8-1-81 2011 4,400,000 3,495,000 Fire, Rescue & Inspections 5-1-83 1994 8,000,000 440,000 Storm Sewer Improvements 5-1-83 1994 4,000,000 200,000 Sanitary Sewer Improvements 5-1-83 5-1-83 1994 1994 6,000,000 6,000,000 3151000 305,000 Street & Highway Improvements Housing 5-1-83 1994 1,000,000 20,000 Fire, Rescue & Inspections 4-1-85 1998 2,075,000 1,200,000 Sanitary Sewer Improvements 4-1-85 1998 4,205,000 2,045,000 Storm Sewer Improvements 4-1-85 1998 2,265,000 1,245,000 Street and Highway Improvements 4-1-85 1998 2,785,000 1,525,000 Police Headquarters 4-1-85 1998 2,145,000 1,180,000 Police Headquarters 6-1-86 2006 12,000,000 9,860,000 Storm Sewer Improvements 6-1-86 2011 5,000,000 4,410,000 Sanitary Sewer Improvements 6-1-86 6-1-86 2006 2006 3,000,000 2,000,000 2,530,000 1,685,000 Street & Highway Improvements General Obligation Refund - 1986 8-1-86 2014 38,355,000 29,295,000 Pollution Control Facilities 10-1-86 2006 4,000,000 2,740,000 Street and Highway Improvements 10-1-86 8-1-87 2006 2007 2,375,000 1,500,000 1,535,000 1,285,000 Police Headquarters Storm Sewer Improvements 8-1-87 2007 1,000,000 910,000 Sanitary Sewer Improvements 8-1-87 2007 2,500,000 2,190,000 Street and Highway Improvements 8-1-87 2007 5,000,000 4,390,000 Police Headquarters 11-1-88 2008 1,500,000 1,370,000 Storm Sewer Improvements 11-1-88 11-1-88 2013 2008 5,000,000 5,000,000 4,730,000 4,695,000 Sanitary Sewer Improvements Street and Highway Improvements 11-1-88 2008 3,900,000 3,660,000 Fire, Rescue & Inspections 11-1-88 2008 3,000,000 2,815,000 General Obligation Refund -1987 4-1-89 2010 22,605,000 22,265,000 General Obligation Refund -1991 4-1-91 2013 16,135,000 15,955,000 Fire, Rescue & Inspections 6-1-91 2011 3,000,000 2,910,000 Sanitary Sewer Improvements 6-1-91 2011 7,000,000 6,795,000 S293,135,000 S163,685,000 11001 104 GENERAL OBLIGATION BONDED INDEBTEDNEI" PRINCIPAL AND INTEREST REQUIRE14WI'S AS OF 09-30-93 Fiscal Year EndingSeeptember 30 Principal Interest Total 1994 9,970,000 9,573,840 19,543,840 (1) 1995 12,125,000 10,198,757 22,323,757 1996 12,015,000 9,434,562 21,449,562 . 1997 12,115,000 8,678,732 20,793,732 1998 11,335,000 7,935,510 19,270,510 1999 10,550,000 7,211,253 17,761,253 2000 9,880,000 6,445,839 16,325,839 2001 10,450,000 5,695,013 16,145,013 2002 10,540,000 5,112,185 15,652,185 2003 11,055,000 4,370,661 15,425,661 2004 9,310,000 3,592,991 12,902,991 2005 8,900,000 2,919,804 11,819,804 2006 7,200,000 2,262,636 9,462,636 2007 5,840,000 1,747,803 7,587,803 2008 4,915,000 1,352,262 6,267,262 2009 5,000,000 1,041,435 6,041,435 2010 3,895,000 767,579 4,662,579 2011 3,275,000 518,134 3,793,134 2012 1,735,000 321,439 2,056,439 2013 1,795,000 211,316 2,006,316 2014 1,785,000 97,006 1,882,006 Total S163,685,000 S 89,488,757 S253,173,757 (1) Excludes October 1, 1993 installment in the amount of $1,800,000 in principal and $1,409,600 in interest. 11001 105 DEBT SERVICE FUND GUARANTEED ENTITLEMENT, HOUSING REVENUE BONDS AND COMMUNITY REDEVELOPMENT REVENUE BONDS $ 5,261,232 F-IF1 !' `li VY-1Q Amended Amended Adopted Amended Requested 189-90 1940-91 1991-922 1 1- 1992-- ,i Personnel Services $ -0- $ -0- $ -0- $ -0- Operating E4penses -0- -0- -0- -0- Non-Operating 4,428,302 4,432,021 4,432,021 5,261,232 Positions These bonds are to be used to fund various parks, housing related projects and other ccmrninity projects. * Of the $5,261,232 available in FY-93, $412,213 will be used to pay housing debt service, $610,308 will be used to pay guaranteed entitlement bonds, $1,121,761 to pay Ccmiunity Redevelopment Bonds and the remaining $3,116,950 will be transferred to the General Fund. 106 11L®1 ENTERPRISE FUNDS BUDGET SUMMARIES 11 ENTERPRISE FUND APPROPRIATION SUMMARY ($000,000) CONFERENCES & CONV.30.9 ($18.1) 30.9% SOLID WASTE ($29.1) 48.2% RS J2.4) 4.1 % GCS, RECREATION & FAC. ($4.6) 7.8% BUILUING tic ZONING (!$5.4) 9.2% TOTAL BUDGET $,59,629,459 FISCAL `PEAR 1992 - 93 * OTHERS INCLUDE: GOVERNMENT CENTER PARKING GARAGE AND MANUEL AIRTIME COMMUNITY CENTER 107 11001 Department of Conferences, Conventions and Public Facilities Conference Center: Administrative and Managerial/Special Events Debt Service Depreciation Spectacor Management Grp. Parking Garage Office of Public Infor. Coconut Grove Convention Center Bobby Madura Miami Stadium Marine Stadium Orange Bowl Stadium 7 $880,358 5 - 6,196,446 34 - 1,670,000 9 - 1,679,757 9 - 827,047 5 7 370,828 2 14 11,624,436 64 5 901,623 5 1 208,230 1 - 253,574 1 11 5,160,000 29 17 6,523,427 36 Total 31 518.147,863 1m * Coordinate with other Groups or Associations Familiarization Tours to promote the City of Miami and its facilities. * Attracted users from businesses downtown in order to increase the number of monthly custcmers to the highest possible level. * Successfully operated the Convention Center at a profit. * Repeated over 80% of the bookings because of satisfied clientele. * Booked over 18 new events into the Convention Center. * Improved the esthetic surroundings of the center at a substantial cost savings to City by utilizing City staff. * Completed major roof refurbishment and repairs. * Made over 84 media contacts and 40 rounds of media telephone and fax contact. * Prepared and distributed over 175 press and welcome kits. * Coordinated and taped over 265 Tv programs, including special reports and public service announcements. * Prepared and placed 12 City of Miami ads in local newspapers, tabloids and magazines. 11601 CONFERENCES, CONVENTIONS AND PUBLIC FACILITIES Conferences and Conventions $ 11,624,436 DEPARTMENTAL BUDGET AND POSITION SUMMARY Amended Amended Adopted Amended Requested 1.989-90 1 11991_92 1992-993 Personnel Services $ 879,638 $ 913,267 $ 902,796 $ 778,241 Operating Expenses 3,303,273 3,127,279 3,144,886 2,978,694 Capital Outlay 21700 1,000 2,282 1,055 Debt Service/Depreciation 7,448,604 7.,804,534 7,796,116 7,866.446 ` Total S 11;014,430 $11,634,215 $11,846,080 S11,846,080S11 624,436 Positions 17 17 16 -14 DESCRIPTION The Conferences and Conventions Division is responsible for the planning and management processes required for the operation of the City of Miami/University of Miami James L. Knight International Center and Parking Garage and its interface with the Hyatt Regency Hotel. The Department's primary responsibility is to insure use of the facility for a variety of events. These events encompass entertainment, sports, meetings, conferences, and conventions. The attractiveness of the facility is enhanced by the ability to provide a coordinated reservation system for the Center component parts: i.e., the Hyatt Regency Hotel, the University of Miami, Spectacor Management Group, Inc., the Convention Center Management Ccn pany and the City of Miami. SELECTED OBJECTIVES * To monitor sixteen (16) leases and contractual agreements with the University of Miami, the Hotel Developer, Centrust Savings and Loan Association, and other entities. * To maintain the number of events and use days at the Auditorium. Projected number of use days for FY192-93 are 107. * To increase the number of events of Trade, Exhibits, Conferences, and other related activities at the Exhibit Hall. Projected number of events, for FY192- 93 are 53 and 120 use days. BUDGET HIGHLIGHTS * This budget represents the tenth year of operations for the Center and includes the following expense reimbursements: ` $2,506,804 - For Managing and operating the Convention Center and parking garage. * Debt service requirements for the Convention Center revenue bonds has been set at $6,196,446. * Utility Service Taxes will contribute $4,145,087 to this department of which $3,774,259 will be used to offset the Conference Center deficit. This department will generate revenues of $7,479,349. 109 11001 THIS PAGE DELIBERATELY LEFT BLANK 110 COCONUT GROVE CONVENTION CENTER $901,623 Amended Amended Adopted Amended Requested 1989-90 1990-91 1991_92 99,E 1992-93 Personnel Services $ 206,117 $ 225,937 $ 225,937 $ 211,930 Operating Expenses 746,311 693,353 693,353 689,693 Capital Outlay -0- -0- -0- -0- Total S 870,869 S 952,428 S 919,290 S 919,290 S 901,623 Positions 5 5 5 5 DESCRIPTION This department is responsible for maintaining, pramting and providing exhibition space for lease by private or public organizations. Exhibition space may be used for trade shows, consumer shows, concerts and any other organized events of public or private interest. SELECTED OBJECTIVES * To convert the mezzanine into meeting rooms. * To construct a new entrance into the executive offices from the outside. * To retain an outside contractor for the purpose of providing events maintenance for the facility. * To purchase and install a new computerized marquee for the front entrance of the Convention Center. * To pave, stripe, and light the northeast parking lot of the Convention Center. * To increase the number of users at Coconut Grove Convention Center. * To retain an outside firm to operate the parking lots adjacent to the Convention Center in order to achieve additional revenues while remaining competitive with similar venues. BUDGET HIGHLIGHTS * This facility will generate revenues of $901,623 to the Enterprise Fund. * This request is $17,667 less than the FY'92 amended budget due to a reduction in personnel services requirements. * Depreciation expense has been set at $136,500. 11001 ill MARINE STADIUM $253,574 s Z r r r, W 0.1 Z u• O. r i r• Amended Amended Adopted Amended Requested 1989-90 1990-91 1991-92 1991-92 1992-93 Personnel Services $ 125,341 $ 62,502 $ 62,502 $ 63,142 Operating Expenses 203,833 175,504 175,504 190,432 Capital Outlay -0- -0- -0- -0- Total S 410,265 S 329,174 S 238,006 S 238,006 S 253,574 Positions 2 1 2 0 The Marine Stadium is a public facility offering a wide variety of outdoor marine entertainment including power boat regattas, educational boating programs, and concerts. SELECTED OBJECTIVES * To increase major events at the Marine Stadium by using prcooted and co- sponsored productions. * To reduce the event cost to the promoter by 40% which will encourage promoters to hold more events at the facility. BUST HIGHLIC IS * This request is $15,568 or 7% more than the FY192 amended budget. This increase is primarily due to operating expenses (Property Liability). * This facility will generate $253,574 in revenues to the Enterprise Fund. * Depreciation expense is set at $78,000. 11 001 112 BOBBY MADURO MTAMT STADIUM $ 208,230 DIVISIONAL BUDGET AMID POSITION SiAMMARY Amended Amended Adopted Amended Requested 1989-90 1990-91 1991_,921-92 1992-93 Personnel Services $ 102,471 $ 103,217 $ 103,217 $ 42,866 Operating Expenses 149,040 149,040 149,040 165,364 Capital Outlay -0- -0- -0- -0- Total S 410.781 S 251,511 S 252,257 S 252 — S _208,230 Positions 2 2 2 1 Bobby Madura Miami Stadium provides a public facility for professional and semi- professional baseball. It is often used for concerts or other events while the parking lot is occasionally used for flea markets and other events. SELECTED OBJECTIVES * To maintain the Miami Stadium property in keeping with amateur baseball and soccer standards providing maximum playability and appearance. * To provide daily maintenance of playing field which includes scheduled mowing and tr ruing, aerification, fertilization, chemical application, irrigation painting and structure and daily cleaning of common areas. * To increase revenues through promotional programs and constant negotiations with promoters . * To continue to encourage local and out of state promoters to use our facilities through negotiated fee reductions. BUDGET HIGHLIGHTS * This request is $44,027 or 17% less than the FY'92 amended budget due to a reduction in personnel services. * This facility will generate revenues of $208,230 to the Enterprise Fund. * Depreciation expense is set at $68,000. 113 _� Personnel Services Operating Expenses Capital Outlay Non -Operating Total S 5,196.560 Positions ORANGE BOWL STADIUM $ 5,1601,000 Amended 1990-91 $ 1,008,097 2,038,103 1,800 14 Adopted 1991-92 $ 1,069,661 2,021,539 1,800 14 14 Requested 1992-93 $ 971,327 2,111,752 1,800 11 The Orange Bowl provides a public facility for leisure -time activities including professional, collegiate and high school football, other sports, musical entertainment, and community programs. SELECTED OBJECTIVES * To maintain the Orange Bowl Stadium and surrounding acres in keeping with NCAA standards providing maximnn safety and appearance. * To continue the structural and steel painting of the facility. This project will be completed by December 30, 1992. * To initiate a maintenance program after the renovation is completed to keep the Orange Bowl Stadium in high standard for a major sports facility. * To increase revenues through promotional programs and constant negotiations with promoters. * To continue to encourage local and out of state promoters to use our facility thru negotiated fee reductions. * This request is $67,000 mere than the FY'92 amended budget primarily due to increases in operating expenses (Debt Service requirements). * This facility will generate revenues of $5,160,000 to the Enterprise Fund.. * Depreciation expense is set at $413,000. * The remaining balance from State Revenue Sharing shall be transferred to the General Fund. 114 1100, Department of Parks, Recreation and Public Facilities Enterprise Fund FY' 93 FUNMONAL COST FUNCTI POSITICO6T Acimi ni strative and Managerial 1 $346,211 8 Marina Operations 13 2,769,684 64 Golf Course Operations 7 1,211,737 28 Total 21 84,327,632 io * Maintained 350 golf course's and marina's ground acres per year. * Processed over 18,000 boat accounts per year generating Marina revenue of $2.9 million. * Generated $1.35 million golf course revenue. 11001 115 Personnel Services Operating Expenses Capital Outlay Total Positions MELREESE GOLF COURSE $ 729,899 I0• F3 0:11TEDEN L'it •RE OF ► . Amended Amended Adopted Amended Requested 1989-90 1990-91 1991-92 .3 $ 451,721 $ 439,251 $ 439,251 $ 444,690 326,532 279,323 279,323 285,209 1,468 1,468 1,468 -0- 6 6 7 4 Melreese Golf Course is an 18-hole facility located at 202 N. W. 37 Avenue. It provides an opportunity for residents and visitors to Miami to enjoy golfing on a well maintained course at reasonable fees. The Parks and Recreation Department administers the golf course, and is also responsible for its maintenance. * To maintain golf course property in keeping with U.S.G.A. standards providing maximum playability and appearance. * To provide daily maintenance of 134 acres at Melreese Golf Course which includes scheduled mowing and trimming, aerification, fertilization, chemical application and irrigation. * 7.b improve the clubhouse with the installation of a new roof, painting, landscaping, and new asphalt walkways at the first tee. * To rebuild sand bunkers around greens to improve playing conditions of sand play. * To repave and improve all golf cart roadways. * To install a new automatic irrigation system to water 105 acres. BUDGET HIGHLIGHTS * This request is $9,857 more than the FY'92 amended budget, primarily due to an increase in operating expenses (Property Maintenance). * This facility will generate revenues of $72.9,899 to the Enterprise Fund. * Depreciation expense has been set at $20,800. 116 MIAMI SPRINGS GOLF COURSE $ 710,004 DIVISIONAL BUDGET AND POSITION S[llMSM M, _ _ Z Personnel Services $ 411,899 $ 412,527 $ 412,527 $ 401,307 Operating Expenses 406,219 328,451 3281451 307,443 Capital Outlay 1,468 1,468 11468 1,254 Total S 692,800 S 819,586 S 742,446 S 42,446 S 710,004 Positions 3 4 3 3 4iei Miami Springs Golf Course is an 18-hole facility located at 650 Curtis Parkway, Miami Springs, Florida. It provides an opportunity for residents and visitors to Miami to enjoy golfing on a well maintained course at reasonable fees. The Parks and Recreation Department administers the golf course, and is also responsible for maintenance. SELECTED OBJECTIVES * To maintain golf course property in keeping with U.S.G.A. standards providing maximmi playability and appearance. * To provide daily maintenance of 186 acres including scheduled mowing and triming, aerification, fertilization, chemical application and irrigation. * To construct new warrens' tees at #8,#9,#14 and #16. * To continue to encourage surrounding hotels to use the City's golf facilities thru a 15% discount program. * To provide incentive discount rates for large groups that use the golf courses during non -prime time hours. * To continue scorecard and pencil sponsorship program which saves the golf courses $4,600 annually. BUDGET HIGHLIGHTS * This facility will generate revenues of $710,004 to the Enterprise Fund. * This request is $32,442 or 5% less than the FYI 92 amended budget, primarily due to a reduction in personnel services and operating expenses (Property Liability, Fleet Management and Print Shop). * Depreciation expense has been set at $15,200. ,1®01 117 Personnel Services Operating Expenses Capital Outlay Total Positions t. DINNER KEY MARINA $ 2,182,448 DIVISIONAL BUDGET .AND POSITION SUNMARY $ 747,149 $ 784,258 $ 784,258 $ 653,969 1,743,664 1,725,842 1,717,442 1,528,479 20,200 10,200 18,600 -0- 15 12 12 11 Dinner Key Marina provides in -the -water berthing facilities for pleasure and fishing vessels. Administrative activities include registration of vessels, collection of dockage fees, and maintenance of records. Operational duties include assistance in docking and undocking vessels, safety inspections of vessels moored in berths, dissemination of weather warnings, and enforcement of anchoring regulations. ELECTED_OBJECTIVES * To maintain Dinner Key Marina at 95% occupancy level. * To ensure all accounts for vessels berthed at Dinner Key Marina are current. * To review options available for increasing marina parking facilities in order to offset parking shortages due to special events. * To obtain funds for the expansion of the shower and restroom facilities to accommodate odate increase in the number of marina users. IiLh9WAt r, * This request is $337,852 less than the FY'92 amended budget, primarily due to decreases in personnel requirements (temporary salaries), debt service payments and budget reserve. * This Marina will generate revenues of $2,182,448 to the Enterprise Fund. * Depreciation expense is set at $40,500. 11001 118 Personnel Services Operating Expenses Capital Outlay Total Position DESCRIPTION BAYSIDE MARINA $705,281 DIVISIONAL BUDGET AND POSITION SLN4fM Amended Amended Adopted Amended Requested 1989-90 1990-91 1991-92 1991-92 1992-93 $ 307,485 $ 361,917 $ 361,917 $ 354,781 274,368 277,135 277,135 348,000 4,500 2,500 2,500 2,500 S 592,700 S 586,353 S 641,552 S S 705.281 641,552 2 3 3 3 This marina provides 250 in -the -water berthing facilities for private and commercial vessels ranging in sizes up to 90 feet. This facility is open 24 hours daily and acccdnmodates pleasure, sight-seeing and charter fishing vessels. Operational activities include assistance in docking vessels, safety inspections of vessels moored in berths, dissemination of weather warnings and enforcement of charge regulations. SELECTED OBJECTIVES * To provide in -the -water berthing for 200 pleasure, sight-seeing and charter fishing vessels, ranging in size from 30 to 400 feet. * To prepare, develop and implement a more accurate revenue collection system as well as improve accounting procedures. * To enhance the relationship between the City of Miami and the Bayside Management Group as well as enhance services to the general public using the Bayside Miamarina facilities. * To provide overall supervision and develop mechanisms for: assisting boaters, maintaining security in all marina operations. * To cooperate with the Public Works Department in developing plans for the initiation and administration of extensive renovations at Bayside Marina. BUDGET HIGHLIGHTS * This request is $63,729 more than the FY'92 amended budget due to increases in operating expenses (Property Liability). * Depreciation expense has been set at $117,700. ,loot 119 Personnel Services Operating Expenses Capital Outlay Total Positions DESCRIPTION GOVERNMENT CENTER PARKING GARAGE $ 1,838,013 Amended Amended Adapted Amended Requested 1989-90 1990-91 1991-92 1991-92 1992-93 $ -0- $ -0- $ -0- $ -0- 1,299,060 1,716,900 1,716,900 1,838,013 -0- -0- -0- -0- This municipal parking garage located at 260 NW 2 Street, is owned by the City of Miami and operated under contract by the Off Street Parking Authority. SELECTED OBJECTIVES * To establish parking rates that provide increased utilization of the facility and maximize financial return to the City of Miami. * To intensify efforts to attract users fresn business in the immediate area so that the number of monthly customers is at the maximum level possible. * To maintain operating cost at the lowest level possible while providing the highest caliber of service and maintenance. BUDGET HIGHLIGHTS * This budget represents the ninth full year of operations and includes $387,197 in reimbursed expense to the Off -Street Parking Authority for managing and operating the facility. * Debt service requirements have been set at $1,301,031. * Depreciation expense has been set at $149,785. * Operating revenues have been projected at $559,445 resulting in an operating loss of $1,278,568. This deficit will be offset from the Utility Service Tax. * The increase in subsidy for FY'93 is due to increased debt service requirements. 11001 120 THIS PAGE DELIBERATELY LEFT BLANK 121 Department of Planning, Building and Zoning Building and Zoning Division FY' 93 FUNCTICNAL COST POSITIONS ffi�T Administrative and Managerial 5 $288,525 5 Envir. Code Enforce.Sec. 23 1,314,239 24 Support Services 4 227,970 4 Permits and Control Section 6 341,909 6 Electrical Inspec. Sec. 8 535,987 10 Mechanical Inspec. Sec. 11 736,983 14 Structural Inspec. Sec. 10 669,983 13 Plumbing Inspec. Sec. 8 539,587 10 Building Code Enforce. Sec. 7 402,496 8 Hearing Board Admin. 344,306 --6 Total S5.401,985 i. * Due to the agreement with Dade County, the Unsafe Structures Board continues to hold monthly hearings for the City of Miami eliminating the backlog of pending cases. Through enforcement procedures, over 383 properties have been demlished. * Prepared ticketing procedures in order to start implementing Or. 10954, the Code Enforcement Ticketing Ordinance. * Participated in the NET (Neighborhood Enhancement Team) Program, by assigning 12 Code Enforcement Ticketing Ordinance. * Implemented an Ordinance requiring all contractors to update their documentation with the City on a yearly basis. This new ordinance will assure the citizens that only registered contractors are allowed to pull permits. * Reviewed and processed approximately 11,000 plans and permit applications. * Zoning Inspectors issued 5,200 violations, conducted over 100 neighborhood sweeps and/or joint inspections with the Police Department. 11 001 122 Personnel Services Operating Expenses Capital Outlay Non -Operating Zbtal Positions PLANNING, BUILDING AND ZONING ALL DIVISIONS $5,401,985 Amended Amended Adopted Amended Requested 1989-90 1990-91 1991-92 1991-92 1992-9,3 $ 4,231,681 $ 4,324,864 $ 4,315,194 $ 4,198,621 599,984 558,156 562,726 781,144 87,956 78,644 83,744 51,730 550,000 535,796 535,796 370,490 S 5,414,364 S 5,469,621 S 5,497,460 S 5,497,460 S 5,401,985 94 89 89 88 This operation is to protect the health, safety and welfare of the public and to enhance the general quality of life through interpretation and enforcement of the South Florida Building Code, the City of Miami Zoning Ordinance, and other applicable regulations that govern construction and land use. BUDGET HIGHLIC IS * This Department generates revenue of $5,401,985 to the Enterprise Fund. This represents 100% of the department's FY'93 budget request. * This request is $95,475 less than the FY'92 amended budget due to a reduction in personnel services. 11001- 123 Personnel Services Operating Expenses Capital Outlay Total Positions PLANNING, BUILDING AND ZONING ADMINISTRATION $ 409,579 115 Eli RE-3 m Z F1 Iff-FE Vim N WTI Z iM •K •: HP. it, F_r 5-4 $ 359,014 $ 389,023 $ 25,739 25,239 7,723 6,655 389,023 $ 382,442 25,079 24,013 6,655 $ 3,124 60 s 409.579 7 7 7 7 This section is responsible for policy formulation and decision making within the department. This requires the development of short and long range plans, maintain liaison and work with citizen groups, construction industry, professional organizations and other government agencies, prepare and administer the budget, monitor revenue and projections, prepare and administer personnel related activities. * To provide the construction industry, as well as the general public and other City departments with accurate interpretation, enforcement and administration of building and zoning codes by publishing information flyers, timely inspections, and responses to complaints, handbook on inspections/processing procedures, and offering seminars that deal with the enforcing disciplines. * To coordinate sweep programs on a monthly or bimonthly basis in order to improve the quality of life and structures in designated blighted neighborhoods. * To continue evaluating manpower utilization and implement any changes that will result in an increase in efficiency and cost savings. * To maintain dissemination of helpful information to the general public about the do's and don't's of construction activities through a close working relationship with the media, i.e., TV stations, radio stations and newspapers. * To organize and implement an integrated program with Dade County and all its municipalities in the strict enforcement of state and local rules and regulations regarding unlicensed contractors and tracking them down. Q * The request is $11,178 or 3% less than the FY'92 amended budget due primarily to a decrease in personnel costs. 124 PLANNING, BUILDING AND ZOW"ING CODE ADMINISTRATION $ 1,255,509 DIVISIONAL BLEGE ' AND POSITION StMARY VIC Personnel Services $ 787,303 $ 794,412 $ 794,412 $ 753,417 Operating Expenses 78,893 76,193 69,113 92,561 Capital Outlay 43,032 34.788 39,888 39,041 Non -Operating 550,000 535,796 535,796 370,490 Total $ 1,344,710 S 1,459,228 S 1,441,182 S 1,439,209 S 1,255,509 Positions 24 24 23 24 The primary function of the Code Administration section is to interpret and enforce the Zoning Ordinance 9500 and other City, County, State and Federal regulations pertaining to construction of buildings in the review of building plans and issuing of permits and Certificates of Occupancy. This section acts as liaison with other City departments, Federal, State and County authorities on matters related to the ` South Florida Building Code. This section is also responsible for microfilming plans and records and the collection of fees; maintenance and control of all records including microfilmed records; provides copies of records, maintains statistical and accounting records of revenue collected and permit activity. * To continue cross -training of all personnel in all functions of the division for more efficient use of available personnel. * To continue working in the development and implementation of a computerized system in order to improve efficiency and for easier access to information. * To disseminate as much zoning information as possible to property owners, merchants, contractors, etc. through informationflyers and in-house seminars and workshops. * To achieve a higher degree of efficiency and accuracy in the processing of permits with the implementation of a computerized system. * To maintain the present rate of microfilming plans, and move toward microfilming of all other documents as required by Public Records Act under record keeping. * This request is $183,700 or 13% less than the FY'92 amended budget primarily due a decrease in non -operating expenses (contribution to the General Fund). 125 11001 Personnel Services Operating Expenses Capital Outlay Total Positions PLANNING, BUILDING AND WNING INSPECTION SERVICES $ 2,345,638 DIVISIONAL BUDGET AND POSITION SUW4ARY $ 2,519,241 $ 2,127,843 $ 2,118,173 $ 2,082,130 172,307 168,507 173,037 262,693 17,499 17.,499 17,499 815 • 49 37 39 38 The primary function of the Inspection Services Section is to serve and protect all of the citizens of the City of Miami by inspecting, informing, advising and enforcing in such a manner as to provide the minimum standards for the safeguarding of persons, and of buildings and their contents. It is the responsibility of this office to coordinate the Code Enforcement inspection and enforcement duties in securing and maintaining compliance with City of Miami Ordinances, Dade County, the South Florida Building Code, Florida State Laws, Federal Laws and other recognized standards relative to Plumbing Inspection, Electrical Inspections, Structural Inspections, Mechanical Inspections and Code Enforcement. * To make more thorough and timely inspections that will subsequently contribute to the tax base and economic growth of the City. * To maintain the response time to three days for scheduled inspections to the construction industry and the general public. * To reduce the response time to two days for Building, Electrical, Mechanical and Plumbing complaints from the general public at large. * To use management/employee committees to formulate standards and procedures that will increase efficiency in the Inspections Division. * To decrease by 10% the number of unlicensed individuals doing work in the City, by the last quarter of the Fiscal Year with the use of the revised State of Florida Department of Professional Regulation and Cease and Desist form and more aggressive pursuing of violators. * To decrease by 5% the number of re -inspections of construction by the second quarter of the Fiscal Year, with the use of re -inspection fees and by educating the construction industry of the problem through in-house workshops/seminars. * To prepare inspection forms, invoices and notices on 427 boilers and 2300 elevators during the month of January, in order that revenues may be collected within a three-month period. BUDGET HIGHLIGHTS * This request is $36,929 or 2% more than the FY'92 amended budget due to an increase in operating expenses (Fleet Management). 126 11001 Personnel Services Operating Expenses Capital Outlay Total Positions DESCRIPTI�i PLANNING, BUILDING AMID ZONING HEARING BOARDS $ 502,422 •, r1 M:Jj ON i: $ 265,474 $ 302,564 $ 302,564 $ 267,312 260,533 243,533 252,313 227,360 5,412 5,412 5,412 7,750 5 6 6 16 The Hearing Boards section is responsible for the processing of Zoning Board applications and petitions; scheduling and notification of public hearings; recording and transcription of the Zoning Board and the Code Enforcement Board minutes; and maintenance of Zoning, Code Enforcement and Planning Boards records. It also canpiles and distributes agendas for Planning, Code Enforcement and Zoning Comni.ssion meetings; and provides for the updating and distribution of the zoning ordinance and atlas. APR O L" U,_ * To counsel for, accept and review all applications for Zoning Board review, and prepare agenda information, gather backup documentation, prepare legal ads, signs, letters and all paperwork required for two (2) Zoning Board meetings, two (2) Code Enforcement Board meetings, two (2) Planning Advisory Board meetings, one Impact Fee Board Review meeting, and one (1) City Commission meeting every month. * To continue handling telephone calls and walk-in inquiries from the public regarding recent zoning map and ordinance (text) changes, public hearing items, filing requirements, and general information; as well as sell copies of public hearing documents and materials. * To provide informational and training workshops during the year for Zoning Board, Planning Advisory Board, and Code Enforcement Board members as required. * To continue microfilming all documents on file dated fram 1950 through present. piLr lP r4 * The request is $57,867 or 10% less than the FY'92 amended budget primarily due to a reduction in personnel services requirements. 127 11��ii Personnel Services Operating Expenses Capital Outlay Total Positions M• � 4, PLANDIING, BUILDING AND ZONING CODE ENFORCEMENT $ 888,837 DIVISIONAL BUDGET AND POSITION SUMMARY - •-• - •-• 'see R $ 300,649 $ 711,,022 $ 62,512 441.684 14,290 14,290 711,022 $ 713,320 43,184 174,517 14,290 1,000 :. •» S :::837 9 15 14 13 This section accepts, processes and schedules all violation cases to be heard by the Metro -Dade County Structures Unsafe Board monthly meting dedicated solely to City of Miami cases. It also conducts a weekly Code Enforcement Board meeting to eliminate the current backlog of cases. It maintains all records of actions taken, orders for compliance, placement of liens and foreclosure proceedings. * To continue submitting cases involving unsafe structures to the Metropolitan Dade County Unsafe Structures Board for their ruling of demolition or correction of deficiencies. * To respond to complaints involving unsafe structures within a 24-hour period. * To achieve timely follow-up inspections with the assistance of a computerized system which will handle their scheduling. This system will also detect duplication of complaints reported. * To decrease processing time for demolition contracts. * To keep existing amount of time (within 30 days) necessary to present cases to the Code Enforcement Board and expedite enforcement orders. * To maintain the amount of response time from four (4) to five (5) days on zoning complaints and violations, and observed violations from weekend inspections. * This request is $120,341 or 16% more than FY'92 amended budget primarily due to an increase in operating expenses (Lot clearing fees). 1i001 128 129 Department of General Services Administra':ion and Solid Waste Solid Waste Division FY193 FUNCrIONAL COST FUNCTI POSITIC�LS S ' Administrative and Managerial 19 $1,09-,230 4 Code Enforcement 13 652,551 2 Canmercial Garbage Collection 18 1,491,631 5 Residential Garbage Collection 160 13,758,938 47 Rubbish Collection and Special Events 106 9,284,046 32 Street Cleaning 24 1,988,840 7 Recycling 16 829,780 3 Total 356 S29 , 09 7 . 016 iLo * Received a recycling grant fran the State of Florida Department of Environmental Regulation in the amount of $600,000 for recycling program expansion through Septenber 30, 1992. * Recycled 4,200 tons of newspaper, aluminum/tin cans, glass and plastic bottles fresn 30,000 homes producing $227,000 in disposal cost savings. * Implemented a yard waste composting facilit_- at Virginia Key producing disposal cost savings of $500,000 for FY'92. * Generated disposal cost savings of $900,000 fran the diversion of waste disposal to the Resource Recovery (Waste to Enemy) Facility. * Made over 3,534 inspections relative to garb -age and trash violations and overflowing dumpsters. * Issued approximately 4,507 warning notices of violations. * Licensed 20 private waste haulers. * Inspected 60 private waste hauler trucks for permits. 130 GENERAij SERVICES ADMINISTRATION AND SOLID WASTE ALL DIVISIONS $ 29,097,016 Amended Amended Adopted Amended Requested 1989-90 1 0- 1 1991_92 1991_92 1992-93 Personnel Services $18,342,911 $17,192,317 $16,490,860 $ 16,152,961 Operating Expenses 10,686,549 ' 12,245,153 12,950,226 12,919,930 Capital Outlay 8,241 24,125 20,509 24,125 Total 531,130,343 529,037,701 529,461,595 529,461,595 S 29,097.016 Positions 429 397 356 356 The functions of the General Services Administration and Solid Waste Department Solid Waste Division is the management and supervision of all sanitation duties including garbage collection, waste collection, lot clearance and street cleaning. The department is also responsible for the investigation of sanitation code violations; aids the Police Department in collecting, transporting, and disposing of seized illegal materials; aids the Fire Rescue and Inspection Services Department in cleanups of fire debris; and aids the Parks Department by servicing refuse containers throughout the parks system and providing special cleanups after civic events. Lr r,61 r�y,� * This department will generate a revenue of $18,965,720 to the Enterprise Fund. This represents 65% of the department's FY'93 budget request. A subsidy of $10,131,296 from the General Fund is needed to cover the remaining shortfall. The $364,579 decrease is a result of a reduction in personnel services requirements. 131 11001 Personnel Services Operating Expenses Capital Outlay Total Positions GENERAL SERVICES ADMINISTRATION AND SOLID WASTE ADMINISTRATION $ 1,091,230 DIVISIONAL BUDGET AMID POSITION SLNMY $ 995,019 $ 182,485 8,241 983,544 $ 983,405 $ 857,355 182,250 185,866 209,750 24,125 20,509 24,125 22 20 19 19 This office is responsible for the overall management and coordination of the Solid Waste Division. Primary responsibilities include the development and implementation of policies, plans, programs and budgets for the department. * To reduce litter by educating the public through ccatmunity meetings in areas of Little Havana, Liberty City, Overtown, Little Haiti, Coconut Grove, Wyrn,,00d and North East Miami. * To increase public awareness of the need to enhance and protect the beauty of our ccmmnity through radio and T.V. interviews and presentations. * To develop an in-house program targeting critical areas in the city and implementing a monthly code enforcement blitz by the second quarter. * To distribute literature to increase public awareness of all existing anti - litter laws and cleanup services. * To continue a recruitment program designed to have a workforce that more accurately reflects the ethnic mix in the City. * To maintain a monthly inventory process for office, housekeeping, and safety supplies. * To continue expansion of curbside recycling services pursuant to the State of Florida Solid Waste Management Act and implement a yard -waste composting program. * To fully implement the white -goods recycling program and to divert waste disposal to the Resource Recovery Facility. * This request is $98,550 or 8% less than the FY'92 amended budget due to reductions in personnel services. 132 110 01 GENERAL SERVICES ADMINISTRATION AND SOLID WASTE ENFORCEMENT $ 652,551 DIVISIONAL BUDGET AND POSITION SIMM Amended 1989-90 Amended 1990-91 Adopted 1991-92 Amended Requested 1991-92 1992-93 Personnel Services $ 657,480 $ 636,403 $ 636,403 $ 565,400 Operating Expenses 200,666 197,151 197,151 87,151 Capital Outlay -0- -0- -0- -0- Total S 1,024.408 S 858,146 S 833,554 S 833.554 S 652,551 Positions 13 12 11 13 This division enforces compliance with the sanitation regulations concerning garbage, rubbish, lot clearing, and abandoned property (e.g., vehicles). Inspectors investigate possible sanitation code violations that are referred by the Fire Rescue and Inspection Services Department, the County Rodent Control Department, Waste Collection Supervisors and residents. Other services include: (1) inspection of equipment used by private waste collectors operating in Miami; (2) checking plans for new buildings for proper garbage storage facilities; and (3) liaison with the community on code -related questions and problems. * To maintain inspections/citations on uncontainerized garbage or miscellaneous trash in receptacle areas by 1,122. * To maintain inspections'on dumpsters not kept in approved facility area at 205. * To increase inspections/citations on trash placed in right-of-ways at other than authorized time at 9,030. * To increase inspections/citations on unauthorized disposal of garbage, trash, or other waste material consisting of industrial and/or bulky waste at 1,313. * To maintain inspections/citations on insufficient number of approved garbage receptacles at 920. * To provide information, referrals, and follow-up on 3,800 calls due to resident complaints. ter, r i r•.wk. * This request is $181,003 or 22% less than the FY'92 amended budget. This decrease is primarily attributable to a decrease in salary, fringe Benefit costs and operating expenses, (Lot Clearing fees). This function was tranferred to Building and Zoning. 133 11001 Personnel Services Operating Expenses Capital Outlay Total Positions GENERAL SERVICES ADMINISTRATION AND SOLID WASTE WASTE COLLECTION $ 27,353,235 DIVISIONAL BUDGET AND POSITION SLWMARY $16,690,412 10,303,398 -0- IF! ,re- .. -• $15,572,370 11,865,752 -0- $14,871,052 $ 14,730,206 12,567,209 12,623,029 -0- -0- 394 365 326 324 This division is responsible for garbage collection and for rubbish/trash collection throughout the City. Garbage is serviced from the back yard; rubbish/trash is serviced fran the curb line. A special service section picks up dead animals. * To maintain the twice -weekly schedule for the collection of garbage from rear yards• * To sweep 32 miles of downtown streets daily. * To maintain annual garbage and trash collection of approximately 223,000 tons. * To sweep 167 miles of arterial streets once a week. * To maintain the collection of trash from the curb on a weekly schedule. * To collect newspapers, glass, aluminum, plastic and white goods for recycling. * To keep debris and trash off the streets and right-of-way areas. * To collect litter from 500 litter containers throughout the City in conjunction with street sweeping on a daily basis. * To operate the yard waste composting program. * This request is $85,026 less than the FY192 amended budget. This net decrease is a result of a reduction in personnel services requirements. 134 1 1 0- 0 1 MANUEL ARTIME COMMUNITY CENTER $ 512,942 DIVISIONAL BUDGET AND POSITION SUMMARY Amended Amended Adopted Amended Requested 1989-90 1 9- 1 1 1- 2 1 1- 2 1992-93 Personnel Services $ 298,529 $ 311,690 $ 298,286 $ 295,655 Operating Expenses 280,579 284,415 295,580 212,287 Capital Outlay 5,300 5,000 7,239 5,000 Total S 723,603 S 584,408 S 601,105 S 601,105 S 512,942 Positions 7 7 6 6 The Manuel Artime CcnTmnity Center provides goverrmiental, cultural organizations and other public agencies the facility to promote programs of educational cultural, and special community services to the residents of Miami. The Center is maintained and operated by the City of Miami including maintenance of the grounds and buildings. * To manage the Manuel Artime Ccm unity Center Auditorium to the public for cultural, educational and entertainment use. * To continue to manage the Manuel Artime Office Building which contains the offices of many social services, economic development and other ccnuunity organizations. DIVISIONAL POSITON TABLE Classification 1 1- 2 1992-93 Cultural Affairs Coordinator 1 1 0 Administrative Aide I 1 1 0 Custodian Supervisor 1 1 0 Grounds Tender 1 1 0 Account Clerk 1 1 0 Typist Clerk II 1 1 0 6 6 0 B= BIGHLIGEiTS * This is the fourth year the Manuel Artime Ccnu unity Center is being accounted for as an enterprise fund unit. * This facility which serves low and moderate income residents. * A deficit of $356,392 will be covered by a contribution from the General Fund. 11001 135 DIMER KEY BOAT YARD $304,008 IN 1989-90 1990-91 1951-92 1991 1992-93 Personnel Services $ -0- $ -0- -0- 139,858 Operating Expenses -0- -0- -0- 151,650 Capital Outlay -0- -0- -0- 12,500 Total S S -0- S -0- -0- S 304.00 BUDGET HIGHLIGHTS * The City will run the Dinner Key boat yard until the City Comission selects a private cca parry to operate this facility. 11001 136 SPECIAL REVENUE FUNDS BUDGET SUMMARIES 1 -11 6104 Personnel Services Operating Expenses Capital Outlay Total Positions E-911 EMERGENCY SYSTEM $ 1,200,000 DIVISIONAL BUD ZT AND POSITION SLMkRY Amended Amended Adopted Amended Requested 1989-90 1990-91 1991-92 1991_92 1992-93 $ -0- $ -0- $ -0- $ -0- -0- -0- -0- 1,200,000 -0- -0- -0- -0- S -0- S -0- S -0- S -0- S 1,200,000 The budget includes equipment for automatic call distribution, call management, radio dispatch, inter -operator interccnm ications and report generation equipment for E-911 Emergency Systems in the Police and Fire Departments. BUDGET HIGHLIC�i'I5 * The E-911 Emergency System budget was transferred frcm the Internal Service Fund (Ccermunications Services Division) for accounting purposes. 137 11001 Department of Fire, Rescue and Inspection Services Rescue Services FY'93 FUNCTIONAL COST IINCTI Administrative and Managerial Rescue Services Vehicle Maintenance Zbtal -O 2 $90,775 4 25 1,964,826 89 2 158,857 7 2-2 $2,214,458 iQQ EEREQRSM * Maintained a 4.56 minutes response time to rescue related calls. * Responded to over 29,000 emergency medical/rescue calls. * Certified/recertified over 200 paramedics. 138 11001 FIRE RESCUE AND INSPECTION SERVICES RESCUE SERVICES $2,214,458 DIVISIONAL BUDGET AND POSITION SUMMARY Amended Amended Adopted Amended Requested 1989-90 1990-9.. 1991_92 1 1- 1992-93 Personnel Services $ 1,967,608 $ 1,951,988 $ 1,951,988 $ 2,006,183 Operating Expenses 182,665 182,665 182,665 208,275 " Capital Outlay -0- -0- -0- -0- Total S 2,146,016 S 2,150,273 S 2,134,653 S 2,134,653 S 2,214.458 Positions 31 29 29 29 DESCRIPTION This division is primarily composed of specially trained Firefighter/Paramedics who give emergency medical care to victims of fires, accidents and sudden illness. Their ability to respond to emergencies within 4 minutes helps to save hundreds of lives each year and limits disabling injuries. The Firefighter/Paramedic uses a sophisticated telemetry system that provides for voice and EKG transmission via radio. SF7,F.f TED OBJECTIVES * 'Ib retain high skill proficiency by sending 20 Paramedics each year for intubation and assessment training. * To conduct a bi-monthly audit of rescue runs by the Medical Director. * To upgrade the EMS capabilities of 100 firefighting personnel by teaching the application of MAST suits and ensuring the required amount of training for EMT recertification. * To continue field study of a new method of CPR called Simultaneous Ventilation and Ccnipression (SVC) . * To continue several ongoing programs with learning institutions. BUDGET HIGHLIGHTS * This request is $79,805 more than the FY'92 amended budget. This increase is due to an increase in personnel services and operating expenses. * This budget is supported from the General Raid in the amount of $720,938. 139 11001 Department of Development and Housing Conservation FY193 FUNCTIONAL COST FREMM POSITIONS C'06T Administrative and Managerial 9 $610,437 9 Financial Operations and Economic Analysis 8 522,153 8 Housing Rehabilitation 11 1,767,768 26 Rental Assistance 2 2,504,772 36 New Housing Development 3 258,173 4 Sales and Marketing 1 65,605 1 Project Planning & Implem. 2 185,149 3 Project Design, Development and Monitoring 1 74,711 1 Property and Lease 6 587,338 9 Marketing and Prcamotion 2 206,523 3 Total 45 S6,782,629 Im * Issued 2 Unified Development project proposals and administered the development process. * Issued 8 request for Proposals for Professional Services and administered Consultant Selection Process. * Negotiated and monitored 6 Professional Service Agreements. * Monitored 13 design development projects. * Acquired 2 parcels for project development site assembly. * Provided financial assistance for the construction of 415 units of rental and hone ownership housing through Public/Private Sector. * Approved loan applications for 48 units under the Multifamily Rental Rehabilitation Program. * Processed and reviewed 40 commercial appraisals and 12 residential appraisals. 140 11001 Personnel Services Operating Expenses Capital Outlay Grants/Non-Operating Total Positions DESCRIPTION DEVELOPMENT AND HOUSING CONSERVATION ALL DIVISIONS $6,782,629 Amended Adopted Amended Pequested 1990-91 1991�9 9292. 1992-93. $ 2,268,652 $ 2,677,773 $ 2,621,030 $;21538,602 1,119,990 891,693 819,421 . 653,017 39,225 15,797 15,797 13718 6,123,327 5,743,269 S 9,328,532 5872,284 S 9.328,532 3,577,292 S S 91551.194 48 48 45 6.78 .629` 45 This department is responsible for the development of plans and methods to foster and monitor development activities including special private/public joint venture projects, capital projects and economic development. It is also responsible for the preservation and expansion of the City's livable housing stock through a cooperative effort between the City government, private developers, lenders and City residents; administers assistance programs for the preservation and renovation of existing housing; plans, develops and implements new housing programs; and coordinates the planning and implementation of the ccarmunity--wide housing plan. is Le ell_ I * The $82,428 decrease in personnel services cost is primarily due to retirements resulting from the City's retirement incentive plan. * The $2,294,992 decrease in grants/non-operating is the result of funding cuts from CDBG for multi -family rehabilitation loans and cuts from the United States Department of Housing and Urban Development (HUD) in funding for rental rehabilitation loans. In FY'93, we anticipate receiving a $5 million grant from HUD to provide multi -family housing to City residents. 141 11001 DEVELOPMENT AND HOUSING CONSERVATION HOUSING CONSERVATION $5,265,857 DIVISIONAL BUDGET AND POSITION SUMUkRy Amended Amended Adopted Amended Requested 1989-90 1990-91 1991_92 1991_92 1992-93 Personnel Services $ 1,551,533 $ 1,641,038 $ 1,588,770 $ 1,494,950 Operating Expenses 453,952 333,549 339,049 247,317 Capital Outlay 25,305 5,877 5,877 6,298 Grants/Non-operating 6,044,227 5,673,269 5,720,037 3,517,292 Total S 9,327,540 S 8,075,017 S 7,653,733 S 7,653,733 S 5,265,857. Positions 30 30 27 27 This division is responsible for the preservation and expansion of the City's livable housing stock through a cooperative effort between the City government, private developers, lenders and City residents; administers assistance programs for the preservation and renovation of existing housing; plans, develops and implements new housing programs; and coordinates the planning and implementation of the community -wide housing plan. * To increase the inventory of standard rental housing by 8 dwelling units by providing 15 year rent guaranties on behalf of low income tenants through the Section 8 Moderate Rehabilitation Program to enable owners to secure private rehabilitation financing. * To increase the inventory of standard single family housing by 75 dwelling units by providing owner -occupants with home improvement loans and/or grants tailored to the owner's affordability range through the CDBG program. * To leverage $500,000 in private capital for the rehabilitation of rental housing through the Multifamily Housing Rehabilitation Loan Program. * To prepare an application to HUD for Section 8 Moderate Rehabilitation -Homeless Program on behalf of one or more homeless provider. * Revenue to support this Division's budget consists of Ccmmunity Development Block Grant (CDBG) funds - $ 1,000,000 (19%)/CDBG Loan Repayments - $1,346,780 ( 26%) /HUD Section 8 Modified Rehabilitation Grant - $2, 334, 089 ( 44%) /UDAG Loan Repayments - $80,988 (1%) and Capital Improvement Program allocation for staffing and operating expenses of $504,000 (10%). 142 11001 DEVELOPMENT AMID HOUSING CONSERVATION DEVELOPMENT $ 1,516,772 Amended Amended Adopted Amended Requested 182-90 1992-9 1991_92 1991_92 1992-93 Personnel Services $ 717,119 $ 1,036,735 $ 1,032,260 $ 1,043,652 Operating Expenses 666,038 558,144 480,372 405,700 Capital Outlay 13,920 9,920 9,920 7,420 Grants/Non-Operating 79,100 70,000 152,247 60,000 Total S 990,320 S 1,476,177 S 1,674,792 S 1.674,799 S 1,516.772 Positions 18 18 18 18 The Division of Development is responsible for the development of plans and methods to foster and monitor development activities within the City of Miami including special private/public joint venture projects, capital projects, and economic develognent. In addition, subject to the direction of the City Manager and City Commission, the Division of Development will establish development priorities and plan, implement and monitor all phases of the development process including design, development, construction and management, in order to minimize costs, effectuate the most feasible development strategy within resource constraints, and maximize financial and social benefits to the City. * To evaluate the marketability and feasibility of major public/private development projects. * To administer the Unified Development Project (UDF) process for implementation of public/private development projects as defined by Sectin 29 A(c) of the City Charter. * To provide a range of assistance to businesses seeking to locate, expand or remain within the City, functioning as the main contact point for such contacts within the City administration. * To coordinate the City's activities in the implementation of the Film Industry Development Program. * To maximize rent revenues and maintain or improve the value of City -owned property by assisting lessees in the performance of needed renovations, implementation of business expansion plans, and identifying real property capable of generating revenues. * The $158,027 decrease in the total budget is primarily due to reductions in operating and non -operating expenses. We anticipate receiving $200,000 frem Metro Dade County in FY'93 to offset administrative costs for Southeast Overtown Park West (SEOPW) Administrative expenses. 11001 143 Personnel Services Operating Expenses Capital Outlay Total Positions DOWNTOWDEVELOPMENT SUPPLEMENTAL FEE Amended Amended Adopted Amended Requested .e .90-91 1991-92 .. . 1992-9 t .46r959 On July 14, 1988, the City Commission adopted Ordinance No. 10461 creating a new Chapter 13.A of the City Code imposing a "Downtown Development Supplement Fee" to accommodate the regional impacts of new downtown development. This fee is composed of four components, of which the "Transportation Mitigation Fee" and the "Air Quality Fee" will be accounted for in the Capital Improvement Fund, and the "DRI/Master Plan Recovery Fee" and the "Administration Fee" will be accounted for in the Special Revenue Fund. 1 Veww All rV rs0k4 * The Planning Department estimates that it will collect $46,959 in DRI/Master Plan Recovery fees and administrative fees in FY'93 . 11001 144 Personnel Services Operating Expenses Capital Outlay Total Positions IMPACT FEE ADMINISTRATION $ 24,000 • z r :T sr, w W z 17*257*3Cr r - $ 53,000 $ 36,000 $ 36,000 $ 24,000 -0- -0- -0- -0- -0- -0- -0- -0- S 125,736 S 53,000 S 36,000 S 36,000 S 24,000 Ordinance No. 10426 created a new Chapter 54.6 of the City Code imposing an "impact fee" on additional development in order to finance related capital improvements, the demand for which is created by such development. Expenses to be incurred by the City in the administration of the Development Impact Fee Ordinance shall be reimbursed through the imposition of a non-refundable service charge in the amount of three percent of the impact fee due. BUDGET HIGHLIGHTS * It is estimated that the administrative fee will generate revenues of $24,000. 11001 145 Personnel Services Operating Expenses Capital Outlay Total ENVIRONIENrAL STORM SEWER WATER FUND $6,100,000 $ -0= $ -0- $ 6,250,000 6,100,000 -0- -0- -0- $ -0- 6,100,000 6,100,000 -0- -0- To operate, maintain and improve the Environmental Storm Sewer Management System. This Fund will serve as a clearing account for the collection and distribution of stormwater utility fees authorized by ordinance 10395, adopted March 10, 1988. * To maintain and expand the City's existing stormwater utility system. * To construct ground water protection devices. * To comply with the State of Florida Clean Water Act relative to storm drainage improvements. 0—rh4s_ * This fund will generate revenue of $6,100,000 of which $3,663,753 will be transferred to cover the cost of this function within the Public Works Department, $2,411,247 will be transferred to the Capital Improvement Fund, and $25,000 will be used to comply with the State of Florida Clean Water Act. 11001 146 THIS PACE DELIBERATELY LEFT BLANK 147 Department of Camainity Development Cam mity Development Block Grant FY'93 FUNCTIONAL COST IINI.4W Administrative and Managerial Economic Development Grant Program Admin. and Control Campliance Financial Management Public Education and Information Social Services Programs Monitoring Total grants and Other Contractual Social Services Economic Development Housing and Preservation Public Improvements (Streets) Total 3 4 6 10 3 7 33 RM $297,730 339,552 427,155 665,108 203,394 468,861 $2,401,800 2 3 3 5 1 4 18 15 33 14 20 82 Grand Total S13,156,000 ilu $1,973,250 4,275,000 1,860,000 2,645.950 $10,754,200 * Monitored 120 community projects. * Processed over 175,000 residents through the Manuel Artime Community Center. * Served 56 homeowners under the residential Paint Program. * Handled over 18,600 information requests. * Provided Technical and Financial assistance in the area of Economic Development. * Managed a loan portfolio of 38 loans from the Model City, city-wide and Mini- UDAG programs. * Monitored over $1.0 million worth of active Comimu ity Development "Float Loans". 11001 148 DEPARTMENT OF COMMUNITY DEVELOPMENT COMMUNITY DEVELOPMENT BLOCK GRANT $13,156,000 Amended Amanded Adopted Amended Requested 1989-90 1990-91 1991_92 1991-92 1992-93 Personnel Services $ 2,142,750 $ 1,852,132 $ 1,852,132 $ 1,566,960 Operating Expenses 217,464 872,468 872,468 810,490 Capital Outlay 14,000 18,000 18,000, 24,350 Grants in Aid 81706,786 9,870,400 91870,400 10,754,200 Total S11,742,000 S11, 81,000 S12,613,000 S12,613,000 S 13,156,000 Positions 42 36 33 33 DESCRIPTION The Community Development Block Grant provides funds to local communities to undertake a wide range of activities directed toward neighorhood revitalization, economic development, and provision of improved community facilities and services. All projects or activities must either benefit low and moderate -income persons, or aid in the prevention or elimination of slums and blight. SELECTED T ED OBJECTIVES * To provide employment and training oportunities to economically disadvantaged City of Miami residents. * To maintain private sector involvement in Community Development projects. * To participate in federal and state grant programs. * To promote economic revitalization and business growth in the City. * To improve the delivery of social services to the City of Miami low income residents including the homeless. BUDGET HIGHLIGHTS * The $2,401,800 budget provides the funding for the administration of the Community Development Block Grant. The $10,754,200 is funding for community activities. * The 18th Year Community Development Block Grant Allocation of $13,156,000 is $543,000 more than the 17th year allocation of $12,613,000. 11001 149 Personnel Services Operating Expenses Capital Outlay Positions $215,000 Amended Amended Adapted Amendedb Requested 1989-90 1990-91 1991-92 199.1-92 1992-93 $ -0- $ -0- $ -0- $ 56,718 295,500 215,000 215,000 157,282 -0- -0- -0- 1,000 Section 943.25 of the Florida Statutes, provides that all courts created by Article V of the State Constitution shall, in addition to any fine or other penalty, assess $3.00 as a court cost against every person convicted for violation of a state penal or criminal statute or convicted for violation of a municipal or county ordinance except violations relating to the parking of vehicles. $2.00 of each $3.00 assessment is forwarded to the Florida Department of Law Enforcement for deposit in the Criminal Justice Training Trust Fund. These funds are used to provide criminal justice training programs established by the Florida Criminal Justice Standards and Training Co nission and the regional training councils. * Generally Accepted Accounting Principals requires that this fund be shown in this budget. The $215,000 is the FY'93 anticipated expenditure for Law Enforcement Training activities. 11001 150 METRO DADE TOURIST BED TAX $1,460,000 Amended Amended Adopted Amended Requested 1989-90 1990-91 1991_92 1991_92 1992-93 Personnel Services $ -0- $ -0- $ -0- $ -0- Operating Expenses 1,460,000 1,460,000 1,460,000 1,460,000 Capital Outlay -0- -0- -0- -0- Total S 1,283,241 S 1, 76,000 S 1.460,000 S 1,460,000 S L 460,000 Positions Section 125.0104 of the Florida Statutes, the "Local Option Tourist Development Act", provided Metropolitan Dade County the authority to levy a 2% tax on the total consideration charged for lease or rental of rooms in hotels, motels, apartments, condominiums, and other living accommodations when the lease or rent is for 6 months or less. These funds can be used for convention centers, sports stadiums and arenas, coliseums, or auditoriums, promoting and advertising tourism, funding of convention bureaus, tourist bureaus, and beach improvement. Metropolitan Dade County, by County Ordinance 86-50, adopted July 1, 1986, allocated 20% of the funds collected to the City of Miami for Orange Bowl improvements, staff and marketing services related to the Knight Center and for tourist -oriented events. BUDGET HIGHLIGHT'S * These monies will be used to fund Convention Bureau activities and other tourist oriented events. 11001 151 UTILITY SERVICE TAX SPECIAL REVENUE FUND $29,296,806 Amended Amended Adopted Amended Requested 1989-90 1 - 1 1991-92 1991-92 1992-93 Personnel Services $ -0- $ -0- $ -0- $ -0- Operating Expenses -0- -0- -0- -0- Capital Outlay 28,147,496 $28,529,253 28,529,253 29,296,806 IMMV'Z1 Positions * This fund will contribute $22,875,570 frarn UtilitTj Service Taxes to the General Fund for FY193. In addition, this fund will contribute $4,145,087 to the Conferences and Conventions Center Enterprise Fund and $1,278,566 to the Government Center Garage Enterprise Fund to cover their deficits for FY'93 and $997,581 to pay for Certificate of Participation Fotes. 11001 152 INTERNAL SERVICE FUNDS BUDGET SUMMARIES FISCAL YEAR 1 9 9 2- 93 INTERNAL SERVICES FUND APPROPRIATION SUMMARY ($000,000) FLEET MANAGEMENT ($1 1.8)60.5% PROPERTY MAINTENANCE ($2 USTODIAL MAINT. ($0.4) 2.1% URCHASING ($0.8) 4,17. INT SHOP ($0.8) 4.1% CATION SVCS.($2.3) 11.8% TOTAL BUDGET $19,493,261 11001 153 General Services Administration and Solid Waste General Services Administration Division FY193 FUNCTIONAL COST FUNCTIONS POSITIONS COST PERCENTAGE Administrative and Managerial 11 $ 785,062* 4* Communications 19 2,254,653 11 Heavy Equip. Maint. 38 4,957,569 24 Light Equip. Maint. 50 6,211,669 31 Parts and Supplies 5 623,004 3 Graphic Reproduction 11 838,915 4 Procurement/Minority Women/Spec. Projects 10 823,155 4 Electrical/Air Cond. 12 952,416 5 Carpentry and Mech. 16 1,194,878 6 Masonry Construction/ Painting 4 288,095 1 Plumbing 5 365,751 2 Outside/Other Srvcs. _91 983,156 5 Total 12Q $19.493,261 _aa * Not included in Total PERFORMANCE INDICATORS * Installed an automatic call director, call management system and distant backup operations center for the Police Department's call center. * Operated and serviced the City-wide Institutional Network (NET), which provides data transportation media to all City-wide offices. * Modified the City's interoffice routes to provide consistent and timely mail delivery during Dupont Plaza Relocation Project. * Produced numerous brochures and flyers for the Solid Waste Recycling and Composting Projects. * Refurbished approximately 120 pieces of existing office furniture as a cost saving alternative to purchase of new. * Developed a new manual of "How to do Business with the City" for general distribution to vendors/bidders. * Certified/recertified 170 Minority/Women-Owned Companies. * Recycled large number of police patrol vehicles into the administrative fleet and replaced old reliable models. 154 Personnel Services Operating Expenses Capital Outlay Total Positions DESCRIPTION GENERAL SERVICES ADMINISTRATION AMID SOLID WASTE ALL FUNDS $ 19,493,261 Amended Amended Adopted Amended Requested 1989-90 1990-91 1991_92 1991_92 1992-93 $ 9,479,323 $ 9,780,717 $ 9,411,743 $ 9,164,425 11,301,591 9,176,145 8,927,904 8,482,371 896,010 1,504,621 2,121,836 1,846,465 519,274,318 521,676,924 520,461,483 520,461,483 S19f493,261 209 194 191 190 The Department of General Services Administration and Solid Waste, General Services Division is an intergoverrmmental service agency which provides the following services: (1) building maintenance services; (2) communications services; (3) printing; (4) heavy and light vehicular equipment purchases and maintenance; and (5) purchasing services. BUDGET HIGHLIGBrI'S * This request is $968,222 or 5% less than the FY192 amended budget. * This request includes depreciation expenses of $1,916,150. * This decrease is the result of transferring E-911 Emergency System to a Special Revenue Fund ($1,200,00), reduced personnel costs coupled with increases in Certificate of Participation Note Payments and Capital Outlay (Police Fleet). 155 11001 GENERAL SERVICES ADMINISTRATION AND SOLID WASTE DIRECTOR'S OFFICE $ -0- DIVISIONAL BUDGET AND POSITION SU"1ARY Amended Amended Adopted Amended Requested 1989-90 1990-91 1991_92 1991_92 1992-93 Personnel Services $ 618,383 $ 721,063 $ 721FO63 $ 683,974 Operating Expenses 173,806 173,806 171,806 90,088 Capital Outlay 11,000 11,000 13,000 11,000 Less: Allocations (803,189) (905,869) (905,869) (785,062) Total Positions 11 11 11 11 The primary responsibility of this office is to establish general administrative policy for the following functions: (1) Heavy Equipment Maintenance; (2) Motor Pool Maintenance; (3) Print Shop; (4) Communications Services; (5) Property Maintenance and (6) Purchasing. The office is supported through contributions from each of its agencies. * To develop cost-effective methods of improving services, and reducing costs, through effective implementation of productivity standards and the efficient utilization of personnel, material and other economic resources. * To maintain accurate cost records for all equipment and services provided to user agencies. * To develop equipment, labor and overhead rates consistent with each divisional budget appropriation. * To analyze, compile and establish reports for management utilization about financial and operational results, studies, evaluations and simulations of Internal Service Operations. * To design, implement, upgrade and maintain a comprehensive, fully automated, management information system that can provide work order, historical data, billing, inventory and other information of a financial or operational nature, in a timely manner so that management action can take place. * The Office of the Director is shown for information only. The cost for this office is funded from appropriations in the budgets of the operational agencies. * This request is $120,807 or 13% less than the FY192 amended budget. This decrease is primarily due to a reduction in personnel service costs (Workers Compensation) and operating expenses (Property Liability). 11 001 156 GENERAL SERVICES ADMINISTRATION AND SOLID WASTE COMMUNICATIONS SERVICES $ 2,254,653 DIVISIONAL BUDGET AND POSITION SIMARY ` Amended Amended Adopted Amended Requested 1989-90 1990-9 1991-92 1991_92 1992-93 Personnel Services $ 988,142 $ 1,219,089 $ 1,093,839 . $ 935,266 Operating Expenses 2,006,306 2,378,941 1,891,726 1,298,387 Capital Outlay 530,700 96,700 709,165 21,000 Total S 3,702,724 S 3.525,148 S 3,694.730 S 3,694,130 S 2,254,653 Positions 20 20 19 19 The Communications Services Agency is responsible for the planning, development, implementation and maintenance of all City -owned ccnmmications equipment, facilities and systems. This agency is also responsible for issuance and updating of Federal Communications Commission radio licenses coordinating and billing of all telephone services; maintaining pager and radio call number records; preparation and printing of interoffice telephone di -rectory and preparation of the listings for the Southern Bell Telephone Directory. SELECTED 0&7ECTIVES * To manage labor, parts, and materials for moving/relocating terminal equignent, including cables, connections, wire routing, etc., as necessary. * To reduce outside expenditures for Ccmnn Carrier comuinications via efficient utilization of the City Institutional Cable Network (I -NET). * To provide support and expansion, as necessary, of the I -NET distribution system linking all major facilities by designing and developing specifications for the installation, testing and maintenance of affected equipment by outside contractors. * To operate Project City View as deterrent to street crime via video surveillance. * To provide support communications services for user events such as the Grand Prix, the Orange Bowl Parade, and the Miami Budweiser Unlimited Hydroplane Competition. BUDGET HIGHLIGHTS * This request is $1,440,077 or 39% less than the FY'92 amended budget. This decrease is due to reduction in personnel service requirements and the transferring of the E-911 emergency system to a Special Revenue Fund ($1,200,000). * Depreciation expense has been set at $217,300. 11001 157 Personnel Services Operating Expenses Capital Outlay Total Positions DESCRIPTION GENERAL SERVICES ADMINISTRATION AND SOLID WASTE CUSTODIAL MAINTENANCE $ 383,225 DIVISIONAL BUDGET AND POSITION SUMMARY Amended Amended Adopted Amended Requested 1989-90 199 - 1991_92 1991-92 1992-93 $ -0- $ -0- $ -0- $ -0- 300,000 407,686 407,686 383,225 -0- -0- -0- -0- This agency is responsible for providing custodial services for various City buildings. These services are contracted to a firm in the private sector. SELECTED OBJECTIVES * To provide and maintain a satisfactory and cost effective level of custodial service for eighteen (18) City offices and facilities during the fiscal year. * To manage and administer the custodial maintenance contracts and performance of the various contractors, taking into consideration performance and cost in accepting renewal options for expiring custodial contracts during the fiscal year- * To initiate the bid process for custodial services to be provided to new, or additional locations, and/or for expiring contracts with an unsatisfactory level of performance. * This budget has decreased by $ 24,461 for FY'93 due to a reduction in custodial maintenance requirements. 11©01 158 GENERAL SERVICES ADMINISTRATION AMID SOLID WASTE FLEET MANAGEMENT $ 11,792,242 DIVISIONAL BUDGET AMID POSITION SUMMARY Amended Amended Adopted Amended Requested 1989-90 1990-91 1991_92 1991_92 1992-93 Personnel Services $ 4,395,262 $ 4,423,384 $ 4,348,172 $ 4,333,939 Operating Expenses 7,596,242 5,124,832 5,200,044 5,669,488 Capital Outlay 324,000 1,371,271 1,371,271 1,788,815 Total S 9,532,473. S12,315.504 S10.919.487 S10,919,487 S11,.792.242 Positions 99 88 93 93 DESCRIPTION This agency procures, services, and maintains vehicular equipment utilized by other City departments. The fleet consists of over 2,327 units. These include: items of 224 trucks, 241 heavy duty industrial equipment, 1,039 light vehicles and 823 miscellaneous equipment. SELECTED OBJECTIVES * To provide fuel, total maintenance and repair for a heavy equipment fleet of 1,188 units, light vehicle fleet of 1,039 units, sixteen emergency generators, Marine Patrol boats and Special Police units. * To provide emergency road and towing service by a field radio dispatched service truck, service van and wreckers to all light vehicles and heavy equipment. * To provide total maintenance and repair for 439 small units of lawn, turf and trash pickup equipment that belong to various golf courses, the Orange Bowl, Bobby Madura Stadium, City parks, City Hall and Solid Waste. * To provide first echelon maintenance each time that a vehicle is fueled at the Heavy Equipment Facility; Main Motor Pool and Police Department Motor Pool Annex. * To provide the total fleet of approximately 2,327 units with two autcmatic car wash facilities, one truck and off -the -road equipment wash facility, including steam cleaning of engines and overall improving the fleet appearance. This will minimize corrosion damage, improves safety standards, prepare for painting and to effectively hygienize the same. V1.1 KklI_ . e4 * This request is $ 872,755 or 8% more than the FY'92 amended budget. This increase is the result of an increase in Certificate of Participation Note payments coupled with increases in Capital Outlay (Police Fleet). 159 11001 Personnel Services Operating Expenses Capital Outlay Total Positions DESCRIPTION CORAL SERVICES ADMINISTRATION AND SOLID WASTE PRINT SHOP $ 838,915 DIVISIONAL BUDGET AND POSITION SUMMARY Amended Amended Adopted Amended Requested 1989-90 1990-91 1991-92 1991_92 1992-93 $ 507,218 $ 501,104 $ 457,818 $ 491,060 371,130 363,157 406,443 332,855 15,260 15,000 15,000 15,000 .. . . . . . . . . . . 13 13 11 11 This agency is responsible for the cost effective provision of quick copy, printing, composition, typesetting, and color and graphic work for the City departments and agencies. Additional responsibilities are the standardization of all printing needs and control of the lease or purchase of any form of duplicating equipment and associated peripheral equipment. * To strive for uniformity by standardizing format, quality, materials, and paper stock. * To manage outside printing requirements, so that vendors conforn to specifications as to quality, correctness, turnaround time and cost. * To provide typesetting and camera ready artwork for most printing requests and City-wide forms. * To strive for increased productivity through effective management and to provide safe working conditions for all employees through education, training courses, participative management and safety meetings. * To provide same -day delivery for City mail received from the U.S. Post Office. * To provide for two scheduled interoffice pick up and delivery services per day. * To provide same -day processing of most City mail requiring postage and delivery to the U.S. Post Office. 1 * This request is $40,346 or 5% less than FY'92 amended budget due to a reduction in operating expenses (printing, binding outside)- * Depreciation expense has been set at $8,500. 11001 160 GENERAL SERVICES ADMINISTRATION AND SOLID WASTE PROPERTY MAINTENANCE $ 3,401,071 DIVISIONAL BUDGET AND POSITIOIC SUN PM Amended Amended Adopted 1989-90 1990-91 Amended- 1991_92 Requested 1992-93 Personnel Services $ 2,402,159 $ 2,362.840 $ 2,237,614 $ 2,216,388 Operating Expenses 1,322,397 1,300,993 1,426,219- 1,178,033 Capital Outlay 11,050 6.,650 6,650 6,650 Total S 4,025,399 S3,735,606 S 3,670,483 S 3,670.483 S 3,401.071 Positions 53 50 46 46 This agency provides maintenance to City -owned facilities and equipment. SELECTED OBJECTIVES * To conduct a planned painting and masonry repair program for approximately 180 facilities. * To provide for periodic electrical inspection and repair of 53 park buildings and grounds to insure proper and safe operation of their electrical systems. * To provide emergency plumbing repairs to approximately 50 major or City events, office buildings and facilities. * To provide emergency -air conditioner repair and cooling alternatives to approximately 40 City buildings and facilities to minimize disruption of normal operating activities and events. BUDGET HIGHLIGHTS * This request is $269,412 or 7$ less than the FY192 amended budget due to lower salary requirements and reductions in operating expenses (building, electrical supplies). 11001 161 GENERAL SERVICES ADMINISTRATION AND SOLID WASTE PURCHASING $ 823,155 DIVISIONAL BUDGET AND POSITION SUNMARY Amended Amended Adopted Amended Requested 1989-90 1 - 1 1 1- 2 1991-92 1992-93 Personnel Services $ 568,159 $ 553-237 $ 553,237 $ 503,798 Operating Expenses 334,899 332.599 329,849 315,357 Capital Outlay 4,000 4-000 6,750 4,000 Total S 777,901 S 907,058 S 889,836 S 889,836 S 823,155 Positions 13 12 11 10 This division administers proper contract procedures and is responsible for ensuring correct drafting of specifications for the purchase of commodities odities and capital items required by the City; processing purchase requisitions; expediting the procurement process; and inspecting and testing goods delivered to the City. The Purchasing Agent is also responsible for investigating new products and sources of supply; transferring supplies, materials and equipment between City departments; and buying in quantities which are most economical for the City. This budget account also provides a revolving fund from which general office supplies can be purchased in large quantities by the Purchasing Agent with resultant savings to the City. These supplies are stockpiled and issued on requisitions frcan departments, which are charged the appropriate costs. * To prepare and issue 6,000 Purchase Orders by obtaining telephone bids on amounts up to $1,000, written quotes for more than $1,000 but less than $4,500, and process 150 formal bids on amounts of more than $4,500. * To fully integrate Black, Hispanic and Women -owned businesses into the City of Miami's purchasing and contracting processes, realizing an annual procurement goal of 17% for each targeted group as established by the Minority/Women Procurement Program Ordinance. * To conduct public auctions of surplus and confiscated property as follows: Type of Property Number of' Auctions 1. Police Auto Pound 9 2. Confiscated General Merchandise 3 3. Surplus Autos, Motorcycles & Bicycles 5 4. Trucks and Heavy Equipment 1 TOTAL 18 * This request is $66,681 or 7% Igss than reductions and lower operating expenses. FY192 amended budget due to salary 162 11001 TRUST AND AGENCY FUNDS BUDGET SUMMARIES THIS PAGE DELIBERATELY LEFT BLANK 163 FUNCTIONS Administration: System Plan Retirement Payments Total Department of Pension FY'93 FUNCTIONAL COST 6 $ 972,997 4 6 693,550 3 1 24,806,444 93 13 526,472,991 M * Administrative costs, which includes personnel, is reimbursed to the Pension Fund. • ZKhr 0 0, * Managed over $650 million of investments for the Pension System/ Plan. * Issued monthly payroll checks to retirees totalling over $30 million per year. * Managed the records of over 4,000 active employees and their pension contributions. 11001 164 PENSION $ 26,472,991 DEPARTMENTAL BUDGET AND POSITION SUMMd1RY Amended Amended Adopted Amended Requested 1989-90 19 - 1 1.991-92 1991 1222-93: Personnel Services $ 515,354 $ 540,280 $ 540,280 $750,106 Operating Expenses 23,774,953 23,750,727 23,750,727 25,712,285 Capital Outlay 10,700 10,000 10,000 10,600 Total S27,897,538 S24,301.007 S24.301,007 624R301,007 S26 ,472,991 Positions - City Staff 1 1 1 2 Board Staff 10 10 10 11 DESCRIPTION The Pension Trust and Agency Fund is set up to pay the cost of the City's employee retirement benefits. The Pension Boards administer and manage the employee retirement systems and assure the provision of retirement benefits to former City employees and the actuarial soundness of the City's pension plans. SELECTED OBJECTIVES * To supervise and record investments of approximately $450 million for the System and approximately $260 million for the Plan. * To keep records of approximately 4,000 active employees and their contributions. * To keep records of approximately 3,000 service and disability pensioners. * To issue monthly payrolls to retirees totalling over $30 million a year. 1:111 M. V4 In ray. * This request is $2,171,984 more than F'Y'92 amended budget due to increased pension payments. 11001 165 Self Insurance Trust Fund FY193 FUNCTIONAL COST FLICUM POSITIDrTS CO6TPERCMNTAGE Administrative and 2 Managerial 6 $403,313 Property and Casualty 9 3,327,335 14 Group Benefits 6 13,187,239 57 Workers Ccopensation 10 5,243,074 22 Safety 1 63,913 - Insurance Management 2 1,109,112 Total 34 S23,333,986 Q * Analyzed RFP responses and provided recommendations to the Labor Management Health Care Ccamnittee for their review and action. * Assisted Labor Relations with FOP and SEA negotiations via providing technical or financial analysis of Health Trusts. * Recannended the implementation of the light duty program at the Solid Waste Division. * Implemented a treatment and care program for Police and Firefighters with JMH Health Office regarding exposure cases. * Presented monthly in-service seminars to all City departments related to health care and medical specialities. * Maintained an experience modification factor (premium rating) below 1.0, to the extent that it is above industry average, excelling in the control and mitigation of workers' campensation losses. * Analyzed and prepared a comprehensive city wide property list. * Analyzed and prepared a money and security list of all departments. * Recarmended use of protective equipment to minimize back injuries (lumbar belts). 11001 166 SELF INSURANCE $ 23,333,986 DEPARIMMAL BUDGET AND POSITION SUMMARY Amended Amended Adopted Amended Requested 1989_91990-91 1991-92 1991-92 1992-93 Personnel Services $ 1,654,059 $ 1,706,880 $ 1,674,277 $ 1,784,090 Operating Expenses 20,992,529 21,971,116 21,997,919 21,535,250 Capital Outlay 12,601 14,946 20,746 14,646 Total $20,380,950 S22,659,189 S23,692,942 $23,692,942 $23,333,986 Positions 32 30 31 34 DESCRIPTION The Self Insurance Trust Fund was established on July 17, 1978, for the purpose of combating the escalating cost of insurance premiums. By self -insuring and handling its own claims service, while providing adequate safeguards against catastrophic losses, the City saves substantial amounts of money. The intention of the City Commission is that the Self Insurance Program should operate and function in a manner similar to a comiercial insurance company. To this end, the program establishes financial reserves and secures adequate resources to perform required services in an economical and efficient manner. The Self Insurance Trust Fund is operated by the Personnel Management and the Risk Management Departments. SELECTED OBJECTIVES * To improve our pre -employment screening process in order to preempt Worker's Compensation Claims on high risk employees. * To establish a computerized monthly receivables system for payment plan clients for better and more efficient control. , * To improve the efficiency of collections/subrogation through the use of an on- line computer system which allows for faster claims file review. * To streamline the review of lease agreements, professional contracts and other contracts through direct canuunications and handling by the departments involved. * To maintain insurance costs as low as possible by employing state of the art techniques in policy acquisition. * To initiate a structured settlement program to handle long term expensive claims in all areas throughout the City. BUDGET HIGHLIGHTS * This request is $ 358,956 or 2$ less than the FY'92 amended budget. The major decreases are attributable to a reduction in Worker's Compensation claims payments and liability costs. 167 1 ©0 Personnel Services Operating Expenses Capital Outlay Positions SOUTHEAST EAST OVERTOM/PARK WEST REDEVEL+OPMEW TRUST FUND $ 1,049,703 5WI .4y 5 v" Mr it 5> • g $ -0- $ -0- $ -0- $ -0- 1,445,012 1,314,052 1,341,052 1,049,703 -0- -0- -0- -0- iMEAMEMP_ , " • ` • The Redevelopment Trust Fund account is used to collect tax increment revenue generated by the City's tax increment district. The Redevelopment Trust Fund account is used to finance or refinance redevelopment activities in the project area. :Lr ri ram. * The Southeast Overtown/Park West Tax Increment District Trust Fund will generate estimated revenue of $1,049,703 in FY'93, of which $609,255 is fram the City and $440,448 is fram the County. 11001 Personnel Services Operating Expenses Capital Outlay Total Positions OMNI TAX INCREMENT DISTPJCT TRUST FUND $ 1,358,963 DEPARTMENTAL BUDGET AMID POSITION SUMMARY Amended Amended Mopted Amended Requested 1989-90 1990-21 1 1992-93 $ -0- $ -0- $ -0- $ -0- 1,413,834 1,430,813 1,430,813 $ 11358,963 -0- -0- -0- S 669,6005 S 1,460,813 S 1,439 813 $ 1,430,813 S 1,358,963 The OMNI Tax Increment District Trust Fund account is used to collect tax increment revenue generated by the City's CMNI tax increment district. The OMNI Trust Fund account is used to finance or refinance redevelopment activities in the project area. BUDGET HIGHEJ IS * The OMNI Tax Increment District Trust Fund will generate estimated revenue of $1,358,963 in FY'93, of which $770,875 is from the City and $588,088 is frcrn the County. Unspent funds will be transferred to the City's Operating budget. 11001 169 THIS PAGE DELIBERATELY LEFT BLANK APPENDIX - A i The purpose of Appendix A is to show historical data for departments and divisions which have been reorganized or deleted, or which have had functions and activities transferred to another operating department. This information also fulfills the requirement of the City Charter which states that expenditures for conducting each department, division and office must reflect the two previous years. Amended Amended Adapted Amended Requested 1989-90 1990-9 1991-92 1991-92 1992-93 CCHMUNITY DEVELOPMENT Off. of the Director 147,440 -0- -0- -0- -0- Camunity Development 235,092 -0- -0- -0- -0- ComTunity Programs 476,538 -0- -0- -0- -0- Development 1,025,871 -0- -0- -0- -0- Il RNAL AUDITS AND REVIEWS Enterprise Fund Orange Bowl Warehouse Bonds 36,972 -0- -0- -0- -0- Property and Lease Management 4,909,998 -0- -0- -0- -0- Special Revenue Rmnd Housing Conservation and Development Agent Director's Office 314,622 -0- -0- -0- -0- Housing Conserv. 11,280,084 -0- -0- -0- -0- Housing Development 580,381 -0- -0- -0- -0- Cable Television 505,115 -0- -0- -0- -0- 11001 A-1 THIS PAGE DELIBERATELY LEFT BLANK GLOSSARY OF BUDGET TERMS i i Account Code - A numerical code used to define specific types of financial accounts such as departments, programs, major/minor codes, etc. Accrual Accounting - A basis of accounting in which debits and credits are recorded at the time they are incurred as opposed to when the cash is actually received or spent. Ad Valorem Taxes - A tax levied on the assessed value of real property (also known as "property taxes"). Allocation - The expenditure amount planned for a particular project or service, which requires additional legislative action before expenditures may be authorized. AZVriation - A legal authorization granted by the City Is legislative authority to make expenditures and incur obligations for specific purposes. Assessed Valuation - The just or fair market value of land, buildings, and business inventory and equipment as determined on an annual basis by the County Property Appraiser in accordance with State Law. Balanced Budget - A budget in which estimated revenues equal estimated expenditures. Bored Fluids - Money obtained by the sale of bonds for use in construction of capital facilities. Bit - A balanced fiscal plan of programs, services, and construction projects funded within available revenues, within a specific period of time (usually 12 months). Budget AmexxIment - A formal action by the City Commission to adjust the budget after adoption. These amendments take two forms: The transfer of an appropriation from one departmental budget to another; or the appropriation of new sources of revenue. Budget Message - The opening section of the budget which provides the City Commission and the public with a general summary of the most important aspects of the budget, changes from the current and previous fiscal years, and the views and recommendations of the City Manager. PAXJW—t Monitoring - The control or management of a governmental unit or enterprise in accordance with an approved budget for the purpose of keeping expenditures within the limitations of available appropriations and available revenues. (vital Emuimt - Equipment with a value in excess of $100 and an expected life of more than one year such as automobiles, typewriters and office furniture. 11001 B-1 Capital Improvement Budget - A budget including those approved capital improvements contained in the first year of the six -year Capital Improvement Program. CWital Imorovement Program (CIP) - Annual appropriations in the City's budget for capital purposes such as street improvements, building construction, and some kinds of facility maintenance which are supported by a six year expenditure plan. This plan details fund sources and expenditure amounts that these large, often multi -year projects will require beyond the one year period of the annual budget. C=ital CA=av - An expenditure category for equipment, vehicles or machinery that results in the acquisition or addition to the City's fixed assets. QMMIn'tv DevelgW ent Block Grant - A U.S. Department of Housing and Urban Development grant which local governments receive annually to support economic development projects and services for low-income target areas. Current Taxes - Taxes that are levied and due within one year. Debt Servioe - The City's obligation to pay the principal and interest of all bonds and other debt instruments according to a pre -determined payment schedule. Del�'�quent Taxes - Taxes that remain unpaid on and after the date on which a penalty for nonpayment is attached. ippart'Ment - A major administrative division of the City which indicates overall management responsibility for an operation or a group of related operations within a functional area. DM=iation - The decrease in value of physical assets due to use and the passage of time. n;ctvLrcement - payment for goods and services. Division - The second level in the formal City organization in which a specific function is carried out; several divisions may comprise a single department. Enombranoes - The commitment of appropriated funds for future expenditure. cerise Fund - A governmental accounting fund in which the services provided are financed and operated similarly to those of a private business. The rate schedules for these services are established to insure that revenues are adequate to meet all necessary expenditures. Enterprise funds are established for services such as solid waste and golf courses. 11001 Est i ++ate Re e*n e - The amount of projected revenue to be collected during the fiscal year. The amount of revenue appropriated is the anyxmt approved by the Commission. X=MiM-- A portion of the total valuation of property which is made not subject to property taxes. An example is Homestead Exemption. EXPan itU= - This term refers to the outflow of funds paid or to be paid for an asset Obtained or goods and services obtained regardless of when the expense is actually paid. This term applies to all funds. Note: An encumbrance is not an expenditure. An enc unbranoe reserves funds to be amended. Xamem - Charges incurred (whether paid immediately or unpaid) for operation, maintenance, interest and other charges. Eiscal Year - The time period designated by the City signifying the beginning and ending period for recording financial transactions. The City Of Miami has specified October l to September 30 as its fiscal year. Fixed sets - Assets of long-term character which are intended to continue to be held or used, such as land, buildings, machinery, furniture and other equipment. ZMd- - An accounting entity that has a set of self -balancing accounts and that records all financial transactions for specific activities or government functions. Eight commonly used funds in public accounting are: general fund, special revenue funds, debt service funds, capital projects funds, enterprise funds, trust and agency funds, internal service funds, and special assessment funds. Furl Balance - Refers to the excess of assets over liabilities and is therefore also known as surplus funds. General Fund - A central fund into which most of the City's tax revenues and discretionary resources are pooled, and which supports many of the operations of city gavernnnent. General Obligation Boards - Bonds that finance a variety of public projects such as streets, buildings, and improvements; the repayment of these bonds is usually made from the General Ftimd, and these bonds are backed by the full faith and credit of the issuing goven ment. Q-ant - A contribution made by one g unit to another. The contribution is usually made to aid in the support of a specified function but it is sometimes for general purposes. - Payment from one City departmexit to another. These payments are usually for equipment or for services rendered, and are usually made by way of the Inten-al Service Fund. B-3 11001 Interfund Transfers - Amounts transferred from one fund to another. Internal Service Rinds - Funds used to account for the financing of goods or services provided by one department to another department on a cost reimbursement basis. IffYY- - To impose taxes, special assessments, or service charges for the support of City activities. Line -item Budget - A budget that lists each expenditure category (salary, materials, telephone service, travel, etc.) separately, along with the dollar amount budgeted for each specified category. rural Government 1/2 Cents Sales Tax - The value of 1/2 cent of the State sales tax, which is returned to the City on the basis of population. motion Gas Tax - A tax levy of up to six cents on each gallon of motor and special fuels sold, which can be imposed by Dade County in accordance with State law, and which is shared with the cities in the county. rj= Term Debt - Debt with a maturity of more than one year after the date of issuance. M dxtenance of Current Ievel of Service - The resources required to provide, throughout the next fiscal year, the same level of service as provided on September 30 of the current year. The estimate takes into account increases in the cost of providing services. Millage Rate - One mill equals $1.00 of tax for each $1,000 of property value. The millage rate is the total number of mills of tax assessed against this value. lvenues - Monies received by the City which are not additions to assets of the City as a whole although they may be to the receiving agency. Object Code - An expenditure category, such as Personnel Services, Operating Expenses and Capital Outlay. Mating Budget - A balanced fiscal plan for providing governmental programs and services for a single year. (Ming Exncsffi - An expenditure category which includes all costs associated with the general operation of a department such as office supplies, vehicle fuel, rent, utilities, etc. QVMtIW Fund - A fund restricted to a fiscal budget year. ,Bmmcnnel Services - An expenditure category that includes employee costs such as salary, wages, shift differential, holiday pay, etc. 11001 B-4 Projections - Estimates of anticipated revenues, expenditures, or other budget amounts for specific time periods, usually fiscal years. PrQpejdW Tax Law - The value derived by multiplying the property tax millage rate by the net taxable assessed value of property in the City. $may Taxes - Taxes paid on the assessed or "just" value of land, buildings, business inventory or equipanent. Pamrietary Agency - Ccm wnly called "self-supporting" or "enterprise," these agencies pay for all or most of their cost of operations from user fees, and receive little or no general property tax support. RAmr±riliation - A detailed summary of increases and decreases in departmental expenditures from one budget year to another. Revenue - Funds that the goverrnnent receives as income. It includes such items as tax payments, fees for specific services, receipts from other governments, fines, forfeitures, grants, shared revenues and interest inane. Revenue Bonds - Bonds usually sold for constructing a project that will produce revenue for the government. The revenue is used to pay the principal and interest of the bond. Resenm Sharing (State/Federall - Funds distributed by formula to local governuimts with few or no limits on the purposes for which funds may be used. There are separate State and Federal revenue sharing programs. Rolled -back Millage Rate - That millage rate which will provide the same property tax levy as was levied during the previous fiscal.year, exclusive of levies on new construction, additions to structures, deletions, and property added due to geographic boundary changes. Source of Revenue - Revenues are classified according to their source or point of origin. Tax ReServe - That portion of the property tax levy which is estimated to be uncollected during the fiscal year and which remains uncollected after 60 days after the close of the fiscal year. Trim Bill - An acronym referring to House Bill 4-D which was an act related to taxation amending Chapter 80-274 of the Florida State Statute. (See Local Government 1/2 Cents Sales Tax) Unen ,w,-m}�red Balanoe - The amount of an appropriation that is neither Amended nor encumbered. It is essentially the amount of money still available for future purchases. 11001 B-5 THIS PAGE DELIBERATELY LEFT BLANK FY'93 FUNCTIONAL TABLES OF ORGANIZATION CHARTS �1001 FY'93 FUNCTIONAL TABLE OF ORGANIZATIONAL CHARTS TABLE OF CONTENTS CityManager .............................................. C-1 CityClerk ................................................ C-2 Civil Service ............................................. C-3 Computers .................................................. C-4 Finance.................................................... C-5 Fire, Rescue andInspection Services ...................... C-6 Internal Audits & Reviews ................................. C-7 Law ....................................................... C-8 Budget .................................................... C-9 Parks, Recreation and Public Facilities C-10 Personnel Management ..................... C-11 Planning, Building and Zoning (General Fund) C-12 Police ................................................... C-13 Public Works .... ........ ............................... C-14 International Trade Promotion.............................C-15 General Obligation Bond ..............C-16 Conferences, Conventions and PublicFacilities............ C-17 Parks, Recreation and Public Facilites (Enterprise Fund).. C-18 Planning, Building and Zoning (Enterprise Fund) .......... C-19 SolidWaste .............................................. C-20 Rescue Services .......................................... C-21 Development and Housing Conservation ..................... C-22 Community Development ..... C-23 General Services Administration C-24 Pension ................................................. C-25 Self Insurance Trust Fund . C-26 Downtown Development Authority C-27 Department of Off -Street Parking ....................... C-28 Miami Sports and Exhibition Authority .................... C-29 Bayfront Park Management Trust............................C-30 11001 THIS PAGE DELIBERATELY LEFT BLANK OFFICE OF THE CITY MANAGER FY'93 FUNCTIONAL TABLE OF ORGANIZATION EXECUTIVE MANAGEMENT AND ADMINISTRATION F,<ECUTNE MANAGEMENT CITY MANAGER 1 EXECUTIVE AIDE 1 ADMINISTRATION 2 ASSIST. CITY MANAGER 4 I SPECIAL ASSISTANT 1 CHIEF OF STAFF 3 EXECUTIVE SECRETARY 1 CLERK/RECEPTIONIST 1 GENERAL CLERK 11 AGENDA PREPARATION AND GRANTS MANAGEMENT LEGISLATIVE ADMIN. 1 ASST. TO LEGIS. ADMIN. ADMIN. ASSIST. I 1 3 11001 C-1 ELECTIONS CHEF OEPLIiY am TECH OP. LINSON OFFICE OF THE CITY CLERK FY93 FUNCTIONAL TABLE Of ORGANIZATION ADMINISTRATION/CORM ISSI ON MEETINGS CITY CLERK 1 ASSET. CITY CLERK 1 2 MICROFILMING/RECORDS REM REf WON COORD. I TECH OP. LM I FRESARCH/SPECIAL PROJECTS 2 2 AND P'LBLIC INFORMATION GENERAL CL1:Po(I t ANN. ASST.11 t f�N.AUEII I TECH. OPER CODRO. I TECH TRANSCI om 2 c-2 11001 OFFICE OF CIVIL SERVICE FY'93 FUNCTIONAL TABLE OF ORGANIZATION CIVIL SERVICE BOARD ADMINISTRATION SEC. CIVIL SERVICE BOARD ADMIN, ASSIST.] SECRETARY IV TYPIST CLERK I 4 JUDICIAL/LEGISLATIVE AND PERSONNEL ADMINISTRATION i1o0A- C-3 DEPARTMENT OF COMPUTERS FY'93 FUNCTIONAL TABLE OF ORGANIZATION ADMINISTRATIVE AND MANAGERIAL CABLE CONN. ADMN. I INFORMATION CENTER SPEC. I ADMIN. AM I I COMPUTER OPERATIONS TECHNICAL SERVICES sEcr�TARr N 1 DATABASE MANAGER I ASST. DIR, COMPUTERS 1 SYSTEMS S"ARE NCR. I PROD. CONTROL SUPYR I SYSTEMS PROGRAMMER 2 COMPUTER OPER. SUPVR. 4 SYSTEMS AND PROGRAMMING DEPUTY DRECTOR I 4 COMROOPER CHEF 1 DATA UWA TAN 1 COMPUTER OPERATOR I I INFORMATION CENTER PROGRA MERSR 5 COMPUTER OPERATOR II 4 rFORHAIION CTER. NOR PROD MER g SCHaLE/EXPEDITER 1 PROGRAMMER I STOCK CLERK I 1 PROGf�1 E ASSISTANT 2 SYSTEMS ANLAYST 5R 5 _ _ PROJECTCOORDNATOR 4 15 } 23 C-4 11001 DEPARTMENT OF FINANCE Fl^93 FUNCTIONAL TABLE OF ORGANIZATION ACCOUNTANT I ACCOUNT CLERK CLERK II 1 7 PAYROLL AACCpC�p��JJNNWW�NTT ACCOUNTANT �R. 1 ACCOUNT CLERK. 6 7 COLLECTIONS COLLDCTIONS 9UPV. I 01% ACCO�ANTSUSUPYR I 5 . FUNDED FROM CAPITAL WROYEMENT PROGRAM INFORMATION PURPOSES ONLY. DIRECTOR TYPIST CLERK N 1 2 ACCOUNTS RECEIVABLE ACCOUNTANT SR 2 ADCOUNAW 2 ACCOUNT CLERK I TYPST CLERK IF 1 6 LICENSING/CERT. OF USE ASST. DIRECTOR 1 REVENUEINSPEC.1 5 REVENUE INSTIEC. 11 3 AD AN. AIDE I TYPIST CLERK 3 TYPIST CLERKIt 11 1 1A C-5 CAPITAL_ Ib.PROYLMLN I CAPRAL WIPROV. ADMIN. ADNIWAIDEII _ 2 GENERAL LEDGER DISTANT DIRECTOR I ACCOU TANTSUPA. 2 ACCOUNTANT SR. ACCOUNTANT 1 6 INVESTMENTS ACCOUNTANTSENIOR 1 I S.MI. SIL ZINC AND COLLEC. A=UNPW CLERK II 1 CLERK III 3 11001 DEPARTMENT OF FIRE, RESCUE AND INSPECTION SERVICES Fr93 FUNCTIONAL TABLE OF ORGANIZATION MANAGEMENT SERVICES ADMINISTRATIVE AND MANAGERIAL PROPERTY, EQUIP. do FLEET MGMT. R4TTAUONCHEF 1 CHEF 2 ASSISTANTCHEF EXEC. ASST. 3 BATTALION CHEF I COMM. OPER. SUPVR. ADMIN. ASST.11 I 2) I BATTNJON CHEF 1 FlIFlR�E�CF1� TN�� 4 � STAFF ACCOUNTCLERK 2 �LIEUFLEET � MANAGER FlREUEUTENANT SECRETARY It t ADAN. AD[ 11 1 FIRE FIGHTER 6 TYPIST CLERK III I PROGRAMMERASST. I FREF&ITER I CEPf10�NIS11/P.T. 2 CAR40E ASST. SUPT. 1 HEAVY EQUP.WCH.SUPR. 2 � SECRETSECRETARYIY HEAVY EQUIP. MECH. 5 1 16 ADMK AVE I 1 TYPIST CLEW 11 EMERC. FlRE BASIC LIFE SUPPORT AND CODE ENFORCEMENT STOCK CLERK I i STOCK CLERK II _ INSPECTIONS AND INVESTIGATIONS WALIJONCHEF 21 CHEFFlREOFFICER 14 43 CHEF OFFlREPREvENTION 1 FIRE CAPTAIN FIFELEMNANT 70 CHEF FIRE OFFICER 1 FIREWATER 276 FIRE SAFETY SPEC. SUPV. 1 SR FIRE SAFETY SPEC. 2 412 FlRE SAFETY SPEC. 10 I.D. TECHNK;NN I 1 FIRE CAPTAIN I RE LIEUTENANTFOITER 12 FIREPUBLIC TRAINING 'RECRUITMENT AND EDUCATION SECRETARY 11 1 DIRECTOR OF TRAINING I TYPIST CLERK II 2 FIRE LIEUTENANT y1 FIRE CAPTAIN COMM, MiOLY, ASST. 1 EMERGENCY ADVANCED LIFE FIRE SAFETY ECLIC. SUPVR. i TYPIST CLERK III ' SUPPORT SERVICES HOW SF?Y.SURVEY/PT GRAPHD u'� � CHEFOF RESCUE 1 FlRE CAPTAIN N 3FlRE LIEUTENANT 26 FIRE FIGHTER 73 1D3 C-6 11001 DEPARTMENT OF INTERNAL AUDITS & REVIEWS FY'93 FUNCTIONAL TABLE OF ORGANIZATION ADMINISTRATIVE AND MANAGERIAL DIRECTOR 1 FISCAL ASS ISTANT 1 SECRETARY N 1 ADMIN. ASST III t 4 AFFIRMATIVE ACTION I NTERNAL AU DITS AFFIRMATIVE ACTION SUPERVISOR � TYPIST CLERK III TECH. SUPPORT AdGR. ADMIN. AIDE I AUDITOR 2 STAFF AUDITOR PPAL. STAFF CHIEF AUDITOR CCHISR. TYPIST CLERK II 1 t 1 2 1 1 1 8 C-7 11001 LEGISLATION LEGISLATIVE COORD. ADMIN. ASST. I DEPARTMENT OF LAW FY'93 FUNCTIONAL TABLE OF ORGANIZATION ADMINISTRATION CRYATfORNEY I EXEC. SEC. TO CTYATTY. I ADMINISTRATIVE ASST. I I ADW ASST. I I SWITCHBOARD OPERATOR I LEGAL SVCS. AIDE 2 CLERK II 2 9 LABOR/CIVIL SERVICE WORKMAN'S COMP I I 2 ASSIST. CITY ATTY. 4 LEGAL SECRETARY I LEGAL SECREW SR. 2 �- i LITIGATION ASSISTANT (ITYATTY. 0 LEGM.SECRETARY SENIOR 3 LEGAL SECRETARY 2 13 POLICE LEGAL ASSISTANT CITYATTY. I LEGAL SECRETARY 1 2 COMMERCIAL/REAL PROPERTY DEPLTTI'CITY ATTORNEY I ASSISTANT CITY ATTY. 1 SENIOR SECRETARY I LEGAL SECRETARY 4 13 C-8 11001 DEPARTMENT OF BUDGET FY'93 FUNCTIONAL TABLE OF ORGANIZATION ADMINISTRATIVE AND MANACERIAL A99UMiT CITY NOR I AD AN. ASST.1 I 2 FORM., COORD. do EVALUAT. BUDGET ASSISTANT DRECTOR I W► 4CEMENT NiALYST ASST. 2 WPLAGEMEW ANALYST PPAL 1 MANAOENENTANALYST 9LJPYR. 1 TYPIST CLERK 1 1 TYPIST CLERK III 1 7 BUDGET MONITORING AND PROJECTION MANAOEMENT ANALYST ASSISTANT 2 MANAGEMENT ANALYST 9LIPE W8W 1 MMU GE►kM OPEROONS ANALYST ACCOINT CLERK 1 5 MANAGEMENT ANALYST PPAL. MANAGEMENT ANALYST ASSISTANT TYPISTCLERK 11 ADNN.ASST. I 1 1 1 1 4 11001 C-9 DEPARTMENT OF PARKS, RECREATION AND PUBLIC FACILITIES FY'93 FUNCTIONAL TABLE OF ORGANIZATION mulm5TRATNEAND11A1'UGERNL I I HAMMED MY UKADMN. I DIECTOR DAY CARE CTER. SUPRV. I ASST. 1001ESCTTOR �DRoc��DORo. i STAFF AWLYST PRINC. ACCOUNTAHT TYPIST CLERK 1 MT CIA II AOCOUNfdNT SUPVR PAM MAMENANCE OPERAlM AOWR NDE I ASST IK DIRECTOR 1 SCCREURY IV PARKSGE)ERALSUPM 3 ALROEAUP.OPER N I PARKS SUPVR.1 8 CNIEFCFOPERATIONS DEV.. SEIN. ACE I ORDIMS TENDER 16 RECREA110NALPROGNS TYPIST CLERK II 2 ALMMUP.OPER 1 3 AUTO EOUP. OPER.1 A ASMW ORECTOR AUTD ELIUP.OPER R I OEIER4LM4NT.REP.-CARP. 2 SUPT. RECREATION FACIEIIYATTENkgf REC. DISTRUSUPVR REC. SPECIUSTSR P" TENDER I REC. SPECWJST 1REETRNMER I POOL MWOERS WE TRIM CREW LEADER I INNIS9JW PARKS NATURNJST I CASNER WATER SPORTS N51RLE . LFE 57 AE011 TYPIST CLERK II EVENTS SLJPDM90R C-10 2 1 1 i 1 13 I I 3 12 12 NAt UPP PROG. LEADER PROG COORD. WWOICAPP PROG. W. TYPIST CL V 1 .1.1.001 DEPARTMENT OF PERSONNEL MANAGEMENT FY'93 FUNCTIONAL TABLE OF ORGANIZATION APPLICANT PROCESSING CLEW 11 I I LAWRATORYNDE I r I LABOR RELATIONS LABOR RELATIONS OFFICER I AWN. SEC. 11 1 SCRETARY 11 1 ADWINISTRATNE ASST. 11 I 4 MANAGERIAL ASSISTANT CITY MANAGER DEPUTY DIRECTOR I ADMIN. ASST. I I ASSM. TO DIRECTOR I SECRETARY W 13"ICM ADC C CLASSIFICATION AND PAY PERSONNELADE 1 PERSONNEL OFFICER I PERSONNEL 9UPRV- 1 CLASS. AM COMP. S1PV. 1 4 RECRWTMENT AND SELECTION RADNIN A 9OME9919T. 1 TYPIST CLERK 11 I 4 RECORDS MAINTENANCE PERSONNEL AIDE 2 PERSONNEL OFF. SR. Y CLERK 1 5 TEST VALIDATION PERSONNEL OFFICER I PERSONNEL OFF. SR. a SMEFITS AIDE 1 5 TRAINING TRAINING & DEV. COORD. i I C-11 11001 DEPARTMENT OF PLANNING, BUILDING & ZONING PLANNING DIVISION FY'93 FUNCTIONAL TABLE OF ORGANIZATION ADM INISTIWK AND MANAGERIAL SUPPORT SERVICES DEPUTY DIRECTOR 1 SECRETARY N 1 ASST. DIRECTOR 2 TYP6`T CLERIC II 1 TYPIST CLERK I 1 3 TYPIST CLERK 1 2 PLANING ILL. II 1 6 PLANNING DATA GENERAL PLANNING ZONING CODE AND ANkr-)G ADMINISTRATION PLAINER II 1 PLANNER II I PLANER II 1 PLANNER 1 5 PLANER I PLANNER I PLANIERIECK I 2 3 6 C-12 f1001 DEPARTMENT OF POLICE FY'93 FUNCTIONAL TABLE OF ORGANIZATION OFFICE OF THE CHIEF ADMIN. AND MANAGERIAL 8 MEDIA RELATIONS 6 INSPECTIONS 3 OFFICE OF PROFESSIONAL COMP. 4 21 OPERATIONS ADMINISTRATION Investigative AD N INISTRATION DIVISION CRIMINAL INVEST. DMSION 3 SUPPORT SERVICES SECTION CRIMINAL M�EST. SECTION 183 PERSONNEL RESOURCE MOT. SPECIAL INVEST. SECTION 52 INTERNAL AFFAIRS SECTION 52 BUSINESS MANAGEMENT SECT. 200 Patrol FIELD OPERATIONS 3 TASK FORCE 53 PATROL CENTRAL 245 PATROL NORTH DISTRICT 177 PATROL SOUTH DISTRICT 216 FIELD SU PPORT SECTION 254 COMMUNITY RELATIONS 39 967 3 115 73 45 236 C-13 11001 DEPARTMENT OF PUBLIC WORKS FT93 FUNCTIONAL TABLE OF ORGANIZATION ADMINISTRATION AND MANAGERIAL I) ECIOR I ENGL TECH. II I AOCOI1NGMf SUWR. I SETA�RACCCUTIANT I Trw CLERK M I A00DY HOClERK I TYPIST CLERK 11 2 TTPISTCIERKI ! 71'RS1 CLERK I ECOND. COORD. ► M _ 12 DESIGNADMIN. CONSTRUCTION ADMIN. W.01LECTOR 1 W.OEIE N I AOL WEI 1 SECRETARY II I lYP6CT ClEi1C 1 1 TYRST CLERK II I — 3 3 ARCHTECURAL DUATKIECT 1 ARCIIRECTI 1 NDITECT I 3 LApSCAPEAKH. 1 EIG.TECH.1 1 7 SURVEYS ENG.TECN 1 3 E%.TECH.1 3 ENG. TECK 1 1 AUTOEGUP.OPERM 1 8 INSPECTIONS L oNo I I ENG.M.IV I STAFF SERVICES AIDE P.N.ENGIEER 7 ENG. TECK 11 ETA. TRK 1 3 14 ENGINEERING PROF. ENGINEER N 2 PROF.ENGINEiR 1 3 ECKMI S ENG.TECN 1 2 ENG.W.1 1 14 STREET MWENlANCE MAINTENANCE ADMIN. PROF.E*=EERN 1 AO AEOW.OPER.II 2 EIRF SEC1E1 1 1 AUTO EOUP.OPER I 5 AUTO WOOER 1 3 Acculmem 1 wsm 3 TM OAA_PA11f/1ECH. 1 4 14 STDRMWATER UTIUTY LANDSCAPE MAINTENANCE AUTO EQUIP. 1 3 IAEiORCREIYLSN 3 AJTO EOUP.1 3 w. MxN SUPY. 1 AUTO EOUP. I R LAW CIE N LDR 1 3 CAL DONEER 1 1 AUTO M W. OPER 1 4 15 11 C-14 11001 INTERNATIONAL TRADE PROMOTION FY'93 FUNCTIONAL TABLE OF ORGANIZATION TRADE PROMOTION DIRECTOR I AO►IN ASWST.1 INTERNAT_ TRO. SPEC. 1 3 11001 C-15 GENERAL OBLIGATION BONDS Fr93 FUNCTIONAL TABLE OF ORGANIZATION FINANCE DIRECTOR INVESTNENT/DEBT SERVICE I I ASSESSMENT LIENS DEBT SMILE COORD. I ACCOUNT CLERK 5 REVERE COLLEC. SUP/R. I ENO. TWR II I ADNN, OFFICER CC I C-16 11001 DEPARTMENTAODF CONFERUBLIC NCIES, CONVENTIONS ES FY'93 FUNCTIONAL TABLE OF ORGANIZATION xrmnm SROIROR woo txCRtc � i t ` SPECIAL EVENTS ca tt 01011wR. t fpw 1 I TYPMf C.6w R(1 a COCONUT BRWE CONVENTION CENT AIWOIMM WAAMR 1 ' �eecAupmMuatwR. t EVEN19I081f t y t SVEtlIL D t t gJBBY WDURO NMM STADIUM ti RRGlI1D91FIIDER t t OFFICE OF PUB. NFOP.. ROIL R7O.YI A t MD.IIaIOG: I PIUlODR1REA I t ttN0001W1lIR � PUB. NEL AVE rtmcumcl PIIax wnm i DEBT SERVICE DEPRECIATION MOMT. OROUP/ AXXMRIIM OPERATIONS PAlto" OAWE MARINE STADIUM C-17 11001 DEPARTMENT OF PARKS, RECREATION AND PUBLIC FACILITIES ENTERPRISE FUND FY'93 FUNCTIONAL TABLE OF ORGANIZATION ADATINISTRATNEAND MANAGERIAL AOMNISTRATK AIDE I i MARINA OPERATIONS I I I GOLF COURSE OPERATIONS MARMSFACILITYNGR I SUPT.OFGOLF WARINASASSISTMT g PARKS SIPR.I MARINA W. ATTEND. 4 GOLF COMEATTEMQWf MMNWSADE 3 HDRnWLTUaST 13 C-18 11001 DEPARTMENT OF PLANNING, BUILDING AND L-ONING BUILDING AND ZONING DIVISION FY'93 FUNCTIONAL TABLE OF ORGANIZATION ADMINISTRATIVE AND MANAGERIAL SUPPORT SERVICES ENVIRONMENTAL CODE ENFORCEMENT SECTION pEPLJTY DFECfOR 1 SR. $fAFF ANALYST 1 FISCAL ASST. 1 ZONNO ADMRINISTRATOR I ASST.� pry, C ICE I SECRETARY N 1 CHUZONNCINSPEC. 1 ZONIND NSPECTORI 11 (CLERK TYPIST CLERK II I ADNNISTPATMEASST. TYPIST 1 ,fCRETARY II I 4 WNSNIIE INSPEC. II ; 5 CLERK I ZONIM INSPECTOR II 5 SECRETARY It I MECH. INSPEC. SECTION 23 ELEC. INSPEC, SECTION CHF. MECH. INSPEC. 1 " ELECT. INSPEC. CHEF I MECH.INSPEC.1 2 I PERMfTS AND CONTROL SECTION ELECT. INSPEC. 1 2 TYPISTIC W III ELECT. INSPEC. 11 11 TYPIST CLEW II I SUPVR. OF PERMITS AND REV. 1 9 STRUC. INSPEC. SECTION CLERK IH 2 CLERK u 2 TYPIDf CLERK II 1 BIDC. CODE f NFDfICDIENf gCIION EiDC. INSPEC. I B ADO. INSPEC. 11 3 B CHF. CODE E?FDRC. OFF. I SECRETARY 1 CODE ETIFORC. SUPRV. I 10 ELECT. INSPEC.I 1 BLgo.NSPEC.11 I HEAR114G BOARDSADMIN. PLUMBING INSPEC. SECTION PwM9. INSPEC. I 1 TYPIST CLERK 1 I CLERK I I A99T. EXEC. SEC. I ChIF. PWMB. INSPEC. I 7 ADMIN. ASST. I I PLUMB, INSPEC.I t III 1 PLUMB. H9PEC. 11 2 r(PIST E „ TYPIST CLERK 11 1 TYPIST CLERK 111 1 e e C-19 11001 DEPARTMENT OF GENERAL SERVICES ADMINISTRATION AND SOLID WASTE SOLID WASTE DIVISION FY'93 TABLE OF ORGANIZATION ADMINISTRATIVE AND MANAGERIAL DEPUTY DIRECTOR I ASST. TO THE DIRECTOR ASSIS mTPROORAAER 2 I RESID. GARBAGE COLLEC. CODE ENFORCEMENT #DMISTRATIVE AIDE I I W. NPEEC. CHIEF SAN.NSPEIC 1 I 11 CLERK 11 COMPIAINTST�EC. 1 WASTE COLEC.SUPT.A9ST. I SECRETARY II 1 CUSTODIAN 1 OTTC i W� COLLECTOR 112 44 PER9./9AFEfT �,� COLLEC. OP.11 13 9ECI�fARY ll S1PP. SVC. COORD- 1 2 , 1PL ME HELPER 2 TYPIST CLERK 11 I TYPIST CLERK N STOCK CLERK I 1 160 BBISH COLLEC. do SPEC. EVENTS OENERALLABORER I 14 WASTE COLLECTOR OPER. 1 I WASTE COLLECTOR So WASTE COLLEC. OP. I 2B STREET CLEANING WASTE EQUIP.OPER. 23 SANATARY SUP& 3 WASTE COLLEC. SLPT.ASST. 1 WASTE COLLECTOR 9 CLERK I COMM. GARBAGE COLLEC, WASTE COLLECTOR OP. D 14 106 WASTE COLLECTOR I 1 9ANTATIONSUPVR I 24 RECYCLJJG WASTE COLLECTOR OP.1 7 SANFTATION SUPYR. I 18 WASTE COLLECTOR 10 WASTE COL LIC. OPER.1 6 16 C-20 11001 FIRE RESCUE AND INSPECTION SERVICES RESCUE SERVICES FY'93 FUNCTIONAL TABLE OF ORGANIZATION ADMINISTRATIVE AND MANAGERIAL SECRETARY II TYPIST CLERK II RESCUE SERVICES 1 1 2 VEHICLE MAINTENANCE FIRE CAPTAIN FIRE LIEUTENANT 7 HEAVY rIENi FIRE FIGHTER 17 MECHAANICNIC 2 25 2 C-21 11001 DEPARTMENT OF DEVELOPMENT AND HOUSING CONSERVATION PROJECT PLMINNG AND IMPLEMENTATION PRM RM. 2 2 PROJECT DESIGN DEVELOPMENT AND MONIT. 1 HW9W REIMB.LN/0 1 MpIKFiMC SPEC. 1 2 PROPERIY MD LW LDEWMM I A1ti1Ml MDE 1 1 W MLPROJE)+TASST. I ADO. AIDE I I T1MCLERK I I RROOlia YNUU9T I D FY'93 FUNCTIONAL TABLE OF ORGANIZATION ADMINSTRATNE AND MAN aTAL M. CTY M R./U M I AM. mRm 2 AW.A55b9.1 2 TYF19TM(I 1 TiP6TCIERKp i RP6TCLERKI 1 CL6<K I 1 9 FNANCIAL OPERATIONS AND ECONOMIC ANALYSIS RNAKK OPSWIONS FfMECETf M 1 A:000MIXikK 4 TIPI9f tl.ERI(I 1 6 ECONOMICtKYSIS FNM& DR CDDRD. 1 FftWTllIEfRl. CDDRD. 2 MID RENTALASSISMICE HXW REHABURTKIN PFK. HGS.9 U. 1 HJIMRM. ESL SR 2 H]D.9<IG FEH& EST. ROMSND OW LN/D 1 N0119NGFSIIp.LN/OSR 2 111aSf CLERKII 1 11 RENTAL ASSISTANCE 0OND91MV 1 EN/OA99m 1 2 NEW HOL13NG DEVELOPMENT HOIBN99ECW 2 mk CDoRD.OT 1 3 SALES AND MARMNG "UK VA. LNJO 1 I C-22 11001 DEPARTMENT OF COMMUNITY DEVELOPMENT COMMUNITY DEVELOPMENT BLOCK GRANT FY'93 FUNCTIONAL TABLE OF ORGANIZATION ADMINISTRATIVE AND NANACERIAL DIRECTOR 1 SECRETARYIV 1 ADMIN. ASSISTANT I 1 3 GRANT PROGRAM ADMINISTRATION AND CONTRACT COMPLIANCE STAFF AW. SR 1 COMM. DEV. PROJ. SUPVR. 1 COMM. DEP. COORD. i TYPIST CLERK II 1 COMM. IWOL. SPEC. I ADMIN. AIDE I I 6 FINANCIAL MANAGEMENT AS96W DIRECTOR I ACCOUNTMTTSUPVR. I ASW. OPERA ANALYST 1 STAFF ANALYST ASSIST. 1 ACCOUNT CLERK 3 AWN. AIDE I I TYP67 CLERK II 1 CLERK I I 10 ECONOMIC DEVELOPMENT ASSIST. DIRECTOR I SENIOR BUSINESS DEV. i BUSINESS DEVELOPER 1 TYPIST CLERK 11 1 4 PUBLIC EDUCATION AND INFORMATION COMMUNITY MIOL. SPEC. 2 WORN. AND REFERRAL AIDE I 3 SOC. SVCS. PROGRAMS MONIT. ASSISTANT DRECTOR I SDC. PROD. ANALYST SM. 2 SOC. PROG. ANALYST 1 SOC.PROG.000RD. 1 SECRETARY COMM. INVOL SPEC. I 1 -23 11 001 DEPARTMENT OF GENERAL SERVICES ADMINISTRATION AND SOLID WASTE GENERAL SERVICES ADMINISTRATION DIVISION FY'93 TABLE OF ORGANIZATION COMMUNICATIONS 00MM.TeOM.9UPT I OOMM.TEOM.JUP'VR. I OOM M.TLOM. 4 ,00O T Ot.cwlc 1 COM M.RCPYIw W1(LRj 6YSTCM CNQNECR 11 j �Y9T'CM CNOINCCR I i MATCRIAL'If II 1 TYIS PT 1 GABLE TV J E140111 K V EIJO. 1 CABLE TV 9PEC. 1 19 MFS9t�iY C9MSfRUC./PAIMItIG P.PIlO1 � PAINTCR SUPVR. + PAINTER SKIN 14 4 PARTS AND SUPPUM AI,J10 ►NR11 91'110.11 .uro P.wT! cPco.l � .uTv ►.RTS 7U►vll. • a PROCUREMENT .SOTAKT aR610R Y PROCURE. eW SUPYR. 1 PROOLIREMENTSPEO 3 ADMIN. AIDE + TYP1iT CLERK 1 I TYPST OILRR 11 2 MN.*M.oU5 ArrARStiRP 1P CARPENTRY AND MECEMNGAL PROPERTY NVA, EUPT. I AIJf 1 1 1 1011,117.MECHWIC M41TN.MCCN.5.IWR. 2 CARPENRT 1 16 AEMPOSTPATNE MO MAWuCER1AL UGKIEOUIPJMNIDWE AjSISTANTCNIYMANMiER 1 MIAMECRANC 29 DCPUTY ENACTOR + AUTO IET.MAgC SOPvR. 1 ASSISTANT OIREDTOR + AIm ISM. HELPER 11 ASST.TO DI2OTOR 4 RM° NM I SSTF AOCOIH�'PuEiiecan ACCOUNT CLERK 1 L'SOPrPMRI E SECRETARY P/ 1 SECRETARYII SD TYPIST CLERK 1 RAW PLUM1�1 sR I ► RER 2 `1LjzRR + _ CiRlPF9+REHi�DlX11011 P1PNTv"w OINK. � CL D NPAPMC N111STMIOR I o"m TfRSETTCII I CAM1R. RALMMOt Of'a PRCSE Opp. + PP11HNINL TS OPMeLPODRCR men. � n 01WI MERSER1m CUST001AN SUPRV. CUNOO %N I MATORML SUPVIL 1YRRML 9PCC.1 1114INLUEORMPER M4M.Me"w GEHERALTRAMWRKER NEW EDUPANNIEIMIEE RAT MMMOER AVOCL*WCAR I IOOSIM'CNRK I vLiTR � W[Y1R1lT IC. Pg111R.1 R.1{►T R PMY CCR CMWA le cuamaPw. Mw9t OLEKK � TIICL TR4-XT. I 39 DECTIrALSUM + AR NID.11EpM✓C + LLL9IIAPRENELSGMORCRLOIIKWI + J RPIL9RT1 + TTSI Curio + w w+ir•..w 4 12 C-24 11001 DEPARTMENT OF PENSION FY'93 FUNCTIONAL TABLE OF ORGANIZATION PENSION BOARD MEMBERS 18 ASSSTANTMC" MANACER I I ADMINISTRATION PLAN SYSTEM ADMINISTRATOR 1 1 ASST. AOMIIA - I OFFICE MANAGER - I BENEFIT CLERKS 2 1 SENIORACCGVNTANTS 1 2 ACCAUNTANr I _ ADMIN. ASSISTANT I _ s e C-25 11001 SELF INSURANCE TRUST FUND F1"93 FUNCTIONAL TABLE OF ORGANIZATION ADH NISTRATION DIRECTOR 1 A593TANTDRECTOR I STAFFAIDM)R PRINCIPAL. I ADIAN. ASST. I I SECRETARY IV I RECEPTIONIST I 6 PROPERTY & CASUALTY WORKERS' CDMPENSATION SUBROGAARON SPEC. 1 CLAMS SUPV. ASST. 1 N1RSE ADVISOR i CLAW ADJUSTER III I CLAIMS SUM ASST, I CLAMS ADJUSTER II 1 CLAMSAMUSTER 1 I CLAMS ADAM 1 2 a/y►y ADJUSTER 1 2 TYPIST CLERK II 3 ACCOUNTANT SR, I CLERK 11 1 AXWNT CIM I g CLERK II 2 10 GROUP BENEFITS OROUPBENEMSWNR. 1 INSURANCE MANAGEMENT SAFETY GROUP BENERTS ASST. I tt���NEEFITSAIDE 2 INSURANCECODRDPYITOR � SAFETY COORDINATOR I Z TYPIST CLERK 1 _ 6 2 1 C-26 i 10 0 1 DOWNTOWN DEVELOPMENT AUTHORITY FY'93 FUNCTIONAL TABLE OF ORGANIZATION ADMINISTRATIVE AND MANAGERIAL D E ME O FMOR I ACC WNO/BLIDOETCOORD. 1 SECRETARY I PPAECf MANAGER 1 OFFICE MANAGER 1 RECEPT./ACC. CLERK 1 URBAN DEV./PLANNING URBAN DEV./PINNING ADMNISTRATOR+ I TRANPORTATION/PLA INO COORDINATOR PIANNER/SJREET COORD. 1 3 SECTION HEAD 6 MARKETING/BUSINESS DEVELOPMENT BUSINESS DEV.ADNIN.« WRONG CONSULTANT . ECONOMIC DEVELOPMENT * SPECIAL PROJECTS COORDINATOR + HOMEIM CMNATOR hPWrTK 1 1 1 2 1 6 C-27 11001 DEPARTMENT OF OFF-STREET PARKING FY'93 FUNCT10NAL TABLE OF ORGANIZATION ADMINISTRATION DAN.ANDNANAGER{eL 5 5 GARAGE/G&O FINANCIAL MANAGEN ENT OPERATIONS ENT. FUND OENERALOPEPATOG CUSrohU AaAKETNG WOFU TRADE CTR. 9 FINANCE 9 ENFORCOPIT Yam./WLEM GOY. CENTER 5 04TAPROCIMING 2 CONMIC./NSPEC. GUSIUN/OLYMPYtuX 12 PURMNG I PAMI/04PL REL 11 Gs RAGES (1.2,3) 26 SLEiFOCEL0T5 10 16 DEPRECIATION AND 21 1 AMORT 11ON 4 21 42 116 C-28 1100, MIAMI SPORTS AND EXHIBITION AUTHORITY FINANCE FlNANCIALOMCER I 1 FY'93 FUNCTIONAL TABLE OF ORGANIZATION CMINISTRATIVE AND MANAGER AL EXEMM OWTOR 1 AONN. ASSISTANT 1 SECRETARY i 3 C-29 MARKETING NARKETNG MGR 1 1 11001 BAYFRONT PARK MANAGEMENT TRUST FY'93 FUNCTIONAL TABLE OF ORGANIZATION ADMINSTMTK AND M"ERIAL XCURVE DFUTOR 1 AD ANISTRATNE ASST. I SECRETARY 1 3 MAINTENANCE PARK COORD. I I I WJKTING AND W. ATT. I I UK. AR I I LASER I I FOUNTAIN m - II PRO'"ON II TOWER FOUNTAIN OPER. FOWAIN TECH. C-30 .i 10 01 OTHER CITY AGENCIES 0.j L OTHER CITY AGENCIES TABLE OF CONTENTS Downtown Development Authority..............................D-2 Department of Off -Street Parking ............................D-4 Miami Sports and Exhibition Authority ....................... D-6 Bayfront Park Management Trust..............................D-8 11001 THIS PAGE DELIBERATELY LEFT BLANK THIS PAGE DELIBERATELY LEFT BLANK D-1 Downtown Development Auth=ity FY' 93 FUNCTIONAL COST. POSITIONSPERCENTAGE Administrative and Managerial 6 $ 550,877 40 Urban Development/Planning 3 275,438 20 Marketing/Business Dev. 6 550,877 40 Total i5 S 1,377,192 i Q PERFORMANCE IMICArM * Hosted Downtown "Miami -on -Miami" Public Forum Conference. * Promoted Interim Use Development (Columbus Bazaar). * Hosted the F.D.A. Conference. * Continued "Miami -The- World Meets Here" Downtown Marketing and Promotional Program. * Assisted Coordination of Kagoshima Sister City P-�ogram. * Participated in Milan Fair (BORITEC). * Received Transit Grant for Professional Services- * Received FDOT Grants for Highway Beautification (SW 8th Street). * Coordinated Completion Work Program for Challenger 7 Memorial. * Initiated Phase II Study for International Trade & Exposition Center. * Assisted in Attraction of MCI to Downtown Miami. * Implemented Downtown Information Kiosk Program. * Developed Downtown Assistance Program for the Homeless (DAP). * Initiated Downtown Information Officers Program INFO'S). * Supported Development of the "Shipper's Raw" Pro-ject in Southeast Overtown/Park West. * Initiated the Downtown Housing Market Analysis Study. * Participated in the ICSC Conference on Miami Beach. * Conducted Performing Arts Center Planning Symposium with University of Miami. 11001 a EIXAR7MENTAL BUDGETAND ' i. i; I' I P_,N4 Hmenaea PzerKiea Aaoptect Amended Requested 1990-91 1991-92 1991-1992- Personnel Services $ 574,782 $ 618,071 $ 618,071 $ 564,649 Operating Expenses 1,011,101 876,417 876,417 798,771 Capital Outlay 8,000 11,000 11,000 13,772' Total S 1,563,973 S 1.593,883 $ 1,505.488 S 1,505,488 S 1,377,,E Positions 13 15 15 15 DESCRIPTION The Downtown Development Authority of the City of Miami was created in 1965 by the Florida State Legislature and began operations in 1966 after approval by the Miami City Commission. It is a semi -autonomous authority supported by a special tax levied within its boundaries. The mandate of the Authority includes the following: Preparation of an economic base/market study analyzing changes in CBD; study and analyze impact of metro growth on CDB; plan and propose public improvements of all kinds for CBD; prepare and implement plans for development in Downtown area; develop cooperation with City planning long-range plans for economic improvement and work to establish implementation techniques in cooperation with businessmen and property owners. SELECTIVE OBJECTIVES * Improve the image of Downtown Miami. A. Promotion of positive aspects of Downtown B. Internationalization of Downtown C. Physical Envirom-ent Improvement * Upgrade the Social and Physical Infrastructure A. Services for the Homeless ` B. Transportation Improvements C. Infrastructure Improvements * Promotion of Business Development and Residential Growth A. International Trade and Exposition Center B. Increased Minority Participation in Downtown Projects C. Retail Development D. Residential Development E . Waterfront Developmnt F. Development of vacant parcels G. Increase office occupancy H. Development of a Business Incentive Program BUDGET HIGHLIG[F!5 This request is $128,296 or 9% less than the FY'92 amended budget primarily due to a decrease in ad valorem tax revenues. D-3 11.001 Department of Off -Street PFrking FY'93 FUNCTIONAL COST FUNCTI POSITI0I�1S C'06T Administrative and 6 Managerial 5 $ 648,000 Finance 8 568,000 5 Data Processing 2 233,000 2 Operations: 4 A. General Operations 10 510,000 B. Customer Relations/ Marketing 1 178,000 2 C. Enforcement 16 439,000 4 D. Maintenance & Collection 21 531,000 5 E. Construction, Instal., Inspection 1 49,000 F. Payroll/Employee Rel. 4 178,000 2 G. purchasing 1 35,000 H. Garages (1,2,3) 21 1,148,000 10 I. Surface Lots (Incl. Arena area) 42 2,147,000 iB Total Operations 117 ,S5,215,000 45 Total Department 112 $6,684,000 Interest Expense $1, 504,000 13 Depreciation & Amortization S1,136,000 19 Total Department Expense S9,324,000 World Trade Center - Garage 4 9 $ 827,047 7 Government Center - 3 Garage 5 5 387,197 G & 0 Enterprise Fund 12 1,074,615 9- Garages 4,5,6 and G & 0 26 52,288,859 100% Total DOSP Responsibility iH 511,612,859 PFRFORMUM TNnT('n�R * During FY'92, the Department anticipates achieving a substantial improvement in operating performance over the prior fiscal year which is expected to continue through FY193. * During fiscal year 1992-93, the Department expects to earn a net income of $637,000. D-4 11001 DEPARTMENT OF OFF-STREET PARKING AUTHORITY $ 11,612,859 I ar• T :�s+�Wiov, Nis_rW19 Personnel Services $ 4,255375 Operating des 7,00742! Depreciation/Amortization 1,949,851 Total 513,24_9,439 S13,212,66] Positions 176 DESCRIPTION FE , J, i V wu - M Adapted Amended Requested 9 - 1991-92 1992-93 $ 4,404,118 $ 4,404,118 $ 4,232,505` 6,970,729 6,970,729 6,244,354 1,326,743 1,326,743 1,136,000 $12,701.590 S12, 01,590 S11,612,859 179 179 158 The Off -Street Parking Authority was created in 1:55 by a Special Act of the Florida State Legislature and was incorporated into the City of Miami Charter in 1968. As a semi -autonomous agency of the City of Miami, the Authority receives no property tax support. During its 35 year history, the Authority has been supported solely by the revenue generated through its operation. The Authority is governed by the five member Off -Street Parking Board. The Board has the power, duties and responsibilities customarily vested in the board of directors of a private corporation and exercises supervisory control over the operations of the off and on -street parking facilities of the City. The Miami City Commission retains the final authority for the approval of the Authority's annual budget and rate structure, the confirmation of appointments to the Board and the issuance of parking revenue bonds. * To provide municipal parking throughout the City of Miami in the most efficient and cost-effective manner, while maintaining the highest standards of services and security. * To provide sufficient funds to continue the develognent of a capital program designed to meet existing commitments. * Through effective management of the World Trade Center and Government Center garages and parking tickets, the Department will contribute an estimated $1,700,000 to the City of Miami General Fund during FY'93. Fiscal Year 92/93 revenues from operation of the Department of Off -Street Parking budget are projected to increase to $9,484,000 from $9,375,000. This projected increase is due to increased utilization resulting frcrn expansion of the Federal Courthouse and Miami -Dade Conmiumity College. It is partially offset by the continued high level of office vacancy rates downtown. Projected parking revenues for Fiscal Year 92/93 for the World Trade Center garage ($1,482,070), Downtown Government Center garage ($399,660), and the Gasman and Olympia Enterprise Fund ($782,964) will result in total estimated revenues of $12,148,694 for Fiscal Year 92/93. D-5 I10101 Miami Sports and Exhibition Authority FY193 FUNCTIONAL COST Administrative and Managerial 3 $214,120 20 Finance 1 438,126 41 Marketing 1 408,823 3-2 Total -5 L061.069 im * Creator of the Miami. Midnight Basketball League * Sponsor of annual NHL exhibition games at the Yaami Arena. * Participant in bid to attract 1998 Goodwill Games to South Florida. * Refunded Special Obligation Series, 1992 bonds, resulting in significant savings to the Authority over a twelve year period. * Coordinated local governmental efforts to bring Major League Baseball franchise to Miami. * Sponsor of the Northwest Express Track Club. * Sponsor of the Miami Wheelers Cycling Team. * Sponsor of the Miami Mile. * Active in planning of 1992 Junior Chamber International World Congress. * Active in production of first -ever south Florida Sports Facilities Guide, a ccmprehensive inventory of South Florida sports venues. * Initiated development of new brochure highlighting Downtown Miami as a convention destination. D-6 11001 MIAMI SPORTS AMID EXHIBITION AL711DRITY $ 1,061,069 DEPARTMENTAL BUDGET AMID POSITION SUMMARY Amended Amended Adopted Amended Requested 1989-90 1 - 1 91- 2 1 1- 2 1992-93 Personnel Services $ 242,897 $ 266,436 $ 266,436 $ 299,553 Operating Expenses 699,750 590,300 590,300 750,916 Capital Outlay 9,500 7,500 7,500 101600 Zbtal S 1,098,536 S 952,147 S 86-,236 S 864,236 S1.061,069 Positions 6 5 5 5 The Miami Sports and Exhibition Authority's responsibility is to facilitate and promote activities, improvements and infrastructure necessary to expand and attract Conventions, exhibition and tourism related activities, professional and international sports, as well as other events and programs which will contribute to economic and social growth in the City of Miami. SELECTIVE O&TEC'I'IVE.S * To expedite development of a convention center/exhibition hall in downtown Miami . * To beccme actively involved in pursuit of additional major league/professional sports franchises for the City of Miami. * rib participate in efforts to bring major international/amateur sporting events to Miami. * To significantly increase the number of conventions and exhibitions that utilize City of Miami hotels and facilities. * To position Miami as an Olympic training center as a prelude to the 1996 Summer Olympics. * 'Ib continue development of youth oriented programs such as Midnight Basketball. MIDGET HIGHLIGHTS * The fiscal year 1992-93 budget is $196,833 more ;than the previous fiscal year. The increase is primarily attributable to the addition of a convention and sports marketing division. D-7 11001 Bayfront Park Management `;'rust FY193 FUNCTIONAL COST Administrative and Managerial 3 $203,245 17 Maintenance 3 352,465 29 Marketing and Prcmtion - 3,16,740 26 Laser Light Tower - 79,952 7 Fountain 2 251,127 21 Total $ $1,203,522 2M * Earned income increased $261,968 over previous year's budget. * Park usage days for Special events increased by 10% over previous year. * Attendance at Trust Sponsored 4th of July America's Birthday Bash drew 150,000 people, representing a 30% increase over previous year. * Increased organizational focus on earned inccere- * Staff reorganzation, targeting more efficient running of operation. * Sponsorship of the ethnically diverse "Only in Miami Music Series." D-8 11001 Personnel Services Operating Expenses Capital Outlay Total Positions BAYFRONT PARK MANAGEMENT TRUST $1,203,529 DEPARTMENTAL BUDGET AND POSITION SUMMARY Amended Amended Adopted 1989-90 1990-91 1- 2 $ 210,670 $ 265,406 $ 240,830 720,361 17,000 17,000 Amended Requested 1 1- 1992-93 265,406 $ 313,549 720,361 869,480 17,000 20,500 S 546,293 S 468,500 S 1,002,767 S 1,002,767 S 1,203,529 9 3 8 8 The Bayfront Park Management Trust responsibility is to facilitate and promote activities, improvements and infra -structure necessary to expand and attract visitors, exhibition and tourism related activities to downtown Miami. Numerous events are held that appeal to the diverse cultures and people that makeup Miami. SELECTIVE OB�7`1'S * To increase public participation in all of Bayfront Park's activities. * To raise park's profile in comamity. * To continue to expand cultural activities sponsored by park. * To increase staff and organizational efficiency. * To increase earned income and corporate sponsorship highlights. BUDGET HIGHLIGHTS * This request is $200,762 or 20% more than the FA'92 amended budget due to the increase in maintenance costs associated with operating the laser Tower and the Claude Pepper Fountain and an increase in the marketing and promtional effort which will generate additional revenue for the Park. Total city support has decreased from 71% of the parks budget in FY'88 to 25% in FY'93. 11001 D-9 THIS PAGE DELIBERATELY LEFT BLANK NEIGHBORHOOD ENHANCEMENT PROGRAM f 100, NEIGHBORHOOD ENHANCEMENT PROGRAM SERVICE CENTERS TABLE OF CONTENTS Allapattah....................................................E- 1 CoconutGrove ................................... .............. E- 2 CoralWay.....................................................E- 3 Downtown............................................ .......... E- 4 Flagami................................. .....................E- 5 LittleHaiti..................................................E- 6 LittleHavana.................................................E- 7 ModelCity....................................................E- 8 Overtown......................................................E- 9 UpperEastside ................................................E-10 Wynwood/Edgewater .............................................E-11 THIS PAGE DELIBERATELY LEFT BLANK N E T S E R V I C E C E N T E R NAME: ALLAPATTAH . LOCATION: 1888 N.W. 21 Street, 33142 PHONE NUMBER: 575-5128 ADMINISTRATOR: Fred Fernandez Position Administrator Neighborhood Resource Officer Service Center Representative Zoning Inspector Sanitation Inspector Public Works Inspector Jobs Counselor Fundina Sourc Community Development Police Community Development Building and Zoning Solid Waste Public Works Neighborhood Jobs Program Personnel Services $ 316,945 Operating Expenses 16,900 Total S 333,845 11001 E-1 N E T S E R V I C E C E N T E R NAME: COCONUT GROVE LOCATION: 2820 McFarland Road, 33133 PHONE NUMBER• 579-6018 ADMINISTRATOR: Joseph W. McManus Position Administrator Neighborhood Resource Officer Service Center Representative Zoning Inspector Sanitation Inspector Public Works Inspector Jobs Counselor Funding Source Planning Department Police Finance Department Building and Zoning Solid Waste Public Works Neighborhood Jobs Program Personnel Services $ 356,402 Operating Expenses 17,300 Total S 373,702 11001 E-2 N E T S E R V I C E C E N T E R NAME: CORAL WAY LOCATION: 1800 S.W. 21 Avenue, 33145 PHONE NUMBER: 857-0758 ADMINISTRATOR: Margarita Genova-Cordovi 1993 STAFF SUMMARY Position Administrator Neighborhood Resource Officer Service Center Representative Zoning Inspector Sanitation Inspector Public Works Inspector Personnel Services Operating Expenses Total Funding Source Planning Department Police Development and Housing Building and Zoning Solid Waste Public Works 1993 APPROPRIATION SUMMARY $ 310,084 22.550 S 332,634 E-3 N E T S E R V I C E C E N T E R NAME: DOWNTOWN LOCATION: 63 N.W. 9 Street, 33136 PHONE NUMBER: 579-6007 ADMINISTRATOR: Arleen Weintraub Position Administrator Neighborhood Resource Officer Service Center Representative Zoning Inspector Sanitation Inspector Public Works Inspector Funding Source Development and Housing Police Development and Housing Building and Zoning Solid Waste Public Works Personnel Services $ 335,672 Operating Expenses 19.550 Total $ 355,222 E-4 11001 N E T S E R V I C E C E N T E R NAME: FLAGAMI LOCATION: 455 N.W. 47 Avenue, 33126 PHONE NUMBER: 446-2440 ADMINISTRATOR: Edward Blanco Position Funding Source Administrator Community Development Neighborhood Resource Officer Police Service Center Representative Risk Management Zoning Inspector Building and Zoning Sanitation Inspector Solid Waste Public Works Inspector Public Works 1993 APPROPRIATION SUMMARY Personnel Services Operating Expenses Total $ 271,338 21.100 S 292,438 E-5 N E T S E R V I C E C E N T E R NAME: LITTLE HAITI LOCATION: 69 N.E. 62 Street, 33138 PHONE NUMBER: 795-2337 ADMINISTRATOR: Fedy Vieux-Brierre PT4.4_:� - Position Funding Source Administrator Special Programs and Accounts Neighborhood Resource Officer Police Service Center Representative Police Zoning Inspector Building and Zoning Sanitation Inspector Solid Waste Public Works Inspector Public Works Jobs Counselor Neighborhood Jobs Program 1993 APPROPRIATION SUMMARY Personnel Services Operating Expenses Total 11001 E-6 N E T S E R V I C E C E N T E R NAME: LITTLE HAVANA LOCATION: 2200 W. Flagler Street, 33135 PHONE NUMBER: 643-7164 ADMINISTRATOR: Pablo Canton Position Administrator Neighborhood Resource Officer Service Center Representative Zoning Inspector Sanitation Inspector Public Works Inspector Jobs Counselor Funding Source Building and Zoning Police Fire Building and Zoning Solid Waste Public Works Neighborhood Jobs Program Personnel Services $ 328,909 Operating Expenses 15,300 Total S 344,209 11001 E-7 N E T S E R V I C E C E N T E R LAME.: MODEL CITY LOCATION: 1000 N.W. 62 Street, 33130 PHONE NUMBER: 795-2303 ADMINISTRATOR: Elbert Waters Position Administrator Neighborhood Resource Officer Service Center Representative Zoning Inspector Sanitation Inspector Public Works Inspector Jobs Counselor Funding Source Planning Police Public Works Building and Zoning Solid Waste Public Works Neighborhood Jobs Program Personnel Services $ 346,088 Operating Expenses 15,900 Total S 361,988 11001 N E T S E R V I C E C E N T E R OVERTOWN 1470 N.W. 3rd Avenue, 33136 372-4550 Francena Brooks Position Administrator Neighborhood Resource Officer Service Center Representative Zoning Inspector Sanitation Inspector Public Works Inspector Jobs Counselor Personnel Services Operating Expenses Total Funding Source Community Development Police Development and Housing Building and Zoning Solid Waste Public Works Neighborhood Jobs Program 1993 APPROPRIATION SUMMARY $ 343,925 16.700 S 360,625 11001 E-9 N E T S E R V I C E C E N T E R Nam: UPPER EASTSIDE LOCATION: 6599 Biscayne Boulevard, 33138 PHONE NUMBER: 795-2330 ADMINISTRATOR: Dr. Nancy Bahn Position Administrator Neighborhood Resource Officer Service Center Representative Zoning Inspector Sanitation Inspector Public Works Inspector Funding Source General Services Administration Police General Services Administration Building and Zoning Solid Waste Public Works Personnel Services $ 316,164 Operating Expenses 17.300 Total S 333,464 11001 E-10 N E T S E R V I C E C E N T E R NAME: WYNWOOD/EDGEWATER LOCATION: 101 N.W. 34 Street, 33127 PHONE NUMBER: 579-6931 ADMINISTRATOR: Louis Carrasquillo Position Administrator Neighborhood Resource Officer Service Center Representative Zoning Inspector Sanitation Inspector Public Works Inspector Jobs Counselor Funding Source Community Development Police Fire Building and Zoning Solid Waste Public Works Neighborhood Jobs Program Personnel Services $ 285,795 Operating Expenses 20.400 Total S 306,195 11 001 E-11 ALLAPATTAH COCONUT GROVE CORAL WAY DOWNTOWN FLAGAM I LITTLE HAITI LITTLE HAVANA MODEL CITY OVERTOWN UPPER EASTSIDE WYNWOOD/EDGEWATER NEIGHBORHOOD ENHANCEMENT TEAM 11001 MIAMI REVIEW Published Daily except Saturday, Sunday and Legal Holidays Miami, Dade County, Florida. STATE OF FLORIDA COUNTY OF DADE: Before the undersigned authority personally appeared Octelms V. Ferbeyre, who on oath says that she Is the Super- visor of Legal Advertising of the Miami Review, a daily (except Saturday, Sunday and Legal Holidays) newspaper, published at Miami in Dade County, Florida; that the attached copy of advertisement, being a Legal Advertisement of Notice in the matter of CITY OF MIAMI ORDINANCE NO. 11001 In the ........... X..X..X...................... Court, was published in said newspaper In the issues of October 7, 1992 Affiant further says that the said Miami Review is a newspaper published at Miami in said Dade County, Florida, and t atths said newspaper has heretofore been continuously published In said Dade County, Florida, each day (except Saturday, Sunday and Legal Holidays) and has been entered as second class mail matter at the post office in Miami in said Dade County, Florida, for a period of one ar next preceding the first publication of the attached dvertissment; and affiant ther says that she has pal nor promised any pars , rm or corporation a Ise nt, bate, commission or fund r the purpose c g IN advertisement for Iica n s [Torn pe . . ................. ....... . ... . .... Sworn to and subscribed before me this ..7th day of ..�....-) ..... ..., +.D. 19.. 92 . " _�ir.J�.YK-�........... (SEAL) _ Octelma V. Ferbeyrdrj7gLs y_�tnn to me. OMCIAL NOTARY SEAL (71FRYL H MARMER Coy,.', MISSION NO. CC191442 MY CC mmiSSION EXP. APR. 12,19* CITY OF I FLORIDA M# LE L 115VICE All interested: persons will take notltre that on the 24th day of September, 1992;-the City, Commisation °of Misiml Flotida adopted the follOwi ft titled ordinancer. OMMAHM NO. io9m AN ORDINANCE AMENDING OR0W4ARf,CE 11400, AS AMENDED, THE ZONING ORDINANCE OF THE CITY OF MfAML SIGNS ABOVE A HEIGHT ABOVE. FIFTY (50)' FEET:'ABOVE GRADE" TO ALLOW NOT'Yg1ORE THAN FOUR (4) 81611 $ FOR A SINGLE MAJOR. TENANT OR NOT MORE THAN'.TWO"(M SIGNS PER MAJOR TENANT AND DEFINING MAJOR TENANT AS.A TENANT, OCCUPYING MORE THAN FtVE;P1E01GENT'(5% A REPEALER' PROVISION, SEVERABfLITY Otif,'"ANt) PROVIDING FOR AN EFFECTIVE DATE "," ORDINANCE NO. 10 0 AN ORDINANCE DEFINING AND DESIGNATING THE TERRI- TORIAL LIMITS FOR,TME C.,CfY.OF MIAMI Ft7RTffE:PUI E OF TAXATION;; FIXING�,T MILLAGE tAWt4VVJN IN THE.:011'Y OF MIA#M;.F#,ORMA, FOB'# 7HE F404L YUR BEGINNING OCTOBERA, 1992 AND ENDING SEPTEMBER 30, 1993; CONTAINING A SEVERABILITY CLAUSE. AN ORDINANCE MAKING APPROPRIATIONS FOR THE FIS- CAL. Yam, ENDING SEPTEMBER 30, 19031, CONTA l41*114 A RE EA IER PROVISION AND A SEVERABILITY %A146E. Page 1 of 2 ORDINANCE NO.14002 AN ORDINANCE, WITH ATTACHMENT, RELATED TO TAXATION, DEFINING AND DESIGNATING THE TERRITORIAL LIMITS OF THE DOWNTOWN DEVELOPMENT DISTRICT OF THE CITY OF MIAMI, FLORIDA; FIXING THE MILLAGE AND LEVYING TAXES IN SAID DOWNTOWN -DEVELOPMENT DISTRICT FOR THE FIS- CAL YEAR BEGINNING OCTOBER 1, 1992 AND ENDING SEP- TEMBER 30, 1993, AT FIVE -TENTHS (5) MILLS ON THE DOL- LAR OF THE NONEXEMPT ASSESSED VALUE OF ALL REAL AND PERSONAL PROPERTY IN SAID DISTRICT; PROVIDING THAT SAID MILLAGE AND,THE TAXES LEVIED HEREIN SHALL BE IN ADDITION TO THE FIXING OF THE MILLAGE AND THE LEVYING OF TAXES WITHIN THE TERRITORIAL LIMITS OF THE CITY OF MIAMI AS REFLECTED IN THE CITY'S MILLAGE- LEVY ORDINANCE FOR THE AFORESAID FISCAL YEAR WHICH IS REQUIRED BY CITY CHARTER SECTION 27; PROVIDING THAT THE FIXING OF THE MILLAGE AND LEVY- ING OF TAXES HEREIN SHALL BE IN. ADDITION TO SPECIAL ASSESSMENTS; PROVIDING THAT THIS ORDINANCE SHALL NOT BE DEEMED AS REPEALING OR AMENDING ANY OTHER ORDINANCE FIXING MILLAGE OR LEVYING TAXES BUT SHALL BE DEEMED SUPPLEMENTAL AND IN ADDITION THERETO; CONTAINING A REPEALER PROVISION, SEVERABILITY CLAUSE AND PROVIDING FOR AN EFFECTIVE DATE. ORDINANCE NO. 11003 AN ORDINANCE MAKING APPROPRIATIONS FROM THE DOWNTOWN DEVELOPMENT DISTRICT AD VALOREM TAX LEVY AND OTHER MISCELLANEOUS INCOME FOR THE DOWNTOWN DEVELOPMENT AUTHORITY OF THE CITY OF MIAMI, FLORIDA, FOR THE FISCAL YEAR BEGINNING 'OCTOBER 1, 1992, AND ENDING SEPTEMBER 30, 1993; AUTHORIZING THE EXECUTIVE DIRECTOR OF THE DOWN- TOWN DEVELOPMENT AUTHORITY TO INVITE OR ADVERTISE REQUIRED BIDS; PROVIDING FOR BUDGETARY FLEXIBILITY; REQUIRING CITY' COMMISSION APPROVAL FOR CHANGES IN LINE ITEM EXPENDITURES IN EXCESS OF $5,000; PROVIDING THAT THIS ORDINANCE BE DEEMED SUPPLE- MENTAL AND IN, ADDITION TO THE ORDINANCE MAKING APPROPRIATIONS FOR THE FISCAL YEAR. BEGINNING OCTOBER 1, 1992, AND ENDING SEPTEMBER 30, 1993, FOR THE OPERATIONS OF THE CITY OF MIAMI;.CONTAfNING A REPEALER PROVISION, SEVERABILITY CLAUSE, AND PROVIDING FOR. AN EFFECTIVE DATE. Said ordinances may be inspected by the public at the Office of the City Clerk, 3500 Pan American Drive, Miami, Florida, Monday- through Friday, excluding holidays; between the hours of 8:00 a.m. and 5:00 p.m, (525) MATTY HIRAI CITY CLERK a MIAMI, FLORIDA ` 1017 92-4-100767M Page 2 of 2