HomeMy WebLinkAboutO-107942
J-90-751
9/7/90
ORDINANCE NO. 10794
AN ORDINANCE MAKING APPROPRIATIONS FOR THE FISCAL YEAR
ENDING SEPTEMBER 30, 1991; CONTAINING A REPEALER
PROVISION; AND A SEVERABILITY CLAUSE.
WHEREAS, the City Manager has prepared and submitted to the City
Commission a Budget Estimate of the expenditures and revenues of all City
Departments and Boards for the Fiscal Year 1990-91, 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, 1991, including the payment of
principal and interest on all General Obligation Bonds:
Departments, Boards and Offices Appropriation
GENERAL FUND
Mayor $
383,059
Board of Commissioners
682,544
Office of the City Manager
1,113,587
City Clerk
865,595
Civil Service
291,304
Computers
4,494,433
Finance
3,189,308
Fire Rescue and Inspection Services
43,706,204
Internal Audit and Reviews
959,441
Law
3,084,775
Budget
1,376,148
Parks, Recreation and Public Facilities
10,743,003
Personnel Management
1,872,377
Planning, Building and Zoning
1,540,488
Police
82,000,000
Public Works
12,855,553
Special Programs & Accounts
29,073,274
TOTAL GENERAL FUND $
198,231,093
GENERAL OBLIGATION BONDS
TOTAL GENERAL OPERATING APPROPRIATIONS
AMEROF 8 By
# C6,LA1
25,614,101
$ 223,845,194
10794
E
NTERPRISE FUNDS
Marine Stadium
Bobby Maduro Miami Stadium
Orange Bowl Stadium
Dinner Key Marina
Bayside Marina
Melreese Golf Course
Miami Springs Golf Course
Conferences and Conventions
Coconut Grove Exhibition Center
Government Center Parking Garage
Building and Zoning
Solid Waste
Manuel Artime community Center
)TAL ENTERPRISE FUNDS 1/
i LESS: Amounts appropriated above in
$ 329,174
251,511
5,048,000
2,511,013
586,353
779,721
819,586
11,594,715
952,428
1,299,060
5,469,621
29,037,701
584,408
$ 59,263,291
the General Fund in Special
Programs and Accounts for
deficit operations.
(14,124,920)
)TAL OPERATING APPROPRIATIONS $
268,983,565
Section 2. The following appropriations are made for the
anicipal operations of Debt Service Funds
of the City of Miami,
Lorida, for Fiscal Year 1990-91.
DEBT SERVICE FUNDS
Guaranteed Entitlement and
Housing Revenue Bonds $
4,428,302
Total Debt Service Funds $
4,428,302
Section 3. The following appropriations
are made for the
anicipal operations of Special Revenue Funds
of the City of
iami, Florida, for the Fiscal Year 1990-91:
?ECIAL REVENUE FUNDS
Rescue Services $
2,150,273
Development and Housing Conservation
9,551,194
Downtown Development Supplemental Fee
19,551
Impact Fee Administration
53,000
Environmental Storm Sewer Water Fund
6,250,000
Community Development Block Grant
11,081,000
Law Enforcement Training Fund
295,500
Metro Dade Tourist Bed Tax
1,460,000
Utility Service Tax Special Revenue
28,147,496 l/
)TAL SPECIAL REVENUE FUNDS $
59,008,014
1/ These appropriations are as follows: $2,815,130 to pay
for Certificate of Participation Notes; the balance of
$25,332,366 is reflected as follows: $21,180,990 to the General
Fund, $3,817,908 to Conferences and Conventions, and $188,468 to
the Government Center Garage Enterprise Fund and $145,000 to the
Capital Improvement Projects (CIP) Fund.
- 2-
�0
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 Appropriation
Director's Office (GSA) $ 803,189 l/
Communications Service 3,525,148
Custodial Maintenance 300,000
Fleet Management 9,500,374
Print Shop 893,608
Property Maintenance 3,735,606
Purchasing 907,058
TOTAL INTERNAL SERVICE FUNDS $ 18,861,794
1/ 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
Appropriation
Pension
$
24,301,007
Self Insurance
22,659,189
Southeast Overtown/Park
West
Redevelopment Trust
Fund
1,445,012
OMNI Tax Increment
District
1,413,834
TOTAL TRUST AND AGENCY FUNDS
$
49,819,042
Section 6. The
above appropriations
are made
based on
the following sources of
revenues
for the 1990-91
Fiscal
Year:
GENERAL FUND
Revenue
All Sources
$
198,231,093
TOTAL GENERAL FUNDS
$
198,231,093
GENERAL OBLIGATION BONDS
All Sources
$
25,614,101
TOTAL GENERAL OBLIGATION
BONDS
$
25,614,101
TOTAL GENERAL OPERATING
REVENUES
$
223,845,194
-3- 10794
ENTERPRISE FUNDS
Marine Stadium $
329,174
Bobby Maduro Miami Stadium
251,511
Orange Bowl Stadium
5,048,000
Dinner Key Marina
2,511,013
Bayside Marina
445,915
Melreese Golf Course
7790721
Miami Springs Golf Course
819,586
Conferences and Conventions
11,594,715
Coconut Grove Exhibition Center
952,428
Government Center Parking Garage
1,299,060
Building and Zoning
5,469,621
Solid Waste
29,037,701
Manuel Artime community Center
584,408
Plus Deficits Not Allocated to
General Fund
140,438
TOTAL ENTERPRISE FUNDS 1/ $
590263,291
1/ Deficits appropriated in the
General Fund in Special Programs
and Accounts
(14,124,920)
TOTAL OPERATING REVENUES $
268,983,565
DEBT SERVICE FUNDS
Guaranteed Entitlement and
Housing Revenue Bonds $ 4,428,302
Total Debt Service Funds $ 4,428,302
SPECIAL REVENUE FUNDS
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 Service
Custodial Maintenance
Fleet Management
Print Shop
Property Maintenance
Purchasing
TOTAL INTERNAL SERVICE FUNDS
$ 2,150,273
9,551,194
19,551
53,000
6,250,000
11,081,000
295,500
1,460,000
28,147,496
$ 59,008,014
$ 803,189 2/
3,525,148
300,000
9,500,374
893,608
3,735,606
907,058
$ 18,861,794
l/ These revenues are derived from all funds other than Debt
Service.
2/ Not included in the total below
TRUST AND AGENCY FUNDS
Pension $ 24,301,007
Self Insurance 22,659,189
Southeast Overtown/Park West
Redevelopment Trust Fund 1,445,012
OMNI Tax Increment District 1,413,834
TOTAL TRUST AND AGENCY FUNDS
$ 49,819,042
- 4-
10794
004
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
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
encumbrancer or expenditure should such action appear
advantageous to the economic and efficient operation of the City.
Such transfers except for transfers within Special Programs and
Accounts shall not exceed $50,000 on a cumulative basis from any
account which is appropriated in the General Fund, unless
approved by the City Commission. The City Manager is also
authorized to transfer any excess unrestricted monies from other
funds to the General Fund.2f
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.
Section 9. The City Manager is authorized to disburse
any funds that may be designated by the City Commission as cost -
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.
2f 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.
-5- 10794
of -living or other pay adjustments to Civil Service, executive
and staff employees as may be approved by the City Commission.
Section 10. Nothing contained in this Ordinance shall be
construed as to prohibit or prevent the City Manager, the
administrative head of the City of Miami, who is responsible for
the efficient administration of all Departments, from exercising
the power granted to and imposed upon him in the City Charter to
fix, adjust, 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
_6_ 10794
make departmental and other transfers from and into the Reserve
Employment -Adjustments Account 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 of Internal Service funds and Enterprise
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 Contingent Fund account of Special
Programs and Accounts, and to departmental budget reserve
accounts from the Contingent Fund account of Special Programs and
Accounts.
(3) The Contingent Fund 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 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
sealed bid procedures or after the use of competitive
negotiations unless the award of such contract by the City
Manager is expressly allowed under City Code provisions.
-7- 10794
Section 13. The City Manager is directed to prepare and
file with the City Clerk a statement of the proposed expenditures
and estimated revenues for the Fiscal Year 1990-91, which shall
be entitled "Annual Budget of the City of Miami, Fiscal Year
October 1, 1990 through September 30, 1991".
Section 14. If any section, part of section, paragraph,
clause, phrase, or word of this Ordinance is declared invalid,
the remaining provisions of this Ordinance shall not be affected.
Section 15. All ordinances or parts of ordinances,
insofar as they are inconsistent or in conflict with the
provisions of this ordinance, are hereby repealed.
Section 16. ' This Ordinance shall become effective thirty
(30) days after final reading and adoption thereof.
PASSED ON FIRST READING BY TITLE ONLY this 7th day
of September , 1990.
PASSED AND ADOPTED ON SECOND AND FINAL READING BY TITLE.ONLY--::
this 27th day of September _ ,1990.
&S:
TY HIRAI
CITY CLERK
BUDGETARY REVIEW:
a ---�
MANOHAR URANA, DIRECTOR
DEPART OF BUDGET
APPROVED AS TO FORM AND CORRECTNESS:
r
J GE FER NDEZ
CITY ATTORNEY
bss/M692
XAVIER L. OUAREZ, YOR
10794
i
CITY OF MIAM1, FLORIDA
INTER -OFFICE MEMORANDUM
TO: Honorable Mayor and Members
of the City Commission
FROM: Cesar H. Odio
City Manager
DATE : September 7, 1990 FILE :
SUBJECT : Revised Fiscal Year 1990-91
Annual Appropriations
Ordinance
REFERENCES:
ENCLOSURES:
Attached please find a revised Fiscal Year 1990-91 Annual
Appropriations Ordinance reflecting the adjustments the City
Commission authorized the morning of September 7, 1990.
10794
CITY OF MIAMI, FLORIDA
INTER -OFFICE MEMORANDUM
TO : Honorable Mayor and Members DATE : SEP 1 � i990 FILE .
of one City Commission
i� SUBJECT Fiscal Year 1990-91
Annual Appropriations
Ordinance
FROM : Cesar H. Odlo REFERENCES:
City Manager
ENCLOSURES:
21
It is recommended that the Miami City Commission adopt the
attached appropriations Ordinance establishing tentative
appropriations for the Fiscal Year ending September _30, 1991.
Background•
The Department of Budget has prepared and submitted through my
office to the City Commission a Budget Estimate of the revenues
and expenditures of all City Departments and Boards for Fiscal
Year 1990-91. This information is summarized below:
General Fund $198,231,093
General Obligation 25 614,101
Total General Operating
Appropriations $223,845,194
Enterprise Fund $ 59,263,291
Less: Deficits Appropriated
in the General Fund in
Special Programs and Accounts (14,1.4,9.0)
Total Operating Appropriations $268,983,565
Debt Service Funds $ 4,428,302
-r- Special' Revenue Funds $ 59,008,014
Internal Service Funds $ 18,861,794
Trust and Agency Funds $ 49,819,042
1.0794
/ --'
Im
RE:C'E IVIE-_'D
!tlN OCT 18 (i!I 10: 18
(IITiI!(k
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
Sookle Williams, who on oath says that she Is the Vice
President 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. 10796
In the ............. X . X..X.................... Court,
was published In said newspaper In the Issues of
October 16, 1990
Afflant further says that the said Miami Review Is a
newspaper pu""had at Miami In said Dade County, Florida,
and that the said newspaper has heretofore been continuously
published in sold Dade County, Florida, each day (except
Saturday, Sunday and Legal Holidays) and has been entered as
second class mall matter at the post office in Miami in said
Dade Cou Florida, fora period of one year next receding
the first bit atlon of the attached copy of advertisement; and
affiant rthe says that she has neither paid nor promised any
perso firm r corporation any discount, rebate, commission
or ref nd f the purpose of securing this advertisement for
publi tl In the snid ewspaper.
I. 4-in
Sworn to and subscribed before me this
1 P ar 90
.
day of ..�.. �.... ....E ............. A.D. 19...... .
•
(SEAL) : s�j
•�•qrC 0'r• F�O�,:
"OFFICIAL MOTARY SEAL"
CHERYL 11. MAR XTR
MY CO!4!4. EXP.
W
CITY Ole WIIAii1, L6FUDA
LEGAL NOTICE
All Interested persons will take notice that on.lh9Zf�"'
S ,•the City CommIeMbn of"Miami, Florida, a ice`
oltow�itlp title ordinances
ORDINANCE NO.10780
AN EMERGENCY' ORDINANCE ACKNOWLEDGING AND
APPROVING THE TRANSFER OF THE CITY OF MIAMI`S
NATURAL GAS FRANCHISE ORGINALLY GRANTED
UNDER.ORDINANCE NO.8309, OR ELIZABETHTOWN GAS
COMPANY'S RIGHTS THEREUNDER TO NUI CORPORA*
TION IN ACCORDANCE WITH THE NATURAL GAS FRAN•
CHISE OF THE CITY OF MIAMI, FLORIDA_.
ORDINANCE NO 10781
AN EMERGENCY ORDINANCE AMENDING SECTION 2 OF
ORDINANCE NO. 10732 ADOPTED MAY 24, 1990, BY
INCREASING APPROPRIATIONS -TO THE'SPECIAL REV•
ENUE FUND ENTITLED "SUMMER FOOD SERVICE PRO.
GRAM FOR CHILDREN 1990" IN THE AMOUNT OF $49,306
COMPOSED OF GRANT;'REIMBURSEMENTS;FROM 'THE,
UNITED. STATES DEPARTMENT OF AGRICULTURE
THROUGH THE FLORIDA DEPARTMENT OF EDUCATION;
NUMBER 26 OF SAID ZONING ATLAS; CONTAINING
REPEALER PROVISION AND SEVERABILITY CLAUSE;AND
PROVIDING AN EFFECTIVE DATE.
ORDINANCE NO.107A8
AN ORDINANCE AMENDING THE ZONING ATLAS Or_
ORDINANCE NO. 11000 (EFFECTIVE SEPTEMBER 4; 1990),
THE NEW ZONING ORDINANCE OF THE CITY OF MIAMI,
FLORIDA, AS AMENDED, BY CHANGING THE ZONING
CLASSIFICATION OF A 19'F0OT<STRIP OF, LAND ABUT
TING APPROXIMATELY 1701.1991 DELAWARE PARKWAY,
MIAMI, FLORIDA (MORE PARTIICULARLY, DESCRIBED
HEREIN), FROM R•1:SINGLE FAMILY RESIDENTIAL'AND
O.OFFICE TO C2•LIBERAL COMMERCIAL, AND RETAINING
A 1 FOOT'STRIP NORTHEASTERLY OF, PARALLEL -TO
AND ABUTTING, THE,NORTHEASTERLY RIGHTOF•WAY
LINE OF DELAWARE PARKWAY IN THE EXISTING F1 AND
0 ZONING; BY MAKING FINDINGS; AND BY MAKING ALL
NECESSARY CHANGES ON PAGE NUMBER 26 OF: SAID.''.
ZONING ATLAS; CONTAINING A REPEALER PROVISION
AND SEVERABILITY CLAUSE; AND -PROVIDING AN
EFFECTIVE DATE.
ORDINANCE NO.10(I7 .• . , ..; __
AN ORDINANCE: AMENDING THE,ZONING ATLAS OF
CONTAINING A REPEALER PROVISION AND A SEVER•
ABILITY CLAUSE,
ORDINANCE Nu. 9500, THE ZONING ORDINANCE OFTHE
CITY OF MIAMI,:FLORIDA, AS AMENDED, BY APPLYING.. ,
SECTION 1610, HC•1: GENERAL USE.HERITAGE CONSER
ORDINANCE NQ;10782
VATION OVERLAY ;DISTRICT 01 THE MIAMI RIVER RAPIDS
ARCH EOLOGICAL`ZONE: APPROXIMATELY,2810;2916
AN ORDINANCE ESTABLISHING APPROPRIATIONS FOR
NORTHWEST SOUTH RIVER DRIVEAND THATSECTION
CITY OF MIAMI CAPITAL IMPROVEMENTS; CONTINUING
OF THE NORTH FORK OF THE MIAMI RIVER LOCATED
AND ,REVISING PREVIOUSLY' APPROVED SCHEDULED
ALONG THE: SOUTHEASTERLY: PROPERTY LINE OF 1851
CAPITAL IMPROVPMENT PROJECTS, ESTABLISHING NEW
DELAWARE PARKWAY,;MIAMI;"FLORIDA (MORE PARTIC
CAPITAL IMPROVEMENT,PROJECTS TO BEGIN DURING
ULARLYDESCRIBED HEREIN); INCORPORATING- THE
FISCAL YEAR REPEALING PROVISIONS OF
DESIGNATION REPORT;.;MAKING;F NDINGS;;AND ;.
ORDINANCE N0: 10642, AS AMENDED, THE FISCAL
i
MAKING'ALL NEC.ESSARY:CHANGES'Ot� PAGE NUMBER
1989.90'CAP64 IMPROVEMENTS- APPROPRIATIONS
26 OF SAID ZONING ATLAS; CONTAINING A REPEALER
ORDINANCE WHICH MAY BE IN'CONFLICT WITH,THIS
.-PROVISION AND`SEVERABILITY CLAUSE;, ND PR_OVID
ORDINANCE; AND PROVIDING �CON DITIONS, AUTHORI-
ING AN EFFECTIVE DATE."
ZATIONS AND DIRECTIONS TO THE -CITY MANAGER AND
CITY CLERK.
ORDINANCE N0:10788`
ORDINANCE NO.10783
AN ORDINANCE AMENDING THE 2ONING`.ATLAS OF
ORDINANCE NO. 11000(EFFECTIVE'6EPT•EMBER.4,;;1980), �' :',•,;
AN ORDINANCE AMENDING THE FUTURE LAND USE MAP
THE NEW ZONING ORDINANCE ORTHE CITY OF MIAMI,
OF ORDINANCE NO. 10544,•AS AMENDED, THE MIAMI
FLORIDA, AS'AMENDED,-`BY APPLYING°SECTION=710,
COMPREHENSIVE NEIGHBORHOOD PLAN 1989.2000, FOR
HC•1t GENERAL';USE HERITAGE CONSERVATION OVER
PROPERTY LOCATED AT APPROXIMATELY 2490.2670
'
LAY DISTRICT TO THE MIAMI RIVER RAPIDS' ARCHED >.
NORTHWEST 18TH TERRACE; THE TRIANGULAR AREA
LOGICAL ZONE; APPROXIMATELY 2610.2916)SIORTHWEST
GENERALLY BOUNDED BY THE MIAMI'CANAL"ON'THE
SOUTH RIVER DRIVE AND;THATSECTION. OF —THE .NORTH =
NORTH, THE MIAMI RIVER ON THE SOUTH AND A LINE
FORK OF THE''MIAMI RIVER •LOCATED' AL"ONG`THE
APPROXIMATELY 100,FEET EASTERLY OF,, AND PARAL•
SOUTHEASTERLY, PROPERTY LINE; OF185LiDELAWANE
.PARTICULARLY'
LELTO,THF,EASTRIGHTOF•WAYLINE OF:NORTHWEST
PARKWAY, MIAMI; FLORIDA"(MORE
27TH AVENUE ON THE WEST, MIAMI...FLORIDA (MORE
DESCRIBED HEREINI: MAKING FINDINGS: INCORPORAT ,
PARTICULARLY DESCRIBED HEREIN), BY CHANGING THE
ING THE DESIGNATION REPORT, AND MAKING'ALLNEG'
DESIGNATION OF THE SUBJECT PROPERTY FROM
ESSARY CHANGES ;ON ,PAGE• NUMBER 28 OF. SAID;
DUPLEX RESIDENTIAL TO INDUSTRIAL; MAKIN, �INA
•INGS; INSTRUCTING.THE'CITYCLERK TO 7R �'1 MI .. '���
COPY OF THIS ORDINANCE TO THE D tZ {
ZO[41NG ATLAS; CONTAINING A REPEALER PROVISION
nO' �yA D'SEVERABILITY CLAUSE, .AND PROVIDING }AN
16vj ,°EFFECTIVE'DATE:"
AFFt&` AGEN
CIES; AND PROVIDING A REPEALER PROVISION, SEVER -
ABILITY CLAUSE AND AN EFFECTIVE DATE,,.
ORDINANCE NO 10789
ORDINANCE NO.10764
AN ORDINANCE RELATING TO PLANNING,ANDZONING,
AMENDING CHAPTER 62 OF THE CODE OF THE CITY.OF
AN ORDINANCE AMENDING THE ZONING ATLAS OF
ORDINANCE NO.11000 (EFFECTIVE SEPTEMBER 4, 1990),
MIAMI, .FLORIDA, AS AMENDED, BY.AMENDING SECTION;
62 _ (1) .BY CHANGING THE COMP90SITION ,OFs ,,,
THE NEW ZONING ORDINANCE OF. THE CITY OF MIAMI,
FLORIDA, AS AMENDED, BY CHANGING THE ZONING
URBN`DEYELOPMENT REVIEW BOARD,-RY DELETING=
PROCEDURES FOR APPOINTMENT TO SAID BOARD
CLASSIFICATION OF APPROXIMATELY 120.186 SOUTH-
CONTAINED IN.SECTION"82.84(2) RELATIVIE TO PUBLIC:
WEST 13TH STREET; 1315.1325 SOUTHWEST 2ND
AVENUE,'. MIAMI, FLORIDA (MORE PARTICULARLY
NOTICE. AND SOLICITATION; BY`AMENDINi3,SECTION;
62-04'ACCORDINGLY; CONTAINING'A REPEALER'.PRO•
DESCRIBED HEREIN) FROM O.OFFICE TO C•1
VISION AND ASEVERABILITYCLAUSE; ANDPROVIDING
RESTRICTED COMMERCIAL; BY MAKING FINDINGS; AND AN EffFECTIVE DATE.
BY MAKING ALL THE NECESSARY CHANGES ON PAGE a../
NO."37 OF"SAID ZONING ATLAS; CONTAINING A s ORDINANCE NO.10790
-REPEALER PROVISION AND SEVERABILITY CLAUSE; AND
PROVIDING AN EFFECTIVE DATE. AN RDINANCE AMENDING THE FUTURE LAND (JSE MAP
OF;, RDINANCE NO. 10544, AS'AMENDED,"THE'MIAMI
ORDINANCE N0.10785 - COh PREHENSIVE NEIGHBORHOOD PLAN 1869 2000,; FOR
PROPERTY LOCATED AT+APPROXIMATELY:'31380`MAIN •-
AN ORDINANCE AMENDING THE ZONING ATLAS OF
ORDINANCE NO.96W, THE ZONING ORDINANCE OF THE
CITY OF MIAMI, FLORIDA, AS AMENDED, BY CHANGING
THE ZONING CLASSIFICATION OF A 19 FOOT STRIP OF
LAND ABUTTING APPROXIMATELY 1701.1991 DELAWARE
PARKWAY, MIAMI, FLORIDA (MORE PARTICULARLY
DESCRIBED HEREIN), FROM RS-2/2 ONE FAMILY
DETACHED RESIDENTIAL AND RO.3/6 RESIDENTIAL
OFFICE TO CG•2/7 GENERAL COMMERCIAL, AND
RETAINING A 1 FOOT STRIP NORTHEASTERLY OF, PAR-
ALLEL TO AND ABUTTING, THE NORTHEASTERLY RIGHT.
OF -WAY LINE OF DELAWARE PARKWAY IN THE EXISTING
RS-2/2 AND RO.3/6 ZONING; BY MAKING FINDINGS; AND
BY MAKING ALL NECESSARY CHANGES ON PAGE
1-110, Y. MIAMI, FLORIDA (MORE PARTICULARLY
DESCRIBED HEREIN), BY CHANGING THE DESIGNATION
OF THE SUBJECT PROPERTY FROM SINGLE FAMILY.RIJ •`
IDENTIAL TO RESTRICTED COMMERCIAL;' MAKING FIND
INGS; INSTRUCTING THE CITY CLERK,_TO TRANSMIT A
COPY OF THIS ORDINANCE TO THE AFFECTED AGEW
CIES; AND PROVIDING A REPEALER PROVISION, SEVER -
ABILITY CLAUSE AND AN EFFECTIVE DATE.`
ORDINANCE NO. 10791
AN ORDINANCE AMENDING THE ZONING ATLAS' OF
ORDINANCE NO. 9500, AS AMENDED, THE ZONING
ORDINANCE OF THE, CITY OF MIAMI, FLORIDA,, BY. .
CHANGING THE ZONING CLASSIFICATION.FROM RS42'
NIIBER 28 OF SAID ZONING ATLAS; CONTAINING A
REPEALER PROVISION AND SEVERABILITY CLAUSE; AND
�. PROVIDING AN EFFECTIVE DATE.
ORDINANCE NO.16788
AN ORDINANCE AMENDING THE ZONING ATLAS OF.
60DINANCE NO. 11000 (EFFECTIVE SEPTEMBER 4, 1990),
°THE NEW ZONING ORDINANCE.OF THE CITY OF MIAMI,
FEORIDA;"AS AMENDED, BY CHANGING THE ZONING
y .CLASSIFICATION OF A 19 FOOT STRIP OF LAND ABUT-
11NG APPROXIMATELY 1701.1991 DELAWARE PARKWAY,
# �t' r SiJIIAMI, FLORIDA (MORE PARTICULARLY, DESCRIBED
1jERE1N);.FROM"R•1;SINGLE FAMILY RESIDENTIAL AND
OAFFICE TO C2•L18ERAL COMMERCIAL, AND RETAINING
FOOT STRIP NORTHEASTERLY OF, PARALLEL TO
r; AND ABUTTING, THE NORTHEASTERLY RIGH'TOF•WAY
OF DELAWARE PARKWAY IN THE EXISTING_R•1 AND
O'ZONING; BY MAKING FINDINGS; AND BY MAKING ALL
NECESSARY CHANGES ON PAGE NUMBER 26 OF SAID
°i yY' ZO ING ATLAS• CONTAINING A`REPEALER PROVISION
SEVERABILITY CLAUSE; AND PROVIDING AN
EF ECTIVE DATE. .
ORDINANCE NO..107J37
,ORDINANCE AMENDING THE ZONING ATLAS OF
DINANCE NO.9500,'THE ZONING OHNNANCE.OF.THE
Y;OF MIAMI, FLORIDA, AS AMENDED, BY APPLYING
JTION 1610, HO.1t GENERAL USE HERITAGE CONSER-
ION OVERLAY. DISTRICT TO THE MIAMI RIVER RAPIDS
CHEOLOGICAL ZONE: APPROXIMATELY 2810.2916.
RTHWEST SOUTH RIVER DRIVE AND THAT SECTION
THE NORTH FORK OF THE MIAMI RIVER LOCATED
.NG THE` SOUTHEASTERLY' PROPERTY LINE OF 1851
LAINARE PARKWAY;,MIAMI; FLORIDA (MORE PARTIC-
ARLY.DESCRIBED.HEREIN); INCORPORATING THE
SIGNATION REPORT; MAKING. FINDINGS; AND
KING`ALL NECESSARY CHANGES ON' PAGE NUMBER
OF SAID'ZONING ATLAS;; CONTAINING A:REPEALER
DVISION'AND SEVERAWLITY CLAUSE; AND PROM.
I AN EFFECTIVE DATE.
ORDINAWCE'NO 10788'
` DI C} `• 0"1fi " k , 2r�,3' ' AN`ORDINANCE AMEN
DING.`THE' ZONING •ATLAS OF
"''
:ORDINANCE:NO..11000 (EFFECTIVE SEPTEMBER 4; 1990),
d,Ogpl,D)OrTHE`PU7lJREi?AAI�pUSE�1APY ; yg t THE NEW zONINCi OIDINANCEOF:THE CITYOF MIAMI,
0,:�, O_ r Old{18A(yXEfJDF,L1, 7,HE 1JIIAl13' 4 FLORIDA, AS"AMENDED; BY APPLYING' SECTION 710,'
?iVIP E , , BO; `oop N; a2obb QR:<< 'r'> 'HC-1: GENERAL;USE'HERITAGE CONSERVATION OVER-
({ F
.�OPER 7( 'P? 0fl" iY*�2g70 .`, :•` LAY: DISTRICT TO THE MIAMI' RIVER RAPIDS "ARCHEO
�' Ni!i► . - � ...RR E,�, . 1 N4U � • � E1+;�; � 1<, LOGICAL ZONE; APPROXIMATEI:Y2810.2918 NORTHWEST
A.:. EL1`fNE�tMtd iC A�7 HE:n y+ :; so Rlv D _k .: _ ... „M ,. N ...., .. .,., �...�. uTH,_ ER RIVE AND.THAT SECTION OF,,.THE NORTH
?I TH M ` 11�ER0 rj)tME'S,OUTH AND u �El )ii} i � (� J' a < '. -FORK, OF, THE;,;MIAMI RIVER' LOCATED ALONG THE
IRg� .. B 4Y'O _ M tO , SOUTHEASTERLY, PROPERTY, LINE OF;,1851' DELAWARE
LSO 'O l �I OF�IQ. ,• 5,,; + a t a,-;,. PARKWAY, MIAMI,• F,LORIDA;(MORE"PARTICULARLY
,1 Hs?1� N E hFI=O !D„ ti Oi E�., `�< h DESC IBEO HEREIN .MAKING FINDINGS' INCORPORAT•
v ,t M
;RTICULA t {D IBEp}I,S .Nj;IBjCIjNCi1NG, INGTHE DESIGNATION..REPORT; AND MAKING ALL NEC-
!?If3'" . �RVII_ ECTIPCI ER 1 ' ark ': ESS'(pY CHANGES;ON .PAGE,NUMBER 28 OF,SAID
�I?L,,, ET •I 1p�BTRI `'AI�I I , ' f c;;<: ZONING. ATLAS;' CONTAINING'A REPEALER PROVISION
,C_Rg- 4 '`��' Qe'°IRtl�f'SE1'/ fj1181LITY CLAUSE; AND„PROVIDING`AN;
>>pY 8` q CEs�, T: ;� • ;m. 1. 9r."EF VE DATE.
�JISIO �13 �EI#?t+;z•�t�
_, !
ILI �C I� D: NrEPFECT��' E .. .. � , t ..: `�,
T1r , � I AT.... ;�.�` 4 x�� 1 .. � ORDINANCE NO 10789
,O'�1lta� ,;�" DINANCE RELATINGTO'PLANNING AND ZONING,
"A AM DING'CHAPTER 82 OF THE CODE OF THE CITY OF
to p . =1 FwaJ r ;.. �!
ORDffj! CE �11y1E1�DINt3: THE ZONINQ ATLAS OF t MI, . I, FLOyyRIDA, AS AMENDED, BY AMENDING SECTION
,, INA}I ZE. Ot,11(100 (EF_EC1' if BEPTEMBER 4, 199�, _� 1 � "., . UR N12* ) DEVEL•OPMEN TREYIEViI BOARD TBY DELETIOFJNG
NEw QN1N(iQRL?INANCBOF{TI{ECITY,OF_MIAMIi
ORIDIf _ AM4N0ED",`BY„CHANGING THEZONINQ'.•`' pR ,ED(JRES,FOR:APPOINTMENT:TO SAID.BOAR,D
A �FI.OA` CjN QFI APAROXiMATElYi 12¢166 SQIJ711 ? t , AIAEb: IN SECTION; 624W2► RELATIVE;TO .PUBLIC
I3: ,3T Y , ET;13il51325, SQUTi�WE$T 2ND NO AND: SOLICITATION; BY AMENDING..SECTION .
o_Rl�A (MOj ?ARTICULARI ` 82 ACCORDINGLY; CONTAINING A REPEALER,PRO
R IN)..FI1OM O_E? OFFICT04C 1-'{ VISI ;AND^A SEVERABILITY CLAUSE; AND PROVIDING
EIiC A BY AAAKINa F�NDlNa$; AND AN , # ECTIVE GATE.:
L E.=, ECEI)8ARY CHl11yG1:S QN PAGE : `
40 11 04ATL_ $; CONTAI,NING A ' �' ORDINANCE NO.10700
ION ANpYBI USE' AND
I IAN DINANCE AMENDING THE FUTURE LAND USE MAP
r'�rvJ OF., fiDINANCE NO.-10544, AS AMENDED, THE MIAMI
REHENSIVE NEIGHBORHOOD PLAN 1989.2000, FOR
P.,R PERTY'LOCATEO AT APPROXIMATELY 3560 MAIN
03 , 0 4 M ,ID HGIjE;ZONING. ATLAS rOF HIG, WAY, MIAMI, FLORIDA (MORE PARTICULARLY
DESCRIBED HEREIN), BY CHANGING THE DESIGNATION
"PrIY. I],9 ,THI ZQMING.ORDINANCE;OFTHE
:'0 r a' > ^.�' s OF THE SUBJECT' PROPERTY FROM SINGLE FAMILY RES-
RIDA, AS'AMENDED', 8Y CHANGING
E,ZO 1 0 �$$!FICATION';OF A 19,FOOT STRIP OF IDENTIAL TO RESTRICTED COMMERCIAL; MAKING FIND-
ND{ABl�TT��II�Q APP.RbXIMATELY, j701=1891'I)ELAWARE . INGS; INSTRUCTING THE CITY CLERK TO TRANSMIT A
Tk'' COPY OF THIS ORDINANCE TO THE�AFFECTED AGEN-
RKAY,RIIiIl14Ml F,.LORIDA(IrIORE;PARTICULARLY CIES; AND PROVIDING'A REPEALER PROVISION, SEVER -
SC )BE!1' RR IN), FROM`RSr2l2 ONE .FAMILY'
TA HEQtRRSIDENTIAL 'AND RO.316 RESIDENTIAL AB -ITY CLAUSE AND AN EFFECTIVE DATE,
FICE' T0,`;C0411, GENERAL :COMMERCIAL, AND t ORDINANCE NO.10791
-TAININO A'.1 FOOT?STRIR NORTHEASTERLY OF, PAR-
_LELT,OA RA$UTTINOJHIENORTHEASTERLY;RIGHT- A14 RDINANCE AMENDING THE ZONING ATLAS OF
-WAY >tl[ ;QFilDELAWARE PARL.KWAY IN THE EXISTING ORDINANCE NO. 9500, AS AMENDED, THE ZONING
_ _ I) 3/6 XONING; BY:;MAKINfi-FINDINGS; AND ORDINANCE. OF THE- CITY OF MIAMI, FLORIDA, BY
M�11�(IG*/4Lh' NECESSARY CHANGES ON PAGE CEANGING"THE;ZONING CLASSIFICATION FROM RS•2/2
ONE FAMILY, DETACHED RESIDENTIAL TO SPW COOO�
NUT GROVE CENTRAL COMMERCIAL DISTRICT FOR THE
PROPERTY LOCATED AT 3560 MAIN HIGHWAY,MIAMI,
FLORIDA (MORE PARTICULARLY DESCRIBED HEREIN),
AND BY MAKING ALL THE NECESSARY CHANGES'ON
PAGE; NO, 46 OF SAID ZONING ATLAS;',CONTAINING A
REPEALER PROVISION AND A SEVERABILITY CLAUSE.
ORDINANCE NO.10792
AN ORDINANCE, AMENDING ORDINANCE 11000, AS
AMENDED, THE NEW ZONING ORDINANCE OF THE CITY
OF MIAMI, FLORIDA (EFFECTIVE SEPTEMBER 4; 1990),
BY AMENDING ARTICLE 9, GENERAL AND SUPPLEMEN.
TARY REGULATIONS; SECTION 907;'LOT, YARDS AND
RELATED TERMS; DEFINITIONS; METHODS FOR MEAS•
UREMENT; GENERAL REQUIREMENTS AND LIMITATIONS,
BY ADDING NOISE LIMITATIONS TO SECTION 907.4
YARDS, GENERAL LIMITATIONS ON OCCUPANCY;
CONTAINING: A REPEALER PROVISION AND;SEVERASIL
ITY CLAUSE; AND PROVIDING AN EFFECTIVE DATE.
ORDIANNCE NO. 10793.
AN ,ORDINANCE DEFINING AND�DESIGNATING�THlt T'
RITQQRIAL; LIMITS.
F„OR. THE CITY OF; MIAMI. FOR 'THE
PURPbat OF TAXATION; FIXING THE MILLAGE AND LEV-
YING TAXES IN THE CITY OF MIAMI, FLORIDA FOR THE
FISCALYEAR BEGINING OCTOBER 1, 1990; AND ENDING
SEPTEMBER 30, 1991 CONTAINING -A SEVERABILITY
CLAUSE..
ORDINANCE O 10794
AN ORDINANCE MAKING APPROPRIATIONS FOR THE
FISCAL YEAR ENDING 'SEPTEMBER; 30, 1991;
CONTAINING A REPEALER PROVISION; AND A.SEVn•.
ERABILITY CLAUSE.
ORDINANCE NO.10799
AN ORDINANCE, WITH ATTACHMENT; RELATED TO TAXA
TION, DEFININGANDi DESIGNATING THE.TERRITOMAL'
LIMITS.OF.'THE DOWNTOWN DEVELOPMENT, DISTRICT.
OF,THE CITY OF MIA. MI,,FLORIDA;.FIXING THE MILLAGE,
AND LEVYING,TAXES IN-SAID,DOWNTOWN DEVELOP-"
MENT DISTRICT FOR THE FISCAL YEAR BEGINNING ,
OCTOBER 1, 1990; AND ENDING`SEPTEMBER_30, 1991,:
AT FIVE -TENTHS- (.5) MILLS ON `THE DOLLAR;.OF THE.
NONEXEMPT' ASSESSED VALUE OF ALL REAL AND PERT
SONAL 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 TERRITORiAI,._
LIMITS OF THE CITY OF MIAMI AS REFLECTEDtIN.THE. .
CITY'S MILLAGE-LEVY ORDINANCE FORTH AFORESAID
FISCAL YEAR WHICH IS REQUIRED. BY: CITY OHARTER
SECTION 27; PROVIDING THAT THE FIXING OF THE MILL r'
AGE AND:LEVYING• OF TAXES HEERIN SHALL BE 4r
ADDITION TO SPECIAL ASSESSMENTS;'PROVIDING THAT,..,
THIS ORDINANCE SHALL NOT SE DEEMED A§ -
REPEALING.ON AMENDING=ANY OTHER,ORDINANCE
FIXING MILLAGE:OR LEVYING TAXES BUT SHALL SE
DEEMED SUPPLEMENTAL AND IN ADDITION THERETO;
CONTAINING';A REPEALER PROVISION, SEVERABILITY
CLAUSE AND PROVIDING FOR AN EFFECTIVE DATE
ORDINANCE NO.10796
AN ORDINANCE MAKING.. APPROPRIATIONS FROM THE
DOWNTOWN DEVELOPMENT DISTRICT AND VALOREM
TAX LEVY.AND OTHER MISCELLANEOUS INCOME, FOR -
THE DOWNTOWN DEVELOPMENT AUTHORITY OF THE,-. .
CITY OF MIAMI, FLORIDA,:FOR ONE4SIXTH (OCTOBER 1W"
1990, TO NOVEMBER 30' 1991)" OF :THE.FISCAL'"YEAR
ENDINGSEPTEMBER 30,.1991; AUTHORIZING: THE EXEC-..
UTIVE DIRECTOR OF THE DOWNTOYVN'DEVELOPMENT.r
AUTHORITY TO INVITE OR'ADVERTISE REQUIRED BIDS
PROVIDING. BUDGETARY FLEXIBILITY( PROVIDING THAT
THIS ORDINANCE BE,DEEMED SUPPLEMENTALAND IN.
TIONS FOR THE FISCAL YEAR ENDING SEPTEMBER 30 r
1991, FOR THE OPERATIONS OF THE =CITY-OF'MIAMI," +'
CONTAINING A REPEALER PROVISION, SEVERABILITY. '
CLAUSE, AND PROVIDING FOR AN EFFECTIVE DATE,
Said ordinances may be Inspected by the public at the Office of
the City Clerk, 3500 Pan American Drive, Miami, Florida, Monday
through Friday, excluding holidays, between the hours of 8:00 a.m.
and 5:00 p.m.
(8315)
MATTY HIRAI
CITY CLERK
MIAMI, FLORIDA
10116 90.4-101677M
9 / 7,/ �qn
CITY OF MIAMI
ANNUAL BUDGET
FISCAL YEAR 1990-91
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//e
GOVERNMENT FINANCE OFFICERS ASSOCIATION
0
Distinguished
Budget Presentation
Award
PRESENTED TO
City of Miami,
Florida
For the Fiscal Year Beginning
October 1, 1999
President Executive Director
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, 1989.
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.
THE CITY OF MIAMI COMMISSION
Miller J. Dawkins
Vice -Mayor
Victor H. DeYurre
Commissioner
Xavier L. Suarez
Mayor
INCONP ORATED
Q 18 96 c
Cesar H. Odio
City Manager
Dr. Miriam Alonso
Commissioner
J.L. Plummer, Jr.
Commissioner
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DEPARTMENT OF BUDGET
MANOAAR S. SURANA
DIRECTOR
JAMES BLEDSOE
ASSISTANT DIRECTOR
STAFF
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TABLE OF CONTENTS
BCTDGET MESSAGE
READER'S BUDGET GUIDE ..............................................
I
TABLE OF ORGANIZATION ...
XVI
f
BUDGET SUMMARIES
_w
Revenue Summaries
i
Millage and Taxable Value ........................................
1
Revenue Summary: Comparison by Fund ...........................
5
General Fund Revenues: Detail Comparison by Category ............
8
'
Enterprise Fund Summary: Surplus and Deficits ..................
15
Appropriation Summaries
Comparison by Fund and Spending Agency ..........................
16
�l
Appropriations by Major Object Code. .............................
18
Grants Summary: Proposed For Uses Other Than General
Operating......................................
20
-�
Capital Improvement Program .....................................
23
Summaryof Position Comparison ..................................
24
GENERAL FUND BUDGET SUMMARIES
Mayor...........................................................
29
Boardof Commissioners ..........................................
30
Office of the City Manager ......................................
36
CityClerk ......................................................
CivilService
40
...................................................
Computers.......................................................
42
jFinance
44
'
.........................................................
Fire, Rescue and Inspection Services ............................
50
56
InternalAudits and Reviews .....................................
66
!'
Law
Budget..........
.... ...............................
Parks, Recreation and Public Facilities .........................
74
76
PersonnelManagement ............................................
84
Planning, Building and Zoning ...................................
86
Police..........................................................
Public Works
88
..�
....................................................
Special Programs and Accounts
94
101
GENERAL OBLIGATION BOND FUND SUMMARY ..............................
105
DebtService
Fund ..... .. ..............................
108
r�
ENTERPRISE FUNDS BUDGET SUMMARIES
Conferences, Conventions and Public Facilities ................ 110
Coconut Grove Convention Center .............................. 113
MarineStadium ..... .... ..................................... 114
Bobby Maduro Miami Stadium ................................... 115
OrangeBowl Stadium .......................................... 116
Parks, Recreation and Public Facilities ..........................117
MelreeseGolf Course ......................................... 118
Miami Springs Golf Course .................................... 119
DinnerKey Marina ............................................ 120
BaysideMarina .............................................. 121
Government Center Parking Garage ............................... 122
Planning, Building and Zoning ................................... 124
SolidWaste ---------------------------------------------------- i�
Manuel Artime Community Center ................................. 137
SPECIAL REVENUE FUNDS BUDGET SUMMARIES
RescueServices .... ........... ...................... ...... 140
Development and Housing Conservation 142
Downtown Development. Supplental Fee ........................... 146
Impact Fee Administration ..................................... 147
Environmental Storm Sewer Water Fund ........................ 148
Community Development Block Grant ........................... 150
Law Enforcement Training R.md ............................... 152
Metro Dade Tourist Bed Tax ................................... 153
Utility Serivice Tax Special Revenue Fund ...................... 154
INTERNAL SERVICE FUNDS BUDGET SUMMARIFS
General Services Administration ................................ 156
Director's Office ............................................ 158
Communications Services ...................................... 159
CustodialMaintenance ........................................ 160
FleetManagement ............................................. 161
PrintShop ................................................... 162
PropertyMaintenance ......................................... 163
Purchasing................................................... 164
TRUST AND AGENCY FUNDS BUDGET' SUMMARIES
Pension...................................................... 166
SelfInsurance ............................................... 168 _.
Southeast Overtown Park West Redevelopment Trust Fund ........ 170
Omni Tax Increment District Trust Fund .........................171
APPENDIX -A ........................................................ A-1
GLOSSARY OF BUDGET TERMS .......................................... B-1 .+
FY'91 FUNCTIONAL TABLE OF ORGANIZA_TION CHARTS ...................... C-1
OTHER CITY AGENCIES ..................................... ......... D-1
PARKS DESCRIPTION AND STAFFING .....................................E-1
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OP
CESAR H. ODIo "Kai WM � P. 0. Box 330706
yO CQ»P�/✓O CITY MANAGER MIAMI.RIDA 33233 0708
305�.� Q�.+
5400
FAX 305-2a5-1835
I
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{ August 24, 1990
Honorable Mayor and Members
of the City Commission
Mayor and Members of the City Commission:
In accordance with the City Charter and State law, I am hereby
submitting to you the F.Y191 budget estimate.
ul For the past five years, the City Commission and the
Administration have jointly planned and executed a series of
budgets which have more effectively utilized the City's financial
and operational resources. To a great extent, our plans have
Y� been achieved. The effective initiatives that we have executed
! have largely been a result of the continuity and stability in our
government: specifically, continuity in the membership of the
City Commission and the Administration.
The net result has been no increase in the millsg e rate for the
last four years while maintaining City operations at an
' acceptable level. This, despite that each year has brought
unexpected cost increases, some the result of long-time neglect
or poor past policies; the increasing crime problem; civil unrest
and overtime cost from mobilization, increased health insurance
requirements; continued influx of refugees; and the inaction of
the State Legislature to address the demands of local
governments. It should be noted that if the City's FY186 General
Fund Budget Request had increased at the same rate as the
Consumer Price Index over the last five years (22.3%) the City's
FY191 Budget Request would be $223.8 million. The FY191 Budget
Request I am proposing is $194.8 million for the General Fund
which is $29.0'million less.
The financial organizational reductions that we have experienced
in the past can no longer be obtained on that scale and that a
new and more refined direction must be pursued. To assure
Miami's future, it will be necessary to more effectively manage
our now -limited resources.
FY191: "Doing More with Less"
The theme of the FY'91 budget is "doing more with less." Our
theme is reflected by the total proposed FY191 general fund
budget of $194,831,093 which is $1,007,734 less than the adopted
FY190 general fund budget of $195,838,827.
Summary of Selected Expenditure Cuts for FY191
Eliminated 187 positions between the Amended FY190 and FY191
Requested Budgets. Approximately 30 or 16% of these
positions will result in layoffs.
Elimination of Offices/Functions, reducing cost by
approximately $1.2 million.
Elimination of contribution to outside Agencies reducing cost
by approximately $1.3 million.
Elimination of some professional services.
No anniversary increases for executives and managerial/
confidential employees.
Reduction of the general motor pool and heavy equipment
fleet.
Summary of Selected Revenue Changes for FY191
Property Taxes for FY191 will increase by $2.5 million or
2.6% as a result of an increase in assessed values of City
properties.
Auto Pound
Administration Surcharge - Off -Duty
Certificate of Use Renewals
Engineering Services
Plan Checking
Traffic Violations
Sanitation fees
a
a
J
Impact of FY'91 Budget Estimate
The proposed FY'91 operating budget of $269.0 million for all
operating appropriations is $5.4 million or 1.9% less than the
amended FY'90 budget of $274.4 million. The general fund portion
of the budget is $194.8 million. This represents a $16.8 million
or 7.9% decrease over the Amended FY'90 general fund budget of
$211.6 million. it should be noted, of the $16.8 million
approximately $15.8 is attributable to tax anticipation notes the
City borrowed and repaid with Ad Valorem tax receipts. The
balance of one million is reflected below relative to net
decrease:
(Million)
Appropriation: Increases(Decreases)
Salaries/Fringes-Police $4.1
Salaries/Fringes-Other -0.3
Internal Service Fund -1.1
Special Programs and Accounts:
Elimination of Offices -1.2
Special Services -0.2
Contribution to Other Funds -0.2
Contribution to Agencies -1.1
Professional Services -0.4
Other -0.6
Total Appropriation Decrease $
in addition, on the revenue side of the ledger there was a net
loss of $1 million which is delineated below:
Revenue: Gains/(Losses
Property Taxes
Property Taxes-OMNI
Franchise
Licenses and Permits
State Revenue Sharing
Sales Tax
Interim Proprietary Fees
Engineering Fees/Storm Sewer
Plan Checking Fees
Certificate of Use Renewals
Charges for Services
Fines and Forfeits
Property and Lease Management
Repayment of Loan Admin. Cost (S.E.
Overtown)
Interest
Other
Total Revenue Loss
$2.8
-0.8
0.8
-0.1
-0.5
-0.2
-0.2
-0.2
0.4
0.7
-0.7
1.1
-2.4
-2.0
0.5
-0.2
AN
Finally, the aggregate ro osed milla a rate for FYI 91 including
debt service is 11.9376 wnich is the same as the current fiscal
year.
CONCLUSION
The FY191 General Fund Budget estimate is about $1 million or .5%
less than the FY190 Adopted Budget. This decrease would have
been more burdensome had the City's administration not taken
certain managerial initiatives during FY190. For example, a
strategic personnel hiring freeze to reduce cost and a vigorous
approach toward revamping various fees schedules Citywide to
increase revenues.
In conclusion, the fiscal and operational challenges confronting
our City in FY191 are real and significant and will require the
forging of an effective and stable partnership between the City
Commission and the Administration. I eagerly anticipate our
joint deliberations during the two public hearings in September.
The FY191 Budget Estimate represents the Administration's
recommendations which support the policies of the City
Commission. I would like to thank staff, department directors
and the staff of Budget for a job well done.
Respe tfully submitted,
Z::
f
Cesar H. Odio
City Manager
READER'S BUDGET _GUIDE
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.
SCOPE OF THE BUDGET DOCUMENT
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 FY190-91 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 FY190-91 appropriations by CIP functional categories
is presented in the Budget Summaries section of this document.
BUDGET FORMAT - OVERALL ORGANIZATION
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 FY190-91 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.
Y5
a
Fund SumMLaries - A series of six 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 Bonds 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.
- FYI 91 Functional Table of Organization Charts - These charts
show the total number of the FY'91 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.
- Parks Description and Stag- - Description and staffing of
significant parks.
BUDGET FORMAT- DEPARTMENT .IDIVISION BUDGET_ S_ UM _ _IES
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
1 as Special Programs and Accounts (General Fund) follow
individually tailored formats.
Explanations of the standard Department and Division Budget
Summaries are as follows:
II
A. Department__B,dg_t_._S_ym=_ry_ - 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 Cosh - 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.
- Departmental 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 Hig lh ights_- This section explains any major
increases or decreases to this department's budget as
well as any functional or organizational changes.
i B. Divisional Budget Sumata_- 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
1 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
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.
BUDGET DEVELOPMENT PROCESS
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
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
i forms and justification detail and submit them to
DB.
7 4. DB reviews and organizes departmental forms and
l 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
1 of the first public hearing to property owners.
11. The first public hearing is held on the
tentative budget and proposed millage.
j 12. The second public hearing is advertised.
Jj 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
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.
BUDGET MONITORING PROCESSES
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
ry
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 E
project the City's year-end financial situation and fund
balance.
These revenue and expenditure analyses are further
supported by monthly revenue projections, biweekly salary
savings projections, and the City's transfer of funds and
expenditure control processes.
In addition to the financial controls mentioned above, the
City of Miami maintains a Position Authorization Request
(PAR) System which provides for position control and the
monitoring of salary -related expenditures.
•�
FTNANCTAL S'T'RUC'T'URE
4 •
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
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.
r
- 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.
c
VII
B.
Sgcial Revenge _Furds_ - 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 Servicg_ur._ds - 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.
Capit1, Poi €cts 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) .
Proprietary Funds
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
C. Fiduciary Fury
T rust _arid. Agency Euznds - 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.
D. i cg�Assget _and L__n�=tam Qbl_ ga __gMs_
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 ��ced 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 ong-tPrm eJeht. - 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.
K ,CEN1 FU _PZYEN .7E__5.
An explanation of the City of Miami's major General
Fund Revenue sources are as follows:
A. ` a es
Charges levied by the City against the income or
wealth of a person, natural or corporate, are called
taxes. Taxes comprise 580 of the total General Fund
budget.
These are taxes levied against the assessed
valuation of real and tangible personal property
IX
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. Zranchise Fees.
Taxes levied annually on a corporation or
individual by the local unit of government in
return for granting a privilege, sanctioning a
monopoly, or permitting the use of public
property, usually subject to regulation, are
called Franchise fees. Franchise fees are levied
against such entities as Florida Power and Light
and Southern Bell Telephone.
B. Licenses and Permits
These are revenues derived from the issuance of local
licenses and permits. Licenses and permits revenues
comprise 2% of the total General Fund budget.
1. 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. Qther Licenses _and hermits
Revenues in this category are derived from the
issuance of non -business licenses and permits
levied according to the benefits presumably
conferred by the license or permit. Examples of
these types of licenses and permits are Fireworks
Permits, Traffic Permits and Burglar Alarm
Permits.
LI
C. Interaov-e,-rnm-exLta1__Reyenue
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 of the total General Fund
budget.
1. Federal Grans
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.te_Crants__
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.
3. State Shared_R�enges_
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.
4. Grants from Other Local Units
Contributions from other governmental units to be
used for the purpose specified comprise this
category. These accounts do not include shared
revenues or payments in lieu of taxes from local
units or any revenues associated with services
provided such as fire control or law enforcement.
An example is the Convention Bureau Contract with
Dade County.
5. Shared Ravenuea__f_rom_ Othe_r.__Lop Units
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
D. Gha q-es _for -SP�vtces
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 _Goyex n-men-ts._
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.
4. Recreation and_ Special_ vents_
Revenues from these types of services include fees `
for Park and Recreation activities and special
events.
5. Qther Charges for Services
These revenues represent charges for services in
all areas not specifically mentioned above.
Examples are computer printouts, engineering
services and public hearing fees.
E. Fires 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. F' es
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
u
2. Forfei_ts_'
Revenues resulting from confiscation of deposits or
bonds held as performance guarantees comprise this {
category. i
F. Miscel_jAn_eQUs Revenues
Revenues from sources not otherwise discussed fall
-•� into this category which totals 27, of the General
Fund budget.
1 • IIt-e..eSt _�ar-ruing
1 This revenue includes all interest earned on
investments, contracts and notes.
2. Other Misceljaneous Revenues
Includes all revenues not specifically mentioned in
this section, such as witness subpoenas and police
witness fees.
G . Nonrev ILas _
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 16 of the City's General Fund
budget.
1. Interfjnd_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 does not include general governmental
contributions of capita]. to an enterprise type fund
or payments made by an enterprise to a general
government fund in support of its operation.
2 . Contribut_on__ from__Enterpr.ise._ O�erato
Contributions made by an enterprise of the
government to its general operating funds comprise
this category.
x DEBT ADMINISTRATIIO_j_
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 32 of the City Charter
limits the General Obligation bonded debt of the City to
15% of the assessed valuation of all real and personal
property located within the City limits. The City's
outstanding General Obligation Bond debt is currently 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 Al 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 assests 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, re -valuate
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.
SPECIAL PROGRAMS AND ACCOUNTS
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.
XIv
There are seven major categories within Special, Programs
and Accounts as follows:
I. Reserve for. Employee -
Benefits -Funding is used to pay for severance, unemployment
and vacation benefits and for recognition of
outstanding employees.
2. Special_ Ser_v_ices_
Funds are allocated for lobbyists, consultants,
memberships and external auditing fees.
3. Reserve for Fixed_._and _Sundry_
Funding is set aside for the City's cash match for
approved grants.
4. Internal Services
The amount budgeted in this category 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.
G. Special Community___Proarams,_
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.
DDITIONAL FINANCIAL.__INFORMATION
For those readers who have 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.
XV
CITY
ATTORNEY
ASST. C.M.
PARKS, RECREATION
AND PUBLIC
FACILITIES
PUBLIC WORKS
CITY OF MUMI
TABLE OF ORGANIZATION
RESIDENTS OF MIAMI
CITY COMMISSION]
CIT'Y CIIIL 111110E DOWNTOWN
T
CLERK BOARD DW MANAGER EULOP
AUTHORITY
FIRE FINANCE BUDGET
ASST. C.M.
COMMUNITY
DEVELOPMENT
-DEVELOPME
NT
AND
HOUSING
ASST. C.M.
CONFERENCES
CONVENTIONS AND
PUBLIC FACILITIES
INTERNAL
AUDITS AND
REVIEWS
PERSONNEL
MANAGEMENT
ASST. C.M.
COMPUTERS
GENERAL SERVICES
ADMINISTRATION
NHAAll SPORTS
& EXHIBITION
AUTHORITY
POLICE
ASST. C.M.
PLANNING,
BUILDING
AND ZONING
OFF-STREET
PARKING
AUTHORITY
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MILLAGE AND TAXABLE VALUE
+:
The following
table shows the
City's Total tax millages since
1961.
t
Fiscal
Total
General
Debt
Street Hydrant
t
r
i
Year
Millage
Fund
Service
Pensions
Li�chtir Service
Library Publicity
1960-61
20.590
10.183
4.105
3.266
.886
.364
1.206
.580
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 j
1963-64
1964-65
18.340
18.240
9.714
10.048
2.254
1.913
3.213
3.088
.962
.923
.352
.353
1.264
1.272
.581
.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
.45E
.223
.956
.405 k
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
N�
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-
-0-
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-
„1
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
2.2224
-0-
-0-
-0-
-0-
-0-
(
1988-89
11.9376
9.5995
2.3381
-0-
-0-
-0-
-0-
-0-
1989-90
11.9376
9.5995
2.3381
-0-
-0-
-0-
-0-
-0-
Estimated
1990-91
11.9376
9.5995
2.3381
-0-
-0-
-0-
-0-
-0-
i
The Metropolitan Dade
county Property Appraiser advised the City that the effective
J
J
taxable value
for the
City of Miami is $10,953,463,330
1
This taxable value is
composed of
the following:
_-A
Current year taxable
value of
real property
for operating purposes
$ 9,703,196,333
Current year taxable
value of
personal property
1
for operating purposes
1,243,083,48E
Current year taxable value of
centrally
assessed
property
for operating purposes
_ 71183,511
Current year effective taxable value
$ 10,953,463,330
After
providing a
reserve
for early
payment
discounts and uncollectable
taxes, and
excluding exemptions, the net return per mill for 1990-91 is
$10,405,790.
1
_
GROSS TAXABLE VALUE EFFECTIVE TAXABLE VALUE
000,000,Doo
NEW CONSTRUCTION AND GROWTH
EFFECTIVE TAXABLE VALUE CONSTRUCTION GROWTH TREND
11 (000,000,000)
10
9
8
7 -
f�-
5 '
i
4 ._
3
2
75 76 77 78 79 80 81 82 82 84 85 86 87 88 89 90 91
FISCAL YEAR
2
s'.
a
w
MILIAGE AND TAXABLE VAT.�3E
f
The City of Miami's
Total millage rate is composed of
two different millages. The
Estimated 1990-91
rates are:
3
Adopted Adopted
Estimated Estimated i
1989-90 1989-90
1990-91 1990-91
Amropriation Funds
Millaae Revenue
Millage Revenue_
General Fund
9.5995 $ 96,547,712
9.5995 $98,442,454
i
Debt Service
2.3381 23,609,769
2.3381 24,329,778
_1
Total
11.9376 $120,157,481_
t
11.9376 $122,772,232
CITY OF MIAMI
1
EFFECTIVE TAXABLE VALUE
Fiscal Year Value
$ Gross Taxable Value
$ Effective Taxable
1991
15,363,853,067
10,953,463,330
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
41814,918,142
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
J
1971
2,587,843,449
1,889,309,701
3
REVENUE BY FUND
ENTERPRISE ($59.3) 14.4
SPECIAL REVENUE (
GENERAL FUND ($194.8) 47.3%
EBT SERVICE ($4.4) 1.1q
ERNAL SERVICE ($18.9) 4.6%
AL OBLIGATION ($25.6) 6.2%
:NCY ($49.5) 12%
TOTAL $41 1 ,525,637
FISCAL YEAR 1990 - 91
i
7 Taxes
' Licenses and Permits
IntergovernM ntal Revenue
Charges for Services
I Fines and Forfeits
Miscellaneous Revenues
Nonrevenues
Total
H,) GENF2AL, OBLIGATION BONDS
' Ad Valorem Requirements
`) Assessment Liens
Interest
Delinquent Taxes
Total
..y
TOTAL CITY GENERAL OPERATING
REVENUES
ENTERPRISE FUNDS
Admissions, Rentals, Fees
Surplus/(Deficits) funded from
other Funds
Less: Enterprise Fund
deficits financed
by the General Fund
Fund Transfers
TOTAL OPERATING REVENUES
DEBT SERVICE FUND
SPECIAL REVENUE FUNDS_
`4
:a INTERNAL SERVICE FUND
TRUST AND AGENCY FUNQS
i AU`I'HORITIES,/(7I� AGENCIES*
* For information purposes only
s:r
PEVENUE SUMMAR{
COMPARISON. BY FUND
Adopted
Amended
Estimated
1989-90
1989-90
1990-91
$110,786,936
$ 110,786,936
$ 113,583,186
4,750,579
4,750,579
4,595,572
34,308,057
34,308,057
28,006,899
7,489,444
7,489,444
9,996,205
2,320,696
2,320,696
3,406,331
2,868,342
31576,569
4,070,258
33 , 314.,_773_
_ 48, 342, 392
_31 172, 642
$195,838,827 $ 211,574,673 $ 194,831,093
$ 23,609,769 $ 23,609,769 $ 24,329,778
1,834,650 1,834,650 344,730
650,000 650,000 500,000
-------- ---0~ _ —0- 439,593
$ 26,094,411) $ 26,094,419 $ 25,614,101
$221,933,246 $ 237,669,092 $ 220,445,194
$ 47,392,772 $ 50,649,634 $ 44,391,557
$ 15,754,971 $ 15,754,971 $ 14,871,734
$�11�58E,726)_ $ (11, 588, 726) $ (10, 724, 920)
$________-0-_ $A18,036,713) $ —0—
.3. $274,448,256 $ 268, 983, 565
$__4,428,_302 $ 4g428,302
$_ 2,_435,777 $__ 62 433777_ $___59,_008, 014
$__18,.024,313_ $_ 19,274`318 18 861,794
$ 4L% 665.,_031 $_ 4.9, 920, 330 _ $__49, 519 , 042
$._ 16 _,158, 24 a__ $ 16 �458 , 241_ _ _16 159 88
5
TOTAL REVENUE TRENDS
TOTAL OP.
SPCL. REV. INTRL. SVC TRUST & AG`r' REVENUE
i
S 2i
8'.
t
WON oil
1.1
GENERAL FUND REVENUE SUMMARY
TAXES 58.3%
NON REVENU
NES & FORFEITS 1.7%
ISC. REVENUES 2.1 %
:,ENSES & PERMITS 2.4%
FOR SVCS 5.1 %
IMENTAL REVENUES 14.4%
TOTAL BUDGET $194,831 ,093
FISCAL YEAR 1990 - 91
GENERAL FUND REVENUES
Revenue Detail Comparisons Ca ory
I. TAXES
A. Ad Valorem Taxes
Property Tax
Delinquent Property Taxes
Assessment Liens/Rangers
B. Franchise Fees
FPL Franchise
Gas Franchise
Cable Franchise
SubTotal
Total Taxes
II. LICENSES AND PERMITS
A. Professional and Oc cu_pational
Licenses
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
Adopted Amended Estimated
1989-90 1989-90 1990-91
$ 96,547,712 $ 96,547,712 $ 98,442,454
1,700,000 1,700,000 1,827,050
300,000 300,000 300,000
12,239,224 12,239,224 12,428,232
-0- -0- 172,950
-0- -0- 412,500
$ 121239,224 $ 12,239,224 $ 13,013,682
$110,786,936 $110,786,936 $113,583,186
$ 4,375,000 $ 4,375,000 $ 4,200,000
900 900 1,479
28,829 28,829 31,943
$ 4,404,729 $ 4,404,729 $ 4,233,422
$ 81,000 $
81,000 $
75,800
$ 500 $
500 $
1,500
2,300
2,300
7,000
50
50
1,500
50,000
50,000
90,000
42,000
42,000
46,350
40,000
40,000
40,000
130,000
130,000
100,000
$ 264,850 $
264,850 $
286,350
$ 4,750t579 $ 4,750,579 $ 4,595,572
GENERAL
FUND REVENUES
Revenue Detail -Cony
aarison by Catw-ry
o
Adopted
Amended
Estimated
1989-90
1989-90
1 99 0-91
III. INIGQV_ERN TAL REVENUE
A. Federal Grants
US Dept. of Health
$ 45,177
$ 45,177
$ 65,000
USDA Food Program
45,117
45,117
_ 47,000
SubTotal
$ 90,294
$ 90,294
$ 112,000
B. State Shared Revenues
Cigarette Tax - Two Cents
$ 580,955
$ 580,955
$ 518,681
State Revenue Sharing
10,390,083
10,390,083
4,135,335
Mobile Home Licenses
28,617
28,617
26,804
Beverage Licenses
265,116
265,116
259,665
Half -Cent Sales Tax
16,678,605
16,678,605
16,486,185
Local Option Gas Tax
4,840,491
4,840,491
4,898,577
SubTotal
$32,783,867
$32,783,867
$26,325,247
C. Other Public Safet
Fire Fighters Supp. Comp. $ 123,800
D. Shared Revenues from other
Local Units
Local Govt. Pmt. in Lieu of Taxes $ 125,096
County Occupational Licenses 875,000
$ 1,000,096
E. Other Payments from Local Units
Training Revenue - Fire $ 341000
Metro -Dade Fire, Rescue Contr. _ 2769000
$ 310,000
Total Intergovernmental
Revenue
IV. CHARGES FOR SERVICES
A. General Government
Comprehensive Plan Amend.
Photos
Reports
H.C.B. Appearance Fee
Impact Fee Administration
SubTotal
4
$ 123,800 $ 125,600
$ 125,096 $ 122,903
875,000 859,749
$ 1,000,096 $ 982,652
$ 34,000 $ 90,000
276,000 371,400
$ 310,000 $ 461,400
$ 12,000 $
12,000 $
7,650
250
250
250
61000
6,000
71,200
-0-
-0-
1,125
77,067
77,067
-0-
$ 95,317 $
95,317 $
16,225
GENERAL FUND REVENUES
Revenue Detail Comparison by
Category
Adopted
Amended
Estimated
1989-90
1989-90
1990-91
B.
Certification Copying Record Search
Plat Checks
$
63,000
$ 63,000
$ 40,000
Lien Search Fee
16,316
16,316
21,925
SubTotal
$
79,316
$ 79,316
$ 61,925
C.
Other Genwal Govt. Charges and Fees
Unclaimed Monies
$
194,000
$ 194,000
$ 150,271
Salvage
350
350
-0-
Service Charges
5,000
5,000
5,000
DRI/Master Plan Recovery
65,000
65,000
9,576
DRI/Administration Fee
64,148
64,148
9,975
SubTotal
$
328,498
$ 328,498
$ 174,822
D.
Public safety
Police Escort (Funeral)
41,000
41,000
49,686
Police Instr. Roster Reimb.
27,996
27,996
49,110
Burglary and Alarm Ord.
390,363
390,363
345,111
Adm. Surcharge, Off -Duty
196,500
1961-500
300,000
Police I.D. to Depaztments
452
452
1,225
Towing Charges
298,100
298,100
223,626
Interim Proprietary Fees
600,000
600,000
400,000
SubTotal
$1,554,411
$1,554,411
$1,368,758
E.
Fire Protection Services
Emergency Medical Services
$
482,160
$ 482,160
$ 582,708
SubTotal
$
482,160
$ 482,160
$ 582,708
F.
Protective Inspection Fees
Fire Flow Tests
$
3,000
$ 3,000
$ 12,000
Flammable Liquids
2,500
2,500
16,000
Standpipe Tests
1,200
1,200
1,200
Energy Conservation Permits
300
300
-0-
Certificate of Use Renewals
722,942
722,942
1,348,535
Inspection Test Fees
-0-
-0-
10,000
Reinspection Fees
-0-
-0-
1,500
Metro Dade Examiners Office
-0-
-0-
382
Administrative Fee - Fire
11,200
11,200
9,120
Administrative Fee - Self Insurance
2,800
2,800
2,280
SubTotal
$
743,942
$ 743,942
$1,401,017
G.
Other Public Safety Chgs.& Fees
Auto Pound Fees
$
68,000
$ 68,000
$ 234,832
i
Telecommunication Right -of -Way Fees
137F 440
137,440
157,422
$
205,440
$ 205,440
$ 392,254
10
GAL FUND REVENUES
Re enue Detail Comparison by Category
Adopted Amended Estimated
1989-90 1989-20 1990-91
H.
a2ysicaj_Environment_
Cemetery
I.
Ba kiDg Facilities
Parking Rental
J.
Human Service
Day Care Fees
K.
Culture - Recreation
Class Fees
Pools Admission
Tennis Fees
Light Lines
Facility Rentals
Rental Auditoriums
SubTotal
L.
Other Charges for Services
Other Services Charges & Fees
Public Works Miscellaneous
Covenant Fees
Excavation Utilities
Sidewalk Cuts & Repair
Photocopy Services
Engineering Services
Cost Allocation Plan
Sidewalk Cafe Permit
Waterfront Improvement Permit
Sale of Documents
Plan Checking Fee
Right -of -Way Use Permit
SubTotal
Total Charges for
Services
V. FINES
AND FORFEITS
A.
Court Cases
Metro Dade County Court
B.
Other Fines and Forfeits
School Crossing Guards
$ 2,400 $ 2,400 $ 2,593
$ 174,000 $ 174,000 $ 901000
$ 251,800 $ 251,800 $ 160,000
$ 292
$
292
$
200
800
800
150
10,404
10,404
10,341
3,078
3,078
3,014
311,000
311,000
2671348
12,000
12,000
-0-
$ 337,574
$
337,574
$
281,053
$ 13,814
$
13,814
$
4,959
19,654
19,654
750
28,000
28,000
201000
164,000
164,000
160,000
34,000
34,000
34,000
99,248
99,248
102,826
1,710,758
1,710,758
4,500,000
830,112
830,112
100,000
60,000
601000
60,000
11,000
11,000
7,000
47,000
47,000
50,000
54,000
54,000
416,315
163,000
163,000
9,000
$ 3,234,586
$
3,234,586
$
5,464,850
$ 2,101,374 $ 2,101,374 $ 3,031,127
$ 219,322 $ 219,322 $ 375,204
Total Fines and Forfeits $ 2,320 696 $ 2,3201,696 $ 3,406,331
#9 11
GENERAL FUND REVENUES
Revenue Detail Comparison by Category
Adopted Amended Estimated
1989-90 1989-90 1990-91
VI. MISCELLANEOUS REVENUE
A. Interest Earnings
Interest on Investments
Interest Income --Other
Investment Administration Costs
SubTotal
B. Other Miscellaneous Revenues
Coin Phone Crnmiission
Rental Properties
Sale of Equipment
Reimb. Last Property
Other Surplus Sale
Rouse Miami Inc. Contribution
Miscellaneous Revenues
Police Witness Fees
Jury Duty Fees
Criminal Justice Institute
Sub Total
Total Miscellaneous
Revenue
VII . NONREVE HUES
A. Trust Fund Receipts
S.E./Overton/Trust
B. Other Nonrevenues
Salary Recovery
Police Overtime Salary Refund
Subtotal
C. Contribution from Special
Revenue
Environmental Stormwater Sewer
Cable TV Revenues
Public Service Taxes Transfer
Planning
Parks and Recreation
Subtotal
12
$ 1,200,000 $ 1,908,227 $ 1,250,000
285,000 285,000 364,712
120,000 120,000 $ 120,000
$ 1,605,000 $ 2,313,227 $ 1,734,712
$ 14,889
$ 14,889
$ -0-
109,219
109,219
1,459,523
100
100
100
1,774
1,774
8,112
1,000
1,000
37,785
650,000
650,000
650,000
411,056
411,056
143,724
16,000
16,000
10,400
300
300
240
59,004
59,004
25,662
$ 1,263,342
$ 1,263,342
$ 2,335,546
$ 2,868,342 $ 3- 576,569 $ 4,070,258
$ 2,000,000 $ 2,000,000 $ -0-
$ 332,215 $ 332,215 $ 207,153
14,000 14,000 106,620
$ 346,215 $ 346,215 $ 313,773
$ 4,730,025 $ 4,730,025 $ 1,700,000
79,974 79,974 -0-
21,090,396 21,090,396 21,180,990
-0- -0- 108,039
-0- -0- 200,000
$ 25,900,395 $ 25,900,395 $23,189,029
GENERAL FUND REVENUES
Revenue Detail comparison by Category
Adopted Amended
1 89 9-90 1989-90
Estimated
1990-91
D. Contribution from Enterprise
Fund
Planning, Building & Zoning $ -0- $ -0- $ 550,000
Property & Lease Mgt. 3,939,606 3,939,606 -0-
Orange Bowl/Guaranteed Entitlement -0- -0- 2,000,000
SubTotal $ 3,939,606 $ 3,939,606 $ 2,550,000
Dn for Law
Services
oTotal
:)n from Miami Arena
a
3x Anticipation Notes
on/Debt Service
on from G.O. Debt Svc.
me/Telephone Franchise
me/Guaranteed
nt
btotal
Total Nonrevenues
TOTAL GENERAL FUND
13
$ 465,862 $ 465,862 $ 300,000
$ 465,862 $ 465,862 $ 300,000
$ 300,000 $ 300,000 $ 300,000
$ -0- $ 15,027,619 $ -0-
$ 100,000 $ 100,000 $ 500,000
262,695 262,695 298,582
$ -0-.$ -0- $ 3,721,258
$ 362,695 $ 362,695 $ 4,519,840
$ 33 314,773 $ 48,342,392 $ 31,172,642
$195,838,827 $211,574,673 $194,831,093
14
Stadiums and Marinas
Marine Stadium
Bobby Maduro Miami Stadium
Orange Bowl Stadium
Dinner Key Marina
Bayside Marina
SubTotal
Golf Courses
ECfIMPKISE FUND SUMMARY
FISCAL YEAR 1990-91
Melreese Golf Course
Miami Springs Golf Course
SubTotal
Conferences, Conventions and Public
Facilities
Coconut Grove Convention Center
Government Center Parking Garage
Building and Zoning
Solid Waste
Manuel Artime Coimmmity Center
TOTAL
Total Total
Revenue Budget Surplus
Estimate Estimate (Deficit)
$ 329,174
$ 329,174
251,511
251,511
5,048,000
5,048,0003
2,511,013
2,511,013
445L915
586,353
$ 8,585,613
$ 8,726,051
$ -0-
-0-
-0-
(140,438)
$ (140,438)
$ 779,721
819,586
$
779,7213
$
-0-
819,586
-0-
$ 1,399,307
$
1,599,307
$
-0-
$ 7,776,807
$11,594,715
$
(3,817,908)1
$ 952,428
$
952,428
$
-0-
$ 1,110,592
$
1,299,060
$
(188,468)1
$ 5,469,621
$
5,469,621
$
-0-
$ 18,759,889
$29,037,701
$(10,277,812)2
$ _,137L300
$
584,408
$ (447,108) 2
$ 44,391,557 $59,263,291 $(14,871,734)
Note: 1. Deficits totalling $4,006,376 are supplemented from a
contribution from Utilities Service Taxes.
Note: 2. Deficits are supplemented from the General Fund.
Note: 3. Surplus is appropriated for Capital improvements.
15
APPROPRIATION SUMMARY
COMPARISON BY FUND & SPENDING AGENCY
Adopted
Amended
Estimated
General Fund
1989-90
1989-90
1990-91
Mayor
$ 405,693
$ 405,693
$ 383,059
Board of Commissioners
718,468
718,468
682,544
Office of the City Manager
1,551,476
1,551,476
1,113,587
City Clerk
903,417
903,417
865,595
Civil Service
271,560
271,560
291,304
Computers
4,676,597
4,676,597
4,494,433
Finance
3,263,230
3,263,230
3,189,308
Fire Rescue and Inspection Services
43,051,101
43,051,101
43,706,204
Internal Audit and Reviews
913,295
913,295
959,441
Law
3,331,210
3,331,210
3,084,775
Budget
1,475,442
1,475,442
1,376,148
Parks,Recreation and Public Facilities
10,885,046
10,885,046
10,743,003
Personnel Management
1,699,840
1,699,840
1,872,377
(Planning), Building and Zoning
1,631,323
1,631,323
1,540,488
Police
77,700,000
77,700,000
82,000,000
Public Works
8,690,658
80690,658
12,855,553
Special Programs and Accounts
34F6701471
50,406,317
25,673,274
Total General Fund
$195,838,827
$211,574,673
$194,831,093
General Obligation Bonds
26,094,419
26,094,419
25,614,101
Total General Operating
Appropriations
$221,933,246
$237,669,092
$220t445,194
Enterprise Fund
Conferences, Conventions and Pub. Fac.
$ 11,014,430
$ 11,014,430
$ 11,594,715
Coconut Grove Convention Center
870,869
870,869
952,428
Marine Stadium
410,265
410,265
329,174
Bobby Madura Miami Stadium
410,781
410,781
251,511
Orange Bowl Stadium
2,730,560
5,196,560
5,048,000
Orange Bowl Warehouse Bonds
36,574
171,574
-0-
Melreese Golf Course
683,142
703,142
779,721
Miami Springs Golf Course
692,800
692,800
819,586
Dinner Key Marina
2,164,037
2,164,037
2,511,013
Bayside Marina
592,700
592,700
5861353
Government Center Parking Garage
1,999,139
1,999,139
1,299,060
Property and Lease Management
4,659,998
4,909,998
-0-
Planning,(Building and Zoning)
5,028,502
5,414,364
5,469,621
Solid Waste
31,130,343
31,130,343
29,037,701
Manuel Artime Community Center
723,603
723,603
584,408
Total Enterprise Funds
$ 63,147,743
$ 66,404,605
$ 59,263,291
Less: Deficits apppropriated
in Special Programs
11 588,726)
$(11,588,726)
$(10,724,920)
Fund Transfers
$ -0-
$(18,036,713)
$ -0-
Total Operating
Appropriations $273,492,263
Debt Service Fund
Guaranteed Entitlement and Housing
Revenue Bonds $ _ -- -0-
16
$274,448,258 $268,983,565
4,428,302 $ 4,428,302
APPROPRIATION StJMMAFtY
COMPARISON BY FUND & SPENDING AGENCY
Adopted Amended Estimated
1 89 9-90 1989-90 1990-91
SAcii al _Revenue
Cable Television
Rescue Services
Development and Housing
Conservation
DOWntown Development Supplemental Fee
Lnpact Fee Administration
Environmental Storm
Sewer Water Fund
Coarnnunity Development Block Grant
Law Enforcement Training Fund
Metro Dade Tourist Bed Tax
Utility Service Tax Special Revenue Fund
Total Special Revenue Funds
Internal Service Funds
Ctmamlcatlons Services
Custodial Maintenance
Fleet Management
Print Shop
Property Maintenance
Purchasing
Total Internal
Service Funds
Trust and_Arrencv Funds
Pension
Self Insurance
Southeast Over./Park W.-Redevel.
Trust Fund
OM Tax Increment District
Total Trust & Agency
Funds
*Authorities/Other Agencies
Downtown Development Authority
Department of Off- Street Parking
Miami. Sports and Exhibition Authority
Bayfront Park Management Trust
Total
* For Information Purposes Only
17
$ 505,115
$ 505,115
$ -0-
2,146,016
2,146,016
2,150,273
10,317,860
10,317,860
9,551,194
358,562
358,562
19,551
125,736
125,736
53,000
61250,000
6,250,000
6,250,000
11,742,000
11,742,000
11,081,000
1,605,427
1,605,427
295,500
1,283,241
1,283,241
1,460,000
28J01,820
28,101,820
28,147,496
62 435,777 $ 62,435,777 $59,008,014
$ 2,702,724 $ 3,702,724 $ 3,525,148
350,000 350,000 300,000
9,2821473 9,532,473 9,500,374
885,821 885,821 893,608
4,0251399 4,025,399 3,735,606
777.901 777,901 907,058
$ 18,024,318 $ 19,274,318 $18 ,861,794
$ 271897,538 $ 27,897,538 $24,301,007
20.1380,950 20,380,950 22,659,189
386,543 972,237 1,145,012
-0- 669,605 1,413,834
$ 48 6651031 $ 49,920,330 $49,519,042
$ 1,563,973 $ 1,563,973 $ 1,526,580
13,249,439 13,249,439 13,212,661
1,098,536 1,098,536 952,147
546,293 546,293 468,500
16,458 241 $ 16,458,241 $16 159,888
APPROPRIATIONSMAJOR. OB= CODE
BIM► ' ��
Personnel Services
Operating Expenses
Capital outlay
Subtotal
Special Programs and Accounts
Total
Personnel Services
Operating Expenses
Capital Outlay
Total
Personnel Services
Operating Expenses
Capital Outlay
Total
Amended_1989-90 Estimated 1990-91
$ 141,549,322
19,165,343
453,691
$ 161,168,356
50 406,317
$ 211 574,673
$ 145,382,792
23,358,081
416,946
$ 169,157,819
25,673,274
9 194 831,093
EN'IERPIRSE FUNDS
Amended 1989-90 Estimated 1990-91
$ 29,435,542 $ 27,081,128
36,700,111 32,050,030
268,952 132,133
66,404,605 $ 59, 263,291
Amended.1989-90 Estimated 1990-91
$ 9,630,224 $ 9,479,323
8,654,644 8,491,121
989,450 891,350
$ 19,2274,318 $ 18,861�, 794
18
APPROPRIATIONS BY MAJOR OBJECT CODE
GENERAL FUND
TAL outer .2%
If 1IR1,1010.1EM.
--j SPECIAL PRO. & ACCTS. 13.2%
INTERNAL SERVICE FUNDS
OPERATING EVENSE5
DUnAy � 71I
ENTERPRISE FUNDS
OPERATING EXPI
TOTAL ALL FUNDS
FISCAL YEAR 19 90 - 91
19
.2%
1990-91
GRANTS SUMMARY
PROPOSED FOR USES OTHER THAN GENERAL OPERATING
,9ourM Descriptive Name of Grant
A. APPROVED MAWSU.S. DEPT. OF HOUSING AND URBAN DEVELOPMENT
COMMUnitY Development Block Grant
(16th Year)
Rental Rehabilitation Program-1990
Section 8 Housing Grant
U.S. DEPARTMENT OF LABOR
JTPA Older Worker (FY'91)
Neighborhoods Jobs Program (FY191)
Intergovernmental Liaison (FY191)
JTPA/Dislocated Workers (FY'91)
SOUTH FLORIDA WATER MANAGEMENT DISTRICT
Surface Water Improvement and Management
Projects
U.S. DEPARTMENT OF JUSTICE
Miami Police Crack Cocaine
TOTAL APPROVED GRANTS
B. ANTICIPATED GRANTS NOT YET APPLIED FOR
U. S . DEPARTMENT OF AGRICULTURE
Summer Food Service for
Children- 1991
U.S. DEPARTMENT OF LABOR
Summer Youth Employment
Program - 1991
M
Total Grant
Contract Period Award
06/15/89 to Open 11,081,000
10/1/89 to 9/30/91 585,000
10/01/90 - 9/30/91 945,000
$ 12,611,000
07/01/90 to 06/30/91
07/01/90 to 06/30/91
07/01/90 to 02/28/91
07/01/90 to 06/30/91
108,750
523,200
55,000
142,800
07/26/88 to 07/25/91 2,003,000
06/01/90 to 05/31/91 350,000
$15.793 750
6/90 to 9/30/91 $245,801
2/91 to 9/30/91 $421,107
1
- Solroe/Descriptive Name of Grant
FMRIDA DEPARTMENT OF HEALTH AND REHABILITATIVE
SERVICES
Recreation Programs for the Mentally
Retarded -Consolidated
Contract Period
07/01/90 to 6/30/91
TOTAL ANTICIPATED GRANTS NOT YET APPLIED FOR
21
$225,803
$892� 711
TInS PACE DELIBERATELY LEFT BLANK
22
CAPITAL IMPROVEM9U PROGRAM
ESTIMATECL FY'90-91 APPROPRIATIONS
BY FUNCTIONAL CATEGORY
amgtimaL jteggiry
A. General Government
B. Public Safety
Fire Rescue
Police
C. Social and Economic Environment
Community & Economic Development
Housing
D. Parks and Recreation
E. Public Facilities
Auditoriums
Marinas
Stadium
F. Transportation
Streets
Mass Transit
G. Physical Environment
Solid Waste
Storm Sewers
TOTAL
23
Estimated 1990-91
$ 1,465,400
$ 56,000
174,100
$ 230,100
2,090,100
387,900
$ 2,478,000
$ 557,500
210,000
80,000
(5,500,000)
$ (5,210,000)
$ 2,293,000
1,506,500
$ 3,799,500
$ 748,800
3,119, 000
$ 3,867,800
$ 7,188,300
Difference
Adopted Amended Estimated Between
Budget Budget Budget Estimated &
1989-90._. 1B89r92— 1990-91 Amended
GENERAL FEUM
Mayor
Board of Coamnissioners
City Manager's Office
Labor Relations
City Clerk
Civil Service
Finance
Fire, Rescue and Inspection Svcs.
Internal Audits and Reviews
Law
Budget
Parks, Recreation and Public Fac.
Personnel Management
Planning, Building and Zoning
Police
Public Works
Special Programs and Accounts
TOTAL GENERAL FUND
(,F'NF�AT OBLIGATION BONDS
CAPITAL IMPROVEl= FUND
FjNTERPRISE FUND
Conferences, Conventions and Pub. Fac.
Coconut Grove Convention Center
Marine Stadium
Bobby Maduro Miami Stadium
Orange Bowl Stadium
Melreese Golf Course
Miami Springs Golf Course
Dinner Key Marina
Bayside Marina
Property & Lease Management
Building and Zoning
Solid Waste
Manuel Artime Community Center
10
10
10
-0-
16
16
16
-0-
18
18
17
(1)
4
4
0
(4)
12
12
12
-0-
4
4
4
-0-
58
57
50
(7)
70
71
63
(8)
729
730
707
(23)
16
16
17
1
48
50
45
(5)
22
22
19
(3)
166
167
148
(19)
28
29
29
-0-
26
26
24
(2)
1546
1561
1563
2
167
167
148
(19)
_ 39
39
05l
2979
2999
2876
(123)
4
4
8
4
0
0
3
3
20
19
17
(2)
3
4
5
1
2
2
2
-0-
1
1
2
1
16
16
15
(1)
7
7
6
(1)
3
3
3
-0-
15
15
14
(1)
3
3
2
(1)
G
7
-0-
( 7
91
100
89
(11)
461
462
432
(30)
_ 5.
_ 5
7
?
633
644
594
(50)
24
SUMMARY OF POSITION COMP SO_
.
DIAL REVENUE FUND
Cable Television
Rescue Services
Development and Housing
Conservation
Community Development Block Grant
TOTAL SPECIAL REVENUE FUNDS
INTr3ZNAL SERVICE FUND
:..J General Services Administration
Director's Office
Communications Services
� Fleet Management
Print Shop
Property Maintenance
Purchasing
TOTAL INTERNAL SERVICE FUNDS
TRUST AND AGENCY FUNDS
Pension
Self Insurance
TOTAL TRUST AND AGENCY FUNDS
x,.
{ TOTAL CITY EMPLOYEES
Adopted Amended Estimated
Budget Budget Budget
1989-90 1989-90 1990-91
Difference
Between
Estimated
& Amended
5
5
-0-
(5)
31
31
31
-0-
49
49
46
(3)
46
46
42
(4j_.
131
131
119
(12)
10
10
10
-0-
18
18
20
2
97
100
93
(7)
1.4
14
13
(1)
55
55
51
(4)
9 _
9
11
2
203
206
198
(8)
1
1
1
-0-
30_
32
31
(1-
31_
33
32
UL
3981_
4017_
3830
187
25
SUMMARY OF POSITIONS BY FUND
SPECIAL INTERNAL TRUST AND
GENERAL ENTERPRISE REVENUE SERVICE AGENCY
11
75.1 % 15.5% 3.1 % 5.3% 1.0%
4500 - -
4000
3500
3000
2500
2000
1500
1000
500
0'
10
mi
81-82 82-83 83-84 84-85 85-86 86-87 87-88 88-89 89-90 90-91
FISCAL "r'EAR
26
9
i
FISCAL YEAR 1990 - 91
GENERAL FUND APPROPRIATION SUMMARY
($000,0ao)
POLICE ($82.0) 42.1%
y
FIRE ($43.7) 22,
SPECIAL PROGRAMS AND ACCOUNTS ($25.6) 13.27.
ra.
MINANCE ($3,2) 1,67
'i--
llm�COMPUTERS ($4.5) 2.3%
r- PARKS, RECREATION AND
PUBLIC FACILITIES ($10.7) 5.5%
OTHERS ($12.2) 6.2%
PUBLIC WORKS ($12.9) 6.6%
.1 TOTAL BUDGET $194,831 1*093
�i
27
THIS PAGE DELIBERATELY LEFT BLANK
28
OFFICE OF THE MAYOR
$383,059
VA
DEPAFffNENIAL W= AND POSITION SUMMARY
Amended Amended mop 1:4�
Amended
Requested
1987-88 1988-89- 19-Q 2 --9k
98
19
:199-0
Personnel Services
$, 3670627 369,627
$ 359,127
35000011,
'Oj-�*iriq Expenses �e
38,066 .36,066
46;566
33,058
Capital Outlay
-0- -0-
-0-
Total
405,693 405,691- 4051,693
405,693
383,0 59
Positions
10 10
10
10
DESCRIPTION
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 Chartex in
order to meet community needs. The Mayor represents the City at national and regional
conferences for municipalities and maintains contact with all levels of government in
"� order to foster continued cooperation and communication.
DEPARTMENTAL _POSITION TABLE
Classification. 1989-90 1990-91 Chan
Receptionist/Clerk 1 2 1
Admin. Asst. Sr. C.C. 2 1 (1)
A special Aide 2 3 1
Admin. Officer-C.C! 5 4 W-
.1 10 10 0
1
A
BUDGET BIGHIIGHTS
This request is 6% less than the FY190 amended budget.
BOARD OF COMMISSIONERS
ALL
POSITION SLM ZRY
1989-90 _._1990=91..__.__ �.._ CAGE
16 16 0
COMMISSIONER DE YURRE
1989-90 1990-91 CHANGE
GEN. FUND 4 4 0
COMMSSIONER DAWKINS
1989-90 1990-91 CHANGE
GEN. FUND 4 4 0
OOMMISSIONER ALONSQ. OOMMISSIONER PLUMMER
1989-90 1990-91 CHANGE 1989-90 1990-91 CHANGE_
4 4 0 GEIT. FUND 4 4 0
cm
BOARD OF COMMISSIONERS
All.
$682,1544
DEPARTMENTAL BUDGET A14D
POSITION SUMMARY
Amended Amended
Adopted
Amended
Requested
1987-88 1988-89.
989- 0
1 89 9-90
1990.-91
Personnel Services
$ 610,079
$ 634,171
$ 632,437
$ 6330152
Operatingpenses
93,023
72,597
74,179
46,783
>Capital outlay
15,366
11,700
11,852
2,609
Total
718,468 $ 718,468
718,468
$ 718,468
$ 682,544
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
'4 four-year term. The other four members are 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 Commission are implemented by the City
Manager.
* This request is 5% less than the same as tie FY190 amended budget.
a
31
Classification
Admin. Asst. C.0
Special Aide
Admin. Officer C.C.
BOARD OF C DMP41SSIONERS
COWISSIONER ALONSO
$170,636
DIVISIONAL BUDGET AND POSITION SUMMARY
Amended Amended Adopted Amended Requested
987-88 1. 958-89 1989-9 19 89-90 1990-91'
$ 167,714 $ 169,064 $ 169,064 $ 155408
11,903 10,553 10,553 12,.800
-0- -0- -0-- 2,428
$ 179, 617 $ 179,617 $_,_179, 617 $ 179,617 $ 170 636
4 4 4 4
DIVISIONAL POSITION TABLE
1989-90 1990-91 Change
1 1 0
2 2 0
1 1 0
4 4 0
BUDGE' HIGf EUGH TS
* This request is 5% less than the FY190 amended budget.
32
This request is 5% lggg_ than the FYI go amended budget.
"'I
1,
33
BOARD OF comcsSIONERS
COMMISSIONER DAWKINS
$170,636
DIVISIONAL, BUDGET AND POSITION SUMMARY
, s
Amended Amended Adopted
0
Requested
990-91
,
19 7--88-88
Perontl Services
$ 133,523 $ 153,591 $
1520591
25,326
$ 151,805
18,650
at
40,728 24,326
5,366 1,700
1,700
181
Cap3.ta1 Outlay
_
Totaj
179,, 617 $ 179,617 7 , 617 fi
179 617
17Q 636 .
Positions
4 4
4
4
DIVISIONAL POSITION TABLE
Classification
1989-90 1990-9 Change
Special Aide
0 1
1
0
Admin. Officer C.C.
1 1
0
(1)
Admin. Asst. C.C.
1
0
Admin. Asst. Sr.C.C.
2 2
0
4 4
BUDGET H IGHLIGEITS
* This request is 5% less than the FY'90 amended budget.
34
BOARD OF COMMISSIONERS
COMMISSIONER PLUMMER
$170,636,
DivisioNAL wmEr AND PosiTioN SUN1 2Y
Amended Adopted:
Amendedmended.
I �t6d-`
87 -88
1988"89
12 R 2 --9 —0
144,813 $' 146,353
:146,353
159,628
��Outlav
24,804 23,264
10,000 10,000
23,414
9 850,
,
11.0
Capital
9,617
7�6 7 179,7
179,617-
:::$ :170,636:
-Positions'.',
4 4
4
DIVISION POSITION TABLE.
Classification
1989-90 1990-91 a2apge
Admin. Asst. C.C.
2
1 (1)
111
Admin. Asst. Sr. C.C.
2
1 (1)
Admin. Officer C.C.
0
2 2
4
4 0
BUDGET HIGHLIGHTS
This request is 50 less than the FY190 amended budget.
A
,j
35
OFFICE OF THE CITY MANAGER
CITY MANAGER'S OFFICE
$1,113,587
DIVISIONAL BUDGED AND POSITION SUMMARY
Amended Amended Adopted
Amended
Requested
.�
1987-$8 1 89 8-89 1989-90
1989-90
1990-91
Personnel Services
$ 995,936 $ 991,877
$ 991,877
$ 975,741
0perat rg Expenses
165,315 177,620
177,120
134,765
"1
CA tAi Outlay
14,000 2,700
3,200
3,081
TOtaI '
S 1,194,�705 $ 1,175, 251 $_ 1,172,197
$ 1,172,.197
$ 1,113 587
Positions
18 18
18
17
DESCRIPTION
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 departments; and to inform and
advise the City Commission on all City affairs.
4
..i
BUDGET HIGHLIGHTS
* This request is $58,610 or 50 less than the FY190 amended budget. This decrease
is primarily due to a reduction in operating expenses and personnel costs.
. 37
OFFICE OF THE CITY MANAGER
LABOR RELATIONS
$-0-
DIVISIONAL BUDGET AND POSITION SUMMARY
Amended Amended
Adopted
Amended
1987-88 1988-89
1989-90
1989-90
Personnel Services
$ 262,291
$ 277,003 $
277,003,
Operating Expenses
108,792
99,034
99,034
Capital Outlay
5,142
3,242
3,242
Total $
376,225 $ 376,225
379,279
$ 379,279 $
Positions
4
4
4
Requested
1990-91
-0
-0
-0
$ -0-
0
The Office of Labor Relations is responsible for all activities concerning employee
organizations representing City employees. Chapter 447, Part II, of the Florida
Statutes (The Florida Public Employee Relations Act), statutorily permits public
employees to organize and join employee organizations, and also requires that the
City negotiate in good faith with properly certified employee organizations. When,
through negotiations, an accord is reached, the agreement must be reduced to writing
and ratified by the employees and the City Commission. An ongoing function of the
Labor Relations Office is to administer all of the labor agreements currently in
effect. This entails the processing of grievances up to and including arbitration,
investigate employee abuse of City property, and training supervisors on
administering the labor contracts currently in effect as well as the resolution of
discipline problems through multiple forums.
BUDGET HIGHLIGHTS
* This office has been transferred to the Department of Personnel Management for
FY'91.
38
t
i
F
I
I
THIS PAGE DELIBERATELY LEFT BLANK
39
Office of the City Clerk
FY191 FUNCTIONAL COST
. 0 = 0�-
City Clerk Administration 2
Conduct of City Elections 2
Microfilm/Record Retention 2
Research and Special Proj. 6-
Total 12
COST
$254,729
PULCMENTAGE-
29
221,651
26
125,703
15
263,512
30
$865,595
100
* Generated revenue to the City in the amount of $4,630 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.
I
* 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.
40
7
OFFICE OF THE CITY CLERK
$865,595
DEPARTMENTAL WDGET AND POSITION SUMMARY
Amended Amended Adopted Amended Requested
1987-88 1-988-89 1989-90_ 1989-2Q 1990-'91
Personnel Services $ 532,591
Operating Expenses 230,826
Capital Outlay 25,200
Total $ 878,190 $ 788,617
Positions 12
DESCRIPTION
$ 568,869 $ 564,369 ;$ 6171912:
334,548_. 339,048 237,021
-0- -0- 10,662
903 417 $ 903,417 $ 865,595,_
12 12 12
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 Commission 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.
SELECTED OBJECTIVES
* To improve response time with respect to processing and filing of legislation;
advertising, the publishing of ordinances, and the advertising of public notices
through our computer -assisted functions.
* To continue to further reduce the operational cost of this Office through the
efficient use of a computerized control system which will more efficiently monitor
and forecast future office needs.
* To shorten retrieval time upon request for production of City leases, agreements,
contracts and/or special projects information from our files.
* To establish an improved microfilm educational. program through in-house training
to staff for better understanding a computer -assisted retrieval system which would
incorporate the latest microfilm technology.
BUDGET HIGHLIGHTS
* This request is $37,822 or 40 less than the FY'90 amended budget, primarily due
to a reduction in election requirements.
* This department generates revenue of $3,100 to the General Fund.
41
Office of Civil Service
FY'91 FUNCTIONAL COST
FUNCTIONS POSITIONS COST PERCENTAGE
civil Service Board
Administration 4 $253,853 87
Judicial/Legislative
and Personnel Admin. _ 37,451 13
Total 4 $291,304 100
PERFORMANCE INDICATOR
* Reviewed 250 employee/department inquires relative to Civil Service
policies, 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 29 Civil Service Board meetings.
42
CIVIL SERVICE
$291,304
POSITION SL M IL
Adopted
Amended
Requetccl.
1989-90 1
1 1989-90'
19 0"91;'
$ 215,914 $
215,914,
$ 1244,677.:.
51,839
51,839
- 43,920 '.
3,807
3,807
2,707
271,560
$ 291004,
$ 271, 560 $
4
4
4..
DFSCRTPTTON
-� 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 patties.
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, as required, on employee complaints; inquires and requests from
Board Members, Attorneys, City Administration and 10 to 20 background
investigative reports for review by the Chief Examiner on employee complaints.
Make recommendations for resolution of same.
* 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 10 to 20 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
1 in hearings of appeal (dismissals) during the fiscal year.
* To conduct 12 to 24 four to eight hourr> workshops on Civil Service Board's
functions for 200 to 250 City AdministratuLS and staff members who oversee and/or
supervise departments' personnel process.
BUDGET HIGHLIGHT'S
* This request is $19,744 or 7% more than FY190 amended budget, due to a
reallocation of Pension, Self Insurance and Internal Service Charges.
43
Department of Computers
FY' 9 1 FUNCTIONAL COST
FUNCTIONS POSITIONS COST PERCENTAGE
Administrative and
Managerial 4 $445,126 10
Technical Services 5 635,880 14
Micro/Technical Support 5 565,958 13
Systems and Programming 21 1,764,389 39
- Computer Operations 15 1,083,080 24
Total 50 $4,494,433 100
PERFORMANCE INDICATORS
* Maintained 99% Uptime for Public Safety Applications.
* Processed 25,000 Batch Jobs with 99.6% turned around within 24
hours.
* Installed the Moore Governmental Payroll/Personnel System.
* Completed the implementation of phases I and II of the City
Electronic Mail Plan.
* Trained City employees in microcomputer concepts and applications
for approximately 3,500 student hours.
44
1
1
1
COMPUTERS
ALL DIVISIONS
$4,494,433
DEPARITAL BUDGET AND POSITION SUMMARY
Amended Amended
1987-88 1988-89
$ 3,534,169
2,073,735
15,500
Total $ 5,504,882 $ 5,623,404
Positions
DESCRIPTION
.Y
Adopted Amended Requested
1989-90 1989=90 1990--91.
$ 3,671,164 $ 3,676,164 $ 3,543,184
995,303 990,303 945,439
10,130 10,130 5,810
4s676,597 $ 4,676,597 $ 4,494 433
58 57 50
Commuters is a centralized function which provides user services to all City
departments and agencies. Major responsibilities include providing the following:
education of user departments on the effective uses of computer services and
management information systems; management 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
Agnecy.
* This request is $182,164 or 4% less than the FY190 amended budget. This decrease
is due to position reduction and related expenditures. The true decrease before
absorbing the Cable function is 5%.
45
COMPUTERS
ADMINISTRATION
$389,133
DIVISIONAL BUDGET AND POSITION SUMMARY
Amended Amended
Adopted
Amended
Requested
1987-88 1988-89
1989-90
1989-90
1990-91
$ 187,471
$ 231,584 $
231,584 $
298,778
261,623
147,947
176,716
90,355
-0-
-0-
-0-
-0-
$ 520,589 $ 449,094
$ 379,531 $
389,133
408,300 $
3
3
3
4
This division provides planning, management, technical direction, control of
production, and administrative services for the Department of Computers. It liaises
with other departments and vendors to assist in the planning and acquisition of new
computer systems. In addition, it develops and enforces standards and controls for
the efficient, timely, and reliable production of data processing information.
SELECTED OBJECTIVES
* 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 improve subscriber cable TV reception.
* To reduce the number of cable TV customer service complaints.
BUDGET HIGHLIGHTS
* This request is $19,167 or 50 less than the FY'90 amended budget. This decrease
is primarily due to a reduction in operating expenses.
46
COMPUTER OPERATICVS
$1,489,706
DIVISIONAL BUDGET AND POSITION SUMMARY
Amended Amended Adopted Amended Requested
89 7--88 1988-89 1989-90_ 989-� 1990-9�
Personnel Services $ 930,802 •$ 1,057,232 $ 1,060,732 $ 978,508
Operating Expenses 1,661,980 499,424 456,595 5111198
Capital Outlay 15,500 -0- -0- =0
Total 2,554,371 $;2, 608, 282 _ 1,556,65k $1,517,327 1,489, 706
Positions 19 19 18 15
DESCRIPTION
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 computers. The Production Control
Section coordinates with users' schedules for jobs in a central data processing
J operation.
SELECTED OBJECHVES
* To provide 100 percent online 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 and the
Teleprocessing services.
* 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 (MDT) 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.
J
BUDGET HIGHLIGHTS
* This request is $27,621 or 2% less than the FY'90 amended budget due to a
reduction in salaries.
47
COMPUTERS
INFORMATION SERVICE'S
$2,615,594
DIVISIONAL BUDGET AND POSITION SUMMARY
Amended Amended Adopted
1987-88 1988-89 1989-90
$ 2,415,896 $ 2,382,348
150,132 347,932
-0- 10,130
$ 2,429,922 $ 2,566,028 $ 2,740,410
Amended
1989-90
$ 2,383,848
3561992
10,130
$ 2,7501970
38 36 36
Requested
1990-91
$ 2,265,898
343,886-
5,810
$ 21615,594
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.
SELECTED OBJECTIVES
* To implement a new Building and Zoning Permits & Violations System.
* To convert the FAMIS System to the Moore Fund Accounting System.
* To implement a computerized purchasing system.
* To convert Occupational Licenses and Certificate of Use to the Moore Accounts
Receivables System.
* To convert to Police Computer Aided Dispatch system from GEMCOS to COM.S.
* To develop departmental customized solutions on the City's microcomputer.
* To continue to develop computer systems as defined by the automation plans of both
the Police and Fire Departments.
BUDGET HIGHLIGHTS
* This request is $135,376 or 5% less than the FY'90 amended budget. This decrease
is due principally to personnel cost reductions.
n3
THIS PAGE DELIBERATELY LEFT BLANK
rF
FUNCTIONS
Administrative and
Managerial
Accounts Payable
Accounts Receivable
General Ledger
Payroll
Collections
Investments
Revenue Inspections
j
Solid Waste Bill/Collec.
Total
Department of Finance
FY'91 FUNCTIONAL COST
POSITIONS
COST
PERCENTAGE
2
$183,588
6
7
297,402
9
7
313,310
10
12
677,236
21
7
326,099
10
7
261,172
8
2
104,911
3
13
718,958
23
G
3061632
10
63
$3,189,308
100
PERFORMANCE INDICATORS
* Processed over 58,000 invoice payments for goods.
* Managed 57,000 Solid Waste accounts.
j * 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.
50
Personnel Services
Operatincl Expenses
.Capital Outlay
Total
positions
DESCRIPTION
FINANCE
ALL DIVISIONS
$3,189,:308
DEPARTMENTAL BUDGET AND POSITION SUMMARY
Amended Amended
Adopted
Amended
Requested
1987-88 1988-89
1989-90
1989-90
1990-91`
$ 2,789,085 $
2,802,414 $
2,798,314
$ 2,7871395
442,343
443,226
444,726
384,623
31,802
17,590
20,190
171290
$ 3,671L548 $ 3,263,230 $
$ 3,1891308.
3,263,230
3,263,230 $
70
70
71
63
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 commodities received by the City of Miami. Other activities include
i 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 keepincl all records necessary for the preparation of
expenditure reports, annual financial statements and bond issue statements.
BUDGET HIGHLIGHTS
* This department generates revenues of $6,690,759 to the General Fund.
* This request is $73,922 or 2% less than the FY190 amended budget due to positon
a
reductions. The true decrease before absorbing other functions is 5%.
,l
" 51
{r
FINANCE
OFFICE OF THE DIRECTOR
$177,619
DIVISIONAL BUDGET AND POSITION SUMMARY
4
Amended AmendedAdopted Amended Requested
1987-88 1988-89 1989-90 1989-90 1990-91
Personnel Services
$ 158,221 $ 183,496 $ 183,496 $, 171,120
10,559 9,476 9,476 G,499
==7es
1,100 -0- -0- -0-
Total
$ 1811267 $ 169t_880 $ 192,972 $ 192,972 $ 177,619'
Positions
2 2 2 2
DESCRIPTION
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.
SELECTED OBJECTIVES
* 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 maintain the City's credit ratings through sound fiscal policy and
presentations to the rating agencies.
* To coordinate the planning, marketing, and preparation of all activities relative
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.
BUDGET HIGHLIGHTS _..
* This request is $15,353 or 8% less than the FY190 amended budget due to a
reduction in personnel requirements.
52
FINANCE
GENERAL ACCOUNTING
$1,582,541
DIVISIONAL BUDGET AND POSITION SUMMARY
Amended Amended Adopted Amended Requested
19$7-88 1988 -9 1989-90 1-9-89-90 1990-91
P soni�eL Services $ 1,424,508 $ 1,426,154 $ 1,422,054 $ 1,4900295
Operating°Expenses 107,305 90,468 91,9G8 80 958.
Caital'�utlay 5,899 11,590 14,190 11,290
1, G07, 599 $__1, 537.712 1, 528, 212. $ 1, 528 212 1, 582, 541
Positions 34 34 35 33
DESCRIPTION
„r 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.
SELECTED OBJECTIVES
* To install a computerized records retention system and to complete the physical
reorganization of the records retention file rooms.
* To supply 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 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 statements that accurately
reflect the financial position of the City.
BUDGET HIGHLIGHTS
1
* This request is $54,329 or 4% more than the FY'90 amended budget. This increase
is primarily due to a reallocation of Pension and Self Insurance charges.
ix]
A
53
FINANCE
TREASURY MANAGEMENT
$1,429,148
DIVISIONAL BUDGET AND POSITION SUMMARY
Amended Amended Adopted Amended Requested
1987-88 1988-89 1989- 0 1989-90 1990-91
Personnel Services $ 1,206,356 $ 1,192,764 $ 11192,764 $ 1,125,982
Operating Expenses 324,479 343,282 343,282 297,166 Y
Capital Outlay 24,803 6,000 6,000 6,000
Total; 1,882,682 1 555,638 $_ 1 542,046, $ 1,542,046 1,.429,148
Positions 34 34 34 28
DESCRIPTION
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.
SELECTED OB,TECTIVES
* To increase collection of receivables and grants due to the City.
* To consolidate collection activities in the department being handled by other City
departments.
* To implement the M.G.I.S. accounts receivable system for Solid Waste, Assessment
Liens, Occupational Licenses, Certificate of Use.
* To maximize the average daily balance of invested funds.
* To design and implement a computerized cash plan projection program to maximize
the yield on long term investments.
BUDGET HIGHLIGHTS
* This request is $112,898 or 7% less than the FY190 amended budget. This decrease
is due to a reduction in personnel requirements.
54
THIS PAGE DELIBERATELY LEFT BLANK
55
Department of Fire, Rescue and Inspection Services
FY191 FUNCTIONAL COST
FUNCTIONS- POSITIONS
Administrative and
Managerial
15
Dispatch/Communications
33
-i Emergency Fire Basic Life
Support and Code Enforc.
476
Inspections and Invest.
37
Management Svcs. and
Public Ed. Information
18
s Emergency Advanced Life
Support Services
96
Property, Equipment and
Fleet Management
23
Training/Recruitment
9
Total
707
$1,024,418 2
1,888,828 4
28,008,545 64
2,296,869 5
1,086,430 3
6,444,200 15
2,139,431
5
817 483
2
43 706,204
100
PERFORMANCE INDICATORS
* Negotiated a new $2.5 million five year contract with Dade County for
fire, rescue and inspection services to the Port of Miami.
* Completed the new Fire Garage facility which provides state-of-the-art
capabilities for maintaining and repairing the Department's
specialized apparatus and equipment.
* Maintained a 3.5 - 4.28 minute response time to all types of alarms.
* Performed approximately 24,000 Certificate of Use inspections.
* Responded to 58,000 Fire/Rescue related calls.
56
FIRE RESCUE AND INSPECTION SERVICES
ALL DIVISIONS
$43,706,204
DEPAR'ITMAL BUDGET' AND POSITION SUMMARY
Amended Amended Adopted
Amended
ReViBs ed
1987-88 1988-89 1989-90
1989-90
1990--91
Personnel Services
$ 37,546,966 $ 39,864,062
$ 40,123,062
$40;997;652
Operating Expenses
2,901,587 3,144,623
21884,263
2,664,778..
Capital Outlay
38,850 42,416
43,776
43,774
j
Total
$ 39,100000 $_40,487,403 $ 43,051,101
$ 43,051,101
$43,706,204
1
Positions
723+6Pr 723+6PT
724+6PT
700+7PT
I
DFSCUPTTON
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 fire:, and assistance to law enforcement
agencies in cases of suspected arson.
i
I
BUDGET HIGHLIGHTS
I * This department generates revenue of $3,141,163 to the General Fund.
* This request is $655,103 or 2% more than the FY190 amended budget primarily
due to increases in Group Insurance costs.
* This department consists of 738 total positions (which includes 31 Fire Rescue
positions funded from the Special Revenue Fund) of which 648 are sworn and 90 are
civilian personnel.
,a
i
5
57
FIRE RESCUE AND INSPECTION SERVICES
OFFICE OF THE CHIEF
$2,076,586
DIVISIONAL BUDGET AND POSITION SUMMARY
Amended Amended
Adopted
Amended
Requested
1987 88 1988-89
1989-90
1989-90
1990-91
$ 1,109,691
$ 1,241,592 $
1,219,623
$ 1,711,066
699,612
682,013
682,598
363,780
2,773
2,395
3,755
1,740
$ 1,649,023 $ 1,812,076 $ 1, 926, 0-0 $ 1,905,976 2,076,586
25+6PT 25+6PT 28+6PT 26+7PT-
DESCRIPTION
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.
SELECTED OBJECTIVES
* To provide protection of life and property from 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.
* To 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
FY190-91.
* 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 FY190-91.
* To provide Fire, Rescue and Inspection Services to the Port of Miami Seaport
Authority according to the provisions of the current agreement for a minimum fee
of $23,000 per month plus additional expenses for emergency incidents throughout
FY190-91.
* To maintain an ongoing Human Relations Board consisting of equal representation
from all groups for the purpose of making recommendations to the department
Director on possible courses of action to address key human relations issues
throughout FY19o-91.
BUDGET HIGHLIGHTS
* This request is $170,610 or 9% more than the FY190 amended budget primarily due to
an increase in personnel requirements (Group Insurance Costs).
58
FIRE RESCUE AND INSPECTION SERVICES
FIRE COMMUNICATIONS
$1,942,494
DIVISIONAL BUDGET AND POSITION SUMMARY
Amended Amended Adopted
Amended
Requested
1 89 7-88 1988-89 1 89 9-90
1989-90
1990-91
Personnel Services
$ 1,514,045 $ 1,647,486 $
1,6G2,486`
$ 1 611,577
Operating Expenses
239,226 373,448
358,448
302,427
Capital Outlay
7,375 26,758
26,758
28,090
Total
S 1,891,126 JJ 60,646 $ 2;047,692 2 047,692
$_1,942,494
Positions
33 33
33
33
DESCRIPTION
This division provides emergency radio dispatch of fire and rescue companies and on-
J the -scene coordination of units through the Fire Operations Information Center
(FDIC). The FDIC 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 from within this division.
I
SELECTED OBJECTIVES
I * To provide the ongoing liaison between the Communications Division and all other
interacting agencies throughout FY190-91.
* 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 FY190-91.
* To complete the Emergency Operations Plan developed in FY188 by revision of
' existing sections as necessary and addition of sections when needed by the end of
the fourth quarter of FY190-91.
* 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 FY190-91.
* To provide for a training supervisor to train newly hired dispatchers and provide
for in-house and on -going training by the end of the first quarter of FY190-91.
BUDGET HIGHLIGHTS
;<� * This request is $105,198 or 5% less than the FY190 amended budget primarily due to
decreases in personnel service requirements and operating expenses.
.-' 59
FIRE RESCUE AND INSPECTION SERVICES
FIREFIGHTING
$27,919,310
DMSIONAL BUDGET AND POSITION SUMMARY
Amended Amended Adopted
1987-88 1988-89 1989-90
$ 26,660,973 $ 28,054,360
540,611 560,233
9,304 4,800
Amended
1989-90
$ 28,094,477
410,233
4,800
Requested
1990-91
$27,331,415.
586,895
1,000
$ 26,207,428
$ 27,210,888
$ 28,6
$ 28,509 510
$27,919,310
505
505
500
476
DESCRIPTION
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.
SELECTED OBJECTIVES
* To provide and maintain an on -duty force of personnel and equipment to respond to
approximately 56,000 emergency incidents for fiscal year 1990-91.
* To inspect 11,372 multi -residential and business occupancies for Fire Code
compliance by the end of the fourth quarter of FY190-91, and to develop a program
by which the bulk of these inspections are turned over to the FPB by the end of
the fourth quarter of FY190-91.
* To inspect 936 commercial and multi -residential buildings for preplanning and
development of tactical operations by the end of the fourth quarter of FY190-91.
* To increase skills, knowledge and abilities for managing emergency operations
and day -today 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 FY190-91.
2 - Strategic Analysis of Fire Department Operations
2 - Fire Service Leadership/Communications
3 - Hazardous Materials Tactical Considerations
2 - Interpersonal Dynamics in Fire Service Organizations
* To provide the necessary specialized training for the Hazardous Materials
Response Team members (and regularly assigned Firefighting Division personnel) in
order to comply with NFPA Standard NO. 472 and CFR SARA requirements by the end
of the fourth quarter of FY190-91.
BUDGET HIGHLSGHTS
* This request is $590,200 or 2% less _than the FY190 amended budget primarily due to
decreases in salary requirements resulting from position reductions.
60
i
FIRE RESCUE AND INSPECTION SERVICES
FIRE GARAGE
$2,256,709
DIVISIONAL BUDGET AND POSITION SUMMARY
Amended Amended
1987-88 19$8-89
$ 909,623
857,566
11,700
Total $ 1,427,340 $ 11778 , 88�
Positions 23
M�)xYi+� J • �
Adopted A -nded Requested
19-89--90 s -90 1990-91
$ 967,373 $ 1,026,256 $ 1,423,898
905,728 901,728 824,971
-0- -0-- 7,840
73.,j�:1: 1,927,984 $ 2, 256 709
23 24 23
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.
SELECTED OBJECr1VES
* To reduce the frequency and length of apparatus downtime by providing frequent
.,1
preventive maintenance throughout FY190-91.
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'90-91.
* 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'90-91.
* 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 FY190-91.
* To assist in the planning and coordinating of granting applications with other
agencies in obtaining funding for the restoration and adaptive reuse of Old Fire
Station No. 2 (1401 North Miami Avenue) throughout FY'90-91.
BUDGET HIGHLIGHTS
* This request is $328,725 or 17% more than the FY190 amended budget primarily due
to an increase in personnel requirements (Group Insurance Costs).
A
J
61
FIRE RESCUE AND INSPECTION SERVICES
OPERATIONS RESCUE -
$6,402,574
DIVISIONAL BUDGET -.AND POSITION SUMMARY
Amended
Amended
Adopted
Amended
Requested'
1987-88
1988-89
1989-90
198 -90
1990-91
Persorinel Services
$ 4,513,089
$ 4,881,645
$ 4,965,322
$ 5,984,579
Operating Expenses
349,275
428,646
359,701
417,995
Capital Odtlay
-0-
-0-
-0-
-0-
Tata1
$ 4,779,509
$ 6, 402,574-
$ 5, 325 �023
5, 310, 291
$�4., 862 ; 364
Positions
92
92
92
96
DESCRIPTION
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.
SELECTED OBJECTIVES
* To maintain an on duty force of personnel equipped to respond and handle
approximately 40,000 emergency medical incidents throughout FY'90-91.
* To test eighty Rescue personnel on the Rescue Division Medical Protocol through
the Medical Director or assistants and our Training Coordinator by the end of the
fourth quarter of FY190-91.
* 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 FY190-91.
* To recertify one hundred ten (110) paramedics in advanced cardiac life support by
providing the necessary training for Continuing Education Units by the end of the
fourth quarter of FY190-91.
* To increase the number of incidents reviewed by the Medical Director and the
Quality Assurance Officer by 10% by conducting 30 Quality Assurance meetings by
the end of the fourth quarter of FY'90-91.
* This request is $1,077,551 or 20% more than the FY'90 amended budget primarily
due to additional fringe benefit requirements (Group Insurance Costs).
44
62
FIRE RESCUE IO AND INSPECTION SERVICES
FIRE PREVENTION BUREAU
$2,278,842
DIVISIONAL BUDGET AND POSITION SUMMARY
Amended Amended Adopted Amended Reglest,
1987-88 1988-89 1989-90 1 89 9-90 1990-91':'"
Personnel Services
$ 2,273,677 $ 2,431,937 $ 2,495,389 $ 2,218,360
OperatingExpenses
60,016 62,527 43,527 59 12g
Capital Outlay
4,862 1,870 1,870 1,354.
Total $ 2 , 287, 708 $ 2, 338, 5552� 496, 334 $ 2,540,786 $ 2, 27$ 842
w�
Positions
36 36 37 37
DESCRIPTION
w
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
x�
(3) Florida Statue 633,
shares responsibilities
"State Fire Marshal's Rules and Regulations." The Bureau also
for enforcement of the South Florida Building Code, Zoning
'
Ordinances, and State of Florida Department of Health and Rehabilitative Services
rules and regulations.
SELECTED OBJECTIVES
* To use professional seminars, South Florida Fire Safety Association, National Fire
I Academy courses, and Miami -Dade Community College courses to maintain State
certification and recertification of fire inspectors every three years throughout
FY'90-91.
* To inspect and enforce the fire code in twenty-five (25,000) commercial and multi -
residential buildings in the City of Miami by the end of the fourth quarter of
FY'90-91.
* To inspect all buildings under construction except single family residences and
duplexes to determine if they have complied with required codes prior to issuing
a certificate of occupancy throughout Fy'90-91.
* To provide an arson team which takes an aggressive approach to arson investigation
by providing three qualified, high level ::rained investigators on -call 24 hours
per day throughout Fy'90-91.
* To continue an aggressive approach towards the legal prosecution of persons found
to be involved in suspicious or arson fires throughout FY190-91.
* To provide ongoing training and education for the arson team members through
workshops and seminars throughout FY190-91.
BUDGET HIGHLIGHTS
* This request is $261,944 or 100 less than the FY190 amended budget primarily due
to reallocation of fringe benefit requirements.
1
63
FIRE RESCUE AND INSPECTION SERVICES
FIRE TRAINING
$829,689
DIVISIONAL BUDGET AND POSITION SUMMARY
Amended Amended Adopted Amended Requested
1987--88 1988-89 1989-90 1989-90 1990--91
Porsphnel Services $ 565,868 $ 639,669 $ 659,509 $ 716,357
i operating Expenses. 155,281 132,028 128,028 109,582
Capital:Outlay 2,836 6,593 6,593 31750
TOtal $ 857,866 $ 723,985 $ _778,290 $ 794,130 $ 8291689
Positions 9 9 10 9
r _
DESCRIPTION
j This division is responsible for improving firefighting and rescue capability through
recruitment, physical fitness, and 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.
i
SELECTED OBJECTIVES
* To conduct two recruit classes of approximately 20 each (starting time determined
by retirements and City manager approval) by the end of the fourth quarter of
FY'90-91.
* To provide 11 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 fourth
quarter of FY190-91.
* 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 fourth quarter of FY'90-91.
* To provide one week of Fire Code Safety (Fire Prevention) training for each
recruit which will meet the State requirement for In -Service Company Inspector by
the end of the fourth quarter of FY190-91.
* To provide 16 hours of Rescue Diving Training to recruit fire fighters by the end
of the fourth quarter of FY190-91.
* To provide forty additional hours of departmental training to recruit fire
fighters by the end of the fourth quarter of FY'90-91.
* To conduct a sixteen hour Hazardous Materials Class for all Fire Companies by the
end of the fourth quarter of FY190-91.
* To provide swimming skill evaluation by the end of the first and third quarters and swimming skill development by the end of the second and fourth quarters of
FY'90-91.
BUDGET HIGHLIGHTS
* This request is $35,559 or 4% more than the FY190 amended budget primarily due to
an increase in personnel service requriments.
64
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65
Department of Internal Audits and Reviews
FH191 FUNCTIONAL COST
FUNCTIONS POSITIONS COST PERCENTAGE
Administrative and
Managerial 3 $187,700 20
Internal Audits 10 602,920 62
Affirmative Action 4 168,821 18
Total 17 $ 959,441 100 --
PERFORMANCE INDICATORS
* Conducted a city-wide workforce utilization and review of employment
procedures.
* Completed data collection required tto draft updated Affirmative
Action Plan.
* Reviewed 250 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 35 discrimination investigations rendering findings and
recommendations.
* Performed 81 audits in FY190 and recovered $455,271 of additional
revenue to the City.
* Internal Audit staff assisted in the review of internal control for
the Moore Payroll/Personnel System.
66
I
INTERNAL AUDITS AND REVIEWS
AtL DIVISIONS
$959,441
DEPARIMNTAL BUDGET AND POSITION SUMMARY
Amended
Amended
Adopted
Amended
Req�iested'
1988-89
989- 0
1989-90
1990-91
Personnel Services
$ 755,415
$ 852,167
$ 846,957
$ 913,401
'at expenses
149,781
54,128
56,676
41,010
Capital Outlay
8,099
7,000
9,662
5,030
Total $ _ 1; 334, 739
$ 913,295
911,295
$ 913,295
$ 959 . 44i1
.-Positions.16
16
16
17
DESCRIPTION
The Depaztment,of Internal Audits and Reviews was established by Ordinance"No. 16071,
-"incorporating the Office of Internal Audits, and Affirmative Action. This depatment
' was also assigned the responsibility of- administering the Consent De 6-A" and
monitoring th6 Minority and Women Business Affairs and Procurement Ordinance. `This
� department insures the City of Miami's fiscal integrity and Compliance with Civil
j Rights legislation, Miami Code requirements, contract agreements,. administrative
policies and procedures.
BUDGET HIGHLIGHT'S
This request is $46,146 or 5% more than the FY190 amended budget due to the
transfer of 2 positions from Management Audits. Prior to the transfer the budget
{ was reduced by 7%.
67
INTERNAL AUDITS
AND REVIEWS
OFFICE OF THE
DIRECTOR
$188,471
DIVISIONAL,:. BUDGET AND POSITION SUMMARY
Amended
Amended
Adopted_
Amended
Requested
1987-
�988-89
ii 0 -90
8 -9
1990-91 -^
Personnel. Services;
$ 148,279
$ 253,671
$ 193,811
$ 184,093
Ope�'ating Pens _
4, 378 '
4, 378
4,378.
4, 378
Capital 'Outlay.:. '
4
=0-
-o-
-0-
-0=-
Total . ,, ., 231 66 -
152,657.
$ 258,049
188,471
Positions
r
3
3
3
3
DESCRIPTION
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.
SELECTED OBJECTIVES
* To ensure the financial integrity of the City's departmental and fiscal operations
by examining all areas of the City's financial activities.
* To ensure the implementation of the City's Consent Decree and Affirmative Action
Plan.
* To promote on -going 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.
BUDGET HIGHLIGHTS
* This request is $9,718 or 50 less than the FY190 amended budget. This decrease is
primarily due to a reduction in personnel services.
68
INTERNAL AUDITS AND REVIEWS
INTERNAL AUDIT
$614,565
DIVISIONAL BLYDGET AND POSITION SUMMARY
Amended Amended Adopted Amended Requested
98 - 8 1988-89 x2a9-3-9- 9 -9 199Q-9
Personnel Services $ 501,639 $ 469,769. $ 524,419 $ 580`454'
Operating Expenses 131,048 31,566 35,264 29,081
Capital outlay 6,099 3,388 6,050 5,030
Total $ 711,297 638,786 $ 504 723 $ 565,733 614,565
-a
Positions 10 9 9 10
DESCRIPTION
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.
SELECTED OBJECTIVES
* To perform a total of 150 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 computer -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 attain 100 percent compliance, in that all audit reports issued meet government
auditing standards.
I
BUDGET HIGHLIGHTS
* This request is $48,832 or 9% more than the FY190 amended budget. This increase
is due to the addition of 2 positions from Management Audits.
INTERNAL AUDITS AND RaIIEWS
AFFIRMATIVE ACTION
$156,405
"DTVTSIONAL ,.. BUDGET' AND POSITION SUMMARY
Positions 3 4
DESCRIPTION
Amended
1989-90
$ 128,727
17,034
3,612
$ 149,373
4
Requested
1990-91
$ 1481854
7,551
-0-
156; 405
4
The Affirmative Action Division is responsible for implementing the Affirr�ative
Action Plan adopted by the City Commission on January 11, 1978. The Division also
ensures compliance with •federal regulations pertaining to employment, rights of
minorities, women and the handicapped. Investigation and resolution of grievances
ali.eging discrimination are also assigned responsibilities. The Division administers
the provisions of the Consent Decree and provides training that reinforce equal
employment opportunity. The Division 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.'
SELECTED OBJECTIVES
* To develop a city-wide awareness of the Affirmative Action Plan update goals,
objectives and timetables.
* 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.
* To prepare special reports on achievement toward goals in specific areas of hiring
and promotion (Fire, Police, etc).
* To compile data and prepare (1) annual EEO-4 State and Local Government
Information Report for submission to the Equal Employment Opportunity Commission.
BUDGETHIGHLIGHTS
* This request is $7,032 or 5% more than the FY190 amended budget. This increase is
primarily due to an increase in personnel requirements.
70
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71
Department of Law
FY191 FUNCTIONAL COST
'
FUNCTIONS__ PQS�T,xQP1S
C05T�cc.
rir.�rv�
Administrative and
Managerial 8
$434,169
14
Legislation 2
118,144
4
Police Legal 4
296,257
10
Litigation 11
840,767
27
Commercial/Real Property 12
934,589
30
Labor/Civil Svc./Wk Comp. JL
460.849_
15
Total 45
3 084,775
100
P�$�ORMANCE II�I[WCA DR -
II*
Defended approximately 66 Worker's
Compensation claims.
i * 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.
T LAW
$3,084,775
j
1 DEPAR IV'Fi , AL BUDGET AND POSITION SUMMARY
Amended Amended Adopted Amended Requested
19$7=88 1988-89 1989-90 1989-90 1590-91
PersonnelServices $ 2,590,782 $ 2,714,442 $ 2,6741442 $ 2,506,;822
ating.Expenses 505,768 545,768 585,768' 511,953 '
I
Capital,outlay 18,120 71,000 71,000 06,000'
Total: $` `3,114,670 $ 3,114,670 $` 3331,210 $ 3,331,210 $ `3,084775,
Fesitons 45 - 48 50 45
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.
SELECI7ED 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.
j * To prepare over 100 ordinances and 500 resolutions.
* To review approximately 700 contracts and leases for use of City facilities and
procurements 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 from the public.
BUDGET HIGHLIGHTS
1
* This request is $246,435 or 7% less than the FY'90 amended budget, due to a
reduction in 5 positions.
* This department generates revenue of $300,000 to the General Fund.
73
FUNCTIONS
Administrative and
and Managerial
Formulating, Coord. and
Evaluating Budget
Budget Monitoring and
Projection
Revenue/Forecasting
Total
Department of Budget
FY191 FUNCTIONAL, COST
POSITIONS
COST
(PERCENTAGE
2
$135,754
10
8
584,655
43
5
361,639
26
4
_ 294,100
21
19
$1,376,148
100
�,,•:-,, PERFORMANCE INDICATORS
Received the Government Finance Officers Association's Award for
Distinquished Budget Presentation.
* Prepared legislative items amending the annual appropriation
ordinance relative to revenue and expense adjustments.
* Allocated over 18,304 hours for preparing annual revenue ,and
expep.d3 *9, , .prof ections.
* Spent over 4,160 hours updating and maintaining the position control
system.
* Spent over 22,280 hours on the budget development process.
* Assisted the Departments of Computers, Finance, and Personnel with
the implementation of the Moore System.
* Prepared 8 monthly expenditure projections to forecast the status of
departmental budgets.
* Prepared 9 monthly revenue analysis for the General Fund.
* Based on the new Interim Proprietary Fees, the City realized
revenues of $200,000.
* Established a task force with the City of Miami Police Department to
recover revenues relative to delinquent parking citations.
74
BUDGET
$1,376,148
DEPARTMENTAL BUDGET AND POSITION SUMMARY
Amended Amended
Adopted
Amended
1987-88 1988-89
1989-90
1989-90
Personnel Services
$ 1,256,025 $
1,283,868
$ 1,283,868
Operating Expenses
202,963
167,214
167,214
Capital Outlay
16,454
24,360
24,360
Total
$ 2,269,861 $ 1,475.442 $ 1,475,442
.1, 475, 442
Positions
22
22
22
DESCRIPTION
Requested
1990-91
$ 1,189,826
164,962
21,360
$ 1,376,149
19
The Department of Budget is responsible for the formulation, preparation and
"j evaluation of the City budget. It provides budgetary control through constant
j monitoring of current and forecasting of future fiscal operations for all funds. The
major responsibilities include: monitoring all legislation authorizing appropriations
:w 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.
SELECTED OBJECTIVES
* To prepare and distribute a budget estimate for FY192 by July 31, 1991.
* 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 citywide.
l * To refine the functional cost system approach for selective operations by the third
1 quarter.
* To prepare gap analysis which anticipates revenue expenditure imbalances.
* To insure the monthly reconciliation of FAMIS reports to improve the accuracy of
j financial reports.
* To develop impact analysis which estimates the budgetary effects of a policy or
external change (such as a collective bargaining agreement).
I
BUDGET HIGHLIGHTS
* This request is $99,294 or 7% less than the FY'90 amended budget due to a reduction
in positions.
I
01,
J, 75
Department of Parks, Recreation and Public Facilities
FY191 FUNCTIONAL COST
1 FUNCTIONS
POSITIONS
COST
PERCENTAGE
Administrative and
Managerial
14
$493,733
5.
Day Care
13
628,203
6
Handicapped
4
168,307
2
i
Parks Maintenance Oper.
72
5,858,380
54.
i
Recreational Programs
45
3,594,380
33
Total.
148
$10,743,003
100
PERFORMANCE
INDICATORS
* Pro,,Ided organized recreational programs for over 21,000 Miami
residents.
* Mowed andmaintained in excess o,f 3,000 acres of City owned parks
per year.
* Pruned and cared for 1,560 trees located in City owned parks.
* Staffed and operated 10 city swimming pools.
* Continued implementing 9 formal recreational programs for the
physically disabled.
Provided and staffed 7 City Child Day Care Centers.
* Cared for and'maintain-�d the City's historic cemetery.
'76
PARKS, RECREATION AND PUBLIC FACILITIES
ALL DIVISIONS
$10,743,003
DEPARTMENTAL BUDGET AND POSITION SUMMARY
Amended Amended Adopted Amended Requested
1987-88 1988-89 1989-90 .1989-90 1990-91
Personnel services $ 7,185,164 $ 7,391,383 $ 7,391,383 $ 6,944,473
Operating Expenses 3,343,551 3,434,690 3,434,925 3,756,361
Capital Outlay 275,410 58,973 58,738 42,169
11 Total $ 10,158,986 $ 10t804L125 $ 10,885,046 $10,885,046 $10,743,003
Positions 143+10PT 156+10PT 157+10PT 140+8PT
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
comnunity on a seven days -per -week basis throughout the year.
BUDGET HIGHLIGHTS
* This request is $142,043 or 1% less than the FY'90 amended budget. This decrease
II is primarily due to reductions _1J_n_ -salaries due to position reductions. The true
decrease before reallocation of Pension, Self Insurance, and Internal Service
charges is 5%.
* This department generates revenue of $862,625 to the General Fund.
* This department is responsible for administering the $8 million Citywide
Neighborhood Parks Renovations Project using Bond funds.
* This department is provided funds in the amount of $1,256,007 to hire temporary
employees (between 300 to 350) to support all programs throughout the year.
I
77
PARKS, RECREATION AND PUBLIC FACILITIES
OFFICE OF THE; DIRF'CTOR
$493,733
DIVISIONAL BUDGET' AND POSITION SUMMARY
771
Amended Amended
Adopted
Amended
Requested
1987788 1988-89_
1989-98
1989_ 90
1990-91
Personnel Services
$ 379,416
$ 294,122
$ 294,122
$ 390,850 s
Operating E>tpenses
105,091
115,176
115,176
89,201
Capital Outlay
3,178
7,000
7,000
13,682
Total
728 G24
$�_, ��487,.685_
_._
$. _._ 41G 298
416,298
$ 493, 733
Positions
10
14
17
14
DESCRIPTION
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.
SELECTED OBJECTIVES
* 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 begin development of a new City Youth Center.
* To oversee administratively, the $8.3 million Citywide Neighborhood Parks
Renovation Program and achieve, with the assistance of the Public Works
Department, 90o completion of the program.
* To prepare and submit a minimum of five (5) grant application requests for State,
Federal or Foundation funds.
* To expand this Department's success in securing private sector support for the
City's Adopt -a -Park Program beyond the FY190 level.
BUDGET HIGHLIGHTS
* This request is $77,435 or 19% more than the FY190 amended budget. This increase _.
is due primarily to the reallocation of administrative costs.
Lr+4
+.wd
78
PARKS, RECREATION AND FUBLiC
CEMETERY
$55,811
DIVISIONAL BUDGET AND POSITION SUMMARY
Amended Amended Adopted
Amended
1989-90
Requestc�a
1990-91
1987-88 1988-89 1989-90
xxsonn6l Seryices`
8 2 992 $ 43,013 $
$ 2
43,013
11,444
$ 441367
11,,444 -
i6Y�tlrig.Expenses;'
,992 11,013
444
-O-
-0-
-0-
ipital "Outlay
-
'�-
�tal'
$ 81,3G4 $ 94�436 $ $
54,457
$ 55>811
jSitions
DESCRIPTION
This division is responsible for day-to-day maintenance of the C t ' cemetery located
at 1800 N.E. 2nd Avenue. This responsibility includes mowing, 1
general
upkeep as well as coordinating all provisions for internment.
SELECTED OBJECTIVES
* To perform general landscape maintenance in the cemetery (10 acres)-
* To handle approximately 15 internments/disinternments per Yam-
* To maintain clerical records on 10,165 grave sites.
BUDGET HIGHLIGHTS
* This request is $1,354 or 2% more than the FY190 amended budget, primarily due to an
increase in personnel services.
a
79
t
PARKS, RECREATION AND PUBLIC FACILITIES
a1ILD DAY CARE
$628,203
DIVISIONAL BUDGET AND POSITION SUMMARY
Amended Amended
Adopted
Amended
Requested
1987-88 1988-89
1989-9.0
1989-90
199091
1�ers666el Services
$ 566,395
$ 548,483 $
548,483
$ 471,391
OpeYating;Expenses
135,614
138,975,
139,210
148,240
,'Capital Outlay
6,482
6,482
6,247
8,572 �-
mota7'
$520t287 $ 708,491
$ 693,940 $
$ 628,203
693,940
Positions
7+10PT
7+10PT
7+10PT
S+8FT ✓
DESCRIPTION
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).
SELECTED OBJECTIVES
* 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 sev-n (7) City Child Care Centers.
* To schedule vision, hear ig and speech testing through the Florida Developmental
Learning Resource Center fi::)r all 3-5 years old.
* To maintain records of family income for each child participant in the hot
breakfast and lunch program.
BUDGET HIGHLIGHTS
* This request is $65,737 or 9% less than the FY'90 amended budget. This decrease
is primarily due to a reduction in positions.
80
PARKS, RECREATION AND PUBLIC FACILITIES
Amended Amended Adopted Amended Requested
1987-88 1988-89 1989-90 1989-90 1950-21
$ 3,000,439 $ 3,108,350 $ 3,108,350 $2,949t107
2,025,127 2,135,758 2,135,758 2,, 316
-0- -0- --0- 2, 903
+ Total $ 4,801,599 $.5.025.5G6 $ -5.,244,108 $ 5,244,108 $ 5,504,326
Positions 74 77 77 71
1
DESCRIPTION
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.
Y1 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 provide effective design and development of all City parks including scheduling
of such responsibilities as mowing, removal of trash and debris, planting of shrubs
and upkeep of physical facilities.
* 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.
i * To provide for safe swimming, picnicking, sailboarding, etc. at the only City owned
I beach during the Summer months.
* To provide qualified lif juard services for the beach during summer months.
* To provide year-round ir-zintenance and upkeep of picnic grounds, trails and other
beach facilities.
* To collect at least $90,000 in revenues for Virginia Key Beach Park Summer usage.
BUDGET HIGHLIGHT
* This request is $260,218 or 5% more than the FY'90 amended budget. This increase is
primarily due to increases in Internal Service Charges (Property Maintenance).
PARKS, RECREATION AND PUBLIC FACILITIES
RECREATION
$3,892,623
DIVISIONAL BUDGET AND POSITION SUMMARY
Amended Amended Adopted Amended Requested
12 7-88 1988-89_ 9 - 0 19-89-90 1990-991
Personnel Services ; $ 3,004,822 $ 3,1.97,327 $ 3,197,327 $2,926,835
Operating Expenses 1,062,208 1,028,499 1,028,499 950,322
Capital Outlay 265,750 45491 45,491 15,466
Total' $ 3,994 113 $__ ,332,780 _ 4,271,317 $ 4.271,317 $ 30892,623
Positions 51 50 49 45
DESCRIPTION`
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
accommodate youth, the handicapped and senior citizens in the areas of music, sports,
arts and crafts, and specialized seasonal activities.
SEI ECI'ED OBJECTIVES
* To continue providing no less than five different recreational activities on a
weekly basis at no less than 30 facilities for a minimum of 50 participants per
week per site.
* To expand existing year round cultural activities by 10% from an average 21 total
programs per week to 24 per week in seven different facilities.
' `To promote aquatic programs at ten swimming pools for the period of mid May through
September and at two facilities year round; including no less than thirty (30)
learn to swim, three lifesaving courses, including health, safety and C.P.R.
classes.
* To develop no less than four competitive swimming teams of members each for juniors
and seniors at our two year 1-ound pool facilities.
* To expand the existing aft,_ school programs by 40% from an average five sites per
week to seven sites per weep..
* To expand existing adult athletic league activities (baseball, softball, basketball
and volleyball) by increasing total year round participation by 10% from
approximately 1,000 to 1,100 rxirticipants.
BUDGET HIGHLIGHTS
* This request is $378,694 or 9% less _than the FY190 amended budget. This decrease
is primarily due to a reallocation of Pension and Self Insurance charges and
position reductions.
82
PARKS, RECREATION AND PUBLIC FACILITIES
HANDICAPPED
$168,307
DIVISIONAL BUDGET AND POSITION SUMMARY
Amended Amended Adopted Amended Requested
1987-88 1988-89 1989-90 1989- 0 1 -9
Personnel Services $ 151,100 $ 200,088 $ 200,088 $ 161,923
Operating Expenses 4,067 4,838 4,838 4;838
Capital 'outlay -0- -0- -0- 1►546
Total 136 985 $ 155w167 $ 204 926 20$ 168,307
Positions 5 7 6 4
N�
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
community 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 community recreation
programs throughout Miami.
SELECTED OBJECTIVES
* To continue to serve as the City's Liaison for ensuring compliance with all federal
and state legislation regarding accessibility as well as other laws affecting the
disabled.
* To continue implementing recreational programs for the physically disabled on a
weekly basis serving between 8 to 12 participants in each activity.
* To establish a corps of no less than 50 volunteers for assisting with concession
sales of food, soda ind beer at major special events such as concerts and
festivals, in an effort to generate no less than $5,000.
* To continue implementing the "Pride In Miami Parks" Adopt -A -Park project; making
presentations to no less than 5 corporate groups in seeking financial support for
1 the Handicapped Division in an effort to generate no less than $5,000.
* To coordinate and implement the Fourth Annual City of Miami (Edward James Olmos)
Golf Classic for no less than 124 golfers and 2 major sponsors thus obtaining
financial support for the programs in an effort to generate no less than $15,000.
BUDGET HIGHLIGHTS
* This request is $36,619 or 18% less than the FY190 amended budget. This decrease
is primarily due to a reduction in positions.
FIX
Department of Personnel Management
FY'91 FUNCTIONAL COST
FUNCTIONS POSITIONS COST PERCENTAGE
Administrative and
Managerial 5 $188,229 10
Applicant Processing 3 87,239 5
Classification and Pay 4 271,074 14
Medical - 28,683 2
Records Maintenance 5 241,415 13
Recruitment and Selection 5 384,396 20
Test Validation/Training 4 321,798 17
Labor Relations 3 349,543 19
Total 29 $1,_8721_377 100
PERFORMANCE INDICATORS
Implemented a Firefighter recruitment program designed to inform City
residents of this employment opportunity and upgrade the caliber of
applicants recruited. As a result of this effort, recruited a total
of 935 individuals, tested 719 and established a register with 463
eligibles.
* Recruited 129 Police Auxiliary Officer applicants tested 100 and
established a register. with 74 eligibles.
* Revised the employmen application to facilitiate the ease of data
entry upon the implementation of the Moore System and to make it more
comprehensive.
* Coordinated the following Affirmative Action Task Forces: 1)
Recruitment and Selection 2) Benefits and 3) Wage and Salary in an
effort to provide input to the revision of the City's Affirmative
Action Plan.
* Implemented background investigation procedures for all new
employees.
84
PERSONNEL MANAGEMENT.
$1,872,377
DEPARIMENTAL BUDGET AND POSITION SUMMARY
Amended Amended Adopted Amended -'Requested
1987-88 1988-89 1989-90 1989-90 1990 §1.-
........... I ........... . ......
Services 1,365,038 1,450,448 1,443,938 .$ 1'.574?,
K)tpenses. 324,065 236,618 236,618 280 058,
�.:,_."!Copital'butlay 10,737 12,774 19,284 1181204
1,869,883 34 646
Positions
28 28 29 29
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, prescreening, 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 OBJECTIVES
* TO input data from 9,000 job applications accurately.
* To automate 4 compensation functions under the Moore System including 8 salary
schedules.
* To assure that 320 class specifications comply with Fair Labor Standards and
E.E.O.C. employment requirements.
To process approximately 1,200 documents for City employees returning to work from
line of duty injuries and/or personal illness/injuries.
To continue to provide training and hands-on instructions to those departments
currently on line.
To increase productiv:ty through the development of a systematic approach to
creating, updating, retrieving and storing records.
To develop and maintain quality recruitment programs to meet the city's present and
future manpower needs.
BUDGET HIGHLIGHTS
This request is $172,537 or 10% more than the FY190 amended budget due to this
department absorbing the function of Labor Relations from the City Manager's
Office. The true decrease before absorbing the Labor Relations function is 7%.
A 85
Department of Planning, Building and Zoning
Planning Division
FY191 FUNCTIONAL COST
FUNCTIONS POS ImiQNS
Administrative and
Managerial 3
Hearing Boards 1
Planning Data and Analysis 3
General Planning 6
Support Services g
Zoning Code Administration 2
Total 24
K01-114
$244,608
37,057
179,922
569,574
401,982
107,345
PERF_Q-M-NCE _INDICATORS
iU a ; "40-1'-I
16
2
12
37
26
7
100
* Initiated a review of Zoning Ordinance 9500 to bring it into
consistency with the City's Comprehensive Neighborhood Master Plan.
* Prepared general design guidelines for buildings in the Downtown
area.
* Coordinated the 1990 Census for the City of Miami.
* Prepared and monitored Development Orders for Major Use Special
Permits and Developments of Regional Impact.
* Monitored Environmental Preservation Districts in the City of Miami.
86
0
PLANNING, BUILDING AND ZONING
Planning
$1,540,488
DIVISIONAL BUDGET AND POSITION SUMMARY
Amended Amended Adopted Amended Requested
1987-88 1988-89 1989-90 1989-90 1990-91
$ 1,446,306 $ 1,485,063 $ 1,485,063 $ 1,3981553
159,107 120,350 120,350 119,935
25,910 25,910 25,910 22,000
$ 1,631,323 $ 1,631,323 $ 1,631,323 $ 1,631,323 $ 1,540 488
26 26 26 24
DESCRIPTION
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.
j SELECTED OBJECTIVES
1
* To provide land -use controls for the future development and redevelopment of the
city.
* To provide the most accurate and detailed information and analysis on City
population, socio-economic characteristics and land use.
l * To revitalize neighborhoods through physical and economic development planning.
j * 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 prepare a comprehensive growth management plan for the Miami River.
* To monitor the Brickell Promenade Plan.
BUDGET HIGHLIGHTS
* This request is $90,835 or 6% less_ than FY190 amended budget due to a reduction of
two positions.
* This department generates revenue of $281,365 to the General Fund.
87
r.:
Department of Police
FY'91 FUNCTIONAL COST
Administrative and
Managerial 11
Office of Professional
compliance 3
Media Relations 6
Inspections 4
Criminal Investigation
Division 3
$ 592,246
161,698
348,202
206,120
170,655
criminal Investigation
Section
126
6,601,223
8
Special Investigation
Section
45
2,368,550
3
Internal Affairs Section
39
2,082,066
3
Investigative Support
Section
63
3,311,844
4
Field Operations
3
155,009
-
Task Force
44
2,410,083
3
Patrol.Central
216
11,316,412
14
Patrol North District
167
9,014,815
11
Patrol South District
210
1.0,833,835
13
Field Support Section
1.94
10,375,084
13
..Community Relations
55
2,914,650
4
Administration Division
5
352,991
-
Communications Section
114
5,787,799
7
Support Services Section
63
3,369,607
4
Personnel Resource Mgt.
111
5,525,671
7
Property Resource Mgt.
56
2,782,407
3
Business Management
Section
25
_1_,_319_, 033_
?
Total
1_�563_
82�.000.000
100
PET3FORMANCE INDICP�_'QRS_
* Effected 54,013 felony, misdemeanor, City and
County ordinance
arrests, a 9.7% increase.
* Effected 1,964 arrests for
Driving Under the
Influence, a 27%
increase.
* Issued 124,773 summons,
a 3.8%
increase.
* Cleared 84.4% of all
homicides,
a 12.7% increase.
* Cleared 72.18% of
all assigned Sexual Battery
cases, a 30.18%
increase.
* Cleared 84.1% of all
assigned Child Abuse cases, a 6.7% increase.
* Seized 838 kilos of
cocaine,
48 lbs of marijuana
y
and 376 grams of
heroin by Special Investigation personnel conducting investingations
of narcotics traffickers. In
addition, $150,703 in
U.S. currency, 1C
vehicles, 24 firearms
and 1 vessel were confiscated.
-�
88
BUDGET HIG-11�GHTS
* This request is $75,283 or '1% more than the FY190 amended budget primarily due to
increases in operating expenses (Internal Service charges).
90
POLICE
OPERATIONS
$58,319,519
DIVISIONAL BUDGET AND POS3ITION SUMMARY
Amended Amended Adopted Amended Requested
1987-88 L988 89 1989-90 1989-�90 1990-9
Personnel Services $ 53 G13,659 $54,GG1,885 $ 54,G54,885 $ 57,577,796
O'eratiiig Expenses 741;723 141,723 741,723 741,723
Capital;dutlay -0- -0- -0- 0
Total 94 OG 48,0 s5 4,355,38Z $- 403,GOS $ 55,39G,608. 558 319,5�9
Positions 1114 1102 1102 1102
DESCRIPTION
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.
{ SELECTED OBJECTIVES
* To respond to over 85% of all calls for P(-)lice service within allotted time
criteria.
i
* To identify and apprehend over 17,400 felony and over 25,000 misdemeanor offenders
through Directed Patrol Activities, responding to calls for service and preventive
patrol.
} * To arrest 432 D.U.I. offenders.
* To plan, staff, and evaluate 75 major special events, including parades, festivals,
stadium events, and races.
* To develop and maintain a mechanism to effectively deal with the ever -changing
I crime -related problems confronting the Police Dapartment and the community.
* To contact several hundred residents and businesses in an attempt to increase
involvement in crime watch activities.
BUDGET HIGHLIGHTS
* This request is $2,922,911 or 5% more than the FY190 amended budget as a result of
increases in Group Insurance cost, hazardous duty pay, overtime payments and full
"l funding for accelerted hiring of sworn personnel.
91
POLICE
ADMINISTRATION
$22,482,244
DIVISIONAL BUDGET.AND
POSITION SUMMARY
Amended Amended
Adopted
Amended
Requested
1987-88 1988-89
1989-90
1989-90
1990-91
'Personnel Services
$ 13,347,109 $
14,420,307
$ 14,420,307
$15,594,060
Operating E)cpenses
6,314,582
6,602,131
6,625,131
6,743,184
Capital Outlay
120,000
120,000
135,000
145,000
Total
$ 21,796,979 $ 19,781,691 $
21,142,438
$ 21,180,438
$22,482,244
Positions
395+5PT
421+5PT
436+5PT
432+5PT ~�
DESCRIPTION
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 communications both internally and externally; (5)
the drafting of City ordinances and resolutions; and (6) the development of public
awareness programs.
SELECTED OBJECTIVES
* To complete 516 background investigation files on Police Officer applicants (avg.
43/month).
* To process 25,000 property receipts listing all property entering the Property Unit.
* To process over 1,500 Annual Evaluation Reports (Avg. 125/month).
* To answer 90% of all half a million incoming 911 phone calls within 10 seconds of the
call initiation.
• To answer 936,000 incoming telephone requests for (Emergency and Non -Emergency) service
and information from citizens.
* To process 338,834 incidents requiring police service as results of citizen requests.
* To dispatch 247,608 incidents esulting from citizens requests for police service to
field units.
* To dispatch 103,616 incidents of self initiated police activity by field units and -
provide the required support services.
* To enter 131,698 police incident reports into the C.A.R.E. System.
* This request is $1,301,806 or 6% more than the FY'90 amended budget, due to salary and
fringe benefit increases.
92
93
Department of Public Works
FY'91 FUNCTIONAL COST
COST
PERCENTAGE
Administrative and
Managerial
13
$788,946
6
Construction/Admin.
16
1,014,289
8
Inspections
14
835,287
6
Environmental Engineering
16
873,271
7
Highway Design
4
335,136
3
Operations/Admin.
5
298,500
2
Operations/Sidewalk
and Sewer Maintenance
13
616,321
5
Operations/Street and
Right of Way Maint.
35
2,123,973
17
Operations/Tree Trimming
6
302,725
2
Operations/Stormwater
Maintenance
16
907,316
7
Special Projects Design
10
604,789
5
Street Lighting
_
_ 4,155,000
32
Total
148
$12,855,553
100
PERFORMANCE INDICATORS
* Processed 3,775 requests from citizens for service.
* Issued 1,100 utility excavation permits.
* Acquired $2.75 million in grant funds.
* Resurfaced 22 miles of streets.
* Replaced 3,100 flags of sidewalk.
* Mowed 500 acres of parkways on a regular basis.
* Removed 25,800 illegal signs from the right-of-way.
94
PUBLIC WORKS
ALL DIVISIONS
$12,855,553
DEPARTMENTAL BUDGET AND POSITION "SUMMARY
Amended Amended Adopted
Amended
Requested
1987-88 1988-89., 1989-0
1989�-90
1990-91
Personnel Services $ 7,102,382 $ 7,190,874
$ 7,191,051
$ 7,014,588
operating Expenses 1,454,929 1,486,244
1,486,067
5,829015
n
Capital Outlay
31,440 13,540
13,540
11,250 "
Total
9,136,886 8,588, 751 90,658
8 690 658
$12, 855, 553
i
Positions
168 167
167
148'
DESCRIPTION
The Department
of Public Works is responsible for the planning, design and
inspection
+vl
of all capital
improvements, construction, maintenance of streets, drains
and public
rights -of -way.
Additionally, this department implements and
administers
the City 's
1
street lighting
system.
BUDGET HIGHLIGHTS
l* This department generates revenues of $11,863,819 to the General Fund.
I
* This request is $4,164,895 or 48% more than the FY190 amended budget, primarily due
to transferring Street Lighting costs of $4,155,000 from Special Programs and
Accounts to the Public Works Department.
* Excluding Street Lighting, the FY191 budget is $9,895, or 1% more than the FY'90
amended budget.
95
PUBLIC WORKS
OFFICE OF THE DIRECTOR
$566,305
DIVISIONAL BUDGET AND POSITION SUMMARY
Amended Amended Adopted
Amended
Requested
1987-88 1988-89 1989-90
1989-90
1990-91
Personnel Services
$ 316,278 $ 313,408
$ 313,408
$ 439,522
Operating Expenses
153,695 110,918
111,157
120,033-
Capital Outlay
16,940 6,940
6,940
6,750_
Total
$542,300 S 486,913 $ 431,266
$ 431 505
$ 566,305
Positions
5 5
9
9
DESCRIPTION
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 minimum 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, improvement and repair of all public
works under the authority of the Director.
SELECTED OBJECTIVES
* To establish, promulgate and enforce rules and regulations governing construction
within 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 19 Special Projects Section projects,
j� worth $9,116,900; approximately 4 Highway Section projects worth $4,850,000; and
! approximately 21.Environmental Engineering Section projects worth $26,915,500.
y* To process special assessments for an estimated amount of $2,500,000.
BUDGET HIGHLIGHTS
* This request is $134,800 or 31% more than the FY'90 amended budget primarily due to
reallocation of Pension, Self Tnsurance and Internal Service charges.
96
PUBLSC WORKS
CONSTRUCTION
$1,807,651
Amended
Amended
Adopted
Amended
Requested
1987-88
1988 -89
1989-90
1989--90
1990--91-
Pexsonnel Services
$ 1,575,830
- $ 1,798,173
$ 1,798,350
$ 1,657,376
Operating Expenses
196,544
172,858
172,362
150,275
capital Outlay
-0-
-0-
-0-
-0-
Total
$ 1,863,741
$ 11970,712
$ 1,807;651
$ 1L772,374
$ 1t971,031
,.
Positions 40 35 34 31`
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 completed 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.
SELECTED OBJECTIVES
* To continue efforts to reduce by 2% the construction time on projects by:
a. Reducing contractor delays by obtaining better cooperation from utility
companies on our highway 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 ivision assuming more authority in authorizing 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.
* To provide ongoing inspection of sidewalk cafes.
BUDGET HIGHLIGHTS
* This request is $163,061 or 80 less than the FY'90 amended budget due to decreases
in personnel services.
97
PUBLIC WORKS
DESIGN
$5,798,648
DIVISIONAL BUDGET AND POSITION SUMMARY
Amended Amended Adopted
Amended
Requested
1987-88 1gg8-9 1989-90
1989-90
1990-91
Personnel Services
$1,980,143 $1,761,052
$ 1,761,052
$ 1,421,584
Oper6ting Expenses
182,855 48,259
48,214
40771064
Capital Outlay
-0- 1 ,000
1,000
-0-
Total
2, 345, 594_ $2� 162, 998l 810 311
$ 1,810 �266
$ 5,79648
Positions
34 33
31
24
DESCRIPTION
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.
SELECTED OBJECTIVES
* To provide full width development, including drainage and landscaping, for the
City's 662 miles of streets.
* To complete 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 Storm Drainage Master Plan.
* To prepare storm drainage construction plans for 3.0 miles of City maintained
streets in areas of critical need, separate and apart from streets designated for
street rebuilding.
* To design $6,000,000 worth of storm drainage improvements.
* To issue 800 underground utility permits generating $100,000 in fees.
BUDGET HIGHLIGHTS
* This request is $3,988,382 or 220% more than the FY190 amended budget due to the
transfer of Street Lighting costs from Special Programs and Accounts to this
division.
01-61
PUBLIC WORKS
OPERATIONS - GENERAL
$2,988,806
DIVISIONAL, BUDGET AND .POSITION SUMMARY
Amended Amended Adopted Amended Requested
1987-88 1988-89 1989-90 1989-90 1990-91
Personnel Services $2,454,609 $1,995,970 $ 1,995,970 $ 21187,702
Operating, Expenses 577,746 752,880 752,880 796,604
Capital Outlay 3,200 3,200 3,200 4,500
Total $ 4f385,401 $3,035` 555 $2 752 050 $ 2,752,050 $ 2,988.1806
Positions G8 G3 G1 53
j
y, DESCRIPTION
To provide the leadership and direction to accomplish a work program that will keep
the City Is 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.
One hundred ninety-five (195) fixed street -end barricades located at canals, the bay,
railroad crossings and dead end streets are continually checked and maintained. To
maintain and place approximately 400 portable barricades of various types adjacent to
any hazardous condition that occurs within the public rights -of -way.
SELECTED OBJECTIVES
* To reduce pavement failures in streets and alleys by resurfacing pavement on a 15
year basis (35 to 40 miles of streets or equivalent).
* To prune some 8,000 trees to clear vision obstructions, growth of trees over
private property, remove coconuts or seed pods and hazardous limbs from public
1 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 3,000 or more requests made by property owners for such items as
filling potholes, plac.:ng fill, grading parkways, trimming trees, cleaning storm
1 sewers, mowing parkways, and recovering articles lost or dropped in storm inlets.
* To reduce potential flooding by cleaning 28 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 t.imes 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 or even
recovering articles dropped into storm sewer inlets.
BUDGET HIGHLIGHTS
* This request is $236,756 or 9% more than the FY'90 amended budget primarily due
to reallocation of Pension and Self Insurance charges.
PUBLIC WORKS
STORMWATER U.FILJTY
$1,694,143
DIVISIONAL BUDGET AND POSITION SUMMARY
Amended Amended Adopted
Amended
Requested
1287-88 1988-89 1989=90
1989-90
1990-91
onnel.Services
$ 775,522 $1,322,271
1,322,271
$ 1,308,404
OperatibYJ nq)enses
344,089 401,329
401,454
385,739
qapiiai outlay
11,300 2,400
2,400
-0 $ 3 0, 9 I.L, $1 726 CLOO
$��691434�
$ 1,726,125 .
Positions 21 31 32 31
DESCRIPTION
This division provides a Stormwater 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 sufficient records of all persons using the services and facilities of the
Stormwater Management System.
SELECTED OBJECTIVES
• 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 $5,000,000.
• To maintain a computerized billing file on all impervious areas for approximately
80,000 parcels.
• To retrofit 5 existing stonTwater basins.
BUDGET HIGHLIGHTS
This request is $31,982 or 20 less than the FY 190 amended budget due to a
reduction in personnel requirements.
V44
100
SPECIAL PROGRAMS
AND ACCOUNTS
AMENDED
REQUESTED
BUDGET
BUDGET
FYI 90
FY' 91_
CHANGE
Employee Benefits
Employee Award
$ 23,000
$ 23,000
$
-0-
Severance Pay
2,106,000
3,050,114
944,114
Unemployment Compensation
62.000_
62,000
-0-
Subtotal
$2,191,000
$3,135,114
$
944,114
Special Services
Sister Cities Program
$ 75,000
$ 75,000
$
-0-
Adminstration of Community Programs
194,120
-0-
(194,120)
Pension Consultant
60,000
-0-
(60,000)
Dade League
10,200
10,200
-0-
External Auditing Fees
250,000
248,000
(2,000)
Florida League Travel
415
2,000
1,585
Florida League
12,400
12,400
-0-
�J al Services
10,000
10,000
-0-
Legislative Liaison, General
227,750
258,000
30,250
National League of Cities
10,185
10,185
-0-
U.S. Conference of Mayors
81000_
8,000
-0-
i
Subtotal
$ 858,070
$ 633,785
$
(224,285)
Reserve for Fixed and Sun_cb3�
International Artist Series
$ 15,000
$ -0-
$
(15,000)
Matching Funds for Grants
2.21�700
-0-
(221,700)_
Subtotal
$ 236,700
$ -0-
$
(236,700)
101
SPECIAL PROGRAMS AND ACCOUNTS
AMENDED REQUESTED
BUDGET BUDGET
FYI 90 FYI 91 CHANGE
Internal Services
General Administration Building
Heavy Equipment Maintenance
Utilities
Custodial
Property Maintenance
Communications Maintenance
Print Shop
Custodial
Fleet Management
Property Maintenance
Dinner Key Office Buildings
Property Maintenance
Utilities
Print Shop
Municipal Justice Building
Custodial
Property Maintenance
Leased Properties -Property Mai.ntPnance
Fleet Replacement
Subtotal
Contributions
Contributions -
Purchasing
Gusman & Olympia Ent. Fund
Fire Rescue Special Revenue Fund
Off Street Parking
University of Miami
Building and Zoning
Solid Waste
Group Insurance Subsidy
Manuel Artime Community Center
Rouse Trust Fund
Subtotal
Special Community Programs
Beautification Committee Program
Subtotal
$ 5,000
$ 5,000
$ -0-
132,000
132,000
-0-
70,000
-0-
(70,000)
225,000
175,000
(50,000)
1,663,332
1,501,084
(162,248)
174,035
173,535
(500)
50,000
-0-
(50,000)
593,835
7,896
(585,939)
357,936
173,119
(184,817)
428,104
350,000
(78,104)
70,600
70,600
-0-
60,000
60,000
-0-
35,000
-0-
(35,000)
75,000
75,000
-0-
80,000
-0-
(80,000)
700,000
-0-
(700,0001
$ 4,719,842 $ 2,723,234 $(1,996,608)
$ 530,401
$ 682,058
$ 151,657
125,000
-0-
(125,000)
796,247
673,939
(122,308)
111,600
111,600
-0-
71,000
-0-
(71,000)
986,342
-0-
(986,342)
10,000,000
10,277,812
277,812
1,430,000
2,105,142
675,142
602,384
447,108
(155,276)
_ 48,750
48,750
-0-
$14,701,724 $14,346,409 $ (355,315)
8 -0- $ (9,000)
$ 9,000 $ -0- $ (9,000)
102
SPECIAL PROGRAMS AND ACCOUNTS
Miscellaneous
Metro Miami Action Plan
Delinquent Tax
National Black Caucus
Liga Contra El Cancer
Contingent Fund
Miami Congressional Workshop
Reimb. for Official Functions
International Salsa
Employee Drug Screening
Pre -employment Physical
Reimbursement - Abandoned Cars
Gibson Memorial Oratorical
Commission on Status of Women
Book Fair
Street Lighting
Grovites United
Coconut Grove Playhouse
Special Events
Aviation Avenue Building
Financial Services
Loan Carey Technical
LHDA (Maximo Gomez Park)
Kizomba
Debt Service - Parks Bonds
Contribution to Note Fund
Bay of Pigs Veterans Assoc.
Overtown Advisory Board
Reserve - Self Insurance
Affirmative Action Plan
Coconut Grove Care
International Trade Promotion
Minority & Women Business Affairs
Industrial Engineering
Management Audits
Strategic Planning
Office of Professional Compliance
Bay Front Park Trust
Comprehensive Planning Consultant
Set Aside Ordinance
Sunshine State Bonds
Economic Consultant
Miami New World Center
Special Assesment District Taxes
Employee Training
Gran Prix
Gratelli
Subtotal
Total
AMENDED
BUDGET
FY' 90
$ -0-
50,000
25,000
43.6, 722
15,000
75,000
50,000
30,000
65,000
20,000
15,000
25,000
75,000
4,155,000
2,280
50,000
200,000
500,000
100, 0O0
100,()()0
35,000
50, 0O0
786,360
15, 735, t346
25,000
31,785
1, 000, 0O0
45,000
20,000
681,195
188,703
703,463
480,000
442,052
231,437
245, 3f;2
78,000
125,000
612,756
48,000
50,000
56,000
20,000
1.5,000
----15,000
$ 27,689,9'od
103
$ 90,669
100,000
-0-
-0-
758,867
-0-
75,000
-0-
30,000
65,000
-0-
-0-
-0-
-0-
-0-
-0-
-0-
500,000
-0-
-0-
-0-
-0-
-0-
-0-
-0-
-0-
1,300,000
-0-
-0-
450,000
-0-
-0-
-0-
-0-
-0-
245,382
-0-
-0-
1,163,814
-0-
-0-
56,000
-0-
-0-
-0-
$ 4,834,732
fi7F ti71_97A
CHANGE
$ 90,669
100,000
(50,000)
(25,000)
342,145
(15,000)
-0-
(50,000)
-0-
-0-
(20,000)
(15,000)
(25,000)
(75,000)
(4,155,000)
(2,280)
(50,000)
(200,000)
-0-
(100,000)
(100,000)
(35,000)
(50,000)
(786,360)
(15,735,846)
(25,000)
(31,785)
300,000
(45,000)
(20,000)
(231,195)
(188,703)
(703,463)
(480,000)
(442,052)
(231,437)
-0-
(78,000)
(125,000)
551,058
(48,000)
(50,000)
-0-
(20,000)
(15,000)
(15,000)
$(22,855,249)
$(24,733,043)
r
THIS PAGE DELIBERATELY LEFT BLANK
104
k
I
GENERAL OBLIGATION BONDS
$25,614,101
BUDGET SUMMARY
Amended Amended
Adopted
Amended
Requested
1987-88 98Jz 8-89
1 89- 0
1989_90
990--9
Personnel Services
$ -0-
$ 375,780
$ 375,780
$ 437954
Operating KgDenses
223,169
164,422
-164,422
93,012
,Debt Service
25,871,250
25,554,217
25,554,217
25,083,135
'T'otal,
$26, 380,181 , $ 2G, 094, 419
$ 260094,419
$ 26,094,419
$25, 614 101
Positions
4
4,
4
8
DESCRIPTION
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 storm sewers,
expansion and creation of park and recreation facilities, housing, police building and
firefighting facilities.
BUDGET HIGHLIGHTS
4
r * The cost of General Obligation Bonds for FY'91 are as follows:
Principal $10,995,000
1 Interest 14,088,135
Operating Expenses _ 530,966
TOTAL APPROPRIATION $25,614,101_
* The revenues to pay the General Obligation Bonds for FY'91 are as follows:
Ad Valorem Tax Requirements $24,329,778
Assessment Liens 344,730
Interest 500,000
Delinquent Taxes 439,593
TOTAL REVENUES $25 614,101
105
f
GAL OBLIGATION BONQS
OUTSTANDING ON. OCZ`UBII2_1,
1990
Final
Maturity
Amount
Amount
Cgneral Obligation Issue
Dated
Year
Issued
Outstanding
Fire Fighting Facilities
10-1-70
1990
$1,000,000
50,000
Police Headquarters
10-1-70
1990
1,500,000
75,000 w-^
Pollution Control Facilities
10-1-70
1990
3,000,000
155,000
Sanitary Sewer
10-1-70
1991
7,000,000
145,000
Storm Sewer Improvement
2-1-71
1991
1,500,000
80,000
Highway Improvements
9-1-71
1991
2,000,000
100,000
Sanitary Sewer
9-1-71
1991
5,000,000
110,000
Firefighting
6-1-72
1992
1,100,000
120,000
Sanitary Sewer
6-1-72
1992
5,000,000
160,000
Police Headquarters
6-1-72
1992
1,500,000
150,000
Storm Sewer Improvements
6-1-72
1992
3,000,000
310,000
Street & Highway Improvements
6-1-72
1992
2,000,000
90,000 --
Public Parks & Recreation Fac.
10-1-72
1997
28,350,000
9,410,000
Storm Sewer Improvements
9-1-73
1993
2,000,000
325,000
Police Headquarters
9-1-73
1983
4,000,000
675,000
Storm Sewer Improvements
3-1-75
1995
3,000,000
775,000
Police Headquarters
3-1-75
1995
8,000,000
2,075,000
Sanitary Sewer Improvements
10-1-75
1995
5,000,000
970,000
Police Headquarters
10-1-77
1997
2,000,000
630,000
Sanitary Sewer
5-1-77
1997
13,000,000
4,420,000
Firefighting
5-1-77
1997
5,000,000
1,820,000
Police Headquarters
5-1-77
1997
3,000,000
1,130,000
Storm Sewer Improvements
5-1-77
1997
2,000,000
740,000
Firefighting
12-1-77
1998
1,000,000
440,000
Public Parks & Recreation Fac.
12-1-77
2003
11,540,000
6,240,000
Housing
12-1-77
2008
1,500,000
1,210,000
Street and Highway Improvement
12-1-78
1998
5,000,000
2,050,000
Sanitary Sewer
12 -1-78
1998
6,000,000
2,790,000
Firefighting, Prevention & Res.
12-1-78
1998
2,250,000
1,060,000
Storm Sewer Improvements
12-1-78
1998
5,000,000
3,050,000
Firefighting, Prevention & Res.
8-1-81
2001
1,750,000
1,005,000
Storm Sewer Improvements
8-1-81
2001
3,000,000
2,120,000
Housing
8-1-81
201.1
4,400,000
3,795,000
Firefighting, Prevention & Res.
5-1-83
2003
8,000,000
5,980,000 --
Storm Sewer
5-1-83
2003
4,000,000
3,175,000
Sanitary Sewer
5-1-83
2003
6,000,000
4,050,000
Street & Highway Improvements
5-1-83
2013
6,000,000
4,990,000
Housing
5-1-83
2003
1,000,000
905,000
Firefighting, Prevention & Res.
4-1-85
1998
2,075,000
1,695,000
Sanitary Sewer
4-1-85
1998
4,205,000
3,090,000
Storm Sewer
4-1-85
1998
2,265,000
1,760,000
Highway Improvement
4-1-85
1998
2,785,000
2,220,000
Police Headquarters
4-1-85
1998
2,145,000
1,670,000
Police Headquarters
6-1-86
2006
12,000,000
11,045,000
Storm Sewer
6-1-86
2011
5,000,000
4,735,000
Sanitary Sewer
6-1-86
2006
3,000,000
2,835,000
Street & Highway Improvements
6-1-86
2006
2,000,000
1,885,000
106
GE[ RAL aBLiGATION �ID6.OUTSTAN6ING._ON OG`I�UBLR 1 _1990 _�Con't
General Obligation Refund. 1986
8-1-86
2014
Pollution control Facilities
10-1-86
2006
Street and Highway Improvement
10-1-86
2006
Police Headquarters
8-1-87
2007
Sanitary Sewer ..
8-1-87
.2007
Street and Highway Improvement
8-1-87
2007
Storm Sewer
8-1-87
2007
Police Headquarters
11-1-88
2008
-Storm Sewer
Sanitary Sewer
11-1-88
11-1-88
2013
2008
Street and Highway Improvement
11-1-88
2008
•.Fi,re.Fighting Prevention & Res.
11-1-88
2008
General Obligation Refund. 1987
4-1-89
2010
a Y
'
107
38,355,000 33,385,000
4,000,000
3,580,000
2,375,000
2,095,000
1,500,000
1,425,000
2,500,000
2,430,000
5,000,000
4,865,000
1,000,000
970,000
1,500,000
1,500,000
5,000,000
5,000,000
5,000,000
5,000,000
3,900,000
3,900,000
3,000,000
3,000,000
22605,000 22,605,000
$306.600,000 $i 065,000
FISCAL._ YEAR 1990 - 91
ENTERPRISE FUND APPROPRIATION SUMMARY
($000,000)
SOLID WASTE J29.0) 49%
CONFERENCES & CONVEI,
' & PUBLIC FACILITIES ($18.2) 30.7%
ERS ($1 .9) 3.2%
RECREATION 7.9%
�CILITIES ($4.7)
ONING ($5.5) 9.2 a
i�
TOTAL BUDGET $59,263,291
k OTHERS INCLUDE: GOVE LAMENT CENTER PARKING GARAGE
AND MANUEL ARTIME WwIMUNITY CENTER
90101
Department of Conferences, Conventions and Public Facilities
FX'91 FUNCTIONAL COST
FUNCTIONS PQSITI-QNS QOST PERCENTAGE
Conference Center:
Administrative and
Managerial/Special Events
8
$839,516
5
Debt Service
-
5,778,604
32
Depreciation
-
1,670,000
9
Facility Management Grp.
-
2,025,000
11
Parking Garage
-
858,834
5
Office of Public Infor.
9
422,761
2
Total
3.7
$11,594,715
64
Coconut Grove Convention
Center
5
952,428
5
Bobby Maduro Miami Stadium
2
251,511
1
Marine Stadium
2
329,174
2
Orange Bowl Stadium
15
5,048,000
28
Total
41
$-18_,_1754_828
100
PERFORMANCE_ IDIC.'�OR�_
* Monitored all contracts in all facilities and revising booking
procedures and policies where necessary.
* Marketed through direct sales; i.e. tradeshows, familarization trips
and impact groups (Travel Trust International, ASTA) toward
increasing sales at the Miami Convention Center.
* Booked 72 events in the new Riverfront Hall utilizing the Hall 128
use days, and booked 164 events in the James L. Knight Auditorium
utilizing the auditorium 164 use days. This represents more than a
10% increase over projections.
110
CONFERENCES,
CONVENTIONS AND PUBLIC FACILITIES
Conferences and
$11,594,715
Conventions
`
e
DEPARTMENTAL BUDGET SUMMARY
AND
POSITION
Amended
Amended
Adapted
Amended
Requested
1 87-88
1988-89
1989-90
1 89 9-90
�1990-91
Personnel Services
$ 591,927
$ 965,216
$ '965,216
$ 879,638
'
Operating Expenses
3,416,613
3,339,026
3,339,026
3,264,9.73
Capital Outlay
-0-
1,500
1,500
1,500
Debi Service/Depreciation
_ 5,281,857
_ _6� 08,688
6,708,688
7,448,604
Total
$ 10,899,8499,290,397
$ 11 014,430
$ 11,014,430
$11,594, 715
...Positions
12
20
19
17
DESCRIPTION
The Conferences and Conventions Division is responsible for the planning and
management processes required for the operation of the City of Niiami/University of
Miami, James L. Knight International Center and Perking 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 cittractiveness 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, Facility
Management Group, Inc., the Convention Center Management Company and the City of
Miami.
1
j SELECTED OBTECrIVES
* To coordinate with other Groups or Associations Familiarization Tours to promote
the City of Miami and its facilities.
* To increase by 8% the number of events and use days at the Auditorium. Projected
-� number of events for FY 89-90 are 120 and for FY 90-91 are 130. Projected number
of use days for FY 89-90 are 185 and for FY 90-91 are 200.
* To increase by 10% the umber of events of Trade, Exhibits, Conferences and other
related activities at t1,, Exhibit Hall opened .in February, 1988. Projected number
"1 of events for FY 89-90 are 45 and 96 use days. Projected number of events, for FY
90-91 are 50 and 108 use clays.
EiUDGET HIGHLIGHTS
* This budget represents the eight year of operations for the Center and includes
the following expense reimbursements:
1. $2,025,000 - Facility Management Group Inc., for managing and operating the
Convention Center.
2. $858,834 - Off -Street Parking Authority for managing and operating the
parking garage.
* Debt service requirements for the Convention Center revenue bonds has been set at
$5,778,604.
* Utility Service taxes will contribute $.3,817,908 to this department of which
$3,395,147 will be used to offset the Conference Center deficit. This department
_ will generate revenues of $7,776,807.
117.
=S PAGE DELIBERATELY LEFT BLANK
112
COCONUT GROVE CONVENTION CENTER
$952,428
F i
'DIVISIONAL BUDGET AND POSITION SUMMARY
Amended Amended
Adopted
Mended
a tested
^8$198 -89
98 -90
1989-9b
1990-1
!
P�xsornel.SekVices
$ 117,938 $
149,763
$ 149,725
$ 206,117
tYIiCJ:EXpnS�s
347,893
709,106
709,144
746,311
" t
_Pita 0utl.ay
5, 500
12, 000
12 r 000,
0.
787,027 $___ 471,331 $__
870i869
870,869
$ 952,428
Positions
3
3
4
5
DESCRIPTION
•� This department is responsible for maintaining, promoting 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.
i
SELECTED Oa7ECTIVES
"'1 * To retain an outside contractor for the purpose of providing grounds maintenance
for the facility.
* To replace the corrugated steel roof over the West Exhibit Area and repair the
roof over the other exhibit halls.
* To increase the number of long-term contract users at the Coconut Grove Convention
r Center from five (currently) to seven.
* To increase the number of events from an anticipated 46 for FY190-90 to an
anticipated 51 for FY190-91.
* "To increase the number of use days from an anticipated 230 for FY190-90 to an
anticipated 265 for F'Y190-91.
BUDGET HIGHLIGHTS
This facility will generate revenues of $952,428 to the Enterprise Fund.
1 * This request is $81,559 more than the F'Y190 amended budget due to transferring two
employees from Conferences and Conventions to this budget.
* Depreciation expense has been set at $136,500.
113
Fs
MARINE STADIUM
$329,174
DIVISIONAL BUDGET AND POSITION SUMMARY
Amended Amended
Adopted
Amended
Requested
1987-88 1988-89
1989-90
1989-90
1990--91
Personnel Services
$ 94,570 $
169,798 $
169,798 $'
125,341
Operating Expenses
220,717
205,467
210,467:
203,833
Capital Outlay
6,000
35,000
30,000 .
-0_
Total" $
329,451 $ 3,287 $
21
329,174
410,265 $
410�265 $
Positions
2
2
2
2
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 revenues from an anticipated $321,030 to an anticipated $423,000 to
stage events at this facility.
* To increase major events at the Marine Stadium by using promoted and cosponsored
productions.
* To reduce the event cost to the promoter by 40% which will encourage promoters to
hold more events at the facility.
BUDGET HIGHLIGHTS
* This request is $81,091 or 20% less than the FY'90 amended budget. This decrease
is primarily due to reductions in personnel requirements and capital outlay
expenses.
* This facility will generat $329,174 in revenues to the Enterprise Fund.
* Depreciation expense is set at $78,000.
11.4
BOBBY MADURO MIAMI STADIUM
$251,511
.DIVISIONAL BUDGET AND POSITION SUMMARY
Amended Amended Adopted Amended Requested
1987-88 1988-89 1989-90 1989-90 1990-9�
$ 161,254 $ 134,367 $ 134,367 $ 102471
290,651 274,414 274,414 149,040
2,460 2,000 2,000 -0-
$ 465,278 $ 454, 365. _._ _410, 781 410,.781 251,_511
2 1 1 2
DESCRIPTION
Bobby Maduro 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 OBJECTISM
* To maintain the Stadium property in keeping with professional and amateur baseball
standards providing maximum playability and appearance.
* To provide daily maintenance of playing field which includes scheduled mowing and
trimming, aerification, fertilization, chemical application and irrigation.
* 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
thru negotiated fee reductions.
BUDGET HIGHLIGHTS
* This request is $159,270 or 39% less than the FY190 amended budget due to a
reduction in operating expenses (Internal Service charges).
* This facility will generate revenues of $251,511 to the Enterprise Fund.
* Depreciation expense is set at $68,000.
115
ORANGE BOWL STADIUM
$51048,000
DIVISIONAL BUDGET AND POSITION SUMMARY
Amended Amended
Adopted
Amended
Requested",
1987t88 1988-89
1989-90
.1989-90
1990-91'
$ 1,247,459 $
1,160,879 $
1,114,989
$ 1,008097
1,257,585
1,517,585
2,029,475
20038.1103:
42,096
52,096
52,096
1800
-0-
-0-
2,000,000
2,000,000
2 323, 2G7 $_2.t 547,140 $ 2 730 560 $5,196,.560 $ 5,048,000
20 16 16 15
DESCRIPTION
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 maximum safety and appearance.
• To .rebuild playing field to improve playability and reduce maintenance time and
risk of athletes injuries.
* 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
thru negotiated fee reductions.
* To design and distribute brochures to act managers, agents and promoters via a
promotional campaign to stimulate additional events, increasing revenues.
BUDGET HIGHLIGHT'S
* This request is $148,560 or 30 less_ than the FY190'amended budget primarily due to
reducing personnel requirements and Capital Outlay.
* This facility will generate revenues of $5,048,000 to the Enterprise Fund.
* Depreciation expense is set at $413,000.
116
Department of Parks, Recreation and Public
Facilities
Enterprise Fund
FX'91 FUNCTIONAL COST
FUNCTION POSITIONS_ CbSI
PERCENTAGE
Administrative and
Managerial 2 $358,623
8
Marina Operations 14 2,845,824
60
Golf Course Operations 9_ 1492,226
32
Total 25 $4,696.673
100
PERFORMANCE �NDIC TO S
Ad
* Maintained 50 ground acres per year.
* Processed over 18,000 boat accounts per year
generating Marina
revenue of $3.0 million.
* Generated $1.6 million golf course revenue.
* Prepared 130 promotional presentations to hotels, tournaments and
large groups.
117
MELREESE GOLF COURSE
$779,721
DIVISIONAL BUDGET AND POSITION SUMMARY
Amended Amended
Adopted
Amended
Requested
1987-88 1988-89
1989-90
1989-90
1990-97.;
Personnel Services
$ 411,599
$ 414,265
$ 414,265
$ 451,721'
Operating Expenses
278,931
261,927
281,927
3261532
Capital Outlay
25,825
6,950
6,950
1,468
Total
$ GG2,�01 716.355
77972114
703,142
$_:_ 683,142
Positions.::,7
7
7,
6
DESCRIPTION
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.
SELECTED OBJECTIVES
* To maintain golf course property in keeping with U.S.G.A. standards providing
maximum playability and appearance.
* To provide daily maintenance of 132 acres at Melreese Golf Course which includes
scheduled mowing and trimming, aerification, fertilization, chemical application
and irrigation.
* To improve the clubhouse with the installation of a new roof, painting,
landscaping, and new asphalt walkways at the first tee.
* To increase revenues through promotional programs and special discounts.
* To encourage conventions and special visiting groups to the Miami area to use the
City's golf courses thru promotional efforts by the department's marketing
personnel.
BUDGET HIGHLIGHTS
* This request is $76,579 or 11% more than the FY190 amended budget, primarily due
to a reallocation of Pension, Self Insurance and Internal Service charges.
* This facility will generate revenues of $779,721 to the Enterprise Fund or a net
profit of $58,548 which is placed in reserve for future renovations.
* Depreciation expense has been set at $20,800.
118
* This facility will generate revenues of $819,586 to the Enterprise Fund or a net
Profit of $87,767 which is placed in reserve for future renovations.
* This request is $126,786 more than the FY'90 amended budget, primarily due to a
reallocation of Pension, Self Insurance and Internal Service charges.
loci
* Depreciation expense has been set at $15,200.
119
DINNER KEY MAFdNA
$2,511,013
77
DIVISIONAL BUDGET AND POSITION SLMRY
Amended
Amended Adopted Amended
Requested
1987-88
1988-8 1989-90 1 8� 9-9b
1990-91
Personnel Services
$ 593,585 $ 674,527 $ 674,527 $
693,874
Ope!r ing txpenses-
1,345,078 1,471,301 1,481,301
1,796;939
CapYtal,Outl.ay
13,399 18,209 8,209
20,200
Total,. 232,409
$ 1,952,062 03 $ 2,16 ,037. 2s5 1,013
Positions i
14 1.5 15
14
DESCRIPTION
Dinner Key Marina provides in -the -water berthing facilities for pleasure and
fishing ~
vessels. Administrative accivities
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.
SELECTED OBJECTIVES
* To maintain Dinner Key Marina at 95% occupancy level.
* To ensure there are no delinquent vessels berthed at Dinner Key Marina.
* To continue Phase III (landscape improvements) which will include a new
pedestrian walkway along the perimeter of the Marina with landscaping, lighting
and other related amenities.
* To initiate the implementation of a Cable Television system.
* To complete a review of options available for increasing parking facilities and
expanded security services.
* To obtain funds for the expansion of the shower and restroom facilities to
accommodate increase in the nLuTber of marina users.
BUDGET HIGHLIGHTS
* This request is $346,976 or 1.6% more than the FY'90 amended budget, primarily
due to increased debt service requirements.
* This Marina will generate revenues of $2,511,013 to the Enterprise Fund.
* Depreciation expense is set at $40,500.
120
I
7
BAYSIDE MARINA
$586,353
DIVISIONAL BUDGET AND POSITION SUMMARY
Amended Amended
Adopted
Amended
Requested
987-88 1988--89
1989-90
1989-90
90-9
Pexsonnel Services
$ 325,649 $
2961241
$ 296,241
$ 2881:849
Operating,Expenses
375,850
296,459
296,459.
293,004..
Capital Outlay
44,900
-0-
-0-
41500
Total ; .
$26,540 $ 746,399 $
$ 592,700
$ 58G,353.
592�700
Position
G
3
3
2
,n�ytt
i
DESCRIPTION
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
accommodates pleasure, sightseeing 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 250 pleasure, sight-seeing and charter fishing
vessels, ranging in size from 30 to 400 feet.
* To complete a review of the City Code for the purpose of clarifying, updating and
strengthening its provisions as they apply to the marina facilities.
* To prepare, develop and implement a more accurate revenue projection system as well as
improved accounting procedures.
* To provide billing and collection services for all rentals and fees consistent with
City Code and Departmental procedures.
* To enhance the relationship between the City of Miami and the Rouse Company as well as
the general public using the Bayside and Miamarina facilities.
* To provide overall supervision and develop mechanisms to assist boaters, maintain
navigational aids, and to conduct safety and security operations.
BUDGET HIGHLIGHTS
* This request is $6,347 or to less_ than the FY'90 amended budget due to reducing
expenditures in Personnel Services.
* Depreciation expense has been set at $117,700.
121
GOVERNMENT T CATER PARKING GARAGE
$1,299,060
DEPARTMENTAL BUDGET AND POSITION SUMMARY
Amended Amended
Adapted
Amended
Requested
1987-88 1_88-89
- 1989-90
-' 1990-91
Personhel Services
$ -0-
$ -0-
$ -0-
$ :0.. .
Operating Expenses
1,796,122
1,999,139
_1,999,139
1,299,060
Capital Outlay
-0-
-0--
-0-
=0-
Total
$ 1,802,_G95 1,79G,122
1,999,139
$ 1,299,060
1 99 ,139
Positions
0
0
0
0
DESCRIPTION
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 maximize revenues through a competitive rate structure for daily and long term
customers.
BUDGET HIGHLIGHTS
* This budget represents the seventh full year of operations and includes $369,684
in reimbursed expense to the Off -Street Parking Authority for managing and
operating the facility.
* Debt service requirements have been set at $779,591.
* Depreciation expense has been set at $149,785.
* Operating revenues have been projected at $1,110,592 resulting in an operating
loss of $188,468. This deficit will be offset from the Utility Service Tax.
* The reduction in subsidy for FY191 due to refinancing the bonds at a lower
interest rate.
122
7-
.� . .
123
Department of Planning, Building and Zoning
Building and Zoning Division
FY'91 FUNCTIONAL COST
EUNCTIONS POSITICZS
Administrative and
Managerial
Support Services
Zoning Section
Permits and Control
Section
Electrical Inspec. Sec.
Mechanical Inspec. Sec.
Structural Inspec. Sec.
Plumbing Inspec. Sec.
Building Code Enforce. Sec.
Hearing Board Admin.
Total
OS
5
$276,487
5
8
391,293
7
17
933,337
17
9
380,202
7
7
431,201
7
12
817,422
15
10
773,372
14
8
459,603
9
'7
432,811
8
G
__573.893
11
89
521
100
P—ERFO&ANCF I'JDlICATORS
* Achieved recertificatiion of all trade inspectors and cross
certification of 41 Trade Inspectors through Dade County Board of
Rules and Appeal.
* Eliminated backlog issuance of Certificates of Occupancy by
requiring payment of the fee at the time the building permit is
issued.
* Improved the process for acquiring a Certificate of Use. The new
process keeps the applicant informed as to status of the certificate
and has reduced the acquisition time.
* Eliminated the backlog of cases for the Unsafe Structure Board by
taking 133 cases in six months as compared to only 50 cases the
previous year.
* Recertified over 500 structures older than 40 years.
124
PLANNINGr BUILDING AND ZONING
ALL DIVISIONS
$5,469,621
DBPARimmrAL BUDGET AND POSITION SUMMARY
Amended Amended Adopted
Amended
Requested
.1987-89 1988-89 1989=90
1989-90
1990-91
onnel,Services
$ 4,275,254 $ 4,419,536 $
4,627,689 $
4,231,681
ttzg Expeaises
454,452 551,740
682, 479
599 984'
Capital Outlay
37,226 57,226
104,196
87956.
Non -Op -rating
0 0
b
550000
Totai
80 209_ _ 4,766.932 5,028,502 $ 5,414,364 $ 5,4690621
positions
88 91
100
89
i
DESCRIPTION
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
`j
regulations that govern construction and land use.
BUDGET HIGHLIGHTS
This Department generates revenue of $5,469,621 to the Enterprise Fund. This
represents 100% of the department's FY191 budget request.
* This request is $55,257 or 1% more than the FY'90 amended budget due to an
increase in revenues.
* The number of positions has been reduced by 2 between the 1990 adopted budget and
the 1991 budget request.
J
125
A,-
PLANNING, BUILDING AND
ZONING
ADMINISTRATION
$392,476
DIVISIONAL BUDGET AND POSITION SUMMARY
Amended Amended
Adopted
Amended
Requested
1987-88 1988-89
1989-90
1989-90
1990-91
-Personnel Services
$ 386,879 $
385,624 $
391,124
$ 359,014
Operating Expenses
34,517
39,264
31,764
25,739
Capital'Outlay,
9,714
9,714
9,714
7,723
Total
$ 423,419 $ 431,110 $
434,602 $
432,602
$ 392,476
Positions
Tnn!'TIT TYI'1T/1T. T
7
7
8
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.
SELECTED OBJECTIVES
* To provide the construction industry, as well as the general public and other City
departments with accurate interpretation of building and zoning codes by
publishing information flyers and offering seminars dealing with the enforcement
disciplines.
* To coordinate sweep programs on a monthly or bi-monthly 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.
BUDGET HIGHLIGHTS
* The request is $40,126 or 9% lessthan the FY190 amended budget due primarily to a
decrease in personnel costs.
126
PLANNING, BUILDING AND ZONING
CODE AEMINISTRATION
$1,459,228
DIVISIONAL BUDGET AND POSITION SUNVMY
Amended Amended Adopted
Amended
Requested
7 988--89 1989-90 1989-90
�98.9-90
1990-91
'personnel, Services
$ 1,181,504 $ 1,228,553
$ 1,235,553
$ Z87,303
:`Uperating Ex��enses
96,133 86,076
79,076
78,893
Capital Outlay
10,081 30,081
30,081
43,032
Non -Operating '
0 0
0
550,000
Total-
1,496,516 $ 1,287,718 1 344,710
$ 1,344x710
1,459,228
Positions
27 27
27
24
DESCRIPTION
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
hT� 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.
! SELECTED OBJECTIVES
* 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 information flyers and in-house seminars and
workshops.
* 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.
* To incorporate a new and more efficient method of microfilming and record keeping
made possible by the purchase of new equipment.
'= BUDGET HIGHLIGHTS
* This request is $114,518 or 9% more than the FY'90 amended budget primarily due to
an increase in non -operating expenses.
127
�r�l
PLANNING, BUILDING AND ZONING
INSPECTION SERVICES
$2,709,047
DIVISIONAL BUDGET AND POSITION SUMMARY
Amended Amended Adopted Amended Requested',
r.
1987-88 1988-89 1989-90 1989-90 1990-g1
Personnel Services $ 2,433,111 $ 2,504,474 $ 2,524,474 $ 2;519,241
Operating Expenses 183,218 159,717 141,717 172,3U7.:
,Capital Outlay 13594 13,594 130594, 171499
Total $ 2,416,400 $ 2,629,923 $ 2,677,785 $ 21679,785 $ 2,709,047.
Positions 48 51 54 48
DESCRIPTION
The primary function of the Inspection Services section is to serve and protect all 77
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.
SELECTED OBJECTIVES
* To reduce the response time to two days for inspection services to the
construction industry and the general public for this Fiscal Year.
* To reduce the response time to two days for Building, Electrical, Mechanical and
Plumbing complaints from the general public at large for this Fiscal Year.
* 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 maintain the level of number of inspections with the assistance of 24-hour
vehicles assigned to the inspectors.
BUDGET HIGHLIGHTS
* This request is $29,262 or 1% more than the FY190 amended budget due to an
increase in operating expenses.
128
PLANNING, BUILDING AND
ZONING
HEARING BOARDS
$531,419
DIVISIONAL BUDGET AND POSITION SUMMARY
Amended Amended
Adopted
p
Amended
eeted.
,.
l 87-88 1988-89
i989-90
1989-90
1990 91
Personnel Services
$ 273,760 $
300,885 $
300,885
$ 265,4?4
Operati.ng,Expenses
140,584
266,683
266,683
260,;533
Capital Outlay
3,837
30837
3,837
5,412
J
Total $
471,874 $ 418,181 $
$- 531,419
571,405
571,405 $
Positions
G
6
6
6`
DESCRIPTION
Hj 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
compiles and distributes agendas for Planning, Code Enforcement and Zoning Coiinission
meetings; and provides for the updating and distribution of the zoning ordinance and
atlas.
} SELECTED OBJECTIVES
* 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, 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 from 1950 through present.
v� BUDGET HIGHLIGHTS
* The request is $39,986 or 7% less than the FY190 amended budget primarily due to
decreases in salary, fringe benefit requirements and operating expenses.
129
PLANNING, BUIL:�IIIG AND ZONING
CODE ENFORCI--lUI TI'
$377,451
t
DIVISIONAL BUDGET ANDPOSITIONSUMMARY
-
Amended Amended
Adopted
Amended
Requested
i
1987-88'1988-89.
1989-90 -
1989-90.
1990-91
Personnel Services
$ -0- $
-0- $
175,653
$-300649
Opet�ng Expenses
-0-'
-0-
163,239
62,512
'%patal.,Outla
-0-
-0-
46,970
14,290 �-
Tots1- $
-0- $ --- - -0- $
3851862
$ 3771.451
_—_-0-,$.
Positions
0
0
5
4,
nr. crP T VTTnrr
This section accepts,.processes and schedules all violation cases to be heard by the -
MetrO-Dade County Structures Unsafe Board monthly meeting dedicated solely to City of
Miami cases. It also conducts a weekly Code Enforcement Board meeting to eliminate the
cur -rent backlog of cases. It maintains all records of actions taken, orders for
compliance, placement of liens and foreclosure proceedings.
SELECTED OBJECTIVES
* 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.
BUDGET HIGHLIGHTS
* This request is $8,411 or 2% less than FY190 amended budget primarily due to a
reduction in' operating expenses coupled with a reallocation of Pension, Self
Insurance and Internal Service charges.
130
131
FUNCTIONS
Administrative and
Managerial .
Code Enforcement
Commercial Garbage
Collection
Residential Garbage
Collection
Rubbish Collection and
Special Events
Street Cleaning
Recycling
Total
Department of Solid Waste
FY'91 FUNCTIONAL COST
POSITI-0-N�S
23
16
17
205
124
24
23
432
COST
$11069,091
793,511
1,184,441
14,694,126
8,343,886
1,954,770
—`997 0 876
$29s.037�,701
PERFORMANCE I!DI.CATORS
PERCENTAGE
4
3
4
51
28
7
3
100
* Implemented the Residential Curbside Recycling Program in February,
making the City the first municipality in Dade County to provide
neighborhood recycling services.
* Recycled 700 tons of newspaper, aluminum cans, glass and plastic
bottles producing program savings of $35,066.
* Implemented a white goods collection and recycling program in May
1990 producing program savings of $27,000.
* Produced disposal cost savings of $814,000 from the diversion of
waste disposal to the Resource Recovery Facility.
* Eliminated 5 garbage routes resulting in increased labor
productivity.
* Inspected 1,336 Abandoned Vehicles.
* Licensed 22 Private Waste Haulers.
* Inspected 55 Private Waste Hauler trucks for Permits.
132
v.:
SOLID WASTE
ALL DIVISIONS
$29,037,701
DEPARTMENTAL )BtWET AM POSITION SUMMARY
Amended Amended
Adopted
Appended
Requested '>
?77-88 1.9$8-89
g 0
0
19 0�-91
Personnel Services
$'18 610,210
$ 19,734,016
$ 19,794,016
$18,382,911
Operating. Expenses
11,6 2,246'
111314,787
11,314,787
10,646,549"
-,-Capital'Outlay
21,,540
21,540
21,540
8,24�
Total
S'30,353,996 $ 30.353,996
$29,037701_
`
$_31 1304343
3 1 ,343
Positions
461
461
462
432
DESCRIPTION
The functions of the Solid waste Department are the management and supervision of all
sanitation duties including garbage collection, waste collection, lot clearance and
street cleaning. The department is also re,ponsible 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.
BUDGET -HIGHLIGHTS -
This department will generate revenue of $18,759,889 to the Enterprise Fund. This
represents 65% of the department's FY'90 budget request. This deficit will be
offset by a contribution from the General Fund ii1 the amount of $10,277,812. This
decrease is due to a reduction of 30 positions resulting from the consolidation of
garbage routes.
133
SOLID WASTE
OFFICE OF THE DIREU11OR
$1,185,745 .
DIVISIONAL BUDGET AND POSITION SUMMARY
Amended
1987=88`
Amended Adopted Amended Requested
1988-89 1989-90 1989-90 1990-91''
906, .750
22G"300
21,540
Total $ 1 23% 060 _ 1,154,590
Positions 21
DESCRIPTION
$ 975,775 $ 975,775 $ 995019
226,300 226,300 3.82,485
21,540 21,540 8,241
1,223,G15 1,223,615 $ 1,185,745
21 23 23
This office is responsible for the overall management and coordination of the Solid
Waste Department. Primary responsibilities include the development and
implementation of policies, plans, programs and budgets for the department.
SELECIED O&TECTIVES
* To reduce litter by educating the public through community meetings in areas of
Little Havana, Liberty City, Overtown, Little Haiti, Coconut Grove, Wynwood and
North East Miami.
* To increase public awareness of the need to enhance and protect the beauty of our
community through radio and T.V. interviews and presentations.
* _.To develop an in-house program targeting critical areas in the City and
zmplmonthly code enforcement blitz by the second quarter.
" Totdistribute literature to increase public awareness of all existing anti -litter
`laws' -and cleanup services by the third quarter.
*` Ta"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.
BUDGET HIGHLIGHTS
* This request is $37,870 or 30 less than the F1190 amended budget due to decreases
in operating and capital outlay expenses.
134
i
0
SOLID WASTE
E NF ORCEV i'.NT
$858,146
DIVISIONAL BUDGET AND POSITION S'OMMARY
Amended Amended
Adopted
Amended
;Requested ":
1988-89 19-20
198 0
1989-90
Personnel Services
$ 813,352
$ 823,192`
$ 823,192
$ 657;480
.01:5p?r'ating Expenses
201,21E
201,216
2011216
200 666
capital Outlay
-0-
-0-
0�
0- ;
Total
$�Q14.568
$ _ 1,024,408
$ 1,024,408
4f
Positions
22
22
21
1G ,
DESCRIPTION
1 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
y new buildings for proper garbage storage facilities; and (3) liaison with the
I community on code -related questions and problems.
f
SELECTED OBJECTIVES
* To maintain posting of vacant lots at 2,200.
* To provide information, referral, and follow up to 6,500 calls due to resident
complaints.
* To maintain the inspections/removal of abandoned vehicles at 4,980.
* To increase inspections/citations on uncontainerized garbage or miscellaneous
trash in receptacle area by lo% from 1,030 to 1,133.
* To maintain inspections on dumpsters not kept in approved facility area at 230.
* To increase inspections/citations on trash placed in right-of-ways at other than
authorized time by 5% (from 1,500 to 1,545).
* To increase inspections/citations on unauthorized disposal of garbage, trash, or
other waste material consisting of industrial and/or bulky waste by 3% from 1,500
to 1,545.
* To maintain inspections/citations on insufficient number of approved garbage
receptacles at 1,890.
BUDGET HIGHLIGHTS
* This request is $166,262 or 160 less. than the FY190 amended budget. This decrease
is primarily attributable to a decrease in Salary and Fringe Benefit costs
resulting from position reductions.
135
SOLID WASTE'
WASTE COLLECTION
$26,993,810
�I.
DIVISIONAL BUDGET AND POSITION SUMMARY
Amended Amended Adopted
Amended
Requested
1987 8 1988-89 1989--90
1989-90
1990-91
Pers;onnel Services
$ 16, 950,108 $ 17, 995, 049
$ 17, 995, 049
$16, 730, 412
1
Operating Expenses
11,234,730 10,887,271
10,8870271
10,263,398
Capital`Outlay
-0- -0-
-0-
-0-
i
Total $ 28, 074_, 511* $ 28,184, 838* $ _28, 882. 320*
S 28, 882, 320*
$Z54 3, 810*_
!
Positions
418 418
418
393
* Includes Standby Labor
DESCRIPTION
This division is responsible for garbage collection and for
rubbish/trash
collection
throughout the City.
GarK-Age. is serviced from the back
yard; rubbish/trash is
serviced from the curb
line. A special service section picks up dead animals.
SELECTED OBJECTIVES
1
* 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 245,000 tons.
* To sweep 167 miles of arterial streets once a week.
* To maintain the collection of trash from the cr-..u�b on a weekly schedule.
* To collect newspapers, glass, aluminum, plasticc, and white goods.
* To keep debris and trash off the streets and right-of-way areas.
j * To collect litter from 500 litter containers throughout the City in conjunction
i with street sweeping on a daily basis.
BUDGET HIGHLIGHTS
* This request is $1,888,510 or 7% less_ than the FY190 amended budget. This
decrease is due to a reduction in salary and Fringe Benfit costs resulting from
position reductions.
136
I
I
I
MANUEL ARTIME COMMUNITY
CENTER
$584,408
DIVISIONAL BUDGET AND POSITION SUMMARY
Amended Amended
Adopted
Amended
Requested
1987--88 1988-89
1989-90
1 8� 9-90
1990-91:
$ -0-- $
370,611
$ 370,961
'$ 298,529
-0-
337,509
337,131
280,879:
-0-
15,483
15,511
5,000
-0- $ -0-- $-723,603
$ 723,603
5844408
0
5
5
7
DESCRIPTION
The Manuel Artime Community Center provides governmental, 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.
SELECTED OBJECTIVES
* To manage the Manuel Artime Community 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 community organizations.
DIVISIONAL POS_ITON_TABLE
Classification 1989-90 1990-91_ Change
Cultural Affairs Coordinator
0
1
1
Promotions Assistant
0
1
1
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
5
7
2
WDGET HIGHLIGHTS
* This is the second year the Manuel Artime Community Center is being accounted for
as an enterprise fund unit.
* This facility which serves low and moderate income residents, will generate
revenue of $137,300 resulting in a deficit of $447,108.
* The deficit will be covered by a contribution from the General Fund.
137
'THIS PAGE DELIBERATLY LEFT BLANK
138
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TIBIS PAGE DELIBERATLY LEFT BLANK
139
Department of Fire, Rescue and Inspection Services
Rescue Services
FY'91 FUNCTIONAL COST
1 FUNCTIONS- POS LT-1ONS.. CS2 P $�EN7CAGE
i
Administrative and
Managerial 2 $74,514 3
i Rescue Servies 26 1,924,594 90
i
Vehicle Maintenance 3 151.�165 7
Total 31_2�_150�.273 100
PERFORMANCE TJN —1 C.ATOR$-
* 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.
I
I
1
j
140
i
FIRE RESCUE AND INSPECTION SERVICES
RESCUE SERVICES
t
$2,150,273
DIVISIONAL BUDGET AND POSITION SUMMARY
Amended Amended Adopted
Amended
Rdquested
1987-88 1988-89 1989-90
1989-90
1990-9T
Personnel Services
$ 1,825,491 $ 1,958,696 $
1,971,99.E $
1,9G7,G08
Operating Expenses
159,387 187,320=
174,020
1$2,665,�
Capital Outlay
-0- -0-
-0-
0-
Total
$ 11900,000 $ 1,984,878 $ 2,14G,016 $
2 J50,273
2 146,'016 $
Positions
31 31
31
31
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.
SELECTED OBJECTIVES
* To 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
Compression (SVC).
* To continue several ongoing programs with learning institutions.
BUDGET HIGHLIGHTS
* This request is $4,257 more than the FY190 amended budget. This increase is due
to an increase in operating expenses.
;.1
* This budget is supported from the General Fund in the amount of $673,939.
I
141
Department of Development and Housing Conservation
FY191 FUNCTIONAL COST
FUNCTIONS P2SI l-OQ i- CO$m. P-ERCFNTAGE
Administrative and
Managerial
Financial Operations
and Economic Analysis
Housing Rehabilitation
Rental Assistance
New Housing Development
Sales and Marketing
Project Planning & Implem.
Project Design, Development
and Monitoring
Property and Lease
Marketing and Promotion
0
$739,063
A
8
432,252
4
13
5,049,940
53
2
1,992,202
21
4
263,470
3
1
68,439
1
2
112,910
1
1
106,621
1
3
594,232
6
3
192 065
2
Total 46 $_9,_551, 194 100
PE$FORMACE _IND�CATOi3_S_
* Issued 7 Unified Development, Professional Services and
administered Unified Development Project process.
* Issued 10 request for Proposals for Professional Services and
administered Consultant Selection Process.
* Negotiated and monitored 20 agreements.
* Monitored 11 design development projects.
* Acquired 10 parcels for project development site assembly.
* Relocated loan applications for 306 units under the CDBG financed
Multifamily Loan Program.
* Approved loan applications for 224 units under the Multifamily
Rental Rehabilitation Program.
142
DEVELOEMENT AND HOUSING CONSERVATION
ALL DIVISIONS
$9,551,194
DEPARJHaq'TAL BUDGE' A 4D POSITION SUMMARY
Amended
Amended
Adopted
Amended
Requested
1987-88
1988--89
1989--90
1989-90
1990-91
per'onnel Seiwices
$ -0-
$ 2►383,403
$ 2,342,397
$ 2,269,119.`
Operat'zng Expenses
-0-
890,304
864,604
1.,114142
CapitalOutiay
-0-
62,895
87,895
39 225
GraT1t5�ATolz-Ope�atirig
-0-
G,981,258
7;022,964
6,128708
-0-
$ -0-
$�101317, 860
$ 10, 317, 860
$ "9, 551194
Positions.
0
49
49
46
IDESCRIPTION
This department is responsible for the development of plans and methods to foster and
monitor development acti.vi.ti.es 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 lousing stock through a cooperative
effort between the City government, private developers, lenders and City residents;
administers assistance programs for the presenvation and renovation of existing
housing; plans, develops and ilnpleiiients new housing programs; and coordinates the
planning and implementation of the coimnunity-wide housing plan.
BUDGET HIGHLIGHTS
* Although the additional function of Property and Lease Management added $230,749
in personnel services costs to the FY191 budget, significant reductions in
positions causes this cost category to actually decrease by $73,278 compared to
the amended budget.
* The FY190 budget included a one-time allocation of $1,278,210 from Community
Development Block Grant for proposed land :acquisition for housing. After
adjusting the FY190 amended budget by this amount, there is no significant change
in the Grants/Non-Operating cost category between the amended FY'90 and proposed
FY191 budget.
143
DEVELOPMENT AND HOUSING CONSERVATION
HOUSING CONSERVATION
$8,075,017
DIVISIONAL BUDGET AND
DESCRIPTION
'OSITION SUMMARY
Adopted
Amended
Requested''
1989-90
1989--90
1.990-91
$ 1,784,727 $
1,743,721
$_1,5521400
515,580
489,880
453,604
45,975
70,975
25,305
6,981,258
7,022,964
6,043,708
$_ 9,327,540 $ 9,327,540 $ 8,075 017`
35 33 30
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.
SELECTED OBJECTIVES
* To increase the inventory of standard rental housing affordable to low income
tenants by 180 dwelling units by providing owners with below market rate financing
through the CDBG Multifamily Housing Rehabilitation Loan .Program and the Rental
Rehabilitation Grant Program.
* To increase the inventory of standard rental housing by 100 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 70 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 $750,000 of private capital for the rehabilitation of rental housing
..in Community Development Target Areas through the Multifamily Housing
Rehabilitation Loan Program.
* To secure $585,000 in funding under U.S. HUD's Rental Rehabilitation Grant Program
for the City's FY190 allocation of $775,000 and for additional bonus funding.
BUDGET HIGHLIGHTS
* Revenue to support this division's budget consists of Community Development Block
Grant (CDBG) funds - $3,550,000 (44%)/CDBG Loan Repayments - $1,216,074 (15%)/HUD
Section 8 Modified Rehabilitation Grant - $2,071,035 (26%)/HUD Rental
Rehabilitation Grant - $585,000 (7%)/UDAG Ivan Repayments - $140,000 (2%)/ and
Capital Improvement Program allocation for staffing and operating expenses of
$512,90$ (6%).
144
DEVELOPMENT AND HOUSING CONSERVATION
DEVELOPMENT
$1,476,177
DIVISIONAL BUDGET AND POSITION SUMMARY
Amended Amended Adopted Amended., Requested
1987-88 1988-89_ 1989-90 1989=90 1990l91
.Personnel services $ -0- $ 598,676 $ 598,676 $ 716,719
Opp' -rating Expenses -0- 374,724 374,724 660,538
Capital Outlay -0 16,920 16,920 "13,920
{ _ 85,000
Total -0 $ ,_. -0- ____99Q, 320 $ 990 320 $ 1y41601:77
.Positions 0 14 16 16
DESCRIPTION
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
l special private/public joint venture projects, capital projects, and economic
development. 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. Effective October 1, 1990, this division
will assume responsibility for the C.ity's Property and Lease Management function.
SELECTED OBJECTIVES
* To administer the Unified Development Project (UDP) process for implementation of
i public/private development projects as defined by Section 29-A(c) of the City
Charter.
* To complete administration of UDP process for ongoing Unified Development
Projects.
* To prepare Request for Proposals and administer UDP process for proposed Unified
Development Projects.
* To negotiate and administer Professional Services Agreements for certified public
accounting services for ongoing and proposed Unified Development Projects.
* To prepare Request for Proposals and administer UDP process for Unified
Development Projects as directed by the City Manager and City Commission.
* To increase revenues generated from City -owned leased properties and fully
integrate the property and lease management function into this Division.
BUDGET HIGHLIGHTS
* The transfer of the Property and Lease Management function to this division
increased the FY191 budget by $594,232 and the number of positions by three (3).
* Excluding this function, the FY191 budget is $108,375 or 11% less than the FY'90
amended budget.
* This $108,375 reduction is due primarily to a reduction of three positions.
145
DOWNTOWN DEVELOPMENT SUPPLEMENTAL FEE
$19,551
DIVISIONAL BUDGET AND POSITION SL MMY
Amended Amended Adopted
1987-88 1988-89 1989-90
Amended Requested
91 89-90 1990-91'
$ -0-
$ -0-
$ -0--
$ -0-
--0-
358,562
358,562
19,551,
-a-
-0-
-0-
-0-
358 562
$ 19, 551
$ 358,562
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
accamnodate 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.
BUDGET HIGHLIGHTS
* The Planning Department estimates that it will collect $19,551 in DRI/Master Plan
Recovery fees and administrative fees in FY191 . This fund will contribute
$19,551 to General Fund.
146
IMPACT FEE ADMINISTRATION
$53,000
DIVISIONAL BUDGET AND POSITION. SUMMARY
Amended
Amended Amended Adopted
Requested
87- 8 9� gg-gg 89- 0
1 89-9
1J90-g1 ` 4
Plexsonnel Services
$ -0- $ 48669
$ 48,669
$ 53,000:
Operating E�tpe1'rses
-0- 77,067
77, 057
0=
Capital outlay
-0- -0-
=0--
-0,
Total
$ -0- 125 73
125,736
53 0 0
i
Positions
DESCRIPTION
Ordinance No. 10426 created a new Chapter 54.6 of the City Code imposing an "impact
fee" on additional development in order to finance related capital improvements, the
demand for which is created by such development. Expenses to be incurred by the
City in the administration of the Development Impact Fee Ordinance shall be
reimbursed through the imposition of a non-refundable service charge in the amount
of three percent of the impact fee due.
BUDGET HIGHLIGHTS
* It is estimated that the administrative fee will generate revenues of $53,000.
147
Av
ENV1ROITLqNTAL STOFM SEtdER
WATER FUND
$6,250,000
BUDGET SUKMA71-ff
Amended Amended Adopted
Amended
Requested
198 -88 1988-89 1989= 90
1989-90
1990=91
Personnel Services
$ -0- $ -0-
$ -0-
$ -0-
Operating Expenses
4,000,000 6,250,000
6,250,000
6,250000
Debt Service
-0- -0-
-0-
-0-
Total
$ -0- $ 4� 000.000 _$_k,250, 000
$ 6 250,000
$ 6, 250, 000
Positions
0 0
0
0
DESCRIPTION
To operate, maintain and improve the Environmental Stonn 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.
SELECTED OBJECTIVES
* To maintain and expand the City's existing stormwatEir utility system.
* To construct ground water protection devices.
* To comply with the State of Florida Clean Water Act relative to storm drainage
improvements.
BUDGET HIGHLIGHTS
* This fund will generate revenue of $6,250,000 of which $1,700,000 will be transferred
to cover the cost of this function within the Public Works Department, $4,525,000 will
be transferred to the Capital Improvement Fund, and $25,000 will be held in reserve
for.future expenditures.
148
Department of
Community Development
Community Development
Block Grant
FY191
FUNCTIONAL COST
FUNCTIONS POSITIONS COST_
PERCENTAGE_
Administrative and
Managerial 2
$182,844
2
Economic Development 5
270,887
2
Grant Program Admin.
and Control Compliance 6
302,276
3
Financial Management 10
525,177
5
Neighborhood Job Prog. 9
512,773
5
Public Education and
-
Information 4
183,073
2
Social Services Programs
Monitoring 6
_ _ 397,184
3
Total 42
$2,:374,214
22
Grants and Other Contractual_
r«4
Social Services
$1,662,150
15
Economic Development
1,11305,000
16
Housing and Preservation
4,562,000
41
Public Improvements (Streets)
'110,000
4
Other
__ 26T,_636
2
Total
$ 8,'106,786
78
Grand Total
100
PERFORMi�ICE .INDICATORS
* Monitored 115 community projects.
* Processed over 175,000 residents through the Manuel Artime Community
Center.
* Served 37 homeowners under the residential Paint Program.
* Handled over 20,000 information requests. -
* Provided Technical and Financial assistance in the area of Economic
Development.
* Monitored over $10 million dollars worth of active Urban Development
action grants.
* Monitored over $6 million worth of Community Development Float Loans.
150
DEPARTMENT OF COMMUNITY
DEVELOPMENT
COMMUNITY DEVELOPMENT
BLOCK GRANT
$11,081,000
BUDGET SUMMARY
Amended Amended
Adopted
nmendecl
R,equested',
1987-88 1988-89
1989-90
1989-90
1990-97'`
'Personnel Services
$ -0- $
2,128,924
$ 2,959,161
$ 2,142,750
Operating Expense
--0-
378,916
401,571
217:,464..;,'
apital Outlay
-0-
20 443
20,443
14,Ob0
Grants In Aid
9,213,717
8,360,825
8,706,786'
i
Total . $
-0- $ -0- $
11,742,000
$ 111742000
$11;081,000 .
Positions
0
46
46
42
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.
,J
SELECTED OBJECTIVES
* To increase the City of Miami's participation in Federal Grant Programs.
To promote economic revitalization and business growth in the City.
* To improve the delivery of social services to the City of Miami's low income
residents, including the homeless.
* To provide employment and training opportunities to economically disadvantaged
City of Miami residents.
BUDGET HIGHLIGHTS
* The $2,374,214 budget provides the funding for the administration of the Community
Development Block Grant and the operation of the Miami Neighborhood Jobs Program.
The $8,706,786 is fund:!.lg for community activities.
* The 16th Year Community Development Block Grant Allocation of $11,081,000 is
$661,000 less than the 1.5th year allocation of $11,742,000.
1
151
kw
LAW ENFORCEMENT TRAINING FUND
$295,500
BiJDGET SUMMARY --
Amended Amended Adopted Amended Requested
1987-88 1989 1989-90_ 1989-90 1990-91
K-
Personnel Services $ -0- $ -0- $ -0- $ -0-
Operating Expenses 900,000 1,605,427 1,605,427 295,500
`Debt Service -0- -0- -0 -0
Total 900 000 $__ 900,000 Cl G05,4227 $ 295,_500
Positions 0 0 0 0
DESCRIPTION
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 Commission and the regional training councils.
�7a�e1:1��
* Generally accepted accounting principals requires that this fund be shown in this
budget. The $295,500 is the FY'91 anticipated expenditure for Law Enforcement
Training activities.
152
7
J
METRO DADE TOURIST BED TAX
$1,460,000
BUDGET SUMMA12Y
Amended Amended Adopted
Ametlded
Requested
1 89 7-88 19 8-8 1989-90
X989-90
1990-91.
Personnel Services
$ -0- $ -0-
$ -0-
Operating Expenses
1,200,000 1,283,241
1,283;241
1,4601000
'Debt Service
-0- -0-
-0-
'rota]
1,200,000 $_ 1,200,000 , 3,241
$ 1, 283 241 .
$' 1_, 460 000
Positions
0 0
0
0,
DESCRIPTION
Section 125.0104 of the Florida Statutes, the "meal 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 roams 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 HIGHLIGHTS.
* These monies will be used to fund Convention Bureau activities; Grand Prix-
$200,000; and, other tourist oriented events.
153
UTILITY SERVICE TAX SPECIAL, REVENUE FUND
$28,147,496
BUDGET SUMMARY
Amended Amended Adopted Amended Requested
1987-88 1988-89 1989-90 1989-90 1990-91
Personnel Services $ -0- $ -0- $ -0- $ =0-
Operating; Expenses -0- -0- -0- -0-
Debt Service 27,544,624 28,101,820 28,101,820 28147,496'
Total; $ 25, 814, 252 _27 �544, G24 $ 28,101 820 $ 28,101, 820 $28,147 496
DESCRIPTION
Bonds in amount of $3,125,000 were issued in 1963 for the purpose of building Miami's
Marine Stadium and making improvements to the Orange Bowl Stadium. These bonds are
paid from .the 10% Utility ,Service Tax on customers in the City of Miami. All
outstanding bonds were amortized in 1988.
BUDGET HIGHLIGHTS
* This fund will contribute $21,180, 990 from U-:.ility Service Taxes to the General
Fund for FY 191. In addition, this fund will contribute $3,817,908 to the
Conferences and Conventions Center Enterprise Fund, $188,468 to the Government
Center Garage Enterprise Fund to cover their deficits for FY191 and $2,815,130 to
pay for Certificate of Participation Notes and $145,000 Contribution to the
Capital Improvement Project Fund.
154
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FISCAL YEAR 1990 - 91
INTERNAL SERVICES FUND APPROPRIATION SUMMARY
($000,000)
FLEET MANAGEMENT ($9.5) 50.4%
PROPERTY MAINTENANCE ($3, i
JSTODIAL MAINTENANCE
($0.3) 1.6%
INT SHOP ($0.9) 4.7%
;HASING ($0.9) 4.8%
COMMUNICATION SERVICES ($3.5) 18.77.
TOTAL BUC)GET 1 8,861 ,794
155
v
Department
of General
Services Administration
FX191 FUNCTIONAL COST
UNCTIONS P
P RCENTAGE
Administrative and
Managerial
10
$803,189*
4*
Communications
20
3,525,148
19
Heavy Equip. Maint.
45
4,617,465
24
Light Equip. Maint.
41
41199,472
22
Parts and Supplies
7
683,437
4
Graphic Reproduction
13
893,608
5
Procurement/Minority
Women/Spec. Projects
11
907,058
5
Electrical/Air Cond.
13
1,110,593
6
rY^
Carpentry and Mech.
18
1,259,559
7
Masonry Construction/,
Painting
8
617,489
3
Plumbing
3
2201569
1
,LL
Outside/Other Srvcs.
9_
827.396
—4
Total
19$.18,_8G1�_794
100 `.
* Not included in Total
PERSUMMAtq,_CE . _ I N D 1 CA_TORS
* Repaired and/or inspected seven hundred (700) street lights and
posts, twice a year, at specific locations to ensure their proper
operation.
* Provided inspection and repairs of ten (10) pools, five hundred
(500) public and office restrooms.
* Produced in-house, 480 copies of the 136 page Annual Financial
Report for the Finance Department.
* Produced in-house, approximately 3,900,000 pages of various quick
copy duplicating, including all agenda items for 22 Annual
Commission meetings.
* Repaired approximately 15,000 square: feet of roof at various City
facilities.
* Condensed the formal bid package mailed to vendors and purged the
auction mailing list in order to save postage and mailing.
156
GENERAL SERVICES ADMINISTRATION
ALL FUNDS
$18,861,794
DEPA'FYi4VlEWAL BUDGET AI4D POSITION SUMMARY
Amended Amended Adopted
Afiended
Requested`,
9 •-88 1988-89_ 1989-90
1 89 9=90
9
Personnel Services
"Operating Expenses
$ 9,23.5,585 $ 9,609,482
,224
$ 9,4 9 123 ,:.
Oapltal Outlay
8,015,167 8227,456
1,742,630
8,654,644,491121
`
187,380
989,450
89130:
Total.
$ 11,648,885 18,973;382 a,024,318
$ 19,274,318
$ 18,861 794
positions
203 203
206
198
DESCRIPTION
The Department of General Services Administration is an intergovernmental 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 HIGHLIGHTS
* This request is $412,524 or 2% less_than the FY190 amended budget.
* This request includes depreciation expenses of $1,916,150.
* This decrease is the result of reductions in Persoiuiel Services, operating
expenses and capital outlay.
157
GENERAL SERVICE ADMINISTRATION
DIRECTOR'S OFFICE
$803,189
DIVISIONAL BUDGET AND POSITION SUMMARY
Amended Amended
1987-88 1988-89
Personnel Services $ 570,647
DESCRIPTION
Adopted Amended Requested
1989-90 1989--90 1990-91
$ 556,735
191,184
14,000
(761 919
$ -0-
10
$ 569,266
$ 618,'383`
178,653
173/806/
14,000
111000:'
(761,919)._
(803,189)
-0-
$ -0-
10
10
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.
SELECTED OBJECTIVES
* 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 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 maintain an Environmental Control program for all Internal Service Operations
that meets all the legal and regulatory requirements of the Federal, State and
f * other local agencies that monitor such activities.
To maintain a Records and Forms Management Program that complies with, guidelines
and regulations established by the Federal, State and Local Governments public
records laws.
BUDGET HIGHLIGHTS
* 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 $41,270 or 5% more than the FY'90 amended budget. This increase
is primarily due to a reallocation of Pension, Self Insurance and Internal Service
charges.
158
GENERAL SERVICES ADMINISTRATION
COMMUNICATIONS SERVICES
$3,525,148
-j
DIVISIONAL BUDGET AND POSITION SUMMARY
Amended Amended Adopted
Amended
Requested.
1987-88 1988-89 1 89- 0
989-90
1990=91
Personnel Services
$ 862,756 $ 905,821
$ 905,261
$ 988r142
Operating Expenses
1,695,299 1,691,403
2,154,393
2` 006,306'
Capital Outlay
255,100 105,500
643,070
530,700
Total
S ` 2,534,244 2 �813,155 $ 2,2 702,.724
$ 3,702,724
$ 3t525,148
Positions
18 18
18
20
i
DESCRIPTION
The Communications Services Agency is responsible for the planning, development,
implementation and maintenance of all City -owned communications equipment, facilities
and systems. This agency is also responsible for issuance and updating of Federal
Communications Commission radios licenses; coordinating and billing of all telephone
services; maintaining pager and radio call number records; preparation and printing
of inter -office telephone directory and preparation of the listings for the Southern
Bell Telephone Directory.
SELECTED OBJECTIVES
* To manage labor, parts, and materials for moving/relocating terminal equipment,
including cables, connections, wire routing, etc., as necessary.
* To reduce outside expenditures for Common Carrier communications via efficient
utilization of the City Institutional Cable Network (INET).
* To support the expansion, as necessary, of the INET distribution system linking
all major facilities by designing and developing specifications for the
installation, testing and maintenance of affected equipment by outside
contractors.
* To support communications services for user events such as the ASTA Convention,
the Grand Prix, the .range Bowl Parade, and the Miami Budweiser Unlimited
-, Hydroplane Competition.
-:a
BUDGET HIGHLIGHTS
* This request is $177,576 or 5% less. than the FY'90 amended budget. This decrease
is due to reductions in operating expenses, Capital Outlay.
* Depreciation expense has been set at $217,300.
159
I
GENERAL SERVICES ADMINISTRATION
CUSTODIAL MAINTENANCE
$300,000
DIVISIONAL BUDGET AND
POSITION SUMMARY
Amended Amended
Adopted
Amended
Requested:
1987--88 1988-89
1989-90
1989-90
1990-91.
$ -0-
$ -0- $
-0- $
-0-
300,000
350,000
350,000
300,000
-0-
-0-
-�0-
-0-
$ 325,000 $ 300,000
$ 350L000 $
300,000
350,000 $
0
0
0
0
DESCRIPTION
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 fourteen (14) 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
locations.
BUDGET HIGHLIGHTS
* This budget has decreased by $50,000 for FY191 due to a reduction in custodial
maintenance requirements.
160
OR
GENERAL SERVICES ADMINISTRATION
FLEET MANAGEMENT
$9,500,374
DIVISIONAL BUDGET AND POSITION SUMMARY
Amended Amended Adopted Amended Requested
1987-881988-89 1989-90 1989-90 1990-91
Personnel Services $ 4,386,462 $ 4,613,378 $ 4,622,149 $ 4,395,262
Operating Expenses 4,616,001 4,637,495 4,628,724 4,7811112
7 Capital Outlay 1,448,000 31,600 281,600 324,000
i Total
$ 13, 563,..188. �.10_,_450, 463._ $_ 9,_282�473 $ 9,532,473 9,500,374
Positions 97 97 100 93
1
DESCRIPTION
„ This agency procures, services, and maintains vehicular equipment utilized by other
City departments. The fleet consists of over 2,227 units. These include: items of
' 224 trucks, 241 heavy duty industrial equipment, 1,122 light vehicles and 640
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 total maintenance and repair for 439 small units of lawn, turf and
ftrash pickup equipment that belong to various golf courses, the Orange Bowl, Bobby
Maduro Stadium, City parks, City Hall and Solid Waste.
* To provide first echelon maintenance each time that a vehicle is fueled at the
I Heavy Equipment Facility; Main Motor Pool and Police Department Motor Pool Annex.
* To provide the total fleet of approximately 2,227 units with two automatic 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 damaqe, improves safety standards, prepare for painting and to
effectively hygienize t :e same.
i
BUDGET HIGHLIGHTS
* This request is $32,099 less than the FY190 amended budget. This decrease is the
result of a reduction in 7 positions, coupled with increases in fuel costs and
Capital Outlay.
`'t 161
GENERAL, SERVICES ADMINISTRATION
PRINT SHOP
$893,608
DIVISIONAL BUDGET AND POSITION SUMMARY
Amended Amended
Adopted
Amended
Requested
1987-88 1988-89
1989-90
1989-90
1990-91
$ 481,213 $
501,180 $
501,180
$ 507,218
363,448
364,641
350,141,
371,390`'
15,000
20,000
34,500
15,000
$ 746,638
885,821 $
$ 893,608;
885,821
14
14
14
13
DESCRIPTION
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.
SELECTED OBJECTIVES
* To strive for uniformity by standardizing format, quality, materials, and paper
stock.
* To manage outside printing requirements, so that vendors conform to specifications
as to quality, correctness, turnaround time and cost.
* To provide typsesetting and camera ready artwork for most printing requests and
Citywide forms.
* To strive for increased productivity through effective management and to provide
safe working conditions for all employees through education, training courses,
i
participative management and safety meetings.
BUDGET HIGHLIGHTS
* This request is $7,787 or 1% more than the FY190 amended budget due to an increase
in personnel services as a result of reallocation of Pension and Self Insurance
charges.
* Depreciation expense has been set at $8,500.
162
i
GENERAL SERVICES ADMINISTRATION
PROPERTY MAINTENANCE
$3,735,606
DIVISIONAL BUDGET AND POSITION SUMMARY
Amended Amended Adopted
Amended:
Requested
1987--88 ` 1988-89 1989-90
1989-90
1990- 91
$ 2,526,688 $ 2,624,740 $
2,624,740`
$ 2,402,1159
1,261,773 1,388,609
1,388,609
1 326,797
12,050 12,050
12,050
6650
Total $ 3,618,875 $` 3 800� 511
Positions 55
lnVCt CDTTTnTnT,T
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, pumping water out of flooded 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
I* This request is $289,793 or 74 less than the FY190 amended budget. This decrease
is primarily due to reduced requirements for personnel services costs and
operating expenses.
163
GENERAL SERVICES ADMINISTRATION
PURCHASING
$907,058
DIVISIONAL BUDGET AND POSITION SUMMARY
Amended Amended
1987-88 1988-89.
$ 387,819 $
357,543
4,230
Adopted Amended Requested
1989--90 1989-90 1990-91
407,628
366,043
4,230
860,940 $ 749,592 $ 777,901
E
DESCRIPTION
0
$ 407,628 -$ 568,159
366,043 3341899.`
4,230 4,000
$ 777, 01 $ 907,058
9 11
This division administers proper contract procedures and is responsible for ensuring
correct drafting of specifications for the purchase of commodities 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 from departments, which are
charged the appropriate costs.
SELECTED OBJECTIVES
* 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 purchase at least 17% of all City requirements for materials, services,
supplies and equipment from each of Black Minority, Hispanic Minority, and Women
Business Classifications.
* To conduct public auctions )f surplus and confiscated property as follows:
Tie of Proem Number, of Auctions_
1. Police Auto Pound 20
2. Confiscated General Merchandise 8
3. Surplus Autos & Motorcycles 4
4. Trucks and Heavy Equipment 1.
TOTAL 33_
BUDGET HIGHLIGHTS
* This request is $129,157 or 17% more than the FY190 amended budget. This increase
is primarily due to absorbing the function of Minority Women and Business Affairs
and Special Projects.
164
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THIS PAGE DELIBERATELY = BLANK
165
Department of Pension
FY191 FUNCTIONAL COST
FUNCTIONS ROS_II-Ws- CQSz. PERCENTAGE
Administration:
System - 778,287 3
Plan - 635,171 3
Retirement Payments - 22._887,549 94
Total 24007 100
* Administrative costs, which include personnel, is reimbursed to the
Pension Fund.
A_N_ E.._]�ND�ECKTQMS_
* Managed over $600 million of investments for the Pension System/
Plan.
* Issued monthly payroll checks to retirees totalling over $24
million per year.
* Managed the records of over 4,000 active employees and their
pension contributions.
166
PENSION
$24,301,007
DEPARTMENTAL BUDGET AND POSITION SUMMARY
Amended Amended
Adopted
Amended
T�equested
987-88 1988-89
1989-90
1989-90
"199b-g1
Personnel Services
$ 457,049 $
489,404
$ 489,404
$ 483,901; .
Operating Expenses`
27,387,453
27,396,234
27,396,234
23,806,406
Capital Outlay
21,200
11,900
11,900
101700
Total
$ 30,195,631 $ 27,8C5,702 $ 27;8971538
$24,_301 007
27,897,538
Positions
1
1
1
1
DESCRIPTION
The Pension Trust and Agency Hand 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
;I * To supervise and record investments of approximately $400 million for the System
and approximately $200 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.
J * To issue monthly payrolls to retirees totalling over $24 million a year.
BUDGET HIGHLIGHTS
* This request is $3,596,531 less than the FY190 amended budget due to a decrease in
normal pension costs for FY191.
a
167
Self Insurance Trust Fund
FY191 FUNCTIONAL. COST
UNCTIONS
POSITIONS
COST
PERCENTAGE
dministrative and
Managerial
3
$451 272
2
roperty and Casualty
9
3,415,099
15
roup Benefits
4
12,787,642
56
orkers Compensation
12
4,953,635
22
afety
1
62,012
-
nsurance Management
2
_984,529
5
Total
31
$22 659 189
100
PERFORMANCE INDICATORS
Completed the RFP for a Multiple Option Managed Health Care Plan, to
be implemented in January 1991.
Conducted the City's Annual Open Enrollment consisting of 2,200
mailings and processing 406 requests for changes in plan coverages.
Developed Group Benefits Procedures Manual.
Received Dade County Citizens Safety Council Award for Best
Government Safety Program.
Graduated 100 employees from Defensive Driving courses.
162
SELF INSURANCE
�?
$22,659,189
DEPARVENTAL BUDGET AND POSITION SUMMARY
Amended Amended Adopted
Amended
Regtiue8ted
1987-88 1988--89 1989-90
89- 0
1990-91
Personnel Services
$ 1,185,200 $ 1,395,342
$ 1,395,342
$ 1,654,059
-kating Expenses
13,668,495 18,966,162
1.8,965,162-
20,995,684
Capital Outlay
19,750 19,446
20,446
91446
Total
14,663 690 $14,873,4A5 � 20 380,950
$22,659,189
20,380,950
Positions
28 30
32
31
i
i
DESCRIPTION
The Self Insurance Trust Find was established on July 17, 1978, for the purpose of
1 combatin the escalating cast of innsurance
g g premblm_,. By self -insuring and handling
its own claims service, yet providing adequate safeguards against catastrophic
1 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 commercial 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
Personnel Management Department.
SELECTED OBJECTIVES
* To research, assist, counsel or educate partic1pants in need of answers or changes
to their health benefit, coverage and resolve claim problems.
* To conduct ongoing benefits orientation sessions for new hires and retirees.
* To graduate 200 drivers from Defensive Driving Courses.
"'7 * To prepare an annual report to the Self Insurance Committee, listing all insurance
Coverages.
* To provide technical assistance to City Departments regarding property and
casualty insurance requirements.
* To examine approximately 200 agreements, 25 use permits, 75 leases, 5 sidewalk
cafe permits, 10 bid documents, 10 requests for proposals, 25 procurement
documents, and 200 special events requests for compliance with insurance
requirements.
* To establish and implement new health coverage plans for all City employees.
`I BUDGET HIGHLIGHTS
* This request is $2,278,239 or 11% more than the FY190 amended budget. The major
increases are attributable to additional health benefit requirements and Worker's
Compensation claims payments.
169
k
Amended
Amended
AdoptedAmenaea
xc ue5
1981-�88
1988-89
1989-90
1989-90
1590-91
Personnel Services
$ -0- $
-0-
$ -0- $
-0-
Operating Expenses
268,694
386,543
972,237
1,145,012
Capital Outlay
-0-
-0-
-0-
-0-
Total $ 183,893
^38G,543
$ 972, 237 $
1,145,012
$ 2G8,G94 $J
Positions
0
0
0
0
DESCRIPTION
The Redevelopment Trust Fund
account is used
to collect
tax increment
revenue
generated by the City's tax_ increment district.
The Redevelopment Trust Fund
account
is used to finance or refinance
redevelopment activities in the project area.
BUDGET HIGHLIGHTS
* The Southeast Overtown/Park West Tax Increment District Trust Fund will generate
estimated revenue of $1,145,012 in FY'91, of which $648,040 from the City and
$496,972 is from the County.
170
OR41 TAX 1-NCRIM'NT
DISTRICT
TRUST FUND
$1,413,834
DEEAMMENTAL BUDGET AND POSITION SUMMARY
Amended Amended
Adopted
Amended
Requested
1987-88 1988-89
1989-90
1989-90
1990-91
Persotmel Services
$ -0-- $
-0- $
-0- $
-0-
Operatirg Expenses
-0-
-0-
669,605
11413834 .
Capital Outlay
-0-
-0-
-0--
-0-
Total .
$ -0- $ _ _0_
1,413,83
669t665. $
Positions
0
0
0
DESCRIPTION
The OMNI Tax Increment District Trust Fiend account is used to collect tax increment
revenue generated by the City's OMNI tax increment district. The OMNI Trust Fund
account is used to finance or refinance redevelopment activities in the project area.
f
BUDGET HIGHLIGHTS
* The OMNI Tax Increment District Trust Fund gill generate estimated revenue of
$1,413,834 in F'Y191, of which $799,888 is from the City and $613,946 is from the
County.
171
TEAS PAGE DELIBERATELY LEFT BLANK
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ARU�W KA
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.
i
GENERAL FUND
Management and Budget
Operations Analysis
OOMMUNITY DEVELOPMENT
Off. of the Director
Comnunity Development
Community Programs
Development
Amended Amended
198 -88 1988-89
689,165 -0-
Adopted Amended Requested
1989-90 1989-90 1990-91
-0- -0- -0-
105,074
147,440
147,440 -0- -0-
241,827
235,092
235,092 -0- -0-
584,221
476,538
476,538 -0- -0-
1,790,759
1,025,871
1,025,871 -0- -0-
IN M4AL AUDITS AND REVIE14S
Professional
Compliance 275,215
Enterprise Fund
Orange Bowl Warehouse
Bonds 37,304
Property and Lease
Management 1,947,413
Special Revenue Fund
Housing Conservation
and Development Agency
s
36,972
2,818,769
-0- -0-
36,574 -0-
4,659,998 4,909,998
Director's Office
300,000
314,622
314,622
Housing Conserv.
11,848,890
11,280,084
11,280,084
Housing Development
557,278
580,381
580,381
Cable Television
1,334,851
900,000
505,115
A-1
-0-
-0-
505,115
No
THIS PAGE DELIBERATELY LEFT BLANK
A-2
i
GLOSSARY OF BUDGET TERMS
Account Comae_- A numerical code used to define specific types of financial
accounts such as departments, programs, major/minor codes, etc.
Accrual Account_ - 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.
Ark V.I=M "Fame - 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.
1Wp`priation - A legal authorization granted by the City's legislative
authority to make expenditures and incur obligations for specific purposes.
messed 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
J
expenditures.
Bond Funds - Money obtained by the sale of bonds for use in construction of
capital facilities.
Budget - A balanced fiscal plan of programs, services, and construction
projects funded within available revenues, within a specific period of time
..�
(usually 12 months).
Budget AmendD%it_ - 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.
Budaet Messa-W - 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.
Budget Monitorin_ - - The control or management of a governmental unit or
enterprise in accordance with an approved budget for the purpose of keeping
h
expenditures within the limitations of available appropriations and
available revenues.
Capi 1 iSMtt_-
f
Equipment with a value in excess of $100 and an expected
life of more than one year such as automobiles, typewriters and office
furniture.
2'
WM
Capital I-Mcovement Budget - A budget including those approved capital
improvements contained in the first year of the six -year Capital Improvement
Program.
Capital Irovement_og__(C) - 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.
Qpital Outlay - An expenditure category for equipment, vehicles or
machinery that results in the acquisition or addition to the City's fixed
assets.
Coo RWity ve QPMMt_ Block Qrant - 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 SeYyice - The City's obligation to pay the principal and interest of
all bonds and other debt instruments according to a pre -determined payment
schedule.
DelirQuent_T_a_Kes. - Taxes that remain unpaid on and after the date on which a
penalty for nonpayment is attached.
Department - A major administrative division of the City which indicates
overall management responsibility for an operation or a group of related
operations within a functional area.
Depreciation - The decrease in value of physical assets due to use and the
passage of time.
Wi-s-buragwVt - 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.
EnciM_b)Mnces - The commitment of appropriated funds for future expenditure.
FA3t prise FUr! - 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.
s iMated._ Re3LeDUe_ - The amount of projected revenue to be collected during
the fiscal year. The amount of revenue appropriated is the amount approved
by the Commission.
Exe t'om - A portion of the total valuation of property which is made not
subject to property taxes. An example is Homestead Exemption.
penditures - 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 encumbrance reserves funds to be
Amended.
des - Charges incurred (whether paid immediately or unpaid) for
Operation, maintenance, interest and other charges.
Fiscal Yew - The time period designated by the City signifying the
. beginning and ending period for recording financial transactions. The City
Of Miami has specified October 1 to September 30 as its fiscal year.
Fixed Assets. - Assets of long-term character which are intended to continue
{ to be held or used, such as land, buildings, machinery, furniture and other
equipment.
Fuj3d_ - 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
1 funds, enterprise funds, trust and agency funds, internal service funds, and
special assessment funds.
Fund Balance - Refers to the excess of assets over liabilities and is
therefore also known as surplus funds.
-i 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 government.
General Obligation Bons - 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 Fund, and these bonds are backed by the
full faith and credit of the issuing government.
Grant - A contribution made by one governmental unit to another. The
contribution is usually made to aid in the support of a specified function
but it is sometimes for general purposes.
Indirect Cost Reimb>>rsement - Payments made to the City by grant -funded
programs to cover City administrative overhead costs.
Inter -Dee 1DMta1'fifer - Payment from one City department to another.
These payments are usually for equipment or for services rendered, and are
usually made by way of the Internal Service Fund.
O
M
interfund Transfers - Amounts transferred from one fund to another.
Internal Service Funds - Funds used to account for the financing of goods or
services provi one department to another department on a cost
reimbursement basis.
Levy - To impose taxes, special assessments, or service charges for the
support of City activities.
Line -item Bud et - A budget that lists each expenditure category (salary,
materials.. telephone service, travel, etc.) separately, along with the
dollar &Taunt budgeted for each specified category.
Local Government 1/2 Cents Sales Tax - The value of 1/2 cent of the State
sEles tax, w-hidi is returned to the City on the basis of population.
Local Option Gas Tax - A tax levy of up to six cents on each gallon of motor
and special fuels sold, which can be imposed by Dade County in accordance
with State law, and which is shared with the cities in the county.
Long Tern Debt - Debt with a maturity of more than one year after the date
of issuance.
Maintenance of Current Level of Service - The resources required to provide,
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.
Nonrevenues - Monies received by the City which are not additions to assets
of the City as a whole although they may be to the receiving agency.
Object Code - An expenditure category, such as Personnel Services, Operating
Expenses and Capital Outlay.
Operating Budget - A balanced fiscal plan for providing governmental
programs and services for a single year.
Operating - An expenditure category which includes all costs
associated with the general operation of a department such as office
supplies, vehicle fuel, rent, utilities, etc.
Operating Fluid - A fund restricted to a fiscal budget year.
Personnel Services - An expenditure category that includes employee costs
such as salary, wages, shift differential, holiday pay, etc.
B-4
i
Prajectiams - Estimates of wit.icipM.W rowm1 v.1,. kx,' *11A11��11� m, i�1' i��0o1
beget anounts for specific tinle pQt� WS, t MIA11�A t' 1��i`1a NAMIA,
Rpoperty Tau L th+v�x The value derii by I1111 t.111ly lim 111ii 1,I I11*411 y ko(
millage rate e net taxable asscasvexi vm1%10 o I' 111'01 "I (jy i I l (l WA
Pro Taxes - Taxes paid on Wio arararaIWO rat I' jiMI I Y(I1I0 0' ImIld
buildings, siness inventory or eq 1.111Yffli r,
Proprietary Agency - C7atmonl,y ca1.l(A I'mo (` NIII-)1x.)I I.Inrf" III "olil ra! I.II I IoA, It
these agencies pay for all or moral: of t,i oh, r. iolo rrf` r:rlrsi Fil Irrllli (`I r 1lI IilaE�l
fees, and receive little or no gmiorra.1, prclxir:l:y 1AX mIpI.xIi
Reconciliation - A detailed rjulmlary or Wr i-f-jr-10 fii and rir� �i r�rlrii;ata I I I
departinental. expenditures Fran one Irmd et, your 1 /.1 hw il,hr3r ,
Revenue - Funds that the goKierr1{rran tr rrx xi i voa mw 10111110, 11, ool 11 !
its as tax payments, fermi for afxv;:1f` r,, wirvicksti, 1r.V'1.1f 1&ri 1'1111! o11lr-1
governments, fines, forfeibirr--s, 9rhrrt,a, Www'L*1 rwlttrotoo wyl )0 r4) igol-
inane.
Revemie BaxL- — F 7 ; 03J c r lq W1 P 1
priJaice— reve: e for thp- /:.�1'a l�l''i�. ♦ I r r ; 4
`.� 11�> 1-1�'1'�t rat a t� . �,;�3Yi 1 ! pfi% OP
P
pr um-ipal a:nA i. tere s . of trPa rlX,c i
R,►em sharing ( FF' al) 41/ s11 /y t
S,':- TEu or no `�i� �,..�A�: y"J'f�.f�•✓+�� �.��i'� kt1 r/%1;�1 1 �r F
r / 1°t
-i a �'� rs�' +-�vr ✓I� r�*,/�r; ; .r �.r1 sr err, . ! f r v r /f �lyd/
'.►'�i� .^7"r`.f�,.u...r�'�'' i � 1'.i �.Lf A`r✓ fr .�v�!4 M•.P« 1. 1i%: ir,��, �� �,�; M A'?% f
n�� _ �hh
�...-..t.i �.., J... ..�� s..'i �//�/ �'r'� �• d r�r�i/.�r�) �/�i;'�v �.'� +<li ,.+', A1K'�Y
..t:T�. — __.i._ ��%~�.:.. _. �� r•-� �,sf �t �./�+./�� s.r,a!,{r �yr'.,,�.r r is '�,r'� ��rt'j[v'S��f'vo;✓ 't�;/ �>�;.
. ;.; �;�+^_i �t�'^'.=i '+s,. ?+-•, � � �..� �.� ..:� � �.- ay'r�i � y �,r �.r w �%�r'Ki, �k iir ,J�,���-�...�� � �4�,+� `�...! b� 1,:
4,
:��' �. � '. .. a�� '.•rfv ,�+ � .!, /:,. jai,.
"'�!"'"— y=T'_""'r"yy'�' .,.. �:.. ,i;.'r� .ter - .-.�;�`: �:.+'ti1:�3''. i!� ?er!✓:t�,!!':r�
�--
m
m
A
Proj eecticns - Estimates of anticipated revenues, expenditures, or other
Fudge'-anounts for specific time periods, usually fiscal years.
prW2!:!y Tax jevy - The value derived by multiplying the property tax
millage rate by the net taxable assessed value of property in the City.
�Taxes - Taxes paid on the assessed or "just" value of land,
,business inventory or equipment.
Proprietary Agency - Ocmmonl.y 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.
Reconciliation - A detailed summary of increases and decreases in
departmental expenditures frcm one budget year to another.
Revenue - Funds that the government receives as inccme. It includes such
items as tax payments, fees for specific services, receipts from other
governments, fines, forfeitures, grants, shared revenues and interest
inccme.
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.
Revenue Sharing (State/Federal) - Funds distributed by formula to local
} governments 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 Revernie - 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
a uncollected during the fiscal year and which remains uncollected after 60
tidays 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
au Local Government 1/2 Cents Sales Tax)
Unencumbered Balance - The amount of an appropriation that is neither
Amended nor encumbered. It is essentially the amount of 'money still
available for future purchases.
J
B-5
THIS PAGE DELIBERATELY LEFT BLANK
FY'91 FUNCTIONAL TABLE OF ORGANIZATION CHARTS
ITABLE OF CONTENTS
CityManager .................................... C-1
City Clerk ...........C-2
CivilService ............................................. C-3
FiComputers...........•................C-4
nance ........................ .......... C-5
Fire, Rescue and Inspection Services C-6
Internal Audits & Reviews C-7
Law....................................................... C-8
IBudget ........................ C-9
Parks, Recreation and Public Facilities r-in
PersonnelManagement ..................................... C-11
Planning, Building and Zoning (General Fund) C-12
Police................................................... C-13
Public Works C-14
International Trade Promotion............................C-14A
' General Obligation Bond ..................C-14B
Conferences, Conventions and Public Facilities............ C-15
p� Parks, Recreation and Public Facilites 'Enter rise Fund
Planning, Building and Zoning (Enterprise Fund) .......... C-17
SolidWaste .............................................. C-18
RescueServices .......................................... C-19
Development and Housing Conservation C-20
CommunityDevelopment .................................... C-21
.� General Services Administration .......................... C-22
Pension.................................................. C-23
Self Insurance Trust Fund ................................ C-24
Downtown Development Authority.C-25
Department of Off -Street Parking ......................... C-26
J Miami Sports and Exhibition Authority .................... C-27
Bayfront Park Management Trust............................C-28
I
J
THIS PAGE DELIBERATELY LEFT BLANK
OFFICE OF TH E CITY MANAGER
FY'B 1 FUNCTIONAL TABLE OF ORGANIZATION
EXECUTIVE MANAGEMENT AND
ADM IN IS TRATIO N
EX ECU II"E,MANAGEMENT
CITY MANAGER 1
EXECUTIVE AIDE 1
ADMINISTRATION 2
ASSIST. CITY MANAGER 4
ADMIN. AIDE I
E XE C. ASSIST. TO CITY MGR. I
EXECUTIVE SECRETARY 4
CLERK/RECEPTIONIST 1
GENERAL CLERK 1
4
ACE NDA PREPARATION AND.
GRANTS MANAGEMENT
LEGISLATIVE ADMIN. q
ASS T. TO L E GI S. AD M IN, ID -
ADM IN. ASSIST. I 1 t
3
i
I
C-1
i
OFFICE OF THE CITY CLERK
FY'91 FUNCTIONAL TABLE OF ORGANIZATION
ADMINISTRATION/CON MISSION
MEETINGS
CITY CLERK I
ASSIST, CITY CLERK I
ELECTIONS --�
CHIEF DEPUTY CLERK 1
TECH. OP. LIAISON 1
2
MICROFILMING/RECORDS
RECORDS RETENTION COORO. 1 .�.
RESEARCH -'SPECIAL PROJECTS
AND PUBLIC INFORMATION
TECH. OP. LIAISON 1
2
CENERAL CLERK 1
TECH. OP,LIAISON 1
ADMIN. AIDE II 1
TECH. OPER. COORD, 1
TECH. TRANSCRIBER 2
tl
i�...
t i
C-2
OFFICE OF CIVIL SERVICE
FY'91 FIJNCTIONAL TABLE OF ORGANIZATION
CIVIL SERVICE BOARD ADNINISiRATION
SEC. CIVIL SERVICE BOARD 1
AD AI IN. .ASSIST. I 1
SEC RETARr11 1
TYPIST CLEPA 11 1
4
JUDICIAL; LEGISLATIVE AND PERSONNEL
ADMINISTRATION
C-3
DEPARTMENT OF COMPUTERS
FY'91 FUNCTIONAL TABLE OF ORGANIZATICIN
ADMINISTRATIVE AND MANAGERIAL
CABLE COMM. ADMIN. i
EXEC. ASST. DATA M-3T. 1
ADMIN AIDE I 1
TECHNICAL SERVICES SEC.RETARYIV I CnMRU1ER OPERATIONS
PROG. ASST, I 4
DATA BASE MANAGER I
SYSTEMS SOFTWARE MCR. I
SYSTEMS PROGRAMMER 2
5
MICRO/TECHNICAL SUPPORT
MICRO TECH,SUPT, MOR. I
MICRO TECH. ENOINEER 3
INFORM, CTER. SPEC. I
5
SYSTElAS AND PROGRAWAIN6
DEPLIUDIPECTOR
I
PROGRAMMER CHIEF
I
PR CORAM M E R SR
6
PROGRAM M C R
5
SYSTEMS ANLAYST 5R.
PROJECT ANALYST
4
C-4
ASST DIP COMP UTERS I
PROD. CONTPOL SUPYR I
CUNPUTER OPER, SUPVk, 4
COMPUTER OPER. CHIEF I
DATA LIBRARIAN I
COMPUTER OPERATOR i
COMPUTER OPERATORII 4
SCHEDULE/EIPEDITER I
5TOrk CLERK I
IS
DEPARTMENT OF FINANCE
FY'91 FUNCTIONAL TABLE OF ORGANIZATION
ADMINISTRATIVE AIJD MA14AGERIAL
DIRECTOR 1
TYPIST CLERK IV
2
ACCOUNTS PAYABLE
ACCOUNTANT 1
ACCOUNT CLERK S
CLERK It 1
ACCOUNTS RECEIVABLE
ACCOU NTANT SR. 1
i E NERAL LEDCI
7
ACCOUNTANT 2
ACCOUNT CLERK 3
TYPIST CLERK II 1
ASSISTANT DIRECTOP
FINANCE LIANAGER
ACCOUNTANT SUPVR.
ACCOUNTANT SR.
PAYROLL
ACCOUNTANT
ACCOUNTANT SUPVR. I
SECPETARYII
ACCOUNT CLERK
REVENUE INSPECTIONS
ACCOUNTANT I
ACCOUNT CLERK D
7
ASST. 01 P.ECTOR 1
REVENUE INSPEC,I 7
REVENUE I NSPCC. II 2
INVESTM EN iS
ADMIN. AIDE I 1
CLERK II 1
T'i PIST CIEPk' III I
ACCOUNTANT SR.
ACCOUNTANT
COLLECTIONS
I
CLERK II 3
13
r----
CASHIER
ACCOUNT CLERK
ACCOUNTANT SUPVR.
1
2
I
7
C-5
S.W, BILLING AND C
ACCOUNTANT
CLERK II
CLERK III
I
I
2
I
2
122
1
i
2
DEPARIMENT OF FIRE, RESCUE AND INSPEC110N SERVICES
FY'91 FUNCTIONAL TABLE OF ORGANIZATION
DISPATCH/COMMUNICATION
BATTALION CHIEF I
CONK. OPER. SUPVR. 4
COMM .OPER. 22
FIRE CAPTAIN
FIRE fIC HTCF
FIRE LIEUTENANT 2
SECRETARY II I
33
EMERG, FIRE BASIC LIFE SUPPORT
AND CODE ENFORCEMENT
BATTLLION CHIEF 1
D IST. COMIIANDER II
FRE CAPTAIN 45
FIRE LIEUTENANT 70
FIRE FIGHTER 350
SECRETARY III I
TRAINING/RECRUITMENT
DIRECTOR OF TRAINING I
FI RE L I EIJTENANT 3
FIRE CAPTAIN 2
FIRE FIGHTER
TYPIST CLERK III 7
9
ADMINISTRATIVE AND MANAGERIAL
CHIEF
ASSISTANT CHIEF i
CXEC UTIVE ASSISTANT I
ADNIN, AS5T, III )
FISCAL A.551I1
SR STAFF 11 ALTSI I
AC COUNt CLEPF- i
ADMIN. AIDE 11 )
FIREFILHT ER-&0 HP I
RECEPTIO MIST/P.T.
SECRETARY NI
SECRETAR I IV
15
CHIEF OF FIRE PREVENTION
II
OSTRI CT C C'M IIANIIEft 1
FRE SAFETI :PEG. 5LI I
'R FIRE SAFETY SPEC,
FIRE SAFETY SPEC I I
I.D. TECHNICIAN I 1
FIRE CAPTAIN I
FIRE LIEIJTE NANi
FIPE FIGHTER 12
SEC ETARYiI
TYP157 CLERV 11 3
37
LMLRt,LNI:Y AL�V.ANCED LIFE
SUPPC,RT SERVIi ES
CHIEF OF RESC VE
1
FIRE CAPTAIN
3
FIPE LIEUTENANT
SO
FIPE FIGHTER
OZ
96
C-6
MANAGEMENT SVCS. AND PUBL.
EDUCATION AND INFORMATION
BATTALION CHIEF I
E k C('.A S ST. TO FIRE CHIEF I
C 1)MM INVOL.ASST. I
E K EG LI FIV E A$ 51STANT I
N OME SPT1.5 URV E1' S I, PVA (P.T, 4
FIRE LIEUTENANT 3
FIVE FIGHTER
T'�PIST CLE RA II i
T/P15T CLERK 111 I
FIRE IA FCIR M. SPEI'. 1
FIRE SAFETY SPEC. I
GRAPHIC ILLU5TRATOR/Pt I
19
PROP ER11, EQUIP. S FLEET M;MT.
6ATTALION CHIEF I
FTC E LIEUTE HANT
F IREFIOHTEP
GAFAGE A5ST SUPT I
HEAVY COUIP. MECH. SUPR. I
HEAVY EQUIP'. IIECH. 5
HEAV, EQ111P-HELPER 1
CL ER I. IV 1
Ti PIST CLERK II 1
STOCK CLERK. I
STOCK CLERK" II
fT
DEPARTMENT I --IF INTEP14AL AUDITS .-'� REVIEWS
FY *91 FUNCTIONAL TABLE OF ORGANIZATION
ADMINISTRATIVE AND MANAGERIAL
€*q
'
DIRECTOR 1
9ECRETARY111 i
TYPIST CLERI, IV 1
INTERNAL AUDIT
AFFIRMATIVE NCTl4N
TECH. SUPPORT HOR,
T
SR. AFFIRIAATIVE ACTION
ADN ItI. A.SSTIII
I
SPECIALIST t
ADNIN. AIDE I
1
TYPIST CLERK It 1
ASSISTANT AUDIT -OP
1
TYPIST CLERK III 1
STAFF AUDITOR PPAL.
1
ADMIN. AIDE 1 I
STAFF AUDITOR SR,
3
4
STAFF AUDITOR
1
r..
TYPIST CLERK It
10
7
LEGISLATION
LEGISLATIVE COORD,
TYPIST CLERK II
DEPARTMENT OF LAW
FY'91 FUNCTIONAL TABLE OF ORGANIZATION
I
1
2
CITY ATTORN EY I
E%EC. SEC. TO CTY ATTY. I
ADMINISTRATIVE ASST. 11 1
SWITCHBOARD OPERATOR 2
CLEOAL
LERKSVCS. AIDE
G
I
LABOR/CIVIL SERVICE POLICE LEGAL
WORKMAPI'S COMP
ASSISTANT CITY Ali Y.
DEPUTI" r,ITYATTY. I LEGAL SECRETARY
ASSIST. CITY ATTY. ^ LEGAL SECRETARY
LEGAL SECRETARY �
LEGAL SECRETARY SR.
G
LITIGATION
EDMMERCJAL; RE
ASSISTANT CITY ATTY.
6
LEGAL SECRETARY SENIOR
2
A.5515TANT CITI Ali
LEOAL SECRETARY
J
SEH10R SECRETARY
LEGAL SECRETARY
i
RTY
7
1
t
12
1
I
1
I
I
EPARTMENT OF BUDGET
1 FUNCTIONAL TABLE OF ORGANIZATION
ADMINISTRATIVE AND MANAGERIAL
4PrIIALINrKUVtNtFtI
DIRECTOR 1
ADMIN.AIDC II 1
_
ECGNO. COORD.MGR'I 1
ECONO.COORD. MOR.111 1
ADMIN. AIDE 1
2
D
S! EVALUAT. BDGT.
BUDGET MONITORING AND PROJECTION
MANACEM ENT ANALYST ASSISTANT
1
MANACEME N T ANALYST SUPERVISOR 1
1
MA N AGEMENT OPERATIONSANALY5T 1
AS 1
ACCOUNT CLERK 1
iALYST 1
PPAL.
5
SUPVR. 1
R E V E N U E% F O R E C A S T I N G
i
1
R
MANACEMENTANA.LYST PPAL. 1
MANAGE M ENT ANALYST ASSIST. I
MAAGEMENI OPSR.ANALYST I
PRb0 ANALYSTASST 1
4
. IMPROVEMENT PROGRAM.
iE9 ONLY.
C-9
DEPARTMENT OF PA.RkS, RECREATION
AND PUBLIC FACILITES
FY'9I FUNCTIONAL TABLE OF ORGANIZATION
DAY CARE
DAY CARE ASSISTANT 0
DAY CARE AD MIN. I
DAYCARE CTER.SUPRY 2
CUSTODIAN I I
TYPIST CLERK Il 1
13
PARKS MAINTENANCE OPERATIONS
ASSISTANT DIRECTOR
1
4
PARKS GENERAL 5UPVR.
AUTO EOUIP. OPER. IV
I
PARKS SUPVR.1
9
PARKS OP. COORD,
I
CHIEF OF 0PERATIO N9
I
ASST. CHIEF OF OP.
BEACH OP, SUPV.
DEV, SERV. AIDE
I
13
TYPIST CLERK TENDER
2
PARKS SUPVR. II
AUTO EQUIP. OPER. 1
5
AUTO EQUIP. OPER. 11
6
AUTO EQUIP. OPER. III
5
GENERAL MAINT. REP.—
I
PAINT/MECHANIC
DEN. N INT. REP.— CARP
2
FACILITY ATTENDANT
PARK TENDER
9
TREE TRIMMER
I
TREE TRIM CREW LEADER
NURSERY TENDER
HORTICULTURIST
I
PARKSERATURALIST
CS
STOREKEEPTER
1
72
ADMINISTRATIVE AND MANA6EHIAL
DIRECTOR
I
ASST. TO DIRECTOR
2
MARKETING SUPVR.
STAFF ANALYST PRINC.
I
AC,11,1UNTA141
TYPIST CLERF II
2
TYPIST CLERK III
I
ACCOUNTANT SUPVR.
I
ADMIN. AIDE I
I
SECRETARYIV
I
PARKS PLANNING COORD.
I
14
RECREATIONAL PROGRAMS
DIRECTOR
I
.ASSISTANT
A55T. SUPT. RECREATION
I
REC DISTRICT SUPVR
4
REC. SPECILIST SR.
17
REC SPECIALIST
9
POOL MANAGERS
2
TENp,l SUTNR.
SUPVR.
BAG BALL
GROUNDS TEN DER
BOXING SUPVR.
1
WATER SPORT5INSTRUC.
I
LIFEGUARD
I
AEG II
I
TYPIST CLERK III
1
TYPIST CLERF. II
1
LIAISON SPECIALIST
1
45
C-10
HANDICAPPED
HANDIOAPG PROO. LEADEP 1
PROD. COORO. 1
HANDICAPP PRO6. A5ST. 1
TYPIST CLERK 11 1
4
",.,
wT.
n�
i
i
4�J
DEPARTMENT OF PERSONNEL MANAGEMENT
FY'91 FUNCTIONAL TABLE OF ORGANIZATION
ADMINISTRATIVE AND
MANAGERIAL
DEPUTY DIPECTOR 1
EXEC. SCCRETARY I
ASSIST. TO DIRECTOR I
SECRETARY III 1
PERSONNEL AIDE 1
5
IT PROCESSING CLASSIFICATION AND PAY RECORDS MA
TYPIST CLERK 1
TYPIST CLERK 11 1
CLERK II 1
3
PERSONNEL AIDE I
PERSONNEL ASSIST. I
PERSONNEL SUPRY. 1
CLASS. AND COUP. SUPV, 1
4
PERSON N EL AIDE 1
PERSONNEL OFF. SR. i
CLERK 1
CLERK II 1
TYPIST CLERK III I
5
MEDICAL
TEST VALIDATION/TRAININI
PERSONNELOFF. SR. 3
VALIDATION SUPVR. I
RECRUllMENTAND SELECTION
PERSONNEL OFF. 2
PERSONNEL OFF. SR. 1
PERSONNEL ADMIN. ASSIST. 1
TYPIST CLERK III I
LAD 0R RELATIONS
LABOR RELATIONS OFFICER 1
ASST, LABOR REL. OFFICER 7
ADNIN. SEC.11 1
3
C-11
D 4
QEPARTMENT OF PLANNING, BUILDING & ZONING
PLANNING OIVISION
FY'91 FUNCTIONAL TABLE OF ORGANIZATION
ADMINISTRATIVE AND MANAGERIAL
DEPUTYDIRECTOR I
ASST. DIRECTOR 2
3
SUPPORT SERVICES
A.OLIIN. AIDE II 1
SEC PET
ARi III 1
TYPIST CLERK III 1
TYPIST CLERK II 1
TYPIST CLERK 1 2
PLANNING ILL. II 3
9
HEARING BOARDS PLANNING DATA GENERAL PLANNING
PLANN.TECH. I AND ANALYSIS
1 PLANNER II 1 PLANNER II S
PLANNER III 1 PLANNER 1
PLANN. TECH. I
3 6
C-12
ZONING CODE
ADMINISTRATION
PLANNER 11 1
PLANN.TECH. I
ON
5
N
114
ON
0T.
83
I II
56
LOT
25
374
DEPARTMENT OF POLICE
FY'91 FUNCTIONAL TABLE OF ORGANIZATION
OFFICE OF THE CHIEF
AD MI N. AND MANAGERIAL 11
MEDIA AND
6
INSPECTIONS 4
OFFICE OF PROFESSIONAL COMP. 3
24
OPERATIONS ADMINIS7RAT!
Investigative ADMINISTRATION DIVISION
COM I UNICATIONS SECTIO
OCRIMINAL INVEST DIVISION 3 SUPPORT SERVICES SECTI
C R NNAI I VEST.NVESI SECTISECN 145 PERSONNEL RESOURCE M
SPECIAL INVEST. ,ECTION 45
INTERNAL AFFAIRS SECTION 3S PROPERTY' RESOURCE MOT
INVEST. SUPPORT SECTION 63 SUSINES� MANAGEMENT L
276
P Otf01
FIELD OPERATIONS 3
TASK FORCE 44
PPPATTTRRp PpOLLL CENTRAL 5 ��7 21C
PAiR01 SOU7N 81afll, 3 2160
FIELD SUPPORT SECTION 194
COMMUNITY RELATIONS 55
89
C-13
QEPARTME1\1T OF PUBLIC, WORTS
F)"91 FUNCTIONAL TABLE OF ORGANIZATION
ADMINISTRATION AND MANAGERIAL
DIRECTOR
I
OPERATIONS/ADMINISTRATION
ASSTDIRECTOR
I
ASST.. TO THE DIRECTOR 1
ASSISTANT DIRECTOR 1
ACCOUNTANT SUPVR
T
AUTD EQUIP. 0PER. it 1
SENIOR ACCOVNTANT
I
ACCOUNT CLERK 1
TYPIST CLERK IV
1
SECRETARY II 1
SECRETARY III
I
TYPIST CLERK II 1
ACCOUNTCLERK
1
TYPIST CLERK 111
•
5
SWITCHBOARD OPER.
1
iJ
ENVIRONMENTAL
CONSTRUCTION/ADMIN.
OPERATIONS/
OPS./SIDEW.ALK k
ENGINEERING
STORM WATER MAINTEEN.ANC
SEWERS MAINT.
ASST. DIRECTOR I
CIVIL ENGINEER I 6
2
CIVIL ENOINNER II 1
AD MIN. AIDE i
PUG. WKS. SUF'V
GEN. AINT. REP.
i
PUB. TYKi. SLI F'V. 1
CIVIL ENGINEER II
• CIVIL ENGINEER III 1
ENG. TECH 2
- PNT/MECH.
I ;AA REINTER I
ENO. TECH.111
EUC. TECH. II 3
ACO I
5
ENO. TECH.
ENO. TECH.IIt J
A.EO H
A ALITEEp pp EE
mu.GPER. 11 4
ENG. TECH. II
TYPIST CLERK II 1
ENO. TECH. IV 1
SECRETARYII I
AEO III
LABORER III
3 LABOR CREW LOR. I 1
I
TYPISCT CLERK II 2
LABOR CREW LEADER it
1
16
SURVEYOR 1
- 1J
16
16
-i
SPECIAL PROJ, DESIGN
OPER-/STREET h
C'PCR. TREE TRIM
/
RIGHT OF WAY MAINT.
CIVIL ENGINEERIII I
ARCHITECT II 2
INSPECTIONS
ENO. TECH. IV
AUTO EGUIP.ODER.1
} PUB. WKS. "UF^!. 2
12
ELECTRICAL ENO. 1
ENG. TECH 1
ENO. TECH. III i
AUTO EOVIP.OPEP.I
LABOR CREW LEADER I
I LABOR CREW LDR.It
2 MA.INT. MECH. SUPV. 1
ELECTRICAL ENG.I 1
ENO. TECH. II 3
AUTO EQUIP. OPER IV 2
AUTO EQUIP. OPEN. III 2
CIVIL ENO. II 2
CIVIL ENGINEER 11 1
5 AVTO EQUI D. OPER II 6
ARCHITECT 2
PUBLIC WKS. ENO. 1
A.l'TO EQUIP. O"rER.I 6
LAN OSCAPE ARCH. 1
-
LABORER III 1
14
GE N. MAINT. REP. -
10
PAINT/ M ECH. 1
3F
HIGHWAY DESIGN
CIVIL ENO. II 1
CIVIL ENO. III I
STREET LIGHT E NO. 11 1
END. TECH. 111 1
4
C-14
INTERNATIONAL TRADE PROWDTION
FY'91 FUNCTIONAL TABLE OF ORGANIZATION
TRADE PROMOTI:-IJ
EXECUTIVE DIRECTOR J
A5SISTAN T AD MINISTRA.T oQ. 1
SECRETARY
3
C-14A
GENERAL C,BLI("AT10N BONGS
FY'91 FUNCTIONAL TABLE OF ORGANIZATION
NVESTM ENT f DEBf SERVICE
DEBT SERVICE COORO. 1
1
FINANCF DIRECTOR
C-14B
AS;E55MENT LIENS
ACCOUNT CLERK
>CCOUNT.hNI I
ENO. TECH. II I
EN;a. 1 E C H. IIt 1
CIVIL ENC+ III I
AD)ONOFFICER CO t
7
s-�
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I
D E P,F R T M E 1-1 T OF CO 11 f I,-', Ill, (I(, [�. ",. , ( ') 11
/1 11 ( Pl l I,,
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T I f i •I. N I f f �i
rw
DEPARTMENT OF CONFERENCES, CONVENTIONS
AND PUBLIC FACILITIES
FY'9I FUNCTIONAL TABLE OF 0RGANIZATIO14
ADMINISTRATIVE AND MANAGERIAL
OFFICE OF PUB. INFDR.
PUBLIC INFDR. SUP'VR. I
PUB. PEL. ACE NT I
DIRECTOR I
MEDIA REL. SPEC I
ASSISTANT DIRECTOR I
PHOTOGRAPHER i I
R II
STAFF ANALYST SR. I
PUB. PEL. AIIDE I
r?'
SECRETARYIV I
TYPIST CLERK It 1
A55T.
4
INTERGOV. 1
SPECIAL EVENTS AOT. I
ORANGE BDWL STADIUM
ASSISTANT DIRECTOR 1
TYPIST CLERK II 1
U AINT. MECH. HELPER 1
GENERAL MECHANIC 1
GROUNDS TENDER 3
ADMIN. ASST.I 1
STAFF AUDITOR SR 1
EVENT COORDINATOR 1
r,.
FAC. OP. WORKER 3
FAC. GROUNDS AND
TURF MANAGER 1
SWITCHBOARD OPER. I
SPECIAL EVENTS
CONVENTION MGR. 1
EVENT COORDINATOR 1
TYPIST CLERK III l
TYPIST CLERK II 1
_4
COCONUT GROVE CONVENTION CENTER
AUDITORIUM MANAGER I
ASST.AUDITORIUM MGR. 1
FAC OPER. SUPYR 1
TYPIST CLERK II 1
SPECIAL EVENT, AGENT 1
5
BOBBY MADURLI MIA.MI STADIUM
GROUNDS TENDER
PUB. REL, SPEC.
C-15
DEBT SERVICE
DEPRECIATION
FACILITY
MGMT. GROUP/
AUDITORIUM OPERATIONS
PARKING GARAGE
I
MARINE STADIUM
MARINE STADIUM MDR. I
GR6UNDSTENDER I
DEPARTMENT OF PART^:S, RECREATION
AND PUBLIC FACILITIE -
E14TERPF.ISE F'UNG
FY'91 FUNCTIONAL TABLE OF 0F'CANIEATIijN
ADMINISTRATIVE AND MANAGERIAL
ADIIIN. AIDE I I
ACCOUNTANT I
MARINA OPERATIONS
MARINFACILITY FACLITY MGR.
2
MAR NAS ASS STANT
6
MARINA TAC. ATTEND.
3
MARINAS AIDE
3
14
G('jLF Cf)IJRSE OPERArioti
Pf uF COLT I
T"1
J
FT. SUET. uF GLFNt
i SPFR IOUNDS
L�A'A
TENDER
4
m.i
C-16
I
a `I'
> D E
.f�
Z O NI
ZONI
ZONI
CLER
�{ TYPIS
PERMIT
,j SUPYR.0
TYPIST C
r' CLERK III
CLERK II
CLERKI
PLUM
CHF. PL
PLUMB
PLUMS
TYPIST
cw�
aaaei
Y>�
PARTMENT OF PLANNING, BUILDING AND ZONING
BUILDINGAND ZONING DIVISION
FY'91 FUNCTIONAL TABLE OF ORGANIZATION
NING SECTION ADMINISTRATIVE AND MAIJADERLA.L SUPPORT SERVICES
SF• STAFF ANALYST 1
NC ADMIN. I F15CAL A.5ST. I
NO INSP.I A597. DIRECTOR 2 SECPETARY IV I
10 CHIEF OF INSPEC:. SV1_, i SECRETAP'f II 2
NO INSP. 11 L ADMIN. ASST 1
TYPIST CLERK II
K II I I CASHIER
CLERF II I
T CLERK 111 I SECRETARY 11 f CASHIER N I
17 5 d
SAND CONTROL SECTION ELEC. INSPEC. SECTION MECH. 1145PEC. SECTION
CHF. LIECH.INSPEC. I
MECH. IN SPEC. I 7
F PERMITS AND REV. 1 ELECT. INSPEC. CHIEF I MECN. INSPEC II 3
LERK II I ELECT.IN$PEC. I ! TTPIST CLERK III 1
ELECT. IN SPEC. II 2 1p
3 7 STP.UC.IN5PEC. SECTION
d BLDG.iODE ENFORCEMENT SECTION CHF. LLD.. IN SPE C. I
OLD 6. III 9 PEC.I B
BING INSPEC. SECTION CHF. CO[1E E NTOF,'. OFF. I BLDG. INSPEC. 11 1
CODE ENFORC. SLIPRV. 1 10
UMB. INSPEC. 1 E L E CT.I NSPEC.I I
INSPEC.I 5 BLDU.INGPEf_.I
IN5PEC. II I PLUMB.IFISPEC• 1 1 NEARING BOARDS ADMIN,
CLERK II I MECN. INSPEC I I
TYPIST CLERK II I
B ! 7 6SS1 E..EC. SEC 1
--_ RESEARCH ASST. I
SECRETARY III I
TYPIST CLEPK II 2
TYP15T CLEPK. III I
8
C-1
DEPARTMENT OF SOLID WASTE
FY'91 TABLE OF ORGANIZATION
ADMINISTRATIVE AND MANAGERIAL
DIRECTOR I
ASST. TO THE DIRECTOR 3
MANAGEMENT ASSISTANT 1
ACCOUNT CLERK 2
ADN TRAiIVf AIDE I 1
CODE ENFORCEMENT
CLERK K III 1 RE510. GARBAGE COLLEC.
COMPLAINT SPEC. 1
CUSTODIAN t
SAN. INSPEC. CHIEF I CUSTODIAN II I WASTE COLLEC SUPT.ASS7. i
SAN.INSPEC .1 13 PERS./SAFETY OFFc. 1
SECRETARYIII I SECRETARY II 1 ADMIN. AIDE 1
TYPIST CLERK II 1 SANITATION SV ft SERVICES AIDE i WASTE COLLEC. OP. II 37
WASTE COLLECTOR 100
S NIT TI O. COORO. I
16 TYPIST CLERK II 1 SAN. PL. MECH, HELPER I
TYPIST CLERK III I SAN. SUPVR. 4
RUBBISH COLLEC. k SPEC. EVENTS TYPIST CLERK IV I CHIEF OF OPERATIONS 2G5
STOCK CLERK 1
CLERK II 1
WASTE COLLECTOR 41 �3-
WASTE CGLLEC. OP 1
56
WASTE EQUIP. OPER,
21
j
I
SAN. SUPVR.
0
COMM. GARBAGE COLLEC.
WASTE COLLEC. SURT. ASST.
1
124
WASTE COLLECTOR 10
WASTE COLLECTOR OP II 7
RECYCLING
t7
WASTE COLLECTOR
10
WASTE EQUIP. OPER,
I
23
C-18
STREET CLEANING
WASTE COLLECTOR 9
WASTE COLLECTOR OP, II 14
SANITATION SUPVR I
24
9
1
1
1
FIRE RESCUE: t0l[) (1011
FY'g I FU N rT P') I IA L 1AW Of ()P ',k li 1//- t
14, ]pip 'f lS. 1, 41) ilk hi-1,
FIRE RESCUE AND INSPECTION SERVICES
RESCUE SERVICES
FY'91 FUNCTIONAL TABLE OF ORGANIZATION
ADMINISTRATIVE AND MANAGERIAL
SECRETARYII
TYPIST CLERK II
2
RESCUE SERVICES VEHICLE MAINTENANCE
FIRE CAPTAIN i H EAVY E 0 UIP M E NT
FIRE LIE UT E NANT 7 MECHANIC' 2
dY
FIRE FIGHTER 17 HEAVYEOUIPMENT
PARAMEDIC INSTRUCTOR I MECHANIC HELPER I
2B �
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¢`r
f
C-19
I
I
a
1
j
DEPARTMENT OF DEVELOPMENT AND HOUSING CONSERVATION
FY'91 FUNCTIONAL TABLE OF ORGANIZATION
ADMINISTRATIVE AND MANAGERIAL HOUSING REHABILITATIO14
AND RENTAL ASSISTANCE
PROJp CT PLLANNING ASST. CTY MGR,/DIRECTOR I µGU;RIC REHABILITAT{Of1
ANDIM LEUENTATION Ass{sT.oIREr.r R 2
ADMIN.ASSIST.1 2 PRINC HG9.SPEC 1
BECRETARYIII I HOUSINGREHAS.LN/CtASST. I
PROJECT REPREB. 2 TYPIST CLERK I 1 HOU SINC RE µAB. ES SR. 2
TYPIST CLERK III I HOU 5UdG REHAB. T. 4
2 CLERK I i HOUSIREHAB. LN 10
HOUSINNGG REHAB. LN/0 SR. 2
S TYPIST CLERK III f
13
j PR OJECT DESIGN FINANCIAL OPERA7I01,15
i DEVELOPMENTAND LiONIT' AND ECONOMIC ANALYSIS RENTAL ASSISTANCE
I
DEY. COO RD. 111 1 FINANCIAL OPERATIONS
HOUSING 5PECIALIST I
I FINANCE OFFICER I LN/0 AS,13TANT I
ACCOUNTANT CLERI+ 4 —
TYPIST CLERK II 1
MARKETING AND PROMO. a
ECONOMIC ANALYSIS NEW HOUSING DEVELOPMENT
H0USINGREHA9.LN!0 I
M ARKETINa SPEC. I ECON.ANALYST PRINC. 1
PUBLIC INFORM. LIAISON I TINANCIAL DE'V. COORD. I HOUSING SPECIALIST
I — HOUSING DEV. COORD. 1
I 3 PLANNING TECH. I
4
PROPERTY AND LEASE
I
LEASE MANAGER I SALES AND MARKETING
SPEC. PROJ. ASST. 1
AD MIN. AIDE 4 1
HOUSING REHAB LN/0 T
J — �
I
i
i
C-20
4
DEPARTMENT OF GOMMUNITY DEVELOPMENT
COMM UNITY DEVELOPMENT BLOCK GRANT
FY'9I FUNCTIONAL TABLE OF ORGANIZATION
ADMINISTRATIVE AND MANAGERIAL
DIRECTOR I
NEIGHBORHOOD JOB PROGRAMS
SECRETARY IV 1
GRANT PROGRAM ADMINISTRATION
CLERIT11 DIRECTOR 1
AND CONTRACT COMPLIANCE
TYPIST CLERK 11 1
JOBS TRAIN. PPOG, COORO. I
ECONOMIC OEVELOPNENT
VOCATIONAL COUNSELOR 3
COMM.DEV PROJ.SUPVR. 1
COMMUNITY I NVOL. SPEC. 2
CON M. DEV. COORD. 1
ECONOMIC DEV. SUPVR. 1
g
STAFF SERVICE AIDE 1
ECONOMST ANAL1'5T I
ADMIN. AIDE 11 1
ADMIN. AS ST. I I
TYPIST CLERK III 1
SENOR BUSINESS DEV 1
PUBLIC EDUCATION AND
TYPIST CLERK II 1
BUSINESS DEVELOPER i
INFORMATION
e
FINANCIAL M.ANAGEMENI
CCI"MUNIrY INVOL, SPEC. 3
INFORM. AND REFERRAL AIDE 1
ASSIST. DIRECTOR 1
4
ACCOUNTANT SUPVR 1
STAFF ANALYST ASSIST, 1
AC COUNT CLERK }
ACCOUNTANT 1
SOC.SVCS.PROCRAMS MONIT.
ADMIN. AIDE I I
TYPIST CLEP. M, III I
CLERK 1 I
SOC PPOG. ANALYST SUPVR. 2
10
SOC. PRO,. ANALYST 1
SOC Pp00.000RO. 1
SECRETARY II 1
..ADMIN. ASSIS7. 1 1
b
C-21
DEPARTMENT OF GEilERA.L `---.IER` lCE`-1 ADMIfJ15TRATI0PJ
FVO 1 FONCTIONAL TABLE OF ORGANIZ.ATIC?N
_
AUMINISTRA.TIVL AND IAANAGEI
COMMUNIr,ATIONS
DIRECT 00 1
A9 S15TANT DIRCC TOP 2
COMM i[CN SUPVR I
CO u u. IEC N. SU PT. 1
AS ST TO DIRECTOR 1
ACrOUN1 SUP'VP I
comm. TECH '�
ACC9 UN! flER1 I
Cow REPAIR W
OOYY REPAIR WEER. 5
TECH. )ERY AOMIN. 1
SYSTEMS ENGINEER It 1
M ATC 41AL5 [PEC.It II 1
IIV
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S
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P AINICR SIGN 1
D
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PPINT CHOP aUPt I
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PARTSANOSUPPLIES
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CAMCP.A PLATE IIIEP I
AUTO PARTS SPEC II 5
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it
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U6HT EQUIP MAINTENANCE
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I
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6
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12
DEPARTMENT OF PENSION
FY'91 FUNCTIONAL TABLE OF ORGANIZATION
PENSION BOARD MEMBERS 18
ADMINISTRATION
PEN51014 BOARDS ADMINISTRATION
rs
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iI
k
k.
C-23
SELF INSURANCE TRUST FUI\1D
FY'9I FUNCTIONAL TABLE OF ORGANIZATIiIN
ADMINISTRATION
DIRECTOR I
RECEPTIONIST 1
AD MIN, A ST.
PROPERTY & CASUALTY WORKERS' I",)tdPENSATION
CLAIMS SUPV ASST. I
CLAIMS SUPV. CLAIMS SUPYR. AC iT. I
CLAIMS ADJUSTER III MS ADJUSTER CLAIMS
I SUBROGATION BPEC. I
CLAMS ADJU STERI11 7 CLAIMS AU•JU STEF If I
TYPIST CLERK If I CLAIMS ADJU5TEF 1 Y
CLERK II 1 ACCOUNTANT I
TYPIST CLERK III I ACCOUNT CLERX T
Q TYPIST CLERI' III I
TYPIST CLERK 11 T
CLERI, 11
1
GROUP BENEFITS
CLERKI
NURSE AD'-ISO11
1
GROUP BENEFITS SUPYR. 1
-_
i2
HEALTH BENEFITS AIDE 1
ADMIN.ASST, II 1
TYPIST CLERK IIIURANCE
MANAGEMENT
_
SAFETY
FINSURANCE
COORDINATOR I
CLERK II I
SAFETt COORDINATORIST j
C-24
DOWNTOWN DEVELOPMENT AUTHORITY
FY'g I FUNCTIONAL TABLE OF ORGANIZATION
PLAN NJ NO ADM I N, I
ECON. DEV. COO RD.
ACCTG . & BUDGET
COORDINATOR
TRANS PPLAN N 10
COORDINATOR
SECRETARY
5
ADMINISTRATIVE AND MANAGERIAL
EXECUTIVE DIRECTOR
EXECUTIVE SECRETARY/
OFFICE MANACEP
URBAN DE51GN/PROJECT
IMPLEMENTATION
UP13AN DESIGN ADMIN. I
PLANN TECH./
STREETCOORC). I
C-25
MARK ETING/BUSINESS
DEVELOPMENT
MARKETING ADMIN. I
9LIS. DEV. ADMIN. (PT) I
EVENTS COORID I
RECEPTIONIST I
DEPARTMENT OF OFF- 'STREET PARKING
FY'9I FUNCTIONAL TABLE OF ORGANIZATION
GARAGE/G&0
ENT. FUND
WORLD TRADE CTR. 10
GOV. CENTER 5
BAYSIDE GARAGE 8 15
GUSMAN/OLYMPIA BLDG. 144
45
ADMINISTRATION
ADMIN.AND NANAOER.IAL 4
4
riFER,ATIi-,NS
FINANCIAL MANAGEMENT
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G[NEPAL OGERA.TIO NS
15
C USTiiNER 114PhETMIb
5
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I
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1.5
OARAC-ES f i,.,3)
13
SURFACE LUTG
37
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luza
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i
C-26
MIAMI SPORTS AND EXHIBITION AUTHORITY
FY'91 FUNCTIONAL TABLE or ORGANIZATION
FINANCE
FINANCIAL OFFICER I
1
ADMIN15TRATIVE AND MANAC-ERIAL
EXECUTIVE DIRECTOR I
ADMIN.A55I5TANT I
SECPETARY I
CLERICAL ASST. I
4
C-27
MARKETING
MARKEiIN6 MGR. 1
1
BAYFRONT PARK MANAGEMENT TRUST
FY'91 FUNCTIONAL TABLE OF ORGANIZATION
MAINTENANCE
PARK SUPVR. 1
MAINT. ATT.I
NAINT. ATT. II 3
M AI N T. ATT. III 1
e
ADMINISTRATIVE AND MANAGERIAL
EXECUTIVE DIRECTOR i
ADMINISTRATIVE ASST.
t
SECRETARY 1
3
MAR P.ETIN G AND
PROMOTION
C-28
LASER
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H.
OTHER CITY AGENCIES
TABLE OF CONTENTS
Downtown Development Authority..............................D-2
Department of Off -Street Parking ............................D-4
Miami Sports and Exhibition Authority .......................D-G
Bayfront Park Management Trust..............................D-8
Mal
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D-1
Downtown Development Authority
FY191 FUNCTIONAL COST
FUNCTIONS POSITJ-Q-NJS CQ$T- PF.RCEN'T'AGE
Administrative and
Managerial 2 $247,862 16
Planning Administration 5 446,825 29
Urban Design/Projects 2 175,562 12
Marketing/Business Dev. 4 556,331 36
Reserves = 100,000
Total 13 $1 526,580 100
* Implemented the Downtown Security District.
* Hosted Downtown Development Conference.
* Coordinated a Trade mission to the Far East.
* Initiated a comprehensive Downtown Marketing Program-
* Published a Downtown Guide.
ME
DOWN a0 N DEVELOPMENT
$1,526,580
Al i'.[HORITY
r
DEPARTMENTAL BUDGET AND POSITION SUMNIAARY
I
Amended Amended
A.1opted
Amended
Requested.`
yI
-s8 2_1ga
1989-90
1989-90
i1990-9�
Personnel Services
$ 800,853 $
708,493
$ 614 000
590 638,.
�P atinq E`xpense5
Capital Outlay
659,476
813,780
936,973
917,442,
55,292
11,700
131000
18,500
Total
$ 1,733,711 _ $ 1.515y621 1�_5G'3.973
$ 1,563,973
$ 1,526,580
Positions
14
12
12
13
I
DESCRIPTION
The Downtown Development Authority of the City of AS.iami was created in 1965 by the
Florida State Legislature and began operations in 196(1 after approval by the Miami City
commission. It is a semi -autonomous authority support-ed by a special tax levied within
its boundaries. The mandate of the Authority is rather broad and includes the
following: Prepare economic rase/market study analyzing changes in CBD; Study and
analyze impact of metro growth on CDB; Plan and p:.opose public improvements of all
kinds for CBD; Prepare and implement plans for development in Downtown area; Develop
� cooperation with City planning long-range plans fc.r economic improvement and work to
a establish implementation techniques in cooperation with businessmen and property
owners.
SELECTIVE OBJECTIVES
* Develop a comprehensive image program for Downtown
A. Marketing
B. Business Recruitment
* Initiate new catalytic development projects
A. International Trade and Exposition Center
B. Central Brickell Housing
C. Biscayne Boulevard F development
* Provide technical suppo. to ongoing projects
A. Burle Marx Biscayne Loulevard Improvements
B. Performing Arts Center
C. Southeast Overtown/Park West
3 BUDGET' HIGHLIGHTS
This request is $37,393 or 20 less than the FY190 amended budget primarily due to a
decrease in operating expenses.
s
D-3
Department of Off -Street Parking
FY'91 FUNCTIONAL COST
FUNCTI-Ma- ROSITIQ1IS
CQ$� PERCENTAGE
Administrative and
Managerial
4
$496,250
8
Finance
16.5
923,640
14
Data Processing
2
164,050
3
operations
A. General Operations
15
595,528
9
B. Customer Relations/
Marketing
5
213,038
3
C. Enforcement
18.5
398,986
6
D. Maintenance &
Collection
11.5
270,474
4
E. Construction, Instal.,
Inspection
1
41,340
1
F. Payroll/Employee Rel.
3
104,498
2 _
G. Purchasing
1.5
40,850
1
H. Garages (1,2,3)
16
769,085
12
I. Surface Lots (Incl.
Arena area)
37
2, 389,_896_
37
Total Operations
108__5__
$4 _823, 695
7.5.
Total Department
131
$ , 407_, 635
100 0 .
Interest Expense
$1�66_l,_377
Depreciation &
Amortization
Total Department Expense
$10,_Ol, 869_
World Trade Center -
Garage 4
10
$898,334
280
Government Center -
Garage 5
5
389,684
12
Bayside - Garage 6
(Calendar Year)
16
835,853
26
G & 0 Enterprise Fund
14._
1., 069, 921__
34
Garages 4, 5, 6 and G & 0
45
$3_, 19.3_,_792
100 0
Total DOSP Responsibility
17.6
$1.3,_21.2_, 66.1__
PERFORMANCE_
__INDICATORS_
��
* During FY'89-90, the
Department achieved a substantial
improvement
in operating performance
over the prior fiscal year.
MW
* During FY188-89, the
Department
reported a net loss of
$706,568,
after depreciation, amortization
and debt service.
* During fiscal year 1989-90,
the
Department expects to
earn a net
income of $109,951.
If the
projected FY89-90 net
income is
achieved, it will represent a turn -around of $816,519
over FY188-
89.
D-4
u
I
DEPAMMENT OF OFF-STREET PARKING AUTHORITY
$13,212,661.
DEPART[M'17LAL BUDGET AND POSITION SUMMARY
Amended Amende Adopted
1987-88. 1988-89 1989-90
Personnel Services $ 3,841,669 $ 4,091,243
operating Expenses 6,741,042 7,118,050
bepreciation/Amortization 1,8570972 2,040,146
"metal $ 10, 264, 665 $ 1Z 440, 683 _ $13 249 439
Positions
DESCRIPTION
160 165
Amended Requested
19 9-90 1990-91
$ 4,091,243 $ 41255,379
7,118,050 7,007,425
2,040,146 1,949,857
13 249,439 $ 13,212,661
165 176
The Off -Street Parking Authority was created in 1955 by a Special Act of the Florida
State Legislature. The Authority's enabling legislation was incorporated into the City
of Miami Charter in 1968. As a semi-autonoumus 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-
street 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.
SELECTIVE OBJECTIVES
* 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 f-nds to continue development of a capital program designed to
meet existing commitme s.
* Through effective managE.ment of the World Trade Center and Government Center garages
and parking tickets, the Department will contribute $2,091,453 to the City of Miami
General Fund. In addition, the modified calendar year 1990 budget for the Bayside
Garage projects an operating income of $1,761,337.
BUDGET HIGHLIGHTS
Fiscal Year 90/91 revenues for the "Department" portion of the budget are projected
to increase to $9,920,620 from $9,908,387. In addition, projected parking revenues
for Fiscal Year 90/91 for the World Trade Center garage ($1,593,250), Downtown
Government Center garage ($799,500), the Bayside garage ($2,597,191) and the Gusman
and Olympia Enterprise Fund ;$1,069,921) will result in total revenues of
$15,980,482 for Fiscal Year 90/91. The major- factor in the stabilization of
"Department" revenues is improved surface lot revenues ($289,005) due to
standardized rates and projected increases in utilization.
D-5
Miami Sports and Exhibition Authority
FY191 FUNCTIONAL COST
Administrative and
Managerial
Finance
Marketing
Event Sponsorship
Studies/Sports and
Exhibition Proposals
Total
POSITIONS._ COST PERCENTAGE
4 $147,490
15
1 221,751
23
1 197,906
21
- 185,000
20
200,000
21
G$952,.147_
100.
Performance Indicators
* Successful hosting of the NBA All -Star. Game.
* Sponsor of the National Golden Gloves Boxing Tournament.
* Presenting sponsor of the soon -to -be -held first ever NHL Exhibition
Game in Miami.
* Sponsoring the attraction of the Sunshine State Games.
Completion of the fountain in Mildred and Claude Peper Bayfront
Park.
* Creation of a partial funding mechanism for construction of a new
ballpark for a possible Major League Baseball franchise.
* Working with ownership group to bring a NHL franchise to Miami.
* Coordinating local governmental efforts to bring Major League
Baseball franchise to Miami.
* Conducted site feasibility study for a new Major League Baseball
stadium.
D-6
11
IDESCRIPTION
MIAMI SPORTS AND EXHIBITION AUTHORITY
$952,147
DEPARTMENTAL BUDGET AND POSITION SUMMARY
Amended Amended Adopted
1987-88_ 1988-89_ 1989-90
$ 262,577 $ 366,963
507,043 722,073
6,500 9,500
724-&21$__ _ �6� 120 $ 1, 098, 536
6 6
Amended Requested
1989--90 1990_
$ 366,963 $ 242,897
722,073 6991750
9,500 9,500
$ 1,098.536 952,147
6 6µ
The Miami Sports and Exhibition Authority's responsibility is to facilitate and promote
activities, improvements and infra -structure 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.
»1
SELECTIVE .OBJECTIVES_
* To become a leading participant in all efforts to attract professional sports
franchises and national/international sporting events to the local area.
* To work with the City of Miami to develop a recognized expertise in the field of
planning designing, constructing public/private convention, exhibition and sports
facilities, or components thereof.
* To encourage City of Miami departmental agencies into one integrated and
coordinated development force.
* To implement city-wide facility operating and fiscal policies.
* To assist and encour e local individuals in their pursuit of educational and
career opportunities.
* To promote and supportorganizations who develop and maintain programs related to
our mission.
BUDGET, HIGHLIGHTS
* The fiscal year 1990-91 budget is $14G,389sa than the previous fiscal year.
The decrease is primarily attributable to a reduction in staff and compensation
and benefits. Additional savings were obtained in other areas such as rent,
insurance and professional services.
Item Decrease.
Compensation and benefits $124,066
Rent $ 8,823
General Insurance $ 4,300
Professional Services $ 9,200
D-7
i
Bayfront Park Management Trust
FY191 FUNCTIONAL COST
�i
UNCTIONS, POSITTpNM_ CAST PERCENTAGE
Administrative and r-,
Managerial 3 $147,534 31
Maintenance 6 259,516 56
Marketing and Promotion 61,450 13
Total 9 468..500 100
I Pgrortar�ce Inc Gatos
* Sponsored the New Year's Eve Big Orange Celebration.
i * Budgeted revenues have been met each day.
i * Sponsored the July 4th celebration that had more than 100,000
people in Bayfront Park.
ffff * Increased Cooperate Sponsorship at the Mildred and Claude Pepper
Bayfront Park. -
D-D
BAYFRONT PARK MANAGE1U NT TRUST
$468,500
DEPARTMENTAL BUDGET AND POSITION SUMMkRY
Amended Amended Adopted Amended
Requested.
1987--88 7,988-89 1989�-9b �989-90
$
210,670
personnel Services $ 166,500 $ 179,500 $ 179JI500
Operating Expenses 275046 362,293 362,293'
240,8"0
Capital Outlay 46,400 4,500 4,500
17,000
1
Total $ 132,401 $__487 946 _. $__546. 293 $ 546, 293 468. 500
Positions: 7 8 8
9
DESCRIPTION
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 activ--.ties to downtown Miami.
Numerous
I
events are held that appeal to the diverse culturas and people that makeup Miami.
SELECTIVE ORIECTIVES
* To become a leading participant in all efforts to attract major promotors to
Bayfront Park.
* To work with the City of Miami to develop a recognized expertise in the
field of
public and private events.
* To encourage downtown Miami visitors to visit Rayfront Park.
�1-1
BUDGET HIGHLIGHTS
* This request is $77,793 or 14% less than the FY'90 amended budget due to a
reduction in operating expenses. The cost to operate the Laser Tower and the
Claude Pepper Fountain is not part of the Bayfront Park Management Trust
operating budget.
D-9
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1
7
PARKS DESCRIPTION AND STAFFING
TABLE OF CONTENTS
AfricanSquare ..............................................E-•1
AllapattahComstock .........................................E-2
Athalie Range (EDISON) ......................................E-3
Bicenttennianl Park/Bayfront ................................E-4
Bryan...................................................E-5
CoralGate ..................................................E-6
Curtis......................................................E-7
DavidT. Kennedy Park .......................................E-8
DorseyPark .................................................E-9
Douglas....................................................E-10
FernIsle ............................................ .E-11
Gibson................................................E-12
GrandAvenue ...........................................
....E-13
Grapeland..................................................E-14
Hadely.....................................E-15
HendersonTennis Center ....................................E-16
Kinloch.............................................. ....E-17
Legion.....................................................E-18
JoseMarti ................................... E-19
KirkMunroe Tennis Center ..................................E-20
Moore.. ...................................................E-21
Morningside................................................E-22
Peacock....................................................E-23
Reeves...................................................E-24
Robert King High ...........................................E-25
RobertoClemente ..................................... ... .E-26
Shenandoah.................................................E-27
Simpson.............................................E-28
Elizabeth Virrick.................................... .E-29
WatsonIsland ..............................................E-30
WestEnd ......................................... .. .E-31
Williams...................................................E-32
J
1
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J
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THIS PAGE DELIBERATELY LEFT BLANK
rr:y
end
NAME:
AFRICAN SQUARE
ACRES:
LOCATION:
1.15
1400 N.W.'62 Street
NEIGHBORHOOD:
Model City
FACIL rrim :
Recreation building, restrooms, maintenance
building, one (1) basketball court,
playground equipment.
CURRENT PROGRAMS:
Summer Program, Ceramics, arts & crafts,
after school activities, cheerleading, 4-H
Club, scout program, senior citizen
activities, youth basketball, tennis, all
indoor games, special events. Youth Football.
s
STAFF SUMMARY
t
YEAR
ROUND SUMMER ADDITIONAL
4 2
E-1
NAME:
ACRES,
LOCATION:
NEIGHBORHOOD:
CURRENT PROGRAMS:
ALLAPATTAH COMSTOCK
9.2
2800 N.W. 17 Avenue
Allapattah
Maintenance building, restrooms, three (3) -�
pavilion shelters, playground equipment,
barbecue grills, picnic area, one (1)
basketball court, two (2) tennis courts, vita
course, one (1) softball field.
Summer Program, Youth basketball, football,
baseball, after school activities, arts &
crafts, tennis team, limited indoor games
(due to absence of recreation building). `
Permitted activities: baseball; Miami Eagles
Academy.
NAME:
ACRES.,
NEIGHBORHOOD:
FACILITIES:
CURRENT PROGRAMS:
ATHALIE RANGE (EDISON)
11.85
525 N.W. 62 Street
Model City
Recreation building, maintenance building,
pool and bathhouse, restrooms, playground
equipment. one (1) baseball field, one (1)
softball field, four (4) tennis courts, two
(2) basketball courts, shuffleboard courts.
Summer Program, Football, Basketball, tennis,
exercise class, arts & crafts, after school
activities, 4-H Club, scout program, dance,
drama, safety awareness program, all indoor
games, special events. Permitted activities:
Miami Edison High School.
YEAR ROUND
10
STAFF SUMMARY
E-3
SUMMER ADDITIONAL
6
NAME: BICENTENNIAL PARK/BAYFRONT
ACRES: 34.75
LOCATION: 1075 Biscayne Boulevard
NEIGHBORHOOD: Downtown
FACILITIES: Restrooms, one (1) baseball field, one (1)
softball field, one (1) soccer field,
maintenance building, dolphin piers,
playground equipment, fountain. Cafe
building, Marine Patrol Building.
CURRENT PROGRAMS: All permitted activities: Miami Dade
Community College baseball, softball, soccer,
Grand Prix, ship tour., amateur baseball.
STAFF SUMMARY
YEAR ROUND
3
E-4
SUMMER ADDITIONAL
0
NAME:
ACRES:
LOCATION:
NEIGHBORHOOD:
FACILITIES:
nrronz.wtm Trl/1i�Tw..n _
BRYAN
2.07
2301 S.W. 13 Street
Little Havana
Maintenance and office building, restrooms,
playground equipment, two (2) tennis courts,
two (2) basketball courts.
Summer Camp, After school activities,
basketball, football, tennis, all indoor
games.
YEAR ROUND
1
Mobile Crew
STAFF SUMMARY
SUMMER ADDITIONAL
1
NAME:
CORAL GATE*
ACRES:
3.62
LOCATION:
S.W. 32 Avenue and 16 Street
,»
NEIGHBORHOOD:
Little Hava"cl
FACILITIES:
Recreation building, restrooms, picnic areas,
one (1) softball field, one (1)
tennis and
one (1) basketball courts, and playground. ,...
CURRENT PROGRAMS:
Summer Camp, After school program,
Football,
baseball, basketball, boy scouts,
all indoor
games. Permitted activities:
picnics;
baseball, Little Havana Academy,
Palmar de.,�
Junco Academy.
YEAR ROUND
STAFF SUMMARY
SUMMER ADDITIONAL
4 1
Mobile Crew
NAME:
ACRES:
LOCATION:
NEIGHBORHOOD:
FACILITIES:
-i
i
i
,.J
CURRENT PROGRAMS:
CURTIS
29.3
1901 N.W. 24 Avenue
Allapattah
Recreation building, maintenance building,
pool and bath house, restrooms, playground
equipment, picnic areas, one (1) lighted
football Field, one (1) lighted baseball
field, one (1) lighted softball field, four
(4) lighted tennis courts, and two (2)
.lighted basketball courts, shuffleboard, boat
ramp.
Summer Camp, All indoor games, softball,
baseball, karate,
Football, basketball and tennis team.
Permitted use of Fields: baseball, Cubanos
Libres, Academia Latinoamericana, City of
Miami Youth Baseball Amateur Teague;
softball, Cuba Libre, advertising league over
40 teams, Miami High. Programs for the
Handicapped: basketball, volleyball,
kickball.
YEAR ROUND
5
STAFF SUMMARY
E-7
SUMMER ADDITIONAL
11
NAME:
ACRES:
LOCATION:
V 7%!1T r TfnT r., C' .
CURRENT PROGRAMS::
DAVID T. KENNEDY PARK
20.89
South Bayshore Drive & Kirk,Street
Coconut Greve _
Restrooms, playground, volleyball courts,
vita course, and Olympic training facility. -
Leisure Activities
STAFF SUMMARY
E-8 r
SUMMER ADDITIONAL
NAME:
ACRES:
LOCATION:
NEIGHBORHOOD:
DORSEY PARK
2.5
17 Street and 1 Avenue
Overtown
Recreation building, r.estrooms, one (1)
lighted softball field, two (2) lighted
racquetball courts, one (1) lighted
basketball court, playground equipment.
Summer Program, After school activities,
racquetball, arts & crafts, basketball,
football, all indoor games. Permitted
activities: softball, co-ed league.
YEAR ROUND
STAFF SUMMARY
SUMMER ADDITIONAL
2 2
Mobile Crew
E-9
NAME:
DOUGLAS
i_
ACRES:
10.0.
LOCATION:
2755 S.W. 37 Avenue
NEIGHBORHOOD:
Coconut GrovQ
FACILITIES:
Recreation building, day care facility,
- - ----------
maintenance building, restrooms, playground
r�
equipment, four (4) lighted tennis courts,
one (1) lighted basketball court, one (1)
baseball field. Parque de la Amistad /
Friendship Park playground.
CURRENT PROGRAMS:
Summer Camp, After school activities, all
indoor games, pre-school, basketball,
football, tennis, arts & crafts, ceramics,
karate. Permitted activities: baseball, I.a
Salle High School, Palmar de Junco Academy,
Little Havana Academy. Day Care
STAFF SUMMARY
F:el
YEAR ROUND SUMMER ADDITIONAL
V]
E-10
2
1 NAME: FERN ISLE
ACRES: 8.41
LOCATION: N.W. Corner N.W. 11 Street and 22 Avenue
NEIGHBORHOOD: Allapattah
FACILITI_�S: Office, restrooms, one (1). tennis court, one
(1) basketball court, one (1) softball field.
CURRENT PROGRAMS: Summer Program, Limited indoor games, after
school activities, Football, basketball,
tennis. Permitted activities: Tony Taylor
Academy.
STAFF
A SUMMARY
aa�
YEAR ROUND SUMMER ADDITIONAL
71 2
Mobile Crew
E-11
NAME:
GIBSON
ACRES:
7.9
LOCATION:
401 N-.W.-12-Street-
NEIGHBORHOOD:
Overtown
FACILITT'ES:'
Pool` and bathhouse, one (1) lighted
baseball/football field, restrooms, a
recreation building, two (2) lighted
"
basketball courts,- four (4) lighted tennis
courts, playground, weightroom, boxing gym,
auditorium.
CURRENT PROGRAMS:
Summer Program, After school activities,
ceramics, youth basketball, football, Tennis,
cheerleading, 4-H Club, special events, adult
basketball, self awareness, African dance,
tennis, all indoor games.
STAFF SUMMARY
YEAR ROUND
9
E-12
SUMMER ADDITIONAL
13
NAME: GRAND AVENUE
ACRES: 4.47
LOCATION: 236 Grand Avenue
NEIGHBORHOOD: Coconut Grovc
FACILITIES: Recreation building, restrooms, two (2)
lighted tennis courts, two (2) lighted
basketball courts, two (2) lighted softball
fields, playground.
CURRENT PROGRAMS: Summer Program, Football, Tennis, Basketball,
after school activities, softball, all indoor
games. Permitted activities: 40 and over
softball, Jaycees.
YEAR ROUND
4
STAFF SUMMARY
E-13
SUMMER ADDITIONAL
1
NAME:
GRAPELAND
ACRES:
20.0
LOCATION:
1550 N.W. 37 Avenue
NEIGHBORHOOD:
Flagam.i
FACILITIES:
Recreation building, maintenance building,
restrooms, playground equipment, two (2)
lighted basketball courts, Four (4) lighted
tennis courts, one (1) football field, one
(1) baseball field, one (1) lighted softball
field.
CURRENT PROGRAMS:
Summer Camp, After school program, tennis,
ceramics, karate, library activity, all
indoor games, pre-school, Football,
basketball. Permitted activities: softball,
Cubanos Libre; City softball leagues, La
Progresiva, Interamerican School; baseball,
Carlos Pascual Academy, Florida Lions
Academy, Palmar de Junco Academy, La
Progresiva, Interamerican School, Liga Los
Amigos (adults), Falcons Athletic Club.
STAFF SUMMARY
YEAR ROUND
11
E-14
SUMMER ADDITIONAL
2
NAME:
ACRES:
LOCATION:
NEIGHBORHOOD:
FACILITIES:
HADLEY
29.7
N.W. 12 Avenue and 50 Street
Model City
Recreation building, pool and bathhouse, one
(1) lighted baseball field, one (1) lighted
softball field, football field, four (4)
lighted tennis courts, two (2) lighted
racquetball courts, three (3) lighted
basketball courts, playground equipment,
barbecue grills.
Summer Program, After school activities,
ceramics, art, all indoor games, karate,
tennis, softball, Football, cheerleading,
boxing, softball, basketball. Permitted
activities: baseball, Northwestern High
School, Miami Jackson High School, Federacion
Nicaraguense Amateur League, Little League;
softball, Nicaraguense Softball League;
Tennis, High Schools.
10
STAFF SUMMARY
E-15
SUMMER ADDITIONAL
10
NAME: HENDERSON TENNIS CENTER
ACRES: 3.6
LOCATION: 971 N.W. 2 Street
NEIGHBORHOOD: Little Havana
FACIL,TTIES: office, restrooms, playground equipment, ten
(10) lighted tennis courts, one (1)
basketball court.
CURRENT PROGRAMS: Summer Tennis League, Tennis clinics &
leagues, court rentals, Miami Dade Community
College.
STAFF SUMMARY
3
Mobile Cr:�w
E-16
SUMMER ADDITIONAL
NAME:
ACRES:
LOCATION:
NEIGHBORHOOD:
FACILITIES:
CURRENT PROGRAMS:
1
i
KINLOCH
3.49
455 N.W. 47 Avenue
Flagami
Recreation building, restrooms, playground
equipment, one (1) lighted basketball court,
one (1) racquetball court, one (1) softball
field.
Summer Program, After school activities, all
indoor games, Handicapped Program, adult
basketball league, youth basketball, Football
Tennis.
YEAR ROUND
STAFF SUMMARY
SUMMER ADDITIONAL
2 2
Mobile Crew
E-17
NAME: LEGION
ACRES: 13.7
LOCATION: 6600 Biscayne Boulevard
NEIGHBORHOOD: Northeast
FACILITIES: One (1) dance hall and several multipurpose
rooms, recreation building, maintenance
building, restrooms, picnic areas, bocci and
shuffleboard courts.
CURRENT PROGRAMS: Senior citizen program, ballroom dancing,
ceramics, table tennis. Special Events:
dances, talent shows, and cultural
activities.
YEAR ROUND
7
Mobile Crew
STAFF SUMMARY
E-18
SUMMER ADDITIONAL
NAME:
JOSE MARTI
ACRES:
5.6
LOCATION:
S.W. 4 Street and Miami River
NEIGHBORHOOD:
Little Havana
FACILITIES:
Pool and bathhouse, picnic pavilion shelter,
one (1) lighted softball field, eight (8)
lighted racquetball courts, two (2) lighted
basketball courts, playground equipment, two
(2) volleyball/basketball courts, fountains,
riverwalk.
CURRENT PROGRAMS:
Summer Camp, After school activities, limited
indoor games, football, cheerleading, swim
team, racquetball league, youth and adult
basketball, City-wide Basketball Southern
s
Division. Pool: free swim, handicapped,
exercise. Permitted activities: pool,
scuba, learn to swim. Baseball, Miami Boys
Academy, City of Miami Youth Baseball.
STAFF SUMMARY
YEAR
ROUND SUMMER ADDITIONAL
12 1
c
E-19
NAME: KIRK MUNROE TENNIS CENTER
ACRES: 1.44
LOCATION: 3120 Oak Avenue
NEIGHBORHOOD: Coconut Grove
FACILITIES: Office, restrooms, five (5) lighted tennis
courts, handball courts.
CURRENT PROGRAMS: Tennis clinics and tournament, leagues, court
rentals.
STAFF SUMMARY
YEAR ROUND
2
Mobile Crew
E-20
SUMMER ADDITIONAL
NAME: MOORE
ACRES: 19.6
LOCATION: 765 N.W. 36 Street
NEIGHBORHOOD: Allapattah
FACILITIES: Two recreation buildings, day care center,
maintenance building, restrooms, playground
equipment, three (3) lighted basketball, one
(1) lighted track, one (1) lighted football
field, shuffleboard courts.
}
STAFF SUMMARY
i
YEAR ROUND SUMMER ADDITIONAL
14 3
.,1
E-21
NAME:
MORKIKGSIDE
ACRES:
42.38
LOCATION:
750 N.E. 55 Terrace
NEIGHBORHOOD:
Northeast
FACILITIES:
Recreation building, maintenance buildinc
restrooms, playground equipment, picni
areas, pool and bathhouse, one (1) softba:
field, two (2) basketball court:
shuffleboard courts.
CURRENT PROGRAMS:
Summer Program, All indoor games, basketbal:
after school activities, tennis team, spec L
events.
YEAR ROUND
8
STAFF SUMMARY
E-22
SUMMER ADDITIONAL
10
NAME:
PEACOCK
ACRES:
20.0
LOCATION:
2820 McFarlane Road
NEIGHBORHOOD:
Coconut Grove
FACILITIES:
Recreation building, maintenance building,
playground equipment, shelters, two (2)
{
tennis courts, one (1) basketball court, one
(1) lighted softball field, shuffleboard
courts.
CURRENT PROGRAMS:
Art classes, cerainics, Grove juggling
exchange, 21 festivals per year, tennis.
Permitted activities: co-ed softball, adult
softball, parties, picnics.
STAFF SUMMARY
za
YEAR ROUND SUMMER RUDITIONAL
6
s
2
ii
E-23
NAME:
ACRES:
LOCATION:
kill IIInrnt�rr� _
FACILITIES:
rItIn 01 KIM 11nivnn k.A r, _
REEVES
4 .
3.75
N.W. 6 Avenue and 9 Street,.
Overtown
r�
Recreation building, maintenance building,
two (2) lighted basketball courts,
playground.
r.
Summer Program, After school activities, all
indoor games, basketball, football, baton
twirling, modern dance, drama.
STAFF SUMMARY .71
YEAR ROUND SUMMER ADDI'CIONAL 4-...i
3 2 ,
rs
t �d
t*..i
E-24
NAME:
ACRES:
LOCATION:
FACILITIES:
CURRENT PROGRAMS:
ROBERT KING HIGH
17.0
7025 W. Flagler Street
Flagami
Recreation building, restrooms, pavilion
shelter, playground equipment, picnic area,
two (2) lighted tennis courts, campground,
two (2) lighted basketball courts, one (1)
softball field, one (1) lighted racquetball
court.
Summer Camp, After school activities, all
indoor games, Football, tennis, baseball,
basketball, special events. Permitted
activities: camp ground, picnics.
YEAR ROUND
5
STAFF SUMMARY
E-25
SUMMER ADDI`i'IONAL
1
NAME:
ACRES:
LOCATION:
ROBERTO CLEMENTE
:f
3.0
101 N.W. 34 Street
Wynwood r
Recreation building (boxing gym),
shuffleboard court, restrooms, playground
equipment, two (2) lighted basketball courts,
Four (4) lighted tennis courts, one (1) '
lighted softball field.
3
STAFF SUMMARY
SUMMER ADDITIONAL
r'
ram+
Ir:-f
f¢�
hnJ
�kicY
arv1
l t
Arm
E-26
r -,
NAME:
ACRES:
LOCATION:
NEIGHBORHOOD:
FACILITIES:
CURRENT PROGRAMS:
SHENANDOAH
10.0
S.W. 22 Avenue and 18 Street
Little Havana
Day care center, recreation building,
maintenance building, pool and bathhouse,
restrooms, concession stand, playground
equipment, four (4) lighted racquetball
courts, two (2) lighted basketball and four
(4) lighted tennis courts, one (1) lighted
softball field.
Summer Camp, After school program, day care,
all indoor games, football, basketball, judo,
baseball, softball, tennis, racquetball,
soccer, weightlifting. Permitted activities:
City softball leagues, America Baseball
Academy, Universidad Atletica League.
14
STAFF SUMMARY
E-27
SUMMER ADDITIONAL
011
NAME: SIMPSON
ACRES: 3.5
LOCATION: 55 S.W. 17 Road
NEIGHBORHOOD: Brickell
FACILITIES: Community building, restrooms, natural
hardwood hammock.
CURRENT PROGRAMS: Council of Garden Club Presidents, Hibiscus
Garden Club, Handicapped Metathera Miami
Mineral & Gem Society nature tours.
YEAR ROUND
1
Mobile Crew
STAFF SUMMARY
E-28
SUMMER ADDITIONAL
NAME:
ELIZABETH VIRRICK
ACRES:
4.65
LOCATION:
3580 Day Avenue
NEIGHBORHOOD:
Coconut Grove
FACILITIES:
Recreation building, pool and bathhouse,
restrooms, pavillion, playground equipment,
one (1) lighted basketball court.
-j
CURRENT PROGRAMS:
Summer Program, After school activities, all
indoor games, upholstery, ceramics, sewing,
girls' softball, football, basketball, senior
citizen meetings.
STAFF SUMMARY
YEAR
ROUND SUMMER ADDITIONAL
`
5 g
tt�
LN
�,J
E-29
NAME:
ACRES:
LOCATION:
nA/ TI ---ran _
WATSON ISLAND
86
McArthur Causeway
Downtown
Japanese Gardens, picnic area, and dock.
Lessee: Chalk's International, Dade
Helicopter, Miami Outboard Club, and Miami
Yacht Club
2
STAFF SUMMARY
t-30
SUMMER ADDITIONAL
NAME:
WEST END
ACRES:
6.94
LOCATION:
250 S.W. 60 Avenue
NEIGHBORHOOD:
Flagami
FACILITIES:
Recreation building, pool and bathhouse,
restrooms, concession stand, playground
equipment, one (1) football field, one (1)
baseball field, two (2) lighted tennis
courts, two (2) lighted basketball courts.
CURRENT PROGRAMS:
Summer Camp, After school activities, all
indoor games, football, basketball, arts &
crafts, special events, karate, community
school activities, tennis, archery.
Permitted activities: Florida Lions Academy.
Day Care
YEAR ROUND
7
STAFF SUMMARY
E-31
SUMMER ADDITIONAL
0
NAME:
ACRES:
LOCATION:
CURRENT PROGRAMS:
WILLIAMS
5.5 �.•
1717 N.W. 5 Avenue
Over town'"!
Recreation building, restrooms, playground,
pool and bathhouse, one (1) lighted
football/baseball field.
Summer Program, After school activities, all
indoor games, 4H-Club, tennis, football,`
cheerleading, track, basketball. Special_
events: Plays, drama.
YEAR ROUND
4
STAFF SUMMARY
SUMMER ADDITIONAL
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E-32