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HomeMy WebLinkAboutSubmittal-FY 2010 Book Proposed BudgetThe following document numbered 1-237 was submitted into the public record in connection with File Id: 09-00915 by Michael Boudreaux during the September 10, 2009 Budget Meeting. City of Miami Proposed Budget Fiscal Year 2010 City of 'Miami One City, One Future GOVERNMENT FINANCE OFFICERS ASSOCIATION Distinguished Budget Presentation Award PRESENTED TO City of Miami Florida For the Fiscal Year Beginning October 1, 2008 President EXCCutive Direcicr The Government Finance Officers Association of the United States and Canada (GFOA) presented the Distinguished Budget Presentation Award to the City of Miami, Florida for its annual budget for the fiscal year beginning October 1, 2008. 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. City of Miami -Office of Strategic Planning, Budgeting and Performance 2 City of Miami One City, One Future Table of Content Introduction Section City of Miami Organization Chart 9 Summary of Annual Budget 10 Proposed Budget Reductions 15 How to Read This Book 20 Example Sheet 21 The Budget Process 22 Budget Methodology 26 Strategic Planning Process 27 Balanced Scorecard Strategy Map 30 Budget Calendar 31 City Map by Commission District 32 Office of Strategic Planning, Budgeting and Performance 33 Financial Structure 34 Financial Section Property Tax Summary 40 Year -to -Year Calculation of Millage 41 Consolidated Budget Overview 43 • (Graph) FY'10 Proposed Budget -All Funds 45 • Summary of FY'10 Proposed Budget -All Funds 46 • (Graph) Revenues (Inflows) -All Funds 47 • Consolidated Schedule of Revenues (Inflows) -All Funds 48 • (Graph) Expenditures (Outflows) by Function -All Funds 52 City of Miami -Office of Strategic Planning, Budgeting and Performance 4 City of Miami One City, One Future • Consolidated Schedule of Expenditures (Outflows) by Function and Department -All Funds 53 • (Graph) Consolidated Schedule of Expenditures (Outflows) by Category -All Funds 56 • Consolidated Schedule of Expenditures by Category and Object 57 • (Graph) Consolidated Schedule of Full-time Positions -All Funds 60 • Consolidated Schedule of Full-time Positions -All Funds 61 General Fund • Summary of FY'10 Proposed Budget -General Fund 64 • (Graph) Revenues (Inflows) -General Fund 65 • General Fund Schedule of Revenues (Inflows) 66 • (Graph) Expenditure (Outflows) -General Fund 70 • General Fund Schedule of Expenditures (Outflows) by Department 71 • (Graph) General Fund Schedule of Expenditures (Outflows) by Category 74 • General Fund Schedule of Expenditures (Outflows) by Category 75 • General Fund Cost per Capita by Department and Function 77 General Fund Position Changes • General Fund Schedule of Full-time Positions 79 General Fund Detail Expenditures by Department • Office of the Mayor 83 • Commissioners 84 • Office of the City Manager 85 • City Clerk 86 • Civil Service 90 • Auditor General 93 City of Miami -Office of Strategic Planning, Budgeting and Performance 5 (HIV Of11izr��i One City, One Future • Code Enforcement 96 • Office of Communication 97 Employee Relations 104 • Information Technology 111 • Office of the City Attorney 113 • Office of Strategic Planning, Budgeting and Performance (OSPBP) 115 Purchasing 116 • Office of Hearing Boards 118 Finance 121 Building Department 124 Planning Department 127 • Office of Zoning 131 • Solid Waste 134 • General Services Administration (GSA) 137 Public Works 144 Fire Rescue 147 Police Department 150 Public Facilities 155 Parks and Recreation 160 Risk Management 171 • Grants Administration 175 • Capital Improvements Administration 178 Non -Departmental Accounts 181 City of Miami -Office of Strategic Planning, Budgeting and Performance 6 { itV Of Miami One City, One Future Pensions • (Graph) City Required Contributions FY'98 to FY'10 185 Pension Summary 187 Special Revenue Funds • Summary of FY'10 Proposed Budget -Special Revenue Funds 188 • (Graph) Revenue (Inflows) -Special Revenue Funds 189 • Special Revenue Funds Schedule of Revenues (Inflows) 190 • (Graph) Expenditures (Outflows) -Special Revenue Funds 193 • Special Revenue Funds Schedule of Expenditure (Outflows) by Function and Fund 194 Special Revenue Funds Position Changes • Special Revenue Funds Schedule of Full-time Positions 196 Special Revenue Fund Detail by Fund • General Special Revenue 198 • Code Enforcement 199 • City Clerk Services 200 Public Service Tax 201 • Strategic Initiatives 202 • Transportation and Transit 204 Economic Development & Planning Services 205 Public Works Services 206 Fire Rescue Services 207 Law Enforcement Trust Fund (LETF) 209 Police Services 210 Public Facilities 212 Parks and Recreation Services 213 City of Miami -Office of Strategic Planning, Budgeting and Performance 7 Cii • of Miami One City, One Future • Community Development 215 Homeless Programs 217 Local Option Gas Tax 218 Debt Service Fund • Summary of FY'10 Proposed Budget -Debt Service Fund 219 • (Graph) Revenues (Inflows) -Debt Service Fund 220 Debt Service Fund Schedule of Revenues (Inflows) 221 • (Graph) Expenditures (Outflows) -Debt Service Fund 223 Debt Service Fund Schedule of Expenditures (Outflows) 224 Debt Service Fund Bonds and Loans Schedule Summary 225 Other Statistical Section Net Assessed Valuation of Taxable Property Last Ten Fiscal Years 228 Property Tax Rates Direct and Overlapping Governments Last Ten Years 229 Principal Property Taxpayers 230 Millage Rates 28-Year History 231 Abbreviations and Acronyms 232 Definition of Terms 233 City of Miami -Office of Strategic Planning, Budgeting and Performance 8 CITY OF MIAMI City Commission Chairman: J. Sanchez Vice -Chairman: M. Spence -Jones Commissioner: A. Gonzalez Commissioner:T. Regalado Commissioner: M. Sarnoff City Clerk Priscilla A. Thompson Auditor General Victor Igwe Community Redevelopment Agency James Villacorta Miami Sports & Exhibition Authority Tim Schmand Bayfront Park Management Trust Tim Schmand • Fire Fighter's & Police Officer's Retirement Trust Robert H. Nagle TABLE OF ORGANIZATION • Residents of Miami City Attorney Julie O. Bru Civil Service Board Tishria Mindingall Downtown Development Authority Alyce Robertson Off -Street Parking Authority Arthur Noriega Civilian Investigative Panel Carol Abia * 1• General Employees & Sanitation Employees' Retirement Trust Sandra Elenberg Pedro G. Hernandez Chief Administrator / City Manager Robert Parente Office of Film, Arts, Culture & Entertainment Administrator Elvi Gallastegui Agenda Coordinator Ada Rojas Community Relations Coordinator Isabel M. De Quesada International Affairs Administrator Manuel A. Diaz Executive Mayor Peter Korinis Chief Information Officer • Information Technology Department Larry M. Spring Chief Financial Officer Finance Diana Gomez Employee Relations Hector Mirabile Public Facilities Madeline Valdes* Community Development George Mensah Risk Management LeeAnn Brehm Grants Administration Robert Ruano Purchasing Glenn Marcos • Office of Strategic Planning, Budgeting & Performance Michael Boudreaux { { John Timoney Police Chief Maurice Kemp Fire Chief Code Enforcement Mariano Loret de Mola Communications Mario Riquelme * Bill Anido Chief of Infrastructure fCIP &Transportation ll Ola Aluko Public Works Stephanie Grindell { {Buildo Orlando Toledoing/Zning Planning Ana Gelabert • Parks & Recreation , Ernest Burkeen { { Solid Waste Mario Soldevilla GSA Kelly Barket, Jr. *Acti ng/I nterim City of Miami One City, One Future Summary of Proposed Budget The 2010 Proposed Budget for the City of Miami anticipates total resources at $754 million across all funds. With no additional increases anticipated from special revenue resources, the total proposed budget represents a decrease of 3.2 percent from the 2009 Adopted Budget. The City also decreased its total number of approved fulltime positions by 572 or 16.2 percent. As illustrated in Table 1, the General Fund represents the largest fund at 67.8 percent with a total budget $511.4 million. This fund is of particular importance to Miami residents because it represents the allocation made for the general operations of the City and provides resources for most of the basic services, such as police, fire, parks, solid waste and street maintenance. Special Revenue Funds, which primarily consist of federal, state and local grants total $184 million or 24.4 percent of the total budget. Debt Service Funds consists of allocations used for the payment of long-term debt and totals $57.4 million, while the budget for Blended Component Units such as the Virginia Key Beach Trust, Liberty City Trust and the Civilian Investigative Panel total $1.3 million. 2010 Proposed Budget Summary Table 1 2009-10 Proposed Budget compared to 2008-09 Adopted Budget (In Millions of Dollars) 2007-08 2008-09 2009-10 Actual Adopted Proposed Increase Percent Expenditures Budget Budget (Decrease) Change General Fund $556.1 $525.1 $511.4 $(13.7) -2.6% Special Revenue Funds 181.2 195.7 184.0 (11.7) -6.0% Debt Service Funds 48.9 54.8 57.4 2.6 4.7% Blended Component Units 3.5 3.6 1.3 (2.3) -63.9% Total $789.7 $779.2 $754.1 $(25.1) -3.2% City of Miami -Office of Strategic Planning, Budgeting and Performance 10 City of Miami One City, One Future Summary of Proposed Budget Where the Money Comes From -All Sources $754,148,621 Chart 1 Other $84, 907, 6 50 Charges for Services 11% $87,928,167 12% Intergovernmental Revei 1 ties $97,418,231 13% (Transfers -IN) $96, 511,619 13% Where the Money Goes -All Sources $754,148,621 Chart 2 Other S92,263,791 12% (Ticinsfeis-Out) $104,460, 099 14% Pension $93,710, 890 13% Debt Service $57,367,498 8% Risk Management $17,666,368 2% Property Taxes $281, 220, 321 37% Franchise Feesand Othe r Ta xes $105,162, 633 14% General Government 548,064,842 6% Public Works $51,236,7 59 7% Public Safety $2 50,004,8 52 33% Organizational Suppoit(Gioup Benefits) $39,371, 521 City of Miami -Office of Strategic Planning, Budgeting and Performance 11 (Hi vo Miami One City, One Future Summary of Proposed Budget As charts 1 and 2 indicate, the City collects resources from a variety of sources. Property taxes are the largest source of money at $281 million or 37 percent. After this source, the City's revenue portfolio is diversified with no single category of revenue making up more than one quarter of the total. On where the money goes, public safety expenditures comprise the largest share of the City's budget. In 2010, $250 million, or 33 percent of the total budget is anticipated to be spent on public safety, not including pension or employee benefits. 2010 Proposed Budget Highlights In preparing the 2010 Proposed Budget, the City announced a preliminary shortfall in its General Fund of $118 million. Some of the major factors influencing this outcome were: • decreases in property tax revenue as a result of a $2.5 billion or 6.4 percent decline in preliminary taxable values; • to maintain the operating millage rate at 7.6740 mills; • across-the-board union wage increases scheduled for October 1, 2009; • to balance the 2010 budget with no use of General Fund Balance; • decreases in the collection of interest, state -shared, and building -related revenues; • increases in pension cost as a result of the declining financial market and prior -year salary increases provided to active members; • increases in the costs to provide employee benefits, such as healthcare and worker's compensation; • increases in various special pay such as vacation payouts, compensatory time payouts, and pays related to fire -rescue minimal staffing requirements; • increases in the cost of City temporary staff and service contracts as a result of the City's living wage ordinance requiring an established per hour wage rate. In order to balance the budget, the following actions are proposed: 1. Require all City employees, with the exception of Police (sworn) personnel, to make the following percentage reduction to their annual salary effective 10/1/09: Over $250,000 15% $250,000 to $200,000 12% $199,999 to $150,000 10% $149,999 to $100,000 9% $99,999 to $70,000 8% $69,999 to $50,000 7% City of Miami -Office of Strategic Planning, Budgeting and Performance 12 { _1 \ DI Miami One City, One Future Summary of Proposed Budget $49,999 to $40,000 6% Under $39,999 0% o Do not provide anniversary and longevity pays to AFSCME 1907, AFSCME 871 and IAFF personnel effective 10/1/09 o Do not provide across-the-board salary increases to AFSCME 1907, AFSCME 871 and IAFF personnel effective 10/1/09 The total reduction as a result of the above action is anticipated to decrease personnel costs by $21.7 million. 2. Eliminate 191 Police (sworn) positions of which 177 positions are filled and 14 positions are vacant, and restrict to fill 47 positions at a salary reduction of $14.3 million. 3. Eliminate 248 AFSCME 1907 (General Employee) positions of which 87 positions are filled and 161 positions are vacant, and restrict to fill 3 positions at a salary reduction of $12.5 million. 4. Restrict to fill 54 IAFF (Fire) vacant positions at a salary reduction of $3.6 million. 5. Eliminate 18 AFSCME 871 (Sanitation) positions of which 13 positions are filled and 5 positions are vacant at a salary reduction of $621 thousand. 6. Eliminate 110 Non -Union positions of which 74 positions are filled and 36 positions are vacant at a salary reduction of $9.6 million. 7. Increase various charges for services fees by S%. This action is anticipated to increase collections by $2.9 million. 8. Increase fines and forfeiture fees by 5%. This action is anticipated to increase collections by $133 thousand. 9. Florida Power and Light (FPL) franchise fees renewal. This action is anticipated to increase collections by $1.5 million. 10. Increase revenues from the Miami Parking Authority from rate increases on parking meters and garages. This action is anticipated to increase collections by $3.5 million. 11. Increase licenses and permit fees by 5%. This action is anticipated to increase collections by $1.4 million. 12. Change to a once -a -month bulk trash pick schedule effective 1/1/10 at a cost savings of $948 thousand. City of Miami -Office of Strategic Planning, Budgeting and Performance 13 City of Miami One City, One Future Summary of Proposed Budget As a result of the reductions listed above, some key additions to the 2010 Proposed Budget are also being proposed: • Add $523 thousand to the City Clerk's Office in support of the November 2009 General Election and Run - Off Elections. • Add $871 thousand to the Parks and Recreation Department in support of new facilities scheduled to open at Roberto Clemente Park, Caribbean Marketplace, Henderson Park, Black Police Precinct, Japanese Garden, and the Police Benevolent Association. • Provides $674 thousand in support of the new College of Policing scheduled to open in fiscal year 2010. • Continue to provide $2.6 million to the Solid Waste Department to replace aging vehicles and other equipment. Other key information about the 2010 Proposed Budget includes: • No increase in the City's operating millage rate. • No use of General Fund Balance. The 2010 Proposed Budget for the general operating fund of the City is balanced at $511.4 million and represents a 2.6% decrease under the 2009 Adopted Budget. City of Miami -Office of Strategic Planning, Budgeting and Performance 14 City of Miami FY'1O Proposed Budget Reductions by Department/Area Count Dept. No. Department FTE Elim. FTE Frozen FTE Transfer FTE Reduct. Total FY'10 Reductions % of Budget FY'10 Proposed Budget 1 271000 Auditor General 3.0 0.0 0.0 0.0 $348,469 33% $708,508 2 280000 Building Department 21.0 0.0 0.0 0.0 2,460,151 30% 5,874,505 3 361000 CitiStat 2.0 0.0 2.0 0.0 345,763 100% 0 4 141000 Civil Service 1.0 0.0 0.0 0.0 61,916 17% 308,922 5 401000 CIP Administration 10.5 0.0 0.0 0.0 1,530,937 42% 2,138,529 6 N/A Civilian Investigative Panel 0.0 0.0 0.0 0.0 464,000 50% 464,000 7 131000 City Attorney's Office 13.0 0.0 0.0 1.0 1,918,594 28°/3 4,945,612 8 121000 City Clerk's Office 2.0 0.0 0.0 0.0 572,885 32 % 1,201,570 9 150000 City Manager's Office 8.0 0.0 0.0 0.0 1,158,643 39% 1,850,431 10 152000 Code Enforcement 13.0 0.0 0.0 0.0 1,280,021 28% 3,249,200 11 llxxxx Commissioners 0.0 0.0 0.0 0.0 300,000 15% 1,700,000 12 381000 Communications 2.0 0.0 0.0 0.0 413,337 33% 856,759 13 153000 Community Relations Board 2.0 0.0 1.0 0.0 193,190 100% 0 14 N/A Equal Employment Opportunity Office 1.0 0.0 2.0 0.0 304,547 100% 0 15 170000 Employee Relations 7.0 0.0 0.0 0.0 1,166,922 24% 3,666,060 16 154020 FACE/Office of Film 2.0 0.0 1.0 0.0 235,994 100% 0 17 154010 FACE/Special Events 3.0 0.0 0.0 0.0 181,892 100% 0 15 Citv of Miami FY'1O Proposed Budget Reductions by Department/Area Count Dept. No. Department FTE Elim. FTE Frozen FTE Transfer FTE Reduct. Total FY'10 Reductions % of Budget FY'10 Proposed Budget 18 160000 Finance 25.0 0.0 0.0 0.0 2,465,861 35% 4,601,967 19 180000 Fire -Rescue 5.0 54.0 0.0 0.0 15,602,472 15% 85,939,049 20 371000 Grants Administration 1.0 0.0 0.0 0.0 152,363 26% 436,690 21 240000 GSA 31.0 0.0 0.0 0.0 6,647,851 33% 13,409,419 22 311000 Hearing Boards 1.0 0.0 0.0 0.0 322,841 28% 829,249 23 910501 Homeless Programs 6.0 0.0 0.0 0.0 630,217 87% 90,227 24 251000 Information Technology 11.0 1.0 0.0 1.0 3,361,437 23°/0 11,148,744 25 231000 Management and Budget 2.0 0.0 0.0 0.0 385,832 24% 1,231,562 26 980000 Mayor's International Council 1.0 0.0 1.0 0.0 410,409 100% 0 27 101000 Mayor's Office 2.0 0.0 0.0 0.0 198,746 24% 614,291 28 411000 Miami Office of Sustainable Initiatives 3.0 0.0 1.0 0.0 270,413 100% 0 29 980000 Non -Departmental Accounts (NDA) 0.0 0.0 0.0 0.0 17,031,863 74% 5,869,494 30 151000 NET Offices 49.0 0.0 0.0 0.0 4,391,718 100% 0 31 290000 Parks and Recreation 48.0 2.0 0.0 0.0 6,385,276 25% 19,320,620 32 430000 Pensions 0.0 0.0 0.0 0.0 7,360,734 7% 93,710,890 33 351000 Planning 7.0 0.0 0.0 0.0 1,047,539 37% 1,814,758 34 190000 Police 230.0 65.0 0.0 0.0 25,611,606 16% 133,453,334 16 City of Miami FY'1O Proposed Budget Reductions by Department/Area Count Dept. No. Department FTE Elim. FTE Frozen FTE Transfer FTE Reduct. Total FY'10 Reductions % of Budget FY'10 Proposed Budget 35 220000 Public Facilities 4.0 0.0 0.0 0.0 1,085,624 17% 5,191,786 36 200000 Public Works 14.0 0.0 0.0 0.0 2,290,675 12% 16,809,623 37 261000 Purchasing 2.0 1.0 0.0 0.0 432,980 28% 1,130,856 38 300000 Risk Management 4.0 0.0 0.0 0.0 3,960,414 8% 47,894,457 39 210000 Solid Waste 29.0 0.0 0.0 0.0 4,628,988 19% 19,684,451 40 N/A Strategic Management 0.0 0.0 0.0 0.0 588,984 100% 0 41 341000 Zoning 1.0 0.0 0.0 0.0 505,247 47% 564,812 ..................................................... ..................................................... ..................................................... ..................................................... ..................................................... ..................................................... ..................................................... ..................................................... ..................................................... ..................................................... ..................................................... ..................................................... ..................................................... ..................................................... Sub -Total -Reductions without Proposed Additional Items 566.5 123.0 8.0 2.0 118,707,351 19% 490,710,375 Less: Proposed Additional Items P(20,717,855) iii 20,717,855 Sub -Total -Reductions with Proposed Additional Items 97,989,496 16°/0 511,428,230 Additional Collections: FY'10 Estimated Savings Sunshine State Loan Repayment Option. Will add to collections in FY'10. 5,000,000 Sale of 245 vehicles from fleet reductions, estimated. Will add to collections in FY'10. 490,000 5 / increase in various City-wide fees and permits. Will add to collections in FY'10. 9,461,563 Additional Local Option Gas Tax contribution to be used for eligible Public Works expenses. Will add to collections in FY'10. 5,000,000 ..................................................... ..................................................... ..................................................... ..................................................... ..................................................... ..................................................... ..................................................... ..................................................... ..................................................... ..................................................... ..................................................... ..................................................... ..................................................... ..................................................... ..................................................... ..................................................... ..................................................... ..................................................... ..................................................... Sub -Total -Additional Collections 19,951,563 ........................................................................... ........................................................................... ........................................................................... ........................................................................... ........................................................................... ........................................................................... ........................................................................... ........................................................................... ........................................................................... ........................................................................... ........................................................................... ........................................................................... ........................................................................... ........................................................................... ........................................................................... ........................................................................... ........................................................................... ........................................................................... ........................................................................... 17 City of Miami FY'10 Proposed Budget Reductions by Department/Area Count Dept. No. Department FTE Elim. FTE Frozen FTE Transfer FTE Reduct. Total FY'10 Reductions % of Budget FY'10 Proposed Budget Total Reductions 117,941,059 FTE Reductions by Classification Classification FTE Elim. FTE Frozen FTE Transfer FTE Reduct. Total FY'10 Reductions (Salary Only) 1 AFSCME 1907 Filled 87.0 0.0 0.0 1.0 4,965,942 Vacant 160.5 3.0 0.0 0.0 7,561,052 Total 247.5 3.0 0.0 1.0 12,526,994 2 AFSCME 871 Filled 13.0 0.0 0.0 0.0 439,917 Vacant 5.0 0.0 0.0 0.0 181,325 Total 18.0 0.0 0.0 0.0 621,242 3 IAFF Filled 0.0 0.0 0.0 0.0 0 Vacant 0.0 54.0 0.0 0.0 3,639,134 Total 0.0 54.0 0.0 0.0 3,639,134 4 FOP Filled 177.0 0.0 0.0 0.0 9,708,566 18 City of Miami FY'10 Proposed Budget Reductions by Department/Area Count Dept. No. Department FTE Elim. FTE Frozen FTE Transfer FTE Reduct. Total FY'10 Reductions % of Budget FY'10 Proposed Budget Vacant 14.0 65.0 0.0 0.0 4,587,730 Total 191.0 65.0 0.0 0.0 14,296,296 5 Non -Union Filled 70.0 0.0 8.0 1.0 6,400,305 Vacant 36.0 1.0 0.0 0.0 2,668,481 Unknown 4.0 0.0 0.0 0.0 538,109 Total 110.0 1.0 8.0 1.0 9,606,895 6 ALL Filled 347.0 0.0 0.0 0.0 18,637,723 Unknown 4.0 1 0.0 0.0 538,109 Total 566.5 123.0 8.0 00 .•0 ,562 19 of Miami One City, One Future How to Read This Book The City of Miami's Budget Book was created to help all readers understand and identify the funds, their sources and use, definitions, and related acronyms associated with formulating this year's budget plan. Each section of this book presents an overview along with helpful reports and graphs to guide the reader through the budget document. The fiscal year (FY) 2010 Budget Book is divided into three sections: Section 1 —Introduction (pages 9 to 39) contains: • Budget highlights emphasizing significant impacts included in this year's budget. • The City's organization chart detailing the structure of City departments and agencies. • City history providing interesting demographic information about Miami. • Financial policies governing the basis of the budget, its methodology, and other financial information. Section 2 —Financial Information (pages 40 to 227) includes: • Totals and graphs summarizing the FY'10 consolidated budget, which includes the General Fund, Special Revenue Funds, Debt Service Funds and other funds with comparison to the prior year budget totals. • An overview of the General Fund, Special Revenue Funds, and Debt Service Fund balances along with helpful information detailing the components of each and their respective amounts. • An overview of the significant changes included in the FY'10 budget. • A review of the City's outstanding debt and the amount of interest and principal to be paid in FY'10. • Detailed breakdown of all Special Revenue Fund grants and programs operated by City departments and the amounts allocated. • An overview of full-time positions for each City department and significant changes included in the FY'10 budget. Section 3 —Other Information (pages 228 to 237) includes: • Significant statistical information impacting the City's budget. • Helpful explanation of abbreviations and acronyms used throughout this book. • Definition of terms to provide the reader with a better understanding of terminology used and its purpose. Page 21 provides an example sheet of the reports used throughout this book with some helpful callouts to better explain its purpose. City of Miami -Office of Strategic Planning, Budgeting and Performance 20 ..111 of iati71 All inflows will have a ( ) around the source. Revenues (Inflows) Property Taxes Franchise Fees and Taxes Summary of FY 2010 One City One Future Proposed Budget -All Funds Type of Report FY2010 Proposed FY2009 Adopted Budaet Budget Special Revenue Debt Service Blended Fund Fund Fund Components All Funds All Funds Transfers -IN are considered inflows for budgetary purposes. Interest x,xxx,xxx (Transfers -IN) xx,xxx,xxx Fines and Forfeitures x,xxx,xxx Intergovernmental Reve- nues xx,xxx,xxx xx xxx,xxx Licenses and Permits Other Revenues (Inflows) Charges for Services Total Revenues (Inflows) xx,xxx,xxx I , XX,XXX,XXX L_ XX,' xx,xxx,xxx All outflows will have a ( ) around the source. Expenditures (Outflows) FY 2010 budget $xx,xxx,xxx $XXX,XXX information will be outlined in xx,xxx,xxx XX,XXX BOLD & BLUE x,xxx xx,xxx,xxx xx,xxx,xxx x,xxx,xxx xxx,xxx x,xxx,xxx II II U' All totals will be double underlined xxx,xxx X,XXX, XX,XXX,XXX X,XXX,XXX XX,XXX,XXX XX,XXX,XXX XX,XXX,XXX XX,XXX,XXX xx xx $xxx,xxx,xxx $xx,xxx,xxx $x,xxx,xxx $XXX,XXX,XXX $xxx,xxx,xxx General Government $xx,xxx,xxx $xx,xxx,xxx Planning & Development xx,xxx,xxx x,xxx,xxx Community Development xx,xxx,xxx LJ� Public Works xx,xxx,xxx x,xxx,xxx Public Safety xxx,xxx,xxx xx,xxx,xxx Public Facilities x,xxx,xxx x,xxx,xxx Parks & Recreation xx,xxx,xxx x,xxx,xxx Risk Management xx,xxx,xxx Organizational Support/ Group Benefits Debt Service Pension Non-Departmenta (Transfers -OUT) xx,xxx,xxx Transfers -OUT are considered outflows for budgetary purposes. xx,xxx,xxx xx,xxx,xxx xx,xxx,xxx xx,xxx,xxx $XX,XXX,XXX x,xxx,xxx XX,XXX,XXX XX,XXX,XXX XX,XXX,XXX All funds are rounded to the nearest dollar. //z/k X,XXX,XXX x,xxx,xxx XX,XXX,XXX XX,XXX,XXX XX,XXX,XXX XX,XXX,XXX XX,XXX,XXX x,xxx,xxx XX,XXX,XXX XXX,XXX,XXX Total Expenditures (Outflows) $xxx,xxx,xxx $xxx,xxx,xxx $xx,xxx,xxx $x,xxx,xxx $XXX,XXX,XXX $xxx,xxx,xxx 21 { :it\• of Miami One City, One Future The Budget Process The process begins with the preparation of the financial outlook; a comprehensive review of allocation needs that are expected to be required by the City for its operations. These allocations include a review of salaries and wages (growth as dictated by negotiated union contracts); pension requirement needs, anticipated insurance premium increases, etc. These allocation needs are then compared to the City's anticipated revenue inflows to determine whether these needs can be satisfied. It is with this analysis, along with the Mayor and City Commissioners' feedback, and the City's comprehensive strategic plan, that the guidelines for preparing the budget toolkit are determined and compiled into an all-inclusive instructional booklet that is then distributed to departments for their use in preparing their budget submissions. The budget toolkit specifically lists the number of budgets that are to be submitted by departments and details the assumptions that are to be employed in compiling this information. Each department is provided with a target budget that they are to meet for the upcoming year, which is based on the projections provided by the financial outlook and the path dictated by the comprehensive strategic plan. The guidelines specifically reference the department's operational budgets as the Office of Strategic Planning, Budgeting & Performance (OSPBP) prepares the personnel budget for all departments city-wide. This includes all verification of numbers and assumptions related to personnel, such as, changes due to retirement, new hires, projected salary changes due to anniversary pay increases, longevity pay increases, contractual increases, cost of living increases, or changes in work hours, which are all managed internally. The toolkit also provides step-by-step instructions on how to enter these budgets into the City's Budget Data Collection System (BDCS). This is a web -based system created by the City to meet their budget collection and reporting needs. BDCS provides the department users with financial information relevant to their current and historical operations. Specifically, BDCS provides two years of historical actual expenditures undertaken by the department and the previous years adopted and revised budget for operations. Departments update their Department Description, Objectives and Deliverables, and Strategic Accomplishments for the year. These sections represent the business framework in determining their fiscal needs for the year. Then, departments enter their budgets into BDCS.net and provide justification for all requested amounts and are required to include information obtained from other sources, such as trends in next years' contracts or service costs, as well as, industry and practice changes. Additionally, departments review their practices and habits involving daily expenditures for possible efficiencies. Requests for additional personnel are incorporated and thoroughly justified based on need and direct alignment to the comprehensive strategic plan. Once departments have completed their budget submissions, OSPBP reviews these submissions to ensure that they are materially void of errors. The submissions are passed on to the Director of Management and Budget and the City Manager (CM) for review and approval. Review and initial approval is conducted in an open forum format where department directors, CM, and the Director of Management and Budget discuss funding availability and reconcile any material deviations from the comprehensive strategic plan. An estimating conference is then assembled to review all methodologies and estimates employed in the budget process in developing the final budget document. Once estimating conference suggestions are reviewed and City of Miami -Office of Strategic Planning, Budgeting and Performance 22 ( it\• D _1\liaini One City, One Future The Budget Process applied to the budget document, it is presented to the Mayor and City Commission for ultimate ratification and approval. Capital Expenses The City's capital budget is distinct from the operating budget. The capital budget represents a legal authorization to spend, during the first year of the plan, funds from Federal, State and various other sources and is adopted separately from the operating budget by means of an appropriations resolution. The capital budget authorizes capital expenditures while the operating budget authorizes the expenditure of funds for employee salaries and the purchase of supplies and minor equipment. Capital projects can have an impact on the operating budget through additional costs, revenues or cost savings. The Multi -Year Capital Plan includes a section detailing future impacts to the operating budget. This plan can be viewed at www.miamigov.com/Capitallmprovements . In addition to the surveying of all of the Capital Improvement Plan's (CIP) client departments to determine their capital project needs, CIP uses a hierarchy of criteria to determine how projects are considered for funding on a yearly basis. Projects with the highest rankings, or in the case of projects meeting more than one criterion, are given priority for funding and implementation. Departmental budget documents should provide sufficient, meaningful and useful information to elected officials, City staff, and most importantly the public. It is with this in mind, that the budget book has been developed to serve three primary functions: • Financial Plan; • Operations Guide; • Communication Device. It is these three areas that define what the City of Miami has done, what it plans to do in the future, and details how it will accomplish these goals. The City's budget is a performance -based tool used to link management goals and objectives with the allotted allocation of resources and it paves the way for future growth and details how this growth is to be managed and sustained. This performance -based budget empowers the City Commission and the public to examine the budget by prioritizing strategic growth as an organization; and streamlines these objectives with the resources available to the City. In addition, this format provides information in a manner in which both the City Commission and the public attain a better understanding of the distribution of available resources among all of the City's departments and measures their performance utilizing these resources to meet their objectives. The fiscal year (FY) 2010 budget includes a budget overview that is detailed by department to reflect their cost distribution, staffing levels, re -organization and/or consolidation, and revenue enhancements. City of Miami -Office of Strategic Planning, Budgeting and Performance 23 { _ii • of Miami One City, One Future The Budget Process Approving the Budget Process During the month of August, the Mayor, CM and the Director of Management and Budget complete their comprehensive review and initial approval of all budget submissions provided by the City departments. These budget submissions are then compiled and forwarded to the City Commission for review and feedback to be provided during the budget workshops. The City Commission then tentatively approves or makes changes in the recommended budget and returns to staff for further study. Public hearings and final adoption of the budget occurs in September. Monitoring the Budget The City has adopted legislation entitled the Financial Integrity Principles Ordinance, which dictates the managerial oversight that is to be undertaken by the City in its operations to ensure its fiscal integrity. This legislation details the following: • The OSPBP staff is authorized to transfer budget amounts within any one individual City department. • Transfers between City departments must be approved by the City Commission. • Revisions that alter the total appropriation of expenditures for any City department within a fund must be approved by the City Commission. • Actual expenditures and operating transfers out may not exceed budget appropriations at the individual department level. • Transfers that exceed 10% of appropriated budgets for any one City department must be approved by the City Commission Chair, CM, and Director of Management and Budget. • Transfers that exceed $5,000 in any one line item for any City department in the fourth quarter of the fiscal year are approved by the City Commission Chair, CM, and Director of Management and Budget. • Appropriations that are not expended, encumbered, nor specifically designated to be carried over lapse at the end of the fiscal year and are returned to the General Fund with the exception of the following City departments and offices: o Mayor o Commissioners o Public Facilities o Parks o Information Technology City of Miami -Office of Strategic Planning, Budgeting and Performance 24 City of Miami One City, One Future The Budget Process In accordance with the City's Financial Integrity Principles the following applies: • Contingency reserve must be budgeted annually at five million dollars. • An estimating conference is to be established each year to review the initially proposed budget before final submission to the City Commission. • Budgets must be structurally -balanced. • The Financial Integrity Principle Ordinance dictates reserve levels to be maintained by the City. Amending the Budget If, during the course of the year, it becomes evident that a particular department is unable to provide the required level of services to the community due to unexpected higher costs of providing the service, the budget may be amended. The Director of Management and Budget prepares the required resolution to be passed before the City Commission. The resolution includes a proposal for financing the additional expenditures, usually either by appropriating from the fund balance or by submitting evidence of expected surplus in current year revenue collections versus budget. The resolution is approved by the CM for City Commission review and approval. City Commission approval is required for all budget amendments which alter the budget of any City department. City of Miami -Office of Strategic Planning, Budgeting and Performance 25 (.:it\• of Miami One City, One Future Budget Methodology The budget for the City of Miami is a performance based budget. As in previous years, the City's budget process is initiated with the Mayor's State of the City Address. This allows the City to align its resource allocations with the new and continued objectives set forth in the comprehensive strategic plan as well as the service delivery commitments each of the departments made in developing their department strategic scorecards. With this framework as the determining factor for resource allocations, City departments submit their budget requests with the following components: Department Description: This statement must identify the particular purpose of the City department and the fundamental services it provides to City residents. This information is to be aligned with the City's overall strategic plan. Objectives and Deliverables: This section details the current year's operational goals and corresponding deliverables needed for the department to meet its strategic initiatives for the year. These items are detailed in the individual department scorecards that serve as a road map for each City department to follow in attaining and achieving these goals. Strategic Accomplishments: Objectives and deliverables outlined in the previous budget year are delineated as strategic accomplishments in the current year's budget. Expenditure Detail: This section details the budget for the department, summarized by division, if applicable, and by major category of expenditure. They are as follows: • Personnel Expenses -Details all salaries, overtime, shift differential pay, vacation payments, holiday pay and temporary wages. It also includes social security contributions, group insurance contributions, expense allowances, car allowances and severance pay items. • Operating Expenses -Details advertising, postage, travel, rental of equipment, motor fuel, utility costs, and court fees, professional services contracted, insurance costs, supplies, repairs, and other operational expenses. • Capital Outlay -Details capital purchases defined as follows: Less than $5,000 Non -depreciable Not fixed assets in the form of land, building or permanent structures Life expectancy of less than 3 years Items that do not meet the above stated criteria should be submitted as part of the Capital Improvement Plan (CIP) process. • Non -Operating Expenses -Includes aid to private organizations, budget reserve for future use, and operating transfers out of the General Fund and processed within other funds that exist within the City's financial structure. City of Miami -Office of Strategic Planning, Budgeting and Performance 26 City of Miami One City, One Future Strategic Planning Process The City of Miami began with a strategic planning process that resulted in a vision for the City, a set of strategic themes and perspectives and strategic objectives. The Plan The City of Miami's Strategic Plan develops the concept of "One City, One Future" into a shared vision and maps the course of action the City Administration will take as the City moves forward. The Strategic Plan was developed utilizing a modified balanced scorecard methodology, which is a vehicle for strategic management. It will be used to communicate the City's organizational expectations and monitor and report successes in achieving stated goals. Its implementation will align every individual in the organization in one consolidated purpose. The City utilizes the balanced scorecard methodology to guide its strategic planning process. The methodology is a framework that helps City departments translate strategy into measurable operational actions that drive both behavior and performance. As part of this process the City Administration developed the various components of the plan, which includes a vision statement, strategic themes, and strategic objectives. Internally, City departments will identify measures and establish targets that will be indicators of the City's progress on the strategic road map. Another major component of the strategic plan is the multi -year financial plan. The City of Miami's Financial Integrity Ordinance requires that the Commission annually adopt a multi -year financial plan, which must include cost estimates of current city operations and pension obligations as well as anticipate changes in operations, debt service payments, reserves, and revenues. The City's strategic objectives and initiatives will be used to guide resource allocation decisions in developing the multi -year financial plan as well as the annual budget. A final and essential component of this planning process is citizen feedback. As the City moves forward, the City Administration will seek the input from its citizens via surveys, polls and/or focus groups. This feedback is critical in ensuring that the strategic focus is consistent with the needs of City residents and that positive outcomes can be seen both in the financial bottom -line and on every street, in every park and in every community throughout the City of Miami. STRATEGIC PLANNING PROCESS Internal Data Analysis (Financial Results and Measures Review Strategic Plan Multi -Year Budget / CIP Annual Budget External Data Analysis (Customer Feedback) City of Miami -Office of Strategic Planning, Budgeting and Performance 27 of Miami One City, One Future Strategic Planning Process The Vision "To be a sustainable, international city which embodies diversity, economic opportunity, effective customer service, and a highly -rated quality of life." This vision began with Mayor Manny Diaz's commitment to transform the City into a customer -focused and results - oriented organization. Now under the leadership of City Manager Pedro Hernandez and with the support of the City Commission, that vision is being transformed into a reality. Strategic Themes The City Administration has established three Strategic Themes or 'pathways' that will steer us toward its vision. These strategic themes are: • Improve Economic Health and Development with a business -friendly environment that targets strategic partnerships and results in job creation. • Invest in Neighborhood and Environmental Quality by providing resources and City services that enhance the infrastructure and meet the needs of the communities. • Operate as a Service -Focused Organization where the customer's expectations are consistently met. Strategic Perspectives and Objectives Within the Strategic Themes, the City Administration has identified four categories or 'Perspectives' from which the City will focus its strategic objectives in an effort to achieve its vision. These perspectives are: • Superior Customer Service, • Financial Strength and Fiscal Accountability, • Efficient, Effective, and Quality City Government, • An Aligned Workforce. Within each of these perspectives we have identified strategic objectives, also commonly referred to as goals. These objectives are the action steps we commit to take in order to ultimately reach our Vision for the City of Miami. The City has 20 strategic objectives and they are as follows: • Provide sustainable tax relief • Reduce poverty • Foster transportation systems for future growth • Provide excellent recreational, educational and cultural programs • Restore, maintain and beautify urban and residential infrastructure • Provide excellent public safety • Provide excellent customer service City of Miami -Office of Strategic Planning, Budgeting and Performance 28 City of Miami One City, One Future Strategic Planning Process • Enhance existing revenue • Broaden revenue opportunities • Achieve operational savings • Achieve cost-effective municipal services • Maximize grant opportunities and management • Secure private and public partnerships • Improve business and service delivery processes • Integrate sustainable practices and resource efficiencies • Deliver technology and e-solutions • Facilitate service access for customers • Instill customer -focused, high performance, environmentally friendly culture • Align employee goals with city goals • Develop strategic skills • Provide employees with key information • Provide a quality work environment Strategic Plan Impact on Budget Process In developing the fiscal year (FY) 2010 budget, City departments analyzed existing services and potential services in light of their strategic objectives. City departments then added and removed services, which costs or savings are in this budget. City of Miami -Office of Strategic Planning, Budgeting and Performance 29 CITY OF MIAMI BALANCED SCORECARD STRATEGY MAP VISION To be a sustainable, international city which embodies diversity, economic opportunity, effective customer service and a highly -rated quality of life. IMPROVE ECONOMIC HEALTH AND DEVELOPMENT INVEST IN NEIGHBORHOOD AND ENVIRONMENTAL QUALITY OPERATE AS A SERVICE - FOCUSED ORGANIZATION Provide Sustainable Tax Relief Reduce Poverty 1 L Enhance Existing Revenue Broaden Revenue Opportunities Maximize Grant Management & Opportunities Secure Private & Public Partnerships Foster Transportation Systems for Future Growth Provide Excellent Recreation, Education, and Cultural Programs Restore Maintain and Beautify Urban and Residential Infrastructure Provide Excellent Public Safety Achieve Operational Savings Improve Business and Service Delivery Processes Integrate Sustainable Practices and Resource Efficiencies 1 Provide Excellent Customer Service Achieve Cost -Effective Municipal Services Deliver Technology and E-Solutions Facilitate Service Access for Customers 1 r Instill Customer -Focused, High Performance and Environmentally Friendly Culture Provide a Quality Work Environment Develop Strategic Skills Provide Employees With Key Info Align Employee Goals with City Goals City of Miami One City, One Future Budget Calendar Date Activity 4/6/09 to 4/10/09 Meet with Mayor, City Manager, and Assistant City Managers to discuss financial outlook for fiscal year (FY) 2010 and prepare budget message. 4/13/09 Budget Kick -Off - Departmental budget packages distributed for fiscal year 2010. 4/13/09 - 5/18/09 Department develops budget requests for FY'10. 5/18/09 Budget submission deadline. 5/26/09 to 6/19/09 City department meetings with Director of Management and Budget to discuss budget request. 6/26/09 Office of Strategic Planning, Budgeting & Performance generates first draft of FY'10 budget. 7/6/09 to 7/24/09 Meet with Mayor, City Manager, and Assistant City Managers to review draft of FY'10 budget. 8/14/09 Commissioners' Budget Workshop. 9/7/09 Office of Strategic Planning, Budgeting & Performance finalizes FY'10 proposed budget. 9/10/09 First Public Budget Hearing. 9/14/09 - 9/18/09 Office of Strategic Planning, Budgeting & Performance prepares final draft of budget based on public input. 9/24/09 Second Public Budget Hearing - FY'10 budget adopted. City of Miami -Office of Strategic Planning, Budgeting and Performance 31 City of Miami One City, One Future City Map by Commission District Angel Gonzalez District 1 (305) 250-5430 AGonzalez@miamigov.com Tomas P. Regalado District 4 (305) 250-5420 TRegalaclo@miamigov.com Michelle Spence -]ones District 5 (305) 250-5390 MSpence@miannigov.com Joe M. Sanchez District 3 (305) 250-5380 3Sanchez@miamigov.com Marc Sarnoff District 2 (305) 250-5333 MSamoff@miamigov,com 1 City of Miami -Office of Strategic Planning, Budgeting and Performance 32 Cii • of \Iiami One City, One Future OSPBP The Office of Strategic Planning, Budgeting and Performance (OSPBP) prepare the City budget with the assistance of City department directors and their budget liaisons. Budget workshop sessions with the legislative body and the administration staff help the OSPBP to assess key strategic initiatives that will drive informative decision -making. OSPBP prepares short and long-range revenue and expenditure forecasts, trend analysis and monitors current fiscal operations. Realigning the City's processes to those of the industries "Best Practices" for efficiency is the overall city-wide vision. OSPBP strives to offer superior services to the public and expanding global communities. OSPBP's strategic plan is based on three strategic themes: • Improving the Economic Health and Development Prioritizing Investments that Improve Neighborhood and Environmental Quality; and • Creating a Service -Focused Organization. Director of OSPBP: Mike Boudreaux Administrative Asst II: Julia Martin Administrative Asst I: Jessica Alfonso Budget Coordinators: Jennifer Ramirez Mirtha Dziedzic Budget Analysts: Ajit Chhabra Pedro Lacret Adine Cordero Domingo Echevarria Raymond Reigadas Martin Coyle CIP Administrator: Yvette Smith Special Projects Manager: Troy Tysenn Johnny Duran Vanessa Giron The staff of the Office of Strategic Planning, Budgeting and Performance would like to extend its thanks to the Elected Officials, City Manager, all City Departments and their staff for their assistance and continued support to this year's budget. City of Miami -Office of Strategic Planning, Budgeting and Performance 33 (.:it\• of Miami One City, One Future Financial Structure The City of Miami budget conforms to Generally Accepted Accounting Principles as applicable to local governments. The accounts of the City are organized and operated on the basis of funds. A fund is an independent fiscal and accounting entity with a self -balancing set of accounts which comprise its assets, liabilities, fund balances, revenues and expenditures. The City prepares its budget on a fund accounting basis, which segregates funds according to their intended purpose and it is used to aid management in demonstrating compliance with financial related legal and contractual provisions. The City maintains the minimum number of funds consistent with legal and managerial requirements. The City reports the following funds in its annual budget. General Fund -This is the general operating fund of the City. General tax revenues and other receipts that are not allocated by law or contractual agreement to some other fund are accounted for in this fund. General operating expenditures, fixed charges, and capital improvement costs not paid through other funds are paid from this fund. Special Revenue Funds -These funds receive support from various sources, mainly in the form of grants and other aid and are restricted to expenditures for particular purposes. Debt Service Funds -These funds are used to indicate resources allocated and accounted for in the payment of general obligation bonds' principal and interest, special obligation bond principal and interest from pledged revenues when the City is obligated in some manner for the payment. Capital Project Funds -Indicates the current fiscal year resource allocation and amount allocated for capital expenditures for general operations and various projects. 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 activities are controlled. The overview of each fund provides a detailed explanation of the purpose of the fund and its planned budget for fiscal year (FY) 2009. Financial Management Additionally, the following principles are applied in formulating the City's fiscal year budget: (1) Structurally -Balanced Budget. The City shall maintain a structurally -balanced budget with recurring revenues supporting recurring expenditures. Recurring expenditures primarily consist of personnel and operating costs required to operate the City and do not include one-time cost items such as capital outlay, special projects or studies. Recurring revenues include taxes, fees, charges, etc. and do not include the use of fund balance. (2) Budget Preparation and Presentation. The City shall prepare and present its budget using the current financial resource measurement focus and the modified accrual basis of accounting as reported in the City's Comprehensive Annual Financial Report (CAFR). (3) Estimating Conference Process. The City shall adopt budgets and develop its long and short-term financial improvement plans containing estimates developed utilizing a professional estimating conference process. The principal responsibilities of the conference will include review of the assumptions and estimates prepared by the City of Miami -Office of Strategic Planning, Budgeting and Performance 34 { its of Miami One City, One Future Financial Structure City and making recommendations for changes. Any recommendations made should be summarized and reported to the City Manager, Mayor and City Commission. Conference principals shall include, but not be limited to: one principal from the budget office; one principal from the finance department and two non -staff principals with public finance expertise. (4) Inter -fund Borrowing. The City shall not borrow or use operating transfers to obtain cash from one fund type or reserve to fund activities of another fund type or reserve unless such use is deemed lawful, and unless the estimating conference has determined that (a) the funds to be loaned will not be needed during the lending period, and (b) the funds for repayment will be available within a two-year period. Any actions taken to borrow funds under these conditions must be separately presented to and approved by the City Commission and the term of such borrowing shall not extend beyond the last day of the subsequent fiscal year. Recognizing that some programs are funded by grants or other entities on a reimbursement basis, the City shall apply for such reimbursements on a timely basis to minimize the period that City funds are used as float. In the event loans/float for these reimbursements extend beyond the end of a fiscal year, such reimbursements shall be reflected as receivables in the CAFR to the extent allowed under accounting principles generally accepted in the United States of America (GAAP). The Department of Finance shall make a quarterly determination of the amount of expenses incurred which may not be reimbursable under these programs. A quarterly report of expenses incurred but not reimbursable shall be presented to the City Commission, together with the actions needed to avoid project deficits. For purposes of this section, city-wide surplus for any fiscal year is defined as the increase in unreserved general fund balance as reflected in the City's CAFR. City-wide deficit for any fiscal year is defined as the decrease in unreserved general fund balance as reflected in the City's CAFR. Budget surplus of any office, department or elected official is defined as the excess of budgeted expenses over actual expenses in any fiscal year. Notwithstanding anything to the contrary in this section, the total amount of budget surplus to be added to designated reserves and special revenue funds pursuant to this section (together, the "rollover amounts") is limited to city-wide surplus for any fiscal year. In the event the rollover amounts would result in a city-wide deficit, then each budget surplus within the rollover amounts shall be reduced proportionately so the City's CAFR will reflect no change in undesignated, unreserved general fund balance. In the event that a city-wide deficit would result before affecting the rollover amounts in any fiscal year, then no rollover amounts shall be available. a. Budget surpluses in an elected official's budget in any fiscal year shall be reflected as designated reserves at the end of the fiscal year in which such surplus arose and be appropriated for discretionary use by the elected official for the following fiscal year. b. Budget surpluses of the Parks and Recreation Department shall be allocated, as of the end of the fiscal year in which such surplus arose, to a parks special revenue fund. Allowed expenditures from the parks special revenue fund shall be limited to the purchase of parks recreational and maintenance equipment and the direct operations of recreational programs in and for the City's parks, subject to appropriation by the City Commission. City of Miami -Office of Strategic Planning, Budgeting and Performance 35 { _ii • of Miami One City, One Future Financial Structure c. Budgeted surpluses of the Department of Public Facilities shall be allocated, as of the end of the fiscal year in which such surplus arose, to a public facilities special revenue fund. Allowed expenditures of the public facilities special revenue fund shall be limited to capital improvements for the City's public facilities, subject to appropriation by the City Commission. d. Budgeted surpluses of the Department of Information Technology (IT) shall be allocated, as of the end of the fiscal year in which such surplus arose, to an IT strategic plan special revenue fund. Allowed expenditures of the IT strategic plan special revenue fund shall be limited to expenditures, excluding those related to permanent city staff, necessary for the implementation of the City's information technology strategic plan, subject to appropriation by the City Commission. (5) Reserve Policies. The following three reserve policy categories are established for the general operating fund of the City: a. Current fiscal year contingency. A "contingency" reserve level of $5,000,000.00 shall be budgeted annually. Such contingency reserve shall be available for use, with City Commission approval, during the fiscal year, to fund unanticipated budget issues which arise or potential expenditure overruns which cannot be offset through other sources or actions. The unused portion of the budgeted contingency reserve in any fiscal year shall be reflected as designated reserves until such time as the City has funded 50 percent of the liabilities of the long-term liabilities (excluding bonds, loans and capital lease payables) as reflected in the City's CAFR. Amounts not needed to satisfy the 50 percent requirement shall be considered general fund undesignated reserve and be treated in accordance with paragraph 5(b) of this section. b. General fund undesignated reserve. The City shall retain undesignated reserves equal to a threshold ten percent of the prior three years average of general revenues. Such reserves may only be used for offsetting an unexpected mid -year revenue shortfall or for funding an emergency such as a natural or man-made disaster, which threatens the health, safety and welfare of the City's residents, businesses or visitors. Any time these reserve funds fall below the ten percent threshold, the City Commission shall adopt a plan to achieve the threshold within two fiscal years. Amounts in excess of the ten percent threshold may be used for capital improvements, unanticipated expenditures necessary to assure compliance with legal commitments, and for expenditures that will result in the reduction of recurring costs or the increase in recurring revenues of the City. c. Designated reserves. The City shall retain reserves equal to ten percent of the prior three years average of general revenues. Such reserves shall be used for funding long-term liabilities and commitments of the City such as: 1. Compensated absences and other employee benefit liabilities, including liabilities related to post - retirement benefits; 2. Self-insurance plan deficits (including workers compensation, liability claims and health insurance); City of Miami -Office of Strategic Planning, Budgeting and Performance 36 (. :it\• of Miami. One City, One Future Financial Structure 3. Strategic initiatives (until completed); 4. Blue Ribbon Commission Initiatives (until completed); 5. Anticipated adjustments in pension plan payments resulting from market losses in plan assets and other unanticipated payments necessary to maintain compliance with contractual obligations. Payment for compensated absences and other employee benefit liabilities and self-insurance plan deficits may be drawn from this reserve during the fiscal year and shall be replenished each year until fifty percent (50%), if such, of the liabilities are funded. Other designated reserves may be drawn upon without the need for replenishment. (6) Proprietary Funds. The City shall establish proprietary funds only if the costs to provide the service are fully funded from the charges for the service. (7) Multi -year Financial Plan. The City Commission shall annually adopt a five year financial plan by March 31st of each year, reflecting as the base year, the current year's budget. For FY'08 the multi -year financial plan will be adopted no later than 30 days after the completion of labor negotiations. Such plan will include cost estimates of all current City operations and pension obligations, anticipated increases in operations, debt service payments, reserves to maintain the City's officially adopted levels and estimated recurring and non -recurring revenues. This plan will be prepared by fund and reflect forecasted surpluses or deficits and potential budget balancing initiatives, where appropriate. (8) Multi -year Capital Improvement Plan. The City Commission shall annually adopt a Capital Improvements Plan ("CIP") by November 30th of each year. The CIP shall address cost estimates for all necessary infrastructure improvements needed to support City services, including information technology, with an adequate repair and replacement ("R&R") component. Funded, partially funded and unfunded projects shall be clearly delineated. The CIP shall be detailed for the current fiscal year and for five additional years and, if practicable, additional required improvements aggregated for two additional five year periods. To the extent feasible, department heads shall be required to submit independent needs assessments for their departments for use in preparing the CIP. The CIP will be detailed by fund, include recommended project prioritization rankings, identified revenue sources, planned financing options and unfunded projects. The CIP shall include estimates of the operational impacts produced for the operation of the capital improvements upon their completion. The CIP shall include a component reflecting all on -going approved capital projects of the City, the date funded, amount budgeted, amount spent since the start date, remaining budget, fiscal impact of known changes to financial assumptions underlying the project, estimated expenditures by fiscal year for the project and estimated completion date. Approved projects, with circumstances that arise which change the funding requirements of the project, shall be addressed in the CIP annually. (9) Debt Management. The City shall manage its debt in a manner consistent with the following principles: a. Capital projects financed through the issuance of bonded debt shall be financed for a period not to exceed the estimated useful life of the project. City of Miami -Office of Strategic Planning, Budgeting and Performance 37 (. : i t \ • of Miami One City, One Future Financial Structure b. The net direct general obligation debt shall not exceed five percent and the net direct and overlapping general obligation debt shall not exceed ten percent of the taxable assessed valuation of property in the City. c. The weighted average general obligation bond maturity shall be maintained at 15 years or less. d. Special obligation debt service shall not exceed 20 percent of non -ad valorem general fund revenue. e. Revenue -based debt shall only be issued if the revenue so pledged will fully fund the debt service after operational costs plus a margin based on the volatility of the revenues pledged. (10) Financial Oversight and Reporting. The City shall provide for the on -going generation and utilization of financial reports on all funds comparing budgeted revenue and expenditure information to actual on a monthly and year-to-date basis. The Finance Department shall be responsible for issuing the monthly reports to departments, the Mayor and City Commission, and provide any information regarding any potentially adverse trends or conditions. These reports should be issued within 30 days after the close of each month. The annual external audit reports (CAFR, Single Audit and Management Letter) of the City shall be prepared and presented to the Mayor and City Commission by March 31st of each year. The City Commission shall convene a workshop meeting with the external auditors to review the findings and recommendations of the audit. Financial reports, offering statements and other financial -related documents issued to the public, shall provide full and complete disclosure of all material financial matters. (11) Basic Financial Policies. The City shall endeavor to maintain formal policies, which reflect "best practices" in the areas of: a. Debt: Such policy shall address affordability, capacity, debt issuance and management. b. Cash management and investments: Such policy shall require 24-month gross and net cash -flow projections by fund and address adequacy, risk, liquidity and asset allocation issues. c. Budget development and adjustments: Such policy shall establish proper budgetary preparation procedures and guidelines, calendar of events, planning models by fund, budget adjustment procedures, establishment of rates and fees, indirect costs/interest income and the estimating conference process. The annual budget should be scheduled to allow sufficient review by the Mayor and City Commission while allowing for sufficient citizen input. The City budget document reflecting all final actions as adopted by the City Commission on or before September 30th of each year, shall be printed and made available within 30 days of such adoption. City of Miami -Office of Strategic Planning, Budgeting and Performance 38 of 1Ihrni One City, One Future Financial Structure d. Revenue collection: Such policy shall provide for maximum collection and enforcement of existing revenues, monitoring procedures, and the adequacy level of subsidy for user fees. e. Purchasing policy: Such policy shall establish departmental policies and procedures and provide appropriate checks and balances to ensure the city departments adhere to the City's purchasing policies. (12) Evaluation Committees. Such committees shall be created, to the extent feasible, and contain a majority of citizen and/or business appointees from outside city employment to review city solicitations ("requests for proposals", etc.) and all collective bargaining contract issues. The recommendations of the evaluation committee shall be provided to the Mayor and City Commission on all such contracts prior to presentation for official action. (13) Full Cost of Service. The City shall define its core services and develop financial systems that will determine on an annual basis the full cost of delivering those services. This information shall be presented as part of the annual budget and financial plan. Investment Management The City operates within established formal investment policies, which applies to all investments of public funds. The overall goal is to safeguard the available operating and capital funds and achieve a maximum return on investment. Investment portfolios are managed to meet anticipated cash flow requirements. Investments consist primarily of United States treasury and agency securities, and commercial paper. For purposes of maximizing the interest -earning yield on short-term investments, cash balances of all funds are pooled. The City prepares quarterly and annual reports that show a complete list of all funds and their performance on a book value and rate of return basis. Investment income reported in these financial statements includes the adjustment to the fair value of the investments. The investment policy is reviewed annually for modifications and presented to the City Commission for approval. City of Miami -Office of Strategic Planning, Budgeting and Performance 39 City of Miami One City, One Future Property Tax Summary Millage Rates Operating and Debt Service A mill is expressed as $1 in taxes for every $1,000 of assessed valuation. This is the rate that is calculated with the taxable value to show the amount of ad valorem taxes levied by the City of Miami. For FY'10, the proposed operating and debt service millage rates are shown below. 14.00000 12.00000 10.00000 8.00000 6.00000 4.00000 2.00000 0.00000 Millage Rates for the City of Miami 00 00 00 O� O� 00 O� � OHO 1 0 � 0 Operating f Debt Service -':, Combined Operating Debt Service Combined FY' 98 FY' 99 FY' 00 FY' 01 FY'02 FY'03 FY' 04 FY'05 FY' 06 FY'07 FY' 08 FY' 09 FY' 10 9.59950 10.00000 9.50000 8.99500 8.99500 8.85000 8.76250 8.71625 8.49950 8.37450 7.29990 7.67400 7.67400 1.92000 1.79000 1.40000 1.28000 1.21800 1.21800 1.08000 0.95000 0.76500 0.62100 0.57760 0.58030 0.65950 11.51950 11.79000 10.90000 10.27500 10.21300 10.06800 9.84250 9.66625 9.26450 8.99550 7.87750 8.25430 8.33350 City of Miami -Office of Strategic Planning, Budgeting and Performance 40 City of Miami Year -to -Year Calculation of Millage Rate 1 Fiscal Year 2 Tax Year Part 1 -Adiustments to Prior Year A B B-A B/A FY'09 2008 37,830,744,407 7.2999 FY'10 2009 38,415,802,651 7.6740 $$ Change 585,058,244 0.3741 % Change 2% 5% Property Tax Revenues 3 Prior Year Final Gross Taxable Values 4 Prior Year Adopted Millage Rate X 5 Prior Year Property Tax Revenues = Amount of Prior Year Property Tax 6 Revenues Provided to the CRAs - 7 Adjusted Prior Year Property Tax Revenues = 276,160,651 11,716,991 294,802,870 15,334,062 18,642,218 3,617,071 6.75% 30.87% 264,443,660 279,468,808 15,025,147 5.68% Part 2 -Adjustments to Current Year 39,684,734,032 1,787,502,742 37,149,190,992 3,699,563,662 (2,535,543,040) 1,912,060,920 -6.4% 107% Gross Taxable Values Current Year Gross Taxable Values with 8 Impact of Amendment 1 = 9 New Construction - 10 Current Year Adjusted Gross Taxable Value = 11 Incremental Value Increase in CRAs - 12 Adjusted Current Year Taxable Value = 37,897,231,290 2,129,366,087 33,449,627,330 2,369,276,536 (4,447,603,960) 239,910,449 -11.74% 11% 35,767,865,203 31,080,350,794 (4,687,514,409) -13.1% Part 3 -Calculation of Rolled -Back Rate 7.3933 8.9918 1.5985 21.62% Current Year Rolled -Back (Line 7 / Line 12 13 x 1000) Part 4 -Calculation of Operating Millape 7.3933 4.15% 8.9918 2.50% Rate 14 Current Year Rolled -Back Rate (Line 13) Adjustment for Growth in per capita Florida 15 Personal Income + Current Year adjusted Rolled -Back Rate for Growth in per capita Florida Personal 16 Income = Current Year Millage Rate w/Majority Vote 17 of City Commission Allowable Increase in Current Year Rolled - Back Rate with a Two -Thirds Vote of City 18 Commission 7.7001 7.7001 10% 9.2166 9.2166 10% 0.2248 2.50% 41 1 City of Miami Year -to -Year Calculation of Millage Rate 1 Fiscal Year 2 Tax Year Current Year Millage Rate w/Two-Thirds Vote of the City Commission (Line 16 + 19 Line 18) 20 City of Miami Operating Millage Rate Current Year Property Tax Revenues to the 21 City of Miami @ 95% Collections A FY'09 2008 8.4701 Adopted B FY'10 2009 10.0000 Proposed 7.6740 7.6740 272,972,861 252,646,919 B-A B/A $$ Change 1.0082 0.0000 (20,325,942) 0/0 Change 11.210/0 0.000/a -7.45% Part 6 -Impact on Average Homestead Residential Property in the City of Miami 'Preliminary Average Homestead Residential Taxable Values -City of Miami @ 22 7/1/xx 23 City of Miami Operating Millage Rate X 24 City of Miami Property Tax Revenues = 142,618 7.6740 1,094 130,242 7.6740 999 (12,376) -8.68% (95) -8.68% Source: Miami -Dade County Property Appraiser Information Services Division 42 2 111' of Miami One City, One Future Consolidated Budget Overview The consolidated fiscal year (FY) 2010 budget for the General Fund, Special Revenue Funds, Debt Service Funds, and Blended Component Units total $754,148,621. This represents an decrease of $25.1 million or 3.2% over the FY'09 budget for the same funds. The City of Miami's budget is prepared in accordance with the financial structure of the City and is consistent with the State of Florida Uniform Accounting System. Each fund is a distinct financial entity with its own revenues, inflows, expenditures, and outflows. General Fund This is the general operating fund of the City. This fund include appropriations related to general City government services, police, fire, public works, building, and parks and recreation services. The FY'10 General Fund Budget total is $511,428,230. This represents a decrease of $13.6 million or 2.6% over the FY'09 budget. Special Revenue Funds This area includes individual funds which receive support from various outside sources in the form of grants or other aid and are restricted to expenditures for particular purposes. These funds include: • Economic Development and Planning Services • Fire Rescue Services • Police Services • Law Enforcement Trust Fund (LETF) • City Clerk Services • Code Enforcement • Homeless Programs • Public Service Tax Fund • Local Option Gas Tax • Community Development Fund • Transportation and Transit Fund • Parks and Recreation Services • Public Facilities • Department Improvement Initiatives • Public Works • General Special Revenue The FY'10 budget for all Special Revenue Funds total is $184,010,635. This represents a decrease of $11.7 million or 5.9% over the prior year's budget. Debt Service Fund City of Miami -Office of Strategic Planning, Budgeting and Performance 43 City of Miami One City, One Future Consolidated Budget Overview This fund is used to account for resources and expenditures related to voter -approved general obligation and special obligation debt. The FY'10 budget for the Debt Service Fund total is $57,367,498. A detailed review on the payment of the City's debt is included on page 225. City of Miami -Office of Strategic Planning, Budgeting and Performance 44 Special Revenue Funds $184,010,635 24% FY'10 Proposed Budget -All Funds $754,148,621 Other $58,709,756 8% Other Debt Service Fund $57,367,498 Other City Agencies $1,342,258 General Fund $511,428,230 68% City of Miami -Office of Strategic Planning, Budgeting, and Performance 45 City of Miami Summary of FY 2009 Proposed Budget -All Funds One City, One Future FY 2010 Proposed FY 2009 Adopted Budget Budget Blended Special Revenue Debt Service Component General Fund Funds Funds Units All Funds All Funds Revenues (Inflows) Property Taxes $257,946,343 $0 $23,273,978 $281,220,321 $298,221,692 Franchise Fees and Other Taxes 37,586,516 68,576,117 106,162,633 105,595,050 Interest 3,200,000 2,000 0 3,202,000 8,816,636 (Transfers -IN) 54,019,085 9,237,489 32,791,045 464,000 96,511,619 89,760,124 Fines and Forfeitures 6,142,461 0 6,142,461 6,833,344 Intergovernmental Revenues 40,751,460 56,364,296 302,475 97,418,231 87,003,051 Licenses and Permits 29,172,916 0 29,172,916 30,784,757 Other Revenues 1,890,226 5,916,715 0 7,806,941 14,838,489 (Fund Balance Allocation) 0 36,705,074 1,000,000 878,258 38,583,332 46,320,031 Charges for Services 80,719,223 7,208,944 87,928,167 91,071,834 Total Revenues (Inflows) Expenditures (Outflows) General Government Planning & Development Community Development Community Redevelopment Area $511,428,230 $184,010,635 $57,367,498 $1,342,258 $754,148,621 $779,245,008 $41,431,064 $6,633,778 8,254,075 3,509,912 43,499,936 0 $48,064,842 $66,453,166 11,763,987 17,409,135 43,499,936 34,295,404 0 500,000 Public Works 50,043,493 1,195,266 Public Safety 221,851,607 28,153,245 Public Facilities 5,191,786 3,825,410 51,238,759 63,050,538 250,004,852 265,776,495 9,017,196 9,759,043 Parks & Recreation 20,598,959 4,125,061 878,258 25,602,278 28,228,533 Risk Management 57,037,889 57,037,889 17,666,368 Organizational Support (Group Benefits) 0 0 29,579,770 Debt Service 57,367,498 57,367,498 54,847,098 Pension 93,710,890 Non -Departmental 1,916,394 464,000 2,380,394 4,750,060 (Transfers -OUT) 11,392,072 93,068,027 104,460,099 120,114,466 93,710,890 66,814,932 Total Expenditures (Outflows) $511,428,230 $184,010,635 $57,367,498 $1,342,258 $754,148,621 $779,245,008 City of Miami -Office of Strategic Planning, Budgeting, and Performance 46 Charges for Services $87,928,167 12% Intergovernmental Revenues $97,418,231 13% Revenues (Inflows) -All Funds $754,148,621 Other $84,907,650 11% • +++ +++++ ++++++ + ++++++ +++++++++ + +++++++++ +++++++++++ + +++++++++++ + ++++++++++++ + ++++++++++++++ ....I ++44*SS.++ + ++++++++++++++++ ......++++44*SS.++ ++++++++++++++++++ + ++++++++++++++++ ++++++++++++++++ + +++++++++++++ + +++++++++++ + ++++++++++ + ++++++++ + +++++ (Transfers -IN) _ $96,511,619 13% Other Property Taxes $281,220,321 37% Franchise Fees and Other Taxes $106,162,633 14% r 1 / \ c \ / Fines and Licenses and Other Interest Revenues Forfeitures Permits $3,202,000 000 (Inflows) $6,142,461 $29,172,916 $46,390,273 / / \/ \J City of Miami -Office of Strategic Planning, Budgeting, and Performance 47 City of Nliam1 Revenues (Inflows) Property Taxes Consolidated Schedule of Revenues (Inflows) -All Funds One City, One Future FY 2010 FY 2009 Proposed Budget Adopted Budget Blended Special Revenue Debt Service Component General Fund Funds Funds Units All Funds All Funds Ad Valorem Taxes -Real $240,353,136 Ad Valorem Taxes -Personal 12,293,783 $23,273,978 $263,627,114 $282,705,438 12,293,783 12,092, 241 Ad Valorem Taxes Real Delinquent 4,478,938 4,478,938 2,569,983 Ad Valorem Taxes Personal Delinquent 352,499 352,499 296,291 Ad Valorem Taxes Penalty & Interest 467,987 467,987 557,739 Total -Property Taxes Franchise Fees and Other Taxes Franchise Fees -Gas Franchise Fees -Electricity S,U&F Taxes -Local Option Fuel Utility Service Fee -Electricity 257,946,343 0 23,273,978 0 281,220,321 298,221,692 660,676 27,000,000 6,209,330 22,821,464 660,676 525,086 27,000,000 26,620,087 6,209,330 7,254,152 22,821,464 22,356,016 Utility Service Fees -Cable Television 411,928 411,928 408,058 Utility Service Fee -Water 3,216,591 3,216,591 3,094,125 Utility Service Fee -Gas 1,238,926 1,238,926 1,227,225 Utility Service Fee -Fuel Oil 17,617 17,617 18,000 Public Service Tax 35,072,189 35,072,189 34,592,301 Utility Service Fee -Other Taxes 9,513,912 9,513,912 9,500,000 Total -Franchise Fees and Other Taxes 37,586,516 68,576,117 0 0 106,162,633 105,595,050 Interest Miscellaneous -Interest 3,200,000 3,200,000 8,806,096 Miscellaneous -Interest & Penalty 2,000 2,000 Misc. Net Increase (Decrease) in Fair Market Value of Investments 10,540 Total -Interest 3,200,000 2,000 0 0 3,202,000 8,816,636 City of Miami -Office of Strategic Planning, Budgeting, and Performance 48 City of Miami (Transfers -IN) Other -Interfund Transfer Total (Transfers -IN) Fines and Forfeitures Fines -Judgment & Fines Fines -Violation of Local Ordinances Consolidated Schedule of Revenues (Inflows) -All Funds One City, One Future FY 2010 FY 2009 Proposed Budget Adopted Budget Blended Special Revenue Debt Service Component General Fund Funds Funds Units All Funds All Funds 54,019,085 9,237,489 32,791,045 464,000 96,511,619 89,760,124 54,019,085 9,237,489 32,791,045 464,000 96,511,619 89,760,124 4,375,102 294,316 4,375,102 294,316 4,947,524 30,619 Fines -Other Fines and/or Forfeits 1,473,043 1,473,043 1,855,201 Total -Fines and Forfeitures Intergovemmental Revenues Federal Grants State Grants State Shared Revenues Grants from Other Local Units Shared Revenues from Other Local Units Other NonOperating Sources Payments from Other Local Units in Lieu of Taxes 6,142,461 0 0 6,142, 461 6,833, 344 44,314,582 44,314,582 32,696,380 730,081 730,081 2,216,228 32,772,460 11,282,133 302,475 33,074,935 37,985,514 11,282,133 11,875,929 7,979,000 37,500 8,016,500 1,479,000 750,000 Total -Intergovemmental Revenues 40,751,460 Licenses and Permits 56,364,296 302,475 0 97,418,231 87,003,051 Occupational Licenses -Business 6,000,000 6,000,000 6,255,168 Occupational Licenses -Business - Penalty 600,571 600,571 974,492 Occupational Licenses -Metro 622,180 622,180 595,903 Building Permits 2,153,250 2,153,250 3,179,426 Other Licenses, Fees and Permits 19,796,915 19,796,915 19,779,768 CFS -Other Charges for Services Total -Licenses and Permits 29,172,916 0 0 29,172,916 30,784,757 City of Miami -Office of Strategic Planning, Budgeting, and Performance 49 City of Miami Other Revenues Consolidated Schedule of Revenues (Inflows) -All Funds One City, One Future FY 2010 FY 2009 Proposed Budget Adopted Budget Blended Special Revenue Debt Service Component General Fund Funds Funds Units All Funds All Funds CFS -Other Charges for Services 870,000 Misc. Disposition of Fixed Assets Misc. Contributions and Donations from Private Sources Misc. Sales of Surplus Material and Scrap Other Miscellaneous Revenues Other-Interfund Transfer Other NonOperating Sources 200,000 112,400 112,400 490,000 490,000 1,000,226 5,804,315 6,804,541 13,589,300 400,000 400,000 179,189 Total -Other Revenues 1,890,226 5,916,715 0 0 7,806,941 14,838,489 (Fund Balance Allocation) 0 36,705,074 1,000,000 878,258 38,583,332 46,320,031 Charges for Services Payments from Other Local Units in Lieu of Taxes 572,254 572,254 425,411 State Shared Revenues 929,124 929,124 100,000 Internal Service Fund Fees and Charges Other General Government Charges and Fees Police Services Emergency Service Fees Protective Inspection Fees 282,853 523,877 282,853 219,178 523,877 685,838 2,471,274 2,471,274 2,213,350 5,850,000 5,850,000 4,701,601 95,302 95,302 102,908 Other Public Safety Charges and Fees 16,893 60,000 76,893 Garbage/Solid Waste Revenue 24,846,309 24,846,309 Cemetery Fees 118 118 Other Physical Environment Revenue 156,000 156,000 Transportation -Parking Facilities Transportation Tolls Special Recreation Facilities Other Culture/Recreation Other Charges for Services 96,498 20,694 24,836,308 281 125,063 96,498 57,714 107,944 2,525,610 2,633,554 2,737,641 1,131,601 1,345,835 9,914,063 28,654,237 2,477,436 2,033,673 9,914,063 11,752,359 28,654,237 32,717,104 City of Miami -Office of Strategic Planning, Budgeting, and Performance 50 City of Nliam1 Misc. Rents and Royalties Other Miscellaneous Revenues Consolidated Schedule of Revenues (Inflows) -All Funds One City, One Future FY 2010 FY 2009 Proposed Budget Adopted Budget Blended Special Revenue Debt Service Component General Fund Funds Funds Units All Funds All Funds 6,000,000 2,348,375 8,348,375 7,645,635 97,076 Transfer from Community Development 600,000 Total -Charges for Services Total Revenues (Inflows) 80,719,223 7,208,944 0 0 87,928,167 91,071,834 $511,428,230 $184,010,635 $57,367,498 $1,342,258 $754,148,621 $779,245,008 City of Miami -Office of Strategic Planning, Budgeting, and Performance 51 (Transfers -Out) $104,460,099 14% Pension $93,710,890 12% Expenditures (Outflows) by Function -All Funds $754,148,621 Other $92,263,791 12% Debt Service $57,367,498 8% ^General Government / $48,064,842 6% Other Public Works $51,238,759 7% Risk Management $57,037,889 8% Public Safety $250,004,852 33% Planning and Development $11,763,987 Community Development $43,499,936 Public Facilities $9,017,196 \ J ( Parks & Recreation $25,602,278 J 1 Non - Department $2,380,394 City of Miami -Office of Strategic Planning, Budgeting, and Performance 52 City of Miami Expenditures (Outflows) General Government Mayor Consolidated Schedule of Expenditures (Outflows) by Function and Department -All Funds One City, One Future FY 2010 Proposed FY 2009 Budget Adopted Budget Blended Special Revenue Debt Service Component General Fund Funds Funds Units All Funds All Funds $614,291 Board of Commissioners $1,700,000 Neighborhood Enhancement Teams (NET) Office of the City Manager Office of the City Clerk Office of Civil Service 2,322,423 1,754,770 280,621 $614,291 $851,187 1,700,000 2,000,000 4,096,079 2,322,423 2,901,736 2,035,391 1,929,176 308,922 308,922 372,345 Department Improvement Initiatives 2,493,740 2,493,740 3,221,884 Office of the Auditor General 708,508 708,508 942,571 Office of Communications 856,759 856,759 1,286,211 Employee Relations 3,666,060 3,666,060 5,093,064 General Special Revenue 2,483,295 2,483,295 3,201,859 Information Technology 11,148,744 11,148,744 14,245,750 Transportation and Transit 564,107 564,107 593,797 Code Enforcement 3,249,200 812,015 4,061,215 5,530,322 Public Service Tax Law 4,945,612 4,945,612 6,582,604 Strategic Planning, Budget & Performance 1,455,174 1,455,174 1,589,446 Purchasing 1,130,856 1,130,856 1,527,985 Office of Hearing Boards 829,249 829,249 Capital Improvement Administration 2,138, 529 2,138,529 Finance 4,601,967 4,601,967 Total -General Government Planning and Development 1,101, 550 2,666,463 6,719,137 41,431,064 6,633,778 0 0 48,064,842 66,453,166 Building 5,874,505 5,874,505 8,047,285 City of Miami -Office of Strategic Planning, Budgeting, and Performance 53 City of Miami Consolidated Schedule of Expenditures (Outflows) by Function and Department -All Funds One City, One Future FY 2010 Proposed FY 2009 Budget Adopted Budget Blended Special Revenue Debt Service Component General Fund Funds Funds Units All Funds All Funds Economic Development and Planning Services 3,509,912 Department of Planning Office of Zoning Total -Planning and Development Community Development Community Development Homeless Programs 3,509,912 5,538,674 1,814,758 564,812 1,814,758 2,820,394 564,812 1,002,782 8,254,075 3,509,912 0 0 11,763,987 17,409,135 43,191,123 308,813 43,191,123 308,813 33,217,293 1,078,111 Total -Community Development 0 43,499,936 0 0 43,499,936 34,295,404 Community Redevelopment Area Liberty City Trust Fund 500,000 Total -CRA 0 0 0 0 0 500,000 Public Works Solid Waste 19,684,451 19,684,451 23,981,270 GSA 13,549,419 13,549,419 19,412,551 Public Works 16,809,623 1,195,266 18,004,889 19,656,717 Total -Public Works 50,043,493 1,195,266 0 0 51,238,759 63,050,538 Public Safety Fire -Rescue Police Law Enforcement Trust Fund -LETF Total -Public Safety Public Facilities 86,195, 742 11, 572,401 135, 655, 865 14, 370, 549 97,768,143 103, 615, 094 150,026,414 159,154,068 2,210,295 2,210,295 3,007,333 221,851,607 28,153,245 0 0 250,004,852 265,776,495 5,191,786 3,825,410 9,017,196 9,759,043 City of Miami -Office of Strategic Planning, Budgeting, and Performance 54 City of Miami Parks & Recreation Risk Management Organizational Support (Group Benefits) Debt Service General Obligation Bonds Special Obligation Bonds Total -Debt Service Pension All Pensions Total -Pension Non -Departmental Office of Citi-Stat Office of Grants Administration Miami Office of Sustainable Initiatives Community Relations Board Consolidated Schedule of Expenditures (Outflows) by Function and Department -All Funds One City, One Future FY 2010 Proposed FY 2009 Budget Adopted Budget Blended Special Revenue Debt Service Component General Fund Funds Funds Units All Funds All Funds 20,598,959 4,125,061 878,258 25,602,278 28,228,533 57,037,889 57,037,889 17,666,368 29,579,770 24,273,978 33,093,520 24,273,978 33,093,520 21,824,818 33,022,280 0 0 57,367,498 0 57,367,498 54,847,098 93,710,890 93,710,890 66,814,932 93,710,890 0 0 0 93,710,890 66,814,932 347,150 436,690 436,690 567,886 295,995 192,772 Mayor's International Council 411,168 Film, Arts and Cultural Events (FACE) / Office of Film 263,880 Film, Arts and Cultural Events (FACE) / Office of Special Events 179,306 Civilian Investigative Panel Other Total -Non-Departmental (Transfers -Out) Total Expenditures (Outflows) 464,000 1,479,704 464,000 928,000 1,479,704 1,563,903 1,916,394 0 0 464,000 2,380,394 4,750,060 11,392,072 93,068,027 104,460,099 120,114,466 $511,428,230 $184,010,635 $57,367,498 $1,342,258 $754,148,621 $779,245,008 City of Miami -Office of Strategic Planning, Budgeting, and Performance 55 Consolidated Schedule of Expenditures by Category - All Funds $754,148,621 Non -Operating Expenses, $189,209,676, 25%_ IIIIIIImuumbkmuumuumuumuumuumuum Personnel Costs, $383,957,626 , 51% Debt Service, $57,259,135 , 8% Capital Outlay,_ $3,903,970 , 0% ++ *44*** +++++ 000 I I I I***************,, , ,,*11*tI**********,, *4*4*11*11 ++++++++++ * 4*411+++++++++++++++ * ,.11*++++++++++++++ * 4*11*++++++4*I•$. •* ******************4 4+++++++++4 41• $. 4* ++++++++444* +4* ++++++++++++++++, ++++++++++++++, +++++++++++++, +++++++++++, +++++++++, 4,,,,,• • _Operating Expenses, $119,818,213 , 16% City of Miami -Office of Strategic Planning, Budgeting, and Performance 56 City of Miami Personnel Expenses Regular Salaries and Wages Executive Salaries Other Salaries and Wages Special Pay Overtime Fringe Benefits FICA Taxes Retirement Contributions Life and Health Insurance Unemployment Compensation Worker's Compensation Total -Personnel Costs of Total Operating Expenses Consolidated Schedule of Expenditures by Category and Object One City, One Future FY 2010 FY 2009 Proposed Budget Adopted Budget Blended Special Revenue Debt Service Component General Fund Funds Funds Units All Funds All Funds $215,239,428 $4,156,130 499,048 338,805 2,984,730 237,711 31,419,525 $219,395,558 $254,318,494 837,853 505,905 3,222,441 7,282,553 31,419,525 10,449,863 10,661,428 1,706,518 963,011 31,260 12,367,946 994,271 10,087,179 858,625 8,239,070 310,540 88,975,862 252,697 9,680,044 205,318 8,549,610 10, 240,129 89,228,559 61,817,396 9,885,362 6,846,529 8,056,502 164,500 8,056,502 7,670,466 376,718,647 7,238,979 0 0 383,957,626 370,241,639 73.66% 3.93% 0.00% 50.910/0 47.51% Repairs and Maintenance 6,604,407 1,500,000 8,104,407 7,408,371 Professional Services 8,803,655 1,919,430 8,910 10,731,995 9,707,761 Promotional Activities 163,595 49,044 212,639 1,825,117 Printing and Binding 69,936 4,321 74,257 255,045 Postage 365,731 9,376 375,107 454,303 Advertising and Related Costs 340,377 92,563 432,940 895,830 Supplies 5,583,656 943,247 Motor Fuel 4,346,954 6,526,903 6,918,703 4,346,954 8,008,865 Weapons and Ammunition 100,000 100,000 Insurance 45,269,140 Subscriptions, Memberships, Licenses, Permits and Others Court Services 416,109 5,000 200,000 175,620 45,269,140 35,440,596 421,109 806,761 77,318 3,123 80,441 94,040 City of Miami -Office of Strategic Planning, Budgeting, and Performance 57 City of Miami Contractual Services Communications & Related Services Travel and Per Diem Utility Services Rental and Leases Books, Publications, and Library Materials Other Current Charges and Obligations Consolidated Schedule of Expenditures by Category and Object One City, One Future FY 2010 FY 2009 Proposed Budget Adopted Budget Blended Special Revenue Debt Service Component General Fund Funds Funds Units All Funds 9,762,196 4,781,856 99,453 14,643,505 2,698,504 62,262 2,760,766 All Funds 15,567,137 3,343,109 170,517 236,411 406,928 937,054 12,721,641 12,721,641 12,107, 223 2,487,476 33,735 2,521,211 2,948,704 27,723 9,506,284 481,987 9,988,271 13,353,704 Total -Operating Expenses 109,487,495 % of Total Capital Outlay Machinery and Equipment Improvements Other Than Buildings Total -Capital Outlay of Total Debt Service Principal Interest Total -Debt Service of Total Non -Operating Expenses Advances Aid to Other Agencies Budget Reserves Operating Transfers 10, 222, 355 108,363 0 119, 818, 213 120, 275,666 21.41% 5.56% 0.19% 0.00% 15.89% 15.43% 5,000 3,838,970 3,843,970 39,522 60,000 60,000 5,000 3,898,970 0 0 3,903,970 39,522 0.00% 2.12% 0.00% 0.52% 0.01% 22,193,679 22,193,679 23,266,322 35,065,456 35,065,456 31,472,345 0 0 57,259,135 0 57,259,135 54,738,667 99.81% 7.59% 7.02% 4,672,399 1,366,675 25,036,577 4,672,399 4,833,133 26,403,252 18, 323, 234 7,785,941 30,488,117 1,342,258 39,616,316 76,959,515 11,392,072 93,068,027 104,460,099 120,542,211 City of Miami -Office of Strategic Planning, Budgeting, and Performance 58 City of Miami Other Grants and Aids Total -Non-Operating Expenses of Total Total Expenditures Consolidated Schedule of Expenditures by Category and Object One City, One Future FY 2010 FY 2009 Proposed Budget Adopted Budget Blended Special Revenue Debt Service Component General Fund Funds Funds Units All Funds All Funds 14,057,610 14,057,610 13, 291, 421 25,217,087 162,650,331 0 1,342,258 189,209,676 233,949,514 4.93% 88.39% 100.00% 25.090/0 30.02% $511,428,230 $184,010,635 $57,367,498 $1,342,258 $754,148,621 $779,245,008 City of Miami -Office of Strategic Planning, Budgeting, and Performance 59 Consolidated Schedule of Full -Time Positions -All Funds 3,537.50 Non -Departmental, 7.00 , 0% Risk Management, 18.00 , 0% Parks & Recreation, 203.00 , 6% Public Facilities, 41.00 , 1% / Public Safety, 2,161.00 , 61% Blended Component Units, 31.00 , 1% General Government, 474.50 , 13% Planning and Development, 96.00 , MMMMMMM MMMMMML IIIII IIIIIIIII =mm I�l�llll 3% Community Development, 60.00 , 2% +++++++++++ +++++++++++++ +++++++++++++++ +++++++++++++++++ ++++++++++++++++++++++++ ++++++****I$+++++44**$ +++ ++++++++++++++++++++++++++4* ++++++++++++++++++++++++4* +++++++++++++++++++++4* +++++++++++++++++++4* **1*tI+++44** +4* +++++++++++++4 +++++++++++ ++++++++ Public Works, 446.00 , 13% City of Miami -Office of Strategic Planning, Budgeting, and Performance 60 City of Miami Positions -Full-time (FTEs) General Government Mayor Board of Commissioners Neighborhood Enhancement Teams (NET) Office of the City Manager Office of the City Clerk Office of Civil Service Department Improvement Initiatives Office of the Auditor General Office of Communications Employee Relations General Special Revenue Information Technology Transportation and Transit Code Enforcement Law Strategic Planning, Budget & Performance Purchasing General Fund Consolidated Schedule of Full -Time Positions -All Funds One City, One Future FY 2010 Proposed FY 2009 Adopted Budaet Budget Blended Gain (Loss) Special Revenue Component FY'10 Adopted - Funds Units All Funds All Funds FY'09 Adopted 8.53 25.47 8.53 25.47 11.56 (3.03) 25.44 0.03 48.00 (48.00) 22.70 22.70 23.70 (1.00) 12.00 1.00 13.00 15.00 (2.00) 3.00 3.00 4.00 (1.00) 2.00 2.00 8.00 (6.00) 8.00 8.00 11.00 (3.00) 10.00 10.00 12.00 (2.00) 47.00 47.00 54.00 (7.00) 1.00 (1.00) 83.00 83.00 93.00 (10.00) 3.30 3.30 3.30 49.00 49.00 62.00 (13.00) 46.00 46.00 59.00 (13.00) 16.00 16.00 15.00 1.00 15.00 15.00 17.00 (2.00) Office of Hearing Boards 8.00 Capital Improvement Administration Finance Total -General Government 8.00 9.00 (1.00) 64.50 64.50 50.00 50.00 64.00 0.50 75.00 (25.00) 468.20 6.30 0.00 474.50 611.00 (136.50) City of Miami -Office of Strategic Planning, Budgeting, and Performance 61 City of Miami Planning and Development Building Economic Development and Planning Services Department of Planning Office of Zoning Total -Planning and Development Community Development Community Development Homeless Programs Total -Community Development Community Redevelopment Area Liberty City Trust Fund Total -CRA Public Works Solid Waste GSA Public Works Total -Public Works Public Safety Fire -Rescue: Sworn General Fund Consolidated Schedule of Full -Time Positions -All Funds One City, One Future FY 2010 Proposed FY 2009 Adopted Budaet Budget Blended Gain (Loss) Special Revenue Component FY'10 Adopted - Funds Units All Funds All Funds FY'09 Adopted 64.00 64.00 20.00 10.00 2.00 2.00 85.00 (21.00) 5.00 (3.00) 20.00 10.00 27.00 (7.00) 11.00 (1.00) 94.00 2.00 0.00 96.00 128.00 (32.00) 58.00 58.00 2.00 2.00 55.00 3.00 8.00 (6.00) 0.00 60.00 0.00 60.00 63.00 (3.00) 5.00 (5.00) 0.00 0.00 0.00 0.00 5.00 (5.00) 212.00 139.00 95.00 212.00 242.00 (30.00) 139.00 95.00 170.00 (31.00) 109.00 (14.00) 446.00 0.00 0.00 446.00 521.00 (75.00) 683.00 2.00 685.00 689.00 (4.00) City of Miami -Office of Strategic Planning, Budgeting, and Performance 62 City of Miami Civilian Police: Sworn Civilian Total -Public Safety Public Facilities Parks & Recreation Risk Management Non -Departmental Office of Citi-Stat Office of Grants Administration Miami Office of Sustainable Initiatives Mayor's International Council City-wide Poverty Initiative Community Relations Board Film, Arts and Cultural Events (FACE) / Office of Film Film, Arts and Cultural Events (FACE) / Office of Special Events General Fund Consolidated Schedule of Full -Time Positions -All Funds One City, One Future FY 2010 Proposed FY 2009 Adopted Budaet Budget Blended Gain (Loss) Special Revenue Component FY'10 Adopted - Funds Units All Funds All Funds FY'09 Adopted 82.00 4.00 86.00 87.00 (1.00) 1,008.00 1,008.00 367.20 14.80 1,215.00 (207.00) 382.00 422.00 (40.00) 2,140.20 20.80 0.00 2,161.00 2,413.00 (252.00) 36.66 4.34 198.00 5.00 18.00 41.00 21.00 224.00 45.00 (4.00) 265.00 (41.00) 18.00 22.00 (4.00) 6.00 4.00 (4.00) 6.00 6.00 4.00 (4.00) 1.00 Civilian Investigative Panel 10.00 Total -Non-Departmental Total Full -Time Positions (FTEs) 2.00 (2.00) 1.00 1.00 3.00 (3.00) 3.00 (3.00) 3.00 (3.00) 10.00 10.00 7.00 0.00 10.00 17.00 36.00 (19.00) 3,408.06 98.44 31.00 3,537.50 4,109.00 (571.50) City of Miami -Office of Strategic Planning, Budgeting, and Performance 63 Summary of FY 2009 City of Pvliarni Proposed Budget -General Fund One City, One Future FY 2010 FY 2009 Increase FY 2009 FY 2008 Proposed Budget Adopted Budget (Decrease) Revised Budget Actual @ 9/30/08 Revenues (Inflows) Property Taxes $257,946,343 $276,396,874 ($18,450,531) $276,396,874 $258,294,391 Franchise Fees and Other Taxes 37,586,516 37,053,231 533,285 37,053,231 35,319,051 Interest 3,200,000 8,800,000 (5,600,000) 8,800,000 10,086,415 (Transfers -IN) 54,019,085 35,610,390 18,408,695 35,610,390 76,817,851 Fines and Forfeitures 6,142,461 5,967,326 175,135 5,967,326 6,031,799 Intergovemmental Revenues 40,751,460 39,909,539 841,921 39,909,539 51,320,942 Licenses and Permits 29,172,916 30,784,757 (1,611,841) 30,784,757 29,788,818 Other Revenues 1,890,226 1,379,189 511,037 1,379,189 6,594,295 (Fund Balance Allocation) 0 5,000,000 (5,000,000) 5,000,000 6,872,713 Charges for Services 80,719,223 84,207,624 (3,488,401) 84,207,624 74,998,172 Total Revenues (Inflows) Expenditures (Outflows) General Government Planning & Development Public Works Public Safety Public Facilities 511,428,230 525,108,930 (13,680,700) 525,108,930 556,124,448 41,431,064 49,545,838 (8,114,774) 49,545,838 47,772,897 8,254,075 11,870,461 (3,616,386) 11,870,461 10,788,223 50,043,493 221,851,607 61,755,649 (11,712,156) 61,755,649 54,858,767 228,385,263 (6,533,656) 228,385,263 249,881,480 5,191,786 5,741,123 (549,337) 5,741,123 6,248,557 Parks & Recreation 20,598,959 23,808,813 (3,209,854) 23,808,813 24,276,993 Risk Management 57,037,889 17,666,368 39,371,521 17,666,368 29,067,883 Organizational Support (Group Inusrance) 0 29,579,770 (29,579,770) 29,579,770 27,480,667 Pension 93,710,890 66,814,932 26,895,958 66,814,932 65,116,476 Non -Departmental 1,916,394 3,822,060 (1,905,666) 3,822,060 9,755,582 (Transfers -OUT) 11,392,072 26,118,653 (14,726,581) 26,118,653 30,879,926 Total Expenditures (Outflows) $511,428,230 $525,108,930 ($13,680,700) $525,108,930 $556,127,451 City of Miami -Office of Strategic Planning, Budgeting, and Performance 64 Revenues (Inflows) -General Fund $511,428,230 Other Charges for Services $9,342,461 $80,719,223 2% 16% Other Revenues (Inflows) $1,890,226 0% Licenses and Permits $29,172,916 6% Intergovernmental Revenues $40,751,460 8% ♦♦ ♦♦♦♦ ♦♦♦♦♦ ♦♦♦♦♦♦ ♦♦♦♦♦♦♦♦♦ ♦♦♦♦♦♦♦♦♦♦ ♦♦♦♦♦♦♦♦♦♦♦♦ ♦ ♦♦♦♦♦♦♦♦♦♦♦♦ ♦ ♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦ ♦ ♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦ ♦ ♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦ • ♦ ♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦ ♦♦♦♦♦♦♦♦♦♦♦♦♦♦♦ ♦ ♦♦♦♦♦♦♦♦♦♦♦♦ ♦ ♦♦♦♦♦♦♦♦♦♦♦♦ ♦♦♦♦♦♦♦♦♦♦♦ ♦♦♦♦♦♦♦♦♦♦ ♦ ♦♦♦♦♦♦♦ ♦♦♦♦♦♦ ♦ (Transfers -IN) $54,019,085 11% Franchise Fees and Other Taxes $37,586,516 7% Other Interest $3,200,000 Fines and Forfeitures $6,142,461 J Property Taxes $257,946,343 50% City of Miami -Office of Strategic Planning, Budgeting, and Performance 65 General Fund City of Miami Schedule of Revenues (Inflows) Percent of FY 2010 FY 2010 FY 2009 Proposed Proposed Budget Adopted Budget One City, One Future FY 2009 Revised Budget FY 2008 Actual @ 9/30/08 Revenues (Inflows) Property Taxes Ad Valorem Taxes -Real $240,353,136 $260,880,620 $260,880,620 $239,588,004 Ad Valorem Taxes -Personal Ad Valorem Taxes Real Delinquent Ad Valorem Taxes Personal Delinquent Ad Valorem Taxes Penalty & Interest 12,293,783 12,092, 241 12,092, 241 12, 303, 564 4,478,938 2,569,983 2,569,983 5,359,415 352,499 296,291 296,291 446,420 467,987 557,739 557,739 596,988 Total -Property Taxes 50.44% 257,946,343 276,396,874 276,396,874 258,294,391 Franchise Fees and Other Taxes Franchise Fees -Gas 660,676 Franchise Fees -Electricity 27,000,000 S,U&F Taxes -Local Option Fuel Utility Service Fees -Cable Television Utility Service Fee -Other Taxes Total -Franchise Fees and Other Taxes 525,086 525,086 539,551 26,620,087 26,620,087 24,797,619 411,928 408,058 408,058 413,501 9,513,912 9,500,000 9,500,000 9,568,381 7.35% 37,586,516 37,053,231 37,053,231 35,319,051 Interest Miscellaneous -Interest 3,200,000 8,800,000 8,800,000 1,054,232 Interest & Penalty -Investment 8,495,475 Misc. Net Increase (Decrease) in Fair Market Value of Investments 536,707 Total -Interest 0.630/0 3,200,000 8,800,000 8,800,000 10,086,415 (Transfers -IN) Other -Interfund Transfer Total (Transfers -IN) 54,019,085 35,610,390 35,610,390 76,817,851 10.56% 54,019,085 35,610,390 35,610,390 76,817,851 City of Miami -Office of Strategic Planning, Budgeting, and Performance 66 ciiy of \Iiai i Fines and Forfeitures General Fund Schedule of Revenues (Inflows) Percent of FY 2010 FY 2010 FY 2009 Proposed Proposed Budget Adopted Budget One City, One Future FY 2009 Revised Budget FY 2008 Actual @ 9/30/08 Fines -Judgment & Fines 4,375,102 4,947,524 4,947,524 4,453,672 Fines -Violation of Local Ordinances 294,316 30,619 30,619 116,980 Fines -Other Fines and/or Forfeits 1,473,043 989,183 989,183 1,461,147 Total -Fines and Forfeitures 1.20% 6,142,461 5,967,326 5,967,326 6,031,799 Intergovernmental Revenues Federal Grants 148,191 State Grants 2,695 State Shared Revenues 32,772,460 37,680,539 37,680,539 37,307,075 State Pension Payment 11,588,823 Grants from Other Local Units 100,000 Shared Revenues from Other Local Units 7,979,000 1,479,000 1,479,000 1,479,160 Other NonOperating Sources 750,000 750,000 694,999 Payments from Other Local Units in Lieu of Taxes Total -Intergovernmental Revenues Licenses and Permits 7.97% 40,751,460 39,909,539 39,909,539 51,320,942 Occupational Licenses -Business 6,000,000 6,255,168 6,255,168 6,264,582 Occupational Licenses -Business - Penalty 600,571 974,492 974,492 803,896 Occupational Licenses -Metro 622,180 595,903 595,903 701,156 Building Permits 2,153,250 3,179,426 3,179,426 2,113,694 Other Licenses, Fees and Permits 19,796,915 19,779,768 19,779,768 19,905,491 CFS -Other Charges for Services Total -Licenses and Permits 5.70% 29,172,916 30,784,757 30,784,757 29,788,818 City of Miami -Office of Strategic Planning, Budgeting, and Performance 67 General Fund City of Miami Schedule of Revenues (Inflows) Other Revenues CFS -Other Charges for Services Misc. Rents and Royalties Misc. Disposition of Fixed Assets Misc. Sales of Surplus Material and Scrap Percent of FY 2010 FY 2010 FY 2009 Proposed Proposed Budget Adopted Budget One City, One Future FY 2009 Revised Budget FY 2008 Actual @ 9/30/08 1,726,099 200,000 200,000 513,456 490,000 182,120 Misc. Contribution and Donations from Private Sources 1,882 Misc. Settlements 349,590 Contra Revenue for Bad Debt 242,200 Other -Debt Proceeds Other Miscellaneous Revenues 1,000,226 1,000,000 1,000,000 3,164,591 Other NonOperating Sources 400,000 179,189 179,189 414,357 Total -Other Revenues(Inflows) 0.37% 1,890,226 1,379,189 1,379,189 6,594,295 (Fund Balance Allocation) 0.00% Charges for Services Payments from Other Local Units in Lieu of Taxes Internal Service Fund Fees and Charges Other General Government Charges and Fees 0 5,000,000 5,000,000 6,872,713 572,254 425,411 425,411 282,853 219,178 219,178 226,978 523,877 685,838 685,838 520,349 Police Services 2,471,274 2,213,350 2,213,350 2,120,287 Fire Protection Services (15,404) Emergency Service Fees 5,850,000 4,701,601 4,701,601 4,565,358 Protective Inspection Fees 95,302 102,908 102,908 86,849 Other Public Safety Charges and Fees 16,893 20,694 20,694 16,470 Garbage/Solid Waste Revenue 24,846,309 24,836,308 24,836,308 21,954,795 City of Miami -Office of Strategic Planning, Budgeting, and Performance 68 General Fund City of Miami Schedule of Revenues (Inflows) Percent of FY 2010 FY 2010 FY 2009 Proposed Proposed Budget Adopted Budget One City, One Future FY 2009 Revised Budget FY 2008 Actual @ 9/30/08 Sewer/Wastewater Utility Fees 650 Cemetery Fees 118 281 281 200 Other Physical Environment Revenue 156,000 125,063 125,063 90,585 Transportation -Parking Facilities 96,498 57,714 57,714 55,196 Transportation Tolls 107,944 76,531 76,531 96,855 Other Transportation Fees Transportation Tools (49,105) CFS -C&R -Special Events 858 Special Recreation Facilities 1,131,601 555,899 555,899 731,684 Charter Schools Other Culture/Recreation 9,914,063 11,598,609 11,598,609 10,376,696 CFS -Rents and Royalties 4,679,505 Other Charges for Services 28,654,237 32,717,104 32,717,104 29,539,365 Misc. Rents and Royalties 6,000,000 5,271,135 5,271,135 Other Miscellaneous Revenues Transfer from Community Development 600,000 600,000 Total -Charges for Services 15.78% 80,719,223 84,207,624 84,207,624 74,998,172 Total Revenues (Inflows) 100.00% $511,428,230 $525,108,930 $525,108,930 $556,124,448 City of Miami -Office of Strategic Planning, Budgeting, and Performance 69 Public Works $50,043,493 10% General Government $41,431,064 8% Other $35,961,214 Expenditures (Outflows) -General Fund $511,428,230 (Transfers -OUT) $11,392,072 2% Other Public Safety $221,851,607 44% Pension $93,710,890 18% � 1 Planning & Development $8,254,075 � J 1 ( 1 1 Public Facilities Parks & Non- $5,191,786 Recreation Departmental $20,598,959 $1,916,394 J J \ J Risk Management $57,037,889 11% City of Miami -Office of Strategic Planning, Budgeting, and Performance 70 City of Miami General Fund Schedule of Expenditures (Outflows) by Department One City, One Future Percent of FY 2010 FY 2010 FY 2009 Increase FY 2009 FY 2008 Proposed Proposed Budget Adopted Budget (Decrease) Revised Budget Actual @ 9/30/08 Expenditures (Outflows) General Govemment Mayor $614,291 $851,187 ($236,896) $851,187 $838,278 Board of Commissioners 1,700,000 2,000,000 (300,000) 2,000,000 1,829,562 Office of the City Manager 2,322,423 2,901,736 (579,313) 2,901,736 3,611,765 Office of the City Clerk 1,754,770 1,665,789 88,981 1,665,789 1,867,539 Office of Civil Service 308,922 372,345 (63,423) 372,345 336,914 Office of the Auditor General 708,508 942,571 (234,063) 942,571 829,317 Office of Communications 856,759 1,286,211 (429,452) 1,286,211 1,201,677 Employee Relations 3,666,060 5,093,064 (1,427,004) 5,093,064 5,013,805 Information Technology 11,148,744 14,245,750 (3,097,006) 14,245,750 12,930,234 Law 4,945,612 6,582,604 (1,636,992) 6,582,604 6,070,136 Strategic Planning, Budget & Performance 1,455,174 1,589,446 (134,272) 1,589,446 1,436,711 Purchasing 1,130,856 1,527,985 (397,129) 1,527,985 1,417,151 Office of Hearing Boards 829,249 1,101,550 (272,301) 1,101,550 964,875 Code Enforcement 3,249,200 3,249,200 Capital Improvement Administration 2,138,529 2,666,463 (527,934) 2,666,463 3,700,758 Finance 4,601,967 6,719,137 (2,117,170) 6,719,137 5,724,174 Total -General Government 8.10% 41,431,064 49,545,838 (8,114,774) 49,545,838 47,772,897 Planning and Development Building 5,874,505 8,047,285 (2,172,780) 8,047,285 7,389,608 Department of Planning 1,814,758 2,820,394 (1,005,636) 2,820,394 2,560,699 Office of Zoning 564,812 1,002,782 (437,970) 1,002,782 837,916 Total -Planning and Development 1.610/0 8,254,075 11,870,461 (3,616,386) 11,870,461 10,788,223 City of Miami -Office of Strategic Planning, Budgeting, and Performance 71 City of Miami Public Works Solid Waste GSA Public Works Total -Public Works General Fund Schedule of Expenditures (Outflows) by Department One City, One Future Percent of FY 2010 FY 2010 FY 2009 Increase FY 2009 FY 2008 Proposed Proposed Budget Adopted Budget (Decrease) Revised Budget Actual @ 9/30/08 19,684,451 23,981,270 (4,296,819) 13,549,419 19,412,551 (5,863,132) 23,981,270 20,500,637 19,412, 551 19, 527, 936 16,809,623 18,361,828 (1,552,205) 18,361,828 14,830,193 9.79% 50,043,493 61,755,649 (11,712,156) 61,755,649 54,858,767 Public Safety Fire -Rescue 86,195,742 86,086,878 108,864 86,086,878 99,597,506 Police 135,655,865 142,298,385 (6,642,520) 142,298,385 150,283,974 Total -Public Safety 43.38% 221,851,607 228,385,263 (6,533,656) 228,385,263 249,881,480 Public Facilities 1.02% Parks & Recreation 4.03% 5,191,786 20,598,959 Risk Management 11.15% 5,741,123 (549,337) 5,741,123 6,248,557 23,808,813 (3,209,854) 23,808,813 24,276,993 57,037,889 17,666,368 39,371,521 Organizational Support -Group Benefits 0.00% Pension All Pensions Total -Pension 29,579,770 (29,579,770) 93,710,890 17,666,368 29,067,883 29,579,770 27,480,667 66,814,932 26,895,958 66,814,932 65,116,476 18.32% 93,710,890 66,814,932 26,895,958 66,814,932 65,116,476 Non -Departmental Economic Development (147) Office of Citi-Stat 347,150 (347,150) 347,150 416,174 Office of Grants Administration 436,690 567,886 (131,196) 567,886 525,329 Miami Office of Sustainable Initiatives 295,995 (295,995) 295,995 226,975 Community Relations Board 192,772 (192,772) 192,772 Mayor's Intemational Council 411,168 (411,168) 411,168 Film, Arts and Cultural Events (FACE) / Office of Film 263,880 (263,880) 263,880 City of Miami -Office of Strategic Planning, Budgeting, and Performance 72 City of Miami General Fund Schedule of Expenditures (Outflows) by Department One City, One Future Percent of FY 2010 FY 2010 FY 2009 Increase FY 2009 FY 2008 Proposed Proposed Budget Adopted Budget (Decrease) Revised Budget Actual @ 9/30/08 Film, Arts and Cultural Events (FACE) / Office of Special Events 179,306 Other Total -Non-Departmental (Transfers -Out) Total Expenditures (Outflows) 1,479,704 (179,306) 179,306 1,563,903 (84,199) 1,563,903 8,587,251 0.37% 1,916,394 3,822,060 (1,905,666) 3,822,060 9,755,582 2. 23°/o 11,392,072 26,118,653 (14,726,581) 26,118,653 30,879,926 100.00% $511,428,230 $525,108,930 ($13,680,700) $525,108,930 $556,127,451 City of Miami -Office of Strategic Planning, Budgeting, and Performance 73 General Fund Schedule of Expenditures by Category $511,428,230 Capital Outlay, $5,000 , 0% Operating Expenses, $109,487,495 , 21% Non -Operating Expenses, $25,217,087 , 5% M• MMM M• MMMMM MMMMMML MMMMMMMM MMMMMMM M• MMMMMMM M• MMMMMMMM M• MMMMMMM MMMMMMMMM MMMMMMMMMK MMMMMMMMEL MMMMMMMMM MMMMMMMMM M• MMMMMMMMM MMMMMMMMMM MMMMMMMMMI • ------------------------------------------------------- ------------------------------------------------------- IM• MMMMMMMMMMMMMMMMMI M• MMMMMMMMMMMMMMMMM MMMMMMMMMMMMMMMMMW MMMMMMMMMMMMMMMMM MMMMMMMMMMMMMMW MMMMMMMMMMMMI Personnel Expenses, $376,718,647 , 74% City of Miami -Office of Strategic Planning, Budgeting, and Performance 74 City of Miami Personnel Expenses Regular Salaries and Wages Executive Salaries Other Salaries and Wages Special Pay Overtime Fringe Benefits FICA Taxes Retirement Contributions Life and Health Insurance Unemployment Compensation Worker's Compensation General Fund Schedule of Expenditures (Outflows) by Category One City, One Future Percent of FY 2010 FY 2010 FY 2009 Increase FY 2009 FY 2008 Proposed Proposed Budget Adopted Budget (Decrease) Revised Budget Actual @ 9/30/08 $215,239,428 $248,923,697 ($33,684,269) $248,923,697 $254,532,352 499,048 505,905 ($6,857) 505,905 493,272 2,984,730 7,190,194 (4,205,464) 7,190,194 5,005,334 31,419,525 10,449,863 20,969,662 10,449,863 17,400,268 10,661,428 10,072,179 589,249 10,072,179 15,456,700 963,011 808,593 154,418 808,593 999,675 8,239,070 9,854,755 (1,615,685) 9,854,755 9,788,888 88,975,862 61,491,425 27,484,437 61,491,425 72,049,758 9,680,044 6,490,224 3,189,820 6,490,224 9,842,896 150,000 (150,000) 150,000 76,778 8,056,502 7,656,502 400,000 7,656,502 16,266,396 Total -Personnel Expenses 73.66% 376,718,647 363,593,337 13,125,310 363,593,337 401,912,316 Operating Expenses Repairs and Maintenance 6,604,407 7,356,327 (751,920) 7,356,327 8,669,741 Professional Services 8,803,655 9,197,248 (393,593) 9,197,248 9,788,376 Promotional Activities 163,595 1,661,243 (1,497,648) 1,661,243 835,938 Printing and Binding 69,936 180,868 (110,932) 180,868 130,975 Postage 365,731 409,139 (43,408) 409,139 348,720 Advertising and Related Costs 340,377 768,081 (427,704) 768,081 881,693 Supplies 5,583,656 6,781,636 (1,197,980) 6,781,636 7,785,410 Motor Fuel 4,346,954 8,000,865 (3,653,911) 8,000,865 8,198,733 Weapons and Ammunition 100,000 175,620 (75,620) 175,620 18,627 Insurance 45,269,140 35,380,096 9,889,044 35,380,096 37,930,996 Subscriptions, Memberships, Licenses, Permits and Others 416,109 787,666 (371,557) 787,666 607,776 City of Miami -Office of Strategic Planning, Budgeting, and Performance 75 City of Miami Court Services General Fund Schedule of Expenditures (Outflows) by Category One City, One Future Percent of FY 2010 FY 2010 FY 2009 Increase FY 2009 FY 2008 Proposed Proposed Budget Adopted Budget (Decrease) Revised Budget Actual @ 9/30/08 77,318 91,540 (14,222) 91,540 78,101 Contractual Services 9,762,196 12,027,919 (2,265,723) 12,027,919 11,518,519 Communications & Related Services 2,698,504 3,300,839 (602,335) 3,300,839 3,256,407 Travel and Per Diem Utility Services Rental and Leases Books, Publications, and Library Materials 170,517 12,721,641 2,487,476 868,902 12,107,223 2,856,444 (698,385) 614,418 868,902 745,481 12,107,223 10,761,347 (368,968) 2,856,444 2,341,842 27,723 (27,723) 27,723 (83) Other Current Charges and Obligations 9,506,284 11,032,236 (1,525,952) 11,032,236 9,398,721 Total -Operating Expenses Capital Outlay Machinery and Equipment Land Depreciation 21.410/0 109,487,495 113,011,615 (3,524,120) 113,011,615 113,297,321 5,000 36,522 (31,522) 36,522 836,545 2,084 Improvements Other Than Buildings 94,513 Total -Capital Outlay 0.00% 5,000 36,522 (31,522) 36,522 933,141 Non -Operating Expenses Other Non -Operating Uses 775,276 Advances 4,672,399 4,833,133 (160,734) 4,833,133 4,389,914 Aid to Other Agencies 1,366,675 1,618,175 (251,500) 2,746,175 3,875,655 Budget Reserves 7,785,941 7,341,750 444,191 14,341,750 60,427 Operating Transfers 11,392,072 34,674,398 (23,282,326) 26,546,398 30,879,926 Other Grants and Aids 1,835 Default Expenditure Account 1,641 Total -Non-Operating Expenses 4.93% 25,217,087 48,467,456 (23,250,369) 48,467,456 39,984,672 Total Expenditures 100.000/0 511,428,230 525,108,930 (13,680,700) 525,108,930 556,127,451 City of Miami -Office of Strategic Planning, Budgeting, and Performance 76 City of Miami General Government Mayor Board of Commissioners Office of the City Manager Office of the City Clerk Office of Civil Service Office of the Auditor General Office of Communications Employee Relations Information Technology Code Enforcement Law Strategic Planning, Budget & Performance Purchasing Office of Hearing Boards Capital Improvement - Administration Finance Total -General Government Planning and Development Building Department of Planning Office of Zoning Total -Planning and Development Public Works Solid Waste General Fund Cost per Capita by Department and Function FY 2010 Adopted FY 2009 FY 2009 Budget Adopted Budget Revised Budget One City, One Future FY 2008 Actual @ 9/30/08 $1.49 $2.08 $2.08 $2.03 4.11 4.88 4.88 4.43 5.62 7.08 7.08 8.74 4.25 4.07 4.07 4.52 0.75 0.91 0.91 0.82 1.71 2.30 2.30 2.01 2.07 3.14 3.14 2.91 8.87 12.43 12.43 12.13 26.98 34.77 34.77 31.29 7.86 0.00 11.97 16.07 16.07 14.69 3.52 3.88 3.88 3.48 2.74 3.73 3.73 3.43 2.01 2.69 2.69 2.34 5.18 6.51 6.51 8.96 11.14 16.40 16.40 13.85 100.27 120.93 120.93 115.62 14.22 4.39 1.37 19.64 19.64 17.88 6.88 6.88 6.20 2.45 2.45 2.03 19.98 28.97 28.97 26.11 47.64 58.53 58.53 49.61 City of Miami -Office of Strategic Planning, Budgeting, and Performance 77 City of Miami GSA Public Works Total -Public Works Public Safety Fire -Rescue Police Total -Public Safety Public Facilities Parks & Recreation Risk Management Organizational Support (Group Benefits) Pension Non -Departmental Economic Development Office of Citi-Stat Office of Grants Administration General Fund Cost per Capita by Department and Function FY 2010 Adopted FY 2009 FY 2009 Budget Adopted Budget Revised Budget One City, One Future FY 2008 Actual @ 9/30/08 32.79 47.38 40.68 44.82 47.38 47.26 44.82 35.89 121.11 150.73 150.73 132.77 208.60 210.11 210.11 241.04 328.30 347.31 347.31 363.71 536.91 557.42 557.42 604.75 12.56 14.01 14.01 15.12 49.85 58.11 58.11 58.75 138.04 43.12 43.12 70.35 72.20 72.20 66.51 226.79 163.08 163.08 157.59 0.85 0.85 1.01 1.06 1.39 1.39 1.27 Miami Office of Sustainable Initiatives 0.72 0.72 0.55 Community Relations Board Mayor's International Council Film, Arts and Cultural Events (FACE) / Office of Film Film, Arts and Cultural Events (FACE) / Office of Special Events Other Total -Non-Departmental Total Expenditures (Outflows) 0.47 0.47 1.00 1.00 0.64 0.64 0.44 0.44 3.58 3.82 3.82 20.78 4.64 9.33 9.33 23.61 $1,210.15 $1,217.88 $1,217.88 $1,271.17 Population based on U.S. Bureau of the Census Estimate for July 1, 2009 @ 413,201 City of Miami -Office of Strategic Planning, Budgeting, and Performance 78 City of Miami Positions -Full-Time Equivalents (FTEs) General Government Mayor Board of Commissioners Office of the City Manager Office of the City Clerk Office of Civil Service Office of the Auditor General Office of Communications Employee Relations Information Technology Law Strategic Planning, Budget & Performance Purchasing Office of Hearing Boards Code Enforcement Capital Improvement Administration Finance General Fund Schedule of Full -Time Positions One City, One Future Percent of Gain (Loss) FY 2010 FY 2010 FY 2009 FY'10 Adopted - FY 2008 Proposed Proposed Budget Adopted Budget FY'09 Adopted Actual @ 9/30/08 8.53 11.56 (3.03) 11.56 25.47 25.44 0.03 25.44 22.70 23.70 (1.00) 29.70 12.00 14.00 (2.00) 14.00 3.00 4.00 (1.00) 4.00 8.00 11.00 (3.00) 11.00 10.00 12.00 (2.00) 12.00 47.00 54.00 (7.00) 57.00 83.00 93.00 (10.00) 94.00 46.00 59.00 (13.00) 59.00 16.00 15.00 1.00 18.00 15.00 17.00 (2.00) 19.00 8.00 9.00 (1.00) 9.00 49.00 64.50 64.00 0.50 39.00 50.00 75.00 (25.00) 61.00 Total -General Govemment 13.74% Planning and Development Building Department of Planning Office of Zoning Total -Planning and Development 468.20 487.70 (68.50) 463.70 64.00 85.00 (21.00) 20.00 27.00 (7.00) 10.00 11.00 (1.00) 88.00 27.00 13.00 2.76% 94.00 123.00 (29.00) 128.00 City of Miami -Office of Strategic Planning, Budgeting, and Performance 79 City of Miami General Fund Schedule of Full -Time Positions One City, One Future Percent of Gain (Loss) FY 2010 FY 2010 FY 2009 FY'10 Adopted - FY 2008 Proposed Proposed Budget Adopted Budget FY'09 Adopted Actual @ 9/30/08 Public Works Solid Waste 212.00 242.00 (30.00) 242.00 GSA 139.00 170.00 (31.00) 174.00 Public Works 95.00 109.00 (14.00) 109.00 Total -Public Works 13.09% 446.00 521.00 (75.00) 525.00 Public Safety Fire -Rescue: Swom Civilian Police: Sworn Civilian Total -Public Safety Public Facilities Parks & Recreation Risk Management Non -Departmental Office of Citi-Stat Office of Grants Administration 683.00 681.36 1.64 674.89 82.00 84.00 (2.00) 87.00 1,008.00 1,215.00 (207.00) 1,190.00 367.20 409.80 (42.60) 409.80 62.80% 2,140.20 2,390.16 (249.96) 2,361.69 1.08% 36.66 40.66 (4.00) 43.66 5.81% 198.00 239.00 (41.00) 229.00 0.53% 18.00 22.00 (4.00) 24.00 4.00 (4.00) 5.00 6.00 6.00 7.00 Miami Office of Sustainable Initiatives 4.00 (4.00) 4.00 Mayor's International Council 2.00 (2.00) 2.00 City of Miami -Office of Strategic Planning, Budgeting, and Performance 80 City of Miami General Fund Schedule of Full -Time Positions One City, One Future Percent of Gain (Loss) FY 2010 FY 2010 FY 2009 FY'10 Adopted - FY 2008 Proposed Proposed Budget Adopted Budget FY'09 Adopted Actual @ 9/30/08 City-wide Poverty Initiative 1.00 1.00 1.00 Community Relations Board 3.00 (3.00) 3.00 Film, Arts and Cultural Events (FACE) / Office of Film 3.00 (3.00) 3.00 Film, Arts and Cultural Events (FACE) / Office of Special Events 3.00 (3.00) 3.00 Total -Non-Departmental 0.21% 7.00 26.00 (19.00) 28.00 Total Full -Time Positions 100.00% 3,408.06 3,849.52 (490.46) 3,803.05 City of Miami -Office of Strategic Planning, Budgeting, and Performance 81 City of Miami One City, One Future General Fund Detail Expenditures by Department City of Miami -Office of Strategic Planning, Budgeting and Performance 82 City of Miami One City, One Future Office of the Mayor Mayor: Manuel A. Diaz Phone: (305) 250-5300 MannyDiaz@miamigov.com 2009-10 Expenditure Budget compared to 2008-09 Adopted Budget 2007-08 2008-09 2009-10 Actual Adopted Expenditure Increase Percent Expenditures Budget Budget (Decrease) Change Personnel Expenses $765,099 $767,087 $584,791 ($182,296) -23.8% Operating Expenses 91,387 80,600 29,500 (51,100) -63.4% Capital Outlay 2,000 0 0 0 0.0% Non -Operating Expenses (34,064) 3,500 0 (3,500) -100.0% Total $824,422 $851,187 $614,291 ($236,896) -27.8% 2008-09 Full-time Equivalent Positions compared to 2009-10 Adopted Budget 2007-08 2008-09 2009-10 Final Adopted Proposed Increase Percent Budget Budget Budget (Decrease) Change Classified Positions 0.0 0.0 0.0 0.0 0.0% Unclassified Positions 10.6 10.6 7.5 (3.1) -29.2% Managerial / Confidential 0.0 0.0 0.0 0.0 0.0% Executives 0.0 0.0 0.0 0.0 0.0% Mayor / Commissioners 1.0 1.0 1.0 0.0 0.0% Total 11.6 11.6 8.5 (3.1) -26.7% Department Description Miami's form of government is called the "Mayor -Commissioner Plan". Qualified voters elect the Mayor at -large to a four year term. He appoints the City Manager who is the Chief Administrative Officer but the Mayor may not dictate the appointment or employment of any other employee. Although not a member of the City Commission, the Mayor may preside at City Commission meetings. He may take command of the police during a public emergency. He has veto authority over any actions of the Commission. The Mayor is Miami's official representative and maintains contact with all levels of government to foster cooperation. City of Miami -Office of Strategic Planning, Budgeting and Performance 83 {.:it\• of Miami. One City, One Future Board of Commissioners District 1: District 2: District 3: District 4: District 5: Angel Gonzalez Marc Sarnoff Joe M. Sanchez Tomas P. Regalado Michelle Spence -Jones Phone: (305) 250-5430 Phone: (305) 250-5333 Phone: (305) 250-5380 Phone: (305) 250-5420 Phone: (305) 250-5390 AGonzalez@miamigov.com MSarnoff@miamigov.com JSanchez@miamigov.com TRegalado@miamigov.com MSpence@miamigov.com 2009-10 Expenditure Budget compared to 2008-09 Adopted Budget Personnel Expenses Operating Expenses Capital Outlay Non -Operating Expenses 2007-08 Actual Expenditures $1,741,238 82,829 0 5,495 2008-09 Adopted Budget $1,712,029 196,585 11,522 79,864 2009-10 Expenditure Budget $1, 549, 59 2 145,408 5,000 0 Increase (Decrease) ($162,437) (51,177) (6,522) (79,864) Percent Change -9.5% - 26.0% - 56.6% -100.0% Total $1,829,562 $2,000,000 $1,700,000 ($300,000) -15.0% 2009-10 Full-time Equivalent Positions compared to 2008-09 Adopted Budget Classified Positions Unclassified Positions Managerial / Confidential Executives Mayor / Commissioners 2007-08 Final Budget 0.0 24.4 0.0 0.0 5.0 2008-09 Adopted Budget 0.0 25.4 0.0 0.0 5.0 2009-10 Proposed Budget 0.0 25.5 0.0 0.0 5.0 Increase (Decrease) 0.0 0.1 0.0 0.0 0.0 Percent Change 0.0% 0.3% 0.0% 0.0% 0.0% Total 29.4 30.4 30.5 0.1 0.2% Department Description The Board of Commissioners consists of five Miami residents elected to a four-year terms from five districts within the City of Miami. Elections are nonpartisan. The Commission's role is to provide policy direction for programs that are effective, efficient, and responsive to the needs residents. The policy decisions of the Commission are implemented by the City Manager. Commissioners are prohibited from dictating the appointment or employment of any City employee or for giving orders to any subordinates of the City Manager. The Commission may remove the City Manager or override any mayoral veto by a four -fifths vote. City of Miami -Office of Strategic Planning, Budgeting and Performance 84 of \ILami One City, One Future Office of the City Manager Department Head: Pedro G. Hernandez Phone: (305) 250-5400 pgh@miamigov.com 2009-10 Expenditure Budget compared to 2008-09 Adopted Budget 2007-08 2008-09 2009-10 Actual Adopted Expenditure Increase Percent Expenditures Budget Budget (Decrease) Change Personnel Expenses $3,544,546 $2,820,736 $2,263,723 ($557,013) -19.7% Operating Expenses 63,626 81,000 58,700 (22,300) -27.5% Capital Outlay 0 0 0 0 0.0% Non -Operating Expenses 3,593 0 0 0 0.0% Total $3,611,765 $2,901,736 $2,322,423 ($579,313) -20.0% 2009-10 Full-time Equivalent Positions compared to 2008-09 Adopted Budget 2007-08 2008-09 2009-10 Final Adopted Proposed Increase Percent Budget Budget Budget (Decrease) Change Classified Positions 1.0 Unclassified Positions 14.0 Managerial / Confidential 1.0 Executives 15.7 0.0 9.2 1.0 13.5 0.0 11.2 0.0 11.5 0.0 2.0 (1.0) (2.0) 0.0% 21.7% -100.0% -14.8% Total 31.7 23.7 22.7 (1.0) -4.2% Department Description The City Manager implements and enforces the policies, directives, and legislation adopted by the City Commission. As the Chief Administrative Officer, the City Manager is responsible for the daily operations of the City, prepares the budget, assists in planning for the development of the City, supervises employees, interacts with citizen groups and other units of government, and is otherwise responsible for the health, safety and welfare of the residents and visitors to Miami. City of Miami -Office of Strategic Planning, Budgeting and Performance 85 { _AAA. of Miami One City, One Future Office of the City Clerk Department Head: Priscilla A. Thompson Phone: (305) 250-5360 PThompson@miamigov.com 2009-10 Expenditure Budget compared to 2008-09 Adopted Budget 2007-08 2008-09 2009-10 Actual Adopted Expenditure Increase Percent Expenditures Budget Budget (Decrease) Change Personnel Expenses $1,079,751 $1,123,681 $1,031,961 ($91,720) -8.2% Operating Expenses 769,507 542,108 169,609 ($372,499) -68.7% Capital Outlay 18,281 0 0 0 0% Non -Operating Expenses 0 0 553,200 553,200 100% Total $1,867,539 $1,665,789 $1,754,770 $88,981 5.3% 2009-10 Full-time Equivalent Positions compared to 2008-09 Adopted Budget Classified Positions Unclassified Positions Managerial / Confidential Executives 2007-08 2008-09 2009-10 Final Adopted Proposed Increase Percent Budget Budget Budget (Decrease) Change 8.0 8.0 4.0 4.0 0.0 0.0 2.0 2.0 6.0 4.0 0.0 2.0 (2.0) 0.0 0.0 0.0 -25.0% 0.0% 0.0% 0.0% Total 14.0 14.0 12.0 (2.0) -14.3% Department Description The Office of the City Clerk is the keeper of the official City Commission minutes, legislation, bid openings and lobbyist registration. It is also responsible for attestation of contracts; keeping meeting schedules, minutes and attendance records for all City boards, committees, agencies and trusts; and attending bond validation proceedings. Additionally, the City Clerk's Office administers, supervises and certifies municipal, civil service, and certain advisory board elections, charter amendments, special or referenda (including Bond Elections), and straw ballot issues. City of Miami -Office of Strategic Planning, Budgeting and Performance 86 { _ii • of Miami One City, One Future Office of the City Clerk The Records Management Section ensures compliance of City records with State of Florida Bureau of Archives Records Management mandates, investigates and proposes management technologies, and establishes a repository for inactive, archived and vital records. The function of archival preservation is also entrusted to this office. Direct services provided by the Office of the City Clerk include: public information requests, public notices regarding meetings of the City Commission, advisory boards, elections, and passport acceptances. The Office of the City Clerk is a designated Passport Acceptance Facility. Strategic Accomplishments Develop Strategic Skills • The Office of the City Clerk continues to develop strategic skills by accomplishing 100% employee attendance at all City -mandated training courses. Beyond the normal scope of training, the Office of the City Clerk has organized customized courses with Employee Relations to promote teambuilding and position communications. As a result, efficiency and team productivity has increased and improved work processes and consistency. City Clerk team members have also matriculated towards advising professional skills and education to enhance the performance of the Office of the City Clerk by obtaining Master Municipal Clerk certification/designation, Certified Municipal Clerk certification, and by pursuing advance degrees and professional certifications. Achieved Cost -Effective Municipal Services • During Fiscal Year 2008-2009, the Office of the City Clerk conducted and supervised the qualification and election processes for the November 21, 2008 Coconut Grove Business Improvement District Election. Additionally, the Office of the City Clerk assisted in the coordination of the use of Miami City Hall for early voting and election day procedures for the November 4, 2008 Presidential Election. • Presently, the Office of the City Clerk is planning and coordinating the November 3, 2009 City of Miami General Municipal Election. All elections -related documents, including candidate qualification papers and certified election results, are promptly made available for public access through the City Clerk's website. Improved Business and Service Delivery Processes • The Office of the City Clerk improved business and service delivery processes by transcribing and electronic filing efforts, which resulted in City Commission Meeting minutes being completed within an average of 18 days, resulting in a 7-day reduction from the original target of 25 days. It should be noted that this accomplishment was due in part to the manner in which commission meetings were conducted. Completed minutes are made available on-line via the Legislative Hub making them readily accessible to both internal and external customers. • The Office of City Clerk continues to deliver technology and e-solutions through the enhancement of the People Offices Management System (POMS), which effectively and efficiently manages information dealing with City of Miami -Office of Strategic Planning, Budgeting and Performance 87 { :it\• of \Iiami One City, One Future Office of the City Clerk boards, committees, agencies and trusts. POMS generate membership lists and notification letters by navigating through predetermined menus. Office staff continued to notify board members of their appointments within 3 days of action or receipt of contact information, which exceeded the original target of 30 days by 27 days. Also, POMS facilitated the storage and retrieval of members' personal and office information resulting in the processing of board correspondence within an average of 5-7 days, which is an 8- 10 day reduction from the original target of 15 days. POMS advances include the capability to track financial disclosures and forward compliance notifications to 40 city boards, which include approximately 378 board members. This has effectively improved the Office's proficiency by ensuring that board members are notified in a timely manner so that members are in compliance with state statutes, county and city codes. Notification through the POMS application system ensures that board members are notified of state, county, and city filing requirements, thereby assisting them in the avoidance of fines and aids in their compliance with the Ethics Commission. • The Office of the City Clerk further improved business and service delivery processes by completing the City Commission Meeting Marked Agendas within 3-5 days, which either met the strategic goal or exceeded it by 2 days. The timely completion of the Marked Agenda resulted in quicker public access and significantly reduced the number of requests for information related to the Marked Agenda. Other Accomplishments • The Office of the City Clerk continues its marketing and public relations blitz to improve the visibility and awareness of services offered to its internal and external customers. By launching a quarterly newsletter, Clerk's Corner, City of Miami residents and employees may be kept aware of the continuous programs and services being offered by the City Clerk's Office. • The Office of the City Clerk, in conjunction with the Communications and Information Technology Departments, continues to provide video web -streaming to broadcast commission meetings via the Internet. This will enable internal and external customers to view live and archived coverage of commission and other meetings from any computer with Internet capability. • The Records Section conducts quarterly trainings for Records Liaisons on record retention, retrieval and disposal issues as it relates to the Florida Statutes; Florida Administrative Codes; City Code; City's Record Retention Policies; and GS1-L Schedules. With the training of more than one liaison in each department, the records retention functions will continue without interruptions and the accessibility of records and cost- effectiveness will be clear. • The Office of the City Clerk continues to combine its efforts with Muni -code to shift the Charter and the Zoning Department supplements to an electronic format. This project reduces the amount of paper supplements received and delivered. As a result, the cost of storage, supplements, and man -power hours engaged in this process will be reduced. City of Miami -Office of Strategic Planning, Budgeting and Performance 88 City of Miami One City, One Future Office of the City Clerk Objectives and Key Deliverables Provide Excellent Customer Service • Laser -Fiche, an electronic records management program, will be launched to internal customers for the purpose of research and retrieval of public information. A reallocation of manpower to other duties and responsibilities will result due to less time spent on an automated program will be implemented for lobbyist registration. This initiative will give all lobbyists the capability to instantly register and pay online. • Implementation of online candidate registration and reporting. This program will give prospective candidates the capability to register as candidates and submit their campaign reports online. City of Miami -Office of Strategic Planning, Budgeting and Performance 89 "-- City of Miami One City, One Future Civil Service Department Head: Tishria L. Mindingall Phone: (305) 416-2021 TMindingall@miamigov.com 2009-10 Expenditure Budget compared to 2008-09 Adopted Budget 2007-08 2008-09 2009-10 Actual Adopted Expenditure Increase Percent Expenditures Budget Budget (Decrease) Change Personnel Expenses $324,203 $333,639 $272,408 ($61,231) -18.3% Operating Expenses 12,711 38,706 36,514 (2,192) -5.6% Capital Outlay 0 0 0 0 0.0% Non -Operating Expenses 0 0 0 0 0.0% Total $336,914 $372,345 $308,922 ($63,423) -17.0% 2009-10 Full-time Equivalent Positions compared to 2008-09 Adopted Budget Classified Positions Unclassified Positions Managerial / Confidential Executives 2007-08 2008-09 2009-10 Final Adopted Proposed Increase Percent Budget Budget Budget (Decrease) Change 0.0 0.0 3.0 3.0 0.0 0.0 1.0 1.0 0.0 2.0 0.0 1.0 0.0 (1.0) 0.0 0.0 0.0% -0.3% 0.0% 0.0% Total 4.0 4.0 3.0 (1.0) -0.2% Department Description The City Charter provides for a Civil Service Board consisting of five members to adopt, amend and enforce a code of rules and regulations providing for appointment and employment in all positions in the classified service subject to approval of the City Commission. The Civil Service Board was created to provide a mechanism for City of Miami employees to appeal serious disciplinary actions, file complaint against hiring methods and seek redress concerning the violation of certain City ordinances. The Board is responsible for investigations concerning the enforcement and effect of Section 36 of the City of Miami Charter and Code of Laws and of the Rules adopted. The Board is also a means for residents to address complaints against City of Miami employees. City of Miami -Office of Strategic Planning, Budgeting and Performance 90 City of Miami One City, One Future Civil Service The Board is responsible for legislative, quasi-judicial and administrative functions that serve to protect and defend the merit system; and to ensure that established rules, regulations, policies, and procedures are utilized in the hiring, promoting and retaining of capable people into the City's workforce. The Board endeavors to improve the efficiency, effectiveness and quality of City government. There is no other board, either public or private which would better serve the functions of the City of Miami Civil Service Board. Strategic Accomplishments Achieved Operational Savings • The 2007-2008 Budgetary Expenditure report shows a savings of $2,433 from the Annual Budget. Improved Business and Service Delivery Processes • Updated department's webpage to include posting of Board Rules & Regulations, meeting agendas and minutes, Request for Hearing forms, Annual Reports and other information. Provided a Quality Work Environment • Conducted investigation and grievance hearings concerning the application and promotional processes, and appeal hearings consisting of dismissals, suspensions and forfeitures of earned time, processing closure of 25 cases. Provided Employees With Key Information • Conducted workshops, new employee orientation and "Fast Track" training sessions for employee's citywide. • Provided quarterly newsletters to employees which included information about the Board or the Rules and their application on the job. Other Accomplishments During the 23 meetings held in 2008, the Civil Service Board conducted: two Grievance hearings; concerning police promotions and the application process; and 13 Appeal hearings consisting of three dismissals, eight suspensions and two forfeitures. A sampling of the other personnel matters considered by the Board is as follows: • Evaluated 13 requests for extension of probationary periods from departments citywide • Approved six requests for military leaves of absence • Approved one request for re-employment • Approved one request for return to former classification The Board entertained ten requests for an appearance relating to: • Rule 16.1 Investigations - 4 • Rule 16.2 Grievance Hearings - 2 • Motions filed by City/Employee - 1 City of Miami -Office of Strategic Planning, Budgeting and Performance 91 City of Miami One City, One Future Civil Service • Motions filed by Resident - 1 Additionally, the Board's Office Staff: • Prepared 80 subpoenas for service to witnesses to appear at Board appeal and grievance hearings • Assisted in 22 New Employee/Supervisor Orientation sessions, conducted two training workshops • Conducted 97 Research and Investigative Reports • Documented the 80 continuances grated by the Board on behalf of the City/Employee, and rescheduled the hearings • Processed closure of 25 cases City of Miami -Office of Strategic Planning, Budgeting and Performance 92 cil\• of \Ii mi One City, One Future Office of the Auditor General Department Head: Victor I. Igwe Phone: (305) 416-2044 Vlgwe@miamigov.com 2009-10 Expenditure Budget compared to 2008-09 Adopted Budget 2007-08 2008-09 2009-10 Actual Adopted Expenditure Increase Percent Expenditures Budget Budget (Decrease) Change Personnel Expenses $800,468 $880,953 $699,865 ($181,088) -20.6% Operating Expenses 28,850 61,618 8,643 (52,975) -86.0% Capital Outlay 0 0 0 0 0% Non -Operating Expenses 0 0 0 0 0% Total $829,317 $942,571 $708,508 ($234,063) -24.8% 2009-10 Full-time Equivalent Positions compared to 2008-09 Adopted Budget 2007-08 2008-09 2009-10 Final Adopted Proposed Increase Percent Budget Budget Budget (Decrease) Change Classified Positions 1.0 1.0 0.0 (1.0)-100.0% Unclassified Positions 7.0 7.0 7.0 0.0 0.0% Managerial / Confidential 1.0 1.0 0.0 (1.0)-100.0% Executives 2.0 2.0 1.0 (1.0) -50.0% Total 11.0 11.0 8.0 (3.0) -27.3% Department Description The Office of the Independent Auditor General (OIAG) provides the City Commission and the tax payers with objective reviews and audits of all City departments, programs, agencies, and financial transactions. These reviews and audits add value; enhance accountability, effectiveness, and efficiency to the overall operation of the City government. The OAIG was created pursuant to Section 48 of the City of Miami Charter and is responsible for performing independent oversight of audits and analytical functions as stipulated in Section 48 of the City Charter. The OAIG reports directly to the City of Miami Commission. City of Miami -Office of Strategic Planning, Budgeting and Performance 93 of Miami One City, One Future Office of the Auditor General The primary objective of most audits is to determine: 1. Whether financial transactions are fairly presented in accordance with generally accepted accounting principles. 2. Whether a system of internal control, which would promote and encourage the accomplishment of management objectives, has been established / implemented. 3. Compliance with City Code/Charter provisions, policies, procedures, State Statues, Federal Program and other guidelines. 4. Whether operations are executed in economic and efficient manner. 5. Whether assets are properly safeguarded. 6. Whether records are reliable. Strategic Accomplishments Achieved Cost Effective Municipal Services • OAIG identified in excess of $2,000,000 in additional revenues and/or cost savings in FY'09. Aligned Employee Goals with City Goals • The OIAG broadened revenue opportunities through audits. Broadened Revenue Opportunities • Broadened revenue opportunities through audits. Other Accomplishments • The financial, operational/performance, and compliance audits identified several internal control deficiencies, lack of compliance with certain programs, and contract/lease provisions/requirements. Our recommendations, if properly implemented, would add value; enhance accountability, effectiveness and efficiency to the overall operation of the City government. • The OIAG provided technical expertise on a wide range of issues to various City departments. • The OIAG provided litigation support role on behalf of the City, relative to revenues in dispute and/or collection of other types of fees owed to the City. City of Miami -Office of Strategic Planning, Budgeting and Performance 94 (Hi v [ i _ 11t1I711 One City, One Future Office of the Auditor General • The OIAG worked with the Audit Advisory Committee to ensure that it was fulfilling its responsibilities, as codified. • The OIAG provided assistance to external law enforcement agencies investigating certain financial transactions identified in audit reports issued by the OIAG. • The OIAG maintained a fraud hotline, which enhanced awareness regarding the prevention and detection of fraudulent City business financial transactions. Objectives and Key Deliverables Achieved Cost -Effective Municipal Services • A risk -based annual audit plan process will identify 16 moderate to high risk types of audit engagements relative to business and service delivery processes. Appropriate audit recommendations would be made. • The OIAG will continue to provide technical expertise to City departments and agencies upon request. • The audits of business and service delivery processes would be performed in a timely manner due to more audit experience. The average budgeted hours per project would decrease from 400 hours to 390 hours. • Appropriate audit efforts would be focused on high risk and control deficient revenue collection areas. The OIAG estimates that additional revenues and/or cost savings totaling approximately $980,000 would be identified in the coming year. • The OIAG plans to continue to provide litigation support role on behalf of the City relative to fees and taxes in dispute and assist in the collection of other monies owed to the City. • All auditors will be scheduled for a 40 credit hours of continuing professional education training including the specified number of credit hours in governmental accounting/auditing, ethics, and other requirements as mandated by the Governmental Auditing Standards, the State of Florida Board of Accountancy and other professional licensing agencies during FY'10. • The OIAG will follow-up and determine the status of all prior audit findings, related recommendations and management action plans as it pertains to the overall operation of the City and related cost -savings. • The OIAG will continue to operate its fraud hotline. Aforementioned hotline enhances awareness regarding the prevention and detection of fraudulent business transactions. City of Miami -Office of Strategic Planning, Budgeting and Performance 95 City of Miami One City, One Future Code Enforcement Department Head: Mariano Loret de Mola Phone: (305) 416-2039 MDeMola@miamigov.com 2009-10 Expenditure Budget compared to 2008-09 Adopted Budget Personnel Expenses Operating Expenses Capital Outlay Non -Operating Expenses 2007-08 2008-09 2009-10 Actual Adopted Expenditure Increase Percent Expenditures Budget Budget (Decrease) Change $o $o $3,019,018 0 0 230,182 0 0 0 0 0 0 $3,019,018 100.0% 230,182 100.0% 0 0.0% 0 0.0% Total $0 $0 $3,249,200 $3,249,200 100.0% 2009-10 Full-time Equivalent Positions compared to 2008-09 Adopted Budget 2007-08 2008-09 2009-10 Final Adopted Proposed Increase Percent Budget Budget Budget (Decrease) Change Classified Positions 0.0 0.0 38.00 38.00 100.0% Unclassified Positions 0.0 0.0 9.00 9.00 100.0% Managerial / Confidential 0.0 0.0 0.00 0.00 0.0% Executives 0.0 0.0 2.00 2.00 100.0% Total 0.0 0.0 49.0 49.0 100.0% Department Description City of Miami -Office of Strategic Planning, Budgeting and Performance 96 y . 1 Miami One City, One Future Office of Communication Interim Department Head: Mario Riquelme Phone: (305) 416-1440 MRiquelme@miamigov.com 2009-10 Expenditure Budget compared to 2008-09 Adopted Budget 2007-08 2008-09 2009-10 Actual Adopted Expenditure Increase Percent Expenditures Budget Budget (Decrease) Change Personnel Expenses $1,036,946 $1,055,744 $761,080 ($294,664) -27.9% Operating Expenses 126,623 205,467 95,679 (109,788) -53.4% Capital Outlay 38,108 25,000 0 0 0.0% Non -Operating Expenses 0 0 0 0 0.0% Total $1,201,677 $1,286,211 $856,759 ($429,452) -33.4% 2009-10 Full-time Equivalent Positions compared to 2008-09 Adopted Budget 2007-08 2008-09 2009-10 Final Adopted Proposed Increase Percent Budget Budget Budget (Decrease) Change Classified Positions 3.0 Unclassified Positions 5.0 Managerial / Confidential 3.0 Executives 1.0 3.0 5.0 3.0 1.0 2.0 5.0 3.0 0.0 -33.3% 0.0% 0.0% -100.0% Total 12.0 12.0 10.0 (2.0) -16.7% Department Description The Office of Communications is a service -oriented department with a number of responsibilities that are crucial to the success of the City of Miami including: providing citizens of Miami with important information that will assist them in times of emergency and with their everyday lives; providing the public with information about important strides made by City departments; photographing important city events, landmarks, people, etc for use on the web and in outreach efforts; acting as a liaison for reporters seeking information about the City; acting as the lead department for the City's website; creating original programming for City of Miami Television and airing public meetings on the channel; working collaboratively with other departments and the offices of the Mayor and City Commissioners to assist them with press conferences and presentations; and making sure that all of the City's City of Miami -Office of Strategic Planning, Budgeting and Performance 97 (.:it\• of \Iiami One City, One Future Office of Communication communications tools are upgraded to meet today's technical standards. All of these responsibilities fall under the department's overall goal to inform city residents. Strategic Accomplishments Achieved Operational Savings • Created operational savings for the city as a whole by eliminating the cost of video production for other departments to use for important presentations and public service announcements for city and commercial TV. • Achieved operational savings by recycling DVC-Pro saving storage space and additional cost. • Achieved operational savings by servicing and repairing our photo, television and other technical equipment in- house (by our department Chief Engineer) instead of using a service provider. Delivered Technology and e-Solutions • Created public service announcements for city departments for use on the City channel, on commercial television, web and for presentations. • Provided translation services in Spanish and Creole for the channel, web, and departments' small -to -medium scale projects. • Installed and assisted in the selection of television equipment for the Black Precinct Museum. • Broadcasted the city's public meetings with closed captioning for the hearing impaired. • Assisted on the date -to -date maintenance of online video, web streaming, and online commission meeting archive. • Expanded reach to the public with the use of TWITTER. Provide Excellent Customer Service • Maintained television programming schedule on the web up to date so that viewers will know when to tune in to watch the program or meeting of their choice. • Informed the public about city services and accomplishments through press releases, web, City TV and media calls. • Provided media with information, public records, and city photographs by their tight deadlines. • Took professional quality photographs for departments to use on their websites, other marketing materials, and for internal purposes (including headshots of all upper level staff and all police and fire recruits). • Maintained up-to-date messages on City Net for all city employees. City of Miami -Office of Strategic Planning, Budgeting and Performance 98 of Miami One City, One Future Office of Communication Provided Excellent Recreational, Educational and Cultural Programs • Created new episodes of "Rhythm of Miami" show on Channel 77 focused on arts, entertainment, and culture in Miami. • Created new episodes of "Miami Bite" showcasing local restaurants throughout the city. • Created new episodes of "Think Green" focusing on how residents can do their part to protect the environment. • Aired additional educational programming for children during the "Kids Corner" time slots on the channel. • Created new episodes of the "Heart of our Parks" series with information on parks program. • Utilized City home page and press releases to assist Parks in informing the public about upcoming cultural events and programs. Other Accomplishments • Maintained and organized programming schedule for the channel that includes several original programs including: Heart of our Parks, Building Better Neighborhoods, Miami Highlights, Rhythm of Miami, Miami Bite, Bonjour Miami, Think Green and Kid's Corner time slots. • Completed and aired informative programs in three languages (English, Spanish, and Creole) about city departments (Getting to Know Your City) on the following: NET, CIP, Historic Preservation and Solid Waste. • Created a mini -documentary about the City's accomplishments for 2008 for the Mayor's State of the City Address. • Filmed, produced and edited 9 new editions of the talk show "Inside Miami". The shows focused on the following education topics: Community Development, Bike Action Plan, Foreclosures & Mortgage Fraud, Holiday Charities, New Budget with City Manager, CIAB Board, Miami school board Superintendent, Unemployment, and assistance for small businesses. • Produced a new edition of the "Miami Bite" show dedicated to informing residents about unique local restaurants right here in our city. This edition explored "Soul Food". • Produced public service announcements for the city channel and the City's web site about important topics to city residents including: Foreclosure Prevention Program, Abandoned Properties, FEMA Flood Zone/Hurricane Preparedness Annual Mailer, Moving Wall, GIS Day 2008, Orange Bowl Festival and Game Day, Hawk Beacon Traffic Light, Adopt a Pet, Miami Parking Authority Pay by Phone System, Grapeland Water Parks Outdoor Movie Nights and Bike Miami Days. • Produced the video presentation for the Black Police Precinct grand opening ceremony. • Filmed and produced 2 new"Bonjour Miami" episodes dealing with health and safety issues. City of Miami -Office of Strategic Planning, Budgeting and Performance 99 (Hi [)1 Miami One City, One Future Office of Communication • Coordinated press and public outreach regarding the ACCESS Miami program (Earned Income Credit, Benefit Bank, Small business workshops, Job Fairs). Department work included media buys, radio interviews, press release development, distribution, and placement of Miamigov.com, CityNet and Twitter. • Sent out advanced press releases regarding Solid Waste garbage/trash pick-up scheduled on holidays (announcements simultaneously placed on Miamigov.com and CityNet). • Coordinated media outreach for important events led by other departments including: Arbor Day Tree Planting, Gateway to Green, GIS Day, Elevate Miami - Computer Distribution, Community Assistance to Immigrants and Technology Day, Miami Cares Day 2008, Turkey Giveaway, Mayor's Bike Miami Days, Mayor's Faith Based Initiatives/Economic Initiatives, Grand Opening of Minority Business Center, Fourth Annual Technology Summit and Career Fair, Project Search, Third Annual "How to Art" Fair, Miami Art Basel, Wynwood Arts Festival, Groundbreaking and ribbon cutting ceremonies, Announcements of Awards granted, Digital Television Transition Outreach, Coordinated with the Parks and Recreation department promotions of City events - Jazz on the Bay, PJs in the Park, Shakespeare in the Park, Movie Night at Grapeland Water Park, Grand Opening of Jose Marti Gym, Halloween and Easter events. • Assisted Community Relations Board (CRB), Commission on the Status of Women (COSW), Community Redevelopment Agency and Overtown Community Redevelopment Board with promotion of events and meetings such as: Board position openings, elections, Folk Life Fridays, CRB's MLK Day of Service, COSW Annual Awards Breakfast. • Assisted with media outreach for the Code Enforcement Department to announce new mandate for abandoned homes. • Supported Miami Office of Sustainable Initiatives' outreach efforts including: Root for Our City Campaign, Arbor Day 2009, Gateway to Green, community tree planting events and many more. • Assisted with media outreach for the Department of Employee Relations' recruitment efforts for Fire Fighters and Police. • Coordinated media outreach for several Capital Improvement Projects including: Groundbreaking Ceremony of Melreese Clubhouse, Dorothy Quintana Community Center, Buena Vista Heights II, Grand Opening of Black Police Precinct and Courthouse Museum, Ribbon Cutting Ceremony of LaFayette Plaza, and Allapattah Community Housing. • Supported press outreach efforts of the Department of Community Development including: HOPWA waiting list, Ribbon cuttings and ground breakings of important affordable housing projects (Barcelona, LaFayette Plaza, Buena Vista Heights II, Homeownership Fair, Foreclosure Prevention Program. City of Miami -Office of Strategic Planning, Budgeting and Performance 100 of \Ii roll One City, One Future Office of Communication • Recorded and updated messages on the AM radio system. Recorded messages have addressed: 311, Code Enforcement, Parks and Recreations, Community Development, Public Facilities, Elevate Miami, Building Inspections. • Coordinated press outreach efforts for several events and programs of the Mayor's Office including: Environmental initiatives, Bike Miami Days, Haitian Relief Efforts, Elevate Miami, Earth Hour, Faith Based Initiatives, World AIDS Day, the Moving Wall to honor fallen Veterans (displayed at Bayfront Park) and many others. • Coordinated outreach efforts for the office of Commissioner Michelle Spence -Jones: Kicked Off Hope for Haiti Campaign, State of the District Address, Haitian Awareness Month/Inauguration of Little Haiti Cultural Complex, Black Police Precinct and Courthouse Museum, Liberty City Community Garden and Grand Opening of Jackson Soul Food. • Coordinated outreach efforts for the office of Commissioner Joe Sanchez: Ribbon cutting of state -of the -art Jose Marti Gymnasium, Street Co -Designation of Mons. Agustin Roman, Animal Care, Rescue & Adoption Awareness Day, Grito de Yara Celebration, South Miami Avenue Revitalization Project, Unveiling of new Gateway Signs to the Roads, Thanksgiving Turkey Giveaway. • Coordinated outreach efforts for the office of Commissioner Marc Sarnoff: Groundbreaking and ribbon cutting ceremonies of the Paul S. Walker Pocket Park, promotion of movie screenings of "I.O.U.S.A. One Nation, Under Stress, In Debt," The Cove and holiday toy giveaway. • Continued to update the City of Miami website home page, CityNet home page„ and CityNet Photo of the Day on weekly and sometimes daily basis. • Provided updates for websites of: Office of Protocol, NET, Office of Communications web pages, Parks and Recreation. • Dissemination to media of groundbreaking and ribbon cutting events for the Department of Capital Improvements, Park Department. • Assistance, coordination with other departments and response to over 300 media requests for information and/or public records. • Spanish translation of advisories and press releases for departmental events, Office of the Mayor and City Commissioners. • Coordination of Hispanic radio blitz for Mayor Diaz to promote different projects: Claim Stimulus Package for Senior Citizens, Earned Income Tax Credit for Low Income Families, Bike Miami Days. • Assistance with Spanish translation of notices, flyers and brochures to City residents for Solid Waste Department. • Translation and dissemination to Spanish media for Community Development Department: Barcelona Condominium, Villas Godoy, Allapattah Community Housing, and Foreclosure Prevention Program. City of Miami -Office of Strategic Planning, Budgeting and Performance 101 { _I v of Miami One City, One Future Office of Communication • Translations and dissemination to Spanish media for Economic Development Initiatives: Access Miami -Job Far and Technology Conference, LISTA. • Took photographs for more than 200 efforts including media events, press conferences, updates to the City Website, Police and Fire recruitment efforts, annual reports for Police and Finance. • Maintained archive for the City's digital photos. • Established a web site for the public to purchase photos of current city events as well as beauty shots. • Provided photographs of positive events to the media for use in their publications, many of which were printed in major outlets such as the Miami Herald Neighbors, El Nuevo Herald, Diario Las Americas, Miami Monthly, Biscayne Boulevard Times and Calle Ocho News. • Assisted in the showing of Commissioner Sarnoff's Film Night at City Hall. • Assisted with the selection and installation of the television equipment for the Black Police Precinct grand opening ceremony. • Set up multiple camera operations to film the "Inside Miami" talk show on location at no additional cost to the city. Objectives and Key Deliverables Achieve Cost -Effective Municipal Services • Continue to transition fully to tapeless system for Channel 77. • Continue to use Chief Engineer's expertise to solve technical problems without having to rely on outside companies. Deliver Technology and e-Solutions • Improve web site content to better assist residents. • Ensure that Channel 77 web streaming and commission meeting archive is easy to find works well (along with ITD). • Use new web -based social media tools, such as TWITTER to reach residents. • Implement technology that will make the Channel 77 operations more seamless and efficient. Provide Excellent Customer Service City of Miami -Office of Strategic Planning, Budgeting and Performance 102 City of Miami One City, One Future Office of Communication • Provide departments with photos, writing, video production and media relations services to help them with their outreach efforts. • Be responsive to reporters who request information and public records on deadline. • Maintain the city and city net web home pages, Communications page and the channel's programming schedule on the web up to date. Provide Excellent Recreational, Educational and Cultural Programs • Provide programming for the channel that focuses on arts and culture. • Assist Parks and Recreation Department in advising the community about cultural events taking place in the City of Miami. • Provide education programming to residents on Channel 77. City of Miami -Office of Strategic Planning, Budgeting and Performance 103 { _111' of \Il ini One City, One Future Employee Relations Department Head: Hector Mirabile, Ph.D. Phone: (305) 416-2110 HMirabile@miamigov.com 2009-10 Expenditure Budget compared to 2008-09 Adopted Budget 2007-08 2008-09 2009-10 Actual Adopted Expenditure Increase Percent Expenditures Budget Budget (Decrease) Change Personnel Expenses $4,269,242 $4,583,716 $3,440,815 ($1,142,901) -24.9% Operating Expenses 720,427 509,348 223,445 (285,903) -56.1% Capital Outlay 24,136 0 0 0 0% Non -Operating Expenses 0 0 1,800 1,800 100% Total $5,013,805 $5,093,064 $3,666,060 ($1,427,004) -28.0% 2009-10 Full-time Equivalent Positions compared to 2008-09 Adopted Budget Classified Positions Unclassified Positions Managerial / Confidential Executives 2007-08 2008-09 2009-10 Final Adopted Proposed Increase Percent Budget Budget Budget (Decrease) Change 19.0 18.0 20.0 18.0 13.0 13.0 5.0 5.0 15.0 15.0 13.0 4.0 (3.0) (3.0) 0 (1.0) - 16.6% - 16.6% 0% - 20.0% Total 57.0 54.0 47.0 (7.0) -12.9% Department Description The Department of Employee Relations plans, organizes, leads, and administers the City's comprehensive human resources program for civil service, unclassified and temporary employees. The departments' responsibilities include Employment, Records maintenance, Testing and Validation, Classification and Pay, Training and Organization Development, Employee Assistance Programs, Payroll Support Services and Labor Relations. The department manages all personnel activities based on policies and procedures developed in accordance with City Commission mandates, labor agreements, Civil Service Rules and Regulations, federal and state and local legislation. City of Miami -Office of Strategic Planning, Budgeting and Performance 104 { _iiv of Miami One City, One Future Employee Relations The Office of Labor Relations has the responsibility of negotiating and administrating union collective bargaining agreements, City policies/procedures, applicable laws and issues related to management -employee relations city- wide; investigating alleged violations of Administrative Policies and non -criminal laws as they relate to the workforce that are not EEO related. The City's Employee Assistance Program is administered by a Board certified psychologist. The Program provides confidential services to employees in support of their efforts through maintaining wellness and improves productivity. Training and Organization Development provides city-wide training, internal communication, and other developmental programs city-wide including change management, conducting studies, and providing recommendations in transforming departments. Payroll/Support Services administers all aspects of the payroll function including the coordination and implementation of new time and attendance systems. Strategic Accomplishments Improved Business and Service Delivery Processes • Training and Organization Development designed and implemented a city-wide training infrastructure to meet the training of approximately 4,000 city employees. • Employment Section generated and evaluated performance metrics on recruitment activity and employment issues in order to provide day-to-day supervision and technical leadership to the recruitment staff for project management. The Employment Section conducted audit reports of personnel files on a quarterly basis to ensure records are updated accurately and in a timely manner. Processed over 5,800 applications, representing a 52% increase in application intake, as well as performed pre-screening and intake of 2,374 applications for Firefighter in three weeks. Additionally, processed applicants for testing within a 6 week time frame while maintaining regular service levels. • Testing and Validation reviewed the steps for the administration Police Officer Basic Recruit Physical Ability Test to determine reliability of administration and compliance with applicable standards, as well as a report on the locations for said examination. Testing and Validation conducted a job analysis and prepared a report for the crime scene investigator II classification which included the identification of respondents; the design of the job analysis questionnaire; administration of the job analysis and the entry and analysis of the data to produce a job analysis report. Additionally, revamped the firefighter video review sessions, scheduled and mailed notice letters to nearly 2,400 applicants for said sessions; and conducted training for over 1,400 interested applicants on the written examination and physical ability test. • Maintain testing cycle time of 28 days for competitive, non -sworn processes based upon the initially established benchmark of 60 days. City of Miami -Office of Strategic Planning, Budgeting and Performance 105 { _iiv of Miami One City, One Future Employee Relations Instilled Customer Focused, High Performance Culture • Conduct the following workshops to City employees: Communicating for Success, Diversity Awareness, Outreach to People Experiencing Homelessness, Cultural Awareness, Time Management, Progressive Discipline, Managing Conflict, Understanding Differences; and customized a variety of existing programs for different groups of participants. • Acquired a reproducible training content library with over seventy titles which can be used to develop customized training programs to meet the specific learning needs of City departments and employees. • Revised all mandatory training programs to include the application of adult learning principles and participant resource guides for learners which were developed utilizing 50% less paper usage. Provide a Quality Work Environment • Provide wellness educational programs and services to enhance employee effectiveness, interpersonal relations, motivation, morale, and physical and emotional well-being. Provided 45 wellness seminars and 60 individual consultations for 400 employees. • Enhance the strategic role of the EAP and Wellness Program by providing EAP services and consultations for employees and management focused on performance management and organizational effectiveness needs. Provided over 600 employee and EAP consultations and interventions. Provided Employees with Key Information • Coordinated the following events logistically - Bring Your Child to Work Day, the Employee Service Awards, internal communication for the United Way campaign, and the American Cancer Society Relay for Life campaign. • Reviewed and improved AG process; trained Payroll Liaisons on Web Navigation and Pay Codes (80% complete). Provided Excellent Customer Service • Conducted mandatory customer service workshops to City employees. Over 250 training hours were provide to over 1,000 employees. Additionally, the mandatory Excellence in Management Fast Track program provided training to over 50 mid -level managers and supervisors as a follow-up to the approximately 600 trained managers/supervisors since program inception in 2007. • Increased partnerships developed with College Placement Offices through networking and marketing efforts; support services provided to prospective applicants and employees regarding the City application process. City of Miami -Office of Strategic Planning, Budgeting and Performance 106 it\• of Miami One City, One Future Employee Relations Other Accomplishments • Provided information and staff to assist the City's Enterprise Resource Planning (ERP) office as needed for the implementation of Oracle Phase II within the City. This included participate in acceptance testing, developing a data mart to be used for queries and reporting - particularly on employee histories and employment -related information, and system testing and debugging. • Served key roles as business process owners in the implementation of the City's new online applicant tracking system, as well as supporting the transition from a mainframe HRIS system to Phase IIA of the Oracle/NEOGOV program. • Processed more than 4,000 employment applications which represent three years of original and working copies of eligibility registers with corresponding termination letters. Converted the historical job announcement files from manual to laserfische records in support of the City's Green Strategic Initiatives, which facilitate easier access to documents and better use of office space. • EAP served as a mechanism to engage employees in an active behavior and lifestyle change process. As a result, participants focus on mind -body approaches to improve and maintain good health as well a prevention of chronic illness. Participating employees report success with nutrition, weight loss, exercise, stress management, improved sleep patterns, reduced chronic illness and symptoms associated with depression, anxiety, diabetes, high blood pressure, and cholesterol. Participating employees also report that these services are not readily available through their health care providers. These employees also report reduced illness and absenteeism. To date, for Fiscal Year 2008-2009, approximately 25% of internal EAP services are focused on wellness related to direct services provided and reductions in absenteeism have saved the City an average of $270,000. The longer -term return on said program is through improved health of the workforce, quality of life enhancements and medical expense reductions. Savings estimates for wellness prevention programs focused on lifestyle, fitness and nutrition, and the management of chronic illness is over $374,000 annually. • EAP provided telephonically accessible wellness programs for all City employees to access at most convenient times. This program assists with varying work schedule needs and work -life balance needs by enabling family participation. Up to 14 telephonic programs are provided annually and are typically accessed by approximately 20% our of wellness participants. The savings and cost containments for these wellness educational services if $3,500. The longer -term return on this program is through improved health of family members, quality of life enhancements and medical expense reductions. Savings estimates for wellness prevention programs focused on lifestyle, fitness and nutrition, and the management of chronic illness is over $1,000,000 for annual prescription costs. • Revised and up -dated the City Administrative Policy Manuals (APMs). • Develop and implemented a Progressive Discipline training program for all City managers. • Conducted 11 progressive discipline training sessions. City of Miami -Office of Strategic Planning, Budgeting and Performance 107 {it\•of\Ii.anii One City, One Future Employee Relations • Investigated 25 reported APMs violations; including that of workplace violence; and conducted 23 training sessions to City employees. • Plan and coordinated the 2009 Employee Service Awards Program. • Developed and implemented the recruitment marketing brochures for the position of latent print examiner. • Processed 200 tuition reimbursement applications for City employees seeking to advance their educational and job -related skills. • Conducted employee orientation for 200 non -executive employees, ensuring that new employees are aware of what to expect as new member of the City of Miami workforce. • Worked with the United States Department of Justice (DOJ) to progress with criterion -related validation study for police officer and police lieutenant including the submittal of semi-annual reports on the progress toward benchmarks established by DOJ; as well as meeting the DOJ requirements for position covered by a federal order. • Conducted and completed the Outstanding Employee of the Year process. • In conjunction with the Parks and Recreation Department, implemented and supported the City's Project Search Program; which places special learning needs persons into internship like programs as part of a grant program for job training and placement. • Revised and re -launched the Fast Track — Excellence in Management Program which included approximately 50% paper reduction in the process of producing the participant guides. • Developed a consistent and electronic Level 1 Learning Evaluation for mandatory and customized training programs, which provides employees the opportunity to provide feedback and analysis of the training programs attended for continual program development and service provision within the City. Objectives and Key Deliverables Achieve Operational Savings • Prepare for the 2010 labor contract negotiations. • The Classification and Pay Section revised approximately 1,029 job descriptions within the City workforce in order to ensure correct performance of duties and compensation and pay for these positions. This accomplishment saved the City approximately $200 per job description, totaling a saving cost of $200,000. • Training and Organizational Development Section held mandatory training workshops for City employees. Providing these workshops in-house saved the City over $175,000, a saving of 95%. Additionally, the Training and Organization Development staff conducted an in-house city-wide training needs assessment identifying the critical training needs of employees which is utilized for the development of a new training curriculum and the City of Miami -Office of Strategic Planning, Budgeting and Performance 108 i�\• D _Viatrii One City, One Future Employee Relations validation of the existing training programs of the City. Conducting this process in-house, a savings of approximately $100,000 was achieved. • The Employee Assistance (EAP) and Wellness Section enhanced the strategic role of the EAP and Wellness Program by providing EAP services and consultations for employees and management focused on performance management and organizational effectiveness needs. Provided over 600 employee and EAP consultations and interventions; saving the City approximately $150,000 in ineffective healthcare utilization, and lost services and productivity. • EAP responded to approximately 70 crisis or special need situations where management consultations and onsite services were required to manager employee stability/fitness for duty, assess threats of violence, contain conflict, enhance personal or team performance. Approximately 130 management consultations and performance coaching sessions were provided to City employees; saving the City over $32,000 in external consulting fees. Develop Strategic Skills • Implemented on average five new customized trainings to the City's operating departments (target: 1 per quarter). • Developed and implemented a Progressive Discipline Training Program to all City managers. Improve Business and Service Delivery Processes • Reduce cycle -time of personnel action forms an additional 30% on the initially established benchmark of 14 days, representing 72% improvement since fiscal year 2007. • Reduced non-competitive recruitment cycle time as additional 15% based upon the initially established benchmark of 18 days, representing 52% improvement since fiscal year 2007. • Established new validated competitive examination processes for the typist clerk and clerk series, litigation assistant and crime scene investigator II position. • Administered the police and fire -rescue sworn promotional processes as well as conducted all necessary seniority calculations of test takers in accordance with the Civil Service rules to establish the respective promotional registers. Instill Customer Focused, High Performance Culture • Administered the city-wide survey which assesses on an annual and ongoing basis the instillation of a customer focused high-performance culture within the City. • Administered the city-wide survey which assesses on an annual and ongoing basis that tracks the organization culture as expressed by employees within the City. City of Miami -Office of Strategic Planning, Budgeting and Performance 109 { :it\• of Miami One City, One Future Employee Relations Provide a Quality Work Environment • Promoted paper reduction activities and protocols in accordance with the Federal Paper Reduction Act, and the City's Green Initiatives program, which moved many of the internal processes into a paperless process including employee leave requests; training registrations; special event registrations; document review protocols on SharePoint; official city bulletins and other communications. • Provide wellness educational programs and services to over 200 City employees to enhance employee effectiveness, interpersonal relations, motivation, morale, and physical and emotional well-being. • Monitor complete hiring process for firefighters. Provide Employees with Key Information • Added resources to its internal website to provide City employees with key information City employees on City Administrative Policies and Resources that may assist employee knowledge of rights and protections afforded to them. • Updated the City's Payroll internal CityNet page to meet the needs of its customers, as well as provide key information for work flow and business process including the availability of forms for download, oracle user procedures, and a FAQ section to support the internal customer, departmental payroll liaison, and city employees. • Developed and launched updated web resources to highlight the varied aspects of police work, thus supporting mass hiring efforts for police officer. Added a veterans' preference page with information regarding the eligibility and documentation process for veteran's preference in the City's employment process; for the purposes of providing strategic information in the recruitment area and information disseminating process by the Department of Employee Relations. • Redesigned the Employee Relations' website on the CityNET to provide an array of wellness readings, tools and resources for employees to access on demand as service and information requires change. • Provide guidance to managers and employees on EEO issues. • Provide ongoing training programs and employee orientation briefing on EEO issues. City of Miami -Office of Strategic Planning, Budgeting and Performance 110 City of Miami One City, One Future Information Technology Department Head: Peter W. Korinis Phone: (305) 416-1550 PKorinis@miamigov.com 2009-10 Expenditure Budget compared to 2008-09 Adopted Budget 2007-08 2008-09 2009-10 Actual Adopted Expenditure Increase Percent Expenditures Budget Budget (Decrease) Change Personnel Expenses $6,747,315 $8,150,104 $5,805,383 ($2,344,721) -28.8% Operating Expenses 6,137,291 6,095,646 5,343,361 (752,285) -12.3% Capital Outlay 45,628 0 0 0 0.0% Non -Operating Expenses 0 0 0 0 0.0% Total $12,930,234 $14,245,750 $11,148,744 ($3,097,006) -21.7% 2009-10 Full-time Equivalent Positions compared to 2008-09 Adopted Budget Classified Positions Unclassified Positions Managerial / Confidential Executives 2007-08 2008-09 2009-10 Final Adopted Proposed Increase Percent Budget Budget Budget (Decrease) Change 67.0 67.0 1.0 1.0 21.0 21.0 5.0 5.0 62.0 1.0 15.0 5.0 (5.0) 0.0 (6.0) 0.0 -7.5% 0.0% -28.6% 0.0% Total Department Description 94.0 94.0 83.0 (11.0) -11.7% The Information Technology Department's Mission: To deliver high -quality, citizen -centric business solutions through cost-efficient communications and information technologies. The Information Technology Department provides, operates, and maintains the computer, network, telecommunication, and telephone systems supporting City Departments. The Department's products and services include computer system acquisition, development, and lifecycle maintenance as well as a secure, reliable, and flexible infrastructure capable of delivering information needed to operate City business and serve the needs of City citizens and businesses. City of Miami -Office of Strategic Planning, Budgeting and Performance 111 '-'-'"")t City of i 1anni One City, One Future Information Technology The Information Technology Department, working in conjunction with staff from all departments is responsible for computer hardware and software, email and e-government, telecommunications including mobile voice and data networks, Internet access, telephone systems and business systems for financial, purchasing, personnel, land management, public safety, etc. City of Miami -Office of Strategic Planning, Budgeting and Performance 112 City of Miami One City, One Future Office of the City Attorney Department Head: Julie O. Bru Phone: (305) 416-1810 JOBru@miamigov.com 2009-10 Expenditure Budget compared to 2008-09 Adopted Budget 2007-08 2008-09 2009-10 Actual Adopted Expenditure Increase Percent Expenditures Budget Budget (Decrease) Change Personnel Expenses $5,626,064 $6,207,104 $4,733,367 ($1,473,737) -23.7% Operating Expenses 444,674 375,500 212,245 (163,255) -43.5% Capital Outlay (602) 0 0 0 0.0% Non -Operating Expenses 0 0 0 0 0.0% Total $6,070,136 $6,582,604 $4,945,612 ($1,636,992) -24.9% 2009-10 Full-time Equivalent Positions compared to 2008-09 Adopted Budget 2007-08 2008-09 2009-10 Final Adopted Proposed Increase Percent Budget Budget Budget (Decrease) Change Classified Positions 6.0 6.0 5.0 (1.0) -16.7% Unclassified Positions 5.0 5.0 5.0 0.0 0.0% Managerial / Confidential 21.0 21.0 13.0 (8.0) -38.1% Executives 27.0 27.0 23.0 (4.0) -14.8% Total 59.0 59.0 46.0 (13.0) -22.0% Department Description The City Attorney is the chief legal officer of the City. The City Attorney is the legal advisor to the City Commission, Mayor, City Manager, City Department Directors, and all boards and committees established by the City Charter or Code. The department provides legal services for the City and its agents in their capacity in all matters of litigation. The office of the City Attorney provides specialized legal counsel, including but not limited, to the areas of civil rights and tort litigation, government contracting and procurement, land use, labor and employment, public records, sunshine law and ethics. City of Miami -Office of Strategic Planning, Budgeting and Performance 113 City of Miami One City, One Future Office of the City Attorney Other Accomplishments • Pursuant to the Miami -Dade County Charter and City Commission directive, the City Attorney is required to make a public status report on all major matters pending or concluded. Periodic reports include the Monthly Litigation Report. The next annual report to the City Commission will be issued on April 30, 2010. City of Miami -Office of Strategic Planning, Budgeting and Performance 114 (Ht\• 0i \Ii.ami One City, One Future OSPBP Department Head: Michael Boudreaux Phone: (305) 416-1585 MBoudreaux@miamigov.com 2009-10 Expenditure Budget compared to 2008-09 Adopted Budget 2007-08 2008-09 2009-10 Actual Adopted Expenditure Increase Percent Expenditures Budget Budget (Decrease) Change Personnel Expenses $1,387,236 $1,455,046 $1,436,874 (18,172) -1.2% Operating Expenses 46,454 134,400 18,300 (116,100) -86.4% Capital Outlay 3,021 0 0 0 0.0% Non -Operating Expenses 0 0 0 0 0.0% Total $1,436,711 $1,589,446 $1,455,174 ($134,272) -8.4% 2009-10 Full-time Equivalent Positions compared to 2008-09 Adopted Budget 2007-08 2008-09 2009-10 Final Adopted Proposed Increase Percent Budget Budget Budget (Decrease) Change Classified Positions 1.0 1.0 1.0 0.0 0.0% Unclassified Positions 3.0 5.0 7.0 2.0 40.0% Managerial / Confidential 13.0 8.0 6.0 (2.0) -25.0% Executives 1.0 1.0 2.0 1.0 100.0% Total 18.0 15.0 16.0 1.0 6.7% Department Description The Office of Strategic Planning, Budgeting and Performance (OSPBP) is responsible for the preparation and presentation of the City of Miami fiscal year general operating, special revenue, and debt service fund budgets, along with providing year-round assistance to City departments and other agencies on related funding and budgeting issues. OSPBP also assists in implementing, monitoring, and reporting on the City's strategic priorities, which guide the development of the fiscal year and multi -year business and capital plans. Overall, OSPBP is committed to providing professional financial and strategic support to all areas it serves. City of Miami -Office of Strategic Planning, Budgeting and Performance 115 { lit of \Ii ini One City, One Future Purchasing Department Head: Glenn Marcos Phone: (305) 416-1910 GMarcos@miamigov.com 2009-10 Expenditure Budget compared to 2008-09 Adopted Budget 2007-08 2008-09 2009-10 Actual Adopted Expenditure Increase Percent Expenditures Budget Budget (Decrease) Change Personnel Expenses $1,304,708 $1,429,900 $1,101,022 ($328,878) -23.0% Operating Expenses 112,443 97,995 29,834 (68,161) -69.6% Capital Outlay 0 0 0 0 0.0% Non -Operating Expenses 0 0 0 0 0.0% Total $1,417,151 $1,527,895 $1,130,856 ($397,039) 26.0% 2009-10 Full-time Equivalent Positions compared to 2008-09 Adopted Budget 2007-08 2008-09 2009-10 Final Adopted Proposed Increase Percent Budget Budget Budget (Decrease) Change Classified Positions 13.0 11.0 10.0 (1.0) -9.1% Unclassified Positions 4.0 4.0 4.0 0.0 0.0% Managerial / Confidential 0.0 0.0 0.0 0.0 0.0% Executives 2.0 2.0 1.0 (1.0) -50.0% Total 19.0 17.0 15.0 (2.0) -11.8% Department Description The Purchasing Department purchases or supervises the purchase of all materials, supplies, equipment, goods, and services needed by City departments. All purchases are conducted in an open and fair competitive manner as established by the informal and formal method of source selection per the City of Miami Procurement Code. The Method of Source Selection consists of issuing Invitation for Quotations for purchases between $2,501 and $25,000; and, Invitation for Bids, Request for Proposals, Request for Qualifications, and Request for Letters of Interest for purchases exceeding $25,000. Purchasing sells (through on -site public auctions and on-line (e- commerce) public auctions), transfers, and disposes of surplus personal property; establishes and maintains programs for specification development, contract administration, and vendor performance; and manages the City of Miami -Office of Strategic Planning, Budgeting and Performance 116 City of Miami One City, One Future Purchasing Citywide P-Card Program for all purchases below $2,500. All functions are performed to federal, state, and local laws. City of Miami -Office of Strategic Planning, Budgeting and Performance 117 City of Miami One City, One Future Office of Hearing Boards Department Head: Phone: 2009-10 Expenditure Budget compared to 2008-09 Adopted Budget 2007-08 2008-09 2009-10 Actual Adopted Expenditure Increase Percent Expenditures Budget Budget (Decrease) Change Personnel Expenses $615,773 Operating Expenses 349,102 Capital Outlay 0 Non -Operating Expenses 0 $627,239 $496,231 ($131,008) -20.9% 474,311 333,018 (141,293) -29.8% 0 0 0 0.0% 0 0 0 0.0% Total $964,875 $1,101,550 $829,249 ($272,301) -24.7% 2009-10 Full-time Equivalent Positions compared to 2008-09 Adopted Budget 2007-08 2008-09 2009-10 Final Adopted Proposed Increase Percent Budget Budget Budget (Decrease) Change Classified Positions 6.0 6.0 6.0 Unclassified Positions 2.0 2.0 2.0 Managerial / Confidential 0.0 0.0 0.0 Executives 1.0 1.0 0.0 0.0 0.0 0.0 (1.0) 0.0% 0.0% 0.0% -100.0% Total 9.0 9.0 8.0 (1.0) -11.1% Department Description The Department of Hearing Boards processes applications, petitions, advertisings, signs of posting, notifications to property owners and neighborhood associations, and schedules public hearings and meetings to be held by the Planning and Zoning portion of the City Commission, the Zoning Board, the Planning Advisory Board, the Code Enforcement Board, the Ticketing Appellate Board, the Nuisance Abatement Board and the Waterfront Advisory Board. The Director is the custodian of all records, cases and documents pertaining to orders and resolutions issued by the various boards. The Director is also responsible for scheduling all meetings at the City Commission Chambers and Staff Room. This department also processes and schedules all violation cases and issues subpoenas for the Code Enforcement Board and Ticketing Appellate Board. In addition, the department processes the City of Miami -Office of Strategic Planning, Budgeting and Performance 118 City of Miami One City, One Future Office of Hearing Boards recording of liens and issues releases of liens related to code enforcement, ticketing, lot clearing, and certain Zoning Board resolutions. Strategic Accomplishments Developed Strategic Skills • The Department of Hearing Boards staff attended mandatory training with the assistance of the Employee Relations Department • The Department of Hearing Boards held an informational workshop for Zoning Board members and staff, with the assistance of the Office of the City Attorney. Improved Business and Service Delivery Processes • The Department of Hearing Boards timely implemented newly required Land Use policy 1.5.4 related to the issuance of notices for certain permits. • The Department of Hearing Boards implemented the In -Process Projects Log in order to accurately maintain current Planning and Zoning applications. Other Accomplishments • The Department of Hearing Boards hired an additional Special Master to serve on code enforcement related matters, with the assistance of the Office of the City Attorney. • The Department of Hearing Boards transferred Code Enforcement and Planning and Zoning files to storage in order to make better use of office space due to the increasing number of code enforcement cases. • The Department of Hearing Boards processed approximately 35 additional monthly code enforcement cases to be heard by the appointed special masters. • The Department of Hearing Boards filled the Customer Service Specialist position and there is functioning in accordance with the existing organizational chart. Objectives and Key Deliverables Develop Strategic Skills • To train staff on upcoming Oracle Time and Labor Payroll/Personnel system and process throughout 2010. City of Miami -Office of Strategic Planning, Budgeting and Performance 119 .) City of Miami One City, One Future Office of Hearing Boards Facilitate Service Access for Customers • To transfer the Nuisance Abatement and Waterfront Advisory Boards to the Legistar program by the end of 2010 in order for customers to have online access. Improve Business and Service Delivery Processes • To conduct an informational workshop for the members and staff of the Planning Advisory and Waterfront Advisory Boards. Provide Employees With Key Information • To continue to work with the Department of Strategic Planning, Budgeting and Performance regarding the fees study throughout 2010. • To work with the Department of Information Technology regarding the Mainframe Re -Plat forming project updates throughout 2010. City of Miami -Office of Strategic Planning, Budgeting and Performance 120 City of Miami One City, One Future Finance Department Head: Diana M. Gomez Phone: (305) 416-1324 DGomez@miamigov.com 2009-10 Expenditure Budget compared to 2008-09 Adopted Budget 2007-08 2008-09 2009-10 Actual Adopted Expenditure Increase Percent Expenditures Budget Budget (Decrease) Change Personnel Expenses $3,951,727 $5,313,110 $3,290,611 ($2,022,499) -38.1% Operating Expenses 1,766,435 1,405,827 1,311,356 (94,471) -6.7% Capital Outlay 6,012 0 0 0 0.0% Non -Operating Expenses 0 200 0 (200)-100.0% Total $5,724,174 $6,719,137 $4,601,967 ($2,117,170) -31.5% 2009-10 Full-time Equivalent Positions compared to 2008-09 Adopted Budget Classified Positions Unclassified Positions Managerial / Confidential Executives 2007-08 2008-09 2009-10 Final Adopted Proposed Increase Percent Budget Budget Budget (Decrease) Change 51.0 65.0 2.0 2.0 4.0 4.0 4.0 4.0 41.0 2.0 3.0 4.0 (24.0) 0.0 (1.0) 0.0 - 36.9% 0.0% - 25.0% 0.0% Total 61.0 75.0 50.0 (25.0) -33.3% Department Description The Finance Department is responsible for providing accurate and timely information regarding the City's financial activities. The Department manages and invests public funds in accordance with the City Charter and with policies set by the City Commission. Functions include issuing municipal bonds, collecting revenues from licenses and other fees, and providing general accounting services. The Department is responsible for accounts payable, general ledger, grants monitoring, treasure management, computer training for the financial system and for the accounts receivable system, and preparation of routine accounting reports as well as the City's annual financial statement. City of Miami -Office of Strategic Planning, Budgeting and Performance 121 City of Miami One City, One Future Finance Strategic Accomplishments Aligned Employees Goals with City Goals • Enhanced productivity and effectiveness of staff by providing them the opportunity to attend professional conferences and seminars. These trainings improved existing skills and provided updates on various topics, such as Governmental Accounting Standards Board (GASB) rules, investing, and management. Delivered Technology and e-Solutions • Assisted with and participated in implement patches, enhancements and upgrades to the Enterprise Resource Planning Financial System. Enhanced Existing Revenue • Successfully negotiated Western Union to cover the costs of Business Tax Receipts for all businesses within the City limits that use the money transfer machines. This is a significant savings ($86,420) to the individual business owners who provide this service. Additionally, this transaction will generate approximately $34,600 of new Certificate of Use revenues. • Reduced the amount of returned mail by ensuring customer information is accurate in the financial system. Improved Business and Service Delivery Processes • Automated internal systems to provide greater efficiencies including improving electronic approvals. • Implemented system of electronic invoicing which reduced the amount of data entry necessary thereby reducing errors as well as reducing the amount of paper invoices needed. • Increased the amount of Automated Deposits of Vendor payments which reduces the amount of paper checks needed to be printed thereby saving mailing costs. • Utilized the Enterprise Resource Planning System to create a system whereby large journal entries are imported electronically in order to reduce paper consumption, reduce manual errors and increase efficiencies. • Utilized the Enterprise Resource Planning System to create a system whereby Departments are able to initiate journal entries electronically in order to reduce the turnaround time needed for posting entries to the City's books. Provide Excellent Customer Service • The Finance Department issued its Fiscal Year 2008 Comprehensive Annual Financial Report per the prescribed timeline. • Received the Government Finance Officers Association's Certificate of Excellence in Finance Reporting for the Fiscal Year 2007 Comprehensive Annual Financial Report. • Received the Government Finance Officers Association's Certificate of Excellence in Finance Reporting for the Fiscal Year 2007 Popular Annual Financial Report. City of Miami -Office of Strategic Planning, Budgeting and Performance 122 City of Miami One City, One Future Finance • Ensured that all telephone calls from departments, customers and citizens were returned and followed -up on within acceptable timeframes. • Reduced the turnaround time involved with performing lien searches thereby meeting performance standards and providing quality service. • Projects and grants were created within standard time of 24 hours, given all documentation was provided. • Provided City Departments with timely monitoring reports on supplier payment status to enhance customer service and prompt payment. • Publish the Monthly Financial Reports electronically and make them available on-line thereby enhancing accessibility to financial information and reducing paper consumption. City of Miami -Office of Strategic Planning, Budgeting and Performance 123 (Hi i v of Miami One City, One Future Building Department Head: Hector Lima Phone: (305) 416-1102 HLima@miamigov.com 2009-10 Expenditure Budget compared to 2008-09 Adopted Budget 2007-08 2008-09 2009-10 Actual Adopted Expenditure Increase Percent Expenditures Budget Budget (Decrease) Change Personnel Expenses $6,536,037 $7,255,934 $5,146,712 ($2,109,222) -29.1% Operating Expenses 841,571 791,351 727,793 (63,558) -8.0% Capital Outlay 12,000 0 0 0 0.0% Non -Operating Expenses 0 0 0 0 0.0% Total $7,389,608 $8,047,285 $5,874,505 ($2,172,780) -27.0% 2009-10 Full-time Equivalent Positions compared to 2008-09 Adopted Budget Classified Positions Unclassified Positions Managerial / Confidential Executives 2007-08 2008-09 2009-10 Final Adopted Proposed Increase Percent Budget Budget Budget (Decrease) Change 78.0 75.0 4.0 4.0 2.0 2.0 4.0 4.0 57.0 3.0 2.0 2.0 - 24.0% - 25.0% 0.0% - 50.0% Total 88.0 85.0 64.0 (21.0) -24.7% Department Description The Building Department protects the health, safety and welfare of the public as well as enhances the general quality of life through providing records, interpreting and enforcing the Florida Building Code and all other applicable regulations governing construction and land use. The Building Department assures first responders such as Police and Fire that structures are constructed in compliance with life safety codes. This is of crucial importance since first responders may, many times, have to respond to emergencies in structures that may have been compromised due to an unforeseen occurrence. City of Miami -Office of Strategic Planning, Budgeting and Performance 124 (. : i t \• of Miami One City, One Future Building The Department accomplishes the above through the following divisions: Administration, Inspection Services and Code Administration/Records. Strategic Accomplishments Achieved Cost -Effective Municipal Services • The Building Department has achieved a critical mass of over 3.0 million digitized records, through our in- house initiative. The crucial historic and legal documents were previously available in film/hard copy across various record storage locations on our floor, as well as many times having to request retrieval of archived records to fulfill request. Significant staff time has been invested in thoroughly researching and compiling results both for our internal and external customers. Through this initiative, City agencies such as Zoning and Code Enforcement, who currently wait for up to 15 days for records enabling them to proceed with permit review and issue, inspections or enforcement, will now have these records conveniently available (searchable by address) either in the field or office on their PC's/laptops. This greatly reduces staff inputs, as well as wait time for staff and customers; thereby, holistically creating efficiencies not only for our own Department, but across City Departments and processes. While reducing staff inputs, we will very shortly have the possibility of generating additional revenues by making these records available online to the public and selling subscriptions (attorneys, title companies, brokers, expediters) for frequent users. Digitizing also creates efficiencies in our ever-increasing storage costs. Moreover, reducing the voluminous number of filing cabinets enables better use of our physical plant and provides a more quality work environment for our staff. Finally, digitizing leads to more sustainable business practices by reducing the need for printing of records, since viewer will now have the option of viewing or printing the document, as needed. Facilitated Service Access for Customers • Building will design and implement a Kiosk to facilitate information and services for customers such as inspection requests and results as well as permit applications and plans review. • Currently, retrieval time for active, hard copy records is between 1-3 business days. Digitizing said records allows us to greatly reduce the retrieval time, coming closer and closer to the eventual real time goal. • To provide records in a more expeditious manner by digitizing and cataloguing archived/hard copy records thereby greatly reducing staff inputs and retrieval time (currently 10 business days). Improved Business and Service Delivery Processes • Building will provide Citistat 100% of all departmental processes to enable the implementing of the Land Management System. • Each Department has core services made up of core business functions. Core business functions are our business processes. Improving these enhances our overall performance and efficiency, providing added value to our customers. The department will revise and update the Standard Operating Procedures manual. City of Miami -Office of Strategic Planning, Budgeting and Performance 125 City of Miami One City, One Future Building Provide Excellent Customer Service • Through the use of contractual to supplement demand exceeding the capabilities of our FTE's, Building was able to meet its code -imposed mandate of plans reviews within 15 days (Building trades) for nearly 100% of the plans submitted for review. • Through the use of contractual services to supplement demand greater than the capabilities of our FTE staff, Building was able to meet the self-imposed standard of inspections performed within 24 hours of request for over 90% of inspections requested. Contract labor was also greatest potential for inspection job -related injuries exists. City of Miami -Office of Strategic Planning, Budgeting and Performance 126 City of Miami One City, One Future Planning Department Department Head: Ana Gelabert-Sanchez Phone: (305) 416-1470 AGelabertsanchez@miamigov.com 2009-10 Expenditure Budget compared to 2008-09 Adopted Budget 2007-08 2008-09 2009-10 Actual Adopted Expenditure Increase Percent Expenditures Budget Budget (Decrease) Change Personnel Expenses $2,029,080 $2,314,002 $1,627,394 ($686,608) -29.6% Operating Expenses 527,994 506,392 187,364 (319,028) -63.0% Capital Outlay 3,625 0 0 0 0.0% Non -Operating Expenses 0 0 0 0 0.0% Total $2,560,699 $2,820,394 $1,814,758 ($1,005,636) -35.7% 2009-10 Full-time Equivalent Positions compared to 2008-09 Adopted Budget Classified Positions Unclassified Positions Managerial / Confidential Executives 2007-08 2008-09 2009-10 Final Adopted Proposed Increase Percent Budget Budget Budget (Decrease) Change 21.0 21.0 4.0 4.0 0.0 0.0 2.0 2.0 15.0 3.0 0.0 2.0 (6.0) (1.0) 0.0 0.0 - 28.5% - 25.0% 0.0% 0.0% Total 27.0 27.0 20.0 (7.0) -25.9% Department Description The Planning Department provides guidance for the future development of the City of Miami by preparing neighborhood plans; administering and preparing amendments to the Zoning Ordinance and the Miami Comprehensive Neighborhood Plan; promoting the identification, evaluation, rehabilitation, adaptive use, and restoration of the City's historic, architectural, and archeological heritage; preparing recommendations and providing support to the Zoning Board, Planning Advisory Board, Historic and Environmental Preservation Board; and other boards and committees. The department also collects and analyzes demographic, physical, social, and economic data for the City of Miami. City of Miami -Office of Strategic Planning, Budgeting and Performance 127 City of Miami One City, One Future Planning Department Strategic Accomplishments Restored, Maintained and Beautified Urban and Residential Infrastructures • The Miami 21 Project encompasses several key Planning efforts that serve to secure Miami's position as world - class city. This initiative principally focuses on the re -write of the City's current Zoning Ordinance - from a patchwork reactionary legislation that has over time become difficult to interpret and manage - to a new form - based Code rooted on the principles of smart growth and New Urbanism. This is a fundamental shift that emphasizes form rather than use and density. Not only will the new Code provide clarity and predictability, which facilitates the permitting process and encourages sustainable economic and urban development, but it also addresses complex challenges such as affordable and workforce housing, parks and open spaces and the preservation of our historic neighborhoods by establishing a funding mechanism through which private development can make a financial contribution to alleviate these challenges. While keeping within the principals of smart growth, the new Code allows for development of heights and levels of intensity exceeding those permitted "by right" through the payment of bonus fees which will generate considerable funding that can be directed to or utilized as leverage to positively affect these challenges. During FY 2008-2009, the Miami 21 Code and respective Atlas for the entire City were completed through almost 20 public meetings with stakeholders. The adoption will mark a significant milestone for the Planning Department in its goal to create a predictable and stable environment for investment as well as the improvement of quality -of -life, which will benefit current and future generations of Miamians. This major effort covers many Citywide strategic objectives including the improvement of the business and service delivery processes, restoring, maintaining and beautifying the urban and residential infrastructures, the facilitation of service access for customers, and the enhancement of existing revenue. • Another significant accomplishment is the Planning Department's Master Planning efforts for Virginia Key. The master planning effort is a continuation of the Department's goals of restoring, maintaining and beautifying our urban and residential infrastructure. A final public meeting is currently being scheduled for May 2009 and subsequently will be considered by the City Commission by summer 2009. Other Accomplishments • In calendar year 2008, the Planning Department reviewed and presented to the Planning Advisory Board 8 Major Use Special Permits (MUSP) applications. The Department also processed 357 Class II Permits that address smaller scale development projects to ensure the appropriateness of the development within the City's neighborhoods. Projects reviewed by the Planning Department will provide a total of 2,699 new residential units, 585 hotel rooms and 5,673 parking spaces. An additional 654,929 square feet of office space and 91,328 square feet of retail space were processed. • After successfully completing the Evaluation and Appraisal Report (EAR) process in 2005 as mandated by the Florida Department of Community Affairs (DCA), the Planning Department began the adoption process of the EAR -based amendments to the Miami Comprehensive Neighborhood Plan pursuant to Sections 163.3184, 163.3187 and 163.3189 of the Florida Statues. The amendments were adopted May 13, 2008 on first reading City of Miami -Office of Strategic Planning, Budgeting and Performance 128 City of Miami One City, One Future Planning Department and were transmitted to DCA for their review. Several directives for additional studies were mandated by the City Commission during the Public Hearings process, which included proposed new elements as suggested by constituents and neighborhood associations. Proposals for these directives were presented and approved on second reading on November 13, 2008. • The Museum Park Miami project is the planned redevelopment of Bicentennial Park, turning the currently underutilized space into 30 acres of cultural and recreational activity. The new park design, approved by the Miami City Commission on March 13, 2008, includes the two museums, a restaurant, a pavilion, several public gardens, shaded promenades and a stunning view of Biscayne Bay. The Planning Department continues to play a key role in the implementation process of this vision, providing guidance to other departments to ensure compliance with the approved master plan components as well as provide design review of the future museums. • The Coconut Grove Waterfront Master Plan was approved by the City Commission on July 24, 2008. The Planning Department, along with its consultant Sasaki Associates, took the lead role in designing the plan. The Planning Department continues to play a key role to provide implementation guidance to other departments to ensure compliance with the approved master plan components. The first phase of improvements is currently being implemented, with plans for the demolition of the convention center underway. • In March 2009, the Historic and Environmental Preservation Board designated the largest historic district in Miami's history, with over 500 residences. The Planning Department completed the research, compilation of materials, boundary justifications and the text of the historic district designation for the Palm Grove Neighborhood Historic District with the assistance of an outside consultant. The neighborhood, in the Upper East Side, is just west of the previously designated commercial district called the "MiMo/ Biscayne Boulevard Historic District," and is a residential area of primarily single-family residences. The homes in the Palm Grove Neighborhood are of a modest scale and typify the popular styles of the decades between 1920s and the 1950s. • In its continued efforts to support arts and culture, four entertainment districts were created and/or expanded. The intent of the entertainment districts is to allow more businesses to take part of the cultural/arts renaissance of certain areas of the City such as Lemon City, Wynwood, and Little Havana. This positively impacts the districts as it allows for additional opportunities for special events in the area to continue to grow, support local businesses, and increase the area's awareness to both locals and visitors. Objectives and Key Deliverables Improve Business and Service Delivery Processes • The Department continues Master Planning efforts under the Miami 21 umbrella, which encompasses four major Master Plans and the re -write of the City's Zoning Ordinance and a new atlas for the City. The re -write of the Zoning Ordinance is expected to be considered in its entirety by Miami City Commission in the Spring/Summer 2009. Miami 21 zoning revisions facilitates permitting processes and provides predictability City of Miami -Office of Strategic Planning, Budgeting and Performance 129 City of Miami One City, One Future Planning Department and clarity to the Zoning Ordinance and will bring about positive improvements to business and service delivery processes. • Continue to improve the Real Estate Development Database (REDDB) application, which has tremendously automates the service delivery of real estate development information for planning, development, and economic purposes. Provide Employees With Key Information • Improve delivery of services for walk-in and phone customers by educating and training staff to provide accurate information, providing guidance and direction to staff, supplying employees with resources, and stressing the importance of excellent customer service on a daily basis at every point of contact. Provide Excellent Customer Service • The Department currently provides the general public with certain services, such as Plan Reviews for special permits (Class II), aerial images and maps, etc. It is the Department's goal to increase the number of services available to the public to include the automation of application for permits, provide additional online access to frequently requested images, maps and information, and provide continuous update on status of on -going master plans. • As part of the planning process, the Department has and will continue to host public involvement workshops and meetings to educate the public on the development of the neighborhood plans and designations, answer questions, and address stakeholder concerns to planning issues. The goal is to have at least eight meetings during the year, averaging two per quarter, to engage the residents and stakeholders in the public involvement process and provide information regarding future plans and amendments. Restore, Maintain and Beautify Urban and Residential Infrastructures • Continue the work on the on -going master plans, neighborhood enhancements, and improvements to create public places that emphasize human scale, environmental sustainability, green lifestyles, parks and open spaces that enhance the water and natural elements, taking into consideration the integral factors that will make Miami a unique and vibrant place to live, work, and play. • Continue to manage and coordinate projects that are required to meet the responsibilities mandated by the Florida's growth management laws such as with transportation and park and open spaces in a timely manner. • Support the preservation of historic, cultural, and environmental resources of the City through historic designations and fulfilling its historic preservation responsibilities as a recipient and administrator of federal funds. • Ensure that the work proposed through the master plans are appropriately implemented as funds become available, and provide guidance to other departments for future project implementation. City of Miami -Office of Strategic Planning, Budgeting and Performance 130 its01 Iit�li One City, One Future Office of Zoning Department Head: Lourdes Slazyk Phone: (305) 416-1491 LYSlazyk@miamigov.com 2009-10 Expenditure Budget compared to 2008-09 Adopted Budget 2007-08 2008-09 2009-10 Actual Adopted Expenditure Increase Percent Expenditures Budget Budget (Decrease) Change Personnel Expenses $804,689 $970,182 $554,212 ($415,970) -42.9% Operating Expenses 32,827 32,600 10,600 (22,000) -67.5% Capital Outlay 400 0 0 0 0.0% Non -Operating Expenses 0 0 0 0 0.0% Total $837,916 $1,002,782 $564,812 ($437,970) -43.7% 2009-10 Full-time Equivalent Positions compared to 2008-09 Adopted Budget Classified Positions Unclassified Positions Managerial / Confidential Executives 2007-08 2008-09 2009-10 Final Adopted Proposed Increase Percent Budget Budget Budget (Decrease) Change 10.0 8.0 2.0 2.0 0.0 0.0 1.0 1.0 7.0 2.0 0.0 1.0 (1.0) 0.0 0.0 0.0 -12.5% 0.0% 0.0% 0.0% Total 13.0 11.0 10.0 (1.0) -9.1% Department Description The Department of Zoning is responsible for interpreting and administering the Zoning Ordinance and other City, County, State and Federal regulations pertaining to the construction of buildings in the review of building plans. The department also issues Certificates of Use, Class I Special Permits, approve Alcohol and Tobacco applications, and issue zoning approvals for Assisted Living Facilities. Strategic Accomplishments Provided Excellent Customer Service City of Miami -Office of Strategic Planning, Budgeting and Performance 131 (.:it\• of Miami One City, One Future Office of Zoning • Walk-in Plans - The amount of time to review plans allowed between the four hour period. Upon implementation of Miami 21, the standard waiting time may be impacted. In 2008, approximately 5,735 plans were reviewed or approved. In 2009, approximately 2,869 plans have been reviewed or approved up to the month of June. • Drop-off Plans - Percentage of plans reviewed on a monthly basis within an average of 30 days. Upon implementation of Miami 21, the standard time in reviewing plans will impact the department. In 2008, approximately 806 plans were reviewed or approved. In 2009, approximately 305 plans have been reviewed or approved up to the month of June. • Certificate of Use - Ability to approve Certificate of Use applications within a 24 hour period. In 2008, approximately 2,378 Certificated of Use were issued. In 2009, approximately 1,217 Certificates of Use were issued up to the month of June. • Public Hearings - The ability of the zoning plans processors to review and prepare zoning write-ups for plans requiring public hearings within the first seven days of each month. The implementation of Miami 21 may impact the standard time. In 2008, approximately 106 referrals were reviewed. In 2009, approximately 67 referrals were reviewed up to the month of June. • Administrative Special Permits - The ability of zoning plans processors to review and prepare administrative Special Permit referrals in a timely manner (not to exceed turnaround time of ten working days). In 2008, approximately 208 referrals were reviewed. In 2009, approximately 161 referrals were reviewed up to the month of June. • 311 Service Request - The office received customer calls that generate "service request" in several different categories of operations. Our ability is to respond to those requests and close them within the two day standard time. • Class I Special Permits - Ability to approve Class I Special Permit applications within a 24 hour period. In 2008, approximately 271 permits were approved. In 2009, approximately 80 permits were approved up to the month of June. • Alcohol & Tobacco Applications - Ability to approve the State of Florida Alcoholic Beverage and Tobacco application within a 48 hour period. In 2008, approximately 197 applications were approved. In 2009, approximately 194 applications have been approved up to the month of June. • Assisted Living Facility Applications - Ability to issue an approval zoning letter within a 48 hour period. In 2008, approximately 54 zoning approvals were issued. In 2009, approximately 36 approval letters were issued up to the month of June. Other Accomplishments • New Administrative Special Permit Referral & Notice - To provide the applicants, neighborhood associations, and District Commissioners with the most adequate information pertaining to the nature of the application. City of Miami -Office of Strategic Planning, Budgeting and Performance 132 City of Miami One City, One Future Office of Zoning • Miami Dade Department of Environmental Resource Management (D.E.R.M.) - To provide the citizen with the most adequate information on prior uses on Certificates of Use, before they may obtain a Certificate of Use application. Our department has issued approximately 154 prior use letters to finalize the issuance of a Certificate of Use up to the month of June. Objectives and Key Deliverables Provide Employees With Key Information • Scan Documentation - Scan all Certificated of Use applications filed in the department from 1960 thru 2009. • Mural Ordinance - Implemented and administered a New Mural Ordinance which allowed for an orderly execution of Mural permits resulting in a visual improvement within the downtown area and additional dollar for qualified city initiatives. • Interim Parking Ordinance - Reactivated the interim parking ordinance through coordination with the Police Department, Code Enforcement and the Neighborhood Enhancement Team (NET) in order to improve and bring these parking areas into compliance while improving safety and appearance. Provide Excellent Customer Service • 311 -The department has been able to maintain 100% of the request closed within the two day standard time. • Drop off Plans - The department has been able to maintain the drop off period of ten working days, 90% of the plans have been reviewed within the standard time. City of Miami -Office of Strategic Planning, Budgeting and Performance 133 cit\• of \Iiami One City, One Future Solid Waste Department Head: Mario Soldevilla Phone: (305) 960-2804 MSoldevilla@miamigov.com 2009-10 Expenditure Budget compared to 2008-09 Adopted Budget 2007-08 2008-09 2009-10 Actual Adopted Expenditure Increase Percent Expenditures Budget Budget (Decrease) Change Personnel Expenses $11,422,326 $12,820,040 $9,756,225 ($3,063,815) -23.9% Operating Expenses 9,052,342 11,161,230 9,812,476 (1,348,754) -12.1% Capital Outlay 25,969 0 0 0 0.0% Non -Operating Expenses 0 0 115,750 115,750 100.0% Total $20,500,637 $23,981,270 $19,684,451 ($4,296,819) -17.9% 2009-10 Full-time Equivalent Positions compared to 2008-09 Adopted Budget 2007-08 2008-09 2009-10 Final Adopted Proposed Increase Percent Budget Budget Budget (Decrease) Change Classified Positions 232.0 232.0 204.0 (28.0) -12.1% Unclassified Positions 3.0 3.0 3.0 0.0 0.0% Managerial / Confidential 4.0 4.0 3.0 (1.0) -25.0% Executives 3.0 3.0 2.0 (1.0) -33.3% Total Department Description 242.0 242.0 212.0 (30.0) -12.4% The Solid Waste Department consists of three divisions. These divisions are responsible for providing cost effective and efficient residential pick-up (from three units or less) of garbage, trash, bulky waste and recyclables to over 69,000 residences in Miami. This Department is also responsible for cleaning the City's right-of-ways by mechanically sweeping major commercial corridors, servicing over 700 litter containers on sidewalks, removing dead animals, and handling clean-up operations of special events. The Department administers the Commercial Solid Waste Franchise Agreements between the City and private hauling companies. This agreement governs the operation of commercial solid waste collection services in the City. City of Miami -Office of Strategic Planning, Budgeting and Performance 134 of Miami One City, One Future Solid Waste Strategic Accomplishments Enhance Existing Revenue • Seizures of illegal containers have generated approximately $2,500 in revenue from non -permitted haulers operating within the City limits. • Audited commercial solid waste haulers to ensure all applicable fees are properly computed and remitted to the City in compliance with the provisions of the Commercial Solid Waste Franchise Agreement. Collecting additional fees through identifying miscoded accounts. Provided Employees With Key Information • Continue the managerial and supervisory training program to facilitate staff members to enhance their professional proficiency in their respective areas of expertise and/or profession. • Conducted ongoing reviews through the Accident Review Committee to enforce policy and encourage safe driving and/or training. Restored, Maintained and Beautified Urban and Residential Infrastructures • As a result of the Mayor's cleanup initiative, the Department has removed additional trash and debris; expanding the street sweeping program and will acquire mechanical sweepers to clean major public right-of- ways, arterial roadways, and corridors. • Continue to enhance the City's image as one of the cleanest populated municipalities in America by coordinating an effective and efficient approach to sanitation code enforcement, utilizing education for compliance; becoming more visible at community, homeowners, and grass root meetings for educational and voluntary compliance initiatives. Organize quarterly education events in order to facilitate voluntary compliance. Objectives and Key Deliverables Achieve Operational Savings • Freezing vacant positions; filling vacant positions, if needed, with entry level pay ranges; and meeting the requirements under existing Union Agreement. • Continue to replace aged trucking equipment, workers' idle time were minimized as a result, reduction in paying overtime premiums was realized. • Modification of operating procedures by redirecting our garbage trucks to the Resource Recovery Facility for disposal of garbage collected within the City boundaries and redirecting approximately two thousand tons of City of Miami -Office of Strategic Planning, Budgeting and Performance 135 City of Miami One City, One Future Solid Waste vegetative material to Virginia Key Composting Facility and therefore reduce payments of disposal fees to Miami -Dade County by 10%. • Replacing aged operating vehicles and equipment with more efficient, energy savings, and state-of-the-art equipment. Facilitate Service Access for Customers • Maximize the usage of the newly acquired grinder to dispose vegetative materials. The by-product generated from this operation was made available for City residents, beautifying City parks and planting projects, and beautification enhancement of blighted vacant lots and common areas Citywide. • Continued facility enhancement to provide an office location to be accessible for all members of the general public with disabilities and to comply with all requirements under the Americans with Disabilities Act. Improve Business and Service Delivery Processes • Ongoing fleet replacement of operating vehicles and equipment to enhance operating efficiency and customer satisfaction. City of Miami -Office of Strategic Planning, Budgeting and Performance 136 City of Miami One City, One Future General Services Administration Department Head: Kelly Barket, Jr. Phone: (305) 329-4854 KBarket@miamigov.com 2009-10 Expenditure Budget compared to 2008-09 Adopted Budget Personnel Expenses Operating Expenses Capital Outlay Non -Operating Expenses 2007-08 2008-09 2009-10 Actual Adopted Expenditure Increase Percent Expenditures Budget Budget (Decrease) Change $9,995,520 9,453,558 78,858 0 $10,943,605 $8,654,574 ($2,289,031) -20.9% 8,468,946 4,894,845 (3,574,101) -42.2% 0 0 0 0.0% 0 0 0 0.0% Total $19,527,936 $19,412,551 $13,549,419 ($5,863,132) -30.2% 2009-10 Full-time Equivalent Positions compared to 2008-09 Adopted Budget 2007-08 2008-09 2009-10 Final Adopted Proposed Increase Percent Budget Budget Budget (Decrease) Change Classified Positions 165.0 161.0 131.0 Unclassified Positions 2.0 2.0 2.0 Managerial / Confidential 4.0 4.0 4.0 Executives 3.0 3.0 2.0 (30.0) 0.0 0.0 (1.0) - 18.6% 0.0% 0.0% - 33.3% Total 174.0 170.0 139.0 (31.0) -18.2% Department Description The General Services Administration (GSA) Department consists of six divisions that provide internal service support in the areas of administration, heavy and light fleet management, property maintenance, radio communications, graphic reproductions, and Miami Riverside Center facility management. Protocol functions, citywide mail delivery, and utility management are also provided. GSA will continue to pursue service delivery excellence by improving efficiency and response time to other city departments, enabling them to better serve the citizens of Miami. City of Miami -Office of Strategic Planning, Budgeting and Performance 137 cit\• of \Iiami One City, One Future General Services Administration Strategic Accomplishments Achieved Operational Savings • Graphics Division implemented a new citywide, office copier contract. This included coordinating the installation of 127 new Sharpe copiers and removal of 126 Toshiba and Xerox copiers. Citywide savings over the previous contract of $114,000 is estimated over the period of FY09 through FY11 because of reduced overall equipment costs attributable to downtime performance requirements and citywide combined overage billing, i.e., not per machine overages. • Property Maintenance Division established regular meetings with the Parks and C.I.P. Departments to provide input on specifying equipment and systems for optimized net maintenance and utility cost savings, and minimizing negative environmental impacts of Park Projects. • Property Maintenance Division installed new high efficiency air conditioning systems, at several parks, City Hall, NET offices, and daycare facilities. This reduced the use and cost of electricity • Property Maintenance Division retrofitted the interior lighting system at the GSA Fleet Garage and Graphics Division Shop which reduced electrical consumption by over 150,000 kilowatt hours, increased light lumens, and improved the quality of light. Also, numerous park facilities have been retrofitted during our newly implemented "Group Re-lamping" program yielding similar results. • Property Maintenance Division installed new high efficiency toilets and automatic flush valves at City Hall, GSA, and NET offices resulting in lower water and sewer utilities costs, while saving over 40,000 gallons of water annually. • Miami Riverside Center Division reduced manpower and reorganized the mail routes in order to reduce costs. Facilitated Service Access for Customers • Miami Riverside Center Division improved signage for the property. Improved Business and Service Delivery Processes • Graphics Division exceeded its FY 09 deliverable of producing quality printing and binding by achieving an average productivity percentage of jobs within 95% of the estimated cost (Estimated divided by Actual Cost). The Division achieved 103.59% • Property Maintenance Division implemented a group re-lamping program which reduces the annual manpower required versus spot re-lamping, while maintaining sufficient and safe lighting. • Property Maintenance Division implemented the electrical preventative and deferred maintenance program. • Property Maintenance Division reduced warehouse stock to levels designated by management. This increased the amount of usable space within the warehouse and reduced the amount of spoilage for items that have a limited shelf life. City of Miami -Office of Strategic Planning, Budgeting and Performance 138 (Ai vo Maim One City, One Future General Services Administration • Property Maintenance Division organized dated files, established archive procedures for and sent them to off - site storage, which increased usable space within Property Maintenance Facility. Maximized Grant Opportunities and Management • The Director's Office and Miami Riverside Center Divisions, in conjunction with the Fire -Rescue Department's Emergency Management Division's Recovery Section, and the Purchasing Department, re -caulked the entire exterior of the MRC Building, thereby preventing future water penetration from wind driven rain, paid 100% by a FEMA Grant. GSA maximized our in-house management expertise and avoided using the resources of the CIP Department and outside consultants. • The Director's Office, in conjunction with the Fire -Rescue Department's Emergency Management Division's Recovery Section, the CIP Department, and the Purchasing Department, constructed a state of the art, automated, truck and vehicle wash facility. It was for by leveraging a $300,000 FEMA Grant with City Impact Fees. It utilizes a natural gas powered hot water heater, biodegradable detergents, recycles fluids, conserves water, and cleans the City's heavy equipment and light fleet vehicles. Provided a Quality Work Environment • Property Maintenance Division repaired, overlaid asphalt, and stripped the employee parking lot, motor vehicle and equipment yard, and the bulk storage areas; and, installed electricity and lighting for storage trailers at the Property Maintenance Facility. This increased storage area, and improved the organization and aesthetics of the facility. • Property Maintenance Division installed a security surveillance system including interior and exterior cameras, a hard drive recorder, and software at Property Maintenance Facility. This increases protection of employees, vendors, visitors, equipment, and inventory stock. • Miami Riverside Center Division completed structural repairs to the gym showers, ensuring the integrity of the enclosures and preventing water damage to the Building. Provided Employees with Key Information • Continued training our technicians in the most current technology at Motorola's Training Center in Schaumberg, Illinois. Provided Excellent Customer Service • Communications Division continued providing professional recording and sound system support to the City Clerk's Office, the Mayor and Commissioners, Community Redevelopment Agency, Office of Communications, the Department of Community Development, and at other special events. City of Miami -Office of Strategic Planning, Budgeting and Performance 139 { _ii • of Miami One City, One Future General Services Administration • Graphics Division exceeded its deliverable by achieving a 4.86 average rating on its customer survey evaluating their satisfaction with our printing, copying and binding services. Rating scale ranged from 1 to 5, with 1.00 to 1.99 = Poor, 2.00 to 2.99 = Needs Improvement, 3.00 to 3.49 = Good, 3.50 to 3.99 = Very Good and 4.00 to 5.00 = Excellent. Acceptable rating was 3.5 and above. • Graphics Division exceeded its deliverable by achieving a 4.60 average rating on its customer survey evaluating their satisfaction with our creative services. Rating scale ranged from 1 to 5, with 1.00 to 1.99 = Poor, 2.00 to 2.99 = Needs Improvement, 3.00 to 3.49 = Good, 3.5 to 3.99 = Very Good and 4.00 to 5.00 = Excellent. Acceptable rating was 3.5 and above. • Graphics Division completed the design and layout of the Police Department's 32 page, full color, 2008 Annual Report. • Property Maintenance Division established and published "Park Work Order Submittal Guidelines." This allows work requests from the Parks Department to be properly communicated and tracked through the City's computer maintenance management software program. • Miami Riverside Center Division completed implementing a new proximity card access system at the MRC. • Miami Riverside Center Division achieved a 95% productivity rate on work orders; meaning work was completed within 95% of the established standard time to finish a specific task. Provided Excellent Public Safety • Fleet Management Division's deliverable was to have 97% Police Pursuit Vehicle availability. 95.14% was achieved. • Communications Services Division completed its responsibilities of the City's execution of the Frequency Reconfiguration Agreement - Phase II, part of the nationwide radio frequency re -banding required by the federal government. • Communications Division completed installing three mobile data terminal voice channels for citywide radio communications backup system at the Fire College and the Wachovia Financial Center sites. • Communications Division completed the activation of the microwave back up communications system via T1 lines from all receiver sites to the main site at the downtown Police Station headquarters, and to the Fire College back up location. • Communications Division completed the relocation of the Orange Bowl radio communications microwave loop. • Communications Division completed the construction of a new, back up, 911 Dispatch Center at the Fire College, including installation of seven Motorola Gold Elite Dispatch Consoles. • Miami Riverside Center Division has enhanced security by enclosing the rear perimeter of the MRC property with a new fence. • Miami Riverside Center Division maintained all life safety equipment with a down time rate of less than one percent. City of Miami -Office of Strategic Planning, Budgeting and Performance 140 { Illy of :\iiallll One City, One Future General Services Administration • Miami Riverside Center Division upgraded the surveillance software enhancing security operations and safety. Restored, Maintained and Beautified Urban and Residential Infrastructure • Property Maintenance Division installed new, high efficiency, air conditioning systems that use environmentally friendly refrigerant, and several new, large capacity ice machines that also use environmentally friendly refrigerant at several parks, City Hall, NET offices, and daycare centers. This eliminated the possibility of ozone depleting substances escaping into the atmosphere from old machines. • Property Maintenance Division retrofitted the interior lighting system in the Fleet Garage and Graphics. This increased light lumens and quality of light, reduced annual electricity consumption by over 150,000 kilowatt hours, and reduced CO2 emissions by over 100 metric tons. Also, numerous Parks Department facilities have also been similarly retrofitted as a result of our newly implemented "Group Re-lamping" program. • Property Maintenance Division installed new, vandal -proof, filtered, water cooler fountains at numerous Parks Department facilities. This increases the availability of clean, cooled, potable water. Other Accomplishments • Fleet Management Division facilitated three vehicle and equipment auctions generating over $200,000 in un- budgeted revenue for the City. • Fleet Management Division facilitated the City's donation of totally refurbished, rear loading, garbage truck; and, one pick-up truck to Haiti, pursuant to the recent devastating hurricanes. Objectives and Key Deliverables Achieve Operational Savings • Property Maintenance Division will identify existing security lighting systems that are feasible for installation of energy management control systems. In conjunction with the Parks Department, a schedule of security lighting on/off times will be established. Where appropriate, controls will be installed that will allow the necessary schedules to be maintained and automated to adjust the times for length of daylight. This will allow for electricity cost savings and increase useable lamp life. • Miami Riverside Center Division will reduce electrical consumption at the MRC Building and Garage by 10%. Improve Business and Service Delivery Processes • Graphics Division will produce quality printing and binding by achieving an average productivity percentage of jobs within 96% of the estimated cost. City of Miami -Office of Strategic Planning, Budgeting and Performance 141 (. : i t \• of Miami One City, One Future General Services Administration • Property Maintenance Division is to install hour meters on sports lighting systems were appropriate. This will allow actual lamp burning time to be recorded facilitating group re -tamping to be done at actual designated burn times. • Property Maintenance Division is to purchase a thermal imaging infrared camera and software system and use it to identify predictive maintenance needs for major electrical and mechanical systems, and their components, prior to failures. Employees will be trained to use it and to recognize diagnostic images. Provide Employees with Key Information • Property Maintenance Division is to train our painters to operate and maintain an electrostatic paint application machine. This will increase labor and paint efficiency on work orders for painting fences and other conductive materials. • Property Maintenance Division is to train two employees in the use and application of Crystal Reports reporting software. This will allow for expanded reporting ability on topics such as maintenance, attendance, purchasing, inventory, etc. • Communications Division will continue training our technicians in the most current technology at Motorola's Training Center in Schaumberg, Illinois. Provide Excellent Customer Service • Communications Services Division is to complete repairs on walkie-talkie radios within three hours of the work order request. • Communications Services Division is to continue providing professional recording and sound system support to the City Clerk's Office, the Mayor and Commissioners, Community Redevelopment Agency, Office of Communications, the Department of Community Development, and other departments upon request. • Graphics Division is to achieve at least a 3.5 rating on our customer survey evaluating their satisfaction with our printing, copying, and binding services. • Graphics Division is to achieve at least a 3.5 rating on our customer survey evaluating their satisfaction with our creative services. • Miami Riverside Center Division is to finish the modernization of the four office building elevators at the MRC. • Miami Riverside Center Division is to maintain at least 95% productivity on work order requests. City of Miami -Office of Strategic Planning, Budgeting and Performance 142 • cif 11iaini One City, One Future General Services Administration Provide Excellent Public Safety • Fleet Management Division is to attain 97% Police Pursuit Vehicle availability. • Miami Riverside Center Division is to maintain all life safety equipment with a down time rate of less than one percent. • Communications Services is to maintain 99.9% uptime for the City's 800 MHz radio communications system. • Communications Services is to begin the radio re -banding process pursuant to the Frequency Reconfiguration Agreement - Phase II, part of the nationwide radio frequency re -banding required by the federal government. • Install three mobile data terminal voice channels for citywide radio communications backup system at the Fire College and the Wachovia Financial Center sites by the end of the second quarter of FY'09. • Communications Services is to test and identify various sites where the 800 MHz Emergency Mobile Communications System can be utilized. • Communications Services is to expand and improve the 800 MHz Radio Communications System's receiving coverage by installing a receiver site in Hialeah. Restore, Maintain and Beautify Urban and Residential Structures • Property Maintenance Division will implement a green product research and replacement program. Current products being used will be reviewed, products for replacement will be identified, and alternate green products will be identified and purchased for stock, or otherwise applicable. City of Miami -Office of Strategic Planning, Budgeting and Performance 143 { _111' of \Il roll One City, One Future Public Works Department Head: Stephanie N. Grindell, P.E. Phone: (305) 416-1200 SGrindell@miamigov.com 2009-10 Expenditure Budget compared to 2008-09 Adopted Budget 2007-08 2008-09 2009-10 Actual Adopted Expenditure Increase Percent Expenditures Budget Budget (Decrease) Change Personnel Expenses $5,999,867 $7,078,205 $5,936,080 ($1,142,125) -16.1% Operating Expenses 8,807,843 10,381,115 10,824,759 443,644 4.3% Capital Outlay 21,272 0 0 0 0% Non -Operating Expenses 1,210 902,508 48,784 (853,724) -94.6% Total $14,830,193 $18,361,828 $16,809,623 ($1,552,205) -8.5% 2009-10 Full-time Equivalent Positions compared to 2008-09 Adopted Budget 2007-08 2008-09 2009-10 Final Adopted Proposed Increase Percent Budget Budget Budget (Decrease) Change Classified Positions 102.0 102.0 91.0 (11.0) -10.8% Unclassified Positions 3.0 3.0 1.0 (2.0) -66.7% Managerial / Confidential 1.0 1.0 0.0 (1.0)-100.0% Executives 3.0 3.0 3.0 0.0 0.0% Total 109.0 109.0 95.0 (14.0) 12.8% Department Description The Department of Public Works is responsible for permitting and controlling construction work involving public improvements and maintaining streets, sidewalks, curbs, bridges and canals within the public right-of-ways. The department also provides storm water quality management through its Municipal Separate Storm Water Management program implemented by the National Pollution Discharge Elimination System (NPDES) Permit. Additionally, the Department of Public Works manages the City's street lighting system, bus benches/shelters, public telephones, new racks and four (4) storm water pump stations. City of Miami -Office of Strategic Planning, Budgeting and Performance 144 { :it\• of Miami One City, One Future Public Works Strategic Accomplishments Improved Business and Service Delivery Processes • Through the City's Land Management project, right-of-way permit applications will be automated, which will allow customers to view the services offered by the department and apply for permits from their homes and/or businesses. Restored, Maintained and Beautified Urban and Residential • The Operations Division continues to work to ensure that tree trimming, debris removal, inlet cleanings and maintenance of pump stations were addressed. Other Accomplishments • The Engineering Division performed approximately 8,489 line and grade inspections; 166 covenants and maintenance agreements have been prepared. Also, 3,199 walk-through and 754 drop-off plans were processed. 29 engineering plans were reviewed and 81 sketches/estimates were produced. In addition, nearly 43 plans from CIT, FDOT, and dry runs were processed. 29,020 linear feet of sidewalk was replaced, and 11,200 linear feet of curbs were replaced and/or constructed. 15,000 square feet of ADA compliant handicap ramps were constructed. • Land Development reviewed 8 large scale development plans; reviewed approximately 3,953 building permit applications and processed 38 plats. • The Survey Division presented 10 final plats to the City Commission of which were approved. 11 plats and 72 right -of -of ways deeds of dedication were recorded. Additionally, 10 plats were sent to the Miami -Dade County for recording. • The NPDES Division continues to successfully meet all the criteria mandated by the Florida Department of Environmental Protection. • The Operations Division worked diligently in FY 2008-2009 to ensure that tree trimming, debris removal, inlet cleanings and maintenance of pump stations were addressed in preparation for the Hurricane Season. Objectives and Key Deliverables Facilitate Service Access for Customers City of Miami -Office of Strategic Planning, Budgeting and Performance 145 { :it\• of Miami One City, One Future Public Works • Through the City's Land Management project, Public Works plans to automate all applications, thus allowing customers to view the services that are offered by the department and the capability to apply for the required permits from their respective homes and/or offices. Improve Business and Service Delivery Processes • The Department of Public Works improved business and service delivery processes by creating, reviewing and improving a number of processes such as: 311 service requests, updating and automating permits through our ITD;s Land Management project, tracking permits through GIS and continuous revisions to the street closure permitting process. Provide Employees with Key Information • Public Works continues to clarify employee roles and individual goals, aligning them with the City's Balanced Scorecard. Additionally, employees are encouraged to attend continuing education courses, seminars and training such as: 311, iMiami, computer programming, managerial, safety, NIMS training, self and professional development. These courses have enhanced and/or developed strategic skills for the professionals within the department; further adding value to the department and to the organization as a whole. Restore, Maintain and Beautify Urban and Residential • Continue to work with Citistat to address 311 service requests in a more effective manner. Moreover, our department hopes to reduce address and resolve 85 percent of all service requests within the established timeframes identified in 311. • Full implementation of Maintenance Plan, is in place. All work flow processes and resources will be improved with this plan. This proactive reconnaissance program has identified the needed field personnel and equipment necessary to effectively complete each task. City of Miami -Office of Strategic Planning, Budgeting and Performance 146 Cit\• of Miami One City, One Future Fire Rescue Department Head: Maurice L. Kemp, Fire Chief Phone: (305) 416-5401 mkemp@miamigov.com 2009-10 Expenditure Budget compared to 2008-09 Adopted Budget 2007-08 2008-09 2009-10 Actual Adopted Expenditure Increase Percent Expenditures Budget Budget (Decrease) Change Personnel Expenses $94,768,206 $81,382,697 $81,964,596 $581,899 0.7% Operating Expenses 4,832,960 4,579,566 3,974,453 (602,113) -13.% Capital Outlay (3,660) 0 0 0 0.0% Non -Operating Expenses 0 124,615 256,693 132,078 106.0% Total $99,597,506 $86,086,878 $86,195,742 108,864 0.1% 2009-10 Full-time Equivalent Positions compared to 2008-09 Adopted Budget Civilian Positions 2007-08 2008-09 2009-10 Final Adopted Proposed Budget Budget Budget 87.0 87.0 Sworn Positions 674.9 82.0 678.4 683.0 Increase (Decrease) Percent Change (5.0) -5.7% 4.6 0.7% Total 761.9 765.4 765.0 (0.4) 0.1% Department Description Mission Statement: "We Will Serve the Citizens Of Miami In A Professional Manner By Providing Rapid Emergency Response And Other Services To Save Lives And Protect Property." The Department of Fire -Rescue's primary responsibilities entail the preservation of life and property through prevention, control and quick suppression of fires; and the provision of emergency medical and rescue services. Fire prevention includes the inspections of residential, industrial and commercial structures for conformance with fire codes. The Department investigates fires and assists law enforcement agencies in cases of suspected arson. The Department of Fire -Rescue also maintains specialty teams uniquely trained in the areas of hazardous materials, dive rescue and technical rescue (confined space and elevated rescue), and marine services. The Department of Fire -Rescue continues to serve the citizens of the City of Miami in an innovative and efficient manner, while always keeping our motto in mind, "Excellence through Service." City of Miami -Office of Strategic Planning, Budgeting and Performance 147 cit\• of \Iiami One City, One Future Fire Rescue Strategic Accomplishments Enhanced Existing Revenue • The Fire Rescue Department participating in enhancing existing revenue by referring 1,407 businesses to the Neighborhood Enhancement Team (NET) offices for not having certificates of use. • Fully deployed the field reporting/mobile data program which will enhance customer service on scene by advancing the entering of pertinent patient care data into the emergency medical system. Moreover, this program will assist in the accurate accumulation of data for insurance recovery. Provided Excellent Public Safety • Continued providing excellent educational program by providing didactics, hands on training and drills for business, community and educational institutions which include both adults and children. Through these events, Miami Fire -Rescue reached more than 45,000 citizens in the City of Miami with vital safety messages. • Continued providing excellent public safety by responding to 351 confirmed individuals in cardiac or respiratory arrest. Due to further training and advanced cardiac care innovations in the field, our personnel were able to successfully resuscitate approximately one out of every three patients (29%). This represented a 6 percentage point increase over the previous year. • Successfully deployed a new Marine Division, which will serve to assist in providing emergency services along our many miles of coastal and inter -coastal waterways. Other Accomplishments • Completed the installation of an exhaust removal system in the Fire Rescue Garage to alleviate potentially harmful apparatus fumes. • Concluded major renovations, upgrades and repairs to the Fire -Rescue Training Center's roof, sprinkler, standpipe and alarm system. • Installed bunker gear extractors at each of the Fire -Rescue stations to allow for a more proficient means of cleaning toxic products of combustion from our firefighters bunker gear. • Conducted and completed 33,343 inspections by the Fire Prevention Bureau. • Initiated a program to coordinate the scheduling of tactical for buildings during the construction phases of new construction with the cooperation and conjunction between the Divisions of Emergency Response and Fire Prevention Bureau. City of Miami -Office of Strategic Planning, Budgeting and Performance 148 City of Miami One City, One Future Fire Rescue Objectives and Key Deliverables Deliver Technology and E-Solutions • Deliver by the 4th quarter of 2009, a light duty program to enhance Fire -Rescue ability to track and manage workers' compensation injuries. • Deliver by the 1st quarter of 2010, an employee behavorial modification and tracking program, which will follow the process from date of incident through final disposition, including appeals. Provide a Quality of Work Environment • Continue working with CIP toward bringing to fruition new Fire -Rescue stations for stations 1, 11, 13 and 14. Fire -Rescue Station 11 had its ground breaking during the 4th quarter of 2009. Provide Employees with Key Information • Provide continued strategic skills training to all newly promoted officers during fiscal year 2010. City of Miami -Office of Strategic Planning, Budgeting and Performance 149 (Ht\• of Miami One City, One Future Police Department Head: John F. Timoney Phone: (305) 603-6100 chiefofpolice@miami-police.org 2009-10 Expenditure Budget compared to 2008-09 Adopted Budget Personnel Expenses Operating Expenses Capital Outlay Non -Operating Expenses 2007-08 2008-09 2009-10 Actual Adopted Expenditure Increase Percent Expenditures Budget Budget (Decrease) Change $133,468,149 $125,969,345 $122,440,407 16,550,986 15,157,340 12,541,700 249,839 0 0 15,000 1,171,700 673,758 ($3,528,938) (2,615,640) 0 (497,942) -2.8% - 17.3% 0.0% - 42.5% Total $150,283,974 $142,298,385 $135,655,865 ($6,642,520) -4.7% 2009-10 Full-time Equivalent Positions compared to 2008-09 Adopted Budget Civilian Positions Sworn Positions 2007-08 2008-09 2009-10 Final Adopted Proposed Increase Percent Budget Budget Budget (Decrease) Change 407.8 407.8 1,182.0 1,217.0 367.2 1,008.0 (40.6) -10.0% (209.0) -17.2% Total 1,598.8 1,624.8 1,375.2 (249.6) -15.4% Department Description The Miami Police Department (MPD) is a modern, state of the art full service law enforcement agency. MPD is oriented towards community policing, serving a large metropolitan population. Utilizing time -tested police methods and promising innovative approaches, neighborhood problems are identified and solutions are implemented to improve the quality of life. The Department's mission is to make the City of Miami a place where all people can live, work and visit safely without fear. Employing over 1,300 sworn and civilian employees, the department, in partnership with the community provides excellent and efficient police services. The department is comprised of five (5) divisions: 1. Office of the Chief is responsible for establishing, directing and ensuring the execution of police throughout the Department for the purpose of delivering the highest quality of law enforcement services to the City. This office also coordinates the necessary and proper interaction with other City departments as well as other community agencies and various components of the Criminal Justice System. City of Miami -Office of Strategic Planning, Budgeting and Performance 150 of \I1ami One City, One Future Police 2. Internal Affairs Division (IA) ensures the integrity of the Miami Police Department and to protect the public through the fair, thorough, and proactive investigations of alleged police or City employee misconduct. 3. Field Operations Division (FOD) responds to all citizens' emergency and non -emergency requests for service; coordinates the community policing program (NET), provides police patrol, response to calls for service, traffic enforcement, conducts tactical crime suppression operations, patrol support, and initiates and implements various Community Involvement Programs. This Division oversees a group of more 700 highly trained sworn individuals that serve and protect the community by patrolling the North, Central and South districts. 4. Criminal Investigations Division manages the resources required to provide for a comprehensive range of investigative and investigative support services, including gathering of evidence found at crime scenes, which lead to the detection, apprehensions and prosecution of criminals. This division encompasses both Criminal Investigations and Special Investigations. 5. Administration Division coordinates the effective management of the department's fiscal resources; ensures adequate qualified, trained personnel and proper resources; coordinates new strategies and plans for future projected demands on police operations and services; coordinates the installation and maintenance of computer equipment and systems; and provides for the receipt, storage and final disposition of evidence and property items; and is responsible for the acquisition of, and assignment of the police fleet and equipment. Strategic Accomplishments Achieved Operational Savings • Achieved cost savings by discontinuing the printing and distribution of an estimated 1,500 copies of departmental orders manual in favor of making available electronically to all departmental personnel through intranet. • Achieved cost savings through use of in-house personnel to install the VOIP phone system instead of contracting the work out. Delivered Technology and e-Solutions • The computer network was upgraded enabling the Police Information Technology Section to install 500 Voice Over Internet Protocol phones throughout the department. Developed Strategic Skills • To address auto theft concerns throughout the City, officers were trained on new electronic License Plate Readers which enabled officers to scan high volume of license plates quickly and accurately to identify stolen vehicles. • The Training Unit re -certified 260 officers during the year and coordinated or facilitated 39 other courses for City of Miami -Office of Strategic Planning, Budgeting and Performance 151 • • Lit \' DI �111z1I 11 One City, One Future Police police skills development in a variety of areas. Additionally, they conducted 38 Office Survival Training sessions. Maximized Grant Opportunities and Management • One of two Buffer zone grants designed to protect critical key assets and critical infrastructure within the City of Miami has been completed and work is being done so the second can be implemented. • Grant funding also enabled to provide the Gang Resistance Education Training Program (GREAT) in the schools and offer truancy prevention and enforcement through the School Resource Officer Truancy Program. • Submitted applications for $20 million dollars in grant funding with a local match requirement of $16,240. These grants will provide financial resources for hiring police officers and law enforcement support, civilian personnel and police technology projects. Provided a Quality Work Environment • The Communications Section's Halon System was replaced with a safer chemical protection system. • Through the efforts of the Building Maintenance Detail all police facilities passed an annual fire inspection and DERM inspection of fuel tanks and sewer pump stations. Provided Employees With Key Information • Increased use of Microsoft SharePoint services provided departmental employees with web based access to Departmental Orders, Standard Operating Procedures, Official Bulletins and other policy documents into one site. Provided Excellent Public Safety • The State of Florida mandates that 90% of all 911 calls be answered within 10 seconds. The Communications Section exceeded that benchmark for the year at 93% or 520,477 - 911 calls that were answered in under 10 seconds. • Reduction in violent crimes against person (Homicide, Sexual Battery, Robbery and Aggravated Assault) by 6.7% • Traffic fatalities were reduced by 9%. This was accomplished through increase of DUI enforcement checkpoints and saturation operations as well as public awareness efforts on occupant protection, impaired driving, aggressive driving, speeding and other areas of traffic safety. • Office of Emergency Management & Homeland Security distributed Miami Shield Brochures to educate the community on the "Seven Signs of Terrorism" during the first Operation Transit Shield, awareness/prevention program aimed at public transit commuters. • Achieved national re -accreditation status, awarded through the Commission on Accreditation for Law Enforcement Agencies, in March 2009, after proving compliance with 459 standards. City of Miami -Office of Strategic Planning, Budgeting and Performance 152 of Miami One City, One Future Police Provided Excellent Recreational, Educational and Cu • The Community Relations Section educated, involved, and engaged 825 citizens, students, and community members on a monthly average, in police sponsored programs such as Citizens on Patrol, Citizens Police Academy, Drug Awareness Resistance Education (DARE), Police Athletic League, Police Explorer Program, Legal Affairs Program and the Kids and the Power of Work Program (KAPOW) which introduces youngsters to the workplace. Other Accomplishments • Recruitment & Selection Unit conducted process for hiring 31 Police Recruits/Officers and 9 new Certified Officers as of May 2009. • Recruitment & Selection Unit conducted 24 recruitment drives throughout the state. • Training Unit conducted three (3) Public Service Aide Academies graduating 47 Public Service Aides in 2008. Objectives and Key Deliverables Deliver Technology and e-Solutions • Upgrade 450 Mobile Data Computers (MDCs) for Patrol Officers with a superior lap top computer. • Upgrade the Computer Aided Dispatch (CAD) System with additional features that will provide officers and dispatchers with critical information. • Modify the Crystal reporting system with a section for worksheets providing departmental wide access and in a second project they will work toward approval to use an electronic copy as the official copy to avoid the storage and retrieval of paper copies which is inefficient. Improve Business and Service Delivery Processes • Implement Bulk Proof of Delivery System (BPOD) for Alarm Unit mailings. This system offers the advantage of having a direct connectivity with the United States Postal Service for an accurate and effective proof of delivery records, online access to delivery dates and signatures on certified mail, automatic printing of alarm notices and access to printed notices for duplicate mailings. A departmental savings in certified postage of $1.20 per letter. • Implement online Alarm user registration for all businesses and residential customers within the City. This process will contribute to an increase in number of permitted accounts and revenue. • Streamline Business Processes by providing paperless software solutions to retrieve and store information in areas of the Department such as Personnel, Records, Training and Field Operations. City of Miami -Office of Strategic Planning, Budgeting and Performance 153 (. : i t \• of Miami One City, One Future Police Maximize Grant Opportunities and Management • Explore and apply for grant opportunities to bring funds to the department for hiring of personnel, equipment, technology and manpower. Provide Employees With Key Information • To acquire and implement"Blue Team" a web enabled application that allows officers and supervisors to enter and manage incidents from the field which will streamline the flow of Response to Resistance reports through the chain of command. Provide Excellent Public Safety • Continue to enhance our department -wide community oriented policing efforts and our problem oriented policing initiatives using intelligence led policing methodologies. • Through solid investigative and best practices we will pursue the criminal element in an effort to close our investigations with a high clearance rate. • Remove the supply of narcotics from our streets by targeting upper -level dealers and traffickers and continue to vigorously pursue street level drug dealers that act as a catalyst for violent crime in our community. • Build partnerships through our Office of Emergency Management and Homeland Security with our local business and residential community in an effort to further strengthen our emergency response capabilities. • Answer 90% of all incoming 911 phone calls within 10 seconds of call initiation. • Reduce the City's UCR Total Index Offenses by 1% from the prior year. Secure Private and Public Partnerships • Completion of the Police College during 2009/2010 which will provide a more modern and complete training facility with greater space and partnership with Miami -Dade School Board and local college universities. City of Miami -Office of Strategic Planning, Budgeting and Performance 154 City of Miami One City, One Future Public Facilities Department Head: Madeline Valdes Phone: (305) 416-1461 MValdes@miamigov.com 2009-10 Expenditure Budget compared to 2008-09 Adopted Budget Personnel Expenses Operating Expenses Capital Outlay Non -Operating Expenses 2007-08 2008-09 2009-10 Actual Adopted Expenditure Increase Percent Expenditures Budget Budget (Decrease) Change $3,657,927 2,583,029 7,600 0 $2,945,557 $2,753,428 ($192,129) -6.5% 2,795,566 2,438,358 (357,208) -12.8% 0 0 0 0.0% 0 0 0 0.0% Total $6,248,556 $5,741,123 $5,191,786 ($549,337) -9.6% 2009-10 Full-time Equivalent Positions compared to 2008-09 Adopted Budget Classified Positions Unclassified Positions Managerial / Confidential Executives 2007-08 2008-09 2009-10 Final Adopted Proposed Increase Percent Budget Budget Budget (Decrease) Change 36.0 33.0 1.0 1.0 4.0 4.0 2.7 2.7 30.0 1.0 4.0 1.7 (3.0) 0.0 0.0 (1.0) -9.1% 0.0% 0.0% -37.0% Total 43.7 40.7 36.7 (4.0) -9.8% Department Description The Department of Public Facilities is divided into two sections - Public Facilities and Asset Management. The Public Facilities Section serves to provide first-class facilities and services used to present the community with quality sporting, cultural, and entertainment events. The Asset Management Section serves as a real estate office for the City and manages the leasing of property to and from other parties; categorizes City -owned properties according to its use (i.e. City operations, leased to a third party, vacant); and identifies and negotiates properties for future purchase, sale or lease. City of Miami -Office of Strategic Planning, Budgeting and Performance 155 City of Miami One City, One Future Public Facilities Strategic Accomplishments Broadened Revenue Opportunities • Negotiated, drafted, and executed 34 contract agreements for sale or lease of various City -owned properties. • Negotiated, drafted, and executed 24 Revocable License agreements for various City -owned properties. • Continued to monitor Orange Bowl memorabilia sales from Mounted Memories which added $7,459 to our revenue this past year. • Negotiated, drafted, and executed a Fourth Amendment to the Flagstone Island Gardens development which resulting in an additional one million dollars in revenue to the City. • The Manuel Artime Community Theater hosted approximately 197 attendances of 54,000 people. Developed Strategic Skills • The Asset Management division received specialized training from NBI Title Clearing on title clearing. Enhanced Existing Revenue • The Department hosted the Strictly Sail venue of the Miami International Boat Show at Miamarina, collecting over $132,000 in transient dockage for the event and showcasing the facility to over 130,000 visitors during the six day event. • Negotiated the sale of City owned property to the University of Miami for the Life Science Park project. Improved Business and Service Delivery Processes • Organized, updated and electronically processed files for the Laser fiche document imaging system for: Melreese Golf Course, Grapeland Park, Little Haiti Park and Watson Island. • Updated and maintained the City's real property inventory in order to provide accurate information as it relates to purchase and/or conveyance of any and all real property. Maximized Grant Opportunities and Management • The Department was awarded a $40,000 grant from the Florida Inland Navigation District for support in design and engineering to replace the Miamarina seawall. Provide Excellent Customer Service • Processed six permit applications for the use of the Marine Stadium parking lot. • Managed approximately 126 existing and new leases/agreements and collected 98% in rental and monthly fees through March 31, 2009. • Performed approximately 33 property maintenance inspections as well as additional follow-up inspections in City of Miami -Office of Strategic Planning, Budgeting and Performance 156 City of Miami One City, One Future Public Facilities the City's inventory of leased properties. • Provided assistance to various City departments as well as the general public regarding property information which includes, bust is not limited to surveys, deed, easements and resolutions. • Provided assistance for the historic designation of the Marine Stadium water basin. • Performed research as to ownership for the following properties; Coconut Grove Park, Kennedy Park and Chart House, Venetian Causeway, Julia Tuttle Bridge, Crystal Bluff mini -park and Rockerman Canal/Kennedy Park. • The James L. Knight Center hosted a rich and diverse array of cultural and ethnic events that appealed to various segments of our community. The following artists provided an abundance of entertainment: Serenata Guayanesa, Steve Harvey, Franco DeVita, Gilberto Santa Rosa, Air Supply, Heart Health Expo and Beres Hammond. • Reviewed and monitored over 700 City -owned property files for applicable tax exemptions and real estate taxes. • Implemented improvements for our marinas via our semi-annual survey program including: piling replacements, increased security, enhanced waste management service, and additional awnings. • Prepared the scope of work for appraisal solicitations and procured appraisals for ten. Other Accomplishments • Hosted second annual Miami Fishing Tournament on August 9th, which benefited the Youth Fishing Foundation, a non-profit organization dedicated to promoting education, conservation, citizenship, and fun among our children and their families through fishing adventures. The net proceeds of $21,000 will generate five $1,000 scholarships. • Prepared the Purchase and Sale agreement including environmental studies, legislation, and closing documents for the acquisition of the Nu -Way property. • The Department currently has 16 ongoing negotiations in preparation for the City of Miami Commission approval. • Department employees completed three mandatory training courses. • Conducted a variety of City-wide deed searches, survey reviews, and utility easements for the general public along with various City departments and properties. • Assisted in the re -plat process for the Orange Bowl site in preparation for future development by preparing all notices, applications and approvals for street evacuation. • Pertaining to Watson Island the department conducted weekly site visits, assisted the CRA for boundary City of Miami -Office of Strategic Planning, Budgeting and Performance 157 -- City of Miami One City, One Future Public Facilities inclusion, and awarded an RFP for the Airport Layout Plan for the heliport. Objectives and Key Deliverables Broaden Revenue Opportunities • Prepare for approval by the City Commission an invitation for bid for the sale of the City's garage four property and leased fee interest in the Bank of America Tower and retail sites located at SE 2 Street and SE 1 Avenue. If approved, proceed with issuance of same and oversee the competitive process and obtain all necessary approvals for the disposition of said property. • Work cooperatively with the CIP Department in the construction of the 225 vessel Dinner Key Mooring Field and take steps to provide for a smooth operation of same. • Negotiate with the State Department of Environmental Protection and obtain necessary approvals for the resolution of various deed restriction matters related to lands deeded to the City by the State that contain deed restrictions. Enhance Existing Revenue • Monitor and identify outstanding receivables for all City of Miami marina customers with penalty assessments for delinquent accounts. • Reduce the number of delinquent customers to less than 10% by following a specific procedure for payment request notifications. Delinquency past the monthly billing will require: 1) a phone call, 2) a courtesy reminder letter and 3) a second phone call accompanied by a certified final reminder letter. • Monitor and identify outstanding receivables for all City of Miami tenants for rents and license fees due per license, lease and management agreements. Improve Business and Service Delivery Processes • Enhance revenue collections by implementing the newest version of the Marinas Management Software which consists of new reporting function. In addition to software also continue to research wireless devices for collections. Maximize Grant Opportunities and Management • Continue to submit grant status reports to funding agency on a timely basis and track grant until project completion. Provide Excellent Customer Service • Measure and report the Department's customer occupancy rate by identifying our long term marina tenants to ensure that we are optimizing revenue potential and to determine if increased marketing efforts are required. The Department's objective is to achieve a minimum 94% occupancy rate in our marinas. • Continue to review customer surveys and compile data to view customer recommendations on room for City of Miami -Office of Strategic Planning, Budgeting and Performance 158 City of Miami One City, One Future Public Facilities improvement and further implement suggestions where possible. • Inspect 71 city -owned leased properties managed by the Department to ensure they are maintained in accordance with lease requirements. • Continue to enhance scheduling for programs and rehearsals from 185 to 190 at Manuel Artime Theater and Community Center. City of Miami -Office of Strategic Planning, Budgeting and Performance 159 City of Mianiii One City, One Future Parks and Recreation Department Head: Ernest W. Burkeen, Jr. Phone: (305) 416-1320 EBurkeen@miamigov.com 2009-10 Expenditure Budget compared to 2008-09 Adopted Budget 2007-08 2008-09 2009-10 Actual Adopted Expenditure Increase Percent Expenditures Budget Budget (Decrease) Change Personnel Expenses $16,766,566 $16,087,616 $12,519,232 ($3,568,384) -22.2% Operating Expenses 7,129,644 7,721,197 6,957,005 (764,192) -9.9% Capital Outlay 379,742 0 0 0 0.0% Non -Operating Expenses 1,042 0 1,122,722 1,122,722 100.0% Total $24,276,994 $23,808,813 $20,598,959 ($3,209,854) -13.5% 2009-10 Full-time Equivalent Positions compared to 2008-09 Adopted Budget 2007-08 2008-09 2009-10 Final Adopted Proposed Increase Percent Budget Budget Budget (Decrease) Change Classified Positions 221.0 231.0 192.0 (39.0) -16.9% Unclassified Positions 5.0 3.0 3.0 0.0 0.0% Managerial / Confidential 0.0 2.0 0.0 (2.0)-100.0% Executives 3.0 3.0 3.0 0.0 0.0% Total 229.0 239.0 198.0 (41.0) -17.2% Department Description The goal of the Parks and Recreation Department is to serve all City of Miami residents by providing safe and nurturing recreational, educational and cultural activities in order to promote a sense of community. Our mission is to provide comprehensive academic and cultural enrichment programs that provide an environment for individual growth by teaching discipline, building self-esteem and providing guidance in the pursuit of excellence. We seek to promote the physical, intellectual, emotional and social development of youth in our community. Primary services include the operation of all City parks and pool every day year-round, comprehensive recreation, art, music, and education programs; cultural activities and leisure opportunities for all age groups. Special services City of Miami -Office of Strategic Planning, Budgeting and Performance 160 City of Miami One City, One Future Parks and Recreation include child day care, preschool centers, summer camps, programs for the disabled, senior citizen programs, educational summer programs, after -school technology programs and a music and film series. The Parks and Recreation Department Mission Statement is to provide state-of-the-art park facilities and offer leisure, educational, cultural and physical activities to the residents and visitors of our community while enhancing their quality of life and inspiring personal growth, self-esteem, pride and respect for the urban environment. Strategic Accomplishments Achieved Operational Savings • Created a Shallow Water Attendant position to reduce the cost of lifeguarding/supervision at Grapeland Water Park. • Utilized city contracts in over 50% of purchases. • Processed invoices in a timely manner to avoid late payment fees. • Purchased maintenance/service agreements for gym equipment at 4 parks, cash register at Virginia Key Beach, for ponds at Simpson and Japanese Garden, for score board at Curtis Park. Broadened Revenue Opportunities • Increased entrance fee from $3.00 to $5.00 at Virginia Key Beach. • Implemented a $6.00 fee at Morningside boat ramp. Enhanced Existing Revenue • Through various fund raising such as picture day king and queen contest etc., this money has been given to be used at the discretion of the City. Improved Business and Service Delivery Processes • Expanded our scope of services and revenue by offering Supported Employment services. Also, redesigned the Adult Day Training program to meet the needs of the 21st century by specifically addressing the needs and interests of a growing population of youngsters with disabilities transitioning into adulthood. • We continue to offer MAGIC (Miami's Accessible Guide to Inclusion in our Community) Program on a limited basis. This program is currently focused on assisting our department and the community with access our Parks programs by providing technical and hands on assistance in making accommodations for people with disabilities interested in recreating in our parks. • Received, processed and completed 211 Special Events, 47 Film Permits and 108 Class I Permits. City of Miami -Office of Strategic Planning, Budgeting and Performance 161 City of Miami One City, One Future Parks and Recreation • Overhauled the Class I Permitting Process. Maximized Grant Opportunities and Management • Parents First Academy and initiative from the Mayor's office was offered at two day care centers, Eaton & Moore. There was an average of 10 parents which received certificates of completion from each center. • We applied for the Voluntary Pre -Kindergarten grant from Miami Dade County. • We were able to apply and renew our food contract with Florida Department of Health. Provided a Quality Work Environment • Permitted staff to attend various trainings with the City as well as with Department of Children and Families to keep them abreast of changing policy and procedure. • Implemented regularly scheduled Region level and Park level staff meetings to provide a forum for all employees to express thoughts on ways to improve the workplace. • Each aquatic facility received Material Safety Data Sheets (MSDS) stations and protective equipment for employees to wear when working with chemicals. Provided Employees With Key Information • Conducted 11 Park Manager Academies for all Park Managers to provide meaningful, job -related training on a variety of topics. • Created the STAR (Strategic Training for the Administration of Recreation) Program to match employees with mentors within the department to enhance their scope of understanding regarding how the department operates. The first 16 week session had seven STARs and mentors. The second session had 18 STARs and mentors. • Conducted informative meetings with employees on a regular basis. Provided Excellent Customer Service • Processed over 75 calls from citizens with parks requests. • Purchased tents for burials at City Cemetery. • Instituted the ability for customers to pay fees via credit cards. Provided Excellent Public Safety • Ten instructors were trained with Shake -a -leg on sailing and motor boat operations. City of Miami -Office of Strategic Planning, Budgeting and Performance 162 City of Miami One City, One Future Parks and Recreation • There were 14 staff members which were trained on site for their CPR & First Aid which is a requirement for DCF. The training was paid for by the City. • The Park Rangers unit was created and 23 Park Rangers are now patrolling the parks seven days per week. • More learn to swim classes are now being offered at year round pools greatly increasing the number of people learning how to swim in our pools. • CPR/AED and first aid courses were taught to all park personnel. All disability division personnel were all certified. • 25 instructors were trained with swim central on Adaptive Aquatics program. • Repair/replaced playground parts for over 50 playgrounds. • Conducted monthly playground inspections in over 50 playgrounds. • Trained personnel in various safety courses of heavy equipment operation and spraying of chemicals. • Removed bees, rodents and raccoons from over ten parks. • Purchased and installed modified drain grate for all city pools in compliance with the Virginia Graeme Baker Act. • Cleaned/disinfected four playgrounds including PIP surface. • Cleared air vents and ducts in four day care centers. • Purchased new children/baby furniture for four day care facilities (cots, changing tables, tables, chairs). • Conducted survey for installation of new buoys at Virginia Key Beach. Provided Excellent Recreational, Educational and Cultural Programs • Provided monthly programs which the parents are actively involved such as yearly graduation for children which will attend public school, mother and father's day observed, Black History month, participation in city wide parade, attend museums and cultural events which stimulate the learning interest of each and every child. • Took the children to restaurants and introduced them to socially acceptable eating styles and behavior. • A Kayak and Sailing program was implemented for City of Miami camps during the summer, as well as a rental procedure for the kayaks and sail boats. Reduced Poverty City of Miami -Office of Strategic Planning, Budgeting and Performance 163 City of Miami One City, One Future Parks and Recreation • There are four child care centers which cater to the community where each center is located. We have the lowest child care rates in the City of Miami, because of our low rates we have parents which drive as far away as North Miami requesting child care services. • We accepted Child Development vouchers which allow parents to pay child care at a reduced cost. We have some parents which pay as little as $4.00 and some which pay zero dollars. • Purchased computers for over ten parks for the use of park patrons. Restored, Maintained and Beautified Urban and Residential Infrastructure • We were able to purchase for the children: tables, chairs, changing tables, baby cribs, toys and many other items which help to beautify each center. We also had computers placed at day care center. • Constructed and renovated ten baseball/softball fields as well as clay replacement to all fields and sand replacement to over five playgrounds. Installed/replaced new sod in over 15 parks. • Performed tree trimming and arboreal maintenance to over 60 parks. • Installed bike racks in over 30 parks, installed site furnishings in over 20 parks, replaced fencing at 30 parks, created new landscaping in over 40 parks, installed irrigation in over ten parks, repaired/replaced roofs in over ten parks, repaired/replaced air conditioning units in four parks, repaired walkways in over 12 parks. • Installed/upgraded over ten burglar and fire alarms in park buildings. • Repaired/replace pool heaters, filters in four pools. • Upgrades to sound system at Curtis Park Stadium. • Implemented capital improvements totaling $5,182,129 throughout the park system in the following areas: playground, surface, and equipment improvements in the amount of $1,931,381 at the following parks: Kirk Munroe, Miller Dawkins, Shenandoah, African Square, Armbrister, Bryan, Belle Meade, Douglas, Duarte, Gibson, Grapeland, Henderson, Lummus, Pace, Rainbow Village; sports field, landscaping and irrigation improvements of $256,125 at various parks; site furnishings totaling $637,251 at various parks; sports courts renovations in the amount of $477,607 at the following parks: African Square, Armbrister, Bryan, Gibson, Henderson, Legion, Moore, Peacock; furniture and fitness equipment of $354,488 at various parks; security lighting upgrades totaling $16,637 at Curtis, Golden Arms, Jose Marti; building renovations and repairs for $431,019 at Armbrister, Belafonte, Coral Gate, Grapeland, Hadley, Legion, Kirk Munroe, Lemon City, Morningside; general site improvements such as parking lot renovations, walkway and ADA site improvements for $410,452 throughout the parks system; new fencing at 26 parks totaling $260,336; pool renovations and roof repairs in the amount of $407,143 at Hadley, Morningside, West End Parks, Douglas, Jose Marti, Fern Isle (PBA), Shenandoah, Melreese Golf Course. Secured Private and Public Partnerships City of Miami -Office of Strategic Planning, Budgeting and Performance 164 City of Miami One City, One Future Parks and Recreation • The Sandra DeLucca Developmental Center prides itself in establishing partnerships. We started Project SEARCH Miami in collaboration with Miami -Dade County Public Schools (4th largest school district in the country) to annually offer 12 students the opportunity to obtain hands-on, on-the-job training and employability skills within the Miami Riverside Center. We sponsored our annual Camp Shriver Miami with Special Olympics of Miami -Dade County and with Dade Amateur Golf Association where a total of 800 campers were served. A total of 14 elementary aged students with mild disabilities participated in our After -School program sponsored in part by the Heart of our Parks Children's Trust - Out of School Program Community events. • Accepted a donation of $14,200 from Charlie DeLucca and Dade Amateur Golf Association to sponsor employment within the City of Miami for an alumnus of the Project SEARCH Miami program. Our annual "Golf Classic" fundraiser at Melreese Golf Course with Dade Amateur Golf Association generated $50,000. • We were able to partner with The Village (residential drug treatment center) which also has an on -site day care center. 2008 was the second year of which they were part of our Toys for Tots Christmas Toy give away. • Received $60,375 for filed restoration and $5,000 for baseball equipment from Major League Baseball's Baseball Tomorrow Foundation. • Issued 24 permits to youth serving organizations. Other Accomplishments • Hosted 18 special events at our center this fiscal year with a total of over 2,000 guests with disabilities from the community and various agencies. • Started a new program, Project SEARCH Miami in partnership with Miami -Dade County Public Schools, to offer employability skills training to young adults with disabilities at the Miami Riverside Center. A total of 19 departments and/or divisions within the City of Miami government participated in supporting the PSM program by hosting a trainee. Two of the 13 students have obtained employment with the City of Miami, in the Building and Communications departments. Three students obtained summer employment as technical coaches' trough Elevate Miami program. The program was presented at the 2nd Annual Project SEARCH (PS) conference in Seattle, Washington on how to bring PS to local government. • We assisted the school system and Miami -Dade County - Parks and Recreation Department in opening the 2nd Project SEARCH (PS) program here in Miami that will take place at the Zoo, scheduled to start August of 2009. We are currently assisting the City of Hialeah in starting a 3rd PS program for 2010 in local government. • The Wheelchair Tennis team at Bryan Park won 2nd place at the 19th Florida Open International Wheelchair Tennis Championship in Boca Raton, Florida. • Re -designed our Adult Day Training (ADT) program at disabilities to include a weekly schedule of activities that City of Miami -Office of Strategic Planning, Budgeting and Performance 165 City of Miami One City, One Future Parks and Recreation are planned in advance by staff to maximize the individual potential of every participant. • We created a group within the ADT program called Young Adult ADT, which is receiving a lot of attention from parents in the school system because it specifically targets young adults that are aging out of the school system, meaning they have reach 22 years of age. The Young Adult ADT program was designed to provide a smooth transition from the world of school to the community and adulthood. As a result of these programmatic changes, we have accepted nine new students to our ADT and we project that we will accept and additional six more this summer. • Sandra DeLucca Development Center added more services to increase revenue: Agency for Person with Disabilities Supported Employment, Department of Education's Vocational Rehabilitation, & Social Security Administration's Ticket -To -Work. As a result, we will now be able to provide supported employment services to individuals with disabilities that are interested in seeking and maintaining employment. • Our annual golf tournament fundraiser took place November 21, 2008 at Melreese Golf Course and with Dade Amateur Golf Association's help we were able to make over $50,000 that will go directly towards supporting the different programs at the Sandra DeLucca Developmental Center. • Our annual Camp Shriver Miami is a partnership with Special Olympics of Miami -Dade County, Dade Amateur Golf Association and Sandra DeLucca Developmental Center. We served a total of 800 campers for one month. Our camp is inclusive, 38% of the campers had disabilities and 19% were without disabilities. The 2009 summer is on pace to reach those totals. We have closed camp two weeks before the start because we have already 80 students registered with disabilities. • Our After School program sponsored in part by the Children's Trust, were pre -tested in September using the, Oral Reading Fluency Test, and they were now post tested in May and each of the students improved their pre- test scores by 50%. • We hosted over 250,000 patrons at the Grapeland Water Park, and generated over $1,000,000 in revenue with no serious injuries, accidents or incidents. • Implemented the "Get Fit" program encouraging wellness and fitness for City employees. Over 80 participants were involved in the first 16-week session. • Seniors program at Hadley Park engaged in seven special events averaging over 100 participants for each. • Added a Cultural Awareness component to the Park's Disabilities Program, which includes but is not limited to, Arts and Crafts, Movement, Exercise, etc. • Dance program Christmas Recital with six dance acts including youth, seniors and professionals drew over 200 in paid attendance. • Hosted Grand Re -Opening if Old Miami High Bungalow at Southside Park. City of Miami -Office of Strategic Planning, Budgeting and Performance 166 City of Miami One City, One Future Parks and Recreation • Conducted computer classes and lab hours at 12 Elevate Miami Sites. • The tennis program became registered with the United State Tennis Association and new tennis programs were started at five facilities. • Over 80 teams and over 900 youth participated in the various city -run basketball leagues. • Competitive youth swim teams were created at five pools. • We held our first swim meet for all Swim Team members on Saturday, May 9th. All participants received ribbons for participation and top places received an extra ribbon. • Served on the committee to assist the Little Haiti Month activities. • Coordinated General and Municipal Elections in conjunction with Miami -Dade County. • Coordinated logistics for several city sponsored events to include the Overtown Folk Life Event, Groove in the Grove and Bike Miami. • Developed a training manual for incoming Park Managers. • Issued 19 permits to Miami -Dade County Public Schools. Objectives and Key Deliverables Achieve Operational Savings • Utilize city contracts in over 50% of purchases. • Process invoices in a timely manner to avoid late payment fees. • Purchase maintenance/service agreements for gym equipment at four parks, cash register at Virginia Key Beach, for ponds at Simpson and Japanese Garden, for scoreboard at Curtis Park. Broaden Revenue Opportunities • Provide training to newly hire Park Rangers to allow them to act as additional support by communicating the permitting process to residents and businesses. Deliver Technology and e-Solutions • Purchase and implementation of the ActiveNet software for all sites. The implementation of this software will increase productivity by staff and will allow for easier registration to all programs and provide current reports needed by the department. City of Miami -Office of Strategic Planning, Budgeting and Performance 167 City of Miami One City, One Future Parks and Recreation Develop Strategic Skills • Implement a Monthly Report for all aquatic facilities to use that will incorporate admissions, revenue, and staff cost. Enhance Existing Revenue • Increase by 10% the amount of people we serve with a Medicaid waiver. • We will open pro shop/concession operations at three tennis courts to generate new revenue and provide enhanced customer service. • Increase swim lesson participation and revenue, as well as lifeguard courses. Improve Business and Service Delivery Processes • To provide increase awareness regarding the Special Event and Class I permit process. • Obtain metes and bounds and topographic surveys for three to five select parks per year, and develop/update master plans for three to five select parks per year, based on topographic surveys. • Develop a facilities inventory of three to five select parks per year which will include nomenclature; proposed landscape upgrades/replacements; canopy pruning; and a maintenance schedule. • Implement an organized system to receive and evaluate request for improvements from Parks and Recreation staff. • Develop a "Master Plant List and Reference Manual" of all trees, palms, shrubs, and ground cover that are suitable for use within the City of Miami parks system. This list will include botanical and common name; an image of the plant; appropriate sizing; and a brief description of its qualities. Plant materials that are dangerous and/or poisonous - and thus unsuited for park installation - will be identified. Provide a Quality Work Environment • Continue to keep staff up to date with Department of Children and Families and City rules and regulations by sending them to training and encouraging staff to pursue educational opportunities which are offered and available. Provide Employees With Key Information • Establish and implement training programs for operations maintenance personnel in horticultural related areas, such as pruning; root pruning; planting and transplanting procedure; plant identification; grading and drainage objectives for turf and planted areas; fertilizer use and recommended applications; general landscape maintenance procedure, and the like. • Coordinate registration and attendance of select operations maintenance personnel at Miami -Dade Agricultural City of Miami -Office of Strategic Planning, Budgeting and Performance 168 City of Miami One City, One Future Parks and Recreation Extension Service seminars related to ground maintenance. Provide Excellent Public Safety • All of our aquatic programs, including our learn -to -swim programs across the city are adaptive/inclusive, meaning we will accommodate anyone with disabilities, as needed. • Implement a policy for sexual offenders on site. • Repair/replace playground parts in city playgrounds. • Conduct safety inspections in playgrounds. • Sanitize playgrounds at ten city parks. • Clean/sanitize air vents and ducts in day care centers and recreation buildings. Provide Excellent Recreational, Educational and Cultural Programs • Start a Special Olympics Swim team with the new young adults now attending our Adult Day Training program with the technical assistance and expertise of the Aquatics program within the Recreation Division. Bring back the wheelchair racing program that will now be located at Curtis Park. • Hold a swim meet approximately every two months and by the fall season join the United States Swimming Association and are able to compete with other private teams or municipalities. Reduce Poverty • Maintain fees which are affordable to the average working parent. Restore, Maintain and Beautify Urban and Residential Infrastructure • Upgrade irrigation system in four parks. • Install new landscaping in ten parks. • Renovate ten baseball/softball fields. • Replace sod in 15 parks. • Conduct tree trimming and arboreal maintenance in 60 parks. • Resurface four tennis, 12 basketball and two racquetball courts in six parks. • Refurbish fencing in ten parks. City of Miami -Office of Strategic Planning, Budgeting and Performance 169 City of Miami One City, One Future Parks and Recreation • Renovate lighting fixtures in five parks. • Install new air conditioning and complete bathroom renovation to Legion Park. • Replace toilets, urinals and sinks in various recreation buildings. • New lights for batting cages at Williams and Gibson parks. • Install generators at Jose Marti, Shenandoah, Charles Hadley, West End Parks. • Design and implement three to five select park landscape planting projects per year. • Establish and supervise a Tree Pruning Program, utilizing a licensed certified arborist and an experienced crew. Secure Private and Public Partnerships • Identify both government and private sources of potential funding for various parks and parks -related projects such as grants to support environmental/ecological enhancements; community engagement (youth programs, gardening programs, and the like); and community beautification. City of Miami -Office of Strategic Planning, Budgeting and Performance 170 { Illy of Miami One City, One Future Risk Management Department Head: LeeAnn Brehm, SPHR Phone: (305) 416-1716 LBrehm@miamigov.com 2009-10 Expenditure Budget compared to 2008-09 Adopted Budget 2007-08 2008-09 2009-10 Actual Adopted Expenditure Increase Percent Expenditures Budget Budget (Decrease) Change Personnel Expenses $1,211,855 $1,811,150 $1,312,921 ($498,229) -27.5% Operating Expenses 55,341,601 45,434,988 55,724,968 10,289,980 22.6% Capital Outlay (4,905) 0 0 0 0% Non -Operating Expenses 0 0 0 0 0% Total $56,548,551 $47,246,138 $57,037,889 9,791,751 20.7% 2009-10 Full-time Equivalent Positions compared to 2008-09 Adopted Budget 2007-08 2008-09 2009-10 Final Adopted Proposed Increase Percent Budget Budget Budget (Decrease) Change Classified Positions 14.0 Unclassified Positions 3.0 Managerial / Confidential 4.0 Executives 3.0 12.0 3.0 4.0 3.0 10.0 2.0 4.0 2.0 (2.0) (1.0) 0 (1.0) - 16.7% - 33.3% 0% - 33.3% Total 24.0 22.0 18.0 (4.0) -18.2% Department Description The City's Risk Management Department is a service provider, working closely with all operating departments within the City in an effort to protect the City's financial, physical, and human resources more effectively. The Department is staffed with experts in the following areas: safety, loss control, claims management, contract management, employee benefits, occupational safety and health, insurance, and risk financing. The City of Miami faces the potential risk for employee injury, property damage and liability suits in virtually all operations. The Risk Management Department is dedicated to minimizing or eliminating the exposure of City assets and resources to accidental and business loss as well as for the administration of benefit plans for approximately 4,500 full-time and part-time City employees and retirees. City of Miami -Office of Strategic Planning, Budgeting and Performance 171 (.:it\• of \Iiami One City, One Future Risk Management Risk Management strives to effectively control and reduce the City's risks through the centralized administration of comprehensive risk management and employee benefit programs. The Department also provides optimum service to employees and the public through a variety of interrelated health, safety and liability/loss control programs. The provision of these crucial prevention -oriented programs greatly enhances the working environment and serves as an incentive for employee recruitment, retention and satisfaction, while protecting the City's assets, employees and citizens. Strategic Accomplishments Develop Strategic Skills • The Risk Management Department has accomplished a majority of strategic objectives in keeping with the City of Miami's Balanced Scorecard Strategy Map. The department is driven to continue with high productivity, increased creativity and continue its professional development. Provided Excellent Customer Service • The Risk Management Department has four units: Benefits, Claims (Worker's Compensation and Liability), Property and Casualty, and Safety/ADA/HIPAA. The employee work force has been streamlined and cross - trained to provide excellent customer service. The employees continue to develop new strategic skills in order to provide others with key information regarding benefits, claims, insurance, and safety matters. The team has achieved operational savings by managing their time, cross -training with other units, and reaching higher levels of productivity. The Risk Management Department uses the T.E.A.M. (Together Everyone Achieves More) approach and is working hard to align employee goals with city goals. Other Accomplishments • Safety Unit (including ADA/HIPAA): This unit has been very active and diligent in its implementation of many programs throughout the City, both internally and externally in areas concerning Safety, ADA/HIPAA in an effort to insure a safe and healthy working environment for City employees. To communicate effectively, safety presentations are conducted at new employee orientation. Management training on safety was conducted in the City's Fast Track Program for supervisors and managers. As a result of these presentations, the Safety Unit was successful in raising the awareness of employees on the importance of maintaining a safe working environment. This awareness generated requests for facility inspections, including City Hall, Police Department, Parks and Recreation, GSA, Solid Waste and City Marinas to identify and rectify potential safety hazards, ergonomics, ADA issues, and the like. Accident reporting forms were distributed and training on report writing was given to supervisors in order to provide better information so as to analyze data to offer feedback on prevention and safety measures. In an effort to communicate the importance of safety to employees and citizens of the City, safety alerts were distributed through City Flash, new safety brochures, and the Risk Management website. The Safety Unit also combined efforts with the Group Benefits Health Fair to integrate and show case the concept of safety awareness and promote to fact that healthier employees have less accidents. Reducing accidents reduces the City's exposure in both workers' compensation and liability City of Miami -Office of Strategic Planning, Budgeting and Performance 172 { _111' of Miami One City, One Future Risk Management claims. Healthier employees positively impact the City's medical plan experience. • Safety Unit is responsible for ADA compliance. This Unit has taken the lead in insuring City departments are in compliance with the Department of Justice Agreement and works closely with all departments on due dates, compliance issues and implementation of ADA compliant construction and renovations. The Safety Unit is also responsible for HIPAA compliance. Since the City self -administers its benefit plans, HIPAA training and practices, including legal updates, are given by the Safety Unit. • The Workers' Compensation and Liability Claims Unit: This unit has been diligent in working with the City Attorney's office and Third Party Administrators, both for claims and managed care, to aggressively settle workers' compensation claims and liability claims, revisit outstanding claims to review pending issues and/or close out to subsequently reduce the City's exposure for the life of the claim. Litigation has been managed effectively and efficiently through case management practices. Protocols and processes have been implemented to analyze and discuss claims as they progress through the judicial courts, workers' compensation courts and/or settlement/mediation negotiations. Analysis and data compilation is done on a quarterly basis to determine cost drivers, exposures, and to explore ways of prevention and associated risk management. These reports are provided timely to the Division Chief. Through Fast Track, this unit has been able to reinforce the importance of prevention, filing appropriate reports and claims on workers' compensation and liability claims and emphasized its findings, results and trends determined by risk analysis which included the number of liability and workers' compensation claims for each department. This section has also completed bi-annual audits of performance standard compliance for third party administrators, and has monitored and audited the continual closing of liability and workers' compensation claims during the fiscal year 2009. This Unit and the City Attorney's office has made recommendations to the third party administrators on best practices for more accurate, efficient and timely responses to claims and have included such recommendations in the renewal contract. Protocols and procedures have been implemented in claims handling so that the City complies with both Florida Statute 112 and Florida Statute 440 as it relates to the Heart and Lung Bill for police and firefighters. • The claims unit has made great strides in its communication efforts between the department, the City Attorney's Office and third party administrators resulting in effective case management pursuant to a best practices approach. • The Property & Casualty Unit: The Master Property List is updated and current with protocols and procedures in place to maintain its accuracy. This was important to establish so that when new properties within the City are completed and come on-line, Risk Management can then add to the Master Property list to insure that coverage is in place. The Risk Management Department recognized the need for coverage for the multiple police and fire vessels and has successfully acquired coverage for police vessels and currently is reviewing with the carrier a process within which to endorse the fire vessels as well. Risk has chosen this avenue of coverage due to minimize the risk to the City's self -insured program. Additionally, the unit continues to efficiently review all contracts and indemnification procedures for proper insurance coverage. It is important to note that this unit works effectively with all City departments and the administration to partner with them to adequately protect the interests of the City while simultaneously allowing the departments to meet their initiatives and special interests. Additionally, the Property & Casualty Unit works closely with various City departments for City of Miami -Office of Strategic Planning, Budgeting and Performance 173 City of Miami One City, One Future Risk Management special events including Bay -front Park, Miami Parking Authority, and Virginia Key. • The Group Benefits section has successfully completed the yearly enrollment process. Group Benefits presented a long-term benefit to Executives and implemented a flexible savings account. Additionally, Group Benefits reviewed other cost saving measures for retirees such as an "Advantage Plan" and alternative plans that will be cost-effective to both the City and Retirees. Group Benefits. Successful application was made to the federal government's Medicare Part D subsidy program. The City will realize a 28% savings under the prescription drug program on retirees. • The Group Benefits implemented Wellness and Prevention Programs for City employees, including donation of gym equipment to City of Miami gym for use of these programs. Group Benefit participated as a City representative in American Heart Association, Relay for Life, Susan B. Komen, Race for the Cure, Sister -to - Sister, and World Aids Day to educate employees on the importance of prevention and wellness measures for heart disease, breast cancer and aids. Additionally, Group Benefit participated in the FOP Health Trust (as a non -voting member of the Board). City of Miami -Office of Strategic Planning, Budgeting and Performance 174 cll1' of Miami One City, One Future Office of Grants Administration Department Head: Robert Ruano Phone: (305) 416-1532 RRuano@miamigov.com 2009-10 Expenditure Budget compared to 2008-09 Adopted Budget 2007-08 2008-09 2009-10 Actual Adopted Expenditure Increase Percent Expenditures Budget Budget (Decrease) Change Personnel Expenses $464,562 $512,960 $431,123 ($81,837) -16.0% Operating Expenses 60,767 54,926 5,567 (49,359) -89.9% Capital Outlay 0 0 0 0 0.0% Non -Operating Expenses 0 0 0 0 0.0% Total $525,329 $567,886 $436,690 ($131,196) -23.1% 2009-10 Full-time Equivalent Positions compared to 2008-09 Adopted Budget Classified Positions Unclassified Positions Managerial / Confidential Executives 2007-08 2008-09 2009-10 Final Adopted Proposed Increase Percent Budget Budget Budget (Decrease) Change 0.0 0.0 5.0 4.0 1.0 1.0 1.0 1.0 0.0 4.0 1.0 1.0 0.0 0.0 0.0 0.0 0.0% 0.0% 0.0% 0.0% Total 7.0 6.0 6.0 0.0 0.0% Department Description The Office of Grants Administration (OGA) is the designated office that City Departments contact for assistance in project planning, proposal writing, application assembly, and monitoring financial and budgetary compliance with grantor agency guidelines. OGA helps to identify and research, prepare and coordinate grants and technical assistance opportunities for the City of Miami. The OGA also serves a review and oversight function in monitoring compliance by City entities responsible for managing grants. City of Miami -Office of Strategic Planning, Budgeting and Performance 175 of Miami One City, One Future Office of Grants Administration It is the policy of the City of Miami to apply for grants that will enhance services for City residents and businesses, to manage grants effectively and efficiently, and to ensure that all grant reimbursements are requested and received. Strategic Accomplishments Enhance Existing Revenue • Working with City Departments, OGA has achieved and award rate of competitive grants of 61% and maintained a high level of awarded competitive grants at $4.5 million with $43 million pending in FY 2009. Also, applications for the American Recovery and Reinvestment Act of 2009 have yielded $6 million funded with $27 million pending to date. Maximized Grant Opportunities and Management • OGA diligently researches grant funding opportunities and pitches hundreds of potential grants annually to City departments for their review and consideration. Secured Private and Public Partnerships • Through the City of Miami VISTA Partnership, consisting of a grant funded program that provides 24 full-time AmeriCorps VISTA members serving at community -based organizations (CBO), the City's collaboration with non-profit agencies has strengthened greatly in FY09. VISTA has helped secure over $225,000 in grants, cash and in -kind donations to CBO partners. Other Accomplishments • In addition to resource development, VISTA members serving in City community -based organizations helped coordinate the national Christian Community Development Association (CCDA) conference, recruiting over 280 volunteers, as well as tree plantings, Thanksgiving basket giveaways, and hundreds of job referrals and placements. Objectives and Key Deliverables Broaden Revenue Opportunities • Research and identify new sources of grant funding for Citywide and departmental priorities, to include funding from the American Reinvestment and Recovery Act (ARRA). Deliver Technology and e-Solutions • Develop integrated grants share point site and improve VISTA website to accommodate online recruitment. City of Miami -Office of Strategic Planning, Budgeting and Performance 176 City of Miami One City, One Future Office of Grants Administration Develop Strategic Skills • Provide staff trainings on internal City processes, Balanced Scorecard, Agenda, Budget, Finance, Legal, etc. Enhance Existing Revenue • Enhance funding for Citywide and departmental priorities to include ARRA funding. Provide Excellent Customer Service • Deliver training to departments about grants process and create ongoing dialogue about departmental needs and priorities for grants research purposes. City of Miami -Office of Strategic Planning, Budgeting and Performance 177 Cit\• of Miami One City, One Future Capital Improvement Administration Department Head: Ola O. Aluko Phone: (305) 416-1280 OAluko©miamigov.com 2009-10 Expenditure Budget compared to 2008-09 Adopted Budget 2007-08 2008-09 2009-10 Actual Adopted Expenditure Increase Percent Expenditures Budget Budget (Decrease) Change Personnel Expenses $3,588,663 $2,508,863 $2,057,629 ($451,234) -18.0% Operating Expenses 110,100 157,600 80,900 (76,700) -48.7% Capital Outlay 0 0 0 0 0% Non -Operating Expenses 1,995 0 0 0 0% Total $3,700,758 $2,666,463 $2,138,529 ($527,934) -19.8% 2009-10 Full-time Equivalent Positions compared to 2008-09 Adopted Budget 2007-08 2008-09 2009-10 Final Adopted Proposed Increase Percent Budget Budget Budget (Decrease) Change Classified Positions 12.0 Unclassified Positions 24.0 Managerial / Confidential 0.0 Executives 3.0 12.0 48.0 0.0 4.0 8.5 54.0 0.0 2.0 (3.5) 6.0 0.0 (2.0) - 29.2% 12.5% 0.0% - 50.0% Total 39.0 64.0 64.5 0.5 0.8% Department Description The Capital Improvements Program Office is responsible for the planning, coordination, implementation, and monitoring of all construction related capital projects in the City of Miami, and for the financial management of all capital funds. CIP is staffed by Architects, Engineers, Procurement and Public Relations Specialists, and Financial Managers who administer the capital improvement program working in concert with other City departments, elected officials, the community, other governmental agencies and stakeholders. At present, City employees in CIP are is assisted by industry partners, which are leading private sector firms recognized for program, production and construction management expertise. City of Miami -Office of Strategic Planning, Budgeting and Performance 178 (.:it\• of Miami One City, One Future Capital Improvement Administration The CIP Office is organized by function into the following divisions: • Director's Office . Production (Engineering & Design) Management • Construction Management . Fiscal Management & Program Planning • Procurement & Contracts Administration • Communications & Community Outreach Strategic Accomplishments Improved Business and Service Delivery Processes • Information workshop held on March 2009 for construction -related professional service firms. The workshop, entitled "Conducting Business with the City of Miami's Capital Improvements Program", was attended by over 140 industry professionals. • Renewed Job Order Contracting (JOC) contracts. • Hired certified industry professionals to bring departmental staffing to optimum level. • Completed projects while receiving fewer resident complaints. Restored, Maintained and Beautified Urban and Residential Infrastructures • Completed the 2008-2009 Multi -Year Capital Plan. • Advanced the Homeland Defense/Neighborhood Improvement Bond invoiced expenditures to over $178.0 million as of May 2009. • Advanced the Street Bond invoiced expenditures to over $28.5 million as of May 2009. Other Accomplishments • Coordinated and hosted 12 groundbreaking and ribbon cutting ceremonies for capital projects including Melreese Clubhouse & Restaurant, Jose Marti Gymnasium, Paul S. Walker Park, Buena Vista Heights Phase II, Dorothy Quintana Community Center, Henderson Park New Office/Restroom Facility and New Fire Station No. 11. • Coordinated 17 Homeland Defense/Neighborhood Improvements Bond Oversight Board and Audit Subcommittee meetings, and 5 Museum Park Committee meetings. • Scheduled, coordinated and facilitated 20 neighborhood and community outreach meetings to inform and/or obtain input from residents, stakeholders, and homeowner associations. City of Miami -Office of Strategic Planning, Budgeting and Performance 179 City of Miami One City, One Future Capital Improvement Administration Objectives and Key Deliverables Provide Excellent Customer Service • Provide initial response to inquiries received through phone calls, emails or other correspondence within 2 days of receipt. Restore, Maintain and Beautify Urban and Residential Infrastructures • Establish a Project Delivery Schedule by end of October 2009 for capital projects to be implemented over next three years. City of Miami -Office of Strategic Planning, Budgeting and Performance 180 City of Miami One City, One Future Non -Departmental Accounts Department Head: Mike Boudreaux Phone: (305) 416-1585 MBoudreaux@miamigov.com 2009-10 Expenditure Budget compared to 2008-09 Adopted Budget Personnel Expenses Operating Expenses Capital Outlay Non -Operating Expenses 2007-08 2008-09 2009-10 Actual Adopted Expenditure Increase Percent Expenditures Budget Budget (Decrease) Change $521,867 3,374,129 7,605 $35,563,576 ($15,240,175) 3,045,666 0 40,924,191 ($5,879,387) 9,360,788 61.4% 979,177 (2,066,489) -67.9% 0 0 0.0% 17,771,987 (23,152,204) -56.6% Total $39,467,177 $28,729,682 $12,871,777 ($15,857,905) -55.2% 2009-10 Full-time Equivalent Positions compared to 2008-09 Adopted Budget Classified Positions Unclassified Positions Managerial / Confidential Executives 2007-08 2008-09 2009-10 Final Adopted Proposed Increase Percent Budget Budget Budget (Decrease) Change 0.0 0.0 11.0 11.0 0.0 0.0 1.0 1.0 0.0 0.0 0.0 1.0 0.0 0.0% -100.0% 0.0% 0.0% Total 12.0 12.0 1.0 (11.0) -91.7% Department Description Non -Departmental Accounts (NDA) is composed of all city-wide activities not otherwise specified in other City departments. City of Miami -Office of Strategic Planning, Budgeting and Performance 181 City of Miami One City, One Future Non -Departmental Accounts FY'09 FY'10 Adopted Proposed Program / Department Budget FTEs Add (Reduce) Budget FTEs Bay Front Park Trust CEO for Cities Community Relations Board Contingency Reserve Dade League of Cities FACE -Office of Film FACE -Office of Special Events Festivals Florida League of Cities Greater Miami Chamber of Commerce Legal Services Legislative Liaison Mayor's International Council Florida League of Mayors Off -Street Parking Quality of Life Task Force Archive One Mercer Services $585,000 5,000 192,772 5,000,000 14,453 263,880 179,306 750,000 40,482 3.0 3.0 3.0 ($585,000) (5,000) (192,772) 10,050 600,000 (14,453) (263,880) (179,306) (750,000) (40,482) (10,050) $0 0 0 5,000,000 0 600,000 525,000 411,168 2.0 1,000 80,000 156,053 90,000 60,644 (325,000) 200,000 (411,168) (1,000) 80,000 (156,053) (90,000) (60,644) City of Miami -Office of Strategic Planning, Budgeting and Performance 182 City of Miami One City, One Future Non -Departmental Accounts Reserve for Emergencies Allapattah Business Development Belafonte Tacolcy Business Improvement Committee Foundation of Community Assistance and Leadership (FOCAL) Miami River Commission Salary Attrition Severance Pay Living Wage Ordinance Special Assessment District Tax U.S. Conference of Mayors Other Post Employment Benefits (OPEB) Bay -front / Riverfront Land Acquisition Trust Storm -Water Utility Funds Contribution to Capital Program City -Wide Poverty Initiative Prgram City -Wide Vehicle Replacement IAFF Retiree Health Plan Contribution to Community Development - Repayment of US Department of Housing (HUD) Civilian Investigative Panel 504,087 150,000 86,675 200,000 165,000 25,000 (150,000) (150,000) (86,675) (200,000) (165,000) (25,000) 354,087 0 0 0 0 0 (21,000,000) 16,000,000 (5,000,000) 5,000,000 0 10,000 76,506 (5,000,000) (1,000,000) (76,506) 5,000,000 (5,000,000) 74,000 1,641,885 0 (1,000,000) 10,000 0 0 74,000 1,641,885 983,557 1.0 (868,431) 120,618 (3,000,000) 4,721,101 0 0 928,000 1,721,101 325,000 325,000 1,385,556 (464,000) 464,000 1,385,556 1.0 City of Miami -Office of Strategic Planning, Budgeting and Performance 183 City of Miami One City, One Future Non -Departmental Accounts Code Enforcement Parking Surcharge Contribution to Street Bonds Repayment Parking Surcharge Contribution to Capital Program Gusman Olympia Liberty City Trust Miami Homeless Programs Nei.hborhood Enhance TeamkNET) Offices Upgrade PC Software and Hardware 3,754,675 777,001 2,022,999 381,000 500,000 720,444 4,498,887 1,327,250 Public Facilities -Capital Requirements 879,488 Virginia Key Beach Trust 1,250,000 Parks and Green Space Acquisition 1,000,000 Elderly Services 300,000 Action Community Center 200,000 Solid Waste Equipment Purchase 2,587,315 20% Parking Surcharge Contribution to Coconut Grove Business Im.rovement Committee 0 FIPO Pension Stabilization Fund 1,000,000 Total -Non-Departmental Accounts $28,729,682 (3,754,679) 0 (117,063) 659,938 (32,937) 20,000 (500,000) (630,217) (4,498,887) 1,990,062 401,000 0 90,227 0 (1,327,250) 0 (325,000) 554,488 (1,250,000) 0 (1,000,000) 0 62,500 362,500 (200,000) 0 250,000 2,587,315 250,000 (1,000,000) 0 12.0 ($15,857,905) 12,871,777 1.0 City of Miami -Office of Strategic Planning, Budgeting and Performance 184 $ 70, 000, 000 $60,000,000 $ 50, 000, 000 $40,000,000 $30,000,000 $ 20, 000, 000 $10,000,000 $- Pensions City Retirement Contributions FY 1998 to FY 2010 FY98 FY99 FY00 FY01 FY02 FY03 FY04 FY05 FY06 FY07 FY08 FY09 FY10 FI PO GESE Trust Other City of Miami -Office of Strategic Planning, Budgeting, and Performance $2,000,000 $1,800,000 $1,600,000 $1,400,000 $1,200,000 $1,000,000 $800,000 $600,000 $400,000 $ 200, 000 $- Pensions (Other) City Retirement Contribution FY 1998 to FY 2010 FY98 FY99 FY00 FY01 FY02 FY03 FY04 FY05 FY06 FY07 FY08 FY09 FY10 GESE -Excess Benefit GESE -Staff Trust EORT ICMA 401(a) City of Miami -Office of Strategic Planning, Budgeting, and Performance City of Miami Revenues (Inflows) Pension Summary One City, One Future FY 2010 FY 2009 Increase FY 2009 FY 2008 Actual Proposed Budget Adopted Budget (Decrease) Revised Budget @ 9/30/08 General Fund Revenues $93,710,890 $66,387,187 $27,323,703 $66,387,187 $65,116,476 (Contributions from General Fund) 427,745 (427,745) 427,745 Total Revenues (Inflows) $93,710,890 $66,814,932 $26,895,958 $66,814,932 $65,116,476 Expenditures (Outflows) Administrative Costs Retirement Contributions - GESE Trust Retirement Contributions - GESE Excess Benefit Retirement Contributions - FIPO Retirement Contributions - EORT City Pension Contribution - ICMA 401(a) Total Expenditures(Outflows) $4,735,028 $4,895,762 25,845,550 23,351,665 962,530 473,240 59,478,244 36,993,395 ($160,734) 2,493,885 489,290 $4,895,762 $4,424,851 23,351,665 22,762,902 473,240 450,000 22,484,849 36,993,395 36,445,993 1,900,000 427,745 1,472,255 789,538 427,745 470,910 673,125 116,413 673,125 561,820 $93,710,890 $66,814,932 $26,895,958 $66,814,932 $65,116,476 City of Miami -Office of Strategic Planning, Budgeting, and Performance 187 Cit\• ()i Ii �t�1i Revenues (Inflows) Franchise Fees and Other Taxes Interest (Transfers -IN) Fines and Forfeitures Intergovernmental Revenues Licenses and Permits Other Revenues (Fund Balance Allocation) Charges for Services Total Revenues (Inflows) Expenditures (Outflows) General Government Planning & Development Community Development Public Works Public Safety Public Facilities Parks & Recreation (Transfers -OUT) Total Expenditures (Outflows) Summary of FY 2009 Proposed Budget Special Revenue Funds FY 2010 Proposed Budget One City, One Future FY 2009 Increase FY 2009 FY 2008 Adopted Budget (Decrease) Revised Budget Actual @ 9/30/08 $68,576,117 $68,541,819 $34,298 $68,541,819 $69,236,473 2,000 16,636 (14,636) 16,636 497,894 9,237,489 18,233,086 (8,995,597) 18,233,086 28,491,449 O 866,018 (866,018) 866,018 33,198 56,364,296 46,791,037 9,573,259 46,791,037 70,239,588 O 0 0 0 56,050 5,916,715 13,459,300 (7,542,585) 13,459,300 6,531,939 36,705,074 40,960,616 (4,255,542) 40,960,616 73,382 7,208,944 6,864,210 344,734 6,864,210 9,885,776 184,010,635 195,732,722 (11,722,087) 195,732,722 185,045,749 6,633,778 16,907,328 (10,273,550) 16,907,328 14,862,750 3,509,912 5,538,674 (2,028,762) 5,538,674 447,910 43,499,936 34,295,404 9,204,532 34,295,404 41,042,197 1,195,266 1,294,889 (99,623) 1,294,889 196,378 28,153,245 37,391,232 (9,237,987) 37,391,232 18,711,654 3,825,410 4,017,920 (192,510) 4,017,920 3,556,346 4,125,061 2,291,462 1,833,599 2,291,462 3,134,377 93,068,027 93,995,813 (927,786) 93,995,813 99,233,230 $184,010,635 $195,732,722 ($11,722,087) $195,732,722 $181,184,840 City of Miami -Office of Strategic Planning, Budgeting, and Performance 188 Revenues (Inflows) -Special Revenue Funds $184,010,635 Other $7,210,944 4% Other Revenues (Inflows) $42,621,789 23% • Franchise Fees and Other Taxes $68,576,117 37% I ntergovernmental (Transfers -IN) Revenues $9,237,489 $56,364,296 5% 31% Other 1 Interest $2,000 Charges for Services $7,208,944 1 � Fines and Forfeitures $0 City of Miami -Office of Strategic Planning, Budgeting, and Performance 189 Special Revenue Funds City of Miami Schedule of Revenues (Inflows) One City, One Future Percent of FY 2010 FY 2010 FY 2009 FY 2009 FY 2008 Proposed Proposed Budget Adopted Budget Revised Budget Actual @ 9/30/08 Revenues (Inflows) Franchise Fees and Other Taxes S,U&F Taxes -Local Option Fuel $6,209,330 $7,254,152 $7,254,152 $6,979,401 Utility Service Fee -Electricity 22,821,464 22,356,016 22,356,016 22,277,609 Utility Service Fee -Water 3,216,591 3,094,125 3,094,125 3,107,659 Utility Service Fee -Gas 1,238,926 1,227,225 1,227,225 1,163,595 Utility Service Fee -Fuel Oil 17,617 18,000 18,000 17,344 Public Service Tax 35,072,189 34,592,301 34,592,301 35,690,865 Utility Service Fee -Other Taxes Total -Franchise Fees and Other Taxes 37.27% 68,576,117 68,541,819 68,541,819 69,236,473 Interest Miscellaneous -Interest 6,096 6,096 11,893 Miscellaneous -Interest & Penalty 2,000 472,064 CFS -PE -Garbage/Solid Waste Revenue Misc. Net Increase (Decrease) in Fair Market Value of Investments 10,540 Total -Interest 10,540 13,936 0.0010/0 2,000 16,636 16,636 497,894 (Transfers -IN) Other -Interfund Transfer 9,237,489 18,233,086 18,233,086 28,491,449 Total (Transfers -IN) 5.02% 9,237,489 18,233,086 18,233,086 28,491,449 Fines and Forfeitures Fines -Judgment & Fines 33,198 Fines -Other Fines and/or Forfeits Total -Fines and Forfeitures Intergovernmental Revenues 866,018 866,018 0.000/0 0 866,018 866,018 33,198 City of Miami -Office of Strategic Planning, Budgeting, and Performance 190 city o :\Ii:�t� i Special Revenue Funds Schedule of Revenues (Inflows) One City, One Future Percent of FY 2010 FY 2010 FY 2009 FY 2009 FY 2008 Proposed Proposed Budget Adopted Budget Revised Budget Actual @ 9/30/08 Federal Grants 44,314,582 32,696,380 32,696,380 48,817,818 State Grants 730,081 2,216,228 2,216,228 2,205,898 State Shared Revenues 2,500 2,500 5,000 Grants from Other Local Units 11,282,133 11,875,929 11,875,929 16,704,666 Shared Revenues from Other Local Units 37,500 2,506,206 Payments from Other Local Units in Lieu of Taxes Total -Intergovernmental Revenues 30.630/0 56,364,296 46,791,037 46,791,037 70,239,588 Licenses and Permits Other Licenses, Fees and Permits CFS -Other Charges for Services Total -Licenses and Permits Other Revenues CFS -Garbage/Solid Waste Revenue CFS -Other General Government Charges and Fees Misc. Disposition of Fixed Assets Misc. Contribution and Donations from Private Sources CFS -Other Charges for Services Other Miscellaneous Revenues Misc. Contra Revenue for Bad Debt Other -Interfund Transfer Other NonOperating Sources Total -Other Revenues(Inflows) (Fund Balance Allocation) 56,050 0.00% 0 0 0 56,050 9,379 8,523 112,400 107,649 5,804,315 870,000 870,000 1,590,864 12,589,300 12,589,300 176,443 640,151 3,998,930 3.220/0 5,916,715 13,459,300 13,459,300 6,531,939 19.95% 36,705,074 40,960,616 40,960,616 73,382 City of Miami -Office of Strategic Planning, Budgeting, and Performance 191 Special Revenue Funds City of Miami Schedule of Revenues (Inflows) Charges for Services Other Licenses, Fees & Permits State Shared Revenues One City, One Future Percent of FY 2010 FY 2010 FY 2009 FY 2009 FY 2008 Proposed Proposed Budget Adopted Budget Revised Budget Actual @ 9/30/08 100,000 100,000 929,124 Other General Government Charges and Fees 112,675 Emergency Service Fees 600,872 Protective Inspection Fees 10,269 Other Public Safety Charges and Fees 60,000 548,723 Garbage/Solid Waste Revenue Sewer / Wastewater Utility 143,904 Transportation Tolls 2,525,610 2,661,110 2,661,110 2,375,566 Other Transportation Special Recreation Facilities 1,345,835 1,477,774 1,477,774 1,272,769 Other Culture/Recreation 153,750 153,750 930,188 CFS Rents and Royalties 108,000 1,811,252 Other Charges for Services 749,170 Other Fines and/or Forfeits 913,446 Misc. Rents and Royalties 2,240,375 2,374,500 2,374,500 416,943 Other Miscellaneous Revenues 97,076 97,076 Total -Charges for Services 3.92% 7,208,944 6,864,210 6,864,210 9,885,776 Total Revenues (Inflows) 100.000/0 $184,010,635 $195,732,722 $195,732,722 $185,045,749 City of Miami -Office of Strategic Planning, Budgeting, and Performance 192 (Transfers -OUT) _ $93,068,027 50% Expenditures (Outflows) -Special Revenue Funds $184,010,635 Other $5,320,327 3% General Government $6,633,778 4% Planning & Development $3,509,912 Other Public Works $1,195,266 2% Public Facilities $3,825,410 2% Parks & Recreation $4,125,061 Community Development $43,499,936 24% Public Safety $28,153,245 15% City of Miami -Office of Strategic Planning, Budgeting, and Performance 193 City of Miami Expenditures (Outflows) General Govemment Neighborhood Enhancement Teams (NET) Special Revenue Funds Schedule of Expenditures (Outflows) by Function and Fund One City, One Future FY 2010 FY 2009 Increase FY 2009 FY 2008 Proposed Budget Adopted Budget (Decrease) Revised Budget Actual @ 9/30/08 $4,096,079 ($4,096,079) $4,096,079 $4,434,651 General Special Revenues 2,483,295 $3,201,859 (718,564) 3,201,859 $37,198 City Clerk Services 280,621 263,387 17,234 263,387 61,566 Public Service Tax Department Improvement Initiatives 2,493,740 3,221,884 (728,144) 3,221,884 5,583,248 Transportation and Transit Fund Code Enforcement Total -General Government Planning and Development Economic Development and Planning Services 564,107 812,015 593,797 (29,690) 593,797 442,362 5,530,322 (4,718,307) 5,530,322 4,303,724 6,633,778 16,907,328 (10,273,550) 16,907,328 14,862,750 3,509,912 $5,538,674 (2,028,762) 5,538,674 $447,910 Total -Planning and Development 3,509,912 5,538,674 (2,028,762) 5,538,674 447,910 Public Works 1,195, 266 1,294,889 (99,623) 1,294,889 196,378 Public Safety Fire Rescue Services 11,572,401 17,528,216 (5,955,815) 17,528,216 14,324,346 Law Enforcement Trust Fund 2,210,295 3,007,333 (797,038) 3,007,333 629,425 Police Services 14,370,549 16,855,683 (2,485,134) 16,855,683 3,757,883 Total -Public Safety 28,153,245 37,391,232 (9,237,987) 37,391,232 18,711,654 Public Facilities Parks & Recreation Community Development Community Development Homeless Programs 3,825,410 4,017,920 (192,510) 4,125,061 2,291,462 1,833,599 4,017,920 3,556,346 2,291,462 3,134,377 43,191,123 308,813 33,217,293 9,973,830 33,217,293 39,854,460 1,078,111 (769,298) 1,078,111 1,187,737 City of Miami -Office of Strategic Planning, Budgeting, and Performance 194 City of Miami Total -Community Development (Transfers -OUT) Total Expenditures (Outflows) Special Revenue Funds Schedule of Expenditures (Outflows) by Function and Fund One City, One Future FY 2010 FY 2009 Increase FY 2009 FY 2008 Proposed Budget Adopted Budget (Decrease) Revised Budget Actual @ 9/30/08 43,499,936 34,295,404 9,204,532 34,295,404 41,042,197 93,068,027 93,995,813 (927,786) 93,995,813 99,233,230 $184,010,635 $195,732,722 ($11,722,087) $195,732,722 $181,184,840 City of Miami -Office of Strategic Planning, Budgeting, and Performance 195 City of Miami Positions -Full-Time Equivalents (FTEs) General Government Special Revenue Funds Schedule of Full -Time Positions One City, One Future Gain (Loss) FY 2010 FY 2009 FY 2009 FY'10 Adopted - FY 2008 Proposed Budget Adopted Budget Revised Budget FY'09 Adopted Actual @ 9/30/08 Neighborhood Enhancement Teams (NET) 48.00 48.00 City Clerk Services 1.00 1.00 1.00 Department Improvement Initiatives 2.00 8.00 8.00 General Special Revenue 1.00 1.00 Transportation and Transit Fund 3.30 3.30 3.30 Code Enforcement 0.00 62.00 62.00 (6.00) (1.00) 48.00 4.30 62.00 Total -General Government 6.30 123.30 123.30 Planning and Development Economic Development and Planning Services (117.00) 114.30 2.00 5.00 5.00 (3.00) 2.00 5.00 5.00 (3.00) 0.00 Public Safety Fire Rescue Services: Sworn 2.00 7.64 7.64 (5.64) 11.11 Civilian 4.00 3.00 3.00 1.00 3.00 Police Services: Sworn 0.00 Civilian 14.80 12.20 12.20 12.20 Total -Public Safety Public Facilities Parks & Recreation Community Development Community Development Homeless Programs 20.80 22.84 22.84 (2.04) 26.31 4.34 4.34 5.00 5.00 58.00 4.34 5.34 5.00 5.00 55.00 55.00 2.00 8.00 8.00 (6.00) City of Miami -Office of Strategic Planning, Budgeting, and Performance 196 City of Miami Total -Community Development Total Full -Time Positions Special Revenue Funds Schedule of Full -Time Positions One City, One Future Gain (Loss) FY 2010 FY 2009 FY 2009 FY'10 Adopted - FY 2008 Proposed Budget Adopted Budget Revised Budget FY'09 Adopted Actual @ 9/30/08 60.00 63.00 63.00 (3.00) 0.00 98.44 223.48 223.48 (125.04) 150.95 City of Miami -Office of Strategic Planning, Budgeting, and Performance 197 { _ity of \Ihrni One City, One Future General Special Revenues Department Head: Mike Boudreaux Phone: 416-1585 MBoudreaux@miamigov.com 2009-10 Proposed Budget compared to 2008-09 Adopted Budget 2007-08 Actual 2008-09 2009-10 Adopted Proposed Increase Percent Budget Budget (Decrease) Change (Transfers -In) $7,337,535 $5,225,657 $5,225,157 ($500) 0.0% Intergovernmental Revenues 210,125 65,000 0 (65,000) (100.0%) Other Revenues 0 3,136,859 2,483,295 (653,564) (20.8%) Total Revenues $7,547,660 $8,427,516 $7,708,452 ($719,064) (8.5%) Personnel Expenses $37,198 $62,500 $0 ($62,500) (100.0%) Operating Expenses 0 2,500 0 (2,500) (100.0%) Capital Outlay 0 0 0 0 0.0% Non -Operating Expenses 2,590,852 8,362,516 7,708,452 (654,064) (7.8%) Total Expenditures $2,628,050 $8,427,516 $7,708,452 ($719,064) (8.5%) 2009-10 Full-time Equivalent Positions compared to 2008-09 Adopted Budget 2007-08 2008-09 2009-10 Final Adopted Proposed Increase Percent Budget Budget Budget (Decrease) Change Classified Positions 0.0 0.0 0.0 0.0 0.0% Unclassified Positions 0.0 1.0 1.0 0.0 0.0% Managerial / Confidential 0.0 0.0 0.0 0.0 0.0% Executives 0.0 0.0 0.0 0.0 0.0% Total 0.0 1.0 1.0 0.0 0.0% Fund Description This fund accounts for special revenue programs and activities not otherwise specified within other special revenue funds. City of Miami -Office of Strategic Planning, Budgeting and Performance 198 (.:it\• of Miami One City, One Future Code Enforcement Fund Department Head: Mariano Loret de Mola Phone: (305) 416-2039 MDeMola@miamigov.com 2009-10 Proposed Budget compared to 2008-09 Adopted Budget 2008-09 2009-10 2007-08 Adopted Proposed Increase Percent Actual Budget Budget (Decrease) Change Interest $2,540 $0 $0 $0 0.0% (Transfers -In) 7,479,053 8,333,613 0 (8,333,613)-100.0% Intergovernmental Revenues (11,442) 0 0 0 0.0% Other Revenues 3,391 1,292,788 752,015 (540,773) -41.8% Charges for Services 548,723 0 60,000 60,000 100.0% Total Revenues $8,022,265 $9,626,401 $812,015 $(8,814,386) -91.6% Personnel Expenses $7,671,477 $7,622,463 $0 $(7,622,463)-100.0% Operating Expenses 947,894 711,150 0 (711,150)-100.0% Capital Outlay 119,004 0 60,000 60,000 100.0% Non -Operating Expenses 0 1,292,788 752,015 (540,773) -41.8% Total Expenditures $8,738,375 $9,626,401 $812,015 $(8,814,386) -91.6% 2009-10 Full-time Equivalent Positions compared to 2008-09 Adopted Budget 2007-08 2008-09 2009-10 Final Adopted Proposed Increase Percent Budget Budget Budget (Decrease) Change Classified Positions Unclassified Positions Managerial / Confidential Executives 51.00 51.00 0.00 9.00 9.00 0.00 0.00 0.00 0.00 2.00 2.00 0.00 (51.00)-100.0% (9.00)-100.0% 0.00 0.0% (2.00)-100.0% Total 62.00 62.00 0.00 (62.00)-100.0% City of Miami -Office of Strategic Planning, Budgeting and Performance 199 { _AAA. of Miami One City, One Future City Clerk Services Department Head: Priscilla A. Thompson Phone: (305) 250-5360 PThompson@miamigov.com 2009-10 Proposed Budget compared to 2008-09 Adopted Budget 2007-08 Actual 2008-09 2009-10 Adopted Proposed Increase Percent Budget Budget (Decrease) Change (Transfers -In) $35,000 $35,000 $35,000 0 0.0% Other Revenues 1,712 228,387 245,621 17,234 7.5% Charges for Services 126,024 0 0 0 0.0% Total Revenues $162,736 $263,387 $280,621 $17,234 6.5% Personnel Expenses $30,233 $35,000 $35,000 0 0.0% Operating Expenses 31,333 0 0 0 0.0% Capital Outlay 0 0 0 0 0.0% Non -Operating Expenses 340,000 228,387 245,621 17,234 7.5% Total Expenditures $401,566 $263,387 $280,621 $17,234 6.5% 2009-10 Full-time Equivalent Positions compared to 2008-09 Adopted Budget 2007-08 2008-09 2009-10 Final Adopted Proposed Increase Percent Budget Budget Budget (Decrease) Change Classified Positions 1.0 1.0 1.0 0.0 0.0% Unclassified Positions 0.0 0.0 0.0 0.0 0.0% Managerial / Confidential 0.0 0.0 0.0 0.0 0.0% Executives 0.0 0.0 0.0 0.0 0.0% Total 1.0 1.0 1.0 0.0 0.0% Fund Description The City Clerk Services Special Revenue Fund accounts for the operations of the Passport Facility, Municipal Archives and Records and other City Clerk related programs. City of Miami -Office of Strategic Planning, Budgeting and Performance 200 City of Miami One City, One Future Public Service Tax Department Head: Pete S. Chircut Phone: (305) 416-1945 PChircut@miamigov.com 2009-10 Proposed Budget compared to 2008-09 Adopted Budget 2007-08 Actual 2008-09 2009-10 Adopted Proposed Increase Percent Budget Budget (Decrease) Change Utility Service Fee -Electricity $22,277,609 $22,356,016 $22,821,464 $465,448 2.1% Utility Service Fee -Water 3,107,659 3,094,125 3,216,591 122,466 4.0% Utility Service Fee -Gas 1,163,594 1,227,225 1,238,926 11,701 1.0% Utility Service -Fuel Oil 17,344 18,000 17,617 (383) (2.1%) Other Revenues 1,212,563 0 0 0 0.0% Public Service Tax 35,690,865 34,592,301 35,072,189 479,888 1.4% Total Revenues $63,469,633 $61,287,667 $62,366,787 $1,079,120 1.8% Personnel Expenses $0 $0 $0 $0 0.0% Operating Expenses 0 0 0 0 0.0% Capital Outlay 0 0 0 0 0.0% Non -Operating Expenses 63,469,633 61,287,667 62,366,787 0 0.0% Total Expenditures $63,469,633 $61,287,667 $62,366,787 $1,079,120 1.8% Fund Description The Public Service Tax Fund accounts for the collection of utility service taxes levied on purchases of public services. City of Miami -Office of Strategic Planning, Budgeting and Performance 201 City of Miami One City, One Future Department Improvement Initiatives Department Head: Mike Boudreaux Phone: (305) 416-1585 MBoudreaux@miamigov.com 2009-10 Proposed Budget compared to 2008-09 Adopted Budget 2007-08 Actual 2008-09 2009-10 Adopted Proposed Increase Percent Budget Budget (Decrease) Change (Transfer -In) $883,166 $983,557 $120,588 ($862,969) -87.7% Federal Grants 335,000 0 0 0 0.0% State Grants 82,498 0 0 0 0.0% Grants from Other Local Units 1,204,705 0 0 0 0.0% Other Miscellaneous Revenues 30,800 2,238,327 2,373,152 134,825 6.0% Total Revenues $2,536,169 $3,221,884 $2,493,740 ($728,144) -22.5% Personnel Expenses $591,602 $47,337 $0 ($47,337)-100.0% Operating Expenses 3,613,213 18,063 0 (18,063)-100.0% Capital Outlay 1,166,760 0 0 0 0.0% Non -Operating Expenses 664,978 3,156,484 2,493,740 (662,744) -21.0% Total Expenditures $6,036,553 $3,221,884 $2,493,740 ($728,144) -22.5% 2009-10 Full-time Equivalent Positions compared to 2008-09 Adopted Budget 2007-08 2008-09 2009-10 Final Adopted Proposed Increase Percent Budget Budget Budget (Decrease) Change Classified Positions 0.0 0.0 0.0 0.0 0.0% Unclassified Positions 3.0 8.0 2.0 (6.0) -75.0% Managerial / Confidential 0.0 0.0 0.0 0.0 0.0% Executives 0.0 0.0 0.0 0.0 0.0% Total 3.0 8.0 2.0 (6.0) -75.0% City of Miami -Office of Strategic Planning, Budgeting and Performance 202 .) City of Miami One City, One Future Department Improvement Initiatives Fund Description The Strategic Department Initiatives Fund accounts for the activity designated for City of Miami initiatives related to quality of life and technology. City of Miami -Office of Strategic Planning, Budgeting and Performance 203 (Ht\• of Miami One City, One Future Transportation and Transit Department Head: Bill Anido Phone: (305) 416-1027 BAnido@miamigov.com 2009-10 Proposed Budget compared to 2008-09 Adopted Budget 2007-08 Actual 2008-09 2009-10 Adopted Proposed Increase Percent Budget Budget (Decrease) Change State Grants $0 $0 $0 $0 0.0% Other - Interfund Transfer 925,363 0 0 0 0.0% Grants From Other Local Units 12,654,846 11,875,929 11,282,133 (593,796) -5.0% Other Miscellaneous Revenues 0 0 0 0 0.0% Total Revenues $13,580,209 $11,875,929 $11,282,133 ($593,796) -5.0% Personnel Expenses $404,725 $0 $0 $0 0.0% Operating Expenses 37,637 0 0 0 0.0% Capital Outlay 0 0 0 0 0.0% Non -Operating Expenses 13,130,919 11,875,929 11,282,133 (593,796) -5.0% Total Expenditures $13,573,281 $11,875,929 $11,282,133 ($593,796) -5.0% 2009-10 Full-time Equivalent Positions compared to 2008-09 Adopted Budget 2007-08 2008-09 2009-10 Final Adopted Proposed Increase Percent Budget Budget Budget (Decrease) Change Classified Positions 0.0 0.0 0.0 0.0 0.0% Unclassified Positions 3.0 2.8 3.0 0.2 7.1% Managerial / Confidential 0.0 0.0 0.0 0.0 0.0% Executives 1.3 0.5 0.5 0.0 0.0% Total 4.3 3.3 3.5 0.2 6.1% Fund Description The Transportation and Transit Fund account for the operations of the City of Miami's transit and transportation projects. City of Miami -Office of Strategic Planning, Budgeting and Performance 204 City of Miami One City, One Future Economic Development and Planning Services Department Head: Pedro Hernandez Phone: 305-416-1025, or 305-250-5400 pgh@miamigov.com 2009-10 Proposed Budget compared to 2008-09 Adopted Budget Interest (Transfers -In) Intergovernmental Revenues Licenses and Permits Other Revenues Charges for Services Total Revenues Personnel Expenses Operating Expenses Capital Outlay Non -Operating Expenses Total Expenditures 2007-08 Actual 2008-09 2009-10 Adopted Proposed Increase Percent Budget Budget (Decrease) Change $0 $0 $0 so 0.0% 0 0 0 0 0.0% 0 0 0 0 0.0% 0 0 0 0 0.0% 0 5,438,674 3,509,912 (2,028,762) -37.3% 0 100,000 0 (100,000) -100.0% $0 $5,538,674 $3,509,912 ($2,028,762) -36.6% $0 $0 $0 $0 0.0% 0 0 0 0 0.0% 0 0 0 0 0.0% 0 5,538,674 3,509,912 (2,028,762) -36.6% $0 $5,538,674 $3,509,912 ($2,028,762) -36.6% 2009-10 Full-time Equivalent Positions compared to 2008-09 Adopted Budget 2007-08 2008-09 2009-10 Final Adopted Proposed Increase Percent Budget Budget Budget (Decrease) Change Classified Positions 0.0 1.0 1.0 0.0 0.0% Unclassified Positions 0.0 3.0 1.0 (2.0) -66.7% Managerial / Confidential 0.0 0.0 0.0 0.0 0.0% Executives 0.0 1.0 0.0 (1.0)-100.0% Total 0.0 5.0 2.0 (3.0) -60.0% Fund Description The Economic Development and Planning Services Fund accounts for special programs and grants from local, state, and federal agencies, which purpose is for economic development and planning activities. City of Miami -Office of Strategic Planning, Budgeting and Performance 205 City of Miami One City, One Future Public Work Services Department Head: Stephanie N. Grindell Phone: (305) 416-1200 SGrindell@miamigov.com 2009-10 Proposed Budget compared to 2008-09 Adopted Budget 2007-08 Actual 2008-09 2009-10 Adopted Proposed Increase Percent Budget Budget (Decrease) Change Interest $43,630 $0 $0 $0 0.0% (Transfers -In) 33,335 0 0 0 0.0% Intergovernmental Revenues 102,304 0 0 0 0.0% Other Revenues 1,568,127 1,294,889 1,195,266 (99,623) -7.7% Charges for Services 0 0 0 0 0.0% Total Revenues $1,747,396 $1,294,889 $1,195,266 ($99,623) -7.7% Personnel Expenses $0 $0 $0 $0 0.0% Operating Expenses 143,258 0 0 0 0.0% Capital Outlay 53,120 0 0 0 0.0% Non -Operating Expenses 0 1,294,889 1,195,266 (99,623) -7.7% Total Expenditures $196,378 $1,294,889 $1,195,266 ($99,623) -7.7% Fund Description The Public Works Services Special Revenue Fund accounts for special programs and grants from local, state, and federal agencies managed by the Public Works Department. City of Miami -Office of Strategic Planning, Budgeting and Performance 206 ( itv of Miami One City, One Future Fire Rescue Services Fund Department Head: Maurice Kemp Phone: (305) 416-5403 MKemp@miamigov.com 2009-10 Proposed Budget compared to 2008-09 Adopted Budget 2007-08 Actual 2008-09 2009-10 Adopted Proposed Increase Percent Budget Budget (Decrease) Change Interest $7,425 $0 $0 $0 0.0% (Transfers -In) 339,883 0 0 0 0.0% Intergovernmental Revenues 9,290,969 482,815 0 (482,815)-100.0% Licenses and Permits 0 0 0 0 0.0% Other Revenues 131,661 16,948,325 11,541,155 (5,407,170) -31.9% Charges for Services 10,269 97,076 31,246 (65,830) -67.8% Total Revenues $9,780,207 $17,528,216 $11,572,401 ($5,955,815) -34.0% Personnel Expenses $2,394,410 $0 $1,718,829 $1,718,829 100.0% Operating Expenses 8,737,835 0 2,039,718 2,039,718 100.0% Capital Outlay 3,192,050 0 3,067,908 3,067,908 100.0% Non -Operating Expenses 43,351 17,528,216 4,745,946 (12,782,270) -72.9% Total Expenditures $14,367,646 $17,528,216 $11,572,401 ($5,955,815) -34.0% 2009-10 Full-time Equivalent Positions compared to 2008-09 Adopted Budget 2007-08 2008-09 2009-10 Final Adopted Proposed Increase Percent Budget Budget Budget (Decrease) Change Civilian Positions 3.00 Sworn Positions 11.11 3.00 4.00 7.64 2.00 1.00 33.3% (5.64) -73.8% Total 14.11 10.64 6.00 (4.64) -43.6% City of Miami -Office of Strategic Planning, Budgeting and Performance 207 City of Miami One City, One Future Fire Rescue Services Fund Fund Description The Fire Rescue Special Revenue Fund accounts for the proceeds that is restricted to expenditures which supplement the City's Fire Rescue operations. Additionally, this fund accounts for grants from local, state, and federal agencies and FEMA reimbursements related to natural disasters. City of Miami -Office of Strategic Planning, Budgeting and Performance 208 City of Miami One City, One Future Law Enforcement Trust Fund Department Head: John Timoney Phone: (305) 603-6100 ChiefofPolice@miami-police.org 2009-10 Proposed Budget compared to 2008-09 Adopted Budget 2007-08 Actual 2008-09 2009-10 Adopted Proposed Increase Percent Budget Budget (Decrease) Change Interest $133,358 $10,636 $0 ($10,636) -100.0% (Transfers -In) 0 0 0 0 0.0% Fines and Forfeitures 0 866,018 0 (866,018)-100.0% Other Revenues 73,360 2,130,679 2,210,295 79,616 3.7% Charges for Services 912,791 0 0 0 0.0% Total Revenues $1,119,509 $3,007,333 $2,210,295 ($797,038) -26.5% Personnel Expenses Operating Expenses Capital Outlay Non -Operating Expenses $15,420 $0 $440,000 $440,000 100.0% 179,600 0 613,044 613,044 100.0% 4,091 0 300,000 300,000 100.0% 430,314 3,007,333 857,251 (2,150,082) -71.5% Total Expenditures $629,425 $3,007,333 $2,210,295 ($797,038) -26.5% Fund Description The Law Enforcement Trust Fund's purpose is to account for confiscated monies awarded to the City for law enforcement related expenditures as stipulated by State Statutes. City of Miami -Office of Strategic Planning, Budgeting and Performance 209 cit\• of \Iiami One City, One Future Police Services Fund Department Head: John Timoney Phone: (305) 603-6100 ChiefofPolice@miami-police.org 2009-10 Proposed Budget compared to 2008-09 Adopted Budget 2007-08 Actual 2008-09 2009-10 Adopted Proposed Budget Budget Increase (Decrease) Percent Change Interest $197,005 $0 $0 $0 0.0% (Transfers -In) 63,987 0 0 0 0.0% Intergovernmental Revenues 3,702,326 0 0 0 0.0% Licenses and Permits 0 0 0 0 0.0% Other Revenues 3,074 16,855,683 13,464,666 (3,391,017) -20.1% Charges for Services 601,526 0 905,883 905,883 100.0% Total Revenues $4,567,918 $16,855,683 $14,370,549 ($2,485,134) -14.7% Personnel Expenses $1,687,530 $0 $199,848 $199,848 100.0% Operating Expenses 1,181,860 0 58,291 58,291 100.0% Capital Outlay 888,493 0 471,062 471,062 100.0% Non -Operating Expenses 0 16,855,683 13,641,348 (3,214,335) -19.1% Total Expenditures $3,757,883 $16,855,683 $14,370,549 ($2,485,134) -14.7% 2009-10 Full-time Equivalent Positions compared to 2008-09 Adopted Budget 2007-08 2008-09 2009-10 Final Adopted Proposed Budget Budget Budget Civilian Positions 12.2 Sworn Positions 0.0 12.2 14.8 0.0 0.0 Increase (Decrease) Percent Change 2.6 21.3% 0.0 0.0% Total 12.2 12.2 14.8 2.6 21.3% City of Miami -Office of Strategic Planning, Budgeting and Performance 210 City of Miami One City, One Future Police Services Fund Fund Description The Police Services Special Revenue Fund accounts for special programs and grants from local, state, and federal agencies, which purpose is for public safety activities. City of Miami -Office of Strategic Planning, Budgeting and Performance 211 City of Miami One City, One Future Public Facilities Department Head: Madeline Valdes Phone: (305) 416-1461 MValdes@miamigov.com 2009-10 Proposed Budget compared to 2008-09 Adopted Budget 2007-08 Actual 2008-09 2009-10 Adopted Proposed Increase Percent Budget Budget (Decrease) Change Interest $561 $6,000 $2,000 ($4,000) -66.7% (Transfers -In) 1,856,172 2,834,815 3,692,517 857,702 30.3% Fines & Forfeitures 33,198 0 0 0 0.0% Intergovernmental Revenues 2,000,000 0 0 0 0.0% Other Revenues (2) 2,156,176 1,134,086 (1,022,090) -47.4% Charges for Services 5,990,681 6,667,134 6,219,820 (447,314) -6.7% Total Revenues $9,880,610 $11,664,125 $11,048,423 ($615,702) -5.3% Personnel Expenses $331,818 $386,268 $366,356 ($19,912) -5.2% Operating Expenses 3,224,528 3,266,277 3,441,569 175,292 5.4% Capital Outlay 0 0 0 0 0.0% Non -Operating Expenses 6,622,441 8,011,580 7,240,498 (771,082) -9.6% Total Expenditures $10,178,787 $11,664,125 $11,048,423 ($615,702) -5.3% 2009-10 Full-time Equivalent Positions compared to 2008-09 Adopted Budget 2007-08 2008-09 2009-10 Final Adopted Proposed Increase Percent Budget Budget Budget (Decrease) Change Classified Positions 1.00 2.00 2.00 0.00 0.0% Unclassified Positions 4.00 2.00 2.00 0.00 0.0% Managerial / Confidential 0.00 0.00 0.00 0.00 0.0% Executives 0.34 0.34 0.34 0.00 0.0% Total 5.34 4.34 4.34 0.00 0.0% Fund Description The Public Facilities Special Revenue Fund accounts for the operations of the James L. Knight International Center and Parking Garage. It also accounts for special projects managed by the Department of Public Facilities. City of Miami -Office of Strategic Planning, Budgeting and Performance 212 City of Miami One City, One Future Parks and Recreation Services Fund Department Head: Ernest Burkeen Phone: (305) 416-1320 EBurkeen@miamigov.com 2009-10 Proposed Budget compared to 2008-09 Adopted Budget 2007-08 Actual 2008-09 2009-10 Adopted Proposed Increase Percent Budget Budget (Decrease) Change Interest $4,847 $0 $0 $0 0.0% (Transfers -In) 25,727 0 0 0 0.0% Intergovernmental Revenues 1,294,678 0 565,326 565,326 100.0% Other Revenues 8,523 2,291,462 3,536,494 1,245,032 54.3% Charges for Services 820,237 0 23,241 23,241 100.0% Total Revenues $2,154,012 $2,291,462 $4,125,061 $1,833,599 80.0% Personnel Expenses $494,927 $0 $510,123 $510,123 100.0% Operating Expenses 1,394,500 2,291,462 3,614,938 1,323,476 57.8% Capital Outlay 1,224,949 0 0 0 0.0% Non -Operating Expenses 24,968 0 0 0 0.0% Total Expenditures $3,139,344 $2,291,462 $4,125,061 $1,833,599 80.0% 2009-10 Full-time Equivalent Positions compared to 2008-09 Adopted Budget Classified Positions Unclassified Positions Managerial / Confidential Executives 2007-08 2008-09 2009-10 Final Adopted Proposed Budget Budget Budget 5.00 5.00 5.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Increase (Decrease) Percent Change 0.00 0.0% 0.00 0.0% 0.00 0.0% 0.00 0.0% Total 5.00 5.00 5.00 0.00 0.0% City of Miami -Office of Strategic Planning, Budgeting and Performance 213 .) City of Miami One City, One Future Parks and Recreation Services Fund Fund Description The Parks and Recreation Services Fund accounts for special programs and grants from local, state, and federal agencies, which purpose is for parks and recreation activities. City of Miami -Office of Strategic Planning, Budgeting and Performance 214 {Illy of Miami One City, One Future Community Development Fund Department Head: George Mensah Phone: (305) 416-1978 GMensah@miamigov.com 2009-10 Proposed Budget compared to 2008-09 Adopted Budget 2007-08 Actual 2008-09 2009-10 Adopted Proposed Increase Percent Budget Budget (Decrease) Change Interest $74,770 $0 $0 $0 0.0% (Transfer -In) 9,073,272 820,444 0 (820,444) -100.0% Fines and Forfeitures 0 0 0 0 0.0% Federal Grants 37,622,732 32,151,065 44,314,582 12,163,517 37.8% State Grants 1,314,817 2,216,228 202,255 (2,013,973) -91.0% Grants from Other Local Units 154,685 0 0 0 0.0% Licenses and Permits 0 0 0 0 0.0% Misc. Contribution and Donations from Private Sources 0 0 0 0 0.0% Other Miscellaneous Revenues 4,698,918 407,667 0 (407,667)-100.0% Other Physical Environment Revenue 0 0 0 0 0.0% Other Charges for Services 0 0 0 0 0.0% Total Revenues $52,939,193 $35,595,404 $44,516,837 $8,921,433 25.1% Personnel Expenses $4,617,986 $4,344,583 $3,968,823 ($375,760) -8.6% Operating Expenses 839,818 724,674 454,795 (269,879) -37.2% Capital Outlay 11,004 0 0 0 0.0% Debt Service 0 0 0 0 0.0% Non -Operating Expenses 36,807,607 30,526,147 40,093,219 9,567,072 31.3% Total Expenditures $42,276,415 $35,595,404 $44,516,837 $8,921,433 25.1% City of Miami -Office of Strategic Planning, Budgeting and Performance 215 City of Miami One City, One Future Community Development Fund 2009-10 Full-time Equivalent Positions compared to 2008-09 Adopted Budget Classified Positions Unclassified Positions Managerial / Confidential Executives 2007-08 2008-09 2009-10 Final Adopted Proposed Increase Percent Budget Budget Budget (Decrease) Change 45.0 45.0 8.0 1.0 2.0 4.0 6.0 5.0 46.0 5.0 2.0 5.0 1.0 4.0 (2.0) 0.0 2.2% 400.0% -50.0% 0.0% Total 61.0 55.0 58.0 3.0 5.5% Fund Description The Community Development Fund accounts for the proceeds from local, state and federal agencies, which aid in the development of a viable urban community in the City of Miami. City of Miami -Office of Strategic Planning, Budgeting and Performance 216 { its of Miami One City, One Future Homeless Programs Department Head: Phone: 2009-10 Proposed Budget compared to 2008-09 Adopted Budget 2007-08 Actual 2008-09 2009-10 Adopted Proposed Increase Percent Budget Budget (Decrease) Change (Transfer -In) $854,512 $720,444 $720,444 $0 0.0% Intergovernmental Revenues 511,756 357,667 0 (357,667)-100.0% Other Miscellaneous Revenues 0 0 218,586 218,586 100.0% Total Revenues $1,366,268 $1,078,111 $939,030 ($139,081) -12.9% Personnel Expenses $693,619 $366,352 $366,352 $0 0.0% Operating Expenses 494,118 354,092 354,092 0 0.0% Capital Outlay 0 0 0 0 0.0% Non -Operating Expenses 0 357,667 218,586 (139,081) -38.8% Total Expenditures $1,187,737 $1,078,111 $939,030 ($139,081) -12.9% 2009-10 Full-time Equivalent Positions compared to 2008-09 Adopted Budget 2007-08 2008-09 2009-10 Final Adopted Proposed Increase Percent Budget Budget Budget (Decrease) Change Classified Positions 0.0 0.0 0.0 0.0 0.0% Unclassified Positions 6.0 8.0 2.0 (6.0) -75.0% Managerial / Confidential 0.0 0.0 0.0 0.0 0.0% Executives 0.0 0.0 0.0 0.0 0.0% Total 6.0 8.0 2.0 (6.0) -75.0% Fund Description This fund accounts for the activities of the City of Miami homeless programs. City of Miami -Office of Strategic Planning, Budgeting and Performance 217 { _ity of \Ihrni One City, One Future Local Option Gas Tax Fund Department Head: Mike Boudreaux Phone: (305) 416-1585 MBoudreaux@miamigov.com 2009-10 Proposed Budget compared to 2008-09 Adopted Budget 2007-08 Actual 2008-09 2009-10 Adopted Proposed Increase Percent Budget Budget (Decrease) Change Franchise Fees and Other Taxes $6,979,401 $7,254,152 $6,209,330 ($1,044,822) (14.4%) Transfers -In 362,956 0 0 0 0.0% Charges for Services 0 0 0 0 0.0% Total Revenues $7,342,357 $7,254,152 $6,209,330 ($1,044,822) (14.4%) Personnel Expenses $0 $0 $0 $0 0.0% Operating Expenses 0 0 0 0 0.0% Capital Outlay 0 0 0 0 0.0% Non -Operating Expenses 7,343,596 7,254,152 6,209,330 (1,044,822) (14.4%) Total Expenditures $7,343,596 $7,254,152 $6,209,330 ($1,044,822) (14.4%) Fund Description The Local Option Gas Tax Fund is to collect levies on motor and special fuels pursuant to Section 336.025 (1) (b) (3) of the 1993 Florida Statutes. The distribution of gas tax proceeds is governed by an inter -local agreement between Miami -Dade County and its municipalities, including Miami. Funds may be used for transportation -related expenses including right-of-way maintenance, for debt service and capital projects related to these program areas. City of Miami -Office of Strategic Planning, Budgeting and Performance 218 City of Miami Revenues (Inflows) Property Taxes Interest (Transfers -IN) Intergovernmental Revenues Other Revenues (Fund Balance Allocation) Total Revenues (Inflows) Expenditures (Outflows) General Obligation Bonds Special Obligation Bonds Total Expenditures (Outflows) Summary of FY 2009 Proposed Budget Debt Service Funds FY 2010 Proposed FY 2009 FY 2009 Budget Adopted Budget Revised Budget One City, One Future FY 2008 Actual @ 9/30/08 $23,273,978 $21,824,818 $21,824,818 $21,327,853 O 372,748 32,791,045 32,719,805 32,719,805 32,400,414 302,475 302,475 302,475 300,000 O 1,369,207 1,000,000 1,502,255 $57,367,498 $54,847,098 $54,847,098 $57,272,476 $24,273,978 $21,824,818 $21,824,818 $21,493,557 33,093,520 33,022,280 33,022,280 27,399,633 $57,367,498 $54,847,098 $54,847,098 $48,893,191 City of Miami -Office of Strategic Planning, Budgeting, and Performance 219 (Transfers -IN) $32,791,045 57% Revenues (Inflows) -Debt Service Funds $57,367,498 Intergovernmental Revenues $302,475 0% +++++ +++++++<. 1•1•*•t ++++++++• + ++++++++++++++• .••••••+++++++++++• + ++++++++++++++++++ • ••••••+++++++++• ++++++++++++++++++++ + ++++++++++++++++++++ + ++++++++++++++++++++ + +++++++++++++++++++++ + ++++++++++++++++++++++� +++++++++++++++++++++•* + +++++++++++++++++++++•* + +++++++++++++++++++++•* + +++++++++++++++++++++++ + ++++++++++++++++++++++++ + ++++++++++++++++++++++++ + ++++++++++++++++++++++++ + +++++++++++++++++++++++++ + ++++++++++++++++++++++•** Fund Balance Allocation $1,000,000 2% 4-•••••++++++++++++++++++++ 4-•••••+++++++++++++++++•** 4-•••••+++++++++++++++++++++ 4-•••••++++++++++++++++++++4' 4-•••••••••••••••••••••••44 • 4-•••••+++++++++++++++++++++++ 4-•••••++++++++++++++++++++++++ 4**# +++++++++++++++++++ .4+ 4-•••••++++++++++++++++++++++++ 4-•••••+++++++++++++++++++++++++ 4-•••••++++++++++++++++•• .4444 4-•••••+++++++++++++++••4 44444. 4-•••••+++++++++++++++*44 +++++++ 4-•••••++++++++++++++*44 +++++++ 4-•••••++++++++++++++*44 ++++++*s ,• ••••••+++++++++++ +++++++++ + ++++++++++++++++++++ +++++++++ + +++++++++++44*4 ++++++++++++++ ++++++++++++++++++++++++++++++* + ++++++++++++++++++++++++++++* ++++++++++++++++++++++++++++4• 444* 444*4•+++++++++++++14444 +++++++++++++++++++++++++++4; +++++++++++++++++++++++„4 ++++++++++++++++++++144 ++++++++++1 •••• Property Taxes $23,273,978 41% City of Miami -Office of Strategic Planning, Budgeting, and Performance 220 City of Miami Debt Service Funds Schedule of Revenues (Inflows) FY 2010 FY 2009 Proposed Budget Adopted Budget FY 2009 Revised Budget One City, One Future FY 2008 Actual @ 9/30/08 Revenues (Inflows) Property Taxes Ad Valorem Taxes -Real $23,273,978 $21,824,818 $21,824,818 $19,886,602 Ad Valorem Taxes -Personal 974,230 Ad Valorem Taxes Real Delinquent 421,854 Ad Valorem Taxes Personal Delinquent 45,166 Total -Property Taxes Interest Miscellaneous -Interest Interest & Penalty -Investment Total -Interest 23,273,978 21,824,818 21,824,818 21,327,853 171,101 201,648 0 0 0 372,748 (Transfers -IN) Other -Interfund Transfer 32,791,045 32,719,805 32,719,805 32,400,414 Total (Transfers -IN) 32,791,045 32,719,805 32,719,805 32,400,414 Intergovemmental Revenues State Shared Revenues 302,475 302,475 302,475 300,000 Total -Intergovernmental Revenues 302,475 302,475 302,475 300,000 Other Revenues Other Debt Proceeds Other Miscellaneous Revenues Total Other Revenues (Fund Balance Allocation) 1,369,207 0 0 0 1,369,207 1,000,000 1,502,255 City of Miami -Office of Strategic Planning, Budgeting, and Performance 221 City of Miami Total Revenues (Inflows) Debt Service Funds Schedule of Revenues (Inflows) One City, One Future FY 2010 FY 2009 FY 2009 FY 2008 Proposed Budget Adopted Budget Revised Budget Actual @ 9/30/08 $57,367,498 $54,847,098 $54,847,098 $57,272,476 City of Miami -Office of Strategic Planning, Budgeting, and Performance 222 Expenditures (Outflows) -Debt Service Funds $57,367,498 • Special Obligation _ Bonds $33,093,520 58% General Obligation Bonds $24,273,978 42% City of Miami -Office of Strategic Planning, Budgeting, and Performance 223 City of Miami Debt Service Funds Schedule of Expenditures (Outflows) One City, One Future FY 2010 FY 2009 FY 2009 FY 2008 Proposed Budget Adopted Budget Revised Budget Actual @ 9/30/08 Expenditures (Outflows) General Obligation Bonds Principal Repayment $10,309,048 $10,295,644 $10,295,644 $10,295,644 Interest and Other Charges 13,865,477 11,112,356 11,112,356 11,112,355 Other Debt Service Costs Operating Expenses 99,453 18,659 18,659 85,559 Total -General Obligation Bonds 24,273,978 21,426,659 21,426,659 21,493,557 Special Obligation Bonds Principal Repayment 11,884,631 12,931,060 12,931,060 Interest and Other Charges 21,199,979 20,082,310 20,082,310 11,047,499 Other Contractual Services Other Debt Service Costs Other Non -Operating Uses Budget Reserves Operating Expenses Total -Special Obligation Bonds Total Expenditures (Outflows) 8,910 16,352,134 8,910 8,910 33,093,520 33,022,280 33,022,280 27,399,633 $57,367,498 $54,448,939 $54,448,939 $48,893,191 City of Miami -Office of Strategic Planning, Budgeting, and Performance 224 City of Miami General Obligation Bonds General Obligation Refunding Bonds Series 1992 Homeland Defense/Neighborhood CIP Series 2002A Homeland Defense/Neighborhood CIP Series 2007A Homeland Defense/Neighborhood CIP Series 2007B General Obligation Refunding Bonds Series 2002A General Obligation Bonds Other Issues General Obligation Refunding Bonds Series 2003 General Obligation Refunding Bonds Series 2003B Homeland Defense/Neighborhood CIP Series 2009 Total General Obligation Bonds Special Obligation Bonds Special Revenue Refunding Bonds Series 1987 Community Redevelopment Revenue Bonds Series 1990 Special Obligation Non -Ad Valorem Series 1995 Special Obligation Non -Ad Valorem Revenue Series 1995 Special Revenue Refunding Bonds Series 2002A Amount Issued Debt Service Funds Bonds and Loans Schedule Summary (Budgetary Basis) Pledged Source(s) Outstanding FY 2009 Balance @ 9/30/08 Interest Rate FY 2010 Proposed Budget (Principal) One City, One Future FY 2010 Proposed Budget Anticipated Balance (Interest) @ 9/30/09 $70,100,000 Property Taxes 4,040,000 5.90% $2,380,000 $171,000 $1,660,000 153,186,406 Property Taxes 35,268,503 3.75% 4,624,047 2,052,544 30,644,456 103,060,000 Property Taxes 102,930,000 4.00% 135,000 5,106,600 102,795,000 50,000,000 32,510,000 23,190,000 Property Taxes Property Taxes Property Taxes 50,000,000 5.00% 25,200,000 4.00% 0 2,499,569 1,610,000 615,000 .5%-4% 18,680,000 Property Taxes 2,925,000 4.00% 4,180,000 Property Taxes 4,080,000 2.00% 50,000,000 1,333,553 23,590,000 300,000 308 315,000 1,235,000 25,000 119,525 1,690,000 137,291 4,055,000 50,000,000 Property Taxes 50,000,000 0 2,445,088 50,000,000 $504,906,406 $275,058,503 $10,309,047 $13,865,478 $264,749,456 Contributions from Special $65,271,325 Revenue Funds 5,074,180 5.25%-7.3% $1,063,229 $4,831,068 $4,010,951 Contributions from CRA and 11,500,000 State of FL. Revenue Sharing 1,825,000 8.50% Contributions from Special 22,000,000 Revenue Funds 640,000 5.4%-5.7% Contributions from Special 72,000,000 Revenue Funds 30,875,000 6.5%-7.25% Contributions from Special 27,895,000 Revenue Funds 25,200,000 3.7%-5.375% 200,000 146,625 1,625,000 640,000 0 2,205,000 18,240 0 2,195, 290 30,875,000 1,146, 227 22,995,000 City of Miami -Office of Strategic Planning, Budgeting, and Performance City of Miami Special Revenue Refunding Bonds Series 2002C Sunshine State Government Financing Commission Loans Sunshine State Government Financing SEOPW -Section 108 HUD Loan Sunshine State Government Financing Wynwood -Section 108 HUD Loan Sunshine State Government Financing Commission -Secondary Loan Sunshine State Government Financing Commission Non -Ad Valorem Variable Rate Refunding Series 2006 Bond Special Obligation Bonds, Series 2007 Street and Sidewalk Improvement Program Grand Central Corporation Loan Parrot Jungle and Gardens County/City Loan 3 Sunshine State Government Financing Commission Loans Wagner Square Section 108 HUD Loan Sunshine State Loan Pool ERP Total Special Obligation Bonds Total Debt Service Funds Amount Issued Debt Service Funds Bonds and Loans Schedule Summary (Budgetary Basis) Pledged Source(s) Outstanding FY 2009 Balance @ 9/30/08 Interest Rate Contributions from Special 28,390,000 Revenue Funds 19,940,000 3%-4.375% FY 2010 Proposed Budget (Principal) One City, One Future FY 2010 Proposed Budget Anticipated Balance (Interest) @ 9/30/09 1,905,000 756,110 18,035,000 Contributions from Special 27,630,900 Revenue Funds 5,851,199 Variable (a) Contribution from Community 5,100,000 Development 1,835,402 747,090 4,015,797 2,750,000 8.57% 450,000 246,098 2,300,000 Contribution from Community 5,500,000 Development 2,285,000 6.50% 325,000 148,525 1,960,000 Contributions from Special 3,500,000 Revenue Funds 920,000 Variable (a) Contributions from Special 42,500,000 Revenue Funds 42,500,000 Variable (a) 290,000 55,200 630,000 O 2,550,000 42,500,000 Contributions from Special 30,615,000 Revenue Funds 27,290,000 Variable (b) 1,840,000 1,695,591 25,450,000 Contributions from Special 80,000,000 Revenue Funds 78,640,000 3.5%-5.0% 1,708,864 Contributions from CRA 1,708,864 0.00% 1,415,000 0 3,810,157 77,225,000 O 1,708,864 Contributions from Special 6,712,000 Revenue Funds 3,112,000 0.00% 1,556,000 1,206,366 1,556,000 3,999,000 Contributions from CRA 3,999,000 Variable (b) Contributions from Special 20,000,000 Revenue Funds 20,000,000 6.00% 0 O 3,999,000 O 1,200,000 20,000,000 $454,322,089 $272,610,243 $13,724,631 $20,752,587 $234,886,612 $959,228,495 $547,668,746 $24,033,678 $34,618,065 $499,636,068 Variable (a) - These variable rate loans are subject to a 12% interest rate cap. Variable (b) - This variable rate loan is subject to LIBOR plus 0.2%. City of Miami -Office of Strategic Planning, Budgeting, and Performance City of Miami One City, One Future Statistical Section City of Miami -Office of Strategic Planning, Budgeting and Performance 227 CjL'' of Miami i Net Assessed Valuation of Taxable Property Last Ten Fiscal Years One City, One Future Personal Net Assessed City of Miami Fiscal Year Residential Property Commercial Property Property Value Tax Rate 2000 5,796,864,025 5,835,981,002 1,480,211,283 13,113,056,310 10.90000 2001 6,000,474,083 6,113,340,757 1,657,551,519 13,771,366,359 10.27500 2002 6,612,151,524 6,730,517,606 1,770,392,311 15,113,061,441 10.21300 2003 7,679,048,886 7,380,571,799 1,878,266,085 16,937,886,770 10.06800 2004 8,789,474,779 8,369,950,851 1,711,697,688 18,871,123,318 9.84250 2005 10,364,157,774 9,870,433,741 1,695,110,542 21,929,702,057 9.66625 2006 11,404,465,779 13,896,738,380 1,676,173,129 26,977,377,288 9.26450 2007 14,581,899,932 17,785,200,671 1,722,943,295 34,090,043,898 8.99550 2008 16,950,453,823 20,253,375,181 1,844,607,813 39,048,436,817 7.87750 2009 16,422,104,714 21,603,953,916 1,658,675,402 39,684,734,032 8.25430 2010 24,893,841,924 10,569,028,417 1,686,320,651 37,149,190,992 9.05950 Source: Miami -Dade County Property Appraiser's Office Note: Property in the City of Miami is reasessed each year. State law requires the County Property Appraiser to appraise property at 100% of market value. The Florida Constitution, amended 1/1/95, limited annual increases in assessed value of homestead property to 3% per year or the amount of the Consumer Price Index, whichever is lower. This increase is not automatic since no assessed value shall exceed market value. City of Miami -Office of Strategic Planning, Budgeting, and Performance 228 Lily of Miami Property Tax Rates Direct and Overlapping Governments Last Ten Fiscal Years City of Miami *Overlapping Rates One City, One Future South Florida Water Florida Inland Total City and General Miami -Dade Miami -Dade Miami -Dade Management Environmental Navigation Overlapping Fiscal Year Tax Year Operations Debt Service Total City Schools County Children's Trust Library District Projects District Rates 2001 2000 8.9950 1.2800 10.2750 9.7170 6.4030 0.3510 0.5970 0.0410 27.3840 2002 2001 8.9950 1.2180 10.2130 9.4760 6.2650 0.4510 0.5970 0.0385 27.0405 2003 2002 8.8500 1.2180 10.0680 9.3520 6.2790 0.4860 0.5970 0.0385 26.8205 2004 2003 8.7625 1.0800 9.8425 9.2000 6.2540 0.5000 0.4860 0.5970 0.0385 26.9180 2005 2004 8.71625 0.9500 9.6663 8.6870 6.2200 0.4442 0.4860 0.5970 0.1000 0.0385 26.2390 2006 2005 8.4995 0.7650 9.2645 8.4380 6.1200 0.4288 0.4860 0.5970 0.1000 0.0385 25.4728 2007 2006 8.3745 0.6210 8.9955 8.1050 5.9000 0.4223 0.4860 0.5970 0.1000 0.0385 24.6443 N 2008 2007 7.2999 0.5776 7.8775 7.9480 4.8646 0.4223 0.3842 0.5347 0.0894 0.0345 22.1552 N 2009 2008 7.6740 0.5803 8.2543 7.7970 5.1229 0.4212 0.3822 0.5346 0.0894 0.0345 22.6361 2010 2009 7.6740 0.6595 8.3335 7.9950 5.8324 0.5000 0.4278 0.5346 0.0894 0.0345 23.7472 Source: City of Miami Comprehensive Annual Financial Reports and Miami -Dade County Property Appraiser's Office *Overlapping rates are millage rates of local and county governments that apply to property owners in the City of Miami. Not all overlapping rates apply to all City of Miami property owners. City of Miami -Office of Strategic Planning, Budgeting, and Performance City o f Mia mi Principal Property Taxpayers One City, One Future (Top Ten) Tax Year 2008 Tax Year 2007 Taxpayer 0/0 of Total Net Net Assessed Assessed Value Value Taxpayer 0/0 of Total Net Net Assessed Assessed Value Value Rank Teachers Insurance & Annuity Association of 1 Florida Power & Light Co $374,704,167 1.1% America $262,400,000 0.8% 2 SRI Miami Venture LP 281,063,160 0.9% SRI Miami Venture LP 287,500,000 0.9% Teachers Insurance & Annuity Association of 3 America 274,800,000 0.80/0 Florida Power & Light Co 256,476,419 0.8% 4 Bellsouth Telecommunications 235,219,075 0.70/0 Crescent Miami Center LLC 163,000,000 0.5% 5 Crescent Miami Center LLC 178,000,000 0.5% 1111 Brickell Office LLC 128,800,000 0.4% 6 1111 Brickell Office LLC 138,566,380 0.40/0 Miami Herald Publishing Co. 121,636,670 0.4% 7 Knight-Ridder Newspapers 121,709,457 0.4% City National Bank of Florida 96,241,152 0.3% 8 Terremark Brickell 11 103,758,786 0.3% The Trustees of L&B 92,005,919 0.3% 9 The Trustees of L&B 103,191,113 0.3% Blue Capital US East 91,200,000 0.3% 10 Blue Capital US East 96,296,304 0.3% Cedars Healthcare Group 89,351,175 0.3% Total $1,907,308,442 Total $1,588,611,335 Source: Miami -Dade County Property Appraiser's Office City of Miami -Office of Strategic Planning, Budgeting, and Performance 230 City o f Miami Fiscal Year General Operations Millage Rates 28-Year History Debt Service Total City Millage 1981-82 8.94700 1.71700 10.66400 1982-83 9.06100 1.66800 10.72900 1983-84 9.55140 1.57240 11.12380 1984-85 9.85710 2.05200 11.90910 1985-86 9.85710 2.05200 11.90910 1986-87 9.84000 2.45120 12.29120 1987-88 9.59950 2.22240 11.82190 1988-89 9.59950 2.33810 11.93760 1989-90 9.59950 2.33810 11.93760 1990-91 9.59950 2.33810 11.93760 1991-92 9.59950 2.33080 11.93030 1992-93 9.59950 2.33080 11.93030 1993-94 9.59950 2.21260 11.81210 1994-95 9.59950 2.10600 11.70550 1995-96 9.59950 2.10600 11.70550 1996-97 9.59950 2.10600 11.70550 1997-98 9.59950 1.92000 11.51950 1998-99 10.00000 1.79000 11.79000 1999-00 9.50000 1.40000 10.90000 2000-01 8.99500 1.28000 10.27500 2001-02 8.99500 1.21800 10.21300 2002-03 8.85000 1.21800 10.06800 2003-04 8.76250 1.08000 9.84250 2004-05 8.71625 0.95000 9.66625 2005-06 8.49950 0.76500 9.26450 2006-07 8.37450 0.62100 8.99550 2007-08 7.29990 0.57760 7.87750 2008-09 7.67400 0.58030 8.25430 2009-10 8.40000 0.65950 9.05950 Note: A mill is expressed as $1 in taxes for every $1,000 of assessed valuation. Source: City of Miami Adopted Budgets FY'82 to Present One City, One Future City of Miami -Office of Strategic Planning, Budgeting, and Performance 231 Cii• of Miami One City, One Future Abbreviations and Acronyms ADA Americans with Disabilities Act AFSCME American Federation of State, County & Municipal Employees BDCS Budget Data Collection System CAFR Comprehensive Annual Financial Report CDBG Community Development Block Grant CIP Capital Improvement Program CRA Community Redevelopment Agency CST Combined Simplified Tax EEO Equal Employment Opportunity EPA Environmental Protection Agency FIPO Firefighters and Police Officers Trust Fund FPL Florida Power and Light GAAP Generally Accepted Accounting Principles GASB Governmental Accounting Standards Board GESE General Employees and Sanitation Employees Retirement Fund GOB General Obligation Bond HB-1B House Bill 1B HOME Home Investment Partnership HOPWA Housing Opportunities for Persons with AIDS HUD United States Department of Housing and Urban Development IAFF International Association of Fire Fighters LETF Law Enforcement Trust Fund OPEB Other Post Employment Benefits OSPBP Office of Strategic, Planning, Budgeting & Performance NET Neighborhood Enhancement Team SFOB State Financial Oversight Board SOB Special Obligation Bond SNPB Safe Neighborhood Parks Bond USDA United States Department of Agriculture City of Miami -Office of Strategic Planning, Budgeting and Performance 232 { its of Miami One City, One Future Definition of Terms Account Code: Part of a numbering system designating accounts in such a manner that the symbol used quickly reveals certain required information. Actuarial: A process or methodology that makes future assumptions to determine present contribution requirements to achieve future funding levels that addresses current risk and time. Ad Valorem Taxes: A tax levied on the assessed value of real and tangible personal property (also known as "property taxes"). Allocation: The amount provided by legislative action for planned purchases of goods or services. Allotment: Part of an appropriation that may be expended or encumbered during the fiscal year. Anti -Deficiency Act: A 1998 amendment to the City of Miami Code containing regulations to ensure that departments and department directors do not obligate or spend funds in excess of what was approved in the adopted budget. Appropriation: A legal authorization approved by the City Commission to make expenditures and incur obligations for specific purposes. Assessed Valuation: Is the value of land, buildings, business inventory and equipment as determined annually by the County Property Appraiser in accordance with State Law and used as a basis for levying taxes. Balanced Budget: Is a budget, which estimated recurring revenues equal estimated recurring expenses. Bond: A written promise to pay a specific sum of money at a specified date or dates in the future, together with the periodic interest at a specified rate. Budget: A financial plan of programs, services, and projects that estimates anticipated revenue and projected expenses within a specific period of time (usually 12 months). Budget Amendment: A formal action approved by the City Commission to adjust the fiscal year budget. These amendments take two forms: Transfer of an appropriation from one departmental budget to another; or, the appropriation of new sources of revenue. Budget Message: The opening section of the budget which provides a general summary of the most important aspects of the budget, changes from the current and previous fiscal years, and the views and recommendations of the Mayor and City Manager. Budget Monitoring: The evaluation of a governmental unit or fund in accordance with an approved budget for the purpose of keeping expenditures within the limits of available appropriations and available revenues. City of Miami -Office of Strategic Planning, Budgeting and Performance 233 (.:it\• of \Iiami One City, One Future Definition of Terms Capital Equipment: Equipment with a value in excess of $5,000 and an expected life of more than one year such as automobiles, typewriters and office furniture. Capital Improvement Budget: A plan of capital outlays and the means of financing, including those approved capital projects contained in the six -year Capital Improvement Program. Capital Improvement Plan (CIP): Appropriations of capital projects such as street improvements, building construction, and facility maintenance which are supported by a six -year expenditure plan. This plan details funding sources and expenditure amounts, which these projects will require beyond the one-year period of the annual budget. Capital Outlay: An expenditure category for acquiring equipment, vehicles or machinery, which become additions to the City's fixed assets. Comprehensive Annual Financial Report: The official annual financial report for the City of Miami. It includes five combined statements for each individual fund and account group prepared in conformity with Generally Accepted Accounting Principles (GAAP). Community Development Block Grant: A U.S. Department of Housing and Urban Development grant to support economic development projects and social services for designated low-income areas. Current Taxes: Taxes that are levied and due within one year. DR-420: A form entitled "Certification of Taxable Value" that the City submits annually to the State of Florida and contains specific details about the City's proposed millage rate and certifying compliance with provisions of the Florida statutes. Debt Service Requirement: The amount of money required to pay the principal and interest of all bonds and other debt instruments according to a pre -determined payment schedule. Delinquent Taxes: Taxes which remain unpaid on and after the date on which a penalty for nonpayment is attached. Department: An administrative unit of the City with overall management responsibility to provide a service or an operation for a group of related operations. Disbursement: Payment for goods and services. Division: The second level in the formal City organization in which a specific function is carried out. Several divisions may comprise a single department. City of Miami -Office of Strategic Planning, Budgeting and Performance 234 Liiv of Miami One City, One Future Definition of Terms Encumbrances: An amount of committed funds to purchase a designated item or service or to cover specific contracts which are in the process of being completed. Estimated Revenues: Is the amount of income to be collected during the fiscal year. Exemption: A portion of the total property valuation not subject to property taxes. Expenditure: A transaction involving the exchange of money for payment of present or future obligations. Expenses: An event which an asset is used up or a liability is incurred. Fiscal Year: The time period designated as the beginning and ending period for recording financial transactions. The City of Miami fiscal year is from October 1st to September 30th of the following year. Fixed Assets: Are long-term tangible assets such as land, buildings, machinery, furniture and equipment. Fund: An accounting entity containing a set of self -balancing accounts to record all financial transactions for specific activities or government functions. Seven commonly used funds in public accounting are: general fund, special revenue funds, debt service funds, capital projects funds, enterprise funds, trust and agency funds, and internal service funds. Fund Balance: Is the amount of equity held by the City to support future operations or emergencies. Is the difference between fund assets and fund liabilities. General Fund: The general operating fund used to account for most of the City's financial activities. General Obligation Bonds: Voter approved bonds used to finance a variety of capital improvement projects such as streets, buildings, and improvements. These bonds are backed by the full faith and credit of the issuing government. The repayment of these bonds is usually made from ad valorem taxes based on an approved debt millage rate. Grant: An agreement made by a governmental unit, foundation, or corporation to provide financial contributions for specified purposes. Indirect Cost: Elements of costs necessary to produce a product or service which is not directly traceable to the product or service provided. It is typically associated with payments made by grant -funded activities to cover the City's central service costs. In Miami, a cost allocation plan is developed to recoup central service costs from grants and other sources. Inter -fund Transfers: Contributions made from one fund to another fund within an organization. Inter -local Agreement: A contractual agreement between two or more governmental entities. City of Miami -Office of Strategic Planning, Budgeting and Performance 235 (.:it\• of Miami One City, One Future Definition of Terms Levy: To impose taxes, special assessments, or service charges for City activities. Line -item Budget: A budget that lists each expenditure category (salary, materials, telephone service, travel, etc.) separately, along with the dollar amount budgeted for each category. Local Government Half Cents Sales Tax: The value of 1/2 cent on the State's sales tax, which is returned to the City on the basis of population size and use for transportation related projects. 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 Miami -Dade County in accordance with State law, and which is shared with the cities within the county. Long -Term Debt: Debt with a maturity of more than one year after the date of issuance. Maintenance of Current Level of Service: The resources required to provide the same level of service as provided during the prior year. The estimate takes into account increases in the cost of providing services. Millage Rate: One mill equals $1.00 of tax for each $1,000 of assessed value. The millage rate is the total number of mills of tax assessed against this value. Object Code: An account code which identifies a type of asset, liability, revenue, or expense category. Objective: Specific measurable action that will be taken to achieve a goal. Operating Budget: Is a financial plan for providing programs and services for a specified period. Operating Expenses: Expenses related directly to a department's primary activities. Performance Indicator: A measure used to identify departmental achievements in numerical or statistical terms. Personnel Costs: An expenditure category that includes employee costs such as salary, wages, shift differential, holiday pay, etc. Projections: Forecast of anticipated revenue, expenditures, or other budget amounts for a specific time period, usually one-year. Property Tax Levy: The value derived by multiplying the millage rate by the net taxable assessed value of property in the City. Property Taxes: Taxes paid on the assessed or "just" value of land, buildings, business inventory or equipment. City of Miami -Office of Strategic Planning, Budgeting and Performance 236 (.:it\• of Miami One City, One Future Definition of Terms Proprietary Agency: Commonly called "self-supporting" or "enterprise", these agencies pay for all or most of their cost of operations from user fees. These agencies receive little or no general tax support. Rate Of Return: The yield obtainable on an investment based on its purchase price or its current market price. Reconciliation: A detailed explanation of changes in financial activities from one period to another or from one accounting basis to another. Revenue: An increase in assets of governmental funds that do not increase liability or recovery of expenditure. It includes such items as tax payments, fees for specific services, receipts from other governments, franchise fees, fines, forfeitures, grants, shared revenues and interest income. Rolled -back Millage Rate: The millage rate which will provide the same property tax revenues as was levied during the previous fiscal year, exclusive of levies on new construction, additions to structures, deletions, and property added due to geographic boundary changes. Source of Revenue: Revenues are classified according to their source or point of origin. Strategic Objectives: The object or goal of action that is measurable and attainable within a specific time frame within the strategic plan. Strategic Perspective: The overall vision and strategy utilizing the balanced scorecard methodology. Strategic Themes: The principal unifying element within a strategic plan. Tax Reserve: That portion of the property tax levy estimated to be uncollected during the fiscal year and remains uncollected 60 days beyond the close of the fiscal year. Trim Bill: An acronym referring to House Bill 4D which was an act related to taxation amending Chapter 80-274 of the Florida State Statutes. 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. City of Miami -Office of Strategic Planning, Budgeting and Performance 237