HomeMy WebLinkAboutSupporting Documents-Information For First Budget Hearing-FY2011-12 Proposed BudgetMartinez, Maribel
From: Thompson, Priscilla
Sent: Tuesday, September2O 2011 1:09PM
To: Madinez, Mmribo
Cc: Hannon, Todd; Hernandez, Julia D.
Subject: FVV FY11'12Proposed Budget -VERY IMPORTANT AND TIMELY
Attachments: First Hearing FY11-12 Proposed Budget.pdf
Importance: High
Follow 0pFlag: Follow up
Flag Status: Flagged
K4ahbe|:
For our records.
This relates to8H.3from 9/15/11meeting.
��
/rv,cm^x,/ / . pw�,^v� ur�
City Clerk
(305)250'5370
fax (3O5)858481O
From: VVestaKLynn On Behalf Of Martinez, Johnny
Sent: Wednesday, September 14, 3011 3:54PM
To: AKonsn, Daniel].; Blondet Lillian; Bravo, Alice; Burkeen Ernest Cabrera, Luis; Camero, lose S'; Carswell, Keith;
Ellis, Calvin; Fernandez, Mariano; Ga|lastemuiElvi;Garcia, Francisco; Gomez, Diana; Guadix, Sergio;
Kemp, Maurice L; Menendez, KirkR; Mensak Barnabv Pmitt, Beverly; Riquelme, Mario; Robertson,
Kenneth; SosaAlbert; Thompson, Priscilla; Torres, Cindy; Valdes Madeline; Watkins, Zah;VVhea|er, )Zayon
Angel; Alfonso, Daniel l; 8londet Lillian; Bravo, Alice; Burkeen, Ernest; Cabnera, Luis; Camenz Jose S.; Carswell, Keith
Ellis, Calvin; Fernandez, Mariano; Ga|lasteouiElvi;Garcia, Francisco; Gomez, Dkana;Guadix, Smrgio/lhekwabn Nomhbe;
Kemp, Mauricei; Menendez, NirhR; Mensah, George; Min, 8arnobv Pruitt, Riquelme, Mario;
Kenneth; Gosa,Albert; Torres, Cindy; Valdes, Madeline; Wheeler Havdee; Zayon, Angel
Cc: Bravo, Alice; Cabrera, Luis City Mgr)
Subject: FY11-12Proposed Budget -VERY IMPORTANT AND TIMELY
Importance: High
Dear Departmental Directors,
Please take this opportunity to review the attached memo. Commissioners will likely be inquiring at tomorrow's First
Budget Meeting asAo how the reductions cited for your respective department may impact each respective commission
district. (For example — if Parks will not be filling a Parks Manager position , which Park in which District will this affect.)
Please be prepared to address. This may not apply to all departments. *
Many thanks,
LynnVVestaU
Senior Assistant tmthe City Manager
City ofMiami
3500Pan American Drive
Miami FL]3133
305-250-5407 (office)
305-250-5410 (fax)
2
CITY OF MIAMI, FLORIDA -
INTER -OFFICE MEMORANDUM
TO:
Honorable Mayor and
Members of the City Commission
Johnny Martinez, P.
City Manager
ENCLOSURES:
Information for First Budget
Hearing —FY2Ol1-12 Proposed
Budget
The preparation ofthe FY3O11^12Proposed Budget has been challenging, es|eda|k/foUovvng
the substantial reductions ofthe previous year. VVwhave put forth aProposed Budget for your
consideration that usmsfheStatw defined Roll Back Rate for property taxes; a move which
lowered the actual nn|||a0e rate from 7'674 to 7.571; av#ids'service reductions or mass |my'nfs,
and minimizes fee increases. In this memorandum, I will sum marize some of the efforts that the
d | istrati�n has,put achieve task. administration pu to this .
The figures discussed in this document are not in a chronological format, but -they depict the
facts that affect the budget We also provide a summary description and attachments of the
changes that took place in revenue and departmental budgets 6etm/een July 14 mkmhen
departmental 'expense summary reports Where provided to the Commission) and the current
The report adds detail to the that will be considered by the
Commission onthe evening ofSeptember 15~,3011 The Proposed Operating Revenue Budget
for FY3D11-22 is.$470.938ni||ion. The expense budgetlnc|udesDepartmental adjustments of
-$4.75 million and eliminates 140vacan% positions; an additional $3.15 million is reduced from
Non -Departmental expenses. The amount of reduction yet to be determined \nad to balance the
operating expense FY3011'12Budget is'$22.75million.
The Shortfall
On June 23, 2011 during our Budget discussion at the City Commission, we informed the
members of the Commission that the anticipated shortfall between revenue and expense for
the coming fiscal year, assuming the same level of service, was approximately $53.75 million.
In July 3011,vxm received additional information that impacted projected revenues when the
State of Florida Revenue Estimating Conference issued revised revenue distribution figures.
Most significant among the changes was the reduction of$6�.1million for the Communication
Service Tax figure. Additionally, the estinlatw for the Local Option Gas Tam was also lowered by
$1.03 million. Finally, when the [itv's Estimating Committee met on August 31s', it
recommended that various revenue line items be adjusted. The adjustments reflected the
Honorable Mayor and
Members ufthe City Commission
Page 2 of 10
net effect ofall the changes was afurther reduction in revenue of$1.08mniUiominthe Charges
for Services revenue category. The totality ofthe budget gap was approximately $62.SGmillion
(Attachments 1 and 2).
Summary of Revenue and'Expense Adlustments
To tackle this seemingly insurmountable differential between forecasted revenues and planned
expenses staff has taken various steps. First, we took a dmue look at all of the City revenue
estimates. Second, we scrutinized every element of each department's budget. Individual
expense categories were reviewed and adjusted to reflect opportunities for ,educt|ons.
Additionally, we defundad or eliminated vacant positions where it was operationally feasible.
Allocation for General Fund support � �capita| 'improvements or maintenance was largely
eliminated; the reserve for Vacation and sick leave pay used to fund separation costs was
,educed; in short our staff has taken critical view of the budget and curtailed expenses
wherever possible.
The result of the above noted steps was that revenue estimates. were positively adjusted in
various areas where our professional staffaoreedthaf Itwas pmudenttodnso. The increases in
revenue estimates totaled $11.59 million (Attachment 3). On the other side of the equation,
the overall Impact of the expense reductions noted above was $28.22rn|/|ion (Attachment 4\.
After applying these revenue and expense adjustments, the anticipated shortfall is lowered by
nearly two thirds. The deficit anmountthat rema|nsto be determn|nedthroughact|onuftheQty
Commission is $22.75 million.
It is anticipated that through finalizing and ratification of Labor agreements, a sizeable port|on
ofthe above noted gap can bweliminated. Additionally, there isthe possibility ofImposition of
Contract Terms on labor groups. if the expense reduction 'is not achieved through these
methods, then service reductions, furlough days, or layoffs may be needed to balance the
Proposed Budget.
Summary of Revenue and Departmental Expense Changes Since July «e,2011
m
The Summary below describes the changes that have- taken place since the July
�~m
Commission meeting tothe present time. The changes noted below are accounted for in the
totality of the changes summarized in Attachments one (1) through four (4). Nonetheless, they
are shown in this format because they explain how we changed revenue and expense
allocations from the $29.19 nn|||ion that was shovvn'on the documents distributed on July 14th,
tothecurrentba|ancedbudget/Attmchrnent5\;wviththecaveatthat$23.75mni|||oninexpenoe
reduction |syet tnbedetermined.
In addition to the departmental cost summary, | have also included o table that shows the
Honorable Mayor and
Members ofthe City Commission
Page 3of1O
impact the employee count by department (Attachment D). Note that we are reducing 140
positions from the CIty's table of organiz,ation.
Revenue
The total preliminary budget for revenue as ofthe July 14, 2011 meeting was $466.35 million
for FY2O11-12. Some assumptions have changed since that time; the current Proposed Budget
for revenues is $470.93 million. The adjustment of$3.88 million is explained as follows (See
Table 1):
Intergovernmental Revenue from Other Local Units was adjusted by $200,0�00 dug to a
revised estimate frwrn'DffStreet Parking.
Licenses and Permit increased b«$]12,0OOdue tPcollections above curnmntyear|evm|s.
Other Revenues increased bw$].6] miUkaU due to Red Light Cameras assumption in the
amount of $2.5 million and $1.13 million oflncneasmd contribution from retirees to the
Health Plan from 50percent to75 percent effective January 3O12.
Various Charges for Services were Increased by $915,000 (CFS-PE-Other Physical
Environment, CFS-C&R-6peolalRecreation Facilities, -CFS'C&R-OtherCulture/Recreation and
CFS-Rents and Royalties) due to better than znticipated performance; additionally, the
C|t«'a Estimating Conference Committee changed various line items by $1.08 mn|||>on as
noted in Attachment 2, resulting 'in a net decrease of $161,000 ($915,000 less $1.08
General Fund Revenue
Preliminary
Budget on
7/14/11
Other
Adjustments
Proposed Budget
Ff11,12
Property Taxes
$215,449900
$215/449,900
Franchise Fees and OtherTaxes
$36,350,000
$36,350,000
Interest
$1,500,0b0
$l,sOD,OOO
Transfer -in
$40,782,500
$4/,782'500
Fines and Forfeitures
$5,000,000
$500,000
Intergovernmental Revenue
$41,977,500
$200,000
$42,177,500
Licenses and Permits
$34,215,600
$312,000
$34,5I7'600
Other Revenues
$9,950,000
$3,626i000
$13'575,000
Chargeofor5emiceo
$81,725,700
($160,700)
$81,565,000
Total Revenues
$466,951,200
°$3,976i300
$470,927,500
Honorable Mayor and
Members ofthe City Commission
Page 4 of 10
Expenditure Changes bv Department: Tmbofollowed |nAttachment 5
As of the July 14. 201I meeting, the Mayor had an estimated preliminary budget of$643,8O0
for FY2O21'12. The budget was revised to include a reduction of $12,000 due to the partial
salary reimbursement bythe Miami Sports and Exhibition Authority (MSF4)tothe Office Pfthe
Mayor for shared support staff.
City Manager
As of the July 14, 2011 meeting, the City Manager had on estimated pn*Iim|nary'budget of
$1.7UnmUUonfor FY20I2,12' The.estnnetedmttrt|onsavings atthe time was $321,50O,which
included elimination of four positions (Chief Financial Officer (CFO), Sc Project K4anager,'FUnn
Industry Coord|nator and Community Relations Coonjinato'). Additionally, a reduction of
$180,800 was made due to the elimination of the Asst. to the CFO; and the funding of the Sr.
Project Representative position through the Community Redevelopment Agency(CRA). The
Initial attrition has been partially offset bythe'Kiringofthe Film Industry Coordinator -position
CItv Clerk
As of the July 14, 2011 meeting, City Clerk had an estimated preliminary budget of $1.07 million
for FY 2011-12, xvhidl included the elimination of one vacant position (Legislative Service
Representative 1).
Auditor General
As of the July 14, 2011 meeting, the Auditor General had an estimated preliminary budget of
$973��O0. The estimated attrition savings at the time was $239,600' The budget was revised
due to personnel adjustments totaling an additional $102,500. The'updated budgef includes
the -elimination of three vacant positions (one Auditor Assistant and two SeniorStaff Auditor s).
Communications
As ofthe July 14, 2011 meeting, Communications had an estimated preliminary budget of
$531,500 for FY 2011-12, which included the transfer -in of two positions (Information
Technology Tech. from Information Technology and Special Projects Asst. from Grants
Administration). The budget was revised to include attrition of $37700 and an increase of
Honorable Mayor and
Members ofthe City Commission
Page 5 of 10
$8/K00 for Machinery and Equipment. Thm above noted attrition Includes the elimination of
one vacant Media Relations Liaison position.
The Audio
'Visual component of Communications was transferred to General Services
Administration with four positions and $310,300.
Human Resources
As ofthe July 14, 2011 meeting, the Munnon Resources had an estimated preliminary budget of
$2.12 million for FY 2021-12, which included the elimination of four positions (Asst.Director of
Human Resources, Compensation & Special Projects Manager, Sr. Labor Relations Specialist,
and Employee Assistance Program Administrator; total cost reduction of $421.000). The
estimated attrition savings at the time was $49,200, which* eliminated m vacant Personnel
Specialist position. Additionally, a reduction mf$36,2O0 was made due to a decrease In. the
funding needed for the Organizational Development Specialist position' After aYeviaxv of the
operating needs; the administration reinstated two of the four positions that were reduced in
the preliminary budget (the Asst. Director of Human Resources and the Sr. Labor Relations
Specialist) in the amount of $195,200.
information Technology
As of the July 14, 2011 rneedn& the Information- Technology hadan estinnated preliminary
budget of$11-2million. The estimated attrition savings atthe time was $443.UOO'The budget
was revised and reduced due to salary and operating adjustments in the amount of $1.64
million. The updated budget includes the freezing offour positions (ChiefInformation Officer,
Information Technology Technician ||, Project ManagerandC]rac|eDatabaseA8anager)andthe
elimination ofsix vacant positions (Web developer |, Help Desk Supervisor, Systems Analyst Sr,
Information Tech 11 and Information Technology Tech. 11). In addition, an estimated $750,000 of
salary and taxes transferred to C/P project funding by Sunshine Loan for implementation of
Oracle R12 and operating expenses reduced by $587,000 (Repair and maintenance Services in
the amount of$531,00CL Communications &Re|atmd Services $50,00d and other operating
expenses |nthe amount Pf$6,D0O).
Law
As of the July 14, 3011 meeting, Law had an estimated preliminary budget of$4.67 million for
P/2011-l2. The estimated attrition saving at the time was $233,700, which included the
elimination of four vacant positions (Litigation Asst., Asst. City Attorney, Legal Services Aide and
Honorable Mayor and
Members of the City Commission
Page 6 of 10
Management and Budget
As of the July 14, 2011 meeting, Management and Budget had an estimated preliminary budget
of $1.35 million. The estimated attrition savings at the time was ($59,400) and included the
elimination of one vacant Administrative Assistant. Additionally, a reduction of $152,700 was
made, which eliminate three vacant Budget Analyst positions.
Purchasing
As of the July 14, 2011 meeting, Purchasing had an estimated preliminary budget of $1.01
million. The estimated attrition saitings at the time was $199,900, which included the
elimination of three vacant positions (one Procurement Card Administrator and two
Procurement Supervisors). The initial attrition was adjusted by $156,100 due to the
reinstatement of the two Procurement Supervisor positions.
Neighborhood Enhancement Team (NET1
As of the July 14, 2011 meeting, NET had an estimated preliminary budget of $2.83 million for
FY 2011-12, which included the transfer -in of two positions (Information Technology Tech. and
Process Design Analyst) from Information Technology. The estimated attrition saving at the
time was $184,700, which included the elimination of four vacant positions (one Net
Administrator; three Service Center!II Aides). Additionally, a reduction was made due to the
elimination of a vacant Service Center Aide, a filled Community Planner, and a filled Process
I(
Design Analyst ($184,600). Furthermore, a downgrade of one Net Administrator position saved
$31,900 more.
Code Enforcement
As of the July 14, 2011 meeting, Code Enforcement had an estimated preliminary budget of
$3.41 million for FY 2011-12. The estimated attrition savings at the time was $106,000, which
included the elimination of one vacant Code Enforcement Inspector and one filled Code
Enforcement Field Supervisor. After a review of the operating needs, the administration
reinstated the filled Code Enforcement Field Supervisor that was reduced in the preliminary
budget and eliminated a vacant Code Enforcement Inspector for a net increase of
approximately $1,600. Additionallsavings are realized by the freezing of a Code Enforcement
Inspector that will become vacant January 2012 ($56,300) and adjustments to salaries in the
amount of $3,400. Furthermorell the subsidy from Community Development Block Grant
(CDBG) for eligible activities increased by $118,100.
Honorable Mayor and
Members ofthe City Commission
Page 7of10
Capital Improvements Administration
As of the July 14, 201I meeting, C|P Administration had an estimated preliminary budget of
$947,000The estimated attrition savings at the time was .$167,500. The budget was revised
upward due to salary adjustments |nthe amount qf$2,8DO. The above noted attrition includes
the elimination of 11 vacant positions chargeable to the General 'Fund at 22.5 percent.
Finance
As of the July 14, 2011 meetin& Finance had an estimated preliminary budget of $6.31 million.
The estimated attrition savings at the time was $156,300l which lnc1uded the elimination of
three vacant positions (Financial Accounting Analyst Sc, Business Tax Receipt Specialist and
Finance Revenue CoUmct|onsCoondinatmM.ThebudQetmasfu,ther'neducedby$12],7OOdueto
the elimination of two vacant positions (Financial Accounting Analyst and a Sr. Accountant).'
Building
As of the July 14, 2011 mee'tin&Building had anestimated preliminary budget of $5.45miUion.
The department Is reorganizing in an effort to better serve the needs of customers and the
changing construction wconomy. Also, In response to the City Comnrnis!0on's request to
undertake the creation of the Unsafe Structures Panel and the system to support the
Magistrate /wvm| review. The updated budget includes the elimination ofeight vacant positions
(Chief Elevator inspector, Secretary ||, Building Official, Chief of Inspection Services, Structural
Engineerin& Staff Auditor Sr, Chief Unsafe Structures and Building Inspector ||) and the
creation of five new positions (two Code Compliance Specialists, two Clerk It, and one Assistant
to the Director). The result ofthe additions and deletions isa net reduction to the budget of
Planning and Zoning
As of the July 14, 3011 meeting, Planning and Zoning (which includes Hearing Boards) had an
estimated preliminary budget of $3.59mU\ion. The estimated attrition savings at the time was
$13G,200which included the elimination oftwo vacant positions (Project %0anagerandManner
U. However, after review ofthe operating needs, the administration reinstated these two
positions that were reduced in the preliminary budget, albeit at a lower amount ($1,03,700).
As of the July 14, 2011 nneeUn& the Zoning section had an estimated preliminary budget of
Honorable Mayor and
Members ofthe City Commission
Page 8 of 10
fund e portion of an Administrative Asst. U, a Project Manager ($7 and the funding ofan
existing Zoning Manager position that had been previously defunded ($88,000).
Solid Waste
As of the July 14, 2011 meeting, Solid Waste had an estimated preliminary budget of$1g.53
million. The estimated attrition savings at the time was $430,20O. The budget was further
reduced due toadditional attrition ($194`600). The updated budget includes the freezing of14
G;enera|Services Administration (GSA)
As of the July 14, 2011 meeting, GSA had an estimated preliminary budget of$17.O2 million.
The estimated attrition savings at the time was ($369 OOU)which included the elimination of
eight positions (Adninlstrative Aide, Laborer, Clerk Typist, Painter Supervisor, Communication
Repair Worker, Facility Manager, Custodian i and Gen. Ma|nt, Repairer Elgctr/Air[onui ). The
budget was later revised due to the transfer into GSA of the Audio Visual section of
Communication; adding four transferred positions and the $310,100 budget. Additional,
attrition offset some of the Increase assoclated,to the transfer by $103,500.
Public Works
As of the ]uh/ 14. 2011 meeting, Public Works had an estimated preliminary budget of $ 15.33
million. The estimated attrition savings atthe time mms.$8S/4.0O. The budget was revised due
to salary and operating adjustments (primarily Contractual Services) in the amount of$G94,0OO.
The updated budget includes the elimination oftwo vacant positions' (Service[enterAide-Net
and Auto Equip. Operator |) and the freezing of three positions (Auto Equip. Operator III, Auto
Equip, Operator 11 and Engineer Tech. 1).
Fire -Rescue
As of the July 14, 2011 meeting, Fire -Rescue had an estimated preliminary budget of $72.-24
rniU7on. The estimated attrition savings at the time was $2.05 million. The |ndUa| attrition was
reduced 6«$149,4U0 due toupdated personnel information and by$1'S million that could not
be accounted for until a resolution of the bargaining issues is attained. Additionally, m
reduction of $492,200 was made to rectify estimates on Salaries, Special Pay, FICA Taxes, Fringe
Benefits, and acorrection toLife & Health Insurance contribution.
Honorable Mayor and
Members ofthe City Commission
Page 8of1D
Asmfthe July I4,2011meeting, the Police Department had anestimated preliminary budget qf
$128.39 million. The estimated attrition savings was $4.2 million, which included freezing all
civilian positions and funding vacant sworn positions at 50 percent. The preliminary budget
was further reduced by $2.0 million due primarily to the elimination of 50 vacant 'Sworn
positions (36Police OfficepProbaUonan&2DPolice {Jfficers',two Police M'ors',oneExecutiue
Assistant to COP and one Assistant Chief of Police) and eight vacant civilian (four Public Service
Aides', two Communication Operator Supervisors', one Typist Clerk |/ and one Emergency
Dispatcher Supervisor) positions. The 50officer positions had been erroneously loaded into the
base budget for Genera|Fund. Asmall reducUon|noperating expensesa|socontributed tothe
expense allocation reduction noted above.
|norder totake advantage ofFederal ARRAgrant dollars, seven (7)mfflderpositions were added
back. Plus net savings derived from both reductions and innnaas.es In the operating b|daat
'
Parks and Recreation
As ofthe July 14. 2011 meeting, Parks and Recreation had an estimated preliminary budget of
$22.15million for TYJO11,12' The estimated attrition saving mtthmtimnewas $342,600. The
budget was revised to include addibona|attrition of $201,700. The above notud attrition
includes the elimination of 11 vacant positions mna\nlv due to several facilities being under
construction and renovation (Genera/ Maintenance Repairer -Painter/Mechanic, Facilities
Operations Supervisor, two Day Care Specialists, Parks and Recreation Manager /|, Principal
Staff Analyst, Grounds Tender, Recreation Aide, General Maintenance Repairer -Carpenter,
Community Development Project Supervisor, and Pools Supervisor). -Staffing for these facilities
will berevised for FY201Z-13asneeded.
Risk Management
As of the July 14, 2011 meeting, Risk Management had an estimated preliminary budget of
$59.82million. The estimated attrition savings atthe time was $7[iG0O The budget was further
reduced due to an anticipated net saving associated -with the self -administration of select
legacy Workers' Compensation claims ($508,600). Taking over these Worker Compensation
claims will require the addition of two Claims Adjuster positions. However, the expected
savings resulting from the integration of group medical benefits, medical stop loss
reimbursements, increased rebates on prescription drugs, mandatory use of rnW1l order
prescription services for maintenance prescriptions, and combining group medical and dental
Honorable Mayor and
Members ofthe City Commission
Page 10 of 10
Grants Adm1nistration
As of the juh/ 14, 3011 meeting, Grants Administration had an estimated preliminary budget of
for FY 2011-12, which included the transfer -out of the Special Projects Asst. position -
to Connnmun|catons. Additionally, a reduction of $13,000 was made in Professional Services
since outside grant writing services will not be utilized as extensively.
Non -Departmental AdYwstmnentm(P8DA)
The Non -Departmental expense aclju�tment includes the reduction of the sick and annual leave
reserve ($2 million) and the reduction of the all ocation for lobbying contracts
($150�]00).
The NDAn adjustment of$2J.75million -is the value ofWhat needsto6mreduced from
the [ity's budget or made u9 through Increased revenues in order to balance to the current
revenue expectation.
Transfers -Out
The Transfers -Out line is increased due to allocations needed for the contribution to the Capital
Improvement fund for the purchase nfPolice vehicles ($3.895 mIUion) the Fire Fighter Retiree
Health Plan contribution /$365,0001, -and an allocation to cover the dismUoxxed portions of
-
SumMary of Changes to the City of Miami Fiscal Condition
Attachment 1
Surplus/
(Deficit)
On the meeting of June 23rd, 2011 the estimated Stated Revenue vs. Expense Gap
for FY2011-12 Was: ($53,747,500)
In July, FPL Franchise Fee estimate decreased due to the anticipated fuel rebate
and lower consumption ($1,020,000)
On July 21st, 2011, the State Released Revised CST Projections ($6,714,600)
On August 31, 2011 the Revenue Estimating Conference Committee
Recommended Reductions to various line items based on current performance, ($1,075,900)
Sub -total of Negative Fiscal Impacts ($62,558,000)
Revenues impacted by Estimating Conference
Revenue Type
Police Services
Fine ProtectionSen/ices
Other Public Safety Charges and Fees
Transportation Tolls
Special Recreation Facilities
Other Culture /Recreati#n
\
Attachment 2
Recommendations
(Decrease)
135,000
63,400
K3W4,S0O\
(813,800)
Total (
1,075,900)
Attachment 3
Revenue Improvements Amount
A correction in the CRA Tax Increment computation and new construction value
added to the tax roll yielded additional revenue; after the rollback computation 1,600,600
State estimates for Local Option Gas Tax Distributions improved 1,270,300
State estimate for Local Revenue Sharing and Half Cent distribution improved 558,200
City revenue for Building Permits and Solid Waste improved, allowing increase in
forecast 3,309,700
Red Light Camera revenue • 2,500,000
Increase Retiree Health Plan contribution from 50 percent to 75 percent of cost 1,125,000
Increase Public Facility Revenue (Rowing Club, Burn Notice, Flagstone, Marinas) 892,000
Net Office Revenue improvements 335,000
Total Revenue Improvement $11,590,800
Expenditu re. Changes
Assume that all vacant civilian (citywide) and Fire Rescue'sworn positions are frozen
or eliminated
: I.
Assume that vacant Police sworn positions are funded at 50 percent of full value '
Risk Management obtained updated information on Property Insurance, costs
lowered
Elimination of Transfers to Capital for Fire Rescue Apparatus purchase and Facility
Maint.
Reduction of the Special Pay Reserve in NDA; reserve is used to cover separation
related costs ($8 million still in reserve)
Contribution to IAFF Retiree Health Plan
ARRA Grant Match for Non-Relmbupsable Expenses
Other Miscellaneous Adjustments
Other adjustments to departmental expenses for corrections to personnel and
operating expenses as summarized in the Narrative portion of the Information for
First Budget Hearing Memo
General Government
Planning & Development
Public Works
Public Safety
Public Facilities, Parks, Risk and Grants
Total Expenditure Reductions
Attachment 4
Decrease
(Increase)
7,411,700
2,427,900
6,168,800
6,224,500
2,000,000
(365,000)
(374,900)
(27,100)
2,348,400
151,300
682,000
845,100
723,300
$28,216,000
City of Miami Expenditure Summary
Attachment 5
. Expenditure Group
FY2010-11
Adopted
Budget
FY2010-117
ptojeCtiOn'.
. . - . '..
FY2011-12
Preliminary
' July 14th
Distribution
of Centralized
Attrition
FY2011-12
Adjustments
FY2011-12
Proposed
Budget
General Government
Mayor
. 643,722
637,471
643,800
0
(12,000)
631,800
Board of Commissioners
1,700,000
1,580,621
1,700,000
0
0
1,700,000
Office of the City Manager •
1,683,503
1,633,983
1,701,800
(321,500)
(111,200)
1,269,100
Office of the City Clerk
1,061)146
1,199,162
1,066,200
0
0
1,066,200
Office of Civil Service
292,626
t. 290,941
* . 291,400
0
0
291,400
Office of the Auditor General
858,420
. 724,563
• 973,500
(239,600)
102,500
836,400
Office of Communications
728,704
381,853
531,500
0
(29,300)
502,200
Employee Relations . -
2,386,146
2,353,278
- 2,123,700
' (49,200)
159,000
2,233,500
Equal Employment Opportunity
247,719
214,466
229,800
0
0
229,800
Information Technology
10,890,204
10,453,729
11,201,300
(443,000)
(1,636,800)
9,121,500
Law
5,238,951
4,900,640
4,667,900
(232,700)
0
4,435,200
Management & Budget
1,384,387
1,109,183
1,353,900
(59,400)
(152,700)
1,141,800
Purchasing
1,121,183
852,084
1,009,000
(199,900)
156,100
965,200
Office of Hearing Boards (Moved to Planning)
756,763
0
0
0
0
Neighborhood Enhancement Team Offices (NET)
2,254,545
2,582,179
2,828,300
(184,700)
(216,500)
2,427,100
Code Enforcement
2,762,326
3,098,172
3,411,100
(106,000)
(176,300)
3,128,800
Capital Improvement -Administration
1,052,732
, 757,645
947,500
(167,500)
2,800
782,800
Audio/Visual Broadcasting Operations
. 0
302,663
310,300
0
(310,300)
0
Finance
6,20,160
5,793,107
6,312,000
(156,200)
(123,700)
6,032,100
Total -General Government
41,383,236
38,775,740
41,303,000
(2,159,700)
(2,348,400)
36,794,900
Planning & Development
Building
5,146,364
5,392,824
5,454,200
. 0
(419,100)
5,035,100
Planning (Now Includes Hearing Boards from above)
1,834,861
* 2,622,386
2,585,200
(136,200)
103,700
2,552,700
Office of Zoning
783 526
,
781,011
797,800
0
164,100
961,900
Total -Planning & Development -
7,764,751
8,796,222
8,837,200
(136,200)
(151,300)
8,549,700
Revenue and Expense Summary (3)
9/13/2011
City of Miami Expendithre StiMmary
Attachment 5
Expenditure Group
FY2010-11
Adopted
Budget
.... . .. . ...
' ' - — ' :.
FY2010-11
:..
Projection
.
FY2011-12
Preliminary
July 14th
Distribution
of Centralized
Attrition
FY2011-12
Adjustments
FY2011-12
Proposed
Budget
Public Works
*Ir 1-.7:'
Solid Waste
19,358,548
18,215,637
19,525,200
(430,200)
(194,600)
18,900,400
GSA
16,025,172
16,495,907
' 17,018,200
(369,700)
206,600
16,855,100
Public Works
14,396,026
13,853,251
- 15,330,300
(85,400)
(694,000)
14,550,900
Total -Public Works
49,779,746
48,564,794
51,873,700
(885,300)
(682,000)
50,306,400
Public Safety
Fire -Rescue
'
Police
72,315,697
124,317,436
71,014,021
124,841,662
72,236,200
128,388,800
(2,049,600)
(4,195,600)
1,157,200
(2,002,300)
71,343,800
122,190,900
Total -Public Safety
196,633,133
195,855,683
200,625,000
(6,245,200)
(845,100)
193,534,700
Public Facilities/Parks/Risk
-
Public Facilities
4,226,509
4,172,132
4,326,400
0
0
4,326,400
Parks & Recreation
22,364,797
22,075,508
22,151,700
(342,600)
(201,700)
21,607,400
Risk Management
62,844,050
61,357,522
59,816,800
(70,600)
' (508,600)
59,237,600
Total -Public Facilities/Parks/Risk
89,435,356
87,605,163
86,294,900
(413,200)
(710,300)
85,171,400
Pensions
All Pensions
72,079,756
72,140,253
79,308,800
0
' 0
79,308,800
Total -Pension
72,079,756
72,140,253
79,308,800
0
0
79,308,800
Non -Departmental
Office of Grants Administration
509,695
501,855
469,400
0
(13,000)
456,400
Non -Departmental Expenses (Other)
8,151,003
19,073,089
20,489,500
9,839,600
(2,150,000)
28,179,100
NDA - Adjustments to be Determined
0
0
0
0.
(22,751,200)
(22,751,200)
Total -Non Departmental
25,660,698
19,574,944
20,958,900
9,839,600
(24,914,200)
5,884,300
(Transfers -OUT)
16,592,968
14,193,837
6,942,900
0
4,434,400
11,377,300
Total Expenditures (Outflows)
499,329,644
485,506,636
496,144,400
0
(25,216,900)
470,927,500
Revenue Less Expense
0 274,061 (29,193,200)
0
Revenue and Expense Summary (3)
9/13/2011
Department/Organization
Position
Count
FY 2010-11
Attachment 6
Proposed Changes
for
FY 2011-12
Proposed
Position
Count
FY 2011-
12
New
Position
Eliminated
Positions
Transfers
In/Out (+/-)
Mayor
11
11
Commissioners
30
30
City Manager
20
(4.00)
16
City Clerk
13
(1.00)
12
Civil Service
. 3
Auditor General
12
(3.00)
9
Communications
6
(1.00)
2.00
7
Audiovisual & Broadcast Operations
4
(4.00)
-
Human Resources
33
(3.00)
30
Information Technology
80
(6.00)
(3.00)
71
Law
45
(4.00)
41
Management and Budget
17
(4.00)
13
Purchasing
14
14
Neighborhood Enhancement Teams (NET)
42
(7.00)
2.00
37
Code Enforcernent . '
61
(2.00)
59
CIP & Transportation
56
(11.00)
45
Finance
73
'
(5.00)
68
Building
64
5
(8.00)
61
Planning & Zoning
42
1
(2.00)
41
Solid Waste
217
217
GSA
143
(8.00)
4.00
139
Public Works
88
(2.00)
86
Fire -Rescue
781
781
Police
1,554
7
(58.00)
1,503
Public Facilities
42
42
Parks and Recreation
192
(11.00)
181
Risk Management
„ 18
2
20
Grants Administration
15
(1.00)
14
Equal Opportunity and Diversity Programs
3
3
Community Development
60
60
Total Positions:
3,739
15
(140.00)
0.00
3,614
9/14/201112:18 AM