HomeMy WebLinkAboutCC 1976-07-27 Discussion Item&raLb
JOHN 5. KNIGHT, Eahtc,r Emerittic JAMES 1. KNIGHT, Chorrnren
LEE HILLS, Publisher ALVAH H. CHAPMAN, Jr., President CON SHOEMAKER, Edgar BE'ERIY R. CARTER, Gen. Mgr.
GEORGE BEEBE, Associate Publisher CARRY JINKS, E■erut,ve Editor JOHN 0, PENNEKAMP, Associate Editor
RON MARTIN, Managing Editor
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' 6-A s Tuesday, July 27, 1976
rnrroRr,u.s
The Legsiature's Tax Relief
Is the Old I}ouble Whanimy
WHEN the Florida Legislature back
in 1967 decided to irrtposr. a 10-mill
limit an the respective property tax.
rates of cities, counties and school
boards. it made a solemn commitment:
"The Legislature hereby declares its
intent to provide replacement revenues
for the operation of local governmental
bodies by the fiscal year 1970• 7 1. or as
soon thereafter as possible, so that ad
valorem or property taxation may hr'
f rtht'r recieeed to s(!'_11 ii'.1 t.....teet.ttrat
it is no loner oppressive ...."
True. there were some early doub-
ters. Jiiami's Rep. Talbot (Sandy) D'A-
lemberte warned his fellow lawmakers
that "we made this promise and can't
live lip to it. \Ve iu,i. don't have ti•e re-
sources, to provide replacement reve-
nues."
And :Miami's Rep. Marshall Harris
nailed the 10-mill cap a "political ploy"
and observed that "the Legislature was
telling the local governments, 'don't
worry folks, we're cutting off your
revenue but veil find some to replace
it. What's tunny about it is the same
guys who promised state replacement
re•,enue to alleviate property taxpayers
are now the fellows complaining about
the rising level of state spending."
And so it has come to nays. Within
the last week. for example we find
".!;arni's City Manager recommending
ti.::t per cent property' lax increase
bet iese, for one thing, the state has re---
enic.:d its aid by :51.1 million. In Hiale-
ah, ee •i,+.7 per cent tax boost- has been
receininended in part because of a
t-t,i i,ci)�t ,lee:rea.' in state help.
C./;her cities are struggling to cope by
laying off employes and by raising not
only their millage but also such items
as water rateu, business licenses and
garbage collection fees. Metre:, govern-
ment and the Dade school system are
in a nirni1,ir bind, even after making se-
vere cutbacks in programs and servic-
es.
`•1t'anwhi!e. Florida taxpayers may
be excused for wondering if they have
been the victim of a classic tssic 'hell game
hy
bLLK-passing t;frllll�i::l1�.
Consider the 1U-mill cap designed to
er.d "oppressive" property taxes. Un-
fortunately, a 10-mill tax on a home
:.t. S-t0.000 is more "oppres-
,,\e ' tila,l .h'. n:d 12 or 11 Ir,i '- v . a
S 15,000 assessment. And there are
many homes in Dade County which
have risen in assessed valuation that
much since 1967.
Moreover, the legerdemain with the
millage rates and assessed valuation is
just one part of Florida's shell game
with taxes. the other side was illus-
trated during the recent legislative ses-
sion when the Governor and various
legislative leaders vowed "no new
'What they really meant. of course.
tv,:s no tax reform and no ne.v kinds
of state tares. What they did not. tell
the people, however. is that the state
'.i'.... lrreionsibly reneging on es com-
mitment and passing the buck (but not
the bucks) back to lee -it officials. who
;lave been !eft i. ith the unenviable task
of s'in'altaneousl': raising taxes and cut-
ting back otl services.
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CITY MANAGER
REPORT
1976-77 BUDGET PREPARATION
July 23, 1976
TO:
FROM:
ith
Honorable Members of
the City Cnmmi-,lion
/47) Q
P. W. Andrews
City Manager
CItY OF MIAMI FLORIDA
INTER -OFFICE MEMORANDUM
July 23, 1976
FILr:
City Manager Report -
1976-77 Budget Preparation
I,! FERCNCk9•
tNCLOSUHES.
Attached i a copy of the ''City Manager Report -
1976-77 Budget Preparation."
This report has been prepared to provide the City
Commission with information for the formulation
of the 197E-77 budget.
I trust th.it this information will be helpful to
the Commis;ion, as well as to the new City Manager.
I would Me the City Commission to know that the
City is indeed fortunate to have in its employ so
many who are dedicated to the City of Miami. Mem-
bers of the City Manager's staff, Department
Directors, their assistants and staff have clearly
demonstrated that when called upon to meet the
challenges facing the City, they have repeatedly
responded in an aggressive manner. I want to also
single out the staff of the Budget Office; their
assistance is especially appreciated.
1
EN
INTRODUETION - 1976-77 BUDGET PREPARATION
P.44
4 . Y 1
GENERAL FOND AND PUBLICITY FUND . . , , , , , 6
STREET LIGHTING FUND . . ', _ _ . _ 7
PENSION FUND , , 8
DEBT SERVICE FUND . _ _ _ 13
TAX BASE AND PROPOSED LEVEL OF MILLAGES . . 1 . , , ._i , . . 14
FEDERAL REVENUE SHARING FUNDS 16
SPECIAL SUBJECTS REQUIRING CONSIDERATION
Pension 19
Social Security 20
Group Insurancf r . . 22
FEDERAL AND STATL: Gt AN 1 S . • . . 24
STATE REVENUE SHARING
COST -OF -LIVING ANALYSIS
1976-77 SIGNIFICANT ADJUSTMENTS
ADMINISTRATIVE AND STAFF SERVICES
SUMMARY OF AREAS WHICH REQUIRE
CITY COMMISSION CONSIDERATION
APPENDICES
. 26
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INTRODUCTION
1976-77 BUDGET PREPARATION
The purpose of this rr,pnrt i ,, to provide information and
receive direction from the City c.nmmission for the for-
mulation of the 197E-77 hudoet. This will enable the
City Commission to establish guidelines for the final
preparation.of the City Manager's Budget Estimate. It
also provides basic information which will aid the City
Commission in policy decisions required to provide an
acceptable level of service within the resources avail-
able to the City.
It must be emphasized that this report is not a substi-
tute for the City Manager's Budget Estimate. That Budget
Estimate will be prepared and delivered to the City Com-
mission in the latter part of August or the early part
of September.
An analysis has been made of the revenues and the pro-
jected budget for 1976-77 and it has beer, determined
that the City will be able to provide a higher degree of
municipal services. The budget thus far has been kept
in balance with available revenues without increasing
taxes over certified millage, with the exception of
street lighting and pensions.
Irt
the heed for tax increases to accommodate the street
lighting and pension budgets will be presented in
greater detail within the ',cope of this report.
�o understand and apprrciat:e the conditions under which
the 1976-77 budget must bp prepared, the City Commission
must take into consideration the unanticipated expendi-
tures and revenue losses which became evident early in
t:ie 1975-76 fiscal year.
In early December 1975, the City was notified by the
State Department_ of Revenue that a projected decrease in
motor fuel and cigarette tax revenue available for dis-
tribution through the State's Revenue Sharing Program
would result in a loss of approximately $1.1 million.
Further preliminary assessment of the City's financial
condition indicated that this and other losses of revenue,
coupled with unanticipated expenditures would create a
$2 million deficit if continued unresolved. Immediate
action was taken to overcome this condition and the City
Commission was advised of this by memorandum of February 2,
1976 (Appendix I ).
On April 21, 1976, the City Manager submitted to the City
Commission a progress report indicating that actions had
beer taken to reduce expenditures of commodity purchases
in the amount of $150,O0J0, and to increase revenues by
2
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$200,000 that was accomplished through a series of
ordinance a d,ju•,t.rnents. Action wds also taken to imple-
ment .1 flan to dbo1 i ,h i9 to 100 vacant, position,— these
actions were designed with a two -fold purpose in mind:
To take advantage of the immediate savings by
reducing expenditures to the City for the 1975-76
fiscal year, thereby avoiding a year-end deficit.
To provide a full year impact based on the
reductions achieved 1975-76.
It was pointed out to the City Commission that the pre-
ceding actions would resolve the present year's budgetary
problem. In reviewing the 1976-77 budget at that time,
it became apparent that the City would be faced with an
approximate $4.2 million increased requirement in the
General Fund above the current budget level unless some
actions were taker;. As indicated above, a portion of
the total problem was overcome. The memorandum of
April 21, 1976 provided a formula for resolving the
balance of the problem through the use of Federal Revenue
Sharing funds and electric franchise funds.
Based on the foregoing, and further discussion with the
City Commission at its City Commission Meeting of April 22,
1976, the City Commission adopted Motion No. 76-433.
MOTION ACCE'TING IN PRINCIPLE THE RECOMMENDATIONS
OF THE CITY MANAGER IN HIS MEMORANDUM TO THE
COMMISSION DATED APRIL 21, 1976 ENTITLED "PROGRESS
REPORT - 1975-76 BUDGET" (Appendix II)
3
The City administration has endeavored to 1eep the City
Connnissi:,n informed r,1 the budgetary problems ►acing the
City. Through a serie,, 01 meetings with department heads
and staff of the City, solut.ion', were formulated to avoid
a deficit at the close of the fiscal year.
The department heads were advised of the restraints pro-
posed by the projected revenue losses early in the prepara-
tion of the departmental request, for the 1976-77 budget.
Simultaneously with this review, the City Manager and his
staff were, a!, previously ,;tdted, involved in monitoring
the 1975--76 expenditures, analyzing revenue reductions,
which caused us to impose conditions upon the department
directors in the submission of their new budgets. Every-
one involved in this process responded with a positive
attitude, recognizing the seriousness and impact of these
decisions.
The major elements of the City of Miami operations and
budgets arP contained in special millage funds and other
accounts which are described as follows:
General Fund
Publicity Fund
Street Lighting Fund
Pension Fund
Debt Service Fund
Federal Revenue Sharing Fund
4
Other funds, such as Public Far, i 1 itie . Fund, which con-
tains the Orange Bowl, Miami Baw ball Stadium, the
Marine Stadium and Marinas, and the 1nt.ra-governmental
Fund, which is the Motor Pool, City Garage, and Property
Maintenance functions, are in balance at this time. The
Commission will be supplied with details of those budgets
with the submission, of the City Manager's Budget Estimate.
The preceding listed funds are presented under separate
headings which follow.
GENERAL FUND
AND
PUPI. I C I L Y FUND
The General Fund budget and tax millage provide for the
general operation of the City government. These line -
operating departments include such services as Police,
Fire, Sanitation, Public Works, i',u1lding, Parks and
Recreation, staff, support services, ',pecial community
programs and special accounts.
The Publicity Fund was established to provide a basis
for attracting tourism to Miami. This function is car-
ried out by the Department of Publicity through a tax
levy and a contractual agreement with Dade County.
The 1975-76 budgetary re(aui rernentfor the General and
Publicity funds amounting to $66,057,263 will require a
projected increase of $5.8 million. At the writing of
this report, we are able to maintain the millage for
these two functions as certified by the Tax Assessor.
b
Mar LIGHTING FUND
The City of Miami's objective is to provide a modern
high-pressure sodium vapor street lighting system
throughout the entire City. Approximately 52Y, of the
City has been re -lit with the more modern lighting
system. The City proposes to develop the balance of
the modern lighting by letting private contracts for
the installation of the system. Such contractual work
would be partially funded through the proposed $10 mil-
lion bond issue which is being presented to the public
later this fall.
The payment for services for the !ighting system which is
now in place, and is owned and operated by the Florida
Power & Light Company, will be provided for in the new
bqdget, plus the cost of paying for only electrical ser-
vice for the next five square miles under the new method
of installing the rest of the modern street lighting
system.
To accomplish this program, it will be necessary to in-
crease the street lighting budget from the 1975-76 level
of $3,032,659 by approximately $250,000. This increase,
coupled with a reduction of available fund balance to fund
this budget, will cause a 0.181 mill increase over that
certified by the Tax Assessor. Therefore, the millage
will increase from a level of .374 to .555.
7
!pistol FUND
tho City Commission, through adoption of ordinances, has
Established two separate pension boards and trusts for
the pension programs of the City. One board and trust
is identified as the "System" and includes sworn police
and fire personnel. The second board is identified as
the "Plan" and is available to all other employees.
The sources of funding for the pension programs are ad
valorem taxes, employee contributions, and contributions
from other governmental agencies as a result of the transfer
of former City employees from the City to those agencies.
The funding of the City's pension program is critical
this year and will remain as a major concern for future
years. The funding requirement has once again increased
and is caused by several factors:
. Granting of cost -of -living increases.
. Granting of additional emoluments to retirees.
. Retirement of employees earlier than was
anticipated.
• Funding of the unfunded accrued liability has
grown as a result of many factors affecting the
pension programs.
010
Pufding is also affected by the number of years
considered for funding the unfunded accrued
liability.
. Funding is also affected by the actuarial age
assumption for retirees.
Funding is dramatically affected by the assumed
accepted level of interest earned on the assets
which assumption is presented to the actuary by
the pension boards.
. The granting of pension rights (to which they
are entitled) to employees not previously covered.
. The cost of operating a two -pension board system.
The City Manager requested the boards to furnish by
May 15, 1976, estimates of funding required for the
1976-77 budget. In response to this request, the boards
recommended funding at an estimated cost to the City of
$I4,784,849, based on 20-year funding, and a 4'Z`-' interest
earning assumption for the System and 4-3/4"' for the Plan.
This is an increase of $5,985,850 over the level of
funding adopted for 1975-76. The millage increase re-
quired to support this would be 1.432 mills and when
added to the certified millage of 2.592 would total 4.024,
which is in excess of the 4 mill limitation provided by
State Legislature.
A far more serious problem developes if the increase of
1,432 mills is added to the operating millage since this
results in ra total millage of 10.482 (Debt Service ex-
cluded). If the City Commission accepts this funding
level, a referendum is required to exceed the 10 mill
limitation, and voter approval to authorize this excess
would, as required by State Statute, be limited to a
two-year period.
The problem of funding pension programs is one that is
confronting most major cities. The City of Miami is
faced with limited alternatives in funding its pension
programs. Some of these alternatives are:
Provide for funding of the unfunded accrued
liability on a 35- to 40-year basis instead of
a 20-year basis.
. Increase assumed interest earnings.
. Increase contributions by employees.
. Reduce benefits.
. Reduce level of basic municipal services to
shift additional funding to pension.
▪ Terminate current City pension programs for new
employees, and provide pensions through the State
pension system.
10
OIN
kevise the existing pension ordinances and con-
vert the boards to advisory board~, returning
all authority to the laity Commission for the
pension programs and appoint a professional
administrator to serve under the City Manager.
Based on the preceding alternatives and others that should
be examined, it is recommended that a blue ribbon com-
mittee be appointed by the City Commission with advices
from a professional consultant so that appropriate recom-
mendations can be submitted to the City Commission to
launch the City of Miami into a more appropriate program
of future pension benefits at an appropriate level of
funding.
Recognizing that the City of Miami is faced with an
immediate decision in order to fund the 1976-77 pension
budget, it is recommended that the funding period for
the unfunded accrued liability be continued at the 35-year
cycle for an additional year at an assumed interest rate
of 4-3/4%. This approach would require an increase of
approximately $2.8 million over the 1975-76 adopted budget
rather than $5.8 million as recommended by the pension
boards. The lesser funding requirement would increase
the pension millage by .542 mills to a level of 3.134
mills and, if adopted by the City Commission, would keep
the City millage under the 10 mill cap.
11
the preceding estimates do not include any additional
emoluments of any type beyond that which hay, already been
provided for in the pension programs.
It is recommended that the City Commission, with the aid
of the City Manager and Director of Finance, and the
cooperation of the two boards, invite the actuaries
serving both boards to a special Commission Meeting at
an early date but not later than the first of the budget
hearings to discuss the 35-year, 4-3/4"4 funding method.
!I IPA 1.1T 1IIPIAI!M11
DEBT SERVICE FUND
The City of Miami has carried out a multitude of capital
improvement projects funded through General Obligation
Bonds. The major portion of these are devoted to con-
structing sanitary sewers, highways, storm sewers, and
special projects, including Parks for People Bond Program.
No millage increase over the current 2.311 is anticipated
for the new budget. This is possible because of the
existing fund balarce which will be utilized to assist
in the fundiny requirements.
The City has this year, as in the past, evaluated and
projected the future millage requirements based on a
program of bond sales for existing bonds and the poten-
tiality of new bond issues, such as those being contem-
plated for street lighting, sanitary sewers, and fire-
fighting fdcilitieE. Our projections, based on the fund
balances available in the near future, indicate that the
City will he in a Uosition to fund the 1977-78 debt
servicing requirement at the same 2.311 level. This is
being pointed out tecause the City Commission has ex-
pressed a desire tc initiate new projects through
General Obligation Bonds to enable the City to provide
our community with many of the special type projects and
facilities that car significantly impact upon the economic
growth of the City of Miami.
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t'AX BASE
Awtb
t'tlUi'U'.>I Ii t I yr l of M t LLAGES
The first consideration in Funding the City of Miami
budget is calculation of the ad valorem tax rate. The
City has received its Certification of Millage and
Taxable Value for 1976 from the Dade County Property
Appraiser. This notice was received on June 25, 1976
(Appendix III). Generally, the purpose for certification
of millage, a; provided by the State Legislature, is to
produce the same total revenues from ad valorem taxes on
properties which existed on the City's tax rolls frorn
the prior year.
The Dade County Property Appraiser has established the
total taxable value in the City at $3,789,137,846;
therefore, the value of the mill at 95% is $3,599,681.
The certified millage for 1976 has been calculated to
be 8.876.
The ad valorem tax funding, as calculated by the City
Manager, required to support the projected 1976-77
budget is 9.592 mills, representing an increase of .716
mills over the certified millage of 8.876. The debt
service millage of 2.311 must be added for a total millage
levy of 11.903.
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wrr1011r
Olk
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Appropriation Funds
General Millage
Mi11ate_ Comparison
Change
1976-11 1976-77 from
Certified Recommended Certified
5.725 5.659 -.066
Publicity & Tourism .178 .244 +.066
Street Lighting .381 .555 +.174
Pension 2.592 3.134(2) +.542(2)
Sub -Total 8.876 9.592 +.716
Debt Service 2.311 2.311 -0`
TOTAI 11.187 11.903 +.716(1)
(1) Public Hearings after public display ad in local newspaper
required.
(2) NOTE: This does not include the level of millage and funding
as requested by the Pension Boards. Should the level of
funding be adopted as recommended by the Pension Boards, then
this would cause the proposed 1976-77 Pension millage to be
established at 4.024, requiring an increase of 1.432 above
the certified millage. The total millage for operating pur-
poses would then increase to 10.482, which would exceed the
10 mill cap by .482 mills, thereby requiring a special
referendum as previously discussed.
15
t L1tRAL REVENUE SNARING FUNDS
The 1976-77 Federal Revenue Sharing Funds will provide
revenue to fund the budget and special projects in an
estimated amount of $8.8 million. Congress has reen-
acted the Federal Revenue Sharing for an additional
an assumed
current level of funding. The following table of re-
quirements and funding indicates the use of the
Federal Revenue Sharing Funds:
3-3/4 years, and this budget is based on
Federal Revenue Sharing
Requirement Funding
1976-77 1976-77
Extension Recreation Program
Mechanization Program
Tools & Equipment
Development of Police
Exams
Sanitation
Motor & Garage Replacement
Street Lighting
Financial .Management System
Contribution to General Fund
Reserve for Social Service
Programs
$ 165,000 $ 165,000
45,000 45,000
70,000 70,000
147,000 147,000
750,000 750,000
1,200,000 1,200,000
100,000 100,000
5,600,000 5,500,000
1,500,000 900,000*
*$600,000 to be added from Community Development Funds.
16
lor
It should be noted that the requirement for the social
Service programs is established at $1,500,000, and is
at the same level established for the current year.
To provide fo• a balancing of funds, it will be nec-
essary to pro(lram $900,000 from Federal Revenue Sharing
Funds and $609,000 from the City's Community Develop-
ment funds.
If the Community Development social service programs
provided at the time the CD Program was approved for
the current year are maintained and readopted for the
third year of the Community Development Program, the
total funding of Community Development funds devoted
to social service programs for one year is estimated
to approach $950,000, approximately 10Y, of the third
year program.
The reserve for social service funding includes the
City's Child Day Care and Elderly Day Care programs.
By memorandum on April 21, 1976, 1 identified for the
City Commission the need to program over the next two
years the Federal Revenue Sharing lag funds in such a
way that upon the expiration of these funds, funding
of the City's requirements could then be continued
through the allocation of franchise funds. This is
further identified by the attached memorandum
17
F
(A pthdix II) and Motion No. 76-433, adopted by the
(.i t.y r.ommi i, i c,r, di thpi r April ?? , 19M MP(!t. i nq,
wa. previously noi.d.
which
At a recent meeting, the City Commission requested the
City Manager to provide a revised procedure for the
allocation of Federal Revenue Sharing Funds for social
service programs. This matter is being attended to
and a separate memorandum establishing new suggested
procedures involving a review committee process will
be submitted.
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SCitc1AL SUBJECTS PEQUtRINo CONSIDERATION
There are several programs and subjects that the City
Commission may wish to discuss
during the budgetary
process, and it is appropriate that these matters be
brought into clearer focus at this time.
Pension
There has been much discussion on the establishment of
a 25-year Pension Plan. This plan would provide a re-
tirement emolument on completion of 25 years of service
irrespective of age. Funding for such adjustment would
of necessity be borne by the employees.
The City administration has spent a great deal of time
and effort in conjunction with retirees' cost -of -living
committee to adopt a cost -of -living formula for retirees.
The City Commission directed that such an acceptable
formula be available whenever the Commission chose to
grant a cost -of -living emolument to the retirees. A
formula was evolved and accepted in principle. Since
that time, other studies have been conducted through
the Department of Finance.
These studies reveal that the objectives the Commission
had hoped to accomplish by providing a reasonable emol-
ument to the retirees at the lower economic scale are
19
WA Materializing to the degree anticipated. A new
approach has been developed in terms of future cost -
of -living emoluments for both employees and retirees,
and will he discussed more fully in the section titled,
"Cost -of -Living Increases."
Social Security
The employees of the City of Miami since 1956, have
been entitled to annuity benefits from Social Security
in addition to their City pension annuity.
Although not widely known until the financial crisis of
New York City brought it to national attention, it is
possible for cities, counties, and local government
agencies to abandon the federal Social Security System.
In the past two years, 138 units have left the system
and 207 others have given notice of intent to withdraw.
New York City, for example, estimated that it could
save $200 million a year if the city's employees were
removed from the Social Security System.
The Social Security Act (42 US CS, Paragraph 418) pro-
vides for termination of agreement "upon giving at least
two years' advance notice in writing to the Secretary
(HEW), a State may terminate, effective at the end of a
calendar quarter specified in the notice, its agreement
with the Secretary either:
(a) in its entirety....
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(b)
with respect to any coverage group designated
by the State, but only if the .cgreement has
been in effect with respect to such coverage
group for not le;', than five years prior to
the receipt of such notice."
It should he noted teat "if any such agreement is termi-
nated with respect tl any coverage group, the Secretary
and the State may not thereafter modify such agreement
so as to again make the agreement applicable with re-
spect to such coverale group."
If the City were to vithdraw from the Social Security
System, it would meal that the City's contribution of
$1,650,000 as provid?d in the 1976-77 budget, and the
employees' contribution at 5.85% of their salary up to
$15,300, would becom? available to assist in the funding
of the City's Pensioi Program. It should be noted that
the members of the Pension System do not make a contri-
bution to Social Security and that these funds in all
probability would not be available to make a signifi-
cant impact upon the funding of the System Pension
Program.
The City Commission may wish to direct that a study be
conducted to determiie the advantage and disadvantage
for terminating the ':ity's participation in the Social
Security Program.
21
Group Insurance
The City provides a group hospitalization program and
pays approximately 80% of basic costs. The employee
provides the balance and can exercise an option to pro-
vide dependent coverage.
Several years ago the City administration, through the
various employee organizations, established an employee
insurance committee to advise the City Manager of the
ongoing health program and to make recommendations for
the future.
The insurance carrier has informed the City of exten-
sive premium adjustments that have caused an increase
both to the City, but to a greater extent, to the City
employees because of the extended medical benefits
covering members of the employees' families. This im-
pact on the employees and the City has caused a review
of the insurance program and has resulted in new pro-
posals for insurance coverage. Specifications have
been designed and submitted for bidding with bids to be
received on July 30, 1976.
After bids are received, an analysis will be made of
those bids and the employees' committee will be in a
position to advise the City Manager a., to the employee..'
wishes for the level of employee contribution vs. the
22
benefits that will be available under the ijroup
hospitalization plan.
If upon the renewal of the group insurance i►ol ic_y on
October 1, 1976, a change in premium occur.,, the addi-
tional amount, if any, will be borne by the employee's
contribution. If the employees do not desire to in-
crease their cost, then their level of benefits will be
reduced to conform with the present premium.
In keeping with a commitment the City made to its em-
ployees two years ago, the City's contribution to the
group hospitalization plan was increased to a current
budget level of $1,800,000. During this budget process,
it will be necessary for the City Commission to iden-
tify that the City does not intend to exceed the current
level of contribution.
FEDERAL AND STATL GRANTS
In addition to Federal Revenue Sharing Funds of $8.8
Million, the City of Miami has been awarded thirty-one
(31) Federal and State grants that total approximately
$14,820,680 in Federal funds and $124,323 in State funds.
Grants range in size from a $3,000 State grant for a
Noise Abatement Program to a $5,831,000 Federal award
for a Community Development Block Grant Program. Our
most successful efforts in obtaining grants over the
past year were for park projects. The Bureau of Out-
door Recreation awarded the City $314,550 for Latin Com-
munity Riverfront Park, the Economic Development
Administration award, $300,000 for Bayfront Park, and
Third Century USA awarded 593.000 in Federal funds through
the Dade -Monroe Manpower Consortium for additional devel-
opment of Bayfront Park.
Manpower programs (CETA) total $5,680,509, approximately
38% of all grant funds. The Community Development Block
Grant Program accounts for another $5,831,000, or 39% of
the total. Park projects total $1,129,536 for 8% of all
grants. Grants for police projects total $932,075, or
6% of the grant awards. The remaining $1,371,887, or 9
consists of grants(s) for planning, sanitary sewers,
recreation, food, sculpture, art, education, and noise
abatement.
24
tuturr, Grant Opportunities
Fitter i (15) grant application% totaling $1,098,609 have
been %ubmitted and are currently pending a decision for
funding. Police grant applications total $582,526. Of
the remaining $516,083, a $250,000 grant application is
for a "Neighborhood Streets for People" Program which
would provide funds to develop detailed plans and imple-
mentation strategies for the little Havana area. Other
grant applications now being prepared include a request
for funds for a campground on Virginia Key, a bikeway
demonstration project for the Coconut Grove area, and an
employment and training program for the handicapped.
The outlook for future grant opportunities for public
works projects, park acquisition and development, and
historic preservation appears especially favorable.
Funding for police programs is expected to decline. New
legislation of particular interest is the "Public Works
Employment Act of 1976" which, if passed, will provide
funds for public works projects and countercyclical funds
to maintain basic services customarily provided by the
City. (Refer to Appendix IV).
MIL
fly@IIINIIII'I f11lPIT!111IIIII'0I
STATE REVENUE SHARING
The Revenue Sharing Acts of 1972 and 1973 provides that
the state share revenues with cities from motor fuel
tax (8th cent), cigarette tax (11d + 2d per pack),
mobile home licenses, beverage license (38% of fees
within municipality), insurance premium tax (for police
and firemen's funds), and auto road tax.
The distribution formula for cities is based on (1)
total population adjusted for city size, (2) sales tax
collections, and (3) relative tax capacity.
The adopted 1975-76 budget estimated that the City
would receive $13,190,000. The City was notified early
in 1975-76 by the State Treasurer that collections in
the areas of cigarette and gasoline taxes had dropped
substantially because of economic conditions. The re-
sulting loss to the City of Miami is approximately
$1,189,105. This problem was referred to early in this
report under the discussion of the 1975-76 budget.
It is anticipated that State Revenue Sharing Funds for
1976-77 will be $12,000,895.
26
`W
cost -Or -LIVING ANALYSIS
the City has adopted a cost -of -living pay plan to sup-
plement its basic wage plan. The City Commission should
be aware that the Yarger classification and pay plan,
which was adopted in January of 1973, established a
parity basis for all City employees as to their wages
which included prior cost -of -living adjustments. Since
that time., as the cost•of-living index increased, ad-
justments have been made. The last such adjustment was
June 1, 1976, amounting to an additional 2% salary in-
crease.
The following table indicates the cost -of -living ad-
justments that have been granted since the Yarger clas-
sification and pay plan adoption.
Date Increase from 12/72 CPI % COL Granted
8.8 %
1/6/74
10/1/74
10/1/75
6/1/76
19.30%
30.09%
32.91%
5%
10%
6%
2%
23%
The basic concern of the City Commission is to devise a
method of granting cost -of -living adjustments for em-
ployees and retirees giving primary consideration to
those at the lower end of the economic scale. Our anal-
ysis reveals that the cost -of -living adjustments made
27
by the City are not really achieving the objectives as
envisioned by the City Commission.
It is time to seriously consider adjusting the cost -of -
living procedures. It is recommended that this matter
be given further study and that alternative methods of
providing for cost -of -living adjustments for both em-
ployees and retirees be considered.
One alternative to the existing plan has been suggested
and should be further examined. It consists of pro-
viding for a cost -of -living adjustment separately from
the pay of employees. The cost -of -living adjustment
could be formulated by developing an average wage
earner's income and applying the cost -of -living index
increase to that wage level. This calculation would
produce the number of dollars required to keep the av-
erage wage earner at a level in keeping with the rise of
the cost -of -living index. Through this process, it would
be possible to identify a specific sum of money that
would be paid all City employees as a cost -of -living ad-
justment and would be separate from wages paid those
employees.
A significant advantage of this concept is that such
cost of living would not be subject to Federal Income
Taxes. If a process similar to this or another alter-
native is chosen, a wage survey could be conducted
28
/c-
approximately once every throe years to readjust all
employees' salaries based on the market value (total
payment including prior cost -of -living adjustments) to
keep the wages and cost -of -living adjustments in the
City reasonably in line with economic conditions as
they change.
This formula, with some modifications for service years,
etc., could then be applied to retirees.
1976-11
SIGNIFICANT AI) HIS1MENTS
There are several departments and functions of the City
in which significant adjustments have been made that
warrant some explanation to the City Commission. The
cataloging of this will assist the City Commission to
better understand the scope of adjustments planned for
these functions.
Police Department
The Police Department is completing its transition from
the old to the new police facility, and is completing
the new technical advances now possible in the new
facility.
The following programs are included:
. Continue the Public Service Aides Program
. Initiate a new recruitment team concept
. Initiate a new training program
• Phase in all of the adjustments necessary to
carry out the modernization of the Police
Department.
Fire Department
. Initiate a civilian fire inspection program in
30
f-
lieu of using sworn personnel.
. Include two civilian inspectors.
. Replace obsolete breathing apparatus.
Sanitation
. Start the operation of the new transfer station
about September 1977.
Plan the phase -out of the present incinerator
and Virginia Key disposal area.
. Prepare new procedures for the combined col-
lection of garbage and rubbish.
. Review the feasibility of establishing a sani-
tation fee for the services provided.
Parks and Recreation
Provide parks maintenance personnel for the
new parks.
Utilize golf course, maintenance personnel
during the golf courses off seasons for regu-
lar park maintenance activities.
Building Department
. Improve the quality of inspections in the City
of Miami by adding inspectors.
31
Oft
to tnunications
Improve emergency communications by adding new
emergency radio equipment for use in Police
and Fire and the renting of additional paging
equipment to improve communication between
departments and their employees.
AbMINISTRATIVE AND STAFF SERVICES
Following the legislative intent of the City Commission
to implement the recommendations of the Miami Management
Improvement Progra-n, the following actions are programmed
for this •ear:
Full implementation of. the Management Services
Department.
Developrrent of the Financial Management Informa-
tion System.
Implementation of the Human Resources Department.
Establishment of Risk Management concept.
The Department of Management Services has initiated the
task of improving the quality of budget information being
provided to the departments in order to make the budget a
management tool at the department head level.
The Department will complete an integrated, computerized
financial information system that will serve as the base
for the developmert of departmental support systems.
The Data Processing function has been transferred from the
Department of FinEnce to the Computer Systems Development
section of the Department of Management Services in keeping
with the development of the Financial Management Informa-
tion System that -s currently under way.
33
the full implementation of the analyst team concept will
enable the City tc conduct its own cost reduction analysis
and management prcductivity studies, and to expand the
operations research capabilities. The two positions that
have been added tc this section will provide the necessary
staffing for this section to carry out this function.
On February 26, 1t76, the City Commission adopted Ordinance
No. 8526 eqablisling the Department of Human Resources.
The department will consolidate the following resources:
Clement! of the existing Civil Service Office.
transfer of the City Physician's Office
Transfer of the Safety function from the
Employed Services Office.
New funcing requirements recommended by the
City Marager.
The Human Resources Department will provide the City of
Miami with a modern merit personnel management system.
A Risk Management division is proposed to consolidate
self-insurance anc all risk -related functions into one
organization under the Finance Department These areas
include the self-insurance program, Workman's Compensation,
group insurance, ind property management This function
had been previous'y handled on a fragmented basis in the
Property Management section of the Finance Department and
the Employee Sery ces Office of the City Manager.
34
SUMMARY OF AREAS WHICH REQUIRE CITY COMMISSION CONSIDERATION
As stated, the purpose of this report is to provide informa-
tion and receive direction from the City Commission for the
formulation of the 1976-77 budget. If these issues can be
decided at this time, it will complement the budgetary
process to the extent that the City Commission will,be
better able to assess the total budget for its final
adoption.
It is recommended that the City Commission favorably con-
sider the following issues presented for solution by the
City Manager, or give further direction.
(1) Street Lighting ;See page 7_)
It will be necessary to increase the street lighting budget
from the 1975-76 level by approximately $250,000 to con-
tinue the modern high pressure sodium vapor street lighting
system throughout the entire City on a program basis. This
programmed expansion, coupled with a reduction of available
fund balance in the street lighting fund, will cause a
0.181 mill increase over that miilage certified by the Tax
Assessor. The millage will increase from a level of .374
to .555.
(2) Pension (See page 8 )
The funding requirements for the City's pension programs
is critical this year and will remain a major concern
for future years.
Decisions are required on the following:
(a) the number of years considered for funding
the unfunded accrued liability,
(b) the interest earnings assumptions.
Both pension boards recommended funding based on 20-year
funding of the unfunded accrued liability and 4'!, in-
terest earning assumptions for the System and 4-3/4% for
the Plan. This is an increase of $5,985,850 over the
level of funding adopted for 1975-76. The millage
increase required to support this would be 1.432 mills
above certified. This millage increase added to the
certified millage of 2.592 would total 4.024 which is
in excess of the 4 mill limitation provided by State
Legislature.
If the increase of 1.432 mills for pensions, as recom-
mended by both boards, is added to the operating rrrillages
(debt service excluded) this would then total 10.482
mills and would exceed the 10 mill limitation. Should
the City Commission accept this funding level, a
referendum would be required to exceed the 10 mill
36
limitation and voter approval to authorite this excess
would, as required by ` I.a1.0 ,tatul0, be limited to a
2-year period.
The City Manager's recommended level of funding, which
is based on a 35-year. 4-3/4', funding method, would
cause an increase in the pension millage by .542 mills
above the certified level and would keep the City's
millage under the 10 mill limitation.
It is recommended that a blue ribbon committee be
appointed by the City Commission with advices from
a professional consultant so that appropriate recom-
mendations can be submitted to the City Commission to
launch the City of Miami into a more appropriate
program of future pension benefit:, at an appropriate
level of funding.
(3) Certified Millage (See page 14)
The proposal recommended by the City Manager will exceed
certified millage by .716 mills. This increase is for
street lighting and pension. Since the City is exceeding
certified millage, public hearings, after a public dis-
play advertisement has been placed in the local newspaper,
are required. This should be recognized now and accepted
as part of the process leading to adoption of the budget.
37
f4I M1111111U1111 l III 1191 II III "I'I 111 1111�1' ��
reara11'�1IllIMIPIr1101A1411101111I91'I I1111111101111 IIII
(4) Social Security (See page 20)
Upon giving at least two years' advanced notice in writing
to the Secretary of HEW, the City of Miami may withdraw
from the Social Security program. It is recommended that
the City Commission direct a study be conducted to deter-
mine the advantages and di,:advantages for terminating the
City's participation in the Social Security program.
(5) Group Insurance (See page 22)
During this budget process, it will be necessary for the
City Commission to identify that the City does not intend
to exceed the $1,800,000 level of City contribution.
Employees will have a choice as to their benefits with a
further determination as to their level of contribution
to provide those health benefits.
(6) Cost -of -Living (See page 27)
It is recommended that alternative methods of providing
for cost -of -living adjustments for both employees and
retirees be developed. A suggested method that will re-
quire additional study would provide a fixed sum of money
to all City employees. This method would separate the
cost -of -living benefit from wages paid the employee.
This has the advantage of treating those employees at the
lower end of the economic scale more equitably. We have
also been informed that a cost -ref -living inr.rea%e granted
in this manner would not be subject to Federal Income
Taxes.
38
The formula developed for cost -of -living adjustments
for employees, with some modifications for service
years, could then be applied to retirees.
(7) Cormmunity_ Development (See page 16)
It is proposed that $600,000 be programmed from Community
Development Funds to complement the $900,000 being mode
available from Federal Revenue Sharing Funds to provide
for a social service program of $1,500,000 for the I'376-77
budget. If this approach approved by the City Commission,
the funding of social service programs will remain at the
same level as provided in the current budget.
11111111111111111111111111111111111111111111Ni
L
t
CITY OF MIAMI, FLORIDA
APPENDIXI
INTER -OFFICE MEMORANDUM
TO Honorable Members of
the City Commission
FROM
)W1 G�...
P. W. Andrews
City Manager
FEB 2 1916
DATE
SUFIALT Progress Report
1975-76 Budget
REFERENCES
ENCLO:URE_S.
There are several factors that have impacted the 1975-76 budget
which require us to make some budgetary adjustments to avoid deficit
spending this year.
The City was notified on December 4, by the State Department of
Revenue, that the State Revenue Estimating Committee has projected a
$6 million decrease in the SC motor fuel and cigarette tax revenue
available for distribution through the Revenue Sharing Program for
the State fiscal year 1975-76 (July 1 through June 30). This reduction
will be prorated over the remaining seven months in the State's fiscal
year beginning with December 1.975, and ending with the June 1976
distributions. The City of Miami will lose approximately $1.1 million
of State Revenue Sharing funds.
The recent court ruling preventing meter maids from issuing parking
tickets will reduce revenues by approximately $50,000.
The group hospitalization policy, which is presently under review, can
cost the City an additional $400,000 to $500,000 for the remainder of
this fiscal year. An additional $150,000 may be required for the
Umbrella Insurance Program.
In addition, the telephone rates were increased at the beginning of
January and this also will have an impact on the City's expenditures.
The loss of revenue and the unanticipated expenditures outlined above
total approximately $2 million.
I have initiated an intensive review of all revenue source; t-,produce
any possible additional revenue, and I have given direction to all
departments to submit a plan to reduce their current rate of expenditures
to insure that by the close of the year, total expenditures will not
exceed anticipated revenues. We are attempting to formulate a plan to
overcome this problem without the need for layoff of the existing work force.
i
i
APPENDIX II
CITY Or' r .1r.t4.. F'_�J;•IDA
INTER•OFFICE MEMORANDUM
TO
FROM
Honorable Members of
the City Commission
P. W. Andrews
City Manager
APR 1s11976
Pt•ogrt!y. Itc'purl 19/5.76 Budget
RE:FurrN(. s Memorandum of February 2, 1976
ENcLf;u.+rS Chart
On February 2, 1976, I reported to the City Commission that there
were several factors that have impacted the 1975-76 Budget which
will require budgetary adjustments to avoid deficit spending this
year. As noted in that memorandum, the City is faced with over-
coming unanticipated expenditures and a fall off of revenues
totalling approximately $2.3 million. Two actions taken to date
to overcome this problem are: a reduction of $150,000 tro,•r the
commodity codes of the general operating budgets, and fee adjust-
ments increasing revenues by S200,000. We are presently in the
process of abolishing 75 to 100 vacant positions. This action is
designed with a two -fold purpose in mind:
1. to take advantage of the immediate dollar savings to
the City this year, and
2. to provide a full year impact of approximately $1.2 million
in the F-76-77 budc'et year.
Attached you will find a table that more fully describes the current
situation and a summary of the recommended actions that oast be taken.
These actions will insure that the City will not end the year in
deficit.
Further, I am proposing that the Commission authorize the use of
$1,091,582 from franchise revenues that are not now prw&ntly
allocated, and authorize the use of 5900,000 of a total of 56.q
million of the Federal Revenue Sharing funds which the City has
retained as lao funds that were intended to cover the phase down of
the program upon termination.
The actions oathnc'd :l111 resolve the present year's budgetary proh-
lern. In reviewing the 1976-77 budget, it is apparent that the City
wi11 be faced with an approximate 554.2 million renuireraer:t above the
current budget level unless other actions are taken. indicated
above, immediate actions are bein(j taken to reduce on d perw3nent
basis S1.2 million from the budget by reducing aporoxim-tely 7E to
100 vacant positions. The remaining 5:' million can be taken from
the balance of the 56.9 million that is considered lag funds in
Federal Revenue Sharing, and $3 million for similar requirements in
1977-78. Upon depletion of these funds, funding can then be made
Page 1 of 2
ft
■
ft
1 III IIRIII! III IIIIIAMIIIII I
Honorable Members of
the City Commission
available on a continuing basis from franchise funds in the amount
of approximately $3,330,000 annually.
The proposed plan will minimize the necessity for a tax increase
for the coming year and will reduce the potential need for a lay-
off of the existing work force. I plan to discuss this matter with
the Commission at the Commission meeting this Thursday, during the
period normally reserved for the City Manager's reports.
CITY CO:lnISSION MEETING
APRIL 22,1976
"POCK1 ' 1.iATTr RS"
76-633 - I':oTIGiJ ACCi::'T1 1- r.. };
T J I PRINCIPLE Tit;' i:EC ii•L'•�EI:WI . l F;�; ( P ,
CITYOE
t• ANiAGER If: 111L 1.1111i,l)U
APRIL 21, 197G ENTITLED "Pg0Cit-:s3 RHpoaT -
•
1
Adopted Revenues
Projected Changes from Adopted Budget
Current Year's Taxes
(operating - 8.619 x 50,441 loss
per rt11 • $434,750)
(Debt Service - (nct included)
2.?11 x 50,441 loss per sti11 •
3116,569)
State Pcvenue Sharing
(Indicates slight increase for
last quarter)
Telerho..e franchise
(A1re:.C), collecte.'.1
Police r:epactrent Reports
;3a^.cc on new ordinance)
GEtiE RAt Filtin
CURRENT YEAR FUNDING 1975-76 BUDGET
$ 435.000
1,100,000
60,000
• 35.000
:'t11ty Taxts
(Pate increases) • 600.000
Pur%ing Ticket Problem - 50,000
Fund rolancc - 487.16'i
Lens! P blic :.zv
Fe,,ppropriation-185.000 • 302,167
$ - 567,833
$64,960j365
- 587,833
(A) $64,272.732
Adopted gudget_Expendlturas $64.860,565
Proiect••d Increases frcm Adopted Body!t
Parks and Recreation
(Cashiers. Lifeguards,
Starters)
Group Insurance
Employees 3368,749
Fetirees 20,000
$ 160,000
398,749
Self Insurance 235.000
Co.:runications 160,000
(Telephone increases)
Holiday/Overtime 400.000
Workmen's Compensation 385,000
r:orids Industrial
C' nissicn 25,000
Summaryof Eudgerary Pvriirements
(A) Revenue SS4,272,732
(E) cxpen3iture 66,614l314
$ 2,341,582
s
ex,
31.753,749 21,753,749
E
(8) $(6,614,314
Oft 420
/ Revised 6/14
TO
(1)
(2)
(3)
(4)
($)
(6)
(7)
(8)
(9)
(10)
(11)
(12)
(13)
(14)
(15)
(16)
(In
(1 8)
(1 9)
'76 JUN 25 Ah 8; 56
0
1R-Crc17s '•-
f/ (5rW• t�'NCLUDI`I STATEMENTIF DDITIONS ANDLDELETIOE
S
Copy t4umbet 1
APPENDIX I1I
DADE
City A! Miami
County. Florida
3;, •
•
(Name ei Taming Authority)
Current Year Taxable Value of Reel Property for Operating Purpose
Current Year Testable Value of Penonel Property for Operating Purposes
Current Year Taxable Value of Centrally Assessed Property for Operating
Purya sari
Current Year Gross Taxable Value (1) * (2) + (3)
Current Year Funded Senior Homestead Exemption (11MA31(3)(4).e.s.1
Current Year Funded Additional Disability Exemption 11194.031(3)(b),P3.)
Current Year Effective Taxable Value
(4) * (5) + (6) for all taxing authorities except School Boards.
For School floards enter amount on line (4).
Less: Curren! Year New Construction and Additions $
201,783,405
$
$
3, 037i729, 1.12
687. 274.246-
5,6a1,l5p
$ _ O,1 4f 1>37
$ 54,096.816
$ 4,282.841
$ 3, 789/ 137, 846 =
Current Year (Deletions $ 34,873, 481 )
Net New Value (8) •— (9)
Current Year Adjusted Taxable Value (7) —(10)
95% of Sunent Year Adjustea Taxable Value (11) x
Prior Year Gruss Taxable Value
Prior Year Funded Senior Homestead Exemption
(II Se 031(3)(a).FS.)
Prior Year Funded Additional Disability Exemption
$
.95 $
$ 31486, 273, 723
$ 53,562,002
$
(11s6.031(3)tb).R.S.)
Prior Year Effective Taxable Value $
F13) * (14) * (15) for all taxing authorities except School Boards.
or School Boards enter amount on line (13).
3,732,876
3,543,568,601
Prior Year Operating Mlllage Levy
Prior Year Ad Valorem Proceeds (16) x (17)
Certified Millage Rate for Current Year
(18)/()2)
$ 8.619
Per $1,000
30,542,017.77
$ 8.876 Per$1,000
1 do hereby certify the valuers shown herein to be correct to the best of my knowledge and belief. Witness my
hand and official signature at Miami Florida this the 25th day of
June 19 IL
. —
Property Appraiser
SEE INSTRUCTIONS ON REVERSE SIDE
r
1=7-
PENDING GRANTS AS OF JULY i. 1975
Grant Title
Charter Music Concerts
Child 0.}v Care Pro ram TITLE XX
Cn-;runity Retardation Services
uar'ce Program
FiSt.CriC Preservation
'tonuc'ntal Sculpture Shcwin9s
Neighborhood Streets for People - HUD innc•vative
Pro.iect FY76
Cec' ,'at ;cn Pr onrams for 'lental l Retarded Adults
Theater Festival - little Havana 1976-77
YES. 001 S! (Child Day Care Parent Trainin• Pro ram
Total Pending as of July 1. 1976
Gndinc Date
10.25-77
Not avail,}hle
Fed. Grant
State Grant
27 400 $ 4 `n0
6-30-77 - 12,441
10-25-77
Early 1970
10-25-77
., 11 ii 1 u n u! a vi 1!I 1 1 1 11 1 I I 1
3-31-7;1
1 of 2
5.200
93,592
102 969
111 403
1111 g119MIT RIII1'M1qi1 i
3 972 ` 6 900
Li7aso
3; "1 H7"
HE'4 Forr,an
12,e6a
11,130 16,33J l t1.A i Lizaso
2,500 3,]0;
2 7u0
7a61 11"427)
15 150
11 949
uUp L
39 310
131 343
MI I ImmousimpriII
a.46.1.7Y.:.n+f:a=�Iit: y.
:.41
PENDING POLICE GRANTS as of July 1, 1916
Grant Title
Automatic Color Photography Processing Project
F,ndiu, Date Fed. Grant
State Grant
City rural
Project
Total
Id::nt.l
Syr'. 1 " a..i. Pr
',linter 77-7S ; 16,000lS 1,030
S 3,000
Citi7.en Self -Hein
!fintcr 77-73 89.c23I 4.717
CnTmunity Outreach and Career Fregr,:r: Tri-Cultural
1•
Not avai;,;o1c
Juvenile Offender, Diversionary Project 11
i
4J17
20,000! LEA\ ' Rice
99.152_
'E�till
Hinter 1977-1a, 191,9511 10,797
Patrol Electronics Surveillance Team
103,6 d 11,512
2J,10
32,112
291:,01L IAA Hlcr
?_15,109 LULA Rice
11,512_
Total Pendino (Police]
582,526 28,026
71,771
6E2,323
Zice
LEAA Rice
Total Pending (Police)
Total Pending
GRAND TOTAL. OF PENDING GRANTS AS OF JULY 1. 1976
2 of 2
S S
5E12.526 _211,1'6
516,0`131S119,9'la
$1,098,609 $147,93�
S 77.771
1$150,151
S221,925
692,323
785.1411
$l,^63,464
1II III 11p 1111 e111
"I�IIIIII q!II i 11I
GRANT CONTRACTS ENDED as of June 30, 1976
Grant Title
Corry nity Ev31uation of Police Program Effectiveness
Cultur.11 Expansion Pc5ranr
E•.rrnrncy Medical Services Program
pi3r�in^, Conrd:nator
Pubic Service Employment Program (CETA Title 1
Public Service Employment Program (CETA Title 11
Temporary Public Service Jobs Program
CETA Title VI)
Fodior flat,'
6/30/76
6/30/76
6/30/76
C/30/76
6/30/76
6/30/76
6/30/76
6'30 76
End, Grant
141.694
75,000
105,000
Rtate Grant
31,00C
52,500
31,000
;R,000 t 1,000 1.000
1
961,680 -0- -0- 961,620 CETA Moir
ns
1,904.538 -0- -0- 1 , 1.)4,52 at TA { .e i • ns
Project
Total
S 141,694
Ident.
Smb .
i;tant :LSna;Pr
83,332 LEAA Rice
157,500 HUD Parcies
4,000 FAC Li z3s;.
2,969,327
mil.63076
GRAND TOTAL of GRANT CONTRACTS ENDED as of June 30, 1976
i of 1
56 175 239
538,166
S90,666
$6,304.071
a'Jt l 6
n , p lip p�aiq Sri ' N 111
��.11
ql
APPROVED GRANTS as of July 1, 19/6
Grant Title
Ending Date
Fcd. Grant
State Grant
City Furii.
Project
Total
Zdcnt.
Sr'.
Grant llanagpr
Artist-ln-Residence Alternative Education Dance Pro9ram
12/31/76
-0-
$11,250
$ 3,750
i 15,000
FAC
Lizaso
Bayfront Park -Miami
12/14/76.
300,000
-0-
700,000
1,000,000
EDA
Turcotte
Career Development Program (CETA Title 1)
9/30/76
188,925
-0-
-0-
188,925
CLTA
`'.01ins
Child Day Care Program (State)
9/30/76
-0-
47,001
47,001
94,002
DCA
Chandler
iq'
Community Development Block Grant 2nd year
5/16/77
5,831,000
-0-
-0-
5,831,000
HUD
Spillman
Comprehensive Planning "701"
j
5/30/77
78,000
-0-
39,000
117,000
H,•0
Y3reces
Cuitaral Exposition Program
6/30/77
-0-
980
9E0
1,^60
FA;.
Liza':
Latin Community Riverfront Park (BOR)
5/30/78
314,550
-0-
314,550
529,100
EO-.
Sct+art:
Latin Community Riverfront Park (HUD)
pending
250,000
-0-
250,000
5GO ,�:)G
H;;8;
Schwa-r.z
Miami Management improvement Program
9/30/75
20,000
-0-
20,000
40,000
IPA
rs•Ns1ak
Noise Abatement Program
9/30/76
-0-
3,000
3,000
6,C00
0p
'!-I�en,rd
Public Service Employment Program (CETA Title 1)
2/30/76
1%2,12,553
-0-
-0-
1Z12,553
CETA
!i'ltn5
_
Public Service Employment Pro9ram (CETA Title 11)
12/31/76
3,943,414
' -0-
-0-
3,943,414
CETA
Molins
SUBTOTAL
$12,138,442_ $62,231
$1,378,281
S13,578,95
lof3
JUL 16 1g
n iwumu 11iu1 lip.„iH'
I 1 Illl11•111.111•b I I IIIlIlr1 mn,i 1, I
APPROVED GRANTS es of 'July 1, 1916
Grunt Title
Recreation Programs for the llandica
Recreation Support Program
Sanitary Sewer Grant
Sculpture
for Blccnlenniel Park
Spccial Food Service Program - Chil
pet
d Da Care
Sumer Bag lunch Program
Sumner Teen Employment Program (CETA Title Ill)
Third Century Greens Program
Wainwright Park
ago Dnte
9/30/76
9/30/76
MIN
MOM
1111111111
9/30/76
9/30/77
8/13/76
8/30/76
8/31/76
Fed. Grant
S 39,375
103,724
C36,528
45,000
20,000
State Grant
153,910
335,617
City Purri.
$ -0-
45 ,000
_0_
SIM
kroject
�tc1 idcnt.
Syrb.
HEW Fornjn
103,724 CSA 15crlazer
rerrili
3,603,005
90,000
20,000
153,910
335.617
93,030
EPA
Cads
00A Chandler
Sch;azer
CETA kaiin',
E3A
___
6/30/77 171 986MIN l��
_ 1111111111111111111111111111111111.1111111111111.
11111111111111111111111111111.111111111111111111111111111111111111111
1.111111111011111111111.2,988,463 + 4,800 128
Vo;irs
SUBTOTAL
2 of 3
93.000
1111111111
$1,799,140
-0-
343,972
BOR
JUL16
IIImmimmimmommilimmommummm •IAIIIIIII I mUIIIIIIIIIIIII III
*mit11+11A
110
1
APPROVED POLICE GRANTS as of Ju1y 1, 1976
Grant Title
Ending Pate
Fed. Grant
State Grant
City lauds
Project
Total
Iucnt.
Sy7b.
Crap' :lanacm.
Automatic Color Photograph Processing Laboratory
10/31/75
S 50,000
$ 2,778
S 2,778
S 55,556
LEAA
Rice
,Crime
and Resource Allocation Mapping System CRAMS)
12/31/76
54,102
3,005
3,006
5(1,113
+E: ;
R':e
Legal information Definition Retrieval and Eval. System
5/31/78
75,000
3.750
3,750
82,500
LEaA
Rice
Juvenile Offender, Diversionary Project
9/30/77
215,945
11,997
11,537
239,939
LEAA
Rice
Police Neighborhood Specialist
10/31/77
98,407
4.923
4,923
1O8,lci
LEAA
Rice
Suspect Identification - Color Video Equipment
10/31/76
45,36C
2,520
2,521
50,1133
LEAA
Rice
Stop Robbery Burglary 11
9/30/76
124,881
7,805
23,415
156,131
LEAA
Rice
Threshold Program for Public Service Aides 111
10/31/76
136.108
7,561
25.466
169,135
LEAA
Rice
Video Staffing and Related Equipment
9/30/77
83.297
4,628
4,628
92,553
LEAA
Rice
Approved Police Grants - SUBTOTAL
883,108
48,967
82,484
1,014,559
LEAA
Rice
•
SUMMARY OF APPROVED GRANTS:
Approved Grants - Page 1 '
12,138.442
62.231
1,378,281
13,573,954
Approved Grants - Page 2
1.799,14G
13,125
2 983,463
4,r03,72A
Approved Grants - Page 3 (Police)
883,108
48,967
82,484
1,014.559
LEAA
Rice
GRANO TOTAL of APPROVED GRANTS as of Ju1y 1, 1976
S14,820,690
)124,323
$4,449.228,$19,394.241
3 of 3
l.!
II 1
ill
._a te--k rn�a+' ilmil 1L iloY "/11; O....CAAas
r.a.ar.ir��
identification Symbols
BOR - Bureau of Outdoor Recreation
CETA - Comprehensive Employment and Training Act
DCA - Department of Community Affairs (State)
DER - Department of Environmental Regulation (State)
EDA - Economic Development Administration
EMS - Emergency Medical Services
EPA - Environmental Protection Agin,
Robbie Chandler
Tad Dooney
Jack Eads
Max Forman
Tom Haggard
,Burrell Hamon
Tony Lizaso
Ken McCullough
Clark Merrill
Office of Community Wain
Planning Pepartaont
Office of the City elknager
Dept. of Perks and Recreation
Wilding Warfront
Department of Public Works
Office of Community Affairs
Firs DoOortment
Office of Colooniti Affairs
Grant Managers
579-691Z
679-6086
579-6044
679-6900
679-6B32
579-6865
519-6695
579-6241
579-6661
FAC - Fine Arts Council of Florida (State)
HEW - Department of Health. Education. and welfare
HUD - Department of Housing and Urban Development
IPA - Intergovernmental Personnel Act
LEAA - Law Enforcement Assistance Administration
NEA - National Endowment for the Arts
USTS - United States Travel Service
Mario Molins
Joe Uwsiak
Joe Paredes
Doug Rice
Bache Schlazar
Mathew Schwartz
Dena Spillman
Paul Turcotte
Office of Community Affairs 679-6699,
Office of Community Affairs 679-6661
Office of the City Manager 579-6046
Police Department 579-6614
Dept. of Parks and RecraaticA 579-6916
Planning Department 579-6086
Office of the City Manager 579-6648
Dept. of Parks and RacreetiPn 579.6920
i.1,,,,1,oe e17111409lens!Irlrfolli!1"arRm419lill1,70111117.1110,l'illporIq111111" 11,,.1.11,11p.17,T1 ill 11