Adopted Budget 2012-2013

Transcription

City of Sunny Isles Beach, Florida
Fiscal Year 2012-2013 Comprehensive Annual Budget
And Five Year Capital Improvement Program
FY 2012/2013 COMPREHENSIVE ANNUAL BUDGET
City of Sunny Isles Beach
The Government Finance Officers Association of the United States and Canada (GFOA) presented a
Distinguished Budget Presentation Award to the City of Sunny Isles Beach, Florida for its annual
budget for the fiscal year beginning October 1, 2011. In order to receive this award, a governmental
unit must publish a budget document that meets program criteria as a policy document, as an
operations guide, as a financial plan, and as a communications device.
This award is valid for a period of one year only. We believe our current budget continues to conform
to program requirements, and we are submitting it to GFOA to determine its eligibility for another
award.
READER'S GUIDE
The purpose of this section is to provide the reader with a guide to the document's contents:
where and how to find the information and how to understand the information. The following
describes each of its major sections.
BUDGET MESSAGE SECTION
The first critical reading of the FY2012/2013 Adopted Comprehensive Annual Budget is the
City Manager's Message. The reader will gain an understanding of the City's vision, critical
issues, recommended policy and operational changes and the financial plan.
PROFILE
This section provides the reader with the background of the City. Included in this section are
the City's history, demographics, citywide organizational chart and an explanation of the type
of government.
STRATEGIC PLANNING
This section provides readers with an understanding of the City's comprehensive plan, the
economic outlook and legislative issues.
BUDGET OVERVIEW SECTION
This section provides the reader with the basic overview of the budget. It also answers one
of the most often asked questions: "What's new in the Budget?" Included in this section are
the budget summary; budget overview by fund; fund summaries; summaries of changes in
fund balance, staffing, program modifications, capital outlay and capital improvement
program. This section also includes information on debt administration, revenue sources
trends and forecasts, and type of budget, a description of the budget process, the budget
calendar and a tax millage summary.
DEPARTMENT SUMMARIES
This section explains the services offered by the City of Sunny Isles Beach. Each
department includes an organizational chart, divisional narratives of their programs,
explanations of variances between the FY2011/FY2012 and FY2012/FY2013 budgets, a
personnel complement and the line item of budgeted expenditures.
APPENDICES
This section contains the City's fund structure, fund descriptions, budgetary basis, budgetary
and financial policies, glossary and acronyms.
CAPITAL IMPROVEMENT PROGRAM
This section provides a comprehensive listing and explanation of the capital needs of the City
for the next five years including the operating impact.
CITY OF SUNNY ISLES BEACH
Sunny Isles Beach, the City of Sun and Sea, is located on a barrier island in the northeast
corner of Miami-Dade County, South Florida and on the semi-tropical coastal ridge between
the Atlantic Intercoastal Waterways and the Atlantic Ocean. Families and retirees are drawn
to our inviting climate, highly desirable, strategic location, and "personal touch" approach to
business, education, healthcare, recreation, and government.
Created in 1997 by the Legislature of the State of Florida, the City of Sunny Isles Beach
occupies approximately 1 square mile, 2.5 miles from north to south and .5 miles from east to
west, in northern Miami-Dade County, the most populated county in the State . With its
population of 21,395 people, the City ranks 15th in population among 35 municipalities in the
County. The County has a population of 2,563,885.
The City operates under a Commission-Manager form of government. Policymaking and
legislative authority are vested in the governing commission, which consists of a Mayor and
four Commission members. The City Commission is vested with policy setting authority,
adopting the annual budget, approving purchases and services of the governmental
operations, appointing committees and hiring the City Manager and City Attorney. The City
Manager is responsible for recommending and carrying out the policies and ordinances of
the City Commission, appointing the directors of the City's departments, submitting the
proposed annual budget, advising the Commission as to the financial condition of the City,
and overseeing the day-to-day operations of the City.
Residents of the City of Sunny Isles Beach enjoy many recreational facilities within the City
limits, including 2.5 miles of beautiful sandy beaches, nine local parks, one neighboring
county park (Haulover Beach Park) and one neighboring state park (Oleta River State Park).
The City continues to expand its recreational facilities and green space with the addition of
two parks, one of which is partially completed and the other is in planning/design phase, to
be available for residents and visitors to enjoy.
LOCATION
City of Sunny Isles Beach is located on an island in the northeast corner of Miami-Dade County with
the Atlantic Ocean on the east and the Interacoastal Waterway on the west. Sunny Isles Beach is
midway between downtown Miami and Ft. Lauderdale with easy access to business centers,
entertainment, sports and recreational facilities, and tourist attractions. Residents and visitors can fly
into either Miami International or Fort Lauderdale/Hollywood International airport, or cruise into the
Port of Miami or Port Everglades. From any of these locations, Sunny Isles Beach is just a 20 to 30
minutes drive away.
TABLE OF CONTENTS
BUDGET MESSAGE
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PROFILE
History of Sunny Isles Beach
Demographics
Government Structure
Commission-Manager Government
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2
4
5
STRATEGIC PLANNING
Comprehensive Plan
Legislative Issues
6
10
BUDGET OVERVIEW
Budget Process
Budget Process Calendar
Millage Rate Comparison
Property Value and Tax Millage Summary
Change in Taxable Value of Property
Budget Summary
Budget Overview By Fund
Fund Summaries
Summary of Changes in Fund Balances
Revenue Summary
Analysis of Revenue Sources Trends and Forecasts
Expenditure Summary by Department/Divisions
Summary of Staffing
Summary of Capital Outlay
Summary of Program Modifications
Summary of Capital Improvement Projects
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21
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27
33
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52
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54
56
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DEPARTMENT SUMMARIES
City Commission
City Manager's Office
Finance
City Attorney's Office
City Clerk's Office
Human Resources
Information Technology
Police
Ocean Rescue
Community Development
Planning & Zoning
Code Enforcement
Parking
Building
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65
69
75
81
87
93
103
107
113
114
117
120
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TABLE OF CONTENTS
DEPARTMENT SUMMARIES (Continued)
Public Works
Administration
Facilities Maintenance
Fleet Maintenance
Construction
Transportation
Street Maintenance
Stormwater
Property Management
Cultural & Community Services
Pelican Community Park
Athletics
Parks Maintenance
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137
142
145
149
152
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157
158
167
173
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APPENDICES
Fund Structure
Fund Descriptions
Budgetary Basis
Budgetary and Financial Policies
Ordinance No. 2012-391
Resolution No. 2011-1957
Debt Administration
Debt Service Fund Summary
Debt Service Requirements to Maturity
Glossary
Acronyms
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C-1
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HISTORY OF SUNNY ISLES BEACH
In 1920 a private investor, Mr. Harvey B. Graves, purchased a 2.26 square mile tract of land for
development as a tourist resort. He named it Sunny Isles, "The Venice of America."
When the Haulover bridge was completed in 1925, the area became accessible from Miami
Beach, attracting developers who widened streams, dug canals and inlets and created islands
and peninsulas for building waterfront properties on Biscayne Bay.
Sunny Isles developed slowly until the 1950's when the first single-family homes were built in the
Golden Shores area. During the 1950's and 1960's more than 30 motels sprang up along Collins
Avenue including Ocean Palm, the first two-story motel in the United States. Tourists came from
all over to vacation in themed motels of exotic design along "Motel Row."
The Beatles were among the noted visitors to Sunny Isles, cavorting at the Castaways Motel's
famed Wreck Bar on Collins Avenue (State Road A1A) just south of Sunny Isles Boulevard. The
Castaways Motel was demolished in the 1970's and Oceania Towers, the first luxury
condominium complex in Sunny Isles, was constructed on the site in the 1990's.
The popular oceanfront community gained many new residents (both year-round and seasonal)
as condominium communities such as Winston Towers and Arlen House were built in the 1970s.
Over the next decade, tourists from Europe and North America, flocked to Sunny Isles hotels and
motels attracted by favorable exchange rates and value-for-money accommodation.
New mid- and high-rise multi-family buildings were constructed adding to the residential options in
Sunny Isles. The City's three single-family communities, Golden Shores, Atlantic Isles and Golden
Gate, a luxury enclave at the northern tip of the city, are all on the Intracoastal Waterway.
Until the 1980's, the hospitality industry, particularly the motel segment, was the heart and soul of
Sunny Isles. However, as time went on, it became evident that the owners of several inns were
disinterested in making improvements, and many motels were falling into disrepair, attracting a
less than desirable element, with calls for police assistance increasing regularly.
Fortunately, Raanan Katz moved to the area and acquired several retail properties. In 1985 he
began redeveloping existing shopping centers, upgrading and improving them. With the
community agitating for major improvements in government services, a small group began
meeting on a regular basis to determine what actions would best serve the people of Sunny Isles.
On April 12, 1996, Irving Turetsky, David Samson, Norman S. Edelcup, Danny Iglesias and Irving
Diamond met with attorney Gene Sterns to start incorporation proceedings.
In 1997, the citizens of this area voted to incorporate as a municipality, thus putting the city on the
map as a highly desirable oceanfront community. Sunny Isles Beach continues to be experiencing
major redevelopment with mostly luxury high-rise condominiums and some elegant hotels under
construction.
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DEMOGRAPHICS
Sunny Isles Beach, the City of Sun and Sea, is located on a barrier island in the
northeast corner of Miami-Dade County, bounded by the Atlantic Ocean on the east
and the Intracoastal Waterway on the west. Golden Beach lies to the north, Bal
Harbour and Haulover Park are immediately to the south.
City of Sunny Isles Beach Population
25,000
20,000
15,000
10,000
5,000
0
2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012
The population in the City in 2000 was 15,315 and has gradually increased to 20,832
in 2010, representing a change of 36 percent. The number of residential units in 2000
was 12,946, in 2005 there were 18,783 residential units, and in 2010 there were
18,984 residential units.
Miami Dade County Population
2,600,000
2,500,000
2,400,000
2,300,000
2,200,000
2,100,000
2,000,000
2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012
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DEMOGRAPHICS
Population by Age
Population by Age (2000)
44%
Population by Age (2010)
21%
5%
3%
12%
9%
18%
20%
42%
26%
5 years and under
20 to 34 years
55 and up
5 years and under
20 to 34 years
65 and up
6 to 19 years
35 to 54 years
6 to 19 years
35 to 64 years
The median age of the total population in the City was 50.4 in 2000 and in 2010 the
median age was 43.5. Females in 2000, represented 53.7 percent of the population
and have decreased to 52.4 percent in 2010. Males in 2000, represented 46.3
percent of the population and have increased to 47.6 percent in 2010.
Population by Race / Ethnicity
Population by Race Ethnicity
(2000 and 2010)
18,874
14,067
10,000
1,000
311
100
667
209 292
24
359 500
345 458
Other
Two or more
Races
41
10
1
White
Black or African American Indian
American
or Alaska Native
2000
Asian
2010
In 2000 and 2010, the predominant race / ethnicity category in the City was White (92
percent and 91 percent, respectively). The race and ethnicity category least
represented in this geography, both in 2000 and in 2010, was American Indian or
Alaska Native.
In 2000, the median household income was $40,309 and increased to $45,708 in
2010.
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SUNNY ISLES BEACH GOVERNMENT STRUCTURE
Citizens of Sunny Isles Beach
City Commission
Office of the City Manager
Christopher J. Russo
Assistant City Manager - Services
Accounting
Procurement
Debt Management
Cash Management
Budget
Police Department
Chief Fred Maas
Uniform Patrol Service
General Investigations
Special Investigations
Administrative Affairs
Community Policing
Office of the City Attorney
Hans Ottinot
Assistant City Manager - Finance
Minal Shah
Department of Finance
Accounting
Procurement
Debt Management
Cash Management
Budget
Office of the City Clerk
Jane Hines
Public Records
Meetings & Minutes
Derrick Arias
Public Works
Wade Sanders
Public Works Administration
Facilities Maintenance
Fleet Maintenance
Transportation
Street Maintenance
Stormwater Operations
Human Resources
Yael Londono
Benefits Administrator
Recruitment
Risk Management
Department
Susan Simpson
Parks Maintenance
Athletics
Cultural/Special Events
Pelican Community Park/Center
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COMMISSION - MANAGER GOVERNMENT
The City of Sunny Isles Beach form of government is known as Commission-Manager. The City
is divided into four districts with one Commissioner required to reside in its district's seat. Each
Commissioner is elected "at large" for a four year term. The Mayor is elected "at large" for a four
year term and may reside in any district of the City. City Commission meetings are held on the
third Thursday of each month. The Commission represents all of the citizens of Sunny Isles
Beach and has the responsibility for setting municipal policies not designated by state legislation
or the City Charter such as adopting ordinances and resolutions, voting on appropriations,
approving the budget, and setting tax and fee rates. The Mayor presides at meetings of the
Commission and is recognized as head of the City Government for all official functions. The Vice
Mayor serves as acting Mayor in the absence of the Mayor.
The City Manager is appointed by and is directly responsible to the City Commission. The
Manager is chosen solely on the basis of administrative qualifications and experience in municipal
affairs. As the administrative head to the City, the Manager carries out the policies that are made
by the Commission and directs and coordinates the work of all City departments. It is the
Manager's job to keep the Commission informed of the conditions and needs of the City and to
make recommendations for action as the need arises. The Manager also prepares the Annual
Comprehensive Budget for Commission consideration and upon its enactment sees that its
provisions are upheld. The Commission-Manager form of government is ideal for a young city,
such as Sunny Isles Beach, as it affords the unification of authority and political responsibility as a
professional administrator. The system fosters democracy and efficiency in a government that is
highly responsive to the needs of the City's citizens.
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COMPREHENSIVE PLAN
The City of Sunny Isles Beach Comprehensive Plan was originally adopted in October 2000. A
revision was completed in 2007 to satisfy both the requirements of the Evaluation and Appraisal
Report and for the State Department of Community Affairs. The plan was again amended in 2008
as a result of the statewide school concurrency, a new public School Facilities Element was
adopted. In 2009, the plan was amended to provide for the State mandated requirements for a
ten year water supply facility work plan. In 2010, the plan was amended to update the five year
schedule of the Capital Improvement Element.
In 2011, the plan was amended to update the Future Land Use Map to reflect the latest properties
designated as recreation/open space category as described in the Future Land Use Element.
The Comprehensive Plan is comprised of the following elements:
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Future Land Use
Transportation Element
Housing Element
Recreational and Open Space
Capital Improvement Element
Coastal Management Element
Infrastructure Element
Community Design Element
Conservation Element
Intergovernmental Coordination Element
Public School Facilities Element
FUTURE LAND USE ELEMENT
The Future Land Use Element (FLUE) of the Sunny Isles Beach Comprehensive Plan outlines the
principles and performance standards to be followed for the control and distribution of land
development intensity and population densities. Existing land uses are evaluated, and the
proposed distribution, location, and extent of future land uses are designated. The principles and
standards for implementing the Future Land Use Plan are specifically defined in the City's Land
Development Code and include such controls and subdivision regulations. The land use
regulations are the foremost means of implementing the guidelines in the Future Land Use
Element.
The Future Land Use Element (FLUE) is the cornerstone of the Sunny Isles Beach
Comprehensive Plan. The land use guidelines are presented as statements of goals, objectives,
and policies intended to provide the citizens and officials of the City with an effective framework
for managing and directing the City's development. The use of land within the City's boundaries
will continue to define the shape and character of the City in the future.
Residential
The predominant existing land use is residential, which amounts to 79.2 percent of the classified
land uses. Single-family uses amount to 89.5 acres or 22 percent of classified land uses. Multifamily land uses amount to 317.8 acres or 78 percent of classified land uses.
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COMPREHENSIVE PLAN
Commercial
Commercial uses amount to 68.9 acres or 13.4 percent of classified land uses. This is an order
of magnitude sufficient to serve most residents and those who live outside the City.
Recreational
There are 9 City-owned parks totaling approximately 16.2 acres of park land. The City also has a
700 foot fishing pier together with 30.3 acres of beach recreation area.
Conservation
There are 7.5 acres of environmentally sensitive sites within the limits of Sunny Isles Beach.
These coastal wetland areas identified on the City's Future Land Use Map as conservation are
public and privately owned. The City of Sunny Isles Beach has acquired privately owned
properties owning wetlands in order to continue the preservation of the coastal wetlands.
Community Facilities
Community facilities currently cover about 7.3 acres or 1.4 percent of the City's land area. Within
this classification, educational facilities comprise the largest amount of land. Miscellaneous
community facilities such as synagogue and church sites account for the remaining acreage.
Water Bodies
This category includes the portions of Intracoastal Waterway and Atlantic Ocean.
TRANSPORTATION
The Transportation Element is closely linked to the Future Land Use Element as the nature,
density and intensity of land use determine transportation needs and, in turn, the transportation
system impacts the way land is used for the pace of development. The objective of the
Transportation Element is to analyze the existing transportation conditions, identify trends and
issues, project future demands and recommend improvements to meet demands and provide
accessibility to all land uses in a convenient and economical manner.
HOUSING
The Housing Element identifies potential deficits in the supply of housing. The City of Sunny Isles
Beach is in a unique position to add to its housing stock while enhancing the quality of life for its
current residents. Through land development regulations supported by the Housing Element,
appropriate plans and policies can be developed to accomplish the goal of a diversified,
affordable, ample, and quality housing supply.
INFRASTRUCTURE
The purpose of this element is to provide for public facilities necessary to service both the current
and projected demands represented by future land use projections. The specific services
addressed in this element are those that are commonly known as infrastructure.
The Level of Service standards that are adopted for these facilities are those that are established
by the entity that owns, controls, and/or operates the facility. Sunny Isles Beach does not own,
operate or control any primary drainage facilities, the potable water treatment plant, the sanitary
sewer treatment facility, or any solid waste facilities. With the exception of storm drainage, the
City contracts with other entities for the use of these facilities.
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COMPREHENSIVE PLAN
CONSERVATION
The purpose of the Conservation Element is to promote the conservation and preservation of
natural resources. The Florida Department of Environmental Protection has defined natural
resources as rivers, lakes, wetlands, air, minerals, wildlife, and native vegetation.
Various federal, state, regional, and local agencies are responsible for programs, policies, and
standards related to environmental protection and conservation within the City.
RECREATION AND OPEN SPACE
Recreation and open space is an important component of the community. The diversification of a
city creates a healthy environment for growth in all sectors. Residential and commercial areas
benefit from the various amenities associated with parks, recreation and open space. Areas
designated for recreation and open space provide a place for city residents to relax, participate in
sports or educate themselves through programs or cultural events. Open space plays an
important role in the quality of the urban environment. Landscape buffers, waterways, linear
parks and nature preserves create pockets of open space throughout the City.
Currently, there are nine City owned and operated parks and a 700 foot fishing pier, totaling
approximately 16.2 acres of park land. The largest developed park is Heritage Park, a 4 acre
local park facility with open fields, picnic pavilions, playground amenities, and parking garage.
Another large parcel is Town Center Park. This 3 acre site contains a mangrove preserve and
provides park amenities such as skateboard park, picnic areas, playground, and an open field. All
other City park parcels average approximately 1.5 acres each in size and provide park amenities
to the local neighborhoods.
INTERGOVERNMENTAL COORDINATION
It is the purpose of the Intergovernmental Coordination Element to identify and eliminate
incompatible goals, objectives, policies and development proposed in the local comprehensive
plans.
The City of Sunny Isles Beach has experienced limited problems in the coordination of activities
or issues of common concern with other units of government. The mechanisms that are currently
in place and utilized by the City and other governmental agencies having interaction with the City
are very effective in communicating needs and concerns of special interest.
COASTAL MANAGEMENT
Provide for the conservation, environmentally sound use and the protection of all natural and
historic resources; limit public expenditures in areas subject to destruction by natural disasters;
and protect human life and property in the City. This element focuses its concern on the end
result of the land development process: what the community looks like and whether the end result
fits Sunny Isles Beach's physical setting.
COMMUNITY DESIGN
This element focuses its concern on the end result of the land development process: what the
community looks like and whether the end result fits Sunny Isles Beach's physical setting.
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COMPREHENSIVE PLAN
9
LEGISLATIVE ISSUES
The City's legislative concerns, especially in the long term, fall into two basic categories. First, is
the issue of "home rule", where the authority of the City's elected officials is being assumed by
other, higher levels of government. The ability of the City to collectively bargain, govern and
regulate such issues as zoning and land usage is under constant threat. Second, unfunded
mandates are a significant financial threat to the City. These mandates may appear in the form of
requiring additional services or additional benefits to employees, without a corresponding funding
source.
Property Tax Legislation: Property tax relief proposals and counter-proposals have been major
topics on the legislative agenda for the past several years. The Legislature passed several
property relief proposals from 2007 through 2009. These proposals included rolling back tax
revenue to the 2007 levels, in addition to an additional growth penalty of 9% and implementing the
save our homes portability, additional homestead exemption, tangible personal property
exemption, and the non-homestead assessment caps. Additionally, in 2009, Amendment 2
received voter approval and became effective January 2011. Amendment 2 required the
Legislature to provide an additional homestead property tax exemption for deployed military
personnel.
In 2011, the recapture of Non-Homestead Cap & First-Time Homesteader (HJR 381) was passed
by both chambers and will be placed on the November 2012 general election ballot for
consideration as a constitutional amendment. The amendment will authorize legislature to prohibit
increases in assessed value of property if the just value of the property decreases; reduce the
limitation on annual assessment increases applicable to non-homestead real property from 10%
to 5%; and provides for an additional homestead exemption for owners who have not owned
homesteaded property for the past 3 years. If passed, the amendment will be effective January
2013. The effects on the City of Sunny Isles Beach are currently unknown.
Beginning in fiscal year 2009, the housing market began to correct itself, and houses started to
rapidly devalue, leading to an overall decrease in taxable value for the City of Sunny Isles Beach.
This decrease was in addition to all the property tax relief provided to taxpayers during the past
several years. The reduction in assessed values created a strain on many local governments'
budget and severely affected local government's ability to continue to maintain current service
levels.
For the first time in several years, the City experienced an increase in assessed values less new
construction. This indicates that the housing market is slowly recovering. However, the full effects
of the above amendment are still unknown, and can potentially offset any increases in assessed
values for FY 2013.
Other Legislative Issues : In 2011, a proposed amendment, State Revenue Cap - Smart Cap
(SJR 958) was passed by both chambers and will be placed on the November 2012 ballot for
consideration as a constitutional amendment. This amendment limits increases in state revenue
collections to match inflation plus population growth but still gives lawmakers the flexibility to
exceed the cap if circumstances dictate. Early drafts of this legislation would have had a dramatic
and devastating impact on the “home rule” for local governments. Fortunately, local governments
were removed from this bill, which eliminated the direct impact to the City.
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LEGISLATIVE ISSUES
In 2011, the Pension (FRS) Reform (SB2100) passed both chambers and was signed by the
Governor. SB 2100 applies to all participants in the Florida State Retirement System (FRS) and
significantly affects the City and its employees, who currently are part of the Florida Retirement
System. The bill requires that City employees contribute 3 percent of their pre-tax salaries into the
system. The bill also eliminates the accrual of cost of living adjustments for all employees for the
next 5 years and the guaranteed interest rates for employees participating in the Deferred Option
Retirement Plan (DROP) was reduced from 6.5% to 1.3%.
The Pension Reform negatively impacted the salaries of 623,000 public employees statewide to
include teachers and police officers. As a result, a lawsuit was filed againt the Governor by the
Florida Education Association claiming that the mandatory employee contribution is
unconstitutional because it impaired the contractual rights of the FRS emloyees. The case
currently resides with the Florida Supreme Court.
In 2011, a proposed bill, Local Government Accountability (SB 224) was passed by both
chambers and was signed by the Governor. The bill increases local government transparency and
provides for specified level of details for local governments' proposed budgets; and makes it a
requirement for local governments to post their adopted budget and budget amendments online
for public review within a specified time period after approval.
The City continuously evaluates current and potential legislative issues and actively seeks ways to
reduce impact on service levels. The City has to constantly evaluate current services and
differentiate needs versus wants in order to ensure an economic sustainable future.
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BUDGET PROCESS
The City's fiscal year runs from October 1st through September 30th. The Budget Process begins
in February with budgetary planning and continues for the next several months with budget
preparation until final budget adoption, which occurs in September. The following are highlights of
this year's Budget Process:
* Budget planning commenced with a meeting with the departments which included discussing
the budget due dates, important events, and instructions for all associated forms.
* Departments had to meet target amounts for operating expenses. The purpose of the target
amount was to assist departments in examining base budgets and in making difficult
assessments as to needs. If a target was not met, a thorough justification was required.
* Departments assisted each other and the budget process by evaluating the salary and grade
of proposed positions (Human Resources), computer and communication purchases
(Information Technology), vehicle and heavy equipment replacements (Fleet), capital
improvement requests (all departments) and proper accounting structure (Finance).
* Departments submitted detailed budgets and justification for their requests. This included line
item amounts, new capital outlay, program modifications, and capital improvement projects.
* Finance staff analyzed line items, new program requests, capital outlay requests, and capital
improvement project requests.
* The City Manager and Finance staff met with each department to review submissions. Then
after meeting with all departments, recommendations were made to the City Manager.
* The City Manager and Finance Director reviewed and finalized revenue projections and fund
balance analysis. The City Manager finalized his recommendations. The City Manager's
Proposed Budget documents were produced for transmittal to the City Commission.
* The City Commission held three workshops on the Budget and Capital Improvement Program.
One was held in advance of the departments preparing their budgets and the other two were
on the proprosed budget presented for approval.
* The City Commission held two tax and budget public hearings in September.
* The City Commission concluded its budget review and approved what we call the FY
2012/2013 Annual Adopted Operating Budget and Five Year Capital Improvement Program.
Budget Summary
The FY 2012/2013 Adopted Budget encompasses the following:
* Complies with State mandated tax revenue cap
* Provides that current revenues are sufficient to support current expenditures
* Maintains adequate general fund reserves
* Provides low contingency reserves given past experience in the City
* Provides sufficient maintenance and replacement funding to ensure capital facilities and
equipment are properly maintained only for the immediate short-term
* Maintains many of the quality of life programs that citizens have become accustomed to
* Eliminates one vacant position Citywide and proposes new positions
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BUDGET PROCESS
Budget Adoption
The City Charter requires the City Manager to submit to the City Commission a Proposed Budget
and a Five-Year Capital Improvement Program. After the budget is presented, the City
Commission holds budget workshops to gain a better understanding of the Proposed Budget.
After the workshops are held and addressing any concerns of the City Commission, two public
hearings are scheduled and held in September. For the budget to become effective, one
ordinance and one resolution must be passed. The ordinance adopts the Operating and Capital
Improvement Budget and the resolution adopts the millage rate.
Budget Amendments
From time to time it becomes necessary to modify the adopted budget. The procedure for
amending the budget depends upon the type of change that is needed.
The first budget amendment occurs within the first few weeks of the fiscal year. The Ordinance
grants the authority to reappropriate funds for lapse encumbrances.
The City Commission, by ordinance, may make the following types of budget amendments:
Supplemental Appropriations - When there are revenues in excess of those estimated in the
budget, supplemental appropriations may be made for the year up to the amount of such excess;
Emergency Appropriations - To meet a public emergency affecting life, health, property, or the
public peace, the Commission may make emergency appropriations and to the extent there are no
available unappropriated revenues, authorize the issuance of emergency notes;
Reduction of Impending Deficits - If it appears that a revenue shortfall will make it insufficient to
meet the amount of expenditures appropriated, the Commission may reduce one or more
programs, goals, or appropriations;
Transfer of Appropriations - The City Commission may transfer part or all of any unencumbered
appropriation balance from one department, office, or agency to another.
The Budget Amendments are available to the Public on the City's website www.sibfl.net.
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BUDGET PROCESS CALENDAR
Dates
March 22
Activity/Requirement
Participants
* Budget Kickoff
Finance provides target amounts, instructions and
forms.
City Manager
Department Directors
* Budget Forms
Current Department Organizational Charts
Department Description
Programs/Services
Revenue Estimation Forms (as applicable)
Program Modification Forms
New Capital Outlay Request Form (CIP not included)
Capital Improvement Program Budget Forms
March 28
* City Commission Pre-Budget Discussion
April 13
* Expenditure Line Items and Revenue Line Items Due Department Directors
City Commission
City Manager
April 16-April 27 * Finance Review of Line Items
Finance Department
April 20
* Capital Outlay Requests and Program
Modification Forms due to Finance
April 23-April 27 * Capital Outlay and Program Modifications
Review and Preparation
* Review and Recommendation of Program
Modifications Relating to Personnel Services
* Review and Recommendation of New Vehicles
* Review and Recommendation of New Computer
Equipment
Finance Department
May 4
* Remaining Operating Budget Forms listed above
(as applicable) due in Finance
* CIP due to Finance
May 14
* Submit Operating and CIP Program Budget with
Summaries to City Manager
Finance Department
May 23-May 25
* City Manager/Department Budget Review
Including CIP
City Manager
May 26-July 6
* Finalize Budget Proposals
City Manager
Finance Department
July 1
* Certification of Taxable Value received
Property Appraiser
July 9-July 13
* Prepare and Print Proposed Budget Document
Finance Department
July 13
* Submit Proposed Budget to City Commission
City Manager
Finance Department
14
Human Resources
Public Works/Fleet
Public Works
BUDGET PROCESS CALENDAR
Dates
Activity/Requirement
Participants
July 17-July 18
* Commission Workshop on Budget
City Commission
City Manager
August 4
* Notification to Property Appraiser of Proposed
Millage Rate, Rollback Rate and Date, Time, and
Place of Public Hearings
Finance Department
September 7
* Public Hearings
City Commission
City Manager
Finance Department
September 27
* Budget Adopted and Tax Millage Rate Set
City Commission
City Manager
Finance Department
October 1
* Publication of FY 2013 Budget and CIP Program
Finance Department
15
MILLAGE RATE COMPARISON
FY
2007/2008
TOTAL
MILLAGE*
FY
2008/2009
TOTAL
MILLAGE*
FY
2009/2010
TOTAL
MILLAGE*
1 Aventura
1.7261
1.7261
1.7261
2 Unincorporated County
2.0416
2.0083
2.0083
3 Pinecrest
1.9500
1.9809
2.1040
4 Bal Harbour
2.3195
2.3085
2.5265
5 Miami Lakes
2.4795
2.4795
2.4470
6 Doral
2.4470
2.4470
2.4470
7 Palmetto Bay
2.3736
2.4476
2.4470
8 Sunny Isles Beach
2.3979
2.4842
2.6500
9 Sweetwater
3.2786
3.4037
3.9252
10 Cutler Bay
2.4470
2.4470
2.5888
11 Key Biscayne
3.2000
3.2000
3.2000
12 South Miami
4.8180
5.2790
4.9526
13 Bay Harbor Islands
3.6565
3.9750
4.4120
14 Hialeah Gardens
4.9090
4.9000
4.9000
15 Surfside
4.2500
4.7332
4.7332
16 Virginia Gardens
4.0810
4.0908
4.4233
17 Medley
5.7513
5.7000
5.6500
18 Coral Gables
5.2500
5.2500
5.8950
19 North Bay Village
4.7987
4.7987
4.7937
20 Homestead
5.1585
5.3410
6.2917
21 Hialeah
6.5400
6.5400
6.5400
22 Miami Gardens
5.1488
5.1402
5.3734
23 Miami Beach
6.9333
6.6157
6.7690
24 West Miami
6.7376
6.7376
6.7376
25 Miami Springs
6.6579
6.7992
6.5924
26 Florida City
7.7500
7.7500
7.7500
27 Indian Creek
6.9500
6.9500
6.9500
28 North Miami
6.9318
7.0571
7.4973
29 El Portal
7.0312
7.8422
7.8442
30 Miami
7.8775
8.2543
8.3335
31 North Miami Beach
7.4794
7.4375
7.5731
32 Miami Shores
7.8164
8.2929
8.7059
33 Golden Beach
8.5000
8.5000
8.5000
34 Opa-locka
8.0084
8.2084
8.3000
35 Biscayne Park
8.3400
8.8903
8.8903
TAXING AUTHORITY
FY
2010/2011
TOTAL
MILLAGE*
1.7261
2.2980
2.1040
2.5567
2.3702
2.4470
2.4470
2.8860
4.6618
2.5888
3.2000
4.9526
5.2971
5.4600
5.6030
5.7485
5.6500
6.0720
5.2780
6.2917
6.5400
5.7141
6.5025
6.8858
6.9804
7.7500
1.8038
8.4192
7.9000
8.6441
7.8096
8.7762
8.5000
8.8000
8.9933
FY
2011/2012
TOTAL
ADOPTED
MILLAGE*
FY
2012/2013
TOTAL
ADOPTED
MILLAGE*
1.7261
1.7261
2.0083
1.9283
2.2000
2.2000
2.4468
2.2678
2.3518
2.3518
2.4376
2.4376
2.5440
2.4470
2.8860
2.8000
2.9200
2.9200
2.5702
2.9394
3.2000
3.2000
4.6662
4.5728
5.2971
5.2971
5.5880
5.3812
5.5000
5.4000
5.4233
5.4233
5.6500
5.6500
5.8690
5.6690
6.0127
6.0127
6.2917
6.2435
6.5400
6.3018
6.5616
6.3620
6.4539
6.3690
6.8858
6.8858
6.7400
7.6480
7.7500
7.7500
2.7200
7.9518
8.4143
8.1955
8.3000
8.3000
8.5010
8.4710
7.8616
8.6445
8.7855
8.7500
8.5000
9.1626
9.1526
9.3736
8.9000
9.5000
* Total Millage includes Operating Millage and Debt Service Millage that is assessed by the respective Taxing Authority
16
PROPERTY VALUE AND MILLAGE SUMMARY
2011 Final Gross Taxable Value After Value
Adjustment Board Changes (Was $5,848,080,278)
$5,651,077,387
Increase in 2011 Taxable Value due to Reassessments
533,067,333
Current Year Adjusted Taxable Value
9.43%
$6,184,144,720
Current Year Additions (i.e. New Construction and Home Additions)
Current Year Gross Taxable Value for Operating Purposes
74,139,611
1.31%
6,258,284,331
10.74%
INCREASE (DECREASE) OVER
Operating Millage
FY12 TAX RATE
FY13 ROLLED
BACK RATE
2.8860
2.6372
FY13 ADOPTED
TAX RATE
2.8000
ADOPTED FY13 OPERATING MILLAGE
CURRENT FY12 OPERATING MILLAGE
ROLLED BACK RATE
MILLS
2.8000 $
2.8860 $
2.6372 $
ADOPTED INCREASE OVER FY12 RATE
0.0000 $
FY12 TAX RATE
ROLLED BACK
RATE
-3.0%
6.2%
REVENUE GENERATED
NET (5% Discount)
GROSS
17,523,196 $
16,647,036
16,309,009 $
15,493,559
16,504,347 $
15,679,130
(1,214,187) $
(1,153,477)
COMPONENTS OF A TAX BILL
Below is an illustration of where your taxes go if your property's taxable assessed value is $250,000 and your
property has homestead. Your total property taxes due without early payment discount would be $4,118.93.
Millage Rates
Miami-Dade County
Fire Department
Library
School Board*
Other (Environmental & Children's Trust)
Taxes To Pay
4.9885
2.4627
0.1725
7.9980
2.8000
0.9634
19.3851
997.70
492.54
34.50
1,799.55
560.00
192.68
24%
12%
1%
44%
14%
5%
4,076.97
100%
*Note: the School Board only recognizes $25,000 of the Homestead Exemption, not the total $50,000.
17
CHANGE IN TAXABLE VALUE OF PROPERTY
July 1, 1997:
July 1, 1997:
July 1, 1997:
July 1, 1997:
July 1, 1998:
July 1, 1998:
July 1, 1998:
July 1, 1998:
Prior Year FINAL Gross Taxable Value
Plus Increase in Value of Current Property Values
Plus New Construction Taxable Value
July 1, 2007 GROSS TAXABLE VALUE
$0
1,193,015,110
$1,193,015,110
$1,193,015,110
$1,193,015,110
36,611,435
$1,229,626,545
14,334,358
$1,243,960,903
December 31, 1998: Value Adjustment Board and Other Changes
July 1, 1999:
July 1, 1999:
July 1, 1999:
July 1, 1999:
July 1, 2000:
July 1, 2000:
July 1, 2000:
July 1, 2000:
July 1, 2001:
July 1, 2001:
July 1, 2001:
July 1, 2001:
July 1, 2002:
July 1, 2002:
July 1, 2002:
July 1, 2002:
July 1, 2003:
July 1, 2003:
July 1, 2003:
July 1, 2003:
18
(1,243,960,903)
0.00%
3.07%
1.20%
4.27%
-100.00%
$1,238,937,219
98,040,661
$1,336,977,880
118,248,613
$1,455,226,493
9.54%
17.45%
(8,249,809)
-0.57%
7.91%
$1,446,976,684
79,455,647
$1,526,432,331
166,021,026
$1,692,453,357
11.47%
16.96%
(38,867,500)
-2.30%
5.49%
$1,653,585,857
108,374,844
$1,761,960,701
57,107,213
$1,819,067,914
3.45%
10.00%
(21,366,198)
-1.17%
$1,797,701,716
207,585,750
$2,005,287,466
208,903,518
$2,214,190,984
(65,106,648)
$2,149,084,336
247,448,270
$2,396,532,606
124,843,137
$2,521,375,743
(26,589,145)
6.55%
11.55%
11.62%
23.17%
-2.94%
11.51%
5.81%
17.32%
-1.05%
July 1, 2004:
July 1, 2004:
July 1, 2004:
July 1, 2004:
July 1, 2005:
July 1, 2005:
July 1, 2005:
July 1, 2005:
July 1, 2006:
July 1, 2006:
July 1, 2006:
July 1, 2006:
July 1, 2007:
July 1, 2007:
July 1, 2007:
July 1, 2007:
July 1, 2008:
July 1, 2008:
July 1, 2008:
July 1, 2008:
Less Decrease in Value of Current Property Values
July 1, 2009:
July 1, 2009:
July 1, 2009:
July 1, 2009:
July 1, 2010:
July 1, 2010:
July 1, 2010:
July 1, 2010:
19
$2,494,786,598
435,335,004
$2,930,121,602
301,272,478
$3,231,394,080
(41,376,135)
$3,190,017,945
637,164,800
$3,827,182,745
74,774,201
$3,901,956,946
(35,806,819)
$3,866,150,127
876,269,513
$4,742,419,640
134,812,020
$4,877,231,660
(106,683,072)
$4,770,548,588
570,121,994
$5,340,670,582
946,345,575
$6,287,016,157
(138,281,996)
$6,148,734,161
(212,549,533)
$5,936,184,628
358,555,525
$6,294,740,153
(166,377,597)
$6,128,362,556
(943,149,125)
$5,185,213,431
946,428,214
$6,131,641,645
(269,317,625)
$5,862,324,020
(686,448,785)
$5,175,875,235
454,360,612
$5,630,235,847
17.45%
12.08%
29.53%
-1.28%
19.97%
2.34%
22.31%
-0.92%
22.67%
3.49%
26.16%
-2.19%
11.95%
19.84%
31.79%
-2.20%
-3.46%
5.83%
2.37%
-2.64%
-15.39%
15.44%
0.05%
-4.39%
-11.71%
7.75%
-3.96%
July 1, 2011:
July 1, 2011:
July 1, 2011:
July 1, 2011:
July 1, 2012:
July 1, 2012:
July 1, 2012:
July 1, 2012:
20
(231,024,556)
$5,399,211,291
224,815,063
$5,624,026,354
224,053,924
$5,848,080,278
(197,002,891)
$5,651,077,387
533,067,333
$6,184,144,720
74,139,611
$6,258,284,331
-4.10%
4.16%
4.15%
8.31%
-3.37%
9.43%
1.31%
10.74%
BUDGET SUMMARY
$62,634,890
REVENUES BY SOURCE
Licenses and Permits
5.7%
Intergovernmental Revenues
4.4%
Charges for Services
19.5%
Utility Taxes
6.4%
Miscellaneous Revenues
2.8%
Operating Transfers In
3.8%
Franchise Fees
2.8%
Ad Valorem Taxes
26.6%
Appropriated Fund Balances
27.4%
Fines and Forfeitures
0.6%
EXPENDITURES BY TYPE
Contingency and Reserves
6.7%
Risk Management
1.3%
Capital Improvement Program
39.2%
City Commission, City Manager,
City Clerk
5.9%
1.7%
City Attorney
1.0%
Public Works
6.7%
Human Resources
1.4%
Cultural and Community
Services
7.7%
2.8%
Police
13.3%
Finance
1.3%
Debt Service
7.0%
21
Operating Transfers Out
3.8%
BUDGET SUMMARY
THE PROPOSED OPERATING BUDGET EXPENDITURES OF THE CITY OF SUNNY ISLES BEACH IS 16.07% MORE
THAN LAST YEAR'S TOTAL ADOPTED OPERATING EXPENDITURES.
Appropriated Fund
Balance/Retained Earnings
SPECIAL
CAPITAL
GENERAL
REVENUE
PROJECTS
ENTERPRISE
TOTAL OF
FUND
FUNDS
FUNDS
FUND
ALL FUNDS
776,260
$
130,000
$ 15,627,280
$
609,760
$
17,143,300
Estimated Revenues
Ad Valorem Taxes- 2.8000
16,657,030
-
-
-
16,657,030
Franchise Fees
1,734,000
-
-
-
1,734,000
Utility Taxes
4,018,000
-
-
-
4,018,000
Licenses/Permits
447,950
3,136,900
-
-
3,584,850
Intergovernmental
1,659,840
1,013,260
-
79,300
2,752,400
2,853,230
-
8,388,000
950,000
12,191,230
401,450
-
-
-
401,450
Miscellaneous
824,260
2,000
924,600
8,500
1,759,360
Transfers In
393,270
2,000,000
Total Estimated Revenues
$ 28,595,760
$
4,545,430
$ 11,312,600
$
1,037,800
$
45,491,590
2,393,270
TOTAL ESTIMATED
REVENUES & BALANCES
$ 29,372,020
$
4,675,430
$ 26,939,880
$
1,647,560
$
62,634,890
Expenditures/Expenses
City Commission
251,280
-
-
-
251,280
City Attorney
624,620
-
-
-
624,620
City Manager
454,180
-
-
-
454,180
City Clerk
383,980
-
-
-
383,980
1,126,050
2,566,810
-
-
3,692,860
Public Works
2,445,810
1,407,030
-
362,080
4,214,920
4,804,200
-
-
-
4,804,200
1,782,570
-
-
-
1,782,570
Risk Management
788,000
-
-
-
788,000
Finance
816,240
-
-
-
816,240
Human Resources
881,210
-
-
-
881,210
Police
8,353,440
-
-
-
8,353,440
Transfers Out
2,393,270
-
-
-
2,393,270
Debt Service
3,867,170
-
-
525,000
4,392,170
-
-
24,578,000
-
24,578,000
Contingency
Resources Available
400,000
-
-
-
400,000
-
701,590
2,361,880
760,480
3,823,950
4,675,430
$ 26,939,880
$ 29,372,020
$
$
1,647,560
$
62,634,890
THE TENTATIVE, PROPOSED, AND/OR FINAL BUDGETS ARE ON FILE IN THE CITY CLERK'S OFFICE OF SUNNY
ISLES BEACH AS A PUBLIC RECORD.
22
BUDGET OVERVIEW-GENERAL FUND
$29,372,020
REVENUES BY SOURCE
Debt Service
13%
Miscellaneous
3%
Franchise Fees
6%
Property Taxes
57%
Utility Taxes
14%
Contingency
2%
Transfers Out
8%
Personal Services
48%
Capital Outlay
6%
Licenses/Permits
1%
Appropriated
Fund Balance
2%
Charges for
Services
10%
Fines and
Forfeitures
1%
Intergovernment
al
6%
Operating
Expenses
23%
GENERAL FUND (10)
Total Expenditure
INCREASES
$465,000
$555,000
$320,000
$220,000
$1,150,000
$1,070,000
FY 2011/2012
ADOPTED
BUDGET
FY 2012/2013
ADOPTED
BUDGET
$
Change
%
Change
26,638,960
29,372,020
$2,733,060
9%
MAJOR VARIANCES
Increase in Personnel Services contributed to a mid-year reoganization that occurred
in FY 11/12. The reorganization included reclassifying 7 positions, eliminating 6
positions, and adding 8 new positions such as a City Engineer, Director of Human
Resources, and a Senior Accountant.
Increase in Personnel Services contributed to the addition of 10 FTEs in the Ocean
Rescue Department and the salary adjustments provided to the lifeguards.
Increase in Personnel Services contributed to the increase in the current salary step
program resulting from a market study conducted and, in addition, promotional
increases for officers who have not "maxed" out in the program.
Increase in Personnel Services contributed to the addition of 3 positions mid-year, cost
of living increases, other salary adjustments, change in pension contribution amounts
and medical insurance costs.
Increase in Capital Outlay for non-recurring items such as a new ERP solution to
support Finance, Human Resources and Community Development; improvements to
the Government Center garage; and an upgrade to the audio/visual system in the
Commission Chambers.
Increase in the Transfers out to the Capital Projects Fund and the Streets
Maintenance & Construction Fund.
DECREASE
($1,124,000)
Decrease in Debt Service due the advance refunding of the 2002C bond. The
advance refunding occurred in April 2012, but the defeasance does not occur until
November 2012. As such, the City structured the principal payment of the refunding
debt (2012 Capital Improvement Fund) to start in November 2013. However, the
November 2012 payment on the 2002C bond was made in advance (April 2012) as a
requirement of the advance refunding. In FY 2013/2014, the debt service will increase
back by approximately $900,000.
23
BUDGET OVERVIEW-SPECIAL REVENUE FUNDS
$4,675,430
REVENUES BY SOURCE
Intergovernmenta
l
22%
Resources
Available
15%
Capital Outlay
6%
Personal Services
40%
Transfers In
8%
Appropriated
Fund Balance
3%
Operating
Expenses
39%
Licenses/Permits
67%
STREET CONSTRUCTION AND MAINTENANCE FUND (11)
Total Expenditure
INCREASES
FY 2011/2012
ADOPTED
BUDGET
FY 2012/2013
ADOPTED
BUDGET
$
Change
%
Change
1,049,620
1,407,030
$357,410
25%
MAJOR VARIANCES
$135,000
Increase in Operating Costs to account for the quarterly repainting of the crosswalks,
the maintenance of medians and right of ways and the reallocation of the water utility
costs for the medians and right of ways from general fund to this fund.
Increase in Capital Outlay primarily for a Chevy C-5500 Passenger Bus.
($140,000)
Decrease is a result of no Capital Improvement Projects slated for this year.
$340,000
DECREASES
BUILDING FUND (14)
Total Expenditure
INCREASES
FY 2011/2012
ADOPTED
BUDGET
FY 2012/2013
ADOPTED
BUDGET
$
Change
%
Change
1,598,500
3,268,400
$1,669,900
51%
MAJOR VARIANCES
$120,000
Increase in Personnel Services due to reclassifying the part-time Building Official to a
full-time position with management benefits.
$710,000
Increase in Operating Costs due to the digitizing of all paper documents since City
inception (15 years) and an increase in the administrative chargeback.
Increase in Capital Outlay due to the upgrade of the current ERP solution.
Increase in Resources Available.
$140,000
$700,000
24
BUDGET OVERVIEW-CAPITAL PROJECTS FUNDS
$26,939,880
REVENUES BY SOURCE
Miscellaneous
4%
Transfers In
7%
Resources
Available
9%
Transfer
Development
Rights
29%
Impact Fees
2%
Appropriated
Fund Balance
58%
Capital
Improvement
Program
91%
CAPITAL IMPROVEMENT PROGRAM FUND (20)
Total Expenditure
INCREASE
$17,620,000
FY 2011/2012
ADOPTED
BUDGET
FY 2012/2013
ADOPTED
BUDGET
$
Change
%
Change
4,415,000
21,414,880
$16,999,880
79%
MAJOR VARIANCES
Increase in Capital Improvement Projects, i.e. Gateway Park; Upgrading Gwen
Margolis Park, Town Center Park, Pelican Community Park.
DECREASE
($620,000)
Decrease in Resources Available.
2010 CAPITAL PROJECTS FUND (35)
Total Expenditure
DECREASE
$2,455,000
FY 2011/2012
ADOPTED
BUDGET
FY 2012/2013
ADOPTED
BUDGET
$
Change
%
Change
5,660,000
3,205,000
($2,455,000)
-77%
MAJOR VARIANCES
Spend down of the remaining bond money for Gateway Park.
Total Expenditure
FY 2011/2012
ADOPTED
BUDGET
FY 2012/2013
ADOPTED
BUDGET
$
Change
%
Change
2,286,630
2,320,000
$33,370
1%
NO SIGNIFICANT VARIANCES
25
BUDGET OVERVIEW-ENTERPRISE FUND
$1,647,560
REVENUES BY SOURCE
Personal Services
8%
Appropriated
Fund Balance
37%
Operating
Expenses
14%
Resources
Available
46%
Intergovernment
al
5%
Charges for
Services
58%
Miscellaneous
0.5%
Debt Service
32%
STORMWATER FUND (40)
Total Expenditure
INCREASES
$487,000
FY 2011/2012
ADOPTED
BUDGET
FY 2012/2013
ADOPTED
BUDGET
$
Change
%
Change
948,000
1,432,330
$484,330
34%
MAJOR VARIANCES
STORMWATER CAPITAL FUND (45)
Total Expenditure
INCREASES
$194,000
FY 2011/2012
ADOPTED
BUDGET
FY 2012/2013
ADOPTED
BUDGET
$
Change
%
Change
440,830
215,230
($225,600)
-105%
MAJOR VARIANCES
DECREASES
($420,000)
Decrease in Capital Improvement Projects.
26
FUND SUMMARIES
INC/(DEC)
FY 2010/2011
FY 2011/2012
FY 2011/2012
FY 2012/2013
FROM FY 11/12
ACTUAL
ADOPTED
PROJECTED
ADOPTED
TO FY 12/13
EXPENDITURES
BUDGET
REV/EXP
BUDGET
BUDGET
Property Taxes
$ 15,264,979
$ 16,058,680
$ 15,921,992
$ 16,657,030
Franchise Fees
1,516,767
1,505,000
1,685,313
1,734,000
Utility Taxes
4,031,976
3,459,630
3,970,544
4,018,000
558,370
Licenses/Permits
2,583,561
1,946,500
2,451,500
3,584,850
1,638,350
Intergovernmental
3,292,942
2,509,420
2,744,763
2,752,400
242,980
2,748,491
3,085,820
3,483,604
3,803,230
717,410
394,715
225,500
419,011
401,450
175,950
ALL FUNDS
Means of Financing
Loan Proceeds
$
598,350
229,000
-
2,286,630
-
-
Miscellaneous
1,997,377
1,305,880
8,258,619
1,759,360
(2,286,630)
453,480
Transfer Development Rights
1,469,357
-
1,306,457
7,828,000
7,828,000
Impact Fees
-
-
-
560,000
560,000
Transfers In
2,565,586
1,323,340
2,486,340
2,393,270
1,069,930
Appropriated Fund Balance
-
9,331,140
300,000
17,143,300
$ 35,865,751
$ 43,037,540
$ 43,028,143
$ 62,634,890
$
19,597,350
7,812,160
$ 13,519,032
$ 14,495,940
$ 14,239,060
$ 16,197,830
$
1,701,890
5,914,288
7,666,980
6,467,466
8,886,260
1,219,280
830,327
510,170
783,707
1,939,410
1,429,240
8,475
119,000
27,500
24,000
Transfers Out
2,565,586
1,323,340
2,486,340
2,393,270
1,069,930
Debt Service
5,482,418
5,521,470
7,069,573
4,392,170
(1,129,300)
Contingency
-
458,180
-
400,000
(58,180)
Resources Available
-
8,555,440
609,760
3,823,950
(4,731,490)
$ 28,320,126
$ 38,650,520
$ 31,683,407
$ 38,056,890
9,889,114
4,387,020
6,504,087
24,578,000
$ 38,209,240
$ 43,037,540
$ 38,187,494
$ 62,634,890
Estimated Requirements
Personnel Services
Operating Expenses
Capital Outlay
Non-Operating Expenses
27
(95,000)
$
(593,630)
20,190,980
$
19,597,350
FUND SUMMARIES
INC/(DEC)
FY 2010/2011
FY 2011/2012
FY 2011/2012
FY 2012/2013
FROM FY 11/12
ACTUAL
ADOPTED
PROJECTED
ADOPTED
TO FY 12/13
EXPENDITURES
BUDGET
REV/EXP
BUDGET
BUDGET
Property Taxes
$ 15,264,979
$ 16,058,680
$ 15,921,992
$ 16,657,030
Franchise Fees
1,516,767
1,505,000
1,685,313
1,734,000
229,000
Utility Taxes
4,031,976
3,459,630
3,970,544
4,018,000
558,370
495,566
348,000
658,908
447,950
99,950
Intergovernmental
2,396,461
1,546,140
1,647,223
1,659,840
113,700
1,775,927
2,140,820
2,517,982
2,853,230
712,410
394,715
225,500
419,011
401,450
175,950
Miscellaneous
1,993,546
1,179,880
8,134,026
1,703,860
523,980
MAJOR FUNDS* (Aggregate)
Means of Financing
Licenses/Permits
$
598,350
1,469,357
-
1,306,457
7,828,000
7,828,000
Impact Fees
-
-
-
560,000
560,000
Transfers In
2,565,586
1,180,000
2,160,000
2,000,000
820,000
-
3,410,310
-
10,923,540
7,513,230
$ 31,904,880
$ 31,053,960
$ 38,421,457
$ 50,786,900
$
19,732,940
$ 11,858,064
$ 12,642,650
$ 12,462,132
$ 14,203,120
$
1,560,470
5,581,985
6,652,330
5,349,088
6,820,210
167,880
734,438
510,170
771,816
1,664,250
1,154,080
8,475
119,000
27,500
24,000
Transfers Out
2,565,586
1,323,340
2,486,340
2,393,270
1,069,930
Debt Service
4,982,920
4,991,470
6,854,848
3,867,170
(1,124,300)
Contingency
-
400,000
-
400,000
Personnel Services
Operating Expenses
Capital Outlay
Resources Available
-
2,981,000
-
2,361,880
$ 25,731,468
$ 29,619,960
$ 27,951,724
$ 31,733,900
2,170,370
1,434,000
2,789,005
19,053,000
$ 27,901,838
$ 31,053,960
$ 30,740,729
$ 50,786,900
*The Major Funds consist of the General Fund (10) and the Capital Improvement Program Fund (20)
28
(95,000)
(619,120)
$
2,113,940
17,619,000
$
19,732,940
FUND SUMMARIES
INC/(DEC)
FY 2010/2011
FY 2011/2012
FY 2011/2012
FY 2012/2013
FROM FY 11/12
ACTUAL
ADOPTED
PROJECTED
ADOPTED
TO FY 12/13
EXPENDITURES
BUDGET
REV/EXP
BUDGET
BUDGET
OTHER FUNDS** (Aggregate)
Means of Financing
Licenses/Permits
$
2,087,995
Intergovernmental
896,480
Loan Proceeds
Miscellaneous
$
1,598,500
$
1,792,591
$
3,136,900
$
1,538,400
963,280
1,097,541
1,092,560
129,280
972,564
945,000
965,622
950,000
-
2,286,630
-
-
(2,286,630)
3,831
126,000
124,593
55,500
(70,500)
5,000
Transfers In
-
143,340
326,340
393,270
249,930
-
5,920,830
300,000
6,219,760
298,930
$
3,960,870
$ 11,983,580
4,606,687
$ 11,847,990
$
(135,590)
$
1,660,968
1,853,290
1,776,929
1,994,710
$
141,420
$
Personal Services
Operating Expenses
332,303
1,014,650
1,118,378
2,066,050
1,051,400
Capital Outlay
95,889
-
11,892
275,160
275,160
Debt Service
499,498
530,000
214,725
525,000
Contingency
-
58,180
-
-
(58,180)
Resources Available
-
5,574,440
609,760
1,462,070
(4,112,370)
$
2,588,658
$
9,030,560
7,718,744
2,953,020
$ 10,307,402
$ 11,983,580
$
$
3,731,683
$
6,322,990
3,715,082
5,525,000
7,446,765
$ 11,847,990
(5,000)
$
(2,707,570)
2,571,980
$
(135,590)
**The Othe Funds consist of the Streets & Construction Fund (11), The Building Fund (14), the 2010 Capital Projects Fund (35), the 2011 Capital
Projects Fund (32), the Stormwater Operating Fund (40) and the Stormwater Capital Projects Fund (45).
29
FUND SUMMARIES
INC/(DEC)
FY 2010/2011
FY 2011/2012
FY 2011/2012
FY 2012/2013
FROM FY 11/12
ACTUAL
ADOPTED
PROJECTED
ADOPTED
TO FY 12/13
EXPENDITURES
BUDGET
REV/EXP
BUDGET
BUDGET
GENERAL FUND (10)-MAJOR FUND
Means of Financing
Property Taxes
$ 15,264,979
$ 16,058,680
$ 15,921,992
$ 16,657,030
Franchise Fees
1,516,767
1,505,000
1,685,313
1,734,000
229,000
Utility Taxes
4,031,976
3,459,630
3,970,544
4,018,000
558,370
495,566
348,000
658,908
447,950
99,950
Intergovernmental
1,689,336
1,546,140
1,647,223
1,659,840
113,700
1,775,927
2,140,820
2,517,982
2,853,230
712,410
394,715
225,500
419,011
401,450
175,950
1,246,089
844,880
1,192,280
824,260
(20,620)
Licenses/Permits
Miscellaneous
$
598,350
-
510,310
-
776,260
$ 26,415,355
$ 26,638,960
$ 28,013,253
$ 29,372,020
$
2,733,060
265,950
$ 11,858,064
$ 12,642,650
$ 12,462,132
$ 14,203,120
$
1,560,470
5,581,985
6,652,330
5,349,088
6,820,210
167,880
734,438
510,170
771,816
1,664,250
1,154,080
8,475
119,000
27,500
24,000
Transfers Out
2,565,586
1,323,340
2,486,340
2,393,270
1,069,930
Debt Service
4,982,920
4,991,470
6,854,848
3,867,170
(1,124,300)
Contingency
-
400,000
-
400,000
$ 25,731,468
$ 26,638,960
$ 27,951,724
$ 29,372,020
$
2,733,060
$
$
$
124,980
Personal Services
Operating Expenses
Capital Outlay
(95,000)
-
STREET CONSTRUCTION AND MAINTENANCE FUND (11)
Means of Financing
Intergovernmental
$
Miscellaneous
817,213
$
-
Transfers In
888,280
18,000
-
1,015,200
280
143,340
1,013,260
500
326,340
(17,500)
393,270
249,930
$
817,213
$
1,049,620
$
1,341,820
$
1,407,030
$
$
393,939
$
578,060
$
551,132
$
600,690
$
357,410
Personal Services
Operating Expenses
170,903
Capital Outlay
331,560
93,289
$
658,131
$
$
658,131
558,888
909,620
9,809
$
140,000
$
1,049,620
30
670,930
1,119,828
135,410
$
17,367
$
1,137,195
1,407,030
135,410
$
$
1,407,030
22,630
339,370
497,410
(140,000)
$
357,410
FUND SUMMARIES
INC/(DEC)
FY 2010/2011
FY 2011/2012
FY 2011/2012
FY 2012/2013
FROM FY 11/12
ACTUAL
ADOPTED
PROJECTED
ADOPTED
TO FY 12/13
EXPENDITURES
BUDGET
REV/EXP
BUDGET
BUDGET
BUILDING FUND (14)
Means of Financing
Licenses/Permits
$
2,087,995
Miscellaneous
$
1,598,500
-
$
-
-
1,792,591
$
4,014
-
3,136,900
$
1,500
-
1,538,400
1,500
130,000
130,000
$
2,087,995
$
1,598,500
$
1,796,605
$
3,268,400
$
1,669,900
$
1,133,286
$
1,142,400
$
1,098,398
$
1,260,280
$
117,880
Personal Services
Operating Expenses
Capital Outlay
28,044
456,100
455,321
1,166,780
710,680
2,600
-
2,083
139,750
139,750
-
-
-
701,590
701,590
Resources Available
$
1,163,930
$
1,598,500
$
1,555,802
$
3,268,400
$
1,669,900
$
7,828,000
$
7,828,000
CAPITAL IMPROVEMENT PROGRAM (CIP) FUND (20)-MAJOR FUND
Means of Financing
$
1,469,357
Impact Fees
Intergovernmental
Miscellaneous
Transfers In
$
$
1,306,457
-
-
560,000
560,000
707,125
-
-
-
-
747,457
335,000
6,941,746
879,600
544,600
2,565,586
1,180,000
2,160,000
2,000,000
820,000
$
-
-
5,489,525
$
2,900,000
-
10,147,280
4,415,000
$ 10,408,203
$ 21,414,880
7,247,280
$
16,999,880
Resources Available
$
-
2,981,000
$
2,170,370
$
2,170,370
2,981,000
$
1,434,000
-
2,361,880
$
2,361,880
(619,120)
$
2,789,005
19,053,000
$ 21,414,880
$
$
$
$
4,415,000
$
2,789,005
$
100,000
$
81,122
(619,120)
17,619,000
16,999,880
Means of Financing
Miscellaneous
$
-
-
5,560,000
-
35,000
3,170,000
$
-
$
5,660,000
$
81,122
$
$
-
$
3,266,980
$
-
$
$
-
$
3,266,980
$
-
$
3,205,000
(65,000)
(2,390,000)
$
(2,455,000)
-
$
(3,266,980)
-
$
(3,266,980)
Resources Available
6,568,550
$
6,568,550
2,393,020
$
5,660,000
31
3,319,195
$
3,319,195
3,205,000
$
3,205,000
811,980
$
(2,455,000)
FUND SUMMARIES
INC/(DEC)
FY 2010/2011
FY 2011/2012
FY 2011/2012
FY 2012/2013
FROM FY 11/12
ACTUAL
ADOPTED
PROJECTED
ADOPTED
TO FY 12/13
EXPENDITURES
BUDGET
REV/EXP
BUDGET
BUDGET
Means of Financing
Loan Proceeds
$
-
Miscellaneous
$
2,286,630
-
$
-
$
-
$
$
2,286,630
-
$
30,766
-
$
10,000
-
10,000
2,310,000
$
30,766
$
$
19,209
$
2,320,000
(2,286,630)
2,310,000
$
33,370
Debt Service
Resources Available
$
-
$
-
2,286,630
$
2,286,630
$
-
-
$
-
19,209
$
-
$
-
-
(2,286,630)
$
2,320,000
(2,286,630)
2,320,000
$
2,286,630
$
19,209
$
2,320,000
$
33,370
$
945,000
$
965,622
$
950,000
$
5,000
STORMWATER OPERATING FUND (40)
Means of Financing
$
972,564
Miscellaneous
3,831
3,000
4,959
3,500
500
-
-
300,000
478,830
478,830
$
976,395
$
948,000
$
1,270,581
$
1,432,330
$
$
133,743
$
132,830
$
127,400
$
133,740
$
484,330
Personal Services
Operating Expenses
226,990
104,168
228,340
1,350
-
-
-
-
-
499,498
530,000
195,516
525,000
(5,000)
58,180
-
-
(58,180)
-
478,830
545,250
Capital Outlay
Debt Service
Contingency
Resources Available
$
910
133,356
545,250
766,597
$
948,000
$
905,914
$
1,432,330
$
484,330
79,267
$
75,000
$
82,340
$
79,300
$
4,300
STORMWATER CAPITAL FUND (45)
Means of Financing
Intergovernmental
$
Miscellaneous
-
5,000
$
79,267
3,452
360,830
$
440,830
5,000
$
85,792
-
130,930
$
215,230
(229,900)
$
(225,600)
Resources Available
$
-
20,830
$
1,150,194
$
1,150,194
20,830
130,930
$
420,000
$
440,830
32
130,930
215,230
$
215,230
$
215,230
378,520
$
509,450
194,400
$
194,400
$
(225,600)
-
(420,000)
SUMMARY OF CHANGES IN FUND BALANCES
MAJOR FUNDS
General Fund
Capital
Improvement
Projects Fund
Other Funds
(Aggregate)
FUND BALANCE October 1, 2011
$14,237,703
$3,761,359
$9,607,504
2011-12 Revenues
2011-12 Expenditures
Net Increase (Decrease)
38,013,253
(37,951,726)
61,527
10,794,498
(2,789,005)
8,005,493
13,250,312
(13,725,556)
(475,244)
FUND BALANCE October 1, 2012
$14,299,230
$11,766,852
$9,132,260
2012-13 Revenues
2012-13 Expenditures
Net Increase (Decrease)
29,310,654
(31,872,020)
(2,561,366)
14,000,000
(14,700,000)
(700,000)
5,600,000
(13,000,000)
(7,400,000)
FUND BALANCE September 30, 2013
$11,737,864
$11,066,852
$1,732,260
Changes in Fund Balances
The General Fund and Capital Improvement Projects Fund are Major Funds. The other funds consist of
Streets Construction and Maintenance Fund, the Building Fund, the 2010 Capital Projects Fund, the 2011
Capital Projects Fund, the Stormwater Fund, and the Stormwater Capital Projects Fund.
The City of Sunny Isles Beach adheres to a Fund Balance Policy. The purpose of the Fund Balance Policy
is to provide increased financial stability by ensuring that the City maintains a prudent level of financial
resources to protect against reducing service levels or raising taxes and fees because of temporary revenue
shortfalls or unexpected one-time revenues. The Policy also provides for a reserve in the event of a
Hurricane or other natural disaster.
The FY 2012/2013 Budget seeks to preserve and build fund balances in each of the funds. Budgeting in FY
2012/2013 was done conservatively so that available ongoing revenues are able to fund ongoing
expenditures. However, a majority of the one-time expenditures are funded by the reappropriation of
$776,260 from the General Fund's fund balance.
The General Fund fund balance decreased since excess fund balance (about $2 million) over the current
required fund balance reserves is being transferred to the Capital Improvement Projects Fund and also
being reappropriated for the FY 2012/2013 Budget.
The Other Funds (non-major) fund balance decreased significantly. This is attributed to the capital projects
funds. These funds are funded by bond money and based on the projects slated for FY 2012/2013, the
remaining bond monies have been appropriated in this fiscal year.
33
REVENUE SUMMARY
GENERAL FUND
Ad Valorem Taxes
10-311-100
10-311-110
10-311-120
10-311-200
AD VALOREM TAXES
DISCOUNTS
PENALTIES
PRIOR YEAR AD VALOREM
Total Ad Valorem Taxes
FY 2010/2011 FY 2011/2012 FY 2011/2012 FY 2012/2013
ACTUAL
ADOPTED PROJECTED ADOPTED
REVENUES
BUDGET
REVENUES
BUDGET
16,200,242
(677,108)
2,460
(260,615)
15,264,979
16,877,560
(843,880)
10,000
15,000
16,058,680
16,591,734
(555,792)
1,133
(115,083)
15,921,992
17,523,190
(876,160)
5,000
5,000
16,657,030
1,098,671
26,343
391,754
1,516,767
1,100,000
15,000
390,000
1,505,000
1,284,676
21,318
379,319
1,685,313
1,350,000
24,000
360,000
1,734,000
2,107,901
1,142,896
762,850
18,329
4,031,976
1,700,000
1,094,630
650,000
15,000
3,459,630
2,146,638
1,041,394
766,601
15,911
3,970,544
2,200,000
1,100,000
700,000
18,000
4,018,000
23,600
234,119
1,450
36,042
9,635
21,360
71,360
2,000
96,000
495,566
21,000
190,000
32,000
10,000
15,000
30,000
50,000
348,000
38,826
228,608
700
35,407
72,824
58,240
109,753
19,450
95,100
658,908
29,750
190,000
32,000
45,000
15,000
60,000
5,000
71,200
447,950
5,173
113,191
342,203
20,658
1,208,111
1,689,336
282,550
18,000
1,245,590
1,546,140
4,082
269,609
20,541
1,352,991
1,647,223
284,080
18,000
1,357,760
1,659,840
Franchise Fees
10-323-100 FRANCHISE-ELECTRIC
10-323-150 FRANCHISE-GAS
10-323-200 FRANCHISE-REFUSE
Total Franchise Fees
Utility Taxes
10-314-100
10-314-200
10-314-300
10-314-800
UTILITY TAX-ELECTRIC
COMMUNICATIONS SERVICE TAX
UTILITY TAX-WATER
UTILITY TAX-GAS
Total Utility Taxes
Code Enforcement
10-321-096
10-316-100
10-316-110
10-322-106
10-367-000
10-367-100
10-349-102
10-349-150
10-354-125
SPECIAL EVENTS PERMIT
LOCAL BUSINESS (O/L)
BUS-TAX-ESCAPED
CERTIFICATES OF USE
ZONE HEARINGS
ZONING/PLANS REVIEW
LIEN LETTERS
EXT HOUR FEE
VACANT PROPERTY REGISTRY
Total Code Enforcement
10-337-200
10-337-100
10-335-120
10-335-150
10-335-180
GRNT-BYRNE
COPS TECHNOLOGY GRANT
STATE REVENUE SHARING
ALCOHOLIC BEVERAGE LIC
LOCAL GOVT 1/2 CENT SALES
Total Intergovernmental Revenues
34
REVENUE SUMMARY
FY 2010/2011 FY 2011/2012 FY 2011/2012 FY 2012/2013
ACTUAL
REVENUES
BUDGET
REVENUES
BUDGET
Administrative Charges
10-341-200 ADMIN FEES TO BUILDING
10-341-550 ADMIN CHARGE TO STRMWTR
SubTotal-Admin Charges
-
407,810
407,810
407,810
407,810
836,000
58,000
894,000
3,023
153,476
108,405
68,803
94,427
18,313
36,407
12,053
20,422
16,300
26,060
194,000
8,483
760,172
2,000
500
60,000
85,000
65,000
45,000
10,000
35,000
3,000
10,000
18,200
26,580
312,000
35,000
707,280
2,777
3,803
41,717
103,737
88,405
59,048
23,352
42,106
17,571
31,939
20,450
26,842
312,000
66,056
61,700
901,503
2,000
3,000
90,000
91,000
87,000
35,000
15,000
31,000
20,000
9,000
27,300
312,000
40,000
72,000
834,300
12,224
6,622
564
437,263
3,775
2,150
254,891
144,774
68,379
20,259
11,000
8,005
1,565
406
288
432
972,597
15,000
1,000
75,000
600
305,000
3,000
321,000
80,000
90,000
30,000
15,000
20,000
6,000
4,000
100
30
965,730
19,162
9,319
75,000
900
457,078
3,412
4,900
261,817
118,587
80,282
35,324
10,300
20,355
5,107
656
144
36
1,102,377
15,000
8,000
75,000
1,200
450,000
3,000
3,600
270,000
130,000
60,000
20,000
5,000
15,000
6,000
500
100
30
1,062,430
43,157
60,000
106,292
62,500
Parking
10-344-500 WINSTON PARK
10-344-501 BELLA VISTA
10-344-502 PIER PARK
10-344-503 WYNNE B/A
10-344-504 LEHMAN RAMP
10-344-505 LEHMAN EAST
10-344-506 LEHMAN WEST
10-344-507 175TH STREET PARKING
10-344-508 SIB PARKING LOT
10-344-509 PARKING PERMIT
10-344-509 GATEWAY PARK GARAGE
10-344-511 PARKING-FORTUNE
10-344-511A PARKING-LSB
10-344-511B PARKING-MARCO POLO
10-344-512 HERITAGE PARK GARAGE
10-344-515 PARKING-CONSTRUCTION
SubTotal-Parking
Culture & Recreation
10-347-300
10-347-400
10-347-500
10-347-501
10-347-502
10-347-503
10-347-504
10-347-901
10-347-902
10-347-904
10-347-905
10-347-906
10-347-907
10-347-908
10-347-909
10-347-910
10-349-210
10-349-310
CULTURAL EVENTS
SPECIAL EVENTS
KATZ SPORTS
PCP CONCESSION
AFTER SCHOOL PROGRAM
PCP RENTAL
TOWN CENTER CONCESSION
SUMMER CAMP
ATHLETIC PROGRAM
COMMUNITY/RECREATION
FITNESS
SPONSORSHIPS
JAZZ FEST
JAZZ TICKET
PARKS REFRESHMENT
LITTLE LEAGUE PROGRAM
LIFEGUARD-EXTRA
LIFEGUARD-FEE
SubTotal-Culture & Recreation
Other Charges for Services
10-349-200 POLICE-SPECIAL DUTY
35
REVENUE SUMMARY
FY 2010/2011 FY 2011/2012 FY 2011/2012 FY 2012/2013
ACTUAL
REVENUES
BUDGET
REVENUES
BUDGET
SubTotal-Other
43,157
60,000
106,292
62,500
Total Charges for Services
1,775,927
2,140,820
2,517,982
2,853,230
75,712
56,924
3,373
254,102
4,604
394,715
105,000
55,000
2,500
60,000
3,000
225,500
126,359
77,094
53,279
157,151
5,128
419,011
120,000
94,000
50,000
132,650
4,800
401,450
21,000
85,588
309,331
71,631
72,760
11,200
571,509
21,000
85,580
306,800
60,000
10,000
483,380
21,000
57,058
309,722
69,782
19,200
476,763
21,000
306,800
70,000
17,600
415,400
38
3,176
305
3,518
50
2,500
250
2,800
71
2,785
356
1,653
4,864
30
2,500
230
200
2,960
10-351-100
10-351-500
10-351-525
10-354-100
10-359-304
COURT FINES
PARKING FINES
SCHOOL CROSSING
CODE ENFORCEM'T CITATIONS
FFLETF/TRAINING
Total Fines and Forfeitures
Rental Properties
10-369-425
10-369-430
10-369-500
10-369-505
10-375-110
10-375-115
US POSTAL
ENTERPRISE
TONY ROMA'S
SCHOOL JOINT USE AGREEMENT
RENTAL PROPERTY
BOAT RENTAL
SubTotal-Rental Properties
Visitor's Center
10-375-125
10-375-130
10-375-135
10-375-137
SIB STAMPS
PROMOTIONS
12 YEAR HISTORY BOOK
ARCHITECTURE BOOK
SubTotal-Visitor's Center
36
REVENUE SUMMARY
FY 2010/2011 FY 2011/2012 FY 2011/2012 FY 2012/2013
ACTUAL
REVENUES
BUDGET
REVENUES
BUDGET
Other
10-322-112 PERMIT SEARCH
10-349-100 ELECTION/FILING FEE
10-337-310 GAS TAX REBATE
10-349-101 LOBBYIST FEE
10-361-100 INTEREST EARNINGS
10-361-200 CITY PPV PROGRAM
10-361-300 FMV INTEREST
10-361-400 INTEREST -TAXES
10-362-310 SALE OF PROPERTY
10-369-290 TDR EXTENSION
10-369-300 MISCELLANEOUS REVENUES
10-369-400 INS.SUBROGATION-PROPERTY
10-389-400 DONATIONS
SubTotal-Other Miscellaneous Revenues
Total Miscellaneous Revenues
91,247
10,530
2,000
290,843
49,695
(3,523)
50,328
8,462
29,987
119,681
6,292
15,519
671,061
1,246,089
60,000
200,000
43,100
5,000
30,600
20,000
358,700
844,880
109,368
300
11,937
4,200
182,565
50,355
(11,722)
37,615
79,000
27,001
166,705
50,730
2,600
710,653
1,192,280
95,000
10,000
1,500
200,000
49,400
25,000
5,000
20,000
405,900
824,260
10-389-900 PRIOR YEAR SURPLUS
TOTAL GENERAL FUND REVENUES
26,415,355
510,310
510,310
-
776,260
776,260
26,638,960
28,013,253
29,372,020
180,370
616,920
90,990
888,280
212,475
699,469
103,256
1,015,200
216,330
680,000
116,930
1,013,260
-
18,000
18,000
280
280
500
500
-
143,340
143,340
326,340
326,340
393,270
393,270
1,049,620
1,341,820
1,407,030
STREETS CONSTRUCTION & MAINTENANCE FUND
11-312-410 FIRST LOCAL OPT FUEL TAX
11-312-600 TRANSIT SYSTEM SURTAX
11-335-120 STATE REVENUE SHARING
203,622
613,591
817,213
11-381-010 TRANSFER IN-FUND 10
TOTAL STREETS FUND
817,213
37
REVENUE SUMMARY
FY 2010/2011 FY 2011/2012 FY 2011/2012 FY 2012/2013
ACTUAL
REVENUES
BUDGET
REVENUES
BUDGET
BUILDING FUND
Licenses and Permits
14-322-095
14-322-100
14-322-101
14-322-102
14-322-103
14-322-107
14-322-108
14-322-109
14-322-111
14-322-113
14-322-115
14-322-116
14-329-125
CERTIFICATE OF COMPLETION
BUILDING PERMITS
MECHANICAL PERMITS
PLUMBING PERMITS
ELECTRICAL PERMITS
TECHNOLOGY FEE
EDUCATION FEE
STRUCTURAL REVIEW FEE
SPECIAL REVIEW FEE
PENALTY FEES
CERTIFICATE OF OCCUPANCY
LANDSCAPING REVIEW FEES
DCA/BCA
Total Licenses and Permits
47,047
1,211,114
245,070
141,160
182,218
85,306
33,644
35,900
2,730
70,350
26,460
1,620
5,376
2,087,995
30,000
1,000,000
165,000
96,000
144,000
70,000
28,000
30,000
2,500
20,000
7,500
1,500
4,000
1,598,500
54,045
876,470
216,393
187,563
239,132
73,336
29,429
40,969
10,315
50,200
10,080
675
3,983
1,792,591
45,000
1,500,000
375,000
350,000
520,000
133,000
53,200
65,000
15,000
50,000
7,560
15,000
8,140
3,136,900
1,500
1,500
-
-
4,014
4,014
-
-
-
TOTAL BUILDING FUND REVENUES
2,087,995
130,000
130,000
1,598,500
1,796,605
3,268,400
-
100,000
100,000
81,122
81,122
35,000
35,000
-
5,560,000
5,560,000
-
3,170,000
3,170,000
-
5,660,000
81,122
3,205,000
2010 CAPITAL PROJECTS FUND
TOTAL 2010 CAPITAL
PROJECTS FUND REVENUES
38
REVENUE SUMMARY
FY 2010/2011 FY 2011/2012 FY 2011/2012 FY 2012/2013
ACTUAL
REVENUES
BUDGET
REVENUES
BUDGET
2011 CAPITAL PROJECTS FUND
32-384-010 LOAN PROCEEDS
-
2,286,630
2,286,630
30,766
30,766
10,000
10,000
-
TOTAL 2011 CAPITAL
PROJECTS FUND REVENUES
-
-
2,286,630
-
2,310,000
2,310,000
30,766
2,320,000
CAPITAL IMPROVEMENT PROGRAM FUND
20-331-700 GRANT-COASTAL MGMT-BELLA
20-334-390 GRANT-FRDAP
20-334-710 GRANT-LWCF-BELLA VISTA
395,675
707,125
-
820,000
649,357
1,469,357
-
-
-
Transfer Development Fees
20-362-275 TRANS DEVELOPMENT FEE
20-369-305 MANSIANA TDR
SubTotal-Transfer Development Fees
1,306,457
1,306,457
7,828,000
7,828,000
Impact Fees
20-362-220 POLICE IMPACT FEES
20-362-270 PARKS IMPACT FEES
20-362-260 FACILITY IMPACT FEE
SubTotal-Impact Fees
-
-
-
45,000
315,000
200,000
560,000
Other Miscellaneous
20-362-310
20-366-000
20-369-300
20-361-100
20-361-300
SALE OF PROPERTY
DONATIONS
MISCELLANEOUS REVENUES
INTEREST EARNINGS
NET CHANGE-FMV OF INVEST
SubTotal-Miscellaneous Revenues
500,000
200,000
44,920
2,537
747,457
325,000
10,000
335,000
6,802,633
35,740
103,373
6,941,746
400,000
479,600
879,600
Total Miscellaneous Revenues
2,923,939
335,000
8,248,203
9,267,600
39
REVENUE SUMMARY
FY 2010/2011 FY 2011/2012 FY 2011/2012 FY 2012/2013
ACTUAL
REVENUES
BUDGET
REVENUES
BUDGET
20-381-010 TRANSFER IN-FUND 10
2,565,586
2,565,586
1,180,000
1,180,000
2,160,000
2,160,000
2,000,000
2,000,000
TOTAL CAPITAL IMPROVEMENT PROGRAM
FUND REVENUES
-
2,900,000
2,900,000
-
10,147,280
10,147,280
6,196,650
4,415,000
10,408,203
21,414,880
972,564
972,564
945,000
945,000
965,622
965,622
950,000
950,000
3,487
344
3,831
3,000
3,000
-
-
STORMWATER FUND
STORMWATER MANAGEMENT FUND
40-343-550 STORMWATER FEES
40-361-300 FMV INVESTMENT
5,054
(95)
4,959
3,500
3,500
TOTAL STORMWATER FUND REVENUES
976,395
40
948,000
970,581
478,830
478,830
1,432,330
REVENUE SUMMARY
FY 2010/2011 FY 2011/2012 FY 2011/2012 FY 2012/2013
ACTUAL
REVENUES
BUDGET
REVENUES
BUDGET
STORMWATER CAPITAL FUND
45-312-441 LOCAL OPTION GAS TAX
79,267
79,267
75,000
75,000
82,340
82,340
79,300
79,300
-
5,000
5,000
3,452
3,452
5,000
5,000
-
360,830
360,830
-
130,930
130,930
79,267
440,830
85,792
215,230
972,564
79,267
3,831
1,055,662
360,830
945,000
75,000
8,000
1,388,830
965,622
82,340
8,411
1,056,374
609,760
950,000
79,300
8,500
1,647,560
TOTAL STORMWATER CAPITAL
FUND REVENUES
ENTERPRISE FUND SUMMARY
41
The graph below represents FY 2012/2013 budgeted revenues totaling $45,491,590.
FY 2012/2013 Budgeted Revenues
Property Taxes
FY
16,657,030
37%
2012/2013 Budgeted RevenuesFranchise Fees
1,734,000
4%
Utility Taxes
4,018,000
9%
Licenses/Permits
3,584,850
8%
Transfers In
2,393,270
5%
Intergovernmental
2,752,400
6%
Miscellaneous
2,319,360
5%
401,450
1%
11,631,230
25%
Major revenue sources for the City of Sunny Isles Beach are property taxes, franchise fees, utility
taxes, intergovernmental revenues and charges for services. These major revenues account for
approximately 85% of FY 2012/2013 budgeted revenues not including operating transfers in or
81% of FY 2012/2013 budgeted revenues including operating transfers in.
The graph below illustrates the percentage of each major revenue source against the total of all
major revenues ($36,802,660).
FY 2012/2013 Major Revenue Sources
Franchise Fees
1,734,000
5%
Property Taxes
16,657,030
45%
Utility Taxes
4,018,000
11%
Intergovernmental
2,752,400
7%
11,631,230
32%
The following pages will discuss each major revenue source, the underlying assumptions of each
revenue estimate, and significant revenue trends.
42
Property Tax (Ad Valorem Taxes)
The major revenue source funding Sunny Isles Beach's general operations continues to be the
property tax. Property taxes are authorized by Chapter 166, Florida Statutes. The Florida
Constitution limits local governments to a maximum of 10 mills of Ad Valorem taxation. The
amount of revenue is based on the tax rate multiplied by the assessed value of the City which is
provided by the County Property Appraiser. The amount is then budgeted by 95 percent of its
gross value to allow for prompt payment discounts and other adjustments in accordance with
Florida Statutes. The City's assessed value as reported by the County Property Appraiser is
$6,258,284,331. This amount is 10.7% or $607,206,944 higher than last year. Only 12%
($74,139,611) of the increase is contributed to new construction; the remaining increase is due to
the reassessment of long-term homesteaded properties which have been recently sold. As
illustrated, the operating millage rate has decreased by 3% or 0.086 mills to 2.8000 (6.17% above
the rolled-back rate). The graph below illustrates the historical property tax revenue data, fiscal
budgeted tax revenues, and a 5 year projection of property tax revenues for the City. Property Tax
revenue estimates were determined based on a financial forecast analysis prepared by City staff
based on an annual increase of 2.5% on the property tax base plus $81 million in new construction
each year for two years starting with FY 2014 and $162 million a year thereafter based on
discussion and activity within the Building Department.
Property Tax Revenues (in thousands)
24,000
22,000
20,000
18,000
16,000
14,000
12,000
10,000
8,000
6,000
4,000
2,000
2004
2005
2006
2007
2008
2009
2010
2011
2012
2013
2014
2015
2016
2017
2018
Property Tax Millage Rates
4.0000
3.3500
3.3500
2.9500
2.9500
3.0000
2.3979
2.4842
2.4842
2.6500
2.8860
2.8000
2008
2009
2010
2011
2012
2013
2.0000
1.0000
2004
2005
2006
2007
43
Franchise Fees
Franchise fees are negotiated fixed fees to a company or utility for the use of municipal right-ofways (poles, lines, pipes, etc.) and may include the value of the right for the utility to be the
exclusive provider of its services within the City. The City has franchise agreements for electricity,
propane and solid waste.
The graph below illustrates the percentage of each franchise fee against the total of all franchise
fees ($1,734,000).
FY 2012/2013 Franchise Fees
Refuse
21%
Gas
1%
Electric
78%
Franchise Fee-Electric
A city may charge electric companies for the use of its rights of way per Florida Statutes 166.021
and 337.401. Miami-Dade County currently has an agreement with Florida Power & Light (FPL)
covering the area incorporated as Sunny Isles Beach as well as the current unincorporated areas
of the County and other newly formed cities for 6% from sales of electricity less a credit for property
taxes paid by FPL. The County Commission, via an interlocal agreement, has agreed to share
these revenues with Sunny Isles Beach. The significant decrease in revenues that occurred in FY
2011 is a result of a decrease in FPL rates and a one time credit that occurred in January 2010. As
a result of the agreement with the county, the City does recognizes revenues with a one year lag.
For example franchise fees collected by FPL for January 1, 2010 through December 31, 2010
services is remitted by the County to the City in August 2011. As a result, rate decreases occurring
in January 2010 impacts the City's FY 2011 revenue. Since FY 2011, the revenues are slightly
recovering due to increase in use due to population increase. The amount projected is based on a
slight increase as a result of anticipated growth in the City by both new construction and the
turnover of property owners (retirees to young families).
Franchise Fee-Electric (in thousands)
2,000
1,500
1,000
500
2004
2005
2006
2007
2008
2009
2010
2011
44
2012
2013
2014
2015
2016
2017
2018
Franchise fee-Refuse
The City charges a franchise fee of 12.5% of gross revenues from refuse collection. The amount
projected is based on historical trends which account for a slight increase.
Franchise Fee-Refuse (in thousands)
446
500
444
392
379
360
378
2011
2012
2013
2014
400
300
200
161
183
2004
2005
155
180
203
2006
2007
2008
437
458
481
416
2015
2016
2017
2018
100
2009
2010
Utility Taxes
The City collects utility taxes for electric, water, gas and communication services. As with franchise
fees, revenue for the utility taxes are expected to increase with the growth of the City.
The graph below illustrates the percentage of each utility tax against the total of all utility taxes
($4,018,000).
FY 2012/2013 Utility Taxes
Gas
1%
Electric
55%
Water
17%
Communication
Service Tax
27%
Utility Tax-Electric
The City collects utility taxes for use of electricity. The utility tax for electricity is a fee of 10% of the
total utility receipt collections performed by FPL from the citizens of Sunny Isles Beach. The
revenue estimates were determined based on historical projections and the expectation of slight
growth.
Utility Tax-Electric (in thousands)
3,000
2,000
1,000
2004
2005
2006
2007
2008
2009
2010
2011
45
2012
2013
2014
2015
2016
2017
2018
Utility Tax-Communication Service Tax (CST)
As of 2001, Communications Service Tax (CST) replaced the Telecommunications Utility Service
Tax, Telecommunications Franchise Fees, and Cable TV Franchise Fees. The CST is charged at
the maximum rate per Florida Statutes at 5.22% on all local telephone service through all providers
on phone calls originating within the city and terminating within the state. The CST is collected and
distributed by the State of Florida. Revenue estimates are projected by the State to be used by
local agencies during budget preparation. Revenue forecasts were determined based on a slight
increase for growth.
Utility Tax-Communication Service Tax (in thousands)
1,500
1,000
500
2004
2005
2006
2007
2008
2009
2010
2011
2012
2013
2014
2015
2016
2017
2018
Utility Tax-Water
The City charges a 10% utility tax on water sales which is collected and remitted by the City of
North Miami Beach to the City of Sunny Isles Beach. Revenue forecasts were determined based
on a slight increase for growth.
Utility Tax-Water (in thousands)
1,000
900
800
700
600
500
400
300
200
100
-
692
666
2009
2010
763
767
2011
2012
809
700
735
2013
2014
849
891
936
563
338
347
2004
2005
393
2006
443
2007
2008
46
2015
2016
2017
2018
Intergovernmental revenue consists of revenues that are received from other governmental
agencies. The majority of these revenues consist of State Sales Tax, State Shared Revenue, and
Local Option Fuel Tax. Other revenues in this category consist of Federal, State, and Local grants
and County shared revenue.
The graph below illustrates the percentage of each intergovernmental revenue type against the
total of all intergovernmental revenues ($2,655,100).
FY 2012/2013 Intergovernmental Revenues
Transit System Surtax
26%
Local Government
Half-Cent Tax
51%
Local Option Fuel Tax
8%
State Revenue
Sharing
15%
Local Government Half-Cent Tax
The State of Florida collects the Local Government Half-Cent Sales Tax. The State distributes net
sales tax revenues to counties and municipalities that meet strict eligibility requirements. Allocation
formulas serve as the basis for this distribution and its primary focus is to provide relief from ad
valorem and utility taxes. Estimated revenue is provided by the state each year. Revenue
forecasts were determined based on historical numbers and a slight boost in the economy.
Local Government Half-Cent Tax (in thousands)
2,000
1,800
1,600
1,400
1,200
1,000
800
600
400
200
2004
2005
2006
2007
2008
2009
2010
2011
47
2012
2013
2014
2015
2016
2017
2018
State Revenue Sharing
This revenue is generated from three sources: (1) a percentage of sales and use tax collections,
(2) 12.5 percent of the state alternative fuel user decal fee collections, and (3) the net collections
from a one-cent municipal fuel tax. The specified taxes are collected and distributed by the State
of Florida. Estimated revenue is provided by the state each year. Revenue forecasts were
determined based on historical data and a slight boost in the economy.
State Revenue Sharing- (in thousands)
600
463
500
374
400
300
362
357
342
303
305
299
2008
2009
2010
373
401
486
511
536
421
242
200
100
2004
2005
2006
2007
2011
2012
2013
2014
2015
2016
2017
2018
Transit System Surtax
In November 2002, the Miami-Dade County voters approved a half-percent transportation surtax.
The City entered into a local option agreement with Miami-Dade County for the adoption of the
People's Transportation Plan and a share into this surtax. The participating cities share in 20
percent of the annual funds and the county receive 80 percent of the funds. Revenue forecasts
were determined based on historical data and a slight boost in the economy.
Transit System Surtax (in thousands)
1,000
900
785
800
700
600
586
514
500
557
577
2007
2008
625
614
2010
2011
699
680
2012
2013
825
866
909
714
551
478
400
300
200
100
2004
2005
2006
2009
48
2014
2015
2016
2017
2018
Local Option Fuel Tax
Miami-Dade County levies a total of 9¢ per gallon. The 9¢ is comprised of the full 6¢ (original)
allowed by Florida Statute §336.025(1)(a) and 3¢ (additional) allowed by Florida Statute
§336.025(1)(b). The first tax is applicable to all motor fuel and diesel fuel (formerly called special
fuel) sold at wholesale in the county, while the second exempts diesel fuel. The first local option
gas tax of 6¢ is shared with the City through an interlocal agreement. The second local option gas
tax of 3¢ is shared through an interlocal agreement. This agreement provides for a distribution of
26 percent to the municipalities and 74 percent to the county. Since fuel prices have declined to a
more affordable mid-$3/gallon range, the City anticipates an increase in the consumption of fuel
resulting in slight increase in future local option fuel tax.
Local Option Fuel Tax (in thousands)
300
257
269
275
267
276
267
266
250
204
212
216
227
2011
2012
2013
2014
250
262
275
289
200
150
100
50
2004
2005
2006
2007
2008
2009
2010
2015
2016
2017
2018
Charges for Services represent fees charged as a result of direct benefit. Stormwater Fees,
Culture & Recreation Fees and Parking account for a significant portion of revenues in the Charges
for Services category. The Administrative Chargeback consists of administrative services provided
to the Building Fund and Stormwater Fund to support their operations. Transfer of Development
Rights are one-time charge for service that result from new construction based on formula and
needs.
The graph below illustrates the percentage of each Charges for Services type agasinst the total of
all Charges for Services ($11,568,730).
FY 2012/2013 Charges for Services
Stormwater Fee
8%
Administrative
Charges
8%
Parking
7%
Cultural &
Community Services
9%
Transfer of
Development Rights
68%
49
The City provides various programs to the residents. These programs primarily include Summer
Camp, Athletic Programs and After School Care. Fees are charged to cover the costs of these
programs since they benefit the user directly. Revenue estimates are based on historical
information with slight increases.
Cultural & Community Services (in thousands)
1,400
1,200
1,000
800
600
400
200
2004
2005
2006
2007
2008
2009
2010
2011
2012
2013
2014
2015
2016
2017
2018
Stormwater Fee
This revenue is collected to support the requirements of a federal mandated National Pollutant
Discharge Elimination System Permit. The Stormwater fee is charged to residential and
commercial dwellings. Revenue estimates are based on increases due to new construction.
Stormwater Fee (in thousands)
1,400
1,200
1,000
800
600
400
200
2004
2005
2006
2007
2008
2009
2010
2011
50
2012
2013
2014
2015
2016
2017
2018
Parking
The City maintains several public parking lots for access to the beach, parks, and other locations.
In addition, the City maintains parking agreements with hotels to accommodate their overflow in
parking. Projections are based on incremental increases in the parking agreements.
Parking (in thousands)
1,000
868
885
921
851
903
834
2013
2014
2015
2016
2017
2018
902
900
760
800
700
600
488
528
582
587
2009
2010
500
400
300
200
233
231
2005
2006
112
100
2004
2007
2008
2011
2012
Transfer of Development Rights/Bonus
Transfer of development rights (TDRs) is the process which development rights are transferred
from one lot, parcel, or area of land in a "sending lot" (usually where land conservation is sought) to
another lot, parcel, or area of land in one or more receiving districts (where property is desired and
can be serviced properly.) Typically, the sending lots are open green spaces/parks that have no
desire to develop and, therefore, those rights can be transferred to areas where additional
development is required about what is already granted to the property. Since the City develops
most of the green space, it has TDRs to sell to high rise developers who demand additional
development rights. These developers can also purchase them from private owners that did not
utilize all their rights when developing. When this transaction takes place, the City earns a
transaction fee for the transfer of development rights between private parties. However, the City
earns market value of TDRs when selling their own to high rise developers for the new construction
on the ocean side of the City. The current and future is based on projections of the developers
needs based on submitted plans.
Transfer of Development Rights/Bonus (in thousands)
7,000,000
6,000,000
5,000,000
4,000,000
3,000,000
2,000,000
1,000,000
2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018
51
EXPENDITURE SUMMARY BY DEPARTMENT/DIVISIONS
FY 2010/2011
ACTUAL
EXPENSES
FY 2011/2012
ADOPTED
BUDGET
FY 2011/2012
PROJECTED
EXPENSES
FY 2012/2013
ADOPTED
BUDGET
$
$
$
$
GENERAL FUND
CITY COMMISSION
CITY MANAGER'S OFFICE
FINANCE
CITY ATTORNEY'S OFFICE
CITY CLERK'S OFFICE
HUMAN RESOURCES
RISK MANAGEMENT
PUBLIC SAFETY
POLICE
OCEAN RESCUE
COMMUNITY DEVELOPMENT
CODE ENFORCEMENT
PARKING ENFORCEMENT
PLANNING & ZONING
PUBLIC WORKS
ADMINISTRATION
CONSTRUCTION
FACILITY MAINTENANCE
FLEET MAINTENANCE
PROPERTY MANAGEMENT
INFORMATION TECHNOLOGY
CULTURAL & COMMUNITY SERVICES
CULTURAL & COMMUNITY SVCS
PARK MAINTENANCE
PELICAN COMMUNITY PARK
ATHLETICS
NON-DEPARTMENTAL
TOTAL GENERAL FUND
178,399
523,463
643,890
593,006
330,533
799,716
576,384
198,050
386,720
678,420
597,750
263,460
822,290
683,000
262,636
420,992
688,072
585,378
242,635
839,663
488,073
251,280
454,180
816,240
624,620
383,980
881,210
788,000
6,158,530
1,079,905
6,473,010
1,075,220
6,137,533
1,135,115
6,643,850
1,709,590
423,344
325,426
-
355,760
430,490
132,060
379,783
424,241
127,210
406,290
565,450
154,310
559,920
586,714
739,784
319,213
854,255
284,720
403,410
671,200
760,920
120,000
1,018,500
427,150
576,566
596,297
858,530
69,958
873,068
372,360
319,360
990,050
764,040
1,782,570
876,397
1,195,941
1,418,142
7,548,506
$ 25,731,468
$
1,137,840
1,518,860
1,505,390
407,080
6,714,810
26,638,960
$
995,341
961,494
1,357,990
162,810
9,341,188
27,951,724
$
1,558,610
1,311,500
1,663,960
270,130
6,660,440
29,372,020
$ 1,163,930
$
1,598,500
$
1,555,802
$
2,566,810
STREET MAINTENANCE & TRANSPORTATION FUND
PUBLIC WORKS
STREET MAINTENANCE & CONSTR $
TRANSPORTATION
658,131
TOTAL STREET MTC & TRANS FUND $
658,131
$
$
$
552,357
584,839
1,137,195
$
$
500,990
548,630
1,049,620
$
696,190
710,840
1,407,030
$
889,820
$
427,084
$
887,080
BUILDING FUND
TOTAL BUILDING FUND
STORMWATER FUND
TOTAL STORMWATER FUND
$
766,597
52
SUMMARY OF STAFFING
FY 2013 STAFFING BY FUNCTION
General Government
14%
Parks & Recreation
23%
Public Works
9%
Public Safety
43%
11%
Dept Function
Department/Division
GENERAL FUND
511
512
513
514
516
518
521
523
524
525
534
535
537
539
559
572
573
575
576
579
General Government
General Government
General Government
General Government
General Government
General Government
Public Safety
Public Works
Public Works
Public Works
Public Works
General Government
Parks & Recreation
Parks & Recreation
Public Safety
Parks & Recreation
Parks & Recreation
FY
2010/2011
ACTUAL
City Commission
City Manager's Office
Finance
City Attorney's Office
City Clerk's Office
Human Resources
Police
Planning & Zoning
Code Enforcement
Parking Enforcement
Facility Maintenance
Fleet Maintenance
Construction
Public Works Admin
Cultural and Community Services
Ocean Rescue
Athletics
Park Maintenance
TOTAL GENERAL FUND
5.63
2.50
7.00
4.00
3.00
6.00
67.00
2.00
7.10
3.00
3.00
1.00
3.00
2.50
4.50
9.60
27.23
32.00
7.55
10.00
207.60
0.50
0.75
8.10
3.00
12.35
12.25
12.75
13.25
13.25
-
8.60
8.60
4.00
8.60
12.60
4.00
8.60
12.60
4.00
8.60
12.60
-
2.00
2.00
2.00
2.00
-
205.58
204.83
223.10
235.45
Street Main & Construction
Transportation
TOTAL STREET MTC & TRANS FUND
Stormwater
TOTAL ALL FUNDS
Net
Change
5.63
2.00
7.00
4.00
3.00
6.00
67.00
2.00
7.10
3.00
3.00
1.00
3.00
2.50
4.50
9.60
26.48
23.90
7.55
7.00
195.25
STREET MAINTENANCE & TRANSPORTATION FUND
538 Public Works
FY 2012/2013
PROPOSED
5.63
1.00
5.00
4.00
3.00
6.88
60.00
2.00
6.30
2.00
3.00
1.00
1.00
1.00
4.00
5.10
25.28
22.00
11.30
8.00
177.48
515 Community Development Building
STORMWATER FUND
FY 2011/2012
AMENDED
5.63
1.00
5.00
4.00
3.00
6.88
60.00
7.30
2.00
17.00
6.00
4.10
25.28
22.00
7.55
6.00
182.73
BUILDING FUND
541 Public Works
574 Public Works
FY 2011/2012
ADOPTED
12.35
The FY 12/13 budget has a net increase of 30.6 FTEs from FY 11/12 adopted budget and has a net incrase of 12.35 FTEs from FY 11/12
amended budget. During FY 11/12, there was a reorganization which shifted personnel/divisions between departments and additional staffing
was added based on needs. During the budget process, a 0.5 FTE Capital Projects Administrator is added to assist with complicated capital
projects; 0.75 FTE is added to Pelican Community Park to assist with the increased demand in the After School Program; 3 FTEs are added
to maintain the additional parks that will be completed mid-year and 8.1 FTE were added to Ocean Rescue for additional lifeguards to provide
more coverage and enhance public safety at the much visited beaches. The details of the staffing changes are provided within each
departmental section.
53
SUMMARY OF NEW CAPITAL OUTLAY
RECOMMENDED
Department
CD
Request
525 2 - Tablet computers for Parking Enforcement Officers to access EMS.
Public Works 534 1 - Waterproofing of 2nd, 3rd and 4th floor of the Government Center.
Public Works 534 1 - Mobile pressure cleaner for the Government Center.
Cost
2,000
136,000
4,000
Public Works 534 1 - Upgrade lighting fixture in the Government Center Parking Garage.
12,600
Public Works 534 1 - Upgrade lighting in stairwells in the Government Center.
13,660
Public Works 535 12 - Replacement for 9 Crown Victorias and 3 Polaris Rangers.
Public Works 535 1 - Replacement of ATV Trailer to transport new model ATV's for repair.
380,660
1,520
IT
559 1 - Replace 17 existing, outdated, and out of warranty computers.
39,980
IT
559 2 - Replace/update Government Center and Police virtual Dell server cluster.
85,200
IT
559 4 - Core network equipment upgrade.
172,650
CCS
572 1 - Upgrade of audio/visual equipment for the Commission Chambers.
110,000
CCS
572 2 - Replacement of camcorders to high definition units.
4,400
CCS
572 1 - Digital audio mixer package for SIB 77 and SIB Radio.
1,400
CCS
572 1 - Wide angle-telephoto zoom lens with 2.8 aperture.
1,450
CCS
572 1 - Tripod system to support additional camera inventory.
1,050
CCS
572 4 - Risers for use in special events.
8,000
CCS
573 1 - Replacement motorized winch for the basketball court backboards.
1,250
CCS
573 1 - A kiosk and laptop in the community center lobby.
2,000
CCS
573 30 - Wall bumpers for the 1st and 2nd floor of the community center.
8,000
CCS
573 1 set - Interlocking karate mats to replace the old ones.
2,000
CCS
573 4 - Cushioned mats for the gymnastics and circus programs.
3,000
CCS
573 1 - Playground safety surface top coating.
CCS
573 1 - Cubicles and storage cabinets for new personnel.
CCS
573 1 - Gym divider to create 2 spaces for more programming opportunities.
CCS
577 7 - Café style round tables, chairs, and umbrellas for Heritage Park.
7,700
CCS
577 10 - White 10' x 10' tents for events at Heritage Park.
2,000
CCS
577 1 - Public Address System install at parks for announcements.
1,000
CCS
577 2 - Hand dryers for the public restrooms at Heritage Park.
1,500
CCS
577 1 - Event announcement sign at Heritage Park.
577 1 - Park Furnishings at Gwen Margolis Park.
2,000
CCS
TOTAL-GENERAL FUND
18,000
9,500
15,000
3,000
1,050,520
Public Works 574 1 - Chevy C-5500 bus as part of the Replacement Program.
108,260
27,150
Public Works 574 2 - New Bus Shelters
TOTAL-STREETS & MAINTENANCE CONSTRUCTION FUND
54
135,410
SUMMARY OF NEW CAPITAL OUTLAY
NOT RECOMMENDED
Request
Department
Cost
Public Works 534 1 - Installation of tree beds next to Tony Roma's Restaurant.
12,000
CCS
577 1 - Upgrade park lighting and electrical at Samson Oceanfront Park.
20,000
CCS
577 1 - Park Furnishings at Samson Oceanfront Park.
CCS
573 1 - Installation of indoor rock wall panels in gymnasium.
5,000
15,000
TOTAL-GENERAL FUND
52,000
Public Works 574 1 - Chevy E-2500 for transportation of smaller passenger numbers to Mt. Sinai.
21,850
Public Works 574 2 - Replacement of Chevy C-5500 and Ford E0550 buses.
216,520
TOTAL-STREETS & MAINTENANCE CONSTRUCTION FUND
238,370
55
SUMMARY OF PROGRAM MODIFICATIONS
RECOMMENDED
Department
Request
Cost
City Attorney
514
Salary adjustments.
15,930
City Clerk
516
Document Shredding, Digitization and Off-Site Storage.
58,000
City Clerk
516
Public Records access.
11,200
IT
559
ERP Solution.
IT
559
Microsoft Exchange online hosting.
14,800
IT
559
Microsoft Enterprise licensing.
93,430
IT
559
Unitrends Vault-to-Cloud service.
12,000
CCS
572
Gateway Park Grand Opening Event
17,780
CCS
572
Pier Park Ribbon Cutting / New Year's Eve Party / Fireworks.
30,000
CCS
572
Reclassify Visitor Center Office Assistant to Admin Coordinator II.
7,560
CCS
572
Reclassify Video Production Spec. to a Video/Radio Station Mgr.
5,570
CCS
573
After School Program-Personnel Salary Adjustment.
Police Dept.
575
Four additional lifeguard towers/stations.
Police Dept.
575
Ocean Rescue Salary Increase
69,680
CCS
577
Intracoastal Park maintenance.
82,000
CCS
577
Gateway Park maintenance.
510,370
65,960
555,460
131,180
TOTAL-GENERAL FUND
1,680,920
CD
515
Digitization of records.
238,900
CD
515
ERP Solution.
139,750
TOTAL-BUILDING FUND
238,900
NOT RECOMMENDED
Request
Department
Cost
City Commission
511
Part-Time Administrative Aide (.50 FTE)
24,640
Public Works
535
Fleet Remote Management System
76,000
CCS
572
Senior Action Committee Meetings/Events
TOTAL-GENERAL FUND
CD
515
5,200
105,840
Increase staffing levels due to increase in high-rise development.
TOTAL-BUILDING FUND
760,430
760,430
56
SUMMARY OF CAPITAL IMPROVEMENT PROGRAM
RECOMMENDED
FY 12/13
Budget
Project Description
Expenditures
Through
09/30/11
FY 11/12
Budget
FY 13/14Total
FY14/17
Anticipated Page
Projected Project Cost No
Capital Improvement Projects Fund (20)
Newport Fishing Pier
Emergency Bridge
Gateway Park
Gwen Margolis Park Upgrades
100,000
1,039,711
4,276,343
1,000,000
776,729
662,156
10,550,000
57,510
767,490
4,000,000
1,065,000
Pelican Community Park Imprvmnts
960,000
Town Center Park Upgrades
348,000
1,435,000
5,416,054
C-11
6,438,885
C-12
11,375,000
C-13
1,065,000
C-14
2,395,000
C-15
348,000
C-16
Collins Ave Sidewalk Improvements
60,000
3,311,640
1,457,000
4,828,640
C-17
Heritage Park and Parking Garage
530,000
15,085,994
670,107
16,286,101
C-18
Intracoastal Park-Arlen House
500,000
500,000
C-20
Intracoastal Park-16050 Collins
70,000
377,000
C-21
270,000
C-24
2,320,000
C-13
3,205,000
C-13
Beach Access Widening
307,000
270,000
TOTAL
15,453,000
2011 Capital Projects Fund (32)
Gateway Park
2,320,000
TOTAL
2,320,000
2010 Capital Projects Fund (35)
Gateway Park
3,205,000
TOTAL
3,205,000
57
CITY COMMISSION
Citizens
of
Sunny Isles Beach
Seat 1
Vice Mayor
Lewis J. Thaler
Seat 2
Commissioner
Jeanette Gatto
Mayor
Norman S. Edelcup
Seat 3
Commissioner
George “Bud” Scholl
Seat 4
Commissioner
Isaac Aelion
City Historian/Aide
to Commission (P/T)
Richard C. Schulman
CITY COMMISSION
59
CITY COMMISSION (511)
DESCRIPTION
There shall be a City Commission vested with all the legislative powers of the City including but not limited to the
setting of policy, approval of budget, determination of tax rates, hiring and firing of the charter officers, and the
development of community land policies. The Commission shall consist of four members (Commissioners) and
the Mayor.
According to the City Charter's Citizens' Bill of Rights:
This government has been created to protect the governed, not the governing. In order to provide the public with
full and accurate information, to promote efficient administration management, to make government more
accountable, and to ensure to all persons fair and equitable treatment, the following rights are guaranteed:
•
•
•
•
•
•
•
•
•
•
•
•
•
Convenient Access
Truth in Government
Public Records
Minutes and Ordinance Register
Right to be Heard
Right to Notice
No Unreasonable Postponements
Right to Public Hearing
Notice of Action and Reasons
Manager's and Attorney's Reports
Budgeting
Quarterly Budget Comparisons
Representation of Public
CITY COMMISSION
60
10 GENERAL FUND
APPROPRIATIONS
PERSONNEL SERVICES
OPERATING EXPENSES
OTHER DISBURSEMENTS
TOTAL APPROPRIATIONS
FY 2010/2011
ACTUAL
EXPENSES
FY 2011/2012
ADOPTED
BUDGET
FY 2011/2012
PROJECTED
EXPENSES
FY 2012/2013
ADOPTED
BUDGET
$
$
$
$
$
148,763
21,161
8,475
178,399
$
153,050
26,000
19,000
198,050
146,836
88,300
27,500
262,636
$
$
153,680
73,600
24,000
251,280
SIGNIFICANT CHANGES FROM FISCAL YEAR 2011/2012 ADOPTED BUDGET
PERSONNEL SERVICES
$
630
The increase is primarily contributed to slight increases in health insurance benefits, change in pension costs and a 3%
cost of living increase provided for in April 2012.
OPERATING EXPENSES
$
47,600
The increase is primarily contributed to funding the Sister City Program and providing for an expense allowance for the
Commissioners. The City intends to officially partner with cities abroad that have similar geographic and economic
conditions to build global cooperation at the municipal level, promote cultural understanding and stimulate economic
development. In addition, the City increased the Commissioners' annual expense account budget from $1,000 to $6,000
each to support out of pocket costs incurred for attendance at various community events and meetings.
OTHER DISBURSEMENTS
$
5,000
The increase is primarily contributed to the increase in donations supporting local charities and events.
PERSONNEL COMPLEMENT BY FTEs (Full-Time Equivalents)
POSITION TITLE
Mayor
Vice Mayor
Commissioner
City Historian/Aide
Sunny Isles Beach Tourism & Marketing
Counsel Executive Director*
TOTAL FTEs
FY 2010/2011
ACTUAL
FY 2011/2012
ADOPTED
FY 2011/2012
PROJECTED
FY 2012/2013
ADOPTED
1
1
3
0.625
1
1
3
0.625
1
1
3
0.625
1
1
3
0.625
1
1
1
0
5.625
5.625
5.625
5.625
*Funded by Greater Miami Convention and Visitors Bureau and not included in the Total FTE count)
CITY COMMISSION
61
10 GENERAL FUND
PERSONNEL SERVICES
5120 REGULAR SALARIES
5210 FICA PAYROLL TAXES
5220 RETIREMENT CONTRIBUTIONS
5230 HEALTH, DENTAL,&VISION INS
5235 LIFE, ADD, & LTD
5240 WORKER'S COMPENSATION
TOTAL PERSONNEL SERVICES
FY 2010/2011
ACTUAL
EXPENSES
FY 2011/2012
ADOPTED
BUDGET
FY 2011/2012
PROJECTED
EXPENSES
FY 2012/2013
ADOPTED
BUDGET
$
$
$
$
94,322
8,963
8,540
36,194
633
111
148,763
OPERATING EXPENSES
5314 PROMOTIONS
5317 PROFESSIONAL SERVICES
5314B PUBLICATIONS
5511 SPECIAL SUPPLIES
5401 EXPENSES
5485 SISTER CITY PROGRAM
5541 DUES, SUBS,& MEMBERSHIPS
5542 TRAVEL, CONF,& MEETINGS
5574 SPECIAL EVENTS
TOTAL OPERATING EXPENSES
2,698
2,672
15,791
21,161
OTHER DISBURSEMENTS
5490 GRANTS TO PRIVATE ORGS
TOTAL OTHER DISBURSEMENTS
TOTAL EXPENDITURES
95,080
9,800
6,260
40,700
850
360
153,050
95,379
8,719
4,753
37,104
723
157
146,836
96,790
9,700
5,140
41,050
810
190
153,680
2,000
1,500
5,500
17,000
26,000
1,024
35,886
2,022
22,784
4,122
9,018
13,443
88,300
2,000
1,500
30,000
25,000
3,000
9,500
2,600
73,600
8,475
8,475
19,000
19,000
27,500
27,500
24,000
24,000
178,399
198,050
262,636
251,280
CITY COMMISSION
62
NEW PROGRAM MODIFICATION
Part-Time Admininistrative Aide (.50 FTE)
DEPARTMENT NAME
DIVISION NAME
DEPT/DIV
NO.
TOTAL COST
REQUESTED
511
$24,640
City Commission
Justification
Part of the responsibilities of the Communications Coordinator was providing support to the Commissioners.
However, this position has been relocated from the Government Center to Pelican Community Park Center. As a
result, there is no designated position to provide the Commission with administrative support.
Required Resources
New Personnel
Number of
Positions
(A)
1
Administrative Aide
5643
Cost A x (B +C)
22,640
-
Other Reoccurring Operating Costs
Account
Number
Account
Number
Fringe
Salary (B)
Benefits (C)
20,000
2,640
Title
Description
Cost
One Time Costs
Description
Computer, Printer, and Phone (Work Station available)
Cost
2,000
Benefits
To support the Commission in administrative needs including, but not limited to, coordinating attendance at special
meetings and functions, to effectively communicate with outside agencies to coordinate and schedule meetings to
resolve concerns raised by constituents.
NOT RECOMMENDED
CITY COMMISSION
63
OFFICE OF THE CITY MANAGER
City Manager
Christopher J. Russo
Capital Projects
Vacant (Temp)
Executive Assistant
Sheila Marquez
Assistant City Manager,
Finance Division
Minal Shah
Sharon Ragoonan
65
OFFICE OF THE CITY MANAGER (512)
DESCRIPTION
The City Manager's Office implements official policies of the Mayor and City Commission by coordinating City
services in an efficient, effective and responsive manner, providing support, guidance, communications and
leadership to assure that quality municipal services are provided to our community.
As the City's Chief Administrative Officer, the City Manager is ultimately responsible for all operations of the
municipal corporation. The City Manager's Office provides organizational and fiscal management as well as
program development and evaluation. Each requires daily effort.
In addition to overseeing daily operations, the City Manager's Office develops new systems and methods relative
to City services and is responsible for the research and analysis of programs, in anticipation of future needs and
challenges. The Manager's Office coordinates with the City Commission to implement public policy and to manage
the City's mission, goals and objectives.
Providing support to the Mayor and the City Commission is another important aspect of this office. This involves
effective communication and being available to the City Commission. The Manager's Office is at the vanguard of
the organization, projecting vitality, professionalism and quality service to residents, private agencies,
organizations and its own employees.
66
OFFICE OF THE CITY MANAGER (512)
10 GENERAL FUND
APPROPRIATIONS
PERSONNEL SERVICES
OPERATING EXPENSES
FY 2010/2011
ACTUAL
EXPENSES
FY 2011/2012
ADOPTED
BUDGET
FY 2011/2012
PROJECTED
EXPENSES
FY 2012/2013
ADOPTED
BUDGET
$
$
$
$
$
355,649
167,814
523,463
$
241,220
145,500
386,720
$
367,021
51,866
420,992
$
404,180
50,000
454,180
PERSONNEL SERVICES
$
162,960
The increase is primarily attributed to the addition of an Executive Assistant to the City Manager, a Capital Projects staff
and the anticipated hiring salary for the new City Manager. The remaining difference is a result of slight increases in
health insurance benefits and change in pension costs.
OPERATING EXPENSES
$
(95,500)
The decrease is primarily attributed to the reduction in the reliance of federal and state lobbyists.
POSITION TITLE
City Manager
Capital Projects
Executive Assistant to the City Manager
TOTAL FTEs
FY 2010/2011
ACTUAL
FY 2011/2012
ADOPTED
FY 2011/2012
PROJECTED
FY 2012/2013
ADOPTED
1
0
0
1
0
0
1
0
1
1
0.5
1
1
1
2
2.5
67
CITY MANAGER'S OFFICE (512)
10 GENERAL FUND
PERSONNEL SERVICES
5210 PAYROLL TAXES
5250 TEMP STAFF
OPERATING EXPENSES
5314B LOBBYISTS
5401 AUTO ALLOWANCE/MILEAGE
5516 EMPLOYEE RECOG PROG
5543 EDUCATION & TRAINING
5574 SPECIAL EVENTS
CAPITAL OUTLAY
5641 EQUIPMENT & MACHINERY
TOTAL CAPITAL OUTLAY
TOTAL EXPENDITURES
FY 2010/2011
ACTUAL
EXPENSES
FY 2011/2012
ADOPTED
BUDGET
FY 2011/2012
PROJECTED
EXPENSES
FY 2012/2013
ADOPTED
BUDGET
$311,884
15,127
11,254
16,140
1,025
219
$180,000
13,770
29,630
15,390
1,760
670
343,490
22,870
20,550
14,690
1,930
650
355,649
241,220
327,380
16,801
10,167
10,632
1,234
315
492
367,021
124,510
19,500
1,985
8,414
3,405
10,000
125,500
2,000
3,000
9,000
4,000
2,000
30,000
2,000
3,000
9,000
4,000
2,000
167,814
145,500
627
35,983
3,000
1,461
4,490
6,211
33
60
51,866
523,463
2,105
2,105
386,720
420,992
404,180
50,000
454,180
68
FINANCE DEPARTMENT
Finance Division
Minal Shah
Purchasing Agent
Marcanthony Tulloch
Controller
Michael Quesada
Senior
Accountant
Joe Glendale
Accounting
Technician II (2)
Elena Pavlova
Francesca Pellot
FINANCE DEPARTMENT
69
FINANCE DEPARTMENT (513)
PROGRAMS/SERVICES
The Finance Department provides financial management and policy support, analytical services, as well as
financial information to the City manager, departments, the public and other agencies. This department monitors
spending and ensures the most efficient and effective use of City funds. The Finance Department provides
management oversight of key financial services involving budget preparation, accounting, payroll, accounts
payable, accounts receivable, and procurement.
The Finance Department consists of accounting, treasury, budget and purchasing functions. This department
works closely with the City Manager's Office on issues relating to financial reporting, budgets, investments, special
projects, Contracts, grant administration, retirement, and debt issuance. Additional services provided by Finance
consists of preparing annual independent audit report and an annual budget report for the State of Florida.
The Accounting function provides the City with accurate financial services including governmental accounting,
preparation of the Comprehensive Annual Financial Report, cash disbursements, fixed asset reporting, etc. The
budget function provides financial planning administration of the annual budget and the five year capital
improvement program, analysis of operational productivity and special projects.
FY 2011/2012 HIGHLIGHTS & ACCOMPLISHMENTS
◊ Developed a financial report providing monthly financial data, trends, and analysis.
◊ Completed a cost allocation study and incorporated the results into the fiscal year 2013 budget.
◊ Completed the refunding of Series 2001A and Series 2002C debt items resulting in interest cost savings
estimated to over $4.1 million.
FY 2012/2013 OBJECTIVES
◊ Implement new financial management software solutions including payroll processing and reporting.
◊ Prepare a Revenue Manual that includes the nature, restrictions, historical trend analysis, and accounting
treatment for each revenue item.
◊ Conduct a 100% Fixed Asset Inventory
FY 2010/2011 FY 2011/2012 FY 2011/2012 FY 2012/2013
ACTUAL
TARGET
ACTUAL
TARGET
PERFORMANACE MEASURES
Issue Monthly Investment Reports within 10 business days
33%
100%
33%
100%
Issue Quarterly Budget to Actual Analysis Reports within 30
days
Average Rate of Return on Investments
67%
2.0%
100%
1.5%
0%
1.3%
100%
1.5%
FINANCE DEPARTMENT
70
10 GENERAL FUND
APPROPRIATIONS
PERSONNEL SERVICES
OPERATING EXPENSES
FY 2010/2011
ACTUAL
EXPENSES
FY 2011/2012
ADOPTED
BUDGET
FY 2011/2012
PROJECTED
EXPENSES
FY 2012/2013
ADOPTED
BUDGET
$
$
$
$
$
422,465
221,425
643,890
$
449,060
229,360
678,420
$
487,480
200,592
688,072
$
586,880
229,360
816,240
PERSONNEL SERVICES
$
137,820
The increase is primarily attributed to the addition of two positions which was approved through the Reorganization Plan
presented to Commission in February 2012. The remaining difference is a result of slight increases in health insurance
benefits, change in pension costs and a 3% cost of living increase provided for in April 2012.
OPERATING EXPENSES
$
-
There is no change.
POSITION TITLE
Assistant City Manager-Finance
Controller
Purchasing Agent
Senior Accountant
Buyer
Accounting Technician II
Accounting Technician I
TOTAL FTEs
FY 2010/2011
ACTUAL
FY 2011/2012
ADOPTED
FY 2011/2012
PROJECTED
FY 2012/2013
ADOPTED
1
1
1
0
0
1
1
1
1
1
0
0
1
1
1
1
1
1
1
2
0
1
1
1
1
1
2
0
5
5
7
7
FINANCE DEPARTMENT
71
10 GENERAL FUND
FY 2010/2011
ACTUAL
EXPENSES
FY 2011/2012
ADOPTED
BUDGET
FY 2011/2012
PROJECTED
EXPENSES
FY 2012/2013
ADOPTED
BUDGET
PERSONNEL SERVICES
5140 OVERTIME
5210 PAYROLL TAXES
$320,677
258
25,187
33,757
40,681
1,457
448
422,465
$336,490
500
26,390
36,210
45,650
2,590
1,230
449,060
$388,434
31
28,455
21,184
45,944
2,881
551
487,480
$459,520
500
36,720
26,580
59,410
3,280
870
586,880
OPERATING EXPENSES
5320 INDEPENDENT AUDIT
5342 PAYROLL SERVICES
5410 TELEPHONE
5420 POSTAGE
5441 EQUIPMENT RENTAL
5462 R/M EQUIPMENT
5470 PRINTING
5492 BANK CHARGES
5510 OFFICE SUPPLIES
60,697
37,500
18,231
6,000
1,686
18,991
1,003
44
1,794
71,421
341
2,422
1,040
255
221,425
23,500
43,500
25,000
6,000
1,980
36,000
2,880
4,000
1,500
70,000
3,500
3,000
5,500
3,000
229,360
30,847
38,500
19,197
6,000
1,981
31,327
2,654
797
1,941
59,889
1,047
1,282
4,570
560
200,592
23,600
44,500
25,000
6,000
1,980
35,200
2,880
900
4,000
1,230
70,000
2,500
3,000
5,570
3,000
229,360
TOTAL EXPENDITURES
643,890
678,420
688,072
816,240
FINANCE DEPARTMENT
72
NON-DEPARTMENT (800/900)
10 GENERAL FUND
FY 2010/2011
ACTUAL
EXPENSES
OTHER DISBURSEMENTS (800)
9901 CONTINGENCY
9903 RESOURCES AVAILABLE
TOTAL OTHER DISBURSEMENTS(800)
-
FY 2011/2012
ADOPTED
BUDGET
400,000
400,000
FY 2011/2012
PROJECTED
EXPENSES
FY 2012/2013
ADOPTED
BUDGET
-
400,000
400,000
OTHER DISBURSEMENTS (900)
5710 DEBT SERVICE-PRINCIPAL
2,325,197
2,624,440
4,123,904
2,139,460
**
5720 DEBT SERVICE-INTEREST
5730 DEBT SERVICE-BOND COSTS
9120 TRANS OUT TO CIP FUND
9111 TRANS OUT TO STREETS
TOTAL OTHER DISBURSEMENTS(900)
2,636,869
20,854
2,565,586
7,548,506
2,347,300
19,730
1,180,000
143,340
6,314,810
2,584,821
146,123
2,160,000
326,340
9,341,188
1,716,980
10,730
2,000,000
393,270
6,260,440
**
TOTAL EXPENDITURES
7,548,506
6,714,810
9,341,188
6,660,440
**
Note that the debt service will increase from $3,856,440 in FY 2012-2013 to $4,757,430 in FY
2013/2014. The difference is a result of the FY 2012/2013 payment made in FY 2011/2012.
Non-Department
73
OFFICE OF THE CITY ATTORNEY
City Attorney
Hans Ottinot
Executive Administrative
Assistant
Jasmine Barnes
Deputy City Attorney
Fernando Amuchastegui
Legal Secretary
Marline PierreSaint
75
OFFICE OF THE CITY ATTORNEY (514)
PROGRAMS/SERVICES
The City Attorney, as the City's chief legal officer, provides legal guidance to the City Commission and City
Administration on all matters affecting the City.
The City Attorney provides legal advice in the areas of labor and personnel matters, real estate and real estate
related matters, land use and zoning, legislation and related matters, Special Masters, Code Enforcement, all
police matters, construction and construction related issues, sunshine laws, public records laws, conflict of interest
issues and other ethical issues, the preparation and/or review of all contracts, all litigation including forfeitures,
employment matters, eminent domain and tort liability. The City Attorney is responsible for hiring all outside
counsel. Outside counsel is utilized on a limited basis. The City Attorney handles and advocates the City’s position
in any potential litigation and supervises litigation and other legal matters that may be referred to outside counsel.
The City Attorney attends all regular and special City Commission meetings, prepares and attends educational
workshops for the City Commission; attends advisory board meeting as required by the Commission, attends
Code Enforcement hearings, prepares/reviews ordinances and resolutions, reviews and drafts contracts and
monitors County and State legislation as it affects the City.
◊ Successfully defend the City in federal religious discrimination lawsuit which was dismissed by federal court.
◊ Assist in the collection of more than $500,000 Dollars of Building Permit fees and Code Enforcement Liens.
◊ Negotiate private/public partnership agreement for $16 Million Dollars Gateway Park Project.
◊ Assist in closing out construction claims for $15 Million Dollars Heritage Park Construction Project.
◊ Negotiate a Collective Bargaining Agreement with the Police Benevolent Association.
◊ Draft new land use regulations to provide incentives for development.
◊ To limit the City's liability with respect to on-going operational matters and capital projects.
◊ To assist in the completion of Capital Projects.
76
10 GENERAL FUND
APPROPRIATIONS
PERSONNEL SERVICES
OPERATING EXPENSES
FY 2010/2011
ACTUAL
EXPENSES
FY 2011/2012
ADOPTED
BUDGET
FY 2011/2012
PROJECTED
EXPENSES
FY 2012/2013
ADOPTED
BUDGET
$
$
$
$
$
490,974
102,032
593,006
$
494,090
103,660
597,750
$
522,530
62,848
585,378
$
520,960
103,660
624,620
PERSONNEL SERVICES
$
26,870
The increase is primarily attributed to the salary adjustments recommended for the Deputy City Attorney and the
Executive Assistant to the City Attorney, the contractual increase for the City Attorney, and the increase in hiring salary
for the new Legal Secretary compared to the incumbent. The remaining difference is a result of slight increases in health
insurance benefits, change in pension costs and a 3% cost of living increase provided for in April 2012.
OPERATING EXPENSES
$
-
No change.
FY 2010/2011
ACTUAL
FY 2011/2012
ADOPTED
FY 2011/2012
PROJECTED
FY 2012/2013
ADOPTED
City Attorney
Assistant City Attorney
Deputy City Attorney
Executive Administrative Assistant
1
1
0
1
1
1
0
1
1
0
1
1
1
0
1
1
Legal Secretary
1
1
1
1
4
4
4
4
POSITION TITLE
TOTAL FTEs
77
10 GENERAL FUND
FY 2010/2011
ACTUAL
EXPENSES
FY 2011/2012
ADOPTED
BUDGET
FY 2011/2012
PROJECTED
EXPENSES
FY 2012/2013
ADOPTED
BUDGET
PERSONNEL SERVICES
5210 PAYROLL TAXES
$374,327
22,727
45,571
45,699
2,271
379
490,974
$373,850
29,110
41,450
44,950
3,370
1,360
494,090
$417,870
24,759
33,177
43,187
2,908
629
522,530
$407,070
27,590
36,770
45,820
3,120
590
520,960
OPERATING EXPENSES
5318 OTHER LEGAL SERVICES
5410 TELEPHONE
5550 LEGAL RESEARCH
81,873
6,000
394
265
3,499
3,849
6,152
102,032
80,000
6,000
660
1,500
3,500
6,000
6,000
103,660
41,195
6,000
660
394
2,292
6,845
5,461
62,848
80,000
6,000
660
1,500
3,500
6,000
6,000
103,660
TOTAL EXPENDITURES
593,006
597,750
585,378
624,620
78
SALARY ADJUSTMENTS
DEPARTMENT NAME
DIVISION NAME
DEPT/DIV
NO.
TOTAL COST
REQUESTED
514
$15,930
City Attorney
Justification
Pay increase for Deputy City Attorney as a result of market survey. Pay increase for Executive Assistant to the
City Attorney due to additional responsibilities and added work load.
Required Resources
New Personnel
Number of
Positions
(A)
1
-1
1
-1
Fringe
Salary (B)
Benefits (C)
98,470
30,590
90,470
29,450
60,490
17,970
54,490
17,180
Title
Deputy City Attorney (Proposed)
Deputy City Attorney (Current)
Executive Assistant (Proposed)
Executive Assistant (Current)
Account
Number
Account
Number
Cost A x (B +C)
129,060
(119,920)
78,460
(71,670)
Description
Cost
One Time Costs
Description
Cost
Benefits
RECOMMENDED
79
OFFICE OF THE CITY CLERK
City Clerk
Jane Hines
Assistant City Clerk
Mauricio Betancur
Administrative
Coordinator I
Luz Rey
81
OFFICE OF THE CITY CLERK (516)
PROGRAMS/SERVICES
The Office of the City Clerk serves as secretary to the municipal government. This department also serves as
custodian of the City seal, minutes, deeds, contracts and archival records. The City Clerk administers the oath of
office to City elected and appointed officials as well as coordinateS all municipal and special elections held by the
City.
As secretary to the governing body, the Clerk assists in the preparation of the agenda, records the minutes of all
Commission Meetings and preserves all documentation of the City Commission's actions. Ordinances and
Resolutions enacted by City Commission are permanently archived by the City Clerk. This department coordinates
the codification and distribution of supplemental updates of the City Charter, Code of Ordinances and Land
Development Code.
The Office of the City Clerk also schedules Code Enforcement Hearings and provides administrative assistance to
Special Masters, serves as Clerk for all City Boards and Committees, publishes and distributes public notices and
legal advertisings as required by law and responds to Public Records Requests by disseminating information to
requesters.
◊ Processed close to approximately 400 public records requests. By using Laserfiche electronic storage system,
the amount of time for research and allowing information to be emailed to the requestor has been reduced.
◊ Assisted the Departments in evaluating inactive City records in storage and determined how many boxes were
eligible for destruction.
◊ Assembled the Candidate Information Book and put it on a CD for the candidates eliminating the need for paper,
and leading to a cleaner and more efficient Election process.
◊ Continue to assist the Departments in evaluating inactive City records in storage and determine how many
boxes are eligible for destruction. The goal of the Records Management and Retention Project is to create
space in which newer records are stored at the same or lesser space than the destruction of eligible records.
◊ Continue to automate functions to realize efficiencies in the workplace such as streamlining the agenda system
making it more efficient.
◊ Continue in training and education in City Clerk related programs including Florida law.
Resolutions, minutes and agendas are typed and proofed 7
days before Commission Meeting.
Items are uploaded and completed to agenda system 3 days
before Commission Meeting.
Public Record Requests are completed and closed within 2
weeks of receipt.
FY 2010/2011 FY 2011/2012 FY 2011/2012 FY 2012/2013
ACTUAL
TARGET
ACTUAL
TARGET
95%
100%
90%
100%
87%
90%
90%
100%
95%
95%
95%
88%
82
10 GENERAL FUND
APPROPRIATIONS
PERSONNEL SERVICES
OPERATING EXPENSES
NET RESULTS
FY 2010/2011
ACTUAL
EXPENSES
FY 2011/2012
ADOPTED
BUDGET
FY 2011/2012
PROJECTED
EXPENSES
FY 2012/2013
ADOPTED
BUDGET
$
$
$
218,706
23,929
242,635
$
$
220,510
42,950
263,460
$
$
216,930
113,603
330,533
$
222,900
161,080
383,980
$
(330,533)
$
(263,460)
$
(242,635)
$
(383,980)
PERSONNEL SERVICES
$
2,390
The increase is a result of slight increases in health insurance benefits, change in pension costs and a 3% cost of living
increase provided for in April 2012 offset by a decrease in overtime needs.
OPERATING EXPENSES
$
118,130
The increase is primarily attributed to the November 2012 elections, reduction of the paper public records by obtaining a
service to digitize the current backlog of public records, shred documents that have exceeded Florida Statute retention
requirements and storing remaining paper public records in a storage location. In addition, to provide for a link on the
City's website to allow the public to access public records such as resolutions, ordinances, contracts, etc in lieu of
requiring staff to obtain the records upon request and deliver them through the requested medium.
POSITION TITLE
City Clerk
Assistant City Clerk
Administrative Coordinator I
TOTAL FTEs
FY 2010/2011
ACTUAL
FY 2011/2012
ADOPTED
FY 2011/2012
PROJECTED
FY 2012/2013
ADOPTED
1
1
1
1
1
1
1
1
1
1
1
1
3
3
3
3
83
10 GENERAL FUND
FY 2010/2011
ACTUAL
EXPENSES
FY 2011/2012
ADOPTED
BUDGET
FY 2011/2012
PROJECTED
EXPENSES
PERSONNEL SERVICES
5140 OVERTIME
5210 PAYROLL TAXES
$158,858
647
12,104
16,065
28,211
846
199
216,930
$162,110
2,000
12,560
15,170
26,760
1,310
600
220,510
$164,827
903
12,636
13,181
25,696
1,149
315
218,706
OPERATING EXPENSES
5313 OTHER CONTRACTUAL SRVCS
5318 OTHER LEGAL SERVICES
5442 RENTAL
5470 PRINTING
5475 ORDINANCE CODIFICATION
5480 ADVERTISING
5540 ELECTION EXPENSES
272
730
3,144
28,201
993
76,260
460
2,889
654
113,603
1,000
200
8,000
20,000
1,000
6,000
750
3,000
3,000
42,950
TOTAL EXPENDITURES
330,533
263,460
189
(388)
4,154
17,416
439
735
1,034
350
23,929
242,635
FY 2012/2013
ADOPTED
BUDGET
$166,970
1,000
12,850
14,480
26,270
1,010
320
222,900
66,200
500
3,000
200
8,000
25,000
1,000
50,000
1,180
3,000
3,000
161,080
383,980
84
Public Records Access
DEPARTMENT NAME
DIVISION NAME
DEPT/DIV
NO.
TOTAL COST
REQUESTED
516
$11,200
Justification
We currently provide Commission Agendas on-line that can be accessed by the public. However, most requests
are for items that have been finalized and approved. By providing access to these documents (resolutions and
ordinances) online, not only reduces the amount of requests that are made, but also gives a sense of
transparency.
Required Resources
New Personnel
Number of
Positions
(A)
Salary (B)
Title
Fringe
Benefits (C)
Cost A x (B +C)
-
Account
Number
5313
Description
1,200
Annual Maintenance
One Time Costs
Account
Number
5313
Cost
Description
Cost
10,000
Weblink Access
Benefits
By providing access to our resolutions and ordinances, it will reduce the amount of public records request that our
office must process, therefore, saving time and resources.
RECOMMENDED
85
Document Shredding, Digitization and Off-Site Storage
DEPARTMENT NAME
DIVISION NAME
DEPT/DIV
NO.
TOTAL COST
REQUESTED
516
$58,000
Justification
Since its incorporation, the City has built and kept extensive records used in connection with business. As a
government entity, we must follow the Retention Schedules issued by the State of Florida. Most documents have
met their retention period and can be disposed of in the proper manner and in compliance with State Laws.
Required Resources
New Personnel
Number of
Positions
(A)
Salary (B)
Title
Fringe
Benefits (C)
Cost A x (B +C)
-
Account
Number
5313
5442
Description
5,000
3,000
Document Shredding
Document Off-Site Storage
One Time Costs
Account
Number
5313
Cost
Description
Cost
50,000
Document Digitizing-Backlog
Benefits
By disposing of documents that have met their retention period, not only will it keep the City in compliance with
State Laws, but also free up storage space.
RECOMMENDED
86
HUMAN RESOURCES
Human Resources
Director
Vacant
HR / Benefits
Administrator
Yael Londono
Administrative
Assistant (2)
Anice Paul
Ivonne Weiner
Office Assistant (3)
David Blanco
Elwanda Contreras (P/T)
Lorraine Tunon (P/T)
HUMAN RESOURCES
87
HUMAN RESOURCES (518)
PROGRAMS/SERVICES
The Department of Human Resources provides services to City employees and the public. The department is
composed of two areas: Personnel and Support Services.
Personnel: This area assists all departments with recruitment efforts to fill vacant positions, including
advertisements, screening resumes and applications, reviewing and approving interview questions, processing
selected candidates through the background process, and coordinating the new employee orientations. They are
also responsible for coordinating all benefit programs made available to City employees and retirees.
Compensation and classifications are also handled within this area and includes creating and maintaining the
City's Pay and Classification Plan, Job Descriptions and Employee Performance Appraisals. This area is also
tasked with the accurate and timely processing of compensation changes, education reimbursement payments,
leave donations and any pay adjustments within the City. Organizational development is a key function as well as
coordination of several City-wide trainings such as Sexual Harassment Training, Ethics Training and Supervisor
Training are held annually.
Support Services: This area provides customer service to residents and visitors of the Government Center
including the Senior Helpers Program. Administrative and clerical support is also provided to other departments
upon request. This area is also responsible for processing and distributing internal and incoming/outgoing mail.
◊ Implemented a health and wellness program, supported by health awareness events such as a Health Fair,
Benefits Fair, Flu Shot Day, etc.
◊ Implemented a new professional development program for supervisors. The first session had 23 participants.
◊ Worked in conjunction with other departments and outside agencies to implement safety inspection initiatives of
work areas, City facilities and City property.
◊ Provide opportunities for employee interaction, training, and career development.
◊ Maintain a salary and benefits program to attract and retain the most qualified employees.
◊ Promote a work environment that is safe, healthy, and reflects the City's commitment to fairness and equality in
the workplace.
Percentage of new hires/promotions completing 6 month
probation period.
Average number of days to recruit and screen for regular
appointment.
Total training hours per FTE.
FY 2010/2011 FY 2011/2012 FY 2011/2012 FY 2012/2013
ACTUAL
TARGET
ACTUAL
TARGET
100%
99%
100%
100%
45
N/A
30
N/A
30
20
30
20
HUMAN RESOURCES
88
10 GENERAL FUND
APPROPRIATIONS
PERSONNEL SERVICES
OPERATING EXPENSES
CAPITAL OUTLAY
NET RESULTS
FY 2010/2011
ACTUAL
EXPENSES
FY 2011/2012
ADOPTED
BUDGET
FY 2011/2012
PROJECTED
EXPENSES
FY 2012/2013
ADOPTED
BUDGET
$
$
$
749,116
89,281
1,265
839,663
$
$
721,460
100,830
822,290
$
$
704,551
92,675
2,490
799,716
$
760,080
121,130
881,210
$
(799,716)
$
(822,290)
$
(839,663)
$
(881,210)
PERSONNEL SERVICES
$
38,620
The increase is primarily contributed to the reclassification of the Assistant to the City Manager position to a Human
Resources Director position and the elimination of the intern position which was approved in February 2012. The
remaining increase is a result of slight increases in health insurance benefits, change in pension costs and a 3% cost of
living increase provided for in April 2012.
OPERATING EXPENSES
$
20,300
The increase is primarily contributed to the increase in the number of days a job posting is advertised in the Miami
Herald. Previously, this was budgeted for Sunday advertising, now jobs are advertised for a week. In addition, a portion
of the increase is attributed to a change in venue for the holiday party and more participation in the Corporate Run.
POSITION TITLE
Assistant to the City Manager
HR Director
HR/Benefits Administrator
Office Assistant I
Office Assistant III
Administrative Assistant I
Administrative Assistant III
Intern
TOTAL FTEs
FY 2010/2011
ACTUAL
FY 2011/2012
ADOPTED
FY 2011/2012
PROJECTED
FY 2012/2013
ADOPTED
1
0
1
1
1
1
1
0.875
1
0
1
1
1
1
1
0.875
0
1
1
1
1
1
1
0
0
1
1
1
1
1
1
0
6.875
6.875
6
6
HUMAN RESOURCES
89
10 GENERAL FUND
FY 2010/2011
ACTUAL
EXPENSES
FY 2011/2012
ADOPTED
BUDGET
FY 2011/2012
PROJECTED
EXPENSES
FY 2012/2013
ADOPTED
BUDGET
PERSONNEL SERVICES
5125 MERIT AWARD PROGRAM
5140 OVERTIME
5210 PAYROLL TAXES
5250 TEMPORARY STAFF
$264,745
307,904
2,515
43,573
26,220
43,130
1,451
360
14,653
704,551
$264,010
320,000
1,000
46,390
25,720
41,090
2,190
1,060
20,000
721,460
$336,081
284,440
1,428
44,341
18,626
44,335
1,411
472
17,981
749,116
$327,100
320,000
1,000
50,140
16,100
42,470
2,360
910
760,080
OPERATING EXPENSES
5316 MEDICAL/BKGD VERIFICATION
5410 TELEPHONE
5480 ADVERTISING
5490 DONATIONS
5513 EMPLOYEE ASSIST PROG
5544 EDUCATION REIMBURSEMENT
14,631
19,989
787
6,758
400
8,401
21,238
2,110
1,132
123
17,106
92,675
15,660
20,000
1,320
5,500
500
4,450
1,000
20,000
1,400
4,000
2,000
25,000
100,830
19,389
688
876
12,968
300
4,644
21,288
2,142
1,153
833
25,000
89,281
16,200
19,250
1,320
16,250
500
4,920
1,000
30,290
1,400
4,000
1,000
25,000
121,130
CAPITAL OUTLAY
5643 COMPUTER EQUIPMENT
2,490
2,490
TOTAL EXPENDITURES
799,716
822,290
1,265
1,265
839,663
881,210
HUMAN RESOURCES
90
RISK MANAGEMENT (533)
10 GENERAL FUND
FY 2010/2011
ACTUAL
EXPENSES
FY 2011/2012
ADOPTED
BUDGET
FY 2011/2012
PROJECTED
REV/EXP
FY 2012/2013
ADOPTED
BUDGET
REVENUES
INS.SUBROGATION-PROPERTY
TOTAL REVENUES
$
$
6,292
6,292
$
$
$
$
50,730
50,730
$
$
APPROPRIATIONS
OPERATING EXPENSES
$
$
576,384
576,384
$
$
683,000
683,000
$
$
488,073
488,073
$
$
788,000
788,000
NET RESULTS
$
(570,092)
$
(683,000)
$
(437,343)
$
(788,000)
-
-
OPERATING EXPENSES
$
105,000
The increase is primarily attributed to the increase in property and general liability insurance estimated for the addition of
the Pier Park and the Gateway Parking Garage and equipment.
HUMAN RESOURCES
91
RISK MANAGEMENT (533)
10 GENERAL FUND
FY 2010/2011
ACTUAL
EXPENSES
FY 2011/2012
ADOPTED
BUDGET
FY 2011/2012
PROJECTED
EXPENSES
FY 2012/2013
ADOPTED
BUDGET
OPERATING EXPENSES
5255 UNEMPLOYMENT
5451 PROPERTY DAMAGE
5452 COBRA
5453 AUTO DAMAGE
5454 W/C DEDUCTIBLES
5456 GENERAL LIABILITY DED
5457 AUTO LIABILITY PREMIUMS
5458 PROPERTY PREMIUMS
5459 GENERAL LIABILITY PREMIUMS
$20,916
1,894
14,592
17,252
29,979
76,672
286,434
128,645
576,384
$12,000
20,000
5,000
20,000
8,000
80,000
393,000
145,000
683,000
$26,564
1,446
1,434
2,934
24,715
492
81,116
208,466
140,906
488,073
$12,000
20,000
25,000
30,000
1,000
90,000
410,000
200,000
788,000
TOTAL EXPENDITURES
576,384
683,000
488,073
788,000
HUMAN RESOURCES
92
Chief Information Officer
Derrick Arias
IT Analyst (2)
Claude Charles
Corey Swan
IT Help Desk
Chris Arias
Wireless Solutions
Engineer
Michael Perez (Intern)
93
INFORMATION TECHNOLOGY (559)
PROGRAMS/SERVICES
The Information Technology (IT) Department provides a powerful support system for business imperatives and
general productivity. The services include free Internet access in our parks, help desk support, problem resolution,
hardware/software acquisition, software applications, web development, email, server operations, network
security, desktop support, telecommunications, mobile communication functions and a variety of other supporting
technologies.
The IT Department strives to provide effective and efficient services to all City departments for the benefit of our
residents, visitors, and business. Our goal is to align technology with the City objectives.
◊ Expanded and improved our free wireless Internet service (SiBiWiFi) at our parks and government center.
◊ Developed a network map of the City's current system. Implemented the necessary repairs and improvements to
increase reliability and performance.
◊ Created the IT Strategic Plan to evaluate our current state and design a blueprint for the desired state to best
support the objectives of the City.
◊ Implement the IT Strategic Plan with a minimal disruption of day-to-day operations.
◊ Expand our digital document management system to include permits and plan review.
◊ Install a new Enterprise Resource Planning (ERP) system across the entire organization.
FY 2010/2011 FY 2011/2012 FY 2011/2012 FY 2012/2013
ACTUAL
TARGET
ACTUAL
TARGET
Percent of Help Desk Issues Resolved within 4 hours.
System Outages.
System Uptime.
90%
1
98%
60%
1
99%
80%
0.11
99%
95%
1
99%
94
10 GENERAL FUND
APPROPRIATIONS
PERSONNEL SERVICES
OPERATING EXPENSES
CAPITAL OUTLAY
OTHER DISBURSEMENTS
NET RESULTS
FY 2010/2011
ACTUAL
EXPENSES
FY 2011/2012
ADOPTED
BUDGET*
FY 2011/2012
PROJECTED
EXPENSES*
FY 2012/2013
ADOPTED
BUDGET
$
$
$
366,584
387,131
119,353
873,068
$
$
316,720
467,780
134,000
100,000
1,018,500
$
$
343,412
382,020
128,823
854,255
$
361,570
610,620
810,380
1,782,570
$
(854,255)
$
(1,018,500)
$
(873,068)
$
(1,782,570)
PERSONNEL SERVICES
$
44,850
The increase is a result of the reclassification of the IT Manager position to a Chief Information Officer offset by decrease
in salaries due to other turnover and slight increases in health insurance benefits, change in pension costs and a 3% cost
of living increase provided for in April 2012.
OPERATING EXPENSES
$
142,840
The increase is primarily a result of entering into an enterprise licensing agreement, Microsoft exchange online plan, the
increase in annual maintenance for the ERP solution and the trade of the Police Department's photocopy machines for
updated, networked copiers/printers.
CAPITAL OUTLAY
$
676,380
The increase in capital outlay is based on City-wide needs and upgrades to the City's IT infrastructure and the City's ERP
solution.
DISBURSEMENTS
$
(100,000)
The decrease is a result of the intention to pay for the ERP solution in full upon implementation rather than a payment
plan which will require the City to enter into an agreement with a third party.
POSITION TITLE
Chief Information Officer
IT Manager
IT Analyst
IT Help Desk
GIS Technician
Video Production Specialist
Intern
TOTAL FTEs
FY 2010/2011
ACTUAL
FY 2011/2012
ADOPTED*
FY 2011/2012
PROJECTED*
FY 2012/2013
ADOPTED
0
1
2
1
1
1
0
0
1
2
1
0
0
0
0
1
2
1
0
0
0.5
1
0
2
1
0
0
0.5
6
4
4.5
4.5
*Adjusted for comparative purposes due to allocation of positions to other departments during FY 2011/2012 Reorganization.
95
10 GENERAL FUND
FY 2010/2011
ACTUAL
EXPENSES
FY 2011/2012
ADOPTED
BUDGET*
FY 2011/2012
PROJECTED
EXPENSES
PERSONNEL SERVICES
5140 OVERTIME
$257,826
10,078
21,218
22,360
30,348
1,173
409
343,412
$233,820
12,000
18,250
15,700
34,110
1,960
880
316,720
$264,050
10,114
22,210
13,473
38,640
1,697
6,833
9,566
366,584
$272,450
12,000
22,560
16,580
36,060
1,400
520
361,570
OPERATING EXPENSES
5313 ADMIN, CONS, & PLANNING
5317 OTHER CONTRACTUAL SVC
5410 TELEPHONE
5441 RENTAL EQUIPMENT
5441A PER PRINT COSTS
5462 R&M EQUIPMENT
5467 COMPUTER SYSTEM SERVICES
5468 WIRELESS ISLAND
5514 TV SUPPLIES
13,984
162,521
41,434
2,031
145,642
12,838
345
3,225
382,020
15,000
18,480
120,000
12,000
20,000
20,000
200,000
40,000
7,280
3,790
4,500
6,730
467,780
28,442
3,481
554
120,752
12,218
13,173
11,659
143,701
29,848
8,765
2,305
3,219
3,322
5,692
387,131
19,090
49,140
7,200
138,180
20,990
16,100
9,340
299,930
18,600
13,520
2,930
1,500
14,100
610,620
CAPITAL OUTLAY
128,823
128,823
134,000
134,000
119,353
119,353
810,380
810,380
OTHER DISBURSEMENTS
5798 CAPITAL LEASE
TOTAL EXPENDITURES
854,255
100,000
100,000
1,018,500
FY 2012/2013
ADOPTED
BUDGET
873,068
1,782,570
96
DEPARTMENT NAME
DIVISION NAME
DEPT/DIV TOTAL COST
NO.
PROPOSED
559
297,830
FUNDED
NEW CAPITAL OUTLAY REQUEST
Item
Description and Justification
1
Computer Replacement
Program
Replace 17 existing, outdated and out-ofwarranty DELL 745 / 755 / T5500 desktops with
Optiplex 790 or T1650; and 26 Laptops E6400
with E5420. The computers slated for
replacement range between 3 and 6 years old.
39,980
Y
2
Dell Server Cluster with
Vmware-Government
Center
Replace and update the City's and PD's virtual
enviroments server cluster that is 5 years old
and is out of warranty. This will add speed and
reliability to our mission-critical applications at
the Government Center and Police Department.
85,200
Y
Current Network Equipment is becoming
outdated and does not account well for future
Core Network Equipment growth in the form of additional devices. This
upgrade provides fail-safety mechanisms,
Upgrade
speed increases for network traffic and
centralized management.
172,650
Y
Quantity
4
Cost
97
ERP SOLUTION-(Finance, Human Resources, Payroll, Community Development)
DEPARTMENT NAME
DIVISION NAME
DEPT/DIV
NO.
TOTAL COST
PROPOSED
559
$650,122
Justification
Currently, the City's Finance Department is running on an outdated software system (black screen), which sits on
an AS-400 server. Although the software is supported, the hardware it sits on is not. In addition, the hardware
has experienced multiple failures and is due for replacement. To avoid replacement, we recommend updating the
software to something more robust and on a Windows Environment. In addition, the City is using a Paychex
system to perform Human Resources and Payroll functions, this system has many inefficiencies and requires
constant uploading and downloading data which requires 2 departments to ensure no changes are made in the
sytem during such time. In addition, current Finance, HR and Payroll systems do not provide sufficient reporting
capabilities, are paper intensive, and do not allow for valuable on screen queries.
Required Resources
New Personnel
Number of
Positions
(A)
Salary (B)
Title
Fringe
Benefits (C)
Cost A x (B +C)
-
Account
Number
5467
5467
Account
Number
5643
5643
5643
5643
Description
Annual Maintenance for upgrade (City currently pays $22,000)
Less Outsourcing Paychex Services (Finance Department's Account)
Cost
50,000
(25,000)
One Time Costs
Description
Finance, Human Resources and Payroll Software
Project Management, Training, Data File Conversions(Finance,HR,Payroll)
Community Development Software
Project Management and Training (Community Development)
Cost
197,130
288,243
73,452
66,298
Benefits
The system would allow us to be more efficient and effective in processes including, but not limited to, employee
online access to payroll forms, paystubs, W-2s and allows for online enrollment. Allows to run in paperless mode
for Purchase Orders, Invoice Approvals and Vendor AFT payments. Allows to drill down in general ledger account
details without having to run multiple paper reports.
RECOMMENDED
98
MICROSOFT EXCHANGE ONLINE HOSTING
DEPARTMENT NAME
DIVISION NAME
DEPT/DIV
NO.
TOTAL COST
PROPOSED
559
$14,800
Justification
The Current Email environment is a resource intensive endeavor, requiring large amounts of storage and
processing power. As the City grows, the costs associated with supporting email will only increase and the same
remains true for hardware requirements. By sending email to the cloud, the Citys email needs become flattened as
the whole organization will now be centrally managed. One of the user benefits will be the ability to share
calendars between the Police Department and Non-Police Departments.
Required Resources
New Personnel
Number of
Positions
(A)
Salary (B)
Title
Fringe
Benefits (C)
Cost A x (B +C)
-
Account
Number
5467
5467
Description
Microsoft Exchange Online Plan 1-200 users
Mailbox Archiving-200 users
Account
Number
Cost
9,400
5,400
One Time Costs
Description
Cost
Benefits
Server uptime is now guaranteed at 99%. Any deviation from this results in a monetary refund that directly
correlates to the amount of downtime experienced. All users will have 25 GB message boxes and unlimited
archiving capabilities that can be searched individually or as a whole by designated individuals. There is no longer
a need to purchase server certificates, or any other hardware/software related to housing and distributing email.
RECOMMENDED
99
MICROSOFT ENTERPRISE LICENSING
DEPARTMENT NAME
DIVISION NAME
DEPT/DIV
NO.
TOTAL COST
PROPOSED
559
$93,430
Justification
Currently City systems are not standardized when it comes to software licensing. Multiple copies of Microsoft
Operating systems and Office applications are running throughout the organization causing compatibility errors
between users and departments. Additionally, many City assets are not adequately licensed. Using the MS
Enterprise agreement, the City can pay a set price annually and bring all City devices into compliance with
Microsoft. After 3 years, all City devices should be standardized on the latest versions of MS software which
typically has a 5 year lifecycle. As such, the City will be benefitting with 8 years of value from a 3 year contract.
Required Resources
New Personnel
Number of
Positions
(A)
Salary (B)
Title
Fringe
Benefits (C)
Cost A x (B +C)
-
Account
Number
5467
Account
Number
5643
5643
Description
Enterprise Agreement Licensing for 250 Devices (Annual Cost for 3 years)
Cost
66,250
One Time Costs
Description
Windows Server Standard Enterprise 40 Copies
Visio Professional-75 Users (PD Laptops)
Cost
12,280
14,900
Benefits
Additional Benefits of Using the Enterprise Agreement Plan include free training classes for staff and IT
professionals, Microsoft Support Calls, and access to advanced/pre-release software.
RECOMMENDED
100
UNITRENDS VAULT-TO-CLOUD SERVICE
DEPARTMENT NAME
DIVISION NAME
DEPT/DIV
NO.
TOTAL COST
PROPOSED
559
$12,000
Justification
Vault2Cloud is Unitrends cloud-based vaulting solution that supplements our existing, on-premise data backup
protection appliance. This service is a major component of our data disaster recovery plan.
Required Resources
New Personnel
Number of
Positions
(A)
Salary (B)
Title
Fringe
Benefits (C)
Cost A x (B +C)
-
Account
Number
5317
Description
Annual Vault2Cloud DR Service for 4TB of Data
Account
Number
Cost
12,000
One Time Costs
Description
Cost
Benefits
This service is intended to maintain a continuous, automatic, and complete backup set that is kept away from the
island in order to protect our data from a natural or man-made disaster.
RECOMMENDED
101
POLICE DEPARTMENT
POLICE DEPARTMENT
103
POLICE DEPARTMENT (521)
PROGRAMS/SERVICES
Public safety is paramount in the City of Sunny Isles Beach. Police services are provided not only in reactive but
also in a proactive fashion. A strong emphasis is placed on crime prevention and crime deterrence by way of
various programs conducted by the agency.
The traditional police patrol and investigative follow up on cases will always be the backbone of an agency.
However, public services and prevention programs allow for the citizen to protect themselves against modern
crimes such as fraud, identity theft and technology crimes.
Emergency calls requiring police response remain under two minutes. This allows not only for enhanced public or
personal safety on health and safety issues, it also thwarts criminal activity by contributing to the quick
apprehension of criminals who attempt to compromise the safety of our city.
◊ The successful transition of the Ocean Rescue Unit and its 35+ lifeguards, along with the creation of additional
towers for observation was a major step towards enhancing public safety under the Police Department. Safety
on our beaches, our greatest natural resource as a city, grew exponentially as police and lifeguards team up to
prevent crime and provide emergency service when necessary.
◊ Through the benefits of asset forfeiture sharing, the Sunny Isles Beach Police Department was awarded more
than 3 million dollars under the National Crime Control Program. These funds help provide state of the art
equipment for enhanced police protection, reducing the burden on tax payers. These funds also help to create
anti-drug programs and crime prevention programs to enhance public safety and insure community programs for
our residents. Public Safety days, Shred a Thons, Bicycle Safety days, Child Car Seat Installation programs,
and enhanced security screening for public meetings are only a few of the crime prevention and public safety
programs offered in FY 11-12.
◊ The overall goals and objectives each and every year for the police department will continue to be enhanced
protection of life and property for every citizen who lives, works or vacations in Sunny Isles Beach. Whether the
service is pro-active or reactive, for a business or for a beachgoer, every program and piece of equipment will be
designed to enhance the safety of all.
◊ The addition of several new, spacious and beautiful parks with their amenities, provide a welcome challenge to
maintain the peace and safety for all who use them whether 8 or 80 years of age. Personally assigned officers
to the Parks and Beaches will greatly contribute towards that goal of absolute safety and zero tolerance of
criminal behavior. High police presence will be bolstered by the use of safety surveillance equipment to insure
that criminal activity is deterred from our public, community spaces.
◊ Every modern day, acceptable practice of providing the best in public safety for our residents and visitors will be
explored to maintain the "cutting edge" in personal and public safety.
FY 2010/2011 FY 2011/2012 FY 2011/2012 FY 2012/2013
ACTUAL
TARGET
ACTUAL
TARGET
Traffic Crashes
Arrests (Felony)
Arrests (Misdemeanor)
Calls for Service (Events Handled)
659
122
188
25,074
716
112
210
23,130
673
129
442
27,454
N/A
N/A
N/A
N/A
POLICE DEPARTMENT
104
10 GENERAL FUND
REVENUES
COURT FINES
SCHOOL CROSSING
FFLETF/TRAINING
POLICE-SPECIAL DUTY
TOTAL REVENUES
FY 2010/2011
ACTUAL
REV/EXP
FY 2011/2012
ADOPTED
BUDGET
FY 2011/2012
PROJECTED
REV/EXP
FY 2012/2013
ADOPTED
BUDGET
$
75,712
3,373
4,604
43,157
126,846
$
105,000
2,500
3,000
60,000
170,500
$
126,359
53,279
5,128
106,292
291,057
$
$
$
$
5,764,824
367,516
5,193
6,137,533
$
$
5,985,180
487,830
6,473,010
$
6,203,230
440,620
6,643,850
$
(6,302,510)
$
(5,846,476)
$
(6,406,550)
$
APPROPRIATIONS
PERSONNEL SERVICES
OPERATING EXPENSES
CAPITAL OUTLAY
$
5,647,201
385,057
126,272
6,158,530
NET RESULTS
$
(6,031,684)
$
$
$
$
120,000
50,000
4,800
62,500
237,300
REVENUES
$
66,800
The increase is primarily attributed to the recognition of a revenue source from the County related to the School Crossing
Guards. The remaining increase is primarily attributed to the increase in fees for traffic violations.
PERSONNEL SERVICES
$
218,050
The increase is primarily attributed to the increase in the police officers salary as a result of a salary survey performed
that provided for an increase as of March 15, 2012 and about 20 sworn personnel that are eligible for a step increase
offset by a turnover resulting from retirements/relocations. The remaining difference is a result of slight increases in
health insurance benefits, change in pension costs and a 3% cost of living increase provided in April 2012.
OPERATING EXPENSES
$
(47,210)
The decrease is primarily attributed to the completion of the PBA negotiations. The City entered into an agreement on
March 15, 2012.
POSITION TITLE
Chief of Police
Captain
Lieutenant
Master Sergeant
Sergeant
Corporal
Detectives
Officers
Evidence Specialist
Communications Officer
Administrative Assistant
Administrative Coordinator
Records Technician
TOTAL FTEs
FY 2010/2011
ACTUAL
FY 2011/2012
ADOPTED
FY 2011/2012
PROJECTED
FY 2012/2013
ADOPTED
1
2
1
1
8
5
5
24
1
8
2
1
1
1
2
1
1
8
5
5
24
1
8
2
1
1
1
2
1
1
9
4
7
29
1
8
2
1
1
1
2
1
1
9
4
7
29
1
8
2
1
1
60
60
67
67
POLICE DEPARTMENT
105
10 GENERAL FUND
FY 2010/2011
ACTUAL
EXPENSES
FY 2011/2012
ADOPTED
BUDGET
FY 2011/2012
PROJECTED
EXPENSES
$3,503,453
284,262
126,840
29,412
23,885
41,302
311,330
785,472
479,163
18,201
43,381
500
5,647,201
$3,707,910
311,000
148,720
50,000
30,000
49,180
325,040
748,990
505,470
28,870
80,000
5,985,180
3,670,693
317,017
139,372
69,299
22,828
42,592
335,436
597,097
490,073
25,501
54,915
5,764,824
3,986,090
311,000
148,720
50,000
30,000
49,180
351,720
641,530
526,310
24,350
84,330
6,203,230
OPERATING EXPENSES
5350 INVESTIGATION
5410 TELEPHONE
5461D R&M VEHICLE
5462 R&M EQUIPMENT
5465 R&M RADIO & RADAR MAINT.
5521 UNIFORMS & ACCESSORIES
5522 UNIFORM MAINTENANCE
5526 AMMO & WEAPONRY
153,746
10,487
2,903
24,644
66,070
538
9,281
25,604
33,917
16,123
24,037
2,818
5,559
9,330
385,057
160,000
16,000
5,280
55,100
75,000
1,000
16,000
37,090
38,730
18,400
38,730
6,500
7,000
13,000
487,830
128,811
6,037
4,908
28,314
70,525
262
7,415
29,557
36,773
13,984
30,520
2,163
2,750
5,497
367,516
110,000
16,000
4,620
55,550
75,000
1,000
16,000
37,090
38,730
21,400
38,730
6,500
7,000
13,000
440,620
CAPITAL OUTLAY
5641 EQUIPMENT
126,272
126,272
TOTAL EXPENDITURES
6,158,530
PERSONNEL SERVICES
5140 OVERTIME
5141 HOLIDAY WORKED
5142 SPECIAL DUTY PAY
5143 COMP TIME
5150 EDUCATION INCENTIVE
6,473,010
5,193
5,193
6,137,533
FY 2012/2013
ADOPTED
BUDGET
6,643,850
POLICE DEPARTMENT
106
OCEAN RESCUE (575)
PROGRAMS/SERVICES
Police Department/Ocean Rescue Unit provide ocean safety, rescue services and community outreach programs
for residents and visitors to Sunny Isles Beach.
The Ocean Rescue unit currently staffs six (6) lifeguard stations and is committed to staffing ten (10) stations by
December of 2012. City beaches are open to the public 365 days a year and stations are manned each and every
day. This service provides for enhanced public safety for those enjoying the pleasures of our beach and ocean.
Safety will always be paramount for our unit but emphasis is also placed on exceptional customer service while
providing important information and regulations regarding the beach. Enforcement of beach regulations is a
shared partnership between lifeguards, police officers and code enforcement officers.
Additional service and programs include: seminars, newspaper articles on varied topics for the community
newspaper and outreach programs which the community is able to participate in such as beach clean up.
Ocean Rescue hosts two (2) different day camps annually. The Spring Break Surf Camp, which is organized in
partnership with Pelican Community Park and the Summer time Junior Lifeguard Camp which is an instructional
and competitive program which educates students about the environment, physical fitness and ocean rescue
techniques.
◊ Hosted over 1.6 million beach patrons and performed admirably during unusually rough seas for the summer
session. Numerous rescues of multiple victims were conducted during this period.
◊ Coordinated three (3) major beach clean-ups.
◊ Provided nine (9) public outreach events which included participation in the national Water Safety Week in May
2012.
◊ Hosted five (5) USLA races involving competitors from Pompano Beach, Deleray Beach, Deerfield Beach, Boca
Raton, Palm Beach County, Fort Lauderdale and Miami Beach. The lifeguards from Sunny Isles Beach
consistently finish in the top percentiles in the areas of competition for running, fitness and swimming.
◊ Provide lectures, workshops, newspaper articles, and videos to build public awareness of safety tips when
swimming in the ocean.
◊ Add the Red Cross certification program to the Junior Lifeguard Camp and to increase participation in the
program by offering more sessions.
◊ Increase media attention both in print and electronically as well as to a broader base including international
clientele.
FY 2010/2011 FY 2011/2012 FY 2011/2012 FY 2012/2013
ACTUAL
TARGET
ACTUAL
TARGET
Medical/First Aid Assists
Open Water Rescue
Ocean Rescue Towers Staffed
Number of beach patrons.
Number of Public Outreach Events.
Number of Beach Clean-ups.
1,345,495
3
2
1,722,411
10
4
1,490
40
9
N/A
N/A
10
POLICE DEPARTMENT
107
OCEAN RESCUE (575)
10 GENERAL FUND
APPROPRIATIONS
PERSONNEL SERVICES
OPERATING EXPENSES
CAPITAL OUTLAY
NET RESULTS
FY 2010/2011
ACTUAL
EXPENSES
FY 2011/2012
ADOPTED
BUDGET
FY 2011/2012
PROJECTED
EXPENSES
FY 2012/2013
ADOPTED
BUDGET
$
$
$
1,069,805
60,920
4,390
1,135,115
$
$
1,011,250
55,770
8,200
1,075,220
$
$
1,040,648
39,257
1,079,905
$
1,589,240
60,350
60,000
1,709,590
$
(1,079,905)
$
(1,075,220)
$
(1,135,115)
$
(1,709,590)
PERSONNEL SERVICES
$
577,990
The increase is primarily attributed to the addition of the 4 lifeguard towers/stations which requires additional man-hours.
To accomplish this, 13 Full-Time positions are added and 10 Part-Time positions are eliminated. In addition, to attract
and retain quality lifeguards, the hiring and current salaries are increased by $1 per hour. The remaining increase is a
result of slight increases in health insurance benefits, change in pension costs and a 3% cost of living increase provided
for in April 2012.
OPERATING EXPENSES
$
4,580
The increase is primarily attributed to the addition of 4 lifeguard towers/stations.
CAPITAL OUTLAY
$
51,800
The increase is based on the needs of the department. This year, the capital outlay additions include 4 rescue boards
and 4 ATVs as a result of the additional towers and an ATV trailer.
POSITION TITLE
Ocean Rescue Division Manager
Ocean Rescue Supervisor
Ocean Rescue Officer I
TOTAL FTEs
FY 2010/2011
ACTUAL
FY 2011/2012
ADOPTED
FY 2011/2012
PROJECTED
FY 2012/2013
ADOPTED
1
2
19
1
2
19
1
2
20.9
1
2
29
22
22
23.9
32
POLICE DEPARTMENT
108
OCEAN RESCUE (575)
10 GENERAL FUND
FY 2010/2011
ACTUAL
EXPENSES
FY 2011/2012
ADOPTED
BUDGET
FY 2011/2012
PROJECTED
EXPENSES
FY 2012/2013
ADOPTED
BUDGET
PERSONNEL SERVICES
5140 OVERTIME
5210 PAYROLL TAXES
5240 WORKER'S COMP INSURANCE
$765,103
15,217
61,487
45,082
124,120
2,671
13,217
13,751
1,040,648
$712,900
25,000
52,070
42,530
128,720
4,050
45,980
1,011,250
$785,612
35,680
63,113
35,573
126,316
3,412
20,099
1,069,805
$1,131,900
14,000
87,720
60,880
256,660
5,820
31,590
670
1,589,240
OPERATING EXPENSES
5410 TELEPHONE
5461 R&M VEHICLE
5463 R&M BUILDING
5516 EMPLOYEE RECOGNITION PROG
5521 UNIFORM & ACCESSORIES
368
17,897
1,764
14,444
4,721
63
39,257
660
14,040
6,500
24,870
600
5,550
450
1,500
1,600
55,770
660
20,310
895
30,519
600
6,099
715
1,121
60,920
660
15,000
6,500
27,040
600
7,000
450
1,500
1,600
60,350
CAPITAL OUTLAY
5641 EQUIPMENT
-
8,200
8,200
4,390
4,390
60,000
60,000
1,075,220
1,135,115
1,709,590
TOTAL EXPENDITURES
1,079,905
POLICE DEPARTMENT
109
FOUR ADDITIONAL LIFEGUARD TOWERS/STATIONS
DEPARTMENT NAME
DIVISION NAME
DEPT/DIV
NO.
Police Department
Ocean Rescue
575
TOTAL COST
$555,460
Justification
With the opening of the four new lifeguard towers additional staffing of the towers is required to provide a safe
beach environment for residents and visitors. By doing this, the daily number of lifeguards increased from 11
guards a day to 16 guards a day. Five towers will be staffed with 2 lifeguards and the other 5 towers with a single
guard and utilize 1 guard a day to relieve the singled-up towers. By staffing the towers with a "2, 1, 2, 1" style, it
will allow us to provide adequate back up during an emergency without abandoning multiple towers next to each
other at one time.
Required Resources
New Personnel
Number of
Positions
(A)
10
3
-10
Title
Full-Time Lifeguards (Reclass from PT)
Full-Time Lifeguards (New Positions)
Part-Time Lifeguards (Current) (.35 FTE)
Description
Cost
1,500
8,000
3-Uniforms
4-Outfitting the Lifeguard Towers with accessories
One Time Costs
Account
Number
5641
5641
Cost A x (B +C)
481,900
137,760
(133,700)
-
Account
Number
5521
5511
Average
Average Salary
Fringe
(B)
Benefits (C)
33,010
15,180
31,060
14,860
11,550
1,820
Description
Cost
4,400
55,600
4-Rescue Boards
4- ATVs or UTVs (2 seater)
Benefits
To provide a safe environment for residents and guests by being able to monitor the beach and respond to
emergencies without abandoning multiple towers next to each other at one time.
RECOMMENDED
POLICE DEPARTMENT
110
OCEAN RESCUE SALARY INCREASE
DEPARTMENT NAME
DIVISION NAME
DEPT/DIV
NO.
Police Department
Ocean Rescue
575
TOTAL COST
$69,680
Justification
A recent salary survey was completed to compare the City's Ocean Rescue salaries to 3 other comparable ocean
rescue divisions. We compared to Miami Beach, Haulover (Miami Dade County), and Hollywood. The starting
salaries range from $16.50 an hour to $20.19 an hour. Our lifeguards currently start at $14.42 an hour; a lifeguard
that has been here for 6 years is currently making $16.30 an hour. Due to the low salaries, we are consistently
losing qualified lifeguards to these other agencies. Also, by raising our starting salaries, we will be able to attract
more professional and experienced lifeguards during hiring. The recommendation is to increase hiring salaries to
a range of $15.42/hour-$15.94/hour based on experience and, as an example, a 6 year lifeguard would be earning
$16.92/hour.
Required Resources
New Personnel
Number of
Positions
(A)
25
8
2
-25
-8
-2
Average
Average Salary
Fringe
(B)
Benefits (C)
34,420
14,900
16,170
2,550
40,750
14,950
32,340
14,710
15,130
2,525
38,670
14,825
Title
Full-Time Lifeguards (Proposed)
Part-Time Lifeguards (Proposed) (.5FTE)
Lead Lifeguards (Proposed)
Full-Time Lifeguards (Current)
Part-Time Lifeguards (Current) (.5FTE)
Lead Lifeguards (Current)
Account
Number
Account
Number
Cost A x (B +C)
1,233,000
149,760
111,400
(1,176,250)
(141,240)
(106,990)
Description
Cost
One Time Costs
Description
Cost
Benefits
By increasing salaries, we will no longer be losing qualified hard working personnel to other agencies that pay
higher. This will help reduce the cost and manpower hours used to conduct an Ocean Rescue hiring assessment.
In addition, the City will also be able to attract more qualified/ experienced lifeguards during our hiring process.
RECOMMENDED
POLICE DEPARTMENT
111
113
PLANNING & ZONING (523)
PROGRAMS/SERVICES
The Planning & Zoning Division promotes the efficient and orderly development of private properties and
encourages the growth of the City according to the Comprehensive Land Use Plan.
The division is responsible for the implementation of the City Land Development Regulations, and guides public
and private development through comprehensive planning, development policies and review standards to maintain
a balanced and sustainable community.
A Geographic Information System (GIS) is one of the tools utilized to electronically create and maintain spatial
data & maps which graphically depict parcel splits, combinations and land boundary adjustments, as well as City
assets, boundary data (i.e. Zoning, Land Use, policing districts, etc.), public online map services, and spatial
analysis for City project planning and problem solving. A specialized team interprets and researches legal
descriptions on recorded deeds and survey maps, prepares chronology of changes to parcels, makes updates,
and provide market analysis.
As an integral unit within the Community Development Department, Planning and Zoning works closely with the
Code Compliance Division and Building Services Division to ensure life safety codes are followed as well as
collaborates with other city agencies to provide information to the public on regulations, zoning codes and
development projects.
◊ Separated the Planning and Zoning Division from the Community Development Department.
◊ Expanded GIS capabilities to include online content, provided several location-based services and analysis over
all departments.
◊ Increased in-house processing of site plan applications and other related planning and zoning items.
◊ To increase staff competence and professionalism through career development and cross-training.
◊ To integrate GIS into Community Development/Building/Finance enterprise database solution.
◊ To implement a technological system to collect, analyze, and process planning and zoning applications.
Number of zoning reviews for building permits.
Number of processes/requests completed within timeframe.
FY 2010/2011 FY 2011/2012 FY 2011/2012 FY 2012/2013
ACTUAL
TARGET
ACTUAL
TARGET
500
100%
114
10 GENERAL FUND
APPROPRIATIONS
PERSONNEL SERVICES
OPERATING EXPENSES
NET RESULTS
FY 2010/2011
ACTUAL
EXPENSES
FY 2011/2012
ADOPTED
BUDGET*
FY 2011/2012
PROJECTED
EXPENSES
FY 2012/2013
ADOPTED
BUDGET
$
$
$
125,330
1,880
127,210
$
$
120,590
11,470
132,060
$
$
-
$
134,790
19,520
154,310
$
-
$
(132,060)
$
(127,210)
$
(154,310)
PERSONNEL SERVICES
$
14,200
The increase is primarily attributed to the promotion of the Administrative Coordinator I to a Planner. The remaining
increase is a result of slight increases in health insurance benefits, change in pension costs and a 3% cost of living
increase provided for in April 2012.
OPERATING EXPENSES
$
8,050
The increase is primarily attributed to the reorganization of the department and the needs required for this division.
POSITION TITLE
Planner
GIS Technician
TOTAL FTEs
FY 2010/2011
ACTUAL
FY 2011/2012
ADOPTED*
FY 2011/2012
PROJECTED
FY 2012/2013
ADOPTED
0
0
0
1
0
1
0
1
1
0
1
1
0
2
2
2
* Adjusted for comparative purposes due to allocation of positions to other departments during FY 2011/2012 Reorganization.
115
10 GENERAL FUND
FY 2010/2011
ACTUAL
EXPENSES
FY 2011/2012
ADOPTED
BUDGET*
FY 2011/2012
PROJECTED
EXPENSES
FY 2012/2013
ADOPTED
BUDGET
PERSONNEL SERVICES
5210 PAYROLL TAXES
-
91,870
7,180
5,920
14,360
730
530
120,590
97,320
7,440
5,000
14,740
670
160
125,330
$104,970
8,540
5,610
14,780
690
200
134,790
OPERATING EXPENSES
5410 TELEPHONE
5470 PRINTING
5480 ADVERTISING
5542 TRAVEL, CONF, & MEETINGS
-
10,000
470
500
500
11,470
660
470
350
400
1,880
10,000
660
1,500
400
1,200
850
470
1,840
2,600
19,520
TOTAL EXPENDITURES
-
132,060
127,210
154,310
* Adjusted for comparative purposes due to allocation of positions to other departments during FY 2011/2012 Reorganization.
116
CODE ENFORCEMENT (524)
PROGRAMS/SERVICES
The Community Development Department provides an array of services through the Planning & Zoning, Code
Compliance, Licensing, Building and Parking Divisions with the implementation and management of policies,
programs, regulations, and services to ensure the health, safety, and welfare of citizens, visitors, and the business
community.
The mission of the Code Compliance Division is to preserve the community's quality of life by effectively
interpreting and enforcing City ordinances through research and data collection, and the implementation of
enforcement to achieve compliance.
The division also regulates and coordinates the issuance of Local Business Tax Receipts and Certificates of Use
for businesses operating within City limits and processes permits for Special Events, Alarm Registrations, Lien
Search Letters, Parking, and Lane Closures, among others.
Parking enforcement efforts ensure traffic safety by mitigating traffic congestion and promotes parking access
throughout the City by enforcing parking regulations.
The Code Compliance Division interacts daily with the Divisions of Planning & Zoning and Building Services to
safeguard the quality of life in the City.
◊ Implemented the "Pay by Space" parking permit program.
◊ Positively influenced the growth of the City's business community by providing high quality, professional, and
courteous service to business owners.
◊ Proactively pursued opportunities to work in partnership with City departments and community.
◊ To proactively pursue opportunities to work in partnership with the community.
◊ To increase staff competence and professionalism through career development and training.
◊ To develop a standard operating procedures manual and streamline operations.
FY 2010/2011 FY 2011/2012 FY 2011/2012 FY 2012/2013
ACTUAL
TARGET
ACTUAL
TARGET
Response time to Local Business Tax Process.
Code Enforcement Complaints response time.
Voided Parking Citations.
20 days
48 hours
30
25 days
60 hours
25
20 days
24 hours
285
20 days
48 hours
30
117
10 GENERAL FUND
FY 2010/2011
ACTUAL
REV/EXP
FY 2011/2012
ADOPTED
BUDGET
REVENUES
CODE ENFORCEM'T CITATIONS
TOTAL REVENUES
$
254,102
254,102
APPROPRIATIONS
PERSONNEL SERVICES
OPERATING EXPENSES
$
$
364,338
59,006
423,344
$
(169,242)
NET RESULTS
$
$
FY 2011/2012
PROJECTED
REV/EXP
60,000
60,000
$
$
$
325,500
30,260
355,760
$
(295,760)
157,151
157,151
FY 2012/2013
ADOPTED
BUDGET
$
132,650
132,650
$
$
344,361
34,165
379,783
$
373,430
32,860
406,290
$
(222,631)
$
(273,640)
PERSONNEL SERVICES
$
47,930
The increase is primarily attributed to the promotion of the intermittent intern position to a full-time Administrative
Coordinator I position that was approved in February 2012 and the addition of an intermittent code and parking
enforcement officer. The remaining increase is a result of slight increases in health insurance benefits, change in
pension costs and a 3% cost of living increase provided for in April 2012.
OPERATING EXPENSES
$
2,600
The increase is primarily attributed to the need for new uniforms for the field staff.
POSITION TITLE
Code Compliance Manager
Administrative Coordinator I
Code & Parking Enforcement Officer I
Code & Parking Enforcement Officer II
Permit & Licensing Clerk
Intern
TOTAL FTEs
FY 2010/2011
ACTUAL
FY 2011/2012
ADOPTED
FY 2011/2012
PROJECTED
FY 2012/2013
ADOPTED
1.0
1.0
2.0
1.0
2.0
0.3
1.0
0.0
2.0
1.0
2.0
0.3
1.0
1.0
2.0
1.1
2.0
0.0
1.0
1.0
2.0
1.1
2.0
0.0
7.3
6.3
7.1
7.1
118
10 GENERAL FUND
PERSONNEL SERVICES
5140 OVERTIME
5141 HOLIDAY WORKED
5210 PAYROLL TAXES
FY 2010/2011
ACTUAL
EXPENSES
FY 2011/2012
ADOPTED
BUDGET
$
$
254,755
994
21,161
24,689
53,538
1,213
1,528
6,460
364,338
FY 2011/2012
PROJECTED
EXPENSES
FY 2012/2013
ADOPTED
BUDGET
224,190
5,000
18,040
17,810
47,820
1,800
4,600
6,240
325,500
247,352
1,139
146
20,447
16,304
44,322
1,617
1,976
11,059
344,361
267,680
5,000
21,810
17,910
56,880
1,700
2,450
373,430
OPERATING EXPENSES
5315 SPECIAL MASTER
5335 VOLUNTEER CAT PROGRAM
5410 TELEPHONE
5461 R&M VEHICLE
5470 PRINTING
5541 DUES, SUBS,&MEMBERSHIPS
2,340
40,222
4,420
215
6,737
2,277
885
575
1,229
106
59,006
2,700
10,000
360
7,500
1,000
3,500
1,000
700
1,500
2,000
30,260
2,044
4,333
5,905
107
5,306
9,118
3,455
1,727
348
1,677
145
34,165
2,700
10,000
360
7,500
1,000
3,500
3,700
420
2,480
1,200
32,860
CAPITAL OUTLAY
-
-
1,256
1,256
-
TOTAL EXPENDITURES
423,344
355,760
379,783
406,290
119
PARKING (525)
10 GENERAL FUND
REVENUES
PARKING FINES
PARKING METERS/PERMITS
PARKING AGREEMENTS
TOTAL REVENUES
APPROPRIATIONS
PERSONNEL SERVICES
OPERATING EXPENSES
CAPITAL OUTLAY
NET RESULTS
FY 2010/2011
ACTUAL
REV/EXP
FY 2011/2012
ADOPTED
BUDGET
FY 2011/2012
PROJECTED
REV/EXP
FY 2012/2013
ADOPTED
BUDGET
56,924
523,812
236,360
817,097
55,000
350,500
356,780
762,280
77,094
542,211
359,292
978,597
94,000
495,000
339,300
928,300
$
$
$
$
$
138,469
156,939
30,018
325,426
$
491,671
$
$
$
106,990
323,500
430,490
$
331,790
$
$
$
111,350
312,891
424,241
$
138,220
425,230
2,000
565,450
$
554,356
$
362,850
REVENUES
$
166,020
The increase is attributed to three components. (1) Parking Fines are anticipated to increase as a result of the additional
position and shift added for coverage in Parking Enforcement. In addition, implementation of Pay by Space will allow the
officers to easily identify offenders and document evidence in the event of challenge. (2) Parking Meter/Permits revenues
are expected to increase due to the reopening of the Pier Park Parking Lot in January 2013 and the increase in
residential construction which requires construction crews parking permits. (3) Offset by the decrease in Parking
Agreements revenue as a result of the cancellation of the Fortune Parking Agreement.
PERSONNEL SERVICES
$
31,230
The increase is primarily attributed to the addition of a Parking Enforcement Officer which was approved in February
2012. The remaining increase is a result of slight increases in health insurance benefits, change in pension costs and a
3% cost of living increase provided for in April 2012.
OPERATING EXPENSES
$
101,730
The increase is primarily attributed to the extended warranty costs related to the 17 new parking meters that were
purchased approximately one year ago. Additional increases relate to setting up the parking spaces for Pay by Space
feature and the maintenance of the parking lots and garage offset by the decrease in the estimation of the FDOT fees
and the costs associated for the City to rent parking spaces to be available for public parking at Town Center Park.
CAPITAL OUTLAY
$
2,000
The increase in capital outlay is based on the needs of the department. The increase is a result of the need to utilize
tablets in the field.
FY 2010/2011
ACTUAL
FY 2011/2012
ADOPTED
FY 2011/2012
PROJECTED
FY 2012/2013
ADOPTED
Licensing & Parking Enforcement Officer
Parking Enforcement Officer
1
1
1
1
1
2
1
2
TOTAL FTEs
2
2
3
3
POSITION TITLE
120
PARKING (525)
10 GENERAL FUND
FY 2010/2011
ACTUAL
EXPENSES
FY 2011/2012
ADOPTED
BUDGET
FY 2011/2012
PROJECTED
EXPENSES
FY 2012/2013
ADOPTED
BUDGET
PERSONNEL SERVICES
5140 OVERTIME
5210 PAYROLL TAXES
$95,038
501
7,815
8,747
24,067
472
1,329
500
138,469
$64,920
5,000
5,350
4,610
16,080
520
2,510
8,000
106,990
82,152
630
6,533
4,015
16,387
531
1,101
111,350
95,820
1,000
7,410
5,150
26,140
630
2,070
138,220
OPERATING EXPENSES
5348 LANDSCAPE
5349 PARKING METER SERVICES
5410 TELEPHONE
5432 ELECTRICITY
5442 RENTAL PROPERTY
5450 INSURANCE
5462 R&M EQUIPMENT
5463 R&M BUILDING
5464 R&M GROUND
5492 BANK CHARGES
5494 FDOT REVENUE SHARE
5495 PROPERTY TAXES
5521 UNIFORMS
5542 TRAINING & CONFERENCE
505
4,441
8,800
3,623
5,727
16,717
50,165
65,091
1,870
156,939
2,000
8,000
8,000
61,000
8,900
44,000
8,000
5,000
500
15,000
75,500
80,000
7,600
323,500
10,264
1,524
24,240
8,800
49,050
5,576
5,839
3,164
18,272
67,174
111,597
7,391
312,891
2,000
39,020
8,000
64,000
45,000
12,850
10,000
24,760
20,000
70,000
120,000
7,600
1,500
500
425,230
CAPITAL OUTLAY
5641 MACHINERY AND EQUIPMENT
30,018
30,018
TOTAL EXPENDITURES
325,426
-
-
430,490
424,241
2,000
2,000
565,450
121
DEPARTMENT NAME
DIVISION NAME
Parking
DEPT/DIV TOTAL COST
NO.
FUNDED
525
Quantity
Item
2
Tablet Computers
Tablet computers for parking enforcement
officers to access and utilize EMS in the field.
2,000
FUNDED
Cost
2,000
Y
122
BUILDING DEPARTMENT (515)
PROGRAMS/SERVICES
The Building Services Division operates under the auspices of the Community Development Department. It is
dedicated in providing services for the protection of the health, safety, and welfare of the citizens of Sunny Isles
Beach and the general public, by educating and assisting the public at large in understanding the regulations and
requirements for building, renovating, or repairing an existing structure. The Building Department issues permits
and performs inspections to ascertain compliance with the requirements of Federal, State, County, and Local
Codes.
Building Services Division personnel provide front-line customer service for a number of issues ranging from the
application of a permit for various trades to the issuance of the permits.
As authorized in the City of Sunny Isles Beach Code of Ordinances, the Building Services Division levies and
collects fees for the issuance of Building Permits within City limits. Any owner or contractor wishing to renovate,
build or repair an existing structure must obtain the required building permit(s) prior to initiating any work.
The Building Services Division staff, Inspectors and Chief Inspectors provide outside inspections to ascertain
compliance with the requirements of the Florida Building Code, State Codes and other regulations.
◊ Improved customer awareness of permitting requirements and current code changes by providing educational
material and information via SIB Channel 77 and citizen's/developer's workshops.
◊ Improved coordination with the Code Compliance Division ensuring that violations for work without permit are
properly identified for accurate assesment of fees.
◊ Implemented digitization of permit records to reduce filing space, increase efficiency, and provide external
access.
◊ Improve the division's efficiency by cross training administrative staff and streamlining Building Division
processes.
◊ Implement new permitting software to automate processes and provide electronic plan review.
◊ Implement quarterly Contractor's and Developer's meeting to provide current information on Building/Code
processes.
FY 2010/2011 FY 2011/2012 FY 2011/2012 FY 2012/2013
ACTUAL
TARGET
ACTUAL
TARGET
Permits Issued
Inspections Performed
Plan Review Performed
5,261
12,146
6,541
5,135
12,546
8,171
4,854
11,795
8,225
5,000
12,000
6,000
123
14 BUILDING FUND
REVENUES
BUILDING PERMITS
REAPPROPRIATIONS
TOTAL REVENUES
FY 2010/2011
ACTUAL
REV/EXP
FY 2011/2012
ADOPTED
BUDGET
FY 2011/2012
PROJECTED
REV/EXP
FY 2012/2013
ADOPTED
BUDGET
$
2,087,995
2,087,995
$
1,598,500
1,598,500
$
1,792,591
1,792,591
$
$
$
$
1,098,398
455,321
2,083
1,555,802
$
$
1,142,400
456,100
1,598,500
$
1,260,280
1,166,780
139,750
2,566,810
$
$
236,789
$
700,090
$
APPROPRIATIONS
PERSONNEL SERVICES
OPERATING EXPENSES
CAPITAL OUTLAY
$
1,133,286
28,044
2,600
1,163,930
NET RESULTS
$
924,065
$
$
$
-
$
3,136,900
130,000
3,266,900
REVENUES
$
1,668,400
The increase in revenue is primarily attributed to the permit revenues generated from new high-rise developments in the
City.
PERSONNEL SERVICES
$
117,880
The increase is primarily attributed to the reclassification of the building official from part-time (10 hours/week) to full-time
with benefits. The remaining increase is a result of slight increases in health insurance benefits, change in pension costs,
and a 3% cost of living increase provided for in April 2012.
OPERATING EXPENSES
$
710,680
The increase is contributed to digitizing the backlog of all building documents, the increase in the administrative
chargeback based on an independent cost allocation study.
CAPITAL OUTLAY
$
139,750
The increase in capital outlay is based on the addition of the new software solution.
POSITION TITLE
Assistant City Manager-Community Dev
Building Services Division Manager
Building Official
Project / Office Coordinator
Chief Electrical Inspector
Electrical Inspector
Chief Plumbing Inspector
Plumbing Inspector
Chief Mechanical Inspector
Mechanical Inspector
Sr. Building Inspector
Building Inspector
Building Plans Examiner
Structural Plans Examiner
Permit & Licensing Clerk Supervisor
Permit & Licensing Clerks
TOTAL FTEs
FY 2010/2011
ACTUAL
1.00
1.00
0.25
1.00
1.00
0.25
0.75
0.25
1.00
0.25
1.00
0.25
1.00
0.25
1.00
2.00
FY 2011/2012
ADOPTED
1.00
1.00
0.50
1.00
1.00
0.25
1.00
0.25
1.00
0.25
1.00
0.25
1.00
0.25
1.00
2.00
FY 2011/2012
PROJECTED
1.00
1.00
1.00
1.00
1.00
0.25
1.00
0.25
1.00
0.25
1.00
0.25
1.00
0.25
1.00
2.00
FY 2012/2013
ADOPTED
1.00
1.00
1.00
1.00
1.00
0.25
1.00
0.25
1.00
0.25
1.00
0.25
1.00
0.25
1.00
2.00
12.25
12.75
13.25
13.25
124
14 BUILDING FUND
FY 2010/2011
ACTUAL
EXPENSES
FY 2011/2012
ADOPTED
BUDGET
FY 2011/2012
PROJECTED
EXPENSES
$895,459
79
63,264
75,986
87,748
3,786
6,964
1,133,286
$868,730
5,000
67,460
63,480
87,000
5,830
19,900
25,000
1,142,400
883,264
1,202
67,330
42,206
91,040
4,701
8,654
1,098,398
1,006,330
5,000
80,230
50,180
98,600
6,470
13,470
1,260,280
OPERATING EXPENSES
5317 OTHER CONTRACTUAL SVCS
5395 ADMINISTRATIVE CHARGEBACK
5410 TELEPHONE
5461A R&M VEHICLE
5470 PRINTING
5521 UNIFORMS
5523 GAS
6,645
5,838
1,199
2,595
4,347
752
404
2,414
3,220
630
28,044
10,000
407,810
6,000
2,040
5,500
4,000
3,500
2,500
4,500
7,250
3,000
456,100
7,913
1,844
407,810
5,077
1,427
4,181
2,821
4,312
12,122
2,260
1,395
3,951
210
455,321
10,000
238,900
836,000
12,000
1,280
5,500
11,370
15,000
3,500
5,700
12,500
3,480
5,200
6,350
1,166,780
CAPITAL OUTLAY
5641 EQUIPMENT
2,600
2,600
2,083
2,083
139,750
139,750
TOTAL EXPENDITURES
1,163,930
1,555,802
2,566,810
PERSONNEL SERVICES
5140 OVERTIME
5210 PAYROLL TAXES
1,598,500
FY 2012/2013
ADOPTED
BUDGET
125
DIGITIZATION OF RECORDS
DEPARTMENT NAME
DIVISION NAME
DEPT/DIV
NO.
Building
515
TOTAL COST
REQUESTED
$238,900
Justification
Permit records and files are currently stored on the ground floor of City Hall and vulnerable to destruction by theft
and/or natural disasters. A document management system will enable the City to capture the images of these
important records, access them electronically, monitor retention and provide convenient access to citizens with
restrictions.
Required Resources
New Personnel
Number of
Positions
(A)
Salary (B)
Title
Fringe
Benefits (C)
Cost A x (B +C)
-
Account
Number
5313
16,000
Digitize department documents
One Time Costs
Account
Number
5313
Cost
Description
Cost
Description
Digitize all Building documents located on the 1st and 3rd floors.
222,900
Benefits
Ensure the safe keeping of City records, enable shared access to employees, and convenient access to citizens
(with restrictions). Improves efficiency in fulfilling public records requests. Interfaces with NewWorld and PTWIN.
RECOMMENDED
126
INCREASE STAFFING LEVELS DUE TO INCREASE IN HIGH-RISE DEVELOPMENT
(4-5 BUILDINGS)
DEPARTMENT NAME
DIVISION NAME
DEPT/DIV
NO.
Building
515
TOTAL COST
REQUESTED
$760,430
Justification
The Building Services Division will be faced with an increase in high-rise development and approximately 4 to 5
buildings in construction concurrently. As result, the office will need to increase the number of employees to meet
the demand on services (e.g. plan review, inspections, permit routing, calls for service, etc.).
Required Resources
New Personnel
Number of
Positions
(A)
1
1
1
1
1
1
1
1
Description
Cost
1,800
10,000
3,000
5-Cell Phones
Gasoline
6-Uniforms
One Time Costs
Account
Number
5641
5642
Cost A x (B +C)
91,610
86,830
86,830
86,830
86,830
95,650
43,210
18,240
Account
Number
5410
5523
5521
Fringe
Salary (B)
Benefits (C)
70,720
20,890
66,560
20,270
66,560
20,270
66,560
20,270
66,560
20,270
83,200
12,450
29,120
14,090
16,120
2,120
Title
Senior Building Inspector-Full-Time
Building Inspector-Full-Time
Electrical Inspector-Full-Time
Mechanical Inspector-Full-Time
Plumbing Inspector-Full-Time
Structural Plans Examiner-(.5 FTE)
Permit & Licensing Clerk-Full-Time
Administrative Aide-(.5 FTE)
Description
Cost
19,600
130,000
8-Computer and Work Stations
5-Vehicles
Benefits
Ensure compliance with building codes and timely plan review, issuance of permits, and permit inspections.
NOT RECOMMENDED
127
DEPARTMENT OF PUBLIC WORKS
Public Works Director
Wade Sanders
City Engineer
Helen Gray
Debra L. Lima
Maintenance Foreman –
Facilities
Victor Mercedes
Streets / Stormwater
Robert Williamson
Transportation Supervisor
William Foy
Maintenance Worker I (2)
Guillermo Betancur
Mario Matos
Maintenance Worker I (4)
Marisol Andino
Humberto Martinez Sr.
Anthony Payne
Henry Wellons
Bus Driver (4)
Jairo Barros
Linda Holland
Enrique Valdes
Cledna Zuniga
Construction
Michael Fiorey
Maintenance Foreman – Fleet
Ray Sellars
Electrician
Jay Carroll (P/T)
Maintenance Worker II (2)
Carlos Ochoa
Pedro Romero
Bus Driver (P/T) (4)
Susie Hooks
Nathaniel Larkin
Zelma Alexander
Vacant
129
PUBLIC WORKS ADMINISTRATION (539)
PROGRAMS/SERVICES
The Public Works Department provides reliable and effective service to the visitors and residents of the City of
Sunny Isles Beach in the areas of construction, fleet maintenance, street maintenance including stormwater
maintenance services within the City's rights of way, facilities maintenance, transportation services, and
engineering/project management. These services seek to enhance the high quality of life for the City's residents,
businesses and visitors by providing well planned, environmentally sensitive, cost effective methods to promote
public health, personal safety, transportation, economic growth and civic vitality.
The Public Works Department also responds to and aids other City departments in the recovery from severe
storms and other emergencies.
◊ Planned and completed the construction of the Intracoastal Park system.
◊ Completed the design, planning, and construction of the Heritage Park and Garage project.
◊ Continue to maintain and improve the condition of landscaping on all City maintained properties.
◊ Continue in project planning and construction management of City Capital Projects.
130
10 GENERAL FUND
APPROPRIATIONS
PERSONNEL SERVICES
OPERATING EXPENSES
NET RESULTS
FY 2010/2011
ACTUAL
EXPENSES
FY 2011/2012
ADOPTED
BUDGET
FY 2011/2012
PROJECTED
EXPENSES
FY 2012/2013
ADOPTED
BUDGET
$
$
$
383,748
43,402
427,150
$
$
217,260
67,460
284,720
$
$
441,945
117,975
559,920
$
334,790
37,570
372,360
$
(559,920)
$
(284,720)
$
(427,150)
$
(372,360)
PERSONNEL SERVICES
$
117,530
The increase is primarily a result of the addition of a City Engineer position which was approved in February 2012 and the
addition of an Electrician.
OPERATING EXPENSES
$
(29,890)
The decrease is primarily a result of purchasing rather than renting a trailer for the public works compound. In addition, a
reduction in special supplies based on the needs of the department.
POSITION TITLE
Public Works Director
City Engineer
Maintenance Foreman
Maintenance Worker II
Maintenance Worker I
Fleet Maintenance Coordinator
Electrician
TOTAL FTEs
FY 2010/2011
ACTUAL
FY 2011/2012
ADOPTED
FY 2011/2012
PROJECTED
FY 2012/2013
ADOPTED
1.00
0.00
5.00
2.00
8.00
1.00
0.00
1.00
0.00
0.00
0.00
0.00
0.00
0.00
1.00
1.00
0.00
0.00
0.00
0.00
0.50
1.00
1.00
0.00
0.00
0.00
0.00
0.50
17
1
2.5
2.5
131
10 GENERAL FUND
FY 2010/2011
ACTUAL
EXPENSES
FY 2011/2012
ADOPTED
BUDGET
FY 2011/2012
PROJECTED
EXPENSES
FY 2012/2013
ADOPTED
BUDGET
PERSONNEL SERVICES
5250 TEMP STAFF
$325,085
27,032
36,722
47,886
2,124
3,096
441,945
$172,010
13,290
11,430
17,400
1,230
1,900
217,260
$217,360
25,710
10,165
21,469
1,541
3,147
104,357
383,748
$283,010
22,570
12,480
14,800
1,390
540
334,790
OPERATING EXPENSES
5344 HURRICANE PREPARATION
5401 ALLOWANCE/MILEAGE
5410 TELEPHONE
5442 RENTAL PROPERTY
5464 R&M GROUNDS
5521 UNIFORM
108,667
6,231
495
1,414
327
841
117,975
10,000
10,000
7,000
660
15,000
15,000
2,800
2,000
5,000
67,460
26,604
1,938
213
175
12,188
124
657
953
550
43,402
10,000
10,000
6,000
1,000
500
2,000
3,070
5,000
37,570
TOTAL EXPENDITURES
559,920
284,720
427,150
372,360
132
FACILITIES MAINTENANCE (534)
PROGRAMS/SERVICES
The Facilities Maintenance division provides support services such as electrical, plumbing, relocation assistance,
general building maintenance, and project quality assurance services to City facilities. The department provides
technical advice and support related to the maintenance of the facilities when requested.
The division also focuses on all reactive and preventative maintenance efforts. Additionally, the division responds
to and aids City Departments in emergencies and instances of severe inclement weather preparation and
recovery.
◊ Installed energy saving motion detection light switches throughout the Government Center in an effort to curb
energy cost and consumption.
◊ Prepared an assessment of the condition of all City owned properties and developed a 5 year plan for repair
and maintenance of aging facilities.
◊ Identify and implement cost savings solutions such as LED lighting solution in City garages.
◊ Identify opportunities to increase storage options without sacrificing office space.
◊ Identify and implement cost savings solutions such as retrofitting City Hall stairwell lighting. When space is
occupied, lights shall be turned to a high level and when space becomes vacant, lights shall automatically dim.
FY 2010/2011 FY 2011/2012 FY 2011/2012 FY 2012/2013
Number of Complaints
Vandalism to City Hall
ACTUAL
TARGET
ACTUAL
TARGET
12
24
133
FACILITY MAINTENANCE (534)
10 GENERAL FUND
APPROPRIATIONS
PERSONNEL SERVICES
OPERATING EXPENSES
CAPITAL OUTLAY
NET RESULTS
FY 2010/2011
ACTUAL
EXPENSES
FY 2011/2012
ADOPTED
BUDGET
FY 2011/2012
PROJECTED
EXPENSES
FY 2012/2013
ADOPTED
BUDGET
$
$
$
127,648
451,332
17,317
596,297
$
$
145,500
525,700
671,200
$
$
106,467
440,149
40,098
586,714
$
152,790
671,000
166,260
990,050
$
(586,714)
$
(671,200)
$
(596,297)
$
(990,050)
PERSONNEL SERVICES
$
7,290
The increase is a result of one staff member moving to Parks and another coming from the Streets Department. The
incoming position is at a higher rate. In addition, there are slight increases in health insurance benefits, change in
pension costs and a 3% cost of living increase provided for in April 2012.
OPERATING EXPENSES
$
145,300
The increase is primarily attributed to the allocation of landscaping for the Government Center along with repairs and
maintenance associated.
CAPITAL OUTLAY
$
166,260
The increase in capital outlay is based on the needs of the department. The increase is primarily a result of the
substantial work required to repair the Government Center Parking Garage. In addition, costs related to implementing
electricity saving solutions in the Parking Garage and Stairwell. The lighting solution will pay for itself in approximately 15
months.
POSITION TITLE
Maintenance Foreman - Facilities
Maintenance Worker
TOTAL FTEs
FY 2010/2011
ACTUAL
FY 2011/2012
ADOPTED
FY 2011/2012
PROJECTED
FY 2012/2013
ADOPTED
0
0
1
2
1
2
1
2
0
3
3
3
134
FACILITY MAINTENANCE (534)
10 GENERAL FUND
FY 2010/2011
ACTUAL
EXPENSES
FY 2011/2012
ADOPTED
BUDGET
FY 2011/2012
PROJECTED
EXPENSES
FY 2012/2013
ADOPTED
BUDGET
PERSONNEL SERVICES
5140 OVERTIME
5210 PAYROLL TAXES
66,900
4,515
5,352
26,500
700
2,500
106,467
95,690
4,000
7,620
6,560
26,740
750
4,140
145,500
$85,038
4,354
6,019
4,641
25,015
614
1,967
127,648
104,720
4,000
8,780
5,780
25,780
800
2,930
152,790
OPERATING EXPENSES
5341 JANITORIAL-CONTRACT
5341B JANITORIAL SUPPLIES
5348 LANDSCAPE
5432 ELECTRICITY
5433 WATER
5455 SOLID WASTE
5525 MINOR TOOLS &EQUIPMENT
5463 R&M BUILDING
60,892
200,000
24,239
29,150
2,647
1,886
121,335
440,149
61,000
4,700
204,000
24,000
34,000
2,000
2,000
194,000
525,700
81,900
169,039
30,211
18,693
120
1,775
149,594
451,332
61,000
4,700
110,000
200,000
28,000
28,000
1,500
2,000
235,800
671,000
CAPITAL OUTLAY
5641 EQUIPMENT
5666 IMPROVEMENTS
22,453
17,645
40,098
9,817
7,500
17,317
4,000
162,260
166,260
TOTAL EXPENDITURES
586,714
596,297
990,050
671,200
135
DEPARTMENT NAME
DIVISION NAME
Public Works
Facility Maintenance
DEPT/DIV TOTAL COST
NO.
FUNDED
534
166,260
FUNDED
Item
1
Government Center
Parking Garage
Waterproof the 2nd, 3rd and 4th Floors by
sealing, re-coating and re-caulking. Repair the
expansion joints and trench drains. Repair the
east parapet wall which has deteriorated as a
result of water intrusion.
136,000
Y
1
Mobile gas pressure
cleaner
Currently, a pressure cleaner is shared with
another department. This will help us keep up
with the cleaning demand outside of the
Government Center and parking garages.
4,000
Y
1
Retrofit the 175 watt metal halide fixtures in the
Upgrade the Lighting in the Government Center Parking Garage with 55
watt LEDs to allow for electricity savings. There
Parking Garage
is a 15 month pay back on the initial investment.
12,600
Y
1
The City has begun a stairwell lighting project to
retrofit Lutron stairwell solution. The existing
Update the Lighting in the lighting in the stairwells are on 24/7. The
proposed solution remains at code compliance
Stairwells
low light and brightens up immediately when it
detects someone.
13,660
Y
1
Installation of Add-a-Pave TP System for ten
trees on the Tony Roma's sidewalk area. The
area of the tree pit material is based on the total
area of the tree pit including the area taken up
by the tree trunks.
12,000
N
Quantity
Tree beds next to Tony
Roma's Restaurant
Cost
136
FLEET MAINTENANCE (535)
PROGRAMS/SERVICES
The Fleet Division maintains the City's fleet of approximately 158 vehicles. It provides technical support and advice
on vehicular maintenance, including the repair of other equipment such as chainsaws, mowers, and other gas
operated equipment used for maintenance. It facilitates the maintenance and repair of all City vehicles and
equipment, to include police vehicles, heavy/light trucks, administrative vehicles, large and small engine
equipment (backhoes and loaders). In addition, this division facilitates necessary vehicle modifications to fit the
varying needs of the departments. The primary focus of this department is to increase the vehicle and equipment
life, reduce repair costs, and maintain a high level of Original Equipment Manufacturer standards.
◊ Purchased and maintained an accurate account of vehicles, upgrades, and fleet related equipment utilized in
each department.
◊ Implement a Fleet Wide Remote Management System providing real-time map display of all vehicle data
including sensor integrations for engine diagnostics, temperature sensors, and hydraulic system settings.
◊ Negotiate a contract with a vehicle repair company that can support the maintenance of City vehicles and ensure
compliance requirements by outside agencies.
◊ Evaluate the current fleet pool and the needs of the City and identify opportunities to minimize number of
vehicles but still servicing the needs of the user departments.
FY 2010/2011 FY 2011/2012 FY 2011/2012 FY 2012/2013
ACTUAL
TARGET
ACTUAL
TARGET
Total miles driven / total gallons of fuel consumption.
Percentage of vehicles that are driven less than 3,000 miles.
N/A
N/A
N/A
N/A
620,832
/77,604
17%
625,000/
80,000
17%
137
10 GENERAL FUND
APPROPRIATIONS
PERSONNEL SERVICES
OPERATING EXPENSES
CAPITAL OUTLAY
NET RESULTS
FY 2010/2011
ACTUAL
EXPENSES
FY 2011/2012
ADOPTED
BUDGET
FY 2011/2012
PROJECTED
EXPENSES
FY 2012/2013
ADOPTED
BUDGET
$
$
$
55,827
315,661
487,042
858,530
$
$
59,000
349,920
352,000
760,920
$
$
57,487
313,497
368,800
739,784
$
57,580
324,280
382,180
764,040
$
(739,784)
$
(760,920)
$
(858,530)
$
(764,040)
PERSONNEL SERVICES
$
(1,420)
The decrease is a result of the change in insurance coverage offset by a 3% cost of living increase provided for in April
2012.
OPERATING EXPENSES
$
(25,640)
The decrease is primarily attributed to the reallocation of the Building Department's fuel expense.
CAPITAL OUTLAY
$
30,180
The increase in capital outlay is based on the needs of the department. The capital outlay requests include the vehicle
replacement program for police vehicles and ocean rescue ATVs, the one time equipment costs related to the ability to
use the Fleet Remote Management Tool and a trailer to assist in transporting ATVs for repair.
POSITION TITLE
Maintenance Foreman - Fleet
TOTAL FTEs
FY 2010/2011
ACTUAL
0
FY 2011/2012
ADOPTED
1
FY 2011/2012
PROJECTED
1
FY 2012/2013
ADOPTED
1
0
1
1
1
138
10 GENERAL FUND
FY 2010/2011
ACTUAL
EXPENSES
FY 2011/2012
ADOPTED
BUDGET
FY 2011/2012
PROJECTED
EXPENSES
FY 2012/2013
ADOPTED
BUDGET
PERSONNEL SERVICES
5140 OVERTIME
5210 PAYROLL TAXES
41,080
2,773
3,280
8,000
300
2,054
57,487
$41,090
1,500
3,260
2,800
8,040
310
2,000
59,000
$41,798
452
3,614
2,184
5,771
278
1,731
55,827
42,320
1,500
3,820
2,330
6,250
290
1,070
57,580
OPERATING EXPENSES
5461 R&M VEHICLES
5462 R&M EQUIPMENT
5523 GAS - PUBLIC WORKS
5523A GAS - BUILDING
5523B GAS - OCEAN RESCUE
5523C GAS - COM DEVELOPMENT
5523D GAS - POLICE
5523F GAS - CITY ATTORNEY
5524 TIRES
5525 MINOR TOOLS & EQUIPMENT
24,864
3,272
41,942
9,721
17,124
12,912
186,792
15,470
1,400
313,497
30,000
8,500
500
54,720
16,200
16,200
19,440
164,360
8,000
30,000
2,000
349,920
23,126
4,543
60
27,147
4,302
16,963
12,454
206,939
5,834
14,163
131
315,661
30,000
8,500
500
54,720
16,200
10,000
164,360
8,000
30,000
2,000
324,280
CAPITAL OUTLAY
5641 EQUIPMENT
5642 VEHICLES
368,800
368,800
352,000
352,000
487,042
487,042
1,520
380,660
382,180
TOTAL EXPENDITURES
739,784
760,920
858,530
764,040
139
DEPARTMENT NAME
DIVISION NAME
Public Works
Fleet Maintenance
Quantity
Item
12
(9) Dodge Chargers
(3) Polaris Rangers
1
ATV Trailer
DEPT/DIV TOTAL COST
NO.
FUNDED
535
Replacement
for
9
Crown
($339,000.00). Replacement for
Rangers ($41,660.00).
Victorias
3 Polaris
An ATV trailer is needed to transport our ATV's
for repair. The current ATV trailer is 7 years old
and is not designed to allow for the newer
models to fit within the trailer.
382,180
FUNDED
Cost
380,660
Y
1,520
Y
140
FLEET REMOTE MANAGEMENT SYSTEM
DEPARTMENT NAME
DIVISION NAME
DEPT/DIV
NO.
Department of Public Works
Fleet Maintenance
535
TOTAL COST
REQUESTED
$76,000
Justification
A fleet management system would provide software that would allow fleet maintenance to mitigate idling time,
monitor engine diagnostics, and fuel consumption. This will proactively identify vehicles when they are due for oil
changes, tire rotations, tune ups and other maintenance issues. This will save staff time in having to individually
check the status of each vehicle to determine needs and to proactively resolve concerns before they become
greater and issues with higher costs.
Required Resources
New Personnel
Number of
Positions
(A)
Account
Number
5313
Account
Number
5641
Salary (B)
Title
Fringe
Benefits (C)
Cost A x (B +C)
Description
Annual Service to Receive Information via Wireless Service
Cost
36,000
One Time Costs
Description
Purchase of equipment to be installed into vehicles
Cost
40,000
Benefits
Since this system will be able to ascertain idling time of vehicles, this will provide an opportunity to assess whether
there is an opportunity to shut off the vehicle and recognize fuel savings. Other users of this system have
recognized a savings of approximately 15% in fuel usage after 1 year of implementation.
NOT RECOMMENDED
141
CONSTRUCTION (537)
PROGRAMS/SERVICES
The Construction department is tasked with the planning, construction, and maintenance of all necessary
elements associated with public areas and accesses within the City. These include beach accesses, lifeguard
stands, minor elements of street construction, and other structures associated with pedestrian accesses and
walkways.
◊ Construct 4 lifeguard stands in-house, which will recognize a savings of approximately $500,000 when
compared to purchasing completed towers from a vendor.
◊ Developed a 5 year plan for significant repairs and maintenance required for City facilities
◊ Construct two lifeguard stands which will recognize a savings of approximately $250,000 when compared to
purchasing completed towers.
FY 2010/2011 FY 2011/2012 FY 2011/2012 FY 2012/2013
Number of Linear Feet of Sidewalk Repaired
Number of Lifeguard Stands Refurbished
ACTUAL
TARGET
ACTUAL
TARGET
750
5
142
CONSTRUCTION (537)
10 GENERAL FUND
APPROPRIATIONS
PERSONNEL SERVICES
OPERATING EXPENSES
NET RESULTS
FY 2010/2011
ACTUAL
EXPENSES
FY 2011/2012
ADOPTED
BUDGET
FY 2011/2012
PROJECTED
EXPENSES
FY 2012/2013
ADOPTED
BUDGET
$
$
$
252,319
193,692
576,566
$
$
60,410
343,000
403,410
$
$
-
$
164,860
154,500
319,360
$
-
$
(403,410)
$
(576,566)
$
(319,360)
PERSONNEL SERVICES
$
104,450
The increase is a result of the addition of two full-time Maintenance Service Workers and the slight increases in health
insurance benefits, change in pension costs and a 3% cost of living increase provided for in April 2012.
OPERATING EXPENSES
$
(188,500)
The decrease is primarily attributed to the decrease in number of lifeguard towers from four to two and the magnitude of
general projects.
POSITION TITLE
Maintenance Foreman - Construction
TOTAL FTEs
FY 2010/2011
ACTUAL
FY 2011/2012
ADOPTED
FY 2011/2012
PROJECTED
FY 2012/2013
ADOPTED
0
0
1
0
1
2
1
2
0
1
3
3
143
CONSTRUCTION (537)
10 GENERAL FUND
FY 2010/2011
ACTUAL
EXPENSES
FY 2011/2012
ADOPTED
BUDGET
FY 2011/2012
PROJECTED
EXPENSES
FY 2012/2013
ADOPTED
BUDGET
PERSONNEL SERVICES
5140 OVERTIME
5210 PAYROLL TAXES
-
$43,750
500
3,390
2,900
9,370
340
160
60,410
$184,910
5,803
14,762
9,795
33,708
981
2,360
252,319
$116,030
700
8,930
6,200
29,240
840
2,920
164,860
OPERATING EXPENSES
5462 R&M EQUIPMENT
5463 R&M BUILDING
5464 R&M GROUND
-
4,000
27,600
30,000
276,400
1,000
4,000
343,000
4,508
4,565
18,443
156,129
1,709
8,338
193,692
4,000
10,000
15,000
119,000
2,500
4,000
154,500
CAPITAL OUTLAY
5666 OTHER IMPROVEMENTS
-
TOTAL EXPENDITURES
-
-
403,410
100,898
29,657
130,555
576,566
-
319,360
144
TRANSPORTATION (574)
PROGRAMS/SERVICES
The Transportation Division provides free shuttle bus service to residents and visitors to meet the transportation
needs of the community with a focus on reliability, safety, and courtesy.
This service is partially funded through the Miami-Dade County Transit Surtax and provides regional transit
opportunities to residents and visitors by linking services with the neighboring cities of Aventura and North Miami
Beach.
◊ Implemented a revised schedule to meet the increasing needs for residents to travel to and from the Norman S.
Edelcup / Sunny Isles Beach K-8 School.
◊ Increased the ridership on the Mt. Sinai route.
◊ Implemented services to connect with the City of Hallandale Beach, providing for community travel to regional
attractions such as Gulfstream Park. Also, implemented services to connect with the Town of Surfside to
transport residents and visitors to South Beach. This expansion provides greater appeal to those who desire to
stay in the luxury community of Sunny Isles Beach and enjoy a day trip to South Beach.
◊ Transported 150,377 passengers throughout the year.
◊ Acquire new buses through grant funding to provide more reliable transportation service and save on repair
costs.
◊ Increase marketing efforts throughout the year of the Shuttle Bus service through outreach programs to
increase ridership. Integrate the bus schedule with a Google map application that will provide for greater
internet exposure and ease of use for passengers.
FY 2010/2011 FY 2011/2012 FY 2011/2012 FY 2012/2013
ACTUAL
TARGET
ACTUAL
TARGET
Number of passengers transported.
Number of outreach meetings / appearances.
Number of complaints.
133,323
1
18
150,377
4
13
164,953
2
15
160,000
4
12
145
11 STREET CONSTRUCTION AND MAINTENANCE FUND
REVENUES
TRANSIT SYSTEM SURTAX
TOTAL REVENUES
APPROPRIATIONS
PERSONNEL SERVICES
OPERATING EXPENSES
CAPITAL OUTLAY
NET RESULTS
FY 2010/2011
ACTUAL
REV/EXP
FY 2011/2012
ADOPTED
BUDGET
FY 2011/2012
PROJECTED
REV/EXP
FY 2012/2013
ADOPTED
BUDGET
$
$
613,591
613,591
$
$
616,920
616,920
$
$
699,469
699,469
$
$
680,000
680,000
$
$
$
339,077
235,953
9,809
584,839
$
$
366,070
182,560
548,630
$
$
393,939
170,903
93,289
658,131
$
369,500
205,930
135,410
710,840
$
(44,540)
$
68,290
$
114,630
$
(30,840)
REVENUES
$
63,080
The increase is primarily attributed to the projections for the current fiscal year and an anticipation that sales will, at
minimum, remain at this rate.
PERSONNEL SERVICES
$
3,430
The increase is primarily attributed to the slight increases in health insurance benefits, change in pension costs, and a
OPERATING EXPENSES
$
23,370
The net increase is primarily attributed to the increase in electricity for street lighting and the repairs of bus shelters offset
by the decrease in road repairs.
CAPITAL OUTLAY
$
135,410
The increase in capital outlay is based on the needs of the department. The capital outlay requests include vehicle
replacement program for one bus and 14 new bus shelters for bus stop locations currently without shelters.
POSITION TITLE
Transportation Supervisor
Office Assistant
Bus Driver
TOTAL FTEs
FY 2010/2011
ACTUAL
FY 2011/2012
ADOPTED
FY 2011/2012
PROJECTED
FY 2012/2013
ADOPTED
1.0
1.0
6.6
1.0
1.0
6.6
1.0
1.0
6.6
1.0
1.0
6.6
8.6
8.6
8.6
8.6
146
PERSONNEL SERVICES
5140 OVERTIME
5210 PAYROLL TAXES
FY 2010/2011
ACTUAL
EXPENSES
FY 2011/2012
ADOPTED
BUDGET
FY 2011/2012
PROJECTED
EXPENSES
FY 2012/2013
ADOPTED
BUDGET
$272,767
7,556
23,955
20,612
53,316
1,095
6,613
8,025
393,939
$261,830
8,000
20,700
16,630
44,730
1,450
12,730
366,070
$245,304
8,569
20,804
11,916
43,399
1,218
7,868
339,077
$267,070
8,000
22,020
14,640
45,850
1,190
10,730
369,500
42,481
55,709
65,840
6,873
500
660
24,000
13,650
46,430
7,200
3,120
60,000
10,000
17,000
182,560
660
39,333
94,772
7,550
1,331
78,758
13,547
235,953
500
660
48,000
13,650
45,000
8,000
7,000
3,120
70,000
10,000
205,930
9,809
9,809
27,150
108,260
135,410
584,839
710,840
OPERATING EXPENSES
5314 PROMOTIONAL
5410 TELEPHONE
5431 STREET LIGHTING
5450 INSURANCE
5461 R&M VEHICLES
5462 R&M EQUIPMENT
5470 PRINTING
5523E GAS - TRANSPORTATION
5524 TIRES
5588 ROAD REPAIRS
170,903
CAPITAL OUTLAY
5641 EQUIPMENT
5642 VEHICLES
93,289
93,289
TOTAL EXPENDITURES
658,131
548,630
147
DEPARTMENT NAME
DIVISION NAME
Public Works
Transportation
DEPT/DIV TOTAL COST
NO.
FUNDED
574
135,410
FUNDED
Quantity
Item
1
Chevy C-5500 Buses
This will replace the current 2004 Chevy C5500, which has approximately 174,000 miles
and annual R/M costs of $29,000.
108,260
Y
2
Chevy C-5500 Buses
This will replace the current 2004 Chevy C5500, which has approximately 152,000 miles
and annual R/M costs of $26,000 and a 2004
Ford E0550, which has approximately 133,000
miles and annual R/M costs of $15,000.
216,520
N
1
Chevy E-2500
This vehicle would be used for transportation of
smaller passenger numbers to Mt. Sinai.
21,850
N
New Bus Shelters (30" D x To maintain in inventory and utilize upon the
assessment of needs.
79" wide)
27,150
Y
2
Cost
148
STREETS MAINTENANCE (541)
PROGRAMS/SERVICES
The Streets Maintenance Division is tasked with the general maintenance of rights of way under the City's
jurisdiction including parking lots and City owned properties. Street maintenance also includes debris removal and
the supervision of contracted vendors providing services within the rights of way.
The division services 46 bus shelter areas and provides for clean and safe shelter use by visitors and residents
alike. Additionally, the division assists in the promotion of the City of Sunny Isles Beach by way of installation and
removal of street banners and other decorative lights and features throughout the year.
◊ Provided 11.71 miles of clean and debris free right-of-ways and street for our residents while complying with
NPDES regulations.
◊ Quickly and efficiently maintained and installed necessary fencing on Collins Avenue medians when damaged
by numerous vehicular accidents.
◊ Complete the sidewalk beautification on the west side of Collins Avenue.
◊ Repaint all City crosswalks to allow for greater visibility to vehicular traffic and to pedestrians.
FY 2010/2011 FY 2011/2012 FY 2011/2012 FY 2012/2013
City Maintained miles of streets.
Fencing repairs and maintenance.
ACTUAL
TARGET
ACTUAL
TARGET
7.2
N/A
7.2
100%
7.2
95%
7.2
100%
149
REVENUES
FIRST LOCAL OPT FUEL TAX
STATE REVENUE SHARING
TOTAL REVENUES
APPROPRIATIONS
PERSONNEL SERVICES
OPERATING EXPENSES
OTHER DISBURSEMENTS
NET RESULTS
FY 2010/2011
ACTUAL
REV/EXP
FY 2011/2012
ADOPTED
BUDGET
FY 2011/2012
PROJECTED
REV/EXP
FY 2012/2013
ADOPTED
BUDGET
$
-
$
180,370
90,990
271,360
$
212,475
103,256
315,731
$
$
$
212,054
322,936
17,367
552,357
$
$
211,990
149,000
140,000
500,990
$
$
-
$
231,190
465,000
696,190
$
-
$
(229,630)
$
(236,625)
$
(362,930)
$
$
$
$
$
216,330
116,930
333,260
REVENUES
$
61,900
The increase is based on the anticipation of an increase in gallons of fuel purchased. Estimates are provided by the
State and then adjusted slightly.
PERSONNEL SERVICES
$
19,200
The increase is a result of one staff moving to Facility Maintenance and another coming from Public Works
Administration. The incoming position is at a higher rate. In addition, there are slight increases in health insurance
benefits, change in pension costs and a 3% cost of living increase provided for in April 2012.
OPERATING EXPENSES
$
316,000
The increase is primarily related to the recognition of the water utility expense, ground maintenance related to the right of
ways and the maintenance of the crosswalks.
OTHER DISBURSEMENTS
$
(140,000)
The increase is based on the Capital Improvement Projects programmed.
FY 2010/2011
ACTUAL
POSITION TITLE
Maintenance Foreman - Streets
Maintenance Worker III
TOTAL FTEs
0
FY 2011/2012
ADOPTED
FY 2011/2012
PROJECTED
FY 2012/2013
ADOPTED
1
0
1
2
1
1
0
2
1
1
0
2
4
4
4
150
FY 2010/2011
ACTUAL
EXPENSES
FY 2011/2012
ADOPTED
BUDGET
FY 2011/2012
PROJECTED
EXPENSES
FY 2012/2013
ADOPTED
BUDGET
$0
PERSONNEL SERVICES
5140 OVERTIME
5210 PAYROLL TAXES
-
$140,600
10,000
11,520
9,910
33,530
1,130
5,300
211,990
$146,108
9,835
12,165
8,039
32,609
937
2,360
212,054
$162,530
5,000
12,820
8,900
34,680
1,210
6,050
231,190
OPERATING EXPENSES
5433 WATER
5464 R&M GROUND
5588 ROAD REPAIR
-
2,000
100,000
5,000
2,000
40,000
149,000
2,536
65,630
234,666
2,470
1,300
16,334
322,936
2,000
80,000
336,000
5,000
2,000
40,000
465,000
OTHER DISBURSEMENTS
CAPITAL IMPROVEMENT PROG
-
140,000
140,000
17,367
17,367
TOTAL EXPENDITURES
-
500,990
552,357
696,190
151
STORMWATER OPERATIONS (538)
PROGRAMS/SERVICES
The Stormwater division maintains all stormwater drainage within public right-of-way in an effort to
enhance/maintain the quality of life in the City. The Stormwater division installs, maintains, and repairs all
stormwater related infrastructure including, but not limited to, catch basins and storm drains within public right-ofway. Maintenance of the City's storm sewer system includes: sweeping streets, administrating contract for
cleaning of lines and catch basins, and other services related to the proper discharging of rainwater runoff.
The Stormwater division is tasked with maintaining environmental compliance with the National Pollutant Discharge
Elimination System (NPDES) permit requirements; inspect public and private drainage projects; administer
planning; and design review for compliance with regulatory requirements. The department is also focused on
educating the public for the need to protect the stormwater system from illegal dumping.
◊ Continued inspection and repair of stormwater lines.
◊ Entered into a new cost saving agreement with a contractor to conduct cleaning of stormwater drains, catch
basin and jetting of lines.
◊ Complete the drainage improvements on 174th Street.
◊ Provide promotional and informative items regarding the affects of illegal dumping on the stormwater system to
students and residents during special events.
FY 2010/2011 FY 2011/2012 FY 2011/2012 FY 2012/2013
ACTUAL
TARGET
ACTUAL
TARGET
Tons of material collected.
Catch basins cleaned.
Linear feet of pipe cleaned.
Miles of storm drain pipe maintained.
296.32
0
0
6.03
300
250
2500
6.03
446
250
2500
6.03
500
363
2500
6.03
152
40 STORMWATER MANAGEMENT FUND
REVENUES
STORMWATER FEES
INTEREST
TOTAL REVENUES
APPROPRIATIONS
PERSONNEL SERVICES
OPERATING EXPENSES
OTHER DISBURSEMENTS
NET RESULTS
FY 2010/2011
ACTUAL
REV/EXP
FY 2011/2012
ADOPTED
BUDGET
FY 2011/2012
PROJECTED
REV/EXP
FY 2012/2013
ADOPTED
BUDGET
$
972,564
3,831
976,395
$
945,000
3,000
948,000
$
965,622
4,959
970,581
$
$
$
127,400
104,168
195,516
427,084
$
$
132,830
226,990
530,000
889,820
$
$
133,743
133,356
499,498
766,597
$
133,740
228,340
525,000
887,080
$
209,798
$
58,180
$
543,498
$
66,420
$
$
$
$
$
950,000
3,500
953,500
REVENUES
$
5,500
$
910
Overall, the increase is minimal.
PERSONNEL SERVICES
The increase is a result of change over in staff and a slight increases in health insurance benefits, change in pension
costs and a 3% cost of living increase provided for in April 2012.
OPERATING EXPENSES
$
1,350
The increase is a result of changes to many line items. The most significant is the $58,000 administrative chargeback
from the General Fund for administrative support such as Human Resources, Finance, City Attorney's Office, etc.
OTHER DISBURSEMENTS
$
(5,000)
The decrease is based on the payment schedule of the outstanding debt.
POSITION TITLE
Administrative Assistant to Director
TOTAL FTEs
FY 2010/2011
ACTUAL
FY 2011/2012
ADOPTED
FY 2011/2012
PROJECTED
FY 2012/2013
ADOPTED
1
1
1
1
1
1
1
1
2
2
2
2
153
40 STORMWATER MANAGEMENT FUND
FY 2010/2011
ACTUAL
EXPENSES
FY 2011/2012
ADOPTED
BUDGET
FY 2011/2012
PROJECTED
EXPENSES
FY 2012/2013
ADOPTED
BUDGET
PERSONNEL SERVICES
5140 OVERTIME
5210 PAYROLL TAXES
$95,024
4,485
7,596
8,900
15,814
426
1,498
133,743
$91,400
5,000
7,380
6,350
17,510
740
4,450
132,830
$97,899
1,860
6,504
4,785
13,923
461
1,967
127,400
$95,760
5,000
7,710
5,350
18,080
570
1,270
133,740
OPERATING EXPENSES
5343 STORMWATER COMPLIANCE
5395 ADMINISTRATIVE CHARGEBACK
5420 POSTAGE
5432 ELECTRICITY
5433 WATER
5455 SOLID WASTE
5461 R&M-VEHICLES
5462 R&M-EQUIPMENT
5463 R&M-BUILDING
5466 R&M-LINES
5470 PRINTING
5523 GAS
5524 TIRES
5541 DUES, SUBS, MEMBERSHIPS
26,944
6,172
3,873
5,553
46,162
596
39,960
1,518
2,004
29
545
133,356
5,000
26,640
500
11,000
6,600
50,000
34,000
15,000
500
45,000
10,000
3,000
3,000
750
5,000
1,500
500
1,000
3,000
5,000
226,990
12,299
6,686
3,864
6,613
24,960
264
46,170
262
60
2,130
533
110
219
104,168
5,000
32,140
58,000
500
9,000
4,400
10,000
25,000
5,000
500
60,000
8,000
500
500
300
3,500
1,000
500
1,000
1,500
2,000
228,340
OTHER DISBURSEMENTS
5710 DEBT SERVICE
5720 DEBT-INTEREST
289,922
209,576
499,498
331,000
199,000
530,000
195,516
195,516
340,000
185,000
525,000
TOTAL EXPENDITURES
766,597
889,820
427,084
887,080
154
PROPERTY MANAGEMENT (540)
10 GENERAL FUND
FY 2010/2011
ACTUAL
EXPENSES
FY 2011/2012
ADOPTED
BUDGET
FY 2011/2012
PROJECTED
EXPENSES
FY 2012/2013
ADOPTED
BUDGET
OPERATING EXPENSES
5463 R&M BUILDING
5464 R&M GROUND
5495 PROPERTY TAX
11,435
307,778
319,213
20,000
20,000
80,000
120,000
69,958
69,958
-
TOTAL EXPENDITURES
319,213
120,000
69,958
-
155
Director
Susan Simpson
Evelyn Rodriguez
Events Coordinator
Caridad Martinez
Facilities Operation
Manager
Vacant
(Frozen not funded)
Supervisor
Proposed Position
Worker I (2)
Proposed Positions
Supervisor
Joel Grunzweig –
Northern District
Worker I (3)
Northern District
Kermit Johnson
Allen Tongue
Christopher Walker
Assistant Director
Sylvia Flores
Supervisor
Cesar Moreno –
Central District
Worker I (3)
Central District
Ellis Milledge
Mateo Carralero
Frank Molino
Athletic Program
Coordinator
Lester Alexander
Sports Coaches
(P/T) (17)
Agustin Ackerman
Todd Avery
Juan Bareno
Wesley Desa
Diego Echeverria
Harris Freedman
Fernando Gonzalez
Alejandro Mendez
Robert Manning
Oriana Peneranda
Enrique Quintero
Vacant (6)
Assistant
Events
Specialist (P/T)
Vacant
Youth Program Counselor
(P/T) (25)
Jessy Bernard
Angelica Capeles
Brittany Crawford
Stephanie Dirrocco
Joanna Childs
Nicole Essix
Melissa Gonzalez
Norelli Liguori
Claudia Londono
Melvin Packeel
Macender Pierre-Louise
Stephanie Riboul
Karen Rodriguez
Amber Masters
Deandra Maurice
Pharin Walker
Jakari Williams
David Meyer
Marcus Mintz
Josie Vital
Vacant (5)
Branding
(Contracted Service)
Event Workers
(Temp)
As Needed
Community Center
Supervisor
Inna Kartunova
Youth Program
Supervisor
Roy Ortiz
SIBTMC – Executive
Director
Ibis Romero
Program
Instructors
Contractual
Outreach
Coordinator
Vacant
(Frozen not funded)
Communications
Coordinator
Alayne Yeash
Administrative
Coordinator II
Vacant
Front Desk Office
Assistant (5)
Don Alcime
Marie Napolitano
Fernanda Gonzalez (P/T)
Kathy Fernandez (P/T)
Vacant (P/T)
Office Assistant
Agustina Graddick
Proposed
Reclassification to
Administrative
Coordinator II
Video & Radio
Production
Specialist
Mike Tribby
Assistant Video,
Radio & Social
Media Specialist
Vacant
Custodians (2)
Robert Barrera
William Fletcher
157
CULTURAL & COMMUNITY SERVICES (572)
PROGRAMS/SERVICES
Cultural and Community Services provides community services to City residents and visitors. Overall, this
includes cultural events, special events, athletic and recreation programs, senior socialization services, after
school and summer camp programs. The Cultural and Human Services Division specifically addresses the
administration of the department as well as the cultural events, special events, the Visitor's Center, Resident and
Tourism promotion, and communications including; SIBTV, SIBRadio, the Sunny Isles Beach Sun Community
Newspaper, City publications, and the City's website, www.sibfl.net.
Administration of the Department includes City communications, and preparation and administration of the
department's annual operating budget, personnel recruitment, departmental grant administration, Sister City
Program management, and film permitting.
◊ Doubled attendance at the Golden Era movies from an average 40 attendees to more than 80 guests per event.
◊ Held several Resident ID Card drives resulting in the issuance of an additional 955 ID cards.
◊ Developed, produced and distributed a quarterly newsletter to all residents bringing the City's news to the
doorstep of over 14,000 residents.
◊ Increase attendance at the Four Season's Cultural Series.
◊ Redesign the City's website to include an Events Photo page, on demand SIBTV video library, and links to
relative resources including the Sister City Partners.
◊ Produce and air one new informational piece for broadcast on SIBTV quarterly which would also be available on
demand through the City's website.
◊ Establish a Social Media Program.
◊ Plan and implement a Special Event program for Gateway Park anticipated to open during FY 13.
FY 2010/2011 FY 2011/2012 FY 2011/2012 FY 2012/2013
ACTUAL
TARGET
ACTUAL
TARGET
Average Attendance at Community Events.
Average Paid Attendance at Public Events
Number of Media Impressions.
Resident ID cards issued.
200
65
N/A
0
320
70
138
936
548
116
164
1,989
600
150
175
1,000
158
10 GENERAL FUND
REVENUES
CULTURAL EVENTS
SPECIAL EVENTS
KATZ SPORTS
SPONSORSHIPS
JAZZ FEST
JAZZ TICKET
TOTAL REVENUES
APPROPRIATIONS
PERSONNEL SERVICES
OPERATING EXPENSES
CAPITAL OUTLAY
NET RESULTS
FY 2010/2011
ACTUAL
REV/EXP
FY 2011/2012
ADOPTED
BUDGET*
FY 2011/2012
PROJECTED
REV/EXP
FY 2012/2013
ADOPTED
BUDGET
$
12,224
6,622
11,000
8,005
1,565
39,416
$
15,000
1,000
75,000
15,000
20,000
6,000
132,000
$
19,162
9,319
75,000
10,300
20,355
5,107
139,243
$
$
$
375,667
619,674
995,341
$
$
461,200
676,640
1,137,840
$
$
305,976
537,107
33,314
876,397
$
585,360
846,950
126,300
1,558,610
$
(836,981)
$
(1,005,840)
$
(856,098)
$
(1,434,610)
$
$
$
$
$
15,000
8,000
75,000
5,000
15,000
6,000
124,000
REVENUES
$
(8,000)
The decrease is contributed to the expectation of Jazz Fest and General Sponsorships.
PERSONNEL SERVICES
$
124,160
The increase is primarily attributed to the addition of 4 positions approved in February 2012, reclassifying a position and a
salary adjustment for another position offset by 2 positions whose funding has been frozen. In addition, slight increases
in health insurance benefits, change in pension costs and a 3% cost of living increase provided for in April 2012.
OPERATING EXPENSES
$
170,310
The increase is primarily attributed to anticipated Special Events to occur as a result of the Grand Opening of Gateway
Park and the Pier offset by not funding the boat race. Also, as of February 2012, Communications and Community
Outreach is an additional function of this division, operating costs such as City-wide signs, A/V professional services, and
R/M equipment have been included.
CAPITAL OUTLAY
$
126,300
The increase in capital outlay is based on the needs of the department. The significant items include the replacement of
the Commission Chambers A/V equipment and providing for other additional equipment.
POSITION TITLE
Cultural & Community Services Director
Administrative Coordinator II
Outreach Coordinator
Communications Coordinator
Events Coordinator
Assistant Events Specialist
Office Assistant
Video & Radio Production Specialist
Asst Video, Radio, & Social Media Spec.
Event Workers
SIB Tourism & Marketing-Exec Director**
FY 2010/2011
ACTUAL
FY 2011/2012
ADOPTED*
FY 2011/2012
PROJECTED
FY 2012/2013
ADOPTED
1
0
1
0
0
1
0
1
0
0
0.1
0
1
0
1
0
0
1
0
1
1
0
0.1
0
1
1
1
1
1
1
0.5
1
1
1
0.1
0
1
1
2
1
1
1
0.5
0
1
1
0.1
1
4.1
5.1
9.6
9.6
**Funded by the Greater Miami Convention and Visitors Bureau and not included in the Total FTE count)
159
10 GENERAL FUND
FY 2010/2011
ACTUAL
EXPENSES
FY 2011/2012
ADOPTED
BUDGET*
PERSONNEL SERVICES
5140 OVERTIME
5210 PAYROLL TAXES
$215,518
1,875
18,308
21,974
28,538
1,779
394
17,590
305,976
$296,950
15,000
27,110
26,760
50,750
2,650
6,980
35,000
461,200
259,631
3,159
23,318
22,256
36,174
1,807
3,147
26,175
375,667
422,700
9,000
34,240
36,590
67,070
2,510
5,750
7,500
585,360
OPERATING EXPENSES
5311 OTHER CONTRACTUAL SERV
5314 PROMOTIONS
5314B PUBLICATIONS
5401 ALLOWANCE/MILEAGE
5410 TELEPHONE
5420 POSTAGE
5461 R&M VEHICLE
5462 R&M EQUIPMENT
5463 R&M BUILDING
5470 PRINTING
5480 ADVERTISEMENT
5492 BANK CHARGES
5521 UNIFORMS
5527 BANNERS
5574 SPECIAL EVENT
5577 CULTURAL EVENTS
5616 SIGNS
5578 SIBRA
21,709
24,484
47,438
8,693
1,044
8,681
28,323
13,351
279
865
2,519
300
235,034
27,535
116,852
537,107
29,500
30,000
61,420
6,000
660
12,800
56,300
3,000
600
27,000
400
500
1,110
1,620
2,500
271,730
28,500
143,000
676,640
8,542
33,655
19,058
50,999
6,345
1,245
11,742
27
22,855
1,850
422
11,715
50
1,155
1,236
1,408
251,687
21,100
174,584
619,674
48,900
32,000
60,720
19,000
9,600
3,310
10,600
3,000
15,400
56,900
5,030
420
500
16,650
400
500
1,700
7,120
3,000
306,200
33,000
60,000
153,000
846,950
CAPITAL OUTLAY
5641 EQUIPMENT
33,314
33,314
TOTAL EXPENDITURES
876,397
1,137,840
FY 2011/2012
PROJECTED
EXPENSES
FY 2012/2013
ADOPTED
BUDGET
995,341
126,300
126,300
1,558,610
160
DEPARTMENT NAME
DIVISION NAME
Quantity
Item
DEPT/DIV TOTAL COST
NO.
FUNDED
572
126,300
FUNDED
Cost
Complete upgrade of cameras and recording
equipment for the Commission Chambers which
Commission Chambers includes an upgrade from analog to digital. The
Audio/Visual Replacement current system is the original seven year old
system and parts and replacement components
are no longer available.
110,000
Y
2
Canon XA10 HD
Camcorder
High definition camcorder to replace existing
seven year old digital video camcorders to
improve acquisition quality and decrease
content ingestion for editing on Final Cut Pro.
4,400
Y
1
Apogee Duet 2 Digital
Audio Interface
Digital audio mixer package for use with Mac
Computer/Final Cut pro and other existing
software to create and mix audio files for SIB
Channel 77 and SIB Radio
1,400
Y
1
Canon 24-70mm f/2.8
Lens
Wide angle-telephoto zoom lens with 2.8
aperture to allow low light level event coverage
in partnership with new existing Canon 7D
DSLR camera.
1,450
Y
1
Sachtler 0373 FSH-4
Tripod System
Tripod system to support additional camera
inventory.
1,050
Y
4
Risers
To be used for special events.
8,000
Y
1
161
Senior Action Committee Meetings / Events
DEPARTMENT NAME
DIVISION NAME
DEPT/DIV
NO.
CCS
572
TOTAL COST
REQUESTED
$5,200
Justification
The Senior Action Committee programs / meetings were funded last year at $5,000. The Committee is
recommending an increase to their budget of $5,200 which will allow for 8 monthly meetings at $400 per meeting
($3,200), 3 field trips wherein the cost will be shared between participants and the City ($3,000), and a musical
festival for the City free of charge ($4,000). Total equals $10,200 an increase of $5,200 from last fiscal year
which is currently requested in this year's operating budget.
Required Resources
New Personnel
Number of
Positions
(A)
Account
Number
5577
Salary (B)
Title
Fringe
Benefits (C)
-
Cost A x (B +C)
-
Description
Cultural Events / Senior Action Committee Meetings/Events
Account
Number
Cost
5,200
One Time Costs
Description
Cost
Benefits
The meetings have increased in popularity and therefore the expense to host the additional attendees at the same
level of service increases. By funding the Musical Festival, the committee can hire quality entertainers rather than
relying on volunteer performers which will provide a more appealing event for the residents. And by subsidizing
the field trips, it will be more affordable for our residents to attend these venues outside of the City.
Not Recommended
162
Gateway Park Grand Opening Event
DEPARTMENT NAME
DIVISION NAME
DEPT/DIV
NO.
TOTAL COST
REQUESTED
572
$17,780
Justification
As one of the last major parks to be built in the City and it being the Gateway into the City, it is anticipated to be a
magnificent event with high quality entertainment to show off the new stage. With the opening of Gateway Park, it
is expected that special events will be programmed at this park on a monthly basis. Some will be in minimal
expenses while others will be greater. The funding level is for 1/4th of the fiscal year as the opening of the park is
anticipated for June 2013 plus the Grand Opening event.
Required Resources
New Personnel
Number of
Positions
(A)
4
Fringe
Salary (B)
Benefits (C)
450
45
Title
Temporary-Special Event Workers
Cost A x (B +C)
1,980
-
Account
Number
5480
5574
Description
Cost
800
15,000
Advertising
Special Events
Account
Number
One Time Costs
Description
Cost
Benefits
RECOMMENDED
163
Pier Park Ribbon Cutting Event/New Year's Eve Party/Fireworks
DEPARTMENT NAME
DIVISION NAME
DEPT/DIV
NO.
TOTAL COST
REQUESTED
572
$30,000
Justification
As with all major City projects and accomplishments, the City hosts a grand opening / ribbon cutting event. With
the timing of the pier completion coinciding with New Year's, it would be an ideal time and way to bring recognition
to the major capital project and public / private partnership. We will seek hotel partners to defray some of the cost
of the fireworks.
Required Resources
New Personnel
Number of
Positions
(A)
Salary (B)
Title
Fringe
Benefits (C)
Cost A x (B +C)
-
Account
Number
Description
One Time Costs
Account
Number
5120
5480
5574
Cost
Description
Cost
1,000
800
28,200
Event Workers
Advertising
Special Events
Benefits
This event would not only provide great PR and Marketing for the City and for the new Pier but it would also benefit
all of the residents and visitors who desire to have a fireworks display on New Years Eve. This has not been
possible in years past due to the expense of a barge; whereas with the completion of the pier, we can have a
greater show at a less expense.
RECOMMENDED
164
Reclassify Visitor Center Office Assistant to Administrative Coordinator II
DEPARTMENT NAME
DIVISION NAME
DEPT/DIV
NO.
TOTAL COST
REQUESTED
572
$7,560
Justification
The full-time position currently assigned to the Visitor Center is classified as an Office Assistant. This position
includes many responsibilities above and beyond the general office assistant. These include product management
(ordering/inventory/stocking of supplies), office management (updating information and brochures, daily deposit
prep, reports, etc.), liaison with hotels, representative of the City for the Concierge Association, and Administrative
Assistant to the SIBTMC Executive Director. The responsibilities outlined are more reflective of an Administrative
Coordinator Position.
Required Resources
New Personnel
Number of
Positions
(A)
1
-1
Fringe
Salary (B)
Benefits (C)
32,390
12,590
25,710
11,710
Title
Office Assistant
Account
Number
Account
Number
Cost A x (B +C)
44,980
(37,420)
-
Description
Cost
One Time Costs
Description
Cost
Benefits
The incumbent of this position is responsible for the management of the Visitor Center, ensuring product inventory,
control, appearance, and representation to the public. The skill set required to properly fulfill the role of this
position is that of a higher level, befitting an Administrative Coordinator II, not an Office Assistant, in order to
continue to provide a well-managed, smoothly-operating Center, with adequate product, staff knowledge, etc.
RECOMMENDED
165
Reclassify Video Production Specialist to Video/Radio Station Manager
DEPARTMENT NAME
DIVISION NAME
DEPT/DIV
NO.
TOTAL COST
REQUESTED
572
$5,570
Justification
With the additional duties assigned to the Video Production Specialist and the supervisory role this position will be
responsible for, it is recommended that this position be reclassified to a supervisors salary range with a 10% salary
increase as per city standards/guidelines.
Required Resources
New Personnel
Number of
Positions
(A)
1
-1
Fringe
Salary (B)
Benefits (C)
54,060
16,350
49,150
15,690
Title
Video/Radio Station Manager
Video Production Specialist
Account
Number
Account
Number
Cost A x (B +C)
70,410
(64,840)
-
Description
Cost
One Time Costs
Description
Cost
Benefits
The incumbent of this position is now responsible for the management and supervision of an assistant. As such
the skill set required to properly fulfill the role of this position is that of a higher level, befitting a supervisor's salary,
in order to provide guidance, training, instruction, coaching, and supervision to provide more timely and
comprehensive television and radio programming as well as video production of Commission meetings.
RECOMMENDED
166
PELICAN COMMUNITY PARK (573)
PROGRAMS/SERVICES
The Cultural and Human Services / Pelican Community Park Division provides community services to City
residents and visitors at Pelican Community Park. Primarily this Division provides After School Programs to the
students of the Norman S. Edelcup / SIB K-8 School and camps for school breaks including summer, winter and
spring. Specialized programs include karate, dance, gymnastics, musical theater, art, foreign languages,
computers, chess and many others.
For adults, this Division offers classes and events that focus on the health and overall well-being of the community
including yoga, chair exercises, art, computer classes, lectures and special events. Other programs offered
include AARP driving courses, tax help, and CPR classes.
This Division continuously seeks and works with other agencies to provide quality, free or low cost programs to
benefit Sunny Isles Beach residents and encourage residents to utilize all services offered to them. Furthermore,
the Community Center offers rental opportunities for hosting private events such as family reunions, weddings,
birthdays and lectures.
◊ Increased Community Center rental revenues at Pelican Community Park by 31 %.
◊ Assessed and realigned community center programming to provide more high demand programming resulting in
a gross increase of two new programs which resulted in increased revenues.
◊ Increased registration in the After School Program to provide more service to the youth of the community.
◊ Launch on-line registrations and payment options for program participants to make program registrations more
convenient.
◊ Produce and offer a new variety of teen programs and increase volunteer opportunities for this demographic.
◊ Replace the natural grass and clay at the Chief Fred Maas Baseball Field with artificial turf.
FY 2010/2011 FY 2011/2012 FY 2011/2012 FY 2012/2013
ACTUAL
TARGET
ACTUAL
TARGET
Summer and Day Camp Participants.
After School Program Participants.
Community Center Program Registrations.
Pelican Community Park Memberships.
570
309
421
264
484
346
813
650
512
386
1,553
630
500
370
1,000
500
167
10 GENERAL FUND
REVENUES
AFTER SCHOOL PROGRAM
SUMMER CAMP
COMMUNITY/RECREATION
FITNESS
CONCESSIONS
TOTAL REVENUES
APPROPRIATIONS
PERSONNEL SERVICES
OPERATING EXPENSES
CAPITAL OUTLAY
NET RESULTS
FY 2010/2011
ACTUAL
REV/EXP
FY 2011/2012
ADOPTED
BUDGET
FY 2011/2012
PROJECTED
REV/EXP
FY 2012/2013
ADOPTED
BUDGET
$
437,263
254,891
68,379
20,259
3,121
783,912
$
305,000
321,000
90,000
30,000
600
746,600
$
457,078
261,817
80,282
35,324
6,456
840,955
$
832,604
580,915
4,623
1,418,142
$
782,850
715,960
6,580
1,505,390
$
785,285
569,367
3,339
1,357,990
$
$
$
$
$
(634,230)
$
$
$
(758,790)
$
$
$
(517,035)
450,000
270,000
60,000
20,000
5,300
805,300
$
914,420
690,790
58,750
1,663,960
$
$
(858,660)
REVENUES
$
58,700
The increase is primarily attributed to the increase in the number of participants the After School Program can
accommodate offset by the decrease in participation in the Summer Camp program.
PERSONNEL SERVICES
$
131,570
The increase is primarily attributed to the increase in staff hours required to support the Afterschool Program, the
proposed salary adjustments for the Afterschool counselors and supervisors. In addition, there were salary adjustments
that occured during the year combined with slight increases in health insurance benefits, change in pension costs, and a
OPERATING EXPENSES
$
(25,170)
The decrease is primarily attributed to the decrease in costs related to Summer Camp program which is directly related to
the decrease in attendance anticipated.
CAPITAL OUTLAY
$
52,170
The increase in capital outlay is based on the needs of the department. The significant items include the replacement of
the Commission Chambers A/V equipment and providing for additional equipment.
POSITION TITLE
Assistant Director
Community Center Coordinator
Facility Operations Supervisor
Facility Operations Worker
Office Assistant
Custodian
Youth Program Supervisor
Youth Program Counselor
Junior Camp-Ocean Rescue
TOTAL FTEs
FY 2010/2011
ACTUAL
1.00
1.00
0.00
2.00
3.10
0.10
1.00
16.80
0.28
FY 2011/2012
ADOPTED
1.00
1.00
0.00
2.00
3.10
0.10
1.00
16.80
0.28
FY 2011/2012
PROJECTED
1.00
1.00
1.00
1.00
3.10
0.10
1.00
18.00
0.28
FY 2012/2013
ADOPTED
1.00
1.00
1.00
1.00
3.10
0.10
1.00
18.75
0.28
25.28
25.28
26.48
27.23
PELICAN COMMUNITY PARK
168
10 GENERAL FUND
FY 2010/2011
ACTUAL
EXPENSES
FY 2011/2012
ADOPTED
BUDGET
FY 2011/2012
PROJECTED
EXPENSES
FY 2012/2013
ADOPTED
BUDGET
PERSONNEL SERVICES
5140 OVERTIME
5210 PAYROLL TAXES
$309,522
4,784
52,945
25,470
58,589
1,226
12,578
367,490
832,604
$580,550
7,000
47,780
38,770
49,420
1,530
21,440
36,360
782,850
$592,761
11,268
48,925
32,970
49,846
1,249
9,284
38,982
785,285
$741,530
5,000
57,620
44,110
49,120
1,530
15,510
914,420
OPERATING EXPENSES
5341A JANITORIAL-PCP
5347 SIBSCHLANS
5410 TELEPHONE
5432 ELECTRICITY
5433 WATER
5441A PER PRINT COSTS
5450 INSURANCE
5463 R&M BUILDING
5464 R&M GROUNDS
5470 PRINTING
5480 ADVERTISING
5492 BANK CHARGES
5521 UNIFORM ACCESSORIES
5571 AFTER SCHOOL PROGRAMS
5572 COMMUNITY CTR PROGRAMS
5573 ATHLETIC PROGRAMS
5575 SUMMER CAMP
52,431
3,503
381
53,807
18,790
11,301
50,890
37,995
5,195
750
18,426
1,035
7,533
2,144
59,755
62,042
43,476
151,461
580,915
52,800
6,700
60,000
21,000
12,800
9,600
40,000
48,700
56,960
11,300
1,250
12,000
4,800
7,500
2,000
68,000
84,000
216,550
715,960
47,905
4,711
1,004
53,984
19,984
7,858
10,457
33,958
49,487
39,735
8,177
23,335
6,141
6,580
2,335
59,776
58,300
135,640
569,367
4,500
50,400
3,500
4,830
60,000
20,000
14,120
10,000
40,000
58,880
46,760
9,600
750
12,000
5,400
5,650
4,400
4,000
2,000
68,000
81,600
184,400
690,790
CAPITAL OUTLAY
4,623
4,623
6,580
6,580
3,339
3,339
58,750
58,750
TOTAL EXPENDITURES
1,418,142
1,505,390
1,357,990
1,663,960
169
DEPARTMENT NAME
DIVISION NAME
DEPT/DIV TOTAL COST
NO.
FUNDED
573
55,500
FUNDED
Item
Wall Bumpers
Retrofit the 1st floor and 2nd floor of the
community center with chair rails to protect the
walls from the tables and chairs that are
stacked or moved against the walls. This is for
the product. The work will be completed by
department staff.
8,000
Y
1 set
Karate Mats
Interlocking karate mats to replace the old
karate mats that are worn on the edges from
constant (3 times per week) set up and break
down. Due to the wear they no longer 'interlock'
and create tripping hazards.
2,000
Y
4
Mats for
Gymnastics/Circus
Programs
Cushioned mats for the gymnastics and circus
programs to use to expand the instructional
opportunities and maintain enrollment.
3,000
Y
1
Playground Safety
Surfacing
Install a new top coat of safety surfacing over
the entire playground area. Despite spot repairs,
the surface is pulling apart creating an unsafe
play area. The surface has a 5 year life and this
system was installed in 2008.
18,000
Y
1
Cubicles and Work Areas
Cubicles and Storage Cabinets to Retrofit
existing offices for new personnel.
9,500
Y
Gym Divider
Large room divider to divide the gymnasium into
2 spaces to provide for more programming
opportunities. This is especially needed
considering that we will lose the use of the
school cafeteria for one year.
15,000
Y
Quantity
30
1
Cost
170
DEPARTMENT NAME
DIVISION NAME
DEPT/DIV TOTAL COST
NO.
FUNDED
573
3,250
FUNDED
Quantity
Item
1
Motorized Basketball
Backboard Winch
Replacement motorized winch to raise and
lower the basketball court backboards in the
gymnasium.
1,250
Y
1
Indoor Youth Rock
Climbing Wall
Indoor rock wall panels to install on the existing
gym wall which folds up for safety. This item will
enhance the membership amenities, a great use
of space, and use for the school.
15,000
N
Kiosk
A laptop and kiosk in the community center
lobby to provide for guests to sign up for events,
register for the eSIBi program and peruse the
City's website to enable the City to increase its
customer service and outreach efforts.
2,000
Y
1
Cost
171
After School Program-Personnel Salary Adjustment/Position Title Change
DEPARTMENT NAME
DIVISION NAME
DEPT/DIV
NO.
573
TOTAL COST
REQUESTED
$65,960
Justification
The after school program meets a need that many of the parents in the community require, as they have to work,
and need a safe, productive environment for their children's after school, while they are still at work. In order to
provide a high quality program, with trained and qualified personnel, we need to offer competitive salaries,
comparable to the skill level and responsibility expected of these individuals (being entrusted with the well-being
and healthy development of children).
Required Resources
New Personnel
Number of
Positions
(A)
25
-25
1
-1
Fringe
Salary (B)
Benefits (C)
16,970
2,620
14,783
2,405
34,110
13,770
28,920
13,050
Title
Youth Services Counselors (.75 FTE)
After School Counselors (.75 FTE)
Youth Services Supervisor
After School Supervisor
Account
Number
Account
Number
Cost A x (B +C)
489,750
(429,700)
47,880
(41,970)
Description
Cost
One Time Costs
Description
Cost
Benefits
It is important to offer a program at the highest level of standard expected for our community of Sunny Isles
Beach. Approving this adjusted salary rate for the personnel, will provide for qualified, trained individuals, who are
rewarded for the important role they play in the lives of our residents.
RECOMMENDED
172
ATHLETICS (576)
PROGRAMS/SERVICES
The Athletics Division of the Cultural & Human Services Department provides varied programming for youth and
adults at parks located throughout the City, including the gymnasium at Pelican Community Park. This
programming is focused on affording opportunities for novice participants to gain exposure to something new
which could potentially become a life-long passion or simply be a recreational outlet, as well as provide more
skilled participants a competitive arena to perfect their skills.
Youth programs are offered seasonally, and alternate throughout the year, to include sports such as basketball,
soccer, and cheerleading. In addition, an array of full-time sports camps are offered during the summer. Adult
programming includes sports leagues to promote continued good health and well being. Senior programming
provides low-impact athletic options, such as Bocce and Walking Club, to promote staying active, while also
providing a social outlet.
◊ Developed and implemented a Sports Field Permit process to afford residents the opportunity to utilize City
sports fields for recreational purpose, without needing to enroll in a City program.
◊ Doubled participation in the youth soccer league program, fostering relationships with neighboring communities
and providing a safe, recreational outlet for local programs.
◊ Increased the age range for the competitive travel soccer program that afforded younger players and opportunity
to seek advancement in training locally.
◊ Host a 5K fitness, awareness or fun walk for the residents
and visitors.
◊ Host a National Youth Sports Day to bring awareness and promote benefits of youth sports - enlist various local,
state and private athletic and sport vendors, suppliers and concessionaires to present and display services.
◊ Introduce one specialized benefit and / or incentive based teen sport activity or league to serve to involve more
of the teen youth of the community in programs and events.
FY 2010/2011 FY 2011/2012 FY 2011/2012 FY 2012/2013
ACTUAL
TARGET
ACTUAL
TARGET
Number of Youth Athletic Registrations.
Number of Adult Registrations.
Operating costs of all athletic programs.
312
N/A
41,388
544
248
45,000
616
229
39,258
500
250
56,450
173
ATHLETICS (576)
10 GENERAL FUND
REVENUES
ATHLETIC PROGRAM
TOTAL REVENUES
APPROPRIATIONS
PERSONNEL SERVICES
OPERATING EXPENSES
CAPITAL OUTLAY
NET RESULTS
FY 2010/2011
ACTUAL
REV/EXP
FY 2011/2012
ADOPTED
BUDGET
FY 2011/2012
PROJECTED
REV/EXP
FY 2012/2013
ADOPTED
BUDGET
$
$
$
$
80,000
80,000
$
$
118,587
118,587
$
$
130,000
130,000
$
$
$
123,553
39,258
162,810
$
$
339,260
58,430
9,390
407,080
$
210,680
59,450
270,130
$
(327,080)
$
(44,223)
$
(140,130)
144,774
144,774
$
-
$
$
144,774
REVENUES
$
50,000
The increase is attributed to fees charged for hosting leagues and tournaments.
PERSONNEL SERVICES
$
(128,580)
The decrease is a result of the elimination of 4 positions (2 FT and 2 PT Park Patrol Attendants.) The responsibilities of
these positions are being assumed by the Police Department's Community Policing Unit. The offset to this decrease is a
result of staff turnover.
OPERATING EXPENSES
$
1,020
The increase is attributed to various line items. Of significant note is that education and training is included in the budget.
CAPITAL OUTLAY
$
(9,390)
The decrease in capital outlay is based on the needs of the department. There are no capital outlay requests for this
fiscal year.
POSITION TITLE
Athletics Program Coordinator
Park Patrol Attendants
Sports Coach
TOTAL FTEs
FY 2010/2011
ACTUAL
FY 2011/2012
ADOPTED
FY 2011/2012
PROJECTED
FY 2012/2013
ADOPTED
1
0
6.55
1
3.75
6.55
1
0
6.55
1
0
6.55
7.55
11.3
7.55
7.55
174
ATHLETICS (576)
10 GENERAL FUND
FY 2010/2011
ACTUAL
EXPENSES
FY 2011/2012
ADOPTED
BUDGET
FY 2011/2012
PROJECTED
EXPENSES
FY 2012/2013
ADOPTED
BUDGET
PERSONNEL SERVICES
5140 OVERTIME
5210 PAYROLL TAXES
-
$141,030
20,730
6,410
26,630
860
13,730
129,870
339,260
$83,426
1,429
7,253
2,882
11,950
164
5,979
10,470
123,553
$48,010
720
13,680
5,120
8,320
330
4,480
130,020
210,680
OPERATING EXPENSES
5410 TELEPHONE
5480 ADVERTISING
5521 UNIFORM ACCESSORIES
5573 ATHLETIC PROGRAMS
-
480
250
1,200
2,000
1,000
53,500
58,430
487
1,000
37,771
39,258
660
1,450
900
1,200
1,000
1,000
2,000
51,240
59,450
CAPITAL OUTLAY
-
9,390
9,390
-
-
TOTAL EXPENDITURES
-
407,080
162,810
270,130
175
PARKS MAINTENANCE (577)
PROGRAMS/SERVICES
The Parks division focuses on providing a safe and aesthetically pleasing environment for a variety of leisure
activities pursued at parks throughout the City. The division is dedicated to providing a clean park system,
verifying the adequacy and condition of playground equipment, providing site furnishings and structures, and
providing for well manicured landscaping, walkways, and entryways for the protection of public health, safety, and
welfare.
The Parks division is tasked with the planning, construction, and maintenance of all necessary elements
associated with public parks within the City. Additionally, this division provides information, customer service, and
support for all City sponsored special events, park monitoring and rules enforcement to provide for an enjoyable
park experience.
◊ Renovated Golden Shores Community Park to include a second playground, new landscaping, a gateway to
Heritage Park and more green space.
Provided safe playground and exercise areas at six parks for
◊ visitors and residents to enjoy.
◊ Maintained the 16.2 acres of City owned parks and athletic fields. Monitored landscaping activities through
contracted services at a savings to residents.
◊ Developed a work plan to proactively maintain parks and prevent damage through inspections and proactive
management.
◊ Replace natural turf with artificial turf on the soccer field at Senator Gwen Margolis Park to improve the playing
surface and provide greater playing opportunities for residents.
◊ Develop and implement a management plan for Gateway Park and the Newport Fishing Pier that is expected to
open in FY 13.
◊ Upgrade the sidewalks, playground surfacing, and natural turf at Town Center Park.
FY 2010/2011 FY 2011/2012 FY 2011/2012 FY 2012/2013
ACTUAL
TARGET
ACTUAL
TARGET
Park acres maintained.
Park acres per 1000 population.
Estimated park patrons.
12.2
0.8
109,500
12.2
0.8
85,560
16.55
0.8
98,400
22.2
1.3
110,000
176
10 GENERAL FUND
APPROPRIATIONS
PERSONNEL SERVICES
OPERATING EXPENSES
CAPITAL OUTLAY
NET RESULTS
FY 2010/2011
ACTUAL
EXPENSES
FY 2011/2012
ADOPTED
BUDGET
FY 2011/2012
PROJECTED
EXPENSES
FY 2012/2013
ADOPTED
BUDGET
$
$
$
84,141
877,354
961,494
$
$
431,550
1,087,310
1,518,860
$
$
240,185
955,756
1,195,941
$
333,480
919,640
58,380
1,311,500
$
(1,195,941)
$
(1,518,860)
$
(961,494)
$
(1,311,500)
PERSONNEL SERVICES
$
(98,070)
The net decrease is a result of the elimination of two positions whose responsibilities were outsourced, offset by the
addition of a Manager position which was approved in February 2012 and a new Supervisor and two facilities operations
workers required for the addition of Gateway Park in June 2013. The remaining change is a result of staff turnover and
slight increases in health insurance benefits, change in pension costs and a 3% cost of living increase provided for in
April 2012.
OPERATING EXPENSES
$
(167,670)
The decrease is primarily attributed to the allocation of landscaping, electricity and water to the Streets Maintenance Fund
offset by the increase due to the addition of Intracoastal Parks and Gateway Park. In addition, more resources are
dedicated to the maintenance of the parks' grounds and restrooms.
CAPITAL OUTLAY
$
58,380
The increase in capital outlay is based on the needs of the department. The capital outlay requests are based on
improvements to recent park additions, equipment replacement of aging parks, and additional vehicles for staff hired to
new park additions.
POSITION TITLE
Park Maintenance Manager
Facilities Operation Supervisor
Facilities Operation Worker
Foreman
TOTAL FTEs
FY 2010/2011
ACTUAL
FY 2011/2012
ADOPTED
FY 2011/2012
PROJECTED
FY 2012/2013
ADOPTED
0
0
0
1
4
1
0
0
1
1
4
2
1
1
5
0
0
0
1
2
7
0
0
0
6
8
7
10
177
10 GENERAL FUND
FY 2010/2011
ACTUAL
EXPENSES
FY 2011/2012
ADOPTED
BUDGET*
FY 2011/2012
PROJECTED
EXPENSES
FY 2012/2013
ADOPTED
BUDGET
PERSONNEL SERVICES
5140 OVERTIME
5210 PAYROLL TAXES
$175,700
11,860
14,056
37,316
1,015
239
240,185
$308,170
10,000
20,750
17,870
65,450
1,780
7,530
431,550
$57,908
3,025
4,810
3,092
14,923
305
79
84,141
223,500
10,800
18,850
15,430
57,720
1,410
5,770
333,480
OPERATING EXPENSES
5348 LANDSCAPE
5410 PHONE
5432 ELECTRICITY
5433 WATER
5455 SOLID WASTE
5462 R&M EQUIPMENT
5463 R&M BUILDING
5464 R&M GROUNDS
5527 BANNERS
5541 DUES, SUBS & MEMBERSHIPS
514,071
15,440
316,001
622
100,557
5,295
3,770
955,756
530,000
660
94,000
385,000
22,600
2,000
6,750
21,800
3,000
7,500
14,000
1,087,310
577,834
19,238
218,290
46
1,120
4,350
23,364
11,071
239
21,801
877,354
250,000
35,000
340,000
3,500
13,200
80,000
143,000
26,500
12,000
11,250
190
2,000
3,000
919,640
CAPITAL OUTLAY
5641 EQUIPMENT
5642 VEHICLES
5669 IMPROVEMENTS
TOTAL EXPENDITURES
-
-
1,195,941
1,518,860
961,494
12,700
41,180
4,500
58,380
1,311,500
178
DEPARTMENT NAME
DIVISION NAME
Parks Maintenance
DEPT/DIV TOTAL COST
NO.
FUNDED
577
12,200
FUNDED
Quantity
Item
1
Upgrade Lighting
Upgrade the park lighting and electrical at
Samson Oceanfront Park
20,000
N
1
Park Furnishings
Repair/Replace posts, trash receptacles, etc as
necessary at Samson Oceanfront Park.
5,000
N
7
Café style umbrellas,
tables and chairs for the
field
Café style sets of round tables with chairs, and
umbrellas for the open field at Heritage Park to
provide a place to 'picnic' in the field for guests.
7,700
Y
10
Tents
White 10' x 10' tents for events at Heritage Park
2,000
Y
1
Public Address System
This would be used to make announcements at
the parks in the event of an emergency, closing,
or lost child, etc.
1,000
Y
2
Hand Dryers
Hand dryers for the public restrooms at Heritage
Park to eliminate the use of paper towels.
1,500
Y
Cost
179
DEPARTMENT NAME
DIVISION NAME
Parks Maintenance
Quantity
1
1
Item
DEPT/DIV TOTAL COST
NO.
FUNDED
577
5,000
FUNDED
Cost
Supplies and materials to build a sign to
Event Announcement Sign announce City events and news at Heritage
Park.
2,000
Y
Replace
and/or
repair
benches,
trash
receptacles, fencing as necessary at Senator
Gwen Margolis Park.
3,000
Y
Senator Gwen Margolis
Park-Park Furnishings
180
GATEWAY PARK MAINTENANCE
DEPARTMENT NAME
DIVISION NAME
DEPT/DIV
NO.
Parks Maintenance
577
TOTAL COST
REQUESTED
$131,180
Justification
With the opening of Gateway Park, maintenance staff will need to be added. In addition, there will be ongoing
operating costs for this park such as landscaping, utilities, and one-time costs such as uniforms. The park is
expected to open in June 2013, so the operating costs reflect 4 months and 5 months for staffing to allow for
training.
Required Resources
New Personnel
Number of
Positions
(A)
2
1
Title
Facility Operations Worker (5 months)
Facility Operations Supervisor (5 months)
Description
Cost
16,000
1,700
14,670
1,350
Landscaping (4 months)
Electricity (4 months)
Water (4 months)
Uniforms and Accessories
One Time Costs
Account
Number
5642
Cost A x (B +C)
33,880
22,400
-
Account
Number
5348
5432
5433
5521
Fringe
Salary (B)
Benefits (C)
12,100
4,840
16,000
6,400
Description
Cost
41,180
2-Ford F150 4x4
Benefits
It is important to maintain the City Parks at the high level of service and care that is used in other parks. This park
will have water features what will require daily maintenance and care. These employees can also service other
parks that should be open at approximately the same time: Pier Park, Intracoastal Parks, and Bella Vista Bay
Park.
RECOMMENDED
181
INTRACOASTAL PARK MAINTENANCE
DEPARTMENT NAME
DIVISION NAME
DEPT/DIV
NO.
Parks Maintenance
577
TOTAL COST
REQUESTED
$82,000
Justification
With the opening of Intracoastal Park, there will be ongoing operating costs for this park such as landscaping and
utilities.
Required Resources
New Personnel
Number of
Positions
(A)
Salary (B)
Title
Fringe
Benefits (C)
Cost A x (B +C)
-
Account
Number
5348
5432
5433
Description
Cost
40,000
6,000
36,000
Landscaping
Electricity
Water
Account
Number
One Time Costs
Description
Cost
Benefits
It is important to maintain the City Parks at the high level of service and care that is used in other parks. These
employees can also service other parks that should be open at approximately the same time, Pier Park,
Intracoastal Parks, and Bella Vista Bay Park.
RECOMMENDED
182
FUND STRUCTURE
Fund Structure
GOVERNMENTAL FUND
TYPES
General Fund
Departments
City Commission
City Manager
City Attorney
City Clerk
Finance
Human Resources
Cultural Community Services
Police
Public Works
*Fleet
*Facilities Maintenance
*Administrations
*Planning & Zoning
*Parking
*Code Enforcement
Capital Projects
Fund
Capital Improvement
Program Fund
2010 Capital
Projects Fund
2011 Capital
Projects Fund
PROPRIETARY FUND
TYPES
Special Revenue
Fund
Enterprise Funds
Building Fund
Stormwater Fund
Departments
Departments
*Building
Streets Construction
and
Maintenance Fund
Departments
Public Works
*Street Maintenance
*Transportation
Law Enforcement
Trust Fund
183
Public Works
*Stormwater
Stormwater Capital
Improvement Fund
FUND DESCRIPTIONS
Governmental accounting systems should be organized and operated on a fund basis. Individual
resources are allocated to, and accounted for, in separate accounting entities-identified as fundsbased upon the purposes for which they are to be spent and the means by which spending
activities are legally controlled.
Governmental units should establish and maintain those funds required by law and sound
financial administration. Only the minimum number of funds consistent with legal and operating
requirements should be established because unnecessary funds result in inflexibility, undue
complexity, and inefficient financial administration.
Individual funds are classified into three broad categories: Government, Proprietary, and
Fiduciary. The City of Sunny Isles Beach does not utilize any Fiduciary Fund Types. All funds are
appropriated except the Law Enforcement Trust Fund. However, Commission has provided
authority upon the adoption of the budget to amend the budget for the Law Enforcement Trust
Fund based on actual activity.
GOVERNMENTAL FUND TYPES
Governmental Fund Types are subdivided into four sections: General Fund, Special Revenue
Funds, Debt Service Funds, and Capital Projects Funds. The City does not have any Debt
Service Funds. The Law Enforcement Trust Fund is a Special Revenue Fund and are not
budgeted.
General Fund - Accounts for all financial resources, except those required to be accounted for in
another fund.
Special Revenue Fund - Account for the proceeds of specific revenue sources that are legally
restricted to expenditures for specified purposes.
Debt Service Fund - Account for the accumulation of resources for, and the payment of, general
long-term debt principal and interest.
Capital Project Fund - Account for financial resources to be used for the acquisition or
construction of major capital facilities.
•
FUND 10- GENERAL FUND (MAJOR FUND)
•
FUND 11- STREET CONSTRUCTION AND MAINTENANCE FUND
The General Fund of a government unit serves as the primary reporting vehicle for
current government operations. The General Fund, by definition, accounts for all
current financial resources not required by law or administrative action to be accounted
for in another fund. The major sources of revenue for the General Fund include: ad
valorem taxes, franchise taxes, user fee charges, and intergovernmental revenues.
The major departments funded here are administrative in nature: City Manager, City
Attorney, City Clerk, Finance, Human Resources, Cultural & Human Services,
Community Development Services, Police, and Public Works. This fund is considered a
major fund.
The Street Construction and Maintenance Fund is a special revenue fund used to
account for revenues received from State and County agencies, which, by State law
may only be expended for street construction and maintenance programs.
184
FUND DESCRIPTIONS
•
FUND 14- BUILDING FUND
The Building Fund is a special revenue fund used to account for building permitting
revenues which are restricted to be used for the administration and enforcement of the
Building Code.
•
FUND 20- CAPITAL IMPROVEMENT PROGRAM FUND (MAJOR FUND)
The Capital Improvement Program Fund is used to account for the City's Capital
Improvement Program. The projects funded from this fund include street improvement,
landscape improvements, park construction, and renovation or expansion of City
facilities. This fund is considered a major fund.
•
FUND 32- 2011 CAPITAL PROJECTS FUND
The 2011 Capital Projects Fund is used to account for the project costs of park
development and improvement. This is funded by the $2.425 million bond proceeds.
•
FUND 35- 2010 CAPITAL PROJECTS FUND
The 2010 Capital Projects Fund is used to account for the project costs of park
development and improvement. This is funded by the $15 million bond proceeds.
•
FUND 60&61- LAW ENFORCEMENT TRUST FUND
The Law Enforcement Fund is a special revenue fund used to account for revenues
received from Federal, State and Local law enforcement forfeitures and seizures which
are restricted for law enforcement purposes.
Proprietary Fund Types are subdivided into two sections: Enterprise Funds and Internal Service
Funds. The City does not use Internal Service Funds.
Enterprise Funds- Account for operations (a) that are financed and operated in a manner similar
to private business enterprises - where the intent of the governing body is that the costs of
providing goods or services to the general public on a continuing basis be financed or recovered
primarily through user charges; or (b) where the governing body has decided that periodic
determination of revenues earned, expenses incurred, and/or net income is appropriate for capital
maintenance, public police, management control, accountability, or other purposes.
•
FUND 40- STORMWATER FUND
The Stormwater Fund provides funding for necessary programs required for compliance
with the National Pollutant Discharge Elimination System Permit.
•
FUND 45- STORMWATER CAPITAL IMPROVEMENT FUND
The objective of the Stormwater Capital Improvement Fund is to provide funding for
improvement of the City's utility infrastructure. It has a one time funding source of $3.5
million from bond proceeds and transfers from the Stormwater operating fund.
All funds discussed above are included in the audited financial statements.
185
BUDGETARY BASIS
The budgets of general government type funds (for example, the General Fund, the Capital
Improvement Program Fund) are prepared on a modified accrual basis. Briefly, this means that
obligations of the city (for example, outstanding purchase orders) are budgeted as expenditures,
but revenues are recognized only when they are measurable and available.
The Enterprise Funds (for example, the Stormwater Fund) also recognize expenditures as
encumbrances when a commitment is made (e.g., through a purchase order). Revenues, on the
other hand, are recognized as revenue when service is provided.
In all cases (General Governmental and Enterprise Funds), when goods and services are not
received by year end, the encumbrances lapse.
The Comprehensive Annual Financial Report (CAFR) shows the status of the City's finances on a
basis of "Generally Accepted Accounting Principles" (GAAP). In most cases, this conforms to the
way the City prepares its budget. One exception is compensated absence liabilities that are
expected to be liquidated with expendable available financial resources are accrued as earned by
employees (GAAP) as opposed to being expended when paid (Budget).
186
BUDGETARY & FINANCIAL POLICIES
The City of Sunny Isles Beach Budgetary and Financial Policies provide the basic framework for the
overall fiscal management of the City. Some of these tenets can appear to be little more than
common sense, barely worthy of the effort necessary to set them forth. On the other hand, they are
guidelines, which determine whether or not specific requests, no matter how meritorious, ever reach
implementation. When a department seeks the financial support from the Commissioners, it is best
for all concerned that the framework for making decisions be clearly understood.
The policies consist of: operating, revenue, cash management and investments, debt, reserve,
capital improvements program, accounting and financial reporting, organizational, and financial
stability. These policies are used in the development of current activities and planning for future
programs. They are reviewed at least annually and updated as needed.
Balancing the Budget
Statement
The City will live within its means. All departments supported by the resources of this City must
function within the limits of the financial resources identified or available specifically to them.
Therefore, the City shall annually adopt a balanced budget where available and anticipated
resources are equal to, or exceed, operating expenditures. Any increase in expenses, decrease in
revenues, or combination of the two that result in a budget imbalance will require budget revision,
rather than spending unappropriated surpluses or designated reserves to support ongoing
operations.
Rationale
A balance must be struck between revenues and expenditures, so that the public can realize the
benefits of a strong and stable government. It is important to understand that this policy is applied to
budget entities over periods of time, which extend beyond current appropriations. By law, budgets
cannot exceed available resources, which is defined as revenues generated in the current period
added to balances carried forward from prior years. Temporary shortages, or operating deficits, can
and do occur, but they are not tolerated as extended trends. The City cannot develop a legacy of
shortages or a legacy of missing one-time resources and expect the continued delivery of services,
the very reason for which it exists.
Operating Budget Policies
1. The City's budget will support City Commission goals, objectives and policies in meeting the
needs of the community.
2. The City will continue to support a scheduled level of maintenance and replacement of its
infrastructure and fleet.
3. The City will continuously evaluate its service delivery system according to established
efficiency and effectiveness criteria.
4. The City will evaluate its use of intergovernmental service contracts to preclude unwarranted
duplication of service in overlapping jurisdictions and assure an effective and efficient service
delivery system to the community.
5. The City will comply with mandatory federal, state, and local laws and, when appropriate, will
comply with industry and professional requirements or standards.
6. The operating impacts of the Capital Improvements Program (CIP) projects will be reviewed
prior to any project being included in the operating budget.
187
Operating Budget Policies (continued)
7. The City will develop and maintain accounting and budgetary control systems to adequately
safeguard the assets held in public trust.
8. The City will prepare its Budget using a Balanced Budget; each fund's revenues plus other
sources equal its expenditures/expenses plus other uses.
9. Transfer of funds between personal services, operating and capital outlay categories is
discouraged.
10. To the extent possible, current operations will be funded by current revenues. The use of
unencumbered prior period balances in all funds shall be scrutinized and carefully limited.
11. The City will consider General Fund requests for new or expanded programs during the course
of the regular budget process. Only in extreme circumstances will such requests be
considered during the course of the year.
Revenue Policies
1. The City will attempt to maintain a diversified and stable revenue system to avoid reliance on
any one revenue source and will attempt to minimize the dependence on property taxes.
2. The City will pursue alternative revenue sources as an additional source of funds.
3. The City will establish all user charges and fees to recover the partial or full cost of providing a
service. Sufficient user charges and fees shall be pursued and levied to support the full cost
(operating, direct, indirect, and capital) of operations.
4. Market rates and charges levied by other public and private organizations for similar services
should be considered when establishing tax rates, fees and charges.
5. New ongoing operating costs will be funded with permanent, ongoing revenue sources; onetime operating costs are tied to one-time revenue sources to ensure fund balance integrity.
6. New and expanded unrestricted revenue streams should be first applied to support existing
programs prior to funding new or expanded programs.
7. The City will pursue federal, state, and local grants but will strictly limit financial support of
these programs to avoid commitments which continue beyond funding availability.
8. General Fund expenditures for mandated and priority programs are to be made against current
revenue sources, and not dependent upon uncertain reserves or fluctuating prior period cash
balances.
9. Special Revenue Funds are supported by special levies and fees, grants or intergovernmental
revenues. Expenditures in these funds are strictly limited to the mandates of the funding
source. Special Revenue Funds are not to be used to subsidize other funds, except as
required or permitted by program regulations.
10. Enterprise Funds are expected to derive at least 50% of their revenues from charges and user
fees. Enterprises should strive to become self-supporting entities through periodic reviews of
its fee structure, charges for services, and other operating revenues and expenditures.
188
Cash Management and Investment Policies
1. The City will follow its adopted investment/portfolio policy when handling public funds. The
investment/portfolio policy is contained in a separate document.
2. The City will collect revenues aggressively, including past due bills of any type and may utilize
an outside collection agency to accomplish this.
3. The City will deposit all funds within forty-eight (48) business hours of receipt.
4. The Finance Department will prepare and present an investment report to the City's
Commission on a monthly basis to review the City's investment/portfolio activities.
Debt Policies
1. The City will seek to maintain its insured AAA bond rating to minimize borrowing costs.
2. The City will review and evaluate its existing debt obligations and future borrowing needs
annually.
3. The City will not issue long term debt to finance current operations.
4. The City will publish and distribute an official statement for each bond and note issued.
5. The City will adhere to the bond covenant requirements of each debt issuance.
6. Capital projects financed by the issuance of bonded debt will be financed for a period not to
exceed the expected useful life of the project.
Reserve Policies
1. The City will maintain a reserve in the General Fund which represents a minimum of 25%-30%
of operating expenditures.
2. The City will maintain a reserve in the Stormwater Fund which represents 10% of operating
expenditures.
Capital Improvements Program (CIP) Policies
1. The City will develop and update a five-year Capital Improvements Program on an annual
basis.
2. In the development of the Capital Improvements Program, the City will review the operational
impact of each project.
3. The Budget committee will review and evaluate each project, based on an established criteria,
prior to any project being included in the Capital Improvements Program.
4. The City will maintain an appropriate mix of debt and pay-as-you-go funding of capital projects.
5. The operating impact of each capital project shall be incorporated into annual operating
budgets. Capital assets shall be purchased and maintained on a regular schedule. Within
legal limits and the constraints of operating budgets, debt may be issued for the purchase of
capital assets, including major renovations.
189
Accounting and Financial Reporting Policies
1. An independent audit will be performed annually with the subsequent issue of an official annual
financial statement.
2. The City will produce comprehensive annual financial reports in accordance with Generally
Accepted Accounting Principles (GAAP) as promulgated by the Governmental Accounting
Standards Board (GASB) within 180 days of the end of the fiscal year.
3. The City will maintain an accounting and financial reporting system that conforms to GAAP and
State laws.
Organizational Policies
1. The City will review the organizational structure regularly to assure that residents receive the
highest level of service in the most efficient manner.
2. The City will be committed to maintaining and improving the productivity of staff through a
productive working environment, appropriate equipment, necessary training, and adequate
supplies and materials.
3. Employee compensation will be reviewed regularly to ensure the City is competitive with
comparable public entities.
Financial Stability Policies
1. The City will review and evaluate its existing debt obligations and future borrowing needs
annually.
2. The City will prepare and update its five-year Capital Improvements Program annually.
3. The City will continuously monitor revenues and expenditures to ensure responsible fiscal
management of the City.
190
191
192
193
194
195
DEBT ADMINISTRATION
DEBT ISSUANCE
The objective of the City of Sunny Isles Beach debt management policy is to maintain the City's
ability to incur present and future debt at the most beneficial interest rates in amounts needed for
financing the adopted Capital Improvement Program without adversely affecting the City's ability
to finance essential City services.
Review and analysis of the City's debt position is required to provide a capital financing plan for
infrastructure and other improvements. Both available resources and city needs drive the City's
debt issuance program. Long-term projected financing is linked with economic, demographic and
financial resources expected to be available to repay the debt. City debt ratios are examined as
well as the impact of future debt financing on those ratios. The use of debt ratios is only one tool
of many in determining a course of action and is not used exclusively in making a decision.
Decisions regarding the use of debt are based upon a number of factors including, but not limited
to, the long-term needs of the City and the amount of resources available to repay the debt. The
debt policy is not expected to anticipate every future contingency in the City's capital program or
future operational needs. Sufficient flexibility is required to enable City management to respond
to unforeseen circumstances or new opportunities, when appropriate.
The decision to issue bonds or to obtain bank financing is based upon which alternative will
provide the City with lower costs. The City Commission decides on an issue-by-issue basis which
method of sale would be more appropriate. The City encourages the use of competitive sales for
all issues unless circumstances dictate otherwise. Negotiated sales are considered if the sale is a
complex financing structure (certain revenue issues, a combination of taxable/nontaxable issues,
etc.) or based upon other factors which lead the Finance Department to conclude that a
competitive sale would be less effective.
LEGAL DEBT MARGIN
The City Charter allows revenue bonds to be issued when authorized by the City Commission.
There is no legal debt margin established. General Obligation bonds must be approved by
referendum of the electorate. Currently, the City does not have any outstanding general obligation
bonds.
197
DEBT SERVICE SUMMARY
GOVERNMENTAL FUNDS
The City currently has three revenue bonds and one promissory note oustanding as follows:
2010 SERIES CAPITAL IMPROVEMENT REVENUE BOND
The Series 2010 provides funds for various City park improvement projects. The note has a fifteen year term
and is secured by non-ad valorem revenues.
2011 SERIES CAPITAL IMPROVEMENT REVENUE AND REVENUE REFUNDING BOND
This bond was obtained to defease the Florida Municipal Loan Council Revenue Bond-Series 2001Awhich was
obtained to retire the then outstanding Utility Tax Revenue Bond Series 1998 and Series 1999 and the Utility
Tax Revenue Bond Anticipation Note. In addition, the City obtained an additional $2.425 million in debt for
mulitple park improvements. The original bonds were issued to acquire land, construct a new government
center and construct 2 new parks. The note has a fifteen year term and is secured by non-ad valorem
revenues and half-cent sales tax.
2012 SERIES CAPITAL IMPROVEMENT REVENUE REFUNDING BOND
This bond was obtained to defease the Florida Municipal Loan Council Revenue Bond-Series 2002C which was
issued to fund various capital projects, including landscaping improvements, park improvements, police station,
public works facility. The note has a twenty year term and is secured by non-ad valorem revenues.
PROMISSORY NOTE
The proceeds were used to fund the City's land purchases and related costs for future development of public
parks. The note has a twenty year term and is secured by non-ad valorem revenues.
SCHEDULE OF GOVERNMENTAL FUNDS DEBT AS OF SEPTEMBER 30, 2012
ISSUANCE
AMOUNT
$ 15,000,000
$ 10,000,000
OUTSTANDING
PRINCIPAL
BALANCE
$
13,618,025
$
10,000,000
$
$
$
$
10,000,000
17,979,503
TOTAL OUTSTANDING GOVERNMENTAL FUNDS DEBT $
51,597,528
MATURITY INTEREST
DATE
RATE
DESCRIPTION
4.20%
2010 CAPITAL IMPROVEMNT REVENUE BOND 3/23/2025
11/1/2026
2.38%
2011 CAPITAL IMPROVEMNT REVENUE BOND
2012 CAPITAL IMPROVEMNT REVENUE BOND
PROMISSORY NOTE
11/1/2022
7/1/2029
2.00%
4.03%
10,000,000
20,000,000
ENTERPRISE FUND
The City currently has two revenue bonds oustanding as follows:
2002 SERIES STORMWATER REVENUE BOND
The Series 2002 was issued to fund a portion of the costs of certain improvements to the Golden Shores
stormwater utilities system. The note has a twenty year term and is secured by stormwater fee charges.
2010 SERIES STORMWATER REVENUE BOND
The Series 2010 was issued to fund a portion of the costs of certain improvements to the stormwater utilities
system. The note has a fifteen year term and is secured by stormwater fee charges.
SCHEDULE OF ENTERPRISE FUND DEBT AS OF SEPTEMBER 30, 2012
MATURITY INTEREST
DATE
RATE
DESCRIPTION
1,500,000
3,141,943
TOTAL OUTSTANDING ENTERPRISE FUND DEBT $
4,641,943
198
4.23%
4.02%
$
$
OUTSTANDING
PRINCIPAL
BALANCE
3,000,000 $
3,500,000 $
STORMWATER REVENUE BOND,SERIES 2002
STORMWATER REVENUE BOND,SERIES 2010
7/1/2022
7/1/2025
ORIGINAL
ISSUANCE
DEBT SERVICE REQUIREMENTS TO MATURITY
TOTAL GOVERNMENT DEBT SERVICE REQUIREMENTS
FISCAL YEAR
2013
2014
2015
2016
2017
2018
2019
2020
2021
2022
2023
2024
2025
2026
2027
2028
2029
TOTAL
PRINCIPAL
2,139,451
3,129,643
3,231,194
3,334,034
3,444,292
3,556,788
3,673,324
3,792,748
3,919,086
4,048,693
4,182,998
3,206,925
2,983,543
2,034,363
2,104,968
1,378,140
1,437,336
51,597,528
INTEREST
1,716,972
1,627,771
1,526,161
1,423,162
1,312,026
1,199,151
1,082,225
962,740
835,657
705,632
570,899
443,389
319,942
229,981
158,618
94,442
37,022
14,245,793
TOTAL
3,856,423
4,757,414
4,757,355
4,757,196
4,756,318
4,755,939
4,755,549
4,755,488
4,754,743
4,754,325
4,753,897
3,650,313
3,303,485
2,264,345
2,263,586
1,472,583
1,474,358
65,843,321
INTEREST
559,063
523,828
487,089
448,782
408,841
367,196
323,774
278,500
231,293
182,073
130,753
77,243
21,127
4,039,561
TOTAL
1,384,909
1,384,909
1,384,909
1,384,909
1,384,909
1,384,909
1,384,909
1,384,909
1,384,909
1,384,909
1,384,909
1,384,909
1,038,682
17,657,587
2010 Series Capital Improvement Revenue Bond-SunTrust
FISCAL YEAR
2013
2014
2015
2016
2017
2018
2019
2020
2021
2022
2023
2024
2025
TOTAL
PRINCIPAL
825,846
861,081
897,820
936,127
976,068
1,017,713
1,061,135
1,106,409
1,153,615
1,202,836
1,254,156
1,307,666
1,017,555
13,618,025
2012 Series Capital Improvement Revenue Refunding Bond-BB&T
FISCAL YEAR
2013
2014
2015
2016
2017
2018
2019
2020
2021
2022
2023
TOTAL
PRINCIPAL
INTEREST
200,000
190,876
172,443
153,638
134,453
114,880
94,912
74,541
53,758
32,555
10,924
1,232,979
912,422
930,855
949,660
968,845
988,418
1,008,386
1,028,757
1,049,540
1,070,743
1,092,374
10,000,000
199
TOTAL
200,000
1,103,298
1,103,298
1,103,298
1,103,298
1,103,298
1,103,298
1,103,298
1,103,298
1,103,298
1,103,298
11,232,979
TOTAL GOVERNMENT DEBT SERVICE REQUIREMENTS
Bank of America Promissory Note
FISCAL YEAR
2013
2014
2015
2016
2017
2018
2019
2020
2021
2022
2023
2024
2025
2026
2027
2028
2029
TOTAL
PRINCIPAL
749,226
780,311
812,686
844,683
881,450
918,022
956,111
994,474
1,037,040
1,080,067
1,124,879
1,170,734
1,220,124
1,270,747
1,323,471
1,378,140
1,437,336
17,979,503
INTEREST
723,357
692,272
659,897
627,900
591,132
554,561
516,472
478,109
435,542
392,515
347,703
301,849
252,458
201,835
149,112
94,442
37,022
7,056,179
TOTAL
1,472,583
1,472,583
1,472,583
1,472,583
1,472,583
1,472,583
1,472,583
1,472,583
1,472,583
1,472,583
1,472,583
1,472,583
1,472,583
1,472,583
1,472,583
1,472,583
1,474,358
25,035,681
2011 Series Capital Improvement Revenue and Revenue Refunding Bond-SunTrust
FISCAL YEAR
2013
2014
2015
2016
2017
2018
2019
2020
2021
2022
2023
2024
2025
2026
2027
TOTAL
PRINCIPAL
564,380
575,829
589,833
603,564
617,929
632,636
647,693
663,108
678,890
695,047
711,589
728,525
745,864
763,616
781,497
10,000,000
INTEREST
234,552
220,796
206,733
192,843
177,600
162,514
147,067
131,591
115,064
98,489
81,519
64,297
46,357
28,146
9,506
1,917,074
200
TOTAL
798,932
796,625
796,566
796,407
795,529
795,150
794,760
794,699
793,954
793,536
793,108
792,822
792,221
791,762
791,003
11,917,074
TOTAL ENTERPRISE DEBT SERVICE REQUIREMENTS
FISCAL YEAR
2013
2014
2015
2016
2017
2018
2019
2020
2021
2022
2023
2024
2025
TOTAL
PRINCIPAL
338,007
345,679
353,665
361,976
370,627
379,631
389,002
398,756
408,908
419,474
280,471
291,917
303,830
4,641,943
INTEREST
184,566
170,549
156,218
141,561
126,566
111,217
95,500
79,402
62,905
45,995
31,031
19,585
7,672
1,232,766
TOTAL
522,573
516,228
509,883
503,538
497,193
490,848
484,503
478,158
471,813
465,468
311,502
311,502
311,502
5,874,710
PRINCIPAL
188,007
195,679
203,665
211,976
220,627
229,631
239,002
248,756
258,908
269,474
280,471
291,917
303,830
3,141,943
INTEREST
123,496
115,823
107,837
99,526
90,875
81,871
72,500
62,746
52,594
42,029
31,031
19,585
7,672
907,585
TOTAL
311,502
311,502
311,502
311,502
311,502
311,502
311,502
311,502
311,502
311,502
311,502
311,502
311,502
4,049,528
PRINCIPAL
150,000
150,000
150,000
150,000
150,000
150,000
150,000
150,000
150,000
150,000
1,500,000
INTEREST
61,071
54,726
48,381
42,036
35,691
29,346
23,001
16,656
10,311
3,966
325,182
TOTAL
211,071
204,726
198,381
192,036
185,691
179,346
173,001
166,656
160,311
153,966
1,825,182
2010 Series Stormwater Revenue Bond
FISCAL YEAR
2013
2014
2015
2016
2017
2018
2019
2020
2021
2022
2023
2024
2025
TOTAL
2002 Series Stormwater Revenue Bond
FISCAL YEAR
2013
2014
2015
2016
2017
2018
2019
2020
2021
2022
TOTAL
201
GLOSSARY
Account
A separate financial reporting unit for budgeting, management, or accounting
purposes. All budgetary transactions, whether revenue or expenditure are
recorded in accounts.
Accounting
Standards
The generally accepted accounting principles (GAAP) promulgated by the
Government Accounting Standards Board (GASB), which guide the recording
and reporting of financial information by state and local governments. The
standards establish such guidelines as when transactions are recognized, the
types and purposes of funds, and the content and organization of the annual
financial report.
Accrual Basis
A method of accounting in which revenues are recorded when measurable
and earned, and expenses are recognized when a good or service is used.
Activity
A department effort contributing to the achievement of a specific set of
program objectives; the smallest unit of the program budget.
Activity Measure
Data collected to determine how effective or efficient a program is in achieving
its objective.
Adopted Budget
The original budget as approved by the City Commission at the beginning of
the fiscal year.
Ad Valorem Taxes Commonly referred to as property taxes, levied on both real and personal
property, according to the property's valuation and tax rate.
Allotment
The distribution of budget authority by an agency to various sub-units or
regional offices.
Amended Budget
The current budget, resulting from changes to the Adopted Budget. An
example of a common change would be a line item transfer of funds.
Annualize
Taking changes that occurred mid-year and calculating their cost for a full
year, for the purpose of preparing an annual budget.
Apportionment
The release of funds on a quarterly or project basis. Apportionment is
designed to prevent the premature depletion of a unit's appropriation and is
more common at the state and federal levels than at the local level.
Assessed
Valuation
The valuation set upon real estate and certain personal property by the
Property Appraiser as a basis for levying property taxes.
202
GLOSSARY
Assets
Resources owned or held by a government, which have monetary value.
Audit
An examination of evidence, including records, facilities, inventories, systems,
etc., to discover or verify desired information.
Authorized
Positions
Employee positions, which are authorized in the adopted budget, to be filled
during the year.
Available
(Undesignated)
Fund Balance
This refers to funds remaining from prior years, which are available for
appropriation and expenditure in the current year.
Available
(Undesignated)
Fund Balance
Available
(Undesignated)
Fund Balance
Balanced Budget
A budget in which current revenues equal current expenditures. The legal
requirements for a balanced budget may be set by the state or local
government.
Base Budget
A budget in which current revenues equal current expenditures. The legal
requirements for a balanced budget may be set by the state or local
government.
Benchmark
A point of reference from which measurements may be made. A benchmark
is something that serves as a standard by which other performance indicators
may be evaluated or compared.
Bond
A promise to repay borrowed money on a particular date, often ten or twenty
years in the future. Most bonds also involve a promise to pay a specified
dollar amount of interest at predetermined intervals. Local governments use
bonds to obtain long-term financing for capital projects.
Bond Covenant
A legally enforceable agreement with bondholders that requires the
governmental agency selling the bond to meet certain conditions in the
repayment of the debt.
Bond Ordinance
A law approving the sale of government bonds that specifies how revenues
may be spent.
203
GLOSSARY
Bond Refinancing
The payoff and re-issuance of bonds, to obtain better interest rates and/or
bond conditions.
Budget
A plan of financial activity for a specified period of time (fiscal year or
biennium) indicating all planned revenues and expenses for the budget period.
Budget
Amendment
A revision of the adopted budget that, when approved by the Commission,
replaces the original provision. Budget amendments occur throughout the
fiscal year, as spending priorities shift.
Budgetary Basis
This refers to the basis of accounting used to estimate financing sources and
uses in the budget. This generally takes on the three forms: GAAP, cash, or
modified accrual.
Budgetary Control The control or management of a government in accordance with the approved
budget for the purpose of keeping expenditures within the limitations of
available appropriations and resources.
Budget Calendar
The schedule of key dates, which a government follows in the preparation and
adoption of the budget.
Budget Cycle
The recurring process-either annual or biennial-in which a government
prepares, adopts, and implements a spending plan. The budget cycle
consists of (1) preparation of a budget proposal, (2) legislative approval of the
proposed budget, (3) executive-branch implementation of the proposed
budget, and (4) preparation of an annual report detailing the results of
operations.
Budget Manual
A booklet prepared by the Finance Department or Budget Office that includes,
at a minimum, the budget calendar, the forms departments need to prepare
their budget requests, and a description of the budget process.
Capital Assets
Assets of significant value and having a useful life of several years. Capital
Assets are also called fixed assets.
Capital Budget
The appropriation of bonds or operating revenue for improvements to facilities,
and other infrastructure.
Capital Outlay /
Expenditures
Spending on fixed assets; generally, such acquisitions cost more than a
specified amount (e.g. $1,000) and are intended to last more than one year.
204
GLOSSARY
Capital
Improvements
Expenditures related to the acquisition, expansion or rehabilitation of an
element of the physical plant of the government - sometimes referred to as
infrastructure.
Capital
Improvement
Program (CIP)
A plan for future capital expenditures that identifies each capital project, its
anticipated start and completion, the amount spent each year, and the method
of finance.
Capital Project
Major construction, acquisition, or renovation activities that add value to the
physical assets of a government, or significantly increase their useful life.
Also called capital improvements.
Capital Projects
Funds
Governmental funds established to account for resources used for the
acquisition/construction of large capital improvement other than those
accounted for in the proprietary or trust funds.
Cash Basis
A method of accounting in which revenues are recorded only when cash is
received and expenditures are recorded only when payment is made. Since
payments for goods and services can be delayed to the next fiscal year, cash
on hand can result in an inaccurate picture of the financial condition of a fund.
To be in conformance with generally accepted accounting principles, local
governments must use the accrual basis, rather than the cash basis of
accounting.
Cash Flow
The net cash balance at any given point. The treasurer prepares a cash
budget that projects the inflow, outflow, and net balance of cash reserves on a
daily, weekly, and/or monthly basis.
Change Order
A change in the design or specifications of an approved capital project;
change orders often increase the cost of a project.
Chart of Accounts
A chart that assigns a unique number to each type of transaction (e.g.,
salaries or property taxes) and to each budgetary unit in the organization. The
chart of accounts provides a system for recording revenues and expenditures
that fits the organizational structure.
Comprehensive
Annual Financial
Report (CAFR)
Usually referred to by its abbreviation, this report summarizes financial data
for the previous fiscal year in a standardized format. The CAFR is organized
by fund and contains two basic types of information: (1) a balance sheet that
compares assets with liabilities and fund balance and (2) an operating
statement that compares revenues with expenditures.
Constant or Real
Dollars
The presentation of dollar amounts adjusted for inflation to reflect the real
purchasing power of money as compared to a certain point in time.
205
GLOSSARY
Consumer Price
Index (CPI)
A statistical description of price levels provided by the U.S. Department of
Labor. The index is used as a measure of the increase in the cost of living
(e.g. economic inflation).
Contingency
A budgetary reserve set-aside for emergencies or unforeseen expenditures
not otherwise budgeted. This type of account protects the local government
from having to issue short-term debt to cover such needs.
Contractual
Services
Services rendered to a government by private firms, individuals, or other
governmental agencies. Examples include utilities, rent, maintenance
agreements, and professional consulting services.
Cost-of-Living
Adjustments
(COLA)
An increase in salaries to offset the adverse effect of inflation on
compensation.
Debt Service
The cost of paying principal and interest on borrowed money according to a
predetermined payment schedule.
Debt Service Funds One or more funds established to account for expenditures used to repay the
principal and interest on debt.
Dedicated Tax
A tax levied in order to support a specific government program or purpose.
Default
Failure to make a debt payment (principal or interest) on time.
Deficit
The amount by which expenditures exceed revenues during a single
accounting period.
Department
The basic organizational unit of government, which is functionally unique in its
delivery of services.
Depreciation
Expiration in the service life capital assets attributes to wear and tear,
deterioration, and action of the physical elements, inadequacy, or
obsolescence.
Developmentrelated Fees
Those fees and charges generated by building, development and growth in
community, also known as impact fees.
Disbursement
Payment for goods or services that have been delivered and invoiced.
Earmarking
Legal limitations on the revenue from fees, licenses, taxes, or grants, which
determine how the funds may be spent. Many state and federal grants are
earmarked for particular types of projects. Earmarked revenues are
frequently accounted for in special revenue funds.
206
GLOSSARY
Economies of
Scale
The cost savings that usually occur with increases in output. If the number of
units increase, fixed costs are divided into more units, and the ratio of units to
fixed costs will result in lower costs per unit.
Employee (or
Fringe) Benefits
Contributions made by a government to meet commitments or obligations for
employee fringe benefits. Included are the governments share of costs for
Social Security and the various pensions, medical, and life insurance plans.
Encumbrance
Budget authority that is set aside when a purchase order or contract is
approved. The encumbrance assures suppliers that sufficient funds will be
available once the order is fulfilled. Encumbrances are also known as
obligations.
Enterprise Funds
A separate fund used to account for services supported primarily by service
charges; examples are water, sewer, golf, and airport funds.
Enterprises
Government-owned services, such as utilities, that are supported primarily by
fees rather than by tax revenue.
Expenditure
The payment of cash on the transfer of property or services for the purpose of
acquiring an asset, service or settling a loss.
Expense
Charges incurred (whether paid immediately or unpaid) for operations,
maintenance, interest, or other charges.
Fiduciary Funds
Funds that account for resources that government holds in trust for individuals
or other governments.
Fiscal Policy
A government's policies with respect to revenues, spending, and debt
management as these relate to government services, programs, and capital
investment. Fiscal policy provides an agreed-upon set of principles for the
planning and programming of government budgets and their funding.
Fiscal Year
A twelve-month period designated as the operating year for accounting and
budgeting purposes in an organization. For Sunny Isles Beach, this twelve
(12) month period is October 1 to September 30.
Fixed Assets
Assets of long-term character that are intended to continue to be held or used,
such as land, buildings, machinery, furniture, and other equipment.
Full Faith and
Credit
A pledge of government's taxing power to repay debt obligations.
207
GLOSSARY
Fund
A self-balancing set of accounts. Governmental accounting information is
organized into funds, each with separate revenues, expenditures, and fund
balances.
Fund Balance
The difference between a fund's assets and its liabilities. Portions of the fund
balance may be reserved for various purposes, such as contingencies or
encumbrances.
General Fund
The major fund in most governmental units, the General Fund accounts for all
activities not accounted for in other funds. Most tax-funded functions-such as
police and fire protection - are accounted for in the General Fund.
Generally Accepted Uniform minimum standards used by state and local governments for financial
recording and reporting; established by the accounting profession through the
Accounting
Principles (GAAP) Governmental Accounting Standards Board (GASB).
General Obligation This type of bond is backed by the full faith, credit and taxing power of the
government.
(G.O.) Bond
Governmental
Accounting
Standards Board
(GASB)
The body that sets accounting standards specifically for governmental entities
at the state and local levels.
Governmental
Funds
Funds typically used to account for tax supported, governmental activities (e.g.
the general fund, special revenue funds, debt service funds, capital projects
funds and permanent funds).
Goal
A statement of broad direction, purpose or intent based on the needs of the
community.
Grants
A contribution by a government or other organization to support a particular
function. Grants may be classified as either operational or capital, depending
upon the grantee.
Indirect Cost
A cost necessary for the functioning of the organization as a whole, but which
cannot be directly assigned to one service.
Infrastructure
The physical assets of a government (e.g., streets, water, sewer, public
buildings and parks).
208
GLOSSARY
Interfund Transfers The movement of monies between funds of the same governmental entity.
Intergovernmental Funds received from federal, state and other local government sources in the
form of grants, shared revenues, and payments in lieu of taxes.
Revenue
Internal Service
Charges
The charges to user departments for internal services provided by another
government agency, such as data processing or insurance funded from a
central pool.
Internal Service
Funds
One or more funds that account for the goods and services provided by one
department to another within government on a cost-reimbursement basis.
Departments that use internal services (e.g., data processing) may have a line
item in their budget for such services.
Levy
To impose taxes for the support of government activities.
Line-item Budget
A budget prepared along departmental lines that focuses on what is to be
bought by linking appropriations to objects of expenditures.
Long-term Debt
Debt payable more than one year after date of issue.
Mandate
A requirement from a higher level of government that a lower level of
government perform a task in a particular way, or perform a task to meet a
particular standard, often without compensation from the higher level of
government.
Mill
The property tax rate, which is based on the valuation of property. A tax rate
of one mill produces one dollar of taxes on each $1,000 of assessed property
valuation. One tenth of one cent.
Mission
A clear and concise statement that focuses on the purpose of the program
and sets program goals to align practices with values. A mission statement is
an actionable plan for a program's future, which includes the objectives, how
these objectives will be reached, who is responsible for performance and why
the program must meet it's goals.
Modified Accrual
Basis of
Accounting
A form of accrual accounting in which (1) expenditures are recognized when
the goods or services are received and (2) revenues, such as taxes, are
recognized when measurable and available to pay expenditures in the current
accounting period.
209
GLOSSARY
National Pollutant A permit program, which controls water pollution by regulating point sources
that discharge pollutants into waters of the United States.
Discharge
Elimination System
Object of
Expenditure
An expenditure classification, referring to the lowest and most detailed level of
classification, such as electricity, office supplies, asphalt, and furniture.
Objective
Something to be accomplished in specific, well-defined, and measurable terms
and is achievable within a specific period.
Obligations
Amounts, which a government may be legally required to meet out of its
resources. They include not only actual liabilities, but also encumbrances not
yet paid.
Operating Budget
That portion of a budget that deals with recurring expenditures such as
salaries, electric bills, postage, printing, office supplies, and gasoline. The
operating budget may be a separate document from the capital budget, or a
consolidated document may be prepared that has one section devoted to
operating expenditures and another to capital expenditures. Taken together,
the operating and the capital budgets should equal the total amount of
spending for the fiscal period.
Operating Deficit
The amount by which this year's (or budget period's) revenues are exceeded
by expenditures for the same period. An operating deficit does not take into
account any balances left over from prior years that may be used to pay off
shortfalls.
Operating
Expenses
The cost for personnel, materials, and equipment required for a department to
function.
Operating Revenue Funds that the government receives as income to pay for ongoing operations.
It includes such items as taxes, fees from specific services, interest earnings,
and grant revenues. Operating revenues are used to pay for day-to-day
services.
Ordinance
A municipal regulation or an authoritative decree or law.
Pay-as-you-goBasis
A term used to describe a financial policy by which capital outlays are financed
from current revenues rather than through borrowing.
Performance
Budget
A budget format that includes (1) performance goals and objectives and (2)
demand, workload, efficiency, and effectiveness (outcome or impact)
measures for each governmental program.
210
GLOSSARY
Performance
Measures
Indicators used in budgets to show, for example, (1) the amount of work
accomplished, (2) the efficiency with which tasks were completed, and (3) the
effectiveness of a program, which is often expressed as the extent to which
objectives were accomplished.
Personal Services
Expenditures for salaries, wages, and fringe benefits of government
employees.
Obligations from previous fiscal years in the form of purchase orders,
contracts or salary commitments which are chargeable to an appropriation,
and for which a part of the appropriation is reserved. They cease to be
encumbrances when the obligations are paid or otherwise terminated.
Prior-year
Encumbrances
Productivity
The cost per unit of goods or services, holding quality constant. Productivity
increases when the cost per unit goes down but quality remains constant or
increases.
Program
A group of related activities performed by one or more organizational units for
the purpose of accomplishing a function for which the government is
responsible.
Program Budget
A budget format that organizes budgetary information and allocates funds
along program rather than departmental lines.
Proprietary Funds
The funds used to account for operations (a) that are financed and operated in
a manner similar to private business enterprises - where the intent of the
governing body is that the costs of providing goods or services to the general
public on a continuing basis be financed or recovered primarily through user
charges; or (b) where the governing body has decided that periodic
determination of revenues earned, expenses incurred, and/or net income is
appropriate for capital maintenance, public policy, management control,
accountability, or other purposes.
Public Hearing
An open meeting regarding proposed operating or capital budget allocations,
which provides citizens with an opportunity to voice their views on the merits of
the proposals.
Purchase Order
An agreement to buy goods and services from a specific vendor, with a
promise to pay on delivery.
Reserve
An account used either to set aside budgeted revenues that are not required
for expenditure in the current budget year or to earmark revenues for a
specific future purpose.
211
GLOSSARY
Resolution
A special or temporary order of legislative body; an order of a legislative body
requiring less legal formality than an ordinance or statute.
Resources
Total amounts available for appropriation including estimated revenues, fund
transfers, and beginning balances.
Revenues
All amounts of money received by a government from external sources for the
purpose of financing the operations of the government.
Revenue Bond
This type of bond is backed only by revenues, which come from a specific
enterprise or project, such as a hospital or toll road.
Service Lease
A lease under which the lessor maintains and services the asset.
Service Level
Services or products which comprise actual or expected output of a given
program. Focus is on result, not measures of workload.
Source of Revenue Revenues are classified according to their source or point of origin.
Statute
A law enacted by a legislative body.
Target-based
Budgeting
A budget process in which departments are provided with a maximum level for
their budget requests. The budget office requires separate justification for
proposed spending levels that exceed the target.
Taxes
Compulsory charges levied by a government for the purpose of financing
services performed for the common benefit of the people. This term does not
include specific charges made against particular persons or property for
current or permanent benefit, such as special assessments.
Temporary
Positions
An employee who fills a temporary or short-term position. Such employees
provide contingency staffing for government operations during peak
workloads, or to address temporary staffing needs. Temporary employees are
on a per-hour basis, and do not receive benefits.
Trust Funds
A fund established to receive money that the local government holds on behalf
of individuals or other governments; the government holding the money has
little or no discretion over it. Examples include employee pension funds and
taxes collected for other governments.
Unencumbered
Balance
The amount of an appropriation that is neither expended nor encumbered. It
is essentially the amount of money still available for future use.
212
GLOSSARY
Unreserved Fund
Balance
The portion of a fund balance that is not restricted for a specific purpose and
is available for general appropriation.
User Charges
The payment of a fee for direct receipt of a public service by the party who
benefits from the service.
Working Cash
Excess of readily available assets over current liabilities, or cash on hand
equivalents, which may be used to satisfy cash flow needs.
213
ACRONYMS
ACD
Automated Call Distribution
ADA
Americans with Disabilities Act
ALS
Advanced Life Support
ARRA
American Resource and Recovery Act
BCC
Board of Miami-Dade County Commissioners
BPE
Board of Professional Engineers
CAD
Computer Aided Dispatch
CAFR
Comprehensive Annual Financial Report
CD
Certificate of Deposit
CDBG
Community Development Block Grant
CID
Criminal Investigation Division
CIP
CMAQ
Congestion Mitigation and Air Quality
COLA
Cost of Living Adjustment
CPA
Certified Public Accountant
CRS
Community Rating System
DARE
Drug Awareness Resistance Education
DMV
Department of Motor Vehicles
EAP
Employee Assistance Program
EEOC
Equal Employment Opportunity Commission
EMS
Emergency Medical Services
EOC
Emergency Operations Center
EPA
Environmental Protection Agency
214
ACRONYMS
ERC
Equivalent Residential Connection
FCAT
Florida Comprehensive Assessment Test
FDIC
Federal Deposit Insurance Corporation
FDOT
Florida Department of Transportation
FEMA
Federal Emergency Management Agency
FPL
Florida Power and Light
FRDAP
Florida Recreation Development Assistance Program
FRS
Florida Retirement System
FTGA
Florida Turf Grass Association
GAAP
Generally Accepted Accounting Principles
GAO
General Accountability Office
GASB
Governmental Accounting Standards Board
GFOA
Government Finance Officers Association
GIS
Geographic Information Systems
GOB
General Obligation Bond
GPS
Global Positioning System
HMGP
Hazard Mitigation Grant Program
HR
Human Resources
IFAS
Institute of Food and Agricultural Sciences
IRS
Internal Revenue Services
IT
ISTEA
Intermodal Surface Transportation Efficiency Act
ISO
Insurance Office, Inc.
215
ACRONYMS
LETF
Law Enforcement Trust Fund
NFPA
National Fire Protection Association
NPDES
National Pollutant Discharge Elimination System
OEM
Original Equipment Manufacturer
OMB
U.S. Office of Management and Budget
OSSI
Office Software Solutions Incorporated
VOCA
Victims of Crime Agency
216
C-6
C-7
C-8
C-9
Bella Vista Vista Bay Park
Gateway Park Development
FY 2012/2013
FY 2012/2013 Capital Improvement Program
Table of Contents
Introduction
Major Capital Improvement Projects by Location
FY 2012/2013 City-wide Capital Budget Summary
FY 2012/2013-FY2016/2017 City-wide Capital Budget Summary
FY 2012/2013-FY 2016/2017 General Capital Projects Fund Summary
FY 2012/2013-FY 2016/2017 2010 Capital Projects Fund Summary
FY 2012/2013-FY 2016/2017 2011 Capital Projects Fund Summary
FY 2012/2013-FY 2016/2017 Stormwater Capital Fund Summary
Estimated Operating Impact by Project
C-1
C-3
C-4
C-5
C-6
C-7
C-8
C-9
C-10
Capital Improvement Projects
Pedestrian & Emergency Vehicular Bridge
Gateway Park Development
Gwen Margolis Park Upgrades
Pelican Community Park Improvements
Town Center Park Upgrades
Collins Avenue Sidewalk Improvements (Westside)
Heritage Park and Parking Garage Improvements
Town Center Skateboard Park Noise Control
Intracoastal Park-16050 Collins Avenue
Samson Park Restroom Expansion
New City Parking Garage - Walgreens
FP&L Undergrounding
WASD Demolition and Park Construction
Collins Avenue Sidewalk Improvements (Eastside)
Atlantic Isle Bridge Rehabilitation
City Wide Security Project
C-11
C-12
C-13
C-14
C-15
C-16
C-17
C-18
C-19
C-20
C-21
C-22
C-23
C-24
C-25
C-26
C-27
C-28
C-29
INTRODUCTION
The Capital Improvement Program (CIP) concentrates on the development of a long-range framework in
which physical projects may be planned while, at the same time, implementing projects within the City's
financial capabilities. The comprehensive program is prepared for the ensuing five years and is based
upon the requirements of the community for all types of public improvements. To that end, each
department of the municipality submitted to the City Manager those projects and estimates of time and
cost for improvements within the purview of each department.
PURPOSE
The primary purpose of the Capital Improvement Program includes: The development of a long-range
framework in which physical projects are planned, evaluated, and presented in an order sequence; The
coordination of the capital related projects of City departments to ensure equitable distributions of projects
with regard to the needs of the community, the timing of related projects, and the fiscal ability of the City
to undertake the projects; The assistance of City staff and City Commission members in the
determination of project requests and funding with regard to short and long-range plans; and the provision
of information regarding planned capital projects to the residents of the City of Sunny Isles Beach.
DEFINITIONS
Capital Improvement: Any major expenditure for physical development, which generally falls into one of
the following categories: Land and non-structural improvements; New structures; Major repairs; Major
equipment.
Capital Improvement Project: Any major non-recurring expenditure for physical facilities of government
such as costs for acquisition of land or interests in land; construction of buildings or other structures
including additions or major alterations; construction of streets or utility lines; fixed equipment;
landscaping and similar expenditures including associated planning and design work related directly to an
individual project. A Capital Improvement Project generally exceeds $25,000 and has a useful life of five
(5) years or more.
Capital Improvement Budget: A list of projects, together with cost amounts and sources of funds for the
coming fiscal year, regarded as the first year of the Capital Improvement Program. The Capital
Improvement Program may be included as a part of the City operating budget.
METHODOLOGY
Projects included in the Capital Improvement Program were derived from needs identified by City staff.
Departments submitted projects that encompassed both the improvement of the City's physical
development as well as the improvement of the particular programs and services that they provide to the
public. Each department estimated the project's cost, assigned a project manager, determined the
priority level, identified the source of possible funding across the five fiscal years, gave an explanation
and justification of the project, identified costs which would extend beyond the five years, and identified
any annual impact on the operating budget. After initial compilation, the projects were organized and
reports generated. The Director of Finance and City Manager assessed and ranked the projects by
priority for City Commission consideration. After the City Commission's review and approval, funded
projects would be implemented.
C-1
FUNDING OF CAPITAL PROJECTS
The success of the Capital Improvement Program depends on the close coordination of the physical plan
with a financial plan. Projects may be financed through regular operating funds such as the General
Fund, which frequently are insufficient for very large Capital Improvement Projects and which must
compete with recurring operating requirements. The financial plan may require in-depth research in
determining alternative means within a desired timetable to finance Capital Improvements. The City can
borrow money through the sale of bonds. Bonds sold by the City fall into two categories: General
Obligation Bonds and Revenue Bonds. A property tax levy is used to pay for General Obligation Bonds,
which normally requires voter approval. Revenue Bonds are paid for by pledging a specific revenue
stream for the repayment of debt. It has become practical to pay for some very large Capital
Improvements on a pay-as-you-go basis with the popularity of various lease-purchase options. Federal
and State Aid Programs can also play an important role in Capital Improvement planning. Federal and
State Grant Programs can aid in the planning and financing of projects.
The administrative ability to seek and utilize the best possible source, or combination of sources, from the
various alternatives for financing Capital Improvements can maximize the City's Capital Improvement
Program, saving the cost of inefficiencies, which occur from not adequately addressing infrastructure
NEED FOR CAPITAL PROJECTS
In recent years, a vast array of new federal and state regulations, primarily in areas of environmental
quality, have imposed tremendous costs upon local units of government for Capital Improvements in
order to comply with the law. Although some programs are combined with financial aid to encourage and
assist cities in gaining compliance, the local share of costs often runs into the millions of dollars. Once
built, facilities must be maintained and operated which imposes tremendous ongoing costs for labor and
materials. The ability to absorb future operating costs is as important in planning a Capital Improvement
Program as the ability to finance the actual construction. Rapidly changing technology often contributes
to capital projects planning. Modernization of facilities and equipment, while costly, can often help reduce
maintenance and operating costs significantly over the long run. There is a constant need to rebuild and
or replace facilities, which have begun to deteriorate due to age. This is particularly true with streets and
bridges. The impact of the various factors, which contribute to generating Capital Improvements,
highlight the need for sound fiscal planning in the preparation of Sunny Isles Beach's Capital
Improvement Program. The future development, growth and general well being of our citizens is directly
related to an affordable and realistic Capital Improvement Program.
C-2
MAJOR CAPITAL IMPROVEMENT PROJECTS BY LOCATION
FY 2013 FY 2014 FY 2015 FY 2016 FY 2017
C-3
CITY-WIDE CAPITAL BUDGET SUMMARY
FISCAL YEAR 2012/2013
General
Capital
Improvemen 2010 Capital
t Program Projects Fund
2011
Capital
Projects
Fund
Stormwater
Capital
Projects
Fund
Total
Revenues
Second Local Option Gas Tax
$
-
$
-
$
-
$
79,300
$
79,300
Interest
479,600
35,000
10,000
5,000
529,600
400,000
0
0
0
400,000
Transfers In-General Fund
2,000,000
0
0
0
2,000,000
7,828,000
0
0
0
7,828,000
560,000
0
0
0
560,000
Impact Fees
Reappropriated Fund Balance
10,147,280
Appropriations
$
Newport Pier Park
100,000
130,930 15,758,210
$215,230 $27,155,110
3,170,000 2,310,000
$3,205,000 $2,320,000
Total Revenue $21,414,880
$
-
$
-
$
$
-
100,000
School Expansion
3,600,000
0
0
0
3,600,000
Emergency Bridge
1,000,000
0
0
0
1,000,000
10,550,000
3,205,000
2,320,000
0
16,075,000
960,000
0
0
0
960,000
1,065,000
0
0
0
1,065,000
Town Center Park Improvements
348,000
0
0
0
348,000
Town Center Park Noise Control
0
0
0
0
0
Collins Ave Sidewalk Impr-West
60,000
0
0
0
60,000
530,000
0
0
0
530,000
70,000
0
0
0
70,000
270,000
0
0
0
270,000
500,000
0
0
0
500,000
2,361,880
0
0
215,230
2,577,110
Gateway Park
Gwen Margolis Park Improvements
Heritage Park Improvements
Intracoastal Parks-16050 Collins Ave
Reserves for Fund Balance
Total Appropriations $21,414,880
$3,205,000 $2,320,000
$215,230 $27,155,110
C-4
CITY-WIDE CAPITAL BUDGET SUMMARY
FISCAL YEAR 2012/2013-FISCAL YEAR 2016/2017
FY 2013
FY 2014
FY 2015
FY 2016
FY 2017
Revenues
$
Interest
529,600
$ 290,800
$
123,400 $
13,600
$
9,000
400,000
0
500,000
0
0
2,000,000
2,000,000
2,000,000
2,000,000
2,000,000
7,828,000
500,000
6,204,100
859,200
0
560,000
0
0
0
0
79,300
75,000
75,000
75,000
75,000
15,758,210
$27,155,110
2,577,110
$5,442,910
1,442,910
$10,345,410
8,328,410
$11,276,210
5,137,210
$7,221,210
Grants/Contributions
Impact Fees
Total Revenue
Appropriations
$
Newport Pier Park
100,000
School Expansion
3,600,000
Emergency Bridge
1,000,000
Gateway Park
$
4,000,000
$
-
$
-
$
-
-
-
-
-
-
-
-
-
-
-
-
16,075,000
-
960,000
-
1,065,000
-
-
-
-
348,000
-
-
-
-
1,435,000
-
-
-
-
-
60,000
-
-
-
-
530,000
-
-
-
-
70,000
-
-
-
-
-
-
City Parking Garage-Walgreens
270,000
400,000
-
-
2,380,000
-
FPL-Undergrounding
-
-
-
2,000,000
WASD Demo & Park-Sunny Isles Blvd
-
-
-
475,000
-
-
500,000
4,300,000
-
-
-
-
-
-
-
Collins Ave Sidewalk Impr-East
-
-
-
784,000
-
Atlantic Isle Bridge
-
-
-
500,000
-
Total Appropriations
2,577,110
$27,155,110
1,442,910
$5,442,910
182,000
-
8,328,410
$10,345,410
5,137,210
$11,276,210
2,921,210
$7,221,210
C-5
CAPITAL IMPROVEMENT PROGRAM FUND SUMMARY
FY 2013
FY 2014
FY 2015
FY 2016
FY 2017
479,600
$ 285,800
$ 118,400
400,000
-
500,000
-
-
2,000,000
2,000,000
2,000,000
2,000,000
2,000,000
7,828,000
500,000
6,204,100
859,200
-
560,000
-
-
-
-
Revenues
$
Interest
Grants/Contributions
Impact Fees
10,147,280
$21,414,880
Total Revenue
2,361,880
$5,147,680
1,147,680
$9,970,180
$
8,600
$
7,953,180
$10,820,980
4,000
4,681,980
$6,685,980
Appropriations
$
Newport Pier Park
100,000
$
-
$
-
$
-
$
-
School Expansion
3,600,000
-
-
-
-
Emergency Bridge
1,000,000
4,000,000
-
-
-
10,550,000
-
-
-
-
960,000
-
1,435,000
-
-
1,065,000
-
-
-
-
348,000
-
-
-
-
-
-
-
-
-
60,000
-
-
-
-
530,000
-
-
-
-
70,000
-
-
-
-
-
-
400,000
2,380,000
-
270,000
-
-
-
-
FPL-Undergrounding
-
-
-
2,000,000
4,300,000
WASD Demo & Park-Sunny Isles Blvd
-
-
-
475,000
-
500,000
-
-
-
-
-
-
182,000
-
-
Collins Ave Sidewalk Impr-East
-
-
-
784,000
-
Atlantic Isle Bridge
-
-
-
500,000
-
Gateway Park
2,361,880
$21,414,880
1,147,680
$5,147,680
7,953,180
$9,970,180
4,681,980
$10,820,980
2,385,980
$6,685,980
C-6
2010 CAPITAL PROJECT FUND SUMMARY
FY 2013
FY 2014
FY 2015
FY 2016
FY 2017
Revenues
$35,000
$0
$0
$0
$0
Total Revenue
3,170,000
$3,205,000
0
$0
0
$0
0
$0
0
$0
3,205,000
$3,205,000
$0
$0
$0
$0
Interest
Appropriations
Gateway Park
C-7
2011 CAPITAL PROJECT FUND SUMMARY
FY 2013
FY 2014
FY 2015
FY 2016
FY 2017
Revenues
$10,000
$0
$0
$0
$0
Total Revenue
2,310,000
$2,320,000
0
$0
0
$0
0
$0
0
$0
2,320,000
$2,320,000
0
$0
0
$0
0
$0
0
$0
Interest
Appropriations
Gateway Park
C-8
STORMWATER CAPITAL FUND SUMMARY
FY 2013
FY 2014
FY 2015
FY 2016
FY 2017
Revenues
Interest
Total Revenue
$79,300
$75,000
$75,000
$75,000
$75,000
5,000
5,000
5,000
5,000
5,000
130,930
$215,230
215,230
$295,230
295,230
$375,230
375,230
$455,230
455,230
$535,230
215,230
$215,230
295,230
$295,230
375,230
$375,230
455,230
$455,230
535,230
$535,230
Appropriations
C-9
ESTIMATED OPERATING IMPACT BY PROJECT
Project Title
Personnel
Gateway Park
628,600.00
Operating
730,951.00
Total
1,359,551.00
-
(14,400.00)
(14,400.00)
Gwen Margolis Park Imrovements
-
(124,200.00)
(124,200.00)
-
141,000.00
141,000.00
WASD-Demo & Park-Sunny Isles Blvd
-
24,400.00
24,400.00
-
115,325.00
115,325.00
Total CIP Operating Impact
$628,600
$873,076
$1,501,676
C-10
NEWPORT FISHING PIER
LOCATION:
East side of Collins Avenue and 167th Street
STATUS:
Continuing Project
PRIORITY:
1
DESCRIPTION/JUSTIFICATION
The Newport Fishing Pier and Restaurant Project was contracted for
construction in FY11 with Shoreline Foundation Inc. The project consists
of the complete demolition and reconstruction of the historic Newport
Fishing Pier and Restaurant. The FY12 budget consisted primarily in
consulting, project management and special inspection services to ensure
that the project is completed in accordance to the plans and specifications,
code, and regulatory agency special requests and requirements. In
addition, FY 12 budget included builder's risk insurance for the project and
costs related to utility permits and utility installations. The FY 13 budget
allows for any additional scope changes.
FY 2017
FUNDING SOURCES:
FY13
Capital Projects Fund
100,000
TOTAL
PROJECT COMPONENTS:
$100,000
FY13
FY14
$0
FY14
FY15
$0
FY15
FY16
$0
FY16
FY17
PROJECT
0
ESTIMATED
Start Date
Completion Date
$0
$100,000
10/2010
1/2013
FY17
Five Year
Total
FY12
Budget
Expenditure
Through
9/30/11
$4,276,343
1,039,711
$4,276,343
1,039,711
$0
100,000
$100,000
Equipment
TOTAL
100,000
0
Plans and Studies
Construction
TOTAL
$0
$100,000
$0
$0
$0
$0
$100,000
PROJECT TOTAL
$5,416,054
ANNUAL OPERATING IMPACT
DESCRIPTION:
FY13
FY14
FY15
FY16
FY17
Five Year
Total
OTHER:
Personnel
Account Numbers:
Operating
20-600-5670
Capital Outlay
35-600-5670
TOTAL
$0
$0
$0
$0
$0
$0
C-11
PEDESTRIAN AND EMERGENCY VEHICULAR BRIDGE
LOCATION:
North Bay Road between 172nd and 174th
Street
STATUS:
Continuing Project
PRIORITY:
2
The City is designing and planning to build a concrete emergency
vehicular bridge with pedestrian access as well as improvements to the
proposed bridge approaches. The proposed 263' bridge will span the
canal at North Bay Road from 172nd Street to 174th Street. FY13
consists of the commencement of construction and special inspection
services. There are several critical items that influence the progression,
implementation and ultimate cost of this project. There are
environmental impacts to both mangroves and sea grasses that need to
be satisfactorily mitigated or addressed. Additionally, the tie-in point on
the south side of the canal has only 25 feet of available right of way; the
net result is that the bridge, until the additional 25 feet of right of way or
easement is acquired to the east, can only accommodate one way traffic
at a time. Signalization or some other traffic control feature will be
required to place the bridge in service.
FUNDING SOURCES:
FY13
FY14
1,000,000
4,000,000
TOTAL
PROJECT COMPONENTS:
$1,000,000
FY13
$4,000,000
FY14
FY15
$0
FY16
$0
FY15
FY16
FY17
5,000,000
PROJECT
0
ESTIMATED
0
Start Date
Completion Date
$0
$5,000,000
10/2012
10/2014
FY17
Five Year
Total
FY12
Budget
Expenditure
Through
9/30/11
Plans and Studies
Construction
TOTAL
$0
1,000,000
4,000,000
$5,000,000
Equipment
$0
Other
$0
TOTAL
$1,000,000
$4,000,000
$0
$0
$0
$5,000,000
PROJECT TOTAL
662,156
$776,729
$662,156
776,729
$6,438,885
Five Year
Total
OTHER:
Personnel
$0
Account Numbers:
Operating
$0
20-600-5651
Capital Outlay
$0
35-600-5651
DESCRIPTION:
TOTAL
FY13
$0
FY14
$0
FY15
$0
FY16
$0
FY17
$0
$0
C-12
FY 2013 Capital Improvement Program
GATEWAY PARK DEVELOPMENT
LOCATION:
151, 215, 287 Sunny Isles Boulevard
STATUS:
Continuing Project
PRIORITY:
3
In FY11, the City of Sunny Isles Beach entered into a public-private
partnership for the purpose of developing the Gateway Park area along
Sunny Isles Boulevard adjacent to Collins Avenue which is the main
entrance to the City. Once the City demolishes the entire site, the
project envisions the development of a +300 car parking garage and an
enhanced park area (green space) on City property. The enhancements
will promote the City and provide a destination for residents and visitors
alike.
FUNDING SOURCES:
FY13
10,550,000
10,550,000
PROJECT
2010 CIP Fund
3,205,000
3,205,000
ESTIMATED
2011 CIP Fund
TOTAL
2,320,000
2,320,000
Start Date
Completion Date
$0
$16,075,000
5/2012
7/2013
FY17
Five Year
Total
FY12
Budget
Expenditure
Through
9/30/11
767,490
57,510
$767,490
$57,510
PROJECT
COMPONENTS:
$16,075,000
FY13
FY14
$0
FY14
FY15
FY16
$0
$0
FY15
FY16
FY17
Plans and Studies
Construction
TOTAL
$0
15,675,000
15,675,000
Equipment
300,000
300,000
Project Management
100,000
100,000
TOTAL
$16,075,000
$0
$0
$0
$0
$16,075,000
PROJECT TOTAL
$16,900,000
DESCRIPTION:
FY13
FY14
FY15
FY16
FY17
Five Year
Total
OTHER:
Personnel
56,280
136,800
140,904
145,131
149,485
$628,600
Account Numbers:
Operating
49,020
163,000
167,890
172,927
178,115
730,951
20-600-5688
Capital Outlay
41,180
0
0
0
0
41,180
35-600-5688, 32-600-5688
$146,480
$299,800
$308,794
$318,058
$327,600
$1,400,731
TOTAL
C-13
GWEN MARGOLIS PARK UPGRADES
LOCATION:
17815 North Bay Road
STATUS:
New Project
PRIORITY:
4
This project includes replacing the natural turf playfield with an artificial
surface. Minimal lighting, similar to that at Town Center Park, will be
added. Public Works crews will remove and salvage the existing perimeter
security fencing.
FUNDING SOURCES:
FY13
1,065,000
TOTAL
$1,065,000
FY14
$0
$0
FY15
FY16
$0
FY16
FY17
TOTAL
1,065,000
PROJECT
0
ESTIMATED
0
Start Date
Completion Date
$0
$1,065,000
12/12
12/12
FY17
Five Year
Total
FY12
Budget
Expenditure
Through
9/30/11
$0
0
PROJECT COMPONENTS:
FY13
Plans and Studies
35,000
$35,000
1,030,000
$840,000
Construction
FY14
FY15
Equipment
TOTAL
$0
$1,065,000
$0
$0
$0
$0
$875,000
PROJECT TOTAL
$875,000
DESCRIPTION:
FY13
FY14
FY15
FY16
FY17
Personnel
Operating
-13,800
-27,600
-27,600
-27,600
-27,600
Capital Outlay
TOTAL
($13,800)
($27,600)
($27,600)
($27,600)
($27,600)
Five Year
Total
OTHER:
$0
Account Numbers:
($124,200)
20-600-5617
$0
35-600-5617
($124,200)
C-14
PELICAN COMMUNITY PARK IMPROVEMENTS
LOCATION:
18115 North Bay Road
STATUS:
New Project
PRIORITY:
5
This project includes two main components phased over two different
fiscal years for upgrades to Pelican Community Park. Specifically, the
first phase includes conversion of the existing ball field, which is a
shared facility with Norman S. Edelcup School, from natural to artificial
turf. The existing field is unplayable after even moderate rains and
replacing the turf will allow for use more quickly. Additionally, the
recurring maintenance of the clay trap along the left field foul line will be
eliminated. The second phase of this project includes the construction
of a cantilevered second floor over the existing playground area to
accommodate the additional space needed for the Cultural and
Community Services Department.
FUNDING SOURCES:
FY13
960,000
FY14
Grant
TOTAL
$960,000
PROJECT COMPONENTS:
FY13
Plans and Studies
20,000
Construction
940,000
$0
FY14
FY15
FY16
FY17
935,000
1,895,000
PROJECT
500,000
500,000
ESTIMATED
$1,435,000
FY15
$0
FY16
0
Start Date
Completion Date
$0
$2,395,000
12/12
1/13*
FY17
Five Year
Total
FY12
Budget
Expenditure
Through
9/30/11
$0
$0
$20,000
1,435,000
$2,375,000
Equipment
TOTAL
TOTAL
$0
$960,000
$0
$1,435,000
$0
$0
$2,395,000
PROJECT TOTAL
$2,395,000
DESCRIPTION:
FY13
FY14
FY15
FY16
FY17
Personnel
Operating
-10,000
-10,000
2,800
2,800
Capital Outlay
TOTAL
$0
-$10,000
-$10,000
$2,800
$2,800
Five Year
Total
OTHER:
$0
Account Numbers:
($14,400)
20-600-5611
$0
35-600-5611
-$14,400
C-15
TOWN CENTER PARK UPGRADES
LOCATION:
17200 Collins Avenue
STATUS:
New Project
PRIORITY:
6
This new project includes the replacement of those portions of the existing
concrete path that have cracked and settled. Additional subgrade work is
needed to provide for a firm stable surface for the concrete along with
resurfacing of the sidewalk area that runs throughout the main park area at
the Town Center Park to include "rumble strips" or some form of
skateboard deterrent. In addition, the mulched play surfaces will be
replaced with a poured in place rubberized surface. Along with bringing the
existing bathrooms into full ADA Compliance, there will be installation of an
additional pedestrian gate by the restroom facilities as well as mitigation of
a persistent drainage problem near the northwest corner of the site before
getting to the skate park. Additional site improvements include replacing
and/or repairing benches, trash receptacles and adding life trail stations.
FUNDING SOURCES:
FY13
348,000
TOTAL
PROJECT COMPONENTS:
$348,000
FY13
FY14
$0
FY14
FY15
$0
FY15
FY16
$0
FY16
FY17
TOTAL
348,000
PROJECT
0
ESTIMATED
0
Start Date
Completion Date
$0
$348,000
10/2010
3/2013
FY17
Five Year
Total
FY12
Budget
Expenditure
Through
9/30/11
$0
$0
Plans and Studies
$0
Construction
330,000
$330,000
Equipment
18,000
$18,000
TOTAL
$348,000
$0
$0
$0
$0
$348,000
PROJECT TOTAL
$348,000
Five Year
Total
OTHER:
Personnel
$0
Account Numbers:
Operating
$0
20-600-5695
Capital Outlay
$0
DESCRIPTION:
TOTAL
FY13
$0
FY14
$0
FY15
$0
FY16
$0
FY17
$0
$0
C-16
COLLINS AVENUE SIDEWALK IMPROVEMENTS (Westside)
STATUS:
West side of Collins Avenue - Remaining
Segments
Continuing Project
PRIORITY:
7
LOCATION:
This project is the completion of curb returns at intersecting streets
and possible mast arm foot modifications to allow for paver treatments
to complete aesthetic enhancements to the overall corridor. This is in
lieu of the previous plan to simply paint or stain all the ADA ramps and
mast arm bases; due to top slab thickness limitations on the drainage
structures, these facilities will be either left as is or stained.
Approximately 19 curb ramps and/or mast arm locations are slated to
be improved. Some curb returns have already been upgraded but
there are a total of 19 more curb returns on the west side of Collins
Avenue that would benefit from this proposed upgrade and complete
the aesthetic improvements.
FUNDING SOURCES:
FY13
60,000
TOTAL
$60,000
PROJECT COMPONENTS:
FY13
FY14
$0
FY14
FY15
FY16
$0
FY15
$0
FY16
FY17
TOTAL
60,000
PROJECT
0
ESTIMATED
0
Start Date
Completion Date
$0
$60,000
11/2011
1/2013
FY17
Five Year
Total
FY 2012
Budget
Expenditure
Through
9/30/11
Plans and Studies
$0
Construction
60,000
$60,000
Equipment
$0
Other
$0
$1,457,000
$3,311,640
$60,000
$1,457,000
$3,311,640
TOTAL
$60,000
$0
$0
$0
$0
PROJECT TOTAL
$4,828,640
Five Year
Total
OTHER:
Personnel
$0
Account Numbers:
Operating
$0
20-600-5621
Capital Outlay
$0
35-600-5621
DESCRIPTION:
TOTAL
FY13
$0
FY14
$0
FY15
FY16
$0
$0
FY17
$0
$0
C-17
HERITAGE PARK AND PARKING GARAGE IMPROVEMENTS
LOCATION:
STATUS:
Continuing Project
PRIORITY:
8
This project is a continuation of the improvements to the Heritage Park
and Garage Project located at 19200 Collins Avenue. The
improvements include adding a wall between the Lehman property line
and the Oceanview/Ocean Reserve property and the removal of the
barbed wire fence that exists; this wall will look like the existing block
wall on the south side of the Lehman Causeway and will have a solid
metal twelve foot wide gate for access to the utilities and landscape
strip north of the wall. In addition, this project includes the installation of
4 bocce ball courts just west of the existing basketball court along with
benches and trash receptacles.
FUNDING SOURCES:
FY13
530,000
TOTAL
PROJECT COMPONENTS:
$530,000
FY13
FY14
$0
FY14
FY15
$0
FY16
$0
FY15
FY16
FY17
TOTAL
530,000
PROJECT
0
ESTIMATED
0
Start Date
Completion Date
$0
$530,000
9/2011
2/2012
FY17
Five Year
Total
FY12
Budget
Expenditure
Through
9/30/11
Plans and Studies
$0
Construction
515,000
$515,000
Equipment
15,000
$15,000
Other
TOTAL
1,172,576
670,107
13,913,418
$670,107
$15,085,994
$0
$530,000
$0
$0
$0
$0
$530,000
PROJECT TOTAL
$16,286,101
Five Year
Total
OTHER:
Personnel
$0
Account Numbers:
Operating
$0
20-600-5663
Capital Outlay
$0
35-600-5663
DESCRIPTION:
TOTAL
FY13
$0
FY14
$0
FY15
$0
FY16
$0
FY17
$0
$0
C-18
TOWN CENTER SKATEBOARD PARK NOISE CONTROL
LOCATION:
STATUS:
Continuing Project
PRIORITY:
9
This project involves the development of a noise control solution for
the skateboard park located in Town Center Park. The skateboard
park was developed to allow skateboarders access to public facilities
within the City. It is located on the west end of Town Center Park
between mangroves to the south and a condo complex to the north.
As a result of community concerns over noise created by the
skateboards as they are utilized by patrons, an acoustic consulting
firm is currently preparing an assessment of ambient noise levels
versus noise levels when the park is being used and further to identify
three different noise abatement options with cost estimates for City
consideration. While preliminary results from field measurements are
expected in July, the full report with three mitigation options and
associated cost estimates is due in September 2012.
FUNDING SOURCES:
FY13
FY14
FY15
FY16
FY17
TOTAL
0
PROJECT
0
ESTIMATED
0
Start Date
Completion Date
$0
$0
10/2011
9/2013
FY17
Five Year
Total
FY12
Budget
Expenditure
Through
9/30/11
Plans and Studies
$0
$50,000
Construction
$0
Equipment
$0
Other
$0
TOTAL
PROJECT COMPONENTS:
TOTAL
$0
FY13
$0
$0
FY14
$0
$0
FY15
$0
FY16
$0
$0
$0
$0
PROJECT TOTAL
$497,166
$50,000
497,166
$547,166
Five Year
Total
OTHER:
Personnel
$0
Account Numbers:
Operating
$0
Capital Outlay
$0
DESCRIPTION:
TOTAL
FY13
$0
FY14
$0
FY15
FY16
$0
$0
FY17
$0
$0
C-19
INTRACOASTAL PARK-ARLEN HOUSE
LOCATION:
Collins Avenue Bayview Drive
STATUS:
New Project
PRIORITY:
10
The purpose of this project is to construct a landscape area on an
easement fronting the Arlen House Condo located at 100 Bayview
Drive and to improve the Right of Way.
FUNDING SOURCES:
FY13
500,000
TOTAL
$500,000
PROJECT COMPONENTS:
FY13
FY14
$0
FY14
FY15
FY16
$0
$0
FY15
FY16
FY17
500,000
PROJECT
0
ESTIMATED
0
Start Date
Completion Date
$0
$500,000
10/2012
9/2013
FY17
Five Year
Total
FY12
Budget
Expenditure
Through
9/30/11
Plans and Studies
Construction
TOTAL
$0
500,000
$500,000
Equipment
$0
Other /Demolition
$0
TOTAL
$500,000
$0
$0
$0
$0
$500,000
PROJECT TOTAL
0
$0
$0
$500,000
DESCRIPTION:
FY13
FY14
FY15
FY16
FY17
Personnel
Operating
16,000
31,500
33,075
34,750
Capital Outlay
TOTAL
Five Year
Total
OTHER:
$0
Account Numbers:
$115,325
20-600-5697
$0
$16,000
$31,500
$33,075
$34,750
$0
$115,325
C-20
16050 COLLINS AVENUE INTRACOASTAL PARK
LOCATION:
STATUS:
New Project
PRIORITY:
11
The purpose of this project is to redevelop the property located at
16050 Collins Avenue into a park. Property improvements have been
demolished, and the site regraded and sodded and an irrigation
system installed. Park improvements include a tot lot at the south
end of the parcel, along with a decorative coral rock/metal fence
along the west, north and south sides of the parcel, along with a
meandering path, landscaping, and park furniture. This park, along
with the 16100 and 16200 parcels provide a location for residents and
visitors to enjoy a green space within the community located south of
Sunny Isles Blvd.
FUNDING SOURCES:
FY13
2010 CIP Fund
70,000
TOTAL
$70,000
PROJECT COMPONENTS:
FY13
FY14
$0
FY14
FY15
FY16
$0
$0
FY15
FY16
FY17
TOTAL
70,000
PROJECT
0
ESTIMATED
0
Start Date
Completion Date
$0
$70,000
11/2011
3/2013
FY17
Five Year
Total
FY12
Budget
Expenditure
Through
9/30/11
Plans and Studies
$0
Construction
50,000
$50,000
Equipment
20,000
$20,000
Other /Demolition
TOTAL
307,000
$0
$70,000
$0
$0
$0
$0
$70,000
PROJECT TOTAL
$307,000
$0
$377,000
Five Year
Total
OTHER:
Personnel
$0
Account Numbers:
Operating
$0
20-600-5686
Capital Outlay
$0
35-600-5686
DESCRIPTION:
TOTAL
FY13
$0
FY14
$0
FY15
FY16
$0
$0
FY17
$0
$0
C-21
SAMSON PARK RESTROOM EXPANSION
LOCATION:
STATUS:
New Project
PRIORITY:
12
Proposed improvements for this park include expanding the public
restrooms by approximately 400 square feet and extending the beach wall.
This park will be used for construction staging during development of the
proposed condominiums directly north and adjacent to the park. Other
park improvements by the developer will be done once the building is
completed.
FUNDING SOURCES:
FY13
FY14
TOTAL
PROJECT COMPONENTS:
FY15
FY16
FY17
182,000
$0
FY13
$0
FY14
$182,000
FY15
$0
FY16
TOTAL
182,000
PROJECT
0
ESTIMATED
0
Start Date
Completion Date
$0
$182,000
1/1/16
9/30/16
FY17
Five Year
Total
FY12
Budget
Expenditure
Through
9/30/11
$0
0
Plans and Studies
12,000
$12,000
Construction
170,000
$170,000
Equipment
TOTAL
$0
$0
$0
$182,000
$0
$0
$182,000
PROJECT TOTAL
$182,000
Five Year
Total
OTHER:
Personnel
$0
Account Numbers:
Operating
$0
Capital Outlay
$0
DESCRIPTION:
TOTAL
FY13
$0
FY14
$0
FY15
$0
FY16
$0
FY17
$0
$0
C-22
NEW CITY PARKING GARAGE-WALGREENS
LOCATION:
Behind 17534 Collins Avenue
STATUS:
New Project
PRIORITY:
13
The City owns a surface parking lot behind the Walgreen's located at 17534
Collins Avenue that has access off of 175th Street. This project includes the
construction of a 4 deck parking garage with a capacity of approximately 120
parking spaces. Design will consider possible future recreational amenities
on the top deck.
FUNDING SOURCES:
FY13
FY14
TOTAL
PROJECT COMPONENTS:
$0
FY13
$0
FY14
Plans and Studies
FY15
FY16
400,000
2,380,000
$400,000
FY15
$2,380,000
FY16
FY17
PROJECT
0
ESTIMATED
Start Date
Completion Date
$0
$2,780,000
10/14
9/16
FY17
Five Year
Total
FY12
Budget
Expenditure
Through
9/30/11
$0
0
$400,000
2,380,000
$2,380,000
Equipment
TOTAL
2,780,000
0
400,000
Construction
TOTAL
$0
$0
$0
$400,000
$2,380,000
$0
$2,780,000
PROJECT TOTAL
$2,780,000
DESCRIPTION:
FY13
FY14
FY15
FY16
FY17
Personnel
Operating
70,500
Capital Outlay
80,000
TOTAL
$0
$0
$0
$150,500
70,500
Five Year
Total
OTHER:
$0
Account Numbers:
$141,000
$80,000
$70,500
$221,000
C-23
BEACH ACCESS WIDENING
LOCATION:
Various Existing Access Locations
STATUS:
New Project
PRIORITY:
14
In order to provide for more timely and effective delivery of emergency
services on the beach, the Police Department has recommended
improvements and/or additions to current beach access. There are
currently three access points with no vehicular restrictions; Pier Park,
Samson Park and the Ellen Wynn Beach Access. The Police Department
has recommended new or improved priority access points at 158th Street,
between 167th and 174th Streets, and between 180th and 192nd Street.
FUNDING SOURCES:
FY13
270,000
FY14
FY15
FY16
FY17
TOTAL
270,000
PROJECT
0
ESTIMATED
0
TOTAL
PROJECT COMPONENTS:
$270,000
FY13
$0
FY14
$0
FY15
$0
FY16
$0
$270,000
FY17
Five Year
Total
Plans and Studies
Construction
Completion Date
FY12
Budget
Expenditure
Through
9/30/11
$0
0
$0
270,000
$270,000
Equipment
TOTAL
Start Date
$0
$270,000
$0
$0
$0
$0
$270,000
PROJECT TOTAL
$270,000
Five Year
Total
OTHER:
Personnel
$0
Account Numbers:
Operating
$0
20-600-5696
Capital Outlay
$0
DESCRIPTION:
TOTAL
FY13
$0
FY14
$0
FY15
$0
C-24
FY16
$0
FY17
$0
$0
FP&L UNDERGROUNDING
LOCATION:
Throughout the City
STATUS:
New Project
PRIORITY:
15
City-wide undergrounding of FPL overhead lines, equipment, and pole
removal. All work shall be designed and distribution lines pulled in
conduits installed by others.
The undergrounding of overhead cables and lines on FPL poles will
minimize power outages due to extreme windstorm conditions and allow
City neighborhoods and roadways to be more aesthetically pleasing. Many
of the existing pole and streetlights do not match the intended decor in the
areas and do not complement the existing structures, parks, and buildings.
To complete the project City-wide, there are three primary areas being the
east side of Collins Avenue, Golden Shores and the central area. With
upcoming resurfacing projects, there may be an opportunity to install
conduit in Collins Avenue by the FDOT contractor at City expense.
FUNDING SOURCES:
FY13
FY14
FY15
TOTAL
PROJECT COMPONENTS:
$0
FY13
$0
FY14
$0
FY15
FY16
FY17
TOTAL
2,000,000
4,300,000
6,300,000
PROJECT
0
ESTIMATED
$2,000,000
FY16
0
Start Date
Completion Date
$4,300,000
$6,300,000
10/2011
9/2017
FY17
Five Year
Total
FY12
Budget
Expenditure
Through
9/30/11
Plans and Studies
$0
Construction
2,000,000
4,300,000
$6,300,000
6,862
Equipment
$0
Other
$0
429,000
$6,300,000
$429,000
TOTAL
$0
$0
$0
$2,000,000
$4,300,000
6,862
PROJECT TOTAL
$6,735,862
Five Year
Total
OTHER:
Personnel
$0
Account Numbers:
Operating
$0
Capital Outlay
$0
DESCRIPTION:
TOTAL
FY13
$0
FY14
$0
FY15
FY16
$0
$0
FY17
$0
$0
C-25
WASD DEMOLITION AND PARK CONSTRUCTION
LOCATION:
350 Sunny Isles Blvd
STATUS:
New Project
PRIORITY:
16
This project includes the demolition of the WASD holding tank and
the asphalt parking lot adjacent to WASD's Pump Station 31 located
at 350 Sunny Isles Blvd. The project will consist of the creation of a
passive park inclusive of a paved walkway, landscaping, irrigation,
and seating areas. Any improvements to this area will be submitted
to Miami-Dade County for approval in accordance with the existing
lease agreement.
FUNDING SOURCES:
FY13
FY14
FY15
FY16
TOTAL
PROJECT COMPONENTS:
FY17
475,000
$0
FY13
$0
FY14
$0
$475,000
FY15
FY16
TOTAL
475,000
PROJECT
0
ESTIMATED
0
Start Date
Completion Date
$0
$475,000
10/2015
5/2016
FY17
Five Year
Total
FY12
Budget
Expenditure
Through
9/30/11
$0
0
Plans and Studies
75,000
$75,000
Construction
225,000
$225,000
Equipment
$0
Other /Demolition
TOTAL
175,000
$0
$0
$0
$475,000
$175,000
$0
$475,000
PROJECT TOTAL
$475,000
DESCRIPTION:
FY13
FY14
FY15
FY16
FY17
Personnel
Operating
8,000
16,400
OTHER:
$0
Account Numbers:
$24,400
Capital Outlay
TOTAL
Five Year
Total
$0
$0
$0
$8,000
$16,400
$0
$24,400
C-26
COLLINS AVENUE SIDEWALK IMPROVEMENTS (EASTSIDE)
LOCATION:
East side of Collins Avenue (n-s)
STATUS:
New Project
PRIORITY:
17
The proposed sidewalk improvement includes the removal of the
concrete sidewalks on the east side of Collins Avenue and replacing
the surface with decorative concrete pavers similar to those placed
on the sidewalk on the west side of Collins Avenue. In addition to the
paver installation, all ADA ramps, drainage structure tops, and mast
arm bases remaining, will be painted with colors similar to the pavers.
This project is to increase the aesthetics of the Collins Avenue
corridor for residents and visitors.
FUNDING SOURCES:
FY13
FY14
FY15
TOTAL
PROJECT COMPONENTS:
FY16
FY17
784,000
$0
FY13
$0
FY14
$0
$784,000
FY15
FY16
TOTAL
784,000
PROJECT
0
ESTIMATED
0
Start Date
Completion Date
$0
$784,000
11/2015
7/2016
FY17
Five Year
Total
FY12
Budget
Expenditure
Through
9/30/11
Plans and Studies
$0
Construction
784,000
$784,000
Equipment
$0
Other /Demolition
$0
0
$784,000
$0
TOTAL
$0
$0
$0
$784,000
$0
PROJECT TOTAL
$0
$784,000
Five Year
Total
OTHER:
Personnel
$0
Account Numbers:
Operating
$0
Capital Outlay
$0
DESCRIPTION:
TOTAL
FY13
$0
FY14
$0
FY15
FY16
$0
$0
FY17
$0
$0
C-27
ATLANTIC ISLE BRIDGE REHABILITATION
LOCATION:
Atlantic Isle
STATUS:
New Project
PRIORITY:
18
This project is to rehabilitate the aging bridge No. 874218 within
Atlantic Isles Community. The bridge is currently restricted for traffic
eastbound and has posted vehicular restrictions. This is one of the
original bridges in Sunny Isles Beach and is designated as a historic
site.
FUNDING SOURCES:
FY13
FY14
FY15
TOTAL
PROJECT COMPONENTS:
FY16
FY17
500,000
$0
FY13
$0
FY14
$0
$500,000
FY15
Plans and Studies
FY16
TOTAL
500,000
PROJECT
0
ESTIMATED
0
Start Date
Completion Date
$0
$500,000
10/2012
8/2016
FY17
Five Year
Total
FY12
Budget
Expenditure
Through
9/30/11
$0
$0
500,000
$500,000
Construction
$0
Equipment
$0
Other
$0
TOTAL
$0
$0
$0
$500,000
$0
$500,000
PROJECT TOTAL
$500,000
Five Year
Total
OTHER:
Personnel
$0
Account Numbers:
Operating
$0
Capital Outlay
$0
DESCRIPTION:
TOTAL
FY13
$0
FY14
$0
FY15
FY16
$0
$0
FY17
$0
$0
C-28
CITY WIDE SECURITY PROJECT
LOCATION:
City-Wide
STATUS:
New Project
PRIORITY:
19
The City Wide Security Project will consist of several phases of CCTV
Cameras being installed in all of the city owned Public Parks and
Government Center.
The first phase will include the procurement of a close circuit television
camera system to be installed at Heritage Park and Gateway Park.
Phase one will also include the installation of a video wall / monitoring &
recording station with the capability of being expanded to handle the
installation of additional phases of this project.
FUNDING SOURCES:
Forfeiture Fund
TOTAL
PROJECT COMPONENTS:
FY13
FY14
FY15
400,000
200,000
200,000
$400,000
FY13
$200,000
FY14
$200,000
FY15
FY16
$0
FY16
FY17
PROJECT
0
ESTIMATED
Start Date
Completion Date
$0
$800,000
10/12
9/15
FY17
Five Year
Total
FY12
Budget
Expenditure
Through
9/30/11
$0
0
$0
400,000
200,000
200,000
$800,000
Equipment
TOTAL
800,000
0
Plans and Studies
Construction*
TOTAL
$0
$400,000
$200,000
$200,000
$0
$0
$800,000
PROJECT TOTAL
$800,000
Five Year
Total
OTHER:
Personnel
$0
Account Numbers:
Operating
$0
Capital Outlay
$0
DESCRIPTION:
TOTAL
FY13
$0
FY14
$0
FY15
$0
FY16
$0
FY17
$0
$0
C-29

Adopted Budget 2012-2013

Transcription

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