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Home My Public Portal About20-9803 Governor Proposed Five Year PlanSponsored By: City Manager RESOLUTION NO. 20-9803 A RESOLUTION OF THE CITY COMMISSION OF THE CITY OF OPA-LOCKA, FLORIDA RATIFYING THE PROPOSED FIVE-YEAR PLAN AND DIRECTING THE CITY MANAGER TO FORWARD TO THE GOVERNOR THE PROPOSED FIVE- YEAR PLAN AS PRELIMINARILY APPROVED BY THE MAYOR AND COMMISSION, PROVIDING FOR INCORPORATION OF RECITALS; PROVIDING FOR AN EFFECTIVE DATE WHEREAS, the Governor of the State of Florida issued Executive Order 16-135 on June 1, 2016 declaring that the City of Opa-locka ("City") was in a state of financial emergency; and WHEREAS, the City of Opa-locka has executed and is fully complying with a State and Local Agreement of Cooperation ("Agreement") designed to resolve the financial emergency and provide assistance to the City; and WHEREAS, the Agreement requires the submission of a Five -Year Plan describing the steps that the City of Opa-locka has taken and will take to satisfy all requirements to permit the City of Opa-locka to exit from a state of financial emergency; and WHEREAS, on August 20, 2020 and August 27, 2020 at Commission workshops, the City Manager presented the proposed Five -Year Plan to the City Commission of Opa- locka ("Commission") WHEREAS, the City Manager recommends the City Commission preliminarily approve the City of Opa-locka's Five -Year Plan and further direct that the Plan be forwarded to the Office of the State Chief Inspector General for review and comments; and WHEREAS, the Commission finds that it in the best interest of the City and its residents to approve the proposed Five -Year, as attached hereto as Exhibit "A". NOW, THEREFORE, BE IT DULY RESOLVED BY THE CITY COMMISSION OF THE CITY OF OPA- LOCKA, FLORIDA: SECTION 1. The recitals to the preamble herein are incorporated by reference. SECTION 2. AUTHORIZATION The City Commission of the City of Opa-locka, Florida hereby preliminary adopts the City of Opa-locka's Five -Year Plan and directs the City Manager to forward the City of 1 Resolution No. 20-9803 Opa-Locka Five -Year Plan to the State of Florida Office of the State Chief Inspector General for review and comments. SECTION 3. SCRIVENER'S ERRORS Sections of this Resolution may be renumbered or re -lettered and corrections of typographical errors which do not affect the intent may be authorized by the City Manager, or the City Manager's designee, without need of public hearing, by filing a corrected copy of same with the City Clerk. SECTION 4. EFFECTIVE DATE This Resolution shall take effect upon the adoption and is subject to the approval of the Governor or Governor's Designee. PASSED and ADOPTED this 9th day of September, 2020. ATTEST: Joa' a Flores, City Clerk APPROVED AS TO FORM AND LEGAL SUFFICIENCY: i1 /l1 7 Burnadette Norris -Weeks, P.A. Moved by: Vice Mayor Davis Seconded by: Commissioner Kelley VOTE: 5-0 Commissioner Bass YES Commissioner Burke YES Commissioner Kelley YES Vice -Mayor Davis YES Mayor Pigatt YES Matthew A. Pigatt, Mayor 2 City of Opa-locka Agenda Cover Memo Department Director: Bob Anathan Department , Director Signature: (g City Manager: John E. Pate CM Signature: Wif. c 9a. Commission Meeting Date: Sep 9, 2020 Item Type: (EnterX in box) Resolution Ordinance Other X Fiscal Impact: (EnterXin box) N/A Yes No Ordinance Reading: (EnterXin box) 1st Reading 2nd Reading X Public Hearing:Yes (EnterXin box) No Yes No X X Funding Source: Account# : (Enter Fund & Dept) Ex: Advertising Requirement: (EnterXin box) Yes No X Contract/P.O. Required: (EnterXin box) Yes No RFP/RFQ/Bid#: X Strategic Plan Related (EnterXin box) Yes No Strategic Plan Priority Area: Enhance Organizational m Bus. & Economic Dev m Public Safety Nii Quality of Education NI Qual. of Life & City Image - Communication Strategic Plan Obj./Strategy: (list the specific objective/strategy this item will address) X Sponsor Name City Manager Department: City Manager Short Title: Five -Year Plan Ratification Staff Summary: Staff presented the proposed Five -Year Plan at Commission workshops on August 20th and again on August 27`n During the presentation on August 27th, staff advised that the plan as presented contained incorrect debt service amounts which required correction and which would result in the reduction in the ability of the Water -Sewer Fund and the Stormwater Fund to borrow during years of FY 23 to FY 25. This correction has now been made with the Water -Sewer five-year capital investment being reduced from $21.1 million to $17.3 million and the Stormwater five-year capital investment being reduced from $21.7 million to $20.5 million. Modification of the current debt payment schedule to Miami -Dade Water and Sewer would provide additional funds to permit additional Water - Sewer capital investment during the plan period. Proposed Action: Staff recommends the City Commission preliminarily approve the City of Opa-locka Five -Year Plan and direct that it be forwarded to the Office of the State Chief Inspector General for review and comment. City Of Opa-locka, Florida Five -Year Plan City of Opa-locka Five -Year Plan Table of Contents Introduction Page # Table of Contents City Manager's Plan Message 3 Citywide Summary Citywide Financial Summaries 13 Citywide Staffing Summary 18 Financial Summaries General Fund Commentary 20 Summary of Revenues & Expenditures 21 Schedule of Revenues 22 Schedule of Expenditure 25 City Commission 27 City Manager 30 Non -Department 33 City Clerk 36 City Attorney 39 Human Resources 42 Finance 45 Community Development 48 Building & Licenses 51 Police — Total 54 Police — Chief 56 Police — Administration 59 Police — Criminal Investigation Division 62 Police — Patrol 66 Parks & Recreation 68 Code Enforcement 71 Public Works — Administration 74 Public Works — Building Maintenance 77 Public Works — Roads & Streets 80 Public Works — Illegal Dumping Removal .83 Public Works —Vehicle Maintenance 86 Community Redevelopment Agency Fund Commentary 90 Summary of Revenues & Expenditures 91 Schedule of Expenditures 92 Debt Service Fund Commentary 94 Summary of Revenues & Expenditures 95 Safe Neighborhood Fund Commentary 97 Summary of Revenues & Expenditures 98 City of Opa-locka Five -Year Plan People's Transportation Tax Fund Page # Commentary 100 Summary of Revenues & Expenditures 101 Special Law Enforcement Fund Commentary 106 Summary of Revenues & Expenditures 107 Schedule of Expenditures 108 Water -Sewer Fund Commentary 110 Summary of Revenues & Expenditures 111 Schedule of Revenues 112 Schedule of Expenditures 113 Water Distribution 114 Sewer Collection & Transmission 117 Water -Sewer Finance 120 Service Line & Meter Maintenance 123 Water -Sewer CIP 126 103 Summary of Revenues & Expenditures 104 Town Center Commentary Stormwater Fund Commentary 130 Summary of Revenues & Expenditures 131 Schedule of Expenditures 132 Internal Services Funds IT Internal Services Commentary 134 Summary of Revenues & Expenditures 135 Schedule of Expenditures 136 Risk Management Internal Services Commentary 138 Schedule of Revenue & Expenditures 139 Schedule of Expenditures 140 Capital Improvement Program (CIP) — Governmental Funds Commentary 142 Five -Year Capital Improvement Plan 143 Capital Improvement Program (CIP) — Enterprise Funds Commentary 145 Water -Sewer Five -Year Capital Improvement Plan 146 Stormwater Five -Year Capital Improvement Plan 147 City of Opa-locka Chris Davis Vice Mayor Sherelean Bass Commissioner Matthew Pigatt Mayor Joseph Kelley Commissioner Alvin Burke Commissioner City of Opa-locka Administration John E. Pate, City Manager George Ellis, Jr. Assistant City Manager Joanna Flores, City Clerk Burnadette Norris -Weeks, City Attorney Daniel Abia, Building Official/Building and Licensing Director Bob Anathan, Budget Administrator Aria Austin, Public Works Director/CIP Director Charles Brown, Parks and Recreation Director Gregory Gay, Community Development Director/CRA Director Gerri Lazarre, Interim Finance Director/Consultant Nelson Rodriquez, Information Technology Director Kierra Ward, Human Resources Director Financial Oversight Board Melinda Miguel, Chief Inspector General Board Members Andrew R. Collins, Board Chair Angela Knecht Kim Mills Vernita Nelson J.D. Patterson, Jr. Frank Rollason Legal Brian Hunter, Attorney 2 Office of the City Manager 780 Fisherman Street, 4th Floor Opa-locka, FL 33054 John E. Pate, MS, CM Telephone: (786) 338-6598 City Manager Email: ipate(a,opalockafl.gov August 31, 2020 Ms. Melinda Miguel, Chief Inspector General Office of the Inspector General The Capitol Room 1902 Tallahassee, FL 32399-0001 Dear Ms. Miguel: I am very pleased to forward the City of Opa-locka's Five -Year Plan, demonstrating a continuation of the very significant improvement achieved in recent years. This plan focuses on the key issues that resulted in the 2016 fmancial emergency and the steps taken so far and to be taken to rectify these issues. The plan demonstrates that these problems have been or are being fully addressed to allow the City to emerge as a respected and responsible municipality once again with the conditions that caused the financial emergency put behind. It is noteworthy that this is being achieved even as COVID-19 significantly impacts revenue and creates substantial uncertainty going forward. It is recommended this plan be reviewed in conjunction with the previously submitted FY 21 Proposed Budget which contains significant information on underlying details. This is a resubmission of the City's Five -Year Plan submitted two years ago. The current plan addresses the issues raised by the State in accordance with State Statute 218.503(3)(h), including the following: a. Issue — All obligations to be paid in full — The current plan provides for full payment of all current and future obligations with the exception of $2.7 million of prior -year red light camera fees due to the State. The City has begun to discuss options with the State. The worst case scenario is believed to be repayment of these fees over a ten-year period with a $1.1 million impact during the plan period. The plan would be adjusted primarily with a reduction to investment in roadway infrastructure to maintain a satisfactory fund balance and permit the planned reduction to the millage rate over the plan period. 3 b. Issue — Prioritized budgeting to be utilized to avoid unaffordable items — New plan has been constructed on prioritizing needs to function within available funding. No unaffordable items are included since there is no use of reserves to make up for funding shortfalls resulting from unaffordable items. c. Issue — Ongoing operations should not be funded with one-time funding sources — The only one-time funding used in the plan is in conjunction with capital projects. d. Issue — All operations should be reviewed for consolidation and other cost -saving opportunities — The City has operated in a very lean mode for several years with headcount reduced 40% from several years ago. This was reflected in the FY 20 and FY 21 budgets approved by the State with minimum modification, validating the cost-effectiveness of City operations. The follow-on years of the plan are modeled on the FY 21 budget with limited growth in follow-on years, when affordable, to enhance service. e. Issue — Property valuation growth is constrained by homesteadprovisions - Homesteaded property is less than 5% of the City's property tax base. The new plan is constructed on the basis of recent historical growth achieved which included the homesteaded property component. Property tax base valuation growth assumed significantly reduced in FY 22 and FY 23 due to the pandemic. f. Issue — Millage rate shouldn't be maintained at 10.0000 mills — Very significant improvement to the City's tax base makes this unnecessary. The new plan demonstrates annual millage rate reduction. g. Issue — Prior plan didn't address possible debt restructuring (1) City is working to initiate a discussion with the State to possibly modify the amount currently owed the State for prior year red light camera fees. The current plan assumes no repayment of this debt is made during the plan period. As indicated in Item "a" above, in what is believed to be a worst case scenario, the City would make $1.1 million of payments during the plan period. Adjustments would be made primarily to investment in roadway infrastructure in order to maintain the decline in the millage rate while ensuring the General Fund Available Fund Balance remains above the required target. (2) City has submitted a proposal to the County to reschedule the remaining water -sewer debt due to the County, approximately $6.0 million, to be repaid over ten years. If approved, this would make another $2.5 million available in the next three years for the City to invest in cost -saving utility projects to reduce water loss and inflow and infiltration in the near term. This proposal isn't reflected in the new plan. h. Issue — Rising expenditures not conspicuously addressed — In the new plan, wages are assumed to grow at a 2% annual rate. Other expenses in general are also assumed to grow annually at 2%. Some unique expenses have different growth rates, e.g., health care — 6% annually. (City was just informed the FY 21 growth rate is 0%.) 4 i. Issue — Stormwater revenue increases not defined — These charges are currently charged on the utility bill which presents problems in matching stormwater charges to water accounts. This plan assumes the stormwater charge will be an assessment on tax bill as of FY 22, correctly matching property -based stormwater charges to property owners. This will produce an additional $1 million of revenue each year. Issue — No discussion as to whether cost reductions result in lost positions and reduced services — This plan achieves objectives without further cost reduction. Revenue is sufficient to bring on limited additional staffing to enhance services during the plan period. There were many issues that came together to cause the fmancial emergency. Sonic of the key ones can be summarized as follows: I. A property tax base which seemed inadequate to provide sufficient property tax revenue to fund the City's efforts to recover from the problems it had allowed to occur. 2. A serious depletion in the City's reserves which called into question the City's ability to continue operations. 3. Major utility billing and collection issues leading to a severe loss of credibility with utility customers, legal issues and a multi -million dollar delinquency. 4. Substantial underinvestment in the City's infrastructure (roadways, water, sewer, storm drainage and parks) which created an unacceptable quality of life for residents and a very costly backlog of projects requiring attention. 5. A complete collapse of City fiduciary responsibilities with an absence of financial controls and procedures, culminating in the failure of the City to complete audits for several years. 6. A general lack of awareness of many operational requirements across nearly all divisions due to an absence of valid policies and procedures to provide immediately available and effective guidance. The Five -Year Plan will address the above issues in terms of current accomplishments and how these serve as the foundation for the continuing progress demonstrated in the plan Property Tax Base — Growth - History Central to a municipality's ability to be financially self-sustaining is a property tax base that is robust, vibrant and growing. The Opa-locka tax base has demonstrated excellent growth and has had one of the highest property tax base growth rates in the County in recent years. When considering year -over -year growth of the total tax base, (composed of real estate, personal property and centrally allocated property), before consideration of new properties coming online each year, Opa-locka has consistently ranked high in the County in recent years. 5 Tax Base Growth Ranking Within County FY 21 5.7% 6th of 36 FY20 8.3% 1st of36 FY 19 8.6% 2nd of 36 FY 18 6.9% 1 l to of 36 It must be noted that in FY 20, when City growth of 8.3% led the County, this didn't include the $192 million addition to the tax base from a new Amazon distribution center since this measurement reflects growth before new additions. (When the Amazon growth is included, the FY 20 tax base grew 30.1% over the prior year.) Equally noteworthy is that in FY 21 the City ranked 6th in growth in the County even after adding $192 million to the prior year tax base, greatly expanding the tax base from which further growth is to be measured. The new Amazon facility has not only has provided a reliable source of significant additional future revenue, but its presence also serves as a lure to other businesses and validates the City as a place to invest and do business. Property Tax Base — Growth - Plan Years The real estate portion of the City's tax base, which is 77.9% of the total tax base in FY 20, has shown strong growth in recent years. For the five years through FY 21, excluding new construction, the City's real estate portion of the tax base grew between 8.0% and 9.5% per year, demonstrating the upward pressure on real estate prices as the result of interest in the City. Since the residential property tax base is approximately 25% of the entire tax base, this interest is primarily from the commercial community. If it hadn't been for the pandemic, it is anticipated the real property tax base would have continued to grow in the 8% to 9% range throughout the Five -Year Plan. Instead, to acknowledge the impact of and uncertainty due to the pandemic, the growth of the real estate portion of the tax base was set at 0% in FY 22, grown 4% in FY 23 and then reverted to more historic rates for the remaining two years of the plan, resulting in the following growth profile. It should be noted that less than 5% of the City's tax base is homesteaded, with the result that homesteaded properties aren't a major constraint in the growth of the City's property tax base. Growth 12% 10°6 8% 6% 4% 2% 0% Annual Growth - Real Property iiIIi.ii FY l7 FY 18 FY 19 FY 20 FY 21 FY 22 FY 23 FY24 FY 25 6 Reducing the historical growth rate in FY 22 and FY 23 resulted in a reduction of property tax revenue by $4.3 million over the four-year period versus an assumption of a non -pandemic growth rate at historical rates for all four years. For the remaining portions of the City's tax base, (personal property (22.0%) and centrally allocated (0.1%)), even though the Amazon facility added $147 million to the personal property component in FY 20 (a 150% increase), a conservative historical growth rate of 1% has been used for these components for the plan years, adding a minimal $2.5 million to the tax base each years. This was done even though some of the projects in the City's real estate development pipeline are of a nature such that there may be meaningful additions to the personal property tax base. Real Estate Property Tax Base Additions In addition to growth in the real estate portion of the tax base due to market forces, additional growth occurs when low value properties are developed into properties providing substantial additions to the tax base. Here also the City has experienced significant growth in recent years, and it is anticipated there will be a continuation of these additions over the plan years. It should be noted that this future growth is directly linked to specific projects identified within the City's real estate development pipeline. This has resulted in the following real estate property tax base annual addition profile. $M 60.0 50.0 40.0 30.0 20.0 10.0 0.0 (10.0) • Real Property - Annual Addtions - 4ra FY 16 FY 17 FY 18 FY 19 FY 20 FY 21 FY 22 FY 23 FY 24 FY 25 It should also be noted the above is in regard to real property and doesn't address the additional $147 million added to the personal property tax base in FY 20 due to the new Amazon distribution center. The five-year plan doesn't assume further increases like this for the personal property component of the property tax base. Millage Rate With establishment of the property tax base for the plan years above, the proposed millage rate establishes the property tax revenue the City anticipates. It should be noted that Opa-locka historically has had millage rates at the high end of the millage rate range in comparison to other municipalities. This results from two systemic issues which can be anticipated to continue for many years due to issues reflected in the below table. Taxable Value Per Square Mile % Of General Fund Budget Funded With Property Tax Opa-locka 268,474,111 57.2% Hialeah 527,089,089 44.4% Miami Lakes 597,796,095 36.0% Miami Gardens 271,839,847 46.2% The above table compares the City with three of its neighbors. To normalize property tax bases, each city's property tax base has been divided by its area to determine the potential for one square mile within each city to generate property tax revenue. An urban city's geographical size is considered to be a reasonable proxy for amount of services required to be provided. The lower the taxable value per square mile, the higher the millage rate must be to generate the same amount of property tax revenue per square mile. As indicated above, Opa-locka's taxable value per square mile is less than half of that of two of its major neighbors. The second factor that comes into play is the availability of funding sources other than property tax revenue to fund the General Fund. Even though Opa-locka and Miami Gardens are nearly the same in terms of taxable value per square mile, Miami Gardens is able to fund 53.8% of its General Fund budget with funding from sources other than property tax revenue. Conversely, Opa-locka's alternate sources of funding constitute only 42.8% of its General Fund requirements. The lower the other sources of General Fund funding, the more property tax revenue has to assume the burden to fund the General Fund, further necessitating a higher millage rate. To achieve the Miami Gardens mix of 46.2% of the General Fund budget covered by property tax revenue would require Opa-locka to have another $2.0 million of alternate General Fund funding sources, with a corresponding reduction in property tax revenue. If this were to occur, the City's FY 21 millage rate would be 7.9852 mills rather than the proposed 9.8000 mills. The above notwithstanding, the need to reduce the current millage rate is clearly recognized and the strength of the growing tax base will allow this to occur. Consequently the plan anticipates the millage rate will come down from the current rate of 9.8000 mills to 9.4500 mills in FY 25 as reflected in the below table. If the impact on the property tax base from the pandemic isn't as severe as assumed in the plan in FY 22 and FY 23, this would allow further millage rate reduction. Milk 10.0000 9.8000 9.6000 9.4000 9.2000 9.0000 8.8000 8.6000 8.4000 8.2000 8.0000 Millage Rate i FY FY FY FY FY FY FY FY FY FY FY FY FY FY FY FY 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 8 Reserves — The recently completed FY 18 audit indicates that reserves continue to be a problem for the City's two largest funds, the General Fund and the Water -Sewer Fund. The General Fund Unassigned Fund Balance in the audit was indicated as negative $4.0 million while the Water -Sewer Unassigned Working Capital Balance was indicated as negative $1.3 million. However, the forecasts for FY 20 indicate significant improvement in both funds with funding sources significantly greater than expenditures. This is occurring even though revenue has been substantially adversely impacted in the General Fund and less so in the Water -Sewer Fund due to the pandemic. It is believed that the FY 20 audit will demonstrate this forecasted substantial improvement, although it is believed that further improvement will be required for both funds to reach required reserve targets. In another vote of confidence in addition to the new Amazon facility, reserves were further improved by the release of funds tied up for nearly four year. The City had financed the new Municipal Complex with debt based on pledged revenue, with the pledged revenue exceeding the monthly debt service payment going to the City each month. When the financial emergency was declared in 2016, the bank holding the debt began to retain the surplus pledged revenue to reduce its loan exposure. As of this spring $5.2 million of surplus pledged revenue had been retained. The bank no longer believes the loan is at substantial risk and released the retained $5.2 million, with half going to the City for operations and General Fund Unassigned Fund Balance improvement and the other half used as a prepayment to reduce the City's debt on the building. $M 6.0 5.0 4.0 3.0 2.0 1.0 0.0 (1.0) (2.0) (3.0) (4.0) (5.0) General Fund Fund Balance vs Target II FA r FY22 FY23 FY24 FY25 „nd Sal — — target Utilities — Miami -Dade County has assumed responsibility for billing the City's utility customers with dramatically improved financial results and with a significant reduction in customer issues. FY 20 utility revenue is forecasted to improve by at least $3.0 million over FY 18 with essentially the same customer set and water usage, highlighting the billing and collection problems the City had previously experienced. This additional revenue provides the opportunity to begin to address infrastructure improvement and fund additional debt service requirements. In regard to past delinquencies related to accounts prior to the County's assuming responsibility, a dedicated team has recently been assigned to the Public Works Director to analyze the accuracy and collectability of these old accounts and, when feasible, initiate collection activity. Since these delinquencies have previously been classified as revenue, collection on these accounts won't constitute additional revenue. Conversely, if not collected, they will have to be written off. Since this is program is somewhat new, there isn't a track record as to its success, and the plan doesn't address the possibility that some of this delinquency may have to be written off in the future. It is also assumed that the utility billing legal issues will be resolved in FY 22 at a total cost for legal expense and settlements for the next two years costing $0.8 million. 9 Infrastructure — The robustness of the City's tax base and the assumption that the City's Enterprise Funds return to creditworthiness in FY 23 provide for an aggressive investment program over the plan period to restore the City's infrastructure. The Governmental Funds CIP is planned to invest $9,247,138. Project Cost Funded By Historic City Hall Complex $1,500,000 $1,500,000 County GOB Fund Cairo Lane * $800,000 $800,000 Peoples Transportation Plan Parks $1,600,000 $800,000 State Grants (FRDAP) $800,000 CRA Roadways & Sidewalks $5,347,138 $1,000,000 General Fund Revenue $2,833,146 Peoples Transportation Plan $1,513,992 Safe Neighborhood Total $9,247,138 $9,247,138 * This fund's share of the $4.0 million Cairo Lane project It should be noted that the City has 46 miles of roads for which it is responsible. Investment of $600,000 per year allows resurfacing of each road every ten years. One mile of roadway resurfacing costs approximately $130,000. The City still has approximately 20 miles of new sidewalks to install. One mile of sidewalks costs approximately $165,000. Further reflecting the Commission's intent to enhance community quality of life is the decision to substantially improve the City's parks system with development of a $150,000 parks masterplan in FY 21 and then providing for a follow-on $1.6 million investment in new and renovated park facilities based on the new parks masterplan. The Water -Sewer Fund is planned to invest $17,335,686 in infrastructure over the plan period, including $12.0 million based on new borrowing starting in FY 23. Project Cost Funded By Cairo Lane ** $2,900,000 $119,100 Water -Sewer Fund Revenue $479,934 Current Grants $2,300,966 Current Loans Zones 1-6 $2,435,686 $2,435,686 Future Projects* $12,000,000 $12,000,000 New Loans Total $17,335,686 $17,335,686 * Infrastructure requirements currently being reviewed by engineering consultants with a prioritized list of projects to be provided by October, 2020 ** This fund's share of the $4.0 million Cairo Lane project This investment will result in cost savings from reduced water loss and from reduced inflow and infiltration as well as reduction in future repairs with the latter not only saving money but resulting in reduced interruption of customer service. 10 The Stormwater Fund is planned to invest $20,510,000 in infrastructure over the plan period to significantly mitigate future flooding issues, including $15.0 million based on new loans starting in FY 23. Project Cost Funded By Zone 6 $850,000 $761,564 Stormwater Fund Revenue $88,436 Stormwater Fund Fund Balance Master Plan $300,000 $300,000 NW 301 Ave $160,000 $160,000 Cairo Lane ** $300,000 $300,000 DPC — Zone 1-6 $500,000 $500,000 Future Projects* $18,400,000 $600,000 $2,800,000 Stormwater Fund Revenue $15,000,000 New Loans Total $20,510,000 $20,510,000 * Infrastructure requirements currently being reviewed by engineering consultants with a prioritized list of projects to be provided by October, 2020 ** This fund's share of a $4.0 million project The engineering consultants reviewing City infrastructure needs have indicated on a very preliminary basis that total renovation of the City's infrastructure will require in excess of $60 million. The $48 million to be invested in infrastructure in the plan period, including the $5.3 million of roadway and sidewalk investment, reflect a major commitment to addressing these needs. Fiduciarilv Responsible — The City's Finance department, under external consultant leadership, is making excellent progress in transforming itself from a totally dysfunctional operation instrumental in causing the financial emergency to a department that will be second to none in its effectiveness in carrying out its fiduciary responsibilities. In the past couple years multiple audits have been completed, culminating with the recent completion of the City's FY 18 audit in May. This has not only served to provide much better understanding of the City's true financial position and required future corrective actions, but has also allowed release of funds from other agencies that had been withheld due to the lack of audits. It is the department's intention to be fully current in audits as of June, 2021, which over the next ten months will include completion of both the FY 19 and FY 20 audits while fulfilling ongoing accounting and FY 20 year-end closing requirements. Training needs have been identified and implemented to improve staff effectiveness. Responsibilities have been clearly defined and accountability established to ensure required results are achieved. Aggressive effort continues to recruit senior financial professionals to provide future leadership, a task made somewhat more challenging by the shadow of the City's history. The department is in the midst of development of a comprehensive set of policies and procedures that clearly document responsibilities and proven procedures to ensure staff is aware of and educated in what is expected of them to be successful. These policies not only address deficiencies identified in the recent State Operational Audit, but also many other topics for which documented policies and procedures are necessary to ensure consistent and effective performance. Operational Requirements Compliance — The recently completed State Operational Audit was a clear statement of staff's failure to comply with many requirements, both internal and external. In response to this, an aggressive program was implemented to develop policies and procedures based on the recommendations of the audit. Currently approximately half of the audit findings have been 11 addressed with documented and effective policies and procedures. This is less than the progress originally planned, but the disruptions in staff focus and availability due to the pandemic have degraded responsiveness. This program has been under the guidance of the Budget Administrator, but due to the budget and five-year plan requirements in the past couple months, the program hasn't received the necessary oversight recently to maintain continuing progress. With these requirements essentially completed, the next two months provide a window to move the program ahead to satisfactory completion. As part of enhancing how the City conducts operations, the City has recognized the need to bring operations into the 21 st century. This is being done using technology as the platform to implement citywide improvement in the tools available to support operations, which by extension impact the manner in which business will be conducted. Under the dynamic and forward -looking leadership of the IT director, $1.8 million will be invested in hardware and software over the plan period. Operations as conducted by Buildings & Licenses, City Clerk, Public Works and Procurement, among other functions, will bear little resemblance to how things are currently done. The upgrading of the technology infrastructure will embed many procedures and requirements, enhancing the City's ability to remain in compliance. Summary — With the greatly appreciated guidance and support of the City Commission and also of the State staff focused on the City and its recovery, the City has already made very extensive progress on the road to recovery. Going forward, staff has a very clear understanding of what is required to complete the journey and is dedicated to ensuring the City will re-emerge as a fiduciarily responsible, fmancially self-sustaining, high technology city providing excellent services and a good quality of life for the community. Although the pandemic will slow down financial progress, the financial blocks are in place to support the City's recovery. The City's robust and growing tax base will allow the General Fund to provide the services the community expects while having additional funds to support infrastructure improvement. The utility funds are positioned to continue providing excellent utility services while having funds available to cover additional debt service on new debt required to significantly restore the utility infrastructure after an extended period of underinvestment. A comprehensive set of policies and procedures will ensure the documented availability of effective procedures for reference whenever required and the checks and balances to ensure they are being carried out. The Opa-locka of tomorrow will bear little resemblance to the Opa-locka of yesterday, to the benefit of all stakeholders. Sincerely, ohn E. Pate, MS, CM City Manager cc: Mr. Rodney J. MacKinnon, Director of Auditing, Office of the Chief Inspector General Mr. Brian Hunter, Esq., Special Counsel, Office of the Chief Inspector General 12 Citywide Summary City of Opa-locka Five -Year Plan Citywide - Summar FY 21 FY 22 FY 23 FY 24 FY 25 Account Title Proposed Budget Outlook Outlook Outlook Outlook Compound Growth % Funding Revenue - Ex Grants 33,657,676 35,601,998 36,431,613 37,907,086 39,215,927 3.9% Grants 479,934 1,700,000 200,000 200,000 200,000 -19.7% Total Revenue 34,137,610 37,301,998 36,631,613 38,107,086 39,415,927 3.7% Loans 2,800,966 1,935,686 8,000,000 9,000,000 10,000,000 37.5% Total 36,938,576 39,237,684 44,631,613 47,107,086 49,415,927 7.5% Transfers -In 6,265,547 7,650,308 7,681,932 7,907,810 8,155,540 6.8% Total Funding 43,204,122 46,887,992 52,313,545 55,014,895 57,571,467 7.4% Expenditure Salaries 7,679,301 8,254,039 8,493,166 8,562,647 8,726,475 3.2% Benefits 2,887,282 3,136,584 3,271,289 3,353,314 3,468,885 4.7% Total Compensation 10,566,583 11,390,623 11,764,455 11,915,961 12,195,360 3.6% Operating Expense 14,277,077 14,067,021 14,296,763 14,856,002 15,354,518 1.8% Other Uses 1,768,021 1,526,357 1,555,864 1,585,961 1,616,660 -2.2% Capital 7,548,485 6,738,159 10,596,737 11,311,578 12,026,154 12.3% Debt Service 3,194,941 3,194,343 4,174,073 3,512,996 4,110,772 6.5% Contingency 2,217,631 1,660,200 1,510,404 1,510,612 1,510,824 -9.1% Total Expense Ex Transfer Out 39,572,738 38,576,702 43,898,297 44,693,110 46,814,289 4.3% Transfer Out 6,265,547 7,650,308 7,681,932 7,907,810 8,155,540 6.8% Total Expense 45,838,285 46,227,010 51,580,228 52,600,920 54,969,828 4.6% Add'tTo/(Use Of) Fund Balance (2,634,162) 660,982 733,316 2,413,975 2,601,639 14 City of Opa-locka Five -Year Plan Citywide - Detail FY 21 FY 22 FY 23 FY 24 FY 25 Account Title Proposed Budget Outlook Outlook Outlook Outlook Compound Growth % Revenue General Fund 15,789,810 15,825,700 16,243,976 17,290,361 18,151,316 3.5% CRA Fund 1,046,910 1,042,485 1,252,567 1,476,909 1,716,519 13.2% Debt Service Fund 3,011,857 3,990,649 4,051,049 4,113,239 4,177,238 8.5% Safe Neighborhood CIP Funding 186,834 2,022,000 528,440 535,009 541,709 30.5% Peoples' Transportation Fund 700,000 714,000 728,280 742,846 757,703 2.0% Town Center Fund 221,168 413,150 421,414 429,842 438,439 18.7% Total Governmental Funds 20,956,580 24,007,985 23,225,725 24,588,205 25,782,923 5.3% Water -Sewer Fund 11,681,030 11,294,013 11,405,888 11,518,881 11,633,004 -0.1% Stormwater Fund 1,500,000 2,000,000 2,000,000 2,000,000 2,000,000 7.5% Water -Sewer CIP Fund - - - - - Total Proprietary Funds 13,181,030 13,294,013 13,405,888 13,518,881 13,633,004 0.8% Total Revenue All Funds 34,137,610 37,301,998 36,631,613 38,107,086 39,415,927 3.7% Loans 2,800,966 1,935,686 8,000,000 9,000,000 10,000,000 37.5% Transfers -In 6,265,547 7,650,308 7,681,932 7,907,810 8,155,540 6.8% Total Citywide Funding 43,204,122 46,887,992 52,313,545 55,014,895 57,571,467 7.4% Expenditure Expenditure (Ex Transfers Out) General Fund 15,110,561 15,232,708 15,488,902 15,823,697 16,073,556 1.6% CRA Fund 1,029,529 827,935 1,038,109 1,261,989 1,501,049 9.9% Debt Service Fund 1,209,897 1,209,299 1,209,029 1,209,044 1,206,820 -0.1% Safe Neighborhood CIP Funding 186,834 2,472,000 978,440 985,009 991,709 51.8% Peoples' Transportation Fund 1,383,166 1,114,000 728,280 742,846 757,703 -14.0% Town Center Fund 549,373 417,398 425,039 432,841 440,807 -5.4% Special Law Enforcement Fund - - - - - 0.0% Risk Internal Services Fund 2,626,330 2,738,674 2,867,177 3,001,940 3,143,271 4.6% IT Internal Service Fund 617,737 829,299 665,437 677,138 695,199 3.0% Total Governmental Funds 22,713,427 24,841,312 23,400,414 24,134,503 24,810,114 2.2% Water -Sewer Fund 13,547,751 12,041,465 13,659,730 13,708,519 15,147,480 2.8% Stormwater Fund 3,311,560 1,693,926 6,838,153 6,850,088 6,856,695 20.0% Total Proprietary Funds 16,859,311 13,735,390 20,497,883 20,558,607 22,004,175 6.9% Total Exp - Ex Transfer Out 39,572,738 38,576,702 43,898,297 44,693,110 46,814,289 4.3% Transfers -Out 6,265,547 7,650,308 7,681,932 7,907,810 8,155,540 6.8% Total Citywide Expenditure 45,838,285 46,227,010 51,580,228 52,600,920 54,969,828 4.6% Add't To / (Use Of) Fund Balance (2,634,162) 660,982 733,316 2,413,975 2,601,639 15 City of Opa-locka Five -Year Plan Citywide - B FY 21 FY 22 FY 23 FY 24 FY 25 Account Title Proposed Budget Outlook Outlook Outlook Outlook Compound Growth % Total Governmental Funds Funding 27,222,126 31,658,293 30,907,657 32,496,014 33,938,462 5.7% Expenditure 27,905,292 31,412,462 30,004,386 30,933,664 31,821,075 3.3% Add't To/ (Use Of) Fund Balance (683,166) 245,831 903,271 1,562,350 2,117,387 Enterprise Funds Water -Sewer Fund Funding 14,481,996 13,229,699 14,405,888 15,518,881 16,633,004 3.5% Expenditure 14,481,996 12,982,325 14,609,359 14,676,014 16,146,320 2.8% Add't To/ (Use Of) Fund Balance - 247,374 (194,472) 842,866 486,684 Stormwater Fund Funding 1,500,000 2,000,000 7,000,000 7,000,000 7,000,000 47.0% Expenditure 3,450,997 1,832,224 6,975,483 6,991,242 7,002,433 19.4% Addt To / (Use Of) Fund Balance (1,950,997) 167,776 24,517 8,758 (2,433) Total Enterprise Funds Funding 15,981,996 15,229,699 21,405,888 22,518,881 23,633,004 10.3% Expenditure 17,932,992 14,814,548 21,575,842 21,667,256 23,148,753 6.6% Add'tTo/ (Use Of) Fund Balance (1,950,996) 415,151 (169,955) 851,625 484,252 Total City Funding 43,204,122 46,887,992 52,313,545 55,014,895 57,571,467 7.4% Expenditure 45,838,285 46,227,010 51,580,228 52,600,920 54,969,828 4.6% Add'tTo/(Use Of) Fund Balance (2,634,162) 660,982 733,316 2,413,975 2,601,639 16 City of Opa-locka Five -Year Plan ernmental Funds - By Fund FY 21 FY 22 FY 23 FY 24 FY 25 Account Title Proposed Budget Outlook Outlook Outlook Outlook Compound Growth % General Fund 18,250,894 18,250,894 19,225,745 18,579,914 19,709,414 18,806,143 20,828,011 19,265,660 21,769,068 19,651,681 4.5% 1.9% Funding Expenditure Add't To / (Use Of) Fund Balance - 645,831 903,271 1,562,350 2,117,387 CRA Fund 1,046,910 1,046,910 1,042,485 1,042,485 1,252,567 1,252,567 1,476,909 1,476,909 1,716,519 1,716,519 13.2% 13.2% Funding Expenditure Add't To / (Use Of) Fund Balance - - - - - Debt Service Fund 3,011,857 3,011,857 3,990,649 3,990,649 4,051,049 4,051,049 4,113,239 4,113,239 4,177,238 4,177,238 8.5% 8.5% Funding Expenditure Add't To / (Use Of) Fund Balance - - - - - Safe Neighborhood Fund 186,834 186,834 2,472,000 2,472,000 978,440 978,440 985,009 985,009 991,709 991,709 51.8% 51.8% Funding Expenditure Add't To / (Use Of) Fund Balance - - - - - Peoples' Transportation Plan Fund 700,000 1,383,166 714,000 1,114,000 728,280 728,280 742,846 742,846 757,703 757,703 2.0% -14.0% Funding Expenditure Add't To / (Use Of) Fund Balance (683,166) (400,000) - - - Town Center 652,735 652,735 524,197 524,197 534,743 534,743 546,984 546,984 559,772 559,772 -3.8% -3.8% Funding Expenditure Add't To / (Use Of) Fund Balance - - - - - Special Law Enforcement Fund - - - - - - - - - 0.0% 0.0% Funding Expenditure Add't To / (Use Of) Fund Balance - - - - - IT Internal Service Fund 713,737 713,737 917,268 917,268 753,204 753,204 767,452 767,452 788,511 788,511 2.5% 2.5% Funding Expenditure Add't To / (Use Of) Fund Balance - - - - - Risk Manage. Internal Service Fund 2,659,158 2,659,158 2,771,948 2,771,948 2,899,960 2,899,960 3,035,566 3,035,566 3,177,943 3,177,943 4.6% 4.6% Funding Expenditure Add't To / (Use Of) Fund Balance - - - - - Total Governmental Funds 27,222,126 27,905,292 31,658,293 31,412,462 30,907,657 30,004,386 32,496,014 30,933,664 33,938,462 31,821,075 5.7% 3.3% Funding Expenditure Add't To / (Use Of) Fund Balance (683,166) 245,831 903,271 1,562,350 2,117,387 17 City of Opa-locka Five -Year Plan Staffin FY 21 Proposed FY 22 Outlook FY 23 Outlook FY 24 Outlook FY 25 Outlook Full Part Full Part Full Part Full Part Full Part Time Time Time Time Time Time Time Time Time Time Governmental Funds City Manager 5.0 - 5.0 - 5.0 - 5.0 - 5.0 - City Clerk 4.0 - 4.0 - 4.0 - 4.0 - 4.0 - H R 2.0 - 2.0 - 2.0 - 2.0 - 2.0 - Risk 1.0 - 1.0 - 1.0 - 1.0 - 1.0 - Finance 8.0 - 8.0 - 8.0 - 8.0 - 8.0 - IT 2.0 - 2.0 - 2.0 - 2.0 - 2.0 - CD 3.6 - 3.6 - 3.5 - 3.5 - 3.5 - Building & License 3.8 4.0 3.8 4.0 3.8 4.0 3.8 4.0 3.8 4.0 Parks & Recreation 9.0 - 9.0 - 10.0 - 10.0 - 10.0 - Police Sworn 44.0 - 48.0 - 48.0 - 48.0 - 48.0 - Other 8.0 11.0 8.0 11.0 8.0 11.0 8.0 11.0 8.0 11.0 Code 6.0 - 6.0 - 6.0 - 6.0 - 6.0 - Public Works Admin 4.0 - 4.0 - 4.0 - 4.0 - 4.0 - Building Maint 3.5 - 4.5 - 4.5 - 4.5 - 4.5 - Roads & Streets 5.5 8.5 - 8.5 - 8.5 - 8.5 - Vehicle Maint 3.7 3.7 - 3.7 - 3.7 - 3.7 - Illegal Dumping 1.0 - 1.0 - 1.0 - 1.0 - 1.0 - Town Center 1.0 - 1.0 - 1.0 - 1.0 - 1.0 - CRA 0.4 - 1.4 - 2.5 - 2.5 - 2.5 - People Trans Plan - - - - - - - - - - Total Gov Funds 115.5 15.0 124.5 15.0 126.5 15.0 126.5 15.0 126.5 15.0 Enterprise Funds O m O m Ln L N 1.n m Utility Bill/Cust Svc 4.0 1.0 4.0 1.0 4.0 1.0 2.0 - Meters / Line Maint 4.3 - 4.3 - 4.3 - 4.3 - Water 4.0 - 4.0 - 4.0 - 4.0 - Sewer 5.3 - 5.3 - 5.3 - 5.3 - CIP 1.5 1.5 - 1.5 - 1.5 Stormwater 3.6 - 3.6 - 3.6 - 3.6 - Total Ent Funds 22.5 1.0 22.5 1.0 22.5 1.0 20.5 0.0 20.5 - Total City 138.0 16.0 147.0 16.0 149.0 16.0 147.0 15.0 147.0 15.0 18 General Fund Summary City of Opa-locka Five -Year Plan GENERAL FUND Mission — The mission of the General Fund is to provide governance to the community and to provide all services required by or expected by the community other than utility services. Goal — A safe, law abiding, affordable city with attractive residential neighborhoods, a thriving commercial area and a vital downtown which attracts residents and visitors for leisure and entertainment, enabled by a City government which provides excellent and responsive customer service in addressing the broad needs of a highly diverse community, including providing an excellent City infrastructure. Plan Overview / Assumptions — • Based on FY 21 budget and lean organization with modest growth • Emphasis on revamping how City business is conducted through a major investment in technology • Emphasis on major upgrading of Parks & Recreation programs and facilities • Addition of nine full-time employees in FY 22 (four in Police department and five in Public Works) and one Recreation Leader in FY 23 in support of expanded Parks & Recreation programs and facilities. • Property tax base growth FY 22 — 0% - Due to pandemic FY 23 — 4% - Slow recovery from pandemic FY 24 & FY 25 — 8% historic growth rate • Millage rate reduction from 9.8000 mills in FY 21 to 9.4500 mills in FY 25 • Most revenue growing at 2% annually * • Wages annual growth of 2% * • Healthcare expense annual growth of 6% * • Most general expense growing at 2% annually * • Payment of all obligations other than prior -year red light camera fees which remain unpaid during plan period. • Provides $250,000 annually to Governmental Funds CIP for roadway or other projects • Results in a $4.5 million General Fund Unassigned Fund Balance in FY 25, $1.3 million greater than target requirement of $3.2 million * These assumptions apply for all funds and won't be repeated for each fund. 20 City of Opa-locka Five -Year Plan General Fund Summar FY 21 FY 22 FY 23 FY 24 FY 25 Ac2ount Title Proposed Budget Outlook Outlook Outlook Outlook Compound Growth % Fundin Revenue Ad Valorem 10,785,234 10,721,033 11,037,215 11,979,465 12,734,202 4.2% Utility Taxes 60,242 61,446 62,675 63,929 65,207 2.0% Franchise Fees 1,500,805 1,530,821 1,561,437 1,592,666 1,624,519 2.0% Licenses 214,788 219,083 223,465 227,934 232,493 2.0% Permits 464,640 473,932 483,411 493,079 502,941 2.0% Charges For Services 49,028 50,009 51,009 52,029 53,069 2.0% Fines & Forfeitures 2,567,232 2,618,577 2,670,948 2,724,367 2,778,854 2.0% Other Revenue 147,842 150,799 153,815 156,891 160,029 2.0% Total Revenue 15,789,810 15,825,700 16,243,976 17,290,361 18,151,316 3.5% Transfer In 2,461,085 3,400,045 3,465,438 3,537,650 3,617,752 10.1% Total Funding 18,250,894 19,225,745 19,709,414 20,828,011 21,769,068 4.5% Expenditure Salaries 6,488,435 6,988,159 7,138,928 7,302,095 7,440,712 3.5% Benefits 2,439,984 2,670,975 2,767,245 2,869,314 2,966,513 5.0% Total Compensation 8,928,419 9,659,135 9,906,174 10,171,409 10,407,225 3.9% Operating Expense 3,118,636 2,884,320 2,921,969 2,961,431 2,944,775 -1.4% Other Uses 1,497,428 1,526,357 1,555,864 1,585,961 1,616,660 1.9% Capital 91,900 62,896 4,896 4,896 4,896 -52.0% Contingency 1,474,178 1,100,000 1,100,000 1,100,000 1,100,000 -7.1% Total Expense Ex Transfer Out 15,110,561 15,232,708 15,488,902 15,823,697 16,073,556 1.6% Transfer Out 3,140,333 3,347,206 3,317,241 3,441,963 3,578,124 3.3% Total Expense 18,250,894 18,579,914 18,806,143 19,265,660 19,651,681 1.9% (Use Of)/Add To Fund Balance - 645,831 903,271 1,562,350 2,117,387 Fund Balance - Unassigned Beginning (696,295) (696,295) (50,464) 852,807 2,415,157 NA (Use Of)/Add To Fund Balance - 645,831 903,271 1,562,350 2,117,387 Ending (696,295) (50,464) 852,807 2,415,157 4,532,544 NA 21 City of Opa-locka Five -Year Plan General Fund - Fundin FY 21 FY 22 FY 23 FY 24 FY 25 Account Title Proposed Budget Outlook Outlook Outlook Outlook Compound Growth % Funding Summary Revenue Ad Valorem 10,785,234 10,721,033 11,037,215 11,979,465 12,734,202 4.2% Utility Taxes 60,242 61,446 62,675 63,929 65,207 2.0% Franchise Fees 1,500,805 1,530,821 1,561,437 1,592,666 1,624,519 2.0% Licenses 214,788 219,083 223,465 227,934 232,493 2.0% Permits 464,640 473,932 483,411 493,079 502,941 2.0% Charges For Services 49,028 50,009 51,009 52,029 53,069 2.0% Fines & Forfeitures 2,567,232 2,618,577 2,670,948 2,724,367 2,778,854 2.0% Other 147,842 150,799 153,815 156,891 160,029 2.0% Grants & Donations - - - - - 0.0% Total Revenue 15,789,810 15,825,700 16,243,976 17,290,361 18,151,316 3.5% Transfers -In 2,461,085 3,400,045 3,465,438 3,537,650 3,617,752 10.1% Total Funding 18,250,894 19,225,745 19,709,414 20,828,011 21,769,068 4.5% Funding Detail Ad Valorem Taxes 10,785,234 10,721,033 11,037,215 11,979,465 12,734,202 4.2% Utility Taxes Utility Tax - City Gas 11,900 12,138 12,381 12,628 12,881 2.0% Utility Tax - Other 48,342 49,308 50,295 51,301 52,327 2.0% Total Utility Taxes 60,242 61,446 62,675 63,929 65,207 2.0% Franchise Fees Franchise Fee - F.P.L. 824,682 841,176 857,999 875,159 892,663 2.0% Franchise Fee - Great Waste 192,000 195,840 199,757 203,752 207,827 2.0% Franchise Fee -Commercial Waste 468,000 477,360 486,907 496,645 506,578 2.0% Franchise Fee - Bench Ads 3,600 3,672 3,745 3,820 3,897 2.0% Franchise Fee - BFI 3,683 3,756 3,831 3,908 3,986 2.0% Nu -Way Towing Services Inc 1,785 1,821 1,857 1,894 1,932 2.0% Sunshine Towing Inc 2,423 2,471 2,520 2,571 2,622 2.0% Dolphin Towing & Recovery 1,700 1,734 1,769 1,804 1,840 2.0% Downtown Towing Company 2,933 2,991 3,051 3,112 3,174 2.0% Total Franchise Fees 1,500,805 1,530,821 1,561,437 1,592,666 1,624,519 2.0% Licenses Occupation Licenses - City 170,000 173,400 176,868 180,405 184,013 2.0% Occupation Licenses -Field Inspection 2,083 2,124 2,167 2,210 2,254 2.0% Occupation Licenses -Late Penalty 19,500 19,890 20,288 20,694 21,107 2.0% Contractor Licenses 765 780 796 812 828 2.0% Mobile Home Licenses 340 347 354 361 368 2.0% Alcoholic Beverages 8,500 8,670 8,843 9,020 9,201 2.0% Occupation Licenses - County 13,600 13,872 14,149 14,432 14,721 2.0% Total Licenses 214,788 219,083 223,465 227,934 232,493 2.0% 22 City of Opa-locka Five -Year Plan General Fund - Funding - Continued FY 21 FY 22 FY 23 FY 24 FY 25 Account Title Proposed Budget Outlook Outlook Outlook Outlook Compound Growth % Permits Building Permits 240,000 244,800 249,696 254,690 259,784 2.0% Electrical Permits 20,825 21,242 21,666 22,100 22,542 2.0% Plumbing Permits 11,900 12,138 12,381 12,628 12,881 2.0% Mechanical Permits 7,650 7,803 7,959 8,118 8,281 2.0% Certificate Of Occupancy 5,127 5,230 5,334 5,441 5,550 2.0% Certificate Of Use 108,800 110,976 113,196 115,459 117,769 2.0% Landlord Permits 68,638 70,010 71,410 72,839 74,295 2.0% Special Event Permits 1,700 1,734 1,769 1,804 1,840 2.0% Total Permits 464,640 473,932 483,411 493,079 502,941 2.0% Services Zoning & Subdivision Fees 17,000 17,340 17,687 18,041 18,401 2.0% Xerox Copies 1,148 1,170 1,194 1,218 1,242 2.0% Notary Fees 425 434 442 451 460 2.0% Other Public Works Revenue - - - - - 0.0% Recreation Activity Fees 2,975 3,035 3,095 3,157 3,220 2.0% Rental Of Park Facilities Fees 2,975 3,035 3,095 3,157 3,220 2.0% Summer Program Receipts 1,530 1,561 1,592 1,624 1,656 2.0% Recreation Football Program 6,800 6,936 7,075 7,216 7,361 2.0% Pool Facility Revenue - - - - - 0.0% Code Enforcement Late Fees 2,550 2,601 2,653 2,706 2,760 2.0% Code Enforcement Inspection Fees 3,060 3,121 3,184 3,247 3,312 2.0% Code Enforcement Postage Fees 1,488 1,517 1,548 1,579 1,610 2.0% Code Enforcement Landlord/Tenant - - - - - 0.0% Code Enforcement Release Fees 1,811 1,847 1,884 1,921 1,960 2.0% Code Enforcement Board Admin Fees 7,268 7,413 7,561 7,712 7,867 2.0% Qualifying Fees - - - - - 0.0% Total Charges For Services 49,028 50,009 51,009 52,029 53,069 2.0% Fines & Forfetitures Court Fines - County 191,250 195,075 198,977 202,956 207,015 2.0% Local Ordinance Violations 71,400 72,828 74,285 75,770 77,286 2.0% Red Light Camera Fines 2,273,982 2,319,462 2,365,851 2,413,168 2,461,431 2.0% Lien Search & Release Charges 30,600 31,212 31,836 32,473 33,122 2.0% Total Fines & Forfeitures 2,567,232 2,618,577 2,670,948 2,724,367 2,778,854 2.0% 23 City of Opa-locka Five -Year Plan General Fund - Funding - Continued vs - FY 21 FY 22 FY 23 FY 24 FY 25 Account Title Proposed Budget Outlook Outlook Outlook Outlook Compound Growth % Other County School Program Police 59,500 60,690 61,904 63,142 64,405 2.0% School Crossing Guard Program 6,800 6,936 7,075 7,216 7,361 2.0% Police A/R & O/R 8,945 9,123 9,306 9,492 9,682 2.0% Off -Duty Revenue 40,150 40,953 41,772 42,607 43,459 2.0% Returned Check Penalties 213 217 221 226 230 2.0% Lease & Rental Income 2,400 2,448 2,497 2,547 2,598 2.0% Workers Compensation 2,125 2,168 2,211 2,255 2,300 2.0% Other Miscellaneous Revenue 10,625 10,838 11,054 11,275 11,501 2.0% Lost Fixed Assets Insurance Reimbursem 8,500 8,670 8,843 9,020 9,201 2.0% Cost Reimbursements 8,500 8,670 8,843 9,020 9,201 2.0% Witness Fees 85 87 88 90 92 2.0% Total Other 147,842 150,799 153,815 156,891 160,029 2.0% Grants & Donations Grants - - - - - 0.0% Total Grants & Donations - - - - - 0.0% Total Revenue 15,789,810 15,825,700 16,243,976 17,290,361 18,151,316 3.5% Transfer In Vehicle Maint Fees 144,588 138,982 141,949 144,987 148,097 0.6% Admin Reimburse - Risk Mgmt 18,500 17,252 17,315 17,566 17,952 -0.7% Admin Reimburse - IT Services 37,000 34,504 34,630 35,132 35,904 -0.7% Admin Reimburse - Water & Sewer 369,078 344,177 345,433 350,438 358,138 -0.7% Admin Reimburse - Stormwater 65,675 61,245 61,468 62,359 63,729 -0.7% Admin Reimburse - Town Center 18,500 17,252 17,315 17,566 17,952 -0.7% Admin Reimburse - CRA 5,782 5,283 5,308 5,409 5,563 -1.0% Transfer In - CIP Debt Service 1,801,960 2,781,350 2,842,020 2,904,195 2,970,418 13.3% Total Transfer In 2,461,085 3,400,045 3,465,438 3,537,650 3,617,752 10.1% Total Funding 18,250,894 19,225,745 19,709,414 20,828,011 21,769,068 4.5% 24 City of Opa-locka Five -Year Plan General Fund Expenditure - By Division FY21 FY22 FY23 FY24 FY25 Account Title Proposed Budget Outlook Outlook Outlook Outlook Compound Growth % Expense Salaries 6,488,435 6,988,159 7,138,928 7,302,095 7,440,712 3.5% Benefits 2,439,984 2,670,975 2,767,245 2,869,314 2,966,513 5.0% Total Compensation 8,928,419 9,659,135 9,906,174 10,171,409 10,407,225 3.9% Operating Expense 3,118,636 2,884,320 2,921,969 2,961,431 2,944,775 -1.4% Other Uses 1,497,428 1,526,357 1,555,864 1,585,961 1,616,660 1.9% Capital 91,900 62,896 4,896 4,896 4,896 -52.0% Debt Service - - - - - 0.0% Contingency 1,474,178 1,100,000 1,100,000 1,100,000 1,100,000 -7.1% Total Expense Ex Transfer Out 15,110,561 15,232,708 15,488,902 15,823,697 16,073,556 1.6% Transfer Out 3,140,333 3,347,206 3,317,241 3,441,963 3,578,124 3.3% Total Expense 18,250,894 18,579,914 18,806,143 19,265,660 19,651,681 1.9% Expense (By Divisions Commission 124,681 124,566 129,705 135,112 140,803 3.1% City Manager 594,331 607,636 621,298 635,327 649,738 2.3% Non -Department - Ex Transfer Out 3,248,057 2,962,730 3,048,681 3,106,195 3,086,074 -1.3% Clerk 391,921 385,781 404,896 404,278 423,936 2.0% Attorney 645,000 645,000 645,000 645,000 645,000 0.0% Finance 1,000,138 789,522 757,038 773,492 790,422 -5.7% Human Resources 194,701 199,186 203,796 208,535 213,409 2.3% Community Development 283,783 290,656 269,564 308,204 315,821 2.7% Building & Licenses 419,325 428,563 438,035 447,750 457,717 2.2% Parks & Recreation 723,842 667,395 726,575 743,841 761,617 1.3% Police 4,970,342 5,408,310 5,532,615 5,654,632 5,774,965 3.8% Code Enforcement 357,580 356,195 364,861 373,794 383,003 1.7% Public Works - Admin 333,067 399,096 408,381 417,929 427,752 6.5% Public Works - Bldg Maintenance 306,533 351,624 359,979 368,581 377,439 5.3% Public Works - Streets 699,275 837,053 795,301 811,981 829,108 4.3% Public Works - Illegal Dumping Removal 137,886 125,662 115,490 107,071 100,149 -7.7% Public Works - Vehicle Maintenance 680,099 653,732 667,688 681,975 696,605 0.6% Total Expense - Ex Transfer Out 15,110,561 15,232,708 15,488,902 15,823,697 16,073,556 1.6% Transfer Out Information Tech 588,889 756,818 621,452 633,208 650,584 2.5% Risk Management 2,144,776 2,235,748 2,338,997 2,448,371 2,563,207 4.6% Safe Neighborhood - 250,000 250,000 250,000 250,000 NA Town Center Rent 406,669 104,640 106,791 110,384 114,334 -27.2% Total Transfer Out 3,140,333 3,347,206 3,317,241 3,441,963 3,578,124 3.3% Total Expenditure 18,250,894 18,579,914 18,806,143 19,265,660 19,651,681 1.9% 25 General Fund Divisions City Commission City of Opa-locka Five -Year Plan CITY COMMISSION Mission — Development of the goals and priorities through the budget and strategic plan process that provide continuous progress in making the City a better place to live, work and recreate and provides City services which address the broad needs of the highly diverse residential, commercial and institutional components of the community in an effective and respectful manner. Citizens L Mayor Vice Mayor Commissioners (3) City Clerk City Manager City Attorney Goal — A safe, law abiding, affordable city with attractive residential neighborhoods, a thriving commercial area and a vital downtown which attracts residents and visitors for leisure and entertainment, enabled by a City government which provides excellent and responsive customer service in addressing the broad needs of a highly diverse community, including providing an excellent City infrastructure. 28 Commisssion City of Opa-locka Five -Year Plan FY 21 FY 22 FY 23 FY 24 FY 25 Account Title Proposed Budget Outlook Outlook Outlook Outlook Compound Growth % Salaries Salaries - Executive 33,000 33,660 34,333 35,020 35,720 2.0% Total Salaries 33,000 33,660 34,333 35,020 35,720 2.0% Benefits FICA 2,525 2,575 2,626 2,679 2,733 2.0% Retirement 13,111 13,373 13,641 13,913 14,192 2.0% Life And Health Insurance 65,045 68,947 73,084 77,469 82,117 6.0% Total Benefits 80,681 84,896 89,351 94,062 99,042 5.3% Total Compensation 113,681 118,556 123,685 129,082 134,762 4.3% Operating Expense Monthly Allowance - Mayor 300 300 300 300 300 0.0% Monthly Allowance - Commission 1,200 1,200 1,200 1,200 1,200 0.0% Travel 3,500 3,500 3,500 3,500 3,500 0.0% State Of The City 500 500 500 500 500 0.0% Office Supplies 500 510 520 531 541 2.0% Employee Training 5,000 - - - - -100.0% Total Operating Expense 11,000 6,010 6,020 6,031 6,041 -13.9% Capital Office Furniture & Equipment - - - - - 0.0% Computer - - - - - 0.0% Total Capital - - - - - 0.0% Total Expense 124,681 124,566 129,705 135,112 140,803 3,1% 29 City Manager City of Opa-locka Five -Year Plan CITY MANAGER Mission: The City Manager, as the administrative head of the City Government, provides the primary source of leadership and is responsible for the efficiency of all departments. The office of the City Manager is the liaison for administrative functions and the Commission. The Office of the City Manager executes all City laws and ordinances, directs all City departments and participates in Commission meetings as an active, but non -voting, member. The City Manager makes recommendations to the City Commission to adopt measures which are necessary or urgent and per performs other duties which are required by ordinances and resolutions of the City Commission. The City Manager develops programs to implement the policies and Strategic Plan established the by the City Commission. The mission of the City Manager's Office is to provide leadership to the City by empowering staff with all of the necessary support and resources needed to better serve the residents and business owners in the community. Commission City Manager Assistant City Manager Budget Administrator Executive Secretary Receptionist Police Chief Community Dev Director Public Works Director Human Resources Director Business & license Director Information Tech Director Goal — Provide leadership to and develop a high performance City staff able to provide thoughtful, well - reasoned recommendations to the City Commission and to carry out the Commission's policies and direction in an effective and efficient manner to achieve Commission goals. 31 City of Opa-locka Five -Year Plan City Manaeer FY 21 FY 22 FY 23 FY 24 FY 25 Account Title Proposed Budget Outlook Outlook Outlook Outlook Compound Growth % Salaries Salaries - Executive 270,738 276,153 281,676 287,309 293,056 2.0% Salaries - Regular 167,131 170,474 173,883 177,361 180,908 2.0% Total Salaries 437,869 446,626 455,559 464,670 473,963 2.0% Benefits FICA 31,473 32,101 32,743 33,398 34,066 2.0% Retirement 73,241 74,706 76,200 77,724 79,278 2.0% Life And Health Insurance 37,237 39,471 41,839 44,350 47,011 6.0% Total Benefits 141,951 146,278 150,783 155,472 160,355 3.1% Total Compensation 579,820 592,905 606,342 620,142 634,319 2.3% Operating Expense Travel & Per Diem 3,000 3,000 3,000 3,000 3,000 0.0% Postage & Freight 500 500 500 500 500 0.0% Office Supplies 5,000 5,100 5,202 5,306 5,412 2.0% Pubs/Subscriptions/Memberships 6,011 6,131 6,254 6,379 6,506 2.0% Total Operating Expense 14,511 14,731 14,956 15,185 15,419 1.5% Capital Furniture & Fixtures - - - - - 0.0% Computer - - - - - 0.0% Total Capital - - - - - 0.0% Total Expense 594,331 607,636 621,298 635,327 649,738 2.3% 32 General Fund Non -Department City of Opa-locka Five -Year Plan GENERAL FUND — NON -DEPARTMENT Mission — This division is an administrative division used to record charges related to all General Fund divisions. Charges include public information services, rental storage space for City records, General Fund employees receiving payment for excessive accumulated earned leave time, payments related to red light camera services, General Fund contingency to offset revenue shortfalls and/or unexpected significant expenditures and transfers to other funds for services received by the General Fund. Goal — N/A — This is an administrative division with very limited operational responsibilities 34 City of Opa-locka Five -Year Plan Non -Department FY 21 FY 22 FY 23 FY 24 FY 25 Account Title Proposed Budget Outlook Outlook Outlook Outlook Compound Growth % Operating Expense Other Professional Services 95,000 96,900 98,838 100,815 102,831 2.0% Electric Gas Water 145,000 146,550 148,119 149,706 151,312 1.1% Rentals & Leases 36,451 37,180 37,923 38,682 39,455 2.0% Auto Lease/Purchase - 55,744 107,938 131,032 75,815 NA Total Operating Expense 276,451 336,374 392,818 420,234 369,414 7.5% Other Uses Sick Annual Leave Reserve 50,000 50,000 50,000 50,000 50,000 0.0% State -RLC Fees - Current Year 1,060,028 1,081,229 1,102,853 1,124,910 1,147,408 2.0% State -RLC Fees - Prior Years - - - - - 0.0% Red Light Camera Service (ATS) 386,400 394,128 402,011 410,051 418,252 2.0% Tax Payments 1,000 1,000 1,000 1,000 1,000 0.0% Total Other Uses 1,497,428 1,526,357 1,555,864 1,585,961 1,616,660 1.9% Contingency Contingency 1,474,178 50,000 50,000 50,000 50,000 -57.1% Emergency Contingency - 50,000 50,000 50,000 50,000 NA General Fund Reserve - 500,000 500,000 500,000 500,000 NA Working Capital Reserve - 500,000 500,000 500,000 500,000 NA Total Contingency 1,474,178 1,100,000 1,100,000 1,100,000 1,100,000 -7.1% Total Expense Ex Transfer Out 3,248,057 2,962,730 3,048,681 3,106,195 3,086,074 -1.3% Transfer Out Information Tech Charges 588,889 756,818 621,452 633,208 650,584 2.5% Internal Svc. Charges - Risk Management 2,144,776 2,235,748 2,338,997 2,448,371 2,563,207 4.6% Transfer Out - Safe Neigh CIP - 250,000 250,000 250,000 250,000 NA Transfer Out - Town Center 406,669 104,640 106,791 110,384 114,334 -27.2% Total Transfer Out 3,140,333 3,347,206 3,317,241 3,441,963 3,578,124 3.3% Total Expense 6,388,390 6,309,937 6,365,922 6,548,159 6,664,198 1.1% 35 City Clerk City of Opa-locka Five -Year Plan CITY CLERK Mission — The mission of the City Clerk's Office is to assist the City Commission in accomplishing the legislative process while providing quality customer service and performing administrative functions for the residents, staff, and constituents in an efficient, courteous, and professional manner. r Legislative Aide / Executive Assistant -, Goal — To provide accurate information and maximize access to municipal government by maximizing the use of technology. 37 City of Opa-locka Five -Year Plan City Clerk FY 21 FY 22 FY 23 FY 24 FY 25 Account Title Proposed Budget Outlook Outlook Outlook Outlook Compound Growth % Salaries Salaries Executive 85,327 87,034 88,774 90,550 92,361 2.0% Salaries - Regular 138,245 141,010 143,830 146,707 149,641 2.0% Total Salaries 223,572 228,043 232,604 237,256 242,002 2.0% Benefits FICA 17,103 17,445 17,794 18,150 18,513 2.0% Retirement 37,110 37,852 38,609 39,382 40,169 2.0% Life And Health Insurance 33,014 34,995 37,095 39,320 41,680 6.0% Total Benefits 87,227 90,293 93,498 96,852 100,362 3.6% Total Compensation 310,799 318,336 326,103 334,109 342,364 2.4% Operating Expense Other Professional Services 16,000 6,120 16,242 6,367 16,495 0.8% Travel & Per Diem - - - - - 0.0% Postage & Freight 1,000 1,020 1,040 1,061 1,082 2.0% Rentals & Leases 8,472 8,641 8,814 8,990 9,170 2.0% Legal Advertising 45,000 45,900 46,818 47,754 48,709 2.0% Office Supplies 5,000 5,100 5,202 5,306 5,412 2.0% Software Licensing - - - - - 0.0% Pubs/Subscriptions/Memberships 650 663 676 690 704 2.0% Education 2,500 - - - - -100.0% Total Operating Expense 78,622 67,444 78,793 70,169 81,572 0.9% Capital Computer Equipment 2,500 - - - - -100.0% Total Capital 2,500 - - - - -100.0% Total Expense 391,921 385,781 404,896 404,278 423,936 2.0% 38 City Attorney City of Opa-locka Five -Year Plan CITY ATTORNEY Mission — To provide legal guidance to the City Commission and City Manager on all issues having legal implications, both prospectively and retroactively. Prepares all resolutions and ordinances, ensuring legal correctness. Reviews all contracts for adherence to procurement requirements and equitableness of terms. Represents the City in all litigation. Participates in all public hearings and union negotiations. Provides legal guidance as issues arise. Commssion 1 City Attorney (Outsourced) 40 City of Opa-locka Five -Year Plan City Attorney FY 21 FY 22 FY 23 FY 24 FY 25 Account Title Proposed Budget Outlook Outlook Outlook Outlook Compound Growth % Operating Expense 400,000 192,000 53,000 400,000 192,000 53,000 400,000 192,000 53,000 400,000 192,000 53,000 400,000 192,000 53,000 0.0% 0.0% 0.0% Other Professional Services City Attorney Fees Settlement Fees Total Operating Expense 645,000 645,000 645,000 645,000 645,000 0.0% Total Expense 645,000 645,000 645,000 645,000 645,000 0.0% 41 Human Resources City of Opa-locka Five -Year Plan HUMAN RESOURCES Mission - Support the goals and vision of the City of Opa-locka by providing services that promote a work environment that is characterized by fair treatment of staff, innovation, personal accountability, trust and mutual respect to enhance the services provided to the residents of Opa-locka. City Manager F HR Director HR Specialist Risk Manager Goal — A workplace that results in the successful recruitment, employment and retention of a diverse, well -qualified, motivated, engaged, fairly compensated, service -oriented workforce to serve the corn m unity. 43 City of Opa-locka Five -Year Plan Human Resources FY 21 FY 22 FY 23 FY 24 FY 25 Account Title Proposed Budget Outlook Outlook Outlook Outlook Compound Growth % Salaries Salaries - Executive '77,296 78,842 80,419 82,027 83,668 2.0% Salaries - Regular 31,320 31,946 32,585 33,237 33,902 2.0% Total Salaries 108,616 110,788 113,004 115,264 117,569 2.0% Benefits FICA 8,309 8,475 8,645 8,818 8,994 2.0% Retirement 10,862 11,079 11,300 11,526 11,757 2.0% Life And Health Insurance 14,763 15,649 16,588 17,583 18,639 6.0% Total Benefits 33,934 35,203 36,533 37,928 39,390 3.8% Total Compensation 142,550 145,992 149,538 153,192 156,959 2.4% Operating Expense Employee Physicals 5,000 5,100 5,202 5,306 5,412 2.0% Other Contracted Services 23,000 23,460 23,929 24,408 24,896 2.0% Employee Recognition 1,200 1,224 1,248 1,273 1,299 2.0% Postage 200 204 208 212 216 2.0% Rentals & leases 11,394 11,622 11,855 12,092 12,333 2.0% Office Supplies 2,300 2,346 2,393 2,441 2,490 2.0% Pubs/Subs/Membership 1,557 1,588 1,620 1,652 1,685 2.0% Employee Training 5,000 5,100 5,202 5,306 5,412 2.0% Advertising 2,500 2,550 2,601 2,653 2,706 2.0% Total Operating Expense 52,151 53,194 54,258 55,343 56,450 2.0% Capital Computer - - - - - 0.0% Total Capital - - - - - 0.0% Total Expense 194,701 199,186 203,796 208,535 213,409 2.3% 44 Finance City of Opa-locka Five -Year Plan Finance Mission: The Finance Department's mission is to provide competent and comprehensive financial services for the City Administration to enable all departments to work in the best interest of the community. The Department manages the City's public funds and financial resources in the most cost-effective and efficient manner. The Department is responsible for accounts payable, accounts receivable, general ledger, cash management, and providing debt information to the public, decision makers and to City management. The department is also responsible for the preparation of routine accounting reports as well as preparing the City's annual financial statement. The Department is also responsible for safeguarding the City's assets through appropriate controls. r City Manager T Finance Director Senior Accountant (2) Executive Secretary Accountant (2) Payroll Clerk Accounts Payable Clerk -I Goal: To provide a very high standard of accountability and transparent comprehensive financial services to City staff, the public, bond rating and governmental agencies while safeguarding the City's financial assets and physical assets through appropriate controls by the end of FY 21. 46 City of Opa-locka Five -Year Plan Finance FY 21 FY 22 FY 23 FY 24 FY 25 Account Title Proposed Budget Outlook Outlook Outlook Outlook Compound Growth % Salaries Salaries - Executive 115,442 117,751 120,106 122,508 124,958 2.0% Salaries - Regular 382,467 390,116 397,919 405,877 413,995 2.0% Total Salaries 497,909 507,867 518,025 528,385 538,953 2.0% Benefits FICA 38,090 38,852 39,629 40,421 41,230 2.0% Retirement 49,791 50,787 51,802 52,839 53,895 2.0% Life And Health Insurance 54,548 57,821 61,290 64,967 68,865 6.0% Total Benefits 142,429 147,459 152,721 158,227 163,991 3.6% Total Compensation 640,338 655,327 670,746 686,612 702,943 2.4% Operating Expense Other Professinal Services 257,500 57,150 7,803 7,959 8,118 -57.9% Accounting & Auditing 50,000 51,000 52,020 52,020 52,020 1.0% Postage 2,000 2,040 2,081 2,122 2,165 2.0% Rentals & Leases 5,000 5,100 5,202 5,306 5,412 2.0% Office Supplies 5,000 5,100 5,202 5,306 5,412 2.0% Operating Expense 4,000 4,080 4,162 4,245 4,330 2.0% Software Licensing 20,000 - - - - -100.0% Pubs/Subs/Memberships 1,500 1,530 1,561 1,592 1,624 2.0% Training 10,000 3,300 3,366 3,433 3,502 -23.1% Total Operating Expense 355,000 129,300 81,396 81,983 82,582 -30.6% Capital Computer Equipment 4,800 4,896 4,896 4,896 4,896 0.5% Total Capital 4,800 4,896 4,896 4,896 4,896 0.5% Total Expense 1,000,138 789,522 757,038 773,492 790,422 -5.7% 47 Community Development City of Opa-locka Five -Year Plan COMMUNITY DEVELOPMENT Mission — Establishing the direction of all growth, development and redevelopment programs within the City, including ensuring that all development conforms to these guidelines and that programs are implemented to encourage further development within the City. City Manager r Community Dev Director (0.9) Secretary II (0.9) Planner (0.9) Zoning Officer (0.9) Goal — A City of attractive and peaceful residential neighborhoods, a thriving commercial district and a downtown area that attracts residents and others for entertainment and leisure. 49 City of Opa-locka Five -Year Plan Community Development FY 21 FY 22 FY 23 FY 24 FY 25 Account Title Proposed Budget Outlook Outlook Outlook Outlook Compound Growth % Salaries Salaries - Executive 77,246 78,791 44,648 54,649 55,742 -7.8% Salaries - Regular 125,030 127,531 144,535 162,168 165,411 7.2% Salaries - Overtime 1,000 1,020 1,040 1,061 1,082 2.0% Total Salaries 203,276 207,342 190,223 217,879 222,236 2.3% Benefits FICA 15,552 15,862 14,552 16,668 17,001 2.3% Retirement 20,328 20,734 19,022 21,788 22,224 2.3% Life And Heatlh Insurance 29,978 31,777 30,526 36,324 38,504 6.5% Total Benefits 65,858 68,373 64,100 74,780 77,729 4.2% Total Compensation 269,134 275,714 254,323 292,659 299,965 2.7% Operating Expense Other Professional Services 2,500 2,550 2,601 2,653 2,706 2.0% Rentals & Leases 4,399 4,487 4,576 4,668 4,761 2.0% Printing And Binding 1,000 1,020 1,040 1,061 1,082 2.0% Office Supplies And Expense 1,000 1,020 1,040 1,061 1,082 2.0% Advertisements 5,000 5,100 5,202 5,306 5,412 2.0% Pubs/Subscriptions/Memberships 750 765 780 796 812 2.0% Total Operating Expense 14,649 14,942 15,241 15,545 15,856 2.0% Capital Computer - - - - - 0.0% Total Capital - - - - - 0.0% Total Expense 283,783 290,656 269,564 308,204 315,821 2.7% 50 Building & Licenses City of Opa-locka Five -Year Plan BUILDING & LICENSES Mission -- Provide safe and healthy structures through the effective application of construction code standards, professional inspections and quality service, embodying courtesy, respectfulness and integrity, to the City's'citizens and contractors. The Building and Licensing department issues occupational licenses, building, electrical, mechanical, roofing and plumbing permits and certificates of occupancy. In addition, the department enforces building and zoning codes in accordance with City and South Florida Building Code. City Manager I - Building & Licenses Director City Engineer (0.8) Build Clerk (2) i Mechanical Inspector (PT) Electrical Inspector (PT) Plumbing Inspector (PT) i Housing Inppector (PT) Code Enforcement Goal — Provide Building Services in a highly automated, rigorous and effective manner resulting in well- built and resilient properties reasonably immune to adverse conditions which also benefit from the City's continued involvement in the National Flood Insurance Program (NFIP) and Community Rating System to lessen the threat of flooding, resulting in improved insurance rates. Utilize technology to automate all aspects of permitting. 52 City of Opa-locka Five -Year Plan Building & Licenses FY 21 FY 22 FY 23 FY 24 FY 25 Account Title Proposed Budget Outlook Outlook Outlook Outlook Compound Growth % Salaries Salaries - Executive 155,395 158,503 161,673 164,906 168,205 2.0% Salaries - Regular 68,069 69,430 70,819 72,235 73,680 2.0% Salaries - Part Time 88,484 90,254 92,059 93,900 95,778 2.0% Total Salaries 311,948 318,187 324,551 331,042 337,663 2.0% Benefits FICA 23,862 24,341 24,828 25,325 25,831 2.0% Retirement 31,195 31,819 32,455 33,104 33,766 2.0% Life And Health Insurance 21,236 22,510 23,861 25,293 26,810 6.0% Total Benefits 76,293 78,670 81,144 83,722 86,408 3.2% Total Compensation 388,241 396,857 405,695 414,763 424,070 2.2% Operating Expense Other Professional Services 17,000 17,340 17,687 18,041 18,401 2.0% Postage 3,640 3,713 3,787 3,863 3,940 2.0% Rentals & Leases 2,244 2,289 2,335 2,382 2,429 2.0% Printing & Binding 2,000 2,040 2,081 2,122 2,165 2.0% Office Supplies 2,000 2,040 2,081 2,122 2,165 2.0% Pubs/Subs/Memberships 700 714 728 743 758 2.0% Educational Costs 3,500 3,570 3,641 3,714 3,789 2.0% Total Operating Expense 31,084 31,706 32,340 32,987 33,646 2.0% Capital Computer Equipment - - - - - 0.0% Total Capital - - - - - 0.0% Total Expense 419,325 428,563 438,035 447,750 457,717 2.2% 53 Police Total Department City of Opa-locka Five -Year Plan Police Dept - Total FY 21 FY 22 FY 23 FY 24 FY 25 Proposed Compound Account Title Budget Outlook Outlook Outlook Outlook Growth % Compensation Salaries 3,282,025 3,543,582 3,615,399 3,684,244 3,750,504 3.4% Benefits 1,364,073 1,498,252 1,545,333 1,592,950 1,641,317 4.7% Total Compensation 4,646,098 5,041,833 5,160,732 5,277,194 5,391,821 3.8% Operating Expense 324,243 366,477 371,883 377,438 383,144 4.3% Total Expense 4,970,342 5,408,310 5,532,615 5,654,632 5,774,965 3.8% Divisions Chief 514,678 522,424 533,989 545,853 558,024 2.0% Administration 567,179 577,068 591,485 606,323 621,597 2.3% Criminal Investigation 468,451 539,000 552,154 565,178 578,757 5.4% Patrol 3,420,033 3,769,818 3,854,987 3,937,278 4,016,587 4.1% Total Expense 4,970,342 5,408,310 5,532,615 5,654,632 5,774,965 3.8% 55 Police Chief City of Opa-locka Five -Year Plan POLICE - CHIEF Mission — Provide overall leadership and supervision of the City's Police Department to maximize community safety, tranquility and adherence to and respect for the laws of the City City Manager Police Chief Executive Assistant Assistant Police Chief Major Lieutenant (Patrol) Corporal (Internal Affairs) Lieutenant (Ad m i n/Investigation ) 1 Goal — Provide a cost-effective, well -organized, well -trained, motivated and engaged department to create a peaceful, safe and law-abiding community reflecting mutual respect and cooperation between the community and the department. 57 City of Opa-locka Five -Year Plan Police - Chief FY 21 FY 22 FY 23 FY 24 FY 25 Account Title Proposed Budget Outlook Outlook Outlook Outlook Compound Growth % Salaries Salaries Executive 323,239 329,704 336,298 343,024 349,884 2.0% Salaries Regular 46,518 47,448 48,397 49,365 50,353 2.0% Total Salaries 369,757 377,152 384,695 392,389 400,237 2.0% Benefits FICA 28,287 28,852 29,429 30,018 30,618 2.0% Retirement 83,684 85,357 87,065 88,806 90,582 2.0% Life And Health Insurance 26,331 27,910 29,585 31,360 33,242 6.0% Total Benefits 138,301 142,120 146,079 150,184 154,442 2.8% Total Compensation 508,058 519,272 530,774 542,573 554,679 2.2% Operating Expense Clothing & Uniform Expense 900 918 936 955 974 2.0% Pubs/Subs/Memberships 720 734 749 764 779 2.0% Educational Costs 5,000 1,500 1,530 1,561 1,592 -24.9% Total Operating Expense 6,620 3,152 3,215 3,280 3,345 -15.7% Total Expense Ex Transfer Out 514,678 522,424 533,989 545,853 558,024 2.0% 58 Police Administration City of Opa-locka Five -Year Plan POLICE - ADMINISTRATION Mission — Oversee the daily internal operation of the Police Department, including managing ancillary activities which include dispatch communications, school guards, property and evidence management, and records management. Sergeant (Detective) Crossing Guard Supervisor (PT) Crossing Guard (PT) (10) Communication Operator (4) Records Clerk Property Specialist L Goal — Satisfy all administrative requirements of the Police Department in a very timely manner, maximizing the use of cost-effective technology to enhance responsiveness. Utilize technology to upgrade all procedures. 60 City of Opa-locka Five -Year Plan Police - Administration FY 21 FY 22 FY 23 FY 24 FY 25 Account Title Proposed Budget Outlook Outlook Outlook Outlook Compound Growth % Salaries Salaries - Regular 212,974 217,233 221,578 226,010 230,530 2.0% Salaries - Part Time 101,714 103,748 105,823 107,940 110,099 2.0% Salaries - Overtime 1,000 1,020 1,040 1,061 1,082 2.0% Total Salaries 315,688 322,002 328,442 335,011 341,711 2.0% Benefits FICA 24,156 24,633 25,126 25,628 26,141 2.0% Retirement 31,569 32,200 32,844 33,501 34,171 2.0% Life And Health Insurance 35,633 38,709 41,031 43,493 46,103 6.7% Total Benefits 91,358 95,542 99,001 102,623 106,415 3.9% Total Compensation 407,046 417,544 427,443 437,633 448,126 2.4% Operating Expense Other Professional Services 1,600 1,632 1,665 1,698 1,732 2.0% Other Contracted Services 5,012 5,112 5,214 5,319 5,425 2.0% Rentals & Leases 10,180 10,384 10,592 10,803 11,019 2.0% Office Supplies 8,000 8,160 8,323 8,490 8,659 2.0% Clothing & Uniform Expense 1,500 1,530 1,561 1,592 1,624 2.0% Software Maintenance 128,841 132,706 136,687 140,788 145,012 3.0% Educational Costs 5,000 - - - - -100.0% Total Operating Expense 160,133 159,524 164,042 168,690 173,471 2.0% Capital Computer Equipment - - - - - 0.0% Total Capital - - - - - 0.0% Total Expense 567,179 577,068 591,485 606,323 621,597 2.3% 61 Police Criminal Investigation City of Opa-locka Five -Year Plan POLICE — CRIMINAL INVESTIGATIVE DIVISION Mission — Follow up on all criminal incidents to make a factual determination of what has occurred and to compile comprehensive evidence in regard to each incident sufficient to result in the apprehension and conviction of the perpetrators. Major J Lieutenant (Admin/Investigation) Sergeant (Detective) L Administrative Division Officer (3) (Detective) Crime Analyst Goal — 100% crime clearance rate with timely and effective investigation resulting in development of relevant evidence supporting effective prosecution. 63 City of Opa-locka Five -Year Plan Police - CID FY 21 FY 22 FY 23 FY 24 FY 25 Account Title Proposed Budget Outlook Outlook Outlook Outlook Compound Growth % Salaries Salaries Regular 310,010 356,322 363,651 371,269 379,188 5.2% Salaries - Overtime 20,000 20,400 20,808 21,224 21,649 2.0% Longevity 3,000 3,500 4,000 4,000 4,000 7.5% Total Salaries 333,010 380,222 388,459 396,493 404,837 5.0% Benefits FICA 25,475 29,087 29,717 30,332 30,970 5.0% Retirement 75,365 86,787 88,677 90,516 92,427 5.2% Life And Health Insurance 30,252 38,467 40,775 43,222 45,815 10.9% Total Benefits 131,091 154,341 159,170 164,069 169,212 6.6% Total Compensation 464,101 534,563 547,629 560,562 574,049 5.5% Operating Expense Clothing & Uniform Expense 2,850 2,907 2,965 3,024 3,085 2.0% Special Supplies 1,500 1,530 1,561 1,592 1,624 2.0% Total Operating Expense 4,350 4,437 4,526 4,616 4,709 2.0% Total Expense Ex Transfer Out 468,451 539,000 552,154 565,178 578,757 5.4% 64 Police Patrol City of Opa-locka Five -Year Plan POLICE - PATROL Mission — The primary and ongoing police presence in the community to suppress criminal and other unlawful activity, to conduct effective community policing and to timely, effectively and professionally respond to all calls for service, both for assistance and in response to criminal events. Major Sergeant (Patrol) Corporal (Patrol) Officers (6) (Patrol) Sergeant (Patrol) Corporal (Patrol) Officers (6) (Patrol) 4 Lieutenant (Patrol) Sergeant (Patrol) Corporal (Patrol) Officers (6) (Patrol) Sergeant (Patrol) Corporal (Patrol) Officers (5) (Patrol) Goal —A safe, peaceful, law-abiding community with mutual respect and cooperation shown between the Police Department and the community 66 City of Opa-locka Five -Year Plan Police - Patrol FY 21 FY 22 FY 23 FY 24 FY 25 Account Title Proposed Budget Outlook Outlook Outlook Outlook Compound Growth % Salaries Salaries Regular 2,148,070 2,338,506 2,378,869 2,421,148 2,459,213 3.4% Salaries - Overtime 85,000 86,700 88,434 90,203 92,007 2.0% Longevity 30,500 39,000 46,500 49,000 52,500 14.5% Total Salaries 2,263,570 2,464,206 2,513,803 2,560,351 2,603,719 3.6% Benefits FICA 173,164 188,512 192,306 195,867 199,185 3.6% Retirement 553,443 602,498 614,625 626,006 636,609 3.6% Life And Health Insurance 276,717 315,239 334,153 354,202 375,454 7.9% Total Benefits 1,003,323 1,106,249 1,141,084 1,176,075 1,211,248 4.8% Total Compensation 3,266,893 3,570,455 3,654,886 3,736,426 3,814,968 4.0% Operating Expense Operating Expense 17,100 17,442 17,791 18,147 18,510 2.0% Clothing & Uniform Expense 19,040 19,421 19,809 20,205 20,610 2.0% Educational Costs 6,500 6,500 6,500 6,500 6,500 0.0% Auto Lease/Purchase 110,500 156,000 156,000 156,000 156,000 9.0% Total Operating Expense 153,140 199,363 200,100 200,852 201,619 7.1% Capital Public Safety Equipment - - - - - 0.0% Total Capital - - - - - 0.0% Total Expense 3,420,033 3,769,818 3,854,987 3,937,278 4,016,587 4.1% 67 Parks & Recreation City of Opa-locka Five -Year Plan PARKS & RECREATION Mission — Enhancing the quality of life for the residents and visitors by providing outstanding sports, recreation and cultural arts facilities, program and parks that protect the environment, contribute to the economic and social vitality of the community and foster healthy lifestyles, creativity and cultural diversity. City Manager Parks &Rec Director Assistant Parks & Ree Director Parks & Rec Leader (4) Superintendent of Parks Secretary Senior Coordinator Goal — A major upgrade in recreation programs to provide a wide range of innovative, creative and interesting programs that address the many current diverse interests of the community and provides opportunities for residents to develop new interests in activities to which they had previously not been exposed. Also a major investment in parks facilities to create a first rate parks system that attracts the community to its use by providing healthy, relaxing and enjoyable opportunities to be outdoors for all. 69 City of Opa-locka Five -Year Plan Parks & Recreation FY 21 FY 22 FY 23 FY 24 FY 25 Account Title Proposed Budget Outlook Outlook Outlook Outlook Compound Growth Rate Salaries Salaries - Executive 70,574 71,985 73,425 74,894 76,392 2.0% Salaries - Regular 285,874 291,591 328,749 335,324 342,030 4.6% Salaries - Part Time 8,422 8,590 8,762 8,937 9,116 2.0% Salaries - Overtime 1,000 1,020 1,040 1,061 1,082 2.0% Total Salaries 365,870 373,187 411,977 420,216 428,620 4.0% Benefits FICA 27,992 28,549 31,516 32,147 32,789 4.0% Retirement 36,587 37,319 41,198 42,022 42,862 4.0% Life And Health Insurance 54,941 58,237 68,379 72,482 76,830 8.7% Total Benefits 119,520 124,105 141,093 146,650 152,482 6.3% Total Compensation 485,390 497,292 553,069 566,866 581,102 4.6% Operating Expense Other Contracted Services 150,000 - - - - -100.0% Special Events 21,000 21,420 21,848 22,285 22,731 2.0% Rentals & Leases 2,344 2,391 2,439 2,488 2,537 2.0% Grounds Maintenance - 80,000 81,600 83,232 84,897 NA Pool Maintenance 13,500 13,770 14,045 14,326 14,613 2.0% Recreation Progrms 5,000 5,100 5,202 5,306 5,412 2.0% Recreational Activities 12,400 12,648 12,901 13,159 13,422 2.0% Office Supplies 7,000 2,040 2,081 2,122 2,165 -25.4% Uniforms 700 714 728 743 758 2.0% Elderly Services 14,508 14,798 15,094 15,396 15,704 2.0% Summer Camp Program 10,000 10,200 10,404 10,612 10,824 2.0% Sports Officials Fees 2,000 7,022 7,162 7,306 7,452 38.9% Total Operating Expense 238,452 170,103 173,505 176,975 180,515 -6.7% Capital Machinery & Equipment - - - - - 0.0% Total Capital - - - - - 0.0% Total Expense 723,842 667,395 726,575 743,841 761,617 1.3% 70 Code Enforcement City of Opa-locka Five -Year Plan CODE ENFORCEMENT Mission — Monitor the City to ensure adherence to the City's Code of Ordinances to maintain and enhance the City's health, safety, aesthetics and quality of life the education, counseling, and as necessary, enforcement through citations and fines to obtain compliance with the City' Code, demonstrating professionalism, courtesy, respect and integrity. The primary objective of the Code Enforcement Department is to patrol the City on a daily basis to monitor for Code compliance. Where violations are noted, ample time is provided to bring the property into compliance. The Department's goal is to encourage voluntary compliance. However, when not corrected timely or where violations are deemed to be threats to health and safety, egregious or unnecessarily repetitive, immediate fines are assessed. The Department also outreaches to the community to educate them on the importance of adhering to the City's Code. r Business & Licenses Director Code Enforecement Supervisor Code Enforcment Officers (3) Code Enforcement Customer Service Rep Administrative Assistant 71 Goal — A city where all housing complies with City Code, illegal dumping and parking are eliminated and all businesses obtain Business Tax Receipts licenses. 72 City of Opa-locka Five -Year Plan Code Enforcement FY 21 FY 22 FY 23 FY 24 FY 25 Account Title Proposed Budget Outlook Outlook Outlook Outlook Compound Growth % Salaries - - - - - 0.0% Salaries - Executive Salaries - Regular 248,117 253,079 258,141 263,304 268,570 2.0% Salaries - Overtime 929 948 967 986 1,006 2.0% Total Salaries 249,046 254,027 259,107 264,290 269,575 2.0% Benefits FICA 19,052 19,433 19,822 20,218 20,623 2.0% Retirement 24,905 25,403 25,911 26,429 26,958 2.0% Life And Health Insurance 36,378 38,560 40,874 43,327 45,926 6.0% Total Benefits 80,334 83,396 86,607 89,974 93,506 3.9% Total Compensation 329,380 337,423 345,714 354,263 363,082 2.5% Operating Expense Other Professional Services 6,000 6,120 6,242 6,367 6,495 2.0% Postage - 10,000 10,200 10,404 10,612 NA Office Supplies 2,000 2,040 2,081 2,122 2,165 2.0% Clothing & Uniform Expense 3,200 612 624 637 649 -32.9% Total Operating Expense 11,200 18,772 19,147 19,530 19,921 15.5% Capital Computer Equipment 17,000 - - - - -100.0% Total Capital 17,000 - - - - -100.0% Total Expense 357,580 356,195 364,861 373,794 383,003 1.7% 73 Public Works Administration City of Opa-locka Five -Year Plan PUBLIC WORKS - ADMINISTRATION Mission — Coordinate the activities of four Public Works divisions and six Public Utilities divisions to ensure continuing cost-effective and customer -focused services in addressing City priorities in a quality and responsive manner. Serve as the primary point of contact in working with Broward County water and sewer services to ensure coordination and agreement in the manner in which the County provides and charges for water and sewer service for the City and bills the majority of the City's utility customers. Ensures the City's capital improvement program (CIP) is focused on City priorities and that projects which are undertaken maximize the value received for the City resources expended through the exercise of excellent project management skills to complete all projects on schedule and within budget. Responsible for identifying loan and grant opportunities to leverage City investment in capital projects. City Manager T Public Works Director City Engineer (0.2) CIP Project Manager (0.5) CIP Project Coordinator (0.5) Assistant Public Works Director (0.5) Admin Assistant (1.3) Public Works Superintendent Water -Sewer Finance Manager Assistant Public Works Director (0.5) Building Maintenance Supervisor (0.5) Roads & Streets Supervisor (0.5) Vehicle Maintence Supervisor Sanitation Supervisor Goal — A City served by excellent, cost-effective, customer service -oriented Public Works and Public Utilities services and supported by a City infrastructure system that adequately meets the community's utility and transportation needs. Additional goals indicated in the Public Works, Public Utilities and CIP division sections. 75 Public Works - Admin City of Opa-locka Five -Year Plan FY 21 FY 22 FY 23 FY 24 FY 25 Account Title Proposed Budget Outlook Outlook Outlook Outlook Compound Growth % Salaries Salaries - Executive 68,964 70,343 71,750 73,185 74,649 2.0% Salaries - Regular 179,291 234,072 238,753 243,528 248,399 8.5% Salaries - Overtime - - - - - - Total Salaries 248,255 304,415 310,503 316,713 323,048 6.8% Benefits FICA 18,992 23,288 23,753 24,229 24,713 6.8% Retirement 24,826 30,441 31,050 31,671 32,305 6.8% Life And Health Insurance 26,172 32,565 34,519 36,590 38,786 10.3% Total Benefits 69,990 86,294 89,323 92,490 95,804 8.2% Total Compensation 318,245 390,709 399,826 409,203 418,851 7.1% Operating Expense Other Professional Services 600 612 624 637 649 2.0% Other Contracted Services 624 636 649 662 675 2.0% Rentals & Leases 4,999 5,099 5,201 5,305 5,411 2.0% Office Supplies 2,000 2,040 2,081 2,122 2,165 2.0% Total Operating Expense 8,223 8,387 8,555 8,726 8,901 2.0% Capital Computers 6,600 - - - - -100.0% Total Capital 6,600 - - - - -100.0% Total Expense 333,067 399,096 408,381 417,929 427,752 6.5% 76 Building Maintenance City of Opa-locka Five -Year Plan PUBLIC WORKS — BUILDING MAINTENANCE Mission — Maintain, repair, renovate, preserve and clean all City facilities. Public Works Superintendent I - Field Supervisor (0.5) 1 Electrician Maintenance Worker (2) Goal — All City buildings should provide safe and comfortable working conditions and be maintained in a cost-effective manner to ensure their long-term soundness and availability. 78 City of Opa-locka Five -Year Plan Public Works - Building Maintenance FY 21 FY 22 FY 23 FY 24 FY 25 Account Title Proposed Budget Outlook Outlook Outlook, Outlook Compound Growth % Salaries Salaries -Regular 141,733 175,279 178,784 182,360 186,007 7.0% Salaries - Overtime 6,000 6,120 6,242 6,367 6,495 2.0% Total Salaries 147,733 181,399 185,027 188,727 192,502 6.8% Benefits FICA 11,301 13,877 14,155 14,438 14,726 6.8% Retirement 14,773 18,140 18,503 18,873 19,250 6.8% Life And Health Insurance 26,644 33,065 35,049 37,152 39,381 10.3% Total Benefits 52,718 65,082 67,706 70,462 73,357 8.6% Total Compensation 200,451 246,481 252,733 259,189 265,859 7.3% Operating Expense Uniform Rental/Laundry 1,560 1,591 1,623 1,655 1,689 2.0% Building Repair & Maintenance 76,522 78,052 79,613 81,206 82,830 2.0% Maintenance Supplies 25,000 25,500 26,010 26,530 27,061 2.0% Total Operating Expense 103,082 105,144 107,247 109,391 111,579 2.0% Capital Machinery & Equipment 3,000 - - - - -100.0% Total Capital 3,000 - - - - -100.0% Total Expense 306,533 351,624 359,979 368,581 377,439 5.3% 79 Roads & Streets City of Opa-locka Five -Year Plan PUBLIC WORKS — ROADS & STREETS Mission — Maintenance, repair and construction activities, including resurfacing and pothole mitigation, for all City streets, alleys and rights -of way and medians. Public Works Superintendent r Field Supervisor (0.5) Heavy Equipment Operator (1.5) Maintenance Worker (3.5) Goal — Safe, well -maintained City roadway system. Streets rated at least a "5" on average and no street rated worse than a "8"in a 1 to 10 rating system with 1 = excellent. (Long-term goal once City invests in GIS to track and rate complete inventory of City roadways) 81 City of Opa-locka Five -Year Plan Public Works - Roads & Streets FY 21 FY 22 FY 23 FY 24 FY 25 Account Title Proposed Budget Outlook Outlook Outlook Outlook Compound Growth % Salaries Salaries -Regular 185,853 281,704 287,338 293,084 298,946 12.6% Salaries - Overtime 2,000 2,040 2,081 2,122 2,165 2.0% Total Salaries 187,853 283,744 289,418 295,207 301,111 12.5% Benefits FICA 14,371 21,706 22,141 22,583 23,035 12.5% Retirement 18,785 28,374 28,942 29,521 30,111 12.5% Life And Health Insurance 31,270 49,763 52,748 55,913 59,268 17.3% Total Benefits 64,426 99,843 103,831 108,017 112,414 14.9% Total Compensation 252,279 383,587 393,249 403,224 413,525 13.2% Operating Expense Other Contracted Services 196,000 199,920 203,918 207,997 212,157 2.0% Uniform Rental/Laundry 2,496 2,546 2,597 2,649 2,702 2.0% Electicity, Gas & Water 131,000 132,310 133,633 134,969 136,319 1.0% Rentals & Leases 1,000 1,020 1,040 1,061 1,082 2.0% Repairs - Machinery & Equipment 8,000 8,160 8,323 8,490 8,659 2.0% Clothing & Uniform Expense 500 510 520 531 541 2.0% Road Materials & Supplies 40,000 40,800 41,616 42,448 43,297 2.0% Small Tools & Supplies 10,000 10,200 10,404 10,612 10,824 2.0% Total Operating Expense 388,996 395,466 402,052 408,757 415,582 1.7% Capital Machinery & Equipment 58,000 58,000 - - - -100.0% Total Capital 58,000 58,000 - - - -100.0% Total Expense 699,275 837,053 795,301 811,981 829,108 4.3% 82 Illegal Dumping Removal City of Opa-locka Five -Year Plan PUBLIC WORKS — ILLEGAL DUMPING REMOVAL Mission — Eliminate illegal dumping within the City and remove all illegally dumped roadside rubbish to the extent not eliminated. Public Works Director I - Public Works Superintendent (0.25) Heavy Equipment Operator (0.5) I Maintenance Worker (0.5) L Goal —The elimination of all illegal dumping within the City and the focus to regularly and expeditiously remove illegal dumping until the illegal activity is eliminated. 84 r City of Opa-locka Five -Year Plan Public Works - Illegal Dumping Removal FY 21 FY 22 FY 23 FY 24 FY 25 Account Title Outlook Outlook Outlook Outlook Outlook Compound Growth % Salaries 36,018 36,738 37,473 38,223 38,987 2.0% Salaries -Regular Total Salaries 36,018 36,738 37,473 38,223 38,987 2.0% Benefits 2,755 3,602 5,974 2,810 3,674 6,333 2,867 3,747 6,713 2,924 3,822 7,115 2,983 3,899 7,542 2.0% 2.0% 6.0% FICA Retirement Life And Health Insurance Total Benefits 12,331 12,817 13,327 13,862 14,423 4.0% Total Compensation 48,349 49,555 50,800 52,084 53,410 2.5% Operating Expense 89,537 76,106 64,690 54,987 46,739 -15.0% Tipping Fees/Disposal Of III Dumping Total Operating Expense 89,537 76,106 64,690 54,987 46,739 -15.0% Total Expense 137,886 125,662 115,490 107,071 100,149 -7.7% 85 Vehicle Maintenance City of Opa-locka Five -Year Plan PUBLIC WORKS — VEHICLE MAINTENANCE Mission —Cost-effective maintenance service for all City vehicles and heavy equipment, assemble / modify equipment or tools and assist in repair of other ancillary equipment. Administrative Assistant (0.7) Public Works Superintendent Auto Mechanic (2) Mechanic Helper j J Goal Reduce need for unscheduled costly and often preventable repairs by performing scheduled preventative maintenance through implementation of tracking and scheduling procedures identifying optimum scheduling of preventative maintenance to identify issues before they become costly failures. 87 City of Opa-locka Five -Year Plan Public Works - Vehicle Maintenance FY 21 FY 22 FY 23 FY 24 FY 25 Account Title Proposed Budget Outlook Outlook Outlook Outlook Compound Growth Salaries Salaries -Regular 155,445 158,554 161,725 164,959 168,259 2.0% Total Salaries 155,445 158,554 161,725 164,959 168,259 2.0% Benefits FICA 11,892 12,129 12,372 12,619 12,872 2.0% Retirement 15,545 15,855 16,172 16,496 16,826 2.0% Life And Health Insurance 20,782 22,028 23,350 24,751 26,236 6.0% Total Benefits 48,218 50,013 51,895 53,866 55,934 3.8% Total Compensation 203,663 208,567 213,620 218,826 224,192 2.4% Operating Expense Other Contracted Services 110,000 71,400 72,828 74,285 75,770 -8.9% Uniform Rental/Laundry 936 955 974 993 1,013 2.0% Rentals & Leases 500 510 520 531 541 2.0% Gas, Oil, Grease 255,000 260,100 265,302 270,608 276,020 2.0% Parts & Repairs 75,000 76,500 78,030 79,591 81,182 2.0% Tires & Wheels 30,000 30,600 31,212 31,836 32,473 2.0% Small Tools & Supplies 5,000 5,100 5,202 5,306 5,412 2.0% Total Operating Expense 476,436 445,165 454,068 463,149 472,412 -0.2% Capital Machinery & Equipment - - - - - 0.0% Total Capital - - - - - 0.0% Total Expense 680,099 653,732 667,688 681,975 696,605 0.6% 88 Community Redevelopment Agency (CRA) City of Opa-locka Five -Year Plan COMMUNITY REDEVELOPMENT AGENCY Mission — Within the area designated by the City Commission as the Community Redevelopment Area, preserve and enhance the tax base, to alleviate conditions of slum and blight, to facilitate affordable housing and to stimulate public sector participation within the redevelopment area. r L CRA Board 1 I Executive Director (City Manager) CRA Manager (CD Director) (0.1) Secretary II (0.1) Planner (0.1) CRA Staff (Zoning Officer) (0.1) J Goal — A revitalized Community Redevelopment Area composed of attractive and peaceful residential neighborhoods, a thriving commercial district and a downtown area that attracts residents and others for entertainment and leisure. Plan Overview / Assumptions • Will move to full-time staffing with the addition of one full-time employee in FY 22 and a second full- time employee in FY 23 • Annually will complete a series of projects in accordance with the CRA plan, resulting in no increase in the CRA fund balance. • Starting in FY 22, annually provides $200,000 to improve park facilities. 90 City of Opa-locka Five -Year Plan Community Redevelopment Agency (CRA - Summary FY 21 FY 22 FY 23 FY 24 FY 25 Account Title Proposed Budget Outlook Outlook Outlook Outlook Compound Growth % Revenue 712,555 334,355 708,920 333,565 848,450 404,117 996,560 480,349 1,153,804 562,715 12.8% 13.9% CRA Fund Ad Valorem Tax - City CRA Fund Ad Valorem Tax - County Total Revenue 1,046,910 1,042,485 1,252,567 1,476,909 1,716,519 13.2% Expense 22,474 7,298 74,119 26,239 138,643 48,425 141,416 50,352 144,244 52,374 59.2% 63.7% Salary Benefits Total Compensation 29,772 100,358 187,068 191,768 196,619 60.3% Operating Expense Other Uses (Trust Account) Capital 729,165 270,593 - 727,577 - - 851,041 - - 1,070,222 - - 1,304,430 - - 15.7% -100.0% 0.0% Total Expense Ex Transfer Out 1,029,529 827,935 1,038,109 1,261,989 1,501,049 9.9% Transfer Out 17,381 214,550 214,458 214,920 215,470 87.6% Total Expense 1,046,910 1,042,485 1,252,567 1,476,909 1,716,519 13.2% (Use Of)/Add To Fund Balance - - - - - Fund Balance - Unassigned Beginning 760,220 1,030,813 1,030,813 1,030,813 1,030,813 7.9% (Use Of)/Add To Fund Balance Trust Account Addition - 270,593 - - - - - - - - Ending 1,030,813 1,030,813 1,030,813 1,030,813 1,030,813 0.0% 91 City of Opa-locka Five -Year Plan Community Redevelopment Agency (CRA) - Expense FY 21 FY 22 FY 23 FY 24 FY 25 Account Title Proposed Budget Outlook Outlook Outlook Outlook Compound Growth% Salaries Salaries - Executive 8,583 8,755 44,648 45,541 46,452 52.5% Salaries - Regular 13,891 65,365 93,995 95,875 97,792 62.9% Total Salaries 22,474 74,119 138,643 141,416 144,244 59.2% Benefits FICA 1,719 5,670 10,606 10,818 11,035 59.2% Retirement 2,247 7,412 13,864 14,142 14,424 59.2% Life And Health Insurance 3,331 13,156 23,954 25,392 26,915 68.6% Total Benefits 7,298 26,239 48,425 50,352 52,374 63.7% Total Compensation 29,772 100,358 187,068 191,768 196,619 60.3% Operating Expense Other Professional Services 219,000 24,000 24,000 24,000 24,000 -42.5% Accounting & Auditing 5,000 2,500 2,550 2,601 2,653 -14.7% State & County Admin 5,165 5,153 6,212 7,355 8,591 13.6% Projects 500,000 695,924 818,279 1,036,265 1,269,187 26.2% Trust Account 270,593 - - - - -100.0% Total Operating Expense 999,758 727,577 851,041 1,070,222 1,304,430 6.9% Total Expense Ex Transfer Out 1,029,529 827,935 1,038,109 1,261,989 1,501,049 9.9% Transfer Out Reimbursement -Gen Fund 5,782 5,283 5,308 5,409 5,563 -1.0% Information Tech Charge 1,790 2,300 1,889 1,925 1,977 2.5% Insurance Charge - Risk 5,659 5,899 6,171 6,460 6,763 4.6% Occupany - TCO 4,150 1,068 1,090 1,126 1,167 -27.2% Transfer To Safe Neighborhood - 200,000 200,000 200,000 200,000 Total Transfer Out 17,381 214,550 214,458 214,920 215,470 87.6% Total Expense 1,046,910 1,042,485 1,252,567 1,476,909 1,716,519 13.2% 92 Debt Service Fund City of Opa-locka Five -Year Plan DEBT SERVICE Mission - The mission of this fund is to record the annual debt service payments related to the 2011 A&B Capital Improvement Revenue Bonds and the 2015 Capital Improvement Note related to the purchase the Municipal Complex at 780 Fisherman Street. This fund also reflects the revenue sources pledged against this debt. State Revenue Sharing Revenue and Local Government %2 Cent Sales Tax Revenue have been pledged against the 2011 bond and FPL Utility Tax and the State Telecommunications Tax have been pledged against the 2015 note. The surplus of the pledged revenue over the debt service normally goes to the General Fund to be used to pay for General Fund expenditures. Goal — NA — This is an administrative fund with no operational responsibilities. Plan Overview / Assumptions • Pledged revenue returns to pre -pandemic levels in FY 22 • Pledged revenue greater than debt service payments is returned to the City on a regular basis. 94 Debt Service - Summary City of Opa-locka Five -Year Plan FY 21 FY 22 FY 23 FY 24 FY 25 Account Title Proposed Budget Outlook Outlook Outlook Outlook Compound Growth % Revenue 580,383 1,210,253 785,089 1,517,296 800,791 1,547,642 816,807 1,578,595 833,143 1,610,167 9.5% 7.4% FY 11 Bond -Related Revenue State Revenue Sharing Local Gov 1/2 Sales Tax Total FY 11 Bond -Related Revenue 1,790,636 2,302,385 2,348,433 2,395,401 2,443,309 8.1% FY 15 Note -Related Revenue 796,221 425,000 1,300,000 388,264 1,326,000 376,616 1,352,520 365,318 1,379,570 354,358 14.7% -4.4% Utility Tax - FPL Telecom Tax Total FY 15 Note -Related Revenue 1,221,221 1,688,264 1,702,616 1,717,838 1,733,928 9.2% Total Revenue 3,011,857 3,990,649 4,051,049 4,113,239 4,177,238 8.5% Expense 564,000 122,684 583,000 103,087 603,000 82,817 624,000 61,832 645,000 38,608 3.4% -25.1% Debt Service FY 11 Bond Bond Principal Bond Interest Debt Service 686,684 686,087 685,817 685,832 683,608 -0.1% FY 15 Note 260,452 262,761 343,775 179,437 358,101 165,111 373,620 149,592 389,812 133,400 10.6% -15.6% 2015 Bond Principal 2015 Bond Interest Debt Service 523,213 523,212 523,212 523,212 523,212 0.0% Total Debt Service 1,209,897 1,209,299 1,209,029 1,209,044 1,206,820 -0.1% Transfer Out 1,801,960 2,781,350 2,842,020 2,904,195 2,970,418 13.3% Transfer Out - Surplus To Gen Fund Total Transfer Out 1,801,960 2,781,350 2,842,020 2,904,195 2,970,418 13.3% Total Expense 3,011,857 3,990,649 4,051,049 4,113,239 4,177,238 8.5% (Use Of)/Add To Fund Balance - - - - - Fund Balance - Restricted Beginning 6,507,032 6,507,032 6,507,032 6,507,032 6,507,032 0.0% (Use Of)/Add To Fund Balance - - - - - Ending 6,507,032 6,507,032 6,507,032 6,507,032 6,507,032 0.0% 95 Safe Neighborhood Fund SAFE NEIGHBORHOOD FUND City of Opa-locka Five -Year Plan Mission — To use gas tax revenue and other sources of funds such as grants, loans and General Fund revenue to maintain and improve roadways (all gas tax revenue to be used only for roadways) and other governmental Capital Improvements Program (CIP) projects as appropriate Goal — Identify priority roadway projects and other City properties requiring renovation and execute cost-effective restoration projects to make best use of available funding. Plan Overview / Assumptions • Gas tax receipts will return to pre -pandemic levels in FY 22 • The City will be successful in obtaining Florida Recreational Development Assistance Program (FRDAP) grants in last four years of the plan. • The Community Redevelopment Agency (CRA) will provide $200,000 for park improvements in the last four years of the plan • The County General Obligation Bond (GOB) Fund will provide a grant sufficient for the renovation of the Historic City Hall complex • $1.6 million will be invested in upgrading the park system after guidance is provided by development of a parks masterplan in FY 21. • Resurfacing in this fund, when added to resurfacing that is funded in the People's Transportation Plan, is sufficient to establish a roadway resurfacing ten-year plan that will permit resurfacing all of the City's 46 miles of roadways every ten years on a rotational basis. 97 City of Opa-locka Five -Year Plan Safe Neighborhood Fund - Summar FY 21 FY 22 FY 23 FY 24 FY 25 Account Title Proposed Budget Outlook Outlook Outlook Outlook Compound Growth % Revenue 139,136 47,698 232,000 90,000 236,640 91,800 241,373 93,636 246,200 95,509 15.3% 19.0% Gas Tax - First Local Option (1-6) Gas Tax - County Ninth Cent (1-5) Total Revenue - Ex Grants 186,834 322,000 328,440 335,009 341,709 16.3% Grants - - 1,500,000 200,000 - 200,000 - 200,000 - 200,000 NA NA GOB Grant - Historic City Hall FRDAP Total Grants - 1,700,000 200,000 200,000 200,000 NA Total Revenue 186,834 2,022,000 528,440 535,009 541,709 30.5% Transfer -In - - 250,000 200,000 250,000 200,000 250,000 200,000 250,000 200,000 NA NA From General Fund From CRA Fund Total Transfer -In - 450,000 450,000 450,000 450,000 NA Total Funding 186,834 2,472,000 978,440 985,009 991,709 51.8% Expense 186,834 - - 572,000 1,500,000 400,000 578,440 - 400,000 585,009 - 400,000 591,709 - 400,000 33.4% NA NA Capital Resurfacing Improvements Historic City Hall Park Projects Total Capital 186,834 2,472,000 978,440 985,009 991,709 51.8% Total Expense 186,834 2,472,000 978,440 985,009 991,709 51.8% (Use of)/Add To Fund Balance - - - - - Fund Balance - Unassigned Beginning (246,697) (246,697) (246,697) (246,697) (246,697) 0.0% (Use Of)/Add To Fund Balance - - - - - Ending (246,697) (246,697) (246,697) (246,697) (246,697) 0.0% 98 People's Transportation Plan City of Opa-locka Five -Year Plan PEOPLE'S TRANSPORTATION PLAN Mission - To use funds provided by the County CITT program to operate a community bus service and to maintain and improve the City's roadway system. Goal - Operate a community bus service maximizing the availability of public transportation to the community. Identify priority roadway projects requiring renovation and execute cost-effective roadway restoration projects to make best use of available CITT funding. Plan Overview / Assumptions • Revenue received from the County's half cent sales tax reverts back to pre -pandemic levels in FY 22 • The fund has $1.2 million of fund balance available as of the start of FY 21 to be used on roadway and sidewalk improvements • Resurfacing in this fund, when added to resurfacing that is funded in the Safe Neighborhood Fund, is sufficient to establish a roadway resurfacing ten-year plan that will permit resurfacing all of the City's 46 miles of roadways every ten years on a rotational basis • No additional community bus routes added during the plan period • Although the City is in discussion with bus bench advertiser that would provide a minimum of an additional $11,000 per year, this hasn't been included in the plan. 100 City of Opa-locka Five -Year Plan People's Transportation Plan - Summary FY 21 FY 22 FY 23 FY 24 FY 25 Account Title Proposed Budget Outlook Outlook Outlook Outlook Compound Growth % Revenue 200,000 500,000 204,000 510,000 208,080 520,200 212,242 530,604 216,486 541,216 2.0% 2.0% PTT - County Tran System - Bus PTT - County Tran System - Roads Total Revenue 700,000 714,000 728,280 742,846 757,703 2.0% Expense 210,000 214,200 218,484 222,854 227,311 2.0% Operating Expense Bus Circulator Expense Total Operating Expense 210,000 214,200 218,484 222,854 227,311 2.0% Capital 800,000 113,166 260,000 - 634,600 265,200 - 239,292 270,504 - 244,078 275,914 - 248,959 281,432 -100.0% 21.8% 2.0% Cairo Lane Resurfacing Sidewalks Total Capital 1,173,166 899,800 509,796 519,992 530,392 -18.0% Total Expense 1,383,166 1,114,000 728,280 742,846 757,703 -14.0% (Use Of)/Add To Fund Balance (683,166) (400,000) - - - Fund Balance - Unassigned Beginning 1,195,236 512,070 112,070 112,070 112,070 -44.7% (Use Of)/Add To Fund Balance (683,166) (400,000) - - - Ending 512,070 112,070 112,070 112,070 112,070 -31.6% 101 Special Law Enforcement City of Opa-locka Five -Year Plan SPECIAL LAW ENFORCMENT FUND Mission -- Police Department can receive funds from participation in joint -agency investigations where assets associated with criminal activities are seized and subsequently liquidated with a share of the proceeds going to the Police Department. The uses to which these funds can be applied is greatly restricted, resulting in an accumulation of cash over time. Goal — Identification of acceptable usages for which these funds can be fully utilized 103 City of Opa-locka Five -Year Plan Special Law Enforcement Fund - Summar FY 21 FY 22 FY 23 FY 24 FY 25 Account Title Proposed Budget Outlook Outlook Outlook Outlook Compound Growth % Revenue - - - - - - - - - - 0.0% 0.0% Law Enforcement Training Court Forfeiture Total Revenue - - - - - 0.0% Total Funding - - - - - 0.0% Expense - - - - - - - - - 0.0% 0.0% Operating Expense General Expenses Educational Costs Total Operating Expense - - - - - 0.0% Total Expense - - - - - 0.0% (Use Of)/Add To Fund Balance - - - - - Fund Balance - Unassigned Beginning 670,730 670,730 670,730 670,730 670,730 0.0% (Use Of)/Add To Fund Balance - - - - - Ending 670,730 670,730 670,730 670,730 670,730 0.0% 104 Town Center City of Opa-locka Five -Year Plan TOWN CENTER Mission — Provide clean, safe, attractive work spaces for City staff and visitors to the building. Work with tenants to ensure their issues are handled in a timely and equitable manner. This is a sub -unit of the General Fund and is rolled up into the General Fund for external reporting. It doesn't have a separate Unassigned Fund Balance. r I - City Manager Executive Secretary Carpenter Helper i J Goal — A safe, attractive, cost-effective building providing excellent working conditions for staff and a welcoming environment for tenants and visitors while generating sufficient rental income to cover all costs. Plan Overview / Assumptions • 100% occupancy enabled by a property manager • Building subdivided into condominium units to limit property tax to those units occupied by "for profit" tenants and paid by the tenant • No extraordinary expenditures required during plan period 106 City of Opa-locka Five -Year Plan Town Center - Summary FY 21 FY 22 FY 23 FY 24 FY 25 Account Title Proposed Budget Outlook Outlook Outlook Outlook Compound Growth % Revenue 42,456 45,756 132,956 - - 43,305 46,671 135,615 150,000 37,559 44,171 47,605 138,327 153,000 38,310 45,055 48,557 141,094 156,060 39,077 45,956 49,528 143,916 159,181 39,858 2.0% 2.0% 2.0% NA NA Rent -SF Workforce Rent - Art Academy Of Excellence Rent - S FL School Of Excellence Rent - Community Dev Corp Other 1 Total Revenue 221,168 413,150 421,414 429,842 438,439 18.7% Transfer -In 431,567 111,047 113,329 117,142 121,334 -27.2% Transfer In From General Fund Total Transfer -In 431,567 111,047 113,329 117,142 121,334 -27.2% Total Funding 652,735 524,197 534,743 546,984 559,772 -3.8% Expense 30,109 11,264 30,711 11,727 31,325 12,213 31,952 12,725 32,591 13,263 2.0% 4.2% Salary Benefits Total Compensation 41,373 42,438 43,539 44,677 45,854 2.6% Operating Expense Capital 508,000 - 374,960 - 381,500 - 388,164 - 394,953 - -6.1% 0.0% Total Expense Ex Transfer Out 549,373 417,398 425,039 432,841 440,807 -5.4% Transfer Out 103,362 106,800 109,704 114,143 118,966 3.6% Total Expense 652,735 524,197 534,743 546,984 559,772 -3.8% Over / (Under) - - - - - 107 City of Opa-locka Five -Year Plan Town Center - Expense FY 21 FY 22 FY 23 FY 24 FY 25 Account Title Proposed Budget Outlook Outlook Outlook Outlook Compound Growth % Salaries Salaries - Regular 30,109 30,711 31,325 31,952 32,591 2.0% Total Salaries 30,109 30,711 31,325 31,952 32,591 2.0% Benefits FICA 2,304 2,349 2,396 2,444 2,493 2.0% Retirement 3,011 3,071 3,133 3,195 3,259 2.0% Life And Health Insurance 5,949 6,306 6,684 7,085 7,511 6.0% Total Benefits 11,264 11,727 12,213 12,725 13,263 4.2% Total Compensation 41,373 42,438 43,539 44,677 45,854 2.6% Operating Expense Other Professional Services - 20,000 20,400 20,808 21,224 NA Other Contracted Services 208,000 212,160 216,403 220,731 225,146 2.0% Electric, Gas, Water 85,000 86,700 87,475 88,258 89,049 1.2% Repair & Maintenance - Building 55,000 56,100 57,222 58,366 59,534 2.0% Real Estate Tax 160,000 - - - - -100.0% Total Operating Expense 508,000 374,960 381,500 388,164 394,953 -6.1% Total Expense Ex Transfer Out 549,373 417,398 425,039 432,841 440,807 -5.4% Transfer Out Information Tech Charge 4,475 5,751 4,722 4,812 4,944 2.5% Insurance Charge - Risk 80,387 83,797 87,667 91,766 96,070 4.6% Reimbursement - Administrative 18,500 17,252 17,315 17,566 17,952 -0.7% Total Transfer Out 103,362 106,800 109,704 114,143 118,966 3.6% Total Expense 652,735 524,197 534,743 546,984 559,772 -3.8% 108 Water Sewer Summary City of Opa-locka Five -Year Plan WATER -SEWER FUND Mission — Delivery of potable water and water fire suppression and collection anti transmission of wastewater. Goal — Providing reliable excellent customer service in delivering cost-effective safe potable water with high pressure for fire suppression and cost-effective collection and transmission of wastewater through a reliable and cost-effective infrastructure. Focus on the reduction of water loss and sewer inflow and infiltration. Ensure the infrastructure valve system and fire hydrants are properly maintained to provide reliable service at all times. Plan Overview / Assumptions — • Price remains unchanged • Usage increase of 1% annually through new customers with increased usage resulting from development within the City • Water loss reduced 1% annually • Sewer inflow and infiltration MI) reduced 2% annually • County charges for providing potable water and processing wastewater increase 3% annually. • Water -Sewer Fund becomes creditworthy in FY 23, permitting borrowing of $12 million in the last three years of the plan to fund major investment in infrastructure • Current County water -sewer debt repayment schedule requires usage of funds that could be used for near term investment in infrastructure to reduce water loss and sewer I&I • All current debt service and future debt service occurring from future borrowing paid when due • Billing legal issues resolved for $0.8 million of legal and other expenses • Impact of resolution of delinquencies from old City accounts not included 110 City of Opa-locka Five -Year Plan Water Sewer Fund - Summary FY 21 FY 22 FY 23 FY 24 FY 25 Account Title Proposed Budget Outlook Outlook Outlook Outlook Compound Growth % Funding 11,201,096 479,934 2,800,966 11,294,013 - 1,935,686 11,405,888 - 3,000,000 11,518,881 - 4,000,000 11,633,004 - 5,000,000 1.0% -100.0% 15.6% Revenue - Ex Grants Grants Loans Total Funding 14,481,996 13,229,699 14,405,888 15,518,881 16,633,004 3.5% Expense 809,388 272,289 825,576 276,604 842,087 287,371 738,158 259,677 752,921 270,047 -1.8% -0.2% Salary Benefits Total Compensation 1,081,677 1,102,180 1,129,459 997,836 1,022,968 -1.4% Operating Expense Capital Debt Service Contingency 6,295,106 3,550,400 1,974,565 646,003 6,435,884 2,068,636 1,974,565 460,200 6,431,536 3,133,766 2,654,565 310,404 6,572,000 4,134,598 1,693,473 310,612 6,684,768 5,135,447 1,993,473 310,824 1.5% 9.7% 0.2% -16.7% Total Expense Ex Transfer Out 13,547,751 12,041,465 13,659,730 13,708,519 15,147,4.80 2.8% Transfer Out 934,245 940,860 940,629 967,495 998,840 1.7% Total Expense 14,481,996 12,982,325 14,600,359 14,676,014 16,146,320 2.8% (Use of)/Add To Working Capital - 247,374 (194,472) 842,866 486,684 Working Capital Beginning 474,777 474,777 722,151 527,679 1,370,545 30.3% (Use Of)/Add To Working Capital - 247,374 (194,472) 842,866 486,684 Ending 474,777 722,151 527,679 1,370,545 1,857,229 40.6% 111 City of Opa-locka Five -Year Plan Water & Sewer - Revenue FY 21 FY 22 FY 23 FY 24 FY 25 Account Title Proposed Budget Outlook Outlook Outlook Outlook Compound Growth % Revenue Water Revenue 5,140,608 5,192,014 5,243,934 5,296,374 5,349,337 1.0% Fire Line Charge 1,500 1,500 1,500 1,500 1,500 0.0% Returned Checks 1,000 1,000 1,000 1,000 1,000 0.0% Returned Check Charge 1,000 1,000 1,000 1,000 1,000 0.0% New Service Application 1,000 1,000 1,000 1,000 1,000 0.0% Water Sewer Verification 2,400 2,400 2,400 2,400 2,400 0.0% Water Service Installation 6,000 6,000 6,000 6,000 6,000 0.0% Non -Ad Valorem Fire 95,000 92,150 92,150 92,150 92,150 -0.8% Sewer Revenue 5,303,940 5,356,979 5,410,549 5,464,655 5,519,301 1.0% Other Miscellaneous Revenue 1,000 1,000 1,000 1,000 1,000 0.0% DERM Revenue Service Fee 632,148 638,469 644,854 651,303 657,816 1.0% Excise Tax 15,000 - - - - -100.0% Miami -Dade Lien Release 250 250 250 250 250 0.0% Opa-locka Lien ReLease 250 250 250 250 250 0.0% Total Revenue Ex Grants 11,201,096 11,294,013 11,405,888 11,518,881 11,633,004 1.0% Grants State Revolving Fund - Grants 479,934 - - - - -100.0% Total Grants 479,934 - - - - -100.0% Total Revenue 11,681,030 11,294,013 11,405,888 11,518,881 11,633,004 -0.1% Loans State Revolving Loan - Water 2,800,966 1,935,686 - - - -100.0% New Loans - - 3,000,000 4,000,000 5,000,000 Total Loans 2,800,966 1,935,686 3,000,000 4,000,000 5,000,000 15.6% Total Transfer In - - - - - 0.0% Total Funding 14,481,996 13,229,699 14,405,888 15,518,881 16,633,004 3.5% 112 City of Opa-locka Five -Year Plan Water -Sewer - Total Expense FY 21 FY 22 FY 23 FY 24 FY 25 Account Title Proposed Budget Outlook Outlook Outlook Outlook Compound Growth % Salaries 0.0% Executive 52,702 53,756 54,831 55,928 57,046 2.0% Regular 715,583 729,895 744,493 662,227 675,471 -1.4% Part -Time 22,253 22,698 23,152 - - -100.0% Overtime 18,850 19,227 19,612 20,004 20,404 2.0% Total Salaries 809,388 825,576 842,087 738,158 752,921 -1.8% Benefits FICA 61,927 63,157 64,420 56,469 57,598 -1.8% Retirement 80,939 82,558 84,209 73,816 75,292 -1.8% Life & Health 129,423 130,890 138,743 129,392 137,156 1.5% Total Benefits 272,289 276,604 287,371 259,677 270,047 -0.2% Total Compensation 1,081,677 1,102,180 1,129,459 997,836 1,022,968 -1.4% Operating Expense 6,295,106 6,435,884 6,431,536 6,572,000 6,684,768 1.5% Capital 3,550,400 2,068,636 3,133,766 4,134,598 5,135,447 9.7% Debt Service 1,974,565 1,974,565 2,654,565 1,693,473 1,993,473 0.2% Contingency 646,003 460,200 310,404 310,612 310,824 -16.7% Total Expense Ex Transfer Out 13,547,751 12,041,465 13,659,730 13,708,519 15,147,480 2.8% Transfer Out 934,245 940,860 940,629 967,495 998,840 1.7% Total Expense 14,481,996 12,982,325 14,600,359 14,676,014 16,146,320 2.8% Divsions Water Distribution 2,583,420 2,867,403 2,934,208 3,002,847 3,073,375 4.4% Wastewater Collection & Trans. 3,714,392 3,734,694 3,809,701 3,886,275 3,964,452 1.6% Water -Sewer Finance / Cust Service 4,377,785 4,036,617 4,438,712 3,359,045 3,670,230 -4.3% Service Line & Meter Maintenance 267,224 265,479 271,926 278,570 285,418 1.7% Water -Sewer CIP 3,539,175 2,078,132 3,145,813 4,149,278 5,152,845 9.8% Total Expense 14,481,996 12,982,325 14,600,359 14,676,014 16,146,320 2.8% 113 UOTSTATQ uoqnqLijs El City of Opa-locka Five -Year Plan WATER DISTRIBUTION Mission — Cost-effective delivery of safe drinking water and fire suppression water Public Works Director r Assistant Public Works Director (0.125) Public Utilities Superintendent (0.25) Supervisor (0.7) Heavy Equipment Operator Utility Mechanic (2) Goal — Water distribution infrastructure providing safe drinking with a water loss percentage less than 10% and delivering water at an appropriate pressure to a fully functional hydrant network to provide excellent fire protection capability throughout the service area. 115 City of Opa-locka Five -Year Plan Water -Sewer - Water Distribution FY 21 FY 22 FY 23 FY 24 FY 25 Account Title Proposed Budget Outlook Outlook Outlook Outlook Compound Growth % Salaries Salaries - Regular 146,154 149,077 152,059 155,100 158,202 2.0% Salaries - Overtime 1,000 1,020 1,040 1,061 1,082 2.0% Total Salaries 147,154 150,097 153,099 156,161 159,284 2.0% Benefits FICA 11,260 11,482 11,712 11,946 12,185 2.0% Retirement 14,715 15,010 15,310 15,616 15,928 2.0% Life And Health Insurance 24,525 25,996 27,556 29,209 30,962 6.0% Total Benefits 50,500 52,488 54,578 56,772 59,075 4.0% Total Compensation 197,654 202,585 207,677 212,933 218,360 2.5% Operating Expense DERM Service Fee - Pass -Through 632,148 638,469 644,854 651,303 657,816 1.0% Other Professional Services 28,000 228,560 233,131 237,794 242,550 71.6% Other Contracted Services 70,000 20,400 20,808 21,224 21,649 -25.4% Uniform Rental/Laundry 1,248 1,273 1,298 1,324 1,351 2.0% Purchase Of Water 1,532,870 1,664,483 1,714,418 1,765,850 1,818,826 4.4% Rentals & Leases 1,500 1,530 1,561 1,592 1,624 2.0% Repairs - Machinery & Equipment 15,000 15,300 15,606 15,918 16,236 2.0% Special Supplies 500 510 520 531 541 2.0% Small Tools & Supplies 2,100 2,142 2,185 2,229 2,273 2.0% Total Operating Expense 2,283,366 2,572,668 2,634,381 2,697,764 2,762,865 4.9% Capital Fire Hydrants 100,000 92,150 92,150 92,150 92,150 -2.0% Computer Equipment 2,400 - - - - -100.0% Total Capital 102,400 92,150 92,150 92,150 92,150 -2.6% Total Expense 2,583,420 2,867,403 2,934,208 3,002,847 3,073,375 4.4% 116 Wastewater Collection & Transmission Division City of Opa-locka Five -Year Plan WASTEWATER COLLECTION & TRANSMISSION Mission — Cost-effective and sanitary collection and transmission of wastewater while providing excellent customer service in working with customers in regard to wastewater issue. r Public Works Director I Public Utilities Superintendent (0.25) Sewer Supervisor 1 Heavy Equipment Operator Utility Mechanic (3) 1 Goal — Wastewater collection and transmission infrastructure with an Inflow and Infiltration (I&I) rate of less than 20% of total wastewater processed with implementation of Supervisory Control and Data Acquisition (SCADA) technology. 118 City of Opa-locka Five -Year Plan Wastewater Collection & Transmission FY 21 FY 22 FY 23 FY 24 FY 25 Account Title Proposed i Budget Outlook Outlook Outlook Outlook Compound Growth % Salaries Salaries - Regular 174,500 177,990 181,550 185,181 188,884 2.0% Salaries - Overtime 6,000 6,120 6,242 6,367 6,495 2.0% Total Salaries 180,500 184,110 187,792 191,548 195,379 2.0% Benefits FICA 13,810 14,084 14,366 14,653 14,946 2.0% Retirement 18,050 18,411 18,779 19,155 19,538 2.0% Life And Health Insurance 35,960 31,819 33,728 35,751 37,897 1.3% Total Benefits 67,820 64,314 66,873 69,560 72,381 1.6% Total Compensation 248,320 r 248,424 254,665 261,108 267,760 1.9% Operating Expense Other Professional Services 190,000 61,200 62,424 63,672 64,946 -23.5% Other Contracted Services 232,000 240,000 244,800 249,696 254,690 2.4% Uniform Rental/Laundry 1,872 1,909 1,948 1,987 2,026 2.0% Electric, Gas, Water 95,000 95,950 96,910 97,879 98,857 1.0% Sewage Disposal 2,800,700 2,937,780 2,996,536 3,056,467 3,117,596 2.7% Rentals & Leases 5,000 5,100 5,202 5,306 5,412 2.0% Repair & Maintenance - Building 12,000 12,240 12,485 12,734 12,989 2.0% Clothing & Uniform Expense 500 510 520 531 541 2.0% Maintenance 76,000 77,520 79,070 80,652 82,265 2.0% Chemicals/Horticultural 2,500 2,550 2,601 2,653 2,706 2.0% Small Tools & Supplies 500 510 520 531 541 2.0% Total Operating Expense 3,416,072 3,435,270 3,503,016 3,572,107 3,642,570 1.6% Capital Machinery & Equipment 40,000 40,800 41,616 42,448 43,297 2.0% Total Capital 40,000 40,800 41,616 42,448 43,297 2.0% Contingency Reserve Sick/Accrual 10,000 10,200 10,404 10,612 10,824 2.0% Total Contingency 10,000 10,200 10,404 10,612 10,824 2.0% Total Expense 3,714,392 3,734,694 3,809,701 3,886,275 3,964,452 1.6% 119 Water -Sewer Finance & Customer Service Division City of Opa-locka Five -Year Plan WATER -SEWER FINANCE Mission — Resolve $7.2 million of delinquency incurred by City utility customers previously billed by the City but now billed by the County. Delinquency exists on customers' former closed City accounts, unrelated to their current accounts managed by the County. Resolve new customer issues on accounts billed by County. Division also serves as the recording division for Water -Sewer fund general issues such as litigation matters, debt service and the transfer out of payment due to other funds for services provided to the Water -Sewer fund. Division also provides cashiering services for utility and other payments due to the City. Public Works Director Manager Billing Specialist - FT(2) PT(1) Cashier Goal — Identify delinquent accounts deemed to be potentially accurate and collectible and implement collection procedures 121 City of Opa-locka Five -Year Plan Water -Sewer - Finance / Customer Service FY 21 FY 22 FY 23 FY 24 FY 25 Account Title Proposed Budget Outlook Outlook Outlook Outlook Compound Growth % Salaries Salaries - Regular 199,961 203,960 208,039 115,044 117,345 -12.5% Salaries - Part Time 22,253 22,698 23,152 - - -100.0% Salaries - Overtime 600 612 624 637 649 2.0% Total Salaries 222,814 227,270 231,816 115,681 117,995 -14.7% Benefits FICA 17,047 17,386 17,734 8,850 9,027 -14.7% Retirement 22,281 22,727 23,182 11,568 11,799 -14.7% Life And Health Insurance 29,910 31,704 33,607 17,948 19,025 -10.7% Total Benefits 69,238 71,818 74,522 38,366 39,851 -12.9% Total Compensation 292,052 299,088 306,338 154,047 157,846 -14.3% Operating Expense Accounting & Auditing 27,500 13,750 14,025 14,306 14,592 -14.7% Other Contracted Services 290,320 244,126 198,009 201,969 206,008 -8.2% Excise Tax To County 15,000 - - - - -100.0% Postage & Freight 100 102 104 106 108 2.0% General Expenses 1,000 1,020 1,040 1,061 1,082 2.0% Office Supplies 1,000 1,020 1,040 1,061 1,082 2.0% Lien Recording Charge 1,000 1,020 1,040 1,061 1,082 2.0% Legal Counsel 200,000 100,000 - - - -100.0% Credit Card Fee 5,000 5,100 5,202 5,306 5,412 2.0% Vehicle Lease/Purchase - 5,965 16,718 19,160 (9,297) NA Total Operating Expense 540,920 372,104 237,179 244,030 220,071 -20.1% Debt Service State Revolving Loan 773,473 773,473 773,473 773,473 773,473 0.0% Debt Due To Miami Dade 1,201,092 1,201,092 1,701,092 500,000 500,000 -19.7% New Debt Service - - 180,000 420,000 720,000 NA Total Debt Service 1,974,565 1,974,565 2,654,565 1,693,473 1,993,473 0.2% Contingency Contingency 636,003 450,000 300,000 300,000 300,000 -17.1% Total Contingency 636,003 450,000 300,000 300,000 300,000 -17.1% Total Expense Ex Transfer Out 3,443,540 3,095,756 3,498,082 2,391,550 2,671,390 -6.2% Transfer Out Information Tech Charge 89,273 114,730 94,209 95,992 98,626 2.5% Insurance Charge - Risk 337,867 352,198 368,463 385,693 403,783 4.6% Rental Expense - TCO 4,150 1,068 1,090 1,126 1,167 -27.2% Vehicle Service Charge 133,878 128,687 131,435 134,247 137,127 0.6% Admin Expense To Gen Fund 369,078 344,177 345,433 350,438 358,138 -0.7% Total Transfer Out 934,245 940,860 940,629 967,495 998,840 1.7% Total Expense 4,377,785 4,036,617 4,438,712 3,359,045 3,670,230 -4.3% 122 Water Service Line & Meter Maintenance Division City of Opa-locka Five -Year Plan WATER SERVICE LINE & METER MAINTENANCE Mission — Maintain water distribution services for service lines running from water mains to customer meters, including maintenance of meter boxes. Provide excellent customer service in responding to customer water service issues. Public Works Director r —I— 1 Public Utilities Superintendent (0.25) Supervisor 1 Utility Mechanic (3) 1 J Goal — Minimal service line and meter box water loss and timely response to customer water service issues 124 City of Opa-locka Five -Year Plan Water -Sewer - Service Lines & Meter Maintenance FY 21 FY 22 FY 23 FY 24 FY 25 Account Title Proposed Budget Outlook Outlook Outlook Outlook Compound Growth % Salaries Salaries - Regular 139,756 142,551 145,402 148,310 151,276 2.0% Salaries - Overtime 11,250 11,475 11,705 11,939 12,177 2.0% Total Salaries 151,006 154,026 157,107 160,249 163,454 2.0% Benefits FICA 11,554 11,783 12,019 12,259 12,504 2.0% Retirement 15,101 15,403 15,711 16,025 16,345 2.0% Life And Health Insurance 26,816 28,425 30,130 31,938 33,854 6.0% Total Benefits 53,470 55,610 57,859 60,222 62,704 4.1% Total Compensation 204;4701 209,636 214,966 220,470 226,157 2.6% Operating Expense Uniform Rental/Laundry 1,248 1,273 1,298 1,324 1,351 2.0% Rentals & Leases 500 510 520 531 541 2.0% Service Line Repair & Maintenance 50,000 51,000 52,020 53,060 54,122 2.0% Small Tools Minor Equipment 3,000 3,060 3,121 3,184 3,247 2.0% Total Operating Expense 54,748 55,843 56,960 58,099 59,261 2.0% Capital Equipment 8,000 - - - - -100.0% Total Capital 8,000 - - - - -100.0% Total Expense 267,224 265,479 271,926 278,570 285,418 1.7% 125 Water -Sewer CIP Division City of Opa-locka Five -Year Plan WATER -SEWER CAPITAL IMPROVEMENT PROGRAM Mission — Identify and respond to City infrastructure requirements through development of prioritized cost-effective projects, including identifying funding sources (loans, grants). City Manager r I. - Public Works Director (0.5) CIP Project Manager (0.5) CIP Project Coordinator (0.5) L Goal — Continuous progress in improving City infrastructure. 127 City of Opa-locka Five -Year Plan Water Sewer - Capital Improvement Program (CIP FY 21 FY 22 FY 23 FY 24 FY 25 Account Title Proposed Budget " . Outlook , Outlook . Outlook Outlook Compound Growth Salaries 52,702 55,212 53,756 56,316 54,831 57,443 55,928 58,591 57,046 59,763 2.0% 2.0% Salaries - Executive Salaries - Regular Total Salaries 107,914 110,072 112,274 114,519 116,810 2.0% Benefits 8,256 10,791 12,213 - 8,421 11,007 12,946 - 8,589 11,227 13,723 - 8,761 11,452 14,546 - 8,936 11,681 15,419 - 2.0% 2.0% 6.0% - FICA Retirement Life And Health Insurance Workers Comp Total Benefits 31,261 32,374 33,539 34,759 36,036 3.6% Total Compensation 139,175 142,446 145,813 149,278 152,845 2.4% Capital 2,900,000 500,000 - - - - 1,935,686 - - - - 3,000,000 - - - 4,000,000 - - - 5,000,000 Cairo Lane Zone 6 Zones 1-6 New Projects Total Capital 3,400,000 1,935,686 3,000,000 4,000,000 5,000,000 10.1% Total Expense Ex Transfer Out 3,539,175 2,078,132 3,145,813 4,149,278 5,152,845 9.8% 128 S tormwater City of Opa-locka Five -Year Plan STORMWATER Mission — Enhance and maintain the City's stormwater drainage system while adhering to all environmental requirements. Respond to flooding events which overwhelm the City's drainage system. r l Public Works Director E- Public Utilities Superintendent (0.25) Supervisor (0.3) Heavy Equipment Operator (2) Maintenance Worker Goal — A stormwater drainage system designed to engineering criteria, to be defined in studies currently underway, to handle most South Florida rain events with a minimum of flooding and rapid run-off once the event has completed. Provide assistance whenever a rain event overwhelms the drainage system. Ensure streets are clear of all material which could potentially impede stormwater drainage. Plan Overview / Assumptions • Stormwater charges moved from utility bill to property tax bill, providing an annual revenue increase of $1.0 million • No increase in rates • Current rates sufficient to provide surplus funding for pay-as-you-go infrastructure investment and additional debt service payments • Stormwater Fund is deemed to be creditworthy in FY 23, allowing for borrowing of $15 million in the last three years of the plan for infrastructure investment. • Current available working capital (reserves) at $2.2 million exceeds target requirement of $0.2 million by $2.0 million, allowing for funding of infrastructure improvement in the near term. 130 City of Opa-locka Five -Year Plan Stormwater - Summary FY 21 FY 22 FY 23 FY 24 FY 25 Account Title Proposed Budget Outlook Outlook Outlook Outlook Compound Growth % Revenue 1,500,000 2,000,000 2,000,000 2,000,000 2,000,000 7.5% Storm Water Revenue Total Revenue Ex Grants 1,500,000 2,000,000 2,000,000 2,000,000 2,000,000 7.5% Grants - - - - - 0.0% State Grants (LP13035) Total Grants - - - - - 0.0% Total Revenue 1,500,000 2,000,000 2,000,000 2,000,000 2,000,000 7.5% Loans - - 5,000,000 5,000,000 5,000,000 Total Loans - - 5,000,000 5,000,000 5,000,000 Total Funding 1,500,000 2,000,000 7,000,000 7,000,000 7,000,000 47.0% Expense 130,886 45,312 133,504 47,107 136,174 48,991 138,897 50,969 141,675 53,047 2.0% 4.0% Salary Benefits Total Compensation 176,198 180,611 185,165 189,867 194,722 2.5% Operating Expense Capital Debt Service Contingency 528,248 2,499,185 10,479 97,450 332,813 1,070,023 10,479 100,000 339,469 5,903,040 310,479 100,000 346,259 5,603,484 610,479 100,000 353,184 5,298,310 910,479 100,000 -9.6% 20.7% 205.3% 0.6% Total Expense Ex Transfer Out 3,311,560 1,693,926 6,838,153 6,850,088 6,856,695 20.0% Transfer Out 139,437 138,298 137,330 141,154 145,738 1.1% Total Expense 3,450,997 1,832,224 6,975,483 6,991,242 7,002,433 19.4% (Use of)/Add To Working Capital (1,950,997) 167,776 24,517 8,758 (2,433) Working Capital Beginning 2,221,840 270,843 438,620 463,137 471,895 -32.1% (Use Of)/Add To Working Capital (1,950,997) 167,776 24,517 8,758 (2,433) Ending 270,843 438,620 463,137 471,895 469,463 14.7% 131 City of Opa-locka Five -Year Plan Stormwater Expense FY 21 FY 22 FY 23 FY 24 FY 25 Account Title Proposed Budget Outlook Outlook Outlook Outlook Compound Growth % Salaries Salaries - Regular 125,886 128,404 130,972 133,591 136,263 2.0% Salaries - Overtime 5,000 5,100 5,202 5,306 5,412 2.0% Total Salaries 130,886 133,504 136,174 138,897 141,675 2.0% Benefits FICA 10,012 10,213 10,417 10,626 10,838 2.0% Retirement 13,089 13,350 13,617 13,890 14,168 2.0% Life And Health Insurance 22,211 23,544 24,957 26,454 28,041 6.0% Total Benefits 45,312 47,107 48,991 50,969 53,047 4.0% Total Compensation 176,198 180,611 185,165 189,867 194,722 2.5% Operating Expense Other Professional Services 300,000 100,000 102,000 104,040 106,121 -22.9% Other Contracted Services 223,500 227,970 232,529 237,180 241,924 2.0% Uniform Rental/Laundry 1,248 1,273 1,298 1,324 1,351 2.0% Repairs - Machinery & Equipment 1,000 1,020 1,040 1,061 1,082 2.0% Special Supplies 500 510 520 531 541 2.0% Chemicals/Horticultural 2,000 2,040 2,081 2,122 2,165 2.0% Total Operating Expense 528,248 332,813 339,469 346,259 353,184 -9.6% Capital Machinery & Equipment 20,247 - - - - -100.0% Vehicle Lease/Purchase 68,938 70,023 3,040 3,484 (1,690) NA NW 30th Avenue 160,000 - - -100.0% Zone 1-6 500,000 - - - - -100.0% Zone 6 850,000 - - - - -100.0% Cairo Lane 300,000 - - - - -100.0% New Projects 600,000 1,000,000 5,900,000 5,600,000 5,300,000 Total Capital 2,499,185 1,070,023 5,903,040 5,603,484 5,298,310 20.7% Debt Service State Revolving Loan 10,479 10,479 10,479 10,479 10,479 0.0% New Debt - - 300,000 600,000 900,000 - Total Debt Service 10,479 10,479 310,479 610,479 910,479 205.3% Contingency Working Capital Reserve 97,450 100,000 100,000 100,000 100,000 0.6% Total Contingency 97,450 100,000 100,000 100,000 100,000 0.6% Total Expense Ex Transfer Out 3,311,560 1,693,926 6,838,153 6,850,088 6,856,695 219.6% Transfer Out Reimbursement - Admin Cost 65,675 61,245 61,468 62,359 63,729 -0.7% Information Tech Charge 15,886 20,416 16,764 17,081 17,550 2.5% Insurance Charge - Risk 48,371 50,422 52,751 55,218 57,808 4.6% Rental Expense - TCO 4,150 1,068 1,090 1,126 1,167 -27.2% Vehicle Service Charge 5,355 5,147 5,257 5,370 5,485 0.6% Total Transfer Out 139,437 138,298 137,330 141,154 145,738 1.1% Total Expense 3,450,997 1,832,224 6,975,483 6,991,242 7,002,433 19.4% 132 Information Tech. Internal Services Fund City of Opa-locka Five -Year Plan INFORMATION TECHNOLOGY Mission — Delivering cost-effective technological solution to provide citizens, businesses and City employees with convenient access to information and services. The I.T. Department contributes to an efficient and productive City government through the use of modern information technologies to improve citizen access to government information and services. Emphasis is also on deployment of advanced technology throughout the organization to enhance productivity and enable the organization to accomplish more with less. This is accomplished through continually identifying and sponsoring new technological applications that will benefit the City. This is an internal service which is part of the General Fund. It recovers its cost each year and has no fund balance. City Manager IT Director Information Sys Specialist Goal — Serve as an agent for change through continual streamlining and improving of City processes and services driven by implementation of evolving innovations of hardware and software technologies to maximize the benefits of automation while maintaining an extremely high level of information technology security. Plan Overview / Assumptions • City will invest $1.8 million in hardware and software over the plan period to provide a technology platform to redesign how the City conducts business, enhances transparency and facilitates communications with the community. 134 City of Opa-locka Five -Year Plan IT Services - Summary FY 21 FY 22 FY 23 FY 24 FY 25 Account Title Proposed Budget Outlook Outlook Outlook Outlook Compound Growth % Funding 713,737 917,268 753,204 767,452 788,511 2.5% Transfer In Total Funding 713,737 917,268 753,204 767,452 788,511 2.5% Expense 137,778 42,632 140,534 44,217 143,344 45,878 146,211 47,619 149,135 49,444 2.0% 3.8% Salary Benefits Total Compensation 180,410 184,751 189,222 193,830 198,579 2.4% Operating Expense Capital 390,327 47,000 479,744 164,804 409,415 66,800 419,708 63,600 431,220 65,400 2.5% 8.6% Total Expense Ex Transfer Out 617,737 829,299 665,437 677,138 695,199 3.0% Transfer Out 96,000 87,970 87,766 90,314 93,312 -0.7% Total Expense 713,737 917,268 753,204 767,452 788,511 2.5% Over/(Under) - - - - - 135 City of Opa-locka Five -Year Plan IT - Expense FY21 FY 22 FY 23 FY 24 FY 25 Account Title Proposed Budget Outlook Outlook Outlook Outlook Compound Growth % Salaries Salaries Executive 85,327 87,034 88,774 90,550 92,361 2.0% Salaries Regular 52,451 53,500 54,570 55,661 56,775 2.0% Total Salaries 137,778 140,534 143,344 146,211 149,135 2.0% Benefits FICA 10,540 10,751 10,966 11,185 11,409 2.0% Retirement 13,778 14,053 14,334 14,621 14,914 2.0% Life And Health Insurance 18,314 19,413 20,578 21,812 23,121 6.0% Total Benefits 42,632 44,217 45,878 47,619 49,444 3.8% Total Compensation 180,410 184,751 189,222 193,830 198,579 2.4% Operating Expense Other Contracted Services 30,000 - - - - -100.0% Telephone 105,000 107,100 109,242 111,427 113,655 2.0% Telephone - Internet 24,000 24,480 24,970 25,469 25,978 2.0% Office Supplies 300 306 312 318 325 2.0% Special Supplies 10,000 10,200 10,404 10,612 10,824 2.0% Software Licensing 221,027 337,658 264,488 271,882 280,437 6.1% Total Operating Expense 390,327 479,744 409,415 419,708 431,220 2.5% Capital Computer Equipment 47,000 164,804 66,800 63,600 65,400 8.6% Total Capital 47,000 164,804 66,800 63,600 65,400 8.6% Total Expense Ex Transfer Out 617,737 829,299 665,437 677,138 695,199 3.0% Transfer Out Admin Charge - Gen Fund 37,000 34,504 34,630 35,132 35,904 -0.7% Information Tech Charge 8,950 11,502 9,445 9,623 9,887 2.5% Insurance Charges - Risk 32,245 33,613 35,166 36,810 38,536 4.6% Rental Expense - TCO 12,449 3,203 3,269 3,379 3,500 -27.2% Vehicle Service Charges 5,355 5,147 5,257 5,370 5,485 0.6% Total Transfer Out 96,000 87,970 87,766 90,314 93,312 -0.7% Total Expense 713,737 917,268 753,204 767,452 788,511 2.5% 136 Risk Management Internal Services Fund City of Opa-locka Five -Year Plan RISK MANAGEMENT Mission — Conduct programs to (1) protect City assets from loss and/or damage, (2) maximize employee safety and (3) minimize third party claims against the City, and ensure proper insurance coverage in place to limit the City's financial exposure upon occurrence of any of these events. HR Director L Risk Manager Goal — An environment where safety, preservation of City assets and the elimination of causes of third party claims is emphasized with cost-effective insurance in place when loss does occur. Plan Overview / Assumptions • This is an internal services fund with all costs allocated to other divisions within the City • General insurance assumed to have a 5% annual growth rate — Recent sharp increases in insurance cost have been caused by Workers' Compensation which had a bad year in FY 17. This year will drop out of consideration in FY 22 and beyond in rate setting which, all other things being equal, should cause a reduction in future rates. 138 Risk Management - Summary City of Opa-locka Five -Year Plan FY 21 FY 22 FY 23 FY 24 FY 25 Account Title Proposed Budget Outlook Outlook Outlook Outlook Compound Growth % Funding 2,659,158 2,771,948 2,899,960 3,035,566 3,177,943 4.6% Transfer In Total Funding 2,659,158 2,771,948 2,899,960 3,035,566 3,177,943 4.6% Expense 60,231 68,504 61,436 59,715 62,664 61,164 63,918 62,658 65,196 64,197 2.0% -1.6% Salary Benefits Total Compensation 128,735 121,151 123,829 126,575 129,393 0.1% Operating Expense 2,497,595 2,617,523 2,743,348 2,875,364 3,013,878 4.8% Total Expense Ex Transfer Out 2,626,330 2,738,674 2,867,177 3,001,940 3,143,271 4.6% Transfer Out 32,829 33,275 32,783 33,626 34,672 1.4% Total Expense 2,659,158 2,771,948 2,899,960 3,035,566 3,177,943 4.6% Over / (Under) - - - - - 139 City of Opa-locka Five -Year Plan Risk Management - Expense FY 21 FY 22 FY 23 FY 24 FY 25 Account Title Proposed Budget Outlook Outlook Outlook Outlook Compound Growth % Salaries Salaries Executive 60,231 61,436 62,664 63,918 65,196 2.0% Salaries Regular - - - - - 0.0% Total Salaries 60,231 61,436 62,664 63,918 65,196 2.0% Benefits FICA 4,607 4,700 4,794 4,890 4,987 2.0% Retirement 6,023 6,144 6,266 6,392 6,520 2.0% Life And Health Insurance 6,009 6,370 6,752 7,157 7,586 6.0% Worker's Compensation 30,000 30,600 31,212 31,836 32,473 2.0% Accidental Death 1,865 1,902 1,940 1,979 2,019 2.0% Unemployment Compensation 20,000 10,000 10,200 10,404 10,612 -14.7% Total Benefits 68,504 59,715 61,164 62,658 64,197 -1.6% Total Compensation 128,735 121,151 123,829 126,575 129,393 0.1% Operating Expense Motor Vehicle Claims 15,000 15,300 15,606 15,918 16,236 2.0% Postage 50 51 52 53 54 2.0% Insurance Charges - Risk 2,332,545 2,449,172 2,571,630 2,700,212 2,835,222 5.0% General Liability - Deductible 150,000 153,000 156,060 159,181 162,365 2.0% Total Operating Expense 2,497,595 2,617,523 2,743,348 2,875,364 3,013,878 4.8% Total Expense Ex Transfer Out 2,626,330 2,738,674 2,867,177 3,001,940 3,143,271 4.9% Transfer Out Admin Fees - General Fund 18,500 17,252 17,315 17,566 17,952 -0.7% Information Tech Charges 4,475 5,751 4,722 4,812 4,944 2.5% Insurance Charges - Risk 9,854 10,272 10,746 11,249 11,776 4.6% Total Transfer Out 32,829 33,275 32,783 33,626 34,672 1.4% Total Expense 2,659,158 2,771,948 2,899,960 3,035,566 3,177,943 4.6% 140 Governmental Funds Five -Year CIP Plan City of Opa-locka Five -Year Plan GOVERNMENTAL FUNDS CIP Plan Overview / Assumptions — • The five year plan assumptions are summarized below Project Cost Funded By Historic City Hall Complex $1,500,000 $1,500,000 County GOB Fund Cairo Lane $800,000 $800,000 Peoples Transportation Plan Parks $1,600,000 $800,000 State Grants (FRDAP) $800,000 CRA Funding Roadways & Sidewalks $5,347,138 $1,000,000 General Fund Revenue $2,833,146 Peoples Transportation Plan $1,513,992 Safe Neighborhood Total $9,247,138 $9,247,138 142 City of Opa-locka Five -Year Plan Governmental Funds Five -Year CIP Plan Funding Source / Project Name FY 21 FY 22 FY 23 FY 24 FY 25 Total FY21- FY 25 Funding Grants GOB Grant - Historic City Hall - 1,500,000 - - - 1,500,000 FRDAP - 200,000 200,000 200,000 200,000 800,000 Total Grants - 1,700,000 200,000 200,000 200,000 2,300,000 Transfer -In From General Fund - 250,000 250,000 250,000 250,000 1,000,000 From CRA Fund - 200,000 200,000 200,000 200,000 800,000 Total Transfer -In - 450,000 450,000 450,000 450,000 1,800,000 Internal Funding Sources People's Trans. Plan Revenue 490,000 499,800 509,796 519,992 530,392 2,549,980 People's Trans. Plan Fund Balance 683,166 400,000 - - - 1,083,166 Safe Neighborhood Revenue 186,834 322,000 328,440 335,009 341,709 1,513,992 Total Internal Funding Sources 1,360,000 1,221,800 838,236 855,001 872,101 5,147,138 Total Funding 1,360,000 3,371,800 1,488,236 1,505,001 1,522,101 9,247,138 Projects Expenditure Historic City Hall - 1,500,000 - - - 1,500,000 Cairo Lane 800,000 - - - - 800,000 Roadway Resurfacing 300,000 1,206,600 817,732 829,087 840,668 3,994,087 Sidewalks 260,000 265,200 270,504 275,914 281,433 1,353,051 Parks - 400,000 400,000 400,000 400,000 1,600,000 Total Funded Projects 1,360,000 3,371,800 1,488,236 1,505,001 1,522,101 9,247,138 Over/ Under - - - - - 143 Enterprise Funds Five -Year CIP Plan City of Opa-locka Five -Year Plan ENTERPRISE FUNDS CIP Plan Overview / Assumptions — • The five-year plan assumptions for Water -Sewer CIP are summarized below Project Cost Funded By Cairo Lane ** $2,900,000 $119,100 Water -Sewer Fund Revenue $479,934 Current Grants $2,300,966 Current Loans Zones 1-6 $2,435,686 $2,435,686 Future Projects* $12,000,000 $12,000,000 New Loans Total $17,335,686 $17,335,686 * Infrastructure requirements currently being reviewed by engineering consultants with a prioritized list of projects to be provided by October, 2020 ** This fund's share of the $4.0 million Cairo Lane project • The five-year plan assumptions for Stormwater CIP are summarized below Project Cost Funded By Zone 6 $850,000 $761,564 Stormwater Fund Revenue $88,436 Stormwater Fund Fund Balance Master Plan $300,000 $300,000 NW 30th Ave $160,000 $160,000 Cairo Lane ** $300,000 $300,000 DPC — Zone 1-6 $500,000 $500,000 Future Projects* $18,400,000 $600,000 $2,800,000 Stormwater Fund Revenue $15,000,000 New Loans Total $20,510,000 $20,510,000 * Infrastructure requirements currently being reviewed by engineering consultants with a prioritized list of projects to be provided by October, 2020 ** This fund's share of the $4.0 million Cairo Lane project 145 City of Opa-locka Five -Year Plan Water -Sewer Fund Five -Year CIP Plan Funding Source / Project Name FY 21 FY 22 FY 23 FY 24 - FY 25 Total FY 21- FY 25 Funding Grants LP 13036 200,704 - - - - 200,704 LP 13037 279,230 - - - - 279,230 Total Grants 479,934 - - - - 479,934 Loans SRF WW 130301 2,274,966 - - - - 2,274,966 SRF DW 130331 526,000 1,935,686 - - - 2,461,686 New Loans - - 3,000,000 4,000,000 5,000,000 12,000,000 Total Loans 2,800,966 1,935,686 3,000,000 4,000,000 5,000,000 16,736,652 Internal Funding Sources Water -Sewer Revenue 119,100 - - - - 119,100 Total Internal Funding Sources 119,100 - - - - 119,100 Total Funding 3,400,000 1,935,686 3,000,000 4,000,000 5,000,000 17,335,686 Projects Expenditure Cairo Lane 2,900,000 - - - - 2,900,000 DCP Zone 1-6 500,000 - - - - 500,000 New Projects - New Loan - - 3,C00,000 4,000,000 5,000,000 12, 000, 000 Zones 1- 6 - 1,935,686 - - - 1,935,686 Total Funded Projects 3,400,000 1,935,686 3,000,000 4,000,000 5,000,000 17,335,686 Over/ Under - - - - - - 146 City of Opa-locka Five -Year Plan Stormwater Fund Five -Year CIP Plan Funding Source / Project Name FY 21 FY 22 FY 23 FY 2.4 • FY 25 Total FY 21 - FY 25 Funding - - Grants LP 13035 Total Grants - - - - - - Loans - - 5,000,000 5,000, 000 5,000,000 15,000, 000 New Loans Total Loans - - 5,000,000 5,000,000 5,000,000 15,000,000 Internal Funding Sources 761,564 1,948,436 1,000,000 - 900,000 - 600,000 - 300,000 - 3,561,564 1,948,436 Stormwater Revenue Stomwater Fund Balance Total Internal Funding Sources 2,710,000 1,000,000 900,000 600,000 300,000 5,510,000 Total Funding 2,710,000 1,000,000 5,900,000 5,600,000 5,300,000 20,510,000 Projects 300,000 500,000 160,000 850,000 300,000 600,000 1,000,000 5,900,000 5,600,000 5,300,000 300,000 500,000 160,000 850,000 300,000 18, 400, 000 Expenditure Stormwater Master Plan DPC - Zone 1- 6 NW 30th Avenue Zone 6 Cairo Lane Project - TBD Total Funded Projects 2,710,000 1,000,000 5,900,000 5,600,000 5,300,000 20,510,000 Over/Under - - - - - - 147