HomeMy Public PortalAboutLTC 140-2018 Proposed Operating Budget & Capital Plan Fiscal Year 2018-19BAL HARBOUR
- VILLAGE -
OFFICE OF THE VILLAGE MANAGER LETTER TO COUNCIL
NO. 140-2018
To: Mayor Gabriel Groisman and Members of the Village Council
From: Jorge M. Gonzalez, Village Manager
Date: August 31, 2018
Subject: Proposed Operating Budget & Capital Plan Fiscal Year 2018-19
The purpose of this Letter to Council (LTC) is to transmit to you the Proposed Operating
Budget & Capital Plan Fiscal Year 2018-19 for your review.
As you know, the First Budget Hearing is scheduled for Wednesday, September 12, 2018
at 7:00 pm. The Second Budget Hearing will take place on Monday, September 17, 2018
at 7:00 pm; along with your regularly scheduled Council meeting for the month.
A hard copy of the budget book is enclosed with this LTC. Additionally, an electronic
version has been sent to you via email.
The First Budget Hearing Agenda will be provided to you next week.
Finally, I have asked my assistant, Alex Cardelle, to schedule budget briefings with each of
you should you wish, at a date and time that is convenient for you.
Please feel free to contact me should you need further information.
JMG
PROPOSED OPERATING BUDGET & CAPITAL PLAN
FISCAL YEAR 2018-19
MAYOR
Gabriel Groisman
ASSISTANT MAYOR
Seth E. Salver
COUNCIL MEMBERS
David Albaum
Patricia Cohen
Jeffrey P. Freimark
VILLAGE MANAGER Jorge M. Gonzalez
VILLAGE CLERK Dwight S. Danie
FINANCE DIRECTOR Amber Riviere
CONTROLLER Tom Pham
BUDGET ADVISORY COMMITTEE MEMBERS
Jose Biton, Chair
Neca Logan
Raj Singh
Raymond Slate
TABLE OF CONTENTS
VILLAGE MANAGER MESSAGE ………………………………………………………….……1
OVERVIEW ……………………………………………………………………………………19
FUNCTIONAL TABLE OF ORGANIZATION ………………………………………………...…..25
FINANCIAL SUMMARY ……………………………………………………………………..….27
DEPARTMENTAL NARRATIVES
LEGISLATIVE ………………………………………………………………………………….51
ADMINISTRATIVE SUPPORT
ADMINISTRATION ………………………………………………………..…53
INFORMATION TECHNOLOGY………………………………………………56
LEGAL SUPPORT ………………………………………………………… . 58
GENERAL GOVERNMENT………………………………………………….62
FINANCE & BUDGET ………………………………………………………………………… 63
POLICE ……………………………………………………………………………….…...….67
BUILDING ……………………………………………………………………………………..71
PARKS AND PUBLIC SPACES ………………………………………………………………...75
WATER AND WASTEWATER UTILITY FUND …………………………………………………. 83
RESORT TAX FUND …………………………………………………………………….….... 85
CAPITAL OUTLAY ……………………………………………………………………………. 91
POSITION DETAIL ………………………………………………………………………….... 95
Village Manager’s FY 2018-19 Budget Message
September 12, 2018
Honorable Mayor and Members of the Village Council:
I am pleased to present to you the Proposed Operating and
Capital Budget for Fiscal Year (FY) 2018-19 which commences
on October 1, 2018 and ends on September 30, 2019 for Bal
Harbour Village. This document outlines the fifth budget I
have developed since becoming your Village Manager and,
as in years past, provides you and our community as much
information as possible about our Village’s plans and
expected accomplishments during the next fiscal year.
Reviewed together with our Comprehensive Annual Financial
Reports (CAFR’s), this document provides a good and clear
understanding of our financial position, as well as past
accomplishments and future plans for our community.
Bal Harbour Village has three (3) primary funds used to
operate the Village: (1) General Fund, (2) Resort Tax, and (3)
Water and Wastewater Utility Fund (Utility Fund). The total
Proposed Budget for all major funds is $26,377,900, this
includes new capital appropriations of $990,800, and further
capital expenditures of $3,938,900 largely from prior year
capital appropriations. The total General Fund budget
proposed is $479,900 lower than the current year, due to
reduced pay-as-you-go capital needs in the coming fiscal
year. In addition, we continue to provide management and
operational services to the Gated Community Area, the
Landscape and Security Fund Budget is $641,300 for the
provision of these services through the next fiscal year. This
budget proposes “Enhancements” of $1,410,300 which have
been identified or discussed throughout the year. These
enhancements will help us further implement our strategic
priorities, which reflect our vision and objectives outlined in
the Strategic Plan for the Village.
Through a disciplined approach to resource allocation,
careful management practices and conservative financial
policies, the Village continues to maintain a very strong
financial position in all of our funds. The FY 2018-19 Proposed
Budget includes my recommendation to once again, keep the
current millage rate of 1.9654 unchanged. This would be the
fourth consecutive year that our millage is set at this
historically low level. The proposed millage rate is a reduction
of 4.6% since 2014 and a cumulative reduction of 32.27%
since 2004.
This year, our assessed property values grew by 3.36% over
last year, in large part due to new construction and the
continued build out of units within the Oceana Bal Harbour
condominium project. I recommend we continue to invest as
much of this growth as possible in capital projects and
services aligned with our Vision and Strategic Plan, thereby
further enhancing the “Bal Harbour Experience.”
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The most significant investments of proposed new funding for
FY 2018-19 are found in various capital improvement
investments to our public spaces and infrastructure with a
total of $990,800 in proposed new capital appropriations.
Combined with past year appropriations, our total anticipated
capital expenditures for FY 2018-19 are $3,938,900.
THE BAL HARBOUR EXPERIENCE
At our Village Council Retreat in November 2017, we
discussed the collective vision that will drive decision making
for the Village through the next several years. We focused on
what we described as the “Bal Harbour Experience”, which
represents that distinctive feeling one experiences when
living in or visiting our unique, exclusive, curated and refined
community. Developing funding strategies, initiatives and
programming that will further this vision are the focus of the
budget development process.
The four (4) main elements which denote the essence of the
Bal Harbour Experience are:
•Beautiful Environment – represented by our pristine
beach, lush landscaping, well maintained public
spaces, well-designed jogging paths, sidewalks and
rights of way, with interesting public art experiences.
These signature public amenities reflect the
maintenance standards the community expects, and
allow visitors to immediately identify they are in Bal
Harbour. In other words - you immediately recognize
when you have arrived to Bal Harbour and you
immediately know when you have left.
•Destination & Amenities - represented by the luxury
hotels, eateries, and high-end boutiques and
shopping available, in our beautiful setting.
•Exclusivity & Access – represented by our curated art
programs and well-produced special events. Our
recognized Museum Access Program, Art Chats,
exclusive tours, creative public art installations, special
access programs during Art Basel, the Bal Harbour
Series of the South Beach Wine and Food Festival are
just some of the exclusive opportunities created for
residents and visitors, and reflect the community’s
refined taste.
•Safety - anchored by our focus on a Community
Policing model, where our officers are staffed, trained
and motivated to provide excellent service and safety
to our residents and visitors in a pleasant and friendly
manner. The increased visibility, investment in state-
of-the-art technology and employment of innovative
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policing strategies ensures that our community
remains safe at all times, as well as a leader and model
in public safety.
Together, these elements define what it means to live, work,
play and visit in Bal Harbour and what makes our community
so unique and distinctive.
This vision rests on a foundation based on:
•Developing and maintaining well designed and
modernized public facilities and infrastructure;
•Implementing smart policies and strategic solutions to
address the challenges of today and to ensure that we
remain a Resilient and Sustainable community able to
protect our future; and
•Ensuring that both the perception and reality of safety
in our community remains uncompromised.
BUDGET DEVELOPMENT GOALS
In developing the proposed budget, we continue to focus on
the following five (5) key goals, which ensure that our
resources are focused on achieving our vision for Bal Harbour
and enhancing the “Bal Harbour Experience”:
▪Enhance community policing strategies and
accountability;
▪Improve and beautify our public spaces;
▪Invest in our Information Technology;
▪Enhance community engagement through public
events and expanded communications with our
residents and visitors; and
▪Establish sustainable fiscal policies and plan for future
capital investments.
The Proposed Budget is the culmination of an evaluation and
assessment process undertaken each year. We carefully
evaluate the existing activities, determine where the Village
would benefit from additional investment and ensure that we
establish appropriate levels of service and identify efficiencies
or enhancements for each operational activity. It remains my
goal to provide to you as much information as possible for you
to make informed decisions, and to support the Village vision;
this budget for the first time develops a multi-year Capital
Project Plan in support of the Bal Harbour Experience and
identified priorities.
The following is a breakdown of the allocations proposed for
FY 2018-19 for each distinct Fund:
▪ General Fund $16,079,700
▪Resort Tax Fund 3,700,000
▪Water and Wastewater Fund 6,598,200
▪Security & Landscape Fund 641,300
These funds combined total $27,019,200.
As we near the conclusion of the current fiscal year and with
some of the accomplishments completed this year, we can
conclude that much of the long standing or pending issues
that the Village was facing as I became your Village Manager
have been brought to a successful resolution. For example:
we oversaw the completion of the complex construction of the
Oceana Condominium project; we have approved the Bal
Harbour expansion and continue to work on implementation
of the plan. In addition, we executed a global settlement
agreement with Flamingo Way Enterprises (Yacht Club)
bringing resolution to significant and potentially costly
litigation. Included in the agreement, the Village secured
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needed utility easements and ensured that the “Park” areas in
the gated community were conveyed to the reconstituted
Civic Association at no cost. Concurrently, we negotiated a
Milestone Agreement with the Civic Association creating a
path for the gated community to take over and manage their
affairs in an orderly manner. We negotiated a settlement
agreement with the owners of the Beach Haus (former
Quarzo) project to kick start construction and bring the
construction to completion as quickly as possible. Finally, we
negotiated a new agreement with our Village Attorney
resulting in an orderly transition and basing fees on a flat fee
retainer arrangement. Each of these have helped collectively
move us away from dealing with past or pending issues and
instead freeing us up to work on exciting new projects and a
vision for the future of our community. This focus on the future
allows the Village to continue to complete the utility
infrastructure upgrades, design exciting capital projects to
modernize our facilities and to develop sustainable policies
for the future. Each of these have been handled in a
professional manner and have been brought to fruition in a
very professional and amicable manner.
We now look forward to the next fiscal year and beyond with
the wind at our backs, well positioned fiscally to create a solid
foundation for the future knowing that the Village is pointed
in the right direction and focused on the things that matter to
our residents. In short, preserving and enhancing the “Bal
Harbour Experience!”
The FY 2018-19 Proposed Operating and Capital Budget
builds upon our past accomplishments and continues the
current levels of service our residents and visitors have grown
accustomed to. The multi-year capital program continues the
investment in modernizing and upgrading the infrastructure
and facilities in our community.
PROGRESS TO DATE ON OUR GOALS:
Enhance Community Policing and Accountability
The Bal Harbour Police Department remains dedicated to a
community-oriented policing model, focused on increasing
police visibility through innovative directed patrol activities,
and improved readiness for high liability incidents.
These practices produce results, the Village has experienced
a 12.9% reduction in property crimes from 2016 to 2017 and
a 24% reduction since 2014 when we first implemented this
focus; violent crime was reduced by 12.6% from 2016 to 2017,
and a 23% reduction since 2014. Not only are crime rates
down, the clearance rates for crimes committed are well
above the national average.
Newly proposed this year is the investment in License Plate
Reader technology (LPR). LPR technology operates as a
police force multiplier enhancing the capability and
productivity of officers on the street by providing a direct
connection to the National Crime Intelligence Center (NCIC),
identifying from a vehicle’s license plate if an individual is a
wanted person, has a protection order, a known or suspected
terrorist, or national sex offenders within four seconds. The
purchase of two LPRs are proposed through the use of Law
Enforcement Trust Fund (LETF) allocations for FY 2018-19.
These coupled with the two cameras to be funded by the
Shops through the development agreement will enhance the
overall functionality of our Police Department and allow us to
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identify persons traveling through the Village who are wanted
by law enforcement agencies.
Bal Harbour Village made history after becoming the first
municipality in the United States to pass an ordinance that
defines an anti-Semitic hate act as a hate crime. These actions
by the Council were subsequently forwarded to the Miami -
Dade County Association of Chiefs of Police. The Association
passed a resolution encouraging all Miami-Dade County
Police Departments to adopt similar legislation. This
legislation adopted an internationally recognized definition of
anti-Semitism in order to ensure the well-being of its Jewish
community; underscoring our police department’s
commitment to protecting all of the Village community from
hate crimes. We take care to protect our residents and visitors
year-round, and provide enhanced patrol presence and
heightened security measures during special events and high
holy days.
Our Police Department has increased their community
outreach and community relations activities; educating our
residents and businesses about crime prevention strategies,
eliciting feedback from residents and business owners
regarding their concerns. Hosted events include: a Cops &
Kids event, the Rotary Club 5K, a Holiday Toy Drive, a Back to
School Supplies give away for underprivileged students,
Feeding Homeless Veterans, and selecting two scholarship
recipients for the Chiefs Mark Overton & Miguel De La Rosa
Memorial Scholarship Fund. Five special community outreach
events are planned in the coming fiscal year.
However, we always strive to become better. Therefore,
earlier this year, I tasked the police department with pursuing
State of Florida accreditation. This review of our departmental
policies and operations will evaluate us through a rigorous
process conducted by outside evaluators against a criterion
of accepted best practices in police service. Achieving this
accreditation will ensure that we remain current and on the
leading edge of policing in the State of Florida. We have
expanded our force through our Police Reserve Officer
Program to include four additional experienced retired
officers that will provide volunteer police assistance and
augment police services as needed for traffic control, special
event details and off duty details. Through the
implementation of the County’s Civil Citation Program, our
Department now has an additional enforcement mechanism
for a number of misdemeanor crimes, the program will reduce
the time and cost associated with processing and arresting
individuals for minor offenses. Finally, we have commenced
the implementation of our Computer Aided Dispatch and
Records Management System (CAD-RMS), which will further
enhance the efficiency and effectiveness of our Police
Department.
The FY 2018-19 Proposed Budget includes continued
community policing efforts at the current level of service, in
addition, funding for five community outreach events
($14,500), and the purchase of two LPRs with funding
provided from the Law Enforcement Trust Fund ($40,000) are
proposed.
Improve and Beautify Our Public Spaces
Presenting an aesthetically beautiful setting for our residents
and visitors is a key component of the Bal Harbour
Experience. The Parks and Public Spaces Department
continues to improve the appearance of the Village through
increased routine maintenance and cleaning of our public
areas. This year the department rose to the challenge of
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restoration and recovery after Hurricane Irma. The debris on
our roadways and in our public spaces was removed before
residents and visitors returned. In addition, the replanting of
vegetation damaged from the storm throughout our public
spaces continues and damaged or missing signage has been
replaced. To better prepare Village Hall and the Police
Administration Building for future storm events, dated energy
inefficient windows were replaced with the installation of
hurricane impact windows. Additionally, a stand-alone
emergency generator was purchased to provide power to
Village Hall and the Police Administration buildings in the
event FPL power is disrupted.
The grading and restoration of the surface of the jogging path
with all new coquina was completed along with the installation
of additional trees. Collins Avenue and parts of the Jetty also
received repairs to sections of damaged sidewalk and all of
the Village owned bus shelters were repainted.
This year we also amended our sanitation service agreement
to increase weekly recycling service, adding no cost bus stop
collection service, new trucks on the service route, and
increased penalties for non-compliance.
Through a $50,000 contribution to Miami-Dade County Parks
and Recreation, we expanded the public spaces available to
our residents with the addition of a skate park and pump track
in Haulover Park. This adds a new amenity to the array of
options available to the youth of our community. The ribbon-
cutting ceremony was held in early August. This project
served as an excellent example of our collaboration with
neighboring jurisdictions.
The FY 2018-19 Proposed Budget continues to invest in our
public spaces with funding allocations toward our Village’s
Beach Entryway and Jetty with the additional appropriation of
$595,800, bringing the total allocation toward this project to
$1,259,800. We anticipate design and development of a
conceptual plan to be completed in FY 2018-19.
The combination of local capital appropriations, Bal Harbour
Shops and Capital Reserves is sufficient to fund the current
probable costs of the Site Plan and amenities for the planned
Waterfront Park which was approved in May 15, 2018. We
anticipate design refinement, A&E and construction drawing
development to take place in FY 2018-19 and have an
expected expenditure of approximately $800,000 for this
step. Critical to this project is the need to identify a suitable
location to house our Parks and Public Spaces operations,
staff and equipment. We continue to work on this effort and
will present options to the Village Council when ready.
Once again, this past year, our community faced the threat of
a major hurricane event. While we were fortunate that the
impacts of Hurricane Irma were modest, the need to have
appropriate emergency plans in place and more importantly
policies and objectives to ensure a resilient community are
essential. Whether due to more frequent and stronger
hurricanes, higher king-tides, greater rain events or other
climate impacts efforts to ensure that the Village is properly
addressing our future needs are essential. As we discussed
during the February 26, 2018 Village Beach Re-nourishment
Workshop, our beach sand naturally erodes southward over
time. The impacts of Hurricane Irma, however, greatly
exacerbated this natural erosion. Our efforts to implement a
sand-by-pass project have been underway for several years
now. Village staff has worked through County, State, and
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Federal channels to advance this important issue with modest
success. Beyond the by-pass project, however, it is critically
evident that more dedicated attention to our larger level
resiliency and climate impact issues is needed. Whether
continuing to advocate for beach re-nourishment projects, to
implementing our storm water infrastructure improvements;
to managing the bay bottom and sea walls; to efforts to make
sure our policies reflect our needs to be a resilient community
it is important to have professional support that is available
and working on our behalf. The FY 2018-19 Proposed Budget
includes $90,000 of funding for dedicated contractual
services from outside engineering consultants to help guide
our coastal management efforts and beach re-nourishment
initiatives. The cost of this resource will be shared equally
between the General and Resort Tax funds. In addition,
pending approval from the Department of Economic
Opportunity, we propose to partner with the South Florida
Regional Planning Council (SFRPC) to participate in a “peril of
flood” analysis for our community to determine our flood risk
and a plan for remediation if needed. SFRPC would review
the existing Coastal Management element of our
Comprehensive Plan; update our community’s Coastal High
Hazard Area (CHHA) through the use of storm surge
modeling; and prepare a comprehensive plan amendment to
make the Coastal Management element of our
Comprehensive Plan consistent with the Peril of Flood
requirements set out in section 163.3178(2)(f), F.S.
Concurrently, staff will develop required amendments to our
local Flood Plain Management Ordinance.
Invest in Information Technology
The IT Master Plan for the Village is based on a needs
assessment of IT infrastructure necessary to enhance the
Village’s e-government capabilities. In the last few years, we
have accomplished a great deal of improvements, and with
the anticipated implementation of our Computer Aided
Dispatch (CAD) system within our Police Department, we will
conclude the last major project outlined in the original IT
Strategic Plan.
CAD is the most significant technology initiative undertaken
to date. The project is well on its way with the upgrade of our
network, backup, security and storage solutions complete, as
well as the initial software installation. As we close this fiscal
year, Police Department and Village IT staff are already
initiating training and system customization has begun, and
we expect full project implementation to be completed early
in calendar year 2019. One new part-time position was added
in support of this important initiative. This project will
dramatically improve the efficiency of our Police Department
and finally bring its operations in line with 21st century
standards.
Late last calendar year, we successfully completed the FDLE
Police audit ensuring proper compliance with the Criminal
Justice Information System (CJIS) requirements. This result
indicates our Police Agency is now operating in full
compliance with CJIS and FBI services, security policies and
procedures, and ensures that the agency has established the
proper controls to safeguard the full lifecycle of criminal
justice information; this achievement is due to collaboration
between Village IT services and operations staff in our Police
Department.
In coordination with the Finance Department online payments
for Utility Billing, Business Tax Receipt renewals, and our
Building Department were deployed on the Village website
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and Village app. To further drive payment traffic to our Village
website and payment page.
Upon completion of CAD-RMS related activities, the coming
fiscal year will provide an opportunity to reassess our future IT
needs. We will determine the next steps and any IT service
enhancements to ensure that we continue to develop best
practices for our IT environment and a new IT Master Plan.
Enhance Community Engagement through Public events
and expanded Communication with Our Residents and
Visitors
We continue to focus on engaging our community and visitors
through our public events and programming, while
continuing to ensure that our communication with our
residents and visitors is clear and that our community is as
connected as possible with their government. The proposed
budget continues to fund and enhance these efforts.
In print, the resident bi-monthly newsletter and postcards
advising of upcoming special events remain in place. Our
electronic communication efforts include the My Bal Harbour
mobile Application (App), the Wireless Emergency
Notification System (WENS), e-mails, our social media
(Facebook, Instagram and Twitter) for both residents and
tourists, and our government and tourism websites.
In our park this year, we have hosted in excess of eight
thousand seven hundred (8,700) residents and their guests at
Bal Harbour Park, and conducted seasonal basketball skill
clinics for children thirteen (13) years of age and younger
totaling two hundred twenty-two (226) participants. Our Park
and Public Spaces produced five (5) successful Family
Excursions for residents, with a total of one hundred twelve
(112) participants.
We have coordinated a number of public events including
family-friendly movies on the beach; an event to kick-off the
holiday season with the lighting of the holiday décor on
Founders Circle and along Collins Avenue; and an
Independence Day celebration on the 4th of July for our
residents and hotel guests to accompany our traditional
fireworks display.
On the art side, three public art exhibits were curated along
the beach walk: Carrie Schneider’s “Reading Women” in
conjunction with the Miami Book Fair; Jewish Treasures of the
Caribbean; and the Burneshas of Albania. The next exhibition
will be a curated exhibit by the Andy Warhol Museum. In
addition, the public art program on Founders Circle this year
included the Robert Chambers piece entitled Roto Relief
which was installed in January 2018 and will remain until
November 2018.
Art tours and chats continue and included visits to: Vizcaya
Museum and Gardens; The Phillip and Patricia Frost Museum
of Science; Art Basel Private Brunch and Tour at the Aqua Art
Fair; Art Fair Access during Art Basel to: NADA Miami, Art
Miami and Context Art Miami, Pulse Contemporary Art Fair,
and Untitled Miami Beach; Bass Museum; Jewish Museum of
Florida; Perez Art Museum Miami (PAMM); and an art focus on
accessing museums.
The Village’s Unscripted Art Access Program now includes
eighteen (18) cultural institutions, having added two this
current fiscal year, including the Jewish Museum of Florida-
FIU and History Miami.
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The FY 2018-19 Proposed Budget continues the activities we
have enjoyed in the current year and adds several
enhancements, including one additional Art Chat experience
($5,000), upgraded and enhanced installations of art exhibit
exhibitions on the beach path ($17,000), sponsorship again of
the South Beach Food and Wine Festival to host three
intimate, luxury dinners in Bal Harbour Village ($30,000),
bringing back the much-requested New Year’s Eve Fireworks
display ($15,000) over Bal Harbour beach, and the addition of
a full year of domestic public relations offered by Quinn PR.
Establish Sustainable Fiscal Policies and Plan For Future
Capital Investments
Safeguarding the fiscal integrity of the Village and ensuring
the functionality of our infrastructure is a daily priority - one
that is not so noticeable when all is going right - but typically
engenders unfavorable attention when it goes wrong. To this
end, we continue our efforts to establish appropriate controls
and further improve the processes of the pasts while planning
for the future and developing a more resilient community.
Improvements to the control environment surrounding cash
receipt and payroll processing were advanced through the
use of technology. Early this year, the Village, launched an
online payment portal coded by our Village Controller, for
online Utility payments. The payment page includes the
option to make a one-time payment, setup recurring
payments, and the ability to opt out of receiving paper bills.
At the same time, the ability to pay for building permits online
was launched. With the links prominently displayed on our
Village website, within one month, we noted a twenty-three
percent (23%) increase in visitors to our Village webpage. In
August, we launched online payment capabilities for Business
Tax Receipt renewals, and in September will do the same for
monthly Resort Tax payment and affidavit submission, and
Accounts Receivable payments.
The Village’s FY 2017 external audit was concluded with the
issuance of the Comprehensive Annual Financial Report in
February with an unqualified opinion, receiving GFOA
recognition for the third year in a row. Additional activities
this year, included an audit from Miami-Dade County, for CITT
funding, and working with the Federal Emergency
Management Administration to recapture expenses the
Village incurred as a result of Hurricane Irma.
In addition to the accomplishments above in the last five
years, Finance operations have evolved to improve the
control environment between functional activities, timely
issuance and filing of compliance reports, complete daily
reconciliations of financial activity, a completely upgraded
financial management system and restructured utility billing
system, supporting capital project initiatives and drawing
down funding reimbursements, and improving customer
service delivery for ad valorem and non-ad valorem tax, and
Village Utility inquires. To continue these improvements, the
FY 2018-19 Proposed Budget includes a new Finance Clerk
position, this enhancement will allow the core staff in Finance
to focus on their daily task-oriented assignments, with
ancillary audit, reconciliation of online payments, accounts
receivable follow-up, and customer service duties assigned to
the new Clerk.
Major capital initiatives will continue in FY 2018-19 including
construction drawings for the Waterfront Park. In addition, the
development of a design plan for the Jetty, cut walk and 96th
street beach entry will begin. The FY 2018-19 Proposed
Budget includes a capital allocation of $990,800. Together
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with prior year appropriations, the total funding available for
these improvements now exceeds $1,454,800. We anticipate
issuing Requests for Qualifications later this year and hope to
award a contract to the successful firm as soon as possible.
This year we completed one-hundred percent of the cleaning
and videoing inspection of the sanitary sewer infrastructure
system for the entire Village. We also completed Phase 2a of
the Utility Master Plan, which comprised the rehabilitative
sanitary sewer pipe lining of seven thousand three hundred
(7,300) linear feet of sanitary sewer pipe along Collins Avenue
and completed rehabilitation of approximately thirty-seven
(37)sanitary sewer manhole structures. Our revised approach
to the Utility Master Plan project is resulting in significantly
reduced impact and inconvenience to our residents and
visitors and significant savings to the Village. From prior year
project appropriations, we anticipate beginning the Phase 2b
of the Utility Master Plan to replace of sections of water system
main lines along Collins Avenue in front of the Kenilworth and
Carlton Terrace Condominiums will conclude Phase 2 of the
project next year. Phase 3 will commence with sewer, water,
and stormwater improvements on Park and Bal Cross Drives
north of Harbour Way in FY 2019 with an anticipated
expenditure of $2.620 million. Additionally, the design of the
replacement sixteen-inch (16) diameter emergency water
main line which provides a redundant water supply to the
Village from the City of North Miami Beach in the event of a
disruption from Miami Dade County is planned for next year.
Improvements to our stormwater pump stations ensure
proper drainage of our roadways and personal property in the
event of a severe weather event, over two years $310,000 is
allocated toward these necessary components of the Plan.
We anticipate drawing down the remaining $2.7 million of the
$6.5 million in Miami-Dade County General Obligation Bond
(G.O.B) reimbursements for the Utility Master Plan project in
FY 2018-19. Overall the Master Plan improvements improve
the resiliency of our Village and our ability to withstand major
weather events.
The operations of Village Water and Wastewater Utility
continue to improve. We have replaced with in-house staff
one-hundred and nine (109) water service meters throughout
the Village reached the end of their useful lifecycle. Recently,
the Council approved the purchase of an additional four
hundred and seventy-eight (478), technologically advanced
water service meters. These upgrades result in more accurate
consumption readings and better billing and reporting
capabilities.
Operationally, we continued to meet Environmental
Protection Agency and Department of Environmental
Protection requirements for both sanitary sewer pump
stations; and we continue to meet the National Pollutant
Discharge Elimination System (NPDES) permit requirements
through proper routine maintenance of our catch basins and
proper project management controls.
Factors Affecting FY 2018-19 Budget
In developing a budget, we must look at available revenues,
expected expenses, potential enhancements, and
opportunities for cost savings or efficiencies. By setting an
appropriate millage ceiling, we established the first
parameter in the development of the FY 2018-19 Operating
Budget. It is important to set a level that offers appropriate
opportunities to make prudent choices leading to the
adoption of the final budget.
10
The Miami-Dade County Property Appraiser provides
municipalities with a certification of Assessment Roll Values
for the upcoming fiscal year on July 1 of each year. Pursuant
to Florida Statutes (F.S.) 200.065, within thirty-five (35) days of
certification of value, each taxing authority shall advise the
Property Appraiser of its proposed millage rate, of its rolled-
back rate, and of the date, time, and place at which its first
public budget hearing will be held to consider the proposed
millage rate and tentative budget.
This requires the setting of the preliminary millage rate, and
establishing the date and time for the budget hearing at the
July Village Council meeting. It should be noted that setting
the preliminary millage rate is simply an initial step in our
budget process. At the July 17, 2018 Village Council meeting,
the Council set the tentative millage rate, the first step to
formally adopting a budget, at 1.9654 mills, consistent with
the current fiscal year rate. The Public Budget Hearing Dates
were set for Tuesday, September 12, 2018 and the second
public hearing for Monday, September 17, 2018.
Tax Roll, Millage Rate, and Ad Valorem Revenue
The tax roll certified by the Miami-Dade County Property
Appraiser on July 01, 2018 is $5,498,822,089, which includes
an addition of $214,540,918 in new construction and
improvements. At the current and proposed tentative
millage rate of 1.9654 mills and calculated at 95% of the
adjusted taxable value certified as required per F.S.
200.065(1), the ad valorem revenue generated is
$10,267,000, resulting in an increase of approximately
$344,700, of tax revenue village wide over current year ad
valorem budgeted revenue.
The rolled-back rate for FY 2018-19 would be 1.9382 mills.
The rolled-back rate, calculated as required by the Florida
State Department of Revenue will provide the same ad
valorem tax revenue as levied during the prior year exclusive
of new construction and improvements. The preliminary
proposed millage rate of 1.9654 mills is 1.40% higher than the
current year aggregate roll-back rate. The state required
methodology for calculating the rolled back rate requires the
use of the current year gross roll value.
Proposed Millage Rate History & Analysis
Since FY 2007 the millage rate for the Village has dropped
significantly, by 32.27% from 2.9020 mills to 1.9654 mills for
the current and proposed tentative millage rate for FY 2018-
19; resulting in no proposed millage adjustment for the
upcoming fiscal year. Maintaining this historically low millage
rate for the last three fiscal years, has allowed the Village to
plan for future capital projects through the appropriation of
funding on an annual basis. The following chart reflects the
millage rates for FY 2006 through FY 2018, and the
continuation of the existing rate for FY 2019:
2.9020 2.9020
2.2874 2.3085
2.5265 2.5567 2.4468 2.2678
1.9192 2.0611 1.9654 1.9654 1.9654 1.9654
Bal Harbour Village Millage
11
Currently, the FY 2017-18 adopted millage rate for Bal
Harbour Village is the third lowest millage rate in Miami-Dade
County as compared to other municipal rates. It is the only
long-established municipality within the grouping of the
lowest eight millage rates for Miami-Dade County cities. The
following chart reflects the FY 2018 adopted millage rates for
Miami-Dade County municipalities:
It is recommended that Village Council re-affirm their action
taken at the July 17, 2018 Council meeting and set the millage
rate for FY 2018-19, at 1.9654 mills, a rate which is $1.9654
per $1,000 of assessed property value. The proposed
tentative millage rate, calculated at 95% for budget purposes,
and based upon the July 1, 2018 estimated adjusted Taxable
Value as provided by the Miami-Dade County Property
Appraiser is anticipated to yield $10.267 million, for FY 2018-
19.
The recommended FY 2018-19 proposed tentative millage
rate outlined for consideration by the Village Council, allows
the Village to retain a historically very low rate, while providing
for funding of inflationary impacts to maintain existing service
levels, reduced budgeted expenses in key activities, and
enhancements toward Village capital projects and operating
support as summarized below.
By setting an appropriate millage rate, we establish the
primary parameter in the development of the FY 2018-19
Operating Budget. It is important to set a millage rate that
allows for the continued advancement of our budget
development goals and allocating resources in a strategic
manner with an emphasis on results-oriented management
practices. The FY 2018-19 Proposed Operating and Capital
Budget does just that, by building on the foundation, we
established together in the last several years and further
cultivating the Bal Harbour experience.
Impact of Proposed Millage to Village Homestead Exempt
Property Owners
For the 2018 Tax Roll, the median assessed homestead
exempt property value for the Village is $650,179. This is a
value at which there are as many properties with an assessed
value above this amount as there are below it. The impact of
the preliminary proposed millage rate of 1.9654 mills to the
median assessed property value for the Village is
1.7261
1.9000
1.9654
2.3000
2.3000
2.3292
2.3353
2.3907
3.0000
3.9995
4.2151
4.3000
4.8000
5.1500
5.1613
5.4000
5.5590
5.6500
5.7092
5.9215
6.3018
6.4000
6.6092
6.8858
6.9363
7.1858
7.3575
7.4365
7.4800
7.5000
7.9000
8.3000
8.9999
9.7000
0.0000 2.0000 4.0000 6.0000 8.0000 10.0000 12.0000
Aventura
Doral
Bal Harbour
Pinecrest
Sunny Isles Beach
Palmetto Bay
Miami Lakes
Cutler Bay
Key Biscayne
Bay Harbour Islands
Sweetwater
South Miami
Surfside
Virginia Gardens
Hialeah Gardens
Medley
Coral Gables
North Bay Village
Miami Beach
Homestead
Hialeah
North Miami Beach
Indian Creek
West Miami
Miami Gardens
Florida City
Miami Springs
Miami
Golden Beach
North Miami
Miami Shores
El Portal
Opa-Locka
Biscayne Park
FY 2018 Municipal Millage Rates
Bal Harbour FY 2018-19 Proposed
Millage Rate 1.9654 mills
12
approximately $1,278 per year per homeowner. For the
Village, the value of the average homestead exempt property
is approximately $1,062,043; the impact of the proposed
millage rate is approximately $2,087 per year per home with
the average assessed value.
General Fund Expense
In developing the Proposed Budget, we assessed available
revenues, expected expenses, potential enhancements, and
opportunities for cost savings or efficiencies.
The Proposed General Fund Budget incorporates the funding
for operating departments and activities within the proposed
FY 2018-19 Base Budget expenditures of $15,067,500, at the
proposed millage rate of 1.9654 mills. Building upon the FY
2017-18 Adopted Base Budget of $15,931,570, a net
reduction of identified efficiencies of $864,100, is applied to
arrive at funding sufficient to continue the existing level of
service as the current year. The identification of savings
allowed for a balanced base budget within existing resources.
These changes bring the General Fund FY 2018-19 Proposed
Base Budget to $15,067,500, excluding proposed
enhancements, as summarized in the following table.
This provides $1,012,200, for enhanced investments toward
The Capital Construction Manager position is budgeted with
shared funding 1/3 from the General, and 2/3 from the Utility
Fund, representing the funding allocations associated with
Village capital projects at a base salary of $120,000. The
Finance Clerk position at a base salary of $40,000 is also
proposed with shared expense among two funds 80-percent
with funding from the General Fund and 20-percent with
funding from the Utility Fund. Contractual beach
management support split equally between the General Fund
and the Resort Tax Fund, will provide the Village with
professional consultation on the Coastal Management
Program, including strategy and vision, updates on trends
and changes in the state and federal agency programs, effect
of rule/policy changes, assistance pursuing funding
opportunities, regulatory agency and stakeholder
coordination, and participation in key meetings. This
professional support provides dedicated assistance to this
issue vital to the sustainability of our Village and in support of
beach re-nourishment.
FY 2018-19 total Revenue with Tentative Roll / Millage $16,079,700
FY 2017-18 Adopted General Fund Base Budget 15,931,570
Variance Revenue / Expenditure $148,130
CHANGES IN PROPOSED BUDGET FROM FY 2017-18 ADOPTED BUDGET
FY 2017-18 Adopted General Fund Base Budget 15,931,570
Less Net Efficiencies (864,070)
FY 2018-19 General Fund Proposed Base Budget 15,067,500
FY 2018-19 PROPOSED GENERAL FUND OPERATING BUDGET
13
Enhanced funding allocations are provided toward the
restoration of the Haulover Inlet Jetty, stormwater
improvements, and toward the renewal and replacement of
fleet ($895,800).
Capital Projects
The total FY 2018-19 proposed Capital Projects appropriation
for all funds are $990,800. Projected FY 2018-19 Capital
Projects expenditures from both proposed and prior year
appropriations total $3,938,900. Progress is planned toward
completion on the Waterfront Park, Utility Master Plan,
Haulover Inlet Jetty, cut walk and 96th street beach entry
plaza, enhancements to the Haulover Inlet Bridge, and the
Computer Aided Dispatch and Records Management system
for the Police Department, as summarized in the table below.
Of the proposed capital programming the FY 2018-19
General Fund appropriation is $895,800, and projected FY
2018-19 spend is $1,223,900; for the Utility Fund there are no
additional capital appropriations proposed, however the
projected spend in FY 2018-19 on the Utility Master Plan is
$2,620,000; and for the Resort Tax Fund an appropriation of
$95,000 are proposed for necessary Haulover Bridge
improvements.
New General Fund capital appropriations include $595,800
toward improvements to the Jetty, cut walk and 96th street
beach entry, bringing the total project allocation to
$1,454,800; an appropriation of $150,000 for Stormwater
improvements for a total allocation of $310,000; and an
PROPOSED ENHANCEMENTS to the FY 2018-19 BASE BUDGET
FY 2018-19 General Fund Proposed Base Budget $15,067,500
Operating
Capital Construction Manager (GF Impact)$51,400
Temp Document Management Assistance $20,000
Accounting Clerk (No GF Impact)$0
Beach Management (GF Impact )$45,000
subtotal operating $116,400
Capital
Jetty Restoration $595,800
Stormwater Improvements $150,000
Fleet R&R $150,000
subtotal capital $895,800
Total Proposed Enhancements $1,012,200
FY 2018-19 Proposed General Fund Budget $16,079,700
Revenue Less Expense $0
CAPITAL PROJECT
Re-allocation of
Prior Year
Appropriation
FY 2019
Proposed
Appropriation
Total Capital
Appropriation
(prior years &
proposed)
FY 2019
Projected
Spend
GENERAL FUND
Revenue Appropriation 895,800 6,911,052
Park Bathroom (50,000) 0 -
Sea Wall (51,700) 0 -
Village Hall Improvements 563,000 -
Jetty 595,800 1,259,800 100,000
Waterfront Park 101,700 986,100 800,000
96th Street Plaza 100,000 12,000
Jogging Path 100,000 -
Beach Furniture 75,000 -
Fleet 150,000 1,561,400 -
Information Technology 227,000 -
CAD 380,000 161,900
Collins Corridor Redesign 0 -
Utility Master Plan: Stormwater 150,000 310,000 150,000
TOTAL CAPTIAL APPROPRIATION 0 895,800 6,911,052 1,223,900
RESORT TAX FUND
Revenue Appropriation 95,000 95,000
Haulover Bridge Improvements 95,000 95,000 95,000
TOTAL CAPTIAL APPROPRIATION 95,000 95,000 95,000
WATER & WASTEWATER UTILITY FUND
Revenue Appropriation 14,917,000
Utility Master Plan: Water/Sewer 0 0 14,885,000 2,620,000
Mini Excavator 0 0 32,000 -
TOTAL CAPTIAL APPROPRIATION 0 0 14,917,000 2,620,000
14
additional $150,000 for a fleet renewal and replacement
program.
Water & Wastewater Utility Fund and Rates
Water and Wastewater services within the Village are
provided as an enterprise operation, services are funded as
payments for measurable water and wastewater services are
consumed. Rates established as charges for services should
sustain its operations and satisfy any related debt. For the
Village utility operations, water is purchased at a wholesale
rate from the Miami-Dade County Water and Sewer
Department (Miami-Dade WASD) and the City of Miami Beach
(CMB) applies a wholesale rate for Wastewater or sewer
services which travels through their system for treatment at to
the Miami-Dade WASD Virginia Key plant. Wholesale water
service is paid directly to Miami-Dade WASD, and wholesale
sewer services are paid directly to the City of Miami Beach by
the Village, for this reason their rates directly affect the rates
the Village charges to our customers.
In the past few years, we have passed-through rate increases
from our wholesale service providers to our customers, this
year Miami-Dade WASD has proposed a water rate decrease,
so in turn we propose to pass that savings on to our customers
as well. The proposed rate decrease by WASD is as a result
of renewal and replacement costs and reductions to debt
service due to refunding. The proposed wholesale water rate
change is a decrease of 3.89%, or $0.0713 cent for Wholesale
Water Rates, from $1.8341/1,000 gallons to $1.7628/1,000
gallons. If this rate reduction were passed-through to Village
utility customers consistent with the past practice, it would
result in an adjustment from $4.88/1,000 gallons, to
$4.81/1,000 gallons or a 1.46% rate reduction to Village
customers, as summarized below.
We know Miami-Dade WASD has not proposed a FY 2018-19
rate increase for wholesale Sewer service rates. The City of
Miami Beach pays Miami-Dade WASD for sewer services, and
the Village pays the City of Miami Beach. At this time the
proposed FY 2018-19 rates for the City of Miami Beach are
still under review with a recommendation forthcoming.
Presently, the FY 2018-19 Proposed Utility Fund Budget is
balanced with the proposed rate decrease for wholesale
water services, and with a flat rate for wholesale sewer service
of $8.38/1,000 gallons.
The Village Budget Advisory Committee at their July 31, 2018
meeting, reviewed the proposed pass-through water rate
decrease and reached a consensus on the approval of the
water rate recommendation. The Committee was advised of
the forthcoming rate information for sewer rates and reached
consensus on a ceiling for a potential rate increase they would
recommend as a pass-through of six-percent. With the
proposed water pass-through rate reduction and a flat sewer
rate provide for the annual proprietary operations of the
Village Utility, converting a contracted worker to a Village staff
position, and coverage of bond payments. The FY 2018-19
Operating Budget for the Utility is $3.978 million, and the
Proposed Capital Budget is $2.620 million.
2016-17 2017-18 2018-19 Percent Change
MD-WASD wholesale rate $1.7341 $1.8341 $1.7628 -3.89%
Bal Harbour Village $3.05 $3.05 $3.05 0.00%
Total $4.78 $4.88 $4.81 -1.46%
Water Service Rates (per 1,000 gallons)
2016-17 2017-18 2018-19 Percent Change
CMB wholesale rate $3.2705 $3.4179 $3.4179 unknown
Bal Harbour Village $4.96 $4.96 $4.96 0.00%
Total $8.23 $8.38 $8.38 unknown
Wastewater Service Rates (per 1,000 gallons)
15
Resort Tax
Bal Harbour Village is one of only three Miami-Dade County
municipalities, along with the City of Miami Beach and the
Town of Surfside, to levy a resort tax, and in doing so takes
advantage of the benefits derived from this revenue source.
This includes the reinvestment in the promotion of tourism
and enhancing tourist eligible activities throughout the
Village as well as efforts related to the beautification and
maintenance of the Village in areas visited by tourists.
Bal Harbour Village levies a Resort Tax of four (4) percent of
the amount received for the occupancy of a room in any hotel,
motel, or apartment house. In addition, it levies a two (2)
percent of such retail sales of all items of food or beverages,
alcoholic or otherwise, sold at retail for consumption on the
premises, at any place of business within the Village. Both
these levies are consistent with Part I, Chapter 212, of Florida
Statutes.
The FY 2018-19 Proposed Budget for Resort Tax includes
$1,625,100 (45.78%) for Tourism related activities, $352,200
for Special Events and Community Activities (9.92%), and
$1,572,700 (44.30%) for Beautification and Greenspace
Maintenance and other Resort Tax Eligible expenses;
operating capital includes the one-time creation of video and
creative collateral design imagery ($50,000) and a luxury
partnership with the Greater Miami Convention and Visitors
Bureau ($100,000).
The FY 2018-19 Proposed Budget for the Resort Tax Fund
includes a capital enhancement to the Haulover Bridge
($95,000), operating enhancements to include the addition of
New Year’s Eve Fireworks ($15,000) and an expanded 4th of
July Fireworks display ($5,000), shared beach management
support with the General Fund ($45,000), domestic public
relations representation ($60,000), South Beach Wine & Food
Festival sponsorship with three events planned and promoted
here in Bal Harbour venues ($30,000), expansion of the beach
art exhibit ($25,000), the addition of the Lowe Museum to the
Museum Access Program ($4,500), and one additional Art
Chat ($5,000) for a total of $284,500 of capital and operating
enhancements to the fund.
The total proposed fund allocation is $3.7 million, which
includes Tourism and Marketing Services, and Landscape and
Beautification activities within the public areas of the Village.
For the FY 2018-19 Proposed Budget, the Resort Tax Funding
Resort Tax Fund
Haulover Bridge Improvements $95,000
subtotal capital $95,000
New Year's Eve Fireworks $15,000
Expanded 4th of July Fireworks net increase $5,000
Beach Management Support (50/50 GF & RSTX)$45,000
Domestic Public Relations (Quinn) net increase $60,000
South Beach Food & Wine Festival $30,000
Beach Art Exhibit Expansion $25,000
Museum Access additional venue $4,500
One Additional Art Chat $5,000
subtotal operating 189,500$
Total Proposed Resort Tax Fund Enhancements $284,500
PROPOSED ENHANCEMENTS to the
FY 2018-19 PRELIMINARY ROPOSED BUDGET
16
17
18
Overview
Bal Harbour Village remains a pristine community, a carefully
designed haven for the very best in residential living and
upscale tourism. With elegant homes and condominiums, elite
shops and exquisitely manicured roadways, the Village is widely
recognized as the jewel in the crown of South Florida's
communities - a model for the good life.
The "dream village" that was envisioned so many years ago
continues to prosper and thrive today. The vision for this
subtropical paradise began in 1929 when Miami Beach Heights,
a Detroit-based real estate development corporation purchased
the raw land. Headed by industrialist Robert C. Graham with
associates Carl Fisher and Walter O. Briggs, Miami Beach
Heights began the task of crafting a new community. Perhaps
most significantly, they hired one of the leading urban planning
firms of the twentieth century - Harland Bartholomew &
Associates - to design the Village. Bal Harbour is one of only a
few Miami-Dade County municipalities that were built with a
fully conceived master plan in place.
From the beginning, the Village was envisioned as a modern
community that would maintain exceptionally high standards,
provide superior services and foster civic pride.
Village founders thoughtfully master-planned this model
community and it has evolved into an internationally renowned
place to live and visit. Their goal was to make this Village, with
its unique advantages of ocean, bay and South Florida climate,
a lovely place to live.
GOVERNMENT STRUCTURE
The Village exists as a Council-Manager form of municipal
government. Under Florida law, Bal Harbour is considered a
municipal corporation. The Village is governed by a Council of
five (5) qualified persons, each of whom must be a registered
voter residing within the limits of the Village for a period of at
least one year immediately prior to their qualification. The
Charter allows, and the Village Council has enacted, legislation
requiring the creation of five (5) districts of nearly equal area and
population. To qualify as a candidate for election, the person
must reside within the District that he or she proposes to
19
Overview
represent on the Council. Village registered voters elect each
of the five Council Members without regard to districts. The
Council elects one of its members as Mayor. The Mayor
presides at the meetings of the Council. The Council also elects
one of its members as an Assistant Mayor who acts as Mayor
during the absences or disability of the Mayor. The Council
appoints the Village Manager and the Village Clerk. The Village
Manager appoints Department Directors and administers the
government of the Village. The Department Directors have the
primary responsibility to hire and fire employees, however, the
final decision ultimately rests with the Village Manager. The
Village is organized into various Departments as shown in the
organization chart on Page viii.
VILLAGE MANAGER’S OFFICE is responsible for leadership and
the overall management of the Village. Any policy that the
Village Council wishes implemented becomes the responsibility
of this Office.
FINANCE DEPARTMENT is responsible for Financial
Administration, Business and Tourism Taxes, Payroll, and Water
& Sewer Utility Administration and Customer Service.
BUILDING DEPARTMENT is responsible for Planning, Zoning,
Land Use activities, Building Permits and Inspections.
POLICE DEPARTMENT is responsible for all aspects of Law
Enforcement services, inclusive of Code Enforcement.
PARKS AND PUBLIC SPACES DEPARTMENT combines the
Public Works, Park and Recreation, Water & Sewer Utility
Operations, and Beautification activities and is responsible for
the Village’s facilities and infrastructure, beach maintenance,
solid waste and recycling, landscaping efforts, recreational and
cultural activities.
TOURISM DEPARTMENT is responsible for the marketing and
branding efforts of the Village and is the liaison for the Tourism
Board.
Financial Structure
The following details the Bal Harbour Village Fund Structure,
describing the various funds and providing information
regarding appropriations, or spending authority, within those
funds. A fund is a set of self-balancing accounts that are
segregated for the purpose of carrying on specific activities or
attaining certain objectives, as required by special regulations,
restrictions, or limitations. Bal Harbour Village’s funds can be
divided into three categories: governmental funds, proprietary
funds, and fiduciary funds. Only governmental funds and
proprietary funds, are appropriated as part of the annual
budget. The budget resolution that is presented to the Council
in September for the two public budget hearings follows this
fund structure.
Governmental Funds
Governmental funds account for most of the Village’s basic
services. Taxes, intergovernmental revenues, and charges for
services, principally support the activities reported in this fund.
The General Fund is the Village’s primary operating fund. It is
used to account for the financial resources of the general
government and operating departments except those required
to be accounted for in another fund. Within the general fund,
the operating budget separates expenditures by departments
and operational activities. The separation provides
accountability for directors to manage and monitor their
20
Overview
departmental expenditures and also to track expenditures at the
more discrete activity level. The activities within the General
Fund include Legislative, Administration, Finance, General
Government, Law Enforcement, Building & Permitting, Public
Works, Parks & Recreation, Information Technology, and Legal
Support Services.
The Proposed General Fund Operating and Capital Budget for
FY 2018-19, reflects a decrease of 2.90% over the current fiscal
year budget, inclusive of capital enhancements. The net
reduction of $480,000 is predominantly due to less capital
project appropriations within the Parks & Recreation, Public
Works and Information Technology activities than the current
year.
The Resort Tax Fund is a special revenue fund derived from
hotel and food and beverage purchases within the Village, used
to account for proceeds for resort tax revenue restricted for
tourism development and maintaining the aesthetics of the
community. Resort Taxes are paid monthly by establishments
doing business within the Village based on four-percent of their
revenues from hotel room rentals and two-percent of food and
beverage sales. The Proposed Resort Tax Fund Operating and
Capital Budget for FY 2018-19, reflects an increase of 7.47%
over the current fiscal year budget, due to an anticipated
increase in Resort Tax collections for the coming fiscal year.
Proprietary Funds
Proprietary funds are those funds where the Village charges a
user fee in order to recover costs; they are used to finance and
account for the acquisition, operation, and maintenance of
facilities and services that are intended to be entirely or
predominantly self-supporting through the collection of
charges from external customers. The Village has two
proprietary funds, the Water & Wastewater Utility Fund and the
Security and Landscape Assessment Fund.
The Water & Wastewater Utility Fund is used to account for water
and sewer utility operations, which are financed and operated in
a manner similar to a private enterprise. This fund captures the
fees for service and expense, related debt, and capital projects
associated with operations of the utility. The FY 2018-19
Proposed Operating and Capital Budget for the Water &
Wastewater Utility Fund includes a pass-through rate decrease
for water as a result of a decreases from our wholesale service
provider Miami-Dade County Water & Sewer, and a flat rate for
Sewer as a result of no rate adjustment information from the City
of Miami Beach, the Village’s sewer wholesale service provider.
The Fund includes the appropriations and expense for
advancement of water and sewer components of the Utility
Master Plan capital project. The FY 2018-19 Proposed
Operating and Capital Budget for the fund reflects a capital
expenditure increase of 16.70% due to the continuation of the
Utility Master Plan Project, overall proposed fund expenditures
reflects an increase of 8.77% as a result of proposed project
advancement in the coming year.
The Security and Landscape Assessment Fund, includes an
assessment rate applied to residents of the gated area within the
Village, sufficient to provide for landscape and security related
expenditures within the coming fiscal year. The FY 2018-19
Proposed Operating and Capital Budget for this fund reflects a
12.5% increase over the current fiscal year, as a result of possible
security enhancements and legal reimbursements.
21
Overview
Fiduciary Funds
Fiduciary funds are used to report assets held in a trust for a
specific purpose. The Village currently has forfeiture moneys
from prior fiscal years held in restricted funds. The use of these
funds must follow an approval process required by State Statute
with subsequent approval by the Village Council. In addition,
the Village has two pension related fiduciary funds for the
General Employee and Police Pensions, each administered by a
separate Retirement Board. These funds are not a part of the
Village’s annual operating and capital budget.
What Is A Budget?
An annual budget is a financial, operating, and capital plan for
the coming fiscal year. It provides an outline of service levels
provided to the citizen, and public capital investments in the
community, for use by both our customers and the village. Bal
Harbour Village’s Proposed Budget for FY 2018-19 is a tool that
serves five purposes:
•Planning: The budget process is an annual plan for
management of the Village to coordinate and schedule
program and services to address the Village’s priorities.
•Prioritization: Village resources that address needs
identified by the Mayor, Councilmembers, and residents,
are prioritized through this process.
•Information: The Proposed Budget document is the
primary way for the Village to explain to the public what
it intends to do with the taxes and fees it collects.
Through the document, the public can see how and
where tax dollars and other revenues raised by the
Village will be spent.
•Evaluation: The budget is used to help determine how
well services are provided and how successful the Village
is in meeting the community’s needs.
•Accountability: The budget is a tool for legally
authorizing public expenditures and to account for and
control the use of public resources.
The Fiscal Year 2018-19 Proposed Operating and Capital
Budget for Bal Harbour Village, Florida is intended to serve as a
policy guide, a financial plan, and a means of communication.
The annual budget is determined for a fiscal year, which is the
twelve-month cycle that comprises the jurisdiction’s reporting
period. The State of Florida and certain Federal programs have
different fiscal years than the Village. The Village's fiscal year
starts on October 1 and ends September 30 of the following
year.
This Proposed Operating and Capital Budget is for the period
October 01, 2018 to September 30, 2019 and is shown as either
‘FY 2018-19’ or ‘FY 2018’.
Property Taxes
Millage Rates
The millage rate is the tax rate that is applied to property values
to generate the revenue needed to pay for services proposed
and adopted in the budget. A mill is a rate of tax equal to $1 for
each $1,000 of assessed taxable property value. If a piece of
property has a taxable value of $100,000 and the millage rate is
1, the property owner would pay $100 in taxes. The rolled-back
rate, calculated as required by the State Department of Revenue
will provide the same ad valorem tax revenue as levied during
the prior year exclusive of new construction and improvements.
22
Overview
Overall, the proposed millage rate is 1.40 percent above the
state defined aggregate rolled-back rate. The tentative
operating millage rate for FY 2018-19 is 1.9654 mills, is the same
as the current year millage rate and still among the three lowest
of Miami-Dade County municipalities.
Setting the Millage Rate
Each year, the Proposed Budget is developed with millage rates
necessary to fund the property tax supported portion of the
budget. At its July meeting, the Council must determine the
millage rates that will be used for the tax notices mailed to all
property owners in August. The tax notices also referred to as
TRIM notices; TRIM stands for Truth In Millage. The tax rates that
are on the notices property owners receive in August represent
the ceiling of the rates that can be approved by the Council at
the September budget hearings, unless additional notices are
sent to all property taxpayers. Because re-noticing all taxpayers
is difficult and expensive, the tax rates included in the TRIM
notices are considered the ceiling.
Several years ago, the State Legislature approved legislation
intended to provide tax relief to the citizens of Florida. In
addition to requirements to lower the tax rates themselves for
one fiscal year, it instituted new definition and voting
requirements that apply to governing boards when setting
millage rates. Already established was the State defined rolled-
back millage rate, which is the millage rate that, when applied
to the tax roll for the new year, excluding the value of new
construction and any dedicated increment value, would allow
the taxing authority to raise the same amount of property tax
revenue for the new budget as it estimates to receive in the
current year. Section 200.065 of State Statutes outlines this rate,
known as the “no tax increase” rate because it allows the entity
to generate the same property tax revenue from year to year,
adjusted only by any new properties that may have been placed
on the property tax roll. Because it does not take into account
value adjustments for properties already on the property tax roll,
the rolled-back rate does not take into account inflationary
growth in the Village. The current year rolled-back rate for the
Village is 1.9382.
The State has defined the highest millage rate that may be
levied by a simple majority vote of the governing body known
as the maximum millage rate. This rate is the rolled-back rate,
adjusted for the growth in per capita personal income in Florida
(1.0147). Beginning in FY 2009-10, the maximum millage rate is
based on the rolled-back rate (the rate that generates the same
property tax revenue) assuming the maximum millage rate had
been adopted for the prior year and then adjusted for growth in
per capita Florida personal income, whether or not the
maximum millage rate had been adopted in the prior year. In
other words, if the millage rate that was adopted was higher
than the calculated maximum millage rate, that rate is the cap. If
a millage rate below the maximum millage rate is adopted, an
adjustment is made to credit the revenue that was lost because
a rate below the maximum millage rate was adopted. The
formulas used to calculate the various millage rates is
promulgated by the Florida Department of Revenue.
The Council may adopt a rate that is higher than the state-
defined maximum millage rate. State law provides that a millage
rate of up to 110 percent of the calculated maximum millage
rate may be adopted if approved by a two-thirds vote of the
governing body of the Village. A millage rate higher than 110
percent may be adopted by unanimous vote or a three-fourths
vote if the governing body has nine or more members. The
23
Overview
penalty for violating these standards is the loss of state revenue
from the local government half-cent sales tax for a period of
twelve months.
Calculation of Property Taxes
There are four factors for calculating the amount of property tax
assessed on property:
1.The assessed value of the property;
2.Adjustments for Amendment 10 of the Florida
Constitution, if applicable this amendment limits the
growth in assessed value of residential properties with a
homestead exemption to the lesser of the growth in the
Consumer Price Index (CPI) or three percent;
3.The amount of value that is not subject to taxes (e.g., the
$50,000 homestead exemption and the additional
homestead exemption for senior citizens who meet
income criteria, the $25,000 exemption for personal
property); and
4.The millage rate, established according to state law
restrictions.
According to state law, the County Property Appraiser
determines the market value of each property in Bal Harbour
Village as of January 1 each year. Then Amendment 10
adjustments are applied to find the assessed value. Finally,
appropriate exemptions are applied to reach the taxable value.
The taxable value is then multiplied by the millage rates set by
the Council in September to determine the amount of property
taxes that must be paid for the property in November.
The Village levies a municipal millage rate and a solid waste
assessment, and security and landscape assessment, these
items appear on the tax notice for the Village along with County,
School Board, and Special District taxes.
Additional Property Tax Legislation
Amendment 10 to the State Constitution from 1992, also known
as Save Our Homes limits the growth in assessed value of
residential properties with a homestead exemption to the lesser
of the growth in the Consumer Price Index or three percent.
Adjustments for Amendment 10 have resulted in a disparity for
assessed values among homestead exempt properties with
long standing owners and non-homestead exempt properties
or those which have changed hands in recent years.
The State Constitution allows an exemption of up to $50,000 for
homesteaded properties and caps the assessment value
increase for non-homestead properties at ten percent. There is
also an exemption of $25,000 for tangible personal property
(TPP), which is usually the equipment and other assets of a
business.
24
Functional Table of Organization
Fiscal Year 2018-19
Citizens
Village
Council
Village
Attorney
Village
Manager
Finance &
Budget Police
Code
Compliance
Building
Planning &
Zoning
Tourism Parks & Public
Spaces
Recreation
Greenspace
Management
Public Works
Property
Management
Village Clerk
25
26
FY 2018-19 Proposed Operating & Capital Budget
FY 2015
Actual
FY 2016
Actual
FY 2017
Actual
FY 2018
Budget
FY 2019
Proposed
Budget
% Change
from FY 2018
Budget
GENERAL FUND
REVENUE
Ad Valorem Taxes 7,370,100$ 7,190,100$ 7,876,800$ 9,922,300$ 10,267,100$ 3.47%
Delinquent Ad Valorem Taxes 221,400 3,700 318,800 0 0
Utility Service Tax 863,400 860,400 901,900 788,000 898,000 13.96%
Franchise Fee 696,900 668,500 689,000 670,000 685,800 2.36%
Intergovernmental Revenue 768,900 750,400 725,000 732,300 729,100 -0.44%
Permits & Licenses 1,772,900 1,296,300 2,186,900 1,840,000 1,852,700 0.69%
Fines & Forfeitures 612,600 759,900 280,700 600,000 468,700 -21.88%
Miscellaneous 595,900 791,200 715,300 710,300 499,500 -29.68%
Solid Waste Assessments 630,300 622,500 641,700 671,700 678,800 1.06%
Subtotal Operating Revenue 13,532,400 12,943,000 14,336,100 15,934,600 16,079,700 0.91%
Fund Balance-Capital Projects Reserve 1,078,000 1,595,600 0 625,000 0
TOTAL GENERAL FUND REVENUE 14,610,400$ 14,538,600$ 14,336,100$ 16,559,600$ 16,079,700$ -2.90%
27
FY 2018-19 Proposed Operating & Capital Budget
FY 2015
Actual
FY 2016
Actual
FY 2017
Actual
FY 2018
Budget
FY 2019
Proposed
Budget
% Change
from FY 2018
Budget
GENERAL FUND
LEGISLATIVE
Salaries & Benefits 41,200 51,600 68,800 70,000 145,900 108.43%
Other Operating 34,300 642,900 254,700 100,600 98,100 -2.49%
Operating Capital
TOTAL LEGISLATIVE 75,500 694,500 323,500 170,600 244,000 43.02%
ADMINSTRATION
Salaries & Benefits 850,400 912,100 994,000 1,103,900 1,186,200 7.46%
Other Operating 79,500 60,800 59,900 113,400 142,700 25.84%
Operating Capital
TOTAL ADMINISTRATION 929,900 972,900 1,053,900 1,217,300 1,328,900 9.17%
FINANCE
Salaries & Benefits 436,600 408,700 489,700 534,700 522,200 -2.34%
Other Operating 82,200 99,700 124,400 160,300 146,300 -8.73%
Operating Capital
TOTAL FINANCE 518,800 508,400 614,100 695,000 668,500 -3.81%
GENERAL GOVERNMENT
Salaries & Benefits 228,200 173,800 121,600 284,500 537,900 89.07%
Other Operating 459,900 645,700 624,500 1,072,600 1,006,800 -6.13%
Operating Capital 1,050,000 1,109,300 0 200,000 200,000 0.00%
TOTAL GENERAL GOVERNMENT 1,738,100 1,928,800 746,100 1,557,100 1,744,700 12.05%
LAW ENFORCEMENT
Salaries & Benefits 5,000,100 5,718,100 5,254,800 6,010,700 6,407,100 6.59%
Other Operating 1,042,900 932,600 695,600 878,100 792,700 -9.73%
Operating Capital 147,800 55,000 15,000 -72.73%
TOTAL LAW ENFORCEMENT 6,043,000 6,650,700 6,098,200 6,943,800 7,214,800 3.90%
28
FY 2018-19 Proposed Operating & Capital Budget
FY 2015
Actual
FY 2016
Actual
FY 2017
Actual
FY 2018
Budget
FY 2019
Proposed
Budget
% Change
from FY 2018
Budget
GENERAL FUND
BUILDING & PERMITTING
Salaries & Benefits 93,500 227,600 436,200 659,900 749,600 13.59%
Other Operating 920,800 562,100 312,900 364,300 184,600 -49.33%
Operating Capital 0
TOTAL BUILDING 1,014,300 789,700 749,100 1,024,200 934,200 -8.79%
PUBLIC WORKS
Salaries & Benefits 350,900 216,000 202,300 356,700 491,000 37.65%
Other Operating 1,242,100 1,519,500 1,599,900 1,899,800 1,346,700 -29.11%
Operating Capital
TOTAL PUBLIC WORKS 1,593,000 1,735,500 1,802,200 2,256,500 1,837,700 -18.56%
PARKS & RECREATION
Salaries & Benefits 247,900 243,500 207,200 257,900 216,600 -16.01%
Other Operating 99,100 85,500 198,200 178,300 158,000 -11.39%
Operating Capital 0 4,300 934,400 595,800 -36.24%
TOTAL PARKS & RECREATION 347,000 329,000 409,700 1,370,600 970,400 -29.20%
INFORMATION TECHNOLOGY
Salaries & Benefits 0 0 0 0 0
Other Operating 128,100 180,900 287,400 256,200 320,600 25.14%
Operating Capital 170,600 177,800 51,200 638,100 425,900 -33.25%
TOTAL INFORMATION TECHNOLOGY 298,700 358,700 338,600 894,300 746,500 -16.53%
LEGAL SUPPORT SERVICES (General Fund only)
Salaries & Benefits 0 0 0 0 0
Other Operating 399,000 554,300 567,000 430,200 390,000 -9.34%
Operating Capital
TOTAL LEGAL SUPPORT SERVICES 399,000 554,300 567,000 430,200 390,000 -9.34%
GENERAL FUND TOTAL 12,957,300 14,522,500 12,702,400 16,559,600 16,079,700 -2.90%
29
FY 2018-19 Proposed Operating & Capital Budget
FY 2015
Actual
FY 2016
Actual
FY 2017
Actual
FY 2018
Budget
FY 2019
Proposed
Budget
% Change
from FY 2018
Budget
RESORT TAX FUND
REVENUE
Operating Revenue 3,530,900 3,449,000 3,353,700 3,442,900 3,550,000 3.11%
Carryforward/ Fund Balance 212,600 223,100 0 0 150,000
Capital & Operating Revenue 3,743,500 3,672,100 3,353,700 3,442,900 3,700,000 7.47%
TOURISM
Salaries & Benefits 191,500 159,100 192,000 258,900 283,600 9.54%
Other Operating 1,370,400 1,724,000 1,671,800 1,728,900 1,693,700 -2.04%
Operating Capital 189,900 0 400 0 150,000
TOURISM TOTAL 1,751,800 1,883,100 1,864,200 1,987,800 2,127,300 7.02%
BEAUTIFICATION/ GREENSPACE /OTHER RESORT TAX ELIGIBLE
Salaries & Benefits 323,200 357,800 290,700 247,100 249,000 0.77%
Other Operating 1,478,600 1,431,200 1,179,300 1,208,000 1,323,700 9.58%
Operating Capital 189,900 0 0 0 0
TOTAL BEAUTIFICATION/GREENSPACE 1,991,700 1,789,000 1,470,000 1,455,100 1,572,700 8.08%
RESORT TAX FUND TOTAL 3,743,500 3,672,100 3,334,200 3,442,900 3,700,000 7.47%
30
FY 2018-19 Proposed Operating & Capital Budget
FY 2015
Actual
FY 2016
Actual
FY 2017
Actual
FY 2018
Budget
FY 2019
Proposed
Budget
% Change
from FY 2018
Budget
WATER & WASTEWATER UTILITY FUND
REVENUE
Operating Revenue 3,805,900 4,457,900 4,231,300 4,816,600 5,053,400 4.92%
Debt Proceeds (Capital)0 0 0 0 0
Inergovernmental Revenue/ CO 540,300 534,700 3,783,500 2,245,000 2,716,500 21.00%
Carryforward/ Contributions 475,000 0 2,277,000 2,620,000 15.06%
Capital & Operating Revenue 4,346,200 5,467,600 8,014,800 9,338,600 10,389,900 11.26%
WATER & WASTEWATER UTILITY
Salaries & Benefits 205,000 397,700 503,600 591,100 755,900 27.88%
Other Operating 3,624,600 3,148,200 3,096,600 3,230,200 3,222,300 -0.24%
UTILITY OPERATIONS TOTAL 3,829,600 3,545,900 3,600,200 3,821,300 3,978,200 4.11%
Capital Projects 276,800 1,689,600 3,062,200 2,245,000 2,620,000 16.70%
UTILITY FUND TOTAL 4,106,400 5,235,500 6,662,400 6,066,300 6,598,200 8.77%
31
FY 2018-19 Proposed Operating & Capital Budget
FY 2015
Actual
FY 2016
Actual
FY 2017
Actual
FY 2018
Budget
FY 2019
Proposed
Budget
% Change
from FY 2018
Budget
LANDSCAPE & SECURITY ASSESSMENT FUND
REVENUE
Operating Revenue 523,400 443,400 439,000 570,000 596,700 4.68%
Fund Balance 11,800 11,700 90,400 0 44,600
Capital & Operating Revenue 535,200 455,100 529,400 570,000 641,300 12.51%
LANDSCAPE & SECURITY ASSESSMENT AREA EXPENSE
Salaries & Benefits 15,300 20,000 33,500 40,400 39,000 -3.47%
Other Operating 519,900 435,100 495,900 529,600 602,300 13.73%
L & S ASSESSMENT TOTAL 535,200 455,100 529,400 570,000 641,300 12.51%
32
FY 2018-19 Proposed Operating & Capital Budget
FY 2018-19 total Revenue with Tentative Roll / Millage $16,079,700
FY 2017-18 Adopted General Fund Base Budget 15,931,570
Variance Revenue / Expenditure $148,130
CHANGES IN PROPOSED BUDGET FROM FY 2017-18 ADOPTED BUDGET
FY 2017-18 Adopted General Fund Base Budget 15,931,570
Less Net Efficiencies (864,070)
FY 2018-19 General Fund Proposed Base Budget 15,067,500
FY 2018-19 PROPOSED GENERAL FUND OPERATING BUDGET
33
FY 2018-19 Proposed
Operating & Capital Budget
The Millage and Budget Resolutions are the legislation approved
by the Village Council to adopt the annual budget. The attachment
to the Resolutions, which establishes the expenditure authority by
department and by fund, are included in this document. There are
seven (7) pieces of legislation associated with the adoption of the
Proposed Budget. The following are presented to the Village
Council for adoption:
• Resolutions delineating the millage rate, revenues and
expenditures for the Village departments and funds;
• Resolution establishing solid waste service assessments;
• Resolution establishing the assessment rate for security and
landscape services within the gated residential section;
• Resolution establishing Water & Wastewater rates for the
Village Utility;
• Resolution adopting a comprehensive fee schedule for the
Village.
Discussion of the millage rate must be the first substantive action
taken at the public hearings.
As you know, Bal Harbour Village has three (3) primary funds used
for Village operations – the General Fund, the Resort Tax Fund,
and the Water and Wastewater Utility Fund. By way of process,
budget development begins with an evaluation of anticipated
revenue, an evaluation of reductions or savings that can be
derived over the prior year, and a determination of the cost
associated with the current level of service delivered to residents;
this generates the development of the Base Budget for the fiscal
year. Revenue permitting, an evaluation of additional service
enhancements or capital projects may be evaluated for inclusion
to comprise the Proposed Budget. The Proposed General Fund
Operating and Capital Budget for FY 2018-19 is $16,079,700
which is a decrease of 2.90% over the current fiscal year budget.
The net reduction of $480,000 is predominantly due to less capital
project appropriations within the Parks & Recreation, Public Works
and Information Technology activities than the current year.
The Resort Tax Fund Proposed Operating and Capital Budget is
$3,700,000, which is an increase of 7.47% over the current fiscal
year. The net increase of $257,100, is due to an anticipated
increase in Resort Tax collections ($107,100), and the
programming of $150,000 in fund balance for the use toward one-
time tourism promotional initiatives and increased programming
within the Tourism and Beautification activities.
The Water and Wastewater Utility Fund Proposed Operating and
Capital Budget is $6,598,200 which is an overall increase of 8.77%
over the current fiscal year budget, a net increase of $531,900.
Proposed capital expenditures within the fund reflect a 16.70%
increase due to the advancement of the Utility Master Plan project
with an additional $375,000 in additional proposed capital
expenditures over the current fiscal year budget; projected
carryforward capital funding is $3,791,700 for the completion of
capital projects in future fiscal years. Proposed carryforward funds
are largely due to the anticipated drawdown of the remaining
$2,716,500 of Miami-Dade County General Obligation Bond
(GOB) Funding for the Village’s Utility Master Plan Project; GOB
34
FY 2018-19 Proposed Operating & Capital Budget
pledged proceeds are $6.5 million, $3.784 million of project
expenses were reimbursed by the County in prior fiscal years.
The Security and Landscape Fund, is a minor budgeted fund,
which accounts for the special assessments received from the
property owners residing in the special district maintaining the
security and common areas.
GENERAL FUND REVENUE
Municipalities within the State of Florida are entitled by law to
collect revenues for eligible public purposes. Municipalities
generate their revenue from a combination of sources, including
fees and charges, property taxes, state shared revenue and
specifically authorized taxes. A summary of primary General Fund
revenue sources is provided below.
AD VALOREM TAXES
Ad valorem tax or “property tax” is a major source of revenue for
local governments in Florida. “Ad valorem” is Latin for “the value
of.” Ad valorem taxes constituted 30 percent of total county
revenue, and 15 percent of total municipal revenues. This makes
it by far the largest single source of general revenue for general-
purpose governments in Florida. The property tax is a limited
revenue source. The Florida Constitution caps the millage rate
assessed against the value of property at 10 mills per taxing entity.
That is, taxing units are prohibited from levying more than $10 in
taxes per $1,000 of taxable value on properties they tax, without
obtaining voter approval.
The proposed millage rate for FY 2018-19 is 1.9654 mills, this rate
is consistent with the last two fiscal years, and equates to $1.9654
per $1,000 of assessed value to generate ad valorem revenue. FY
2017-18 projected current year ad valorem revenue is $9,656,500,
an amount that is $265,800, less than budgeted as a result of Value
Adjustment Board action. Delinquent ad valorem revenue
collected in the current year, is projected at $338,000, bringing
total FY 2018 collections to $9,994,500, or $72,200 less than
budgeted. FY 2017 experienced $421,000 less ad valorem
revenue collected than budgeted, and FY 2016 experienced
$744,900 less collected than budgeted. The results, which began
in FY 2015, grew significantly in FY 2016. Although the multi-year
backlog of appeals generating these impacts are now cleared by
the Miami-Dade County Property Appraiser’s Office, the Village
continues to experience annual appeals which include all units
within some of our largest developments, a trend we do not
expect to change.
The budgeting of ad valorem revenue is governed by the Truth in
Millage (TRIM) process required by the State of Florida, with the
intent to inform the public about the legislative process
determining local property taxes. The TRIM process commencing
in July with the certification of taxable values by the property
appraiser, and the establishment of a proposed millage rate by the
governing body, a public hearing date is established for the first
September budget hearing where the tentative millage rate will
be set by the governing body. The tentative budget presented is
required to include at least 95% of ad valorem proceeds as a
revenue source, computed as required by F.S. 200.065,
multiplying the tentative millage rate to the certified taxable value
provided by the property appraiser. The five-percent (5%) is
intended to allow for value adjustments and discounts up to four-
percent (4%), offered for early tax payments. This does not allow
local governments to budget anticipated revenue collection
based upon recent trends, the same latitude we have will all other
revenue sources. If we had this ability, we could reasonably
estimate a reduction of $150,000 in ad valorem collections due to
value adjustment board appeals; to mitigate this impact the
Proposed Budget incorporates a budget stabilization line item in
the amount of $150,000.
35
FY 2018-19 Proposed Operating & Capital Budget
The TRIM process incorporates a very prescriptive timeframe,
providing for specific advertising placements, notification to
taxpayers commencing in July and concluding in September.
However, in contrast, the tax year runs from January to December,
with the Value Adjustment Board appeal window for taxpayers
believing their property value is incorrectly assessed running
through September; in short, a process is commencing which can
result in an adjusted taxable value as municipalities are adopting
their budgets and millage rates for the following fiscal year. The
budget stabilization line item will minimize or prevent the swings
we have experienced in the last few fiscal years with ad valorem
proceeds.
Ad valorem revenue for the FY 2018-19 Proposed Operating and
Capital Budget, derived from a tentative millage rate of 1.9654
mills are $10,267,016. While it is likely additional impacts
resulting from future Value Adjustment Board action will result in
FY 2019, the State Statutes require ad valorem revenue are
budgeted at 95%, a budget stabilization reserve is incorporated
into the Proposed Budget to offset revenue decreases anticipated
in the coming fiscal year in the amount of $150,000. This is the
second year in a row we have incorporated this line item to
mitigate potential Value Adjustment Board impacts to our Ad
Valorem revenue.
At 1.9654 mills, Bal Harbour Village’s millage rate is the third
lowest in Miami-Dade County out of all 34 municipalities, and the
lowest municipality that is not newly-incorporated. This means that
Bal Harbour Village is the only municipality within the seven with
the lowest millage rates, that is a full-service municipality with
legacy related expenses such as pensions; all others were
incorporated in 2000 or later. The table below provides a
comparison of Miami-Dade County municipal millage rates in the
current fiscal year with Bal Harbour the third from the bottom of
the chart as one of the lowest.
Preliminary Tax Roll
By law, the Property Appraiser is required to give a “preliminary
certification” of the tax roll by June 1 of each year. The “final”
certification by the Property Appraiser is due by July 1 of each
year. Each jurisdiction is then required to set a “tentative” millage
no later than July 31 of each year. Finally, a “final” millage is set by
the Village Council after two public meetings held in September
of each year.
Bal Harbour FY 2018-19 Proposed Millage Rate 1.9654
36
FY 2018-19 Proposed Operating & Capital Budget
The tax roll certified by the Miami-Dade County Property
Appraiser on July 01, 2018 is $5,498,822,089, which includes an
addition of $214,540,918 in new taxable value or construction and
improvements. At the current and proposed tentative millage
rate of 1.9654 mills, and calculated at 95% of the adjusted taxable
value certified as required per F.S. 200.065(1)(a)1, the ad valorem
revenue generated is $10,267,016, resulting in an increase of
approximately $344,700 of tax revenue Villagewide over current
year ad valorem budgeted revenue of $9,992,314.
STATE PASS THROUGH REVENUE
Sales and Option Taxes, State Revenue Sharing, and
Communications Service Taxes are received by the Village
through the State of Florida, overall these revenues showed a
slight decline in the last few years, but are anticipated to stabilize
in FY 2018-19 consistent with FY 2017 and FY 2018 trends.
Estimates of these revenues are provided by the Florida
Department of Revenue, budgeted values are derived from State
projections based upon prior year actual collections, combined
with current market trends within key industries such as statewide
tourism.
Local Government Half-cent Sales Tax Program
Authorized in 1982, the program generates the largest amount of
revenue for local governments among the state-shared revenue
sources currently authorized by the Legislature. It distributes a
portion of state sales tax revenue via three separate distributions
to eligible county or municipal governments.
Additionally, the program distributes a portion of communications
services tax revenue to eligible fiscally constrained counties.
Allocation formulas serve as the basis for these separate
distributions. The program’s primary purpose is to provide relief
from ad valorem and utility taxes in addition to providing counties
and municipalities with revenues for local programs. FY 2017
revenues for the Village were $212,190, and FY 2018 revenue
projections are $213,800, FY 2019 budgeted revenue is $212,000.
Local Option Sales Tax
Seven different types of local discretionary sales surtaxes (also
referred to as local option sales taxes) are currently authorized by
law and represent potential revenue sources for county and
municipal governments and school districts. The local
discretionary sales surtaxes apply to all transactions subject to the
state tax imposed on sales, use, services, rentals, admissions, and
other authorized transactions, and communications. FY 2017
revenues for the Village were $145,300, FY 2018 revenue is
projected at $147,700, and FY 2019 budgeted revenue is
anticipated at $143,000.
Revenue Sharing
The Florida Revenue Sharing Act of 1972, codified as Part II of
Chapter 218, Florida Statutes, was an attempt by the Florida
Legislature to ensure a minimum level of revenue parity across
municipalities and counties. Provisions in the enacting legislation
created separate revenue sharing trust funds for municipalities
and counties, identified appropriate revenue sources, specified
formulas for redistribution and listed eligibility requirements.
Subsequent changes have not resulted in major revisions to the
overall program. Changes have centered on the expansion of
county bonding capacity and changes in the revenue sources and
tax rates.
The current Municipal Revenue Sharing Trust Fund includes three
sources for municipalities: 1.3409 percent of net sales and use tax
collections, the state-levied one-cent municipal gas tax
collections, and 12.5 percent of the state alternative fuel user
decal fee collections. FY 2017 revenues for the Village were
$72,100, FY 2018 projections are $71,900, and FY 2019 budgeted
revenue is anticipated at $71,000.
37
FY 2018-19 Proposed Operating & Capital Budget
PUBLIC SERVICE OR UTILITY TAX
Section 166.231(1)(a), Florida Statutes, provides that a
municipality may levy a tax, not to exceed 10 percent, on the
purchase of electricity, metered or bottled gas (natural lique fied
petroleum gas or manufactured), and water service. This tax is
often referred to as a “utility tax.” The tax shall be levied only upon
purchases within the municipality. FY 2017 revenues for the
Village were $901,900, FY 2018 projections are $894,500, and FY
2019 budgeted revenue is anticipated at $898,000.
COMMUNICATIONS SERVICES TAX
In 2000, the Florida Legislature created the Communications
Services Tax. This legislation created a new simplified tax structure
for communications services which is codified in Chapter 202,
Florida Statutes.
Municipalities and charter counties are authorized to levy a tax up
to 5.1 percent on the transmission of voice, data, audio, video or
other information services, including cable services. In addition,
municipalities are authorized to levy an additional surcharge up to
0.12 percent to cover the costs of permitting activity within public
rights of way. Some cities’ rates are higher due to a revenue-
neutral conversion rate enacted by the Legislature for this law. FY
2017 revenue collections for the Village were $289,400, FY 2018
projections are $297,500, and FY 2018 budgeted revenue is
anticipated at $297,000.
FRANCHISE FEES
A “franchise fee” is often confused with a public service or utility
tax. There is, however, a very clear distinction. A franchise fee is a
negotiated fee to a company or utility for the use of municipal
rights of way (for their poles, lines, pipes, etc.), and could include
the value of the right for the utility to be the exclusive provider of
its services within a specified area. It is charged directly to the
utility and payable to the municipal governing body by the utility
as a cost of doing business. It cannot be a direct charge to the
customers of the utility, but it appears to be done so due to a
Florida Public Service Commission rule. FY 2017 revenues to the
Village were $689,000, FY 2018 projections are $683,800, and FY
2019 budgeted revenue is anticipated at $685,800.
BEVERAGE LICENSE TAX
Various alcoholic beverage license taxes are levied on
manufacturers, distributors, vendors, and sales agents of alcoholic
beverages in Florida. The tax is administered, collected, enforced,
and distributed back to the local governments by the Division of
Alcoholic Beverages and Tobacco within the Florida Department
of Business and Professional Regulation. Proceeds from the
license tax fees are deposited into the Alcoholic Beverage and
Tobacco Trust Fund, which is subject to the 7.3 percent General
Revenue Service Charge.
From the alcoholic beverage license tax proceeds collected within
an incorporated municipality, 38 percent is returned to the
appropriate municipal officer. An authorized use of the proceeds
is not specified in the statutes. FY 2017 revenue distributed to the
Village was $6,100, FY 2018 projections are $6,700, and FY 2019
budgeted revenue is anticipated at $6,100.
FINES AND FORFEITURES
This revenue source includes, receipts from fines and penalties
imposed for the commission of statutory offenses, violation of
legal administrative rules and regulations, and for neglect of
official duty.
Fines include, but are not limited to, court fines, violations of
municipal ordinances, pollution control violations, animal control
fines and library fines. Forfeitures include revenues resulting from
confiscation of deposits or bonds held as performance
guarantees, and proceeds from the sale of contraband property
seized by law enforcement agencies.
38
FY 2018-19 Proposed Operating & Capital Budget
Over eighty-percent of this revenue for the Village is derived from
the Village’s red-light camera program, traffic, and code
enforcement fines comprise the balance. FY 2017 revenues
collections for the Village were $280,700, which is significantly
lower than prior years due to the temporary removal of three red
light cameras for construction purposes through the third quarter
of FY 2018, FY 2018 projection is $371,800, and FY 2019
budgeted revenue is anticipated at $468,700, of which $384,000
is red light camera related.
INVESTMENT INCOME
Revenues derived from the investment of cash receipts and idle
funds are an important source of revenue. Many local
governments in Florida recognize the importance of establishing
effective investment policies and cash management programs.
The 1995 Florida Legislature, also recognizing this critical need of
state and local governments, enacted Chapter 95-194, Laws of
Florida. This act creates the state investment policy for public
funds and provides its applicability to the state, local
governments, and public officers. This act also creates the “State
Investment Policy Committee” and provides for its duties in
recommending changes to the state investment policy and its
duties in reviewing investments and vendors of investments
eligible for receiving public funds.
Section 166.261, Florida Statutes, is amended by this legislation
to prescribe the duties of municipalities with respect to investment
funds: “The governing body of each municipality shall invest and
reinvest any surplus funds in its control or possession in
accordance with the state investment policy for public funds.” The
term “surplus funds” is redefined as “funds in any general or
special account or fund of the municipality, held or controlled by
the governing body of the municipality, which funds are not
reasonably contemplated to be needed to meet current
expenses”.
This law further requires that all municipalities shall adopt written
investment policies by October 1, 1995 or a municipality’s
investments must be limited to certain categories of investments
authorized by statute. FY 2017 revenue is $61,488, FY 2018
projections are $96,000, and the FY 2019 budgeted revenue is
anticipated at $85,000. Increased revenue is due to basis point
earning increases at the State Board of Administration.
39
FY 2018-19 Proposed Operating & Capital Budget
REVENUE SUMMARY ALL FUNDS
Operating revenue by Fund are summarized in the chart below for
five fiscal years. Total FY 2018-19 proposed operating revenue for
the Village’s three primary funds is $24,683,100. The General
Fund comprises just over sixty-three and one-half percent of all
Village revenue, just under twenty percent is the revenue for the
Water and Wastewater Utility Fund, and fourteen percent is the
Resort Tax Fund revenue.
The Security and Landscape Assessment Fund is just over two
and one-half percent of revenue at $641,300.
Revenue for the General Fund is largely comprised of property
taxes, Franchise Fees and Utility Taxes, Fees and Charges for
Services, and Intergovernmental revenue sources. The Resort
Tax Fund derives revenue from taxes levied on lodging and food
and beverages sold within the Village, four-percent, and two-
percent respectively. The Water and Wastewater Utility Fund
derives revenue through direct charges for metered services
provided to customers.
The largest source of General Fund Revenues within the FY 2018-
19 Proposed Operating and Capital Budget are property taxes at
sixty-four percent, followed by Permit and Licensing revenue at
eleven and one-half percent, Utility Tax and Franchise Fees just
under ten percent, and Intergovernmental (State) revenue
comprising four and one-half percent.
Fines and forfeitures are just under three percent. Licenses and
Permit revenue includes Local Business Tax collections and
Building Permit revenue, the latter of which is to offset the costs
associated operating processing building permits in operating a
Building and Permitting Department.
Operating Revenue Summary by Fund
FY2015
Actual
FY 2016
Actual
FY 2017
Actual
FY 2018
Budget
FY 2019
Proposed
Budget
General Fund $14,610,400 $14,538,600 $14,336,100 $16,559,600 $16,079,700
Resort Tax Fund 3,743,500 3,672,100 3,353,700 3,442,900 3,550,000
Water and Wastewater Fund 3,805,900 4,457,900 4,231,300 4,816,600 5,053,400
Total Operating Revenue $22,159,800 $22,668,600 $21,921,100 $24,819,100 $24,683,100 General Fund
63.49%
Resort Tax
Fund
14.02%
Water and
Wastewater Fund
19.95%
Security &
Landscape
Assessment Fund
2.53%
Percentage of Total Operating Revenue by Fund
40
FY 2018-19 Proposed Operating & Capital Budget
Assessments include revenue collected for residential solid waste
collection services at just over four percent of total General Fund
revenue at $678,800 for FY 2018-19. Miscellaneous revenue are
those which are not otherwise categorized for financial reporting
purposes, these include interest earnings, lobbyist registration
fees, parking meter collections, and administrative service
charges, for the Village these comprise just over three percent of
total General Fund revenue at $499,600 largely due to the
collection of police off-duty and retiree health pass through
revenue within this category ($230,400).
Recurring and non-recurring are two broad classifications applied
to revenue. Recurring revenue, are from sources which can be
anticipated year over year, examples of these are ad valorem
taxes, state revenue sources, and fees or charges for service. Non-
recurring revenue are those which cannot be anticipated in future
years, examples of these for the Village are proceeds from
developer agreements, the programming of prior year fund
balance, single year funding allocations from other agencies, and
debt proceeds. Non-recurring revenue is typically used for capital
projects, and initiatives which are one-time in nature, it is not
advisable to use one-time revenue for operating ongoing
operating purposes.
The FY 2018-19 Proposed Operating and Capital Budget does not
include non-recurring revenue within the General Fund. The
Resort Tax Fund includes $150,000 of fund balance revenue for
the provision of one-time tourism operating capital initiatives.
FY 2017
Actual
FY 2018
Budget
FY 2019
Proposed
Budget
GENERAL FUND
REVENUE
Ad Valorem Taxes 7,876,800$ 9,922,300$ 10,267,100$
Delinquent Ad Valorem Taxes 318,800 0 0
Utility Service Tax 901,900 788,000 898,000
Franchise Fee 689,000 670,000 685,800
Intergovernmental Revenue 725,000 732,300 729,100
Permits & Licenses 2,186,900 1,840,000 1,852,700
Fines & Forfeitures 280,700 600,000 468,700
Miscellaneous 715,300 710,300 499,500
Solid Waste Assessments 641,700 671,700 678,800
Subtotal Operating Revenue 14,336,100 15,934,600 16,079,700
Fund Balance-Capital Projects Reserve 0 625,000 0
TOTAL GENERAL FUND REVENUE 14,336,100$ 16,559,600$ 16,079,700$
Ad Valorem
Taxes
64%
Utility Service Tax
6%
Franchise Fee
4%
Intergovernmental
Revenue
5%
Permits &
Licenses
11%
Fines &
Forfeitures
3%
Miscellaneous
3%
Solid Waste
Assessments
4%
General Fund Revenue by Type
41
FY 2018-19 Proposed Operating & Capital Budget
The Utility Fund incorporates $2,620,000 of prior year capital
project appropriations as Carryforward revenue, and anticipated
reimbursements of $2,716,500 as intergovernmental revenue
from Miami-Dade County GOB reimbursements for Utility Master
Plan capital expenses.
The FY 2018-19 Proposed Operating and Capital Budget for the
Security and Landscape Assessment Fund includes the
anticipated use of $71,300 of fund balance revenue for
anticipated operating expenses in the coming fiscal year.
Fees and Charges
The evaluation of fees and service charges, provides an
opportunity to ensure those that use the services pay for the cost
of service provision. An annual evaluation of existing fees for
service within the Village is a part of each year’s budget
development process. A comprehensive fee schedule
accompanies the proposed budget for adoption by the Village
Council to provide a singular reference point for all Village fees,
so they are clearly identified for customers and staff alike. The
annual evaluation of fees provides an opportunity, if so desired, to
limit the proportionate share of revenue generated from property
taxes. No fee changes are proposed for the coming fiscal year,
however a five-percent change to Local Business Tax Receipts was
adopted by Council in July, and the Proposed Budget
recommends a pass-through rate decrease to Water rates for the
Village Utility customers, which are proposed for incorporation
into the comprehensive fee schedule.
Water & Wastewater Utility Fund Rates and Adjustments
Water and Wastewater services within the Village are provided as
an enterprise operation. Services are funded as payments for
measurable water and wastewater services are consumed.
Pursuant to Chapter 180, Florida Statutes, municipalities are
authorized to establish just and equitable rates to be paid for the
use of the utility. Rates established as charges for services should
sustain its operations and satisfy any related debt.
Water & Wastewater Utility Rates
For the Village utility operations, water is purchased at a wholesale
rate from the Miami-Dade County Water and Sewer Department
(Miami-Dade WASD), and the City of Miami Beach applies a
wholesale rate for wastewater or sewer services which travels
through their system for treatment at to the Miami-Dade WASD
Virginia Key plant. The Wholesale water service is paid directly to
Miami-Dade WASD, and wholesale sewer services are paid
directly to the City of Miami Beach by the Village, for this reason
their rates directly affect the rates the Village charges to our
customers.
The Miami-Dade WASD has incorporated a water rate decrease in
their proposed FY 2019 Budget, and we propose to pass that
reduction on to our Village customers. The proposed wholesale
water rate change is a decrease of 3.89%, or $0.0713 cent for
Wholesale Water Rates, from $1.8341/1,000 gallons to
$1.7628/1,000 gallons. If this rate reduction were passed-through
to Village utility customers consistent with the past practice in the
last few fiscal years, it would result in an adjustment from
$4.88/1,000 gallons, to $4.81/1,000 gallons or a 1.46% rate
reduction to Village customers, as summarized below.
The pass-through wholesale water rate decrease, would save
Village customers who average 20,000 gallons per month
approximately $17.00 for the fiscal year at the new rate of
$4.81/1,000 gallons.
2016-17 2017-18 2018-19 Percent Change
MD-WASD wholesale rate $1.7341 $1.8341 $1.7628 -3.89%
Bal Harbour Village $3.05 $3.05 $3.05 0.00%
Total $4.78 $4.88 $4.81 -1.46%
Water Service Rates (per 1,000 gallons)
42
FY 2018-19 Proposed Operating & Capital Budget
We know Miami-Dade WASD does not propose a FY 2018-19 rate
increase for wholesale Sewer service rates. The City of Miami
Beach pays Miami-Dade WASD for sewer services, and the Village
pays the City of Miami Beach. As of publication of the Village’s
Proposed FY 2018-19 Operating and Capital Budget, the City of
Miami Beach is still reviewing the wholesale sewer rates through a
rate consultant and therefore are unable to provide a rate
recommendation for the coming fiscal year. Presently, the FY
2018-19 Proposed Utility Fund Budget is balanced with the
proposed rate decrease for wholesale water services, and with a
flat rate for wholesale sewer service rates.
A surcharge is included within the City of Miami Beach wholesale
sewer rate as an administrative fee and a renewal and replacement
infrastructure fee. Miami-Dade County requires a Service Fee of
$8.00 per each one hundred $100.00 of the receipts of the utility,
this 8.0% is collected on each bill as Utility Tax and is remitted to
the County at the conclusion of each fiscal year; this rate has
remained unchanged since FY 2015.
At their July 31, 2018 meeting, the Village Budget Advisory
Committee reviewed the proposed pass-through water wholesale
rate decrease and reached consensus on the recommended
reduction, and in light of the limited information on wholesale
sewer rates recommended approval of a possible rate increase
not to exceed a six-percent increase to the current Bal Harbour
However, the FY 2018-19 Proposed Operating and Capital
Budget is presented inclusive of the reduced water rate of
$4.81/1,000 gallons, and the existing sewer rate of $8.38/1,000
gallons of consumption.
2016-17 2017-18 2018-19 Percent Change
CMB wholesale rate $3.2705 $3.4179 $3.4179 unknown
Bal Harbour Village $4.96 $4.96 $4.96 0.00%
Total $8.23 $8.38 $8.38 unknown
Wastewater Service Rates (per 1,000 gallons)
43
FY 2018-19 Proposed Operating & Capital Budget
EXPENDITURES
EXPENDITURE SUMMARY
FY 2018-19 proposed expenditure by Department or Activity for
all funds inclusive of enhancements totals $27,019,200. Just
under forty-three percent of total expenditures, or $11,560,300
are within the Parks and Public Spaces Department, which is
comprised of the Public Works, Parks & Recreation, Utility,
Beautification, and Security & Landscape activities for the Village,
across all funds. Law Enforcement comprises just under twenty-
seven percent or $7,214,800 of expenditures followed by Tourism
comprising just under eight-percent or $2,117,300. Lesser single
digit percentage allocations are proposed for the remaining
departments and activities, as summarized in the following charts.
Percentage of
Total
Expenditure
Legislative $244,000 0.90%
Administration 1,328,900 4.92%
Finance 668,500 2.47%
General Government 1,744,700 6.46%
Law Enforcement 7,214,800 26.70%
Building 934,200 3.46%
Information Technology 746,500 2.76%
Legal Support Services 460,000 1.70%
Tourism 2,117,300 7.84%
Parks and Public Spaces $11,560,300 42.79%
TOTAL ALL FUNDS $27,019,200 100.00%
All Funds FY 2018-19 Proposed
Expenditure by Department / Activity
Legislative
0.90%
Administration
4.92%Finance
2.47%General
Government
6.46%
Law
Enforcement
26.70%
Building
3.46%
Information
Technology
2.76%
Legal Support Services
1.70%
Tourism
7.84%
Parks and
Public
Spaces
42.79%
All Funds FY 2018-19 Proposed Expenditure
by Department/Activity
44
FY 2018-19 Proposed Operating & Capital Budget
The FY 2018-19 proposed General Fund expenditure by
Department or Activity are comprised of Law Enforcement at just
under forty-five percent of the whole, followed by seventeen and
one-half percent for Parks and Public Spaces including the Public
Works and Parks & Recreation activities, just under eleven percent
for General Government, followed by single digit percentages for
the remaining activities, as summarized in the following charts.
GENERAL FUND
To balance the FY 2018-19 Proposed Budget inflationary
increases to expenditures and reductions to operating and capital
expense were identified, which amounted to a net decrease of
($864,100). Proposed expenditure increases included retirement
costs driven by actuarial valuations of the Village pension plans,
approved salary adjustments for the Village Council, bargaining
related increases to Police Department salaries, increased liability
and workers compensation insurance costs, and additional
expense for budgeted retiree related expenses. The impact of
these increases were offset by reductions from prior fiscal year
budgeted expenditures within Building and Permitting
professional services, rentals and leases within the Police
Department), reductions to capital expense within Public Works
and Parks Capital allocations; generating a net reduction of
$864,100. The identification of savings allowed for a balanced
base budget within existing resources.
Legislative
1.52%
Administration
8.26%
Finance
4.16%
General
Government
10.85%
Law
Enforcement
44.87%
Building
5.81%
Public Works
11.43%
Parks &
Recreation
6.03%
Information
Technology
4.64%
Legal
Support
Services
2.43%
General Fund FY 2018-19 Proposed
Expenditure by Department / Activity
Percentage of
Total
Expenditure
Legislative $244,000 1.52%
Administration 1,328,900 8.26%
Finance 668,500 4.16%
General Government 1,744,700 10.85%
Law Enforcement 7,214,800 44.87%
Building 934,200 5.81%
Public Works 1,837,700 11.43%
Parks & Recreation 970,400 6.03%
Information Technology 746,500 4.64%
Legal Support Services $390,000 2.43%
TOTAL $16,079,700 100.00%
General Fund FY 2018-19 Proposed
Expenditure by Department / Activity
45
FY 2018-19 Proposed Operating & Capital Budget
These changes bring the General Fund FY 2018-19 Proposed
Base Budget to $15,067,500, excluding proposed enhancements.
Complementary to the evaluation of available revenue resources,
the incorporation of inflationary expenditures, costs associated
with existing levels of service, and opportunities for budgetary
reductions, proposed operating and capital enhancements were
identified for inclusion in the FY 2018-19 Proposed Budget.
The proposed enhancements summarized in the following chart
provide for $895,800 in Villagewide capital improvements, the
addition of one Capital Construction Manager position and one
Accounting Clerk position, and temporary document
management assistance to the Village Clerk ($71,400), and
dedicated contractual Beach Management support ($45,000)
totaling $116,400. Combined with the base budget, the
proposed enhancements result in a FY 2018-19 Proposed
Operating and Capital General Fund Budget totaling
$16,079,700.
Additional capital funding allocations are proposed for restoration
of the Bal Harbour Jetty ($595,800), toward Utility Master Plan
Stormwater improvements ($150,000), the renewal and
replacement of fleet ($150,000) totaling $895,800 in new
appropriations for capital projects.
FY 2018-19 total Revenue with Tentative Roll / Millage $16,079,700
FY 2017-18 Adopted General Fund Base Budget 15,931,570
Variance Revenue / Expenditure $148,130
CHANGES IN PROPOSED BUDGET FROM FY 2017-18 ADOPTED BUDGET
FY 2017-18 Adopted General Fund Base Budget 15,931,570
Less Net Efficiencies (864,070)
FY 2018-19 General Fund Proposed Base Budget 15,067,500
FY 2018-19 PROPOSED GENERAL FUND OPERATING BUDGET
PROPOSED ENHANCEMENTS to the FY 2018-19 BASE BUDGET
FY 2018-19 General Fund Proposed Base Budget $15,067,500
Operating
Capital Construction Manager (GF Impact)$51,400
Temp Document Management Assistance $20,000
Accounting Clerk (No GF Impact)$0
Beach Management (GF Impact )$45,000
subtotal operating $116,400
Capital
Jetty Restoration $595,800
Stormwater Improvements $150,000
Fleet R&R $150,000
subtotal capital $895,800
Total Proposed Enhancements $1,012,200
FY 2018-19 Proposed General Fund Budget $16,079,700
Revenue Less Expense $0
46
FY 2018-19 Proposed Operating & Capital Budget
CAPITAL AND CAPITAL PROJECTS
The FY 2018-19 Proposed Operating and Capital Budget includes
capital improvements Villagewide, as summarized in the following
chart. The Proposed Budget includes new funding or
appropriations for the Haulover Inlet Jetty ($595,800), funds for
the Utility Master Plan Stormwater Improvements ($150,000), an
allocation toward the Renewal and Replacement of Fleet
($150,000), for a General Fund total of $895,800. Within the
Resort Tax Fund $95,000 is appropriated for Haulover Bridge
Improvements, and there are no new appropriations within the
Utility Fund toward the Utility Master Plan Project.
Remaining Appropriations reflect prior year revenue allocations
toward a project, net of the prior fiscal year. For all funds,
remaining appropriations total total $13,895,550, with $3,908,400
within the General fund, $95,000 within the Resort Tax Fund, and
$9,892,100 within the Utility Fund. FY 2019 projected capital
project expense for all funds are $3,938,900, of the anticipated
spend $1,223,900 is from the General Fund, $95,000 from the
Resort Tax Fund, and $2,620,000 from the Utility Fund.
General Fund Capital
The FY 2018-19 Proposed Operating and Capital General Fund
Budget includes additional investment toward the restoration of
the Jetty, the stormwater component of the Utility Master Plan
project and a renewal and replacement program for fleet. The FY
2018-19 proposed capital expenditure for the fund totals
$1,223,900, for the advancement of Jetty and Bal Harbour Park
improvements, the concept design of the 96th Street Plaza,
implementation of the CAD RMS projects within the Police
Department and stormwater improvements.
Bal Harbour Jetty: The Jetty surface is degraded and requires
significant restoration. This Bal Harbour landmark could be much
more than it is today, providing a stable pedestrian walking
surface and enhancing the overall aesthetic of the Beach. For this
reason, the FY 2018-19 Proposed Capital Plan includes the
expense of $100,000 to complete a concept plan for
improvements to the Jetty, the total appropriations for the project
now total $1,259,800. Improvement could include features such
as railing, seating, an Art in Public Spaces component, a custom
navigational lighting feature and or custom walking surface.
CAPITAL PROJECT
Re-allocation of
Prior Year
Appropriation
FY 2019
Proposed
Appropriation
Total Capital
Appropriation
(prior years &
proposed)
FY 2019
Projected
Spend
GENERAL FUND
Revenue Appropriation 895,800 6,911,052
Park Bathroom (50,000) 0 -
Sea Wall (51,700) 0 -
Village Hall Improvements 563,000 -
Jetty 595,800 1,259,800 100,000
Waterfront Park 101,700 986,100 800,000
96th Street Plaza 100,000 12,000
Jogging Path 100,000 -
Beach Furniture 75,000 -
Fleet 150,000 1,561,400 -
Information Technology 227,000 -
CAD 380,000 161,900
Collins Corridor Redesign 0 -
Utility Master Plan: Stormwater 150,000 310,000 150,000
TOTAL CAPTIAL APPROPRIATION 0 895,800 6,911,052 1,223,900
RESORT TAX FUND
Revenue Appropriation 95,000 95,000
Haulover Bridge Improvements 95,000 95,000 95,000
TOTAL CAPTIAL APPROPRIATION 95,000 95,000 95,000
WATER & WASTEWATER UTILITY FUND
Revenue Appropriation 14,917,000
Utility Master Plan: Water/Sewer 0 0 14,885,000 2,620,000
Mini Excavator 0 0 32,000 -
TOTAL CAPTIAL APPROPRIATION 0 0 14,917,000 2,620,000
47
FY 2018-19 Proposed Operating & Capital Budget
Waterfront Park Development: This project is part of the approved
Development agreement between the Village and The Bal
Harbour Shops, providing funding $3,500,000 toward the design
and redevelop the Bal Harbour Park after the charrette and plan
approval. Two community design workshops were held, resulting
in a concept plan for the park, which was approved by Council at
the May 15, 2018 meeting.
The project will redesign the site of our existing park, parking lot
and public works facility into an inviting waterfront community
park. The FY 2018-19 Proposed Capital Plan includes $800,000 for
the completion of design and architectural and engineering work
for the waterfront park. Village total appropriations toward the
project are $986,100, this is in addition to the $3,500,000
contribution from the Shops toward the completion of this project,
and $1.233 million of capital project reserve funds from FY 2017,
which could be earmarked for this project, bringing the total of
funds allocated to $5.7 million.
It is important to note the development of the Bal Harbour
Waterfront Park displaces the offices and storage facilities for the
Parks and Public Spaces Department and parking for Village Hall.
Accommodations were made within the Development Agreement
for the Bal Harbour Shops to provide shared parking for Village
Hall during construction of the Waterfront Park and before the
construction of a new Village Hall. Staff has been searching for a
facility or land with favorable terms to store our equipment and
house staff. The ideal location for this is inland, yet proximate to
the Village, enabling the facility to serve a dual purpose, for day-
to-day operations and as a hardened emergency operations
facility in the event of an extreme weather event or hurricane.
96th Street Sunset Park: Improvement of the Public entrance to
the Beach at the terminus of 96th Street, is an ideal project to
partner with the Town of Surfside on. Providing improvements to
this unremarkable entrance to one of the Village’s primary features
would prove a key enhancement to our aesthetics. The FY 2018-
19 Proposed Capital Plan includes the expense for the creation of
a project concept plan for the creation of a pedestrian plaza as an
entry feature to our linear park; the total appropriations for the
project now total $100,000.
CAD RMS: The CAD RMS project is key to enhancing the efficiency
of Police Department operations, FY 2018-19 will mark the second
and final year of implementation for this important technological
initiative. The FY 2018-19 Proposed Capital Plan includes
$161,900 to complete the installation, training and mobilization of
the system, with no further appropriations remaining.
Stormwater Improvements: The Utility Master Plan includes water,
wastewater, and stormwater improvements. Provided with
funding from the General Fund stormwater improvements are key
to the resiliency of the Village in the aftermath and during extreme
weather events. The FY 2018-19 Proposed Capital Plan includes
$150,000 for stormwater improvements, adding to $160,000 of
improvements made in the current fiscal year to Pump Station One
on Harbour Way, and North of Harbour Way on Park Dive.
48
FY 2018-19 Proposed Operating & Capital Budget
Resort Tax Fund Capital
The Resort Tax Fund includes one proposed capital project.
Haulover Inlet Bridge: The FY 2018-19 Proposed Capital Plan
includes $95,000 to restore and paint the underside of the
Haulover Inlet Bridge to bringing it back to pre FDOT construction
Bal Harbour standards.
Utility Fund Capital
The Utility Fund includes the continuation of one capital project;
the multi-year Utility Master Plan Project.
Utility Master Plan Project: The FY 2018-19 Proposed Capital Plan
continues progression on the Utility Master Plan with prior year
appropriations with $2,620,000 in proposed expenditure for
water and wastewater improvements. Anticipated expenditures
include improvements to Sewer Pump Station One, along Collins
Avenue in front of the Kenilworth and Carlton Terrace
Condominiums, Park Drive north of Harbour Way, and water
improvement in the location of Stormwater Pump One on Harbour
Way. These improvements advance the master plan toward
completion of Phase Three with our revised approach which
minimizes the disruptive impact to residents through lateral
drilling and relining of existing pipes.
PROPOSED EXPENDITURE SUMMARY OF ALL FUNDS
Bal Harbour has three primary Funds used for operating the
Village; the General Fund, the Resort Tax Fund, and the Water &
Wastewater Utility Fund. The FY 2018-19 Proposed Operating
and Capital Budget for all funds includes an overall increase just
under one and one-half percent over the FY 2017-18 Budget, as
summarized in the chart below. The General Fund inclusive of
capital appropriations reflects a decrease just under a three-
percent from the current year budget with proposed expense of
$16,079,700, the Resort Tax Fund reflects just under a two and
one-half percent decrease for the Tourism and Beautification
activities at $3,700,000, and the Water and Wastewater Utility
Fund reflects almost a nine-percent increase from the FY 2017
budget at $6,598,200. In addition, the minor Security and
Landscape Assessment Fund includes an increase of twelve and
one-half percent with a proposed expense of $641,300.
Water & Wastewater Utility Fund Proposed Expense
The Proposed FY 2018-19 Operating and Capital Budget for the
Utility Fund includes $3,978,200 in operating expense, and
$2,620,000 toward the continuation of the Utility Master Plan
capital project. Operating expenses reflect work performed for
the proprietary fund inclusive of personnel expenses, absent a
General Fund subsidy which occurred prior to FY 2015.
Expense Summary for All Funds
FY 2017
Actual
FY 2018
Budget
FY 2019
Proposed
Budget
% Change from
FY 2018 Budget
to Proposed FY
2019 Budget
General Fund $12,702,400 $16,559,600 $16,079,700 -2.90%
Resort Tax Fund 3,334,200 3,442,900 3,700,000 7.47%
Water and Wastewater Utility Fund 6,662,400 6,066,300 6,598,200 8.77%
Total Operating Revenue $22,699,000 $26,068,800 $26,377,900
Security & Landscape Assessment Fund $529,400 $570,000 $641,300 12.51%
FY 2017
Actual
FY 2018
Budget
FY 2019
Proposed
Budget
% Change from
FY 2018 Budget
to FY 2019
Proposed Budget
WATER & WASTEWATER UTILITY
Salaries & Benefits 503,600 591,100 755,900 27.88%
Other Operating 3,096,600 3,230,200 3,222,300 -0.24%
UTILITY OPERATIONS TOTAL 3,600,200 3,821,300 3,978,200 4.11%
Capital Projects 3,062,200 2,245,000 2,620,000 16.70%
UTILITY FUND TOTAL 6,662,400 6,066,300 6,598,200 8.77%
49
FY 2018-19 Proposed Operating & Capital Budget
Resort Tax Fund Proposed Expense
FY 2018-19 proposed expenditures for the Resort Tax Fund reflect
an overall decrease of 2.42% from the FY 2017-18 budget. The
Proposed Budget provides for both Tourism and Beautification
activities within the anticipated Resort Tax collections for FY 2018-
19, and an allocation of fund balance for non-recurring tourism
initiatives. Tourism, Marketing, and Beautification efforts to
enhance the overall appeal of the Village as premier destination
continue at the level of service experienced in the current fiscal
year with the additional allocation for dedicated contractual Beach
Management - Re-nourishment support ($45,000) with a matching
amount in the General Fund totaling $90,000, and for restoration
of the Haulover Bridge to pre FDOT construction standards
($95,000). Operating capital for Tourism includes proposed
expenditures for still and video design imagery refreshing the
Village’s creative collateral and promotional materials for
advertising, marketing, and public relations placements ($50,000)
and an additional luxury focused engagement in partnership with
the Greater Miami Convention and Visitor’s Bureau ($100,000).
Security & Landscape Assessment Fund
The FY 2018-19 Proposed Budget for the Security and landscape
Assessment Fund reflects an increase over the current year of
$71,300, for potential security enhancements and legal service
expenses.
For the second year in the row, the FY 2018-19 Proposed Budget
was prepared based on the rates of $2,639.53 for each Single-
Family Residential Unit, half that number, $1,319.76, for each
Unimproved Property and $10,557.12, for each Private
Recreational Facility. The FY 2018-19 proposed operating
expense for the fund requires a $44,600 allocation of fund balance
to provide a balanced proposed budget.
FY 2015
Actual
FY 2016
Actual
FY 2017
Actual
FY 2018
Budget
FY 2019
Proposed
Budget
% Change
from FY 2018
Budget
RESORT TAX FUND
TOURISM
Salaries & Benefits 191,500 159,100 192,000 258,900 283,600 9.54%
Other Operating 1,370,400 1,724,000 1,671,800 1,728,900 1,693,700 -2.04%
Operating Capital 189,900 0 400 0 150,000
TOURISM TOTAL 1,751,800 1,883,100 1,864,200 1,987,800 2,127,300 7.02%
BEAUTIFICATION/ GREENSPACE /OTHER RESORT TAX ELIGIBLE
Salaries & Benefits 323,200 357,800 290,700 247,100 249,000 0.77%
Other Operating 1,478,600 1,431,200 1,179,300 1,208,000 1,323,700 9.58%
Operating Capital 189,900 0 0 0 0
TOTAL BEAUTIFICATION/GREENSPACE 1,991,700 1,789,000 1,470,000 1,455,100 1,572,700 8.08%
RESORT TAX FUND TOTAL 3,743,500 3,672,100 3,334,200 3,442,900 3,700,000 7.47%
FY 2017
Actual
FY 2018
Budget
FY 2019
Proposed
Budget
% Change from
FY 2018 Budget
to FY 2019
Proposed Budget
LANDSCAPE & SECURITY ASSESSMENT FUND
LANDSCAPE & SECURITY ASSESSMENT AREA EXPENSE
Salaries & Benefits 33,500 40,400 39,000 -3.47%
Other Operating 495,900 529,600 602,300 13.73%
L & S ASSESSMENT TOTAL 529,400 570,000 641,300 12.51%
50
Legislative
DESCRIPTION
The Bal Harbour Village Council is made up of the Mayor and
four Councilmembers. The Mayor presides over Council
meetings and is considered the Village’s representative locally,
nationally and internationally. The Mayor and Councilmembers
set policy for the Village. Setting policy means making decisions
about what is allowed and what is not allowed in the Village,
about what services need to be provided to the residents,
businesses and visitors, and about how to solve problems that
concern citizens.
As elected officials, the Mayor and Councilmembers respond to
citizens who seek their assistance in matters involving the
governance and operation of the Bal Harbour Village. Through
the enactment of ordinances and resolutions, the review and
approval of contracts, and proclamations, the Village Council
works to improve the quality of life, economic development, and
enhanced communication between Village government and the
community.
FINANCIAL SUMMARY
FUNCTIONAL TABLE OF ORGANIZATION
BUDGET HIGHLIGHTS
• The Proposed Budget includes full funding of health
insurance coverage for the five elected officials at Point of
Service level coverage; if officials opt not to avail
themselves of the insurance, funds will not be spent.
• The Proposed Budget incorporates salary increases for
the Council Groups one, three, and five, as adopted in
September of 2017.
• The Proposed Budget does not incorporate funding for
outside legal services which impacted expenditures
during FY 2016 and FY 2017.
FY 2015
Actual
FY 2016
Actual
FY 2017
Actual
FY 2018
Budget
FY 2019
Proposed
Budget
GENERAL FUND
LEGISLATIVE
Salaries & Benefits 41,200 51,600 68,800 70,000 145,900
Other Operating 34,300 642,900 254,700 100,600 98,100
Operating Capital
TOTAL LEGISLATIVE 75,500 694,500 323,500 170,600 244,000
Citizens
Village
Council
51
52
Administration
DESCRIPTION
The Village Manager is appointed by the Village Council, and
vested with the responsibility to ensure that policies, directives,
resolutions, and ordinances adopted by the Village Council are
enforced and implemented. As the Village Chief Executive
Officer, the Village Manager is responsible for providing
executive-level leadership, vision, and guidance to the
organization, providing recommendations to the Village Council
and implementing policy directives in an efficient and effective
manner. In addition, the Village Manager is responsible for the
daily operations of the Village, preparing and administering the
budget, planning the development of the Village, supervising
Village employees, interacting with citizen groups and
businesses, and is otherwise responsible for the health, safety,
and welfare of the residents, members of the business
community, and the visitors to the Village.
The Administration operating budget includes the following
functions:
• Human Resources, which is responsible for personnel,
recruitment, benefits, compensation, risk management
and labor relations.
• General Administration, which encompasses activities
related to the coordination and supervision of day-to-day
operations of the Village administration, including
contract management, records management, agenda
coordination, and information technology, among others.
• The Village Clerk is appointed by the Village Council and
serves as the secretary and custodian of the Village Seal,
compiling official Village Council committee agendas and
minutes, and serving as the facilitator in providing public
records and information expeditiously to the Village
Council, the public, Village staff and other governmental
agencies.
FUNCTIONAL TABLE OF ORGANIZATION
Village
Council
Village
Manager
Human
Resources
Information
Technology
General
Administration
Village Clerk
53
Administration
FINANCIAL SUMMARY
BUDGET HIGHLIGHTS
• The Proposed Budget incorporates funding for temporary
records management assistance for the Village Clerk
($20,000).
• The Proposed Budget incorporates funding for the
Village’s participation in the Best Buddies program
($15,000).
SIGNIFCANT ACCOMPLISHMENTS
• Ended the fiscal year with an operating budget surplus of
$1.6 million.
• Renegotiated Village Attorney contract to retain the
expertise of Weiss Serota while significantly reducing
costs for routine legal services.
• Overhauled and updated the Village’s sign ordinance to
harmonize with the Village’s new development projects.
• Coordinated a beach re-nourishment roundtable
discussion with the County Mayor with the long-term goal
of creating an advocacy coalition with our neighboring
coastal cities.
• Entered into a milestone agreement with the Bal Harbour
Civic Association to allow for the formation of an
autonomous homeowner’s association within the Gated
Community.
• Coordinated a Village Council retreat to develop group-
solving strategies and memorialize the priorities for the
Village’s long-term goals – with specific focus on beach re-
nourishment, tourism, and the new waterfront park.
• Reached a settlement with Flamingo Way, which granted
the Village important utility easements and access to
future greenspace.
• Opened a new public Skate Park at Haulover in
partnership with neighboring cities.
• Entered into a development agreement for the new
Beach Haus project, which encompasses the
redevelopment of the former Quarzo site.
• Hosted two public design workshops to gather
perspectives and desires from residents for the new
waterfront park.
• Successfully acquired property for a new off-site Parks
and Public Spaces operating facility.
• Published over 200 LTC detailing weekly events, police
information, monthly check disbursements, along with
policy changes and other pertinent information for
Council.
FY 2015
Actual
FY 2016
Actual
FY 2017
Actual
FY 2018
Budget
FY 2019
Proposed
Budget
GENERAL FUND
ADMINSTRATION
Salaries & Benefits 850,400 912,100 994,000 1,103,900 1,186,200
Other Operating 79,500 60,800 59,900 113,400 142,700
Operating Capital
TOTAL ADMINISTRATION 929,900 972,900 1,053,900 1,217,300 1,328,900
54
Administration
Village Clerk
• Conducted, supervised and successfully completed the
qualification and election processes for the November
2018 General Municipal, and have begun the 2020
election cycle. All elections-related documents, including
candidate qualification papers, campaign finance reports,
and certified election results, were promptly made
available for public access on the Village’s website.
• Purchased, installed and implemented a closed-
captioning software to compliment live streaming of
Village Council Meetings in compliance with ADA and
FCC accessibility standards.
55
Information Technology
DESCRIPTION
As a part of Administration, Information Technology provides
support services to both internal and external customers to
enhance operational effectiveness and continuity through
technology. Through a contracted service delivery model
information technology provides sound, secure and stable
infrastructure, allowing for the smooth flow of communications
and information.
FINANCIAL SUMMARY
BUDGET HIGHLIGHTS
• The Proposed Budget continues to provide contractual
Information Technology services through Calvin Giordano
and Associates, consistent with current fiscal year levels of
service.
• The Proposed Budget reflects a capital reduction of
$212,200, as a result of the implementation of of the CAD
RMS system commenced in the current fiscal year with
completion in FY 2019.
SIGNIFICANT ACCOMPLISHMENTS
• Implemented and configured new network environment
with Dell servers, storage solution, and backup solution for
upcoming Police Computer Aided Dispatch (CAD)
Superion Software.
• Build and installed network rack and remodeled server
room to accommodate new CAD hardware.
• Configured new virtual environment with new cluster,
hosts, and virtual servers to accommodate CAD
environment.
• Implemented and configured new firewall access control
list for new CAD environment.
• Configured Dell network switches to ensure high rate read-
write transfer rate with CAD environment.
• Migrated to disked based backup solution for high
performance network backups for CAD and Village
network environment.
• Implemented Carbonite cloud network back to ensure
redundant network backup, including fileshare
documents.
• Coordinated with the Finance Department to deploy
online payments for Utility Billing and Business Tax Receipt
on the Village website and Village app.
FY 2015
Actual
FY 2016
Actual
FY 2017
Actual
FY 2018
Budget
FY 2019
Proposed
Budget
GENERAL FUND
INFORMATION TECHNOLOGY
Salaries & Benefits 0 0 0 0 0
Other Operating 128,100 180,900 287,400 256,200 320,600
Operating Capital 170,600 177,800 51,200 638,100 425,900
TOTAL INFORMATION TECHNOLOGY 298,700 358,700 338,600 894,300 746,500
56
Information Technology
• Coordinated with the Building Department, Finance
Department and Smartgov (Building Department
permitting application) to integrate online payments for
permits through the Village website and Village app.
• Purchased a third redundancy wireless line for Police
Dispatch to ensure communication continuity during
critical incidents.
• Ensured continuity of internet during critical incidents by
purchasing Cradlepoint LTE router for redundancy of
internet, email, and VoIP systems.
• Migrated AVLS Trackstar software to new web environment
which will allow fleet access across multiple platforms
which includes internet browsers, smartphones, and
tablets.
• Transitioned to new Sharp multi-function printers to ensure
high performance, efficient printing, copying, and
scanning for Village.
• Successfully completed FDLE Police audit to meet the
requirements for the Criminal Justice Information System
(CJIS) Compliance.
• Coordinated demonstrations with software vendors for
productivity applications for the electronic plan review
process for the Building Department and staffing and
scheduling software for the Police Department.
• Upgraded payment terminal in the Village reception area
to payment card industry (PCI) compliant standards.
57
Legal Support Services
DESCRIPTION
Village legal services are provided by Weiss Serota Helfman, Cole
and Beirman, P.L., a full-service municipal law firm (the “Firm”).
The Firm has served as Village Attorney for more than 20 years,
providing guidance to the Village Council, its advisory committees
and Village staff on a wide array of legal matters in order to ensure
that the various laws, rules and requirements of the local, state and
federal governments are understood and followed by the Village.
While the legal services required by the Village vary slightly from
time to time, the Firm employs attorneys with expertise in each
area of the law that has been or may be required.
FINANCIAL SUMMARY
BUDGET HIGHLIGHTS
• Funding for legal support services is shared by all funds
based upon the nature of the work performed, at $390,000
the General Fund has the largest share of the total annual
expense. This includes $300,000 for general legal
expenses, $40,000 for Defense of Officials, $25,000 for
Legal Fees, and $25,000 for Litigation. The Proposed
Budget allocation for the remaining funds are $50,000 for
the Utility, $10,000 for Resort Tax, and $10,000 for the
Security and Landscape Assessment Fund.
• Base legal fees are $480,000, for FY 2017-18, additional
fees are incurred for cost recovery, litigation activities, and
at times outside legal services which are not incorporated
in the FY 2017-18 Proposed Budget.
• Base legal services are now provided under a current
retainer agreement with a fixed fee component of
$30,000/month resulting in a cost savings to the Village for
FY 2018-19; not included in the fixed fee are litigation
expenses, support for collective bargaining negotiations,
and Security and Landscape area related legal support.
FY 2015
Actual
FY 2016
Actual
FY 2017
Actual
FY 2018
Budget
FY 2019
Proposed
Budget
LEGAL SUPPORT SERVICES (All Funds)
Salaries & Benefits 0 0 0 0 0
Other Operating 511,000 634,500 575,685 480,000 460,000
Operating Capital
TOTAL LEGAL SUPPORT SERVICES (ALL FUNDS )511,000 634,500 575,685 480,000 460,000
58
SIGNIFICANT ACCOMPLISHMENTS
Litigation:
• Settled Bal Harbour Yacht Club, Inc. litigation, and
implement settlement.
• Settled Flamingo Way Enterprises, LLC litigation.
• Continued monitoring of the litigation involving ownership
of park properties in gated community.
• Adopted milestone agreement with Bal Harbour Civic
Association, Inc.
• Defended red light camera program in Florida Supreme
Court and other courts.
• Continued the defense of four challenges to Shops
expansion approved in FY 16-17 (two petition responses,
one answer/affirmative defenses, and one motion to
dismiss filed, along with responses to numerous motions
to strike and other motion practice).
• Prevailed on appeal of challenge regarding charter
amendment petitions.
• Provided regular email updates to Council on significant
developments in pending litigation.
• Scheduled Council executive sessions as needed to
manage litigation.
• Supported the Police Department regarding employment
actions.
• Supported the Village Clerk in records requests and
maintenance activities related to litigation matters.
• Contested Value Adjustment Board appeals for all units in
Oceana and certain units in St. Regis as requested by the
Village Manager.
Legislation:
• Drafted hate crime (adopted) and anti-Semitism
ordinances (adopted), and related police standard
operating procedure.
• Drafted ordinance regulating Private Club marina activities
(adopted).
• Drafted automatic tipping ordinance (adopted) and advise
staff on implementation. Drafted revision to the automatic
tipping ordinance requested by staff based on
implementation experience (adopted).
• Drafted changes to the Comprehensive Plan and Code to
implement the grandfathered apartment hotel use in RM-5
(adopted), and settle related unsafe structures proceeding
to achieve code compliance and enable redevelopment of
Beach Haus without challenge. Advise on the impact of
Quarzo bankruptcy proceedings.
• Drafted B District access ordinance and related materials
and provide advice re minor site plan amendment for Bal
Harbour Shops expansion (rejected by Council). Draft and
review materials related to site plan adjustment for Bal
Harbour Shops expansion (approved by the Manager).
• Drafted sign code revision, and revise to address input
from business properties as requested by Village staff
(adopted). Advise re implementation.
• Reviewed, finalized and obtained compliance finding for
adoption of EAR-based comprehensive plan amendments
prepared by Village Planner, along with pending water
supply plan and small-scale plan amendments, without
challenge (adopted).
• Revised Code re Plan policy allowing bicycles on sidewalks
(adopted).
59
• Drafted ordinance for color palette requirement under
Chapter 5.5 (pending).
• Drafted sea turtle lighting ordinance (pending).
• Advise staff re floodplain ordinance (pending).
• Drafted dock ordinance (pending).
• Drafted ordinance to officially adopt a new Village seal
(pending).
Administration Support:
• Continued drafting and implementing form agreement
language for common Village activities, while drafting
unique agreements for procurements and activities that
are not suitable for form agreements. Improve warranty
provisions for Village agreements. (This project
commenced in the second half of FY 16-17.)
• Updated all tourism-related agreements, and accomplish
various other tourism procurement activities.
• Advised staff and Council in soliciting and selecting new
Village Engineer and other engineering consulting
services in accordance with state law, and prepare various
related agreements and resolutions.
• Procured construction services related to sewer and other
public works activities, and prepare various related
agreements and resolutions. Advise Village regarding FPL
claim for damages to its lines from sewer project, and
evaluate potentially responsible parties and remedies.
• Supported response to Hurricane Irma in September 2017
and provided contract development assistance for future
events.
• Advised re implementation of new noise ordinance and Bal
Harbour Shops development agreement and approvals
(both adopted in FY 16-17). Drafted second interim lease
for the police department at Bal Harbour Shops (adopted).
• Prepared options to purchase and contracts for potential
Public Spaces property in North Miami. Advised Public
Spaces re registration and ROW use regulations.
• Met with staff and police union regarding implementation
of change to FRS for future hires. Advised re interpretation
of pension ordinances. Advised police re civil citations.
Worked with police to negotiate and draft agreements
related to Superion CAD RMS. Review proposed LETF
purchases. Initiate police collective bargaining.
• Advised Clerk on ADA issues related to Village videocasts,
on public records matters, and on Village election in
November 2018.
• Attended Special Magistrate hearings on request, and
advise Village Code Enforcement staff. Advise staff on
permit and compliance matters with St Regis and Beach
Haus.
• Advised new Building Official on interpretation of the
Village Code and Building Code, and on the operation of
Architectural Review Board. Analyze and advise staff re
variance applications, medical marijuana uses,
interpretation of code standards and other development
issues. Review various applications, including unities of
title.
• Drafted modified Memorandum of Understanding
regarding Skatepark. Reviewed various interlocal
agreements for school nurse, mutual aid, and other
matters.
• Reviewed Finance items related to annual budget, millage
rate, special assessment resolutions and implementation.
Analyzed issues re use of assessment monies for legal fees.
• Reviewed all Council agenda items, and draft various
memos, summaries, agreements, and resolutions.
60
Other:
• Brought the Village Attorney function under a current
retainer agreement with a fixed fee component resulting in
a cost savings, as requested by the Village Council.
• Staffed the Architectural Review Board and train all boards
and board member replacements. Began to staff Resort
Tax Committee in January 2018.
• Trained police pension board.
• Participated in Village Council Retreat.
• Attended multiple Village Council park, tourism, and
beach re-nourishment workshops.
• Responded to Council and Village Staff inquiries regarding
the application of ethics rules to Village activities.
61
General Government
DESCRIPTION
The General Government activity has historically included
expenses which were not uniquely attributable to a specific
operating department. Beginning with fiscal year 2015, this
activity was refined to exclude facility maintenance and transit
operating related expenses, which are now reflected within the
Parks and Public Spaces Department. The Village Receptionist,
was historically located within this activity, but has been
included as a part of Administration. In addition, expense
related to liability insurance, debt service, payouts for retiring
employees, excess benefit plan expenses, cost of living
adjustment (COLA) for employees, and the establishment of a
capital projects reserve are included within this activity.
FINANCIAL SUMMARY
BUDGET HIGHLIGHTS
• The Proposed Budget includes funding for Excess Benefit
Plan expenses for former Village Manager ($71,610).
• The Proposed Budget includes funding for potential
payouts for the separation of tenured employees during
the coming fiscal year ($111,000), and COBRA related
insurance expense for retirees, which are offset by
participant payments ($67,000).
• The Proposed Budget includes a Capital Projects Reserve
($200,000) for use toward future capital projects, a
general contingency line item at two percent ($320,000),
and budget stabilization reserve to mitigate the impacts
resulting from Value Adjustment Board action ($150,000).
FY 2015
Actual
FY 2016
Actual
FY 2017
Actual
FY 2018
Budget
FY 2019
Proposed
Budget
GENERAL FUND
GENERAL GOVERNMENT
Salaries & Benefits 228,200 173,800 121,600 284,500 537,900
Other Operating 459,900 645,700 624,500 1,072,600 1,006,800
Operating Capital 1,050,000 1,109,300 0 200,000 200,000
TOTAL GENERAL GOVERNMENT 1,738,100 1,928,800 746,100 1,557,100 1,744,700
62
Finance & Budget
DESCRIPTION
As a part of Village Administration, the Finance Department
delivers financial services for sound management decision-
making and is responsible for centralized accounting, cash
management, financial and debt management, tax and utility
collections, and preparation of the annual budget.
The Finance Department provides fiscal and accounting controls
over financial resources by processing vendor payments, and
payroll, maintaining the Village’s financial management and
utility billing system, and issuing annual of financial reports.
The Finance Department serves both internal and external
customers, including those entities conducting financial
transactions with the Village including Water and Wastewater
Utility customers, Local Business Tax renewal and Resort Tax
customers, and vendors providing Village services. The
Department prepares non-ad valorem special assessment rolls,
issues and collects local business tax receipts, and resort taxes,
issues timely financial statements and quarterly and annual
compliance documents for funding partners, in addition to
managing and monitoring all fiduciary assets and related debt.
FUNCTIONAL TABLE OF ORGANIZATION
FINANCIAL SUMMARY
SIGNIFICANT ACCOMPLISHMENTS
• Enhanced our use of technology through the
development and rollout of online payments for the
convenience of our customers, and improved our use of
the ADP payroll system functionality and control
environment.
• Developed a secure portal for the processing of online
utility payments. The payment page coded by our Village
Controller and launched in June, includes the option to
make a one-time payment, setup recurring payments, and
the ability to opt out of receiving paper bills for the
convenience of Utility customers.
• Implemented the merchant service connector through
First Data’s Payeezy platform establishing online payment
functionality for the Building and Permitting system to
FY 2015
Actual
FY 2016
Actual
FY 2017
Actual
FY 2018
Budget
FY 2019
Proposed
Budget
GENERAL FUND
FINANCE
Salaries & Benefits 436,600 408,700 489,700 534,700 522,200
Other Operating 82,200 99,700 124,400 160,300 146,300
Operating Capital
TOTAL FINANCE 518,800 508,400 614,100 695,000 668,500
Finance Director
Centralized
Accounting & Cash
Management
Financial Reporting
and Account
Monitoring
Budget
Development
Tax and Utility
Administration &
Collections
63
Finance & Budget
enhance the control environment for payments, customer
convenience, and processing efficiencies. Also launched
in June, this online payment functionality has increased
collaboration between the Building and Finance
Departments on the closure of daily batches, and
synchronizing of revenue between the two departmental
systems.
• Increased visitors to our Village website by twenty-three
percent (23%) in one month as a result of the online
payment customer service offerings; online payments are
now the 11th most visited link on the Village’s website,
status we expect to improve after the recent launch of
Business Tax Receipt renewal online payments, and the
September launch of Resort Tax, and Accounts
Receivable payments online.
• Developed and the payment page and established the
online payment portal for the convenience of Resort Tax
customers to file their monthly affidavits and returns
electronically, and the functionality for annual Business
Tax Receipt renewal payments; providing a significant
convenience to our customers with remote corporate
offices.
• Identified and implemented credit card processing
savings as much as 1% to 1.5% on interchange rates for
the Village by adding Level three advanced certified
payment technology by providing commodity code detail
for the convenience of corporate and government
cardholder accounts.
• Ended FY 2017 with General Fund revenue in excess of
expenditure of $1,633,828 or 10.5% of the Amended
Budget, with an Unassigned fund balance for the General
Fund at year end, totaling $12,890,300, close to one-year
of operating expenses.
• Continued to add to the Capital Projects Reserve, which
now totals $3,592,300 and the IT Renewal and
Replacement Reserve, which now totals $400,000 of
assigned fund balance for these future Village projects.
• Completed the FY 2017 Village annual external audit with
the issuance of the Comprehensive Annual Financial
Report by February of 2018; the Miami-Dade County
Audit and Management Services Department conducted
an audit of the Citizen’s Independent Transportation Trust
funds disbursed to the Village from FY 2013 through FY
2017, identifying the attainment of the Village’s required
annual maintenance of effort (MOE) in advance for the
next seven years. In total these engagements spanned ten
months of a twelve-month period, necessitating
significant direct support from the CFO, Controller, and
Finance Staff in addition to the completion of their daily
duties.
• Successfully submitted damage assessment schedules,
estimates for repairs, actual cost, and supporting
documentation to the Federal Emergency Management
Administration (FEMA) in pursuit of reimbursement for
Hurricane Irma related damage expenses for the Village;
working closely with our FEMA liaison and the Parks and
Public Spaces Department, this process commencing in
October has resulted in the approval and advancement of
subaward and grant agreements from the State, with
more to come in FY 2018-19. 5
• Proactively provide notification to residential Utility
customers of potential leaks through the use of improved
system data.
• Issued 277 Business Tax Receipts, generating $716,400 in
general revenue to the Village.
64
Finance & Budget
• Awarded the Government Finance Officer Association
(GFOA) Certificate of Achievement for Excellence in
Financial Reporting for the third year in a row.
• Completed timely filing of the FY 2016-17 Annual
Financial Report to the State of Florida Department of
Finance.
• Completed the timely filing of the FY 2016-17 Annual
Audit Report to the State of Florida Auditor General’s
Office.
• Issued monthly check by date reports which allows the
public to view all vendor payments, and wire transfers
issued by the Village to further enhance transparency.
• Prepared the annual operating and capital budget in
compliance with State Laws.
• Prepared the non-ad valorem assessment rolls in
compliance with State Laws to facilitate the collection of
Solid Waste and Security and Landscape Assessments by
the Miami-Dade County Tax Collector.
BUDGET HIGHLIGHTS
• The Proposed Budget includes the proportionate split of
employee costs for direct work performed on the Water
and Wastewater Utility system within the Utility Fund.
• The Proposed Budget includes one new Finance Clerk
position at a base salary of $40,000/year; the expense for
this position is shared between the Utility and General
Funds.
65
66
Police Department
DESCRIPTION
The Bal Harbour Police Department (BHPD) came into existence
in 1946 when the Village was incorporated. The BHPD provides
public safety services to Village residents, visitors and businesses
based on a community policing philosophy. The BHPD is
comprised of two main functions; Operations and
Administration.
Operations Division
The Operations Division is the most visible representative of
Village services, with 24 full-time sworn personnel and 10 civilian
staff members, including support staff, dispatchers and Code
Officers. This Division is responsible for high profile, proactive
public safety and crime prevention patrol functions including:
• Directed Patrol (including bike patrol, golf cart, ATV,
and beach patrol)
• Marine Patrol
• Traffic Enforcement
• Code Enforcement
In addition, this Division is responsible for reactive public safety
services, such as responding to calls for service, as well as the
investigation of any crimes, which occur within the Bal Harbour
Village jurisdiction. A summary of primary activities includes:
• Criminal incident investigative follow up
• Prosecution of cases via the Criminal Justice System
• Tracking crime trends and Uniform Crime Reporting
(UCR) to the State of Florida
• Arrest and Search Warrant Affidavit Coordination and
Verification
Administration
The Police Administration, which includes the Office of the Chief
of Police, is responsible for the fulfillment of the mission of the
BHPD by providing leadership, and the establishment of the
managerial functions of planning, organizing, motivating,
controlling, disciplining and coordinating the subordinate
members of the police department, inclusive of:
• Budget monitoring and fiscal management
• Personnel management consistent with Fair Labor
Standards/Collective Bargaining Agreement/State Law
Enforcement Standards
• Media Relations
• Mutual aid coordination with local, state and federal law
enforcement agencies
• Establishment of policies, protocols and regulations to
complete the Police Department’s service mission within
the guidelines of State procedural law and substantive
law.
Support and departmental logistics also form part of the Police
Administration functions, including:
• Emergency Communications (9-1-1 radio service)
• Sworn mandatory training, such as firearms and tactics, as
well as ensuring that sworn officers receive necessary
legal updates (i.e., new State statues, procedural law
updates and changes, etc.)
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Police Department
Support functions also include:
• Fleet Management
• Equipment inventory and maintenance
• Property and Evidence Management
• Off Duty and Special Event Police Service Coordination
• Internal Affairs and Personnel Compliance
• Major Event Coordination and Operational Response
• Beach Access Permitting.
FUNCTIONAL TABLE OF ORGANIZATION
FINANCIAL SUMMARY
BUDGET HIGHLIGHTS
• The Proposed Budget incorporates required collective
bargain related expenses, including Supervisor Pay, Night
Differential, and Education Pay ($85,600).
• The Proposed Budget incorporates increased community
outreach and community relations activities with funding
for five (5) special events ($14,500).
• The Proposed Budget includes additional funding for
police off-duty expenses at the same rate as the current
fiscal year ($350,000), which are directly offset by
corresponding revenue for services; the hours could
increase during the year dependent on the progression of
the Bal Harbour Shops project.
• The Proposed Budget includes an increase in retirement
expenses as a result of the actuarial valuation of our
pension plans ($268,100).
• The Proposed Budget includes an increase to overtime
expenses sufficient to provide coverage for special events
and strategic initiates in the new year ($42,600).
Office of the
Chief
Administrative
Services
Public Safety
Communications Code Compliance Operations
Patrol Marine Patrol Criminal
Investigations
FY 2015
Actual
FY 2016
Actual
FY 2017
Actual
FY 2018
Budget
FY 2019
Proposed
Budget
GENERAL FUND
LAW ENFORCEMENT
Salaries & Benefits 5,000,100 5,718,100 5,254,800 6,010,700 6,407,100
Other Operating 1,042,900 932,600 695,600 878,100 792,700
Operating Capital 147,800 55,000 15,000
TOTAL LAW ENFORCEMENT 6,043,000 6,650,700 6,098,200 6,943,800 7,214,800
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Police Department
• The Proposed Budget includes a reduction in lease
expenses due to the early pay-off of vehicle leases in the
current fiscal year ($226,650); a fleet renewal and
replaced line has been added into General Government
to provide for purchases in future years ($150,000).
• The Proposed Budget includes life scans for the health
screening of employees for $380 each.
SIGNIFICANT ACCOMPLISHMENTS
• Experienced a reduction in property crimes of 12.9% from
2016 and by 24% from 2014, which can be attributed to the
Bal Harbour Police Department’s proactive policing tactics.
These tactics include the deployment of personnel and
resources that provide high visibility patrols in target areas
and enhanced traffic enforcement aimed at preventing and
deterring criminal activity.
• Reduced 2017 Total Part I UCR (violent) Crimes by 12.6%
from 2016, and 23% since 2014; and cleared 31.3% of Part
I crimes by either arrest or exceptional clearances. The
national average clearance rate on Part I property crimes
range between 13.1% - 20.4 %. In 2017, the police
department’s clearance rate was well above the national
average.
• Trained an additional six (6) officers in Marine Patrol
Operations, receiving instruction on navigation, vessel
operations, boarding, and maritime law. The certification
of these officers in Marine Patrol Operations will ensure
that there are multiple officers on each shift with the
required certifications to operate the Department’s vessel.
In addition, it will give the Department greater flexibility to
augment marine patrols during normal operations as well
as peak periods.
• Officers attended multiple active shooter training courses
hosted by the Federal Law Enforcement Training Center
(FLETC) and former military personnel. Topics of emphasis
were single-man entry tactics, verbal commands, link-up
tactics with other agencies, and practical role play
exercises.
• Participated in field force training as part of the Regional
Field Force Unit, which includes eight (8) additional
agencies in the surrounding area.
• Procured and distributed equipment to outfit up to ten (10)
field force officers, should the need arise to deploy them.
• Procured simulated training ammunition and weapons, as
well as associated protective gear for every officer. The
training equipment will enhance officers’ response to high
liability incidents, high risk traffic stops, building searches,
active shooter scenarios, and training tactics.
• Completed the procurement process for the Computer
Aided Dispatch and Records Management System (CAD
RMS). The selected vendor, Superion, was approved by
the Village Council, and is expected to be fully
implemented in April 2019.
• Upgraded the IT infrastructure required for the
implementation of CAD RMS, including servers and
expanded data backup capabilities.
• Enhanced patrol presence during special events and high
holy days to ensure the safety of all residents and guests
through heightened security measures and visibility
patrols.
• Completed a hurricane emergency table top exercise to
ensure proper protocol of the Bal Harbour Village Critical
Incident Operations Plan. Department Directors were put
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Police Department
through several realistic decision-making scenarios to
prepare for possible critical incident situations.
• Reorganized existing staff to create an additional Police
Lieutenant, which is part of to the Police Department’s
Command Staff. The Lieutenant will manage the
Department’s accreditation process and provide oversight
of the Criminal Investigations Division.
• Commenced the Bal Harbour Police Department state
accreditation process, including an initial review of all
department policies and procedures.
• Expanded the Police Reserve Officer Program to include
four (4) additional Reserve Officers (RO). The ROs’ are
experienced retired officers that will provide volunteer
police assistance and augment police services as needed
for traffic control, special events details and off duty details.
• Increased community outreach and relations activities and
events. The police department’s efforts enhance
community partnerships with department personnel,
facilitated an opportunity to share crime prevention
strategies, and elicit feedback from residents and business
owners regarding community concerns. Some notable
events include: Cops & Kids, Rotary Club 5K, Holiday Toy
Drive, Book Bag Give Away and Feeding Homeless
Veterans.
• Implemented the Civil Citation Program through an
Interlocal Agreement with Miami-Dade County, which
provides the Bal Harbour Police Department (BHPD) with
an additional enforcement mechanism for a number of
misdemeanor crimes, the program will reduce the time
and cost associated with processing and arresting
individuals for minor offenses.
• Implemented the Village’s Anti-Semitism and Hate Crime
Ordinances and developed an Anti-Semitism and Hate
Crime departmental policy that outlines the officer’s
responsibility and investigative protocols.
• Hosted a community Autism Awareness Training to create
an open dialogue about Autism and how to interact
and deal with people with autism and families with a
child who has autism.
• Awarded two (2) scholarships to the Police Academy on
behalf of the Chief Mark N. Overton Legacy Memorial Fund
in collaboration with the Rotary Club of Bal Harbour to
encourage and assist individuals interested in the law
enforcement profession.
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Building Department
DESCRIPTION
The Building Department is responsible for Enforcing the Florida
Building Code, Village Ordinances, and Miami-Dade County
Ordinances. In House Building Department Professionals (Village)
employees work together to provide permitting, plan review and
inspection services to Village residents as governed by the Florida
Building Code.
The Building Department is self-funded through permit fees, and
is specifically, per the Florida Building Code required to:
• Enforce the Florida Building Code;
• Coordinate with outside departments including Fire,
DERM, Public Works, and Utilities;
• Perform Building, Mechanical, Electrical, Plumbing and
Structural plan review;
• Performs inspections for all Building Code disciplines;
and
• Issue Permits, Certificates of Completion and Occupancy.
The unique needs of the Village’s Building Department
necessitates additional responsibilities. Some of the additional
work unique to this Village includes:
• Review of all plans prior to submittal to the Architectural
Review Board (ARB) and making the appropriate
recommendations;
• Verification of compliance with the Zoning through plan
review and inspections;
• Enforcing ARB Certificates of Appropriateness through
construction completion;
• Administering the Community Rating System to ensure
residents receive maximum discount for flood insurance;
• Representing the Village in Local Mitigation Strategy
Groups;
• Participating in ISO’s Building Code Effectiveness Grading
Schedule which is used to develop insurance rates for
individual properties; and
• Implementing a standardized permitting system through
development of a standard operating procedures manual
and standardization of forms and letters.
FUNCTION TABLE OF ORGANIZATION
Building
Official
Permitting Inspections FEMA Flood
Regulation
Building and
Records
Routing
PZ &
Architectural
Review Board
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Building Department
FINANCIAL SUMMARY
BUDGET HIGHLIGHTS
• The Proposed Budget includes a funding reduction to
Professional Services due to the transition away from a
purely contractual service delivery model ($199,100).
• As an optimal model for service delivery the Proposed
Budget incorporates funding for an in-house Building
Official, three permit Clerks, and a Chief for Building and
Roofing; part-time positions include an Electrical Inspector,
Plumbing Inspector, Structural Engineer, and contracted
expenditures for other professional services to supplement
staff.
• For the second fiscal year, the Proposed Budget provides
for a fully self-sustaining Building and Permitting
Department; no General Fund subsidy to departmental
operations are necessary, as the permit fees collected
cover the cost of services delivered.
SIGNIFICANT ACCOMPLISHMENTS
• A Customer Service Survey has been made available to BD
Customers in order to obtain feedback. Feedback from
Building Department customers. including Residents,
Permit Expeditors, General Contractors (GC) and
Architects and Engineers was evaluated as "Excellent".
• Completed the transition from CAP Government to a new
service deliver model for permitting services, continually
train staff in building department processes and
procedures and the importance of delivering excellent
customer service.
• All active records and files have been organized by
address and Permit Clerks have started scanning files and
requesting an electronic version of Village Copy permit
plans and as-builts.
• New Permit Application and Permit Submittal Checklist
detailing concise submittal requirements required for
permit issuance and constant training and efficient
assignment of permit clerk tasks to expedite permit
processing.
• In response to resident GC concerns, implemented Pre-
Construction Meetings with GC and GC Affidavit
Acknowledgment of Village Construction Ordinances.
• Chief Building Inspector monitors in house plan review and
inspection team to ensure acceptable plan review
turnaround times and meets inspection deadlines as
requested by permit applicants.
FY 2015
Actual
FY 2016
Actual
FY 2017
Actual
FY 2018
Budget
FY 2019
Proposed
Budget
GENERAL FUND
BUILDING & PERMITTING
Salaries & Benefits 93,500 227,600 436,200 659,900 749,600
Other Operating 920,800 562,100 312,900 364,300 184,600
Operating Capital 0
TOTAL BUILDING 1,014,300 789,700 749,100 1,024,200 934,200
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Building Department
• Implemented Online Permit Payments and established a
deadline of August 31, 2018 to accept only credit cards.
No cash and no checks unless a special project is
authorized by the Building Official. This achieves
separation of Permit Clerks and Cashier which is a standard
business practice ensuring financial accountability.
• Submitted annual CRS Recertification documents required
by FEMA and maintained a CRS Recertification with a Score
of 8, ensuring residents lower flood insurance costs.
• Participating in the South Florida Regional Planning
Council’s Project Flood Resilience Resources, which will
compile maps of the Village’s flood risk from storm surge
and sea level rise as well as provide comprehensive plan
amendments to ensure our Villages Coastal Management
element fulfils specific requirements of the Florida Statute
163.3178(2)(f).
• Enforcing Permit Fee ordinance regarding building
valuations that has resulted in achieving 2018 Building
Department Revenue goals ahead of schedule by 2 months
and processed 1,079 permits in 10 months.
• Enforce the new building Permitting Fee schedule for the
Village. Review project evaluations submitted by permit
applicants at the time of permit applications and at the time
of CO/CC applications for general conformance with
current industry costs, which have resulted in revenue
increases.
• Continue to update building department operations
manual and procedures as required. Forms are published
on the Village portal.
• New permitting system was implemented on February 1,
2017. BD Continues to close out electronic files in the
previous Energov system as projects are transitioned to
new software.
• Continue to monitor and review all Village properties for
compliance with 40/10/10 year re-certifications.
• Standardized a Paint Palette in order to deliver improved
customer service and lower cost of residential painting
expenses for residents so that residents do not have to
submit their paint projects to ARB ($250) and submit paint
permit application ($150).
• Started Daily reconciliation of permit fees collected per day
and submits to Finance on a daily basis. Overall improved
coordination with Finance.
• Improved coordination with Code Compliance per Audit
Report. In house Inspectors coordinate with Code and are
available for consultation on violations and assist in
issuance as appropriate.
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74
Parks and Public Spaces Department
DESCRIPTION
The Parks and Public Spaces Department, is comprised of four (4)
areas of focus; Facilities, Public Works, Recreation and
Greenspace Management. Each unit provides services in support
of the Department’s areas of responsibility. The Department
provides public right-of-way and infrastructure maintenance
services; utility and solid waste management, landscape design
and maintenance, as well as recreation program management.
These activities are conducted by a small team of in-house staff,
along with various contracted service providers. Additionally, the
Department provides management and support for all Village
conducted capital improvement projects, supports the Building
Department’s permitting activities, operates the community
shuttle service and supports the enforcement activities of the Bal
Harbour Police Department’s Code Compliance Division.
Facilities
The Facilities Unit is responsible for the maintenance, repair, and
operation of Village buildings and equipment at the following
sites:
• Village Hall
• The Police Department Administration and Annex
• The Recreation Center
• Bal Harbour Park
• The Public Works Operations Warehouse
The Facilities Unit also provides services in the following areas:
• Village wide cleanliness
• Street and landscape up lighting maintenance
• Street furniture and signage maintenance
Public Works
The Public Works Unit provides services related to the repair,
maintenance, and operation of Village infrastructure, and other
services including:
• Water, sewer and storm water utility system maintenance
and operation
• Solid waste collection, disposal and recycling services
• Capital Project management
• Plan reviews*
• Code enforcement support
• Pedestrian walkways and surfaces maintenance
• Curb, gutter and roadway maintenance
• Community shuttle services
• Park maintenance
*The Public Works Unit supports the Building Department with the
review of all utility and landscape related plans submitted for
permitting to the Building Department and post construction
utility and landscape installation inspections prior to permit
closures.
Recreation
The Recreation Unit provides recreational and leisure programs
and services for children, adults and seniors in our community
utilizing Bal Harbour Park, the Recreation Center and Bal Harbour
Beach. The Recreation unit also provides resident park access
management services and maintains the cleanliness of Bal
Harbour Park. Additionally, recreation staff develop, produce and
support several community focused special events during the
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Parks and Public Spaces Department
year to provide additional recreational opportunities for our
residents such as:
• Movie Night on the Beach Events
• Holiday Tree Lighting Event support
• New Year’s Eve Event support
• Fourth of July Event support
• Seasonal Monthly Excursion Trips to local area
attractions
Greenspace Management Program
The Greenspace Management Program is responsible for the
grounds maintenance and appearance of the Village, including:
• All building grounds
• Bal Harbour Park
• Village-controlled medians, swales, and landscape
areas
• Bal Harbour Beach and adjacent areas
• The Gated Residential Section common areas
• Management of the Village urban forestry program
FISCAL ENVIRONMENT
Services provided by the Parks and Public Spaces Department are
supported through several funding sources, including the General
Fund, for Public Works and Parks and Recreation activities, the
Water & Sewer Fund for Utility activities, the Resort Tax Fund for
greenspace and beautification activities, and dollars from the
Gated Residential Section Special Assessment. A breakdown of
services funded through each fund is provided below:
General Fund
Facilities Maintenance
This provides funds for the operation of all Village-owned
buildings, such as Village Hall and the Public Works Facility.
Expenditures include on-going contractual services, such as air
conditioning, pest control, elevator and copier services, along
with the janitorial contract. In addition, other operational supplies
used to maintain Village Hall, Police Department Administration
and Public Works buildings are supported through this fund.
Additionally, the Pooper Scooper (Dog Waste) Bag Program and
landscape maintenance contract for Village Hall and the adjacent
parking lot is budgeted within this fund.
Public Works
This unit performs activities such as the maintenance of the storm
drains, solid waste and recycling collection contract, equipment
and vehicle rentals/leases and repairs, maintenance of the street
sweeper and grapple truck, maintenance of street lights, storm
drainage pump station in the residential area, transit services,
management of residential solid waste service, and the
maintenance of Florida Department of Transportation (FDOT)
storm pumps for 96th Street. Operating supplies, signs and posts
are also budgeted as part of this fund.
Recreation
This unit performs the operations and maintenance of Bal
Harbour Park and Recreation Center. All staffing and operational
costs, including the two (2) full-time, five (5) part-time employees,
the grounds, play equipment and water feature included within
the unit.
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Parks and Public Spaces Department
The Water & Wastewater Utility Fund
This fund supports the operation and maintenance of the
infrastructure, which distributes potable water to residents and
businesses; collects, pumps, and transmits wastewater to the
County treatment facilities. The activities funded in this area
include:
• Professional engineering services
• Utility locates
• Water testing
• Maintenance of sewer station pumps
• Wet wells and generators
• Meter installation and service
• Fire hydrant and water/sewer mains service
• Capital projects relating to the Utility
• Regulatory compliance
• Staff training for utility operations
Resort Tax Fund/ Beautification and Maintenance
This fund, through Resort Tax Collections, supports the operations
for greenspace, beautification, and other Resort Tax eligible
activities. All operations related to the purchasing and
maintenance of landscaping and irrigation systems on Collins
Avenue, 96th Street, and on the Beach. The costs for the
maintenance of the bus stops, landscaping lights, signs, buoys,
emergency life rings, warning flags, holiday decorations, bollard
lights along the jogging path, benches/trash receptacles are also
budgeted within this fund.
Landscape & Security Assessment Fund
The assessment provides the funding necessary for landscape
maintenance services through a contracted provider for all the
green space within the gated community, which is not privately
maintained.
FUNCTIONAL TABLE OF ORGANIZATION
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Parks and Public Spaces Department
FINANCIAL SUMMARY
BUDGET HIGHLIGHTS
• The Proposed Budget reflects a significant reduction of
Capital Project allocations within the Public Works and
Parks activities over the current fiscal year ($1,167,950).
• The Proposed Budget includes the addition of one new
Capital Projects Coordinator position with 50/50 shared
funding between the General and Utility Funds ($120,000
base), One new Utility Technician position is included with
funding through the Village Utility ($41,600 base).
• The Proposed Budget incorporates funding for General
Fund stormwater improvements to advance the
component of the Utility Master Plan Project ($150,000).
• The Proposed Budget includes an enhancement to
provide professional, dedicated support toward the
Village’s beach re-nourishment efforts with 50/50 shared
funding between the General and Resort Tax Fund
($90,000).
• The Proposed Budget includes additional funding toward
improvements of the Bal Harbour Jetty within the Parks
Activity ($595,800).
• The Proposed Budget includes funding for Haulover
Bridge restoration improvements ($95,000).
• The Proposed Budget for the Utility incorporates a pass-
through water rate reduction from Miami-Dade County,
resulting in a change to Village customers from
$4.88/1,000 gallons to $4.81/1,000 gallons consumed.
FY 2015
Actual
FY 2016
Actual
FY 2017
Actual
FY 2018
Budget
FY 2019
Proposed
Budget
GENERAL FUND
PARKS AND PUBLIC SPACES DEPARTMENT
PUBLIC WORKS
Salaries & Benefits 350,900 216,000 202,300 356,700 491,000
Other Operating 1,242,100 1,519,500 1,599,900 1,899,800 1,346,700
Operating Capital
TOTAL PUBLIC WORKS 1,593,000 1,735,500 1,802,200 2,256,500 1,837,700
PARKS & RECREATION
Salaries & Benefits 247,900 243,500 207,200 257,900 216,600
Other Operating 99,100 85,500 198,200 178,300 158,000
Operating Capital 0 4,300 934,400 595,800
TOTAL PARKS & RECREATION 347,000 329,000 409,700 1,370,600 970,400
RESORT TAX FUND
BEAUTIFICATION/ GREENSPACE /OTHER RESORT TAX ELIGIBLE
Salaries & Benefits 323,200 357,800 290,700 247,100 249,000
Other Operating 1,478,600 1,431,200 1,179,300 1,208,000 1,323,700
Operating Capital 189,900 0 0 0 0
TOTAL BEAUTIFICATION/GREENSPACE 1,991,700 1,789,000 1,470,000 1,455,100 1,572,700
WATER & WASTEWATER UTILITY FUND
WATER & WASTEWATER UTILITY
Salaries & Benefits 205,000 397,700 503,600 591,100 755,900
Other Operating 3,624,600 3,148,200 3,096,600 3,230,200 3,222,300
UTILITY OPERATIONS TOTAL 3,829,600 3,545,900 3,600,200 3,821,300 3,978,200
Capital Projects 276,800 1,689,600 3,062,200 2,245,000 2,620,000
UTILITY FUND TOTAL 4,106,400 5,235,500 6,662,400 6,066,300 6,598,200
LANDSCAPE & SECURITY ASSESSMENT FUND
LANDSCAPE & SECURITY ASSESSMENT AREA EXPENSE
Salaries & Benefits 15,300 20,000 33,500 40,400 39,000
Other Operating 519,900 435,100 495,900 529,600 602,300
L & S ASSESSMENT TOTAL 535,200 455,100 529,400 570,000 641,300
TOTAL PARKS AND PUBLIC SPACES DEPT 8,573,300 9,544,100 10,873,700 11,718,500 11,620,300
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Parks and Public Spaces Department
SIGNIFICANT ACCOMPLISHMENTS
• Successfully completed Hurricane Irma restoration and
repair efforts which began September 11, 2017.
• Developed and completed the solicitation with multi-year
continuing services agreements for the new Village
Engineer and a secondary engineering firm for design
services as needed.
• Completed the procurement activities for the replacement
of four hundred seventy-eight (478) replacement Village
water service meters, in order to obtain more accurate
readings of consumption, and an estimated annual
increase in Utility Fund revenues and reduce water loss to
less than five (5%) percent annually.
• Completed the procurement of a back-up pump for the
sanitary sewer lift stations to increase critical equipment
redundancy.
• Completed the solicitation activities and initiated the
construction activities for the Sanitary Sewer Station No.
One (PS-1) Drainage Improvements Project.
• Developed and completed a new Village facility janitorial
services solicitation with a multi-year agreement execution
and a $ 5,700 savings from the old contract.
• Executed a new agreement for the provision of water line
repairs, sanitary sewer and storm water rehabilitative pipe
and manhole cured in-place lining and rehabilitation work.
• Completed the procurement of a portable generator and
wiring services to provide for emergency back-up power
for Village Hall and the Police Department Administration
building.
• Completed the restoration of the Bal Harbour Beach
Jogging Path.
• Developed and completed the solicitation with the
execution of three (3) multi-year continuing services
agreements, for Disaster Debris Management Services
with three service providers.
• Developed and completed the solicitation with the
execution of a multi-year continuing services agreement,
for disaster debris monitoring services.
• Completed the procurement activities to obtain a new
debris grapple truck, mini excavator and a replacement
tracked skid steer loader for operations.
• Replaced twenty thousand five hundred dollars ($20,500)
worth of blue twilight sidewalk on the west side of the
10200 block of Collins Avenue.
• Performed eighty thousand four hundred ($18,400) in jetty
surface repairs to minimize trip hazards.
Water:
• Replaced with in-house staff one-hundred and nine water
service meters throughout the Village, which had reached
the end of their useful lifecycle.
• Continued to conduct water main leak detection testing
throughout the Village in order to meet Miami Dade
County Environmental Resources Management (DERM)
requirement of less than ten (10%) annual water loss.
• Continued to meet all water quality requirements by the
Department of Environmental Protection (DEP) and the
Department of Health (DOH).
• Collected all required water samples for lead and copper
testing with the report due mid-year 2019.
• Completed the preliminary investigation on the Phase 2A
Sanitary Sewer Rehabilitation Project for the proposed
water main sections on Collins Avenue. On-going
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Parks and Public Spaces Department
investigation continues in order limit impact of
construction activities inside the easement and/or,
adjacent condominium properties.
• Reduced the time required to obtain initial monthly water
service meter reads to within three (3) hours from five to
seven (5-7) days for billing.
• Responded to all customer water meter service requests
within twenty fours (24).
• Performed fire hydrant inspections and flushing for all of
the Village fire hydrants.
• Inspected and exercised all water service valves within the
Village.
• Installed three (3) water testing stations within the Village.
Sewer:
• Completed the rehabilitative sanitary sewer pipe lining of
seven thousand three hundred (7,300) linear feet of
sanitary sewer pipe along Collins Avenue and completed
rehabilitation of approximately thirty-seven (37) sanitary
sewer manhole structures. This eliminates the new sanitary
sewer pipe construction activities portion of the Phase Two
Utility Restoration Project inside the easement and/or,
along Collins Avenue.
• Closed the Sewer Pump Station No. One (PS-1)
Rehabilitation Project and obtained certification of
construction completed and accepted by Miami Dade
County Environmental Resources Management (DERM)
and the Miami Dade County Department of Health (DOH).
• Continued to meet EPA / DERM requirements for both
Sanitary Sewer Pump Stations to be in operational full
compliance (no moratoriums) and, obtain sewer
mechanical pumps run times below the allowable daily
running times.
• Completed one hundred percent (100%) of the cleaning
and videoing inspection of the sanitary sewer infrastructure
system in the entire Village.
• Completed the design of a sanitary sewer line replacement
project on Park Drive, north of Bal Harbour Way.
Construction scheduled for 3rd quarter of 2019.
• Performed thirty-five thousand dollars ($35,000) worth of
sanitary sewer main line replacement work to remedy
backflow conditions on Harbour Way and Bal Bay Drive.
• Installed fifty-two thousand dollars ($52,000) worth of
picket security fencing around Sanitary Sewer Stations No.
1 & No. 2 (PS-1 & PS-2).
Storm water:
• Continued cleaning annually all drainage catch basins.
• Continue to meet annually the (NPDES) permit
requirements.
• Completed thirty-five thousand eight hundred dollars
($35,800) worth of Village Storm Water System repairs.
• Competed the Video inspection for seven hundred (700)
feet of Storm Water pipes.
• Performed seventy-four thousand dollars ($74,000) worth
of curb and street repairs.
Landscaping:
• Installed four (4) Screw Pines behind the Bal Harbour 101
Condominiums.
• Installed fifteen (15) Sea grape Trees behind the Seaview
Hotel.
• Installed twenty (20) Fishtail Palms on Park Drive.
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Parks and Public Spaces Department
• Replaced the Jasmine in the center median of the 9700
block and 9800 block of Collins Avenue with Zoysia turf.
Sanitation:
• Executed an amended sanitation services contract with
Waste Connections to include the following:
o 100% increase to weekly recycling service
o No cost for service increase until 2019, annual
thereafter increase tied to CPI, capped at 3%
o No charge for bus stop collection service
o New garbage truck to service the Village
o Increased penalties for non-compliance
Facility Maintenance:
• Installed fifty-nine thousand dollars ($59,000) worth of
impact windows in Village Hall and the Police Annex
Building.
• Upgraded the lighting within Bal Harbour Park to energy
efficient Light Emitting Diode (LED) lighting.
• Upgraded the Jetty Light to a solar powered Light Emitting
Diode (LED) light.
• Upgraded the lighting and wiring under the Bal Harbour
Bridge Parking Lot to energy efficient Light Emitting Diode
(LED) lighting.
• Upgraded Air Conditioning unit in Police Department
Station electronics technical control room.
Recreation:
• Hosted in excess of eight thousand seven hundred (8,700)
residents and their guests at Bal Harbour Park.
• Produced two (2) seasonal Special Events (Movies on the
Beach) with average attendance of over one hundred fifty
(150) participants.
• Assisted the Tourism Department, with registration and
staff support for the 2018 Independence Day Celebration
on the Beach.
• Conducted seasonal basketball skill clinics for children
thirteen (13) years of age and younger totaling two
hundred twenty-two (226) participants.
• Produced four (4) successful excursion for residents, with a
total of one hundred twelve (112) participants.
• Facilitated sixteen (16) Bal Harbour Park space rentals for
resident parties.
• Managed the Bal Harbour Express shuttle service with an
average monthly ridership of over one thousand (1000)
users.
Training:
• Obtained Florida Water and Pollution Control Operators
Association (FWPCOA) Water Distribution certification for
one staff and one pending
• Trained and assisted two employees to obtain a State of
Florida Commercial Drivers Licenses (CDL).
• Provided advanced Excel 2013 Training for two employees
with both obtaining certificates of completion.
• Implemented Phase II Analytical data recording of Pronto
Forms system.
• Obtained the Water Distribution Operator 3 License from
Florida Department of Environmental Protection for one
employee.
• Obtained certification in Wastewater “C” Collection System
Technician certification for one employee.
81
82
Water & Wastewater Utility Fund
DESCRIPTION
Water and Wastewater services within the Village are provided as
an enterprise operation, through the Utility within the Parks and
Public Spaces Department. Services are funded as payments for
measurable water and wastewater services are consumed.
Pursuant to Chapter 180, Florida Statutes, municipalities are
authorized to establish just and equitable rates to be paid for the
use of the utility. Rates established as charges for services should
sustain its operations and satisfy any related debt.
This fund supports the operation and maintenance of the
infrastructure, which distributes potable water to residents and
businesses; collects, pumps, and transmits wastewater to the
County treatment facilities. The activities funded in this area
include:
• Professional engineering services
• Utility locates
• Water testing
• Maintenance of sewer station pumps
• Wet wells and generators
• Meter installation and service;
• Fire hydrant and water/sewer mains service
• Capital projects relating to the Utility
The FY 2018-19 Proposed Operating and Capital Budget for the
Water and Wastewater Utility Fund is $6,598,200 which reflects
$531,900 in less proposed expenditure than the FY 2017-18
Budget, as a direct result of the timing and funding allocation for
the construction of the capital improvements included in the
Utility Master Plan for the Village. Progress on this project will
continue in FY 2019 with a proposed allocation of $2,620,000
toward the capital improvements. This allocation is subject to
reimbursement from General Obligation Bond Funds from
Miami-Dade County, for the sewer portion of the project., in total
FY 2018-19 anticipated Reimbursements include $2,716,500.
FY 2015
Actual
FY 2016
Actual
FY 2017
Actual
FY 2018
Budget
FY 2019
Proposed
Budget
WATER & WASTEWATER UTILITY FUND
REVENUE
Operating Revenue 3,805,900 4,457,900 4,231,300 4,816,600 5,053,400
Debt Proceeds (Capital)0 0 0 0 0
Inergovernmental Revenue/ CO 540,300 534,700 3,783,500 2,245,000 2,716,500
Carryforward/ Contributions 475,000 0 2,277,000 2,620,000
Capital & Operating Revenue 4,346,200 5,467,600 8,014,800 9,338,600 10,389,900
WATER & WASTEWATER UTILITY
Salaries & Benefits 205,000 397,700 503,600 591,100 755,900
Other Operating 3,624,600 3,148,200 3,096,600 3,230,200 3,222,300
UTILITY OPERATIONS TOTAL 3,829,600 3,545,900 3,600,200 3,821,300 3,978,200
Capital Projects 276,800 1,689,600 3,062,200 2,245,000 2,620,000
UTILITY FUND TOTAL 4,106,400 5,235,500 6,662,400 6,066,300 6,598,200
83
Water & Wastewater Utility Fund
BUDGET HIGHLIGHTS
• The Water and Wastewater Utility Fund Proposed
Budget includes the continuation of the Utility
Master Plan project with a proposed expenditure of
$2,620,000 from prior year project appropriations.
• The Proposed Budget includes $10,389,900 in
revenue, and $6,589,200 of expenditures,
generating a carryforward balance toward the
capital project of $3,791,700.
• The wholesale services are purchased from the
Miami-Dade County Water and Sewer Department
for water and the City of Miami Beach for sewer
services, as such the Village’s Utility is subject the
rate adjustments of our service providers.
• Miami-Dade County Water and Sewer Department
proposed a 3.89% reduction to water rates, the
Proposed Budget in turn reduces the water rate
charged to Village customers from $4.88 to
$4.81/1,000 gallons consumed.
• The Proposed Budget includes the appropriate
allocation of salary and fringe expenses associate
with work performed for the Utility by operating
departments, services are delivered in collaboration
between the Village Parks and Public Spaces and
Finance Departments.
84
Resort Tax Fund
DESCRIPTION
Bal Harbour Village levies a Resort Tax of four percent of the rent
received on the occupancy of a room in any hotel, motel, or
apartment house, and two percent of such retail sales of all items
of food or beverages, alcoholic or otherwise, sold at retail for
consumption on the premises, at any place of business within the
Village. This levy is consistent with Part I, Chapter 212, of Florida
Statutes.
Bal Harbour Village is one of only three municipalities in Miami-
Dade County to levy such a tax (in addition to the City of Miami
Beach and the Town of Surfside). This Resort Tax is used to fund
the beautification and maintenance of the Village on the beach
and the Collins corridor areas as well as reinvesting in the
promotion of tourism and enhancing tourist eligible activities
throughout the Village. According to the Florida Statutes, these
resort tax funds must be used for tourism related activities such as
the enhancement of tourism, publicity and advertising.
For the FY 2018-19 Proposed Budget, the Resort Tax Funding
allocated for beautification, greenspace, and other resort tax
eligible activities such as special events and community activities
is equivalent to 0.70 mills, if the services and activities were funded
within the General Fund through ad valorem revenue.
FINANCIAL SUMMARY
BUDGET HIGHTLIGHTS
• The FY 2016-17 Proposed Budget for the Resort Tax Fund
includes $1,977,350 or fifty-six percent for Tourism related
operating activities.
• Operating capital for Tourism includes one-time proposed
expenditures for still and video design imagery refreshing
the Village’s creative collateral and promotional materials
for advertising, marketing, and public relations placements
FY 2015
Actual
FY 2016
Actual
FY 2017
Actual
FY 2018
Budget
FY 2019
Proposed
Budget
RESORT TAX FUND
REVENUE
Operating Revenue 3,530,900 3,449,000 3,353,700 3,442,900 3,550,000
Carryforward/ Fund Balance 212,600 223,100 0 0 150,000
Capital & Operating Revenue 3,743,500 3,672,100 3,353,700 3,442,900 3,700,000
TOURISM
Salaries & Benefits 191,500 159,100 192,000 258,900 283,600
Other Operating 1,370,400 1,724,000 1,671,800 1,728,900 1,693,700
Operating Capital 189,900 0 400 0 150,000
TOURISM TOTAL 1,751,800 1,883,100 1,864,200 1,987,800 2,127,300
BEAUTIFICATION/ GREENSPACE /OTHER RESORT TAX ELIGIBLE
Salaries & Benefits 323,200 357,800 290,700 247,100 249,000
Other Operating 1,478,600 1,431,200 1,179,300 1,208,000 1,323,700
Operating Capital 189,900 0 0 0 0
TOTAL BEAUTIFICATION/GREENSPACE 1,991,700 1,789,000 1,470,000 1,455,100 1,572,700
RESORT TAX FUND TOTAL 3,743,500 3,672,100 3,334,200 3,442,900 3,700,000
85
Resort Tax Fund
($50,000) and an additional luxury focused engagement in
partnership with the Greater Miami Convention and
Visitor’s Bureau ($100,000).
• Special Events and Community Activities are also a part of
Tourism, they comprise over nine percent of proposed
Resort Tax expenditures at $352,200.
• The Proposed Budget includes funding for return of the
New Year’s Eve Fireworks display off of Bal Harbour Beach.
• Beautification and Greenspace activities comprise and
forty-four percent of the proposed funding at $1,572,700.
Further detail regarding Beautification and Greenspace
Maintenance activities are included in the Parks and Public
Spaces Departmental Narrative, as these activities are
managed within that department.
TOURISM DEPARTMENT
The focus of the Tourism Department is to position Bal Harbour
Village as a premier luxury and lifestyle destination worldwide.
This is achieved by continuing to re-invest and support the Village
by attracting tourism, generating business, creating awareness as
well as building equity for the Village as a destination. The goal
being that this investment will translate into continued and
incremental Resort Tax funds to be used for increasing the quality
of life, beautification maintenance and enhancements of Village
assets, and the ongoing creation of advertising, marketing, public
relations efforts, programs and events to promote tourism to Bal
Harbour Village.
FINANCIAL SUMMARY
Advertising
The Village’s advertising efforts are critical in bringing positive
attention to Bal Harbour and in promoting and attracting tourism
to our destination. Our current advertising campaign and strategy
has been in place since mid-2015 when a creative agency was
used to design a new advertising campaign and brand assets for
the Village. As a result, as part of these rebranding efforts, all new
and expanded creative and collateral materials were developed.
Guided by the Bal Harbour Village Resort Tax, the Village’s
advertising efforts adapt to the ever-changing world of using the
best available methods to promote the Village. The Village and
the Resort Tax Committee work with Criterion Global, a leading
international media buying consultancy, to develop a strategic
and coordinated media plan. The advertising plan is comprised of
a local, national, and international media buys. The intention is to
work with key publications that are closely aligned with Bal
Harbour’s brand pillars and represent our targeted demographic
and to further target our desired population of visitors and
tourists.
FY 2015
Actual
FY 2016
Actual
FY 2017
Actual
FY 2018
Budget
FY 2019
Proposed
Budget
RESORT TAX FUND
TOURISM
Salaries & Benefits 191,500 159,100 192,000 258,900 283,600
Other Operating 1,370,400 1,724,000 1,671,800 1,728,900 1,693,700
Operating Capital 189,900 0 400 0 150,000
TOURISM TOTAL 1,751,800 1,883,100 1,864,200 1,987,800 2,127,300
86
Resort Tax Fund
Representation in Key Strategic Domestic and International
Markets
The Village has several contracted professionals strategically
located globally for Sales, Marketing, and Public Relations (PR)
services to further position Bal Harbour Village as a tourist
destination. Each office is charged with continuing to develop
specific and strategic sales, marketing and PR efforts in each of
these markets, which have been identified as important to Bal
Harbour including: United States, Argentina, Brazil, Canada, Chile,
Mexico, and Russia. These markets are intended to offer support,
resulting in incremental resort tax revenue from each of those
areas. The markets have been chosen based on a series of
indicators, including: in-country economic indicators, existing Bal
Harbour business volumes, historical business volumes, and airlift
into the greater Miami area.
The focus for the Sales and Marketing teams is to maximize
relationships with the top travel trade communities, select end-
consumers, and luxury travel distribution channels promoting Bal
Harbour as a destination. These targeted direct sales efforts assist
in increased production and provide critical support for our
partners in each market.
Public Relations efforts are geared toward generating more news
worthy attention and media hits for Bal Harbour and to help build
brand equity in each region. Efforts are tracked weekly, monthly
and yearly, based on Bal Harbour media hits generated by each
office. In FY 2017-18, the Village Council approved an agreement
with Quinn PR to provide domestic public relations services to the
Village, which has yielded tremendous positive results and
exposure to Bal Harbour Village.
Familiarization Trips
Familiarization (FAM) Trips refers to all the visiting media which
comes to Bal Harbour Village. Our sales, marketing and PR
professionals organize a series of media familiarization trips
throughout the year to Bal Harbour. These trips result in
subsequent media coverage for Bal Harbour from the visiting
journalists and bloggers, which in turn creates media hits and PR
for Bal Harbour. FAM trips are an important component and
complement to our advertising and public relations efforts.
Website and Social Media
The existence of a completely functional and engaging website
and platform is crucial in today’s world and using this platform to
sustain our efforts is key. Additionally, given the social media
climate and the consumer’s desire for new content, our social
media efforts continue to be enhanced and expanded.
Greater Miami Convention Visitors Bureau (GMCVB)
The Greater Miami Convention and Visitors Bureau (GMCVB) is an
accredited destination tourism and marketing organization. Its
mission is to promote the Greater Miami area for leisure travel,
conventions, business travel and tourism to our area. Bal Harbour
is an important area for the GMCVB to promote, specifically in the
luxury market. Bal Harbour Village continues to partner with the
GMCVB on joint and appropriate marketing efforts.
Special Events
The Village’s intention with special events is to build programming
within the community to benefit our visitors while at the same time
providing an added benefit to our residents. The programs
recommended this year include the continuation of an expanded
Unscripted Bal Harbour Art Access Program; events associated
with major regional events taking place in South Florida such as
87
Resort Tax Fund
Art Basel / Miami Beach and the South Beach Wine and Food
Festival (SBWFF); the addition of fireworks on New Year’s Eve and
an expanded fireworks show on the 4th of July.
The Unscripted Bal Harbour Art Program has evolved each year
since it was launched in 2012. The intention is to support and
provide access to the arts by connecting our visitors and residents
to special events, curated programs and special access to cultural
events and museums throughout the year. The mission of this
program is to bring cutting edge contemporary art exhibitions and
experiences to Bal Harbour, which are interesting to Bal Harbour
hotel guests and residents, as well as relevant to the greater Miami
community by fostering critical dialogue that is topical and
meaningful and providing aesthetically and conceptually
interesting experiences.
The Unscripted Bal Harbour Museum Access Program provides
Bal Harbour visitors and residents free access to the finest and
most dynamic art museums and institutions in South Florida.
When the program began it incorporated four of the most
important visual arts museums in the Miami area. The program has
grown to the current 18 cultural institutions that participate in
addition to the proposed addition in FY 2018-19 of the Lowe Art
Museum at the University of Miami. A museum guide and Bal
Harbour Access card describing the program and each institution
was created and sent to all Bal Harbour residents and is offered to
Bal Harbour hotel guests as well. An updated guide and card will
be created in the new FY to reflect the updates to the program.
Unscripted Bal Harbour Art Access Tours offers unique access to,
and private tours of, some of the Miami areas most sought after art
experiences. Tours include visits to collectors’ homes, galleries,
museums, private collections and art fairs, for a personal and
distinctive Unscripted Bal Harbour experience. The Access Tours
are complimentary and exclusive for Bal Harbour’s visitors and
residents. Unscripted Bal Harbour Art Chats are a series of
complimentary art talks held throughout the year that explore
topics pertinent to commissioning public art projects and
exhibiting in the public sphere. The program brings art experts—
including curators, artists, architects and designers from around
the world to Bal Harbour with the aim of fostering critical dialogue
that is both timely and accessible to members of the art
community, residents of and guests to Bal Harbour Village
SIGNIFICANT ACCOMPLISHMENTS
• Resort Tax Collections from October 1 through June 30 are
up 16.7% from the previous same time period in FY 2017-
18.
• FY 2017-18 proved to be a record year for tourism in Bal
Harbour. From October 1 through June 30 was the highest
overall collected for this time period and there were four
months where the resort tax collection for each of those
months was the highest ever collected.
• March was the highest resort tax collection in the Village’s
history with collections approaching $500,000.
• Contracted with Quinn PR to provide domestic public
relations services in the U.S. market for the Village
beginning in January 2018 with results exceeding
expectations with number of placements and direct
exposure to the Village as a tourist destination and local
place to visit.
• Coordinated a number of public events including family-
friendly movies on the beach; an event to kick-off the
holiday season with the lighting of the holiday décor on
88
Resort Tax Fund
Founders Circle and along Collins Avenue; and an
Independence Day celebration on the 4th of July for our
residents and hotel guests to accompany our traditional
fireworks display.
• The Unscripted Art Access Program now includes 18
cultural institutions, having added two this current year,
including the Jewish Museum of Florida- FIU and
HistoryMiami.
• Art tours and chats included: Vizcaya Museum + Gardens;
Phillip and Patricia Frost Museum of Science; Art Basel
Private Brunch and Tour at the Aqua Art Fair; Art Fair
Access to: NADA Miami, Art Miami and Context Art Miami,
Pulse Contemporary Art Fair, Untitled Miami Beach; Bass
Museum; Jewish Museum of Florida; Perez Art Museum
(PAMM); and an art focus on accessing museums.
• Curated three exhibitions for the public art project along
the beach walk: Carrie Schneider’s “Reading Women” in
conjunction with the Miami Book Fair; Jewish Treasures of
the Caribbean; and Burneshas of Albania. The next
exhibition will be a curated exhibit by the Andy Warhol
Museum.
• Installation of public art on Founder’s Circle in January of
Robert Chamber’s artwork “Rotorelief”.
• Held a Village Council Workshop on Tourism and Resort
Tax in April to discuss and provide an overview on the
following: Resort Tax enabling legislation; Resort Tax
Committee; Resort Tax Budget for FY 2017-18; Resort Tax
Collections; Village Tourism Department staffing and
structure; Tourism efforts over the past 5 years; and
performance measures and metrics.
89
90
FY 2018-19 Capital Budget and Multi-Year Capital Improvement Plan
Local governments prepare and adopt comprehensive, fiscally sustainable, and multi-year capital plans to ensure effective
management of capital assets. A prudent multi-year capital plan identifies and prioritizes expected needs based on a strategic plan.
Historically, the Village has had only one major capital project, the Utility Master Plan, allocations for this and smaller projects were
provided on an incremental fiscal year basis in spite of the multi-year nature of their duration. Now that the Village has developed
a long-term vision for the future, a true multi-year capital plan emerges with the appropriation of funding toward the Bal Harbour
Jetty, 96th Street Sunset Plaza, the development of a Waterfront Park for the Village, in addition to the Utility Master Plan Project.
As the full design and scope of these projects emerge future years and corresponding funding allocations will emerge.
As summarized in the Capital Improvement Plan below, the Village has completed $1,512,600 of Capital Projects with General
Fund appropriations in the past few fiscal years, these completed projects are highlighted in gray within the Plan for the completion
of Bus Shelters, the Bus Purchase, Crosswalk Installation, installation of the Park Shade Structure, the pur chase of Boat Engines, a
Skid Loader, and a contribution toward the Haulover Skate Park. Within the Water and Wastewater Utility fund, $8,029,900 has
been spent advancing the Utility Master Plan Project in prior years.
Multi-year projects include the Bal Harbour Jetty, Waterfront Park development, Collins Corridor Redesign, and the Utility Master
Plan Project. These include phased progression beginning with concept plans, architectural and engineering components,
permitting and finally construction. Improvements to the Bal Harbour Jetty are anticipated to span three fiscal years commencing
in FY 2019 and concluding in FY 2021. Development of the Waterfront Park is anticipated to span FY 2019 through FY 2023.
Redesign of the Collins Avenue Corridor is anticipated to commence in FY 2023, the same year the Utility Master Plan Project is
concluded. These multi-year horizons allow the Village to effectively plan and allocate resources toward project phasing and
completion with minimal disruption to Village residents and visitors.
Capital assets for the Village are defined as assets with an initial, individual cost of more than $25,000 and an estimated useful life
in excess of one year. As such, they are recorded at historical cost, purchase or construction, and depreciated through time based
upon a fixed schedule for each asset type.
91
FY 2018-19 Capital Budget and Multi-Year Capital Improvement Plan
CAPITAL PROJECT
Re-allocation of
Prior Year
Appropriation
FY 2019
Proposed
Appropriation
Total Capital
Appropriation
(prior years &
proposed)
Remaining
Appropriation
FY 2019
Projected
Spend
FY 2020
Projected
Spend
FY 2021
Projected
Spend
FY 2022- FY
2023
Projected
Spend
GENERAL FUND
Revenue Appropriation 895,800 6,911,052
Bus Shelters 1,027,227 0
Bus Purchase 66,200 0
Croswalk Installation 86,325 0
Park Shade Structure 12,000 0
Boat Engines 59,000 2,766
Haulover Skate Park 50,000 0
Skid Loader 48,000 11,962
Park Bathroom (50,000) 0 0 -
Sea Wall (51,700) 0 0 -
Village Hall Improvements 563,000 518,000 -
Jetty 595,800 1,259,800 1,259,800 100,000 1,000,000 1,950,000
Waterfront Park 101,700 986,100 986,100 800,000 6,200,000 2,000,000 1,000,000
96th Street Plaza 100,000 100,000 12,000
Jogging Path 100,000 20,000 -
Beach Furniture 75,000 75,000 -
Fleet 150,000 1,561,400 465,900 -
Information Technology 227,000 157,000 -
CAD 380,000 161,900 161,900
Collins Corridor Redesign 0 0 - 5,000,000
Utility Master Plan: Stormwater 150,000 310,000 150,000 150,000 240,000 54,000 630,000
TOTAL CAPTIAL APPROPRIATION 0 895,800 6,911,052 3,908,428 1,223,900 7,440,000 4,004,000 6,630,000
RESORT TAX FUND
Revenue Appropriation 95,000 95,000
Haulover Bridge Improvements 95,000 95,000 95,000 95,000
TOTAL CAPTIAL APPROPRIATION 95,000 95,000 95,000 95,000 - - -
WATER & WASTEWATER UTILITY FUND
Revenue Appropriation 14,917,000
Utility Master Plan: Water/Sewer 0 0 14,885,000 9,887,439 2,620,000 3,160,000 546,000 6,370,000
Mini Excavator 0 0 32,000 4,683 -
TOTAL CAPTIAL APPROPRIATION 0 0 14,917,000 9,892,122 2,620,000 3,160,000 546,000 6,370,000
Total 0 990,800 21,923,052 13,895,550 3,938,900 10,600,000 4,550,000 13,000,000
Footnote:
Potential New Building Purchase 2,500,000
92
FY 2018-19 Capital Budget and Multi-Year Capital Improvement Plan
SIGNIFICANT ACCOMPLISHMENTS
• Completed Phase 2a of the Utility Master Plan Project with Sanitary Sewer improvements, resulting in the relining of
sewer pipes from 96th Street to 105th Street along Collins Avenue.
• Purchased water meters for replacement and advance stormwater improvements consistent with the
Master Plan
• Contributed $50,000 toward the construction of a new Haulover Skate Park, resulting in a ribbon cutting ceremony
in August and a new facility for our youth.
• Held two public design workshops for the Bal Harbour Waterfront Park, resulting in the approval of the Conceptual
Design Plan by the Village Council.
• Commenced system installation and implementation design for the Police Department’s CAD RMS system, with
project completion in FY 2019.
93
94
Position Detail
FTEs PT FTEs PT FTEs PT FTEs PT
GENERAL FUND
Legislative 5.00 - 5.00 - 5.00 - 5.00 -
Administration 6.00 - 6.00 - 6.00 - 7.00 -
Finance 4.00 - 4.00 - 4.00 - 5.00 -
General Government - - - - - - - -
Law Enforcement 39.00 1.00 39.00 1.00 39.00 1.00 39.00 2.00
Building 4.00 - 4.00 3.00 5.00 3.00 5.00 4.00
Parks and Recreation 2.39 5.00 2.39 5.00 2.48 5.00 2.89 5.00
Public Works 1.94 - 1.94 - 3.74 - 5.18 -
Total General Fund 62.33 6.00 62.33 9.00 65.22 9.00 69.07 11.00
WATER AND SEWER FUND
Water and Sewer 3.46 - 4.46 - 7.73 - 6.50 -
Total Water and Sewer Fund 3.46 - 4.46 - 7.73 - 6.50 -
RESORT TAX FUND
Marketing 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00
Beautification and Maintenance 4.21 - 4.21 - 2.49 - 2.14 -
Total Resort Tax Fund 5.21 1.00 5.21 1.00 3.49 1.00 3.14 1.00
LANDSCAPE & SECURITY FUND
Public Works - - - - 0.31 - 0.29 -
Total Landscape & Security Fund - - - - 0.31 - 0.29 -
TOTAL VILLAGE 71.00 7.00 72.00 10.00 76.75 10.00 79.00 12.00
FY 2018-19
Proposed Budget
FY 2017-18
Adopted Budget
FY 2016-17
Adopted Budget
FY 2015-16
Adopted Budget
95
96
Position Detail
FY 2018-19
Proposed Budget
FY 2017-18
Adopted Budget
FY 2016-17
Adopted Budget
FY 2015-16
Adopted Budget
GENERAL FUND
Legislative FTEs PT FTEs PT FTEs PT FTEs PT
Mayor 1.00 - 1.00 - 1.00 - 1.00 -
Councilmember 4.00 - 4.00 - 4.00 - 4.00 -
Total Legislative 5.00 0.00 5.00 0.00 5.00 0.00 5.00 0.00
Administration FTEs PT FTEs PT FTEs PT FTEs PT
Village Manager 1.00 - 1.00 - 1.00 - 1.00 -
Village Clerk 1.00 - 1.00 - 1.00 - 1.00 -
AVM / Human Resources Director 1.00 - 1.00 - 1.00 - 1.00 -
Executive Assistant 1.00 - 1.00 - 1.00 - 1.00 -
Records Liason 1.00 - 1.00 - 1.00 - 1.00 -
Capital Projects Coordinator - - - - - - 1.00 -
Receptionist 1.00 - 1.00 - 1.00 - 1.00 -
Total Administration 6.00 0.00 6.00 0.00 6.00 0.00 7.00 0.00
Finance FTEs PT FTEs PT FTEs PT FTEs PT
Finance Director 1.00 - 1.00 - 1.00 - 1.00 -
Accounting Clerk 3.00 - 2.00 - 2.00 - 3.00 -
Controller 1.00 1.00 1.00
Total Finance 4.00 0.00 4.00 0.00 4.00 0.00 5.00 0.00
General Government FTEs PT FTEs PT FTEs PT FTEs PT
Receptionist - - - - - - - -
Total General Government 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00
97
98
Position Detail
FY 2018-19
Proposed Budget
FY 2017-18
Adopted Budget
FY 2016-17
Adopted Budget
FY 2015-16
Adopted Budget
Law Enforcement FTEs PT FTEs PT FTEs PT FTEs PT
Police Chief 1.00 - 1.00 - 1.00 - 1.00 -
Executive Secretary 1.00 - 1.00 - 1.00 - 1.00 -
Captain 1.00 - 1.00 - 1.00 - 1.00 -
Management Services Administrator 1.00 - 1.00 - 1.00 - 1.00 -
Quality Assurance Coordinator - 1.00 - 1.00 - 1.00 - 1.00
Commander - - - - - - - -
Lieutenant 2.00 - 2.00 - 2.00 - 3.00 -
Sergeant 6.00 6.00 5.00 4.00
Detective 2.00 - 2.00 - 2.00 - 1.00 -
Corporal 1.00 - 1.00 - 1.00 - - -
Motorcycle Officer - - - - - - - -
Canine Officer/Handler 1.00 - 1.00 - 2.00 - 1.00 -
Officer 12.00 - 12.00 - 11.00 - 14.00 -
Code Enforcement Officer 2.00 - 2.00 - 2.00 - 2.00 -
Public Service Aide 1.00 - 1.00 - 1.00 - 1.00 -
Public Safety Beach Ranger (Resort Tax Funded) 1.00 1.00 1.00 1.00
Dispatcher 6.00 - 6.00 - 6.00 - 6.00 -
Records Administrator 1.00 - 1.00 - 1.00 - 1.00 -
CAD Support Staff 1.00
Mechanic - - - - - - - -
Communications Administrator & Code Compliance 1.00 1.00
Total Law Enforcement 39.00 1.00 39.00 1.00 39.00 1.00 39.00 2.00
99
100
Position Detail
FY 2018-19
Proposed Budget
FY 2017-18
Adopted Budget
FY 2016-17
Adopted Budget
FY 2015-16
Adopted Budget
Building FTEs PT FTEs PT FTEs PT FTEs PT
Building Official/ Director 1.00 - 1.00 - 1.00 - 1.00 -
Chief Building 1.00 1.00
Permit Clerks 2.00 - 2.00 - 3.00 - 3.00 -
Clerical Assistant 1.00 - 1.00 - - - - -
Inspectors - - - 3.00 - 3.00 - 4.00
Total Building 4.00 0.00 4.00 3.00 5.00 3.00 5.00 4.00
Recreation FTEs PT FTEs PT FTEs PT FTEs PT
Parks & Public Spaces Director 0.10 - 0.10 - 0.10 - 0.10 -
Parks and Rec. Director - - - - - - - -
Park Attendants 2.29 5.00 2.29 5.00 2.38 5.00 2.79 5.00
Total Recreation 2.39 5.00 2.39 5.00 2.48 5.00 2.89 5.00
Public Works FTEs PT FTEs PT FTEs PT FTEs PT
Parks & Public Spaces Director 0.24 - 0.24 - 0.30 - 0.27 -
Operations Coordinator 0.15 - 0.15 - 0.12 - 0.10 -
Maintenance Staff 0.70 - 0.70 - 2.52 - 3.97 -
Management Analyst 0.30 - 0.30 - 0.25 - 0.26 -
Secretary - - - - - - - -
Facilities Coordinator 0.55 - 0.55 - 0.55 - 0.58 -
Total Public Works 1.94 0.00 1.94 0.00 3.74 0.00 5.18 0.00
TOTAL GENERAL FUND 57.33 6.00 57.33 9.00 60.22 9.00 64.07 11.00
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Position Detail
FY 2018-19
Proposed Budget
FY 2017-18
Adopted Budget
FY 2016-17
Adopted Budget
FY 2015-16
Adopted Budget
WATER AND SEWER FUND
Water and Sewer FTEs PT FTEs PT FTEs PT FTEs PT
Parks & Public Spaces Director 0.33 - 0.33 - 0.40 - 0.40 -
Maintenance & Administrative Staff 3.13 - 4.13 - 7.33 - 6.10 -
Total Water and Sewer 3.46 0.00 4.46 0.00 7.73 0.00 6.50 0.00
TOTAL WATER AND SEWER FUND 3.46 0.00 4.46 0.00 7.73 0.00 6.50 0.00
RESORT TAX FUND
Marketing FTEs PT FTEs PT FTEs PT FTEs PT
Tourism/Marketing Director 1.00 - 1.00 - 1.00 - 1.00 -
Assistant - 1.00 - 1.00 - 1.00 - 1.00
Total Marketing 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00
Beautification and Maintenance FTEs PT FTEs PT FTEs PT FTEs PT
Parks & Public Spaces Director 0.33 - 0.33 - 0.19 - 0.19 -
Maintenance Staff 3.88 - 3.88 - 2.30 - 1.95 -
Total Beautification and Maintenance 4.21 0.00 4.21 0.00 2.49 0.00 2.14 0.00
TOTAL RESORT TAX FUND 5.21 1.00 5.21 1.00 3.49 1.00 3.14 1.00
SECURITY & LANDSCAPE FUND
Beautification and Maintenance FTEs PT FTEs PT FTEs PT FTEs PT
Parks & Public Spaces Director 0.10 - 0.10 -
Maintenance Staff 0.21 - 0.19 -
Total Beautification and Maintenance 0.00 0.00 0.00 0.00 0.31 0.00 0.29 0.00
TOTAL SECURITY & LANDSCAPE FUND 0.00 0.00 0.00 0.00 0.31 0.00 0.29 0.00
TOTAL VILLAGE 71.00 7.00 72.00 10.00 76.75 10.00 79.00 12.00
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