HomeMy Public PortalAboutVKB_FY2010Budget.pdfMISSION STATEMENT: “TO PROVIDE A SAFE, QUALITY COMMUNITY ENVIRONMENT FOR ALL ISLANDERS THROUGH RESPONSIBLE
GOVERNMENT.”
VILLAGE OF KEY BISCAYNE
ADOPTED
FISCAL YEAR 2010
BUDGET
ANNUAL OPERATING
AND
CAPITAL BUDGET
VILLAGE OF KEY BISCAYNE, FLORIDA GUIDE FOR READERS
i
The following information might be helpful to the reader in finding information in the budget
document of the 2010 programs, services and financial information. The Fiscal Year 2010 Key
Biscayne Budget compiles financial and service delivery data in a single source document for
easy reference. This guide explains the budget format and will assist in locating information which
may be of particular interest. The 2010 budget is intended to serve four purposes.
As a policy document, the Budget indicates what services the Village
will provide during the twelve month period beginning October 1, 2009
and reasons for these services. The Budget Message summarizes the
programs the Village will undertake and how the Budget will address
them. It also outlines accomplishments for Fiscal Year 2009. On a more
detailed level, the Department Budget sections describe the
accomplishments for the current fiscal year. It provides goals and
objectives for each organizational unit in the Village, as well as, the
performance measures upon which programs will be indicated,
monitored, and completed for the forthcoming fiscal year. All Village
funds are described in detail in their respective sections.
As an operations guide, the budget indicates how departments and
funds are organized to provide services that will be delivered to the
community. The Departments Budget sections provide a mission
statement, goals and objectives, organization chart, authorized
personnel, activity report, accomplishments, proposed improvements,
and summary appropriations for each Village Department.
As a financial plan, the budget outlines the cost of Village services and
how they will be funded. The Revenues and Expenditures Section
provides an overview of the Budget including major revenue and
expenditure breakdowns and categories for the General Fund, Capital
Improvement Fund, Stormwater Utility Fund, and the Solid Waste Fund.
In addition, there is discussion of the Village accounting structure and
budget policies. This section includes projections of the Village's
financial condition as of September 30, 2009 and comparison of
financial activity over a four-year period. The budget document
includes an appropriation from the General Fund to the Capital
Improvement Fund.
The Budget is designed to be user-friendly with summary information in
text, charts, tables, and graphs. A glossary of financial budget terms is
included for your reference. The appendix section includes
miscellaneous information relevant to the Village. Should you have a
question about the Village budget that this document does not answer,
please feel free to call the Department of Finance at (305) 365-8903. An
Executive Summary is available from the Office of the Village Clerk, 88
W. McIntyre Street, Key Biscayne, Florida 33149.
THE BUDGET AS A
POLICY DOCUMENT
THE BUDGET AS AN
OPERATIONS GUIDE
THE BUDGET AS A
FINANCIAL PLAN
THE BUDGET AS A
COMMUNICATIONS
DEVICE
VILLAGE OF KEY BISCAYNE, FLORIDA GUIDE FOR READERS
ii
TABLE OF CONTENTS
THE TABLE OF CONTENTS CONTAINS THE ITEMS INCLUDED IN
THE BUDGET DOCUMENT
MISSION STATEMENT “TO PROVIDE A SAFE, QUALITY COMMUNITY ENVIRONMENT FOR ALL ISLANDERS THROUGH RESPONSIBLE GOVERNMENT”
TABLE OF CONTENTS
FISCAL YEAR 2010 BUDGET
iii
INTRODUCTION
Village Government………………………………………………………………..…….... 1
Independent Consultants……………………………………………………………….... 3
Mission Statements……………………………………………………………………….… 4
Organizational Chart…………………………………………………………………….… 5
Authorized Full Time Positions…………………………………………………………….. 6
About the Key ……………………………………………………………………............... 7
Annual Budget Procedures……………………………………………………………… 10
Fund Structure……………………………………………………………………………… 11
2010 Budget Schedule………………………………………………………………….... 13
BUDGET IN BRIEF
Budget In Brief….……………………………………………………………………….…. 14
Budget Message…………………………………………….……………………….…… 18
Budget Forecast……….....…………………………………………………………….… 21
General Fund Borrowing...……………………………………………………………… 23
GOALS AND OBJECTIVES
Council Goals & Objectives………………………………………………………….… 25
Capital Improvement Plan…………………………………………………………...… 26
FINANCIAL POLICY
Financial Policy…………………………………………………………………………… 33
Taxation Ordinance……………………………………………………………………... 37
CONSOLIDATED BUDGET
Consolidated Budget Summary………………………………………………………. 38
Fund Types………………………………………………………………………………… 39
GENERAL FUND
General Fund.…………………………………………………………………………….. 44
2010 Estimated Property Taxes………………………………………………………… 45
Property Tax Comparison……………………………………………………………..... 46
Certification of Taxable Value……………………………………………………….... 46
REVENUES
General Fund Revenues………………………………………………………………… 47
Revenue Budget Detail……………………………………………………………..…... 49
Revenue Projection Rationale.…………………………………………………..…….. 50
EXPENDITURES
Expenditures……………………………………………………………………………….. 58
Expenditure Projection Rationale……………………………………………………… 59
VILLAGE DEPARTMENTS
Village Council……………………………………………………………………………. 61
Village Manager………………………………………………………………………….. 66
Finance and Administrative Services…………………………………………………. 71
Office of Village Clerk…………………………………………………………………… 77
Office of Village Attorney………………………………………………………………. 82
TABLE OF CONTENTS
FISCAL YEAR 2010 BUDGET
iv
Debt Service……………………………………………………………………………….. 86
Building, Zoning & Planning…………………………………………………………….. 91
Fire Rescue ……………………………………………………………………………….. 105
Police………………………………………………………………………………………. 119
Public Works………………………………………………………………………………. 137
Recreation………………………………………………………………………………… 147
Community Center……………………………………………………………………… 157
Athletics Division…………………………………………………………………………. 158
CAPITAL IMPROVEMENT FUND
Capital Improvement Fund………………………………………………….……….. 160
STORMWATER UTILITY FUND
Stormwater Utility Fund…………………………………………………….…………… 172
Stormwater Fund Exhibits…………………………………………………….………… 177
SOLID WASTE FUND
Solid Waste Fund……………………………………………………………………….. 179
SANITARY SEWER FUND
Sanitary Sewer Fund………………………………………………………………….… 182
Sanitary Sewer System…………………………………………………………………. 187
APPENDIX
Milestones for the Village……………………………………………………………… 188
Hurricane Preparedness &
Recovery…………………………………………………………………………………. 193
Accomplishments & Awards…………………………………………………………. 196
GLOSSARY
Financial Terms……………………………………………………………………………197
MAP
Map of Dade County……………………………………………….…..….. Back Cover
Map of Key Biscayne………………………………………………..……… Back Cover
INTRODUCTION
THE INTRODUCTION SECTION CONTAINS THE REPRESENTATIVES
OF THE GOVERNMENT, MISSION STATEMENTS, ORGANIZATION
AND PERSONNEL CHARTS, ANNUAL BUDGET PROCEDURES AND
SCHEDULE.
MISSION STATEMENT “TO PROVIDE A SAFE, QUALITY COMMUNITY ENVIRONMENT FOR ALL ISLANDERS THROUGH RESPONSIBLE GOVERNMENT”
VILLAGE OF KEY BISCAYNE, FLORIDA FISCAL YEAR 2010 BUDGET
1
Village Council
Robert Vernon, Mayor (Term Expires 11/14/2010)
Michael Davey, Vice Mayor (Term Expires 11/14/2010)
Jorge Mendia (Term Expires 11/14/2010)
Enrique Garcia (Term Expires 11/14/2012)
Thomas Thornton (Term Expires 11/14/2010)
Robert Gusman (Term Expires 11/14/2012)
Michael E. Kelly (Term Expires 11/14/2012)
Administrative Officials
Genaro “Chip” Iglesias
Village Manager
Conchita H. Alvarez, CMC
Village Clerk
Weiss Serota Helfman Pastoriza Cole & Boniske, P.A.
Village Attorney
MISSION STATEMENT:“TO PROVIDE A SAFE, QUALITY COMMUNITY ENVIRONMENT FOR ALL ISLANDERS THROUGH RESPONSIBLE GOVERNMENT.”
Council-Manager Form of Government Incorporated on June 18, 1991
VILLAGE OF KEY BISCAYNE, FLORIDA
FISCAL YEAR 2010 BUDGET
2
The Administrative Team
Jud Kurlancheek, AICP Director
Eugenio Santiago, Building Official
Building, Zoning and Planning Department
John C. Gilbert, Director
Eric Lang, Deputy Fire Chief
Fire Rescue Department
Charles Press, Police Chief
Jose L. Monteagudo, Deputy Police Chief
Police Department
Beatrice Galeano-Yera, Acting Director
Finance Department
Armando A. Nuñez, Director
Public Works Department
Todd A. Hofferberth, Director
Recreation Department
Village Council Appointments
Special Masters
Mortimer Fried
Jennifer Leal
Dennis M. O’Hara
Rosemary Sala
Timothy Stickney
Government Relations
Gomez Barker Associates
Fire/Police Retirement Board of Trustees (Two Year Terms)
Michael Haring, Chair Sherry Reed
Joe Monteagudo Servando Parapar, Secretary
Robert Maggs
MISSION STATEMENT: “TO PROVIDE A SAFE, QUALITY COMMUNITY ENVIRONMENT FOR ALL ISLANDERS THROUGH RESPONSIBLE GOVERNMENT.”
INDEPENDENT CONSULTANTS FISCAL YEAR 2010 BUDGET
3
Independent Auditor
Rachlin LLP
Certified Public Accountants &
Consultants
One Southeast 3rd Avenue,
Tenth Floor
Miami, Florida 33131
Bond Counsel
Jeffrey D. DeCarlo, Esquire
Adorno & Zeder, P.A.
2601 South Bayshore Drive,
Suite 1600
Miami, Florida 33133
Village Arborist
John Sutton Consulting
1432 South Palm Way
Lake Worth, FL 33460
Traffic Engineers
Glatting, Jackson, Kercher, Anglin,
Lopez & Rinehart
33 East Pine Street
Orlando, Florida 32801
Tipton Associates Incorporated
760 Maguire Boulevard
Orlando, Florida 32803
General Architectural
OBM Miami, Inc.
2600 Douglas Road, Suite 510
Coral Gables, Florida 33134
Robert Currie Partnership
134 N.E. 1st Avenue
Delray Beach, Florida 33444
Spillis Candela and Partners
800 Douglas Entrance
Coral Gables, Florida 33134
Engineering Services
Coastal Systems International, Inc.
464 South Dixie Highway
Coral Gables, Florida 33146
Corzo Castella Carballo Thompson
Salman, P.A.
901 Ponce de Leon Boulevard, Suite
900
Coral Gables, Florida 33134
Edward E. Clark Engineers-Scientists,
Inc.
7270 N.W. 12th Street, Suite 740
Miami, Florida 33126
Post Buckley Schuh & Jernigan, Inc.
2001 N.W. 107th Avenue
Miami, Florida 33172
Tetratech
4601 Ponce de Leon Boulevard,
Suite 220
Coral Gables, Florida 33146
Financial Advisor
Estrada Hinojosa & Company, Inc.
201 South Biscayne Boulevard, Suite
2826
Miami, FL 33131
4
VILLAGE OF KEY BISCAYNE, FLORIDA
VILLAGE MISSION STATEMENT:
“TO PROVIDE A SAFE,
QUALITY COMMUNITY ENVIRONMENT FOR ALL
ISLANDERS THROUGH RESPONSIBLE
GOVERNMENT.”
Community Character: Key Biscayne should be a residential community.
Development policies should protect residential character. Future residential
development should be at the lowest densities consistent with protection of
reasonable property rights. Hotels should be permitted in order to provide
ocean access opportunities and respect an established land use pattern;
however, they should be modest in size as not to overpower the community’s
residential character. Other commercial development should be sized to
meet the needs of residents and hotel guests. Office development should be
limited to the minimum amount practical in light of existing development
patterns.
VILLAGE OF KEY BISCAYNE
FISCAL YEAR 2010 BUDGET
5
The Village Manager, who reports directly to the Village Council, manages the Village
of Key Biscayne’s day-to-day operations. The Village Manager appoints the Six
Department Heads.
V OTERS
OF
K EY B ISCAYNE
V OTERS
OF
K EY B ISCAYNE
Village
Council
(7)
Village
Council
(7)
Local Planning
Agency
Local Planning
Agency
Village Clerk
(1.5) Special Master
(2)
Special Master
(2) Village Manager
(2)
Village Manager
(2) Village Attorney Village Attorney Police/Fire
Retirement
Board (5)
Police/Fire
Retirement
Board (5)
Assistant to
the Manager
(1)
Assistant to
the Manager
(1)
Department of
Building,
Zoning and
Planning (16)
Department of
Building,
Zoning and
Planning (16)
Department of
Recreation (4)
Department of
Recreation (4)
Department of
Emergency
Services (73)
Department of
Emergency
Services (73)
Department of
Public
Works (2.5)
Department of
Public
Works (2.5)
Department of
Finance and
Administrative
Services (1.5)
Department of
Finance and
Administrative
Services (1.5)
Building Building
Zoning Zoning
Planning Planning
Fire Rescue Fire Rescue
Police Police
Special Events Special Events
Sports and
Athletics
Sports and
Athletics
Programs
and Tours
Programs
and Tours
Village Engineer Village Engineer
Contract
Supervisor
Contract
Supervisor
Stormwater
Management
Stormwater
Management
Refuse
Collection
and Recycling
Refuse
Collection
and Recycling
Maintenance Maintenance
Finance/
Accounting
Finance/
Accounting
Personnel/
Benefits
Personnel/
Benefits
Risk
Management
Risk
Management
V OTERS
OF
K EY B ISCAYNE
V OTERS
OF
K EY B ISCAYNE
Village
Council
(7)
Village
Council
Local Planning
Agency
Local Planning
Agency
Village Clerk Special Master
(2)
Special Master
Village Manager
(2)
Village Manager
Village Attorney Village Attorney Police/Fire
Retirement
Board (5)
Police/Fire
Retirement
Board
Assistant to
the Manager
(1)
Assistant to
Village Manager t
Department of
Building,
Zoning and
Planning (16)
Department of
Building,
Zoning and
Planning
Department of
Recreation (4)
Department of
Recreation
Department of
Emergency
Services (73)
Departments of
Public Safety Department of
Public
Works (2.5)
Department of
Public Works
Department of
Finance and
Administrative
Services (1.5)
Department of
Finance and
Administrative
Services
Building Building
Zoning Zoning
Planning Planning
Code Assistance
Fire Rescue Fire Rescue
Police Police
Special Events Special Events
Sports and
Athletics
Sports and
Athletics
Programs
and Tours
Programs
and Tours
Village Engineer Village Engineer
Contract
Supervisor
Contract
Supervisor
Stormwater
Management
Stormwater
Management
Refuse
Collection
and Recycling
Refuse
Collection
and Recycling
Maintenance Maintenance
Finance/
Accounting
Finance/
Accounting
Personnel/
Benefits
Personnel/
Benefits
Risk
Management
Risk
Management
Senior
Services
AUTHORIZED POSITIONS FISCAL YEARS 2004-2010
6
The Chart below shows the distribution of authorized General Fund full and part-time
positions, by departments, for the twelve month period for the years 2004 through 2010. The
number of full and part-time employees for Fiscal Year 2010 has decreased with the deletion
of a Customer Service Representative and Facility Manager.
SUMMARY
Department
2004
2005
2006
2007
2008
2009
2010
Office of the Village Manager
3.5
4.0
3.0
3.0
3.0
5.25
3.25
Finance and Administrative
Services
1
1
1
1
1
1
1
Office of the Village Clerk
2
2
2
2
2
2
2
Building, Zoning and Planning
12.5
13.0
13.0 14.0 14.0 14.0 14.0
Police Department
43.5
43.5
43.5 43.5 43.5 43.5 43.5
Public Works Department
5
5
5 5 5 5.25 5.25
Fire Rescue Department
35
39
39 39 39 39 39
Recreation Department
4
25
25 25 25 25.5 25.5
Total Authorized Positions
104.5
132.5
131.5 132.5 132.5 135.5 133.5
FY 2010 Staffing
Clerk
1%BZP
10%Finance
1%
Police
32%
Pub. Works
4%
Manager
4%
Recreation
19%
Fire
29%
ABOUT THE KEY
FISCAL YEAR 2010 BUDGET
7
Key Biscayne is a prestigious, residential community which is a seven mile long, two mile wide barrier island
only minutes from downtown Miami and is in Miami-Dade County. It is the southern most barrier island in the
United States of America. Two ocean resorts attract visitors throughout the year. Local retail business activity
serves the needs of the community residents and visitors to the island. For additional information, please
consult the inside front cover.
General Information
Form of Government
Council-Manager
Governing Body
Village Council:
6 Council members and 1 Mayor
Elected at large through non-partisan elections. Mayor and
Councilmembers have two year terms.
Date of Incorporation
June 18, 1991
Population
(Estimates provided by the University of
Florida)
1995 8,892 1999 9,689 2008 11,555
1997 8,937 2000 10,532 Census
1998 9,471 2007 11,433
Village Services
Full Service including Police, Fire Rescue, Recreation, Public Works,
Building, Zoning and Planning, refuse collection and disposal and
stormwater management.
Services provided by Miami-Dade County
Library, schools, water and sewer, and certain public works
functions.
Location
Area
1.25 Square Miles
Location
Latitude 25.42 North Longitude 80.16 West
Elevation
5 ft. above sea level
Miles of Streets
22.4 miles
Fire Protection
Number of Stations (Class 3)
1
Fire Hydrants
169
Emergency Response Time
Less than 3 minutes
Number of Rescue Trucks (Ambulances)
2
Police Protection
Number of Stations
1
Economics
Average Age
40.1 years
Average Household Income
$92,604
Area Historic Sites (5)
Florida Lighthouse, Calusa Park, Bear Cut, Key Biscayne
Archeological Zones, and 1855 U.S. Coast Guard Monument
Marker
ABOUT THE KEY
FISCAL YEAR 2010 BUDGET
8
Public Education
Attendance Centers
1
Number of Students
1,155
Number of Teachers
75
Utilities
Electricity
Florida Power & Light
Telephone
BellSouth Telephone Company
Miami-Dade Water & Sewer Department
1,725
Average Daily Consumption
2,500,000
Sewers
807
Refuse Collection & Recycling Services
Participants
Single Family Homes
Customers
1,298 @ $495 per annum
Stormwater Utility Fee
Single Family Home Rate
$7.50 per month
Multi-Family Unit Rate
$5.00 per month
Commercial Rate
Varies according to impervious area
Recreation and Culture
Number of Parks: Four (15.5 acres)
Master Plan: 2.5 acres per 1,000 population (25 acres)
Village Green 9.5 acres(Best Park in County); Oceanfront Park
2.0 acres; Lake Park 1 acre; Calusa Park 3.76 acres
Community Center 38,000 Square feet
Number of Libraries - Miami-Dade Branch
1 299 Crandon Boulevard
Houses of Worship
Churches
4
Housing
Units
5,665
Single Family Homes
1,280
Multi-Family Units
4,686
Commercial Property
Shopping Centers
232,682 square feet (7 Centers)
Communications
Newspaper (Weekly) Islander News
Comcast Cable Communications 5,600 customers
Local Cable Channel Channel 77
World Wide Web Site http://www.keybiscayne.fl.gov
9
ABOUT KEY BISCAYNE
FISCAL YEAR 2010 BUDGET
VILLAGE OF KEY BISCAYNE DEMOGRAPHIC PROFILE
Hispanic or Latino and Race
Hispanic or Latino (of any race) 5,231
Mexican 193
Puerto Rican 116
Cuban 1,632
Other Hispanic or Latino 3,290
Not Hispanic or Latino 5,276
White Alone 5,058
Households by Type
Total Households 4,259
Family Household (Families) 2,900
With Own Children Under 18 Years 1,375
Married-Couple Family 2,469
With Own-Children Under 18 Years 1,141
Female householder, no husband present 328
With Own Children under 18 Years 188
Nonfamily Households 1,359
Householder living alone 1,187
Householder 65 Years and Over 403
Households with individuals under 18 years 1,411
Households with individuals 65 years and over 1,192
Average Household size 2.47
Average Family size 2.99
Housing Occupancy
Total Housing Unites 6,378
Occupied Housing Units 4,259
Vacant Housing Units 2,119
For Seasonal, Recreational, or Occasional Use 1,283
Average Per Capital Income* 37,629
Unemployment Rates ** (2000)
Miami-Dade County 5.6%
Village of Key Biscayne 2.6%
Total residents: 10,507
Source: Bureau of Census, 2000 Census
*Source: Bureau of Census, Income Division, 2000 Census Info Not Available At this Time
** Source: State Department of Labor
ANNUAL BUDGET PROCEDURES FISCAL YEAR 2010 BUDGET
10
In accordance with the Village of Key Biscayne Charter, Article III, (Section 3.03, Powers and Duties of
the Village Manager [Subsection 5]), the Village Manager must prepare and submit to the Council a
proposed budget and capital program.
Each annual budget adopted by the Council shall be a balanced budget
in accordance with the Village of Key Biscayne Charter, Article IV, (Section
4.05a).
The Council shall by ordinance adopt the annual budget on or before the
last day of September of each year. If it fails to adopt the annual budget by
this date, the Council may by resolution direct that the amount
appropriated for current operations for the then ending fiscal year be
deemed appropriate for the ensuing fiscal year for a period of fifteen (15)
days and may be renewed by resolution each fifteen (15) days, with all items in it prorated
accordingly, until such time as the Council adopts an annual budget for the ensuing fiscal year. An
ordinance adopting an annual budget shall constitute appropriations of the amounts specified
therein. (Section 4.05b)
The budget shall be specific as to the nature of each category of
appropriations therein. Further changes such as transferring of available
funds within a specific department, may be authorized by the Village
Manager. Reasonable appropriations may be made for contingencies, but
not within defined spending categories. (Section 4.05c)
The annual budget is adopted by ordinance and may only be amended by
ordinance. Contingency funds may only be transferred by the budget
amendment process. (Section 4.07 a-b)
The General or Operating Fund, Budget of the Village of Key Biscayne is
prepared on a modified accrual basis. Briefly, this means that obligations of
the Village, such as outstanding purchase orders, are considered as
encumbrances and are budgeted as expenses. Revenues are recognized
only when they are actually received. The Village follows guidelines established by the Florida
Department of Banking and Finance, the Government Finance Officers Association in association
with the American Institute of Certified Public Accountants, the Charter of the Village of Key Biscayne
and the Auditor General of the State of Florida.
The Comprehensive Annual Financial Report (CAFR) shows the status of the Village's finances on the
basis of "Generally Accepted Accounting Principles" (GAAP). In most cases this conforms to the
method by which the Village prepares its budget. The Comprehensive Annual Financial Report
shows fund expenditures and revenues on both a (GAAP) basis and budget basis for comparison
purposes. Except that (GAAP) does not take encumbrances into account until they become
payable.
Solid Waste Fund, Stormwater Utility Fund and Sanitary Sewer Fund are
budgeted on a full accrual basis. Not only are expenditures recognized
when a commitment is made, but revenues are also recognized when they
are obligated to the Village.
BALANCED
BUDGET
BUDGET
ADOPTION
SPECIFIC
APPROPRIATION
BUDGET
AMENDMENTS
BUDGET BASIS
ENTERPRISE FUNDS
FUND STRUCTURE AND DESCRIPTION
FISCAL YEAR 2010 BUDGET
11
Finances of the Village of Key Biscayne are organized according to the specific
purposes for which the monies will be spent. This organization method is called fund
budgeting and fund accounting and is the standardized method for government
finance purposes. Funds are established to account for different types of activities
that governments engage in and to ensure compliance with various legal restrictions
placed on their use.
In Fiscal Year 2010, the Village of Key Biscayne will operate with the following six
funds: General Fund, Stormwater Utility Fund, Solid Waste Fund, Sanitary Sewer
Improvement Fund, Capital Improvement Fund, and Civic Center Fund. The chart on
the following page illustrates the flow of money within and between these funds. The
six funds listed above can be grouped into three broad categories according to their
general characteristics: General Fund, Enterprise Funds, and Capital Project Funds.
The General Fund group consists of just one fund – General Fund. The General Fund is
used to account for general Village operations and services that cannot be charged
to any other fund.
The Enterprise Fund group consists of three funds – Stormwater Utility Fund, Solid
Waste Fund, and Sanitary Sewer Improvement Fund. The Stormwater Utility Fund is
used to account for costs and revenues associated with the operation and
maintenance of the Village’s stormwater utility system. The Solid Waste Fund is used
to account for the costs and revenues associated with the curbside collection an d
disposal of solid waste as well as recycling of useful materials. Lastly, the Sanitary
Sewer Improvement Fund is used by the Village to account for the costs and
revenues of the construction and operation of a sanitary sewer collection and
transmission system to serve the currently un-sewered portions of the Village.
The last group of funds, Capital Project Funds, is comprised of the Capital
Improvement Fund and the Civic Center Fund. The Capital Improvement Fund is
used to account for the financial resources used for acquisition or construction of
major capital facilities and improvements. Worth noting is the fact that the Capital
Improvement Fund is funded entirely through an interfund transfer from the General
Fund.
FUND STRUCTURE AND DESCRIPTION
FISCAL YEAR 2010 BUDGET
12
FLOW OF FUNDS STRUCTURE
Sources of Funds:
Uses of Funds:
Ad -valorem Taxes
Franchise Fees
Utility Fees
Licenses & Permits
State Shared Revenues
Charges for Services
Interest
Grants & Donations
Prior Year Fund Balance
Fees & Charges
Interest
Prior Year Fund Balance
Interfund Transfers
Interest
Prior Year Fund Balance
GENERAL
FUND
General Fund
ENTERPRISE
FUNDS
Stormwater Utility Fund
Solid Waste Fund
Sanitary Sewer Fund
CAPITAL
PROJECT FUNDS
Capital Improvement
Fund
Civic Center Fund
Loan Proceeds
General Government
Operations
Environmental Facilities Capital Facilities and
Improvements
Permanent Community
Facilities
BUDGET CALENDAR
FISCAL YEAR 2010 BUDGET
13
The Village fiscal year begins October 1 and ends September 30 of the following year.
Preparation of the budget begins in February of each year. The Council adopted
millage rate in July for use on the Notice of Proposed Taxes to be mailed to all property
owners on August 28, 2009. In accordance with state law, tentative millage rates are
adopted at the first public budget hearing in September and these rates cannot be
increased at the second budget hearing. Additionally, the tentative rates cannot
exceed the preliminary rates adopted by the Council in July except by re-notifying by
mail all affected property owners. Below is an outline of the budget calendar for the FY
2009-10 budget.
ACTION
1. Staff meeting to begin
preparation of 2010
Annual Budget
2. Departmental Review
3. Certification of Taxable
Values by Miami-Dade
County Property
Appraiser is finalized.
4. Proposed FY 2010
Budget presented by
Village Manager to
Village Council.
5. Proposed millage rate
adopted for 2010 and
selects public hearing
dates.
6. Notice of proposed tax
bill and Public Hearing
dates.
7. First Public Hearing and
tentative mill rate
adopted.
8. Final Budget Hearing
and adoption of the
2010 Budget.
10. Start of new Fiscal Year
DATE
January 21, 2009
February through June,
2010
July 1, 2009
June 16, 2009
July 7, 2009
September 1, 2009
September 8, 2009
September 22, 2009
October 1, 2010
BUDGET MESSAGE
THE BUDGET MESSAGE IS A GENERAL DISCUSSION OF THE
PROPOSED BUDGET WRITTEN BY THE VILLAGE MANAGER TO
THE VILLAGE COUNCIL.
MISSION STATEMENT “TO PROVIDE A SAFE, QUALITY COMMUNITY ENVIRONMENT FOR ALL ISLANDERS THROUGH RESPONSIBLE GOVERNMENT”
BUDGET IN BRIEF
FISCAL YEAR 2010 BUDGET
14
To: Honorable Mayor and Members of the Village Council
From: Genaro “Chip” Iglesias, Village Manager
Subject: Adopted Fiscal Year 2009 General Fund Budget in Brief
Date: October 1, 2009
At this time, I am pleased to present the Adopted Fiscal Year 2010 General Fund
Budget in Brief for the Village of Key Biscayne. This represents a brief overview of the
adopted total operating budget of $27,743,419 a decrease of $1,979,720 or -7.14%
over Fiscal Year 2009. Overall decrease in the Village Budget can be attributed to an
decrease in personnel expenses which include an insurance expense and additional
reserve allocations. The estimated property assessment for Fiscal Year 2009 is $6.435
billion, representing a decrease from last year of 1.22%.
Adopted Millage
The Village of Key Biscayne continues to hold the distinction of having the lowest
millage rate of any municipality in Miami-Dade County. While, other cities are
considering possible increases to their millage rates, the Village has maintained the
millage at 3.20, including fire and rescue service.
REVIEW OF REVENUES
General fund revenues are expected to total $27,723,139 which represents a 577,173 or
2.13% increase over the previous year’s budget of $27,145,966. Ad Valorem taxes account
for almost 70.56% of the revenues.
BUDGET IN BRIEF
FISCAL YEAR 2010 BUDGET
15
Below is a breakdown of the General Fund Revenues.
General Fund Revenues
Adopted
FY 2009
Adopted
FY 2010
Difference
+
Percent
Changed
Ad-valorem
$19,561,571
$18,046,097
($1,515,474)
-7.75%
Franchise Fees
$1,065,000
$995,000
($70,000)
-6.57%
Utility Taxes
$2,584,530
$2,512,095
($72,435)
-2.80%
Licenses & Permits
$1,075,200
$1,075,200
$0
0%
State Shared Revenues
$937,638
$834,751
($102,887)
-10.97%
Charges for Services
$2,140,150
$2,180,356
$40,206
1.88%
Interest
$7,500
$0
($7,500)
-100%
Grants & Donations
$351,550
$99,920
($251,630)
71.58%
Total Revenues
$27,723,139
$25,743,419
($1,979,720)
-7.14%
REVIEW OF EXPENDITURES
Total fund expenditures for the 2010 fiscal year are estimated at $23,809,903 a decrease of
$617,065 or 2.52% over the 2009 budget. The majority of the increase is associated with
personnel services category, debt service payments have increased because of additional
borrowing, maintenance costs for the Civic Center. Below is a breakdown of the Adopted FY
2010 General Fund Expenditures as compared to the FY 2009 Budget.
General Fund
Expenditures
Adopted
FY 2009
Adopted
FY 2010
Difference
+
Percent
Changed
Village Council
$474,688
$338,622
($136,066)
1.22%
Administration
$1,079,553
$871,994
($207,559)
14.99%
Village Clerk
$452,826
$395,389
($57,437)
.34%
Village Attorney
Debt Service
$483,000
$3,335,457
$490,000
$3,378,933
$7,000
$43,477
26.11%
4.89%
Building, Zoning & Planning
$1,687,548
$1,566,150
($121,398)
2.85%
Police
$5,368,708
$5,163,955
($204,753)
5.18%
Fire Rescue
$6,160,922
$6,407,036
$246,114
10.64%
Public Works
$1,977,947
$1,876,475
($101,472)
5.53%
Recreation
$3,466,300
$3,381,349
($84,951)
17.26%
Total Expenditures
$24,486,949
$23,869,903
($617,046) -2.52%
BUDGET IN BRIEF
FISCAL YEAR 2010 BUDGET
16
DEPARTMENTAL HIGHLIGHTS
Building Zoning & Planning: Fiscal Year 2009 will represent the eighth consecutive year
that the Building Division’s revenue will be approximately the same as expenses. This is
due to the high level of building permits being issued for the rehabilitation and/or
additions and construction of new single family homes and condominium unit
renovations.
The planning Division provides staff to the Art in Public Places Board, the Crandon
Boulevard Master Plan Implementation Committee, the Crandon Boulevard Zoning and
Development Committee, and the Noise Committee.
Police Department: The Fiscal Year budget for 2009 reflects an increase of $264,459
or 5.18% over FY 2008. Fiscal Year 2009 has brought about several changes within the
Key Biscayne Police Department. The goal of the departments Community Policing
philosophy is being reinforced and reintroduced throughout the organization. The
department will continue to teach its Citizens Police Academy, keeping with tradition
from the previous administration. It will continue to provide programs such as the
Bicycle Safety Rodeos, School Crisis Emergency Planning and Coordination, and
Halloween Safety Program. We will continue to provide quality training programs for
the officers to ensure that they have the most up to date information possible and to
prepare them for advancement. In addition, we will continue to maintain policies
and procedures necessary to maintain the CALEA accreditation.
Fire Rescue Department: The Fiscal Year 2009 budget for the Department reflects an
increase of $592,399or 10.64% over FY 2008. This increase is primarily attributed to
increases in personnel expenses. Federal and State grants will be utilized by the
Department to update training and equipment for its responsibility as first responders
to incidents other than fire and/or medical emergencies. The department will
continue to offer the Community Emergency Response Team (CERT) program. The
Department will continue to enhance the quality of life for its residents by continuing
to offer Citizen CPR, First Aid and Accident Prevention Classes.
Public Works Department: Fiscal year 2009 brings new challenges to the Public Works
Department with the implementation Crandon Boulevard Master Plan and the
construction of the sanitary sewers. The Fiscal Year 2009 budget has an increase of
$56,459 due personnel expenses and added contractual services. The Public Works
Department will continue to meet the needs and requests of residents concerning
landscaping, Village public right of way, storm water maintenance, refuse collection,
sidewalks, beach maintenance and street cleaning. The Public Works Department
along with the Village Manager’s office will work closely with C3TS on the Sanitary
Sewer project. The Public Works Department will continue its role as liaison to FPL,
BUDGET IN BRIEF
FISCAL YEAR 2010 BUDGET
17
Miami-Dade Water and Sewer Department, Miami-Dade County Public Works
Department, Comcast and Bell South.
Recreation Department: With the addition of the Community Center, the Recreation
Department will go above and beyond in providing islanders quality recreational
programs. In 2009, an Athletic Department was organized to take over the athletic
programs formerly administered by the Key Biscayne Athletic Club. The department
provides a wide variety of services, classes, special events, and activities to the
residents of Key Biscayne. The Community Center building was officially opened on
November 1st, 2004. The center offers residents an Olympic sized pool, gymnasium,
wellness center, aerobic room, teen/ youth room, toddler room, play station,
computer lab, arts and craft room, adult room and a multipurpose room. Through
improvements to the actual building, more diverse programs are planned. The
department will continue to successfully identify alternative sources of funding such
as grants, sponsorships, and donations.
Office of the Village Manager: Special emphasis on the need to communicate and
disseminate accurate and timely information to our residents. The Manager will
continue to work with staff on utilizing all available resources at our disposal to inform
the public. The gavel-to-gavel broadcast of Village Council meetings will be
improved with the update of video equipment. The office will continue to work on
the Village website in order to provide more valuable information.
The Village Manager’s Office will continue to work closely with county, state and
federal officials in locating funds for the Village Sanitary Sewer Project. The Village
will receive $5.1 million from the County General Obligation Bond Program and $1
million from the federal government for the sewer project. The Village received $8
million from Miami Dade Water and Sewer Department for the installation of the
purple pipes.
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FISCAL YEAR 2010 BUDGET
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Fiscal Year 2009 Highlights
The following is a breakdown of activities and/or projects this government has
undertaken during the 2008 Fiscal Year. It continued projects and contracts for
municipal services begun in previous years and initiated new community improvements
and programs.
1. Village Address
The annual Town Meeting, State of the Village Address was held on December 8,
2009.
2. Sanitary Sewer Project
June 27, 2006 Council meeting, the Village Council approved Ordinance 2006-6
authorizing construction of the sanitary sewer and water line improvement project.
The scope of work according to the Village includes: Installation of the sanitary
sewer system (sewer laterals, gravity sewers, manholes, pump station construction
(Zone 2/3) and upgrades (Zone 1) and other components) in Zones 1, 2/3 and 4.
Replacement of the old asbestos cement water pipes within the sanitary sewer
improvement area, and restoration of pavement, landscaping and other areas
affected by the installation. The Village awarded the construction of Zone 1 and
zone 4 to Metro Equipment Services, Inc. The Village awarded the construction of
Zone 2/3 to TransFlorida Development Corp. Substantial Completion of Zone 1
and Zone 4 was October 7, 2008. The Village received notice on September 10,
2009 from the Miami-Dade County Water and Sewer Department (WASD) that
residents in Zone 4 (Holiday Colony area, can connect to the new sewer system.
4. Village Newsletter
In an age of technology, it is necessary to provide Village residents with the most
up-to-date information possible. Therefore, a new way to inform Village of Key
Biscayne residents has arrived through an electronic newsletter; residents will
rapidly have the latest departmental news, articles, previews of scheduled events,
and much more.
5. National Flood Insurance Community Rating System
The Village of Key Biscayne has now been officially notified by the Federal
Emergency Management Agency, (FEMA) that it has been “...verified as a Class 7
community in the National Flood Insurance Community Rating System...” This
means that flood insurance policies issued or renewed “...effective April 1, 2000
will receive a 15 percent premium discount...” The number of flood insurance
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policies currently in force within the Village total 6,807 covering both building and
contents. The Village of Key Biscayne submitted a Floodplain Management Plan
(FMA) update to the National Flood Insurance Program's (NFIP) Community Rating
System (CRS) program to meet the October 1, 2009, deadline. The staff is looking
to lower the rating to a Class Six by certain Council actions.
6. Sunrise and Galen Lighting
The project consists of lighting improvements on Galen Drive and Sunrise Drive
located east of Crandon Boulevard in the Village of Key Biscayne. Improvements
include the installation of light poles, pull boxes, trenchless installation of conduit,
and electrical service to an existing power source for each street. The Village
Council selected UnderPower Corp. at the February 12, 2009 meeting to perform
the work. Substantial completion of the project was September 11, 2009.
7. Purple Pipes
The Miami-Dade County Water and Sewer Department (WASD) and the Village of
Key Biscayne are partners in the first alternative water supply project in Miami-
Dade County. "Purple pipes" to provide reclaimed water for irrigation in public
areas will be installed in conjunction with new sanitary sewers and replacement
mains for potable water. Treated wastewater will be transported in a new water
main to Key Biscayne once the proposed reuse plant at the Central District
Treatment Plant on Virginia Key is in service. The Links at Crandon Park public golf
course at the north end of the island also will be irrigated with reclaimed water.
Substantial completion of this project was on October 11, 2008. The Village is
waiting for certification of the pipes.
8. West Heather Drive Pump Upgrade
The Village replaced the station’s twin 4000 gpm vertical propeller pumps, with
new high efficiency models. The electrical controls were replaced, valves were
serviced, the collection system pipes were flushed and the drainage well was
rehabilitated. These upgrades restore the hydraulic capacity of the system to its
most efficient condition, thereby relieving the street flooding and mitigating
potential overflows to surface waters. The pump upgrade was completed in
March of 2009.
9. Harbor Drive Improvements
The Village received the go-ahead for a transportation improvement project
along Harbor Drive as part of the American Recovery and Reinvestment Act of
2009 (ARRA). This is the first local project funded by ARRA, also known as the
Federal Stimulus Package. Approximately 0.9 miles of heavily-traveled Harbor
Drive will be repaved, and lighting will be added along approximately 0.4 miles of
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the project corridor. Public safety and mobility for pedestrians, bicyclists and golf
cart operators will be increased by these improvements.
10. Art In Public Places
In FY08, the Board approved a suggestion that artwork be incorporated in the
Phase 3 Crandon Boulevard Project. Upon a recommendation from the Board, the
Village Council entered into an Agreement with Jose Bedia to design artwork in
five (5) of the plazas that are being constructed as part of the Phase 3 Crandon
Boulevard Project. The contract also included five (5) original pieces of artwork
that will be displayed in a Village building. The five (5) plazas were completed in
September 2008. The contract also included five (5) drawings depicting the
installed artwork. These drawings are now displayed in the Community Center.
2010 BUDGET MESSAGE FISCAL YEAR 2010 BUDGET
21
FY 2010 FORECAST
The following is a breakdown of upcoming activities or projects the Village Government
will undertake during Fiscal Year 2010. This Budget continues projects and contracts for
municipal services begun in previous years and initiates new community improvements
and programs.
1. 2010 Budget
The adopted 2010 Annual Budget for all funds was $ 26,892,042 and is broken
down into the following funds: General Fund is $25,743,419; Solid Waste Fund is
$643,105; Stormwater Improvement Fund is $499,518; Capital Improvement Fund is
$6,000. The mill rate is 3.20 mills.
2. Sanitary Sewer Project
June 27, 2006 Council meeting, the Village Council approved Ordinance 2006-6
authorizing construction of the sanitary sewer and water line improvement project.
The scope of work according to the Village includes: Installation of the sanitary
sewer system (sewer laterals, gravity sewers, manholes, pump station construction
(Zone 2/3) and upgrades (Zone 1) and other components) in Zones 1, 2/3 and 4.
Replacement of the old asbestos cement water pipes within the sanitary sewer
improvement area, and restoration of pavement, landscaping and other areas
affected by the installation. The Village awarded the construction of Zone 1 and
zone 4 to Metro Equipment Services, Inc. Construction in these zones began in
October of 2007.
3. Purple Pipes
The Miami-Dade County Water and Sewer Department (WASD) and the Village of
Key Biscayne will be partners in the first alternative water supply project in Miami-
Dade County. "Purple pipes" to provide reclaimed water for irrigation in public
areas will be installed in conjunction with new sanitary sewers and replacement
mains for potable water. Treated wastewater will be transported in a new water
main to Key Biscayne once the proposed reuse plant at the Central District
Treatment Plant on Virginia Key is in service. The Links at Crandon Park public golf
course at the north end of the island also will be irrigated with reclaimed water.
4. Capital Improvement Plan
Historically, the Village Council adopted a 1 Year Capital Improvement Plan
through a process that was called “Goals and Objectives”. In order to provide for a
more comprehensive approach towards planning and financing capital projects,
the Village Manager directed staff to prepare a 5 Year Capital Improvement Plan.
FY10 will be the first year that will include this information. The 5 Year Capital
Improvement Plan will increase our ability to manage revenues and expenses on a
project by project basis.
5. Recreation and Open Space Charrette. This Charrette is designed to address the
2010 BUDGET MESSAGE FISCAL YEAR 2010 BUDGET
22
recreation and open space needs Village-wide and to recommend a use and
general site plan for property at 530 Crandon Boulevard. It is our goal to complete
this work in early FY09.
6. Zoning Ordinance Review Committee. This Committee was created by the Council
January 2007. The Council directed the Committee to review the Zoning and Land
Development Regulations and if necessary recommend changes. The Committee
will submit its recommendations to the Village Council in early 2009. Should the
Council decide to move forward with their recommendations, it is our goal to
provide the necessary administrative services.
7. Calusa Park Redesign. At the direction of Council, Staff has developed a site plan
that assembles the open space into one large playing field and relocating the
existing uses in a more efficient manner within the Park. The Village Council
approved the design and directed the Administration to proceed with obtaining
approval through the Miami-Dade County Commission and the Crandon Park
Master Plan Amendment Committee. Staff will assist in this effort.
8. Chamber of Commerce
Funds are included in this budget to continue the contract with the Chamber of
Commerce. Under the terms and conditions of this contract, the Chamber has
assumed the business and tourism promotional activities for the community. This
private-public partnership was initially approved in 1995.
GENERAL FUND BORROWING
FISCAL YEAR 2010 BUDGET
23
This Chart projects the available borrowing capacity for the next five years. The current outstanding
debt is $36,387,594, which includes the Civic Center, Sanitary Sewer, and all phases of the Crandon
Blvd. Project.
The Village will be in compliance with the 1% of assessed value borrowing limit for all years. Available
borrowing as of October 1, 2009 will be $21.2 million.
General Fund
Borrowing FY2009 FY2010 FY2011 FY2012 FY2013 FY2014
Assessed Value $6,434,727,418 $5,936,216,017 $5,580,043,056 $5,694,018,404 $5,868,400,686 $6,107,885,686
Revenues $ 27,723,139 $ 25,743,419 $ 24,555,614 $ 24,967,140 $ 25,596,443 $ 26,656,319
Expenditures $ 24,486,945 $ 23,869,903 $ 24,561,811 $ 25,377,584 $ 26,221,463 $ 27,062,502
Available for
Debt Service
and Capital
Outlay $ 3,236,194 $ 1,873,516 $ (6,197) $ (410,444) $ (625,020) $ (406,183)
Capital
Outlay/Reserve $ 3,236,194 $ 1,873,516 $ (6,197) $ (410,444) $ (625,020) $ (406,183)
Available for
Debt Service $ - $ - $ - $ - $ - $ -
Total Borrowing
Capacity $ 64,347,274 $ 59,362,160 $ 55,800,431 $ 56,940,184 $ 58,684,007 $ 61,078,857
Debt
Limits FY2009 FY2010 FY2011 FY2012 FY2013 FY2014
Assessed
Value $6,434,727,418 $5,936,216,017 $5,580,043,056 $5,694,018,404 $5,868,400,686 $6,107,885,686
Assessed
Value Limit
(1%)
$ 64,347,274 $ 59,362,160 $ 55,800,431 $ 56,940,184 $ 58,684,007 $ 61,078,857
Current
Outstanding
Debt
$ 36,387,594 $ 38,070,808 $ 35,641,726 $ 33,160,802 $ 30,582,070 $ 28,001,372
Anticipated
Dept $ 36,387,594 $ 38,070,808 $ 35,641,726 $ 33,160,802 $ 30,582,070 $ 28,001,372
Additional
Debt
Capacity
$ 27,959,680 $ 21,291,352 $ 20,158,705 $ 23,779,382 $ 28,101,937 $ 33,077,485
General
Fund
Expenditures
$ 24,486,949 $ 23,869,903 $ 24,561,811 $ 25,377,584 $ 26,221,463 $ 27,062,502
General
Fund Limit
(15% of Exp)
$ 3,673,042 $ 3,580,485 $ 3,684,272 $ 3,806,638 $ 3,933,219 $ 4,059,375
Current
Debt Service $ 3,335,457 $ 3,378,933 $ 3,193,046 $ 3,179,232 $ 3,194,010 $ 3,195,302
Status UNDER UNDER UNDER UNDER UNDER UNDER
GENERAL FUND BORROWING
FISCAL YEAR 2010 BUDGET
24
Total Assessed Property Values
Increase
Fiscal Year Assessed Value Difference (Decrease)
1989 $1,040,997,329
1990 $1,262,010,110 $221,012,781 21.23%
1991 $1,424,569,428 $162,559,318 12.88%
1992 $1,574,025,124 $149,455,696 10.49%
1993 $1,617,141,088 $43,115,964 2.74%
1994 $1,560,057,130 ($57,083,958) -3.53%
1995 $1,741,921,584 $181,864,454 11.66%
1996 $1,767,457,006 $25,535,422 1.47%
1997 $1,861,243,132 $93,786,126 5.31%
1998 $2,003,049,232 $141,806,100 7.62%
1999 $2,028,174,208 $25,124,976 1.25%
2000 $2,223,956,515 $195,782,307 9.65%
2001 $2,499,049,161 $275,092,646 12.37%
2002 $2,731,833,645 $232,784,484 9.31%
2003 $3,259,919,981 $528,086,336 19.33%
2004 $3,661,114,546 $401,194,565 12.31%
2005 $3,875,335,514 $214,220,968 5.85%
2006 $4,287,674,948 $412,339,434 10.64%
2007 $5,630,046,023 $1,342,371,075 31.31%
2008 $6,514,112,802 $884,066,779 15.70%
2009 $6,434,727,418 ($79,385,384) -1.22%
2010 $5,936,216,017 ($498,511,401) -7.75%
PROJECTIONS
Increase
Fiscal Year Assessed Value Difference (Decrease)
2011 $5,580,043,056 ($356,172,961) -6.00%
2012 $5,694,018,404 $113,975,348 2.04%
2013 $5,868,400,686 $174,382,282 3.06%
2014 $6,107,885,686 $239,485,000 4.08%
GOALS AND OBJECTIVES
THE GOALS AND OBJECTIVES SECTION CONTAINS BOTH SHORT-
TERM AND LONG-TERM OBJECTIVES WHICH WERE ADOPTED BY
THE COUNCIL OF THE VILLAGE OF KEY BISCAYNE.
MISSION STATEMENT “TO PROVIDE A SAFE, QUALITY COMMUNITY ENVIRONMENT FOR ALL ISLANDERS THROUGH RESPONSIBLE GOVERNMENT”
GOALS AND OBJECTIVES
FISCAL YEAR 2010 BUDGET
25
2010 Village of Key Biscayne
Village Council Goals and Objectives
Introduction:
Since incorporation of the Village, the Council of the Village of Key Biscayne has
adopted Goals and Objectives. These Goals and Objectives are one of the primary
factors utilized for the development of the Annual Operating Budget and the Five (5)
Year Capital Improvement Plan (CIP).
The Village Council created a Vision Plan that established quality of life goals and
objectives, standards, ideals, and aspirations for the Village. The Vision Plan
translates these abstracts associations into quantifiable actions that can be
implemented. This plan has been incorporated into our 5 Year Capital Improvement
Plan. The CIP includes 90 projects that are sorted by category: Recreation and Open
Space, Public Works, Traffic Circulation, General Government, Landscaping, Public
Safety, Information Technology, Cultural, and lastly, Maintenance and Reserves.
Each project is scheduled for implementation within the five years (FY10 to FY14).
The CIP is updated, reviewed, and approved by Council annually.
CAPITAL IMPROVEMENT PLAN
FISCAL YEAR 2010 BUDGET
26
Category Project Name Project Description Start End Cost
Rec/Open Space Community Center
Expansion Design - Second Floor FY09 FY10 $115,193
Rec/Open Space Calusa Park Site Plan
Preparation
Site approval thru Village zoning
process and County approval process FY09 FY10 $20,000
Rec/Open Space Calusa Park Design &
Permit
Design and pemit through regulatory
agencies FY10 FY10 $128,000
Rec/Open Space Calusa Park Construction Construct improvements FY11 FY11 $1,600,000
Rec/Open Space
Calusa Park
Improvements/ Linkage
to Harbor Drive-
Construction
Pathway improvements from Calusa
Park to Harbor Drive along
church/shopping center easement
FY10 FY10 $28,000
Rec/Open Space Tot Lot Landscape
Barrier
Plant landscape surrounding the tot
lot area on the Village Green FY10 FY10 $10,000
Rec/Open Space Village Green
Improvements Playground equipment replacement FY10 FY14 $40,000
Rec/Open Space Village Green Pathway
Resurfacing Resurface existing asphalt pathway FY11 FY11 $70,000
Rec/Open Space Village Recreation Bus Transport for Youth/Adult/Senior
Programs FY12 FY12 $80,000
Rec/Open Space Village Green North Field
Lighting Permanent lighting FY10 FY10 $180,000
Rec/Open Space Village Green South Field
Lighting Permanent lighting FY10 FY10 $202,000
Rec/Open Space Lightning Detectors Village Green/Pool FY10 FY10 $17,000
Rec/Open Space Village Green North Dog
Run
Establish Dog Run with the following:
Fence, Water Fountain for adult
chirdren and dogs, irrigation, grading,
tree removal, landscaping, walkways
from Crandon Blvd and Fernwood Rd.
FY10 FY10 $45,000
Public Works
Bury power lines
between 560 Crandon
(Fire Rescue Station) and
new office building
Village 50% share. Owner of 560
Crandon will pay 50%. FY09 FY10 $25,000
CAPITAL IMPROVEMENT PLAN
FISCAL YEAR 2010 BUDGET
27
Category Project Name Project Description Start End Cost
Public Works
Underground Power,
Telephone, and Cable
Lines
Study feasibility of burying all power,
telephone, and cable lines. FY09 FY10 $244,129
Public Works Galen and Sunrise Drive
Street Lighting
Install streetlights on Galen and
Sunrise Drives FY09 FY10 $300,000
Public Works Beach Renourishment Design and Permit FY10 FY10 $440,000
Public Works Beach Renourishment Renourishment FY10 FY10 $3,100,000
Public Works Beach Renourishment Annual monitoring FY12 FY15 $99,000
Public Works Seagrass Mitigation and
Restoration
Seagrass restoration/mitigation as
required by regulatory agencies FY09 FY10 $803,721
Public Works Harbor Drive Street
Lighting and Resurfacing
Install streetlights from 200 Harbor
Drive to W. Heather Drive FY09 FY10 $264,000
Public Works Implement Golf Cart Plan
Construct Golf cart pathway from
Fernwood and connection to
shopping centers
FY10 FY13 $23,250
Public Works Street Lighting Master
Plan Preparation of Master Plan TBD TBD $15,000
Public Works Street Lighting Master
Plan
Design and Construction (1.5M 2020
Vision Plan Estimate) TBD TBD $1,500,000
Public Works Ocean Lane Pump
Station Upgrade Pump station upgrade FY10 FY10 $280,000
Public Works Harbor Drive Street
Lighting
Install street lights from West Heather
to and including Mashta Dr. Fountain
Circle
TBD TBD $103,000
Public Works W. Mashta Drive Street
Lighting
Install Street light from Harbor Drive
fountain to Crandon Blvd. TBD TBD $140,000
CAPITAL IMPROVEMENT PLAN
FISCAL YEAR 2010 BUDGET
28
Category Project Name Project Description Start End Cost
Public Works Public Works Facility To store Public Works equipment TBD TBD TBD
Public Works
Sonesta Beach Walkway
North and South and
Public Park on West
Required by Site Plan TBD TBD TBD
Public Works Street Signs Install 650 Street Signs TBD TBD $550,000
Public Works Stormwater Wells Redevelopment of existing
Stormwater wells FY10 FY10 $225,000
Traffic Circulation Traffic Calming Plan Prepare Traffic Calming Plan FY10 FY10 $15,000
Traffic Circulation West Wood Drive Traffic
Calming Traffic Calming on West Wood Drive FY10 FY10 $222,543
General Gov. Village Goes Green -
Design & Installation
Implement green technology into the
Vilage Green - specific projects have
yet to be determined
FY09 FY10 $38,451
General Gov. High School Initiatives Study feasibility of establishing a
Municipal Charter High School FY09 FY09 $144,376
General Gov. Design High School Select an architect and prepare
construction drawings TBD TBD $585,622
General Gov. Construct High School Construct high school TBD TBD $8,500,000
General Gov.
Purchase Parking Lot
Behind Village Hall at 88
W. Enid Drive
Purchase lot from Miami-Dade
County. FY10 FY11 $2,800,000
General Gov. 530 Crandon Blvd. Design- Cost TBD when Council
approves the project TBD TBD TBD
General Gov.
Village Hall Parking
Garage - Zoning &
Design
Lot behind Village
Hall TBD TBD $230,000
Landscaping
Village-wide Landscape
Master Plan-General
Recommended Projects
Small and mid size landscape
projects FY11 FY11 $482,127
Landscaping
Landscape Master Plan:
E. Enid Lake and Beach
Park
Design and construction TBD TBD $739,932
Landscaping
Landscape Master Plan:
Village Green
Enhancements
Design and construction TBD TBD $1,312,000
CAPITAL IMPROVEMENT PLAN
FISCAL YEAR 2010 BUDGET
29
Category Project Name Project Description Start End Cost
Landscaping
Landscape Master Plan:
Community School
OS/Landscaping
Design and construction TBD TBD $117,939
Landscaping Maintain and Enhance
Existing Landscaping Villagewide FY10 FY14 $200,000
Public Safety Fire Rescue Apparatus -
KQ1 & KE2 replacements
Current 7 Year Lease:10 year cycle-
2014 $109,140 Paid by
General Fund in FY10
FY11 FY14 $545,700
Public Safety Fire Rescue Apparatus -
KR1 replacement 4 year cycle-2011 FY10 FY14 $225,000
Public Safety Fire Rescue Apparatus -
KR2 replacement 4 year cycle-2011 FY10 FY14 $225,000
Public Safety Support Vehicles (6
units) Lease: 4 year cycle-(2010) FY10 FY14 $182,326
Public Safety EMS- Technology update Fire FY10 FY10 $115,500
Public Safety Prevention - Technology
Update Fire FY10 FY10 $48,200
Public Safety SCBA Replacement Fire- 18 unit replacement FY11 FY14 $156,048
Public Safety
Turnout Gear (Pants,
Jackets, Boots &
Helmets)
Replace 6 Sets per year FY11 FY14 $87,029
Public Safety Extrication Equipment Every 3 years FY12 FY12 $48,100
Public Safety Communication
System Fire FY10 FY10 $57,750
Public Safety Mobile Vehicle Repeater
System Fire FY12 FY12 $46,200
Public Safety Fire- Fixtures and
Equipment Replacement of existing equipment. FY10 FY14 $50,000
Public Safety Fire Hose 10 Year Replacement Cycle (2013) FY10 FY14 $17,870
Public Safety Police- Fixtures and
Equipment Replacement of existing equipment. FY10 FY14 $25,000
Public Safety Capital lease: Police
Dept.
18 Vehicles - Fleet Replacement
6 yr Schedule FY11 FY14 $424,000
CAPITAL IMPROVEMENT PLAN
FISCAL YEAR 2010 BUDGET
30
Category Project Name Project Description Start End Cost
Public Safety Capital lease: Police
Dept
7 Vehicles Fleet Replacement
6 yr Schedule FY11 FY14 $216,000
Public Safety Capital lease: Police
Dept.
3 vehicles Fleet Replacement
6 yr Schedule FY12 FY15 $92,000
Public Safety Capital lease: Police
Dept.
2 vehicles Fleet Replacement
6 yr Schedule FY13 FY16 $64,000
Public Safety Marine Boat
Replacement Replace Marine boat FY12 FY13 $110,000
Information
Technology
Purchase and Install New
Building Permit System
Install new internet based Building
Permit System to replace the
software that was bought in 1999.
FY10 FY11 $250,000
Information
Technology
Village Wide Work
Station Replacement Replace necessary workstations FY10 FY14 $32,500
Information
Technology
Community Center-
Computer Lab
Replace necessary units in the
Community Center- Computer Lab FY14 FY14 $27,522
Information
Technology Village Wide Notebooks Replace necessary notebooks FY11 FY14 $46,008
Information
Technology
Police Department Server
Replacment
Replace dispatch software and
mobile communication software FY10 FY14 $26,400
Information
Technology
Administration Server
Replacement 7 year replacement FY11 FY14 $22,901
Cultural Village Artwork Install artwork throughout the Village FY10 FY14 $375,000
Cultural Bedia Plazas - Second
Project
Design/Construct 2 addition Bedia
Plazas FY10 FY10 $150,000
Maintenance &
Reserve
Maint Reserve-Village
Hall Reserve FY14 FY18 $162,094
CAPITAL IMPROVEMENT PLAN
FISCAL YEAR 2010 BUDGET
31
Category Project Name Project Description Start End Cost
Maintenance &
Reserve
Maint Reserve-Fire
Station Reserve FY14 FY18 $188,397
Maintenance &
Reserve Playing Fields Reserve- Construct new playing fields FY10 FY14 $1,000,000
Maintenance &
Reserve Recreational Facilities Reserve- Maintain existing facilities FY12 FY14 $450,000
Maintenance &
Reserve
Maint Reserve-
Community Center Reserve FY10 FY13 $382,500
Maintenance &
Reserve Land Acquisition Reserve Purchase land for recreational facility FY10 FY13 $1,000,000
Maintenance &
Reserve
Community Center
Equipment Replacement FY09 FY14 $431,178
Maintenance &
Reserve
Maint Reserve - Other
Facilities Maintenance FY09 FY14 $250,000
Maintenance &
Reserve
Traffic Circle
Maintenance Maintenance FY09 FY13 $50,000
Maintenance &
Reserve
Road Resurfacing- South
Zone 2/3
From W. Mashta Fountain south to
the end of Harbor Drive, Island Drive,
Mariner Drive, Knollwood, and Cape
Florida Drive
FY10 FY10 $208,242
Maintenance &
Reserve
Road Resurfacing-
Mashta Island Mashta Island FY11 FY11 $112,702
Maintenance &
Reserve
Road Resurfacing-
Northwest of Heather
Drive
East/West from Fernwod to Harbor
North/South from Harbor to Heather
including Palmwood and Redwood Ln
FY12 FY12 $297,211
Maintenance &
Reserve
Road Resurfacing- East
of Crandon
All streets East of Crandon except
Holiday Colony FY13 FY13 $297,211
Maintenance &
Reserve
Village Hall-Exterior
Facade Long term replacement FY13 FY13 $43,000
Maintenance &
Reserve
Community Center-
Exterior Facade Long term replacement FY13 FY13 $49,500
Maintenance &
Reserves
Community Center-
Sanitary Lift Station Long term replacement FY13 FY13 $4,500
CAPITAL IMPROVEMENT PLAN
FISCAL YEAR 2010 BUDGET
32
Category Project Name Project Description Start End Cost
Maintenance &
Reserve FIRE- Exterior Façade Long term replacement FY13 FY13 $32,500
Maintenance &
Reserve
FIRE- Overhead Door
Operators Long term replacement FY12 FY12 $22,500
TOTAL $34,682,872
FINANCIAL POLICY
THE FINANCIAL POLICY SECTION DESCRIBES THE FINANCIAL
POLICIES FOR THE VILLAGE WITH RESPECT TO REVENUES,
SPENDING, AND DEBT MANAGEMENT AS THESE RELATE TO
GOVERNMENT SERVICES, PROGRAMS, AND CAPITAL
INVESTMENTS.
MISSION STATEMENT “TO PROVIDE A SAFE, QUALITY COMMUNITY ENVIRONMENT FOR ALL ISLANDERS THROUGH RESPONSIBLE GOVERNMENT”
FINANCIAL POLICY
FI SCAL YEAR 2010 BUDGET
33
The following financial policy statements are included as an integral part of the Budget to
declare those short and long-term policies, which will guide the Village's present and
future operations. This commitment to sound financial management and integrity should,
in turn, increase the confidence of the credit rating agencies, which assign municipal
bond ratings and the confidence of the general public. The Village Financial Policy was
adopted on August 10, 1993. Section 5.02 of the Village Charter provides the opportunity
for elector to petition for a referendum on an ordinance authorizing the issuance of debt.
The same opportunity is provided to the electors when the budget exceeds 5 mills (5.02 (ii)-
B).
I. OPERATING BUDGET POLICY
A. The Village will pay for all current expenditures with current revenues. The Village
will avoid budgetary procedures that balance current expenditures at the expense
of meeting future years' expenses, such as postponing expenditures or accruing
future year's revenues. Editor’s Note: This does include the appropriation of prior
year fund balance. Charter Section 25-4 requires surplus funds to be utilized to
reduce debt or reduce taxes in the next fiscal years.
B. The budget will provide for adequate maintenance of capital plant and equipment
and for their orderly replacement.
C. The Village will maintain a continuing budgetary control system to insure that it
adheres to the budget.
D. The Village Administration will prepare monthly reports comparing actual revenues
and expenditures with budgeted amounts.
E. Wherever possible, the Village will integrate performance measurement and
productivity indicators with the budget.
II. CAPITAL IMPROVEMENT BUDGET POLICY
A. The Village will make all capital improvements in accordance with the Capital
Improvement Program.
B. The Village will develop a multi-year plan for capital improvements and update it
annually.
C. The Village will enact an annual capital budget based on the multi-year Capital
Improvement Plan.
D. The Village will coordinate development of the capital improvement budget with
development of the operating budget. Future operating costs associated with new
FINANCIAL POLICY
FI SCAL YEAR 2010 BUDGET
34
capital improvement will be projected and included in operating budget forecasts.
E. The Village will use intergovernmental assistance to finance only those capital
improvements that are consistent with the Capital Improvement Plan and Village
priorities, and whose operating and maintenance costs have been included in
operating budget forecasts.
F. The Village will maintain all its assets at a level adequate to protect the Village's
capital interest and to minimize future maintenance and replacement costs.
G. The Village will project its equipment replacement and maintenance needs for the
next several years and will update this projection each year. From the projection a
maintenance and replacement schedule will be developed and followed.
H. The Village will identify the estimated costs and potential funding sources for each
capital project proposal before it is submitted to the Village Council for approval.
I. The Village will determine the least costly financing method for all new projects.
III. DEBT POLICY
A. The Village will confine long-term borrowing to capital improvements or projects
that cannot be financed from current revenues.
B. When the Village finances capital projects by issuing bonds, it will pay back the
bonds within a period not to exceed the estimated useful life of the project.
C. The Village will strive to have the final maturity of general obligation bonds at, or
below, thirty (30) years.
D. Whenever possible, the Village will use special assessment, revenue, or other self-
supporting bonds instead of general obligation bonds.
E. The Village will not use long-term debt for current operations.
F. The Village will maintain good communications with bond rating agencies
regarding its financial condition. The Village will follow a policy of full disclosure on
every financial report and borrowing prospectus.
IV. REVENUE POLICY
A. The Village will try to maintain a diversified and stable revenue system to shelter it
from unforeseeable short-run fluctuations in any single revenue source.
FINANCIAL POLICY
FI SCAL YEAR 2010 BUDGET
35
B. The Village will estimate its annual revenues by an objective, analytical process,
wherever practical.
C. The Village will project revenues for the next year. Each existing and potential
revenue source will be re-examined annually.
D. Each year, the Village will recalculate the full costs of activities supported by user
fees to identify the impact of inflation and other cost increases.
E. The Village will automatically revise user fees, subject to review by the Village
Council, to adjust for the effects of inflation.
V. INVESTMENT POLICY
A. The Village will make a cash flow analysis of all funds on a regular basis.
Disbursement, collection, and deposit of all funds will be scheduled to insure
maximum cash availability.
B. When permitted by law, the Village will pool cash from several different funds for
investment purposes.
C. The Village will invest 100% of its idle cash on a continuous basis.
D. The Village will obtain the best possible return on all cash investments.
VI. ACCOUNTING, AUDITING, AND FINANCIAL REPORTING POLICY
A. The Village has established and will maintain a high standard of accounting
practices.
B. The accounting system will maintain records on a basis consistent with accepted
standards for local government accounting. The Village will strive to obtain and
retain the Certificate of Achievement from the Government Finance Officers
Association (GFOA).
C. Regular monthly and annual financial reports will present a summary of financial
activity by major types of funds.
D. Wherever possible, the reporting system will provide monthly information on the
total cost of specific services by type of expenditure and, if necessary, by fund.
E. An independent public accounting firm will perform an annual audit and will
publicly issue a financial opinion.
FINANCIAL POLICY
FI SCAL YEAR 2010 BUDGET
36
F. The Village will operate an active and fully documented internal auditing program.
The foregoing financial policy statements define objectives, establish rules with
parameters and express guidelines for fiscal conduct by the Village of Key Biscayne in
connection with both operating and capital improvement budget matters.
FINANCIAL POLICY
TAXATION ORDINANCE
37
ARTICLE I. IN GENERAL
Sec. 25-1. Definitions.
Debt means any financial obligation of the Village which is not required to be repaid within
one year of its incurrence, excluding Debt payable from an Enterprise Fund. If a financial obligation is
payable from an Enterprise Fund and from other sources, that portion payable from the Enterprise
Fund shall not be included in the calculation of Debt.
Enterprise Fund means a fund established to account for operations which are financed and
operated in an independent and self-liquidating manner, including depreciation. To constitute an
Enterprise Fund, the expense of providing goods or services to the public on a continuing basis must be
financed or recovered entirely through user fees and charges.
(Ord. No. 97-1, § 1, 1-16-97)
Sec. 25-2. Limits on Debt.
The total principal of Debt of the Village shall be limited to the greater of the following:
(1) One percent of the total assessed value of all property within the Village, as certified to the
Village by the Dade County Property Appraiser, for the current fiscal year; or
(2) That amount which would require annual principal and interest payments on Debt during any
fiscal year to exceed 15 percent of general fund expenditures for the previous full fiscal year.
(Ord. No. 97-1, § 1, 1-16-97)
Sec. 25-3. Reserve funds.
To provide for emergencies, the Village shall maintain non-restricted reserve funds in an
amount not less than $2,000,000.00 or in an amount greater than $2,000,000.00 but not greater than 20
percent of general fund expenditures for the previous full fiscal year.
(Ord. No. 97-1, § 1, 1-16-97)
Sec. 25-4. Surplus funds.
Surplus funds in the general fund at the end of each fiscal year not placed by the Council in a
restricted reserve fund shall be used either to reduce Debt or to reduce taxes in the next fiscal year.
The allocation of surplus funds between restricted reserve funds, Debt reduction and tax reduction
shall be at the discretion of the Village Council.
(Ord. No. 97-1, § 1, 1-16-97)
Sec. 25-5. Policy exceptions.
The Debt limits established by section 25-2 may not be exceeded by the Village unless and until
approved by a majority of the qualified electors of the Village voting in a referendum election.
(Ord. No. 97-1, § 1, 1-16-97)
CONSOLIDATED BUDGET
THE CONSOLIDATED BUDGET SECTION PRESENTS A SUMMARY
OF ALL VILLAGE FUNDS, REVENUES, AND EXPENDITURES.
MISSION STATEMENT “TO PROVIDE A SAFE, QUALITY COMMUNITY ENVIRONMENT FOR ALL ISLANDERS THROUGH RESPONSIBLE GOVERNMENT”
CONSOLIDATED BUDGET SUMMARY
FISCAL YEARS 2008 - 2010
38
This budget summary presents a consolidated picture of the total revenue and
expenditures of the General Fund, the Stormwater Utility Fund, Sanitary Sewer
Improvement Fund, and the Solid Waste Fund and all beginning and ending
balances. The operation of each fund is accounted for with a separate set of self-
balancing accounts that compromise its assets, liabilities, equities, revenues and
expenditures.
Listed below are the resources of all Governmental and Proprietary funds within the
Village budget.
Funding Sources Actual Adopted Adopted
FY 2008 FY 2009 FY 2010
Property Taxes $20,051,239 $19,561,571 $18,046,097
Other Taxes $ 2,599,045 $ 3,649,530 $ 3,507,095
Licenses and Permits $ 1,240,290 $ 1,075,200 $1,075,200
State Shared $ 924,008 $ 937,638 $ 834,751
Charges for Services $ 2,954,441 $ 2,140,150 $ 2,180,356
Interest Income $ 8,003 $ 275,000 $ 25,000
Fines and Forfeitures $ 22,826 $ 17,775 $ 16,000
Grants $ 251,180 $ 7,500 $ 0
Other Revenue $ 201,081 $ 58,775 $ 58,920
Special Revenue $ 1,306,819 $ 961,982 $ 956,422
Stormwater $ 693,369 $ 525,000 $ 499,518
Solid Waste $ 532,545 $ 639,055 $ 643,105
Capital Improvement $ 4,646,094
$ 3,311,194 $ 6,000
Total $ 35,430,940 $ 33,160,370 $ 27,848,464
CONSOLIDATED BUDGET SUMMARY
FISCAL YEARS 2008 - 2010
39
EXPENDITURES: Listed below are the expenditures of all Government and Proprietary
funds within the Village Budget. The Debt Service Budget provides for the principal
and interest payments the Civic Center Loans, the Crandon Blvd. loans, the Sanitary
Sewer borrowings, and a proposed loan to purchase the parking lot land from Miami-
Dade County.
Expenditures Actual Adopted Adopted
FY 2008 FY 2009 FY 2010
General Government $ 2,329,647 $ 2,490,067 $ 2,096,005
Public Works $ 1,720,689 $ 1,977,947 $ 1,876,475
Building, Zoning &
Planning
$1,513,019 $ 1,687,548 $ 1,566,150
Recreation $ 3,335,004 $ 3,466,300 $ 3,381,349
Public Safety $ 10,965,869 $ 11,529,630 $ 11,570,991
Debt Service $ 2,525,409 $ 3,335,457 $ 3,378,933
Special Revenue $ 2,526,246 $ 2,486,023 $ 691,141
Stormwater $ 194,268 $ 758,760 $ 663,686
Solid Waste $ 1,742 $ 639,055 $ 635,387
Capital Improvement $ 2,492,013 $ 3,311,194 $ 6,000
Sub-total $27,603,906
$31,681,981
$35,866,117
Transfers $ 4,561,228 $ 3,236,190 $ 25,866,117
Beginning Fund
Balance
$ 15,081,889 NA NA
Ending Fund Balance $ 15,883,662
1 Changes in Reserves and Undesignated Fund Balances cannot be determined at this
time.
2 Stormwater and Sanitary Sewer Project construction costs are carried as fixed assets.
3 Includes Depreciation Expense.
CONSOLIDATED BUDGET SUMMARY
FISCAL YEARS 2008 - 2010
40
General Fund
The adopted Fiscal Year 2010 General Fund Budget of $25,743,419 is a decrease of
$1,979,720
or 7.14% under Fiscal Year 2009. Overall decreases in the Village Budget can be attributed to
the substantial decrease in countywide taxable value of existing properties in Miami-Dade
County.
FY2009 Adopted Variance
Budget FY2010 % Dollar
Revenues
Ad-Valorem Taxes $19,561,571 $18,046,097 -8% ($1,515,474)
Franchise Fees $1,065,000 $995,000 -7% ($70,000)
Utility Taxes $2,584,530 $2,512,095 -3% ($72,435)
State Shared Revenue $937,638 $834,751 -11% ($102,887)
Licenses & Permits $1,075,200 $1,075,200 0% $0
Charges for Services $2,140,150 $2,180,356 2% $40,206
Grants & Donations $7,500 $0
-
100% ($7,500)
Other Revenue $351,550 $99,920 -72% ($251,630)
Total Revenues $27,723,139 $25,743,419 -7% ($1,979,720)
Expenditures
Council $474,688 $338,622 -29% ($136,066)
Manager $1,079,553 $871,994 -19% ($207,559)
Clerk $452,826 $395,389 -13% ($57,437)
Attorney $483,000 $490,000 1% $7,000
Building, Zoning & Planning $1,687,548 $1,566,150 -7% ($121,398)
Police $5,368,708 $5,163,955 -4% ($204,753)
Fire $6,160,922 $6,407,036 4% $246,114
Public Works $1,977,947 $1,876,475 -5% ($101,472)
Parks & Recreation $1,051,152 $1,003,507 -5% ($47,645)
Community Center $1,767,829 $1,753,425 -1% ($14,404)
Athletic Division $647,319 $624,418 -4% ($22,901)
Debt Service $3,335,457 $3,378,933 1% $43,477
Total Expenditures $24,486,949 $23,869,903 -3% ($617,045)
excess revenue/(expenditures) $3,236,190 $1,873,516
CONSOLIDATED BUDGET SUMMARY
FISCAL YEARS 2008 - 2010
41
Capital Improvement Fund
The adopted Capital Improvement Fund Budget is shown on a year to year basis. It receives
appropriations from time the General Fund for capital projects that may take longer than a
year to complete. Project expenditures are moved yearly and recorded in the General Fixed
Assets Account Group.
FY2009 Adopted Variance
Budget FY2010 % Dollar
301.00.361.00349 INTEREST INCOME $75,000 $6,000 -92% ($69,000)
301.00.369.00362 OTHER REVENUES $0 $0 0% $0
301.00.381.00354 OPERATING TRANSFERS
IN $3,236,194 $0 -100% ($3,236,194)
$3,311,194 $6,000 -100% ($3,305,194)
301.00.559.64000 CAPITAL OUTLAY $3,311,194 $6,000 -100% ($3,305,194)
$3,311,194 $6,000 -100% ($3,305,194)
Excess Revenue/(Expenditures) $0 $0
CONSOLIDATED BUDGET SUMMARY
FISCAL YEARS 2008 - 2010
42
Stormwater Fund
The budget for the Stormwater Fund, an Enterprise Fund, is not an annual
appropriated budget. It receives resources for the services it provides to its users. All
of its activities, revenues and expenses are recorded in the fund. Capital
Expenditures are capitalized and depreciated when completed. Depreciation is not
a budgeted item.
FY2009 Adopted Variance
Budget FY2010 % Dollar
401.00.337.00332 GRANT PROCEEDS $0 $0 0% $0
401.00.344.00352 STORMWATER FEES $510,000 $499,418 -2% ($10,582)
401.00.361.00349 INTEREST INCOME $15,000 $100 -99% ($14,900)
$525,000 $499,518 -5% ($25,482)
401.00.538.34110 CONTRACTUAL SERVICES $175,000 $75,000 -57% ($100,000)
401.00.538.34432 ADMINSTRATIVE EXPENSES $4,000 $4,000 0% $0
401.00.538.71100 PRINCIPAL EXPENSE $365,000 $385,000 5% $20,000
401.00.538.72100 INTEREST EXPENSE $214,760 $199,686 -7% ($15,074)
$758,760 $663,686 -13% ($95,074)
Excess Revenue/(Expenditures) ($233,760) ($164,167) -30% $69,593
CONSOLIDATED BUDGET SUMMARY
FISCAL YEARS 2008 - 2010
43
Solid Waste Fund
The Budget for the Solid Waste Fund, an Enterprise Fund, is not appropriated. It
receives its resources from users for the fund to pay the contractual residential refuse
services.
FY2009 Adopted Variance
Budget FY2010 % Dollar
402.00.343.00352 SOLID WASTE COLLECTION $638,055 $643,005 1% $4,950
402.00.361.00349 INTEREST INCOME $1,000 $100 -90% ($900)
$639,055 $643,105 1% $4,050
402.00.534.34110 CONTRACTUAL SERVICES $631,747 $609,022 -4% ($22,725)
402.00.534.34432 ADMINISTRATIVE EXPENSES $2,000 $5,500 175% $3,500
402.00.534.49100 UNCOLLECTABLE ACCOUNTS $5,308 $20,866 293% $15,558
$639,055 $635,387 -1% ($3,668)
Excess Revenue/(Expenditures) $0 $7,718
GENERAL FUND
THE GENERAL FUND SECTION OUTLINES THE GENERAL
OPERATING FUND OF THE VILLAGE AND IS USED TO ACCOUNT
FOR ALL ACTIVITIES NOT ACCOUNTED FOR IN OTHER FUNDS.
MISSION STATEMENT “TO PROVIDE A SAFE, QUALITY COMMUNITY ENVIRONMENT FOR ALL ISLANDERS THROUGH RESPONSIBLE GOVERNMENT”
GENERAL FUND
FISCAL YEARS 2008 – 2010
44
The Adopted Fiscal Year 2010 General Fund Budget of $25,743,419 is a decrease of
$1,979,720 over Fiscal Year 2009. Overall decreases in the Village Budget revenues
can be attributed to a decrease in countywide taxable value existing properties in
Miami-Dade County. The overall decrease in the budgeted expenses is associated
with operational cuts throughout each department. Ad-Valorem (Property) Taxes
generate 70% of the total revenue.
Funding Sources Actual FY
2008
Adopted FY
2009
Adopted FY
2010
Ad-Valorem $ 20,051,239 $19,802,903 $18,046,097
Franchise Fees $ 1,064,666 $860,000 $ 995,000
Utility Taxes $ 2,458,387 $2,365,095 $ 2,512,095
Licenses & Permits $ 1,240,290 $1,075,000 $1,075,200
State Shared Revenue $ 960,045 $1,028,483 $ 834,751
Charges for Services $ 1,994,396 $1,647,968 $ 2,180,356
Interest $ 223,907 $388,500 $ 25,000
Grants & Donations $ 251,180
$7,500 $ 0
Other Revenue $ 8,003 $ 76,550 $ 74,920
Total $ 28,252,113 $ 27,723,139 $ 25,743,419
Expenditures Actual FY
2008
Adopted FY
2009
Adopted FY
2010
General Government $ 1,595,296 $ 2,007,067 $ 1,606,005
Village Attorney $ 734,351 $ 483,000 $ 490,000
Public Works $ 1,720,689 $ 1,977,947 $ 1,876,475
Building, Zoning &
Planning
$ 1,513,019 $ 1,687,548 $1,566,150
Recreation $ 3,335,004 $ 3,466,300 $ 3,381,349
Public Safety $ 10,965,869 $ 11,529,630 $ 11,570,991
Debt Service $ 2,525,409 $,3,335,457 $ 3,378,933
Total $ 22,389,637 $ 24,486,949 $ 23,869,903
Transfers Out $ 4,561,228 $ 3,236,190 $ 1,873,516
Total $ 26,950,865 $ 27,723,139 $ 25,743,419
ESTIMATED PROPERTY TAXES
FISCAL YEAR 2010 BUDGET
45
Jurisdiction Mill Rates Percent Amount Paid
Miami-Dade County Public Schools 7.9950 42.95% $ 7,797.00
Miami-Dade County-wide services 6.3324 34.02% $ 6,332.40
South Florida Water Management District 0.5346 2.87% $ 534.60
Miami-Dade County Library District 0.4278 2.30% $ 427.80
Environmental Project (Everglades) 0.0894 0.48% $ 89.40
Florida Inland Navigation District 0.0345 0.19% $ 34.50
SUB-TOTAL 15.4137 82.81% $15,413.70
Village of Key Biscayne 3.20 17.19% $ 3,200.00
TOTAL 18.6137 100.00% $18,613.70
Property taxes that go over the bridge, which the Village of Key Biscayne has no control over, total
$14,419.20.60 or 81.84%. County wide services include corrections rehabilitation, Judicial
administration, Transit Agency, Public Health Trust, Air Rescue, Human and Social Services, etc.
Miami-Dade County is the regional government for all county residents.
Real Estate Taxes that stay on the Island to be used by the Village: $3,200.00
Funds are allocated as follows:
Service Percent of Budget Amount per Year
Fire Rescue Department 24.89% $ 796.42
Police Department 20.06% $ 641.90
General Government* 8.14% $ 260.54
Capital Outlay/Reserves 7.28% $ 232.88
Debt Service 13.13% $ 420.01
Building, Zoning and Planning 6.08% $ 194.68
Public Works 7.29% $ 233.25
Recreation 13.13% $ 420.31
TOTAL 100% $ 3,200.00
*Note: General Government: Village Council, Office of the Village Manager, Office of the Village Clerk, Office of
the Village Attorney, Department of Finance, and Administrative Services.
For a Key Biscayne property having a net taxable value averaging $1,000,000, the 2009 Property Tax
Bill (including Key Biscayne Taxes) will resemble the following:
TOTAL 2010 GENERAL FUND BUDGET FOR THE VILLAGE IS: $25,743,419
PROPERTY TAX COMPARISON
FISCAL YEAR 2010 BUDGET
46
The millage rate determines the amount a homeowner will pay in taxes per $1,000 of assessed
property value. Village homeowners have experienced a substantial reduction in the Village
property tax rate as compared to the property tax rate for unincorporated areas (Unincorporated
Municipal Service Area tax rate) since incorporation. The adopted reduction in property tax may
provide an actual cumulative savings to Village taxpayers of $122,070,030 as the chart below
illustrates.
FY
Assessed
Values
County
Millage
County
Tax
Village
Millage
Village
Tax
Percent
Reduction
Annual
Savings to
Taxpayer
Cumulative
Savings to
Taxpayer
1995
$1,741,921,584
4.718
$ 8,218,386
4.101
$7,143,620
13.08%
$1,074,766
$1,671,736
1996
$1,767,457,006
4.731
$ 8,361,839
3.800
$6,716,337
19.68%
$1,645,502
$3,317,238
1997
$1,861,243,132
4.785
$ 8,906,048
3.606
$6,711,643
24.64%
$2,194,406
$5,511,644
1998
$2,003,049,232
5.022
$10,059,313
3.606
$7,222,996
28.20%
$2,836,318
$8,347,961
1999
$2,028,174,208
5.408
$10,968,366
3.606
$7,313,596
33.32%
$3,654,770
$12,002,731
2000
$2,232,457,904
5.381
$12,012,856
3.606
$8,050,243
32.99%
$3,962,613
$15,965,344
2001
$2,499,049,161
5.269
$13,167,490
3.606
$9,011,571
31.56%
$4,155,919
$20,121,263
2002
$2,731,833,645
5.199
$14,202,803
3.606
$9,850,992
30.64%
$4,351,811
$24,473,074
2003
$3,259,919,981
5.108
$16,651,671
3.606
$11,755,271
29.40%
$4,896,400
$29,369,474
2004 $3,617,880,990 6.254 $22,626,227 3.606 $13,046,078 42.34% $9,580,149 $38,949,623
2005 $3,875,335,514 6.120 $23,717,053 3.606 $13,974,460 41.08% $9,742,593 $48,695,216
2006 $4,287,674,948 5.900 $25,297,282 3.606 $15,461,356 38.88% $9,835926 $58,528,143
2007 $5,630,046,023 6.386 $35,953,474 3.450 $19,423,659 45.28% $16,529,815 $75,057,958
2008 $6,514,112,802 5.248 $34,186064 3.200 $20,845,161 39.02% $13,340,903 $88,398,861
2009 $6,434,727,418 5.543 $35,667,694 3.200 $20,591,128 -1.22% $15,076,566 $103,475,427
2010 $5,936,216,017 6.332 $37,590,494 3.200 $18,995,891 -7.75% $18,594,603 $122,070,030
The Village boasts one of the lowest
millage rates in the County. The
graph below reflects the range of
the proposed 2010 total millage rates
of all Miami- Dade County
municipalities and the
unincorporated area. Key Biscayne’s
adopted 2010 rate is 3.20. The
Adopted Fire District millage is 2.2271
including debt service mills per
$1,000 and represents $13,220,547 if
Key Biscayne were still in the Fire
District. The Adopted 2009 Key
Biscayne Fire Department budget is
$6,407,036.
FLORII)A
CERTIFICATION OF TAXABLE VALUE
DEPARTMENT
OF REVENUE
DR -420
R. 06109
Florida Administrative Code
Rule 12DER09-01
Year
2009
County
MIAMI-DADE
Principal Authority
VILLAGE OF KEY BISCAYNE
Taxing Authority
VILLAGE OF KEY BISCAYNE
SECTION I: COMPLETED BY PROPERTY APPRAISER
1 Current year taxable value of real property for operating purposes
$ 5,896,694,256
(1)
2. Current year taxable value of personal property for operating purposes
$ 39,521,761
(2)
3. Current year taxable value of centrally assessed property for operating purposes
$ 0
(3)
4. Current year gross taxable value for operating purposes (Line 1 plus Line 2 plus Line 3)
$ 5,936,216,017
(4)
Current year net new taxable value (Add new construction, additions, rehabilitative improvements
5 increasing assessed value by at least 100%, annexations, and tangible personal property value
over 115% of the previous year's value. Subtract deletions.)
$ 15,543,163
(5)
6 Current year adjusted taxable value (Line 4 minus Line 5)
$ 5,920,672,854
(6)
7 Prior year FINAL gross taxable value (From prior year applicable Form DR -403 series)
$ 6,316,175,396
(7)
Does the taxing authority include tax increment financing areas? If yes, enter number of
8' worksheets (DR-420TIF) attached. If none, enter 0.
Number
0
(8)
■ Yes Kt No
Does the taxing authority levy a voted debt service millage or a millage voted for 2 years or less
9. under s.9(b), Article VII, State Constitution? If yes, enter the number of forms
DR-420DEBT, Certification of Voted Debt Millege for each debt service levy.
Yes ® No
Number
0
(9)
•
0 al
IY
I,1.!
I
Property Appraiser Certification
I certify the taxable values shown above are correct to the best of my knowledge.
Signature of Property Appraiser
Date
JULY 1, 2009
SECTION II: COMPLETED BY TAXING AUTHORITY
If this portion of the form is not completed in FULL your authority will be denied TRIM certification and
possibly lose its millage levy privilege for the tax year. If any line is not applicable, -0-.
10.
Prior year operating millage levy (if prior year millage was adjusted then use adjusted millage from
Form DR -422.)
$
3.2 0 0
per 111,000
(10)
11.
Prior year ad valorem proceeds (Line 7 multiplied by Line 10 divided by 1,000)
$ 2 0 , 21 1 , 7 61
(11)
12.
Amount, if any, paid or applied in prior year because of an obligation measured by a dedicated
increment value (Sum of either Line 6c or Line 7a for all DR-420TIF forms)
$
0
(12)
13.
Adjusted prior year ad valorem proceeds (Line 11 minus Line 12)
$ 20 , 211 , 761
(13)
14.
Dedicated increment value, if any (Sum of either line 6b or Line 7e for all DR-420TIF forms)
$ 0
(14)
15.
Adjusted current year taxable value (Line 6 minus Line 14)
$
5,920,672,854
(15)
16.
Current year rolled -back rate (Line 13 divided by Line 15, multiplied by 1,000)
$
3.4138
per $1,000
(16)
17.
Current year proposed operating millage rate
$
,-7nn
per $1,000
(17)
18.
Total taxes to be levied at proposed millage rate (Line 17 multiplied by Line 4, divided by 1,000)
$ 18 , 9 9 5 , 891
(18)
CONTINUED ON PAGE 2
DEPARTMENT
OF REVENUE
MAXIMUM MILLAGE LEVY CALCULATION
PRELIMINARY DISCLOSURE
For municipal governments, counties, and special districts
DR-420MM-P
R.6/09
Florida Administrative Code
Rule 12DER09-01
Year 2009
County Miami -Dade
Principal Authority Village of Key Biscayne
Taxing Authority Village of Key Biscayne
1'
Is your taxing authority a municipality or independent special district that has levied ad
valorem taxes for less than 5 years?
No
(1)
❑ Yes 0
IF YES, MP, STOP HERE. SIGN AND SUBMIT. You are not subject to a millage limitation.
2.
Current year rolled -back rate from Form DR -420, Une 16
3.4138
per $1,000
(2)
3.
Prior year maximum millage rate with a majority vote (2008 Form DR-420MM, Line 24)
2.7819
per $1,000
(3)
4.
Prior year operating millage rate from Form DR -420, Line 10
3.20
per $1,000
(4)
If Line 4 is equal to or greater than Line 3, skip to Line 11. If less, continue to Line S.
Adjust rolled -back rate based on prior year majority -vote maximum millage rate
5.
Prior year final gross taxable value from Form DR -420, Line 7
$
6,316,175,396
(5)
6
Prior year maximum ad valorem proceeds with majority vote
(Line 3 multiplied by Une 5 divided by 1,000)
$
17,570,968
(6D
7
Amount, if any, paid or applied in prior year as a consequence of an obligation measured
by a dedicated increment value from Form DR -420 Line 12
$
0
(7)
8.
Adjusted prior year ad valorem proceeds with majority vote (Line 6 minus Line 7)
$
17,570,968
(8)
9.
Adjusted current year taxable value from DR -420 Line 15
$
5,920,672,854
(9)
10.
Adjusted current year rolled -back rate (Line 8 divided by Line 9, multiplied by 1,000)
2.9677
per 51,000
(10)
Calculate maximum millage levy
11
Rolled -back rate to be used for maximum millage levy calculation (Enter Line 10 if
adjusted or enter Line 2 if Line 10 is not adjusted)
2,8677 per $1,000
(11)
12.
Adjustment for growth in per capita Florida personal income
1.0250
(12)
13.
Majority vote maximum millage rate allowed (Line 11 multiplied by Line 12)
3.0419 per $1,000
(13)
14.
Two-thirds vote maximum millage rate allowed (Multiply Line 13 by 1.10)
33461 per $1,000
(14)
15.
Current year proposed millage rate
3.20 per $1,000
(15)
16.
Minimum vote required to levy proposed millage: (Check one)
(16)
a. Majority vote of the governing body: Check here, if Line 15 is less than or equal to Line 13. The maximum millage rate is
equal to the majority vote maximum rate. Enter Line 13 on Line 17.
®b. Two-thirds vote of governing body: Check here if Line 15 is less than or equal to Line 14, but greater than Line 13. The
maximum millage rate is equal to proposed rate. Enter Line 15 on Une 17.
❑c. Unanimous vote of the governing body, or 3/4 vote if nine members or more: Check here if Line 15 is greater than Une 14.
The maximum millage rate is equal to the proposed rate. Enter Line 15 on Line 17.
d. Referendum: The maximum millage rate is equal to the proposed rate. Enter Line 15 on Une 17.
17
The selection on Une 16 allows a maximum millage rate of (Enter rate indicated by choice
on Une 16)
320 per $1,000
(17)
18.
Current year gross taxable value from Form DR -420, Line 4
5 5,936,216,017
(18)
Continued on page 2
DR-420MM-P
R. 6/09
19.
Current year proposed taxes (Une 15 multiplied by Une 18, divided by 1,000)
S 18,995,891
(19)
20.
Total taxes levied at the maximum millage rate (Une 17 multiplied by Une 18, divided by
1,000)
$ 18,995,891
(20)
DEPENDENT SPECIAL DISTRICTS AND MSTUs S T 0 P STOP HERE. SIGN AND SUBMIT.
21.
Enter the current year proposed taxes of all dependent special districts & MSTUs levying a
(The sum of all Unes 19 from each district's Form DR -420 MM -P)
$
0
(21)millage
22.
Total current year proposed taxes (Une 19 plus Line 21)
S
18,995,891
(22)
Total Maximum Taxes
23.
Enter the taxes at the maximum millage of all dependent special districts & MSTUs levying
millage (The sum of all Lines 20 from each district's Form DR -420 MM -P)
$
0
(23)a
24.
Total taxes at maximum millage rate (Une 20 plus line 23)
S
18,995,891
(24)
Total Maximum Versus Total Taxes Levied
25.
Are total current year proposed taxes on Line 22 equal to or less than total taxes at the
maximum millage rate on Une 24? (Check one)
No
(25)
Yes
SIGN HERE
Taxing Authority Certification
I certify the millages and rates are correct to the best of my knowledge. The millages
comp with t provisions of ss. 200.065 and 200.071 or 200.081, F.S.
Signature of Chief Administ
tive Officer
Date
7 /23 /0 9
Title
Village Manager
Contact Name
Genaro'Chip* Iglesias
Mailing Address
Village of Key Biscayne
88 West McIntyre Street
Physical Address
88 West McIntyre Street '
Key Biscayne, FL 33149
City, State, Zip
Key Biscayne, FL 33149
Phone Number
305-365-5500
Fax Number
305-365-8936
Complete and submit this Form DR-420MM-P, Maximum Millage Levy Calculation -Preliminary Disclosure , to your
property appraiser with the Form DR -420, Certification of Compliance.
Instructions on page 3
REVENUES
THE GENERAL FUND REVENUE SECTION ACCOUNTS FOR MONEY
RECEIVED FROM A VARIETY OF SOURCES SUCH AS PROPERTY
TAXES, PERMITS AND FEES, UTILITY AND SALES TAXES, CHARGES
FOR SERVICES, GRANTS, FRANCHISE FEES, AND LICENSE FEES
THAT ARE USED TO FINANCE EXPENDITURES.
MISSION STATEMENT “TO PROVIDE A SAFE, QUALITY COMMUNITY ENVIRONMENT FOR ALL ISLANDERS THROUGH RESPONSIBLE GOVERNMENT”
REVENUES
GENERAL FUND FISCAL YEAR 2010
47
As a matter of general policy, Village revenue estimates are budgeted
conservatively in order to avoid possible shortfalls due to unanticipated changes in
the economy or slowing in the rate of construction activity. General Fund revenues
are projected to maintain a moderate decrease in Fiscal Year 2010. The projections
are based on actual historic collections, anticipated growth in tax bases, inflation,
and general economic growth/decline. The main revenue category for the Village
continues to be the Ad-Valorem Tax. For the Fiscal Year 2010, this revenue category is
projected to decrease by 7.75 % to just over $18 million, and accounts for 70% of all
revenues in the General Fund.
Revenues Adopted FY 2009 Adopted FY 2010
Percent of
Adopted
Budget
Ad Valorem Taxes $19,561,571 $18,046,097 70.10%
Franchise Fees $ 1,065,000 $ 995,000 3.87%
Utility Taxes $ 2,584,530 $ 2,512,095 9.76%
Licenses & Permits $ 1,075,200 $ 1,075,200 4.18%
State Shared Revenues $ 937,638 $ 834,751 3.24%
Charges for Services $ 2,140,150 $ 2,180,356 8.47%
Interest $ 275,000 $ 25,000 0.10%
Other Revenue $ 76,550 $ 74,920 0.29%
Grants & Donations $ 7,500 $ 0 0.00%
Total $27,723,139 $ 27,743,419 100.0%
REVENUES
GENERAL FUND FISCAL YEAR 2010
48
BUDGET COMPARISON - REVENUE CHANGES
General Fund
Revenues
Adopted
FY 2009
Adopted
FY 2010
Difference % Change
Ad-Valorem Taxes $19,561,571 $ 18,046,097 ($1,515,474) -7.75%
Franchise Fees $ 1,065,000 $ 995,000 ($70,000) -6.57%
Utility Taxes $ 2,584,530 $ 2,512,095 ($72,435) -2.80%
Licenses & Permits $ 1,075,200 $1,075,200 $ 0 0.00%
State Shared Revenues
$ 937,638 $ 834,751 ($ 102,887) -10.97%
Charges for Services $ 2,140,150 $ 2,180,356 $ 40,206 1.88%
Interest $ 275,000 $ 25,000 ( $250,000) -90.91%
Other Revenue $ 76,550 $ 74,920 ($ 1,630) -2.13%
Grants & Donations $ 7,500 $ 0 ($ 7,500) -100.00%
Total Revenue $27,723,139 $25,743,419 $577,173 -7.14%
REVENUE CHANGES RATIONALE
Ad Valorem: The July 1, 2009 certification of Village property values was
$5,936,216,017, which represents a decrease of $498,511,401 or 7.75% compared to
the 2008 values. At the adopted millage rate of 3.20, this results in a decrease of
$1,515,474 in ad valorem tax revenue for the Village. This represents 70% of the
General Fund Revenues.
Franchise Fees: The revenues generated through franchise fees in Fiscal Year (FY)
2010 are estimated to total $995,000, a decrease of $70,000 or 6.6% under the
Adopted FY 2009 Budget.
Utility Taxes: The Fiscal Year 2010 utility tax receipts are estimated to decrease by
$72,435 or 3% under last year‟s levels.
Licenses and Permits: During Fiscal Year 2010, revenues in this category are expected
to remain the same as last year‟s level.
State Shared Revenue: Fiscal Year 2010 estimates of state shared revenues are
decreased $102,887 based projections provided by the Florida Department of
Revenue.
Charges for Services: This category encompasses ten (10) sub-categories of fees and
fines involving the Police Department, the Building, Zoning and Planning Department,
the Recreation Department and the Office of the Village Clerk, plus a miscellaneous
account. A 2% increase in collections is anticipated over the previous Fiscal Year. The
major portion of this increase is due to the addition of the Athletic Department and
related Sports Program revenues.
Other Revenue: The Fiscal Year 2010 Budget estimate of revenues in this category
totals $298,500 and includes interest revenue and miscellaneous income.
Grants & Donations: During Fiscal Year 2010, revenues in this category are expected
to remain the same.
REVENUES
GENERAL FUND FISCAL YEAR 2010
49
Revenues FY2009 Adopted Variance
Budget FY2010 % Dollar
ACTUAL VALUATION
$5,936,216,017
001.00.311.00300 AD VALOREM TAX $19,561,571 $18,046,097 -7.7% ($1,515,474)
001.00.313.00303 FRANCHISE FEE - ELECTRIC $1,065,000 $995,000 -6.6% ($70,000)
001.00.314.00306 UTILITY TAX - ELECTRIC $1,180,000 $1,087,220 -7.9% ($92,780)
001.00.314.00308 UTILITY TAX - WATER $215,000 $267,811 24.6% $52,811
001.00.314.00309 UTILITY TAX - GAS $175,000 $121,391 -30.6% ($53,609)
001.00.314.00310 UTILITY TAX - OIL $95 $0 100.0% ($95)
001.00.319.00311 SIMPLIFIED COMMUNICATION TAX $1,014,435 $1,035,673 2.1% $21,238
001.00.321.00312 LOCAL BUSINESS TAX RECEIPT $100,000 $100,000 0.0% $0
001.00.322.00313 BUILDING PERMITS $975,000 $975,000 0.0% $0
001.00.329.00317 ZONING & SITE PLAN REVIEW FEES $20,000 $7,000 -65.0% ($13,000)
001.00.331.00319 RECREATION FEES $1,500,000 $1,534,436 2.3% $34,436
001.00.331.00320 SPORTS PROGRAMS REVENUE $350,000 $404,270 15.5% $54,270
001.00.335.00322 FIREFIGHTERS SUPPLEMENT $8,500 $13,920 63.8% $5,420
001.00.335.00324 STATE REVENUE SHARING $219,191 $188,526 -14.0% ($30,665)
001.00.335.00325 ALCOHOLIC BEVERAGE TAX $7,500 $7,500 0.0% $0
001.00.335.00326 HALF CENT SALES TAX $710,947 $638,725 -10.2% ($72,222)
001.00.337.00332 GRANTS $7,500 $0 100.0% ($7,500)
001.00.342.00333 FIRE RESCUE TRANSPORT FEES $150,000 $120,000 -20.0% ($30,000)
001.00.343.00339 ZONING HEARING FEES $5,000 $2,000 -60.0% ($3,000)
001.00.343.00340 CERTIFICATES OF OCCUPANCY $200 $200 0.0% $0
001.00.349.00341 RESEARCH & LIEN LETTERS $19,000 $19,000 0.0% $0
001.00.349.00342 MISCELLANEOUS INCOME $15,000 $10,000 -33.3% ($5,000)
001.00.349.00343 POLICE OFF DUTY FEES $14,000 $10,000 -28.6% ($4,000)
001.00.351.00345 FINES & FORFEITURES $17,775 $16,000 -10.0% ($1,775)
001.00.354.00346 BUILDING CODE VIOLATION FINES $80,000 $80,000 0.0% $0
001.00.354.00347 FIRE CODE VIOLATION FINES $2,000 $3,500 75.0% $1,500
001.00.354.00352 PROPERTY MAINT. VIOLATIONS $150 $150 0.0% $0
001.00.359.00348 SCHOOL CROSSING GUARDS $35,275 $35,000 -0.8% ($275)
001.00.361.00349 INTEREST INCOME $275,000 $25,000 -90.9% ($250,000)
$27,723,139 $25,743,419 -7.1% ($1,979,720)
REVENUES
GENERAL FUND FISCAL YEAR 2010
50
REVENUE PROJECTION RATIONALE - FISCAL YEAR 2010
The 2010 General Fund total revenue is estimated to reach $25,743,419 which
represents a decrease of 7.14% over the previous year‟s level.
Ad Valorem Taxes
The most traditional revenue source for local governments is Ad Valorem taxation,
which is an annual tax on real estate and certain personal property. Chapter 166,
Florida Statutes (F.S.), provides for the levy of Ad Valorem taxes on real and tangible
personal property. The definition in Section 192.001, F.S., states, that “the term
„personal property‟ may be used interchangeably with the term „Ad Valorem tax‟.”
The Florida Constitution limits local governments to a maximum of 10 mills of Ad
Valorem taxation. The first Village property tax was levied for FY 1993. The rate of this
tax is determined by the Village Council each year during its budget process.
For Fiscal Year 2010, which begins on October 1, 2009 and ends on September 30,
2010, the assessed values established by the Miami-Dade County Property Appraiser
as of July 1, 2009 are $5,936,216,017. Property Taxes are assessed and collected by
the County and remitted to the Village on a regular basis throughout the year. The
amount budgeted for the 2010 Fiscal Year is $18,046,097. Ad Valorem taxes are the
largest revenue source in the Village budget comprising 70% of the total revenues in
the general fund.
REVENUES
GENERAL FUND FISCAL YEAR 2010
51
PROPERTY TAX LEVIES AND COLLECTION
FISCAL YEARS 1999 THROUGH 2009
Fiscal
Year
Millage Assessed
Value
Percent
Change
Tax Levy Amount
Budgeted
Total
Collected
Percent
Collected
1999 3.606 2,028,174,208 1.25% $7,313,596 $6,963,900 $7,012,714 95.9%
2000 3.606 2,223,956,515 9.65% $8,019,587 $7,677,766 $7,799,633 97.3%
2001 3.606 2,499,049,161 12.37% $9,011,571 $8,556,788 $8,738,608 97.0%
2002 3.606 2,731,833,645 9.31% $9,850,992 $9,358,443 $9,515,138 96.59%
2003 3.606 3,259,919,981 19.33% $11,755,271 $11,167,508 $11,317,160 96.27%
2004 3.606 3,661,114,546 0.95% $13,201,979 $12,541,880 $12,869,711 97.5%
2005 3.606 3,875,335,514 5.85% $13,974,460 $13,275,737 $13,360,251 95.6%
2006 3.606 4,287,674,948 10.64% $15,461,356 $14,688,288 $14,830,238 95.92%
2007 3.45 5,630,046,023 31.31% $19,423,659 $18,452,476 $18,667,979 100.17%
2008 3.20 6,514,112,802 15.70% $20,845,161 $19,802,903 $19,739,848 99.68%
2009 3.20 6,434,727,418 <1.22%> $20,591,128 $19,561,571 $19,389,610 99.12%
2010 3.20 5,936,216,017 <7.75%> $18,995,891 $18,046,097 n/a n/a
Other Taxes and Fees
Section 8.04 of the Charter of the Village of Key Biscayne, which was adopted on
June 18, 1991, provides that all municipal taxes and fees imposed within the Village
boundaries by the County as the municipal government for unincorporated Dade
County shall continue at the same rate and on the same condition as if those taxes
and fees had been adopted and assessed by the Village.
The estimated Fiscal Year 2010 collections are based on anticipated receipts, actual
receipts in prior years, and other appropriate factors as explained below.
Non-Ad Valorem Revenues: Franchise Fees, Utility Taxes, Licenses & Permits, State
Shared Revenues, and other Non-Ad Valorem Revenues, summarize the remaining
30% of the General Fund Revenues.
Franchise Fees
Electric Franchise Fees: A Franchise Fee in the amount of 6% of gross revenues from
sales of electricity was established by Dade County Ordinance No. 89-81, adopted
on September 5, 1989 for a period of thirty (30) years. This authority is granted to local
governments by Section 180.14, F.S. The Franchise Fee received during the Fiscal Year
is based upon the prior calendar year receipts by the Florida Power & Light
Company, less any taxes paid to the Water Management District, Florida Inland
Navigation, and municipalities without their own franchise agreement. The estimated
revenue from this source for the 2010 Fiscal Year is $995,000
Other Taxes and Fees
REVENUES
GENERAL FUND FISCAL YEAR 2010
52
Utility Taxes
Miami-Dade County Ordinance No. 70-72, adopted on September 21, 1970,
established utility taxes in the amount of 10% on electricity, telephone, water, gas,
and oil. This authority is granted to local governments by Section 166.231, F.S.
Subsequently, the utility tax on telephone was extended to cover all forms of
telecommunications and was reduced to 7%. The Village adopted its own Utility Tax
Ordinance No. 97-12 on April 29, 1997 to replace the County ordinance, which was in
effect in accordance with Section 8.04 of the Village Charter. Covered under Florida
Statute 202 the Communications Services Tax Simplification Law effective October 1,
2001 combines seven different state and local taxes and fees and replaces these
revenues with a tax composed of a state tax and a local option tax on
communications services. On June 12, 2001 the Village passed Resolution No. 2001-
41 which established the Village‟s combined local communications services tax rate
at 5.62% for the period of October 1, 2001 and ending September 30, 2002. The
Village further adopted the local communications services tax rate of 5.22% effective
October 1, 2003.
Electric Utility Taxes: This revenue sub-category is derived from a 10% tax levy on the
electricity bill of each customer who receives service within the corporate limits of the
Village. Based on the projected trend, the estimated revenues from this source in
Fiscal Year 2010 are $1,087,220.
Communication Services Tax: This tax is based on the state telecommunications tax,
which combines all telecommunications services into one tax. The revenue from this
Franchise Fees
Fiscal Year Electricity Telephone Cable Total
1996 $571,093 $20,179 $46,824 $638,096
1997 $578,195 $27,278 $62,342 $667,815
1998 $631,323 $24,016 $53,728 $709,067
1999 $653,798 $29,235 $56,998 $740,031
2000 $646,001 $24,450 $60,000 $730,451
2001 $678,316 $37,343 $67,855 $783,513
2002 $650,000 $0 $0 $650,000
2003 $690,000 $0 $0 $690,000
2004 $611,000 $0 $0 $611,000
2005 $688,600 $0 $0 $688,600
2006 $700,000 $0 $0 $700,000
2007 $855,000 $0 $0 $855,000
2008 $860,000 $0 $0 $860,000
2009 $1,065,000 $0 $0 $1,065,000
2010 $995,000 $0 $0 $995,000
REVENUES
GENERAL FUND FISCAL YEAR 2010
53
tax replaced telecommunications taxes and license fees local governments
previously received from telecommunications and cable television providers. The
Communications Tax Act requires each local government to establish a tax rate on
communications services effective October1, 2001. The taxes are collected by the
Department of Revenue (“DOR”) and distributed to local governments. On June 12,
2001 the Village passed Resolution No. 2001-41 which established the Village‟s
combined local communications services tax rate at 5.62% for the period of October
1, 2002 and ending September 30, 2003. The Village further adopted the local
communications services tax rate of 5.22% effective October 1, 2003. This revenue
source is estimated at $1,035,673 for Fiscal Year 2010.
Water Utility Taxes: This revenue sub-category is derived from a 10% tax levied on the
water bill of each customer who receives water services within the corporate limits of
the Village. Based on the projected trend, the estimated revenues from this source in
Fiscal Year 2010 are $267,811
Gas Utility Taxes: This revenue sub-category is derived from a 10% tax levied on the
natural gas bill of each customer who receives natural gas services within the
corporate limits of the Village. Based on the projected trend, the estimated revenues
from this source in Fiscal Year 2010 are $121,391
Oil Utility Taxes: This revenue sub-category is derived from a 10% tax levied on the oil
bill of each customer who receives oil services within the corporate limits of the
Village. Based on the projected trend, the estimated revenues from this source in
Fiscal Year 2010 is $0.
Utility Taxes
Fiscal
Year Electricity Tele-
Communications
Simplified
Communications Water Gas Oil Total
1996 $ 888,651 $ 199,746 $ 0 $ 165,169 $ 37,034 $ 3,885 $ 1,294,485
1997 $ 1,032,445 $ 274,768 $ 0 $202,918 $ 42,066 $ 3,616 $ 1,555,813
1998 $ 989,535 $ 288,581 $ 0 $ 196,271 $ 36,427 $ 4,000 $ 1,514,814
1999 $ 992,319 $ 380,934 $ 0 $ 208,837 $ 35,121 $ 4,262 $ 1,621,473
2000 $ 1,000,553 $ 454,101 $ 0 $ 215,063 $ 52,016 $ 2,169 $ 1,723,902
2001 $ 1,018,973 $ 492,442 $ 0 $ 197,715 $62,833 $ 245 $ 1,772,208
2002 $ 1,135,000 $0 $ 550,000 $ 215,000 $ 50,000 $ 5,000 $ 1,955,000
2003 $ 1,095,000 $0 $ 850,000 $ 249,000 $ 60,000 $ 1,000 $ 2,255,000
2004 $ 1,095,000 $0 $ 856,000 $ 197,000 $ 62,000 $ 300 $ 2,210,300
2005 $1,150,000
$0 $710,000 $200,000 $ 62,000 $ 500 $2,122,500
2006 $1,150,000 $0 $785,000 $225,000 $ 83,000 $ 50 $2,243,050
2007 $1,150,000 $0 $810,170 $310,438 $ 122,396 $ 95 $2,397,099
2008 $1,175,000 $0 $835,000 $275,000 $ 80,000 $ 95 $2,365,095
2009 $1,180,000 $0 $1,014,435 $215,000 $ 175,000 $ 95 $2,584,530
2010 $1,087,220 $0 $1,035,673 $267,811 $ 121,391 $ 0 $2,512,095
REVENUES
GENERAL FUND FISCAL YEAR 2010
54
Licenses & Permits
All businesses in the Village must have an occupational license in order to operate a
business within the corporate limits of the Village. The fees for the various types of
businesses are set by ordinance. Ordinance 92-13 was adopted on June 6, 1992, and
amended by Ordinance 95-9, on September 26, 1995.
Village and County Occupational Licenses: All businesses in the Village must also
have an occupational license from the County in order to operate a business within
the corporate limits of the County. A portion of the County revenues are remitted to
the Village. The licenses are regulated by Chapter 205, F.S., and by the
aforementioned ordinances. Total estimated revenues from all sources for Fiscal Year
2010 are $100,000.
Building Permits: Permits must be issued to any individual or business whom does
construction work within the corporate limits of the Village. These permits are issued
for construction, such as electrical, plumbing, structural, mechanical, etc. The fees for
various types of permits are set by Village Ordinance No. 96-4 and by Section 2-18 of
the Miami-Dade County Building Code and the minimum fee for a permit is $41.50,
per Resolution 99-3, adopted on January 12, 1999. Permits for residential construction
are based on the 1992 fees of Miami-Dade County. The estimated revenue for the
Fiscal Year 2010 totals $975,000.
Fiscal Year Occupational
Licenses Building Permits Total
1998 $ 25,749 $ 978,019 $ 1,003,768
1999 $ 40,558 $ 628,114 $ 668,672
2000 $ 58,655 $ 1,257,986 $ 1,316,641
2001 $ 38,212 $ 1,275,017 $ 1,308,229
2002 $ 40,000 $ 600,947 $ 640,947
2003 $ 85,000 $ 868,185 $ 854,185
2004 $ 50,000 $ 907,358 $ 957,358
2005 $ 55,000 $ 909,922 $ 964,922
2006 $ 57,000 $ 862,945 $ 919,945
2007 $ 108,879 $ 945,247 $ 1,054,126
2008 $ 100,000 $ 975,000 $ 1,075,000
2009 $ 100,000 $ 975,000 $ 1,075,000
2010 $ 100,000 $ 975,000 $ 1,075,000
State Shared Revenues
In addition to Ad Valorem taxation, communities in Florida rely on revenues that are
imposed and collected by the State of Florida and then shared with municipalities.
These revenues are distributed by the State of Florida Department of Revenue
according to various formulas. These revenues have been budgeted in accordance
REVENUES
GENERAL FUND FISCAL YEAR 2010
55
with the trends and estimates of the State Revenue Sharing Commission. State shared
revenues are pledged sources of revenue to repay the debt service on the state
sanitary sewer loan (Revenue Sharing).
Cigarette Tax: In 1943, Florida levied its first tax on cigarettes at a rate of three cents
per pack. It was not until 1971 and the creation of the Municipal Financial Assistance
Trust Fund that the state began to share a portion of state cigarette tax revenues with
municipalities. The enacting legislation, creating the Trust Fund, required that the fund
be financed from the proceeds of a two-cents per pack tax on cigarettes 5.8% of the
State tax on each pack of cigarettes as per Chapter 71-364, Laws of Florida. Due to
declining revenues, as of October 1, 2000 revenues from this tax were combined with
State Revenue Sharing.
State Revenue Sharing: Chapter 72-360, Laws of Florida, created the Revenue Sharing
Act of 1972, providing for general revenue sharing. Revenue for this fund comes from
32.4% of the tax on each pack of cigarettes, the one-cent municipal gas tax, and
25% of the state alternative fuel decal user fee. The share of this fund for an individual
municipality is determined by a complex formula that includes its own population,
statewide municipal population, county population, county sales tax collections,
total statewide sales tax collections from municipalities, municipal property valuation,
statewide municipalities' property valuation, and by a factor measuring relative
revenue-raising ability. About 35% of these funds are a result of the municipal gas tax.
This percentage of the proceeds can be used only for transportation purposes,
including transportation related public safety activities. For Fiscal Year 2010, the
estimated revenue from this source is $188,526. A portion of this revenue has been
pledged for the repayment of the sanitary sewer state planning loan of $437,548 as
per Ordinance 96-6 adopted June 25, 1996. The annual loan payment is $28,134.
Half-Cent Sales Tax: Chapter 82-154, Laws of Florida, created the local government
half-cent sales tax program. It is so named because one half of the proceeds of this
tax are divided between counties and municipalities and the other half goes to the
state. The primary purpose of the tax was to provide relief from Ad-Valorem taxes in
addition to providing counties and municipalities with revenues for local programs.
Current revenues for this fund come from 9.653% of the state sales tax (which is
shared by both counties and cities). The distribution formulas are population-oriented
but not directly proportional to population increase. Municipalities can use these
funds for municipal-wide programs. These funds can also be pledged towards
repayment of bonds or used for capital projects. The estimated revenue from this
source for Fiscal Year 2010 is $638,725.
REVENUES
GENERAL FUND FISCAL YEAR 2010
56
State Shared Revenues
Fiscal
Year Cigarette Tax State Revenue
Sharing
Half-Cent
Sales Tax
Local Option
Gas Tax Total
1996 $ 10,490 $ 125,989 $ 442,273 $ 211,312 $ 787,969
1997 $ 8,395 $ 126,787 $ 450,750 $ 178,732 $ 766,638
1998 $ 10,364 $ 125,324 $ 507,696 $ 175,000 $ 818,524
1999 $ 10,504 $ 117,144 $ 496,571 $ 178,243 $ 801,486
2000 $ 9,528 $ 130,246 $ 556,740 $ 188,206 $ 883,124
2001 $ 7,732 $ 132,230 $ 585,683 $ 205,563 $ 923,476
2002 $ 0 $ 140,000 $ 598,840 $ 220,000 $ 958,840
2003 $ 0 $ 140,000 $ 598,840 $ 220,000 $ 958,840
2004 $ 0 $ 140,000 $ 620,000 $ 215,000 $ 981,500
2005 $ 0 $ 150,000 $ 620,000 $ 220,000 $ 990,000
2006 $ 0 $ 175,000 $ 700,000 $ 0 $ 882,500
2007 $ 0 $ 231,724 $ 777,141 $ 0 $ 1,008,865
2008 $ 0 $ 240,000 $ 735,000 $ 0 $ 975,00
2009 $ 0 $ 219,191 $ 710,947 $ 0 $ 930,138
2010 $ 0 $ 188,526 $ 638,725 $ 0 $ 827,251
Local Option Gas Tax: The first local option gas tax was adopted by Miami-Dade
County on July 19, 1985, prior to the incorporation of the Village. The Village became
eligible to receive these funds at the time the Village was declared eligible for all
state shared revenues. The tax is levied at the rate of six cents per gallon on motor
fuel and special fuel and is collected by the Florida Department of Revenue and
remitted monthly to the county and municipalities on a formula which provides a
weight of 75% to population and 25% to center line miles of roadway maintained in
each municipality (the Village maintains 20.5 miles). These funds must be used for
general transportation-related expenditures and may include debt service financing
on transportation related capital projects. For fiscal year 2010, this tax is budgeted as
a revenue source in the Transportation Special Revenue Fund.
Local Option Capital Improvement Gas Tax: A second local option gas tax was
adopted as part of the 1994 budget by the Miami-Dade County Commission on
September 20, 1993 and became effective January 1, 1994. It was levied at five
cents per gallon. Following the County Commission amendment in 1996, the levy has
been reduced to three cents per gallon. The funds are distributed in accordance
with an Interlocal agreement dated July 27, 1993. These funds must be used for
transportation expenditures needed to meet requirements of the capital
improvement elements of an adopted comprehensive plan. The revenue from the
local option capital improvement gas tax for Fiscal 2010 is also budgeted in the
Transportation Special Revenue Fund.
REVENUES
GENERAL FUND FISCAL YEAR 2010
57
Other Revenues
The following chart is a summary of other revenues for the Village, which includes
Interest Income and Fines & Forfeitures.
Interest Income: In accordance with the Village financial policy, investment
practices used are: Certificate of Deposit; cash management overnight investments
and state municipal surplus fund pool. These are maintained to provide that
available funds be invested at all times with minimum risk and maximum liquidity. The
revenue from the interest income for Fiscal Year 2010 is estimated at $25,000.
Fines & Forfeitures: Fines from traffic violations and violations of other laws provide
governments with some additional revenue, as provided in chapters 316 and 318 of
the Florida Statutes. The Village receives 56.4% of the revenues resulting from traffic
enforcement activities of the Village Police Department. The trend for this revenue is
usually constant. Fiscal Year 2010 estimate is $16,000.
Other Revenues
Fiscal Year Interest Income Fines & Forfeitures Total
1996 $ 280,570 $ 28,311 $ 308,881
1997 $ 248,646 $ 28,807 $ 277,453
1998 $ 233,655 $ 29,773 $ 263,428
1999 $ 231,820 $ 293,689 $ 525,509
2000 $ 315,399 $ 102,057 $ 417,456
2001 $ 291,408 $ 322,344 $ 613,752
2002 $ 200,000 $ 28,280 $ 228,280
2003 $ 111,400 $ 28,280 $ 139,680
2004 $ 75,000 $ 38,400 $ 113,400
2005 $ 58,000 $ 75,000 $ 133,000
2006 $ 225,000 $ 75,000 $ 300,000
2007 $ 239,247 $ 75,000 $ 314,247
2008 $ 375,000 $ 15,000 $ 390,000
2009 $ 275,000 $ 17,775 $ 292,775
2010 $ 25,000 $ 16,000 $ 41,000
EXPENDITURES
THE GENERAL FUND EXPENDITURE SECTION PROVIDES THE
ANTICIPATED COST OF GOODS DELIVERED OR SERVICES
PROVIDED, INCLUDING OPERATING EXPENSES, SALARIES,
ELECTRICITY, WATER, GAS, CAPITAL OUTLAYS, AND DEBT
SERVICE.
MISSION STATEMENT “TO PROVIDE A SAFE, QUALITY COMMUNITY ENVIRONMENT FOR ALL ISLANDERS THROUGH RESPONSIBLE GOVERNMENT”
EXPENDITURES
GENERAL FUND FISCAL YEAR 2010
58
Attorney
2%
Public Works
9%
Recreation
16%
Fire Rescue
30%
Village Clerk
2%
Village Council
2%
Administration
5%
Police
25%
BZP
8%
Debt Service
1%
The $25,743,419 Adopted Fiscal Year 2010 Budget allocates funds to eleven
departments, debt service and an amount for capital projects as listed below. The
department expenditure budgets itemize the funding that provides for the overall
administration and management of all governmental functions and activities of the
Village. The monies allocated to each department ensure the proper
implementation of policies and ordinances adopted by the Village Council in an
efficient and effective manner. The Adopted Fiscal Year 2010 Budget expenditures
have increased a total of 2% over the Fiscal Year 2008 expenditures. This increase
can be attributed to an increase in personnel expenses, insurance costs,
maintenance and repair expenses, and various increased reserve accounts
allocations.
Expenditures Adopted
FY 2009
Adopted
FY 2010
Difference Percent
Changed
Village Council $ 474,688 $ 338,622 ($ 136,066) -28.66 %
Administration $ 1,079,553 $ 871,994 ($ 207,559) -19.23 %
Village Clerk $ 452,826 $ 395,389 ($ 57,437) -12.63 %
Village Attorney $ 483,000 $ 490,000 $ 7,000 1.45 %
Debt Service $ 3,335,457 $ 3,378,933 $ 43,477 1.30 %
Building, Zoning &
Planning
$ 1,687,548 $ 1,566,150 ($ 121,398) -7.19 %
Police $ 5,368,708 $ 5,163,955 ($ 204,753) -3.81 %
Fire Rescue $ 6,160,922 $ 6,407,036 $ 246,114 3.99 %
Public Works $ 1,977,947 $ 1,876,475 ($ 101,472) -5.13 %
Recreation $ 3,466,300 $ 3,381,349 ($ 84,951) -2.45 %
Operating Transfers $ 3,236,190 $ 1,873,516 ($ 1,362,674) -42.11 %
Total $ 27,723,139 $ 25,743,419 ($ 1,979,720) -7.14 %
EXPENDITURES
GENERAL FUND FISCAL YEAR 2010
59
EXPENDITURE CHANGES RATIONALE
Village Council: While the Mayor and Village Council receive no compensation for
their services as elected officials, there is however expenditures covered in the
budget. The Adopted Fiscal Year 2020 Budget for the Village Council has increased
due to the federal representative’s contract, increases for the Historical Society, and
Chamber of Commerce.
Administration: Administration includes the Village Manager’s Office and the
Finance and Administrative Services Department. At $871,994, the Adopted Fiscal
Year 2010 Budget decreased due to the removal of the Customer Services
Representative and Facility Manager.
Village Clerk: The Village Clerk’s Adopted Fiscal Year 2010 Budget will decrease by
$57,437, the decrease is due to no municipal election and reduction in legal
advertising.
Village Attorney: At $490,000, the Village Attorney’s allocation increased due to
anticipated lawsuit costs in the upcoming year.
Debt Service: The Fiscal Year 2010 requirement for debt service is based upon level
debt service and increased by $155,554. The increase is attributable to debt service
on a new 1 year temporary loan related to the Sewer Project.
Building, Zoning and Planning: The Building, Zoning and Planning Department
budget of $1,566,150 represents a 7% decrease from the Fiscal Year 2009 Budget.
The decrease is mainly due to personnel expenses.
Police: The Police Department’s Fiscal Year 2010 Budget allocation of $5,163,955
represents a $204,753 decrease or a 3.81% reduction from the Fiscal Year 2009
Budget. The decrease is attributed to detailed allocations within all operational
areas, reducing costs where possible, allowing for an extremely streamlined budget.
Fire Rescue: The Adopted Fiscal Year 2010 Budget for Fire Rescue will increase by
$246,114 or 4%, due to an increase in personnel expenses and insurance.
Public Works: The Adopted Fiscal Year 2010 Budget for Public Works will decrease by
5%, or $101,472.00. This change is mostly due to the decrease in personnel expenses,
contractual services as well as rental and leases costs.
Recreation: At $1,003,507, the Park and Recreation Department’s budget provides
for a decrease of $47,645, or 5%. This is due to a decrease in personnel expenses and
contract services.
EXPENDITURES
GENERAL FUND FISCAL YEAR 2010
60
Athletics: At $624,418, the Athletics budget provides for a decrease of $22,901, or 4%.
This is due to a decrease in athletic activities.
Community Center: At $1,753,425, the Park and Recreation Department’s budget
provides for a decrease of $14,404, or 1%. This is due to a decrease in personnel
expenses and contract services.
Capital Outlay: The Adopted Fiscal Year 2010 Budget for Capital Outlay is $6,000.
EXPENDITURES BY OBJECT CHANGES RATIONALE
Personnel: All full-time and part-time employees who support the functions of the
Village departments. Costs include salaries, overtime, shift differentials, and
employee benefits that include commitments for employee fringe benefits.
Other Expenses: The requirements for a department’s work program, which are
provided by either outside vendors or contractors. Examples are the costs of repair
and maintenance services, the change in costs related to bi-annual election
expenses, utilities, insurance, microfilming, computer supplies, seminars, and printing.
A large portion of the increase in this category is attributable to increased insurance
costs and an increase in maintenance and repairs pertaining to the new
Administrative/Police/Fire buildings.
Contract Professionals: This item includes, but is not limited to, the Village Attorney,
Village Engineer, and Landscape Architects.
Supplies: Represents expendable materials and items necessary to carry out a
department’s work program for the fiscal year. Items included are repair and
maintenance materials, chemicals, office supplies and small tools.
Equipment: This category represents expenditures for equipment for each
department. Items include, but are not limited to, recreation equipment, fire/rescue
equipment and police equipment.
Debt Service: This represents the principal and interest payments for all outstanding
associated with the Civic Center Project and the initial sewer system loan.
Capital Outlay: Expenditures in this category are associated with the acquisition
and/or construction of major capital facilities and improvements such as sidewalks,
underground wiring, landscaping and contributions to reserves.
VILLAGE COUNCIL
FISCAL YEAR 2010 BUDGET
61
Mission Statement:
To provide a safe, quality community environment for all islanders through responsible
government
ORGANIZATIONAL CHART
Citizens/Residents
of
Key Biscayne
Local
Planning
Agency
Village Council
Robert Vernon, Mayor
Michael Davey, Vice Mayor
Council Members
Enrique Garcia
Robert Gusman
Michael E. Kelly
Jorge Mendia
Thomas Thornton
VILLAGE COUNCIL
FISCAL YEAR 2010 BUDGET
62
FUNCTIONAL ORGANIZATIONAL CHART
The Mayor, as a member of
the Village Council, is the
Chairman of the Village
Council.
The Mayor is responsible for
presiding at all Village
Council meetings, executing
all ordinances, resolutions
and contracts on behalf of
the Village and represents
the Village and Village
Council at public events.
The Council represents the
citizens of Key Biscayne by
promoting effective
government through
responsive policy direction
and leadership to meet
current and future needs of
the Village.
The Council is mandated by
the Village Charter and
responsible for the
formulation of the overall
policies of the Village which
then are implemented by
the Village Manager.
The Council serves as the
Local Planning Agency. Its
purpose is to prepare the
local comprehensive plan
and conduct the
comprehensive planning
program.
Village Council
VILLAGE COUNCIL
FISCAL YEAR 2010 BUDGET
63
DEPARTMENTAL DESCRIPTION
Key Biscayne operates under the Council-Manager form of government in
accordance with its Charter. Legislative authority is vested in a seven member Village
Council consisting of a Mayor and six Council Members all elected at large and on a
non-partisan basis. The mayor and the council members are elected by the electors
of the Village for a two-year term. No person shall serve as mayor for more than two
consecutive elected terms, and no person may serve on the council, or as any
combination of mayor and council member, for more than eight consecutive years.
The Council, as the legislative body of the Village, determines public policy to meet
community needs and appoints a Village Manager who is responsible for
administration of that policy and managing the Village’s departments and services.
The Council also appoints the Village Clerk and the Village Attorney. The Council is
responsible for the overall direction of the village and general welfare of Key Biscayne
residents.
Village Council elections are held on the first Tuesday after the first Monday of
November, every even numbered year. To be eligible to seek office, a person must
be a resident of the Village of Key Biscayne for at least one year and be a qualified
elector of the Village.
The members of the Village Council also serve as the Local Planning Agency. The
Local Planning Agency was responsible for the development of the Comprehensive
Master Plan. The Council sits as the Zoning Appeals Board. The Local Planning Agency
was created by Ordinance 92-08 on February 25, 1992. Its purpose is to prepare the
local comprehensive plan and conduct the comprehensive planning program. All
meetings of the Local Planning Agency are public meetings and agency records are
public. The Master Plan was adopted by the Village Council by Ordinance 95-8,
September 12, 1995 and accepted by the Florida Department of Community Affairs
on October 20,1995.
VILLAGE COUNCIL
FISCAL YEAR 2010 BUDGET
64
Responsibilities of the Local Planning Agency
Prepare the local comprehensive plan and any amendments.
Make recommendations to the municipal governing body regarding the adoption
or amendment of plan.
Hold Public Hearings on the proposed plan or plan amendment.
Monitor the effectiveness and status of the comprehensive plan.
Make recommendations to the municipal governing body concerning any
changes required to the comprehensive plan.
Review proposed land development regulations and codes, and inform the
governing body of the consistency of the proposal with the local comprehensive
pl an.
Perform other duties assigned by the governing body, general law, or special law.
PERFORMANCE INDICATORS
Regular Council meetings are held the second Tuesday of every month (except
August) in the Council Chamber, 560 Crandon Boulevard, at 7:00 p.m. Council
meeting schedules are subject to change. Council meetings are broadcast live and
re-broadcast daily at 10:00 a.m. and at 7:00 p.m. Below is a breakdown of the Village
Council’s activities by calendar year.
2003 2004 2005 2006 2007 2008
Meetings 15 17 12 11 12 13
Special Meetings 7 4 10 7 12 4
Resolutions 43 55 44 52 65 56
Ordinances 10 11 20 12 10 11
Workshops 4 3 6 4 4 2
2010 DEPARTMENTAL OBJECTIVES & MANAGEMENT OVERVIEW
It is the desire of the Village of Key Biscayne for their development policies to protect
its residential character. Future residential development should be at the lowest
densities consistent with protection of reasonable property rights. Hotels should be
permitted in order to provide ocean access opportunities and respect an established
land use pattern; however, they should be modest in size so as not to overpower the
community’s residential character. Other commercial development should be sized
to meet the needs of residents and hotel guests. Office development should be
limited to the minimum amount practical in light of existing development patterns.
VILLAGE COUNCIL
FISCAL YEAR 2010 BUDGET
65
RESIDENT’S EXECUTIVE SUMMARY – Village Council
FUNDING LEVEL SUMMARY
FY 2006 FY 2007 FY 2008 FY 2009 FY 2010 % Change
from FY 09
Administrative Expenses $30,000 $37,000 $40,000 $40,000 $25,000 -38%
Other Expenses $332,912 $421,424 $424,963 $434,688 $313,622 -28%
TOTAL $362,912 $458,424 $468,963 $474,688 $338,622 -29%
FY2009 Adopted Variance
Village Council Budget FY2010 % Dollar
ADMINSTRATIVE EXPENSES $40,000 $25,000 -38% ($15,000)
MEMBERSHIP AND DUES $16,000 $10,000 -38% ($6,000)
WEBSITE/COMMUNICATIONS $9,240 $8,384 -9% ($856)
ART IN PUBLIC PLACES $41,000 $37,710 -10% ($4,190)
CAPITAL OUTLAY $85,000 $77,500 -9% ($7,500)
INSURANCE $21,352 $15,500 -27% ($5,852)
COMMITTEE EXPENSES $500 $500 0% $0
STATE RELATIONS REPRESENTATIVE $50,000 $56,000 2% $1,000
FEDERAL RELATIONS REPRESENTATIVE $75,000 $0 -100% ($75,000)
UTILITIES $4,933 $4,971 1% $38
CHAMBER OF COMMERCE $75,063 $67,557 -10% ($7,506)
YOUTH COUNCIL CONFERENCES $35,700 $22,000 -38% ($13,700)
HISTORICAL SOCIETY $15,000 $13,500 -10% ($1,500)
$474,688 $338,622 -29% ($136,066)
At $338,622, the Village Council budget decreased $136,066 from Fiscal Year 2009.
The decrease is due to the deletion of the Federal Relations Representative line
item and the overall reduction in several line items.
BUDGET SUMMARY
OFFICE OF THE VILLAGE MANAGER
FISCAL YEAR 2010 BUDGET
66
Mission Statement:
To implement Village Council policies and to provide sound leadership and oversee
all departmental activities, enabling them to work in the best interests of our
community, instill the Village’s mission statement among our employees to foster an
outstanding level of service at a reasonable cost, and effectively implement and
administer the policies established by the Council.
ORGANIZATIONAL CHART
Citizens/Residents
of
Key Biscayne
Village Council
Village Manager
Executive Assistant to
the Manager
IT Administrator
OFFICE OF THE VILLAGE MANAGER
FISCAL YEAR 2010 BUDGET
67
FUNCTIONAL ORGANIZATIONAL CHART
DEPARTMENTAL DESCRIPTION
The Village Manager is the Chief Executive Officer and Administrative Head of the
Village, with the responsibility for planning, organizing, directing, staffing,
coordinating and budgeting for the widespread programs and services for the
citizens of the Village. The Village Manager is appointed by and serves at the
pleasure of the Village Council, and is directly responsible for executing Village laws
and ordinances and is responsible for implementation of policies set fourth by the
Village Council. The Village Manager appoints the Director’s of all Departments.
As Chief Executive Officer of the Village government, the Village Manager is
responsible for providing and exercising overall supervision and disciplinary control
over the necessary administrative and operating staff to carry-out official Council
policies. The Village Manager assists in adopting a financial plan for Village
operations by helping to prepare for Council consideration the Annual Operating
Budget and Capital Improvements Program. The Village Manager develops and
recommends alternative solutions to community problems, as well as, plans and
develops programs to meet the future physical, social, and cultural needs of the
Village. The Village Manager is responsible for the execution of contracts, deeds and
other document on behalf of the Village to the extent provided by Council, and is
responsible for the enforcement of all laws, charter and acts of the Council.
Provide leadership in the
management and the
execution of Village policies.
Manage all Village
governmental affairs, direct
and supervise the
administration and functions
of all Village departments,
offices and agencies.
Liaison with Municipal,
County, State and
Federal agencies on
issues of mutual
concern.
Plan and develop
programs in order to
meet the future needs
of the residents and
visitors of the Village.
Village Manager
OFFICE OF THE VILLAGE MANAGER
FISCAL YEAR 2010 BUDGET
68
Authorized Positions FY
2005
FY
2006
FY
2007
FY
2008
FY
2009
FY
2010
Village Manager 1.0 1.0 1.0 1.0 1.0 1.0
Executive Assistant Village
Manager 1.0 1.0 1.0 1.0 1.0 1.0
Assistant to the Manager 1.0 0.0 0.0 0.0 0.0 0.0
IT Administrator 1.0 1.0 1.0 1.0 1.0 1.0
Customer Service
Representative 0.0 0.0 0.0 0.0 1.0 0.0
Facilities Manager 0.0 0.0 0.0 0.0 1.0 0.0
Special Projects Coordinator 0.0 0.0 0.0 0.0 0.25 0.25
Receptionist – Part Time 0.0 0.0 0.0 0.0 0.0 0.0
Total Full-Time 4.0 3.0 3.0 3.0 5.25 3.25
FY2010 DEPARTMENTAL OBJECTIVES
To satisfactorily relay Village Council policy decisions to the organization and
administer the decisions in day-to-day operations.
To maintain administrative control of all departments by reports, and verbal and
written communications on all matters involving daily operation of the Village.
To conduct any special studies, information gathering and reports as may be
necessary and/or requested by the Village Council.
To attend and participate in intergovernmental activities by attending meetings
and facilitating the exchange of information within different jurisdictions.
To prepare and submit a Village budget by July 15th of each year.
To increase the level of Village services by increasing the amount of grant-in-aid
revenues.
To revitalize productivity programs to reduce costs through improved methods
and procedures.
OFFICE OF THE VILLAGE MANAGER
FISCAL YEAR 2010 BUDGET
69
To support and promote State legislation in the Village’s interest while actively
opposing legislation that is detrimental to the Village.
To coordinate, plan, control, and monitor the activities of agencies reporting to
the Village Manager to insure that all policies and actions of the council and
administration are carried out, including the attainment of budget objectives and
adherence to assigned deadlines for completion of projects and studies.
To communicate all requests for service, referral and information to appropriate
Village departments and to provide necessary follow-up to ensure that a response
or resolution to the request is provided.
To maintain a cooperative working relationship with State agencies and other
local governments to resolve problems of mutual concern.
To continue to emphasize and encourage organization and departmental efforts
in identifying and implementing changes to improve efficiency and reduce cost.
OFFICE OF THE VILLAGE MANAGER
FISCAL YEAR 2010 BUDGET
70
Manager FY2009 Adopted Variance
Budget FY2010 % Dollar
VILLAGE MANAGER $178,447 $178,200 0% ($247)
EXECUTIVE ASSISTANT TO THE MANAGER $60,000 $58,710 -2% ($1,290)
HUMAN RESOURCES COORDINATOR $71,143 $73,277 3% $2,134
INFORMATION TECHNOLOGY ADMINISTRATOR $69,034 $72,839 6% $3,805
FACILITY MANAGER $60,000 $0 -100% ($60,000)
CUSTOMER SERVICE REPRESENTATIVE $35,000 $0 -100% ($35,000)
SPECIAL PROJECTS COORDINATOR $16,811 $17,316 3% $505
PAYROLL TAXES $37,518 $30,626 -18% ($6,892)
RETIREMENT CONTRIBUTIONS $58,852 $48,041 -18% ($10,811)
LIFE, HEALTH, DISABILITY INSURANCE $42,870 $29,384 -31% ($13,486)
WORKERS COMPENSATION $2,354 $1,417 -40% ($937)
CONTRACT SERVICES - APPRAISER $5,000 $5,000 0% $0
*CONTRACT SERVICES - AUDITS $50,000 $66,500 33% $16,500
CONTRACT SERVICES - FINANCE $114,737 $110,000 -4% ($4,737)
CONTRACT SERVICES - FACILITY MGR $0 $667 100% $667
CONTRACT SERVICES - MAINT ASSISTANT $1,334 $1,167 100% ($167)
ADMINSTRATIVE EXPENSES $44,975 $31,500 -30% ($13,475)
TRAVEL & PER DIEM $3,800 $3,240 -15% ($560)
CONTRACT SERVICES - WEBSITE MAINT $7,000 $3,644 -48% ($3,356)
COMMUNICATIONS $10,500 $6,433 -39% ($4,067)
POSTAGE $9,500 $9,500 0% $0
UTILITIES $8,402 $8,777 4% $375
RENTALS & LEASES $19,400 $7,232 -63% ($12,168)
INSURANCE $11,872 $9,000 -24% ($2,872)
REPAIRS & MAINTENANCE - VLLG HALL $40,000 $10,000 -75% ($30,000)
PRINTING & BINDING $900 $1,500 67% $600
MISCELLANEOUS EXPENSES $2,300 $2,000 -13% ($300)
EDUCATION & TRAINING $6,280 $6,000 -4% ($280)
OFFICE SUPPLIES $10,000 $10,000 0% $0
FURNITURE & FIXTURES $1,000 $1,000 0% $0
EQUIPMENT $10,524 $9,024 -14% ($1,500)
CONTINGENCY FOR EMERGENCY $90,000 $60,000 -33% ($30,000)
$1,079,553 $871,994 -19% ($207,559)
FINANCE AND ADMINISTRATIVE SERVICES DEPARTMENT
FISCAL YEAR 2010 BUDGET
71
Mission Statement:
To administer the finances and budget of the village efficiently and report related activities
accurately and timely, and to manage the insurance and employee benefit programs in the
best interest of the Village and its employees.
OOrrggaanniizzaattiioonnaall CChhaarrtt
Finance
Director
Human Resources
Coordinator
Village Manager
Village Council
Citizens/Residents
Key Biscayne
FINANCE AND ADMINISTRATIVE SERVICES DEPARTMENT
FISCAL YEAR 2010 BUDGET
72
FUNCTIONAL ORGANIZATIONAL CHART
DEPARTMENTAL DESCRIPTION
The Department of Finance and Administrative Services is responsible for
coordinating the financial operation of the Village departments. Under the direction
and supervision of Beatrice Galeano-Yera, P.A., the Department has two main
functions: Finance, which is the central fiscal control and accounting agency of the
Village, Administrative Services, which coordinates and administers Personnel Policies
and employee benefits programs, and risk management which deals with worker’s
compensation and insurance.
The Director of the Finance and Administrative Services Department serves as the
chief fiscal officer for the Village and coordinator of the employee benefits program.
The Department deals with daily finance/accounting activities including payrolls and
audits, preparation of the operating and capital budgets, preparation of
comprehensive financial reports, investments, debt management, cash
management, and bank relations. The Department provides financial information to
the public, state agencies, grantors, auditors, Village Council and management.
Responsible for coordinating
the financial operation of
the Village departments.
Coordinate and administer
personnel policies and
employee benefits
programs, and risk
management.
Coordinate and prepare the
annual operating budget.
Responsible for comprehensive
insurance program.
Enterprise Fund administration
consisting of billing for Solid
Waste accounts and
Stormwater fee calculation
and administration.
Capital Improvement Fund
project accounting.
Finance and Administrative Services Department
FINANCE AND ADMINISTRATIVE SERVICES DEPARTMENT
FISCAL YEAR 2010 BUDGET
73
In addition, the Department is responsible for the comprehensive insurance program
which includes automobile, liability, property and workman’s compensation program
and for the employee benefits program which includes health insurance, life
insurance, long-term disability insurance, dental insurance, deferred compensation
plan and legal service plan.
The Stormwater utility billing fee program under contract with the County began in
1994. On January 1, 1995, the Village took over from the County the responsibility for
providing Solid Waste and Recycling collection and billing services.
The Finance and Administrative Services Department staff includes a Human
Resource Manager. The position of the Village Finance Director is contracted with
services provided by Beatrice Galeano-Yera, P.A.
PERFORMANCE INDICATORS
The Finance Department continued to maintain accurate and up-to-date records. It
submitted the Comprehensive Annual Financial Report to the Government Finance
Officers Association (GFOA) in July 2009. The budget was prepared on time and
administered carefully during the year. The budget was filed and accepted by the
Florida Department of Revenue and met the “TRIM” (Truth in Millage Bill)
Requirements on July 1, 2009. All available funds were invested with SunTrust Bank
and Northern Trust Bank. The advantage of the cash management agreements are
that all significant cash balances in both banks earn interest on a daily basis without
having to be transferred to other investments or recalled when needed. Insurance
policies were monitored on an ongoing basis for the lowest premiums and best
coverage. Information was periodically made available to employees concerning
all programs for which they were eligible. To effectively supervise billing functions for
the enterprise funds procedures have been established to promptly record Village
properties as they come on line.
ACTIVITY FY 2005
Actual
FY 2006
Actual
FY 2007
Actual
FY 2008
Actual
FY 2009
Actual
Payroll Checks $3,126 $3,150 $3,162 $3,175 $4,550
Accounts Payable Checks $3,177 $3,577 $3,522 $3,600 $4,146
Solid Waste Bills $1,286 $1,286 $1,286 $1,286 $1,299
Employees Insurance
Premiums
$527,094 $577,800 $685,291 $1,043,000 $976,967
Property Liability Premiums $348,026 $432,848 $432,848 $435,000 $382,245
Manage Investments $6,892,191 $11,234,789 $11,234,789 $14,000,000 $14,000,000
CAFR Award 1 YES YES YES YES YES
Budget Award 2 NO NO NO NO YES
Audit Submittal March 31 March 31 June 30 June 30 July 29
FINANCE AND ADMINISTRATIVE SERVICES DEPARTMENT
FISCAL YEAR 2010 BUDGET
74
PERFORMANCE INDICATORS
1 Comprehensive Annual Financial Report Certificate of Achievement. (1992 first received)
2 Annual Distinguished Budget Presentation Award. (1993 first received)
2010 DEPARTMENTAL OBJECTIVES & MANAGEMENT
OVERVIEW
It is the goal of the Finance and Administrative Services Department to provide the
most timely and accurate financial reports and to continue to earn the Annual
Certificate of Excellence in Financial Reporting (CAFR) from the Government Finance
Officers Association (GFOA). The Finance Department will begin working with
department heads in March 2010 in preparation for the Fiscal Year 2011 operating
budget. It is our goal to once again, obtain the Annual Distinguished Budget
Presentation Award from GFOA. In order to aggressively collect receivables and
identify all Village clients for utility billings, the Finance and Administrative Services
Department will work with the Miami-Dade County Property Appraiser to maintain
the most current property listings and assist staff with citizen inquiries on billing and
collection procedures providing the most expeditious and accurate service for the
Village. To ensure Village employees receive the highest quality benefit programs
available, the Finance and Administrative Services Department reviews the Village
Health Insurance Program twice annually and advises employees of the opportunity
for changes.
Other goals for this department to improve service to the Village include:
Provide department heads a summary of Revenues, Expenditures and Surplus
of the General Fund along with the monthly financial statement.
Improve and upgrade the payroll software utilized in order to provide more
information to employees.
Upgrade the system for collecting solid waste fees utilizing a lockbox service.
Require all accounting staff to attend 24 hours of continuing professional
education annually specifically in the area of governmental accounting.
FINANCE AND ADMINISTRATIVE SERVICES DEPARTMENT
FISCAL YEAR 2010 BUDGET
75
RESIDENT’S EXECUTIVE SUMMARY – FINANCE AND
ADMINISTRATIVE SERVICES DEPARTMENT
Authorized Positions 2004 2005 2006 2007 2008 2009
Human Resource Coordinator 1 1 1 1 1 1
Total 1.0 1.0 1.0 1.0 1.0 1.0
FUNDING LEVEL SUMMARY
FY 2005 FY 2006 FY 2007 FY 2008 FY 2009 FY 2010 % Change
from FY 10
Personnel
Expenses
$485,851 $422,030 $496,702 $465,050 $632,029 $509,809 -19.34%
Operational
Expenses
$746,549 $745,913 $733,848 $473,772 $436,999 $352,160 -19.23%
Capital Outlay $0 $0 $5,500 $0 $10,524 $10,024 -13.02%
Total Department $1,232,400 $1,167,943 $1,236,050 $938,822 $1,079,552 $871,994 -19.23%
Budget Actual Adopted Adopted
he Finance and
Administrative Services Budget decreased $207,559 from the previous year due to
operational cuts and contract renegotiations.
BUDGET SUMMARY
FINANCE AND ADMINISTRATIVE SERVICES DEPARTMENT
FISCAL YEAR 2010 BUDGET
76
FY2009 Adopted Variance
Finance Budget FY2010 % Dollar
001.02.512.12413 VILLAGE MANAGER $178,447 $178,200 0% ($247)
001.02.512.12418 EXECUTIVE ASSISTANT TO THE MANAGER $60,000 $58,710 -2% ($1,290)
001.02.512.12419 HUMAN RESOURCES COORDINATOR $71,143 $73,277 3% $2,134
001.02.512.12421 IT ADMINISTRATOR $69,034 $72,839 6% $3,805
001.02.512.12422 FACILITY MANAGER $60,000 $0 -100% ($60,000)
001.02.512.12423 CUSTOMER SERVICE REPRESENTATIVE $35,000 $0 -100% ($35,000)
001.02.512.12424 SPECIAL PROJECTS COORDINATOR $16,811 $17,316 3% $505
001.02.512.21100 PAYROLL TAXES $37,518 $30,626 -18% ($6,892)
001.02.512.22100 RETIREMENT CONTRIBUTIONS $58,852 $48,041 -18% ($10,811)
001.02.512.23100 LIFE, HEALTH, DISABILITY INSURANCE $42,870 $29,384 -31% ($13,486)
001.02.512.24100 WORKERS COMPENSATION $2,354 $1,417 -40% ($937)
001.02.512.31429 CONTRACT SERVICES - APPRAISER $5,000 $5,000 0% $0
001.02.512.32100 CONTRACT SERVICES - AUDITS $50,000 $66,500 33% $16,500
001.02.512.32430 CONTRACT SERVICES - FINANCE $114,737 $110,000 -4% ($4,737)
001.02.512.34000 CONTRACT SERVICES - FACILITY MGR $0 $667 100% $667
001.02.512.34001 CONTRACT SERVICES - MAINT ASSISTANT $1,334 $1,167 100% ($167)
001.02.512.34432 ADMINSTRATIVE EXPENSES $44,975 $31,500 -30% ($13,475)
001.02.512.40100 TRAVEL & PER DIEM $3,800 $3,240 -15% ($560)
001.02.512.41000 CONTRACT SERVICES - WEBSITE MAINT $7,000 $3,644 -48% ($3,356)
001.02.512.41100 COMMUNICATIONS $10,500 $6,433 -39% ($4,067)
001.02.512.41200 POSTAGE $9,500 $9,500 0% $0
001.02.512.43110 UTILITIES $8,402 $8,777 4% $375
001.02.512.44100 RENTALS & LEASES $19,400 $7,232 -63% ($12,168)
001.02.512.45100 INSURANCE $11,872 $9,000 -24% ($2,872)
001.02.512.46000 REPAIRS & MAINTENANCE - VLLG HALL $40,000 $10,000 -75% ($30,000)
001.02.512.47100 PRINTING & BINDING $900 $1,500 67% $600
001.02.512.49310 MISCELLANEOUS EXPENSES $2,300 $2,000 -13% ($300)
001.02.512.49414 EDUCATION & TRAINING $6,280 $6,000 -4% ($280)
001.02.512.51100 OFFICE SUPPLIES $10,000 $10,000 0% $0
001.02.512.64100 FURNITURE & FIXTURES $1,000 $1,000 0% $0
001.02.512.64101 EQUIPMENT $10,524 $9,024 -14% ($1,500)
001.02.512.90000 CONTINGENCY FOR EMERG ENCY $90,000 $60,000 -33% ($30,000)
$1,079,553 $871,994 -19% ($207,559)
OFFICE OF THE VILLAGE CLERK
FISCAL YEAR 2010 BUDGET
77
Mission Statement:
To provide a safe, quality community environment for all islanders through responsible
government.
DEPARTMENTAL ORGANIZATIONAL CHART
Citizens/Residents
Village Council
Village Clerk
Assistant to the
Clerk
OFFICE OF THE VILLAGE CLERK
FISCAL YEAR 2010 BUDGET
78
FUNCTIONAL ORGANIZATIONAL CHART
DEPARTMENTAL DESCRIPTION
The Office of the Village Clerk was established on June 18, 1991 with the adoption of
the Village Charter. The Charter prescribes that the Council shall appoint a Village
Clerk who shall give notice of Village Council meetings, keep a journal of its
proceedings and perform such other duties as may be prescribed by the Village
Council from time to time.
The Village Clerk also provides a myriad of other services that are dictated through
ordinances, State statutes, and tradition. These services include: preparing Council
Agendas; publishing public notices; serving as Supervisor of Elections; processing and
maintaining custody of agreements, contracts, ordinances, resolutions, and
proclamations; administering publication of the Village Code and Charter; and
providing information and records research to the Council, staff, and public.
The Village Clerk acts as
Secretary to the Council
by recording and
maintaining accurate
minutes of the
proceedings of the
Village Council, publishing
public notices, and
maintaining custody of all
official records not
handled by someone
else.
The Village Clerk serves as
the Supervisor of Elections
for the Village.
Administers the publication
of the Village Code, code
supplements and the Village
Charter.
Provides notary services and
administers oaths of office to
Village officials.
Serves as Financial Disclosure
Coordinator with the State of
Florida Commission on Ethics
and serves as the Records
Management Liaison with
the State of Florida
Department of State.
Village Clerk
OFFICE OF THE VILLAGE CLERK
FISCAL YEAR 2010 BUDGET
79
The Office of the Village Clerk has implemented state-of-the-art technology to
enhance the dissemination of information regarding the activities of the Village
Council and Village Government including:
Optical-imaging of vital records and frequently requested
documents (agenda packets, minutes, resolutions, etc.), which
provides for quick retrieval time and reduced storage space.
Publication of the full agenda packet on the Village’s Internet web
page.
The Clerk’s Office is staffed by the Village Clerk and a full -time Assistant.
2010 DEPARTMENTAL OBJECTIVES AND MANAGEMENT
OVERVIEW
To complete and distribute Council meeting Agendas to the Council, staff and
public five days prior to the scheduled meeting.
To maintain accurate minutes of the proceedings of the Council.
To publish public notices as required by law.
To serve as the Supervisor of Elections for municipal elections.
To process and maintain custody of agreements, contracts, ordinances,
resolutions and proclamations.
To maintain custody of Village records and coordinate the optical-imaging and
storage of said records.
To provide clerical and research support for members of the Council.
To administer the publication of the Village Charter, code book and
supplements under contract with Municipal Code Corporation.
To provide information and records research to the Council, the public and staff.
To provide notary service and administer oaths of office to committee members,
police and fire officers, and other Village Officials.
To compile and maintain the Clerk’s Office Procedures and Information Manual.
OFFICE OF THE VILLAGE CLERK
FISCAL YEAR 2010 BUDGET
80
To serve as the Financial Disclosure Coordinator with the State of Florida
Commission on Ethics and the Records Management Liaison with the State of
Florida Department of State.
To maintain custody of the Village Seal.
To serve as liaison between the public and Council as directed.
RESIDENT’S EXECUTIVE SUMMARY – Village Clerk
Authorized Positions FY 2005 FY 2006 FY 2007 FY 2008 FY 2009 FY2010
Village Clerk 1 1 1 1 1 1
Staff Assistant – Full Time 1 1 1 1 1 1
Total Full-Time 2.0 2.0 2.0 2.0 2.0 2.0
FUNDING LEVEL SUMMARY
FY 2005 FY 2006 FY 2007 FY 2008 FY 2009 FY 2010 %
Change
Personnel Expenses $138,980 $156,102 $157,467 $171,752 $183,566 $188,226 3%
Operational Expenses $202,735 $210,834 $251,603 $303,524 $263,260 $201,163 -31%
Capital Outlay $3,000 $6,000 $6,000 $6,000 $6,000 $6,000 0%
Total $344,715 $372,937 $415,070 $481,276 $452,826 $395,389 -13%
The Village Clerk’s budget for Fiscal Year 2009 decreased $57,437 over the
previous year.
BUDGET
OFFICE OF THE VILLAGE CLERK
FISCAL YEAR 2010 BUDGET
81
Village Clerk FY2009 Adopted
Budget FY2010 Variance
VILLAGE CLERK $105,365 $106,983 2%
ASSISTANT TO CLERK $37,915 $40,848 8%
PAYROLL TAXES $10,961 $11,309 3%
RETIREMENT CONTRIBUTIONS $17,194 $17,740 3%
LIFE, HEALTH, DISABILITY INSURANCE $11,357 $10,800 -5%
WORKERS COMPENSATION $774 $547 -29%
MAINTENANCE CONTRACT-SKYLINE $0 $667 100%
TRAVEL & PER DIEM $1,333 $1,167 -12%
CAR ALLOWANCE $4,428 $4,428 0%
WEBSITE $4,800 $4,800 0%
TELEPHONE & POSTAGE $4,500 $3,644 -19%
ELECTRICITY $3,300 $3,582 9%
RENTALS & LEASES $8,392 $8,777 5%
INSURANCE $2,460 $200 -92%
MAINTENANCE & REPAIRS $11,871 $9,000 -24%
VILLAGE HALL MAINTENANCE $10,277 $10,000 -3%
IMAGING EQUIPMENT/SUPPLIES $2,500 $500 -80%
ORDINANCE CODIFICATION $5,000 $5,000 0%
INDEXING MINUTES $3,500 $3,500 0%
ELECTION EXPENSES $30,000 $15,000 -50%
ELECTION ADVERTISING $30,000 $15,000 -50%
LEGAL ADVERTISING $75,000 $50,000 -33%
VIDEOGRAPHER $50,400 $50,400 0%
VIDEO STREAMING $6,259 $6,259 0%
OFFICE SUPPLIES $5,500 $5,500 0%
VIDEO & FILMING SUPPLIES $2,500 $2,500 0%
MEMBERSHIP & DUES $1,240 $1,240 0%
CAPITAL OUTLAY $6,000 $6,000 0%
$452,826 $395,389 -13%
VILLAGE ATTORNEY
FISCAL YEAR 2010 BUDGET
82
Mission Statement:
To serve the public of Key Biscayne by providing fair, honest, creative and practical legal
advice to the Village Council and Village Staff and represent the Village in all legal
proceedings.
ORGANIZATIONAL CHART
Citizens/Residents
of
Key Biscayne
Village Council
Village Attorney
Weiss Serota Helfman
Pastoriza Guedes
Cole & Boniske, P.A.
305-854-0800
VILLAGE ATTORNEY
FISCAL YEAR 2010 BUDGET
83
FUNCTIONAL ORGANIZATIONAL CHART
DEPARTMENTAL DESCRIPTION
The Office of the Village Attorney was created by Section 3.05 of the Village Charter.
The primary goal of the Office of the Village Attorney is to provide legal services to the
Village as a municipality. The Village Attorney is appointed directly by the Village
Council. As the Village’s legal counsel, the office is committed to serving the public of
Key Biscayne by providing legal advice to the Village council and Village Staff.
The Village of Key Biscayne receives legal services under contract wit the law firm of
Weiss Serota Helfman Pastoriza & Guedes, P.A. To date, the firm has been able to
provide all legal needs to the Village without the necessity of retaining outside
counsel. The sole exception to this was the retention of independent bond counsel, as
is customary with municipal governments.
Provides legal services to the
Village as a municipality.
Ensures that the various rules,
laws and requirements of
state, local and federal
governments are understood
and followed by the Village.
Reviews and prepares
contracts, ordinances and
resolutions.
Represents the Village in
litigation matters.
Provide legal support services
to the Village Council and
staff.
Village Attorney
VILLAGE ATTORNEY
FISCAL YEAR 2010 BUDGET
84
The firm provides legal advice and services to the Village on a regular basis in the
following areas:
Personnel matters Real estate and real estate related matters
Land use and zoning matters Construction and construction related
Sunshine Law issues
Drafting and/or review of contracts Public Records Law
Litigation Drafting of resolutions and ordinances
Stormwater Utility Preventive advice relating to contested
Police related legal advice matters
Conflict of interest issues State and National Legislative Matters
Lien procedures
2010 DEPARTMENTAL OBJECTIVES
To continue to provide the Village with legal advice that helps the Village
accomplish its goals while continuing to avoid costly litigation.
To try to satisfactorily resolve pending litigation. If settlement is not possible, to
pursue litigation to a successful conclusion.
To continue to approach problems as opportunities for arriving at creative solutions.
To continue to provide unbiased legal advice.
To continue to work with the administration in order to standardize forms and
procedures to reduce the necessity for legal work and associated costs.
VILLAGE ATTORNEY
FISCAL YEAR 2010 BUDGET
85
RESIDENT’S EXECUTIVE SUMMARY – Village Attorney
FY 2005 FY 2006 FY 2007 FY 2008 FY 2009 FY 2010 %
Change
Legal Fees $300,000 $350,000 $350,000 $350,000 $425,000 $490,000 13%
Professional
Fees
$25,000 $25,000 $25,000 $25,000 $50,000 $0 -100%
Other Expenses $8,000 $8,000 $8,000 $8,000 $8,000 $0 -100%
Total $333,000 $333,000 $383,000 $383,000 $483,000 $490,000 1%
FY2009 Adopted
Village Attorney Budget FY2010 Variance
PROFESSIONAL FEES $265,000 $190,000 100%
PROFESSIONAL FEES-LAND DEVELOPMENT $0 $100,000 100%
PROFESSIONAL FEES– LAW SUITS $160,000 $100,000 -38%
PROFESSIONAL FEES- LABOR RELATIONS $25,000 $100,000 300%
PROFESSIONAL FEES- CONTINGENT MATTERS $25,000 $0 -100%
OTHER PROFESSIONAL FEES $5,000 $0 -100%
COURT COST & FEES $1,500 $0 -100%
OTHER EXPENSES $1,500 $0 -100%
$483,000 $490,000 1%
The Village Attorney’s budget for Fiscal Year 2010 increased $7,000 from the
previous year.
BUDGET SUMMARY
DEBT SERVICE FISCAL YEAR 2010 BUDGET
86
BONDS
REVENUE BONDS, which can be issued only by the authorization of the Village
Council, must be secured by a pledge of an appropriate and adequate revenue
stream. All current debt is financed by Revenue Bonds as bank loans.
GENERAL OBLIGATION BONDS can only be issued by voter approval at a
referendum authorizing the pledge of the full faith and credit of the Village. The
State of Florida does not impose a limit on the amount of debt a municipality may
incur. The legal authority for borrowing monies is provided to the Village by Sections
166.021 and 166.111, Florida Statutes. The Village has no outstanding general
obligation debt.
DEBT RESTRICTIONS
The Charter requires five (5) affirmative votes for any borrowing (Section 4.10) and
the adopted annual budget must be balanced (Section 4.05). Section 4.10 of the
Charter requires the debt be limited by Ordinance. Also, State law prohibits a mill
rate in excess of 10 mills. Section 4.03 (9) requires that each elector receive a notice
by mail of the action by Council to initiate a capital project in excess of $500,000.
The Master Plan requires that the Village pursue a prudent policy of borrowing for
capital improvements or other purposes (Policy 1.15). The Financial Policy
Statement has six (6) guidelines regarding debt.
Section 5.02 of the Charter permits electors to require reconsideration of an
ordinance within 30 days after the date of adoption of the borrowing ordinance
and if the adopted budget ordinance exceeds five (5) mills (Section 5.02B).
Ordinance 97-1, January 16, 1997 limits outstanding debt. Based on the 2003
budget and in accordance with Section 4.10 of the Village Charter, the limit is 1% of
assessed valuation ($3.259 billion) or an amount that exceeds 15% of the annual
general fund expenditures ($ 16,401,073), whichever is greater.
CIVIC CENTER BOND ISSUES
At the April 20, 1999 Council Meeting, financing options were again discussed
including financing the civic center with or without refinancing the Village Green
and for a thirty (30) year period. At the May 11, 1999 meeting, the Council
discussed the amount and the length of the borrowing. Financing issues discussed
again included the amount, the term of the loan, and the option of refinancing the
Village Green. These issues were summarized in a May 17 report, “Village Civic
Center Financing Plan,” discussed at the May 18th workshop. At this Workshop,
Council directed staff to prepare an ordinance to borrow $ 10 million, 20 years.
DEBT SERVICE FISCAL YEAR 2010 BUDGET
87
Both series bank loans shall be payable exclusively from legally available non - ad
valorem revenues of the Village.
Capital Improvement Revenue Bonds
Series 1999
A $ 10 million, 20 year borrowing Ordinance (99-6) was approved at the June 22,
1999 Council Meeting. Resolution 99-71, adopted on July 23, 1999 authorized the
twenty-year bank loan from Bank of America at an annual fixed interest rate of
4.715%. Interest payments are due June 1st and December 1st and the principal on
December 1st. Payments for Fiscal Year 2009 are $821,435.
Series 2000
Ordinance 2000-8 approved July 11, 2000, authorized the second $10 million, 20
year borrowing. Resolution 2000-57 adopted October 24, 2000 authorized the
twenty-year loan at an annual fixed rate of 5.24% from Wachovia National Bank.
Interest payments are due June 1st and on December 1st. The principal shall be
paid December 1st and started December 1, 2004. The payment for Fiscal Year
2009 is $890,881.
Series 2002
Ordinance 2002-11 approved October 22, 2002 authorized the issuance of not
exceeding $9,987,551, 20 year borrowing. This being the third in a series of
borrowing necessary to complete construction of the Village Civic Center project.
The loan bears an interest rate at 3.59% for ten years (to 11/1/2012), the initial interest
rate period. The second interest rate period commences 11/1/2012 until maturity.
The first principal payment started August 1, 2004. The payment for Fiscal Year 2009
is $ 725,328.
Series 2004
Ordinance 2004-8 approved August 31, 2004, authorized the issuance of not to
exceed $2,800,000 of Land Acquisition and Capital Improvement Revenue Bonds,
20 year borrowing. This being the fourth and final in a series of borrowing necessary
to complete the remaining infrastructure of the Village Civic Center Project. The
loan bears interest at 3.83% for seven years (to 11/1/2012) the initial interest rate
period. The second interest rate period commences 11/1/2012 until maturity. The first
principal payment started August 1, 2005. The payment for Fiscal Year 2009 is $
386,956.
DEBT SERVICE FISCAL YEAR 2010 BUDGET
88
SANITARY SEWER FUND
Ordinance 99-9, adopted November 9, 1999, authorized the filing of a second
amendment to the Sanitary Sewer Loan application (which was approved and
executed by the State ($ 7,712,919) on November 15, 1999) and increased the loan
from its original level of $ 723,762 covering pre-construction costs to a level of
$7,941,990. In accordance with Ordinance 97-1, the project is expected to be
completed prior to the beginning of Fiscal Year 2010. Accordingly, all unused funds
drawn on the loan will be repaid (a prepayment) and the Village has cancelled
requests for further draws.
A temporary loan for a period of one year was closed in August 2008, in the amount
of $5,000,000. These funds represent the Village’s responsibility exclusive of funding
from out side agencies, which have pledged funds for the remainder of the project
costs. The loan will be renegotiated with a permanent financing in August of 2009.
DEBT SERVICE FISCAL YEAR 2010 BUDGET
89
Annual General Fund Debt Service Payment
Category
Adopted 2006
Adopted 2007
Adopted 2008
Adopted
2009
Civic Center - Series 1999 $819,026 $819,223 $824,372 $821,435
Civic Center - Series 2000 $893,608 $892,124 $889,592 $890,881
Civic Center - Series 2002 $741,177 $741,177 $741,177 $725,328
Civic Center – Series 2004 $219,785 $219,785 $219,785 $386,956
Sanitary Sewer- Loan #1 $28,134 $28,134 $28,134 $28,134
Sanitary Sewer- Loan #2 $0 $0 $281,866 $286,733
Parking Lot Loan $0 $0 $180,490 $180,490
Total General Fund Debt Service
$2,701,730 $2,700,443 $3,165,415 $3,335,456
General Fund
Issue Date
Amount
Series
Rate
Outstanding
as of
9/30/2008
Principal
Payment
Interest
Payments
Outstanding
as of
9/30/2008
7/23/1999
$10 M
1999
4.715% $7,585,000
$475,000
$346,435 $7,110,000
10/24/2000
$10 M
2000
5.240% $8,360,000
$465,000
$425,881 $7,895,000
11/27/2002 $9.9 M 2002 3.590% $8,239,236 $435,571 $289,757 $7,803,665
8/31/2004
$2.8M
2004
3.383%1 $2,409,745
$286,476
$100,480 $2,123,269
Subtotal
$26,593,981
$1,662,047
$1,162,553 $24,931,934
Transportation Special Revenue Fund
Issue Date
Amount
Series
Rate
Outstanding
as of
9/30/2008
Principal
Payment
Interest
Payments
Outstanding as
of 9/30/2009
8/19/2005 $3.5 M 2005 4.05% $3,352,883 $197,869 $136,216 $3,155,014
10/24/2006 $4.0 M 2006 4.05% $3,933,436 $142,861 $151,595 $3,790,575
Subtotal $7,286,319 $340,730 $287,811 $6,945,589
Sanitary Sewer Fund
Issue Date
Amount
Series
Rate
Outstanding
as of
9/30/2008
Principal
Payment
Interest
Payments
Outstanding as
of 9/30/2009
7/1/1999 $437,548 2.56% $339,002 $19,580 $8,554 $319,422
8/1/2008 $5.0 M 5.0% $5,000,000 $62,500 $5,000,000
Subtotal $5,339,002 $19,580 $71,054 $5,319,422
DEBT SERVICE FISCAL YEAR 2010 BUDGET
90
Stormwater Utility Fund
1/25/1999
$7.2 M
1999
4.136%
$5,200,000
$365,000
$214,760
$4,835,000
TOTAL VILLAGE DEBT
$41,334,778
$1,904,478
$1,722,756
$33,834,778
SUMMARY OF OUTSTANDING GENERAL FUND DEBT
FY
Civic Center
Sanitary
Sewer
Outstanding
Debt
Limit 1%
Available
2004
$29,161,895
$412,527
$29,574,422
$36,611,145
$7,036,723
2005
$30,800,609
$394,841
$31,195,450
$38,753,355
$7,557,905
2006
$29,440,636
$376,701
$29,817,336
$42,876,749
$13,059,412
2007
$28,049,778
$338,090
$28,387,868
$56,300,460
$27,912,592
2008 $26,593,981
$339,002 $26,932,983 $65,141,128 $38,208,145
2009
2009
$24,931,931
$5,319,422 $30,251,353 $64,347,274 $34,095,921
1Interest rate changes November 1, 2012.
*The Village is currently rated by Moody’s and Standard and Poors
BUILDING, ZONING, AND PLANNING DEPARTMENT
FISCAL YEAR 2010 BUDGET
91
Mission Statement:
To provide the residents of the Village, their architects, engineers, and contractors with
friendly and expedient service with the highest degree of professionalism and integrity.
DEPARTMENTAL ORGANIZATION CHART
Director
Building Official
Receptionist/
Permit Clerk
Chief Permit
Clerk
365-5501
Permit Clerk
Permit Clerk
Chief
Building
Inspector
Chief
Electrical
Inspector
Chief
Plumbing
Inspector
Chief
Mechanical
Inspector
Plan (Zoning)
Reviewer
Sr. Code
Enforcement
Officer
Building
Inspector
Permit
Clerk/Code
Enforcement
BUILDING, ZONING, AND PLANNING DEPARTMENT
FISCAL YEAR 2010 BUDGET
92
FUNCTIONAL ORGANIZATIONAL CHART
Administration of the
Department.
Coordinates with other
departments and
organizations.
Responsible for purchases and
procurements.
Administers the personnel
process and training.
Maintains and manages all
records and reports.
Staff to the Art in Public Places
Board and Special
Magistrates.
Monitors changes in the
building code and planning
legislation.
Prepares all Council
memorandums and reports.
Prepares and manages the
department's budget.
Performs assignments at the
direction of the Village
Manager.
Direct supervision of code
enforcement, planning and
zoning functions.
Office of the Director
Building Division
Administration of the
Florida Building Code.
Processes and issues of
building permits.
Inspections: Building,
Electrical, Plumbing,
Mechanical, Zoning, and
Landscaping.
Issues Certificates of
Occupancy.
Issues Certificates of
Completion.
Enforce the Florida
Building Code.
Staff to the Special
Magistrates.
Zoning Division
Administration of the
Zoning and Land
Development
Regulations.
Zoning plan and
landscape plan review
for building permits.
Processes site plans,
zoning amendments,
and variances.
Enforces the Zoning
code.
Administers the Special
Magistrate Process.
Administration of Local
Business Tax Receipts
including issuance and
enforcement.
Planning Division
Process Master Plan EAR
based amendments.
Staff to the Art in Public
Places Board.
Prepares the Five Year
Capital Improvements Plan.
Landscape design
services for Village
projects.
Implementation of the
Recreation and Open
Space Recommendations.
Implementation of the 530
Crandon Boulevard Plan.
Implementation of the Golf
Cart Access Plan.
BUILDING, ZONING, AND PLANNING DEPARTMENT
FISCAL YEAR 2010 BUDGET
93
DEPARTMENTAL DESCRIPTION
The Department is composed of three (3) divisions: Building, Zoning and Planning,
which work together to accomplish the Department's mission statement. The
Department also provides information, reports, and recommendations relating to the
orderly growth and development of the Village to the Council and Manager. The
Department also provides Geographic Information Services to all Departments and
governmental agencies.
The Building Division's primary responsibility is the administration of the Florida Building
Code. Staff provides for the orderly processing of permits, performs inspections in a
timely and safe manner, and insures that construction complies with the provisions of all
applicable codes. Staff also verifies that contractors have the proper credentials and
licenses to perform work in the Village. Staff also insures that all construction work has
received building permits. Property owners and contractors that are working without
permits receive violation notices, fines, and penalties. The Department also verifies that
all remodeling and additions comply with FEMA regulations.
The Zoning Division is responsible for reviewing plans for compliance with the Zoning
and Land Development Regulations and providing information to residents and
architects on the development potential of property. This Division also enforces the
zoning and property maintenance standards. Staff issues occupational licenses to all
businesses. This work involves inspections, invoices and collection of delinquent
accounts. Staff administers change of zoning requests, variance applications, and
prosecution of violators before the Special Master, Miami-Dade County Construction
Regulation Board, and Florida Department of Business Regulations Division of
Construction.
The Planning Division administers the Master Plan as set forth in Florida Statutes including
the processing, monitoring and evaluation of amendments to the Plan, Concurrency
Regulations, Development of Regional Impacts, and other issues that relate to the
overall planning and legislative control of the Village. The Division is also responsible for
the preparation of new Zoning and Land Development Regulations for the Village
consistent with the Master Plan and recommendations to the Village Council regarding
Site Plan Review applications and variances. Staff prepares studies as directed by the
Village Manager.
Planning and Zoning Division provides staff support to the following Committees:
Special Magistrates, Art in Public Places Board, Landscape Committee.
NEW HOME MACKEL HOME
BUILDING, ZONING, AND PLANNING DEPARTMENT
FISCAL YEAR 2010 BUDGET
94
ACCOMPLISHMENTS FOR FISCAL YEAR 2009
1. Art in Public Places Board: This seven (7) member Board is tasked with
increasing the awareness of artwork in the Village through the installation of
artwork and cultural programming.
In FY08, the Board recommended and the Council approved a policy that
artwork be incorporated in the Crandon Boulevard Project. Upon a
recommendation from the Board, the Village Council entered into an
Agreement with Jose Bedia to design artwork in five (5) of the plazas that were
constructed as part of the Phase 3 Crandon Boulevard Project. The contract
also included five (5) original pieces of artwork that are displayed in a Village
building. In the Fall of 2009, the John S. and James L. Knight Foundation
approved $75,000 of matching funds to construct two additional plazas and
two (2) original pieces of artwork that were designed by Jose Bedia. It is
expected construction of the plazas will begin in FY2010.
2. Code Enforcement Activity: In recognition of the Council's desire for an
improved appearance of the Village, the Department placed a high priority
on code enforcement activities. Emphasis was placed on maintaining
construction sites, removal of trash and debris and enforcing the requirement
that clippings are placed on the swale at the proper times. The goal of code
enforcement is to achieve compliance through voluntary measures and to
solve problems prior to complaints being filed with the Village. When property
owners fail to meet the Village's standards after a verbal warning, written
warnings are issued. If this fails violation notices are issued and eventually these
cases are prosecuted before the Special Masters. In FY09, 114 warning notices,
108 violations notices, and 56 stop orders were issued. The Special Magistrates
held 16 hearings. In FY08, $111,933 was collected in fines and penalties
associated with construction work that occurred without permits as compared
to $126,452 in FY 07.
In FY09, two programs were implemented to improve the appearance of the
Village. The first was initiated by the Village Council which required dumpsters
in all non-residential areas be screened from public view. The Department
implemented this policy which affected 29 dumpsters. The second program
was a weekly code enforcement program which focused on vacant lots and
construction sites. This program is designed to insure these properties are
maintained.
3. Enforcement of Construction Clean Site Program: This program includes daily
tours of construction sites, placement of vinyl coated fencing between the site
and the street resulting in safer jobs, portable toilets on private property, and
removal of all construction equipment at the end of the day. Violators receive
one warning notice and a violation is automatically issued if the situation is
repeated. Repeat offenders receive no warning notices.
BUILDING, ZONING, AND PLANNING DEPARTMENT
FISCAL YEAR 2010 BUDGET
95
4. Storage and Scanning of Plans: With the exception of active permits, most of the
building plans have been placed in a warehouse off the island in a hurricane
resistant building. The plans are bar coded and inventoried for retrieval purposes.
Staff can view the inventory over the Internet. All projects that receive
Certificates of Occupancy and Certificates of Completion are now scanned on
CD ROMs. Nearly 95% of all plans that received a building permit have been
scanned since the Village was incorporated in 1992.
5. Building Division Revenue, Expenditures, Permits and Inspections: On September
24, 2002, the Village Council adopted a new building permit fee schedule. The
new fees were based on the cost of issuing permits and increases in the cost of
living since the previous fee ordinance that was adopted in 2000. Resolution No.
2002-45 established a funding policy that the cost of operating the Building
Division should be paid by building permit fees. This policy recognizes that for the
most part, the Building Division provides services to those property owners
involved in construction. As the Planning and Zoning Divisions provide services to
all citizens, Resolution No. 2002-45 recognized that the funding of these Divisions
should be funded substantially through the General Fund. In FY08, the
Department’s revenues and expenditures were consistent with the policies as set
forth in Resolution No. 2002-45.
FY09 represented the eighth consecutive year that the Building Division
generated sufficient revenues to cover operating costs. We continue to provide
next day inspections and walk through permits on a daily basis.
6. Local Business Tax Receipt (formally known as Occupational Licenses): Pursuant
to state law, the Local Business Tax Receipt replaced the Occupational License
program. In FY09, the Department collected 100% of the fees that were due to
the Village. In FY09, the revenue from this tax was $XXXXX as compared to $
109,312 in FY08. In FY09, there were 1,113 Business Tax Receipts issued as
compared to 978 in FY08. The increase (135) was due to a new shopping center
at 200 Crandon Boulevard and additional offices at 220 Crandon Boulevard.
7. Golf Cart/Pedestrian/Bicycle/Fernwood Road and Commercial Safety and
Access Plan. On March 24, 2009, the Village Council appointed a seven (7)
member Golf Cart Safety Board. The purpose of the Board was to provide the
Village Council with recommendations pertaining to the use and operation of
golf carts, capital improvements and physical design, incentives for residents to
use Golf Carts. The Board approved recommendations which addressed each
of these items and recommended that the Council adopt the Plan they
prepared. The Council adopted the Plan on September 1, 2009 and will consider
funding the capital improvements as part of the Village wide Capital
Improvements Plan (CIP).
8. Zoning Ordinance Review Committee. This Committee was created by the
Council in January 2007. The Council directed the Committee to review the
Zoning and Land Development Regulations and if necessary, recommend
changes. The Committee submit7ed their recommendation in September 2009.
BUILDING, ZONING, AND PLANNING DEPARTMENT
FISCAL YEAR 2010 BUDGET
96
The Council will then hold workshops and public hearings.
The Committee first meeting was on March 1, 2007. By the conclusion of FY09, the
Committee held 47 meetings. The Committee approached their task through the
creation of subcommittees that provided recommendations to the entire
Committee. The following subcommittees have been formed: Zoning District
Subcommittee, Administration Subcommittee, Floor Area Ratio (FAR)
Subcommittee, Definitions Subcommittee and Concurrency Subcommittee.
9. Capital Improvement Plan (CIP). The CIP is a planning and financial tool that
prioritizes capital projects over a five (5) year time frame. It provides information
relating to project cost, implementation schedules, and funding sources. The
Village Council held two (2) workshops and reviewed an inventory of projects
with preliminary cost estimates. It is anticipated the CIP will be completed in
early 2010 and incorporated into FY10 Budget.
10. Municipal Charter High School. The Village Council directed the Manager to
publish a Request for Proposals for the purpose of engaging the services of a
consultant to investigate the establishment of a Charter Municipal High School
within the Village. Staff published the RFP and three (3) firms’ submitted
proposals. The Village Council selected Fielding Nair International. Work began
in May of 2008 and an application was filed with the School District for the 2009-
10 school year. In September 2008, the Village Council initiated a planning
process to determine the feasibility of a charter school in the Village and
deferred further action on the application. The feasibility report was submitted to
the Council on February 26, 2009.
11. Recreation and Open Space and 530 Crandon Boulevard. The Village Council
directed the Manager to publish a Request for Qualifications for the purpose of
engaging the services of a consultant to (1) determine what recreational and
open space opportunities exist within the Village; (2) determine methods to meet
the Recreation and Open Space Concurrency requirements as set forth in the
Master Plan; and (3) determine the most appropriate use for Village owned
property at 530 Crandon Boulevard. The Village Council selected IBI Group, Inc.
Work began in June 2008. The report was submitted to the Council on June 23,
2009 and a workshop was set for October 20, 2009.
12. Landscape Master Plan. In November 2005, the Village Council directed that
Master Plan be prepared. The purpose of the Plan was to provide to provide
short and long term recommendations and standards to improve the
appearance of all Village owned properties. The project included the
preparation of three (3) documents: Inventory and Analysis of Existing
Conditions; Landscape Management Plan which provided maintenance
standards for all Village owned property; and, Concept Development Options
for long range improvements to the Village Green, East Enid Lake and Beach
Parks, the Community School, streets and intersections. The Landscape
Committee assisted in the preparation of the se documents and recommended
they be approved by the Village Council. On January 20, 2009, the Council held
BUILDING, ZONING, AND PLANNING DEPARTMENT
FISCAL YEAR 2010 BUDGET
97
a workshop to review these documents. Should the Council wish to implement
the physical improvements, then funding will be provided in the Capital
Improvement Plan (CIP).
13. Calusa Park Site Plan. With the assistance of the Parks and Recreation
Department, staff prepared a site plan for Calusa Park that was consistent with
the County’s Crandon Park Master Plan. The site plan was submitted to the
Village Council on March 10, 2009 at which time there was a consensus to work
with the County to determine how to proceed with improvements to the Park.
Should the Council wish to fund the improvements, then funding will be provided
in the Capital Improvement Plan (CIP).
PERFORMANCE INDICATORS
Based on similar sized municipalities in Miami-Dade County, the Village has the highest
number of permits and inspections per capita. The following table compares
inspections and permit activity for four (4) municipalities.
Number of Permits/Inspections Per Capita
Municipality Population
2000
Census
Number of
Inspections
Number of
Inspections
Per Capita
Number of
Permits
Issued
Number of
Permits Per
Capita
Key
Biscayne
10,507 9199 0.88 3620
0.34
Miami
Springs
13,712 3,652 0.27 1,185 0.08
North Bay
Village
8,061 2117 0.26 609 0.08
Pinecrest 19,454 14,202 0.73 3,113 0.16
South Miami 10,741 4243 0.39 1472 0.14
Permits, Inspections, Occupational Licenses, and Enforcement
Activity
The below table tracks permits, inspections, business tax receipts (formerly known as
Occupational Licenses), enforcement activity and is summarized as follows:
1. Building Permits and Inspections: the data indicates construction activity
peaked in FY 2007 after several years of increasing permit activity. The FY09
projection recognizes this trend and projects permits and inspection to return to
previous levels. It is anticipated the Building Division will raise sufficient revenues
to off set operation costs.
2. Business Tax Receipt (Occupational Licenses): In FY07, the Department
launched new software which combined multiple license data for each
BUILDING, ZONING, AND PLANNING DEPARTMENT
FISCAL YEAR 2010 BUDGET
98
property into one address file. This organized the data in a more efficient and
comprehensive manner. The FY09 projection shows no increase in tax receipts
as no knew commercial construction is expected in FY09. The 10% decline in
the number of Business Tax Receipts is due to a reduction in the number of real
estate receipts being issued which was somewhat off by the opening of a new
shopping center at 200 Crandon Boulevard. The Local Business Tax Receipt
Data is listed in paragraph 3 below.
3. Enforcement Activity: The following table indicates that permit and inspection
activity has stabilized which corresponds to the downturn in the economy in
the closing months of the fiscal year. In recognition of this trend, a 5% decline
in permits and inspections is project for FY09.
The data also indicates that the Department’s emphasis on strict code
enforcement has resulted in a 35% increase in the number of investigations.
ACTIVITY FY 2005
Actual
FY 2006
Actual
FY 2007
Actual
FY 2008
Actual
FY 2009
Projected
Master Permits and
Trade Permits
3,045 2,793 3,504 3620 3439
Inspections 9,103 7,476 9,424 9199 8739
Certificates of Use 105 39 54 65 61
Number of Research
and Lien Letters
Data Not
Collected
Data Not
Collected
462 348 300
Enforcement Activity 1,576 797 623 841 841
Business Tax Receipts 435 577 1359** 1224 1224
Special Event Permits Data Not
Collected
71 74 70 70
Real Estate Salespersons were required to obtain Business Tax Receipts
FY 2010 DEPARTMENTAL OBJECTIVES AND
MANAGEMENT OVERVIEW
The Department's objectives focus on Customer Service in all three Divisions and
Revenue Generation to fund the Building Division.
Customer Service: The Department's mission establishes customer service as our highest
priority. In support of this objective, in FY04 our citizens and contractors could view
building permit data and inquire as to the status of permit applications and inspections
through our webpage. In FY08, the service was expanded to permit the viewing of
comments by our inspectors on plans that have been submitted for a building permit.
In FY09, the Department will determine if the building permit system can be upgraded
further or if a new permit system must be purchased. The existing system was
BUILDING, ZONING, AND PLANNING DEPARTMENT
FISCAL YEAR 2010 BUDGET
99
purchased in 1999 and is not internet web based.
We will also continue to place all building plans on CD-ROM. In FY 2007, we met our
objective of placing 95% of all plans on CD-ROM. In FY2010, we expect to maintain this
objective. We will continue to warehouse plans and inventory them using a bar code
system. The latter provides for same or next day retrieval. The CD-ROM allows citizens to
view and print plans in the office, but at a reduced scale. The Internet, CD-ROM, and
bar coding are designed to provide better service to our citizens. The Internet provides
a new technology at no cost to our citizens and at a small expense to the Department.
A. Customer Service
1. Provide Internet access to the Building Permit System: Homeowners,
contractors, architects, and engineers can view plan request and obtain
the results of inspections.
2. Level of Service: Continue the level of customer service by reviewing plans
within the following timeframes.
a. Walk through permits same day service
b. Roofing, fence, and driveway permits 1 day
c. Trade permits 1 day
d. Inspection requests Next day service
e. Apt/Condo remodeling 1-5 days
f. New construction, additions, interior 14 days new
construction, remodeling to single
family homes 10 days for others
g. Large projects not included above 20 - 30 days depending
on complexity
3. Scanning of Plans: Scan all plans that receive a Certificate of Occupancy
or Certificate of Completion during the fiscal year. Plans will be scanned
within 30 days of the date a Certificate of Occupancy or Certificate of
Completion is issued. For this fiscal year, it is our objective to scan al plans
that are received by the Department.
4. Bar Coding of Plans: Approximately 95% of all plans have been inventoried
and bar coded. Our objective for this fiscal year is to maintain the 95%
goal. Our objective for this fiscal year is to inventory and bar code all
plans, excluding those which are still under construction.
5. Building Permit System: The current software was purchased and installed
in 2000. It does not provide a high level of customer interaction or internet
connectivity. In FY2010, the Department will investigate new permit system
software that provides a high level of customer service such as automatic
notification through the internet, fax, and/or telephone regarding
comments and approvals of plans and inspections, approximate
inspection times, advance notice that permits are ready to be picked up
BUILDING, ZONING, AND PLANNING DEPARTMENT
FISCAL YEAR 2010 BUDGET
100
or they are about to expire. Further, our customers will be able to track
their plans as they move through the permit process.
B. Revenue Generation
1. Building Permits: Staff will closely monitor revenue, expenditures, and
number of permits and inspections to ensure that staff is available to
maintain the high level of service to our citizens. Our goal is to collect
sufficient permit fees that pay for the operation of the Building Division. This
goal has been achieved since the fees were adjusted in FY2002 and
made effective in FY2003.
2. Business Tax Receipts (formerly Occupational Licenses): Through the
deployment of new occupational license software in FY2004, the
Department was able to track late payments and assess penalties. Our
objective is to maintain our 100% collection rate.
C. Planning
1. Comprehensive Plan Evaluation and Appraisal Report (EAR): The Local
Government Comprehensive Planning Act requires each municipality to
complete an Evaluation and Appraisal Report (EAR) of its
Comprehensive Plan. The EAR provides an opportunity for the Village to
determine the progress that was made in meeting the goals and
objectives as set forth in our 1995 Comprehensive Plan. Preparation of
the EAR commenced in April 2005 and was approved by the State of
Florida Department of Community Affairs on September 25, 2007. It is our
goal to process the recommended amendments to the Master Plan in
FY10.
2. Recreation and Open Space Concurrency Requirement. The Village
Council accepted the Recreation and Open Space Recommendations
on June 23, 2009 and scheduled a workshop on October 20, 2009. Once
the Council determines how it wishes to solve the 2.80 acre concurrency
deficit, the Master Plan will then be amended. The Department will
process this amendment.
3. 530 Crandon Boulevard. The Village Council accepted the Development
Concept Plans for this property on June 23, 2009 and scheduled a
workshop on October 20, 2009. Should the Council wish to proceed with
any of the development concepts, it will be necessary to approve the
“use” of the property through a public hearing process. The next step in
the process is for the Council to approve a site plan to be engaged to
prepare a detailed site plan. At that point, additional public hearings are
necessary. It is expected the determination of the use, engaging
consultant services, and consideration of a site plan will require most of the
fiscal year.
BUILDING, ZONING, AND PLANNING DEPARTMENT
FISCAL YEAR 2010 BUDGET
101
4. Capital Improvement Plan: Historically, the Village Council adopted a 1
Year Capital Improvement Plan through a process that was called “Goals
and Objectives”. In order to provide for a more comprehensive approach
towards planning and financing capital projects, the Council directed
staff to prepare a 5 Year Capital Improvement Plan. FY10 will be the first
year that will include this information. The 5 Year Capital Improvement
Plan will increase our ability to manage revenues and expenses on a
project by project basis. It is our goal to complete the CIP in early FY10.
5. Zoning Ordinance Review Committee. This Committee was created by
the Council January 2007. The Council directed the Committee to review
the Zoning and Land Development Regulations and if necessary
recommend changes. The Committee submitted its recommendations to
the Village Council in September 2009. Should the Council decide to
move forward with their recommendations, it is our goal to provide the
necessary administrative services.
6. Calusa Park Redesign. At the direction of Council, Staff developed a
site plan that assembles the open space into one large playing field and
relocating the existing uses in a more efficient manner within the Park and
consistent with the Crandon Park Master Plan. The Village Council
approved a conceptual design and directed the Administration to
proceed with obtaining approval through the Miami-Dade County
Commission and the Crandon Park Master Plan Amendment Committee.
Staff will assist in this effort.
ANNUAL COMPARISON OF STAFFING
Position 2006 2007 2008 2009 2010
Director 1.0 1.0 1.0 1.0 1.0
Building Official 1.0 1.0 1.0 1.0 1.0
Receptionist/Permit Clerk 1.0 1.0 1.0 1.0 1.0
Permit Clerk 2.0 2.0 2.0 2.0 2.0
Chief Permit Clerk 1.0 1.0 1.0 1.0 1.0
Plan (Zoning) Reviewer 1.0 1.0 1.0 1.0 1.0
Code Enforcement Clerk 0.0 1.0 1.0 1.0 1.0
Sr. Code Enforcement Officer 1.0 1.0 1.0 1.0 1.0
Chief Building Inspector 1.0 1.0 1.0 1.0 1.0
Chief Electrical Inspector 1.0 1.0 1.0 1.0 1.0
Chief Plumbing Inspector 1.0 1.0 1.0 1.0 1.0
Chief Mechanical Inspector 1.0 1.0 1.0 1.0 1.0
Building Inspector 1.0 1.0 1.0 1.0 1.0
Total 13.0 14.0 14.0 14.0 14.0
BUILDING, ZONING, AND PLANNING DEPARTMENT
FISCAL YEAR 2010 BUDGET
102
FUNDING LEVEL SUMMARY
FY2006 FY 2007 FY2008 FY 2009 FY 2010 % Change
Personnel Expenses $1,228,597 $1,312,096 $1,381,251 $1,445,680 $1,402,178 -3%
Operational Expenses $187,731 $210,100 $259,537 $241,868 $163,972 -48%
Capital Outlay $0 $0 $0 $0 $0 0%
Total Department $1,416,328 $1,522,196 $1,640,788 $1,687,548 $1,566,150 -7%
BUDGET SUMMARY
The Fiscal Year 2010 budget decreased $121,398 over the previous year. This
decrease is due to personnel expenses and operational expenses.
BUILDING, ZONING, AND PLANNING DEPARTMENT
FISCAL YEAR 2010 BUDGET
103
FY2009 Adopted Variance
Building, Zoning, and Planning Departmen t Adopted FY2010 o/o Dollar
001.07.515.12110 DIRECTOR $158,202 $158,202 0% $0
001.07.515.12150 BUILDING OFFICIAL $147,997 $147,287 3% $4,290
001.07.515.12170 CHIEF PERMIT CLERK $59,167 $62,195 5% $3,028
001.07.515.12200 PERMIT CL ERK $47,347 $49,218 4% $1,871
001.07.515.12201 PERMIT CLERK $44,634 $46,875 5% $2,241
001.07.515.12202 PERMIT CLERK/CODE ENFORCEMENT $42,787 $44,642 4% $1,855
001.07.515.12250 RECEPTIONIST/PERMIT CLERK $35,446 $37,470 6% $2,024
001.07.515.12400 PLAN REVIEWER $84,371 $86,902 3% $2,531
001.07.515.12450 SENIOR CODE ENFORCEMENT OFFICER $52,592 $58,929 12% $6,337
001.07.515.12550 CHIEF BUILDING INSPECTOR $93,563 $96,370 3% $2,807
001.07.515.12600 CHIEF ELECTRICAL INSPECTOR $87,965 $91,781 4% $3,816
001.07.515.12650 CHIEF PLUMBING INSPECTOR $24,960 $24,960 0% $0
001.07.515.12700 CHIEF MECHANICAL INSPECTOR $93,563 $96,370 3% $2,807
001.07.515.12750 BUILDING INSPECTOR $77,904 $80,241 3% $2,337
001.07.515.13110 PART TIME INSPECTORS $38,272 $10,000 -74% ($28,272)
001.07.515.21100 PAYROLL TAXES $125,460 $83,495 1% $587
001.07.515.22100 RETIREMENT CONTRIBUTIONS $125,460 $126,778 1% $1,318
001.07.515.23100 LIFE, HEALTH, DISABILITY INSURANCE $79,922 $70,200 -12% ($9,722)
001.07.515.24100 WORKERS COMPENSATION $73,620 $30,263 -59% ($43,357)
001.07.515.31112 MASTER PLAN $15,000 $500 -97% ($14,500)
001.07.515.31211 PROFESSIONAL SERVICES $42,000 $14,000 -67% ($28,000)
001.07.515.31311 SPECIAL MASTERS $5,500 $2,000 -64% ($3,500)
001.07.515.34000 CONTRACT SERVICES- FACILITY MGR $0 $2,000 100% $2,000
001.07.515.34110 CONTRACT SERVICES- MAINT ASSISTANT $4,000 $3,500 -13% ($500)
001.07.515.40110 MILEAGE $5,624 $4,536 -19% ($1,088)
001.07.515.40210 CAR ALLOWANCE $4,800 $4,800 0% $0
001.07.515.41000 WEBSITE/COMMUNICATIONS $4,500 $3,644 -19% ($856)
001.07.515.41100 TELEPHONE $6,075 $7,040 16% $965
001.07.515.42000 POSTAGE $1,000 $1,000 0% $0
001.07.515.43110 UTILITIES $25,185 $26,331 5% $1,146
001.07.515.44100 RENTALS & LEASES $3,780 $4,620 22% $840
001.07.515.45100 INSURANCE $35,573 $25,000 -30% ($10,573)
001.07.515.46100 VILLAGE HALL MAINTENANCE $25,831 $20,000 -23% ($5,831)
001.07.515.49110 PRINTING & BINDING $5,000 $4,000 -20% ($1,000)
BUILDING, ZONING, AND PLANNING DEPARTMENT
FISCAL YEAR 2010 BUDGET
104
001.07.515.49210 ELECTRONIC SCANNING $15,000 $10,000 -33% ($5,000)
001.07.515.49310 MISCELLANEOUS EXPENSES $2,000 $1,000 -50% ($1,000)
001.07.515.51100 OFFICE SUPPLIES $12,000 $11,000 -8% ($1,000)
001.07.515.54100 MEMBERSHIP & DUES $11,000 $11,000 0% $0
001.07.515.54210 EDUCATION & TRAINING $3,000 $3,000 0% $0
001.07.515.64101 EQUIPMENT $15,000 $5,000 -67% ($10,000)
$1,687,548 $1,566,150 -7% ($121,398)
FIRE RESCUE DEPARTMENT
FISCAL YEAR 2010 BUDGET
105
Mission Statement:
To contribute to a safe, quality community environment for all Islanders through
responsible Fire Rescue Services.
DEPARTMENTAL ORGANIZATION CHART
Chief
of Fire Rescue
Deputy Chief
of Fire Rescue
“A” Shift
Fire Captain (1)
Admin. Officer
Fire
Lieutenant (2)
Firefighter/
Paramedic (5)
“C” Shift
Fire Captain (1)
EMS Officer
Fire
Lieutenant (2)
Driver
Engineer (4)
“B” Shift
Fire Captain (1)
Training Officer
Fire
Lieutenant (2)
Driver
Engineer (4)
E.A.F.C.
Vacant-
Temporarily
Re-Assigned
E.A.F.C.
Assistant
Fire Marshal
E.A.F.C.
Vacant-
Temporarily
Re-Assigned
Driver
Engineer (4)
Firefighter/
Paramedic (4)
Firefighter/
Paramedic (5)
Administrative
Assistant
FIRE RESCUE DEPARTMENT
FISCAL YEAR 2010 BUDGET
FUNCTIONAL ORGANIZATIONAL CHART
Office of the Emergency Medical Services
Coordinator- Reassigned for FY2010
Executive Assistant to the Fire Chief- Vacant
Responsible to the Village Deputy Chief.
Responsible for the Quality Assurance/Management
of EMS within the Village.
Responsible for, and coordinates, Paramedic
Training within the Department.
Coordinates with other Local, State and Federal
agencies on Fire and Life Safety issues.
Office of the Chief of Fire Rescue
Responsible to Village Manager for Fire, Rescue, Emergency Preparedness, All Hazards Mitigation
and Recovery.
Serves as Emergency Management Coordinator.
Administers all Departmental functions assisted by the Deputy Fire Chief and Administrative
Assistant.
Coordinates with other Departments and organizations.
Responsible to Village Fire Chief for Fire Prevention, Emergency Medical Services, Research and
Development and Training.
Directs the Administrative, Operations, and Medical Services Division of the Department.
Serves as Village Fire Marshal.
Directs the Assistant Fire Marshal, EMS Coordinator and Training Officer
Serves as Fire Department Accreditation Manager.
Oversees and coordinates day-to-day administrative and
emergency services delivery.
Reviews and revises operational procedures.
Office of the Deputy Chief of Fire Rescue
Administrative Services
Captain
Fire Captain “A” Shift/ Shift Commander.
Responsible to the Deputy Fire Chief.
Responsible for facilities, equipment and
information systems.
Responsible for CPSE/ CFAI Accreditation
Self Assessment Manual.
Fire Training
Captain
Fire Captain “B” Shift/ Shift Commander.
Responsible to the Deputy Fire Chief.
Responsible for, and coordinates, all training
activities within the Department and training
opportunities within the Village.
Responsible for needs assessments and all
training records.
Responsible for overall supervision of all fire,
rescue, public education and inspection
activities while on duty.
Emergency Medical Services
Captain
Fire Captain “C” Shift/ Shift Commander.
Responsible to the Deputy Fire Chief.
Responsible for the Quality Assurance/
Management of EMS within the Village.
Responsible for, and coordinates, Paramedic
training within the Department.
Coordinates with other Local, State and
Federal agencies on EMS issues.
Office of the Assistant Fire Marshal
Executive Assistant to the Fire Chief.
Responsible to Village Deputy Chief.
Responsible for, and coordinates, Fire and Life
Safety activities and Public Education within the
Village.
Serves as Public Information Officer at the Direction
of the Village Manager.
Coordinates with other Local, State and Federal
agencies on Fire and Life Safety issues.
Office of the Fire Training Officer-
Reassigned for FY2010
Executive Assistant to the Fire Chief- Vacant
Responsible to the Village Deputy Chief.
Responsible for, and coordinates, all training
activities within the Department and training
opportunities within the Village.
Responsible for needs assessments and all training
records.
Coordinates with other Local, State and Federal agencies.
Oversees budget, monitors and processes all expenditures.
Administrates personnel functions.
● Maintains and manages all records and reports.
FIRE RESCUE DEPARTMENT
FISCAL YEAR 2010 BUDGET
107
DEPARTMENTAL DESCRIPTION
The Fire Rescue Department became operational and assumed Fire Rescue service
from Miami-Dade County on October 1, 1993, and is a full service Department. This
means that Fire Rescue personnel perform a number of functions in addition to
traditional fire suppression. The most obvious is emergency medical responses. This
function involves employing Firefighter/Paramedics skilled not only in determining the
severity of patient injury or illness using sophisticated tools and methods, but also
administering the required life saving techniques such as cardiac pacing, intubati on
and defibrillating until the patient can be admitted to the appropriate medical
facility.
Additionally, Fire Rescue personnel perform the life safety inspection function that
gives the Department an opportunity to be proactive in dealing with emergencies.
All of the buildings within the Village are inspected two (2) times a year to assure
compliance with appropriate codes and to provide needed familiarization for the
Fire Rescue crews who may be required to fight fires in any one of them.
Inter-governmental support from the City of Miami is an essential component of the
Village's Fire Rescue Department. Through an Automatic Aid and Ancillary Services
Agreement, the City of Miami provides emergency back-up services and several key
support functions for Village Firefighter/Paramedics. This partnership has also led to
the establishment of the Switch With Another Paramedic Program (SWAP) that allows
Village Firefighter/Paramedics to ride on City of Miami Fire and Rescue units in order
to enhance and maintain their skills. The original five (5) year agreement became
effective on October 1, 1993 at a cost of $402,000 per year. Resolution No. 98-13,
adopted by the Village Council on April 16, 1998, and Resolution No. 98-555,
adopted by the City of Miami Commission on June 9, 1998, provided for a second
five-year contract. This contract became effective on October 1, 1998, and ran
through September 30, 2003, for a fixed fee of $460,000 annually, or $38,333 monthly.
In late September of 2003, the City of Miami Commission adopted a resolution
extending the agreement on a month-to-month basis, not to exceed six (6) months,
from October 1, 2003 through April 30, 2004 while the City and the Village conclude
negotiating a third five year contract. Resolution No. 04-17, adopted by the Village
Council on April 13, 2004, and Resolution No. 04-0132, adopted by the City of Miami
Commission on March 11, 2004, provided for a third five-year contract. This contract
became effective on April 1, 2004 and runs through March 31, 2009 for a fixed fee of
$479,000 annually. Pending approval of both the City of Miami Commission and the
Village Council, an Automatic Aid Agreement for a period of five (5) years
commencing on October 1st, 2009 and running through September 30th, 2013 will
have a fixed fee of $537,000 annually, or $44,750 monthly.
On September 10, 1998, the Board of Directors for the Commission on Fire
Accreditation International (CFAI) awarded the Village Fire Rescue Department
FIRE RESCUE DEPARTMENT
FISCAL YEAR 2010 BUDGET
108
International Accredited Agency Status making the Department the tenth (10 th) in
the world and the first (1st) in the state of Florida to achieve this recognition. On
August 21, 2003, the CFAI unanimously approved the Re-Accreditation of the
Department for 2003-2008. On August 14, 2008, the CFAI again unanimously
approved the second Re-Accreditation of the Department for 2008-2013. On that
date, the Department was one of only four Fire Departments internationally with such
a distinction. In addition, the Insurance Services Organization (ISO) conducted a site
visit of the Village Fire Rescue Department in November of 1998. On March 15, 1999,
the ISO notified the Village that upon completion of their evaluation of the public
protection classification for the Village, that our protection class had been improved
and upgraded from a Class 4 to a Class 3.
Surveys of the community by the Chamber of Commerce, Florida International
University and the Fire Department show the tremendous level of citizen satisfaction
with the Department. In surveys conducted by the Department where questions were
asked such as quality of care, professionalism, procedures being explained, and the
level of concern and caring shown, not only to the patient but to the family as well,
the results indicated a 99.52% good to excellent level of customer satisfaction of
those responding to the survey.
The Department consists of a Chief of Fire Rescue, a Deputy Chief of Fire Rescue, an
Administrative Assistant, an Assistant Fire Marshal, three (3) Fire Captains, six (6) Fire
Lieutenants, twelve (12) Firefighter/Paramedic/Driver Engineer’s and fourteen (14)
Firefighter/Paramedic’s. All of the sworn personnel under the rank of Chief of Fire
Rescue are State Certified Paramedics. We are the only Fire Rescue Department in
South Florida with this distinction.
PERFORMANCE INDICATORS
For Fiscal Year 2009- October 1st, 2008 through September 30th, 2009- medical calls for
service totaled nine hundred twenty five (925) with nine hundred and eighty (980) fire
related calls for service totaling one thousand nine hundred and five (1905)
emergency responses.
The Fire Rescue Department continues to provide for an excellent response time of
three minutes fifty seconds (3:50) while maintaining a current minimum on-duty shift
staffing of eight (8) or more Firefighter/Paramedics at all times.
During Fiscal Year 2009, the Department has continued to provide the same
excellent level of service as has been provided in years past. Strong emphasis and
commitment continues toward the Department's highly successful public service
programs such as citizen CPR classes, first-aid classes, blood pressure testing and
school age fire safety training and education. The Department continues to
participate in an extensive fire prevention inspection program in all high-rise and
mercantile structures as well as the challenges offered by new construction projects.
FIRE RESCUE DEPARTMENT
FISCAL YEAR 2010 BUDGET
109
The Department continues teaching Village residents the Community Emergency
Response Team (C.E.R.T.) program.
In April of 2006, the Village of Key Biscayne Council approved Resolution No. 2006-12
adopting the National Incident Management System (NIMS). NIMS establishes
standard incident management processes, protocols and procedures so that all
responders at all levels can work together to manage domestic incidents, regardless
of their cause, size, location or complexity. This flexibility applies across all phases of
incident management: prevention, preparedness, response, recovery and mitigation.
Also in April 2006, Village Council approved Resolution No. 2006-13 providing for a
professional services agreement for emergency management planning services. The
scope of services included an All-Hazards Comprehensive Emergency Management
Plan (CEMP), a Hazards Vulnerability Analysis (HVA), a Continuity of Operation Plan
(COOP) and an update to the Villages Hurricane Plan.
On July 29th, 2009, the Southeast Florida Urban Area Security Initiative (SFUASI)
conducted a regional terrorism full-scale exercise (FSE). The SFUASI Project
Management Office, working under the direction of the Miami and Fort Lauderdale
Urban Area Work Groups (UWAGs) and with the support from county and city
emergency management agencies, local first responder departments, hospitals and
region, state and federal agencies supported the development and conduct of the
FSE. The exercise was played out simultaneously in all four counties (Monroe, Dade,
Broward and Palm Beach) and in coordination and cooperation with municipal,
county, regional and state emergency operation centers (EOC)/ command centers.
The exercise tested the regions ability to implement terrorism emergency response
plans for an Improvised Explosive Device (IED)/ Radiological Dispersal Device (RDD)
scenario in multiple cities during public events. The exercise was further developed to
activate and implement the Village’s Comprehensive Emergency Management Plan
(CEMP).
In September of 2006, Village Council approved Resolution No. 2006-37 providing for
a professional services agreement for billing and account management services
required by the Village for Fire Rescue Transport Fee’s. Funds received by the Village
are designated and used for funding or supplementing the Village’s contribution for
the Village’s Police Officers and Firefighters Retirement Plan.
After becoming the first Fire Rescue Department in the State of Florida to be
Accredited by the Center for Public Safety Excellence (CPSE) and the Commission on
Fire Accreditation International (CFAI) in September of 1998, the Department
continues its commitment towards excellence by monitoring existing programs and
developing new programs to maintain the Accredited Agency Status. In June of
2003, the CFAI sent into the Village a four (4) person Peer Assessor Team to evaluate
the programs and services of the Department with the intention of recommending
Re-Accreditation Status. On August 21, 2003, the CFAI unanimously approved the Re-
FIRE RESCUE DEPARTMENT
FISCAL YEAR 2010 BUDGET
110
Accreditation of the Department for 2003-2008. Between June 8th- 12th, 2008, a new
four (4) person Peer Assessor Team again visited the Village and made a
recommendation to the CFAI. On August 14, 2008, the CFAI again unanimously
approved the second Re-Accreditation of the Department for 2008-2013. On that
date, the Department was one of only four Fire Departments internationally with such
a distinction. In addition, the Insurance Services Organization (ISO) notified the Village
that upon completion of their evaluation of the public protection classification for the
Village, that our protection class had been improved and upgraded from a Class 4
to a Class 3.
The Department continues the high quality emergency medical services to all
residents through training programs, patient satisfaction surveys and quality
assurance audits of the medical care delivery system. The latest survey conducted by
the Department for 2008 indicates that 99.52% of those surveyed rate the
Department with a good to excellent customer satisfaction level.
FIRE RESCUE DEPARTMENT
FISCAL YEAR 2010 BUDGET
111
ALARM SUMMARY REPORT
January 1st, 2009 through September 30th, 2009 (YTD)
Selected Significant Calls
05 06 07 08 September
09
10 YTD
Assist Citizen 114 107 99 90 98 2
Automatic Fire Alarm 516 288 432 312 425 30
Building Fire * 40 21 24 12 13 4
Car Fire 2 2 0 1 2 0
Lockout 134 86 35 38 89 7
Person Stuck in
Elevator
15 19 11 11 32 5
Wires Down 67 29 10 15 22 2
Fire Losses $63,152 $35,525 $33,000 $11,400 $148,765 $750
Cardiac Arrest 27 13 17 21 12 1
Chest Pain 59 67 57 47 71 3
Diabetic 23 23 15 24 16 1
Difficulty Breathing 53 60 42 47 46 2
Fall 85 93 68 58 46 1
Stroke 21 21 14 27 15 2
Traumatic Injury 210 163 145 163 179 15
*Building Fires include a variety of situations including vegetation, brush, trash and other fires.
05 06 07 08 September
09
10 YTD
Total Calls 2116 1968 1898 1483 1905 114
Fire 1091 1032 872 746 980 58
Medical 1025 936 977 737 925 56
Medical Transports 514 537 450 345 468 29
Miami Unit
Responses
39 33 50 22 42 3
FIRE RESCUE DEPARTMENT
FISCAL YEAR 2010 BUDGET
112
ACTIVITY
2004-2005
Full Fiscal Year
2005-2006
Full Fiscal Year
2006-2007
Full Fiscal Year
2007-2008
Full Fiscal Year
2008-2009
Full Fiscal Year
Response Time
3 minutes, 23
seconds.
3 minutes, 32
seconds.
3 minutes, 38
seconds.
3 minutes, 33
seconds.
3 minutes, 50
seconds.
SWAP
Program
5
Exchanges.
16
Exchanges.
19
Exchanges.
49
Exchanges.
21
Exchanges.
Inspection
Activity 2
269 Inspections.
195 Inspections.
220 Inspections.
305 Inspections.
322 Inspections.
Residential
Inspections
0 Inspections.
0 Inspections.
0 Inspections.
0 Inspections.
0 Inspections.
Hydrant
Inspections
478 Hydrant
Inspections.
4 Hydrant
Inspections.
26 Hydrant
Inspections.
793 Hydrant
Inspections.
247 Hydrant
Inspections.
Hose Tests
0 Complete Fire
Hose Tests.
25Complete Fire
Hose Test.
35 Complete Fire
Hose Test.
18 Complete Fire
Hose Tests.
2 Complete Fire
Hose Tests.
Citizen Blood
Pressure
Enrollments
187 People
Enrolled.
87 People
Enrolled.
119 People
Enrolled.
92 People
Enrolled.
217 People
Enrolled.
CPR and
Accident
Prevention
Classes3
72 Citizen CPR
and Accident
Prevention
Classes reaching
5932 residents.
21 Citizen CPR
and Accident
Prevention
Classes reaching
5182 residents.
41 Citizen CPR
and Accident
Prevention
Classes reaching
5049 residents.
45 Citizen CPR
and Accident
Prevention
Classes reaching
1924 residents.
88 Citizen CPR
and Public Education
Classes reaching
4600 residents.
Physical
Fitness Testing
1 Physical Fitness Test For each Firefighter.
1 Physical Fitness Test For each Firefighter.
1 Physical Fitness Test For each Firefighter.
1 Physical Fitness Test For each Firefighter.
1 Physical Fitness Test For each Firefighter.
Company Drill
3072 hrs. of Drill.
3072 hrs. of Drill.
3072 hrs. of Drill.
3072 hrs. of Drill.
3072hrs. of Drill.
Company
School
3072 hrs. of
School.
3072 hrs. of
School.
3072 hrs. of
School.
3072 hrs. of
School.
3072 hrs. of
School.
Fire Incidents¹
1103
1040
998
1006
980
Medical
Incidents
1049
997
1008
954
925
Rescue
Transports
501
571
497
429
468
¹ Fire Incidents include a variety of situations including response to structure fires, vehicle fires, automatic alarms, smok e
scares, and all other incidents other than medical situations.
² Inspection Activity includes Hi-Rise, Commercial, Construction, Educational and Special Hazard sites.
³ This number includes Risk Watch presentations in the grades Pre-K, K, 1st , 3rd & 6th .
FIRE RESCUE DEPARTMENT
FISCAL YEAR 2010 BUDGET
113
2010 DEPARTMENTAL OBJECTIVES AND MANAGEMENT OVERVIEW
The Fire Rescue Department will continue to provide a cost effective, as well as a
very efficient, level of service to the community it serves. Benchmarking and
performance evaluations continuously assure this objective.
The Center for Public Safety Excellence (CPSE) and the Commission on Fire
Accreditation International (CFAI) require all Accredited Agencies to complete an
Annual Compliance Report. This report is then reviewed by the full Commission. Each
year since being granted Accredited Agency Status (1998), the Department has
successfully complied with all requirements to maintain its Accredited Agency Status.
A critical element in the assessment of a delivery system is the ability to provide
adequate resources for fire combat situations. Each fire emergency requires a
variable amount of staffing and resources to be effective. Properly trained and
equipped fire companies must arrive, be deployed and attack the fire within specific
time frames using an incident command system if successful fire ground strategies
and tactical objectives are to be met. The same holds true for rescue operations,
major medical emergencies, hazardous materials incidents and other situations that
require varying levels of resources.
In January of 2008, Resolution No. 2008-02 was passed by the Village Council
providing for a Sub Award Agreement between Miami-Dade County and the Village
of Key Biscayne allowing for the purchase of equipment and training not to exceed
eighty six thousand and forty six ($86,046.00) dollars provided by the Urban Areas
Security Initiative (UASI) as part of a Homeland Security Initiative. The Village has
identified equipment and training needs that have been reviewed and included in
the local UASI spending plan by the Urban Area Work Group and approved by the
Department of Homeland Security Office for Domestic Preparedness. The Village will
be fully reimbursed for the equipment and training up to the amount identified in the
Resolution. The funding through the State of Florida Department of Community Affairs
Division of Emergency Management provides assistance to build enhanced and
sustainable capacity to prevent, respond to and recover from threats or acts of
terrorism by Chemical, Biological, Radioactive, Nuclear and Explosive (CBRNE)
incidents.
The Department has been given preliminary information that a 2009 UASI Grant in the
amount of fifty two thousand seven hundred and fifty nine dollars ($52,759.00) has
been approved.
In addition to the 2009 UASI Grant mentioned above, the Department has applied for
a one hundred eight thousand dollar ($108,000.00) FEMA/ Assistance to Firefighters
Grant. The Department has also submitted an application for the 2010 UASI funding
cycle in the amount of fifty eight thousand two hundred and fifteen dollars
FIRE RESCUE DEPARTMENT
FISCAL YEAR 2010 BUDGET
114
($58,215.00).
Effective July of 2004, assigned Departmental Shift Staffing went from ten (10) to
eleven (11) with approval of Council. This increased level of staffing allows for a daily
minimum staffing of eight (8) members on duty 24/7 and fully staffs each fire fighting
apparatus with four (4) members per fire fighting truck.
In June of 2006, Village Council approved Resolution No. 2006-28 providing for
ratification of the Collective Bargaining Agreement (CBA) between the Village and
the Key Biscayne Professional Firefighters Association Local 3638 (Local 3638). A
highlight of the CBA was the establishment a new promotional position designated as
Driver Engineer. The process to fill the twelve (12) Driver Engineer positions was
completed in March of 2008 and four (4) Driver Engineers are assigned to each of the
three (3) shifts.
On August 20th, 2008, Village Council approved Resolution’s No. 2008-42 & 43
providing for ratification of CBA’s between the Village and Local 3638. Highlights of
the CBA’s included a salary market adjustment, an enhanced pension article and
benefits regarding accrued leave. These CBA’s expire on September 30th, 2010.
The Department will continue our commitment toward public fire safety education
with its annual residential home safety surveys offered to all single family and duplex
occupancies. Members of the Department participate in Fire Safety Skits during the
Children's Fire Safety Festival which reaches approximately 3,000 Dade County
school age children. Approximately five hundred (500) Key Biscayne children
participate in a Fire Safety Puppet Show and tour of the Fire Rescue Department as
part of National Fire Prevention Week. The thirty-three (33’) foot Fire Safety
House/Trailer enhances the Department’s ability to teach young adults on how to
prevent fires and what to do should one occur.
Members of the Department will continue making Fire Safety Public Education
presentations to all 4th, 5th, and 6th graders. This very successful program is entering its
ninth (9th) year. Key Biscayne is the only South Florida community where the program
is offered in every educational institution.
It is to be noted that the extensive fire prevention inspection program conducted by
the Department, as well as the public education programs delivered to the residents
of the Village, has resulted in the Department being honored with a Life Safety
Achievement Award for the sixteenth (16th) straight year recognizing no loss of life or
significant injury due to a fire event within the Village of Key Biscayne.
The Department will continue to enhance the quality of life for its residents by
continuing to offer Citizen CPR, First Aid and Accident Prevention classes.
The Fire Station is an authorized "SAFEPLACE" for those young individuals needing this
program. Under State Law, any parent may leave a newborn infant three (3) days or
FIRE RESCUE DEPARTMENT
FISCAL YEAR 2010 BUDGET
115
younger at a hospital or at a fire station staffed by full-time firefighters or emergency
medical technicians. Within the State Law, Key Biscayne Fire Rescue personnel will
accept abandoned newborns and transport them to the nearest capable hospital.
When the Department has identified a need or when requested, we have provided
training for family members of high-risk medical patients.
The Department will continue to review and monitor the construction projects within
the Village. In addition, the Department continues the plan review process for less
complex projects as well as the numerous residential and multi-residential properties
undergoing renovation within the Village.
And finally, the Department, as in the past, will continue to ensure that adequate,
effective and efficient programs are directed toward fire prevention; life safety; risk
reduction of hazards; the detection, reporting and controlling of fires and other
emergencies; the provision of occupant safety and exiting; and the provisions for first
aid firefighting equipment.
FIRE RESCUE DEPARTMENT
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116
RESIDENTS EXECUTIVE SUMMARY – Fire Department
FUNDING LEVEL SUMMARY
FY 2006 FY 2007 FY 2008 FY 2009 FY 2010 % Change
from 09-10
Personnel Expenses $3,806,187 $3,811,657 $4,273,487 $4,946,420 $5,340,985 7.39%
Operational Expenses $1,046,848 $1,303,919 $1,528,562 $1,214,502 $1,066,051 -12.23%
Capital Outlay $0 $0 $0 $0 $0 $0
Total Department $4,853,085 $5,115,575 $5,802,049 $6,160,922 $6,407,036 4.0%
PERSONNEL SUMMARY
Authorized Positions
Fiscal Years
2004 2005 2006 2007 2008 2009 2010
Fire Chief 1.0 1.0 1.0 1.0 1.0 1.0 1.0
Deputy Fire Chief 1.0 1.0 1.0 1.0 1.0 1.0 1.0
(*EAFC)Assistant Fire Marshal 1.0 1.0 1.0 1.0 1.0 1.0 1.0
(*EAFC) EMS Coordinator 1.0 1.0 1.0 1.0 1.0 1.0 0
(*EAFC) Fire Training Officer 0 1.0 1.0 1.0 1.0 1.0 0
Administrative Assistant 1.0 1.0 1.0 1.0 1.0 1.0 1.0
Fire Captain 3.0 3.0 3.0 3.0 3.0 3.0 3.0
Fire Lieutenant 3.0 3.0 3.0 3.0 3.0 3.0 6.0
Driver Engineer 0 0 0 0 0 12.0 12.0
Firefighter/Paramedic 24.0 27.0 27.0 27.0 27.0 15.0 14.0
Total Full-Time 35.0 39.0 39.0 39.0 39.0 39.0 39.0
(*EAFC)- Executive Assistant to the Fire Chief
The total increase in the FY 2010 budget will be $246,114 or 4%. The change is due to an
increase in personnel expenses resulting from market salary increases, merit increases,
personnel cost increases, and added line items to the Department from Non-
Departmental.
BUDGET SUMMARY
FIRE RESCUE DEPARTMENT
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Fire Rescue FY2009 Adopted Variance
Budget FY2010 % Dollar
FIRE CHIEF $162,566 $162,566 0% ($0)
DEPUTY FIRE CHIEF $132,094 $136,057 3% $3,963
FIRE CAPTAINS $364,946 $383,193 5% $18,247
EXECUTIVE ASSTS TO FIRE CHIEFS $326,864 $343,208 5% $16,344
FIRE LIEUTENANTS $312,306 $333,211 7% $20,905
DRIVER/ENGINEER $992,012 $1,052,299 6% $60,287
FIREFIGHTERS/PARAMEDICS $932,978 $1,022,146 10% $89,168
*ADMINISTRATIVE ASSISTANT $48,617 $48,763 0% $146
ACTING SUPERVISOR PAY $7,000 $27,000 286% $20,000
OFF DUTY EMPLOYMENT $5,500 $0 -100% ($5,500)
OVERTIME - SALARIES $108,000 $236,250 119% $128,250
HOLIDAY PAY $81,000 $78,400 -3% ($2,600)
**INCENTIVE PAY $22,320 $13,920 -38% ($8,400)
VACATION EXCESS PAY $85,000 $100,000 18% $15,000
PAYROLL TAXES $273,962 $301,181 10% $27,219
RETIREMENT CONTRIBUTIONS $442,099 $491,919 11% $49,820
LIFE, HEALTH, DISABILITY INSURANCE $451,936 $418,614 -7% ($33,322)
WORKERS COMPENSATION $197,220 $192,260 -3% ($4,960)
CONSULTANTS FEE $2,500 $0 -100% ($2,500)
CONTRACT SERVICES - FACILITY MGR $0 $8,000 100% $8,000
CONTRACT SERVICES - MAINT ASSISTANT $8,000 $14,000 75% $6,000
CONTRACT SERVICES - WEBSITE MAINT $4,500 $3,644 -19% ($856)
COMMUNICATIONS $18,780 $26,644 42% $7,864
POSTAGE $500 $500 0% $0
UTILITIES $32,000 $7,050 -78% ($24,950)
ELECTRICITY $34,613 $28,168 -19% ($6,445)
FIRE TRUCK LEASE $109,140 $109,140 0% $0
COPIER LEASE $0 $3,951 100% $3,951
INSURANCE $141,004 $110,000 -22% ($31,004)
FIRE RESCUE BLDG MAINTENANCE $77,810 $60,000 -23% ($17,810)
VEHICLE MAINTENANCE $5,000 $6,208 24% $1,208
VEHICLE FUEL & OIL $5,000 $4,000 -20% ($1,000)
PRINTING $2,500 $2,500 0% $0
FIRE RESCUE DEPARTMENT
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RECRUITING/HIRING/PHYSICALS $28,800 $22,000 -24% ($6,800)
EMPLOYEE WELLNESS PROGRAM $7,500 $0 -100% ($7,500)
AUTOMATIC AID AGREEMENT $525,000 $537,000 2% $12,000
AUTOMATIC AID TRAINING $21,000 $0 -100% ($21,000)
FIRE RESCUE SAFETY AGREEMENTS $10,000 $5,000 -50% ($5,000)
ALS LICENSE-FIRE SAFETY $5,000 $2,500 -50% ($2,500)
PHOTOGRAPHY $1,000 $0 -100% ($1,000)
MISCELLANEOUS $6,000 $3,000 -50% ($3,000)
OFFICE SUPPLIES $9,000 $4,500 -50% ($4,500)
LINEN SUPPLIES $1,000 $500 -50% ($500)
UNIFORMS $50,000 $40,350 -19% ($9,650)
SMALL TOOLS-CONSUMABLE $2,000 $625 -69% ($1,375)
EQUIPMENT-EMS GRANT $1,400 $0 -100% ($1,400)
MEMBERSHIP & DUES $4,875 $1,828 -63% ($3,047)
EDUCATION & TRAINING $30,600 $22,950 -25% ($7,650)
TUITION REIMBURSEMENT $19,000 $9,500 -50% ($9,500)
FIRE/RESCUE EQUIPMENT $35,000 $25,000 -29% ($10,000)
FIRE/RESCUE FACILITIES $11,980 $4,493 -63% ($7,488)
FIRE/RESCUE VEHICLES $4,000 $3,000 -25% ($1,000)
$6,160,922 $6,407,036 4% $246,114
POLICE DEPARTMENT
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Chief of Police
Exec. Admin.
Assistant / Records
Manager
Administrative
Assistant
Information
Systems
Administrator
Personnel
Property
and
Evidence
Communicati
ons Liaison
Fiscal Activities
Training
Chaplain
Administrative
Lieutenant
Accreditati
on
Manager
Internal
Affairs
Grants
Patrol
Afternoon Shift
Commander
Deputy Chief of
Police
Court
Liaison
C.S.A.
M.U.W.
Forfeitures
D.A.R.E.
School
Crossing
Guards
Detective
Fleet
Manageme
nt
Off Duty /
Special
Events
Platoon C
and D
Patrol
Day Shift
Commander
Marine
Patrol
Rapid
Response
Team
Honor
Guard
Communicati
ons
Operations
Platoon
A & B
ADMINISTRATION
DIVISION
OPERATIONS
DIVISION
Patrol
Night Shift
Commande
r
Reserve
Program
Mission Statement:
To work in partnership with the community we serve to solve problems and resolve
conflicts. This will be accomplished by providing courteous, competent and effective
delivery of law enforcement services in a fair and impartial manner.
DEPARTMENTAL ORGANIZATIONAL CHART
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DEPARTMENTAL DESCRIPTION
The past year has proven to be exceptionally difficult for the Village of Key Biscayne,
as the budget continues to shrink and expenses rapidly rise. Policing in this type of
economy creates additional workloads as criminals become increasingly desperate
and personal stress causes a rise in person on person crime. The KBPD has met these
challenges head on, reducing crime for the 5th consecutive year while enjoying an
almost negligible number of violent crimes. Because accountability increases
efficiency and effectiveness, the department has created KEYTRACK, a hands-on-
system which reviews all aspects of daily activities while tracking crime and other
incidents of concern. This program will enhance the police response to crime trends
while providing staff with a clear picture of personnel work outputs.
The Key Biscayne Police Department‟s philosophy from the beginning has been to
respond as quickly as possible to all calls and “take our time to help with the problem
and try to resolve the issue.” This is the philosophy of community policing. Our Mission
Statement reads: “To work in partnership with the community we serve to solve
problems and resolve conflicts. This will be accomplished by providing courteous,
competent and effective delivery of law enforcement services in a fair and impartial
manner.” This style of policing often requires officers to be on calls for an extended
period of time, following up on investigations or problem solving. This has been well
accepted and appreciated by our residents.
The Key Biscayne Police Department is a full service
police agency which began operations in March of
1993. Its structure is divided into two divisions: The
Patrol Operations Division, headed by the Chief of
Police, consists of eighteen patrol officers, four
Sergeants, and three Lieutenants. Specialized units
include Marine Patrol, Investigations, Rapid
Deployment Team Traffic Unit and Honor Guard.
The majority of officers work in twelve hour shifts,
with exceptions being Investigations and Marine Patrol. The Operations Division
responds to initial calls for service along with conducting undercover operations and
special traffic enforcement details. The Administrative Division, headed by the
Deputy Chief, is the support services section of the department. It consists of one
School Resource/D.A.R.E. /P.A.L. officer, five Dispatchers, two Municipal Utility
Workers, two Community Service Aides and five part-time Crossing Guards. The
Accreditation Unit, along with Internal Affairs, is supervised by a Lieutenant of Police.
This Division coordinates training, reviews reports, accounts for property and
evidence and coordinates all crime prevention activities. The Administrative Division
is also responsible for recruiting, hiring, and training for all employees.
The Office of the Chief of Police administers and coordinates the overall police
operation with the chief reporting directly to the Village Manager regarding all
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matters of public safety. The Executive
Administrative Assistant maintains and distributes all
reports and records for the police department.
Members of the Chief‟s office handle all special
investigations; coordinate with local, state and
federal law enforcement agencies, and act as
liaison between state prosecutors and the court
system. They maintain the budget; handle the
purchasing and personnel processes and
coordinate programs with government, business, homeowners and our schools.
Educational media releases and videos are also prepared for our local cable access
channel and the schools on the island through this office.
DEPARTMENTAL ACCOMPLISHMENTS
The Following highlights some major accomplishments this year:
POLICE YOUTH PROGRAMS
D.A.R.E. Program – Elementary Level
The D.A.R.E., Drug Abuse Resistance Education
program, is presented to all schools within the Village.
This national program informs children of the dangers
of drugs and also teaches conflict resolution, ways to
handle peer pressure, finding healthy alternatives to
drug use, problem solving and more. The 10 week
program is geared towards children in the 5th grade,
while visitation classes are presented to children in the
grades K through 4.
Middle School D.A.R.E Program
The D.A.R.E. Middle School program picks up where the elementary program leaves
off. This program discusses the legal rights of children, gang pressure, the necessity
for laws and rules, consequences for acts and how to make the right choice. This
program is presented to children in the 7th grade.
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School Crisis – Emergency Planning & Coordination
The School Violence Prevention and Control project is one idea
that came out of the partnership we have with the Principals.
This program is designed to allow the police and staff members
from each school to coordinate emergency planning for their
school. This includes conducting security surveys and information
sharing at all levels. Plans have been reviewed in the event of a
threat of violence or a violent act taking place in one of our
schools. The department will also continue to meet quarterly with
the Village‟s ministers and the school principals to share
information of a mutual interest.
Red Ribbon Week
The D.A.R.E. Officer assists with the planning of “Red Ribbon Week”, a national event
held at each school. Red Ribbon Week celebrates everyone‟s commitment to stay
drug free throughout the year. Different events are planned such as the “Circle of
Hope” formed by students at the Community School, visits by local law enforcement
officers, and presentations by SWAT teams and drug dogs. Over the past few years,
Red Ribbon Week has been celebrated with plays, a live band, puppet shows and
more.
Children’s Halloween Safety Program
To make Halloween a little safer, officers on patrol give glow sticks to trick-or-treaters
as they prepare to hit the streets looking for goodies. The glow sticks make these
small children much more visible in the dark. In addition, the D.A.R.E. Officer meets
with the youngest children in each school to talk about Halloween safety. Reflective
plastic bags are handed out to help make the children more visible. The Dispatcher
also mans a “Candy Hotline” to answer questions from concerned parents as th ey
look over their children‟s candy to see if it has been tampered with or contaminated.
Teen Driver Safety Seminar
The third week of October is designated as “National Teen Driver Safety Week”. The
department will host a “Teen Driver Safety Seminar” on October 24th. This seminar will
include a class given by the D.A.R.E. Officer, as well as „stations‟ each participant
can visit to learn about different aspects of vehicles and driving safety. Participants
from other law enforcement agencies will be on hand to assist, as well as the Florida
Highway Patrol, who will be providing their “Rollover Simulator”.
P.A.L. Youth Directors Council
The Police Athletic-Activities League Youth Directors Program is open to middle and
high school age teenagers. A special emphasis is placed on community service
projects. Monthly meetings also include training to improve participants‟ lives and
the lives of others in the community (character building). Topics include: Respect,
Self-Esteem, Handling Emotions, and Peer Pressure.
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Public Safety Day
The first Annual Public Safety Day took place in February. This event showcases both
the Police and Fire Departments to the Village residents and citizens alike. It allows
participants to interact with members of both departments, while learning about
things they can do to keep themselves, their family, and their property safe. This
event was and will be funded through corporate sponsorship.
POLICE PROFESSIONAL TRAINING
The basis for current and on-going excellence of service is dependent on professional
training, management and supervision. The training of officers, support staff,
supervisors and managers often depletes staffing levels and is always costly. That
being said, it is a wise and necessary investment in personnel time and budgeted
expense to continually provide professional law enforcement training at all levels of
the organization. We continually strive to improve our employees and the quality of
service they provide to our community. Based on the overall police service ratings
from our community our training funds have been well spent. Police officers
averaged 66 hours of training for the year 2008. In total, 42 police employees
multiplied by an average of 6 days each of training equals 252 employee training
days. We will continue to provide quality training programs for the officers to ensure
that they have the most up to date information possible and to prepare them for
advancement. Over the years your officers have received the following training:
Cultural Diversity
Domestic Violence
Juvenile Sexual Offender Investigations
Professional Traffic Stops
Executive Leadership Development
CPR/AED
Officer Discipline
E.E.O. Recruitment Training & Personnel Practices
Use of Force
Taser
Police Executive Research Forum
Crime Scene Processing Workshop
Rapid Action Deployment
Waterborne Response
Accreditation Re-Certification
Line Supervision
Florida Crime Prevention Course
Operation Cassandra Scenario
Operation Cassandra was implemented on Wednesday, July 29th, 2009. The
operation was conducted as an assessment of the Village‟s response to an
emergency involving terrorist attacks with mass casualties that would more than likely
have a direct or indirect effect on the Village of Key Biscayne and its citizens. The
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purpose for this Operation was to provide a safe, methodical, and organized
ambiance for the Village‟s department heads and their staff; ensuring that
established Village policies and procedures governing incidents such as these were
being followed.
TECHNOLOGY
The department has in place a comprehensive, tightly integrated, technologically
current and user friendly Automated System for every major dimension of
administration including but not limited to Records Management, Computer Aided
Dispatch and Mobile Data Computer interface that consists of an officer based
incident report methodology. This ensures that officers responding to community law
enforcement needs are able to promptly and effectively provide a rapid and
informed response to the need.
BUSINESS SECURITY
An intricate part of our Crime Prevention Program is business checks. When Patrol
Officers conduct business checks they frequently find open doors or unsecured
windows. All efforts are made by the department to contact the business owner and
secure the premises.
POLICE, SECURITY AND CONDO MANAGERS ASSOCIATION
The department will continue to hold annual meetings with the Security and Condo
Managers. This meeting is an opportunity to share information between the police
and other departments of the Village Government and the Security and Condo
Managers.
This meeting is held prior to the Hurricane Season in order to discuss the department‟s
Hurricane Plan, review evacuation and re-entry procedures, issue hurricane passes
and discuss any concerns.
POLICE RESERVE PROGRAM
The department established its Reserve Officer Program to enhance manpower and to
meet the increasing demands for service by the community. Reserve Officer
Programs have become necessary to expand routine and emergency police service
capabilities. Reserve police officers are strictly voluntary and therefore, are not paid
employees of the Village of Key Biscayne Police Department. Additionally, it will also
foster the pool of potential candidates in the event the department may face a
vacancy in its ranks.
POLICE DEPARTMENT
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CRIME REDUCTIONS
The department has been able to continue on the path of crime reduction
throughout the Village limits. The agency is proud to report a 12% reduction in crime
for this past year. This remarkably challenging feat was not an easy accomplishment
due in part to the increase of crime in neighboring communities and having to deal
with the financial challenges the communities have been facing. This reduction can
be mostly attributed to an aggressive and pro-active approach that was collectively
taken upon by the members of Uniform Patrol Section, Marine Patrol Section, the
Investigations Section, and the collective Crime Prevention efforts like that of the
D.A.R.E. Officer.
POLICE TRAFFIC ENFORCEMENT PROGRAM
The department instituted a Traffic Enforcement and
Education Program for the purposes of providing
traffic direction and control functions at those times
and places where law enforcement authority and/or
human intervention are needed to ensure the safe
and efficient flow of traffic; to provide assistance and
protection for the users of the streets and highways; to
investigate and report traffic crashes thoroughly as
possible with emphasis on courtesy and assistance to all involved parties; and
enforce state and local traffic laws in a uniform manner without regard to race,
religion, sex, age, or economic status.
Through its efforts, members specially trained in the different traffic disciplines
participated in, selective enforcement and education and county-wide Driving
under the Influence enforcement details. Members of this Unit received awards from
Mothers against Drunk Drivers for the efforts in this field. This year, these efforts
attributed to a reduction of 5% in motor vehicle crashes within the Village of Key
Biscayne.
MARINE PATROL
The marine patrol has proven to be a tremendous addition to the department‟s
ability to deter crime and safeguard the community. The 23 foot Contender is loaded
with the latest technology and safety features. The boat is in the water during peak
hours, including weekends. The Marine Patrol Unit is used to assist in Law Enforcement
operations which include but are not limited to; waterway patrol, search, rescue,
surveillance, certified police divers, and other appropriate marine-related activities.
Our department was tasked with the Law Enforcement operations for the Key
Biscayne Regatta. This event is advertised as a “huge boat party” right off Key
Biscayne and is most accurately described as a non-stop music dancing and
clothing optional atmosphere.
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Policing this kind of “anything goes” festival presents several challenges. Assistance
was rendered by neighboring departments and the event culminated one arrest for
drug possession; one arrest for Boating under the Influence; forty Boating Citations;
one-hundred eighty-six Boating Safety Checks and sixty warnings. In addition the
department dealt with one-hundred-fifty trespassers on private property.
FEDERAL DRUG AND MONEY LAUNDERING TASK FORCE
Although the department does not currently have an officer assigned to the task
force, we have been fortunate enough to have been able to purchase several high
cost items with monies not derived from tax revenue that had been previously
awarded to the department. Those items included; Tasers, Taser Cams, and required
accessories as well as training equipment.
ACCREDITATION
The trend in professional policing throughout the
country in the past ten years has been
Accreditation. The process of accreditation is
tedious and costly. It provides the department with
an organizational change device and the
framework for self audit. Three meetings must be
attended by accreditation personnel annually, as
standards are constantly evolving.
Becoming an accredited department is an honor only five percent of all law
enforcement agencies in the country share, and we are proud to have achieved
that success. Statistical reviews report a positive correlation between accreditation
and loss reduction in the area of professional liability. Additionally, accreditation
provides the following benefits:
It enables the department to more effectively defend themselves against
lawsuits and citizen complaints.
Provides the Chief of Police a proven management system of written
directives, sound training and clearly-defined lines of authority that support
decision-making and resource allocation.
Provides the department with a preparedness plan and verification of
excellence.
The department received its first re-accreditation status by the Commission for Florida
Law Enforcement Accreditation in February. The accreditation team that
conducted the on-site described the department as being comprised of dedicated
professionals who are truly interested the best possible law enforcement services to
the community. The report summed the process as flawless. Our new goal will be to
maintain the status and become re-accredited in 2011.
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2010 DEPARTMENTAL GOALS,
OBJECTIVES & MANAGEMENT OVERVIEW
The Key Biscayne Police Department has the following goals for the fiscal year 2010:
Establish a Tracking, Accountability and Responsiveness to Crime Oppression
Management Program. This program builds on our current Community
Oriented Policing and Problem Solving initiative and incorporates the use of the
Department‟s computerized Records Management System and the
interpretation of crime data, to enhance awareness and accountability.
In conjunction with the establishment of a Tracking and Accountability
Program, we would conduct a complete staff study of the operation of the
Department to ensure we continue to utilize its resources in the most effective
and efficient manner.
Strengthen and expand our Reserve Officer Program.
To continue this trend of crime reduction by further informing the public of
crime prevention methods and also ensuring that the men and women of this
agency continue to provide the level of professional service that the
community expects and deserves.
Continue to meet with school officials and review all Critical Incident Response
Plans to ensure a rapid response to a crisis situation.
Continue on the path and positive trend of crime reduction throughout the
Village by maintaining a high level of pro-active patrolling of the Village limits &
providing essential crime prevention information to the public.
Develop and maintain an efficient system to better monitor, control, and
effectively limit the amount of overtime that is generated.
Aggressively examine and probe into alternate means of acquiring monies
through grant funding for the purpose of obtaining proper professional training
and equipment that is needed for day to day police operations, without
having to deplete Village funds.
Conduct a “Teen Driver Safety Seminar” to educate new drivers about traffic
laws, and the importance of safe driving.
PERFORMANCE INDICATORS
Violent crime within Key Biscayne continues to be almost non-existent. Property crimes such
as burglary averaged approximately one per month. Considering surrounding communities
POLICE DEPARTMENT
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that have high crime rates, we live in one of the safest cities in South Florida. Performance
indicators clearly show the department‟s service is outstanding based on the following:
Emergency response time ranges just under 3 minutes.
For a community of approximately 11,500 people the crime rate is minimal, ranking 4th
lowest in crime out of the 35 municipalities and the unincorporated areas of Miami-
Dade County for the first part of 2008.
2009 Police Citizen Satisfaction Survey - 100% of residents rated services good to
excellent.
Since 2004 population has grown 15% and serious (Part I) crimes have increased 22%.
Part III calls for service have increased by 173% from 2004.
Traffic accidents are up by 4%. Traffic citations are down by 42% and parking citations
are up 2% from 2004.
Additional workload indicators are described in the following chart.
Work Load Indicator Comparisons - Part III Calls for Service
Other Calls for Service 2004 2008
Increase/
Decrease Percentage
DUI 5 1 -4 -80%
Traffic Citations 1,622 946 -676 -42%
Parking Citations 760 776 16 2%
Traffic Accidents 213 221 8 4%
Hit & Run 53 42 -11 -21%
Resident Alarms 555 618 63 11%
Business Alarms 203 101 -102 -50%
Bank Alarms 42 20 -22 -52%
Open Door Windows 18 34 16 89%
Medical Assists 615 25 -590 -96%
Animal Complaints 129 56 -73 -57%
Loud Party 40 104 64 160%
Disturbances 466 440 -26 -6%
Vandalism to Property 14 14 0 0%
Suicide 4 0 -4 -100%
Attempted Suicide 3 5 2 67%
Apparent Natural Deaths 7 15 8 114%
Fire Assists 179 28 -151 -84%
Security Checks
(Residential/Business) 3,760 22824 19064 507%
Suspicious Persons/Vehicles 182 200 18 10%
Miscellaneous Calls 4,279 9393 5114 120%
TOTALS 13,149 35,863 22,714 173%
POLICE DEPARTMENT
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Statistical Improvement- Part III
Type 2007 2008
Traffic & Parking Citations 2,204 1,722
Traffic Accidents 250 263
Medical Assists 42 25
Animal Complaints 84 56
Loud Parties 66 104
Other Disturbances 389 440
Criminal Mischief 68 57
Residential & Business Security
Checks 22,988 22,824
Miscellaneous Calls for Service 8,420 9,393
Home & Business Alarms 724 719
Open Windows & Doors 58 34
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Law Enforcement Services-Demands & Workload Annual Comparison
PERFORMANCE INDICATORS
Part I - Mandatory 2004 2005 2006 2007 2008
Murder 0 0 0 0 0
Sex Offense 1 3 3 1 0
Robbery 4 1 1 0 1
Aggravated Assault 5 7 4 2 4
Burglary/Business 0 6 4 7 1
Burglary/Residence 3 14 14 6 4
Structure Under Construction 0 1 5 5 0
Burglary - Garage or Shed 4 5 2 1 2
Attempted Burglary 4 4 3 0 5
Motor Vehicle Theft 5 13 5 1 6
Attempted Motor Vehicle Theft 0 0 0 0 0
Pocket Picking 1 0 0 0 0
Purse Snatching 0 0 0 0 0
Shoplifting 2 3 5 5 9
Theft/Building 45 53 58 43 35
Theft/Coin Operated 0 0 2 0 0
Theft/Construction Site 6 4 2 5 3
Theft from Motor Vehicle 56 64 43 65 62
Other Larceny 29 49 43 47 40
Boat Theft 0 1 2 1 4
Bicycle Theft 26 97 79 60 54
Arson 0 0 1 4 3
Part II - Mandatory
Kidnapping/Abduction 0 0 0 0 0
Simple Assault 30 48 36 39 33
Drug/Narcotic Offenses 1 5 4 1 3
Bribery 0 0 0 0 0
Other Calls for Service
DUI 5 5 4 10 1
Traffic Citations 1,622 1,534 1,316 1,135 946
Parking Citations 760 660 760 1,069 776
Traffic Accidents 213 245 228 213 221
Hit & Run 53 63 61 37 42
Resident Alarms 555 639 533 607 618
Business Alarms 203 181 108 105 101
Bank Alarms 42 26 45 12 20
Open Door Windows 18 40 31 58 34
Medical Assists 615 180 35 42 25
Animal Complaints 129 135 84 84 56
Loud Party 40 161 101 66 104
Disturbances 466 444 465 389 440
Vandalism to Property 14 8 9 10 14
Suicide 4 1 2 1 0
Attempted Suicide 3 2 2 1 5
Apparent Natural Deaths 7 14 13 19 15
Fire Assists 179 77 41 22 28
Security Checks (Residential/Business) 3,760 8,569 14,922 22,988 22824
Suspicious Persons/Vehicles 182 243 233 228 200
Miscellaneous Calls 4,279 7,437 7,082 8,420 9393
TOTALS 13,371 21,042 26,391 35,809 36,132
POLICE DEPARTMENT
FISCAL YEAR 2010 BUDGET
131
High Quality Service, Cost Effective and Efficient Operations
The department operates in an effective and efficient manner with one of the lowest officer
to resident ratios in the county. We have 30 officers serving a population of approximately
11,500, whereas similarly sized cities such South Miami, with a population of 10,561, has 48
officers to provide police services.
Ranking Agency 2007 FT
Officer count
Total
Population
Ratio Per
1000
1 Medley Police Department 31 1,132 27.35
2 Golden Beach Police Department 17 951 17.87
3
Bal Harbour Village Police
Department 28 3,058 9.15
4 Surfside Police Department 27 5,775 4.67
5 South Miami Police Department 48 10,561 4.54
6 North Bay Village Police Department 26 5,736 4.53
7 Bay Harbor Island Police Department 23 5,148 4.46
8 El Portal Police Department 11 2,523 4.35
9 Coral Gables Police Department 185 44,604 4.14
10 Miami Beach Police Department 372 93,721 3.96
11 Biscayne Park Police Department 11 3,328 3.30
12 Florida City Police Department 30 9,318 3.21
13 Miami Springs Police Department 41 13,643 3.00
14 West Miami Police Department 16 5,724 2.79
15 Key Biscayne Police Department 30 11,500 2.73
16 Miami Police Department 1046 395,434 2.71
17 Miami Shores Police Department 28 10,323 2.71
18
North Miami Beach Police
Department 112 40,942 2.70
19 Virginia Gardens Police Department 6 2,354 2.54
20 Aventura Police Department 76 30,383 2.50
21 Sunny Isles Beach Police Department 47 18,747 2.50
22 Pinecrest Police Department 47 19,382 2.42
23
Indian Creek Village Police
Department 11 59 2.27
24 North Miami Police Department 122 60,275 2.02
25 Homestead Police Department 109 57,605 1.89
26 Opa Locka Police Department 27 15,359 1.75
27 Hialeah Police Department 376 228,528 1.64
28 Hialeah Gardens Police Department 33 20,491 1.61
29 Sweetwater Police Department 23 14,326 1.60
30 Miami Gardens Police Department 15 109,200 1.37
Source: FDLE
POLICE DEPARTMENT
FISCAL YEAR 2010 BUDGET
132
2008 Crime Statistics for Agencies within Miami-Dade County Crimes per 1000
Residents
Ranking Agency Population
Total
Index
Crime
Crimes
per 1,000
Residents
1 Virginia Gardens Police Department 2,298 36 16
2 Bay Harbor Islands PD 5,135 90 18
3 Bal Harbour Village PD 3,299 62 19
4 Key Biscayne PD 11,555 227 20
5 Golden Beach Police Department 947 20 21
6 Sweetwater Police Department 14,251 302 21
7 Biscayne Park Police Department 3,272 76 23
8 El Portal Police Department 2,502 59 24
9 Surfside Police Department 5,789 170 29
10 North Bay Village Police Department 6,814 222 33
11 Sunny Isles Beach Police Department 20,171 674 33
12 Miami Lakes Police Department 27,031 1,042 39
13 West Miami Police Department 5,690 224 39
14 Palmetto Bay Police Department 25,170 1,053 42
15 Village of Pinecrest PD 19,454 821 42
16 Miami Springs Police Department 13,557 589 43
17 Hialeah Police Department 228,157 10,900 48
18 Coral Gables Police Department 45,798 2,308 50
19 Town of Cutler Bay Police Dept. 41,579 2,102 51
20 Hialeah Gardens Police Department 20,939 1,069 51
21 Miami-Dade Police Department 1,088,720 60,461 56
22 Miami Shores Police Department 10,654 636 60
23 Homestead Police Department 59,415 3,864 65
24
North Miami Beach Police
Department 40,879 2,783 68
25 Miami Police Department 406,242 27,907 69
26 Indian Creek Village PD 58 4 69
27 Miami Gardens Police Department 111,171 7,696 69
28 Aventura Police Department 31,044 2,363 76
29 North Miami Police Department 59,688 4,644 78
30 South Miami Police Department 11,183 884 79
31 Doral Police Department 34,322 2,841 83
32 Miami Beach Police Department 94,040 9,205 98
33 Florida City Police Department 10,193 1,413 139
34 Opa Locka Police Department 15,146 2,148 142
35
Miccosukee Public Safety
Department 600 138 230
36 Medley Police Department 1,126 467 415
Source: FDLE
POLICE DEPARTMENT
FISCAL YEAR 2010 BUDGET
133
POPULATION AND WORKLOAD INCREASE
The Village has increased in population and calls for service since it started the police
department in 1993.
Population and Workload
Year Key Biscayne Population Calls for Service Sworn Officers
2004 10,507 13,447 30
2008 11,500 36,190 30
Officers are busy not only with calls for service, investigations, traffic control around the
schools, accident investigations, security checks, and general calls on the street, but with
time being spent completing and entering reports into our records data base as well as
handling other community policing related events, such as business home checks, vehicle
registrations, etc.
As evidenced in the following charts, serious crime (Part I) is up 19% making our community
one of the safest in our region. In fact, we had the lowest burglary rate for any city our size in
South Florida.
Part I Crime Comparison
FBI Classifications 2004 2008 Increase/
Decrease Percentage
Murder, Rape, Sex Crimes, Assault & Battery,
Arson, Robbery, Burglary, Motor Vehicle
Theft, Theft, Domestic Assault & Battery
195 232 37 19%
Part II crimes increase 44% while the workload for Part III crimes increased by 184%.
Part II Crime Comparison
FBI Classifications 2004 2008 Increase/
Decrease Percentage
Abduction/Kidnapping, Simple Assault,
Drugs, Embezzlement, Fraud, Bribery,
Domestic Simple Assault
36 52 16 44%
Work Load Indicator Comparisons Part III Calls for Service
Type of Call 2004 2008 Increase/
Decrease Percentage
Traffic & Parking Citations 2,382 1,722 -660 -28%
Traffic Accidents 266 263 -3 -1%
Medical Assists 615 25 -590 -96%
Animal Complaints 129 56 -73 -57%
Loud Parties 40 104 64 160%
Other Disturbances 466 440 -26 -6%
Mischief 81 57 -24 -30%
Residential & Business Security Checks 3,760 22,824 19,064 507%
Miscellaneous Calls for Service 2,719 9,393 6,674 245%
Home & Business Alarms 758 719 -39 -5%
Open Windows & Doors 18 34 16 89%
Total Part III Calls for Service 13,238 37,645 24,403 184%
POLICE DEPARTMENT
FISCAL YEAR 2010 BUDGET
134
Budget Summary
Once again, the 2010 fiscal year budget reflects a decline in operating costs from
the previous year. The Police Department is proposing a 4 percent decrease in this
year‟s budget, with the bulk of reductions coming from the overtime line item and
from the vehicle fuel expense. Facing extensive property tax cuts has required the
Department to reassess its operating expenses. Close scrutiny and innovative tracking
methods from our previous budget have provided insight into overtime savings by
utilizing different staffing methods. In addition, successful recruitment has lead to a
complete core of departmental personnel which also eliminates overtime episodes.
The organization continues to access different ways of accomplishing our mission,
keeping in mind the increased demands for service. As we enter the new fiscal year,
we are preparing to implement a new accountability process, KEYTRACK. This
process will provide monthly reviews of our work output and assist staff with
information to be utilized for a more efficient workload distribution.
.
Having achieved the coveted Re-Accreditation status in 2009 allows for a reduction
to this item of almost 60%. Vehicle maintenance had a substantial increase as the
age of the fleet will bring more costly repairs. However, the department is
streamlining the fleet and has reduced its auxiliary fleet by one vehicle, while utilizing
spare fire department cars until the fiscal year 2011.
The Key Biscayne Police Department is dedicated and committed to providing
quality community policing to our residents while maintaining stringent fiscal policies.
The proposed budget allows us to function at a high output capacity while curtailing
unnecessary spending.
POLICE DEPARTMENT
FISCAL YEAR 2010 BUDGET
135
RESIDENT’S EXECUTIVE SUMMARY
PERSONNEL SUMMARY
POLICE EMPLOYEES
FY 2006
FY 2007
FY 2008
FY 2009
FY 2010
Police Officers 30 30 30 30 30
Dispatchers 5 5 5 5 5
MUWs/CSAs 4 4 4 4 4
Support Personnel 3 3 3 3 3
Total Full-Time
Employees
42 42 42 42 42
Part-Time Crossing
Guards
2.5 4.5 4.5 4.5 4.5
Totals 43.5 46.5 46.5 46.5 46.5
FUNDING LEVEL SUMMARY
FY 2006 FY 2007
FY 2008
FY 2009
FY 2010 Variance
Police Officers $2,189,51
6
$2,323,40
7 2,565,871 2,806,922 2,853,441 2%
Support
Personnel $473,881 $505,052 525,695 554,973 563,175 1%
Operational
Expenses
$1,450,81
4
$1,664,08
9 1,808,829 1,905,960 1,734,338 -9%
Capital
Outlay $188,767 $193,842 203,853 100,852 13,000 -87%
Total
Department
$4,302,92
4
$4,716,39
0 5,104,248 5,368,707 5,163,954 -4%
BUDGET SUMMARY
The total decrease for Fiscal Year 2010 budget is $204,753 or 4% due to a decrease in
operational expenses.
POLICE DEPARTMENT
FISCAL YEAR 2010 BUDGET
136
Police Department FY2009 Adopted Variance
Budget FY2010 % Dollar
CHIEF OF POLICE 154,650 154,650 0% 0
DEPUTY CHIEF OF POLICE 125,000 128,750 3% 3,750
POLICE LIEUTENANTS 419,829 425,135 1% 5,306
POLICE SERGEANTS 349,833 339,142 -3% -10,691
POLICE OFFICERS 1,175,404 1,246,634 6% 71,230
MUNICIPAL UTILITY WORKERS 79,358 82,849 4% 3,491
IT SERVICES TECHNICIAN 64,143 66,067 3% 1,924
VACATION EXCESS 75,382 104,643 39% 29,261
COURT TIME 15,604 8,675 -44% -6,929
ADMINISTRATIVE ASSISTANTS 105,295 108,561 3% 3,266
DISPATCHERS 177,685 173,922 -2% -3,763
COMMUNITY SERVICE AIDES 82,592 85,875 4% 3,283
CROSSING GUARDS 45,900 45,900 0% 0
OVERTIME 340,000 280,000 -18% -60,000
HOLIDAY PAY 125,000 142,712 14% 17,712
INCENTIVE PAY 26,220 23,100 -12% -3,120
ACCREDITATION 16,038 6,519 -59% -9,519
PAYROLL TAXES 257,185 261,371 2% 4,186
RETIREMENT CONTRIBUTIONS 372,611 386,947 4% 14,336
LIFE, HEALTH, DISABILITY INSURANCE 415,541 342,900 -17% -72,641
WORKERS COMPENSATION 122,463 112,480 -8% -9,983
CONTRACT - FACILITY MANAGER 0 4,000 0% 4,000
CONTRACT - MAINTENANCE ASSITANT 8,000 7,000 -13% -1,000
INVESTIGATION EXPENSE 7,000 4,000 -43% -3,000
WEBSITE 4,500 3,644 -19% -856
COMMUNICATIONS 12,567 49,881 297% 37,314
ELECTRICITY 39,732 42,857 8% 3,125
WATER & SEWER 10,637 9,805 -8% -832
EQUIPMENT LEASE 18,320 9,015 -51% -9,305
INSURANCE 122,663 85,000 -31% -37,663
VILLAGE HALL MAINTENANCE 61,663 60,000 -3% -1,663
VEHICLE MAINTENANCE 40,680 54,884 35% 14,204
BOAT MAINTENANCE 16,850 16,850 0% 0
VEHICLE FUEL 130,000 105,000 -19% -25,000
BOAT FUEL 19,000 10,000 -47% -9,000
D.A.R.E. PROGRAM 10,000 10,000 0% 0
RECRUIT/HIRING/PHYSICALS 31,310 25,610 -18% -5,700
OFFICE SUPPLIES 25,000 20,000 -20% -5,000
UNIFORMS 38,700 38,700 0% 0
RANGE EXPENSES 6,000 6,000 0% 0
OPERATING EXPENSES 55,000 13,375 -76% -41,625
MEMBERSHIP & DUES 3,500 3,500 0% 0
EDUCATION & TRAINING 42,000 35,000 -17% -7,000
TUITION REIMBURSEMENT 19,000 10,000 -47% -9,000
POLICE VEHICLES 80,852 0 -100% -80,852
POLICE EQUIPMENT 20,000 13,000 -35% -7,000
5,368,707 5,163,954 -4% ($204,753)
PUBLIC WORKS DEPARTMENT
FISCAL YEAR 2010 BUDGET
137
Public Works
Director
Assistant to the Director
Maintenance
Supervisor I
Beach Consultant
Contracted Village
Engineers
Landscape Contractor
Maintenance
Supervisor II
Special Projects
Coordinator
Mission Statement:
Public Works has a multi-faceted mission which is to provide a variety of services to the
community including the design, construction, and maintenance of local streets and storm
drainages, beach, rights-of-way, solid waste removal, traffic calming, and control and
management of public works.
DEPARTMENTAL ORGANIZATIONAL CHART
PUBLIC WORKS DEPARTMENT
FISCAL YEAR 2010 BUDGET
138
FUNCTIONAL ORGANIZATIONAL CHART
The Public Works Director
oversees the beach,
stormwater and landscape
maintenance contractors,
and manages the solid waste
contract.
The Village Engineers are
responsible for providing
general engineering services.
Horticulturist coordinates with
contractor on landscape
related projects.
The Stormwater Utility requires
the maintenance of two
systems for maintaining the two
stormwater pump stations all
by contract.
The Coastal Engineering
Consultant specializes on the
beach maintenance and
renourishment project.
Public Works Department
PUBLIC WORKS DEPARTMENT
FISCAL YEAR 2010 BUDGET
139
DEPARTMENTAL DESCRIPTION
The Department of Public Works is one of the five departments within the Village.
There are four full-time Village employees and a Special Projects Coordinator. The
Public Works Director oversees the beach and landscape maintenance contractors.
In addition, the Village contracts with a variety of companies which provide
consulting and maintenance services.
The consultants currently under contract are the Village Engineers and Coastal
Consultants. The Village Engineers are responsible for all general engineering services
such as plans for paving, curbs and sidewalks, bridge repairs, storm sewer systems as
well as overseen the current Water, Sewer and Reclaimed Water Project. The
Coastal Consultant specializes on Beach related projects such as Seagrass Mitigation,
Dune Restoration and Beach Renourishment. The following is a list of the contractors
who provide services to this department and a brief description of their
responsibilities:
a. Beach Maintenance Contractor: Responsible for maintaining the profile of the
beach as well as maintaining the beach free of litter and debris. Contractor is
Universal Beach Service Corporation. Resolution 2003-34 October 14, 2003
extended the same contract until October 14, 2008 which is a five (5) year period
at an annual cost of $107,110.
b. Landscape and General Maintenance Contractor: Responsible for maintaining
all landscape projects such as Crandon Boulevard Median, Neighborhood Public
Landscaping Program and maintenance of street trees. The contractor also
provides various general maintenance as required. Current contractor is with
Gorgeous Lawns and Gardens, Inc. The contract was awarded August 28, 1997 by
the Village Council. The contract is a two-year contract with automatic
extensions with the approval of the Village.
c. Miami-Dade County: The Village has the following inter-local agreements with the
County:
1) The initial agreement entered into with the County for the transfer of
municipal services and responsibilities to the Village was approved by the
county R-970-92, July 21, 1992. The council approved the agreement June 9,
1992.
2) Key Biscayne elementary School ten (10) year agreement beginning on
January 1, 1994 as per Council Resolution 93-19, adopted September 14, 1993
and was extended until 2013 for supervision and maintenance of play area
and portions of the grounds. Resolution 99-76 adopted September 16, 1999
authorized the Village to maintain the entire school grounds effective
November 11, 1999.
PUBLIC WORKS DEPARTMENT
FISCAL YEAR 2010 BUDGET
140
3) Crandon Boulevard median maintenance agreement authorized by
Resolution 93-49 and Resolution 93-60 adopted October 26th and December
14, 1993. This is a continuing agreement.
4) Library grounds and school grounds are maintained by the landscaping
contractor.
5) Compliance with the National Pollution Discharge Elimination System
(NPDES) with Miami -Dade County and includes the Village as a joint-permittee
in association with the County Department of Environmental Resource
management.
6) Miami-Dade Water and Sewer Department bills and collects the
stormwater utility fees in accordance with ordinances 93-11 93-11-A.
Resolution 93-44 authorized the Mayor to execute the billing and collection
agreement. The agreement was approved by the County commission July 26,
1994 (R-1235-94). The contract is ongoing.
7) Resolution 98-38 adopted August 25, 1998 authorized the execution of an
Inter-local agreement with Miami-Dade County to develop a countywide local
mitigation strategy.
d. Pollution Elimination Corporation (PELCO): Responsible for maintaining the two
stormwater pump stations (100 East Heather Drive and 200 Ocean Lane Drive) as
per Resolution 99-52, adopted May 11, 1999. Resolution 2000-18 adopted June 6,
2000 contracted with the company to maintain the pump station at the Village
Green.
e. Street Cleaning: U.S. Grounds, Inc. is under contract to provide mechanized
sweeping of all streets monthly.
PUBLIC WORKS DEPARTMENT
FISCAL YEAR 2010 BUDGET
141
2010 DEPARTMENTAL OBJECTIVES AND MANAGEMENT OVERVIEW
Objective One: To maintain public areas in an attractive and pleasing manner.
KEY AREA Landscape maintenance of cul-de-sacs, medians, swale areas,
public areas and trees by contractor
INDICATOR Review work by periodic checks and constant review of Contract
with Gorgeous Lawns and Gardens, Inc.
ACTION PLAN
Enforce all provisions of landscape maintenance contract
Service complaints resolved within seventy-two (72) hours.
Hired a part time horticulturist to inspect landscaping throughout the Village
PERFORMANCE MEASURES
Meet as often as necessary with contractor to review work.
Have horticulturist review public areas periodically.
Analyze and respond to public comments within a 72- hour period.
Objective Two: To maintain on a daily/periodic basis, portions of Crandon
Boulevard, East Drive and selected areas litter free.
KEY AREA Litter and Debris Patrol
INDICATOR Periodic checks and citizen comments.
ACTION PLAN
Monitor clean-up activities of Public Works employee as per work schedule.
Service complaints resolved within twenty-four (24) hours, except during
weekends.
PERFORMANCE MEASURES
Review work schedule quarterly.
Inspect work areas periodically to determine if areas are litter free.
PUBLIC WORKS DEPARTMENT
FISCAL YEAR 2010 BUDGET
142
Order Special Mechanical Street Sweepings on an as–needed basis.
Objective Three: To maintain the Atlantic Ocean Beach by cleaning, grading and
contouring on a regular basis.
KEY AREA Maintenance of the Ocean Beach
INDICATOR Review work by periodic checks and meeting with contractor.
ACTION PLAN
Enforce all provisions of the Beach maintenance contract.
Service complaints resolved within a seventy-two (72) hour period, except during
weekends.
PERFORMANCE MEASURES
Inspect beach on a weekly basis.
Meet quarterly with representative from Universal Beach Service Corp.
Bring beach contour and condition up to even and stabilize profile at the
prescribed elevation
Analysis of public comments.
Meet with Dade County Department of Environmental Resources Management
(DERM) once per year to review beach restoration.
Objective Four: To maintain Crandon Boulevard
KEY AREA Crandon Boulevard Improvements
INDICATOR Coordinate activities with Miami-Dade Public Works Department,
consulting engineers, and horticulturist.
ACTION PLAN
Enforce all provisions of the Landscape Management Plan
PERFORMANCE MEASURES
Inspect medians, lighting and paving on a weekly basis.
Analysis of public comments.
Quarterly meetings with contractor
PUBLIC WORKS DEPARTMENT
FISCAL YEAR 2010 BUDGET
143
Objective Five: To collect garbage, trash and recycling material from single family
dwellings
KEY AREA Solid Waste Management
INDICATOR Review contract with Waste Management.
ACTION PLAN
Enforce all provisions of the five (5) year contract to end February 2010.
Work on a new Solid Waste Contract.
Respond to service misses within 24/48 hours.
PERFORMANCE MEASURES
Spot checks by staff.
Monthly meeting with contractor.
Review complaints on a weekly basis.
Objective Six: To maintain and operate all stormwater drains annually.
KEY AREA Stormwater Management
INDICATOR Check stormwater system and pump stations periodically.
ACTION PLAN
Review service complaints weekly.
Contract for maintenance of three (3) pump stations with PELCO, 100 East
Heather Drive and 200 Ocean Lane Drive, as authorized per Resolution 96-10,
adopted April 23, 1996 and Village Sanitary Sewer pump station.
Upgrade pump station on Ocean Lane Drive to increase efficiency.
PERFORMANCE MEASURES
Physical inspection.
Complaints received.
Analyze maintenance log on a monthly basis.
Review terms of PELCO agreement monthly.
Comply with NPDES Requirements.
PUBLIC WORKS DEPARTMENT
FISCAL YEAR 2010 BUDGET
144
RESIDENT’S EXECUTIVE SUMMARY – PUBLIC WORKS
PERSONNEL SUMMARY
Authorized Positions FY 2005 FY 2006 FY 2007 FY 2008 FY 2009 FY 2010
Public Works Director 1.0 1.0 1.0 1.0 1.0 1.0
Assistant to the Director 1.0 1.0 1.0 1.0 1.0 1.0
Special Projects
Coordinator
0.0 0.0 0.0 0.0 0.25 0.25
Maintenance Supervisor I 1.0 1.0 1.0 1.0 1.0 1.0
Maintenance Supervisor II 1.0 1.0 1.0 1.0 1.0 1.0
Maintenance Laborers 0.5 0.5 0.5 0.5 0.5 0.0
Total 4.5 4.5 4.5 4.5 4.75 4.25
FY 2005 FY 2006 FY 2007 FY 2008 FY 2009 FY 2010 % Change
Personnel
Expenses
$298,805 $339,246 $312,725 $367,885 $405,641 $382,722 5.6%
Operational
Expenses
$953,440 $1,022,416 $1,285,156 $1,553,604 $1,572,141 $1,493,753 5%
Capital Outlay $0 $0 $0 $0 $0 $0 0%
Total
Department
$1,252,245 $1,361,662 $1,597,881 $1,921,489 $1,977,782 $1,876,475 -5%
The 5% decrease in the Public Works Budget from the previous year’s budget is due
to a decrease in personnel expenses and contractual services.
BUDGET SUMMARY
PUBLIC WORKS DEPARTMENT
FISCAL YEAR 2010 BUDGET
145
Public Works Department FY2009 Adopted Variance
Budget FY2010 % Dollar
PUBLIC WORKS DIRECTOR $100,463 $100,463 0% $ 0
MAINTENANCE SUPERVISOR #1 $61,237 $63,074
3%
$1,837
MAINTENANCE SUPERVISOR #2 $43,641 $44,951
3%
$1,310
ASSISTANT TO THE DIRECTOR $47,707 $49,139
3%
$1,432
SPL PROJECTS/COMMUNICATIONS COORD. $16,811 $17,316
3%
$505
HOURLY EMPLOYEES/OVERTIME $42,965 $19,410
-55%
$(23,555)
COMPENSATED ABSENCES $0 $0
0%
$0
PAYROLL TAXES $23,931 $22,518
-6%
$(1,413)
RETIREMENT CONTRIBUTIONS $32,383 $32,993
2%
$610
LIFE, HEALTH, DISABILITY INSURANCE $22,580 $21,600
-4%
$(980)
WORKERS COMPENSATION $13,923 $11,258
-19%
$(2,665)
ENGINEERING $20,716 $10,000
-52%
$(10,716)
LANDSCAPE ARCHITECT $5,000 $5,000
0%
$0
CONTRACT SERVICES- Maint. Assist. $0 $667
100%
$667
MAINTENANCE CONTRACT $1,334 $1,167
-13%
$(167)
CONSULTING SERVICES-Arborist $5,000 $5,000
0%
$0
CONTRACTUAL SERVICES $843,000 $809,080
-4%
$(33,920)
TREE TRIMMING - FPL LINE CLEARING $150,000 $150,000
0%
$0
BEACH CONSERVATION MONITORING $25,000 $10,000
-60%
$(15,000)
TRAVEL & PER DIEM $192 $132
-19%
$(856)
WEBSITE/COMMUNICATIONS $4,500 $5,710
-18%
$(1,220)
TELEPHONE $6,930 $6,930
0%
$0
ELECTRICITY $6,619 $6,619
0%
$0
WATER & SEWER $1,772 $1,772
0%
$0
ELECTRICITY-VILLAGE WIDE $84,421 $84,421
0%
$0
WATER-VILLAGE WIDE $119,082 $119,082
0%
$0
RENTALS & LEASES $33,772 $8,000
-76%
$(25,772)
PUBLIC WORKS DEPARTMENT
FISCAL YEAR 2010 BUDGET
146
INSURANCE $17,691 $13,000
-27%
$(4,691)
VILLAGE HALL MAINTENANCE $10,277 $10,000
-3%
$(277)
MAINTENANCE & REPAIRS $140,000 $140,000
0%
$0
VEHICLE MAINTENANCE $30,000 $20,000
-33%
$(10,000)
MAINTENANCE CONTRACTS $25,000 $21,000
-16%
$(4,000)
HURRICANE EXPENDITURES $0 $0
0%
$0
OPERATING SUPPLIES $10,000 $10,000
0%
$0
SMALL TOOLS-CONSUMABLE $20,000 $20,000
0%
$0
EDUCATION & TRAINING $2,000 $1,000
-50%
$(1,000)
EQUIPMENT $10,000 $10,000
0%
$0
$1,977,948 $1,977,948 -5% $(101,472)
PARKS & RECREATION DEPARTMENT
FISCAL YEAR 2010 BUDGET
147
Mission Statement:
To provide and promote a creative and balanced system of leisure programs that are
sensitive and responsive to citizen needs and continue providing citizens with quality of life
opportunities for positive recreational experiences.
DEPARTMENTAL ORGANIZATIONAL CHART
Parks &
Recreation
Director
Community
Center
Manager
Athletic
Coordinators
Front Desk
Manager
Youth Services
Coordinator
Adult
Services
Coordinator
Administrative
Assistants (2)
Asst. Athletic
Coordinators
Special Projects/
Communications
Coordinator
PARKS & RECREATION DEPARTMENT
FISCAL YEAR 2010 BUDGET
148
FUNCTIONAL ORGANIZATIONAL CHART
Responsible for the
administration of the Department
and reports to the Village
Manager.
Develops and administers
policies and procedures.
Supervises departmental
employees and contractors.
Prepares and maintains reports
and records.
Monitors expenditures and
interprets effectiveness of
services.
Coordinates with other
departments and
professional organizations.
Implements programs and
special events.
Performs safety inspections
and oversees maintenance.
Performs assignments at the
direction of the Village
Manager.
Parks & Recreation Director
Building Code.
Plan and organize
athletic leagues.
Recruit and train coaches
and referees.
Act as liaison between
Village and program
participants.
Monitor and supervise
activities during all
programming.
Implement adult and
youth athletic programs in
the Community Center.
Direct responsibility for the
operation of the Center
and reports to the Parks &
Recreation Director.
Manages the schedules of
all full time staff.
Monitors and reports on
the Center’s budget.
Develops and administers
the marketing plan.
Develops and implements
Community Center policies
and procedures.
Performs assignments at
the direction of the
Director.
Provide social services to
adult residents through
information, advocacy,
referrals, and access to
local, state, and federal
programs.
Develop, implement, and
evaluate new program
ideas.
Act as a liaison to local
and state senior citizen
affiliate groups,
cooperating agencies
and organizations.
Oversee and maintain
client files and program
records of all programs.
Athletic Supervisor Community Center
Manager
Adult & Senior Program
Supervisor
PARKS & RECREATION DEPARTMENT
FISCAL YEAR 2010 BUDGET
149
r
Front Desk Manager
Manages and schedules
all part-time staff
associated with the front
desk and reports to the
Community Center
Manager.
Responsible for the daily
financial accounting of the
Center’s revenue and
expenditures.
Deliver the highest level of
customer service to
residents and members.
Implement and manage
internal and external
communication systems.
Youth & Teen
Coordinator
Plan and organize youth
and teen activities and
reports directly to the
Community Center
Manager
Recruit and train room
monitor and camp staff.
Develop and implement
programs for youth and
teens.
Monitor and supervise
activities during all
programming.
PARKS & RECREATION DEPARTMENT
FISCAL YEAR 2010 BUDGET
150
DEPARTMENTAL DESCRIPTION
The Parks & Recreation Department caters to thousands of participants a year by
offering a wide variety of programs. A challenge this department has faced is
attempting to establish and develop a quality and balanced program with limited
recreation facilities. The addition of the Key Biscayne Community Center has
allowed the department to service the community in ways never before possible.
The Key Biscayne Community Center opened on October 30, 2004. The department
has three (3) major divisions: Community Center, Sports and Athletics, and Adult and
Senior Services.
In addition to the Community Center the Department continues to make facilities for
outdoor active recreation a priority. The Village of Key Biscayne executed
agreements with St. Agnes Church and School, Key Biscayne Community School and
Miami-Dade County to provide the active recreational space required for the youth
and adult active recreational needs of the community. The Department continues
to investigate other potential locations to address these needs. Currently the
Department is working with the Village Manager and the Building and Zoning
Department to develop plans that could potentially add active recreational space in
Calusa Park, Virginia Key, and within the property managed by the Virginia Key
Beach Park Trust. Significant efforts will be made this fiscal year to implement these
plans.
In 2008 the Parks and Recreation Department will undertake the administration of the
youth and adult athletic programs previously managed in concert with the Key
Biscayne Athletic Club. The Department will work with guidance provided by a
newly created advisory board. This departure from the previous work model will
provide many challenges for the department as it strives to improve the method in
which these programs are provided to the residents.
COMMUNITY CENTER DIVISION
The Key Biscayne Community Center opened for
use on October 30, 2004. The Community Center
provides a central location for all residents, both
young and old, to participate in a wide variety of
both active and passive activities. The
Community Center is a two story facility located
adjacent to the Village Green. The Community
Center includes a multi-purpose gym, 25-meter
pool, dance and aerobics studio, wellness/fitness
center, computer lab, arts & crafts room, meeting
rooms and underground parking. In addition, separate program space has been
provided for toddler, youth and teen activities. Staff continues to work with the
PARKS & RECREATION DEPARTMENT
FISCAL YEAR 2010 BUDGET
151
Community Center Advisory Board to insure that the public’s expectations are met.
A new Community Center Manager was hired on April 23, 2008 after an application
and interview process that included the Community Center Advisory Board.
The Community Center has three capital projects in different stages of completion.
The Island Room Revisions were completed on September 1, 2008. This project
replaced the carpet tiles with a wood floor to increase the programming capabilities
of the space. The addition of a second elevator and improvement of the lift station
have been approved by Council and are currently in the bidding process.
Architectural and engineering plans for a second floor expansion were approved by
Council. This project will be brought back before Council with costs estimates for
consideration.
SPORTS AND ATHLETICS DIVISION
The Athletic Coordinator and staff administer the Sports and
Athletics Division. Since 1993 under the terms and conditions
of an annual contract approved by Resolution 97-57, the
Athletic Division is responsible for the administration of the Key
Biscayne Athletic Club (KBAC), which provides athletic
programs for approximately 1,600 children. In 2008 Council
approved a recommendation from the KBAC that the Village
Parks & Recreation staff assume the administrative duties
related to providing athletic programs for the residents of the
Village. The Village Council approved the appointment of a
Youth Athletics Advisory Board to provide recommendations
to the Village. The KBAC remains in existence with the main objectives of obtaining
volunteers and fundraising. The new model approved by Village Council and the Key
Biscayne Athletic Club will place the managerial and administrative
responsibility within the department.
The Athletics Division will implement the programs with the
guidance of the newly created advisory board for athletics. The
programs available for children include: flag football, tackle
football, volleyball, youth soccer leagues, baseball, girls softball,
boys and girls basketball seasonal sports camps, the Chief Harmon
Memorial Fishing Tournament, and youth tennis leagues. Adult
programs include a spring soccer league and co-ed softball.
PARKS
The Parks Division administers the Village Green, Oceanfront Park, and St. Agnes, Key
Biscayne Community School, Crandon Park, and Calusa Park insuring that the
grounds are maintained properly. The Parks Division administers the management
agreements between the Village of Key Biscayne and Dade County Parks and
PARKS & RECREATION DEPARTMENT
FISCAL YEAR 2010 BUDGET
152
Recreation, the Archdiocese of Miami and Miami-Dade County Public Schools. The
Department manages the maintenance contractor that provides the athletic field
maintenance program for the Village Green, Key Biscayne Community School, and
St. Agnes. The parks and facilities are inspected weekly for maintenance and safety
concerns. This Division manages the issuance of permits which are required for
parties, organized sports, and special events held by any person or organization in
accordance the Village’s park rules adopted by Village Council on November 14,
1995, Ordinance 95-14.
SPECIAL EVENTS
The Special Events Division is responsible for the
coordination of several special events such as the
annual Spring Egg Hunt, Memorial Day Ceremonies,
Key Biscayne Lighthouse Run, St. Valentine Day
Celebration, Relay for Life, Concerts, Annual
Winterfest, Winterfest Boat Parade and the annual
Fourth of July Fireworks Celebration. In addition, the
Division serves as a liaison to local community and
civic groups organizing special events.
ADULT AND SENIOR PROGRAMMING
The Adult and Senior Division also benefited greatly
with the opening of the Community Center.
Participation in the social, educational, and social
service program provided are at record numbers.
Adults and seniors participate in excursions to area
attractions, events, classes, seminars and cultural
activities. The numbers of programs has increased to
meet demand. Workings with residents, senior
programs have been developed to meet the needs
of this population. Through this Division, the
Department strives to provide quality leisure opportunities for all sectors of the
population.
PERFORMANCE INDICATORS
The Village Green playground equipment replacement program was
completed on time and within budget.
The development of a new youth athletics program model was approved by
both the Village Council and the Key Biscayne Athletic Club Board of
directors.
The Community Center division was able to increase programming while
managing the space allocation required hosting the wide variety of
activities.
PARKS & RECREATION DEPARTMENT
FISCAL YEAR 2010 BUDGET
153
2010 DEPARTMENTAL OBJECTIVES
AND MANAGEMENT OVERVIEW
The Department provides a wide variety of services to the residents of Key
Biscayne. This is accomplished while maintaining a small, efficient streamline
department. The department provides prompt, efficient, and courteous service to
our customers by providing quality recreation programs and well-maintained
facilities.
The Department will continue to maximize the recreational opportunities provided
at the Village Green, St. Agnes, Community School and Crandon Park while
looking for active and passive recreational space through redevelopment and
cooperative agreements. The department participated in the Evaluation and
Assessment Report in conjunction with the Building and Zoning Department to
review how the Village green can best serve the growing demand for both passive
and active recreation. The Department will also participate in the development of
a park adjacent to the Community Center at 530 Crandon Boulevard. In addition
the Department has been working to redevelop Calusa Park and looking to lease
potential playing fields on Virginia Key. These efforts will be a priority in this fiscal
year.
The Department will continue an aggressive grant-seeking program. The
Department has maintained a high level of funding that has subsidized capitol
improvements, purchase of property, and recreational programming. This year
the department will pursue additional grants for senior, youth and teen programs
and services, the Florida Recreation Development Assistance Program Grant and
a historic preservation grant for the Calusa Playhouse.
PARKS & RECREATION DEPARTMENT
FISCAL YEAR 2010 BUDGET
154
PERSONNEL SUMMARY
Authorized Positions
Full Time Personnel
Fiscal Years
2005 2006 2007 2008 2009 2010
Parks & Recreation
Director 1.0 1.0 1.0 1.0 1.0 1.0
Adult Program Supervisor 1.0 1.0 1.0 1.0 1.0 1.0
Administrative Assistants (2) 1.0 1.0 1.0 1.0 1.0 1.0
*SPL Projects/Comm. Coord. 0.5 0.5
Total 3.0 3.0 3.0 3.0 3.5 3.5
Community Center
Community Center Manager 1.0 1.0 1.0 1.0 1.0 1.0
Youth Services Coordinator 1.0 1.0 1.0 1.0 1.0 1.0
Front Desk Manger 1.0 1.0 1.0 1.0 1.0 1.0
Total 3.0 3.0 3.0 3.0 3.0 3.0
Athletics
Athletic Coordinator 1.0 1.0 1.0 1.0 1.0 1.0
Asst. Athletic Coordinator 1.0 1.0 1.0
Total 1.0 1.0 1.0 2.0 2.0 2.0
Total Full-Time 7.0 7.0 7.0 8.0 8.5 8.5
Authorized Positions
Part-Time Personnel
Fiscal Years
2005 2006 2007 2008 2009 2010
Parks & Recreation
Part-time Administrative
Assistants 2.0 2.0 2.0 0.0 0.0 0.0
Total 2.0 2.0 2.0 0.0 0.0 0.0
Community Center
Head Lifeguard 2.0 2.0 2.0 1.0 1.0 1.0
Asst Head Lifeguard 0.0 0.0 0.0 1.0 1.0 1.0
Lifeguards 6.0 6.0 6.0 6.0 6.0 6.0
Room Monitors 14.0 14.0 14.0 14.0 14.0 14.0
Front Desk Attendant 12.0 12.0 12.0 12.0 12.0 12.0
Manager On Duty 1.0 1.0 1.0 1.0 1.0 1.0
Toddler Room Monitor 3.0 3.0 3.0 3.0 3.0 3.0
Total 38 38 38 38 38 38
Athletics
Part-time athletic Assistants 0.0 0.0 0.0 2.0 3.0 3.0
Total 0.0 0.0 0.0 2.0 3.0 3.0
Total Full-Time 40.0 40.0 40.0 40.0 41 41
PARKS & RECREATION DEPARTMENT
FISCAL YEAR 2010 BUDGET
155
Parks & Recreation FY2009 Adopted Variance
Budget FY2010 % Dollar
RECREATION DIRECTOR $117,341 $117,341 0% $0
ADMINISTRATIVE ASSISTANTS (2) $65,768 $67,741 3% $1,973
SPL PROJECTS/COMM COORDINATOR $33,622 $34,631 3% $1,009
ADULT PROGRAMS SUPERVISOR) $64,388 $66,320 3% $1,932
PAYROLL TAXES $21,506 $21,882 2% $376
RETIREMENT CONTRIBUTIONS $33,734 $34,324 2% $590
LIFE, HEALTH, DISABILITY INSURANCE $27,871 $21,600 -23% ($6,271)
WORKERS COMPENSATION $3,531 $4,228 20% $697
SENIOR TRANSPORTATION $48,672 $43,805 -10% ($4,867)
TRAVEL & PER DIEM $2,692 $2,200 -18% ($492)
CONTRACT SERVICES- WEBSITE MAINT $4,500 $3,644 -19% ($856)
COMMUNICATIONS $9,393 $10,990 17% $1,597
ELECTRICITY- ST. AGNES FIELD LIGHTS $10,867 $10,082 -7% ($786)
VEHICLE LEASE $3,600 $3,600 0% $0
RENT – ST. AGNES PLAYING FIELD $36,000 $40,000 11% $4,000
INSURANCE $26,167 $19,000 -27% ($7,167)
VEHICLE MAINTENANCE $10,000 $8,000 -20% ($2,000)
MAINT/REPAIRS- PARKS/PLAYGRND $30,000 $25,000 -17% ($5,000)
FIELD MAINTENANCE $115,000 $105,520 -8% ($9,480)
ADVERTISING $50,000 $42,500 -15% ($7,500)
SPECIAL EVENTS $77,800 $67,800 -13% ($10,000)
KEY BISCAYNE ART FESTIVAL $5,000 $4,000 -20% ($1,000)
LIGHTHOUSE RUN & WALK $10,000 $8,000 -20% ($2,000)
FOURTH OF JULY FIREWORKS $92,500 $93,600 1% $1,100
FOURTH OF JULY PARADE $20,000 $16,000 -20% ($4,000)
FOURTHOF JULY EVENT $12,200 $12,200 0% $0
WINTERFEST/HOLIDAY DECOR $50,000 $50,000 0% $0
OFFICE SUPPLIES $8,000 $8,000 0% $0
UNIFORMS $2,000 $2,000 0% $0
PROGRAM SUPPLIES $30,000 $27,000 -10% ($3,000)
MEMBERSHIP & DUES $2,000 $2,000 0% $0
PARKS & RECREATION DEPARTMENT
FISCAL YEAR 2010 BUDGET
156
EDUCATION & TRAINING $2,000 $8,000 300% $6,000
PARK IMPROVEMENTS $15,000 $13,500 -10% ($1,500)
PROGRAM EQUIPMENT $30,000 $9,000 -10% ($1,000)
$1,051,152 $1,051,152 -5% ($47,645)
PARKS & RECREATION DEPARTMENT
FISCAL YEAR 2010 BUDGET
157
Community Center FY2009 Adopted Variance
Budget FY2010 % Dollar
COMMUNITY CENTER SUPERVISOR $62,870 $66,837 6% $3,967
YOUTH SERVICES COORDINATOR $39,708 $40,899 3% $1,191
FRONT DESK MANAGER $43,738 $45,091 3% $1,353
PART TIME EMPLOYEES $425,421 $425,421 0% $0
PAYROLL TAXES $43,738 $44,236 1% $498
RETIREMENT CONTRIBUTIONS $17,558 $18,339 4% $781
LIFE, HEALTH, DISABILITY INSURANCE $16,850 $16,200 -4% ($650)
WORKERS COMPENSATION $10,044 $23,077 130% $13,033
CONTRACT SERVICES- FACILITY MGR $0 $8,000 100% $8,000
CONTRACT SERVICES- MAINT ASSISTANT $16,000 $14,000 -13% ($2,000)
REVENUE SHARING PROGRAMS $420,000 $420,000 0% $0
CONTRACT SERVICES- WEBSITE MAINT $0 $3,644 100% $3,644
COMMUNICATIONS $10,741 $11,953 11% $1,212
POSTAGE $2,500 $2,500 0% $0
UTILITIES $110,636 $114,907 4% $4,271
COPIER LEASE $0 $4,620 100% $4,620
INSURANCE $121,025 $88,000 -27% ($33,025)
COMM. CENTER BLDG MAINTENANCE $280,000 $280,000 0% $0
MINOR REPAIRS $5,000 $5,000 0% $0
ADVERTISING $50,000 $42,500 -15% ($7,500)
OFFICE SUPPLIES $8,000 $6,000 -25% ($2,000)
UNIFORMS $2,000 $2,000 0% $0
SUPPLIES $82,000 $70,200 -14% ($11,800)
$1,767,829 $1,753,425 -1% ($14,404)
ATHLETICS DIVISION
FISCAL YEAR 2010 BUDGET
158
On January 15, 2008 the Village Council voted to create the Youth Athletics Advisory
Board. This new board was formed to advise the Village as it was to begin the
process of administering the youth athletic programs under the newly create
“Athletics Division” of the Parks & Recreation Department. From 1993 to 2008, under
the terms and conditions of an annual contract approved by Resolution 97-57, the
Athletic Coordinator worked with the Key Biscayne Athletic Club (KBAC) to provide
athletic programs for the community.
In 2008 the Village Parks & Recreation’s Athletic Division assumed the administrative
duties related to providing athletic programs for the residents of the Village. The
Athletics Division will implement the programs with the guidance of the newly
created advisory board for athletics in a cooperative effort with the KBAC. The
programs available for children include: flag football, tackle football, volleyball,
youth soccer leagues, baseball, girls softball, boys and girls basketball and seasonal
sports camps. The adult programs include a soccer league and co-ed softball.
The Village of Key Biscayne will continue to work with both the Youth Athletic Advisory
Board and the Key Biscayne Athletic Club with the common goal of providing
residents with the possible youth athletic programs.
2008-09 2009-10 2008-09 2009-10
SPORT Season Season Participants Participants
Tackle Football 8/1 to 10/31 8/1 to 10/31
113 120
Flag Football 9/1 to 10/31 9/1 to 10/31
40 67
Volleyball 9/1 to 10/31 9/1 to 11/15
87 116
Traveling Soccer 9/1 to 2/28 9/1 to 2/28
194 136
Intramural Soccer 10/1 to 2/28 11/1 to 2/15
107 121
Basketball 11/1 to 2/15 11/1 to 2/15
130 144
Baseball/Softball 2/15 to 5/28 2/15 to 5/28
218 N/A
Flag Football
(Spring) 4/15 to 5/29 4/1 to 5/29
52 N/A
ATHLETICS DIVISION
FISCAL YEAR 2010 BUDGET
159
Athletics Division FY2009 Adopted Variance
Budget FY 2010
001.13.572.12000 ATHLETIC COORDINATOR $47,586 $49,013 3% $1,427
001.13.572.12001 ASST ATHLETIC COORDINATOR $29,644 $31,449 6% $1,805
001.13.572.13000 PART TIME EMPLOYEES $31,788 $31,788 0% $0
001.13.572.21100 PAYROLL TAXES $8,340 $8,587 3% $247
001.13.572.22100 RETIREMENT CONTRIBUTIONS $9,268 $9,656 4% $388
001.13.572.23100 LIFE, HEALTH, DISABILITY INSURANCE $10,800 $10,800 0% $0
001.13.572.24100 WORKERS, COMPENSATION INSURANCE $523 $5,455 943% $4,932
001.13.572.34000 BACKGROUND CHECKS $5,000 $5,000 0% $0
001.13.572.41000 COMMUNICATIONS $3,000 $1,399 -53% ($1,601)
001.13.572.43100 TEMPORARY FIELD LIGHTING $12,000 $12,000 0% $0
001.13.572.44000 CRANDON PARK FIELD USE $0 $22,000 100% $22,000
001.13.572.48190 ADVERTISING $20,000 $15,000 -25% ($5,000)
001.13.572.48191 TACKLE FOOTBALL $40,000 $62,000 55% $22,000
001.13.572.48192 FLAG FOOTBALL $16,000 $16,000 0% $0
001.13.572.48193 YOUTH SOCCER $200,000 $200,000 0% $0
001.13.572.48194 BASKETBALL $62,600 $30,000 -52% ($32,600)
001.13.572.48195 BASEBALL $70,570 $70,570 0% $0
001.13.572.48196 TRAVEL BASEBALL $30,000 $0 -100% ($30,000)
001.13.572.48197 VOLLEYBALL $14,000 $10,000 -29% ($4,000)
001.13.572.48198 ADULT SOFTBALL $1,700 $1,700 0% $0
001.13.572.48199 LACROSSE $10,500 $0 -100% ($10,500)
001.13.572.48200 ADULT SOCCER $18,000 $18,000 0% $0
001.13.572.48201 CHEERLEADING $0 $8,000 100% $8,000
001.13.572.51100 ONLINE REGISTRATION $6,000 $6,000 0% $0
$647,319 $624,418 -4% ($22,901)
CAPITAL IMPROVEMENT FUND
THE CAPITAL IMPROVEMENT FUND ACCOUNTS FOR FINANCIAL
RESOURCES TO BE USED FOR ACQUISITION OR CONSTRUCTION OF
MAJOR CAPITAL FACILITIES AND IMPROVEMENTS.
MISSION STATEMENT “TO PROVIDE A SAFE, QUALITY COMMUNITY ENVIRONMENT FOR ALL ISLANDERS THROUGH RESPONSIBLE GOVERNMENT”
CAPITAL IMPROVEMENT FUND FISCAL YEAR 2010 BUDGET
160
Pursuant to Village Charter Section 3.03 (5) and the Master Plan Section VIII, a five year (5)
Capital Improvement Program is developed and updated annually including funding
sources. The Master Plan defines capital improvements as non-recurring, financed, physical
improvement projects costing at least $25,000. The Village Master Plan establishes the
guidelines for the annual Capital Improvement Program process as follows:
CAPITAL IMPROVEMENTS
Goal 1 To undertake capital improvements necessary to provide adequate infrastructure
and a high quality of life, within sound fiscal practices.
Objective 1.1 The Annual Capital Improvement Program Process
Achieve annual Village Council use of this Element as the framework to monitor
public facility needs as a basis for annual capital budget and five-year program
preparation.
Policy 1.1.1
As part of the annual budget process, staff and engineering studies shall form the
basis for preparation of a five-year Capital Improvement Program, including one
(1) year capital budget, to further the Master Plan elements.
Policy 1.1.2
The Capital Improvement Program shall include a drainage facility
improvement/replacement program based upon the 1993 Drainage Master
Plan, adopted September 14, 1993. Construction of the system began June 19,
1995 with final completion by October 18, 1997.
Policy 1.1.3
In setting priorities, the following kinds of criteria shall be used by the Village
Council; in all cases, financial feasibility or budget impact will be assessed:
· Public Safety Projects: any project to ameliorate a threat to public health
or safety
· Quality of Life Projects: any project that would enhance the quality of life,
such as a public streetscape improvement project.
· Level of Service or Capacity Projects: any project needed to maintain an
adopted or otherwise desirable Level of Service.
· Redevelopment Projects: any project that would assist in the revitalization
of deteriorated non-residential properties.
· Biscayne Bay Enhancement Projects: any project which would enhance
the environmental quality of Biscayne Bay.
CAPITAL IMPROVEMENT FUND FISCAL YEAR 2010 BUDGET
161
Policy 1.1.4
The Village shall use designated funding mechanisms such as the
drainage utility and sewer assessments to the maximum extent feasible
thereby freeing up general funds (and general obligation bonds) for such
Village-wide projects as park land acquisition and streetscape work as
outlined in the policies of other Master Plan elements. A Stormwater Utility
Fee was enacted in 1994.
CAPITAL IMPROVEMENT ELEMENT IMPLEMENTATION SYSTEMS
A. Five-Year Schedule of Capital Improvements
B. Other Programs
The other principal programs needed to implement this element are as follows:
1. An annual capital programming and budgeting process beginning no
later than July of every year and including the use of the project selection
criteria contained in Policy 1.1.3; related thereto will be the annual review
of this element. A capital budget is submitted each year with the annual
budget.
2. Master Plan adopted by Village Council on September 14, 1993 and a
stormwater utility rate was set the same year. Project construction started
June 18, 1995 and was completed October 18, 1997.
3. June 27, 2006 Council meeting, the Village Council approved Ordinance
2006-6 authorizing construction of the sanitary sewer and water line
improvement project. The scope of work according to the Village
includes: Installation of the sanitary sewer system (sewer laterals, gravity
sewers, manholes, pump station construction (Zone 2/3) and upgrades
(Zone 1) and other components) in Zones 1, 2/3 and 4. Replacement of
the old asbestos cement water pipes within the sanitary sewer
improvement area, and restoration of pavement, landscaping and other
areas affected by the installation. The Village awarded the construction
of Zone 1 and zone 4 to Metro Equipment Services, Inc. Construction in
these zones began in October of 2007. On April 30, 2008, the Village
Council approved the contract with Trans Florida Development Corp. for
the construction of Zone 2/3 which is estimated to be completed
December of 2009. On May 13th, the Village Council approved the
agreement with Conquest Engineering for the construction of the
reclaimed water distribution system.
4. Amendments to the existing Land Development Code to assure
conformance to the "concurrency" requirements relative to development
orders, levels of service and public facility timing as outlined in item C
below.
CAPITAL IMPROVEMENT FUND FISCAL YEAR 2010 BUDGET
162
C. Monitoring and Evaluation
The Village Manager or designee shall annually prepare a status report on thi s
Capital Improvement Program for submittal to the Village Council. The primary
purpose is to update the five-year schedule including the basis for the next year's
capital budget. The project evaluation criteria shall be used in the project list
review and special attention shall be devoted to maintenance of the level of
service standards. This entire evaluation process shall be integrated into the
Village's annual budget process. This section of the 2009 budget addresses the
Master Plan requirement.
D. Concurrency Management
Concurrency Management shall be implemented as articulated in Land Use
Element Policy 2.14 and Capital Improvement Element Policy 1.4.1.
RELATIONSHIP BETWEEN OPERATING & CAPITAL BUDGETS & FISCAL IMPACT
The Village of Key Biscayne prepares a separate Capital Improvement Program from
the Operating General Fund Budget, however, the two (2) budgets are linked. The
operating budget provides funding for most capital projects and will carry the
operating impacts of those projects once constructed. Operating and maintenance
costs are reviewed with each of the capital projects. The operating budget of the
Capital Improvement Fund as distinguished from the General Fund Operating Budget, is
a multi-year financial plan for the acquisition, expansion or rehabilitation of
infrastructure, capital assets, or productive capacity of Village services. The Capital
Outlay, along with the Capital Improvement Program is developed along with the
annual operating budget. All projects are adopted Goals of the Village Council. A
Capital Asset is defined as an asset with a value of more than $25,000 and a useful life
of over three (3) years. Some exceptions may be made to this rule for practical reasons.
When the operating impact of the capital outlay are analyzed, the Capital Plan
appears to place very limited burden on the operating budget.
Capital Projects typically apply to the following:
· Expenditures which take place over two (2) or more years requiring continuing
appropriations beyond a single fiscal year;
· Systematic acquisition over an extended period of time; and
· Scheduled replacement or maintenance of specific elements of physical assets.
Revenues for the Capital Budget derive primarily from current annual operating
revenues. The Capital Improvement Budget, unlike the operating Budget, is a five year
plan which is updated annually. Only those projects scheduled during the first year of
the plan are financed and adopted as part of the Village’s Annual Operating Budget.
The Capital Outlay appropriation, upon adoption of the budget, is transferred to the
Capital Improvement Fund in accordance with Resolution 95-26 adopted July 25, 1995.
Funds remain in this account and on the books until the project is completed or closed,
and do not need to be re-appropriated every year. No property tax increase has been
required to fund Debt Service requirements since the Village’s inception. The Fiscal
Year 2009 adopted property tax rate of $3.2 per $1,000 assessed valuation remained
the same as Fiscal Year 2008.
STORMWATER UTILITY FUND
THE STORMWATER UTILITY FUND WAS ESTABLISHED IN 1993
AND IS UTILIZED TO ACCOUNT FOR THE REVENUES AND
EXPENDITURES FOR THE OPERATION, MAINTENANCE AND DEBT
SERVICE PAYMENTS FOR THE STORMWATER UTILITY SYSTEM.
MISSION STATEMENT “TO PROVIDE A SAFE, QUALITY COMMUNITY ENVIRONMENT FOR ALL ISLANDERS THROUGH RESPONSIBLE GOVERNMENT”
STORMWATER UTILITY FUND
FISCAL YEAR 2010 BUDGET
172
Mission Statement:
To maintain, manage, plan and enhance drainage systems to safeguard public
health and control flooding while protecting our waterways. To work cooperatively
to respond to the community’s need by providing reliable, professional , and cost
effective services.
GOAL:
The Stormwater Utility is addressing the needs of maintaining the stormwater systems
to remove stormwater at peak levels for which the system was designed,
addressing the needs to improve the quality of water being discharged into
Biscayne Bay and area canals in accordance with our Master Plan, solving the
local drainage problems and all flooding in these areas.
INTRODUCTION
In 1987, the United States Congress amended the Clean Water Act to require the
Environmental Protection Agency to develop regulations for the permitting of
stormwater discharges into the waters of the United States of America. Dade
County enacted a County-wide Stormwater Utility Ordinance, 91-66 in 1991. The
Village Council of Key Biscayne passed Resolution 92-23 on June 9, 1992, which
authorized the Village to withdraw from the Metro-Dade Stormwater Utility. Village
Ordinance 93-11 created the Key Biscayne Stormwater Utility Fund effective June
22, 1993.
STORMWATER UTILITY RATE AND BILLING PROCESS
The utility rate was established by Council on October 12, 1993 with the adoption of
Resolution 93-46 and an Administrative Order was executed by the Village
Manager on the same date. The billing rate established is $5.00 per each
Equivalent Residential Unit (E.R.U.) per month. A condominium unit was assigned
one (1) E.R.U. or $5.00 per month and a single family residential unit was assigned
one and one-half (1.5) E.R.U.'s or $7.50 per month. The commercial rate is
determined at one E.R.U. for each 1,083 square feet.
The Council by Resolution 93-44 adopted October 12, 1993 also authorized the
Miami-Dade Water and Sewer Department to perform the billing and collection of
the stormwater utility fee. This service was authorized by Ordinance 93-11, adopted
on June 22, 1993 and Ordinance 93-11-A adopted October 12, 1993. Resolution 93-
44 approved by the Council on October 12, 1993, authorized the Mayor to execute
the agreement. The Inter-local Agreement with the County was approved by the
Board of County Commissioners on July 26, 1994 (R-1235-94). Cost to the Village is
$0.87 per bill. The first charges were mailed in August of 1994. Income from the
STORMWATER UTILITY FUND
FISCAL YEAR 2010 BUDGET
173
stormwater billing was estimated at approximately $480,000 per year. The fees
authorized as part of the 1985 Growth Management Act (F.S. 403.0893).
NATIONAL POLLUTION DISCHARGE ELIMINATION SYSTEM (NPDES)
The Village executed an Inter-local Agreement, as per Resolution 92-31 passed on
July 14, 1992, with Metro-Dade County for the Department of Environmental
Resource Management (DERM) to perform the necessary tasks associated with the
compliance of the National Pollution Discharge Elimination System (NPDES). A two
(2) part permit application was required. The agreement is dated December 15,
1992. The initial contribution was $8,750 for the first part. Resolution 93-27-A,
adopted June 22, 1993, authorized the Village to continue with DERM as a joint-
permittee for the second part of the process. The second Inter-local Agreement
was approved and executed by Metro-Dade on July 12, 1994 for a five (5) year
period or until November 16, 2000, at a cost of $4,200 annually. It is cost effective
and prudent for the Village to continue under the terms of this Inter-local
Agreement in order to comply with the regulations. The agreement was extended
by Resolutions 2000-44 adopted August 29, 2000. A second agreement was
authorized by Resolution 2000-60, December 5, 2000 which provides for the control
of discharges until November 16, 2000 but may be extended 25 years by mutual
consent.
LEVEL OF SERVICE
A major condition affecting the proposed design of the Stormwater System is the
low elevation of the area to be drained, combined with tidally-controlled
groundwater. This combined with the intense existing development with no
available major retention/detention area, limited the drainage system options. The
other major consideration was to develop a system that was affordable to the
Village. Based on these considerations a "level of service" was developed to define
these parameters. The stormwater design has been developed by evaluating the
amount of rainfall that will fall on a given area within a specific time period. This is
the intensity of rainfall that a drainage system is designed to accommodate. This
intensity is usually expressed as units of inches of rainfall per hour or the inches of
rainfall over a one (1), two (2), or three (3) day period. The rainfall intensities are
categorized within an average occurrence interval. This is expressed in a fixed
number of years per occurrence, such as a five-year storm which means that from
the rainfall data, this storm will occur on an average of once in every five (5) years.
Because this in only an average, it does not mean that once this storm occurs it will
be another five (5) years before another storm of this magnitude will occur. It is
quite possible that two (2) or more such magnitude storms could even occur in a
single year. This intensity of rainfall per the average years of occurrence is called
the design storm. Therefore, a five-year design storm is the intensity of rainfall
expected to occur on an average of once in five (5) years. The design objective
was to remove water from the public right-of-way within 12 hours of the five-year
STORMWATER UTILITY FUND
FISCAL YEAR 2010 BUDGET
174
design storm. From this combination of parameters, especially intensity and
frequency, the level of service for the drainage system was developed for the area
west of Crandon Boulevard. The level of service is as follows based on the project
cost:
DESIGN STORM - 5 YEAR
Drainage Area Assumption
Flooding Duration – Hours
Minor Runoff Private Property
4+
Major Runoff Private Property
8+
Full Runoff Private Property
11+
This is to say that the design storm will be evacuated from the streets within a 4 to 11
hour period. The Village had set a level of expectation of "within" 24 hours. This
level of service is based on the drainage wells handling the total stormwater
discharge. This system, however, has an overflow capability into eleven existing
positive drainage outfalls, discharging directly into Biscayne Bay, after flowing
through a pollution control structure. Therefore, these flooding durations could be
less based on the ability to overflow into these existing outfall systems.
Although the design storm is based on a once in a five (5) year average, the
intensity of lesser occurring storms does not cause major reduction in the rainfall
intensity. Therefore, these conditions could occur with minor reductions in the
flooding after lesser storms.
There are a couple of reasons why the system functions so well. The first and
primary reason is that the average well is disposing 4500 gallons per minute per foot
of head. This is significantly higher than 5 year storm design level which was
estimated at only 1000 gallons per minute per foot of head. The second reason is
the overflow weirs to the ocean. Before the rainwater has a chance to reach a
very high level, outfall weirs dispose the stormwater into the sea.
FLOODPLAIN MANAGEMENT PLAN
A Floodplain Management Plan has been completed to address the problem of
repetitive loss properties; to improve the Village’s ability to cope with flood hazards
and problems; and to gain further points in the Community Rating System for flood
insurance coverage. The plan prioritizes proposed project improvements. The plan
was prepared with a $40,000 State of Florida Department of Community Affairs
Emergency Management Preparedness and Assistance Trust Fund (EMPATF) grant
which the Village secured competitively in March 1997. The Council adopted
Resolution 97-31, May 13, 1997 which authorized contracts enabling work to start at
STORMWATER UTILITY FUND
FISCAL YEAR 2010 BUDGET
175
on May 27, 1997. A local citizen Advisory Committee has reviewed planning
proposals and made recommendations to the Village Manager. The Plan was
submitted to the Council April 28, 1998. Resolution 98-18, adopted the plan at the
same meeting. The Village of Key Biscayne submitted a Floodplain Management
Plan (FMA) update to the National Flood Insurance Program's (NFIP) Community
Rating System (CRS) program to meet the October 1, 2009, deadline. The staff is
looking to lower the rating to a Class Six by certain Council actions.
CONSTRUCTION PROJECT
The stormwater project cost is approximately $10 million. The revenue was derived
from a bank loan of $7.2 million, a direct $1.5 million contribution from the General
Fund authorized February 9, 1995, a $750,000 grant from the 1995 U.S. Department
of Commerce, Economic Development Administration, a 1996 $167,000 grant from
the South Florida Water Management District and interest income.
The project was started on the east side of Crandon Boulevard and began on June
19, 1995 and was completed March 1, 1996. The second phase west of Crandon
Boulevard was started January 8, 1996 and was completed October 18, 1997. In
conjunction with the stormwater project, Miami-Dade Water and Sewer
Department replaced approximately $1.5 million of existing water mains at their
cost. In addition to the above $7.2 M contracts additional drains were installed
along portions of Fernwood Road and all of East Enid Drive.
PUMP STATION UPGRADE
The Village replaced the station’s twin 4000 gpm vertical propeller pumps, with new
high efficiency models. The electrical controls were replaced, valves were
serviced, the collection system pipes were flushed and the drainage well was
rehabilitated. These upgrades restore the hydraulic capacity of the system to its
most efficient condition, thereby relieving the street flooding and mitigating
potential overflows to surface waters. The pump upgrade was completed in March
of 2009.
STORMWATER UTILITY FUND
FISCAL YEAR 2010 BUDGET
176
1999 STORMWATER UTILITY REVENUE BOND SERIES
The $7.2 million Stormwater Revenue Bond Anticipation Notes were originally issued
April 11, 1995, extended in 1997 and 1998. Ordinance 98-9 adopted October 27,
1999 authorized the issuance of $7.2 million of Stormwater Utility Revenue Bonds for
the purpose of providing permanent funding for the project.
YEAR
ORDINANCE
RESOLUTION
RATE
1995
95-3
95-11
4.89%
1997
97-9
97-11
4.52%
1998
98-2
98-06
4.32%
Bids were received and opened January 8, 1999. Council by motion accepted the
low bid by NationsBank at a fixed annual rate of 4.13% for 20 years at the January
12, 1999 meeting. Resolution 99-9 adopted January 26, 1999 approved the sale of
bonds to NationsBank. The bonds mature October 1, 2019. Interest is payable
January, April, July and October beginning April 1, 1999 on the outstanding
balance. The principal is due annually each October 1st. The payments shall be
from the stormwater utility fees and from a covenant to budget and appropriate
from legally available Non-Ad Valorem revenues. As of September 30, 2009, the
outstanding debt will be $4,835,000.
LOCAL MITIGATION STRATEGY
Resolution 98-38 authorizes the execution of an interlocal agreement with Miami-
Dade County wherein the Village agrees to actively participate in the preparation
of a County-wide unified Local Mitigation Strategy (LMS) which addresses not only
flooding hazards but all hazards to which Key Biscayne and the County are prone.
STORMWATER UTILITY FUND
FISCAL YEAR 2010 BUDGET
177
Debt Service Schedule
Loan Balance Principal Interest Fiscal Year Total
Year $7,200,000
1999 $7,065,000 135,000.00 74,951.01 $209,951.01
2000 $6,940,000 125,000.00 291,784.50 $416,784.50
2001 $6,810,000 130,000.00 286,622.00 $416,622.00
2002 $6,625,000 185,000.00 281,253.00 $466,253.00
2003 $6,430,000 195,000.00 273,612.50 $468,612.50
2004 $6,225,000 205,000.00 265,559.00 $470,559.00
2005 $6,010,000 215,000.00 257,092.50 $472,092.50
2006 $5,785,000 225,000.00 248,213.00 $473,213.00
2007 $5,550,000 235,000.00 238,920.50 $473,920.50
2008 $5,200,000 350,000.00 229,215.00 $579,215.00
2009 $4,835,000 365,000.00 214,760.00 $579,760.00
2010 $4,450,000 385,000.00 199,685.50 $584,685.50
2011 $4,045,000 405,000.00 183,785.00 $588,785.00
2012 $3,620,000 425,000.00 167,058.50 $592,058.50
2013 $3,175,000 445,000.00 149,506.00 $594,506.00
2014 $2,710,000 465,000.00 131,127.50 $596,127.50
2015 $2,220,000 490,000.00 111,923.00 $601,923.00
2016 $1,705,000 515,000.00 91,686.00 $606,686.00
2017 $1,165,000 540,000.00 70,416.50 $610,416.50
2018 $595,000 570,000.00 48,114.50 $618,114.50
2019 $0 595,000.00 24,573.50 $619,573.50
Total Annual Debt Payment Schedule
STORMWATER FUND
Coupon: 4.136% per annum, $7,200,000, Stormwater Construction Facilities, Series 1999,
Nationsbank, N.A.
STORMWATER UTILITY FUND
FISCAL YEAR 2010 BUDGET
178
Revenues FY 2003 FY 2004 FY 2005 FY 2006 FY 2007 FY 2008 FY 2009 FY 2010 FY 2011
Operating Revenue $528,049 $543,379 $543,379 $543,379 $530,000 $543,379 $543,379 $543,379 $543,379
Interest Income $64,826 $57,423 $56,183 $54,143 $30,000 $48,186 $38,297 $27,753 $16,239
General Fund Contributions $0 $0 $0 $0 $0 $0 $0 $0 $0
Total Revenues $592,875 $600,802 $599,562 $597,522 $594,655 $591,565 $581,676 $571,132 $559,618
Expenditures
Administrative Costs $70,000 $70,000 $70,000 $70,000 $70,000 $70,000 $70,000 $70,000 $70,000
Repair & Maintenance $80,000 $80,000 $90,000 $100,000 $100,000 $100,000 $100,000 $100,000 $100,000
Pump Station Replacement $0 $0 $0 $0 $0 $0 $0 $0 $0
Principal and Interest $468,613 $470,559 $472,093 $473,213 $473,921 $579,215 $579,760 $584,686 $588,785
Total Expenditures $618,613 $620,559 $632,093 $643,213 $643,921 $749,215 $749,760 $754,686 $758,785
Revenue Over
(Under) Expenditures ($25,738) ($19,757) ($32,531) ($45,691) ($49,266) ($157,650) ($168,084) ($183,554) ($199,167)
Beginning Fund Balance $941,140 $915,402 $895,645 $863,114 $817,423 $768,157 $610,507 $442,423 $258,869
Ending Fund Balance $915,402 $895,645 $863,114 $817,423 $768,157 $610,507 $442,423 $258,869 $59,702
18 Year
Revenues FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 Totals
Operating Revenue $543,379 $543,379 $543,379 $543,379 $543,379 $543,379 $543,379 $543,379 $9,222,113
Interest Income $3,745 $0 $0 $0 $0 $0 $0 $0 $418,071
General Fund Contributions $155,250 $280,500 $280,500 $348,650 $204,380 $359,200 $367,930 $225,630 $2,222,040
Total Revenues $702,374 $823,879 $823,879 $892,029 $747,759 $902,579 $911,309 $769,009 $11,862,224
Expenditures
Administrative Costs $70,000 $70,000 $70,000 $70,000 $70,000 $70,000 $70,000 $60,000 $1,180,000
Repair & Maintenance $100,000 $100,000 $100,000 $100,000 $100,000 $100,000 $100,000 $100,000 $1,650,000
Pump Station Replacement $0 $0 $150,000 $150,000 $0 $150,000 $150,000 $0 $600,000
Principal and Interest $592,059 $594,506 $596,128 $601,923 $606,686 $610,417 $618,115 $619,574 $9,530,253
Total Expenditures $762,059 $764,506 $916,128 $921,923 $776,686 $930,417 $938,115 $779,574 $12,960,253
Revenue Over
(Under) Expenditures ($59,685) $59,373 ($92,249) ($29,894) ($28,927) ($27,838) ($26,806) ($10,565) ($1,098,029)
Beginning Fund Balance $59,702 $17 $59,390 ($32,859) ($62,753) ($91,680) ($119,518) ($146,324) $941,140
Ending Fund Balance $17 $59,390 ($32,859) ($62,753) ($91,680) ($119,518) ($146,324) ($156,889) ($156,889)
Assumptions:
1. $7,200,000 Stormwater Utility Revenue Bonds issued for 20 years at a fixed rate of 4.136%.
2. Operating revenue is based on additional units only. No fee increases or new units are anticipated to occur after FY 2004.
3. A reserve is established for replacement of the pump stations.
4. Deficits are projected to start to occur in FY 2014.
Available Options to Reduce the GF Contribution or Repay the Fund:
1. Increase the Stormwater Fees by the CPI factor.
2. Repay the GF with interest after the Bonds are retired in FY 2019.
SOLID WASTE AND RECYCLING
COLLECTION AND DISPOSAL FUND
THE SOLID WASTE AND RECYCLING COLLECTION AND DISPOSAL FUND IS A
SELF-SUPPORTING ENTERPRISE FUND ESTABLISHED IN 1995 AND IS UTILIZED TO
ACCOUNT FOR THE REVENUES AND EXPENDITURES ASSOCIATED WITH CURBSIDE
COLLECTION AND DISPOSAL OF SOLID WASTE AND RECYCLING MATERIALS
PRIMARILY FROM SINGLE FAMILY RESIDENTIAL UNITS.
MISSION STATEMENT “TO PROVIDE A SAFE, QUALITY COMMUNITY ENVIRONMENT FOR ALL ISLANDERS THROUGH RESPONSIBLE GOVERNMENT”
SOLID WASTE AND RECYCLING COLLECTION AND DISPOSAL FUND FISCAL YEAR 2010 BUDGET
179
Mission Statement:
To provide a comprehensive service oriented residential solid waste management service.
GOAL: To provide a comprehensive, responsive, efficient and effective residential solid waste
collection program by providing curbside pick-up and recycling, and delivery to an approved
disposal site, to prevent health and safety hazards and protect the environment.
BACKGROUND
The Village Council first reviewed the solid waste and recycling collection and disposal services for
single family residences provided by Metro-Dade County at the March 25, 1993 Council meeting.
The intent to transfer the service from Dade County was included in Goals and Objectives
established by the Village Council on two (2) separate occasions. The transfer was permitted by the
Metro-Dade transitional inter-local agreement, Section III-A, executed December 30, 1992.
In accordance with Village Goals and Objectives, on October 26, 1993 Council approved a
contract, submitted October 19, 1993, to study the cost of providing single-family residential solid
waste and recycling collection services. The study analyzed the then current annual fee ($399)
levied by Metro-Dade County as compared to an undetermined fee of a Village private contractor.
In anticipation of providing this service, in accordance with the inter-local agreement, the Village
presented the County a transfer notice on April 1, 1994. Council discussed the collection program
over the next several months.
FIRST FIVE-YEAR CONTRACT
On May 10, 1994, Council authorized staff to draft a Request for Proposal (RFP). The RFP was
advertised in the Miami Daily Business Review on June 29 and 30, and July 1, 1995, with a pre-bid
conference on July 8, 1995. Six (6) private contractors and the City of Miami submitted proposals on
July 22, 1994. On August 24, 1994, a committee of local municipal officials interviewed all
contractors, developing a four (4) contractor short-list. Village Council, via Resolution 94-46, adopted
December 22, 1994, awarded the contract to Industrial Waste Services, Inc. (presently known as BFI).
All parties executed the five (5) year contract on December 30, 1994, with services beginning on
January 2, 1995. This contract ended December 31, 1999.
RATE SCHEDULE AND BILLING
Adopted April 11, 1995, Ordinance 95-4 authorized Village Council to set fees for solid waste and
recycling collection and disposal services. On April 11, 1995, Resolution 95-9 established the annual
fee at $199 per year, which is one of the lowest annual solid waste and recycling fees in Miami-Dade
County. This fee reduction translated into a $200 annual savings for Village residents. Ordinance 96-
3, adopted April 9, 1996, established a 5% late fee, 1/2% monthly interest charge, and a 10% lien fee
for delinquent bills.
SOLID WASTE AND RECYCLING COLLECTION AND DISPOSAL FUND FISCAL YEAR 2010 BUDGET
180
YEAR
2007
2008
2009
2010
Starting Fund Balance $290,780 $290,780 $203,502 $225,187
Revenue 544,820 538,238 639,055 643,105
Contract Expenses 514,008 514,008 631,737 609,022
Admin. Expenses 4,000 2,000 2,000 5,500
Uncollected Accounts 26,312 22,230 5,308 20,866
Total Expenses 544,320 538,238 639,055 635,388
EOY Net Inc./loss 0 87,278 21,685 0
EOY Balance $290,780 $203,502 $225,187 $232,904
EOY: End of Year
SINGLE FAMILY HOME SERVICE
The Village program consists of garbage, yard waste, bulky waste, and recyclable collection and
disposal from single-family homes. The county provides a home chemical collection program
and dead animal pick-up. BFI provides the following services for approximately 1,289 single-family
homes within the Village:
-Garbage and Yard Trash collection - Bulk Waste collection - once per month
twice a week
- Recyclable collection - once per week - Residential dumpster - 24 hours per day
- Special collections - $12.00 per cubic yard, upon request
SECOND FIVE-YEAR CONTRACT
Resolution 99-28, adopted April 20, 1999 directed the Manager to issue a Request for Proposal
(RFP) for soliciting bids for solid waste haulers. Letter dated May 10, 1999 to BFI Inc. in accordance
with section 2.2 of the contract stated the non-renewal of the agreement by the Village. The
advertisement appeared in the Miami Business Review on July 1, 1999. On July 8, 1999 the Village
held a pre-bid meeting to discuss the Solid Waste and Recycling Collection Request for Proposal.
Waste Management, Inc. and BFI Waste Management of North America, Inc. submitted RFPs on
July 22, 1999.
A memorandum dated August 17, 1999 to the Village Council from the Manager recommended
a five (5) year contract be awarded BFI Waste Systems of North America provided the annual
refuse fee is increased to $220 from $199. Resolution 99-74 (September 9, 1999 authorized the
Village Manager to negotiate a new five-year contract. Resolution 99-81 (October 12, 1999) set
the fee at $220 per year. Ordinance 99-8 (October 26, 1999) approved the five (5) year
agreement and the contract was executed October 26, 1999.
THIRD CONTRACT
A Request for Proposal was issued by the Village on October 13, 2004 for solid waste haulers. The
Village held a pre-bid conference on November 1, 2004 to discuss the solid waste and recycling
Request for Proposal. Three bids were received on November 24, 2004. Bids were received from
SOLID WASTE AND RECYCLING COLLECTION AND DISPOSAL FUND FISCAL YEAR 2010 BUDGET
181
BFI of North America, Waste Management, Inc. and Global Waste Inc. On December 7, 2004, a
motion was made by the Village Council to extend the BFI contract for one month. The Village
Manager recommend at the January 25, 2005 Council Meeting that Waste Management, Inc. be
awarded the bid for Solid Waste Services. The Village Council selected Waste Management, Inc.
as the new service provider.
Beginning January 1, 2005, a new type of side-yard pick up service was initiated at a fee of $420
per household. In Fiscal year 2009, this fee was increased to $495 per household.
FUND DESCRIPTION
The Solid Waste and Recycling Collection and Disposal Fund is a self-supporting enterprise fund
intended to recover all contractual expenditures to provide residential refuse services.
REVENUES
The $643,105 revenue represents the total of all billed single-family homes (1,289) at $495 per
residence less $20,866 for uncollected accounts. Fees were increased due to escalations in the
contract with Waste Management Inc.
EXPENDITURES
The line item for administrative expenses covers administrative personnel costs, billing and
collection costs, supply costs and uncollectible fees. The remaining generated funds are utilized
for public information material, special collections, and other administrative expenditures.
ENTERPRISE FUND - SOLID WASTE
RECYCLING COLLECTION FUND
Description
Actual FY
2004
Adopted
FY 2005
Adopted
FY 2006
Adopted FY
2007
Adopted FY
2008
Adopted FY
2009
Adopted FY
2009
Operating Revenue
$284,900 $545,162 $545,162 $544,320 $537,238 $638,055 $643,005
Interest Income
1,071 0 500 500 1,000 1,000 100
Total Revenues
$285,971 $545,162 $545,662 $544,820 $538,238 $639,055 $643,105
Expenditures
Contractual Services 1
$255,196 $514,008 $514,008 $514,008 $514,008 $631,747 $609,022
Administrative Costs
3,978 4,000 4,000 4,000 2,000 2,000 5,500
Uncollectable
Accounts
0
27,154 27,154 26,312 22,230 5,308 20,866
Total Expenses
259,173 $545,162 545,162 $544,320 $538,238 $639,055 $635,388
Estimated Fund
Balance
$192,882 $192,822 $192,822 $192,822 $192,822 $192,822 $201,598
1. Contractual Services is solid waste and recycling collection and disposal contract with BFI Waste Systems of North America.
SANITARY SEWER FUND
THE SANITARY SEWER IMPROVEMENT FUND IS A SELF-SUPPORTING
ENTERPRISE FUND ESTABLISHED IN 1998 AND IS UTILIZED TO ACCOUNT FOR THE
REVENUES AND EXPENDITURES ASSOCIATED WITH THE SANITARY SEWER
CONSTRUCTION PROGRAM.
MISSION STATEMENT “TO PROVIDE A SAFE, QUALITY COMMUNITY ENVIRONMENT FOR ALL ISLANDERS THROUGH RESPONSIBLE GOVERNMENT”
SANITARY SEWER IMPROVEMENT FUND
FISCAL YEAR 2010 BUDGET
182
Mission Statement:
To Finance and construct sanitary sewer collection and transmission facilities to serve
the areas of the community.
Sanitary Sewer Improvement Fund
A Sanitary Sewer Improvement Fund was created by Ordinance 98-10, adopted
October 27, 1998 within the enterprise funds of the Village. The purpose of this fund is to
provide financing to construct this project with a special assessment on the served
property owners and a contribution from the General Fund. The project will serve the 706
homes on Key Biscayne that do not have a municipal sanitary sewer available to them.
Ordinance 99-3, adopted April 20, 1999, authorizes the special assessment process.
Ordinance 99-9 authorizes the State Loan and Resolution 99-92 approved the project.
Resolution 2001-35 adopted May 8, 2001 authorized the project to proceed and
approved the assessment procedures. After completion of construction, the sanitary
sewer system will be maintained and operated by the Miami-Dade Water and Sewer
Department in accordance with an inter-local agreement. After twenty (20) years, the
system will be sold to the County for a nominal fee.
1. REASONS FOR SANITARY SEWERS
The following are some of the reasons why Village Councils, since the incorporation of
the Village have decided that the present sanitary sewer collection system should be
expanded to those areas not provided by a municipal sanitary sewer collection system.
These reasons were discussed and developed by the area residents on several
occasions.
a. The 1995 Master Plan, adopted by the Village and approved by the State of
Florida after extensive workshops and public discussion, mandates that a sanitary
sewer system be made available to all areas being served by a septic tank, on or
before the year 2008.
According to a statement from Mr. Kenneth B. Metcalf representing the State
of Florida Department of Community Affairs at the Village Council Meeting of
November 9, 1999:
“…If an attempt is made to change the Plan, the Plan would be found in
non-compliance” … “If the Village goes forward, does not connect and
does not change the Plan, the law gives citizens the ability to challenge
development orders that are issued. That could include expansion of
houses and any permit that would rely on septic tanks.”
b. Because of the Village’s high water table and the poor water absorption
characteristics of its soil, septic tanks may contaminate the environment after
heavy rains, with effluents rising to the surface and otherwise contributing to
ocean and bay pollution. This fact was discussed in The Islander News article of
March 25, 1999. In the same issue, Mr. Samir Elmir, State Health Department
SANITARY SEWER IMPROVEMENT FUND
FISCAL YEAR 2010 BUDGET
183
Administrator for Miami-Dade County, made the following statement, “a sewer
system is better for a community than a septic system because it pumps the
sewage away for treatment rather than treating it locally. It is safer and much
better system.” Mr. Elmir also discussed the subject at the November 9, 1999
Council Meeting where he stated that: “… soil conditions on Key Biscayne are not
proper for septic tanks…the set back to the surface water is very close to
Biscayne Bay and the coastline”... “ Anything more than one septic tank per 5
acres must be considered relatively high density and would impact the water
quality in the area.”… “The State of Florida has jurisdiction to fully implement the
septic tank program but they do not enforce any type of program to insure that
the system is functioning properly”…
“There are a lot of old systems on Key Biscayne and some have water levels
6 inches above the gravel. In contrast when a NEW permit is issued on Key
Biscayne, the new systems are mounded 3 feet above the natural ground
level”.
“… Random samples were taken…after heavy rain from standing water.
One was taken from an area served by sewer and one from an area served
by septic systems. The levels of fecal coloforms were very high in the area
served by septic systems in comparison with the areas served by sewer. This
is an indication that human or warm-blooded animal waste has been
contaminating the water. Harmful pathogens are present in the water.”…
“Having a sewer system is a cleaner solution and it will protect the
environment. From a public health standpoint, a sewer system is the
appropriate system.”… “If you are on septic, any addition to your existing
home is almost impossible.”
c. There is a potential for loss of real estate values for those homes/lots not served by
a municipal sanitary sewer system. New home sizes may have to be reduced due
to a larger drain-field installation. (In 1986 the drain-field area requirement for a
four-bedroom dwelling was 125 S.F.; in 1995 it was 1,142 S.F.).
d. The financial impact of the system on the residents is relatively short-term. It is likely
to represent an investment that will be returned in the form of increased property
values over a relatively short time, particularly if major home improvements are
contemplated;
e. State Health Department regulations with respect to septic tank maintenance,
repair and replacement are subject to constant amendment. The regulatory
environment and the regulations are becoming more and more restrictive,
resulting in a higher and higher cost of compliance; and
f. The Florida Department of Environmental Protection (DEP) has made available an
extraordinary opportunity to encourage the construction of the sanitary sewer
system by providing pre-construction, construction and long term (20-year)
SANITARY SEWER IMPROVEMENT FUND
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184
financing at 2.56% interest for the total capital cost of the project. There is no
assurance, if the Village does not avail itself of this financing, that a comparable
opportunity to build and finance the system will be available at this rate in the
future.
2. SERVICE AREA
The limits of the project areas are: Ocean Drive the East; Biscayne Bay to the West; West
Heather Drive to the North; and West Mashta Drive to the South (see attached map)
3. COMPREHENSIVE PLAN
A citizen survey in 1993 reported that the extension of the sanitary sewer system was
supported by a majority of those respondents replying to the survey. The Comprehensive
Plan, adopted in 1995 (Ordinance 95-8) requires a central sanitary sewer to all of the
community by the year 2008. It is part of the Capital Improvement element of the plan.
More specifically, future Land Use Policy 2.1.1 states that:
“... The Village shall cooperate with the County in an attempt to complete
a financial and engineering plan to extend sanitary sewers to as much of
the remaining un-sewered areas as is financially and otherwise desirable.
The intent is to complete that plan as soon as technically and financially
feasible but not later than 1998 and to begin implementation as soon as
technically, and financially feasible and complete implementation no later
than 2008 ...”
The State of Florida Department of Community Affairs (DCA) noted that the collection
system is part of the settlement agreement between the Village and DCA in their June
12, 1995 letter to the Village. The Village request was 2014. Other DCA communications,
including its letters of February 5, 1998 and February 18, 1998, urge the Village to
proceed with its sewer program as included in its Master Plan. Finally, it should be noted
that the program is also consistent with the Florida Coastal Management Program.
4. GOALS AND OBJECTIVES OF VILLAGE COUNCILS
Since incorporation in 1991, Village Councils have adopted Goals and Objectives on
nine (9) separate occasions. On each occasion the construction of a sanitary sewer
collection system was included as one of the Council goals and given a high priority. In
addition, specific sanitary sewer workshops were held each year since 1996.
5. MIAMI-DADE COUNTY
a. Secured Miami-Dade County Environmental Quality Control Board (EQCB)
approval, on a class basis, for an extension of up to 10 years plus an additional
hardship extension for up to another 5-year to connect to the system and
abandon the existing septic systems (June 12, 1997).
b. Pursuant to this approval, the homeowner is required to connect to the collection
system immediately when one or more of the following conditions occur:
SANITARY SEWER IMPROVEMENT FUND
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185
(1) Failure of property’s existing septic tank system occurs;
(2) Improvements or repairs to a property exceed 50% of its value; or
(3) A change in property ownership occurs.
c. County Resolution #1164-98 adopted October 26, 1998 approved an inter-local
agreement providing for the operation and maintenance of the system by the
Miami-Dade County Water and Sewer Department. The system will be leased for
a period of 20 years; then sold to the County for a nominal payment. Resolution
98-45 adopted August 25, 1998 authorizes the Village Manager to execute the
agreement. (The wastewater from the proposed collection system will be
transmitted to the central district combined wastewater treatment plant for
treatment on Virginia Key.)
6. FLORIDA HEALTH DEPARTMENT
A letter dated April 20, 1999 to the Village Manager from the Village Attorney indicates
that the Florida Department of Health will not take any action to interfere with the
Sanitary Sewer connection timetable which has been approved by the Miami-Dade
County DERM and the Miami-Dade County Environmental Quality Control Board
pursuant to Board Order No. 97-49. The Board order states the Village residents shall
have ten (10) years to connect to the sanitary sewer line unless:
a. Failure of a property’s existing septic tank system occurs;
b. Improvements or repairs to a property exceed 50% of its value; or
c. A change in property ownership occurs.
This information was submitted to the Village Council in a memorandum dated April 23,
1999 from the Village Manager.
7. ENGINEERING PLANS FOR COLLECTION AND TRANSMISSION SYSTEM
A motion was passed at the September 12, 1995 meeting authorizing the preparation of
an RFQ for a Master Plan for the sanitary sewer project. At its February 24, 1998 meeting,
Council adopted the 1997 Sanitary Sewer Feasibility Study and Master Plan prepared by
C.A.P. Engineering, Inc., which was presented to the Council November 11, 1997.
At its March 10, 1998 meeting the Village Manager was authorized to retain the
engineering firm of PBS & J to prepare plans and specifications for the sewer
project at a cost not to exceed $400,000.
At its March 31, 1998 meeting the Council, by motion, agreed to construct a sanitary
sewer collection system. PBS & J submitted the preliminary design report to the Council
August 25, 1998.
The sanitary sewer system construction will consist of the installation of approximately
39,000 linear feet of gravity sewers, approximately 1,885 linear feet of force mains, one
SANITARY SEWER IMPROVEMENT FUND
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186
(1) new 30 HP pump station, upgrading (1) pump station to 15 HP, and providing service
laterals to the right-of-way line for approximately 706 addresses. The entire system
discharges into a proposed 24" Force Main along Crandon Boulevard. This force main
extension connects to the existing main sewer system at Crandon Boulevard and Harbor
Drive.
8. WATERLINE REPLACEMENT PROGRAM
During the construction of the stormwater system the county utility department (Miami-
Dade Water & Sewer Department) replaced approximately $1.5 million cement asbestos
water pipes at no cost to the community.
If the existing water system is replaced simultaneously by the same contractor who is
installing the sanitary sewer, a cost reduction is possible. The potential cost reductions
relate to maintaining, relocating and repairing the existing water line during the
installation of the new sewer system. There is a potential costs savings in mobilization and
interest costs if the work is awarded to the same contractor.
9. 2005 Status
After the November 2, 2004 election, the Village stands to receive approximately $5.1
million dollars from the County’s General Obligation Bond Program. The Village is working
with the Miami-Dade Water and Sewer Department and the County Manager’s office for
funding for the asbestos water pipes. A workshop to discuss the Sanitary Sewer Project
took place on January 18, 2005. At the November 22, 2005 Council Meeting, PBS&J
updated the project estimate to $9.5M – $10.5M.
10. 2006 Status
The Village is set to receive $5.6 Million from the General Obligation Bond for this project.
The Village is working closely with the County with the replacement of the water pipes.
PBS&J has updated the plans and revised cost estimates for the entire project. The
Village has hired the Firm of Estrada Hinojosa to serve as the Financial Advisor for this
project. The sanitary sewer project is estimated at close to $20 million. The project is
scheduled to begin in the summer of 2007. The Miami-Dade County Water and Sewer
Department (WASD) and the Village of Key Biscayne will be partners in the first alternative
water supply project in Miami-Dade County. "Purple pipes" to provide reclaimed water for
irrigation in public areas will be installed in conjunction with new sanitary sewers and
replacement mains for potable water. Treated wastewater will be transported in a new
water main to Key Biscayne once the proposed reuse plant at the Central District
Treatment Plant on Virginia Key is in service. The Links at Crandon Park public golf course
at the north end of the island also will be irrigated with reclaimed water.
Updated estimated costs of $20,223,000 for simultaneous construction of both sewers and
water pipes were presented at the June 27, 2006 Village Council meeting by Lourdes
Abadin of Estrada Hinojosa, the Village’s Financial Advisor for the project. This number
includes updated construction costs as well soft costs for hiring a project manager and
public relations firm (7% of construction costs). The combined sanitary sewer estimate of
$11,770,000 represents 58.2% of the cost; the combined water pipe estimate of $8,453,000
SANITARY SEWER IMPROVEMENT FUND
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represents 41.8% of the cost. The actual costs will be determined by the Village Council
based upon the contract for project construction awarded as a result of a competitive
bidding process.
Confirmed outside funding for the sewer element consists of $5,100,000 (Miami-Dade
County GOB) and $964,300 (US EPA grant). The estimated funding shortfall is $5,705,700.
The County has committed to pay $6,000,000 for water pipe replacement. This results in a
funding shortfall of $2,453,000 for the water pipe element.
11.2007 Status
June 27, 2006 Council meeting, the Village Council approved Ordinance 2006-6
authorizing construction of the sanitary sewer and water line improvement project. The
scope of work according to the Village includes: Installation of the sanitary sewer system
(sewer laterals, gravity sewers, manholes, pump station construction (Zone 2/3) and
upgrades (Zone 1) and other components) in Zones 1, 2/3 and 4. Replacement of the old
asbestos cement water pipes within the sanitary sewer improvement area, and
restoration of pavement, landscaping and other areas affected by the installation. The
Village awarded the construction of Zone 1 and zone 4 to Metro Equipment Services, Inc.
Construction in these zones began in October of 2007.
The Miami-Dade County Water and Sewer Department (WASD) and the Village of Key
Biscayne will be partners in the first alternative water supply project in Miami-Dade
County. "Purple pipes" to provide reclaimed water for irrigation in public areas will be
installed in conjunction with new sanitary sewers and replacement mains for potable
water. Treated wastewater will be transported in a new water main to Key Biscayne once
the proposed reuse plant at the Central District Treatment Plant on Virginia Key is in
service. The Links at Crandon Park public golf course at the north end of the island also
will be irrigated with reclaimed water.
12. 2008 Status
The Village awarded the construction of Zone 1 and zone 4 to Metro Equipment Services,
Inc. Construction in these zones began in October of 2007. On April 30, 2008, the Village
Council approved the contract with Trans Florida Development Corp. for the construction
of Zone 2/3 which is estimated to be completed December of 2009. On May 13th, the
Village Council approved the agreement with Conquest Engineering for the construction
of the reclaimed water distribution system.
13. 2009 Status
The construction of Zone 1 and zone 4 by Metro Equipment Services, Inc. has been
finalized. The zone 4 of the project has been fully conveyed to Miami Dade
Water and Sewer Department. Conveyance of zone 1 will follow shortly. The
construction of zone 2/3 is approximately 95% and the Village’s goal is to convey
all water and sewer improvements by February - March 2010. The Village
received notice on September 10, 2009 from the Miami-Dade County Water and
Sewer Department (WASD) that residents in Zone 4 (Holiday Colony area, can
connect to the new sewer system.
MILESTONES FOR THE VILLAGE
188
Incorporation: Yes= 1,653 No= 1,137
November 6, 1990
Charter Adoption: Yes= 1,124 No= 541
June 18, 1991
Date of First Council Election
September 3, 1991
First Council Meeting
September 23, 1991
Ordinance 92-8 (Local Planning Agency)
February 25, 1992
Village Manager Hired
March 2, 1992
Beautification Program Initiated
May 12, 1992
Mission Statement Adopted
June 6, 1992
Transition Agreement approved by Village Council
June 9, 1992
Ordinance 92-14 (Special Master)
June 23, 1992
Village Offices Dedicated
June 25, 1992
Recreation Department Operational
July 20, 1992
Police Chief Hired
August 17, 1992
HURRICANE ANDREW ($2,212,725)
August 24, 1992
Building, Zoning and Planning Department Operationa l
September 1, 1992
Calusa Park Exchange - Unofficially Given to Village
October 20, 1992
ORDINANCE 93-2 (FEMA Flood)
January 5, 1993
Village Government Recognized by ICMA
January 28, 1993
Police Department Operational
March 1, 1993
Resolution 93-08
(Opted out of Miami-Dade Fire District)
March 9, 1993
Organizational Chart Adopted
April 27, 1993
Fire Referendum: Yes= 752 No=1,313
April 27, 1993
Fire Rescue Chief Hired
May 17, 1993
Village Seal Adopted
June 8, 1993
Stormwater Utility Fund created
June 22, 1993
Police Station at 85 West Enid Drive Operational
August 25, 1993
Stormwater Master Plan Adopted
September 14, 1993
Fire Rescue Department Operational
October 1, 1993
Grand Bay Project Approved
November 11, 1993
MILESTONES FOR THE VILLAGE
189
Tree Farm Acquisition (Village Green)
February 10, 1994
200 Crandon Boulevard structure Demolished
August 13, 1994
ORDINANCE No. 94-6 (Master Plan Adopted)
August 16, 1994
RESOLUTION 94-38 (Naming Village Green)
October 11, 1994
Emergency Complex Dedication - Temporary Facilities
November 30, 1994
Solid Waste & Recycling Collection Service Inception
January 1, 1995
Village Green Dedicated
April 22, 1995
Stormwater Sewer Construction Project Commenced
June 19, 1995
Ocean Club of Key Biscayne Project Approved
July 27, 1995
ORDINANCE 95-8 (Master Plan Final Adoption)
September 12, 1995
Village Green Development Plan accepted
January 9, 1996
Land Purchase Straw Ballot
1.) Community Center 2.) Village Offices 3.) Police/Fire Facilities
Y= 706 N= 775 Y= 430 N= 938 Y= 584 N= 830
March 12, 1996
ORDINANCE 96-1 (Deregulation of Cable Rates)
March 12, 1996
Sidewalk Construction Program initiated
April 29, 1996
Fifth Year Anniversary Celebration of Incorporation
June 18, 1996
Traffic Calming Master Plan Adopted
September 10, 1996
Master Plan approved by State
October 20, 1996
Statewide Catastrophic Response and
Recovery Mutual Aid Agreement executed
November 25, 1996
Key Biscayne School 27,000 sq. ft. Ground Breaking Addition
November 1, 1996
Charter Revision Committee appointed
December 10, 1996
Petitioner’s Debt Cap Charter Amendment Defeated
Yes= 386 No= 646
January 21, 1997
Charter Election: 24 Amendments approved by voters
June 10, 1997
Long Range Beach Nourishment Plan Adopted
October 28, 1997
ORDINANCE 97-21 (Fire/ Police Retirement Plan)
September 9, 1997
Heritage Trail Dedication
November 11, 1997
Lake and Ocean Parks dedicated to the Village
February 20, 1998
MILESTONES FOR THE VILLAGE
190
Sanitary Sewer Ballot: Yes= 172 No=197
February 24, 1998
Mayor Term Referendum: Yes= 286 No=646
June 30, 1998
CRS Rating “7" approved by FEMA
March 5, 1998
County School Board approves K-8
April 28, 1998
Fire Rescue Department receives Accreditation
September 10, 1998
ORDINANCE 98-9 ($7.2 Million Stormwater Bond, 4.13%)
October 27, 1998
ORDINANCE 98-10 (Sanitary Sewer Improvement Fund)
October 27, 1998
ORDINANCE 99-3 (Special Assessment Procedures)
April 20, 1999
Mashta Bridge Dedication
May 26, 1999
ORDINANCE 99-6 ($10 Million Civic Center Bond, 4.72%)
June 22, 1999
CRS Rating 6 approved by FEMA
August 25, 1999
New Council Chamber opened
August 31, 1999
Swale Referendum: Yes= 380 No= 967
October 5, 1999
1. Special Assessment Charter Amendment Y-689 N-619
2. Repeal Ordinance 99-3(Assessment) Y-580 N-681
3. Repeal Ordinance 99-9 (Loan) Y-485 N-820
May 16, 2000
ORDINANCE 2000-2 (20 M.P.H. Maximum Speed Zone)
March 14, 2000
560 Crandon Boulevard Acquisition
September 21, 2000
Ordinance 2000-8 ($10 Million Civic Center)
July 11, 2000
Ocean Park Phase One Construction Completion
August, 2000
Village Green Fountain
June 10, 2001
Gazebo Bandstand
July, 2001
Tenth Anniversary Celebration
September, 2001
Village Manager hired
May 6, 2002
Police/Administration Building & Fire Station Dedication
October 28, 2002
Community Center Opens
November 1, 2004
Crandon Boulevard Ribbon Cutting
April 10, 2008
Re-Accreditation of Fire Department
August 4, 2008
Re-Accreditation of Police Department
February 25, 2009
Village Electronic Newsletter
July 7, 2009
MILESTONES FOR THE VILLAGE
191
Operation Cassandra
July 22-29, 2009
Community Center 5 Year Anniversary
October 30, 2009
Five Year Capital Improvement Plan (FY 2010 to FY 2014)
December 8, 2009
HURRICANE PREPAREDNESS AND RECOVERY PLAN
FISCAL YEAR 2010 BUDGET
193
Located in the center of the southern-most U.S. barrier island, situated in the path of powerful
hurricanes and tropical storms, the Village made an early commitment to storm preparation.
Even though storm mitigation had been an important issue for the Village since incorporation,
Hurricane Andrew’s destruction on August 24, 1992 emphasized the dire need for a formal
hurricane preparedness and recovery plan.
In the wake of Hurricane Andrew, the Village of Key Biscayne has formalized two (2) separate
storm plans, the Emergency Response Plan (ERP) and the Storm Preparation and Recovery Plan
for the Village of Key Biscayne Beach (SPRP), as well as initiated citizen training. Since
incorporation, the following storm preparation and recovery activities have been accomplished:
1. The Village received $2,212,725 from the Federal Emergency Management Agency
(F.E.M.A.) to cover a portion of Hurricane Andrew’s destruction.
2. Completed May 1994, the Emergency Response Plan (ERP) outlines Village hurricane
preparedness and recovery procedures. Information on the ERP is annually reviewed and
discussed by staff as well as disseminated to condominium managers. All condominiums
have been invited to share the Village radio frequency for emergency purposes. As a test
of effectiveness, Village staff participates with other Florida Communities in the annual
statewide hurricane preparedness drill.
3. Village Resolution No. 96-8, adopted April 9, 1996, authorized Village participation in the
Statewide Mutual Aid Agreement for Catastrophic Disaster Response and Recovery
between the Florida Division of Emergency Management and the Village. This agreement
allows for reciprocal aid and assistance in times of emergencies. The Village received an
executed copy of this agreement from the Director of Emergency Management on
October 29, 1996.
4. The 1996 locally produced hurricane procedures video, “Before the Storm”, is available for
viewing at the Office of the Village Clerk. The hurricane video, community workshops, and
other storm information are shown on channel 99 throughout the hurricane season.
Annually, the Village provides, through its government offices, the NBC 6 brochure “Storm
Watch” a hurricane planning, preparation and protection guide.
5. In June 1997, the Village purchased a generator certified to run the two (2) fully
operational stormwater pump stations, as well as the entire Emergency Services Complex,
consisting of the Police and Fire Stations and the Emergency Operations Center (E.O.C.).
6. In July 1997, a voice mail information system became operational, enabling Village
residents to obtain current governmental information by dialing (305) 365-NEWS. This system
enhances the Village ability to inform residents of pre-incident and post-incident actions.
7. The first group of 25 Community Emergency Response Team (C.E.R.T.) members
completed the six week training course on August 27, 1998. The C.E.R.T. program is
designed to train a group of 10 to 15 members of a neighborhood,
apartment/condominium complex, or similar residential area, to prepare for and respond
after a disaster. The second 14 member class completed their training on December 19,
998.
HURRICANE PREPAREDNESS AND RECOVERY PLAN
FISCAL YEAR 2010 BUDGET
194
8. Complementary to the Hurricane Plan is the Storm Preparation and Recovery Plan for the
Village of Key Biscayne Beach (SPRP). The Plan was reviewed by several County, State
and Federal agencies for accuracy. The plan is intended to document pre-storm and
post-storm Village beach conditions, as well as help to identify hazards along the Atlantic
coast, following any major weather phenomenon. This plan was designed in response to
the November 1996 storm that ravaged the Dade County coastline, and the resulting
realization that the Village of Key Biscayne must take steps to ensure its own beach
recovery.
9. In July 1998, the Village of Key Biscayne and the Ocean Club reached an agreement
whereby the oceanfront development would provide manpower and equipment to clear
road debris and provide post-hurricane headquarters to the Village Government, at no
cost. This is believed to be the first private-public agreement of its kind in Miami-Dade
County.
10. The President of the United States issued an emergency declaration on September 22, 1998
making the Village eligible for disaster relief funding for Hurricane Georges. Resolution 98-
60, adopted December 8, 1998, authorized the Village Manager to execute the Disaster
Relief Funding Agreement for $112,924.
11. Resolution 98-57, adopted November 17, 1998, established Village support of the Hurricane
Mitch relief effort in Central America, urging residents to send aid through local charities
and authorizing the Village Manager to investigate an active role for the Village
Government.
12. Resolution 99-46, adopted May 11, 1999, established a Special Disaster Relief Reserve Fund,
in which the Hurricane Georges federal reimbursement of $112,924 was deposited. The
Village will utilize this fund for hurricane planning and improvement of the Emergency
Management Plan.
13. At the nomination of the Village, Ocean Club Project Superintendent, Mr. Rick Chitwood,
received the 13th Annual Governor’s Hurricane Conference Corporate Award on June 9,
1999, for his knowledge and expertise in the principles of emergency management and
hazard mitigation.
14. A Hurricane Preparedness Manual was prepared and distributed to all condominium
managers in June of 2000.
15. Resolution 2001-14 adopted February 13, 2001 approved the Statewide Mutual Aid
Agreement providing for Mutual Aid in disasters.
16. The Hurricane season of 2004 brought three named storms to the State of Florida. The
Village suffered minimal damage after Hurricanes Charley, Francis, and Jeane. The Village
is eligible to receive relief funding for Hurricanes Francis and Jeane and is currently working
with FEMA.
17. The Hurricane Season of 2005 was extremely busy. Three named storms passed through
Key Biscayne. The Village suffered minimal damage from Hurricanes, Katrina, Rita and
Wilma. The Village is eligible to receive funding for all three hurricanes and is working
closely with FEMA.
HURRICANE PREPAREDNESS AND RECOVERY PLAN
FISCAL YEAR 2010 BUDGET
195
18. Resolution 2006- adopted April 25, 2006 approved a contract with All Hands Consulting to
prepare the Village Comprehensive Emergency Master Plan.
AWARDS AND RECOGNITION
FISCAL YEAR 2010 BUDGET
196
The Village of Key Biscayne accomplished numerous goals and objectives in 2008. Since incorporation,
various Departments have received the following highlighted accolades for their efforts and final products.
Village Council
1998 Wal-Mart American Hometown Leaders
Award
Councilmember Betty Q. Sime
Office of the Village Manager
1999 FGCA Award
1998 Annual Video Report - Village of
Key Biscayne “Our Island Paradise”
1999 3CMA Savvy Award of Excellence -
Best One Time Video
1998 Annual Video Report - Village of
Key Biscayne “Our Island Paradise”
1998 City Hall Public Information Contest
Grand Award
Key Biscayne Heritage Trail Brochure
1998 American Association for State and
Local History (AASLH)
Certificate of Commendation
Key Biscayne Heritage Trail
1997 Aventura Chamber of Commerce
First Annual Pacemaker Award
C. Samuel Kissinger, Village Manager
1997 Society of Public Administration
South Florida Chapter Professionalism in
Government Award
C. Samuel Kissinger, Village Manager
Florida Division of Recreational Parks
1997 Certificate of Award for contributions to
Bill Baggs Cape Florida State Recreation
Area
1996 City Hall Public Information Contest
Grand Award
Five-Year Progress Report
Police Department
1998 City Hall Public Information
Contest Grand Award
Bicycle Safety Video - “Street Wise”
2005 Accreditation 2009 Accreditation
Building, Zoning & Planning
Insurance Services Organization (ISO)
Rating of 3 (highest given to a Miami-Dade
County Municipality): 1992-2003
1998 FGCA Bronze Award -
Community Relations Civic Design Charrette
Public Works Department
The Florida Urban Forestry Council 1997
County or Municipal Program Grand Award
2000 The Florida Institute of Consulting
Engineers selected the Mashta Island
Bridge for an Honorable Mention Award
2003 National Floodplain Conference
Model Community Award
Finance Department
Government Finance Officers Association
(GFOA) of the United States and Canada
Distinguished Budget Presentation Award:
1993-2004, 2008
Government Finance Officers Association
(GFOA) of the United States and Canada
Certificate of Achievement for Excellence in
Financial Reporting: 1992-2009
Fire Rescue Department
1999 Life Safety Achievement Award
Residential Fire Safety Institute
Commission on Fire Accreditation International
Accredited Agency: 1998-2003, 2003-2008,
2008-2013
International Association of Fire Chiefs
Life Safety Achievement Award: 1996-1999
Insurance Services Organization (ISO)
Classification Change
Class 4/9 to a Fire Protection Class 3: 1999
First Fully Paramedic S. FL Fire Service 1995
FINANCIAL TERMS
THE FINANCIAL TERMS SECTION CONTAINS SPECIALIZED TERMS USED
THROUGHOUT THE BUDGET.
MISSION STATEMENT “TO PROVIDE A SAFE, QUALITY COMMUNITY ENVIRONMENT FOR ALL ISLANDERS THROUGH RESPONSIBLE GOVERNMENT”
FINANCIAL TERMS
FISCAL YEAR 2010 BUDGET
197
The Village of Key Biscayne Annual Budget is structured to be understandable and
meaningful to both the general public and the organization. This glossary is provided to
assist those unfamiliar with financial terms and a few terms specific to the Village’s financial
planning process.
A
Account: A term used to identify an individual asset, liability, expenditure control,
revenue control, encumbrance control, or fund balance.
Accountability: The state of being obligated to explain actions, to justify what was done.
Accountability requires the justification for the raising of public resources and the purposes
for which they are used.
Accounting System: The total structure of records and procedures which discover, record,
classify, summarize, and report information on the financial position and results of
operations of a government or any of its funds, fund types, balanced account groups, or
organizational components.
Accrual Basis of Accounting: The method which records revenues when earned
(whether or not cash is then received) and records expenditures when goods or services
are received (whether or not cash is disbursed at that time).
Activity: Departmental efforts which contribute to the achievement of a specific set of
program objectives, the smallest unit of the program budget.
Actual Prior Year: Actual amounts for the fiscal year preceding the current fiscal year
which precedes the budget fiscal year.
Adopted Budget: The financial plan adopted by the Village Council as an ordinance
which forms a basis for appropriations.
Ad Valorem Tax: Property taxes calculated as a percentage of the value of real or
personal property. The percentage is expressed in mills (thousandths of dollars).
Allocation: The distribution of appropriated funds to a particular Fund or Department
level authorized to incur obligations.
Appraise: To estimate the value, particularly the value of property.
Appropriation: The authorization by the governing body to make payments or incur
obligations for specific purposes.
FINANCIAL TERMS
FISCAL YEAR 2010 BUDGET
198
Appropriated Fund Balance: The amount of surplus funds available to finance
operations of that fund in a subsequent year, or years.
Assess: To establish an official property value for taxation.
Assessed Value: A valuation set upon real estate by Metro Dade County Property
Appraiser as a basis for levying real property taxes (Ad Valorem Tax).
Asset: Resources owned or held by governments which have monetary value.
Assets may be tangible or intangible and are expressed in terms of cost or some
other value. Probable future economic benefits obtained or controlled by the
government as a result past transactions or events.
B
Balanced Budget: Occurs when planned expenditures equal anticipated
revenues. In Florida, it is a requirement that the budget submitted to the Village
Council be balanced.
Balance Sheet: The basic financial statement which discloses the assets, liabilities,
and equities of an entity at a specified date in conformity with GAAP.
Basis of Accounting: A term used to refer to when revenues, expenditures,
expenses, and transfers -- and the related assets and liabilities -- are recognized in
the accounts and reported on the financial statements. Specifically, it relates to
the timing of measurements made, regardless of the nature of the measurement,
on either the cash or accrual method.
Basis Points: The measure of the yield to maturity of an investment calculated to
four decimal places. A basis point is 1/100th of 1 percent (.01 percent).
Beach Nourishment: The maintenance of a restored beach by the replacement of
sand.
Bond: A written promise to pay a designated sum of money (the principal) at a
specific date in the future, along with periodic interest at a specific rate. The
payments on bonds are identified as Debt Service. Bonds are generally used to
obtain long-term financing for capital improvements.
Bond Funds: Resources derived from issuance of bonds for specific purposes and
used to finance capital expenditures.
FINANCIAL TERMS
FISCAL YEAR 2010 BUDGET
199
Bonded Indebtedness: Outstanding debt by issue of bonds which is repaid by ad
valorem or other revenue.
Bond Rating: A rating (made by an established bond rating company) from a
schedule of grades indicating the probability of timely repayment of principal and
interest on bonds issued.
Budget (operating): A plan of financial operation embodying an estimate of
proposed expenditures for a given fiscal year and the proposed means of
financing them (revenue estimates). The term is also used for the officially
authorized expenditure ceilings under which a government and its departments
operate, usually one year.
Budgetary Basis: This refers to the basis of accounting used to estimate financing
sources and uses in the budget. This generally takes one of three forms: GAAP,
cash, or modified accrual.
Budget Calendar: The schedule of key dates which the Village follows in the
preparation and adoption of the budget.
Budget Document (Program and Financial Plan): The official written statement
prepared by the Village staff reflecting the decisions made by the Council in their
budget deliberations.
Budget Message: A general discussion of the proposed budget written by the
Village Manager to the Village Council. The message provides the Village Council
and the public with a general summary of the most important aspects of the
budget.
Budget Ordinance: The schedule of revenues and expenditures for the upcoming
fiscal year which is adopted by the Village Council each year.
Budget Process: The process of translating planning and programming decisions
into specific financial plans.
C
Capacity: A measure of an organization’s ability to provide customers with the
demanded service or products, in the amount requested and in a timely manner.
Capital Expenditure: A company's expenditure to acquire capital assets.
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Capital Improvement Program (CIP): A projection of capital (long-lived and
significant) expenditures over the coming five years. The method of financing is
also indicated.
Capital Improvement Fund: An account used to segregate a portion of the
government's equity to be used for future capital program expenditures.
Capital Outlay: The amount set aside in the operating budget each year for
capital expenditures.
Capital Project: Major construction, acquisition, or renovation activities which
add value to a government's physical assets or significantly increase their useful life.
Also called capital improvement.
Capital Projects Budget: A fiscal year budget for capital expenditures, i.e. items
or projects of significant value with a probable life of one or more years, and the
means of financing them.
Cash Basis: The accounting method which records revenues when they are
received in cash and records expenditures when they are paid.
Cash Management: The process of managing monies for the Village to ensure
maximum cash availability and maximum yield on short-term investments of idle
cash.
Certiorari: A judicial proceeding to review an assessment of real property.
Consumer Price Index (CPI): A statistical description of price levels provided by the
U.S. Department of labor. The index is used as a measure of the increase in the cost
of living (i.e., economic inflation).
Consolidated Budget: The consolidated budget section contains a summary of all
Village funds and all revenues and expenditures.
Contingency Fund Account: An appropriation of money set aside for
unexpected expenses. The amount needed is transferred by Village Council action
to supplement an appropriate expenditure account, if necessary.
Contractual Services: Services rendered to a government by private firms,
individuals, or other governmental agencies. Examples include utilities, rent,
maintenance agreements, professional consulting, legal and auditing services.
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Cost Sharing: The contribution that a grantee must make to help fund the total
cost of a project.
County Wide Service Area: Miami-Dade County is the regional government for all
residents of the county. As the area-wide government, the county has the
responsibility to provide certain services to all residents. The countywide services
include: public health care (Jackson Memorial Hospital), sheriff, jails, courts, mass
transportation (Metrorail), environmental protection, certain parks and public works
activities, elections, tax collection, property appraisal and social service programs.
The revenue to pay for countywide services comes from property and gas taxes,
licenses, charges for services, intergovernmental aid, fines and forfeitures, transfers,
and interest earnings. Emergency Management, Trauma Coordination, and Air
Rescue are part of the Miami-Dade Fire Rescue Department, but are classified as
county wide services and, therefore, are in the county wide budget, not in the Fire
Rescue District budget. All of these services are provided for all residents (and
visitors) in the county, regardless of where they live.
Current Revenues: Those revenues received within the present fiscal year.
Customer: The recipient of a product or service provided by the Village.
D
Debt Service: The annual payment of principal and interest on the Village’s
outstanding bonded indebtedness.
Debt Service Fund: Fund used to account for the accumulation of resources for
and payment of general long term debt principal, interest, and related costs. The
payment of principal and interest on borrowed funds.
Delinquent Taxes: Taxes remaining unpaid on or after the date on which a
penalty for nonpayment is attached.
Department: A major administrative division of the Village, which indicates overall
management responsibility for an operation or a group of related operations within
a functional area. A department usually has more than one program and may
have more than one fund.
Depreciation: Expiration in the service of life of capital assets attributable to
wear and tear, deterioration, action of the physical elements, inadequacy or
absolence, or the portion of the cost of a capital asset which is charged as an
expense during a fiscal period.
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Disbursement: The expenditure of monies from an account.
Distinguished Budget Presentation Awards Program: A voluntary awards program
administered by the Government Finance Officers Association to encourage
governments to prepare effective budget documents. The Village has received
this award since 1993.
E
Employee (or Fringe) Benefits: Contributions made by a government to meet
commitments or obligations for employee fringe benefits. Included are the
government's share of costs for Social Security and the deferred compensation,
medical, legal, disability and life insurance plans.
Encumbrance: Commitments of funds for contracts and services to be performed.
When encumbrances are recorded, available appropriations are correspondingly
reduced. These funds cease to be an encumbrance when paid, and become a
disbursement.
Enterprise Fund: Funds established to account for operations which are financed
and operated in a manner similar to private enterprises. The intent is that the
expense of providing services to the public on a continuing basis (including
depreciation) be financed or recovered primarily through user fees.
Equity: Balance remaining after liabilities are deducted from assets.
Equity Funding: Funding is accomplished with available resources, and does not
include leveraged resources. Project funding is dictated by the availability of cash.
Estimated Revenues: Projections of funds to be received during the fiscal year.
Expenditure: An expenditure is an outlay of money. It includes the cost of goods
delivered or services provided, including operating expenses, capital outlays, and
debt service. They also include such things as paying salaries of police, fire and
others, purchasing materials, electricity, water and gas, and making long-term debt
payments.
F
Federal Emergency Management Agency (FEMA): Federal agency responsible for
the overall coordination of federal disaster response and recovery activities
including public assistance programs.
Final Budget: Term used to describe revenues and expenditures for the upcoming
year beginning October 1st, and ending September 30th, as adopted by the
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203
Village Council.
Financial Policy: A government’s policies with respect to revenues, spending, and
debt management as these relate to government services, programs, and capital
investments. Fiscal policy provides an agreed-upon set of principles for the
planning and programming of government budgets and their funding. The Village
policy was adopted August 10, 1993.
Financial Terms: A glossary of specialized financial terms.
Fiscal Year: The 12-month period to which the annual budget applies. The
Village’s fiscal year begins October 1st, and ends on September 30th.
Fixed Assets: Assets of long-term character that are intended to continue to be
held or used, such as land, buildings, machinery, furniture, and other equipment.
Franchise: A special privilege granted by a government permitting the continuing
use of public property, such as city streets, and usually involving the elements of
monopoly and regulation.
Franchise Fees: Fees levied by the Village in return for granting a privilege which
permits the continual use of public property such as city streets, and usually involves
the elements of monopoly and regulation.
Full Faith and Credit: A pledge of government’s taxing power to repay debt
obligations.
Fund: An independent fiscal and accounting entity with a self-balancing set of
accounts. Funds are established to attain certain objectives or to simply segregate
activities. Examples are the General Fund, Refuse Collection and Recycling Fund,
the Stormwater Utility Fund and the Sanitary Sewer Fund.
Fund Balance: The excess of entity’s assets over liabilities for a fund. A negative
fund balance is sometimes called a deficit.
G
GAAP: Generally Accepted Accounting Principles. Uniform minimum standards for
financial accounting and recording, encompassing the conventions, rules, and
procedures that define accepted accounting principles. The primary authoritative
body on the application of GAAP to state and local governments is the
Governmental Accounting Standards Board (GASB).
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General Fund: The fund that is available for any legal authorized purpose and
which is therefore used to account for all revenues and all activities except those
required to be accounted for in another fund. Note: The General Fund is used to
finance the ordinary operations of a governmental unit. The entity receives
revenue from specific sources and spends it on specific activities.
General Ledger: A book, file, or other device which contains the accounts needed
to reflect the financial position and the results of operations of an entity. In double
entry bookkeeping, the debits and credits in the general ledger are equal;
therefore, the debit balances equal the credit balances.
General Obligation Bonds: Bonds for the payment of which the full faith and credit
of the issuing government are pledged. In issuing general obligation bonds, the
Village of Key Biscayne pledges to levy whatever property tax is needed to repay
the bonds for any particular year. General Obligation Bonds cannot be issued
without voter approval and are usually issued with maturities of between 15 and 30
years.
GFOA: Government Finance Officers Association. An organization founded to
support the advancement of governmental accounting, auditing, and financial
reporting.
Goal: A long-term, attainable target for an organization. An organization's vision of
the future.
Goals and Objectives: A narrative in each department which establishes a
program of non-routine, or especially emphasized, intentions and tasks for each
Village department or sub-department during a one-year period. It is not
necessarily a fiscal period.
Grant: A contribution by one governmental or other organizational unit to another.
The contribution is usually made to aid in the support of a specified function (for
example, public works).
I
Impact Fees: Fees charged to developers to cover, in whole or in part, the
anticipated cost of improvements borne by the Village that will be necessary as a
result of the development.
Infrastructure: The physical assets of a government (e.g., streets, water, sewer,
public buildings and parks).
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Inter-fund Transfer: Equity funds transferred from one fund to another.
Intergovernmental Revenue: Funds received from federal, state, and other local
governmental sources in the form of shared revenues.
Insurance Services Office/Commercial Risk Service (ISO): An insurance rating
system used to rate the cost of insurance for property owners. The lower a district’s
rating the lower the cost of insurance. Village rating is a three.
L
Liabilities: Debts or other legal obligation arising out of transactions in the past,
which must be liquidated, renewed, or refunded at some future date. This term
does not include encumbrances.
Line Item: A specific item defined by detail in a separate account in the financial
records. Revenue and expenditure justifications are reviewed, anticipated and
appropriated at this level.
M
Management Plan: The strategic planning items that summarizes and articulates the
Goals and Objectives for each department.
Millage rate: One mill equals $1 of tax for each $1,000 of property value. The
millage rate is the total number of mills of tax assessed against this value. The
millage rate is a rate of taxation ultimately adopted by the Village Council.
Mill of Tax: A mill is a rate of tax equal to $1 for each $1,000 of assessed property
value. If a house has a taxable value of $50,000 and the millage rate is 1, then $50
in taxes are assessed, and if the millage rate is 10, then $500 in taxes are assessed.
Mission: A description of the scope and purpose of a Village department.
Modified Accrual Accounting: A basis of accounting in which revenues are
recorded when collectable within the current period or soon enough thereafter to
be used to pay liabilities of the current period, and expenditures are recognized
when the related liability is incurred.
N
Non-Departmental Appropriations (Expenditures): The costs of government services
or operations which are not directly attributable to Village Departments.
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O
Objective: A specific measurable and observable result of an organization’s
activity which advances the organization toward its goal.
Objects of Expenditure: Expenditure classifications are based upon the types or
categories of goods and services purchased. The Village’s are: 100 - Personal
Services (salaries and wages), 200 - Payroll-Related Expenses (payroll taxes,
retirement contributions, health and insurance benefits, workers compensation
insurance), 300 - Professional and Other Contracted Services, 400 - insurance,
rentals, utilities, postage, advertising, printing, maintenance, 500 - Supplies,
Publications, Dues & subscriptions, 600 - Capital outlay (land, buildings,
improvements, equipment, construction-in-progress), 700 - Debt Service (Principal
and Interest), 800 - Grants to Other Governmental Units and/or Private
Organizations, 900 - Interfund Transfers, Contingency.
Obligations: Amounts which a government may be legally required to meet out of
its resources. They include not only actual liabilities, but also encumbrances not yet
paid.
Operating Budget: The Village’s financial plan which outlines proposed
expenditures for the coming fiscal year and estimates the revenues which will be
used to finance them.
Operating Revenue: Funds that the government receives as income to pay for
ongoing operations. It includes such items as taxes, fees from specific services,
interest earning, and grant revenues. Operating revenues are used to pay for day
to day services.
Ordinance: A formal legislative enactment by the Village Council. A law.
OSHA: Occupation Safety & Health Administration.
P
Personnel Services: Expenditures for salaries, wages, and related employee
benefits.
Policy: A plan, course of action, or guiding principle, designed to set parameters
for decisions and actions.
Productivity: A measure of the service output of Village programs compared to the
per unit of resource input invested.
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Programs and Objectives: The descriptions of the structure, purposes, activities,
tasks and volumes or frequencies of each organizational unit shown in the budget.
The period spans the fiscal year.
Property Tax Rate: A tax based on the assessed value of the real property. It is also
called an ad valorem tax. The tax is determined by multiplying the taxable value
of the property by the millage rate. If a house has a taxable value of $300,000 and
the millage rate is 1, then $300 in taxes are assessed, and if the millage rate is 10,
then $3,000 in taxes are assessed.
Property Tax Calculations. If the taxable value of a property after taking all
exemptions is $1,000,000, and the millage rate used to determine taxes is 3.20, then
assessed taxes would be $3,200. The calculation is performed by taking the taxable
value ($1,000,000) divided by 1,000 and multiplying it by the millage rate (3.20), the
2008 Fiscal Year rate.
Proposed Budget: The budget proposed by the Village Manager to the Village
Council for review and approval.
R
Reserve: An account used either to set aside budgeted revenues that are not
required for expenditure in the current budget year or to earmark revenues for a
specific future purpose.
Reserve Fund: A fund established to accumulate money for a special purpose,
such as the purchase of new equipment.
Resolution: A special or temporary order of a legislative body requiring less formality
than an ordinance or statute.
Revenue: Money that the Village of Key Biscayne receives from a variety of sources
such as property taxes, permits and fees, utility and sales taxes, charges for services,
grants, franchise fees and license fees that it uses to finance expenditures.
Risk Management: The identification and control of risk and liabilities incurred by a
local government to conserve resources from accidental loss.
Rolled Back Millage Rate: The millage necessary to raise the same amount of Ad
Valorem tax revenue as the previous year, excluding taxes from new construction.
It represents the millage rate level for no tax increase.
S
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Service: An activity that: produces an output that is not physical in nature; and
produces an output that, when provided, provides utility to the customer in the form
of intangible benefits.
Service Charges: The amount the Village receives for the provision of services and
commodities, or the performance of specific services benefiting the person
charged.
Special Assessment: A compulsory levy made against certain properties to defray
part or all of the cost of a specific improvement or service deemed to primarily
benefit those properties. All tax-exempt property in the affected area will also have
to pay the special assessment.
Surplus: The use of the term “surplus” in governmental accounting is generally
discouraged because it creates a potential for misleading inference.
Undesignated fund balance is used instead. The concept of net worth in
commercial accounting is comparable to fund balance in government
accounting. That portion of the fund balance which is not reserved for specific
purposes or obligations is called the undesignated fund balance; it is the true
surplus.
T
Tax Base: Total assessed valuation of real property within the Village.
Tax Levy: The total amount to be raised by general property taxes for purposes
specified in the Tax Levy Ordinance.
Tax Rate: The amount of tax levied for each $1,000 of assessed valuation.
Tax Roll: The official list of the Dade County Tax Assessor showing the amount of
taxes imposed against each taxable property.
Taxing Limit: The maximum rate at which the Village may levy a tax, which for
Florida municipalities is 10 mills, or $10 per thousand dollars of assessed value.
Transfers: Amounts transferred from one fund to finance activities in another fund.
Traunch: One of many influxes of cash which is part of a single round of investment.
TRIM: Truth in millage (section 200.065, Florida Statute).
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Trust Fund: A fund used to account for assets held by the City in a trustee capacity
for individuals, other governments or other funds.
U
Undesignated Fund Balance: That portion of the fund balance available for use in
subsequent budgets. The term is preferable over the commonly used and ill-
defined a surplus.
User Fee: Charges for specific services provided only to those paying such charges.
Examples would be stormwater utility and refuse collection, disposal and recycling
fees.
Utility Taxes: Municipal charges levied by the Village on every purchase of a public
service within its corporate limits. Public service includes electricity, gas, fuel oil,
water, and telecommunications service.
V
Value: Worth of a product or service related to the use to which it can be put;
reflection of the cost of a product or service measured in terms of labor time
absorbed; present worth of future benefits that accrue from a product or service.
Values: The underlying beliefs and attitudes that help determine the behavior that
individuals within an organization will display.
Vision: An objective that lies outside the range of planning. It describes an
organization’s most desirable future state, and it declares what the organization
needs to care about most in order to reach that future.
W
Workload Indicators: An indication of the output of a department. It may consist of
transactions, products, events, services or persons served.
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LL
age of Key Biscayne
V NM
Village Seal Description
One of the oldest and most recognizable landmarks in South Florida, the lighthouse was
first constructed in 1825. It has a colorful, well -documented history. It stands in the Bill Baggs
Cape Florida State Recreation Area. Like all lighthouses, it is a symbol of familiar homecom-
ing to sailors, fishermen, and landlubbers alike. It also represents man-made structures of
lasting quality, strength and safety in an uncertain world.
The coconut palm, threatened by disease in Florida in recent years, has been a popular
symbol of peaceful nature for many tropical areas around the world. Key Biscayne was
once a plantation for this versatile tree.
The two sea birds, against the backdrop of the moon, stand for the animals with whom
we share our environment.
The sun, sustainer of life, which figures prominently in many municipal emblems around
the state, usually depicted at high noon, has just disappeared below the horizon, creating
one of those sunsets that occur every once in a while. This kind of mood and feeling evoke
a universal human reaction — a powerful visual reminder of the potential beauty and transi-
tory nature of all things.
The moon is shown on our seal not just to be different from other communities, not only
for its magical qualities, but also because we have been told that one of the earliest local
Indian dialects contained a word -picture phrase, "Bischiyano," meaning, simply — "Favorite
Path of the Rising Moon."
Adoption of the Village Seal took place on June 8, 1993 and adoption of the description
of the Village Seal took place on August 10, 1993.