HomeMy Public PortalAboutAdopted Annual Budget Fiscal Year 2007.tifVILLAGE OF KEY BISCAYNE
ADOPTED
FISCAL YEAR 2007
BUDGET
ANNUAL OPERATING
AND
CAPITAL BUDGET
MISSION STAIEMFNT "TO PROVIDE. A SALE, QUALITY COMMUNITY ENVIRONMENT FOR ALL ISLANDERS THROUGH RESPONSIBLE GOVERNMENT'
VILLAGE OF KEY BISCAYNE, FLORIDA
GUIDE FOR READERS
The following information might be helpful to the reader in finding information in the budget document of the
2007 programs, services and financial information. The Fiscal Year 2007 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 2007 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, 2006 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 2006. On a more
detailed level, the Department Budget sections describe the
accomplishments for the current fiscal year. It provide 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, 2006 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. In addition to this reader's guide, the table of contents
provides a listing in the order of the sections in this document. 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.
i
TABLE OF CONTENTS
Fiscal Year 2007
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
2005 Budget Schedule 13
BUDGET MESSAGE
Budget Message 14
Exhibit One 18
Exhibit Two 20
Exhibit Three 22
GOALS AND OBJECTIVES
Council Goals & Objectives 25
FINANCIAL POLICY
Financial Policy 29
Taxation Ordinance 33
CONSOLIDATED BUDGET
Consolidated Budget Summary 34
Fund Types 36
GENERAL FUND
General Fund 40
2005 Estimated Property Taxes 41
Property Tax Comparison 42
Certification of Taxable Value 43
REVENUES
General Fund Revenues 44
Revenue Budget Detail 47
Revenue Projection Rationale 49
EXPENDITURES
Expenditures 57
General Fund Budget Comparison 58
VILLAGE DEPARTMENTS
Village Council 60
Administration 65
Office of Village Clerk 75
Office of Village Attorney 80
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TABLE OF CONTENTS
Fiscal Year 2007
VILLAGE DEPARTMENTS
Debt Service 84
Building, Zoning & Planning 88
Fire Rescue 102
Police 115
Public Works 134
Recreation 143
CAPITAL IMPROVEMENT FUND
Capital Improvement Fund 154
Village Civic Center 158
STORMWATER UTILITY FUND
Stormwater Utility Fund 168
Stormwater Fund Exhibits 173
SOLID WASTE FUND
Solid Waste Fund 175
SANITARY SEWER FUND
Sanitary Sewer Fund 178
Sanitary Sewer System 196
APPENDIX
Important Dates for the Village 197
Hurricane Preparedness &
Recovery 200
Accomplishments & Awards 202
Elected Officials 203
GLOSSARY
Glossary 206
MAP
Map of Dade County Back Cover
Map of Key Biscayne Back Cover
iii
VILLAGE OF KEY BISCAYNE, FLORIDA
FISCAL YEAR 2007
Village Council
Robert Vernon, Mayor (Term Expires 11/14/2008)
Jorge Mendia, Vice Mayor (Term Expires 11/14/2010)
Michael Davey (Term Expires 11/14/2010)
Enrique Garcia (Term Expires 11/14/2008)
Stephen Liedman (Term Expires 11/14/2003)
Thomas Thornton (Term Expires 11/14/2010)
Patricia Weinman (Term Expires 11/14/2008)
Administrative Officials
Jacqueline R. Menendez
Village Manager
Conchita H. Alvarez, CMC
Village Clerk
Weiss Serota Helfman Pastoriza Cole & Boniske, P.A.
Village Attorney
Incorporated on June 18, 1991
MISSION STATEMENT "TO PROVIDE A SAFE, QUALITY COMMUNITY ENVIRONMENT FOR ALL ISLANDERS THROUGH RESPONSIBLE GOVERNMENT "
1
VILLAGE OF KEY BISCAYNE, FLORIDA
FISCAL YEAR 2007
The Administrative Team
Jud Kurlancheek, AICP Director
Eugenio Santiago, Building Official
Building, Zoning and Planning Department
John C. Gilbert, Director
W. Franklin Barron, Deputy Fire Chief
Fire Rescue Department
Charles Press, Police Chief
Steven B. Capone, Deputy Police Chief
Police Department
Randolph G. White, Director
Finance Department
Armando A. Nunez, Director
Public Works Department
Todd A. Hofferberth,Director
Recreation Department
Village Council Appointment
Special Masters
Mortimer Fried
Jennifer Leal
Dennis M. O'Hara
Rosemary Sala
Government Relations
Gomez Barker Associates
Dutko Worldwide
Fire/Police Retirement Board of Trustees (Two Year Terms)
Michael Haring, Chair Cindy Mize
Joe Monteagudo Servando Parapar, Secretary
Robert Maggs
MISSION STATEMENT ' TO PROVIDE A SAFE QUALITY COMMUNITY ENVIRO CAENT FOR ALL ISLANDERS THROUGH RESPONSIBLE GOVERNMENT'
INDEPENDENT CONSULTANTS
FISCAL YEAR 2007
Independent Auditor
Rachlin, Cohen & Holtz, 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
Williams Hatfield & Stoner, Inc.
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
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.
4
VILLAGE OF KEY BISCAYNE
ORGANIZATIONAL CHART
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 Five
Department Heads.
Special Master
VOTERS
OF
KEY BISCAYNE
Village
Council
Department of
Recreation
illage Manage
illage Attorne
Assistant to
Village Manager
Local Planning
Agency
Police/Fire
Retirement
Board
Department of
Building,
Zoning and
Planning
Building
Zoning
Planning
ode Assistanc
Department of
Public Safety
Fire Rescue
Police
5
Special Events
Sports and
Athletics
Programs
and Tours
Senior
Services
Department of
Public Works
illage Enginee
Contract
Su • ervisor
Storm water
Mana • ement
Refuse
Collection
and Recycling
1111111111111
Department of
Finance and
Administrative
Services
Finance/
Accountin
Personnel/
Benefits
Risk
Mana • ement
AUTHORIZED POSITIONS
FISCAL YEARS 2000-2007
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 1998 through 2007,
The number of full and part-time employees for Fiscal Year 2007 has increased to 132.5
due to the addition of a code enforcement officer position.
SUMMARY
Department
2000
2001
2002
2003
2004
2005
2006
2007
Office of the Village Manager
3
4.5
4
2.5
3.5
4.0
3.0
3.0
Finance and Administrative
Services
2.5
1.5
1
1
1
1
1
1
Office of the Village Clerk
1.5
1.5
1.5
2
2
2
2
2
Building, Zoning and Planning
15.5
15.5
15.5
12.5
12.5
13.0
13.0
14.0
Police Department
40
40
40
40
43.5
43.5
43.5
43.5
Public Works Department
3
3
3
5
5
5
5
5
Fire Rescue Department
33
33
33
34
35
39
39
39
Recreation Department
2.5
3
3
4
4
25
25
25
Total Authorized Positions
101
102
101
101
104.5
132.5
131.5
132.5
FY 2006 Staffing
Fire
Clerk
2%
BZP
11%
Recreation
19%
Finance
1%
32%
6
ABOUT KEY BISCAYNE
Key Biscayne is a prestigious, residential community which is 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 member and 1 Mayor
Elected at large through non-partisan elections. Mayor and
Councilmembers have two year terms.
Date of Incorporation
June 18, 1991
Population
(Estimate provided by the University of Florida)
1995 8,892 1999 9,689 2010 10,759 Est.
1997 8,937 2000 10,532 Census
1998 9,471 2005 10,165 Est.
Village Services
Full Service including Police, Fire Rescue, Recreation, 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
Economics
Average Age
Average Household Income
Area Historic Sites (5)
1
40.1 years
$92,604
Florida Lighthouse, Calusa Park, Bear Cut, Key Biscayne
Archeological Zones, and 1855 U.S. Coast Guard Monument
Marker
7
ABOUT KEY BISCAYNE
Public Education
Attendance Centers
1
Number of Students
1,035
Number of Teachers
75
Utinties
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
1,300 @ S420 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, La Isla Times and La Isla
Adelphia Cable Communications
5,606 customers
Local Cable Channel
Channel 16
World Wide Web Site
http•//keybiscayne fl.gov
8
ABOUT KEY BISCAYNE
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
9
ANNUAL BUDGET PROCEDURES
FISCAL YEAR 2007
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.
BALANCED
BUDGET
BUDGET
ADOPTION
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)
SPECIFIC
APPROPRIATION
BUDGET
AMENDMENTS
BUDGET BASIS
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.
ENTERPRISE FUNDS
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.
10
VILLAGE OF KEY BISCAYNE
FUND STRUCTURE AND DESCRIPTION
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 2007, 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 and 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. The Civic Center Fund is
used to purchase land and construct the Village's Civic Center.
11
VILLAGE OF KEY BISCAYNE
FLOW OF FUNDS STRUCTURE
Sources of Funds:
r
Ad -valorem Taxes
Franchise Fees
Utility Fees
Licenses & Permits
State Shared Revenues
Charges for Services
Interest
Grants & Donations
Prior Year Fund Balance
GENERAL
FUND
i General Fund --
Uses of Funds:
General Government
Operations
r
r
Fees & Charges
Interest
Prior Year Fund Balance
T-1
Loan Proceeds
Interfund Transfers
Interest
r _ _ _ Prior Year Fund Balance
ENTERPRISE
FUNDS
--i
Stormwater Utility Fund
-♦ Solid Waste Fund
-► Sanitary Sewer Fund
Environmental Facilities
12
T
L.__
PROJECT FUNDS
Capital Improvement _
Fund
i
---► Civic Center Fund
Capital Facilities and
Improvements
Permanent Community
Facilities
BUDGET CALENDAR
FISCAL YEAR 2007
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 22, 2006. 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 2007 budget.
ACTION
1. Staff meeting to begin
preparation of 2007
Annual Budget
2. Departmental Review
3. Certification of Taxable
Values by Miami -Dade
County Property
Appraiser is finalized.
4. Proposed FY 2007
Budget presented by
Village Manager to
Village Council.
5. Proposed millage rate
adopted for 2007 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
2007 Budget.
10. Start of new Fiscal Year
13
DATE
January 23, 2006
February through June,
2006
July 1,2006
June 20, 2006
July 5, 2006
August 22, 2006
September 12, 2006
September 26, 2006
October 1, 2006
VILLAGE OF KEY BISCAYNE
Village Council
Robert L. Vernon, Mayor
Jorge E. Mendia, Vice Mayor
Michael Davey
Enrique Garcia
Steve Liedman
Thomas Thornton
Patricia Weinman
Pillage Manager
Jacqueline R. Menendez
Office of the Village Manager
To: Honorable Mayor and Members of the Village Council
From: Jacqueline R. Menendez, Village Manager
Subject: Adopted Fiscal Year 2007 General Fund Budget in Brief
Date: December 20, 2006
At this time, I am pleased to present the Adopted Fiscal Year 2007 General Fund
Budget in Brief for the Village of Key Biscayne. This represents a brief overview of
the adopted total operating budget of $25,549,556 an increase of $4,428,677 or
12% over Fiscal Year 2006. Overall increases in the Village Budget can be
attributed to an increase in personnel expenses which include an insurance
expense and additional reserve allocations. The estimated property assessment
for Fiscal Year 2007 is $5.6 billion, representing an increase from last year of 31%.
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 lowered the
millage to 3.45, including fire and rescue service, since 1997.
REVIEW OF REVENUES
General fund revenues are expected to total $25,549,556 which represents a $4,428,677 or
17% increase over the previous year's budget of $21,120,879. Ad Valorem taxes account
for almost 72.2% of the revenues.
14
88 West McIntyre Street • Suite 210 • Key Biscayne, Florida 33149 • (305) 365-5500 • Fax (305) 365-8936
MISSION STATEMENT TO PROVIDE A SAFE, QUALITY COMMUNITY ENVIRONMENT FOR ALL ISLANDERS THROUGH RESPONSIBLE GOVFRNMFNT'
www. keybiscayne. fl.gov
BUDGET IN BRIEF
FISCAL YEAR 2007
Below is a breakdown of the General Fund Revenues.
General Fund Revenues Adopted
FY 2006
Adopted
FY 2007
Difference
Percent
Changed
Ad -valorem
Franchise Fees
Utility Taxes
Licenses & Permits
State Shared Revenues
Charges for Services
Interest
Grants & Donations
$14,688,288
700,000
2,243,050
919,945
882,500
1,454,596
225,000
7,500
$18,452,476
855,000
2,397,099
1,054,126
1,028,483
1,515,625
239,427
7,500
3,764,188
155,000
154,049
134,181
145,983
61,029
14,427
0
20.4%
18.2%
6.4%
12.7%
14.2%
4.0%
6.0%
0%
Total Revenues $21,120,879 $25,549,556
$4,428,677 17.3%
REVIEW OF EXPENDITURES
Total fund expenditures for the 2007 fiscal year are estimated at $18,061,766 an increase of
$1,372,810 or 7.6% over the 2006 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. Implementation of GASB
#34 mandates inclusion of items previously categorized as non -departmental into the
various departments related to each item. Below is a breakdown of the Adopted FY 2007
General Fund Expenditures as compared to the FY 2006 Budget.
General Fund
Expenditures
Village Council
Administration
Village Clerk
Village Attorney
Building, Zoning & Planning
Police
Fire Rescue
Public Works
Recreation
Adopted Adopted
FY 2006 FY 2007
$362,912
1,167,943
372,937
383,000
1,416,330
4,302,975
4,853,035
1,361,663
2,468,161
$458,424
1,236,050
415,070
383,000
1,522,196
4,716,391
5,1 15,576
1,597,881
2,617,180
Difference
$95,512
68,107
42,133
0
105,866
413,416
262,541
236,218
149,019
Percent
Changed
20.8%
5.5%
10.2%
0.0%
6.9%
8.7%
5.1%
14.7%
5.6%
Total Expenditures
$16,688,956 $18,061,766 $1,372,810
7.6%
15
BUDGET IN BRIEF
FISCAL YEAR 2007
DEPARTMENTAL HIGHLIGHTS
Building Zoning & Planning: Fiscal Year 2007 will represent the sixth 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, A new commercial building is being constructed at 220 Crandon
Boulevard which will require permits and inspections.
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, The Department will assist
in the planning and design of the engineering plans for improvements to Crandon
Boulevard from the entrance of the Village to McIntyre Street and on Harbor Drive
from Fernwood Road to Crandon Boulevard. Construction of these improvements is
planned for the summer.
Police Department: The Fiscal Year budget for 2007 reflects an increase of
$413,416 or 9% over FY 2006. Fiscal Year 2007 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 2007 budget for the Department reflects
an increase of $262,541 or 5,1% over FY 2006. 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 2007 brings new challenges to the Public
Works Department with completion of the Village Hall and Fire Station, and the
implementation Crandon Boulevard Master Plan. The Fiscal Year 2007 budget has
an increase of $236,218 due personnel expenses and added contractual
16
BUDGET IN BRIEF
FISCAL YEAR 2007
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 Post Buckley Schuh and Jernigan, Inc. on the Sanitary Sewer
project. The Public Works Department will continue its role as liaison to FPL, Miami -
Dade Water and Sewer Department, Miami -Dade County Public Works
Department, Adelphia Cable 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. 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, playstation, computer lab, arts and craft
room, adult room and a multipurpose room. The department will continue to work
with the Key Biscayne Athletic Club to provide sports programs for islanders of all
ages. 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 and the
Crandon Boulevard Improvement 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. The
Crandon Boulevard Improvement Project has received funding from the half
penny initiative.
In today's job market, it is necessary to remain competitive with other
municipalities in order to retain and hire quality employees. Therefore, in the area
of compensation and benefits of Village employees, the Village has completed a
Salary Compensation and Job Description Survey. The Village Manager has
conducted a thorough review of the Village's Employee Manual. The Village
Council will be presented several recommendations on the Salary Compensation
and Job Description Survey as well as the Employee Manual Revisions.
17
2007 BUDGET MESSAGE
2006 HIGHLIGHTS
FISCAL YEAR 2006 HIGHLIGHTS
1
The following is a breakdown of activities and/or projects this government has
undertaken during the 2006 Fiscal Year. It continued projects and contracts for
municipal services begun in previous years and initiated new community
improvements and programs.
1. Vision 2020/EAR
The State of Florida 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. The
preparation of the EAR provides the Village with baseline data and
analysis that can be used to prepare a Vision Plan for the Village. The
Vision Plan process, not required by the DCA, would start with drafting of a
Vision Statement to establish quality of life goals and objectives,
standards, ideals, and aspirations for the Village. The Vision Plan will then
translate these abstract associations into quantifiable actions that can be
implemented. The Vision 2020/EAR Committee held two workshops to
provide a forum for residents to take part in planning the Village's future.
2. Third Annual Town Meeting and Public Information Program
The annual Town Meeting, State of the Village Address, and Volunteer
Appreciation Reception was held on April 20, 2006.
4. Village Website
In an age of technology, it was necessary to revamp the Village website to
be more user friendly and more useful information to all residents. The Village
worked closely with Henny Groschel Becker in the update of the website.
The Village prepared a Request for Proposal for Website services and
selected Accrisoff to run the Village website. The Village's IT Supervisor is
constantly updating the website to provide residents with the latest news.
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 6 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 20 percent premium discount..." Key
Biscayne currently stands fourth statewide in the rating system. The number
18
2007 BUDGET MESSAGE
2006 HIGHLIGHTS
of flood insurance policies currently in force within the Village total 6,807
covering both building and contents. The savings amount to almost
$400,000. The staff is looking to lower the rating to a Class Five by certain
Council actions.
6. Crandon Boulevard Master Plan
The Crandon Boulevard Master Plan study was approved by the Village of
Key Biscayne and Miami -Dade County in an inter -local agreement dated
February 8, 2002. Scope of work items were suggested by the Village Council,
an 18 -member citizen Advisory Committee appointed by Council on January
26, 2003, consultants and advisors, and members of the public. The
recommendations of the Advisory Committee discussed were presented to
the public in a hearing on January 29, 2004, and to the Village Council on
February 24, 2004. The Master Plan goals and objectives fall into the six
general categories: Improved Public Safety, Easing of Traffic Congestion,
Traffic Calming, Pedestrianization, Improved Mass Transit, Streetscape
Improvements. Construction began in July of 2005. Phase 2 was completed
in the fall of 2006.
7. Playing Fields
The Village Manager was asked by the City of Miami to sit on the RFP
Committee for the development of Virginia Key. The Manager has been
working closely with the group in order to protect Key Biscayne's' interest.
The committee selected the firm EDSA to develop the Virginia Key Master
Plan. The Village would like for a playing field to be placed on Virginia Key in
order to provide fields for Key Biscayne residents. The village has
participated in two workshops held by the City of Miami regarding the
Virginia Key Master Plan. The Village remains hopeful that athletic fields will
be included in the Master Plan.
19
2007 BUDGET MESSAGE
2007 FORECAST
2007 FORECAST
The following is a breakdown of upcoming activities or projects the Village Government
will undertake during Fiscal Year 2007. This Budget continues projects and contracts for
municipal services begun in previous years and initiates new community improvements
and programs.
1. 2007 Budget
The adopted 2007 Annual Budget for all funds was $ 25,549,556 and is broken
down into the following funds: General Fund is $20,762,209; Solid Waste Fund is
$545,162; Stormwater Improvement Fund is $88,500; Capital Improvement Fund is
$4,787,347. The 3.606 mill rate was lowered to 3.45 for the first time since 1997.
2. Playing Fields
The Village will continue its efforts to maintain existing fields in Crandon Park. The
Manager will continue to pursue potential fields on Virginia Key. The Village
Manager was appointed to the Virginia Key Master Plan RFP Committee to ensure
the Village of Key Biscayne is aware of the happening s on Virginia Key. The
Village continues to meet with the City of Miami and has attended two workshops
organized by the City of Miami regarding Virginia Key.
3. Sanitary Sewer Construction Program
The Village Master Plan requires a central sanitary sewer for the entire
community by the year 2008. The Village received $1,000,000 from the federal
government in December 2003 in the Federal Omnibus Bill. The Village held a
Sanitary Sewer Workshop on January 18, 2005 to discuss the future of the
project. 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.
4. 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
20
2007 BUDGET MESSAGE
2007 FORECAST
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.
7. 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.
8. Crandon Boulevard Master Plan
A 17 person advisory committee was created in December 2002 to assist in
the preparation of the Crandon Boulevard Streetscape Master Plan. The
advisory committee presented their recommendations to the Village Council
at the February 24 2004 Council Meeting. Phase I and Phase II have been
completed and Phase I II is currently under construction.
9. Village Green Playground
Funds have been in included in the Fiscal Year 2007 for the replacement of
the Playground on the Village Green. The revitalized playground will be
opened in the spring.
10. Harbor Drive Improvements
Improvements along the north side of Harbor Drive from Fernwood Road
to Woodcrest Road will begin in the early summer. The scope of work
includes wider sidewalks and on -street parking along the St. Agnes
Catholic Church and ballfields frontage.
11. Parks and Recreation Survey
The parks and recreation Department will conduct a Parks and recreation
customer Satisfaction and Needs Assessment survey in November of 2006.
The Village will use this valuable information for future planning of facilities,
parks space, equipment and programming. The Village should have the
results of the survey in early January 2007.
21
2007 RUDGFT MFSSAGF
EXHIBIT THREE
GENERAL FUND BORROWING
This Chart projects the available borrowing capacity for the next five years. The current outstanding
debt is $35,492,916, which includes the Civic Center, Initial 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, 2007 will be $20.8 million.
General Fund Borrowing
Assessed value
Revenues
Expenditures
Available for Debt
Service
and capital Outlay
Capital Outlay
Available for debt
Service
Total Borrowing
Capacity
6% for 20 Years
FY 2007
$5,630,046,023
$25,549,556
$18,061,766
$7,487,790
$4,787,347
$2,700,443
$56,300,460
FY 2008
$5,995,999,014
$26,827,034
$18,964,854
$7,862,180
$5,161,737
$ 2,700,443
$59,959,990
FY 2009
$6,385,738,950
$28,168,385
$19,913,097
$8,255,288
$5,554,845
$2,700,443
$63,857,390
FY 2010
$6,800,811,982
$29,576,805
$20,908,752
$8,668,053
$5,967,610
$2,700,443
$68,008,120
FY 2011
$7,242,864,761
$31,055,645
$21,954,189
$9,101,456
$6,401,013
$2,700,443
$72,428,648
FY 2012
$7,713,650,971
DEBT LIMITS
i
1% Assessed value
Assessed Value
Limit
Current debt outstanding
Anticipated debt
Additional Debt
capacity
15% of general Fund Exp.
General Fund
expenditures
Limit
Current debt Service
Status
FY 2007
FY 2008
FY 2009
$5,630,046,023 $5,995,999,014 $6,385,738,950
$56,300,460 $59,959,990 $63,857,390
$35,492,916
$35,492,916
$20,807,544
$29,161,895
$58,219,677
$1,740,313
$25,549,556 $26,827,034
$3,832,433 $4,024,055
$2,700,443 $ 4,647,443
UNDER UNDER
$33,200,609
$61,367,641
$2,489,749
$28,168,385
$4,225,258
$5,044,443
UNDER
22
FY 2010
$6,800,811,982
$68,008,120
$31,836,753
564,430,505
$3,577,615
FY 2011
$7,242,864,761
$72,428,648
$30,324,807
$62,406,912
$10,021,736
$29,576,805 $31,055,645
$4,436,521 $4,658,347
$5,441,443 $5,441,443
UNDER UNDER
$32,608,427
$23,051,899
$9,556,528
$6,856,085
$2,700,443
$77,136,510
FY 2012
$7,713,650,971
$77,136,510
$28,747,568
$62,406,912
$14,729,598
$32,608,427
$4,891,264
$5,441,443
UNDER
20107 RUDGFT MFSSAGF
EXHIBIT THREE
TOTAL ASSESSED PROPERTY VALUES
Fiscal Year
Assessed Value
Difference
Increase
(Decrease)
1989
$1,040,997,329
1990
$1,262,010,110
$2,210,128
21.23%
1991
$1,424,569,428
$3,835,721
30.39%
1992
$1,574,025,124
$1,494,557
10.49%
1993
$1,617,141,088
$4,311,596
2.74%
1994
$1,560,057,130
($5,708,396)
-3.53%
1995
$1,741,921,584
$1,818,645
11.66%
1996
$1,767,457,006
$2,553,542
1.47%
1997
$1,861,243,132
$9,378,613
5,31%
1998
$2,003,049,232
$1,418,0610
7.62%
1999
$2,028,174,208
S2,512,498
1.25%
2000
$2,223,956,515
$1,957,823
9.65%
2001
$2,499,049,161
$2,750,926
12.37%
2002
$2,731,833,645
$2,327,845
9.31%
2003
$3,259,919,981
$5,280,863
19.33%
2004
$3,661,114,546
$4,011,946
12.31%
2005
$3,875,335,514
$2,142,210
5.85%
2006
$4,287,674,948
$4,123,394
9.25%
2007
$5,630,046,023
$13,423,711
31.31%
PROJECTION
Fiscal Year
Assessed Value
Difference
Increase
2008
$5,995,999,014
$3,659,530
6.50%
2009
$6,385,738,950
$3,897,399
6.50%
2010
$6,800,811,982
$4,150,730
6.50%
2011
$7,242,864,761
$4,420,528
6.50%
2012
$7,713,650,971
$4,707,862
6.50%
23
2007 BUDGFT MFSSAGF
EXHIBIT THREE
Village of Key Biscayne
Projected Taxable Values
for Fiscal Years 2002 - 2007
Fiscal Year Fiscal Year Fiscal Year Fiscal Year Fiscal Year Fiscal Year
2002 2003 2004 2005 2006 2007
Additional Additional Additional Additional Additional Additional
Property Property Property Property Property Property
on the Tax Roll on the Tax Roll on the Tax Roll on the Tax Roll on the Tax Roll on the Tax Roll
Ocean Club
Lake Villa One (36 Units) $18,656,220
Lake Villa Three (50 Units)
Resort Villa One (46 Units)
Lake Tower (75 Units) $47,963,735
Club Tower One (94 Units)
Club Tower Two (101 Units)
Club Tower Three (94 Units)
Ocean Tower One (111 Units) $116,099,520
Ocean Tower Two (111 Units) $119,257,040
Sub Total SO $119 257,040 $182,719,475
Condor Village
so
$0 SO
S15 000,000
Grand Bay
Resort Hotel $67,500,000
Condo 1 (143 Units)
Condo 2 (90 Units) S72,526,140
Single Family (49 Units) $34,297,200
Sub Total $106,823,340 $67,500,000 SO $0 SO SO
Total S106,823,340 S186,757 040 $182 719 475 SO $15,000,000 $0
Last Year's Taxable Value $2,499,049,161 S2,731,833,645 $3,259,919 981 $3,503,893 160 $3,609,009,955 $3,729,280,254
Projected Current Year's Taxable Value
of Existing Property Stock (3% Increase
over Last Year) $2,574,020,636 $2,813,788,654 $3,357 717,580 $3 609 009 955 $3,717,280,254 53,841 158 662
Taxable Value of New Property (80% of
Real Assessed Value of Additional Stock) $85,458,672 $149,405,632 S146,175,580 $0 S12,000,000 SO
Certified Taxable Value $2,731,833,645 $3,259,919,981
Projected Taxable Value $2,659,479,308 $3,259,919,981 53,503,893,160 $3,609,009,955 $3,729,280,254 $3,841,158,662
Certified Over (Under) Certified Taxable
Value $72,354,337 S0 N/A N/A N/A N/A
Ad Valorem Tax $9,110,578 $11,167,508 $12,003,287 $12,363,385 512,775,395 $13,158,657
24
GOALS AND OBJECTIVES
Fiscal Year 2007
2007 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 on (10) separate occasions. 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 Program (CIP). The CIP
is updated annually. For fiscal year 2007, the Village council held a Vision 2020
Workshop on May 16, 2006.
The Vision Plan establishes quality of life goals and objectives, standards, ideals, and
aspirations for the Village from the present to 2020. The Vision Plans translates these
abstracts associations into quantifiable actions that can be implemented. The plan
includes a detailed Capital Improvement Plan (CIP) that each council will use as it
considers projects for the Annual Goals and Objectives. The 2020 Vision Plan includes
51 projects that are sorted into three groups. Each group is scheduled for
implementation in five year increments.
25
2020 VISION PLAN -- CAPITAL I MPROVE MENTS PLAN [ as m odified by the 2020 Visi on Plan/EAR Committ ee on 1/16/06]
Evaluatio n Sc ore Categories: Group 1 = 37 to 30 pts, Group 2 = 29 to 25 pts, and Group 3= 24 to 1 pts .
Priority Gr oup Time Assignm ents: Group 1 = 1 to 5 yrs, Gr oup 2 = 6 to 10 yrs, and Gr oup 3 = 11 to 15 yrs.
GROUP 1 PROJECTS
IJ
O
Pr oj. ID
Project Category
10
560 Crandon
Project D es cription
Low C ost
High Cost
S ub Comm.
Score (37
High)
Sub Comm.
Gr oup by
Score
Sub Comm .
Group
Assignment
(based on 1111
51
Blvd. Village
property
St ormwater
Uses to be determined through separat eprogramming/planningmeeti ng)
9 i g
process (Estimates reflect potential impro vements ranging from
sod to a two-story structure and landscaped open spaces)
$20,000
$9,000,000
under
considerati on
under
consid eration
52
Drainage
Stormw ater Drainage
100 Block of Buttonwood Dr
S200,000
$200,000
34 8
1
3
53
Stormw ater Dr ai nage
Woodcrest Ln from Heather Dr to W McIntyre St
Glenndge Rd from
$200,000
$200,000
34 8
1
3
14
8A/15
Bay Access
Heather Dr to W M cIntyre St
$200,000
$200,000
34 8
1
3
Community
Matheson Dr View Comdorto Bay 20 ft view comdor from W
Matheson Dr to Bay
$0
$0
33 8
1
2
26
Parks/Playing Fields
Impro ve
Option 1 Presbyterian Church (not a purchase -a joint use
agreement) Bayfront Park, Playi ng Field, Canal Bay Access Park,
Mangrove Interpreti ve Park, fl oating fishing pier o ver wat er (3,000
SF) Low Estimate Option 2 Bayfront Park on Harbor Drive - small
shade structure sitting areas, pier, trees, grass on 1 lot High
estim ate
$4,500,000
$10,000,000
32 5
1
2
11
Traffic
Circulation
Calusa
Interconnections b etw een adjacent shopping center s pedestrian
connections wh er e possible, golf cart, and vehicular connections to
shopping centers with landscape improvements
$50,000
$75 00C
32 5
1
2
3
Park
Beach
Baseball/soccer field, parking l ot, tennis court, pavilion bathrooms
(no removal of mangr oves)1
$500,00C
$750,00C
32 3
2
55A
Improvemen ts
Beach Re no unshment - cost is Village match
$500,000
$600,000
32,
1
1
22
Street Lighting Master
Plan
Buffe r
All streets in Village
$1,500,000
$1,500,000
1
6
of Commercial
Area s
View
Fernwood Rd e ast side landscaping from sidewalk to wall,
pede stna n acces s to commercial cent ers
$25,000
$50,000
31
1
2
50
Corrido r
Overloo k (in nght of way) on Crandon Bl vd at Pines Canal,
cantilev ered wood de ck with wood railing, lighting
$262,500
$300,00C
30 5
1
1
48
Nature Trails
Presbyte nan C hurch bay area to St Agnes Chur ch
$225,000
$375,000
30 5
1
2
54
Nature Trails
La ndscape
Rear of 7-11 sho pping center throu gh Calusa Park to Tennis
Stadium
$600,000
$1,000,000
30 2
1
2
44
Impro vements
Pa rking
Enhanced lands caping thro ughout Village
$1,500,000
$1,500,00C)
30
1
2
49
Na ture Trails
Ten on -stree t parking spaces on Fernwood Rd adjacent to
Community Center- bricks o nly -curb and gutter m plac e, mcl
subslab and demolition
$10,000
$10,000
29 5
2
2
46
St Agnes Playing Field to 7-11 Shop ping Center
$75,000
$125,000
28 7
2
2
40
Parking
Ne w Sidewalks
92 on -street parking spaces in front of St Agnes and Presbytenan
Churches - curb, gutter, bnck pa vers, adjustments to surface
drainage
$92,000
$92,000
28 3
2
2
W Mc Intyre St South side, Glenndge Rd to Fernwood Rd with
curbing Connects schoo l with CMc Center
$8,000
$9,000
28 3
2
1
Total Comm.
Group
Assignment
(b ased on 1/16
meeting)
1
Total Comm .
Fi nal Group
Assignment
(ba sed on 2115
meeting)
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
2
1
2
1
GROUP 2 PROJECTS
Proj. ID
Project Category
Project Descripti on
Low Cost
High Cost
Score (37
High)
Group by
Score
Gr oup
Assignment
(based on 1111
meeting)
Group
Assignment
(based on 1116
meeting)
Final Group ,
Assignment
(based on 2115
meeting)
23
Bury All Overhe ad Wires
(FPL, Pho ne, C abl e TV)
Single Family —w est of Crandon Bl vd
$10,000,000
$10,000,00C
30 8
1
2
1
2
31
Pedestri an Improvements
at Intersections
Narrow Inters ections in all single family intersections (similar to
Femwood Rd and Heather Dr)
$1,000,000
$1,400,000
29 8
2
2
2
2
24
Bury All Overhead Wires
(FPL, Ph on e, Cable TV)
Multiple Family —east of Crandon Blvd
$1,000,000
$1,000,000
255
2
2
2
2
S
Neighb orhood Parks
Neighborh ood Parks (4) Tot lot, custom shade structure, benches,
gr ass and trees, pedestrian -scale lights
$6,600,000
$6,750,000
22 8
3
3
2
2
T OTAL COST GROUP 2
$18,600,000
$19 ,150,000
GROUP 3 PROJECTS
NJ
Proj. ID
Project Category
Project Desc nption
L ow Cost
High C ost
Score (37
High)
Gr oup by
Scor e
Group
Assignment
(based on 1111
meeting)
Group
Assignment
(ba sed on 1116
meeti ng)
Fi nal Group
Assignment
(b ased on 2/15
m eeting)
41
Ne w Sidewalks
Glenndge Rd from W W ood Dr to the public school and to
Woodcrest Ln
$73,500
$84,000
23 1
3
3
1
3
19
Cultural
Artwork in public place s
$1,000,000
$1,000,00C
21 2
3
3
3
3
12
Beach Access
Public Stone portal s 8' height, pedestrian -scale lights (4), trees,
grass
$70,000
$80,000
21
3
3
2
3
13
Beach Access
Private Pair of ston e m arkers, 4' height, p edestrian -scal e lights (4)
$60,000
$80,000
21
3
3
2
3
25B
Impro ve Traffic
Circulation
Village Tram - estimated operation costs per y ear(l ow cost = 8 hour
runs, hick cost = 12 hour runs)
$118,000
$160,00C
19
3
3
2
3
2B
Beach Impro vements
Construct Beach Walkway along the enure Be ach o ver the dun e (all
on public pro perty)
$6,350,00(
$7,620,000
18
3
3
2
3
28
Improve Traffic
Circulation
Expanded transit off -Island (no cost to Villag e)
$0
$0
17 5
3
3
2
3
42
Ne w Sidewalks
Ridgewood Dr from W Mashta Dr to Hampton Ln
$129,500
$148,000
17 2
3
3
1
3
43
Parking
Parking Garage on Village Hall parking lot, C ounty -owned
$916,500
$1,198,50C
16 6
3
3
3
3
27
Impro ve Traffic
Circulation
Water Taxi - Coconut Gro ve, Bayfront Park State Park, and S outh
Miami Beach (Funding by private sector)
$0
$0
12
3
3
2
3
16
Educational
Lifelong Le arning - no pro ject descnptio n (part of current and
ongoing programming in the Community Center)
$0
$0
0
3
3
NO SCORE
3
21
Cultural
Theatre 300 seat building only, no land12001 Study)
$9,080,000
$9,080,000
3
3
2
3
20
Cu ltural
M useum 1500 sq ft - building only, no land, no artwork
$375,000
$525,00C
3
3
3
3
TOTAL G ROUP 3
518,172,500
519,975,500
TO TAL COST
Pro jects rejected by subcommittee
18C
New Library; 580
Option 2 New Library and/or Post Office 580 Crandon Blvd
Crando n Blvd.
(Assessed value used for land cost)
20 2
3
2
2
$53.805.5001_ $72.40 5000
The below projects are no t part of the 2020 Vis ion Plan as they are already un der consideratio n fo r implementation. However, their Impact on the debt cap will be p art of the fu nding strategy for the Visi on Pl an.
Se wers
Water Lines
700 Homes
700 Homes
Pr oJ. ID
30
Project Category
Pedestria n
Proj ect Descripti on
Low Cost
High C ost
Sub Comm .
Sc ore (37
High)
Sub Comm.
Group by
Score
S ub Comm .
Gr oup
As signment
(b ased on 1111
Total Comm .
Group
As signm ent
(based on 1116
Tot al C omm.
Fhral Gr oup
As signme nt
(based on 2115
7
Impr ovement s
at I ntersections2
Neighb orhood
New stop signs
$24,000
$24,000
282
meeti ng)
3
meeting)
1
m eeting)
1
17
Parks
Educational
Short mten or street ROW demolitio n, tre es, grass, benches
ped estna n -scale lights (4)
$100,000
$120,000
27
2
1
1
1
45
High school on Virginia Key (No Village funding)
$0
$0
25 8
2
2
1
Parking
Bea ch Impro vements
Fr ty- one on -street parallel, parking spaces on Femwood Rd from
Buttonwood Dr to 325 F ernwood Rd - curb, gutter, buck pa vers
$76,500
$76,500
25 5
2
2
1
2
1
1
47A
Community
Sonesta Bea ch Walkway to Ocean North side of n ew Sonesta
Funded by Son esta as part of Sit e Plan Review Process Colored
concrete walk way 12' wide, ped estrian -scaled lights (75' o c ), tree
plantings, 30' wide total (north side of Sonesta)
$0
$0
25 3
2
2
2
1
55B
Ce nter
Expansion
Village
Option 1 Expansi on on seco nd fl oor
8780,00C
$1,200,000
18 3
3
1
1
1
47B
Green Lighting
Commun ity
Additi onal l ower -level lighting f or Village Green (50 to 75 new lights)
$500 ,000
$750,000
1
1
1
9B
Ce nter
Expans io n
Public
Option 2 Footprint expansion at Comm unity Center OR construction
of satellite gym/ community center facility
$5,000,000
$5,000,000
1
1
1
1SA
Schoo l Play Field
Con currency
Fund study to determine if MC DPS concurrency figure for ele-
middles vs stand-alone elementary and middle schools, determine
if numbers change for new c onstr uction vs retrof0/additio n
$15,000
$20,000
25A
VKB Library System
Improve
Prepare a study to determine the feasibility of a Village-owned/run
Library System (i a , lea ve the County system)
$10,000
$18,000
N/ A
N/A
N/A
N/A
1
2A
Traffic
Circulation
Fund study for Village Tram -annual op erati on costs potential rout es
and users
$5,000
$10,000
1
56
Beach Impro veme nts
Charter
Fund study for Beach Walk to determine feasibility of an elevated
wood de cking and railing 8-10 ft wide, above dunes (r es earch
possible lo catio n, style, effect on dunes)
$20,000
530,000
1
School
Fund study to determine feasibility of converting public school to a
charter scho ol
$10,000
$15,000
NIA
N/A
N/A
N/A
1
58
Create Key Bis cayne
County
Fund study to determine what it would take for the Village to secede
from Miami -Dade County and form "Key Bi scayne County" look at
tax numbers
$25,000
$30,000
N/A
N/A
N/ A
N/A
1
59
Village Green Seating
Deck
O utdoor deck seating area built at the north end of the Village
Gre en, abuthng The Gallena
$150,000'
$200,000
TOTAL COST GROUP 1
$17,033,000
$33,279,500
FINANCIAL POLICY
FISCAL YEAR 2007
FINANCIAL POLICY
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.
29
FINANCIAL POLICY
FISCAL YEAR 2007
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
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.
30
FINANCIAL POLICY
FISCAL YEAR 2007
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.
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.
31
FINANCIAL POLICY
FISCAL YEAR 2007
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.
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.
32
FINANCIAL POLICY
TAXATION ORDINANCE
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)
33
CONSOLIDATED BUDGET SUMMARY
FISCAL YEARS 2005 - 2007
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
Property Taxes
Actual
FY 2005
$13,360,252
Adopted
FY 2006
$14,688,288
Adopted
FY 2007
$18,452,476
Other Taxes
3,157,068
2,943,050
3,252,099
Licenses and Permits
1,040,130
919,945
1,054,126
State Shared
923,742
882,500
1,028,483
Charges for Services
2,300,453
1,379,596
1,515,625
Interest Income
240,779
225,000
239,247
Fines and Forfeitures
212,121
75,000
75,000
Special Revenue Fund
696,931
504,000
600,179
Stormwater Fund
551,561
530,000
560,000
Solid Waste Fund
541,934
545,162
544,320
Grants
4,431
7,500
7,500
Capital Improvement
Fund
otal
4,076,111
$27,105,513
1,730,193
$24,505,234
4,787,347
$32,216,40,
34
CONSOLIDATED BUDGET SUMMARY
FISCAL YEARS 2005 - 2007
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 of the Village Green the Civic Center Loans, the Crandon Blvd.
loans and the initial Sanitary Sewer borrowing.
Expenditures
General Government
Actual
FY 2005
$2,136,906
Adopted
FY 2006
$2,286,791
Adopted
FY 2007
$2,492,544
Public Works
2,183,774
1,361,663
1,597,881
Stormwater Fund 2,3
455,362
88,500
602,421
Solid Waste Fund
466,162
545,162
544,320
Special Rev Fund
1,849,014
0
5,782,084
Building, Zoning &
Planning
1,238,376
1,416,330
1,522,196
Parks & Recreation
2,193,562
2,468,161
2,617,180
Public Safety
8,828,277
9,156,011
9,831,967
Capital Improvement
Fund
2,678,984
1,730,193
4,787,347
Debt Service
2,490,028
2,701,730
2,700,443
+ ub-total
$24,520,445
$21,754,541
$32,478,383
Transfers
0
NA 1
NA
Beginning Fund
Balance
nding Fund Balance
4,664,474
$7,249,542
NA 1
NA
7 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.
35
CONSOLIDATED BUDGET SUMMARY
FISCAL YEARS 2005 - 2007
General Fund
The adopted Fiscal Year 2007 General Fund Budget of $25,549,556 is an increase of
$4,428,677or 21% over Fiscal Year 2006. Overall increases can be attributed to personnel
expenses, an increase in insurance expense and additional reserve allocations.
Actual Adopted Adopted
FY 2005 FY 2006 FY 2007
Revenues
Ad -Valorem Taxes
Franchise Fees
Utility Taxes
State Shared Revenues
Licenses & Permits
Charges for Services
Other Revenue
Grants & Donations
$13,360,252 $14,688,288 $18,452,476
$705,810 $700,000 $855,000
$2,235,401 $2,243,050 $2,397,099
$1,140,599 $882,500 $1,028,483
$1,040,130 $919,945 $1,054,126
$2,328,828 $1,454,596 $1,515,625
$423,525 $225,000 $239,247
$4,431 $7,500 $7,500
Total Revenues $21,238,976 $21,120,879 $25,549,556
Expenditures
Administrative and Legal
Police and Fire
Building, Zoning & Planning
Public Works
Debt Service
Parks and Recreation
Total Expenditures
Excess (deficiency) of revenues
over expenditures
Other Financing Sources (Uses)
Operating Transfers In
Operating Transfers Out
Working Capital Reserve
Total Other Financing Sources
(Uses)
Excess (deficiency) of Revenues and
Other Financing Sources Over
Expenditures & Other Financing
Uses
Residual Equity Transfers
Fund Balance Beginning of Year
Fund Balance End of Year
$2,136,906 $2,286,791 $2,492,544
$8,828,277 $9,156,011 $9,831,967
$1,238,376 $1,416,330 $1,522,196
$2,183,774 $1,361,663 $1,597,881
$2,490,028 $2,701,730 $2,700,443
$2,193,561 $2,468,161 $2,617,180
$19,070,922 $19,390,686 $20,762,209
$2,168,054
$1,730,193
$4,787,347
$1,245,653
$0
$1,730,193
$0
$0
$4,787,347
$0
($1,245,653) ($1,730,193)
$922,401
$0
($0)
$0
($4,787,347)
($0)
$0
$4,664,474
$5,586,875
$5,586,875
$5,586,875
$5,586,875
$5,586,875
36
CONSOLIDATED BUDGET SUMMARY
FISCAL YEARS 2005 - 2007
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.
Actual Adopted Adopted
Operating Revenues FY 2005 FY 2006 FY 2006
Interest Income $3,517 $10,000 $0
Grant Receipts $0 $0
Sale of Fire Truck $0 $0
Other Revenue $0 $0
Total Operating Revenues $3,517 $10,000 $10,000
Operating Expenditures
Capital Outlay
Total Operating Expenditures
Other Financing Sources (Uses)
$1,274,722
$1,730,193 $4,787,347
$1,274,722 $1,730,193 $4,787,347
Operating Transfers In $1,245,653 $1,730,193 $4,787,347
Operating Transfers Out $0 $0 $0
Revenue Over (Under) Expenditures ($25,552) $10,000 $10,000
Fund Balance Beginning of Year $883,207 $857,655 $867,655
Fund Balance End of Year $857,655 $867,655 $877,655
37
CONSOLIDATED BUDGET SUMMARY
FISCAL YEARS 2005 - 2007
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.
Actual Adopted Adopted
Operating Revenues FY 2005 FY 2006 FY 2006
Stormwater Fees $551,561 $530,000 $530,000
Total Operating Revenues $551,561 $530,000 $530,000
Operating Expenditures
Administrative Expenses $6,045 $8,500 $8,500
Contractual Services $175,399 $80,000 $80,000
Depreciation Expense $273,919 $0 $0
Total Operating Expenditures $455,363 $88,500 $88,500
Non Operating Revenue (Expense)
Interest Income $32,749 $30,000 $30,000
Principal and Interest on Debt ($0) ($473,213) ($473,213)
Revenue Over (Under) Expenditures $128,947 ($1,713) ($1,713)
Fund Balance Beginning of Year $3,180,335 $3,309,282 $3,307,569
Fund Balance End of Year $3,309,282 $3,307,569 $3,305,856
38
CONSOLIDATED BUDGET SUMMARY
FISCAL YEARS 2005 - 2007
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.
Actual Adopted Adopted
Operating Revenues FY 2005 FY 2005 FY 2006
Solid Waste Collection Fees $533,632 $545,162 $545,162
Total Operating Revenues $533,632 $545,162 $545,162
Operating Expenditures
Administrative Expenses $2,680 $4,000 $4,000
Contractual Services $463,482 $514,008 $514,008
Allowance for Late Payments $0 $27,154 $27,154
Total Operating Expenditures $466,162 $545,162 $545,162
Non Operating Revenue (Expense)
Interest Income $8,302 $500 $500
Revenue Over (Under) Expenditures $75,772 $500 $500
Fund Balance Beginning of Year $220,904 $296,676 $297,176
Fund Balance End of Year $296,676 $297,176 $297,676
39
GENERAL FUND
FISCAL YEARS 2005 - 2007
The Adopted Fiscal Year 2007 General Fund Budget of $25,549,556 is an increase of
$4,428,677 over Fiscal Year 2006. Overall increases in the Village Budget revenues can
be attributed to an increase in property values. Overall increases in the Village
Budget expenses are due to an increase in personnel expenses which include an
increase in insurance expense. Along with the above mentioned increases, there are
increases in reserve allocations and operating transfers out to the Capital
Improvement Fund. Ad -Valorem (Property) Taxes generate 72.2% of the total revenue.
Funcing Sources
Actual FY 2005
Acoptec FY
2006
Adopted FY
2007
Ad -Valorem
$13,360,250
$14,688,288
$18,452,476
Franchise Fees
$705,810
$700,000
$855,000
Utility Taxes
$2,234,349
$2,243,050
$2,397,099
Licenses & Permits
$1,040,130
$919,945
$1,054,126
State Shared Revenue
$923,742
$882,500
$1,028,483
Charges for Services
$2,729,485
$1,454,596
$1,515,625
Interest
$240,779
$225,000
$239,247
Grants & Donations
$4,431
$7,500
$7,500
Total
$21,238,976
$21,120,879
$25,549,556
Expenditures
General Government
Actual FY 2005
$1,720,115
Adopted FY
2006
$1,903,791
Adopted FY
2007
$2,109,542
Village Attorney
$416,791
$383,000
$383,000
Debt Service
$2,490,028
$2,701,730
$2,700,443
Building, Zoning &
$1,238,376
$1,416,330
$1,522,196
Planning
Public Safety
$8,828,277
$9,156,011
$9,831,967
Public Works
$2,183,774
$1,361,663
$1,597,881
Recreation
$2,193,561
$2,468,161
$2,617,180
Total
$19,070,922
$19,390,686
$20,762,209
Operating Transfers
$1,245,653
$1,730,193
$4,787,347
Out
Total
$20,316,575
$21,120,879
$25,549,556
40
2007 ESTIMATED PROPERTY TAXES
FISCAL YEAR 2007
Jurisdiction
Miami -Dade County Public Schools
Miami -Dade County -wide services
South Florida Water Management District
Miami -Dade County Library District
Environmental Project (Everglades)
Florida Inland Navigation District
SUB -TOTAL
Village of Key Biscayne
TOTAL
Funds are allocated as follows:
Service
Fire Rescue Department
Police Department
General Government*
Capital Outlay/Reserves
Debt Service
Building, Zoning and Planning
Public Works
Recreation
Mill Rates Percent
8.1050 37.26%
8.9730 41.26%
0.5970 2.75%
0.4860 2.23%
0.1000 0.46%
0.0390 0.18%
18.3000 84.14%
3.45 15.86%
21.75 100.00%
Percent of Budget
20.02%
18.46%
9.75%
18.73%
10.56%
5.95%
6.25%
10.24%
100.00%
Amount Paid
$ 8,105.00
$ 8,973.00
$ 597.00
$ 486.00
$ 100.00
$ 39.00
$18,300.00
$ 3,450.00
$21,750.00
Amount per Year
$ 692.05
$ 636.87
$ 336.38
$ 646.19
$ 364.32
$ 205.28
$ 215.63
$ 353.28
$ 3,450.00
*Note: General Government Village Council. Office of the Village Manager Office of the VillageClerk Office of the
Village Attorney. Department of Finance. and Administrative Services.
41
PROPERTY TAX COMPARISON
FISCAL YEARS 1995-2007
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 $116,949,585
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
4785
$8,906,048
3.606
$6,711,643
2464%
$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
S12,002,731
2000
S2,232,457,904
5.381
512,012,856
3 606
$8,050,243
32 99%
$3,962,613
$15,965,344
2001
$2,499,049,161
5.269
$13,167,490
3606
$9,011,571
31.56%
$4,155,919
$20,121,263
2002
$2,731,833,645
5199
$14,202,803
3.606
S9,850,992
30 64%
$4,351,811
524,473,074
2003
$3,259,919,981
5108
$16,651,671
3606
$11,755,271
29 40%
$4,896,400
S29,369,474
2004
$3,617,880,990
6254
$22,626,227
3.606
$13,046,078
42.34%
$9,580,149
$38,949,623
2005
$3,875,335,514
9 359
$36,270,040
3 606
$13,974,459
61 47%
$22,295,580
$61,245,203
2006
$4,287,674,948
8.781
$37,650,074
3606
$15,461,356
58.93%
$22,188,718
$83,433,921
2007
$5,630,046,023
9559
$53,817,610
345
$20,301,946
3772%
$33,515,664
$116,949,585
The Village boasts the lowest millage rate in the County The graph below reflects the range of the proposed 2007 total millage
rates of all Dade County municipalities and the unincorporated area. Key Biscayne's adopted 2007 rate is 3 45 The Adopted Fire
District millage is 2 651 including debt service mills per $1,000 and represents $14,925,252 if Key Biscayne were still in the Fire
District The Adopted 2007 Key Biscayne Fire Department budget is $5,115,576.
Niani-Dade Village Rates
14.0000
12.0000
10.0000
8.0000
6.0000
4.0000
2.0000
42
/ / /V
SECTION I
Certification of Taxable Value
DR -420
R. 01/95
2006 Year To Village of Key 13tsr
(Name of Taxing Authorfty)
Miami --Dade County
(1) Current Year Taxable Value of Real Property for Operating Purposes
(2) Current Year Taxable Value of Personal Property for Operating Purposes
(3) Current Year Taxable Value of Centrally Assessed Property for Operating Purposes
(4) Current Year Gross Taxable Value for Operating Purposes (1) + (2) + (3)
(5) Current Year Net New Taxable Value (New Construction + Additions + Rehabilitative
Improvements Increasing Assessed Value By At Least 100% + Annexations - Deletions)
(6) Current Year Adjusted Taxable Value (4) - (5)
(7) Prior Year Final Gross Taxable Value
(From Prior Year Applicable Form DR -403 Series)
I do hereby certify the values show herein to be correct to the best of my knowledge and belief. Witness my hand and official signature
at Miami —Dade County , Florida. this the 30th d -ef r` , 20 06
$ 5,584,552.906
$ 45.493.117
-0--
$ 5,630.046,023
$ 41.503,478
$ 5,588,542,545
$ 4,264,523,644
Sign ture roperty Appraiser
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 inappli b,Jecinter N/A or -0-.
SECTION II
(8) Prior Year Operating Millage Levy
(9) Prior Year Ad Valorem Proceeds (7) x (8)
(10) Current Year Rolled -Back Rate (9) divided by (6)
(11) Current Year Proposed Operating Millage Rate
$ 3.606
$ fs►,37_/.872
2. 7:i2
per $1,000
per $1,000
per $1,000
(12) Check TYPE of Taxing Authority:
Municipality Independent
Special District
County
Multi -County
Dependent District
Municipal Service Taxing Unit
Water Management District
(13) IF DEPENDENT SPECIAL DISTRICT OR MSTU IS MARKED, PLEASE SEE REVERSE SIDE.
(14) Current Year Millage Levy for VOTED DEBT SERVICE $
(15) Current Year Millage Levy for OTHER VOTED MILLAGE $
[ DEPENDENT SPED114, 1: , SKIP lines (16);
N/A
N/?
per $1,000
per $1,000
(16) Enter Total Prior Year Ad Valorem Proceeds of ALL DEPENDENT Special Districts
and MSTU's levying a millage. (The sum of Line (9) from each District's Form DR -420)
(17) Total Prior Year Proceeds: (9) + (16)
(18) The Current Year Aggregate Rolled -back Rate: (17) divided by (6)
(19) Current Year Aggregate Rolled -back Taxes: (4) x (18)
-0
15 377,872
2. 7 i 2 per $1,000
P-1.493,887
(20) Enter Total of all non -voted Ad Valorem Taxes proposed to be levied by the Principal $ 20 , 301 , 94 6
Taxing Authority, all Dependent Districts, and MSTU's if any. Line (11) x Line (4)
(21) Current Year Proposed Aggregate Millage Rate: (20) divided by (4) $ 3 ' 6 06 per $1,000
(22) Current Year Proposed Rate as a PERCENT CHANGE of Rolled -back Rate:
[(Line 21 divided by Line 18) - 1.00] x 100 31.03
Date, Time and Place of the first Public Budget Hearing: a Id t e 1 en one n rmbe late m e r 1 2 Q f} E� r� , n r
ro
i—Cham a X6(3 C ranr3fyn �1VC�. +l`e ' Bi Cr•s..
I do hereby certify the millages and rates shown herein to be correct to the best of my knowledge and belief. FURTHER, I certify that
all millages comply with the provisions of Section 200.071 or 200.081, F.S. WITNESS my hand and official signature at
f� ? ( 1 S 4 , Florida, this the 13 day of 'MANY ,20 ab
vw tekl01/4i*<c�
nat of Chi inistrative Officer and Title
Mailing Address
y sLSCAY'tJE. ft -
City State
lit W. i t tt41No t.N S -E 2
Address of Physical Location
Name of Contact Person
?,%‘1,1,1
Zip Phone # Fax #
See Instructions on Reverse Side
Pm
, i
REVENUES
GENERAL FUND FISCAL YEAR 2007
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 rate of increase in Fiscal Year 2007. The projections are based on
actual historic collections, anticipated growth in tax bases, inflation, and general
economic growth. The main revenue category for the Village continues to be the Ad -
Valorem Tax. For the Fiscal Year 2007, this revenue category is projected to increase
by 31% to just over $18.4 million, and accounts for 72.2% of all revenues in the General
Fund.
Other Revenue
09%
Charges for Services
59%
State Shared Revenues
Licenses & Permits 4 0%
41%
Utility Taxes
94%
Franchise Fees
33%
Grants & Donations
0 0%
Ad -Valorem Taxes
72 2%
Revenues
Adopted FY 2006
Adopted FY 2007
Percent of
Adopted
Budget
Ad Valorem Taxes
$14,688,288
$18,452,476
72.2%
Franchise Fees
$700,000
$855,000
3.3%
Utility Taxes
$2,243,050
$2,397,099
9.4%
Licenses & Permits
$919,945
$1,054,126
4.1%
State Shared Revenues
$882,500
$1,028,483
4.0%
Charges for Services
$1,454,596
$1,515,625
5.9%
Other Revenue
$225,000
$239,247
0.9%
Grants & Donations
$7,500
$7,500
0.0%
Total
$21,120,879
$25,549,556
100.0%
44
REVENUES
GENERAL FUND FISCAL YEAR 2007
BUDGET COMPARISON
- REVENUE
Adopted
FY 2006
CHANGES
Adopted
FY 2007
Difference
Percent
Change%
General Fund
Revenues
Ad -Valorem Taxes
$14,688,288
$18,452,476
$3,764,188
26%
Franchise Fees
$700,000
$855,000
$155,000
22%
Utility Taxes
$2,243,050
$2,397,099
$154,049
6%
Licenses & Permits
$882,500
$1,054,126
$171,626
19%
State Shared
$919,945
$1,028,483
$108,538
12%
Revenues
Charges for Services
$1,454,596
$1,515,625
$61,029
4%
Other Revenue
$225,000
$239,247
$14,247
6%
Grants & Donations
$7,500
$7,500
$0
0%
Total Revenue
$21,120,879
$25,549,556
$4,428,677 21%
REVENUE CHANGES RATIONALE
Ad Valorem: The July 1, 2006 certification of Village property values was
$5,630,046,023, which represents an increase of $1,342,371,075 or 31% over the 2005
values. At the adopted millage rate of 3.45, this increase results in an additional
$3,764,188 in ad valorem tax revenue for the Village. This represents 72.2% of the
General Fund Revenues.
Franchise Fees: The revenues generated through franchise fees in Fiscal Year (FY) 2007
are estimated to total $855,000, an increase of $155,000 or 22% over the Adopted FY
2006 Budget.
Utility Taxes: The Fiscal Year 2007 utility tax receipts are estimated to increase by
$154,049 or 6% over last year's levels.
Licenses and Permits: During Fiscal Year 2007, revenues in this category are expected
to increase by $171,626 from last year's level.
State Shared Revenue: Fiscal Year 2007 estimates of state shared revenues are
increased $108,538 based on actual collections from previous years.
Charges for Services: This category encompasses nine (9) 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 4% increase in collections is anticipated over the previous Fiscal Year.
45
REVENUES
GENERAL FUND FISCAL YEAR 2007
Other Revenue: The Fiscal Year 2007 Budget estimate of revenues in this category
totals $239,247 and includes only one item, interest revenue on the balance in the
General Fund account.
Grants & Donations: During Fiscal Year 2007, revenues in this category are expected to
remain the same as the previous year.
46
REVENUES
GENERAL FUND FISCAL YEAR 2007
General Fund Revenues
Budget Budget
FY 2004 FY 2005
Estimated Property Assessment $3,661,114,546
$3,875,335,514
Adopted Adopted
FY 2006 FY 2007
$4,287,674,948 $5,630,046,023
AD VALOREM
Category
Ad Valorem
Total Ad Valorem
$12,541,880
$13,275,737
$14,688,288 $18,452,476
$12,541,880
$13,275,737
$14,688,288 $18,452,476
FRANCHISE FEE
Category
Electricity
Total Franchise Fees
$611,000
$688,600
$700,000 $855,000
$611,000
$688,600
$700,000 $855,000
UTILITY TAXES
Category
Electricity
Simplified Communications Tax
Water
Gas
Oil
Total Utility Taxes
$1,095,000
$856,000
$197,000
$62,000
$300
$1,150,000
$710,000
$200,000
$62,000
$500
$1,150,000 $1,154,000
$785,000 $810,170
$225,000 $310,438
$83,000 $122,396
$50 $95
$2,210,300
$2,122,500
$2,243,050 $2,397,099
SHARED REVENUES
Category
State Revenue Sharing
Half -Cent Sales Tax
Local Option Gas Tax
Alcoholic Beverage Licenses
Total Shared Revenues
$140,000
$620,000
$215,000
$6,500
$150,000
$620,000
$220,000
$7,500
$175,000 $231,724
$700,000 $777,141
$0 $0
$7,500 $19,618
$981,500 $997,500
$882,500 $1,028,483
47
REVENUES
GENERAL FUND FISCAL YEAR 2007
LICENCES & PERMIT
Category
Occupational Licenses
Building Permits
Total Licenses and Permits
$50,000
$907,358
$55,000
$909,922
$57,000
$862,945
$108,879
$945,247
$957,358
$964,922
$919,945 $1,054,126
Charges for Services
Zoning & Site Plan Review Fees
Zoning Hearing Fees
Certificates of Occupancy
Building/Zoning Code Violations
Property Maintenance Violations
Recreation Fees
Fines and Forfeitures
Permit Research & Lien Letters
Fire Code Violations
Miscellaneous
Inspection Fees
School Crossing Guard
Firefighters Supplement
Total Charges for Services
$20,000
$6,000
$5,742
$25,000
$0
$20,000
$38,400
$46,200
$0
$40,000
$0
$7,575
$22,320
$13,518
$6,900
$5,931
$9,150
$3,000
$811,267
$75,000
$33,979
$0
$40,000
$15,000
$25,347
$8,500
$18,585 $17,416
$6,900 $6,900
$1,912 $1,413
$50,250 $50,250
$250 $500
$1,180,000 $1,251,000
$75,000 $75,000
$47,199 $29,588
$0 $9,500
$40,000 $40,000
$0 $0
$26,000 $25,558
$8,500 $8,500
$249,262
$1,048,245
$1,454,596 $1,515,625
OTHER REVENUES
Category
Interest Income
Rent Income
Sale of Fixed Assets
Hurricane Recovery
Total Other Revenues
$75,000
$0
$0
$0
$58,000
$0
$0
$0
$225,000 $239,247
$0 $0
$0 $0
$0 $0
$75,000
$58,000
$225,000 $239,247
Grants & Donations
Category
HRS - EMS Grant
Police (C.O.P.S)
Grants -Other
Donations
Total Grants
Total Revenues
$6,500
$0
$1,000
$0
$6,500
$0
$1,000
$0
$6,500
$0
$1,000
$0
$6,500
$0
$1,000
$0
$7,500 $7,500
$7,500 $7,500
$18,076,222
$19,163,004 $21,120,879 $22,549,556
48
REVENUES
GENERAL FUND FISCAL YEAR 2007
REVENUE PROJECTION RATIONALE - FISCAL YEAR 2007
The 2007 General Fund total revenue is estimated to reach $25,549,556 which
represents an increase of 6.76% 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 2007, which begins on October 1, 2006 and ends on September 30,
2007, the assessed values established by the Miami -Dade County Property Appraiser
as of January 1, 2006 are $5,630,046,023. 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 2007 Fiscal Year is $18,452,476. Ad Valorem taxes are the
largest revenue source in the Village budget comprising 72.2% of the total revenues in
the general fund.
PROPERTY TAX LEVIES AND COLLECTION
FISCAL YEARS 1996 THROUGH 2005
Fiscal
Year
1995
Millage
4.101
Assessed
Value
$1,741,921,584
Percent
Change
N/A
Tax
Levy
$7,143,620
Amount
Budgeted
$6,786,439
Total
Collected
$6,820,803
Percent
Collected
95.5%
1996
3.800
$1,767,457,006
1.47%
$6,716,337
$6,380,520
$6,486,019
96.6%
1997
3.606
$1,861,243,132
5.31%
$6,711,643
$6,376,061
$6,495,465
96.8%
1998
3.606
$2,003,049,232
7.62%
$7,222,996
$6,861,846
$6,963,900
96.4%
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
N/A
N/A
2003
3.606
$3,259,919,981
19.33%
$11,755,271
$11,167,508
N/A
N/A
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 $13,360,251 100.6
49
REVENUES
GENERAL FUND FISCAL YEAR 2007
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 2007 collections are based on anticipated receipts, actual
receipts in prior years, and other appropriate factors as explained below.
Non -Ad Valorem Revenues: The chart below is a summary of the Franchise Fees, Utility
Taxes, Licenses & Permits, State Shared Revenues, and other Non -Ad Valorem
Revenues, which are 27,8% 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 2007 Fiscal Year is $855,000.
Franchise Fees
Fiscal Year
1996
Electricity
$571,093
Telephone
$20,179
Cable
$46,824
Total
$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
$C
$0
$650,000
2003
$690,000
$0
$0
$690,000
2004
$611,000
$0
$0
$611,000
50
REVENUES
GENERAL FUND FISCAL YEAR 2007
2005
$688,600
$0
$0
$688,600
2006
$700,000
$0
$0
$700,000
2007
$855,000
$0
$0
$855,000
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. Revenues
generated by the Utility Taxes are pledged for the Village Green Debt Service. For
more information on the debt service, please visit the Debt Service section of this
Budget,
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 2007 are $1,154,000.
Simplified Communications Tax: This tax is based on the new telecommunications tax,
which combines all telecommunications services into one tax. The revenue from this
tax will replace telecommunications taxes and license fees local governments
currently receive from telecommunications and cable television providers. The
Communications Tax Act requires each local government to establish a tax rate on
communications services effective Octoberl, 2001. The taxes will be 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 $810,170 for Fiscal Year 2007.
51
REVENUES
GENERAL FUND FISCAL YEAR 2007
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 2007 are $310,438.
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 2007 are $122,396.
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
2007 are $95.
Utility Taxes
Fiscal Year
Electricity
$888,651
Tele-
communications
$199,746
Simplified
Communications
$0
Water
• •'
Gas
$37,034
Oil
$3,885
Total
$1,294,485
1996
,
1997
$1,032,445
$274,768
$0
$202,918
$42,066
$3,616
$1,555,812
1998
$989,535
$288,581
$0
$196,271
$36,427
$4,000
$1,514,814
1999
9Q
$380,934
$0
$208,837
$35,121
$4,262
$1,621,472
2000
$1,000,535
$454,101
$0
$215,063
$52,016
$2,169
$1,723,902
2001
$1,018,973
$492,442
$0
$197,715
$62,833
$245
$1,772,20€
2002
$1,135,000
$0
$550,000
$215,00C
$50,00C
$5,000
$1,955,00C
2003
sl n45 nnn
$0
$850,00C
$249,00C
$60,00C
$1,000
$2,255,00C
2004
$1,095,000
$0
$856,00C
$197,00C
$62,00C
$300
$2,210,30C
2005
$1,150,000
S0
$710,000
$200,000
$62,
00
$500
$2,122,500
2006
$1,150,000
$0
$785,000
$225,000
$83,000
$50
$2,243,050
2007
$1,154,000
$0
$810,170
$310,438
$122,396
$95
$2,397,099
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
52
REVENUES
GENERAL FUND FISCAL YEAR 2007
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 2007 are $108,879.
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 2007 totals $945,247.
Licenses &Permits
Fiscal Year
Occupational Building
Licenses Permits
Total
1996
$36,810
$393,398
$430,208
1997
$30,702
$500,699
$531,401
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
$869,185
$954,185
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
State Shared Revenues
53
REVENUES
GENERAL FUND FISCAL YEAR 2007
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
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 2007, the
estimated revenue from this source is $231,724. 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 shall be
$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
54
REVENUES
GENERAL FUND FISCAL YEAR 2007
bonds or used for capital projects. The estimated revenue from this source for Fiscal
Year 2007 is $777,141.
State Shared Revenues
Fiscal Year
1996
Cigarette
Tax
$10,490
State Revenue
Sharing
$125,98•
Half -Cent
Sales Tax
$442,273
Local Option
Gas Tax
$211,312
Total
$787,969
1997
$8,395
$126,78
$450,75C
$178,732
$766,638
1998
$10,364
$125,324
$507,696
$175,00C
$818,524
1999
$10,504
$117,144
$496,571
$178,243
$801,486
2000
$9,528
$130,24.
$556,74C
$188,206
$883,124
2001
$7,932
$132,231
$585,683
$205,563
$923,476
2002
$ 0
$140,008
$598,84C
$220,00C
$ 958,84C
2003
$0
$140,008
$598,84C
$220,00C
$958,84C
2004
$0
$140,008
$620,00C
$215,00C
$981,50C
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
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 2007, 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
55
REVENUES
GENERAL FUND FISCAL YEAR 2007
improvement gas tax for Fiscal 2007 is also budgeted in the Transportation Special
Revenue Fund,
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 2007 is estimated at $239,247.
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 2007 estimate is $75,000.
evenues
• er '
Fiscal Year
• • •
Interest
Income
: I, I
Fines &
Forfeitures
:,
Total
s; ; ;
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
S /5,000
S 133,000
5,U
$/5,000
U
2U01
$239,241
$314V25,00
,241
56
EXPENDITURES
GENERAL FUND FISCAL YEAR 2007
The $25,549,556 Adopted Fiscal Year 2007 Budget allocates funds to ten 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 2007 Budget expenditures have increased a total of 20.97% over the
Fiscal Year 2006 expenditures. This increase can be attributed to an increase in personnel
expenses, insurance costs, maintenance and repair expenses, and various increased
reserve accounts allocations.
BZP
7.6%
Police
22.7%
Public Works
7.7%
Fire Rescue
24.6%
Village Council
2.2%
Administration
5.9%
Village Clerk
1.9%
Village Attorney
1.8%
Debt Service
13.0%
Recreation
12.6%
Expenditures
Adopted
FY 2006
Adopted
FY 2007
Difference
Percent
Changed
Village Council
$362,912
$458,424
$95,512
3%
Administration
1,167,943
1,236,050
68,107
5%
Village Clerk
344,715
415,070
70,355
20%
Village Attorney
383,000
383,000
0
0%
Debt Service
2,701,730
2,700,443
<1,287>
0%
Building, Zoning & Planning
1,416,330
1,522,196
105,866
7%
Police
4,302,975
4,716,391
413,416
10%
Fire Rescue
4,853,085
5,115,576
262,491
5%
Public Works
1,361,663
1,597,881
236,218
17%
Recreation
2,468,161
2,617,180
149,019
6%
Sub -Total
19,390,686
20,762,209
1,371,523
7%
Operating Transfers
for Ca•ital Outla
1,730,193
4,787,347
3,057,154
177%
Total
$21,120,879
$25,549,556
$4,428,677
21%
57
EXPENDITURES
GENERAL FUND FISCAL YEAR 2007
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 2007 Budget for the Village Council has increased because the
federal representative's contract has been included again and the increases for the
Village Youth Council.
Administration: Administration includes the Village Manager's Office and the Finance and
Administrative Services Department. At $1,236,050, the Adopted Fiscal Year 2007 Budget
increased due to an increase in personnel expenses and insurance.
Village Clerk: The Village Clerk's Adopted Fiscal Year 2007 Budget will increase by
$42,133. The increase is due to personnel expenses, additional videographer costs,
insurance and an increase in capital outlay.
Village Attorney: At $383,000, the Village Attorney's allocation remained the same as
2006.
Debt Service: The Fiscal Year 2007 requirement for debt service is based upon level debt
service and decreased by $1,287.
Building, Zoning and Planning: The Building, Zoning and Planning Department budget of
$1,522,196 represents a 7% increase from the Fiscal Year 2006 Budget. The increase is
mainly due to personnel expenses
Police: The Police Department's Fiscal Year 2007 Budget allocation of $4,716,391
represents a $413,416 increase, or 10%, from the Fiscal Year 2006 Budget. The increase is
attributed to personnel costs, expenses for the department's new patrol boat and a small
increase due to implementation of a fleet replacement program.
Fire Rescue: The Adopted Fiscal Year 2007 Budget for Fire Rescue will increase by $262,491
or 5%, due to an increase in personnel expenses and insurance.
Public Works: The Adopted Fiscal Year 2007 Budget for Public Works will increase by 17%,
or $236,218. This change is due to the increase in insurance, increased maintenance
contracts and increased vehicle maintenance costs.
Recreation: At $2,617,180, the Park and Recreation Department's budget provides for an
increase of $149,019, or 6%. This is due to an increase in personnel expenses and contract
services attributed to expanding community center activity and increased advertising
costs associated with the newsletter.
58
EXPENDITURES
GENERAL FUND FISCAL YEAR 2007
Capital Outlay: The Adopted Fiscal Year 2007 Budget for Capital Outlay is $4,787,347.
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.
59
VILLAGE COUNCIL
FISCAL YEAR 2007 BUDGET
MISSION
STATEMENT
To provide a safe, quality community environment for
all islanders through responsible government.
Organizational Chart
Citizens/Residents
of
Key Biscayne
Village Council
Robert Vernon, Mayor
Michael Davey
Enrique Garcia
Stenhnn I iedmnn
Jorge Mendia
Thomas Thornton
Patricia Weinman
60
r
Local
Planning
Agency
VILLAGE COUNCIL
FISCAL YEAR 2007 BUDGET
FUNCTIONAL ORGANIZATIONAL CHART
Village Council
• 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.
61
VILLAGE COUNCIL
FISCAL YEAR 2007 BUDGET
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.
62
VILLAGE COUNCIL
FISCAL YEAR 2007 BUDGET
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
plan.
• 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.
Meetings
2001
7
2002
8
2003
15
2004
17
2005
12
2006
11
Special Meetings
7
7
7
4
10
7
Resolutions
61
61
43
55
44
52
Ordinances
8
8
10
11
20
12
Workshops
2
2
4
3
6
4
2007 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
63
VILLAGE COUNCIL
FISCAL YEAR 2007 BUDGET
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.
RESIDENT'S EXECUTIVE SUMMARY - Village Council
FUNDING LEVEL SUMMARY
FY 2003 FY 2004 FY 2005 FY 2006 FY 2007 % Change
from FY 06
Administrative Expenses
$26,254 $26,254 $30,000 $30,000 $37,000
19%
Other Expenses
Total Departments
$295,052
$309,643
$192,367
$332,912
$421,424
21%
$321,306
$335,897
$222,367
$362,912
$458,424
21%
BUDGET SUMMARY
At $458,424, the Village Council budget increased $95,512 from Fiscal Year 2006.
The increase is due to the addition of Art in Public Places projects.
Village Council
Description
FY2006 Actual Adopted
Budget FY2006 FY2007
ADMINSTRATIVE EXPENSES $30,000 $74,812 $37,000
MEMBERSHIP AND DUES $26,000 $8,589 $16,000
WEBSITE/COMMUNICATIONS $7,000 $8,205 $7,000
ART IN PUBLIC PLACES $15,000 $16,640 $44,500
CAPITAL OUTLAY $25,000 $22,113 $85,000
INSURANCE $40,749 $33,804 $48,530
COMMITTEE EXPENSES $500 $0 $500
STATE RELATIONS REPRESENTATIVE $50,000 $45,621 $50,000
FEDERAL RELATIONS REPRESENTATIVE $100,000 $72,632 $100,000
UTILITIES $3,600 $4,912 $4,831
CHAMBER OF COMMERCE $55,063 $55,063 $55,063
YOUTH COUNCIL CONFERENCES $10,000 $5,005 $10,000
Total Council $362,912 $347,396 $458,424
64
OFFICE OF THE VILLAGE MANAGER
FISCAL YEAR 2007 BUDGET
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
I-
Citizens/Residents
of
Key Biscayne
J
Village Council
Village Manager
365-5514
Assistant to the
Manager
365-8919
J
65
J
IT Administrator
305-365-8912
J
OFFICE OF THE VILLAGE MANAGER
FISCAL YEAR 2007 BUDGET
FUNCTIONAL ORGANIZATIONAL CHART
Village Manager
• 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.
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
Manger appoints the Directors 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
66
OFFICE OF THE VILLAGE MANAGER
FISCAL YEAR 2007 BUDGET
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
Manger is responsible for the execution of contracts, deeds and other documents 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.
Authorized Positions
Village Manager
FY
2002
1.0
FY
2003
1.0
FY
2004
1.0
FY
2005
1.0
FY
2006
1.0
FY
2007
1.0
Assistant Village Manager
0.0
0.0
1.0
1.0
0.0
0.0
Assistant to the Manager
1.0
1.0
0.0
1.0
1.0
1.0
Administrative Assistant
1.0
0.0
0.0
0.0
0.0
0.0
Administrative Intern
1.0
0.0
0.0
0.0
0.0
0.0
IT Administrator
0.0
1.0
1.0
1.0
1.0
1.0
Grant Specialist - Part Time
0.5
0.5
0.0
0.0
0.0
0.0
Receptionist - Part Time
0.0
0.0
0.5
0.0
0.0
0.0
Total
4.5
3.5
3.5
4.0
3.0
3.0
2007- 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.
67
OFFICE OF THE VILLAGE MANAGER
FISCAL YEAR 2007 BUDGET
• 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.
• 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.
68
FINANCE AND ADMINISTRATIVE SERVICES DEPARTMENT
FISCAL YEAR 2007 BUDGET
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.
Organizational Chart
Citizens/Residents
Key Biscayne
Village Council
7 -
Village Manager
365-5514
Randolph G. White,
P.A.
305-365-8903
Human Resource
Coordinator
365-8904
69
FINANCE AND ADMINISTRATIVE SERVICES DEPARTMENT
FISCAL YEAR 2007 BUDGET
FUNCTIONAL ORGANIZATIONAL CHART
Finance and Administrative Services Department
• 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.
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 Severn Trent Services Inc., 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
70
FINANCE AND ADMINISTRATIVE SERVICES DEPARTMENT
FISCAL YEAR 2007 BUDGET
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.
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 Finance Assistant.
The position of the Village Finance Director has been eliminated and replaced with a
contract with services provided by Randolph G. White, 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 June 2006. 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, 2006. All available funds were invested with the Florida State Board of
Administration, Resolution 92-16, April 14, 1992, Local Government Surplus Trust Fund
Investment Pool and excess funds were invested in Certificates of Deposit with varying
maturities, and cash management agreements with SunTrust and Northern Trust Banks.
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.
71
FINANCE AND ADMINISTRATIVE SERVICES DEPARTMENT
FISCAL YEAR 2007 BUDGET
PERFORMANCE INDICATORS
ACTIVITY
Payroll Checks
FY 2002
Actual
2,986
FY 2003
Actual
3,070
FY 2004
Actual
3,100
FY 2005
Actual
3,126
FY 2006
Actual
3,150
FY 2007
Estimated
3,150
Accounts Payable Checks
3,148
2,925
3,085
3,177
3,577
3,600
Solid Waste Bills
1,292
1,294
1,294
1,286
1,286
1,286
Employees Insurance
Premiums
$757,181
$403,733
$403,733
$527,094
$577,800
$577,800
Property Liability Premiums
$192,158
$322,410
$322,410
$348,026
$432,848
$432,848
Manage Investments
$25,595,49
7
$7,262,251
$7,262,251
$6,892,191
$11,234,789
$14,000,00
0
CAFR Award 1
YES
YES
YES
YES
YES
YES
Budget Award 2
YES
YES
YES
NO
NO
NO
Audit Submittal
March 31
March 31
March 31
March 31
June 30
1 Comprehensive Annual Financial Report Certificate of Achievement. (1992 first received)
2 Annual Distinguished Budget Presentation Award. (1993 first received)
2007 DEPARTMENTAL OBJECTIVES 8c 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 January 2007 in preparation for the Fiscal Year 2008 operating
budget. It is our goal to obtain the Annual Distinguished Budget Presentation Award
from GFOA. We plan to maximize interest earnings with minimum risk by investing
surplus funds with the State Board of Administration Local Government Surplus Trust
Fund Investment Pool as per Resolution 92-16 adopted on April 14, 1992, or other cash
management options, depending on market conditions. In order to aggressively
collect receivables and identify all Village clients for utility billings, the Finance and
Administrative Services Department will work with the 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
72
FINANCE AND ADMINISTRATIVE SERVICES DEPARTMENT
FISCAL YEAR 2007 BUDGET
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.
RESIDENT'S EXECUTIVE SUMMARY - FINANCE AND
ADMINISTRATIVE SERVICES DEPARTMENT
Authorized Positions
Director
2002
0
2003
0
2004
0
2005
0
2006
0
2007
0
Human Resource
Manager
1
1
1
1
1
1
Assistant — Part Time
0.5
0
0
0
0
0
Admin Assist. — Part Time
0
0
0
0
0
0
Total
1.5
1.0
1.0
1.0
1.0
1.0
FUNDING LEVEL SUMMARY
FY 2002 FY 2003 FY 2004 FY 2005 FY 2006 FY 2007 %
Change
from FY 06
Personnel
Expenses
Operational
Expenses
Capital Outlay
$423,863 $364,293 $397,660 $485,851
$422,030 $496,702
17.69%
$185,030
$600,458
$641,841
$746,549
$745,913
$733,848
- 1,62%
$0
$0
$0
$0
$0
$5,500
100.00%
Total Department
$608,893
$964,751
$1,039,501
$1,232,400
$1,167,943
$1,236,050
5.83%
73
FINANCE AND ADMINISTRATIVE SERVICES DEPARTMENT
FISCAL YEAR 2007 BUDGET
BUDGET SUMMARY Administrative Services Budget increased $68,107 from the
previous year Duaget due to increased insurance premiums and cost of living increases
associated with personnel costs and a housing allowance for the manager.
VILLAGE MANAGER
HOUSING ALLOWANCE
ASSISTANT TO THE MANAGER
HUMAN RESOURCES COORDINATOR
IT ADMINISTRATOR
PAYROLL TAXES
RETIREMENT CONTRIBUTIONS
LIFE, HEALTH, DISABILITY INSURANCE
WORKERS COMPENSATION
UNEMPLOYMENT COMPENSATION
INDEPENDENT AUDITORS
FINANCE DIRECTOR - CONTRACT
APPRAISERS
ADMINISTRATIVE EXPENSES
TRAVEL & PER DIEM
WEBSITE
COMMUNICATIONS
POSTAGE
UTILITIES
RENTALS & LEASES
INSURANCE
PRINTING & BINDING
MISCELLANEOUS EXPENSES
MEMBERSHIPS, EDUCATION, TRAINING
OFFICE SUPPLIES
FURNITURE & FIXTURES
EQUIPMENT
CONTINGENCY FOR EMERGENCY
Adopted
FY 2006
$162,306
$0
$60,975
$61,665
$55,085
$16,599
$40,804
$21,600
$496
$2,500
$48,500
$103,000
$1,000
$37,850
$3,150
$25,000
$35,100
$13,700
$7,800
$11,220
$15,335
$850
$3,000
$7,556
$10,000
$2,000
$6,600
$100,000
Actual Adopted
FY 2006 FY 2007 Variance
$169,161 $178,509 9.98%
$10,000 $24,000 100.00%
$61,539 $63,385 3.95%
$62,005 $63,866 3.57%
$54,584 $60,426 9.70%
$22,777 $28,013 68.76%
$44,200 $49,298 20.82%
$25,082 $27,841 28.89%
$1,452 $1,364 174.98%
$0 $0 -100.00%
$51,001 $50,000 3.09%
$103,000 $108,150 5.00%
$264 $5,000 400.00%
$42,747 $40,000 5.68%
$1,742 $2,000 -36.51%
$19,266 $7,000 -72.00%
$5,096 $19,000 -45.87%
$7,508 $7,200 -47.45%
$7,930 $8,535 9.42%
$9,034 $13,030 16.13%
$21,798 $30,596 99.52%
$608 $800 -5.88%
$2,527 $2,300 -23.33%
$1,928 $4,780 -36.74%
$9,589 $8,000 -20.00%
$0 $1,000 -50.00%
$0 $4,500 -31.82%
$112,348 $100,000 0.00%
Total Administration & Finance
$853,691 $847,186 $908,592 6.43%
MAINTENANCE & REPAIRS
BLDG MAINTENANCE - SKYLINE
BLDG MAINTENANCE - FIRE DEPT
BLDG MAINTENANCE - POLICE/ADMIN
$60,500 $17,231 $50,000 -17.36%
$102,000 $99,026 $120,000 17.65%
$46,242 $85,713 $55,707 20.47%
$105,509 $157,004 $101,751 -3.56%
Total Maintenance $314,251 $358,974 $327,458 4.20%
74
OFFICE OF THE VILLAGE CLERK
FISCAL YEAR 2007 BUDGET
MISSION
STATEMENT
To provide a safe, quality community environment for all
islanders through responsible government.
DEPARTMENTAL ORGANIZATIONAL CHART
Citizens/Residents
i
1
Village Council
1
Village Clerk
365-5506
Assistant to the
Clerk
365-8935
75
OFFICE OF THE VILLAGE CLERK
FISCAL YEAR 2007 BUDGET
FUNCTIONAL ORGANIZATIONAL CHART
Village Clerk
• 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.
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 the by Village
Council from time to time.
76
OFFICE OF THE VILLAGE CLERK
FISCAL YEAR 2007 BUDGET
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 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.
2007 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 complete and distribute committee meeting agendas to the committee
members and public in a timely manner and maintain accurate minutes of
committee meetings.
• 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 microfilming and
storage of said records.
77
OFFICE OF THE VILLAGE CLERK
FISCAL YEAR 2007 BUDGET
• To provide clerical and research support for members of the Council.
• To administer the publication of the Village Charter, code book, supplements,
and indexing of Council minutes under contract with Municipal Code
Corporation.
• To provide information and records research to 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.
• 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
Village Clerk
FY 2002
1
FY 2003
1
FY 2004
1
FY 2005
1
FY 2006
1
FY2007
1
Staff Assistant - Full Time
0
1
1
1
1
1
Deputy Clerk - Part Time
0.5
0.0
0
0
0
0
Staff Assistant - Part Time
0
0
0
0
0
0
Total
1.5
2.0
2.0
2.0
2.0
2.0
78
OFFICE OF THE VILLAGE CLERK
FISCAL YEAR 2007 BUDGET
FUNDING LEVEL SUMMARY
FY 2002 FY 2003 FY 2004 FY 2005 FY 2006 FY 2007
0/0
Change
Personnel Expenses
Operational Expenses
Capital Outlay
Total Department
$112,449 $125,836 $130,093
$110,674
$138,980
$202,735
$156,102
$157,467
$251,603
10/0
$179,807
$215,671
$210,834
16°/O
$0
$0
$0
$3,000
$6,00C
$6,000
0%
$223,123
$305,643
$345,764
$344,715
$372,937
$415,070
11%
rBUDGET
The Village Clerk's budget for Fiscal Year 2007 increased $80,488 over the
previous year.
Description
VILLAGE CLERK
ASSISTANT TO CLERK
PAYROLL TAXES
RETIREMENT CONTRIBUTIONS
LIFE, HEALTH, DISABILITY INSURANCE
WORKERS COMPENSATION
TRAVEL & PER DIEM
CAR ALLOWANCE
WEBSITE
TELEPHONE & POSTAGE
UTILITIES
RENTALS & LEASES
INSURANCE
MAINTENANCE & REPAIRS
IMAGING EQUIPMENT/SUPPLIES
ORDINANCE CODIFICATION
INDEXING MINUTES
ELECTION EXPENSES
ELECTION ADVERTISING
LEGAL ADVERTISING
VIDEOGRAPHER
VIDEO STREAMING
OFFICE SUPPLIES
VIDEO & FILMING SUPPLIES
MEMBERSHIP & DUES
CAPITAL OUTLAY
Total Clerk
FY2006
Budget
$84,637
$32,376
$8,951
$14,041
$10,800
$497
$4,380
$4,800
$7,000
$2,500
$7,560
$4,069
$6,427
$2,500
$5,000
$3,500
$2,500
$15,000
$10,000
$75,000
$50,400
$6,259
$5,000
$2,500
$1,240
$6,000
$372,937
Actual
FY 2006
$84,163
$29,939
$8,709
$15,210
$11,912
$462
$3,356
$4,400
$5,749
$2,526
$7,918
$2,522
$15,156
$930
$3,865
$3,810
$1,664
$13,251
$9,319
$43,295
$50,530
$6,789
$4,171
$505
$1,654
$2,777
$334,582
Adopted
FY2007 Variance
$91,022 7.54%
$30,872 -4.64%
$9,692 8.28%
$14,627 4.18%
$10,800 0.00%
$454 -8.65%
$4,380 0.00%
$4,800 0.00%
$7,000 0.00%
$2,000 -20.00%
$8,227 8.83%
$4,038 -0.77%
$21,758 238.54%
$2,500 0.00%
$5,000 0.00%
$3,500 0.00%
$2,500 0.00%
$25,000 66.67%
$20,000 100.00%
$75,000 0.00%
$50,400 0.00%
$6,259 -0.01%
$5,500 10.00%
$2,500 0.00%
$1,240 0.00%
$6,000 0.00%
$415,070 11.30%
79
VILLAGE ATTORNEY
FISCAL YEAR 2007 BUDGET
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
J
Village Council
Village Attorney
Weiss Serota
Helfman Pastoriza
Guedes Cole &
Boniske, P.A.
80
VILLAGE ATTORNEY
FISCAL YEAR 2007 BUDGET
FUNCTIONAL ORGANIZATIONAL CHART
Village Attorney
• Provides legal services to the • Reviews and prepares
Village as a municipality. contracts, ordinances and
resolutions.
• Ensures that the various rules,
laws and requirements of • Represents the Village in
state, local and federal litigation matters.
governments are understood
and followed by the Village. • Provide legal support services
to the Village Council and
etnff
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.
81
VILLAGE ATTORNEY
FISCAL YEAR 2007 BUDGET
The firm provides legal advice and services to the Village on a regular basis in the
following areas:
Personnel matters
Land use and zoning matters
Sunshine Law
Draffing and/or review of contracts
Litigation
Stormwater Utility
Police related legal advice
Conflict of interest issues
Lien procedures
Real estate and real estate related matters
Construction and construction related
issues
Public Records Law
Drafting of resolutions and ordinances
Preventive advice relating to contested
matters
State and National Legislative Matters
2007 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.
82
VILLAGE ATTORNEY
FISCAL YEAR 2007 BUDGET
RESIDENT'S EXECUTIVE SUMMARY - Village Attorney
FY 2002 FY 2003 FY 2004 FY 2005 FY 2006 FY 2007 %
Change
Legal Fees
Professional
Fees
$225,000 $300,000 $300,000 $300,000 $350,000 $350,000
0.0%
$25,000
$25,000
$25,000
$25,000
$25,000
$25,000
0.0%
Other Expenses
Total
Department
$3,000
$8,000
$8,000
$8,000
$8,000
$8,000
0.0%
$253,000
$333,000
$333,000
$333,000
$383,000
$383,000
0.0%
BUDGET SUMMARY
The Village Attorney's budget for Fiscal Year 2007 remained the same as Fiscal
Year 2006.
Village Attorney
Description
PROFESSIONAL FEES
PROFESSIONAL FEES -LAWSUITS
PROFESSIONAL SERVICES - LABOR
RELATIONS
PROFESSIONAL FEES-CONT. MATTERS
OTHER PROFESSIONAL FEES
COURT COSTS & FEES
OTHER EXPENSES
FY2006
Budget
$225,000
$100,000
$25,000
$25,000
$5,000
$1,500
$1,500
Actual
FY 2006
$314,695
$158
$12,902
$0
$23,049
$0
$102
Adopted
FY2007
$265,000
$60,000
$25,000
$25,000
$5,000
$1,500
$1,500
Variance
17.78%
-40.00%
0.00%
0.00%
0.00%
0.00%
0.00%
Total Attorney
$383,000 $350,906
$383,000
0.00%
83
DEBT SERVICE
FISCAL YEAR 2007 BUDGET
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 166.1 1 1, 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.
84
DEBT SERVICE
FISCAL YEAR 2007 BUDGET
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 1 1, 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.
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. The interest payments for Fiscal Year 2003 are $ 463,130. Principal
payments for Fiscal Year 2004 are $355,000.
Series 2000
Ordinance 2000-8 approved July 1 1, 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 each year starting December 1, 2004. The interest payment for
Fiscal Year 2004 is $524,000.
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 was due August 1, 2004.
85
DEBT SERVICE
FISCAL YEAR 2007 BUDGET
Series 2004
Ordinance 2004-8 approved August 31, 2004, authorized the issuance of not to
exceed $2,800,000 of Land Acquisition and Capital Improvement Revenue Bonds,
20 year borrowing. This being the fourth and final in a series of borrowing necessary
to complete the remaining infrastructure of the Village Civic Center Project. The
loan bears interest at 3.83% for seven years (to 11/1/2012) the initial interest rate
period. The second interest rate period commences 11/1/2012 until maturity. The first
principal payment was due August 1, 2005.
SANITARY SEWER FUND
Ordinance 99-9, adopted November 9, 1999, authorized the filing of a second
amendment to the Sanitary Sewer Loan application (which was approved and
executed by the State ($ 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. The project has subsequently been placed on hold, based upon the
limitations on borrowing. In accordance with Ordinance 97-1, the project is
expected to be completed prior to the beginning of Fiscal Year 2008. Accordingly,
all unused funds drawn on the loan will be repaid (a prepayment) and the Village
has cancelled requests for further draws. At the close of Fiscal Year 2002, the
balance of this loan was $770,445. A prepayment of $332,000 was paid in Fiscal
Year 2003.
86
DEBT SERVICE
FISCAL YEAR 2007 BUDGET
Annual General Fund Debt Service Payment
Category
Adopted 2004
Adopted 2005
Adopted 2006
Adopted 2007
Civic Center - Series 1999
$820,921
$817'886
$819,026
$819,223
Civic Center -Series 2000
$524,000
$894,044
$893,608
$892,124
Civic Center - Series 2002
$639,503
$741,177
$741,177
$741,177
Civic Center -Series 2004
$0
$98,550
$219,785
$219,785
Sanitary Sewer
$28,134
$28,134
$28,134
$28,134
Total General Fund Debt Service
$2,012,558
$2,579,791
$2,701,730
$2,700,443
General Fund
Issue Date
Amount
Series
Rate
Outstanding as
of 9/30/2006
Principal
Payment
Interest
Payments
Outstanding as
of 9/30/2007
7/23/1999
$10 M
1999
4 715%
$8,470,000
$430,000
$463,131
$8,040,000
10/24/2000
$10 M
2000
5 240%
$9,220,000
$420,000
$524,000
$8,800,000
11/27/2002
8/31/2004
$9 9 M
$2 8M
2002
2004
3 590%
3 383%'
$9,095,086
$2,655,550
$420,279
$120,579
$395,175
$99,206
$8,674 807
$2,534,971
Subtotal
$29,440,636
$1,390,858
$1,481,512
$28,049,778
Stormwater Utility Fund
1/25/1999
$7 2 M
1999
4 136%
$6,010,000
$225,000
$241,244
$5,785,000
TOTAL VILLAGE DEBT
$35,450,636
$1,615,858
$1,722,756
$33,834,778
SUMMARY OF OUTSTANDING GENERAL FUND DEBT
FY
Village Green
Civic Center
Sanitary
Sewer
Outstanding
Debt
Limit 1%
Available
2003
$1,105,000
$29,632,551
$429,768
$30,062,319
$32,599,200
$76,881
2004
$0
$29,161,895
$412,527
$29,574,422
$36,611,145
$7,449,250
2005
$0
$30,800,609
$394,841
$31,195,450
$38,753,355
$4,452,746
2006
$0
$29,440,636
$376,700
$29,817,336
$42,876,749
$9,877,967
2007
$0
$28,049,778
$339,002
$28,388,780
$56,300,460
$20,807,544
'Interest rate changes November 1, 2012.
*The Village is currently rated by Moody's and Standard and Poors
87
BUILDING, ZONING, AND PLANNING DEPARTMENT
FISCAL YEAR 2007
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.
88
VILLAGE OF KEY BISCAYNE
BUILDING, ZONING AND PLANNING DEPARTMENT
ORGA NIZATI ONAL CHART
CO
NO
Director
365-8908
Building Official
365-8902
Receptionist/Permit
Clerk
365-5511
Chi ef P ermit Cl erk
365-5501
P ermit Clerk
365-8938
P ermit Clerk
365-8916
Chief Building
Inspec to r
365-8941
Building Inspe ctor
365-5508
Chie f Electrical
Inspe ctor
365-8943
Chief Plumbing
Inspec to r
365-8942
Chief Mechanical
Inspe ctor
365-8944
Plan (Zoning)
Reviewer
305-365-5502
Sr. Code
Enforc ement
Offic er
365-8917
Permit
Clerk/Code
Enforc ement
Graci ela Mi auel
BUILDING, ZONING, AND PLANNING DEPARTMENT
FISCAL YEAR 2007 BUDGET
FUNCTIONAL ORGANIZATIONAL CHART
Office of the Director
• 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.
• 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.
1
Building Division
Administration of the
Florida Building Code.
Processing and issuance
of building permits.
Inspections.
Issuance of Certificates
of Occupancy.
Issuance of Certificates
of Completion.
Building Code
enforcement.
Zoning Division
Administration of the
Zoning and Land
Development
Regulations.
Zoning plan review for
building permits.
Processing of site plans,
zoning amendments,
and variances.
Zoning code
enforcement.
Administration of the
Special Master Process.
Administration of
Occupational Licenses
including issuance and
enforcement.
90
Planning Division
• Administration of the
Master Plan.
• Processing of
amendments to the
Master Plan.
• Compliance with the
restrictions listed in
Developments of
Regional Impact for the
Grand Bay and Ocean
Club Developments.
• Concurrency
•
Landscape design
services for Village
projects.
• Staff to the Art in Public
Places Board.
• Staff to the Zoning
Ordinance Review Cmt.
BUILDING, ZONING, AND PLANNING DEPARTMENT
FISCAL YEAR 2007 BUDGET
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 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 Comprehensive 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, recommendations to the Village Council
regarding Site Plan Review applications and variances. Staff prepares studies as
directed by the Village Manager. The Division also provides staff support to the following
Committees: Vision and EAR Committee, Art in Public Places Board, and Crandon
Boulevard Master Plan Implementation Committee.
ACCOMPLISHMENTS FOR FISCAL YEAR 2006
1. Implementation of the Crandon Boulevard Master Plan: The Council adopted
the Master Plan in February 2004. Phase 1 of the project included the Crandon
Boulevard and McIntyre Street intersection which was funded as part of the
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BUILDING, ZONING, AND PLANNING DEPARTMENT
FISCAL YEAR 2007 BUDGET
Civic Center. This work was completed in June 2005. Phase 2 included Crandon
Boulevard from the entrance of the Village to McIntyre Street and on Harbor
Drive from Fernwood Rd. to the Crandon Boulevard intersection. Construction
drawings were completed in January 2005, the project was bid out, a contract
was awarded and construction began on Phase 2 in July 2005. Construction
started in 2005 and was completed. This work was funded through the sale of
bonds that were supported by the 1/2 penny sales tax which leveraged $3.5
million dollars of funding. The Department provided technical support during the
construction period.
Phase 3 of the project includes the area from McIntyre Street to the State Park.
The Department assisted the engineer in the preparation of construction
drawings and bidding. Construction will start in fall of 2006 and be completed in
late summer of 2007.
2. Crandon Boulevard Master Plan Implementation Committee: The Council
appointed this seven (7) member Committee to assist in obtaining approval of
the Master Plan from the Miami -Dade County Commission, funding for the
proposed improvements, and review changes to the project as construction
proceeds. This year the Committee reviewed the following changes: bus
shelters, the location of a loading zone at 180 Crandon Boulevard, the Key
Colony Intersection, and landscaping. The Committee also approved the plans
for Phase 3. The Department administers the Committee's work.
3. 2020 Vision/EAR Committee: The Village Council established a 23 member
committee which was tasked with preparing the Evaluation and Appraisal Report
(EAR) of our Master Plan and a Vision Plan. The latter would establish quality of
life goals and objectives, standards, ideals, and aspirations for the Village and
translate these abstract associations into quantifiable actions that can be
implemented. In February 2006, The Committee submitted both of these
documents to the Village Council. The Local Planning Agency (Village Council),
approved the EAR and forwarded it local and state agencies for review. It is
expected the EAR will be approved in the fall of 2007 and consideration of the
recommended amendments to the Master Plan will occur in the spring of 2007.
In May 2006, the Village Council held a workshop regarding the 2020 Vision Plan.
At that time, it was decided that further consideration of the 2020 Vision Plan
would occur in early 2007. This decision was based on the cost of the Plan;
however, the Council will use the recommendations in formulating their goals
and objectives.
4. Art in Public Places Board: This seven (7) member Board is tasked with
increasing the awareness of artworks in the Village. In FY 2004 and FY2005, the
Village Council set aside funds to acquire artwork that would be placed
92
BUILDING, ZONING, AND PLANNING DEPARTMENT
FISCAL YEAR 2007 BUDGET
outdoors near the Community Center, Fire Rescue Station, and Village Hall. In
April 2005, the Council approved a contract with the internationally renowned
artist Sarah Morris to place artwork in the McIntyre Street oval median between
Village Green Way and Crandon Boulevard, The work includes two ceramic
tiled fountains surrounded by an open tiled plaza which is surrounded by Royal
Palm Trees. Construction started in June 2005 and was substantially completed
in April 2006. The dedication occurred in November 2006. The Board reviewed
art designs for the larger plazas as part of the Phase 3 Crandon Boulevard
Project and a piece for the Harbor Drive and Fernwood Rd. Intersection.
5. 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, trash and removal of debris, and clippings that are placed on the swale at
the proper times and appearance of buildings. 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. As a result of stricter code enforcement activity, there were
797 actions taken in FY2006 as compared to 1,576 in FY2005 representing a
decrease of nearly 48%. The decrease is due to the awareness of our strict code
enforcement program by our residents and decisions to obtain building permits
as opposed to performing construction work without permits.
6. Enforcement of the 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. Repeat offenders
receive no warning notices.
7. 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 have been 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 since the Village
was incorporated have been scanned.
8. Revenue and Expenditures: 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
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BUILDING, ZONING, AND PLANNING DEPARTMENT
FISCAL YEAR 2007 BUDGET
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 FY2006, the Department's revenues and
expenditures were consistent with the policies as set forth in Resolution No.: 2002-
45. Since 2002, the Building Division's revenues are approximately the same as its
costs.
9. Internet Connectivity to the Permit System: The Department's Mission
Statement establishes customer service as our highest priority. In support of this
objective, in FY 2004 our citizens and customers were able to view building permit
data, obtain permit and public hearing applications, and inquire as to the status
of permit applications and inspections. This new technology utilizes the Internet
through the building permit system. .
10. Hurricane Landscape Ordinance: In November 2005, the Department
drafted and the Council approved an ordinance which requires the removal of
all exotic trees from new construction sites. The exotic trees are not native to
Florida and tend to grow into power lines. As their roots are primarily on the
surface, they are easily uprooted during a hurricane. They also are very invasive
causing native plants. Prior to the issuance of a building permit, Staff visits each
construction site to determine if the exotic trees are present. A building permit can
be issued until these trees are removed. This has been expanded to include
removal of vegetation within 6 ft. of power lines.
11. Occupation License Code Enforcement: This fiscal year the Village issued
577 licenses. In 2006, the Village inspected each of the businesses to determine if
they had the appropriate licenses. For the first time, real estate salespersons were
required to obtain licenses. These two factors resulted in a total of 914 licenses
being issued in FY 2006 which represents an increase of $33,049 or 37.7% over
revenue collected in FY2005.
12. Building Permits and Inspections: FY2007 represented the fifth 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.
94
BUILDING, ZONING, AND PLANNING DEPARTMENT
FISCAL YEAR 2007 BUDGET
FY 2007 PERFORMANCE INDICATORS
ANNUAL COMPARISON OF INSPECTIONS AND PERMITS
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 these municipalities.
Municipality
Key Biscayne
Population
2000 Census
10,507
Number of
Inspections
7,511
Number of
Inspections
Per Capita
.71
Number of
Permits
Issued
2079
Number of
Permits Per
Capita
.28
Aventura
25,267
10,128
.40
4,588
.18
Miami Springs
13,712
4,158
.30
2,000
.15
South Miami
10,741
5,800
.54
1,927
.33
Sunny Isles
15,315
14,161
.87
2,960
.19
Permits, Inspections, Occupational Licenses, and Enforcement Activity
The following table tracks permits, inspections, occupational license, and enforcement
activity. The data indicates that the permit activity peaked with the construction of the
Ocean Club and Grand Bay projects. The Grand Bay project was completed in FY 2001.
The remaining four buildings at the Ocean Club received building permits in FY 2001 and
were completed and occupied in FY2003. The number of Master and Trade Building
Permits and inspections peaked in those years. Following the completion of those
projects, the Department terminated the services of 4 inspectors and a part time clerk.
Our current staffing provides a very high level of service to our contractors and citizens
involved in construction and to citizens who often meet with staff to learn more about
construction activity near their homes. This permits us to continue our policy of next day
inspections.
In FY2004, staff implemented a new licensing software program which resulted in a 100%
collection rate and an identification of each license that was required to be obtained
by each business. In 2005, staff initiated a strict code enforcement program for
occupational licenses for business owners who did not pay their licenses within the
timeframes allotted by ordinance. In 2006, the number of occupational licenses
increased from 435 to 577 which is a result of our strict code enforcement program.
95
BUILDING, ZONING, AND PLANNING DEPARTMENT
FISCAL YEAR 2007 BUDGET
ACTIVFTY
FY 2002
Actual
FY 2003
Actual
FY 2004
Actual
FY 2005
Actual
FY 2006
Actual
FY 2007
Projected
Master Permits and
Trade Permits
1803
2313
2215
3,045
2,079
2,562
Special Event Permits
No data
No data
No data
No data
714
714
Inspections Made
15,000
13,360
10,562
9,103
7,511
8,307
Certificates of Use
75
103
111
105
36
50
Occupational Licenses
625
668
528*
435
577
914
Enforcement Activity
No data
854
807
1,576
797
800
* New license program combined the number of licenses per business.
FY 2007 DEPARTMENTAL OBJECTIVES AND
MANAGEMENT OVERVIEW
The Department's objectives focus on Customer Service, Revenue Generation, and
Planning:
Customer Service: The Department's mission establishes customer service as our highest
priority. In support of this objective, in FY 2004 our citizens and contractors were able to
view building permit data and inquire as to the status of permit applications and
inspections through our webpage. In FY2007, we will expand this service to include the
issuance of minor permit applications and the ability to print minor permits from their
homes or offices. This new technology utilizes the Internet through the building permit
system that was installed last fiscal year.
We will also continue our objective to place all building plans on CD-ROM. In FY 2007,
we will have 95% of all plans on CD-ROM. 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.
96
BUILDING, ZONING, AND PLANNING DEPARTMENT
FISCAL YEAR 2007 BUDGET
OBJECTIVES
A. Customer Service
1. Provide Internet access to the Building Permit System: Homeowners,
contractors, architects, and engineers can view plan review comments, request
inspections, and obtain results of inspections. Minor permits will be issued over the
Internet without the necessity of visiting the office.
2. Level of Service: Continue the level of customer service by reviewing plans
within the following timeframes.
a.
b.
c.
d.
e.
f.
g.
Walk through permits
Roofing, fence, and driveway permits
Trade permits
Inspection requests
Apt/Condo remodeling
New construction, additions, interior
remodeling to single family homes
Large projects not included above
same day service
1 day
1 day
Next day service
1-5 days
14 days new construction,
10 days for others
20 - 30 days depending on
complexity
3. Scanning of Plans: Scan all plans that receive a Certificate of Occupancy
or Certificate of Completion this 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 inventory and bar code all
plans, excluding those which are still under construction.
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.
97
BUILDING, ZONING, AND PLANNING DEPARTMENT
FISCAL YEAR 2007 BUDGET
2. Occupational Licenses: Through the deployment of new occupational
license software in FY2004, the Department was able to track late payments and
assess penalties. As a result of this new management tool and strict collection
procedures revenue increased from $47,775 in FY2004 to $120,552 in FY2006. In
FY2007, a new office and retail center at 200 Crandon Boulevard will be
completed. These commercial uses will require occupational licenses which will
generate additional revenue. The increase in licenses from that building will be
offset by the closure of the Sonesta Hotel. As such, a further increase in revenue
is not expected.
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
completed in FY2006. It expected that the recommended amendments to the
Master Plan will be processed in the spring of 2007.
2. 2020 Vision Plan: The preparation of the EAR provides the Village with
baseline data and analysis that can be used to prepare a Visionary Plan for the
Village. The Visionary Plan is not required by the DCA. The Visionary Plan will
establish quality of life goals and objectives, standards, ideals, and aspirations
for the Village. The Vision Plan will then translate these abstract associations into
quantifiable actions that can be implemented. The preparation of this plan is
the logical next step following the goals and objectives that were accepted by
Council on February 3, 2004. The Plan was submitted to Council in February of
2006 and a workshop was held in May of 2006. It is expected that further
consideration of the Plan and funding options will occur in the spring of 2007.
3. Civic Center Park: The 2020 Vision Plan recommended that a charette process
be established to determine the recommended use and site plan for property
which is owned by the Village at 520 Crandon Boulevard (Tony Citgo Site). It is
expected this process will start in January 2007. In the mean time, the property is
used as a construction staging site for the Crandon Boulevard Phase 2 and 3
improvements.
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BUILDING, ZONING, AND PLANNING DEPARTMENT
FISCAL YEAR 2007 BUDGET
4. Implementation of the Crandon Boulevard Master Plan: The Master Plan was
approved by the Village Council on February 24, 2004. Funding for Phase 1, the
Crandon Boulevard and McIntyre Street intersection, was through the Civic
Center project. Construction commenced in 2004 and it was completed in June
2005. Funding for Phase 2, from the entrance of the Village to McIntyre Street was
put in place in FY2004 through a state grant and bonding of funds from the '/2
penny sales tax and FDOT. Construction of this phase commenced in July 2005
and will be completed in the spring of 2006. Phase 3 funding, from McIntyre Street
to the State Park is underway with grant awards from the FDOT and the County
received by the Village in FY2006. The staff, with the assistance of the Crandon
Boulevard Master Plan Implementation Committee, is actively engaged in
meeting these deadlines. The Village Manager's Office has been instrumental in
obtaining the funding for the entire Master Plan.
5. Art in Public Places Program: In the fall of 2006, the Sarah Morris artwork
project, which is located in the oval in McIntyre Street from Crandon Boulevard to
Village Green Way, will be completed. The Board will initiate a Call to Artists for
artwork that is associated with the Village Hall and/or Fire Rescue Station. It is
expected the artwork will be installed in late FY2007.
99
BUILDING, ZONING, AND PLANNING DEPARTMENT
FISCAL YEAR 2007 BUDGET
ANNUAL COMPARISON OF STAFFING
Position 2003 2004 2005 2006 2007
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
0.5(a)
1.0(c)
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
0.0
0.0
0.0
1.0(d)
Sr. Code Enforcement Officer
1.0
1.0
2.0
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
Community Assistant
0.0(b)
0.0
0.0
0.0
0.0
Inspectors - 4 Part Time
0.0(b)
0.0
0.0
0.0
0.0
ITotal 13.0 12.5 13.0 13.0 14.0
(a) Receptionist/Permit Clerk position is shared with the Village Managers Office on a 50/50 basis
(b) Termination of employees due to completion of the Grand Bay/Ritz and Ocean Club projects
(c) In FY03, this position was shared 50/50 with the Village Manager's Office In 2005, this position was fully funded by BZP as most of her time is spent on
inspection requests and answenng the telephone for the Department
(d) Funding for this position is from fines and penalties for construction work without permits
FUNDING LEVEL SUMMARY
FY2003 FY2004 FY2005 FY2006 FY 2007 % Change
Personnel Expenses
Operational Expenses
Capital Outlay
Total Department
$1,192,393 $1,081,373 $1,123,377 $1,228,597 $1,312,096
6%
$175,974
$0
$1,286,950
$168,957
$0
$1,250,330
$176,685
$0
$1,300,062
$187,731
$0
$1,416,328
$210,100
$0
$1,522,196
11%
0%
7%
100
BUILDING, ZONING, AND PLANNING DEPARTMENT
FISCAL YEAR 2007 BUDGET
r
The Fiscal Year 2007 budget increased $105,868 over the previous year. This increase is
due to the addition of a full time code enforcement officer and an increase in utilities.
Description
DIRECTOR
BUILDING OFFICIAL
CHIEF PERMIT CLERK
PERMIT CLERK
PERMIT CLERK
CODE ENFORCEMENT/PERMIT CLERK
RECEPTIONIST/PERMIT CLERK
PLAN REVIEWER
SENIOR CODE ENFORCEMENT OFFICER
CHIEF BUILDING INSPECTOR
CHIEF ELECTRICAL INSPECTOR
CHIEF PLUMBING INSPECTOR
CHIEF MECHANICAL INSPECTOR
BUILDING INSPECTOR
PART TIME INSPECTORS
PAYROLL TAXES
RETIREMENT CONTRIBUTIONS
LIFE, HEALTH, DISABILITY INSURANCE
WORKERS COMPENSATION
VISION 20/20 (RESERVED FUNDS)
MASTER PLAN
PROFESSIONAL SERVICES
SPECIAL MASTERS
CONTRACTUAL SERVICES
MILEAGE
CAR ALLOWANCE
WEBSITE
TELEPHONE
POSTAGE
UTILITIES
RENTALS & LEASES
INSURANCE
PRINTING & BINDING
ELECTRONIC SCANNING
MISCELLANEOUS EXPENSES
OFFICE SUPPLIES
MEMBERSHIP & DUES
EDUCATION & TRAINING
EQUIPMENT
Total Building, Zoning & Planning
FY2006
Budget
$137,883
$113,044
$47,736
$37,776
$37,776
$0
$27,509
$80,992
$43,074
$85,623
$85,623
$24,960
$85,623
$71,293
$38,272
$67,468
$106,197
$70,200
$67,546
$0
$1,000
$25,000
$7,000
$20,000
$3,000
$4,800
$7,000
$3,150
$2,000
$7,800
$3,780
$25,203
$5,000
$30,000
$2,000
$12,000
$5,000
$9,000
$15,000
$1,416,328
Actual
FY 2006
$135,181
$113,044
$46,763
$38,301
$36,357
$22,019
$27,492
$75,612
$43,588
$85,623
$85,623
$24,960
$85,623
$71,293
$9,970
$65,181
$115,050
$74,423
$52,428
$171,301
$548
$14,279
$2,533
$11,406
$775
$4,400
$7,340
$6,477
$537
$23,756
$5,969
$26,808
$9,996
$22,255
$1,699
$16,235
$2,164
$617
$7,067
$1,544,694
Adopted
FY2007 Variance
$145,980 5.87%
$116,435 3.00%
$50,539 5.87%
$40,798 8.00%
$39,994 5.87%
$36,002 100.00%
$30,219 9.85%
$81,134 0.17%
$47,884 11.17%
$88,192 3.00%
$88,192 3.00%
$25,709 3.00%
$88,192 3.00%
$73,432 3.00%
$38,272 0.00%
$75,809 12.36%
$114,324 7.65%
$76,050 8.33%
$54,919 -18.69%
$0 0.00%
$1,000 0.00%
$20,000 -20.00%
$7,000 0.00%
$20,000 0.00%
$3,000 0.00%
$4,800 0.00%
$7,000 0.00%
$3,500 11.11%
$2,000 0.00%
$23,749 204.47%
$3,780 0.00%
$38,492 52.73%
$5,000 0.00%
$27,800 -7.33%
$2,000 0.00%
$12,000 0.00%
$5,000 0.00%
$9,000 0.00%
$15,000 0.00%
$1,522,196 7.47%
101
FIRE RESCUE DEPARTMENT
FISCAL YEAR 2007 BUDGET
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
365-8999
•
Deputy Chief
of Fire Rescue
365-8988
r
Administrative
Assistant
365-8989
"A" Shift
Fire Captain (1)
365-8929
c
I
Fire
Lieutenant (1)
365-8930
\
i
Firefighter/
Paramedics (9)
365-8930
"B" Shift
Fire Captain (1)
365-8929
I
Fire
Lieutenant (1)
365-8930
1
i
Firefighter/
Paramedics (9)
365-8930
•
Assistant
Fire Marshal
365-8987
EMS
Coordinator
365-7576
i
Fire Training
Officer
365-7575
\ i
102
FIRE RESCUE DEPART MENT
FISCAL YEAR 2007 BUDGET
FUNCTIONAL ORGANIZATIONAL CHART
Office of the Chief of Fire Rescue
• Responsible to Village Manager for Fire, Rescue, Emergency Preparedness, All Hazards Mitigation and
Recovery
• Administers all Departmental functions assisted by the Deputy Fire Chief and Administrative Assistant
• Coordinates with other Departments and organizations.
• Coordinates with other Local, State and Federal agencies.
• Oversees budget, monitors and processes all expenditures
• Administrates personnel functions
• Maintains and m anages all r ecords and r eports .
Office of the Deputy Chi ef of Fire Res cu e
• 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 Accreditati on Manager.
• Ov ersees and co ordin ates day-to-day administrativ e and
emergency services delivery.
• Reviews and revises operational procedures
Office of the Assistant Fire M arshal
• Re sponsible to Village Deputy Chief.
Responsible fo r, and coordinates, Fire and Life Safe ty
activities within the Village.
• Responsible for, and coordinates, Fire Safety and
Public Education activities within the Village.
• Serve s as Public Information Officer at the Direction of
the Village Manager.
• Coordinate s with other Local, State and Federal
age ncie s on Fire and Life Safety issues
Offic e of th e Emergency Medi cal Ser vices
Coordinator
Responsible to the Village Deputy Chief.
Responsible f or the Quality Assurance/Management of
EMS within the Village
Responsible for, and coordinates, Paramedic Training
within the Department.
Coo rdinates with oth er Local, State and F ederal
agencie s on Fire and Lif e Safety issues
Offi ce of the Fire Training Officer
Responsible to the Village Deputy Chief
Responsible for, and co ordin ates, all Trai ning activiti es
within th e Departm ent .
Responsible for, and coordinates, Training
opportunities within the Village
Responsible for n eeds assessments and all training
records
Coordinates with other Local, State and Federal
agencies training mandates are adh ered to
Operational Serv ices
Captain
Fire Captain "A" Shift.
Responsible for training, operational re adiness,
and research and development.
Responsible for overall supervisio n of all fire ,
rescue, public education and inspe ction
activities while on duty.
M edical Services
Captain
Fire Captain "B" Shift.
Responsible for health and safety.
Responsible for overall supervision of a ll fire,
rescu e, public education and inspection
activities while on duty.
FIRE RESCUE DEPARTMENT
FISCAL YEAR 2007 BUDGET
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, intubating and defibrillating until the
patient can be admitted to the appropriate medical facility.
Additionally, Fire Rescue personnel perform the 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 calls 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 1 1, 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, or $39,930 monthly.
On September 10, 1998, the Board of Directors for the Commission on Fire Accreditation
International awarded the Village Fire Rescue Department International Accredited
Agency Status making the Department the tenth (10th) in the world and the first (1St) in the
state of Florida to achieve this recognition. On August 21, 2003, the Commission on Fire
Accreditation International unanimously approved the Re -Accreditation of the
104
FIRE RESCUE DEPARTMENT
FISCAL YEAR 2007 BUDGET
Department for 2003-2008. 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 the survey 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 96.9% good to excellent level of customer satisfaction.
Other functions that build on our full service designation include the provision of citizen
blood pressure monitoring, citizen CPR classes, first -aid classes, citizen Community
Emergency Response Team (C.E.R.T.) classes, water rescue capability, trench rescue and
confined space expertise and community fire and accident prevention public education
programs.
The Department consists of a Chief of Fire Rescue, a Deputy Chief of Fire Rescue, an
Assistant Fire Marshal, an Emergency Medical Services Coordinator, a Training Officer, an
Administrative Assistant, three (3) Fire Captains and three (3) Fire Lieutenants. On January
27, 2004, Village Council approved Ordinance 04-3 providing for the funding of four
additional Firefighter/Paramedics for a total of twenty-seven (27) effective July 1, 2004. All
of the sworn personnel under the rank of Deputy Fire Chief are State Certified Paramedics.
We are the only Fire Rescue Department in South Florida with this distinction.
PERFORMANCE INDICATORS
Emergency call volume for calendar year 2005 broke down as follows; one thousand and
twenty five (1025) medical calls for service and one thousand ninety-one (1091) fire
related calls for service totaling two thousand one hundred and sixteen (2116) emergency
responses. For the first six (6) months of FY 2006, medical calls for service total four hundred
and eighty four (484) with five hundred and forty one (541) fire related calls for service.
The Fire Rescue Department continues to provide for an excellent response time under
three minutes thirty seconds (3:30) while maintaining a current minimum on -duty staffing of
eight (8) or more Firefighter/Paramedics at all times. During the fiscal year 2006, the
Department 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
105
FIRE RESCUE DEPARTMENT
FISCAL YEAR 2007 BUDGET
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. The Department continues teaching Village residents the
Community Emergency Response Team (C,E.R.T.) program.
The 2005 Hurricane season saw members of the Village Fire Rescue Department respond
to the recovery efforts affer Hurricane Katrina. As part of the Village's Memorandum of
Understanding with the State of Florida and Federal Government, Department trained
and certified members were activated for Search and Rescue; Critical Incident Stress
Management and to serve in the capacity as Public Information Officers immediately
after the hurricane made landfall. The members activated for Search and Rescue were
assigned to the Gulfport -Biloxi area of Mississippi and the City of New Orleans in Louisiana.
The Chief of the Village of Key Biscayne Fire Rescue Department responded to Alabama
and conducted initial damage assessment for the federal assistance and then operated
out of the Mississippi State Emergency Operations Center located in Jackson MS and
coordinated eleven (11) Federal Emergency Management Agency's Urban Search and
Rescue Team during their response and operations along the Gulf Coast.
After becoming the first Fire Rescue service in the State of Florida to be Accredited by the
Commission on Fire Accreditation International (C.F,A,I,), the Department continues its
commitment towards excellence by preparing for the annual audit of our programs to
maintain the Accredited Agency Status. In June of 2003, the C.F.A.I. sent into the Village a
new four (4) person Peer Assessor Team to again evaluate the programs and services of
the Department with the intention of recommending Re -Accreditation Status. On August
21, 2003, the Commission on Fire
Accreditation International unanimously approved the Re -Accreditation of the
Department for 2003-2008. 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 indicates
that 96.9% of those surveyed rate the Department with an good to excellent customer
satisfaction level.
106
FIRE RESCUE DEPARTMENT
FISCAL YEAR 2007 BUDGET
ALARM SUMMARY REPORT
October 1, 2005 through March 31, 2006
02
03
04
05
October
05 -March
06
Total Calls
2058
2190
2275
2116
1029
Fire
1 151
1210
1337
1091
541
Medical
907
980
938
1025
488
Medical Transports
397
454
431
514
165
Miami Unit
Responses
182
166
49
39
16
Selected Significant Calls
02
03
04
05
October
05 -
March 06
Assist Citizen
45
85
399
114
15
Automatic Fire
Alarm
729
686
566
516
151
Building Fire *
49
52
41
40
9
Car Fire
5
5
0
2
0
Lockout
189
164
70
134
37
Person Stuck in
Elevator
44
45
28
15
6
Wires Down
19
15
22
67
33
Fire Losses
$124,250
$59,100
$306,300
$63,152
$9,852
Cardiac Arrest
6
5
8
27
13
Chest Pain
85
76
46
59
30
Diabetic
16
7
15
23
4
Difficulty Breathing
45
80
31
53
18
Fall
106
133
77
85
24
Stroke
11
16
16
21
7
Traumatic Injury
50
39
184
210
59
*Building Fires include a variety of situations including vegetation, brush, trash and other fires.
107
FIRE RESCUE DEPARTMENT
FISCAL YEAR 2007 BUDGET
ACTIVITY
2000-2001
Full Fiscal Year
2001-2002
Full Fiscal Year
2002-2003
Full Fiscal Year
2003-2004
Full Fiscal Year
2004-2005
Full Fiscal Year
Response Time
3 minutes
2 minutes, 50
seconds
2 minutes,
58 seconds
3 minutes,
29 seconds
3 minutes,
23 seconds
SWAP Program
90
Exchanges5
47
Exchanges
16
Exchanges
7
Exchanges
5
Exchanges
Inspection
Activity 2
4261nspections4
840 Inspections
307 Inspections
332 Inspections
269 Inspections
Residential
Inspections
50 Inspections
0 Inspections
0 Inspections
0 Inspections
0 Inspections
Hydrant
Inspections
9 Hydrant
Inspections
249 Hydrant
Inspections
4 Hydrant
Inspections
1 Hydrant
Inspections
478 Hydrant
Inspection
Hose Tests
1 Complete Fire
Hose Tests
1 Complete Fire
Hose Test
3 Complete Fire
Hose Test
5 Complete Fire
Hose Tests
0 Complete Fire
Hose Tests
Citizen Blood
Pressure
Enrollments
110 People
Enrolled
117 People
Enrolled
203 People
Enrolled
234 People
Enrolled
187 People
Enrolled
CPR and
Accident
Prevention
Classes
76 Citizen CPR
and Accident
Prevention
Classes reaching
4446 residents
78 Citizen CPR
and Accident
Prevention
Classes reaching
2294 residents
42Citizen CPR
and Accident
Prevention
Classes
5079 residents
72Citizen CPR
and Accident
Prevention
Classes
4330 residents
72 Citizen CPR
and Accident
Prevention
Classes
5932 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
0 Physical
Fitness Test
For each
Firefighter
Company Drill
3072 hrs of drill
3072 hrs of drill
3072 hrs of drill
3072 hrs of drill
3072 hrs 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 Incidents'
1050
1 114
1 148
1403
1 103
Medical Incidents
930
959
924
944
1049
Rescue Transports
450
432
427
441
501
' Fire Incidents include a variety of situations including response to st ucture fires, vehicle fires, automatic alarms, smoke 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, lst , 3rd & 6th
4 Number of inspections lower due to fewer reinspections and more buildings in compliance
5 Number of exchanges lower due four months of Department -wide Trench Rescue and Confined Space Training
108
FIRE RESCUE DEPARTMENT
FISCAL YEAR 2007 BUDGET
2007 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
evaluation continuously assure this objective.
In October of 2002, the Fire Rescue Department moved into a new two (2) story, four (4)
bay, state-of-the-art fire station located in the center of the Village on the main
thoroughfare through the community. This new facility has enhanced the level of fire and
rescue services to the residents and visitors of the Village and will for many years to come.
The Commission on Fire Accreditation International (CFAI) requires 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, the
Department has successfully complied with all requirements to maintain its Accredited
Agency Status. In June of 2003, the C.F.A.I. sent into the Village a new four (4) person Peer
Assessment Team to again evaluate the programs and services of the Department with
the intention of recommending Re -Accreditation Status. On August 21, 2003, the
Commission on Fire Accreditation International unanimously approved the Re -
Accreditation of the Department for 2003-2008.
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.
During FY 2005, the Village Council by Resolution No. 2005-18, authorized the Village Fire
Rescue Department to purchase two (2) new rescue transport vehicles. The new vehicles
- 2006 Navistar 4400LP Transport Ambulance Modules - utilize the latest state-of-the-art
design and configuration to better assist the Firefighter/Paramedics in the performance of
their treatment and comfort activities.
In April of 2005, the Village Fire Rescue Department successfully applied to the Federal
Emergency Management Agency and the United States Fire Administration for an
Assistance to Firefighters Grant (F.I.R,E. Act) in the amount of one hundred and two
109
BUILDING, ZONING, AND PLANNING DEPARTMENT
FISCAL YEAR 2007 BUDGET
ACTIVFTY
FY 2002
Actual
FY 2003
Actual
FY 2004
Actual
FY 2005
Actual
FY 2006
Actual
FY 2007
Projected
Master Permits and
Trade Permits
1803
2313
2215
3,045
2,079
2,562
Special Event Permits
No data
No data
No data
No data
714
714
Inspections Made
15,000
13,360
10,562
9,103
7,511
8,307
Certificates of Use
75
103
111
105
36
50
Occupational Licenses
625
668
528*
435
577
914
Enforcement Activity
No data
854
807
1,576
797
800
* New license program combined the number of licenses per business.
FY 2007 DEPARTMENTAL OBJECTIVES AND
MANAGEMENT OVERVIEW
The Department's objectives focus on Customer Service, Revenue Generation, and
Planning:
Customer Service: The Department's mission establishes customer service as our highest
priority. In support of this objective, in FY 2004 our citizens and contractors were able to
view building permit data and inquire as to the status of permit applications and
inspections through our webpage. In FY2007, we will expand this service to include the
issuance of minor permit applications and the ability to print minor permits from their
homes or offices. This new technology utilizes the Internet through the building permit
system that was installed last fiscal year.
We will also continue our objective to place all building plans on CD-ROM. In FY 2007,
we will have 95% of all plans on CD-ROM. 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.
96
BUILDING, ZONING, AND PLANNING DEPARTMENT
FISCAL YEAR 2007 BUDGET
OBJECTIVES
A. Customer Service
1. Provide Internet access to the Building Permit System: Homeowners,
contractors, architects, and engineers can view plan review comments, request
inspections, and obtain results of inspections. Minor permits will be issued over the
Internet without the necessity of visiting the office.
2. Level of Service: Continue the level of customer service by reviewing plans
within the following timeframes.
a.
b.
c.
d.
e.
f.
g.
Walk through permits
Roofing, fence, and driveway permits
Trade permits
Inspection requests
Apt/Condo remodeling
New construction, additions, interior
remodeling to single family homes
Large projects not included above
same day service
1 day
1 day
Next day service
1-5 days
14 days new construction,
10 days for others
20 - 30 days depending on
complexity
3. Scanning of Plans: Scan all plans that receive a Certificate of Occupancy
or Certificate of Completion this 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 inventory and bar code all
plans, excluding those which are still under construction.
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.
97
BUILDING, ZONING, AND PLANNING DEPARTMENT
FISCAL YEAR 2007 BUDGET
2. Occupational Licenses: Through the deployment of new occupational
license software in FY2004, the Department was able to track late payments and
assess penalties. As a result of this new management tool and strict collection
procedures revenue increased from $47,775 in FY2004 to $120,552 in FY2006. In
FY2007, a new office and retail center at 200 Crandon Boulevard will be
completed. These commercial uses will require occupational licenses which will
generate additional revenue. The increase in licenses from that building will be
offset by the closure of the Sonesta Hotel. As such, a further increase in revenue
is not expected.
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
completed in FY2006. It expected that the recommended amendments to the
Master Plan will be processed in the spring of 2007.
2. 2020 Vision Plan: The preparation of the EAR provides the Village with
baseline data and analysis that can be used to prepare a Visionary Plan for the
Village. The Visionary Plan is not required by the DCA. The Visionary Plan will
establish quality of life goals and objectives, standards, ideals, and aspirations
for the Village. The Vision Plan will then translate these abstract associations into
quantifiable actions that can be implemented. The preparation of this plan is
the logical next step following the goals and objectives that were accepted by
Council on February 3, 2004. The Plan was submitted to Council in February of
2006 and a workshop was held in May of 2006. It is expected that further
consideration of the Plan and funding options will occur in the spring of 2007.
3. Civic Center Park: The 2020 Vision Plan recommended that a charette process
be established to determine the recommended use and site plan for property
which is owned by the Village at 520 Crandon Boulevard (Tony Citgo Site). It is
expected this process will start in January 2007. In the mean time, the property is
used as a construction staging site for the Crandon Boulevard Phase 2 and 3
improvements.
98
BUILDING, ZONING, AND PLANNING DEPARTMENT
FISCAL YEAR 2007 BUDGET
4. Implementation of the Crandon Boulevard Master Plan: The Master Plan was
approved by the Village Council on February 24, 2004. Funding for Phase 1, the
Crandon Boulevard and McIntyre Street intersection, was through the Civic
Center project. Construction commenced in 2004 and it was completed in June
2005. Funding for Phase 2, from the entrance of the Village to McIntyre Street was
put in place in FY2004 through a state grant and bonding of funds from the '/2
penny sales tax and FDOT. Construction of this phase commenced in July 2005
and will be completed in the spring of 2006. Phase 3 funding, from McIntyre Street
to the State Park is underway with grant awards from the FDOT and the County
received by the Village in FY2006. The staff, with the assistance of the Crandon
Boulevard Master Plan Implementation Committee, is actively engaged in
meeting these deadlines. The Village Manager's Office has been instrumental in
obtaining the funding for the entire Master Plan.
5. Art in Public Places Program: In the fall of 2006, the Sarah Morris artwork
project, which is located in the oval in McIntyre Street from Crandon Boulevard to
Village Green Way, will be completed. The Board will initiate a Call to Artists for
artwork that is associated with the Village Hall and/or Fire Rescue Station. It is
expected the artwork will be installed in late FY2007.
99
BUILDING, ZONING, AND PLANNING DEPARTMENT
FISCAL YEAR 2007 BUDGET
ANNUAL COMPARISON OF STAFFING
Position 2003 2004 2005 2006 2007
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
0.5(a)
1.0(c)
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
0.0
0.0
0.0
1.0(d)
Sr. Code Enforcement Officer
1.0
1.0
2.0
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
Community Assistant
0.0(b)
0.0
0.0
0.0
0.0
Inspectors - 4 Part Time
0.0(b)
0.0
0.0
0.0
0.0
ITotal 13.0 12.5 13.0 13.0 14.0
(a) Receptionist/Permit Clerk position is shared with the Village Managers Office on a 50/50 basis
(b) Termination of employees due to completion of the Grand Bay/Ritz and Ocean Club projects
(c) In FY03, this position was shared 50/50 with the Village Manager's Office In 2005, this position was fully funded by BZP as most of her time is spent on
inspection requests and answenng the telephone for the Department
(d) Funding for this position is from fines and penalties for construction work without permits
FUNDING LEVEL SUMMARY
FY2003 FY2004 FY2005 FY2006 FY 2007 % Change
Personnel Expenses
Operational Expenses
Capital Outlay
Total Department
$1,192,393 $1,081,373 $1,123,377 $1,228,597 $1,312,096
6%
$175,974
$0
$1,286,950
$168,957
$0
$1,250,330
$176,685
$0
$1,300,062
$187,731
$0
$1,416,328
$210,100
$0
$1,522,196
11%
0%
7%
100
BUILDING, ZONING, AND PLANNING DEPARTMENT
FISCAL YEAR 2007 BUDGET
r
The Fiscal Year 2007 budget increased $105,868 over the previous year. This increase is
due to the addition of a full time code enforcement officer and an increase in utilities.
Description
DIRECTOR
BUILDING OFFICIAL
CHIEF PERMIT CLERK
PERMIT CLERK
PERMIT CLERK
CODE ENFORCEMENT/PERMIT CLERK
RECEPTIONIST/PERMIT CLERK
PLAN REVIEWER
SENIOR CODE ENFORCEMENT OFFICER
CHIEF BUILDING INSPECTOR
CHIEF ELECTRICAL INSPECTOR
CHIEF PLUMBING INSPECTOR
CHIEF MECHANICAL INSPECTOR
BUILDING INSPECTOR
PART TIME INSPECTORS
PAYROLL TAXES
RETIREMENT CONTRIBUTIONS
LIFE, HEALTH, DISABILITY INSURANCE
WORKERS COMPENSATION
VISION 20/20 (RESERVED FUNDS)
MASTER PLAN
PROFESSIONAL SERVICES
SPECIAL MASTERS
CONTRACTUAL SERVICES
MILEAGE
CAR ALLOWANCE
WEBSITE
TELEPHONE
POSTAGE
UTILITIES
RENTALS & LEASES
INSURANCE
PRINTING & BINDING
ELECTRONIC SCANNING
MISCELLANEOUS EXPENSES
OFFICE SUPPLIES
MEMBERSHIP & DUES
EDUCATION & TRAINING
EQUIPMENT
Total Building, Zoning & Planning
FY2006
Budget
$137,883
$113,044
$47,736
$37,776
$37,776
$0
$27,509
$80,992
$43,074
$85,623
$85,623
$24,960
$85,623
$71,293
$38,272
$67,468
$106,197
$70,200
$67,546
$0
$1,000
$25,000
$7,000
$20,000
$3,000
$4,800
$7,000
$3,150
$2,000
$7,800
$3,780
$25,203
$5,000
$30,000
$2,000
$12,000
$5,000
$9,000
$15,000
$1,416,328
Actual
FY 2006
$135,181
$113,044
$46,763
$38,301
$36,357
$22,019
$27,492
$75,612
$43,588
$85,623
$85,623
$24,960
$85,623
$71,293
$9,970
$65,181
$115,050
$74,423
$52,428
$171,301
$548
$14,279
$2,533
$11,406
$775
$4,400
$7,340
$6,477
$537
$23,756
$5,969
$26,808
$9,996
$22,255
$1,699
$16,235
$2,164
$617
$7,067
$1,544,694
Adopted
FY2007 Variance
$145,980 5.87%
$116,435 3.00%
$50,539 5.87%
$40,798 8.00%
$39,994 5.87%
$36,002 100.00%
$30,219 9.85%
$81,134 0.17%
$47,884 11.17%
$88,192 3.00%
$88,192 3.00%
$25,709 3.00%
$88,192 3.00%
$73,432 3.00%
$38,272 0.00%
$75,809 12.36%
$114,324 7.65%
$76,050 8.33%
$54,919 -18.69%
$0 0.00%
$1,000 0.00%
$20,000 -20.00%
$7,000 0.00%
$20,000 0.00%
$3,000 0.00%
$4,800 0.00%
$7,000 0.00%
$3,500 11.11%
$2,000 0.00%
$23,749 204.47%
$3,780 0.00%
$38,492 52.73%
$5,000 0.00%
$27,800 -7.33%
$2,000 0.00%
$12,000 0.00%
$5,000 0.00%
$9,000 0.00%
$15,000 0.00%
$1,522,196 7.47%
101
FIRE RESCUE DEPARTMENT
FISCAL YEAR 2007 BUDGET
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
365-8999
•
Deputy Chief
of Fire Rescue
365-8988
r
Administrative
Assistant
365-8989
"A" Shift
Fire Captain (1)
365-8929
c
I
Fire
Lieutenant (1)
365-8930
\
i
Firefighter/
Paramedics (9)
365-8930
"B" Shift
Fire Captain (1)
365-8929
I
Fire
Lieutenant (1)
365-8930
1
i
Firefighter/
Paramedics (9)
365-8930
•
Assistant
Fire Marshal
365-8987
EMS
Coordinator
365-7576
i
Fire Training
Officer
365-7575
\ i
102
FIRE RESCUE DEPART MENT
FISCAL YEAR 2007 BUDGET
FUNCTIONAL ORGANIZATIONAL CHART
Office of the Chief of Fire Rescue
• Responsible to Village Manager for Fire, Rescue, Emergency Preparedness, All Hazards Mitigation and
Recovery
• Administers all Departmental functions assisted by the Deputy Fire Chief and Administrative Assistant
• Coordinates with other Departments and organizations.
• Coordinates with other Local, State and Federal agencies.
• Oversees budget, monitors and processes all expenditures
• Administrates personnel functions
• Maintains and m anages all r ecords and r eports .
Office of the Deputy Chi ef of Fire Res cu e
• 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 Accreditati on Manager.
• Ov ersees and co ordin ates day-to-day administrativ e and
emergency services delivery.
• Reviews and revises operational procedures
Office of the Assistant Fire M arshal
• Re sponsible to Village Deputy Chief.
Responsible fo r, and coordinates, Fire and Life Safe ty
activities within the Village.
• Responsible for, and coordinates, Fire Safety and
Public Education activities within the Village.
• Serve s as Public Information Officer at the Direction of
the Village Manager.
• Coordinate s with other Local, State and Federal
age ncie s on Fire and Life Safety issues
Offic e of th e Emergency Medi cal Ser vices
Coordinator
Responsible to the Village Deputy Chief.
Responsible f or the Quality Assurance/Management of
EMS within the Village
Responsible for, and coordinates, Paramedic Training
within the Department.
Coo rdinates with oth er Local, State and F ederal
agencie s on Fire and Lif e Safety issues
Offi ce of the Fire Training Officer
Responsible to the Village Deputy Chief
Responsible for, and co ordin ates, all Trai ning activiti es
within th e Departm ent .
Responsible for, and coordinates, Training
opportunities within the Village
Responsible for n eeds assessments and all training
records
Coordinates with other Local, State and Federal
agencies training mandates are adh ered to
Operational Serv ices
Captain
Fire Captain "A" Shift.
Responsible for training, operational re adiness,
and research and development.
Responsible for overall supervisio n of all fire ,
rescue, public education and inspe ction
activities while on duty.
M edical Services
Captain
Fire Captain "B" Shift.
Responsible for health and safety.
Responsible for overall supervision of a ll fire,
rescu e, public education and inspection
activities while on duty.
FIRE RESCUE DEPARTMENT
FISCAL YEAR 2007 BUDGET
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, intubating and defibrillating until the
patient can be admitted to the appropriate medical facility.
Additionally, Fire Rescue personnel perform the 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 calls 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 1 1, 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, or $39,930 monthly.
On September 10, 1998, the Board of Directors for the Commission on Fire Accreditation
International awarded the Village Fire Rescue Department International Accredited
Agency Status making the Department the tenth (10th) in the world and the first (1St) in the
state of Florida to achieve this recognition. On August 21, 2003, the Commission on Fire
Accreditation International unanimously approved the Re -Accreditation of the
104
FIRE RESCUE DEPARTMENT
FISCAL YEAR 2007 BUDGET
Department for 2003-2008. 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 the survey 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 96.9% good to excellent level of customer satisfaction.
Other functions that build on our full service designation include the provision of citizen
blood pressure monitoring, citizen CPR classes, first -aid classes, citizen Community
Emergency Response Team (C.E.R.T.) classes, water rescue capability, trench rescue and
confined space expertise and community fire and accident prevention public education
programs.
The Department consists of a Chief of Fire Rescue, a Deputy Chief of Fire Rescue, an
Assistant Fire Marshal, an Emergency Medical Services Coordinator, a Training Officer, an
Administrative Assistant, three (3) Fire Captains and three (3) Fire Lieutenants. On January
27, 2004, Village Council approved Ordinance 04-3 providing for the funding of four
additional Firefighter/Paramedics for a total of twenty-seven (27) effective July 1, 2004. All
of the sworn personnel under the rank of Deputy Fire Chief are State Certified Paramedics.
We are the only Fire Rescue Department in South Florida with this distinction.
PERFORMANCE INDICATORS
Emergency call volume for calendar year 2005 broke down as follows; one thousand and
twenty five (1025) medical calls for service and one thousand ninety-one (1091) fire
related calls for service totaling two thousand one hundred and sixteen (2116) emergency
responses. For the first six (6) months of FY 2006, medical calls for service total four hundred
and eighty four (484) with five hundred and forty one (541) fire related calls for service.
The Fire Rescue Department continues to provide for an excellent response time under
three minutes thirty seconds (3:30) while maintaining a current minimum on -duty staffing of
eight (8) or more Firefighter/Paramedics at all times. During the fiscal year 2006, the
Department 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
105
FIRE RESCUE DEPARTMENT
FISCAL YEAR 2007 BUDGET
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. The Department continues teaching Village residents the
Community Emergency Response Team (C,E.R.T.) program.
The 2005 Hurricane season saw members of the Village Fire Rescue Department respond
to the recovery efforts affer Hurricane Katrina. As part of the Village's Memorandum of
Understanding with the State of Florida and Federal Government, Department trained
and certified members were activated for Search and Rescue; Critical Incident Stress
Management and to serve in the capacity as Public Information Officers immediately
after the hurricane made landfall. The members activated for Search and Rescue were
assigned to the Gulfport -Biloxi area of Mississippi and the City of New Orleans in Louisiana.
The Chief of the Village of Key Biscayne Fire Rescue Department responded to Alabama
and conducted initial damage assessment for the federal assistance and then operated
out of the Mississippi State Emergency Operations Center located in Jackson MS and
coordinated eleven (11) Federal Emergency Management Agency's Urban Search and
Rescue Team during their response and operations along the Gulf Coast.
After becoming the first Fire Rescue service in the State of Florida to be Accredited by the
Commission on Fire Accreditation International (C.F,A,I,), the Department continues its
commitment towards excellence by preparing for the annual audit of our programs to
maintain the Accredited Agency Status. In June of 2003, the C.F.A.I. sent into the Village a
new four (4) person Peer Assessor Team to again evaluate the programs and services of
the Department with the intention of recommending Re -Accreditation Status. On August
21, 2003, the Commission on Fire
Accreditation International unanimously approved the Re -Accreditation of the
Department for 2003-2008. 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 indicates
that 96.9% of those surveyed rate the Department with an good to excellent customer
satisfaction level.
106
FIRE RESCUE DEPARTMENT
FISCAL YEAR 2007 BUDGET
ALARM SUMMARY REPORT
October 1, 2005 through March 31, 2006
02
03
04
05
October
05 -March
06
Total Calls
2058
2190
2275
2116
1029
Fire
1 151
1210
1337
1091
541
Medical
907
980
938
1025
488
Medical Transports
397
454
431
514
165
Miami Unit
Responses
182
166
49
39
16
Selected Significant Calls
02
03
04
05
October
05 -
March 06
Assist Citizen
45
85
399
114
15
Automatic Fire
Alarm
729
686
566
516
151
Building Fire *
49
52
41
40
9
Car Fire
5
5
0
2
0
Lockout
189
164
70
134
37
Person Stuck in
Elevator
44
45
28
15
6
Wires Down
19
15
22
67
33
Fire Losses
$124,250
$59,100
$306,300
$63,152
$9,852
Cardiac Arrest
6
5
8
27
13
Chest Pain
85
76
46
59
30
Diabetic
16
7
15
23
4
Difficulty Breathing
45
80
31
53
18
Fall
106
133
77
85
24
Stroke
11
16
16
21
7
Traumatic Injury
50
39
184
210
59
*Building Fires include a variety of situations including vegetation, brush, trash and other fires.
107
FIRE RESCUE DEPARTMENT
FISCAL YEAR 2007 BUDGET
ACTIVITY
2000-2001
Full Fiscal Year
2001-2002
Full Fiscal Year
2002-2003
Full Fiscal Year
2003-2004
Full Fiscal Year
2004-2005
Full Fiscal Year
Response Time
3 minutes
2 minutes, 50
seconds
2 minutes,
58 seconds
3 minutes,
29 seconds
3 minutes,
23 seconds
SWAP Program
90
Exchanges5
47
Exchanges
16
Exchanges
7
Exchanges
5
Exchanges
Inspection
Activity 2
4261nspections4
840 Inspections
307 Inspections
332 Inspections
269 Inspections
Residential
Inspections
50 Inspections
0 Inspections
0 Inspections
0 Inspections
0 Inspections
Hydrant
Inspections
9 Hydrant
Inspections
249 Hydrant
Inspections
4 Hydrant
Inspections
1 Hydrant
Inspections
478 Hydrant
Inspection
Hose Tests
1 Complete Fire
Hose Tests
1 Complete Fire
Hose Test
3 Complete Fire
Hose Test
5 Complete Fire
Hose Tests
0 Complete Fire
Hose Tests
Citizen Blood
Pressure
Enrollments
110 People
Enrolled
117 People
Enrolled
203 People
Enrolled
234 People
Enrolled
187 People
Enrolled
CPR and
Accident
Prevention
Classes
76 Citizen CPR
and Accident
Prevention
Classes reaching
4446 residents
78 Citizen CPR
and Accident
Prevention
Classes reaching
2294 residents
42Citizen CPR
and Accident
Prevention
Classes
5079 residents
72Citizen CPR
and Accident
Prevention
Classes
4330 residents
72 Citizen CPR
and Accident
Prevention
Classes
5932 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
0 Physical
Fitness Test
For each
Firefighter
Company Drill
3072 hrs of drill
3072 hrs of drill
3072 hrs of drill
3072 hrs of drill
3072 hrs 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 Incidents'
1050
1 114
1 148
1403
1 103
Medical Incidents
930
959
924
944
1049
Rescue Transports
450
432
427
441
501
' Fire Incidents include a variety of situations including response to st ucture fires, vehicle fires, automatic alarms, smoke 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, lst , 3rd & 6th
4 Number of inspections lower due to fewer reinspections and more buildings in compliance
5 Number of exchanges lower due four months of Department -wide Trench Rescue and Confined Space Training
108
FIRE RESCUE DEPARTMENT
FISCAL YEAR 2007 BUDGET
2007 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
evaluation continuously assure this objective.
In October of 2002, the Fire Rescue Department moved into a new two (2) story, four (4)
bay, state-of-the-art fire station located in the center of the Village on the main
thoroughfare through the community. This new facility has enhanced the level of fire and
rescue services to the residents and visitors of the Village and will for many years to come.
The Commission on Fire Accreditation International (CFAI) requires 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, the
Department has successfully complied with all requirements to maintain its Accredited
Agency Status. In June of 2003, the C.F.A.I. sent into the Village a new four (4) person Peer
Assessment Team to again evaluate the programs and services of the Department with
the intention of recommending Re -Accreditation Status. On August 21, 2003, the
Commission on Fire Accreditation International unanimously approved the Re -
Accreditation of the Department for 2003-2008.
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.
During FY 2005, the Village Council by Resolution No. 2005-18, authorized the Village Fire
Rescue Department to purchase two (2) new rescue transport vehicles. The new vehicles
- 2006 Navistar 4400LP Transport Ambulance Modules - utilize the latest state-of-the-art
design and configuration to better assist the Firefighter/Paramedics in the performance of
their treatment and comfort activities.
In April of 2005, the Village Fire Rescue Department successfully applied to the Federal
Emergency Management Agency and the United States Fire Administration for an
Assistance to Firefighters Grant (F.I.R,E. Act) in the amount of one hundred and two
109
FIRE RESCUE DEPARTMENT
FISCAL YEAR 2007 BUDGET
thousand four hundred and thirty-five ($102,435.00) dollars. The Department Grant is to
fund a Wellness/Fitness and Injury Prevention program in order to enhance the health and
safety of Department members. The Wellness/Fitness and Injury Prevention Program will be
accomplished with the purchase of equipment and the contractual procurement of
medical services to ensure that Department members are physically able to carry out
their duties and enjoy healthier injury -free careers.
The Department has again offered the Community Emergency Response Team (CERT)
program. This highly successful program includes training in disaster preparedness; disaster
fire suppression; disaster medical operations; light search and rescue operations; and
disaster psychology and organization. Due to recent events throughout the world, and this
country, this program has been expanded to involve awareness level training in Weapons
of Mass Destruction and Terrorism. No community is immune.
In March of 2004, the Village Council approved a recommendation from the Fire Chief
and Village Manager to add the position of Training Officer to the Department's Table of
Organization. This position serves in two (2) capacities. First, the Training Officer
coordinates all Training activities within the Department. Additionally, the Training Officer
coordinates training opportunities within the Village for Village residents.
Effective July 1, 2004, assigned Departmental Shift Staffing went from ten (10) to eleven
(11) with approval of Council. This level of staffing allowed for a daily minimum staffing of
eight (8) members on duty 24/7 and fully staffed each fire fighting apparatus with four (4)
members per fire fighting truck.
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 350 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 newly acquired thirty-three (33') foot Fire Safety House/Trailer will enhance 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 also be making Risk Watch presentations to all 4th, 5th,
and 6th graders. This very successful program is entering its sixth year. Key Biscayne is the
only South Florida community where the program is offered in every educational
institution. For the fifth year in a row, the Fire Chief mentors a fifth grade class utilizing the
Kids and the Power Of Work (KAPOW) curriculum.
110
FIRE RESCUE DEPARTMENT
FISCAL YEAR 2007 BUDGET
thousand four hundred and thirty-five ($102,435.00) dollars. The Department Grant is to
fund a Wellness/Fitness and Injury Prevention program in order to enhance the health and
safety of Department members. The Wellness/Fitness and Injury Prevention Program will be
accomplished with the purchase of equipment and the contractual procurement of
medical services to ensure that Department members are physically able to carry out
their duties and enjoy healthier injury -free careers.
The Department has again offered the Community Emergency Response Team (CERT)
program. This highly successful program includes training in disaster preparedness; disaster
fire suppression; disaster medical operations; light search and rescue operations; and
disaster psychology and organization. Due to recent events throughout the world, and this
country, this program has been expanded to involve awareness level training in Weapons
of Mass Destruction and Terrorism. No community is immune.
In March of 2004, the Village Council approved a recommendation from the Fire Chief
and Village Manager to add the position of Training Officer to the Department's Table of
Organization. This position serves in two (2) capacities. First, the Training Officer
coordinates all Training activities within the Department. Additionally, the Training Officer
coordinates training opportunities within the Village for Village residents.
Effective July 1, 2004, assigned Departmental Shift Staffing went from ten (10) to eleven
(11) with approval of Council. This level of staffing allowed for a daily minimum staffing of
eight (8) members on duty 24/7 and fully staffed each fire fighting apparatus with four (4)
members per fire fighting truck.
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 350 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 newly acquired thirty-three (33') foot Fire Safety House/Trailer will enhance 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 also be making Risk Watch presentations to all 4th, 5th,
and 6th graders. This very successful program is entering its sixth year. Key Biscayne is the
only South Florida community where the program is offered in every educational
institution. For the fifth year in a row, the Fire Chief mentors a fifth grade class utilizing the
Kids and the Power Of Work (KAPOW) curriculum.
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FIRE RESCUE DEPARTMENT
FISCAL YEAR 2007 BUDGET
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 Department will continue to introduce additional components of the Citizens Corp.
Program. This program is coordinated nationally by the Federal Emergency Management
Agency. The Citizens Corp. Program was created to help coordinate volunteer activities
that will make our community safer, stronger and better prepared to respond to any
emergency situation. The program will provide residents with opportunities to participate
in a wide range of measures to make their families, their homes and the Village safer from
threats of crime, terrorism and disasters of all kinds.
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
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
fire fighting equipment.
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FIRE RESCUE DEPARTMENT
FISCAL YEAR 2007 BUDGET
RESIDENTS EXECUTIVE SUMMARY - Fire Department
FUNDING LEVEL SUMMARY
Personnel Expenses
Operational Expenses
Capital Outlay
Total Department
FY 2003 FY 2004 FY 2005 FY 2006
$3,138,725 $3,464,154 $3,595,733 $3,806,187
FY 2007
$3,802,939
% Change
from 06-07
-.9%
$912,960
$914,597
$989,543
$1,046,848
$1,263,289
6.75%
$0
$0
$0
$0
$0
$0
4$,051,685
$4,378,751
$4,585,276
$4,853,035
$5,066,228
4.39%
PERSONNEL SUMMARY
Authorized Positions
2001
2002
Fiscal
2003
Years
2004
2005
2006
2007
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
Assistant Fire Marshal
0
0
1.0
1.0
1.0
1.0
1.0
EMS Coordinator
0
0
0
1.0
1.0
1.0
1.0
Fire Training Officer
0
0
0
0
1.0
1.0
1.0
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
3.0
Firefighter/Paramedic
24.0
24.0
24.0
24.0
27.0
27.0
27.0
Total
33.0
33.0
34.0
35.0
39.0
39.0
39.0
BUDGET SUMMARY
The total increase in the FY 2007 budget will be $213,193 or 4.39%. The change is due to an
increase in personnel expenses resulting from a cost of living increase, merit increases, personnel
increases, and added line items to the Department from Non -Departmental and the fire truck lease.
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FIRE RESCUE DEPARTMENT
FISCAL YEAR 2007 BUDGET
Description
FIRE CHIEF (1)
DEPUTY FIRE CHIEF (1)
FIRE CAPTAINS (3)
EXECUTIVE ASSISTANTS TO FIRE
CHIEF(3)
FIRE LIEUTENANTS (3)
DRIVER/ENGINEER (12)
FIREFIGHTER/PARAMEDIC (15)
ADMINISTRATIVE ASSISTANT (1)
ACTING SUPERVISOR PAY
OFF DUTY EMPLOYMENT
OVERTIME
HOLIDAY PAY
INCENTIVE PAY
VACATION EXCESS PAY
PAYROLL TAXES
RETIREMENT CONTRIBUTIONS
LIFE, HEALTH, DISABILITY INSURANCE
WORKERS COMPENSATION
CONSULTANTS FEE
WEBSITE
COMMUNICATIONS
POSTAGE
WATER & SEWER
ELECTRICITY
FIRE TRUCK LEASE
INSURANCE
MAINTENANCE & REPAIRS
VEHICLE MAINTENANCE
VEHICLE FUEL & OIL
PRINTING
RECRUITING/HIRING/PHYSICALS
EMPLOYEE WELLNESS PROGRAM
AUTOMATIC AID AGREEMENT
AUTOMATIC AID TRAINING / OT
FIRE RESCUE SAFETY AGREEMENTS
ALS LICENSE -FIRE SAFETY
PHOTOGRAPHY
FY2006
Budget
$141,687
$115,289
$286,430
$0
$498,140
$0
$1,506,545
$43,991
$7,000
$5,500
$95,000
$81,000
$22,320
$85,000
$215,036
$361,050
$210,600
$131,599
$10,000
$7,000
$18,000
$500
$3,000
$37,200
$117,000
$84,993
$36,000
$5,000
$2,000
$2,500
$28,800
$4,000
$500,000
$0
$10,000
$5,000
$1,000
113
Actual
FY 2006
$141,686
$109,799
$284,381
$244,999
$226,477
$780,471
$695,383
$36,764
$9,935
$0
$182,100
$43,996
$11,369
$93,119
$220,256
$615,726
$286,029
$141,732
$0
$5,867
$29,111
$0
$9,854
$24,253
$109,140
$81,456
$14,901
$8,079
$3,242
$3,867
$13,828
$0
$479,160
$21,000
$0
$899
$0
Adopted
FY2007 Variance
$145,937 3.00%
$113,092 -1.91%
$295,023 3.00%
$269,369 100.00%
$261,523 -47.50%
$844,461 100.00%
$763,739 -49.31%
$39,549 -10.10%
$7,000 0.00%
$5,500 0.00%
$108,000 13.68%
$81,000 0.00%
$22,320 0.00%
$85,000 0.00%
$232,676 8.20%
$327,923 -9.18%
$284,400 35.04%
$148,964 13.20%
$10,000 0.00%
$7,000 0.00%
$20,000 11.11%
$500 0.00%
$5,614 87.14%
$27,374 -26.41%
$117,000 0.00%
$116,956 37.61%
$36,000 0.00%
$5,000 0.00%
$5,000 150.00%
$2,500 0.00%
$28,800 0.00%
$7,500 87.50%
$479,000 -4 20%
$21,000 100.00%
$10,000 0.00%
$5,000 0.00%
$1,000 0.00%
FIRE RESCUE DEPARTMENT
FISCAL YEAR 2007 BUDGET
MISCELLANEOUS $6,000 $4,509 $6,000 0.00%
OFFICE SUPPLIES $9,000 $5,353 $9,000 0.00%
LINEN SUPPLIES $1,000 $681 $1,000 0.00%
UNIFORMS $50,000 $48,836 $50,000 0.00%
SMALL TOOLS -CONSUMABLE $2,000 $6,914 $2,000 0.00%
EQUIPMENT -EMS GRANT $1,400 $117 $1,400 0.00%
FIRE ACT GRANT EXPENSES $0 $0 $0 0.00%
MEMBERSHIP & DUES $4,875 $2,744 $4,875 0.00%
EDUCATION & TRAINING $49,600 $25,853 $49,600 0.00%
FIRE/RESCUE EQUIPMENT $35,000 $28,886 $35,000 0.00%
FIRE/RESCUE FACILITIES $11,980 $1,055 $11,980 0.00%
FIRE/RESCUE VEHICLES $4,000 $0 $4,000 0.00%
GRANT- FIRE ACT 2006 $0 $25,120 $0 0.00%
Total Fire $4,853,035 $5,078,946 $5,115,576 5.41%
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Police Department
Fiscal Year 2007 Budget
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.
115
KEY BISCAYNE POLICE DEPARTMENT
PERSONNEL ALLOCATION
FY 2007
Detective
Lieutenant
Platoons A & B
PLATOON
A
Sergeant
Platoon A
Office r
Officer
OPERATIONS
PATROL
PLATOON
B
Sergeant
Platoon B
Officer
I
Marine Pa tro l Officer
l
-{Marine Pa trol O ffice r
Chief of Police
Deputy Chief of Operation
Task Force Detective
Admnatrutne Aide
l
Re cords Manager
Lieutenant
Platoons C & D
PLATOON
C
Sergeant
Pla too n C
O ffic er
PLA TOON
D
Sergeant
Platoon D
Officer
\
\ Police Major/Administr ation
j
{
{
i
I Lt /Accredit ation/IA
J
Clerical Assist ant (PT)
` J
Dispatcher
Disp atcher
Dispatcher
Dispatcher
Dispa tc her
Computer Tech
\
J
/
l
l
l
1
J
1
ADMINISTRATION
SUPPORT SERVICES
OFF DUTY TRAINING
4Schod Cr ossing G uards
1
Scho ol Cr os sing Guards`` /
Scholl Cr ossing Gu ards
`` �Schod Croamg Cards
J
—{ \
Scholl Crossing Guards
1
1
_{. CSA/P rop erty
4 Evidence Custodia n
CSA
M U W
MUW
DARE/
PAL
POLICE DEPARTMENT
FISCAL YEAR 2007 BUDGET
DEPARTMENTAL DESCRIPTION
In 1992 and 1993, when the Department was created, the Community and
Council made it clear that they were dissatisfied with the County's style of police
service. Often "a slow response to the call and a hurry to write a brief report
and leave" was the repeated criticism at that time.
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 Deputy Chief of Operations, consists of
eighteen patrol officers, four Sergeants, and two Lieutenants. In addition, the
division has one Detective. An exciting addition to our Operations Division is the
Marine Patrol. The department purchased a new 23 foot Contender with state
of the art electronics and safety features. Our officer's patrol the waters of Key
Biscayne five days a week, including weekends. The addition of the crime
fighting tool has been very well received by our citizens. The hours patrol officers
work are 7AM to 7PM and 7PM to 7AM. The only exceptions are Marine Patrol,
the Lieutenants and our Detective. They work a standard five day week. The
Operations Division responds to initial calls for service and follow-up
investigations. The Administrative Division, headed by the Major of
Administration, 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 Aide's and five part-time Crossing
Guards. 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
matters of public safety. The Records Manager maintains and distributes all
reports and records for the police department. The Accreditation Unit, along
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POLICE DEPARTMENT
FISCAL YEAR 2007 BUDGET
with Internal Affairs, is supervised by a Lieutenant of Police, with one full time
assistant. 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.
Key Biscayne Police Department Accomplishments
Fiscal Year 2006
The number one administrative goal of the police department this year was to
achieve full accreditation status from the Commission for Florida Law
Enforcement Accreditation. This honor was accomplished in February of 2006,
when department staff, along with the Village Manager and Mayor traveled to
Panama City to receive the award. Our accomplishment came about through
commitment from the entire organization, dedicating many man hours writing
policies, reviewing and training with those policies, preparing for two on -site
reviews, and accepting a review from the Commission just two days after the
Key was struck by Hurricane Wilma. During the presentation, the Commission
recognized the Department for its decision to move forward with the process
while undergoing the stress of post hurricane challenges. It was noted that six
other departments, also struck by the hurricane, made the decision to deter
their assessment. This tribute to the men and women of the Key Biscayne Police
Department should not go unnoticed.
Crime prevention is always on the forefront of problems that confront police
departments, regardless of the size or demographics of a community. The Key
Biscayne Police Department continued to institute pro -active initiatives to
combat crime in the community. Once again, the Village of Key Biscayne
proved to be one of the safest cities in the state as violent crime was almost
non-existent. Burglaries to homes were reduced from the previous year to no
more than one a month through aggressive directive patrol. Bicycle thefts
continued to be problematic to the community and the Department responded
with a series of undercover sting operations and use of electronic surveillance to
provide visual images of suspects' at the most prominent areas of concern. In
addition, a public relations campaign by the department urged village residents
to protect their property using reliable locking devices and other types of
personal security means.
With the retirement of the departments DARE officer earlier in the year, the
organization took the opportunity to review the job specifications when
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POLICE DEPARTMENT
FISCAL YEAR 2007 BUDGET
choosing the person that would best fit the program. Additionally, the officer
chosen would need to act as a part-time Police Athletic League coordinator,
enhancing the organizations goal of developing closer ties to the community's
youth. Officer Jennifer Vicens was chosen to take on this task and has thus far
proven to be a tremendous asset to the community.
The addition of the new CAD/RMS system implemented last year allowed the
organization room for growth, adding a myriad of components that enhance
the Departments ability to provide more community policing programs. Two
such additions have been the pet registration component, providing for on-line
registration of pets. This information provides a quick identification of lost pets
resulting in an expedited return to their owners. We also have created the
bicycle registration system which assists investigators when reporting and
recovering lost or stolen bicycles. A state of the art bar-coding system was
added in an effort to professionalize our property and evidence recording and
storage. The system provides the property custodian instant access to all
evidence and property, thus enhancing his ability to expedite the release of
recovered or found property, and to maintain a chain of custody for evidence
matters. A non matching grant was applied for and received, providing
additional funding toward the purchase of laptop computers, thus providing all
officers personal computers for their patrol vehicles.
Traffic issues have been prominent during the past fiscal year, mostly stemming
from the street improvements through the implementation of the Crandon
Boulevard Master Plan, The organization worked hundreds of hours of traffic
control in an effort to alleviate problems and protect the children around the
school zones. The excellent result of this effort was zero traffic related accidents
involving our pedestrian children. Additionally, areas of concern were targeted
and enforcement enhanced where the increased probability of accidents
occur. These steps reduced the number of serious accidents, creating a safer
environment for pedestrian and vehicular traffic alike. In a effort to provide a
safety net for bicycle riders, an ongoing program was created to selectively
enforce violations by overzealous riders. The program, started last year, is fluid
and ongoing.
The creation of the Marine Patrol last year provided the Village with year round
water based law enforcement, along with the ensuring of boater safety in our
swim zones. Because of its proactive nature, the Department dedicated a
second officer to the Unit. The additional officer increases officer safety and
creates a continual flow of service to the community without the disruption of
vacations or sick leave. The officers issue safety and environmental information
to our boaters and swimmers, in addition to securing our waterfront residences.
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POLICE DEPARTMENT
FISCAL YEAR 2007 BUDGET
2007 DEPARTMENTAL GOALS,
OBJECTIVES 8c MANAGEMENT OVERVIEW
The Key Biscayne Police Department has the following goals for fiscal year 2007:
• Maintain operational support of the Accreditation team in our long term
goal of re -accreditation.
• Create a Selective Enforcement Traffic Plan targeting critical safety issues
such as violation of traffic control devices, school speed zones, and
careless driving involving cell phone use.
• Meet with school officials and review all Critical Incident Response Plans
to ensure a rapid response to a crisis situation.
• Create two Rapid Response Teams that will provide an emergency
response to critical incidents pending the arrival of the Miami -Dade
County Special Response Team.
• Ensure that ALL officers are trained in the NIMS system as designated by
the Office of Homeland Security.
• Conduct quarterly audits of accreditation files, ensuring continuous
preparation for the 2009 re -accreditation on -site.
• Create partnership with Community Center staff to develop a PAL
program that strengthens community ties between our officers and our
youth.
We believe that children are our most valuable asset. They represent
approximately 26% of our community. Young people, as a group, tend to have
more accidents, more police contacts, take more chances and receive more
injuries than other age groups. Their protection and safety are a major concern
and we are always looking for new programs and innovative ways to provide
protection.
The Police Department has been deeply involved in programs designed to
enrich the lives of the children in the Village. The Department has created many
new programs as well as changing several nationally recognized programs to
better meet the needs of our youth. Among the programs created are:
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 17 week
program is geared towards children in the 5th grade, while visitation classes are
presented to children in the grades K through 4.
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POLICE DEPARTMENT
FISCAL YEAR 2007 BUDGET
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.
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. These meetings
are an important way to further communications that will benefit the business
owners and residents of our Village.
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 a puppet show and a presentation by the 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 necklaces to trick -
or -treaters as they prepare to hit the streets looking for goodies. The glow
necklaces 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 they look over their children's
candy to see if it has been tampered with or contaminated.
POLICE PROFESSIONAL TRAINING
Excellence in police service is based on numerous factors. 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
122
POLICE DEPARTMENT
FISCAL YEAR 2007 BUDGET
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 58 hours of training for the year 2004. In total, 42
police employees multiplied by an average of 5 days each of training equals
210 employee work days. This means the department looses one (1) employee
on the average every day to training. 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:
• Critical Incident Planning
• First Response to Terrorism
• Cultural Diversity
• Domestic Violence
• Executive Leadership Development
• CPR
• Officer Discipline
• Ethics
• Project Yes
• Use of Force
• Taser
• Franklin Covey's 7 Habits
• Police Executive Research Forum
Supervisors and Command staff have also received training at the Federal
Bureau of Investigation National Academy, Southern Police Academy
Command Officer Development, the Federal Bureau of Investigations Florida
Executive Development training, Harvard Executive Leadership course, How to
Manage a Small Law Enforcement Agency, Law Enforcement Disaster
Response Management training and to Weapons of Mass Destruction Incidents.
TECHNOLOGY
The department has reached its goal of providing all of the patrol officers with
mobile lap tops that complete the dispatch and records management system.
This system provides a litany of services including tracking officer discipline
(Internal Affairs), records management, and silent dispatching.
Two new programs were added to the system, bicycle registration and pet
registration. These additions coincide with the departments' efforts to work
closely with the community and assist with the quick recovery of items or pets
that may be lost or stolen.
123
POLICE DEPARTMENT
FISCAL YEAR 2007 BUDGET
BUSINESS SECURITY
When Patrol Officers conduct business checks they frequently find open doors or
unsecured windows. Often officers have no way of contacting an individual to
return to the store to lock the door or windows. Officers then attempt to secure
the business any way they can. Officers have gone door to door to update an
emergency contact information file containing names and addresses of the
owners and managers of each business.
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 government and the Security and Condo
Managers.
CITIZENS' POLICE ACADEMY
The department plans to continue its Citizens' Police Academy. The purpose of
the academy is not to produce civilians trained in law enforcement, but to give
them the opportunity to learn more about the department, the laws that govern
our actions, and proven crime prevention techniques. The academy will allow
citizens to interact with the police officers who keep them safe. The Citizens'
Police Academy promotes better police/citizen understanding, communication,
and cooperation through education and positive interaction.
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 the forfeited funds that were previously collected.
Those items were the marine patrol vessel, CAD/RMS system, security cameras at
the Community Center, and DNA identification kits for all of the school children
in our community.
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POLICE DEPARTMENT
FISCAL YEAR 2007 BUDGET
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. High visibility is the key to the success of
the unit, ensuring boating safety and deterring waterfront criminal activity. To
this date, there has not been one successful burglary to a residence that has
• occurred from the water side.
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.
Changes must be made in the entire organization, with standardized policies
reflecting those of accredited agencies throughout the country. Quarterly
meetings must be attended by accreditation personnel, 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 this year. In February 2006, the Florida
Commission on Police Accreditation presented the department with its first
"Certificate of Accreditation", The Department was singled out for continuing
with the on -site assessment only two days after the Village was hit by Hurricane
Wilma. Village Manager Jackie Menendez and Mayor Robert Oldakowski
attended the ceremony along with Chief Press and the accreditation team.
The new goal will be to maintain the status and become re -accredited in 2009,
125
POLICE DEPARTMENT
FISCAL YEAR 2007 BUDGET
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
11,160, whereas similarly sized cities such as Miami Shores, with a population of 10,462
operates with a staffing of 32 police officers. South Miami, with a population of 10,891,
has 47 officers to provide police services.
2004 Officers per 1,000 Population
Ranking
1
Agency
Indian Creek Village
2004 FT
Officers
12
Jurisdiction
Population
33
Ratio per
1,000
363.64
2
Miccosukee
45
600
75.00
3
Medley
32
1,123
28.50
4
Golden Beach
16
997
16.05
5
Bal Harbour Village
25
3,409
7.33
6
Bay Harbor Island
24
5,201
4.61
7
South Miami
47
10,891
4.32
8
Miami Beach
373
91,540
4.07
9
Surfside
22
5,564
3.95
10
Coral Gables
162
44,345
3.65
11
North Bay Village
24
6,614
3.63
12
El Portal
8
2,550
3.14
13
Florida City
27
8,699
3.10
14
Miami Shores
32
10,462
3.06
15
16
17
Miami S ' rin • s
Key Biscayne
Miami
41
30
989
13,783
11,160
379,550
2.97
2.69
2.61
18
Aventura
73
28,207
2.59
19
Sunny Isles Beach
43
16,580
2.59
20
Virginia Gardens
6
2,356
2.55
21
Biscayne Park
9
3,555
2.53
22
North Miami Beach
106
42,359
2.50
23
Pinecrest
47
19,317
2.43
24
Opa Locka
37
16,116
2.30
25
Homestead
83
36,483
2.28
26
West Miami
14
6,132
2.28
27
North Miami
113
60,101
1.88
28
Sweetwater
24
14,267
1.68
29
Hialeah Gardens
31
20,441
1.52
30
Hialeah
326
233,566
1.40
126
POLICE DEPARTMENT
FISCAL YEAR 2007 BUDGET
June - January 2005 Crime Statistics for Agencies within Miami -Dade County
Crimes per 1000 Residents
Ranking
1
Agency
Indian Creek
Population
31
Total
Crimes
0
Crimes per 1,000
Residents
0.00
2
Bal Harbour
3,312
33
9.96
2
Bay Harbor Islands
5,188
53
10.22
4
Virginia Gardens
2,348
24
10.22
5
Biscayne Park
3,485
37
10.62
6
Sweetwater
14,280
173
12.11
7
Key Biscayne
11,16(1
141
12.63
8
Golden Beach
930
13
13.98
9
West Miami
6,162
100
16.23
10
Sunny Isles Beach
16,198
266
16.42
11
Surfside
5,250
98
18.67
12
North Bay Village
6,613
129
19.51
13
Pinecrest
19,286
379
19.65
14
Miami Springs
13,725
297
21.64
15
Hialeah
233,388
5,122
21.95
16
El Portal
2,530
56
22.13
17
Miami -Dade
1,257,245
29,397
23.38
18
Hialeah Gardens
20,106
502
24.97
19
Coral Gables
43,216
1,221
28.25
20
Aventura
27,241
793
29.11
21
North Miami Beach
42,167
1,398
33.15
22
Miami Shores
10,441
369
35.34
23
North Miami
60,069
2,289
38.11
24
South Miami
10,768
416
38.63
25
Opa-locka
17,000
905
53.24
26
Miami Beach
90,486
4,915
54.32
27
Homestead
34,989
1,918
54.82
28
Medley
1,130
89
78.76
29
Miccosukee
600
51
85.00
30
Florida City
8,450
742
87.81
31
Miami
37,092
15,289
412.19
127
POLICE DEPARTMENT
FISCAL YEAR 2007 BUDGET
PERFORMANCE INDICATORS
Violent crime within Key Biscayne continues to be almost non-existent,
Property crimes such as burglary averaged approximately two per month and
we averaged one stolen vehicle every six months. Considering surrounding
communities 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 11,160 people the crime rate is
minimal, ranking 7th lowest in crime out of the 31 municipalities and the
unincorporated areas of Miami -Dade County in the year 2005.
• 2002 - Police Citizen Satisfaction Survey - 92% of residents rated services
good to excellent
• Although population grew 25% in ten years serious (Part I) crimes have
decreased 14% from 1995.
• Part III calls for service have increased by 36% from 1995.
• Traffic accidents are up by 57% and traffic and parking citations are up by
26% from 1995.
• Additional workload indicators are described in the following chart.
Work Load Indicator
Comparisons
1995
2005
Part Ill Calls for Service
Increase/Decrease
Percentage
Traffic & Parking Citations
1740
2194
454
26%
Traffic Accidents
156
245
89
57%
Medical Assists
285
180
-105
-37%
Animal Complaints
81
135
54
67%
Loud Parties
161
161
Other Disturbances
304
444
140
46%
Mischief
88
66
-22
-25%
Residential & Business
Security Checks
9472
8569
-903
-10%
Miscellaneous Calls for
Service
1921
7437
5516
287%
Home & Business Alarms
982
820
162
-16%
Open Windows & Doors
40
40
Total Part III
Calls for Service
15234
20722
5488
+36%
*These statistics are based on the calendar year
128
POLICE DEPARTMENT
FISCAL YEAR 2007 BUDGET
POPULATION AND WORKLOAD INCREASE
The Village has increased in population and calls for service since it
started the police department in 1993.
Po • ulation and Workload
Year
1995
Key Biscayne Population Calls for Service Sworn Officers
8,845
15,661
24
2005
11,160
21,107
30
To Date
+2,315
+5,446
+6
Officers are busy not only with calls for service, investigations, traffic
control around the schools, accident investigations, security checks, and
general nuisance calls on the street, but with significant time being spent
completing and entering reports into our records data base and handling
telephone calls for information and service from our residents.
As you can see in the following charts, serious crime (Part I) is down 14%
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
1995
2005
Increase/Decrease
Percentage
Murder, Rape, Sex Crimes,
Assault & Battery, Arson,
Robbery, Burglary, Motor
379
326
-53
DOWN
14%
Vehicle Theft, Theft, Domestic
Assault & Battery
Part II crimes decreased 12% while the workload for Part Il l crimes increased by 19%.
Part II Crime Comparison
FBI Classifications
1995
2005
Increase/Decrease
Percentage
Abduction/Kidnapping,
Simple Assault, Drugs,
Embezzlement, Fraud,
Bribery, Domestic Simple
48
59
+11
UP
23%
Assault
129
POLICE DEPARTMENT
FISCAL YEAR 2007 BUDGET
Work Load Indicator Comparisons Part III Calls for Service
Type of Call
Traffic & Parking Citations
1995
1,740
2005
2,194
Increase/Decrease
454
Percentage
26%
Traffic Accidents
156
245
89
57%
Medical Assists
285
180
-105
-37%
Animal Complaints
81
135
54
67%
Loud Parties
161
Other Disturbances
304
444
140
46%
Mischief
88
66
-22
-25%
Residential & Business Security
Checks
9,472
8,569
-903
-10%
Miscellaneous Calls for Service
1,921
7,437
5,516
287%
Home & Business Alarms
982
820
-162
-16
Open Windows & Doors
40
Total Part III Calls for Service 15,234 20,722 5,488 +36%
RESIDENT'S EXECUTIVE SUMMARY
PERSONNEL SUMMARY
POLICE EMPLOYEES
Police Officers
FY 2003
29
FY 2004
30
FY 2005
30
FY 2006
30
FY 2007
30
Dispatchers
4
5
5
5
5
Public Service
Aides/CSO
4
4
4
4
4
Support Personnel
2
2
2
2
2
Total Full -Time
Employees
39
41
41
41
41
5 Part -Time Crossing
Guards
21/2
2'/2
21/2
2'h
21/2
Clerical Assistant (Part
Time)
Totals
411/2
431/2
43'/
431
431/2
130
POLICE DEPARTMENT
FISCAL YEAR 2007 BUDGET
FUNDING LEVEL SUMMARY
Police Officers
FY 2003
$1,926,476
FY 2004
$1,898,427
FY 2005
$2,063,330
FY 2006
$2,189,516
FY 2007
$2,323,370
o�
0
Change
6%
Support
Personnel
$350,083
$376,457
$405,732
$473,881
$464,325
-2%
Operational
Expenses
$1,233,021
$1,334,251
$1,336,532
$1,450,814
$1,536,38
7
6%
Capital Outlay
$90,000
$90,000
S135,789
$188,767
$193,842
3%
Total Department
$3,599,580
$3,699,135
$3,941,383
$4,302,924
$4,517,92
5%
BUDGET SUMMARY
The total increase in the 2007 budget will be $214,946 or 5% above last
years budget. Step increases for employees and escalating costs for medical
and workers' compensation insurance were responsible for a major portion of
the departmental budget increase. In addition, the rising cost of fuel has also
contributed to this increase.
131
POLICE DEPARTMENT
FISCAL YEAR 2007 BUDGET
Description
CHIEF OF POLICE
DIVISION CHIEF
DEPUTY CHIEF OF POLICE
POLICE LIEUTENANTS
POLICE SERGEANTS
POLICE OFFICERS
MUNICIPAL UTILITY WORKERS
IT SERVICES TECHNICIAN
VACATION EXCESS
COURT TIME
ACTING SUPERVISOR PAY
ADMINISTRATIVE ASSISTANT
DISPATCHERS
COMMUNITY SERVICE AIDES
CLERICAL ASSISTANT P/T
CROSSING GUARDS
OVERTIME
SPECIAL EVENTS
HOLIDAY PAY
INCENTIVE PAY
ACCREDITATION
PAYROLL TAXES
RETIREMENT CONTRIBUTIONS
LIFE, HEALTH, DISABILITY INSURANCE
WORKERS COMPENSATION
INVESTIGATION EXPENSE
CONFIDENTIAL INFORMANTS
WEBSITE
TELEPHONE
ELECTRICITY
WATER & SEWER
EQUIPMENT LEASE
INSURANCE
MAINTENANCE & REPAIRS
VEHICLE MAINTENANCE
VEHICLE FUEL
BOAT FUEL
COMMUNICATIONS MAINTENANCE
FY2006
Budget
$128,369
$102,637
$109,798
$272,531
$284,944
$1,025,732
$65,383
$48,293
$0
$13,500
$1,000
$79,034
$155,608
$66,563
$15,000
$44,000
$116,886
$10,479
$105,000
$18,640
$18,384
$202,154
$330,667
$226,800
$133,274
$17,839
$1,000
$7,000
$26,058
$25,000
$12,000
$11,741
$107,879
$3,800
$35,000
$60,000
$14,000
$65,000
132
Actual
FY 2006
$129,677
$102,638
$109,799
$274,487
$284,971
$956,547
$65,379
$50,707
$28,118
$10,553
$0
$76,785
$140,559
$66,596
$2,356
$27,923
$108,105
$11,302
$104,267
$19,680
$17,883
$208,689
$464,030
$267,946
$82,116
$5,414
$0
$5,749
$10,417
$43,385
$4,127
$13,978
$154,896
$3,082
$30,483
$61,613
$10,839
$65,683
Adopted
FY2007
$138,831
$105,717
$113,092
$289,826
$303,890
$1,040,974
$70,712
$54,840
$60,123
$9,000
$0
$84,731
$165,782
$71,988
$0
$57,000
$150,281
$11,142
$108,511
$22,020
$7,593
$218,672
$459,636
$226,800
$94,259
$10,000
$0
$7,000
$10,262
$45,664
$5,502
$17,343
$222,396
$4,022
$40,000
$84,259
$14,000
$55,000
Variance
8.15%
3.00%
3.00%
6.35%
6.65%
1.49%
8.15%
13.56%
100.00%
- 33.33%
-100.00%
7.21%
6.54%
8.15%
- 100.00%
29.55%
28.57%
6.32%
3.34%
18.13%
- 58.70%
8.17%
39.00%
0.00%
-29.27%
-43.94%
- 100.00%
0.00%
- 60.62%
82.65%
- 54.15%
47.71%
106.15%
5.84%
14.29%
40.43%
0.00%
- 15.38%
POLICE DEPARTMENT
FISCAL YEAR 2007 BUDGET
D.A.R.E. PROGRAM $10,000 $8,523 $10,000 0.00%
RECRUITING/HIRING/PHYSICALS $18,675 $19,255 $23,682 26.81%
EMPLOYEE WELLNESS PROGRAM $2,000 $0 $0 -100.00%
PHOTOGRAPHY $1,500 $1,787 $1,500 0.00%
OFFICE SUPPLIES $32,433 $33,202 $30,000 -7.50%
UNIFORMS $37,110 $41,173 $25,000 -32.63%
RANGE EXPENSES $6,000 $5,879 $6,000 0.00%
MEMBERSHIP & DUES $3,500 $3,770 $3,500 0.00%
EDUCATION & TRAINING $42,000 $25,453 $42,000 0.00%
POLICE VEHICLES $158,767' $161,964 $173,842 9.50%
POLICE EQUIPMENT $30,000 $15,337 $20,000 -33.33%
FEDERAL EXPENDITURES $0 $14,170 $0 0.00%
Total Police $4,302,978
$4,351,292 $4,716,391 9.61%
133
PUBLIC WORKS DEPARTMENT
FISCAL YEAR 2007 BUDGET
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.
Organizational Chart
Village
Manager
Public Works
Director
3M -R945
Maintenance
Supervisor I
305-365-8946
Maintenance
Supervisor II
305-365-7581
l
134
Administrative
Assistant
305-365-8945
Maintenance
Laborers (2)
305-365-8945
PUBLIC WORKS DEPARTMENT
FISCAL YEAR 2007 BUDGET
FUNCTIONAL ORGANIZATIONAL CHART
Public Works Department
• The Public Works Director
oversees the beach,
stormwater and landscape
maintenance contractors.
• The Village Engineers are
responsible for providing
general engineering services.
• The Coastal Engineering
Consultant specializes on the
beach maintenance and
renourishment project.
• The Landscape Architects
consults the Village on
landscape related projects.
• The Stormwater Utility
requires the maintenance of
two systems for maintaining
the two stormwater pump
stations all by contract.
DEPARTMENTAL DESCRIPTION
The Department of Public Works is one of the five departments the Village Manager.
There are four full-time Village employees. The Public Works Director oversees the
beach and landscape maintenance contractors. In addition, the Village contracts
with several companies which provide consulting and maintenance services.
The consultants currently under contract are the Village Engineers, Village Landscape
Architects and Coastal Consultants. The Village Engineers are responsible for all
general engineering services such as plans for paving, curbs and sidewalks, storm
sewers and bridge repairs. The Village Landscape Architect consults the Village on all
landscape related projects such as the Crandon Boulevard median, street trees, and
parks. The Coastal Consultant specializes on Beach issues. The following is a list of the
contractors and a brief description of their responsibilities who provide services to this
department:
135
PUBLIC WORKS DEPARTMENT
FISCAL YEAR 2007 BUDGET
a. Beach Maintenance Contractor: Responsible for 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 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.
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 maintenance contract has been extended for two
additional years.
5) Compliance with the National Pollution Discharge Elimination System
(NPDES) is in accordance with a five (5) year contract, which ends November
16, 2000 with Miami -Dade County and includes the Village as a joint-permittee
in association with the County Department of Environmental Resource
management.
136
PUBLIC WORKS DEPARTMENT
FISCAL YEAR 2007 BUDGET
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: Tri-County Services of Miami is under contract dated July 1, 1998
to provide mechanized sweeping of all streets monthly.
2007 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, which was approved by
the Council on August 28, 1997 and extended July 28, 1999 for a two (2) year
period with an option on a year-to-year basis.
• Service complaints resolved within seventy -Iwo (72) hours.
137
PUBLIC WORKS DEPARTMENT
FISCAL YEAR 2007 BUDGET
PERFORMANCE MEASURES:
• Public Works Director
• Meet as often as necessary with contractor to review work.
• Have landscape architects review public areas annually.
• 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:
INDICATOR: Periodic checks and citizen comments.
ACTION PLAN:
Litter and Debris Patrol
• 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 annually.
• Inspect work areas periodically to determine if areas are litter free.
• 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:
INDICATOR: Review work by periodic checks and meeting with contractor.
ACTION PLAN:
Maintenance of the Ocean Beach
• Enforce all provisions of the Beach maintenance contract.
• Service complaints resolved within a seventy-two (72) hour period, except during
weekends.
138
PUBLIC WORKS DEPARTMENT
FISCAL YEAR 2007 BUDGET
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 continue the Crandon Boulevard Beautification Project by installing
new street and median lighting, curbing, irrigation, and trees along right-of-way areas.
KEY AREA:
Crandon Boulevard Improvements
INDICATOR: Coordinate activities of Miami -Dade Public Works Department,
Miami -Dade Parks and Recreation, consulting engineers, and the
Crandon Streetscape Master Plan Committee.
ACTION PLAN:
• Prepare plans and specifications for the installation of curbing along both sides of
Crandon Boulevard.
• Initiate Master Plan developed by the Crandon Streetscape Master Plan
Committee.
• Prepare plans and specifications for the installation of an irrigation system and trees
and other beautification installation projects.
• Receive bids for projects to be undertaken.
PERFORMANCE MEASURES:
• Installation of curbing, irrigation system, and trees.
139
PUBLIC WORKS DEPARTMENT
FISCAL YEAR 2007 BUDGET
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 new five (5) year contract to end 2009.
• Respond to service misses in accordance with contract section 17.3 which specifies
that complaints received before 12:00 noon will be resolved prior to 5:00 p.m. that
day. When a complaint is received after 12:00 noon on the day proceeding a
holiday, or on a weekend, it shall be resolved no later than the next working day.
PERFORMANCE MEASURES:
• Spot checks by staff.
• Quarterly meeting with contractor.
• Review complaints on a monthly basis.
Objective Six: To maintain and operate all storm water drains annually.
KEY AREA:
INDICATOR: Check stormwater system and pump stations periodically.
ACTION PLAN:
• Review service complaints monthly.
Stormwater Management
• 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.
140
PUBLIC WORKS DEPARTMENT
FISCAL YEAR 2007 BUDGET
PERFORMANCE MEASURES:
• Physical inspection.
• Complaints received.
• Analyze maintenance log on a monthly basis.
• Review terms of PELCO agreement monthly.
• Comply with NPDES Requirements.
RESIDENT'S EXECUTIVE SUMMARY - PUBLIC WORKS
PERSONNEL SUMMARY
Authorized Positions
Public Works Director
FY 2002
1.0
FY 2003
1.0
FY 2004
1.0
FY 2005
1.0
FY 2006
1.0
FY 2007
1.0
Administrative Assistant
0.0
1.0
1.0
1.0
1.0
1.0
Maintenance Supervisor I
0.0
1.0
1.0
1.0
1.0
1.0
Maintenance Supervisor II
0.0
0.0
0.0
1.0
1.0
1.0
Maintenance Laborers (2)
2.2
2.0
1.0
1.0
1.0
1.0
Total
3.0
5.0
4.0
5.0
5.0
5.0
BUDGET SUMMARY
The 15% increase in the Public Works Budget from the previous year's budget is due
to an increase in personnel expenses as well as added contractual services such as
the FPL tree trimming.
Personnel
Expenses
Operational
Expenses
Capital Outlay
FY 2002 FY 2003 FY 2004 FY 2005 FY 2006 FY 2007
$163,827 $231,055 $267,229 $298,805 $339,246 $312,725
0/0
Change
from FY 06
$608,804
$682,246
$786,465
$953,440
$1,022,416
$1,285,156
20%
$0
$0
$0
$0
$0
$0
0%
Total Department
$772,631
$913,301
$1,053,694
$1,252,245
$1,361,662
$1,597,881
15%
141
PUBLIC WORKS DEPARTMENT
FISCAL YEAR 2007 BUDGET
Description
PUBLIC WORKS DIRECTOR
MAINTENANCE SUPERVISOR #1
MAINTENANCE SUPERVISOR #2
ADMINISTRATIVE ASSISTANT
HOURLY EMPLOYEES/OVERTIME
PAYROLL TAXES
RETIREMENT CONTRIBUTIONS
LIFE, HEALTH, DISABILITY INSURANCE
WORKERS COMPENSATION
ENGINEERING
LANDSCAPE ARCHITECT
CONSULTING SERVICES
CONTRACTUAL SERVICES
TREE TRIMMING- FPL LINE CLEARING
BEACH CONSERVATION MONITORING
WEBSITE
TELEPHONE
ELECTRICITY
WATER & SEWER
ELECTRICITY - VILLAGE WIDE
WATER - VILLAGE WIDE
VEHICLE LEASE
INSURANCE
MAINTENANCE & REPAIRS
VEHICLE MAINTENANCE
MAINTENANCE CONTRACTS
HURRICANE EXPENDITURES
SUPPLIES
SMALL TOOLS -CONSUMABLE
EDUCATION & TRAINING
EQUIPMENT
FY2006
Budget
$87,560
$47,341
$27,295
$36,050
$66,923
$20,285
$26,792
$27,000
$9,251
$45,500
$5,000
$5,000
$533,000
$0
$25,000
$7,000
$7,000
$4,000
$35,000
$35,000
$120,000
$8,760
$28,555
$55,000
$25,000
$50,000
$0
$5,350
$7,000
$2,000
$10,000
Actual
FY 2006
$87,560
$48,410
$21,098
$36,000
$32,950
$17,677
$29,029
$20,260
$9,156
$270
$0
$4,805
$695,754
$0
$8,926
$6,812
$5,920
$7,544
$688
$52,150
$141,280
$7,997
$19,116
$17,213
$26,473
$26,614
$2,658,044
$7,644
$6,122
$324
$8,631
Adopted
FY2007 Variance
$90,187 3.00%
$50,917 7.55%
$36,628 34.19%
$38,649 7.21%
$50,000 -25.29%
$20,378 0.46%
$25,966 -3.08%
$21,600 -20.00%
$9,647 4.28%
$45,500 0.00%
$5,000 0.00%
$5,000 0.00%
$650,000 21.95%
$150,000 100.00%
$25,000 0.00%
$7,000 0.00%
$7,000 0.00%
$7,608 90.19%
$917 -97.38%
$60,270 72.20%
$100,063 -16.61%
$8,760 0.00%
$27,442 -3.90%
$55,000 0.00%
$25,000 0.00%
$50,000 0.00%
$0 0.00%
$5,350 0.00%
$7,000 0.00%
$2,000 0.00%
$10,000 0.00%
Total Public Works
$1,361,662 $4,004,466 $1,597,881
14.7%
* Hurricane Expenditures are off
are not budgeted. See revenues
typically
1pts.
**FPL line clearing tree trimming costs coverEd by FPL Franchise
Fee Revenue Increase
142
PARKS & RECREATION DEPARTMENT
FISCAL YEAR 2007 BUDGET
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 ORGANIZATION CHART
Village
Manager
365-5500
Recreation
Director
365-8947
Administrative
Assistant
365-8901
I.
Sports
Coordinator
365-8900
Community
Center
Manager
365-8901
Youth Services
Coordinator
365-8901
i
1
Adult
Services
Coordinator
365-8953
Front Desk
Manager
365-8901
143
PARKS & RECREATION DEPARTMENT
FISCAL YEAR 2007 BUDGET
FUNCTIONAL ORGANIZATIONAL CHART
Parks 8c Recreation Director
• Responsible for the
administration of the
department and reports to
the Village Manager.
•
• Supervises departmental
employees and contractors.
• Prepares and maintains
Develops and administers
policies and procedures.
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.
I
1
Athletic Supervisor
• Plan and organize
athletic leagues.
• Recruit and train
coaches and referees.
• Act as liaison between
Village and the Key
Biscayne Athletic Club.
• Monitor and supervise
activities during all
programming.
• Implement adult and
youth athletic
programs in the
community center
Community Center
Manager
• 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.
• Develop and administer
the marketing plan
• Develops and
implements community
center policies and
procedures
• Performs assignments at
the direction of the
director
Adult Program
Supervisor
• Provide social services to
adult residents in 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.
PARKS & RECREATION DEPARTMENT
FISCAL YEAR 2007 BUDGET
Youth Services Coordinator
• Plan and organize
Youth activities and
reports directly to the
Community Center
Supervisor.
• Recruit and train room
monitor and camp
staff.
• Develop and
implement programs
for youth and teens
• Monitor and supervise
activities during all
programming.
Front Desk Manager
• Manages and
schedules all part-time
staff associated with
the with the front desk
and reports to the
Community Center
Supervisor
• Responsible for the
daily financial
accounting of the
Center's revenue and
expenditures.
•
• Monitor and supervise
activities during all
programming.
DEPARTMENTAL DESCRIPTION
The Recreation Department caters to thousands of participants a year by offering a variety
of programs. A challenge this Department has faced is attempting to establish and develop
a quality, balanced program with limited recreation facilities. The addition of the Key
Biscayne Community Center will allow the Department to service the community in ways
never before possible. The Key Biscayne Community Center opened on October 30, 2004.
In the first year of operation the community center saw nearly half of the islands residents join
the facility. The community center averages over 500 visits a day provides a wealth of
programming for every demographic represented in the community.
This year will mark the largest increase in activities and facilities available to the citizens in the
Departments history. The Key Biscayne Community Center will provide programs and
facilities to the citizens never before possible. In addition to the Community Center the
145
PARKS 8c RECREATION DEPARTMENT
FISCAL YEAR 2007 BUDGET
Department continues to make facilities for outdoor active recreation a priority. The Village
of Key Biscayne has managed an agreement with St, Agnes Church and the archdiocese.
This agreement created a new first class lighted filed that can be used by the Village of Key
Biscayne and the Key Biscayne Athletic Club. The Village of Key Biscayne has successfully
negotiated an agreement with the Crandon Park Amendment Committee to insure that the
lighted fields remain available to the Village and the Key Biscayne Athletic Club for eight
years while an alternative site is being sought on Virginia Key. The Department maintains a
balance of active and passive recreational opportunities for its residents. The Village Green
provides both active and passive recreational opportunities. In 2001 the Village opened the
passive Ocean Front Park. The Village continues to add pocket parks throughout the Village
to create passive recreation and increase the aesthetics of the Island,
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 Recreation Center is a two story
facility located adjacent to the Village Green. The Recreation Center includes multi-
purpose gym, 25 -meter pool, dance and aerobic 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. In the first year of
operation the community center exceeded all of the goals set by the Village Council,
Community Center Advisory Board and Village Manager. The community centers market
penetration reach near fifty percent of the population. The community center was able to
operate without using the operational subsidy provided in the budget and was able to be
profitable in its first year of operation.
SPORTS AND ATHLETIC DIVISION
The Athletic Supervisor administers the Sports and Athletic 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. 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.
YOUTH PROGRAM DIVISION
The Youth Programs Division provides various activities for youth of all ages and interests. The
Youth Program Division is managed by the community center Youth and Teen Program
Coordinator. The community center has facilitated a variety of youth program never before
available on Key Biscayne. Youth programs include spring and summer camps, classes, trips,
and activities.
146
PARKS 8c RECREATION DEPARTMENT
FISCAL YEAR 2007 BUDGET
ADULT AND SENIOR DIVISION
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.
TENNIS DIVISION
The Tennis Division is operated by a Tennis Instructor through an independent contract under
the direction of the Program Coordinator authorized by Resolution 98-31 adopted and
effective July 1, 1998. The Tennis Instructor organizes classes on an appointment basis. The
Tennis Division caters to over 4,500 people who utilize the four public tennis courts located at
Calusa Park. These courts were recently reconditioned to provide quality tennis courts to
the public free of charge.
PARKS
The Parks Division administers the Village Green, Oceanfront Park, and St. Agnes, Key
Biscayne Elementary insuring that the grounds are maintained properly, The Parks Division
also administers the management of the Calusa and Crandon Park agreements with Dade
County. In 2005 the Parks Department assumed the management of all the athletic facilities
within the Village of Key Biscayne. The Parks Department contracted with a field
maintenance firm to improve the conditions of these fields, The result has been a marked
improvement in these areas. The Parks and facilities are inspected weekly for maintenance
and safety concerns. The Divisions also prepares the fields for use by the Key Biscayne
Athletic Club. 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 our
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, and the Annual
Fourth of July Fireworks Celebration. The Community Center Grand Opening and the Youth
Council Concert Series were popular additions to the Special Events Calendar. In addition,
the Division serves as a liaison to local community and civic groups organizing special events
at the public parks.
PERFORMANCE INDICATORS
• The Key Biscayne Community Center exceeded its membership goal.
• The Key Biscayne Community Center exceeded its financial goals.
147
PARKS & RECREATION DEPARTMENT
FISCAL YEAR 2007 BUDGET
• The Crandon Park Amendment Committee provides the Village of Key Biscayne
an eight year extension for the use of Crandon Park.
• The Department successfully assumed the maintenance of the athletic fields
Village wide.
2007 DEPARTMENTAL OBJECTIVES AND MANAGEMENT OVERVIEW
The Recreation Department provides a wide variety of services to the residents of Key
Biscayne. This is accomplished while maintaining 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 Key Biscayne Community Center marked the beginning of a new era for the
Department. The long awaited facility has provided a level of service never before
possible. The Department will continue to work with the center's program and operational
consultant Ken Ballard to insure that the goals provided in the pro -forma budget are
meet. The department will seek to provide the level of customer service expected within
the community. The Department will work with the Community Center Advisory Board to
address the operational desires of the residents.
In the upcoming fiscal year the community center will attempt to reach or exceed the
challenging fiscal goals set forth by the Village Council. In the second year of operation
the renewal of memberships to achieve a churn rate between ten and fifteen percent will
be a primary goal.
The Recreation Department will continue maximize the recreational opportunities
provided with the current facilities. The Department will participate in the Evaluation and
Assessment Report in conjunction with the Building and Zoning Department to review how
the Village facilities can best serve the growing demand for both passive and active
recreation. The Department will also participate in the development of Civic Center Park
adjacent to the Community center.
The Senior Services Division has been re -named the Adult & Senior Services Division. The
Senior Services Supervisor will now be the Adult Program Supervisor. The expansion of this
division is a direct response to the requests from adult residents who desire more
recreational opportunities.
The Recreation 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
148
PARKS & RECREATION DEPARTMENT
FISCAL YEAR 2007 BUDGET
and the Florida Recreation Development Assistance Program Grant.
RESIDENT'S EXECUTIVE SUMMARY - Recreation Department
This chart lists all of the sports activities that have been offered by the Recreation Department
and the Key Biscayne Athletic Club and it indicates the year(s) that each activity has been
offered.
1999
2000
2001
2002
2003
2004
2005
2006
YOUTH PROGRAMS
Flag Football
X
X
X
X
X
X
X
X
Soccer
X
X
X
X
X
X
X
X
Baseball
X
X
X
X
X
X
X
X
Fishing Tournament
X
X
X
X
X
X
X
X
Seasonal Sports Camps
X
X
X
X
X
X
X
Baseball Clinics
X
X
X
X
X
X
X
Fall Girls Basketball
Boys Basketball
X
X
X
X
X
X
X
X
X
X
X
X
X
X
Tackle football
X
X
X
X
X
X
Fall Tennis
Spring Tennis
Summer Soccer Camp
X
Soccer Tournament
ADULT PROGRAMS
Coed Softball League
X
X
X
X
X
X
X
Soccer League
x
X
X
X
X
X
X
Basketball
X
X
X
X
Soccer Tournament
Spring Basketball
X
X
X
X
X
X
X
X
X
X
Summer Basketball
X
X
X
X
X
Note:
"X" - Indicates that the activity was offered for the specified year.
Program 1998 2000 2002 2005
Youth Baseball 185 260 330 367
Youth Soccer 337 392 440 499
Youth Flag Football 112 125 96 150
Youth Basketball 30 60 155 125
Adult Coed Softball 140 200 120 240
Adult Soccer 90 240 240 270
Youth Tackle Football --- --- 104 ---
149
PARKS 8c RECREATION DEPARTMENT
FISCAL YEAR 2007 BUDGET
PERFORMANCE INDICATORS
ACTIVITY
FY 1999
Actual
FY 2000
Actual
FY 2001
Actual
FY 2002
Actual
FY 2003
Actual
FY 2004
Actual
FY 2005
Actual
FY 2006
Actual
Special Events
Lighthouse Run
+1,500
1,200
+1,200
+1,200
+1,200
+1,200
+1,200
+1,200
Spring Egg Hunt
1,000
1,300
+1,300
+1,300
+1,300
+1,300
+1,300
+1,300
Winterfest
+1,000
1,200
+1,200
+1,800
+1800
+2,000
+2,000
+2,000
Valentines on the Green
+350
350
+350
+350
+350
+400
+400
+400
Haunted House
1,300
+1,300
+1,300
+1,300
N/A
N/A
+1,300
Concert Series
1,500
+1,500
+1,500
+1,500
+1,500
+1,500
+1,500
Memorial Day
+250
+250
+250
+150
+150
+150
+150
+150
July 4
12,000
12,000
+12,000
+12,000
+12,000
+12,000
+12,000
+12,000
Plays/Performances
126
235
345
368
368
368
560
575
Seminars/Lectures
75
82
217
230
230
650
850
700
Trips and Tours
200
230
290
315
315
420
600
500
Local Attractions
60
60
70
100
125
Athletics
Flag Football
109
125
125
140
140
110
130
125
Soccer
337
360
390
365
365
503
510
515
Adult Soccer
210
240
250
135
135
165
165
165
Soccer Camp
71
75
84
46
75
75
75
75
Baseball
170
185
196
260
298
348
350
355
Adult Softball
120
200
200
200
85
105
115
105
Basketball
90
150
253
255
265
Adult Basketball
63
60
60
Fishing Tournament
99
87
84
90
96
63
65 ,
70
Volleyball
50
75
75
75
Tackle Football
72
75
75
Traveling Baseball
36
36
36
150
PARKS & RECREATION DEPARTMENT
FISCAL YEAR 2007 BUDGET
PERSONNEL SUMMARY
Authorized Positions
Director
2002
1.0
2003
1.0
Fiscal
2004
1.0
Years
2005
1.0
2006
1.0
2007
1.0
Facilities Manager
0.0
0.0
1.0
1.0
1.0
1.0
Program Coordinator
Athletic Supervisor
0.0
0.0
0.0
0.0
0.0
0.0
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
Program Assistants- (2 P/T)
Youth Services Coordinator
Front Desk Manager
Front Desk Attendants (6 P/T)
Head Lifeguard (3 P/T)
Lifeguard (6 P/T))
Gym Attendant (2 P/T)
Youth Game Attendant (2 P/T)
Weight Room Attendant (4 P/T)
Playground Attendant (3 P/T)
Concessions Attendant (4 P/T)
Babysitter (4 P/T)
Custodian (2 P/T)
Total
1.0
1.0
1.0
1.0
1.0
1.0
0.0
0.0
1.0
1.0
1.0
1.0
0.0
0.0
1.0
1.0
1.0
1.0
0.0
0.0
3.0
3.0
3.0
3.0
0.0
0.0
0.0
1.5
1.5
1.5
0.0
0.0
0.0
3.0
3.0
3.0
0.0
0.0
0.0
1.0
1.0
1.0
0.0
0.0
0.0
1.0
1.0
1.0
0.0
0.0
0.0
2.0
2.0
2.0
0.0
0.0
0.5
1.5
1.5
1.5
0.0
0.0
0.0
2.0
2.0
2.0
0.0
0.0
0.0
2.0
2.0
2.0
0.0
0.0
1.0
1.0
1.0
1.0
4.0
4.0
10
25
25
25
*Formerly Senior Coordinator
FUNDING LEVEL SUMMARY
FY 2002 FY 2003 FY 2004 FY 2005 FY 2006 FY 2007 Change
Personnel Expenses
Operational Expenses
Capital Outlay
Total Department
$224,281
$251,909 $455,091
$939,047
%985,041
$987,464
0.2%
$293,893
$480,695
$631,870
$1,078,622
$1,483,120
$1,629,716
9%
$0
$0
$0
$0
$0
$0
0%
$515,174
$732,604
$1,086,961
$2,017,669
$2,468,161
$2,617,180
6%
BUDGET SUMMARY
The total increase in the FY 2007 budget will be $149,018. The change is due to
an increase in personnel expenses an increase in contractual services and
additional Village programs.
151
PARKS & RECREATION DEPARTMENT
FISCAL YEAR 2007 BUDGET
PARKS AND RECREATION
Description
RECREATION DIRECTOR
ATHLETICS SUPERVISOR
ADULT PROGRAMS SUPERVISOR
ADMINISTRATIVE ASSISTANTS
PAYROLL TAXES
RETIREMENT CONTRIBUTIONS
LIFE, HEALTH, DISABILITY INSURANCE
WORKERS COMPENSATION
SENIOR SERVICES
TRAVEL & PER DIEM
WEBSITE
COMMUNICATIONS
ELECTRIC SERVICE
VEHICLE LEASE
RENT -ST. AGNES PLAYING FIELD
INSURANCE
VEHICLE MAINTENANCE
MAINT/REPAIRS - PARKS/PLAYGRND
FIELD MAINTENANCE
ADVERTISING
SPECIAL EVENTS
KEY BISCAYNE ATHLETIC CLUB
KEY BISCAYNE ART FESTIVAL
LIGHTHOUSE RUN & WALK
FOURTH OF JULY FIREWORKS
WINTERFEST
OFFICE SUPPLIES
UNIFORMS
PROGRAM SUPPLIES
MEMBERSHIP & DUES
EDUCATION & TRAINING
PARK IMPROVEMENTS
PROGRAM EQUIPMENT
FY2006
Budget
$85,010
$57,709
$52,528
$76,568
$20,794
$23,430
$16,200
$8,763
$37,440
$2,500
$7,000
$4,000
$15,000
$3,600
$36,000
$28,706
$10,000
$30,000
$100,000
$50,000
$85,000
$100,000
$5,000
$10,000
$70,000
$35,000
$8,000
$2,000
$30,000
$1,500
$1,500
$15,000
$10,000
Actual
FY 2006
$85,010
$61,039
$48,663
$71,469
$20,245
$25,389
$19,394
$1,356
$36,720
$1,847
$5,749
$8,091
$5,125
$3,600
$36,000
$27,852
$6,042
$13,728
$96,891
$55,911
$100,935
$100,000
$0
$7,203
$77,411
$33,833
$10,314
$3,245
$33,472
$1,880
$1,483
$12,077
$8,586
Adopted
FY2007 Variance
$91,811 8.00%
$63,536 10.10%
$50,123 -4.58%
$79,624 3.99%
$21,810 4.88%
$28,446 21.41%
$21,600 33.33%
$1,383 -84.22%
$48,878 30.55%
$2,500 0.00%
$7,000 0.00%
$7,000 75.00%
$9,185 -38.77%
$3,600 0.00%
$36,000 0.00%
$39,983 39.28%
$10,000 0.00%
$30,000 0.00%
$105,000 5.00%
$50,000 0.00%
$90,000 5.88%
$100,000 0.00%
$5,000 0.00%
$10,000 0.00%
$70,000 0.00%
$40,000 14.29%
$8,000 0.00%
$4,000 100.00%
$30,000 0.00%
$2,000 33.33%
$2,000 33.33%
$15,000 0.00%
$10,000 0.00%
Total Parks & Recreation $1,038,248 $1,020,560 $1,093,478 5.32%
152
PARKS & RECREATION DEPARTMENT
FISCAL YEAR 2007 BUDGET
COMMUNITY CENTER
Description
FY2006
Budget
Actual
FY 2006
Adopted
FY2007 Variance
COMMUNITY CENTER SUPERVISOR
YOUTH SERVICES COORDINATOR
FRONT DESK MANAGER
PART TIME CENTER PERSONNEL
PAYROLL TAXES
RETIREMENT CONTRIBUTIONS
LIFE, HEALTH, DISABILITY INSURANCE
WORKERS COMPENSATION
CONTRACT SERVICES
COMMUNICATIONS
POSTAGE
UTILITIES
WATER & SEWER
INSURANCE
MAINTENANCE
MINOR REPAIRS
ADVERTISING
OFFICE SUPPLIES
SUPPLIES
$67,336
$33,477
$33,477
$371,406
$38,686
$16,115
$16,200
$67,343
$210,800
$5,000
$2,500
$108,000
$3,000
$67,479
$249,595
$5,000
$50,000
$2,500
$82,000
$67,579
$32,992
$34,571
$432,021
$44,422
$17,459
$25,766
$6,552
$394,062
$12,855
$3,517
$116,183
$0
$52,416
$236,118
$8,111
$43,796
$529
$85,444
$72,723
$35,597
$37,377
$401,000
$41,822
$17,484
$16,200
$6,928
$319,476
$5,000
$2,500
$119,847
$3,000
$75,249
$230,000
$5,000
$50,000
$2,500
$82,000
8.00%
6.33%
11.65%
7.97%
8.11%
8.49%
0.00%
-89.71%
51.55%
0.00%
0.00%
10.97%
0.00%
11.51%
-7.85%
0.00%
0.00%
0.00%
0.00%
Total Community Center $1,429,914 $1,614,392 $1,523,702 6.56%
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CAPITAL IMPROVEMENT PROGRAM
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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.
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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. Preliminary financial and engineering feasibility exploration of
extending sewers to the unsewered areas have been completed.
Studies authorized by Village Council. Feasibility report by the Village
Engineer (C.A.P.) which was presented and discussed by the Village
Council at the August 26, 1997. The Council adopted the plan
February 24, 1998. Final Plans and specifications were completed by
PBS& J and approved by the State Department of Environmental
Protection, October 21, 1998. Bids to construct the system were
received July, 1999. The Village Council will hold a Sanitary Sewer
Workshop on January 18, 2005 to discuss the sewer project.
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.
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5. Exploration of park impact fees. Tischler & Associates, Inc. appeared
and submitted a report dated June 26, 1997 to the Village Council at
their July 1, 1997 meeting. The report was supplemented with a
October 9, 1997 letter to the Building, Zoning and Planning Director.
The consultant recommended that impact fees not be pursued.
C. Monitoring and Evaluation
The Village Manager or designee shall annually prepare a status report on this
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 2002 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 8c 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.
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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 2007 adopted property tax rate of $3.45 per
$1,000 assessed valuation is lower than the Fiscal Year 2006 property tax rate of $3.606
per $1,000.
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THE VILLAGE CIVIC CENTER
I. Introduction. A Village Civic
Center was discussed as early as
1992. A center is included and
discussed in the early drafts of the 1995 Comprehensive Plan. The first significant
action taken by the Village Council to establish a center was the acquisition,
development and dedication of the 9.5 acre Village Green in 1995. The Civic
Center includes a Recreation Center, Administration/Police Building, Fire Station
and a Council Chamber/Community Theater Building and related site and street
improvements. A site plan showing the location of these buildings is attached to this
report.
II. Planning Process. In mid December, 1997, the Village Council held a three day
public participatory planning design. The session provided our citizens with the
opportunity to shape the vision for the Civic Center. A summary of the session,
including a proposed site plan, was presented to the Council on January 28, 1998.
At the 1998 Goals session held March 11, 1998, the Village Council unanimously
adopted a motion to begin planning for the replacement of the Public Safety
Complex (Police and Fire Departments in trailers). Resolution 98-21 authorized the
replacement of the Public Safety Complex on April 28, 1998. Resolution 98-19
retained OBM Miami, Inc. to provide consulting services for the Capital
Improvement Program. In response to Resolution 98-21, three (3) separate
contracts, which involved the preparation of conceptual and schematic building
plans for the civic center with OBM Miami, Inc., were approved at the May 12, 1998
meeting. On September 1, the architect presented a second Civic Center Site Plan
and conceptual schematic plans for the emergency services complex. Resolution
98-52 adopted October 13, 1998, authorized the architect to proceed with design
development (Phase II).
In November 1998, the Village received the 1998 Community Relations Award for
improved communications with our community from the Florida Government
Communications Association (FGCA) for the planning design session.
On February 9,1999, the Village Council adopted Resolution 99-14 which
designated the Civic Center s a Top Priority Goal for the next year. A third set of site
plans were included in the Civic Center report which were presented at the April 6,
1999 workshop. At the June 8 meeting, the Council adopted Site Plan B (Resolution
99-57) as a guide for the development of a Civic Center. A workshop was held
January 18, 2000 to review the building schematics, projected costs, financing plan,
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and design guidelines. On June 6, 2000, the Village Council adopted the 2000
Goals and Objectives (Resolution 2000-23) which listed the Civic Center as a top
priority. Another workshop was held June 13, 1999 to further refine the plans for
each of the structures.
Ill. Site Plan B- Modified
The Village Civic Center, geographically located in the center of the Village, will
become the heart of the community: where residents can meet their friends and
where community events can be scheduled. The plan emphasizes a pedestrian
friendly environment with tree -lined streets and sidewalks located in a manner that
embraces the "New Urbanism" concept. The buildings are located close to the
streets, parking lots and on -street spaces will be used throughout the day by
different users of the Civic Center. Thereby, reducing the amount of asphalt.
As part of the Site Plan, a section of W. McIntyre Street will be realigned with Galen
Drive. This realignment, originally recommended in the Comprehensive Master Plan,
will improve safety for pedestrians and result in a better flow of traffic, The new
north -south Village Green Way will connect W. Enid Drive with the Village Green.
Site Plan B Modified was adopted by Resolution 2000-7, February 8, 2000. This plan
rescinded the previous plan adopted December 7, 1999. The revised plan has a
median between Crandon Boulevard and Village Green Way, relocation of the Fire
Station to Crandon Boulevard and McIntyre Street, and the Administration/Police
Building to McIntyre Street and Fernwood Road in addition to other minor site
adjustments.
Site Plan B was again modified with the adoption of Resolution 2000-28, July 11,
2000. The modification added 13,066 of usable square foot area to the overall
Master Plan with the elimination of the median dividing McIntyre Street and the
relocation of the planned theater to the north. Thirteen (13) additional on -street
parking spaces will be added. The modification significantly reduced the
infrastructure cost associated with the realigned West McIntyre Street, Traffic
circulation throughout the site should be improved. As an added benefit the
proposed modification to the Civic Center Master Plan will add approximately
8,982 sq. ff. to the site of the Village Administration/Police Facility. This additional sq.
ft. area will allow for the development of the Administration building to be
accomplished within two stories, in lieu of the proposed 3 -story building. Reducing
the massing of the building will lessen the construction cost of this facility. The
additional square foot area should also facilitate access from the proposed Civic
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Center parking structure and will lead to additional parking spaces. The Civic
presence of the Village Administration/Police facility is increased as it now fronts the
Civic Center Green between the Crandon Blvd. and Village Green Way.
On March 6, 2001, the Village Council approved Resolution 2001-23 which
amended the Site Plan to include a partial subterranean garage containing
approximately 104 spaces below the Recreation Center. On April 10, 2001,
Resolution 2001-28 was approved which further amended the Civic Center Master
Plan by: moving the Village Council/Theater Building to 580 Crandon Boulevard,
expanding the Recreation Center site to include the previous Village
Council/Community Theater site and including a swimming pool. The latter
adjustment resulted in the Recreation Center being relocated to the former Village
Council/Community Theater site. This provided space to place a 6-8 lane swimming
pool with a separate area for seniors and toddlers and removing the building from
being partially located in the Village Green Park.
IV. Acquisition
Two (2) contracts to purchase the SunTrust property and 560 Crandon Boulevard
have been executed. The 560 Crandon property (2.068 acres) was acquired
September 21, 2000 at a cost of $3,255,000. The SunTrust property (2.173 acre) will
be acquired in 2001 at a cost of approximately $3,492,500. Pursuant to Council
Resolution 2001-6, negotiations are underway to acquire the 580 Crandon
Boulevard property. The latter parcel is the last site that is necessary to complete
the Civic Center Project.
V. Public Safety Complex (Existing Trailers)
The original temporary public safety complex was dedicated November 30, 1994. A
portion of the complex consists of temporary, portable trailer units, and has a
projected use of 5-7 years. These sections of the facility are rapidly deteriorating.
Since, 1992 and including 2000, the annual goals and objectives included the
replacement of the facility.
VI. Fire Station
Design for the Fire Station began September 1, 1998 when Village Council
authorized the Architect to begin Phase I Schematic Design ($12,360). Phase II,
Design Development, was authorized by Resolution 98-52 on October 13, 1998
($32,750). Immediately following Phase II approval, Phase III, Construction
Documents, was authorized on April 20, 1999 by Resolution 99-33 ($70,240).
Programming for the facility expanded to include fire administrative offices and
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community meeting rooms, Approval for the additional 4,300 sq. ff, design was
granted on July 11, 2000.
Developed as a two-story 25,238 sq. ff, facility, the new fire station makes the most
of valuable land resources in Key Biscayne. The Fire Station has been designed as
a four -bay, drive through apparatus room with living and support facilities for 12 on -
duty fire personnel. An open courtyard connects the fire administration facilities,
including a community room, with the fire station. The community room will be used
for public safety classes such as CPR, as well as emergency training sessions for the
firefighters and paramedics. This room will also function as a temporary Council
Chamber until the permanent theater building is constructed,
The second floor living area includes 12 dormitories, a kitchen and dining room,
classroom, library space, workstations, a day room with an outdoor terrace, as well
as, laundry, restroom and shower facilities for the on -duty personnel. The second
floor administrative area contains a reception area, restrooms, a conference room,
storage space and office space for the Fire Chief, Deputy Fire Chief, and
Administrative Assistant. The attic space has been utilized for mechanical and
telecommunications equipment, as well as auxiliary storage space.
The architectural character of the building is expressed through its standing seam
metal roof, double wood fascia and rafters, and cast stone coping and trim. The
elements were inspired by Florida vernacular architecture. The corner watch tower
reminiscent of the hose towers required in historical fire stations, serves as the
elevator and access tower for the facility. The Fire Station was occupied
September 2003.
VII. Recreation Center and Below Grade Parking Garage
Planning for the Recreation Center is being coordinated by a local citizens
committee. The initial report was prepared on September 10, 1996. The committee
and the Village Council have held two (2) workshops directed by an outside
facilitator. At the workshops, approximately 53 people expressed their opinions with
overwhelming support for a Recreation Center. The committee prepared,
distributed and compiled a questionnaire which was sent to all residents. This was
the third community -wide survey. The results, which were supportive, were
submitted to the Village Council at their May 13, 1997 Council Meeting. On May 27,
1997, the Council authorized a planning design session in fall at a cost not to
exceed $15,000. A local newspaper poll, reported June 12, 1997, indicated a two
to one majority favoring the construction of a Recreation Center, A planning
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design session was conducted by the Village on December 11, 13 and 14, 1997.
The Village Council adopted Resolution 98-56 on November 17, 1998 authorizing the
Village Manager to advertise for Request for Qualifications (RFQ) from architectural
firms to design our Recreation Center. A draft RFQ packet was sent to the Selection
Committee for review on November 30, 1998. The revised RFQ packet was made
available to the public on December 8, 1998. An advertisement appeared in the
Daily Business Review on December 8th, 10th, 15th, 17th, 22, and on January 4th
1999 requesting qualifications from architectural firms interested in the community
center project. Ten responses were accepted on January 8th, 1999.
The Selection Committee met on January 14th, 1999 to receive copies of the
submittals and rating sheets to score the ten firms. On January 28, 1999, the
Selection Committee met to "short list" the top five architectural firms. The
Committee interviewed the top five architectural firms on March 4, 1999. Council
Resolution 99-20, adopted April 20, 1999, authorized the Village Manager to
negotiate with Robert G. Currie Partnership for architectural and engineering
services for the Recreation Center. Council Resolution 99-62 was adopted and
approved on July 22, 1999. A $100,000 state grant will offset a portion of this fee and
the contract was executed July 27, 1999. Resolution 2000-39 was adopted on July
24, 2000 which authorized the Village Manager to execute a new agreement for
the design of the center at a cost of $360,000. Staff is negotiating a revised contract
as a result to design changes that were approved in Resolution 2001-9.
The Recreation Center consists of a two-story building of approximately 38,000
square feet. The facility will provide a variety of multipurpose rooms to allow for
program spaces. The floor plan and design provides for possible future
modifications as new needs are established. The building is sited between the
Village Green, McIntyre Street, Village Green Way and Fernwood. The primary
entrance and drop-off is located adjacent to the traffic circle. The entrance lobby
includes a reception desk which provides visual control to people entering and
leaving the building, views of the wellness center, snack bar, covered porch, stair,
the toddler's room, and center corridor. Active areas are located on the first floor
which include the gymnasium that contains a full size basket ball court with
movable bleachers and subdivided for two half -courts by a suspended curtain.
Additional active areas are the teen center game, youth and toddler's, dance and
aerobic rooms. Elevator and locker/toilet rooms are centrally located. Additional
space is provided for offices, mechanical, storage and circulation. Handicap
access is designed on the east side next to the main entrance.
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The second floor provides space for the more quiet and less active spaces. The
space includes a craft room with kiln, and a computer room. Additional space is
provided for a senior's lounge and flexible meeting room, a common lounge with
access to a balcony overlooking the Village Green and a warming kitchen
complete the main functions on the second floor. Other areas include offices,
storage, stair, elevator and circulation spaces. A 6-8 lane swimming pool will be
constructed between the terrace and the Village Green Park. A parking garage
will be located below the building providing approximately 104 spaces.
The exterior walls will be constructed of C.M.U. or concrete with stucco finish and
simulated coquina at the base. A standing seam metal room will be constructed
with wills for air conditioning and mechanical equipment. Detailing, windows, and
colors conform to the design standards that are being used in the other buildings in
the Civic Center.
The Community Center was opened on November 1, 2004.
VIII. Village Administrative Offices and Police Station
Resolution 99-10 adopted February 9, 1999 authorized the Village Manager to
prepare an RFQ for architects interested in designing the Police Administrative
Offices facility. At the April 20, 1999 meeting, Council appointed five (5) members to
serve on the committee to assist the Manager with the selection of the architect.
The RFQ was dated June 4, 1999 and mailed June 18, 1999. The twenty-one (21)
proposals were returnable on July 16th, 1999. The committee short-listed six (6) firms
at the July 28, 1999 meeting. The committee reviewed the proposals at their August
10th meeting. Three of the six firms were ranked. This facility is envisioned to house
the police department's, the fire department's and the Village's administrative
offices. This facility will also serve as the Village's Emergency Operations Center
(EOC), in the event of a disaster. Resolution 99-78 authorized the Village Manager
to negotiate a contract with Spillis, Candela & Partners, Inc. Resolution 99-97
adopted December 7, 1999 approved their contract and appropriated $29,261 for
schematic architectural plans. With the adoption of the modified Master Plan in
July, the contract with Spillis, Candela & Partners was amended to permit the firm
to revise the schematic plan presented at the June 13, 2000 and July 1 1, 2000
workshops and prepare a revised, two story site plan. A fee of $15,000 was
authorized to revise the previous schematic design. The final contract in the
amount of $409,200 was also authorized by Resolution 2000-29 adopted July 11,
2000. Resolution 2000-49 adopted September 12, 2000 approved the new two-story
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schematic plans. The architect was directed to proceed with design development
and construction documents.
The Building contains 33,138 square feet of air-conditioned program area on two
floors. A 52 space parking lot is immediately to the south of the building. The offices
are designed around a two-story courtyard with a water fountain and sitting areas.
The courtyard functions both as a public gathering space and as a means to
provide natural light and air to the internal facing office areas. The main entrance is
from McIntyre Street.
The ground floor contains the police station floor area and is raised five feet above
grade in order to comply with the flood criteria. The second floor of the building
contains the administrative offices for the Village Manager, Village Clerk, Building,
Recreation, Finance and Chamber of Commerce. Access to the second floor is
from an elevator which is located to the rear of the courtyard or from stairs in the
front of the building. The latter of which has been architecturally integrated into the
facade in a manner which re -enforces the Florida Vernacular design of the
building.
The architectural design of the building creates a unified appearance although the
administrative and police functions provide very different services. The police areas
will read: from the outside the same as the administrative offices; that of a Village -
scaled office building. The windows and wall treatments will be consistent for both
uses combining a palette of smooth stucco walls, framed window openings and
standing seam metal roofs. These building materials are consistent with all of the
proposed civic complex projects, A double -height loggia and covered porches
along scale addressing the Recreation Center to the north and the future
Theater/Council Chamber building. Village Hall was opened on December 1, 2002.
IX. Off -Site Improvements
The Village Manager was authorized by Resolution 99-100, December 7, 1999 to
enter into an agreement for Spillis, Candela, and Partners to prepare civil
engineering and electrical plans for the Village Civic Center at an estimated cost
of $75,000. Plans and specifications for the relocation of West McIntyre Street
between Crandon Boulevard and Fernwood Road, the design of all new interior
roadways within the complex, reconstruction of a portion of Crandon Boulevard,
realignment of Galen/West McIntyre Street and the relocation of existing utilities
along West McIntyre Street are part of the current contract, New lighting and
landscaping for all new interior roadways within the complex and any required
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luminaire relocation along Crandon Boulevard are part of this contract,
X. Urban and Architectural Guidelines
To insure that the Civic Center is designed in a uniform and consistent manner, the
Village Council adopted urban and architectural guidelines by Resolution 2000-7,
February 8, 2000. The guidelines include but not limited to landscape, buildings,
walls, roofs, doors, windows, and street signage, Guidelines were presented and
reviewed at the January 18, 2000 workshop.
Xl. Financing Plan
The Council held nine (9) sessions to develop a long-term borrowing plan to finance
the Civic Center project. At the November 17, 1998 Council meeting
Councilmember Fein suggested the Village take advantage of the current low,
long-term interest rates. Our financial advisor discussed various financing options at
the December 8, 1998 meeting including refinancing the Village Green. A five-year
financial projection was requested by Councilmember Oldakowski of the Village
Council at the January 12, 1999 Council meeting. The first plan was included with
the January 19, 1999 agenda for the Council Goals and Objectives Workshop. It
included estimated revenues, expenditures and borrowing projections, debt limits
and the estimated amount to be borrowed. At the March 9, 1999 Council meeting,
a second, more refined plan was distributed to the Council.
The Village Council discussed the comprehensive Civic Center report at the April
6th workshop. The report defined the need and reasons for the proposed Civic
Center, building components, status of two land acquisitions, proposed Civic
Center master site plans, costs and a third financing plan. By consensus the Council
requested a thirty (30) year borrowing plan.
At the April 20, 1999 Council Meeting, borrowing options were again discussed
including financing the Civic Center with or without refinancing the Village Green
and for thirty- (30) year period. At the May 1 1, 1999 meeting, the Council discussed
the amount and the length of time for the borrowing. Financing issues discussed
included the amount, length of time for the loan and the option of refinancing the
Village Green. These issues were summarized in a May 17th 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. 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 at a 4.715% fixed rate. The Capital Improvement Program Facilities
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Reserve has approximately $2,95 million.
The second $10 Million Bond Ordinance 2000-8 financing traunche was adopted
July 11, 2000. Three (3) bids were received October 10, 2000; the lowest interest rate
submitted by First Union National Bank in the amount of 5.24% for a 20 year bank
loan. Resolution 2000-57 adopted October 24, 2000 authorized the bank loan.
XII. Florida Department of Management Services
Resolution 99-50 adopted May 11, 1999 authorized the Manager to negotiate a
contract with the Department of Management Services to provide project
management services. The contract was executed on August 2, 1999. The (DMS)
Division of Building Construction shall provide project management services for the
Civic Center at a monthly fee of $6,000. The Division shall assist the Village through
the entire construction process: planning, designing, building, contract
negotiations, construction and occupancy. The division will serve as the Village's
agent during the project management process. This includes coordination of the
design services of the architect and engineer, the coordination of the design and
construction reviews, the selection and negotiation of the construction manager
and the construction project. The division shall assign a Project Director for the
project, and the project director and the Village shall select a construction
manager. The contract was approved by Resolution 99-68, adopted July 20, 1999.
The contract was renegotiated due to changes in the scope of the community
center, fire station, and the addition of the parking garage. On July 1 1, 2000, The
Council adopted Resolution 2000-29 which authorized the contract to be increased
to $10,000. The Department lowered the amount to $6,000 retroactive December
6th by amendment to the contract.
XIII. At -Risk Construction Manager (James A. Cummings, Inc.)
The Florida Department of Management Services published a Request for Proposal
on September 3, 1999 for a Construction Manager to build the Civic Center project.
The Construction Manager is to provide pre -construction and construction phase
services under a guaranteed maximum price to construct the Civic Center
complex. This includes the Recreation Center, Fire Station and Police and Village
Offices and related infrastructure. Ten (10) firms submitted their credentials for the
Construction Manager. A committee consisting of the 3 architects, 2
representatives from the Florida Department of Management Services and the
Village staff assisted as non -voting members to review the firms credentials,
October 1, 1999. Five (5) firms were short listed for interviews. The interviews and a
ranking were held November 1, 1999. The Council appointed James A. Cummings,
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Inc. as the Construction Manager on November 16, 1999 with the adoption of
Resolution 99-98. The firm was authorized to proceed with the preconstruction
phase of the contract at a cost not to exceed $113,190.
XIV. Community Center Construction Program Manager
(Skyline Management Group, Inc.)
The Village of Key Biscayne published a Request for Proposal for a construction
manager for the Community Center Project. The Village received credentials from
two firms. At their January 28, 2003 Council Meeting, the Village Council
unanimously appointed Skyline Management Group, Inc. as Construction Program
Manager (Owner's Representative) for the project.
XV. Construction Schedule.
On April 10, 2001, the Village Council approved Resolution 2001-29 which directed
the Village Manager to begin the mobilization and site preparation work for the
Administration/Police Building and Fire Station. This work began on April 30, 2001. It is
expected the Fire Station was completed September 2002 and
Administration/Police Building in December 2002. The Recreation Center was
completed October 2004 and was officially opened November 1, 2004.
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STORMWATER UTILITY FUND
FISCAL YEAR 2007
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 ) 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 87 per bill.
The first charges were mailed in August of 1994. Income from the 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
168
STORMWATER UTILITY FUND
FISCAL YEAR 2007
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 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:
169
STORMWATER UTILITY FUND
FISCAL YEAR 2007
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, affer 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 affer lesser
storms.
If a greater level of service were desired, then the drainage system would have had to
be upgraded. Our Engineers estimate that, if the system pipe sizes are increased a
single size, the flooding issue would reduce from 4 to 11 hours, to 1 to 4 hours and the
cost of the system would increase by over $2.5 million. The above project description
of the level of service was discussed in a letter dated April 18, 1994 by Williams Hatfield
& Stoner.
The Village of Key Biscayne's stormwater system received its biggest test on June 8, 1997
when the Village was bombarded by 16 inches of rain in a span of 24 hours. Sam
Houston, meteorologist at the National Oceanic and Atmospheric Administration on
Virginia Key and Village resident, said "It was the most rain I'd seen in 24 hours since I
lived out here". In addition, Houston commended the Village's stormwater system by
saying that portions of the system that were up and running seemed to have been
effective in preventing excess flooding. "The stormwater system had a pretty good test
and seems to have served well".
There are a couple of reasons why the newly installed 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, ouffall weirs dispose the stormwater into the sea.
170
STORMWATER UTILITY FUND
FISCAL YEAR 2007
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 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.
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.
1999 STORMWATER UTILITY REVENUE BOND SERIES
The $7.2 million Stormwater Revenue Bond Anticipation Notes were originally issued April
1 1, 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%
171
STORMWATER UTILITY FUND
FISCAL YEAR 2007
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, 2006, the outstanding debt will be $5,785,000.
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. In
consideration for such participation, the Village receives an award of $30,000.
172
STORMWATER UTILITY FUND
FISCAL YEAR 2007 BUDGET
Debt Service Schedule
Year
Total Annual
STORMWATER
Loan Balance
$7,200,000
Debt Payment
FUND
Principal
Schedule
Interest
Fiscal Year Total
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
Coupon: 4.136% per annum, $7,200,000, Stormwater Construction Facilities, Series 1999,
Nationsbank, N.A.
173
STORMWATER UTILITY FUND
FISCAL YEAR 2007 BUDGET
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 S543 379 S543 379 S543 379 $543,379 S543 379 $543 379
Interest Income $64 826 S57 423 S56,183 S54 143 $51,276 S48 186 S38 297 S27 753 516 239
General Fund Contributions $0 $0 $0 $0 $0 $0 $0 S0 $0
Total Revenues
$592,875 $600,802 $599,562 $597,522 $594,655 $591,565 $581,676 $571,132 $559,618
Fxoenditures
Administrative Costs 570000 570000 $70000 570,000 $70,000 $70,000 $70000 $70000 $70000
Repair&Maintenance 580000 580000 $90000 5100000 $100000 5100000 $100,000 5100000 $100000
Pump Station Replacement SO SO $0 SO $0 SO SO S0 S0
Principal and Interest $460613 $470,559 $472 093 $473 213 $473 921 $579 215 $579 760 S584,686 $588,785
Total Expenditures
Revenue Over
(Under) Expenditures
Beginning Fund Balance
Ending Fund Balance
$618,613 $620,559 $632,093 $643,213 $643,921 $749,215 $749,760 $754,686 $758,785
($25,738) ($19,757) ($32,531) ($45,691) ($49,266) ($157,650) ($168,084) ($183,554) ($199,167)
$941,140 $915,402 $895,645 $863,114 $817,423 $768,157 $610,507 $442,423 $258,869
$915,402 $895,645 $863,114 $817,423 $768,157 $610,507 $442,423 $258,869 $59,702
18 Year
Revenue FY 2012 FY 201a FY 2014 FY 201 @ FY 2016 FY 2017 FY 2018 FY 2019 Totals
Operating Revenue S543379 S543,379 5543 379 $543,379 $543,379 $543,379 $543,379 $543,379 $9 222,113
Interest Income $3 745 S0 S0 $0 SO SO $0 S0 S418 071
General Fund Contributions $155,250 S280,500 $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 S70000 $70,000 $70000 $70000 $70 000 $70010 $70000 $60000 $1 180 000
Repair & Maintenance $100000 S100000 $100000 5100000 5100000 $100000 $100000 $100000 $1 650 000
Pump Station Replacement $0 $0 $150000 S150000 $0 $150000 5150000 $0 $600000
Principal and Interest $592 059 $594 506 $596 128 $601 923 $606 686 $610,417 $618 115 $619,574 S9,530 253
Total Expenditures
Revenue Over
$762,059 $764,506 $916,128 $921,923 $776,686 $930,417 $938,115 $779,574 $12,960,253
(Under) Expenditures ($59,685)
Beginning Fund Balance
Ending Fund Balance
Assumptions:
$59,373 ($92,249)
($29,894) ($28,927)
($27,838) ($26,806)
($10,565) ($1,098,029)
$59,702 $17 $59,390 ($32,859) ($62,753) ($91,680) ($119,518) ($146,324) $941,140
$17 559,390 ($32,859) ($62,753) ($91,680) ($119,518) (5146,324) ($156,889) ($156,889)
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
174
SOLID WASTE AND RECYCLING COLLECTION AND DISPOSAL FUND
FISCAL YEAR 2007
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 ends 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.
175
SOLID WASTE AND RECYCLING COLLECTION AND DISPOSAL FUND
FISCAL YEAR 2007
YEAR
2005
2006
2007
Starting Fund
Balance
$220,904
$220,904
$249,969
Revenue
$533,397
$545,162
54,820
Contract
Expenses
514,008
514,008
514,008
Admin. Expenses
4,000
4,000
4,000
Ungollectabsle
ccoun
0
27,154
26,312
Total Expenses
518,008
545,162
544,320
EOY Net Inc./loss
15,389
0
0
EOY Balance
$236,893
$221,404
250,469
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
1,301 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.
176
SOLID WASTE AND RECYCLING COLLECTION AND DISPOSAL FUND
FISCAL YEAR 2007
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 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.
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 $545,162 revenue represents the total of all billed single-family homes (1,300) at $420 per
residence less $27,154 for uncollectible. Fees were increased due to the new 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.
„ ii'r',`�, ��,.:
`_�
. ,
�.•
,�.+ rr;xan
�v��; >v�
y r`Mi'��>yii.''n�
, "��', .
�'�=w�„,
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Operating Revenue
$291,701
$292,000
$292,000
$285,000
$545,162
$545,162
$544,320
Interest Income
3,293
4,000
4,000
850
0
500
500
`r
►.Q
'fl '" '�
$85,850
` '�
I62
",45,662
"0,
$544,820
>'r ..
_i. f_ t
late
Contractual Services I
$260,736
$260,652
$263,789
$275,000
$514,008
$514,008
$514,008
Administrative Costs
3,444
27,000
15,000
10,000
4,000
4,000
4,000
Uncollectable Accounts
u
u
u
0
27,154
27,154
26,312
Total Expenses
264,180
287,652
278,789
$286,500
$545,162
545,162
$544,320
$131,bb2.^
1'
$20,904'
$221,404
$2550,469
1 Contractual Services is solid waste and recycling collection and disposal contract with BFI Waste Systems of North America
177
SANITARY SEWER IMPROVEMENT FUND
FISCAL YEAR 2007
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:
178
SANITARY SEWER IMPROVEMENT FUND
FISCAL YEAR 2007
"...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 Newsarticle
of March 25, 1999. In the same issue, Mr. Samir Elmir, State Health
Department 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 leveP'.
"... 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."
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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) 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. INFORMATION CONVEYED TO AFFECTED HOME OWNERS
The above information was delivered to homeowners as part of a packet of
information, dated January 29, 1998, for a Sanitary Sewer Information Workshop,
held on February 5, 1998. Where appropriate, the information was updated and
was forwarded to the community prior to the October 5, 1999 workshop. An
additional meeting was held on November 9, 1999 and this report was again
updated and distributed to the Citizens as per motion of the Village Council at its
meeting of October 12, 1999. The letter was dated October 29, 1999. This project
evolved over the past nine years during which time more than 50 public hearings,
public workshops and public meetings were held and additional citizen mailings.
The most recent was April 6, 2001.
3. 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)
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4. 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.
5. 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.
6. FLORIDA DEPARTMENT OF ENVIRONMENTAL PROTECTION (DEP)
a. State Revolvina Loan.
An application for funding ($723,762) the project with a State Revolving Loan
(SRL) was filed March 15, 1996 and was approved June 26, 1996 to complete the
planning, design and administrative activities to construct additions to the
wastewater collection system. Funding covers pre -construction ($723,762.00)
and construction costs ($7,218,228), or a total estimated at $7,941,990.00. Based
on this estimate, the average assessment for each property is $5,624.64 with the
Village assuming 50% of the cost or $5,624.64 for a total cost of $11,250. The
Loan would be repaid over a 20 -year period at an annual fixed interest rate of
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2.56% reflecting a repayment constant of approximately 6.42 % per year or $361
annually. The state loan should save the taxpayers of the Village millions of
dollars when compared with the rates and terms of a conventional 20 -year
loan. The rate as of March, 2000 was 3.55%. At this rate, approximately $1 M of
additional interest would be paid. The annual debt service payment on the
loan would be $509,874.00. A breakdown and detail of the loan repayment and
securitization are discussed in the "Financing Plan".
This estimate, plus a general contingency of about 8% brings the estimate to a
total of about $8,400,000. That estimate was developed and approved at the
January 13, 1998 Council Meeting. The data was prepared by CAP Engineering
Inc. and PBS & J, the design engineers, arrived at a similar estimate upon
completion of the project plans.
b. Pre -Construction Phase.
All pre -construction work has now been completed and the portion of the SRL
designated for this purpose has been drawn down. As such:
1.) Final plans and specification were completed September 30, 1999;
2.) The requisite construction permits have been secured; and
3.) An Inter -local Agreement with Miami -Dade County for the
management and maintenance of the completed system has been
executed.
These and all other pre -construction activities have been reimbursed out of the
drawn -down "Pre -Construction" portion of the SRL loan ($723,762.00), pursuant
to the Village's loan agreement, as amended, with DEP, dated June 26, 1996.
The breakdown of the Pre -Construction Loan as reflected in the Loan
Agreement is as follows:
Administrative Allowance $ 39,600.00
Planning Allowance 198,000.00
Allowance for Engineering 422,400.00
Loan Repayment Reserve 19,800.00
Loan Service Fee 30,762.00
Total Pre -Construction Project Costs $ 723,762.00
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c. Completion of Pre -Construction Phase.
(1) A second Loan Application was completed April 2, 1999 in order to
qualify the Village for a "Completion Loan" covering all construction
phase costs (including the construction work and related costs) and to
preserve its position in the fundable portion of DEP's Revolving Loan
Priority List. (A letter dated January 20, 1999 from the Village Manager
requested that the project be placed on the "Fundable Portion of Priority
List". A memorandum dated January 22, 1999 from the Department
confirmed that this was granted.)
(2) Final plans and specifications for the project were submitted to DEP
September 30, 1998. The plans were accepted effective October 21,
1998. A letter dated November 3, 1998 from DEP authorizes construction
and construction -related costs to be incurred.
(3) The project's Capital Financing Plan in the initial loan application and its
updated presentation in the second loan application, was reviewed and
accepted by DEP on May 20, 1999. The financial information in this report
reflects the results of this review and provided the basis for the
amendment of the loan agreement that covers construction phase
activities.
d. Summary of Pre -Construction Phase Leaislation.
(1) Ordinance 96-6, adopted June 25, 1996, authorized the Village staff to
proceed with the pre -construction phase of the project. The Council
authorized the drawdown of the $723,762.00 in pre -construction funds
April 16, 1998. The funds were received April 14th and November 4, 1998.
(2) Resolution 98-47, August 25, 1998 authorized the execution of Amendment
# 1 to the Agreement deferring loan repayment activities in expectation
of additional financing required to cover construction phase work.
(3) Ordinance 99-9, adopted November 9, 1999 among other actions and
findings:
(a) Formally authorized the filing of the second loan application;
(b) Pledged Village and Special Assessment revenues for the repayment
of the loan;
(c) Authorized the Village Manager to execute Amendment # 2 to the
Loan Agreement; and
(d) Application approved and executed by State on November 15, 1999.
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(4) Resolution 99-92 passed and adopted November 9,1999 among other
provisions:
(a)Declares the necessity to make sanitary sewer improvements and
describes same;
(b) Declares the Intent to impose special assessments to cover the cost of
the improvements;
(c) Indicates the nature, location and estimated cost of the
improvements;
(d) Provides that a certain portion of the cost of the improvements will be
paid by Special Assessment;
(e) Provides the manner in which the Special Assessment will be made
and when it shall be paid;
(f) Designates the parcels of land upon which the Special Assessments
will be levied;
(g) Provides for an assessment Plat; and,
(h) Authorizes the preparation of a preliminary assessment roll.
7. 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:
(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.)
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d. As indicated in the Financing Plan, residents served by the System must pay,
in addition to their share of the sanitary sewer's cost, one-time 1999 County
and local fees estimated to average over $4,000.00 for connecting to the
system and abandoning the septic system. Please see page 20 for
breakdown of this charge. When connected a wastewater fee is charged.
e. The annual 1999 Miami Dade Water & Sewer Department (WASD)
wastewater disposal rate is based on water usage. For example, if your
usage or quarterly water bill is $75, you can expect an additional charge of
about $135 per quarter or $540 annually. The more water consumed the
greater the sewer cost, Additional installation of water meters for sprinklers
and pools would reduce the total wastewater bill, since only the water
entering the sewer system has an additional charge.
Based on the above, construction of the system could have started in 2000.
Completion should occur some two years later and most of the owners should be
connected within a time frame consistent with the Village Master Plan and the
County EQCB extension parameters.
8. 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.
9. 1998 REFERENDUM
Resolution 98-1 January 13, 1998 authorized a mail ballot referendum February 24,
1998 on the proposed sanitary sewer collection system construction project at an
estimated cost not to exceed $8.4 million, Resolution 98-2 January 13, 1998
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supported the sanitary sewer improvement project. A fact sheet reviewed by the
Village Council at the January 29, 1998 Council Meeting was sent to the 706
homeowners who were not serviced by a municipal sanitary sewer. A workshop to
explain the program was held February 5, 1998. This was the third workshop held for
this project. The referendum results were announced February 24, 1998: 172, i.e.
46.6% voted "yes" and 199 i.e. 53.4%, voted "no". (371 out of the 706 affected
homeowners, i.e. 52.5% voted). The Village Attorney ruled, at the March 9, 1999
Council Meeting, the referendum was on the specific financial plan described in
the fact sheet mailed to the homeowners.
10. SPECIAL ELECTION OF MAY 16, 2000
In response to a dissatisfied group of mostly affected property owners, Referendum
Petitions were filed in the office of the Village Clerk February 1, 2000 with the
requisite number of signatures proposing: the following three ballot questions:
a. An amendment to the Village Charter restricting the authority of the Village
Council to impose special assessments to the effect that such shall not be
imposed, unless:
(1) A majority of property owners to be specially assessed, petition for
special assessments; or
(2) At an election of property owners to be specially assessed, a majority
of those voting, vote in favor of special assessments;
b. The repeal of Ordinance 99-3 that enables the Village Council to impose
special assessments for public improvements, including roads, water, street
lighting, sanitary sewers and other public improvements, upon specially
benefited properties (i.e. the so-called enabling legislation.); and
c. The repeal of Ordinance 99-9 concerning the Village's Loan Agreement from
the State of Florida providing financing for the construction of improvements
to the Village's sanitary sewer system, effectively withdrawing the authority of
the Village to enter into such loan transaction.
Resolution 2000-11, passed and adopted March 14, 2000, called for a special
election on May 16, 2000 on the three ballot questions in the petition. Resolution
2000-15 passed April 28, 2000 opposed three (3) ballot questions. A letter dated
May 11, 2000 was sent to all voters asking them to vote no. The results were as
follows:
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a. 1,396 out of the Village's 4,294 registered voters, about a third (32.51%),
turned out to vote
b. 52,76% or 689 voted yes and 617 voted no for the charter amendment (i.e.
Question # 1)
c. 54% or 681 voted against the repeal of the enabling legislation (i.e. Question
# 2 Ordinance 99-3) 580 yes (46%)
d. 62.84% or 820 voted against and 485 (37.16%) voted for repealing the State
financing (ie. Question # 3)
At the May 23, 2000 Council Meeting, the Council authorized the Village Manager
and the Village Attorney to prepare the necessary documentation to set a public
hearing for the project.
Resolution 2000-33 adopted July 11, 2000 requested the Village be included in H.R.
673 and S.2711 for the purpose of receiving federal funds to improve the quality of
water throughout the marine eco-system.
Resolution 2000-17 adopted June 6, 2000 set a public hearing for July 11, 2000.
Resolution 2000-35 adopted July 11, 2000 authorized the sanitary sewer construction
project be delayed 120 days until November 16th to coordinate this project with
WASA in order to replace the water pipes at the same time and continue the
search for outside funding. Resolution 2000-33 requested the project be included in
the legislation currently before the U.S. Congress, At the November 14, 2000
Council Meeting, the Village Council deferred the Public Hearing until March 2001.
At the December 5, 2000 Council Meeting, the Mayor requested the issue be
discussed at the January 9th Meeting at which time staff was directed to prepare
the appropriate resolutions. At the January 23, 2001 meeting four alternatives were
submitted and discussed by the Council. Resolution 2001-12 was adopted which
authorized the Village to proceed with project without requiring any election of the
property owners and set a public hearing for February 27th. The public hearing was
not held because a majority of the Council voted to postpone the project to
October 1, 2003 as per Resolution 2001-18.
The State Department of Environmental Protection notified the Village the
Department would be holding a public hearing on April 18, 2001 to set the Priority
List for Fiscal Year 2001. The $6,798,000 loan is an item of the agenda. The Chief of
this Bureau indicated to the Village Manager that the loan would be cancelled
unless the Village made progress towards implementing the assessment process.
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The Special assessments are included in the Loan Agreement. The Mayor called a
Special Meeting for April 6, 2001 to set another date, May 8th, for a public hearing
for the project. Resolution 2001-26 set the date and repealed Resolution 2001-18,
which had postponed the project to October 1, 2003. The loan was cancelled
during Fiscal Year 2002 and in November of 2002, a prepayment of $332,000 was
made.
1 1. SPECIAL ASSESSMENT FOR THE SANITARY SEWER CONSTRUCTION PROJECT
Ordinance 99-3 adopted April 20, 1999 permits a special sanitary sewer assessment
to be levied and collected. Assessment rules were being adopted in 1999.
The original capital financing plan special assessment rules were amended on four
occasions:
a. On February 10, 1998 to permit the twenty (20) year plan to be transferred to
the new owner when a house is sold;
b. On April 14, 1998 when Council authorized the Village Manager to develop a
program to assist home owners to avoid financial hardships caused by this
program (A financial hardship is defined in Ordinance 99-3, Section 29.1-18)
c. On April 14, 1998 when the Council amended the financing plan to
contribute 5% of the total project costs from the General Fund. This
contribution reduces the special assessment cost to the homeowner; and,
d. On November 9, 1999 when Council adopted Resolution 99-92 that, among
other provisions declared the necessity for the improvement; called for 50%
of the cost of the improvement to be paid by Special Assessment on the
properties served by the project and for the preparation of an Assessment
Roll.
e. Resolution 99-92, November 9, 1999 adopted the special assessment
regulations and rules.
12. 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.
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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 (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. The estimated construction cost
at that time was $6,215,000.
13. SANITARY SEWER COLLECTION AND TRANSMISSION SYSTEM COST ESTIMATE
The amount of the SRL is based on a preliminary cost estimate for the project. The
total cost based on engineering estimates and State DEP reviews is $7,941,990.00
including all pre -construction, direct construction hard and related costs. A further
cost breakdown is found in the financing plan. Based on this estimate, the average
assessment for each property is $5,624.64 with the Village assuming 50% of the cost.
If financed and amortized over 20 years at the 2.56% interest rate the cost is about
$361.00 per year.
14. 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. The
engineer's estimate is $75,000-$125,000.
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During the preparation of the engineering plans and specifications for the sanitary
sewer project the county was requested to replace an additional 36,000 feet of the
existing cement asbestos water pipes in conjunction with the sewer project.
Request was initiated in 1998 by correspondence and several meetings with
MDWASD. The adopted Resolution 99-91, November 16, 1999, requesting the
county provide the necessary waterline improvements. The Village representatives
met with MDWASD officials on December 10, 1999 to once again reiterate our
request.
The cost is estimated at $2 million, The County Manager rejected the request in a
January 7, 2000 letter to the Village Manager. The County did agree to work with
our contractor to expedite repairs to any water mains broken during construction.
In some instances, MDWASD will allow repairs be made by our contractor under the
supervision of a MDWASD inspector.
At the January 11, 2000 meeting of the Village Council, Commissioner Jimmy
Morales and representatives from the department addressed the Council on this
subject. The County does not have a replacement program for cement asbestos
pipe. The county offered to pay one half the project cost or $1 million.
Resolution 2000-35 adopted July 1 1, 2000 delayed the project 120 days to discuss
once again the replacement of the water mains by WASA at the same time the
sanitary sewer system is installed. It is estimated 62,000 feet of asbestos pipes are in
the system with 26,000 feet outside the project. A December 21, 2000 letter to
WASA from the Village Manager was answered January 16, 2001, which rejected
the Village's request. The request was again made on April 20, 2001 at a meeting
with the County Manager
15. PROPOSED CONSTRUCTION SCHEDULE (CONSTRUCTION OF PROJECT HAS BEEN POSTPONED)
Resolution 99-25 adopted April 20, 1999 authorized the Village Manager to instruct
the design engineer, PBS & J to proceed to advertise and receive bids for the
project. The following is the schedule:
1 '
Advertise for Bid August 2, 1999
6.
Award Contract November 16,1999
(Resolution 99-9)
2.
Pre -Bid Meeting August 10, 1999
7.
Notice to Proceed TBD
3.
Bid Opening September 7, 1999
8.
Pre -Construction Meeting TBD
4.
Council Receives Bids September 14, 1999
9.
Start Construction TBD
5
Council Workshop & Special
10.
Completion TBD
Meeting October 5, 1999
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• Bid valid for one hundred twenty (120) days from September 14, 1999
• Bids extended 240 days from passage of Resolution 99-93, November 16, 1999
• Project start extended to November 16, 2000 by Resolution 2000-35
• Project start as of May 1, 2001 is indefinite
The above schedule was submitted to the Council at the May 11, 1999 meeting.
The workshop & Special Meeting date was re -scheduled for October 7, 1999 at the
July 20 meeting. At the September 14, 1999 meeting the date was changed to
Tuesday October 5, 1999. The above schedule is still subject to adjustment.
Bids opened September 7, 1999 and forwarded to the Council for information
purposes at the September 9th Council Meeting. Final bid summary was submitted
September 16, 1999 to the Council. Resolution 99-93, November 16, 1999,
authorized the contract to be awarded subject to a referendum on the project .
The following analysis of the bid results was prepared in conjunction with the award
process, it is clear from this analysis that the bid results in the tabulation below, fall
within the project's Financing Plan:
Metro United Central Florida
Ric -Man Equipment Engineering Equipment
International Foster Marine Service Coro Rentals
Low Bid
Corrected Bid Zone 1 $1 546,407 45 $1,506,901 00 $1,783,575 15 $1,479,874.10 $2,160,670 54 $1,479,874 10
Corrected Bid Zone2/3 $3,753,807.96 $4,096,120 35 $4,593,784 70 $ 3,801,300 09 $5,962,366.84 $3,753,807 96
Corrected Bid Zone 4 $ 513,707.46 $ 505,478 40 $ 528,719 42 $ 577,806 92 $ 777,976 62 $ 505,478 40
Cor Bid Zone 1& 2/3 $ 5,300,215 41 S 5,603,030 35 $6,377,359 85 $ 5,281,174 19 $ 8,123,037 38 $5,281,174.19
Cor Bid Zone 1 & 4 $ 2,060 114 91 $ 2,012,388 40 $2,312,294 57 $ 2,057,681 02 $ 2,938 647 16 $2,012,388 40
Cor Bid Zone 2/3 &4 $4,284,605 64 $4,601,598 75 $5,122,504 12 $ 4,379,107 01 $ 6,740,343 46 $4,284,605 64
'Corrected Al Zones $5,813,922 87 $6,108,508 75 S6,906,079.27 $ 5,858,981 11 $ 8,901,014 01 $5,739,160,46
Two contracts were awarded and approved by Resolution 99-93 adopted
November 16, 1999 as follows:
• Ric -Man International for Zones 2,3, & 4 $4,284.605.64
• United Engineering Corp for Zone 1 $1,479,874.10
Total: $5,764,479.74
The Florida Department of Environmental Protection approved the plans in a letter
dated March 20, 2000.
This action was in accordance with the engineer's letter of recommendation
dated November 17, 1999. The bids were extended twice by mutual agreement
between the contractors and the Village. As of February 27, 2001 the contractors
have not extended the contract.
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PBS & J Inc., was awarded the Sanitary Sewer Design in 1998. The design was
completed and approved by the State in 1998, and the project was put out of the
competitive bids at that time. In 1999, the Bid was awarded to two contractors
subject to certain conditions. The total awarded bid price was $5,750,000.
At this time, year 2001, the estimated price to complete the proposed construction
is in the range of $6,610,000, an increase of approximately 15% or $860,000 over a
two-year period. This estimate was arrived at by utilizing construction and materials
costs from recent sewer project bid prices, and applying them to this contract.
16. FINANCING PLAN
The Financing Plan is based on the following data and assumptions, which have
been approved by the State of Florida Department of Environmental Protection
(DEP), based on Key Biscayne's loan application for construction financing dated
May 4, 1999. The application was acknowledged by the state May 14, 1999 and
was approved on May 20th. The plan was approved with the adoption of
Ordinance 99-9, November 9, 1999; Amendment Two,
a. LOAN PRINCIPAL
The principal amount of the loan, pursuant to the Loan Agreement between the
Village and DEP as amended November 15, 1999, was $7,941,990.00. The loan was
subsequently cancelled and a prepayment of $332,000 was made in November
2002:
• $76,548 in capitalized interest
• $679,800 in pre -construction costs and expenses already disbursed to the Village
• $13,200 in service fees
b. LOAN TERMS
• The loan is amortized over a 20 -year period with an interest rate of 2.56%,
resulting in semiannual Loan Payments in the amount of $14,067.07 or $28,134.14
annually.
• This results in a total annual loan obligation of $33,760.97 when the maintenance
of a minimum 120% debt coverage requirement is included.
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C. LOAN REPAYMENT
(1) Pledged Sources
The following revenues are required to be pledged to assure repayment of the
loan:
(a) State Revenue Sharing ... Distributions
Assured through annual covenants to budget, as necessary to cure up any
debt service shortfall including maintenance of minimum debt coverage of
120%.
For the purpose of the loan application to DEP, the amount of $125,324.00 has
been used as the most reliably documented amount for this source of revenue.
It should be noted that the entire annual amount of this source of revenues is
used and that the amount pledged is non -cumulative and limited on a non-
cumulative basis only the amount received in any one given year.
(b) Payment into the State Revolving Loan Repayment Account (SRLR) of
$28,134.14 annually by the Village of Key Biscayne from its General Fund
This amount represents the total annual debt service. (before 20% coverage).
The $28,134.14 is to be funded as a General Fund outlay.
Accordingly, the $28,134.14 in revenues will be paid into the SRLR Account
under an annual appropriation from the Village's General Fund. Such payment
is a source of revenue in addition to the State Revenue Funds pledge.
This pledge is reflected in Village Ordinance No 99-9 and Village Resolution 99-
92.
(c) Payment into the SRLR of all proceeds from the collection of Special
Assessments
This amount represents the average assessment payments from the 706 properties
and users connecting to the system.
Collection of theses revenues is secured by:
i. Liens on the real estate with standing comparable to that of the owner's
ad -valorem tax obligation;
193
SANITARY SEWER IMPROVEMENT FUND
FISCAL YEAR 2007
ii . A deposit by the Village into the Loan Repayment Reserve Account in the
amount of $13,127.00, representing about 3% of the loan;
iii . The "Loan Repayment Reserve" from Loan Proceeds, also in the amount of
$13,127.00;
iv. Additional reserves resulting from any surplus to be retained in the SRLR
Account.
v. The pledged Revenue sharing funds assumed at $125,324.00. (For the
purpose of this document this source of revenue is part of the revenue base.
It is also part of the Loan reserves ... to the extent actual disbursement of
these funds out the SRLR does not occur).
Given a debt service requirement of $28,134.14 it is evident that 120%
coverage of this debt service or a minimum of $33,760.97 is clearly achievable.
(2) Reserves
Beyond the sources of funds pledged for loan repayment, the following Reserves,
and other funds in the SRLR available at any given time to cure any potential
shortfall:
(a) Deposit of $13,127 to be paid into the SRLR by the Village, matching the
same amount provided as part of the budget funded with loan
proceeds.
(b) The $13,127.00 to be derived from loan proceeds; and
(c) The State Revenue Sharing funds available in the SRLR, i.e. $125,324.00.
(performing double duty as a source of revenue as well as an element
of loan repayment reserves)
To recap, this represents a total of $560,924.00 or better than a year of debt
service to deal with a worst case, zero revenue situation:
• Village Deposit into SRLR:
• Reserves included in SRLR:
• State Revenue Sharing:
Total Reserves:
194
$13,127.00
13,127.00
125, 324.00
$151,578.00
SANITARY SEWER IMPROVEMENT FUND
FISCAL YEAR 2007
d. SANITARY SEWER PROJECT FINANCIAL REQUIREMENTS
The May 4, 1999 Project Financing Plan approved by the Florida Department of
Environmental Protection, that forms the basis for the State Revolving Fund Loan
Agreement, was revised and contemplates a loan of $437,548 to be repaid over a
20 -year period and a debt service obligation of the Village calculated under said
Loan Agreement of $28,134.14 in semi-annual payments of $14,067.07 beginning
April 15, 2003. The interest rate is 2.56%.
17. 2004 Status
After a January 2004 survey of village residents, the main priority of island residents is
the Sanitary Sewer project. The Village is actively seeking funds for the project. The
Village received news from Washington, D.C., that the Village was awarded $1
million in the Omnibus Bill. The Village has applied with the State of Florida for
monies in the amount of $1.5 million.
18. 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.
19. 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.
195
0 EXISTING MDWASD PUMP STATION
r PROPOSED PUMP STATION
ZONE 1
ZONE 2/3 ='
ZONE 4
pillq POST
BUCKLEY
SCHUH &
JERNIGAN, INC.
VILLAGE OF KEY BISCAYNE
MILESTONES FOR THE VILLAGE
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 Operational
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
197
MILESTONES FOR THE VILLAGE
Grand Bay Project Approved
November 11, 1993
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
198
MILESTONES FOR THE VILLAGE
Lake and Ocean Parks dedicated to the Village
February 20, 1998
Sanitary Sewer Ballot: Yes= 172 No=197
February 24, 1998
Floodplain Management Plan adopted (Resolution 98-18)
April 28, 1998
Mayor Term Referendum: Yes= 286 No=646
June 30, 1998
CRS Paling "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
East Enid Drive Reconstruction Completion
July 20, 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
199
HURRICANE PREPAREDNESS AND RECOVERY PLAN
FISCAL YEAR 2007
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.
200
HURRICANE PREPAREDNESS AND RECOVERY
FISCAL YEAR 2006
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.
1 1. 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.
18. Resolution 2006- adopted April 25, 2006 approved a contract with All Hands Consulting to prepare
the Village Comprehensive Emergency Master Plan.
201
AWARDS AND RECOGNITION
FISCAL YEAR 2007
The Village of Key Biscayne accomplished numerous goals and objectives in 2006. 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
202
* 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
Government Finance Officers Association
(GFOA) of the United States and Canada
Certificate of Achievement for Excellence in
Financial Reporting: 1992-2003
* Fire Rescue Department
1999 Life Safety Achievement Award
Residential Fire Safety Institute
Commission on Fire Accreditation International
Accredited Agency: 1998-2003, 2003-2008
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 South Florida Fire
Service: 1995
VILLAGE OF KEY BISCAYNE
LOCAL ELECTED OFFICIALS
ELECTED COUNTY OFFICIALS
I. Miami -Dade Mayor
The Honorable Carlos Alvarez
Stephen P. Clark Center
111 Northwest First Street, Suite 2910
Miami, Florida 33128
Tel: 375-5071
Fax: 375-3618
www.miamidade.gov
I I . County Commissioner (District Seven)
The Honorable Carlos Gimenez
Downtown Office:
Chip Iglesias
Chief of Staff
Miami -Dade County
Board of County Commissioners - District 7
111 Northwest First Street, Suite 220
Miami, Florida 33128-1963
Tel: (305) 375-5680
Fax: (305) 372-6103
District Office:
6330 Manor Lane
Suite 100
South Miami, Florida 33143
Tel: (305) 669-4003
Fax: (305) 669-4044
E -Mail: district7@miamidade.gov
http://www.miamidade.aov/district07/home,asr
II I . Miami- Dade County School Board (District Six) Team Metro Office
The Honorable Agustin Barrero
1450 N.E. Second Avenue
Suite 202
Miami, FL 33132
Tel: (305) 995-1334
Fax: (305) 995-1572
Suzanne Salichs
Regional Coordinator
Kendall office
Kendall Town & Country
11820 Sherri Lane
Miami, Florida 33183
Tel: (305) 270-4979
HTTP://itd,metro,co,dade,fl,us
ELECTED STATE OFFICIALS
IV. Governor
The Honorable Charlie Crist
Executive Office of the Governor
The Capitol
Tallahassee, Florida 32399-0001
Tel: (904) 488-4441
Fax: (904) 487-0801
MISSION STATEMENT "TO PROVIDE A SAFE, QUALITY COMMUNITY ENVIRONMENT FOR ALL ISLANDERS THROUGH RESPONSIBLE GOVERNMENT
203
VILLAGE OF KEY BISCAYNE
LOCAL ELECTED OFFICIALS
V. Senate (District 35)
The Honorable Gwen Margolis (D)
Aide: Zachary Korbin
Tallahassee Office:
Room 214 Senate Office Building
404 South Monroe Street
Tallahassee, Florida 32399-1100
Tel: (850) 487-5121
Fax: (850) 921-7546
Miami Office:
1005 Kane Concourse, suite 205
Bay Harbor Island, Florida 33154
Tel: (305)993-3632
Fax: (305)993-3635
Email: margolis.gwen.web@flsenate.gov
VI. House of Representatives (District 107)
Tallahasse Office:
1301 The Capitol
402 South Monroe Street
Tallahassee, Florida 32399
Tel: (850) 488-9930
The Honorable Luis R. Garcia (D)
Aide: Matthew Monica
Miami Office:
531 S.W. 12th Avenue
Miami, FL 33130
Tel: (305) 325-2501
ELECTED FEDERAL OFFICIALS
VII. United States Senate
The Honorable Mel Martinez (R)
Washington Address
524 Hart Senate Office Building
Washington D.C. 20510
Tel: (202) 224-3041
Fax: (202) 224-2237
VIII. The Honorable Bill Nelson (D)
Washington Address
517 Hart Senate Office Building
Washington D.C. 20510
Tel: (202) 224-5274
Fax: (202) 224-8022
E -Mail: senator@billnelson.senate.gov
Orlando Address
225 East Robinson Street, Suite 410
Orlando, Florida 32801
Tel: (407) 872-7161
Fax: (407) 872-7165
MISSION STATEMENT "TO PROVIDE A SAFE QUALITY COMMUNITY ENVIRONMENT FOR ALL ISLANDERS THROUGH RESPONSIBLE GOVERNMENT"
204
VILLAGE OF KEY BISCAYNE
LOCAL ELECTED OFFICIALS
IX. United States House of Representatives (District 18)
The Honorable Ileana Ros-Lehtinen (R)
Washington Aide & Address
Arturo A. Estopinan
Chief of Staff
2160 Rayburn House Office Building
Washington D.C. 20515-0918
Tel: (202) 225-3931
Fax: (202) 225-5620
Miami Aide & Address
8660 West Flagler Street, Suite 131
Miami, Florida 33144
Tel: (305 220-3281
Fax: (305)220-3291
MISSION STATEMENT "TO PROVIDE A SAFE QUALITY COMMUNITY ENVIRONMENT FOR ALL ISLANDERS THROUGH RESPONSIBLE GOVERNMENT "
205
FINANCIAL TERMS
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.
206
FINANCIAL TERMS
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.
207
FINANCIAL TERMS
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.
208
FINANCIAL TERMS
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.
Continciency 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.
209
FINANCIAL TERMS
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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FINANCIAL TERMS
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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FINANCIAL TERMS
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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FINANCIAL TERMS
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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FINANCIAL TERMS
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
Manaaement Plan: The strategic planning items that summarizes and articulates the
Goals and Objectives for each department.
Millaae 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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FINANCIAL TERMS
0
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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FINANCIAL TERMS
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 $300,000, and the millage rate used to determine taxes is 3.606, then
assessed taxes would be $1,081,800. The calculation is performed by taking the
taxable value ($300,000) divided by 1,000 and multiplying it by the millage rate
(3.606), the 2000 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.
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FINANCIAL TERMS
S
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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FINANCIAL TERMS
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
Undesianated 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.
218
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