HomeMy Public PortalAboutBudget 2009.pdfVILLAGE OF KEY BISCAYNE
ADOPTED
FISCAL YEAR 2009
BUDGET
ANNUAL OPERATING
AND
CAPITAL BUDGET
MISS ION STATE MENT "TO PROVID E A SAFE. Q U ALITY COMM UN ITY ENVIRONMENT FOR ALL I SLANDERS THRO UGH RE SPONSIBLE GOV ERNMENT."
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
2009 programs, services and financial information. The Fiscal Year 2009 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 2009 budget is
intended to serve four purposes.
THE BUDGET AS A POLICY
DOCUMENT
THE BUDGET AS AN
OPERATIONS GUIDE
THE BUDGET AS A
FI NANCIAL PLAN
THE BUDGET AS A
COMMUNICATIONS
DEVICE
As a policy document, the Budget indicates what services the Village will
provide during the twelve month period beginning October 1, 2008 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 2008. 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, 2008 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 ;
Fiscal 2009
Village Government~~ 1
~ ............,..................... 3
4
5
Authorized Full Time Positions~ 6
About the Key ..... 7
Annual Budget Procedures. 10
Fund Structure~ . . ............................ 11
2009 Schedule.~ 13
14
21
24
26
30
34
35
37
42
................................. 44
-~¥""¥."" Fund Revenues",",,,,,",,,,,
Revenue DetaiL ............... . 48
Revenue Projection ................... 50
58
General Fund Budget 59
VILLAGE
66
81
TAB F CONTENTS
VILLAGE
Debt Service............ ................... . .........................................
Building, & Planning. ................... ........................................ 90
Fire Rescue........................... ...... ..................................................... 1
Police...... ..... ........... ......................... 118
Public Works........... . ... .................... ..................................... .. 139
Recreation........... .... ....................... . ....................... ......................... 149
CAPITAL IMPROVEMENT fUND
Capital Improvement Fund .. 161
Village Civic Center....... 164
STORMWATER UTILITY fUND
Stormwater Utility Fund.. . .. .. 174
Stormwater Fund Exhibits ............. 179
SOUD WASTE fUND
Solid Waste Fund .... ............. 181
SANITARY SEWER fUND
Sanitary Sewer Fund .... 184
Sanitary Sewer ""C1'OrY\ 191
APPENDIX
Important Dates for the Village. 192
Hurricane Preparedness &
Recovery..... . .. ....... ..................... .. 195
Accomplishments & Awards.......................................... ....................... 197
Officials................. ,.......... ................ ........... 198
GLOSSARY
.................................................................................. 201
MAP
Back Cover
.. Back Cover
VILLAGE OF KEY BISCAYNE, FLORIDA FISCAL YEAR 2009
1
Village Council
Robert Vernon, Mayor (Term Expires 11/09/2010)
Michael Davey, Vice Mayor (Term Expires 11/09/2010)
Enrique Garcia (Term Expires 11/13/2012)
Robert Gusman (Term Expires 11/13/2012)
Michael Kelly (Term Expires 11/13/2012)
Jorge Mendia (Term Expires 11/09/2010)
Thomas Thornton (Term Expires 11/09/2010)
Administrative Officials
Genaro “Chip” Iglesias
Village Manager
Conchita H. Alvarez, CMC
Village Clerk
Weiss Serota Helfman Pastoriza Cole & Boniske, P.A.
Village Attorney
MISSION STATEMENT: “TO PROVIDE A SAFE, QUALITY COMMUNITY ENVIRONMENT FOR ALL ISLANDERS THROUGH RESPONSIBLE GOVERNMENT.”
Council-Manager Form of Government Incorporated on June 18, 1991
VILLAGE OF KEY BISCAYNE, FLORIDA FISCAL YEAR 2009
2
The Administrative Team
Jud Kurlancheek, AICP Director
Eugenio Santiago, Building Official
Building, Zoning and Planning Department
John C. Gilbert, Director
Eric Lang, Deputy Fire Chief
Fire Rescue Department
Charles Press, Police Chief
Jose Monteagudo, Deputy Chief
Police Department
Randolph G. White, Director
Finance Department
Armando A. Nuñez, Director
Public Works Department
Todd A. Hofferberth, Director
Recreation Department
Village Council Appointments
Special Masters
Mortimer Fried
Jennifer Leal
Dennis M. O’Hara
Rosemary Sala
Government Relations
Gomez Barker Associates
Dutko Worldwide
Fire/Police Retirement Board of Trustees (Two Year Terms)
Michael Haring, Chair Sherry Reed
Joe Monteagudo Servando Parapar, Secretary
Robert Maggs
MISSION STATEMENT: “TO PROVIDE A SAFE, QUALITY COMMUNITY ENVIRONMENT FOR ALL ISLANDERS THROUGH RESPONSIBLE GOVERNMENT.”
INDEPENDENT CONSULTANTS FISCAL YEAR 2009
3
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
Village Horticulturist
Ron Oprazedek & Associates
200 Crandon Boulevard, Suite 200
Key Biscayne, FL 33149
Traffic Engineers
Glatting, Jackson, Kercher, Anglin, Lopez
& Rinehart
33 East Pine Street
Orlando, Florida 32801
Tipton Associates Incorporated
760 Maguire Boulevard
Orlando, Florida 32803
General Architectural
OBM Miami, Inc.
2600 Douglas Road, Suite 510
Coral Gables, Florida 33134
Robert Currie Partnership
134 N.E. 1st Avenue
Delray Beach, Florida 33444
Spillis Candela and Partners
800 Douglas Entrance
Coral Gables, Florida 33134
Engineering Services
Coastal Systems International, Inc.
464 South Dixie Highway
Coral Gables, Florida 33146
Corzo Castella Carballo Thompson
Salman, P.A.
901 Ponce de Leon Boulevard, Suite 900
Coral Gables, Florida 33134
Edward E. Clark Engineers-Scientists, Inc.
7270 N.W. 12th Street, Suite 740
Miami, Florida 33126
Post Buckley Schuh & Jernigan, Inc.
2001 N.W. 107th Avenue
Miami, Florida 33172
Tetratech
4601 Ponce de Leon Boulevard, Suite 220
Coral Gables, Florida 33146
Communications
Island Style Consulting & Design
290 West Mashta Drive
Key Biscayne, FL 33149
Financial Advisor
Estrada Hinojosa & company, Inc.
201 South Biscayne Boulevard, Suite 2826
Miami, FL 33131
4
VILLAGE OF KEY BISCAYNE, FLORIDA
VILLAGE MISSION STATEMENT:
“TO PROVIDE A SAFE,
QUALITY COMMUNITY ENVIRONMENT FOR ALL
ISLANDERS THROUGH RESPONSIBLE
GOVERNMENT.”
Community Character: Key Biscayne should be a residential community.
Development policies should protect residential character. Future residential
development should be at the lowest densities consistent with protection of
reasonable property rights. Hotels should be permitted in order to provide
ocean access opportunities and respect an established land use pattern;
however, they should be modest in size as not to overpower the community’s
residential character. Other commercial development should be sized to
meet the needs of residents and hotel guests. Office development should be
limited to the minimum amount practical in light of existing development
patterns.
VILLAGE OF KEY BISCAYNE
ORGANIZATIONAL CHART
5
The Village Manager, who reports directly to the Village Council, manages the Village
of Key Biscayne’s day-to-day operations. The Village Manager appoints the Five
Department Heads.
VOTER S
OF
KEY BISCAYNE
VOTERS
O F
KEY BISCAYN E
Village
Council
(7)
Village
Council
(7)
Local Planning
Ag enc y
Local Planning
Agenc y
Village Clerk
(1.5)
Village Cler k
(1.5)S pecial Master
(2)
Special Master
(2)Village Manager
(2)
Village Manager
(2)Village AttorneyVillage Attorney Police/Fire
Retiremen t
Board (5)
Police/Fire
Retirement
Board (5)
Assistant to
the Manager
(1)
Assistant to
the Manager
(1)
Department of
Building,
Zoning and
Planning (16)
Department o f
Building,
Zoning an d
Planning (16)
Department of
Recreation (4)
Department of
Recreation (4)
Department of
Emergency
Services (73)
Department of
Emergency
Services (73)
Department o f
Public
Works (2.5)
Department of
Public
Works (2.5)
Department of
Finance an d
A dministrative
Services (1.5)
Department of
Finance and
Administrative
Services (1.5)
Buildin gBuilding
ZoningZoning
PlanningPlanning
Code AssistanceCode Assistance
Fire RescueFire Rescue
PolicePolice
Special EventsSpecial Events
Sports and
A thletics
Sports and
Athletics
Programs
and Tours
Programs
and Tour s
Village EngineerVillage Engineer
Contract
Supervisor
Contract
Supervisor
Stormwater
Managemen t
Stormwater
Management
Refuse
Collection
and Recycling
Refuse
Collection
and Recyclin g
MaintenanceMaintenance
Finance/
A ccounting
Finance /
Accountin g
Personnel/
Benefits
Personnel/
Benefits
Risk
Management
Risk
Management
VOTER S
OF
KEY BISCAYNE
VOTERS
O F
KEY BISCAYN E
Village
Council
(7)
Village
Council Local Planning
Ag enc y
Local Planning
Agenc y
Village Clerk
(1.5)
Village Cler k
S pecial Master
(2)
Special Master
Village Manager
(2)
Village Manager
Village AttorneyVillage Attorney Police/Fire
Retiremen t
Board (5)
Police/Fire
Retirement
Boar d
Assistant to
the Manager
(1)
Executive
Assistant to
Village Manager
t
Department of
Building,
Zoning and
Planning (16)
Department o f
Building,
Zoning an d
Planning
Department of
Recreation (4)
Department of
Recreatio n
Department of
Emergency
Services (73)
Department of
Public Safety
Department o f
Public
Works (2.5)
Department of
Public Works
Department of
Finance an d
A dministrative
Services (1.5)
Department of
Finance and
Administrative
Services
Buildin gBuilding
ZoningZoning
PlanningPlanning
Code AssistanceCode Assistance
Fire RescueFire Rescue
PolicePolice
Special EventsSpecial Events
Sports and
A thletics
Sports and
Athletics
Programs
and Tours
Programs
and Tour s
Village EngineerVillage Engineer
Contract
Supervisor
Contract
Supervisor
Stormwater
Managemen t
Stormwater
Management
Refuse
Collection
and Recycling
Refuse
Collection
and Recyclin g
MaintenanceMaintenance
Finance/
A ccounting
Finance /
Accountin g
Personnel/
Benefits
Human
Resources
Risk
Management
Risk
Management
Senior
Services
AUTHORIZED POSITIONS FISCAL YEARS 2002-2009
6
The Chart below shows the distribution of authorized General Fund full and part-time
positions, by departments, for the twelve month period for the years 2003 through 2009.
The number of full and part-time employees for Fiscal Year 2009 has increased with the
addition of a Customer Service Representative, Building Property Manager and Special
Projects Coordinator.
SUMMARY
Department
2003
2004
2005
2006
2007
2008
2009
Office of the Village Manager
2.5
3.5
4.0
3.0
3.0
3.0
5.25
Finance and Administrative
Services
1
1
1
1
1
1
1
Office of the Village Clerk
2
2
2
2
2
2
2
Building, Zoning and Planning
12.5
12.5
13.0
13.0 14.0 14.0 14.0
Police Department
40
43.5
43.5
43.5 43.5 43.5 43.5
Public Works Department
5
5
5
5 5 5 5.25
Fire Rescue Department
34
35
39
39 39 39 39
Recreation Department
4
4
25
25 25 25 25.5
Total Authorized Positions
101
104.5
132.5
131.5 132.5 132.5 135.5
FY 2009 Staffing
Clerk
1%BZP
10%Finance
1%
Police
32%
Pub. Works
4%
Manager
4%
Recreation
19%
Fire
29%
7
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 members and 1 Mayor
Elected at large through non-partisan elections. Mayor is elected to
a two year term and Council elected to a four year term.
Date of Incorporation
June 18, 1991
Population
(Estimate provided by the University of Florida)
1995 8,892 1999 9,689
1997 8,937 2000 10,532 Census
1998 9,471 2007 11,433
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
1
Economics
Average Age
40.1 years
Average Household Income
$92,604
Area Historic Sites (5)
Florida Lighthouse, Calusa Park, Bear Cut, Key Biscayne
Archeological Zones, and 1855 U.S. Coast Guard Monument
Marker
8
ABOUT KEY BISCAYNE
Public Education
Attendance Centers
1
Number of Students
1,035
Number of Teachers
75
Utilities
Electricity
Florida Power & Light
Telephone
BellSouth Telephone Company
Miami-Dade Water & Sewer Department
1,725
Average Daily Consumption
2,500,000
Sewers
807
Refuse Collection & Recycling Services
Participants
Single Family Homes
Customers
1,300 @ $420 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
Adelphia Cable Communications
5,600 customers
Local Cable Channel
Channel 77
World Wide Web Site
http://www.keybiscayne.fl.gov
13
BUDGET CALENDAR FISCAL YEAR 2009
The Village fiscal year begins October 1 and ends September 30 of the following year.
Preparation of the budget begins in February of each year. The Council adopted millage
rate in July for use on the Notice of Proposed Taxes to be mailed to all property owners on
August 28, 2008. 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 2009 budget.
ACTION
1. Staff meeting to begin
preparation of 2009
Annual Budget
2. Departmental Review
3. Certification of Taxable
Values by Miami-Dade
County Property
Appraiser is finalized.
4. Proposed FY 2009
Budget presented by
Village Manager to
Village Council.
5. Proposed millage rate
adopted for 2009 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
2009 Budget.
10. Start of new Fiscal Year
DATE
January 21, 2008
February through June,
2008
July 1, 2008
June 17, 2008
July 8, 2008
August 22, 2008
September 9, 2008
September 23, 2008
October 1, 2008
9
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
ANNUAL BUDGET PROCEDURES FISCAL YEAR 2009
10
In accordance with the Village of Key Biscayne Charter, Article III, (Section 3.03, Powers and Duties
of the Village Manager [Subsection 5]), the Village Manager must prepare and submit to the
Council a proposed budget and capital program.
Each annual budget adopted by the Council shall be a balanced budget
in accordance with the Village of Key Biscayne Charter, Article IV, (Section
4.05a).
The Council shall by ordinance adopt the annual budget on or before the
last day of September of each year. If it fails to adopt the annual budget
by this date, the Council may by resolution direct that the amount
appropriated for current operations for the then ending fiscal year be
deemed appropriate for the ensuing fiscal year for a period of fifteen (15)
days and may be renewed by resolution each fifteen (15) days, with all items in it prorated
accordingly, until such time as the Council adopts an annual budget for the ensuing fiscal year. An
ordinance adopting an annual budget shall constitute appropriations of the amounts specified
therein. (Section 4.05b)
The budget shall be specific as to the nature of each category of
appropriations therein. Further changes such as transferring of available
funds within a specific department, may be authorized by the Village
Manager. Reasonable appropriations may be made for contingencies,
but not within defined spending categories. (Section 4.05c)
The annual budget is adopted by ordinance and may only be amended
by ordinance. Contingency funds may only be transferred by the budget
amendment process. (Section 4.07 a-b)
The General or Operating Fund, Budget of the Village of Key Biscayne is
prepared on a modified accrual basis. Briefly, this means that obligations of
the Village, such as outstanding purchase orders, are considered as
encumbrances and are budgeted as expenses. Revenues are recognized
only when they are actually received. The Village follows guidelines established by the Florida
Department of Banking and Finance, the Government Finance Officers Association in association
with the American Institute of Certified Public Accountants, the Charter of the Village of Key
Biscayne and the Auditor General of the State of Florida.
The Comprehensive Annual Financial Report (CAFR) shows the status of the Village's finances on the
basis of "Generally Accepted Accounting Principles" (GAAP). In most cases this conforms to the
method by which the Village prepares its budget. The Comprehensive Annual Financial Report
shows fund expenditures and revenues on both a (GAAP) basis and budget basis for comparison
purposes. Except that (GAAP) does not take encumbrances into account until they become
payable.
Solid Waste Fund, Stormwater Utility Fund and Sanitary Sewer Fund are
budgeted on a full accrual basis. Not only are expenditures recognized
when a commitment is made, but revenues are also recognized when
they are obligated to the Village.
BALANCED
BUDGET
BUDGET
ADOPTION
SPECIFIC
APPROPRIATION
BUDGET
AMENDMENTS
BUDGET BASIS
ENTERPRISE FUNDS
VILLAGE OF KEY BISCAYNE
11
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 2009, 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.
VILLAGE OF KEY BISCAYNE
12
FLOW OF FUNDS STRUCTURE
Sources of Funds:
Uses of Funds:
Ad-valorem Taxes
Franchise Fees
Utility Fees
Licenses & Permits
State Shared Revenues
Charges for Services
Interest
Grants & Donations
Prior Year Fund Balance
Fees & Charges
Interest
Prior Year Fund Balance
Interfund Transfers
Interest
Prior Year Fund Balance
GENERAL
FUND
General Fund
ENTERPRISE
FUNDS
Stormwater Utility Fund
Solid Waste Fund
Sanitary Sewer Fund
CAPITAL
PROJECT FUNDS
Capital Improvement
Fund
Civic Center Fund
Loan Proceeds
General Government
Operations
Environmental Facilities
Capital Facilities and
Improvements
Permanent Community
Facilities
BUDGET IN BRIEF
FISCAL YEAR 2009
14
To: Honorable Mayor and Members of the Village Council
From: Genaro “Chip” Iglesias, Village Manager
Subject: Adopted Fiscal Year 2009 General Fund Budget in Brief
Date: December 15, 2008
At this time, I am pleased to present the Adopted Fiscal Year 2009 General Fund
Budget in Brief for the Village of Key Biscayne. This represents a brief overview of
the adopted total operating budget of $27,723,139 an increase of $577,173 or
2.13% over Fiscal Year 2008. 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 2009 is $6.435 billion, representing a decrease from last year of 1.22%.
Adopted Millage
The Village of Key Biscayne continues to hold the distinction of having the lowest
millage rate of any municipality in Miami-Dade County. While, other cities are
considering possible increases to their millage rates, the Village has maintained the
millage at 3.20, including fire and rescue service.
REVIEW OF REVENUES
General fund revenues are expected to total $27,723,139 which represents a 577,173 or
2.13% increase over the previous year’s budget of $27,145,966. Ad Valorem taxes account
for almost 70.56% of the revenues.
BUDGET IN BRIEF
FISCAL YEAR 2009
15
Below is a breakdown of the General Fund Revenues.
General Fund Revenues
Adopted
FY 2008
Adopted
FY 2009
Difference
Percent
Changed
Ad-valorem
$19,802,903
$19,561,571
<$214,322>
-9.01%
Franchise Fees
860,000
1,065,000
205,000
23.83%
Utility Taxes
2,365,095
2,584,530
219,435
-9.28%
Licenses & Permits
1,075,000
1,075,000
0
0%
State Shared Revenues
999,000
937,638
<61,362>
-6.14%
Charges for Services
1,647,968
2,193,400
545,432
33.09%
Interest
388,500
298,500
90,000
-23.17%
Grants & Donations
7,500
7,500
0
0%
Total Revenues
$27,145,966
$27,723,139
$577,173
2.13%
REVIEW OF EXPENDITURES
Total fund expenditures for the 2009 fiscal year are estimated at $24,486,985 an increase of
$1,876,003or 8.3% over the 2008 budget. The majority of the increase is associated with
personnel services category, debt service payments have increased because of
additional borrowing, maintenance costs for the Civic Center. Below is a breakdown of
the Adopted FY 2009 General Fund Expenditures as compared to the FY 2008 Budget.
General Fund
Expenditures
Adopted
FY 2008
Adopted
FY 2009
Difference
+
Percent
Changed
Village Council
$468,963
$474,688
$5,725
1.22%
Administration
938,822
1,079,552
140,730
14.99%
Village Clerk
451,276
452,824
1,548
.34%
Village Attorney
Debt Service
383,000
3,179,902
483,000
3,335,456
100.000
155,554
26.11%
4.89%
Building, Zoning & Planning
1,640,645
1,687,548
46,903
2.85%
Police
5,104,248
5,368,707
264,459
5.18%
Fire Rescue
5,568,523
6,160,922
592,399
10.64%
Public Works
1,921,489
1,977,948
56,459
5.53%
Recreation
2,956,003
3,466,299
510,296
17.26%
Total Expenditures
$22,610,982
$24,486,985
$1,876,003 8.30%
BUDGET IN BRIEF
FISCAL YEAR 2009
16
DEPARTMENTAL HIGHLIGHTS
Building Zoning & Planning: Fiscal Year 2009 will represent the eighth consecutive
year that the Building Division’s revenue will be approximately the same as expenses.
This is due to the high level of building permits being issued for the rehabilitation
and/or additions and construction of new single family homes and condominium unit
renovations.
The planning Division provides staff to the Art in Public Places Board, the Crandon
Boulevard Master Plan Implementation Committee, the Crandon Boulevard Zoning
and Development Committee, and the Noise Committee.
Police Department: The Fiscal Year budget for 2009 reflects an increase of
$264,459 or 5.18% over FY 2008. Fiscal Year 2009 has brought about several
changes within the Key Biscayne Police Department. The goal of the departments
Community Policing philosophy is being reinforced and reintroduced throughout
the organization. The department will continue to teach its Citizens Police
Academy, keeping with tradition from the previous administration. It will continue
to provide programs such as the Bicycle Safety Rodeos, School Crisis Emergency
Planning and Coordination, and Halloween Safety Program. We will continue to
provide quality training programs for the officers to ensure that they have the most
up to date information possible and to prepare them for advancement. In
addition, we will continue to maintain policies and procedures necessary to
maintain the CALEA accreditation.
Fire Rescue Department: The Fiscal Year 2009 budget for the Department reflects
an increase of $592,399or 10.64% over FY 2008. This increase is primarily attributed
to increases in personnel expenses. Federal and State grants will be utilized by the
Department to update training and equipment for its responsibility as first
responders to incidents other than fire and/or medical emergencies. The
department will continue to offer the Community Emergency Response Team
(CERT) program. The Department will continue to enhance the quality of life for its
residents by continuing to offer Citizen CPR, First Aid and Accident Prevention
Classes.
Public Works Department: Fiscal year 2009 brings new challenges to the Public
Works Department with the implementation Crandon Boulevard Master Plan and
the construction of the sanitary sewers. The Fiscal Year 2009 budget has an
increase of $56,459 due personnel expenses and added contractual services. The
Public Works Department will continue to meet the needs and requests of residents
concerning landscaping, Village public right of way, storm water maintenance,
refuse collection, sidewalks, beach maintenance and street cleaning. The Public
Works Department along with the Village Manager’s office will work closely with
BUDGET IN BRIEF
FISCAL YEAR 2009
17
C3TS 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, Comcast and Bell South.
Recreation Department: With the addition of the Community Center, the
Recreation Department will go above and beyond in providing islanders quality
recreational programs. In 2009, an Athletic Department was organized to take
over the athletic programs formerly administered by the Key Biscayne Athletic
Club. The department provides a wide variety of services, classes, special events,
and activities to the residents of Key Biscayne. The Community Center offers
residents an Olympic sized pool, gymnasium, wellness center, aerobic room, teen/
youth room, toddler room, play station, computer lab, arts and craft room, adult
room and a multipurpose room. Through improvements to the actual building,
more diverse programs are planned. The department will continue to successfully
identify alternative sources of funding such as grants, sponsorships, and donations.
Office of the Village Manager: Special emphasis on the need to communicate
and disseminate accurate and timely information to our residents. The Manager
will continue to work with staff on utilizing all available resources at our disposal to
inform the public. The gavel-to-gavel broadcast of Village Council meetings will
be improved with the update of video equipment. The office will continue to work
on the Village website in order to provide more valuable information.
The Village Manager’s Office will continue to work closely with county, state and
federal officials in locating funds for the Village Sanitary Sewer Project. The Village
will receive $5.1 million from the County General Obligation Bond Program and $1
million from the federal government for the sewer project. The Village received $8
million from Miami Dade Water and Sewer Department for the installation of the
purple pipes.
2009 BUDGET MESSAGE 2008 HIGHLIGHTS
18
The following is a breakdown of activities and/or projects this government has
undertaken during the 2008 Fiscal Year. It continued projects and contracts for
municipal services begun in previous years and initiated new community
improvements and programs.
1. 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 24, 2008.
2. Sanitary Sewer Project
June 27, 2006 Council meeting, the Village Council approved Ordinance
2006-6 authorizing construction of the sanitary sewer and water line
improvement project. The scope of work according to the Village includes:
Installation of the sanitary sewer system (sewer laterals, gravity sewers,
manholes, pump station construction (Zone 2/3) and upgrades (Zone 1) and
other components) in Zones 1, 2/3 and 4. Replacement of the old asbestos
cement water pipes within the sanitary sewer improvement area, and
restoration of pavement, landscaping and other areas affected by the
installation. Completion of Zones 1 and 4 is estimated for December. On
April 30, 2008, the Village Council approved the contract with Trans Florida
Development Corp. for the construction of Zone 2/3 which is estimated to be
completed December of 2009. On May 13th, the Village Council approved
the agreement with Conquest Engineering for the construction of the
reclaimed water distribution system.
4. Village Website
In an age of technology, it is necessary to provide Village residents with the
most up to date information possible. The Village continued working closely
with Henny Groschel Becker in the update of the village website. Ms.
Groschel-Becker is constantly updating the website to provide our residents
with current information.
5. National Flood Insurance Community Rating System
The Village of Key Biscayne has now been officially notified by the Federal
Emergency Management Agency, (FEMA) that it has been “...verified as a
Class 7 community in the National Flood Insurance Community Rating
System...” This means that flood insurance policies issued or renewed “will
receive a 15 percent premium discount.” The staff is looking to lower the
FISCAL YEAR 2008 HIGHLIGHTS
2009 BUDGET MESSAGE 2008 HIGHLIGHTS
19
rating to a Class Six 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 and Phase 3 was completed in Fiscal Year 2008. A ribbon-
cutting ceremony was held on April 10, 2008 to celebrate the completion of
the project.
7. Harbor Drive Improvements
Improvements along the north side of Harbor Drive from Fernwood Road to
Woodcrest Road began in the summer. The scope of work included wider
sidewalks and on-street parking along the St. Agnes Catholic Church and
ball fields’ frontage.
8. Art In Public Places
In FY08, the Board approved a suggestion that artwork be incorporated in
the Phase 3 Crandon Boulevard Project. Upon a recommendation from the
Board, the Village Council entered into an Agreement with Jose Bedia to
design artwork in five (5) of the plazas that are being constructed as part of
the Phase 3 Crandon Boulevard Project. The five (5) plazas were completed
in September 2008. The contract also included five (5) drawings depicting
the installed artwork. These drawings are now displayed in the Community
Center.
9. Fire Department Re-Accreditation
On August 14th, 2008, the Commission on Fire Accreditation International
unanimously approved the second Re-Accreditation of the Department for
2008-2013. On that date, the Department was one of only four Fire
Departments internationally with such a distinction.
2009 BUDGET MESSAGE 2008 HIGHLIGHTS
20
10. Charter High School
On May 13, 2008, the Village Council authorized the contract with Fielding
Nair International LLC, to prepare a feasibility study for a municipal charter
high school. The consultant will develop several best practice models for a
Municipal Charter High School. Specifically, the viability of a Small Learning
Community Model with Approximately 400 students. The consultant will
conduct four workshops and prepare a report to council for early January
2009.
11. Beach Renourishment
2009 BUDGET MESSAGE 2009 FORECAST
21
The following is a breakdown of upcoming activities or projects the Village
Government will undertake during Fiscal Year 2008. This Budget continues projects
and contracts for municipal services begun in previous years and initiates new
community improvements and programs.
1. 2009 Budget
The adopted 2009 Annual Budget for all funds was $ 32,921,895 and is broken
down into the following funds: General Fund is $27,723,139; Solid Waste Fund
is $639,055; Stormwater Improvement Fund is $510,000; Capital Improvement
Fund is $3,311,194. The mill rate is 3.20 mills.
2. Sanitary Sewer Project
June 27, 2006 Council meeting, the Village Council approved Ordinance
2006-6 authorizing construction of the sanitary sewer and water line
improvement project. The scope of work according to the Village includes:
Installation of the sanitary sewer system (sewer laterals, gravity sewers,
manholes, pump station construction (Zone 2/3) and upgrades (Zone 1) and
other components) in Zones 1, 2/3 and 4. Replacement of the old asbestos
cement water pipes within the sanitary sewer improvement area, and
restoration of pavement, landscaping and other areas affected by the
installation. The Village awarded the construction of Zone 1 and zone 4 to
Metro Equipment Services, Inc. Construction in these zones began in
October of 2007. On April 30, 2008, the Village Council approved the
contract with Trans Florida Development Corp. for the construction of Zone
2/3 which is estimated to be completed December of 2009. On May 13th,
the Village Council approved the agreement with Conquest Engineering for
the construction of the reclaimed water distribution system.
3. Purple Pipes
The Miami-Dade County Water and Sewer Department (WASD) and the
Village of Key Biscayne will be partners in the first alternative water supply
project in Miami-Dade County. "Purple pipes" to provide reclaimed water for
irrigation in public areas will be installed in conjunction with new sanitary
sewers and replacement mains for potable water. Treated wastewater will
be transported in a new water main to Key Biscayne once the proposed
reuse plant at the Central District Treatment Plant on Virginia Key is in service.
2009 FORECAST
2009 BUDGET MESSAGE 2009 FORECAST
22
The Links at Crandon Park public golf course at the north end of the island
also will be irrigated with reclaimed water.
4. Capital Improvement Plan:
Historically, the Village Council adopted a 1 Year Capital Improvement Plan
through a process that was called “Goals and Objectives”. In order to provide
for a more comprehensive approach towards planning and financing capital
projects, the Council directed staff to prepare a 5 Year Capital Improvement
Plan. On May 13th, the Village hired the firm of Keith and Schnars to prepare
the Capital Improvement Plan. FY09 will be the first year that will include this
information. The 5 Year Capital Improvement Plan will increase our ability to
manage revenues and expenses on a project by project basis. It is our goal to
complete the CIP in early FY09.
5. Recreation and Open Space Charrette
This Charrette is designed to address the recreation and open space needs
Village-wide and to recommend a use and general site plan for property at
530 Crandon Boulevard. On May 13th, the Village hired IBI Group to conduct
the Recreation and Open Space charrette. The workshops and Charrette will
take place in late January 2009.
6. Municipal Charter High School.
The Building and Zoning Department is assisting Mr. Prakash Nair, a consultant in
the preparation of a feasibility study regarding the establishment of a municipal
high school within the Village. The Village hired Fielding Nair International LLC,
on May 13th. Fielding Nair conducted workshops in October and November to
gain public input on the possibility of a Charter School on Key Biscayne. Mr.
Nair will present his report to Council in January of 2009.
7. Zoning Ordinance Review Committee
This Committee was created by the Council January 2007. The Council
directed the Committee to review the Zoning and Land Development
Regulations and if necessary recommend changes. The Committee will submit
its recommendations to the Village Council in early 2009. Should the Council
decide to move forward with their recommendations, it is our goal to provide
the necessary administrative services.
8. Calusa Park Redesign At the direction of Council, Staff has developed a site
plan that assembles the open space into one large playing field and relocating
2009 BUDGET MESSAGE 2009 FORECAST
23
the existing uses in a more efficient manner within the Park. The Village Council
approved the design and directed the Administration to proceed with
obtaining approval through the Miami-Dade County Commission and the
Crandon Park Master Plan Amendment Committee. Staff will assist in this effort.
9. 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.
10. Public Information Campaign
The Village is currently working on preparing a tri-annual community
newsletter that will be mailed out to all residents in February, May and
October. This newsletter will update residents on Village business. The Village
is working with Atlantic Radio to install a 10 Watt TIS Tower and Radio Station.
The Radio Station will commence in late January 2009. The Radio Station will
provide residents and visitors information of the Village.
2009 BUDGET MESSAGE
24
This Chart projects the available borrowing capacity for the next five years. The current outstanding
debt is $39,839,010, which includes the Civic Center, Sanitary Sewer, and all phases of the Crandon
Blvd. Project.
The Village will be in compliance with the 1% of assessed value borrowing limit for all years. Available
borrowing as of October 1, 2008 will be $24.5 million.
General Fund Borrowing
FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 FY 2013
Assessed value $6,514,112,802 $6,434,727,418 $6,434,727,418 $6,434,727,418 $6,434,727,418 $6,434,727,418
Revenues $27,145,966 $27,723,139 $29,576,805 $31,055,645 $32,608,427 $32,608,427
Expenditures $19,431,080 $19,913,097 $20,908,752 $21,954,189 $23,051,899 $23,051,899
Available for Debt
Service
and capital Outlay $7,714,886 $8,255,288 $8,668,053 $9,101,456 $9,556,528 $9,556,528
Capital Outlay $4,534,984 $5,554,845
$5,967,610 $6,401,013 $6,856,085 $6,856,085
Available for debt
Service $ 3,179,902 $2,700,443 $2,700,443 $2,700,443 $2,700,443 $2,700,443
Total Borrowing
Capacity
6% for 20 Years $65,141,128 $63,857,390 $68,008,120 $72,428,648 $77,136,510 $77,136,510
1% Assessed value FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 FY 2013
Assessed Value $6,514,112,802 $6,434,727,418 $6,434,727,418 $6,434,727,418 $6,434,727,418 $6,434,727,418
Limit $65,141,128 $64,347,274 $64,347,274 $64,347,274 $64,347,274 $64,347,274
Current debt outstanding $34,120,655 $39,839,010 $37,584,796 $35,247,578 $32,915,548 $30,932,860
Anticipated debt $34,120,655 $39,839,010 $37,584,796 $35,247,578 $32,915,548 $30,932,860
Additional Debt
capacity $31,020,473 $24,508,264 $26,762,478 $29,099,696 $31,431,726 $33,414,414
15% of general Fund Exp.
General Fund
expenditures $22,610,982 $26,827,034 $28,168,385 $29,576,805 $31,055,645 $32,608,427
Limit $3,391,647 $4,024,055 $4,225,258 $4,436,521 $4,658,347 $4,891,264
Current debt Service $3,179,902 $ 3,179,902 $ 3,179,902 $ 3,179,902 $ 3,179,902 $ 3,179,902
Status UNDER UNDER UNDER UNDER UNDER UNDER
GENERAL FUND BORROWING
DEBT LIMITS
2009 BUDGET MESSAGE
25
PROJECTIONS
Fiscal Year Assessed Value Difference Increase
2010 $6,434,727,418 $0 0%
2011 $6,434,727,418 $0 0%
2012 $6,434,727,418 $0 0%
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 $1,625,593 12.88%
1992 $1,574,025,124 $1,494,557 10.49%
1993 $1,617,141,088 $431,160 2.74%
1994 $1,560,057,130 ($570,840) -3.53%
1995 $1,741,921,584 $1,818,645 11.66%
1996 $1,767,457,006 $255,354 1.47%
1997 $1,861,243,132 $937,861 5.31%
1998 $2,003,049,232 $1,418,061 7.62%
1999 $2,028,174,208 $251,250 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 10.64%
2007 $5,630,046,023 $13,423,711 31.31%
2008 $6,514,112,802 $8,840,668 15.70
2009 $6,434,727,418 ($793,854) -1.22%
TOTAL ASSESSED PROPERTY VALUES
GOALS AND OBJECTIVES
Fiscal Year 2009
26
2009 Village of Key Biscayne
Village Council Goals and Objectives
Introduction:
Since incorporation of the Village, the Council of the Village of Key Biscayne has
adopted Goals and Objectives. These Goals and Objectives are one of the primary
factors utilized for the development of the Annual Operating Budget and the Five (5)
Year Capital Improvement Program (CIP). The CIP is updated annually.
The Village Council created a Vision Plan that 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.
2020 VISION PLAN --CAPITAL IMPROVEMENTS PLAN [as modified by the 2020 Vision PlanlEAR Committee on 1/16106]
Evaluation Score Categories: Group 1 .. 37 to 30 pts, Group 2 .. 29 to 25 pts, and Group 3 .. 24 to 1 pts.
Priority Group Time Assignments: Group 1 ..1 to 5 yrs,Group 2"6 to 10 yrs,and Group 3 ..11 to 15 yrs,
GROUP 1 PROJECTS
Proj.ID PrOject Category Project Description Low Cost High cost SUbComm. SubComm. SubComm. Total Comm. Total Comm.
Score (37
High)
Group by
Score
Group
Assignment
(based on 1ff1
meetIn"l
Group
Asslllnrnent
(based on1ff6
meetiMI
FlnBlGroup
=nment( on 2/15
meeting)
10 560 Crandon Blvd. Village
property
Uses to be detarmined through separate programming/planning
process. (Estimates reIIect potential impl'Oll8ments ranging from
sod to a two-slory slnJcture and landscaped open spaces).
$20,OOC $9,000,00(
under
oonside..ation
under
consideration 1 1
51 Stormwater DrainaGe 100 Block of Buttonwood Dr. 5200 00 $200,00 34.8 1 3 1 1
52 Stormwater Dralnaqe Woodcrest Ln. fltlm Heather Dr. to W. Mel"""" Sl 5200,00 $20000 34.8 1 3 1 1
53 Stormwater Dralnaae Glenridoe Rd. from Heather Dr. toW. Mclntvn> 51 5200-;00 $200,00 34.8 1 3 1 1
14 BayAcces~ Matheson Dr. View Corridorto Bay: 20ft viewcorriclorfrom W.
Matheson Dr. to Bev
5 $0 33.8 1 2 1 1
BAliS Communllv
ParblPlaying FIeld.
Option 1: Presbyterian Church (not a purchase... joint use
agreement): Baytront Pari<, PlaYing Field, Canal Bey Access Park,
Mangrove Interpretive Pari<, floating fishing pier 0_waler (3,000
SF). Low Estimate Option 2: Baytront Park on HartJer Drive-small
shade slnJcture, silllng areas. pier, !Tees, grass on 1 lot. High
estimate.
54,500,00( 510,000,00 32.5
1 2 1 1
26 Improve Trat'IIc Interconnections between adjacent shopping centers: pedestrian $50.000 $75,OOG 32.5
Circulation connections where possible, golf cart, and vehicular connections to
shopping centers with ·Iandscape imprcuements. 1 2 1 1
11 CalusaPark BasebalVsoccer field, parking lot tennis court. pavilion, batl1rooms
no removal of manC1'C\lesl
$500,OOC S75O,OOC 32.3 1 2 1 1
3 Beach Im....ov.ments Beach Renourishment -cost is Villa"e match 5500 00 5600,00 3~ 1 1 1 1
5SA Street Lighting Master
Plan
All streets in Village 51,SOO,000 51,500,OOC 1 1 1
22 Buffer of Comm.rcial
Areas
Fernwood Rd. east side landscaping fltlm sidewalkto wall;
nAdeslrian access to comme"';al centers
525,001 550,OOC 31 1 2 1 1
6 View Corridor Overlook ~n right of way ) on Crandon Blvd. at Pines Canal,
cantilewllld wood deck with wood rainnn limllinn .
5262,50 5300,00 30.5 1 1 1 1
50 Nature Trails Presbvlerian Church baY -area to St. !\anas Church $225,00 5375,00 30.5. 1 2 1
48 Nature Trails Rearof7-11 shopping centllrthrough Calusa Park 10 Tennis
Stadium
5600,00 $I,OOO,DOC 30.2 1 2 1 1
54 Landscape
Imnrovements
Enhanced landscaping throughout Village 51,500.00( 51,500,DOC 30 1 2 1 1
44 Parking Ten on-street perking spaces on Fernwood Rd adjacent to
Community Center-bricks only-<:U1tJ and guller in piece, Incl.
subslab and demorltion
510,DOC S10,DOC 29.5
2 2 1 1
49 NatuR Trails St. Aones PIa"ln" Field to 7-11 Shooaina center $15,00( S125 00 28.7 2 2 1 1
46 Parldng 92 on-street perldng splices In front or st. Agnes and Presbyterian $92,00( S92,OOC 28.3
Churches -curb, gutter, brick pavers, adjustments to surface 2 2 2 1
drainaoe
40 New Sldewalk$ W. Mctntyre St. South side, Glenridge Rd to Fernwood Rd. with
curblno. Connects school with Civlc.Center
58.00 S9,OOC 28.3 2 1 2 1
GROUP 2 PROJECTS
Proj.1D Project Category Project Description Low Cost High Cost Scor-(37
High)
Group by
Score
Group
Assignment
(based on 1/11
mee1Inal
Group
Assignment
(based on 1/16
_tinal
FlnaiGroap
Assignment
(btIsed on 2115
meellna)
23 BUlyAII Overhead Wires
(FPL, Phone, Cable TV)
Single Family-west of Crandon Blvd. $10,000,00 $10,000,00 30.8
1 2 1 2
31 Pedestrian Improvements
at Intersections
Narrow Intersections In all single family intersections (similar to
Femwood Rd. and Heather Dr.)
$1,000,00< $1,400,00< 29.8
2 2 2 2
24 Bury All Overhead Wires
(FPL, Phone, Cable TV)
Multiple Family-east of Crandon Blvd. $1,000,00< $l,ooO,OOC 25.5
2 2 2_ . 2
5 Neighborhood Parks Neighborhood Par1<s (4): Tot lot custom shade strucltJre, benches,
illrass and trees. pedeStr;an,scale liahts
$6,600,00 $6,750,DOC 22.8 3 3 2 2
TOTAL COST GROUP 2 $18,600,00 $19,150,00
GROUP 3 PROJECTS
Proj.ID Project category Project Description Low Cost High Cost SCore (37 Group by Groap Group final Group
High) Seore Asslgn_nt Assignment Assignment
(based on 1/11 (based on 1/16 (based on 2/16
meetinal meellnal meetlngl
41 New Sidewalks Glenridge Rd. from W. Wood Dr. 10 the pUblic school and to 573,50[ 584,00 23.1
Woodcrest Ln. 3 3 1 3
19 . Cultural Artwork in Dublic places $1,000,00 $1,000,001 21.2 3 3 3 3
12 Beach Access Public: Slone portals 8' height, pedeslrian-scale lights (4), trees, 570,00 $80,00< 21
grass 3 3 2 3
13 Beach Access Private: Pairof slone.markers, 4' height pedestrian-scale lights (4) $60,001 $80,00< 21 3 3 2 3
25B Improve Traffic Village. Tram -estimated operation costs per yearOow cost =8 hour SI18,OO $160,00 19
Clrcutation runs' hinh cost =12 hour runs) 3 3 2 3
2B Beach Improvements Construct Beach Walkway along Ihe entire Beach over the dune (all $6.350,00 $7,620,00 18
on oublic o!O""rtv\ 3 3 2 3
28 Improve Traffic Expanded transit off-lsland (no cost to Village) $0 SO 17.5
Circulation 3 3 2 3
42 New Sidewalks Ridaewood Dr. from W. MashtaDr. to Harmton Ln. Sl29,& $148.00 17.2 3 3 1 3
43 ParkinG Paoono Gara"" on Villaae Hall parkino lot CounlV-owned $916.50 $1,198,5[){ 16.6 3 3 3 3
27 Improve Traffic Water Taxi -Coconut Grove, Bayfront PiIr!<, Slale Park, and Soutti SCi $C 12 3
CIrculation Miami Beach, IFundlni: by priIIaIIl sector) 3 2 3
16 Educational Lifelong Leaming • no projecldiscripllon (part of conant and $0 $0 0 3on~in" """'rammlno In the Communilv Centerl 3 NO SCORE 3
21 Cultural Theatre: 300 S8IIt bUildino onlv. no land 12001 Studv! $9080.00 $9 080,lXJ( 3 3 2 ·3
20 CUItlmlI Museum: 1 500 SCI, 11. • building onlv. no land, no artwork $375 OQ( ·$525,00 '3 3 3 3
TOTAL GROUP 3 $18,172,501 $1$,975.so
Option 2: New Library and/or Post Office 580 Crandon Blvd.
'Assessed value used for land
The below projects are not part of the 2020 Vision Plan as they are ahady under consideration for Implementation. However. their Impact on the debt cap win be part ofthe funding strategyfot the VIsion Plan.
Sewers 700 Homes
Waterlines 700 Homes
Proj.ID
30
","ojeet eat.9oty
Pedestrian Improvements New stop signs
at ''''''rseetlons
Project Description L_eost
524.0Ol
H/ghCost
524,OOC
SubComm.
Sco.. (31'
High!
2S.2
SubComm.
Group by
SeD"
2
SUbComm.
Group
Assignment
(b..-d on 1111
mee1Inal
3
Total Comm.
Group
Assignment
(based_1liS
meetlnal
1
TotalC_
FIn8IGIlIUp
~......nt_2115
meeting)
1
7
17
45
Neigh""rho<>d Parb
Educational
Parking
Short interior street ROW demolition, trees, grass, benches,
loedestrian·scale Iiohts (4)
Hiah school on Virainia Kev 1N0 Villaae fundina)
Fifly'One on~~ parallel, parking spaces on Femwood Rd. from
BUllonwood Dr, 10 325 Fernwood Rd. -curb, gtJllgr, brick pa'J9 rs
S100,DOC
$0
S76,5OO
S120,OOC
SO
S78,5OC
27
25.8
25.5
2
2
2
1
2
2
1
1
2
1
1
1
1 Beach Impr<>vements Sanesla Beach Walkway 10 Qeean: North side of new Sonesm.
Funded by Sanes1a as part of Sila Plan R.vi.... Process. Colored
concrete wal1<way 1'Z wide, pedestrian-scaled lights (75' o.c.), trea
plantings, 30'wide total (north side of Sonesta)
SO SO 25,3
2 2 2 1
47A
55B
Community center
Ex.....slon
Village Green Lighting
Option 1: Expansion on second floor
Additional lawer-Ievel lighting for VIIi.ge Green (50 to 75 new lights)
S780,OO
$500,00
S1,200,OOl
S750,00
1S.3 3 1
1
1
1
1
1
478
ta
C<>mmunity Center
Exoaftsion
Public School Play Field
Concurrency
Option 2: Footprint expansion at Community Center OR constructio
of satellile nvniJcommunltv centortscUitv.
Fund study to determine if MCDPS concurrency figure for ele
middles vs. stand-alone el.mentary and middle schools; determine
if numbers change for new construction vs. retrofitIadd~ion
S5,000.00l
SIS,DOC
S5,000,0lX
$l0,OOC
1 1 1
18A
25A
VKB Library System
Improve Traffic
Circulation
Prepare a study to determine the feasibility of a ViJlage-ownedlntn
Librarv SYStem ft .•• lea"" the Counlv system;
Fund study for Villag. Tram..nnual operation costs; potential routes
and users
S10,00C
SS,OOC
S1S,OOC
S10.0OC
N/A N/A N/A N/A 1
1
2A
56
58
Beaeh Improvements
Charter School
Create K..y Biscayne
County
Fund study for Beach Walk to determine feasibility of an elevated
wood decking and railing 8-10 It. wide, above dunes (research
DOssibie iocation sMe efleet on dunes\
Fund stUdy 10 determine feasibility of converting pUbli. school to a
charter school
Fund study to determine what ~ would take for the Village to secede
from Mlami-Oade County and form "Key Biscayne County": look at
lax numbers
S20.DOC
S10,000
$25,600
SSO,OOC
SI5.DOC
SSO,OOC
N/A
NIA
NlA
N/A
NlA
NlA
N/A
NlA
1
1
1
59 Village Green Seating
Deck
TOTAL COST GROUP 1
Outdoor deck seating area built at the north end o!'the Village
Green abultino The Galleria.
5150.000
$17.033.00~
S200,OOC
$33,279,50
FINANCIAL POLICY
FISCAL YEAR 2009
30
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).
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.
A. The Village will make all capital improvements in accordance with the Capital
Improvement Program.
FINANCIAL POLICY
I. OPERATING BUDGET POLICY
II. CAPITAL IMPROVEMENT BUDGET POLICY
FINANCIAL POLICY
FISCAL YEAR 2009
31
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.
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.
III. DEBT POLICY
FINANCIAL POLICY
FISCAL YEAR 2009
32
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.
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.
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.
IV. REVENUE POLICY
V. INVESTMENT POLICY
FINANCIAL POLICY
FISCAL YEAR 2009
33
D. The Village will obtain the best possible return on all cash investments.
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.
VI. ACCOUNTING, AUDITING, AND FINANCIAL REPORTING
POLICY
FINANCIAL POLICY
TAXATION ORDINANCE
34
ARTICLE I. IN GENERAL
Sec. 25-1. Definitions.
Debt means any financial obligation of the Village which is not required to be repaid within one
year of its incurrence, excluding Debt payable from an Enterprise Fund. If a financial obligation is
payable from an Enterprise Fund and from other sources, that portion payable from the Enterprise Fund
shall not be included in the calculation of Debt.
Enterprise Fund means a fund established to account for operations which are financed and
operated in an independent and self-liquidating manner, including depreciation. To constitute an
Enterprise Fund, the expense of providing goods or services to the public on a continuing basis must be
financed or recovered entirely through user fees and charges.
(Ord. No. 97-1, § 1, 1-16-97)
Sec. 25-2. Limits on Debt.
The total principal of Debt of the Village shall be limited to the greater of the following:
(1) One percent of the total assessed value of all property within the Village, as certified to the
Village by the Dade County Property Appraiser, for the current fiscal year; or
(2) That amount which would require annual principal and interest payments on Debt during any
fiscal year to exceed 15 percent of general fund expenditures for the previous full fiscal year.
(Ord. No. 97-1, § 1, 1-16-97)
Sec. 25-3. Reserve funds.
To provide for emergencies, the Village shall maintain non-restricted reserve funds in an amount
not less than $2,000,000.00 or in an amount greater than $2,000,000.00 but not greater than 20 percent
of general fund expenditures for the previous full fiscal year.
(Ord. No. 97-1, § 1, 1-16-97)
Sec. 25-4. Surplus funds.
Surplus funds in the general fund at the end of each fiscal year not placed by the Council in a
restricted reserve fund shall be used either to reduce Debt or to reduce taxes in the next fiscal year. The
allocation of surplus funds between restricted reserve funds, Debt reduction and tax reduction shall be
at the discretion of the Village Council.
(Ord. No. 97-1, § 1, 1-16-97)
Sec. 25-5. Policy exceptions.
The Debt limits established by section 25-2 may not be exceeded by the Village unless and until
approved by a majority of the qualified electors of the Village voting in a referendum election.
(Ord. No. 97-1, § 1, 1-16-97)
CONSOLIDATED BUDGET SUMMARY
FISCAL YEARS 2007 - 2009
35
This budget summary presents a consolidated picture of the total revenue and
expenditures of the General Fund, the Stormwater Utility Fund, Sanitary Sewer
Improvement Fund, and the Solid Waste Fund and all beginning and ending balances.
The operation of each fund is accounted for with a separate set of self-balancing
accounts that compromise its assets, liabilities, equities, revenues and expenditures.
Listed below are the resources of all Governmental and Proprietary funds within the
Village budget.
Funding Sources Actual Adopted Adopted
FY 2007 FY 2008 FY 2009
Property Taxes $18,667,979 $19,802,903 $19,561,571
Other Taxes 3,323,002 3,984,095 4,367,977
Licenses and Permits 1,298,133 1,075,000 1,075,000
State Shared 1,000,265 240,000 219,191
Charges for Services 1,762,657 1,546,968 1,878,500
Interest Income 313,389 375,000 275,000
Fines and Forfeitures 21,385 75,000 99,925
Special Revenue Fund 730,403 3,035,500 961,982
Stormwater Fund 509,571 525,000 525,000
Solid Waste Fund 520,650 538,238 639,055
Grants 206,040 7,500 7,500
Capital Improvement
Fund
190,728 4,608,094 3,311,194
Total $28,544,202 $36,548,298 $32,921,895
CONSOLIDATED BUDGET SUMMARY
FISCAL YEARS 2007 - 2009
36
EXPENDITURES: Listed below are the expenditures of all Government and Proprietary
funds within the Village Budget. The Debt Service Budget provides for the principal
and interest payments the Civic Center Loans, the Crandon Blvd. loans, the Sanitary
Sewer borrowings, and a proposed loan to purchase the parking lot land from Miami-
Dade County.
Expenditures Actual Adopted Adopted
FY 2007 FY 2008 FY 2009
General Government $2,543,134 $ 2,492,544 $2,490,064
Public Works 1,587,460 1,597,881 1,977,948
Stormwater Fund 2, 3 693,135 602,421 602,421
Solid Waste Fund 571,246 544,320 544,320
Special Rev Fund 5,714,460 5,782,084 5,782,084
Building, Zoning &
Planning
1,455,193 1,522,196 1,687,548
Parks & Recreation 2,830,020 2,617,180 3,466,299
Public Safety 9,713,661 9,831,967 11,529,630
Capital Improvement
Fund
1,533,830 4,787,347 3,236,194
Debt Service 2,557,351 2,700,443 3,335,456
Sub-total $29,199,490
$32,478,383
$34,651,964
Transfers 0NA NA
Beginning Fund
Balance
6,305,762 NA NA
Ending Fund Balance $ 5,560,474
1 Changes in Reserves and Undesignated Fund Balances cannot be determined at this
time.
2 Stormwater and Sanitary Sewer Project construction costs are carried as fixed assets.
3 Includes Depreciation Expense.
CONSOLIDATED BUDGET SUMMARY
FISCAL YEARS 2007 - 2009
37
General Fund
The adopted Fiscal Year 2009 General Fund Budget of $27,723,129 is an increase of $577,173
or 2.13% over Fiscal Year 2008. Overall increases can be attributed to personnel expenses, an
increase in insurance expense and additional reserve allocations.
Actual Adopted Adopted
FY 2007 FY 2008 FY 2009
Revenues
Ad-Valorem Taxes $18,667,979 $19,802,903 $19,561,571
Franchise Fees $1,113,194 $860,000 $1,065,000
Utility Taxes $2,231,193 $2,365,095 $2,584,530
State Shared Revenues $1,000,265 $999,000 $937,638
Licenses & Permits $1,298,133 $1,075,000 $1,075,000
Charges for Services $1,762,657 $1,647,968 $2,193,400
Other Revenue $313,439 $388,500 $298,500
Grants & Donations $206,040 $7,500 $7,500
Total Revenues $26,592,900 $27,145,966 $27,723,139
Expenditures
Administrative and Legal $2,543,134 $2,242,061 $2,490,064
Police and Fire $9,713,661 $10,672,771 $11,529,630
Building, Zoning & Planning $1,455,193 $1,638,755 $1,687,548
Public Works $1,587,460 $1,921,489 $1,977,948
Debt Service $2,557,351 $3,179,902 $3,335,456
Parks and Recreation $2,830,020 $2,956,003 $3,466,299
Total Expenditures $20,686,819 $22,610,982 $24,486,945
Excess (deficiency) of revenues $5,906,081 $4,534,984 $3,236,194
over expenditures
Other Financing Sources (Uses)
Operating Transfers In $1,910,507 $0 $0
Operating Transfers Out $4,815,481 $4,534,984 $3,236,194
Working Capital Reserve $0 $0
Total Other Financing Sources ($2,904,974)($4,534,984) ($4,533,094)
(Uses)
Excess (deficiency) of Revenues and $3,001,107 ($0) ($0)
Other Financing Sources Over
Expenditures & Other Financing
Uses
Residual Equity Transfers $0 $0 $0
CONSOLIDATED BUDGET SUMMARY
FISCAL YEARS 2007 - 2009
38
Fund Balance Beginning of Year $6,874,310 $9,875,416 $9,875,416
Fund Balance End of Year $9,875,416 $9,875,416 $9,875,416
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 2007 FY 2008 FY 2009
Interest Income $182,016 $75,000 $75,000
Other Receipts $8,712 $0 $0
Total Operating Revenues $190,728 $75,000 $75,000
Operating Expenditures
Capital Outlay $1,533,830 $4,608,094 $3,311,194
Total Operating Expenditures $1,533,830 $4,608,094 $3,311,194
Other Financing Sources (Uses)
Operating Transfers In $4,787,347 $4,533,094 $3,236,194
Operating Transfers Out $1,910,507 $0 $0
Revenue Over (Under) Expenditures $2,876,840 $0 $0
Fund Balance Beginning of Year $1,421,015 $2,954,753 $2,954,753
Fund Balance End of Year $2,954,753 $2,954,753 $2,954,753
CONSOLIDATED BUDGET SUMMARY
FISCAL YEARS 2007 - 2009
39
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 2007 FY 2008 FY 2009
Stormwater Fees $509,571 $520,000 $510,000
Total Operating Revenues $509,571 $520,000 $510,000
Operating Expenditures
Administrative Expenses $6,793 $7,500 $4,000
Contractual Services $173,630 $175,000 $175,000
Depreciation Expense $273,919 $0 $0
Total Operating Expenditures $454,342 $182,500 $179,000
Non Operating Revenue (Expense)
Interest Income $44,030 $5,000 $15,000
Principal and Interest on Debt ($238,793) ($579,215) ($579,760)
Revenue Over (Under) Expenditures ($139,534) ($236,715) ($233,760)
Fund Balance Beginning of Year $2,686,443 $2,546,909 $2,310,194
Fund Balance End of Year $2,546,909 $2,310,194 $2,076,434
CONSOLIDATED BUDGET SUMMARY
FISCAL YEARS 2007 - 2009
40
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 2007 FY 2008 FY 2008
Solid Waste Collection Fees $520,650 $537,238 $638,055
Total Operating Revenues $520,650 $537,238 $638,055
Operating Expenditures
Administrative Expenses $1,813 $2,000 $2,000
Contractual Services $569,433 $514,008 $631,747
Allowance for Late Payments $0 $22,230 $5,308
Total Operating Expenditures $571,246 $538,238 $639,055
Non Operating Revenue (Expense)
Interest Income $5,056 $1,000 $1,000
Revenue Over (Under) Expenditures $45,540 $0 $0
Fund Balance Beginning of Year $336,319 $290,779 $290,779
Fund Balance End of Year $290,779 $290,779 $290,779
GENERAL FUND
FISCAL YEARS 2007 – 2009
41
The Adopted Fiscal Year 2009 General Fund Budget of $27,723,139 is an increase of
$577,173 over Fiscal Year 2008. 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 70.56% of the total
revenue.
Funding Sources Actual FY 2007 Adopted FY
2008
Adopted FY
2009
Ad-Valorem $18,667,979 $19,802,903 $19,561,571
Franchise Fees $1,113,194 $860,000 $1,065,000
Utility Taxes $2,231,193 $2,365,095 $2,584,530
Licenses & Permits $1,298,133 $1,075,000 $1,075,000
State Shared Revenue $1,000,265 $1,028,483 $937,638
Charges for Services $1,762,657 $1,647,968 $2,193,400
Interest $313,389 $388,500 $298,500
Grants & Donations $206,090
$7,500 $7,500
Total $26,592,900 $27,145,966 $27,723,139
Expenditures Actual FY 2007 Adopted FY
2008
Adopted FY
2009
General Government $2,082,873 $1,859,061 $2,007,064
Village Attorney $460,261 $383,000 $483,000
Debt Service $2,557,351 $3,179,902 $3,335,456
Building, Zoning &
Planning
$1,455,193 $1,640,645 $1,687,548
Public Safety $9,713,661 $10,672,771 $11,528,629
Public Works $1,587,460 $1,921,489 $1,977,948
Recreation $2,830,020 $2,956,003 $3,466,299
Total $20,686,819 $22,612,872 $24,486,945
OperatingTransfersOut
Operating Transfers In
$4,815,481
$1,910,507
$4,533,094 $3,236,194
Total $23,591,793 $27,145,966 $27,723,139
42
2009 ESTIMATED PROPERTY TAXES
FISCAL YEAR 2009
For a Key Biscayne property having a net taxable value averaging $1,000,000, the 2008
Property Tax Bill (including Key Biscayne Taxes) will resemble the following:
Jurisdiction Mill Rates Percent Amount Paid
Miami-Dade County Public Schools 7.7970 44.25% $ 7,797.00
Miami-Dade County-wide services 5.5795 31.67% $ 5,579.50
South Florida Water Management District 0.5346 3.03% $ 534.60
Miami-Dade County Library District 0.3842 2.18% $ 384.20
Environmental Project (Everglades) 0.0894 0.51% $ 89.40
Florida Inland Navigation District 0.0345 0.20% $ 34.50
SUB-TOTAL 14.4192 81.84% $14,419.20
Village of Key Biscayne 3.20 18.16% $ 3,200.00
TOTAL 17.4776 100.00% $17,619.20
Property taxes that go over the bridge, which the Village of Key Biscayne has no control
over, total $14,419.20.60 or 81.84%. County wide services include corrections rehabilitation,
Judicial administration, Transit Agency, Public Health Trust, Air Rescue, Human and Social
Services, etc. Miami-Dade County is the regional government for all county residents.
Real Estate Taxes that stay on the Island to be used by the Village: $3,200.00
Funds are allocated as follows:
Service Percent of Budget Amount per Year
Fire Rescue Department 22.22% $ 711.14
Police Department 19.37% $ 619.69
General Government* 8.98% $ 287.42
Capital Outlay/Reserves 11.67% $ 373.54
Debt Service 12.03% $ 385.00
Building, Zoning and Planning 6.09% $ 194.79
Public Works 7.13% $ 228.31
Recreation 12.50% $ 400.10
100.00% $ 3,200.00
*Note: General Government: Village Council, Office of the Village Manager, Office of the Village Clerk, Office of the
Village Attorney, Department of Finance, and Administrative Services.
TOTAL 2009 GENERAL FUND BUDGET FOR THE VILLAGE IS :$27,723,139
43
PROPERTY TAX COMPARISON FISCAL YEARS 1995-2009
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 $88,398,861 as the chart below illustrates.
FY
Assessed
Values
County
Millage
County
Tax
Village
Millage
Village
Tax
Percent
Reduction
Annual
Savings to
Taxpayer
Cumulative
Savings to
Taxpayer
1995 $1,741,921,584 4.718 $ 8,218,386 4.101 $7,143,620 13.08% $1,074,766 $1,671,736
1996 $1,767,457,006 4.731 $ 8,361,839 3.800 $6,716,337 19.68% $1,645,502 $3,317,238
1997 $1,861,243,132 4.785 $ 8,906,048 3.606 $6,711,643 24.64% $2,194,406 $5,511,644
1998 $2,003,049,232 5.022 $10,059,313 3.606 $7,222,996 28.20% $2,836,318 $8,347,961
1999 $2,028,174,208 5.408 $10,968,366 3.606 $7,313,596 33.32% $3,654,770 $12,002,731
2000 $2,232,457,904 5.381 $12,012,856 3.606 $8,050,243 32.99% $3,962,613 $15,965,344
2001 $2,499,049,161 5.269 $13,167,490 3.606 $9,011,571 31.56% $4,155,919 $20,121,263
2002 $2,731,833,645 5.199 $14,202,803 3.606 $9,850,992 30.64% $4,351,811 $24,473,074
2003 $3,259,919,981 5.108 $16,651,671 3.606 $11,755,27
1
29.40% $4,896,400 $29,369,474
2004 $3,617,880,990 6.254 $22,626,227 3.606 $13,046,07
8
42.34% $9,580,149 $38,949,623
2005 $3,875,335,514 6.120 $23,717,053 3.606 $13,974,46
0 41.08% $9,742,593 $48,695,216
2006 $4,287,674,948 5.900 $25,297,282 3.606 $15,461,35
6 38.88% $9,835926 $58,528,143
2007 $5,630,046,023 6.386 $35,953,474 3.45 $19,423,65
9 45.98% $16,529,81
5 $75,057,958
2008 $6,514,112,802 5.248 $34,186064 3.20 $20,845,16
1 39.02% $13,340,90
3
$88,398,861
2009 $6,434,727,418 5.543 $35,667,694 3.20 $20,591,12
8 1.22% $15,076,56
6 $103,475,427
The Village boasts the lowest millage rate in the County. The graph below reflects the range of the proposed 2009 total millage
rates of all Miami- Dade County municipalities and the unincorporated area. Key Biscayne’s adopted 2009 rate is 3.20. The
Adopted Fire District millage is 2.2067 including debt service mills per $1,000 and represents $14,199,593 if Key Biscayne were still in
the Fire District. The Adopted 2009 Key Biscayne Fire Department budget is $6,160,922.
44
Miami Dade Millage
0
2
4
6
8
10
12Golden BeachMiami ShoresOpa-lockaEl PortalFlorida CityNorth Miami BeachNorth MiamiIndian CreekIslandiaMiami SpringsWest MiamiMiamiMedleyHomesteadSouth MiamiMiami GardensHialeah GardensNorth Bay VillageSurfsideHialeahVirginia GardensBay Harbor IslandsMiami BeachSweetwaterCoral GablesSunny Isles BeachMiami LakesPalmetto BayDoralCutler BayBal HarbourUnincorporated DadePinecrestAventuraKey BiscayneMunicipality
M
i
l
l
a
g
e
FOR DOR USE ONLY DR-420
R. 06/08
CERTIFICATION OF TAXABLE VALUE Rule 12DERO<;l-1a
Florida Adminislrative COde
Effeclive 0610S
Year County
2008 MIAMI-DADE
Principal Authority Taxing Authority
VILLAGE OF KEY BISCAYNE VILLAGE OF KEY BISCAYNE
,ECTION I: COMPLETED BY PROPERTY APPRAISER
Current year taxable value of real property for operating purposes $ 6,396,610,244 (1)
Current year taxable value of personal property for operating purposes $ 38,117,174 (2)
Current year taxable value of centrally assessed property for operating purposes $ 0 (3)
Current year gross taxable value for operating purposes (Line 1 plus Line 2 plus Line 3) $ 6,434,727,418 (4)
Current year net new taxable value (Add new construction, additions, rehabilitative improvements
increasing assessed value by at least 100%, annexations, and tangible personal property value in $ 23,995,916 (5)
excess of 115% of the previous year's value. Subtract deletions.)
CUfrent year adjusted taxable value (Une 4 minus Line 5) $ 6,410,731,502 (6)
Prior year FINAL gfoss;taxable value~ (From prior year applicable Form DR-403 series) $ 6,425,977,672 (7)
Enter number of tax increment value worksheets (DR-420TIF) attached (If none. enter 0) 0 (8)
Does the taxing authoritY levy a voted debt service millage or a miilage voted for 2 years Of less
[J lIDunder s. 9(b), Article VII. State Constitution? (If yes, complete and attach form DR-42Q YMA, Voted Yes No (9)
Millage Addendum.)
).
Information f9r maximum millage calculation·: Current year gross taxable value for operating
purposes withQut the lmpaci of Amendment 1. ' $ 6,517,304,928 (10)
Property' Appraiser Certification ,
1~ I certify the. taxable values shown above are cor~the best of my knowledge.
w
81g","'" ,f Prop.rty """"'iM c,.....~fl-J:x: Datez
e"
in July 1, 2008
ECTION II: COMPLETED BY TAXING AUTHORITY
:his portion of the form Is hot completed in fULL your Iluthority will be denied TRIM certification and possibly lose its millage levy privilege for the tax year. If any
e lslnappllcable, enter N/A or -0-.
Prior year operating millage levy
Prior year ad valorem proceeds (Line 7 multiplied by Line 11) ,.
Amount, if any. paid or applied in prior year as a consequence of an obligation measured by a
dedicated Increment value (Sum of either Line 6c,or Line 7a for ell DR-420TIF forms)
Adjusted prior year ad valorem proceeds (Line 12 minus Line 13)
$
$
$
$
;-l.ll per $1,000 (11)
20 \. ~t.~ \ \ 'tG (12)
0 (13)
2.<)\St,~, , 2"1 (14)
Dedicated increment value, If any (Sum of either line 6b or Une 7e for all DR-420TIF forms) $ () (15)
Adjusted current year taxable value (Une 6 minus Line 15)
Current year rolled-back rate (Line 14 dMded by Line 16. multipUed by 1,000)
$
$
(.,\l\\~\ l~\\SOl.. (16)
3. 'to1 V; per $1,000 (17)
CONTINUED ON PAGE 2
D~;420
R.OS'Oa
Page 2
SECTION II: COMPLETED BY TAXING AUTHORITY -CONTINUED FROM PAGE 1
18. Current year proposed operating millage rate $ ~.2.0 per $1,000 (18)
19, Total taxes to be levied at proposed millage rate (Une 18
$ 2.0 \ ~~1 , \ 2.~ (19)multiplied by Line 4, divided by 1,000)
W. Check TYPE of principal authority (check one) o County o Independent Special District
(20)tKI Municipality D Water Manaj:jement District
!1. Check applicable taxing authority (check one) ua Principal Authority D Dependent Special District
(21 )o MSTU D Water Manaj:jement District Basin
!2. Is millage levied in more than one county? (check one) DYes &l No (22)
)EPENDENT SPECIAL DISTRICTS AND MSTUs: STOP HERE -SIGN AND SUBMIT
Enter the total adjusted prior year ad valorem proceeds of the principal authority, all dependent
2<), $t,-:, 1\1..1!3. special districts, and MSTUs levying a millage. (The sum of Line 14 $ (23)
from all DR-420 forms)
~4. Current year aggregate rolled-back rate (Une 23 $ ~. 2.Clto per $1,000 (24)divided by Une 16, multiplied by 1,000)
!5. Current year aggregate rolled-back taxes (Line 4 $ LC \ b "\G \ 0 ~~ (25)multiplied by Line 24, divided by 1,000)
Enter total of all operating ad valorem taxes proposed to be levied by the principal taxing authority,
!6. all dependent dlstricts l and MSTUs,lf any. (Total of Une 19 $ 20 \ ~/t \ \ \ 2.. ~ (26)
from all DR·420 forms) -.
!y, Current year proposed aggregate millage rate (Line 26 $ ~'L~ per $1,000 (27) divided by Une 4, multiplied bY 1,000)
~8. Current year proposed rate as a percent change of rolled-back rate (Une 27 (. 2.~13) % (28)divided by Line 24, minus 1, multiplied by 100)
Date Time Place
First public budget hearing q-~-Q<6 1:(1)PM
V \u...(\'~E:. (l)\ktJu'L tJr.\""m ~~~~
'S~~ tf.. .. Nb.~N ~\.-\{h
, 'l.f:..'t ~\StA.\( ~c::.\ FL' :a~ \,\<J
Taxing A~horlty Certification
I certify the millages and rates are correct to the best of my knowledge. The millages comply with the provisions of Section 200.185 and 200.071 or
200.081, F.S. ' . . • '
Signature of Chief Administrative OffIcer Date
w J"-\)f "1, (.OO'g~~i
Title Physical Address ~ ~<& WEi. t" mt \tl\\(R~ ~T.
z . F\ llJ\..N tE. 0\R.EC\.lf", \(f:'1 ~\~(~'( ~E..l. €=L :i3N~S2
II) Mailing Address N",me of Contact Person
-~t (Jj f:S\' U\t. \ N\'i~a. ,), -e..MJ h~UP \Jr ~ \JJ\\\~
City, State, Zip Phone # : Fax #
\CI:"f ~\Su..'{ ~e:\ ~L 3~\~~ ~oS ~ ~1o'S. -~G , ~ ~(\S -~~~ -S~3fo
SEE INSTRUCTIONS ON PAGE 3
REVENUES
GENERAL FUND FISCAL YEAR 2009
45
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 2009. 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 2009, this revenue category is projected to decrease
by 1.2 % to just over $19.5 million, and accounts for 70.56% of all revenues in the
General Fund.
Ad Valorem, 70.56%
Franchise Fee, 3.84%
Utility Taxes, 9.32%
Licenses & Permits,
3.88%
State Shared Revenue,
3.38%
Charges for Services,
7.91%
Other Revenue, 1.08%
Grants & Donations,
0.03%
Revenues Adopted FY 2008 Adopted FY 2009 Percent of
Adopted
Budget
Ad Valorem Taxes $19,802,903 $19,561,571 70.56%
Franchise Fees $860,000 $1,065,000 3.84%
Utility Taxes $2,365,095 $2,584,530 9.32%
Licenses & Permits $1,075,000 $1,075,000 3.88%
State Shared Revenues $999,000 $937,638 3.38%
Charges for Services $1,647,968 $2,193,400 7.91%
Other Revenue $388,500 $298,500 1.08%
Grants & Donations $7,500 $7,500 0.03%
Total $27,145,966 $27,723,139 100.0%
REVENUES
GENERAL FUND FISCAL YEAR 2009
46
BUDGET COMPARISON - REVENUE CHANGES
General Fund
Revenues
Adopted
FY 2008
Adopted
FY 2009
Difference Percent
Change%
Ad-Valorem Taxes $19,802,903 $19,561,571 <$241,332> <1.2%>
Franchise Fees $860,000 $1,065,000 $205,000 23.8%
Utility Taxes $2,365,095 $2,584,530 $219,435 9.2%
Licenses & Permits $1,075,000 $1,075,000 $0 0.0%
State Shared Revenues $999,000 $937,638 <$61,362> <6.1%>
Charges for Services $1,647,968 $2,193,400 $545,432 33.1%
Other Revenue $388,500 $298,500 <$90,000> 23.2%
Grants & Donations $7,500 $7,500 $0 0%
Total Revenue $27,145,966 $27,723,139 $577,173 2.1%
REVENUE CHANGES RATIONALE
Ad Valorem: The July 1, 2008 certification of Village property values was
$6,434,727,418, which represents a decrease of $79,385,384 or 1.22% compared to the
2007 values. At the adopted millage rate of 3.20, this increase results in a decrease of
$241,332 in ad valorem tax revenue for the Village. This represents 70.56% of the
General Fund Revenues.
Franchise Fees: The revenues generated through franchise fees in Fiscal Year (FY) 2009
are estimated to total $1,065,000, an increase of $205,000 or 23.8% over the Adopted
FY 2008Budget.
Utility Taxes: The Fiscal Year 2009 utility tax receipts are estimated to increase by
$219,435 or 9.2% under last year’s levels.
Licenses and Permits: During Fiscal Year 2009, revenues in this category are expected
to remain the same as last year’s level.
State Shared Revenue: Fiscal Year 2009 estimates of state shared revenues are
decreased $61,362 based projections provided by the Florida Department of
Revenue.
Charges for Services: This category encompasses ten (10) sub-categories of fees and
fines involving the Police Department, the Building, Zoning and Planning Department,
the Recreation Department and the Office of the Village Clerk, plus a miscellaneous
account. A 33.1% increase in collections is anticipated over the previous Fiscal Year.
The major portion of this increase is due to the addition of the Athletic Department
REVENUES
GENERAL FUND FISCAL YEAR 2009
47
and related Sports Program revenues.
Other Revenue: The Fiscal Year 2009 Budget estimate of revenues in this category
totals $298,500 and includes only one item, interest revenue on the balance in the
General Fund account.
Grants & Donations: During Fiscal Year 2009, revenues in this category are expected to
remain the same as the previous year.
REVENUES
GENERAL FUND FISCAL YEAR 2009
48
General Fund Revenues
Budget Budget Adopted Adopted
FY 2006 FY 2007 FY 2008 FY 2009
Estimated Property Assessment $4,287,674,948 $5,630,046,023 $6,514,112,802 $6,434,727,418
AD VALOREM
Category
Ad Valorem $14,688,288 $18,452,476 $19,802,903 $19,561,571
Total Ad Valorem $14,688,288 $18,452,476 $19,802,903 $19,561,571
FRANCHISE FEE
Category
Electricity $700,000 $855,000 $860,000 $1,065,000
Total Franchise Fees $700,000 $855,000 $860,000 $1,065,000
UTILITY TAXES
Category
Electricity $1,150,000 $1,154,000 $1,175,000 $1,180,000
Simplified Communications Tax $785,000 $810,170 $835,000 $1,014,435
Water $225,000 $310,438 $275,000 $215,000
Gas $83,000 $122,396 $80,000 $175,000
Oil $50 $95 $95 $95
Total Utility Taxes $2,243,050 $2,397,099 $2,365,095 $2,584,430
SHARED REVENUES
Category
State Revenue Sharing $175,000 $231,724 $240,000 $219,191
Half-Cent Sales Tax $700,000 $777,141 $735,000 $710,947
Alcoholic Beverage Licenses $7,500 $19,618 $24,000 $7,500
Total Shared Revenues $882,500 $1,028,483 $999,000 $937,638
REVENUES
GENERAL FUND FISCAL YEAR 2009
49
LICENSES & PERMIT
Category
Local Business Tax Receipt $57,000 $108,879 $100,000 $100,000
Building Permits $862,945 $945,247 $975,000 $975,000
Total Licenses and Permits $919,945 $1,054,126 $1,075,000 $1,075,000
Charges for Services
Zoning & Site Plan Review Fees $18,585 $17,416 $20,000 $20,000
Zoning Hearing Fees $6,900 $6,900 $6,900 $5,000
Certificates of Occupancy $1,912 $1,413 $1,560 $200
Building/Zoning Code Violations $50,250 $50,250 $50,250 $80,000
Property Maintenance Violations $250 $500 $750 $150
Recreation Fees $1,180,000 $1,251,000 $1,484,000 $1,500,000
Fines and Forfeitures $75,000 $75,000 $15,000 $17,775
Permit Research & Lien Letters $47,199 $29,588 $24,508 $19,000
Fire Code Violations $0 $9,500 $9,000 $2,000
Miscellaneous $40,000 $40,000 $5,000 $15,000
Inspection Fees $0 $0 $0 $0
School Crossing Guard $7,575 $25,347 $26,000 $35,275
Firefighters Supplement $8,500 $8,500 $8,500 $8,500
Total Charges for Services $1,454,596 $1,515,625 $1,651,468 $1,702,900
OTHER REVENUES
Category
Interest Income $225,000 $239,247 $375,000 $275,000
Rent Income $0 $0 $0 $0
Sale of Fixed Assets $0 $0 $0 $0
Hurricane Recovery $0 $0 $0 $0
Total Other Revenues $225,000 $239,247 $375,000 $275,000
Grants & Donations
Category
HRS - EMS Grant $6,500 $6,500 $6,500 $6,500
Police (C.O.P.S) $0 $0 $0 $0
Grants-Other $1,000 $1,000 $1,000 $1,000
Donations $0 $0 $0 $0
Total Grants $7,500 $7,500 $7,500 $7,500
Total Revenues $21,120,879 $25,549,556 $27,145,966 $27,723,139
REVENUES
GENERAL FUND FISCAL YEAR 2009
50
REVENUE PROJECTION RATIONALE - FISCAL YEAR 2009
The 2009 General Fund total revenue is estimated to reach $27,723,139 which
represents an increase of 2.1% over the previous year’s level.
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 2009, which begins on October 1, 2008 and ends on September 30,
2009, the assessed values established by the Miami-Dade County Property Appraiser
as of January 1, 2008 are $6,434,727,418. 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 2009 Fiscal Year is $19,561,571. Ad Valorem taxes are the
largest revenue source in the Village budget comprising 70.56% of the total revenues
in the general fund.
PROPERTY TAX LEVIES AND COLLECTION
FISCAL YEARS 1999 THROUGH 2009
Fiscal
year
Millage Assessed
Value
Percent
Change
Tax Levy Amount
Budgeted
Total
Collected
Percent
Collected
1999 3.606 2,028,174,208 1.25% $7,313,596 $6,963,900 $7,012,714 95.9%
2000 3.606 2,223,956,515 9.65% $8,019,587 $7,677,766 $7,799,633 97.3%
2001 3.606 2,499,049,161 12.37% $9,011,571 $8,556,788 $8,738,608 97.0%
2002 3.606 2,731,833,645 9.31% $9,850,992 $9,358,443 $9,515,138 96.59%
2003 3.606 3,259,919,981 19.33% $11,755,271 $11,167,508 $11,317,160 96.27%
2004 3.606 3,661,114,546 0.95% $13,201,979 $12,541,880 $12,869,711 97.5%
2005 3.606 3,875,335,514 5.85% $13,974,460 $13,275,737 $13,360,251 95.6%
2006 3.606 4,287,674,948 10.64% $15,461,356 $14,688,288 $14,830,238 95.92%
2007 3.45 5,630,046,023 31.31% $19,423,659 $18,452,476 $18,667,979 100.17%
2008 3.20 6,514,112,802 15.70% $20,845,161 $19,802,903 $19,739,848 99.68%
2009 3.20 6,434,727,418 <1.22%> $20,591,128 $19,561,571 n/a n/a
Ad Valorem Taxes
REVENUES
GENERAL FUND FISCAL YEAR 2009
51
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 2009 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 29.44% of the General Fund Revenues.
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 2009 Fiscal Year is $1,065,000.
FRANCHISE FEES
Fiscal Year Electricity Telephone Cable Total
1996 $571,093 $20,179 $46,824 $638,096
1997 $578,195 $27,278 $62,342 $667,815
1998 $631,323 $24,016 $53,728 $709,067
1999 $653,798 $29,235 $56,998 $740,031
2000 $646,001 $24,450 $60,000 $730,451
2001 $678,316 $37,343 $67,855 $783,513
2002 $650,000 $0 $0 $650,000
2003 $690,000 $0 $0 $690,000
2004 $611,000 $0 $0 $611,000
2005 $688,600 $0 $0 $688,600
2006 $700,000 $0 $0 $700,000
2007 $855,000 $0 $0 $855,000
2008 $860,000 $0 $0 $860,000
2009 $1,065,000 $0 $0 $1,065,000
Other Taxes and Fees
Franchise Fees
REVENUES
GENERAL FUND FISCAL YEAR 2009
52
Miami-Dade County Ordinance No. 70-72, adopted on September 21, 1970,
established utility taxes in the amount of 10% on electricity, telephone, water, gas, and
oil. This authority is granted to local governments by Section 166.231, F.S. Subsequently,
the utility tax on telephone was extended to cover all forms of telecommunications
and was reduced to 7%. The Village adopted its own Utility Tax Ordinance No. 97-12
on April 29, 1997 to replace the County ordinance, which was in effect in accordance
with Section 8.04 of the Village Charter. Covered under Florida Statute 202 the
Communications Services Tax Simplification Law effective October 1, 2001 combines
seven different state and local taxes and fees and replaces these revenues with a tax
composed of a state tax and a local option tax on communications services. On
June 12, 2001 the Village passed Resolution No. 2001-41 which established the Village’s
combined local communications services tax rate at 5.62% for the period of October
1, 2001 and ending September 30, 2002. The Village further adopted the local
communications services tax rate of 5.22% effective October 1, 2003.
Electric Utility Taxes: This revenue sub-category is derived from a 10% tax levy on the
electricity bill of each customer who receives service within the corporate limits of the
Village. Based on the projected trend, the estimated revenues from this source in Fiscal
Year 2009 are $1,180,000.
Communication Services Tax: This tax is based on the state telecommunications tax,
which combines all telecommunications services into one tax. The revenue from this
tax replaced telecommunications taxes and license fees local governments previously
received from telecommunications and cable television providers. The
Communications Tax Act requires each local government to establish a tax rate on
communications services effective October1, 2001. The taxes are collected by the
Department of Revenue (“DOR”) and distributed to local governments. On June 12,
2001 the Village passed Resolution No. 2001-41 which established the Village’s
combined local communications services tax rate at 5.62% for the period of October
1, 2002 and ending September 30, 2003. The Village further adopted the local
communications services tax rate of 5.22% effective October 1, 2003. This revenue
source is estimated at $1,014,435 for Fiscal Year 2009.
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 2009 are $215,000.
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
Utility Taxes
REVENUES
GENERAL FUND FISCAL YEAR 2009
53
corporate limits of the Village. Based on the projected trend, the estimated revenues
from this source in Fiscal Year 2009 are $175,000.
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
2009 are $95.
Utility Taxes
All businesses in the Village must have an occupational license in order to operate a
business within the corporate limits of the Village. The fees for the various types of
businesses are set by ordinance. Ordinance 92-13 was adopted on June 6, 1992, and
amended by Ordinance 95-9, on September 26, 1995.
Village and County Occupational Licenses: All businesses in the Village must also have
an occupational license from the County in order to operate a business within the
corporate limits of the County. A portion of the County revenues are remitted to the
Village. The licenses are regulated by Chapter 205, F.S., and by the aforementioned
ordinances. Total estimated revenues from all sources for Fiscal Year 2009 are $100,000.
Fiscal
Year
Electricity Tele-
Communication
Simplified
Communication
Water Gas Oil Total
1996 $888,651 $199,746 $0 $165,169 $37,034 $3,885 $1,294,485
1997 $1,032,445 $274,768 $0 $202,918 $42,066 $3,616 $1,555,813
1998 $989,535 4288,581 $0 $196,271 $36,427 $4,000 $1,514,814
1999 $992,319 $380,934 $0 $208,837 $35,121 $4,262 $1,621,473
2000 $1,000,553 $454,101 $0 $215,063 $52,016 $2,169 $1,723,902
2001 $$1,018,973 $492,442 $0 $197,715 $62,833 $245 $1,772,208
2002 $1,135,000 $0 $550,000 $215,000 $50,000 $5,000 $1,955,000
2003 $1,095,000 $0 $850,000 $249,000 $60,000 $1,000 $2,255,000
2004 $1095,000 $0 $856,000 $197,000 $62,000 $300 $2,210,300
2005 $1,150,000 $0 $710,000 $200,000 $62,000 $500 $2,122,500
2006 $1,150,000 $0 $785,000 $225,000 $83,000 $50 $2,243,050
2007 $1,154,000 $0 $810,170 $310,438 $122,396 $95 $2,397,099
2008 $1,175,000 $0 $835,000 $275,000 $80,000 $95 $2,365,095
2009 $1,180,000 $0 $1,014,435 $215,000 $175,000 $95 $2,584,530
Licenses & Permits
REVENUES
GENERAL FUND FISCAL YEAR 2009
54
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 2009 totals $975,000.
Licenses & Permits
Fiscal Year Occupational Licenses Building Permits Total
1998 $25,749 $978,019 $1,003,768
1999 $40,558 $628,114 $668,672
2000 $58,655 $1,257,986 $1,316,641
2001 $38,212 $1,275,017 $1,308,229
2002 $40,000 $600,947 $640,947
2003 $85,000 $868,185 $854,185
2004 $50,000 $907,358 $957,358
2005 $55,000 $909,922 $964,922
2006 $57,000 $862,945 $919,945
2007 $108,879 $945,247 $1,054,126
2008 $100,000 $975,000 $1,075,000
2009 $100,000 $975,000 $1,075,000
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 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 Shared Revenues
REVENUES
GENERAL FUND FISCAL YEAR 2009
55
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 2008, the
estimated revenue from this source is $240,000. A portion of this revenue has been
pledged for the repayment of the sanitary sewer state planning loan of $437,548 as
per Ordinance 96-6 adopted June 25, 1996. The annual loan payment is $28,134.
Half-Cent Sales Tax: Chapter 82-154, Laws of Florida, created the local government
half-cent sales tax program. It is so named because one half of the proceeds of this
tax are divided between counties and municipalities and the other half goes to the
state. The primary purpose of the tax was to provide relief from Ad-Valorem taxes in
addition to providing counties and municipalities with revenues for local programs.
Current revenues for this fund come from 9.653% of the state sales tax (which is shared
by both counties and cities). The distribution formulas are population-oriented but not
directly proportional to population increase. Municipalities can use these funds for
municipal-wide programs. These funds can also be pledged towards repayment of
bonds or used for capital projects. The estimated revenue from this source for Fiscal
Year 2009 is $710,947.
State Shared Revenues
Fiscal Year Cigarette
Tax
State Revenue
Sharing
Half-Cent
Sales Tax
Local Option
Gas Tax
Total
1996 $10,490 $125,989 $442,273 $211,312 $787,969
1997 $8,395 $126,787 $450,750 $178,732 $766,638
1998 $10,364 $125,324 $507,696 $175,000 $818,524
1999 $10,504 $117,144 $496,571 $178,243 $801,486
2000 $9,528 $130,246 $556,740 $188,206 $883,124
2001 $7,932 $132,230 $585,683 $205,563 $923,476
2002 $0 $140,000 $598,840 $220,000 $958,840
2003 $0 $140,000 $598,840 $220,000 $958,840
2004 $0 $140,000 $620,000 $215,000 $981,500
2005 $0 $150,000 $620,000 $220,000 $990,000
2006 $0 $175,000 $700,000 $0 $882,500
2007 $0 $231,724 $777,141 $0 $1,008,865
2008 $0 $240,000 $735,000 $0 $975,000
2009 $0 $219,191 $710,947 $0 $930,138
REVENUES
GENERAL FUND FISCAL YEAR 2009
56
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 2009, this tax is budgeted as a
revenue source in the Transportation Special Revenue Fund.
Local Option Capital Improvement Gas Tax: A second local option gas tax was
adopted as part of the 1994 budget by the Miami-Dade County Commission on
September 20, 1993 and became effective January 1, 1994. It was levied at five cents
per gallon. Following the County Commission amendment in 1996, the levy has been
reduced to three cents per gallon. The funds are distributed in accordance with an
Interlocal agreement dated July 27, 1993. These funds must be used for transportation
expenditures needed to meet requirements of the capital improvement elements of
an adopted comprehensive plan. The revenue from the local option capital
improvement gas tax for Fiscal 2009 is also budgeted in the Transportation Special
Revenue Fund.
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 2009 is estimated at $275,000.
Fines & Forfeitures: Fines from traffic violations and violations of other laws provide
governments with some additional revenue, as provided in chapters 316 and 318 of
the Florida Statutes. The Village receives 56.4% of the revenues resulting from traffic
enforcement activities of the Village Police Department. The trend for this revenue is
usually constant. Fiscal Year 2009 estimate is $17,775.
Other Revenues
REVENUES
GENERAL FUND FISCAL YEAR 2009
57
Other Revenues
Fiscal Year Interest Income Fines & Forfeitures Total
1996 $280,570 $28,311 $308,881
1997 $248,646 $28,807 $277,453
1998 $233,655 $29,773 $263,428
1999 $231,820 $293,689 $525,509
2000 $315,399 $102,057 $417,456
2001 $291,408 $322,344 $613,752
2002 $200,000 $28,280 $228,280
2003 $111,400 $28,280 $139,680
2004 $75,000 $38,400 $113,400
2005 $58,000 $75,000 $133,000
2006 $225,000 $75,000 $300,000
2007 $239,247 $75,000 $314,247
2008 $375,000 $15,000 $390,000
2009 $275,000 $17,775 $292,775
EXPENDITURES
GENERAL FUND FISCAL YEAR 2009
58
The $27,723,139 Adopted Fiscal Year 2009 Budget allocates funds to eleven departments,
debt service and an amount for capital projects as listed below. The department
expenditure budgets itemize the funding that provides for the overall administration and
management of all governmental functions and activities of the Village. The monies
allocated to each department ensure the proper implementation of policies and
ordinances adopted by the Village Council in an efficient and effective manner. The
Adopted Fiscal Year 2009 Budget expenditures have increased a total of 2% over the
Fiscal Year 2008 expenditures. This increase can be attributed to an increase in personnel
expenses, insurance costs, maintenance and repair expenses, and various increased
reserve accounts allocations.
Attorney
2%
Public Works
9%
Recreation
16%
Fire Rescue
30%
Village Clerk
2%
Village Council
2%
Administration
5%
Police
25%
BZP
8%
Debt Service
1%
Expenditures Adopted
FY 2008
Adopted
FY 2009
Difference Percent
Changed
Village Council $468,963 $474,688 $5,725 1%
Administration 938,822 1,079,552 140,730 15%
Village Clerk 451,276 452,824 1,548 0%
Village Attorney 383,000 483,000 100,000 26%
Debt Service 3,179,902 3,335,456 155,554 5%
Building, Zoning &
Planning
1,638,755 1,687,548 48,793 3%
Police 5,104,248 5,368,707 264,459 5%
Fire Rescue 5,568,523 6,160,922 592,399 11%
Public Works 1,921,489 1,977,948 56,459 3%
Recreation 2,956,003 3,466,299 510,296 17%
Sub-Total 22,610,981 24,486,945 1,875,964 8%
Operating Transfers
for Capital Outlay
4,533,094 3,236,194 <1,298,790> <29>%
Total $27,145,966 $27,723,139 $577,174 2%
EXPENDITURES
GENERAL FUND FISCAL YEAR 2009
59
EXPENDITURE CHANGES RATIONALE
Village Council: While the Mayor and Village Council receive no compensation for their
services as elected officials, there is however expenditures covered in the budget. The
Adopted Fiscal Year 2009 Budget for the Village Council has increased due to the federal
representative’s contract, increases for the Historical Society, and Chamber of
Commerce.
Administration: Administration includes the Village Manager’s Office and the Finance and
Administrative Services Department. At $1,079,552, the Adopted Fiscal Year 2009 Budget
increased due to allocating all of the costs of a new Property Manager and a Customer
Services Representative from other departments.
Village Clerk: The Village Clerk’s Adopted Fiscal Year 2008 Budget will increase by $1,548.
The increase is due to personnel expenses.
Village Attorney: At $483,000, the Village Attorney’s allocation increased due to
anticipated lawsuit costs in the upcoming year.
Debt Service: The Fiscal Year 2009 requirement for debt service is based upon level debt
service and increased by $155,554. The increase is attributable to debt service on a new 1
year temporary loan related to the Sewer Project.
Building, Zoning and Planning: The Building, Zoning and Planning Department budget of
$1,687,548 represents a 3% increase from the Fiscal Year 2008 Budget. The increase is
mainly due to personnel expenses
Police: The Police Department’s Fiscal Year 2009 Budget allocation of $5,368,707
represents a $264,459 increase, or 5%, from the Fiscal Year 2008 Budget. The increase is
attributed to personnel costs, expenses for the department’s patrol boat and a small
increase due to the fleet replacement program.
Fire Rescue: The Adopted Fiscal Year 2009 Budget for Fire Rescue will increase by $592,399
or 11%, due to an increase in personnel expenses and insurance.
Public Works: The Adopted Fiscal Year 2009 Budget for Public Works will increase by 3%, or
$56,459. This change is due to the increase in insurance, increased maintenance
contracts and increased vehicle maintenance costs.
Recreation: At $3,466,299, the Park and Recreation Department’s budget provides for an
increase of $510,296, or 17%. This is due to an increase in personnel expenses and
EXPENDITURES
GENERAL FUND FISCAL YEAR 2009
60
contract services attributed to expanding community center activity and the addition of
a new Athletics Department.
Capital Outlay: The Adopted Fiscal Year 2009 Budget for Capital Outlay is $3,236,194.
EXPENDITURES BY OBJECT CHANGES RATIONALE
Personnel: All full-time and part-time employees who support the functions of the Village
departments. Costs include salaries, overtime, shift differentials, and employee benefits
that include commitments for employee fringe benefits.
Other Expenses: The requirements for a department’s work program, which are provided
by either outside vendors or contractors. Examples are the costs of repair and
maintenance services, the change in costs related to bi-annual election expenses, utilities,
insurance, microfilming, computer supplies, seminars, and printing. A large portion of the
increase in this category is attributable to increased insurance costs and an increase in
maintenance and repairs pertaining to the new Administrative/Police/Fire buildings.
Contract Professionals: This item includes, but is not limited to, the Village Attorney, Village
Engineer, and Landscape Architects.
Supplies: Represents expendable materials and items necessary to carry out a
department’s work program for the fiscal year. Items included are repair and
maintenance materials, chemicals, office supplies and small tools.
Equipment: This category represents expenditures for equipment for each department.
Items include, but are not limited to, recreation equipment, fire/rescue equipment and
police equipment.
Debt Service: This represents the principal and interest payments for all outstanding
associated with the Civic Center Project and the initial sewer system loan.
Capital Outlay: Expenditures in this category are associated with the acquisition and/or
construction of major capital facilities and improvements such as sidewalks, underground
wiring, landscaping and contributions to reserves.
VILLAGE COUNCIL
FISCAL YEAR 2009 BUDGET
61
OOrrggaanniizzaattiioonnaall CChhaarrtt
Citizens/Residents
of
Key Biscayne
Local
Planning
Agency
Village Council
Robert Vernon, Mayor
Michael Davey
Enrique Garcia
Robert Gusman
Michael Kelly
Jorge Mendia
Thomas Thornton
MISSION
STATEMENT
To provide a safe, quality community environment for
all islanders through responsible government.
VILLAGE COUNCIL
FISCAL YEAR 2009 BUDGET
62
FUNCTIONAL ORGANIZATIONAL CHART
The Mayor, as a member of
the Village Council, is the
Chairman of the Village
Council.
The Mayor is responsible for
presiding at all Village
Council meetings, executing
all ordinances, resolutions
and contracts on behalf of
the Village and represents
the Village and Village
Council at public events.
The Council represents the
citizens of Key Biscayne by
promoting effective
government through
responsive policy direction
and leadership to meet
current and future needs of
the Village.
The Council is mandated by
the Village Charter and
responsible for the
formulation of the overall
policies of the Village which
then are implemented by
the Village Manager.
The Council serves as the
Local Planning Agency. Its
purpose is to prepare the
local comprehensive plan
and conduct the
comprehensive planning
program.
Village Council
VILLAGE COUNCIL
FISCAL YEAR 2009 BUDGET
63
DEPARTMENTAL DESCRIPTION
Key Biscayne operates under the Council-Manager form of government in
accordance with its Charter. Legislative authority is vested in a seven member Village
Council consisting of a Mayor and six Council Members all elected at large and on a
non-partisan basis. The mayor and the council members are elected by the electors
of the Village for a two-year term. No person shall serve as mayor for more than two
consecutive elected terms, and no person may serve on the council, or as any
combination of mayor and council member, for more than eight consecutive years.
The Council, as the legislative body of the Village, determines public policy to meet
community needs and appoints a Village Manager who is responsible for
administration of that policy and managing the Village’s departments and services.
The Council also appoints the Village Clerk and the Village Attorney. The Council is
responsible for the overall direction of the village and general welfare of Key Biscayne
residents.
Village Council elections are held on the first Tuesday after the first Monday of
November, every even numbered year. To be eligible to seek office, a person must
be a resident of the Village of Key Biscayne for at least one year and be a qualified
elector of the Village.
The members of the Village Council also serve as the Local Planning Agency. The
Local Planning Agency was responsible for the development of the Comprehensive
Master Plan. The Council sits as the Zoning Appeals Board. The Local Planning Agency
was created by Ordinance 92-08 on February 25, 1992. Its purpose is to prepare the
local comprehensive plan and conduct the comprehensive planning program. All
meetings of the Local Planning Agency are public meetings and agency records are
public. The Master Plan was adopted by the Village Council by Ordinance 95-8,
September 12, 1995 and accepted by the Florida Department of Community Affairs
on October 20, 1995.
VILLAGE COUNCIL
FISCAL YEAR 2009 BUDGET
64
Responsibilities of the Local Planning Agency
Prepare the local comprehensive plan and any amendments.
Make recommendations to the municipal governing body regarding the adoption
or amendment of plan.
Hold Public Hearings on the proposed plan or plan amendment.
Monitor the effectiveness and status of the comprehensive plan.
Make recommendations to the municipal governing body concerning any
changes required to the comprehensive plan.
Review proposed land development regulations and codes, and inform the
governing body of the consistency of the proposal with the local comprehensive
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.
2002 2003 2004 2005 2006 2007
Meetings 8 15 17 12 11 12
Special Meetings 7 7 4 10 7 12
Resolutions 61 43 55 44 52 66
Ordinances 8 10 11 20 12 10
Workshops 2 4 3 6 4 4
2009 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
VILLAGE COUNCIL
FISCAL YEAR 2009 BUDGET
65
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 2005 FY 2006 FY 2007 FY 2008 FY 2009 % Change
from FY 08
Administrative Expenses $30,000 $30,000 $37,000 $40,000 $40,000 0%
Other Expenses $192,367 $332,912 $421,424 $424,963 $434,688 2.3%
Total Departments $222,367 $362,912 $458,424 $468,963 $474,688 1.2%
Village Council
FY2008 Adopted Variance
Description Budget FY2009
ADMINSTRATIVE EXPENSES $40,000 $40,000 0%
MEMBERSHIP AND DUES $16,000 $16,000 0%
WEBSITE/COMMUNICATIONS $9,240 $9,240 0%
ART IN PUBLIC PLACES $41,000 $41,000 0%
CAPITAL OUTLAY $85,000 $85,000 0%
INSURANCE $21,352 $21,352 0%
COMMITTEE EXPENSES $500 $500 0%
STATE RELATIONS REPRESENTATIVE $50,000 $55,000 10%
FEDERAL RELATIONS REPRESENTATIVE $100,000 $75,000 -25%
UTILITIES $6,108 $4,933 -19%
CHAMBER OF COMMERCE $55,063 $75,063 36%
YOUTH COUNCIL CONFERENCES $35,700 $35,700 0%
$9,000 $15,000 67%
Total Council $468,963 $474,688 1.22%
At $474,688, the Village Council budget increased $5,725 from Fiscal Year 2008.
The increase is due to the addition of the Historical Society line item.
BUDGET SUMMARY
OFFICE OF THE VILLAGE MANAGER
FISCAL YEAR 2009 BUDGET
66
OOrrggaanniizzaattiioonnaall CChhaarrtt
Citizens/Residents
of
Key Biscayne
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.
Village Council
Village Manager
Facilities
Manager
MISSION
STATEMENT
IT Administrator Executive
Assistant to the
Manager
Customer
Service
Representative
Special
Projects
Coordinator
OFFICE OF THE VILLAGE MANAGER
FISCAL YEAR 2009 BUDGET
67
FUNCTIONAL ORGANIZATIONAL CHART
DEPARTMENTAL DESCRIPTION
The Village manager is the chief executive officer and administrative head of the
Village, with the responsibility for planning, organizing, directing, staffing, coordinating
and budgeting for the widespread programs and services for the citizens of the
Village. The Village Manager is appointed by and serves at the pleasure of the Village
Council, and is directly responsible for executing Village laws and ordinances and is
responsible for implementation of policies set fourth by the Village Council. The Village
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
Provide leadership in the
management and the
execution of Village policies.
Manage all Village
governmental affairs, direct
and supervise the
administration and functions
of all Village departments,
offices and agencies.
Liaison with Municipal,
County, State and
Federal agencies on
issues of mutual
concern.
Plan and develop
programs in order to
meet the future needs
of the residents and
visitors of the Village.
Village Manager
OFFICE OF THE VILLAGE MANAGER
FISCAL YEAR 2009 BUDGET
68
Capital Improvements Program. The Village Manager develops and recommends
alternative solutions to community problems as well as plans and develops programs
to meet the future physical, social, and cultural needs of the Village. The Village
Manager is responsible for the execution of contracts, deeds and other document on
behalf of the Village to the extent provided by Council, and is responsible for the
enforcement of all laws, charter and acts of the Council.
Authorized Positions FY
2004
FY
2005
FY
2006
FY
2007
FY
2008
FY
2009
Village Manager 1.0 1.0 1.0 1.0 1.0 1.0
Assistant Village Manager 1.0 1.0 0.0 0.0 0.0 0.0
Assistant to the Manager 0.0 1.0 1.0 1.0 1.0 1.0
IT Administrator 1.0 1.0 1.0 1.0 1.0 1.0
Customer Service
Representative
0.0 0.0 0.0 0.0 0.0 1.0
Facilities Manager 0.0 0.0 0.0 0.0 0.0 1.0
Special Projects
Coordinator
0.0 0.0 0.0 0.0 0.0 0.25
Receptionist – Part Time 0.5 0.0 0.0 0.0 0.0 0.0
Total 3.5 4.0 3.0 3.0 3.0 5.25
2009- 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.
OFFICE OF THE VILLAGE MANAGER
FISCAL YEAR 2009 BUDGET
69
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.
FINANCE AND ADMINISTRATIVE SERVICES DEPARTMENT
FISCAL YEAR 2009 BUDGET
70
OOrrggaanniizzaattiioonnaall CChhaarrtt
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.
Finance
Director
Human Resource
Coordinator
Village Manager
Village Council
Citizens/Residents
Key Biscayne
FINANCE AND ADMINISTRATIVE SERVICES DEPARTMENT
FISCAL YEAR 2009 BUDGET
71
FUNCTIONAL ORGANIZATIONAL CHART
DEPARTMENTAL DESCRIPTION
The Department of Finance and Administrative Services is responsible for coordinating
the financial operation of the Village departments. Under the direction and
supervision of Randolph G. White, P.A., the Department has two main functions:
Finance, which is the central fiscal control and accounting agency of the Village,
Administrative Services, which coordinates and administers Personnel Policies and
employee benefits programs, and risk management which deals with worker’s
compensation and insurance.
The Director of the Finance and Administrative Services Department serves as the chief
fiscal officer for the Village and coordinator of the employee benefits program. The
Department deals with daily finance/accounting activities including payrolls and
audits, preparation of the operating and capital budgets, preparation of
Responsible for coordinating
the financial operation of
the Village departments.
Coordinate and administer
personnel policies and
employee benefits
programs, and risk
management.
Coordinate and prepare the
annual operating budget.
Responsible for comprehensive
insurance program.
Enterprise Fund administration
consisting of billing for Solid
Waste accounts and
Stormwater fee calculation
and administration.
Capital Improvement Fund
project accounting.
Finance and Administrative Services Department
FINANCE AND ADMINISTRATIVE SERVICES DEPARTMENT
FISCAL YEAR 2009 BUDGET
70
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 Human Resource
Manager. 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 2008. 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, 2008. All available funds were invested in sweep arrangements with SunTrust
Bank and Northern Trust Bank. Additional surplus funds were invested in Certificates of
Deposit with varying maturities, and cash management agreements with Colonial
Bank. The advantage of the cash management agreements are that all significant
cash balances in both banks earn interest on a daily basis without having to be
transferred to other investments or recalled when needed. Insurance policies were
monitored on an ongoing basis for the lowest premiums and best coverage.
Information was periodically made available to employees concerning all programs
for which they were eligible. To effectively supervise billing functions for the enterprise
funds procedures have been established to promptly record Village properties as they
come on line.
FINANCE AND ADMINISTRATIVE SERVICES DEPARTMENT
FISCAL YEAR 2009 BUDGET
71
PERFORMANCE INDICATORS
ACTIVITY FY 2004
Actual
FY 2005
Actual
FY 2006
Actual
FY 2007
Actual
FY 2008
Actual
FY 2009
Estimated
Payroll Checks 3,100 3,126 3,150 3,162 3,175 3,180
Accounts Payable Checks 3,085 3,177 3,577 3,522 3,600 3,750
Solid Waste Bills 1,294 1,286 1,286 1,286 1,286 1,286
Employees Insurance
Premiums
$403,733 $527,094 $577,800 $685,291 $1,043,000 $1,043,000
Property Liability Premiums $322,410 $348,026 $432,848 $432,848 $435,000 $435,000
Manage Investments $7,262,251 $6,892,191 $11,234,789 $11,234,78
9
$14,000,000 $14,000,000
CAFR Award 1 YES YES YES YES YES YES
Budget Award 2 NO NO NO NO NO NO
Audit Submittal March 31 March 31 March 31 June 30 June 30
1 Comprehensive Annual Financial Report Certificate of Achievement. (1992 first received)
2 Annual Distinguished Budget Presentation Award. (1993 first received)
2009 DEPARTMENTAL OBJECTIVES & MANAGEMENT
OVERVIEW
It is the goal of the Finance and Administrative Services Department to provide the
most timely and accurate financial reports and to continue to earn the Annual
Certificate of Excellence in Financial Reporting (CAFR) from the Government Finance
Officers Association (GFOA). The Finance Department will begin working with
department heads in January 2008 in preparation for the Fiscal Year 2009 operating
budget. It is our goal to once again, 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 Village Health Insurance Program twice annually and advises
employees of the opportunity for changes.
FINANCE AND ADMINISTRATIVE SERVICES DEPARTMENT
FISCAL YEAR 2009 BUDGET
72
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 2004 2005 2006 2007 2008 2009
Human Resource Manager 1 1 1 1 1 1
Total 1.0 1.0 1.0 1.0 1.0 1.0
FUNDING LEVEL SUMMARY
FY 2004 FY 2005 FY 2006 FY 2007 FY 2008 FY 2009 % Change
from FY 08
Personnel
Expenses
$397,660 $485,851 $422,030 $496,702 $465,050 $632,029 35.91%
Operational
Expenses
$641,841 $746,549 $745,913 $733,848 $473,772 $436,999 -7.76%
Capital Outlay $0 $0 $0 $5,500 $0 $10,524 100%
Total
Department
$1,039,501 $1,232,400 $1,167,943 $1,236,050 $938,822 $1,079,552 14.99%
Budget Actual Adopted Adopted
he Finance and Administrative Services Budget increased $140,730 from the
previous year due to an increase in personnel costs.
BUDGET SUMMARY
FINANCE AND ADMINISTRATIVE SERVICES DEPARTMENT
FISCAL YEAR 2009 BUDGET
69
FY2008 Adopted Variance
Budget FY2009 % Dollar
VILLAGE MANAGER $165,000 $178,447 8% $13,447
ASSISTANT TO THE MANAGER $65,287 $60,000 -8% ($5,287)
HUMAN RESOURCES COORDINATOR $69,070 $71,143 3% $2,073
IT ADMINISTRATOR $63,831 $69,034 8% $5,203
FACILITIES & CAPITAL PROJ. MANAGER $0 $60,000 100% $60,000
CUSTOMER SERVICE REP $0 $35,000 100% $35,000
SPL PROJECT/COMMUNICATIONS COORD. $0 $16,811 100% $16,811
COMPENSATED ABSENCES* $0 $0 0% $0
PAYROLL TAXES $27,784 $37,518 35% $9,734
RETIREMENT CONTRIBUTIONS $43,583 $58,852 35% $15,269
LIFE, HEALTH, DISABILITY INSURANCE $28,389 $42,870 51% $14,481
WORKERS COMPENSATION $2,106 $2,354 12% $248
APPRAISERS $5,000 $5,000 0% $0
INDEPENDENT AUDITORS $50,000 $50,000 0% $0
FINANCE DIRECTOR - CONTRACT $111,395 $114,737 3% $3,342
MAINTENANCE CONTRACT $3,333 $1,334 -60% ($1,999)
ADMINISTRATIVE EXPENSES $43,565 $44,975 3% $1,410
TRAVEL & PER DIEM $3,800 $3,800 0% $0
WEBSITE/COMMUNICATIONS $7,000 $7,000 0% $0
COMMUNICATIONS $11,500 $10,500 -9% ($1,000)
POSTAGE $9,200 $9,500 3% $300
UTILITIES $9,167 $8,402 -8% ($765)
RENTALS & LEASES $18,260 $19,400 6% $1,140
INSURANCE $11,872 $11,872 0% $0
BUILDING MAINTENANCE $50,000 $40,000 -20% ($10,000)
VILLAGE HALL MAINTENANCE $10,277 $0 -100% ($10,277)
PRINTING & BINDING $800 $900 13% $100
MISCELLANEOUS EXPENSES $2,300 $2,300 0% $0
MEMBERSHIPS, EDUCATION & TRAINING $4,780 $6,280 31% $1,500
OFFICE SUPPLIES $10,000 $10,000 0% $0
FURNITURE & FIXTURES $1,000 $1,000 0% $0
EQUIPMENT $10,524 $10,524 0% $0
CONTINGENCY FOR EMERGENCY* $100,000 $90,000 -10% ($10,000)
$938,823 $1,079,552 14.99% $140,729
OFFICE OF THE VILLAGE CLERK
FISCAL YEAR 2009 BUDGET
76
DEPARTMENTAL ORGANIZATIONAL CHART
Key Biscayne
MISSION
STATEMENT
MISSION
STATEMENT
To provide a safe, quality community environment for all
islanders through responsible government.
Citizens/Residents
Village Council
Village Clerk
Assistant to the
Clerk
OFFICE OF THE VILLAGE CLERK
FISCAL YEAR 2009 BUDGET
77
FUNCTIONAL ORGANIZATIONAL CHART
DEPARTMENTAL DESCRIPTION
The Office of the Village Clerk was established on June 18, 1991 with the adoption of
the Village Charter. The Charter prescribes that the Council shall appoint a Village
Clerk who shall give notice of Village Council meetings, keep a journal of its
proceedings and perform such other duties as may be prescribed the by Village
Council from time to time.
The Village Clerk acts as
Secretary to the Council
by recording and
maintaining accurate
minutes of the
proceedings of the
Village Council, publishing
public notices, and
maintaining custody of all
official records not
handled by someone
else.
The Village Clerk serves as
the Supervisor of Elections
for the Village.
Administers the publication
of the Village Code, code
supplements and the Village
Charter.
Provides notary services and
administers oaths of office to
Village officials.
Serves as Financial Disclosure
Coordinator with the State of
Florida Commission on Ethics
and serves as the Records
Management Liaison with
the State of Florida
Department of State.
Village Clerk
OFFICE OF THE VILLAGE CLERK
FISCAL YEAR 2009 BUDGET
78
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.
2009 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.
OFFICE OF THE VILLAGE CLERK
FISCAL YEAR 2009 BUDGET
79
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 FY 2004 FY 2005 FY 2006 FY 2007 FY 2008 FY2009
Village Clerk 1 1 1 1 1 1
Staff Assistant – Full Time 1 1 1 1 1 1
Total 2.0 2.0 2.0 2.0 2.0 2.0
FUNDING LEVEL SUMMARY
FY 2004 FY 2005 FY 2006 FY 2007 FY 2008 FY 2009 %
Change
Personnel Expenses $130,093 $138,980 $156,102 $157,467 $171,752 $183,565 6.9%
Operational Expenses $215,671 $202,735 $210,834 $251,603 $303,524 $263,259 -13.3%
Capital Outlay $0 $3,000 $6,000 $6,000 $6,000 $6,000 0%
Total Department $345,764 $344,715 $372,937 $415,070 $451,276 $452,824 0.3%
The Village Clerk’s budget for Fiscal Year 2009 increased $1,548 over the previous
year.
BUDGET
OFFICE OF THE VILLAGE CLERK
FISCAL YEAR 2009 BUDGET
80
VILLAGE CLERK
FY2008 Adopted Variance
Budget FY2009 % Dollar
CITY CLERK $98,348 $105,365 7% $7,017
ASSISTANT TO CITY CLERK $35,058 $37,915 8% $2,857
COMPENSATED ABSENCES $0 $0 0% $0
PAYROLL TAXES $10,206 $10,961 7% $755
RETIREMENT CONTRIBUTIONS $16,009 $17,194 7% $1,185
LIFE, HEALTH, DISABILITY INSURANCE $11,357 $11,357 0% $0
WORKERS COMPENSATION $774 $774 0% $0
MAINTENANCE CONTRACT $3,333 $1,333 -60% ($2,000)
TRAVEL & PER DIEM $4,476 $4,428 -1% ($48)
CAR ALLOWANCE $4,800 $4,800 0% $0
WEBSITE COMMUNICATIONS $4,500 $4,500 0% $0
TELEPHONE & POSTAGE $3,300 $3,300 0% $0
UTILITIES $10,775 $8,392 -22% ($2,383)
RENTALS & LEASES $2,460 $2,460 0% $0
INSURANCE $11,871 $11,871 0% $0
MAINTENANCE & REPAIRS $2,500 $2,500 0% $0
VILLAGE HALL MAINTENANCE $10,277 $10,277 0% $0
IMAGING EQUIPMENT/SUPPLIES $5,000 $5,000 0% $0
ORDINANCE CODIFICATION $3,500 $3,500 0% $0
INDEXING MINUTES $2,500 $0 -100% ($2,500)
ELECTION EXPENSES $30,000 $30,000 0% $0
ELECTION ADVERTISING $30,000 $30,000 0% $0
LEGAL ADVERTISING $75,000 $75,000 0% $0
VIDEOGRAPHER & EQUIPMENT $53,733 $50,400 -6% ($3,333)
VIDEO STREAMING $6,259 $6,259 0% ($0)
OFFICE SUPPLIES $5,500 $5,500 0% $0
VIDEO & FILMING SUPPLIES $2,500 $2,500 0% $0
MEMBERSHIP & DUES $1,240 $1,240 0% $0
CAPITAL OUTLAY $6,000 $6,000 0% $0
$451,276 $452,824 0.3% $1,548
VILLAGE ATTORNEY
FISCAL YEAR 2009 BUDGET
81
OOrrggaanniizzaattiioonnaall CChhaarrtt
Citizens/Residents
of
Key Biscayne
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.
Village Council
Village Attorney
Weiss Serota
Helfman Pastoriza
Guedes Cole &
Boniske, P.A.
VILLAGE ATTORNEY
FISCAL YEAR 2009 BUDGET
82
FUNCTIONAL ORGANIZATIONAL CHART
DEPARTMENTAL DESCRIPTION
The Office of the Village Attorney was created by Section 3.05 of the Village Charter.
The primary goal of the Office of the Village Attorney is to provide legal services to the
Village as a municipality. The Village Attorney is appointed directly by the Village
Council. As the Village’s legal counsel, the office is committed to serving the public of
Key Biscayne by providing legal advice to the Village council and Village Staff.
The Village of Key Biscayne receives legal services under contract wit the law firm of
Weiss Serota Helfman Pastoriza & Guedes, P.A. To date, the firm has been able to
provide all legal needs to the Village without the necessity of retaining outside
counsel. The sole exception to this was the retention of independent bond counsel, as
is customary with municipal governments.
Provides legal services to the
Village as a municipality.
Ensures that the various rules,
laws and requirements of
state, local and federal
governments are understood
and followed by the Village.
Reviews and prepares
contracts, ordinances and
resolutions.
Represents the Village in
litigation matters.
Provide legal support services
to the Village Council and
staff
Village Attorney
VILLAGE ATTORNEY
FISCAL YEAR 2009 BUDGET
83
The firm provides legal advice and services to the Village on a regular basis in the
following areas:
Personnel matters Real estate and real estate related matters
Land use and zoning matters Construction and construction related
Sunshine Law issues
Drafting and/or review of contracts Public Records Law
Litigation Drafting of resolutions and ordinances
Stormwater Utility Preventive advice relating to contested
Police related legal advice matters
Conflict of interest issues State and National Legislative Matters
Lien procedures
2009 DEPARTMENTAL OBJECTIVES
To continue to provide the Village with legal advice that helps the Village
accomplish its goals while continuing to avoid costly litigation.
To try to satisfactorily resolve pending litigation. If settlement is not possible, to
pursue litigation to a successful conclusion.
To continue to approach problems as opportunities for arriving at creative solutions.
To continue to provide unbiased legal advice.
To continue to work with the administration in order to standardize forms and
procedures to reduce the necessity for legal work and associated costs.
VILLAGE ATTORNEY
FISCAL YEAR 2009 BUDGET
84
RESIDENT’S EXECUTIVE SUMMARY – Village Attorney
FY 2004 FY 2005 FY 2006 FY 2007 FY 2008 FY 2009 %
Change
Legal Fees $300,000 $300,000 $350,000 $350,000 $350,000 $350,000 0.0%
Professional
Fees
$25,000 $25,000 $25,000 $25,000 $25,000 $25,000 0.0%
Other Expenses $8,000 $8,000 $8,000 $8,000 $8,000 $8,000 0.0%
Total
Department
$333,000 $333,000 $333,000 $383,000 $383,000 $383,000 0.0%
Village Attorney
FY2007 Adopted
Description Budget FY2008 Variance
PROFESSIONAL FEES $265,000 $265,000 0%
PROFESSIONAL FEES-LAWSUITS $60,000 $60,000 0%
PROFESSIONAL SERVICES - LABOR
RELATIONS $25,000 $25,000 0%
PROFESSIONAL FEES-CONT. MATTERS $25,000 $25,000 0%
OTHER PROFESSIONAL FEES $5,000 $5,000 0%
COURT COSTS & FEES $1,500 $1,500 0%
OTHER EXPENSES $1,500 $1,500 0%
Total Attorney $383,000 $383,000 0.00%
The Village Attorney’s budget for Fiscal Year 2009 remained the same as Fiscal
Year 2008.
BUDGET SUMMARY
DEBT SERVICE FISCAL YEAR 2009 BUDGET
85
BONDS
REVENUE BONDS, which can be issued only by the authorization of the Village
Council, must be secured by a pledge of an appropriate and adequate revenue
stream. All current debt is financed by Revenue Bonds as bank loans.
GENERAL OBLIGATION BONDS can only be issued by voter approval at a
referendum authorizing the pledge of the full faith and credit of the Village. The
State of Florida does not impose a limit on the amount of debt a municipality may
incur. The legal authority for borrowing monies is provided to the Village by Sections
166.021 and 166.111, Florida Statutes. The Village has no outstanding general
obligation debt.
DEBT RESTRICTIONS
The Charter requires five (5) affirmative votes for any borrowing (Section 4.10) and
the adopted annual budget must be balanced (Section 4.05). Section 4.10 of the
Charter requires the debt be limited by Ordinance. Also, State law prohibits a mill
rate in excess of 10 mills. Section 4.03 (9) requires that each elector receive a
notice by mail of the action by Council to initiate a capital project in excess of
$500,000.
The Master Plan requires that the Village pursue a prudent policy of borrowing for
capital improvements or other purposes (Policy 1.15). The Financial Policy
Statement has six (6) guidelines regarding debt.
Section 5.02 of the Charter permits electors to require reconsideration of an
ordinance within 30 days after the date of adoption of the borrowing ordinance
and if the adopted budget ordinance exceeds five (5) mills (Section 5.02B).
Ordinance 97-1, January 16, 1997 limits outstanding debt. Based on the 2003
budget and in accordance with Section 4.10 of the Village Charter, the limit is 1% of
assessed valuation ($3.259 billion) or an amount that exceeds 15% of the annual
general fund expenditures ($ 16,401,073), whichever is greater.
DEBT SERVICE FISCAL YEAR 2009 BUDGET
86
CIVIC CENTER BOND ISSUES
At the April 20, 1999 Council Meeting, financing options were again discussed
including financing the civic center with or without refinancing the Village Green
and for a thirty (30) year period. At the May 11, 1999 meeting, the Council
discussed the amount and the length of the borrowing. Financing issues discussed
again included the amount, the term of the loan, and the option of refinancing the
Village Green. These issues were summarized in a May 17 report, “Village Civic
Center Financing Plan,” discussed at the May 18th workshop. At this Workshop,
Council directed staff to prepare an ordinance to borrow $ 10 million, 20 years.
Both series bank loans shall be payable exclusively from legally available non - ad
valorem revenues of the Village.
Capital Improvement Revenue Bonds
Series 1999
A $ 10 million, 20 year borrowing Ordinance (99-6) was approved at the June 22,
1999 Council Meeting. Resolution 99-71, adopted on July 23, 1999 authorized the
twenty-year bank loan from Bank of America at an annual fixed interest rate of
4.715%. Interest payments are due June 1st and December 1st and the principal on
December 1st. Payments for Fiscal Year 2009 are $821,435.
Series 2000
Ordinance 2000-8 approved July 11, 2000, authorized the second $10 million, 20
year borrowing. Resolution 2000-57 adopted October 24, 2000 authorized the
twenty-year loan at an annual fixed rate of 5.24% from Wachovia National Bank.
Interest payments are due June 1st and on December 1st. The principal shall be
paid December 1st and started December 1, 2004. The payment for Fiscal Year
2009 is $890,881.
Series 2002
Ordinance 2002-11 approved October 22, 2002 authorized the issuance of not
exceeding $9,987,551, 20 year borrowing. This being the third in a series of
borrowing necessary to complete construction of the Village Civic Center project.
The loan bears an interest rate at 3.59% for ten years (to 11/1/2012), the initial
interest rate period. The second interest rate period commences 11/1/2012 until
maturity. The first principal payment started August 1, 2004. The payment for Fiscal
Year 2009 is $ 725,328.
DEBT SERVICE FISCAL YEAR 2009 BUDGET
87
Series 2004
Ordinance 2004-8 approved August 31, 2004, authorized the issuance of not to
exceed $2,800,000 of Land Acquisition and Capital Improvement Revenue Bonds,
20 year borrowing. This being the fourth and final in a series of borrowing necessary
to complete the remaining infrastructure of the Village Civic Center Project. The
loan bears interest at 3.83% for seven years (to 11/1/2012) the initial interest rate
period. The second interest rate period commences 11/1/2012 until maturity. The first
principal payment started August 1, 2005. The payment for Fiscal Year 2009 is $
386,956.
SANITARY SEWER FUND
Ordinance 99-9, adopted November 9, 1999, authorized the filing of a second
amendment to the Sanitary Sewer Loan application (which was approved and
executed by the State ($ 7,712,919) on November 15, 1999) and increased the loan
from its original level of $ 723,762 covering pre-construction costs to a level of
$7,941,990. In accordance with Ordinance 97-1, the project is expected to be
completed prior to the beginning of Fiscal Year 2010. Accordingly, all unused funds
drawn on the loan will be repaid (a prepayment) and the Village has cancelled
requests for further draws.
A temporary loan for a period of one year was closed in August 2008, in the amount
of $5,000,000. These funds represent the Village’s responsibility exclusive of funding
from out side agencies, which have pledged funds for the remainder of the project
costs. The loan will be renegotiated with a permanent financing in August of 2009.
DEBT SERVICE FISCAL YEAR 2009 BUDGET
88
Stormwater Utility Fund
1/25/1999
$7.2 M
1999
4.136%
$5,200,000
$365,000
$214,760
$4,835,000
Annual General Fund Debt Service Payment
Category
Adopted 2006
Adopted 2007
Adopted 2008
Adopted 2009
Civic Center - Series 1999 $819,026 $819,223 $824,372 $821,435
Civic Center - Series 2000 $893,608 $892,124 $889,592 $890,881
Civic Center - Series 2002 $741,177 $741,177 $741,177 $725,328
Civic Center – Series 2004 $219,785 $219,785 $219,785 $386,956
Sanitary Sewer- Loan #1 $28,134 $28,134 $28,134 $28,134
Sanitary Sewer- Loan #2 $0 $0 $281,866 $286,733
Parking Lot Loan $0 $0 $180,490 $180,490
Total General Fund Debt Service
$2,701,730 $2,700,443 $3,165,415 $3,335,456
General Fund
Issue Date
Amount
Series
Rate
Outstanding
9/30/2008
Principal
Payment
Interest
Payments
Outstanding
9/30/2008
7/23/1999
$10 M
1999
4.715% $7,585,000
$475,000
$346,435 $7,110,000
10/24/2000
$10 M
2000
5.240% $8,360,000
$465,000
$425,881 $7,895,000
11/27/2002 $9.9 M 2002 3.590% $8,239,236 $435,571 $289,757 $7,803,665
8/31/2004
$2.8M
2004
3.383%1 $2,409,745
$286,476
$100,480 $2,123,269
Subtotal
$26,593,981
$1,662,047
$1,162,553 $24,931,934
Transportation Special Revenue Fund
Issue Date
Amount
Series
Rate
Outstanding
9/30/2008
Principal
Payment
Interest
Payments
Outstanding
9/30/2009
8/19/2005 $3.5 M 2005 4.05% $3,352,883 $197,869 $136,216 $3,155,014
10/24/2006 $4.0 M 2006 4.05% $3,933,436 $142,861 $151,595 $3,790,575
Subtotal $7,286,319 $340,730 $287,811 $6,945,589
Sanitary Sewer Fund
Issue Date
Amount
Series
Rate
Outstanding
9/30/2008
Principal
Payment
Interest
Payments
Outstanding
9/30/2009
7/1/1999 $437,548 2.56% $339,002 $19,580 $8,554 $319,422
8/1/2008 $5.0 M 5.0% $5,000,000 $62,500 $5,000,000
Subtotal $5,339,002 $19,580 $71,054 $5,319,422
DEBT SERVICE FISCAL YEAR 2009 BUDGET
89
TOTAL VILLAGE DEBT $41,334,778 $1,904,478 $1,722,756 $33,834,778
SUMMARY OF OUTSTANDING GENERAL FUND DEBT
FY
Civic Center
Sanitary
Sewer
Outstanding
Debt
Limit 1%
Available
2004
$29,161,895
$412,527
$29,574,422
$36,611,145
$7,036,723
2005
$30,800,609
$394,841
$31,195,450
$38,753,355
$7,557,905
2006
$29,440,636
$376,701
$29,817,336
$42,876,749
$13,059,412
2007
$28,049,778
$338,090
$28,387,868
$56,300,460
$27,912,592
2008 $26,593,981
$339,002 $26,932,983 $65,141,128 $38,208,145
2009 $24,931,931
$5,319,422 $30,251,353 $64,347,274 $34,095,921
1Interest rate changes November 1, 2012.
*The Village is currently rated by Moody’s and Standard and Poor’s
90
BUILDING, ZONING AND PLANNING DEPARTMENT___________
FISCAL YEAR 2009 BUDGET
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.
NEW HOME
MACKEL HOME
1
BUILDING, ZONING AND PLANNING DEPARTMENT
ORGANIZATIONAL CHART
Director
Building Official
Receptionist/
Permit Clerk
Chief Permit
Clerk
Permit Clerk
Permit Clerk
Chief
Building
Inspector
Chief
Electrical
Inspector
Chief
Plumbing
Inspector
Chief
Mechanical
Inspector
Plan
(Zoning)
Reviewer
Sr. Code
Enforcement
Officer
Building
Inspector
Permit
Clerk/Code
Enforcement
BUILDING, ZONING, AND PLANNING DEPARTMENT
FISCAL YEAR 2009 BUDGET
92
FUNCTIONAL ORGANIZATIONAL CHART
Administration of the
Department.
Coordinates with other
departments and
organizations.
Responsible for purchases
and procurements.
Administers the personnel
process and training.
Maintains and manages all
records and reports.
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.
Staff to the Zoning Ordinance
Review Committee, the Art in
Public Places Board, Charter
High School Board, and
Landscape Master Plan
Committee.
Office of the Director
Building Division
Administration of the
Florida Building Code.
Processes and issues of
building permits.
Inspections: Building,
Electrical, Plumbing,
Mechanical, Zoning, and
Landscaping.
Issues Certificates of
Occupancy.
Issues Certificates of
Completion.
Enforce the Florida
Building Code.
Staff to the Special
Magistrates.
Zoning Division
Administration of the
Zoning and Land
Development
Regulations.
Zoning plan and
landscape plan review
for building permits.
Processes site plans,
zoning amendments,
and variances.
Enforces the Zoning
code.
Administers the Special
Magistrate Process.
Administration of
Occupational Licenses
including issuance and
enforcement
Planning Division
Process Master Plan EAR
based amendments.
Staff to the Zoning
Ordinance Review
Committee, Art in Public
Places Board, Special
Magistrates, and the
Landscape Committee.
Prepares the Five Year
Capital Improvements
Plan.
Landscape design
services for Village
projects.
Re-design of Calusa Park.
Staff to the Charter High
School Project.
Staff to Recreation and
BUILDING, ZONING, AND PLANNING DEPARTMENT
FISCAL YEAR 2009 BUDGET
93
DEPARTMENTAL DESCRIPTION
The Department is composed of three (3) divisions: Building, Zoning and Planning, which
work together to accomplish the Department's mission statement. The Department also
provides information, reports, and recommendations relating to the orderly growth and
development of the Village to the Council and Manager. The Department also provides
Geographic Information Services to all Departments and governmental agencies.
The Building Division's primary responsibility is the administration of the Florida Building
Code. Staff provides for the orderly processing of permits, performs inspections in a timely
and safe manner, and insures that construction complies with the provisions of all
applicable codes. Staff also verifies that contractors have the proper credentials and
licenses to perform work in the Village. Staff also insures that all construction work has
received building permits. Property owners and contractors that are working without
permits receive violation notices, fines, and penalties. The Department also verifies that all
remodeling and additions comply with FEMA regulations.
The Zoning Division is responsible for reviewing plans for compliance with the Zoning and
Land Development Regulations and providing information to residents and architects on
the development potential of property. This Division also enforces the zoning and property
maintenance standards. Staff issues occupational licenses to all businesses. This work
involves inspections, invoices and collection of delinquent accounts. Staff administers
change of zoning requests, variance applications, and prosecution of violators before the
Special Master, Miami-Dade County Construction Regulation Board, and Florida
Department of Business Regulations Division of Construction.
The Planning Division administers the 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 and recommendations to the Village Council regarding
Site Plan Review applications and variances. Staff prepares studies as directed by the
Village Manager.
Planning and Zoning Division provides staff support to the following Committees: Special
Magistrates, Art in Public Places Board, Landscape Committee, and the Zoning Ordinance
Review Committee.
BUILDING, ZONING, AND PLANNING DEPARTMENT
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ACCOMPLISHMENTS FOR FISCAL YEAR 2008
1. Sonesta Drive Streetscape Improvements. In 2007, the Village Council approved
a site plan showing a 165 multiple family unit building at the Sonesta property.
One of the conditions of the approval required the developer to design and
construct streetscape improvements to Sonesta Drive. In 2008, staff coordinated
this effort including two meetings with residents in Holiday Colony. The
improvements include a new road, curbs, street lighting, landscaping, drainage,
a wall along the north boundary, and sidewalk. It is anticipated the Council will
review this plan in 2009.
2. 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 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 in July of 2005. This work was funded
through the sale of bonds that were supported by the ½ penny sales tax which
leveraged $3.5 million dollars of funding. The Department provided technical
support during the construction period.
Funding for the work from McIntyre Street to the State Park was successfully
negotiated with FDOT and the County to permit the Village to obtain $1.0 million
of grant money five (5) years earlier than provided for in the Transportation
Improvement Plan and move an additional $1.0 million of funds to this project.
Construction began in 2007 was completed in the spring of 2008.
3. 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. The project was completed in 2008. Staff provided administrative
support services to this Committee.
4. Art in Public Places Board: This seven (7) member Board is tasked with increasing
the awareness of artwork in the Village through the installation of artwork and
cultural programming. In FY08, the Board approved a suggestion that artwork be
incorporated in the Phase 3 Crandon Boulevard Project. Upon a
recommendation from the Board, the Village Council entered into an Agreement
with Jose Bedia to design artwork in five (5) of the plazas that are being
constructed as part of the Phase 3 Crandon Boulevard Project. The contract also
included five (5) original pieces of artwork that will be displayed in a Village
building. Staff successfully negotiated a contract and developed a funding
strategy that was approved by the Village Council. The five (5) plazas were
BUILDING, ZONING, AND PLANNING DEPARTMENT
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completed in September 2008. The contract also included five (5) drawings
depicting the installed artwork. These drawings are now displayed in the
Community Center.
The Board continued its highly successful Educational and Cultural Program
which raised awareness of art through cultural presentations and exhibitions. In
FY08, these included: “The Architectural Heritage of W.J. Matheson on Key
Biscayne: Plantation Buildings and Mashta House” at the Community Center,
reception Honoring Joan and Finlay Matheson for their donation of the Mashta
House and other images to the Village’s Art Collection, and a talk by Glenn Weiss.
His presentation, “What Makes Public Art Succeed?” was broadcasted on the
Village’s television channel.
The Board also completed an inventory of artwork that has been acquired or
constructed. To date, there are 47 individual pieces of art. The inventory has
been incorporated into the Village’s Fixed Asset Inventory.
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,
removal of trash and debris and enforcing the requirement that clippings are
placed on the swale at the proper times. The goal of code enforcement is to
achieve compliance through voluntary measures and to solve problems prior to
complaints being filed with the Village. When property owners fail to meet the
Village's standards after a verbal warning, written warnings are issued. If this fails
violation notices are issued and eventually these cases are prosecuted before
the Special Masters. In FY08, 114 warning notices, 108 violations notices, and 56
stop orders were issued. The Special Magistrates held 16 hearings. In FY08,
$111,933 was collected in fines and penalties associated with construction work
that occurred without permits as compared to $126,452 in FY 07.
In FY08, the Department continued a code enforcement program that included
our Police Department and Miami-Dade County Code Compliance. This program
insures that contractors have proper licenses and vehicle markings. In FY08, over
100 violations were issued.
6. Enforcement of Construction Clean Site Program: This program includes daily tours
of construction sites, placement of vinyl coated fencing between the site and the
street resulting in safer jobs, portable toilets on private property, and removal of
all construction equipment at the end of the day. Violators receive one warning
notice and a violation is automatically issued if the situation is repeated. Repeat
offenders receive no warning notices.
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 are bar coded and inventoried for retrieval purposes.
BUILDING, ZONING, AND PLANNING DEPARTMENT
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Staff can view the inventory over the Internet. All projects that receive Certificates of
Occupancy and Certificates of Completion are now scanned on CD ROMs. Nearly
95% of all plans that received a building permit have been scanned since the
Village was incorporated in 1992.
8. Building Division Revenue, Expenditures, Permits and Inspections: On September 24,
2002, the Village Council adopted a new building permit fee schedule. The new
fees were based on the cost of issuing permits and increases in the cost of living
since the previous fee ordinance that was adopted in 2000. Resolution No. 2002-45
established a funding policy that the cost of operating the Building Division should
be paid by building permit fees. This policy recognizes that for the most part, the
Building Division provides services to those property owners involved in construction.
As the Planning and Zoning Divisions provide services to all citizens, Resolution No.
2002-45 recognized that the funding of these Divisions should be funded
substantially through the General Fund. In FY08, the Department’s revenues and
expenditures were consistent with the policies as set forth in Resolution No. 2002-45.
FY08 represented the seventh 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.
9. Internet Connectivity to the Permit System: The Department's Mission Statement
establishes customer service as our highest priority. In support of this objective,
citizens and customers can view building permit data, obtain permit and public
hearing applications, and inquire as to the status of permit applications and
inspections. In FY2008, building permit plan reviewer comments were added to this
list that can be viewed over the internet. The Department’s home page is updated
with news and information regarding the Art in Public Places Board, Zoning
Ordinance Review Committee, and the Landscape Committee.
10. Local Business Tax Receipt (formally known as Occupational Licenses): Pursuant to
state law, the Local Business Tax Receipt replaced the Occupational License
program. In FY08, the Department collected 100% of the fees that were due to the
Village. In FY07, the revenue from this tax was $110,272 as compared to $ 109,312 in
FY08. In FY07, there were 1359 Business Tax Receipts issued as compared to 1224 in
FY08. The 10% decline in the number of Business Tax Receipts is due to a reduction
in the number of real estate receipts that were issued which was offset by the
opening of a new shopping center with offices at 200 Crandon Boulevard.
11. Landscape Master Plan. In November 2005, the Village Council directed that a
Master Landscape Plan be prepared. This project included three (3) documents:
Inventory and Analysis of Existing Conditions; Landscape Management Plan that
provided landscape standards for all Village owned property; and , Concept
Development Options for long range improvements to the Village Green, East Enid
Lake and Beach Park, the Community School, Streets and Intersections. The Council
has accepted these documents and will further consider the recommendations at
a workshop. The Landscape Committee was instrumental in the preparation of
BUILDING, ZONING, AND PLANNING DEPARTMENT
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these documents and has recommended their approval. The Committee also
assisted staff in the preparation of a Request for Qualifications regarding a Village
wide Landscape Maintenance Contract and the selection of a horticulturalist.
12. Zoning Ordinance Review Committee. This Committee was created by the Council
in January 2007. The Council directed the Committee to review the Zoning and
Land Development Regulations and if necessary, recommend changes. It is
anticipated that the Committee will submit their recommendation in early 2009. The
Council will then hold workshops and public hearings.
The Committee first meeting was on March 1, 2007. By the conclusion of FY08, the
Committee had 27 meetings. The Committee approached their task through the
creation of subcommittees that provided recommendations to the entire
Committee. The following subcommittees have been formed: Zoning District
Subcommittee, Administration Subcommittee, Floor Area Ratio (FAR)
Subcommittee, Definitions Subcommittee and Concurrency Subcommittee. It is
expected the Committee will complete its work in the Spring of 2009.
13. Capital Improvement Plan (CIP). The CIP is a planning and financial tool that
prioritizes capital projects over a five (5) year time frame. It provides information
relating to project cost, implementation schedules, and funding sources. Upon
direction of the Village Manager, the Department published a Request for
Qualifications (RFQ) for a Capital Improvement Plan (CIP) Consultant. Three firms
replied to the RFQ. The Village Council approved a contract with Keith and Schnars
in May of 2008. The Village Council has reviewed an inventory of projects with
preliminary cost estimates. It is anticipated the CIP will be completed in early 2009
and incorporated into FY09 budget and the Master Plan Capital Improvements
Element.
14. Municipal Charter High School. The Village Council directed the Manager to
publish a Request for Proposals for the purpose of engaging the services of a
consultant to investigate the establishment of a Charter Municipal High School
within the Village. Staff published the RFP and three firms submitted proposals. The
Village Council selected Fielding Nair International. Work began in May of 2008 and
an application was filed with the School District. In September 2008, the Village
Council initiated a planning process to determine the feasibility of a charter school
in the Village and deferred further action on the application.
15. Recreation and Open Space. The Village Council directed the Manager to publish
a Request for Qualifications for the purpose of engaging the services of a consultant
to (1) determine what recreational and open space opportunities exist within the
Village; and (2) determine the most appropriate use for Village owned property at
530 Crandon Boulevard. The Village Council selected IBI Group, Inc. Work began in
June 2008. It is anticipated the Council will consider their recommendations in the
spring of 2009.
BUILDING, ZONING, AND PLANNING DEPARTMENT
FISCAL YEAR 2009 BUDGET
98
FY 2008 PERFORMANCE INDICATORS
Based on similar sized municipalities in Miami-Dade County, the Village has the highest
number of permits and inspections per capita. The following table compares inspections
and permit activity for four (4) municipalities.
Number of Permits/Inspections Per Capita
Municipality Population
2000
Census
Number of
Inspections
Number of
Inspections
Per Capita
Number of
Permits
Issued
Number of
Permits Per
Capita
Key
Biscayne
10,507 9199 0.88 3620
0.34
Miami
Springs
13,712 3,652 0.27 1,185 0.08
North Bay
Village
8,061 2117 0.26 609 0.08
Pinecreast 19,454 14,202 0.73 3,113 0.16
South Miami 10,741 4243 0.39 1472 0.14
Permits, Inspections, Occupational Licenses, and Enforcement Activity
The below table tracks permits, inspections, business tax receipts (formerly known as
Occupational Licenses), enforcement activity and is summarized as follows:
1. Building Permits and Inspections: the data indicates construction activity peaked
in FY 2007 after several years of increasing permit activity. The FY09 projection
recognizes this trend and projects permits and inspection to return to previous
levels. It is anticipated the Building Division will raise sufficient revenues to off set
operation costs.
2. Business Tax Receipt (Occupational Licenses): In FY07, the Department launched
new software which combined multiple license data for each property into one
address file. This organized the data in a more efficient and comprehensive
manner. The Department obtained a legal opinion that required Real Estate
Salespersons and offices to obtain the proper licenses similar to other professions
as doctors, lawyers, and accountants. The FY09 projection shows no increase in
tax receipts as no knew commercial construction is expected in FY09. The 10%
decline in the number of Business Tax Receipts is due to a reduction in the number
of real estate receipts being issued which was somewhat off by the opening of a
new shopping center at 200 Crandon Boulevard. The Local Business Tax Receipt
Data is listed in paragraph 3 below.
3. Enforcement Activity: The following table indicates that permit and inspection
BUILDING, ZONING, AND PLANNING DEPARTMENT
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activity has stabilized which corresponds to the downturn in the economy in the
closing months of the fiscal year. In recognition of this trend, a 5% decline in
permits and inspections is project for FY09.
4. The data also indicates that the Department’s emphasis on strict code
enforcement has resulted in a 35% increase in the number of investigations.
ACTIVITY FY 2005
Actual
FY 2006
Actual
FY 2007
Actual
FY 2008
Actual
FY 2009
Projected
Master Permits and
Trade Permits
3,045 2,793 3,504 3620 3439
Inspections 9,103 7,476 9,424 9199 8739
Certificates of Use 105 39 54 65 61
Number of Research
and Lien Letters
Data Not
Collected
Data Not
Collected
462 348 300
Enforcement Activity 1,576 797 623 841 841
Business Tax Receipts 435 577 1359** 1224 1224
Special Event Permits Data Not
Collected
71 74 70 70
Real Estate Salespersons were required to obtain Business Tax Receipts
FY 2009 DEPARTMENTAL OBJECTIVES AND
MANAGEMENT OVERVIEW
The Department's objectives focus on Customer Service in all three Divisions and Revenue
Generation to fund the Building Division.
Customer Service: The Department's mission establishes customer service as our highest
priority. In support of this objective, in FY04 our citizens and contractors could view building
permit data and inquire as to the status of permit applications and inspections through our
webpage. In FY08, the service was expanded to permit the viewing of comments by our
inspectors on plans that have been submitted for a building permit. In FY09, the
Department will conduct a study to determine if the building permit system can be
upgraded further or if a new permit system must be purchased. The existing system was
purchased in 1999 and is not internet web based.
We will also continue to place all building plans on CD-ROM. In FY 2007, we met our
objective of placing 95% of all plans on CD-ROM. In 2008, we expect to maintain this
objective. We will continue to warehouse plans and inventory them using a bar code
system. The latter provides for same or next day retrieval. The CD-ROM allows citizens to
view and print plans in the office, but at a reduced scale. The Internet, CD-ROM, and bar
BUILDING, ZONING, AND PLANNING DEPARTMENT
FISCAL YEAR 2009 BUDGET
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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.
OBJECTIVES FOR FY09
A. Customer Service
1. Provide Internet access to the Building Permit System: Homeowners,
contractors, architects, and engineers can view plan request and obtain the
results of inspections. In FY09, plan review comments will be able to be
viewed at our website.
2. Level of Service: Continue the level of customer service by reviewing plans
within the following timeframes.
a. Walk through permits same day service
b. Roofing, fence, and driveway permits 1 day
c. Trade permits 1 day
d. Inspection requests Next day service
e. Apt/Condo remodeling 1-5 days
f. New construction, additions, interior 14 days new construction,
remodeling to single family homes 10 days for others
g. Large projects not included above 20 - 30 days depending on
complexity
3. Scanning of Plans: Scan all plans that receive a Certificate of Occupancy or
Certificate of Completion during the fiscal year. Plans will be scanned within
30 days of the date a Certificate of Occupancy or Certificate of Completion
is issued. For this fiscal year, it is our objective to scan al plans that are
received by the Department.
4. Bar Coding of Plans: Approximately 95% of all plans have been inventoried
and bar coded. Our objective for this fiscal year is to maintain the 95% goal.
Our objective for this fiscal year is to inventory and bar code all plans,
excluding those which are still under construction.
5. Building Permit System: The current software was purchased and installed in
2000. It does not provide a high level of customer interaction or connectivity.
In FY09, the Department will investigate new permit system software that
provides a high level of customer service such as automatic notification
through the internet, fax, and/or telephone regarding comments and
approvals of plans and inspections, approximate inspection times, advance
notice that permits are ready to be picked up or they are about to expire.
Further, our customers will be able to track their plans as they move through
the permit process.
B. Revenue Generation
BUILDING, ZONING, AND PLANNING DEPARTMENT
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1. Building Permits: Staff will closely monitor revenue, expenditures, and number
of permits and inspections to ensure that staff is available to maintain the high
level of service to our citizens. Our goal is to collect sufficient permit fees that
pay for the operation of the Building Division. This goal has been achieved
since the fees were adjusted in FY2002 and made effective in FY2003.
2. Business Tax Receipts (formerly Occupational Licenses): Through the
deployment of new occupational license software in FY2004, the Department
was able to track late payments and assess penalties. Our objective is to
have a 100% collection rate.
C. Planning
1. Comprehensive Plan Evaluation and Appraisal Report (EAR): The Local
Government Comprehensive Planning Act required each municipality to
complete an Evaluation and Appraisal Report (EAR) of its Comprehensive
Plan. The EAR provides an opportunity for the Village to determine the
progress that was made in meeting the goals and objectives as set forth in
our 1995 Comprehensive Plan. Preparation of the EAR commenced in April
2005 and was approved by the State of Florida Department of Community
Affairs on September 25, 2007. It is our goal to process the recommended
amendments to the Master Plan in FY09.
2. Capital Improvement Plan: Historically, the Village Council adopted a 1 Year
Capital Improvement Plan through a process that was called “Goals and
Objectives”. In order to provide for a more comprehensive approach
towards planning and financing capital projects, the Council directed staff to
prepare a 5 Year Capital Improvement Plan. FY09 will be the first year that will
include this information. The 5 Year Capital Improvement Plan will increase
our ability to manage revenues and expenses on a project by project basis. It
is our goal to complete the CIP in early FY09.
3. Recreation and Open Space Charrette. This Charrette is designed to address
the recreation and open space needs Village-wide and to recommend a
use and general site plan for property at 530 Crandon Boulevard. It is our goal
to complete this work in early FY09.
4. Municipal Charter High School. The Department is assisting a consultant in the
preparation of a feasibility study regarding the establishment of a municipal
high school within the Village. It is our goal to provide the necessary
administrative support services.
5. Zoning Ordinance Review Committee. This Committee was created by the
Council January 2007. The Council directed the Committee to review the
Zoning and Land Development Regulations and if necessary recommend
changes. The Committee will submit its recommendations to the Village
Council in early 2009. Should the Council decide to move forward with their
BUILDING, ZONING, AND PLANNING DEPARTMENT
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102
recommendations, it is our goal to provide the necessary administrative
services.
6. Calusa Park Redesign. At the direction of Council, Staff has developed a
site plan that assembles the open space into one large playing field and
relocating the existing uses in a more efficient manner within the Park. The
Village Council approved the design and directed the Administration to
proceed with obtaining approval through the Miami-Dade County
Commission and the Crandon Park Master Plan Amendment Committee.
Staff will assist in this effort.
ANNUAL COMPARISON OF STAFFING
Position 2005 2006 2007 2008 2009
Director 1.0 1.0 1.0 1.0 1.0
Building Official 1.0 1.0 1.0 1.0 1.0
Receptionist/Permit Clerk 1.0 1.0 1.0 1.0 1.0
Permit Clerk 2.0 2.0 2.0 2.0 2.0
Chief Permit Clerk 1.0 1.0 1.0 1.0 1.0
Plan (Zoning) Reviewer 1.0 1.0 1.0 1.0 1.0
Code Enforcement Clerk 0.0 0.0 1.0 1.0 1.0
Sr. Code Enforcement Officer 2.0 1.0 1.0 1.0 1.0
Chief Building Inspector 1.0 1.0 1.0 1.0 1.0
Chief Electrical Inspector 1.0 1.0 1.0 1.0 1.0
Chief Plumbing Inspector 1.0 1.0 1.0 1.0 1.0
Chief Mechanical Inspector 1.0 1.0 1.0 1.0 1.0
Building Inspector 1.0 1.0 1.0 1.0 1.0
Total 13.0 13.0 14.0 14.0 14.0
FUNDING LEVEL SUMMARY
FY2005 FY2006 FY 2007 FY2008 FY 2009 % Change
Personnel Expenses $1,123,377 $1,228,597 $1,312,096 $1,379,218 $1,445,680 4.8%
Operational Expenses $176,685 $187,731 $210,100 $259,537 $241,868 -6.8%
Capital Outlay $0 $0 $0 $0 $0 0%
Total Department $1,300,062 $1,416,328 $1,522,196 $1,638,755 $1,687,548 2.9%
BUDGET SUMMARY
The Fiscal Year 2009 budget increased $48,793 over the previous year. This
increase is due to personnel expenses.
BUILDING, ZONING, AND PLANNING DEPARTMENT
FISCAL YEAR 2009 BUDGET
103
Building, Zoning & Planning
Adopted Proposed Variance
FY2008 FY2009 o/o Dollar
001.07.515.12110 DIRECTOR $153,594 $158,202 3% $4,608
001.07.515.12150 BUILDING OFFICIAL $132,221 $142,997 8% $10,776
001.07.515.12170 CHIEF PERMIT CLERK $54,709 $59,167 8% $4,458
001.07.515.12200 PERMIT CLERK $43,779 $47,347 8% $3,568
001.07.515.12201 PERMIT CLERK $41,309 $44,634 8% $3,325
001.07.515.12202 PERMIT CLERK/CODE ENFORCEMENT $39,562 $42,787 8% $3,225
001.07.515.12250 RECEPTIONIST/PERMIT CLERK $32,775 $35,446 8% $2,671
001.07.515.12400 PLAN REVIEWER $81,914 $84,371 3% $2,457
001.07.515.12450 SENIOR CODE ENFORCEMENT OFFICER $51,060 $52,592 3% $1,532
001.07.515.12550 CHIEF BUILDING INSPECTOR $90,838 $93,563 3% $2,725
001.07.515.12600 CHIEF ELECTRICAL INSPECTOR $81,336 $87,965 8% $6,629
001.07.515.12650 CHIEF PLUMBING INSPECTOR $24,960 $24,960 0% $0
001.07.515.12700 CHIEF MECHANICAL INSPECTOR $90,838 $93,563 3% $2,725
001.07.515.12750 BUILDING INSPECTOR $75,635 $77,904 3% $2,269
001.07.515.13110 PART TIME INSPECTORS $38,272 $38,272 0% $0
001.07.515.15500 COMPENSATED ABSENCES $0 $0 0% $0
001.07.515.21100 PAYROLL TAXES $79,154 $82,908 5% $3,754
001.07.515.22100 RETIREMENT CONTRIBUTIONS $119,570 $125,460 5% $5,890
001.07.515.23100 LIFE, HEALTH, DISABILITY INSURANCE $74,072 $79,922 8% $5,850
001.07.515.24100 WORKERS COMPENSATION $73,620 $73,620 0% $0
001.07.515.31112 MASTER PLAN $15,000 $15,000 0% $0
001.07.515.31211 PROFESSIONAL SERVICES $30,000 $25,000 -17% ($5,000)
001.07.515.31311 SPECIAL MASTERS $5,500 $5,500 0% $0
001.07.515.34000 MAINTENANCE CONTRACT $10,000 $4,000 -60% ($6,000)
001.07.515.34110 CONTRACTUAL SERVICES $17,000 $17,000 0% $0
001.07.515.40110 MILEAGE $4,000 $5,624 41% $1,624
BUILDING, ZONING, AND PLANNING DEPARTMENT
FISCAL YEAR 2009 BUDGET
104
FY2008 Proposed Variance
Budget FY2009 % Dollar
001.07.515.40210 CAR ALLOWANCE $4,800 $4,800 0% $0
001.07.515.41000 WEBSITE/COMMUNICATIONS $4,500 $4,500 0% $0
001.07.515.41100 TELEPHONE $6,075 $6,075 0% $0
001.07.515.42000 POSTAGE $2,000 $1,000 -50% ($1,000)
001.07.515.43110 UTILITIES $27,478 $25,185 -8% ($2,293)
001.07.515.44100 RENTALS & LEASES $3,780 $3,780 0% $0
001.07.515.45100 INSURANCE $35,573 $35,573 0% $0
001.07.515.46100 VILLAGE HALL MAINTENANCE $30,831 $25,831 -16% ($5,000)
001.07.515.49110 PRINTING & BINDING $5,000 $5,000 0% $0
001.07.515.49210 ELECTRONIC SCANNING $15,000 $15,000 0% $0
001.07.515.49310 MISCELLANEOUS EXPENSES $2,000 $2,000 0% $0
001.07.515.51100 OFFICE SUPPLIES $12,000 $12,000 0% $0
001.07.515.54100 MEMBERSHIP & DUES $11,000 $11,000 0% $0
001.07.515.54210 EDUCATION & TRAINING $3,000 $3,000 0% $0
001.07.515.64101 EQUIPMENT $15,000 $15,000 0% $0
$1,638,755 $1,687,548 2.98% $48,793
FIRE RESCUE DEPARTMENT
FISCAL YEAR 2009 BUDGET
105
3
To contribute to a safe, quality community environment for all
Islanders through responsible Fire Rescue Services.
DEPARTMENTAL ORGANIZATION CHART
Chief
of Fire Rescue
Deputy Chief
of Fire Rescue
“A” Shift
Fire Captain (1)
Fire
Lieutenant (1)
Firefighter/
Paramedic (5)
“C” Shift
Fire Captain (1)
Fire
Lieutenant (1)
Driver
Engineer (4)
“B” Shift
Fire Captain (1)
Fire
Lieutenant (1)
Driver
Engineer (4)
MISSION
STATEMENT
E.A.F.C
EMS
Coordinator
E.A.F.C.
Assistant
Fire Marshal
E.A.F.C
Fire Training
Officer
Driver
Engineer (4)
Firefighter/
Paramedic (5)
Firefighter/
Paramedic (5)
Administrative
Assistant
FIRE RESCUE DEPARTMENT
FISCAL YEAR 2009 BUDGET
106
FUNCTIONAL ORGANIZATIONAL CHART
Office of the Emergency Medical Services
Coordinator
Executive Assistant to the Fire Chief
Responsible to the Village Deputy Chief.
Responsible for the Quality Assurance/Management
of EMS within the Village.
Responsible for, and coordinates, Paramedic Training
within the Department.
Coordinates with other Local, State and Federal
agencies on Fire and Life Safety issues.
Office of the Chief of Fire Rescue
Responsible to Village Manager for Fire, Rescue, Emergency Preparedness, All Hazards Mitigation and
Recovery.
Serves as Emergency Management Coordinator.
Administers all Departmental functions assisted by the Deputy Fire Chief and Administrative
Assistant.
Coordinates with other Departments and organizations
Responsible to Village Fire Chief for Fire Prevention, Emergency Medical Services, Research and
Development and Training.
Directs the Administrative, Operations, and Medical Services Division of the Department.
Serves as Village Fire Marshal.
Directs the Assistant Fire Marshal, EMS Coordinator and Training Officer
Serves as Fire Department Accreditation Manager.
Oversees and coordinates day-to-day administrative and
emergency services delivery.
Reviews and revises operational procedures.
Office of the Deputy Chief of Fire Rescue
Operational Services
Captain
Fire Captain “A” Shift.
Responsible for training, operational readiness,
and research and development.
Responsible for overall supervision of all fire,
rescue, public education and inspection
activities while on duty.
Medical Services
Captain
Fire Captain “B” Shift.
Responsible for health and safety.
Responsible for overall supervision of all fire,
rescue, public education and inspection
activities while on duty.
Administrative Services
Captain
Fire Captain “C” Shift.
Responsible for equipment, information
systems and facilities.
Responsible for overall supervision of all fire,
rescue, public education and inspection
activities while on duty.
Office of the Assistant Fire Marshal
Executive Assistant to the Fire Chief.
Responsible to Village Deputy Chief.
Responsible for, and coordinates, Fire and Life Safety
activities and Public Education within the Village.
Serves as Public Information Officer at the Direction of
the Village Manager.
Coordinates with other Local, State and Federal
agencies on Fire and Life Safety issues.
Office of the Fire Training Officer
Executive Assistant to the Fire Chief
Responsible to the Village Deputy Chief.
Responsible for, and coordinates, all Training activities
within the Department and Training opportunities wthin
the Village.
Responsible for needs assessments and all training
records.
Coordinates with other Local, State and Federal
agencies training mandates are adhered to.
Coordinates with other Local, State and Federal agencies.
Oversees budget, monitors and processes all expenditures.
Administrates personnel functions.
● Maintains and manages all records and reports.
FIRE RESCUE DEPARTMENT
FISCAL YEAR 2009 BUDGET
107
DEPARTMENTAL DESCRIPTION
The Fire Rescue Department became operational and assumed Fire Rescue service from
Miami-Dade County on October 1, 1993, and is a full service Department. This means that
Fire Rescue personnel perform a number of functions in addition to traditional fire
suppression. The most obvious is emergency medical responses. This function involves
employing Firefighter/Paramedics skilled not only in determining the severity of patient
injury or illness using sophisticated tools and methods, but also administering the required
life saving techniques such as cardiac pacing, intubating and defibrillating until the
patient can be admitted to the appropriate medical facility.
Additionally, Fire Rescue personnel perform the life safety inspection function that gives
the Department an opportunity to be proactive in dealing with emergencies. All of the
buildings within the Village are inspected two (2) times a year to assure compliance with
appropriate codes and to provide needed familiarization for the Fire Rescue crews who
may be required to fight fires in any one of them.
Inter-governmental support from the City of Miami is an essential component of the
Village's Fire Rescue Department. Through an Automatic Aid and Ancillary Services
Agreement, the City of Miami provides emergency back-up services and several key
support functions for Village Firefighter/Paramedics. This partnership has also led to the
establishment of the Switch With Another Paramedic Program (SWAP) that allows Village
Firefighter/Paramedics to ride on City of Miami Fire and Rescue units in order to enhance
and maintain their skills. The original five (5) year agreement became effective on
October 1, 1993 at a cost of $402,000 per year. Resolution No. 98-13, adopted by the
Village Council on April 16, 1998, and Resolution No. 98-555, adopted by the City of Miami
Commission on June 9, 1998, provided for a second five-year contract. This contract
became effective on October 1, 1998, and ran through September 30, 2003, for a fixed
fee of $460,000 annually, or $38,333 monthly. In late September of 2003, the City of Miami
Commission adopted a resolution extending the agreement on a month-to-month basis,
not to exceed six (6) months, from October 1, 2003 through April 30, 2004 while the City
and the Village conclude negotiating a third five year contract. Resolution No. 04-17,
adopted by the Village Council on April 13, 2004, and Resolution No. 04-0132, adopted by
the City of Miami Commission on March 11, 2004, provided for a third five-year contract.
This contract became effective on April 1, 2004 and runs through March 31, 2009 for a
fixed fee of $479,000 annually.
On September 10, 1998, the Board of Directors for the Commission on Fire Accreditation
International (CFAI) 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 CFAI
unanimously approved the Re-Accreditation of the Department for 2003-2008. On August
FIRE RESCUE DEPARTMENT
FISCAL YEAR 2009 BUDGET
108
14, 2008, the CFAI again unanimously approved the second Re-Accreditation of the
Department for 2008-2013. On that date, the Department was one of only four Fire
Departments internationally with such a distinction. In addition, the Insurance Services
Organization (ISO) conducted a site visit of the Village Fire Rescue Department in
November of 1998. On March 15, 1999, the ISO notified the Village that upon completion
of their evaluation of the public protection classification for the Village, that our
protection class had been improved and upgraded from a Class 4 to a Class 3.
Surveys of the community by the Chamber of Commerce, Florida International University
and the Fire Department show the tremendous level of citizen satisfaction with the
Department. In surveys conducted by the Department where questions were asked such
as quality of care, professionalism, procedures being explained, and the level of concern
and caring shown, not only to the patient but to the family as well, the results indicated a
99.52% good to excellent level of customer satisfaction of those responding to the survey.
Other functions that build on our full service designation include the provision of citizen
blood pressure monitoring, citizen CPR classes, first-aid classes, Automatic External
Defibrillator (AED) 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
Administrative Assistant, an Assistant Fire Marshal, an Emergency Medical Services
Coordinator, a Training Officer, three (3) Fire Captains, three (3) Fire Lieutenants, twelve
(12) Firefighter/Paramedic/Driver Engineer’s and fifteen (15) Firefighter/Paramedic’s. All of
the sworn personnel under the rank of Chief of Fire Rescue are State Certified Paramedics.
We are the only Fire Rescue Department in South Florida with this distinction. 2008 PERFORMANCE INDICATORS
Emergency call volume for Calendar Year 2007 broke down as follows; nine hundred and
seventy seven (977) medical calls for service and eight hundred and seventy two (872)
fire related calls for service totaling one thousand eight hundred and ninety eight (1898)
emergency responses.
For Fiscal Year 2008- October 1st, 2007 through September 30th, 2008- medical calls for
service totaled nine hundred fifty four (954) with one thousand and six (1006) fire related
calls for service totaling one thousand nine hundred sixty (1960) emergency responses.
The Fire Rescue Department continues to provide for an excellent response time of three
minutes thirty three seconds (3:33) while maintaining a current minimum on-duty shift
staffing of eight (8) or more Firefighter/Paramedics at all times.
FIRE RESCUE DEPARTMENT
FISCAL YEAR 2009 BUDGET
109
During Fiscal Year 2008, the Department has continued to provide the same excellent
level of service as has been provided in years past. Strong emphasis and commitment
continues toward the Department's highly successful public service programs such as
citizen CPR classes, first-aid classes, blood pressure testing and school age fire safety
training and education. The Department continues to participate in an extensive fire
prevention inspection program in all high-rise and mercantile structures as well as the
challenges offered by new construction projects. The Department continues teaching
Village residents the Community Emergency Response Team (C.E.R.T.) program.
In April of 2006, the Village of Key Biscayne Council approved Resolution No. 2006-12
adopting The National Incident Management System (NIMS). NIMS establishes standard
incident management processes, protocols and procedures so that all responders at all
levels can work together to manage domestic incidents, regardless of their cause, size,
location or complexity. This flexibility applies across all phases of incident management:
prevention, preparedness, response, recovery and mitigation.
Also in April 2006, Village Council approved Resolution No. 2006-13 providing for a
professional services agreement for emergency management planning services. The
scope of services included an All-Hazards Comprehensive Emergency Management Plan
(CEMP), a Hazards Vulnerability Analysis (HVA), a Continuity of Operation Plan (COOP)
and an update to the Villages Hurricane Plan.
In September of 2006, Village Council approved Resolution No. 2006-37 providing for a
professional services agreement for billing and account management services required
by the Village for Fire Rescue Transport Fee’s. Funds received by the Village are
designated and used for funding or supplementing the Village’s contribution for the
Village’s Police Officers and Firefighters Retirement Plan.
After becoming the first Fire Rescue Department in the State of Florida to be Accredited
by the Center for Public Safety Excellence (CPSE) and the Commission on Fire
Accreditation International (CFAI) in September of 1998, the Department continues its
commitment towards excellence by monitoring existing programs and developing new
programs to maintain the Accredited Agency Status. In June of 2003, the CFAI sent into
the Village a four (4) person Peer Assessor Team to evaluate the programs and services of
the Department with the intention of recommending Re-Accreditation Status. On August
21, 2003, the CFAI unanimously approved the Re-Accreditation of the Department for
2003-2008. Between June 8th- 12th, 2008, a new four (4) person Peer Assessor Team again
visited the Village and made a recommendation to the CFAI. On August 14, 2008, the
CFAI again unanimously approved the second Re-Accreditation of the Department for
2008-2013. On that date, the Department was one of only four Fire Departments
internationally with such a distinction. In addition, the Insurance Services Organization
(ISO) notified the Village that upon completion of their evaluation of the public protection
FIRE RESCUE DEPARTMENT
FISCAL YEAR 2009 BUDGET
110
classification for the Village, that our protection class had been improved and upgraded
from a Class 4 to a Class 3.
The Department continues the high quality emergency medical services to all residents
through training programs, patient satisfaction surveys and quality assurance audits of the
medical care delivery system. The latest survey conducted by the Department for 2007
indicates that 99.52% of those surveyed rate the Department with a good to excellent
customer satisfaction level.
ALARM SUMMARY REPORT
January 1st, 2008 through September 30th, 2008 (YTD)
Selected Significant Calls
04 05 06 07 Septembe
r 08
08 YTD
Assist Citizen 339 114 107 99 14 90
Automatic Fire
Alarm
566 516 288 432 36 312
Building Fire * 41 40 21 24 1 12
Car Fire 0 2 2 0 0 1
Lockout 70 134 86 35 7 38
Person Stuck in
Elevator
28 15 19 11 5 11
Wires Down 19 67 29 10 4 15
Fire Losses $306,300 $63,152 $35,525 $33,000 $10,000 $11,400
Cardiac Arrest 8 27 13 17 1 21
Chest Pain 46 59 67 57 4 47
Diabetic 15 23 23 15 2 24
Difficulty Breathing 31 53 60 42 4 47
Fall 77 85 93 68 9 58
Stroke 16 21 21 14 2 27
04 05 06 07 Septembe
r 08
08 YTD
Total Calls 2275 2116 1968 1898 210 1483
Fire 1337 1091 1032 872 141 746
Medical 938 1025 936 977 69 737
Medical Transports 431 514 537 450 30 345
Miami Unit
Responses
49 39 33 50 2 22
FIRE RESCUE DEPARTMENT
FISCAL YEAR 2009 BUDGET
111
Traumatic Injury 184 210 163 145 13 163
*Building Fires include a variety of situations including vegetation, brush, trash and other fires.
ACTIVITY
2003-2004
Full Fiscal Year
2004-2005
Full Fiscal Year
2005-2006
Full Fiscal Year
2006-2007
Full Fiscal Year
2007-2008
Full Fiscal Year
Response Time
2 minutes, 29
seconds.
3 minutes, 23
seconds.
3 minutes,
32 seconds.
3 minutes,
38 seconds.
3 minutes,
33 seconds.
SWAP Program
7
Exchanges.
5
Exchanges.
16
Exchanges.
19
Exchanges.
49
Exchanges.
Inspection
Activity 2
322 Inspections.
269 Inspections.
195 Inspections.
220 Inspections.
305 Inspections.
Residential
Inspections
0 Inspections.
0 Inspections.
0 Inspections.
0 Inspections.
0 Inspections.
Hydrant
Inspections
1 Hydrant
Inspections.
478 Hydrant
Inspections.
4 Hydrant
Inspections.
26 Hydrant
Inspections.
793 Hydrant
Inspections.
Hose Tests
5 Complete Fire
Hose Tests.
0 Complete Fire
Hose Test.
25 Complete
Fire Hose Test.
35 Complete
Fire Hose Tests.
18 Complete
Fire Hose Tests.
Citizen Blood
Pressure
Enrollments
234 People
Enrolled.
187 People
Enrolled.
87 People
Enrolled.
119 People
Enrolled.
92 People
Enrolled.
CPR and
Accident
Prevention
Classes3
72 Citizen CPR
and Accident
Prevention
Classes reaching
4330 residents.
72 Citizen CPR
and Accident
Prevention
Classes reaching
5932 residents.
21Citizen CPR
and Accident
Prevention
Classes reaching
5182 residents.
41 Citizen CPR
and Accident
Prevention
Classes reaching
5049 residents.
45 Citizen CPR
and Public Education
Classes reaching
1924 residents.
Physical Fitness
Testing
1 Physical Fitness Test For each Firefighter.
1 Physical Fitness Test For each Firefighter.
1 Physical Fitness Test For each Firefighter.
1 Physical Fitness Test For each Firefighter.
1 Physical Fitness Test For each Firefighter.
Company Drill
3072 hrs. of Drill.
3072 hrs. of Drill.
3072 hrs. of Drill.
3072 hrs. of Drill.
3072hrs. of Drill.
Company
School
3072 hrs. of
School.
3072 hrs. of
School.
3072 hrs. of
School.
3072 hrs. of
School.
3072 hrs. of
School.
Fire Incidents¹
1403
1103
1040
998
1006
Medical
Incidents
944
1049
997
1008
954
Rescue
transports
441
501
571
497
429
¹ Fire Incidents include a variety of situations including response to structure fires, vehicle fires, automatic alarms, smoke scares, and
FIRE RESCUE DEPARTMENT
FISCAL YEAR 2009 BUDGET
112
all other incidents other than medical situations.
² Inspection Activity includes Hi-Rise, Commercial, Construction, Educational and Special Hazard sites.
³ This number includes Risk Watch presentations in the grades Pre-K, K, 1st , 3rd & 6th .
2009 DEPARTMENTAL OBJECTIVES AND MANAGEMENT
OVERVIEW
The Fire Rescue Department will continue to provide a cost effective, as well as a very
efficient, level of service to the community it serves. Benchmarking and performance
evaluations continuously assure this objective.
The Center for Public Safety Excellence (CPSE) and the Commission on Fire Accreditation
International (CFAI) require all Accredited Agencies to complete an Annual Compliance
Report. This report is then reviewed by the full Commission. Each year since being granted
Accredited Agency Status (1998), the Department has successfully complied with all
requirements to maintain its Accredited Agency Status.
A critical element in the assessment of a delivery system is the ability to provide adequate
resources for fire combat situations. Each fire emergency requires a variable amount of
staffing and resources to be effective. Properly trained and equipped fire companies
must arrive, be deployed and attack the fire within specific time frames using an incident
command system if successful fire ground strategies and tactical objectives are to be
met. The same holds true for rescue operations, major medical emergencies, hazardous
materials incidents and other situations that require varying levels of resources.
In April of 2006, 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
thousand four hundred and thirty-five ($102,435.00) dollars. The Department Grant funded
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 has
been successfully completed 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.
In January of 2008, Resolution No. 2008-02 was passed by the Village Council providing for
a Sub Award Agreement between Miami-Dade County and the Village of Key Biscayne
allowing for the purchase of equipment and training not to exceed eighty six thousand
and forty six ($86,046.00) dollars provided by the Urban Areas Security Initiative (UASI) as
part of a Homeland Security Initiative. The Village has identified equipment and training
needs that have been reviewed and included in the local UASI spending plan by the
Urban Area Work Group and approved by the Department of Homeland Security Office
FIRE RESCUE DEPARTMENT
FISCAL YEAR 2009 BUDGET
113
for Domestic Preparedness. The Village will be fully reimbursed for the equipment and
training up to the amount identified in the Resolution. The funding through the State of
Florida Department of Community Affairs Division of Emergency Management provides
assistance to build enhanced and sustainable capacity to prevent, respond to and
recover from threats or acts of terrorism by Chemical, Biological, Radioactive, Nuclear
and Explosive (CBRNE) incidents.
The Department has again offered the Community Emergency Response Team (CERT)
program. This highly successful program, under the auspicious of the Department of
Homeland Security (DHS) and its Citizen Corps Council (CCC), 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.
The Department is planning on introducing a second component of the CCC, the
Medical Reserve Corp (MRC) program. This program utilizes volunteer health care
professionals to deliver necessary public health services during a crisis, assist emergency
response teams and provide care directly to those with less serious injuries and other
health related issues.
Effective July of 2004, assigned Departmental Shift Staffing went from ten (10) to eleven
(11) with approval of Council. This increased level of staffing allows for a daily minimum
staffing of eight (8) members on duty 24/7 and fully staffs each fire fighting apparatus with
four (4) members per fire fighting truck.
In June of 2006, Village Council approved Resolution No. 2006-28 providing for ratification
of the Collective Bargaining Agreement (CBA) between the Village and the Key Biscayne
Professional Firefighters Association Local 3638 (Local 3638). A highlight of the CBA was
the establishment a new promotional position designated as Driver Engineer. The process
to fill the twelve (12) Driver Engineer positions was completed in March of 2008 and four
(4) Driver Engineers are assigned to each of the three (3) shifts.
In October of 2007, the Village and the Key Biscayne Professional Firefighters Association
began negotiating a new Collective Bargaining Agreement for the period of October
2008 through September 2010. In May of 2008, a tentative agreement was reached
between the Village and Local 3638.
On August 20th, 2008, Village Council approved Resolution’s No. 2008-42 & 43 providing for
ratification of CBA’s between the Village and Local 3638. Highlights of the CBA’s included
a salary market adjustment, an enhanced pension article and benefits regarding
accrued leave. These CBA’s expire on September 30th, 2010.
FIRE RESCUE DEPARTMENT
FISCAL YEAR 2009 BUDGET
114
The Department will continue our commitment toward public fire safety education with its
annual residential home safety surveys offered to all single family and duplex
occupancies. Members of the Department participate in Fire Safety Skits during the
Children's Fire Safety Festival which reaches approximately 3,000 Dade County school
age children. Approximately five hundred (500) Key Biscayne children participate in a Fire
Safety Puppet Show and tour of the Fire Rescue Department as part of National Fire
Prevention Week. The thirty-three (33’) foot Fire Safety House/Trailer enhances the
Department’s ability to teach young adults on how to prevent fires and what to do should
one occur.
Members of the Department will continue making Fire Safety Public Education
presentations to all 4th, 5th, and 6th graders. This very successful program is entering its ninth
(9th) year. Key Biscayne is the only South Florida community where the program is offered
in every educational institution.
The Department will continue to enhance the quality of life for its residents by continuing
to offer Citizen CPR, First Aid and Accident Prevention classes.
The Fire Station is an authorized "SAFEPLACE" for those young individuals needing this
program. Under State Law, any parent may leave a newborn infant three (3) days or
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.
FIRE RESCUE DEPARTMENT
FISCAL YEAR 2009 BUDGET
115
RESIDENTS EXECUTIVE SUMMARY – Fire Department
FUNDING LEVEL SUMMARY
FY 2005 FY 2006 FY 2007 FY 2008 FY 2009 % Change
from 08-09
Personnel Expenses $3,595,733 $3,806,187 $3,811,657 $4,273,487 $4,637,600 7.85%
Operational
Expenses
$989,543 $1,046,848 $1,303,919 $1,528,562 $1,523,322 -0.004%
Capital Outlay $0 $0 $0 $0 $0 $0
Total Department $4,585,276 $4,853,085 $5,115,575 $5,802,049 $6,160,922 5.80%
PERSONNEL SUMMARY
Authorized Positions
Fiscal Years
2003 2004 2005 2006 2007 2008 2009
Fire Chief 1.0 1.0 1.0 1.0 1.0 1.0 1.0
Deputy Fire Chief 1.0 1.0 1.0 1.0 1.0 1.0 1.0
(*EAFC)Assistant Fire Marshal 1.0 1.0 1.0 1.0 1.0 1.0 1.0
(*EAFC) EMS Coordinator 0 1.0 1.0 1.0 1.0 1.0 1.0
(*EAFC) Fire Training Officer 0 0 1.0 1.0 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
Driver Engineer 0 0 0 0 0 12.0 12.0
Firefighter/Paramedic 24.0 24.0 27.0 27.0 27.0 15.0 15.0
Total 34.0 35.0 39.0 39.0 39.0 39.0 39.0
(*EAFC)- Executive Assistant to the Fire Chief
The total increase in the FY 2009 budget will be $358,873 or 5.80%. The change is due to an
increase in personnel expenses resulting from market salary increases, merit increases,
personnel cost increases, and added line items to the Department from Non-Departmental.
BUDGET SUMMARY
FIRE RESCUE DEPARTMENT
FISCAL YEAR 2009 BUDGET
116
FIRE DEPARTMENT
FY2008 Adopted Variance
Budget FY2009 % Dollar
FIRE CHIEF $152,917 $162,566 6% $9,649
DEPUTY FIRE CHIEF $117,157 $132,094 13% $14,937
FIRE CAPTAINS- 3 $311,939 $364,946 17% $53,007
EXECUTIVE ASSTS TO FIRE CHIEFS- 3 $279,210 $326,864 17% $47,654
FIRE LIEUTENANTS- 3 $271,078 $312,306 15% $41,228
DRIVER/ENGINEERS- 12 $840,983 $992,012 18% $151,029
FIREFIGHTERS/PARAMEDICS- 15 $795,953 $932,978 17% $137,025
ADMINISTRATIVE ASSISTANT $44,954 $48,617 8% $3,663
ACTING SUPERVISOR PAY $7,000 $7,000 0% $0
OFF DUTY EMPLOYMENT $5,500 $5,500 0% $0
OVERTIME $108,000 $108,000 0% $0
HOLIDAY PAY $81,000 $81,000 0% $0
INCENTIVE PAY $22,320 $22,320 0% $0
VACATION EXCESS PAY $85,000 $85,000 0% $0
COMPENSATED ABSENCES $0 $0 0% $0
PAYROLL TAXES $238,910 $273,962 15% $35,052
RETIREMENT CONTRIBUTIONS $337,703 $442,099 31% $104,396
LIFE, HEALTH, DISABILITY INSURANCE $451,936 $451,936 0% $0
WORKERS COMPENSATION $197,221 $197,220 0% ($1)
CONSULTANTS FEE $10,000 $2,500 -75% ($7,500)
MAINTENANCE CONTRACT $40,000 $8,000 -80% ($32,000)
WEBSITE/COMMUNICATIONS $4,500 $4,500 0% $0
COMMUNICATIONS $20,000 $18,780 -6% ($1,220)
POSTAGE $500 $500 0% $0
WATER $32,000 $32,000 0% $0
ELECTRICITY $34,613 $34,613 0% $0
FIRE TRUCK LEASE $117,000 $109,140 -7% ($7,860)
INSURANCE $141,004 $141,004 0% $0
FIRE RESCUE DEPARTMENT
FISCAL YEAR 2009 BUDGET
117
MAINTENANCE & REPAIRS $36,000 $33,500 -7% ($2,500)
FIRE RESCUE BLDG MAINTENANCE $44,310 $44,310 0% $0
VEHICLE MAINTENANCE $5,000 $5,000 0% $0
VEHICLE FUEL & OIL $5,000 $5,000 0% $0
FY 2008 FY 2009 VARIANCE
PRINTING $2,500 $2,500 0% $0
RECRUITING/HIRING/PHYSICALS $28,800 $28,800 0% $0
EMPLOYEE WELLNESS PROGRAM $7,500 $7,500 0% $0
AUTOMATIC AID AGREEMENT $479,160 $525,000 10% $45,840
AUTOMATIC AID TRAINING / OT $21,000 $21,000 0% $0
FIRE RESCUE SAFETY AGREEMENTS $10,000 $10,000 0% $0
ALS LICENSE-FIRE SAFETY $5,000 $5,000 0% $0
PHOTOGRAPHY $1,000 $1,000 0% $0
MISCELLANEOUS $6,000 $6,000 0% $0
OFFICE SUPPLIES $9,000 $9,000 0% $0
LINEN SUPPLIES $1,000 $1,000 0% $0
UNIFORMS $50,000 $50,000 0% $0
SMALL TOOLS-CONSUMABLE $2,000 $2,000 0% $0
EQUIPMENT-EMS GRANT $1,400 $1,400 0% $0
MEMBERSHIP & DUES $4,875 $4,875 0% $0
EDUCATION & TRAINING $49,600 $30,600 -38% ($19,000)
TUITION REIMBURSEMENT $0 $19,000 100% $19,000
FIRE/RESCUE EQUIPMENT $35,000 $35,000 0% $0
FIRE/RESCUE FACILITIES $11,980 $11,980 0% $0
FIRE/RESCUE VEHICLES $4,000 $4,000 0% $0
$5,568,523 $6,160,922 10.64% $592,399
POLICE DEPARTMENT
FISCAL YEAR 2009 BUDGET
118
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.
Village of Key Biscayne
Police Department
POLICE DEPARTMENT
FISCAL YEAR 2009 BUDGET
119
Marine Patrol
Accreditation/Administration Street Patrol Dispatch
Beach Patrol Senior Staff Bicycle Patrol
School Crossing
POLICE DEPARTMENT
FISCAL YEAR 2009 BUDGET
120
POLICE DEPARTMENT
FISCAL YEAR 2009 BUDGET
121
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 Chief of Police, consists of eighteen patrol
officers, four Sergeants, and three 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 officers 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 Deputy Chief, is the
support services section of the department. It consists of one School
Resource/D.A.R.E. /P.A.L. officer, five Dispatchers, two Municipal Utility Workers,
two Community Service Aides and five part-time Crossing Guards. The
Accreditation Unit, along with Internal Affairs, is supervised by a Lieutenant of
Police. This Division coordinates training, reviews reports, accounts for property
and evidence and coordinates all crime prevention activities. The Administrative
Division is also responsible for recruiting, hiring, and training for all employees.
The Office of the Chief of Police administers and coordinates the overall police
operation with the Chief reporting directly to the Village Manager regarding all
matters of public safety. The Executive Administrative Assistant maintains and
distributes all reports and records for the police department. Members of the
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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 2007-2008
Crime prevention is always at the forefront of concerns that confront police
departments, regardless of the size or demographics of a community. Overall,
crime was reduced for the second consecutive year, this year by 10.3%. This
marks a reduction double that from the previous year. 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 continued a trend of one of the lowest percentages in South Florida
through aggressive directive patrol. Home burglaries were almost non-existent,
less than 1 per month. Bicycle theft, a consistent problem in the Village, was
reduced by 23% due to proactive initiatives and a crime prevention campaign
involving community meetings and various media sources. In addition, arrests
were up by 13%, signaling a continuing trend of aggressive patrol tactics.
The Departments DARE officer continued to build the program by developing
exceptional relationships with the children of our community, along with the
teachers and staff from our local schools. In addition to her duties as the DARE
officer, Officer Cruz is continuing to develop a local Police Athletic League
chapter, which will focus on creating a new Police Explorers post. This group of
young leaders will learn the ins and outs of law enforcement and will enhance
the Departments visibility in our high profile events.
Traffic issues have again been prominent during the past fiscal year, with the
department focusing its efforts on high profile traffic abuses, such as speed,
traffic control device, and golf cart violations. Officers are also enforcing the
constant infractions caused by the bicycle riders entering the Village. The
organization worked hundreds of hours of traffic control in an effort to alleviate
problems and protect the children around the school zones. Total citations
were increased 12% and clearly stayed within administrative policies of quality
above quantity. The excellent result of this effort was zero traffic related
accidents involving our pedestrian children. Additionally, areas of concern
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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 an
effort to provide a safety net for bicycle riders, an ongoing program was
created to selectively enforce violations by overzealous riders. The program,
started during the previous year, is fluid and ongoing.
The Marine Patrol provided the Village with year round water based law
enforcement, along with ensuring 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. Marine Patrol
officers attended and completed a Master Police Diver Training program. This
training enhances our ability to assist swimmers in danger, along with assisting
Homeland Security concerns throughout Miami-Dade County. Officer
Hernandez was nominated as a squad leader during the training, placing our
Department in a very prestigious position among other organizations.
Accreditation continues to be a high priority as we prepare for the Departments
re-accreditation in late 2008. Quarterly meetings are used to demonstrate
compliance with the many policies and directives we must follow to maintain
this prestigious status. The addition of a full time Assistant Accreditation
Manager has proven itself valuable and well founded as both of our
Accreditation personnel were chosen to be team leaders by Florida
Accreditation administrators.
Training continues to be a high priority in our organization. A well trained police
officer is less likely to make mental errors while engaging the public and more
likely to react correctly under a pressurized situation. Additionally, supervisors
and mid-level managers continue to receive up to date training which allows for
more creative decision making. One such employee, Lieutenant Jason Younes,
graduated from the highly prestigious F.B.I. National Academy in Quantico,
Virginia. This training is provided to only a few select leaders throughout the
international law enforcement community and prepares attendees to become
the leaders of tomorrow. The Department also created and trained a Rapid
Deployment Team. This group of highly dedicated officers trains monthly to
respond to highly dangerous incidents such as active shooter situations. Our
civilian employees also receive training relevant to their positions, providing for
professional service to our community. Employees trained in excess of 2000
hours, averaging approximately 54 hours per employee.
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2009 DEPARTMENTAL GOALS,
OBJECTIVES & MANAGEMENT OVERVIEW
The Key Biscayne Police Department has the following goals for the fiscal year
2008:
Conduct at least one Civilian Police Academy class, allowing residents of
the Village to better understand the every day issues facing our officers.
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.
Continue to meet with school officials and review all Critical Incident
Response Plans to ensure a rapid response to a crisis situation.
Initiate an “Adopt- A- Cop” program for at risk students attending our
local schools.
Develop a “Report Call-In Program” for certain types of generated
reports, allowing our citizens to avoid having to drive to the station or wait
for an officer to arrive at their homes.
Prepare for the accreditation on-site in November, maintaining quarterly
audits of all files, while continuing maintenance of standards regarding
accreditation.
Create partnership with Community Center staff to develop a Police
Explorer program that strengthens community ties between our officers
and our youth.
Create a second detective position providing victims of crime with a
higher degree of service, while increasing the potential to solve the crime.
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:
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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.
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 sticks to trick-or-
treaters as they prepare to hit the streets looking for goodies. The glow sticks
make these small children much more visible in the dark. In addition, the D.A.R.E.
Officer meets with the youngest children in each school to talk about Halloween
safety. Reflective plastic bags are handed out to help make the children more
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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
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 54 hours of training for the year 2007. In total, 42
police employees multiplied by an average of 6 days each of training equals
254 employee training days. We will continue to provide quality training
programs for the officers to ensure that they have the most up to date
information possible and to prepare them for advancement. Over the years
your officers have received the following training:
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
Rapid Action Deployment
Active Shooter
Police Master Diver
Accreditation Team Leader Certification
Line Supervision
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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.
BUSINESS SECURITY
When Patrol Officers conduct business checks they frequently find open doors or
unsecured windows. All efforts are made by the department to contact the
business owner and secure the premises. The KBPD accounted for over fifteen
thousand business checks during 2007. We continue to work with our business
community to finds ways to prevent criminal activity.
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.
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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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. Our new goal will be to maintain the
status and become re-accredited in 2009.
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LAW ENFORCEMENT SERVICES – DEMANDS & WORKLOAD
ANNUAL COMPARISON
PERFORMANCE INDICATORS
Part I - Mandatory 2003 2004 2005 2006 2007
Murder 0 0 0 0 0
Sex Offense 3 1 3 3 1
Robbery 2 4 1 1 0
Aggravated Assault 4 5 7 4 2
Burglary/Business 9 0 6 4 7
Burglary/Residence 21 3 14 14 6
Structure Under Construction 1 0 1 5 5
Burglary - Garage or Shed 6 4 5 2 1
Attempted Burglary 4 4 4 3 0
Motor Vehicle Theft 13 5 13 5 1
Attempted Motor Vehicle Theft 0 0 0 0 0
Pocket Picking 1 1 0 0 0
Purse Snatching 0 0 0 0 0
Shoplifting 7 2 3 5 5
Theft/Building 61 45 53 58 43
Theft/Coin Operated 0 0 0 2 0
Theft/Construction Site 3 6 4 2 5
Theft from Motor Vehicle 121 56 64 43 65
Other Larceny 46 29 49 43 47
Boat Theft 1 0 1 2 1
Bicycle Theft 76 26 97 79 60
Arson 9 0 0 1 4
Part II - Mandatory
Kidnapping/Abduction 0 0 0 0 0
Simple Assault 11 30 48 36 39
Drug/Narcotic Offenses 10 1 5 4 1
Bribery 0 0 0 0 0
Other Calls for Service
DUI 5 5 5 4 10
Traffic Citations 1,280 1,622 1,534 1,316 1,135
Parking Citations 691 760 660 760 1,069
Traffic Accidents 229 213 245 228 213
Hit & Run 32 53 63 61 37
Resident Alarms 505 555 639 533 607
Business Alarms 187 203 181 108 105
Bank Alarms 32 42 26 45 12
Open Door Windows 192 18 40 31 58
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Other Calls for Service 2003 2004 2005 2006 2007
Medical Assists 506 615 180 35 42
Animal Complaints 89 129 135 84 84
Loud Party 72 40 161 101 66
Disturbances 306 466 444 465 389
Vandalism to Property 64 14 8 9 10
Suicide 0 4 1 2 1
Attempted Suicide 5 3 2 2 1
Apparent Natural Deaths 7 7 14 13 19
Fire Assists 162 179 77 41 22
Security Checks
(Residential/Business) 5,842 3,760 8,569 14,922 22,988
Suspicious Persons/Vehicles 199 182 243 233 228
Miscellaneous Calls 2,719 4,279 7,437 7,082 8,420
TOTALS 13,533 13,371 21,042 26,391 35,809
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HIGH QUALITY SERVICE, COST EFFECTIVE AND EFFICIENT OPERATIONS
The department operates in an effective and efficient manner with one of the
lowest officer to resident ratios in the county. We have 30 officers serving a
population of approximately 11,500, whereas similarly sized cities such as Miami
Shores, with a population of 10,456 operates with a staffing of 31 police officers.
South Miami, with a population of 10,528, has 48 officers to provide police
services.
Police Department Full Time Officer Ratios
Ranking Agency
2006 FT
Officer
Count
Total
Population
Ratio per
1000
1 Indian Creek Village 11 59 186.44
2 Golden Beach 16 942 16.99
3 Medley 33 1,288 25.62
4 Virginia Gardens 6 2,371 2.53
5 El Portal 8 2,552 3.13
6 Bal Harbour Village 25 2,973 8.41
7 Biscayne Park 10 3,320 3.01
8 Bay Harbor Island 23 5,208 4.42
9 Surfside 26 5,635 4.61
10 West Miami 15 5,744 2.61
11 North Bay Village 25 5,794 4.31
12 Florida City 28 9,195 3.05
13 Miami Shores 31 10,456 2.96
14 South Miami 48 10,528 4.56
15 Key Biscayne 30 11,464 2.62
16 Miami Springs 41 13,723 2.99
17 Sweetwater 22 14,281 1.54
18 Opa Locka 34 15,487 2.2
19 Sunny Isles Beach 50 18,121 2.76
20 Village Of Pinecrest 48 19,530 2.46
21 Hialeah Gardens 32 20,476 1.56
22 Aventura 76 29,451 2.58
23 North Miami Beach 105 40,688 2.58
24 Homestead 103 43,149 2.39
25 Coral Gables 180 44,404 4.05
26 North Miami 129 59,734 2.16
27 Miami Beach 376 92,145 4.08
28 Hialeah 344 228,344 1.51
29 Miami 1012 388,702 2.6
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2007 Crime Statistics for Agencies within Miami-Dade County
Crimes per 1000 Residents
Ranking Agency Population
2007 Total
Crime
Index
Crimes per
1,000
Residents
1 Bay Harbor Islands 5,148 96 19
2 Golden Beach 951 18 19
3 Sweetwater 14,326 279 19
4 Biscayne Park 3,328 72 22
5 Key Biscayne 11,433 261 23
6 Bal Harbour 3,058 73 24
7 Hialeah Gardens 40,491 1,000 25
8 Virginia Gardens 2,354 63 27
9 Surfside 5,775 174 30
10 West Miami 5,724 192 34
11 Indian Creek Village 59 2 34
12 Sunny Isles Beach 18,747 681 36
13 North Bay Village 5,736 221 39
14 Miami Springs 13,643 556 41
15 Miami Lakes 27,027 1,114 41
16 Pinecrest 19,382 820 42
17 El Portal 2,523 114 45
18 Palmetto Bay 25,156 1,157 46
19 Hialeah 228,528 10,820 47
20 Coral Gables 44,604 2,327 52
21 Cutler Bay 40,468 2,382 59
22 Homestead 57,605 3,483 60
23 Aventura 30,383 1,965 65
24 North Miami Beach 40,942 2,757 67
25 Miami 395,434 27,302 69
26 Miami Shores 10,323 769 74
27 South Miami 10,561 816 77
28 North Miami 60,275 4,876 81
29 Miami Gardens 109,200 9,511 87
30 Doral 34,472 3,081 89
31 Miami Beach 93,721 8,877 95
32 Opa-locka 15,359 2,162 141
33 Miccosukee 600 98 163
34 Florida City 9,318 1,576 169
35 Medley 1,132 421 372
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PERFORMANCE INDICATORS
Violent crime within Key Biscayne continues to be almost non-existent.
Property crimes such as burglary averaged approximately less than one per
month. 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 11,500 people the crime rate is
minimal, ranking 5th lowest in crime out of the 35 municipalities and the
unincorporated areas of Miami-Dade County in the year 2007.
2007 Police Citizen Satisfaction Survey - 96% of residents rated services
good to excellent.
Although population grew 15% in five years serious (Part I) crimes have
decreased 5% from 2003.
Part III calls for service have increased by 171% from 2003.
Traffic accidents are down by 7%. Traffic citations are down by 11% and
parking citations are up 55% from 2003.
Additional workload indicators are described in the following chart.
Work Load Indicator Comparisons Part III Calls for Service
Other Calls for Service 2003 2007
Increase/
Percentage Decrease
DUI 5 10 5 100%
Traffic Citations 1,280 1135 -145 -11%
Parking Citations 691 1069 378 55%
Traffic Accidents 229 213 -16 -7%
Hit & Run 32 37 5 16%
Resident Alarms 505 607 102 20%
Business Alarms 187 105 -82 -44%
Bank Alarms 32 12 -20 -63%
Open Door Windows 192 58 -134 -70%
Medical Assists 506 42 -464 -92%
Animal Complaints 89 84 -5 -6%
Loud Party 72 66 -6 -8%
Disturbances 306 389 83 27%
Vandalism to Property 64 10 -54 -84%
Suicide 0 1 1 1%
Attempted Suicide 5 1 -4 -80%
Apparent Natural Deaths 7 19 12 171%
Fire Assists 162 22 -140 -86%
Security Checks (Residential/Business) 5,842 22,988 17146 293%
Suspicious Persons/Vehicles 199 228 29 15%
Miscellaneous Calls 2,719 8,420 5701 210%
TOTALS 13,124 35,516 22,392 171%
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RESIDENT’S EXECUTIVE SUMMARY
PERSONNEL SUMMARY
POLICE EMPLOYEES
FY 2005
FY 2006
FY 2007
FY 2008
FY 2009
Police Officers 30 30 30 30 30
Dispatchers 5 5 5 5 5
MUWs/CSAs 4 4 4 4 4
Support Personnel 3 3 3 3 3
Total Full-Time
Employees
42 42 42 42 42
Part-Time Crossing
Guards
2.5 2.5 4.5 4.5 4.5
Totals 43.5 43.5 46.5 46.5 46.5
FUNDING LEVEL SUMMARY
FY 2005 FY 2006 FY 2007
FY 2008
FY 2009
Variance
Police Officers $2,063,330 $2,189,516 $2,323,407 2,565,871 2,681,922 4.52%
Support
Personnel $405,732 $473,881 $505,052 525,695 554,973 5.57%
Operational
Expenses $1,336,532 $1,450,814 $1,664,089 1,808,829 1,905,960 5.37%
Capital Outlay $135,789 $188,767 $193,842 203,853 100,852 -50.53%
Total
Department $3,941,383 $4,302,924 $4,716,390 5,104,248 5,368,707 5.18%
BUDGET SUMMARY
The total increase in the 2009 budget will be $264,459 or 5.18% 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.
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POPULATION AND WORKLOAD INCREASE
The Village has increased in population and calls for service since it started the
police department in 1993.
Population and Workload
Year Key Biscayne Population Calls for Service Sworn Officers
2003 10,507 13,740 29
2007 11,500 35,887 30
To Date +993 22,147 +1
Officers are busy not only with calls for service, investigations, traffic control
around the schools, accident investigations, security checks, and general calls on the
street, but with time being spent completing and entering reports into our records data
base as well as handling other community policing related events, such as business
home checks, vehicle registrations, etc.
As evidenced in the following charts, serious crime (Part I) is down 34% 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 2003 2007 Increase/Decrease Percentage
Murder, Rape, Sex Crimes, Assault &
Battery, Arson, Robbery, Burglary,
Motor Vehicle Theft, Theft, Domestic
Assault & Battery
395
262
-133
DOWN
34%
Part II crimes decreased 23% while the workload for Part III crimes increased by 177%.
Part II Crime Comparison
FBI Classifications 2003 2007 Increase/Decrease Percentage
Abduction/Kidnapping, Simple
Assault, Drugs, Embezzlement, Fraud,
Bribery, Domestic Simple Assault
66
51
-15
DOWN
23%
Work Load Indicator Comparisons Part III Calls for Service
Type of Call 2003 2007 Increase/Decrease Percentage
Traffic & Parking Citations 1,971 2,204 233 12%
Traffic Accidents 229 213 -16 -7%
Medical Assists 506 42 -464 -92%
Animal Complaints 89 84 -5 -6%
Loud Parties 72 66 -6 -8%
Other Disturbances 306 389 83 27%
Mischief 64 68 4 6%
Residential & Business Security Checks 5,842 22,988 17,146 293%
Miscellaneous Calls for Service 2,719 8,420 5,701 210%
Home & Business Alarms 724 724 0 0%
Open Windows & Doors 192 58 -134 -70%
Total Part III Calls for Service 12,714 35,256 22,542 177%
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Budget Summary 2009
Once again, the 2009 fiscal year budget reflects a decline in operating costs
from the previous year. The Police Department is proposing a 5.3 percent
increase in this year’s budget, of which 62% are salary and personnel costs. The
Police Vehicles line item shows a reduction of 56% based on the initial purchase
and lease coming to fruition in 2008. Increased fuel costs are substantial as
noted on the 2009 budget.
Facing probable property tax cuts has required the Department to closely assess
its operating expenses. Close scrutiny and innovative tracking methods from our
previous budget have proven the need for increasing monetary allotments in
the areas of boat maintenance (purchasing of new engines), vehicle fuel,
overtime, and special events.
As a small department, we are constantly facing manpower issues associated
with time off granted for vacation, sick, or training. In addition we are, as is the
case with departments around the country, struggling to recruit and retain new
officers. Although we spent the majority of the past fiscal year with personnel
shortages in patrol and communications, those vacancies will be filled within the
second quarter of the fiscal year. Step increases, along with COLA raises and a
new contract with the Lieutenants union contribute to the increase in the
overtime and salary budgets.
Accreditation was achieved during the 2006 fiscal year, allowing the
department to reduce this line item by almost 60% during the past year.
However, as we ready ourselves for re-accreditation in 2009, we will host
assessors from other agencies with our on-site assessment. Although it increases
this item in our new budget, the need to be prepared far outweighs the slight
raise in monetary costs.
The Key Biscayne Police Department is dedicated and committed to providing
quality community policing to our residents while maintaining stringent fiscal
policies. The proposed budget allows us to function at a high output capacity
while curtailing unnecessary spending.
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FY2008 Adopted Variance
Budget FY2009 % Dollar
CHIEF OF POLICE $150,146 $154,650 3% $4,504
001.08.521.12112 DEPUTY CHIEF OF
POLICE $108,888 $125,000 15% $16,112
POLICE LIEUTENANTS- 4 $410,648 $419,830 2% $9,182
POLICE SERGEANTS- 4 $334,576 $349,833 5% $15,257
POLICE OFFICERS- 20 $1,136,104 $1,175,404 3% $39,300
MUNICIPAL UTILITY WORKERS- 2 $75,249 $79,358 5% $4,109
IT SERVICES TECHNICIAN- 1 $59,309 $64,143 8% $4,834
VACATION EXCESS $71,432 $75,382 6% $3,950
COURT TIME $9,000 $15,604 73% $6,604
ADMINISTRATIVE ASSISTANTS- 2 $97,189 $105,295 8% $8,106
DISPATCHERS- 5 $175,571 $177,685 1% $2,114
COMM. SERV AIDES/PROP & EVID
CUST- 2 $78,377 $82,592 5% $4,215
CROSSING GUARDS $40,000 $45,900 15% $5,900
OVERTIME SALARIES $200,000 $340,000 70% $140,000
SPECIAL EVENTS $13,166 $0 -100% ($13,166)
HOLIDAY PAY $108,511 $125,000 15% $16,489
INCENTIVE PAY $23,400 $26,220 12% $2,820
ACCREDITATION $11,088 $16,038 45% $4,950
COMPENSATED ABSENCES* $0 $0 0% $0
PAYROLL TAXES $236,505 $257,185 9% $20,680
RETIREMENT CONTRIBUTIONS $357,994 $372,611 4% $14,617
LIFE, HEALTH, DISABILITY INSURANCE $415,541 $415,541 0% $0
WORKERS COMPENSATION $122,189 $122,463 0% $274
MAINTENANCE CONTRACT $20,000 $8,000 -60% ($12,000)
INVESTIGATION EXPENSE $6,000 $7,000 17% $1,000
WEBSITE/COMMUNICATIONS $4,500 $4,500 0% $0
TELEPHONE DEDICATED LINES $12,567 $12,567 0% $0
ELECTRICITY $49,822 $39,732 -20% ($10,090)
WATER & SEWER $5,134 $10,637 107% $5,503
EQUIPMENT LEASE $17,689 $18,320 4% $631
POLICE DEPARTMENT
FISCAL YEAR 2009 BUDGET
138
LAW ENFORCEMENT INSURANCE $122,663 $122,663 0% $0
VILLAGE HALL MAINTENANCE $61,661 $61,663 0% $2
MAINTENANCE & REPAIRS $4,000 $0 -100% ($4,000)
VEHICLE MAINTENANCE $42,976 $40,680 -5% ($2,296)
BOAT MAINTENANCE $0 $16,850 100% $16,850
VEHICLE FUEL $105,110 $130,000 24% $24,890
BOAT FUEL $14,000 $19,000 36% $5,000
MAINTENANCE-COMMUNICATIONS $55,000 $55,000 0% $0
D.A.R.E. PROGRAM $10,000 $10,000 0% $0
RECRUITING/HIRING/PHYSICALS $27,890 $31,310 12% $3,420
OFFICE SUPPLIES $25,000 $25,000 0% $0
UNIFORMS $30,000 $38,700 29% $8,700
RANGE EXPENSES $6,000 $6,000 0% $0
MEMBERSHIP & DUES $3,500 $3,500 0% $0
EDUCATION & TRAINING $42,000 $42,000 0% $0
TUITION REIMBURSEMENT $0 $19,000 100% $19,000
POLICE VEHICLES $183,853 $80,852 -56% ($103,001)
POLICE EQUIPMENT $20,000 $20,000 0% $0
FEDERAL EXPENDITURES* $0 $0 0% $0
STATE EXPENDITURES* $0 $0 100% $0
$5,104,248 $5,368,707 5.18% $264,459
* TO BE APPLIED AGAINST AN ESTABLISHED RESERVE AT YEAR
END
PUBLIC WORKS DEPARTMENT
FISCAL YEAR 2009 BUDGET
139
Public Works
Director
OOrrggaanniizzaattiioonnaall CChhaarrtt
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.
Maintenance
Supervisor I
Assistant to the
Director
Maintenance
Laborer
Maintenance
Supervisor II
Special
Projects
Coordinator
PUBLIC WORKS DEPARTMENT
FISCAL YEAR 2009 BUDGET
140
FUNCTIONAL ORGANIZATIONAL CHART
DEPARTMENTAL DESCRIPTION
The Department of Public Works is one of the five departments of 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 and Coastal
Consultants. The Village Engineers are responsible for all general engineering services
such as plans for paving, curbs and sidewalks, bridge repairs, storm sewer systems as
well as overseen the current Water, Sewer and Reclaimed Water Project. The Coastal
Consultant specializes on Beach related projects such as Seagrass Mitigation, Dune
Restoration and Beach Renourishment. The following is a list of the contractors who
provide services to this department and a brief description of their responsibilities:
The Public Works Director
oversees the beach,
stormwater and landscape
maintenance contractors.
The Village Engineers are
responsible for providing
general engineering services.
Horticulturist coordinates with
contractor on landscape
related projects.
The Stormwater Utility
requires the maintenance of
two systems for maintaining
the two stormwater pump
stations all by contract.
The Coastal Engineering
Consultant specializes on the
beach maintenance and
renourishment project.
Public Works Department
PUBLIC WORKS DEPARTMENT
FISCAL YEAR 2009 BUDGET
141
a. Beach Maintenance Contractor: Responsible for maintaining the profile of the
beach as well as maintaining the beach free of litter and debris. Contractor is
Universal Beach Service Corporation. Resolution 2003-34 October 14, 2003
extended the same contract until October 14, 2008 which is a five (5) year period
at an annual cost of $107,110.
b. Landscape and General Maintenance Contractor: Responsible for maintaining all
landscape projects such as Crandon Boulevard Median, Neighborhood Public
Landscaping Program and maintenance of street trees. The contractor also
provides various general maintenance as required. Current contractor is with
Gorgeous Lawns and Gardens, Inc. The contract was awarded August 28, 1997 by
the Village Council. The contract is a two-year contract with automatic extensions
with the approval of the Village.
c. Miami-Dade County: The Village has the following inter-local agreements with the
County:
1) The initial agreement entered into with the County for the transfer of
municipal services and responsibilities to the Village was approved by the
county R-970-92, July 21, 1992. The council approved the agreement June 9,
1992.
2) Key Biscayne elementary School ten (10) year agreement beginning on
January 1, 1994 as per Council Resolution 93-19, adopted September 14, 1993
and was extended until 2013 for supervision and maintenance of play area and
portions of the grounds. Resolution 99-76 adopted September 16, 1999
authorized the Village to maintain the entire school grounds effective November
11, 1999.
3) Crandon Boulevard median maintenance agreement authorized by
Resolution 93-49 and Resolution 93-60 adopted October 26th and December 14,
1993. This is a continuing agreement.
4) Library grounds and school grounds are maintained by the landscaping
contractor.
5) Compliance with the National Pollution Discharge Elimination System
(NPDES) with Miami -Dade County and includes the Village as a joint-permittee
in association with the County Department of Environmental Resource
management.
PUBLIC WORKS DEPARTMENT
FISCAL YEAR 2009 BUDGET
142
6) Miami-Dade Water and Sewer Department bills and collects the stormwater
utility fees in accordance with ordinances 93-11 93-11-A. Resolution 93-44
authorized the Mayor to execute the billing and collection agreement. The
agreement was approved by the County commission July 26, 1994 (R-1235-94).
The contract is ongoing.
7) Resolution 98-38 adopted August 25, 1998 authorized the execution of an
Inter-local agreement with Miami-Dade County to develop a countywide local
mitigation strategy.
d. Pollution Elimination Corporation (PELCO): Responsible for maintaining the two
stormwater pump stations (100 East Heather Drive and 200 Ocean Lane Drive) as
per Resolution 99-52, adopted May 11, 1999. Resolution 2000-18 adopted June 6,
2000 contracted with the company to maintain the pump station at the Village
Green.
e. Street Cleaning: U.S. Grounds, Inc. is under contract to provide mechanized
sweeping of all streets monthly.
2009 DEPARTMENTAL OBJECTIVES AND MANAGEMENT
OVERVIEW
Objective One: To maintain public areas in an attractive and pleasing manner.
KEY AREA: Landscape maintenance of cul-de-sacs, medians, swale areas,
public areas and trees by contractor
INDICATOR: Review work by periodic checks and constant review of Contract
with Gorgeous Lawns and Gardens, Inc.
ACTION PLAN:
Enforce all provisions of landscape maintenance contract
Service complaints resolved within seventy-two (72) hours.
Hired a part time horticulturist to inspect landscaping throughout the Village
PUBLIC WORKS DEPARTMENT
FISCAL YEAR 2009 BUDGET
143
PERFORMANCE MEASURES:
Meet as often as necessary with contractor to review work.
Have horticulturist review public areas periodically.
Analyze and respond to public comments within a 72- hour period.
Objective Two: To maintain on a daily/periodic basis, portions of Crandon
Boulevard, East Drive and selected areas litter free.
KEY AREA: Litter and Debris Patrol
INDICATOR: Periodic checks and citizen comments.
ACTION PLAN:
Monitor clean-up activities of Public Works employee as per work schedule.
Service complaints resolved within twenty-four (24) hours, except during weekends.
PERFORMANCE MEASURES:
Review work schedule quarterly.
Inspect work areas periodically to determine if areas are litter free.
Order Special Mechanical Street Sweepings on an as–needed basis.
Objective Three: To maintain the Atlantic Ocean Beach by cleaning, grading and
contouring on a regular basis.
KEY AREA: Maintenance of the Ocean Beach
INDICATOR: Review work by periodic checks and meeting with contractor.
ACTION PLAN:
Enforce all provisions of the Beach maintenance contract.
Service complaints resolved within a seventy-two (72) hour period, except during
weekends.
PUBLIC WORKS DEPARTMENT
FISCAL YEAR 2009 BUDGET
144
PERFORMANCE MEASURES:
Inspect beach on a weekly basis.
Meet quarterly with representative from Universal Beach Service Corp.
Bring beach contour and condition up to even and stabilize profile at the
prescribed elevation
Analysis of public comments.
Meet with Dade County Department of Environmental Resources Management
(DERM) once per year to review beach restoration.
Objective Four: To maintain Crandon Boulevard
KEY AREA: Crandon Boulevard Improvements
INDICATOR: Coordinate activities with Miami-Dade Public Works Department,
consulting engineers, and horticulturist.
ACTION PLAN:
Enforce all provisions of the Landscape Management Plan
PERFORMANCE MEASURES:
Inspect medians, lighting and paving on a weekly basis.
Analysis of public comments.
Quarterly meetings with contractor
Objective Five: To collect garbage, trash and recycling material from single family
dwellings
KEY AREA: Solid Waste Management
INDICATOR: Review contract with Waste Management.
PUBLIC WORKS DEPARTMENT
FISCAL YEAR 2009 BUDGET
145
ACTION PLAN:
Enforce all provisions of the five (5) year contract to end 2009.
Respond to service misses within 24/48 hours.
PERFORMANCE MEASURES:
Spot checks by staff.
Monthly meeting with contractor.
Review complaints on a weekly basis.
Objective Six: To maintain and operate all stormwater drains annually.
KEY AREA: Stormwater Management
INDICATOR: Check stormwater system and pump stations periodically.
ACTION PLAN:
Review service complaints weekly.
Contract for maintenance of three (3) pump stations with PELCO, 100 East Heather
Drive and 200 Ocean Lane Drive, as authorized per Resolution 96-10, adopted April
23, 1996 and Village Sanitary Sewer pump station.
PERFORMANCE MEASURES:
Physical inspection.
Complaints received.
Analyze maintenance log on a monthly basis.
Review terms of PELCO agreement monthly.
Comply with NPDES Requirements.
PUBLIC WORKS DEPARTMENT
FISCAL YEAR 2009 BUDGET
146
RESIDENT’S EXECUTIVE SUMMARY – PUBLIC WORKS
PERSONNEL SUMMARY
Authorized Positions FY 2004 FY 2005 FY 2006 FY 2007 FY 2008 FY 2009
Public Works Director 1.0 1.0 1.0 1.0 1.0 1.0
Assistant to the Director 1.0 1.0 1.0 1.0 1.0 1.0
Special Projects
Coordinator
0.0 0.0 0.0 0.0 0.0 0.25
Maintenance Supervisor I 1.0 1.0 1.0 1.0 1.0 1.0
Maintenance Supervisor II 0.0 1.0 1.0 1.0 1.0 1.0
Maintenance Laborers 1.5 0.5 0.5 0.5 0.5 0.5
Total 4.5 4.5 4.5 4.5 4.5 4.75
FY 2004 FY 2005 FY 2006 FY 2007 FY 2008 FY 2009 %
Change
from FY
08
Personnel
Expenses
$267,229 $298,805 $339,246 $312,725 $367,885 $405,641 10.27%
Operational
Expenses
$786,465 $953,440 $1,022,416 $1,285,156 $1,553,604 $1,572,141 1.2%
Capital Outlay $0 $0 $0 $0 $0 $0 0%
Total
Department
$1,053,694 $1,252,245 $1,361,662 $1,597,881 $1,921,489 1,977,782 2.94%
The 2.94% increase in the Public Works Budget from the previous year’s budget is
due to an increase in personnel expenses as well as some added contractual
services.
BUDGET SUMMARY
PUBLIC WORKS DEPARTMENT
FISCAL YEAR 2009 BUDGET
147
PUBLIC WORKS
FY2008 Adopted Variance
Budget FY2009 % Dollar
PUBLIC WORKS DIRECTOR $92,893 $100,463 8% $7,570
MAINTENANCE SUPERVISOR #1 $56,622 $61,237 8% $4,615
MAINTENANCE SUPERVISOR #2 $40,353 $43,641 8% $3,288
ASSISTANT TO THE DIRECTOR $42,107 $47,707 13% $5,600
SPL PROJECTS/COMMUNICATIONS
COORD. $0 $16,811 100% $16,811
HOURLY EMPLOYEES/OVERTIME $50,000 $42,965 -14% ($7,036)
COMPENSATED ABSENCES $0 $0 0% $0
PAYROLL TAXES $21,571 $23,931 11% $2,360
RETIREMENT CONTRIBUTIONS $27,837 $32,383 16% $4,546
LIFE, HEALTH, DISABILITY
INSURANCE $22,580 $22,580 0% $0
WORKERS COMPENSATION $13,923 $13,923 0% $0
ENGINEERING $45,500 $20,716 -54% ($24,784)
LANDSCAPE ARCHITECT $5,000 $5,000 0% $0
MAINTENANCE CONTRACT $3,333 $1,334 -60% ($1,999)
CONSULTING SERVICES $5,000 $5,000 0% $0
CONTRACTUAL SERVICES $843,000 $843,000 0% $0
TREE TRIMMING - FPL LINE
CLEARING $150,000 $150,000 0% $0
BEACH CONSERVATION
MONITORING $25,000 $25,000 0% $0
TRAVEL & PER DIEM $192 $192 0% $0
WEBSITE/COMMUNICATIONS $4,500 $4,500 0% $0
TELEPHONE $6,930 $6,930 0% $0
ELECTRICITY $8,300 $6,619 -20% ($1,681)
WATER & SEWER $855 $1,772 107% $917
ELECTRICITY-VILLAGE WIDE $63,034 $84,421 34% $21,387
WATER-VILLAGE WIDE $96,219 $119,082 24% $22,863
RENTALS & LEASES $33,772 $33,772 0% $0
INSURANCE $17,691 $17,691 0% $0
VILLAGE HALL MAINTENANCE $10,277 $10,277 0% $0
PUBLIC WORKS DEPARTMENT
FISCAL YEAR 2009 BUDGET
148
MAINTENANCE & REPAIRS $140,000 $140,000 0% $0
VEHICLE MAINTENANCE $20,000 $30,000 50% $10,000
MAINTENANCE CONTRACTS $33,000 $25,000 -24% ($8,000)
HURRICANE EXPENDITURES $0 $0 0% $0
OPERATING SUPPLIES $10,000 $10,000 0% $0
SMALL TOOLS-CONSUMABLE $20,000 $20,000 0% $0
EDUCATION & TRAINING $2,000 $2,000 0% $0
EQUIPMENT $10,000 $10,000 0% $0
$1,921,489 $1,977,948 2.94% $56,459
PARKS & RECREATION DEPARTMENT
FISCAL YEAR 2009 BUDGET
149
DEPARTMENTAL ORGANIZATION CHART
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.
Village
Manager
Parks &
Recreation
Director
Community
Center
Supervisor
Athletic
Coordinators
Front Desk
Manager
Youth Services
Coordinator
Adult
Services
Coordinator
Administrative
Assistants (2)
Asst. Athletic
Coordinators
Special Projects/
Communications
Coordinator
PARKS & RECREATION DEPARTMENT
FISCAL YEAR 2009 BUDGET
150
PARKS AND RECREATION
PARKS & RECREATION DEPARTMENT
FISCAL YEAR 2009 BUDGET
151
FUNCTIONAL ORGANIZATIONAL CHART
Responsible for the
administration of the Department
and reports to the Village
Manager.
Develops and administers
policies and procedures.
Supervises departmental
employees and contractors.
Prepares and maintains reports
and records.
Monitors expenditures and
interprets effectiveness of
services.
Coordinates with other
departments and
professional organizations.
Implements programs and
special events.
Performs safety inspections
and oversees maintenance.
Performs assignments at the
direction of the Village
Manager.
Parks & Recreation Director
Building Code.
Plan and organize
athletic leagues.
Recruit and train coaches
and referees.
Act as liaison between
Village and program
participants.
Monitor and supervise
activities during all
programming.
Implement adult and
youth athletic programs in
the Community Center.
Direct responsibility for the
operation of the Center
and reports to the Parks &
Recreation Director.
Manages the schedules of
all full time staff.
Monitors and reports on
the Center’s budget.
Develops and administers
the marketing plan.
Develops and implements
Community Center policies
and procedures.
Performs assignments at
the direction of the
Director.
Provide social services to
adult residents through
information, advocacy,
referrals, and access to
local, state, and federal
programs.
Develop, implement, and
evaluate new program
ideas.
Act as a liaison to local
and state senior citizen
affiliate groups,
cooperating agencies
and organizations.
Oversee and maintain
client files and program
records of all programs.
Athletic Supervisor Community Center
Manager
Adult & Senior Program
Supervisor
PARKS & RECREATION DEPARTMENT
FISCAL YEAR 2009 BUDGET
152
r
Front Desk Manager
Manages and schedules
all part-time staff
associated with the front
desk and reports to the
Community Center
Manager.
Responsible for the daily
financial accounting of the
Center’s revenue and
expenditures.
Deliver the highest level of
customer service to
residents and members.
Implement and manage
internal and external
communication systems.
Youth & Teen
Coordinator
Plan and organize youth
and teen activities and
reports directly to the
Community Center
Manager
Recruit and train room
monitor and camp staff.
Develop and implement
programs for youth and
teens.
Monitor and supervise
activities during all
programming.
PARKS & RECREATION DEPARTMENT
FISCAL YEAR 2009 BUDGET
153
DEPARTMENTAL DESCRIPTION
The Parks & Recreation Department caters to thousands of participants a year by
offering a wide variety of programs. A challenge this department has faced is
attempting to establish and develop a quality and balanced program with limited
recreation facilities. The addition of the Key Biscayne Community Center has
allowed the department to service the community in ways never before possible.
The Key Biscayne Community Center opened on October 30, 2004. The department
has three (3) major divisions: Community Center, Sports and Athletics, and Adult and
Senior Services.
In addition to the Community Center the Department continues to make facilities for
outdoor active recreation a priority. The Village of Key Biscayne executed
agreements with St. Agnes Church and School, Key Biscayne Community School and
Miami-Dade County to provide the active recreational space required for the youth
and adult active recreational needs of the community. The Department continues
to investigate other potential locations to address these needs. Currently the
Department is working with the Village Manager and the Building and Zoning
Department to develop plans that could potentially add active recreational space in
Calusa Park, Virginia Key, and within the property managed by the Virginia Key
Beach Park Trust. Significant efforts will be made this fiscal year to implement these
plans.
In 2008 the Parks and Recreation Department will undertake the administration of the
youth and adult athletic programs previously managed in concert with the Key
Biscayne Athletic Club. The Department will work with guidance provided by a
newly created advisory board. This departure from the previous work model will
provide many challenges for the department as it strives to improve the method in
which these programs are provided to the residents.
COMMUNITY CENTER DIVISION
The Key Biscayne Community Center opened for use on October 30, 2004. The
Community Center provides a central location for all residents, both young and old,
to participate in a wide variety of both active and passive activities. The Community
Center is a two story facility located adjacent to the Village Green. The Community
Center includes a multi-purpose gym, 25-meter pool, dance and aerobics studio,
wellness/fitness center, computer lab, arts & crafts room, meeting rooms and
underground parking. In addition, separate program space has been provided for
toddler, youth and teen activities. Staff continues to work with the Community
Center Advisory Board to insure that the public’s expectations are met. A new
Community Center Manager was hired on April 23, 2008 after an application and
interview process that included the Community Center Advisory Board.
PARKS & RECREATION DEPARTMENT
FISCAL YEAR 2009 BUDGET
154
The Community Center has three capital projects in different stages of completion.
The Island Room Revisions were completed on September 1, 2008. This project
replaced the carpet tiles with a wood floor to increase the programming capabilities
of the space. The addition of a second elevator and improvement of the lift station
have been approved by Council and are currently in the bidding process.
Architectural and engineering plans for a second floor expansion were approved by
Council. This project will be brought back before Council with costs estimates for
consideration.
SPORTS AND ATHLETICS DIVISION
The Athletic Coordinator and staff administer the Sports and Athletics Division. Since
1993 under the terms and conditions of an annual contract approved by Resolution
97-57, the Athletic Division is responsible for the administration of the Key Biscayne
Athletic Club (KBAC), which provides athletic programs for approximately 1,600
children. In 2008 Council approved a recommendation from the KBAC that the
Village Parks & Recreation staff assume the administrative duties related to providing
athletic programs for the residents of the Village. The Village Council approved the
appointment of a Youth Athletics Advisory Board to provide recommendations to the
Village. The KBAC remains in existence with the main objectives of obtaining
volunteers and fundraising. The new model approved by Village Council and the Key
Biscayne Athletic Club will place the managerial and administrative responsibility
within the department.
The Athletics Division will implement the programs with the guidance of the newly
created advisory board for athletics. The programs available for children include:
flag football, tackle football, volleyball, youth soccer leagues, baseball, girls softball,
boys and girls basketball seasonal sports camps, the Chief Harmon Memorial Fishing
Tournament, and youth tennis leagues. Adult programs include a spring soccer
league and co-ed softball.
PARKS
The Parks Division administers the Village Green, Oceanfront Park, and St. Agnes, Key
Biscayne Community School, Crandon Park, and Calusa Park insuring that the
grounds are maintained properly. The Parks Division administers the management
agreements between the Village of Key Biscayne and Dade County Parks and
Recreation, the Archdiocese of Miami and Miami-Dade County Public Schools. The
Department manages the maintenance contractor that provides the athletic field
maintenance program for the Village Green, Key Biscayne Community School, and
St. Agnes. The parks and facilities are inspected weekly for maintenance and safety
concerns. This Division manages the issuance of permits which are required for
parties, organized sports, and special events held by any person or organization in
accordance the Village’s park rules adopted by Village Council on November 14,
1995, Ordinance 95-14.
PARKS & RECREATION DEPARTMENT
FISCAL YEAR 2009 BUDGET
155
SPECIAL EVENTS
The Special Events Division is responsible for the coordination of several special events
such as the annual Spring Egg Hunt, Memorial Day Ceremonies, Key Biscayne
Lighthouse Run, St. Valentine Day Celebration, Relay for Life, Concerts, Annual
Winterfest, Winterfest Boat Parade and the annual Fourth of July Fireworks
Celebration. In addition, the Division serves as a liaison to local community and
civic groups organizing special events.
ADULT AND SENIOR PROGRAMMING
The Adult and Senior Division also benefited greatly with the opening of the
Community Center. Participation in the social, educational, and social service
program provided are at record numbers. Adults and seniors participate in
excursions to area attractions, events, classes, seminars and cultural activities. The
numbers of programs has increased to meet demand. Workings with residents, senior
programs have been developed to meet the needs of this population. Through this
Division, the Department strives to provide quality leisure opportunities for all sectors
of the population.
PERFORMANCE INDICATORS
The Village Green playground equipment replacement program was
completed on time and within budget
The development of a new youth athletics program model was
approved by both the Village Council and the Key Biscayne Athletic
Club Board of directors.
The Community Center division was able to increase programming while
managing the space allocation required hosting the wide variety of
activities.
PARKS & RECREATION DEPARTMENT
FISCAL YEAR 2009 BUDGET
156
2009 DEPARTMENTAL OBJECTIVES AND MANAGEMENT
OVERVIEW
The Department provides a wide variety of services to the residents of Key
Biscayne. This is accomplished while maintaining a small, efficient streamline
department. The department provides prompt, efficient, and courteous service to
our customers by providing quality recreation programs and well-maintained
facilities.
The Department will continue to maximize the recreational opportunities provided
at the Village Green, St. Agnes, Community School and Crandon Park while
looking for active and passive recreational space through redevelopment and
cooperative agreements. The department participated in the Evaluation and
Assessment Report in conjunction with the Building and Zoning Department to
review how the Village green can best serve the growing demand for both passive
and active recreation. The Department will also participate in the development of
a park adjacent to the Community Center at 530 Crandon Boulevard. In addition
the Department has been working to redevelop Calusa Park and looking to lease
potential playing fields on Virginia Key. These efforts will be a priority in this fiscal
year.
The Senior Services Division has been re-named the Adult and Senior Services
Division. The Senior Services Supervisor will now be the Adult and Senior Program
Supervisor. The expansion of this Division is a direct response to the requests from
adult residents who desire more recreational opportunities.
The Department will continue an aggressive grant-seeking program. The
Department has maintained a high level of funding that has subsidized capitol
improvements, purchase of property, and recreational programming. This year
the department will pursue additional grants for senior, youth and teen programs
and services, the Florida Recreation Development Assistance Program Grant and
a historic preservation grant for the Calusa Playhouse.
PARKS & RECREATION DEPARTMENT
FISCAL YEAR 2009 BUDGET
157
PERSONNEL SUMMARY
Authorized Positions
Full Time Personnel
Fiscal Years
2004 2005 2006 2007 2008 2009
Parks & Recreation
Director 1.0 1.0 1.0 1.0 1.0 1.0
Adult Program Supervisor 1.0 1.0 1.0 1.0 1.0 1.0
Administrative Assistants (2) 1.0 1.0 1.0 1.0 1.0 1.0
*SPL Projects/Comm. Coord. 0.5
Total 3.0 3.0 3.0 3.0 3.0 3.5
Community Center
Community Center Manager 1.0 1.0 1.0 1.0 1.0 1.0
Youth Services Coordinator 1.0 1.0 1.0 1.0 1.0 1.0
Front Desk Manger 1.0 1.0 1.0 1.0 1.0 1.0
Total 3.0 3.0 3.0 3.0 3.0 3.0
Athletics
Athletic Coordinator 1.0 1.0 1.0 1.0 1.0 1.0
Asst. Athletic Coordinator 1.0 1.0
Total 1.0 1.0 1.0 1.0 2.0 2.0
Total Full-Time 7.0 7.0 7.0 7.0 8.0 8.5
Authorized Positions
Part-Time Personnel
Fiscal Years
2004 2005 2006 2007 2008 2009
Parks & Recreation
Part-time Administrative
Assistants 2.0 2.0 2.0 2.0 0.0 0.0
Total 2.0 2.0 2.0 2.0 0.0 0.0
Community Center
Head Lifeguard 2.0 2.0 2.0 2.0 1.0 1.0
Asst Head Lifeguard 0.0 0.0 0.0 0.0 1.0 1.0
Lifeguards 6.0 6.0 6.0 6.0 6.0 6.0
Room Monitors 14.0 14.0 14.0 14.0 14.0 14.0
Front Desk Attendant 12.0 12.0 12.0 12.0 12.0 12.0
Manager On Duty 1.0 1.0 1.0 1.0 1.0 1.0
Toddler Room Monitor 3.0 3.0 3.0 3.0 3.0 3.0
Total 38 38 38 38 38 38
Athletics
Part-time athletic Assistants 0.0 0.0 0.0 0.0 2.0 3.0
Total 0.0 0.0 0.0 0.0 2.0 3.0
Total Full-Time 40.0 40.0 40.0 40.0 40.0 41
PARKS & RECREATION DEPARTMENT
FISCAL YEAR 2009 BUDGET
158
Parks & Recreation
FY2008 Adopted Variance
Budget FY2009 % Dollar
RECREATION DIRECTOR $108,777 $117,341 8% $8,564
ATHLETICS STAFF $63,700 $0 -100% ($63,700)
ADULT PROGRAMS SUPERVISOR $59,535 $64,388 8% $4,853
ADMINISTRATIVE ASSISTANTS (2) $87,182 $65,768 -25% ($21,414)
SPL PROJECTS/COMMUNICATIONS COORD. $0 $33,622 100% $33,622
COMPENSATED ABSENCES $0 $0 0% $0
PAYROLL TAXES $24,418 $21,506 -12% ($2,912)
RETIREMENT CONTRIBUTIONS $35,041 $33,734 -4% ($1,307)
LIFE, HEALTH, DISABILITY INSURANCE $22,473 $27,871 24% $5,398
WORKERS COMPENSATION $3,531 $3,531 0% $0
MAINTENANCE CONTRACT - SKYLINE $6,000 $0 -100% ($6,000)
SENIOR TRANSPORTATION $52,560 $48,672 -7% ($3,888)
TRAVEL & PER DIEM $2,904 $2,692 -7% ($212)
WEBSITE/COMMUNICATIONS $4,500 $4,500 0% $0
COMMUNICATIONS $9,393 $9,393 0% $0
ELECTRICITY - ST. AGNES FIELD LIGHTS $10,966 $10,867 -1% ($99)
VEHICLE LEASE $3,600 $3,600 0% $0
RENT - ST. AGNES PLAYING FIELD $36,000 $36,000 0% $0
INSURANCE $26,167 $26,167 0% $0
VEHICLE MAINTENANCE $10,000 $10,000 0% $0
MAINT/REPAIRS - PARKS/PLAYGRND $30,000 $30,000 0% $0
FIELD MAINTENANCE $105,000 $115,000 10% $10,000
ADVERTISING $50,000 $50,000 0% $0
SPECIAL EVENTS $90,000 $77,800 -14% ($12,200)
KEY BISCAYNE ATHLETIC CLUB $100,000 $0 -100% ($100,000)
KEY BISCAYNE ART FESTIVAL $5,000 $5,000 0% $0
LIGHTHOUSE RUN & WALK $10,000 $10,000 0% $0
FOURTH OF JULY FIREWORKS $90,000 $92,500 3% $2,500
FOURTH OF JULY PARADE $0 $20,000 100% $20,000
PARKS & RECREATION DEPARTMENT
FISCAL YEAR 2009 BUDGET
159
FOURTH OF JULY EVENT $0 $12,200 100% $12,200
WINTERFEST $40,000 $50,000 25% $10,000
OFFICE SUPPLIES $8,000 $8,000 0% $0
UNIFORMS $2,000 $2,000 0% $0
PROGRAM SUPPLIES $30,000 $30,000 0% $0
MEMBERSHIP & DUES $2,000 $2,000 0% $0
EDUCATION & TRAINING $2,000 $2,000 0% $0
PARK IMPROVEMENTS $15,000 $15,000 0% $0
PROGRAM EQUIPMENT $10,000 $10,000 0% $0
$1,155,747 $1,051,152
-
9.05% ($104,595)
PARKS & RECREATION DEPARTMENT
FISCAL YEAR 2009 BUDGET
160
Community Center
FY2008 Adopted Variance
Budget FY2009 % Dollar
COMMUNITY CENTER SUPERVISOR $78,650 $62,870 -20% ($15,780)
YOUTH SERVICES COORDINATOR $36,050 $39,708 10% $3,658
FRONT DESK MANAGER $40,479 $43,738 8% $3,259
PART TIME EMPLOYEES $413,030 $425,421 3% $12,391
PAYROLL TAXES $43,468 $43,738 1% $270
RETIREMENT CONTRIBUTIONS $18,620 $17,558 -6% ($1,062)
LIFE, HEALTH, DISABILITY INSURANCE $16,850 $16,850 0% ($0)
WORKERS COMPENSATION $10,043 $10,044 0% $1
CONTRACT SERVICES $420,000 $420,000 0% $0
MAINTENANCE CONTRACT $34,000 $16,000 -53% ($18,000)
COMMUNICATIONS $10,741 $10,741 0% ($0)
POSTAGE $2,500 $2,500 0% $0
UTILITIES $133,300 $110,636 -17% ($22,664)
INSURANCE $121,025 $121,025 0% $0
COMM. CENTER BLDG MAINTENANCE $280,000 $280,000 0% $0
MINOR REPAIRS $5,000 $5,000 0% $0
ADVERTISING $50,000 $50,000 0% $0
OFFICE SUPPLIES $2,500 $8,000 220% $5,500
UNIFORMS $2,000 $2,000 0% $0
SUPPLIES $82,000 $82,000 0% $0
$1,800,256 $1,767,828
-
1.80% ($32,428)
CAPITAL IMPROVEMENT PROGRAM FISCAL YEAR 2009
161
Pursuant to Village Charter Section 3.03 (5) and the Master Plan Section VIII, a five year (5)
Capital Improvement Program is developed and updated annually including funding sources.
The Master Plan defines capital improvements as non-recurring, financed, physical
improvement projects costing at least $25,000. The Village Master Plan establishes the
guidelines for the annual Capital Improvement Program process as follows:
CAPITAL IMPROVEMENTS
Goal 1 To undertake capital improvements necessary to provide adequate
infrastructure and a high quality of life, within sound fiscal practices.
Objective 1.1 The Annual Capital Improvement Program Process
Achieve annual Village Council use of this Element as the framework to
monitor public facility needs as a basis for annual capital budget and five-
year program preparation.
Policy 1.1.1
As part of the annual budget process, staff and engineering studies shall
form the basis for preparation of a five-year Capital Improvement Program,
including one (1) year capital budget, to further the Master Plan elements.
Policy 1.1.2
The Capital Improvement Program shall include a drainage facility
improvement/replacement program based upon the 1993 Drainage
Master Plan, adopted September 14, 1993. Construction of the system
began June 19, 1995 with final completion by October 18, 1997.
Policy 1.1.3
In setting priorities, the following kinds of criteria shall be used by the Village
Council; in all cases, financial feasibility or budget impact will be assessed:
· Public Safety Projects: any project to ameliorate a threat to public
health or safety
· Quality of Life Projects: any project that would enhance the quality
of life, such as a public streetscape improvement project.
· Level of Service or Capacity Projects: any project needed to
maintain an adopted or otherwise desirable Level of Service.
· Redevelopment Projects: any project that would assist in the
revitalization of deteriorated non-residential properties.
· Biscayne Bay Enhancement Projects: any project which would
enhance the environmental quality of Biscayne Bay.
CAPITAL IMPROVEMENT PROGRAM FISCAL YEAR 2009
162
Policy 1.1.4
The Village shall use designated funding mechanisms such as the
drainage utility and sewer assessments to the maximum extent feasible
thereby freeing up general funds (and general obligation bonds) for such
Village-wide projects as park land acquisition and streetscape work as
outlined in the policies of other Master Plan elements. A Stormwater Utility
Fee was enacted in 1994.
CAPITAL IMPROVEMENT ELEMENT IMPLEMENTATION SYSTEMS
A. Five-Year Schedule of Capital Improvements
B. Other Programs
The other principal programs needed to implement this element are as follows:
1. An annual capital programming and budgeting process beginning no
later than July of every year and including the use of the project selection
criteria contained in Policy 1.1.3; related thereto will be the annual review
of this element. A capital budget is submitted each year with the annual
budget.
2. Master Plan adopted by Village Council on September 14, 1993 and a
stormwater utility rate was set the same year. Project construction started
June 18, 1995 and was completed October 18, 1997.
3. June 27, 2006 Council meeting, the Village Council approved Ordinance
2006-6 authorizing construction of the sanitary sewer and water line
improvement project. The scope of work according to the Village
includes: Installation of the sanitary sewer system (sewer laterals, gravity
sewers, manholes, pump station construction (Zone 2/3) and upgrades
(Zone 1) and other components) in Zones 1, 2/3 and 4. Replacement of
the old asbestos cement water pipes within the sanitary sewer
improvement area, and restoration of pavement, landscaping and other
areas affected by the installation. The Village awarded the construction
of Zone 1 and zone 4 to Metro Equipment Services, Inc. Construction in
these zones began in October of 2007. On April 30, 2008, the Village
Council approved the contract with Trans Florida Development Corp. for
the construction of Zone 2/3 which is estimated to be completed
December of 2009. On May 13th, the Village Council approved the
agreement with Conquest Engineering for the construction of the
reclaimed water distribution system.
4. Amendments to the existing Land Development Code to assure
conformance to the "concurrency" requirements relative to development
CAPITAL IMPROVEMENT PROGRAM FISCAL YEAR 2009
163
orders, levels of service and public facility timing as outlined in item C
below.
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 2009 budget addresses the
Master Plan requirement.
D. Concurrency Management
Concurrency Management shall be implemented as articulated in Land Use
Element Policy 2.14 and Capital Improvement Element Policy 1.4.1.
RELATIONSHIP BETWEEN OPERATING & CAPITAL BUDGETS & FISCAL IMPACT
The Village of Key Biscayne prepares a separate Capital Improvement Program from
the Operating General Fund Budget, however, the two (2) budgets are linked. The
operating budget provides funding for most capital projects and will carry the
operating impacts of those projects once constructed. Operating and maintenance
costs are reviewed with each of the capital projects. The operating budget of the
Capital Improvement Fund as distinguished from the General Fund Operating Budget,
is a multi-year financial plan for the acquisition, expansion or rehabilitation of
infrastructure, capital assets, or productive capacity of Village services. The Capital
Outlay, along with the Capital Improvement Program is developed along with the
annual operating budget. All projects are adopted Goals of the Village Council. A
Capital Asset is defined as an asset with a value of more than $25,000 and a useful life
of over three (3) years. Some exceptions may be made to this rule for practical
reasons. When the operating impact of the capital outlay are analyzed, the Capital
Plan appears to place very limited burden on the operating budget.
Capital Projects typically apply to the following:
· Expenditures which take place over two (2) or more years requiring continuing
appropriations beyond a single fiscal year;
· Systematic acquisition over an extended period of time; and
· Scheduled replacement or maintenance of specific elements of physical assets.
Revenues for the Capital Budget derive primarily from current annual operating
revenues. The Capital Improvement Budget, unlike the operating Budget, is a five year
plan which is updated annually. Only those projects scheduled during the first year of
the plan are financed and adopted as part of the Village’s Annual Operating Budget.
The Capital Outlay appropriation, upon adoption of the budget, is transferred to the
Capital Improvement Fund in accordance with Resolution 95-26 adopted July 25, 1995.
Funds remain in this account and on the books until the project is completed or closed,
and do not need to be re-appropriated every year. No property tax increase has been
CAPITAL IMPROVEMENT PROGRAM FISCAL YEAR 2009
163
required to fund Debt Service requirements since the Village’s inception. The Fiscal
Year 2009 adopted property tax rate of $3.2 per $1,000 assessed valuation remained
the same as Fiscal Year 2008.
164
CAPITAL IMPROVEMENT PROGRAM 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
THE VILLAGE CIVIC CENTER
CAPITAL IMPROVEMENT PROGRAM VILLAGE CIVIC CENTER
165
January 18, 2000 to review the building schematics, projected costs, financing plan,
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.
III. 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. ft. 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
CAPITAL IMPROVEMENT PROGRAM VILLAGE CIVIC CENTER
166
additional square foot area should also facilitate access from the proposed Civic
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).
CAPITAL IMPROVEMENT PROGRAM VILLAGE CIVIC CENTER
167
Programming for the facility expanded to include fire administrative offices and
community meeting rooms. Approval for the additional 4,300 sq. ft. design was
granted on July 11, 2000.
Developed as a two-story 25,238 sq. ft. 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
CAPITAL IMPROVEMENT PROGRAM VILLAGE CIVIC CENTER
168
to one majority favoring the construction of a Recreation Center. A planning
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.
CAPITAL IMPROVEMENT PROGRAM VILLAGE CIVIC CENTER
169
Handicap access is designed on the east side next to the main entrance.
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 11, 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,
CAPITAL IMPROVEMENT PROGRAM VILLAGE CIVIC CENTER
170
2000. Resolution 2000-49 adopted September 12, 2000 approved the new two-story
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
CAPITAL IMPROVEMENT PROGRAM VILLAGE CIVIC CENTER
171
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
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.
XI. 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 11, 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
CAPITAL IMPROVEMENT PROGRAM VILLAGE CIVIC CENTER
172
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
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 11, 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
CAPITAL IMPROVEMENT PROGRAM VILLAGE CIVIC CENTER
173
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,
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.
STORMWATER UTILITY FUND FISCAL YEAR 2009
174
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
MISSION STATEMENT: To maintain, manage, plan and enhance drainage
systems to safeguard public health and control flooding while protecting our
waterways. To work cooperatively to respond to the community’s need by
providing reliable, professional and cost effective services.
STORMWATER UTILITY FUND FISCAL YEAR 2009
175
of the National Pollution Discharge Elimination System (NPDES). A two (2) part permit
application was required. The agreement is dated December 15, 1992. The initial
contribution was $8,750 for the first part. Resolution 93-27-A, adopted June 22, 1993,
authorized the Village to continue with DERM as a joint-permittee for the second part of
the process. The second Inter-local Agreement was approved and executed by
Metro-Dade on July 12, 1994 for a five (5) year period or until November 16, 2000, at a
cost of $4,200 annually. It is cost effective and prudent for the Village to continue
under the terms of this Inter-local Agreement in order to comply with the regulations.
The agreement was extended by Resolutions 2000-44 adopted August 29, 2000. A
second agreement was authorized by Resolution 2000-60, December 5, 2000 which
provides for the control of discharges until November 16, 2000 but may be extended 25
years by mutual consent.
LEVEL OF SERVICE
A major condition affecting the proposed design of the Stormwater System is the low
elevation of the area to be drained, combined with tidally-controlled groundwater.
This combined with the intense existing development with no available major
retention/detention area, limited the drainage system options. The other major
consideration was to develop a system that was affordable to the Village. Based on
these considerations a "level of service" was developed to define these parameters.
The stormwater design has been developed by evaluating the amount of rainfall that
will fall on a given area within a specific time period. This is the intensity of rainfall that a
drainage system is designed to accommodate. This intensity is usually expressed as
units of inches of rainfall per hour or the inches of rainfall over a one (1), two (2), or
three (3) day period.
The rainfall intensities are categorized within an average occurrence interval. This is
expressed in a fixed number of years per occurrence, such as a five-year storm which
means that from the rainfall data, this storm will occur on an average of once in every
five (5) years. Because this in only an average, it does not mean that once this storm
occurs it will be another five (5) years before another storm of this magnitude will occur.
It is quite possible that two (2) or more such magnitude storms could even occur in a
single year.
This intensity of rainfall per the average years of occurrence is called the design storm.
Therefore, a five-year design storm is the intensity of rainfall expected to occur on an
average of once in five (5) years. The design objective was to remove water from the
public right-of-way within 12 hours of the five-year 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:
STORMWATER UTILITY FUND FISCAL YEAR 2009
176
DESIGN STORM - 5 YEAR
Drainage Area Assumption
Flooding Duration – Hours
Minor Runoff Private Property
4+
Major Runoff Private Property
8+
Full Runoff Private Property
11+
This is to say that the design storm will be evacuated from the streets within a 4 to 11
hour period. The Village had set a level of expectation of "within" 24 hours. This level of
service is based on the drainage wells handling the total stormwater discharge. This
system, however, has an overflow capability into eleven existing positive drainage
outfalls, discharging directly into Biscayne Bay, after flowing through a pollution control
structure. Therefore, these flooding durations could be less based on the ability to
overflow into these existing outfall systems.
Although the design storm is based on a once in a five (5) year average, the intensity of
lesser occurring storms does not cause major reduction in the rainfall intensity.
Therefore, these conditions could occur with minor reductions in the flooding after
lesser storms.
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 system functions so well. The first and primary
reason is that the average well is disposing 4500 gallons per minute per foot of head.
This is significantly higher than 5 year storm design level which was estimated at only
1000 gallons per minute per foot of head. The second reason is the overflow weirs to
the ocean. Before the rainwater has a chance to reach a very high level, outfall weirs
STORMWATER UTILITY FUND FISCAL YEAR 2009
177
dispose the stormwater into the sea.
FLOODPLAIN MANAGEMENT PLAN
A Floodplain Management Plan has been completed to address the problem of
repetitive loss properties; to improve the Village•s ability to cope with flood hazards
and problems; and to gain further points in the Community Rating System for flood
insurance coverage. The plan prioritizes proposed project improvements. The plan was
prepared with a $40,000 State of Florida Department of Community Affairs Emergency
Management Preparedness and Assistance Trust Fund (EMPATF) grant which the Village
secured competitively in March 1997. The Council adopted Resolution 97-31, May 13,
1997 which authorized contracts enabling work to start at 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 11, 1995, extended in 1997 and 1998. Ordinance 98-9 adopted October 27, 1999
authorized the issuance of $7.2 million of Stormwater Utility Revenue Bonds for the
purpose of providing permanent funding for the project.
YEAR
ORDINANCE
RESOLUTION
RATE
1995
95-3
95-11
4.89%
1997
97-9
97-11
4.52%
1998
98-2
98-06
4.32%
STORMWATER UTILITY FUND FISCAL YEAR 2009
178
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, 2008, the outstanding debt will be $5,200,000.
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.
STORMWATER UTILITY FUND
FISCAL YEAR 2009 BUDGET
179
Debt Service Schedule
Loan Balance Principal Interest Fiscal Year Total
Year $7,200,000
1999 $7,065,000 135,000.00 74,951.01 $209,951.01
2000 $6,940,000 125,000.00 291,784.50 $416,784.50
2001 $6,810,000 130,000.00 286,622.00 $416,622.00
2002 $6,625,000 185,000.00 281,253.00 $466,253.00
2003 $6,430,000 195,000.00 273,612.50 $468,612.50
2004 $6,225,000 205,000.00 265,559.00 $470,559.00
2005 $6,010,000 215,000.00 257,092.50 $472,092.50
2006 $5,785,000 225,000.00 248,213.00 $473,213.00
2007 $5,550,000 235,000.00 238,920.50 $473,920.50
2008 $5,200,000 350,000.00 229,215.00 $579,215.00
2009 $4,835,000 365,000.00 214,760.00 $579,760.00
2010 $4,450,000 385,000.00 199,685.50 $584,685.50
2011 $4,045,000 405,000.00 183,785.00 $588,785.00
2012 $3,620,000 425,000.00 167,058.50 $592,058.50
2013 $3,175,000 445,000.00 149,506.00 $594,506.00
2014 $2,710,000 465,000.00 131,127.50 $596,127.50
2015 $2,220,000 490,000.00 111,923.00 $601,923.00
2016 $1,705,000 515,000.00 91,686.00 $606,686.00
2017 $1,165,000 540,000.00 70,416.50 $610,416.50
2018 $595,000 570,000.00 48,114.50 $618,114.50
2019 $0 595,000.00 24,573.50 $619,573.50
Total Annual Debt Payment Schedule
STORMWATER FUND
Coupon: 4.136% per annum, $7,200,000, Stormwater Construction Facilities, Series 1999,
Nationsbank, N.A.
STORMWATER UTILITY FUND
FISCAL YEAR 2009 BUDGET
180
Revenues FY 2003 FY 2004 FY 2005 FY 2006 FY 2007 FY 2008 FY 2009 FY 2010 FY 2011
Operating Revenue $528,049 $543,379 $543,379 $543,379 $530,000 $543,379 $543,379 $543,379 $543,379
Interest Income $64,826 $57,423 $56,183 $54,143 $30,000 $48,186 $38,297 $27,753 $16,239
General Fund Contributions $0 $0 $0 $0 $0 $0 $0 $0 $0
Total Revenues $592,875 $600,802 $599,562 $597,522 $594,655 $591,565 $581,676 $571,132 $559,618
Expenditures
Administrative Costs $70,000 $70,000 $70,000 $70,000 $70,000 $70,000 $70,000 $70,000 $70,000
Repair & Maintenance $80,000 $80,000 $90,000 $100,000 $100,000 $100,000 $100,000 $100,000 $100,000
Pump Station Replacement $0 $0 $0 $0 $0 $0 $0 $0 $0
Principal and Interest $468,613 $470,559 $472,093 $473,213 $473,921 $579,215 $579,760 $584,686 $588,785
Total Expenditures $618,613 $620,559 $632,093 $643,213 $643,921 $749,215 $749,760 $754,686 $758,785
Revenue Over
(Under) Expenditures ($25,738) ($19,757) ($32,531) ($45,691) ($49,266) ($157,650)($168,084) ($183,554)($199,167)
Beginning Fund Balance $941,140 $915,402 $895,645 $863,114 $817,423 $768,157 $610,507 $442,423 $258,869
Ending Fund Balance $915,402 $895,645 $863,114 $817,423 $768,157 $610,507 $442,423 $258,869 $59,702
18 Year
Revenues FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 Totals
Operating Revenue $543,379 $543,379 $543,379 $543,379 $543,379 $543,379 $543,379 $543,379 $9,222,113
Interest Income $3,745 $0 $0 $0 $0 $0 $0 $0 $418,071
General Fund Contributions $155,250 $280,500 $280,500 $348,650 $204,380 $359,200 $367,930 $225,630 $2,222,040
Total Revenues $702,374 $823,879 $823,879 $892,029 $747,759 $902,579 $911,309 $769,009 $11,862,224
Expenditures
Administrative Costs $70,000 $70,000 $70,000 $70,000 $70,000 $70,000 $70,000 $60,000 $1,180,000
Repair & Maintenance $100,000 $100,000 $100,000 $100,000 $100,000 $100,000 $100,000 $100,000 $1,650,000
Pump Station Replacement $0 $0 $150,000 $150,000 $0 $150,000 $150,000 $0 $600,000
Principal and Interest $592,059 $594,506 $596,128 $601,923 $606,686 $610,417 $618,115 $619,574 $9,530,253
Total Expenditures $762,059 $764,506 $916,128 $921,923 $776,686 $930,417 $938,115 $779,574 $12,960,253
Revenue Over
(Under) Expenditures ($59,685) $59,373 ($92,249) ($29,894) ($28,927) ($27,838)($26,806)($10,565)($1,098,029)
Beginning Fund Balance $59,702 $17 $59,390 ($32,859) ($62,753) ($91,680) ($119,518) ($146,324)$941,140
Ending Fund Balance $17 $59,390 ($32,859) ($62,753) ($91,680) ($119,518)($146,324) ($156,889)($156,889)
Assumptions:
1. $7,200,000 Stormwater Utility Revenue Bonds issued for 20 years at a fixed rate of 4.136%.
2. Operating revenue is based on additional units only. No fee increases or new units are anticipated to occur after FY 2004.
3. A reserve is established for replacement of the pump stations.
4. Deficits are projected to start to occur in FY 2014.
Available Options to Reduce the GF Contribution or Repay the Fund:
1. Increase the Stormwater Fees by the CPI factor.
2. Repay the GF with interest after the Bonds are retired in FY 2019.
181
SOLID WASTE AND RECYCLING COLLECTION AND DISPOSAL FUND FISCAL YEAR 2009
GOAL: To provide a comprehensive, responsive, efficient and effective residential solid waste
collection program by providing curbside pick-up and recycling, and delivery to an approved
disposal site, to prevent health and safety hazards and protect the environment.
BACKGROUND
The Village Council first reviewed the solid waste and recycling collection and disposal services for
single family residences provided by Metro-Dade County at the March 25, 1993 Council meeting.
The intent to transfer the service from Dade County was included in Goals and Objectives
established by the Village Council on two (2) separate occasions. The transfer was permitted by
the Metro-Dade transitional inter-local agreement, Section III-A, executed December 30, 1992.
In accordance with Village Goals and Objectives, on October 26, 1993 Council approved a
contract, submitted October 19, 1993, to study the cost of providing single-family residential solid
waste and recycling collection services. The study analyzed the then current annual fee ($399)
levied by Metro-Dade County as compared to an undetermined fee of a Village private
contractor. In anticipation of providing this service, in accordance with the inter-local agreement,
the Village presented the County a transfer notice on April 1, 1994. Council discussed the collection
program over the next several months.
FIRST FIVE-YEAR CONTRACT
On May 10, 1994, Council authorized staff to draft a Request for Proposal (RFP). The RFP was
advertised in the Miami Daily Business Review on June 29 and 30, and July 1, 1995, with a pre-bid
conference on July 8, 1995. Six (6) private contractors and the City of Miami submitted proposals
on July 22, 1994. On August 24, 1994, a committee of local municipal officials interviewed all
contractors, developing a four (4) contractor short-list. Village Council, via Resolution 94-46,
adopted December 22, 1994, awarded the contract to Industrial Waste Services, Inc. (presently
known as BFI). All parties executed the five (5) year contract on December 30, 1994, with services
beginning on January 2, 1995. This contract ended December 31, 1999.
RATE SCHEDULE AND BILLING
Adopted April 11, 1995, Ordinance 95-4 authorized Village Council to set fees for solid waste and
recycling collection and disposal services. On April 11, 1995, Resolution 95-9 established the annual
fee at $199 per year, which is one of the lowest annual solid waste and recycling fees in Miami-
Dade County. This fee reduction translated into a $200 annual savings for Village residents.
Ordinance 96-3, adopted April 9, 1996, established a 5% late fee, 1/2% monthly interest charge, and
a 10% lien fee for delinquent bills.
MISSION STATEMENT: To provide a comprehensive, service oriented
residential solid waste management service.
182
YEAR
2007
2008
2009
Starting Fund
Balance $290,780 $290,780 $290,780
Revenue 544,820 538,238 639,055
Contract
Expenses 514,008 514,008 631,737
Admin. Expenses 4,000 2,000 2,000
Uncollectable Accounts 26,312 22,230 5,308
Total Expenses 544,320 538,238 639,055
EOY Net Inc./loss 0 0 0
EOY Balance 290,780 $290,780 $290,780
EOY: End of Year
SINGLE FAMILY HOME SERVICE
The Village program consists of garbage, yard waste, bulky waste, and recyclable collection
and disposal from single-family homes. The county provides a home chemical collection
program and dead animal pick-up. BFI provides the following services for approximately
1,289 single-family homes within the Village:
-Garbage and Yard Trash collection - Bulk Waste collection - once per month
twice a week
- Recyclable collection - once per week - Residential dumpster - 24 hours per day
- Special collections - $12.00 per cubic yard, upon request
SECOND FIVE-YEAR CONTRACT
Resolution 99-28, adopted April 20, 1999 directed the Manager to issue a Request for
Proposal (RFP) for soliciting bids for solid waste haulers. Letter dated May 10, 1999 to BFI Inc. in
accordance with section 2.2 of the contract stated the non-renewal of the agreement by
the Village. The advertisement appeared in the Miami Business Review on July 1, 1999. On
July 8, 1999 the Village held a pre-bid meeting to discuss the Solid Waste and Recycling
Collection Request for Proposal. Waste Management, Inc. and BFI Waste Management of
North America, Inc. submitted RFPs on July 22, 1999.
A memorandum dated August 17, 1999 to the Village Council from the Manager
recommended a five (5) year contract be awarded BFI Waste Systems of North America
provided the annual refuse fee is increased to $220 from $199. Resolution 99-74 (September 9,
1999 authorized the Village Manager to negotiate a new five-year contract. Resolution 99-81
(October 12, 1999) set the fee at $220 per year. Ordinance 99-8 (October 26, 1999) approved
the five (5) year agreement and the contract was executed October 26, 1999.
THIRD CONTRACT
A Request for Proposal was issued by the Village on October 13, 2004 for solid waste haulers.
SOLID WASTE AND RECYCLING COLLECTION AND DISPOSAL FUND FISCAL YEAR 2008
183
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.
Beginning January 1, 2005, a new type of side-yard pick up service was initiated at a fee of $420
per household. In Fiscal year 2009, this fee was increased to $495 per household.
FUND DESCRIPTION
The Solid Waste and Recycling Collection and Disposal Fund is a self-supporting enterprise fund
intended to recover all contractual expenditures to provide residential refuse services.
REVENUES
The $638,055 revenue represents the total of all billed single-family homes (1,289) at $495 per
residence less $5,308 for uncollectible. Fees were increased due to escalations in the contract
with Waste Management Inc.
EXPENDITURES
The line item for administrative expenses covers administrative personnel costs, billing and
collection costs, supply costs and uncollectible fees. The remaining generated funds are
utilized for public information material, special collections, and other administrative
expenditures.
ENTERPRISE FUND - SOLID WASTE
RECYCLING COLLECTION FUND
Description
Actual FY
2003
Actual FY
2004
Adopted
FY 2005
Adopted
FY 2006
Adopted FY
2007
Adopted FY
2008
Adopted FY
2009
Operating Revenue
$292,000
$284,900 $545,162 $545,162 $544,320 $537,238 $638,055
Interest Income
4,000
1,071 0 500 500 1,000 1,000
Total Revenues
$296,000
$285,971 $545,162 $545,662 $544,820 $538,238 $639,055
Expenditures
Contractual Services 1
$263,789
$255,196 $514,008 $514,008 $514,008 $514,008 $631,747
Administrative Costs
15,000
3,978 4,000 4,000 4,000 2,000 2,000
Uncollectable Accounts 0 0 27,154 27,154 26,312 22,230 5,308
Total Expenses
278,789
259,173 $545,162 545,162 $544,320 $538,238 $639,055
Estimated Fund Balance
$166,084
$192,882 $192,822 $192,822 $192,822 $192,822 $192,822
1. Contractual Services is solid waste and recycling collection and disposal contract with BFI Waste Systems of North America.
SANITARY SEWER IMPROVEMENT FUND
FISCAL YEAR 2009
184
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:
SANITARY SEWER IMPROVEMENT FUND
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“…If an attempt is made to change the Plan, the Plan would be
found in non-compliance” … “If the Village goes forward, does not
connect and does not change the Plan, the law gives citizens the
ability to challenge development orders that are issued. That could
include expansion of houses and any permit that would rely on septic
tanks.”
b. Because of the Village’s high water table and the poor water absorption
characteristics of its soil, septic tanks may contaminate the environment
after heavy rains, with effluents rising to the surface and otherwise
contributing to ocean and bay pollution. This fact was discussed in The
Islander News article of March 25, 1999. In the same issue, Mr. Samir Elmir,
State Health Department Administrator for Miami-Dade County, made the
following statement, “a sewer system is better for a community than a septic
system because it pumps the sewage away for treatment rather than
treating it locally. It is safer and much better system.” Mr. Elmir also discussed
the subject at the November 9, 1999 Council Meeting where he stated that:
“… soil conditions on Key Biscayne are not proper for septic tanks…the set
back to the surface water is very close to Biscayne Bay and the coastline”... “
Anything more than one septic tank per 5 acres must be considered
relatively high density and would impact the water quality in the area.”…
“The State of Florida has jurisdiction to fully implement the septic tank
program but they do not enforce any type of program to insure that the
system is functioning properly”…
“There are a lot of old systems on Key Biscayne and some have water
levels 6 inches above the gravel. In contrast when a NEW permit is
issued on Key Biscayne, the new systems are mounded 3 feet above
the natural ground level”.
“… Random samples were taken…after heavy rain from standing
water. One was taken from an area served by sewer and one from an
area served by septic systems. The levels of fecal coloforms were very
high in the area served by septic systems in comparison with the areas
served by sewer. This is an indication that human or warm-blooded
animal waste has been contaminating the water. Harmful pathogens
are present in the water.”… “Having a sewer system is a cleaner
solution and it will protect the environment. From a public health
standpoint, a sewer system is the appropriate system.”… “If you are on
septic, any addition to your existing home is almost impossible.”
SANITARY SEWER IMPROVEMENT FUND
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186
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. SERVICE AREA
The limits of the project areas are: Ocean Drive the East; Biscayne Bay to the West;
West Heather Drive to the North; and West Mashta Drive to the South (see attached
map)
3. COMPREHENSIVE PLAN
A citizen survey in 1993 reported that the extension of the sanitary sewer system was
supported by a majority of those respondents replying to the survey. The
Comprehensive Plan, adopted in 1995 (Ordinance 95-8) requires a central sanitary
sewer to all of the community by the year 2008. It is part of the Capital
Improvement element of the plan. More specifically, future Land Use Policy 2.1.1
states that:
“... The Village shall cooperate with the County in an attempt to
complete a financial and engineering plan to extend sanitary sewers
to as much of the remaining un-sewered areas as is financially and
otherwise desirable. The intent is to complete that plan as soon as
SANITARY SEWER IMPROVEMENT FUND
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187
technically and financially feasible but not later than 1998 and to
begin implementation as soon as technically, and financially feasible
and complete implementation no later than 2008 ...”
The State of Florida Department of Community Affairs (DCA) noted that the
collection system is part of the settlement agreement between the Village and
DCA in their June 12, 1995 letter to the Village. The Village request was 2014. Other
DCA communications, including its letters of February 5, 1998 and February 18,
1998, urge the Village to proceed with its sewer program as included in its Master
Plan. Finally, it should be noted that the program is also consistent with the Florida
Coastal Management Program.
4. GOALS AND OBJECTIVES OF VILLAGE COUNCILS
Since incorporation in 1991, Village Councils have adopted Goals and Objectives
on nine (9) separate occasions. On each occasion the construction of a sanitary
sewer collection system was included as one of the Council goals and given a high
priority. In addition, specific sanitary sewer workshops were held each year since
1996.
5. MIAMI-DADE COUNTY
a. Secured Miami-Dade County Environmental Quality Control Board (EQCB)
approval, on a class basis, for an extension of up to 10 years plus an
additional hardship extension for up to another 5-year to connect to the
system and abandon the existing septic systems (June 12, 1997).
b. Pursuant to this approval, the homeowner is required to connect to the
collection system immediately when one or more of the following conditions
occur:
(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.)
SANITARY SEWER IMPROVEMENT FUND
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188
6. FLORIDA HEALTH DEPARTMENT
A letter dated April 20, 1999 to the Village Manager from the Village Attorney
indicates that the Florida Department of Health will not take any action to interfere
with the Sanitary Sewer connection timetable which has been approved by the
Miami-Dade County DERM and the Miami-Dade County Environmental Quality
Control Board pursuant to Board Order No. 97-49. The Board order states the
Village residents shall have ten (10) years to connect to the sanitary sewer line
unless:
a. Failure of a property’s existing septic tank system occurs;
b. Improvements or repairs to a property exceed 50% of its value; or
c. A change in property ownership occurs.
This information was submitted to the Village Council in a memorandum dated
April 23, 1999 from the Village Manager.
7. ENGINEERING PLANS FOR COLLECTION AND TRANSMISSION SYSTEM
A motion was passed at the September 12, 1995 meeting authorizing the
preparation of an RFQ for a Master Plan for the sanitary sewer project. At its
February 24, 1998 meeting, Council adopted the 1997 Sanitary Sewer Feasibility
Study and Master Plan prepared by C.A.P. Engineering, Inc., which was presented
to the Council November 11, 1997.
At its March 10, 1998 meeting the Village Manager was authorized to retain the
engineering firm of PBS & J to prepare plans and specifications for the sewer
project at a cost not to exceed $400,000.
At its March 31, 1998 meeting the Council, by motion, agreed to construct a
sanitary sewer collection system. PBS & J submitted the preliminary design report to
the Council August 25, 1998.
The sanitary sewer system construction will consist of the installation of
approximately 39,000 linear feet of gravity sewers, approximately 1,885 linear feet
of force mains, one (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
SANITARY SEWER IMPROVEMENT FUND
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189
Crandon Boulevard. This force main extension connects to the existing main sewer
system at Crandon Boulevard and Harbor Drive.
8. WATERLINE REPLACEMENT PROGRAM
During the construction of the stormwater system the county utility department
(Miami-Dade Water & Sewer Department) replaced approximately $1.5 million
cement asbestos water pipes at no cost to the community.
If the existing water system is replaced simultaneously by the same contractor who
is installing the sanitary sewer, a cost reduction is possible. The potential cost
reductions relate to maintaining, relocating and repairing the existing water line
during the installation of the new sewer system. There is a potential costs savings in
mobilization and interest costs if the work is awarded to the same contractor.
9. 2005 Status
After the November 2, 2004 election, the Village stands to receive approximately
$5.1 million dollars from the County’s General Obligation Bond Program. The Village
is working with the Miami-Dade Water and Sewer Department and the County
Manager’s office for funding for the asbestos water pipes. A workshop to discuss the
Sanitary Sewer Project took place on January 18, 2005. At the November 22, 2005
Council Meeting, PBS&J updated the project estimate to $9.5M – $10.5M.
10. 2006 Status
The Village is set to receive $5.6 Million from the General Obligation Bond for this
project. The Village is working closely with the County with the replacement of the
water pipes. PBS&J has updated the plans and revised cost estimates for the entire
project. The Village has hired the Firm of Estrada Hinojosa to serve as the Financial
Advisor for this project. The sanitary sewer project is estimated at close to $20
million. The project is scheduled to begin in the summer of 2007. The Miami-Dade
County Water and Sewer Department (WASD) and the Village of Key Biscayne will
be partners in the first alternative water supply project in Miami-Dade County.
"Purple pipes" to provide reclaimed water for irrigation in public areas will be
installed in conjunction with new sanitary sewers and replacement mains for
potable water. Treated wastewater will be transported in a new water main to Key
Biscayne once the proposed reuse plant at the Central District Treatment Plant on
Virginia Key is in service. The Links at Crandon Park public golf course at the north
end of the island also will be irrigated with reclaimed water.
Updated estimated costs of $20,223,000 for simultaneous construction of both
sewers and water pipes were presented at the June 27, 2006 Village Council
meeting by Lourdes Abadin of Estrada Hinojosa, the Village’s Financial Advisor for
SANITARY SEWER IMPROVEMENT FUND
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190
the project. This number includes updated construction costs as well soft costs for
hiring a project manager and public relations firm (7% of construction costs). The
combined sanitary sewer estimate of $11,770,000 represents 58.2% of the cost; the
combined water pipe estimate of $8,453,000 represents 41.8% of the cost. The
actual costs will be determined by the Village Council based upon the contract for
project construction awarded as a result of a competitive bidding process.
Confirmed outside funding for the sewer element consists of $5,100,000 (Miami-Dade
County GOB) and $964,300 (US EPA grant). The estimated funding shortfall is
$5,705,700. The County has committed to pay $6,000,000 for water pipe
replacement. This results in a funding shortfall of $2,453,000 for the water pipe
element.
11.2007 Status
June 27, 2006 Council meeting, the Village Council approved Ordinance 2006-6
authorizing construction of the sanitary sewer and water line improvement project.
The scope of work according to the Village includes: Installation of the sanitary
sewer system (sewer laterals, gravity sewers, manholes, pump station construction
(Zone 2/3) and upgrades (Zone 1) and other components) in Zones 1, 2/3 and 4.
Replacement of the old asbestos cement water pipes within the sanitary sewer
improvement area, and restoration of pavement, landscaping and other areas
affected by the installation. The Village awarded the construction of Zone 1 and
zone 4 to Metro Equipment Services, Inc. Construction in these zones began in
October of 2007.
The Miami-Dade County Water and Sewer Department (WASD) and the Village of
Key Biscayne will be partners in the first alternative water supply project in Miami-
Dade County. "Purple pipes" to provide reclaimed water for irrigation in public areas
will be installed in conjunction with new sanitary sewers and replacement mains for
potable water. Treated wastewater will be transported in a new water main to Key
Biscayne once the proposed reuse plant at the Central District Treatment Plant on
Virginia Key is in service. The Links at Crandon Park public golf course at the north
end of the island also will be irrigated with reclaimed water.
12. 2008 Status
The Village awarded the construction of Zone 1 and zone 4 to Metro Equipment
Services, Inc. Construction in these zones began in October of 2007. On April 30,
2008, the Village Council approved the contract with Trans Florida Development
Corp. for the construction of Zone 2/3 which is estimated to be completed
December of 2009. On May 13th, the Village Council approved the agreement with
Conquest Engineering for the construction of the reclaimed water distribution
system.
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191
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, 1 992
Building, Zoning and Planning Department Operational
September 1, 1992
Calusa Park Exchange -Unofficially Given to Village
October 20 , 1 992
ORDINANCE 93-2 (FEMA Flood)
January 5, 1993 I
Village Government Recognized by ICMA January 28, 1993
Police Department Operational
March 1, 1993
Resolution 93-08
March 9, 1993
(Opted out of Miami-Dade Fire District)
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 Jun e 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 Operationa l October 1, 1 993
[ Grand Bay Project Approved November 11, 1993
192
MILESTONES FOR THE VILLAGE
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 Oub 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 March 12, 1996
1.) Community Center 2.) Village Offices 3.) Police/Fire Facilities
Y= 706 N= 775 Y= 430 N= 938 Y= 584 N=830
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 November 25, 1996
Recovery Mutual Aid Agreement executed
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 January 21, 1997
Yes= 386 No= 646
Charter Election: 24 Amendments approved by voters June 10, 1997
Long Range Beach Nourishment Plan Adopted October 28, 1997 I
ORDINANCE 97-21 (Fire/ Police Retirement Plan) September 9, 1997
Heritage Trail Dedication November 11, 1997
Lake and Ocean Parks dedicated to the V illage February 20 , 1998
Sanitary Sewer Ballot: Yes= 172 No=197 February 24, 1998
Floodplain Management Plan adopted (Resolution 98-18) April 28, 1998
193
MILESTONES FOR THE VILLAGE
Mayor Term Referendum: Yes= 286 No=646 June 30, 1998
CRS Rating "7" approved by FEMA
March 5, 1998
County School Board approves K-8
April 28, 1998
Fire Rescue Department receives Accreditation
September 10, 1998
ORDINANCE 98-9 ($7.2 Million Stormwater Bond, 4.13%)
October 27, 1998
ORDINANCE 98-10 (Sanitary Sewer Improvement Fund)
October 27, 1998
ORDINANCE 99-3 (Special Assessment Procedures)
April 20, 1999
Mashta Bridge Dedication
May 26,1999
ORDINANCE 99-6 ($10 Million Civic Center Bond, 4.72%)
June 22, 1999
CRS Rating 6 approved by FEMA
August 25, 1999
New Council Chamber opened
August 31, 1999
Swale Referendum: Yes= 380 No= 967
October 5, 1999
1. Special Assessment Charter Amendment Y-689 N-619 May 16,2000
2. Repeal Ordinance 99-3(Assessment) Y-580 N-681
3. Repeal Ordinance 99-9 (Loan) Y-485 N-820
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 I
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
I
,Community Center Opens November 1, 2004
Village Manager hired August 26, 2007
Crandon Boulevard Ribbon Cutting
April 10,2008
,
Re-Accreditation of Fire Department August 4, 2008
194
1.
6.
7.
HURRICANE PREPAREDN AND RECOVERY
YEAR 2009
8. Complementary to the Hurricane Plan is the storm and Plan for the Village of
Key Biscayne (SPRP). The Plan was several County, State and
accuracy. The plan is to document pre-storm and post-storm Village beach
conditions, as well as help to hazards along A tlantic following any major weather
phenomenon. This plan was to the November 1996 storm that ravaged the
County coastline, that the of Biscayne must
steps to ensure own beach
9. In July 1
provide post-hurricane neioaauaners
the private-public 1'"'<1"'1.'0""
10.
1 1 . Resolution
14.
on
management and hazard
13, Statewide Aid
196
FISCAL YEAR 2009
The Village of
Departments
numerous goals objectives in 2008. Since incorporation,
highlighted ,",,",,,,,,r.,..,<::,<, for their final products.
• Village Council
1998 Wal-Mart American Hometown
Award
Council member Betty
Village Manager• un:lce
Award
1998 Annual Video Report Village of
"Our Island
Biscayne "Our
3CMA Savvy Award Excellence-
Time Video
Annual Video Report -Village of
Paradise"
City Hall Public Information
Grand Award
Biscayne Heritage Brochure
American Association for State and
History (AASLH)
-"",...hlv'roi'"", of Commendation
....""'nu.",..."" Trail
Aventura of
First Annual Pacemaker Award
Samuel Kissinger, Village Manager
Manager
1997 Administration
Professionalism in
Florida Division Recreational
1997 Certificate Award for
contributions to Bill Baggs Cape Florida
State Recreation Area
1996 City Information
Grand Award
Five-Year Report
• Police Deportment
1998 City Hall Public Information
Contest Grand Award
Bicycle
Video -"Street
2005
• Building. Zoning & Planning
Insurance
Rating of 3
Dade County Municipality): 1992-2003
given to a
1998 FGCA Bronze Award
Community Relations Civic
Charrette
• Public Works Deportment
The Florida Urban Forestry
County or
Award
Municipal Program
2000 Florida Institute of Consulting
selected the Mashta Island
an Honorable Mention Award
2003 National Floodplain
Model Community Award
• Finance Deportment
Government Finance Association
(GFOA) of United States and Canada
Budget Presentation
':;r\\,/ornrv,o.,t Finance
Association (GFOA) of the United States
and Canada Certificate
Achievement for in Financial
1992-2007
• Deportment
Life Safety D.r-n'"",,\lc.,'Y""''''T Award
Residential Fire
Commission on Fire Accreditation
International Accredited Agency: 1
2003-2008,2008-2013
International of Fire
Safety Award: 1996-1
Fully S. FL Fire Service 1995
197
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
II. County Commissioner (District Seven)
The Honorable Carlos Gimenez
Downtown Office: District Office:
Roger Canton
Chief of Staff 6330 Manor Lane
Miami-Dade County Suite 100
Board of County Commissioners -District 7 South Miami, Florida 33143
111 Northwest First Street, Suite 220 Tel: (305) 669-4003
Miami, Florida 33128-1963 Fax: (305) 669-4044
Tel: (305) 375-5680 E-Mail: district7@miamidade.gov
Fax: {305} 372-6103 http://www.miamidade.gov/district07/home.asp
III. Miami-Dade County School Board (District Six) Team Metro Office
The Honorable Agustin Barrero Suzanne Salichs
1450 N.E. Second Avenue Regional Coordinator
Suite 202 Kendall office
Miami, FL 33132 Kendall Town & Country
Tel: (305) 995-1334 11820 Sherri Lane
Fax: (305) 995-1572 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
Tollahassee, Florida 32399-0001
Tel: (904) 488-4441
Fax: (904) 487-Q801
MISSION STATEMENT: "TO PROVIDE A SAFE. QUAUTY COMMUNITY ENVIRONMENT fOR All ISLANDERS THROUGH RESPONSIBLE GOVERNMENT.
198
VILLAGE OF KEY BISCAYNE
LOCAL ELECTED OFFICIALS
V. Senate (District 35)
The Honorable Dan Gelber (D)
Aide: Alexis Moseley and Debra Schwartz
Tallahassee Office: Miami Beach Office:
Room 226 Senate Office Building 1920 Meridian Avenue, Jrd Floor
404 South Monroe Street Miami Beach, FL 33139
Tallahassee, Florida 32399-1100 Tel: (305) 535-5485
Tel: (850) 487-5121
Email: gelber.dan.web@fisenate.gov
VI. House of Representatives (District 107)
The Honorable Luis R. Garcia (D)
Aide: Matthew Monica
Tallahosse Office: Miami Office:
130 1 The Capitol
402 South Monroe Street 531 S.W. 121hAvenue
Tallahassee, Florida 32399 Miami, FL 33130
Tel: (850) 488-9930 Tel: (305) 325-2501
ELECTED FEDERAL OFFICIALS
VII. United States Senate
The Honorable Mel Martinez (R)
Washington Address Miami Address
524 Hart Senate Office Building 800 Douglas Road, Suite 148
Washington D.C. 20510 Coral Gables, Fl 33134
Tel: (202) 224-3041 Tel: (305) 444-8332
Fax: (202) 224-2237 Fax: (305) 444-8449
VIII. The Honorable BRI Nelson (D)
Washington Address Orlando Address
51 7 Hart Senafe Office Building 225 East Robinson Street, Suite 410
Washington D.C. 20510 Orlando, Florida 32801
Tel: (202) 224-5274 Tel: (407) 872-7161
Fax: (202) 224-8022 Fax: (407) 872-7165
E-Moll: senator@billnelson.senate.gov
MISSION STATEMENT: ~TO PROVIDE A SAFE. QUAUTY COMMUNITY ENVIRONMENT FOR All ISLANDERS lHROUGH RESPONSIBLE GOVERNMENT."
199
VILLAGE OF KEY BISCAYNE
LOCAL ELECTED OFFICIALS
IX. United States House of Representatives (District 18)
The Honorable Ileana Ros-Lehtinen (R)
Washington Aide & Address Miami Aide & Address
Arturo A. Estopinon
Chief of Staff
2160 Rayburn House Office Building 8660 West flagler street. Suite 131
Washington D.C. 20515-0918 Miami, florida 33144
Tel: (202) 225-3931 Tel: (305220-3281
fax: (202) 225-5620 fax: (305)220-3291
MISSION STATEMENT: "TO PROVIDE A SAFE. QUAlITY COMMUNITY ENVIRONMENT FOR All ISlANDERS THROUGH RESPONSIBLE GOVERNMENT."
200
FINANCIAL TERMS
197
The Village of Key Biscayne Annual Budget is structured to be understandable and
meaningful to both the general public and the organization. This glossary is provided to
assist those unfamiliar with financial terms and a few terms specific to the Village’s financial
planning process.
A
Account: A term used to identify an individual asset, liability, expenditure control,
revenue control, encumbrance control, or fund balance.
Accountability: The state of being obligated to explain actions, to justify what was done.
Accountability requires the justification for the raising of public resources and the purposes
for which they are used.
Accounting System: The total structure of records and procedures which discover, record,
classify, summarize, and report information on the financial position and results of
operations of a government or any of its funds, fund types, balanced account groups, or
organizational components.
Accrual Basis of Accounting: The method which records revenues when earned
(whether or not cash is then received) and records expenditures when goods or services
are received (whether or not cash is disbursed at that time).
Activity: Departmental efforts which contribute to the achievement of a specific set of
program objectives, the smallest unit of the program budget.
Actual Prior Year: Actual amounts for the fiscal year preceding the current fiscal year
which precedes the budget fiscal year.
Adopted Budget: The financial plan adopted by the Village Council as an ordinance
which forms a basis for appropriations.
Ad Valorem Tax: Property taxes calculated as a percentage of the value of real or
personal property. The percentage is expressed in mills (thousandths of dollars).
Allocation: The distribution of appropriated funds to a particular Fund or Department
level authorized to incur obligations.
Appraise: To estimate the value, particularly the value of property.
Appropriation: The authorization by the governing body to make payments or incur
obligations for specific purposes.
FINANCIAL TERMS
198
Appropriated Fund Balance: The amount of surplus funds available to finance
operations of that fund in a subsequent year, or years.
Assess: To establish an official property value for taxation.
Assessed Value: A valuation set upon real estate by Metro Dade County Property
Appraiser as a basis for levying real property taxes (Ad Valorem Tax).
Asset: Resources owned or held by governments which have monetary value.
Assets may be tangible or intangible and are expressed in terms of cost or some
other value. Probable future economic benefits obtained or controlled by the
government as a result past transactions or events.
B
Balanced Budget: Occurs when planned expenditures equal anticipated
revenues. In Florida, it is a requirement that the budget submitted to the Village
Council be balanced.
Balance Sheet: The basic financial statement which discloses the assets, liabilities,
and equities of an entity at a specified date in conformity with GAAP.
Basis of Accounting: A term used to refer to when revenues, expenditures,
expenses, and transfers -- and the related assets and liabilities -- are recognized in
the accounts and reported on the financial statements. Specifically, it relates to
the timing of measurements made, regardless of the nature of the measurement,
on either the cash or accrual method.
Basis Points: The measure of the yield to maturity of an investment calculated to
four decimal places. A basis point is 1/100th of 1 percent (.01 percent).
Beach Nourishment: The maintenance of a restored beach by the replacement of
sand.
Bond: A written promise to pay a designated sum of money (the principal) at a
specific date in the future, along with periodic interest at a specific rate. The
payments on bonds are identified as Debt Service. Bonds are generally used to
obtain long-term financing for capital improvements.
Bond Funds: Resources derived from issuance of bonds for specific purposes and
used to finance capital expenditures.
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Bonded Indebtedness: Outstanding debt by issue of bonds which is repaid by ad
valorem or other revenue.
Bond Rating: A rating (made by an established bond rating company) from a
schedule of grades indicating the probability of timely repayment of principal and
interest on bonds issued.
Budget (operating): A plan of financial operation embodying an estimate of
proposed expenditures for a given fiscal year and the proposed means of
financing them (revenue estimates). The term is also used for the officially
authorized expenditure ceilings under which a government and its departments
operate, usually one year.
Budgetary Basis: This refers to the basis of accounting used to estimate financing
sources and uses in the budget. This generally takes one of three forms: GAAP,
cash, or modified accrual.
Budget Calendar: The schedule of key dates which the Village follows in the
preparation and adoption of the budget.
Budget Document (Program and Financial Plan): The official written statement
prepared by the Village staff reflecting the decisions made by the Council in their
budget deliberations.
Budget Message: A general discussion of the proposed budget written by the
Village Manager to the Village Council. The message provides the Village Council
and the public with a general summary of the most important aspects of the
budget.
Budget Ordinance: The schedule of revenues and expenditures for the upcoming
fiscal year which is adopted by the Village Council each year.
Budget Process: The process of translating planning and programming decisions
into specific financial plans.
C
Capacity: A measure of an organization’s ability to provide customers with the
demanded service or products, in the amount requested and in a timely manner.
Capital Expenditure: A company's expenditure to acquire capital assets.
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Capital Improvement Program (CIP): A projection of capital (long-lived and
significant) expenditures over the coming five years. The method of financing is
also indicated.
Capital Improvement Fund: An account used to segregate a portion of the
government's equity to be used for future capital program expenditures.
Capital Outlay: The amount set aside in the operating budget each year for
capital expenditures.
Capital Project: Major construction, acquisition, or renovation activities which
add value to a government's physical assets or significantly increase their useful life.
Also called capital improvement.
Capital Projects Budget: A fiscal year budget for capital expenditures, i.e. items
or projects of significant value with a probable life of one or more years, and the
means of financing them.
Cash Basis: The accounting method which records revenues when they are
received in cash and records expenditures when they are paid.
Cash Management: The process of managing monies for the Village to ensure
maximum cash availability and maximum yield on short-term investments of idle
cash.
Certiorari: A judicial proceeding to review an assessment of real property.
Consumer Price Index (CPI): A statistical description of price levels provided by
the U.S. Department of labor. The index is used as a measure of the increase in the
cost of living (i.e., economic inflation).
Consolidated Budget: The consolidated budget section contains a summary of all
Village funds and all revenues and expenditures.
Contingency Fund Account: An appropriation of money set aside for
unexpected expenses. The amount needed is transferred by Village Council action
to supplement an appropriate expenditure account, if necessary.
Contractual Services: Services rendered to a government by private firms,
individuals, or other governmental agencies. Examples include utilities, rent,
maintenance agreements, professional consulting, legal and auditing services.
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Cost Sharing: The contribution that a grantee must make to help fund the total
cost of a project.
County Wide Service Area: Miami-Dade County is t he regional government for all
residents of the county. As the area-wide government, the county has the
responsibility to provide certain services to all residents. The countywide services
include: public health care (Jackson Memorial Hospital), sheriff, jails, courts, mass
transportation (Metrorail), environmental protection, certain parks and public works
activities, elections, tax collection, property appraisal and social service programs.
The revenue to pay for countywide services comes from property and gas taxes,
licenses, charges for services, intergovernmental aid, fines and forfeitures, transfers,
and interest earnings. Emergency Management, Trauma Coordination, and Air
Rescue are part of the Miami-Dade Fire Rescue Department, but are classified as
county wide services and, therefore, are in the county wide budget, not in the Fire
Rescue District budget. All of these services are provided for all residents (and
visitors) in the county, regardless of where they live.
Current Revenues: Those revenues received within the present fiscal year.
Customer: The recipient of a product or service provided by the Village.
D
Debt Service: The annual payment of principal and interest on the Village’s
outstanding bonded indebtedness.
Debt Service Fund: Fund used to account for the accumulation of resources for
and payment of general long term debt principal, interest, and related costs. The
payment of principal and interest on borrowed funds.
Delinquent Taxes: Taxes remaining unpaid on or after the date on which a
penalty for nonpayment is attached.
Department: A major administrative division of the Village, which indicates
overall management responsibility for an operation or a group of related
operations within a functional area. A department usually has more than one
program and may have more than one fund.
Depreciation: Expiration in the service of life of capital assets attributable to
wear and tear, deterioration, action of the physical elements, inadequacy or
absolence, or the portion of the cost of a capital asset which is charged as an
expense during a fiscal period.
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Disbursement: The expenditure of monies from an account.
Distinguished Budget Presentation Awards Program: A voluntary awards program
administered by the Government Finance Officers Association to encourage
governments to prepare effective budget documents. The Village has received
this award since 1993.
E
Employee (or Fringe) Benefits: Contributions made by a government to meet
commitments or obligations for employee fringe benefits. Included are the
government's share of costs for Social Security and the deferred compensation,
medical, legal, disability and life insurance plans.
Encumbrance: Commitments of funds for contracts and services to be performed.
When encumbrances are recorded, available appropriations are correspondingly
reduced. These funds cease to be an encumbrance when paid, and become a
disbursement.
Enterprise Fund: Funds established to account for operations which are financed
and operated in a manner similar to private enterprises. The intent is that the
expense of providing services to the public on a continuing basis (including
depreciation) be financed or recovered primarily through user fees.
Equity: Balance remaining after liabilities are deducted from assets.
Equity Funding: Funding is accomplished with available resources, and does not
include leveraged resources. Project funding is dictated by the availability of cash.
Estimated Revenues: Projections of funds to be received during the fiscal year.
Expenditure: An expenditure is an outlay of money. It includes the cost of goods
delivered or services provided, including operating expenses, capital outlays, and
debt service. They also include such things as paying salaries of police, fire and
others, purchasing materials, electricity, water and gas, and making long-term debt
payments.
F
Federal Emergency Management Agency (FEMA): Federal agency responsible for
the overall coordination of federal disaster response and recovery activities
including public assistance programs.
Final Budget: Term used to describe revenues and expenditures for the upcoming
year beginning October 1st, and ending September 30th, as adopted by the
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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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204
General Fund: The fund that is available for any legal authorized purpose and
which is therefore used to account for all revenues and all activities except those
required to be accounted for in another fund. Note: The General Fund is used to
finance the ordinary operations of a governmental unit. The entity receives
revenue from specific sources and spends it on specific activities.
General Ledger: A book, file, or other device which contains the accounts needed
to reflect the financial position and the results of operations of an entity. In double
entry bookkeeping, the debits and credits in the general ledger are equal;
therefore, the debit balances equal the credit balances.
General Obligation Bonds: Bonds for the payment of which the full faith and credit
of the issuing government are pledged. In issuing general obligation bonds, the
Village of Key Biscayne pledges to levy whatever property tax is needed to repay
the bonds for any particular year. General Obligation Bonds cannot be issued
without voter approval and are usually issued with maturities of between 15 and 30
years.
GFOA: Government Finance Officers Association. An organization founded to
support the advancement of governmental accounting, auditing, and financial
reporting.
Goal: A long-term, attainable target for an organization. An organization's vision of
the future.
Goals and Objectives: A narrative in each department which establishes a
program of non-routine, or especially emphasized, intentions and tasks for each
Village department or sub-department during a one-year period. It is not
necessarily a fiscal period.
Grant: A contribution by one governmental or other organizational unit to another.
The contribution is usually made to aid in the support of a specified function (for
example, public works).
I
Impact Fees: Fees charged to developers to cover, in whole or in part, the
anticipated cost of improvements borne by the Village that will be necessary as a
result of the development.
Infrastructure: The physical assets of a government (e.g., streets, water, sewer,
public buildings and parks).
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Inter-fund Transfer: Equity funds transferred from one fund to another.
Intergovernmental Revenue: Funds received from federal, state, and other local
governmental sources in the form of shared revenues.
Insurance Services Office/Commercial Risk Service (ISO): An insurance rating
system used to rate the cost of insurance for property owners. The lower a district’s
rating the lower the cost of insurance. Village rating is a three.
L
Liabilities: Debts or other legal obligation arising out of transactions in the past,
which must be liquidated, renewed, or refunded at some future date. This term
does not include encumbrances.
Line Item: A specific item defined by detail in a separate account in the financial
records. Revenue and expenditure justifications are reviewed, anticipated and
appropriated at this level.
M
Management Plan: The strategic planning items that summarizes and articulates
the Goals and Objectives for each department.
Millage rate: One mill equals $1 of tax for each $1,000 of property value. The
millage rate is the total number of mills of tax assessed against this value. The
millage rate is a rate of taxation ultimately adopted by the Village Council.
Mill of Tax: A mill is a rate of tax equal to $1 for each $1,000 of assessed property
value. If a house has a taxable value of $50,000 and the millage rate is 1, then $50
in taxes are assessed, and if the millage rate is 10, then $500 in taxes are assessed.
Mission: A description of the scope and purpose of a Village department.
Modified Accrual Accounting: A basis of accounting in which revenues are
recorded when collectable within the current period or soon enough thereafter to
be used to pay liabilities of the current period, and expenditures are recognized
when the related liability is incurred.
N
Non-Departmental Appropriations (Expenditures): The costs of government services
or operations which are not directly attributable to Village Departments.
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O
Objective: A specific measurable and observable result of an organization’s
activity which advances the organization toward its goal.
Objects of Expenditure: Expenditure classifications are based upon the types or
categories of goods and services purchased. The Village’s are: 100 - Personal
Services (salaries and wages), 200 - Payroll-Related Expenses (payroll taxes,
retirement contributions, health and insurance benefits, workers compensation
insurance), 300 - Professional and Other Contracted Services, 400 - insurance,
rentals, utilities, postage, advertising, printing, maintenance, 500 - Supplies,
Publications, Dues & subscriptions, 600 - Capital outlay (land, buildings,
improvements, equipment, construction-in-progress), 700 - Debt Service (Principal
and Interest), 800 - Grants to Other Governmental Units and/or Private
Organizations, 900 - Interfund Transfers, Contingency.
Obligations: Amounts which a government may be legally required to meet out of
its resources. They include not only actual liabilities, but also encumbrances not yet
paid.
Operating Budget: The Village’s financial plan which outlines proposed
expenditures for the coming fiscal year and estimates the revenues which will be
used to finance them.
Operating Revenue: Funds that the government receives as income to pay for
ongoing operations. It includes such items as taxes, fees from specific services,
interest earning, and grant revenues. Operating revenues are used to pay for day
to day services.
Ordinance: A formal legislative enactment by the Village Council. A law.
OSHA: Occupation Safety & Health Administration.
P
Personnel Services: Expenditures for salaries, wages, and related employee
benefits.
Policy: A plan, course of action, or guiding principle, designed to set parameters
for decisions and actions.
Productivity: A measure of the service output of Village programs compared to the
per unit of resource input invested.
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Programs and Objectives: The descriptions of the structure, purposes, activities,
tasks and volumes or frequencies of each organizational unit shown in the budget.
The period spans the fiscal year.
Property Tax Rate: A tax based on the assessed value of the real property. It is also
called an ad valorem tax. The tax is determined by multiplying the taxable value
of the property by the millage rate. If a house has a taxable value of $300,000 and
the millage rate is 1, then $300 in taxes are assessed, and if the millage rate is 10,
then $3,000 in taxes are assessed.
Property Tax Calculations. If the taxable value of a property after taking all
exemptions is $1,000,000, and the millage rate used to determine taxes is 3.20, then
assessed taxes would be $3,200. The calculation is performed by taking the taxable
value ($1,000,000) divided by 1,000 and multiplying it by the millage rate (3.20), the
2008 Fiscal Year rate.
Proposed Budget: The budget proposed by the Village Manager to the Village
Council for review and approval.
R
Reserve: An account used either to set aside budgeted revenues that are not
required for expenditure in the current budget year or to earmark revenues for a
specific future purpose.
Reserve Fund: A fund established to accumulate money for a special purpose,
such as the purchase of new equipment.
Resolution: A special or temporary order of a legislative body requiring less formality
than an ordinance or statute.
Revenue: Money that the Village of Key Biscayne receives from a variety of
sources such as property taxes, permits and fees, utility and sales taxes, charges for
services, grants, franchise fees and license fees that it uses to finance expenditures.
Risk Management: The identification and control of risk and liabilities incurred by a
local government to conserve resources from accidental loss.
Rolled Back Millage Rate: The millage necessary to raise the same amount of Ad
Valorem tax revenue as the previous year, excluding taxes from new construction.
It represents the millage rate level for no tax increase.
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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 agains t 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.
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TRIM: Truth in millage (section 200.065, Florida Statute).
Trust Fund: A fund used to account for assets held by the City in a trustee capacity
for individuals, other governments or other funds.
U
Undesignated Fund Balance: That portion of the fund balance available for use in
subsequent budgets. The term is preferable over the commonly used and ill-
defined a surplus.
User Fee: Charges for specific services provided only to those paying such
charges. Examples would be stormwater utility and refuse collection, disposal and
recycling fees.
Utility Taxes: Municipal charges levied by the Village on every purchase of a public
service within its corporate limits. Public service includes electricity, gas, fuel oil,
water, and telecommunications service.
V
Value: Worth of a product or service related to the use to which it can be put;
reflection of the cost of a product or service measured in terms of labor time
absorbed; present worth of future benefits that accrue from a product or service.
Values: The underlying beliefs and attitudes that help determine the behavior that
individuals within an organization will display.
Vision: An objective that lies outside the range of planning. It describes an
organization’s most desirable future state, and it declares what the organization
needs to care about most in order to reach that future.
W
Workload Indicators: An indication of the output of a department. It may consist
of transactions, products, events, services or persons served.