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Home My Public Portal AboutAdopted Annual Budget Fiscal Year 2008.tifVILLAGE OF KEY BISCAYNE ADOPTED FISCAL YEAR 2008 BUDGET ANNUAL OPERATING AND CAPITAL BUDGET MISSION STATEMENT• "TO PROVIDE A SAFE, QUALITY COMMUNITY ENVIRONMENT FOR ALL ISLANDERS THROUGH RESPONSIBLE GOVERNMENT " VILLAGE OF KEY BISCAYNE, FLORIDA GUIDE FOR READERS The following information might be helpful to the reader in finding information in the budget document of the 2008 programs, services and financial information. The Fiscal Year 2008 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 2008 budget is intended to serve four purposes. As a policy document, the Budget indicates what services the Village will provide during the twelve month period beginning October 1, 2007 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 2007. 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, 2007 and comparison of financial activity over a four-year period. The budget document includes an appropriation from the General Fund to the Capital Improvement Fund. The Budget is designed to be user friendly with summary information in text, charts, tables and graphs. A glossary of financial budget terms is included for your reference. The appendix section includes miscellaneous information relevant to the Village. Should you have a question about the Village budget that this document does not answer, please feel free to call the Department of Finance at (305) 365-8903. An Executive Summary is available from the Office of the Village Clerk, 88 W. McIntyre Street, Key Biscayne, Florida 33149. 1 TABLE OF CONTENTS Fiscal Year 2008 INTRODUCTION Village Government 1 Independent Consultants .. 3 Mission Statements 4 Organizational Chart 5 Authorized Full Time Positions 6 About the Key 7 Annual Budget Procedures 10 Fund Structure 11 2008 Budget Schedule 13 BUDGET MESSAGE Budget Message 14 Exhibit One . 18 Exhibit Two 20 Exhibit Three 22 GOALS AND OBJECTIVES Council Goals & Objectives 24 FINANCIAL POLICY Financial Policy 28 Taxation Ordinance .. 32 CONSOLIDATED BUDGET Consolidated Budget Summary 33 Fund Types 35 GENERAL FUND General Fund 39 2008 Estimated Property Taxes 40 Property Tax Comparison 41 Certification of Taxable Value 42 REVENUES General Fund Revenues 43 Revenue Budget Detail . 46 Revenue Projection Rationale . 48 EXPENDITURES Expenditures . 56 General Fund Budget Comparison 57 VILLAGE DEPARTMENTS Village Council .59 Administration 64 Office of Village Clerk 74 Office of Village Attorney .79 ii TABLE OF CONTENTS Fiscal Year 2008 VILLAGE DEPARTMENTS Debt Service . 83 Building, Zoning & Planning . 88 Fire Rescue . 104 Police 116 Public Works . 137 Recreation 147 CAPITAL IMPROVEMENT FUND Capital Improvement Fund . 157 Village Civic Center 160 STORMWATER UTILITY FUND Stormwater Utility Fund 170 Stormwater Fund Exhibits 175 SOLID WASTE FUND Solid Waste Fund . 177 SANITARY SEWER FUND Sanitary Sewer Fund 180 Sanitary Sewer System 187 APPENDIX Important Dates for the Village 188 Hurricane Preparedness & Recovery 191 Accomplishments & Awards 193 Elected Officials 194 GLOSSARY Glossary 197 MAP Map of Dade County Back Cover Map of Key Biscayne Back Cover 111 VILLAGE OF KEY BISCAYNE, FLORIDA FISCAL YEAR 2008 Village Council Robert Vernon, Mayor (Term Expires 11/14/2008) Jorge Mendia, Vice Mayor (Term Expires 11/14/2010) Michael Davey (Term Expires 11/14/2010) Enrique Garcia (Term Expires 11/14/2008) Stephen Liedman (Term Expires 11/14/2008) Thomas Thornton (Term Expires 11/14/2010) Patricia Weinman (Term Expires 11/14/2008) Administrative Officials Genaro "Chip" Iglesias Village Manager Conchita H. Alvarez, CMC Village Clerk Weiss Serota Helfman Pastoriza Cole & Boniske, P.A. Village Attorney Incorporated on June 18, 1991 MISSION STATEMENT:"TO PROVIDE A SAFE, QUALITY COMMUNITY ENVIRONMENT FOR ALL ISLANDERS THROUGH RESPONSIBLE GOVERNMENT." 1 VILLAGE OF KEY BISCAYNE, FLORIDA FISCAL YEAR 2008 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 Police Department Randolph G. White, Director Finance Department Armando A. Nunez, 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." 2 INDEPENDENT CONSULTANTS FISCAL YEAR 2008 Independent Auditor Rachlin, Cohen & Holtz, LLP Certified Public Accountants & Consultants One Southeast 3rd Avenue, Tenth Floor Miami, Florida 33131 Bond Counsel Jeffrey D. DeCarlo, Esquire Adorno & Zeder, P.A. 2601 South Bayshore Drive, Suite 1600 Miami, Florida 33133 Village Arborist John Sutton Consulting 1432 South Palm Way Lake Worth, FL 33460 Traffic Engineers Glatting, Jackson, Kercher, Anglin, Lopez & Rinehart 33 East Pine Street Orlando, Florida 32801 Tipton Associates Incorporated 760 Maguire Boulevard Orlando, Florida 32803 General Architectural OBM Miami, Inc. 2600 Douglas Road, Suite 510 Coral Gables, Florida 33134 Robert Currie Partnership 134 N.E. 1st Avenue Delray Beach, Florida 33444 Spillis Candela and Partners 800 Douglas Entrance Coral Gables, Florida 33134 Engineering Services Coastal Systems International, Inc. 464 South Dixie Highway Coral Gables, Florida 33146 Corzo Castella Carballo Thompson Salman, P.A. 901 Ponce de Leon Boulevard, Suite 900 Coral Gables, Florida 33134 Edward E. Clark Engineers -Scientists, Inc. 7270 N.W. 12th Street, Suite 740 Miami, Florida 33126 Post Buckley Schuh & Jernigan, Inc. 2001 N.W. 107th Avenue Miami, Florida 33172 Tetratech 4601 Ponce de Leon Boulevard, Suite 220 Coral Gables, Florida 33146 Financial Advisor Estrada Hinojosa & company, Inc. 201 South Biscayne Boulevard, Suite 2826 Miami, FL 33131 3 VILLAGE OF KEY BISCAYNE, FLORIDA VILLAGE MISSION STATEMENT: "TO PROVIDE A SAFE, QUALITY COMMUNITY ENVIRONMENT FOR ALL ISLANDERS THROUGH RESPONSIBLE GOVERNMENT." Community Character: Key Biscayne should be a residential community. Development policies should protect residential character. Future residential development should be at the lowest densities consistent with protection of reasonable property rights. Hotels should be permitted in order to provide ocean access opportunities and respect an established land use pattern; however, they should be modest in size as not to overpower the community's residential character. Other commercial development should be sized to meet the needs of residents and hotel guests. Office development should be limited to the minimum amount practical in light of existing development patterns. 4 VILLAGE OF KEY BISCAYNE ORGANIZATIONAL CHART The Village Manager, who reports directly to the Village Council, manages the Village of Key Biscayne's day-to-day operations. The Village Manager appoints the Five Department Heads. VOTERS OF KEY BISCAYNE Village Council Local Plannin Agency Village Clerk Special Master illage Manage illage Attorne Assistant to Village Manager Police/Fire Retirement Board Department of Building, Zoning and Planning ode Assistanc Department of Public Safety Fire Rescue Police Department of Recreation Special Events Sports and Athletics Programs and Tours Senior Services Department of Public Works illage Enginee Contract Su • - rvisor Stormwater Mana . ement Refuse Collection and Recycling 1= Department of Finance and Administrative Services Finance/ Accountin Personnel/ Benefits 5 AUTHORIZED POSITIONS FISCAL YEARS 2001-2008 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 2001 through 2008. The number of full and part-time employees for Fiscal Year 2008 has remained the same. SUMMARY 2001 2002 2003 ;: 7 Office of the Village Manager 4.5 4 2.5 3.5 4.0 3.0 3.0 3.0 Finance and Administrative Services 1.5 1 1 1 1 1 1 1 Office of the Village Clerk 1.5 1.5 2 2 2 2 2 2 Building, Zoning and Planning 15.5 15.5 12.5 12.5 13.0 13.0 14.0 14.0 Police Department 40 40 40 43.5 43.5 43.5 43.5 43.5 Public Works Department 3 3 5 5 5 5 5 5 Fire Rescue Department 33 33 34 35 39 39 39 39 Recreation Department 3 3 4 4 25 25 25 25 Total Authorized Positions 102 101 101 104.5 132.5 131.5 132.5 132.5 FY 2008 Staffing Fire Clerk 2% BZP 11% Recreation 19% Finance 1% 32% 6 ABOUT KEY BISCAYNE Key Biscayne is a prestigious, residential community which is seven mile long, two mile wide barrier island only minutes from downtown Miami and is in Miami -Dade County. It is the southern most barrier island in the United States of America. Two ocean resorts attract visitors throughout the year. Local retail business activity serves the needs of the community residents and visitors to the island. For additional information, please consult the inside front cover. +xY, S: Y. 'dn }}. v<„ 56•.."tir'-}A . +"J"r, 1i'3tin ¢++ k1 s'a•- ",y ✓,.a 'i'.:r.` +y ¢.s v'.x9i�5�r."sii a ',�' xu 5" .: ' ^ 4 .i , ,' ...,'T v :N",': r` «f^'a Form of Government Council -Manager Governing Body Village Council: 6 Council member and 1 Mayor Elected at large through non-partisan elections. Mayor and Councilmembers have two year terms. Date of Incorporation . June 18, 1991 Population (Estimate provided by the University of Florida) 1995 8,892 1999 9,689 1997 8,937 2000 10,532 Census 1998 9,471 2007 11,433 Est. Village Services Full Service including Police, Fire Rescue, Recreation, Building, Zoning and Planning, refuse collection and disposal and stormwater management. Services provided by Miami -Dade County Library, schools, water and sewer, and certain public works functions. Loc 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 Number of Stations (Class 3) 1 Fire Hydrants 169 Emergency Response Time Less than 3 minutes Number of Rescue Trucks Ambulances) 2 Number of Stations Average Age Average Household Income Area Historic Sites (5) 1 40.1 years $92,604 Florida Lighthouse, Calusa Park, Bear Cut, Key Biscayne Archeological Zones, and 1855 U.S. Coast Guard Monument Marker 7 ABOUT KEY BISCAYNE 1 Attendance Centers Number of Students 1,035 Number of Teachers 75 ,. `.y 'r, w, „ x r> "`✓v`'i. .. ...,, 5°m °.e. § ..,. .. - :p'".'. a . .. c .. u:, fir 3a.. .. _., a .. A ,.t ., n. _... ., na. .. Electricity Florida Power & Light Telephone BellSouth Telephone Company Miami -Dade Water & Sewer Department 1,725 Average Daily Consumption 2,500,000 Sewers 807 Participants Single Family Homes Customers 1,300 @ $420 per annum Single Family Home Rate $7.50 per month Multi -Family Unit Rate $5.00 per month Commercial Rate Varies according to impervious area t %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 oases ' p Churches 4 Units 5,665 Single Family Homes 1,280 Multi -Family Units 4,686 Shopping Centers 232,682 square feet 7 Centers) Newspaper (Weekly) Islander News, La Isla Times and La Isla Adelphia Cable Communications 5,606 customers Local Cable Channel Channel 16 World Wide Web Site http://keybiscayne.fl.gov 8 ABOUT KEY BISCAYNE VILLAGE OF KEY BISCAYNE DEMOGRAPHIC PROFILE Hispanic or Latino and Race Hispanic or Latino (of any race) 5,231 Mexican 193 Puerto Rican 116 Cuban 1,632 Other Hispanic or Latino 3,290 Not Hispanic or Latino 5,276 White Alone 5,058 Households by Type Total Households 4,259 Family Household (Families) 2,900 With Own Children Under 18 Years 1,375 Married -Couple Family 2,469 With Own -Children Under 18 Years 1,141 Female householder, no husband present 328 With Own Children under 18 Years 188 Nonfamily Households 1,359 Householder living alone 1,187 Householder 65 Years and Over 403 Households with individuals under 18 years 1,411 Households with individuals 65 years and over 1,192 Average Household size 2.47 Average Family size 2.99 Housing Occupancy Total Housing Unites 6,378 Occupied Housing Units 4,259 Vacant Housing Units 2,119 For Seasonal, Recreational, or Occasional Use 1,283 Average Per Capital Income* 37,629 Unemployment Rates ** (2000) Miami -Dade County 5.6% Village of Key Biscayne 2.6% Total residents: 10,507 Source: Bureau of Census, 2000 Census *Source: Bureau of Census, Income Division, 2000 Census Info Not Available At this Time ** Source: State Department of Labor 9 ANNUAL BUDGET PROCEDURES FISCAL YEAR 2008 In accordance with the Village of Key Biscayne Charter, Article III, (Section 3.03, Powers and Duties of the Village Manager [Subsection 5] ), the Village Manager must prepare and submit to the Council a proposed budget and capital program. BALANCED BUDGET BUDGET ADOPTION Each annual budget adopted by the Council shall be a balanced budget in accordance with the Village of Key Biscayne Charter, Article IV, (Section 4.05a) . The Council shall by ordinance adopt the annual budget on or before the last day of September of each year. If it fails to adopt the annual budget by this date, the Council may by resolution direct that the amount appropriated for current operations for the then ending fiscal year be deemed appropriate for the ensuing fiscal year for a period of fifteen (15) days and may be renewed by resolution each fifteen (15) days, with all items in it prorated accordingly, until such time as the Council adopts an annual budget for the ensuing fiscal year. An ordinance adopting an annual budget shall constitute appropriations of the amounts specified therein. (Section 4.05b) SPECIFIC APPROPRIATION BUDGET AMENDMENTS BUDGET BASIS The budget shall be specific as to the nature of each category of appropriations therein. Further changes such as transferring of available funds within a specific department, may be authorized by the Village Manager. Reasonable appropriations may be made for contingencies, but not within defined spending categories. (Section 4.05c) The annual budget is adopted by ordinance and may only be amended by ordinance. Contingency funds may only be transferred by the budget amendment process. (Section 4.07 a -b) The General or Operating Fund, Budget of the Village of Key Biscayne is prepared on a modified accrual basis. Briefly, this means that obligations of the Village, such as outstanding purchase orders, are considered as encumbrances and are budgeted as expenses. Revenues are recognized only when they are actually received. The Village follows guidelines established by the Florida Department of Banking and Finance, the Government Finance Officers Association in association with the American Institute of Certified Public Accountants, the Charter of the Village of Key Biscayne and the Auditor General of the State of Florida. The Comprehensive Annual Financial Report (CAFR) shows the status of the Village's finances on the basis of "Generally Accepted Accounting Principles" (GAAP). In most cases this conforms to the method by which the Village prepares its budget. The Comprehensive Annual Financial Report shows fund expenditures and revenues on both a (GAAP) basis and budget basis for comparison purposes. Except that (GAAP) does not take encumbrances into account until they become payable. ENTERPRISE FUNDS Solid Waste Fund, Stormwater Utility Fund and Sanitary Sewer Fund are budgeted on a full accrual basis. Not only are expenditures recognized when a commitment is made, but revenues are also recognized when they are obligated to the Village. 10 VILLAGE OF KEY BISCAYNE FUND STRUCTURE AND DESCRIPTION Finances of the Village of Key Biscayne are organized according to the specific purposes for which the monies will be spent. This organization method is called fund budgeting and fund accounting and is the standardized method for government finance purposes. Funds are established to account for different types of activities that governments engage in and to ensure compliance with various legal restrictions placed on their use. In Fiscal Year 2007, the Village of Key Biscayne will operate with the following six funds: General Fund, Stormwater Utility Fund, Solid Waste Fund, Sanitary Sewer Improvement Fund, Capital Improvement Fund, and Civic Center Fund. The chart on the following page illustrates the flow of money within and between these funds. The six funds listed above can be grouped into three broad categories according to their general characteristics: General Fund, Enterprise Funds, and Capital Project Funds. The General Fund group consists of just one fund - General Fund. The General Fund is used to account for general Village operations and services that cannot be charged to any other fund. The Enterprise Fund group consists of three funds - Stormwater Utility Fund, Solid Waste Fund, and Sanitary Sewer Improvement Fund. The Stormwater Utility Fund is used to account for costs and revenues associated with the operation and maintenance of the Village's stormwater utility system. The Solid Waste Fund is used to account for the costs and revenues associated with the curbside collection and disposal of solid waste as well as recycling of useful materials. Lastly, the Sanitary Sewer Improvement Fund is used by the Village to account for the costs and revenues of the construction and operation of a sanitary sewer collection and transmission system to serve the currently un-sewered portions of the Village. The last group of funds, Capital Project Funds, is comprised of the Capital Improvement Fund and the Civic Center Fund. The Capital Improvement Fund is used to account for the financial resources used for acquisition or construction of major capital facilities and improvements. Worth noting is the fact that the Capital Improvement Fund is funded entirely through an interfund transfer from the General Fund. The Civic Center Fund is used to purchase land and construct the Village's Civic Center. 11 VILLAGE OF KEY BISCAYNE FLOW OF FUNDS STRUCTURE Sources of Funds: r Ad -valorem Taxes Franchise Fees Utility Fees Licenses & Permits State Shared Revenues Charges for Services Interest Grants & Donations Prior Year Fund Balance GENERAL FUND General Fund -- Uses of Funds: General Government Operations r r Fees & Charges Interest Prior Year Fund Balance L_ Loan Proceeds • Interfund Transfers _ _ _ Interest r Prior Year Fund Balance ENTERPRISE FUNDS Stormwater Utility Fund - -► Solid Waste Fund -► Sanitary Sewer Fund Environmental Facilities T L_. CAPITAL PROJECT FUNDS Capital Improvement Fund - - -► Civic Center Fund Capital Facilities and Improvements Permanent Community Facilities 12 BUDGET CALENDAR FISCAL YEAR 2008 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, 2007. 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 2008 budget. ACTION 1. Staff meeting to begin preparation of 2008 Annual Budget 2. Departmental Review 3. Certification of Taxable Values by Miami -Dade County Property Appraiser is finalized. 4. Proposed FY 2007 Budget presented by Village Manager to Village Council. 5. Proposed millage rate adopted for 2008 and selects public hearing dates. 6. Notice of proposed tax bill and Public Hearing dates. 7 First Public Hearing and tentative mill rate adopted. 8. Final Budget Hearing and adoption of the 2007 Budget. 10. Start of new Fiscal Year DATE January 22, 2007 February through June, 2007 July 1, 2007 June 12, 2007 July 2, 2007 August 28, 2007 September 1 1, 2007 September 25, 2007 October 1, 2007 13 VILLAGE OF KEY BISCAYNE Office of the Village Manager Village Council Robert L. Vernon, Mayor Jorge E. Mendia, Vice Mayor Michael Davey Enrique Garcia Steve Liedman Thomas Thornton Patricia Weinman To: Honorable Mayor and Members of the Village Council Village Manager Genaro "Chip" Iglesias From: Genaro "Chip" Iglesias, Village Manager Subject: Adopted Fiscal Year 2008 General Fund Budget in Brief Date: December 20, 2007 At this time, I am pleased to present the Adopted Fiscal Year 2008 General Fund Budget in Brief for the Village of Key Biscayne. This represents a brief overview of the adopted total operating budget of $27,145,966 an increase of $1,596,410 or 6.25% over Fiscal Year 2007. 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 2008 is $6.5 billion, representing an increase from last year of 15.7%. Adopted Millage The Village of Key Biscayne continues to hold the distinction of having the lowest millage rate of any municipality in Miami -Dade County. While, other cities are considering possible increases to their millage rates, the Village has lowered the millage to 3.20, including fire and rescue service. REVIEW OF REVENUES General fund revenues are expected to total $27,145,966 which represents a 1,596,410 or 6.25% increase over the previous year's budget of $25,549,556. Ad Valorem taxes account for almost 72.9% of the revenues. 14 88 West McIntyre Street • Suite 210 • Key Biscayne, Florida 33149 • (305) 365-5500 • Fax (305) 365-8936 MISSION STATEMENT 'TO PROVIDE A SAFE, QUALITY COMMUNITY ENVIRONMENT FOR ALL ISLANDERS THROUGH RESPONSIBLE GOVERNMENT u'ww.keyblscayne fl.gov BUDGET IN BRIEF FISCAL YEAR 2008 Below is a breakdown of the General Fund Revenues. General Fund Revenues Adopted Adopted Difference Percent FY 2007 FY 2008 Changed Ad -valorem $18,452,476 $19,802,903 $1,350,427 7.31 % Franchise Fees 855,000 860,000 5,000 0.58% Utility Taxes 2,397,099 2,365,095 <32,004> -1.33% Licenses & Permits 1,054,126 1,075,000 20,874 1.98% State Shared Revenues 1,028,483 999,000 <29,483> -2.87% Charges for Services 1,515,625 1,647,968 132,343 8.73% Interest 239,427 388,500 149,073 62.27% Grants & Donations 7,500 7,500 0 0% Total Revenues $25,549,556 $27,145,966 $1,596,410 6.25% REVIEW OF EXPENDITURES Total fund expenditures for the 2008 fiscal year are estimated at $19,432,969 an increase of $1,371,203or 7.6% over the 2007 budget. The majority of the increase is associated with personnel services category, debt service payments have increased because of additional borrowing, maintenance costs for the Civic Center. Implementation of GASB #34 mandates inclusion of items previously categorized as non -departmental into the various departments related to each item. Below is a breakdown of the Adopted FY 2008 General Fund Expenditures as compared to the FY 2007 Budget. General Fund Adopted Adopted Difference Percent Expenditures FY 2007 FY 2008 + Changed Village Council $458,424 $468,963 $10,539 2% Administration 1,236,050 938,822 <297,228> <24>% Village Clerk 415,070 451,276 36,206 9% Village Attorney 383,000 383,000 0 0% Building, Zoning & Planning 1,522,196 1,640,645 118,449 8% Police 4,716,391 5,104,248 387,587 8% Fire Rescue 5,1 15,576 5,568,523 452,947 9% Public Works 1,597,881 1,921,489 323,608 20% Recreation 2,617,180 2,956,003 338,823 24% Total Expenditures $18,061,766 $19,432,969 $1,371,203 7.6% 15 BUDGET IN BRIEF FISCAL YEAR 2008 DEPARTMENTAL HIGHLIGHTS Building Zoning & Planning: Fiscal Year 2008 will represent the seventh consecutive year that the Building Division's revenue will be approximately the same as expenses. This is due to the high level of building permits being issued for the rehabilitation and/or additions and construction of new single family homes and condominium unit renovations. A new commercial building is being constructed at 220 Crandon Boulevard which will require permits and inspections. The planning Division provides staff to the Art in Public Places Board, the Crandon Boulevard Master Plan Implementation Committee, the Crandon Boulevard Zoning and Development Committee, and the Noise Committee. The Department will assist in the planning and design of the engineering plans for improvements to Crandon Boulevard from the entrance of the Village to McIntyre Street and on Harbor Drive from Fernwood Road to Crandon Boulevard. Construction of these improvements is planned for the summer. Police Department: The Fiscal Year budget for 2008 reflects an increase of $387,857 or 8% over FY 2007. Fiscal Year 2008 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 2008 budget for the Department reflects an increase of $452,947or 9% over F.Y 2007. 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 2008 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 2008 budget has an increase of $323,608 due personnel expenses and added contractual services. 16 BUDGET IN BRIEF FISCAL YEAR 2008 The Public Works Department will continue to meet the needs and requests of residents concerning landscaping, Village public right of way, storm water maintenance, refuse collection, sidewalks, beach maintenance and street cleaning. The Public Works Department along with the Village Manager's office will work closely with C3TS on the Sanitary Sewer project. The Public Works Department will continue its role as liaison to FPL, 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. The department provides a wide variety of services, classes, special events, and activities to the residents of Key Biscayne. The Community Center building was officially opened on November 1St, 2004. The center offers residents an Olympic sized pool, gymnasium, wellness center, aerobic room, teen/ youth room, toddler room, playstation, computer lab, arts and craft room, adult room and a multipurpose room. The department will continue to work with the Key Biscayne Athletic Club to provide sports programs for islanders of all ages. The department will continue to successfully identify alternative sources of funding such as grants, sponsorships, and donations. Office of the Village Manager: Special emphasis on the need to communicate and disseminate accurate and timely information to our residents. The Manager will continue to work with staff on utilizing all available resources at our disposal to inform the public. The gavel -to -gavel broadcast of Village Council meetings will be improved with the update of video equipment. The office will continue to work on the Village website in order to provide more valuable information. The Village Manager's Office will continue to work closely with county, state and federal officials in locating funds for the Village Sanitary Sewer Project. 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. In today's job market, it is necessary to remain competitive with other municipalities in order to retain and hire quality employees. Therefore, in the area of compensation and benefits of Village employees, the Village has completed a Salary Compensation and Job Description Survey. The Village Manager has conducted a thorough review of the Village's Employee Manual. The Village Council will be presented several recommendations on the Salary Compensation and Job Description Survey as well as the Employee Manual Revisions. 17 2008 BUDGET MESSAGE 2007 HIGHLIGHTS FISCAL YEAR 2007 HIGHLIGHTS I The following is a breakdown of activities and/or projects this government has undertaken during the 2007 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 26, 2007. 2. Village Manager Search On June 15, 2007, Jacqueline Menendez left the Village of Key Biscayne to become the Vice President of Communications for the University of Miami. The Village Council appointed Building, Zoning and Planning Director, Jud Kurlancheek, as the Interim Village Manager. The Firm of Colin Baenzinger & Associates was hired to conduct a nationwide search for Village Manager. The Village Council selected Genaro "Chip" Iglesias as the Village's third Village Manager. 3. 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. A ground breaking ceremony was held on June 28, 2007 at the corner of Caribbean Road and East Heather Drive. 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. 18 2008 BUDGET MESSAGE 2007 HIGHLIGHTS 5. National Flood Insurance Community Rating System The Village of Key Biscayne has now been officially notified by the Federal Emergency Management Agency, (FEMA) that it has been "...verified as a Class 6 community in the National Flood Insurance Community Rating System..." This means that flood insurance policies issued or renewed "...effective April 1, 2000 will receive a 20 percent premium discount..." Key Biscayne currently stands fourth statewide in the rating system. The number of flood insurance policies currently in force within the Village total 6,807 covering both building and contents. The savings amount to almost $400,000. The staff is looking to lower the rating to a Class Five by certain Council actions. 6. Crandon Boulevard Master Plan The Crandon Boulevard Master Plan study was approved by the Village of Key Biscayne and Miami -Dade County in an inter -local agreement dated February 8, 2002. Scope of work items were suggested by the Village Council, an 18 -member citizen Advisory Committee appointed by Council on January 26, 2003, consultants and advisors, and members of the public. The recommendations of the Advisory Committee discussed were presented to the public in a hearing on January 29, 2004, and to the Village Council on February 24, 2004. The Master Plan goals and objectives fall into the six general categories: Improved Public Safety, Easing of Traffic Congestion, Traffic Calming, Pedestrianization, Improved Mass Transit, Streetscape Improvements. Construction began in July of 2005. Phase 2 was completed in the fall of 2006 and Phase 3 will be completed in the upcoming Fiscal Year. 7. Playing Fields The Village Manager was asked by the City of Miami to sit on the RFP Committee for the development of Virginia Key. The Manager has been working closely with the group in order to protect Key Biscayne's' interest. The committee selected the firm EDSA to develop the Virginia Key Master Plan. The Village would like for a playing field to be placed on Virginia Key in order to provide fields for Key Biscayne residents. The village has participated in two workshops held by the City of Miami regarding the Virginia Key Master Plan. The Village remains hopeful that athletic fields will be included in the Master Plan. 19 2008 BUDGET MESSAGE 2008 FORECAST 2008 FORECAST I 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. 2008 Budget The adopted 2008 Annual Budget for all funds was $ 32,817,298 and is broken down into the following funds: General Fund is $27,145,966; Solid Waste Fund is $538,238; Stormwater Improvement Fund is $525,000; Capital Improvement Fund is $4,608,094. The 3.45 mill rate was lowered to 3.20 mills. 2. Playing Fields The Village will continue its efforts to maintain existing fields in Crandon Park. The Manager will continue to pursue potential fields on Virginia Key. The Village Manager was appointed to the Virginia Key Master Plan RFP Committee to ensure the Village of Key Biscayne is aware of the happening s on Virginia Key. The Village continues to meet with the City of Miami and has attended two workshops organized by the City of Miami regarding Virginia Key. 3. Sanitary Sewer Construction Program 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. 4. Purple Pipes The Miami -Dade County Water and Sewer Department (WASD) and the Village of Key Biscayne will be partners in the first alternative water supply project in Miami -Dade County. "Purple pipes" to provide reclaimed water for irrigation in public areas will be installed in conjunction with new sanitary 20 2008 BUDGET MESSAGE 2008 FORECAST sewers and replacement mains for potable water. Treated wastewater will be transported in a new water main to Key Biscayne once the proposed reuse plant at the Central District Treatment Plant on Virginia Key is in service. The Links at Crandon Park public golf course at the north end of the island also will be irrigated with reclaimed water. 7. Chamber of Commerce Funds are included in this budget to continue the contract with the Chamber of Commerce. Under the terms and conditions of this contract, the Chamber has assumed the business and tourism promotional activities for the community. This private -public partnership was initially approved in 1995. 8. Crandon Boulevard Master Plan A 17 person advisory committee was created in December 2002 to assist in the preparation of the Crandon Boulevard Streetscape Master Plan. The advisory committee presented their recommendations to the Village Council at the February 24.2004 Council Meeting. Phase I and Phase II have been completed and Phase III is currently under construction and set to be completed in the spring. 9. Harbor Drive Improvements Improvements along the north side of Harbor Drive from Fernwood Road to Woodcrest Road will begin in the early summer. The scope of work includes wider sidewalks and on -street parking along the St. Agnes Catholic Church and ballfields frontage. 21 2008 BUDGET MESSAGE EXHIBIT THREE GENERAL FUND BORROWING This Chart projects the available borrowing capacity for the next five years. The current outstanding debt is $35,492,916, which includes the Civic Center, Initial Sanitary Sewer, and all phases of the Crandon Blvd. Project. The Village will be in compliance with the 1% of assessed value borrowing limit for all years. Available borrowing as of October 1, 2007 will be $20.8 million. General Fund Borrowing Assessed value Revenues Expenditures Available for Debt Service and capital Outlay Capital Outlay Available for debt Service Total Borrowing Capacity 6% for 20 Years 1% Assessed value Assessed Value Limit FY 2007 $5,630,046,023 $25,549,556 $18,061,766 $7,487,790 $4,787,347 $2,700,443 $56,300,460 FY 2008 $5,995,999,014 $26,827,034 $18,964,854 $7,862,180 $5,161,737 $ 2,700,443 $59,959,990 FY 2009 $6,385,738,950 $28,168,385 $19,913,097 $8,255,288 $5,554,845 $2,700,443 $63,857,390 FY 2010 $6,800,811,982 $29,576,805 $20,908,752 $8,668,053 $5,967,610 $2,700,443 $68,008,120 FY 2011 $7,242,864,761 FY 2012 $7,713,650,971 $31,055,645 $32,608,427 $21,954,189 $23,051,899 $9,101,456 $6,401,013 $2,700,443 $72,428,648 DEBT LIMITS Current debt outstanding Anticipated debt Additional Debt capacity 15% of general Fund Exp. General Fund expenditures Limit Current debt Service Status FY 2007 $5,630,046,023 $56,300,460 $35,492,916 $35,492,916 $20,807,544 $25,549,556 $3,832,433 $2,700,443 UNDER FY 2008 FY 2009 $5,995,999,014 $6,385,738,950 $59,959,990 $63,857,390 $29,161,895 $58,219,677 $1,740,313 $26,827,034 $4,024,055 $ 4,647,443 UNDER $33,200,609 $61,367,641 $2,489,749 $28,168,385 $4,225,258 $5,044,443 UNDER FY 2010 $6,800,811,982 $68,008,120 $31,836,753 $64,430,505 $3,577,615 $29,576,805 $4,436,521 $5,441,443 UNDER UNDER FY 2011 $7,242,864,761 $72,428,648 $30,324,807 $62,406,912 $10,021,736 $31,055,645 $4,658,347 $9,556,528 $6,856,085 $2,700,443 $77,136,510 FY 2012 $7,713,650,971 $77,136,510 $28,747,568 $62,406,912 $14,729,598 $32,608,427 $4,891,264 $5,441,443 $5,441,443 UNDER 22 2008 BUDGET MESSAGE EXHIBIT THREE TOTAL ASSESSED PROPERTY VALUES Fiscal Year Assessed Value Difference Increase (Decrease) 1989 $1,040,997,329 1990 $1,262,010,110 $2,210,128 21.23% 1991 $1,424,569,428 $3,835,721 30.39% 1992 $1,574,025,124 $1,494,557 10.49% 1993 $1,617,141,088 $4,311,596 2.74% 1994 $1,560,057,130 ($5,708,396) -3.53% 1995 $1,741,921,584 $1,818,645 11.66% 1996 $1,767,457,006 $2,553,542 1.47% 1997 $1,861,243,132 $9,378,613 5.31% 1998 $2,003,049,232 $1,418,0610 7.62% 1999 $2,028,174,208 $2,512,498 1.25% 2000 $2,223,956,515 $1,957,823 9.65% 2001 $2,499,049,161 $2,750,926 12.37% 2002 $2,731,833,645 $2,327,845 9.31% 2003 $3,259,919,981 $5,280,863 19.33% 2004 $3,661,114,546 $4,011,946 12.31% 2005 $3,875,335,514 $2,142,210 5.85% 2006 $4,287,674,948 $4,123,394 9.25% 2007 $5,630,046,023 $13,423,711 31.31% PROJECTION Fiscal Year Assessed Value Difference Increase 2008 $5,995,999,014 $3,659,530 6.50% 2009 $6,385,738,950 $3,897,399 6.50% 2010 $6,800,811,982 $4,150,730 6.50% 2011 $7,242,864,761 $4,420,528 6.50% 2012 $7,713,650,971 $4,707,862 6.50% 23 GOALS AND OBJECTIVES Fiscal Year 2008 2008 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. 24 2020 VISION PLAN -- CAPITAL IMPROVEMENTS PLAN [as modified by the 2020 Vision Plan/EAR Committee on 1/16/06] 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 10 Project Category Project Description Low Cost High Cost Sub Comm. Score (37 High) Sub Comm. Group by Score Sub Comm. Group Assignment (based on 1/11 Total Comm. Group Assignment (based on 1116 Total Comm. Final Group Assignment (based on 2115 51 560 Crandon Blvd. Village property Stormwater Uses to be determined through separate pa programming/planning process (Estimates reflect potential improvements ranging from sod to a two-story structure and landscaped open spaces) $20,000 $9,000,00C under meeting) under consideration meeting) 1 meeting) 1consideration 52 Drainage 100 Block of Buttonwood Dr. $200,00C $200000 34.8 1 3 1 53 Stormwater Drainage Woodcrest Ln. from Heather Dr. to W McIntyre St $200,000 $200,000 34.8 1 3 1 1 14 Stormwater Drainage Glenridge Rd from Heather Dr. to W McIntyre St $200,00C $200,00C\ 34 8 1 3 1 1 , SA/15 Bay Access Matheson Dr. View Condor to Bay 20 ft view corridor from W Matheson Dr to Bay $0 $0 33 8 1 2 1 1 1 26 Community Parks/Playing Fields Improve Option 1 Presbyterian Church (not a purchase -a joint use agreement) Bayfront Park, Playing Field, Canal Bay Access Park, Mangrove Interpretive Park, floating fishing pier over water (3,000 SF) Low Estimate Option 2 Bayfront Park on Harbor Dnve - small shade structure, sitting areas, pier, trees, grass on 1 lot High estimate $4,500,000 $10,000,000 32 5 1 2 1 1 11 Traffic Circulation Calusa Interconnections between adjacent shopping centers. pedestrian connections where possible, golf cart, and vehicular connections to shopping centers with landscape improvements $50,000 $75,000 32 5 1 2 1 1 3 Park Baseball/soccer field, parking lot, tennis court, pavilion, bathrooms (no removal of mangroves) $500,000 $750,000 32 3 1 2 1 1 55A Beach Improvements Beach Renourishment - cost is Village match $500,000 $600,000 32 1 1 1 22 Street Lighting Master Plan Buffer All streets in Village $1,500,000 $1,500,000 1 1 1 1 6 of Commercial Areas Femwood Rd. east side landscaping from sidewalk to wall, pedestrian access to commercial centers $25,000/ $50,000 31 1 2 1 1 50 View Corridor Overlook On right of way) on Crandon Blvd at Pines Canal, cantilevered wood deck with wood railing, lighting $262,500 $300,00C 30 5 1 1 1 1 43 Nature Traks Nature Presbytenan Church bay area to St. Agnes Church $225,000 $375,00C 30 5 1 2 1 54 Traik Landscape Rear or 7-11 shopping center through Calusa Park to Tennis Stadium $600,000 $1,000,000 30.2 1 2 1 1 44 Improvements Parking Enhanced landscaping throughout Village $1,500,000 $1,500,000 30 1 2 1 1 49 Nature Trails Ten on -street parking spaces on Fernwood Rd adjacent to Community Center - bncks only -curb and gutter in place, incl. subslab and demolition $10,000 $10,000 29.5 2 2 1 1 46 Parking St Agnes Playing Field to 7-11 Shopping Center $75,000 $125000,, 28.7 2 2 1 40 New 92 on -street parking spaces in front of St. Agnes and Presbyterian Churches - curb, gutter, bnck pavers, adjustments to surface drainage $92,000 $92,000 28.3 2 2 2 1 1 Sidewalks W. McIntyre St South side, Glenridge Rd to Femwood Rd with curbing. Connects school with Cnnc Center $8,000 $9,000 28.3 2 1 2 1 GROUP 2 PROJECTS Proj. ID Project Category Project Description Low Cost High Cost Score (37 High) Group by Score Group Assignment (based on 1111 meeting) Group Assignment (based on 1116 meeting) Final Group Assignment abased on 2115 meeting) 23 Bury All Overhead Wires (FPL, Phone, Cable TV) Single Family —west of Crandon Blvd. $10,000,00C $10,000,000 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) $1,000,000 $1,400,000 29.8 2 2 2 2 24 Bury All Overhead Wires (FPL, Phone, Cable TV) Multiple Family —east of Crandon Blvd $1,000,000 $1,000,00( 25 5 2 2 2 2 5 Neighborhood Parks Neighborhood Parks (4) Tot lot, custom shade structure, benches, grass and trees, pedestrian -scale lights $6,600,000 $6,750,000 22 8 3 3 2 2 TOTAL COST GROUP 2 $18,600,000 $19,150,000 GROUP 3 PROJECTS Proj. ID Project Category Project Description Low Cost High Cost Score (37 High) Group by Score Group Assignment (based on 1111 meeting) Group Assignment (based on 1116 meeting) Final Group Assignment (based on 2115 meeting) 41 New Sidewalks Glenndge Rd from W Wood Dr to the public school and to Woodcrest Ln. $73,500 $84,000 23 1 3 3 1 3 19 Cultural Artwork in public places $1,000,00(/ $1,000,000/ 21.2 3 3 3 3 12 Beach Access Public Stone portals 8' height, pedestnan-scale lights (4), trees, grass $70,000 $80,000 21 3 3 2 3 13 Beach Access Private Pair of stone markers, 4' height, pedestrian -scale lights (4) $60,000 $80,000 21 3 3 2 3 2513 improve Traffic Circulation Village Tram - estimated operation costs per year(low cost = 8 hour runs, high cost = 12 hour runs) $118,000 $160,000 19 3 3 2 3 2B Beach Improvements Construct Beach Walkway along the entire Beach over the dune (all on public property) $6,350,000 $7,620,000 18 3 3 2 3 28 Improve Traffic Circulation Expanded transit off -Island (no cost to Village) $0 $0 17 5 3 3 2 3 42 New Sidewalks Ridgewood Dr from W Mashta Dr. to Hampton Ln $129,500 $148,000 17 2 3 3 1 3 43 Parking Parking Garage on Village Hall parking lot; County -owned $916,500 $1,198,500 16 6 3 3 3 3 27 Improve Traffic Circulation Water Taxi - Coconut Grove, Bayfront Park, State Park, and South Miami Beach. (Funding by private sector) $0 $0 12 3 3 2 3 16 Educational Lifelong Learning - no project descnption (part of current and ongoing_programming in the Community Center) $0 $0 0 3 3 NO SCORE 3 21 Cultural Theatre: 300 seat building only, no land (2001 Study) $9,080,000 $9,080,000 3 3 2 3 20 Cultural Museum 1,500 sq. ft - building only, no land, no artwork $375,000 $525,000 3 3 3 3 TOTAL GROUP 3 $18,172,500 819,975,500 TOTAL COST $53.805.500 $72.405.000 Projects rejected by subcommittee 18C New Library: 580 Option 2' New Library and/or Post Office 580 Crandon Blvd. Crandon Blvd. (Assessed value used for land cost) 20.2 3 2 2 - The below projects are not part of the 2020 Vision Plan as they are already under consideration for implementation. However, their impact on the debt cap will be part of the funding strategy for the Vision Plan. Sewers Water Lines 700 Homes 700 Homes Prof. ID Project Category . Project Description Low Cost High Cost Sub Comm. Score (37 Nigh) Sub Comm. Group by Score Sub Comm. Group Assignment (based on 1111 meeting) Total Comm. Group Assignment (based on 1/16 meeting) meeting) Total Comm. Final Group Assignment (based on 2/15 30 Pedestrian Improvements at Intersections New stop signs $24,000 $24,000 28.2 2 3 1 1 7 Neighborhood Parks Short interior street ROW demolition, trees, grass, benches, pedestnan-scale lights (4) $100,000 $120,000 27 2 1 1 1 17 Educational High school on Virginia Key (No Village funding) $0 $0 25.8 ^ 2 2 1 1 45 Parking ''Sonesta Fifty-one on -street, parallel, parking spaces on Femwood Rd from Buttonwood Dr. to 325 Fernwood Rd. - curb, gutter, bnck pavers $76,500 $76,500 25 5 2 2 2 1 1 Beach Improvements Beach Walkway to Ocean. North side of new Sonesta. Funded by Sonesta as part of Site Plan Review Process Colored concrete walkway 12' wide, pedestrian -scaled lights (75' o c ), tree plantings, 30' wide total (north side of Sonesta) $0 $e 25.3 2 2 2 1 47A Community Center Expansion Option 1. Expansion on second floor $780,000 51,200,00C 18.3 3 1 1 1 55B Village Green Lighting Additional lower -level lighting for Village Green (50 to 75 new lights) $500,004 $750,000 1 1 1 47B Community Center Expansion Option 2' Footpnnt expansion at Community Center OR construction of satellite gym/community center facility $5,000,000 $5,000,000 1 1 1 9B Public School Play Field Concurrency Fund study to determine if MCDPS concurrency figure for ele- middles vs. stand-alone elementary and middle schools, determine if numbers change for new construction vs retrofit/addition $15,000r $20,00d 18A VKB Library System Prepare a study to determine the feasibility of a Village-owned/run Library System (Le , leave the County system) $10,000 $18,000 NIA N/A N/A N/A 1 25A Improve Traffic Circulation Fund study for Village Tram -annual operation costs, potential routes and users $5,000 $10,000 1 2A Beach Improvements Fund study for Beach Walk to determine feasibility of an elevated wood decking and railing 8-10 ft wide, above dunes (research possible location, style, effect on dunes) $20,000 $30,000 1 56 Charter School Fund study to determine feasibility of converting public school to a charter school $10,000 $15,000 N/A N/A N/A N/A 1 58 Create Key Biscayne County Fund study to determine what it would take for the Village to secede from Miami -Dade County and form "Key Biscayne County"; look at tax numbers $25,000 $30,000 N/A N/A N/A N/A 1 59 Village Green Seating Deck Outdoor deck seating area built at the north end of the Village Green, abutting The Gallena $150,00C $200,OOC TOTAL COST GROUP 1 $17,033,00C $33,279,50C FINANCIAL POLICY FISCAL YEAR 2008 FINANCIAL POLICY The following financial policy statements are included as an integral part of the Budget to declare those short and long-term policies, which will guide the Village's present and future operations. This commitment to sound financial management and integrity should, in turn, increase the confidence of the credit rating agencies, which assign municipal bond ratings and the confidence of the general public. The Village Financial Policy was adopted on August 10, 1993. Section 5.02 of the Village Charter provides the opportunity for elector to petition for a referendum on an ordinance authorizing the issuance of debt. The same opportunity is provided to the electors when the budget exceeds 5 mills (5.02 (ii) - B). I. OPERATING BUDGET POLICY A. The Village will pay for all current expenditures with current revenues. The Village will avoid budgetary procedures that balance current expenditures at the expense of meeting future years' expenses, such as postponing expenditures or accruing future year's revenues. Editor's Note: This does include the appropriation of prior year fund balance. Charter Section 25-4 requires surplus funds to be utilized to reduce debt or reduce taxes in the next fiscal years. B. The budget will provide for adequate maintenance of capital plant and equipment and for their orderly replacement. C. The Village will maintain a continuing budgetary control system to insure that it adheres to the budget. D The Village Administration will prepare monthly reports comparing actual revenues and expenditures with budgeted amounts. E. Wherever possible, the Village will integrate performance measurement and productivity indicators with the budget. II. CAPITAL IMPROVEMENT BUDGET POLICY A. The Village will make all capital improvements in accordance with the Capital Improvement Program. 28 FINANCIAL POLICY FISCAL YEAR 2008 B The Village will develop a multi -year plan for capital improvements and update it annually. C The Village will enact an annual capital budget based on the multi -year Capital Improvement Plan. D. The Village will coordinate development of the capital improvement budget with development of the operating budget. Future operating costs associated with new capital improvement will be projected and included in operating budget forecasts. E. The Village will use intergovernmental assistance to finance only those capital improvements that are consistent with the Capital Improvement Plan and Village priorities, and whose operating and maintenance costs have been included in operating budget forecasts. F. The Village will maintain all its assets at a level adequate to protect the Village's capital interest and to minimize future maintenance and replacement costs. G. The Village will project its equipment replacement and maintenance needs for the next several years and will update this projection each year. From the projection a maintenance and replacement schedule will be developed and followed. H The Village will identify the estimated costs and potential funding sources for each capital project proposal before it is submitted to the Village Council for approval. I. The Village will determine the least costly financing method for all new projects. III. DEBT POLICY A. The Village will confine long-term borrowing to capital improvements or projects that cannot be financed from current revenues. B. When the Village finances capital projects by issuing bonds, it will pay back the bonds within a period not to exceed the estimated useful life of the project. C. The Village will strive to have the final maturity of general obligation bonds at, or below, thirty (30) years. 29 FINANCIAL POLICY FISCAL YEAR 2008 D. Whenever possible, the Village will use special assessment, revenue, or other self- supporting bonds instead of general obligation bonds. E. The Village will not use long-term debt for current operations. F The Village will maintain good communications with bond rating agencies regarding its financial condition. The Village will follow a policy of full disclosure on every financial report and borrowing prospectus. IV. REVENUE POLICY A. The Village will try to maintain a diversified and stable revenue system to shelter it from unforeseeable short -run fluctuations in any single revenue source. B. The Village will estimate its annual revenues by an objective, analytical process, wherever practical. C The Village will project revenues for the next year. Each existing and potential revenue source will be re-examined annually. D. Each year, the Village will recalculate the full costs of activities supported by user fees to identify the impact of inflation and other cost increases. E. The Village will automatically revise user fees, subject to review by the Village Council, to adjust for the effects of inflation. V. INVESTMENT POLICY A. The Village will make a cash flow analysis of all funds on a regular basis. Disbursement, collection, and deposit of all funds will be scheduled to insure maximum cash availability. B. When permitted by law, the Village will pool cash from several different funds for investment purposes. C. The Village will invest 100% of its idle cash on a continuous basis. 30 FINANCIAL POLICY FISCAL YEAR 2008 D The Village will obtain the best possible return on all cash investments. VI. ACCOUNTING, AUDITING, AND FINANCIAL REPORTING POLICY A. The Village has established and will maintain a high standard of accounting practices. B The accounting system will maintain records on a basis consistent with accepted standards for local government accounting. The Village will strive to obtain and retain the Certificate of Achievement from the Government Finance Officers Association (GFOA) . C. Regular monthly and annual financial reports will present a summary of financial activity by major types of funds. D Wherever possible, the reporting system will provide monthly information on the total cost of specific services by type of expenditure and, if necessary, by fund. E. An independent public accounting firm will perform an annual audit and will publicly issue a financial opinion. F. The Village will operate an active and fully documented internal auditing program. The foregoing financial policy statements define objectives, establish rules with parameters and express guidelines for fiscal conduct by the Village of Key Biscayne in connection with both operating and capital improvement budget matters. 31 FINANCIAL POLICY TAXATION ORDINANCE ARTICLE I. IN GENERAL Sec. 25-1. Definitions. Debt means any financial obligation of the Village which is not required to be repaid within one year of its incurrence, excluding Debt payable from an Enterprise Fund. If a financial obligation is payable from an Enterprise Fund and from other sources, that portion payable from the Enterprise Fund shall not be included in the calculation of Debt. Enterprise Fund means a fund established to account for operations which are financed and operated in an independent and self-liquidating manner, including depreciation. To constitute an Enterprise Fund, the expense of providing goods or services to the public on a continuing basis must be financed or recovered entirely through user fees and charges. (Ord. No. 97-1, § 1, 1-16-97) Sec. 25-2. Limits on Debt. The total principal of Debt of the Village shall be limited to the greater of the following: (1) One percent of the total assessed value of all property within the Village, as certified to the Village by the Dade County Property Appraiser, for the current fiscal year; or (2) That amount which would require annual principal and interest payments on Debt during any fiscal year to exceed 15 percent of general fund expenditures for the previous full fiscal year. (Ord. No. 97-1, § 1, 1-16-97) Sec. 25-3. Reserve funds. To provide for emergencies, the Village shall maintain non -restricted reserve funds in an amount not less than $2,000,000.00 or in an amount greater than $2,000,000.00 but not greater than 20 percent of general fund expenditures for the previous full fiscal year. (Ord. No. 97-1, § 1, 1-16-97) Sec. 25-4. Surplus funds. Surplus funds in the general fund at the end of each fiscal year not placed by the Council in a restricted reserve fund shall be used either to reduce Debt or to reduce taxes in the next fiscal year. The allocation of surplus funds between restricted reserve funds, Debt reduction and tax reduction shall be at the discretion of the Village Council. (Ord. No. 97-1, § 1, 1-16-97) Sec. 25-5. Policy exceptions. The Debt limits established by section 25-2 may not be exceeded by the Village unless and until approved by a majority of the qualified electors of the Villaae voting in a referendum election. (Ord. No. 97-1, § 1, 1-16-97) 32 CONSOLIDATED BUDGET SUMMARY FISCAL YEARS 2006 - 2008 This budget summary presents a consolidated picture of the total revenue and expenditures of the General Fund, the Stormwater Utility Fund, Sanitary Sewer Improvement Fund, and the Solid Waste Fund and all beginning and ending balances. The operation of each fund is accounted for with a separate set of self -balancing accounts that compromise its assets, liabilities, equities, revenues and expenditures. Listed below are the resources of all Governmental and Proprietary funds within the Village budget. Funding Sources Property Taxes Actual FY 2006 $14,830,238 Adopted FY 2007 $18,452,476 Adopted FY 2008 $19,802,903 Other Taxes 3,435,584 3,252,099 3,984,095 Licenses and Permits 1,196,853 1,054,126 1,075,000 State Shared 996,092 1,028,483 975,000 Charges for Services 2,000,450 1,515,625 1,546,968 Interest Income 285,688 239,247 375,000 Fines and Forfeitures 40,719 75,000 75,000 Special Revenue Fund 857,607 600,179 3,035,500 Stormwater Fund 517,365 560,000 525,000 Solid Waste Fund 531,967 544,320 538,238 Grants 2,478,566 7,500 7,500 Capital Improvement Fund otal 244,231 $27,415,360 4,787,347 $32,216,402 4,608,094 $36,548,298 33 CONSOLIDATED BUDGET SUMMARY FISCAL YEARS 2006 - 2008 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 and the initial Sanitary Sewer borrowing. Expenditures General Government Actual FY 2006 $2,239,052 Adopted FY 2007 $2,286,791 Adopted FY 2008 $2,492,544 Public Works 4,002,609 1,361,663 1,597,881 Stormwater Fund 2.3 533,780 88,500 602,421 Solid Waste Fund 501,417 545,162 544,320 Special Rev Fund 5,167,525 0 5,782,084 Building, Zoning & Planning 1,544,696 1,416,330 1,522,196 Parks & Recreation 2,634,887 2,468,161 2,617,180 Public Safety 9,505,538 9,156,011 9,831,967 Capital Improvement Fund 1,264,746 1,730,193 4,787,347 Debt Service 2,627,918 2,701,730 2,700,443 Sub -total Transfers $30,022,168 0 $21,754,541 NA 1 $32,478,383 NA Beginning Fund Balance Ending Fund Balance 8,912,570 $6,305,762 NA 1 NA Changes in Reserves and Undesignated Fund Balances cannot be determined at this time. 2 Storm water and Sanitary Sewer Project construction costs are carried as fixed assets. 3 Includes Depreciation Expense. 34 CONSOLIDATED BUDGET SUMMARY FISCAL YEARS 2006 - 2008 General Fund The adopted Fiscal Year 2008 General Fund Budget of $27,145,966 is an increase of $1,596,410 or 6.25% over Fiscal Year 2007. Overall increases can be attributed to personnel expenses, an increase in insurance expense and additional reserve allocations. Revenues Ad -Valorem Taxes Franchise Fees Utility Taxes State Shared Revenues Licenses & Permits Charges for Services Other Revenue Grants & Donations Total Revenues Expenditures Administrative and Legal Police and Fire Building, Zoning & Planning Public Works Debt Service Parks and Recreation Total Expenditures Excess (deficiency) of revenues over expenditures Other Financing Sources (Uses) Operating Transfers In Operating Transfers Out Working Capital Reserve Total Other Financing Sources (Uses) Excess (deficiency) of Revenues and Other Financing Sources Over Expenditures & Other Financing Uses Residual Equity Transfers Fund Balance Beginning of Year Fund Balance End of Year Actual FY 2006 $14,830,238 $1,088,929 $2,346,655 $996,902 $1,196,853 $2,041,169 $285,688 $2,478,566 Adopted FY 2007 $18,452,476 $855,000 $2,397,099 $1,028,483 $1,054,126 $1,515,625 $239,247 $7,500 Adopted FY 2008 $19,802,903 $860,000 $2,365,095 $999,000 $1,075,000 $1,647,968 $388,500 $7,500 $25,264,190 $25,549,556 $27,145,966 $2,239,052 $2,492,544 $2,242,061 $9,505,538 $9,831,967 $10,672,771 $1,544,696 $1,522,196 $1,640,675 $4,002,609 $1,597,881 $1,921,489 $2,627,918 $2,700,443 $3,179,902 $2,634,887 $2,617,180 $2,956,003 $22,554,700 $20,762,209 $22,612,872 $2,709,490 $4,787,347 $4,533,094 $1,589,457 $0 $4,787,347 $0 $0 $4,533,094 $0 ($1,589,457) $1,120,033 $0 ($4,787,347) ($0) $0 ($4,533,094) ($0) $0 $5,754,277 $6,874,310 $6,874,310 $6,874,310 $6,874,310 $6,874,310 35 CONSOLIDATED BUDGET SUMMARY FISCAL YEARS 2006 - 2008 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. Operating Revenues Interest Income Grant Receipts Total Operating Revenues Operating Expenditures Capital Outlay Total Operating Expenditures Other Financing Sources (Uses) Actual Adopted Adopted FY 2006 FY 2007 FY 2008 $10,434 $0 $75,000 $233,797 $0 $0 $244,231 $0 $75,000 $1,264,746 $4,787,347 $4,608,094 $1,264,746 $4,787,347 $4,608,094 Operating Transfers In $1,730,193 $4,787,347 $4,533,094 Operating Transfers Out $168,870 $0 $0 Revenue Over (Under) Expenditures $540,808 $0 $0 Fund Balance Beginning of Year $880,206 $1,421,014 $1,421,014 Fund Balance End of Year $1,421,014 $1,421,014 $1,421,014 36 CONSOLIDATED BUDGET SUMMARY FISCAL YEARS 2006 - 2008 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 2006 FY 2007 FY 2008 Stormwater Fees $517,365 $530,000 $520,000 Total Operating Revenues $517,365 $530,000 $520,000 Operating Expenditures Administrative Expenses $31,425 $8,500 $7,500 Contractual Services $228,436 $120,000 $175,000 Depreciation Expense $273,919 $0 $0 Total Operating Expenditures $533,780 $128,500 $88,500 Non Operating Revenue (Expense) Interest Income $36,433 $30,000 $5,000 Principal and Interest on Debt ($186,378) ($473,921) ($579,215) Revenue Over (Under) Expenditures ($149,945) ($42,421) ($142,715) Fund Balance Beginning of Year $2,852,803 $2,686,443 $2,644,022 Fund Balance End of Year $2,686,443 $2,644,022 $2,501,307 37 CONSOLIDATED BUDGET SUMMARY FISCAL YEARS 2006 - 2008 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 2006 FY 2007 FY 2008 Solid Waste Collection Fees $531,967 $544,320 $537,238 Total Operating Revenues $531,967 $544,320 $537,238 Operating Expenditures Administrative Expenses $1,655 $4,000 $2,000 Contractual Services $499,763 $514,008 $514,008 Allowance for Late Payments $0 $26,312 $22,230 Total Operating Expenditures $501,417 $544,320 $538,238 Non Operating Revenue (Expense) Interest Income $9,092 $500 $1,000 Revenue Over (Under) Expenditures $39,642 $500 $0 Fund Balance Beginning of Year $296,677 $336,319 $336,819 Fund Balance End of Year $336,319 $336,819 $336,819 38 GENERAL FUND FISCAL YEARS 2006 - 2008 The Adopted Fiscal Year 2008 General Fund Budget of $27,145,966 is an increase of $1,596,410 over Fiscal Year 2007. Overall increases in the Village Budget revenues can be attributed to an increase in property values. Overall increases in the Village Budget expenses are due to an increase in personnel expenses which include an increase in insurance expense. Along with the above mentioned increases, there are increases in reserve allocations and operating transfers out to the Capital Improvement Fund. Ad -Valorem (Property) Taxes generate 72.9% of the total revenue. Funding Sources Actual FY 2006 Adopted FY 2007 Adopted FY 2008 Ad -Valorem $14,830,238 $18,452,476 $19,802,903 Franchise Fees $1,088,929 $855,000 $860,000 Utility Taxes $2,346,655 $2,397,099 $2,365,095 Licenses & Permits $1,196,853 $1,054,126 $1,075,000 State Shared Revenue $996,092 $1,028,483 $1,028,483 Charges for Services $2,041,169 $1,515,625 $1,647,968 Interest $285,688 $239,247 $388,500 Grants & Donations $2,478,566 $7,500 $7,500 Total $25,264,190 ',25,549,556 ',27 145 966 Expenditures General Government Actual FY 2006 $1,888,146 Adopted FY 2007 $2,109,542 Adopted FY 2008 $1,859,061 Village Attorney $350,906 $383,000 $383,000 Debt Service $2,627,918 $2,700,443 $3,179,902 Building, Zoning & $1,544,696 $1,522,196 $1,640,645 Planning Public Safety $9,505,538 $9,831,967 $10,672,771 Public Works $4,002,609 $1,597,881 $1,921,489 Recreation $2,634,887 $2,617,180 $2,956,003 Total $22,554,700 $20,762,209 $22,612,872 Operating Transfers $1,589,457 $4,787,347 $4,533,094 Out Total $24,144,157 $25,549,556 $27,145,966 39 2008 ESTIMATED PROPERTY TAXES FISCAL YEAR 2008 Jurisdiction Miami -Dade County Public Schools Miami -Dade County -wide services South Florida Water Management District Miami -Dade County Library District Environmental Project (Everglades) Florida Inland Navigation District SUB -TOTAL Village of Key Biscayne TOTAL Funds are allocated as follows: Service Fire Rescue Department Police Department General Government* Capital Outlay/Reserves Debt Service Building, Zoning and Planning Public Works Recreation Mill Rates 7.9480 5.2869 0.5346 0.3842 0.0894 0.0345 14.2776 3.20 17.4776 Percent 45.48% 30.25% 3.06% 2.20% 0.51% 0.20% 81.69% 18.31% 100.00% Percent of Budget 20.51% 18.80% 8.26% 16.70% 11.71% 6.04% 7.08% 10.89% 100.00% Amount Paid $ 7,948.00 $ 5,286.90 $ 534.60 $ 384.20 $ 89.40 $ 34.50 $14,277.60 $ 3,200.00 $17.477.60 Amount per Year $ 656.42 $ 601.70 $ 264.30 $ 534.37 $ 374.85 $ 193.40 $ 226.51 $ 348.46 $ 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. 40 PROPERTY TAX COMPARISON FISCAL YEARS 1995-2008 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 $11,755,271 29.40% $4,896,400 $29,369,474 2004 $3,617,880,990 6.254 $22,626,227 3.606 $13,046,078 42.34% $9,580,149 $38,949,623 2005 $3,875,335,514 6.120 $23,717,053 3.606 $13,974,460 41.08% $9,742,593 $48,695,216 2006 $4,287,674,948 5.900 $25,297,282 3.606 $15,461,356 38.88% $9,835926 $58,528,143 2007 2008 $5,630,046,023 $6,514,112,802 6.386 5.248 $35,953,474 $34,186064 3.45 3.20 $19,423,659 $20,845,161 45.98% 39.02% $16,529,815 $13,340,903 $75,057,958 $88,398,861 The Village boasts the lowest millage rate in the County. The graph below reflects the range of the proposed 2008 total millage rates of all Dade County municipalities and the unincorporated area. Key Biscayne's adopted 2008 rate is 3.20. The Adopted Fire District millage is 2.2487 including debt service mills per $1,000 and represents $14,648,285 if Key Biscayne were still in the Fire District. The Adopted 2008 Key Biscayne Fire Department budget is $5,568,523. 14.0000 120000 10.0000 8.0000 6.0000 4.0000 2.0000 0.0000 Via rt i-Oracle Village Rates ,rieeedrAeitez,v,,,, ,67 09/1404"/"V1744;" 119? 41 , 41 NI" 41 , , V 44#' / 4tf, IV / 4° 41 Certification of Taxable Value FOR DOR USE ONLY DR -420 SECTION I Year: 2007 County: MIAMI-DADE Principal Authority: VILLAGE OF KEY BISCAYNE Taxing Authority: (1) Current Year Taxable Value of Real Property for Operating Purposes (2) Current Year Taxable Value of Personal Property for Operating Purposes (3) (4) (5) Current Year Taxable Value of Centrally Assessed Property for Operating Purposes Current Year Gross Taxable Value for Operating Purposes (1) + (2) + (3) = (4) Current Year Net New Taxable Value (New Construction + Additions + Rehabilitative Improvements Increasing Assessed Value By At Least 100% + Annexations + Total Tangible Personal Property Taxable Value In Excess of 115% of the Previous Year's Total Tangible Personal Property Taxable Value - Deletions) (6) Current Year Adjusted Taxable Value (4) - (5) Prior Year FINAL Gross Taxable Value (From Prior Year Applicable Form DR -403 Series) Enter number of Tax Increment Value Worksheets (DR-420TIF) attached (If none, enter 0) (7) (8) City• TA: Levy: R. 06/07 VILLAGE OF KEY BISCAYNE 6,470,265,332 (1) 43,847,470 (2) 0 (3) 6,514,112,802 (4) 20,942,307 0 (5) 6,493,170,495 (6) (7) 5,582,057,700 I do hereby certify the values shown herein to be correct to the best of my knowledge and belief. Witness m hand and official signature at MIAMI-DADE COUNTY , Florida, this the 29th d JUNE, 2 r i7 onth, and Year) Gt.v�► Signatur- •f Properly Ap•raiser SECTION II TAXING AUTHORITY: If this portion of the form is not completed in FULL your Authority will be denied TRIM certification and possibly lose its millage levy privilege for the tax year. If any line is inapplicable, enter N/A or -0-. 3.450 (9) Prior Year Operating Millage Levy $ (10) Prior Year Ad Valorem Proceeds (7) x (9) (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 (3)c or (4)a for all DR-420T1F forms (12) Adjusted Prior Year Ad Valorem Proceeds (10) - (11) $ 19,258,099 $ per $1,000 (9) (10) 0 $ 19,258,099 (13) Dedicated Increment Value, if any: Sum of either line (3)b or (4)e for all DR-420TIF forms $ 0 (14) Adjusted Current Year Taxable Value (6) - (13) (15) Current Year Rolled -Back Rate (12) divided by (14) (16) Current Year Proposed Operating Millage Rate (17) Check TYPE of Principal Authority (check one) (18) Check Applicable Taxing Authority (check one) (19) Is millage levied in more than one county? (check one) (20) Current Millage Levy for Voted Debt Service (21) Current Millage Levy for Other Voted Millage County ®Municipality ®Principal Authority EllYes $6,493,170,495 $ 2.966 -2-i-649-- Independent Sp. Dist. Water Man. District EiDep. Spec. Dist. ElMSTU No (22) Enter the Total Adjusted Prior Year Ad Valorem Proceeds of ALL Dependent Special Districts and MSTUs levying a millage. (The sum of Line (12) from each District's and MSTU's Form DR -420) (23) Total Adjusted Prior Year Ad Valorem Proceeds: (12) + (22) (24) The Current Year Aggregate Rolled -Back Rate: (23) divided by (14) (25) Current Year Aggregate Rolled -Back Taxes (4) x (24) (26) Enter Total of all non -voted Ad Valorem Taxes proposed to be levied by the Principal Taxing Authority, all Dependent Districts, and MSTUs if any. Sum of line (16) x line (4) from all Form DR - 420s (27) Current Year Proposed Aggregate Millage Rate: (26) divided by (4) (28) Current Year Proposed Rate as a Percent Change of Rolled -Back Rate: [(Line 27 divided by Line 24) - 1.001x 100 U 0 per $1,000 per $1,000 per$1,000 (20) per$1,000 (21) 19,258,099 2.966 19,320,859 (22) (23) per $1,000 (24) (25) 72,,4'131 89 (26) -2. 3.m -s- (9.90) I L . 32 % (28) per $1,000 (27) Date, Time and Place of the First Public Budget Hearing: and telephone number: September 11, 2007 at 7 : 00pm Key Biscayne Fire Station, Council Chamber 56U Crandon Blvd. Key Biscayne, FL 3U5-365-5500 I do hereby certify the millages and rates shown herein to be correct to the best of my knowledge and belief. FURTHER, I certify that all illages mply with the provisions of Section 200.185 and 200.071 or 200.081, F.S. WITNESS my hand and official signature at Key Biscayne ,Florida, this the day of ' July, 2007 Interim Village Manager (Month, and Year) 88 West McIntyre Street, Suite 210 Signature and Title of Chief Administrative Officer Address of Physical Location 88 West McIntyre Street Randolph G. White Mailing Address Key Biscayne FL 33±49 Name of Contact Person 305-36508903 305-365-8936 City State PPAT t<P.& .I�t wC�� Zip Phone* SEE INSTRUCTIONS ON REVERSE SIDE � P ►1 t" a,M (\r qA-D t -Q . 7 cm') _ kr -1 PINK Fax* ( s*\ wcarpN� REVENUES GENERAL FUND FISCAL YEAR 2008 As a matter of general policy, Village revenue estimates are budgeted conservatively in order to avoid possible shortfalls due to unanticipated changes in tie economy or slowing in the rate of construction activity, General Fund revenues are projected to maintain a moderate rate of increase in Fiscal Year 2008. 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 2008, this revenue category is projected to increase by 15.7% to just over $19.8 million, and accounts for 72.9% of all revenues in the General Fund. l Fcenses & f ermvfs 4 1% Uid hj Saxes 9 4% franchise 9esss 3 3% Charges for Services 5.9 % Slate Shared Revenues dOK Ocher Revenue 0 9% Crank & Dana hons 0.0% Ad -Valorem foxes /2 .2% Revenues Ad Valorem Taxes Adopted Pt' 2007 $18,452,476 Adopted Pt' 2008 19,802,903 Percent of Adopted Budget 72,9% Franchise Fees i $855,000 $860,000 3.2% Utility Taxes 52,397,099 $2,365,095 8.8% Licenses & Permits S 1,054,126 Si .075,000 4.0% State Shared Revenues Charges for Services Other Revenue $1,028,483 $999,000 3.7% 1,515,625 $239,247 $1 j647,968 6.0% $388,500 , 1,4% Grants & Donations Total 7,500 $25,549,556 .7,500 $27,145,9 6 0.0% 100.0% 43 REVENUES GENERAL FUND FISCAL YEAR 2008 BUDGET COMPARISON - REVENUE CHANGES General Fund Adopted Adopted Difference Percent Revenues FY 2007 FY 2008 Change% Ad -Valorem Taxes $18,452,476 $19,802,903 $1,350,427 7.3% Franchise Fees $855,000 $860,000 $5,000 .6% Utility Taxes $2,397,099 $2,365,095 <$32,004> <1.3%> Licenses & Permits $1,054,126 $1,075,000 $20,874 1.9% State Shared $1,028,483 $999,000 <$29,483> <2.9%> Revenues Charges for Services $1,515,625 $1,647,968 $132,343 8.7% Other Revenue $239,247 $388,500 $149,253 62.4% Grants & Donations ',7,500 $7,500 ',0 0% Total Revenue $25,549,556 $27,145,966 $1,596,410 6.3% REVENUE CHANGES RATIONALE Ad Valorem: The July 1, 2007 certification of Village property values was $6,514,112,802, which represents an increase of $884,066,779 or 15.7% over the 2006 values. At the adopted millage rate of 3.20, this increase results in an additional $1,350,427 in ad valorem tax revenue for the Village. This represents 72.9% of the General Fund Revenues. Franchise Fees: The revenues generated through franchise fees in Fiscal Year (FY) 2008 are estimated to total $860,000, an increase of $5,000 or .58% over the Adopted FY 2007Budget. Utility Taxes: The Fiscal Year 2008 utility tax receipts are estimated to decrease by $32,004 or 1.3% under last year's levels. Licenses and Permits: During Fiscal Year 2008, revenues in this category are expected to increase by $20,874 from last year's level. State Shared Revenue: Fiscal Year 2008 estimates of state shared revenues are decreased $29,483 based on actual collections from previous years. Charges for Services: This category encompasses nine (9) sub -categories of fees and fines involving the Police Department, the Building, Zoning and Planning Department, the Recreation Department and the Office of the Village Clerk, plus a miscellaneous account. An 8.7% increase in collections is anticipated over the previous Fiscal Year. 44 REVENUES GENERAL FUND FISCAL YEAR 2008 Other Revenue: The Fiscal Year 2008 Budget estimate of revenues in this category totals $388,500 and includes only one item, interest revenue on the balance in the General Fund account. Grants & Donations: During Fiscal Year 2008, revenues in this category are expected to remain the same as the previous year. 45 REVENUES GENERAL FUND FISCAL YEAR 2008 General Fund Revenues Budget Budget FY 2005 FY 2006 Estimated Property Assessment $3,875,335,514 $4,287,674,948 Adopted Adopted FY 2007 FY 2008 $5,630,046,023 $6,514,112,802 AD VALOREM Category Ad Valorem Total Ad Valorem $13,275,737 $14,688,288 $18,452,476 $19,802,903 $13,275,737 $14,688,288 $18,452,476 $19,802,903 FRANCHISE FEE Category Electricity Total Franchise Fees $688,600 $700,000 $855,000 $860,000 $688,600 $700,000 $855,000 $860,000 UTILITY TAXES Category Electricity Simplified Communications Tax Water Gas Oil Total Utility Taxes $1,150,000 $710,000 $200,000 $62,000 $500 $1,150,000 $785,000 $225,000 $83,000 $50 $1,154,000 $1,175,000 $810,170 $835,000 $310,438 $275,000 $122,396 $80,000 $95 $95 $2,122,500 $2,243,050 $2,397,099 $2,365,095 SHARED REVENUES Category State Revenue Sharing $150,000 $175,000 $231,724 $240,000 Half -Cent Sales Tax $620,000 $700,000 $777,141 $735,000 Local Option Gas Tax $220,000 $0 $0 $0 Alcoholic Beverage Licenses $7,500 $7,500 $19,618 $24,000 Total Shared Revenues $997,500 $882,500 $1,028,483 $999,000 46 REVENUES GENERAL FUND FISCAL YEAR 2008 LICENCES & PERMIT Category Local Business Tax Receipt Building Permits Total Licenses and Permits $55,000 $909,922 $57,000 $862,945 $108,879 $945,247 $100,000 $975,000 $964,922 $919,945 $1,054,126 $1,075,000 Charges for Services Zoning & Site Plan Review Fees Zoning Hearing Fees Certificates of Occupancy Building/Zoning Code Violations Property Maintenance Violations Recreation Fees Fines and Forfeitures Permit Research & Lien Letters Fire Code Violations Miscellaneous Inspection Fees School Crossing Guard Firefighters Supplement Total Charges for Services $13,518 $6,900 $5,931 $9,150 $3,000 $811,267 $75,000 $33,979 $0 $40,000 $15,000 $7,575 $8,500 $18,585 $6,900 $1,912 $50,250 $250 $1,180,000 $75,000 $47,199 $17,416 $20,000 $6,900 $6,900 $1,413 $1,560 $50,250 $50,250 $500 $750 $1,251,000 $1,484,000 $75,000 $15,000 $29,588 $24,508 $0 $9,500 $9,000 $40,000 $0 $25,347 $8,500 $40,000 $5,000 $0 $0 $26,000 $26,000 $8,500 $8,500 $1,048,245 $1,454,596 $1,515,625 $1,651,468 OTHER REVENUES Category Interest Income Rent Income Sale of Fixed Assets Hurricane Recovery Total Other Revenues $58,000 $0 $0 $0 $225,000 $0 $0 $0 $239,247 $375,000 $0 $0 $0 $0 $0 $0 $58,000 $225,000 $239,247 $375,000 Grants & Donations Category HRS - EMS Grant Police (C.O.P.S) Grants -Other Donations Total Grants Total Revenues $6,500 $0 $1,000 $0 $6,500 $0 $1,000 $0 $6,500 $0 $1,000 $0 $6,500 $0 $1,000 $0 $7,500 $7,500 $7,500 $7,500 $19,163,004 $21,120,879 $25,549,556 $27,145,966 47 REVENUES GENERAL FUND FISCAL YEAR 2008 REVENUE PROJECTION RATIONALE - FISCAL YEAR 2008 The 2008 General Fund total revenue is estimated to reach $27,145,966 which represents an increase of 6.25% over the previous year's level. Ad Valorem Taxes The most traditional revenue source for local governments is Ad Valorem taxation, which is an annual tax on real estate and certain personal property. Chapter 166, Florida Statutes (F.S.), provides for the levy of Ad Valorem taxes on real and tangible personal property. The definition in Section 192.001, F.S., states, that "the term `personal property' may be used interchangeably with the term 'Ad Valorem tax'." The Florida Constitution limits local governments to a maximum of 10 mills of Ad Valorem taxation. The first Village property tax was levied for FY 1993. The rate of this tax is determined by the Village Council each year during its budget process. For Fiscal Year 2008, which begins on October 1, 2007 and ends on September 30, 2008, the assessed values established by the Miami -Dade County Property Appraiser as of January 1, 2007 are $6,514,112,802. 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 2008 Fiscal Year is $19,802,903. Ad Valorem taxes are the largest revenue source in the Village budget comprising 72.9% of the total revenues in the general fund. 48 REVENUES GENERAL FUND FISCAL YEAR 2008 PROPERTY TAX LEVIES AND COLLECTION FISCAL YEARS 1998 THROUGH 2008 Fiscal year Millage Assessed Value Percent Change Tax Levy Amount Budgeted Total Collected Percent Collected 1998 3.606 $2,003,049,232 7.62% $7,222,996 $6,861,846 $7,963,900 96.4% 1999 3.606 2,028,174,208 1.25% $7,313,596 $6,963,900 $7,012,714 95.9% 2000 3.606 2,223,956,515 9.65% $8,019,587 $7,677,766 $7,799,633 97.3% 2001 3.606 2,499,049,161 12.37% $9,011,571 $8,556,788 $8,738,608 97.0% 2002 3.606 2,731,833,645 9.31% $9,850,992 $9,358,443 $9,515,138 96.59% 2003 3.606 3,259,919,981 19.33% $11,755,271 $1 1,167,508 $11,317,160 96.27% 2004 3.606 3,661,1 14,546 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 6,514,1 12,802 15.70% $20,545,161 $19,802,903 n/a n/a Other Taxes and Fees Section 8.04 of the Charter of the Village of Key Biscayne, which was adopted on June 18, 1991, provides that all municipal taxes and fees imposed within the Village boundaries by the County as the municipal government for unincorporated Dade County shall continue at the same rate and on the same condition as if those taxes and fees had been adopted and assessed by the Village. The estimated Fiscal Year 2008 collections are based on anticipated receipts, actual receipts in prior years, and other appropriate factors as explained below. Non -Ad Valorem Revenues: The chart below is a summary of the Franchise Fees, Utility Taxes, Licenses & Permits, State Shared Revenues, and other Non -Ad Valorem Revenues, which are 27.1% of the General Fund Revenues. Franchise Fees Electric Franchise Fees: A Franchise Fee in the amount of 6% of gross revenues from sales of electricity was established by Dade County Ordinance No. 89-81, adopted on September 5,1989 for a period of thirty (30) years. This authority is granted to local governments by Section 180.14, F.S. The Franchise Fee received during the Fiscal Year 49 REVENUES GENERAL FUND FISCAL YEAR 2008 is based upon the prior calendar year receipts by the Florida Power & Light Company, less any taxes paid to the Water Management District, Florida Inland Navigation, and municipalities without their own franchise agreement. The estimated revenue from this source for the 2007 Fiscal Year is $860,000. Franchise Fees Fiscal Year Electricity Telephone $20,179 Cable $46,824 Total $638,096 1996 $571,093 1997 $578,195 $27,278 $62,342 $667,815 1998 $631,323 $24,016 $53,728 $709,067 1999 $653,798 $29,235 $56,998 $740,031 2000 $646,001 $24,450 $60,000 $730,451 2001 $678,316 $37,343 $67,855 $783,513 2002 $650,000 $C $0 $650,000 2003 $690,000 $0 $0 $690,000 2004 $611,000 $0 $0 $611,000 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 Utility Taxes Miami -Dade County Ordinance No. 70-72, adopted on September 21, 1970, established utility taxes in the amount of 10% on electricity, telephone, water, gas, and oil. This authority is granted to local governments by Section 166.231, F.S. Subsequently, the utility tax on telephone was extended to cover all forms of telecommunications and was reduced to 7%. The Village adopted its own Utility Tax Ordinance No. 97-12 on April 29, 1997 to replace the County ordinance, which was in effect in accordance with Section 8.04 of the Village Charter. Covered under Florida Statute 202 the Communications Services Tax Simplification Law effective October 1, 2001 combines seven different state and local taxes and fees and replaces these revenues with a tax composed of a state tax and a local option tax on communications services. On June 12, 2001 the Village passed Resolution No. 2001-41 which established the Village's combined local communications services tax rate at 5.62% for the period of October 1, 2001 and ending September 30, 2002. The Village further adopted the local communications services tax rate of 5.22% effective October 1, 2003. 50 REVENUES GENERAL FUND FISCAL YEAR 2008 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 2008 are $1,175,000. 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 Octoberl , 2001. The taxes will be collected by the Department of Revenue ("DOR") and distributed to local governments. On June 12, 2001 the Village passed Resolution No. 2001-41 which established the Village's combined local communications services tax rate at 5.62% for the period of October 1, 2002 and ending September 30, 2003. The Village further adopted the local communications services tax rate of 5.22% effective October 1, 2003. This revenue source is estimated at $835,000 for Fiscal Year 2008. 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 2008 are $275,000. 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 corporate limits of the Village. Based on the projected trend, the estimated revenues from this source in Fiscal Year 2008 are $80,000. 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 2008 are $95. Utility Taxes Fiscal Year Electricity Tele- communications Simplified Communications Water •• .' • Gas Oil Total 1996 $888,651 $199,746 $0 ' $37,034 $3,885 $1,294,48 1997 $1,032,445 $274,768 $0 $202,918 $42,066 $3,616 $1,555,81 1998 4989,535 $288,581 $0 $196,271 $36,427 $4,000 $1,514,814 1999 $997.319 $380,934 $0 $208,837 $35,121 $4,262 $1,621,47C 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 $1,772,20E 2002 $1,135,000 $0 $550,000 $215,00C $50,000 $5,000 $1,955,00C 2003 $1 n9!nnn , $0 $850,00C $249,000 $60,000 $1,000 $2,255,00C 2004 $1,095,000 $0 51 $856,00C $197,00C $62,000 $300 $2,210,30C REVENUES GENERAL FUND FISCAL YEAR 2008 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 Licenses & Permits All businesses in the Village must have an occupational license in order to operate a business within the corporate limits of the Village. The fees for the various types of businesses are set by ordinance. Ordinance 92-13 was adopted on June 6, 1992, and amended by Ordinance 95-9, on September 26, 1995. Village and County Occupational Licenses: All businesses in the Village must also have an occupational license from the County in order to operate a business within the corporate limits of the County. A portion of the County revenues are remitted to the Village. The licenses are regulated by Chapter 205, F.S., and by the aforementioned ordinances. Total estimated revenues from all sources for Fiscal Year 2008 are $100,000. Building Permits: Permits must be issued to any individual or business whom does construction work within the corporate limits of the Village. These permits are issued for construction, such as electrical, plumbing, structural, mechanical, etc. The fees for various types of permits are set by Village Ordinance No. 96-4 and by Section 2-18 of the Miami -Dade County Building Code and the minimum fee for a permit is $41.50, per Resolution 99-3, adopted on January 12, 1999. Permits for residential construction are based on the 1992 fees of Miami -Dade County. The estimated revenue for the Fiscal Year 2008 totals $975,000. Fiscal Year 1998 Occupational Licenses $25,749 Building Permits $978,019 Total $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 52 REVENUES GENERAL FUND FISCAL YEAR 2008 State Shared Revenues In addition to Ad Valorem taxation, communities in Florida rely on revenues that are imposed and collected by the State of Florida and then shared with municipalities. These revenues are distributed by the State of Florida Department of Revenue according to various formulas. These revenues have been budgeted in accordance with the trends and estimates of the State Revenue Sharing Commission. State shared revenues are pledged sources of revenue to repay the debt service on the state sanitary sewer loan (Revenue Sharing) . Cigarette Tax In 1943, Florida levied its first tax on cigarettes at a rate of three cents per pack. It was not until 1971 and the creation of the Municipal Financial Assistance Trust Fund that the state began to share a portion of state cigarette tax revenues with municipalities. The enacting legislation, creating the Trust Fund, required that the fund be financed from the proceeds of a two -cents per pack tax on cigarettes 5.8% of the State tax on each pack of cigarettes as per Chapter 71-364, Laws of Florida. Due to declining revenues, as of October 1, 2000 revenues from this tax were combined with State Revenue Sharing. State Revenue Sharing : Chapter 72-360, Laws of Florida, created the Revenue Sharing Act of 1972, providing for general revenue sharing. Revenue for this fund comes from 32.4% of the tax on each pack of cigarettes, the one -cent municipal gas tax, and 25% of the state alternative fuel decal user fee. The share of this fund for an individual municipality is determined by a complex formula that includes its own population, statewide municipal population, county population, county sales tax collections, total statewide sales tax collections from municipalities, municipal property valuation, statewide municipalities' property valuation, and by a factor measuring relative revenue -raising ability. About 35% of these funds are a result of the municipal gas tax. This percentage of the proceeds can be used only for transportation purposes, including transportation related public safety activities. For Fiscal Year 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 shall be $28,134. Half -Cent Sales Tax: Chapter 82-154, Laws of Florida, created the local government half -cent sales tax program. It is so named because one half of the proceeds of this tax are divided between counties and municipalities and the other half goes to the state. The primary purpose of the tax was to provide relief from Ad -Valorem taxes in addition to providing counties and municipalities with revenues for local programs. Current revenues for this fund come from 9.653% of the state sales tax (which is shared by both counties and cities). The distribution formulas are population -oriented but not 53 REVENUES GENERAL FUND FISCAL YEAR 2008 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 2008 is $735,000. State Shared Revenues Fiscal Year 1996 Cigarette Tax $10,490 State Revenue Sharing $125,989 Half -Cent Sales Tax $442,273 Local Option Gas Tax $211,312 Total $787,969 1997 $8,395 $126,787 $450,750 $178,732 $766,638 1998 $10,364 $125,324 $507,696 $175,00C $818,524 1999 $10,504 $117,144 $496,571 $178,243 $801,486 2000 $9,528 $130,246 $556,74C $188,206 $883,124 2001 $7,932 $132,23C $585,683 $205,563 $923,476 2002 $0 $140,00C $598,84C $220,00C $958,84C 2003 $0 $140,00C $598,84C $220,00C $958,84C 2004 $0 $140,00C $620,00C $215,00C $981,50C 2005 $0 $150,000 $620,000 $220,000 $990,000 2006 $0 $175,000 $700,000 $0 $882,500 2007 $0 $231,724 $777,141 $0 $1,008,865 2008 $0 $240,000 $735,000 $0 $975,000 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 2008, 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 54 REVENUES GENERAL FUND FISCAL YEAR 2008 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 2008 is also budgeted in the Transportation Special Revenue Fund. Other Revenues The following chart is a summary of other revenues for the Village, which includes Interest Income and Fines & Forfeitures. Interest Income: In accordance with the Village financial policy, investment practices used are: Certificate of Deposit; cash management overnight investments and state municipal surplus fund pool. These are maintained to provide that available funds be invested at all times with minimum risk and maximum liquidity. The revenue from the interest income for Fiscal Year 2008 is estimated at $375,000. 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 2008 estimate is $15,000. Other Revenues Fiscal Year 1996 Interest Income $280,570 Fines & Forfeitures $28,311 Total $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 55 EXPENDITURES GENERAL FUND FISCAL YEAR 2008 The $27;145,966 Adopted Fiscal Year 2008 Budget allocates funds to ten departments, debt service and an amount for capital projects as listed below. The department expenditure budgets itemize the funding that provides for the overall administration and management of all governmental functions and activities of the Village. The monies allocated to each department ensure the proper implementation of policies and ordinances adopted by the Village Council in an efficient and effective manner. The Adopted Fiscal Year 2008 Budget expenditures have increased a total of 6% over the Fiscal Year 2007 expenditures. This increase can be attributed to an increase in personnel expenses, insurance costs, maintenance and repair expenses, and various increased reserve accounts allocations. BzP Police 22.7% Public i rks 7.7% Fire Rescue 24.6% Administration Village council 5.9 Village Berk: /) a 1,9 2,2 {� / Village Attorney ; �i f� 3 t` .• r lj ' ,' __„.------Debt Service 13.0% rRecreation 12.6% Expenditures Village Council Adopted FY 2007 $458,424 Adopted FY 2008 $468,963 Difference $10,539 Percent Changed 2% Administration 1,236,050 938,822 <297,228> _24.>% Village Clerk 415,070 0 # 451,276 36,206 , 9% Village Attorney # 383,000 383,000 0 1 0% Debt Service 2,700,443 3,179,902 479,459 1 18% Building, Zoning Planning X 1,522,196 1,640,645 t 118,449 8% Police 4,716„391 5,104,248 1 387,857 8% Fire Rescue al 15, 376 5,568,523 452,947 9% Public orks 1,597 881 1,921,489 323,608 20% Recreation 2,617,180 2,956,003 338,823 24% 5u -Nola: 20,762,209 22,612,872 1,850,661 9% Operating Transfers 4,787,347 4,533,094 <254,253> <5- To for C:.a+ital Outla .' Total 5,549,556 $27,145,966 $1,596,410 6% 56 EXPENDITURES GENERAL FUND FISCAL YEAR 2008 EXPENDITURE CHANGES RATIONALE Village Council: While the Mayor and Village Council receive no compensation for their services as elected officials, there is however expenditures covered in the budget. The Adopted Fiscal Year 2007 Budget for the Village Council has increased because the federal representative's contract has been included again and the increases for the Village Youth Council. Administration: Administration includes the Village Manager's Office and the Finance and Administrative Services Department. At $938,822, the Adopted Fiscal Year 2008 Budget decreased due to allocating building maintenance costs to departments rather than in sum in administrative. Village Clerk: The Village Clerk's Adopted Fiscal Year 2008 Budget will increase by $36,206 The increase is due to personnel expenses, additional videographer costs, insurance and an increase in capital outlay. Village Attorney: At $383,000, the Village Attorney's allocation remained the same as 2007. Debt Service: The Fiscal Year 2008 requirement for debt service is based upon level debt service and increased by $479,579. Building, Zoning and Planning: The Building, Zoning and Planning Department budget of $1,640,645 represents an 8% increase from the Fiscal Year 2007 Budget. The increase is mainly due to personnel expenses Police: The Police Department's Fiscal Year 2008 Budget allocation of $5,104,248 represents a $387,857 increase, or 8%, from the Fiscal Year 2007 Budget. The increase is attributed to personnel costs, expenses for the department's new patrol boat and a small increase due to implementation of a fleet replacement program. Fire Rescue: The Adopted Fiscal Year 2008 Budget for Fire Rescue will increase by $452,947 or 9%, due to an increase in personnel expenses and insurance. Public Works: The Adopted Fiscal Year 2008 Budget for Public Works will increase by 20%, or $323,608. This change is due to the increase in insurance, increased maintenance contracts and increased vehicle maintenance costs. Recreation: At $2,617,180, the Park and Recreation Department's budget provides for an increase of $338,823, or 24%. This is due to an increase in personnel expenses and 57 EXPENDITURES GENERAL FUND FISCAL YEAR 2008 contract services attributed to expanding community center activity and increased advertising costs associated with the newsletter. Capital Outlay: The Adopted Fiscal Year 2008 Budget for Capital Outlay is $4,533,094. 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. 58 VILLAGE COUNCIL FISCAL YEAR 2008 BUDGE zational Chart Organ i Village Council Robert Vernon, Mayor Michael Davey Enrique Garda StPnhrin iedmon Jorge Mendia Thomas as Thornton Patricia Weinman Local Planning Agency 59 VILLAGE COUNCIL FISCAL YEAR 2008 BUDGET FUNCTIONAL ORGANIZATIONAL CHART Village Council • The Mayor, as a member of the Village Council, is the Chairman of the Village Council. • The Mayor is responsible for presiding at all Village Council meetings, executing all ordinances, resolutions and contracts on behalf of the Village and represents the Village and Village Council at public events. • The Council represents the citizens of Key Biscayne by promoting effective government through responsive policy direction and leadership to meet current and future needs of the Village. , • The Council is mandated by the Village Charter and responsible for the formulation of the overall policies of the Village which then are implemented by the Village Manager. • The Council serves as the Local Planning Agency. Its purpose is to prepare the local comprehensive plan and conduct the comprehensive planning program. 60 VILLAGE COUNCIL FISCAL YEAR 2008 BUDGET DEPARTMENTAL DESCRIPTION Key Biscayne operates under the Council -Manager form of government in accordance with its Charter. Legislative authority is vested in a seven member Village Council consisting of a Mayor and six Council Members all elected at large and on a non-partisan basis. The mayor and the council members are elected by the electors of the Village for a two-year term. No person shall serve as mayor for more than two consecutive elected terms, and no person may serve on the council, or as any combination of mayor and council member, for more than eight consecutive years. The Council, as the legislative body of the Village, determines public policy to meet community needs and appoints a Village Manager who is responsible for administration of that policy and managing the Village's departments and services. The Council also appoints the Village Clerk and the Village Attorney. The Council is responsible for the overall direction of the village and general welfare of Key Biscayne residents. Village Council elections are held on the first Tuesday after the first Monday of November, every even numbered year. To be eligible to seek office, a person must be a resident of the Village of Key Biscayne for at least one year and be a qualified elector of the Village. The members of the Village Council also serve as the Local Planning Agency. The Local Planning Agency was responsible for the development of the Comprehensive Master Plan. The Council sits as the Zoning Appeals Board. The Local Planning Agency was created by Ordinance 92-08 on February 25, 1992. Its purpose is to prepare the local comprehensive plan and conduct the comprehensive planning program. All meetings of the Local Planning Agency are public meetings and agency records are public. The Master Plan was adopted by the Village Council by Ordinance 95-8, September 12, 1995 and accepted by the Florida Department of Community Affairs on October 20,1995. 61 VILLAGE COUNCIL FISCAL YEAR 2008 BUDGET Responsibilities of the Local Planning Agency • Prepare the local comprehensive plan and any amendments. • Make recommendations to the municipal governing body regarding the adoption or amendment of plan. • Hold Public Hearings on the proposed plan or plan amendment. • Monitor the effectiveness and status of the comprehensive plan. • Make recommendations to the municipal governing body concerning any changes required to the comprehensive plan. • Review proposed land development regulations and codes, and inform the governing body of the consistency of the proposal with the local comprehensive plan. • Perform other duties assigned by the governing body, general law, or special law. PERFORMANCE INDICATORS Regular Council meetings are held the second Tuesday of every month (except August) in the Council Chamber, 560 Crandon Boulevard, at 7:00 p.m. Council meeting schedules are subject to change. Council meetings are broadcast live and re -broadcast daily at 10:00 a.m. and at 7:00 p.m. Below is a breakdown of the Village Council's activities by calendar year. Meetings 2002 8 2003 15 2004 17 2005 12 2006 11 2007 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 2008 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 62 VILLAGE COUNCIL FISCAL YEAR 2008 BUDGET community's residential character. Other commercial development should be sized to meet the needs of residents and hotel guests. Office development should be limited to the minimum amount practical in light of existing development patterns. RESIDENT'S EXECUTIVE SUMMARY - Village Council FUNDING LEVEL SUMMARY FY 2004 FY 2005 FY 2006 FY 2007 FY 2008 % Change from FY 07 Administrative Expenses $26,254 $30,000 $30,000 $37,000 $40,000 8% Other Expenses $309,643 $192,367 $332,912 $421,424 $424,963 2% Total Departments $335,897 $222,367 $362,912 $458,424 $468,963 2% BUDGET SUMMARY At $468,963, the Village Council budget increased $10,539 from Fiscal Year 2007. The increase is due to the addition of the Historical Society line item. Village Council Description FY2007 Adopted Budget FY2008 Variance ADMINSTRATIVE EXPENSES $37,000 $40,000 8% MEMBERSHIP AND DUES $16,000 $16,000 0% WEBSITE/COMMUNICATIONS $7,000 $9,240 32% ART IN PUBLIC PLACES $44,500 $41,000 -8% CAPITAL OUTLAY $85,000 $85,000 0% INSURANCE $48,530 $21,352 -56% COMMITTEE EXPENSES $500 $500 0% STATE RELATIONS REPRESENTATIVE $50,000 $50,000 0% FEDERAL RELATIONS REPRESENTATIVE $100,000 $100,000 0% UTILITIES $4,831 $6,108 26% CHAMBER OF COMMERCE $55,063 $55,063 0% YOUTH COUNCIL CONFERENCES $10,000 $35,700 257% $9,000 100% Total Council $458,424 $468,963 2% 63 OFFICE OF THE VILLAGE MANAGER FISCAL YEAR 2008 BUDGET MISSION STATEMENT To implement Village Council policies and to provide sound leadership and oversee all departmental activities, enabling them to work in the best interests of our community, instill the Village's mission statement among our employees to foster an outstanding level of service at a reasonable cost, and effectively implement and administer the policies established by the Council. Organizational Chart Citizens/Residents of Key Biscayne Village Council Village Manager 365-5514 J Assistant to the Manager 365-8919 IT Administrator 305-365-8912 64 OFFICE OF THE VILLAGE MANAGER FISCAL YEAR 2008 BUDGET FUNCTIONAL ORGANIZATIONAL CHART Village Manager • Provide leadership in the management and the execution of Village policies. • Manage all Village governmental affairs, direct and supervise the administration and functions of all Village departments, offices and agencies. • Liaison with Municipal, County, State and Federal agencies on issues of mutual concern. • Plan and develop programs in order to meet the future needs of the residents and visitors of the Village. DEPARTMENTAL DESCRIPTION The Village manager is the chief executive officer and administrative head of the Village, with the responsibility for planning, organizing, directing, staffing, coordinating and budgeting for the widespread programs and services for the citizens of the Village. The Village Manager is appointed by and serves at the pleasure of the Village Council, and is directly responsible for executing Village laws and ordinances and is responsible for implementation of policies set fourth by the Village Council. The Village Manger appoints the Directors of all Departments. As chief executive officer of the Village government, the Village Manager is responsible for providing and exercising overall supervision and disciplinary control over the necessary administrative and operating staff to carry out official Council policies. The Village Manager assists in adopting a financial plan for Village operations by helping to prepare for Council consideration the Annual Operating Budget and 65 OFFICE OF THE VILLAGE MANAGER FISCAL YEAR 2008 BUDGET Capital Improvements Program. The Village Manager develops and recommends alternative solutions to community problems as well as plans and develops programs to meet the future physical, social, and cultural needs of the Village. The Village Manger is responsible for the execution of contracts, deeds and other documents on behalf of the Village to the extent provided by Council, and is responsible for the enforcement of all laws, charter and acts of the Council. Authorized Positions Village Manager FY 2003 1.0 FY 2004 1.0 FY 2005 1.0 FY 2006 1.0 FY 2007 1.0 FY 2008 1.0 Assistant Village Manager 0.0 1.0 1.0 0.0 0.0 0.0 Assistant to the Manager 1.0 0.0 1.0 1.0 1.0 1.0 IT Administrator 1.0 1.0 1.0 1.0 1.0 1.0 Grant Specialist - Part Time 0.5 0.0 0.0 0.0 0.0 0.0 Receptionist - Part Time 0.0 0.5 0.0 0.0 0.0 0.0 Total 3.5 3.5 4.0 3.0 3.0 3.0 2008- DEPARTMENTAL OBJECTIVES • To satisfactorily relay Village Council policy decisions to the organization and administer the decisions in day-to-day operations. • To maintain administrative control of all departments by reports, and verbal and written communications on all matters involving daily operation of the Village. • To conduct any special studies, information gathering and reports as may be necessary and/or requested by the Village Council. • To attend and participate in intergovernmental activities by attending meetings and facilitating the exchange of information within different jurisdictions. • To prepare and submit a Village budget by July 15th of each year. • To increase the level of Village services by increasing the amount of grant-in-aid revenues. 66 OFFICE OF THE VILLAGE MANAGER FISCAL YEAR 2008 BUDGET • 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. 67 FINANCE AND ADMINISTRATIVE SERVICES DEPARTMENT Village Council FISCAL YEAR 2008 BUDGET MISSION STATEMENT To administer the finances and budget of the village efficiently and report related activities accurately and timely, and to manage the insurance and employee benefit programs in the best interest of the Village and its employees. Organizational Chart Citizens/Residents Key Biscayne f I - Village Manager 365-5514 Human Resource Coordinator 365-8904 68 FINANCE AND ADMINISTRATIVE SERVICES DEPARTMENT FISCAL YEAR 2008 BUDGET FUNCTIONAL ORGANIZATIONAL CHART Finance and Administrative Services Department • Responsible for coordinating • Responsible for comprehensive the financial operation of insurance program. the Village departments. • Coordinate and administer personnel policies and employee benefits programs, and risk management. • Coordinate and prepare the annual operating budget. • Enterprise Fund administration consisting of billing for Solid Waste accounts and Stormwater fee calculation and administration. • Capital Improvement Fund project accounting. DEPARTMENTAL DESCRIPTION The Department of Finance and Administrative Services is responsible for coordinating the financial operation of the Village departments. Under the direction and supervision of Severn Trent Services Inc., the Department has two main functions: Finance, which is the central fiscal control and accounting agency of the Village, Administrative Services, which coordinates and administers Personnel Policies and employee benefits programs, and risk management which deals with worker's compensation and insurance. The Director of the Finance and Administrative Services Department serves as the chief fiscal officer for the Village and coordinator of the employee benefits program. The Department deals with daily finance/accounting activities including payrolls and audits, preparation of the operating and capital budgets, preparation of 69 FINANCE AND ADMINISTRATIVE SERVICES DEPARTMENT FISCAL YEAR 2008 BUDGET comprehensive financial reports, investments, debt management, cash management, and bank relations. The Department provides financial information to the public, state agencies, grantors, auditors, Village Council and management. In addition, the Department is responsible for the comprehensive insurance program which includes automobile, liability, property and workman's compensation program and for the employee benefits program which includes health insurance, life insurance, long-term disability insurance, dental insurance, deferred compensation plan and legal service plan. The Stormwater utility billing fee program under contract with the County began in 1994. On January 1, 1995, the Village took over from the County the responsibility for providing Solid Waste and Recycling collection and billing services. The Finance and Administrative Services Department staff includes a 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 2006. The budget was prepared on time and administered carefully during the year. The budget was filed and accepted by the Florida Department of Revenue and met the "TRIM" (Truth in Millage Bill) Requirements on July 1, 2006. All available funds were invested with the Florida State Board of Administration, Resolution 92-16, April 14, 1992, Local Government Surplus Trust Fund Investment Pool and excess funds were invested in Certificates of Deposit with varying maturities, and cash management agreements with SunTrust and Northern Trust Banks. The advantage of the cash management agreements are that all significant cash balances in both banks earn interest on a daily basis without having to be transferred to other investments or recalled when needed. Insurance policies were monitored on an ongoing basis for the lowest premiums and best coverage. Information was periodically made available to employees concerning all programs for which they were eligible. To effectively supervise billing functions for the enterprise funds procedures have been established to promptly record Village properties as they come on line. 70 FINANCE AND ADMINISTRATIVE SERVICES DEPARTMENT FISCAL YEAR 2008 BUDGET PERFORMANCE INDICATORS ACTIVITY Payroll Checks FY 2003 Actual 3,070 FY 2004 Actual 3,100 FY 2005 Actual 3,126 FY 2006 Actual 3,150 FY 2007 Actual 3,162 FY 2008 Estimated 3,175 Accounts Payable Checks 2,925 3,085 3,177 3,577 3,522 3,600 Solid Waste Bills 1,294 1,294 1,286 1,286 1,286 1,286 Employees Insurance Premiums $403,733 $403,733 $527,094 $577,800 $685,291 $1,043,000 Property Liability Premiums $322,410 $322,410 $348,026 $432,848 $432,848 $435,000 Manage Investments $7,262,251 $7,262,251 $6,892,191 $11,234,789 $11,234,789 $14,000,000 CAFR Award 1 YES YES YES YES YES YES Budget Award 2 . YES YES YES NO NO NO Audit Submittal March 31 March 31 March 31 March 31 June 30 1 Comprehensive Annual Financial Report Certificate of Achievement. (1992 first received) 2 Annual Distinguished Budget Presentation Award. (1993 first received) 2008 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 2007 in preparation for the Fiscal Year 2008 operating budget. It is our goal to obtain the Annual Distinguished Budget Presentation Award from GFOA. We plan to maximize interest earnings with minimum risk by investing surplus funds with the State Board of Administration Local Government Surplus Trust Fund Investment Pool as per Resolution 92-16 adopted on April 14, 1992, or other cash management options, depending on market conditions. In order to aggressively collect receivables and identify all Village clients for utility billings, the Finance and Administrative Services Department will work with the Dade County Property Appraiser to maintain the most current property listings and assist staff with citizen inquiries on billing and collection procedures providing the most expeditious and accurate service for the Village. To ensure Village employees receive the highest quality benefit programs available, the Finance and Administrative Services Department reviews the Village Health Insurance Program twice annually and advises employees of the opportunity for changes. Other goals for this department to improve service to the Village include: 71 FINANCE AND ADMINISTRATIVE SERVICES DEPARTMENT FISCAL YEAR 2008 BUDGET • 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 Human Resource Manager 2003 2004 2005 2006 2007 2008 1 1 1 1 1 1 Total 1.0 1.0 1.0 1.0 1.0 1.0 FUNDING LEVEL SUMMARY Personnel Expenses FY 2003 $364,293 FY 2004 $397,660 FY 2005 $485,851 FY 2006 $422,030 FY 2007 $496,702 FY 2008 $465,050 % Change from FY 07 -6.37% Operational Expenses $600,458 $641,841 $746,549 $745,913 $733,848 $473,772 -35.44% Capital Outlay $0 $0 $0 $0 $5,500 $0 -100% Total Department $964,751 $1,039,501 $1,232,400 $1,167,943 $1,236,050 $938,822 -24% BUDGET SUMMARY Administrative Services Budget decreased $297,228 from the previous year budget due to a decrease in personnel costs and the removal of the building maintenance line items. 72 FINANCE AND ADMINISTRATIVE SERVICES DEPARTMENT FISCAL YEAR 2008 BUDGET FY2007 Proposed Variance Description Budget FY2008 Percentage VILLAGE MANAGER $178,509 $165,000 -8% HOUSING ALLOWANCE $24,000 $0 -100% ASSISTANT TO THE MANAGER $63,385 $65,287 3% HUMAN RESOURCES COORDINATOR $63,866 $69,070 8% IT ADMINISTRATOR $60,426 $63,831 6% PAYROLL TAXES $28,013 $27,784 -1% RETIREMENT CONTRIBUTIONS $49,298 $43,583 -12% LIFE, HEALTH, DISABILITY INSURANCE $27,841 $28,389 2% WORKERS COMPENSATION $1,364 $2,106 54% APPRAISERS $5,000 $5,000 0% INDEPENDENT AUDITORS $50,000 $50,000 0% FINANCE DIRECTOR - CONTRACT $108,150 $111,395 3% MAINTENANCE CONTRACT - SKYLINE $120,000 $3,333 -97% ADMINISTRATIVE EXPENSES $40,000 $43,565 9% TRAVEL & PER DIEM $2,000 $3,800 90% WEBSITE/COMMUNICATIONS $7,000 $7,000 0% COMMUNICATIONS $19,000 $11,500 -39% POSTAGE $7,200 $9,200 28% ELECTRICITY $8,535 $9,167 7% RENTALS & LEASES $13,030 $18,260 40% INSURANCE $30,596 $11,872 -61% BUILDING MAINTENANCE $50,000 $50,000 0% BUILDING MAINTENANCE - FIRE $55,707 $0 -100% VILLAGE HALL MAINTENANCE $101,751 $10,277 -90% PRINTING & BINDING $800 $800 0% MISCELLANEOUS EXPENSES $2,300 $2,300 0% EDUCATION & TRAINING $4,780 $4,780 0% OFFICE SUPPLIES $8,000 $10,000 25% FURNITURE & FIXTURES $1,000 $1,000 0% EQUIPMENT $4,500 $10,524 134% CONTINGENCY FOR EMERGENCY $100,000 $100,000 0% $1,236,051 $938,822 -24% 73 OFFICE OF THE VILLAGE CLERK FISCAL YEAR 2008 BUDGET MISSION STATEMENT To provide a safe, quality community environment for all islanders through responsible government. DEPARTMENTAL ORGANIZATIONAL CHART Citizens/Residents Village Council Village Clerk 365-5506 Assistant to the Clerk 365-8935 74 OFFICE OF THE VILLAGE CLERK FISCAL YEAR 2008 BUDGET FUNCTIONAL ORGANIZATIONAL CHART Village Clerk • The Village Clerk acts as Secretary to the Council by recording and maintaining accurate minutes of the proceedings of the Village Council, publishing public notices, and maintaining custody of all official records not handled by someone else. • The Village Clerk serves as the Supervisor of Elections for the Village. • Administers the publication of the Village Code, code supplements and the Village Charter. • Provides notary services and administers oaths of office to Village officials. • Serves as Financial Disclosure Coordinator with the State of Florida Commission on Ethics and serves as the Records Management Liaison with the State of Florida Department of State. DEPARTMENTAL DESCRIPTION The Office of the Village Clerk was established on June 18, 1991 with the adoption of the Village Charter. The Charter prescribes that the Council shall appoint a Village Clerk who shall give notice of Village Council meetings, keep a journal of its proceedings and perform such other duties as may be prescribed the by Village Council from time to time. 75 OFFICE OF THE VILLAGE CLERK FISCAL YEAR 2008 BUDGET The Village Clerk also provides a myriad of other services that are dictated through ordinances, State statutes, and tradition. These services include: preparing Council Agendas; publishing public notices; serving as Supervisor of Elections; processing and maintaining custody of agreements, contracts, ordinances, resolutions, and proclamations; administering publication of the Village Code and Charter; and providing information and records research to the Council, staff, and public. The Office of the Village Clerk has implemented state-of-the-art technology to enhance the dissemination of information regarding the activities of the Village Council and Village Government including: • Optical -imaging of vital records and frequently requested documents (agenda packets, minutes, resolutions, etc.), which provides for quick retrieval time and reduced storage space. • Publication of the full agenda packet on the Village's Internet web page. The Clerk's Office is staffed by the Village Clerk and a full-time Assistant. 2008 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. 76 OFFICE OF THE VILLAGE CLERK FISCAL YEAR 2008 BUDGET • To provide clerical and research support for members of the Council. • To administer the publication of the Village Charter, code book, supplements, and indexing of Council minutes under contract with Municipal Code Corporation. • To provide information and records research to the public and staff. • To provide notary service and administer oaths of office to committee members, police and fire officers, and other Village Officials. • To compile and maintain the Clerk's Office Procedures and Information Manual. • To serve as the Financial Disclosure Coordinator with the State of Florida Commission on Ethics and the Records Management Liaison with the State of Florida Department of State. • To maintain custody of the Village Seal. • To serve as liaison between the public and Council as directed. RESIDENT'S EXECUTIVE SUMMARY - Village Clerk Authorized Positions Village Clerk FY 2003 1 FY 2004 1 FY 2005 1 FY 2006 1 FY 2007 1 FY2008 1 Staff Assistant - Full Time 1 1 1 1 1 1 Deputy Clerk - Part Time 0.0 0.0 0 0 0 0 Staff Assistant - Part Time 0 0 0 0 0 0 Total 2.0 2.0 2.0 2.0 2.0 2.0 77 OFFICE OF THE VILLAGE CLERK FISCAL YEAR 2008 BUDGET FUNDING LEVEL SUMMARY Personnel Expenses FY 2003 $125,836 FY 2004 $130,093 FY 2005 FY 2006 $138,980 $156,102 FY 2007 $157,467 FY 2008 % Change $171,752 9% Operational Expenses $179,807 $215,671 $202,735 $210,834 $251,603 $303,524 21% Capital Outlay $0 $0 $3,000 $6,000 $6,000 $6,000 0% Total Department $305,643 $345,764 $344,715 $372,937 $415,070 $481,276 16% BUDGET The Village Clerk's budget for Fiscal Year 2008 increased $66,206 over the previous year. Description VILLAGE CLERK ASSISTANT TO CLERK PAYROLL TAXES RETIREMENT CONTRIBUTIONS LIFE, HEALTH, DISABILITY INSURANCE WORKERS COMPENSATION MAINTENANCE CONTRACT -SKYLINE TRAVEL & PER DIEM CAR ALLOWANCE WEBSITE TELEPHONE & POSTAGE ELECTRICITY RENTALS & LEASES INSURANCE MAINTENANCE & REPAIRS VILLAGE HALL MAINTENANCE IMAGING EQUIPMENT/SUPPLIES ORDINANCE CODIFICATION INDEXING MINUTES ELECTION EXPENSES ELECTION ADVERTISING LEGAL ADVERTISING VIDEOGRAPHER VIDEO STREAMING OFFICE SUPPLIES VIDEO & FILMING SUPPLIES MEMBERSHIP & DUES CAPITAL OUTLAY Total Clerk FY2007 Budget $91,022 $30,872 $9,692 $14,627 $10,800 $454 $0 $4,380 $4,800 $7,000 $2,000 $8,227 $4,038 $21,758 $2,500 $0 $5,000 $3,500 $2,500 $25,000 $20,000 $75,000 $50,400 $6,259 $5,500 $2,500 $1,240 $6,000 $415,070 Adopted FY2008 $98,348 $35,058 $10,206 $16,009 $11,357 $774 $3,333 $4,476 $4,800 $4,500 $3,300 $10,775 $2,460 $11,872 $2,500 $10,277 $5,000 $3,500 $2,500 $60,000 $30,000 $75,000 $53,733 $6,259 $5,500 $2,500 $1,240 $6,000 $481,276 Variance 8% 14% 5% 9% 5% 70% 100% 2% 0% - 36% 65% 31% - 39% -45% 0% 100% 0.00% 0.00% 0.00% 140% 50% 0.00% 7% 0% 0% 0% 0% 0% 16% 78 VILLAGE ATTORNEY FISCAL YEAR 2008 BUDGET MISSION STATEMENT To serve the public of Key Biscayne by providing fair, honest, creative and practical legal advice to the Village Council and Village Staff and represent the Village in all legal proceedings. Organizational Chart Citizens/Residents of Key Biscayne Village Council Village Attorney Weiss Serota Helfman Pastoriza Guedes Cole & Boniske, P.A. 79 VILLAGE ATTORNEY FISCAL YEAR 2008 BUDGET FUNCTIONAL ORGANIZATIONAL CHART Village Attorney • 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 ctnff 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. 80 VILLAGE ATTORNEY FISCAL YEAR 2008 BUDGET The firm provides legal advice and services to the Village on a regular basis in the following areas: Personnel matters Land use and zoning matters Sunshine Law Drafting and/or review of contracts Litigation Stormwater Utility Police related legal advice Conflict of interest issues Lien procedures Real estate and real estate related matters Construction and construction related issues Public Records Law Drafting of resolutions and ordinances Preventive advice relating to contested matters State and National Legislative Matters 2008 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. 81 VILLAGE ATTORNEY FISCAL YEAR 2008 BUDGET RESIDENT'S EXECUTIVE SUMMARY - Village Attorney Legal Fees Professional Fees FY 2003 FY 2004 FY 2005 $300,000 $300,000 $300,000 $25,000 $25,000 $25,000 FY 2006 $350,000 $25,000 FY 2007 FY 2008 $350,000 $350,000 $25,000 $25,000 Change 0.0% 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% BUDGET SUMMARY The Village Attorney's budget for Fiscal Year 2008 remained the same as Fiscal Year 2007. Village Attorney Description FY2007 Budget Adopted FY2008 Variance PROFESSIONAL FEES PROFESSIONAL FEES -LAWSUITS PROFESSIONAL SERVICES - LABOR RELATIONS PROFESSIONAL FEES-CONT. MATTERS OTHER PROFESSIONAL FEES COURT COSTS & FEES OTHER EXPENSES $265,000 $60,000 $25,000 $25,000 $5,000 $1,500 $1,500 $265,000 $60,000 $25,000 $25,000 $5,000 $1,500 $1,500 0% 0% 0% 0% 0% 0% 0% Total Attorney $383,000 $383,000 0.00% 82 DEBT SERVICE FISCAL YEAR 2008 BUDGET BONDS REVENUE BONDS, which can be issued only by the authorization of the Village Council, must be secured by a pledge of an appropriate and adequate revenue stream. All current debt is financed by Revenue Bonds as bank loans. GENERAL OBLIGATION BONDS can only be issued by voter approval at a referendum authorizing the pledge of the full faith and credit of the Village. The State of Florida does not impose a limit on the amount of debt a municipality may incur. The legal authority for borrowing monies is provided to the Village by Sections 166.021 and 166.1 1 1, Florida Statutes. The Village has no outstanding general obligation debt. DEBT RESTRICTIONS The Charter requires five (5) affirmative votes for any borrowing (Section 4.10) and the adopted annual budget must be balanced (Section 4.05). Section 4.10 of the Charter requires the debt be limited by Ordinance. Also, State law prohibits a mill rate in excess of 10 mills. Section 4.03 (9) requires that each elector receive a notice by mail of the action by Council to initiate a capital project in excess of $500,000. The Master Plan requires that the Village pursue a prudent policy of borrowing for capital improvements or other purposes (Policy 1.15). The Financial Policy Statement has six (6) guidelines regarding debt. Section 5.02 of the Charter permits electors to require reconsideration of an ordinance within 30 days after the date of adoption of the borrowing ordinance and if the adopted budget ordinance exceeds five (5) mills (Section 5.02B). Ordinance 97-1, January 16, 1997 limits outstanding debt. Based on the 2003 budget and in accordance with Section 4.10 of the Village Charter, the limit is 1% of assessed valuation ($3.259 billion) or an amount that exceeds 15% of the annual general fund expenditures ($ 16,401,073), whichever is greater. 83 DEBT SERVICE FISCAL YEAR 2008 BUDGET CIVIC CENTER BOND ISSUES At the April 20, 1999 Council Meeting, financing options were again discussed including financing the civic center with or without refinancing the Village Green and for a thirty (30) year period. At the May 1 1, 1999 meeting, the Council discussed the amount and the length of the borrowing. Financing issues discussed again included the amount, the term of the loan, and the option of refinancing the Village Green. These issues were summarized in a May 17 report, "Village Civic Center Financing Plan," discussed at the May 18th workshop. At this Workshop, Council directed staff to prepare an ordinance to borrow $ 10 million, 20 years. Both series bank loans shall be payable exclusively from legally available non - ad valorem revenues of the Village. Capital Improvement Revenue Bonds Series 1999 A $ 10 million, 20 year borrowing Ordinance (99-6) was approved at the June 22, 1999 Council Meeting. Resolution 99-71, adopted on July 23, 1999 authorized the twenty-year bank loan from Bank of America at an annual fixed interest rate of 4.715%. Interest payments are due June 1st and December 1st and the principal on December 1st. Payments for Fiscal Year 2008 are $823,359. Series 2000 Ordinance 2000-8 approved July 1 1, 2000, authorized the second $10 million, 20 year borrowing. Resolution 2000-57 adopted October 24, 2000 authorized the twenty-year loan at an annual fixed rate of 5.24% from Wachovia National Bank. Interest payments are due June 1st and on December 1st. The principal shall be paid December 1st each year starting December 1, 2004. The payment for Fiscal Year 2008 is $889,592. Series 2002 Ordinance 2002-1 1 approved October 22, 2002 authorized the issuance of not exceeding $9,987,551, 20 year borrowing. This being the third in a series of borrowing necessary to complete construction of the Village Civic Center project. The loan bears an interest rate at 3.59% for ten years (to 11/1/2012), the initial interest rate period. The second interest rate period commences 11/1/2012 until maturity. The first principal payment was due August 1, 2004. 84 DEBT SERVICE FISCAL YEAR 2008 BUDGET Series 2004 Ordinance 2004-8 approved August 31, 2004, authorized the issuance of not to exceed $2,800,000 of Land Acquisition and Capital Improvement Revenue Bonds, 20 year borrowing. This being the fourth and final in a series of borrowing necessary to complete the remaining infrastructure of the Village Civic Center Project. The loan bears interest at 3.83% for seven years (to 11/1/2012) the initial interest rate period. The second interest rate period commences 11/1/2012 until maturity. The first principal payment was due August 1, 2005. SANITARY SEWER FUND Ordinance 99-9, adopted November 9, 1999, authorized the filing of a second amendment to the Sanitary Sewer Loan application (which was approved and executed by the State ($ 7,712,919) on November 15, 1999) and increased the loan from its original level of $ 723,762 covering pre -construction costs to a level of $7,941,990. In accordance with Ordinance 97-1, the project is expected to be completed prior to the beginning of Fiscal Year 2008. Accordingly, all unused funds drawn on the loan will be repaid (a prepayment) and the Village has cancelled requests for further draws. 85 DEBT SERVICE FISCAL YEAR 2008 BUDGET Annual General Fund Debt Service Payment Category Adopted 2005 Adopted 2006 Adopted 2007 Adopted 2008 Civic Center - Series 1999 $817,886 $819,026 $819,223 $823,592 Civic Center - Series 2000 $894,044 $893,608 $892,124 $889,592 Civic Center - Series 2002 $741,177 $741,177 $741,177 $741,177 Civic Center - Series 2004 $98,550 $219,785 $219,785 $219,785 Sanitary Sewer- Loan #1 $28,134 $28,134 $28,134 $28,134 Sanitary Sewer- Loan #2 $0 $0 $0 $281,866 Parking Lot Loan $0 $0 $0 $180,490 Total General Fund Debt Service $2,579,791 $2,701,730 $2,700,443 $3,164,403 General Fund Issue Date Amount Series Rate Outstanding as of 9/30/2007 Principal Payment Interest Payments Outstanding as of 9/30/2008 7/23/1999 $10 M 1999 4.715% $8,040,000 $455,000 $368,359 $7,585,000 10/24/2000 $10 M 2000 5.240% $8,800,000 $440,000 $449,592 $8,360,000 11/27/2002 $9.9 M 2002 3.590% $8,674,807 $435,571 $305,605 $8,239,236 8/31/2004 $2.8M 2004 3.383%1 $2,534,971 $125,226 $94,559 $2,409,745 Subtotal $28,049,778 $1,455,797 $1,218,115 $26,593,981 Transportation Special Revenue Fund Issue Date Amount Series Rate Outstanding as of 9/30/2007 Principal Payment Interest Payments Outstanding as of 9/30/2008 8/19/2005 $3.5 M 2005 4.05% $3,500,000 $147,117 $174,238 $3,352,883 10/24/2000 $4 M 2006 4.05% $4,000,000 $66,564 $161,665 $3,933,436 Subtotal $7,500,000 $213,681 $335,903 $7,286,319 Stormwater Utility Fund 1/25/1999 $7.2 M 1999 4.136% $6,010,000 $225,000 $241,244 $5,785,000 TOTAL VILLAGE DEBT $41,334,778 $1,904,478 $1,722,756 $33,834,778 86 DEBT SERVICE FISCAL YEAR 2008 BUDGET 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 $7,449,250 2005 $30,800,609 $394,841 $31,195,450 $38,753,355 $4,452,746 2006 $29,440,636 $376,700 $29,817,336 $42,876,749 $9,877,967 2007 $28,049,778 $339,002 $28,388,780 $56,300,460 $20,807,544 2008 $26,593,981 $319,422 $26,913,403 $65,141,128 $38,227,725 1 Interest rate changes November 1, 2012. *The Village is currently rated by Moody's and Standard and Poors 87 BUILDING, ZONING, AND PLANNING DEPARTMENT FISCAL YEAR 2008 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. 88 VILLAGE OF KEY BISCAYNE BUILDING, ZONING AND PLANNING DEPARTMENT ORGANIZATIONAL CHART Director 365-8908 Building Official 365-8902 Receptionist/Permit Clerk 365-5511 I \ Chief Permit Clerk I 365-5501 J Permit Clerk 365-8938 Permit Clerk 365-8916 Chief Building Inspector 365-8941 Building Inspector 365-5508 Chief Electrical Inspector 365-8943 J � Chief Plumbing Inspector 365-8942 Chief Mechanical Inspector 365-8944 Plan (Zoning) Reviewer 305-365-5502 1 Sr. Code Enforcement Officer 365-8917 Permit Clerk/Code Enforcement 365-7563 BUILDING, ZONING, AND PLANNING DEPARTMENT FISCAL YEAR 2008 BUDGET FUNCTIONAL ORGANIZATIONAL CHART Office of the Director • Administration of the Department. • Coordinates with other departments and organizations. • Responsible for purchases and procurements. • Administers the personnel process and training. • Maintains and manages all records and reports. • Monitors changes in the building code and planning legislation. • Prepares all Council memorandums and reports. • Prepares and manages the department's budget. • Performs assignments at the direction of the Village Manager. • Staff to the Zoning Ordinance Review Committee and the Art in Public Places Board. Building Division • Administration of the Florida Building Code. • Processing and issuance of building permits. • Inspections: Building, Electrical, Plumbing, Mechanical, Zoning, and Landscaping. • Issuance of Certificates of Occupancy. • Issuance of Certificates of Completion. • Enforcement of the Florida Building Code. • Staff to the Special Magistrates. Zoning Division • Administration of the Zoning and Land Development Regulations. • Zoning plan review for building permits. • Processing of site plans, zoning amendments, and variances. • Zoning code enforcement. • Administration of the Special Master Process. • Administration of Occupational Licenses including issuance and enforcement. I 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. • Preparation of a Village Master Landscape Plan. • Preparation of a Sonesta Drive Streetscape Plan. • Landscape design services for Village projects. • Re -design Calusa Park. • Preparation of a 5 Year Capital Improvements Plan. BUILDING, ZONING, AND PLANNING DEPARTMENT FISCAL YEAR 2008 BUDGET DEPARTMENTAL DESCRIPTION The Department is composed of three (3) divisions: Building, Zoning and Planning, which work together to accomplish the Department's mission statement. The Department also provides information, reports, and recommendations relating to the orderly growth and development of the Village to the Council and Manager. The Department also provides Geographic Information Services to all Departments and governmental agencies. The Building Division's primary responsibility is the administration of the Florida Building Code. Staff provides for the orderly processing of permits, performs inspections in a timely and safe manner, and insures that construction complies with the provisions of all applicable codes. Staff also verifies that contractors have the proper credentials and licenses to perform work in the Village. Staff also insures that all construction work has received building permits. Property owners and contractors that are working without permits receive violation notices, fines, and penalties. The 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, 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, Crandon Boulevard Master Plan Implementation Committee, and the Zoning Ordinance Review Committee. 91 BUILDING, ZONING, AND PLANNING DEPARTMENT FISCAL YEAR 2008 BUDGET ACCOMPLISHMENTS FOR FISCAL YEAR 2007 1. Sonesta Project. The Department received an application for Site Plan approval in the spring of 2006. During the next 12 months, the project evolved from a condominium hotel to a condominium apartment and hotel and finally to a 165 unit condominium apartment building. Staff negotiated a $10 million Voluntary Contribution Agreement to the Village which included $7.0 million for parks and open space, $1.5 million for the expansion of the Community Center, and $1.5 million for sewers in Holiday Colony. In order to obtain a 100 ft. setback from the single homes, Staff recommended that the Village vacate 50 ft. of the 115 ft. right of way along Ocean Drive, moving Tower 4 eastward into that space, in exchange the developer would dedicate to the Village a 100 ft. easement on the west side of the property for recreation and open space. Staff also negotiated 25 ft. wide ocean access easements along the North and South sides of the property. During the year long process, numerous presentations were made to the Council which were preceded by many staff meetings and negotiations. The process included an interpretation of the zoning regulations as the Director determined that owner occupied condominium hotel units were not permitted. Concurrency determinations were also made with regard to traffic, recreation and open space. 2. 2020 Vision/EAR Committee: In FY 2006, the Village Council established a 23 member committee which was tasked with preparing the Evaluation and Appraisal Report (EAR) of our Master Plan and a Vision Plan. The latter would establish quality of life goals and objectives, standards, ideals, and aspirations for the Village and translate these abstract associations into quantifiable actions that can be implemented. The 2020 Vision Plan was received by the Council and used as a guide in determining which capital improvements should proceed. In the fall of 2006, the Village received comments from the South Florida Regional Planning Council regarding the EAR. Staff resolved these comments and in May 2007 the Council adopted an amended EAR. The most significant resolution addressed how the Village was to address the 6.2 acre deficiency in Recreation and Open Space. This issue was resolved when the Council approved a strategy of including additional land in Recreation and Open Space, land acquisition, developer contributions, opportunities at Virginia Key and Crandon Park. On September 25, 2007, the State of Florida Department of Community Affairs approved the EAR. 3. 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 92 BUILDING, ZONING, AND PLANNING DEPARTMENT FISCAL YEAR 2008 BUDGET 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 on Phase 2 in July 2005. Construction started in 2006. This work was funded through the sale of bonds that were supported by the 1/2 penny sales tax which leveraged $3.5 million dollars of funding. The Department provided technical support during the construction period. Phase 3 of the project includes the area from McIntyre Street to the State Park. Staff successfully negotiated a strategy with FDOT to permit the Village to obtain $1.0 million of grant money 5 years earlier than provided for in the Transportation Improvement Plan and move $1.0 million of funds from Phase 2 to Phase 3 of the project. Construction began in 2007 and will be completed in the winter of 2008. 4. 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. In 2007, the Committee reviewed the following changes to the project: the Key Colony Intersection, The Towers Intersection, an electronic message board at the entrance to the Village, and traffic calming at the entrance to the State Park. The Department administers the Committee's work. 5. Art in Public Places Board: This seven (7) member Board is tasked with increasing the awareness of artwork in the Village. In FY 2004 and FY 2005, the Village Council set aside funds to acquire artwork that was to be placed outdoors near the Community Center, Fire Rescue Station, and Village Hall. In April 2005, the Council approved a contract with the internationally renowned artist Sarah Morris to place artwork in the McIntyre Street oval median between Village Green Way and Crandon Boulevard. The work includes two ceramic tiled fountains surrounded by an open tiled plaza which is surrounded by Royal Palm Trees. Construction started in June 2005 and was completed in November 2006. The artwork was dedicated in July 2007. Staff developed the concept of incorporating artwork 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 5 of the plazas that are being constructed as part of the Phase 3 Crandon Boulevard Project. The contract also included 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. 93 BUILDING, ZONING, AND PLANNING DEPARTMENT FISCAL YEAR 2008 BUDGET The Board also continued its highly successful Educational and Cultural Program which raised awareness of art through cultural presentations and exhibitions. In 2007, these included an exhibition from Peter Evans comics as they appear in The Islander News, a puppeteer performance from Pablo Cano, and two improvisational dance performances produced by Dale Evans. The Speaker Series included Sarah Morris, Joan Gill Blank, Peter Evans, Patricia Fuller, Cesar Trasobares, and Rachael Steiner. The Matheson Exhibit "Mashta House" was shown in the Community Center. 6. 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. As a result of stricter code enforcement activity, there were 623 actions taken in FY2007 as compared to 797 in FY 2006 which suggests residents are obtaining permits and maintaining their properties. In FY2007, 27 cases were heard before the Special Magistrates. The objective of strict code enforcement is to insure that work is completed in compliance with building codes. When violations occur, revenue is generated in the form of fines and penalties which are determined by the Special Magistrates. In FY 2006, the Department collected $81,160 and in FY07 $126,451 or a 55% increase. This primarily resulted from one property that had extensive code violations. 7. 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. 8. Storage and Scanning of Plans: With the exception of active permits, most of the building plans have been placed in a warehouse off the island in a hurricane resistant building. The plans are bar coded and inventoried for retrieval purposes. Staff can view the inventory over the Internet. All projects that receive Certificates of Occupancy and Certificates of Completion are now scanned on CD ROMs. Nearly 95% of all plans that received a building permit have been scanned since the Village was incorporated in 1992 94 BUILDING, ZONING, AND PLANNING DEPARTMENT FISCAL YEAR 2008 BUDGET 9. Revenue and Expenditures: On September 24, 2002, the Village Council adopted a new building permit fee schedule. The new fees were based on the cost of issuing permits and increases in the cost of living since the previous fee 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 FY2007, the Department's revenues and expenditures were consistent with the policies as set forth in Resolution No.: 2002-45. Since 2002, the Building Division's revenues were approximately the same as its costs. FY 2007 represented the sixth 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. 10. 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. The Department's home page is updated with news and information regarding the Art in Public Places Board, Zoning Ordinance Review Committee, Landscape Committee, and the Crandon Boulevard Master Plan Implementation Committee. 11. Occupational License Code Enforcement: The Department continued to strictly enforce the Occupational License Code. The Department collected 100% of the fees that were due to the Village. In FY2006, the revenue was $120,552 and in FY 2007 the revenue was $110,272 for a net decline of 8.5%. The decline primarily resulted from the closing of the Sonesta Hotel. 12. Landscape Master Plan. In November 2005, the Village Council directed that a Master Landscape Plan be prepared. This project includes three documents: Phase I Inventory and Analysis which was completed in June 2006, Phase II Concept Development and Cost Estimates was completed in September 2006, and the Master Plan which will be completed in the winter of 2008. The Landscape Committee is assisting Staff in the preparation of these documents. 13. 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. It is expected the Committee will submit its recommendation to the Village Council in 95 BUILDING, ZONING, AND PLANNING DEPARTMENT FISCAL YEAR 2008 BUDGET the Spring of 2008. The Committee's first meeting was on March 1, 2007. To date, they have met eight (8) times. The Committee has approached their task through the creation of subcommittees that provide 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. 14. Sonesta Drive Streetscape Project. This project includes the following improvements: curb, gutter, drainage, sidewalk, landscaping, crosswalks, and lighting. Planning for the project will be initiated in December 2007 and completed in the Spring 2008. It is anticipated construction will commence when the new Sonesta building is nearly completed. The funding for the project was part of the approval of the Sonesta residential project and will be paid by the developer. FY 2007 PERFORMANCE INDICATORS ANNUAL COMPARISON OF INSPECTIONS AND PERMITS Based on similar sized municipalities in Miami -Dade County, the Village has the second highest number of number of permits and inspections per capita. Sunny Isles has the most construction which is predominantly high density, multiple family buildings along the ocean. The following table compares inspections and permit activity for six municipalities. Municipality Key Biscayne Population 2000 Census 10,507 Number of Inspections 9,468 Number of Inspections Per Capita 0.90 Number of Permits Issued 2,576 Number of Permits Per Capita 0.25 Aventura 31,000 10,279 0.33 4,577 0.15 Miami Springs 13,712 5,124 0.37 1,545 0.11 North Bay Village 8,061 24,060 0.30 864 0.13 South Miami 10,741 5,800 0.54 1,927 0.18 Sunny Isles 16,315 29,247 1.79 6362 0.39 96 BUILDING, ZONING, AND PLANNING DEPARTMENT FISCAL YEAR 2008 BUDGET Permits, Inspections, Occupational Licenses, and Enforcement Activity The below table tracks permits, inspections, occupational license, and 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 FY 2008 projection recognizes this trend and projects permits and inspection to return to previous levels. 2. Occupational Licenses: As indicated in the footnote for FY 2007, the Department launched new software which combined license data into one address. This resulted organized the license data into a more efficient operation. Also, at this time, the Department following an affirmative legal opinion, required Real Estate Salespersons and offices to obtain the proper licenses. The FY2008 projection show a 5% increase in the number of licenses due to opening of a new shopping center with offices at 200 Crandon Boulevard. 3. Enforcement Activity: In FY 2005, the Department initiated a strict code enforcement program which resulted in the issuance of violations and an increase in cases being heard by the Special Magistrates. As anticipated, this resulted in a 97% increase in violations and cases heard before the Special Masters and a heightened awareness of residents that permits are required for small construction jobs which explains the decrease in enforcement activity in FY 2006 and FY 2007. The FY 2008 projection anticipates an increase in enforcement activity in order to maintain the high standards in the community. ACTIVITY FY 2004 Actual FY 2005 Actual FY 2006 Actual FY 2007 Actual FY 2008 Projected Master Permits and Trade Permits 3,061 3,045 2,793 3,504 3,101 Special Event Permits Data Not Collected Data Not Collected 71 74 75 Inspections Made 10,562 9,103 7,476 9,424 9,141 Certificates of Use 111 105 39 54 47 Occupational Licenses 528* 435 577 914** 960 Enforcement Activity 804 1,576 797 623 741 * New license program combined the number of licenses per business. ** Real Estate Salespersons were required to obtain occupational licenses and new shopping center and office building constructed at 200 Crandon Boulevard. 97 BUILDING, ZONING, AND PLANNING DEPARTMENT FISCAL YEAR 2008 BUDGET FY 2008 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 FY 2004 our citizens and contractors were able to view building permit data and inquire as to the status of permit applications and inspections through our webpage. In FY 2008, we plan to expand this service to permit the viewing of comments by our inspectors on plans that have been submitted for a building permit. 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 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 FY08 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 FY08, 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 b. Roofing, fence, and driveway permits c. Trade permits d. Inspection requests e. Apt/Condo remodeling f. New construction, additions, interior remodeling to single family homes g. Large projects not included above same day service l day l day Next day service 1-5 days 14 days new construction, 10 days for others 20 - 30 days depending on 98 BUILDING, ZONING, AND PLANNING DEPARTMENT FISCAL YEAR 2008 BUDGET 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. B. Revenue Generation 1. Building Permits: Staff will closely monitor revenue, expenditures, and number of permits and inspections to ensure that staff is available to maintain the high level of service to our citizens. Our goal is to collect sufficient permit fees that pay for the operation of the Building Division. This goal has been achieved since the fees were adjusted in FY2002 and made effective in FY2003. 2. 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 requires each municipality to complete an Evaluation and Appraisal Report (EAR) of its Comprehensive Plan. The EAR provides an opportunity for the Village to determine the progress that was made in meeting the goals and objectives as set forth in our 1995 Comprehensive Plan. Preparation of the EAR commenced in April 2005 and was approved by the State of Florida Department of Community Affairs on September 25, 2007. It is our goal to process the recommended amendments to the Master Plan in this fiscal year. 2. Capital Improvement Plan: Historically, the Village Council adopted a 1 Year Capital Improvement Plan through a process that was called "Goals and Objectives". It is our objective to expand this process to a 5 Year Capital Improvement Plan based upon the 2020 Vision Plan Projects and 99 BUILDING, ZONING, AND PLANNING DEPARTMENT FISCAL YEAR 2008 BUDGET other improvements that meet specific needs in the community. The 5 Year Capital Improvement Plan will increase our ability to manage revenues and expenses for project. 3. Recreation and Open Space Charrette. This Charrette is designed to address the recreation and open spaces needs in general and to recommend a use and general site plan for property at 530 Crandon Boulevard. 4. Landscape Master Plan. In November 2005, the Village Council directed that a Master Landscape Plan be prepared. The objective is to significantly improve the appearance of the Village. This project includes three documents: Phase I Inventory and Analysis which was completed in June 2006, Phase II Concept Development and Cost Estimates was completed in September 2006, and the Master Plan which will be completed in the winter of 2008. The Landscape Committee is assisting Staff in the preparation of these documents. 5. Sonesta Project: In April of 2007, the Village Council approved a 165 unit apartment project which contains 5 towers and a two story subterranean garage. It is expected construction plans will be submitted for a building permit late in the fiscal year. The Department will review, permit, and inspect this project in a timely manner. 6. Zoning Ordinance Review Committee. This Committee was created by the Council January 2007. The Council directed the Committee to review the Zoning and Land Development Regulations and if necessary recommend changes. It is expected the Committee will submit its recommendation to the Village Council in the Spring of 2008. The Committee's first meeting was on March 1, 2007. To date, they have met eight (8) times. The Committee has approached their task through the creation of subcommittees that provide 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. 7. Art in Public Places Bedia Project. Staff developed the concept of incorporating artwork 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 5 of the plazas that are being constructed as part of the Phase 3 Crandon Boulevard Project. The contract also included 5 original pieces of artwork that will be displayed in 100 BUILDING, ZONING, AND PLANNING DEPARTMENT FISCAL YEAR 2008 BUDGET a Village building. Staff successfully negotiated a contract and developed a funding strategy that was approved by the Village Council. 8. Calusa Park Redesign. At the direction of Council, Staff is developing 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. It is anticipated that the redesign will have to be approved by the Miami -Dade County Commission and the Crandon Park Master Plan Amendment Committee in addition to the Village Council. 9. Sonesta Drive Streetscape Project. This project includes the following improvements: curb, gutter, drainage, sidewalk, landscaping, crosswalks, and lighting. Planning for the project will be initiated in December 2007 and completed in the Spring 2008. It is anticipated construction will commence when the Sonesta building is nearing completion. .The funding for the project was part of the approval of the Sonesta residential project 101 BUILDING, ZONING, AND PLANNING DEPARTMENT FISCAL YEAR 2008 BUDGET ANNUAL COMPARISON OF STAFFING Position 2004 2005 2006 2007 2008 Director Building Official Receptionist/Permit Clerk Permit Clerk Chief Permit Clerk Plan (Zoning) Reviewer Code Enforcement Clerk Sr. Code Enforcement Officer Chief Building Inspector Chief Electrical Inspector Chief Plumbing Inspector Chief Mechanical Inspector Building Inspector Total 1.0 1.0 0.5(a) 2.0 1.0 1.0 0.0 1.0 1.0 1.0 1.0 1.0 1.0 12.5 1.0 1.0 1.0(b) 2.0 1.0 1.0 0.0 2.0 1.0 1.0 1.0 1.0 1.0 13.0 1.0 1.0 1.0 2.0 1.0 1.0 0.0 1.0 1.0 1.0 1.0 1.0 1.0 13.0 1.0 1.0 1.0 2.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 14.0 1.0 1.0 1.0 2.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 14.0 (a) (b) Receptionist/Permit Clerk position is shared with the Village Manager's Office on a 50/50 basis. In FY04, this position was shared 50/50 with the Village Manager's Office. In 2005, this position was fully funded by BZP as most of her time is spent on inspection requests and answering the telephone for the Department. FUNDING LEVEL SUMMARY Personnel Expenses Operational Expenses FY2004 $1,081,373 $168,957 FY2005 $1,123,377 $176,685 FY 2006 $1,228,597 $187,731 FY2007 $1,312,096 $210,100 FY 2008 % Change $1,381,251 $259,537 5% 19% Capital Outlay Total Department $0 $1,250,330 $0 $1,300,062 $0 $1,416,328 $0 $1,522,196 $0 $1,640,788 0% 7% BUDGET SUMMARY The Fiscal Year 2008 budget increased $1 18,592 over the previous year. This increase is due to personnel expenses and an increase in utilities. 102 BUILDING, ZONING, AND PLANNING DEPARTMENT FISCAL YEAR 2008 BUDGET Description Adopted FY 2007 Budget FY2008 Variance DIRECTOR $145,980 $153,594 5% BUILDING OFFICIAL $116,435 $130,405 12% CHIEF PERMIT CLERK $50,539 $54,709 8% PERMIT CLERK $40,798 $43,779 7% PERMIT CLERK $39,994 $43,375 8% PERMIT CLERK/CODE ENFORCEMENT $36,002 $39,562 10% RECEPTIONIST/PERMIT CLERK $30,219 $32,775 8% PLAN REVIEWER $81,134 $83,804 3% SENIOR CODE -ENFORCEMENT OFFICER $47,884 $51,060 7% CHIEF BUILDING INSPECTOR $88,192 $90,838 3% CHIEF ELECTRICAL INSPECTOR $88,192 $81,336 -8% CHIEF PLUMBING INSPECTOR $25,709 $24,960 -3% CHIEF MECHANICAL INSPECTOR $88,192 $90,838 3% BUILDING INSPECTOR $73,432 $75,635 3% PART TIME INSPECTORS $38,272 $38,272 0% PAYROLL TAXES $75,809 $79,173 4% RETIREMENT CONTRIBUTIONS $114,324 $119,600 5% LIFE, HEALTH, DISABILITY INSURANCE $76,050 $74,072 -3% WORKERS COMPENSATION $54,919 $73,464 34% * MASTER PLAN $1,000 $15,000 1400% PROFESSIONAL SERVICES $29,000 $30,000 3% SPECIAL MASTERS $5,500 $5,500 0% MAINTENANCE CONTRACT - SKYLINE $0 $10,000 100% CONTRACTUAL SERVICES $17,000 $17,000 0% MILEAGE $3,000 $4,000 33% CAR ALLOWANCE $4,800 $4,800 0% WEBSITE/COMMUNICATIONS $7,000 $4,500 -36% TELEPHONE $3,500 $6,075 74% POSTAGE $2,000 $2,000 0% ELECTRICITY $23,748 $27,478 16% RENTALS & LEASES $3,780 $3,780 0% INSURANCE $38,492 $35,573 -8% VILLAGE HALL MAINTENANCE $0 $30,831 100% PRINTING & BINDING $6,000 $5,000 -17% ELECTRONIC SCANNING $16,800 $15,000 -11% MISCELLANEOUS EXPENSES $12,500 $2,000 -84% OFFICE SUPPLIES $8,000 $12,000 50% MEMBERSHIP & DUES $10,000 $11,000 10% EDUCATION & TRAINING $3,000 $3,000 0% EQUIPMENT $15,000 $15,000 0% $1,522,196 $1,640,788 8% 103 FIRE RESCUE DEPARTMENT FISCAL YEAR 2008 BUDGET MISSION STATEMENT To contribute to a safe, quality community environment for all Islanders through responsible Fire Rescue Services. DEPARTMENTAL ORGANIZATION CHART 1 Administrative Assistant 365-8989 Fire Lieutenant (1) 365-8930 I 1 Driver Engineer (4) 365-8930 Firefighter/ Paramedics (5) 3654930 Deputy Chief of Fire Rescue 365-8988 "B" Shift Fire Captain (1) 365-8929 J Fire Lieutenant (1) 365-8930 i Driver Engineer (4) 365-8930 1 Firefighter/ Paramedics (5) 365-8930 104 E.A.F.C. Assistant Fire Marshal 365-8987 E.A.F.0 EMS Coordinator 365-7576 1 E.A.F.0 Fire Training Officer 365-7575 FIRE RESCUE DEPARTMENT FISCAL YEAR 2008 BUDGET FUNCTIONAL ORGANIZATIONAL CHART Office of the Chief of Fire Rescue • Responsible to Village Manager for Fire, Rescue, Emergency Preparedness, All Hazards Mitigation and Recovery. • Serves as Emergency Management Coordinator. • Administers all Departmental functions assisted by the Deputy Fire Chief and Administrative Assistant. • Coordinates with other Departments and organizations. • Coordinates with other Local, State and Federal agencies. • Oversees budget, monitors and processes all expenditures. • Administrates personnel functions. • Maintains and manages all records and reports. Office of the Deputy Chief of Fire Rescue • 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 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 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 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. 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. FIRE RESCUE DEPARTMENT FISCAL YEAR 2008 BUDGET DEPARTMENTAL DESCRIPTION The Fire Rescue Department became operational and assumed Fire Rescue service from Miami - Dade County on October 1, 1993, and is a full service Department. This means that Fire Rescue personnel perform a number of functions in addition to traditional fire suppression. The most obvious is emergency medical responses. This function involves employing Firefighter/Paramedics skilled not only in determining the severity of patient injury or illness using sophisticated tools and methods, but also administering the required life saving techniques such as cardiac pacing, intubating and defibrillating until the patient can be admitted to the appropriate medical facility. Additionally, Fire Rescue personnel perform the 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, or $39,930 monthly. On September 10, 1998, the Board of Directors for the Commission on Fire Accreditation International awarded the Village Fire Rescue Department International Accredited Agency Status making the Department the tenth (10th) in the world and the first (1St) in the state of Florida to achieve this recognition. On August 21, 2003, the Commission on Fire Accreditation International unanimously approved the Re -Accreditation of the Department for 2003-2008. In addition, the Insurance Services Organization (ISO) conducted a site visit of the Village Fire Rescue Department in November of 1998. On March 15, 1999, the ISO notified the Village that upon completion of their evaluation of the public protection classification for the Village, that our 106 FIRE RESCUE DEPARTMENT FISCAL YEAR 2008 BUDGET protection class had been improved and upgraded from a Class 4 to a Class 3. Surveys of the community by the Chamber of Commerce, Florida International University and the Fire Department show the tremendous level of citizen satisfaction with the Department. In the survey conducted by the Department where questions were asked such as quality of care, professionalism, procedures being explained, and the level of concern and caring shown, not only to the patient but to the family as well, the results indicated a 96.9% good to excellent level of customer satisfaction. Other functions that build on our full service designation include the provision of citizen blood pressure monitoring, citizen CPR classes, first -aid classes, 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 Assistant Fire Marshal, an Emergency Medical Services Coordinator, a Training Officer, an Administrative Assistant, three (3) Fire Captains and three (3) Fire Lieutenants. On January 27, 2004, Village Council approved Ordinance 04-3 providing for the funding of four additional Firefighter/Paramedics for a total of twenty-seven (27) effective July 1, 2004. All of the sworn personnel under the rank of Fire Chief are State Certified Paramedics. We are the only Fire Rescue Department in South Florida with this distinction. PERFORMANCE INDICATORS Emergency call volume for Calendar Year 2006 broke down as follows; nine hundred and thirty six (936) medical calls for service and one thousand thirty two (1032) fire related calls for service totaling one thousand nine hundred and sixty eight (1968) emergency responses. For Fiscal Year 2007 -October 1 through September 30 -medical calls for service totaled one thousand eight (1008) with nine hundred ninety eight (998) fire related calls for service totaling two thousand and six (2006) emergency responses. The Fire Rescue Department continues to provide for an excellent response time under three minutes thirty eight seconds (3:38) while maintaining a current minimum on -duty staffing of eight (8) or more Firefighter/Paramedics at all times. During the Fiscal Year 2007, the Department continued to provide the same excellent level of service as has been provided in years past. Strong emphasis and commitment continues toward the Department's highly successful public service programs such as citizen CPR classes, first -aid classes, blood pressure testing and school age fire safety training and education. The 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 107 FIRE RESCUE DEPARTMENT FISCAL YEAR 2008 BUDGET 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 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 2006-13 approving 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 2006-37 approving 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 service in the State of Florida to be Accredited by the Commission on Fire Accreditation International (C.F.A.I.), the Department continues its commitment towards excellence by preparing for the annual audit of our programs to maintain the Accredited Agency Status. In June of 2003, the C.F.A.I. sent into the Village a new four (4) person Peer Assessor Team to again evaluate the programs and services of the Department with the intention of recommending Re -Accreditation Status. On August 21, 2003; the Commission on Fire Accreditation International unanimously approved the Re -Accreditation of the Department for 2003-2008. In addition, the Insurance Services Organization (ISO) notified the Village that upon completion of their evaluation of the public protection classification for the Village, that our protection class had been improved and upgraded from a Class 4 to a Class 3. The Department continues the high quality emergency medical services to all residents through training programs, patient satisfaction surveys and quality assurance audits of the medical care delivery system. The latest survey conducted by the Department indicates that 96.9% of those surveyed rate the Department with a good to excellent customer satisfaction level. 108 FIRE RESCUE DEPARTMENT FISCAL YEAR 2008 BUDGET ALARM SUMMARY REPORT January 1, 2007 through September 30, 2007 (YTD) 02 03 04 05 06 YTD Total Calls 2058 2190 2275 2116 1968 1384 Fire 1151 1210 1337 1091 1032 722 Medical 907 980 938 1025 936 813 Medical Transports 397 454 431 514 537 374 Miami Unit Responses 182 166 49 39 33 41 Selected Significant Calls 02 03 04 05 06 YTD Assist Citizen 45 85 399 114 107 81 Automatic Fire Alarm 729 686 566 516 288 299 Building Fire * 49 52 41 40 21 15 Car Fire 5 5 0 2 2 0 Lockout 189 164 70 134 86 29 Person Stuck in Elevator 44 45 28 15 19 10 Wires Down 19 15 22 67 29 5 Fire Losses $124,250 $59,100 $306,300 $63,152 $35,525 $28,000 Cardiac Arrest 6 5 8 27 13 15 Chest Pain 85 76 46 59 67 45 Diabetic 16 7 15 23 23 11 Difficulty Breathing 45 80 31 53 60 40 Fall 106 133 77 85 93 53 Stroke 11 16 16 21 21 13 Traumatic Injury 50 39 184 210 163 106 *Building Fires include a variety of situations including vegetation, brush, trash and other fires. 109 FIRE RESCUE DEPARTMENT FISCAL YEAR 2008 BUDGET ACTIVITY 2002-2003 Full Fiscal Year 2003-2004 Full Fiscal Year 2004-2005 Full Fiscal Year 2005-2006 Full Fiscal Year 2006-2007 Full Fiscal Year Response Time 2 minutes 58 seconds. 2 minutes, 29 seconds 3 minutes, 23 seconds. 3 minutes, 32 seconds. 3 minutes, 38 seconds. SWAP Program 16 Exchanges 7 Exchanges 5 Exchanges 16 Exchanges 19 Exchanges Inspection Activity 2 307 Inspections 332lnspections 269 Inspections 195 Inspections 220 Inspections Residential Inspections 0 Inspections 0 Inspections 0 Inspections 0 Inspections 0 Inspections Hydrant Inspections 4 Hydrant Inspections 1 Hydrant Inspections 478 Hydrant Inspections 4 Hydrant Inspections 26 Hydrant Inspection Hose Tests 3 Complete Fire Hose Tests 5 Complete Fire Hose Test OComplete Fire Hose Test 25 Complete Fire Hose Tests 35 Complete Fire Hose Tests Citizen Blood Pressure Enrollments 203 People Enrolled 234 People Enrolled 187 People Enrolled 87 People Enrolled 119 People Enrolled CPR and Accident Prevention Classes 42 Citizen CPR and Accident Prevention Classes reaching 5079 residents 72 Citizen CPR and Accident Prevention Classes reaching 4330 residents 72 Citizen CPR and Accident Prevention Classes reaching 5932 residents 21 Citizen CPR and Accident Prevention Classes reaching 5182 residents 41 Citizen CPR and Public Education Classes reaching 5049 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 3072 hrs of drill Company School 3072 hrs of school 3072 hrs of school 3072 hrs of school 3072 hrs of school 3072 hrs of school Fire Incidents' 1148 1403 1103 1040 998 Medical Incidents 924 944 1049 997 1008 Rescue Transports 427 427 501 571 497 1 Fire Incidents 'nclude a variety of situations including response to structure fires, vehicle fires, automatic alarms, smoke scares, and all other incidents other than medical situations. 2 Inspection Activity includes Hi -Rise, Commercial, Construction, Educational and Special Hazard sites. 3 This number includes Risk Watch presentations in the grades Pre -K, K, 1' , 3rd & 6th 4 Number of inspections lower due to fewer reinspections and more buildings in compliance. 5 Number of exchanges lower due four months of Department -wide Trench Rescue and Confined Space Training. 110 FIRE RESCUE DEPARTMENT FISCAL YEAR 2008 BUDGET 2008 DEPARTMENTAL OBJECTIVES AND MANAGEMENT OVERVIEW The Fire Rescue Department will continue to provide a cost effective, as well as a very efficient, level of service to the community it serves. Benchmarking and performance evaluation continuously assure this objective. The Commission on Fire Accreditation International (CFAI) requires all Accredited Agencies to complete an Annual Compliance Report. This report is then reviewed by the full Commission. Each year since being granted Accredited Agency Status, the Department has successfully complied with all requirements to maintain its Accredited Agency Status. In June of 2003, the C.F.A.I. sent into the Village a new four (4) person Peer Assessment Team to again evaluate the programs and services of the Department with the intention of recommending Re -Accreditation Status. On August 21, 2003, the Commission on Fire Accreditation International unanimously approved the Re -Accreditation of the Department for 2003-2008. A critical element in the assessment of a delivery system is the ability to provide adequate resources for fire combat situations. Each fire emergency requires a variable amount of staffing and resources to be effective. Properly trained and equipped fire companies must arrive, be deployed and attack the fire within specific time frames using an incident command system if successful fire ground strategies and tactical objectives are to be met. The same holds true for rescue operations, major medical emergencies, hazardous materials incidents and other situations that require varying levels of resources. 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 is to fund a Wellness/Fitness and Injury Prevention program in order to enhance the health and safety of Department members. The Wellness/Fitness and Injury Prevention Program has been succesfully 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. The Department has again offered the Community Emergency Response Team (CERT) program. This highly successful program includes training in disaster preparedness; disaster fire suppression; disaster medical operations; light search and rescue operations; and disaster psychology and organization. Due to recent events throughout the world, and this country, this program has been expanded to involve awareness level training in Weapons of Mass Destruction and Terrorism. No community is immune. Effective July 1, 2004, assigned Departmental Shift Staffing went from ten (10) to eleven (11) with approval of Council. This level of staffing allowed for a daily minimum staffing of eight (8) 1 1 1 FIRE RESCUE DEPARTMENT FISCAL YEAR 2008 BUDGET members on duty 24/7 and fully staffed each fire fighting apparatus with four (4) members per fire fighting truck. In June of 2006, Village Council approved Resolution 2006-28 providing for ratification of the Collective Bargaining Agreement (CBA) between the Village and the Key Biscayne Professional Firefighters Association. A highlight of the CBA was the establishment a new promotional position designated as Driver Engineer. The Department will continue our commitment toward public fire safety education with its annual residential home safety surveys offered to all single family and duplex occupancies. Members of the Department participate in Fire Safety Skits during the Children's Fire Safety Festival which reaches approximately 3,000 Dade County school age children. Approximately 350 Key Biscayne children participate in a Fire Safety Puppet Show and tour of the Fire Rescue Department as part of National Fire Prevention Week. The 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 also be making Risk Watch presentations to all 4th, 5th, and 6th graders. This very successful program is entering its sixth year. Key Biscayne is the only South Florida community where the program is offered in every educational institution. For the fifth year in a row, the Fire Chief mentors a fifth grade class utilizing the Kids And the Power Of Work (KAPOW) curriculum. The Department will continue to enhance the quality of life for its residents by continuing to offer Citizen CPR, First Aid and Accident Prevention classes. The Department will continue to introduce additional components of the Citizens Corp. Program. This program is coordinated nationally by the Federal Emergency Management Agency. The Citizens Corp. Program was created to help coordinate volunteer activities that will make our community safer, stronger and better prepared to respond to any emergency situation. The program will provide residents with opportunities to participate in a wide range of measures to make their families, their homes and the Village safer from threats of crime, terrorism and disasters of all kinds. The Fire Station is an authorized "SAFEPLACE" for those young individuals needing this program. Under State Law, any parent may leave a newborn infant three (3) days or younger at a hospital or at a fire station staffed by full-time firefighters or emergency medical technicians. Within the State Law, Key Biscayne Fire Rescue personnel will accept abandoned newborns and transport them to the nearest capable hospital. When the Department has identified a need or when requested, we have provided training for family members of high -risk medical patients. The Department will continue to review and monitor the construction projects within the Village. In addition, the Department continues the plan review process for less complex projects as well as the numerous residential and multi -residential properties undergoing renovation within the Village. 112 FIRE RESCUE DEPARTMENT FISCAL YEAR 2008 BUDGET 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. RESIDENTS EXECUTIVE SUMMARY - Fire Department FUNDING LEVEL SUMMARY Personnel Expenses FY 2004 $3,464,154 FY 2005 $3,595,733 FY 2006 $3,806,187 FY 2007 $3,811,657 FY 2008 $3,995,557 % Change from 07-08 5.75% Operational Expenses Capital Outlay $914,597 $0 $989,543 $0 $1,046,848 $0 $1,303,919 $0 $1,572,966 $0 18.5% $0 Total Department $4,378,751 $4,585,276 $4,853,035 $5,115,575 $5,568,523 9% Authorized Positions r'CINOVIVIVCL 2002 2003 0UIVIIVIMI[T Fiscal 2004 Years 2005 2006 2007 2008 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 0 1.0 1.0 1.0 1.0 1.0 1.0 (*EAFC) EMS Coordinator 0 0 1.0 1.0 1.0 1.0 1.0 (*EAFC) Fire Training Officer 0 0 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 24.0 27.0 27.0 15.0 15.0 Total 33.0 34.0 35.0 39.0 39.0 39.0 39.0 (*EAFC)- Executive Assistant to the Fire Chief BUDGET SUMMARY The total increase in the FY 2008 budget will be $452,947 or 9%. The change is due to an increase in personnel expenses resulting from a cost of living increase, merit increases, personnel increases, and added line items to the Department from Non -Departmental. 113 FIRE RESCUE DEPARTMENT FISCAL YEAR 2008 BUDGET Description FY2007 Adopted Budget FY2008 Variance FIRE CHIEF $145,937 $152,917 5% DEPUTY FIRE CHIEF $113,092 $117,157 4% FIRE CAPTAINS $295,023 $311,939 6% EXECUTIVE ASSTS TO FIRE CHIEFS $269,369 $279,210 4% FIRE LIEUTENANTS $261,523 $271,078 4% DRIVER/ENGINEER $844,461 $840,983 0% FIREFIGHTERS/PARAMEDICS $763,739 $795,953 4% ADMINISTRATIVE ASSISTANT $39,549 $44,954 14% ACTING SUPERVISOR PAY $7,000 $7,000 0% OFF DUTY EMPLOYMENT $5,500 $5,500 0% OVERTIME - SALARIES $108,000 $108,000 0% HOLIDAY PAY $81,000 $81,000 0% INCENTIVE PAY $22,320 $22,320 0% VACATION EXCESS PAY $85,000 $85,000 0% PAYROLL TAXES $232,676 $238,910 3% RETIREMENT CONTRIBUTIONS $327,923 $337,703 3% LIFE, HEALTH, DISABILITY INSURANCE $284,400 $451,936 59% WORKERS COMPENSATION $148,964 $197,221 32% CONSULTANTS FEE $10,000 $10,000 0% MAINTENANCE CONTRACT - SKYLINE $0 $40,000 100% WEBSITE/COMMUNICATIONS $7,000 $4,500 -36% COMMUNICATIONS $20,000 $20,000 0% POSTAGE $500 $500 0% UTILITIES $5,615 $32,000 470% ELECTRICITY $27,374 $34,613 26% FIRE TRUCK LEASE $117,000 $117,000 0% INSURANCE $116,956 $141,004 21% MAINTENANCE & REPAIRS $36,000 $36,000 0% FIRE RESCUE BLDG MAINTENANCE $0 $44,310 100% VEHICLE MAINTENANCE $5,000 $5,000 0% VEHICLE FUEL & OIL $5,000 $5,000 0% PRINTING $2,500 $2,500 0% RECRUITING/HIRING/PHYSICALS $28,800 $28,800 0% EMPLOYEE WELLNESS PROGRAM $7,500 $7,500 0% AUTOMATIC AID AGREEMENT $479,000 $479,160 0% AUTOMATIC AID TRAINING / OT $21,000 $21,000 0% FIRE RESCUE SAFETY AGREEMENTS $10,000 $10,000 0% ALS LICENSE -FIRE SAFETY $5,000 $5,000 0% PHOTOGRAPHY $1,000 $1,000 0% MISCELLANEOUS $6,000 $6,000 0% OFFICE SUPPLIES $9,000 $9,000 0% 114 FIRE RESCUE DEPARTMENT FISCAL YEAR 2008 BUDGET LINEN SUPPLIES $1,000 $1,000 0% UNIFORMS $50,000 $50,000 0% SMALL TOOLS -CONSUMABLE $2,000 $2,000 0% EQUIPMENT -EMS GRANT $1,400 $1,400 0% MEMBERSHIP & DUES $4,875 $4,875 0% EDUCATION & TRAINING $49,600 $49,600 0% FIRE/RESCUE EQUIPMENT $35,000 $35,000 0% FIRE/RESCUE FACILITIES $11,980 $11,980 0% FIRE/RESCUE VEHICLES $4,000 $4,000 0% $5,115,576 $5,568,523 9% 115 olice Dep Fiscal Year 2008 Budget Mission Statement To work in partnership with the community we serve to solve problems and resolve conflicts. This will be accomplished by providing courteous, competent and effective delivery of law enforcement services in a fair and impartial manner. 116 KEY BISCAYNE POLICE DEPARTMENT PERSONNEL ALLOCATION FISCAL YEAR 2008 Al)\I1y1S7'R 'I'1ON SI PI OR I. SERVICES Lt. Accreditation Manager/Internal Affairs Assistant Accreditation Manager MUWs/CSAs (3) Radio Dispatchers (5) CHIEF OF POLICE IT Technician School Crossing Guards (8) D.A.R.E/P.A.L. School Resource Officer Executive Administrative Assistant ** Deputy Chief Position has been frozen !Y. • .r9. 'J. 1i.. :1. : •i • ... lb i`• OPERA I'IONS PATROL, Lieutenants (3) Sergeants (4) Police Officers (16) Marine Patrol Officers (2) Administrative Assistant i{ , ..,.•i .s=_;i..'s `..; ` .rig.. ^Sx.+r, .,m.:i,.ss.H.. t. r.,YJia.t ..» .•[K.•¢..•[i+sect •�tJ ah�.•>"' POLICE DEPARTMENT FISCAL YEAR 2008 BUDGET DEPARTMENTAL DESCRIPTION In 1992 and 1993, when the Department was created, the Community and Council made it clear that they were dissatisfied with the County's style of police service. Often "a slow response to the call and a hurry to write a brief report and leave" was the repeated criticism at that time. The Key Biscayne Police Department's philosophy from the beginning has been to respond as quickly as possible to all calls and "take our time to help with the problem and try to resolve the issue." This is the philosophy of community policing. Our Mission Statement reads: "To work in partnership with the community we serve to solve problems and resolve conflicts. This will be accomplished by providing courteous, competent and effective delivery of law enforcement services in a fair and impartial manner." This style of policing often requires officers to be on calls for an extended period of time, following up on investigations or problem solving. This has been well accepted and appreciated by our residents. The Key Biscayne Police Department is a full service police agency which began operations in March of 1993. Its structure is divided into two divisions: The Patrol Operations Division, headed by the 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 Division 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, with one full time assistant. 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 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; 119 POLICE DEPARTMENT FISCAL YEAR 2008 BUDGET handle the purchasing and personnel processes and coordinate programs with government, business, homeowners and our schools. Educational media releases and videos are also prepared for our local cable access channel and the schools on the island through this office. Key Biscayne Police Department Accomplishments Fiscal Year 2006-2007 Crime prevention is always on the forefront of problems that confront police departments, regardless of the size or demographics of a community. Overall, crime was reduced by 4.9% from the year 2005. 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. Bicycle thefts are again problematic in our community and the Department responded with a series of undercover sting operations and use of electronic surveillance to provide visual images of suspects' at the most prominent areas of concern. At the Departments request, the Community Center will institute new measures to ensure all bicycles are locked when left on the property. In addition, a public relations campaign by the department urged village residents to protect their property using reliable locking devices and other types of personal security means. 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 Vicens is developing 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. The CAD/RMS system allowed the organization room for growth, adding a myriad of components that enhance the Departments ability to provide more community policing programs. Two such additions have been the pet registration component, providing for on-line registration of pets. This information provides a quick identification of lost pets resulting in an expedited return to their owners. We also have created the bicycle registration system which assists investigators when reporting and recovering lost or stolen bicycles. A state of the art bar-coding system was added in an effort to professionalize our property and evidence recording and storage. The system provides the property custodian instant access to all evidence and property, thus enhancing his ability to expedite the release of recovered or found property, and to maintain a chain of custody for evidence matters. Internal Affairs cases can now be monitored with a "flagging program", allowing supervisors to receive instant notification when an officer accrues an unusual amount of complaints or control of person's reports. A non matching grant was again applied for and received, providing additional funding toward the purchase of a new server in the communications office. 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. 120 POLICE DEPARTMENT FISCAL YEAR 2008 BUDGET The organization worked hundreds of hours of traffic control in an effort to alleviate problems and protect the children around the school zones. The excellent result of this effort was zero traffic related accidents involving our pedestrian children. Additionally, areas of concern were targeted and enforcement enhanced where the increased probability of accidents occur. These steps reduced the number of serious accidents, creating a safer environment for pedestrian and vehicular traffic alike. In 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. In addition, our officers were called to assist at several high profile scenes, including a plane crash in Government Cut and the Columbus Day Regatta. Accreditation continues to be a high priority in the Department as we prepare for a mock on -site at the end of the 2007 fiscal year. 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 allowed us to better prepare for the re -accreditation we will face in the coming year. 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. Our civilian employees also receive training relevant to their positions, providing for professional service to our community. Employees trained a total of 1699 hours, averaging approximately 42 hours per employee. 2008 DEPARTMENTAL GOALS, OBJECTIVES & MANAGEMENT OVERVIEW The Key Biscayne Police Department has the following goals for the fiscal year 2008: • Maintain operational support of the Accreditation team in our long term goal of re - accreditation. • Create a Selective Enforcement Traffic Plan targeting critical safety issues such as violation of traffic control devices, school speed zones, and careless driving involving cell phone use. • Meet with school officials and review all Critical Incident Response Plans to ensure a rapid response to a crisis situation. • Prepare ALL department officers with rapid deployment (active shooter) training in the event of a Virginia Tech scenario. • Ensure that ALL officers are trained in the NIMS system as designated by the Office of Homeland Security. • Conduct quarterly audits of accreditation files, ensuring continuous preparation for the 2009 re -accreditation on -site. In addition, the department will host a mock on -site visit 121 POLICE DEPARTMENT FISCAL YEAR 2008 BUDGET in preparation for the 2009 re -accreditation event. Also, prepare for a mock on -site visit toward years end that will provide us with a guideline for the 2009 on -site. • Create partnership with Community Center staff to develop a PAL program that strengthens community ties between our officers and our youth. • Work with Community Center staff in an effort to reduce petty crimes occurring at the center. This cooperative effort will include mandatory locking of all bicycles on location and occasional sting operations using decoy bicycles, cell phones etc. We believe that children are our most valuable asset. They represent approximately 26% of our community. Young people, as a group, tend to have more accidents, more police contacts, take more chances and receive more injuries than other age groups. Their protection and safety are a major concern and we are always looking for new programs and innovative ways to provide protection. The Police Department has been deeply involved in programs designed to enrich the lives of the children in the Village. The Department has created many new programs as well as changing several nationally recognized programs to better meet the needs of our youth. Among the programs created are: POLICE YOUTH PROGRAMS D.A.R.E. Program - Elementary Level The D.A.R.E., Drug Abuse Resistance Education program, is presented to all schools within the Village. This national program informs children of the dangers of drugs and also teaches conflict resolution, ways to handle peer pressure, finding healthy alternatives to drug use, problem solving and more. The 17 week program is geared towards children in the 5th grade, while visitation classes are presented to children in the grades K through 4. 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 122 POLICE DEPARTMENT FISCAL YEAR 2008 BUDGET important way to further communications that will benefit the business owners and residents of our Village. Red Ribbon Week The D.A.R.E. Officer assists with the planning of "Red Ribbon Week", a national event held at each school.. Red Ribbon Week celebrates everyone's commitment to stay drug free throughout the year. Different events are planned such as a puppet show and a presentation by the drug dogs. Over the past few years, Red Ribbon Week has been celebrated with plays, a live band, puppet shows and more. Children's Halloween Safety Program To make Halloween a little safer, officers on patrol give glow necklaces to trick -or -treaters as they prepare to hit the streets looking for goodies. The glow necklaces make these small children much more visible in the dark. In addition, the D.A.R.E. Officer meets with the youngest children in each school to talk about Halloween safety. Reflective plastic bags are handed out to help make the children more visible. The Dispatcher also mans a "Candy Hotline" to answer questions from concerned parents as they look over their children's candy to see if it has been tampered with or contaminated. POLICE PROFESSIONAL TRAINING Excellence in police service is based on numerous factors. The basis for current and on- going excellence of service is dependent on professional training, management and supervision. The training of officers, support staff, supervisors and managers often depletes staffing levels and is always costly. That being said, it is a wise and necessary investment in personnel time and budgeted 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 42 hours of training for the year 2006. In total, 42 police employees multiplied by an average of 5 days each of training equals 210 employee work days. This means the department looses one (1) employee on the average every day to training. We will continue to provide quality training programs for the officers to ensure that they have the most up to date information possible and to prepare them for advancement. Over the years your officers have received the following training: ■ Critical Incident Planning ■ First Response to Terrorism ■ Cultural Diversity ■ Domestic Violence ■ Executive Leadership Development ■ CPR ■ Officer Discipline 123 POLICE DEPARTMENT FISCAL YEAR 2008 BUDGET ■ Ethics ■ Project Yes ■ Use of Force ■ Taser ■ Franklin Covey's 7 Habits ■ Police Executive Research Forum Supervisors and Command staff have also received training at the Federal Bureau of Investigation National Academy, Southern Police Academy Command Officer Development, the Federal Bureau of Investigations Florida Executive Development training, Harvard Executive Leadership course, How to Manage a Small Law Enforcement Agency, Law Enforcement Disaster Response Management training and to Weapons of Mass Destruction Incidents. TECHNOLOGY The department has reached its goal of providing all of the patrol officers with mobile lap tops that complete the dispatch and records management system. This system provides a litany of services including tracking officer discipline (Internal Affairs), records management, and silent dispatching. Two new programs were added to the system, bicycle registration and pet registration. These additions coincide with the departments' efforts to work closely with the community and assist with the quick recovery of items or pets that may be lost or stolen. BUSINESS SECURITY When Patrol Officers conduct business checks they frequently find open doors or unsecured windows. Often officers have no way of contacting an individual to return to the store to lock the door or windows. Officers then attempt to secure the business any way they can. Officers have gone door to door to update an emergency contact information file containing names and addresses of the owners and managers of each business. POLICE, SECURITY AND CONDO MANAGERS ASSOCIATION The department will continue to hold annual meetings with the Security and Condo Managers. This meeting is an opportunity to share information between the police and other departments of government and the Security and Condo Managers. 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 124 POLICE DEPARTMENT FISCAL YEAR 2008 BUDGET 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. MARINE PATROL The marine patrol has proven to be a tremendous addition to the department's ability to deter crime and safeguard the community. The 23 foot Contender is loaded with the latest technology and safety features. The boat is in the water during peak hours, including weekends. High visibility is the key to the success of the unit, ensuring boating safety and deterring waterfront criminal activity. To this date, there has not been one successful burglary to a residence that has occurred from the water side. ACCREDITATION The trend in professional policing throughout the country in the past ten years has been Accreditation. The process of accreditation is tedious and costly. Changes must be made in the entire organization, with standardized policies reflecting those of accredited agencies throughout the country. Quarterly meetings must be attended by accreditation personnel, as standards are constantly evolving. Becoming an accredited department is an honor only five percent of all law enforcement agencies in the country share, and we are proud to have achieved that success this year. In February 2006, the Florida Commission on Police Accreditation presented the department with its first "Certificate of Accreditation". The new goal will be to maintain the status and become re -accredited in 2009. 125 POLICE DEPARTMENT FISCAL YEAR 2008 BUDGET LAW ENFORCEMENT SERVICES — DEMANDS & WORKLOAD ANNUAL COMPARISON PERFORMANCE INDICATORS Part I - Mandatory Murder 2001 Oct. 2000 - Sept. 2001 0 2002 Oct. 2001 - Sept. 2002 0 2003 Oct. 2002 - Sept. 2003 0 2004 Oct. 2003 - Sept. 2004 0 2005 Oct. 2004 - April 2005 0 2006 Oct 2005 - Mar 2006 0 Sex Offense 2 1 3 0 1 1 Robbery 1 0 1 3 2 1 Aggravated Assault 10 4 5 8 4 1 Burglary/Business 2 2 10 0 2 2 Burglary/Residence 43 19 31 4 11 7 Burglary - Structure or Business Under Construction 0 3 1 0 0 2 Burglary - Garage or Shed 2 1 5 4 3 2 Attempted Burglary 0 5 2 7 0 1 Motor Vehicle Theft 10 19 13 8 8 5 Attempted Motor Vehicle Theft 0 0 0 0 0 0 Pocket Picking 0 0 1 0 1 0 Purse Snatching 0 0 0 0 0 0 Shoplifting 4 10 5 3 2 3 Theft/Building 53 65 67 48 33 20 Theft/Coin Operated 0 0 0 0 0 0 Theft/Construction Site 16 13 3 6 2 0 Theft from Motor Vehicle 78 93 109 76 30 37 Other Larceny 66 64 57 28 26 28 Boat Theft 2 1 2 0 0 1 Bicycle Theft 56 259 89 30 26 68 Arson 0 1 8 1 0 0 Part II - Mandatory Kidnapping/Abduction 0 0 0 0 0 0 Simple Assault 41 55 46 33 5 12 Drug/Narcotic Offenses 3 11 13 3 2 2 Bribery 0 0 0 0 0 0 126 POLICE DEPARTMENT FISCAL YEAR 2008 BUDGET Current statistics represent first half of the fiscal budget year only Other Calls for Service DUI 4 14 4 9 1 4 Traffic Citations 2,433 3,035 1,397 1468 1016 546 Parking Citations 639 628 682 801 472 280 Traffic Accidents 282 236 238 228 125 130 Hit & Run 34 40 36 54 33 30 Resident Alarms 640 625 527 593 271 338 Business Alarms 225 254 140 221 105 65 Bank Alarms 12 49 26 40 12 15 Open Door Windows 288 202 299 16 30 14 Medical Assists 513 521 519 599 318 16 Animal Complaints 176 151 98 124 108 60 Loud Party 91 73 90 30 102 66 Disturbances 337 269 253 500 246 287 Vandalism to Property 335 236 235 96 51 31 Suicide 0 0 0 4 1 1 Attempted Suicide 2 2 7 2 2 1 Apparent Natural Deaths 12 8 6 8 4 9 Fire Assists 150 155 165 189 76 22 Residential/Business Security Checks 10,455 8,349 7,772 3479 2253 5244 Suspicious Persons/Vehicles 316 321 240 186 140 125 Miscellaneous Calls SERVICE INDICATORS TOTALS 3,327 20,660 3,210 19,004 3,305 16,510 4,097 13,006 3,694 9,218 3,536 11,022 Current statistics represent first half of the fiscal budget year only 127 POLICE DEPARTMENT FISCAL YEAR 2008 BUDGET HIGH QUALITY SERVICE, COST EFFECTIVE AND EFFICIENT OPERATIONS The department operates in an effective and efficient manner with one of the lowest officer to resident ratios in the county. We have 30 officers serving a population of 11,464, 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 Depa ment 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 15 16 South Miami Key Biscayne Miami Springs 48 30 41 10,528 11,464 13,723 4.56 2.62 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 2.6 128 POLICE DEPARTMENT FISCAL YEAR 2008 BUDGET January - June 2006 Crime Statistics for Agencies within Miami -Dade County Crimes per 1000 Residents Ranking Agency Population 56 Jan -June 2006 Total Crime Index 0 Crimes per 1,000 Residents 1 Indian Creek Village 0 2 Hialeah 230,407 0 0 3 Virginia Gardens 2,366 14 6 4 Sweetwater 14,373 119 8 5 Bay Harbor Islands 5,212 47 9 6 Golden Beach 963 10 10 7 West Miami 5,844 84 14 8 Bal Harbour 3,185 46 14 9 Key Biscayne 11,425 l 67 15 10 Pinecrest 19,460 287 15 11 Biscayne Park 3,328 52 16 12 North Bay Village 6,498 105 16 13 Surfside 5,614 94 17 14 Sunny Isles Beach 16,703 290 17 15 Miami Springs 13,824 241 17 16 Palmetto Bay 24,795 467 19 17 Hialeah Gardens 20,523 397 19 18 Miami Lakes 24,741 503 20 19 El Portal 2,539 52 20 20 Coral Gables 44,561 1059 24 21 Aventura 28,500 819 29 22 North Miami Beach 41,131 1255 31 23 North Miami 60,312 2042 34 24 Miami Shores 10,486 366 35 25 Miami 386,882 13529 35 26 Miami Gardens 105,457 3799 36 27 South Miami 10,578 426 40 28 Doral 30,331 1387 46 29 Miami Beach 93,535 4524 48 30 Homestead 38,396 2127 55 31 Opa-locka 15,439 972 63 32 Florida City 8,787 645 73 33 Miccosukee 600 63 105 34 Medley 1,132 195 172 129 POLICE DEPARTMENT FISCAL YEAR 2008 BUDGET PERFORMANCE INDICATORS Violent crime within Key Biscayne continues to be almost non-existent. Property crimes such as burglary averaged approximately one per month and we averaged one stolen vehicle every six months. Considering surrounding communities that have high crime rates, we live in one of the safest cities in South Florida. Performance indicators clearly show the department's service is outstanding based on the following: • Emergency response time ranges just under 3 minutes. • For a community of approximately 11,464 people the crime rate is minimal, ranking 9th lowest in crime out of the 34 municipalities and the unincorporated areas of Miami - Dade County in the year 2006. • 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 27.5% from 2001. ■ Part Ill calls for service have increased by 25% from 2001. • Traffic accidents are down by 11% and traffic and parking citations are down by 29% from 2001. ■ Additional workload indicators are described in the following chart. Work Load Indicator Comparisons 2001 Part III 2006 Calls for Service Increase/ Decrease Percentag e DUI Cases 7 4 -3 -43% Traffic & Parking Citations 2935 2076 -859 -29% Traffic Accidents & Hit & Runs 325 289 -36 -11% Resident Alarms 651 533 -118 -18% Business Alarms 234 108 -126 -54% Bank Alarms 20 45 25 125% Open Doors/Windows 285 31 -254 -89% Medical Assists 544 35 -509 -94% Animal Complaints 164 84 -80 -49% Loud Party 67 101 34 51% Other Disturbances 376 465 89 24% Criminal Mischief - Graffiti 54 9 -45 -83% Criminal Mischief - Other 106 67 -39 -37% Fire Assists 162 41 -121 -75% Res/Bus Security Checks 10972 14922 3950 36% Suspicious Persons/Vehicles 356 233 -123 -35% Miscellaneous Calls 3576 7082 3506 98% Part III - Totals 20847 26142 5295 25% *These statistics are based on the calendar year 130 POLICE DEPARTMENT FISCAL YEAR 2008 BUDGET POPULATION AND WORKLOAD INCREASE The Village has increased in population and calls for service since it started the police department in 1993. Po • ulation and Workload Year Key Biscayne Population Calls for Sworn Service Officers 1995 8,845 15,661 24 2005 11,160 21,107 30 To Date +2,315 +5,446 +6 Officers are busy not only with calls for service, investigations, traffic control around the schools, accident investigations, security checks, and general nuisance calls on the street, but with significant time being spent completing and entering reports into our records data base and handling telephone calls for information and service from our residents. As you can see in the following charts, serious crime (Part I) is down 14% making our community one of the safest in our region. In fact, we had the lowest burglary rate for any city our size in South Florida. Part I Crime Comparison FBI Classifications 1995 2005 Increase/Decrease Percentage Murder, Rape, Sex Crimes, Assault & Battery, Arson, Robbery, Burglary, Motor 379 326 -53 DOWN 14% Vehicle Theft, Theft, Domestic Assault & Battery Part II crimes decreased 12% while the workload for Part I II crimes increased by 19%. Part II Crime Comparison FBI Classifications 1995 2005 Increase/Decrease Percentage Abduction/Kidnapping, Simple Assault, Drugs, Embezzlement, Fraud, Bribery, Domestic Simple 48 59 +11 UP 23% Assault 131 POLICE DEPARTMENT FISCAL YEAR 2008 BUDGET • • work Loaa indicator Type of Call Traffic & Parking Citations Com 1995 1,740 • arisons 2005 2,194 ran iii calls Tor Jervice Increase/Decrease 454 Percentage 26% Traffic Accidents 156 245 89 57% Medical Assists 285 180 -105 -37% Animal Complaints 81 135 54 67% Loud Parties 161 Other Disturbances 304 444 140 46% Mischief 88 66 -22 -25% Residential & Business Security Checks 9,472 8,569 -903 -10% Miscellaneous Calls for Service 1,921 7,437 5,516 287% Home & Business Alarms 982 820 -162 -16 Open Windows & Doors _ 40 Total Part III Calls for Service 15,234 20,722 5,488 +36% RESIDENT'S EXECUTIVE SUMMARY PERSONNEL SUMMARY POLICE EMPLOYEES Police Officers FY 2004 30 FY 2005 30 FY 2006 30 FY 2007 30 FY 2008 30 Dispatchers 5 5 5 5 5 MUWs/CSOs 4 4 4 4 4 Support Personnel 2 2 2 2 2 Total Full -Time Employees 41 41 41 41 41 8 Part -Time Crossing Guards 21/2 2'/2 21/2 21/2 4 Clerical Assistant (Part Time) Totals 431/2 431/2 43'/2 43'/2 45 132 POLICE DEPARTMENT FISCAL YEAR 2008 BUDGET FUNDING LEVEL SUMMARY Police Officers FY 2004 $1,898,427 FY 2005 $2,063,330 FY 2006 $2,189,516 FY 2007 $2,323,407 FY 2008 2,565,866 0' 0 Change from 06-07 10% Support Personnel $376,457 $405,732 $473,881 $505,052 525,695 4% Operational Expenses $1,334,251 $1,336,532 $1,450,814 $1,664,089 1,752,092 5% Capital Outlay $90,000 $135,789 $188,767 $193,842 209,076 8% Total Department $3,699,135 $3,941,383 $4,302,924 $4,716,390 5,052,728 7% BUDGET SUMMARY The total increase in the 2008 budget will be $336,338 or 7% 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. 133 POLICE DEPARTMENT FISCAL YEAR 2008 BUDGET Budget Summary 2008 Once again, the 2008 fiscal year budget reflects a decline in operating costs from the previous year. The Police Department is proposing a 4 (four) percent increase in this years budget, based almost entirely on salary and personnel costs. The escalating cost of vehicles reflects the addition of one more to the fleet; thus completing the take home program for the entire sworn staff. As such, next years vehicle budget will reflect a dramatic decrease in costs due to the first lease expiring. Increased fuel costs are also noted on the 2008 budget, and the cost of preventative maintenance for the fleet will remain the same as last year. Facing probable property tax cuts has required the Department to closely assess its operating expenses. Cuts are again the order of the day, with office supplies, crossing guards (this item will be reduced with no decrease in staff or services), and investigative expenses all being reduced. Close scrutiny and innovative tracking methods from our previous budget have proven the need for increasing monetary allotments in the areas of uniforms, 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. This was evident during this past fiscal year as we have remained two officers short during the period in question. Step increases, along with a possible COLA raise, also contribute to the increase in the overtime budget. 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 in a partial mock on -site. 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 and the reduction in costs will have no affect whatsoever in the services that we provide. The proposed budget still allows us to function at a high output capacity while curtailing unnecessary spending. 134 POLICE DEPARTMENT FISCAL YEAR 2008 BUDGET Description FY2007 Adopted Variance Budget FY2008 CHIEF OF POLICE $138,831 $150,146 8% POLICE MAJOR $105,717 $108,888 3% DEPUTY CHIEF OF POLICE $113,092 $0 -100% POLICE LIEUTENANTS $289,826 $410,648 42% POLICE SERGEANTS $303,890 $334,576 10% POLICE OFFICERS $1,040,974 $1,136,104 9% MUNICIPAL UTILITY WORKERS $70,712 $75,249 6% IT SERVICES TECHNICIAN $54,840 $59,309 8% VACATION EXCESS $60,123 $71,432 19% COURT TIME $9,000 $9,000 0% ADMINISTRATIVE ASSISTANTS $88,731 $97,189 10% DISPATCHERS $165,782 $175,571 6% COMM SERV AIDES/PROP & EVID CUST $71,988 $78,377 9% CROSSING GUARDS $53,000 $40,000 -25% SALARIES -OVERTIME $150,281 $200,000 33% SPECIAL EVENTS $11,142 $13,166 18% HOLIDAY PAY $108,511 $108,511 0% INCENTIVE PAY $22,020 $23,400 6% ACCREDITATION $7,593 $11,088 46% PAYROLL TAXES $218,672 $236,505 8% RETIREMENT CONTRIBUTIONS $459,636 $357,994 -22% LIFE, HEALTH, DISABILITY INSURANCE $226,800 $415,541 83% WORKERS COMPENSATION $94,259 $122,189 30% MAINTENANCE CONTRACT - SKYLINE $0 $20,000 100% INVESTIGATION EXPENSE $10,000 $6,000 -40% WEBSITE/COMMUNICATIONS $7,000 $4,500 -36% TELEPHONE DEDICATED LINES $10,262 $12,567 22% ELECTRICITY $45,664 $49,822 9% WATER & SEWER $5,502 $5,134 -7% EQUIPMENT LEASE $17,342 $17,689 2% LAW ENFORCEMENT INSURANCE $222,396 $122,663 -45% MAINTENANCE & REPAIRS $4,022 $4,000 -1% VILLAGE HALL MAINTENANCE $0 $61,663 100% 135 POLICE DEPARTMENT FISCAL YEAR 2008 BUDGET VEHICLE MAINTENANCE $40,000 $42,976 7% VEHICLE FUEL $84,259 $105,110 25% BOAT FUEL $14,000 $14,000 0% MAINTENANCE -COMMUNICATIONS $55,000 $55,000 0% D.A.R.E. PROGRAM $10,000 $10,000 0% RECRUITING/HIRING/PHYSICALS $23,682 $27,890 18% PHOTOGRAPHY $1,500 $0 -100% OFFICE SUPPLIES $30,000 $25,000 -17% UNIFORMS $25,000 $30,000 20% RANGE EXPENSES $6,000 $6,000 0% MEMBERSHIP & DUES $3,500 $3,500 0% EDUCATION & TRAINING $42,000 $42,000 0% POLICE VEHICLES $173,842 $183,853 6% POLICE EQUIPMENT $20,000 $20,000 0% $4,716,391 $5,104,248 8% 136 PUBLIC WORKS DEPARTMENT FISCAL YEAR 2008 BUDGET MISSION STATEMENT Public Works has a multi -faceted mission which is to provide a variety of services to the community including the design, construction, and maintenance of local streets and storm drainages, beach, rights -of -way, solid waste removal, traffic calming, and control and management of public works. Organizational Chart Village Manager Public Works Director 3A -R945 Maintenance Supervisor I 305-365-8946 r Maintenance Supervisor II 305-365-7581 Administrative Assistant 305-365-8945 Maintenance Laborers (2) 305-365-8945 137 PUBLIC WORKS DEPARTMENT FISCAL YEAR 2008 BUDGET FUNCTIONAL ORGANIZATIONAL CHART Public Works Department • The Public Works Director oversees the beach, stormwater and landscape maintenance contractors. • The Village Engineers are responsible for providing general engineering services. • The Landscape Architects consults the Village on landscape related projects. • The Stormwater Utility requires the maintenance of two systems for maintaining the two stormwater pump • The Coastal Engineering stations all by contract. Consultant specializes on the beach maintenance and renourishment project. DEPARTMENTAL DESCRIPTION The Department of Public Works is one of the five departments the Village Manager. There are four full-time Village employees. The Public Works Director oversees the beach and landscape maintenance contractors. In addition, the Village contracts with several companies which provide consulting and maintenance services. The consultants currently under contract are the Village Engineers, Village Landscape Architects and Coastal Consultants. The Village Engineers are responsible for all general engineering services such as plans for paving, curbs and sidewalks, storm sewers and bridge repairs. The Village Landscape Architect consults the Village on all landscape related projects such as the Crandon Boulevard median, street trees, and parks. The Coastal Consultant specializes on Beach issues. The following is a list of the contractors and a brief description of their responsibilities who provide services to this department: 138 PUBLIC WORKS DEPARTMENT FISCAL YEAR 2008 BUDGET a. Beach Maintenance Contractor: Responsible for maintaining the beach free of litter and debris. Contractor is Universal Beach Service Corporation. Resolution 2003-34 October 14, 2003 extended the same contract until October 14, 2008 which is a five (5) year period at an annual cost of $107,110. b. Landscape and General Maintenance Contractor: Responsible for maintaining all landscape projects such as Crandon Boulevard Median, Neighborhood Public Landscaping Program and maintenance of street trees. The contractor provides various general maintenance as required. Current contractor is with Gorgeous Lawns and Gardens, Inc. The contract was awarded August 28, 1997 by the Village Council. The contract is a two-year contract with automatic extensions with the approval of the Village. c. Miami -Dade County: The Village has the following inter -local agreements with the County: 1) The initial agreement entered into with the County for the transfer of municipal services and responsibilities to the Village was approved by the county R-970-92, July 21, 1992. The council approved the agreement June 9, 1992. 2) Key Biscayne elementary School ten (10) year agreement beginning on January 1, 1994 as per Council Resolution 93-19, adopted September 14, 1993 and was extended until 2013 for supervision and maintenance of play area and portions of the grounds. Resolution 99-76 adopted September 16, 1999 authorized the Village to maintain the entire school grounds effective November 1 1, 1999. 3) Crandon Boulevard median maintenance agreement authorized by Resolution 93-49 and Resolution 93-60 adopted October 26th and December 14, 1993. This is a continuing agreement. 4) Library grounds maintenance contract has been extended for two additional years. 5) Compliance with the National Pollution Discharge Elimination System (NPDES) is in accordance with a five (5) year contract, which ends November 16, 2000 with Miami -Dade County and includes the Village as a joint-permittee in association with the County Department of Environmental Resource management. 139 PUBLIC WORKS DEPARTMENT FISCAL YEAR 2008 BUDGET 6) Miami -Dade Water and Sewer Department bills and collects the stormwater utility fees in accordance with ordinances 93-1 1 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 1 1 , 1999. Resolution 2000-18 adopted June 6, 2000 contracted with the company to maintain the pump station at the Village Green. e. Street Cleaning: Tri-County Services of Miami is under contract dated July 1, 1998 to provide mechanized sweeping of all streets monthly. 2008 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. • Hire a part time horticulturist to inspect landscaping throughout the Village 140 PUBLIC WORKS DEPARTMENT FISCAL YEAR 2008 BUDGET PERFORMANCE MEASURES: • Meet as often as necessary with contractor to review work. • Have landscape architects review public areas annually. • Analyze and respond to public comments within a 72- hour period. Objective Two: To maintain on a daily/periodic basis, portions of Crandon Boulevard, East Drive and selected areas litter free. 1 KEY AREA: INDICATOR: Periodic checks and citizen comments. ACTION PLAN: Litter and Debris Patrol • Monitor clean-up activities of Public Works employee as per work schedule. • Service complaints resolved within twenty-four (24) hours, except during weekends. PERFORMANCE MEASURES: • Review work schedule annually. • Inspect work areas periodically to determine if areas are litter free. • Order Special Mechanical Street Sweepings on an as -needed basis. Objective Three: To maintain the Atlantic Ocean Beach by cleaning, grading and contouring on a regular basis. 411. KEY AREA: INDICATOR: Review work by periodic checks and meeting with contractor. ACTION PLAN: Maintenance of the Ocean Beach • Enforce all provisions of the Beach maintenance contract. • Service complaints resolved within a seventy-two (72) hour period, except during weekends. 141 PUBLIC WORKS DEPARTMENT FISCAL YEAR 2008 BUDGET PERFORMANCE MEASURES: • Inspect beach on a weekly basis. • Meet quarterly with representative from Universal Beach Service Corp. • Bring beach contour and condition up to even and stabilize profile at the prescribed elevation • Analysis of public comments. • Meet with Dade County Department of Environmental Resources Management (DERM) once per year to review beach restoration. Objective Four: To continue the Crandon Boulevard Beautification KEY AREA: INDICATOR: ACTION PLAN: Crandon Boulevard Improvements Coordinate activities of Miami -Dade Public Works Department, Miami -Dade Parks and Recreation, consulting engineers, and the Crandon Streetscape Master Plan Committee. • 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 famil dwellings KEY AREA: Solid Waste Management INDICATOR: Review contract with Waste Management. 142 PUBLIC WORKS DEPARTMENT FISCAL YEAR 2008 BUDGET ACTION PLAN: • Enforce all provisions of the five (5) year contract to end 2009. • Respond to service misses in accordance with contract section 17.3 which specifies that complaints received before 12:00 noon will be resolved prior to 5:00 p.m. that day. When a complaint is received after 12:00 noon on the day proceeding a holiday, or on a weekend, it shall be resolved no later than the next working day. PERFORMANCE MEASURES: • Spot checks by staff. • Quarterly meeting with contractor. • Review complaints on a monthly basis. Objective Six: To maintain and operate all stormwater drains annually. KEY AREA: INDICATOR: Check stormwater system and pump stations periodically. ACTION PLAN: • Review service complaints monthly. Stormwater Management • Contract for maintenance of three (3) pump stations with PELCO, 100 East Heather Drive and 200 Ocean Lane Drive, as authorized per Resolution 96-10, adopted April 23, 1996 and Village Sanitary Sewer pump station. PERFORMANCE MEASURES: • Physical inspection. • Complaints received. • Analyze maintenance log on a monthly basis. • Review terms of PELCO agreement monthly. • Comply with NPDES Requirements. 143 PUBLIC WORKS DEPARTMENT FISCAL YEAR 2008 BUDGET RESIDENT'S EXECUTIVE SUMMARY - PUBLIC WORKS PERSONNEL SUMMARY Authorized Positions Public Works Director FY 2003 1.0 FY 2004 1.0 FY 2005 1.0 FY 2006 1.0 FY 2007 1.0 FY 2008 1.0 Administrative Assistant 1.0 1.0 1.0 1.0 1.0 1.0 Maintenance Supervisor I 1.0 1.0 1.0 1.0 1.0 1.0 Maintenance Supervisor II 0.0 0.0 1.0 1.0 1.0 1.0 Maintenance Laborers (2) 2.0 1.0 1.0 1.0 1.0 1.0 Total 5.0 4.0 5.0 5.0 5.0 5.0 BUDGET SUMMARY The 20% increase in the Public Works Budget from the previous year's budget is due to an increase in personnel expenses as well as added contractual services. Personnel Expenses FY 2003 FY 2004 $231,055 $267,229 FY 2005 FY 2006 FY 2007 FY 2008 `7o Change from FY 07 $298,805 $339,246 $312,725 $367,885 18% Operational Expenses $682,246 $786,465 $953,440 $1,022,416 $1,285,156 $1,553,604 21% Capital Outlay $0 $0 $0 $0 $0 $0 0% Total Department $913,301 $1,053,694 $1,252,245 $1,361,662 $1,597,881 $1,921,489 20% 144 PUBLIC WORKS DEPARTMENT FISCAL YEAR 2008 BUDGET Description FY2007 Adopted Variance Budget FY2008 ADMINISTRATIVE ASSISTANT $38,649 $42,107 9% PUBLIC WORKS DIRECTOR $90,187 $92,893 3% MAINTENANCE SUPERVISOR #1 $50,917 $56,622 11% MAINTENANCE SUPERVISOR #2 $36,628 $40,353 10% HOURLY EMPLOYEES/OVERTIME $50,000 $50,000 0% PAYROLL TAXES $20,378 $21,571 6% RETIREMENT CONTRIBUTIONS $25,966 $27,837 7% LIFE, HEALTH, DISABILITY INSURANCE $21,600 $22,580 5% WORKERS COMPENSATION $9,647 $13,923 44% ENGINEERING $45,500 $45,500 0% CONSULTING SERVICES $5,000 $5,000 0% LANDSCAPE ARCHITECT $5,000 $5,000 0% MAINTENANCE CONTRACT - SKYLINE $0 $3,333 100% CONTRACTUAL SERVICES $650,000 $843,000 30% TREE TRIMMING - FPL LINE CLEARING $150,000 $150,000 0% BEACH CONSERVATION MONITORING $25,000 $25,000 0% TRAVEL & PER DIEM $0 $192 100% WEBSITE/COMMUNICATIONS $7,000 $4,500 -36% TELEPHONE $7,000 $6,930 -1% ELECTRICITY $7,608 $8,300 9% WATER & SEWER $917 $855 -7% ELECTRICITY -VILLAGE WIDE $60,270 $63,034 5% WATER -VILLAGE WIDE $100,062 $96,219 -4% RENTALS & LEASES $8,760 $33,772 286% INSURANCE $27,442 $17,691 -36% MAINTENANCE & REPAIRS $55,000 $140,000 155% VILLAGE HALL MAINTENANCE $0 $10,277 100% VEHICLE MAINTENANCE $25,000 $20,000 -20% MAINTENANCE CONTRACTS $50,000 $33,000 -34% *HURRICANE EXPENDITURES $0 $0 100% 145 PUBLIC WORKS DEPARTMENT FISCAL YEAR 2008 BUDGET SUPPLIES $5,350 $10,000 87% SMALL TOOLS -CONSUMABLE $7,000 $20,000 186% EDUCATION & TRAINING $2,000 $2,000 0% EQUIPMENT $10,000 $10,000 0% $1,597,881 $1,921,489 20% * Hurricane Expenditures are offset by FEMA funds and typically are not budgeted. See revenues section for FEMA receipts. 146 PARKS & RECREATION DEPARTMENT FISCAL YEAR 2008 BUDGET Parks & Recreation 147 PARKS & RECREATION DEPARTMENT FISCAL YEAR 2008 BUDGET MISSION STATEMENT To provide and promote a creative and balanced system of leisure programs that are sensitive and responsive to citizen needs and continue providing citizens with quality of life opportunities for positive recreational experiences. Village Manager 365-5500 Parks & Recreation Director Administrative Assistants 365-8901 Community Center Supervisor 365-8901 Youth Services Coordinator 365-8901 Adult Services Coordinator 365-8953 Front Desk Manager 365-8901 148 PARKS & RECREATION DEPARTMENT FISCAL YEAR 2008 BUDGET FUNCTIONAL ORGANIZATIONAL CHART Parks & Recreation Director , • 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. I • 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. Athletic Supervisor • Plan and organize athletic leagues. • Recruit and train coaches and referees. • Act as liaison between Village and the Key Biscayne Athletic Club. • Monitor and supervise activities during all programming. • Implement adult and youth athletic programs in the community center Community Center Manager • Direct responsibility for the operation of the Center and reports to the Parks & Recreation Director • Manages the schedules of all full time staff • Monitors and reports on the Center's budget. • Develop and administer the marketing plan • Develops and implements community center policies and procedures • Performs assignments at the direction of the director Adult & Senior Program Supervisor • Provide social services to adult residents in through information, advocacy, referrals, and access to local, state, and federal programs. • Develop, implement, and evaluate new program ideas • Act as a liaison to local and state senior citizen affiliate groups, cooperating agencies and organizations. • Oversee and maintain client files and program records of all programs. 149 PARKS & RECREATION DEPARTMENT FISCAL YEAR 2008 BUDGET Front Desk Manager • Manages and schedules all part-time staff associated with the with the front desk and reports to the Community Center Supervisor • Responsible for the daily financial accounting of the Center's revenue and expenditures. • 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 activities and reports directly to the Community Center Supervisor. • Recruit and train room monitor and camp staff. • Develop and implement programs for youth and teens • Monitor and supervise activities during all programming 150 PARKS & RECREATION DEPARTMENT FISCAL YEAR 2008 BUDGET 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 Recreation Center is a two story facility located adjacent to the Village Green. The Recreation Center includes a multi- purpose gym, 25 -meter pool, dance and aerobic studio, wellness/fitness center, computer lab, arts & crafts room, meeting rooms and underground parking. In addition, separate program space has been provided for toddler, youth and teen activities. SPORTS AND ATHLETICS DIVISION The Athletic Coordinator and staff administer the Sports and Athletic Division. Since 1993 under the terms and conditions of an annual contract approved by Resolution 97-57, the Athletic Division is responsible for the administration of the Key Biscayne Athletic Club (KBAC), which provides athletic programs for approximately 1,600 children. The new model approved by Village Council and the Key Biscayne Athletic Club will place the managerial and administrative responsibility within the department. The department will implement the programs with the guidance of the newly created advisory board for athletics. The 151 PARKS & RECREATION DEPARTMENT FISCAL YEAR 2008 BUDGET 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. 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. 152 PARKS & RECREATION DEPARTMENT FISCAL YEAR 2008 BUDGET 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 • The Department continues to provide the residents of the Village with new recreational programming to meet the ever growing demand. 2008 DEPARTMENTAL OBJECTIVES AND MANAGEMENT OVERVIEW The department provides a wide variety of services to the residents of Key Biscayne. This is accomplished while maintaining small, efficient streamline department. The department provides prompt, efficient, and courteous service to our customers by providing quality recreation programs and well -maintained facilities. The department will continue 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 and the Florida Recreation Development Assistance Program Grant and a historic preservation grant for the Calusa Playhouse. 153 PARKS & RECREATION DEPARTMENT FISCAL YEAR 2008 BUDGET PERSONNEL SUMMARY Authorized Positions Director 2003 1.0 2004 1.0 Fiscal 2005 1.0 Years 2006 1.0 2007 1.0 2008 1.0 Facilities Manager 0.0 1.0 1.0 1.0 1.0 1.0 Program Coordinator 1.0 0.0 0.0 0.0 0.0 0.0 Athletic Supervisor 1.0 1.0 1.0 1.0 1.0 1.0 Adult Program Supervisor 1.0 1.0 1.0 1.0 1.0 1.0 Program Assistants- 1.0 2.0 2.0 2.0 2.0 2.0 Youth Services Coordinator 0.0 0.0 1.0 1.0 1.0 1.0 Front Desk Manager 0.0 0.0 1.0 1.0 1.0 1.0 Total Full Time 5.0 8.0 8.0 8.0 8.0 8.0 Heac Lifeguarc (2 P/T) 0.0 2.0 2.0 2.0 2.0 2.0 Lifeguard (6 P/T)) 0.0 6.0 6.0 6.0 6.0 6.0 Room Monitors (14 P/T) 0.0 14.0 14.0 14.0 14.0 14.0 Concessions Attendant (4 P/T) 0.0 0.0 0.0 0.0 0.0 0.0 Babysitter (4 P/T) 0.0 4.0 4.0 4.0 4.0 4.0 Custodian (2 P/T) 0.0 0.0 0.0 0.0 0.0 0.0 Total Part -Time 0.0 26.0 26.0 26.0 26.0 26.0 *Formerly Senior Coordinator FUNDING LEVEL SUMMARY Personnel Expenses FY 2003 FY 2004 FY 2005 FY 2006 $251,909 $455,091 $939,047 $985,041 FY 2007 $987,464 FY 2008 $1,061,847 Change 8% Operational Expenses $480,695 $631,870 $1,078,622 $1,483,120 $1,629,716 $1,894,156 16% p v $ $ $0 $ $ $ Ca ital Outla Total Department 0 $732,604 0 $1,086,961 $2,017,669 0 $2,468,161 0 $2,617,180 0 $2,956,003 0% 13% BUDGET SUMMARY The total increase in the FY 2008 budget will be $338,823. The change is due to an increase in personnel expenses, an increase in contractual services and additional Village programs. 154 PARKS & RECREATION DEPARTMENT FISCAL YEAR 2008 BUDGET Parks & Recreation Description FY 2007 Budget Adopted FY2008 Variance ADMINISTRATIVE ASSISTANT $79,624 $87,182 9% RECREATION DIRECTOR $91,811 $108,777 18% ATHLETICS STAFF $63,536 $63,700 0% ADULT PROGRAMS SUPERVISOR $55,049 $59,535 8% PAYROLL TAXES $21,810 $24,418 12% RETIREMENT CONTRIBUTIONS $28,446 $35,041 23% LIFE, HEALTH, DISABILITY INSURANCE $21,600 $22,471 4% WORKERS COMPENSATION $1,383 $3,531 155% SENIOR TRANSPORTATION $48,878 $52,560 8% MAINTENANCE CONTRACT - SKYLINE $0 $6,000 100% TRAVEL & PER DIEM $2,500 $2,904 16% WEBSITE/COMMUNICATIONS $7,000 $4,500 -36% COMMUNICATIONS $7,000 $9,393 34% ELECTRICITY - ST. AGNES FIELD LIGHTS $9,185 $10,966 19% VEHICLE LEASE $3,600 $3,600 0% RENT -ST. AGNES PLAYING FIELD $36,000 $36,000 0% INSURANCE $39,982 $26,167 -35% VEHICLE MAINTENANCE $10,000 $10,000 0% MAINT/REPAIRS - PARKS/PLAYGRND $30,000 $30,000 0% FIELD MAINTENANCE $105,000 $105,000 0% ADVERTISING $50,000 $50,000 0% SPECIAL EVENTS $90,000 $90,000 0% KEY BISCAYNE ATHLETIC CLUB $100,000 $100,000 0% KEY BISCAYNE ART FESTIVAL $5,000 $5,000 0% LIGHTHOUSE RUN & WALK $10,000 $10,000 0% FOURTH OF JULY EVENT $70,000 $90,000 29% WINTERFEST $40,000 $40,000 0% OFFICE SUPPLIES $8,000 $8,000 0% UNIFORMS $4,000 $2,000 -50% PROGRAM SUPPLIES $30,000 $30,000 0% MEMBERSHIP & DUES $2,000 $2,000 0% EDUCATION & TRAINING $2,000 $2,000 0% PARK IMPROVEMENTS $15,000 $15,000 0% PROGRAM EQUIPMENT $10,000 $10,000 0% $1,093,478 $1,155,747 6% 155 PARKS & RECREATION DEPARTMENT FISCAL YEAR 2008 BUDGET Community Center Description FY2007 Adopted Variance Budget FY2008 COMMUNITY CENTER SUPERVISOR $72,723 $78,650 8% YOUTH SERVICES COORDINATOR $35,597 $36,050 1% FRONT DESK MANAGER $37,377 $40,479 8% PART TIME EMPLOYEES $401,000 $413,030 3% PAYROLL TAXES $41,822 $43,468 4% RETIREMENT CONTRIBUTIONS $17,484 $18,621 7% LIFE, HEALTH, DISABILITY INSURANCE $16,200 $16,850 4% WORKERS COMPENSATION $6,928 $10,043 45% CONTRACT SERVICES $319,476 $420,000 31% MAINTENANCE CONTRACT - SKYLINE $0 $34,000 100% COMMUNICATIONS $5,000 $10,741 115% POSTAGE $2,500 $2,500 0% UTILITIES $122,846 $133,300 9% INSURANCE $75,249 $121,025 61% COMM CENTER BLDG MAINTENANCE $230,000 $280,000 22% MINOR REPAIRS $5,000 $5,000 0% ADVERTISING $50,000 $50,000 0% OFFICE SUPPLIES $2,500 $2,500 0% SUPPLIES $82,000 $82,000 0% UNIFORMS $0 $2,000 100% $1,523,702 $1,800,256 18% 156 CAPITAL IMPROVEMENT PROGRAM FISCAL YEAR 2008 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. 157 CAPITAL IMPROVEMENT PROGRAM FISCAL YEAR 2008 Policy 1.1.4 The Village shall use designated funding mechanisms such as the drainage utility and sewer assessments to the maximum extent feasible thereby freeing up general funds (and general obligation bonds) for such Village -wide projects as park land acquisition and streetscape work as outlined in the policies of other Master Plan elements. A Stormwater Utility Fee was enacted in 1994. CAPITAL IMPROVEMENT ELEMENT IMPLEMENTATION SYSTEMS A. Five -Year Schedule of Capital Improvements B. Other Programs The other principal programs needed to implement this element are as follows: 1. An annual capital programming and budgeting process beginning no later than July of every year and including the use of the project selection criteria contained in Policy 1.1.3; related thereto will be the annual review of this element. A capital budget is submitted each year with the annual budget. 2. Master Plan adopted by Village Council on September 14, 1993 and a stormwater utility rate was set the same year. Project construction started June 18, 1995 and was completed October 18, 1997. 3. Preliminary financial and engineering feasibility exploration of extending sewers to the unsewered areas have been completed. Studies authorized by Village Council. Feasibility report by the Village Engineer (C.A.P.) which was presented and discussed by the Village Council at the August 26, 1997. The Council adopted the plan February 24, 1998. Final Plans and specifications were completed by PBS& J and approved by the State Department of Environmental Protection, October 21, 1998. Bids to construct the system were received July, 1999. The Village Council will hold a Sanitary Sewer Workshop on January 18, 2005 to discuss the sewer project. 4. Amendments to the existing Land Development Code to assure conformance to the "concurrency" requirements relative to development orders, levels of service and public facility timing as outlined in item C below. 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 158 CAPITAL IMPROVEMENT PROGRAM FISCAL YEAR 2008 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 2008 budget addresses the Master Plan requirement. D. Concurrency Management Concurrency Management shall be implemented as articulated in Land Use Element Policy 2.14 and Capital Improvement Element Policy 1.4.1. RELATIONSHIP BETWEEN OPERATING & CAPITAL BUDGETS & FISCAL IMPACT The Village of Key Biscayne prepares a separate Capital Improvement Program from the Operating General Fund Budget, however, the two (2) budgets are linked. The operating budget provides funding for most capital projects and will carry the operating impacts of those projects once constructed. Operating and maintenance costs are reviewed with each of the capital projects. The operating budget of the Capital Improvement Fund as distinguished from the General Fund Operating Budget, is a multi -year financial plan for the acquisition, expansion or rehabilitation of infrastructure, capital assets, or productive capacity of Village services. The Capital Outlay, along with the Capital Improvement Program is developed along with the annual operating budget. All projects are adopted Goals of the Village Council. A Capital Asset is defined as an asset with a value of more than $25,000 and a useful life of over three (3) years. Some exceptions may be made to this rule for practical reasons. When the operating impact of the capital outlay are analyzed, the Capital Plan appears to place very limited burden on the operating budget. Capital Projects typically apply to the following: Expenditures which take place over two (2) or more years requiring continuing appropriations beyond a single fiscal year; Systematic acquisition over an extended period of time; and Scheduled replacement or maintenance of specific elements of physical assets. Revenues for the Capital Budget derive primarily from current annual operating revenues. The Capital Improvement Budget, unlike the operating Budget, is a five year plan which is updated annually. Only those projects scheduled during the first year of the plan are financed and adopted as part of the Village's Annual Operating Budget. The Capital Outlay appropriation, upon adoption of the budget, is transferred to the Capital Improvement Fund in accordance with Resolution 95-26 adopted July 25, 1995. Funds remain in this account and on the books until the project is completed or closed, and do not need to be re -appropriated every year. No property tax increase has been required to fund Debt Service requirements since the Village's inception. The Fiscal Year 2008 adopted property tax rate of $3.2 per $1,000 assessed valuation is lower than the Fiscal Year 2006 property tax rate of $3.45 per $1,000. 159 CAPITAL IMPROVEMENT PROGRAM VILLAGE CIVIC CENTER THE VILLAGE CIVIC CENTER I. Introduction. A Village Civic Center was discussed as early as 1992. A center is included and discussed in the early drafts of the 1995 Comprehensive Plan. The first significant action taken by the Village Council to establish a center was the acquisition, development and dedication of the 9.5 acre Village Green in 1995. The Civic Center includes a Recreation Center, Administration/Police Building, Fire Station and a Council Chamber/Community Theater Building and related site and street improvements. A site plan showing the location of these buildings is attached to this report. II. Planning Process. In mid December, 1997, the Village Council held a three day public participatory planning design. The session provided our citizens with the opportunity to shape the vision for the Civic Center. A summary of the session, including a proposed site plan, was presented to the Council on January 28, 1998. At the 1998 Goals session held March 1 1, 1998, the Village Council unanimously adopted a motion to begin planning for the replacement of the Public Safety Complex (Police and Fire Departments in trailers). Resolution 98-21 authorized the replacement of the Public Safety Complex on April 28, 1998. Resolution 98-19 retained OBM Miami, Inc. to provide consulting services for the Capital Improvement Program. In response to Resolution 98-21, three (3) separate contracts, which involved the preparation of conceptual and schematic building plans for the civic center with OBM Miami, Inc., were approved at the May 12, 1998 meeting. On September 1, the architect presented a second Civic Center Site Plan and conceptual schematic plans for the emergency services complex. Resolution 98-52 adopted October 13, 1998, authorized the architect to proceed with design development (Phase II). In November 1998, the Village received the 1998 Community Relations Award for improved communications with our community from the Florida Government Communications Association (FGCA) for the planning design session. On February 9,1999, the Village Council adopted Resolution 99-14 which designated the Civic Center s a Top Priority Goal for the next year. A third set of site plans were included in the Civic Center report which were presented at the April 6, 1999 workshop. At the June 8 meeting, the Council adopted Site Plan B (Resolution 99-57) as a guide for the development of a Civic Center. A workshop was held January 18, 2000 to review the building schematics, projected costs, financing plan, 160 CAPITAL IMPROVEMENT PROGRAM VILLAGE CIVIC CENTER and design guidelines. On June 6, 2000, the Village Council adopted the 2000 Goals and Objectives (Resolution 2000-23) which listed the Civic Center as a top priority. Another workshop was held June 13, 1999 to further refine the plans for each of the structures. Ill. Site Plan B- Modified The Village Civic Center, geographically located in the center of the Village, will become the heart of the community: where residents can meet their friends and where community events can be scheduled. The plan emphasizes a pedestrian friendly environment with tree -lined streets and sidewalks located in a manner that embraces the "New Urbanism" concept. The buildings are located close to the streets, parking lots and on -street spaces will be used throughout the day by different users of the Civic Center. Thereby, reducing the amount of asphalt. As part of the Site Plan, a section of W. McIntyre Street will be realigned with Galen Drive. This realignment, originally recommended in the Comprehensive Master Plan, will improve safety for pedestrians and result in a better flow of traffic. The new north -south Village Green Way will connect W. Enid Drive with the Village Green. Site Plan B Modified was adopted by Resolution 2000-7, February 8, 2000. This plan rescinded the previous plan adopted December 7, 1999. The revised plan has a median between Crandon Boulevard and Village Green Way, relocation of the Fire Station to Crandon Boulevard and McIntyre Street, and the Administration/Police Building to McIntyre Street and Fernwood Road in addition to other minor site adjustments. Site Plan B was again modified with the adoption of Resolution 2000-28, July 11, 2000. The modification added 13,066 of usable square foot area to the overall Master Plan with the elimination of the median dividing McIntyre Street and the relocation of the planned theater to the north. Thirteen (13) additional on -street parking spaces will be added. The modification significantly reduced the infrastructure cost associated with the realigned West McIntyre Street. Traffic circulation throughout the site should be improved. As an added benefit the proposed modification to the Civic Center Master Plan will add approximately 8,982 sq. 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 additional square foot area should also facilitate access from the proposed Civic 161 CAPITAL IMPROVEMENT PROGRAM VILLAGE CIVIC CENTER Center parking structure and will lead to additional parking spaces. The Civic presence of the Village Administration/Police facility is increased as it now fronts the Civic Center Green between the Crandon Blvd. and Village Green Way. On March 6, 2001, the Village Council approved Resolution 2001-23 which amended the Site Plan to include a partial subterranean garage containing approximately 104 spaces below the Recreation Center. On April 10, 2001, Resolution 2001-28 was approved which further amended the Civic Center Master Plan by: moving the Village Council/Theater Building to 580 Crandon Boulevard, expanding the Recreation Center site to include the previous Village Council/Community Theater site and including a swimming pool. The latter adjustment resulted in the Recreation Center being relocated to the former Village Council/Community Theater site. This provided space to place a 6-8 lane swimming pool with a separate area for seniors and toddlers and removing the building from being partially located in the Village Green Park. IV. Acquisition Two (2) contracts to purchase the SunTrust property and 560 Crandon Boulevard have been executed. The 560 Crandon property (2.068 acres) was acquired September 21, 2000 at a cost of $3,255,000. The SunTrust property (2.173 acre) will be acquired in 2001 at a cost of approximately $3,492,500. Pursuant to Council Resolution 2001-6, negotiations are underway to acquire the 580 Crandon Boulevard property. The latter parcel is the last site that is necessary to complete the Civic Center Project. V. Public Safety Complex (Existing Trailers) The original temporary public safety complex was dedicated November 30, 1994. A portion of the complex consists of temporary, portable trailer units, and has a projected use of 5-7 years. These sections of the facility are rapidly deteriorating. Since, 1992 and including 2000, the annual goals and objectives included the replacement of the facility. VI. Fire Station Design for the Fire Station began September 1, 1998 when Village Council authorized the Architect to begin Phase I Schematic Design ($12,360). Phase II, Design Development, was authorized by Resolution 98-52 on October 13, 1998 ($32,750). Immediately following Phase II approval, Phase III, Construction Documents, was authorized on April 20, 1999 by Resolution 99-33 ($70,240). Programming for the facility expanded to include fire administrative offices and 162 CAPITAL IMPROVEMENT PROGRAM VILLAGE CIVIC CENTER 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 to one majority favoring the construction of a Recreation Center. A planning 163 CAPITAL IMPROVEMENT PROGRAM VILLAGE CIVIC CENTER design session was conducted by the Village on December 11, 13 and 14, 1997. The Village Council adopted Resolution 98-56 on November 17, 1998 authorizing the Village Manager to advertise for Request for Qualifications (RFQ) from architectural firms to design our Recreation Center. A draft RFQ packet was sent to the Selection Committee for review on November 30, 1998. The revised RFQ packet was made available to the public on December 8, 1998. An advertisement appeared in the Daily Business Review on December 8th, 10th, 15th, 17th, 22, and on January 4th 1999 requesting qualifications from architectural firms interested in the community center project. Ten responses were accepted on January 8th, 1999. The Selection Committee met on January 14th, 1999 to receive copies of the submittals and rating sheets to score the ten firms. On January 28, 1999, the Selection Committee met to "short list" the top five architectural firms. The Committee interviewed the top five architectural firms on March 4, 1999. Council Resolution 99-20, adopted April 20, 1999, authorized the Village Manager to negotiate with Robert G. Currie Partnership for architectural and engineering services for the Recreation Center. Council Resolution 99-62 was adopted and approved on July 22, 1999. A $100,000 state grant will offset a portion of this fee and the contract was executed July 27, 1999. Resolution 2000-39 was adopted on July 24, 2000 which authorized the Village Manager to execute a new agreement for the design of the center at a cost of $360,000. Staff is negotiating a revised contract as a result to design changes that were approved in Resolution 2001-9. The Recreation Center consists of a two-story building of approximately 38,000 square feet. The facility will provide a variety of multipurpose rooms to allow for program spaces. The floor plan and design provides for possible future modifications as new needs are established. The building is sited between the Village Green, McIntyre Street, Village Green Way and Fernwood. The primary entrance and drop-off is located adjacent to the traffic circle. The entrance lobby includes a reception desk which provides visual control to people entering and leaving the building, views of the wellness center, snack bar, covered porch, stair, the toddler's room, and center corridor. Active areas are located on the first floor which include the gymnasium that contains a full size basket ball court with movable bleachers and subdivided for two half -courts by a suspended curtain. Additional active areas are the teen center game, youth and toddler's, dance and aerobic rooms. Elevator and locker/toilet rooms are centrally located. Additional space is provided for offices, mechanical, storage and circulation. Handicap access is designed on the east side next to the main entrance. 164 CAPITAL IMPROVEMENT PROGRAM VILLAGE CIVIC CENTER 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 1 1, 2000. Resolution 2000-49 adopted September 12, 2000 approved the new two-story 165 CAPITAL IMPROVEMENT PROGRAM VILLAGE CIVIC CENTER schematic plans. The architect was directed to proceed with design development and construction documents. The Building contains 33,138 square feet of air-conditioned program area on two floors. A 52 space parking lot is immediately to the south of the building. The offices are designed around a two-story courtyard with a water fountain and sitting areas. The courtyard functions both as a public gathering space and as a means to provide natural light and air to the internal facing office areas. The main entrance is from McIntyre Street. The ground floor contains the police station floor area and is raised five feet above grade in order to comply with the flood criteria. The second floor of the building contains the administrative offices for the Village Manager, Village Clerk, Building, Recreation, Finance and Chamber of Commerce. Access to the second floor is from an elevator which is located to the rear of the courtyard or from stairs in the front of the building. The latter of which has been architecturally integrated into the facade in a manner which re -enforces the Florida Vernacular design of the building. The architectural design of the building creates a unified appearance although the administrative and police functions provide very different services. The police areas will read: from the outside the same as the administrative offices; that of a Village - scaled office building. The windows and wall treatments will be consistent for both uses combining a palette of smooth stucco walls, framed window openings and standing seam metal roofs. These building materials are consistent with all of the proposed civic complex projects. A double -height loggia and covered porches along scale addressing the Recreation Center to the north and the future Theater/Council Chamber building. Village Hall was opened on December 1, 2002. IX. Off -Site Improvements The Village Manager was authorized by Resolution 99-100, December 7, 1999 to enter into an agreement for Spillis, Candela, and Partners to prepare civil engineering and electrical plans for the Village Civic Center at an estimated cost of $75,000. Plans and specifications for the relocation of West McIntyre Street between Crandon Boulevard and Fernwood Road, the design of all new interior roadways within the complex, reconstruction of a portion of Crandon Boulevard, realignment of Galen/West McIntyre Street and the relocation of existing utilities along West McIntyre Street are part of the current contract. New lighting and landscaping for all new interior roadways within the complex and any required 166 CAPITAL IMPROVEMENT PROGRAM VILLAGE CIVIC CENTER luminaire relocation along Crandon Boulevard are part of this contract. X. Urban and Architectural Guidelines To insure that the Civic Center is designed in a uniform and consistent manner, the Village Council adopted urban and architectural guidelines by Resolution 2000-7, February 8, 2000. The guidelines include but not limited to landscape, buildings, walls, roofs, doors, windows, and street signage. Guidelines were presented and reviewed at the January 18, 2000 workshop. Xl. Financing Plan The Council held nine (9) sessions to develop a long-term borrowing plan to finance the Civic Center project. At the November 17, 1998 Council meeting Councilmember Fein suggested the Village take advantage of the current low, long-term interest rates. Our financial advisor discussed various financing options at the December 8, 1998 meeting including refinancing the Village Green. A five-year financial projection was requested by Councilmember Oldakowski of the Village Council at the January 12, 1999 Council meeting. The first plan was included with the January 19, 1999 agenda for the Council Goals and Objectives Workshop. It included estimated revenues, expenditures and borrowing projections, debt limits and the estimated amount to be borrowed. At the March 9, 1999 Council meeting, a second, more refined plan was distributed to the Council. The Village Council discussed the comprehensive Civic Center report at the April 6th workshop. The report defined the need and reasons for the proposed Civic Center, building components, status of two land acquisitions, proposed Civic Center master site plans, costs and a third financing plan. By consensus the Council requested a thirty (30) year borrowing plan. At the April 20, 1999 Council Meeting, borrowing options were again discussed including financing the Civic Center with or without refinancing the Village Green and for thirty- (30) year period. At the May 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 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 167 CAPITAL IMPROVEMENT PROGRAM VILLAGE CIVIC CENTER Reserve has approximately $2.95 million. The second $10 Million Bond Ordinance 2000-8 financing traunche was adopted July 1 1, 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 1 1, 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 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, 168 CAPITAL IMPROVEMENT PROGRAM VILLAGE CIVIC CENTER 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. 169 STORMWATER UTILITY FUND FISCAL YEAR 2008 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 93-1 1 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 93-1 1, adopted on June 22, 1993 and Ordinance 93-1 1-A adopted October 12, 1993. Resolution 93-44 approved by the Council on October 12, 1993, authorized the Mayor to execute the agreement. The Inter -local Agreement with the County was approved by the Board of County Commissioners on July 26, 1994 (R-1235-94). Cost to the Village is 87 per bill. The first charges were mailed in August of 1994. Income from the stormwater billing was estimated at approximately $480,000 per year. The fees authorized as part of the 1985 Growth Management Act (F.S. 403.0893). NATIONAL POLLUTION DISCHARGE ELIMINATION SYSTEM (NPDES) The Village executed an Inter -local Agreement, as per Resolution 92-31 passed on July 14, 1992, with Metro -Dade County for the Department of Environmental Resource Management (DERM) to perform the necessary tasks associated with the compliance of the National Pollution Discharge Elimination System (NPDES). A two (2) part permit 170 STORMWATER UTILITY FUND FISCAL YEAR 2008 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: 171 STORMWATER UTILITY FUND FISCAL YEAR 2008 �w� o'ri e Pr y 8+` � 'r"vote 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 lived out here". In addition, Houston commended the Village's stormwater system by saying that portions of the system that were up and running seemed to have been effective in preventing excess flooding. "The stormwater system had a pretty good test and seems to have served well". There are a couple of reasons why the newly installed system functions so well. The first and primary reason is that the average well is disposing 4500 gallons per minute per foot of head. This is significantly higher than 5 year storm design level which was estimated at only 1000 gallons per minute per foot of head. The second reason is the overflow weirs to the ocean. Before the rainwater has a chance to reach a very high level, outfall weirs dispose the stormwater into the sea. 172 STORMWATER UTILITY FUND FISCAL YEAR 2008 FLOODPLAIN MANAGEMENT PLAN A Floodplain Management Plan has been completed to address the problem of repetitive loss properties; to improve the Village s ability to cope with flood hazards and problems; and to gain further points in the Community Rating System for flood insurance coverage. The plan prioritizes proposed project improvements. The plan was prepared with a $40,000 State of Florida Department of Community Affairs Emergency Management Preparedness and Assistance Trust Fund (EMPATF) grant which the Village secured competitively in March 1997. The Council adopted Resolution 97-31, May 13, 1997 which authorized contracts enabling work to start at on May 27, 1997. A local citizen Advisory Committee has reviewed planning proposals and made recommendations to the Village Manager. The Plan was submitted to the Council April 28, 1998. Resolution 98-18, adopted the plan at the same meeting. CONSTRUCTION PROJECT The stormwater project cost is approximately $10 million. The revenue was derived from a bank loan of $7.2 million, a direct $1.5 million contribution from the General Fund authorized February 9, 1995, a $750,000 grant from the 1995 U.S. Department of Commerce, Economic Development Administration, a 1996 $167,000 grant from the South Florida Water Management District and interest income. The project was started on the east side of Crandon Boulevard and began on June 19, 1995 and was completed March 1, 1996. The second phase west of Crandon Boulevard was started January 8, 1996 and was completed October 18, 1997. In conjunction with the stormwater project, Miami -Dade Water and Sewer Department replaced approximately $1.5 million of existing water mains at their cost. In addition to the above $7.2 M contracts additional drains were installed along portions of Fernwood Road and all of East Enid Drive. 1999 STORMWATER UTILITY REVENUE BOND SERIES The $7.2 million Stormwater Revenue Bond Anticipation Notes were originally issued April 1 1, 1995, extended in 1997 and 1998. Ordinance 98-9 adopted October 27, 1999 authorized the issuance of $7.2 million of Stormwater Utility Revenue Bonds for the purpose of providing permanent funding for the project. 1995 95-3 95-11 4.89% 1997 97-9 97-11 4.52% 1998 98-2 98-06 4.32% 173 STORMWATER UTILITY FUND FISCAL YEAR 2008 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, 2007, the outstanding debt will be $5,550,000. 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. 174 STORMWATER UTILITY FUND FISCAL YEAR 2008 BUDGET Debt Service Schedule Year Total Annual STORMWATER Loan Balance $7,200,000 Debt Payment FUND Principal Schedule Interest Fiscal Year Total 1999 $7,065,000 135,000.00 74,951.01 $209,951.01 2000 $6,940,000 125,000.00 291,784.50 $416,784.50 2001 $6,810,000 130,000.00 286,622.00 $416,622.00 2002 $6,625,000 185,000.00 281,253.00 $466,253.00 2003 $6,430,000 195,000.00 273,612.50 $468,612.50 2004 $6,225,000 205,000.00 265,559.00 $470,559.00 2005 $6,010,000 215,000.00 257,092.50 $472,092.50 2006 $5,785,000 225,000.00 248,213.00 $473,213.00 2007 $5,550,000 235,000.00 238,920.50 $473,920.50 2008 $5,200,000 350,000.00 229,215.00 $579,215.00 2009 $4,835,000 365,000.00 214,760.00 $579,760.00 2010 $4,450,000 385,000.00 199,685.50 $584,685.50 2011 $4,045,000 405,000.00 183,785.00 $588, 785.00 2012 $3,620,000 425,000.00 167,058.50 $592,058.50 2013 $3,175,000 445,000.00 149,506.00 $594,506.00 2014 $2,710,000 465,000.00 131,127.50 $596,127.50 2015 $2,220,000 490,000.00 111,923.00 $601,923.00 2016 $1,705,000 515,000.00 91,686.00 $606,686.00 2017 $1,165,000 540,000.00 70,416.50 $610,416.50 2018 $595,000 570,000.00 48,114.50 $618,114.50 2019 $0 595,000.00 24,573.50 $619,573.50 Coupon: 4.136% per annum, $7,200,000, Stormwater Construction Facilities, Series 1999, Nationsbank, N.A. 175 STORMWATER UTILITY FUND FISCAL YEAR 2008 BUDGET Revenues FY 2003 FY 2004 FY 200.5 FY 2006 FY 2007 FY 2008 FY 2009 FY 2010 FY 7011 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 Fxpenditl wee 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 Revenue Over (Under) Expenditures Beginning Fund Balance Ending Fund Balance $618,613 $620,559 $632,093 $643,213 $643,921 $749,215 $749,760 $754,686 $758,785 ($25,738) ($19,757) ($32,531) ($45,691) ($49,266) ($157,650) ($168,084) ($183,554) ($199,167) $941,140 $915,402 $895,645 $863,114 $817,423 $768,157 $610,507 $442,423 $258,869 $915,402 $895,645 $863,114 $817,423 $768,157 $610,507 $442,423 $258,869 $59,702 18 Year Revenues FY 7012 FY 2013 FY 2014 FY 9015 FY 2016 FY 2017 FY 7018 FY 2019 Tntnls 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 Fxpenditl Ives 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 Revenue Over (Under) Expenditures Beginning Fund Balance Ending Fund Balance Assumptions: $762,059 $764,506 $916,128 $921,923 $776,686 $930,417 $938,115 $779,574 $12,960,253 ($59,685) $59,373 ($92,249) ($29,894) ($28,927) ($27,838) ($26,806) ($10,565) ($1,098,029) $59,702 $17 $59,390 ($32,859) ($62,753) ($91,680) ($119,518) ($146,324) $941,140 $17 $59,390 ($32,859) ($62,753) ($91,680) ($119,518) ($146,324) ($156,889) ($156,889) 1. $7,200,000 Stormwater Utility Revenue Bonds issued for 20 years at a fixed rate of 4.136%. 2. Operating revenue is based on additional units only. No fee increases or new units are anticipated to occur after FY 2004. 3. A reserve is established for replacement of the pump stations. 4. Deficits are projected to start to occur in FY 2014. Available Options to Reduce the GF Contribution or Repay the Fund: 1. Increase the Stormwater Fees by the CPI factor. 2. Repay the GF with interest after the Bonds are retired in FY 2019. 176 SOLID WASTE AND RECYCLING COLLECTION AND DISPOSAL FUND FISCAL YEAR 2008 MISSION STATEMENT: To provide a comprehensive, service oriented residential solid waste management service. GOAL: To provide a comprehensive, responsive, efficient and effective residential solid waste collection program by providing curbside pick-up and recycling, and delivery to an approved disposal site, to prevent health and safety hazards and protect the environment. BACKGROUND The Village Council first reviewed the solid waste and recycling collection and disposal services for single family residences provided by Metro -Dade County at the March 25, 1993 Council meeting. The intent to transfer the service from Dade County was included in Goals and Objectives established by the Village Council on two (2) separate occasions. The transfer was permitted by the Metro -Dade transitional inter -local agreement, Section I II -A, executed December 30, 1992. In accordance with Village Goals and Objectives, on October 26, 1993 Council approved a contract, submitted October 19, 1993, to study the cost of providing single-family residential solid waste and recycling collection services. The study analyzed the then current annual fee ($399) levied by Metro -Dade County as compared to an undetermined fee of a Village private contractor. In anticipation of providing this service, in accordance with the inter -local agreement, the Village presented the County a transfer notice on April 1, 1994. Council discussed the collection program over the next several months. FIRST FIVE-YEAR CONTRACT On May 10, 1994, Council authorized staff to draft a Request for Proposal (RFP). The RFP was advertised in the Miami Daily Business Review on June 29 and 30, and July 1, 1995, with a pre -bid conference on July 8, 1995. Six (6) private contractors and the City of Miami submitted proposals on July 22, 1994. On August 24, 1994, a committee of local municipal officials interviewed all contractors, developing a four (4) contractor short-list. Village Council, via Resolution 94-46, adopted December 22, 1994, awarded the contract to Industrial Waste Services, Inc. (presently known as BFI). All parties executed the five (5) year contract on December 30, 1994, with services beginning on January 2, 1995. This contract ends December 31, 1999. RATE SCHEDULE AND BILLING Adopted April 1 1, 1995, Ordinance 95-4 authorized Village Council to set fees for solid waste and recycling collection and disposal services. On April 1 1, 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. 177 SOLID WASTE AND RECYCLING COLLECTION AND DISPOSAL FUND FISCAL YEAR 2008 YEAR 2006 2007 2008 Starting Fund Balance $220,904 $249,969 $340,550 Revenue 545,162 544,820 538,238 Contract Expenses 514,008 514,008 514,008 Admin. Expenses 4,000 4,000 2,000 Un ollect ble �ccounts 27,154 26,312 22,230 Total Expenses 545,162 544,320 538,238 EOY Net Inc./loss 0 0 0 EOY Balance $221,404 250,469 $340,550 EOY: End of Year SINGLE FAMILY HOME SERVICE The Village program consists of garbage, yard waste, bulky waste, and recyclable collection and disposal from single-family homes. The county provides a home chemical collection program and dead animal pick-up. BFI provides the following services for approximately 1,301 single-family homes within the Village: -Garbage and Yard Trash collection - Bulk Waste collection - once per month twice a week - Recyclable collection - once per week - Residential dumpster - 24 hours per day - Special collections - $12.00 per cubic yard, upon request SECOND FIVE-YEAR CONTRACT Resolution 99-28, adopted April 20, 1999 directed the Manager to issue a Request for Proposal (RFP) for soliciting bids for solid waste haulers. Letter dated May 10, 1999 to BFI Inc. in accordance with section 2.2 of the contract stated the non -renewal of the agreement by the Village. The advertisement appeared in the Miami Business Review on July 1, 1999. On July 8, 1999 the Village held a pre -bid meeting to discuss the Solid Waste and Recycling Collection Request for Proposal. Waste Management, Inc. and BFI Waste Management of North America, Inc. submitted RFPs on July 22, 1999. A memorandum dated August 17, 1999 to the Village Council from the Manager recommended a five (5) year contract be awarded BFI Waste Systems of North America provided the annual refuse fee is increased to $220 from $199. Resolution 99-74 (September 9, 1999 authorized the Village Manager to negotiate a new five-year contract. Resolution 99-81 (October 12, 1999) set the fee at $220 per year. Ordinance 99-8 (October 26, 1999) approved the five (5) year agreement and the contract was executed October 26, 1999. 178 SOLID WASTE AND RECYCLING COLLECTION AND DISPOSAL FUND FISCAL YEAR 2008 THIRD CONTRACT A Request for Proposal was issued by the Village on October 13, 2004 for solid waste haulers. The Village held a pre -bid conference on November 1, 2004 to discuss the solid waste and recycling Request for Proposal. Three bids were received on November 24, 2004. Bids were received from BFI of North America, Waste Management, Inc. and Global Waste Inc. On December 7, 2004, a motion was made by the Village Council to extend the BFI contract for one month. The Village Manager recommend at the January 25, 2005 Council Meeting that Waste Management, Inc. be awarded the bid for Solid Waste Services. The Village Council selected Waste Management, Inc. as the new service provider. FUND DESCRIPTION The Solid Waste and Recycling Collection and Disposal Fund is a self-supporting enterprise fund intended to recover all contractual expenditures to provide residential refuse services. REVENUES The $538,238 revenue represents the total of all billed single-family homes (1,300) at $420 per residence less $22,230 for uncollectible. Fees were increased due to the new contract with Waste Management Inc. EXPENDITURES The line item for administrative expenses covers administrative personnel costs, billing and collection costs, supply costs and uncollectible fees. The remaining generated funds are utilized for public information material, special collections, and other administrative expenditures. ENTERPRISE FUND - SOLID WASTE RECYCLING COLLECTION FUND Description Actual FY 2002 Actual FY 2003 Adopted FY 2004 Adopted FY 2005 Adopted FY 2006 Adopted FY 2007 Adopted FY 2©07 Operating Revenue $292,000 $292,000 $285,000 $545,162 $545,162 $544,320 $537,238 Interest Income 4,000 4,000 850 0 500 500 1,000 Total Revenues a $296,000 $296,000 $285,850 $545,162 $545,662 $544,820 $538,238 Expenditures Contractual Services' $260,652 $263,789 $275,000 $514,008 $514,008 $514,008 $514,008 Administrative Costs 27,000 15,000 10,000 4,000 4,000 4,000 2,000 Uncollectable Accounts u u 0 27,154 27,154 26,312 22,230 Total Expenses 287,652 278,789 $286,500 $545,162 545,162 $544,320 $538,238 Estimated Fund Balance $148,873 $166,084 $220,904 $220,904 $221,404 $250,469 $340,550 . Contractual Services is solid waste and recycling collection and disposal contract with BFI Waste Systems of North America. 179 SANITARY SEWER IMPROVEMENT FUND FISCAL YEAR 2008 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: 180 SANITARY SEWER IMPROVEMENT FUND FISCAL YEAR 2008 "...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." 181 SANITARY SEWER IMPROVEMENT FUND FISCAL YEAR 2008 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 technically and financially feasible but not later than 1998 and to 182 SANITARY SEWER IMPROVEMENT FUND FISCAL YEAR 2008 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) (2) (3) Failure of property's existing septic tank system occurs; Improvements or repairs to a property exceed 50% of its value; or 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.) 183 SANITARY SEWER IMPROVEMENT FUND FISCAL YEAR 2008 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 Crandon Boulevard. This force main extension connects to the existing main sewer system at Crandon Boulevard and Harbor Drive. 184 SANITARY SEWER IMPROVEMENT FUND FISCAL YEAR 2008 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. 2004 Status After a January 2004 survey of village residents, the main priority of island residents is the Sanitary Sewer project. The Village is actively seeking funds for the project. The Village received news from Washington, D.C., that the Village was awarded $1 million in the Omnibus Bill. The Village has applied with the State of Florida for monies in the amount of $1.5 million. 10. 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. 11. 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. 185 SANITARY SEWER IMPROVEMENT FUND FISCAL YEAR 2008 Updated estimated costs of $20,223,000 for simultaneous construction of both sewers and water pipes were presented at the June 27, 2006 Village Council meeting by Lourdes Abadin of Estrada Hinojosa, the Village's Financial Advisor for the project. This number includes updated construction costs as well soft costs for hiring a project manager and public relations firm (7% of construction costs). The combined sanitary sewer estimate of $11,770,000 represents 58.2% of the cost; the combined water pipe estimate of $8,453,000 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. 12. 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. 186 / S 0 9 ti F LEGEND P EXISTING MDWASD PUMP STATION E PROPOSED PUMP STATION ZONE 1 ZONE 2/3 ZONE. 4 PISSI POST BUCKLEY SCHUH & JERNIGAN, INC. VILLAGE OF KEY BISCAYNE MILESTONES FOR THE VILLAGE incorporation: Yes= 1,653 No= 1,137 November 6, 1990 Charter Adoption: Yes= 1,124 No= 541 June 18, 1991 Date of First Council Election September 3, 1991 First Council Meeting September 23, 1991 Ordinance 92-8 (Local Planning Agency) February 25, 1992 Village Manager Hired March 2, 1992 Beautification Program Initiated May 12, 1992 Mission Statement Adopted June 6, 1992 Transition Agreement approved by Village Council June 9, 1992 Ordinance 92-14 (Special Master) June 23, 1992 Village Offices Dedicated June 25, 1992 Recreation Department Operational July 20, 1992 Police Chief Hired August 17, 1992 HURRICANE ANDREW ($2,212,725) August 24, 1992 Building, Zoning and Planning Department Operational September 1, 1992 Calusa Park Exchange - Unofficially Given to Village October 20, 1992 ORDINANCE 93-2 (FEMA Flood) January 5, 1993 Village Government Recognized by ICMA January 28, 1993 Police Department Operational March 1, 1993 Resolution 93-08 (Opted out of Miami -Dade Fire District) March 9, 1993 Organizational Chart Adopted April 27, 1993 Fire Referendum: Yes= 752 No=1,313 April 27, 1993 Fire Rescue Chief Hired May 17, 1993 Village Seal Adopted June 8, 1993 Stormwater Utility Fund created June 22, 1993 Police Station at 85 West Enid Drive Operational August 25, 1993 Stormwater Master Plan Adopted September 14, 1993 Fire Rescue Department Operational October 1, 1993 188 MILESTONES FOR THE VILLAGE Grand Bay Project Approved Tree Farm Acquisition (Village Green) 200 Crandon Boulevard structure Demolished r November 1 1, 1993 February 10, 1994 August 13, 1994 ORDINANCE No. 94-6 (Master Plan Adopted) August 16, 1994 RESOLUTION 94-38 (Naming Village Green) October 1 1, 1994 Emergency Complex Dedication - Temporary Facilities November 30, 1994 Solid Waste & Recycling Collection Service Inception January 1, 1995 Village Green Dedicated April 22, 1995 Stormwater Sewer Construction Project Commenced June 19, 1995 Ocean Club of Key Biscayne Project Approved July 27, 1995 ORDINANCE 95-8 (Master Plan Final Adoption) September 12, 1995 Village Green Development Plan accepted January 9, 1996 Land Purchase Straw Ballot 1 .) Community Center 2.) Village Offices 3.) Police/Fire Facilities Y= 706 N= 775 Y= 430 N= 938 Y= 584 N= 830 March 12, 1996 ORDINANCE 96-1 (Deregulation of Cable Rates) 1 1 March 12, 1996 Sidewalk Construction Program initiated April 29, 1996 Fifth Year Anniversary Celebration of Incorporation June 18, 1996 Traffic Calming Master Plan Adopted September 10, 1996 Master Plan approved by State October 20, 1996 Statewide Catastrophic Response and Recovery Mutual Aid Agreement executed November 25, 1996 Key Biscayne School 27,000 sq. ft. Ground Breaking Addition November 1, 1996 Charter Revision Committee appointed December 10, 1996 Petitioner's Debt Cap Charter Amendment Defeated Yes= 386 No= 646 January 21, 1997 Charter Election: 24 Amendments approved by voters June 10, 1997 Long Range Beach Nourishment Plan Adopted October 28, 1997 ORDINANCE 97-21 (Fire/ Police Retirement Plan) September 9, 1997 Heritage Trail Dedication November 11, 1997 189 MILESTONES FOR THE VILLAGE Lake and Ocean Parks dedicated to the Village February 20, 1998 Sanitary Sewer Ballot:' Yes= 172 No=197 February 24, 1998 Floodplain Management Plan adopted (Resolution 98-18) April 28, 1998 Mayor Term Referendum: Yes= 286 No=646 June 30, 1998 CRS Rating "7 approved by FEMA March 5, 1998 County School Board approves K-8 April 28, 1998 Fire Rescue Department receives Accreditation September 10, 1998 ORDINANCE 98-9 ($7.2 Million Stormwater Bond, 4.13%) October 27, 1998 ORDINANCE 98-10 (Sanitary Sewer Improvement Fund) October 27, 1998 ORDINANCE 99-3 (Special Assessment Procedures) April 20, 1999 Mashta Bridge Dedication May 26, 1999 ORDINANCE 99-6 ($10 Million Civic Center Bond, 4.72%) June 22, 1999 CRS Rating 6 approved by FEMA August 25, 1999 New Council Chamber opened August 31, 1999 Swale Referendum: Yes= 380 No= 967 October 5, 1999 1. Special Assessment Charter Amendment Y-689 N-619 2. Repeal Ordinance 99-3(Assessment) Y-580 N-681 3. Repeal Ordinance 99-9 (Loan) Y-485 N-820 May 16, 2000 ORDINANCE 2000-2 (20 M.P.H. Maximum Speed Zone) March 14, 2000 560 Crandon Boulevard Acquisition September 21, 2000 Ordinance 2000-8 ($10 Million Civic Center) July 1 1, 2000 Ocean Park Phase One Construction Completion August, 2000 Village Green Fountain June 10, 2001 Gazebo Bandstand July, 2001 Tenth Anniversary Celebration September, 2001 Village Manager hired May 6, 2002 Police/Administration Building & Fire Station Dedication October 28, 2002 Community Center Opens November 1, 2004 Vilage Manager Hired August 28, 2007 190 HURRICANE PREPAREDNESS AND RECOVERY PLAN FISCAL YEAR 2008 Located in the center of the southern -most U.S. barrier island, situated in the path of powerful hurricanes and tropical storms, the Village made an early commitment to storm preparation. Even though storm mitigation had been an important issue for the Village since incorporation, Hurricane Andrew's destruction on August 24, 1992 emphasized the dire need for a formal hurricane preparedness and recovery plan. In the wake of Hurricane Andrew, the Village of Key Biscayne has formalized two (2) separate storm plans, the Emergency Response Plan (ERP) and the Storm Preparation and Recovery Plan for the Village of Key Biscayne Beach (SPRP), as well as initiated citizen training. Since incorporation, the following storm preparation and recovery activities have been accomplished: 1. The Village received $2,212,725 from the Federal Emergency Management Agency (F.E.M.A.) to cover a portion of Hurricane Andrew's destruction. 2. Completed May 1994, the Emergency Response Plan (ERP) outlines Village hurricane preparedness and recovery procedures. Information on the ERP is annually reviewed and discussed by staff as well as disseminated to condominium managers. All condominiums have been invited to share the Village radio frequency for emergency purposes. As a test of effectiveness, Village staff participates with other Florida Communities in the annual statewide hurricane preparedness drill. 3. Village Resolution No. 96-8, adopted April 9, 1996, authorized Village participation in the Statewide Mutual Aid Agreement for Catastrophic Disaster Response and Recovery between the Florida Division of Emergency Management and the Village. This agreement allows for reciprocal aid and assistance in times of emergencies. The Village received an executed copy of this agreement from the Director of Emergency Management on October 29, 1996. 4. The 1996 locally produced hurricane procedures video, "Before the Storm", is available for viewing at the Office of the Village Clerk. The hurricane video, community workshops, and other storm information are shown on channel 99 throughout the hurricane season. Annually, the Village provides, through its government offices, the NBC 6 brochure "Storm Watch" a hurricane planning, preparation and protection guide. 5. In June 1997, the Village purchased a generator certified to run the two (2) fully operational stormwater pump stations, as well as the entire Emergency Services Complex, consisting of the Police and Fire Stations and the Emergency Operations Center (E.O.C.). 6. In July 1997, a voice mail information system became operational, enabling Village residents to obtain current governmental information by dialing (305) 365 -NEWS. This system enhances the Village ability to inform residents of pre -incident and post -incident actions. 7. The first group of 25 Community Emergency Response Team (C.E.R.T.) members completed the six week training course on August 27, 1998. The C.E.R.T. program is designed to train a group of 10 to 15 members of a neighborhood, apartment/condominium complex, or similar residential area, to prepare for and respond after a disaster. The second 14 member class completed their training on December 19, 998. 191 HURRICANE PREPAREDNESS AND RECOVERY FISCAL YEAR 2008 8. Complementary to the Hurricane Plan is the Storm Preparation and Recovery Plan for the Village of Key Biscayne Beach (SPRP). The Plan was reviewed by several County, State and Federal agencies for accuracy. The plan is intended to document pre -storm and post -storm Village beach conditions, as well as help to identify hazards along the Atlantic coast, following any major weather phenomenon. This plan was designed in response to the November 1996 storm that ravaged the Dade County coastline, and the resulting realization that the Village of Key Biscayne must take steps to ensure its own beach recovery. 9. In July 1998, the Village of Key Biscayne and the Ocean Club reached an agreement whereby the oceanfront development would provide manpower and equipment to clear road debris and provide post -hurricane headquarters to the Village Government, at no cost. This is believed to be the first private -public agreement of its kind in Miami -Dade County. 10. The President of the United States issued an emergency declaration on September 22, 1998 making the Village eligible for disaster relief funding for Hurricane Georges. Resolution 98-60, adopted December 8, 1998, authorized the Village Manager to execute the Disaster Relief Funding Agreement for $1 12,924. 1 1. Resolution 98-57, adopted November 17, 1998, established Village support of the Hurricane Mitch relief effort in Central America, urging residents to send aid through local charities and authorizing the Village Manager to investigate an active role for the Village Government. 12. Resolution 99-46, adopted May 11, 1999, established a Special Disaster Relief Reserve Fund, in which the Hurricane Georges federal reimbursement of $112,924 was deposited. The Village will utilize this fund for hurricane planning and improvement of the Emergency Management Plan. 13. At the nomination of the Village, Ocean Club Project Superintendent, Mr. Rick Chitwood, received the 13th Annual Governor's Hurricane Conference Corporate Award on June 9, 1999, for his knowledge and expertise in the principles of emergency management and hazard mitigation. 14. A Hurricane Preparedness Manual was prepared and distributed to all condominium managers in June of 2000. 15. Resolution 2001-14 adopted February 13, 2001 approved the Statewide Mutual Aid Agreement providing for Mutual Aid in disasters. 16. The Hurricane season of 2004 brought three named storms to the State of Florida. The Village suffered minimal damage after Hurricanes Charley, Francis, and Jeane. The Village is eligible to receive relief funding for Hurricanes Francis and Jeane and is currently working with FEMA. 17. The Hurricane Season of 2005 was extremely busy. Three named storms passed through Key Biscayne. The Village suffered minimal damage from Hurricanes, Katrina, Rita and Wilma. The Village is eligible to receive funding for all three hurricanes and is working closely with FEMA. 18. Resolution 2006- adopted April 25, 2006 approved a contract with All Hands Consulting to prepare the Village Comprehensive Emergency Master Plan. 192 AWARDS AND RECOGNITION FISCAL YEAR 2008 The Village of Key Biscayne accomplished numerous goals and objectives in 2007. Since incorporation, various Departments have received the following highlighted accolades for their efforts and final products. * Village Council 1998 Wal-Mart American Hometown Leaders Award Councilmember Betty Q. Sime * Office of the Village Manager 1999 FGCA Award 1998 Annual Video Report - Village of Key Biscayne "Our Island Paradise" 1999 3CMA Savvy Award of Excellence - Best One Time Video 1998 Annual Video Report - Village of Key Biscayne "Our Island Paradise" 1998 City Hall Public Information Contest Grand Award Key Biscayne Heritage Trail Brochure 1998 American Association for State and Local History (AASLH) Certificate of Commendation Key Biscayne Heritage Trail 1997 Aventura Chamber of Commerce First Annual Pacemaker Award C. Samuel Kissinger, Village Manager 1997 Society of Public Administration South Florida Chapter Professionalism in Government Award C. Samuel Kissinger, Village Manager Florida Division of Recreational Parks 1997 Certificate of Award for contributions to Bill Baggs Cape Florida State Recreation Area 1996 City Hall Public Information Contest Grand Award Five -Year Progress Report * Police Department 1998 City Hall Public Information Contest Grand Award Bicycle Safety Video - "Street Wise" 2005 Accreditation 193 * Building, Zoning & Planning Insurance Services Organization (ISO) Rating of 3 (highest given to a Miami -Dade County Municipality): 1992-2003 1998 FGCA Bronze Award - Community Relations Civic Design Charrette * Public Works Department The Florida Urban Forestry Council 1997 County or Municipal Program Grand Award 2000 The Florida Institute of Consulting Engineers selected the Mashta Island Bridge for an Honorable Mention Award 2003 National Floodplain Conference Model Community Award * Finance Department Government Finance Officers Association (GFOA) of the United States and Canada Distinguished Budget Presentation Award: 1993-2004 Government Finance Officers Association (GFOA) of the United States and Canada Certificate of Achievement for Excellence in Financial Reporting: 1992-2007 * Fire Rescue Department 1999 Life Safety Achievement Award Residential Fire Safety Institute Commission on Fire Accreditation International Accredited Agency: 1998-2003, 2003-2008 International Association of Fire Chiefs Life Safety Achievement Award: 1996-1999 Insurance Services Organization (ISO) Classification Change Class 4/9 to a Fire Protection Class 3: 1999 First Fully Paramedic S. FL Fire Service 1995 VILLAGE OF KEY BISCAYNE LOCAL ELECTED OFFICIALS ELECTED COUNTY OFFICIALS I. Miami -Dade Mayor The Honorable Carlos Alvarez Stephen P. Clark Center 1 1 1 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: Roger Carlton Chief of Staff Miami -Dade County Board of County Commissioners - District 7 111 Northwest First Street, Suite 220 Miami, Florida 33128-1963 Tel: (305) 375-5680 Fax: (305) 372-6103 District Office: 6330 Manor Lane Suite 100 South Miami, Florida 33143 Tel: (305) 669-4003 Fax: (305) 669-4044 E -Mail: district7@miamidade.gov http://www.miamidade.gov/district07/home.asp III. Miami- Dade County School Board (District Six) The Honorable Agustin Barrero 1450 N.E. Second Avenue Suite 202 Miami, FL 33132 Tel: (305) 995-1334 Fax: (305) 995-1572 Team Metro Office Suzanne Salichs Regional Coordinator Kendall office Kendall Town & Country 11820 Sherri Lane Miami, Florida 33183 Tel: (305) 270-4979 HTTP://itd,metro,co.dade.fl.us ELECTED STATE OFFICIALS IV. Governor The Honorable Charlie Crist Executive Office of the Governor The Capitol Tallahassee, Florida 32399-0001 Tel: (904) 488-4441 Fax: (904) 487-0801 MISSION STATEMENT: "TO PROVIDE A SAFE, QUALITY COMMUNITY ENVIRONMENT FOR ALL ISLANDERS THROUGH RESPONSIBLE GOVERNMENT. 194 VILLAGE OF KEY BISCAYNE LOCAL ELECTED OFFICIALS V. Senate (District 35) The Honorable Gwen Margolis (D) Aide: Zachary Korbin Tallahassee Office: Room 214 Senate Office Building 404 South Monroe Street Tallahassee, Florida 32399-1100 Tel: (850) 487-5121 Fax: (850) 921-7546 Miami Office: 1005 Kane Concourse, suite 205 Bay Harbor Island, Florida 33154 Tel: (305)993-3632 Fax: (305)993-3635 Email: margolis.gwen.web@flsenate.gov VI. House of Representatives (District 107) Tallahasse Office: 1301 The Capitol 402 South Monroe Street Tallahassee, Florida 32399 Tel: (850) 488-9930 The Honorable Luis R. Garcia (D) Aide: Matthew Monica Miami Office: 531 S.W. 12th Avenue Miami, FL 33130 Tel: (305) 325-2501 ELECTED FEDERAL OFFICIALS VII. United States Senate The Honorable Mel Martinez (R) Washington Address 524 Hart Senate Office Building Washington D.C. 20510 Tel: (202) 224-3041 Fax: (202) 224-2237 VIII. The Honorable Bill Nelson (D) Washington Address 517 Hart Senate Office Building Washington D.C. 20510 Tel: (202) 224-5274 Fax: (202) 224-8022 E -Mail: senator@billnelson.senate.gov Orlando Address 225 East Robinson Street, Suite 410 Orlando, Florida 32801 Tel: (407) 872-7161 Fax: (407) 872-7165 MISSION STATEMENT: "TO PROVIDE A SAFE, QUALITY COMMUNITY ENVIRONMENT FOR ALL ISLANDERS THROUGH RESPONSIBLE GOVERNMENT." VILLAGE OF KEY BISCAYNE LOCAL ELECTED OFFICIALS IX. United States House of Representatives (District 18) The Honorable Ileana Ros-Lehtinen (R) Washington Aide & Address Arturo A. Estopinan Chief of Staff 2160 Rayburn House Office Building Washington D.C. 20515-0918 Tel: (202) 225-3931 Fax: (202) 225-5620 Miami Aide 8, Address 8660 West Flagler Street, Suite 131 Miami, Florida 33144 Tel: (305 220-3281 Fax: (305)220-3291 MISSION STATEMENT: "TO PROVIDE A SAFE, QUALITY COMMUNITY ENVIRONMENT FOR ALL ISLANDERS THROUGH RESPONSIBLE GOVERNMENT." 196 FINANCIAL TERMS The Village of Key Biscayne Annual Budget is structured to be understandable and meaningful to both the general public and the organization. This glossary is provided to assist those unfamiliar with financial terms and a few terms specific to the Village's financial planning process. A Account: A term used to identify an individual asset, liability, expenditure control, revenue control, encumbrance control, or fund balance. Accountability: The state of being obligated to explain actions, to justify what was done. Accountability requires the justification for the raising of public resources and the purposes for which they are used. Accounting System: The total structure of records and procedures which discover, record, classify, summarize, and report information on the financial position and results of operations of a government or any of its funds, fund types, balanced account groups, or organizational components. Accrual Basis of Accounting: The method which records revenues when earned (whether or not cash is then received) and records expenditures when goods or services are received (whether or not cash is disbursed at that time). Activity: Departmental efforts which contribute to the achievement of a specific set of program objectives, the smallest unit of the program budget. Actual Prior Year: Actual amounts for the fiscal year preceding the current fiscal year which precedes the budget fiscal year. Adopted Budget: The financial plan adopted by the Village Council as an ordinance which forms a basis for appropriations. Ad Valorem Tax: Property taxes calculated as a percentage of the value of real or personal property. The percentage is expressed in mills (thousandths of dollars). Allocation: The distribution of appropriated funds to a particular Fund or Department level authorized to incur obligations. Appraise: To estimate the value, particularly the value of property. Appropriation: The authorization by the governing body to make payments or incur obligations for specific purposes. 197 FINANCIAL TERMS Appropriated Fund Balance: The amount of surplus funds available to finance operations of that fund in a subsequent year, or years. Assess: To establish an official property value for taxation. Assessed Value: A valuation set upon real estate by Metro Dade County Property Appraiser as a basis for levying real property taxes (Ad Valorem Tax). Asset: Resources owned or held by governments which have monetary value. Assets may be tangible or intangible and are expressed in terms of cost or some other value. Probable future economic benefits obtained or controlled by the government as a result past transactions or events. B Balanced Budget: Occurs when planned expenditures equal anticipated revenues. In Florida, it is a requirement that the budget submitted to the Village Council be balanced. Balance Sheet: The basic financial statement which discloses the assets, liabilities, and equities of an entity at a specified date in conformity with GAAP. Basis of Accounting: A term used to refer to when revenues, expenditures, expenses, and transfers -- and the related assets and liabilities -- are recognized in the accounts and reported on the financial statements. Specifically, it relates to the timing of measurements made, regardless of the nature of the measurement, on either the cash or accrual method. Basis Points: The measure of the yield to maturity of an investment calculated to four decimal places. A basis point is 1 /100th of 1 percent (.01 percent) . Beach Nourishment: The maintenance of a restored beach by the replacement of sand. Bond: A written promise to pay a designated sum of money (the principal) at a specific date in the future, along with periodic interest at a specific rate. The payments on bonds are identified as Debt Service. Bonds are generally used to obtain long-term financing for capital improvements. Bond Funds: Resources derived from issuance of bonds for specific purposes and used to finance capital expenditures. 198 FINANCIAL TERMS Bonded Indebtedness: Outstanding debt by issue of bonds which is repaid by ad valorem or other revenue. Bond Rating: A rating (made by an established bond rating company) from a schedule of grades indicating the probability of timely repayment of principal and interest on bonds issued. Budget (operating): A plan of financial operation embodying an estimate of proposed expenditures for a given fiscal year and the proposed means of financing them (revenue estimates). The term is also used for the officially authorized expenditure ceilings under which a government and its departments operate, usually one year. Budgetary Basis: This refers to the basis of accounting used to estimate financing sources and uses in the budget. This generally takes one of three forms: GAAP, cash, or modified accrual. Budget Calendar: The schedule of key dates which the Village follows in the preparation and adoption of the budget. Budget Document (Program and Financial Plan): The official written statement prepared by the Village staff reflecting the decisions made by the Council in their budget deliberations. Budget Message: A general discussion of the proposed budget written by the Village Manager to the Village Council. The message provides the Village Council and the public with a general summary of the most important aspects of the budget. Budget Ordinance: The schedule of revenues and expenditures for the upcoming fiscal year which is adopted by the Village Council each year. Budget Process: The process of translating planning and programming decisions into specific financial plans. C Capacity: A measure of an organization's ability to provide customers with the demanded service or products, in the amount requested and in a timely manner. Capital Expenditure: A company's expenditure to acquire capital assets. 199 FINANCIAL TERMS Capital Improvement Program (CIP): A projection of capital (long-lived and significant) expenditures over the coming five years. The method of financing is also indicated. Capital Improvement Fund: An account used to segregate a portion of the government's equity to be used for future capital program expenditures. Capital Outlay: The amount set aside in the operating budget each year for capital expenditures. Capital Project: Major construction, acquisition, or renovation activities which add value to a government's physical assets or significantly increase their useful life. Also called capital improvement. Capital Projects Budget: A fiscal year budget for capital expenditures, i.e. items or projects of significant value with a probable life of one or more years, and the means of financing them. Cash Basis: The accounting method which records revenues when they are received in cash and records expenditures when they are paid. Cash Management: The process of managing monies for the Village to ensure maximum cash availability and maximum yield on short-term investments of idle cash. Certiorari: A judicial proceeding to review an assessment of real property. Consumer Price Index (CPI): A statistical description of price levels provided by the U.S. Department of labor. The index is used as a measure of the increase in the cost of living (i.e., economic inflation). Consolidated Budget: The consolidated budget section contains a summary of all Village funds and all revenues and expenditures. 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. 200 FINANCIAL TERMS Cost Sharing: The contribution that a grantee must make to help fund the total cost of a project. County Wide Service Area: Miami -Dade County is the regional government for all residents of the county. As the area -wide government, the county has the responsibility to provide certain services to all residents. The countywide services include: public health care (Jackson Memorial Hospital), sheriff, jails, courts, mass transportation (Metrorail), environmental protection, certain parks and public works activities, elections, tax collection, property appraisal and social service programs. The revenue to pay for countywide services comes from property and gas taxes, licenses, charges for services, intergovernmental aid, fines and forfeitures, transfers, and interest earnings. Emergency Management, Trauma Coordination, and Air Rescue are part of the Miami -Dade Fire Rescue Department, but are classified as county wide services and, therefore, are in the county wide budget, not in the Fire Rescue District budget. All of these services are provided for all residents (and visitors) in the county, regardless of where they live. Current Revenues: Those revenues received within the present fiscal year. Customer: The recipient of a product or service provided by the Village. D Debt Service: The annual payment of principal and interest on the Village's outstanding bonded indebtedness. Debt Service Fund: Fund used to account for the accumulation of resources for and payment of general long term debt principal, interest, and related costs. The payment of principal and interest on borrowed funds. Delinquent Taxes: Taxes remaining unpaid on or after the date on which a penalty for nonpayment is attached. Department: A major administrative division of the Village, which indicates overall management responsibility for an operation or a group of related operations within a functional area. A department usually has more than one program and may have more than one fund. Depreciation: Expiration in the service of life of capital assets attributable to wear and tear, deterioration, action of the physical elements, inadequacy or absolence, or the portion of the cost of a capital asset which is charged as an expense during a fiscal period. 201 FINANCIAL TERMS Disbursement: The expenditure of monies from an account. Distinguished Budget Presentation Awards Program: A voluntary awards program administered by the Government Finance Officers Association to encourage governments to prepare effective budget documents. The Village has received this award since 1993. E Employee (or Fringe) Benefits: Contributions made by a government to meet commitments or obligations for employee fringe benefits. Included are the government's share of costs for Social Security and the deferred compensation, medical, legal, disability and life insurance plans. Encumbrance: Commitments of funds for contracts and services to be performed. When encumbrances are recorded, available appropriations are correspondingly reduced. These funds cease to be an encumbrance when paid, and become a disbursement. Enterprise Fund: Funds established to account for operations which are financed and operated in a manner similar to private enterprises. The intent is that the expense of providing services to the public on a continuing basis (including depreciation) be financed or recovered primarily through user fees. Equity: Balance remaining after liabilities are deducted from assets. Equity Funding: Funding is accomplished with available resources, and does not include leveraged resources. Project funding is dictated by the availability of cash. Estimated Revenues: Projections of funds to be received during the fiscal year. Expenditure: An expenditure is an outlay of money. It includes the cost of goods delivered or services provided, including operating expenses, capital outlays, and debt service. They also include such things as paying salaries of police, fire and others, purchasing materials, electricity, water and gas, and making long-term debt payments. F Federal Emergency Management Agency (FEMA): Federal agency responsible for the overall coordination of federal disaster response and recovery activities including public assistance programs. Final Budget: Term used to describe revenues and expenditures for the upcoming year beginning October 1st, and ending September 30th, as adopted by the 202 FINANCIAL TERMS Village Council. Financial Policy: A government's policies with respect to revenues, spending, and debt management as these relate to government services, programs, and capital investments. Fiscal policy provides an agreed -upon set of principles for the planning and programming of government budgets and their funding. The Village policy was adopted August 10, 1993. Financial Terms: A glossary of specialized financial terms. Fiscal Year: The 12 -month period to which the annual budget applies. The Village's fiscal year begins October 1st, and ends on September 30th. Fixed Assets: Assets of long-term character that are intended to continue to be held or used, such as land, buildings, machinery, furniture, and other equipment. Franchise: A special privilege granted by a government permitting the continuing use of public property, such as city streets, and usually involving the elements of monopoly and regulation. Franchise Fees: Fees levied by the Village in return for granting a privilege which permits the continual use of public property such as city streets, and usually involves the elements of monopoly and regulation. Full Faith and Credit: A pledge of government's taxing power to repay debt obligations. Fund: An independent fiscal and accounting entity with a self -balancing set of accounts. Funds are established to attain certain objectives or to simply segregate activities. Examples are the General Fund, Refuse Collection and Recycling Fund, the Stormwater Utility Fund and the Sanitary Sewer Fund. Fund Balance: The excess of entity's assets over liabilities for a fund. A negative fund balance is sometimes called a deficit. G GAAP: Generally Accepted Accounting Principles. Uniform minimum standards for financial accounting and recording, encompassing the conventions, rules, and procedures that define accepted accounting principles. The primary authoritative body on the application of GAAP to state and local governments is the Governmental Accounting Standards Board (GASB). 203 FINANCIAL TERMS General Fund: The fund that is available for any legal authorized purpose and which is therefore used to account for all revenues and all activities except those required to be accounted for in another fund. Note: The General Fund is used to finance the ordinary operations of a governmental unit. The entity receives revenue from specific sources and spends it on specific activities. General Ledger: A book, file, or other device which contains the accounts needed to reflect the financial position and the results of operations of an entity. In double entry bookkeeping, the debits and credits in the general ledger are equal; therefore, the debit balances equal the credit balances. General Obligation Bonds: Bonds for the payment of which the full faith and credit of the issuing government are pledged. In issuing general obligation bonds, the Village of Key Biscayne pledges to levy whatever property tax is needed to repay the bonds for any particular year. General Obligation Bonds cannot be issued without voter approval and are usually issued with maturities of between 15 and 30 years. GFOA: Government Finance Officers Association. An organization founded to support the advancement of governmental accounting, auditing, and financial reporting. Goal: A long-term, attainable target for an organization. An organization's vision of the future. Goals and Objectives: A narrative in each department which establishes a program of non -routine, or especially emphasized, intentions and tasks for each Village department or sub -department during a one-year period. It is not necessarily a fiscal period. Grant: A contribution by one governmental or other organizational unit to another. The contribution is usually made to aid in the support of a specified function (for example, public works). I Impact Fees: Fees charged to developers to cover, in whole or in part, the anticipated cost of improvements borne by the Village that will be necessary as a result of the development. Infrastructure: The physical assets of a government (e.g., streets, water, sewer, public buildings and parks). 204 FINANCIAL TERMS Inter -fund Transfer: Equity funds transferred from one fund to another. Intergovernmental Revenue: Funds received from federal, state, and other local governmental sources in the form of shared revenues. Insurance Services Office/Commercial Risk Service (ISO): An insurance rating system used to rate the cost of insurance for property owners. The lower a district's rating the lower the cost of insurance. Village rating is a three. l Liabilities: Debts or other legal obligation arising out of transactions in the past, which must be liquidated, renewed, or refunded at some future date. This term does not include encumbrances. Line Item: A specific item defined by detail in a separate account in the financial records. Revenue and expenditure justifications are reviewed, anticipated and appropriated at this level. M 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. 205 FINANCIAL TERMS 0 Objective: A specific measurable and observable result of an organization's activity which advances the organization toward its goal. Objects of Expenditure: Expenditure classifications are based upon the types or categories of goods and services purchased. The Village's are: 100 - Personal Services (salaries and wages), 200 - Payroll -Related Expenses (payroll taxes, retirement contributions, health and insurance benefits, workers compensation insurance), 300 - Professional and Other Contracted Services, 400 - insurance, rentals, utilities, postage, advertising, printing, maintenance, 500 - Supplies, Publications, Dues & subscriptions, 600 - Capital outlay (land, buildings, improvements, equipment, construction -in -progress), 700 - Debt Service (Principal and Interest), 800 - Grants to Other Governmental Units and/or Private Organizations, 900 - Interfund Transfers, Contingency. Obligations: Amounts which a government may be legally required to meet out of its resources. They include not only actual liabilities, but also encumbrances not yet paid. Operating Budget: The Village's financial plan which outlines proposed expenditures for the coming fiscal year and estimates the revenues which will be used to finance them. Operating Revenue: Funds that the government receives as income to pay for ongoing operations. It includes such items as taxes, fees from specific services, interest earning, and grant revenues. Operating revenues are used to pay for day to day services. Ordinance: A formal legislative enactment by the Village Council. A law. OSHA: Occupation Safety & Health Administration. P Personnel Services: Expenditures for salaries, wages, and related employee benefits. Policy: A plan, course of action, or guiding principle, designed to set parameters for decisions and actions. Productivity: A measure of the service output of Village programs compared to the per unit of resource input invested. 206 FINANCIAL TERMS Programs and Objectives: The descriptions of the structure, purposes, activities, tasks and volumes or frequencies of each organizational unit shown in the budget. The period spans the fiscal year. Property Tax Rate: A tax based on the assessed value of the real property. It is also called an ad valorem tax. The tax is determined by multiplying the taxable value of the property by the millage rate. If a house has a taxable value of $300,000 and the millage rate is 1, then $300 in taxes are assessed, and if the millage rate is 10, then $3,000 in taxes are assessed. Property Tax Calculations. If the taxable value of a property after taking all exemptions is $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. 207 FINANCIAL TERMS s Service: An activity that: produces an output that is not physical in nature; and produces an output that, when provided, provides utility to the customer in the form of intangible benefits. Service Charges: The amount the Village receives for the provision of services and commodities, or the performance of specific services benefiting the person charged. Special Assessment: A compulsory levy made against certain properties to defray part or all of the cost of a specific improvement or service deemed to primarily benefit those properties. All tax-exempt property in the affected area will also have to pay the special assessment. Surplus: The use of the term "surplus" in governmental accounting is generally discouraged because it creates a potential for misleading inference. Undesignated fund balance is used instead. The concept of ❑net worth❑ in commercial accounting is comparable to ❑fund balance❑ in government accounting. That portion of the fund balance which is not reserved for specific purposes or obligations is called the undesignated fund balance; it is the true surplus. T Tax Base: Total assessed valuation of real property within the Village. Tax Levy: The total amount to be raised by general property taxes for purposes specified in the Tax Levy Ordinance. Tax Rate: The amount of tax levied for each $1,000 of assessed valuation. Tax Roll: The official list of the Dade County Tax Assessor showing the amount of taxes imposed against each taxable property. Taxinci Limit: The maximum rate at which the Village may levy a tax, which for Florida municipalities is 10 mills, or $10 per thousand dollars of assessed value. Transfers: Amounts transferred from one fund to finance activities in another fund. Traunch: One of many influxes of cash which is part of a single round of investment. TRIM: Truth in millage (section 200.065, Florida Statute) . 208 FINANCIAL TERMS Trust Fund: A fund used to account for assets held by the City in a trustee capacity for individuals, other governments or other funds. U Undesianated Fund Balance: That portion of the fund balance available for use in subsequent budgets. The term is preferable over the commonly used and ill- defined a surplus. User Fee: Charges for specific services provided only to those paying such charges. Examples would be stormwater utility and refuse collection, disposal and recycling fees. Utility Taxes: Municipal charges levied by the Village on every purchase of a public service within its corporate limits. Public service includes electricity, gas, fuel oil, water, and telecommunications service. V Value: Worth of a product or service related to the use to which it can be put; reflection of the cost of a product or service measured in terms of labor time absorbed; present worth of future benefits that accrue from a product or service. Values: The underlying beliefs and attitudes that help determine the behavior that individuals within an organization will display. Vision: An objective that lies outside the range of planning. It describes an organization's most desirable future state, and it declares what the organization needs to care about most in order to reach that future. W Workload Indicators: An indication of the output of a department. It may consist of transactions, products, events, services or persons served. 209 .