HomeMy Public PortalAbout2006 Adopted Budget.tifVILLAGE OF KEY BISCAYNE
ADOPTED
FISCAL YEAR 2006
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
2006 programs services and financial information The Fiscal Year 2006 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 2006 budget is
intended to serve four purposes
THE BUDGET AS A POLICY
DOCUMENT
THE BUDGET AS AN
OPERATIONS GUIDE
THE BUDGET AS A
FINANCIAL PLAN
THE BUDGET AS A
COMMUNICATIONS
DEVICE
As a policy document the Budget indicates what services the Village will
provide during the twelve month period beginning October 1 2005 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 2005 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 2005 and comparison of financial activity over a four-year
period The budget document includes an appropriation from the General
Fund to the Capital Improvement Fund
The Budget is designed to be user friendly with summary information in text
charts, tables and graphs A glossary of financial budget terms is included
for your reference In addition to this reader's guide, the table of contents
provides a listing in the order of the sections in this document The
appendix section includes miscellaneous information relevant to the Village
Should you have a question about the Village budget that this document
does not answer please feel free to call the Department of Finance at (305)
365-8903 An Executive Summary is available from the Office of the Village
Clerk 88 W McIntyre Street, Key Biscayne Florida 33149
1
TABLE OF CONTENTS
Fiscal Year 2006
INTRODUCTION
Village Government 1
Independent Consultants 3
Mission Statements 4
Organizational Chart 5
Authorized Full Time Positions 6
About the Key 7
Annual Budget Procedures 10
Fund Structure 11
2005 Budget Schedule 13
BUDGET MESSAGE
Budget Message 14
Exhibit One 18
Exhibit Two 20
Exhibit Three 22
GOALS AND OBJECTIVES
Council Goals & Objectives 25
FINANCIAL POLICY
Financial Policy
Taxation Ordinance
CONSOLIDATED BUDGET
Consolidated Budget Summary
Fund Types
27
31
32
34
GENERAL FUND
General Fund 38
2005 Estimated Property Taxes 39
Property Tax Comparison 40
Certification of Taxable Value 41
REVENUES
General Fund Revenues 42
Revenue Budget Detail 45
Revenue Projection Rationale 47
EXPENDITURES
Expenditures
General Fund Budget Comparison
59
60
VILLAGE DEPARTMENTS
Village Council 61
Administration 66
Office of Village Clerk 76
Office of Village Attorney 82
11
TABLE OF CONTENTS
Fiscal Year 2006
VILLAGE DEPARTMENTS
Debt Service 86
Building Zoning & Planning 90
Fire Rescue 104
Police 117
Public Works 135
Recreation 145
CAPITAL IMPROVEMENT FUND
Capital Improvement Fund
Village Civic Center
STORMWATER UTILITY FUND
Stormwater Utility Fund
Stormwater Fund Exhibits
156
160
170
175
SOLID WASTE FUND
Solid Waste Fund 177
SANITARY SEWER FUND
Sanitary Sewer Fund
Sanitary Sewer System
180
198
APPENDIX
Important Dates for the Village 199
Hurricane Preparedness &
Recovery 202
Accomplishments & Awards 204
Elected Officials 205
GLOSSARY
Glossary
MAP
Map of Dade County
Map of Key Biscayne
208
Back Cover
Back Cover
111
VILLAGE OF KEY BISCAYNE, FLORIDA
FISCAL YEAR 2006
Village Council
Robert Oldakowski, Mayor (Term Expires 11/14/2006)
Robert Vernon, Vice Mayor (Term Expires 11/14/2006)
Enrique Garcia (Term Expires 11/14/2006)
Stephen Liedman (Term Expires 11/14/20a5)
Dr Jorge Mendia (Term Expires 11/14/2006)
Thomas Thornton (Term Expires 11/14/20Q5)
Patricia Weinman (Term Expires 11/14/2006)
Administrative Officials
Jacqueline R Menendez
Village Manager
Conchita H Alvarez CMC
Village Clerk
Weiss Serota Helfman Pastoriza Guedes 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 2006
The Administrative Team
Jud Kurlancheek AICP Director
Eugenio Santiago Building Official
Building Zoning and Planning Department
John C Gilbert Director
W Franklin Barron Deputy Fire Chief
Fire Rescue Department
Charles Press Police Chief
Steven B Capone Deputy Police Chief
Police Department
Randolph G White Director
Finance Department
Armando A Nunez Director
Public Works Department
Todd A Hofferberth Director
Recreation Department
Village Council Appointments
Special Masters
Mortimer Fried
Jennifer Leal
Dennis M O'Hara
Rosemary Sala
Government Relations
Gomez Barker Associates
Fire/Police Retirement Board of Trustees (Two Year Terms)
Barclay E Cale Chair Michael Haring Secretary
Joe Monteagudo Servando Parapar
Robert Maggs
MISSION STATEMENT TO PROVIDE A SAFE QUALITY COMMUNITY ENVIRONMENT FOR ALL ISLANDERS THROUGH RESPONSIBLE GOVERNMENT
2
INDEPENDENT CONSULTANTS
FISCAL YEAR 2005
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 Arbonst
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
Spills Candela and Partners
800 Douglas Entrance
Coral Gables Florida 33134
Engineering Services
Coastal Systems International Inc
464 South Dixie Highway
Coral Gables Florida 33146
Corzo Castella Carballo Thompson
Salman P A
901 Ponce de Leon Boulevard Suite 900
Coral Gables Florida 33134
Edward E Clark Engineers -Scientists
Inc
7270 N W 12th Street Suite 740
Miami Florida 33126
Post Buckley Schuh & Jernigan Inc
2001 N W 107th Avenue
Miami Florida 33172
Williams Hatfield & Stoner Inc
4601 Ponce de Leon Boulevard Suite
220
Coral Gables Florida 33146
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 permuted 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
Village Manager
Police/Fire
Retirement
Board
Department of
Building,
Zoning and
Planning
11111112
-11=
Department of
Public Safety
Fire Rescue
Police
Department of
Recreation
Special Events
Sports and
Athletics
Programs
and Tours
Senior
Services
Department of
Public Works
Contract
Su • ervisor
Stormwater
Mana ement
Refuse
Collection
and Recycling
Department o
Finance and
Administrative
Services
Finance/
Acc•untin
Personnel/
Benefits
5
AUTHORIZED POSITIONS
FISCAL YEARS 1999-2006
The Chart below shows the distribution of authorized General Fund full and part-time
positions by departments for the twelve month period for the years 1998 through 2005
The number of full and part-time employees for Fiscal Year 2006 has decreased to 129
due to the elimination of the Assistant Village Manager position
SUMMARY
Department
1999
2000
2001
2002
2003
2004
2005
2006
Office of the Village Manager
4
3
4 5
4
2 5
3 5
4 0
3 0
Finance and Administrative
Services
2
2 5
1 5
1
1
1
1
1
Office of the Village Clerk
1 5
1 5
1 5
1 5
2
2
2
2
Building Zoning and Planning
11
15 5
15 5
15 5
12 5
12 5
13 5
13 5
Police Department
38 5
40
40
40
40
41 5
40 5
40 5
Public Works Department
2
3
3
3
5
5
5
5
Fire Rescue Department
33
33
33
33
34
35
39
39
Recreation Department
3
2 5
3
3
4
4
25
25
Total Authorized Positions
95
101
102
101
101
104 5
130
129
6
ABOUT KEY BISCAYNE
Key Biscayne is a prestigious residential community which is seven mile long two mile wide barrier island only
minutes from downtown Miami and is in Miami -Dade County It is the southern most barrier island in the United
States of America Two ocean resorts attract visitors throughout the year Local retail business activity serves the
needs of the community residents and visitors to the island For additional information please consult the inside
front cover
General inkrim Dn
Form of Government
Council Manager
Governing Body
Village Council
6 Council member and 1 Mayor
Elected at large through non partisan elections Mayor and
Councilmembers have two year terms
Date of Incorporation
June 18 1991
Population
(Estimate provided by the University of Florida)
1995 8 892 1999 9 689 2010 10 759 Est
1997 8 937 2000 10 532 Census
1998 9 471 2005 10 165 Est
Village Services
Full Service including Police Fire Rescue Recreation Building
Zoning and Planning refuse collection and disposal and
stormwater management
Services provided by Miami Dade County
Library schools water and sewer and certain public works
functions
Eocrtion
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
Fife Protection
Number of Stations (Class 3)
1
Fire Hydrants
169
Emergency Response Time
Less than 3 minutes
Number of Rescue Trucks (Ambulances)
2
Police Protection
Number of Stations
Economics
Average Age
Average Household Income
Area Historic Sites (5)
1
40 1 years
$92 604
Florida Lighthouse Calusa Park Bear Cut Key Biscayne
Archeological Zones and 1855 U S Coast Guard Monument
Marker
7
ABOUT KEY BISCAYNE
w
Attendance Centers
1
Number of Students
Number of Teachers
1 035
75
Mies
Electricity
Florida Power & Light
Telephone
BellSouth Telephone Company
Miami Dade Water & Sewer Department
1 725
Average Daily Consumption
2 500 000
Sewers
807
Refuse Collection & Recycling Services
Participants
Single Family Homes
Customers
1 300 @ $420 per annum
Single Family Home Rate
$7 50 per month
Multi Family Unit Rate
$5 00 per month
Commercial Rate
Varies according to impervious area
Recreation and Culture
Number of Parks Four (15 5 acres)
Master Plan 2 5 acres per 1 000 population (25 acres)
Village Green 9 5 acres(Best Park in County) Oceanfront Park
2 0 acres Lake Park 1 acre Calusa Park 3 76 acres
Community Center
38 000 Square feet
Number of Libraries Miami Dade Branch
1 299 Crandon Boulevard
Houses of Worship
Churches
4
Housing
Units
5 665
Single Family Homes
1 280
Multi Family Units
4 686
Commercial Property
Shopping Centers
232 682 square feet (7 Centers)
Communications
ions
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
Hispanic or Latino and Race
PROFILE
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 2006
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 2006 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
Ad valorem Taxes
Franchise Fees
Utility Fees
Licenses & Permits
State Shared Revenues
Charges for Services
r
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
Interest •
•
Grants & Donations
•
Prior Year Fund Balance:
1
1
1
1
1
GENERAL
FUND
1
* General Fund - -'
Uses of Funds
General Government
Operations
r
1
1
1
1
1
1
1
1
1
1
1
1 r
1 1
1 1
1 1
'T -1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
L.-
Fees & Charges
Interest
[rior Year Fund Balance
Loan Proceeds
•
1
Interfund Transfers
_ _ _ Interest
Prior Year Fund Balance
•
1
1
1
1
1
1
1
1 ENTERPRISE
FUNDS1
1
Stormwater Utility Fund
1
1
-* Solid Waste Fund
-► Sanitary Sewer Fund
Environmental Facilities
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
L. -.
T
1
1
1
1
1
1
1
1
1
1
CAPITAL
PROJECT FUNDS
1
' C1
I 1-
1
1
1
apital Improvement
Fund
- - -► Civic Center Fund
Capital Facilities and
Improvements
Permanent Community
Facilities
1
1
1
1
1
1
1
1
12
BUDGET CALENDAR
FISCAL YEAR 2006
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 Resolution 2005- in July for use on the Notice of Proposed Taxes to be mailed to all
property owners on August 22 2004 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 2006 budget
ACTION
1 Staff meeting to begin
preparation of 2006
Annual Budget
2 Departmental Review
3 Certification of Taxable
Values by Miami -Dade
County Property
Appraiser is finalized
4 Proposed FY 2005
Budget presented by
Village Manager to
Village Council
5 Proposed millage rate
adopted for 2006 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
2006 Budget
10 Start of new Fiscal Year
DATE
January 24 2005
February through June
2005
July 1 2005
June 21 2005
August 3 2004
August 22 2005
September 13 2005
September 27 2005
October 1 2005
13
VILLAGE OF KEY BISCAYNE
Office of the Village Manager
Village Council
Robert Oldakowski Mayor
Robert L Vernon Vice Mayor
Enrique Garcia To Honorable Mayor and Members of the Village Council
Steve Liedman
Jorge E Mendia
Thomas Thornton From Jacqueline R Menendez Village Manager
Patricia Weinman
Village Manager Subject Adopted Fiscal Year 2006 General Fund Budget in Brief
Jacqueline R Menendez
Date December 20 2005
At this time I am pleased to present the Adopted Fiscal Year 2006 General Fund
Budget in Brief for the Village of Key Biscayne This represents a brief overview of
the adopted total operating budget of $19 390 686 an increase of $1 559 720 or 8%
over Fiscal Year 2005 Overall increases in the Village Budget can be attributed to
an increase in insurance expense and additional maintenance and repairs
expenses associated with the two new Civic Center buildings The estimated
property assessment for Fiscal Year 2006 is $3 8 billion representing an increase
from last year of 6%
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 held the line at
3 606 including fire and rescue service since 1997
REVIEW OF REVENUES
General fund revenues are expected to total $21 120 879 which represents a $1 957 875 or
9% increase over the previous year s budget of $19 163 004 Ad Valorem taxes account
for almost 71% of the revenues
14
88 West McIntyre Street • Suite 210 • Key Biscayne, Florida 33149 • (305) 365 5500 • Fax (305) 365 8936
MISSION STATE/NEVI TO I ROVIDE A SAFE QUAIITY COMMUNITY ENVIRONMENT FOR ALL ISLANDERS THROUGH RESPONSIBLE GOVERNMENT
www keybtscayne fl gov
BUDGET IN BRIEF
Fiscal Year 2006
Below is a breakdown of the General Fund Revenues
General Fund Revenues Adopted Adopted Difference Percent
FY 2004 FY 2005 Changed
Ad -valorem $13 275 737 $14 688 288 1 412 551 9 6%
Franchise Fees 688 600 700 000 11 400 1 6%
Utility Taxes 2 122 500 2 243 050 120 550 5 3%
Licenses & Permits 964 922 919 945 <44 977> -4 8%
State Shared Revenues 997 500 882 500 <115 000> -13 0%
Charges for Services 1 048 245 1 454 596 406 351 27 9%
Interest 58 000 225 000 167 000 74 2%
Grants & Donations 7 500 7 500 0 0%
Total Revenues
$19,163,004 $21,120,879 $1,957,875 9 2%
REVIEW OF EXPENDITURES
Total fund expenditures for the 2006 fiscal year are estimated at $16 688 956 an increase of
$1 437 781 or 8 6% over the 2005 budget The majority of the increase is associated with
personnel services category which represents the salaries and wages paid to Key Biscayne
employees 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 2006 General Fund Expenditures as
compared to the FY 2005 Budget
General Fund Adopted Adopted Difference Percent
Expenditures FY 2005 FY 2006 ± Changed
Village Council $222 367 $362 912 $140 545 38 7%
Administration 1 232 400 1 167 943 <64 457> 5 5%
Village Clerk 344 715 372 937 28 222 7 5%
Village Attorney 333 000 383 000 50 000 13 0%
Building Zoning & Planning 1 322 119 1 416 330 94 211 6 6%
Police 3 941 383 4 302 975 361 593 8 4%
Fire Rescue 4 585 276 4 853 035 267 759 5 5%
Public Works 1 252 245 1 361 663 109 418 8 0%
Recreation 2 017 669 2 468 161 450 492 18 2%
Total Expenditures
$15 251 175 $16 688 956 $1 437 781
8 6%
15
BUDGET IN BRIEF
Fiscal Year 2006
DEPARTMENTAL HIGHLIGHTS
Building Zoning & Planning Fiscal Year 2006 will represent the fifth 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 2006 reflects an increase of
$361 592or 9% over FY 2005 Fiscal Year 2006 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 are moving forward with our preparation for Florida and CALEA
accreditation an undertaking which should be complete at the end of calendar
year 2005
Fire Rescue Department The Fiscal Year 2006 budget for the Department reflects
an increase of $267 759 or 6% over FY 2005 This increase is primarily attributed to
increases in personnel expenses and lease of the fire truck 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 2006 brings new challenges to the Public
Works Department with completion of the Village Hall and Fire Station and the
implementation Crandon Boulevard Master Plan The Fiscal Year 2006 budget has
an increase of 109 418 due personnel expenses and added contractual services
16
BUDGET IN BRIEF
Fiscal Year 2006
The Public Works Department will continue to meet the needs and requests of
residents concerning landscaping Village public right of way storm water
maintenance refuse collection sidewalks beach maintenance and street
cleaning The Public Works Department along with the Village Manager's office will
work closely with Post Buckley Schuh and Jernigan Inc on the Sanitary Sewer
project The Public Works Department will continue its role as liaison to FPL Miami -
Dade Water and Sewer Department Miami -Dade County Public Works
Department Adelphia Cable and Bell South
Recreation Department With the addition of the Community Center the
Recreation Department will go above and beyond in providing islanders quality
recreational programs The department provides a wide variety of services
classes special events and activities to the residents of Key Biscayne The
Community Center building was officially opened on November 1st 2004 The
center offers residents an Olympic sized pool gymnasium wellness center aerobic
room teen/ youth room toddler room playstation computer lab arts and craft
room adult room and a multipurpose room The department will continue to work
with the Key Biscayne Athletic Club to provide sports programs for islanders of all
ages The department will continue to successfully identify alternative sources of
funding such as grants sponsorships and donations
Office of the Village Manager Special emphasis on the need to communicate
and disseminate accurate and timely information to our residents The Manager
will continue to work with staff on utilizing all available resources at our disposal to
inform the public The gavel -to -gavel broadcast of Village Council meetings will
be improved with the update of video equipment The office will continue to work
on the new Village website in order to provide more valuable information and
handle quick responses to requests for services
The Village Manager's Office will continue to work closely with county state and
federal officials in locating funds for the Village Sanitary Sewer Project and the
Crandon Boulevard Improvement Project The Village will receive $5 1 million from
the County General Obligation Bond Program and $1 million from the federal
government for the sewer project The Crandon Boulevard Improvement Project
has received funding from the half penny initiative
In today's job market it is necessary to remain competitive with other
municipalities in order to retain and hire quality employees Therefore in the area
of compensation and benefits of Village employees the Village has completed a
Salary Compensation and Job Description Survey The Village Manager has
conducted a thorough review of the Village's Employee Manual The Village
Council will be presented several recommendations on the Salary Compensation
and Job Description Survey as well as the Employee Manual Revisions
17
2006 BUDGET MESSAGE
2005 HIGHLIGHTS
FISCAL YEAR 2005 HIGHLIGHTS
I
The following is a breakdown of activities and/or projects this government has
undertaken during the 2005 Fiscal Year It continued projects and contracts for
municipal services begun in previous years and initiated new community
improvements and programs
1 Vision 2020/EAR
The State of Florida Local Government Comprehensive Planning Act
requires each municipality to complete an Evaluation and Appraisal
Report (EAR) of its Comprehensive Plan The EAR provides an opportunity
for the Village to determine the progress that was made in meeting the
goals and objectives as set forth in our 1995 Comprehensive Plan The
preparation of the EAR provides the Village with baseline data and
analysis that can be used to prepare a Vision Plan for the Village The
Vision Plan process not required by the DCA would start with drafting of a
Vision Statement to establish quality of life goals and objectives
standards ideals and aspirations for the Village The Vision Plan will then
translate these abstract associations into quantifiable actions that can be
implemented The Vision 2020/EAR Committee held two workshops to
provide a forum for residents to take part in planning the Village's future
2 Community Center
After several years of discussion and planning the Community Center was
opened on November 1 2004 The Village held a soft opening for the center
on October 19 2004 Village support for the building has been
overwhelming The center is 38 000 sq ft and is equipped with the following
a gymnasium wellness center aerobics/dance room teen room toddler
room playstation senior lounge arts and crafts room computer room
multipurpose room and pool Programs are offered for all age groups from
toddlers to seniors
3 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 21 2005
4 Village Website
In an age of technology it was necessary to revamp the Village website to
be more user friendly and more useful information to all residents The Village
worked closely with Henny Groschel Becker in the update of the website
The Village prepared a Request for Proposal for Website services and
18
2006 BUDGET MESSAGE
2005 HIGHLIGHTS
selected Accrisoft to run the Village website The Village's IT Supervisor is
constantly updating the website to provide residents with the latest news
5 National Flood Insurance Community Rating System
The Village of Key Biscayne has now been officially notified by the Federal
Emergency Management Agency (FEMA) that it has been " verified as a
Class 6 community in the National Flood Insurance Community Rating
System " This means that flood insurance policies issued or renewed
" effective April 1 2000 will receive a 20 percent premium discount " Key
Biscayne currently stands fourth statewide in the rating system The number
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
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
19
2006 BUDGET MESSAGE
2006 FORECAST
2006 FORECAST
I
The following is a breakdown of upcoming activities or projects the Village
Government will undertake during Fiscal Year 2006 This Budget continues projects
and contracts for municipal services begun in previous years and initiates new
community improvements and programs including the Village Civic Center and
Sanitary Sewer Construction Program
1 2006 Budget
The adopted 2006 Annual Budget for all funds was $ 21 754 571 and is broken
down into the following funds General Fund is $19 390 686 Solid Waste Fund
is $545 192 Stormwater Improvement Fund is $88 500 Capital Improvement
Fund is $1 730 193 The 3 606 mill rate has remained the same since 1997
2 Playing Fields
The Village will continue its efforts to maintain existing fields in Crandon Park
The Manager will continue to pursue potential fields on Virginia Key The
Village Manager was appointed to the Virginia Key Master Plan RFP
Committee to ensure the Village of Key Biscayne is aware of the happening s
on Virginia Key
3 Sanitary Sewer Construction Program
The Village Master Plan requires a central sanitary sewer for the entire
community by the year 2008 A Sanitary Sewer Master Plan has been
completed with final plans and specifications approved by the State of
Florida Department of Environmental Protection (DEP) Resolution 2001 -
adopted April 6 2001 directed a public hearing be held on May 8 2001
The public hearing was held and Resolution 2001-35 was adopted May 8
2001 authorizing the project to proceed and also approved the assessment
procedure The Village Manager requested authority to authorize the
Engineer to re -bid the project along with the replacement of the asbestos
water lines at the same time as an alternative bid
The Village received $1 000 000 from the federal government in December
2003 in the Federal Omnibus Bill The Village held a Sanitary Sewer Workshop
on January 18 2005 to discuss the future of the project The Village is set to
receive $5 6 Million from the General Obligation Bond for this project The
20
2006 BUDGET MESSAGE
2006 FORECAST
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 Fall
5 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
6 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 has been completed and
Phase II is currently under construction
21
2006 BUDGET MESSAGE
EXHIBIT THREE
GENERAL FUND BORROWING
This Chart projects the available borrowing capacity for the next five years The current outstanding
debt is $33 200 609 million which includes the Civic Center Sanitary Sewer and Citgo
The Village will be in compliance with the 1% of assessed value borrowing limit for all years Available
borrowing as of October 1 2004 will be $2 8 million
general Fund Borrowing
FY 2003 FY 2004 FY 2005 FY 2006 FY 2007 FY 2008
Assessed value $3 259 919 981 $3 661 114 546 $3 875 335 514 $3 991 595 579 $4 1 1 1 343 447 $4 234 683 750
Revenues $16 401 073 $17 633 800 $19 163 004 $20 121 154 $21 127 212 $22 183 572
Expenditures $12 517 754 $13 556 265 $15 251 175 $16 013 734 $16 814 420 $17 655 141
Available for Debt
Service
and capital Outlay $3 883 319 $4 077 535 $3 911 829 $4 107 420 $4 312 791 $4 528 431
Capital Outlay $938 322 $819 251 $1 050 000
Available for debt
Service $2 944 997 $3 258 284 $2 861 829 $4 107 420 $4 312 791 $4 528 431
Total Borrowing
Capacity
6% for 20 Years $33 778 883 58 $37 372 263 72 $32 824 952 54
1% Assessed value
Assessed Value
Limit
$47 1 1 1 788 31 $49 467 377 73
$51 940 746 61
DEBT LIMITS
FY 2003
FY 2004
FY 2005
FY 2006
FY 2007 FY 2008
$3 259 919 981 $3 661 114 546 $3 875 335 514 $3 991 595 579 $4 111 343 447
$32 599 200 $36 611 145 $38 753 355
$39 915 956 $41 113 434
$4 234 683 750
$42 346 838
Current debt outstanding $30 742 551 $29 161 895 $33 200 609 $31 836 753 $30 324 807 $28 747 568
Anticipated debt $30 742 551 $29 161 895 $33 200 609 $31 836 753 $30 324 807 $28 747 568
Additional Debt
capacity $1 856 649 $7 449 250 $5 552 746 $8 079 203 $10 788 628 $13 599 270
15% of general Fund Exp
General Fund
expenditures $16 401 073 $17 633 800 $19 163 004 $20 121 154 $21 127 212 $22 183 572
Limit $2 460 161 $2 645 070 $2 874 451 $3 018 173 $3 169 082 $3 327 536
Current debt Service
Status
$2 487 484 $2 502 144 $1 879 191
OVER UNDER UNDER
22
$1 960 553
UNDER
$1 959 266 $1 960 870
UNDER UNDER
2006 BUDGET MESSAGE
EXHIBIT THREE
TOTAL ASSESSED PROPERTY VALUES
Fiscal Year
Assessed Value
Difference
Increase
(Decrease)
1989
$1
040
997
329
1990
$1
262
010
1 10
$221
012
781
21 23%
1991
$1
424
569
428
$383
572
099
30 39%
1992
$1
574
025
124
$149
455
696
10 49%
1993
$1
617
141
088
$43
1 15
964
2 74%
1994
$1
560
057
130
($57
083 958)
-3 53%
1995
$1
741
921
584
$181
864
454
11 66%
1996
$1
767
457
006
$25
535
422
1 47%
1997
$1
861
243
132
$93
786
126
5 31%
1998
$2
003
049
232
$141
806
100
7 62%
1999
$2
028
174
208
$25
124
976
1 25%
2000
$2
223
956
515
$195
782
307
9 65%
2001
$2
499
049
161
$275
092
646
12 37%
2002
$2
731
833
645
$232
784
484
9 31%
2003
$3
259
919
981
$528
086
336
19 33%
2004
$3
661
114
546
$401
194
565
12 31%
2005
$3
875
335
514
$214
220
968
5 85%
PROJECTION
Fiscal Year
Assessed Value
Difference
Increase
2006
$3
991
595
579
$116
260
065
3
00%
2007
$4
1 1 1
343
447
$119
747
867
3
00%
2008
$4
234
683
750
$123
340
303
3
00%
2009
$4
361
724
263
$127
040
513
3
00%
23
2006 BUDGET MESSAGE
EXHIBIT THREE
Village of Key Biscayne
Projected Taxable Values
for Fiscal Years 2002 2007
Fiscal Year Fiscal Year Fiscal Year Fiscal Year Fiscal Year Fiscal Year
2002 2003 2004 2005 2006 2007
Additional Additional Additional Additional Additional Additional
Property Property Property Property Property Property
on the Tax Roll on the Tax Roll on the Tax Roll on the Tax Roll on the Tax Roll on the Tax Roll
Ocean Club
Lake Villa One (36 Units)
Lake Villa Three (50 Units)
Resort Villa One (46 Units)
Lake Tower (75 Units)
Club Tower One (94 Units)
Club Tower Two (101 Units)
Club Tower Three (94 Units)
Ocean Tower One (1 11 Units)
Ocean Tower Two )1 1 1 Units)
Sub Total
Condor Village
$18 656 220
$47 963 735
$116 099 520
$119 257 040
$0 $119 257 040 $182 719 475
$0
$0 $0
$15 000 000
Grand Bay
Resort Hotel $67 500 000
Condo 1 (143 Units)
Condo 2 (90 Units) $72 526 140
Single Family (49 Units) $34 297 200
Sub Total $106 823 340 $67 500 000 $0 $0 $0 $0
Total $106 823 340 $186 757 040 $182 719 475 $0 $15 000 000 $0
Last Years Taxable Value $2 499 049 161 $2 731 833 645 $3 259 919 981 $3 503 893 160 $3 609 009 955 $3 729 280 254
Protected Current Years Taxable Value
of Existing Property Stock (3% Increase
over Last Year) $2 574 020 636 $2 813 788 654 $3 357 717 580 $3 609 009 955 $3 717 280 254 $3 841 158 662
Taxable Value of New Property (80% of
Real Assessed Value of Additional Stock) $85 458 672 $149 405 632 $146 175 580 $0 $12 000 000 $0
$3 259 919 981
Certified Taxable Value $2 731 833 645
Projected Taxable Value $2 659 479 308 $3 259 919 981 $3 503 893 160 $3 609 009 955 $3 729 280 254 $3 841 158 662
Certified Over (Under) Certified Taxable
Value $72 354 337 $0 N/A N/A N/A N/A
Ad Valorem Tax $9 110 578 $11 167 508 $12 003 287 $12 363 385 $12 775 395 $13 158 657
24
GOALS AND OBJECTIVES
Fiscal Year 2006
2005 Village of Key Biscayne
Village Council Goals and Objectives
Introduction
Since incorporation of the Village the Council of the Village of Key Biscayne has adopted
Goals and Objectives on (10) separate occasions These Goals and Objectives are one
of the primary factors utilized for the development of the Annual Operating Budget and
the Five (5) Year Capital Improvement Program (CIP) The CIP is updated annually
Ms Elizabeth Plater-Zyberk dean of the School of Architecture at the University of Miami addr
the Council regarding strategic planning The following was discussed at the workshop
After a survey of 407 randomly selected village residents the following are survey findings
Village residents had six issues they were concerned about Quality of Life Village Image
Public Safety Growth Future Direction of the Village and Recommendations
Public Safety
Public safety is one of the key reasons people rate the quality of life in the village so hic
95 6% of the residents feel safe in Key Biscayne and feel it is safe to take walks at night
53 6% believe police protection is better after the village incorporated Only 2 5%
thought it was better under the County
Growth
.
Residents want to slow down growth
While only 31 2% think the Village should "go back " 56 9% agreed with the
statement that Key Biscayne is growing too fast and needs to slow down
Moreover 72 5% of the residents would support measures to restrict construction
on the island
Future Direction Sewers
■
Residents are uninformed but view building sewers as a priority
32 7% of the residents said sewers was their number one priority
43 1% of the residents do not know if they are on sewer or septic
There seemed to be very little opposition to using taxpayers monies to pay for
some of the conversion cost from septic to sewer
16 7% of the septic tank owners were willing to pay part of the cost
of conversion compared to 9 6% who were unwilling to pay anything
72 6% had no opinion
46% of the residents on sewers were willing to use taxpayer funds to pay for all
or part of the conversion for septic tank owners compared to only 10 4% who
25
GOALS AND OBJECTIVES
Fiscal Year 2006
do not want to use any tax dollars for conversion 43 7% had no opinion
Future Direction Beautification
■
I.
70 9% would support a plan to beautify public spaces in Key Biscayne
13 2% of the respondents cited beautification as their number one priority
21 6% placed it as the second priority
Future Direction Playing Fields
■ 56% support a proposal to increase playing fields in Key Biscayne
■ 24% are opposed
■ Increasing playing fields is the number one priority of 15 8% of the residents
■ Increasing playing fields is the second priority of 21 1% of the residents
Recommendations
■ Emphasize the village's high quality of life
■ Emphasize your success as a village
■ Run an educational campaign on Sewers
■ Present options for beautification
■ Present options for playing fields and parks
■ Charter schools are very controversial
26
FINANCIAL POLICY
FISCAL YEAR 2006
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
27
FINANCIAL POLICY
FISCAL YEAR 2006
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
28
FINANCIAL POLICY
FISCAL YEAR 2006
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
29
FINANCIAL POLICY
FISCAL YEAR 2006
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
30
FINANCIAL POLICY
TAXATION ORDINANCE
ARTICLE I IN GENERAL
Sec 25-1 Definitions
Debt means any financial obligation of the Village which is not required to be repaid within one
year of its incurrence excluding Debt payable from an Enterprise Fund If a financial obligation is
payable from an Enterprise Fund and from other sources that portion payable from the Enterprise Fund
shall not be included in the calculation of Debt
Enterprise Fund means a fund established to account for operations which are financed and
operated in an independent and self-liquidating manner including depreciation To constitute an
Enterprise Fund the expense of providing goods or services to the public on a continuing basis must be
financed or recovered entirely through user fees and charges
(Ord No 97-1 § 1 1 16-97)
Sec 25-2 Limits on Debt
The total principal of Debt of the Village shall be limited to the greater of the following
(1) One percent of the total assessed value of all property within the Village as certified to the
Village by the Dade County Property Appraiser for the current fiscal year or
(2) That amount which would require annual principal and interest payments on Debt during any
fiscal year to exceed 15 percent of general fund expenditures for the previous full fiscal year
(Ord No 97 1 § 1 1 16-97)
Sec 25-3 Reserve funds
To provide for emergencies the Village shall maintain non -restricted reserve funds in an amount
not less than $2 000 000 00 or in an amount greater than $2 000 000 00 but not greater than 20 percent
of general fund expenditures for the previous full fiscal year
(Ord No 97-1 § 1 1-16 97)
Sec 25-4 Surplus funds
Surplus funds in the general fund at the end of each fiscal year not placed by the Council in a
restricted reserve fund shall be used either to reduce Debt or to reduce taxes in the next fiscal year The
allocation of surplus funds between restricted reserve funds Debt reduction and tax reduction shall be
at the discretion of the Village Council
(Ord No 97-1 § 1 1 16 97)
Sec 25-5 Policy exceptions
The Debt limits established by section 25-2 may not be exceeded by the Village unless and until
approved by a majority of the qualified electors of the Village voting in a referendum election
(Ord No 97-1 § 1 1 16-97)
31
CONSOLIDATED BUDGET SUMMARY
FISCAL YEARS 2004 - 2006
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 Recycling and Disposal Fund and all
beginning and ending balances The operation of each fund is accounted for with a
separate set of self -balancing accounts that compromise its assets liabilities equities
revenues and expenditures
Listed below are the resources of all Governmental and Proprietary funds within the
Village budget
Funding Sources
Actual
FY 2004
Adopted
FY 2005
Adopted
FY 2006
Property Taxes
$12,770,711
$13,275,737
$14,688,288
Other Taxes
2,896,321
2,81 1,100
2,943,050
Licenses and Permits
961,100
964,922
919,945
State Shared
1,031,805
997,500
882,500
Charges for Services
154,094
973,245
1,379,596
Interest Income
90,294
58,000
225,000
Fines and Forfeitures
171,897
75,000
75,000
Special Revenue Fund
336,524
264,000
504,000
Stormwater Fund
550,640
530,000
530,000
Solid Waste Fund
284,900
284,900
545,162
Grants
0
7,500
7,500
Capital Improvement
1,390,189
1,050,000
1,730,193
Fund
otal
$20,638,475
$21,291,904
$24,505,23
32
CONSOLIDATED BUDGET SUMMARY
FISCAL YEARS 2004 - 2006
EXPENDITURES Listed below are the expenditures of all Government and Proprietary
funds within the Village Budget The Debt Service Budget provides for the principal
and interest payments of the Village Green loan and the interest on the Civic Center
Loan
Expenditures
General Government
FY
$1,712,899
Actual
2004
Adopted
FY 2005
$2,132,482
Adopted
FY
$2,286,791
2006
Public Works
1,098,321
$1,252,245
1,361,663
Stormwater Fund 2 3
439,235
$88,500
88,500
Solid Waste Fund
259,173
$545,162
545,162
Sanitary Sewer Fund 2
0
$0
0
Building, Zoning &
Planning
1,212,290
$1,322,119
1,416,330
Parks & Recreation
952,231
$2,017,669
2,468,161
Public Safety
8,572,846
$8,526,659
9,156,011
Capital Improvement
Fund
948,389
$1,050,000
1,730,193
Debt Service
2,719,756
$2,579,791
2,701,730
Sub -total
Transfers
$17,915,140
0
$19,514,627
NA 1
$21,754,541
NA
Beginning Fund
Balance
Ending Fund Balance
3,930,708
$4,664,474
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
33
CONSOLIDATED BUDGET SUMMARY
FISCAL YEARS 2004 - 2006
General Fund
The adopted Fiscal Year 2006 General Fund Budget of $21 120 879 is an increase of $1 957 876
or 10% over Fiscal Year 2005 Overall increases can be attributed to personnel expenses an
increase in insurance expense and additional maintenance and repairs
Actual Adopted Adopted
FY 2004 FY 2005 FY 2006
Revenues
Ad Valorem Taxes $12 770 711 $13 275 737 $14 688 288
Franchise Fees $677 203 $688 600 $700 000
Utility Taxes $2 219 118 $2 122 500 $2 243 050
State Shared Revenues $1 031 805 $997 500 $882 500
Licenses & Permits $961 100 $964 922 $919 945
Charges for Services $325 991 $1 048 245 $1 454 596
Other Revenue $90 294 $58 000 $225 000
Grants & Donations $0 $7 500 $7 500
Total Revenues $18,076,222 $19,163,004 $21,120,879
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
$1 712 899 $2 132 482 $2 286 791
$8 572 846 $8 526 660 $9 156 011
$1 212 290 $1 322 119 $1 416 330
$1 098 321 $1 252 245 $1 361 663
$2 719 756 $2 579 791 $2 701 730
$952 231 $2 017 669 $2 468 161
$16,268,340 $17,830,966 $19,390,686
$1,807,883 $931,388 $1,730,193
$330
$948 389
$126 058
$0 $0
$1 050 000 $1 730 193
$282 038 $0
($1,074,117) ($1,332,038) ($1,730,193)
$733,766 ($79,767) ($0)
$0
$0
$0
$3,930,708 $3,887,792 $4,664,474
$4,664,474 $3,887,792 $4,664,474
34
CONSOLIDATED BUDGET SUMMARY
FISCAL YEARS 2004 - 2006
Capital Improvement Fund
The adopted Capital Improvement Fund Budget is shown on a year to year basis It receives
appropriations from time the General Fund for capital projects that may take longer than a
year to complete Project expenditures are moved yearly and recorded in the General Fixed
Assets Account Group
Actual Adopted Adopted
Operating Revenues FY 2004 FY 2005 FY 2006
Interest Income $12 172 $0 $10 000
Grant Receipts $0 $0 $0
Sale of Fire Truck $72 000 $0 $0
Other Revenue $54 947 $0 $0
Total Operating Revenues $139,119 $0 $10,000
Operating Expenditures
Capital Outlay $1 682 890 $1 050 000 $1 730 193
Total Operating Expenditures $1,682,890 $1,050,000 $1,730,193
Other Financing Sources (Uses)
Operating Transfers In $1 250 070 $1 050 000 $1 730 193
Operating Transfers Out $0 $0 $0
Revenue Over (Under) Expenditures ($ 292,701) $0 $10,000
Fund Balance Beginning of Year $1,175,908 $883,207 $1,236,412
Fund Balance End of Year $883,207 $883,207 $1,246,412
t
35
CONSOLIDATED BUDGET SUMMARY
FISCAL YEARS 2004 - 2006
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 2004 FY 2005 FY 2006
Stormwater Fees $550 640 $530 000 $530 000
Total Operating Revenues $550,640 $530,000 $530,000
Operating Expenditures
Administrative Expenses $2 578 $8 500 $8 500
Contractual Services $162 738 $80 000 $80 000
Depreciation Expense $273 919 $0 $0
Total Operating Expenditures
Non Operating Revenue (Expense)
$439,235
$88,500 $88,500
Interest Income $20 164 $9 500 $30 000
Principal and Interest on Debt ($266 287) ($472 093) ($473 213)
Revenue Over (Under) Expenditures ($134,719) ($21,093) ($1,713)
Fund Balance Beginning of Year
Fund Balance End of Year
$3,186,394 $3,051,675 $2,969,582
$3,180,335 $3,030,583 $2,967,869
36
CONSOLIDATED BUDGET SUMMARY
FISCAL YEARS 2004 - 2006
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 2004 FY 2005 FY 2006
Solid Waste Collection Fees $284 000 $545 162 $545 162
Total Operating Revenues $284,000 $545,162 $545,162
Operating Expenditures
Administrative Expenses
Contractual Services
Total Operating Expenditures
Non Operating Revenue (Expense)
Interest Income
Revenue Over (Under) Expenditures
Fund Balance Beginning of Year
Fund Balance End of Year
$3 978 $4 000 $4 000
$255 195 $514 008 $514 008
$27 154 $27 154
$259,173 $545,162 $545,162
$1 070
$0 $500
$26,797
$0 $500
$194,107
$220,904 $220,904
$220,904
$220,904 $221,404
37
GENERAL FUND
FISCAL YEARS 2004 - 2006
The Adopted Fiscal Year 2006 General Fund Budget of $21 120 879 is an increase of
$1 957 876 over Fiscal Year 2005 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 the
increase in the Debt Service is budgeted for the Crandon Blvd Phase 1 Bond Ad -
Valorem (Property) Taxes generate 69 5% of the total revenue
Funding Sources
Actual FY 2004
Adopted FY
2005
Adopted FY
2006
Ad -Valorem
$12,770,711
$13,275,737
$14,688,288
Franchise Fees
$677,203
$688,600
$700,000
Utility Taxes
$2,219,118
$2,122,500
$2,243,050
Licenses & Permits
$961,100
$964,922
$919,945
State Shared Revenue
$1,031,805
$997,500
$882,500
Charges for Services
$325,991
$1,048,245
$1,454,596
Interest
$90,294
$58,000
$225,000
Grants & Donations
$0
$7,500
$7,500
Total
$18,076,222
$19,163,004
$21,120,879
Expenditures
General Government
Actual
$1,379,899
FY 2004
Adopted
$1,799,482
FY
2005
Adopted
$1,903,791
FY
2006
Village Attorney
$333,000
$333,000
$383,000
Non -Departmental
$0
$0
$0
Debt Service
$2,719,756
$2,579,791
$2,701,730
Building, Zoning &
Planning
$1,212,290
$1,322,119
$1,416,330
Public Safety
$8,572,846
$8,526,659
$9,156,011
Public Works
$1,098,321
$1,252,245
$1,361,663
Recreation
Total
Operating Transfers
Out
Total
$952,231
$16,268,340
$948,389
$17,216,729
$2,017,669
$17,831,035
$1,050,000
$17,441,896
$2,468,161
$19,390,686
$1,730,193
$21,120,879
38
2006 ESTIMATED PROPERTY TAXES
FISCAL YEAR 2006
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
Debt Service
Building Zoning and Planning
Public Works
Recreation
Mill Rates Percent
8 4380 42 59%
6 5488 33 05%
05970 301%
0 4860 2 45%
0 1000 0 50%
0 0385 19%
16 2083 81 80%
3606 182%
22.8737 100.00%
Percent of Budget
22 98%
20 37%
10 83%
819%
1279%
671%
6 45%
11 69%
100.00%
Amount Paid
$ 8 438 00
$ 6 548 80
$ 59700
$ 243 00
$ 100 00
$ 38 50
$16,208 30
$ 3,606 00
S 19,814.30
Amount Der Year
$ 828 57
$ 734 65
$ 390 43
$ 295 40
$ 46127
$ 241 81
$ 232 48
$ 421 39
S 3,606 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,
39
PROPERTY TAX COMPARISON
FISCAL YEARS 1994-2006
The millage rate determines the amount a homeowner will pay in taxes
per $1 000 of assessed properly 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 $83 433 921 as the chart below illustrates
FY
Assessed
Values
County
Mdlage
County
Tax
Village
Millage
Village
Tax
Percent
Reduchon
Annual
Savings to
Taxpayer
Cumulahve
Savings to
Taxpayer
1994
$1
560
057
130
4
718
$ 7
360
350
4
439
$6
925
094
5
91%
$ 435
256
$ 596
970
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
3299%
$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
9
359
$36
270
040
3
606
$13
974
459
61
47
$22
295
580
$61
245
203
2006
$4
287
674
948
8
781
$37
650
074
3
606
$15
461
356
58
93
$22
188
718
$83
433
921
The Village boasts the lowest millage rate in the County The graph below reflects the range
of the proposed 2005 total millage rates of all Dade County municipalities and the
unincorporated area Key Biscayne's adopted 2006 rate is 3 606 The Adopted Fire District
millage is 2 661 including debt service mills per $1 000 and represents $11 409 503 if Key
Biscayne were still in the Fire District The Adopted 2005 Key Biscayne Fire Department
budget is $4 853 085
40
SECTION I
2005 Year
uertlticatlon of laxaple value
UH 420
R 01/95
To Village of Key Biscayne
(Name of Taxing Authority)
Miami -Dade County
(1) Current Year Taxable Value of Real Property for Operating Purposes
(2) Current Year Taxable Value of Personal Property for Operating Purposes
(3)
(4)
(5)
Current Year Taxable Value of Centrally Assessed Property for Operating Purposes
Current Year Gross Taxable Value for Operating Purposes (1) + (2) + (3)
Current Year Net New Taxable Value (New Construction + Additions + Rehabilitative
Improvements Increasing Assessed Value By At Least 100% + Annexations Deletions)
(6) Current Year Adjusted Taxable Value (4) (5)
(7) Prior Year Final Gross Taxable Value
$
$
4,241,681,936
45,993,012
$ -0-
$ 4,287,674,948
$
35,429,874
$ 4,252,245,074
$ 3,840,145,617
(From Prior Year Applicable Form DR 403 Series)
I do hereby certify the values show herein to be correct to the best of my knowledge and belief Witness my hand and official signature
at Miami —Dade County Florida this the 1st day of July 20 05
Signature of Property Appraiser
TAXING AUTHORITY If this portion of the form is not completed in FULL your Authority will be denied TRIM certification and
possibly lose its millage levy privilege for the tax year If any line is inapplicable, enter N/A or 0
SECTION II
(8) Prior Year Operating Millage Levy
(9) Prior Year Ad Valorem Proceeds (7) x (8)
(10) Current Year Rolled Back Rate (9) divided by (6)
(11) Current Year Proposed Operating Millage Rate
(12) Check TYPE of Taxing Authority
Municipality Independent
Special District
c--
$ per $1 000
$
$
$
per $1 000
per $1 000
County
Multi County
1 Dependent District
Municipal Service Taxing Unit
Water Management District
(13) IF DEPENDENT SPECIAL DISTRICT OR MSTU IS MARKED, PLEASE SEE REVERSE SIDE
(14) Current Year Millage Levy for VOTED DEBT SERVICE $
(15) Current Year Millage Levy for OTHER VOTED MILLAGE $
(16) Enter Total Prior Year Ad Valorem Proceeds of ALL DEPENDENT Special Districts
and MSTU s levying a millage (The sum of Line (9) from each District s Form DR 420)
(17) Total Prior Year Proceeds (9) + (16)
per $1 000
per $1 000
$
$
(18) The Current Year Aggregate Rolled back Rate (17) divided by (6) $ per $1 000
(19) Current Year Aggregate Rolled back Taxes (4) x (18)
(20) Enter Total of all non voted Ad Valorem Taxes proposed to be levied by the Principal
Taxing Authority all Dependent Districts and MSTU s if any Line (11) x Line (4)
(21) Current Year Proposed Aggregate Millage Rate (20) divided by (4) $ per $1 000
(22) Current Year Proposed Rate as a PERCENT CHANGE of Rolled back Rate
[(Line 21 divided by Line 18) 1 001 x 100
Date Time and Place of the first Public Budget Hearing and telephone number
I do hereby certify the millages and rates shown herein to be correct to the best of my knowledge and belief FURTHER I certify that
all millages comply with the provisions of Section 200 071 or 200 081 F S WITNESS my hand and official signature at
Florida this the day of 20
Signature of Chief Administrative Officer and Title Address of Physical Location
Mailing Address
City State Zip
Name of Contact Person
Phone # Fax #
See Instructions on Reverse Side
41
REVENUES
GENERAL FUND FISCAL YEAR 2006
As a matter of general policy Village revenue estimates are budgeted conservatively
in order to avoid possible shortfalls due to unanticipated changes in the economy or
slowing in the rate of construction activity General Fund revenues are projected to
maintain a moderate rate of increase in Fiscal Year 2006 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 2006 this revenue category is projected to increase
by 11% to just over $14 6 million and accounts for 69 5% of all revenues in the General
Fund
Other Re enue
03%
L censes & Permits
5 0%
Utlty Ta es
11 1%
Franch se Fees
3 6%
Cha ges fo Sery ces
5 5%
State Sha ed Revenues
52%
Grants & Donat ons
0 0%
Ad Valorem Ta es
69 3%
Revenues
Ad Valorem Taxes
Adopted FY 2005
$13 275 737
Adopted FY 2006
$14 688 288
Percent of
Adopted
Budget
69 5%
Franchise Fees
$688 600
$700 000
3 3%
Utility Taxes
$2 122 500
$2 243 050
10 6%
Licenses & Permits
$964 922
$919 945
4 4%
State Shared Revenues
$997 500
$882 500
4 2%
Charges for Services
$1 048 245
$1 454 596
6 9%
Other Revenue
$58 000
$225 000
1 1 %
Grants & Donations
Total
$7 500
$19,163,004
$7 500
$21,120,879
0 0%
100.0'/.
42
REVENUES
GENERAL FUND FISCAL YEAR 2006
BUDGET COMPARISON - REVENUE CHANGES
General Fund
Revenues
Adopted
FY 2005
Adopted
FY 2006
Difference
Percent
Change%
Ad -Valorem Taxes
$13 275 737
$14 688 288
$1 412 551
11%
Franchise Fees
$688 600
$700 000
$11 400
2%
Utility Taxes
$2 122 500
$2 243 050
$120 550
6%
Licenses & Permits
$964 922
$882 500
($82 422)
-9%
State Shared
$997 500
$919 945
($77 555)
-8%
Revenues
Charges for Services
$1 048 245
$1 454 596
$406 351
39%
Other Revenue
$58 000
$225 000
$167 000
288%
Grants & Donations
$7 500
$7 500
$0
0%
Total Revenue
$19,163,004
$21,120,879
$1,957,875
10'/.
REVENUE CHANGES RATIONALE
Ad Valorem The July 1 2005 certification of Village property values was
$4 287 674 948 which represents an increase of $412 339 434 or 11% over the 2004
values At the adopted millage rate of 3 606 this increase results in an additional
$1 412 551 in ad valorem tax revenue for the Village This represents 69 5% of the
General Fund Revenues
Franchise Fees The revenues generated through franchise fees in Fiscal Year (FY) 2006
are estimated to total $700 000 an increase of $11 400 or 1 66% over the Adopted FY
2005 Budget
Utility Taxes The Fiscal Year 2006 utility tax receipts are estimated to increase by
$120 550 or 5 67% over last year's levels
Licenses and Permits During Fiscal Year 2006 revenues in this category are expected
to decrease by $44 977 from last year's level
State Shared Revenue Fiscal Year 2006 estimates of state shared revenues are
decreased $115 000 based on actual collections from previous years
Charges for Services This category encompasses nine (9) sub -categories of fees and
fines involving the Police Department the Building Zoning and Planning Department
the Recreation Department and the Office of the Village Clerk plus a miscellaneous
account A 39% increase in collections is anticipated over the previous Fiscal Year due
to expanding operations of the Community Center
43
REVENUES
GENERAL FUND FISCAL YEAR 2006
Other Revenue The Fiscal Year 2006 Budget estimate of revenues in this category
totals $225 000 and includes only one item interest revenue on the balance in the
General Fund account
Grants 8c Donations During Fiscal Year 2006 revenues in this category are expected to
remain the same as the previous year
44
REVENUES
GENERAL FUND FISCAL YEAR 2006
General Fund Revenues
Budget Actual
FY 2004 FY 2004
Estimated Property Assessment $3 661 114 546
$3 661 114 546
Adopted Adopted
FY 2005 FY 2006
$3 875 335 514 $4 287 674 948
AD VALOREM
Category
Ad Valorem
Total Ad Valorem
$12 541 880
$12 770 711
$13 275 737 $14 688 288
$12,541,880
$11,317,161
$13,275,737 $14,688,288
FRANCHISE FEE
Category
Electricity
Total Franchise Fees
$611 000
$677 203
$688 600 $700 000
$611,000
$611,502
$688,600 $700,000
UTILITY TAXES
Category
Electricity
Simplified Communications Tax
Water
Gas
Oil
Total Utility Taxes
$1 095 000
$856 000
$197 000
$62 000
$300
$1 123 288
$770 637
$249 647
$75 466
$80
$1 150 000
$710 000
$200 000
$62 000
$500
$1 150 000
$785 000
$225 000
$83 000
$50
$2,210,300
$2,219,118
$2,122,500 $2,243,050
SHARED REVENUES
Category
State Revenue Sharing
Half -Cent Sales Tax
Local Option Gas Tax
Alcoholic Beverage Licenses
Total Shared Revenues
$140 000
$620 000
$215 000
$6 500
$168 167
$646 572
$209 922
$7 144
$150 000 $175 000
$620 000 $700 000
$220 000 $0
$7 500 $7 500
$981,500 $1,031,805
$997,500 $882,500
45
REVENUES
GENERAL FUND FISCAL YEAR 2006
LICENCES & PERMIT
Category
Occupational Licenses
Building Permits
Total Licenses and Permits
$50 000
$907 358
$80 348
$880 751
$55 000
$909 922
$57 000
$862 945
$957,358
$961,100
$964,922
$919,945
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
Election Qualifying Fees
Miscellaneous
Inspection Fees
School Crossing Guard
Firefighters Supplement
Total Charges for Services
$20 000
$6 000
$5 742
$25 000
$0
$20 000
$38 400
$46 200
$0
$40 000
$0
$7 575
$22 320
$14 671
$9 093
$5 446
$20 900
$800
$35 787
$171 897
$39 013
$150
$3 616
$0
$25 347
$6 505
$13 518 $18 585
$6 900 $6 900
$5 931 $1 912
$9 150 $50 250
$3 000 $250
$811 267 $1 180 000
$75 000 $75 000
$33 979 $47 199
$0 $0
$40 000 $40 000
$15 000 $0
$25 600 $26 000
$8 500 $8 500
$249,262
$325,991
$1,048,245 $1,454,596
OTHER REVENUES
Category
Interest Income
Rent Income
Sale of Fixed Assets
Hurricane Recovery
Total Other Revenues
$75 000
$0
$0
$0
$90 294
$0
$0
$0
$58 000 $225 000
$0 $0
$0 $0
$0 $0
$75,000
$90,294
$58,000
$58,000
Grants & Donations
Category
HRS - EMS Grant
Police (C 0 P S)
Grants -Other
Donations
Total Grants
Total Revenues
$6 500
$0
$1 000
$0
$0
$0
$0
$0
$6 500
$0
$1 000
$0
$6 500
$0
$1 000
$0
$7,500
$0 $7,500 $7 500
$17,633,800
$18,076,222 $19,163,004 $21 120 879
46
REVENUES
GENERAL FUND FISCAL YEAR 2006
REVENUE PROJECTION RATIONALE - FISCAL YEAR 2006
The 2006 General Fund total revenue is estimated to reach $21 120 879 which
represents an increase of 10 22% 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 FS 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 2006 which begins on October 1 2005 and ends on September 30
2006 the assessed values established by the Miami -Dade County Property Appraiser
as of January 1 2005 are $4 287 674 948 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 2006 Fiscal Year is $14 688 288 Ad Valorem taxes are the
largest revenue source in the Village budget comprising 69 5% of the total revenues in
the general fund
PROPERTY TAX LEVIES AND COLLECTION
FISCAL YEARS 1995 THROUGH 2004
Fiscal
Year
1995
Millage
4 101
Assessed
Value
$1 741 921
584
Percent
Change
N/A
Tax
Levy
$7 143
620
Amount
Budgeted
$6 786 439
Total
Collected
$6 820 803
Percent
Collected
95 5%
1996
3
800
$1
767
457
006
1
47%
$6
716
337
$6
380
520
$6
486
019
96
6%
1997
3
606
$1
861
243
132
5
31%
$6
711
643
$6
376
061
$6
495
465
96
8%
1998
3
606
$2
003
049
232
7
62%
$7
222
996
$6
861
846
$6
963
900
96
4%
1999
3
606
$2
028
174
208
1
25%
$7
313
596
$6
963
900
$7
012
714
95
9%
2000
3
606
$2
223
956
515
965%
$8
019
587
$7
677
766
$7
799
633
97
3%
2001
3
606
$2
499
049
161
12
37%
$9
011
571
$8
556
788
$8
738
608
97
0%
2002
3
606
$2
731
833
645
9
31%
$9
850
992
$9
358
443
N/A
N/A
2003
3
606
$3
259
919
981
19
33%
$11
755
271
$11
167
508
N/A
N/A
2004
3 606 $3 661 114 546
0 95% $13 201 979 $12 541 880 $12 869 711 97 5%
47
REVENUES
GENERAL FUND FISCAL YEAR 2006
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 2006 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 30% of the General Fund Revenues
Non Ad -Valorem Revenues
$2 000 000
$1 500 000
$1 000 000
$500 000
$0
■Other Revenues
D Franchise Fees
■ Licenses &Permits
■ Utility Taxes
■State Shared Revenues
48
REVENUES
GENERAL FUND FISCAL YEAR 2006
Franchise Fees
The chart below is a summary of Franchise Fees for Electricity Telephone and Cable
TV companies
$700,000 --
$600,000 -0
$500,000
$400,000
$300,000
$200,000
$100,000
$0
1996 1997 1998 1999 2000 2001 2002 2003 2004
® Electricity
■ Telephone
0 Cable
Electric Franchise Fees A Franchise Fee in the amount of 6% of gross revenues from
sales of electricity was established by Dade County Ordinance No 89-81 adopted on
September 5 1989 for a period of thirty (30) years This authority is granted to local
governments by Section 180 14 F S The Franchise Fee received during the Fiscal Year
is based upon the prior calendar year receipts by the Florida Power & Light Company
less any taxes paid to the Water Management District Florida Inland Navigation and
municipalities without their own franchise agreement The estimated revenue from this
source for the 2006 Fiscal Year is $700 000
49
REVENUES
GENERAL FUND FISCAL YEAR 2006
Franchise Fees
Fiscal Year
1996
Electricity
$571,093
Telephone
$20 179
Cable
$46 824
Total
$638 096
1997
$578 195
$27 278
$62 342
$667 815
1998
$631 323
$24 016
$53 728
$709 067
1999
$653 798
$29 235
$56 998
$740 031
2000
$646 001
$24 450
$60 000
$730 451
2001
$678 316
$37 343
$67 855
$783 513
2002
$ 650 000
$ C
$ 0
$ 650 000
2003
$690 000
$0
$0
$690 000
2004
$611 000
$0
$0
$611 000
2005
$688 600
$0
$0
$688 600
2006
$700 000
$0
$0
$700 000
Utility Taxes
Miami -Dade County Ordinance No 70-72 adopted on September 21 1970
established utility taxes in the amount of 10% on electricity telephone water gas and
oil This authority is granted to local governments by Section 166 231 F S Subsequently
the utility tax on telephone was extended to cover all forms of telecommunications
and was reduced to 7% The Village adopted its own Utility Tax Ordinance No 97-12
on April 29 1997 to replace the County ordinance which was in effect in accordance
with Section 8 04 of the Village Charter Covered under Florida Statute 202 the
Communications Services Tax Simplification Law effective October 1 2001 combines
seven different state and local taxes and fees and replaces these revenues with a tax
composed of a state tax and a local option tax on communications services On
June 12 2001 the Village passed Resolution No 2001-41 which established the Village's
combined local communications services tax rate at 5 62% for the period of October
1 2001 and ending September 30 2002 The Village further adopted the local
communications services tax rate of 5 22% effective October 1 2003 Revenues
generated by the Utility Taxes are pledged for the Village Green Debt Service For
more information on the debt service please visit the Debt Service section of this
Budget
50
REVENUES
GENERAL FUND FISCAL YEAR 2006
Utility Taxes
$1 200 000
$800 000
$400 000
$0
1995
1996
1997
1998
1999
2000
2001
2002
2003
■ Electricity
IN Telecommunications
0 Water
❑ Gas
III Oil
■ Simplified Communications
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 2006 are $1 150 000
Simplified Communications Tax This tax is based on the new telecommunications tax
which combines all telecommunications services into one tax The revenue from this
tax will replace telecommunications taxes and license fees local governments
currently receive from telecommunications and cable television providers The
Communications Tax Act requires each local government to establish a tax rate on
communications services effective Octoberl 2001 The taxes will be collected by the
Department of Revenue ("DOR") and distributed to local governments On June 12
2001 the Village passed Resolution No 2001-41 which established the Village's
combined local communications services tax rate at 5 62% for the period of October
1 2002 and ending September 30 2003 The Village further adopted the local
51
REVENUES
GENERAL FUND FISCAL YEAR 2006
communications services tax rate of 5 22% effective October 1 2003 This revenue
source is estimated at $785 000 for Fiscal Year 2006
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 2006 are $225 000
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 2006 are $83 000
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
2006 are $ 50
Utility Taxes
Fiscal Year
1996
Electricity
$888 651
Tele-
communications
$199 746
Simplified
Communications
$0
Water
• • .
Gas
$37 034
Oil
$3 885
Total
$1 294 48E
1997
$1 032 445
$274 768
$0
$202 918
$42 066
$3 616
$1 555 813
1998
$989 535
$288 581
$0
$196 271
$36 427
$4 000
$1 514 814
1999
319
$380 934
$0
$208 837
$35 121
$4 262
$1 621 473
2000
S >S992
00
$454 101
$0
$215 063
$52 016
$2 169
$1 723 902
2001
$1 018 973
$492 442
$0
$197 715
$62 833
$245
$1 772 208
2002
$1 135 000
$0
$550,000
$215 OOC
$50 000
$5 000
$1 955 OOC
2003
$1 n9R nnn
$0
$850 OOC
$249 OOC
$60 000
$1 000
$2 255 00C
2004
$1 095 000
$0
$856 OOC
$197 OOC
$62 000
$300
$2 210 30C
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
52
REVENUES
GENERAL FUND FISCAL YEAR 2006
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
Licenses 8c Permits
$1 000 0001
$750 000
$500 000
$250 000
$0
1995
1996
1997
1998
1999
2000
2001
2002
2003
■ Occupational Licenses
■ Building Permits
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 2006 are $57 000
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
53
REVENUES
GENERAL FUND FISCAL YEAR 2006
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 2006 totals $ 862 945
Licenses &Permits
Fiscal Year
Occupational
Licenses
Building
Permits Total
1996
$36,810
$393,398
$430,208
1997
$30,702
$500,699
$531,401
1998
$25,749
$978,019
$1,003,768
1999
$40,558
$628,114
$668,672
2000
$58,655
$1,257,986
$1,316,641
2001
$38,212
$1,275,017
$1,308,229
2002
$40,000
$600,947
$640,947
2003
$85,000
$869,185
$954,185
2004
$50,000
$907,358
$957,358
2005
$55,000
$909,922
$964,922
2006
State Shared Revenues
$ 57 000
$ 862 945
$ 919 945
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
54
REVENUES
GENERAL FUND FISCAL YEAR 2006
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 Shared Revenues
$600 000-V
$400 000
$200 000
$0
c
J
a
0
t
0
4.1 1J 11 II 11
`sue— ---
1996 1997 1998 1999 2000 2001 2002 2003 2004
■ Cigarette Tax ■ State Revenue Shanng
0 Half -Cent Sales Tax 0 Local Option Gas Tax
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 2006 the
estimated revenue from this source is $175 000 A portion of this revenue has been
pledged for the repayment of the sanitary sewer state planning loan of $437 548 as
55
REVENUES
GENERAL FUND FISCAL YEAR 2006
per Ordinance 96-6 adopted June 25 1996 The annual loan payment shall be
$28 134
Half -Cent Sales Tax Chapter 82-154 Laws of Florida created the local government
half -cent sales tax program It is so named because one half of the proceeds of this
tax are divided between counties and municipalities and the other half goes to the
state The primary purpose of the tax was to provide relief from Ad -Valorem taxes in
addition to providing counties and municipalities with revenues for local programs
Current revenues for this fund come from 9 653% of the state sales tax (which is shared
by both counties and cities) The distribution formulas are population -oriented but not
directly proportional to population increase Municipalities can use these funds for
municipal -wide programs These funds can also be pledged towards repayment of
bonds or used for capital projects The estimated revenue from this source for Fiscal
Year 2006 is $700 000
Cigarette
Tax
$10 490
State Shared
State Revenue
Sharing
$125 98•
Revenues
Half -Cent
Sales Tax
$442 273
Local Option
Gas Tax
$211 312
Total
$787 969
Fiscal Year
1996
1997
$8 395
$126 78
$450 75C
$178 732
$766 638
1998
$10 364
$125 32A
$507 696
$175 00C
$818 524
1999
$10 504
$117 14A
$496 571
$178 243
$801 486
2000
$9 528
$130 24.
$556 74C
$188 206
$883 124
2001
$7 932
$132 238
$585 683
$205 563
$923 476
2002
$ 0
$140 008
$ 598 84C
$ 220 OOC
$ 958 84C
2003
$ 0
$140 008
$ 598 84C
$ 220 OOC
$ 958 84C
2004
$ 0
$140 008
$ 620 OOC
$215 OOC
$981 50C
2005
$0
$150 000
$620 000
$220 000
$990 000
2006
$0
$175 000
$700 000
$ 0 $882 500
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
56
REVENUES
GENERAL FUND FISCAL YEAR 2006
transportation related capital projects For fiscal year 2006 this tax is budgeted as a
revenue source in the Transportation Special Revenue Fund
Local Option Capital Improvement Gas Tax A second local option gas tax was
adopted as part of the 1994 budget by the Miami -Dade County Commission on
September 20 1993 and became effective January 1 1994 It was levied at five cents
per gallon Following the County Commission amendment in 1996 the levy has been
reduced to three cents per gallon The funds are distributed in accordance with an
Interlocal agreement dated July 27 1993 These funds must be used for transportation
expenditures needed to meet requirements of the capital improvement elements of
an adopted comprehensive plan The revenue from the local option capital
improvement gas tax for Fiscal 2006 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
Other Revenues
$500 000-"
$400 000
$300 000-V
$200 000
$100 000
$0
1995
1996
1997
1998
1999 2000
2001
2002
2003
■ Interest Income ■ Fines & Forfeitures
57
REVENUES
GENERAL FUND FISCAL YEAR 2006
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 2006 is estimated at $225 000
Fines 8c 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 2006 estimate is $75 000 and based on actual revenues
over previous years
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
$293,68C
$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
58
EXPENDITURES
GENERAL FUND FISCAL YEAR 2006
The $21 120 879 Adopted Fiscal Year 2006 Budget allocates funds to ten departments 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 2006
Budget expenditures have increased a total of 9% over the Fiscal Year 2005 expenditures
This increase can be attributed to an increase in personnel expenses insurance costs and
maintenance and repair expenses
BZP
7 4%
Police
22 1%
Public Works
7 0%
Fire Rescue
25 7%
Village Council
1 3%
Administration
6 9%
Village Clerk
1 9%
Village Attorney
1 9%
Debt Service
14 5%
Recreation
11 3%
Expenditures
Village Council
Adopted
FY 2005
$222 367
Adopted
FY 2006
$362 912
Difference
140 545
Percent
Changed
63 0%
Administration
1 232 400
1 167 943
<64 458>
-5 2%
Village Clerk
344 715
344 715
143 916
8%
Village Attorney
333 000
383 000
50 000
15%
Debt Service
2 579 791
2 701 730
121 939
5%
Building Zoning & Planning
1 322 119
1 416 330
94 211
7%
Police
3 941 383
4 302 975
361 592
9%
Fire Rescue
4 585 276
4 853 085
267 759
6%
Public Works
1 252 245
1 361 663
109 418
9%
Recreation
2 017 669
2 468 161
450 492
22%
Sub -Total
17 830 966
19 390 686
1 559 721
9%
Operating Transfers
for Ca • ital Outla
Total
1 050 000
$18,880,966
1 730 193
$21,120,879
680 193
$1,359,303
64 8%
11,9%
59
EXPENDITURES
GENERAL FUND FISCAL YEAR 2006
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 2006 Budget for the Village Council has increased because the
federal representative's contract has been included again and the increases for the
Village Youth Council
Administration Administration includes the Village Manager's Office and the Finance and
Administrative Services Department At $1 167 943 the Adopted Fiscal Year 2006 Budget
decreased due to a reduction in personnel expenses and reductions in office supplies and
administrative costs
Village Clerk The Village Clerk's Adopted Fiscal Year 2005 Budget will increase by
$143 916 The increase is due to personnel expenses additional vidoegrapher costs
insurance and an increase in capital outlay
Village Attorney At $383 000 the Village Attorney's allocation increased by $50 000 to
cover costs of labor negotiations
Debt Service The Fiscal Year 2006 requirement for debt service has increased by
$121 939 The debt service cost is associated with a 20 -year bond issue for the Civic
Center Project a 20 year loan for the Sewer Project Plans and a 20 year bond issue for
phase 1 of the Crandon Blvd Improvement Project
Building, Zoning and Planning The Building Zoning and Planning Department budget of
$1 416 330 represents a 7% increase from the Fiscal Year 2005 Budget The increase is
mainly due to personnel expenses
Police The Police Department's Fiscal Year 2006 Budget allocation of $4 302 975
represents a $361 592 increase or 9% from the Fiscal Year 2005 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 2006 Budget for Fire Rescue will increase by $267 759
or 6% due to an increase in personnel expenses and insurance
Public Works The Adopted Fiscal Year 2006 Budget for Public Works will increase by 9% or
$109 418 This change is due to the increase in insurance increased maintenance
contracts and increased vehicle maintenance costs
Recreation At $2 468 161 the Park and Recreation Department's budget provides for an
increase of $450 492 or 22% This is due to an increase in personnel expenses and
60
EXPENDITURES
GENERAL FUND FISCAL YEAR 2006
contract services attributed to the new community center and increased advertising costs
associated with the new newsletter
Capital Outlay The Adopted Fiscal Year 2006 Budget for Capital Outlay is $1 730 193
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 The increase in this category is due to an increase in
the Attorney's budget for legal fees
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 the Village Green
interest payments for the Civic Center debt and interest payments on the new Citgo Land
acquisition
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
61
VILLAGE COUNCIL
FISCAL YEAR 2006 BUDGET
MISSION
STATEMENT
To provide a safe, quality community environment for
all islanders through responsible government.
Organizational Chart
Citizens/Residents
of
Key Biscayne
Village Council
Robert Olc
Enrique Garcia
Stephen Leeman
Mndin
akowski, Mayor
Thomas Thornton
Rooert Vernon
Patricia Weinman
r 1
Local
Planning
Agency
61
VILLAGE COUNCIL
FISCAL YEAR 2006 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
62
VILLAGE COUNCIL
FISCAL YEAR 2006 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
63
VILLAGE COUNCIL
FISCAL YEAR 2006 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
2000
14
2001
7
2002
8
2003
15
2004
17
2005
12
Special Meetings
16
7
7
7
4
10
Resolutions
43
61
61
43
55
44
Ordinances
9
8
8
10
11
20
Workshops
3
2
2
4
3
6
2006 DEPARTMENTAL OBJECTIVES 8( 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
64
VILLAGE COUNCIL
FISCAL YEAR 2006 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 2002 FY 2003
Administrative Expenses $26 254 $26 254
FY 2004
$26 254
FY 2005
$30 000
FY 2006
$30 000
Change
from FY 05
0%
Other Expenses
$10 000
$ 295 05
2
$309 643
$192 367
$332 912
63%
Total Departments
$36 254
$321 306
$335 897
$222 367
$362 912
63%
BUDGET SUMMARY
At $222 367 the Village Council budget decreased $113 530 from Fiscal Year 2004
The decrease is due to the removal of the Federal Relations Representative and
the Miami -Dade Library Agreement
41111
Category
Administrative Expenses
Memberships Dues Education &
Training
Insurance
Committee Expenses
State Relations Representative
Federal Relations Representative
Website/Communications
Chamber of Commerce
Youth Council Conferences
Miami -Dade Library Agreement
Electricity
Water & Sewer
Maintenance & Repairs
Art in Public Places
Capital Outlay
Total Village Council
Village Council
Budget
FY 2004
Actual Adopted
FY 2004 FY 2005
$26 254 $27 287 $30 000
$26000 $7617
$68 667 $54 126
$500 $0
$30 000 $42 000
$50 000 $0
$0 $0
$55 063 $55 063
$0 $0
$42 000 $0
$8 785 $4 236
$4 628 $1 232
$7 500 $2 277
$16500 $16907
$0 $0
$26 000
$34 804
$500
$ 35 000
$0
$0
$55 063
$2 000
$0
$8 500
$3 000
$0
$16 500
$11 000
Adopted
FY 2006
$30 000
$26 000
$40 749
$500
$50 000
$100 000
$7 000
$55 063
$10 000
$0
$3 600
$0
$0
$15 000
$25 000
%
Change
0%
0%
17%
0%
43%
N/A
N/A
0%
400%
N/A
-58%
N/A
N/A
-9%
127%
$335,897 $210,745
$222,367
$362 912
63%
65
OFFICE OF THE VILLAGE MANAGER
FISCAL YEAR 2006 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
Assistant to the
Manager
365-8919
IT Administrator
305-365-8912
66
OFFICE OF THE VILLAGE MANAGER
FISCAL YEAR 2006 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
67
OFFICE OF THE VILLAGE MANAGER
FISCAL YEAR 2006 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
The Office of the Village Manager is responsible for producing and hosting "Village
Voices" cable television program affording the citizens of the community the
opportunity to voice their opinion on issues affecting the Village
Authorized Positions
Village Manager
FY
2001
1 0
FY
2002
1 0
FY
2003
1 0
FY
2004
1 0
FY
2005
1 0
FY
2006
1 0
Assistant Village Manager
0 0
0 0
0 0
1 0
1 0
0 0
Assistant to the Manager
1 0
1 0
1 0
0 0
1 0
1 0
Administrative Assistant
1 0
1 0
0 0
0 0
0 0
0 0
Administrative Intern
1 0
1 0
0 0
0 0
0 0
0 0
IT Administrator
0 0
0 0
1 0
1 0
1 0
1 0
Grant Specialist - Part Time
0 5
0 5
0 5
0 0
0 0
0 0
Receptionist - Part Time
0 0
0 0
0 0
0 5
0 0
0 0
Total
45
45
35
35
40
30
2006 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
68
OFFICE OF THE VILLAGE MANAGER
FISCAL YEAR 2006 BUDGET
• To prepare and submit a Village budget by July 15th of each year
• To increase the level of Village services by increasing the amount of grant-in-aid
revenues
• To revitalize productivity programs to reduce costs through improved methods and
procedures
• 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
69
FINANCE AND ADMINISTRATIVE SERVICES DEPARTMENT
i
FISCAL YEAR 2006 BUDGET
MISSION
STATEMENT
To administer the finances and budget of the village
efficiently and report related activities accurately and
timely, and to manage the insurance and employee benefit
programs in the best interest of the Village and its
employees.
Organizational Chart
Citizens/Residents
Key Biscayne
Village Council
I
Village Manager
365-5514
Human Resource
Coordinator
365-8904
70
FINANCE AND ADMINISTRATIVE SERVICES DEPARTMENT
FISCAL YEAR 2006 BUDGET
FUNCTIONAL ORGANIZATIONAL CHART
Finance and Administrative Services Department
• Responsible for coordinating
the financial operation of
the Village departments
• Coordinate and administer
personnel policies and
employee benefits
programs and risk
management
• Coordinate and prepare the
annual operating budget
,
• Responsible for comprehensive
insurance program
• Enterprise Fund administration
consisting of billing for Solid
Waste accounts and
Stormwater fee calculation
and administration
• Capital Improvement Fund
project accounting
DEPARTMENTAL DESCRIPTION
The Department of Finance and Administrative Services is responsible for coordinating
the financial operation of the Village departments Under the direction and
supervision of Severn Trent Services Inc the Department has two main functions
Finance which is the central fiscal control and accounting agency of the Village
Administrative Services which coordinates and administers Personnel Policies and
employee benefits programs and risk management which deals with worker's
compensation and insurance
The Director of the Finance and Administrative Services Department serves as the chief
fiscal officer for the Village and coordinator of the employee benefits program The
Department deals with daily finance/accounting activities including payrolls and
audits preparation of the operating and capital budgets preparation of
71
FINANCE AND ADMINISTRATIVE SERVICES DEPARTMENT
FISCAL YEAR 2006 BUDGET
comprehensive financial reports investments debt management cash management
and bank relations The Department provides financial information to the public state
agencies grantors auditors Village Council and management
In addition the Department is responsible for the comprehensive insurance program
which includes automobile liability property and workman's compensation program
and for the employee benefits program which includes health insurance life
insurance long-term disability insurance dental insurance deferred compensation
plan and legal service plan
The Stormwater utility billing fee program under contract with the County began in
1994 On January 1 1995 the Village took over from the County the responsibility for
providing Solid Waste and Recycling collection and billing services
The Finance and Administrative Services Department staff includes a Finance Assistant
The position of the Village Finance Director has been eliminated and replaced with a
contract with services provided by Severn Trent Services Inc
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 February 2004 The budget was prepared on time and
administered carefully during the year Application for the Annual Distinguished
Budget Presentation Award from the GFOA for the Fiscal Year 2004 budget was filed
December 2003 The budget was filed and accepted by the Florida Department of
Revenue and met the "TRIM" (Truth in Millage Bill) Requirements on July 1 2004 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
72
FINANCE AND ADMINISTRATIVE SERVICES DEPARTMENT
FISCAL YEAR 2006 BUDGET
PERFORMANCE INDICATORS
ACTIVITY
Payroll Checks
FY 2001
Actual
2 886
FY 2002
Actual
2 986
FY 2003
Actual
3 070
FY 2004
Actual
3 100
FY 2005
Actual
3 126
FY 2006
Estimated
3 150
Accounts Payable Checks
3 033
3 148
2 925
3 085
3 177
3 200
Solid Waste Bills
1 313
1 292
1 294
1 294
1 286
1 286
Employees Insurance
Premiums
$586 467
$757 181
$403 733
$403 733
$527 094
$577 800
Property Liability Premiums
$149 204
$192 158
$322 410
$322 410
$348 026
$432 848
Manage Investments
$25 004 84
4
$25 595 49
7
$7 262 251
$7 262 251
$6 892 191
$14 000 000
CAFR Award '
YES
YES
YES
YES
YES
YES
Budget Award 2
YES
YES
YES
YES
NO
YES
Audit Submittal
March 26
March 31
March 31
March 31
March 31
Macrh 31
Comprehensive Annual Financial Report Certificate of Achievement (1992 first received)
2 Annual Distinguished Budget Presentation Award (1993 first received)
2006 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 2006 in preparation for the Fiscal Year 2005 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
73
FINANCE AND ADMINISTRATIVE SERVICES DEPARTMENT
FISCAL YEAR 2006 BUDGET
Village Health Insurance Program twice annually and advises employees of the
opportunity for changes
Other goals for this department to improve service to the Village include
• Provide department heads a summary of Revenues Expenditures and Surplus of
the General Fund along with the monthly financial statement
• Improve and upgrade the payroll software utilized in order to provide more
information to employees
• Upgrade the system for billing and collecting building permit fees
• 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
2001
0
2002
0
2003
0
2004
0
2005
0
2006
0
Director
Assistant Director
1
1
1
1
1
1
Assistant - Part Time
0
0 5
0
0
0
0
Admin Assist - Part Time
0 5
0
0
0
0
0
Total
15
15
10
10
10
10
FUNDING LEVEL SUMMARY
FY 2001 FY 2002
Personnel Expenses $423 277 $423 863
FY 2003
$364 293
FY 2004
$397 660
FY 2005
$485 851
FY 2006 '1. Change
from FY 05
$422 030
-13 13%
Operational
Expenses
$186 884
$185 030
$600 458
$641 841
$746 549
$745 913
0°/0
Capital Outlay
$0
$0
$0
$0
$0
$0
$0
Total Department
$610 161
$608 893
$964 751
$1 039 501
$1 232 400
$1 167 943
13 13%
BUDGET SUMMARY Administrative Services Budget increased $209 399 from the
previous year budget due to the Building Manager contract and Building Maintenance for
Village Hall and the Fire Station
FINANCE AND ADMINISTRATIVE SERVICES DEPARTMENT
FISCAL YEAR 2006 BUDGET
Category
Village Manager
Assistant Village Manager
Assistant to the Manager
Human Resources Coordinator
IT Administrator
Receptionist
Payroll Taxes
Retirement Contributions
Life Health Disability Insurance
Workers Comp Insurance
Unemployment Insurance
Finance Director- Contractual
Grant Specialist Contractual
Auditors
Employee Development
Administrative Expenses
Insurance
Telephone
Postage
Electricity
Water & Sewer
Rentals & Leases
Printing & Binding
Furniture & Fixtures
Equipment
Office Supplies
Car Allowance
Miscellaneous
Memberships/Dues/Education/Training
Travel
Appraisers
Website/Communications
Contingency for Emergencies
Total Administration
Building Maintenance
Building Maintenance- Fire Dept
Building Maintenance- Police/Adman
Building Maintenance Manager
Maintenance & Repairs
Budget Actual Adopted
FY 2004 FY 2004 FY 2005
$137596 $140310 $150075
$68 250 $68 075 $73 136
$0 $9 003 $51 896
$53 012 $53 400 $57 018
$45 520 $46 062 $50 934
$11 737 $13 734 $0
$21 375 $21 940 $29 304
$37 292 $28 686 $45 967
$22 426 $29 433 $27 000
$452 $499 $431
$0 $0 $0
$100 000 $97 050 $100 000
$20 800 $10 500 $0
$61 000 $64 105 $50 000
$9 000 $0 $0
$35 000 $94 746 $50 000
$23 068 $18 299 $13 120
$50 000 $33 309 $30 000
$15 000 $13 900 $15 000
$7 544 $8 859 $2 000
$4 628 $2 064 $4 000
$0 $0 $0
$0 $0 $0
$5 000 $4 349 $2 500
$15 000 $15 827 $6 000
$35 000 $13 476 $15 000
$4 800 $4 800 $4 800
$3 500 $8 832 $3 500
$12 500 $ 7 507 $12 000
$3 000 $8 150 $3 000
$1 000 $350 $1 000
$12 000 $36 610 $25 000
$200 000 $0 $100 000
Adopted
FY 2006
$162 306
$0
$60 975
$61 665
$55 085
$0
$16 599
$40 804
$21 600
$496
$2 500
$103 000
$0
$48 500
$0
$37 850
$15 335
$35 100
$13 700
$7 800
$0
$11 220
$850
$2 000
$6 600
$10 000
$0
$3 000
$7 556
$3 150
$1 000
$25 000
$100 000
°/U
Change
8%
N/A
17%
8%
8%
N/A
- 43%
11%
20%
15%
N/A
3%
N/A
-3%
N/A
24%
17%
17%
-9%
290%
N/A
N/A
N/A
20%
10%
- 33%
N/A
- 14%
37%
5%
0%
0%
0%
$1,015,501 $853,875 $922,682 $853,691
7%
$0
$0
$0
$7 500
$0
$114
$7 500
$14 655
$51 361
$101 858
$96 000
$60 500
$46 242
$105 509
$102 000
$60 500
10%
4%
6%
0%
Total Building Maintenance $7,500
$22,269 $309,718 $314 252 1%
75
OFFICE OF THE VILLAGE CLERK
FISCAL YEAR 2006 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
J
76
OFFICE OF THE VILLAGE CLERK
FISCAL YEAR 2006 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
1
• 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
77
OFFICE OF THE VILLAGE CLERK
FISCAL YEAR 2006 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
2006 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
78
OFFICE OF THE VILLAGE CLERK
FISCAL YEAR 2006 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 2001
1
FY 2002
1
FY 2003
1
FY 2004
1
FY 2005
1
FY2006
1
Staff Assistant - Full Time
0
0
1
1
1
1
Deputy Clerk - Part Time
0 5
0 5
0 0
0
0
0
Staff Assistant - Part Time
0
0
0
0
0
0
Total
15
15
20
20
20
20
79
OFFICE OF THE VILLAGE CLERK
FISCAL YEAR 2006 BUDGET
FUNDING LEVEL SUMMARY
Personnel Expenses
FY 2001
$103 208
FY 2002
$112 449
FY 2003
$125 836
FY 2004
$130 093
FY 2005 FY 2006
$138 980
•i
Change
$156 102 11%
Operational Expenses
$111 934
$110 674
$179 807
$215 671
$202 735
$210 834
4%
Capital Outlay
$0
$0
$0
$0
$3 000
$6 000
50%
Total Department
$215 142
$223 123
$305 643
$345 764
$344 715
$372 937
80/0
BUDGET
The Village Clerk's budget for Fiscal Year 2006 increased $28 222 over the
previous year
80
OFFICE OF THE VILLAGE CLERK
FISCAL YEAR 2006 BUDGET
Village Clerk
Category
Clerk
Administrative Assistant
Payroll Taxes
Retirement Contributions
Life Health Disability Insurance
Workers Comp Insurance
Automobile Allowance
Insurance
Electricity
Water & Sewer
Rentals & Leases
Maintenance & Repairs
Imaging Equipment/Supplies
Video & Filming Supplies
Ordinance Codification
Indexing Minutes
Elections
Election Advertising
Legal Advertising
Videographer & Equipment
Video Streaming
Website/Communications
Office Supplies
Memberships Dues Education &
Training
Travel
Telephone & Postage
Capital Outlay
Total Village Clerk
Budget
FY 2004
$72 361
$26 362
$7 552
$11 847
$11 519
$452
$0
$24 071
$ 7 600
$4 500
$0
$7 500
$5 000
$0
$3 500
$2 500
$20 000
$10 000
$ 75 000
$40 000
$6 000
$0
$0
$3 000
$3 000
$1 000
$3 000
Actual
FY 2004
$72 212
$26 203
$7 615
$9 113
$11 756
$499
$2 350
$19 106
$3 689
$2 064
$0
$7 913
$4 512
$0
$2 424
$1 384
$1 479
$4 935
$32 515
$45 940
$5 088
$0
$2 946
$1 153
$3 554
$1 559
$599
Adopted
FY 2005
$78 258
$28 511
$8 168
$12 812
$10 800
$432
$4 800
$18 234
$2 500
$3 000
$0
$0
$5 000
$0
$ 3 500
$2 500
$20 000
$10 000
$75 000
$40 000
$6 000
$0
$5 000
$3 000
$3 000
$1 200
$3 000
Adopted yo
FY 2006 Change
$84 637 8%
$32 376
$8 951
$14 041
$10 800
$497
$4 800
$6 427
$7 560
$0
$4 069
$2 500
$5 000
$2 500
$3 500
$2 500
$15 000
$10 000
$75 000
$50 400
$6 259
$7 000
$5 000
$1 240
$4 380
$2 500
$6 000
14%
10%
10%
0%
15%
0%
65%
202%
N/A
N/A
N/A
0%
N/A
0%
0%
-25%
0%
0%
26%
4%
N/A
0%
59%
46%
108%
100%
$345,764 $270,609 $344,715
$372 937 8%
81
VILLAGE ATTORNEY
FISCAL YEAR 2006 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
Gueces Cole &
Boniske, P.A.
82
VILLAGE ATTORNEY
FISCAL YEAR 2006 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
litigation matters
Village in
• Provide legal support services
to the Village Council and
¢tuff
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
83
VILLAGE ATTORNEY
FISCAL YEAR 2006 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
2006 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
84
VILLAGE ATTORNEY
FISCAL YEAR 2006 BUDGET
RESIDENT'S EXECUTIVE SUMMARY
Village Attorney
Legal Fees
FY 2001
$185 000
FY 2002
$225 000
FY 2003
$300 000
FY 2004
$300 000
FY 2005
$300 000
FY 2006
$350 000
.1.
Change
15 0%
Professional
Fees
$25
000
$25
000
$25
000
$25
000
$25
000
$25
000
0
0%
Other Expenses
$3
000
$3
000
$8
000
$8
000
$8
000
$8
000
0
0%
Total
Department
$213
000
$253
000
$333
000
$333
000
$333
000
$383
000
0
0%
BUDGET SUMMARY
The Village Attorney's budget for Fiscal Year 2006 increased 15% from the
previous year
Category
Legal Fees
Legal Fees - Lawsuits
Legal Fees - Labor Relations
Prof Fees - Contract Matters
Other Professional Fees
Court Costs and Fees
Other Expenses
Total Village Attorney
Village Attorney
Budget Actual
FY 2004 FY 2004
$200 000
$100 000
$0
$25 000
$5 000
$1 500
$1 500
$298 423
$19 777
$24 711
$12 414
$0
$0
$75
Adopted Adopted
FY 2005 FY 2006
$200 000
$100 000
$0
$25 000
$5 000
$1 500
$1 500
$225 000
$100 000
$25 000
$25 000
$5 000
$1 500
$1 500
%
Change
13%
0%
N/A
0%
0%
0%
0%
$333,000 $355,401 $333,000 $383 000
15%
85
DEBT SERVICE
FISCAL YEAR 2006 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 166 111 Florida Statutes The Village has no outstanding general
obligation debt
DEBT RESTRICTIONS
The Charter requires five (5) affirmative votes for any borrowing (Section 4 10) and
the adopted annual budget must be balanced (Section 4 05) Section 4 10 of the
Charter requires the debt be limited by Ordinance Also State law prohibits a mill
rate in excess of 10 mills Section 4 03 (9) requires that each elector receive a notice
by mail of the action by Council to initiate a capital project in excess of $500 000
The Master Plan requires that the Village pursue a prudent policy of borrowing for
capital improvements or other purposes (Policy 1 15) The Financial Policy
Statement has six (6) guidelines regarding debt
Section 5 02 of the Charter permits electors to require reconsideration of an
ordinance within 30 days after the date of adoption of the borrowing ordinance
and if the adopted budget ordinance exceeds five (5) mills (Section 5 02B)
Ordinance 97-1 January 16 1997 limits outstanding debt Based on the 2003
budget and in accordance with Section 4 10 of the Village Charter the limit is 1% of
assessed valuation ($3 259 billion) or an amount that exceeds 15% of the annual
general fund expenditures ($ 16 401 073) whichever is greater
VILLAGE GREEN BOND ISSUE
Ordinance 93-21 adopted on December 4 1993 authorized the Land Acquisition
Revenue Bond Series 1993 for the purchase of the Village Green Resolution 93-57
adopted December 14 1993 authorized the issuance of the bonds (Bank Loan) in
86
DEBT SERVICE
FISCAL YEAR 2006 BUDGET
the amount of $ 9 2 million for a ten (10) year period ending December 15 2003
The bonds were purchased by Northern Trust Bank of Florida N A This bond is
payable from and secured by a pledge and assignment of proceeds of the public
service tax (utility taxes) authorized by Part I I I Chapter 166 Florida Statutes and
received by the Village pursuant to Section 8 04 of the Village Charter and
Ordinance 97-12 adopted April 29 1997 The interest is payable semi-annually (June
1st and December 1st) at a fixed rate of 4 36% the principal is paid December 1st
The property was acquired February 10 1998 Resolution 94-38 named the Village
Green and Resolution 94-44 adopted November 15 1994 approved the public park
use for this property
The principal and interest payments for Fiscal Year 2004 are $ 1 131 285 The bond
was paid off December 1 2003
CIVIC CENTER BOND ISSUES
At the April 20 1999 Council Meeting financing options were again discussed
including financing the civic center with or without refinancing the Village Green
and for a thirty (30) year period At the May 11 1999 meeting the Council
discussed the amount and the length of the borrowing Financing issues discussed
again included the amount the term of the loan and the option of refinancing the
Village Green These issues were summarized in a May 17 report "Village Civic
Center Financing Plan " discussed at the May 18th workshop At this Workshop
Council directed staff to prepare an ordinance to borrow $ 10 million 20 years
Both series bank loans shall be payable exclusively from legally available non - ad
valorem revenues of the Village
Capital Improvement Revenue Bonds
Series 1999
A $ 10 million 20 year borrowing Ordinance (99-6) was approved at the June 22
1999 Council Meeting Resolution 99-71 adopted on July 23 1999 authorized the
twenty-year bank loan from Bank of America at an annual fixed interest rate of
4 715% Interest payments are due June 1st and December 1st and the principal on
December 1st The interest payments for Fiscal Year 2003 are $ 463 130 Principal
payments for Fiscal Year 2004 are $355 000
Series 2000
Ordinance 2000-8 approved July 11 2000 authorized the second $10 million 20
year borrowing Resolution 2000-57 adopted October 24 2000 authorized the
87
DEBT SERVICE
FISCAL YEAR 2006 BUDGET
twenty-year loan at an annual fixed rate of 5 24% from Wachovia National Bank
Interest payments are due June 1st and on December 1st The principal shall be
paid December 1st each year starting December 1 2004 The interest payment for
Fiscal Year 2004 is $524 000
Series 2002
Ordinance 2002-11 approved October 22 2002 authorized the issuance of not
exceeding $9 987 551 20 year borrowing This being the third in a series of
borrowing necessary to complete construction of the Village Civic Center project
The loan bears an interest rate at 3 59% for ten years (to 11/1/2012) the initial interest
rate period The second interest rate period commences 11/1/2012 until maturity
The first principal payment was due August 1 2004
SANITARY SEWER FUND
Ordinance 99-9 adopted November 9 1999 authorized the filing of a second
amendment to the Sanitary Sewer Loan application (which was approved and
executed by the State ($ 7 712 919) on November 15 1999) and increased the loan
from its original level of $ 723 762 covering pre -construction costs to a level of
$7 941 990 The project has subsequently been placed on hold based upon the
limitations on borrowing In accordance with Ordinance 97-1 the project is
expected to be completed prior to the beginning of Fiscal Year 2008 Accordingly
all unused funds drawn on the loan will be repaid (a prepayment) and the Village
has cancelled requests for further draws At the close of Fiscal Year 2002 the
balance of this loan was $770 445 A prepayment of $332 000 was paid in Fiscal
Year 2003
88
DEBT SERVICE
FISCAL YEAR 2006 BUDGET
Annual General Fund Debt Service Payment
Category
Adopted
2002
Adopted
2003
Adopted
2004
Adopted 2005
Village Green
$1 131 521
$1 131 285
$1 129 089
$0
Civic Center Series 1999
$471 500
$818 131
$820 921
$817 886
Civic Center Series 2000
$838 400
$524 000
$524 000
$894 044
Civic Center Series 2002
$54 081
$395 175
S639 503
$741 177
Civic Center - Series 2004
$71 906
$0
$98 550
Sanitary Sewer
$28 134
$28 134
Total General Fund Debt Service
$2 495 502
$2 940 497
$3 141 647
S2 579 791
General Fund
Issue Date
Amount
Series
Rate
Outstanding as
of 9/30/2003
Principal
Payment
Interest
Payments
Outstanding as
of 9/30/2004
12/14/1993
$9 2 M
1993
4 360%
$1 110 000
$1 055 000
$76 285
S0
7/23/1999
$10 M
1999
4 715%
$10 000 000
$355 000
$463 131
$9 270 000
10/24/2000
$10 M
2000
5 240%
$10 000 000
$0
$524 000
$10 000 000
11/27/2002
$9 9 M
2002
3 590%'
$9 987 551
$0
$395 175
$9 891 892
Subtotal
$31 097 551
$1 410 000
$1 458 591
$29 161 892
Stormwater Utility Fund
1/25/1999
$72M
1999
4 136%
$6 430 000
$195 000
$283 613
$6 225 000
TOTAL VILLAGE DEBT
$37
527
551
$1
605
000
$1
742
204
$35
386
892
ARY OF OUTSTANDING GENERAL FUND DEBT
FY
Village Green
Civic Center
Sanitary
Sewer
Outstanding
Debt
Limit 1%
Available
2003
$1 105
000
$29
632
551
$429
768
$31
167
319
$32
599
200
$76
881
2004
$0
$29
161
895
$412
527
$30
924
422
$36
611
145
$4
114
510
2005
$0
S30
800
609
$394
841
$29
745
450
$38
753
355
$6
344
650
2006
$0
$29
556
740
$376
700
S28
401
786
$39
915
956
$8
891
017
2008
$0
$26
593
980
$339
002
$26
932
982
$42
346
838
$15
413
856
'Interest rate changes November 1 2012
The Village is currently rated by Moody s and Standard and Poors
89
BUILD NG, 70 ING, AND P A ING DE 'A! TM NT
FISCAL YEAR 2006 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
90
VILLAGE OF KEY BISCAYNE
BUILDING, ZONING AND PLANNING DEPARTMENT
ORGA NIZATIO NAL CHART
Dir ector
365-8908
J
Chi ef Building Official
365-8902
Recepti onist/Permit
Clerk
365-5511
Chief Permit Clerk
365-5501
P ermit Clerk
365-8938
P ermit Clerk
365-8916
Chief Building
Inspector
365-8941
1
Back-up
Building Inspec tor
365-5508
Chief Electrica l
Inspector
365-8943
Chief Plumbing
Inspector
365-8942
Chief Me cha nical
Inspector
365-8944
/
Pl an (Zoning)
Revi ewer
305-365-5502
1
Sr. Cods
Enforcement
Offic er
365-8917 J
BUILDING, ZONING, AND PLANNING DEPARTMENT
FISCAL YEAR 2006 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
I
Building Division
• Administration of the
South Florida Building
Code
• Processing and issuance
of building permits
• Inspections
• Issuance of Certificates
of Occupancy
• Issuance of Certificates
of Completion
• Building Code
enforcement
Zoning Division
• Administration of the
Zoning and Land
Development
Regulations
• Zoning plan review for
building permits
• Processing of zoning text
amendments site plans
variances and
conditional uses
• Zoning code
enforcement
• Administration of the
Special Master Process
• Administration of
Occupational Licenses
including issuance and
enforcement
I
Planning Division
• Administration of the
Master Plan
• Processing of
amendments to the
Master Plan
• Compliance with the
restrictions listed in
Developments of
Regional Impact for the
Grand Bay and Ocean
Club Developments
• Concurrency
compliance
• Preparation of the 2020
Vision
• Preparation of the EAR
(Evaluation and
Appraisal Report -1995
Master Plan
BUILDING, ZONING, AND PLANNING DEPARTMENT
FISCAL YEAR 2006 BUDGET
DEPARTMENTAL DESCRIPTION
The Department is composed of three (3) divisions Building Zoning and Planning which
work together to accomplish the Department's mission statement The Department also
provides information reports and recommendations relating to the orderly growth and
development of the Village to the Council and Manager The Department also provides
Geographic Information Services to all Departments and governmental agencies
The Building Division's primary responsibility is the administration of the Florida Building
Code Staff provides for the orderly processing of permits performs inspections in a
timely and safe manner and insures that construction complies with the provisions of all
applicable codes Staff also verifies that contractors have the proper credentials and
licenses to perform work in the Village Staff also insures that all construction work has
received building permits Property owners and contractors that are working without
permits receive violation notices fines and penalties
The Zoning Division is responsible for reviewing plans for compliance with the Zoning and
Land Development Regulations and providing information to residents and architects on
the development potential of property This Division also enforces the zoning and
property maintenance standards Staff issues occupational licenses to all businesses This
work involves inspections invoices and collection of delinquent accounts Staff
administers change of zoning requests variance applications and prosecution of
violators before the Special Master Miami -Dade County Construction Regulation Board
and Florida Department of Business Regulations Division of Construction
The Planning Division administers the Comprehensive Plan as set forth in Florida Statutes
including the processing monitoring and evaluation of amendments to the Plan
Concurrency Regulations Development of Regional Impacts and other issues that
relate to the overall planning and legislative control of the Village The Division is also
responsible for the preparation of new Zoning and Land Development Regulations for
the Village consistent with the Master Plan recommendations to the Village Council
regarding Site Plan Review applications and variances Staff prepares studies as
directed by the Village Manager
A significant portion of the Planning Division's work is the preparation of the 2020 Vision
Plan and the Evaluation and Appraisal Report (EAR) of the 1995 Master Plan The Village
Council appointed an 18 member Committee to assist in this effort and engaged the
services of two consulting firms 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 The preparation of the EAR provides the Village with baseline
data and analysis that can be used to prepare a Visionary Plan for the Village The
Visionary Plan is not required by the State The 2020 Vision Plan will establish quality of
94
BUILDING, ZONING, AND PLANNING DEPARTMENT
FISCAL YEAR 2006 BUDGET
life goals and objectives standards ideals and aspirations for the Village The 2020
Vision Plan will translate these abstract associations into quantifiable actions that can
be implemented The preparation of this plan is the logical next step following the
goals and objectives that were adopted by this and previous Councils
ACCOMPLISHMENTS FOR FISCAL YEAR 2005
1 Crandon Boulevard Master Plan In February of 2004 the Village Council
adopted the Crandon Boulevard Master Plan The Plan set forth streetscape
improvements for Crandon Boulevard from the entrance of the Village to the
State Park and on Harbor Drive from Fernwood Road to Crandon Boulevard
Staff worked closely with the engineer and managed the construction bid
process Staff was involved with the planning of Phase 1 (McIntyre
Street/Crandon Boulevard Intersection) and assisted in the funding for Phase 2
which is now under construction Staff prepared two grant applications which
were funded at $1 0 million each for Phase 3 Staff also assisted the Village
Manager's Office in obtaining a commitment from Miami -Dade County to
provide funds from the Causeway tools Staff is also monitoring the preparation
of the engineering drawings for Phase 3
2 Crandon Boulevard Zoning Ordinance The Village Council created a
Committee to review the C-1 Commercial District zoning regulations which
govern the development of properties along Crandon Boulevard and Harbor
Drive from Fernwood Road to Crandon Boulevard Staff was responsible for the
administration of this Board including agendas minutes and public notices Staff
also drafted the zoning ordinance and worked closely with a consultant who
prepared renderings of potential developments based on the proposed zoning
The new zoning ordinance is designed to insure that new development is
consistent with the "New Urbanism" planning for commercial corridors The
Village Council held several public hearings and workshops in FY2005 It is
expected the ordinance will be adopted in November 2005
3 Art in Public Places Board The Art in Public Places Board mission is to
increase the awareness of artworks in the Village Staff assisted the Board in
accomplishing the following
a Administration of the Village's first "Call to Artists" that led to retaining
Sarah Morris
b Preparation and submission of a grant to the Key Biscayne
Community Foundation that funded the Village's first Art in Public Places
Speaker Series
95
BUILDING, ZONING, AND PLANNING DEPARTMENT
FISCAL YEAR 2006 BUDGET
c Acquisition of two pieces of artwork as gifts
d Installation of the Key Biscayne Mural in the Community Room
e Preparation of the Draft Art Master Plan
f Administration of the Board including the preparation of agendas
minutes and meeting notices
4 Noise Ordinance Review Committee (NORC) This eight (8) member
committee was tasked with reviewing the Noise Ordinance and to make
recommendations for changes in order to insure the regulations are consistent
with the high quality of life associated with the Village The Board met 12 times
and held a public hearing Following the hearing they recommended several
changes to the Village Council The Council held several public hearings and
workshops in FY2005 It is expected the Noise Ordinance will be adopted in
November 2005
5 Occupational Licenses Implemented an enforcement program to insure
that all businesses in the Village have the proper occupational licenses This
program resulted in an increase in occupational license revenues by 9% over
the adopted budget projection
6 Code Enforcement Program 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 maintenance of
construction sites proper disposal of trash debris and clippings and
appearance of the buildings The goal of code enforcement is to achieve
compliance through voluntary measures and to solve problems prior to
complaints being filed with the Village When property owners fail to meet the
Village's standards after a verbal warning written warnings are issued If this fails
violation notices are issued and eventually these cases are prosecuted before
the Special Magistrates As a result of stricter code enforcement activity 851
properties were inspected and 568 were found not to have violations Of those
properties with violations 210 property owners voluntarily complied and 107
were issued violation notices and 44 cases were heard by the Special
Magistrates
7 Code Enforcement Ordinance Staff and the Village Attorney prepared
an amendment to the Village's Code Enforcement Ordinance which provided
for a more efficient means of notifying property owners of violation an
expedited code enforcement process and hearings before the Special
Magistrates The Village Council adopted the ordinance
96
BUILDING, ZONING, AND PLANNING DEPARTMENT
FISCAL YEAR 2006 BUDGET
8 Implementation of Construction Clean Site Program This program includes
daily tours of construction sites placement of red vinyl coated fencing between
the site and the street resulting in safer jobs port -o -lets on private property and
removal of all construction equipment at the end of the day Violators receive
one warning notice and a violation is automatically issued Repeat offenders
receive no warning notices
9 Storage and Scanning of Plans With the exception of active permits most
of the building plans have been placed in a warehouse off the island in a
hurricane resistant building The plans have been bar coded and inventoried for
retrieval purposes Staff can view the inventory over the Internet All projects that
receive Certificates of Occupancy and Certificates of Completion are now
scanned on CD ROMs Nearly 90% of all plans that received a building permit
since the Village was incorporated have been scanned
10 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 of establishing building permit fees to cover the cost of operating
the Building Division 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 substantially through
the General Fund In FY2003 the Department's revenues and expenditures were
consistent with the policies as set forth in Resolution No 2002-45 In FY2005 the
Building Division generated revenues that were within 2% of the operating cost
11 Internet Connectivity to the Permit System The Department's Mission
Statement establishes customer service as our highest pnonty In support of this
objective in FY 2004 our citizens and customers were able to view building permit
data obtain permit and public hearing applications and inquire as to the status
of permit applications and inspections This new technology utilizes the Internet
through the building permit system
PERFORMANCE INDICATORS
ANNUAL (FY 2003) COMPARISON OF INSPECTIONS AND PERMITS
Based on similar sized municipalities in Miami -Dade County the Village has the highest
number of number of permits and inspections per capita The following table compares
inspections and permit activity for these municipalities
97
BUILDING, ZONING, AND PLANNING DEPARTMENT
FISCAL YEAR 2006 BUDGET
Municipality Population
Number of
Inspections
12,771
Number of
Inspections
Per Capita
0 51
Number of
Permits
Issued
2,675
Number of
Permits Per
Capita
0 11
Aventura
2000 Census
25,267
Key Biscayne
10,507
13,360
1 27
2,581
0 25
Miami Springs
13,712
4,098
0 30
1,817
0 13
North Bay Village
6,733
463
0 07
417
0 06
South Miami
10,741
3,517
033
1,302
0 12
Sunny Isles
15,315
No records
No records
1,408
0 09
Permits, Inspections, Occupational Licenses, and Enforcement Activity
The following table tracks permits inspections occupational license and enforcement
activity The data indicates that the permit activity peaked with the construction of the
Ocean Club and Grand Bay projects The Grand Bay project was completed in FY 2001
The entire Ocean Club project was completed FY2003 The number of Master and Trade
Building Permits and inspections has increased which indicates a strong market in
condominium and single family home renovations and in new single family home
construction FY2004 and FY2005 showed an increase of almost 16% in the number of
permits issued even though there was a 15% decline in the number of inspections This
disparity is a result of the number of inspections required for renovations of
condominiums and single family homes being less those required for construction of
multiple family buildings at the Grand Bay and Ocean Club developments
In FY2004 staff implemented a new licensing software program which resulted in a 100%
collection rate and an identification of each license that was required to be obtained
by each business This increased revenues from $47 775 in FY2003 to nearly $59 000 in
FY2004 for a gain of nearly 20% These increases mean the occupational license fees
can remain the same as in 2002 when they were last adjusted for inflation
PERMIT AND INSPECTION ACTIVITY BY FISCAL YEAR
ACTIVITY
FY 2001
Actual
FY 2002
Actual
FY 2003 FY 2004 FY 2005 FY 2006
Actual Actual Actual Projected
Permits (Master and
Trade)
2 785
2 417
2 581
3 061
3 045
3 000
Inspections Made
19 127
16 320
13 360
10 652
9 103
9 000
Certificates of Use
and Certificates of
Completions
63
75
103
111
105
100
Occupational
Licenses
598
625
668
428*
433
475**
98
BUILDING, ZONING, AND PLANNING DEPARTMENT
FISCAL YEAR 2006 BUDGET
Enforcement
864
800
1 523
1 807
1 971
2 000
Activity
* New license program combined the number the number of licenses per business
**
New commercial building on a vacant lot at 200 Crandon Boulevard with shops and stores
FY2005/2006 DEPARTMENTAL OBJECTIVES AND
MANAGEMENT OVERVIEW
The Department's objectives are focus on Customer Service Revenue Generation and
Planning
Customer Service The Department's mission establishes customer service as our highest
pnority 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 FY2006 we plan to expand this service to include
the issuance of minor permits This new technology utilizes the Internet through the
building permit system
We will also continue in our long term objective to place all building plans on CD-ROM
In FY 2006 90% of all plans will be digitized on CD-ROM We will continue to warehouse
plans and inventory them using a bar code system The latter provides for same or next
day retrieval The CD-ROM allows citizens to view and print plans in the office but at a
reduced scale The Internet CD-ROM and bar coding are designed to provide better
service to our citizens The Internet provides a new technology at no cost to our citizens
and at a small expense to the Department
OBJECTIVES
A Customer Service
1 Provide Internet access to the Building Permit System Homeowners
contractors architects and engineers can view plan review comments request
inspections and obtain results of inspections Minor permits will be issued over the
Internet without the necessity of visiting the office
2 Level of Service Continue the level of customer service by reviewing plans
within the following timeframes
a 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
same day service
l day
l day
Next day service
1-5 days
14 days new construction
10 days for others
99
BUILDING, ZONING, AND PLANNING DEPARTMENT
FISCAL YEAR 2006 BUDGET
g Large projects not included above 20 - 30 days depending on
complexity
3 Scanning of Plans Scan all plans that receive a Certificate of Occupancy
or Certificate of Completion in FY 2001 Plans will be scanned within 30 days of the
date a Certificate of Occupancy or Certificate of Completion is issued In FY2006
it is our objective to have 90% of all plans scanned
4 Bar Coding of Plans Approximately 75% of all plans have been inventonzed
and bar coded Our objective for this fiscal year is to inventory and bar code all
plans excluding those which are still under construction
B Revenue Generation
1 Building Permits Staff will closely monitor revenue expenditures and
number of permits and inspections to ensure that staff is available to maintain the
high level of service to our citizens Our goal is to collect sufficient permit fees that
pay for the operation of the Building Division This goal has been achieved since
the fees were adjusted in FY2002 and 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
penalties In FY2006 a new office and retail center at 200 Crandon Boulevard
will open These commercial uses will generate additional revenue Our goal is
to generate sufficient revenue to offset the cost of a Code Enforcement Officer
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 The Florida Department of Community Affairs (DCA) has
determined the EAR is due on February 1 2005 Preparation of the EAR
commenced in FY2005 and will be completed in FY2006
2 Vision Plan The preparation of the EAR provides the Village with baseline
data and analysis that can be used to prepare a Visionary Plan for the Village
The Visionary Plan is not required by the DCA The Visionary Plan will establish
quality of life goals and objectives standards ideals and aspirations for the
Village The Vision Plan will then translate these abstract associations into
quantifiable actions that can be implemented The preparation of this plan is
the logical next step following the goals and objectives that were adopted by
Council Preparation of this plan commenced in FY2005 and will be completed
100
BUILDING, ZONING, AND PLANNING DEPARTMENT
FISCAL YEAR 2006 BUDGET
in FY2006
3 Implementation of the Crandon Boulevard Master Plan The Master Plan was
approved by the Village Council on February 24 2004 Funding for Phase 1
McIntyre Street intersection was through the Civic Center project Funding for
Phase 2 from the entrance to the Village to McIntyre Street was put in place in
FY2004 through a state grant and bonding of funds from the 1/2 penny sales tax
The Department participates in the construction of Phase 2 Phase 3 funding from
McIntyre Street to the State Park is being sought The preparation of construction
drawings for Phase 3 commenced in late FY2005 and will be completed in FY2006
The Department manages the preparation of the plans It is expected that Phase
3 of the project will be under construction late in FY2006
4 Art in Public Places Program In FY2004 The Art in Public Places Board
issued a Call to Artists for artwork near the Community Center The Village Council
also funded the acquisition of artwork for the Village Hall and Fire Rescue Stations
Construction of this project will start in early FY2006 Staff manages this project
Staff also assists the Board in establishing an Art Speakers Series and in the
administration of the Board's monthly meetings In FY2006 the Board will complete
a Village Art Master Plan which will be submitted to the Council for adoption
ANNUAL COMPARISON OF STAFFING
Our current staffing provides a very high level of service to our contractors and citizens
involved in construction and to citizens who often meet with staff to learn more about
construction activity near their homes An examination of staffing levels shows a
decline in response to the reduction of inspections
STAFFING LEVELS BY FISCAL YEAR
Position
2002 2003 2004
2004
1 0
2006
1 0
Director
1
0
1
0
1 0
Building Official
1
0
1
0
1 0
1 0
1
0
Receptionist/Permit Clerk
1
0
1
0
0
5(a)
1
0(c)
1
0
Permit Clerk
2
0
2
0
2 0
2 0
2
0
Chief Permit Clerk
1
0
1
0
1 0
1 0
1
0
Plan (Zoning) Reviewer
1
0
1
0
1 0
1 0
1
0
Sr Code Enforcement Officer
1
0
1
0
1 0
1 0
1
0
Chief Building Inspector
1
0
1
0
1 0
1 0
1
0
101
BUILDING, ZONING, AND PLANNING DEPARTMENT
FISCAL YEAR 2006 BUDGET
Chief Electrical Inspector
1 0
1 0
1 0
1 0
1 0
Chief Plumbing Inspector
1 0
1 0
1 0
1 0
0 5(d)
Chief Mechanical Inspector
1 0
1 0
1 0
1 0
1 0
Building Inspector
1 0
1 0
1 0
1 0
1 0
Community Assistant
1 0
0 0(b)
0 0
0 0
0 0
Inspectors - 4 Part Time
2 0
0 0(b)
0 0
0 0
0 0
Total
160
130
125
130
125
(a) Receptionist/Permit Clerk position is shared with the Village Manager s Office on a 50/50 basis
(b) Termination of employees due to completion of the Grand Bay/Ritz and Ocean Club projects
(c) In FY03 this position was shared 50/50 with the Village Manager s Office In order to provide clerical assistance
to the Special Masters and Code Enforcement this position was returned to BZP on a 100% basis
(d) In FY05 this position was reduced to part time based on permit and inspection activity
FUNDING LEVEL SUMMARY
Personnel Expenses
Operational Expenses
FY2002
$1 192 393
FY2003
$1 081 373
FY2004
$1 123 377
FY2005
$1 153 958
FY2006
$1 228 597
•I. Change
60%
$175 974
$168 957
$176 685
$168 161
$187 733
90%
Capital Outlay
$0
$0
$0
$0
$0
0%
Total Department
$1 368 367
$1 250 330
$1 300 062
$1 322 119
$1 416 330
7 0%
102
BUILDING, ZONING, AND PLANNING DEPARTMENT
FISCAL YEAR 2006 BUDGET
Category
Director
Building Official
Chief Permit Clerk
Permit Clerk
Receptionist/Permit Clerk (1)
Permit Clerk
Plan Reviewer
Sr Code Enforcement Officer
Chief Building Inspector
Chief Electrical Inspector
Chief Plumbing Inspector (2)
Chief Mechanical Inspector
Building Inspector
Inspectors (Part-time)
Overtime Salaries
Payroll Taxes
Retirement Contributions
Life Health Disability Insurance
Workers Comp Insurance
Master Plan
Professional Services
Special Masters
Contractual Services
Website/Communications
Telephone
Rentals & Leases
Insurance
Maintenance & Repairs
Printing & Binding
Postage
Electricity
Water & Sewer
Electronic Scanning
Supplies
Membership & Dues
Education & Training
Mileage
Car Allowance
Miscellaneous
Equipment
Budget Actual Adopted
FY 2004 FY 2004 FY 2005
$112 273 $113 135 $115 641
$105 091 $105 755 $113 656
$39 915 $40 281 $43 168
$31 942 $32 291 $34 545
$11 737 $12 036 $25 388
$29 970 $30 398 $32 413
$65 951 $66 547 $71 326
$39 472 $38 728 $38 056
$75 879 $76 288 $82 064
$79 673 $80 102 $86 167
$75 879 $53 268 $30 000
$75 879 $70 671 $82 064
$63 180 $64 353 $68 329
$18 000 $12 014 $38 272
$5 000 $4 364 $0
$61 653 $60 456 $65 873
$99 170 $76 285 $103 330
$75 991 $70 648 $70 200
$56 712 $62 626 $53 465
$1 000 $0 $1 000
$25 000 $24 915 $25 000
$7 000 $1 455 $7 000
$20 000 $20 633 $20 000
$0 $0 $0
$3 150 $4 266 $3 150
$0 $0 $0
$24 071 $19 420 $18 212
$14 000 $7 582 $0
$7 500 $3 889 $3 750
$3 750 $0 $3 750
$7 544 $3 689 $2 500
$4 628 $2 064 $3 000
$20 000 $18 596 $30 000
$12 000 $10 485 $12 000
$5 000 $1 283 $5 000
$6 000 $4 190 $9 000
$3 000 $203 $3 000
$4 800 $4 800 $4 800
$2 000 $3 565 $2 000
$10 000 $11 011 $15 000
Adopted
FY 2006
$131 317
$118 696
$46 686
$37 360
$27 457
$35 054
$77 139
$39 959
$88 752
$89 904
$ 30 000
$88 752
$73 898
$38 272
$0
$67 468
$106 197
$70 200
$61 485
$1 000
$25 000
$7 000
$20 000
$ 7 000
$3 150
$3 780
$25 203
$0
$5 000
$2 000
$7 800
$0
$30 000
$12 000
$5 000
$9 000
$3 000
$4 800
$2 000
$15 000
°/U
Change
14%
3%
8%
8%
8%
8%
8%
5%
8%
3%
0%
8%
8%
0%
N/A
2%
3%
0%
15%
0%
0%
0%
0%
N/A
0%
N/A
38%
N/A
33%
-47%
212%
N/A
0%
0%
0%
0%
0%
0%
0%
0%
Total Building, Planning & Zoning $1,303,812 $1,212,290 $1,322,119 $1 416 330
7%
103
FIRE RESCUE DEPARTMENT
FISCAL YEAR 2006 BUDGET
MISSION
STATEMENT
To contribute to a safe, quality community environment fo
landers through responsible Fire Rescue Services.
"A" Shift
Fire Captain (1)
365-8929
r 1
Fire
Lieutenant (1)
365-8930
i
Firefighter/
Paramedics (9)
365-8930
DEPARTMENTAL ORGANIZATION CHART
Chief of Fire
Rescue
365-8999
Deputy Chief
Of Fire Rescue
365-8988
"B" Shift
Fire Captain (1)
365-8929
Fire
Lieutenant (1)
365-8930
i
Firefighter/
Paramedics (9)
365-8930
J
(Administrative
Assistant
365-8989
Assistant
Fire Marshal
365-8987
EMS
Coordinator
365-7576
Fire Training
Officer
365-7575
J
104
FIRE RESCUE DEPARTMENT
FISCAL YEAR 2006 BUDGET
FUNCTIONAL ORGANIZATIONAL CHART
Office of the Chief of Fire Rescue
• Responsible to Village Manager for Fire Rescue Emergency Preparedness All Hazards Mitigation and
Reco ve ry
• 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 proc esses 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 administrativ e and
emergency services delivery
• Reviews and revises operational procedures
Office of the Assistant Fire Marshal
• Responsible to Village Deputy Chief
• Responsible for and coordinates Fire and Life Safety
activities within the Village
• Responsible for and coordinates Fire Safety and
Public Education activities within the Village
• Serves as Public Information Officer of the Direction of
the Village M anager
• Coordinates with other Local State and Federal
agencies on Fire and Life Safety issues
Office of the Emergency Medical Services
Coordinat or
• Responsible to the Village Deputy Chief
• Re sponsible 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
• Responsible to the Village Deputy Chief
• Responsible for an coordinates all Training activities
within the Department
• Responsible for and coordinates Training
opportunities within the Village
• Responsible for needs assessm ents and all training
r ecords
• 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
•
•
Medic al Services
Captain
Fire Captain B Shift
Responsible for health and safety
Responsible for ove rall supervision of all fire
rescue public education and inspection
activities while on duty
FIRE RESCUE DEPARTMENT
FISCAL YEAR 2006 BUDGET
DEPARTMENTAL DESCRIPTION
The Fire Rescue Department became operational and assumed Fire Rescue service from Miami -
Dade County on October 1, 1993, and is a full service Department This means that Fire Rescue
personnel perform a number of functions in addition to traditional fire suppression The most
obvious is emergency medical responses This function involves employing
Firefighter/Paramedics skilled not only in determining the severity of patient injury or illness using
sophisticated tools and methods but also administering the required life saving techniques such
as, cardiac pacing, intubating and defibrillating until the patient can be admitted to the appropriate
medical facility
Additionally, Fire Rescue personnel perform the inspection function that gives the Department an
opportunity to be proactive in dealing with emergencies All of the buildings within the Village are
inspected two (2) times a year to assure compliance with appropriate codes and to provide
needed familiarization for the Fire Rescue crews who may be required to fight fires in any one of
them
Inter -governmental support from the City of Miami is an essential component of the Village's Fire
Rescue Department Through an Automatic Aid and Ancillary Services Agreement, the City of
Miami provides emergency back-up services and several key support functions for Village
Firefighter/Paramedics This partnership has also led to the establishment of the Switch With
Another Paramedic Program (SWAP) that allows Village Firefighter/Paramedics to ride on City of
Miami Fire and Rescue calls in order to enhance and maintain their skills The original five (5) year
agreement became effective on October 1, 1993 at a cost of $402,000 per year Resolution No
98-13 adopted by the Village Council on April 16, 1998, and Resolution No 98-555, adopted by
the City of Miami Commission on June 9, 1998, provided for a second five-year contract This
contract became effective on October 1, 1998, and ran through September 30, 2003, for a fixed
fee of $460 000 annually, or $38,333 monthly In late September of 2003, the City of Miami
Commission adopted a resolution extending the agreement on a month -to -month basis, not to
exceed six (6) months, from October 1, 2003 through April 30, 2004 while the City and the Village
conclude negotiating a third five year contract Resolution No 04-17 adopted by the Village
Council on April 13, 2004, and Resolution No 04-0132, adopted by the City of Miami Commission
on March 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 2006 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 97 2% excellent to outstanding level
of customer satisfaction
Other functions that build on our full service designation include the provision of citizen blood
pressure monitoring, citizen CPR classes, first -aid classes, citizen Community Emergency
Response Team (C E R T ) classes water rescue capability, trench rescue and confined space
expertise and community fire and accident prevention public education programs
The Department consists of a Fire Chief, a Deputy Chief of Fire Rescue, an Assistant Fire
Marshal, an Emergency Medical Services Coordinator, a Training Officer, an Administrative
Assistant, three (3) Fire Captains and three (3) Fire Lieutenants On January 27, 2004, Village
Council approved Ordinance 04-3 providing for the funding of four additional
Firefighter/Paramedics for a total of twenty-seven (27) effective July 1, 2004 All of the sworn
personnel under the rank of Deputy Fire Chief are State Certified Paramedics We are the only
Fire Rescue Department in South Florida with this distinction
PERFORMANCE INDICATORS 2004-2005
Emergency call volume for Calendar Year 2004 broke down as follows, nine hundred and thirty-
eight (938) medical calls for service and thirteen hundred thirty-seven (1337) fire related calls for
service totaling two thousand two hundred seventy-five (2275) emergency responses
For Fiscal Year 2005, medical calls for service totaled one thousand forty-nine (1049) with eleven
hundred and three (1103) fire related calls for service totaling two thousand one hundred and fifty-
two (2152) emergency responses
The Fire Rescue Department continues to provide for an excellent response time under three
minutes twenty three seconds (3 23) while maintaining a current minimum on -duty staffing of eight
(8) or more Firefighter/Paramedics at all times
During Fiscal Year 2005, 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
Department continues teaching Village residents the Community Emergency Response Team
(C E R T) program
107
FIRE RESCUE DEPARTMENT
FISCAL YEAR 2006 BUDGET
The 2004 Hurricane season saw members of the Village Fire Rescue Department respond to the
recovery efforts after Hurricane Charley, Frances, Jeanne and Ivan As part of the Village's
Memorandum of Understanding with the State of Florida and Federal Government, Department
trained and certified members were activated for Search and Rescue, Critical Incident Stress
Management and to serve in the capacity as Public Information Officers immediately after the
hurricane(s) made landfall In addition to the emergency responses, members of the Fire Rescue
Department responded to Charlotte County following Hurricane Charley to help with an effort
coordinated by the International Association of Firefighters Firefighters and Police Officers from
across Florida joined forces to repair the homes of colleagues who lived and served on the west
coast
In October of 2004, the Village Fire Rescue Department took delivery of a thirty-three (33') foot
Fire Safety House/Trailer This Fire Safety House was given to the Department as part of the
Assistance to Firefighters Grant (F I R E Act) The Fire Safety House will enhance the
Department's Public Education programs — especially in teaching younger individuals how to
prevent fires and what they should do should a fire occur
In November of 2004, the Village Fire Rescue Department entered into an Interlocal Agreement
allowing for the purchase of equipment and training, not to exceed forty-nine thousand and seven
hundred and five ($49 705 00) dollars provided by the Urban Areas Security Initiative (UASI) as
part of a Homeland Security program This funding is being utilized to train and equip the Fire
Rescue Department in the areas of Weapons of Mass Destruction and for possible Terrorism
events
After becoming the first Fire Rescue service in the State of Florida to be Accredited by the
Commission on Fire Accreditation International (C FA 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 CFAI 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 97 2% of those
surveyed rate the Department with an excellent to outstanding customer satisfaction level
108
FIRE RESCUE DEPARTMENT
FISCAL YEAR 2006 BUDGET
ALARM SUMMARY REPORT
January 1, through September 30, 2005
01
02
03
04
Sept 05
YTD
Total Calls
2140
2058
2190
2275
158
1655
Fire
1124
1151
1210
1337
80
866
Medical
1016
907
980
938
78
789
Medical Transports
484
397
454
431
49
398
Miami Unit Responses
172
182
166
49
3
26
Selected Significant Calls
01
02
03
04
Sept 05
YTD
Assist Citizen
45
36
85
399
2
105
Automatic Fire Alarm
626
729
686
566
45
399
Building Fire *
50
49
52
41
2
33
Car Fire
6
5
5
0
0
2
Lockout
254
189
164
70
16
108
Person Stuck in Elevator
53
44
45
28
1
9
Wires Down
26
19
15
22
2
39
Fire Losses
$23,125
$124,250
$59,100
$306,300
$1,450
$57,300
Cardiac Arrest
19
6
5
8
1
18
Chest Pain
97
85
76
46
3
48
Diabetic
10
16
7
15
2
21
Difficulty Breathing
69
45
80
31
2
46
Fall
163
106
133
77
4
74
Stroke
17
11
16
16
3
20
Traumatic Injury
24
50
39
184
15
157
*Building Fires include a variety of situations including vegetation brush trash and other fires
109
FIRE RESCUE DEPARTMENT
FISCAL YEAR 2006 BUDGET
ACTIVITY
2000-2001
Full Fiscal Year
2001-2002
Full Fiscal Year
2002-2003
Full Fiscal Year
2003-2004
Full Fiscal Year
2004-2005
Full Fiscal Year
Response
Time
3 minutes
2 minutes 50
seconds
2 minutes 58
seconds
3 minutes 29
seconds
3 minutes 23
seconds
SWAP
Program
90
Exchanges
47
Exchanges
16
Exchanges
7
Exchanges
5
Exchanges
Inspection
Activity 2
426 Inspections4
840 Inspections
307 Inspections
332 Inspections
269 Inspections
Residential
Inspections
50 Inspections
0 Inspections
0 Inspections
0 Inspections
0 Inspections
Hydrant
Inspections
9 Hydrant
Inspections
249 Hydrant
Inspections
4 Hydrant
Inspections
1 Hydrant
Inspection
478 Hydrant
Inspections
Hose Tests
1 Complete Fire
Hose Test
1 Complete Fire
Hose Test
3 Complete Fire
Hose Tests
5 Complete Fire
Hose Tests
0 Complete Fire
Hose Test
Citizen Blood
Pressure
Enrollments
110 People
Enrolled
117 People
Enrolled
203 People
Enrolled
234 People
Enrolled
187 People
Enrolled
CPR and
Accident
Prevention
Classes
76 Citizen CPR
and Accident
Prevention
Classes reaching
2294 residents3
78 Citizen CPR
and Accident
Prevention
Classes reaching
5079 residents3
42 Citizen CPR
and Accident
Prevention
Classes reaching
4330 residents3
72 Citizen CPR
and Accident
Prevention
Classes reaching
5932 residents3
39 Citizen CPR
and Accident
Prevention
Classes reaching
5932 residents'
Physical
Fitness
Testing
1 Physical
Fitness Test
For each
Firefighter
1 Physical
Fitness Test
For each
Firefighter
1 Physical
Fitness Test
For each
Firefighter
0 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'
1050
1114
1148
1403
1103
Medical
Incidents
930
959
924
944
1049
Rescue
Transports
450
432
427
441
501
1 Fire Incidents include 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 Public Education Activates
4 Number of inspections lower due to fewer reinspections and more buildings in compliance
110
FIRE RESCUE DEPARTMENT
FISCAL YEAR 2006 BUDGET
2006 DEPARTMENTAL OBJECTIVES AND MANAGEMENT
OVERVIEW
The Fire Rescue Department will continue to provide a cost effective, as well as a very efficient,
level of service to the community it serves Benchmarking and performance evaluation
continuously assure this objective
In October of 2002, the Fire Rescue Department moved into a new two (2) story, four (4) bay,
state-of-the-art fire station located in the center of the Village on the main thoroughfare through
the community This new facility has enhanced the level of fire and rescue services to the
residents and visitors of the Village and will for many years to come
The Commission on Fire Accreditation International (CFAI) requires all Accredited Agencies to
complete an Annual Compliance Report This report is then reviewed by the full Commission
Each year since being granted Accredited Agency Status the Department has successfully
complied with all requirements to maintain its Accredited Agency Status In June of 2003, the
CFAI sent into the Village a new four (4) person Peer Assessment Team to again evaluate the
programs and services of the Department with the intention of recommending Re -Accreditation
Status On August 21, 2003, the Commission on Fire Accreditation International unanimously
approved the Re -Accreditation of the Department for 2003-2008
A critical element in the assessment of a delivery system is the ability to provide adequate
resources for fire combat situations Each fire emergency requires a variable amount of staffing
and resources to be effective Properly trained and equipped fire companies must arrive, be
deployed and attack the fire within specific time frames using an incident command system if
successful fire ground strategies and tactical objectives are to be met The same holds true for
rescue operations major medical emergencies hazardous materials incidents and other
situations that require varying levels of resources
During FY 2005, the Village Council by Resolution No 2005-18, authorized the Village Fire
Rescue Department to purchase two (2) new rescue transport vehicles The new vehicles — 2006
Navistar 4400LP Transport Ambulance Modules — utilize the latest state-of-the-art design and
configuration to better assist the Firefighter/Paramedics in the performance of their treatment and
comfort activities Delivery and acceptance of these vehicles was to take place by October 30,
2005
In April of 2005, the Village Fire Rescue Department 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 requested the Grant to fund a Wellness/Fitness and Injury
Prevention program in order to enhance the health and safety of Department members The
111
FIRE RESCUE DEPARTMENT
FISCAL YEAR 2006 BUDGET
requested Wellness/Fitness and Injury Prevention Program will be accomplished with the
purchase of equipment and the contractual procurement of medical services to ensure that Fire
Rescue Department members are physically able to carry out their duties and enjoy healthier
injury -free careers
The Department will again offer the Community Emergency Response Team (CERT) program
This highly successful program includes training in disaster preparedness, disaster fire
suppression, disaster medical operations, light search and rescue operations, and disaster
psychology and organization Due to recent events throughout the world, and this country, this
program has been expanded to involve awareness level training in Weapons of Mass Destruction
and Terrorism No community is immune
In March of 2004, the Village Council approved a recommendation from the Fire Chief and Village
Manager to add the position of Training Officer to the Department's Table of Organization This
position serves in two (2) capacities First, the Training Officer coordinates all Training activities
within the Department Additionally, the Training Officer coordinates training opportunities within
the Village for Village residents
Effective July 1 2004, assigned Departmental Shift Staffing went from ten (10) to eleven (11) with
approval of Council This level of staffing allowed for a daily minimum staffing of eight (8)
members on duty 24/7 and fully staffed each fire fighting apparatus with four (4) members per fire
fighting truck
The Department will continue our commitment toward public fire safety education with its annual
residential home safety surveys offered to all single family and duplex occupancies Members of
the Department participate in Fire Safety Skits during the Children's Fire Safety Festival which
reaches approximately 3,000 Dade County school age children Approximately 350 Key Biscayne
children participate in a Fire Safety Puppet Show and tour of the Fire Rescue Department as part
of National Fire Prevention Week The newly acquired thirty-three (33') foot Fire Safety
House/Trailer will enhance the Department's ability to teach young adults on how to prevent fires
and what to do should one occur
Members of the Department will also be making Risk Watch presentations to all 4th 5th, and 6th
graders This very successful program is entering its sixth year Key Biscayne is the only South
Florida community where the program is offered in every educational institution For the fifth year
in a row, the Fire Chief mentors a fifth grade class utilizing the Kids And the Power Of Work
(KAPOW) curriculum
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
112
FIRE RESCUE DEPARTMENT
FISCAL YEAR 2006 BUDGET
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 Department participates in the Miami -Dade County Elder -Links program
The Fire Station is an authorized "SAFEPLACE" for those young individuals needing this program
Under State Law any parent may leave a newborn infant three (3) days or younger at a hospital
or at a fire station staffed by full-time firefighters or emergency medical technicians Within the
State Law, Key Biscayne Fire Rescue personnel will accept abandoned newborns and transport
them to the nearest capable hospital When the Department has identified a need or when
requested, we have provided training for family members of high -risk medical patients
The Department will continue to review and monitor the construction projects within the Village In
addition, the Department continues the plan review process for less complex projects as well as
the numerous residential and multi -residential properties undergoing renovation within the Village
And finally the Department, as in the past, will continue to ensure that adequate, effective and
efficient programs are directed toward fire prevention, life safety, risk reduction of hazards, the
detection, reporting and controlling of fires and other emergencies, the provision of occupant
safety and exiting, and the provisions for first aid fire fighting equipment
113
FIRE RESCUE DEPARTMENT
FISCAL YEAR 2006 BUDGET
RESIDENTS EXECUTIVE SUMMARY — Fire Department
FUNDING LEVEL SUMMARY
FY 2002 FY 2003 FY 2004 FY 2005 FY 2006 % Change
Personnel Expenses
2
752
019
3
138
725
3
464
154
3
595
733
3 806 187
6%
Operational Expenses
660
077
912
960
914
597
989
543
1 046,848
6%
Capital Outlay
.
$0
$0
$0
$0
$0
Total Department
3
412
096
4
051
685
4
378
751
4
585
276
4,853,035
6%
PERSONNEL SUMMARY
Authorized Positions 2000
2001
Fiscal
2002
Years
2003
2004
2005
2006
Fire Chief
1 0
1 0
1 0
1 0
1 0
1 0
1 0
Deputy Fire Chief
1 0
1 0
1 0
1 0
1 0
1 0
1 0
Assistant Fire Marshal
0
0
0
1 0
1 0
1 0
1 0
EMS Coordinator
0
0
0
0
1 0
1 0
1 0
Fire Training Officer
0
0
0
0
0
1 0
1 0
Administrative Assistant
1 0
1 0
1 0
1 0
1 0
1 0
1 0
Fire Captain
30
30
30
30
30
30
30
Fire Lieutenant
30
30
30
30
30
30
30
Firefighter/Paramedic
24 0
24 0
24 0
24 0
24 0
27 0
27 0
Total
33 0
33 0
33 0
34 0
35 0
39 0
39 0
BUDGET SUMMARY
The total increase in the FY 2006 budget will be $267 759 or 6% The change is due to an increase
in personnel expenses resulting from a cost of living increase merit increases personnel increases
and added line items to the Department from Non -Departmental and the fire truck lease
114
FIRE RESCUE DEPARTMENT
FISCAL YEAR 2006 BUDGET
Category
Fire Chief
Deputy Fire Chief
Fire Captains
Fire Lieutenants
Firefighters/Paramedics
Administrative Assist
Salaries - Overtime
Off -duty Employment
Holiday Pay
Incentive Pay 1
Acting Supervisor Pay
Vacation Excess Pay
Payroll Taxes
Retirement
Life Health Disability Insurance
Workers Comp Insurance
Recruiting & Physicals
Employee Wellness Program
Consultants Fee
Website/Communications
Automatic Aid Agreement
Fire Rescue Safety Materials
ALS Licenses -Fire Safety
Telephone
Postage
Utilities
Electricity
Fire Truck Lease
Insurance
Maintenance & Repairs
Printing
Supplies
Equipment - EMS Grant 2
Linen Supplies
Uniforms
Vehicle Maintenance
Fuel
Photography
Small Tools/Consumables
Miscellaneous
Memberships & Dues
Education & Training
Fire Rescue Facilities
Budget
FY 2004
$133 553
$98 567
$266 609
$391 287
$1 312 878
$37 611
$80 000
$5 500
$81 188
$22 320
$6 000
$85 000
$192 919
$298 594
$248 271
$126 719
$17 600
$1 000
$10 000
$0
$500 000
$10 000
$3 600
$15 000
$500
$9 885
$33 863
$117 000
$57 536
$39 500
$1 000
$9 000
$6 500
$1 000
$42 700
$5 000
$750
$1 000
$2 000
$6 000
$3 000
$43 200
$12 000
Actual
FY 2004
$134 580
$99 344
$269 058
$383 243
$1 275 958
$37 959
$225 329
$0
$34 061
$6 939
$16 692
$95 584
$189 122
$387 517
$305 119
$122 127
$11 005
$323
$0
$0
$469 581
$9 778
$3 050
$18 342
$312
$7 266
$21 631
$109 140
$42 277
$38 842
$1 000
$9 070
$6 737
$637
$36 659
$5 137
$921
$406
$1 120
$8 473
$3 188
$26 530
$9 378
Adopted
FY 2005
$137 560
$106 600
$278 088
$483 631
$1 419 285
$40 676
$88 000
$5 500
$81 188
$22 320
$6 500
$85 000
$210 708
$305 643
$210 600
$114 434
$18 000
$4 000
$10 000
$0
$500 000
$10 000
$3 600
$15 000
$500
$9 885
$ 33 862
$117 000
$45 396
$39 500
$2 500
$9 000
$1 550
$1 000
$50 000
$5 000
$750
$1 000
$2 000
$6 000
$3 000
$50 000
$12 000
Adopted %
FY 2006 Change
$141 687 3%
$115 289 8%
$286 430 3%
$498 140 3%
$1 506 545 6%
$43 991 8%
$95 000 8%
$5 500 0%
$81 000 0%
$22 320 0%
$7 000 8%
$85 000 0%
$215 036 2%
$361 050 18%
$210 600 0%
$131 599 15%
$28 800 60%
$4 000 0%
$10 000 0%
$7 000 N/A
$500 000 0%
$10 000 0%
$5 000 39%
$18 000 20%
$500 0%
$3 000 -70%
$37 200 10%
$117 000 0%
$84 993 87%
$36 000 -9%
$2 500 0%
$9 000 0%
$1 400 -10%
$1 000 0%
$50 000 0%
$5 000 0%
$2 000 167%
$1 000 0%
$2 000 0%
$6 000 0%
$4 875 63%
$49 600 -1%
$11 980 0%
115
FIRE RESCUE DEPARTMENT
FISCAL YEAR 2006 BUDGET
Fire Rescue Vehicles
Fire Rescue Equipment
Total Fire Rescue
' Expense offset by corresponding revenue
2 Additional expenses covered by Grant Revenue
$4 000
$39 100
$4,378,751
$4 089
$31 375
$4,458,900
$4 000
$35 000
$4,585,276
$4 000
$35 000
$4 853 035
0%
0%
6%
116
mice epartment
Fiscal Year 2006 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
117
KEY BISCAYNE POLICE DEPARTMENT
Personnel Allocation
FY 2006
Chief of Police
Deputy Chi ef of Operations)
Task Force bet ct ve
Admi istrotive Aide
Records Manager
Lieutenant
Platoons A & B
OPERATIONS
PATROL
Sergeant
Platoon A
J
Office
Officer
Officer
O ffice
Sergea nt
Platoon B
Off icer
Officer
O fficer
Off icer
Detective9 M ar
e Pa tro l O ffice r
Sergea nt
Platoon C
Lieutenant
Platoons C & D
Off ice
O fficer
Off ice r
Office
Officer
1
Officer
Office
O ff ce r
C Docum nts and Sett b Madeim My Do ments Made lm s f le B diet Budbet 00) Personnel Alto at o I h sh ft T ties Only doc
Police Major/Administration -
Lt /Accreditation/IA
CI rical Assistant (PT)9
C inpute T ch
ADMINISTRATION
SUPPORT SERVICES
OFF DUTY
TRAINING
4 D pat her
/
Dispatcher 1
J
1
Dispatcher
J
D pa t her
4
Di pateher
J
--(Scho ol Cr ossing Guards
J
--(School Crossing Guards)
--(Sch ool Cr oss g Guards
/
--(School Cross g Gu ards
J
School Crossing Guards
J
CSA/Property
& Evidence Cust odian
CSA
MUW
MUW
DARE/
Scho I Resource O fficer
J
POLICE DEPARTMENT
FISCAL YEAR 2006 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 style of policing
has been well accepted and appreciated by our residents
The Key Biscayne Police Department is a full service police agency which began
operations in March of 1993 Its structure is divided into two divisions The Patrol
Operations Division headed by the Deputy Chief of Operations consists of nineteen
patrol officers three Sergeants and two Lieutenants In addition the division has one
Detective An exciting addition to our Operations Division is the Marine Patrol The
department purchased a new 23 foot Contender with state of the art electronics
and safety features Our officer patrols 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 these officers work are 7AM to 7PM and 7PM to
7AM The only exceptions are the Lieutenants and our Detective They work a
standard five day week The Operations Division responds to initial calls for service
and follow-up investigations The Administrative Division headed by the Major of
Administration is the support services section of the department It consists of one
School Resource/D A R E officer five Dispatchers Iwo Municipal Utility Workers two
Community Service Aide's and five part-time Crossing Guards This Division
coordinates training reviews reports accounts for property and evidence and
coordinates all crime prevention activities The Administrative Division is also
responsible for recruiting hiring and training for all employees
The Office of the Chief of Police administers and coordinates the overall police
operation with the Chief reporting directly to the Village Manager regarding all
matters of public safety The Records Manager and Administrative Aide maintain
and distribute all reports and records for the police department The Accreditation
120
POLICE DEPARTMENT
FISCAL YEAR 2006 BUDGET
Unit along with Internal Affairs is supervised by a Lieutenant of Police with one full
time assistant along with one part time assistant Members of the Chief's office
handle all special investigations coordinate with local state and federal law
enforcement agencies and act as liaison between state prosecutors and the court
system They maintain the budget handle the purchasing and personnel processes
and coordinate programs with government business homeowners and our schools
Educational media releases and videos are also prepared for our local cable access
channel and the schools on the island through this office
2006 DEPARTMENTAL GOALS,
OBJECTIVES 8c MANAGEMENT OVERVIEW
The Key Biscayne Police Department has the following goals for the fiscal year 2006
• To reduce property crimes through pro -active operational initiatives in concert with a
public awareness campaign
• Reduce the number of vehicular collisions through selective traffic enforcement and
awareness programs
• To attain departmental accreditation through the Florida Commission on
Accreditation with CALEA recognition
• Create a paperless system of silent dispatching and crime reporting with the new CAD
and RMS system In addition create a new automated bar coding system for the
management of evidence and property
• Provide all officers with a personal laptop computer ensuring more time on the streets
and less time in the station completing reports
• Create a Police Athletic League allowing for positive interaction between our police
officers and the youth of our community
• Continue instilling a community policing philosophy through training and assisting with
community projects
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
121
POLICE DEPARTMENT
FISCAL YEAR 2006 BUDGET
POLICE YOUTH PROGRAMS
DARE Program - Elementary Level
The DARE 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 DARE Program
The DARE 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
Bicycle Safety Rodeos
Bicycle Safety Rodeos have been conducted every year for all the children in the Village
Bike Rodeos are a fun way to reinforce safety skills for young riders During the rodeo
obstacle courses are set up to help teach children how to steer their bikes around such
obstacles as rocks in the road grates pot holes etc Children are shown how to check their
bikes for loose chains and broken pedals and are shown the importance of bike helmets
School Crisis - Emergency Planning & Coordination
The School Violence Prevention and Control project is one idea that came out of the
partnership we have with the Principals This program is designed to allow the police and
staff members from each school to coordinate emergency planning for their school This
includes conducting security surveys and information sharing at all levels Plans have been
reviewed in the event of a threat of violence or a violent act taking place in one of our
schools The department will also continue to meet quarterly with the Village's ministers and
the school principals to share information of a mutual interest These meetings are an
important way to further communications that will benefit the business owners and residents
of our Village
Red Ribbon Week
The DARE 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 DARE 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
122
POLICE DEPARTMENT
FISCAL YEAR 2006 BUDGET
Gun Safety Program
A gun safety program was developed which included presentations to kids in the schools
Additionally the department purchased gun safety locks which have been distributed free
of charge to anyone in the Village requesting one This past year alone over one hundred
and twenty locks were distributed to concerned gun owners A video aired in the schools
and on Channel 16 educates children and adults alike about the dangers of unlocked
firearms
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 58 hours of
training for the year 2004 In total 42 police employees multiplied by an average of 5 days
each of training equals 210 employee work days This means the department looses one (1)
employee on the average every day to training We will continue to provide quality training
programs for the officers to ensure that they have the most up to date information possible
and to prepare them for advancement Over the years your officers have received the
following training
• Critical Incident Planning
• First Response to Terrorism
• Cultural Diversity
• Domestic Violence
• Executive Leadership Development
• CPR
• Officer Discipline
• Ethics
• Project Yes
• Use of Force
• Taser
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
123
POLICE DEPARTMENT
FISCAL YEAR 2006 BUDGET
TECHNOLOGY
In May of 2005 the Police Department will implement a new CAD/RMS (Computer Aided
Dispatch/ Records Management System) in an effort to improve communications and
record keeping within the organization Knowing the high cost of technology and working
within budget constraints set forth by the Village Manager the department reached into its
Federal Forfeiture account for funding This system along with the purchase of laptop
computers for the patrol vehicles will allow the department to dispatch calls in a silent
mode directly from the dispatch center to the laptop The supervisors will be able to observe
all activity within the village and approve all reports on-line The system also allows for a geo-
file providing a geographic picture of the village for quick response to the location in
question The RMS will provide accurate record keeping and assist our directed patrol
initiative by providing up to date crime analysis
BUSINESS SECURITY
When Patrol Officers conduct business checks they frequently find open doors or unsecured
windows Often officers have no way of contacting an individual to return to the store to
lock the door or windows Officers then attempt to secure the business any way they can
Officers have gone door to door to update an emergency contact information file
containing names and addresses of the owners and managers of each business
POLICE, SECURITY AND CONDO MANAGERS ASSOCIATION
The department will continue to hold annual meetings with the Security and Condo
Managers This meeting is an opportunity to share information between the police and other
departments of government and the Security and Condo Managers
CITIZENS' POLICE ACADEMY
The department plans to continue its Citizens' Police Academy The purpose of the
academy is not to produce civilians trained in law enforcement but to give them the
opportunity to learn more about the department the laws that govern our actions and
proven crime prevention techniques The academy will allow citizens to interact with the
police officers who keep them safe The Citizens' Police Academy promotes better
police/citizen understanding communication and cooperation through education and
positive interaction
FEDERAL DRUG AND MONEY LAUNDERING TASK FORCE
The departmental involvement of one detective being assigned to a federal drug and
money laundering task forces has continued to pay handsomely for this community To date
these joint operations have brought in over $800 000 These funds are used to purchase
equipment and provide services and programs that the budget may not otherwise support
thus saving tax payer dollars It also allows the department to provide for matching grant
funds when necessary Allowing a detective to work alongside federal agents is a valuable
124
POLICE DEPARTMENT
FISCAL YEAR 2006 BUDGET
learning experience for the detective who later comes back to the department and shares
the information and skills that he or she has developed
MARINE PATROL
The year 2005 brought a tremendous addition to the departments' ability to deter crime and
safeguard the community with our new marine patrol vessel 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 We currently have one officer
assigned to the unit and hope to add a second in the future
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
make that our number one administrative goal
125
POLICE DEPARTMENT
FISCAL YEAR 2006 BUDGET
LAW ENFORCEMENT SERVICES — DEMANDS & WORKLOAD
ANNUAL COMPARISON
2000 2001 2002 2003 2004 2005
PERFORMANCE Oct. 1999 - Oct. 2000 - Oct. 2001 - Oct. 2002 - Oct. 2003 - Oct. 2004 -
IN1)ICATORS Se t. 2000 Se t. 2001 Se t. 2002 Se t. 2003 Se t. 2004 A ri12005
Part I - 1\landator`
Murder
0
0
0
0
0
0
Sex Offense
1
2
1
3
0
1
Robbery
2
1
0
1
3
2
Aggravated Assault
8
10
4
5
8
4
Burglary/Business
5
2
2
10
0
2
Burglary/Residence
21
43
19
31
4
11
Burglary Structure or Business
Under Construction
1
0
3
1
0
0
Burglary Garage or Shed
5
2
1
5
4
3
Attempted Burglary
7
0
5
2
7
0
Motor Vehicle Theft
9
10
19
13
8
8
Attempted Motor Vehicle Theft
1
0
0
0
0
0
Pocket Picking
1
0
0
1
0
1
Purse Snatching
0
0
0
0
0
0
Shoplifting
4
4
10
5
3
2
Theft/Building
54
53
65
67
48
33
Theft/Coin Operated
0
0
0
0
0
0
Theft/Construction Site
17
16
13
3
6
2
Theft from Motor Vehicle
61
78
93
109
76
30
Other Larceny
94
66
64
57
28
26
Boat Theft
4
2
1
2
0
0
Bicycle Theft
70
56
259
89
30
26
Arson
0
0
1
8
1
0
Part II - Mandatory
0
Kidnapping/Abduction
0
0
0
0
0
0
Simple Assault
47
41
55
46
33
5
Drug/Narcotic Offenses
1
3
11
13
3
2
Bribery
0
0
0
0
0
0
126
POLICE DEPARTMENT
FISCAL YEAR 2006 BUDGET
Current statistics represent first half of the fiscal budget year only
9
Other Calls for Service
DUI
3
4
14
4
9
1
Traffic Citations
2 875
2 433
3 035
1 397
1468
1016
Parking Citations
789
639
628
682
801
472
Traffic Accidents
227
282
236
238
228
125
Hit & Run
46
34
40
36
54
33
Resident Alarms
664
640
625
527
593
271
Business Alarms
240
225
254
140
221
105
Bank Alarms
48
12
49
26
40
12
Open Door Windows
201
288
202
299
16
30
Medical Assists
448
513
521
519
599
318
Animal Complaints
208
176
151
98
124
108
Loud Party
53
91
73
90
30
102
Disturbances
304
337
269
253
500
246
Vandalism to Property
227
335
236
235
96
51
Suicide
0
0
0
0
4
1
Attempted Suicide
1
2
2
7
2
2
Apparent Natural Deaths
11
12
8
6
8
4
Fire Assists
129
150
155
165
189
76
Residential/Business
Security Checks
10 596
10 455
8 349
7 772
3479
2253
Suspicious Persons/Vehicles
275
316
321
240
186
140
Miscellaneous Calls
SERVICE INDICATORS
TOTALS
3 369
21,127
3 327
20,660
3 210
19,004
3 305
16,510
4 097
13,006
3 694
9,21E
Current statistics represent first half
of the fiscal budget year only
127
POLICE DEPARTMENT
FISCAL YEAR 2006 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 11 100 whereas
similarly sized cities such as Miami Shores with a population of 10 441 operates with a staffing
of 33 police officers South Miami with a population of 10 768 has 58 officers to provide
police services
2003 Officers per 1,000 Population
Ranking
1
Agency
Indian Creek Village Police Department
2003
FT
Officers
11
Jurisdiction
Population
31
Ratio
Per
1,000
354 84
2
Miccosukee Police Department
36
600
60 00
3
Medley Police Department
28
1 130
24 78
4
Golden Beach Police Department
18
930
19 35
5
Bal Harbour Village Police Department
24
3 312
7 25
6
South Miami Police Department
58
10 768
5 39
7
Bay Harbor Island Police Department
24
5 188
4 63
8
Miami Beach Police Department
367
90 486
4 06
9
Coral Gables Police Department
165
43 216
3 82
10
Surfside Police Department
20
5 250
3 81
11
North Bay Village Police Department
25
6 613
3 78
12
Miami Shores Police Department
33
10 441
3 16
13
Virginia Gardens Police Department
7
2 348
2 98
14
Florida City Police Department
25
8 450
2 96
15
Miami Springs Police Department
39
13 725
2 84
16
Miami Police Department
1030
370 923
2 78
17
El Portal Police Department
7
2 530
2 77
18
Sunny Isles Beach Police Department
44
16 198
2 72
19
Aventura Police Department
71
27 241
2 61
20
Biscayne Park Police Department
9
3 485
2 58
21
Miami Dade Police Department
3190
1 257 245
2 54
44
22
23
Pinecrest Police Department
Key Biscayne Police Department
47
27
19 286
11,100
2
2.43
24
North Miami Beach Police Department
102
42 167
2 42
25
West Miami Police Department
14
6 162
2 27
26
Homestead Police Department
74
34 989
2 11
27
North Miami Police Department
111
60 069
1 85
28
Hialeah Gardens Police Department
36
20 106
1 79
29
Sweetwater Police Department
23
14 280
1 61
30
Opa Locka Police Department
44
17 000
2 59
31
Hialeah Police Department
341
233 388
1 46
128
POLICE DEPARTMENT
FISCAL YEAR 2006 BUDGET
January - June 2004 Crime Statistics for Agencies within Miami -Dade County
Crimes per 1000 Residents
Ranking
1
Agency
Golden Beach
Population
930
Total
Crimes
6
Crimes per
1,000
Residents
6 45
2
Bal Harbour
3,312
25
7 55
3
Key Biscayne
11 100
96
8.65
4
Virginia Gardens
2,348
21
8 94
5
Bay Harbor Islands
5,188
57
10 99
6
Sweetwater
14,280
166
1162
7
Biscayne Park
3 485
52
14 92
8
West Miami
6,162
92
14 93
9
El Portal
2,530
44
17 39
10
Surfside
5,250
94
17 90
11
Pinecrest
19,286
365
18 93
12
Sunny Isles Beach
16 198
337
20 81
13
Miami Springs
13 725
286
20 84
14
North Bay Village
6,613
139
21 02
15
Hialeah
233,388
5 560
23 82
16
Hialeah Gardens
20,106
503
25 02
17
Miami -Dade
1,257,245
32,900
2617
18
Coral Gables
43,216
1,413
32 70
19
Miami Shores
10,441
352
33 71
20
Aventura
27,241
935
34 32
21
North Miami Beach
42,167
1,468
34 81
22
North Miami
60,069
2,703
45 00
23
South Miami
10,768
510
47 36
24
Homestead
34,989
1,816
5190
25
Miami Beach
90,486
5,536
61 18
26
Opa-locka
17,000
1,073
6312
27
Florida City
8,450
847
100 24
28
Medley
1 130
128
113 27
29
Miccosukee
600
78
130 00
30
Indian Creek
31
6
193 55
31
Miami
37 092
15 676
422 62
129
POLICE DEPARTMENT
FISCAL YEAR 2006 BUDGET
PERFORMANCE INDICATORS
Violent crime within Key Biscayne continues to be almost non-existent Property crimes
such as burglary averaged approximately two per month and we averaged one stolen
vehicle every six months Considering that Miami and Dade County have very high crime
rates we live in one of the safest communities 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 11 100 people the crime rate is minimal
ranking 3rd lowest in crime out of the 31 municipalities and the unincorporated
areas of Miami -Dade County
• 2002 - Police Citizen Satisfaction Survey - 92% of residents rated services good
to excellent
• Although population grew 25% in ten years serious (Part I) crimes have
decreased 49%
• Part III calls for service have increased by 19%
• Traffic accidents are up by 79% and traffic and parking citations are up by 9%
• Additional workload indicators are described in the following chart
Work Load Indicator
Comparisons
1994
Part
2004
III Calls for Service
Increase/Decrease
Percentage
Traffic & Parking Citations
2,182
2,382
+200
+9%
Traffic Accidents
149
266
+117
+79%
Medical Assists
185
615
+430
+232%
Animal Complaints
Unk
129
Loud Parties
Unk
40
Other Disturbances
146
466
+320
+219%
Mischief
Unk
81
Residential & Business Security
Checks
5 843
3,760
Miscellaneous Calls for Service
964
4,279
+3315
+344%
Home & Business Alarms
1,053
800
-253
-24%
Open Windows & Doors
Unk
18
Total Part III
Calls for Service
10 711
12,836
2,046
+19%
*These statistics are based on the calendar year
130
POLICE DEPARTMENT
FISCAL YEAR 2006 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
1994
8,845
Calls for Service Sworn Officers
11,134
23
2004
11,100
13,447
29
To Date
+2,255
+2,313
+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 49% 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 Com • arison
FBI Classifications
1994 2004 Increase/Decrease Percentage
Murder, Rape, Sex Crimes, Assault
& Battery Arson Robbery,
Burglary Motor Vehicle Theft
Theft Domestic Assault & Battery
382
195
187
DOWN
-49%
Part II crimes decreased 12% while the workload for Part III crimes increased by 19%
Part II Crime Com • arison
FBI Classifications
1994 2004 Increase/Decrease Percentage
Abduction/Kidnapping, Simple
Assault, Drugs Embezzlement,
Fraud, Bribery Domestic Simple
Assault
41
36
-5
DOWN
-12%
work Loan inaicator
Type of Call
Traffic & Parking Citations
tom • arisons
1994
2,182
ran
2004
2,382
iii uaiis Tor service
Increase/Decrease
200
Percentage
+9%
Traffic Accidents
149
266
117
+79%
Medical Assists
185
615
430
+232%
Animal Complaints
Unk
129
Loud Parties
Unk
40
Other Disturbances
146
466
320
+219%
Mischief
Unk
81
Residential & Business Security Checks
5,843
3,760
2,083
-36%
Miscellaneous Calls for Service
964
4,279
3,315
+344%
Home & Business Alarms
1,053
800
253
-24%
Open Windows & Doors
Unk
18
Total Part III Calls for Service 10,711 12,836 2,046 +19%
131
POLICE DEPARTMENT
FISCAL YEAR 2006 BUDGET
RESIDENT'S EXECUTIVE SUMMARY
PERSONNEL SUMMARY
POI_IC 1:YIPL_OYEES
Police Officers
FY 2002
29
FY 2003
29
FY 2004
30
FY 2005
30
FY 2006
30
Dispatchers
4
4
5
5
5
Public Service Aides/CSO
4
4
4
4
4
Support Personnel
2
2
2
2
3
Total Full Time Employees
39
39
41
41
45
5 Part Time Crossing Guards
25
25
25
25
25
Clerical Assistant (Part Time)
0 5
Totals
41 5
41 5
43 5
43 5
43 5
FUNDING LEVEL SUMMARY
Police Officers
l'N' 2002
$1 700 833
1 Y 2003
$1 926 476
FY 2004
$1 898 427
1:N" 2005
$2 063 330
l'N" 2006
$2 207 900
no C hanLle
f ro m
04-O5
7%
Support Personnel
$343
387
$350
083
$376 457
$405
732
$473
881
17%
Operational
Expenses
$1 231
545
$1 233
021
$1 334 251
$1 336
532
$1 432
430
7%
Capital Outlay
$70
000
$90
000
$90 000
$135
789
$188
767
39%
Total Department
$3 345
765
$3 599
580
$3 699 135
$3 941
383
$4 302
978
9%
BUDGET SUMMARY
The total increase in the 2006 budget will be $4 302 978 or 9% above last years
budget Step increases for employees and escalating costs for medical and workers'
compensation insurance were responsible for a major portion the departmental
budget increase In addition staffing increases along with police equipment and
the rising cost of fuel has also contributed to this increase
132
POLICE DEPARTMENT
FISCAL YEAR 2006 BUDGET
Category
Chief of Police
Deputy Chief of Police
Police Major
Police Lieutenants (3)
Police Sergeants (4)
Police Officers (20)
Acting Supervisor Pay
Salaries - Overtime
Special Events
Holiday Pay
Court Time
Administrative Assistants (2)
Dispatchers
Municipal Utility Workers
Community Service Aides/ Prop
& Evid Cust
Clerical Assist (PT)
IT Services Technician
Crossing Guard
Police Incentive Pay
Off Duty Employment
Accreditation
Payroll Taxes
Retirement Contributions
Life Health Disability Insurance
Workers Comp Insurance
Technical Services- IT CRIS
Website/Communications
Recruiting & Physicals
Employee Wellness Program
Investigation Expense
Travel & per diem
Telephone Dedicated Lines
Electricity
Water & Sewer
Insurance
Maintenance & Repairs
Confidential Informants
Supplies
Equipment Lease
DARE Program
Uniforms
Vehicle Maintenance
Vehicle Fuel
Boat Fuel
Photography
Range Expenses
Budget Actual
FY 2004 FY 2004
$0 $22 846
$188 830 $192 606
$0 $6 379
$301 647 $297 688
$317 747 $343 440
$865 914 $933 803
$4 000 $0
$90 000 $244 858
$0 $0
$100 869 $42 013
$8 000 $11 191
$59 704 $59 721
$157 144 $133 804
$101 609 $74 326
$0 $0
$14 000 $17 490
$0 $0
$44 000 $44 160
$21 420 $25 529
$0 $0
$0 $0
$180 552 $187 643
$253 482 $311 442
$269 713 $272 588
$118 074 $111 421
$12000 $8752
$0 $0
$13 820 $8 331
$2 000 $453
$6 000 $9 322
$0 $0
$14 950 $23 042
$30 177 $33 959
$16 975 $0
$136 203 $107 626
$11 000 $18 195
$1 000 $0
$25 000 $47 399
$0 $0
$8 000 $9 126
$39 000 $55 268
$30000 $77817
$28 000 $40 587
$0 $0
$4 500 $4 131
$6 000 $5 116
Adopted
FY 2005
$113 300
$127 435
$95 176
$240 400
$279 490
$978 504
$1 000
$94 000
$0
$100 000
$12 000
$67 927
$166 962
$60 482
$51 361
$15 000
$49 230
$44 000
$22 025
$0
$0
$192 649
$279 752
$232 200
$115 890
$0
$0
$15 862
$0
$15 971
$0
$19 080
$25 000
$12 000
$102 898
$0
$1 000
$25 000
$11 000
$10 000
$40 000
$30 000
$35 000
$0
$1 500
$6 000
Adopted
FY 2006 Change
$128 369 13%
$109 798 -14%
$102 637 8%
$272 531 13%
$284 944 2%
$1 025 732 5%
$1 000 0%
$116 886 24%
$10 479 N/A
$105 000 5%
$13 500 13%
$79 034 16%
$155 608 -7%
$65 383 8%
$66 563 30%
$15 000 0%
$48 293 -2%
$44 000 0%
$18 640 -15%
$0 N/A
$18 384
$202 154 5%
$330 667 18%
$226 800 -2%
$133 274 15%
$0 N/A
$7 000 N/A
$18 675 18%
$2 000 N/A
$17839 12%
$0
$26 058 37%
$25 000 0%
$12 000 0%
$107 879 5%
$3 800 N/A
$1 000 0%
$32 433 30%
$11 741
$10 000
$37 110 -7%
$35 000 17%
$60 000 71%
$14 000 N/A
$1 500 0%
$6 000 0%
7%
0%
133
POLICE DEPARTMENT
FISCAL YEAR 2006 BUDGET
Communications Maintenance $20 000 $42 524 $71 000 $65 000 -8%
Memberships & Dues $3 500 $3 081 $3 500 $3 500 0%
Education & Training $42 000 $32 711 $42 000 $42 000 0%
Police Facilities $20 306 $33 157 $0 $0 N/A
Police Vehicles $90 000 $83 670 $105 789 $158 767 50%
Police Equipment $42 000 $30 085 $30 000 $30 000 0%
Subtotal Police $3,699,135 $4,007,299 $3,941,383 $4,302,975 9%
Federal/State Expenditures $0 $106,647 $0 $0 N/A
Total Police $3,699,135 $4,113,946 $3,941,383 $4 302 975 9%
This Department contains FEMA related items to be offset against
expenditures
134
PUBLIC WORKS DEPARTMENT
FISCAL YEAR 2006 BUDGET
MISSION
STATEMENT
Public Works has a multi -faceted mission which is to provide a
variety of services to the community including the design,
construction, and maintenance of local streets and storm
drainages, beach, rights -of -way, solid waste removal, traffic
calming, and control and management of public works.
Organizational Chart
Village
Manager
Public Works
Director
3M -A945
I
Maintenance
Supervisor I
305-365-8946
Maintenance
Supervisor II
305-365-7581
J
Administrative
Assistant
305-365-8945
Maintenance
Laborers (2)
305-365-8945
135
PUBLIC WORKS DEPARTMENT
FISCAL YEAR 2006 BUDGET
FUNCTIONAL ORGANIZATIONAL CHART
Public Works Department
• The Public Works Director
oversees the beach
stormwater and landscape
maintenance contractors
• The Village Engineers are
responsible for providing
general engineering services
• The Coastal Engineering
Consultant specializes on the
beach maintenance and
renounshment project
• The Landscape Architects
consults the Village on
landscape related projects
• The Stormwater Utility
requires the maintenance of
two systems for maintaining
the two stormwater pump
stations all by contract
i
1
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
136
PUBLIC WORKS DEPARTMENT
FISCAL YEAR 2006 BUDGET
a Beach Maintenance Contractor Responsible for maintaining the beach free of
litter and debris Contractor is Universal Beach Service Corporation Resolution
2003-34 October 14 2003 extended the same contract until October 14 2008
which is a five (5) year period at an annual cost of $107 110
b Landscape and General Maintenance Contractor Responsible for maintaining all
landscape projects such as Crandon Boulevard Median Neighborhood Public
Landscaping Program and maintenance of street trees The contractor provides
various general maintenance as required Current contractor is with Gorgeous
Lawns and Gardens Inc The contract was awarded August 28 1997 by the Village
Council The contract is a two-year contract with automatic extensions with the
approval of the Village
c Miami -Dade County The Village has the following inter -local agreements with the
County
1) The initial agreement entered into with the County for the transfer of
municipal services and responsibilities to the Village was approved by the
county R-970-92 July 21 1992 The council approved the agreement June 9
1992
2) Key Biscayne elementary School ten (10) year agreement beginning on
January 1 1994 as per Council Resolution 93-19 adopted September 14 1993
and was extended until 2013 for supervision and maintenance of play area and
portions of the grounds Resolution 99-76 adopted September 16 1999
authorized the Village to maintain the entire school grounds effective November
11 1999
3) Crandon Boulevard median maintenance agreement authorized by
Resolution 93-49 and Resolution 93-60 adopted October 26th and December 14
1993 This is a continuing agreement
4) Library grounds maintenance contract has been extended for two
additional years
5) Compliance with the National Pollution Discharge Elimination System
(NPDES) is in accordance with a five (5) year contract which ends November
16 2000 with Miami -Dade County and includes the Village as a joint-permittee
in association with the County Department of Environmental Resource
management
137
PUBLIC WORKS DEPARTMENT
FISCAL YEAR 2006 BUDGET
6) Miami -Dade Water and Sewer Department bills and collects the stormwater
utility fees in accordance with ordinances 93-11 93-11-A Resolution 93-44
authorized the Mayor to execute the billing and collection agreement The
agreement was approved by the County commission July 26 1994 (R-1235-94)
The contract is ongoing
7) Resolution 98-38 adopted August 25 1998 authorized the execution of an
Inter -local agreement with Miami -Dade County to develop a countywide local
mitigation strategy
d Pollution Elimination Corporation (PELCO) Responsible for maintaining the two
stormwater pump stations (100 East Heather Drive and 200 Ocean Lane Drive) as
per Resolution 99-52 adopted May 11 1999 Resolution 2000-18 adopted June 6
2000 contracted with the company to maintain the pump station at the Village
Green
e Street Cleaning Tri-County Services of Miami is under contract dated July 1 1998
to provide mechanized sweeping of all streets monthly
PERFORMANCE INDICATORS
A second five-year Refuse Collection Recycling and Disposal contract was authorized
by Ordinance 99-8 adopted October 26 1999 which covers fiscal year 2000 to 2004
Maintenance contracts continued for beach tree and landscaping stormwater
system including pump stations and street sweeping Engineering firms continued to
serve the department on an as needed basis Beautification enhancements were
made to public sites
138
PUBLIC WORKS DEPARTMENT
Litter and Debris Patrol
FISCAL YEAR 2006 BUDGET
2006 DEPARTMENTAL OBJECTIVES AND MANAGEMENT
OVERVIEW
Objective One To maintain public areas in an attractive and pleasing manner
KEY AREA
Landscape maintenance of cul-de-sacs medians swale areas
public areas and trees by contractor
INDICATOR Review work by periodic checks and constant review of Contract
with Gorgeous Lawns and Gardens Inc
ACTION PLAN
• Enforce all provisions of landscape maintenance contract which was approved by
the Council on August 28 1997 and extended July 28 1999 for a two (2) year
period with an option on a year-to-year basis
• Service complaints resolved within seventy-two (72) hours
PERFORMANCE MEASURES
• Public Works Director
• Meet as often as necessary with contractor to review work
• Have landscape architects review public areas annually
• Analyze and respond to public comments within a 72- hour period
Objective Two To maintain on a da►ly/penod►c basis portions of Crandon
Boulevard East Drive and selected areas litter free
I
KEY AREA
INDICATOR Periodic checks and citizen comments
ACTION PLAN
• Monitor clean-up activities of Public Works employee as per work schedule
• Service complaints resolved within twenty-four (24) hours except during weekends
139
PUBLIC WORKS DEPARTMENT
FISCAL YEAR 2006 BUDGET
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
1
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
PERFORMANCE MEASURES
• Inspect beach on a weekly basis
• Meet quarterly with representative from Universal Beach Service Corp
• Bring beach contour and condition up to even and stabilize profile at the
prescribed elevation
• Analysis of public comments
• Meet with Dade County Department of Environmental Resources Management
(DERM) once per year to review beach restoration
Objective Four To continue the Crandon Boulevard Beautification Project by installing
new street and median lighting curbing irrigation and trees along right-of-way areas
KEY AREA
Crandon Boulevard Improvements
INDICATOR Coordinate activities of Miami -Dade Public Works Department
Miami -Dade Parks and Recreation consulting engineers and the
Crandon Streetscape Master Plan Committee
140
PUBLIC WORKS DEPARTMENT
FISCAL YEAR 2006 BUDGET
ACTION PLAN
• Prepare plans and specifications for the installation of curbing along both sides of
Crandon Boulevard
• Initiate Master Plan developed by the Crandon Streetscape Master Plan
Committee
• Prepare plans and specifications for the installation of an irrigation system and trees
and other beautification installation projects
• Receive bids for projects to be undertaken
PERFORMANCE MEASURES
• Installation of curbing irrigation system and trees
Objective Five To collect garbage trash and recycling material from single family
dwellings
KEY AREA
Solid Waste Management
INDICATOR Review contract with BFI Waste System of North America Inc
ACTION PLAN
• Enforce all provisions of the new five (5) year contract to end 2009
• Respond to service misses in accordance with contract section 17 3 which specifies
that complaints received before 12 00 noon will be resolved prior to 5 00 p m that
day When a complaint is received after 12 00 noon on the day proceeding a
holiday or on a weekend it shall be resolved no later than the next working day
PERFORMANCE MEASURES
• Spot checks by staff
• Quarterly meeting with contractor
• Review complaints on a monthly basis
141
PUBLIC WORKS DEPARTMENT
FISCAL YEAR 2006 BUDGET
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
RESIDENT'S EXECUTIVE SUMMARY - PUBLIC WORKS
PERSONNEL SUMMARY
Authorized Positions
Public Works Director
FY 2001
1 0
FY 2002
1 0
FY 2003
1 0
FY 2004
1 0
FY 2005
1 0
FY 2006
1 0
Administrative Assistant
0 0
0 0
1 0
1 0
1 0
1 0
Maintenance Supervisor I
0 0
0 0
1 0
1 0
1 0
1 0
Maintenance Supervisor II
0 0
0 0
0 0
0 0
1 0
1 0
Maintenance Laborers (2)
1 5
2 2
2 0
1 0
1 0
1 0
Total
25
30
50
40
50
50
142
PUBLIC WORKS DEPARTMENT
FISCAL YEAR 2006 BUDGET
BUDGET SUMMARY
The 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
Category
Public Works Director
Maintenance Supervisor #1
Maintenance Supervisor #2
Administrative Assistant
Building Maintenance
Hourly Employees/Overtime
Payroll Taxes
Retirement
Life Health Disability Insurance
Workers Comp Insurance
Engineering
Landscape Architect
Beach Conservation Monitoring
Contractual Services
Consulting Services
Website/Communications
Telephone
Insurance
Electricity
Water & Sewer
Electricity - Village Wide
Water - Village Wide
Maintenance & Repairs
Maintenance Contracts
Supplies
Vehicle Maintenance
Small Tools/Consumables
Education & Training
Equipment
Vehicle Lease
Hurricane Expenditures
Total Public Works
Budget Actual Adopted
FY 2004 FY 2004 FY 2005
$82 534 $83 527 $85 010
$37 965 $41 155 $40 979
$0 $0 $27 295
$33 435 $35 550 $30 000
$22 034 $59 320 $0
$30 779 $41 209 $46 318
$16 040 $15 674 $17 565
$18 824 $14 480 $21 994
$17 042 $17 693 $21 600
$8 576 $9 470 $8 044
$45 000 $14 850 $45 000
$5 000 $0 $5 000
$50 000 $58 084 $25 000
$420 000 $433 534 $533 000
$5 000 $0 $5 000
$0 $0 $0
$2 000 $4 347 $2 000
$25 694 $20 368 $19 440
$7 544 $10 987 $4 000
$4 628 $18 685 $35 000
$35 000 $18 088 $35 000
$65 000 $115 571 $120 000
$45 000 $23 770 $45 000
$50 000 $26 421 $50 000
$3 000 $3 822 $3 000
$4 000 $10 526 $8 000
$7 000 $5 912 $7 000
$2 000 $2 263 $2 000
$7 000 $6 579 $10 000
$3 600 $3 600 $0
$0 $2 834 $0
Adopted
FY 2006
$87 560
$47 341
$27 295
$36 050
$0
$66 923
$20 285
$26 792
$27 000
$9 251
$45 500
$5 000
$25 000
$533 000
$5 000
$7 000
$7 000
$28 555
$4 000
$35 000
$35 000
$120 000
$55 000
$50 000
$5 350
$25 000
$7 000
$2 000
$10 000
$8 760
$0
Change
3%
16%
0%
20%
N/A
44%
15%
22%
25%
15%
1%
0%
0%
0%
0%
N/A
250%
47%
0%
0%
0%
0%
22%
0%
78%
213%
0%
0%
0%
N/A
N/A
$1,053,694 $1,098,321 $1,252,245 $1,361,663 9%
143
PARKS & RECREATION DEPARTMENT
FISCAL YEAR 2006 BUDGET
MISSION
STATEMENT
To provide and promote a creative and balanced system of
leisure programs that are sensitive and responsive to citizen
needs and continue providing citizens with quality of life
opportunities for positive recreational experiences.
DEPARTMENTAL ORGANIZATION CHART
Village
Manager
365-5500
Recreation
Director
365-8947
Administrative
Assistant
365-8901
Sports
Coordinator
365-8900
Community
Center
Manager
365-8901
Youth Services
Coordinator
365-8901
Adult
Services
Coordinator
365-8953
Front Desk
Manager
365-8901
145
PARKS & RECREATION DEPARTMENT
FISCAL YEAR 2006 BUDGET
FUNCTIONAL ORGANIZATIONAL CHART
Parks 8c 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
• 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 Program
Supervisor
• Provide social services to
adult residents in through
information advocacy
referrals and access to
local state and federal
programs
• Develop implement and
evaluate new program
ideas
• Act as a liaison to local
and state senior citizen
affiliate groups
cooperating agencies
and organizations
• Oversee and maintain
client files and program
records of all programs
PARKS & RECREATION DEPARTMENT
FISCAL YEAR 2006 BUDGET
Youth Services Coordinator
• Plan and organize
Youth activities and
reports directly to the
Community Center
Supervisor
• Recruit and train room
monitor and camp
staff
• Develop and
implement programs
for youth and teens
• Monitor and supervise
activities during all
programming
Front Desk Manager
• Manages and
schedules all part time
staff associated with
the with the front desk
and reports to the
Community Center
Supervisor
• Responsible for the
daily financial
accounting of the
Center s revenue and
expenditures
.
• Monitor and supervise
activities during all
programming
OIL
DEPARTMENTAL DESCRIPTION
The Recreation Department caters to thousands of participants a year by offering a variety
of programs A challenge this Department has faced is attempting to establish and develop
a quality balanced program with limited recreation facilities The addition of the Key
Biscayne Community Center will allow the Department to service the community in ways
never before possible The Key Biscayne Community Center opened on October 30 2004
In the first year of operation the community center saw nearly half of the islands residents join
the facility The community center averages over 500 visits a day provides a wealth of
programming for every demographic represented in the community
147
PARKS & RECREATION DEPARTMENT
FISCAL YEAR 2006 BUDGET
This year will mark the largest increase in activities and facilities available to the citizens in the
Departments history The Key Biscayne Community Center will provide programs and
facilities to the citizens never before possible In addition to the Community Center the
Department continues to make facilities for outdoor active recreation a priority The Village
of Key Biscayne has managed an agreement with St Agnes Church and the archdiocese
This agreement created a new first class lighted filed that can be used by the Village of Key
Biscayne and the Key Biscayne Athletic Club The Village of Key Biscayne has successfully
negotiated an agreement with the Crandon Park Amendment Committee to insure that the
lighted fields remain available to the Village and the Key Biscayne Athletic Club for eight
years while an alternative site is being sought on Virginia Key The Department maintains a
balance of active and passive recreational opportunities for its residents The Village Green
provides both active and passive recreational opportunities In 2001 the Village opened the
passive Ocean Front Park The Village continues to add pocket parks throughout the Village
to create passive recreation and increase the aesthetics of the Island
COMMUNITY CENTER DIVISION
The Key Biscayne Community Center opened for use on October 30 2004 The Community
Center provides a central location for all residents both young and old to participate in a
wide variety of both active and passive activities The Recreation Center is a two story
facility located adjacent to the Village Green The Recreation Center includes multi-
purpose gym 25 -meter pool dance and aerobic studio wellness/fitness center computer
lab arts & crafts room meeting rooms and underground parking In addition separate
program space has been provided for toddler youth and teen activities In the first year of
operation the community center exceeded all of the goals set by the Village Council
Community Center Advisory Board and Village Manager The community centers market
penetration reach near fifty percent of the population The community center was able to
operate without using the operational subsidy provided in the budget and was able to be
profitable in its first year of operation
SPORTS AND ATHLETIC DIVISION
The Athletic Supervisor administers the Sports and Athletic Division Since 1993 under the
terms and conditions of an annual contract approved by Resolution 97-57 the Athletic
Division is responsible for the administration of the Key Biscayne Athletic Club (KBAC) which
provides athletic programs for approximately 1 600 children Programs available for children
include flag football tackle football volleyball youth soccer leagues baseball girls softball
boys and girls basketball seasonal sports camps the Chief Harmon Memorial Fishing
Tournament and youth tennis leagues Adult programs include a spring soccer league and
co-ed softball
148
PARKS & RECREATION DEPARTMENT
FISCAL YEAR 2006 BUDGET
YOUTH PROGRAM DIVISION
The Youth Programs Division provides various activities for youth of all ages and interests The
Youth Program Division is managed by the community center Youth and Teen Program
Coordinator The community center has facilitated a variety of youth program never before
available on Key Biscayne Youth programs include spring and summer camps classes trips
and activities
ADULT AND SENIOR DIVISION
The adult and senior division also benefited greatly with the opening of the community
center Participation in the social educational and social service program provided are at
record numbers Adults and seniors participate in excursions to area attractions events
classes seminars and cultural activities The numbers of programs has increased to meet
demand Workings with residents' senior programs have been developed to meet the
needs of this population Through this Division the Department strives to provide quality
leisure opportunities for all sectors of the population
TENNIS DIVISION
The Tennis Division is operated by a Tennis Instructor through an independent contract under
the direction of the Program Coordinator authorized by Resolution 98-31 adopted and
effective July 1 1998 The Tennis Instructor organizes classes on an appointment basis The
Tennis Division caters to over 4 500 people who utilize the four public tennis courts located at
Calusa Park These courts were recently reconditioned to provide quality tennis courts to
the public free of charge
PARKS
The Parks Division administers the Village Green Oceanfront Park and St Agnes Key
Biscayne Elementary insuring that the grounds are maintained properly The Parks Division
also administers the management of the Calusa and Crandon Park agreements with Dade
County In 2005 the Parks Department assumed the management of all the athletic facilities
within the Village of Key Biscayne The Parks Department contracted with a field
maintenance firm to improve the conditions of these fields The result has been a marked
improvement in these areas The Parks and facilities are inspected weekly for maintenance
and safety concerns The Divisions also prepares the fields for use by the Key Biscayne
Athletic Club This Division manages the issuance of permits which are required for parties
organized sports and special events held by any person or organization in accordance our
park rules adopted by Village Council on November 14 1995 Ordinance 95-14
SPECIAL EVENTS
The Special Events Division is responsible for the coordination of several special events such
as the annual Spring Egg Hunt Memorial Day Ceremonies Key Biscayne Lighthouse Run St
Valentine Day Celebration Relay for Life Concerts Annual Winterfest and the Annual
Fourth of July Fireworks Celebration The Community Center Grand Opening and the Youth
Council Concert Series were popular additions to the Special Events Calendar In addition
the Division serves as a liaison to local community and civic groups organizing special events
at the public parks
149
PARKS 8c RECREATION DEPARTMENT
FISCAL YEAR 2006 BUDGET
PERFORMANCE INDICATORS
• The Key Biscayne Community Center exceeded its membership goal
• The Key Biscayne Community Center exceeded its financial goals
• The Crandon Park Amendment Committee provides the Village of Key Biscayne
an eight year extension for the use of Crandon Park
• The Department successfully assumed the maintenance of the athletic fields
Village wide
2006 DEPARTMENTAL OBJECTIVES AND MANAGEMENT OVERVIEW
The Recreation Department provides a wide variety of services to the residents of Key
Biscayne This is accomplished while maintaining small efficient streamline department
The Department provides prompt efficient and courteous service to our customers by
providing quality recreation programs and well -maintained facilities
The Key Biscayne Community Center marked the beginning of a new era for the
Department The long awaited facility has provided a level of service never before
possible The Department will continue to work with the center's program and operational
consultant Ken Ballard to insure that the goals provided in the pro -forma budget are
meet The department will seek to provide the level of customer service expected within
the community The Department will work with the Community Center Advisory Board to
address the operational desires of the residents
In the upcoming fiscal year the community center will attempt to reach or exceed the
challenging fiscal goals set forth by the Village Council In the second year of operation
the renewal of memberships to achieve a churn rate between ten and fifteen percent will
be a primary goal
The Recreation Department will continue maximize the recreational opportunities
provided with the current facilities The Department will participate in the Evaluation and
Assessment Report in conjunction with the Building and Zoning Department to review how
the Village facilities can best serve the growing demand for both passive and active
recreation The Department will also participate in the development of Civic Center Park
adjacent to the Community center
The Senior Services Division has been re -named the Adult & Senior Services Division The
Senior Services Supervisor will now be the Adult Program Supervisor The expansion of this
division is a direct response to the requests from adult residents who desire more
recreational opportunities
150
PARKS 8c RECREATION DEPARTMENT
FISCAL YEAR 2006 BUDGET
The Recreation department will continue an aggressive grant -seeking program The
Department has maintained a high level of funding that has subsidized capitol
improvements purchase of property and recreational programming This year the
department will pursue additional grants for senior youth and teen programs and services
and the Florida Recreation Development Assistance Program Grant
RESIDENT'S EXECUTIVE SUMMARY - Recreation Department
This chart lists all of the sports activities that have been offered by the Recreation Department
and the Key Biscayne Athletic Club and it indicates the year(s) that each activity has been
offered
1996
1997
1998
1999
2000
2001
2002
2003
YOUTH PROGRAMS
Flag Football
X
X
X
X
X
X
X
X
Soccer
X
X
X
X
X
X
X
X
Baseball
X
X
X
X
X
X
X
X
Fishing Tournament
X
X
X
X
X
X
X
X
Seasonal Sports Camps
X
X
X
X
X
X
X
Baseball Clinics
X
X
X
X
Fall Girls Basketball
Boys Basketball
X
X
X
X
X
X
X
X
Tackle football
X
X
X
Fall Tennis
X
X
X
Spring Tennis
X
X
X
Summer Soccer Camp
X
Soccer Tournament
X
ADULT PROGRAMS
Coed Softball League
X
X
X
X
X
X
Soccer League
x
X
X
X
X
Basketball
X
Soccer Tournament
Spring Basketball
X
X
X
X
X
X
Summer Basketball
X
X
Note
X Indicates that the activity was offered for the specified year
Program 1998 2000 2002 2005
Youth Baseball 185 260 330 367
Youth Soccer 337 392 440 499
Youth Flag Football 112 125 96 150
Youth Basketball 30 60 155 125
Adult Coed Softball 140 200 120 240
Adult Soccer 90 240 240 270
Youth Tackle Football 104
151
PARKS & RECREATION DEPARTMENT
FISCAL YEAR 2006 BUDGET
PERFORMANCE INDICATORS
ACTIVITY
FY 1999
Actual
FY 2000
Actual
FY 2001
Actual
FY 2002
Actual
FY 2003
Actual
FY 2004
Actual
FY 2005
Actual
Special Events
Lighthouse Run
+1 500
1 200
+1 200
+1 200
+1 200
+1 200
+1 200
Spring Egg Hunt
1 000
1 300
+1 300
+1 300
+1 300
+1 300
+1 300
Winterfest
+1 000
1 200
+1 200
+1 800
+1800
+2 000
+2 000
Valentines on the Green
+350
350
+350
+350
+350
+400
+400
Haunted House
1 300
+1 300
+1 300
+1 300
N/A
N/A
Concert Series
1 500
+1 500
+1 500
+1 500
+1 500
+1 500
Memorial Day
+250
+250
+250
+150
+150
+150
+150
July 4
12 000
12000
+12000
+12000
+12000
+12000
+12000
Plays/Performances
126
235
345
368
368
368
560
Seminars/Lectures
75
82
217
230
230
650
850
Trips and Tours
200
230
290
315
315
420
600
Local Attractions
60
60
70
Athletics
Flag Football
109
125
125
140
140
110
Soccer
337
360
390
365
365
503
Adult Soccer
210
240
250
135
135
165
Soccer Camp
71
75
84
46
75
75
Baseball
170
185
196
260
298
348
Adult Softball
120
200
200
200
85
105
Basketball
90
150
253
Adult Basketball
63
60
60
Fishing Tournament
99
87
84
90
96
63
Volleyball
50
75
Tackle Football
72
Traveling Baseball
36
152
PARKS 8c RECREATION DEPARTMENT
FISCAL YEAR 2006 BUDGET
PERSONNEL SUMMARY
Authorized Positions
Director
Facilities Manager
Program Coordinator
Athletic Suoervisor
Adult Program Supervisor*
Program Assistants- (2 P/T)
Youth Services Coordinator
Front Desk Manager
Front Desk Attencants (6 P/T)
Head Lifeguard (3 P/T)
Lifeguard (6 P/T))
Gym Attendant (2 P/T)
Youth Game Attendant (2 P/T)
Weight Room Attendant (4 P/T)
Playground Attendant (3 P/T)
Concessions Attendant (4 P/T)
Babysitter (4 P/T)
Custodian (2 P/T)
Total
Formerly Senior Coordinator
2001
10
2002
10
Fiscd
2003
10
Years
2004
10
2005
10
2006
10
00
00
00
10
10
10
10
00
00
00
00
00
10
10
10
10
10
10
10
10
10
10
10
10
10
10
10
10
10
10
00
00
00
10
10
10
00
00
00
10
10
10
00
00
00
30
30
30
00
00
00
00
15
15
00
00
00
00
30
30
00
00
00
00
10
10
00
00
00
00
10
10
00
00
00
00
20
20
00
00
00
05
15
15
00
00
00
00
20
20
00
00
00
00
20
20
00
00
00
10
10
10
50
40
40
10
25
25
FUNDING LEVEL SUMMARY
Personnel Expenses
Operational Expenses
Capital Outlay
Total Department
FY 2001
$199 343
$293 468
$0
$492 811
FY 2002 FY 2003
$224 281
$293 893
$0
$515 174
$251 909
$480 695
$0
$732 604
FY 2004
$455 091
$631 870
$0
$1 086 961
FY 2005
$939 047
$1 078 622
$0
$2 017 669
FY 2006
%985 041
$1 483 120
$0
$2 468 161
Change
50/0
27%
0%
22%
BUDGET SUMMARY
The total increase in the FY 2006 budget will be $450 492 or 22% The change is
due to an increase in personnel expenses an increase in contractual services
and additional Village programs
153
PARKS & RECREATION DEPARTMENT
FISCAL YEAR 2006 BUDGET
Recreation Department
Departmental Expenses
Parks & Recreation Director
Athletic Supervisor
Adult Programs Supervisor
Part-time Administrative Assistants
Payroll Taxes
Retirement Contributions
Life Health Disability Insurance
Workers Comp Insurance
Contract Services
Website/Communications
Insurance
Maint & Repairs- Parks / Playground
Advertising
Vehicle Maintenance
Vehicle Lease
Supplies
Field Maintenance
Program Supplies
Uniforms
Membership & Dues
Education & Training
Travel
Communications
Electricity- Field Lights St Agnes
Water & Sewer
Special Events
Fourth of July Fireworks
Winterfest 2
Key Biscayne Athletic Club
Key Biscayne Art Festival
Lighthouse Run & Walk
Park Improvements
Program Equipment
Senior Transportation 3
St Agnes Field Lease 4
Fininvest Field Lease 5
Budget Actual
FY 2004 FY 2004
$72680 $73211
$51 806 $52 184
$41 446 $41 916
$44 639 $13 684
$26 967 $18 820
$28 336 $16 757
$26 640 $29 315
$8 125 $8 972
$45 000 $57 214
$0 $0
$21 784 $17 362
$30 000 $18 935
$10 000 $20 693
$10 000 $5 451
$0 $0
$6 000 $8 102
$80 000 $81 033
$30 000 $22 457
$2 000 $1 634
$1 500 $600
$1 500 $1 400
$2 500 $747
$1 500 $6 720
$8 000 $3 689
$1 000 $2 064
$85 000 $88 760
$65 000 $65 000
$32 000 $56 340
$50 000 $50 700
$5 000 $456
$10 000 $9 854
$15 000 $23 888
$10000 $7657
$34 000 $36 720
$36 000 $36 000
$39 086 $29 314
Adopted
FY 2005
$78 604
$56 028
$44 824
$ 72 694
$19 289
$21 535
$27 000
$7 620
$0
$0
$16 483
$30 000
$15 000
$10 000
$3 600
$8 000
$100 000
$30 000
$2 000
$1 500
$1 500
$2 500
$3 000
$0
$0
$85 000
$70 000
$35 000
$100 000
$5 000
$10 000
$15 000
$10 000
$34 000
$36 000
$0
Adopted
FY 2006
$85 010
$57 709
$52 528
$ 76 568
$20 794
$23 430
$16 200
$8 763
$0
$7 000
$28 706
$30 000
$50 000
$10 000
$ 3 600
$8 000
$100 000
$30 000
$2 000
$1 500
$1 500
$2 500
$4 000
$15 000
$0
$85 000
$70 000
$35 000
$100 000
$5 000
$10 000
$15 000
$10 000
$37 440
$36 000
$0
%
Change
8%
3%
17%
5%
8%
9%
40%
15%
N/A
N/A
74%
0%
233%
0%
0%
0%
0%
0%
0%
0%
0%
0%
33%
N/A
N/A
0%
0%
0%
0%
0%
0%
0%
0%
10%
0%
N/A
Departmental Expenses $932,509
$907,649 $951,177 $1,038,248
9%
154
PARKS & RECREATION DEPARTMENT
FISCAL YEAR 2006 BUDGET
Community Center Expenses
Community Center Supervisor $28 000 $17 000 $53 560 $67 336 26%
Youth Services Coordinator $32 000 $0 $32 000 $33 477 5%
Front Desk Manager $15 500 $0 $31 000 $33 477 8%
Part-time Community Center Personnel $78 952 $27 581 $369 001 $371 406 1%
Payroll Taxes $0 $0 $37 145 $38 686 4%
Retirement Contributions $0 $0 $13 987 $16 115 15%
Life Health Disability Insurance $0 $0 $16 200 $16 200 0%
Workers Comp Insurance $0 $0 $58 559 $67 343 15%
Advertising $0 $0 $0 $50 000 N/A
Contract Services $0 $0 $105 400 $210 800 100%
Telephone $0 $0 $0 $5 000 N/A
Postage $0 $0 $0 $2 500 N/A
Insurance $0 $0 $48 000 $67 479 41%
Maintenance $0 $0 $0 $249 595 N/A
Minor Repairs $0 $0 $0 $5 000 N/A
Office Supplies $0 $0 $0 $2 500 N/A
Supplies $0 $0 $92 000 $82 000 11%
Electricity $0 $0 $195 664 $108 000 -45%
Water & Sewer $0 $0 $13 976 $3 000 -79%
Community Center Expenses
$154,452 $44,581 $1,066,492 $1 429 913 34%
Total Parks & Recreation $1,086,961 $952,231 $2,017,669 $2 468,161 22%
155
CAPITAL IMPROVEMENT PROGRAM
FISCAL YEAR 2006
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
156
CAPITAL IMPROVEMENT PROGRAM
FISCAL YEAR 2006
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
5 Exploration of park impact fees Tischler & Associates Inc appeared and
submitted a report dated June 26 1997 to the Village Council at their July 1
1997 meeting The report was supplemented with a October 9 1997 letter to
the Building Zoning and Planning Director The consultant recommended that
impact fees not be pursued
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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 years capital budget The
project evaluation criteria shall be used in the project list review and special attention
shall be devoted to maintenance of the level of service standards This entire evaluation
process shall be integrated into the Village s annual budget process This section of the
2002 budget addresses the Master Plan requirement
D Concurrency Management
Concurrency Management shall be implemented as articulated in Land Use Element
Policy 2 14 and Capital Improvement Element Policy 1 4 1
RELATIONSHIP BETWEEN OPERATING & 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 mcide 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
Upon completion the Civic Center buildings shall impact the General Fund operating budget
Funds to finance the center are from borrowed funds No additional uniformed personnel shall
be required However personnel for maintenance and programming shall be necessary Also
utility cost projections currently are being prepared These two cost items shall be reflected in
future budgets as well as a significant increase in debt service payments These costs are
detailed in the Civic Center Fund The costs are included in the 5 year projection
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Revenues for the Capital Budget derive primarily from current annual operating
revenues The Capital Improvement Budget unlike the operating Budget is a five year
plan which is updated annually Only those projects scheduled during the first year of
the plan are financed and adopted as part of the Village's Annual Operating Budget
The Capital Outlay appropriation upon adoption of the budget is transferred to the
Capital Improvement Fund in accordance with Resolution 95-26 adopted July 25 1995
Funds remain in this account and on the books until the project is completed or closed
and do not need to be re -appropriated every year
No property tax increase has been required to fund Debt Service requirements since
the Village's inception The Fiscal Year 2006 adopted property tax rate of $3 606 per
$1 000 assessed valuation is the same as the Fiscal Year 2005 property tax rate
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THE VILLAGE CIVIC CENTER
I Introduction A Village Civic
Center was discussed as early as
1992 A center is included and
discussed in the early drafts of the 1995 Comprehensive Plan The first significant
action taken by the Village Council to establish a center was the acquisition
development and dedication of the 9 5 acre Village Green in 1995 The Civic
Center includes a Recreation Center Administration/Police Building Fire Station
and a Council Chamber/Community Theater Building and related site and street
improvements A site plan showing the location of these buildings is attached to this
report
II Planning Process In mid December 1997 the Village Council held a three day
public participatory planning design The session provided our citizens with the
opportunity to shape the vision for the Civic Center A summary of the session
including a proposed site plan was presented to the Council on January 28 1998
At the 1998 Goals session held March 11 1998 the Village Council unanimously
adopted a motion to begin planning for the replacement of the Public Safety
Complex (Police and Fire Departments in trailers) Resolution 98-21 authorized the
replacement of the Public Safety Complex on April 28 1998 Resolution 98-19
retained OBM Miami Inc to provide consulting services for the Capital
Improvement Program In response to Resolution 98-21 three (3) separate
contracts which involved the preparation of conceptual and schematic building
plans for the civic center with OBM Miami Inc were approved at the May 12 1998
meeting On September 1 the architect presented a second Civic Center Site Plan
and conceptual schematic plans for the emergency services complex Resolution
98-52 adopted October 13 1998 authorized the architect to proceed with design
development (Phase II)
In November 1998 the Village received the 1998 Community Relations Award for
improved communications with our community from the Florida Government
Communications Association (FGCA) for the planning design session
On February 91999 the Village Council adopted Resolution 99-14 which
designated the Civic Centers a Top Priority Goal for the next year A third set of site
plans were included in the Civic Center report which were presented at the April 6
1999 workshop At the June 8 meeting the Council adopted Site Plan B (Resolution
99-57) as a guide for the development of a Civic Center A workshop was held
January 18 2000 to review the building schematics projected costs financing plan
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and design guidelines On June 6 2000 the Village Council adopted the 2000
Goals and Objectives (Resolution 2000-23) which listed the Civic Center as a top
priority Another workshop was held June 13 1999 to further refine the plans for
each of the structures
III Site Plan B- Modified
The Village Civic Center geographically located in the center of the Village will
become the heart of the community where residents can meet their friends and
where community events can be scheduled The plan emphasizes a pedestrian
friendly environment with tree -lined streets and sidewalks located in a manner that
embraces the New Urbanism concept The buildings are located close to the
streets parking lots and on -street spaces will be used throughout the day by
different users of the Civic Center Thereby reducing the amount of asphalt
As part of the Site Plan a section of W McIntyre Street will be realigned with Galen
Drive This realignment originally recommended in the Comprehensive Master Plan
will improve safety for pedestrians and result in a better flow of traffic The new
north -south Village Green Way will connect W Enid Drive with the Village Green
Site Plan B Modified was adopted by Resolution 2000-7 February 8 2000 This plan
rescinded the previous plan adopted December 7 1999 The revised plan has a
median between Crandon Boulevard and Village Green Way relocation of the Fire
Station to Crandon Boulevard and McIntyre Street and the Administration/Police
Building to McIntyre Street and Fernwood Road in addition to other minor site
adjustments
Site Plan B was again modified with the adoption of Resolution 2000-28 July 11
2000 The modification added 13 066 of usable square foot area to the overall
Master Plan with the elimination of the median dividing McIntyre Street and the
relocation of the planned theater to the north Thirteen (13) additional on -street
parking spaces will be added The modification significantly reduced the
infrastructure cost associated with the realigned West McIntyre Street Traffic
circulation throughout the site should be improved As an added benefit the
proposed modification to the Civic Center Master Plan will add approximately
8 982 sq ft to the site of the Village Administration/Police Facility This additional sq
ft area will allow for the development of the Administration building to be
accomplished within two stories in lieu of the proposed 3 -story building Reducing
the massing of the building will lessen the construction cost of this facility The
additional square foot area should also facilitate access from the proposed Civic
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Center parking structure and will lead to additional parking spaces The Civic
presence of the Village Administration/Police facility is increased as it now fronts the
Civic Center Green between the Crandon Blvd and Village Green Way
On March 6 2001 the Village Council approved Resolution 2001-23 which
amended the Site Plan to include a partial subterranean garage containing
approximately 104 spaces below the Recreation Center On April 10 2001
Resolution 2001-28 was approved which further amended the Civic Center Master
Plan by moving the Village Council/Theater Building to 580 Crandon Boulevard
expanding the Recreation Center site to include the previous Village
Council/Community Theater site and including a swimming pool The latter
adjustment resulted in the Recreation Center being relocated to the former Village
Council/Community Theater site This provided space to place a 6-8 lane swimming
pool with a separate area for seniors and toddlers and removing the building from
being partially located in the Village Green Park
IV Acquisition
Two (2) contracts to purchase the SunTrust property and 560 Crandon Boulevard
have been executed The 560 Crandon property (2 068 acres) was acquired
September 21 2000 at a cost of $3 255 000 The SunTrust property (2 173 acre) will
be acquired in 2001 at a cost of approximately $3 492 500 Pursuant to Council
Resolution 2001-6 negotiations are underway to acquire the 580 Crandon
Boulevard property The latter parcel is the last site that is necessary to complete
the Civic Center Project
V Public Safety Complex (Existing Trailers)
The original temporary public safety complex was dedicated November 30 1994 A
portion of the complex consists of temporary portable trailer units and has a
projected use of 5-7 years These sections of the facility are rapidly deteriorating
Since 1992 and including 2000 the annual goals and objectives included the
replacement of the facility
VI Fire Station
Design for the Fire Station began September 1 1998 when Village Council
authorized the Architect to begin Phase I Schematic Design ($12 360) Phase II
Design Development was authorized by Resolution 98-52 on October 13 1998
($32 750) Immediately following Phase II approval Phase III Construction
Documents was authorized on April 20 1999 by Resolution 99-33 ($70 240)
Programming for the facility expanded to include fire administrative offices and
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community meeting rooms Approval for the additional 4 300 sq 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
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design session was conducted by the Village on December 11 13 and 14 1997
The Village Council adopted Resolution 98-56 on November 17 1998 authorizing the
Village Manager to advertise for Request for Qualifications (RFQ) from architectural
firms to design our Recreation Center A draft RFQ packet was sent to the Selection
Committee for review on November 30 1998 The revised RFQ packet was made
available to the public on December 8 1998 An advertisement appeared in the
Daily Business Review on December 8th 10th 15th 17th 22 and on January 4th
1999 requesting qualifications from architectural firms interested in the community
center project Ten responses were accepted on January 8th 1999
The Selection Committee met on January 14th 1999 to receive copies of the
submittals and rating sheets to score the ten firms On January 28 1999 the
Selection Committee met to short list the top five architectural firms The
Committee interviewed the top five architectural firms on March 4 1999 Council
Resolution 99-20 adopted April 20 1999 authorized the Village Manager to
negotiate with Robert G Currie Partnership for architectural and engineering
services for the Recreation Center Council Resolution 99-62 was adopted and
approved on July 22 1999 A $100 000 state grant will offset a portion of this fee and
the contract was executed July 27 1999 Resolution 2000-39 was adopted on July
24 2000 which authorized the Village Manager to execute a new agreement for
the design of the center at a cost of $360 000 Staff is negotiating a revised contract
as a result to design changes that were approved in Resolution 2001-9
The Recreation Center consists of a two-story building of approximately 38 000
square feet The facility will provide a variety of multipurpose rooms to allow for
program spaces The floor plan and design provides for possible future
modifications as new needs are established The building is sited between the
Village Green McIntyre Street Village Green Way and Fernwood The primary
entrance and drop-off is located adjacent to the traffic circle The entrance lobby
includes a reception desk which provides visual control to people entering and
leaving the building views of the wellness center snack bar covered porch stair
the toddler's room and center corridor Active areas are located on the first floor
which include the gymnasium that contains a full size basket ball court with
movable bleachers and subdivided for two half -courts by a suspended curtain
Additional active areas are the teen center game youth and toddler's dance and
aerobic rooms Elevator and locker/toilet rooms are centrally located Additional
space is provided for offices mechanical storage and circulation Handicap
access is designed on the east side next to the main entrance
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The second floor provides space for the more quiet and less active spaces The
space includes a craft room with kiln and a computer room Additional space is
provided for a senior's lounge and flexible meeting room a common lounge with
access to a balcony overlooking the Village Green and a warming kitchen
complete the main functions on the second floor Other areas include offices
storage stair elevator and circulation spaces A 6-8 lane swimming pool will be
constructed between the terrace and the Village Green Park A parking garage
will be located below the building providing approximately 104 spaces
The exterior walls will be constructed of C M U or concrete with stucco finish and
simulated coquina at the base A standing seam metal room will be constructed
with wills for air conditioning and mechanical equipment Detailing windows and
colors conform to the design standards that are being used in the other buildings in
the Civic Center
The Community Center was opened on November 1 2004
VIII Village Administrative Offices and Police Station
Resolution 99-10 adopted February 9 1999 authorized the Village Manager to
prepare an RFQ for architects interested in designing the Police Administrative
Offices facility At the April 20 1999 meeting Council appointed five (5) members to
serve on the committee to assist the Manager with the selection of the architect
The RFQ was dated June 4 1999 and mailed June 18 1999 The twenty-one (21)
proposals were returnable on July 16th 1999 The committee short-listed six (6) firms
at the July 28 1999 meeting The committee reviewed the proposals at their August
10th meeting Three of the six firms were ranked This facility is envisioned to house
the police departments the fire departments and the Villages administrative
offices This facility will also serve as the Village s Emergency Operations Center
(EOC) in the event of a disaster Resolution 99-78 authorized the Village Manager
to negotiate a contract with Spillis Candela & Partners Inc Resolution 99-97
adopted December 7 1999 approved their contract and appropriated $29 261 for
schematic architectural plans With the adoption of the modified Master Plan in
July the contract with Spillis Candela & Partners was amended to permit the firm
to revise the schematic plan presented at the June 13 2000 and July 11 2000
workshops and prepare a revised two story site plan A fee of $15 000 was
authorized to revise the previous schematic design The final contract in the
amount of $409 200 was also authorized by Resolution 2000-29 adopted July 11
2000 Resolution 2000-49 adopted September 12 2000 approved the new two-story
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schematic plans The architect was directed to proceed with design development
and construction documents
The Building contains 33 138 square feet of air-conditioned program area on two
floors A 52 space parking lot is immediately to the south of the building The offices
are designed around a two-story courtyard with a water fountain and sitting areas
The courtyard functions both as a public gathering space and as a means to
provide natural light and air to the internal facing office areas The main entrance is
from McIntyre Street
The ground floor contains the police station floor area and is raised five feet above
grade in order to comply with the flood criteria The second floor of the building
contains the administrative offices for the Village Manager Village Clerk Building
Recreation Finance and Chamber of Commerce Access to the second floor is
from an elevator which is located to the rear of the courtyard or from stairs in the
front of the building The latter of which has been architecturally integrated into the
facade in a manner which re -enforces the Florida Vernacular design of the
building
The architectural design of the building creates a unified appearance although the
administrative and police functions provide very different services The police areas
will read from the outside the same as the administrative offices that of a Village -
scaled office building The windows and wall treatments will be consistent for both
uses combining a palette of smooth stucco walls framed window openings and
standing seam metal roofs These building materials are consistent with all of the
proposed civic complex projects A double -height loggia and covered porches
along scale addressing the Recreation Center to the north and the future
Theater/Council Chamber building Village Hall was opened on December 1 2002
IX Off -Site Improvements
The Village Manager was authorized by Resolution 99-100 December 7 1999 to
enter into an agreement for Spillis Candela and Partners to prepare civil
engineering and electrical plans for the Village Civic Center at an estimated cost
of $75 000 Plans and specifications for the relocation of West McIntyre Street
between Crandon Boulevard and Fernwood Road the design of all new interior
roadways within the complex reconstruction of a portion of Crandon Boulevard
realignment of Galen/West McIntyre Street and the relocation of existing utilities
along West McIntyre Street are part of the current contract New lighting and
landscaping for all new interior roadways within the complex and any required
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luminaire relocation along Crandon Boulevard are part of this contract
X Urban and Architectural Guidelines
To insure that the Civic Center is designed in a uniform and consistent manner the
Village Council adopted urban and architectural guidelines by Resolution 2000-7
February 8 2000 The guidelines include but not limited to landscape buildings
walls roofs doors windows and street signage Guidelines were presented and
reviewed at the January 18 2000 workshop
XI Financing Plan
The Council held nine (9) sessions to develop a long-term borrowing plan to finance
the Civic Center project At the November 17 1998 Council meeting
Councilmember Fein suggested the Village take advantage of the current low
long-term interest rates Our financial advisor discussed various financing options at
the December 8 1998 meeting including refinancing the Village Green A five-year
financial projection was requested by Councilmember Oldakowski of the Village
Council at the January 12 1999 Council meeting The first plan was included with
the January 19 1999 agenda for the Council Goals and Objectives Workshop It
included estimated revenues expenditures and borrowing projections debt limits
and the estimated amount to be borrowed At the March 9 1999 Council meeting
a second more refined plan was distributed to the Council
The Village Council discussed the comprehensive Civic Center report at the April
6th workshop The report defined the need and reasons for the proposed Civic
Center building components status of two land acquisitions proposed Civic
Center master site plans costs and a third financing plan By consensus the Council
requested a thirty (30) year borrowing plan
At the April 20 1999 Council Meeting borrowing options were again discussed
including financing the Civic Center with or without refinancing the Village Green
and for thirty- (30) year period At the May 11 1999 meeting the Council discussed
the amount and the length of time for the borrowing Financing issues discussed
included the amount length of time for the loan and the option of refinancing the
Village Green These issues were summarized in a May 17th report Village Civic
Center Financing Plan discussed at the May 18th Workshop At this workshop
Council directed staff to prepare an ordinance to borrow $10 million A $10 million
20 -year borrowing Ordinance (99-6) was approved at the June 22 1999 Council
meeting Resolution 99-71 adopted on July 23 1999 authorized the twenty-year
bank loan at a 4 715% fixed rate The Capital Improvement Program Facilities
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Reserve has approximately $2 95 million
The second $10 Million Bond Ordinance 2000-8 financing traunche was adopted
July 11 2000 Three (3) bids were received October 10 2000 the lowest interest rate
submitted by First Union National Bank in the amount of 5 24% for a 20 year bank
loan Resolution 2000-57 adopted October 24 2000 authorized the bank loan
XII Florida Department of Management Services
Resolution 99-50 adopted May 11 1999 authorized the Manager to negotiate a
contract with the Department of Management Services to provide project
management services The contract was executed on August 2 1999 The (DMS)
Division of Building Construction shall provide project management services for the
Civic Center at a monthly fee of $6 000 The Division shall assist the Village through
the entire construction process planning designing building contract
negotiations construction and occupancy The division will serve as the Village s
agent during the project management process This includes coordination of the
design services of the architect and engineer the coordination of the design and
construction reviews the selection and negotiation of the construction manager
and the construction project The division shall assign a Project Director for the
project and the project director and the Village shall select a construction
manager The contract was approved by Resolution 99-68 adopted July 20 1999
The contract was renegotiated due to changes in the scope of the community
center fire station and the addition of the parking garage On July 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
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Inc as the Construction Manager on November 16 1999 with the adoption of
Resolution 99-98 The firm was authorized to proceed with the preconstruction
phase of the contract at a cost not to exceed $113 190
XIV Community Center Construction Program Manager
(Skyline Management Group, Inc )
The Village of Key Biscayne published a Request for Proposal for a construction
manager for the Community Center Project The Village received credentials from
two firms At their January 28 2003 Council Meeting the Village Council
unanimously appointed Skyline Management Group Inc as Construction Program
Manager (Owner's Representative) for the project
XV Construction Schedule
On April 10 2001 the Village Council approved Resolution 2001-29 which directed
the Village Manager to begin the mobilization and site preparation work for the
Administration/Police Building and Fire Station This work began on April 30 2001 It is
expected the Fire Station was completed September 2002 and
Administration/Police Building in December 2002 The Recreation Center was
completed October 2004 and was officially opened November 1 2004
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MISSION STATEMENT: To maintain, manage, plan and enhance drainage
systems to safeguard public health and control flooding while protecting our
waterways. To work cooperatively to respond to the community's need by
providing reliable, professional and cost effective services.
GOAL The Stormwater Utility is addressing the needs of maintaining the stormwater
systems to remove stormwater at peak levels for which the system was designed
addressing the needs to improve the quality of water being discharged into Biscayne
Bay and area canals in accordance with our Master Plan solving the local drainage
problems and all flooding in these areas
INTRODUCTION
In 1987 the United States Congress amended the Clean Water Act to require the
Environmental Protection Agency to develop regulations for the permitting of
stormwater discharges into the waters of the United States of America Dade County
enacted a County -wide Stormwater Utility Ordinance 91-66 in 1991 The Village Council
of Key Biscayne passed Resolution 92-23 on June 9 1992 which authorized the Village
to withdraw from the Metro -Dade Stormwater Utility Village Ordinance 93-11 created
the Key Biscayne Stormwater Utility Fund effective June 22 1993
STORMWATER UTILITY RATE AND BILLING PROCESS
The utility rate was established by Council on October 12 1993 with the adoption of
Resolution 93-46 and an Administrative Order was executed by the Village Manager on
the same date The billing rate established is $5 00 per each Equivalent Residential Unit
(E R U) per month A condominium unit was assigned one (1) E R U or $5 00 per month
and a single family residential unit was assigned one and one-half (1 ) E R U 's or $7 50
per month The commercial rate is determined at one E R U for each 1 083 square feet
The Council by Resolution 93-44 adopted October 12 1993 also authorized the Miami -
Dade Water and Sewer Department to perform the billing and collection of the
stormwater utility fee This service was authorized by Ordinance 93-11 adopted on
June 22 1993 and Ordinance 93-11-A adopted October 12 1993 Resolution 93-44
approved by the Council on October 12 1993 authorized the Mayor to execute the
agreement The Inter -local Agreement with the County was approved by the Board of
County Commissioners on July 26 1994 (R-1235-94) Cost to the Village is 87 per bill
The first charges were mailed in August of 1994 Income from the stormwater billing was
estimated at approximately $480 000 per year The fees authorized as part of the 1985
Growth Management Act (F S 403 0893)
NATIONAL POLLUTION DISCHARGE ELIMINATION SYSTEM (NPDES)
The Village executed an Inter -local Agreement as per Resolution 92-31 passed on July
14 1992 with Metro -Dade County for the Department of Environmental Resource
Management (DERM) to perform the necessary tasks associated with the compliance
of the National Pollution Discharge Elimination System (NPDES) A two (2) part permit
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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-permiffee 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
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Drainage Area Assumption
Flooding Duration - Hours
Minor Runoff Private Property
4+
Major Runoff Private Property
8+
Full Runoff Private Property
11 +
This is to say that the design storm will be evacuated from the streets within a 4 to 11
hour period The Village had set a level of expectation of "within" 24 hours This level of
service is based on the drainage wells handling the total stormwater discharge This
system however has an overflow capability into eleven existing positive drainage
outfalls discharging directly into Biscayne Bay after flowing through a pollution control
structure Therefore these flooding durations could be less based on the ability to
overflow into these existing outfall systems
Although the design storm is based on a once in a five (5) year average the intensity of
lesser occurring storms does not cause major reduction in the rainfall intensity
Therefore these conditions could occur with minor reductions in the flooding after lesser
storms
If a greater level of service were desired then the drainage system would have had to
be upgraded Our Engineers estimate that if the system pipe sizes are increased a
single size the flooding issue would reduce from 4 to 11 hours to 1 to 4 hours and the
cost of the system would increase by over $2 5 million The above project description
of the level of service was discussed in a letter dated April 18 1994 by Williams Hatfield
& Stoner
The Village of Key Biscayne's stormwater system received its biggest test on June 8 1997
when the Village was bombarded by 16 inches of rain in a span of 24 hours Sam
Houston meteorologist at the National Oceanic and Atmospheric Administration on
Virginia Key and Village resident said "It was the most rain I'd seen in 24 hours since
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
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STORMWATER UTILITY FUND
FISCAL YEAR 2006
FLOODPLAIN MANAGEMENT PLAN
A Floodplain Management Plan has been completed to address the problem of
repetitive loss properties to improve the Village s ability to cope with flood hazards and
problems and to gain further points in the Community Rating System for flood insurance
coverage The plan prioritizes proposed project improvements The plan was prepared
with a $40 000 State of Florida Department of Community Affairs Emergency
Management Preparedness and Assistance Trust Fund (EMPATF) grant which the Village
secured competitively in March 1997 The Council adopted Resolution 97-31 May 13
1997 which authorized contracts enabling work to start at on May 27 1997 A local
citizen Advisory Committee has reviewed planning proposals and made
recommendations to the Village Manager The Plan was submitted to the Council April
28 1998 Resolution 98-18 adopted the plan at the same meeting
CONSTRUCTION PROJECT
The stormwater project cost is approximately $10 million The revenue was derived from
a bank loan of $7 2 million a direct $1 5 million contribution from the General Fund
authorized February 9 1995 a $750 000 grant from the 1995 U S Department of
Commerce Economic Development Administration a 1996 $167 000 grant from the
South Florida Water Management District and interest income
The project was started on the east side of Crandon Boulevard and began on June 19
1995 and was completed March 1 1996 The second phase west of Crandon
Boulevard was started January 8 1996 and was completed October 18 1997 In
conjunction with the stormwater project Miami -Dade Water and Sewer Department
replaced approximately $1 5 million of existing water mains at their cost In addition to
the above $7 2 M contracts additional drains were installed along portions of Fernwood
Road and all of East Enid Drive
1999 STORMWATER UTILITY REVENUE BOND SERIES
The $7 2 million Stormwater Revenue Bond Anticipation Notes were originally issued April
11 1995 extended in 1997 and 1998 Ordinance 98-9 adopted October 27 1999
authorized the issuance of $7 2 million of Stormwater Utility Revenue Bonds for the
purpose of providing permanent funding for the project
YEAR
ORDINANCE
RESOLUTION
RATE
1995
95 3
95 11
4 89%
1997
97 9
97 11
4 52%
1998
98 2
98 06
4 32%
1999
98 9
99 09
4 13%
173
STORMWATER UTILITY FUND
FISCAL YEAR 2006
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 2004 the outstanding debt will be $6 430 000
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 2006 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 2006 BUDGET
Revenues FY 2003 FY 2004 FY 2005 FY 2006 FY 2007 FY 2008 FY 2009 FY 2010 FY 2011
Operating Revenue $528 049 $543 379 $543 379 $543 379 5543 379 $543 379 $543 379 $543 379 $543 379
Interest Income $64 826 S57 423 $56 183 $54 143 $51 276 $48 186 $38 297 $27 753 S16 239
General Fund Contributions $0 $0 $0 $0 $0 $0 $0 $0 $0
Total Revenues $592 875 $600 802 S599 562 5597 522 $594 655 5591 565 $581 676 $571 132 $559 618
Expenditures
Administrative Costs $70 000 $70 000 S70 000 $70 000 $70 000 S70 000 $70 000 $70 000 S70 000
Repair & Maintenance $80 000 $80 000 $90 000 $100 000 $100000 $100 000 $100 000 $100 000 $100000
Pump Station Replacement $0 $0 $0 $0 $0 SO $0 $0 $0
Principal and Interest $468 613 $470 559 $472 093 $473 213 $473 921 $579 215 S579 760 $584 686 S588 785
Total Expenditures $618 613 $620 559 $632 093 $643 213 $643 921 $749 215 $749 760 $754 686 $758 785
Revenue Over
(Under) Expenditures ($25 738) ($19 757) ($32 531) ($45 691) ($49 266) ($157 650) ($168 084) ($183 554) ($199 167)
Beginning Fund Balance $941 140 $915 402 $895 645 $863 114 $817 423 $768 157 $610 507 $442 423 $258 869
Ending Fund Balance $915 402 $895 645 $863 114 $817 423 5768 157 $610 507 $442 423 $258 869 $59 702
18 Year
Revenues FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 Totals
Operating Revenue S543 379 $543 379 $543 379 S543 379 $543 379 5543 379 5543 379 S543 379 $9 222 113
Interest Income S3 745 S0 SO S0 SO $0 $0 $0 $418 071
General Fund Contributions $155 250 $280 500 $280 500 $348 650 S204 380 $359 200 $367 930 $225 630 S2 222 040
Total Revenues $702 374 S823 879 S823 879 S892 029 $747 759 S902 579 $911 309 5769 009 $11 862 224
Expenditures
Administrative Costs S70 000 $70 000 $70 000 $70 000 $70 000 $70 000 $70 000 $60 000 $1 180 000
Repair&Maintenance $100000 $100000 S100000 $100000 $100000 $100000 $100000 S100000 $1 650 000
Pump Station Replacement S0 $0 $150000 $150000 $0 $150000 $150000 $0 $600000
Principal and Interest $592 059 $594 506 $596 128 $601 923 $606 686 $610 417 $618 115 $619 574 $9 530 253
Total Expenditures $762 059 $764 506 $916 128 $921 923 $776 686 5930 417 $938115 $779 574 $12 960 253
Revenue Over
(Under) Expenditures (S59 685) $59 373 ($92 249) ($29 894) ($28 927) ($27 838) ($26 806) ($10 565) ($1 098 029)
Beginning Fund Balance $59 702 $17 $59 390 ($32 859) (S62 753) ($91 680) ($119 518) ($146 324) $941 140
Ending Fund Balance $17 S59 390 ($32 859) ($62 753) ($91 680) ($119 518) ($146 324) 0156 889) ($156 889)
Assumptions
1 $7 200 000 Stormwater Utility Revenue Bonds issued for 20 years at a fixed rate of 4 136%
2 Operating revenue is based on additional units only No fee increases or new units are anticipated to occur after FY 2004
3 A reserve is established for replacement of the pump stations
4 Deficits are projected to start to occur in FY 2014
Available Options to Reduce the GF Contnbution 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 2006
MISSION STATEMENT To provide a comprehensive service oriented
residential solid waste management service
GOAL To provide a comprehensive responsive efficient and effective residential solid waste
collection program by providing curbside pick-up and recycling and delivery to an approved
disposal site to prevent health and safety hazards and protect the environment
BACKGROUND
The Village Council first reviewed the solid waste and recycling collection and disposal services for
single family residences provided by Metro -Dade County at the March 25 1993 Council meeting
The intent to transfer the service from Dade County was included in Goals and Objectives
established by the Village Council on two (2) separate occasions The transfer was permitted by the
Metro -Dade transitional inter -local agreement Section III -A executed December 30 1992
In accordance with Village Goals and Objectives on October 26 1993 Council approved a
contract submitted October 19 1993 to study the cost of providing single-family residential solid
waste and recycling collection services The study analyzed the then current annual fee ($399)
levied by Metro -Dade County as compared to an undetermined fee of a Village private contractor
In anticipation of providing this service in accordance with the inter -local agreement the Village
presented the County a transfer notice on April 1 1994 Council discussed the collection program
over the next several months
FIRST FIVE-YEAR CONTRACT
On May 10 1994 Council authorized staff to draff a Request for Proposal (RFP) The RFP was
advertised in the Miami Daily Business Review on June 29 and 30 and July 1 1995 with a pre -bid
conference on July 8 1995 Six (6) private contractors and the City of Miami submitted proposals on
July 22 1994 On August 24 1994 a committee of local municipal officials interviewed all
contractors developing a four (4) contractor short-list Village Council via Resolution 94-46 adopted
December 22 1994 awarded the contract to Industrial Waste Services Inc (presently known as BFI)
All parties executed the five (5) year contract on December 30 1994 with services beginning on
January 2 1995 This contract ends December 31 1999
RATE SCHEDULE AND BILLING
Adopted April 11 1995 Ordinance 95-4 authorized Village Council to set fees for solid waste and
recycling collection and disposal services On April 11 1995 Resolution 95-9 established the annual
fee at $199 per year which is one of the lowest annual solid waste and recycling fees in Miami -Dade
County This fee reduction translated into a $200 annual savings for Village residents Ordinance 96-
3 adopted April 9 1996 established a 5% late fee 1/2% monthly interest charge and a 10% lien fee
for delinquent bills
177
SOLID WASTE AND RECYCLING COLLECTION AND DISPOSAL FUND
FISCAL YEAR 2006
YEAR
2004
2005
2006
Starting Fund
Balance
$194 107
$220 904
$220 904
Revenue
$284 900
$533 397
$545 162
Contract
Expenses
255 195
514 008
514 008
Admen Expenses
3 978
4 000
4 000
Uncollectable
ccoun s
0
0
27 154
Total Expenses
259 173
518 008
545 162
EOY Net Inc /loss
29 705
15 389
0
EOY Balance
$220 904
$236 893
$221 404
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 2006
THIRD CONTRACT
A Request for Proposal was issued by the Village on October 13 2004 for solid waste haulers
The Village held a pre -bid conference on November 1 2004 to discuss the solid waste and
recycling Request for Proposal Three bids were received on November 24 2004 Bids were
received from BFI of North America Waste Management Inc and Global Waste Inc On
December 7 2004 a motion was made by the Village Council to extend the BFI contract for
one month The Village Manager recommend at the January 25 2005 Council Meeting that
Waste Management Inc be awarded the bid for Solid Waste Services The Village Council
selected Waste Management Inc as the new service provider
FUND DESCRIPTION
The Solid Waste and Recycling Collection and Disposal Fund is a self-supporting enterprise fund
intended to recover all contractual expenditures to provide residential refuse services
REVENUES
The $545 162 revenue represents the total of all billed single-family homes (1 300) at $420 per
residence less $27 154 for uncollectible Fees were increased due to the new contract with
Waste Management Inc
EXPENDITURES
The line item for administrative expenses covers administrative personnel costs billing and
collection costs supply costs and uncollectible fees The remaining generated funds are utilized
for public information material special collections and other administrative expenditures
Y
Operating Revenue
$286
522
$291
701
$292 000
$292
000
$285 000
$545
162
$545
162
Interest Income
5
602
3
293
4 000
4
000
850
0
500
Total Revenues
545►
162 ;
5
6
Contractual Services 1
$269
292
$260
736
$260 652
$263
789
$275 000
$514
008
514
008
Administrative Costs
36
660
3
444
27 000
15
000
10 000
4
000
4
000
Uncollectable Accounts
0
u
u
u
0
27
154
27
154
Total Expenses
305
951
264
180
287 652
278
789
$286 500
$545
162
545
162
time t d 8d r',ce
$1f
848
$131
662
$143,873
$166
084
$ ? 904
$220
904
$221
404
1 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 2006
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 2006
" 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 2006
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 142SF)
d The financial impact of the system on the residents is relatively short-term It is
likely to represent an investment that will be returned in the form of increased
property values over a relatively short time particularly if major home
improvements are contemplated
e State Health Department regulations with respect to septic tank
maintenance repair and replacement are subject to constant amendment
The regulatory environment and the regulations are becoming more and
more restrictive resulting in a higher and higher cost of compliance and
f The Florida Department of Environmental Protection (DEP) has made
available an extraordinary opportunity to encourage the construction of the
sanitary sewer system by providing pre -construction construction and long
term (20 -year) financing at 2 56% interest for the total capital cost of the
project There is no assurance if the Village does not avail itself of this
financing that a comparable opportunity to build and finance the system
will be available at this rate in the future
2 INFORMATION CONVEYED TO AFFECTED HOME OWNERS
The above information was delivered to homeowners as part of a packet of
information dated January 29 1998 for a Sanitary Sewer Information Workshop
held on February 5 1998 Where appropriate the information was updated and
was forwarded to the community prior to the October 5 1999 workshop An
additional meeting was held on November 9 1999 and this report was again
updated and distributed to the Citizens as per motion of the Village Council at its
meeting of October 12 1999 The letter was dated October 29 1999 This project
evolved over the past nine years during which time more than 50 public hearings
public workshops and public meetings were held and additional citizen mailings
The most recent was April 6 2001
3 SERVICE AREA
The limits of the project areas are Ocean Drive the East Biscayne Bay to the West
West Heather Drive to the North and West Mashta Drive to the South (see attached
map)
182
SANITARY SEWER IMPROVEMENT FUND
FISCAL YEAR 2006
4 COMPREHENSIVE PLAN
A citizen survey in 1993 reported that the extension of the sanitary sewer system was
supported by a majority of those respondents replying to the survey The
Comprehensive Plan adopted in 1995 (Ordinance 95-8) requires a central sanitary
sewer to all of the community by the year 2008 It is part of the Capital
Improvement element of the plan More specifically future Land Use Policy 2 1 1
states that
" The Village shall cooperate with the County in an attempt to
complete a financial and engineering plan to extend sanitary sewers
to as much of the remaining un-sewered areas as is financially and
otherwise desirable The intent is to complete that plan as soon as
technically and financially feasible but not later than 1998 and to
begin implementation as soon as technically and financially feasible
and complete implementation no later than 2008 "
The State of Florida Department of Community Affairs (DCA) noted that the
collection system is part of the settlement agreement between the Village and
DCA in their June 12 1995 letter to the Village The Village request was 2014 Other
DCA communications including its letters of February 5 1998 and February 18 1998
urge the Village to proceed with its sewer program as included in its Master Plan
Finally it should be noted that the program is also consistent with the Florida
Coastal Management Program
5 GOALS AND OBJECTIVES OF VILLAGE COUNCILS
Since incorporation in 1991 Village Councils have adopted Goals and Objectives
on nine (9) separate occasions On each occasion the construction of a sanitary
sewer collection system was included as one of the Council goals and given a high
priority In addition specific sanitary sewer workshops were held each year since
1996
6 FLORIDA DEPARTMENT OF ENVIRONMENTAL PROTECTION (DEP)
a State Revolvinq Loan
An application for funding ($723 762) the project with a State Revolving Loan
(SRL) was filed March 15 1996 and was approved June 26 1996 to complete the
planning design and administrative activities to construct additions to the
wastewater collection system Funding covers pre -construction ($723 762 00)
and construction costs ($7 218 228) or a total estimated at $7 941 990 00 Based
on this estimate the average assessment for each property is $5 624 64 with the
Village assuming 50% of the cost or $5 624 64 for a total cost of $11 250 The
Loan would be repaid over a 20 -year period at an annual fixed interest rate of
183
SANITARY SEWER IMPROVEMENT FUND
FISCAL YEAR 2006
2 56% reflecting a repayment constant of approximately 6 42 % per year or $361
annually The state loan should save the taxpayers of the Village millions of
dollars when compared with the rates and terms of a conventional 20 -year
loan The rate as of March 2000 was 3 55% At this rate approximately $1 M of
additional interest would be paid The annual debt service payment on the
loan would be $509 874 00 A breakdown and detail of the loan repayment and
secuntization are discussed in the "Financing Plan"
This estimate plus a general contingency of about 8% brings the estimate to a
total of about $8 400 000 That estimate was developed and approved at the
January 13 1998 Council Meeting The data was prepared by CAP Engineering
Inc and PBS & J the design engineers arrived at a similar estimate upon
completion of the project plans
b Pre -Construction Phase
All pre -construction work has now been completed and the portion of the SRL
designated for this purpose has been drawn down As such
1) Final plans and specification were completed September 30 1999
2) The requisite construction permits have been secured and
3) An Inter -local Agreement with Miami -Dade County for the
management and maintenance of the completed system has been
executed
These and all other pre -construction activities have been reimbursed out of the
drawn -down "Pre -Construction" portion of the SRL loan ($723 762 00) pursuant
to the Village's loan agreement as amended with DEP dated June 26 1996
The breakdown of the Pre -Construction Loan as reflected in the Loan
Agreement is as follows
Administrative Allowance
Planning Allowance
Allowance for Engineering
Loan Repayment Reserve
Loan Service Fee
$ 39 600 00
198 000 00
422 400 00
19 800 00
30,762 00
Total Pre -Construction Project Costs $ 723.762 00
184
SANITARY SEWER IMPROVEMENT FUND
FISCAL YEAR 2006
c Completion of Pre -Construction Phase
(1) A second Loan Application was completed April 2 1999 in order to
qualify the Village for a "Completion Loan" covering all construction
phase costs (including the construction work and related costs) and to
preserve its position in the fundable portion of DEP's Revolving Loan
Priority List (A letter dated January 20 1999 from the Village Manager
requested that the project be placed on the "Fundable Portion of Priority
List" A memorandum dated January 22 1999 from the Department
confirmed that this was granted )
(2) Final plans and specifications for the project were submitted to DEP
September 30 1998 The plans were accepted effective October 21
1998 A letter dated November 3 1998 from DEP authorizes construction
and construction -related costs to be incurred
(3) The project's Capital Financing Plan in the initial loan application and its
updated presentation in the second loan application was reviewed and
accepted by DEP on May 20 1999 The financial information in this report
reflects the results of this review and provided the basis for the
amendment of the loan agreement that covers construction phase
activities
d Summary of Pre -Construction Phase Legislation
(1) Ordinance 96-6 adopted June 25 1996 authorized the Village staff to
proceed with the pre -construction phase of the project The Council
authorized the drawdown of the $723 762 00 in pre -construction funds
April 16 1998 The funds were received April 14th and November 4 1998
(2) Resolution 98-47 August 25 1998 authorized the execution of Amendment
# 1 to the Agreement deferring loan repayment activities in expectation
of additional financing required to cover construction phase work
(3) Ordinance 99-9 adopted November 9 1999 among other actions and
findings
(a) Formally authorized the filing of the second loan application
(b) Pledged Village and Special Assessment revenues for the repayment
of the loan
(c) Authorized the Village Manager to execute Amendment # 2 to the
Loan Agreement and
(d) Application approved and executed by State on November 15 1999
185
SANITARY SEWER IMPROVEMENT FUND
FISCAL YEAR 2006
(4) Resolution 99-92 passed and adopted November 9 1999 among other
provisions
(a) Declares the necessity to make sanitary sewer improvements and
describes same
(b) Declares the Intent to impose special assessments to cover the cost of
the improvements
(c) Indicates the nature location and estimated cost of the
improvements
(d) Provides that a certain portion of the cost of the improvements will be
paid by Special Assessment
(e) Provides the manner in which the Special Assessment will be made
and when it shall be paid
(f) Designates the parcels of land upon which the Special Assessments
will be levied
(g) Provides for an assessment Plat and
(h) Authorizes the preparation of a preliminary assessment roll
7 MIAMI-DADE COUNTY
a Secured Miami -Dade County Environmental Quality Control Board (EQCB)
approval on a class basis for an extension of up to 10 years plus an
additional hardship extension for up to another 5 -year to connect to the
system and abandon the existing septic systems (June 12 1997)
b Pursuant to this approval the homeowner is required to connect to the
collection system immediately when one or more of the following conditions
occur
(1) Failure of property's existing septic tank system occurs
(2) Improvements or repairs to a property exceed 50% of its value or
(3) A change in property ownership occurs
c County Resolution # 1164-98 adopted October 26 1998 approved an inter -
local agreement providing for the operation and maintenance of the
system by the Miami -Dade County Water and Sewer Department The
system will be leased for a period of 20 years then sold to the County for a
nominal payment Resolution 98-45 adopted August 25 1998 authorizes the
Village Manager to execute the agreement (The wastewater from the
proposed collection system will be transmitted to the central district
combined wastewater treatment plant for treatment on Virginia Key )
186
SANITARY SEWER IMPROVEMENT FUND
FISCAL YEAR 2006
d As indicated in the Financing Plan residents served by the System must pay
in addition to their share of the sanitary sewer's cost one-time 1999 County
and local fees estimated to average over $4 000 00 for connecting to the
system and abandoning the septic system Please see page 20 for
breakdown of this charge When connected a wastewater fee is charged
e The annual 1999 Miami Dade Water & Sewer Department (WASD)
wastewater disposal rate is based on water usage For example if your
usage or quarterly water bill is $75 you can expect an additional charge of
about $135 per quarter or $540 annually The more water consumed the
greater the sewer cost Additional installation of water meters for sprinklers
and pools would reduce the total wastewater bill since only the water
entering the sewer system has an additional charge
Based on the above construction of the system could have started in 2000
Completion should occur some two years later and most of the owners should be
connected within a time frame consistent with the Village Master Plan and the
County EQCB extension parameters
8 FLORIDA HEALTH DEPARTMENT
A letter dated April 20 1999 to the Village Manager from the Village Attorney
indicates that the Florida Department of Health will not take any action to interfere
with the Sanitary Sewer connection timetable which has been approved by the
Miami -Dade County DERM and the Miami -Dade County Environmental Quality
Control Board pursuant to Board Order No 97-49 The Board order states the Village
residents shall have ten (10) years to connect to the sanitary sewer line unless
a Failure of a property's existing septic tank system occurs
b Improvements or repairs to a property exceed 50% of its value or
c A change in property ownership occurs
This information was submitted to the Village Council in a memorandum dated April
23 1999 from the Village Manager
9 1998 REFERENDUM
Resolution 98-1 January 13 1998 authorized a mail ballot referendum February 24
1998 on the proposed sanitary sewer collection system construction project at an
estimated cost not to exceed $8 4 million Resolution 98-2 January 13 1998
187
SANITARY SEWER IMPROVEMENT FUND
FISCAL YEAR 2006
supported the sanitary sewer improvement project A fact sheet reviewed by the
Village Council at the January 29 1998 Council Meeting was sent to the 706
homeowners who were not serviced by a municipal sanitary sewer A workshop to
explain the program was held February 5 1998 This was the third workshop held for
this project The referendum results were announced February 24 1998 172 i e
46 6% voted "yes" and 199 le 53 4% voted "no" (371 out of the 706 affected
homeowners le 52 5% voted) The Village Attorney ruled at the March 9 1999
Council Meeting the referendum was on the specific financial plan described in
the fact sheet mailed to the homeowners
10 SPECIAL ELECTION OF MAY 16, 2000
In response to a dissatisfied group of mostly affected property owners Referendum
Petitions were filed in the office of the Village Clerk February 1 2000 with the
requisite number of signatures proposing the following three ballot questions
a An amendment to the Village Charter restricting the authority of the Village
Council to impose special assessments to the effect that such shall not be
imposed unless
(1) A majority of property owners to be specially assessed petition for
special assessments or
(2) At an election of property owners to be specially assessed a majority
of those voting vote in favor of special assessments
b The repeal of Ordinance 99-3 that enables the Village Council to impose
special assessments for public improvements including roads water street
lighting sanitary sewers and other public improvements upon specially
benefited properties (i e the so-called enabling legislation) and
c The repeal of Ordinance 99-9 concerning the Village's Loan Agreement from
the State of Florida providing financing for the construction of improvements
to the Village's sanitary sewer system effectively withdrawing the authority of
the Village to enter into such loan transaction
Resolution 2000-11 passed and adopted March 14 2000 called for a special
election on May 16 2000 on the three ballot questions in the petition Resolution
2000-15 passed April 28 2000 opposed three (3) ballot questions A letter dated
May 11 2000 was sent to all voters asking them to vote no The results were as
follows
188
SANITARY SEWER IMPROVEMENT FUND
FISCAL YEAR 2006
a 1 396 out of the Village's 4 294 registered voters about a third (32 51 %)
turned out to vote
b 52 76% or 689 voted yes and 617 voted no for the charter amendment (i e
Question # 1)
c 54% or 681 voted against the repeal of the enabling legislation (i e Question
# 2 Ordinance 99-3) 580 yes (46%)
d 62 84% or 820 voted against and 485 (37 16%) voted for repealing the State
financing (le Question # 3)
At the May 23 2000 Council Meeting the Council authorized the Village Manager
and the Village Attorney to prepare the necessary documentation to set a public
hearing for the project
Resolution 2000-33 adopted July 11 2000 requested the Village be included in H R
673 and S 2711 for the purpose of receiving federal funds to improve the quality of
water throughout the marine eco-system
Resolution 2000-17 adopted June 6 2000 set a public hearing for July 11 2000
Resolution 2000-35 adopted July 11 2000 authorized the sanitary sewer construction
project be delayed 120 days until November 16th to coordinate this project with
WASA in order to replace the water pipes at the same time and continue the
search for outside funding Resolution 2000-33 requested the project be included in
the legislation currently before the U S Congress At the November 14 2000
Council Meeting the Village Council deferred the Public Hearing until March 2001
At the December 5 2000 Council Meeting the Mayor requested the issue be
discussed at the January 9th Meeting at which time staff was directed to prepare
the appropriate resolutions At the January 23 2001 meeting four alternatives were
submitted and discussed by the Council Resolution 2001-12 was adopted which
authorized the Village to proceed with project without requiring any election of the
property owners and set a public hearing for February 27th The public hearing was
not held because a majority of the Council voted to postpone the project to
October 1 2003 as per Resolution 2001-18
The State Department of Environmental Protection notified the Village the
Department would be holding a public hearing on April 18 2001 to set the Priority
List for Fiscal Year 2001 The $6 798 000 loan is an item of the agenda The Chief of
this Bureau indicated to the Village Manager that the loan would be cancelled
unless the Village made progress towards implementing the assessment process
189
SANITARY SEWER IMPROVEMENT FUND
FISCAL YEAR 2006
The Special assessments are included in the Loan Agreement The Mayor called a
Special Meeting for April 6 2001 to set another date May 8th for a public hearing
for the project Resolution 2001-26 set the date and repealed Resolution 2001-18
which had postponed the project to October 1 2003 The loan was cancelled
during Fiscal Year 2002 and in November of 2002 a prepayment of $332 000 was
made
1 1 SPECIAL ASSESSMENT FOR THE SANITARY SEWER CONSTRUCTION PROJECT
Ordinance 99-3 adopted April 20 1999 permits a special sanitary sewer assessment
to be levied and collected Assessment rules were being adopted in 1999
The original capital financing plan special assessment rules were amended on four
occasions
a On February 10 1998 to permit the twenty (20) year plan to be transferred to
the new owner when a house is sold
b On April 14 1998 when Council authorized the Village Manager to develop a
program to assist home owners to avoid financial hardships caused by this
program (A financial hardship is defined in Ordinance 99-3 Section 29 1-18)
c On April 14 1998 when the Council amended the financing plan to
contribute 5% of the total project costs from the General Fund This
contribution reduces the special assessment cost to the homeowner and
d On November 9 1999 when Council adopted Resolution 99-92 that among
other provisions declared the necessity for the improvement called for 50%
of the cost of the improvement to be paid by Special Assessment on the
properties served by the project and for the preparation of an Assessment
Roll
e Resolution 99-92 November 9 1999 adopted the special assessment
regulations and rules
12 ENGINEERING PLANS FOR COLLECTION AND TRANSMISSION SYSTEM
A motion was passed at the September 12 1995 meeting authorizing the
preparation of an RFQ for a Master Plan for the sanitary sewer project At its
February 24 1998 meeting Council adopted the 1997 Sanitary Sewer Feasibility
Study and Master Plan prepared by C A P Engineering Inc which was presented
to the Council November 11 1997
190
SANITARY SEWER IMPROVEMENT FUND
FISCAL YEAR 2006
At its March 10 1998 meeting the Village Manager was authorized to retain the
engineering firm of PBS & J to prepare plans and specifications for the sewer
project at a cost not to exceed $400 000
At its March 31 1998 meeting the Council by motion agreed to construct a
sanitary sewer collection system PBS & J submitted the preliminary design report to
the Council August 25 1998
The sanitary sewer system construction will consist of the installation of
approximately 39 000 linear feet of gravity sewers approximately 1 885 linear feet of
force mains one (1) new 30 HP pump station upgrading (1) pump station to 15 HP
and providing service laterals to the right-of-way line for approximately 706
addresses The entire system discharges into a proposed 24" Force Main along
Crandon Boulevard This force main extension connects to the existing main sewer
system at Crandon Boulevard and Harbor Drive The estimated construction cost
at that time was $6 215 000
13 SANITARY SEWER COLLECTION AND TRANSMISSION SYSTEM COST ESTIMATE
The amount of the SRL is based on a preliminary cost estimate for the project The
total cost based on engineering estimates and State DEP reviews is $7 941 990 00
including all pre -construction direct construction hard and related costs A further
cost breakdown is found in the financing plan Based on this estimate the average
assessment for each property is $5 624 64 with the Village assuming 50% of the cost
If financed and amortized over 20 years at the 2 56% interest rate the cost is about
$361 00 per year
14 WATERLINE REPLACEMENT PROGRAM
During the construction of the stormwater system the county utility department
(Miami -Dade Water & Sewer Department) replaced approximately $1 5 million
cement asbestos water pipes at no cost to the community
If the existing water system is replaced simultaneously by the same contractor who
is installing the sanitary sewer a cost reduction is possible The potential cost
reductions relate to maintaining relocating and repairing the existing water line
during the installation of the new sewer system There is a potential costs savings in
mobilization and interest costs if the work is awarded to the same contractor The
engineer's estimate is $75 000-$125 000
191
SANITARY SEWER IMPROVEMENT FUND
FISCAL YEAR 2006
During the preparation of the engineering plans and specifications for the sanitary
sewer project the county was requested to replace an additional 36 000 feet of the
existing cement asbestos water pipes in conjunction with the sewer project
Request was initiated in 1998 by correspondence and several meetings with
MDWASD The adopted Resolution 99-91 November 16 1999 requesting the
county provide the necessary waterline improvements The Village representatives
met with MDWASD officials on December 10 1999 to once again reiterate our
request
The cost is estimated at $2 million The County Manager rejected the request in a
January 7 2000 letter to the Village Manager The County did agree to work with
our contractor to expedite repairs to any water mains broken during construction
In some instances MDWASD will allow repairs be made by our contractor under the
supervision of a MDWASD inspector
At the January 11 2000 meeting of the Village Council Commissioner Jimmy
Morales and representatives from the department addressed the Council on this
subject The County does not have a replacement program for cement asbestos
pipe The county offered to pay one half the project cost or $1 million
Resolution 2000-35 adopted July 11 2000 delayed the project 120 days to discuss
once again the replacement of the water mains by WASA at the same time the
sanitary sewer system is installed It is estimated 62 000 feet of asbestos pipes are in
the system with 26 000 feet outside the project A December 21 2000 letter to
WASA from the Village Manager was answered January 16 2001 which rejected
the Village's request The request was again made on April 20 2001 at a meeting
with the County Manager
15 PROPOSED CONSTRUCTION SCHEDULE (CONSTRUCTION OF PROJECT HAS BEEN POSTPONED)
Resolution 99-25 adopted April 20 1999 authorized the Village Manager to instruct
the design engineer PBS & J to proceed to advertise and receive bids for the
project The following is the schedule
1
Advertise for Bid August 2 1999
6
Award Contract November 16 1999
(Resolution 99 9)
2
Pre Bid Meeting August 10 1999
7
Notice to Proceed TBD
3
Bid Opening September 7 1999
8
Pre Construction Meeting TBD
4
Council Receives Bids September 14 1999
9
Start Construction TBD
5
Council Workshop & Special
Meeting October 5 1999
10
Completion TBD
192
SANITARY SEWER IMPROVEMENT FUND
FISCAL YEAR 2006
• Bid valid for one hundred twenty (120) days from September 14 1999
• Bids extended 240 days from passage of Resolution 99 93 November 16 1999
• Project start extended to November 16 2000 by Resolution 2000 35
• Project start as of May 1 2001 is indefinite
The above schedule was submitted to the Council at the May 11 1999 meeting
The workshop & Special Meeting date was re -scheduled for October 7 1999 at the
July 20 meeting At the September 14 1999 meeting the date was changed to
Tuesday October 5 1999 The above schedule is still subject to adjustment
Bids opened September 7 1999 and forwarded to the Council for information
purposes at the September 9th Council Meeting Final bid summary was submitted
September 16 1999 to the Council Resolution 99-93 November 16 1999
authorized the contract to be awarded subject to a referendum on the project
The following analysis of the bid results was prepared in conjunction with the award
process it is clear from this analysis that the bid results in the tabulation below fall
within the project's Financing Plan
Metro United Central Florida
Ric Man Equipment Engineering Equipment
International Foster Marine Service Corp Rentals
Low Bid
Corrected Bid Zone 1 $1 546 407 45 $1 506 901 00 $1 783 575 15 $1 479 874 10 $2 160 670 54 $1 479 874 10
Corrected Bid Zone2/3 $3 753 807 96 $4 096 120 35 $4 593 784 70 $ 3 801 300 09 $5 962 366 84 $3 753 807 96
Corrected Bid Zone 4 $ 513 707 46 $ 505 478 40 $ 528 719 42 $ 577 806 92 $ 777 976 62 $ 505 478 40
Cor Bid Zone l& 2/3 $ 5 300 215 41 $ 5 603 030 35 $6 377 359 85 $ 5,281,174 19 $ 8 123 037 38 $5 281 174 19
Cor Bid Zone l& 4 $ 2 060 114 91 $ 2,012,388 40 $2 312 294 57 $ 2 057 681 02 $ 2 938 647 16 $2 012 388 40
Cor Bid Zone 2/3 &4 $4,284,605 64 $4 601 598 75 $5 122 504 12 $ 4 379 107 01 $ 6 740 343 46 $4 284 605 64
Corrected All Zones $5 813 922 87 $6 108 508 75 $6 906 079 27 $ 5 858 981 11 $ 8 901 014 01 $5,739,160,46
Two contracts were awarded and approved by Resolution 99-93 adopted
November 16 1999 as follows
• Ric -Man International for Zones 2 3 & 4 $4 284 605 64
• United Engineering Corp for Zone 1 $1,479,874 10
Total $5,764,479 74
The Florida Department of Environmental Protection approved the plans in a letter
dated March 20 2000
This action was in accordance with the engineer's letter of recommendation
dated November 17 1999 The bids were extended twice by mutual agreement
between the contractors and the Village As of February 27 2001 the contractors
have not extended the contract
193
SANITARY SEWER IMPROVEMENT FUND
FISCAL YEAR 2006
PBS & J Inc was awarded the Sanitary Sewer Design in 1998 The design was
completed and approved by the State in 1998 and the project was put out of the
competitive bids at that time In 1999 the Bid was awarded to two contractors
subject to certain conditions The total awarded bid price was $5 750 000
At this time year 2001 the estimated price to complete the proposed construction
is in the range of $6 610 000 an increase of approximately 15% or $860 000 over a
two-year period This estimate was arrived at by utilizing construction and materials
costs from recent sewer project bid prices and applying them to this contract
16 FINANCING PLAN
The Financing Plan is based on the following data and assumptions which have
been approved by the State of Florida Department of Environmental Protection
(DEP) based on Key Biscayne's loan application for construction financing dated
May 4 1999 The application was acknowledged by the state May 14 1999 and
was approved on May 20th The plan was approved with the adoption of
Ordinance 99-9 November 9 1999 Amendment Two
a LOAN PRINCIPAL
The principal amount of the loan pursuant to the Loan Agreement between the
Village and DEP as amended November 15 1999 was $7 941 990 00 The loan was
subsequently cancelled and a prepayment of $332 000 was made in November
2002
• $76 548 in capitalized interest
• $679 800 in pre -construction costs and expenses already disbursed to the Village
• $13 200 in service fees
b LOAN TERMS
• The loan is amortized over a 20 -year period with an interest rate of 2 56%
resulting in semiannual Loan Payments in the amount of $14 067 07 or $28 134 14
annually
• This results in a total annual loan obligation of $33 760 97 when the maintenance
of a minimum 120% debt coverage requirement is included
194
SANITARY SEWER IMPROVEMENT FUND
FISCAL YEAR 2006
C LOAN REPAYMENT
(1) Pledged Sources
The following revenues are required to be pledged to assure repayment of the
loan
(a) State Revenue Sharing Distributions
Assured through annual covenants to budget as necessary to cure up any
debt service shortfall including maintenance of minimum debt coverage of
120%
For the purpose of the loan application to DEP the amount of $125 324 00 has
been used as the most reliably documented amount for this source of revenue
It should be noted that the entire annual amount of this source of revenues is
used and that the amount pledged is non -cumulative and limited on a non-
cumulative basis only the amount received in any one given year
(b) Payment into the State Revolving Loan Repayment Account (SRLR) of
$28,134 14 annually by the Village of Key Biscayne from its General Fund
This amount represents the total annual debt service (before 20% coverage)
The $28 134 14 is to be funded as a General Fund outlay
Accordingly the $28 134 14 in revenues will be paid into the SRLR Account
under an annual appropriation from the Village's General Fund Such payment
is a source of revenue in addition to the State Revenue Funds pledge
This pledge is reflected in Village Ordinance No 99-9 and Village Resolution 99-
92
(c) Payment into the SRLR of all proceeds from the collection of Special
Assessments
This amount represents the average assessment payments from the 706 properties
and users connecting to the system
Collection of theses revenues is secured by
i Liens on the real estate with standing comparable to that of the owner's
ad -valorem tax obligation
195
SANITARY SEWER IMPROVEMENT FUND
FISCAL YEAR 2006
ii A deposit by the Village into the Loan Repayment Reserve Account in the
amount of $13 127 00 representing about 3% of the loan
iii The "Loan Repayment Reserve" from Loan Proceeds also in the amount of
$13 127 00
iv Additional reserves resulting from any surplus to be retained in the SRLR
Account
v The pledged Revenue sharing funds assumed at $125 324 00 (For the
purpose of this document this source of revenue is part of the revenue base
It is also part of the Loan reserves to the extent actual disbursement of
these funds out the SRLR does not occur)
Given a debt service requirement of $28 134 14 it is evident that 120%
coverage of this debt service or a minimum of $33 760 97 is clearly achievable
(2) Reserves
Beyond the sources of funds pledged for loan repayment the following Reserves
and other funds in the SRLR available at any given time to cure any potential
shortfall
(a) Deposit of $13,127 to be paid into the SRLR by the Village matching the
same amount provided as part of the budget funded with loan
proceeds
(b) The $13,127 00 to be derived from loan proceeds and
(c) The State Revenue Sharma funds available in the SRLR i e $125 324 00
(performing double duty as a source of revenue as well as an element
of loan repayment reserves)
To recap this represents a total of $560 924 00 or better than a year of debt
service to deal with a worst case zero revenue situation
• Village Deposit into SRLR
• Reserves included in SRLR
• State Revenue Sharing
Total Reserves
196
$13 127 00
13 127 00
125,324 00
$151,578 00
SANITARY SEWER IMPROVEMENT FUND
FISCAL YEAR 2006
d SANITARY SEWER PROJECT FINANCIAL REQUIREMENTS
The May 4 1999 Project Financing Plan approved by the Florida Department of
Environmental Protection that forms the basis for the State Revolving Fund Loan
Agreement was revised and contemplates a loan of $437 548 to be repaid over a
20 -year period and a debt service obligation of the Village calculated under said
Loan Agreement of $28 134 14 in semi-annual payments of $14 067 07 beginning
April 15 2003 The interest rate is 2 56%
17 2004 Status
After a January 2004 survey of village residents the main priority of island residents is
the Sanitary Sewer project The Village is actively seeking funds for the project The
Village received news from Washington D C that the Village was awarded $1
million in the Omnibus Bill The Village has applied with the State of Florida for
monies in the amount of $1 5 million
18 2005 Status
After the November 2 2004 election the Village stands to receive approximately
$5 1 million dollars from the County's General Obligation Bond Program The Village
is working with the Miami -Dade Water and Sewer Department and the County
Manager's office for funding for the asbestos water pipes A workshop to discuss the
Sanitary Sewer Project took place on January 18 2005 At the November 22 2005
Council Meeting PBS&J updated the project estimate to $9 5M - $10 5M
197
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
199
MILESTONES FOR THE VILLAGE
Grand Bay Project Approved
November 11 1993
Tree Farm Acquisition (Village Green)
February 10 1994
200 Crandon Boulevard structure Demolished
August 13 1994
ORDINANCE No 94-6 (Master Plan Adopted)
August 16 1994
RESOLUTION 94-38 (Naming Village Green)
October 11 1994
Emergency Complex Dedication - Temporary Facilities
November 30 1994
Solid Waste & Recycling Collection Service Inception
January 1 1995
Village Green Dedicated
April 22 1995
Stormwater Sewer Construction Project Commenced
June 19 1995
Ocean Club of Key Biscayne Project Approved
July 27 1995
ORDINANCE 95-8 (Master Plan Final Adoption)
September 12 1995
Village Green Development Plan accepted
January 9 1996
Land Purchase Straw Ballot
1) Community Center 2) Village Offices 3) Police/Fire Facilities
Y. 706 N. 775 Y. 430 N. 938 Y. 584 N. 830
March 12 1996
ORDINANCE 96-1 (Deregulation of Cable Rates)
March 12 1996
Sidewalk Construction Program initiated
April 29 1996
Fifth Year Anniversary Celebration of Incorporation
June 18 1996
Traffic Calming Master Plan Adopted
September 10 1996
Master Plan approved by State
October 20 1996
Statewide Catastrophic Response and
Recovery Mutual Aid Agreement executed
November 25 1996
Key Biscayne School 27 000 sq ft Ground Breaking Addition
November 1 1996
Charter Revision Committee appointed
December 10 1996
Petitioner's Debt Cap Charter Amendment Defeated
Yes= 386 No= 646
January 21 1997
Charter Election 24 Amendments approved by voters
June 10 1997
Long Range Beach Nourishment Plan Adopted
October 28 1997
ORDINANCE 97-21 (Fire/ Police Retirement Plan)
September 9 1997
Heritage Trail Dedication
November 11 1997
200
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
East Enid Drive Reconstruction Completion
July 20 1999
CRS Rating 6 approved by FEMA
August 25 1999
New Council Chamber opened
August 31 1999
Swale Referendum Yes= 380 No= 967
October 5 1999
1 Special Assessment Charter Amendment Y-689 N-619
2 Repeal Ordinance 99-3(Assessment) Y-580 N-681
3 Repeal Ordinance 99-9 (Loan) Y-485 N-820
May 16 2000
ORDINANCE 2000-2 (20 M P H Maximum Speed Zone)
March 14 2000
560 Crandon Boulevard Acquisition
September 21 2000
Ordinance 2000-8 ($10 Million Civic Center)
July 11 2000
Ocean Park Phase One Construction Completion
August 2000
Village Green Fountain
June 10 2001
Gazebo Bandstand
July 2001
Tenth Anniversary Celebration
September, 2001
Village Manager hired
May 6 2002
Police/Administration Building & Fire Station Dedication
October 28 2002
Community Center Opens
November 1 2004
201
HURRICANE PREPAREDNESS AND RECOVERY PLAN
FISCAL YEAR 2006
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 0 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
202
HURRICANE PREPAREDNESS AND RECOVERY
FISCAL YEAR 2006
8 Complementary to the Hurricane Plan is the Storm Preparation and Recovery Plan for the Village of
Key Biscayne Beach (SPRP) The Plan was reviewed by several County State and Federal agencies
for accuracy The plan is intended to document pre -storm and post -storm Village beach
conditions as well as help to identify hazards along the Atlantic coast following any major weather
phenomenon This plan was designed in response to the November 1996 storm that ravaged the
Dade County coastline and the resulting realization that the Village of Key Biscayne must take
steps to ensure its own beach recovery
9 In July 1998 the Village of Key Biscayne and the Ocean Club reached an agreement whereby the
oceanfront development would provide manpower and equipment to clear road debris and
provide post -hurricane headquarters to the Village Government at no cost Ocean Club Project
Superintendent Mr Rick Chitwood acts as our contact as well as helps assess damages and
orchestrate the first stage of recovery This is believed to be the first private -public agreement of its
kind in Miami -Dade County
10 The President of the United States issued an emergency declaration on September 22 1998 making
the Village eligible for disaster relief funding for Hurricane Georges Resolution 98-60 adopted
December 8 1998 authorized the Village Manager to execute the Disaster Relief Funding
Agreement for $112 924
11 Resolution 98-57 adopted November 17 1998 established Village support of the Hurricane Mitch
relief effort in Central America urging residents to send aid through local charities and authorizing
the Village Manager to investigate an active role for the Village Government
12 Resolution 99-46 adopted May 11 1999 established a Special Disaster Relief Reserve Fund in which
the Hurricane Georges federal reimbursement of $112 924 was deposited The Village will utilize this
fund for hurricane planning and improvement of the Emergency Management Plan
13 At the nomination of the Village Ocean Club Project Superintendent Mr Rick Chitwood received
the 13th Annual Governor's Hurricane Conference Corporate Award on June 9 1999 for his
knowledge and expertise in the principles of emergency management and hazard mitigation
14 A Hurricane Preparedness Manual was prepared and distributed to all condominium managers in
June of 2000 Copies are available at the Village Manager's office
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
203
AWARDS AND RECOGNITION
FISCAL YEAR 2006
The Village of Key Biscayne accomplished numerous goals and objectives in 2005 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
204
* Building, Zoning & Planning
Insurance Services Organization (ISO)
Rating of 3 (highest given to a Miami -Dade
County Municipality) 1992-2003
1998 FGCA Bronze Award -
Community Relations Civic Design Charrette
* Public Works Department
The Florida Urban Forestry Council 1997
County or Municipal Program Grand Award
2000 The Florida Institute of Consulting
Engineers selected the Mashta Island
Bridge for an Honorable Mention Award
2003 National Floodplain Conference
Model Community Award
• Finance Department
Government Finance Officers Association
(GFOA) of the United States and Canada
Distinguished Budget Presentation Award
1993 2004
Government Finance Officers Association
(GFOA) of the United States and Canada
Certificate of Achievement for Excellence in
Financial Reporting 1992 2003
• Fire Rescue Department
1999 Life Safety Achievement Award
Residential Fire Safety Institute
Commission on Fire Accreditation International
Accredited Agency 1998-2003, 2003-2008
International Association of Fire Chiefs
Life Safety Achievement Award 1996-1999
Insurance Services Organization (ISO)
Classification Change
Class 4/9 to a Fire Protection Class 3 1999
First Fully Paramedic South Florida Fire
Service 1995
VILLAGE OF KEY BISCAYNE
LOCAL ELECTED OFFICIALS
ELECTED COUNTY OFFICIALS
I Miami -Dade Mayor
The Honorable Carlos Alvarez
Stephen P Clark Center
111 Northwest First Street Suite 2910
Miami Florida 33128
Tel 375-5071
Fax 375-3618
www miamidade gov
II County Commissioner (District Seven)
The Honorable Carlos Jimenez
Downtown Office
Chip Iglesias
Chief of Staff
Miami -Dade County
Board of County Commissioners - District 7
111 Northwest First Street Suite 220
Miami Florida 33128-1963
Tel (305) 375-5680
Fax (305) 372-6103
District Office
2000 Southwest 27th Avenue
Suite 102
Miami Florida 33145
Tel (305) 529-0599
Fax (305) 529-1188
E -Mail distnct7@co miami-dade fl us
Web Page www co Miami-dade fl us/distnct7
III Miami- Dade County School Board (District Six) Team Metro Office
The Honorable Agustin Barrero
1450 N E Second Avenue
Suite 202
Miami FL 33132
Tel (305) 995-1334
Fax (305) 995-1572
Suzanne Salichs
Regional Coordinator
Kendall office
Kendall Town & Country
11820 Sherri Lane
Miami Florida 33183
Tel (305) 270-4979
HTTP //itd metro co dade fl us
ELECTED STATE OFFICIALS
IV Governor
The Honorable Jeb Bush
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
205
VILLAGE OF KEY BISCAYNE
LOCAL ELECTED OFFICIALS
V Senate (District 35)
The Honorable Gwen Margolis (D)
Aide Karen Simon
Tallahassee Office
Room 400 Senate Office Building
404 South Monroe Street
Tallahassee Florida 32399-1100
Tel (850) 487-5121
Fax (850) 921-7546
VI
Miami Office
301 41St Street 3rd Floor
Miami Beach Florida 33140
Tel (305)535-5432
Fax (305)535-5435
Email margolis gwen web@flsenate gov
House of Representatives (District 107)
The Honorable Gustavo Barreiro (R)
Tallahasse Office
Room 300 House Office Building
402 South Monroe Street
Tallahassee Florida 32399
Tel (850) 488-9930
E -Mail barreirogustavo@leg state fl us
Miami Office
1454 S W 1st Street Suite 100
Miami FL 33135
Tel (305) 643 7324
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@bilinelson 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
206
VILLAGE OF KEY BISCAYNE
LOCAL ELECTED OFFICIALS
IX United States House of Representatives (District 18)
The Honorable Ileana Ros-Lehtinen (R)
Washington Aide & Address
Arturo A Estopinan
Chief of Staff
2160 Rayburn House Office Building
Washington D C 20515-0918
Tel (202) 225 3931
Fax (202) 225-5620
Miami Aide & Address
Debra Musgrove
District Director
9210 Sunset Drive Suite 100
Miami Florida 33173
Tel (305) 275-1800
Fax (305) 275 1801
MISSION STATEMENT TO PROVIDE A SAFE QUALITY COMMUNITY ENVIRONMENT FOR ALL ISLANDERS THROUGH RESPONSIBLE GOVERNMENT
207
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
208
FINANCIAL TERMS
Appropr►ated 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 Account►ng 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 Po►nts 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
209
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
210
FINANCIAL TERMS
Cap►tal Improvement Program (CIP) A projection of capital (long-lived and
significant) expenditures over the coming five years The method of financing is
also indicated
Cap►tal Improvement Fund An account used to segregate a portion of the
government's equity to be used for future capital program expenditures
Cap►tal Outlay The amount set aside in the operating budget each year for
capital expenditures
Cap►tal 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
Cap►tal 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
Cert►orar► 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)
Consol►dated Budget The consolidated budget section contains a summary of all
Village funds and all revenues and expenditures
Cont►ngency 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 Serv►ces 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
211
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
212
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
213
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)
214
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 Obiectives 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)
215
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
L►ab►lit►es 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
L►ne 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
M►ll 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
Miss►on A description of the scope and purpose of a Village department
Modif►ed 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
216
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
217
FINANCIAL TERMS
Programs and Obiect►ves The descriptions of the structure purposes activities
tasks and volumes or frequencies of each organizational unit shown in the budget
The period spans the fiscal year
Property Tax Rate A tax based on the assessed value of the real property It is also
called an ad valorem tax The tax is determined by multiplying the taxable value
of the property by the millage rate If a house has a taxable value of $300 000 and
the millage rate is 1 then $300 in taxes are assessed and if the millage rate is 10
then $3 000 in taxes are assessed
Property Tax Calculations If the taxable value of a property after taking all
exemptions is $300 000 and the millage rate used to determine taxes is 3 606 then
assessed taxes would be $1 081 800 The calculation is performed by taking the
taxable value ($300 000) divided by 1 000 and multiplying it by the millage rate
(3 606) the 2000 Fiscal Year rate
Proposed Budget The budget proposed by the Village Manager to the Village
Council for review and approval
R
Reserve An account used either to set aside budgeted revenues that are not
required for expenditure in the current budget year or to earmark revenues for a
specific future purpose
Reserve Fund A fund established to accumulate money for a special purpose
such as the purchase of new equipment
Resolution A special or temporary order of a legislative body requiring less formality
than an ordinance or statute
Revenue Money that the Village of Key Biscayne receives from a variety of sources
such as property taxes permits and fees utility and sales taxes charges for services
grants franchise fees and license fees that it uses to finance expenditures
Risk Management The identification and control of risk and liabilities incurred by a
local government to conserve resources from accidental loss
Rolled Back Millage Rate The millage necessary to raise the same amount of Ad
Valorem tax revenue as the previous year excluding taxes from new construction
It represents the millage rate level for no tax increase
218
FINANCIAL TERMS
S
Service An activity that produces an output that is not physical in nature and
produces an output that when provided provides utility to the customer in the form
of intangible benefits
Service Charges The amount the Village receives for the provision of services and
commodities or the performance of specific services benefiting the person
charged
Special Assessment A compulsory levy made against certain properties to defray
part or all of the cost of a specific improvement or service deemed to primarily
benefit those properties All tax-exempt property in the affected area will also have
to pay the special assessment
Surplus The use of the term "surplus" in governmental accounting is generally
discouraged because it creates a potential for misleading inference
Undesignated fund balance is used instead The concept of ❑net worth❑ in
commercial accounting is comparable to [fund balance❑ in government
accounting That portion of the fund balance which is not reserved for specific
purposes or obligations is called the undesignated fund balance it is the true
surplus
T
Tax Base Total assessed valuation of real property within the Village
Tax Levy The total amount to be raised by general property taxes for purposes
specified in the Tax Levy Ordinance
Tax Rate The amount of tax levied for each $1 000 of assessed valuation
Tax Roll The official list of the Dade County Tax Assessor showing the amount of
taxes imposed against each taxable property
Taxing Limit The maximum rate at which the Village may levy a tax which for
Florida municipalities is 10 mills or $10 per thousand dollars of assessed value
Transfers Amounts transferred from one fund to finance activities in another fund
Traunch One of many influxes of cash which is part of a single round of investment
TRIM Truth in millage (section 200 065 Florida Statute)
219
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
Undes►gnated 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
220
Village of Key Biscayne, Florida
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ICS
North Mia_mn
oral Gables�
Biscayne Bay
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Village Seal Description
One of the oldest and most recognizable landmarks in South Florida, the lighthouse was
first constructed in 1825 It has a colorful, well -documented history It stands in the Bill Baggs
Cape Florida State Recreation Area Like all lighthouses, it is a symbol of familiar homecom-
ing to sailors fishermen, and landlubbers alike It also represents man-made structures of
lasting quality, strength and safety in an uncertain world
The coconut palm threatened by disease in Florida in recent years has been a popular
symbol of peaceful nature for many tropical areas around the world Key Biscayne was
once a plantation for this versatile tree
The two sea birds, against the backdrop of the moon stand for the animals with whom
we share our environment
The sun, sustainer of life which figures prominently in many municipal emblems around
the state, usually depicted at high noon, has just disappeared below the horizon, creating
one of those sunsets that occur every once in a while This kind of mood and feeling evoke
a universal human reaction — a powerful visual reminder of the potential beauty and transi-
tory nature of all things
The moon is shown on our seal not just to be different from other communities not only
for its magical qualities but also because we have been told that one of the earliest local
Indian dialects contained a word -picture phrase, "Bischiyano " meaning simply — "Favorite
Path of the Rising Moon "
Adoption of the Village Seal took place on June 8, 1993 and adoption of the description
of the Village Seal took place on August 10, 1993