adopted budget 2011-2012

CITY OF SUNNY ISLES BEACH

COMPREHENSIVE ANNUAL BUDGET

City Commission Norman S. Edelcup, Mayor Lewis J. Thaler, Vice-Mayor

George "Bud" Scholl, Commissioner Jeanette Gatto, Commissioner Isaac Aelion, Commissioner

City Manager Alan J. Cohen

City Attorney Hans Ottinot

Assistant City Manager-Finance Chief of Police Minal Shah Fred Maas

City Clerk Assistant City Attorney Jane Hines Fernando Amuchastegui

Public Works Director Cultural and Human Services DirectorGiovanni Batista Susan Simpson

FY 2012 COMPREHENSIVE ANNUAL BUDGET City of Sunny Isles Beach

This award is valid for a period of one year only. We believe our current budget continues to conform to program requirements, and we are submitting it to GFOA to determine its eligibility for another award.

The Government Finance Officers Association of the United States and Canada (GFOA) presented aDistinguished Budget Presentation Award to the City of Sunny Isles Beach, Florida for its annualbudget for the fiscal year beginning October 1, 2010. In order to receive this award, a governmentalunit must publish a budget document that meets program criteria as a policy document, as anoperations guide, as a financial plan, and as a communications device.


The City continues to expand its recreational facilities and have three additional parks, whichare either in planning or development phases, to be available for residents and visitors toenjoy.

CITY OF SUNNY ISLES BEACH

Sunny Isles Beach, the City of Sun and Sea, is located on a barrier island in the northeastcorner of Miami-Dade County, South Florida and on the semi-tropical coastal ridge betweenthe Atlantic Intercoastal Waterways and the Atlantic Ocean. Families and retirees are drawnto our inviting climate, highly desirable strategic location, and "personal touch" approach tobusiness, education, healthcare, recreation, and government.

The City operates under a Commission-Manager form of government. Policymaking andlegislative authority are vested in the governing commission, which consists of a Mayor andfour Commission members. The City Commission is vested with policy setting authority,adopting the annual budget, approving purchases and services of the governmentaloperations, appointing committees and hiring the City Manager and City Attorney. The CityManager is responsible for recommending and carrying out the policies and ordinances of theCity Commission, appointing the directors of the City's departments, submitting the proposedannual budget, advising the Commission as to the financial condition of the City, andoverseeing the day-to-day operations of the City.

Created in 1997 by the Legislature of the State of Florida, the City of Sunny Isles Beachoccupies approximately 1 square mile, 2.5 miles from north to south and .5 miles from east towest, in northern Miami-Dade County, the most populated county in the State . With itspopulation of 20,832 people, the City ranks 15th in population among 35 municipalities in theCounty.

Residents of the City of Sunny Isles Beach enjoy many recreational facilities within the Citylimits, including 2.5 miles of beautiful sandy beaches, nine local parks, one neighboringcounty park (Haulover Beach Park) and one neighboring state park (Oleta River State Park).


City of Sunny Isles Beach is located on an island in the northeast corner of Miami-Dade County with theAtlantic Ocean on the east and the Intracoastal Waterway on the west. Sunny Isles Beach is midwaybetween downtown Miami and Ft. Lauderdale with easy access to business centers, entertainment, sportsand recreational facilities, and tourist attractions. Residents and visitors can fly into either MiamiInternational or Fort Lauderdale/Hollywood International airport, or cruise into the Port of Miami or PortEverglades. Sunny Isles Beach is just a 20 to 30 minutes drive away.

LOCATION


BUDGET MESSAGE SECTION

PROFILE

STRATEGIC PLANNING

BUDGET OVERVIEW SECTION

DEPARTMENT SUMMARIES

APPENDICES

CAPITAL IMPROVEMENT PROGRAMThis section provides a comprehensive listing and explanation of the capital needs of the Cityfor the next five years including the operating impact.

This section explains the services offered by the City of Sunny Isles Beach. Eachdepartment includes an organizational chart, divisional narratives of their programs,explanations of variances between the FY11 and FY12 budgets, a personnel complementand the line item of budgeted expenditures.

This section contains the City's information on debt administration, fund structure, funddescriptions, budgetary basis, budgetary and financial policies, glossary and acronyms.

READER'S GUIDE

The first critical reading of the FY12 Adopted Budget is the City Manager's Message. Thereader will gain an understanding of the City's vision, critical issues, recommended policy and operational changes and the financial plan.

This section provides the reader with the basic overview of the budget. It also answers oneof the most often asked questions: "What's new in the Budget?" Included in this section arethe budget summary; budget overview by fund; fund summaries; summaries of changes infund balance, staffing, program modifications, capital outlay and capital improvementprogram. This section also includes revenue sources trends and forecasts, and type ofbudget, a description of the budget process, the budget calendar and a tax millagesummary.

This section provides the reader with the background of the City. Included in this section arethe City's history, demographics, citywide organizational chart and an explanation of the typeof government.

This section provides readers with an understanding of the City's comprehensive plan andlegislative issues.

The purpose of this section is to provide the reader with a guide to the document's contents:where and how to find the information and how to understand the information. The followingdescribes each of its major sections.


BUDGET MESSAGECity Manager's Message i

PROFILEHistory of Sunny Isles Beach 1Demographics 2Governmental Structure 4Commission-Manager Government 5

STRATEGIC PLANNINGComprehensive Plan 6Legislative Issues 11

BUDGET OVERVIEWBudget Process 13Budget Process Calendar 16Property Value and Tax Millage Summary 18Millage Rate Comparison 19

20Budget Overview By Fund 22Summary of Budgeted Funds 30

313738394041

Revenue Summary 435262

DEPARTMENT SUMMARIESCity Commission 63City Manager's Office 67

71City Attorney's Office 77

81879197

101Parking 105

TABLE OF CONTENTS

Expenditure Summary by Departments

Fund Summaries

Summary of StaffingSummary of Program Modifications

Summary of Changes in Fund Balances

Budget Summary

Summary of Capital OutlaySummary of Capital Improvement Projects

Analysis of Revenue Sources Trends and Forecasts

Finance

Human ResourcesPoliceCommunity Development

BuildingCity Clerk's Office


TABLE OF CONTENTSDEPARTMENT SUMMARIES (Continued)

107Administration 108Facilities Maintenance 114Parks & Construction Maintenance 116Fleet Maintenance 118Street Maintenance 121Property Management 123Stormwater 125

129135

Cultural & Human Services 136Pelican Community Park 145Athletics & Park Patrol 149Ocean Rescue 155Transportation 159Heritage Park 163

APPENDICESFund Structure 164Fund Descriptions 165Budgetary Basis 168

169175177

Debt Administration 181Debt Service Fund Summary 182Debt Service Requirements to Maturity 184Glossary 189Acronyms 201

CAPITAL IMPROVEMENT PROGRAM C-1

Ordinance No. 2011-369

Budgetary and Financial PoliciesResolution No. 2011-1781

Public Works

Cultural & Human ServicesInformation Technology


Fortunately, Raanan Katz moved to the area and acquired several retail properties. In 1985 hebegan redeveloping existing shopping centers, upgrading and improving them. With thecommunity agitating for major improvements in government services, a small group beganmeeting on a regular basis to determine what actions would best serve the people of SunnyIsles. On April 12, 1996, Irving Turetsky, David Samson, Norman S. Edelcup, Danny Iglesiasand Irving Diamond met with attorney Gene Sterns to start incorporation proceedings.

In 1997, the citizens of this area voted to incorporate as a municipality, thus putting the city onthe map as a highly desirable oceanfront community. Sunny Isles Beach continues to beexperiencing major redevelopment with mostly luxury high-rise condominiums and someelegant hotels under construction.

HISTORY OF SUNNY ISLES BEACH

Until the 1980's, the hospitality industry, particularly the motel segment, was the heart andsoul of Sunny Isles. However, as time went on, it became evident that the owners of severalinns were disinterested in making improvements, and many motels were falling into disrepair,attracting a less than desirable element, with calls for police assistance increasing regularly.

In 1920 a private investor, Mr. Harvey B. Graves, purchased a 2.26 square mile tract of landfor development as a tourist resort. He named it Sunny Isles, "The Venice of America."

When the Haulover bridge was completed in 1925, the area became accessible from MiamiBeach, attracting developers who widened streams, dug canals and inlets and created islandsand peninsulas for building waterfront properties on Biscayne Bay.

Sunny Isles developed slowly until the 1950's when the first single-family homes were built inthe Golden Shores area. During the 1950's and 1960's more than 30 motels sprang up alongCollins Avenue including Ocean Palm, the first two-story motel in the United States. Touristscame from all over to vacation in themed motels of exotic design along "Motel Row."

The Beatles were among the noted visitors to Sunny Isles, cavorting at the Castaways Motel'sfamed Wreck Bar on Collins Avenue (State Road A1A) just south of Sunny Isles Boulevard.The Castaways Motel was demolished in the 1970's and Oceania Towers, the first luxurycondominium complex in Sunny Isles, was constructed on the site in the 1990's.

The popular oceanfront community gained many new residents (both year-round andseasonal) as condominium communities such as Winston Towers and Arlen House were builtin the 1970s.

Over the next decade, tourists from Europe and North America, flocked to Sunny Isles hotelsand motels attracted by favorable exchange rates and value-for-money accommodation.

New mid- and high-rise multi-family buildings were constructed adding to the residential options in Sunny Isles. The City's three single-family communities, Golden Shores, Atlantic Isles and Golden Gate, a luxury enclave at the northern tip of the city, are all on the Intracoastal Waterway.

1


Population

Population by Age

DEMOGRAPHICS

Sunny Isles Beach, the City of Sun and Sea, is located on a barrier island in the northeast cornerof Miami-Dade County, bounded by the Atlantic Ocean on the east and the Intracoastal Waterwayon the west. Golden Beach lies to the north, Bal Harbour and Haulover Park are immediately to the south.

The population in the City in 2000 was 15,315 and has gradually increased to 19,849 in 2010,representing a change of 22.84 percent. The number of residential units in 2000 was 12,946, in2005 there were 18,783 residential units, and in 2010 there were 18,984 residential units.

The median age of the total population in the City was 50.4 in 2000 and in 2010 the median agewas 43.5. Females in 2000, represented 53.7 percent of the population and have decreased to52.4 percent in 2010. Males in 2000, represented 46.3 percent of the population with and haveincreased to 47.6 percent in 2010.

0

5,000

10,000

15,000

20,000

25,000

2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010

15,315 15,534 15,477 16,198 16,580 16,703 18,121 18,747

20,171 19,540 19,849

5 years and under

3%

5 to 19 years

9%

20 to 34 years 18%

35 to 54 years 26%

55 and up 44%

Population by Age (2000)

5 years and under

5%

5 to 19 years 12%

20 to 34 years 20%

35 to 54 years 29%

55 and up 34%

Population by Age (2010)

2


DEMOGRAPHICSPopulation by Race / Ethnicity

In 2000, the median household income was $40,309 and increased to $45,708 in 2010.

In 2000 and 2010, the predominant race / ethnicity category in the City was White (92 percent and91 percent, respectively). The race and ethnicity category least represented in this geography,both in 2000 and in 2010, was American Indian or Alaska Native.

14,067

311

24

209 359 345

18,883

662

34

292 504 457

1

10

100

1,000

10,000

White Black or African American

American Indian or Alaska Native

Asian Other Two or more Races

Population by Race Ethnicity (2000 and 2010)

2000 2010

3

FY 2012 COMPREHENSIVE ANNUAL BUDGET

SUNNY ISLES BEACH GOVERNMENT STRUCTURE

City of Sunny Isles Beach

Citizens of Sunny Isles Beach

City Commission

Office of the City Manager

Office of the City Attorney

Police Department

Public Works

Information Technology

Community Development / Building

Finance

Human Resources

Cultural & Human Services Department

Office of the City Clerk

4


The City of Sunny Isles Beach form of government is known as Commission-Manager. The City isdivided into four districts with one Commissioner required to reside in its district's seat. EachCommissioner is elected "at large" for a four year term. The Mayor is elected "at large" for a fouryear term and may reside in any district of the City. City Commission meetings are held on thethird Thursday of each month. The Commission represents all of the citizens of Sunny Isles Beachand has the responsibility for setting municipal policies not designated by state legislation or theCity Charter such as adopting ordinances and resolutions, voting on appropriations, approving thebudget, and setting tax and fee rates. The Mayor presides at meetings of the Commission and isrecognized as head of the City Government for all official functions. The Vice Mayor serves asacting Mayor in the absence of the Mayor.

The City Manager is appointed by and is directly responsible to the City Commission. TheManager is chosen solely on the basis of administrative qualifications and experience in municipalaffairs. As the administrative head to the City, the Manager carries out the policies that are madeby the Commission and directs and coordinates the work of all City departments. It is theManager's job to keep the Commission informed of the conditions and needs of the City and tomake recommendations for action as the need arises. The Manager also prepares the AnnualComprehensive Budget for Commission consideration and upon its enactment sees that itsprovisions are upheld. The Commission-Manager form of government is ideal for a young city,such as Sunny Isles Beach, as it affords the unification of authority and political responsibility as aprofessional administrator. The system fosters democracy and efficiency in a government that ishighly responsive to the needs of the City's citizens.

COMMISSION - MANAGER GOVERNMENT

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The Comprehensive Plan is comprised of the following elements:

* Future Land Use* Transportation Element* Housing Element* Recreational and Open Space* Capital Improvement Element* Coastal Management Element* Infrastructure Element* Community Design Element* Conservation Element* Intergovernmental Coordination Element* Public School Facilities Element

FUTURE LAND USE ELEMENT

Residential

COMPREHENSIVE PLANThe City of Sunny Isles Beach Comprehensive Plan was originally adopted in October 2000.A revision was completed in 2007 to satisfy both the requirements of the Evaluation andAppraisal Report and for the State Department of Community Affairs. The plan was againamended in 2008 as a result of the statewide school concurrency, a new public SchoolFacilities Element was adopted. In 2009, the plan was amended to provide for the Statemandated requirements for a ten year water supply facility work plan. In 2010, the plan wasamended to update the five year schedule of the Capital Improvement Element.

In 2011, the plan was amended to update the Future Land Use Map to reflect the latest properties designated as recreation/open space category as described in the Future Land Use Element.

The Future Land Use Element (FLUE) of the Sunny Isles Beach Comprehensive Plan outlinesthe principles and performance standards to be followed for the control and distribution of landdevelopment intensity and population densities. Existing land uses are evaluated, and theproposed distribution, location, and extent of future land uses are designated. The principlesand standards for implementing the Future Land Use Plan are specifically defined in the City'sLand Development Code and include such controls and subdivision regulations. The land useregulations are the foremost means of implementing the guidelines in the Future Land UseElement.

The Future Land Use Element is the cornerstone of the Sunny Isles Beach ComprehensivePlan. The land use guidelines are presented as statements of goals, objectives, and policiesintended to provide the citizens and officials of the City with an effective framework formanaging and directing the City's development. The use of land within the City's boundarieswill continue to define the shape and character of the City in the future.

The predominant existing land use is residential, which amounts to 79.2 percent of theclassified land uses. Single-family uses amount to 89.5 acres or 22 percent of classified landuses. Multi-family land uses amount to 317.8 acres or 78 percent of classified land uses.

6


COMPREHENSIVE PLAN

Commercial

Recreational

Conservation

Community Facilities

Water Bodies

TRANSPORTATION

HOUSING

INFRASTRUCTUREThe purpose of this element is to provide for public facilities necessary to service both thecurrent and projected demands represented by future land use projections. The specificservices addressed in this element are those that are commonly known as infrastructure.

The Level of Service standards that are adopted for these facilities are those that areestablished by the entity that owns, controls, and/or operates the facility. Sunny Isles Beachdoes not own, operate or control any primary drainage facilities, the potable water treatmentplant, the sanitary sewer treatment facility, or any solid waste facilities. With the exception ofstorm drainage, the City contracts with other entities for the use of these facilities.

The Housing Element identifies potential deficits in the supply of housing. The City of SunnyIsles Beach is in a unique position to add to its housing stock while enhancing the quality oflife for its current residents. Through land development regulations supported by the HousingElement, appropriate plans and policies can be developed to accomplish the goal of adiversified, affordable, ample, and quality housing supply.

Community facilities currently cover about 7.3 acres or 1.4 percent of the City's land area.Within this classification, educational facilities comprise the largest amount of land.Miscellaneous community facilities such as synagogue and church sites account for theremaining acreage.

The Transportation Element is closely linked to the Future Land Use Element as the nature,density and intensity of land use determine transportation needs and, in turn, thetransportation system impacts the way land is used for the pace of development. Theobjective of the Transportation Element is to analyze the existing transportation conditions,identify trends and issues, project future demands and recommend improvements to meetdemands and provide accessibility to all land uses in a convenient and economical manner.

This category includes the portions of Intracoastal Waterway and Atlantic Ocean.

There are 9 City-owned parks totaling approximately 23.1 acres of park land. The City alsohas a 700 foot fishing pier together with 30.3 acres of beach recreation area.

Commercial uses amount to 68.9 acres or 13.4 percent of classified land uses. This is anorder of magnitude sufficient to serve most residents and those who live outside the City.

There are 7.5 acres of environmentally sensitive sites within the limits of Sunny Isles Beach.These coastal wetland areas identified on the City's Future Land Use Map as conservation arepublic and privately owned. The City of Sunny Isles Beach has acquired privately ownedproperties owning wetlands in order to continue the preservation of the coastal wetlands.

7


COMPREHENSIVE PLAN

CONSERVATION

RECREATION AND OPEN SPACE

INTERGOVERNMENTAL COORDINATION

COASTAL MANAGEMENT

COMMUNITY DESIGN

Provide for the conservation, environmentally sound use and the protection of all natural andhistoric resources; limit public expenditures in areas subject to destruction by naturaldisasters; and protect human life and property in the city. This element focuses its concern onthe end result of the land development process: what the community looks like and whetherthe end result fits Sunny Isles Beach's physical setting.

Currently, there are nine City owned and operated parks and a 700 foot fishing pier, totalingapproximately 15.3 acres of park land. The largest developed park is Heritage Park, a 4 acrelocal park facility with open fields, picnic pavilions, playground amenities, and parking garage.Another large parcel is Town Center Park. This 3 acre site contains a mangrove preserveand provides park amenities such as skateboard park, picnic areas, playground, and an openfield. All other City park parcels average approximately 1.5 acres each in size and providepark amenities to the local neighborhoods.

The purpose of the Conservation Element is to promote the conservation and preservation ofnatural resources. The Florida Department of Environmental Protection has defined naturalresources as rivers, lakes, wetlands, air, minerals, wildlife, and native vegetation.

It is the purpose of the Intergovernmental Coordination Element to identify and eliminateincompatible goals, objectives, policies and development proposed in the localcomprehensive plans.

The City of Sunny Isles Beach has experienced limited problems in the coordination ofactivities or issues of common concern with other units of government. The mechanisms thatare currently in place and utilized by the City and other governmental agencies havinginteraction with the City are very effective in communicating needs and concerns of specialinterest.

Recreation and open space is an important component of the community. The diversificationof a city creates a healthy environment for growth in all sectors. Residential and commercialareas benefit from the various amenities associated with parks, recreation and open space.Areas designated for recreation and open space provide a place for city residents to relax,participate in sports or educate themselves through programs or cultural events. Open spaceplays an important role in the quality of the urban environment. Landscape buffers,waterways, linear parks and nature preserves create pockets of open space throughout theCity.

Various federal, state, regional, and local agencies are responsible for programs, policies, andstandards related to environmental protection and conservation within the City.

This element focuses its concern on the end result of the land development process: what thecommunity looks like and whether the end result fits Sunny Isles Beach's physical setting.

8


9


LEGISLATIVE ISSUES

The City's legislative concerns, especially in the long term, fall into two basic categories. First,is the issue of "home rule", where the authority of the City's elected officials is being assumedby other, higher levels of government. The ability of the City to collectively bargain, governand regulate such issues as zoning and land usage is under constant threat. Second,unfunded mandates are a significant financial threat to the City. These mandates may appearin the form of requiring additional services or additional benefits to employees, without acorresponding funding source.

Property Tax Legislation: Property tax relief proposals and counter-proposals have beenmajor topics on the legislative agenda for the past several years. The Legislature passedseveral property relief proposals from 2007 through 2009. These proposals included rollingback tax revenue to the 2007 levels, in addition to an additional growth penalty of 9% andimplementing the save our homes portability, additional homestead exemption, tangiblepersonal property exemption, and the non-homestead assessment caps. Additionally, in 2009, Amendment 2 received voter approval and became effective January 2011. Amendment 2requires the Legislature to provide an additional homestead property tax exemption fordeployed military personnel.

In 2011, the recapture of Non-Homestead Cap & First-Time Homesteader (HJR 381) waspassed by both chambers and will be placed on the November 2012 general election ballot forconsideration as a constitutional amendment. The amendment will authorize legislature toprohibit increases in assessed value of property if the just value of the property decreases;reduce the limitation on annual assessment increases applicable to non-homestead realproperty from 10% to 5%; and provides for an additional homestead exemption for ownerswho have not owned homesteaded property for the past 3 years. If passed, the amendmentwill be effective January 2013. The effects on the City of Sunny Isles Beach are currentlyunknown.

Beginning in fiscal year 2009, the housing market began to correct itself, and houses startedto rapidly devalue, leading to an overall decrease in taxable value for the City of Sunny IslesBeach. This decrease was in addition to all the property tax relief provided to taxpayers duringthe past several years. The reduction in assessed values created a strain on many localgovernments' budget and severely affected local government's ability to continue to maintaincurrent service levels.

For the first time in several years, the City experienced a miniscule increase in assessedvalues less new construction. This indicates that the housing market is slowly recovering.However, the full effects of the above amendment are still unknown, and can potentially offsetany increases in assessed values for FY 2013.

11


LEGISLATIVE ISSUES

In 2011, a proposed bill, Local Government Accountability (SB 224) was passed by bothchambers and was signed by the Governor. The bill increases local government transparencyand provides for specified level of details for local governments' proposed budgets; andmakes it a requirement for local governments to post their adopted budget and budgetamendments online for public review within a specified time period after approval.

The City continuously evaluates current and potential legislative issues and actively seeksways to reduce impact on service levels. The City has to constantly evaluate current servicesand differentiate needs versus wants in order to ensure an economic sustainable future.

The Pension (FRS) Reform (SB2100) passed both chambers and was signed by theGovernor. SB 2100 applies to all participants in the Florida State Retirement System (FRS)and significantly affects the City and its employees, who currently are part of the FloridaRetirement System. The bill requires that City employees contribute 3 percent of their pre-taxsalaries into the system. The bill also eliminates the accrual of cost of living adjustments for allemployees for the next 5 years and the guaranteed interest rates for employees participatingin the Deferred Option Retirement Plan (DROP) was reduced from 6.5% to 1.3%. The City'scontribution rates decreased from the previous year, but can potentially increase significantlyin future years.

Other Legislative Issues: In 2011, a proposed amendment, State Revenue Cap - SmartCap (SJR 958) was passed by both chambers and will be placed on the November 2012ballot for consideration as a constitutional amendment. This amendment limits increases instate revenue collections to match inflation plus population growth but still gives lawmakersthe flexibility to exceed the cap if circumstances dictate. Early drafts of this legislation wouldhave had a dramatic and devastating impact on the “home rule” for local governments.Fortunately, local governments were removed from this bill, which eliminated the direct impactto the City.

12


*

*

*

The City Manager and Finance Director reviewed and finalized revenue projections andfund balance analysis. The City Manager finalized his recommendations. The CityManager's Proposed Budget documents were produced for transmittal to the CityCommission.

The City Commission concluded its budget review and approved what we call the FY12Adopted Operating Budget and Five Year Capital Improvement Program.

*

BUDGET PROCESS

The City's fiscal year runs from October 1st through September 30th. The Budget Process beginsin February with budgetary planning and continues for the next several months with budgetpreparation until final budget adoption, which occurs in September. The following are highlights ofthis year's Budget Process:

Budget planning commenced with a meeting with the departments which includeddiscussing the budget due dates, important events, and instructions for all associatedforms.

*

Departments assisted each other and the budget process by evaluating the salary andgrade of proposed positions (Human Resources), computer and communicationpurchases (Information Technology), vehicle and heavy equipment replacements (Fleet),capital improvement requests (all departments) and proper accounting structure(Finance).

* Departments had to meet target amounts for operating expenses. The purpose of thetarget amount was to assist departments in examining base budgets and in makingdifficult assessments as to needs. If a target was not met, a thorough justification wasrequired.

Finance staff analyzed line items, new program requests, capital outlay requests, andcapital improvement requests.

The City Commission held two tax and budget public hearings in September.

*

The City Commission held two workshops on the Budget and Capital Improvement

The City Manager and Finance staff met with each department to review submissions.Then after meeting with all departments, recommendations were made to the CityManager.

*

*

*

Departments submitted detailed budgets and justification for their requests. This included line item amounts, new capital outlay, program modifications, and capital improvement projects.

13


BUDGET PROCESS

Budget Summa

****

*

**

Budget Adoption

Budget AmendmentsFrom time to time it becomes necessary to modify the adopted budget. The procedure foramending the budget depends upon the type of change that is needed.

The first budget amendment occurs within the first few weeks of the fiscal year. The Ordinancegrants the authority to reappropriate funds for lapse encumbrances.

Maintains many of the quality of life programs that citizens have become accustomed to

Eliminates one vacant position Citywide and proposes new positions

Provides sufficient maintenance and replacement funding to ensure capital facilities andequipment are properly maintained only for the immediate short-term

Maintains adequate general fund reserves

Provides low contingency reserves given past experience in the City

*

Provides that current revenues are sufficient to support current expenditures

Complies with State mandated tax revenue cap

Provides for the same millage rate of 2.886 as the prior year, which is 4.17% above the rolled-back rate of 2.7706

The FY12 Adopted Budget encompasses the following:

The City Charter requires the City Manager to submit to the City Commission a Proposed Budgetand a Five-Year Capital Improvement Program. After the budget is presented, the CityCommission holds budget workshops to gain a better understanding of the Proposed Budget. Afterthe workshops and addressing any concerns of the City Commission, two public hearings are heldin September. For the budget to become effective, one ordinance and one resolution must bepassed. The ordinance adopts the Operating and Capital Improvement Budget and the resolutionadopts the millage rate.

14


BUDGET PROCESS

Transfer of Appropriations - The City Commission may transfer part or all of any unencumberedappropriation balance from one department, office, or agency to another.

Emergency Appropriations - To meet a public emergency affecting life, health, property, or thepublic peace, the Commission may make emergency appropriations and to the extent there are noavailable unappropriated revenues, authorize the issuance of emergency notes;

Supplemental Appropriations - When there are revenues in excess of those estimated in thebudget, supplemental appropriations may be made for the year up to the amount of such excess;

The City Commission, by ordinance, may make the following types of budget amendments:

Reduction of Impending Deficits - If it appears that a revenue shortfall will make it insufficient tomeet the amount of expenditures appropriated, the Commission may reduce one or moreprograms, goals, or appropriations;

15


Dates Activity/Requirement Participants

March 30 Budget Kick Off City Manager, Finance provides target amounts, instructions and forms. Department Directors

Budget FormsCurrent Department Organizational ChartsDepartment DescriptionProgram/ServicesRevenue Estimation Forms (as applicable)Program Modification FormsNew Capital Outlay Request Form (CIP not included)Capital Improvement Program Budget Forms

April 1 Expenditure Line Items and Revenue Line Items due Department Directors

April 8 Capital Outlay Requests and Program Modification Department DirectorsForms due to Finance

Aril 11-April 22 Capital Outlay and Program Modifications Finance DepartmentReview and Preparation

April 12-April 16 Finance Review of Line Items Finance Department

April 22 Remaining Operating Budget Forms listed above Department Directors(as applicable) due in Finance

April 26-27 Review and Recommendation of Program Modifications Human ResourcesRelating to Personal Services

April 26-27 Review and Recommendation of New Vehicles Public Works/FleetApril 26-27 Review and Recommendation of New Computer Information Technology

Equipment

April 29 CIP due to Finance Public Works

June 2 Submit Operating and CIP Program Budget with Finance DepartmentSummaries to City Manager

July 1 Certification of Taxable Value received Property Appraiser

July 5-7 City Manager/Department Budget Review City Manager,including CIP Department Directors

BUDGET PROCESS CALENDAR

16


BUDGET PROCESS CALENDAR

July 8 Finalize Budget Proposals Finance Department

July 11-15 Prepare and Print Proposed Budget Document Finance Department

July 15 Submit Proposed Budget to City Commission City Manager, FinanceDepartment

July 19-20 Commission Workshop on Budget City Commission, City Manager, DepartmentDirectors

August 4 Notification to Property Appraiser of Proposed Finance DepartmentMillage Rate, Rollback Rate and Date, Time, andPlace of Public Hearings

September 6 Public Hearings City Commission, CitySeptember 20 Budget Adopted and Tax Millage Rate Set Manager, Department

Directors, FinanceDepartment

October 1 Publication of FY 2012 Budget and CIP Program Finance Department

17


4.2%

4.1%

8.3%

ROLLED BACK RATE

Operating Millage 2.8860 2.7706 2.8860 4.2%

NET (5% Discount)

ADOPTED FY12 OPERATING MILLAGE 2.8860 16,033,682$

2.8860 14,803,018$

2.7706 15,392,557$

0.0000 1,230,664$

Millage Rates

Taxes To

Pay Miami-Dade County 5.0900 1,018.00 25%Fire Department 2.4627 492.54 12%Library 0.1795 35.90 1%School Board* 8.0050 1,801.13 44%City of Sunny Isles Beach 2.8860 577.20 14%Other (Environmental & Children's Trust) 0.9708 194.16 5%

19.5940 4,118.93 100%

*Note: the School Board only recognizes $25,000 of the Homestead Exemption, not the total $50,000.

Below is an illustration of where your taxes go if your property's taxable assessed value is $250,000 and your propertyhas homestead. Your total property taxes due without early payment discount would be $4,118.93.

COMPONENTS OF A TAX BILL

1,295,436$ ADOPTED INCREASE OVER FY11 RATE

PROPERTY VALUE AND TAX MILLAGE SUMMARY

FY11 TAX RATE

Current Year Adjusted Taxable Value

Current Year Gross Taxable Value for Operating Purposes

5,624,026,354

Increase in 2010 Taxable Value due to reassessments

5,848,080,278

INCREASE (DECREASE) OVER

2010 Final Gross Taxable Value After Value Adjustment Board Changes (Was 5,630,235,847 at 10/01/2010).

Current Year New Taxable Value (New Construction & Additions etc.)

FY12 ROLLED BACK RATE

224,053,924

$ 5,399,211,291

224,815,063

MILLS

0.0%

FY11 TAX RATE

GROSS

REVENUE GENERATED

FY12 ADOPTED TAX RATE

16,202,691$

CURRENT FY11 OPERATING MILLAGE

16,877,560$

15,582,124$

ROLLED BACK RATE

18


1 Aventura 1.7261 1.7261 1.7261 1.7261

2 Unincorporated County 2.2980 2.2980 2.0083 2.0083

3 Pinecrest 2.1040 2.1040 2.2000 2.2000

4 Miami Lakes 2.3702 2.3702 2.3518 2.3518

5 Doral 2.4470 2.4470 2.4376 2.4376

6 Bal Harbour 2.5567 2.5567 2.4468 2.4468

7 Palmetto Bay 2.4470 2.4470 2.5440 2.5440

8 Cutler Bay 2.5888 2.5888 2.5702 2.5702

9 Indian Creek 1.8038 1.8038 2.7200 2.7200

10 Sunny Isles Beach 2.8860 2.8860 2.8860 2.8860

11 Sweetwater 4.6618 4.6618 2.9200 2.9200

12 Key Biscayne 3.2000 3.2000 3.2000 3.2000

13 South Miami 4.9526 4.9526 4.6662 4.6662

14 Bay Harbor Islands 5.2971 5.2971 5.2971 5.2971

15 Virginia Gardens 5.7485 5.7485 5.4233 5.4233

16 Surfside 5.6030 5.6030 5.5000 5.5000

17 Hialeah Gardens 5.4600 5.4600 5.5880 5.5880

18 Medley 5.6500 5.6500 5.6500 5.6500

19 Coral Gables 6.0720 6.0720 5.8690 5.8690

20 North Bay Village 4.7772 5.2780 4.7772 6.0127

21 Homestead 6.2917 6.2917 6.2917 6.2917

22 Miami Beach 6.2155 6.5025 6.1655 6.4539

23 Hialeah 6.5400 6.5400 6.5400 6.5400

24 Miami Gardens 5.7141 5.7141 6.5616 6.5616

25 Miami Springs 6.4710 6.9804 6.7400 6.7400

26 West Miami 6.8858 6.8858 6.8858 6.8858

27 Florida City 7.7500 7.7500 7.7500 7.7500

28 North Miami Beach 6.6036 7.8096 6.6036 7.8616

29 El Portal 7.9000 7.9000 8.3000 8.3000

30 North Miami 8.1955 8.4192 8.1955 8.4143

31 Golden Beach 7.0140 8.5000 6.9799 8.5000

32 Miami 7.6740 8.6441 7.5710 8.5010

33 Miami Shores 8.0000 8.7762 8.0000 8.7855

34 Biscayne Park 8.9933 8.9933 8.9000 8.900035 Opa-locka 8.8000 8.8000 9.1526 9.1526

MUNICIPAL OPERATING MILLAGE RATE AND TOTAL MILLAGE RATE (INCLUDING DEBT SERVICE) COMPARISON

CITIES

FY11 ADOPTED OPERATING

MILLAGE RATE

FY11 TOTAL MILLAGE

INCLUDING DEBT SERVICE

FY12 ADOPTED OPERATING

MILLAGE RATE

FY12 TOTAL MILLAGE

INCLUDING DEBT SERVICE

19


$40,750,910

Budget Overview

Revenues by Source

Expenditures by Type

BUDGET SUMMARY

Appropriated Fund Balances

22.9%

Ad Valorem Taxes 39.4%

Franchise Fees 3.7%

Utility Taxes 8.5%

Licenses and Permits 4.8%

Intergovernmental Revenues

6.2%

Charges for Services 7.6% Fines and Forfeitures

0.6%

Miscellaneous Revenues 3.2%

Operating Transfers In 3.2%

City Commission, City Manager, City Clerk

2% Community Development 6%

City Attorney 1%

Public Works 11%

Human Resources 2%

Culture and Human Services

11%


3%

Police 16%

Operating Transfers Out 3%

Debt Service 14%

Finance 2%

Capital Improvement Program

11%

Risk Management 2%

Contingency and Reserves

16%

20


BUDGET SUMMARY

Special Capital TotalMillage General Revenue Projects Enterprise All

Rate Fund Funds Funds Funds Funds

Appropriated Fund Balances/Retained Earnings 510,310$ -$ 8,460,000$ 360,830$ 9,331,140$

Estimated Revenues: Ad Valorem Taxes - Operating 2.8860 16,058,680 - - - 16,058,680 Franchise Fees/Utility Taxes 4,964,630 - - - 4,964,630 Licenses and Permits 348,000 1,598,500 - - 1,946,500 Intergovernmental Revenues 1,546,140 888,280 - 75,000 2,509,420 Charges for Services 2,140,820 - - 945,000 3,085,820 Fines and Forfeitures 225,500 - - - 225,500 Miscellaneous Revenues 844,880 18,000 435,000 8,000 1,305,880 Operating Transfers In - 143,340 1,180,000 - 1,323,340 Total Estimated Revenues 26,128,650$ 2,648,120$ 1,615,000$ 1,028,000$ 31,419,770$ TOTAL ESTIMATED REVENUES & BALANCES 26,638,960$ 2,648,120$ 10,075,000$ 1,388,830$ 40,750,910$

Expenditures/Expenses City Commission 198,050 - - - 198,050 City Attorney 597,750 - - - 597,750 City Manager 386,720 - - - 386,720 City Clerk 263,460 - - - 263,460 Community Development 846,510 1,598,500 - - 2,445,010 Public Works 3,427,550 909,620 - 359,820 4,696,990 Cultural & Human Services 4,362,790 - - - 4,362,790 Information Technology 1,184,600 - - - 1,184,600 Risk Management 683,000 - - - 683,000 Finance 678,420 - - - 678,420 Human Resources 822,290 - - - 822,290 Police 6,473,010 - - - 6,473,010 Operating Transfers Out 1,323,340 - - - 1,323,340 Debt Service 4,991,470 - - 530,000 5,521,470 Capital Improvement Program - 140,000 3,827,020 420,000 4,387,020 Contingency and Reserves 400,000 - 6,247,980 79,010 6,726,990 TOTAL EXPENDITURES & EXPENSES 26,638,960$ 2,648,120$ 10,075,000$ 1,388,830$ 40,750,910$

THE ADOPTED OPERATING BUDGET EXPENDITURES OF THE CITY OF SUNNY ISLES BEACH IS 2.48% MORE THAN LAST YEAR'S TOTAL ADOPTED OPERATING EXPENDITURES.

THE TENTATIVE, PROPOSED, AND/OR FINAL BUDGETS ARE ON FILE IN THE OFFICE OF THE ABOVE MENTIONED TAXING AUTHORITY AS A PUBLIC RECORD.

21


BUDGET OVERVIEW - GENERAL FUND

Budget Overview

Revenues by Source


$26,638,960

Property Taxes 60%

Fines and Forfeitures 1%

Franchise Fees 6% Miscellaneous

3% Utility Taxes 13%

Licenses/Permits 1% Intergovernmental

6%

Reappropriated Fund Balance

2%

Charges for Services 8%

Personal Services 47%

Operating Expenses 25%

Operating Transfers Out 5%

Debt Service 19% Contingency &

Reserves 2% Capital Outlay

2%

22


ADOPTED ADOPTED $ %Budget FY11 Budget FY12 Change Change

Total Cost $27,800,840 $26,638,960 ($1,161,880) -4.2%

INCREASES

$250,000$708,340$212,000$150,000

DECREASES($909,620)

($1,598,500)

ADOPTEDOPERATING OPERATING %

MILLAGE FY11 MILLAGE FY12 INCREASE2.8860 2.8860 0.0%

Budget Overview

Moved costs associated to the operation of the Building Department to a Special Revenue Fund.

Increase in transfer out to Capital Projects Fund.Operating Costs associated with the addition of Heritage Park.Increase in Risk Management.

Moved costs related to the maintenance and construction of streets and public transportation to Special Revenue Fund.


BUDGET OVERVIEW - GENERAL FUND

General Fund (10)

Increase in repairs and maintenance cost for aging facilities.

Major Variances

23


BUDGET OVERVIEW - CAPITAL PROJECTS FUND

Budget Overview

$10,075,000

Revenues by Source


Miscellaneous-Operating 4%

Appropriated Fund Balances/Retained

Earnings 84%

Operating Transfers In 12%


38%

Contingency and Reserves

62%

24



Total Cost $6,036,450 $4,415,000 ($1,621,450) -26.9%

DECREASE($1,415,000)


Total Cost $15,175,000 $5,660,000 ($9,515,000) N/A

DECREASE

($5,334,000)($4,181,000)

Budget Overview

Major Variances

The Malibu Promissory Note has been paid in full.

2010 Capital Projects Fund (35)

Decrease in Capital Improvement Projects to be funded.Decrease in Reserves for Fund Balance.

Major Variances


BUDGET OVERVIEW - CAPITAL PROJECTS FUND

Capital Improvement Program Fund (20)

25


BUDGET OVERVIEW - SPECIAL REVENUE FUND$2,648,120

Budget Overview

Revenues by Source


Licenses and Permits 60%


34%

Miscellaneous Revenues

1% Operating Transfers In

5%




5%

26



Total Cost $0 $1,049,620 $1,049,620 N/A

INCREASE$1,049,620


Total Cost $0 $1,598,500 $1,598,500 N/A

INCREASE$1,598,500

Street Construction and Maintenance Fund (11)


Major Variances

This is a new fund. Previously, this was accounted for in the General Fund.

BUDGET OVERVIEW - SPECIAL REVENUE FUND

Budget Overview

This is a new fund. Previously, this was accounted for in the General Fund.

Building Fund (14)

Major Variances

27


BUDGET OVERVIEW - ENTERPRISE FUND

Budget Overview

$1,388,830

Revenues by Source




5%

Miscellaneous 1%

Appropriated Fund Balance 26%



Debt Service 38%

Contingency & Reserves 6%


30%

28



Total Cost $1,014,570 $948,000 ($66,570) -6.6%


Total Cost $1,522,140 $440,830 ($1,081,310) -71.0%

DECREASE($1,100,000)

Budget Overview

Decrease in Capital Improvement Projects.

Major Variances


Stormwater Capital Fund (45)

BUDGET OVERVIEW - ENTERPRISE FUND

Stormwater Fund (40)

No Significant Variances

29


FY11 PERCENT FY12 PERCENTADOPTED of ADOPTED of DOLLAR PERCENTBUDGET TOTAL BUDGET TOTAL CHANGE CHANGE

General Fund (10) 27,800,840 53.9% 26,638,960 65.4% (1,161,880) -4.2%

0 0.0% 1,049,620 2.6% 1,049,620 0.0%

Building Fund (14) 0 0.0% 1,598,500 3.9% 1,598,500 0.0%

6,036,450 11.7% 4,415,000 10.8% (1,621,450) -26.9%

$15,175,000 29.4% 5,660,000 13.9% (9,515,000) 100.0%

Stormwater Fund (40) 1,014,570 2.0% 948,000 2.3% (66,570) -6.6%

1,522,140 3.0% 440,830 1.1% (1,081,310) 100.0%

TOTAL $51,549,000 100.0% $40,750,910 100.0% ($10,798,090) -20.9%

Budget Overview

$40,750,910SUMMARY OF BUDGETED FUNDS

FISCAL YEAR 2012 BUDGET-BY FUNDS

Streets Construction and Maintenance Fund (11)




General Fund (10) 65.4%


10.8%


13.9%

Stormwater Fund (40) 2.3%


1.1% Streets Construction and Maintenance Fund (11)

2.6%

Building Fund (14) 3.9%

30


FY11 ADOPTEDFY10 ADOPTED FY11 FY12

ACTUAL BUDGET PROJECTIONS BUDGETALL FUNDS

Means of Financing

Property Taxes $15,085,032 $15,461,410 $14,717,000 $16,058,680 $597,270Franchise Fees 2,034,221 1,905,600 1,505,350 1,505,000 (400,600)Utility Taxes 3,878,851 3,529,880 3,609,470 3,459,630 (70,250)Licenses/Permits 2,212,786 1,887,500 2,128,000 1,946,500 59,000Intergovernmental 2,409,178 2,915,620 3,515,900 2,509,420 (406,200)Charges for Services 2,618,328 2,509,120 2,442,190 3,085,820 576,700Fines and Forfeitures 419,338 305,000 163,800 225,500 (79,500)Note Proceeds 18,500,000 - - - 0Miscellaneous-Operating 1,500,314 3,659,180 4,254,910 1,305,880 (2,353,300)Transfers In 13,895,671 738,000 2,565,586 1,323,340 585,340Appropriated Fund Balance - 18,637,690 19,167,025 9,331,140 (9,306,550)

$62,553,718 $51,549,000 $54,069,231 $40,750,910 ($10,798,090)

Estimated Requirements

Personal Services $13,550,710 $14,792,830 $13,989,860 $14,495,940 ($296,890)Operating Expenses 5,785,061 6,553,610 6,605,308 7,666,980 1,113,370Capital Outlay 1,964,411 773,400 973,400 510,170 (263,230)Non-Operating Expenses 25,950 19,000 19,000 119,000 100,000Transfers Out 15,865,811 738,000 2,565,586 1,323,340 585,340Debt Service 3,600,446 6,953,570 6,937,811 5,521,470 (1,432,100)Contingency - 400,000 - 458,180 58,180Resources Available - 10,801,690 9,331,140 6,268,810 (4,532,880)

$40,792,389 $41,032,100 $40,422,105 $36,363,890 ($4,668,210)Capital Improvement Program 28,175,914 10,516,900 13,398,160 4,387,020 (6,129,880)

$68,968,303 $51,549,000 $53,820,265 $40,750,910 ($10,798,090)

INC/(DEC) BETWEEN FY 12 AND FY 11

BUDGETS

FUND SUMMARIES

31



ACTUAL BUDGET PROJECTIONS BUDGET


BUDGETS

FUND SUMMARIES

Major Funds* (Aggregate)

Means of Financing

Property Taxes $15,085,032 $15,461,410 $14,717,000 $16,058,680 $597,270Franchise Fees 2,034,221 1,905,600 1,505,350 1,505,000 (400,600)Utility Taxes 3,878,851 3,529,880 3,609,470 3,459,630 (70,250)Licenses/Permits 2,212,786 1,887,500 2,128,000 348,000 (1,539,500)Intergovernmental 2,333,549 2,842,500 3,439,900 1,546,140 (1,296,360)Charges for Services 1,648,082 1,572,670 1,481,200 2,140,820 568,150Fines and Forfeitures 419,338 305,000 163,800 225,500 (79,500)Miscellaneous-Operating 1,334,387 3,649,180 4,247,910 1,279,880 (2,369,300)Loan Proceeds 15,000,000 0 0 0 0Transfers In 300,000 615,000 2,565,586 1,180,000 565,000Appropriated Fund Balance - 17,243,550 17,643,195 8,970,310 (8,273,240)

$44,246,244 $49,012,290 $51,501,411 $36,713,960 ($12,298,330)


Personal Services $13,426,344 $14,653,450 $13,851,200 $12,642,650 ($2,010,800)Operating Expenses 5,709,604 6,351,420 6,432,158 6,652,330 300,910Capital Outlay 402,004 773,400 973,400 510,170 (263,230)Non-operating Expenses 40,950 19,000 19,000 119,000 100,000Transfers Out 15,170,671 615,000 2,565,586 1,323,340 708,340Debt Service 3,600,446 6,403,570 6,397,811 4,991,470 (1,412,100)Contingency - 400,000 - 400,000 - Resources Available/Reserves - 10,794,550 8,970,310 6,247,980 (4,546,570)

$38,350,020 $40,010,390 $39,209,465 $32,886,940 ($7,123,450)Capital Improvement Program 10,684,130 9,001,900 12,231,160 3,827,020 (5,174,880)

$49,034,150 $49,012,290 $51,440,625 $36,713,960 ($12,298,330)

* The Major Funds consist of the General Fund (10), Capital Improvement Program Fund (20) and the 2010 Capital Projects Fund (35)

32





BUDGETS

FUND SUMMARIES

Other Funds* (Aggregate)

Means of Financing

Intergovernmental 75,629 73,120 76,000 963,280 $890,160Charges for Services 970,247 936,450 960,990 945,000 8,550Licenses/Permits 0 0 0 1,598,500 1,598,500Note Proceeds 3,500,000 - - - 0Miscellaneous-Operating 165,927 10,000 7,000 26,000 16,000Transfers In 13,595,671 123,000 - 143,340 20,340Appropriated Fund Balance - 1,394,140 1,523,830 360,830 (1,033,310)

$18,307,474 $2,536,710 $2,567,820 $4,036,950 $1,500,240


Personal Services $124,365 $139,380 $138,660 $1,853,290 $1,713,910Operating Expenses 75,457 202,190 173,150 1,014,650 812,460Debt Service - 550,000 540,000 530,000 (20,000)Transfers Out - 123,000 - - (123,000)Contingency - - - 58,180 58,180Resources Available - 7,140 360,830 20,830 13,690

$199,822 $1,021,710 $1,212,640 $3,476,950 $2,455,240Capital Improvement Program 19,054,191 1,515,000 1,167,000 560,000 (955,000)

$19,254,013 $2,536,710 $2,379,640 $4,036,950 $1,500,240

GENERAL FUND (10)-MAJOR FUND

Revenues

Property Taxes $15,085,032 $15,461,410 $14,717,000 $16,058,680 $597,270Franchise Fees 2,034,221 1,905,600 1,505,350 1,505,000 (400,600)Utility Taxes 3,878,851 3,529,880 3,609,470 3,459,630 (70,250)Licenses/Permits 2,212,786 1,887,500 2,128,000 348,000 (1,539,500)Intergovernmental 2,272,585 2,271,050 2,472,775 1,546,140 (724,910)Charges for Services 1,648,082 1,572,670 1,481,200 2,140,820 568,150Fines and Forfeitures 419,338 305,000 163,800 225,500 (79,500)Miscellaneous 860,779 867,730 934,330 844,880 (22,850)Reappropriated Fund Balance - - 2,383,326 510,310 510,310

Total Revenues $28,411,673 $27,800,840 $29,395,251 $26,638,960 ($1,161,880)


Personal Services $13,426,344 $14,653,450 $13,851,200 $12,642,650 ($2,010,800)Operating Expenses 5,709,604 6,351,420 6,432,158 6,652,330 300,910Capital Outlay 402,004 773,400 973,400 510,170 (263,230)Non-Operating Expenses 25,950 19,000 19,000 119,000 100,000Debt Service 3,600,446 4,988,570 4,982,811 4,991,470 2,900Transfer Out to Capital Funds 9,800,000 615,000 2,565,586 1,323,340 708,340Contingency - 400,000 - 400,000 - Resources Available - - 510,310 - - Total Estimated Requirements $32,964,349 $27,800,840 $29,334,465 $26,638,960 ($1,161,880)

* The Other Funds consist of the Land Bank Fund (50), the Street Construction & Maintenance Fund (11), the Building Fund (14), the Stormwater Operating Fund (40) and the Stormwater Capital Fund (45)

33





BUDGETS

FUND SUMMARIES

SPECIAL REVENUE FUNDS

STREET CONSTRUCTION AND MAINTENANCE FUND (11)

Means of Financing

Intergovernmental $0 $0 $888,280 $888,280Miscellaneous-Operating - - 18,000 18,000 Transfer In from General Fund - - 143,340 143,340

Total Revenues $0 $0 $0 $1,049,620 $1,049,620


Personal Services $0 $0 $0 $578,060 $578,060Operating Expenses - - - 331,560 331,560

$0 $0 $0 $909,620 $909,620Capital Improvement Program 0 0 0 140,000 140,000Total Estimated Requirements $0 $0 $0 $1,049,620 $1,049,620

BUILDING FUND (14)

Means of Financing

Licenses and Permits $0 $0 $1,598,500 $1,598,500Total Revenues $0 $0 $0 $1,598,500 $1,598,500


Personal Services $0 $0 $0 $1,142,400 $1,142,400Operating Expenses - - - 456,100 456,100Total Estimated Requirements $0 $0 $0 $1,598,500 $1,598,500

CAPITAL PROJECTS FUNDS

CAPITAL IMPROVEMENT PROGRAM (CIP) FUND (20)-MAJOR FUNDMeans of Financing

Intergovernmental Revenues $60,964 $571,450 $967,125 $0 ($571,450)Miscellaneous 349,592 2,656,450 3,183,580 335,000 (2,321,450)Transfer In from General Fund 300,000 615,000 2,565,586 1,180,000 565,000 Transfer In from 2010 Capital Projects Fund - 2,193,550 - - (2,193,550)Appropriated Fund Balance - - 200,449 2,900,000 2,900,000

$710,556 $6,036,450 $6,916,740 $4,415,000 ($1,621,450)


Capital Improvement Program $10,684,130 $4,621,450 $2,601,740 $1,434,000 ($3,187,450)Transfer Out 5,370,671 - - - - Debt Service Payment - 1,415,000 1,415,000 - (1,415,000)Resources Available - - 2,900,000 2,981,000 2,981,000

$16,054,801 $6,036,450 $6,916,740 $4,415,000 ($1,621,450)

34





BUDGETS

FUND SUMMARIES

CAPITAL PROJECTS FUNDS (continued)

2010 CAPITAL PROJECTS FUND (35)-MAJOR FUNDMeans of Financing

Miscellaneous $124,015 $125,000 $130,000 $100,000 ($25,000)Loan Proceeds 15,000,000 - - - - Appropriated Fund Balance - 15,050,000 15,059,420 5,560,000 (9,490,000)

$15,124,015 $15,175,000 $15,189,420 $5,660,000 ($9,515,000)


Bond Issuance Costs $15,000 $0 $0 $0 $0Capital Improvement Program - 4,380,450 9,629,420 2,393,020 (1,987,430)Transfer Out to CIP Fund - 2,193,550 - - (2,193,550)Reserves for Fund Balance - 8,601,000 5,560,000 3,266,980 (5,334,020)

$15,000 $15,175,000 $15,189,420 $5,660,000 ($9,515,000)LAND BANK FUND (50)

Means of Financing

Miscellaneous $149,777 $0 $0 $0 $0Transfer In from General Fund 9,500,000 - - - 0Transfer In from Capital Improvement Program Fund 4,095,671 - - - -

$13,745,448 $0 $0 $0 $0


Debt Service Payment $1,485,000 $0 $0 $0 $0Capital Improvement Program 16,255,452 - - - 0

$17,740,452 $0 $0 $0 $0ENTERPRISE FUNDS

STORMWATER FUND (40)Revenues

Charges for Services $970,247 $936,450 $960,990 $945,000 $8,550Intergovernmental 75,629 73,120 76,000 - (73,120)Miscellaneous 2,960 5,000 3,000 3,000 (2,000)

Total Revenues $1,048,836 $1,014,570 $1,039,990 $948,000 ($66,570)


Personal Services $124,365 $139,380 $138,660 $132,830 ($6,550)Operating Expenses 75,457 202,190 173,150 226,990 24,800Capital Improvement Program 1,562,407 - - - 0Debt Service - 550,000 540,000 530,000 (20,000)Transfer to Stormwater Capital Fund - 123,000 - - (123,000)Contingency - - - 58,180 58,180Total Estimated Requirements $1,762,229 $1,014,570 $851,810 $948,000 ($66,570)

35





BUDGETS

FUND SUMMARIES

ENTERPRISE FUNDS (continued)

STORMWATER CAPITAL FUND (45)Means of Financing

Miscellaneous $13,190 $5,000 $4,000 $5,000 $0Loan Proceeds 3,500,000 - - - - Intergovernmental - - - 75,000 75,000Transfer In from Stormwater Fund - 123,000 - - (123,000)Reappropriated Fund Balance - 1,394,140 1,523,830 360,830 (1,033,310)

$3,513,190 $1,522,140 $1,527,830 $440,830 ($1,081,310)


Bond Issuance Costs $14,419 $0 $0 $0 - Transfer Out to Capital Projects Fund 695,140 - - - - Capital Improvement Program 1,236,332 1,515,000 1,167,000 420,000 (1,095,000)Resources Available - 7,140 360,830 20,830 13,690

$1,945,891 $1,522,140 $1,527,830 $440,830 ($1,081,310)

36


General Fund

Capital Improvement Projects Fund

2010 Capital Projects Fund

Other Funds (Aggregate)

Estimated FY11 Ending Fund Balance 10,510,310 2,900,000 5,560,000 360,830

FY12 Budgeted Revenues and Other Sources 26,128,650 1,515,000 100,000 3,676,120FY12 Budgeted Expenditures and Other Uses 26,638,960 1,434,000 2,393,020 4,016,120

Net Change in Fund Balance (510,310) 81,000 (2,293,020) (340,000)

Projected FY12 Ending Fund Balance $10,000,000 $2,981,000 $3,266,980 $20,830

All estimates are unaudited and based on preliminary year-end results.

Changes in Fund Balances

The 2010 Capital Projects Fund balance has decreased more than 10%. This is to the nature ofthe fund which is to use loan proceeds for capital improvement projects. This is not an operatingfund where fund balance is essential.

The aggregate fund balance has decreased more than 10%. This is to the nature of theStormwater Capital fund which is to use loan proceeds for capital improvement projects. This isnot an operating fund where fund balance is essential.

Budget Overview


SUMMARY OF CHANGES IN FUND BALANCES

MAJOR FUNDS

The General Fund, Capital Improvement Projects Fund and 2010 Capital Projects Fund areMajor Funds. The other funds consist of Streets Construction and Maintenance Fund, theBuilding Fund, the Stormwater Operating Fund and the Stormwater Capital Fund.

The City of Sunny Isles Beach adheres to a Fund Balance Policy. The purpose of the FundBalance Policy is to provide increased financial stability, by ensuring that the City maintains aprudent level of financial resources to protect against reducing service levels or raising taxes andfees because of temporary revenue shortfalls or unexpected one-time expenditures.

The FY 2012 Budget seeks to preserve and build fund balances in each of the funds. Budgetingin FY 2012 was performed conservatively so that available revenues fund anticipated expensesand preserve fund balance levels. Per the City's policy, the General Fund's projected endingfund balance should be at least 25% of budgeted expenditures. The use of the General Fund'sfund balance anticipates that 100% of the expenditure budget will not be realistically spent due tovacancies, cost savings, and residual dollars left in each department.

37

FY11/FY12DEPT/ PT/ PT/ PT/DIV # FUNCTION DEPARTMENT FT TEMP TOTAL FT TEMP TOTAL FT TEMP TOTAL Net Change

GENERAL FUND511 General Government City Commission 5 1 6 5 1 6 5 1 6 0512 General Government City Manager 4 1 5 1 0 1 1 0 1 0513 General Government Finance & Administrative Services 3 0 3 5 0 5 5 0 5 0514 General Government City Attorney 4 0 4 4 0 4 4 0 4 0515 Community Development Building 10 7 17 11 7 18 0 0 0 (18)516 General Government City Clerk 3 0 3 3 0 3 3 0 3 0518 General Government Human Resources 1 1 2 5 2 7 5 2 7 0519 General Government Administrative Services 5 2 7 0 0 0 0 0 0 0520 General Government Public Information Office 0 0 0 3 0 3 0 0 0 (3)521 Police Police 61 0 61 61 0 61 61 0 61 0524 Community Development Community Development 7 1 8 7 1 8 7 1 8 0525 Community Development Parking Enforcement 3 0 3 3 0 3 2 0 2 (1)534 Public Works Facilities Maintenance 0 0 0 0 0 0 3 0 3 3535 Public Works Fleet Maintenance 0 0 0 0 0 0 1 0 1 1537 Public Works Parks & Construction Maintenance 0 0 0 0 0 0 7 0 7 7539 Public Works Public Works Administration 15 1 16 15 1 16 2 0 2 (14)559 General Government Information Technology 5 1 6 5 1 6 6 0 6 0572 Parks & Recreation Culture & Human Services 3 0 3 2 0 2 4 2 6 4573 Parks & Recreation Pelican Community Park 6 83 89 6 84 90 6 69 75 (15)574 Transportation Transportation 7 5 12 7 5 12 0 0 0 (12)575 Ocean Rescue Ocean Rescue 15 20 35 15 20 35 15 18 33 (2)576 Parks & Recreation Athletics & Park Patrol 0 0 0 0 0 0 3 20 23 23577 Parks & Recreation Heritage Park 0 0 0 0 0 0 2 0 2 2

TOTAL GENERAL FUND 157 123 280 158 122 280 142 113 255 (25)

STREETS CONSTRUCTION AND MAINTENANCE FUND541 Public Works Streets Maintenance 0 0 0 0 0 0 4 0 4 4574 Transportation Transportation 0 0 0 0 0 0 6 5 11 11

TOTAL STREET CONSTRUCTION AND MAINTENANCE FUND 0 0 0 0 0 0 10 5 15 15

BUILDING FUND515 Community Development Building 0 0 0 0 0 0 10 7 17 17

TOTAL BUILDING FUND 0 0 0 0 0 0 10 7 17 17

ENTERPRISE FUND538 Public Works Stormwater 1 0 1 2 0 2 2 0 2 0

TOTAL ENTERPRISE FUND 1 0 1 2 0 2 2 0 2 0

TOTAL ALL FUNDS 158 123 281 160 122 282 164 125 289 7

The FY 12 Budget has a net increase of seven positions from FY 11. The new positions added include an Ocean Rescue Officer, a Sports Coach, two Facilities Coordinators and Four Park Patrol Officers. The Senior Permitting Clerk position was eliminated. There were many divisions added and departments reallocated to a Special Revenue Fund to be more reflective of the services provided. As a result, there were significant changes in positions within departments and funds. The details of the staffing changes are provided within each departmental section.

Budget Overview

AUTHORIZED ADOPTED ADOPTEDFY10 FY11 FY12


SUMMARY OF STAFFINGA significant part, 48 percent of the City's Operating Budget, is funding for employees who in turn provide services for the benefit of our citizenry. The following graph identifies positions by function.

Staffing Comparison by Fund and Department/Division

GENERAL GOVERNMENT

11%

POLICE

21%

COMMUNITY DEVELOPMENT

9%

TRANSPORTATION

4%

OCEAN RESCUE

11%

Public Works

9%

CULTURAL & HUMAN

SERVICES

37%

FY12 Staffing By Function

38


RECOMMENDED

Cost

CHS 573 6,000Ocean Rescue 575 20,760Total-General Fund $26,760

Cost

Building Department 515 ($49,860)Total-Building Fund ($49,860)

Total-Recommended ($23,100)

NOT RECOMMENDED

Cost

Athletics & Park Patrol 575 46,640Ocean Rescue 575 127,120Total-General Fund $173,760

Total-Not Recommended $173,760

Addition of 1 Full-Time Park PatrolAdditional Lifeguards for New Lifeguard Towers

Department/Division

Department/Division


Request

Request

Request

SUMMARY OF PROGRAM MODIFICATIONS

Department/Division

SIB Seniors ProgramAddition of 1 Intermittent Lifeguard for Lifeguard Towers

Elimination of Vacant Position

39


RECOMMENDED

Cost

Fleet Services 535 Replacement Vehicles 352,000$ Information Technology 559 Computer Replacement 30,000Information Technology 559 Wireless Island-Heritage Park 20,000Information Technology 559 Network Monitoring Appliance (2) 15,000Information Technology 559 Backup Storage Server 56,000Information Technology 559 Scala IC5-Channel 77 operating system 10,000Information Technology 559 APC Infrastructure Manager 3,000Pelican Community Park 573 2 sets of Folding Tables and a cart 3,430Pelican Community Park 573 4 door Cabinets with Locks 3,150Athletics & Park Patrol 576 7 x 21 Soccer Goal (set)-Replacement 3,000Athletics & Park Patrol 576 4 x 6 Soccer Goal (set)-Replacement 1,890Athletics & Park Patrol 576 6.5 x 18.5 Soccer Goal (set)-Replacement 3,000Athletics & Park Patrol 576 6.5 x 12 Soccer Goal (set)-Replacement 1,500Ocean Rescue 575 Beach Wheelchairs (2) 3,000Ocean Rescue 575 Pressure Cleaner 2,000Ocean Rescue 575 Rescue Boards (3) 3,200Total-General Fund 510,170$

Total-Recommended 510,170$

NOT RECOMMENDED

Cost

Public Works 534 Public Works Trailer 150,000$ Fleet Services 535 Fleet Management Software 20,000Fleet Services 535 Heritage Park Electric Vehicle 15,000Fleet Services 535 Replacement Shuttle Bus 112,000Information Technology 559 Remote PC Service Solution 3,200Total-General Fund 300,200$

Total-Not Recommended 300,200$

SUMMARY OF NEW CAPITAL OUTLAY

Department/Division


Request

Request

Department

40


Department Request Cost Page No.

Public Works Newport Fishing Pier 790,000 C-12Public Works Collins Ave Street Impr-West-Ph III 225,000 C-14Public Works FP&L Undergrounding 429,000 C-17

Total- (20) Capital Improvement Fund 1,444,000$

Public Works Newport Fishing Pier 240,000 C-12Public Works Heritage Park & Parking Garage Improv. 260,000 C-19Public Works Bella Vista Bay Park Improvements 37,500 C-20Public Works Golden Shores Park 75,000 C-21Public Works Intracoastal Park-16050 Collins Ave 371,000 C-22Public Works Intracoastal Park-16100 Collins Ave 384,000 C-23Public Works Intracoastal Park-16200 Collins Ave 200,000 C-24Public Works 151,215-255 SIB Demolition 281,600 C-25Public Works Gateway Park 700,000 C-26

Total- (35) 2010 Capital Projects Fund 2,549,100$

Public Works 182nd St, 183rd St, and Collins Avenue 120,000 C-13

Total- (11) Streets Construction and Maintenance Fund 120,000$

Public Works Bella Vista Bay Park 150,000 C-20Public Works 174th Street Drainage 75,000 C-31

Total- (45) Stormwater Capital Projects Fund 225,000$

Total Recommended 4,338,100$


SUMMARY OF CAPITAL IMPROVEMENT PROGRAM

41


FY10 ACTUAL

FY11 ADOPTED BUDGET

FY11 PROJECTIONS

FY12 ADOPTED BUDGET

Ad Valorem Taxes10-311-100 AD VALOREM TAXES 15,085,032 16,248,850 15,582,000 16,877,560 10-311-110 DISCOUNTS - (812,440) (740,000) (843,880) 10-311-120 PENALTIES - 10,000 5,000 10,000 10-311-200 PRIOR YEAR AD VALOREM - 15,000 (130,000) 15,000

Total Ad Valorem Taxes 15,085,032 15,461,410 14,717,000 16,058,680

Franchise Fees10-323-100 FRANCHISE-ELECTRIC 1,564,781 1,478,760 1,095,350 1,100,000 10-323-150 FRANCHISE-GAS 24,997 36,840 20,000 15,000 10-323-200 FRANCHISE-REFUSE 444,443 390,000 390,000 390,000

Total Franchise Fees 2,034,221 1,905,600 1,505,350 1,505,000

Utility Taxes10-314-100 UTILITY TAX-ELECTRIC 2,062,928 1,850,000 1,732,860 1,700,000 10-314-200 COMMUNICATIONS SERVICE TAX 1,124,777 1,029,880 1,172,555 1,094,630 10-314-300 UTILITY TAX-WATER 666,245 620,000 684,055 650,000 10-314-800 UTILITY TAX-GAS 24,901 30,000 20,000 15,000

Total Utility Taxes 3,878,851 3,529,880 3,609,470 3,459,630

Licenses and Permits10-322-095 CERTIFICATE OF COMPLETION 46,815 30,000 38,000 - 10-322-100 BUILDING PERMITS 1,089,018 1,000,000 1,050,000 - 10-322-101 MECHANICAL PERMITS 175,202 150,000 200,000 - 10-322-102 PLUMBING PERMITS 82,635 65,000 106,000 - 10-322-103 ELECTRICAL PERMITS 139,873 125,000 160,000 - 10-322-107 TECHNOLOGY FEE 70,602 62,500 72,000 - 10-322-108 EDUCATION FEE 28,243 25,000 29,000 - 10-322-109 STRUCTURAL REVIEW FEE 46,000 50,000 30,000 - 10-322-111 SPECIAL REVIEW FEE 8,085 12,500 2,500 - 10-322-113 PENALTY FEES 38,591 40,000 30,000 - 10-322-115 CERTIFICATE OF OCCUPANCY 87,654 20,000 17,000 - 10-322-116 LANDSCAPING REVIEW FEES 6,735 9,500 1,500 - 10-329-125 DCA/BCA 15,776 - 4,000 -

Total Licenses and Permits 1,835,229 1,589,500 1,740,000 -

Code Enforcement10-321-096 SPECIAL EVENTS PERMIT 29,898 28,000 21,000 21,000 10-316-100 LOCAL BUSINESS (O/L) 213,184 170,000 190,000 190,000 10-322-106 CERTIFICATES OF USE 32,804 35,000 32,000 32,000 10-367-000 ZONE HEARINGS - 20,000 10,000 10-367-100 ZONING/PLANS REVIEW 19,343 15,000 15,000 15,000 10-349-102 LIEN LETTERS 58,791 30,000 50,000 30,000 10-349-150 EXT HOUR FEE 35 - - - 10-354-125 VACANT PROPERTY REGISTRY 23,500 20,000 60,000 50,000

Total Code Enforcement 377,557 298,000 388,000 348,000

GENERAL FUND REVENUE SUMMARY

43


FY10 ACTUAL

FY11 ADOPTED BUDGET

FY11 PROJECTIONS

FY12 ADOPTED BUDGET

Intergovernmental Revenues10-312-410 LOCAL OPTION GAS TAX 190,597 191,790 200,000 - 10-312-600 TRANSIT SYSTEM SURTAX 624,809 562,340 562,340 - 10-331-250 JAG 17,614 - - 10-334-200 FL GRNT-OTHER 6,521 - - 10-337-200 GRNT-BYRNE 4,757 - - 10-337-100 COPS TECHNOLOGY GRANT - - 200,000 - 10-334-910 FDOT MAINTENANCE 7,053 7,050 - - 10-335-120 STATE REVENUE SHARING 298,593 350,000 310,000 282,550 10-335-150 ALCOHOLIC BEVERAGE LIC 18,951 18,070 18,000 18,000 10-335-180 LOCAL GOVT 1/2 CENT SALES 1,102,640 1,136,800 1,177,435 1,245,590 10-337-310 GAS TAX REBATE - 5,000 5,000 - 10-316-110 BUS TAX ESCA 1,050 - - -

Total Intergovernmental Revenues 2,272,585 2,271,050 2,472,775 1,546,140

Charges for ServicesParking10-344-500 WINSTON PARK 2,187 2,000 2,000 2,000 10-344-501 BELLA VISTA - - - 500 10-344-502 PIER PARK 143,083 120,000 120,000 60,000 10-344-503 WYNNE B/A 111,324 75,000 88,000 85,000 10-344-504 LEHMAN RAMP 49,941 30,290 70,000 65,000 10-344-505 LEHMAN EAST 32,402 25,000 52,000 45,000 10-344-506 LEHMAN WEST 30,913 10,000 14,000 10,000 10-344-507 175TH STREET PARKING 25,914 20,700 28,000 35,000 10-344-508 SIB PARKING LOT 2,120 2,930 3,000 3,000 10-344-509 PARKING PERMIT 13,182 8,000 15,000 10,000 10-344-512 HERITAGE PARK GARAGE - 35,000 2,000 35,000 10-344-511 PARKING-FORTUNE 15,600 15,600 15,600 18,200 10-344-511A PARKING-LSB 25,000 25,000 26,060 26,580 10-344-511B PARKING-MARCO POLO 135,000 267,750 156,000 312,000

SubTotal-Parking 586,665 637,270 591,660 707,280


44


FY10 ACTUAL

FY11 ADOPTED BUDGET

FY11 PROJECTIONS

FY12 ADOPTED BUDGET

Culture & Recreation10-347-901 SUMMER CAMP 282,829 298,000 300,000 321,000 10-347-902 ATHLETIC PROGRAM 111,051 70,000 75,000 80,000 10-347-904 COMMUNITY/RECREATION 79,393 105,000 85,000 90,000 10-347-905 FITNESS 33,250 30,000 28,000 30,000 10-347-910 LITTLE LEAGUE PROGRAM - 4,000 250 4,000 10-349-210 LIFEGUARD-EXTRA - 400 100 100 10-349-310 LIFEGUARD-FEE 144 100 30 30 10-347-909 PARKS REFRESHMENT 11,321 1,200 200 - 10-347-400 SPECIAL EVENTS 6,323 1,200 5,000 1,000 10-347-502 AFTER SCHOOL PROGRAM 403,796 300,000 303,000 305,000 10-347-501 PCP CONCESSION - - 550 600 10-347-503 PCP RENTAL 6,963 3,000 3,000 3,000 10-347-300 CULTURAL EVENTS 14,388 30,000 16,000 15,000 10-347-500 KATZ SPORTS - - - 75,000 10-347-906 SPONSORSHIPS - 10,000 15,000 15,000 10-347-907 JAZZ FEST 48,603 15,000 15,000 20,000 10-347-908 JAZZ TICKET 9,790 5,000 1,410 6,000

SubTotal-Culture & Recreation 1,007,850 872,900 847,540 965,730

Other Charges for Services10-341-200 ADMINISTRATIVE FEES - - - 407,810 10-349-200 POLICE-SPECIAL DUTY 42,855 50,000 28,000 40,000 10-349-300 POLICE-SPECIAL DUTY EXTRA 10,711 12,500 14,000 20,000

SubTotal-Other 53,566 62,500 42,000 467,810

Total Charges for Services 1,648,082 1,572,670 1,481,200 2,140,820

Fines and Forfeitures10-351-100 COURT FINES 98,381 116,000 64,000 105,000 10-351-500 PARKING FINES 59,619 55,000 54,000 55,000 10-351-525 SCHOOL CROSSING 3,108 - 2,800 2,500 10-354-100 CODE ENFORCEM'T CITATIONS 103,540 100,000 40,000 60,000 10-354-150 RED LIGHT CAMERA 150,211 30,000 - - 10-359-304 FFLETF/TRAINING 4,480 4,000 3,000 3,000

Total Fines and Forfeitures 419,338 305,000 163,800 225,500

Miscellaneous RevenuesRental Properties10-369-425 US POSTAL 15,385 21,000 21,000 21,000 10-369-430 ENTERPRISE 85,588 85,580 85,580 85,580 10-369-500 TONY ROMA'S 292,884 290,000 309,000 306,800 10-369-505 SCHOOL JOINT USE AGREEMENT 79,719 60,000 60,000 60,000 10-375-110 RENTAL PROPERTY - 40,000 60,000 - 10-375-115 BOAT RENTAL - 1,480 9,000 10,000

SubTotal-Rental Properties 473,576 498,060 544,580 483,380


45


FY10 ACTUAL

FY11 ADOPTED BUDGET

FY11 PROJECTIONS

FY12 ADOPTED BUDGET

Visitor's Center10-375-125 SIB STAMPS 66 50 50 50 10-375-130 PROMOTIONS 3,707 2,400 2,400 2,500 10-375-135 12 YEAR HISTORY BOOK 520 120 250 250

SubTotal-Visitor's Center 4,293 2,570 2,700 2,800

Other10-322-112 PERMIT SEARCH 25,297 45,000 73,000 60,000 10-361-100 INTEREST EARNINGS 77,135 200,000 200,000 200,000 10-361-200 CITY PPV PROGRAM 44,900 42,000 43,200 43,100 10-361-300 FMV INTEREST 28,783 - - - 10-369-290 TDR EXTENSION 27,533 30,000 29,980 30,600 10-362-310 SALE OF PROPERTY 25,787 25,000 - 5,000 10-369-300 MISCELLANEOUS REVENUES 123,385 23,500 20,000 20,000 10-349-100 ELECTION/FILING FEE 464 600 - - 10-349-101 LOBBYIST FEE 2,050 1,000 1,150 - 10-389-400 DONATIONS 5,253 - 18,000 - 10-369-400 INS.SUBROGATION-PROPERTY 21,282 - 1,720 - 10-375-140 WE CARE PROGRAM 175 - - - 10-389-405 REBATES 866 - - -

SubTotal-Other Miscellaneous Revenues 382,910 367,100 387,050 358,700

Total Miscellaneous Revenues 860,779 867,730 934,330 844,880

Appropriated Fund Balance10-389-900 PRIOR YEAR SURPLUS 6,993,034 - 2,383,326 510,310

Appropriated Fund Balance 6,993,034 - 2,383,326 510,310

TOTAL GENERAL FUND REVENUES 35,404,707 27,800,840 29,395,251 26,638,960


46


FY10 ACTUAL

FY11 ADOPTED BUDGET

FY11 PROJECTED

BUDGET

FY12 ADOPTED BUDGET

STREETS CONSTRUCTION & MAINTENANCE FUND

Intergovernmental Revenues11-312-410 FIRST LOCAL OPT FUEL TAX 180,370 11-312-600 TRANSIT SYSTEM SURTAX 616,920 11-335-120 STATE REVENUE SHARING 90,990

Intergovernmental Revenues - - - 888,280

Miscellaneous Revenues11-361-100 INTEREST EARNINGS 18,000

Miscellaneous Revenues - - - 18,000

Operating Transfers In11-381-010 TRANSFER IN-FUND 10 - - - 143,340

Appropriated Fund Balance - - - 143,340

TOTAL STREETS FUND - - - 1,049,620

BUILDING FUND

Licenses and Permits14-322-095 CERTIFICATE OF COMPLETION 30,000 14-322-100 BUILDING PERMITS 1,000,000 14-322-101 MECHANICAL PERMITS 165,000 14-322-102 PLUMBING PERMITS 96,000 14-322-103 ELECTRICAL PERMITS 144,000 14-322-107 TECHNOLOGY FEE 70,000 14-322-108 EDUCATION FEE 28,000 14-322-109 STRUCTURAL REVIEW FEE 30,000 14-322-111 SPECIAL REVIEW FEE 2,500 14-322-113 PENALTY FEES 20,000 14-322-115 CERTIFICATE OF OCCUPANCY 7,500 14-322-116 LANDSCAPING REVIEW FEES 1,500 14-329-125 DCA/BCA 4,000

Total Licenses and Permits - - - 1,598,500

TOTAL BUILDING FUND REVENUES - - - 1,598,500

SPECIAL REVENUE FUND SUMMARY

Intergovernmental Revenues - - - 888,280 Licenses and Permits - - - 1,598,500

Miscellaneous Revenues - - - 18,000 - - - 2,648,120

SPECIAL REVENUE FUND REVENUE SUMMARY

47


FY10 ACTUAL

FY11 ADOPTED BUDGET

FY11 PROJECTIONS

FY12 ADOPTED BUDGET

2010 CAPITAL PROJECTS FUND

Miscellaneous Revenues35-384-010 BOND PROCEEDS 15,000,000 - - - 35-361-100 INTEREST EARNINGS 97,655 125,000 130,000 100,000 35-361-300 NET CHANGE-FMV OF INVEST 26,360 - - -

Miscellaneous Revenues 15,124,015 125,000 130,000 100,000

Appropriated Fund Balance35-389-900 PRIOR YEAR SURPLUS - 15,050,000 15,059,420 5,560,000

Appropriated Fund Balance - 15,050,000 15,059,420 5,560,000

TOTAL 2010 CAPITAL PROJECTS FUND REVENUES 15,124,015 15,175,000 15,189,420 5,660,000

LAND BANK FUND

Miscellaneous Revenues50-369-300 MISCELLANEOUS REVENUES 130,105 - - - 50-361-100 INTEREST EARNINGS 19,672 - - -

Miscellaneous Revenues 149,777 - - -

Operating Transfers In50-381-010 TRANSFER IN-FUND 10 9,500,000 - - - 50-381-020 TRANSFER IN-FUND 20 4,095,671 - - -

Operating Transfers In 13,595,671 - - -

TOTAL LAND BANK FUND REVENUES 13,745,448 - - -

CAPITAL PROJECTS FUND REVENUE SUMMARY

48


FY10 ACTUAL

FY11 ADOPTED BUDGET

FY11 PROJECTIONS

FY12 ADOPTED BUDGET

CAPITAL PROJECTS FUND

Intergovernmental Revenues20-331-700 GRANT-COASTAL MGMT-BELLA - 60,000 60,000 - 20-334-400 GRANT-FDOT 60,964 - 395,675 - 20-334-710 GRANT-LWCF-BELLA VISTA - 200,000 200,000 - 20-337-705 SNP GRANT-GOLDEN SHORES - 111,450 111,450 - 20-337-700 SNP GRANT-LAND ACQUISITION - 200,000 200,000 -

Intergovernmental Revenues 60,964 571,450 967,125 -

Miscellaneous Revenues20-362-220 POLICE IMPACT FEES 29,227 - - - 20-362-235 ART IMPACT FEES 5,000 - - - 20-362-260 FACILITY IMPACT FEE 12,295 - - - 20-362-275 TRANS DEVELOPMENT FEE - - 820,000 - 20-375-110 RENTAL PROPERTY 142,165 - - - 20-362-250 NEWPORT DONATION - 1,500,000 1,500,000 - 20-369-300 MISCELLANEOUS REVENUES 62,020 500,000 207,000 325,000 20-369-305 MANSIANA TDR 68,119 648,580 648,580 - 20-361-100 INTEREST EARNINGS 30,766 7,870 8,000 10,000

Miscellaneous Revenues 349,592 2,656,450 3,183,580 335,000

Operating Transfers In20-381-010 TRANSFER IN-FUND 10 300,000 615,000 2,565,586 1,180,000 20-381-035 TRANSFER IN-FUND 35 2,193,550 - -

Operating Transfers In 300,000 2,808,550 2,565,586 1,180,000

Appropriated Fund Balance20-389-900 PRIOR YEAR SURPLUS - - 200,449 2,900,000

Appropriated Fund Balance - - 200,449 2,900,000

TOTAL CAPITAL PROJECTS FUND REVENUES 710,556 6,036,450 6,916,740 4,415,000

CAPITAL PROJECTS FUND SUMMARY

Appropriated Fund Balance - 15,050,000 15,259,869 8,460,000 Intergovernmental Revenues 60,964 571,450 967,125 -

Miscellaneous Revenues 15,623,384 2,781,450 3,313,580 435,000 Operating Transfers In 13,895,671 2,808,550 2,565,586 1,180,000

29,580,019 21,211,450 22,106,160 10,075,000

CAPITAL PROJECTS FUND REVENUE SUMMARY (cont)

49


FY10 ACTUAL

FY11 ADOPTED BUDGET

FY11 PROJECTIONS

FY12 ADOPTED BUDGET

STORMWATER FUND

Charges for Services40-343-550 STORMWATER FEES 970,247 936,450 960,990 945,000

Charges for Services 970,247 936,450 960,990 945,000

Intergovernmental Revenues40-312-420 LOCAL OPTION GAS TAX 75,629 73,120 76,000 -

Intergovernmental Revenues 75,629 73,120 76,000 -

Miscellaneous Revenues40-361-100 INTEREST EARNINGS 2,936 5,000 3,000 3,000 40-361-300 FMV INVESTMENT 24 - -

Miscellaneous Revenues 2,960 5,000 3,000 3,000

Operating Transfers In40-381-020 TRANSFER IN 1,275,000 - - - 40-381-045 TRANSFER IN 695,140 -

Operating Transfers In 1,970,140 - - -

TOTAL STORMWATER FUND REVENUES 1,048,836 1,014,570 1,039,990 948,000

STORMWATER CAPITAL FUND

Intergovernmental Revenues45-312-441 LOCAL OPTION GAS TAX - 75,000

Intergovernmental Revenues - - - 75,000

Miscellaneous Revenues45-384-045 BOND PROCEEDS 3,500,000 - - - 45-361-100 INTEREST EARNINGS 13,190 5,000 4,000 5,000

Miscellaneous Revenues 3,513,190 5,000 4,000 5,000

Operating Transfers In45-381-035 TRANSFER IN-FUND 40 - 123,000 - -

Operating Transfers In - 123,000 - -

ENTERPRISE FUND REVENUE SUMMARY

50


FY10 ACTUAL

FY11 ADOPTED BUDGET

FY11 PROJECTIONS

FY12 ADOPTED BUDGET

Appropriated Fund Balance45-389-900 PRIOR YEAR SURPLUS - 1,394,140 1,523,830 360,830

Appropriated Fund Balance - 1,394,140 1,523,830 360,830

TOTAL STORMWATER CAPITAL FUND REVENUES 3,513,190 1,522,140 1,527,830 440,830

ENTERPRISE FUND SUMMARY

Appropriated Fund Balance - 1,394,140 1,523,830 360,830 Charges for Services 970,247 936,450 960,990 945,000

Intergovernmental Revenues 75,629 73,120 76,000 75,000 Miscellaneous Revenues 3,516,150 10,000 7,000 8,000

Operating Transfers In 1,970,140 123,000 - - 6,532,166 2,536,710 2,567,820 1,388,830

ENTERPRISE FUND REVENUE SUMMARY (cont)

51


Budget Overview

The graph below illustrates the percentage of each major revenue source against the total of all major revenues ($25,655,270).

The following pages will discuss each major revenue source, the underlying assumptionsfor each revenue estimate, and significant revenue trends.

FY 2011 Major Revenue Sources

ANALYSIS OF REVENUE SOURCESTRENDS AND FORECASTS

The graph below represents FY 2012 budgeted revenues totaling $31,419,770.

FY 2012 Budgeted Revenues

Major revenues sources for the City of Sunny Isles Beach are property taxes, franchisefees, utility taxes and charges for services. These major revenues account forapproximately 85% of FY 2012 budgeted revenues not including operating transfers in or82% of FY 2012 budgeted revenues including operating transfers in.

Ad Valorem Taxes 58%

Franchise Fees 8%

Utilities Taxes 15%

Intergovernmental 9%


Ad Valorem Taxes 51.1%

Franchise Fees 4.8%

Utility Taxes 11.0%

Licenses and Permits 6.2%


8.0%

Charges for Services 9.8%

Fines and Forfeitures 0.7%

Miscellaneous Revenues

4.2% Operating Transfers In

4.2%

52



Property Tax

The major revenue source funding Sunny Isles Beach's general operations continues tobe the property tax. Property taxes are authorized by Chapter 166, Florida Statutes. TheFlorida Constitution limits local governments to a maximum of 10 mills of Ad Valoremtaxation. The amount of revenue is based on the tax rate multiplied by the assessedvalue of the City which is provided by the County Property Appraiser. The amount is thenbudgeted by 95 percent of its gross value to allow for prompt payment discounts andother adjustments in accordance with Florida Statutes. The City's assessed value asreported by the County Property Appraiser is $5,848,080,278. This amount is 8.3% or$448,868,987 higher than last year. Half of the increase is contributed to newconstruction; the remaining increase is due to the reassessment of long-termhomesteaded properties which have been recently sold. As illustrated, the operatingmillage rate has remained the same (4.17% above the rolled-back rate). The graphbelow illustrates the historical property tax revenue data, fiscal budgeted tax revenues,and a 5 year projection of property tax revenues for the City. Property Tax revenueestimates were determined based on a financial forecast analysis prepared by City staffbased on an annual increase of 2.5% on the property tax base plus $81 million in newconstruction each year for two years starting with FY 2014 and $162 million a yearthereafter based on discussion and activity within in the Building Department.

Property Tax Revenues (in thousands)

Property Tax Millage Rates

Budget Overview

-

2,000

4,000

6,000

8,000

10,000

12,000

14,000

16,000

18,000

20,000

FY 2003 FY 2004 FY 2005 FY 2006 FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 Est

FY 2012 Budget

FY 2013 Forecast

FY 2014 Forecast

FY 2015 Forecast

FY 2016 Forecast

FY 2017 Forecast

-

1.0000

2.0000

3.0000

4.0000

FY 2003 FY 2004 FY 2005 FY 2006 FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 FY 2012

3.3500 3.3500 3.3500 2.9500 2.9500

2.3979 2.4842 2.4842 2.6500 2.8860

53



Franchise Fees

Franchise Fee-ElectricA city may charge electric companies for the use of its rights of way per Florida Statutes166.021 and 337.401. Miami-Dade County currently has an agreement with FloridaPower & Light (FPL) covering the area incorporated as Sunny Isles Beach as well as thecurrent unincorporated areas of the County and other newly formed cities for 6% fromsales of electricity less a credit for property taxes paid by FPL. The County Commission,via an interlocal agreement, has agreed to share these revenues with Sunny Isles Beach.The significant difference between FY 2010 and future years is based on a decrease inFPL rates to customers that occurred in January 2010. The amount projectedsubsequent to FY 2012 is based on a slight increase as a result of anticipated growth inthe City.

Franchise Fees are negotiated fixed fees to a company or utility for the use of municipalright-of-ways (poles, lines, pipes, etc.) and may include the value of the right for the utilityto be the exclusive provider of its services within the City. The City has franchiseagreements for electricity, propane and solid waste.

FY 2012 Franchise Fees

The graph below illustrates the percentage of each franchise fee against the total of allfranchise fees ($1,505,000).

Budget Overview

Franchise Fee-Electric (in thousands)

Electric 73.1%

Propane 1.0%

Refuse 25.9%

0

200

400

600

800

1,000

1,200

1,400

1,600

1,800

FY 2003 FY 2004 FY 2005 FY 2006 FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 Est

FY 2012 Budget

FY 2013 Forecast

FY 2014 Forecast

FY 2015 Forecast

FY 2016 Forecast

FY 2017 Forecast

636 723 763

1,130

1,529 1,627

1,426 1,565

1,095 1,100 1,128 1,156 1,185 1,214 1,245

54



Franchise Fee-Refuse

Utility Taxes

The City charges a franchise fee of 12.5% of gross revenues from refuse collection. Theamount projected is based on historical trends which account for a slight increase.

Budget Overview

Franchise Fee-Refuse (in thousands)

FY 2012 Utility Taxes

The City collects utility taxes for electric, water, gas, and communication services. Aswith franchise fees, revenue for the utility taxes are expected to increase with the growthof the City.

The graph below illustrates the percentage of each utility tax against the total of all utilitytaxes ($3,459,630).

Electric 49%

Communication Services Tax

32%

Water 19%

Propane 0.4%

0

50

100

150

200

250

300

350

400

450

FY 2003 FY 2004 FY 2005 FY 2006 FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 Est FY 2012 Budget

FY 2013 Forecast

FY 2014 Forecast

FY 2015 Forecast

FY 2016 Forecast

FY 2017 Forecast

137 161

183 155

180 203

446 444 390 390 400 410 420 430 441

55



Utility Tax-Electric

Utility Tax-Communication Services Tax (CST)

As of 2001, Communications Service Tax (CST) replaced the Telecommunications UtilityService Tax, Telecommunications Franchise Fees, and Cable TV Franchise Fees. TheCST is charged at the maximum rate per Florida Statutes at 5.22% on all local telephoneservice through all providers on phone calls originating within the city and terminatingwithin the state. The CST is collected and distributed by the State of Florida. Revenueestimates are projected by the State to be used by local agencies during budgetpreparation. Revenue forecasts were determined based on a slight increase for growth.

Budget Overview

Utility Tax-Communication Services Tax (in thousands)

Utility Tax-Electric (in thousands)

The City collects utility taxes for electricity. The utility tax for electricity is a fee of 10percent of the total utility receipt collections performed by FPL from the citizens of SunnyIsles Beach. The revenue estimates were determined based on a historical projectionsand the expectation of slight growth.

-

200

400

600

800

1,000

1,200

FY 2003 FY 2005 FY 2007 FY 2009 FY 2011 Est FY 2013 Forecast

FY 2015 Forecast

FY 2017 Forecast

704 755 713 833

886

1,076 1,088 1,125 1,173 1,095 1,106 1,117 1,128 1,139 1,150

-

500

1,000

1,500

2,000

2,500


FY 2015 Forecast

FY 2017 Forecast

1,211 1,220 1,288 1,418 1,513

1,721 1,864

2,063

1,733 1,700 1,743 1,786 1,831 1,876 1,923

56



Utility Tax-Water


Intergovernmental revenue consists of revenues that are received from other governmentagencies. The majority of these revenues consist of State Sales Tax, State SharedRevenue, and Local Option Fuel Tax. Other revenues in this category consist of Federal,State and Local grants and shares of revenue from the County.

The graph below illustrates the percentage of each intergovernmental revenue typeagainst the total of all intergovernmental revenues ($2,509,420).

FY 2012 Intergovernmental Revenues

Utility Tax-Water (in thousands)

The City charges a 10 percent utility tax on water sales and is collected and remitted bythe City of North Miami Beach to the City of Sunny Isles Beach. Revenue forecasts weredetermined based on a slight increase for growth.

Budget Overview

State Revenue Sharing

15%

Local Government Half-Cent Tax

50%

Local Option Fuel Tax 10%

1/2 Cent Surtax 24% Other

1%

-

100

200

300

400

500

600

700

800


FY 2015 Forecast

FY 2017 Forecast

285 338 347

393 443

563

692 666 684 650 666 683 700 717 735

57



Local Government Half-Cent Tax

State Revenue Sharing

The State of Florida collects the Local Government Half-Cent Sales Tax. The Statedistributes net sales tax revenues to counties and municipalities that meet strict eligibilityrequirements. Allocation formulas serve as the basis for this distribution and its primaryfocus is to provide relief from ad valorem and utilities taxes. Estimated revenue isprovided by the state each year. Revenue forecasts were determined based on historicalnumbers and a slight boost in the economy.

Local Government Half-Cent Tax (in thousands)

Budget Overview

This revenue is generated from three sources: (1) a percentage of sales and use taxcollections, (2) 12.5 percent of the state alternative fuel user decal fee collections, and (3)the net collections from a one-cent municipal fuel tax. The specified taxes are collectedand distributed by the State of Florida. Estimated revenue is provided by the state eachyear. Revenue forecasts were determined based on historical data and a slight boost inthe economy.

State Revenue Sharing (in thousands)

-

200

400

600

800

1,000

1,200

1,400

1,600


FY 2014 Forecast

FY 2013 Forecast

906 936 1,005 1,111 1,114 1,154

1,073 1,103 1,137 1,246 1,277 1,309 1,341 1,375 1,409

-

50

100

150

200

250

300

350

400

450


FY 2014 Forecast

FY 2013 Forecast

233 242

374 362 357

303 305 299

350 374 383 392 402 412 423

58



Transit System Tax

Local Option Fuel Tax

Transit System Tax (in thousands)

Miami-Dade County levies a total of 9¢ per gallon. The 9¢ is comprised of the full 6¢(original) allowed by Florida Statute §336.025(1)(a) and 3¢ (additional) allowed by FloridaStatute §336.025(1)(b). The first tax is applicable to all motor fuel and diesel fuel(formerly called special fuel) sold at wholesale in the county, while the second exemptsdiesel fuel. The first local option gas tax of 6¢ is shared with the City through an inter-local agreement. The second local option gas tax of 3¢ is shared through an interlocalagreement. This agreement provides for a distribution of 26 percent to the municipalitiesand 74 percent to the county. Since fuel prices have declined to a more affordable mid-$3/gallon range, the City anticipates a slight increase in future local option fuel tax.

Budget Overview

Local Option Fuel Tax (in thousands)

In November 2002, the Miami-Dade County voters approved a half-percent transportationsurtax. The City entered into a local option agreement with Miami-Dade County for theadoption of the People's Transportation Plan and a share into this surtax. Theparticipating cities share in 20 percent of the annual funds and the county receives 80percent of the funds. Revenue forecasts were determined based on historical data and aslight boost in the economy.

230

240

250

260

270

280

290


FY 2014 Forecast

FY 2013 Forecast

275

257

269 275

267

276

267 266 268

255 262

268 275

282 289

-

100

200

300

400

500

600

700


FY 2014 Forecast

FY 2013 Forecast

151

514 478

586 557 577 551 625

562 617 632 648 664 681 698

59



Charges for Services

Culture and Human Services

Charges for Services represent fees charges as a result of direct benefit. StormwaterFees, Culture & Recreation Fees and Parking account for a significant portion ofrevenues in the Charges for Services category. The Administrative Chargeback is theadministrative services provided to the Building Fund to support their operations.

The graph below illustrates the percentage of each Charges for Services type against thetotal of all Charges for Services ($3,085,820).

FY 2012 Charges for Services

Budget Overview

The City provides various programs to the residents. These programs includes SummerCamp, Athletic Programs, After School Care, and other Recreation Programs. Fees arecharged to cover the costs of these programs since they benefit the user directly.Revenue estimates are based on historical information with slight increases.

Culture and Human Services (in thousands)

Culture & Recreation

31%

Stormwater Fees 31% Parking

23%

Administrative Chargeback

15%

-

200

400

600

800

1,000

1,200


FY 2014 Forecast

FY 2013 Forecast

62 46 72 113 214

521

751

1,008 848

966 971 975 980 985 990

60



Stormwater Fee

Parking

Stormwater Fee (in thousands)

Budget Overview

Parking (in thousands)

This revenue is collected to support the requirements of a federal mandated NationalPollutant Discharge Elimination System Permit. The Stormwater fee is charged toresidential and commercial dwellings. Revenue estimates are based on increases due tonew construction.

The City maintains several public parking lots for access to the beach, parks, and otherlocations. In addition, the City maintains parking agreements with hotels to accommodatetheir overflow in parking. Projections are based on incremental increases in the parkingagreements.

- 100 200 300 400 500 600 700 800 900

1,000


FY 2014 Forecast

FY 2013 Forecast

525 533 546 545 552

825

966 970 961 945 947 949 951 953 954

-

200

400

600

800

1,000


FY 2014 Forecast

FY 2013 Forecast

46 112

233 231

488 528 582 587 592

707 714 793

856 882 935

61


FY10 ACTUAL

FY11 ADOPTED BUDGET

FY11 PROJECTIONS

FY12 ADOPTED BUDGET

GENERAL FUND215,115$ 200,170$ 186,350$ 198,050$ 910,261 381,430 504,720 386,720 407,447 746,000 701,030 678,420 675,984 594,160 590,260 597,750

1,017,210 1,279,640 1,195,295 - 256,554 292,650 316,830 263,460

1,013,508 860,410 804,440 822,290 - 565,480 594,300 683,000

732,728 - - - - 495,710 470,730 -

6,110,561 6,602,950 6,458,105 6,473,010 372,052 490,630 484,140 416,020 219,873 306,810 291,838 430,490

2,703,957 3,398,430 3,358,250 - - - - 284,720 - - - 671,200 - - - 760,920 - - - 1,590,710

134,307 240,000 380,000 120,000 918,137 1,250,650 1,155,530 1,184,600

CULTURAL & HUMAN SERVICES469,751 494,000 482,090 1,086,850

1,404,946 1,767,050 1,552,370 1,505,390 1,060,466 1,185,910 1,139,380 1,075,220

539,043 645,190 610,100 - - - 288,250 - - - 407,080

402,004 - - - 13,400,446 6,003,570 8,058,707 6,714,810

TOTAL GENERAL FUND 32,964,349$ 27,800,840$ 29,334,465$ 26,638,960$

BUILDING FUNDTOTAL BUILIDING FUND -$ -$ -$ 1,598,500$

STREET MAINTENANCE & TRANSPORTATION FUND

-$ -$ -$ 360,990$ CULTURAL & HUMAN SERVICES

- - - 548,630 TOTAL STREET MTC & TRANSPORT FUND -$ -$ -$ 909,620$

STORMWATER FUND199,822$ 1,014,570$ 851,810$ 948,000$

TOTAL STORMWATER FUND 199,822$ 1,014,570$ 851,810$ 948,000$

EXPENDITURE SUMMARY BY DEPARTMENTS/DIVISIONS

CITY COMMISSIONCITY MANAGER'S OFFICEFINANCECITY ATTORNEY'S OFFICEBUILDING

PUBLIC WORKS ADMINISTRATION FACILITY MAINTENANCE FLEET MAINTENANCE

STORMWATER OPERATIONS

CITY CLERK'S OFFICEHUMAN RESOURCES

ADMINISTRATIVE SERVICESPUBLIC INFORMATION OFFICE

OCEAN RESCUE

RISK MANAGEMENT

NON DEPARTMENTAL

PELICAN COMMUNITY PARK

POLICECOMMUNITY DEVELOPMENTPARKING

PROPERTY MANAGEMENTINFORMATION TECHNOLOGY

CULTURAL & HUMAN SERVICES

PARK MAINTENANCE & CONSTRUCTION

PUBLIC WORKS STREET MAINTENANCE

TRANSPORTATION TRUST

TRANSPORTATION

HERITAGE PARK ATHLETICS & PARK PATROLCAPITAL OUTLAY (NOT INCLUDED IN DEPTS)

62


*Funded by Greater Miami Convention and Visitors Bureau.

CITY COMMISSION

City Commission

Citizens of

Sunny Isles Beach

MayorNorman S. Edelcup

Seat 3CommissionerGeorge “Bud”

Scholl

Seat 2CommissionerJeanette Gatto

Seat 4Commissioner

Isaac Aelion

Seat 1Vice Mayor

Lewis J. Thaler

City Historian/Aide to Commission (P/T)

Richard C. Schulman

Sunny Isles Beach Tourism and Marketing

Counsel Executive Director

Ibis Romero*

63


DESCRIPTION

• Convenient Access

City Commission

• Truth in Government• Public Records

• Right to be Heard• Right to Notice

• Right to Public Hearing

• Representation of Public

• Minutes and Ordinance Register

• No Unreasonable Postponements

• Quarterly Budget Comparisons

• Notice of Action and Reasons

CITY COMMISSION

There shall be a City Commission vested with all the legislative powers of the City including but notlimited to the setting of policy, approval of budget, determination of tax rates, hiring and firing of thecharter officers, and the development of community land policies. The Commission shall consist offour members (Commissioners) and the Mayor.

According to the City Charter's Citizens' Bill of Rights:

This government has been created to protect the governed, not the governing. In order to providethe public with full and accurate information, to promote efficient administration management, tomake government more accountable, and to ensure to all persons fair and equitable treatment, thefollowing rights are guaranteed:

• Budgeting• Manager's and Attorney's Reports

64


CITY COMMISSION (511)

FY 10 ACTUAL

FY 11 ADOPTED BUDGET

FY 11 PROJECTIONS

FY 12ADOPTED BUDGET

REVENUES

REVENUES TOTAL -$ -$ -$ -$

APPROPRIATIONS164,443$ 155,170$ 153,850$ 153,050$ 24,722 26,000 13,500 26,000 25,950 19,000 19,000 19,000

APPROPRIATIONS TOTAL 215,115$ 200,170$ 186,350$ 198,050$

NET RESULTS (215,115)$ (200,170)$ (186,350)$ (198,050)$

$ (2,120)

OPERATING EXPENSES $ -

$ -

PART TIME/TEMPTOTAL FY 12

ADOPTED0 10 10 31 1

0 1TOTAL 1 7

*Funded by Greater Miami Convention and Visitors Bureau.

Overall, the decrease is attributed to the decrease in the required FRS contributions offset by slight increases in salaries and health insurance benefits.

PERSONAL SERVICES

OPERATING EXPENSESPERSONAL SERVICES

OTHER DISBURSEMENTS

SIGNIFICANT CHANGES FROM FISCAL YEAR 2011 ADOPTED BUDGET

No change.

11

PERSONNEL COMPLEMENT

OTHER DISBURSEMENTS

1TITLE

TOTAL FY 11 ADOPTED

Mayor

No change.

1

FULL TIME

Vice Mayor3 3

City Commission

7 6

CommissionerCity Historian/Aide 1 0*Sunny Isles Beach Tourism & Marketing Counsel Exe. Dir 1 1

65


10 GENERAL FUNDACTUAL ADOPTED ADOPTED

EXPENDITURE BUDGET PROJECTIONS BUDGETFY10 FY11 FY11 FY12

5120 REGULAR SALARIES $91,819 $93,970 $94,330 $95,0805210 PAYROLL TAXES 8,777 9,780 9,080 9,800 5220 RETIREMENT CONTRIBUTIONS 39,738 10,520 10,030 6,260 5230 HEALTH, DENTAL,&VISION INS 23,966 39,630 39,440 40,700 5235 LIFE, ADD, & LTD - 920 790 850 5240 WORKER'S COMPENSATION 143 350 180 360

TOTAL PERSONAL SERVICES 164,443 155,170 153,850 153,050

5313 ADMINISTRATION 11,499 2,500 - 2,000 5511 SPECIAL SUPPLIES 1,991 1,000 1,500 1,500 5541 DUES, SUBS,& MEMBERSHIPS 4,854 5,500 3,000 5,500 5542 TRAVEL, CONF,& MEETINGS 6,378 17,000 9,000 17,000

TOTAL OPERATING EXPENSES 24,722 26,000 13,500 26,000

OTHER DISBURSEMENTS5490 GRANTS TO PRIVATE ORGS 25,950 19,000 19,000 19,000

TOTAL OTHER DISBURSEMENTS 25,950 19,000 19,000 19,000

TOTAL EXPENDITURES 215,115 200,170 186,350 198,050


PERSONAL SERVICES

City Commission

CITY COMMISSION (511)

OPERATING EXPENSES

66


*These positions are funded from other departments.

CITY MANAGER'S OFFICE

City Manager's Office

City ManagerAlan J. Cohen

Assistant City Manager, Service Division

Vacant

Assistant City Manager, Finance Division

Minal Shah

Assistant to City Manager

Priscilla Walker

InternHector Soliman-Valdez (Int)

67


DESCRIPTION


CITY MANAGER'S OFFICE

The City Manager's Office implements official policies of the Mayor and City Commission bycoordinating City services in an efficient, effective and responsive manner, providing support,guidance, communications and leadership to assure that quality municipal services are provided toour community.

As the City's Chief Administrative Officer, the City Manager is ultimately responsible for alloperations of the municipal corporation. The City Manager's Office provides organizational andfiscal management as well as program development and evaluation. Each requires daily effort.

In addition to overseeing daily operations, the City Manager's Office develops new systems andmethods relative to City services and is responsible for the research and analysis of programs, inanticipation of future needs and challenges. The Manager's Office coordinates with the CityCommission to implement public policy and to manage the City's mission and goals and objectives.

Providing support to the Mayor and the City Commission is another important aspect of this office.This involves effective communication and being available to the City Commission. The Manager'sOffice is at the vanguard of the organization, projecting vitality, professionalism and quality serviceto residents, private agencies, organizations and its own employees.

68


FY 10 ACTUAL


FY 11 PROJECTIONS

FY 12ADOPTED BUDGET

REVENUES


APPROPRIATIONS765,417$ 229,930$ 361,220$ 241,220$ 144,844 151,500 143,500 145,500


NET RESULTS (910,261)$ (381,430)$ (504,720)$ (386,720)$

$ 11,290

$ (6,000)


ADOPTED0 1

Student Intern 1 1TOTAL 1 1 2

PERSONAL SERVICES


10 0

CITY MANAGER'S OFFICE (512)

1


PERSONAL SERVICES

The decrease is primarily attributed to the decrease in the vehicle allowance amount.

The increase is significantly attributed to the change in retirement plan choice from ICMA to FRS and the increase in health insurance coverage.


FULL TIMETITLE1City Manager

OPERATING EXPENSES

OPERATING EXPENSES

TOTAL FY 11 ADOPTED

69




5120 REGULAR SALARIES $623,444 $180,250 $312,430 $180,0005210 PAYROLL TAXES 39,978 14,250 14,970 13,770 5220 RETIREMENT CONTRIBUTIONS 58,228 22,350 13,330 29,630 5230 HEALTH, DENTAL,&VISION INS 42,947 10,650 18,650 15,390 5235 LIFE, ADD, & LTD - 1,760 1,500 1,760 5240 WORKER'S COMPENSATION 819 670 340 670


5314B LOBBYISTS 111,951 130,500 130,500 - 5317 PROFESSIONAL SERVICES - - - 125,500 5401 AUTO ALLOWANCE/MILEAGE 17,456 6,000 - - 5511 SPECIAL SUPPLIES 1,571 1,500 1,000 2,000 5516 EMPLOYEE RECOG PROG - 3,000 - 3,000 5541 DUES, SUBS,& MEMBERSHIPS 8,669 5,500 7,000 9,000 5542 TRAVEL, CONF,& MEETINGS 3,642 3,000 4,000 4,000 5543 EDUCATION & TRAINING 1,554 2,000 1,000 2,000


TOTAL EXPENDITURES $910,261 $381,430 $504,720 $386,720



CITY MANAGER'S OFFICE (512)

PERSONAL SERVICES

OPERATING EXPENSES

70


Finance Department

FINANCE DEPARTMENT

ControllerMichael Quesada

Accounting Technician II

Sharon Estremadoyro

Purchasing Agent Marcanthony Tulloch

Accounting Technician I

Francesca Pellot

Assistant City Manager,Finance Division

Minal Shah

71

FY 2012 Comprehensive Annual Budget City of Sunny Isles Beach

Programs/Services

FY 11 Highlights & Accomplishments·

·

·

FY 12 Objectives·

·

·FY 2010 Actual

FY 2011 Target

FY 2011 Actual

FY 2012 Target

N/A 100% 36% 100%

N/A 100% 67% 100%0.65% 1.5% 2.0% 1.5%

Finance Department

Issue Investment Reports within 10 business days

Average Rate of Return on Investments

Performance Measures

FINANCE DEPARTMENT

The Finance Department provides financial management and policy support, analytical services, as wellas financial information to the City manager, departments, the public and other agencies. Thisdepartment monitors spending and ensures the most efficient and effective use of City funds. TheFinance Department provides management oversight of key financial services involving budgetpreparation, accounting, payroll, accounts payable, accounts receivable, and procurement.

The Finance Department consists of accounting, treasury, budget and purchasing functions. Thisdepartment works closely with the City Manager's Office on issues relating to financial reporting, budgets,investments, special projects, Contracts, grant administration, retirement, and debt issuance. Additionalservices provided by Finance consists of preparing annual independent audit report and an annual budgetreport for the State of Florida.

Updated the City's Quarterly Annual Report which provided additional analysis to be moreinformative for the reader.

Transitioned banking services to BB&T, which reduced overall banking costs and provide forinterest in balances exceeding the required compensating balance requirement.

The Accounting function provides the City with accurate financial services including governmentalaccounting, preparation of the Comprehensive Annual Financial Report, cash disbursements, fixed assetreporting, etc. The budget function provides financial planning administration of the annual budget andthe five year capital improvement program, analysis of operational productivity and special projects.

Prepare and distribute a monthly snapshot report of the City's budget position.

Issue Quarterly Budget to Actual Analysis Reports within 45 days

Prepare a Revenue Manual that includes the nature, restrictions, historical trend analysis, and accounting treatment for each revenue item.

Implemented a Procurement Office, which has afforded the City in savings in multiple purchasesincluding photocopier rental and services, fuel purchases,

Complete citywide cost allocation plan and incorporate results into fiscal year 2013 budget.

72


FY 10 ACTUAL


FY 11 PROJECTIONS

FY 12ADOPTED BUDGET

REVENUES


APPROPRIATIONS231,887$ 502,500$ 437,150$ 449,060$ 175,560 243,500 263,880 229,360


NET RESULTS (407,447)$ (746,000)$ (701,030)$ (678,420)$

$ (53,440)

$ (14,140)


ADOPTED0 10 10 10 10 1 5

TOTAL 0

Asst City Manager-Finance

The decrease is primarily attributed to the decrease in audit service, office supplies, and postage offset by increases in other professional services and payroll services.


Accounting Technician I 1 1

FINANCE DEPARTMENT (513)

1

PERSONAL SERVICES

1

The decrease is primarily attributed to the change in personnel and the decrease in FRS required contributions.

OPERATING EXPENSES

PERSONAL SERVICESOPERATING EXPENSES

TOTAL FY 11 ADOPTED FULL TIMETITLE


Finance Department

5

Controller

5

11

5

Purchasing Agent11

1Accounting Technician II 1

73




5120 REGULAR SALARIES $175,109 $370,100 $320,680 $336,4905140 OVERTIME - - 480 500 5210 PAYROLL TAXES 13,270 28,780 25,310 26,390 5220 RETIREMENT CONTRIBUTIONS 18,876 50,150 38,560 36,210 5230 HEALTH, DENTAL,&VISION INS 24,377 49,190 48,950 45,650 5235 LIFE, ADD, & LTD - 2,910 2,480 2,590 5240 WORKER'S COMPENSATION 255 1,370 690 1,230


5317 PROFESSIONAL SERVICES 3,998 16,000 70,000 23,500 5320 INDEPENDENT AUDIT 50,763 60,000 40,000 43,500 5342 PAYROLL SERVICES 31,556 15,000 22,000 25,000 5401 AUTO ALLOWANCE/MILEAGE - 6,000 6,000 6,000 5410 TELEPHONE - - 1,500 1,980 5420 POSTAGE - 43,000 36,000 36,000 5441 EQUIPMENT RENTAL - - 2,880 2,880 5470 PRINTING - 3,500 2,000 4,000 5492 BANK CHARGES 8,396 10,000 2,000 1,500 5510 OFFICE SUPPLIES 78,518 78,000 75,000 70,000 5511 SPECIAL SUPPLIES - 4,000 1,000 3,500 5541 DUES, SUBS,& MEMBERSHIPS 940 3,000 2,500 3,000 5542 TRAVEL, CONF,& MEETINGS 1,099 3,500 1,500 5,500 5543 EDUCATION & TRAINING 290 1,500 1,500 3,000




FINANCE DEPARTMENT (513)

Finance Department

PERSONAL SERVICES

OPERATING EXPENSES

74


FY 10 ACTUAL


FY 11 PROJECTIONS


REVENUES


APPROPRIATIONS13,400,446$ 5,603,570$ 7,548,397$ 6,314,810$

APPROPRIATIONS TOTAL 13,400,446$ 5,603,570$ 7,548,397$ 6,314,810$

NET RESULTS (13,400,446)$ (5,603,570)$ (7,548,397)$ (6,314,810)$

$ 711,240

Non-Departmental

NON-DEPARTMENTAL (800)

OTHER DISBURSEMENTS

Overall, the increase is attributed to an increase in the transfer of funds from the General Fund to theGeneral Capital Projects Fund by $565,000. The remaining increase is related to a transfer to the StreetMaintenance & Construction Fund to fund expenditures where restricted revenue sources are not available.

OTHER DISBURSEMENTS


75




9901 CONTINGENCY - 400,000 - 400,000 9903 RESOURCES AVAILABLE - - 510,310 -

TOTAL OTHER DISBURSEMENTS - 400,000 510,310 400,000

TOTAL EXPENDITURES $0 $400,000 $510,310 $400,000

5710 DEBT SERVICE PRINCIPAL 1,617,311 2,553,420 2,335,723 2,624,440 5720 DEBT SERVICE-INTEREST 1,961,347 2,414,550 2,626,344 2,347,300 5730 DEBT SERVICE-ADMIN FEE 21,788 20,600 20,744 19,730 9120 TRANS OUT TO CIP FUND 9,800,000 615,000 2,565,586 1,180,000 9120 TRANS OUT TO STREETS FUND - - - 143,340

TOTAL OTHER DISBURSEMENTS 13,400,446 5,603,570 7,548,397 6,314,810

TOTAL EXPENDITURES $13,400,446 $5,603,570 $7,548,397 $6,314,810

Non-Departmental (900 & 800)



OTHER DISBURSEMENTS

OTHER DISBURSEMENTS


76


City Attorney's Office

CITY ATTORNEY'S OFFICE

City AttorneyHans Ottinot

Assistant City AttorneyFernando Amuchastegui

Legal SecretaryDebra Lima

Executive Administrative Assistant

Jasmine Barnes

77


Programs/Services


·

·

FY 12 Objectives·

·

·

CITY ATTORNEY'S OFFICE

To limit the City's liability with respect to on-going operational matters and capital projects.


The City Attorney, as the City's chief legal officer, provides legal guidance to the City Commission and City Administration on all matters affecting the City.

Assist in the collection of more than $1 Million Dollars of Building Permit fees and CodeEnforcement Liens.

The City Attorney provides legal advice in the areas of labor and personnel matters, real estate and realestate related matters, land use and zoning, legislation and related matters, Special Masters, CodeEnforcement, all police matters, construction and construction related issues, sunshine laws, publicrecords laws, conflict of interest issues and other ethical issues, the preparation and/or review of allcontracts, all litigation including forfeitures, employment matters, eminent domain and tort liability. TheCity Attorney is responsible for hiring all outside counsel. Outside counsel is utilized on a limited basis.The City Attorney handles and advocates the City’s position in any potential litigation and superviseslitigation and other legal matters that may be referred to outside counsel.

The acquisition of more than $30 Million Dollars worth of real property through purchase andeminent domain in support of the City's green space initiative.

The City Attorney attends all regular and special City Commission meetings, prepares and attends educational workshops for the City Commission; attends advisory board meeting as required by the Commission, attends Code Enforcement hearings, prepares/reviews ordinances and resolutions, reviews and drafts contracts and monitors County and State legislation as it affects the City.

Successfully defend the City in lawsuits relating to designation of property as historic and charteramendment process.

To revise Land Development Regulations to ensure compliance with new Growth Management Laws.

To assist in finalizing a Collective Bargaining Agreement with the Police Benevolent Association.

78


FY 10 ACTUAL


FY 11 PROJECTIONS

FY 12ADOPTED BUDGET

REVENUES


APPROPRIATIONS518,441$ 491,160$ 486,930$ 494,090$ 157,543 103,000 103,330 103,660


NET RESULTS (675,984)$ (594,160)$ (590,260)$ (597,750)$

$ 2,930

$ 660


ADOPTED0 10 10 10 1

TOTAL 0

1 1City Attorney

TOTAL FY 11 ADOPTED

1 1

The increase is attributed to the cellphone stipend provided to one staff member.

Executive Admin Assistant 1 1

CITY ATTORNEY'S OFFICE (514)

FULL TIME



The increase is primarily attributed to the increase in the City Attorney's contractual obligation and the health insurance benefits offset by the decrease in the required FRS contribution.

OPERATING EXPENSES

TITLE

PERSONAL SERVICES


Assistant City Attorney


4 4 4Legal Secretary 1 1

79




5120 REGULAR SALARIES $403,102 $372,850 $374,130 $373,8505210 PAYROLL TAXES 24,100 28,990 25,850 29,110 5220 RETIREMENT CONTRIBUTIONS 42,285 43,970 42,880 41,450 5230 HEALTH, DENTAL,&VISION INS 46,656 40,830 40,630 44,950 5235 LIFE, ADD, & LTD - 3,360 2,860 3,370 5240 WORKER'S COMPENSATION 2,267 1,160 580 1,360 5250 TEMPORARY STAFF 31 - - -


5318 OTHER LEGAL SERVICES 136,167 80,000 80,000 80,000 5401 AUTO ALLOWANCE/MILEAGE 5,819 6,000 6,000 6,000 5410 TELEPHONE - - 330 660 5511 SPECIAL SUPPLIES 422 1,500 1,500 1,500 5541 DUES, SUBS,& MEMBERSHIPS 2,309 3,500 3,500 3,500 5542 TRAVEL, CONF,& MEETINGS 6,888 6,000 6,000 6,000 5550 LEGAL RESEARCH 5,939 6,000 6,000 6,000




CITY ATTORNEY'S OFFICE (514)


OPERATING EXPENSES

PERSONAL SERVICES

80


BUILDING DEPARTMENT

Building Department

Building Department Manager

Paola Villa

High Rise / Project CoordinatorBrenda Long

Building Official (Int)Clay Parker

Chief ElectricalAlan Kramen

Electrical Inspector (Int)

James Truesdell

Chief MechanicalDavid Didona

Mechanical Inspector (Int)

Gerardo Guerrero

Building Plans Examiner

Jim Hill

Chief Plumbing Inspector (P/T)

John Cronin

Plumbing Inspector (Int)

Vacant

Permit & Licensing Clerk SupervisorTerrence Walker

Permit & Licensing Clerks (2)

Irina AkopyanDiana Tan-Jun

Assistant City Manager,Service Division

Vacant

Sr. Building InspectorJohn Hart

Structural Plans Examiner (P/T)

Syed Ashraf

Building Inspector (Int)

Eleazar Gadea

81


Programs/Services


·

·

FY 12 Objectives·

·

·

FY 2010 Actual

FY 2011 Target

FY 2011 Actual

FY 2012 Target

5,261 5,000 5,135 5,00012,146 10,000 12,546 10,0006,541 5,500 8,171 5,500

Revised the building permit application and other building department forms to make theapplication process easier for the customer and more efficient for staff.

BUILDING DEPARTMENT

The Building Department is dedicated in providing services for the protection of the health, safety, andwelfare of the citizens of Sunny Isles Beach and the general public, by educating and assisting the publicat large in understanding the regulations and requirements for building, renovating, or repairing anexisting structure. The Building Department issues permits and performs inspections to ascertaincompliance with the requirements of Federal, State, County, and Local Codes.

Building Department personnel provide front-line customer service for a number of issues ranging fromthe application of a permit for various trades to the issuance of the permits.

As authorized in the City of Sunny Isles Beach Code of Ordinances, the Building Department levies andcollects fees for the issuance of Building Permits within City limits. Any owner or contractor wishing torenovate, build or repair an existing structure must obtain the required building permit(s) prior to initiatingany work.

The Building Department staff, Inspectors and Chief Inspectors provide outside inspections to ascertaincompliance with the requirements of the Florida Building Code, State Codes and other regulations.

Permits IssuedInspections PerformedPlan Review Performed

Building Department

Published and distributed an information brochure that gives residents and customers detailedinformation about the Building Department and the permitting process in the City.

Streamlined and cross trained clerical and administrative staff allowing the department to eliminatea full-time staff position.

Improve coordination with Code Enforcement to ensure that violations for work performed without permit are properly identified in the department's permitting software for accurate assessment of

Scan all contractor registration information to reduce filing space and increase efficiency.

Improve customer awareness of permitting requirement by providing educational material and information via SIB Channel 77, community newspaper and citizen's workshops.


82


FY 10 ACTUAL


FY 11 PROJECTIONS

FY 12ADOPTED BUDGET

REVENUES1,835,229$ 1,589,500$ 1,740,000$ 1,598,500$

REVENUES TOTAL 1,835,229$ 1,589,500$ 1,740,000$ 1,598,500$

APPROPRIATIONS1,009,413$ 1,216,140$ 1,137,480$ 1,142,400$

7,797 48,500 42,815 456,100 - 15,000 15,000 -


NET RESULTS 818,019$ 309,860$ 544,705$ -$

$ 9,000

$ (73,740)

$ 407,600

$ (15,000)


ADOPTED0 10 10 10 20 10 11 11 34 41 20 0

TOTAL 7

Building Department

Permit & Licensing Clerk 3

Examiner 2Inspector

Building Official

331

High Rise Coordinator

1

1

1

1

17

20

01

18 10

1

11


Building Department Manager

Chief Inspector

Senior Plumbing Inspector 1

1Sr. Building Inspector

TITLETOTAL FY 11

ADOPTED

Permit & Lic Clerk Supervisor

FULL TIMEAsst City Manager-Services 1

1

0

2

BUILDING DEPARTMENT (515)

The decrease in capital outlay is based on needs of the department.

PERSONAL SERVICES

OPERATING EXPENSES

CAPITAL OUTLAY

As of FY 11/12, the Building Department is accounted for in its own Special Revenue fund and to representits entire cost of operations, there is a chargeback from the General Fund for its administrative support suchas Finance, Human Resources, Legal, Information Technology, etc. The increase is significantly attributedto the chargeback.

No material change to revenues.

PERSONAL SERVICES

REVENUES

The decrease is attributed to the elimination of one position and related benefits and the decrease in required FRS contributions offset by the increase in hours of the building official and some inspectors.

LICENSES & PERMITS

OPERATING EXPENSES


CAPITAL OUTLAY

83


14 BUILDING FUNDACTUAL ADOPTED ADOPTED


5120 REGULAR SALARIES $784,099 $878,190 $853,880 $868,7305140 OVERTIME - 5,000 200 5,000 5210 PAYROLL TAXES 58,776 68,240 64,240 67,460 5220 RETIREMENT CONTRIBUTIONS 69,662 105,300 86,910 63,480 5230 HEALTH, DENTAL,&VISION INS 86,100 106,870 106,340 87,000 5235 LIFE, ADD, & LTD - 6,100 5,190 5,830 5240 WORKER'S COMPENSATION 10,776 21,440 10,720 19,900 5250 TEMPORARY STAFF - 25,000 10,000 25,000

TOTAL PERSONAL SERVICES 1,009,413 1,216,140 1,137,480 1,142,400

OPERATING EXPENSES5313 ADMIN, CONS, & PLANNING 1,040 10,000 10,000 10,000 5395 ADMINISTRATIVE CHARGEBACK - - - 407,810 5401 AUTO ALLOWANCE/MILEAGE - 6,000 6,000 6,000 5410 TELEPHONE - - 1,020 2,040 5461A R&M VEHICLE - 5,500 5,500 5,500 5470 PRINTING - 4,000 4,000 4,000 5511 SPECIAL SUPPLIES 1,143 5,500 3,500 3,500 5521 UNIFORMS 1,801 5,000 2,500 2,500 5541 DUES, SUBS,& MEMBERSHIPS 1,854 4,500 4,295 4,500 5542 TRAVEL, CONF,& MEETINGS 646 4,000 3,000 7,250 5543 EDUCATION & TRAINING 1,313 4,000 3,000 3,000


CAPITAL OUTLAY5643 COMPUTER EQUIPMENT - 15,000 15,000 -

TOTAL CAPITAL OUTLAY - 15,000 15,000 -


Building Department


BUILDING DEPARTMENT (515)

PERSONAL SERVICES

84


No. of Positions

(A) Salary (B)-1 33,909$

Line Item

Recommended

Other Costs

Description Cost

Building Department

Benefits

-$ -$

15,951$ Title Benefits (C) A x (B + C)

Fringe Cost

(49,860)$ Permit Clerk

Department Name Division Name

(49,860)$ 515Building

FY12 PROGRAM MODIFICATION


New Personnel

Department Total Cost

Vacant Permit & Licensing Clerk position to be eliminated. Extra duties will be assumed by currentDepartment's administrative staff.

Required Resources

Justification

Title

Elimination of one (1) Permit & Licensing Clerk Position

85


CITY CLERK'S OFFICE

City Clerk's Office

City ClerkJane Hines

Administrative Coordinator I

Luz Rey

Assistant City ClerkMauricio Betancur

87


Programs/Services


·

FY 12 Objectives

·

·

·FY 2010 Actual

FY 2011 Target

FY 2011 Actual

FY 2012 Target

95% 90% 100% 90%87% 90% 90% 90%100% 100% 100% 100%

CITY CLERK'S OFFICE

City Clerk's Office

Percentage of time resolutions are typed and proofread

The Office of the City Clerk serves as secretary to the municipal government. This department alsoserves as custodian of the City seal, minutes, deeds, contracts and archival records. The City Clerkadministers the oath of office to City elected and appointed officials as well as coordinate all municipaland special elections held by the City.

Processed close to approximately 400 public records requests. By using Laserfiche electronicstorage system, the amount of time for research and allowing information to be emailed to therequestor has been reduced.

The Office of the City Clerk also schedules Code Enforcement Hearings and provides administrativeassistance to Special Master, serves as Clerk for all City Boards and Committees, publishes anddistributes public notices and legal advertisings as required by law, responds to Public Records Requestsby disseminating information to requesters.

Percentage of time agenda is completedPercentage of items are uploaded to agenda system

As secretary to the governing body, the Clerk assists in the preparation of the agenda, records theminutes of all Commission Meetings and preserves all documentation of the City Commission's actions.Ordinances and Resolutions enacted by City Commission are permanently archived by the City Clerk.This department coordinates the codification and distribution of supplemental updates of the City Charter,Code of Ordinances and Land Development Code.

Continue training and education in City Clerk related programs including Florida law.

Obtained a new vendor, Municipal Code Corporation, for Supplementation Services of the City'sCode of Ordinances as it is a local entity used by most of the municipalities in the State of Florida.It provides faster service, it is more user friendly, and the hyperlinks are easier for the public toaccess.


Continue to automate functions to realize efficiencies in the workplace such as streamline theagenda system making it more efficient and faster.

Assist the Departments in evaluating inactive City records in storage and determine how manyboxes are eligible for destruction. The goal of the Records Management and Retention Project isto create space in which newer records are stored at the same or lesser pace than the destructionof eligible records.

88


FY 10 ACTUAL


FY 11 PROJECTIONS

FY 12ADOPTED BUDGET

REVENUES


APPROPRIATIONS222,835$ 226,450$ 218,730$ 220,510$ 33,718 66,200 98,100 42,950


NET RESULTS (256,554)$ (292,650)$ (316,830)$ (263,460)$

$ (5,940)

$ (23,250)


ADOPTED0 10 10 1

TOTAL 0

CITY CLERK'S OFFICE (516)

PERSONAL SERVICES

FULL TIME

OPERATING EXPENSES

PERSONAL SERVICES

TOTAL FY 11 ADOPTED

OPERATING EXPENSES

The decrease is primarily attributed to the reduction in the required FRS contribution.

The decrease is primarily attributed to no election planned for this fiscal year. A nominal amount was budgeted in the event of a special election.


11 1

City Clerk's Office

3 3Administrative Coordinator I

3

Assistant City Clerk 11City Clerk

TITLE1


89




5120 REGULAR SALARIES $166,462 $162,710 $158,740 $162,1105140 OVERTIME 787 2,000 540 2,000 5210 PAYROLL TAXES 12,573 12,600 12,750 12,560 5220 RETIREMENT CONTRIBUTIONS 17,225 19,090 17,280 15,170 5230 HEALTH, DENTAL,&VISION INS 25,537 28,140 28,000 26,760 5235 LIFE, ADD, & LTD - 1,300 1,110 1,310 5240 WORKER'S COMPENSATION 252 610 310 600


OPERATING EXPENSES5318 OTHER LEGAL SERVICES $585 $1,200 $700 $1,0005470 PRINTING - - 200 200 5475 ORDINANCE CODIFICATION 6,865 10,000 7,500 8,000 5480 ADVERTISING 21,612 20,000 20,000 20,000 5511 SPECIAL SUPPLIES 1,066 3,000 1,200 1,000 5540 ELECTION EXPENSES - 25,000 62,000 6,000 5541 DUES, SUBS,& MEMBERSHIPS 350 1,000 500 750 5542 TRAVEL, CONF,& MEETINGS 3,020 3,000 3,000 3,000 5543 EDUCATION & TRAINING 220 3,000 3,000 3,000



City Clerk's Office

PERSONAL SERVICES


CITY CLERK'S OFFICE (516)

90


HUMAN RESOURCES

Human Resources

Office Assistant (3)David Blanco

Elwanda Contreras (P/T)Lorraine Tunon (P/T)

Administrative Assistant (2)

Anice PaulIvonne Weiner

HR/Benefits AdministratorYael Londono

Assistant to the City Manager

Priscilla Walker

91


Programs/Services


·

·

FY 12 Objectives·

·

·

FY 2010 Actual

FY 2011 Target

FY 2011 Actual

FY 2012 Target

100% 100% 99% 100%

45 30 30 30100% 100% 100% 100%

Implemented Driver Monitoring Program for City employees required to maintain valid driverslicense

HUMAN RESOURCES

The Human Resources Office provides services to City employees and the public. The department iscomposed of three areas: Personnel, Risk Management, and Support Services.

Personnel functions in an advisory capacity to all City departments with regards to employee relations,investigations, and the resolution of employee or citizen complaints. Personnel is responsible forrecruitment and selection, examination, compensation, benefits, training, job classification, Title VII of theCivil Rights Act of 1964 (Equal Employment/Affirmative Action/ADA) compliance, personnel records andother related employee services to ensure compliance with Federal, State, and City employment laws,polices, and procedures.

Risk Management manages all safety programs, employment-related medical procedures, andunemployment claims. In addition, Risk Management is responsible for all facets of the City’s property,liability, auto, and workers' compensation insurance programs. Risk Management reviews and ensuresthat the City maintains adequate insurance coverage against accidental or unforeseen circumstances;processes insurance claims, assists insurance carriers in investigating claims, and oversees the annualinsurance renewal process.

Support Services provides customer service to residents and visitors of the Government Center. PublicResources manages the Senior Helper Program, citizen services, centralized mail services, and Title VI ofthe Civil Rights Act of 1964 (Equal Opportunity/Affirmative Action/ADA) coordinator for the City.

Average number of days to recruit and screen for regular appointment

Human Resources

Began Level II Background screening through Department of Children and Families

Implemented NeoGov on-line application processing and tracking system

Percent of personnel file audits completed in 30 days

Provide opportunities for employee interaction, training, and career development

Maintain a salary and benefits program to attract and retain the most qualified employees.

Promote a work environment that is safe, healthy, and reflects the City's commitment to fairnessand equality in the workplace.

Performance MeasuresPercentage of new hires/promotions completing 6 month probation period

92


FY 10 ACTUAL


FY 11 PROJECTIONS

FY 12ADOPTED BUDGET

REVENUES


APPROPRIATIONS250,484$ 754,960$ 712,880$ 721,460$ 763,024 105,450 91,560 100,830

APPROPRIATIONS TOTAL 1,013,508$ 860,410$ 804,440$ 822,290$

NET RESULTS (1,013,508)$ (860,410)$ (804,440)$ (822,290)$

$ (33,500)

$ (4,620)


ADOPTED0 10 12 30 20 0

TOTAL 2

Human Resources Office

Intern

Assistant to the City Manager

Administrative Assistant

71 0

2 1

7 5

2 2Office Assistant

1

HUMAN RESOURCES (518)


TITLETOTAL FY 11

ADOPTED FULL TIME

PERSONAL SERVICES

OPERATING EXPENSES

The decrease is primarily attributed to the change in staff and the decrease in the required FRS contributions.

OPERATING EXPENSES


PERSONAL SERVICES

The decrease is attributed to reductions to various accounts including the special supplies account and the employee assistance program account.

HR/Benefits Administrator 1 11

93




5120 REGULAR SALARIES $51,610 $278,310 $263,110 $264,0105125 MERIT AWARD PROGRAM 160,700 320,000 307,510 320,000 5140 OVERTIME 834 3,000 3,000 1,000 5210 PAYROLL TAXES 4,848 47,530 44,220 46,390 5220 RETIREMENT CONTRIBUTIONS 5,442 34,200 28,820 25,720 5230 HEALTH, DENTAL,&VISION INS 8,872 48,630 43,800 41,090 5235 LIFE, ADD, & LTD - 2,180 1,860 2,190 5240 WORKER'S COMPENSATION 395 1,110 560 1,060 5250 TEMPORARY STAFF 17,783 20,000 20,000 20,000


OPERATING EXPENSES5316 MEDICAL/BKGD VERIFICATION $18,755 $14,350 $13,000 $15,6605317 PROFESSIONAL SERVICES 89,521 20,000 10,000 20,000 5410 TELEPHONE - - 660 1,320 5450 INSURANCE 593,301 - - - 5480 ADVERTISING 14,285 5,000 5,500 5,500 5490 DONATIONS 363 1,000 400 500 5511 SPECIAL SUPPLIES 6,088 7,820 7,000 4,450 5513 EMPLOYEE ASSISTANCE PROG - 5,000 1,000 1,000 5516 EMPLOYEE RECOGNITION PROG 10,937 16,710 22,000 20,000 5541 DUES, SUBS,& MEMBERSHIPS 625 2,070 1,500 1,400 5542 TRAVEL, CONF,& MEETINGS 2,637 4,000 2,000 4,000 5543 EDUCATION & TRAINING 1,012 4,000 3,500 2,000 5544 EDUCATION REIMBURSEMENT 25,500 25,500 25,000 25,000


TOTAL EXPENDITURES $1,013,508 $860,410 $804,440 $822,290


HUMAN RESOURCES (518)

Human Resources

PERSONAL SERVICES

94


10 GENERAL FUNDACTUAL BUDGET PROJECTED BUDGET

EXPENDITURE ALLOCATION EXPENDITURE ALLOCATIONFY10 FY11 FY11 FY12

5255 UNEMPLOYMENT - 32,000 17,000 12,000 5451 PROPERTY DAMAGE - 30,000 10,000 20,000 5452 COBRA - - 15,000 5,000 5453 AUTO DAMAGE - 20,300 20,300 20,000 5454 W/C DEDUCTIBLES - - 7,000 8,000 5457 AUTO LIABILITY PREMIUMS - 80,265 80,000 80,000 5458 PROPERTY PREMIUMS - 256,205 300,000 393,000 5459 GENERAL LIABILITY PREMIUMS - 146,710 145,000 145,000

TOTAL OPERATING EXPENSES - 565,480 594,300 683,000

TOTAL EXPENDITURES $0 $565,480 $594,300 $683,000

City of Sunny Isles Beach, FL

Risk Management

RISK MANAGEMENT (533)

OPERATING EXPENSES

95


POLICE DEPARTMENT

Police Department

Chief of Police

Captain Operations Division



Captain Administrative Division

Officers (18)5-Day A4-Day B

4-Night A5-Night B

Officers (3)1-Day B

1-Night A1-DARE/SLO

Sergeant (5) 1-Day A1-Day B

1-Midnight A1-Midnight B

1-Marine Patrol

Corporal (4)1-Day A1-Day B

1-Midnight A1-Midnight B

Motor Unit Sergeant (1)

Motor Unit Officers (3)

Criminal Investigation

Unit (2)1-Lietutenant

1-Master Sergeant

Detectives (5)

Evidence Specialist / Quartermaster

Sergeant S.O.PProfessional Compliance

OCDETF

Police Training / Fleet Coordinator

Corporal

Police Communications

Officer (8)

Administrative Coordinator & Police Records

Police RecordsTechnician

Special EnforcementUnit (2)

1-Sergeant (TBA)1-Officer (TBA)

97


Programs/Services

FY 11 Highlights and Accomplishments·

·

·

FY 12 Objectives·

·

·

FY 2010 Actual

FY 2011 Target

FY 2011 Actual

FY 2012 Target

659 701 716 N/A122 118 112 N/A188 198 210 N/A

25,074 22,622 23,130 N/A

POLICE DEPARTMENT

The Police Administrative Division secured a grant for $200,000, from the Federal Government tosupplement costs for police equipment, updating existing programs and funding crime preventionprograms.

The police department completed the purchase of heart defibrillators (A.E.D.) for every swornofficer, insuring immediate propensity for saving a victim of heart attack.

Production and start of our first radio station broadcasting city information and related news forSunny Isles Beach. This effort keeps residents and tourists informed while passing through orresiding in our city (1120 AM).

To provide enhanced security, protection for commission and city officials during public venues bymeans of an electronic metal detector for weapons, functional as a screening device at all meetingsand major events.

The public initially comes into contact with the Uniform Patrol Division. This division provides the first lineof defense and response by the police department. Our agency is extremely proud of the fact that theaverage response time on calls for emergency service is under 2 minutes. We do not hold calls no matterhow trivial or routine they may appear. Quick response has been a direct contributing factor inapprehension of criminals during in-progress crimes which subsequently have greatly reduced both majorand minor crimes initiatives within our city.

The initial call for service and filing of a police report is only the beginning of the investigative process. Acomplete and professional follow up by investigators assigned to the detective bureau in the InvestigativeDivision is the backbone for the criminal investigative process.

The Administrative Division has been able to maintain the desired level of personnel in spite of attritionfrom retirement or departures, to insure quality, timely professional response to calls for service.

Police Department

Calls for Service (Events Handled)


Traffic Crashes

The Sunny Isles Beach Police Department provides police services through the Uniform Patrol,Investigative and Administrative divisions of the Police Department.

Implementation of "tag readers" both fixed and mobile, that allow police to scan and monitor andread vehicles entering and passing through our city that may alert us to criminals and criminalbehavior and open warrants by occupants of that vehicle, by reading the tag number.

Procurement and Installation of Security cameras and monitors in public parks, governmentproperties and additional areas to enhance and provide safety and security of residents/visitors.

Arrests (Felony)Arrests (Misdemeanor)

98


FY 10 ACTUAL


FY 11 PROJECTIONS

FY 12ADOPTED BUDGET

REVENUES98,381$ 116,000$ 64,000$ 105,000$ 53,566 62,500 42,000 60,000

150,211 30,000 - - - - 200,000 -

4,480 4,000 3,000 3,000 REVENUES TOTAL 306,637$ 212,500$ 309,000$ 168,000$

APPROPRIATIONS5,664,298$ 6,178,400$ 5,869,420$ 5,985,180$

446,263 424,550 388,685 487,830 - - 200,000 -


NET RESULTS (5,803,924)$ (6,390,450)$ (6,149,105)$ (6,305,010)$

$ (44,500)

$ (193,220)

$ 63,280


ADOPTED0 10 20 10 10 50 80 50 250 80 20 10 10 1

TOTAL 0

GRANT REVENUES

1

5

5

Communications Officer

8

88

5

25

112

25

1 1

61 61 611 1

1

8

1 1

1 12

TOTAL FY 11 ADOPTED



FULL TIMETITLE

Police Department

REVENUES

PERSONAL SERVICES

OPERATING EXPENSES

The increase is significantly attributed to the professional service fees associated with the sworn officers becoming a union.

The decrease is significantly attributed to the cease of the red light camera program and the decrease in issuance/collection of traffic violations.

The decrease is attributed to the decrease in the required FRS contribution offset by the increase in base salaries as a result of step increases and the decreases in the budget of overtime, comp time and worker's compensation to reflect actual expenditures.

Police Evidence Specialist

Police Corporal

5

2

Chief of Police

Administrative Coordinator

Police Sergeant

Police Records Technician

POLICE DEPARTMENT (521)

Lieutenant


Police Captain

Master Sergeant

DetectivesPolice Officer

COURT FINES

FFLETF/TRAINING


SPECIAL DUTYRED LIGHT CAMERA

2

CAPITAL OUTLAY

99




5120 REGULAR SALARIES $3,490,844 $3,607,680 $3,598,050 $3,707,9105140 OVERTIME 279,491 343,810 255,930 311,000 5141 HOLIDAY WORKED 129,635 141,570 125,000 148,720 5142 SPECIAL DUTY PAY 46,217 50,000 35,000 50,000 5143 COMP TIME 18,717 60,000 20,000 30,000 5150 EDUCATION INCENTIVE 39,300 43,980 41,190 49,180 5210 FICA PAYROLL TAXES 284,775 330,490 277,190 325,040 5220 RETIREMENT CONTRIBUTIONS 830,957 882,510 868,290 748,990 5230 HEALTH, DENTAL,&VISION INS 477,046 556,290 553,510 505,470 5235 LIFE, ADD, & LTD - 28,530 24,260 28,870 5240 WORKER'S COMPENSATION 67,315 133,540 70,000 80,000 5250 TEMPORARY STAFF - - 1,000 -


OPERATING EXPENSES5317 PROF SVCS 290,658 110,000 190,000 160,000 5350 INVESTIGATION 8,024 16,000 10,500 16,000 5410 TELEPHONE - 1,200 2,640 5,280 5441 EQUIPMENT RENTAL 19,887 52,600 28,070 55,100 5461D R&M VEHICLE - 75,000 42,000 75,000 5462 R&M EQUIPMENT 461 1,000 675 1,000 5465 R&M RADIO & RADAR MAINT. 8,350 13,700 7,100 16,000 5511 SPECIAL SUPPLIES 34,883 37,090 28,500 37,090 5521 UNIFORMS & ACCESSORIES 38,201 38,730 29,500 38,730 5522 UNIFORM MAINTENANCE 15,295 18,400 10,500 18,400 5526 AMMO & WEAPONRY 13,894 36,330 23,500 38,730 5541 DUES, SUBS,& MEMBERSHIPS 3,200 4,500 3,500 6,500 5542 TRAVEL, CONF,& MEETINGS 3,357 7,000 5,000 7,000 5543 EDUCATION & TRAINING 5,895 13,000 7,200 13,000 5579 BYRNE GRANT 4,159 - - -


5641 EQUIPMENT - - 200,000 - TOTAL CAPITAL OUTLAY - - 200,000 -

TOTAL EXPENDITURES 6,110,561 6,602,950 6,458,105 6,473,010

Police Department


POLICE DEPARTMENT (521)

CAPITAL OUTLAY

PERSONAL SERVICES

100



Community Development

Community DevelopmentManager

Helena Forbes

Licensing & Parking Enforcement

Officer Franklin English

Administrative Coordinator I

Claudia Hasbun

Student Intern (P/T)Desiree Liguori

Permit & Licensing Clerk (2)

Yasminia EssabbaYelena Vinokur

Parking Enforcement Officer

Jony Lugo

Code & Parking Enforcement

Officer (3)Brayan Pagan

Gustavo Caracas John Rohe

Assistant City Manager,Service Division

Vacant

101


Programs/Services


·

·

FY 12 Objectives·

·

·

FY 2010 Actual

FY 2011 Target

FY 2011 Actual

FY 2012 Target

20 bus/days 15bus/days 25 days 20 bus/days48 hours 48 hours 60 hours 48 hours

30 20 25 20


The Community Development Department provides an array of services through the Planning & Zoning,Code Enforcement, Licensing, and Parking Divisions with the implementation and management ofpolicies, programs, regulations, and services to ensure the health, safety, and welfare of citizens, visitors,and the business community.

The Planning & Zoning Division promotes the efficient and orderly development of private properties andencourages the growth of the City according to the Comprehensive Land Use Plan.

Actively interacted with the Building Department to expeditiously assist City residents

Positively influenced the growth of the City's business community by providing high quality,professional, and courteous service to business owners

The mission of the Code Enforcement Division is to preserve the community's quality of life by effectivelyinterpreting and enforcing City ordinances through research and data collection, and the implementationof enforcement process to achieve compliance.

The mission of the Parking Enforcement Division is to ensure traffic safety by mitigating traffic congestionand to promote parking access throughout the City by enforcing parking regulations.

Ensured and enhanced the City's aesthetics through effective enforcment of City Codes.

To responsibly serve citizens by ensuring their rights to achieve justice are protected.

The department also regulates and coordinates the issuance of Local Business Tax Receipts andCertificates of Use for businesses operating within City limits and processes permits for Special Events,Alarm Registrations, Lien Search Letters, Parking, and Lane Closures, among others.


To increase staff competence and professionalism through career development and training.

To proactively pursue opportunities to work in partnership with the community.

Performance MeasuresResponse time to Local Business Tax ProcessCode Enforcement Complaints response timeVoided Parking Citations

102


FY 10 ACTUAL


FY 11 PROJECTIONS

FY 12ADOPTED BUDGET

REVENUES103,540$ 100,000$ 40,000$ 60,000$ 213,184 170,000 190,000 190,000 29,898 28,000 21,000 21,000 32,804 35,000 32,000 32,000 19,378 15,000 35,000 25,000 82,291 50,000 110,000 80,000

REVENUES TOTAL 481,097$ 398,000$ 428,000$ 408,000$

APPROPRIATIONS356,529$ 379,630$ 382,000$ 375,760$ 15,523 81,000 72,140 40,260

CAPITAL OUTLAY - 30,000 30,000 - APPROPRIATIONS TOTAL 372,052$ 490,630$ 484,140$ 416,020$

NET RESULTS 109,044$ (92,630)$ (56,140)$ (8,020)$

$ 10,000

$ (3,870)

$ (40,740)

$ (30,000)


ADOPTED0 1

Administrative Coordinator I 0 10 21 10 3

TOTAL 1

ZONING HEARINGS/PLAN REV

SPECIAL EVENTS PERMIT

1 1FULL TIMETITLE

The decrease is significantly attributed to the ending of a specific consulting service contract offset by the requirement to revise the City's Comprehensive Plan.

PERSONAL SERVICES

The increase is significantly attributed to the increase in Business Taxes and other fees offset by the decrease in code enforcement citations.


COMMUNITY DEVELOPMENT (524)

OPERATING EXPENSES

CAPITAL OUTLAY

Community Development Mgr

The decrease is attributed to the decrease in the required FRS contributions and health insurance subsidies offset by the increase in overtime.

CERTIFICATES OF USE

REVENUES

TOTAL FY 11 ADOPTED

CODE ENFORCMNT CITATIONS


The decrease in capital outlay is based on needs of the department. There are no capital outlay requirements this year.

BUSINESS TAX

OTHER FEES


Parking Enforcement Officer I


8 7 8

1 03 3

Student InternPermit & Licensing Clerk 2 2

1 1

103




5120 REGULAR SALARIES $257,462 $257,200 $261,030 $257,7205140 OVERTIME 561 - - 5,000 5210 FICA PAYROLL TAXES 20,864 20,200 22,450 20,610 5220 RETIREMENT CONTRIBUTIONS 27,249 28,720 27,970 20,020 5230 HEALTH, DENTAL,&VISION INS 42,309 60,500 60,200 54,140 5235 LIFE, ADD, & LTD - 2,070 1,760 2,070 5240 WORKER'S COMPENSATION 1,986 4,700 2,350 9,960 5250 TEMPORARY STAFF 6,099 6,240 6,240 6,240


OPERATING EXPENSES5313 ADMIN, CONS, & PLANNING 1,200 - - 10,000 5315 SPECIAL MASTER 5,575 3,000 2,700 2,700 5317 PROFESSIONAL SERVICES - 52,000 44,560 - 5335 VOLUNTEER CAT PROGRAM 3,770 10,000 10,000 10,000 5410 TELEPHONE - - 180 360 5461C R&M VEHICLE - 7,500 7,500 7,500 5511 SPECIAL SUPPLIES 1,373 2,000 2,000 1,000 5470 PRINTING - - 3,500 5521 UNIFORM & ACCESSORIES 885 1,000 1,000 1,000 5541 DUES, SUBS,& MEMBERSHIPS 638 1,500 700 700 5542 TRAVEL, CONF,& MEETINGS - 2,000 1,500 1,500 5543 EDUCATION & TRAINING 2,082 2,000 2,000 2,000


CAPITAL OUTLAY5643 COMPUTER EQUIPMENT - 30,000 30,000 -




COMMUNITY DEVELOPMENT (524)


PERSONAL SERVICES

104


FY 10 ACTUAL


FY 11 PROJECTIONS

FY 12ADOPTED BUDGET

REVENUES586,665$ 637,270$ 591,660$ 707,280$ 59,619 55,000 54,000 55,000

REVENUES TOTAL 646,284$ 692,270$ 645,660$ 762,280$

APPROPRIATIONS132,996$ 146,910$ 146,180$ 106,990$ 86,877 159,900 145,658 323,500


NET RESULTS 426,412$ 385,460$ 353,822$ 331,790$

$ 70,010

$ (39,920)

$ 163,600


ADOPTED

0 10 10 0

TOTAL 0

The increase is primarily attributed to a full year usage of the Heritage Park garage and minor increases in other parking lots above the decrease that will be experienced in the closure of the Pier Park parking lot as a result of Pier construction.

22

FULL TIME

0

The increase is significantly attributed to the addition of the Heritage Park garage and the contractualobligation to provide a 40% share of gross revenues to FDOT for revenues earned on FDOT property underthe William Lehman Causeway.

Parking

3Maintenance Worker I 1

License & Parking Enforcement Officer I 1 1

PARKING (525)

Parking Enforcement Officer 1 1

PARKING FEES


PARKING FINES


PERSONAL SERVICES

REVENUES

PERSONAL SERVICES

OPERATING EXPENSES

TITLE

The decrease is significantly attributed to reallocating one position to the Streets department to reflect proper funding source offset by an increase in temporary personnel for assistance during long holiday weekends.

TOTAL FY 11 ADOPTED

OPERATING EXPENSES

105




5120 REGULAR SALARIES $93,204 $92,420 $95,330 $64,9205140 OVERTIME 1,350 5,000 1,510 5,000 5210 FICA PAYROLL TAXES 7,409 7,460 8,340 5,350 5220 RETIREMENT CONTRIBUTIONS 10,013 10,900 10,150 4,610 5230 HEALTH, DENTAL,&VISION INS 18,541 26,300 26,170 16,080 5235 LIFE, ADD, & LTD - 740 630 520 5240 WORKER'S COMPENSATION 1,984 4,090 2,050 2,510 5250 TEMPORARY STAFF 495 - 2,000 8,000


OPERATING EXPENSES5348 LANDSCAPE - 10,000 2,000 2,000 5349 PARKING METER SERVICES - - 4,500 8,000 5410 TELEPHONE - - 4,500 8,000 5432 ELECTRICITY 3,173 25,000 12,000 61,000 5442 RENTAL PROPERTY - 8,900 25,158 84,400 5450 INSURANCE - - - 44,000 5462 R&M EQUIPMENT 6,447 19,000 4,000 8,000 5463 R&M BUILDING - - - 5,000 5464 R&M GROUND 580 5,000 500 500 5492 BANK CHARGES 6,704 9,000 9,000 15,000 5495 PROPERTY TAXES 69,913 80,000 80,000 80,000 5511 SPECIAL SUPPLIES 60 3,000 4,000 7,600



Parking


PARKING (525)

PERSONAL SERVICES

106


Public Works

PUBLIC WORKS

Public Works DirectorGiovanni Batista

Maintenance Foreman – FleetRay Sellars

Maintenance Worker I (2) Guillermo Betancur

Kermit Johnson

Maintenance Worker I (4)Marisol Andino

Humberto Martinez Sr.Mario Matos

Henry Wellons

Administrative AssistantMarlen Martell

Acting Public Works Manager

Robert Williamson(Maintenance Foreman)

Maintenance Foreman - Streets Anthony Payne

Maintenance Foreman – ParksDonald Lee Drake

Maintenance Foreman – ConstructionMichael Fiorey

Maintenance Foreman – Facilities

Victor Mercedes

Maintenance Worker IVacant (I)

Maintenance Worker I (4)Nicasio AlfaroJoel BarreiroJose Estrada

Vacant (1)

107


Programs/Services

FY 11 Highlights & Accomplishments· Completed the design, planning, and construction of the Town Center Skate Park project.

· Completed the design, planning, and construction of the Heritage Park and Garage project.

FY 12 Objectives· Continue to maintain and improve the condition of landscaping on all City maintained properties.

·

· Continue in project planning and construction management of City Capital Projects.

Public Works

The Public Works Department provides reliable and effective physical environment service to the visitorsand residents of the City of Sunny Isles Beach in the areas of construction, fleet maintenance, streetmaintenance including stormwater maintenance services within the City's rights of way, facilitiesmaintenance, parks maintenance, and engineering/project management. These services seek toenhance the high quality of life for the City's residents, businesses and visitors by providing well planned,environmentally sensitive, cost effective methods to promote public health, personal safety,transportation, economic growth and civic vitality.

The Public Works Department also responds to and aids other City departments in the recovery fromsevere storms and other emergencies.

PUBLIC WORKS ADMINISTRATION

Plan and complete the construction of the Intracoastal Park system.

108


FY 10 ACTUAL


FY 11 PROJECTIONS

FY 12ADOPTED BUDGET

REVENUES7,053$ 7,050$ -$ -$

REVENUES TOTAL 7,053$ 7,050$ -$ -$

APPROPRIATIONS800,901$ 966,930$ 899,250$ 987,360$

1,903,056 1,999,800 2,027,300 2,321,180 CAPITAL OUTLAY - 431,700 431,700 352,000


NET RESULTS (2,696,904)$ (3,391,380)$ (3,358,250)$ (3,660,540)$

$ (7,050)

$ 20,430

$ 321,380

$ (79,700)


ADOPTED0 10 60 1010

TOTAL 0

The decrease in revenue is attributed to not having an executed agreement with FDOT for medianmaintenance.

PUBLIC WORKS COMBINED-FOR PRESENTATION ONLY

Public Works

15 17 17Maintenance Worker I 8 10


FULL TIME

6

CAPITAL OUTLAY

The increase is significantly attributed to the increase in fuel costs, road repairs and to ensure propermaintenance to aging City parks and facilities offset by a decrease in professional services. In addition,the materials to build three lifeguard stations are included and the maintenance of the Intracoastal Parkand Bella Vista Park.

The decrease in capital outlay is based on needs of the department. Vehicle replacements for the 10vehicles and one Lifeguard ATV has been approved.

TITLE

FDOT MAINTENANCE


REVENUES


Maintenance Foreman

TOTAL FY 11 ADOPTED

OPERATING EXPENSES

PERSONAL SERVICES

Public Works Director 1

The increase is contributed to the reclassification of two positions (one from Parking and one fromTransportation) to the Streets Division offset by the decrease in the required FRS contribution.

16

109




5120 REGULAR SALARIES $545,082 $634,070 $600,220 $686,7605140 OVERTIME 24,580 25,000 17,550 25,000 5210 FICA PAYROLL TAXES 43,021 50,900 48,550 54,960 5220 RETIREMENT CONTRIBUTIONS 68,897 81,880 70,770 47,280 5230 HEALTH, DENTAL,&VISION INS 100,327 139,400 138,710 144,460 5235 LIFE, ADD, & LTD - 4,050 3,450 5,170 5240 WORKER'S COMPENSATION 18,995 31,630 20,000 23,730


5317 PROFESSIONAL SERVICE 126,877 55,000 128,770 10,000 5341 JANITORIAL-CONTRACT 60,892 65,000 61,000 61,000 5341B JANITORIAL SUPPLIES 3,127 5,000 4,000 4,700 5344 HURRICANE PREPARATION - 10,000 - 10,000 5348 LANDSCAPE MAINTENANCE 587,907 760,000 680,000 510,000 5401 ALLOWANCE/MILEAGE 678 9,000 6,000 7,000 5410 TELEPHONE - - 330 660 5430 ELECTRICITY & WATER 20,298 - - - 5431 STREET LIGHTING 7,827 - - - 5432 ELECTRICITY 225,735 250,000 260,000 288,000 5433 WATER 178,483 190,000 230,000 329,000 5442 RENTAL PROPERTY - - - 15,000 5441 EQUIPMENT RENTAL 7,717 8,000 8,000 6,000 5455 SOLID WASTE 57,910 95,000 50,000 50,000 5461 R&M VEHICLES 14,160 30,000 30,000 30,000 5461A R&M VEHICLE BUILDING 4,231 - - - 5461B R&M VEHICLE CHS 26,325 - - - 5461C R&M VEHICLE COM DEV 10,865 - - - 5461D R&M VEHICLE POLICE DEPT 73,835 - - - 5462 R&M EQUIPMENT 2,150 10,000 20,000 36,100 5463 R&M BUILDING 147,666 132,000 160,000 224,000 5464 R&M GROUND 100,108 100,000 120,000 334,000 5511 SPECIAL SUPPLIES 5,213 15,000 7,700 15,000 5521 UNIFORM & ACCESSORIES 13,747 15,000 10,000 16,000 5523 GAS - PUBLIC WORKS 38,588 38,000 38,000 54,720 5523A GAS - BUILDING 12,706 15,000 15,000 16,200 5523B GAS - OCEAN RESCUE 16,444 15,000 15,000 16,200 5523C GAS - COM DEVELOPMENT 10,676 12,000 12,000 19,440 5523D GAS - POLICE 129,823 130,000 130,000 164,360 5524 TIRES 11,475 21,000 21,000 30,000 5525 MINOR TOOLS & EQUIPMENT 5,676 10,000 7,000 10,000 5527 BANNERS - - - 14,000 5541 DUES, SUBS,& MEMBERSHIPS 270 2,800 1,500 2,800 5542 TRAVEL, CONF,& MEETINGS 1,561 2,000 1,000 2,000 5543 EDUCATION & TRAINING 84 5,000 1,000 5,000 5588 ROAD REPAIRS - - 10,000 40,000

TOTAL OPERATING EXPENSES 1,903,056 1,999,800 2,027,300 2,321,180

5642 VEHICLES - 416,000 416,000 352,000 5643 MACHINERY AND EQUIPMENT - 15,700 15,700 -

TOTAL CAPITAL OUTLAY - 431,700 431,700 352,000

TOTAL EXPENDITURES 2,703,957 3,398,430 3,358,250 3,660,540

Public Works


PUBLIC WORKS COMBINED-FOR PRESENTATION ONLY

PERSONAL SERVICES

OPERATING EXPENSES

CAPITAL OUTLAY

110




5120 REGULAR SALARIES $545,082 $634,070 $600,2205140 OVERTIME 24,580 25,000 17,550 5210 FICA PAYROLL TAXES 43,021 50,900 48,550 5220 RETIREMENT CONTRIBUTIONS 68,897 81,880 70,770 5230 HEALTH, DENTAL,&VISION INS 100,327 139,400 138,710 5235 LIFE, ADD, & LTD - 4,050 3,450 5240 WORKER'S COMPENSATION 18,995 31,630 20,000 5250 TEMPORARY STAFF - - - -

TOTAL PERSONAL SERVICES 800,901 966,930 899,250 -

5317 PROFESSIONAL SERVICE 126,877 55,000 128,770 5341 JANITOR SERVICE 60,892 65,000 61,000 5341B JANITOR PUBLIC WORKS 3,127 5,000 4,000 5344 HURRICANE PREPARATION - 10,000 - 5348 LANDSCAPE MAINTENANCE 587,907 760,000 680,000 5401 ALLOWANCE/MILEAGE 678 9,000 6,000 5410 TELEPHONE - - 330 5430 ELECTRICITY & WATER 20,298 - - 5431 STREET LIGHTING 7,827 - - 5432 ELECTRICITY 225,735 250,000 260,000 5433 WATER 178,483 190,000 230,000 5441 EQUIPMENT RENTAL 7,717 8,000 8,000 5455 SOLID WASTE 57,910 95,000 50,000 5461 R&M VEHICLES 14,160 30,000 30,000 5461A R&M VEHICLE BUILDING 4,231 - - 5461B R&M VEHICLE CHS 26,325 - - 5461C R&M VEHICLE COM DEV 10,865 - - 5461D R&M VEHICLE POLICE DEPT 73,835 - - 5462 R&M EQUIPMENT 2,150 10,000 20,000 5463 R&M BUILDING 147,666 132,000 160,000 5464 R&M GROUND 100,108 100,000 120,000 5511 SPECIAL SUPPLIES 5,213 15,000 7,700 5521 UNIFORM & ACCESSORIES 13,747 15,000 10,000 5523 GAS - PUBLIC WORKS 38,588 38,000 38,000 5523A GAS - BUILDING 12,706 15,000 15,000 5523B GAS - OCEAN RESCUE 16,444 15,000 15,000 5523C GAS - COM DEVELOPMENT 10,676 12,000 12,000 5523D GAS - POLICE 129,823 130,000 130,000 5524 TIRES 11,475 21,000 21,000 5525 MINOR TOOLS & EQUIPMENT 5,676 10,000 7,000 5541 DUES, SUBS,& MEMBERSHIPS 270 2,800 1,500 5542 TRAVEL, CONF,& MEETINGS 1,561 2,000 1,000 5543 EDUCATION & TRAINING 84 5,000 1,000 5588 ROAD REPAIRS - - 10,000

TOTAL OPERATING EXPENSES 1,903,056 1,999,800 2,027,300 -

5642 VEHICLES - 416,000 416,000 5643 MACHINERY AND EQUIPMENT - 15,700 15,700


TOTAL EXPENDITURES 2,703,957 3,398,430 3,358,250 -

OPERATING EXPENSES

Public Works


PUBLIC WORKS (539)

CAPITAL OUTLAY

PERSONAL SERVICES

111




5120 REGULAR SALARIES $167,0105210 FICA PAYROLL TAXES 13,290 5220 RETIREMENT CONTRIBUTIONS 11,430 5230 HEALTH, DENTAL,&VISION INS 17,400 5235 LIFE, ADD, & LTD 1,230 5240 WORKER'S COMPENSATION 6,900

TOTAL PERSONAL SERVICES - - - 217,260

5317 PROFESSIONAL SERVICE 10,000 5344 HURRICANE PREPARATION 10,000 5401 ALLOWANCE/MILEAGE 7,000 5410 TELEPHONE 660 5442 RENTAL PROPERTY 15,000 5511 SPECIAL SUPPLIES 15,000 5541 DUES, SUBS,& MEMBERSHIPS 2,800 5542 TRAVEL, CONF,& MEETINGS 2,000 5543 EDUCATION & TRAINING 5,000

TOTAL OPERATING EXPENSES - - - 67,460

TOTAL EXPENDITURES $0 $0 $0 284,720

Public Works


ADMINISTRATION (539)

PERSONAL SERVICES

OPERATING EXPENSES

112


Quantity Item

1 Public Works Trailer

Requested Resources


FY12 NEW CAPITAL OUTLAY

Department Name Division Name Department No Total Cost

Public Works Facility Maintenance 539 $150,000

Description and Justification Cost

The Public Works compound was demolished todevelop Heritage Park, as a result supervisors andstaff have been gathering and coordinating tasksout of the Government Center in an area shared bymultiple divisions and departments. The proposedtrailer would accommodate staff near the currentcompound located under the Lehman Causeway.

$150,000

Public Works

Only Items Bolded are Recommended. No Items are Recommended.

113


Programs/Services


·

FY 12 Objectives· Identify and implement cost savings solutions such as LED lighting solution in City garages.

· Identify opportunities to increase storage options without sacrificing office space.

FACILITIES MAINTENANCE

The Facilities Maintenance division provides support services such as electrical, plumbing, relocationassistance, general building maintenance, and project quality assurance services to City facilities. Thedepartment provides technical advice and support related to the maintenance of the facilities whenrequested.

The division also focuses on all reactive and preventative maintenance efforts. Additionally, the divisionresponds to and aids City Departments in emergencies and instances of severe inclement weatherpreparation and recovery.

Installed energy saving motion detection light switches throughout the Government Center in an effort to curb energy cost and consumption.

Prepared an assessment of the condition of all City owned properties and developed a 5 year plan for repair and maintenance of aging facilities.

Public Works

114


10 GENERAL FUNDACTUAL ADOPTED CITY MANAGER

EXPENDITURE BUDGET PROJECTIONS ADOPTEDFY10 FY11 FY11 FY12

5120 REGULAR SALARIES $95,6905140 OVERTIME 4,000 5210 FICA PAYROLL TAXES 7,620 5220 RETIREMENT CONTRIBUTIONS 6,560 5230 HEALTH, DENTAL,&VISION INS 26,740 5235 LIFE, ADD, & LTD 750 5240 WORKER'S COMPENSATION 4,140


5341 JANITORIAL-CONTRACT 61,000 5341B JANITORIAL SUPPLIES 4,700 5432 ELECTRICITY 204,000 5433 WATER 24,000 5455 SOLID WASTE 34,000 5521 UNIFORM & ACCESSORIES 2,000 5525 MINOR TOOLS & EQUIPMENT 2,000 5463 R&M BUILDING 194,000



Public Works


FACILITIES MAINTENANCE (534)

PERSONAL SERVICES

OPERATING EXPENSES

115


Programs/Services


· Provided safe playground and exercise areas at (9) parks for visitors and residents to enjoy.

·

·

FY 12 Objectives·

·

· Install Playground Shelters at Heritage Park and Golden Shores Park.

Public Works

Maintained the 16.2 acres of City owned parks and athletic fields. Monitored landscaping activitiesthrough contracted services expected to create a potential amount of savings to residents.

Developed a 5 year plan for significant repairs and maintenance required for parks.

Negotiate a new landscaping contract to ensure optional levels of service to maintain aestheticallybeautiful city.

PARKS AND CONSTRUCTION MAINTENANCE

The Parks and Construction Maintenance division focuses on providing a safe and aesthetically pleasingenvironment for a variety of leisure activities pursued at parks throughout the City. The department isdedicated in providing a clean park system, verifying the adequacy and condition of playgroundequipment, providing site furnishings and structures, and providing for well manicured landscaping,walkways, and entryways for the protection of public health, safety, and welfare. Furthermore, thedivision maintains restrooms located at beach accesses and parks throughout the City on a daily basis toensure cleanliness for individuals utilizing the facilities.

The department also maintains over 2,800 trees and palms throughout the City including, but not limitedto, (816) Coconut Palms, (266) Date Palms, (253) Royal Palms, and (216) Thatch Palms. The City hascontracted for irrigation maintenance and landscape services to include weeding, pruning, fertilization,and plant replacement for all contracted locations including rights of way, Government Center, PelicanCommunity Park, and Athletic Fields and Parks.

The Parks and Construction department is tasked with the planning, construction, and maintenance of allnecessary elements associated with public areas and accesses within the City. These include beachaccesses, lifeguard stands, minor elements of street construction, and other structures associated withpedestrian accesses and walkways.

Constructed a clay and runoff structure at the Pelican Community Park baseball field to captureclay and control the staining on 181st Drive.

Construct 4 lifeguard stands in house, which will recognize a minimum savings of approximately$500,000 when compared to purchasing them.

116




5120 REGULAR SALARIES $242,3705140 OVERTIME 9,500 5210 FICA PAYROLL TAXES 19,270 5220 RETIREMENT CONTRIBUTIONS 16,580 5230 HEALTH, DENTAL,&VISION INS 58,750 5235 LIFE, ADD, & LTD 1,750 5240 WORKER'S COMPENSATION 5,390


5348 LANDSCAPE 510,000 5432 ELECTRICITY 84,000 5433 WATER 305,000 5441 EQUIPMENT RENTAL 4,000 5455 SOLID WASTE 16,000 5462 R&M EQUIPMENT 27,600 5463 R&M BUILDING 30,000 5464 R&M GROUND 234,000 5521 UNIFORM & ACCESSORIES 8,500 5525 MINOR TOOLS & EQUIPMENT 4,000 5527 BANNERS 14,000

TOTAL OPERATING EXPENSES - - - 1,237,100

TOTAL EXPENDITURES $0 $0 $0 1,590,710

Public Works


PARKS & CONSTRUCTION MAINTENANCE (537)

PERSONAL SERVICES

OPERATING EXPENSES

117


Programs/Services


·

FY 12 Objectives·

·

·

FY 2010 Actual

FY 2011 Target

FY 2011 Actual

FY 2012 Target

N/A N/A N/A TBD

N/A N/A N/A TBD

FLEET MAINTENANCE

The Fleet Division maintain the City's fleet of approximately 158 vehicles. It provides technical supportand advice on vehicular maintenance, including the repair of other equipment such as chainsaws,mowers, and other gas operated equipment used for maintenance. It facilitates the maintenance andrepair of all City equipment, to include police vehicles, heavy/light trucks, administrative vehicles, largeand small engine equipment (backhoes and loaders). In addition, this division facilitates necessaryvehicle modifications to fit the varying needs of the departments. The primary focus of this department isto increase the vehicle and equipment life, reduce repair costs, and maintain a high level of OriginalEquipment Manufacturer standards.

Negotiated fleet card program whereby the City contracted for savings of 1.45% off the price of fuel. An original total estimated annual savings of $6,000 was derived.

Purchased and maintained an accurate account of vehicles, upgrades, and fleet related equipmentutilized in each department.

Total miles driven / total gallons of fuel consumption

Evaluate the current fleet pool and the needs of the City and identify opportunities to minimizenumber of vehicles but still servicing the needs of the user departments.

Negotiate a contract with a vehicle repair company that can support the maintenance of Cityvehicles and ensure compliance requirements by outside agencies.

Public Works

Percentage of vehicles that are driven less than 3,000 miles per year


Implement a Fleet Wide Remote Management System providing real-time map display of all vehicledata including sensor integrations for engine diagnostics, temperature sensors, and hydraulicsystem settings.

118




5120 REGULAR SALARIES $41,0905140 OVERTIME 1,500 5210 FICA PAYROLL TAXES 3,260 5220 RETIREMENT CONTRIBUTIONS 2,800 5230 HEALTH, DENTAL,&VISION INS 8,040 5235 LIFE, ADD, & LTD 310 5240 WORKER'S COMPENSATION 2,000


5461 R&M VEHICLES 30,000 5462 R&M EQUIPMENT 8,500 5521 UNIFORM & ACCESSORIES 500 5523 GAS - PUBLIC WORKS 54,720 5523A GAS - BUILDING 16,200 5523B GAS - OCEAN RESCUE 16,200 5523C GAS - COM DEVELOPMENT 19,440 5523D GAS - POLICE 164,360 5523F GAS - CITY ATTORNEY 8,000 5524 TIRES 30,000 5525 MINOR TOOLS & EQUIPMENT 2,000


5642 VEHICLES - - - 352,000 TOTAL CAPITAL OUTLAY - - - 352,000


Public Works


FLEET MAINTENANCE (535)

PERSONAL SERVICES

OPERATING EXPENSES

CAPITAL OUTLAY

119


Quantity Item

1Fleet Management Software

1 Heritage Park Electric Vehicle

Fleet Vehicle Replacement Program

1 Replacement Shuttle Bus

Requested Resources




Public Works Fleet $499,000


Fleet management software would provide solutionsto manage fleet maintenance. Such solutions wouldallow for cost control measures and provide a guidefor cost controls and asset management. Fleetanalysis through software solutions provides amethod to determine the overall fleet costimplications to the City.

$20,000

Public Works

As part of the required maintenance of HeritagePark and Parking garage, it is necessary for staff toaccess the Lehman Causeway and all areas ofHeritage Park readily. An electric vehicle wouldallow staff to easily access the Lehman Causewayfor park and garage debris removal, lock-up, andrespond to emergencies and other site needs.

$15,000

Fleet Vehicles: 8 Police, 2 Code Enforcement, 1Lifeguard ATV. $352,000

The 2004 Ford E-5500 has approximately 160,000miles and approximately $10,000 in annual repairand maintenance costs.

$112,000

Only Items Bolded are Recommended. The Fleet Vehicle Replacement Program is Recommended.

120


Programs/Services


·

FY 12 Objectives·

·

FY 2010 Actual

FY 2011 Target

FY 2011 Actual

FY 2012 Target

7.2 7.2 7.2 7.2N/A 95% 100% 95%

STREETS CONSTRUCTION AND MAINTENANCE

Fencing repairs and maintenance.

Public Works

The Streets Construction and Maintenance Division is tasked with the general maintenance of rights ofway under the City's jurisdiction including parking lots and City owned properties. Street maintenance alsoincludes debris removal and the supervision of contracted vendors providing services within the rights ofway.

The division services 46 bus shelter areas and provides for clean and safe shelter use by visitors andresidents alike. Additionally, the division assists in the promotion of the City of Sunny Isles Beach by wayof installation and removal of street banners and other decorative lights and features throughout the year.

Provided 11.71 miles of clean and debris free right-of-ways and street for our residents whilecomplying with NPDES regulations.

Quickly and efficiently maintained and installed necessary fencing on Collins Avenue medianswhen damaged by numerous vehicular accidents.

Repaint all City crosswalks to allow for greater visibility to vehicular traffic and to pedestrians.

Performance MeasuresCity Maintained miles of streets

Complete the sidewalk beautification on the west side of Collins Avenue.

121


11 STREET CONSTRUCTION AND MAINTENANCE FUNDACTUAL ADOPTED ADOPTED


5120 REGULAR SALARIES $140,6005140 OVERTIME 10,000 5210 FICA PAYROLL TAXES 11,520 5220 RETIREMENT CONTRIBUTIONS 9,910 5230 HEALTH, DENTAL,&VISION INS 33,530 5235 LIFE, ADD, & LTD 1,130 5240 WORKER'S COMPENSATION 5,300 5250 TEMPORARY STAFF


5441 EQUIPMENT RENTAL 2,000 5464 R&M GROUND 100,000 5521 UNIFORM & ACCESSORIES 5,000 5525 MINOR TOOLS & EQUIPMENT 2,000 5588 ROAD REPAIRS 40,000



Public Works


STREETS MAINTENANCE (541)

PERSONAL SERVICES

OPERATING EXPENSES

122


FY 10 ACTUAL


FY 11 PROJECTIONS

FY 12ADOPTED BUDGET

REVENUES-$ 40,000$ 60,000$ -$

REVENUES TOTAL -$ 40,000$ 60,000$ -$

APPROPRIATIONS134,307$ 240,000$ 380,000$ 120,000$


NET RESULTS (134,307)$ (200,000)$ (320,000)$ (120,000)$

$ (40,000)

$ (120,000)

Public Works

OPERATING EXPENSES

REVENUES

The decrease is attributed to the rental property expected to be vacated by the end of fiscal year 2010/2011.

The decrease is attributed to the rental property becoming public use property upon vacancy.

PROPERTY MANAGEMENT (540)

RENTAL PROPERTY


OPERATING EXPENSES

123




5313 ADMIN, CONS, & PLANNING $18,883 $0 $0 $05463 R&M BUILDING 307 20,000 15,000 20,000 5464 R&M GROUND 4,170 20,000 15,000 20,000 5495 PROPERTY TAXES 110,946 200,000 350,000 80,000


TOTAL EXPENDITURES 134,307 240,000 380,000 120,000

Public Works


PROPERTY MANAGEMENT (540)

OPERATING EXPENSES

124


Programs/Services

FY 11 Highlights & Accomplishments· Continued inspection and repair of stormwater lines.

·

·

FY 12 Objectives·

·

FY 2010 Actual

FY 2011 Target

FY 2011 Actual

FY 2012 Target

296.32 100 300 3000 100 250 2500 100 2500 2500

6.03 6.03 6.03 6.03

Public Works

Provide promotional and informative items regarding the affects of illegal dumping on the stormwater system to students and residents during special events.

Completed storm drain installations involved with the Heritage Park project and Central IslandDrainage project.

Complete the drainage improvements on 174th Street.

STORMWATER MANAGEMENT

The Stormwater division maintains all stormwater drainage within public right-of-way in an effort toenhance/maintain the quality of life in the City. The Stormwater division installs, maintains, and repairs allstormwater related infrastructure including, but not limited to, catch basins and storm drains within publicright-of-way. Maintenance of the City's storm sewer system includes: sweeping streets, administeringcontract for cleaning of lines and catch basins, and other services related to the proper discharging ofrainwater runoff.

The Stormwater division is tasked with maintaining environmental compliance with the National PollutantDischarge Elimination System (NPDES) permit requirements; inspect public and private drainageprojects; administer planning; and design review for compliance with regulatory requirements. Thedepartment is also focused on educating the public for the need to protect the stormwater system fromillegal dumping.

Entered into a new cost saving agreement with a contractor to conduct cleaning of stormwater drains, catch basin and jetting of lines.


Number of tons of material collected Number of catch basins cleaned

Total storm drain pipe maintainedNumber of linear feet of pipe cleaned

125


FY 10 ACTUAL


FY 11 PROJECTIONS

FY 12ADOPTED BUDGET

REVENUES970,247$ 936,450$ 960,990$ 945,000$ 75,629 73,120 76,000 - 2,960 5,000 3,000 3,000

REVENUES TOTAL 1,048,836$ 1,014,570$ 1,039,990$ 948,000$

APPROPRIATIONS124,365$ 139,380$ 138,660$ 132,830$ 75,457 202,190 173,150 226,990

191,182 673,000 540,000 588,180 APPROPRIATIONS TOTAL 391,004$ 1,014,570$ 851,810$ 948,000$

NET RESULTS 657,832$ 1,014,570$ 188,180$ 948,000$

$ (66,570)

$ (6,550)

$ 24,800

$ (84,820)


ADOPTED0 10 1

TOTAL 0


The decrease is a result of the reclassification of the 2nd Local Option Gas Tax to the Stormwater Capital Fund.

The decrease is attributed to the elimination of the transfer to the Capital Projects Fund since the 2nd Local Option Gas Tax revenue is now accounted for in the Capital Projects fund offset by the increase in the Contingency account.

2 2

TITLETOTAL FY 11

ADOPTED FULL TIME

1 1

STORMWATER OPERATIONS (538)

Public Works

Maintenance Worker I


2

Administrative Assistant 1 1

OTHER DISBURSEMENTS

The increase is a result of increase in repair and maintenance for aged vehicles and for utility costs.

The decrease is significantly attributed to the decrease in the required FRS contribution.

REVENUES

PERSONAL SERVICES

OPERATING EXPENSES

STORMWATER FEE


OTHER DISBURSEMENTS

2ND LOCAL OPT GAS TAXINTEREST

126


40 STORMWATER MANAGEMENT FUNDACTUAL ADOPTED ADOPTED


5120 REGULAR SALARIES $90,164 $91,400 $91,400 $91,4005140 OVERTIME 2,759 5,000 6,590 5,000 5210 PAYROLL TAXES 6,437 7,380 7,620 7,380 5220 RETIREMENT CONTRIBUTIONS 8,879 10,790 10,740 6,350 5230 HEALTH, DENTAL,&VISION INS 14,632 19,450 19,360 17,510 5235 LIFE, ADD, & LTD - 750 640 740 5240 WORKER'S COMPENSATION 1,492 4,610 2,310 4,450

TOTAL PERSONAL EXPENSES 124,365 139,380 138,660 132,830

5313 ADMIN, CONS, & PLANNING - 5,000 5,000 5,000 5343 STORMWATER COMPLIANCE 13,188 26,640 26,400 26,640 5430 POSTAGE - - 200 500 5430 ELECTRICITY & WATER 8,835 5,000 - 5432 ELECTRICITY - - 9,600 11,000 5433 WATER - - 6,000 6,600 5455 SOLID WASTE 20,867 50,000 45,000 50,000 5461 R&M-VEHICLES 17,289 23,000 25,000 34,000 5462 R&M-EQUPMENT 6,784 15,000 10,000 15,000 5463 R&M-BUILDING 293 500 - 500 5466 R&M-LINES - 45,000 25,000 45,000 5470 PRINTING - 10,000 5,000 10,000 5492 BANK CHARGES 1,623 1,500 - - 5510 OFFICE SUPPLIES - 3,000 1,000 3,000 5511 SPECIAL SUPPLIES 1,695 3,000 2,500 3,000 5521 UNIFORMS & ACCESSORIES 159 750 700 750 5523 GAS 2,253 2,800 2,700 5,000 5524 TIRES - 1,500 1,000 1,500 5525 MINOR TOOLS & EQUIPMENT 203 500 300 500 5541 DUES, SUBS, MEMBERSHIPS 452 1,000 750 1,000 5542 TRAVEL, CONF, & MEETINGS - 3,000 2,500 3,000 5543 EDUCATION & TRAINING 1,817 5,000 4,500 5,000


5710 DEBT SERVICE 191,182 550,000 540,000 530,000 9945 TRANSFER TO STRMWTR CAP - 123,000 - - 5990 CONTINGENCY - - - 58,180

TOTAL OTHER DISBURSEMENTS 191,182 673,000 540,000 588,180

TOTAL EXPENDITURES $199,822 1,014,570 851,810 948,000


STORMWATER OPERATIONS (538)

Public Works

PERSONAL SERVICES

OPERATING EXPENSES

OTHER DISBURSEMENTS

127


INFORMATION TECHNOLOGY


IT Analyst (2)Claude Charles

Corey Swan

IT Help Desk Chris Arias

GIS TechnicianKristy Fritts

Video Production Specialist

Michael Tribby

IT ManagerEduardo Katz

Assistant City Manager, Finance Division

Minal Shah

129


Shared Services


·

·

FY 12 Objectives·

·

FY 2010 Actual

FY 2011 Target

FY 2011 Actual

FY 2012 Target

90% 95% 60% 95%1 0 1 0

98% 99% 99% 99%System Outages

Computer support and related services are delivered at the lowest cost, with the highest quality and in themost timely manner possible. These services are provided through the use of a centralized computersystem that is connected via a Citywide Local Area Network.

Develop a network map of the City's current system. Asses the ideal network infrastructure that best serves the user.


% of Help Desk Issues Resolved within 4 hours

System Uptime


Develop a master plan to achieve the desired network infrastructure.

INFORMATION TECHNOLOGY

Implemented a Public Map Service Upgrade which improved performance and quality. It is easierto use with improved resolution and aesthetics and enhanced functionality.

The Information Technology Department works with all departments in an effort to improve services of theCity and to address citizen demands for improved services. Our goal is to align IT with the City andenhance our ability to deliver better, faster services while cutting costs.

Replaced UPS battery backup hardware for the Police Department's production servers. The oldhardware was out of warranty and no longer supported by APC. The new battery backup hardwareprovide the Police Department with full power redundancy which safeguards our systems frompower outages and prevents data loss.

The Information Technology Department provides a powerful support system for business imperativesand general productivity. The services include help desk support, problem resolution, hardware/softwareacquisition, software applications, web development, email, server operations, desktop support,telecommunications, mobile communication functions and a variety of other supporting technologies.

Implemented Active Sync for external Email access which provides City employees access to emailover the web - webmail.sibfl.net.

130


FY 10 ACTUAL


FY 11 PROJECTIONS

FY 12ADOPTED BUDGET

Revenues12,000$ 12,000$ 10,400$ 12,000$

REVENUES TOTAL 12,000$ 12,000$ 10,400$ 12,000$

APPROPRIATIONS439,263$ 479,650$ 419,430$ 471,350$ 478,873 518,000 483,100 479,250

CAPITAL OUTLAY - 253,000 253,000 134,000 OTHER DISBURSEMENTS - - - 100,000

APPROPRIATIONS TOTAL 918,137$ 1,250,650$ 1,155,530$ 1,084,600$

NET RESULTS (906,137)$ (1,238,650)$ (1,145,130)$ (1,072,600)$

$ -

$ (8,300)

$ (38,750)

$ (119,000)

$ 100,000


ADOPTED0 10 20 10 10 1

TOTAL 0

INFORMATION TECHNOLOGY (559)

FULL TIME


GOLDEN BEACH POLICE

OPERATING EXPENSES

No change.

REVENUES

PERSONAL SERVICES

CAPITAL OUTLAY


TITLE

PERSONAL SERVICES

TOTAL FY 11 ADOPTED

The decrease is significantly attributed to the decrease in the required FRS contribution.

The increase in other disbursements is a result of a payment plan for a new software package which willbenefit Finance, Purchasing, Human Resources, Community Development, Building Services and PublicWorks-Project Management.

OPERATING EXPENSES


66

1

6Video Production Specialist 1 1

1GIS Technician1IT Help Desk 1

The overall decrease is attributed to the savings recognized in renegotiating the photocopier contract andupdating/enforcing the new cellphone policy offset by increases in system maintenance agreements.

OTHER DISBURSEMENTS

IT Analyst1

22IT Manager 1

The decrease in capital outlay is based on needs of the department.

131




5120 REGULAR SALARIES $329,296 $327,920 $286,670 $327,9205140 OVERTIME 14,824 24,000 16,800 24,000 5210 PAYROLL TAXES 26,651 26,370 25,690 27,180 5220 RETIREMENT CONTRIBUTIONS 34,667 38,570 28,840 23,380 5230 HEALTH, DENTAL,&VISION INS 33,292 58,520 58,230 50,180 5235 LIFE, ADD, & LTD - 3,020 2,570 2,750 5240 WORKER'S COMPENSATION 534 1,250 630 15,940


OPERATING EXPENSES5313 ADMIN, CONS, & PLANNING 29,081 25,000 10,000 15,000 5317 OTHER CONTRACT SERVICES - - 18,480 18,480 5410 TELEPHONE 153,891 160,000 140,000 120,000 5441 RENTAL EQUIPTMENT 69,559 70,000 50,000 12,000 5441A PER PRINT COSTS - - 10,000 20,000 5462 R&M EQUIPMENT 1,445 5,000 15,000 20,000 5467 COMPUTER SYSTEM SERVICES 168,090 175,000 175,000 200,000 5468 WIRELESS ISLAND 36,808 50,000 40,000 40,000 5511 SPECIAL SUPPLIES 7,730 7,000 4,700 7,280 5514 TV SUPPLIES 5,149 10,000 5,912 10,000 5541 DUES, SUBS,& MEMBERSHIPS 286 4,000 3,408 4,260 5542 TRAVEL, CONF,& MEETINGS 193 5,000 4,000 5,000 5543 EDUCATION & TRAINING 6,640 7,000 6,600 7,230


5645 COMPUTER EQUIPMENT - 253,000 253,000 134,000 TOTAL CAPITAL OUTLAY - 253,000 253,000 134,000

5798 CAPITAL LEASE - - - 100,000 TOTAL CAPITAL OUTLAY - - - 100,000

TOTAL EXPENDITURES 918,137 1,250,650 1,155,530 1,184,600


CAPITAL OUTLAY

PERSONAL SERVICES


INFORMATION TECHNOLOGY (559)

OTHER DISBURSEMENTS

132


Quantity Item

Computer Replacement Program

1 Wireless Island

1 Scala IC5

2Network Monitoring Appliance



Department Name


Replace existing DELL Latitude D620 / D630laptops with DELL Latitude E6400 laptopsand DELL Optiplex GX270 / GX280 / GX520 /745 desktop PCs with DELL Optiplex 780.The computers slated for replacement areapproximately 4-5 years old.

Only Items Bolded are Recommended.

$20,000

$15,000

The Channel 77 operating system has notbeen upgraded since deployment in 2005.The upgrade provides greater options andcreativity in the design of the Channelgraphics.

$10,000

Replace existing Nagios appliance with acomplete appliance-based solution formonitoring the health and availability ofcritical systems. The existing appliance isconsidered an Open Source, unsupportedand has minimal functionality. The existingappliance also does not have sufficientmonitoring and alerting capabilities; it canonly ping network devices, which will onlytest up/down and will not alert if systemservices or applications are down. If we areunable to fund this appliance, IT willcontinue to experience delays in correctingcritical issues with our production systemswhich affects all City employees.

$75,000

Description and Justification

Purchase new Wireless Island solution forHeritage Park which will provide WiFiaccess to park patrons.


Requested Resources

$30,000

Cost

Division Name Total CostDepartment No

559

133


Quantity Item

1 Remote PC Service Solution

1APC Infrastructure Manager

1 Backup Storage Server

Purchase TeamViewer for Remote PCAccess and Support over the Internet whichwill greatly enhance our ability totroubleshoot and correct user issues.Currently we do not have a solution forRemote PC access.

$3,200


Purchase new infrastructure manager formonitoring power, cooling, security, andenvironment. Real-time monitoring, user-defined reports and graphs, and instantfault notification and escalation enablequick assessment and resolution ofcritical infrastructure events that canadversely affect IT system availability. Ifwe are unable to fund this, IT willcontinue to experience delays correctingcritical infrastructure malfunctions.

$3,000

Purchase a new backup storage toaccomplish replication of data and theability to activate in the event the City hasfailure with the primary equipment. Thiswill mitigate downtime of systems thatimpacts all employees.

$56,000

Only Items Bolded are Recommended.


Requested Resources

Information Technology 559 $62,200




134


*Not included in Personnel Complement.

CULTURAL & HUMAN SERVICES

Cultural & Human Services

Cultural & Human Services Director

Susan Simpson

Administrative Coordinator II

Evelyn Rodriguez

Assistant DirectorSylvia Flores

Community Center Coordinator

Inna Kartunova

Office Assistant (4)Don Alcime

Marie NapolitanoFernanda Gonzalez (P/T)

Vacant (1) (P\T)

Athletic Program Coordinator

Vacant

Sports Coaches (P/T) (18)

Yushanda BoweClaudia CastroWesley Desa

Diego EcheverriaHarris FreedmanGrant GrimsleyHenton Harrell

Kristin HillTomas Lalinde

Robert ManningJames Mcnair

Enrique QuinteroWilliam Villalobos

Vacant (5)

Facilities Coordinator (4)Joel Grunzweig – Heritage Park

Cesar Moreno – Pelican Community ParkVacant (2)

Program InstructorContractual

Summer School (40)

Multiple Positions (Temp)

After School Program Counselor P/T (25)

Tara BazileJose Boza

Angelica CapelesIngrid Charles

Brittany CrawfordStephanie Dirocco

Brooke EvansKarin Evertz

Melissa GonzalezStephanie LaraNorelli Liguori

Saskia Jones-LindoClaudia LondonoMelvin Packeel

Macender Pierre-LouiseStephanie RiboulKaren RodriguezLorraine TunonPharin WalkerJakari Williams

Alexander ZelmaVacant (4)

School Counselor / After School

Program SupervisorRoy Ortiz

Park Patrol (3) David Springer (P/T)Regino Torres (P/T)

Vacant (F/T) (2)

Events SpecialistCaridad Martinez

Administrative Assistant to Director (P/T)

Commission Aide (P/T)Alayne Yeash

Office AssistantAgustina Graddick

Event Workers (Temp) (2)Michele Sabb

Delrayshia Jean Baptiste

Ocean Rescue Division Manager

Justin Broman

Ocean Rescue Officer I (14)

Matthew Gendron AcquaroPedro BarquinGabriel BenitezMaximo FanjulRaul Fuentes

Patrick FurelosErnest JohnsonJesus MezquiaChristian Padin

Ryan ReidBrian ShannonMario Sueiro

Christopher TorbertVacant (1)

Ocean Rescue Officer I (P/T) (12)

David AriasHector CabreraJohn ChildressTiago ChozeJuan Cuellar

Jorge Del ToroGregory LarsonNestor Londono

Fernando PalomoWilliam Pfeiffer II

Klaus RoseRoberto Vento

Ocean Rescue Officer I (5)

Jordan Brunetto (Int)Raul Cabrera (Int)Pedro Prieto (Int)

Sebastian Felice (Temp)Vacant (I)

Junior Lifeguard Camp*

Multiple Positions (Temp)

Transportation Supervisor

Bill Foy

Bus Driver (4)Jairo De BarrosLinda Holland

Enrique ValdesCledna Zuniga

Bus Driver (P/T) (5)

Susie HooksNathaniel Larkin

Samantha RobersonLisa RobinsonRamiro Yabar

Custodian (P/T) (2)Willie Fletcher

Thomas Phillips

Ocean Rescue I (Int) Proposed New Position

135


Programs/Services

FY 11 Highlights & Accomplishments

·

·

·

FY 12 Objectives

· Increase resident attendance at community events.

·

·

·

·

FY 2010 Actual

FY 2011 Target

FY 2011 Actual

FY 2012 Target

200 300 320 50065 100 70 100N/A 100 138 1500 500 936 1,000Resident ID cards issued

Cultural and Human Services

Generate further local coverage of City sponsored activities and events.

Performance MeasuresAverage Attendance at Community EventsAverage Paid Attendance at Public EventsNumber of Media Impressions

Commemorating the City's 15th year anniversary of incorporation.

Contracted with a New York based publicist that hosted eight media tours in Sunny Isles Beachresulting in international press coverage.

Encourage greater participation in the Resident ID program utilizing outreach programs.


Cultural and Human Services provides community services to City residents and visitors. Overall, thisincludes cultural events, special events, athletic and recreation programs, senior socialization services,after school programs, beach safety programs and transportation services. The Cultural and HumanServices Division specifically addresses the administration of the department as well as the culturalevents, special events, the Visitor's Center and Resident and Tourism promotion and communication.

Administration of the Department includes City communications, Commission aide and preparation andadministration of the department's annual operating budget, personnel recruitment, departmental grantadministration, and film permitting.

Completed the first full season of the Four Season's Cultural Program. Attendance steadilyincreased with each show held.

Increased the number of community events offered and launched new programs dedicated to thesenior population.

Generate greater regional interest in public events such as the Four Seasons Cultural Series and Jazz Fest.

136


CHS COMBINED (CHS/PIO/ADMIN)-FOR PRESENTATION ONLY

FY 10 ACTUAL


FY 11 PROJECTIONS

FY 12ADOPTED BUDGET

Revenues14,388$ 30,000$ 16,000$ 16,000$ 6,323 1,200 5,000 5,000

58,393 30,000 31,410 41,000 VISITOR'S CENTER 4,293 2,570 2,700 2,800

REVENUES TOTAL 83,396$ 63,770$ 55,110$ 64,800$

APPROPRIATIONS633,136$ 368,740$ 331,990$ 420,210$ 569,343 620,970 620,830 666,640

APPROPRIATIONS TOTAL 1,202,479$ 989,710$ 952,820$ 1,086,850$

NET RESULTS (1,119,082)$ (925,940)$ (897,710)$ (1,022,050)$

$ 1,030

$ 51,470

$ 45,670


ADOPTED0 10 10 10 12 2

TOTAL 2

1 1

The increase in revenues is primarily based on past attendance of cultural and special events.

The increase is primarily related to account for sufficient staffing of the City's special events including the expansion of events as a result of the addition of Heritage Park.

OPERATING EXPENSES

FULL TIME


Event Specialist 1 1

The increase is primarily related to account for additional special events due to the addition of Heritage Park.

REVENUES

PERSONAL SERVICES


CULTURAL EVENTS


SPECIAL EVENTSJAZZ FESTIVAL


60

TITLETOTAL FY 11

ADOPTED

6 4Event Worker 2

1Office Assistant 1

Cultural & Human Svcs Director 1 1

Administrative Coordinator II

137


10 GENERAL FUND

ACTUAL ADOPTED ADOPTEDEXPENDITURE BUDGET PROJECTIONS BUDGET

FY10 FY11 FY11 FY12

5120 REGULAR SALARIES $480,195 $261,090 $208,530 $284,2405140 OVERTIME 4,154 2,400 1,700 3,000 5210 FICA PAYROLL TAXES 38,341 20,990 17,940 22,260 5220 RETIREMENT CONTRIBUTIONS 46,208 30,650 25,270 23,570 5230 HEALTH, DENTAL,&VISION INS 57,321 43,640 43,430 42,720 5235 LIFE, ADD, & LTD - 2,190 1,870 2,300 5240 WORKER'S COMPENSATION 1,679 1,260 3,250 7,120 5250 TEMPORARY STAFF 5,238 6,520 30,000 35,000


OPERATING EXPENSES5313 ADMIN, CONS, & PLANNING 31,328 20,000 20,000 29,500 5314 PROMOTIONS 21,686 28,000 28,000 30,000 5314B PUBLICATIONS 27,573 60,000 58,000 61,420 5401 ALLOWANCE/MILEAGE 5,837 10,800 10,800 6,000 5410 TELEPHONE - - 1,020 660 5420 POSTAGE 44,120 12,000 11,000 12,800 5435 CHURCH RENT - 200 - - 5441 EQUIPMENT RENTAL 4,016 - - - 5470 PRINTING 54,218 55,000 54,000 56,300 5480 ADVERTISEMENT - 8,000 2,000 3,000 5510 OFFICE SUPPLIES - 2,000 800 600 5511 SPECIAL SUPPLIES 21,369 18,000 19,500 17,000 5516 EMPLOYEE RECOG PROG 396 400 400 400 5521 UNIFORMS - 500 300 500 5527 BANNERS 14,692 14,400 14,400 - 5541 DUES, SUBS,& MEMBERSHIPS 1,047 1,120 1,110 1,110 5542 TRAVEL, CONF,& MEETINGS 2,223 2,000 2,500 1,620 5543 EDUCATION & TRAINING 2,305 2,500 2,000 2,500 5574 SPECIAL EVENT 210,959 216,050 230,000 271,730 5577 CULTURAL EVENTS 19,897 35,000 30,000 28,500 5578 SIBRA 107,677 135,000 135,000 143,000


TOTAL EXPENDITURES $1,202,479 $989,710 $952,820 $1,086,850


PERSONAL SERVICES


CHS COMBINED (CHS/PIO/ADMIN)-FOR PRESENTATION ONLY

138


10 GENERAL FUND

ACTUAL ADOPTED ADOPTEDEXPENDITURE BUDGET PROJECTIONS BUDGET

FY10 FY11 FY11 FY12

5120 REGULAR SALARIES $165,654 $128,730 $96,050 $284,2405140 OVERTIME 2,293 2,000 1,500 3,000 5210 FICA PAYROLL TAXES 13,867 10,460 8,000 22,260 5220 RETIREMENT CONTRIBUTIONS 25,070 15,350 9,970 23,570 5230 HEALTH, DENTAL,&VISION INS 15,176 19,160 19,070 42,720 5235 LIFE, ADD, & LTD - 1,240 1,060 2,300 5240 WORKER'S COMPENSATION 1,233 770 3,000 7,120 5250 TEMPORARY STAFF 4,638 6,520 30,000 35,000


OPERATING EXPENSES5313 ADMIN, CONS, & PLANNING - - - 29,500 5314 PROMOTIONS - - - 30,000 5314B PUBLICATIONS - - - 61,420 5401 ALLOWANCE/MILEAGE 5,837 6,000 6,000 6,000 5410 TELEPHONE - - 330 660 5420 POSTAGE - 12,000 11,000 12,800 5435 CHURCH RENT - 200 - - 5470 PRINTING - 22,000 21,000 56,300 5480 ADVERTISEMENT - 8,000 2,000 3,000 5510 OFFICE SUPPLIES - 2,000 800 600 5511 SPECIAL SUPPLIES - 2,000 6,000 17,000 5516 EMPLOYEE RECOG PROG 396 400 400 400 5521 UNIFORMS - 500 300 500 5541 DUES, SUBS,& MEMBERSHIPS 1,047 1,120 1,110 1,110 5542 TRAVEL, CONF,& MEETINGS 1,378 2,000 2,500 1,620 5543 EDUCATION & TRAINING 2,305 2,500 2,000 2,500 5574 SPECIAL EVENT 210,959 216,050 230,000 271,730 5577 CULTURAL EVENTS 19,897 35,000 30,000 28,500 5578 SIBRA - - - 143,000


TOTAL EXPENDITURES $469,751 $494,000 $482,090 1,086,850



CULTURAL & HUMAN SERVICES (572)

PERSONAL SERVICES

139


No. of Positions

(A) Salary (B)

Line Item5574

Recommended-$5,000 in cash and $1,000 in in-kind services (i.e. cultural event tickets)


New Personnel


The Mayor's Advisory Committee's subcommittee on Senior Affairs has established a working group toprovide social events for seniors on a monthly basis. This is a volunteer group that is requesting a budgetfor refreshments and occasional trips. This request is to fund their meetings and occasional group outings.

Required Resources

Justification



Title

SIB Seniors Program

$6,000572CHSCHS

Fringe Cost

-$

Title Benefits (C) A x (B + C)


Benefits

This program offers to the seniors of the community to promote socialization and prevent isolation. Healthierseniors is a benefit to the community as a whole.

Other Costs

-$

Description Cost

-$

Special Events 6,000$

140




5120 REGULAR SALARIES $132,360 $112,480 $05140 OVERTIME 400 200 - 5210 FICA PAYROLL TAXES 10,530 9,940 - 5220 RETIREMENT CONTRIBUTIONS 15,300 15,300 - 5230 HEALTH, DENTAL,&VISION INS 24,480 24,360 - 5235 LIFE, ADD, & LTD 950 810 - 5240 WORKER'S COMPENSATION 490 250 -

TOTAL PERSONAL SERVICES - 184,510 163,340 -

OPERATING EXPENSES5313 ADMIN, CONS, & PLANNING $20,000 $20,000 $05314 PROMOTIONS 28,000 28,000 - 5314B PUBLICATIONS 60,000 58,000 - 5401 AUTO ALLOWANCE/MILEAGE 4,800 4,800 - 5410 TELEPHONE - - 690 - 5470 PRINTING 33,000 33,000 - 5511 SPECIAL SUPPLIES 16,000 13,500 - 5527 BANNERS 14,400 14,400 - 5578 SIBRA 135,000 135,000 -

TOTAL OPERATING EXPENSES - 311,200 307,390 -

TOTAL EXPENDITURES $0 $495,710 $470,730 $0



PUBLIC INFORMATION OFFICE (520)

PERSONAL SERVICES

141




5120 REGULAR SALARIES $314,540 - 5140 OVERTIME 1,862 - 5210 FICA PAYROLL TAXES 24,474 - 5220 RETIREMENT CONTRIBUTIONS 21,138 - 5230 HEALTH, DENTAL,&VISION INS 42,145 - 5240 WORKER'S COMPENSATION 446 - 5250 TEMPORARY STAFF 600 -

TOTAL PERSONAL SERVICES 405,205 - - -

OPERATING EXPENSES5313 ADMIN, CONS, & PLANNING $31,328 - 5314 PROMOTIONS 21,686 - 5314B PUBLICATIONS 27,573 - 5420 POSTAGE 44,120 - 5441 EQUIPMENT RENTAL 4,016 - 5470 PRINTING 54,218 - 5511 SPECIAL SUPPLIES 21,369 - 5527 BANNERS 14,692 - 5542 TRAVEL, CONF,& MEETINGS 844 - 5578 SIBRA 107,677 -

TOTAL OPERATING EXPENSES 327,523 - - -

TOTAL EXPENDITURES $732,728 $0 $0 $0



ADMINISTRATIVE SERVICES (519)

PERSONAL SERVICES

142


FY 10 ACTUAL


FY 11 PROJECTIONS


REVENUES282,829$ 298,000$ 300,000$ 321,000$ 111,051 70,000 75,000 80,000 79,393 105,000 85,000 90,000 33,250 30,000 28,000 30,000

403,796 300,000 303,000 305,000 79,719 60,000 60,000 60,000 18,428 8,700 4,130 82,600

REVENUES TOTAL 1,008,466$ 871,700$ 855,130$ 968,600

APPROPRIATIONS1,848,494$ 2,125,960$ 1,889,070$ 2,133,360$

616,918 814,800 790,480 830,160 - 12,200 12,200 24,170


NET RESULTS (1,456,946)$ (2,081,260)$ (1,836,620)$ (2,019,090)$

$ 96,900

$ 7,400

$ 15,360

$ 11,970


ADOPTED0 10 10 10 10 22 325 250 118 300 218 182 42 2

TOTAL 67Cultural & Human Services

After School Prog Counselor 25 0

Facilities Coordinator 2 2Office Assistant 3 1

90 24 91

Park Patrol 4 2Custodian 2 0

OR Lead Lifeguard 2 2Sports Coach 18 0

Ocean Rescue Division Mgr 1 1Ocean Rescue Officer I 29 12

Com Center Coordinator 1 1Athletics Prog Coordinator 1 1

Assistant Director 1 1After School Program Sup 1 1

CAPITAL OUTLAY

The increase in capital outlay is based on the funded items.


TITLETOTAL FY 11

ADOPTED FULL TIME

The increase is significantly attributed to the increase in the Summer Camp program, which is offset by the increase in the Summer Camp revenue.

SCHOOL JUAOTHER REVENUES

PERSONAL SERVICESOPERATING EXPENSESCAPITAL OUTLAY


REVENUES

The increase is significantly attributed to the RK naming rights fee for the gymnasium. The remaining is related to an increase in attendance/fees of respective programs.

PERSONAL SERVICES

OPERATING EXPENSES

The increase is significantly attributed to the addition of one part-time position, and the transition of two part-time Ocean Rescue positions to two full-time Ocean Rescue positions offset by the decrease in the required FRS contribution.

PCP/ATHLETICS/OR COMBINED-PRESENTATION ONLY

AFTER SCHOOL PROGRAM

SUMMER CAMPATHLETIC PROGRAMCOMMUNITY/RECREATIONFITNESS

143




5120 REGULAR SALARIES $1,067,048 $1,040,370 $1,034,190 $1,394,4805140 OVERTIME 18,473 38,000 30,720 32,000 5142 SPECIAL DUTY - 400 200 - 5210 FICA PAYROLL TAXES 114,707 123,520 114,280 120,580 5220 RETIREMENT CONTRIBUTIONS 73,747 87,120 80,050 87,710 5230 HEALTH, DENTAL,&VISION INS 146,977 190,910 189,970 204,770 5235 LIFE, ADD, & LTD - 5,780 4,920 6,440 5240 WORKER'S COMP INSURANCE 46,839 79,390 39,700 81,150 5250 TEMPORARY STAFF 380,704 560,470 395,040 206,230


5341A JANITORIAL-PCP 52,461 55,000 53,000 52,800 5410 TELEPHONE 6,043 5,000 7,030 7,840 5430 ELECTRICITY & WATER 68,438 90,000 - - 5432 ELECTRICITY - - 55,000 60,000 5433 WATER - - 19,000 21,000 5441 EQUIPMENT RENTAL 5,956 6,600 20,000 12,800 5441A PER PRINT COSTS - - 5,500 9,600 5450 INSURANCE 37,479 40,000 40,000 40,000 5461 R&M VEHICLE - 15,000 23,000 14,040 5463 R&M BUILDING 45,823 54,000 50,000 55,200 5464 R&M GROUNDS 47,983 65,000 58,000 56,960 5470 PRINTING - 20,000 14,000 11,300 5480 ADVERTISING 71 1,000 750 1,500 5492 BANK CHARGES 14,643 9,000 14,500 12,000 5510 OFFICE SUPPLIES - 6,000 5,000 6,000 5511 SPECIAL SUPPLIES 39,217 35,100 30,500 34,370 5516 EE RECOGNITION PROGRAM - 400 450 600 5521 UNIFORM ACCESSORIES 4,383 8,500 8,000 8,550 5541 DUES, SUBS,& MEMBERSHIPS 40 200 450 450 5542 TRAVEL, CONF,& MEETINGS - 1,500 1,000 1,500 5543 EDUCATION & TRAINING 56 1,500 1,300 1,600 5571 AFTER SCHOOL PROGRAMS 47,646 65,000 65,000 68,000 5572 COMMUNITY CTR PROGRAMS 76,567 86,000 64,000 84,000 5573 ATHLETIC PROGRAMS 41,388 55,000 45,000 53,500 5575 SUMMER CAMP 128,725 195,000 210,000 216,550


5641 MACHINERY AND EQUIPMENT - 12,200 12,200 24,170 TOTAL CAPITAL OUTLAY - 12,200 12,200 24,170




PCP/ATHLETICS/OR COMBINED-PRESENTATION ONLY

PERSONAL SERVICES

OPERATING EXPENSES

CAPITAL OUTLAY

144


Programs/Services


·

·

FY 12 Objectives·

·

·

FY 2010 Actual

FY 2011 Target

FY 2011 Actual

FY 2012 Target

570 500 484 525309 320 346 370421 500 813 1,000264 520 650 800

After School Program ParticipantsCommunity Center RegistrationsPelican Community Park Memberships


Increase enrollment in the After School Program and the Day Camp Programs as well as increasing volunteer opportunities for the teenage population.

Increase Community Center revenues through membership promotions, facility rentals and expanded recreation and adult programs.

Add 30 additional programming hours to the Community Center calendar.

Performance MeasuresSummer and Day Camp Participants

Offered new and varied special interest activities like Circus Camp, Art of Superheroes Camp, andmany others, during the Summer Camp program.

Increased maximum capacity for After School programs by 22%, therefore affording the opportunityfor more children to participate.

Cultural & Human Services / Pelican Community Park

The Cultural and Human Services / Pelican Community Park, Division facilitates provides community services to City residents and visitors at Pelican Community Park. Primarily this Division provides After School Programs to the students of the Norman S. Edelcup / SIB K-8 School and camps for school breaks including summer, winter and spring. Specialized programs include karate, dance, gymnastics, musical theater, art, foreign languages and computers.

For adults, this Division offers classes and events that focus on the health and overall well-being of thecommunity including yoga, chair exercises, art, computer classes, lectures and special events. Otherprograms offered include AARP driving courses, tax help, and CPR classes.

Furthermore, the Community Center offers rental opportunities for hosting private events such as family reunions, weddings, birthdays and lectures.

Increased Pelican Community Park program participation and memberships.

145


FY 10 ACTUAL


FY 11 PROJECTIONS

FY 12ADOPTED BUDGET

REVENUES282,829$ 298,000$ 300,000$ 321,000$ 111,051 70,000 75,000 - 79,393 105,000 85,000 90,000 33,250 30,000 28,000 30,000

403,796 300,000 303,000 305,000 79,719 60,000 60,000 60,000 18,284 8,200 4,000 82,600

REVENUES TOTAL 1,008,322$ 871,200$ 855,000$ 888,600

APPROPRIATIONS820,476$ 995,250$ 807,720$ 782,850$ 584,470 762,100 734,950 715,960

- 9,700 9,700 6,580 APPROPRIATIONS TOTAL 1,404,946$ 1,767,050$ 1,552,370$ 1,505,390$

NET RESULTS (396,624)$ (895,850)$ (697,370)$ (616,790)$

$ 17,400

$ (212,400)

$ (46,140)

$ (3,120)


ADOPTED0 10 10 10 00 22 325 250 02 2

TOTAL 29


54 6 35Custodian 2 0

After School Prog Counselor 25 0Sports Coach 17 0

Facilities Coordinator 3 2Office Assistant 3 1

Com Center Coordinator 1 1Athletics Prog Coordinator 1 0

Assistant Director 1 1After School Program Sup 1 1

CAPITAL OUTLAY

The decrease in capital outlay is a result of not funding any of the needs of the department.


TITLETOTAL FY 11

ADOPTED FULL TIME

The decrease is significantly attributed to the reclassification of expenses related to Athletic Programs.

SCHOOL JUAOTHER REVENUES

PERSONAL SERVICESOPERATING EXPENSESCAPITAL OUTLAY


REVENUES

The increase is significantly attributed to the RK naming rights fee for the gymnasium offset by the reallocation of the athletic program revenues to Athletics and Park Patrol department.

PERSONAL SERVICES

The decrease is significantly attributed to the reclassification of staffing related to Athletic Programs.

OPERATING EXPENSES

AFTER SCHOOL PROGRAM

PELICAN COMMUNITY PARK (573)

SUMMER CAMPATHLETIC PROGRAMCOMMUNITY/RECREATIONFITNESS

146




5120 REGULAR SALARIES $295,610 $281,400 $278,300 $580,5505140 OVERTIME 5,450 13,000 5,980 7,000 5210 FICA PAYROLL TAXES 52,511 61,260 50,230 47,780 5220 RETIREMENT CONTRIBUTIONS 18,914 27,660 27,540 38,770 5230 HEALTH, DENTAL,&VISION INS 46,551 54,950 54,680 49,420 5235 LIFE, ADD, & LTD - 1,870 1,590 1,530 5240 WORKER'S COMP INSURANCE 21,934 38,710 19,360 21,440 5250 TEMPORARY STAFF 379,507 516,400 370,040 36,360


5341A JANITORIAL-PCP 52,461 55,000 53,000 52,800 5410 TELEPHONE 6,043 5,000 6,700 6,700 5430 ELECTRICITY & WATER 68,438 90,000 - - 5432 ELECTRICITY - - 55,000 60,000 5433 WATER - - 19,000 21,000 5441 EQUIPMENT RENTAL 5,956 6,600 20,000 12,800 5441A PER PRINT COSTS - - 5,500 9,600 5450 INSURANCE 37,479 40,000 40,000 40,000 5463 R&M BUILDING 45,823 49,000 46,000 48,700 5464 R&M GROUNDS 47,983 65,000 58,000 56,960 5470 PRINTING - 20,000 14,000 11,300 5480 ADVERTISING 71 1,000 750 1,250 5492 BANK CHARGES 14,643 9,000 14,500 12,000 5510 OFFICE SUPPLIES - 6,000 5,000 4,800 5511 SPECIAL SUPPLIES 11,248 11,500 10,500 7,500 5521 UNIFORM ACCESSORIES - 3,000 3,000 2,000 5571 AFTER SCHOOL PROGRAMS 47,646 65,000 65,000 68,000 5572 COMMUNITY CTR PROGRAMS 76,567 86,000 64,000 84,000 5573 ATHLETIC PROGRAMS 41,388 55,000 45,000 - 5575 SUMMER CAMP 128,725 195,000 210,000 216,550


5641 MACHINERY AND EQUIPMENT - 9,700 9,700 6,580 TOTAL CAPITAL OUTLAY - 9,700 9,700 6,580

TOTAL EXPENDITURES $1,404,946 $1,767,050 $1,552,370 1,505,390


PELICAN COMMUNITY PARK (573)


PERSONAL SERVICES

OPERATING EXPENSES

CAPITAL OUTLAY

147


Quantity Item

2 sets Folding Tables on a cart

34-door Cabinets with locks



Department Name

CHS

Ten 30" x 5' Brown rectangular folding tables,29" tall with cart (total of 20 tables and 2 carts)to be used for After School, Recreation andSummer Camp Programs

Division Name Total Cost


Requested Resources

Department No

573Pelican Community Park $6,580


$3,430

Cost

Only Items Bolded are Recommended. No Items are Recommended.

$3,150

Built-in storage cabinets for the After SchoolProgram and Recreation Programs for Arts andCrafts Room to maintain a neat and uniform lookas well as security of supplies and equipment.

148


Programs/Services


·

·

FY 12 Objectives·

·

·

FY 2010 Actual

FY 2011 Target

FY 2011 Actual

FY 2012 Target

312 400 544 600N/A 100 248 280

109,500 100,000 85,560 100,000Number of Adult Athletic RegistrationsNumber of Park guests


Host a tournament to increase revenues and maximize the potential use of the soccer field at Senator Gwen Margolis Park.

Expand the Park Patrol operation to include a mobile unit to monitor more parks and provide greater flexibility to use the resources where they are most needed.

Introduce one new sport to the community through an open house or outreach program.

Performance MeasuresNumber of Youth Athletic Registrations

Provided total registrations in the Youth Sports Programs by over 50% from the previous year withmore athletic programs.

Recruited and implemented the Park Patrol Attendant position in order to ensure that park policiesand regulations are being followed; and to provide a more pleasant and enjoyable atmosphere forpark patrons.

Cultural & Human Services / Athletics and Park Patrol

Cultural and Human Services / Athletics and Park Patrol Division provides athletic programs for youth and adults at parks located throughout the City and at the Pelican Community Park gymnasium. Park Patrol monitors activities in the parks to ensure compliance with posted rules and regulations as well as providing helpful information and promotions to park patrons.

Through the Athletics Division, competitive adult leagues are organized to promote continued good healthand well being. Youth leagues offer both recreational options and, for the more advanced, competitivetravel leagues. The sports offered are seasonal and different programs are offered all throughout theyear.

The Athletics Division also provides recreational activities for our Seniors, including a Walking Club and aBocce League. These activities provide a physical outlet for the participants, in addition to providing asocial opportunity to garner new friendships.

Registered 29 adult league soccer teams with over 100 different players through the course of oneyear.

149


FY 10 ACTUAL


FY 11 PROJECTIONS

FY 12ADOPTED BUDGET

REVENUES80,000

REVENUES TOTAL -$ -$ -$ 80,000

APPROPRIATIONS-$ -$ -$ 339,260$ - - - 58,430 - - - 9,390

APPROPRIATIONS TOTAL -$ -$ -$ 407,080$

NET RESULTS -$ -$ -$ (327,080)$

$ 80,000

$ 339,260

$ 58,430

$ 9,390


ADOPTED0 12 4

18 18TOTAL 20


OPERATING EXPENSES

ATHLETICS & PARK PATROL (576)

ATHLETIC PROGRAM

PERSONAL SERVICES


CAPITAL OUTLAY


REVENUESThe increase is attributed to reclassifying revenues from Pelican Community Park.

PERSONAL SERVICES

OPERATING EXPENSES

The increase is attributed to reclassifying operating costs from Pelican Community Park and Ocean Rescue.

CAPITAL OUTLAY

The increase in capital outlay is based on the needs of the department.

The increase is attributed to reclassifying personal services from Pelican Community Park and Ocean Rescue.

TITLETOTAL FY 11

ADOPTED FULL TIMEAthletics Program Cord 0 1

0 3 23

Park Patrol 0 2Sports Coach 0 0

150




5120 REGULAR SALARIES $0 $141,0305210 FICA PAYROLL TAXES - 20,730 5220 RETIREMENT CONTRIBUTIONS - 6,410 5230 HEALTH, DENTAL,&VISION INS - 26,630 5235 LIFE, ADD, & LTD - 860 5240 WORKER'S COMP INSURANCE - 13,730 5250 TEMPORARY STAFF - 129,870


5410 TELEPHONE 480 5480 ADVERTISING 250 5510 OFFICE SUPPLIES 1,200 5511 SPECIAL SUPPLIES 2,000 5521 UNIFORM ACCESSORIES 1,000 5573 ATHLETIC PROGRAMS 53,500


5641 MACHINERY AND EQUIPMENT - - - 9,390 TOTAL CAPITAL OUTLAY - - - 9,390




ATHLETICS & PARK PATROL (576)

PERSONAL SERVICES

OPERATING EXPENSES

CAPITAL OUTLAY

151


No. of Positions

(A) Salary (B)1 27,040$

Line Item552155115543

Not Recommended.

Education and Training 1,500$

Other Costs

Uniforms 1,200$ Special Dept. Supplies (radios, clipboards, etc.) 2,000$

Description Cost


Benefits

-$ -$

14,900$ Title Benefits (C) A x (B + C)

Fringe Cost

41,940$ Full-time Park Patrol Attendant


$46,640576Athletics & Park PatrolCHS



New Personnel


As the City continues to develop more parks and open spaces, it is imperative that we maintain themin a manner that is a pleasant experience for all who visit them. This includes employees to patrol theparks to maintain a high level of visibility to ensure compliance to rules, deter abuse of public parks,and maintain a safe environment. These positions will be the eyes and ears for the Police Departmentto maintain an enjoyable park experience for all.

Required Resources

Justification

Title

One Park Patrol Attendant (FT)

152


Quantity Item

16.5 x 18.5 soccer goal (set)

1

6.5 x 12 soccer goal (one - FYI 1 was replaced via insurance due to car accident)

1 7 x 21 Soccer Goal (set)

1 4X6 Soccer Goal (set)


Replacement soccer goal to be used for youthsoccer practice and games at Senator GwenMargolis Park. The existing ones are 5 years oldand have already been repair welded. A soccergoal that collapses due to disrepair could causeserious injury to participants. (They come witha limited 5 year warranty.)

$1,500


$3,000


$1,890

Only Items Bolded are Recommended. All Items are Recommended.




Requested Resources

CHS



$3,000

Athletics & Park Patrol 576 $9,390

153


Programs/Services


·

·

·

FY 12 Objectives·

·

·

FY 2010 Actual

FY 2011 Target

FY 2011 Actual

FY 2012 Target

1,345,495 1,500,000 1,722,411 1,850,0003 6 10 122 4 4 6


Number of beach patronsNumber of Public Outreach EventsNumber of Beach Clean-ups

Hosted 5 USLA races with competitors attending from Pompano Beach, Delray Beach, DeerfieldBeach, Boca Raton, Palm Beach County, Fort Lauderdale and Miami Beach. With five Sunny IslesBeach Lifeguards competing, the City placed 2nd and 3rd in the 1 mile swim.

Provide lectures, workshops, newspaper articles, and videos to build public awareness of safety tips when swimming in the ocean.

Add the Red Cross certification program to the Junior Lifeguard Camp and to increase participation in the program by offering more sessions.

Increase media impressions both in print and electronically as well as to a broader base includinginternational clientele.


Coordinated 4 major beach clean-ups.

Provided 10 public outreach events which included participation in the national Water Safety Weekin May 2011.

Cultural & Human Services / Ocean Rescue

This Division operates five lifeguard stations 365 days per year to ensure the public's safety whileenjoying the ocean. Secondary to safety, the Ocean Rescue Division provides exceptional customerservice in providing information and safety tips to residents and visitors, advising the public of codeviolations, and working closely with the Police Department to enforce rules to keep the beach, the City'sgreatest asset, a pleasurable place to visit. They provide public awareness through seminars, newsarticles, and outreach programs which include hosting beach clean-ups throughout the year.

Ocean Rescue hosts two types of day camps throughout the year. The Spring Break Surf Camp, organized in cooperation with the Pelican Community Park Division, provides for a fun spring break experience for students while the summer Jr. Lifeguard Camp is an intense instructional and competitive camp that teaches participants about the environment, physical fitness and rescue techniques, among other things.

Hosted over 1.6 million beach patrons and performed commendably during a notably roughsummer season.

Cultural and Human Services / Ocean Rescue provides ocean safety and rescue services to City residents and visitors.

154


FY 10 ACTUAL


FY 11 PROJECTIONS

FY 12ADOPTED BUDGET

REVENUES144$ 500$ 130$ -$

REVENUES TOTAL 144$ 500$ 130$ -$

APPROPRIATIONS1,028,018$ 1,130,710$ 1,081,350$ 1,011,250$

32,448 52,700 55,530 55,770 CAPITAL OUTLAY - 2,500 2,500 8,200


NET RESULTS (1,060,322)$ (1,185,410)$ (1,139,250)$ (1,075,220)$

$ (500)

$ (119,460)

$ 3,070

$ 5,700


ADOPTED0 1

18 300 2

TOTAL 18

12


PERSONAL SERVICES

OPERATING EXPENSES


CAPITAL OUTLAY

The decrease is primarily attributed to the decrease in staff hours which were reallocated to Athletics and Park Patrol offset by the increase in one Part-Time position and the increase in retirement benefits.

Ocean Rescue Officer I 29

The decrease is attributed to the lack of demand for off duty lifeguards.

REVENUES

TITLEOcean Rescue Division Mgr

OCEAN RESCUE (575)

TOTAL FY 11 ADOPTED FULL TIME

1 1

The increase in capital outlay is based on the needs of the department.

The increase is significantly attributed to the addition of one Intermittent Lifeguard position.

CHARGES FOR SERVICES



32 15 33Ocean Rescue Lead Lifeguard 2 2

155




5120 REGULAR SALARIES $771,438 $758,970 $755,890 $672,9005140 OVERTIME 13,023 25,000 24,740 25,000 5142 SPECIAL DUTY PAY - 400 200 5210 FICA PAYROLL TAXES 62,196 62,260 64,050 52,070 5220 RETIREMENT CONTRIBUTIONS 54,834 59,460 52,510 42,530 5230 HEALTH, DENTAL,&VISION INS 100,426 135,960 135,290 128,720 5235 LIFE, ADD, & LTD - 3,910 3,330 4,050 5240 WORKER'S COMP INSURANCE 24,905 40,680 20,340 45,980 5250 TEMPORARY STAFF 1,197 44,070 25,000 40,000


5410 TELEPHONE - - 330 660 5461 R&M VEHICLE - 15,000 23,000 14,040 5463 R&M BUILDING - 5,000 4,000 6,500 5511 SPECIAL SUPPLIES 27,969 23,600 20,000 24,870 5516 EMPLOYEE RECOGNITION PROG - 400 450 600 5521 UNIFORM & ACCESSORIES 4,383 5,500 5,000 5,550 5541 DUES, SUBS,& MEMBERSHIPS 40 200 450 450 5542 TRAVEL, CONF,& MEETINGS - 1,500 1,000 1,500 5543 EDUCATION & TRAINING 56 1,500 1,300 1,600


5641 MACHINERY & EQUIPMENT - 2,500 2,500 8,200 TOTAL CAPITAL OUTLAY - 2,500 2,500 8,200




OCEAN RESCUE (575)

CAPITAL OUTLAY

PERSONAL SERVICES

OPERATING EXPENSES

156


Quantity Item

3 Rescue Boards

2 Beach Wheelchairs

1 Pressure Cleaner


$3,200

Cost

Only Items Bolded are Recommended. All Items have been Recommended.

The Ocean Rescue Division could use thepressure cleaner to assist the Public WorksDepartment by using slow days to maintain thelifeguard stands.

$3,000

$2,000

The Beach Wheelchair program has been a greatasset to the beach providing all patrons with anopportunity to enjoy the ocean regardless oftheir physical abilities. The existing 2 chairs are5 years old and rusted.



Department Name

CHS

The Rescue Boards are used to get to multiplevictims quickly and bring them all back to shoretogether or provide them a refuge until morehelp can get there.

Division Name Total Cost


Requested Resources

Department No

575Ocean Rescue $8,200

157


No. of Positions

(A) Salary (B)2 31,200$ 2 15,600$

Line Item1 ATV

2 Rescue Boards

1 O2 Kit

2 Full-time and 1 Intermittent Lifeguards and related supplies is Not Recommended (127,120)1 Intermittent Lifeguard and related supplies is Recommended ($20,760)

Each tower is equipped with an oxygen kit for rescues 500$

Other Costs

95,360$

Description Cost

Intermittent Lifeguard 2,410$ 36,020$

ATV for rescue/transportation purposes 11,000$ Boards used for making rescues in the ocean 3,000$


Benefits

Miscellaneous start up supplies, equipment and uniforms 2,000$

-$

Full-time LifeguardTitle Benefits (C) A x (B + C)

16,480$

Fringe Cost

Title

Additional Lifeguards for New Lifeguard Towers

$147,880575Ocean RescueCHS


New Personnel


There is a large gap between Tower 18 and Tower 19 which has numerous documented preventions. Thisarea has been targeted as an area that requires a lifeguard tower to provide adequate coverage to the entirebeach.

Required Resources

Justification



158


Programs/Services


·

·

FY 12 Objectives·

·

·

·

FY 2010 Actual

FY 2011 Target

FY 2011 Actual

FY 2012 Target

133,323 150,000 150,377 160,0001 6 4 1218 12 13 12

Number of passengers transportedNumber of outreach meetings / appearancesNumber of complaints


Transported 150,377 passengers throughout the year.

Expand service to connect with the City of Hallandale Beach, providing for community travel to regional attractions such as Gulfstream Park. Also, connection with the Town of Surfside to transport residents and visitors to South Beach. This expansion should provide greater appeal to those who desire to stay in the luxury community of Sunny Isles Beach and enjoy a day trip to South Beach.

Acquire new buses through grant funding to provide more reliable transportation service and save on repair costs.

Increase marketing efforts throughout the year of the Shuttle Bus service through outreachprograms to increase ridership. Integrate the bus schedule with a Google map application that willprovide for greater internet exposure and ease of use for passengers.


Integrate the bus schedule with a Google Map application that will provide for greater internetexposure and ease of use for passengers.

Cultural & Human Services / Transportation

Cultural and Human Services / Transportation Division provides free shuttle bus service to residents and visitors to meet the transportation needs of the community with a focus on reliability, safety, and courtesy.

This service is partially funded through the Miami-Dade County Transit Surtax and provides regionaltransit opportunities to residents and visitors by linking services with the neighboring cities of Aventuraand North Miami Beach.

Implemented a revised schedule to meet the increasing needs for residents to travel to and fromthe Norman S. Edelcup / Sunny Isles Beach K-8 School.

Increased the ridership on the Mt. Sinai route.

159


FY 10 ACTUAL


FY 11 PROJECTIONS

FY 12ADOPTED BUDGET

REVENUES190,597$ 191,790$ 200,000$ 180,370$

- - - 90,990 624,809 562,340 562,340 616,920

REVENUES TOTAL 815,406$ 754,130$ 762,340$ 888,280$

APPROPRIATIONS387,807$ 430,920$ 405,620$ 366,070$ 151,235 182,770 172,980 182,560

CAPITAL OUTLAY - 31,500 31,500 - APPROPRIATIONS TOTAL 539,043$ 645,190$ 610,100$ 548,630$

NET RESULTS 276,363$ 108,940$ 152,240$ 339,650$

$ 134,150

$ (64,850)

$ (210)

$ (31,500)


ADOPTED0 10 00 15 9

TOTAL 5


119 4

TITLE1

FULL TIMETransportation Supervisor

1 01

12 6Bus Driver

1

The overall decrease is not significant.

Office Assistant

STATE REVENUE SHARING

OPERATING EXPENSES

CAPITAL OUTLAY

REVENUES

The increase is primarily attributed to allocating approximately 29% of the State Revenue Sharing budget that is restricted for Street Construction & Maintenance and Transportation related costs.

1

PERSONNEL COMPLEMENTTOTAL FY 11

ADOPTED

PERSONAL SERVICES

Maintenance Worker I

The decrease is a result of reallocating one position to the Streets Department to reflect the proper funding source.

The decrease in capital outlay is based on the needs of the department. No requests were made.

TRANSPORTATION


TRANSIT SYSTEM SURTAX


LOCAL OPTION GAS TAX

160


11 STREET CONSTRUCTION AND MAINTENANCE FUNDACTUAL ADOPTED ADOPTED


5120 REGULAR SALARIES $281,762 $290,580 $274,770 $261,8305140 OVERTIME 7,794 8,000 10,170 8,000 5210 FICA PAYROLL TAXES 23,612 22,840 25,320 20,700 5220 RETIREMENT CONTRIBUTIONS 23,848 27,890 24,460 16,630 5230 HEALTH, DENTAL,&VISION INS 38,653 59,580 59,290 44,730 5235 LIFE, ADD, & LTD - 1,680 1,430 1,450 5240 WORKER'S COMP INSURANCE 9,723 20,350 10,180 12,730 5250 TEMPORARY STAFF 2,414 - - -


OPERATING EXPENSES5314 PROMOTIONAL - 500 500 500 5410 TELEPHONE - - 330 660 5431 STREET LIGHTING 16,539 26,520 18,000 24,000 5450 INSURANCE 4,571 13,650 13,650 13,650 5461 R&M VEHICLES 64,662 45,000 50,000 46,430 5470 PRINTING - 6,600 5,000 7,200 5521 UNIFORM & ACCESSORIES 6,209 1,500 2,000 3,120 5523E GAS - TRANSPORTATION 52,924 55,000 52,000 60,000 5524 TIRES 6,330 9,000 6,500 10,000 5588 ROAD REPAIRS - 25,000 25,000 17,000


5641 EQUIPMENT - 31,500 31,500 - TOTAL CAPITAL OUTLAY - 31,500 31,500 -




TRANSPORTATION (574)

PERSONAL SERVICES

CAPITAL OUTLAY

161


FY 10 ACTUAL


FY 11 PROJECTIONS

FY 12ADOPTED BUDGET

APPROPRIATIONS-$ -$ -$ 95,040$ - - - 193,210

APPROPRIATIONS TOTAL -$ -$ -$ 288,250$

NET RESULTS -$ -$ -$ (288,250)$

$ 95,040

$ 193,210


ADOPTED0 2

TOTAL 0


HERITAGE PARK (577)

The increase is a result of the opening of Heritage Park.

PERSONAL SERVICESOPERATING EXPENSES


PERSONAL SERVICES

The increase is a result of two new positions due to the opening of Heritage Park.

OPERATING EXPENSES


TITLETOTAL FY 11

ADOPTED FULL TIME

2Facilities Coordinator 0 2

0 2

162




5120 REGULAR SALARIES $0 $0 $0 $65,3005140 OVERTIME - - - 2,000 5210 FICA PAYROLL TAXES - - - 5,250 5220 RETIREMENT CONTRIBUTIONS - - - 4,520 5230 HEALTH, DENTAL,&VISION INS - - - 17,270 5235 LIFE, ADD, & LTD - - - 460 5240 WORKER'S COMP INSURANCE - - - 240 5250 TEMPORARY STAFF - - - -


5348 LANDSCAPE $0 $0 $0 20,000 5410 PHONE - - - 660 5432 ELECTRICITY - - - 10,000 5433 WATER - - - 80,000 5455 SOLID WASTE - - - 6,600 5441 EQUIPMENT RENTAL - - - 2,000 5462 R&M EQUIPMENT - - - 6,750 5464 R&M GROUNDS - - - 64,200 5511 SPECIAL SUPPLIES - - - 3,000


TOTAL EXPENDITURES $0 $0 $0 $288,250



HERITAGE PARK (577)

PERSONAL SERVICES

OPERATING EXPENSES

163


GOVERNMENTAL FUND

TYPES

General Fund

Capital Projects Fund

2010 Capital Projects Fund

Stormwater CapitalImprovement Fund

Stormwater Fund

Enterprise Funds

PROPRIETARY FUND

TYPES

Capital Improvement Program Fund

City of Sunny Isles Beach Fund Structure

Law Enforcement Trust Fund

Special RevenueFund

Building Fund

Streets Construction and

Maintenance Fund

164


Capital Project Fund - Account for financial resources to be used for the acquisition orconstruction of major capital facilities.

Debt Service Fund - Account for the accumulation of resources for, and the payment of,general long-term debt principal and interest.

FUND DESCRIPTIONS

Special Revenue Fund - Account for the proceeds of specific revenue sources that arelegally restricted to expenditures for specified purposes.

General Fund - Accounts for all financial resources, except those required to be accountedfor in another fund.

Governmental Fund Types are subdivided into four sections: General Fund, Special RevenueFunds, Debt Service Funds, and Capital Projects Funds. The City does not have any DebtService Funds. The Law Enforcement Trust Fund is a Special Revenue Fund and are notbudgeted.

GOVERNMENTAL FUND TYPES

Individual funds are classified into three broad categories: Government, Proprietary, andFiduciary. The City of Sunny Isles Beach does not utilize any Fiduciary Fund Types. Allfunds are appropriated.

Governmental units should establish and maintain those funds required by law and soundfinancial administration. Only the minimum number of funds consistent with legal andoperating requirements should be established because unnecessary funds result ininflexibility, undue complexity, and inefficient financial administration.

Governmental accounting systems should be organized and operated on a fund basis.Individual resources are allocated to, and accounted for, in separate accounting entities-identified as funds-based upon the purposes for which they are to be spent and the means bywhich spending activities are legally controlled.

165


FUND DESCRIPTIONS

•

•

•

•

•

•

FUND 11 - STREET CONSTRUCTION AND MAINTENANCE FUND

The Street Construction and Maintenance Fund is a special revenue fund used toaccount for revenues received from State and County agencies, which, by State lawmay only be expended for street construction and maintenance programs.

FUND 14 - BUILDING FUND

FUND 10 - GENERAL FUND (MAJOR FUND)

The General Fund of a government unit serves as the primary reporting vehicle forcurrent government operations. The General Fund, by definition, accounts for allcurrent financial resources not required by law or administrative action to beaccounted for in another fund. The major sources of revenue for the General Fundinclude: ad valorem taxes, franchise taxes, user fee charges, and intergovernmentalrevenues. The major departments funded here are administrative in nature: CityManager, City Attorney, City Clerk, Finance, Human Resources, Cultural & HumanServices, Community Development Services, Police, and Public Works. This fund isconsidered a major fund.

The Building Fund is a special revenue fund used to account for building permitting revenues which are restricted to be used for the administration and enforcement of the Building Code.

FUND 60 & 61 - LAW ENFORCEMENT TRUST FUND

Proprietary Fund Types are subdivided into two sections: Enterprise Funds and InternalService Funds. The City does not use Internal Service Funds.

PROPRIETARY FUND TYPES

The Law Enforcement Fund is a special revenue fund used to account for revenuesreceived from Federal, State and local law enforcement forfeitures and seizureswhich are restricted for use for law enforcement purposes.

FUND 20 - CAPITAL IMPROVEMENT PROGRAM FUND (MAJOR FUND)

The Capital Improvement Program Fund is used to account for the City's CapitalImprovement Program. The projects funded from this fund include streetimprovement, landscape improvements, park construction, renovation or expansionof City facilities. This fund is considered a major fund. This Fund is funded by $15million debt issuance.

FUND 35 - 2010 CAPITAL PROJECTS FUND (MAJOR FUND)

The 2010 Capital Projects fund is used to account for the project costs of parkdevelopment and improvement. This fund is considered a major fund.

166


FUND DESCRIPTIONS

•

•

Enterprise Funds- Account for operations (a) that are financed and operated in a mannersimilar to private business enterprises - where the intent of the governing body is that thecosts of providing goods or services to the general public on a continuing basis be financed orrecovered primarily through user charges; or (b) where the governing body has decided thatperiodic determination of revenues earned, expenses incurred, and/or net income isappropriate for capital maintenance, public police, management control, accountability, orother purposes.

FUND 40 - STORMWATER FUND

The Stormwater Fund provides funding for necessary programs required forcompliance with the National Pollutant Discharge Elimination System Permit.

FUND 45 - STORMWATER CAPITAL IMPROVEMENT FUND

The objective of the Stormwater Capital Improvement Fund is to provide funding forimprovement of the City's utility infrastructure. It has one time funding source of$3.5 million from bond proceeds and transfers from the Stormwater operating fund.

167


BUDGETARY BASIS

The budgets of general government type funds (for example, the General Fund, the CapitalImprovement Program Fund) are prepared on a modified accrual basis. Briefly, this means thatobligations of the city (for example, outstanding purchase orders) are budgeted as expenditures, butrevenues are recognized only when they are measurable and available.

The Enterprise Funds (for example, the Stormwater Fund) also recognize expenditures asencumbrances when a commitment is made (e.g., through a purchase order). Revenues, on the otherhand, are recognized as revenue when service is provided.

In all cases (General Governmental and Enterprise Funds), when goods and services are not receivedby year end, the encumbrances lapse.

The Comprehensive Annual Financial Report (CAFR) shows the status of the City's finances on a basisof "generally accepted accounting principles" (GAAP). In most cases, this conforms to the way the Cityprepares its budget. One exception is compensated absence liabilities that are expected to beliquidated with expendable available financial resources are accrued as earned by employees (GAAP)as opposed to being expended when paid (Budget).

168


A balance must be struck between revenues and expenditures, so that the public can realize thebenefits of a strong and stable government. It is important to understand that this policy is appliedto budget entities over periods of time, which extend beyond current appropriations. By law,budgets cannot exceed available resources, which is defined as revenues generated in the currentperiod added to balances carried forward from prior years. Temporary shortages, or operatingdeficits, can and do occur, but they are not tolerated as extended trends. The City cannot developa legacy of shortages or a legacy of missing one-time resources and expect the continued deliveryof services, the very reason for which it exists.

BUDGETARY & FINANCIAL POLICIES

The City of Sunny Isles Beach Budgetary and Financial Policies provide the basic framework forthe overall fiscal management of the City. Some of these tenets can appear to be little more thancommon sense, barely worthy of the effort necessary to set them forth. On the other hand, theyare guidelines, which determine whether or not specific requests, no matter how meritorious, everreach implementation. When a department seeks the financial support from the Commissioners,it is best for all concerned that the framework for making decisions be clearly understood.

The policies consist of: operating, revenue, cash management and investments, debt, reserve,capital improvements program, accounting and financial reporting, organizational, and financialstability. These policies are used in the development of current activities and planning for futureprograms. They are reviewed at least annually and updated as needed.

Rationale

Therefore, the City shall annually adopt a balanced budget where available and anticipatedresources are equal to, or exceed, operating expenditures. Any increase in expenses, decrease inrevenues, or combination of the two that result in a budget imbalance will require budget revision,rather than spending unappropriated surpluses or designated reserves to support ongoingoperations.

Balancing the Budget

Statement

The City will live within its means. All departments supported by the resources of this City mustfunction within the limits of the financial resources identified or available specifically to them.

169



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The City will continue to support a scheduled level of maintenance and replacement of itsinfrastructure and fleet.

The City will evaluate its use of intergovernmental service contracts to preclude unwarrantedduplication of service in overlapping jurisdictions and assure an effective and efficient servicedelivery system to the community.

The City's budget will support City Commission goals, objectives and policies in meeting theneeds of the community.

Operating Budget Policies

The City will continuously evaluate its service delivery system according to establishedefficiency and effectiveness criteria.

The City will prepare its Budget using a Balanced Budget; each fund's revenues plus othersources equal its expenditures/expenses plus other uses.

To the extent possible, current operations will be funded by current revenues. The use ofunencumbered prior period balances in all funds shall be scrutinized and carefully limited.

The operating impacts of the Capital Improvements Program (CIP) projects will be reviewedprior to any project being included in the operating budget.

The City will comply with mandatory federal, state, and local laws and when appropriate willcomply with industry and professional requirements or standards.

The City will develop and maintain accounting and budgetary control systems to adequatelysafeguard the assets held in public trust.

Transfer of funds between personal services, operating and capital outlay categories isdiscouraged.

The City will consider General Fund requests for new or expanded programs during thecourse of the regular budget process. Only in extreme circumstances will such requests beconsidered during the course of the year.

170



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General Fund expenditures for mandated and priority programs are to be made againstcurrent revenue sources, and not dependent upon uncertain reserves or fluctuating priorperiod cash balances.

Special Revenue Funds are supported by special levies and fees, grants or intergovernmentalrevenues. Expenditures in these funds are strictly limited to the mandates of the fundingsource. Special Revenue Funds are not to be used to subsidize other funds, except asrequired or permitted by program regulations.

New and expanded unrestricted revenue streams should be first applied to support existingprograms prior to funding new or expanded programs.

Market rates and charges levied by other public and private organizations for similar servicesshould be considered when establishing tax rates, fees and charges.

New ongoing operating costs will be funded with permanent, ongoing revenue sources; one-time operating costs are tied to one-time revenue sources to ensure fund balance integrity.

The City will pursue federal, state, and local grants but will strictly limit financial support ofthese programs to avoid commitments, which continue beyond funding availability.

Enterprise Funds are expected to derive at least 50% of their revenues from charges and userfees. Enterprises should strive to become self-supporting entities through periodic reviews ofits fee structure, charges for services, and other operating revenues and expenditures.

The City will pursue alternative revenue sources as an additional source of funds.

The City will establish all user charges and fees to recover the partial or full cost of providing aservice. Sufficient user charges and fees shall be pursued and levied to support the full cost(operating, direct, indirect, and capital) of operations.

Revenue Policies

The City will attempt to maintain a diversified and stable revenue system to avoid reliance onany one revenue source and will attempt to minimize the dependence on property taxes.

171



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The City will collect revenues aggressively, including past due bills of any type and may utilizean outside collection agency to accomplish this.

Cash Management and Investment Policies

The City will follow its adopted investment/portfolio policy when handling public funds. Theinvestment/portfolio policy is contained in a separate document.

The City will deposit all funds within forty-eight (48) business hours of receipt.

The City will review and evaluate its existing debt obligations and future borrowing needsannually.

The City will not issue long term debt to finance current operations.

The City will adhere to the bond covenant requirements of each debt issuance.

The City will maintain a reserve in the General Fund which represents a minimum of 25%-30% of operating expenditures.

The City will publish and distribute an official statement for each bond and note issued.

The City will maintain a reserve in the Stormwater Fund which represents 10% of operatingexpenditures.

Capital projects financed by the issuance of bonded debt will be financed for a period not toexceed the expected useful life of the project.

Reserve Policies

The City will seek to maintain its insured AAA bond rating to minimize borrowing costs.

Debt Policies

The Finance Department will prepare and present an investment report to the City'sCommission on a monthly basis to review the City's investment/portfolio activities.

172



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The Budget committee will review and evaluate each project, based on an established criteria,prior to any project being included in the Capital Improvements Program.

The City will maintain an appropriate mix of debt and pay-as-you-go funding of capitalprojects.

Capital Improvements Program (CIP) Policies

In the development of the Capital Improvements Program, the City will review the operationalimpact of each project.

The City will develop and update a five-year Capital Improvements Program on an annualbasis.

The City will maintain an accounting and financial reporting system that conforms to GAAPand State laws.

The operating impact of each capital project shall be incorporated into annual operatingbudgets. Capital assets shall be purchased and maintained on a regular schedule. Withinlegal limits and the constraints of operating budgets, debt may be issued for the purchase ofcapital assets, including major renovations.

An independent audit will be performed annually with the subsequent issue of an officialannual financial statement.

The City will produce comprehensive annual financial reports in accordance with GenerallyAccepted Accounting Principles (GAAP) as promulgated by the Governmental AccountingStandards Board (GASB) within 180 days of the end of the fiscal year.

Accounting and Financial Reporting Policies

173



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3. The City will continuously monitor revenues and expenditures to ensure responsible fiscalmanagement of the City.

Employee compensation will be reviewed regularly to ensure the City is competitive withcomparable public entities.

Organizational Policies

The City will prepare and update its five-year Capital Improvements Program annually.

The City will review and evaluate its existing debt obligations and future borrowing needsannually.

The City will be committed to maintaining and improving the productivity of staff through aproductive working environment, appropriate equipment, necessary training, and adequatesupplies and materials.

The City will review the organizational structure regularly to assure that residents receive thehighest level of service in the most efficient manner.

Financial Stability Policies

174

RESOLUTION NO 2011

A RESOLUTION OF THE CITY OF SUNNY ISLES BEACH OF

MIAMI DADE COUNTY FLORIDA ESTABLISHING THE

CITY OF SUNNY ISLES BEACH AD VALOREM TAX

MILLAGE LEVY RATE AT 2 8860 MILLS PER ONE

THOUSAND DOLLARS 1 000 00 OF TAXABLE ASSESSED

VALUE WHICH IS 4 17 MORE THAN THE ROLLED

BACK RATE OF 2 7706 MILLS FOR FISCAL YEAR

20112012 PROVIDING FOR AN EFFECTIVE DATE

WHEREAS the Property Appraiser ofMiami Dade County Florida served uponthe City of

Sunny Isles Beach a Certification of 2011 Taxable Value and

WHEREAS pursuant to Section 200 065 F S the City of Sunny Isles Beach furnished the

County Property Appraiser the proposed millage rate and the date time and place at which publichearings will be held to consider the tentative millage rate and tentative budget and

WHEREAS on September 6 2011 the City Commission adopted Resolution No 2011

1753 adopting tentatively the proposed ad valorem tax millage levy rate at 2 8860 mills per One

Thousand Dollars 1 000 00 of taxable assessed value

NOW THEREFORE BE IT RESOLVED BY THE CITY COMMISSION OF THE

CITY OF SUNNY ISLES BEACH FLORIDA AS FOLLOWS

Section 1 Establish the Millage Rate The millage rate is hereby established as 2 8860 per One

Thousand Dollars 1 000 00 of assessed property value in the City of Sunny Isles Beach The

millage reflected is 4 17 more than the rolled back rate of 2 7706 mills for Fiscal Year

20112012

Section 2 Effective Date This Resolution shall become effective upon adoption

PASSED AND ADOPTED on this 20th day of September 2011 at G OSp m

ATTEST

d AJane A Hines CMC City Clerk

R2011 Millage Rate FY 2011 2012 2nd Hrg Page I 01 2

APPROVED AS TO FORM AND

LEGAL SU FI rENCY

Vote 5 0

Mayor EdelcupVice Mayor Thaler

Commissioner Aelion

Commissioner Gatto

Commissioner Scholl

R2011 Millage Rate FY 2011 2012 2nd Hrg

v Yes

V Yes

V Yes

V Yes

Yes

Moved by

Seconded by

NoNoNoNoNo

Page 2 012

II M oY THM

Co l OuZdC fe LioN

ORDINANCE NO 2011 tnq

AN ORDINANCE OF THE CITY OF SUNNY ISLES BEACH

FLORIDA ADOPTING AN OPERATING AND CAPITAL OUTLAY

BUDGET FOR THE FISCAL YEAR COMMENCING OCTOBER 1

2011 THROUGH SEPTEMBER 30 2012 PURSUANT TO SECTION

200 65 FLORIDA STATUTES AUTHORIZING EXPENDITURES OF

FUNDS ESTABLISHED BY THE BUDGET AUTHORIZING

ENCUMBRANCES AUTHORIZING ISSUANCE OF CHECKS

PROVIDING FOR GRANTS AND GIFTS PROVIDING FORLOCAL

AND FEDERAL LAW ENFORCEMENT TRUST FUNDS

PROVIDING FOR POSTAUDIT PROVIDING FORSEVERABILITY

AND PROVIDING FOR AN EFFECTIVE DATE

WHEREAS the City Manager has presented to the City Commission a tentative operatingbudget for the fiscal year commencing October 1 2011 and the City Commission has scheduled apublichearing required by Section 200 065 Florida Statutes to be held on September 6 2011 at 6 00 p m

which hearing was duly noticed by the Property Appraiser and the City as required by law and

WHEREAS the second public hearing as required by law had been scheduled for September20 2011 which hearing wasproperly advertised and noticed as required by law giving the public and

all interested parties an opportunity to address their comments to the City Commission and the CityCommission having had an opportunity to review and approve the tentative budget as deemed

appropriate and having considered the comments of the public regarding the tentative budget and

having complied with the Trim requirements of the Florida Statutes

NOW THEREFORE BE IT ORDAINED BY THE CITY COMMISSION OF THE CITY

OF SUNNY ISLES BEACH FLORIDA AS FOLLOWS

Section 1 First Public Hearing Operating and Capital Budget The operating and capital budgetattached as Exhibit A as presented by the City Manager and as amended by the City Commission be

and the same hereby is tentatively adopted at first reading subject to final adoption and amendments as

provided by Section 200 065 Florida Statutes second reading

Section 2 Second Public Hearing Operating and Capital Budget The final public hearing to adoptabudget for the fiscal year commencing October 1 2011 through September 30 2012 set for Tuesday

September 20 2011 at 6 00 p m at 18070 Collins Avenue Sunny Isles Beach Florida as previouslyreviewed and approved on September 6 20II by the City Commission and adopted first as the tentative

operating and capital budget be and the same is hereby adopted by the City as its final budget for

Fiscal Year 2011 2012 pursuant to Article 4 5 ofthe City Charter

Section 3 Expenditure offunds appropriated in the budget authorized Funds may be expended byand with the approval of the City Manager in accordance with the provisions ofthe City Charter and

applicable laws Funds ofthe City shall be expended in accordance with the appropriations provided in

the budget adopted by this Ordinance and shall constitute an appropriation ofamounts specified therein

Supplemental appropriations and reduction ofappropriations if any shall be made in accordance with

Article 4 7 ofthe Charter ofthe City of Sunny Isles Beach

02011 Operating and Capital Outlay Budget FY 20II 12 Page 1 of3

Section 4 Encumbrances All outstanding encumbrances as ofSeptember 30 2012 shall lapse at

that time Lapsed outlay encumbrances shall be re appropriated in the 2012 2013 Fiscal Year

Section 5 Checks Issued Except for payroll checks checks issued from or withdrawals made

rom accounts maintained by the City and public depositories shall be signed by either the City

Manager the Assistant City Manager Services the Assistant City Manager Finance or the City Clerk

Checks issued for greater than 5 000 and payroll checks shall require twosignatures from the above

positions

Section 6 Grants and Gifts Each year ifand when the City of Sunny Isles Beach receives monies

from any source be it private or governmental by grant gift or otherwise to which there is attached a

condition of acceptance any limitation regarding the use or expenditure of the funds so received need

not be shown in the operating budget nor shall such budget be subj ect to amendment ofexpenditure as a

result ofthe receipt ofsaid monies but said monies shall be disbursed and applied toward the purposesfor which said funds were received To ensure the integrity ofthe operating budget and the integrity of

the monies received by the City under grants or gifts all monies received as contemplated above must

upon receipt be segregated in accounts based on general accounting principles and where appropriateplaced in separate and individual trusts andor escrowaccounts from which any money drawn may onlybe disbursed and applied within the limitations placed upon the gift or the grant as aforesaid

Section 7 Local and Federal Law Enforcement Trust Funds The continuation ofLocal and Federal

Law Enforcement Trust Funds is hereby authorized with said funds to be used to receive and expendmonies in accordance with State and Federal laws without being included in the Operating and CapitalImprovement Budget For reporting purposes the appropriate fund budgets may be amended to account

for activities related to the Local and Federal Law Enforcement Trust Funds

Section 8 Post Audit provided Each year pursuant to Article 4 10 ofthe City Charter and Section

218 23 1 b Florida Statutes the City Commission hereby provides for annual post audit ofthe City s

financial account and where the City may be eligible to participate in State revenue sharing beyond the

minimum entitlement in any fiscal year The City Manager is authorized to take all action necessary to

cause such post audit to be made by acertified public accountant or firm of such accounts in accordance

with the law

Section 9 Severability The provisions ofthis Ordinance are declared to be severable and if any

section sentence clause or phrase of this Ordinance shall for any reason be held invalid or

unconstitutional such decision shall not affect the validity ofthe remaining sections sentences clauses

and phrases of this Ordinance but they shall remain in effect it being the legislative intent that this

Ordinance shall stand notwithstanding the invalidity of any part

Section 10 Effective Date This Ordinance shall be effective ten 10 days after adoption at second

reading

PASSED AND ADOPTED on first reading the G day of September 2011

PASSED ANDADOPTED on second reading this O day ofSeptember 20II at p m

02011 Operating and Capital Outlay Budget FY 201112 Page 2 of3

ATTEST

AJane A Hides CMC City Clerk

APPROVEr AS TO FORM

AN GAL UFFICIENCY

Vote 0

Mayor EdelcupVice Mayor Thaler

Commissioner Aelion

Commissioner Gatto

Commissioner Scholl

Moved by Cv ScHDLL

Seconded by V C M oe T4 trLt1R

Yes

V Y es

V Yes

Y es

Yes

02011 Operating and Capital Outlay Budget FY 2011 12

NoNoNoNoNo

Page 3 of3

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LEGAL DEBT MARGINThe City Charter allows revenue bonds to be issued when authorized by the City Commission.There is no legal debt margin established. General Obligation bonds must be approved byreferendum of the electorate. Currently, the City does not have any outstanding generalobligation bonds.

DEBT ADMINISTRATION

The decision to issue bonds or to obtain bank financing is based upon which alternative willprovide the City with lower costs. The City Commission decides on an issue-by-issue basiswhich method of sale would be more appropriate. The City encourages the use ofcompetitive sales for all issues unless circumstances dictate otherwise. Negotiated sales areconsidered if the sale is a complex financing structure (certain revenue issues, a combinationof taxable/nontaxable issues, etc.) or based upon other factors which lead the FinanceDepartment to conclude that a competitive sale would be less effective.

DEBT ISSUANCEThe objective of the City of Sunny Isles Beach debt management policy is to maintain theCity's ability to incur present and future debt at the most beneficial interest rates in amountsneeded for financing the adopted Capital Improvement Program without adversely affectingthe City's ability to finance essential City services.

Review and analysis of the City's debt position is required to provide a capital financing planfor infrastructure and other improvements. Both available resources and city needs drive theCity's debt issuance program. Long-term projected financing is linked with economic,demographic and financial resources expected to be available to repay the debt. City debtratios are examined as well as the impact of future debt financing on those ratios. The use ofdebt ratios is only one tool of many in determining a course of action and is not usedexclusively in making a decision.

Decisions regarding the use of debt are based upon a number of factors including, but notlimited to, the long-term needs of the City and the amount of resources available to repay thedebt. The debt policy is not expected to anticipate every future contingency in the City'scapital program or future operational needs. Sufficient flexibility is required to enable Citymanagement to respond to unforeseen circumstances or new opportunities, whenappropriate.

181


GOVERNMENTAL FUNDS

1.

2.

3.

4.

DEBT SERVICE FUND SUMMARY

The City currently has three revenue bonds and one promissory note outstanding as follows:

Florida Municipal Loan Council Revenue Bond - The Series 2001A issue was toretire the then outstanding Utility Tax Revenue Bond Series 1998 and Series 1999and the Utility Tax Revenue Bond Anticipation Note. The original bonds were issuedto acquire land, construct a new government center and construct 2 new parks. Thenote has a twenty-five year term and is secured by non-ad valorem revenues.

11/1/2026 7,910,000$

Florida Municipal Loan Council Revenue Bond - The Series 2002C was issued tofund various capital projects, including landscaping improvements, parkimprovements, police station, public works facility. The note has a twenty year termand is secured by non-ad valorem revenues.

Bank of America Promissory Note - The proceeds were used to fund the City's landpurchases and related costs for future development of public parks. The note has atwenty year term and is secured by non-ad valorem revenues.

Improvement Revenue Bond - The Series 2010 provides funds for various City ParkImprovement Projects. The note has a fifteen year term and is secured by non-advalorem revenues.

Florida Municipal Loan Council Revenue Bond, Series 2001A 3.25%-5%

Principal Amount Payable

Schedule of Governmental Funds DebtOutstanding as of September 30, 2011

DescriptionDate of Maturity Interest Rates

53,306,967$

12,290,000$

18,696,889$

14,410,077$

4.03%

Total Outstanding Long-term DebtImprovement Revenue Bond, 2010 4.20%

Florida Municipal Loan Council Revenue Bond, Series 2002C

Bank of America Promissory Note

3.25%-5%11/1/2022

7/1/2029

3/23/2025

182


ENTERPRISE FUND

1.

2.

Stormwater Revenue Bond, Series 2010 7/1/2025 4.02% 3,322,578$

Total Outstanding Long-term Debt 4,972,578$

Stormwater Revenue Bond, Series 2002 7/1/2022 4.23% 1,650,000$

DescriptionDate of Maturity Interest Rates

Principal Amount Payable

Outstanding as of September 30, 2011

DEBT SERVICE FUND SUMMARY

The City currently has two revenue bonds outstanding as follows:

Stormwater Revenue Bond - The Series 2002 was issued to fund a portion of thecosts of certain improvements to the Golden Shores stormwater utilities system. Thenote has a twenty year term and is secured by stormwater fee charges.

Stormwater Revenue Bond - The Series 2010 was issued to fund a portion of thecosts of certain improvements to the stormwater utilities system. The note has afifteen year term and is secured by stormwater fee charges.

Schedule of Enterprise Fund Debt

183


TOTAL GOVERNMENTAL DEBT SERVICE REQUIREMENTS

FISCAL YEAR PRINCIPAL INTEREST ADMIN FEE TOTAL2012 2,624,438 2,347,278 19,729 4,991,4452013 2,735,071 2,232,720 18,663 4,986,4542014 2,846,392 2,109,818 17,556 4,973,7662015 2,980,506 1,975,735 16,397 4,972,6392016 3,115,810 1,837,050 15,178 4,968,0382017 3,262,518 1,688,417 13,895 4,964,8302018 3,415,735 1,534,469 12,544 4,962,7482019 3,577,245 1,373,159 11,121 4,961,5252020 3,745,883 1,206,640 9,620 4,962,1432021 3,915,656 1,030,954 8,043 4,954,6532022 4,092,903 848,576 6,388 4,947,8672023 4,284,035 657,000 4,063 4,945,0982024 3,078,400 493,342 2,818 3,574,5592025 2,867,679 357,085 2,203 3,226,9672026 1,930,747 253,085 1,558 2,185,3912027 2,018,471 166,487 615 2,185,5732028 1,378,140 94,442 0 1,472,5832029 1,437,336 37,022 0 1,474,358

53,306,967 20,243,280 160,391 73,710,638

2001A-Florida Municipal Loan Council Revenue Bond

FISCAL YEAR PRINCIPAL INTEREST FEES TOTAL2012 335,000 389,475 8,276 732,7512013 350,000 372,350 7,933 730,2832014 365,000 354,019 7,576 726,5942015 385,000 334,331 7,201 726,5322016 405,000 313,594 6,806 725,3992017 425,000 291,806 6,391 723,1972018 450,000 268,838 5,953 724,7912019 475,000 244,556 5,491 725,0472020 500,000 220,213 5,003 725,2162021 520,000 195,988 4,493 720,4812022 545,000 170,694 3,961 719,6542023 570,000 143,500 3,403 716,9032024 600,000 114,250 2,818 717,0682025 630,000 83,500 2,203 715,7032026 660,000 51,250 1,558 712,8082027 695,000 17,375 615 712,990

7,910,000 3,565,738 79,678 11,555,415

DEBT SERVICE REQUIREMENTS TO MATURITY

184



2002C-Florida Municipal Loan Council Revenue Bond

FISCAL YEAR PRINCIPAL INTEREST FEES TOTAL2009 625,540 275,760 901,3002013 810,000 577,950 10,730 1,398,6802014 840,000 539,700 9,980 1,389,6802015 885,000 494,419 9,197 1,388,6162016 930,000 446,775 8,372 1,385,1472017 980,000 396,638 7,504 1,384,1422018 1,030,000 343,875 6,591 1,380,4662019 1,085,000 288,356 5,631 1,378,9872020 1,145,000 229,819 4,617 1,379,4362021 1,205,000 168,131 3,550 1,376,6812022 1,265,000 103,294 2,428 1,370,7212023 1,335,000 35,044 660 1,370,704

12,290,000 4,233,750 80,713 16,604,463

2010 Capital Projects Revenue Bond-SunTrust

FISCAL YEAR PRINCIPAL INTEREST FEES TOTAL2012 792,052 592,857 1,384,9092013 825,846 559,063 1,384,9092014 861,081 523,828 1,384,9092015 897,820 487,089 1,384,9092016 936,127 448,782 1,384,9092017 976,068 408,841 1,384,9092018 1,017,713 367,196 1,384,9092019 1,061,135 323,774 1,384,9092020 1,106,409 278,500 1,384,9092021 1,153,615 231,293 1,384,9092022 1,202,836 182,073 1,384,9092023 1,254,156 130,753 1,384,9092024 1,307,666 77,243 1,384,9092025 1,017,555 21,127 1,038,682

14,410,077 4,632,418 0 19,042,495

185



Bank of America Promissory Note

FISCAL YEAR PRINCIPAL INTEREST FEES TOTAL2012 717,387 755,196 1,472,5832013 749,226 723,357 1,472,5832014 780,311 692,272 1,472,5832015 812,686 659,897 1,472,5832016 844,683 627,900 1,472,5832017 881,450 591,132 1,472,5832018 918,022 554,561 1,472,5832019 956,111 516,472 1,472,5832020 994,474 478,109 1,472,5832021 1,037,040 435,542 1,472,5832022 1,080,067 392,515 1,472,5832023 1,124,879 347,703 1,472,5832024 1,170,734 301,849 1,472,5832025 1,220,124 252,458 1,472,5832026 1,270,747 201,835 1,472,5832027 1,323,471 149,112 1,472,5832028 1,378,140 94,442 1,472,5832029 1,437,336 37,022 1,474,358

18,696,889 7,811,375 0 26,508,264

186


TOTAL ENTERPRISE DEBT SERVICE REQUIREMENTS

FISCAL YEAR PRINCIPAL INTEREST TOTAL2012 330,635 198,283 528,9182013 338,007 184,566 522,5732014 345,679 170,549 516,2282015 353,665 156,218 509,8832016 361,976 141,561 503,5382017 370,627 126,566 497,1932018 379,631 111,217 490,8482019 389,002 95,500 484,5032020 398,756 79,402 478,1582021 408,908 62,905 471,8132022 419,474 45,995 465,4682023 280,471 31,031 311,5022024 291,917 19,585 311,5022025 303,830 7,672 311,502

4,972,578 1,431,049 6,403,628

2002 Series Stormwater Revenue Bond

FISCAL YEAR PRINCIPAL INTEREST TOTAL2012 150,000 67,416 217,4162013 150,000 61,071 211,0712014 150,000 54,726 204,7262015 150,000 48,381 198,3812016 150,000 42,036 192,0362017 150,000 35,691 185,6912018 150,000 29,346 179,3462019 150,000 23,001 173,0012020 150,000 16,656 166,6562021 150,000 10,311 160,3112022 150,000 3,966 153,966

1,650,000 392,597 2,042,597


187



2010 Series Stormwater Revenue Bond

FISCAL YEAR PRINCIPAL INTEREST TOTAL2012 180,635 130,867 311,5022013 188,007 123,496 311,5022014 195,679 115,823 311,5022015 203,665 107,837 311,5022016 211,976 99,526 311,5022017 220,627 90,875 311,5022018 229,631 81,871 311,5022019 239,002 72,500 311,5022020 248,756 62,746 311,5022021 258,908 52,594 311,5022022 269,474 42,029 311,5022023 280,471 31,031 311,5022024 291,917 19,585 311,5022025 303,830 7,672 311,502

3,322,578 1,038,452 4,361,030

188


Account A separate financial reporting unit for budgeting, management, oraccounting purposes. All budgetary transactions, whether revenue orexpenditure are recorded in accounts.

Accounting Standards

The generally accepted accounting principles (GAAP) promulgated by theGovernment Accounting Standards Board (GASB), which guide therecording and reporting of financial information by state and localgovernments. The standards establish such guidelines as whentransactions are recognized, the types and purposes of funds, and thecontent and organization of the annual financial report.

Accrual Basis A method of accounting in which revenues are recorded when measurableand earned, and expenses are recognized when a good or service is used.

Activity A department effort contributing to the achievement of a specific set ofprogram objectives; the smallest unit of the program budget.

Activity Measure Data collected to determine how effective or efficient a program is inachieving its objective.

Adopted Budget The original budget as approved by the City Commission at the beginningof the fiscal year.

Ad Valorem Taxes Commonly referred to as property taxes, levied on both real and personalproperty, according to the property's valuation and tax rate.

Allotment The distribution of budget authority by an agency to various sub-units orregional offices.

Amended Budget The current budget, resulting from changes to the Adopted Budget. Anexample of a common change would be a line item transfer of funds.

Annualize Taking changes that occurred mid-year and calculating their cost for a fullyear, for the purpose of preparing an annual budget.

Apportionment The release of funds on a quarterly or project basis. Apportionment isdesigned to prevent the premature depletion of a unit's appropriation and ismore common at the state and federal levels than at the local level.

Appropriation A legal authorization to incur obligations and make expenditures forspecific purposes.

Assessed Valuation

The valuation set upon real estate and certain personal property by theProperty Appraiser as a basis for levying property taxes.

GLOSSARY

189


GLOSSARY

Assets Resources owned or held by a government, which have monetary value.Audit An examination of evidence, including records, facilities, inventories,

systems, etc., to discover or verify desired information.

Authorized Positions

Employee positions, which are authorized in the adopted budget, to befilled during the year.

Available (Undesignated) Fund Balance

This refers to funds remaining from prior years, which are available forappropriation and expenditure in the current year.

Balanced Budget A budget in which current revenues equal current expenditures. The legalrequirements for a balanced budget may be set by the state or localgovernment.

Base Budget Projected cost of continuing the existing levels of service in the currentbudget year.

Benchmark A point of reference from which measurements may be made. Abenchmark is something that serves as a standard by which otherperformance indicators may be evaluated or compared.

Bond A promise to repay borrowed money on a particular date, often ten ortwenty years in the future. Most bonds also involve a promise to pay aspecified dollar amount of interest at predetermined intervals. Localgovernments use bonds to obtain long-term financing for capital projects.

Bond Covenant A legally enforceable agreement with bondholders that requires thegovernmental agency selling the bond to meet certain conditions in therepayment of the debt.

Bond Ordinance A law approving the sale of government bonds that specifies how revenuesmay be spent.

Bond Refinancing The payoff and re-issuance of bonds, to obtain better interest rates and/orbond conditions.

Budget A plan of financial activity for a specified period of time (fiscal year orbiennium) indicating all planned revenues and expenses for the budgetperiod.

Budget Amendment

A revision of the adopted budget that, when approved by the Commission,replaces the original provision. Budget amendments occur throughout thefiscal year, as spending priorities shift.

190


GLOSSARY

Budgetary Basis This refers to the basis of accounting used to estimate financing sourcesand uses in the budget. This generally takes on the three forms: GAAP,cash, or modified accrual.

Budgetary Control The control or management of a government in accordance with theapproved budget for the purpose of keeping expenditures within thelimitations of available appropriations and resources.

Budget Calendar The schedule of key dates, which a government follows in the preparationand adoption of the budget.

Budget Cycle The recurring process-either annual or biennial-in which a governmentprepares, adopts, and implements a spending plan. The budget cycleconsists of (1) preparation of a budget proposal, (2) legislative approval ofthe proposed budget, (3) executive-branch implementation of the proposedbudget, and (4) preparation of an annual report detailing the results ofoperations.

Budget Manual A booklet prepared by the Finance Department or Budget Office thatincludes, at a minimum, the budget calendar, the forms departments needto prepare their budget requests, and a description of the budget process.

Capital Assets Assets of significant value and having a useful life of several years. CapitalAssets are also called fixed assets.

Capital Budget The appropriation of bonds or operating revenue for improvements tofacilities, and other infrastructure.

Capital Outlay / Expenditures

Spending on fixed assets; generally, such acquisitions cost more than aspecified amount (e.g. $1,000) and are intended to last more than oneyear.

Capital Improvements

Expenditures related to the acquisition, expansion or rehabilitation of anelement of the physical plant of the government - sometimes referred to asinfrastructure.

Capital Improvement Program (CIP)

A plan for future capital expenditures that identifies each capital project, itsanticipated start and completion, the amount spent each year, and themethod of finance.

Capital Project Major construction, acquisition, or renovation activities that add value to thephysical assets of a government, or significantly increase their useful life.Also called capital improvements.

191


GLOSSARY

Capital Projects Funds

Governmental funds established to account for resources used for theacquisition of large capital improvement other than those accounted for inthe proprietary or trust funds.

Cash Basis A method of accounting in which revenues are recorded only when cash isreceived and expenditures are recorded only when payment is made.Since payments for goods and services can be delayed to the next fiscalyear, cash on hand can result in an inaccurate picture of the financialcondition of a fund. To be in conformance with generally acceptedaccounting principles, local governments must use the accrual basis, ratherthan the cash basis of accounting.

Cash Flow The net cash balance at any given point. The treasurer prepares a cashbudget that projects the inflow, outflow, and net balance of cash reserveson a daily, weekly, and/or monthly basis.

Change Order A change in the design or specifications of an approved capital project;change orders often increase the cost of a project.

Chart of Accounts A chart that assigns a unique number to each type of transaction (e.g.,salaries or property taxes) and to each budgetary unit in the organization.The chart of accounts provides a system for recording revenues andexpenditures that fits the organizational structure.

Comprehensive Annual Financial Report (CAFR)

Usually referred to by its abbreviation, this report summarizes financial datafor the previous fiscal year in a standardized format. The CAFR isorganized by fund and contains two basic types of information: (1) abalance sheet that compares assets with liabilities and fund balance and(2) an operating statement that compares revenues with expenditures.

Constant or Real Dollars

The presentation of dollar amounts adjusted for inflation to reflect the realpurchasing power of money as compared to a certain point in time.

Consumer Price Index (CPI)

A statistical description of price levels provided by the U.S. Department ofLabor. The index is used as a measure of the increase in the cost of living(e.g. economic inflation).

Contingency A budgetary reserve set-aside for emergencies or unforeseen expendituresnot otherwise budgeted. This type of account protects the localgovernment from having to issue short-term debt to cover such needs.

Contractual Services

Services rendered to a government by private firms, individuals, or othergovernmental agencies. Examples include utilities, rent, maintenanceagreements, and professional consulting services.

192


GLOSSARY

Cost-of-Living Adjustments (COLA)

An increase in salaries to offset the adverse effect of inflation oncompensation.

Debt Service The cost of paying principal and interest on borrowed money according to apredetermined payment schedule.

Debt Service Funds

One or more funds established to account for expenditures used to repaythe principal and interest on debt.

Dedicated Tax A tax levied in order to support a specific government program or purpose.

Default Failure to make a debt payment (principal or interest) on time.

Deficit The amount by which expenditures exceed revenues during a singleaccounting period.

Department The basic organizational unit of government, which is functionally unique inits delivery of services.

Depreciation Expiration in the service life capital assets attributes to wear and tear,deterioration, and action of the physical elements, inadequacy, orobsolescence.

Development-related Fees

Those fees and charges generated by building, development and growth incommunity, also known as impact fees.

Disbursement Payment for goods or services that have been delivered and invoiced.

Earmarking Legal limitations on the revenue from fees, licenses, taxes, or grants, whichdetermine how the funds may be spent. Many state and federal grants areearmarked for particular types of projects. Earmarked revenues arefrequently accounted for in special revenue funds.

Economies of Scale

The cost savings that usually occur with increases in output. If the numberof units increase, fixed costs are divided into more units, and the ratio ofunits to fixed costs will result in lower costs per unit.

Employee (or Fringe) Benefits

Contributions made by a government to meet commitments or obligationsfor employee fringe benefits. Included are the governments share of costsfor Social Security and the various pensions, medical, and life insuranceplans.

193


GLOSSARY

Encumbrance Budget authority that is set aside when a purchase order or contract isapproved. The encumbrance assures suppliers that sufficient funds will beavailable once the order is fulfilled. Encumbrances are also known asobligations.

Enterprise Funds A separate fund used to account for services supported primarily by servicecharges; examples are water, sewer, golf, and airport funds.

Enterprises Government-owned services, such as utilities, that are supported primarilyby fees rather than by tax revenue.

Expenditure The payment of cash on the transfer of property or services for the purposeof acquiring an asset, service or settling a loss.

Expense Charges incurred (whether paid immediately or unpaid) for operations,maintenance, interest, or other charges.

Fiduciary Funds Funds that account for resources that government holds in trust forindividuals or other governments.

Fiscal Policy A government's policies with respect to revenues, spending, and debtmanagement as these relate to government services, programs, andcapital investment. Fiscal policy provides an agreed-upon set of principlesfor the planning and programming of government budgets and theirfunding.

Fiscal Year A twelve-month period designated as the operating year for accounting andbudgeting purposes in an organization. For Sunny Isles Beach, this twelve(12) month period is October 1 to September 30.

Fixed Assets Assets of long-term character that are intended to continue to be held orused, such as land, buildings, machinery, furniture, and other equipment.

Full Faith and Credit

A pledge of government's taxing power to repay debt obligations.

Fund A self-balancing set of accounts. Governmental accounting information isorganized into funds, each with separate revenues, expenditures, and fundbalances.

Fund Balance The difference between a fund's assets and its liabilities. Portions of thefund balance may be reserved for various purposes, such as contingenciesor encumbrances.

194


GLOSSARY

General Fund The major fund in most governmental units, the General Fund accounts forall activities not accounted for in other funds. Most tax-funded functions-such as police and fire protection - are accounted for in the General Fund.

Generally Accepted Accounting Principles (GAAP)

Uniform minimum standards used by state and local governments forfinancial recording and reporting; established by the accounting professionthrough the Governmental Accounting Standards Board (GASB).

General Obligation (G.O.) Bond

This type of bond is backed by the full faith, credit and taxing power of thegovernment.

Governmental Accounting Standards Board (GASB)

The body that sets accounting standards specifically for governmentalentities at the state and local levels.

Governmental Funds

Funds typically used to account for tax supported, governmental activities(e.g. the general fund, special revenue funds, debt service funds, capitalprojects funds and permanent funds).

Goal A statement of broad direction, purpose or intent based on the needs of thecommunity.

Grants A contribution by a government or other organization to support a particularfunction. Grants may be classified as either operational or capital,depending upon the grantee.

Indirect Cost A cost necessary for the functioning of the organization as a whole, butwhich cannot be directly assigned to one service.

Infrastructure The physical assets of a government (e.g., streets, water, sewer, publicbuildings and parks).

Interfund Transfers

The movement of monies between funds of the same governmental entity.

Intergovernmental Revenue

Funds received from federal, state and other local government sources inthe form of grants, shared revenues, and payments in lieu of taxes.

195


GLOSSARY

Internal Service Charges

The charges to user departments for internal services provided by anothergovernment agency, such as data processing or insurance funded from acentral pool.

Internal Service Funds

One or more funds that account for the goods and services provided byone department to another within government on a cost-reimbursementbasis. Departments that use internal services (e.g., data processing) mayhave a line item in their budget for such services.

Levy To impose taxes for the support of government activities.

Line-item Budget A budget prepared along departmental lines that focuses on what is to bebought by linking appropriations to objects of expenditures.

Long-term Debt Debt payable more than one year after date of issue.

Mandate A requirement from a higher level of government that a lower level ofgovernment perform a task in a particular way, or perform a task to meet aparticular standard, often without compensation from the higher level ofgovernment.

Mill The property tax rate, which is based on the valuation of property. A taxrate of one mill produces one dollar of taxes on each $1,000 of assessedproperty valuation. One tenth of one cent.

Mission A clear and concise statement that focuses on the purpose of the programand sets program goals to align practices with values. A mission statementis an actionable plan for a program's future, which includes the objectives,how these objectives will be reached, who is responsible for performanceand why the program must meet it's goals.

Modified Accrual Basis of Accounting

A form of accrual accounting in which (1) expenditures are recognizedwhen the goods or services are received and (2) revenues, such as taxes,are recognized when measurable and available to pay expenditures in thecurrent accounting period.

National Pollutant Discharge Elimination System

A permit program, which controls water pollution by regulating pointsources that discharge pollutants into waters of the United States.

Object of Expenditure

An expenditure classification, referring to the lowest and most detailed levelof classification, such as electricity, office supplies, asphalt, and furniture.

196


GLOSSARY

Objective Something to be accomplished in specific, well-defined, and measurableterms and is achievable within a specific period.

Obligations Amounts, which a government may be legally required to meet out of itsresources. They include not only actual liabilities, but also encumbrancesnot yet paid.

Operating Budget That portion of a budget that deals with recurring expenditures such assalaries, electric bills, postage, printing, office supplies, and gasoline. Theoperating budget may be a separate document from the capital budget, ora consolidated document may be prepared that has one section devoted tooperating expenditures and another to capital expenditures. Takentogether, the operating and the capital budgets should equal the totalamount of spending for the fiscal period.

Operating Deficit The amount by which this year's (or budget period's) revenues areexceeded by expenditures for the same period. An operating deficit doesnot take into account any balances left over from prior years that may beused to pay off shortfalls.

Operating Expenses

The cost for personnel, materials, and equipment required for a departmentto function.

Operating Revenue

Funds that the government receives as income to pay for ongoingoperations. It includes such items as taxes, fees from specific services,interest earnings, and grant revenues. Operating revenues are used to payfor day-to-day services.

Ordinance A municipal regulation or an authoritative decree or law.

Pay-as-you-go-Basis

A term used to describe a financial policy by which capital outlays arefinanced from current revenues rather than through borrowing.

Performance Budget

A budget format that includes (1) performance goals and objectives and (2)demand, workload, efficiency, and effectiveness (outcome or impact)measures for each governmental program.


Indicators used in budgets to show, for example, (1) the amount of workaccomplished, (2) the efficiency with which tasks were completed, and (3)the effectiveness of a program, which is often expressed as the extent towhich objectives were accomplished.

197


GLOSSARY

Personal Services Expenditures for salaries, wages, and fringe benefits of governmentemployees.

Prior-year Encumbrances

Obligations from previous fiscal years in the form of purchase orders,contracts or salary commitments which are chargeable to an appropriation,and for which a part of the appropriation is reserved. They cease to beencumbrances when the obligations are paid or otherwise terminated.

Productivity The cost per unit of goods or services, holding quality constant.Productivity increases when the cost per unit goes down but qualityremains constant or increases.

Program A group of related activities performed by one or more organizational unitsfor the purpose of accomplishing a function for which the government isresponsible.

Program Budget A budget format that organizes budgetary information and allocates fundsalong program rather than departmental lines.

Proprietary Funds The Enterprise Fund account for operations (a) that are financed andoperated in a manner similar to private business enterprises - where theintent of the governing body is that the costs of providing goods or servicesto the general public on a continuing basis be financed or recoveredprimarily through user charges; or (b) where the governing body hasdecided that periodic determination of revenues earned, expensesincurred, and/or net income is appropriate for capital maintenance, publicpolicy, management control, accountability, or other purposes.

Public Hearing An open meeting regarding proposed operating or capital budgetallocations, which provides citizens with an opportunity to voice their viewson the merits of the proposals.

Purchase Order An agreement to buy goods and services from a specific vendor, with apromise to pay on delivery.

Reserve An account used either to set aside budgeted revenues that are notrequired for expenditure in the current budget year or to earmark revenuesfor a specific future purpose.

Resolution A special or temporary order of legislative body; an order of a legislativebody requiring less legal formality than an ordinance or statute.

Resources Total amounts available for appropriation including estimated revenues,fund transfers, and beginning balances.

198


GLOSSARY

Revenues All amounts of money received by a government from external sources forthe purpose of financing the operations of the government.

Revenue Bond This type of bond is backed only by revenues, which come from a specificenterprise or project, such as a hospital or toll road.

Service Lease A lease under which the lessor maintains and services the asset.

Service Level Services or products which comprise actual or expected output of a givenprogram. Focus is on result, not measures of workload.

Source of Revenue

Revenues are classified according to their source or point of origin.

Statute A law enacted by a legislative body.

Target-based Budgeting

A budget process in which departments are provided with a maximum levelfor their budget requests. The budget office requires separate justificationfor proposed spending levels that exceed the target.

Taxes Compulsory charges levied by a government for the purpose of financingservices performed for the common benefit of the people. This term doesnot include specific charges made against particular persons or property forcurrent or permanent benefit, such as special assessments.

Temporary Positions

An employee who fills a temporary or short-term position. Such employeesprovide contingency staffing for government operations during peakworkloads, or to address temporary staffing needs. Temporary employeesare on a per-hour basis, and do not receive benefits.

Trust Funds A fund established to receive money that the local government holds onbehalf of individuals or other governments; the government holding themoney has little or no discretion over it. Examples include employeepension funds and taxes collected for other governments.

Unencumbered Balance

The amount of an appropriation that is neither expended nor encumbered.It is essentially the amount of money still available for future use.

Unreserved Fund Balance

The portion of a fund balance that is not restricted for a specific purposeand is available for general appropriation.

User Charges The payment of a fee for direct receipt of a public service by the party whobenefits from the service.

199


GLOSSARY

Working Cash Excess of readily available assets over current liabilities, or cash on handequivalents, which may be used to satisfy cash flow needs.

200


ACD Automated Call Distribution

ADA Americans with Disabilities Act

ALS Advanced Life Support

ARRA American Resource and Recovery Act

BCC Board of Miami-Dade County Commissioners

BPE Board of Professional Engineers

CAD Computer Aided Dispatch

CAFR Comprehensive Annual Financial Report

CD Certificate of Deposit

CDBG Community Development Block Grant

CID Criminal Investigation Division

CIP Capital Improvement Program

CMAQ Congestion Mitigation and Air Quality

COLA Cost of Living Adjustment

CPA Certified Public Accountant

CRS Community Rating System

DARE Drug Awareness Resistance Education

DMV Department of Motor Vehicles

EAP Employee Assistance Program

EEOC Equal Employment Opportunity Commission

EMS Emergency Medical Services

EOC Emergency Operations Center

EPA Environmental Protection Agency

ERC Equivalent Residential Connection

ACRONYMS

201


ACRONYMS

FCAT Florida Comprehensive Assessment Test

FDIC Federal Deposit Insurance Corporation

FDOT Florida Department of Transportation

FEMA Federal Emergency Management Agency

FPL Florida Power and Light

FRDAP Florida Recreation Development Assistance Program

FRS Florida Retirement System

FTGA Florida Turf Grass Association

GAAP Generally Accepted Accounting Principles

GAO General Accounting Office

GASB Governmental Accounting Standards Board

GFOA Government Finance Officers Association

GIS Geographic Information Systems

GOB General Obligation Bond

GPS Global Positioning System

HMGP Hazard Mitigation Grant Program

HR Human Resources

IFAS Institute of Food and Agricultural Sciences

IRS Internal Revenue Services

IT Information Technology

ISTEA Intermodal Surface Transportation Efficiency Act

ISO Insurance Office, Inc.

LETF Law Enforcement Trust Fund

NFPA National Fire Protection Association

202


ACRONYMS

NPDES National Pollutant Discharge Elimination System

OEM Original Equipment Manufacturer

OMB U.S. Office of Management and Budget

OSSI Office Software Solutions Incorporated

VOCA Victims of Crime Agency

203

Bella Vista Vista Bay Park Gateway Park Development

City of Sunny Isles BeachCapital Improvement Projects

FY 2011/2012

Newport Fishing Pier

/

Fiscal Year 2012 Capital Improvement Program City of Sunny Isles Beach

Introduction C-1Major Capital Improvement Projects by Location C-3FY 2011/2012 City-wide Capital Budget Summary C-4FY 2011/2012-FY2015/2016 City-wide Capital Budget Summary C-5FY 2011/2012-FY 2015/2016 General Capital Projects Fund Summary C-7FY 2011/2012-FY 2015/2016 2010 Capital Projects Fund Summary C-8FY 2011/2012-FY 2015/2016 Streets Construction and Maintenance Fund Summary C-9FY 2011/2012-FY 2015/2016 Stormwater Capital Fund Summary C-10FY 2011/2012-FY2015/2016 Annual Operating Impact Summary C-11

Capital Improvement ProjectsNewport Pier Park C-12182nd St, 183rd St, and Collins Avenue C-13Collins Avenue Street Improvement-West-Phase III C-14Town Center Skate Park C-15Pedestrian & Emergency Vehicular Bridge C-16FP&L Undergrounding C-17WASD Demolition & Park Construction C-18Heritage Park & Garage C-19Bella Vista Bay Park Improvements C-20Golden Shores Park C-21Intracoastal Park-16050 Collins Avenue C-22Intracoastal Park-16100 Collins Avenue C-23Intracoastal Park-16200 Collins Avenue C-24151,215-255 Sunny Isles Boulevard Demolition C-25Gateway Park C-26Intracoastal Park-Arlen House C-27Collins Avenue/SR 826 Intersection Improvement C-28Collins Avenue Steet Improvement-East C-29Atlantic Isle Bridge C-30174th Street Drainage C-31Public Works Compound C-32

CAPITAL IMPROVEMENT PROGRAM Table of Contents

CAPITAL IMPROVEMENT PROGRAM


INTRODUCTION

PURPOSE

DEFINITIONS

METHODOLOGY


Capital Improvement Project: Any major non-recurring expenditure for physical facilities of governmentsuch as costs for acquisition of land or interests in land; construction of buildings or other structuresincluding additions or major alterations; construction of streets or utility lines; fixed equipment; landscaping and similar expenditures including associated planning and design work related directly to an individualproject. A Capital Improvement Project generally exceeds $25,000 and has a useful life of five (5) yearsor more.

Capital Improvement Budget: A list of projects, together with cost amounts and sources of funds for thecoming fiscal year, regarded as the first year of the Capital Improvement Program. The CapitalImprovement Program may be included as a part of the City operating budget.

Fiscal Year 2012 Capital Improvement Program

The Capital Improvement Program (CIP) concentrates on the development of a long-range framework inwhich physical projects may be planned while, at the same time, implementing projects within the City'sfinancial capabilities. The comprehensive program is prepared for the ensuing five years and is basedupon the requirements of the community for all types of public improvements. To that end, eachdepartment of the municipality submitted to the City Manager those projects and estimates of time andcost for improvements within the purview of each department.

The primary purpose of the Capital Improvement Program includes: The development of a long-rangeframework in which physical projects are planned, evaluated, and presented in an order sequence; Thecoordination of the capital related projects of City departments to ensure equitable distributions of projectswith regard to the needs of the community, the timing of related projects, and the fiscal ability of the Cityto undertake the projects; The assistance of City staff and City Commission members in thedetermination of project requests and funding with regard to short and long-range plans; and the provisionof information regarding planned capital projects to the residents of the City of Sunny Isles Beach.

Capital Improvement: Any major expenditure for physical development, which generally falls into one ofthe following categories: Land and non-structural improvements; New structures; Major repairs; Majorequipment.

Projects included in the Capital Improvement Program were derived from needs identified by City staff.Departments submitted projects that encompassed both the improvement of the City's physicaldevelopment as well as the improvement of the particular programs and services that they provide to thepublic. Each department estimated the project's cost, assigned a project manager, determined the priority


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METHODOLOGY (cont)

FUNDING OF CAPITAL PROJECTS

NEED FOR CAPITAL PROJECTS

The administrative ability to seek and utilize the best possible source, or combination of sources, from thevarious alternatives for financing Capital Improvements can maximize the City's Capital ImprovementProgram, saving the cost of inefficiencies, which occur from not adequately addressing infrastructureneeds.


The success of the Capital Improvement Program depends on the close coordination of the physical planwith a financial plan. Projects may be financed through regular operating funds such as the GeneralFund, which frequently are insufficient for very large Capital Improvement Projects and which mustcompete with recurring operating requirements. The financial plan may require in-depth research indetermining alternative means within a desired timetable to finance Capital Improvements. The City canborrow money through the sale of bonds. Bonds sold by the City fall into two categories: GeneralObligation Bonds and Revenue Bonds. A property tax levy is used to pay for General Obligation Bonds,which normally requires voter approval. Revenue Bonds are paid for by pledging a specific revenuestream for the repayment of debt. It has become practical to pay for some very large CapitalImprovements on a pay-as-you-go basis with the popularity of various lease-purchase options. Federaland State Aid Programs can also play an important role in Capital Improvement planning. Federal andState Grant Programs can aid in an ability to plan for and finance projects.

In recent years a vast array of new federal and state regulations, primarily in areas of environmentalquality, have imposed tremendous costs upon local units of government for Capital Improvements in orderto comply with the law. Although some programs are combined with financial aid to encourage and assistcities in gaining compliance, the local share of costs often runs into the millions of dollars. Once built,facilities must be maintained and operated which imposes tremendous ongoing costs for labor andmaterials. The ability to absorb future operating costs is as important in planning a Capital ImprovementProgram as the ability to finance the actual construction. Rapidly changing technology often contributesto capital projects planning. Modernization of facilities and equipment, while costly, can often help reducemaintenance and operating costs significantly over the long run. There is a constant need to rebuild andor replace facilities, which have begun to deteriorate due to age. This is particularly true with streets andbridges. The impact of the various factors, which contribute to generating Capital Improvements, highlightthe need for sound fiscal planning in the preparation of Sunny Isles Beach's Capital ImprovementProgram. The future development, growth and general well being of our citizens is directly related to anaffordable and realistic Capital Improvement Program.

level, identified the source of possible funding across the five fiscal years, gave an explanation andjustification of the project, identified costs which would extend beyond the five years, and identified anyannual impact on the operating budget. After initial compilation, the projects were organized and reportsgenerated. The Director of Finance and City Manager assessed and ranked the projects by priority forCity Commission consideration. After the City Commission's review and approval, funded projects wouldbe implemented.

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MAJOR CAPITAL IMPROVEMENT PROJECTS BY LOCATION



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RevenuesSecond Local Option Gas Tax $0 $0 $0 $75,000 $75,000

Interest 10,000 100,000 0 5,000 115,000

Miscellaneous Revenues 325,000 0 0 0 325,000

Transfers In-General Fund 1,180,000 0 140,000 0 1,320,000

Reappropriated Fund Balance 2,900,000 5,560,000 0 360,830 8,820,830Total Revenue $4,415,000 $5,660,000 $140,000 $440,830 $10,655,830

AppropriationsNewport Pier Park C-12 $505,000 $240,000 $0 $0 $745,000

182nd St, 183rd St, & Collins Ave C-13 0 0 120,000 0 120,000

Collins Ave St Impr-West-Ph III C-14 450,000 0 0 0 450,000

Town Center Skate Park C-15 50,000 0 0 0 50,000

Ped & Emer Vehicular Bridge C-16 0 0 0 0 0

FP&L Undergrounding C-17 429,000 0 0 0 429,000

Heritage Park & Garage C-19 0 400,000 20,000 20,000 440,000

Bella Vista Bay Park C-20 0 182,500 0 150,000 332,500

Golden Shores Park C-21 0 75,000 0 0 75,000

Intracoastal Park-16050 Collins C-22 0 307,000 0 0 307,000



151,215-255 SIB Demolition C-25 0 95,520 0 0 95,520

Gateway Park C-26 0 700,000 0 0 700,000

174th Street Drainage C-31 0 0 0 250,000 250,000

Reserves for Fund Balance 2,981,000 3,266,980 0 20,830 6,268,810Total Appropriations $4,415,000 $5,660,000 $140,000 $440,830 $10,655,830


CITY-WIDE CAPITAL BUDGET SUMMARY

General Capital

Projects Fund

2010 Capital

Projects Fund

Stormwater Capital

Projects Fund Total

Streets Construction /Maint Fund

FISCAL YEAR 2011/2012

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RevenuesSecond Local Option Gas Tax 75,000 75,000 75,000 75,000 75,000

Interest 115,000 55,000 0 0 0

Miscellaneous Revenues 325,000 0 0 0 0

Transfers In from General Fund 1,320,000 1,500,000 2,000,000 2,000,000 2,000,000

Reappropriated Fund Balance 8,820,830 6,268,810 95,830 170,830 245,830Total Revenue $10,655,830 $7,898,810 $2,170,830 $2,245,830 $2,320,830

AppropriationsNewport Pier Park $745,000 $0 $0 $0 $0

182nd St, 183rd St, and Collins Ave 120,000 0 0 0 0

Collins Ave Street Impr-West-Ph III 450,000 0 0 0 0

Town Center Skate Park 50,000 0 0 0 0

Ped & Emergency Vehicular Bridge 0 1,000,000 2,159,120 0 0

FP&L Undergrounding 429,000 0 385,000 0 1,650,000

WASD Demo & Park 0 0 0 475,000 0

Heritage Park & Garage 440,000 0 0 0 0

Bella Vista Bay Park 332,500 0 0 0 0

Golden Shores Park 75,000 0 0 0 0

Intracoastal Park-16050 Collins Ave 307,000 0 0 0 0

Intracoastal Park-16100 Collins Ave 308,000 0 0 0 0


CITY-WIDE CAPITAL BUDGET SUMMARY

FY 2012 FY 2013 FY 2014 FY 2016FY 2015

FISCAL YEAR 2011/2012-FISCAL YEAR 2015/2016

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Fiscal Year 2012 Capital Improvement Program City of Sunny Isles Beach

AppropriationsIntracoastal Park-16200 Collins Ave 85,000 0 0 0 0

151,215-255 SIB Demolition 95,520 0 0 0 0

Gateway Park 700,000 8,300,000 1,500,000 0 0

Intracoastal Park-Arlen House 0 500,000 0 0 0

Collins Ave/SR 826 Intersection Imp 0 30,000 0 0 0

Collins Ave Steet Imp.-East 0 0 0 0 784,000

Atlantic Isle Bridge 0 0 0 0 500,000

174th Street Drainage 250,000 0 0 0 0

Public Works Compound 0 500,000 0 0 0

Reserves for Fund Balance 6,268,810 95,830 170,830 245,830 320,830Total Appropriations $10,655,830 $10,425,830 $4,214,950 $720,830 $3,254,830

CUMULATIVE DEFICIT -2,527,020 -4,571,140 -3,046,140 -3,980,140

CITY-WIDE CAPITAL BUDGET SUMMARY (cont)FISCAL YEAR 2011/2012-FISCAL YEAR 2015/2016

FY 2012 FY 2013 FY 2014 FY 2015 FY 2016

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RevenuesInterest $10,000 $0 $0 $0 $0

Miscellaneous Revenues 325,000 0 0 0 0

Transfers In-General Fund 1,180,000 1,500,000 2,000,000 2,000,000 2,000,000

Reappropriated Fund Balance 2,900,000 2,981,000 0 0 0Total Revenue $4,415,000 $4,481,000 $2,000,000 $2,000,000 $2,000,000

AppropriationsNewport Pier Park $505,000 $0 $0 $0 $0

Collins Ave Street Imp.-West-Phase III 450,000 0 0 0 0

Town Center Skate Park 50,000 0 0 0 0

Pedestrian & Emergency Vehicular Bridge 0 1,000,000 2,159,120 0 0

FPL-Undergrounding 429,000 0 385,000 0 1,650,000

WASD Demo & Park 0 0 0 475,000 0

Gateway Park 0 4,978,020 1,500,000 0 0

Intracoastal Park-Arlen House 0 500,000 0 0 0

Collins Ave/SR 826 Intersection Impr 0 30,000 0 0 0

Collins Ave Steet Impr-East 0 0 0 0 784,000

Atlantic Isle Bridge 0 0 0 0 500,000

Public Works Building 0 500,000 0 0 0

Reserves for Fund Balance 2,981,000 0 0 0 0Total Appropriations $4,415,000 $7,008,020 $4,044,120 $475,000 $2,934,000

ANNUAL (DEFICIT)/SURPLUS (2,527,020) (2,044,120) 1,525,000 (934,000)

CUMULATIVE DEFICIT (2,527,020) (4,571,140) (3,046,140) (3,980,140)


GENERAL CAPITAL PROJECTS FUND SUMMARY FISCAL YEAR 2011/2012-FISCAL YEAR 2015/2016

FY 2016FY 2015FY 2014FY 2013FY 2012

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RevenuesInterest $100,000 $55,000 $0 $0 $0

Reappropriated Fund Balance 5,560,000 3,266,980 0 0 0Total Revenue $5,660,000 $3,321,980 $0 $0 $0

AppropriationsNewport Pier Park $240,000

Heritage Park & Garage 400,000

Bella Vista Bay Park 182,500

Golden Shores Park 75,000

Intracoastal Park-16050 Collins 307,000



151,215-255 SIB Demolition 95,520

Gateway Park 700,000 3,321,980

Reserves for Fund Balance 3,266,980Total Appropriations $5,660,000 $3,321,980 $0 $0 $0


2010 CAPITAL PROJECT FUND SUMMARY

FY 2012 FY 2013 FY 2014 FY 2015 FY 2016


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RevenuesTransfers In-General Fund $140,000 $0 $0 $0 $0

Total Revenue $140,000 $0 $0 $0 $0

Appropriations182nd St, 183rd St and Collins Ave Imp $120,000 $0 $0 $0 $0


Reserves for Fund Balance 0Total Appropriations $140,000 $0 $0 $0 $0


STREETS CONSTRUCTION AND MAINTENANCE FUND SUMMARYFISCAL YEAR 2011/2012-FISCAL YEAR 2015/2016

FY 2012 FY 2013 FY 2014 FY 2015 FY 2016

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RevenuesSecond Local Option Gas Tax $75,000 $75,000 $75,000 $75,000 $75,000

Interest 5,000 0 0 0 0

Reappropriated Fund Balance 360,830 20,830 95,830 170,830 245,830Total Revenue $440,830 $95,830 $170,830 $245,830 $320,830

AppropriationsBella Vista Bay Park $150,000


174th Street Drainage 250,000

Reserves for Fund Balance 20,830 95,830 170,830 245,830 320,830Total Appropriations $440,830 $95,830 $170,830 $245,830 $320,830


STORMWATER CAPITAL FUND SUMMARY

FY 2012 FY 2013 FY 2014 FY 2015 FY 2016


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Capital ProjectsNewport Pier Park C-12 $5,000 $55,000 $55,000 $55,000 $55,000

182nd St, 183rd St, and Collins Ave C-13 0 0 0 0 0

Collins Ave Street Impr-West-Ph III C-14 0 0 0 0 0

Town Center Skate Park C-15 0 0 0 0 0

Ped & Emergency Vehicular Bridge C-16 0 0 0 0 0

FP&L Undergrounding C-17 0 0 0 0 0

WASD Demo & Park C-18 0 0 0 8,000 16,400

Heritage Park & Garage C-19 0 0 0 0 0

Bella Vista Bay Park C-20 55,900 56,200 60,000 62,000 62,000

Golden Shores Park C-21 0 0 0 0 0

Intracoastal Park-16050 Collins Ave C-22 30,000 60,000 63,000 66,150 69,500



151,215-255 SIB Demolition C-25 0 0 0 0 0

Gateway Park C-26 0 0 371,700 382,020 390,610

Intracoastal Park-Arlen House C-27 0 16,000 31,500 33,075 34,750

Collins Ave/SR 826 Intersection Imp C-28 0 0 0 0 0

Collins Ave Street Imp.-East C-29 0 0 0 0 0

Atlantic Isle Bridge C-30 0 0 0 0 0

174th Street Drainage C-31 0 0 0 0 0

Public Works Compound C-32 0 0 0 0 0Annual Operating Impact $150,900 $307,200 $707,200 $738,545 $767,260


ANNUAL OPERATING IMPACT SUMMARYFISCAL YEAR 2011/2012-FISCAL YEAR 2015/2016

FY 2012 FY 2013 FY 2014 FY 2015 FY 2016

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LOCATION:

STATUS:PRIORITY:

DESCRIPTION/JUSTIFICATION

FUNDING SOURCES: FY12 FY13 FY14 FY15 FY16 TOTAL

Capital Projects Fund 505,000 505,000 PROJECT

FY 2012 Capital Improvement Program

NEWPORT FISHING PIER

East side of Collins Avenue and 167th Street

Continuing Project1

The Newport Fishing Pier and Restaurant Project was contracted for construction in FY11 with Shoreline Foundation Inc. The project consists of the complete demolition and reconstruction of the historic Newport Fishing Pier and Restaurant. The FY12 budget consists primarily in consulting, project management and special inspection services to ensure that the project is completed in accordance to the plans and specifications, code, and regulatory agency special requests and requirements. In addition, FY 12 budget includes builder's risk insurance for the project and costs related to utility permits and utility installations.

2010 CIP Fund 240,000 240,000

0 Start Date Completion DateTOTAL $745,000 $0 $0 $0 $745,000 10/2010 10/2012

PROJECT COMPONENTS: FY12 FY13 FY14 FY15 FY16Five Year

TotalFY11

Budget

Expenditure Through 9/30/10

Plans and Studies $0

Construction* 745,000 $745,000 $4,000,000 574,436

Equipment $0

TOTAL $745,000 $0 $0 $0 $745,000 $4,000,000 574,436

PROJECT TOTALANNUAL OPERATING IMPACT

DESCRIPTION: FY12 FY13 FY14 FY15 FY16Five Year

Total

Personnel 45,000 45,000 45,000 45,000 $180,000

Operating 5,000 10,000 10,000 10,000 10,000 $45,000

Capital Outlay $0

TOTAL $5,000 $55,000 $55,000 $55,000 $55,000 $225,000

ESTIMATED

OTHER:

Account Numbers:

$5,319,436

20-600-5670

35-600-5670


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LOCATION:STATUS:PRIORITY:



Streets Const & Maint Fund 120,000 120,000

0

0 St t D t C l ti D t

PROJECTESTIMATED


182nd, 183rd AND COLLINS AVENUE IMPROVEMENTS

183rd and Collins Avenue

New Project14

This project involves the implementation of roadway and driveway modifications to permanently alleviate congestion occasioned by southbound left turns into the commercial property south of 183rd Street at Collins Avenue. A conflict currently exists between the eastbound traffic which blocks the southbound left turn movements off of 183rd Street at Collins Avenue into the adjacent commercial property. This action creates a traffic queue onto Collins which is a safety concern. The improvements seek to relieve the blockage by disallowing the left turn from 183rd Street into the commercial property.

0 Start Date Completion DateTOTAL $120,000 $0 $0 $0 $0 $120,000 10/2011 07/2012


TotalFY11

Budget


Plans and Studies 40,000 $40,000

Construction 80,000 $80,000

Equipment $0

Other $0

TOTAL $120,000 $0 $0 $0 $0 $120,000 $0 0



Total

Personnel $0

Operating $0

Capital Outlay $0

TOTAL $0 $0 $0 $0 $0 $0


OTHER:

Account Numbers:

36-600-5685

$120,000

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LOCATION:

STATUS:PRIORITY:



Capital Projects Fund 450,000 450,000

0

PROJECTESTIMATED


COLLINS AVENUE SIDEWALK IMPROVEMENTS (Westside)

West side of Collins Avenue - Remaining Segments

Continuing Project6

This project is the continuation of the Collins Avenue sidewalk improvements along the west side of the right-of-way. Many areas of the sidewalks have been beautified and replaced with concrete pavers. The remaining 4,845 lineal feet of sidewalk will be replaced in the same manner as previous projects. The segments include the following locations: Atlantic Isles Bridge south to 159th Street; 159th St - 158th St; 172nd St - 178th St; and 183rd St- 188th St. In addition to the paver installation all the ADA ramps, drainage structure tops, and mast arm bases to remain will be painted with colors similar to the pavers.



TotalFY 2011 Budget




Equipment $0

Other $0 $130,000 $3,311,640

TOTAL $450,000 $0 $0 $0 $0 $450,000 $130,000 $3,311,640



Total

Personnel $0

Operating $0

Capital Outlay $0

TOTAL $0 $0 $0 $0 $0 $0


OTHER:

Account Numbers:

20-600-5621

$3,891,640

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0


TOWN CENTER SKATEBOARD PARK

17200 Collins Avenue

New Project7

This project involves the development of a noise control solution for the skateboard park located in Town Center Park. The skateboard park was developed to allow skateboarders access to public facilities within the City. It is located on the west end of Town Center Park between mangroves to the south and a condo complex to the north. As a result of community concerns over noise created by the skateboards as they are utilized by patrons, staff is required to assess the noise and possibly abate it.

PROJECTESTIMATED



TotalFY11

Budget



Construction $0 404,820

Equipment $0 20,000

Other $0 $64,179

TOTAL $50,000 $0 $0 $0 $0 $50,000 $424,820 64,179



Total

Personnel $0

Operating $0

Capital Outlay $0

TOTAL $0 $0 $0 $0 $0 $0


OTHER:

Account Numbers:

20-600-5675

$538,999

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LOCATION:

STATUS:PRIORITY:



Capital Projects Fund 1,000,000 2,159,120 3,159,120 PROJECT


PEDESTRIAN AND EMERGENCY VEHICULAR BRIDGE

North Bay Road between 172nd and 174th Street

Continuing Project4

The City is designing and planning to build a concrete emergency vehicular bridge with pedestrian access as well as improvements to the proposed bridge approaches. The proposed 263' bridge will span the canal at North Bay Road from 172nd Street to 174th Street. FY13 consists of the commencement of construction and special inspection services.

0

0 Start Date Completion DateTOTAL $0 $1,000,000 $2,159,120 $0 $0 $3,159,120 10/2012 10/2014


TotalFY11

Budget


Plans and Studies $0 $100,000

Construction 1,000,000 2,159,120 $3,159,120

Equipment $0

Other * $0 $740,880

TOTAL $0 $1,000,000 $2,159,120 $0 $0 $3,159,120 $100,000 740,880



Total

Personnel $0

Operating $0

Capital Outlay $0

TOTAL $0 $0 $0 $0 $0 $0


ESTIMATED

OTHER:

Account Numbers:

20-600-5651

$4,000,000

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Capital Projects Fund 429,000 385,000 1,650,000 2,464,000


FP&L UNDERGROUNDING

Throughout the City

New Project21

Citywide undergrounding of FPL overhead lines, equipment, and pole removal. All work shall be designed and constructed by FPL staff and personnel. The undergrounding of overhead cables and lines on FPL poles will eliminate power outages due to extreme windstorm conditions and allow City neighborhoods and roadways to be more aesthetically pleasing. Many of the existing pole and streetlights do not match the intended decor in the areas and do not complement the existing structures, parks, and buildings. The project will be divided into three phases as follows: PHASE 1 (FY12) - Undergrounding of lines and equipment at Aqualina & remainder of Central Island as well as pole removals ONLY along Collins Avenue remaining from previous projects. PHASE 2 (FY14) - Electrical System Undergrounding of areas along Collins Avenue. PHASE 3 (FY16) - Electrical System Undergrounding and pole removals within the Golden Shores Neighborhood. Many areas will require the dedication of easements for new equipment.

PROJECTp j , , , , , ,

0

0 Start Date Completion DateTOTAL $429,000 $0 $385,000 $0 $1,650,000 $2,464,000 10/2011 5/2017


TotalFY11

Budget



Construction 390,000 350,000 1,500,000 $2,240,000

Equipment $0

Other 39,000 35,000 150,000 $224,000

TOTAL $429,000 $0 $385,000 $0 $1,650,000 $2,464,000 $0 0



Total

Personnel $0

Operating $0

Capital Outlay $0

TOTAL $0 $0 $0 $0 $0 $0


ESTIMATED

OTHER:

Account Numbers:

$2,464,000

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0


WASD DEMOLITION AND PARK CONSTRUCTION

350 Sunny Isles Blvd

New Project11

This project includes the demolition of the WASD holding tank and the asphalt parking lot adjacent to WASD's Pump Station 31 located at 350 Sunny Isles Blvd. The project will consist of the creation of a passive park inclusive of a paved walkway, landscaping, irrigation, and seating areas. Any improvements to this area will be submitted to Miami-Dade County for approval in accordance with the existing lease agreement.

PROJECTESTIMATED

0 Start Date Completion DateTOTAL $0 $0 $0 $475,000 $0 $475,000 10/2014 5/2015


TotalFY11

Budget




Equipment $0

Other /Demolition 175,000 $175,000

TOTAL $0 $0 $0 $475,000 $0 $475,000 $0 0



Total

Personnel $0

Operating 8,000 16,400 $24,400

Capital Outlay $0

TOTAL $0 $0 $0 $8,000 $16,400 $24,400


OTHER:

Account Numbers:

$475,000

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2010 CIP Fund 400,000 400,000

Stormwater Fund 20,000 20,000

PROJECTESTIMATED


HERITAGE PARK AND PARKING GARAGE IMPROVEMENTS


Continuing Project15

This project is a continuation of the improvements to the Heritage Park and Garage Project located at 19250 Collins Avenue. FY 2012 budget includes the following tasks: 1. The design and fabrication of shade structures (i.e. "sails") over the two (2) new playground area. 2. Improvements to the storage areas within the parking garage. 3. Safety fencing on the top floor of the garage. 4. Providing for a bus shelter at an existing bus stop. 5. Implementing drainage controls to redirect stormwater runoff in the parking garage.

Streets Const & Maint Fund 20,000 20,000 Start Date Completion DateTOTAL $440,000 $0 $0 $0 $0 $440,000 9/2011 6/2012


TotalFY11

Budget


Plans and Studies $0 1,172,576

Construction 420,000 $420,000 6,017,000 7,166,527

Equipment 20,000 $20,000 500,000

Other $0 500,000

TOTAL $440,000 $0 $0 $0 $0 $440,000 $7,017,000 $8,339,103



Total

Personnel $0

Operating $0

Capital Outlay $0

TOTAL $0 $0 $0 $0 $0 $0


OTHER:

Account Numbers:

35-600-5663

$15,796,103

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2010 CIP Fund 182,500 182,500 PROJECT


BELLA VISTA BAY PARK IMPROVEMENTS

500 Sunny Isles Boulevard

Continuing Project5

This project is to include amenities to the Bella Vista Bay Park in order to meet acquisition grant requirements. The expansion of features to the Bella Vista Bay Park will provide to our residents and visitors access to a boat marina with improved drainage, a kayak launch area, bathrooms, concession stands, a fishing area which includes sheltered areas with open green space and landscaped areas. If the project does not get completed, the City must return $200,000 to the granting agency.

Stormwater Fund 150,000 150,000



TotalFY11

Budget



Construction 295,000 $295,000 250,000 42,610

Equipment $0 125,000

Other 37,500 $37,500

TOTAL $332,500 $0 $0 $0 $0 $332,500 $375,000 42,610



Total

Personnel $0

Operating 55,900 56,200 60,000 62,000 62,000 $296,100

Capital Outlay $0

TOTAL $55,900 $56,200 $60,000 $62,000 $62,000 $296,100


ESTIMATED

OTHER:

Account Numbers:

20-600-5662

45-600-5662

$750,110

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2010 CIP Fund 75,000 75,000

0

PROJECTESTIMATED


GOLDEN SHORES PARK PLAYGROUND CANOPY

201st - 191st Terrace


This project is a continuation of the improvements to the park located at 201-191 Terrace in the Golden Shores residential area. The existing park will be upgraded to include a shade structure over the new recreational equipment which is not currently covered.



TotalFY11

Budget



Construction 75,000 $75,000 140,000

Equipment $0 72,900

Other $0

TOTAL $75,000 $0 $0 $0 $0 $75,000 $212,900 $0



Total

Personnel $0

Operating $0

Capital Outlay $0

TOTAL $0 $0 $0 $0 $0 $0


OTHER:

Account Numbers:

20-600-5612

$287,900

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2010 CIP Fund 307,000 307,000

0

PROJECTESTIMATED


16050 COLLINS AVENUE INTRACOASTAL PARK


New Project8

The purpose of this project is to redevelop the property located at 16050 Collins Avenue into a park. It is necessary for the property to be demolished, regraded, and prepared to receive landscaping, irrigation, and other site improvements that will complement the proposed streetscapes along Collins Avenue that currently exist throughout the City. The property was purchased by the City along with two other properties proposed to be improved. The park would provide a location for residents and visitors to enjoy a green space within the community located south of Sunny Isles Blvd.



TotalFY11

Budget




Equipment 0 $0


TOTAL $307,000 $0 $0 $0 $0 $307,000 $0 $0



Total

Personnel $0

Operating 30,000 60,000 63,000 66,150 69,500 $288,650

Capital Outlay $0

TOTAL $30,000 $60,000 $63,000 $66,150 $69,500 $288,650


OTHER:

Account Numbers:

$307,000

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2010 CIP Fund 308,000 308,000

0

PROJECTESTIMATED



16100 Collins AvenueNew Project9

The purpose of this project is to redevelop the property located at 16100 Collins Avenue into a park. It is necessary for the property to be demolished, regarded, and prepared to receive landscaping, irrigation and other site improvements that will complement the proposed streetscapes along Collins Avenue which exist throughout the City. The property was purchased by the City along with two other properties proposed to be improved. The park would provide a location for residents and visitors to enjoy a green space within the community located south of Sunny Isles Blvd.



TotalFY11

Budget




Equipment 0 $0


TOTAL $308,000 $0 $0 $0 $0 $308,000 $0 $0



Total

Personnel $0

Operating 30,000 60,000 63,000 66,150 69,500 $288,650

Capital Outlay $0

TOTAL $30,000 $60,000 $63,000 $66,150 $69,500 $288,650


OTHER:

Account Numbers:

$308,000

C-23





2010 CIP Fund 85,000 85,000





The purpose of this project is to develop a park at 16200 Collins Avenue which is located south of Sunny Isles Blvd. This project is one of three projects proposed for implementation in the area. The park would provide a location for residents and visitors to enjoy a green space within the community located south of Sunny Isles Blvd.

PROJECT0



TotalFY11

Budget


Plans and Studies 25,000 $25,000 $0

Construction 60,000 $60,000 240,000

Equipment $0 10,000

Other /Demolition $0 25,000

TOTAL $85,000 $0 $0 $0 $0 $85,000 $275,000 $0



Total

Personnel $0

Operating 30,000 60,000 63,000 66,150 69,500 $288,650

Capital Outlay $0

TOTAL $30,000 $60,000 $63,000 $66,150 $69,500 $288,650


ESTIMATED

OTHER:

Account Numbers:

$360,000

C-24




REVENUE SOURCES: FY12 FY13 FY14 FY15 FY16 TOTAL

2010 CIP Fund 95,520 95,520 PROJECT


151/215 SUNNY ISLES BOULEVARD DEMOLITION

151/215 Sunny Isles Boulevard

New Project2

The objective of this project is to demolish existing buildings and surface parking areas that were previously purchased by the City in advance of the development of the proposed improvements to the area through a public-private partnership. The properties impacted include 151/215 on Sunny Isles Blvd.

0



TotalFY 11

Budget



Construction $0

Equipment $0

Other/DEMO 95,520 $95,520

TOTAL $95,520 $0 $0 $0 $0 $95,520 $0 $0



Total

Personnel $0

Operating $0

Capital Outlay $0

TOTAL $0 $0 $0 $0 $0 $0

OTHER:

Account Numbers:

ESTIMATED

$95,520


C-25





Capital Projects Fund 4,978,020 1,500,000 6,478,020

2010 CIP Fund 700,000 3,321,980 4,021,980


GATEWAY PARK DEVELOPMENT

151, 215, 287 Sunny Isles Boulevard

New Project3

In FY11, the City of Sunny Isles Beach entered into a public-private partnership for the purpose of developing the "Gateway Park" area along Sunny Isles Boulevard adjacent to Collins Avenue which is the main entryway to the City. Once the City demolishes the entire site, the project envisions the development of a +300 car parking garage and an enhanced park area (green space) on City property along with a segment of retail. The enhancements will promote the City and provide a destination for residents and visitors alike.

PROJECTESTIMATED2010 CIP Fund 700,000 3,321,980 4,021,980

0 Start Date Completion DateTOTAL $700,000 $8,300,000 $1,500,000 $0 $0 $10,500,000 5/2012 9/2014


TotalFY11

Budget



Construction 700,000 8,300,000 1,000,000 10,000,000

Equipment 500,000 500,000

Other 0 125,000

TOTAL $700,000 $8,300,000 $1,500,000 $0 $0 $10,500,000 $125,000 0



Total

Personnel 94,000 96,000 96,000 $286,000

Operating 277,700 286,020 294,610 858,330

Capital Outlay 0

TOTAL $0 $0 $371,700 $382,020 $390,610 $1,144,330


ESTIMATED

OTHER:

Account Numbers:

35-600-5688

$10,625,000

C-26






0

PROJECTESTIMATED


Intracoastal Park-Arlen House

Collins Avenue

New Project13

The purpose of this project is to construct a landscape area on an easement fronting the Arlen House Condo located at 100 Bayview Drive and to improve the Right of Way.

0 Start Date Completion DateTOTAL $0 $500,000 $0 $0 $0 $500,000 10/2012 6/2013


TotalFY11

Budget



Construction 500,000 $500,000 0

Equipment $0

Other /Demolition $0

TOTAL $0 $500,000 $0 $0 $0 $500,000 $0 $0



Total

Personnel $0

Operating 16,000 31,500 33,075 34,750 $115,325

Capital Outlay $0

TOTAL $0 $16,000 $31,500 $33,075 $34,750 $115,325


OTHER:

Account Numbers:

$500,000

C-27





Capital Projects Fund 30,000 0 30,000

0


COLLINS AVENUE AND STATE ROAD 826 INTERSECTION IMPROVEMENT

Collins and SR 826 (intersection)

New Project19

This project is proposed for development through the Florida Department of Transportation Work Program as a safety enhancement earmarked within a five year window. The project will be fully funded by FDOT with a request for a "commitment" by the City of Sunny Isles Beach in the amount of $30,000.00 plus any other expense for tasks that the City may want developed at the time of design is formalized. The project concept was developed as a result of a citizen complaint to the Department's Traffic Operations Office and includes the installation and construction of new pedestrian crosswalks, sidewalks, signage, and handrails locate along Collins Avenue at SR 826.

PROJECTESTIMATED



TotalFY11

Budget




Equipment $0

Other $0

TOTAL $0 $30,000 $0 $0 $0 $30,000 $0 $0



Total

Personnel $0

Operating $0

Capital Outlay $0

TOTAL $0 $0 $0 $0 $0 $0


OTHER:

Account Numbers:

$30,000

C-28






0


COLLINS AVENUE SIDEWALK IMPROVEMENTS (EASTSIDE)

East side of Collins Avenue (n-s)

New Project12

The proposed sidewalk improvement includes the removal of the concrete sidewalks on the east side of Collins Avenue and replacing the surface with decorative concrete pavers similar to those placed on the sidewalk on the west side of Collins Avenue. In addition to the paver installation, all ADA ramps, drainage structure tops, and mast arm bases remaining, will be painted with colors similar to the pavers. This project is to increase the aesthetics of the Collins Avenue corridor for residents and visitors.

PROJECTESTIMATED

0 Start Date Completion DateTOTAL $0 $0 $0 $0 $784,000 $784,000 11/2015 7/2016


TotalFY11

Budget




Equipment $0

Other /Demolition $0 0

TOTAL $0 $0 $0 $0 $784,000 $784,000 $0 $0



Total

Personnel $0

Operating $0

Capital Outlay $0

TOTAL $0 $0 $0 $0 $0 $0


OTHER:

Account Numbers:

$784,000

C-29






0


Atlantic Isle

New Project18

This project is to rehabilitate the aging Bridge No. 874218 within Atlantic Isles Community. The bridge is currently restricted for traffic eastbound and has posted vehicular restrictions. This is one of the original brides in Sunny Isles Beach and is designated as a historic site.

ATLANTIC ISLE BRIDGE REHABILITATION

PROJECTESTIMATED

0 Start Date Completion DateTOTAL $0 $0 $0 $0 $500,000 $500,000 3/2016 8/2016


TotalFY11

Budget



Construction $0

Equipment $0

Other $0

TOTAL $0 $0 $0 $0 $500,000 $500,000 $0 $0



Total

Personnel $0

Operating $0

Capital Outlay $0

TOTAL $0 $0 $0 $0 $0 $0


OTHER:

Account Numbers:

$500,000

C-30





Stormwater Capital Fund 250 000 250 000


174th STREET DRAINAGE

210 - 174th Street

New Project17

Connecting existing stormwater drains to an existing outfall to alleviate flood problems on174th Street in front of Winston Towers 600.

PROJECTStormwater Capital Fund 250,000 250,000

0



TotalFY11

Budget




Equipment $0

Other $0

TOTAL $250,000 $0 $0 $0 $0 $250,000 $0 $0



Total

Personnel $0

Operating $0

Capital Outlay $0

TOTAL $0 $0 $0 $0 $0 $0


PROJECTESTIMATED

OTHER:

Account Numbers:

$250,000

C-31


LOCATION:STATUS:PRIORITY:FUNDING SOURCE:CONSTRUCTION YEAR:


REVENUE SOURCES: FY12 FY13 FY14 FY15 FY16 TOTAL

Capital Projects Fund 500,000 500,000 PROJECT


PUBLIC WORKS COMPOUND (@ LEHMAN)

Under the Lehman CausewayNew Project

The old Public Works Compound was located where Heritage Park now sits. We need a new facility to accommodate several needs, including a staff break area, inside work space for staff, storage facilities for street furniture and department equipment, and an area to keep some vehicles. The new building would sit at the west end of the FDOT parcel under the Lehman Causeway. It would be large enough to consolidate the storage currently in the existing shipping containers on the site and would bring under cover the other equipment and materials currently stored outside. The new building would address work space and storage needs, and would appreciably improve the aesthetics of the area.

p j , ,

0



Total

Available Budget as of 7/1/10




Equipment $0

Other/DEMO $0

TOTAL $0 $500,000 $0 $0 $0 $500,000 $0 $0

ANNUAL OPERATING IMPACT


Total

Personnel $0

Operating $0

Capital Outlay $0

TOTAL $0 $0 $0 $0 $0 $0

OTHER:

Account Numbers:

ESTIMATED

C-32

adopted budget 2011-2012

Documents