Business Plan, Adopted Budget, and Five-Year Financial Outlook

Transcription

1 Business Plan, Adopted Budget, and Five-Year Financial Outlook Volume 1 Miami-Dade County Florida

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3 Carlos A. Gimenez, Mayor Board of County Commissioners Joe A. Martínez, Chairman Audrey M. Edmonson, Vice Chairwoman Barbara J. Jordan, District 1 Jean Monestime, District 2 Audrey M. Edmonson, District 3 Sally A. Heyman, District 4 Bruno A. Barreiro, District 5 Rebeca Sosa, District 6 Xavier L. Suarez, District 7 Lynda Bell, District 8 Dennis C. Moss, District 9 Sen. Javier D. Souto, District 10 Joe A. Martínez, District 11 José Pepe Díaz, District 12 Esteban Bovo, Jr., District 13 Harvey Ruvin, Clerk of Courts Pedro J. García, Property Appraiser Alina T. Hudak, County Manager Robert A. Cuevas Jr., County Attorney Jennifer Moon, Director, Management and Budget miamidade.gov or call Printed using sustainable products

4 This Certificate of Excellence is presented to Miami-Dade County, FL for exceeding the standards established by the ICMA Center for Performance Measurement in the identification and public reporting of key outcome measures, surveying of both residents and employees, and the pervasiveness of performance measurement in the organization s culture. Presented at the 97th ICMA Annual Conference Milwaukee, Wisconsin 19 September 2011 Robert J. O Neill Jr. ICMA Executive Director David M. Childs ICMA President Michael Lawson Director ICMA Center for Performance Measurement

5 The Government Finance Officers Association of the United States and Canada (GFOA) presented a Distinguished Budget Presentation Award to Miami-Dade County, Florida for its annual budget for the fiscal year beginning October 1, In order to receive this award, a governmental unit must publish a budget document that meets program criteria as a policy document, as an operations guide, as a financial plan, and as a communications device. 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.

6 Our Mission Delivering excellent public services that address our community s needs and enhance our quality of life Our Guiding Principles In Miami-Dade County government we are committed to being: Customer-focused and Customer-driven Honest, Ethical, and Fair to All Accountable and Responsive to the Public Diverse and Sensitive Efficient and Effective Committed to Development of Leadership in Public Service Innovative Valuing and Respectful of Each Other Action-Oriented Printed using sustainable products

7 MESSAGE FROM THE MAYOR December 14, 2012 The FY Adopted Budget: Dear Fellow Residents of Miami-Dade County: The FY budget continues to fulfill the promises I made to you during the past two years. This is a responsible budget that reduces the tax rate and property tax revenues while maintaining the current level of services and avoiding employee layoffs. Reduces tax rates by 2% to offset the growth in property values for 2012, which combined with the 12% reduction in last year s budget will save taxpayers more than $405 million over two years Utilizes $5.8 million less in property tax revenue than FY Includes $43 million in savings from efficiencies brought about by reducing the number of County departments to 25 from 42, for a total of nearly $80 million in savings over two years Eliminates the additional 4% contribution to group health insurance imposed on employees last fiscal year, but still includes approximately $158 million in employee concession savings Minimizes the use of one-time revenues, improves operational efficiency, funds infrastructure investments, and provides resources to support projects to promote, attract, and retain businesses in Miami-Dade County Last year was just the beginning. We have made tremendous strides in fulfilling the promises made to our community. However, there is much more to be done. Over the next four years we will continue to work hard to restore economic prosperity to our community; provide essential services, in particular to those most in need the elderly and children; and do all we can to make Miami-Dade County a great place for our families now and in the future. I look forward to working with the Board of County Commissioners and leading our team of dedicated County employees to achieve these goals. Sincerely, Carlos A. Gimenez Mayor 7

8 STATE OFFICERS CLERK OF COURTS PUBLIC DEFENDER STATE ATTORNEY CHIEF JUDGE ELEVENTH JUDICIAL CIRCUIT MIAMI-DADE COUNTY TABLE OF ORGANIZATION by STRATEGIC AREA COUNTY RESIDENTS PROPERTY APPRAISER MAYOR BOARD OF COUNTY COMMISSIONERS COUNTY DEPARTMENTS COUNTY ATTORNEY COMMISSION ON ETHICS AND PUBLIC TRUST OFFICE OF THE INSPECTOR GENERAL OFFICIAL COUNTY BOARDS AUTHORITIES COUNCILS RECREATION AND CULTURE PUBLIC SAFETY NEIGHBORHOOD AND INFRASTRUCTURE TRANSPORTATION ECONOMIC DEVELOPMENT HEALTH AND HUMAN SERVICES CULTURAL AFFAIRS CORRECTIONS AND REHABILITATION ANIMAL SERVICES AVIATION REGULATORY AND ECONOMIC RESOURCES COMMUNITY ACTION AND HUMAN SERVICES LIBRARY PARKS, RECREATION AND OPEN SPACES FIRE RESCUE JUVENILE SERVICES MEDICAL EXAMINER PUBLIC WORKS AND WASTE MANAGEMENT WATER AND SEWER MIAMI-DADE TRANSIT PORT OF MIAMI PUBLIC HOUSING AND COMMUNITY DEVELOPMENT MIAMI-DADE POLICE GENERAL GOVERNMENT AUDIT AND MANAGEMENT SERVICES COMMUNITY INFORMATION AND OUTREACH ELECTIONS FINANCE HUMAN RIGHTS AND FAIR EMPLOYMENT PRACTICES INFORMATION TECHNOLOGY INTERNAL SERVICES MANAGEMENT AND BUDGET RECREATION AND CULTURE TRANSPORTATION ECONOMIC DEVELOPMENT HEALTH AND HUMAN SERVICES VIZCAYA MUSEUM AND GARDENS CITIZENS INDEPENDENT TRANSPORTATION TRUST METROPOLITAN PLANNING ORGANIZATION MIAMI-DADE ECONOMIC ADVOCACY TRUST HOMELESS TRUST PUBLIC HEALTH TRUST 8

9 TABLE OF CONTENTS Budget Message to the Residents... 7 Miami-Dade County Table of Organization... 8 Budget-in-Brief EXECUTIVE SUMMARY Where Are We? Who Are We? Our Structure Government Structure Organizational Structure Financial Structure What Do We Do? How Are We Doing Plan Measure Monitor The Budget Process and Property Taxes What is the Budget? Property Taxes Budget and Financial Policies The Budget Development Process FY Adopted Budget Capital Budget and Multi-Year Capital Plan Five-Year Financial Outlook Property Tax Supported Budgets Assumptions Revenue Forecast Expenditure Forecast Revenue/Expenditure Reconciliation Financial Outlook Summary Charts Major Proprietary Departments ADOPTED BUDGET ORDINANCES APPENDICES Funding Summary Operating Budget Expenditure by Revenue Source with Total Positions Expenditure by Category of Spending Capital Expenditure Summary by Strategic Area Countywide General Fund Revenue Unincorporated Municipal Service Area General Fund Revenue Non-Departmental Expenditures Community-based Organization Funding Gas Tax Revenue Transient Lodging and Food and Beverage Taxes Sustainable Initiatives ACRONYMS, GLOSSARY, AND INDEX

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11 BUDGET-IN-BRIEF 11 Printed using sustainable products

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13 REORGANIZATION FY FY Agenda Coordination Americans with Disabilities Act Coordination Office Animal Services Audit and Management Services Aviation Building and Neighborhood Compliance Capital Improvements Community Action Agency Consumer Services Corrections and Rehabilitation Cultural Affairs Economic Development and International Trade Elections Emergency Management Enterprise Technology Services Environmental Resource Management Film and Entertainment Finance Fire Rescue General Services Administration Government Information Center Grants Coordination Housing and Community Development Human Rights and Fair Employment Practices Human Services Juvenile Services Library Medical Examiner Office of Management and Budget Park and Recreation Planning and Zoning Police Procurement Management Public Housing Public Works Seaport Small Business Development Solid Waste Management Sustainability Transit Water and Sewer Animal Services Corrections and Rehabilitation Human Rights and Fair Employment Practices Medical Examiner Public Works and Waste Management Audit and Management Services Cultural Affairs Information Technology Management and Budget Port of Miami Aviation Elections Internal Services Parks, Recreation and Open Spaces Regulatory and Economic Resources Community Action and Human Services Finance Juvenile Services Police Transit SAVINGS: MORE THAN $43 MILLION 578 POSITIONS Community Information and Outreach Fire Rescue Library Public Housing and Community Development Water and Sewer 13

14 TOTAL BUDGET: $5,946,074,000 CAPITAL $1,634,380,000 27% OPERATING $4,311,694,000 73% TAX SUPPORTED $1,506,313,000 35% PROPRIETARY $2,805,381,000 65% 14

15 B A OPERATING BUDGET BY SOURCE: $4,311,694,000 C D E GAS TAXES $62,867,000 1% SALES TAX $307,813,000 7% MISC. STATE REVENUES $76,596,000 2% I H MISCELLANEOUS $317,663,000 7% J PROPERTY TAX $1,238,673,000 29% M L K A. Property Information: This section identifies information about the property pertaining to this Notice: 1. Folio number a unique 13-digit number used to identify the property. 2. Property address. PROPRIETARY $1,874,515,000 44% B. Taxing Authority: This column lists all taxing authorities that set millage (tax) rates to collect taxes against the property. 3. Legal description (only 3 lines displayed). C. Column 1: This column lists last year s taxable values. D. Column 2: This column lists last year s tax rates and property taxes for each taxing authority. E. Column 3: This column lists the current taxable value applicable to each taxing authority. The taxable value reflects the appropriate deduction FEDERAL AND STATE GRANTS $433,567,000 10% applicable assessment reductions and exemptions. F. Column 4: This column lists tax rates and corresponding taxes by each authority if no budget changes are made. G. Column 5: This column lists the tax rates and corresponding taxes that each authority proposes if budget changes are adopted. H. Hearing Information: This section lists the date, time and place each taxing authority will hold its budget meetings to determine a final adopted tax rat to be levied against your property. These meetings are open to the public. I. Non-Ad Valorem Assessments: Non-ad valorem (or special assessments) are fees for specific services, such as solid waste collection, street lighting and fire rescue. The amount you pay is not based on the value of your property. This section shows the authority collecting the fees, purpose, units and rates. J. Value Information: This section details last year s and the current year s market and assessed values. Because not all assessment reductions apply equally to the School Board, assessed values are separated between School Board and non-school Board. See assessment reduction section for details. K. Assessment Reduction: Each benefit applied to the property that results in a reduction in the assessed value is listed in this section for last year and the current year. L. Exemptions: This section lists the exemptions deducted from your property for last year and the current year. To find out more about exemptions, please contact the Office of the Property Appraiser at M. How to Contact the Office of the Property Appraiser: This section lists the locations and hours of operation where you may discuss values and exemption concerns with Office staff. You may also file an appeal with the Value Adjustment Board (VAB) by the deadline listed in the Notice. Contact the VAB directly at NOTE: SEE THE REVERSE SIDE OF YOUR NOTICE FOR MORE DETAILS. MILLAGE RATES AND REVENUES COMPARISON FY FY Taxing Jurisdiction Millage Millage Percent Change COUNTYWIDE % FIRE % LIBRARY % UMSA % TOTAL OPERATING MILLAGES % REVENUES $1,243,002,000 $1,238,673, % 15 Printed using sustainable products

16 FUNDING COUNTY SERVICES Over 75% of property taxes collected go directly to the school board, municipal governments, and other taxing authorities LESS Than 25% of property taxes collected in miami-dade fund county SERVICES Not all Miami-Dade County services are paid for with your property-tax dollars. Here s a sampling of a few services and how they are funded: funded by PROPERTY TAXES: Large regional parks Some smaller local parks* Specialized police and fire services Local police in some areas* Fire-rescue in most areas** Libraries in most areas** Jails for the entire county Animal shelter for the entire county Upkeep of major roads and all traffic signals Metromover, Metrorail and 93 bus routes*** Grants to community groups that provide social services and cultural programs Jackson Hospitals *** Some construction projects, especially those approved by voters Note: Some property-tax funded services also receive support from other sources such as state and federal grants. NOT funded by PROPERTY TAXES: Airports and seaports, which entirely use their own business revenues Head Start child care, which is funded by the U.S. Department of Health and Human Services Public housing, which is funded by the U.S. Department of Housing and Urban Development Pick up and disposal of waste and recycling, which is funded by customer fees Water and sewer, which is funded by customer fees Some construction projects, such as County cultural facilities, are partially funded by tourist taxes * Only in unincorporated areas ** A few municipalities have their own fire and 16 library systems those residents pay less in County taxes to compensate *** Property taxes contribute to Transit (Metrobus, Metrorail and Metromover) and Jackson Hospitals, which also use their own revenues

17 + SLICE OF PROPErTY TAXES OTHer FUNDING SOURCES COUNTY OPERATING BUDGET COUNTY operating revenues EXCLUDING INTER-AGENCY TRANSFERS ACTUALS BUDGET FUNDING SOURCE FY % FY % FY % FY % proprietary $ 2,600,513, $ 2,771,481, $ 2,009,065, $ 1,874,515, FEDERAL & STATE GRANTS $ 477,376,000 9 $ 497,339,000 9 $ 443,413, $ 433,567, PROPERTY TAX $ 1,477,230, $ 1,423,698, $ 1,243,002, $ 1,238,673, SALES TAX $ 287,759,000 5 $ 249,882,000 5 $ 283,285,000 6 $ 307,813,000 7 GAS TAXES $ 64,157,000 1 $ 66,485,000 1 $ 62,120,000 1 $ 62,867,000 1 MISC. STATE REVENUES $ 81,761,000 2 $ 82,974,000 2 $ 83,480,000 2 $ 76,596,000 2 MISCELLANEOUS $ 342,082,000 6 $ 317,977,000 6 $ 348,545,000 8 $ 317,663,000 7 TOTAL operating budget $ 5,330,878,000 $ 5,409,836,000 $ 4,472,910,000 $ 4,311,694,000 TOTAL EMPLOYEES 27,732 26,914 26,498 25,903 * Represents the County s share of property 17tax. A small percentage goes toward Capital. For more details about Capital see

18 YOUR DOLLAR AT WORK Public Safety 29 Neighborhood & Infrastructure 20 General Government 9 Recreation & Culture 4 Transportation 22 Health & Human 12 Economic Development 3 Policy / Administration 1 PUBLIC SAFETY 29 Funding for the County Court System Emergency response times under 8 minutes for Fire-Rescue and 8 minutes for Police Lowest violent crime rates in the last 5 years Medical Examiner investigates 12,000 cases annually 90,000 emergency shelter spaces available 30,000 subscribers notified of emergency events through Miami-Dade Alerts System Specialized response capabilities for every type of Fire Rescue emergency, including Air Rescue, Technical Rescue, Urban Search and Rescue, Anti-Venom, and Hazardous Materials Specialized units for every type of Police emergency, including Aviation and Marine Patrol, Motors Unit, Canine Unit, Bomb Disposal Unit, Special Response Team, and targeted crime units, such as, Narcotics, Robbery, Gangs, and Organized Crime Care and custody of over 5,000 inmates daily 3,800 juveniles successfully completed crime diversion programs NEIGHBORHOOD AND INFRASTRUCTURE 20 7,200 animals adopted from the animal shelter each year Maintenance of causeways, bridges, roads, traffic signals, canals and storm drains The nation s highest-rated tap water Curbside pickup of garbage, recycling, and bulky waste Perform inspection and permitting functions, as well as certification of new construction industry products Enforce Miami-Dade County s Code Monitor air quality and surface and ground water contamination levels Preserve environmentally endangered lands as well as enforcement action concerning uplands and wetlands violations Proactively maintain rights-of-way, sidewalks, and street signs 18

19 IN MEMORY OF RECREATION AND CULTURE parks, including golf courses, marinas, beaches, and sports fields MACHITO World class attractions like ZooMiami, and Deering Estate visited by more than 917,000 visitors a year Renowned cultural facilities such as Miami Art Museum, HistoryMiami, Vizcaya Museum and Gardens, Fairchild Tropical Botanical Gardens, Miami Science Museum, Adrienne Arsht Center for the Performing Arts, and Miami Children s Museum Grants to 550 community culture groups that offer dance, theater, music, art and festivals generating an annual economic impact of almost $1.1 billion 49 Library branch locations and two bookmobiles, serving more than 8 million visitors each year, access to a collection of more than 3.8 million books and materials, 1,735 public computers, Wi-Fi at every location, and a wide range of digital resources, including downloadable e-books, audio books, music and video TRANSPORTATION million miles of Metrobus and 4.4 miles of Metromover and 25 miles of Metrorail Miami International Airport services 93 airlines that see 39 million passengers and 2.1 million tons of cargo annually Port of Miami, the busiest cruise port in the world, serves 4 million passengers and 8 million tons of cargo HEALTH AND HUMAN SERVICES 12 More than 547,000 meals served to the elderly 180 at-risk youth are served by Foster Grandparents Provide assistance with filing benefit claims to 900 Veterans More than 1,400 victims of domestic violence are provided with shelter and advocacy services Head Start and Early Headstart child care for more than 7,200 needy children under 6 years old Provide funding to Public Health Trust facilities Funds over 200 community based-organizations dedicated to provide services to the most needed in the community GENERAL GOVERNMENT 9 Reliable and convenient elections for more than one million voters Access to information and services through the 311 Answer Center Broadcast on Miami-Dade TV and Miami-Dade TV On Demand, original informational and public service programming Provide customer and employee portal self-services and online internal communication tools Manage the County s strategic planning and process and reorganizational analysis Manage a $3.2 billion financial portfolio Promote fairness and equal opportunity in employment, housing, public accommodations, credit and financing practices, family leave and domestic violence leave Promote a transparent government investigating and preventing fraud, waste, mismanagement, and abuse of power in county projects, programs or contracts Funding is reserved for the resolution of the impasse with collective bargaining units regarding the imposition of an additional 4 percent group health contribution by employees ECONOMIC DEVELOPMENT 3 Promoting Miami-Dade County as a global gateway and enhancing access to the economic development opportunities Helping small and local businesses thrive with mentorship programs and other opportunities Provide assistance to 230 homeowners for down payment and closing costs More than 9,200 units of public housing and rent vouchers for 17,000 low-income families Provide approximately 350 loans for affordable housing for low-to-moderate income individuals POLICY/ADMINISTRATION 1 Office of the Mayor, Board of County Commissioners, and the County Attorney s Office 19 Printed using sustainable products

20 CAPITAl FY Adopted Budget and Multi-Year Capital Plan totals billion and includes 667 capital projects across all strategic areas. The first year of the Adopted Multi-Year Capital Plan is budgeted at $1.634 billion. Below is the breakdown of the Capital budget by strategic area. ECONOMIC DEVELOPMENT $66,456,000 4% HEALTH AND HUMAN SERVICES $107,159,000 6% GENERAL GOVERNMENT $71,608,000 4% PUBLIC SAFETY $109,979,000 7% NEIGHBORHOOD AND INFRASTRUCTURE $320,453,000 20% TRANSPORTATION $799,085,000 49% RECREATION AND CULTURE $159,640,000 10% TOTAL CAPITAL BUDGET: $1,634,380,000 20

21 CAPITAl PROJECTS Ongoing major capital maintenance projects at all correctional facilities including major rehabilitation of the Pre-Trial Detention Center Continued construction of the Children s Courthouse Interior renovations of a new mental health facility Commence construction of a new replacement court facility at the Joseph Caleb Center Compliance with Federal Communications Commission's (FCC) mandate to complete UHF Narrowbanding Dredging of the Lummus Island Channel to a depth of 50 feet from 44 feet at the Port of Miami Install new Miami-Dade Transit central control room system in the Stephen P. Clark Center Bicycle safety improvements on the Rickenbacker Causeway Continued construction of the Miami Art Museum Completion of the state of the art Northeast Regional Library Continued construction of the Miami Science Museum Commence build-out of new Animal Services Shelter facility Relocation of a 20-inch water main and a 54-inch sewer force main to facilitate the dredging of the Government Cut Channel that will accommodate the passage of larger vessels Neighborhood and drainage improvements Beach erosion control and nourishment for the beaches Design work will continue for both the Culmer/Overtown and Wynwood/Allapattah Neighborhood Service Centers Construction of the Second Domestic Violence Shelter Community Development Block Grant and Building Better Community funded projects in low to moderate-income neighborhoods Commence renovations for the Historic Hampton House Façade repairs to the Dade County Courthouse Construction of a new parking garage at the Joseph Caleb Center Completion of the West Lot Multi-Use Facility to provide replacement parking and new parking capacity supporting Government Center and the new Children s Courthouse upon completion Critical technology investments including funding for the 800 MHz infrastructure settlement Americans with Disabilities Act barrier removal projects funded through the Building Better Community Program For complete detail of adopted capital budget, please go to 21 Printed using sustainable products

22 FY Adopted Budget and Multi-Year Capital Plan EXECUTIVE SUMMARY This document presents to the Board of County Commissioners the FY Adopted Budget and Multi-Year Capital Plan. This budget is a continuation of the FY Adopted Budget. The FY Adopted Budget maintains the same levels of service and avoids further employee layoffs utilizing reduced property tax revenues, allowing for a lower tax rate. The organization has been streamlined to provide more efficient and effective government services. The number of County departments under the Mayor s purview was reduced from 42 in FY to the current 25. This consolidation allowed for the reduction of 578 positions saving the entire County budget over $80 million over two fiscal years and more than $43 million just in FY In the tax-supported budget alone, more than $25 million was saved over two years. These savings, combined with improvements in the value of the property tax roll and performance of other revenues, has allowed for the millage rates to be reduced. Services are continued and priority efforts to support economic development and the creation and retention of jobs in our region are funded. As the following chart shows, the price of government is the lowest it has been in the last 20 years. $800 Price of Government General Fund Budget Per Capita Adjusted for Inflation $700 $600 $500 $645 $660 $610 $600 $596 $606 $618 $604 $584 $586 $602 $590 $623 $666 $636 $606 $554 $535 $534 $485 $400 $300 $200 $100 $0 This document also illustrates the relationship between the annual budget, Strategic Plan, and departmental Business Plans. Perhaps most importantly, the FY Adopted Budget sets forth specific objectives for the upcoming fiscal year and anticipated one-year results, as well as a five-year financial forecast. This document consists of three volumes. This first volume includes summary information, a facsimile of the budget ordinance, a five-year financial forecast, and information about Miami-Dade County, our governmental structure, and the budget development process. Volume 2 contains detailed narratives about the operating budget for each department 22

23 FY Adopted Budget and Multi-Year Capital Plan including associated performance information. Volume 3 includes the schedules for the funded and unfunded capital projects. In developing the FY Adopted Budget, essential services such as childcare, services for the elderly, and public safety continue to be prioritized, as these functions are important for a thriving community. We made sure that our ability to provide important services, such as water, sewer, waste collection and road maintenance is maintained. A focus on sustainable initiatives was woven through all of our services and activities. We also endeavored to ensure resources are available to address critical capital needs, particularly for our water and sewer system. The FY Adopted Budget is balanced at $5.946 billion, $4.312 billion of which comprises the operating budget and $1.634 billion of which comprises funding for capital projects. The operating budget is 3.76 percent lower than the FY Adopted Budget of $4.473 billion. The tax supported budgets, the Countywide General Fund, Unincorporated Municipal Services Area (UMSA) General Fund, Library System, and Fire Rescue District budgets, total $1.793 billion, or 41.6 percent of the total operating budget. Unfunded operating requests from the departments total $71 million. Unmet needs have been reassessed as a result of the comprehensive reorganization of County departments and a focus on traditional local government services. The FY Adopted Capital Budget is $1.634 billion, a significant reduction from the FY Adopted Capital Budget of $1.703 billion. The reduction is due in large part to the completion of major projects in the current fiscal year such as the Miami International Airport North Terminal project and the AirportLink and changes to the Public Health Trust capital plan. The FY Adopted Multi-Year Capital Plan totals $ billion. The Adopted Capital Budget includes funding for the Building Better Communities Bond Program at a millage rate of The following chart illustrates the combined millage rates since FY

24 FY Adopted Budget and Multi-Year Capital Plan 15 Countywide, Fire Rescue District, Library, and UMSA Operating Millages and Voted Debt Millages Millage Rates FY FY FY FY FY FY FY FY FY FY FY FY FY Countywide Fire Library UMSA Debt The Adopted Budget is balanced utilizing millage rates that total This is mills less than the FY adopted total millage rate of The aggregate millage rate is 1.5 percent lower than the FY adopted millage rate and 3.06 percent higher than the state-defined rollback rate. The FY Adopted Budget eliminated 728 positions, with a net change of 595 fewer positions than the FY Adopted Budget. The following table summarizes budget and positions changes by department. 24

25 FY Adopted Budget and Multi-Year Capital Plan Policy Formulation Department Total Funding Total Positions Position Changes FY FY FY FY FY FY Enhancements Reductions Transfers Office of the Mayor $ 6,334 $ 5,846 $ 5, Board of County Commissioners 21,202 18,474 17, (9) - County Attorney's Office 22,392 21,742 21, Public Safety FY ADOPTED BUDGET AND MULTI-YEAR CAPITAL PLAN TOTAL FUNDING AND POSITIONS BY DEPARTMENT Subtotals $ 49,928 $ 46,062 $ 44, (9) - Corrections and Rehabilitation 297, , ,875 2,890 2,995 2,983 - (12) - Fire Rescue 386, , ,908 2,600 2,432 2,431 - (1) - Judicial Administration 28,249 30,889 30, Juvenile Services 10,478 10,121 9, (3) Law Library Legal Aid 3,830 3,637 3, Medical Examiner 9,049 9,413 9, Office of the Clerk 14,623 15,652 15, Police 546, , ,265 4,373 4,121 4,065 - (56) - Capital Outlay Reserve 22,446 22,233 20, Non-Departmental 8,422 11,408 10, Subtotals $ 1,327,662 $ 1,272,724 $ 1,272,282 10,523 10,214 10, (72) - Transportation Aviation 373, , ,920 1,255 1,206 1, (2) - Office of the Citizens' Independent Transportation 1,678 2,415 2, T rust Metropolitan Planning Organization 5,775 6,702 7, Port of Miami 73,260 71,919 68, (127) - Public Works and Waste Management 57,339 56,475 54, (39) - Transit 375, , ,400 3,199 3,235 3, Capital Outlay Reserve Non-Departmental Subtotals $ 887,736 $ 940,600 $ 953,790 5,397 5,306 5, (168) - Recreation and Culture Adrienne Arsht Center for the Performing Arts Trust 8,566 7,994 8, Cultural Affairs 24,158 28,663 29, (1) - History Miami , Library 63,339 54,752 57, (5) Miami Art Museum 1,351 1,527 1, Miami Science Museum 707 1,009 1, Parks, Recreation and Open Spaces 99,157 96,474 96, (98) (127) Tourist Development Taxes 22,674 22,231 24, Vizcaya Museum and Gardens 4,695 5,363 5, Capital Outlay Reserve 4,734 4,932 2, Non-Departmental Subtotals $ 231,261 $ 224,731 $ 231,569 1,625 1,469 1, (104) (127) Neighborhood and Infrastructure Animal Services 10,063 9,361 10, (1) - Parks, Recreation and Open Spaces 8,955 10,266 21, (32) 127 Public Works and Waste Management 319, , ,446 1,346 1,327 1,308 - (31) 12 Regulatory and Economic Resources 103,161 97,492 95, (49) (12) Water and Sewer 399, , ,009 2,624 2,624 2,539 - (85) - Capital Outlay Reserve 3,360 2,280 2, Non-Departmental Subtotals $ 845,161 $ 877,909 $ 895,178 5,125 5,064 4,998 5 (198)

26 FY Adopted Budget and Multi-Year Capital Plan FY ADOPTED BUDGET AND MULTI-YEAR CAPITAL PLAN TOTAL FUNDING AND POSITIONS BY DEPARTMENT Health and Human Services Community Action and Human Services 310, , ,003 1, (41) Homeless Trust 36,811 38,214 41, Miami-Dade Economic Advocacy Trust 1,587 1,498 1, Jackon Health System 137, , , Management and Budget Public Housing and Community Development 78,497 68,636 72, (21) - Capital Outlay Reserve 15,134 16,856 17, Non-Departmental 3,554 19,017 (15,066) Subtotals $ 584,349 $ 571,559 $ 532,879 1,632 1,149 1,090 3 (62) - Economic Development Miami-Dade Economic Advocacy Trust 2,502 3,002 2, Public Housing and Community Development 73, ,841 57, (11) - Regulatory and Economic Resources 21,943 22,355 18, (21) Capital Outlay Reserve Non-Departmental 47,068 38,482 41, Subtotals $ 144,823 $ 234,680 $ 120, (32) - General Government Audit and Management Services 5,313 4,950 4, Commission on Ethics and Public Trust 2,039 1,775 1, (1) - Community Information and Outreach 16,970 16,411 15, (4) - Elections 27,939 26,377 22, (1) Finance 33,275 37,204 32, (3) - Human Rights and Fair Employment Practices 1, Information Technology 125, , , (11) Inspector General 5,064 5,384 5, Internal Services 245, , ,533 1,023 1, (59) (1) Management and Budget 35,370 38,701 37, (4) 1 Office of the Property Appraiser 32,079 33,992 35, Capital Outlay Reserve 15,975 15,276 12, Non-Departmental 66,884 84,351 99, Subtotals $ 612,878 $ 653,836 $ 658,100 2,708 2,694 2, (83) - TOTAL $ 4,683,798 $ 4,822,101 $ 4,709,016 27,612 26,498 25, (728) - Less Interagency Transfers $ 384,025 $ 349,191 $ 397,322 GRAND TOTAL $ 4,299,773 $ 4,472,910 $ 4,311,694 The FY Adopted Budget was balanced based on the FY millage rates and concessions from the employees. The FY utilizes those same savings and the improvements in the property tax roll and revenues to further reduce the millage rates. General Fund reserves remain at 5.76 percent of the general fund operations, well within best practices standards. By the end of FY , the Emergency Contingency Reserve is anticipated to have a balance of $ million, as shown in the chart on the following page. 26

27 FY Adopted Budget and Multi-Year Capital Plan Emergency Contingency Reserve Year-End Fund Balance $80,000 $70,000 $70,163 $72,939 $60,000 $62,935 $50,000 $51,686 $51,811 $52,392 Fund Balance ($ in Thousands) $40,000 $30,000 $20,000 $10,000 $11,000 $24,191 $41,516 $32,074 $0 FY FY FY FY FY FY FY FY FY FY est. Fiscal Year As always, more information concerning the FY Adopted Budget, including prior year s budgets, may be found at our website: We hope that this document communicates the information about our budget effectively and welcome any comments or suggestions you might have. 27

28 FY Adopted Budget and Multi-Year Capital Plan WHERE ARE WE? WHO ARE WE? Miami-Dade County, formerly known as Dade County, was created on January 18, 1836 under the Territorial Act of the United States. It was named for Major Francis L. Dade, a soldier killed in 1835 in the Second Seminole War. Subsequent to the creation of Miami-Dade County, Florida became the twenty-seventh state of the United States of America on March 3, Miami-Dade County, Florida is the most populous county in the southeastern United States and the seventh largest in the nation by population. Miami- Dade County is often referred to as the "Gateway to Latin America and the Caribbean." The County s population as April, 2012 was 2,541,928. The population density within the urban area is approximately 6,000 people per square mile. Based on the most recent census data, nearly 77 percent of the total population is White, 19 percent is Black or African American, and 4 percent is of some other race or combination of races. The Miami-Dade County STATE OF FLORIDA largest ethnic group in the County is Hispanic or Latino, representing 65 percent of the population. Approximately 52 percent of the people living in Miami-Dade County in 2011 were foreign-born. Among people, at least five years old living in Miami-Dade County in 2010, 73 percent spoke a language other than English at home. Of those speaking a language other than English at home, 88 percent spoke Spanish and 12 percent spoke some other language. The 2012 Area Median Income (AMI) for a four-person household as determined by the United States Department of Housing and Urban Development is $52,600. As reported by the American Community Survey, in 2011 over 17.3 percent of the families in Miami-Dade lived below the poverty line. Approximately 424 square miles (excludes bay and coastal water) of the County are within the urbanized area, while the total county land area currently covers a total of 2,420 square miles (1,921 square miles of land and 499 square miles of water) and is bound by Biscayne Bay and the Atlantic Ocean to the east, Everglades National Park to the west, the Florida Keys to the south, and Broward County to the north. Miami-Dade County is the only metropolitan area in the United States that borders two national parks: Biscayne National Park and Everglades National Park. The Greater Miami area is the center for international commerce in the southeastern United States and its proximity to the Caribbean, Mexico, and Central and South America makes it a natural center of trade to and from North America and beyond to Europe and Asia. In addition, the international background of many of its residents is an essential labor force characteristic for multi-national companies which must operate across language and cultural differences. For most of Miami-Dade County's history, the local economy has been based on tourism. In 2011, more than 13 million overnight visitors came to Greater Miami, infusing the local economy with $20 billion in direct spending, such as hotel rooms, restaurants, shopping, transportation, and attractions. The hospitality industry employs more than 100,000 residents and generated nearly $140 million in tourist-related taxes and more than $600 million in sales tax which supports local service provision in South Florida. 28

29 FY Adopted Budget and Multi-Year Capital Plan While tourism continues to be the principal industry, the city's economy has become more diversified. Sectors throughout the economy, including construction, wholesale trade, retail trade, information technology and telecommunications, leisure and hospitality, and financial services, continue strong growth that has driven our metropolitan area to consistently lead the State of Florida in growth. In addition, multiple sectors of the Miami-Dade economy are driven by international trade by local companies. Export and import volume through the Miami Customs District continues to expand, and a variety of our target industries has benefited from this growth. Our close proximity to Latin America and the Caribbean make us the center of international trade with those areas. This year business leaders came together as the One Community One Goal Initiative to receive input about our region s economic future and strategy from more than 5,000 participants through surveys, focus Groups, personal visits and community events. This initiative culminated in a four-report series that provides Miami-Dade County with a blueprint for sustained economic development across a broad spectrum of industries and organizations. The One Community One Goal Steering Committee, comprised of business and community leaders, will facilitate the implementation of the plan with close collaboration among the private sector, the public sector, community organizations and academia, and raise money a $15 million five-year global economic development marketing campaign. The One Community One Goal final report identifies themes that intersect all strategic recommendations and provide a unifying thread across a complex set of initiatives designed to support economic growth in Miami-Dade County. These themes include: a single shared vision, the importance of cooperation across industries and sectors, alignment around a single set of target industries, education as the foundation for growth, and the value of economic diversification. The report offers detailed strategic recommendations for seven target industries and niche sectors that represent long-term global growth potential. Miami-Dade County endeavors to support economic development in our region by providing resources to support infrastructure and to make our community livable and sustainable. 29

30 FY Adopted Budget and Multi-Year Capital Plan OUR STRUCTURE This chapter discusses our governmental structure, our organizational structure, and our financial structure. Each plays a role in long-term planning and the annual allocation of resources. GOVERNMENTAL STRUCTURE Two-Tier Federation The County has operated since 1957 under a unique metropolitan system of government known as a "two-tier federation. This was made possible when Florida voters approved a constitutional amendment in 1956 that allowed the people of the County to enact a home rule charter. At that time, the electors of Miami-Dade County were granted the power to revise and amend the Charter from time to time by countywide vote. The most recent amendment was in November The Miami-Dade County Charter may be viewed at: The County has home rule powers, subject only to the limitations of the Constitution and general laws of the State. The County has, in effect, a regional government with certain powers effective throughout the entire county, including 34 municipalities located within the county, and a municipal government for the unincorporated area of the county. Unlike a consolidated city-county, where the city and county governments merge into a single entity, these two entities remain separate. Instead there are two "tiers," or levels, of government: city and county. The County can take over particular activities of a city's operations if the services fall below minimum standards set by the Board of County Commissioners (BCC) of Miami-Dade County or with the consent of the governing body of a particular city. The County can also dissolve a city with fewer than 20 electors. Of the county's total population, approximately 1,114,408 or percent live in the unincorporated area, the majority of which is heavily urbanized. For residents living in the Unincorporated Municipal Service Area (UMSA), the County fills the role of both tiers of government. All residents pay a property tax to support regional services, such as transportation, jails, and regional parks. Residents within UMSA pay a property tax for municipal-type services provided by the County such as local police patrol, local parks, and local roads. Residents of municipalities do not pay UMSA tax, but rather pay a property tax to the municipality in which they reside. Governance On January 23, 2007, the Miami-Dade County Charter was amended to create a Strong Mayor form of government, with further charter amendments approved on November 2, The Mayor is elected countywide to serve a fouryear term and is limited to two terms in office. The Mayor, who is not a member of the BCC, serves as the elected head of County government. In this role, the Mayor is responsible for the management of all administrative departments and for carrying out policies adopted by the Commission. The Mayor has, within ten days of final adoption by the Board of County Commissioners (BCC), veto authority over any legislative, quasi-judicial, zoning, and master plan or land use decision of the BCC, including the budget or any particular component, and the right to appoint all department directors unless disapproved by a two-thirds majority of those Commissioners then in office at the next regularly scheduled meeting. The BCC is the legislative body, consisting of 13 members elected from single-member districts. Members are elected to serve two consecutive four-year terms and elections of the membership are staggered. The full BCC 30

31 FY Adopted Budget and Multi-Year Capital Plan chooses a Chairperson, who presides over the BCC, as well as appoints the members of its legislative committees. The BCC has a wide array of powers to enact legislation, establish service standards, and regulate businesses operating within the County. It also has the power to override the Mayor's veto with a two-thirds vote. Florida's Constitution provides for five elected officials to oversee executive and administrative functions for each county: Sheriff, Supervisor of Elections, Tax Collector, Property Appraiser, and Clerk. Through the Home Rule Charter, the first three of these offices were reorganized and became subordinate County Departments. The most visible distinction between Miami-Dade and other Florida counties is the title of its law enforcement agency. It is the only county in Florida that does not have an elected sheriff, or an agency titled "Sheriff's Office." Instead, the equivalent agency is known as the Miami-Dade Police Department and its chief executive is known as the Director of the Miami-Dade Police Department. The Property Appraiser is elected to a four-year term, with no term limits. The Clerk of the Board is a separate, duly elected constitutional officer as mandated by Article V, Section 16 of the Constitution of the State of Florida. The Clerk is elected to a four-year term by the electorate of Miami-Dade County. In this capacity, the Clerk serves as the Clerk of the Board of County Commissioners, County Recorder, County Auditor, custodian of all County funds, and custodian of all records filed with the Court. COUNTY RESIDENTS STATE OFFICERS CLERK OF COURTS PUBLIC DEFENDER STATE ATTORNEY CHIEF JUDGE ELEVENTH JUDICIAL CIRCUIT PROPERTY APPRAISER MAYOR BOARD OF COUNTY COMMISSIONERS COUNTY DEPARTMENTS COUNTY ATTORNEY LAW DEPARTMENT COMMISSION ON ETHICS OFFICE OF THE INSPECTOR GENERAL OFFICIAL COUNTY BOARDS AUTHORITIES COUNCILS RECREATION AND CULTURE PUBLIC SAFETY NEIGHBORHOOD AND INFRASTRUCTURE TRANSPORTATION ECONOMIC DEVELOPMENT HEALTH AND HUMAN SERVICES GENERAL GOVERNMENT ORGANIZATIONAL STRUCTURE On page eight of this book, a more detailed Table of Organization is displayed illustrating the reporting relationships for the various entities of the County, including all of the various departments and entities included in the County s Adopted Budget. Miami-Dade County departments and entities are divided into policy formation, six strategic service delivery areas, and general government functions. Policy Formulation: provides the leadership for the County as whole; the Office of the Mayor, the Board of County Commissioners, and the County Attorney Public Safety: provides comprehensive and humane programs for crime prevention, treatment and rehabilitation and improve public safety through the use of community planning and enforcement of quality life issues; Corrections and Rehabilitation, Fire Rescue, Juvenile Services, Medical Examiner, and Police; 31

32 FY Adopted Budget and Multi-Year Capital Plan funding for the County obligations and local requirements for the Eleventh Judicial Circuit (State Attorney, Public Defender, and Administrative Office of the Courts) and the Office of the Clerk is included in this strategic area Transportation: promotes innovative solutions to transportation challenges by maximizing the use of transportation systems on a neighborhood, county and regional basis; Aviation, Office of the Citizens Transportation Trust, Metropolitan Planning Organization, Port of Miami, and Transit Recreation and Culture: develops, promotes and preserves cultural, recreational, library and natural experiences and opportunities for residents and visitors; Cultural Affairs, Library, Parks, Recreation and Open Spaces, and Vizcaya Museum and Gardens Neighborhood and Infrastructure: provides efficient, consistent, and appropriate growth management and urban planning services and also promotes responsible stewardship of natural resources and provides timely and reliable public infrastructure services including road maintenance, animal care and control, stormwater, solid waste and wastewater management and a safe and clean water delivery system; Animal Services, Public Works and Waste Management, and Water and Sewer Health and Human Services: improves the quality of life and promotes maximum independence through the provision of health care, housing, and social and human services to those in need; Community Action and Human Services, Homeless Trust, and Public Housing and Community Development; the maintenance of effort funding for Jackson Health System is also included in this strategic area Economic Development: supports activities that increase and diversify jobs and incomes while eliminating socio-economic disparities in underserved areas and lead the coordination of economic development activities, expand entrepreneurial opportunities and create a more business friendly environment in Miami- Dade County; Regulatory and Economic Resources and funding for the Miami-Dade Economic Advocacy Trust are included in this strategic area General Government: provides the internal support functions that ensure the successful implementation of the six other strategic areas; Audit and Management Services, Elections, Information Technology, Human Rights and Fair Employment Practices, Finance, Internal Services, Community Information and Outreach, and Office of Management and Budget along with funding to support the Commission on Ethics and Public Trust, the Inspector General, and Property Appraisal are included in this strategic area FINANCIAL STRUCTURE The following details the Miami-Dade County Fund Structure, describing the various funds and providing information regarding appropriations, or spending authority, within those funds. A fund is a set of self-balancing accounts that are segregated for the purpose of carrying on specific activities or attaining certain objectives, as required by special regulations, restrictions, or limitations. Miami-Dade County s funds can be divided into three categories: governmental funds, proprietary funds, and fiduciary funds. Only governmental funds and proprietary funds are appropriated as part of the annual budget. The budget ordinance that is presented to the BCC in September for the two public budget hearings follows this fund structure. Total Budget Governmental Funds Proprietary Funds 32