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07-18-2017 Commission Meeting Agenda City Manager City Commission '.Erie A Sorolka, 1CMA-CM ]Enid Weisman,Mayor Howard Weinberg,Vice Mayor City Clerk Denise Landman,Commissioner I.. Eiiisa Lo Horvath,MMC Dr.Linda Marks,Commissioner i Gladys Mezrahi,Commissioner City Attorney Marc Narotsky,Commissioner Weiss Scrota Helfman Robert Shelley,Commissioner e �� Cole&Bierman CITY COMMISSION MEETING AGENDA JULY 189 2017 9:00 a.m. Aventura Government Center 19200 West Country Club Drive Aventura, Florida 33180 1. CALL TO ORDER\ROLL CALL 2. OVERVIEW AND REVIEW OF PROPOSED BUDGET A. GENERAL FUND • REVENUES • GENERAL GOVERNMENT DEPARTMENTS • City Commission • Office of the City Manager • Legal • City Clerk's Office • Finance • Information Technology • PUBLIC SAFETY DEPARTMENT • COMMUNITY DEVELOPMENT DEPARTMENT • COMMUNITY SERVICES DEPARTMENT • PUBLIC WORKS/TRANSPORTATION DEPARTMENT • ARTS & CULTURAL CENTER DEPARTMENT • NON-DEPARTMENTAL • CAPITAL OUTLAY AVENTURA CITY CONDUSSION MEETING AGENDA JULY 18,2017 PAGE 2 OF 2 B. MOTION TO ADOPT RESOLUTION TO ESTABLISH TENTATIVE MILLAGE RATE: A RESOLUTION OF THE CITY COMMISSION OF THE CITY OF AVENTURA, FLORIDA, ESTABLISHING A PROPOSED MILLAGE RATE FOR THE 2017/2018 FISCAL YEAR; PROVIDING FOR THE DATE, TIME AND PLACE OF THE PUBLIC HEARING TO CONSIDER THE PROPOSED MILLAGE RATE AND TENTATIVE BUDGET; AND PROVIDING FOR AN EFFECTIVE DATE. C. POLICE EDUCATION FUND D. TRANSPORTATION AND STREET MAINTENANCE FUND E. E911 FUND F. DEBT SERVICE FUND G. CAPITAL PROJECTS FUND H. STORMWATER UTILITY FUND L POLICE OFF-DUTY SERVICES FUND 3. RESOLUTIONS: A. A RESOLUTION OF THE CITY COMMISSION OF THE CITY OF AVENTURA, AUTHORIZING THE CITY MANAGER TO FILE THE ATTACHED AVENTURA CHARTER HIGH SCHOOL APPLICATION WITH THE MIAMI-DADE COUNTY SCHOOL BOARD; AUTHORIZING THE CITY MANAGER TO ACT AS THE GOVERNING BOARD'S DESIGNEE TO EXECUTE LETTERS AND DOCUMENTS ON BEHALF OF THE BOARD; AUTHORIZING THE CITY MANAGER TO DO ALL THINGS NECESSARY TO CARRY OUT THE AIMS OF THIS RESOLUTION; AND PROVIDING FOR AN EFFECTIVE DATE. B. A RESOLUTION OF THE CITY COMMISSION OF THE CITY OF AVENTURA, AUTHORIZING THE MAYOR TO EXECUTE THE ATTACHED AGREEMENT FOR PROFESSIONAL SERVICES BY AND BETWEEN CMCS CONSULTING SERVICES, LLC AND THE CITY OF AVENTURA; PROVIDING FOR AN EFFECTIVE DATE. 4. ADJOURNMENT This meeting is open to the public. In accordance with the Americans with Disabilities Act of 1990, all persons who are disabled and who need special accommodations to participate in this meeting because of that disability should contact the Office of the City Clerk, 305-466-8901, not later than two days prior to such proceeding. One or more members of the City of Aventura Advisory Boards may be in attendance and may participate at the meeting. Anyone wishing to appeal any decision made by the Aventura City Commission with respect to any matter considered at such meeting or hearing will need a record of the proceedings and, for such purpose, may need to ensure that a verbatim record of the proceedings is made, which record includes the testimony and evidence upon which the appeal is to be based. Agenda items may be viewed at the Office of the City Clerk,City of Aventura Government Center, 19200 W. Country Club Drive, Aventura, Florida, 33180. Anyone wishing to obtain a copy of any agenda item should contact the City Clerk at 305-466-8901. i City of Aventura Proposed and itsl Budge FISCAL YEAR 2017/2018 '�� ++" i ilk' � - .•' r- f -ibis i• . ..";�'. �'. �' t r�•. r■ + { r A' CITY OF AVENTURA OPERATING AND CAPITAL BUDGET FISCAL YEAR 2017/18 �rn1 CITY COMMISSION Mayor Enid Weisman Commissioner Denise Landman Commissioner Dr. Linda Marks Commissioner Gladys Mezrahi Commissioner Marc Narotsky Commissioner Robert Shelley Commissioner Howard Weinberg CITY MANAGER Eric M. Soroka, ICMA — CM DEPARTMENT DIRECTORS Weiss Serota Helfman Cole & Bierman, P.L., City Attorney Joanne Carr, Community Development Director Karen J. Lanke, Information Technology Director Julie Alm, Charter School Principal Brian K. Raducci, Finance Director Ellisa Horvath, City Clerk Jeff Kiltie, Arts & Cultural Center General Manager Kimberly Merchant, Community Services Director Joseph S. Kroll, Public Works/Transportation Director Bryan Pegues, Chief of Police CITY OF AVENTURA OPERATING AND CAPITAL BUDGET FISCAL YEAR 2017/18 TABLE OF CONTENTS City Manager's Budget Message..............................................................................................i-xiii Organization Chart/ Mission Statement.....................................................................................xiv Distinguished Budget Presentation Award.................................................................................. xv INTRODUCTION .......................................................................................................................1-1 CommunityProfile................................................................................................................1-2 Budget Procedures and Process .........................................................................................1-5 FinancialPolices..................................................................................................................1-8 Cash Management/Investment Policies...............................................................................1-9 FundBalance Policies........................................................................................................1-10 Financing Programs and Debt Administration....................................................................1-12 RiskManagement..............................................................................................................1-14 Demographics and Miscellaneous Statistics......................................................................1-15 Budget Preparation Calendar.............................................................................................1-16 Assessed Value Information ..............................................................................................1-17 TaxRate Comparison ........................................................................................................1-18 Where Do Your Tax Dollars Go? .......................................................................................1-19 Comparative Personnel Allocation Summary.....................................................................1-20 Privatized/Contracted City Services...................................................................................1-20 SUMMARY OF ALL FUNDS.....................................................................................................2-1 FundBalance Analysis.........................................................................................................2-4 GENERALFUND ......................................................................................................................2-5 Summaryof Budget .............................................................................................................2-6 Revenue Projections............................................................................................................2-9 Expenditures: CityCommission ..........................................................................................................2-19 Office of the City Manager ...........................................................................................2-23 LegalDepartment.........................................................................................................2-29 City Clerk's Office.........................................................................................................2-33 FinanceDepartment.....................................................................................................2-39 Information Technology Department............................................................................2-47 PoliceDepartment........................................................................................................2-55 Community Development Department.........................................................................2-63 Community Services Department ................................................................................2-69 Public Works/Transportation Department....................................................................2-75 Arts & Cultural Center Department ..............................................................................2-83 Non-Departmental........................................................................................................2-89 CapitalOutlay...............................................................................................................2-93 CITY OF AVENTURA OPERATING AND CAPITAL BUDGET FISCAL YEAR 2017/18 TABLE OF CONTENTS — CONTINUED POLICE EDUCATION FUND ................................................................................................2-101 TRANSPORTATION AND STREET MAINTENANCE FUND...............................................2-105 911 FUND..............................................................................................................................2-111 DEBT SERVICE FUNDS.......................................................................................................2-115 CAPITAL PROJECTS FUND................................................................................................2-129 STORMWATER UTILITY FUND ...........................................................................................2-133 POLICE OFFDUTY SERVICES FUND .................................................................................2-137 SUMMARY OF CAPITAL IMPROVEMENT PROGRAM ..........................................................3-1 2017-2022 Highlights...........................................................................................................3-2 Purpose of the Capital Improvement Program.....................................................................3-3 LegalAuthority.....................................................................................................................3-4 Development of the Capital Improvement Program.............................................................3-4 Capital Improvement Program Policies................................................................................3-5 Preparing the Capital Budget...............................................................................................3-6 Locating a Specific Capital Project.......................................................................................3-6 Summary of Recommended Projects ..................................................................................3-7 Summary of Major Programs ...............................................................................................3-7 Summary of Proposed Appropriations by Funding Source..................................................3-8 Summary of Projects by Location and Year.........................................................................3-9 Summary of Financing Plan Model ....................................................................................3-10 Proposed Beautification and Park Facilities Improvements...............................................3-11 Proposed Transportation, Drainage and Infrastructure Improvements..............................3-12 Proposed Public Buildings and Facilities Improvements....................................................3-13 Proposed Communications and Computer Equipment......................................................3-14 Proposed Capital Equipment Purchase and Replacement................................................3-15 Impact of Capital Projects on Operating Budget................................................................3-16 GLOSSARY...............................................................................................................................4-1 APPENDICES............................................................................................................................5-1 APPENDIX A—Authorized Investments Summary Table....................................................5-2 _= = City ®f Aventura Government Center °6 19200 West Country Club Drive Aventura, Florida 33180 Office of the City Manager July 7, 2017 The Honorable Mayor and City Commission City of Aventura Aventura, Florida 33180 RE: 2017/18 Budget Message Members of the City Commission: In accordance with Article IV, Section 4.05 of the Charter of the City of Aventura, I hereby submit the proposed Operating and Capital Budget for all funds for the fiscal year beginning October 1, 2017, for your review and consideration. The budget document emphasizes a professional and conservative fiscal approach and represents the single most important report presented to the City Commission. It is primarily intended to establish an action, operational, and financial plan for the delivery of City services. It also represents the City's commitment to providing the highest level of City services to maximize the quality of life for its citizens, businesses and visitors. The proposed budget provides the resources to maintain our quality municipal services and facilities that make Aventura a premier community to live, work and play. This document serves as an aid to the residents in providing a better understanding of the City's operating and fiscal programs. Budget Format/Transparency This single budget document, which includes all City Funds and service programs, has been prepared to provide the public with a comprehensive and transparent overview of all City services and financial framework. A separate budget document for the Aventura City of Excellence Charter School and proposed Aventura Charter High School is adopted by the City in May of each year. In order to further our efforts to inform our residents how revenue is collected and spent on city services, the City's Website page entitled "Financial Transparency Tools" provides great depth into the City's budget by utilizing easy to view charts and graphs. Users can track budget performance throughout the year and compare data to prior years. The budget is a performance based plan that links goals and objectives with the financial resources necessary to achieve them. In order to ensure that goals and objectives established in the budget planning process are translated into results, the resources allocation process is tied to performance. The budget document contains performance/workload indicators to facilitate this process. Every effort was made to provide a budget document that can be fully reviewed and justified to the City Commission and residents. i The preparation of the budget document marks a continued commitment to a planned and professional process of developing a budget that will address both current and future issues facing the City. It also demonstrates the City's commitment to providing adequate service levels and the necessary justification to support all expenditure requests. 2017/18 Budget Priorities/ Goals and Action Plans The budget addresses the following priorities/ goals that the City Commission has either adopted or supported through policy or initiatives: Enhance the safety and security of our residents and businesses. • Implement community outreach initiates to engage the community in joint problem solving and crime prevention techniques. • Add 4 new Police Officer positions in accordance with the Police Services Agreement with the Aventura Mall, to enhance safety and security as part of the opening of the new addition to the Mall this fall. • Improve communications with the community by expanding social media and community policing efforts by the Police department. • Increase overtime costs to meet the demands of police service requirements and community safety. Provide and support quality educational choices for Aventura students to succeed academically and become productive citizens. • Continue to operate Aventura City of Excellence School K-8 as an "A" rated high performing school and provide support services thorough various City departments. • Continue to take the necessary steps to ensure the opening of the proposed Aventura Charter High School by August 2019 including the funding of the upfront construction costs. Maintain efficient and responsive government which embraces the highest standards of service and financial stability. • For the 22nd year in a row no increase in the tax rate is recommended. • Continue to focus on maintaining and protecting the City's infrastructure by funding capital outlay projects from park improvements to road resurfacing expenditures in the amount of$1,289,500. • Maintain healthy reserves that protect the City's ability to provide quality services no matter the economic times and address unforeseen emergencies. • Continue the model of privatizing many service areas of the City's operations while maintaining a small workforce which has allowed for a more cost effective service delivery system, as compared to the traditional government structure. • Continue to utilize technology to improve productivity and expand E-government applications. Continue to explore alternate transportation modes to alleviate traffic and support bicycle friendly initiatives.- Continue nitiatives.Continue to fund the free Aventura Express Shuttle Bus system that serves almost 26,000 riders a month and extend service to new developments. ii • Implement recommendations included in the Unfiled Master Plan for Pedestrian and Bicycle Connectivity. • Expand the Aventura BCycle bike share program by adding a new station to be located at E. Country Club Drive/Mystic Point area based on resident requests. • Continue to collaborate with state, county and local officials to address possible solutions to traffic issues. Community Engagement, Parks, Programs and Special Events. • Add 3 part-time seasonal Park Attendant positions in order to provide adequate coverage in the peak season and accommodate increased attendance at our park facilities. • Implement a new afterschool program at the Community Recreation Center for Aventura students that attend Aventura Waterways K-8. • Add a Jazz, Wine and Cheese event to be held in April of 2018, as part of the City's ongoing efforts to provide community events of all age groups. • A new youth travel soccer and basketball leagues were established to respond to increased demand for these services in the community. The cost will be offset by fees charged for this service. • Continue the "Community Ride with the Police Department" Special Event which provides opportunities for the residents to interact with the Police. • Increase funding to support a wide Varity of programming for all age groups at the Aventura Arts & cultural Center. • Continue to fund Family Movie Nights at Founders Park. • Provide adequate funding to maintain our parks and recreation facilities at a high level. • Employ the use of the newly created Youth Advisory Board. Environmental Sustainability and Go Green Initiatives • Maintain Tree City USA status. • Continue to improve the energy efficiency of all City facilities including the replacement of worn air conditioning systems. • Ensure that redevelopment projects that require land use/zoning revisions do not have a negative impact on the community. • Includes funding to continue to retrofit street lighting throughout the City with more energy efficient LED fixtures. • Monitor and participate in regional efforts to address the impact of rising sea level and the long range impacts of climate change. • Implement strategies and recommendations included in the City's Comprehensive Stormwater Management Plan to address drainage infrastructure improvements and long range impacts of climate change. • Continue the "Go Green Award Program" sponsored by the Community Services Board to recognize condominiums and businesses that have made efforts to reduce energy consumption and implement recycling programs. • Provide adequate funding to maintain our signature landscape, streets, rights-of-way and facilities. • Maintain the silver level certification recognition by the Florida Green Local Government Program. iii Significant Factors The Miami-Dade County Property Appraiser has advised that the City experienced a 2% increase in property values over the prior year. This lower than usual increase was due to a flat condominium market currently experienced in the County and a lack of new construction in 2016. New construction values only amounted to $7.4 million. I am pleased to advise, our strong fiscal policies and prudent budgeting have assisted in the maintenance of all existing service levels and avoiding raising the tax rate for the 22nd year in a row. Going forward, developments currently under construction such as the Park Square Aventura, Publix Shopping Center redevelopment, 3 new office buildings, Aventura Hospital and Medical Center additions and the expansion of the Aventura Mall will increase the City's tax base and should provide revenue to offset service demands in the future. However, we need to continue to be conservative in our approach to City finances during these uncertain economic times. The financial plan to fund the construction of the proposed Aventura Charter High School project will reduce the City's General Fund balance by $9.5 million over the next two years. Unless it is needed in the case of an emergency or to fund non-recurring capital projects every effort should be made to avoid reducing the reserves further. The budget process produced a total budget of $58,175,949 or 11.4% less than the previous year. A large number of one-time capital projects were completed in the prior year which resulted in the decrease. Capital Outlay expenditures are budgeted at $2,697,975 and decreased by $10,540,697 compared to the prior year. Projects included range from park improvements to road resurfacing and the commitment to invest in state-of-the-art technology to serve and protect our residents. Maintaining our infrastructure from government buildings to our park facilities continues to be a major funding priority to protect these assets well into the future. Operating costs increased by $1,254,849 or 3.6% as compared to the previous year. The budget maintains our current level for all City services except the following areas: • Added 4 new Police Officer positions at a cost of $363,680, in accordance with the Police Services Agreement with the Aventura Mall, to enhance safety and security as part of the opening of the new addition to the Mall this fall. • Added 3 part-time seasonal Park Attendant position at a cost of $22,821 in order to provide adequate coverage in the peak season and accommodate increased attendance at our park facilities • A new afterschool program at the Community Recreation Center was added for Aventura students that attend Aventura Waterways K-8 and new youth travel soccer and basketball leagues were established to respond to increased demand for these services in the community. The cost will be offset by fees charged for this service. • A Jazz, Wine and Cheese event to be held in April 2018, was added as part of the City's ongoing efforts to provide community events of all age groups. • Increased funding for the shuttle bus service by $45,000 to expand service to new developments that come on-line in the next year. • After several years of modest increases, our employee health insurance costs rose by 9%, which had a $215,000 impact on the budget. iv Summary of All Budgetary Funds The total proposed budget for 2017/18, including all funds, capital outlay and debt service, is $58,175,949. This is $7,465,424 or 11.4% less as compared to the prior year. Operating expenditures total $35,131,990, while Capital Outlay expenditures total $19,592,633 and Debt Service expenditures total $2,451,326. Fund Summary by Amount PROPOSED %of FUND AMOUNT BUDGET General Fund $ 51 ,863,091 86.0% Police Education Fund 8,836 0.0% Transportation Fund 4,037,125 6.7% 911 Fund 95,000 0.2% Debt Service Funds 2,451 ,326 4.1% Capital Projects Fund 193,327 0.3% Stormwater Utility Fund 1 ,285,500 2.1% Police Off Duty Services Fund 400,000 0.7% Fund Summary by Percentage General Police Education 86.0% 0.0% Transportation 6.7% /911 0.2% Debt Service 4.1% Capital Projects 0.3% Stormwater Utility Police off duty 2.0% Services 0.7% v Expenditures by category are as follow: Expenditure Category Summary by Amount PROPOSED %of CATEGORY AMOUNT BUDGET Personal Services $ 23,152,392 39.8% Contractual Services 7,776,024 13.4% Other Charges/Svcs 4,438,255 7.6% Commodities 537,400 0.9% Other Operating Expenses 226,821 0.4% Capital Outlay 19,593,731 33.7% Debt Service 2,451 ,326 4.2% Total $ 58,175,949 100.0% Category Summary by Percentage Contractual Services 13.4% other Charges/Svcs 7.6% Commodities 0.9% Otherdperating Expenses 0.4% Capital outlay 33.7% Personal Services 39.8% Dept Service 4.2% vi The following chart shows a comparison of each department's budget for the past two (2) years. The total budget amount is 11.4% or $7,465,424 less than the previous year. This is a result of the completion of major capital outlay project in the prior year. Departmental Budget Comparison INCREASE DEPARTMENT 2016/17 2017/18 (DECREASE) % Change City Commission $ 144,307 $ 146,150 $ 1,843 1.3% Office of the City Manager 729,895 746,865 16,970 2.3% Legal 305,000 305,000 - 0.0% City Clerk's Office 319,568 307,197 (12,371) -3.9% Finance 1,024,635 1,059,843 35,208 3.4% Information Technology 1,084,598 1,122,810 38,212 3.5% Police 19,066,105 19,946,275 880,170 4.6% Community Development 2,571,182 2,578,041 6,859 0.3% Community Services 2,334,732 2,410,796 76,064 3.3% Public Works/Transportation 4,987,271 5,229,116 241,845 4.8% Arts & Cultural Center 782,250 809,899 27,649 3.5% Non-Departmental 1,526,500 1,468,900 (57,600) -3.8% Subtotal 34,876,043 36,130,892 1,254,849 3.6% Capital Outlay 13,238,672 2,697,975 (10,540,697) -79.6% CIP Reserve 14,971,977 16,895,756 1,923,779 12.8% Debt Service 2,554,681 2,451,326 (103,355) -4.0% Total $65,641,373 $ 58,175,949 $ (7,465,424) -11.4% GENERALFUND The General Fund is used to account for resources and expenditures that are available for the City's general operations of City government functions. Revenues The revenues, available for allocation in the 2017/18 fiscal year General Fund Budget, including inter-fund transfers, are anticipated to be $51,863,091. This is a decrease of $2,800,920 or 5.1% as compared to last year. Locally Levied Taxes — The City's assessed value as reported by the County Property Appraiser Department is $10,098,997,863. This amount is 2% or $197,303,619 more than last year. The new construction value was $7,374,227. The ad valorem millage levy for fiscal year 2017/18 is recommended to be 1.7261, which is the same rate adopted last year. This will generate $16,560,288 compared to last year's amount of $16,236,750. This represents the 22nd consecutive year without an increase. The budget includes $4,540,000 from electric utility taxes and anticipated utility taxes for water and gas and the unified communications tax make up the remainder of this category and are based on historical data and the number of residential and commercial establishments located in the City. vii Licenses and Permits — The amount for this revenue category is projected to be $24,900 more than the prior year based on anticipated increases in franchise fees from new development. The budget includes $1,825,000 from FPL franchise fees based on the Interlocal Agreement with the County and $2,400,000 for building permits. Intergovernmental Revenues —Total revenues for this category are projected to increase by $65,670 as compared to the amount budgeted for the prior year due to anticipated higher Sales Tax and State Revenue. Charges For Services — Revenues relating to charges for services are anticipated to be $406,421 more than the prior year's budget. The majority of the increase is attributed to revenue generated from the amended police service agreement payments with Aventura Mall for additional officers. Fines and Forfeitures — Total revenues projected for 2017/18 is $1,079,000. Revenues from county court fines and intersection safety violations are included in this category. Miscellaneous Revenues — Projected revenues are anticipated to be $290,000. This is an increase of$10,000 compared to the amount budgeted for the prior fiscal year. Fund Balance — This represents a designated amount of funds accumulated in reserves. The amount utilized from the fund balance is $14,772,304. Revenues by Source Locally Levied Taxes 17.1% Ad Valorem Taxes 32.0% Licenses&Permits Intergovernmental Revenues 7.2% Charges For Services 5.0% Fines& Forfeitures Fund Balance Transfers 2.1% 27.0% 0.0% isc. Revenues 0.6% viii Expenditures The estimated 2017/18 General Fund expenditures contained within this budget total $51,863,091 and are balanced with the projected revenues. Total expenditures are $2,800,920 or 5.1% less than the 2016/17 fiscal year amount. The operating expenditures have increased by $1,144,776 or 3.5% as compared to the prior year. Expenditure Category Summary INCREASE CATEGORY 2016/17 2017/18 (DECREASE) % Change Personal Services $ 21,635,960 $ 22,752,392 $ 1,116,432 5.2% Contractual Services 5,519,750 5,584,024 64,274 1.2% Other Charges/Svcs 4,367,333 4,349,255 (18,078) -0.4% Commodities 568,800 537,400 (31,400) -5.5% Other Operating Expenses 196,035 208,485 12,450 6.4% Subtotal 32,287,878 33,431,556 1,143,678 3.5% Capital Outlay 20,175,631 16,273,279 (3,902,352) -19.3% Transfer to Funds 2,200,502 2,158,256 (42,246) -1.9% Total $ 54,664,011 $ 51,863,091 $ (2,800,920) -5.1% Personal Services Personal Services increased by $1,117,530 or 5.2% compared to the prior year. The increase includes a 9% or $215,000 increase in Health Insurance costs based on experience modifications. The expenditures for non-unionized employees have been budgeted to reflect a 3% cost of living adjustment ("COLA") and a performance/merit increase amount that averages 3% per employee. The Collective Bargaining Agreement ("CBA") between the City and the Dade County Police Benevolent Association was ratified in February 2017 and covers the period October 1, 2016 — September 30, 2019. In 2017/18 the CBA calls for a 3% COLA for all Police Officers and Sergeants. The total number of full- time employees is 182 compared to 178 in 2016/17 fiscal year. The total number of part- time employees increased from 13 to 16. Other personnel changes contained in the budget are as follows: • Police Department — Added 4 new Police Officer positions in accordance with the Police Services Agreement with the Aventura Mall, to enhance safety and security as part of the opening of the new addition to the Mall this fall. The cost of the officers is $363,680 • Community Services Department — Added 3 part-time seasonal Park Attendant position at a cost of $22,821 in order to provide adequate coverage in the peak season and accommodate increased attendance at our park facilities. . The per capita number of employees is significantly lower than adjacent municipalities. This is due to the City's emphasis on privatizing major functions of City services for greater productivity and cost savings. I am proud to work with a dedicated group of City employees that strive to provide excellent services and are committed to our community. Over the years they have proven that our work force can meet any challenge. ix Comparative Personnel Allocation Summary 2-Year Presentation 2016/17 2017/18 City Commission 7.0 7.0 Office of the City Manager 3.0 3.0 Legal* - - City Clerk's Office 2.0 2.0 Finance 7.0 7.0 Information Technology 6.0 6.0 Police 125.0 129.0 Community Development 9.0 9.0 Community Services 21.5 24.0 Public Works/Transportation 6.5 7.0 Arts & Cultural Center* - - CharterSchool ** 4.0 4.0 Total 191.0 198.0 * Departmental staff is provided through contractual services. ** Departmental staff is included in Charter School Fund Budget Document. Operating Expenditures The expenditures for contractual services are budgeted at $5,584,024 or 7.6% of the General Fund budget. This is $64,274, more than the prior year. This can be attributed to maintenance cost increases and the costs associated with supporting increased activity at the Arts & Cultural Center. Expenditures for other charges and services are budgeted at $4,349,255, which represents 8.3% of the total budget. Expenditures for commodities are budgeted at $537,400 which represents 1.0% of the total budget. Total costs associated with other operating expenses are budgeted at $208,485 which represents .4% of the total budget. Capital Outlay General Fund projects included in the first year of the City's five year Capital Improvement Program (CIP) for 2017-2022 represent a long-term plan to address infrastructure maintenance needs. A total of $1,500,975 has been budgeted in the General Fund for Capital Outlay projects along with a $14,771,206 reserve to fund future projects. Major General Fund capital outlay items are as follows: Computer Equipment $492,375 Police Vehicles $410,000 Equipment $322,900 HVAC Replacements $114,000 Park Improvements $82,900 Radio Equipment $35,200 Community Center Improvements $34,000 Beautification Projects $9,600 Transfer to Funds Transfers to the debt service funds to pay principal and interest payments associated with the long-term financing of bonds and loans is $2,158,256 which is a decrease of$42,246 as compared to the prior year. The transfer also includes $100,000 from the Traffic Safety Program to the Charter School Fund. x General Fund Summary of Expenditures by Department INCREASE CATEGORY 2016/17 2017/18 (DECREASE) % Change GENERAL GOVERNMENT City Commission $ 144,307 $ 146,150 $ 1,843 1.3% Office of the City Manager 729,895 746,865 16,970 2.3% Legal 305,000 305,000 - 0.0% City Clerk's Office 319,568 307,197 (12,371) -3.9% Finance 1,024,635 1,059,843 35,208 3.4% Information Technology 1,084,598 1,122,810 38,212 3.5% Total General Gov't 3,608,003 3,687,865 79,862 2.2% PUBLIC SAFETY Police 18,563,269 19,442,439 879,170 4.7% Community Development 2,571,182 2,578,041 6,859 0.3% Total Police 21,134,451 22,020,480 886,029 4.2% COMMUNITY SERVICES Community Services 2,334,732 2,410,796 76,064 3.3% Public Works/Transportation 2,901,942 3,033,616 131,674 4.5% Arts & Cultural Center 782,250 809,899 27,649 3.5% Total Community Svcs. 6,018,924 6,254,311 235,387 3.9% OTHER NON-DEPARTMENTAL Non-Departmental 1,526,500 1,468,900 (57,600) -3.8% Capital Outlay 20,175,631 16,273,279 (3,902,352) -19.3% Transfer to Funds 2,200,502 2,158,256 (42,246) -1.9% Total Other Non-Dept. 23,902,633 19,900,435 (4,002,198) -16.7% TOTAL $ 64,664,011 $ 61,863,091 $ (2,800,920) -6.1% Information Police Technology 37.5% Community Finance 2.2% Development 2.0% 5.0% City Clerk's Office 0.6% Community Services Legal 4.6% 0.6% Office of the City Manager Public Works/Trans. 1.4% 5.8% City Commission 0.3% I Transfers J Arts&Cultural 4.2% Center 1.6% Non-Departmental Capital Outlay 2.8% 31.4% XI Police Education Fund This Fund is used to account for revenues and expenditures associated with the two dollars ($2.00) the City receives from each paid traffic citation, which, by state statute, must be used to further the education of the City's Police Officers. A total of $8,836 is anticipated in revenue for 2017/18. The amount budgeted for expenditures will be used for various state- approved training programs throughout the year. Transportation and Street Maintenance Fund This fund was established to account for restricted revenues and expenditures which by State Statute and County Transit System Surtax Ordinance are designated for transportation enhancements, street maintenance and construction costs. Revenues are projected to be $4,037,125 for 2017/18. The County Transit System Surtax is estimated to generate $1,400,000. The funds will be used to provide expanded transit system services, the addition of a new bike sharing station in the East County Club Drive/Mystic Point area, continue the process of retrofitting street lights to LED, and fund road resurfacing projects (Yacht Club Drive and Mystic Point Drive). Operating expenditures for maintenance are budgeted at $640,000 and $72,000 has been allocated for the operating costs associated with the new Citywide Bicycle Sharing Program. 911 Fund This fund is used to account for revenues and expenditures specifically earmarked for the City's emergency 911 system in accordance with Florida Statute 365.172. The funds may be used to provide emergency dispatch systems, training, communication, maintenance and repairs and related capital outlay purchases. The fund offsets a portion of the emergency 911 operational costs. The anticipated revenues for 2017/18 are $95,000, down $13,019 from the previous year due to many residents giving up their home land lines. Funds will be used to pay costs associated with the 911 system. Debt Service Funds The total budget for all Debt Service Funds is $2,451,326 and is $103,355 less than the previous year. These funds were established to account for revenues transferred from the General Fund and debt service payments associated with the long-term financing of the following bonds and loans: 2010 & 2011 Debt Service Fund — Established for the purchase of Founders Park, the permanent Government Center site and construction of the Government Center. The original debt issued in 1999 was refinanced in 2010 and 2011. The proposed budget for 2017/18 is $1,199,552. 2000 Loan Debt Service Fund — Established for the construction of the Community Recreation Center and the acquisition of Waterways Park. The proposed budget for 2017/18 is $506,476. 2012 (A) Loan Debt Service Fund — Established for the acquisition of the property for the ACES Charter School and to partially fund the Community Recreation Center. The xii proposed budget for 2017/18 is $352,228. The original debt issued in 2002 was refinanced in 2012. 2012 (B) Loan Debt Service Fund — Established for the construction and equipment of the ACES Charter Elementary School. The proposed budget for 2017/18 is $393,070. The original debt issued in 2002 was refinanced in 2012. Capital Projects Fund This fund was established to account for impact fees and other revenues specifically earmarked for capital projects restricted by City Ordinances or City Commission policy. The total fund for 2017/18 is $193,327. The replacement of the Veterans Park Playground is included at a cost of $154,000 and a reserve account of $39,327 has been established for Police capital outlay expenditures. The majority of the revenues are carryover amounts from the impact fees from new development. Stormwater Utility Fund This fund is used to account for revenues and expenditures specifically earmarked for the construction and maintenance of the City's stormwater drainage system. The maintenance costs total $632,000. Capital improvements to the drainage system are budgeted in the amount of $95,000 which includes replacing the Country Club Drive Pump Station. A reserve account to assist in funding future projects was established in the amount of $537,000. Total revenues are projected to be $1,285,500 for 2017/18. It is recommended that the current rate of$3.50/ERU not be increased at this time. Police Offduty Services Fund This Fund was established to account for revenues and expenditures associated with services provided by offduty Police Officers in private customer details to the various businesses and condominium associations. The proposed Police Services Offduty Fund for 2017/18 is anticipated to be $400,000. Summary I am pleased to submit the detailed budget contained herein for fiscal year 2017/18. The preparation and formulation of this document could not have been accomplished without the assistance and dedicated efforts of all Department Directors and the Finance Director. I am also extremely grateful to the City Commission for the continued support in assuring that this City remains the City of Excellence. A Commission Meeting will be held on July 18, 2017 to review in detail the proposed budget document. Respectfully submitted, Eric M. Soroka City Managef xiii CITY OF AVENTURA Organization Chart Residents City Commission City Attorney City Manager City Clerk Administration Minutes Legal Services Budget/CIF Preparation Records Retention Customer Service Clerical Support Organizatic nal Oversight Elections Public Safety Community Finance Community Development Services Department Department Department Department Police Planning Finance/Accounting Parks Patrol Zoning Purchasing Special Events Community Relations Building Inspections Risk Management Recreation Programming Criminal investigations Code Enforcement Personnel Athletic Leagues Traffic Enforcement Economic Development Community Recreation Center Emergency Preparedness Occupational Licenses Community Garden Charter School Arts&Cultural Information Public Works/ Department Center Technology Transportation Department Department Department Information Management ROW/Median Maint. K-8 School Facility Management Mass Transit Performing Arts Programming Communications Community Facilities Maint. Capital Projects Stormwater Drainage Maint. Our Mission Statement Our mission is to join with our community to make Aventura a city of the highest quality and a city of excellence. We do this by providing RESPONSIVE, COST EFFECTIVE AND INNOVATIVE local government services. xiv GOVERNMENT FINANCE OFFICERS ASSOCIATION Distinguished Budget Presentation Award PRESENTED TO City ofAventura Florida For the Fiscal Year I3cg+rining October I, 2016 EMW"1)1=*F The Government Finance Officers Association of the United States and Canada (GFOA) presented a Distinguished Budget Presentation Award to City of Aventura, Florida for its annual budget for the fiscal year beginning October 1, 2016. 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. xv CITY OF AVENTURA OPERATING AND CAPITAL BUDGET FISCAL YEAR 2017/18 ^ i THIS PAGE HAS INTENTIONALLY BEEN LEFT BLANK xvi CITY OF AVENTURA OPERATING AND CAPITAL BUDGET FISCAL YEAR 2017/18 :•moi k INTRODUCTION 1-1 Community Profile City Facts: Location and Size Location: Aventura, one of Miami-Dade's newest . 12 miles north of Miami communities, was incorporated in 1995 and is . 12 miles south of Fort Lauderdale a young, vibrant, full-service municipality with . 1 mile west of the Atlantic Ocean a diverse demographic base and is recognized internationally as a premier location in which to Zip Codes: 33180, 33160 live, shop and play. Police Force: 90 Sworn Officers / 39 Civilians Aventura is 3.2 square miles located on the Intracoastal Waterway in northeast Miami- Major Economic Drivers: Retail and medical Dade County and is conveniently located between Miami and Fort Lauderdale, just east Number of Businesses: 2,708 of 1-95. Government Structure The northern boundary of the City is the Miami-Dade/Broward County line, the western The form of government used in the City of is the FEC Railroad, the eastern is the Aventura, pursuant to its Charter, is a Intracoastal waterway and the southern Commission-Manager form of government. boundary is NE 176th Street. Under this form of government the City Commission is the legislative branch of the - ` r± :'IentetJcn FartL�uderdSle government and the City Manager is the executive branch of the government. The City Commission enacts Ordinances, the laws of the City, adopts Resolutions authorizing :. "-4 < -;_. actions on behalf of the City, reviews plans for Hct�gvrovd development and establishes the policies by —0i - °•'•- Tram Mallar dile which the City is governed. The City Manager is the Chief Executive Officer of the City, r�— �- ` E{•, ru� ty } overseeing the day-to-day operations, ►4"Worma.r rrerthuliarrrl administering the City's service providers, Fem_u ' �.:� preparing long range plans and implementing =� H'''' 'g°"sti-0r"r 9 the policies established by the City North 8s L'i I� a Z r'. t : - V.. Commission. g*: LJ%tMi�mF laach tx. =. �#••�� The City Commission hires the City Attorney, `'"I r ` - City Clerk and City Manager who then hires all subordinate employees. Aventura is an upscale condo community with some of South Florida's best-known large- The City Commission is comprised of seven scale condominium projects and apartment (7) members, including the Mayor and six (6) buildings. Restaurants, movie theaters and the Commissioners. Aventura Mall are conveniently located nearby and downtown Fort Lauderdale and Miami are The Mayor is the ceremonial leader of the City, just 20 minutes away. the presiding officer at Commission Meetings 1-2 and is a voting member of the Commission, improvements. Some of these improvements with his/her vote having no more or less include: weight than that of any other member of the A state-of-the-art Government Center Commission. While the leading political figure provides a one-stop-shop for its residents of the City, the Mayor does not bear the and houses all governmental operations, responsibility nor has the authority of directing including Commission Chambers, Police the day-to-day municipal activities. The Mayor Station and administrative offices. executes all Ordinances, Resolutions and A Community/Recreation Center situated issues Proclamations on behalf of the City, on 2.8 acres of land in a park like setting and represents the City to other public and on the waterfront. This 25,000 square foot private entities. The position of Mayor is facility includes a gym, meeting rooms, considered to be "part-time" and not an computer lab, exercise and aerobic employee of the City. The Mayor is elected at facilities. large to a four-year term, and may reside in The first municipal-run charter school in any area of the City. Miami-Dade County. In order to address the growing number of families with school City Commissioners each have the same age children, the City Commission chose authority and ability to bring, discuss and vote to take an aggressive approach to meet its on matters before the Commission. The changing demographics. Doors opened to position of Commissioner is considered to be the Aventura City of Excellence School in "part-time" and not an employee of the City. the fall of 2003 which is adjacent to the Community Recreation Center. The For election purposes, the City is divided by 84,000 square foot state-of-the-art school the William Lehman Causeway into two (2) serves 1,020 Aventura schoolchildren from areas. The City Charter requires that two (2) kindergarten to 8t" grade. Commissioners reside in the northern area, In 2010, the City's Arts & Cultural Center and two (2) Commissioners reside in the opened and has provided numerous southern area, and two (2) Commissioners performing arts and cultural events for all and the Mayor shall be elected without regard age groups in the community. to residence in any particular area. The City Commission is committed to Privatized/Contracted City Services providing quality municipal services at the The City has adopted a model of privatizing lowest possible cost. The City's operating many service areas of its operations over the departments include the Office of the City years. This model has served us well by Manager, City Clerk's Office, Legal, providing for a more cost effective service Community Development, Community delivery system, as compared to the traditional Services, Public Work/Transportation, government structure. We are firm in our Finance, Information Technology, Charter knowledge that we must continue to remain School, Arts & Cultural Center and Police. prudent and conservative in our financial management of the City while at the same Always progressing... time maintain the high standard of providing Since the City's incorporation, millions of services to the community. dollars have been spent on infrastructure A list of the Privatized/Contracted City improvements including streets, sidewalks, Services can be found on the bottom of page lighting, park development, beautification 1-20. projects, drainage, pedestrian and safety 1-3 Incorporation Accomplishments privatizing services and emphasizing customer service based on the following principles: ❖ Highly Visible Police Department, Low Crime Rate . Prompt response to citizen requests. ❖ Strong and Growing Economic Base . One-stop service for permits and ❖ Lowest Tax Rate — No Increase for the business licenses. Past 20 Budgets • Commitment to public involvement. ❖ New Parks and Recreational . Utilization of "Electronic Government" Opportunities for All Age Groups to provide service and information. ❖ Citywide Shuttle Bus Service — . Commitment to hiring only the most Ridership Continues to Expand qualified and highly motivated ❖ Road and Safety Improvements — employees. Traffic Lights, Sidewalks . Limiting the number of employees by ❖ New Land Development Regulations — privatizing or contracting with the Control Over Zoning private sector for many services. ❖ Citywide Beautification Program — Bus 0 A professional, businesslike manner at Shelters and Benches all times. ❖ High Landscape and Roadway • An emphasis on quality not quantity. Maintenance Standards • A high quality of life for citizens, ❖ Reduced Costs to Citizens — City's Assumption of roads, landscaping and businesses and visitors. bus service. 0A safe and secure environment to live "A" rated Charter School and work. •'• Community Recreation Center Low taxes. ❖ Government Center 0Establishing a small number of ❖ Arts & Cultural Center operating departments that work closely with the community. Long Term Goals & Objectives On November 7, 1995, the citizens of Aventura overwhelmingly voted to approve the City's Charter and officially incorporate as Miami-Dade County's 28t" municipality. Incorporation afforded residents the opportunity to improve the quality of :T :.. , u. government services they receive and take -� IM control of the City's destiny. Since „r �i -1 incorporation, a great deal of progress has �' &_ . been made to accomplish the goals of tE_F,!LP incorporation with the creation of our own ; police force, new and expanded parks and recreation opportunities and citywide beautification projects. Aventura is governed by a commission-manager form of government, combining the political leadership of its elected officials with the executive experience of its City Manager. This structure is vastly different from that of other local governments, emulating the private sector by 1-4 Budget Procedures and Process Commission and the public to insure representative input. The budget calendar that Budget System follows details the actions taken during the budget process. The City of Aventura uses the Budgeting by Budget Adoption Objectives Process in the formulation of its budget. Departmental Budgets include a The budget is approved via Ordinance at two Recap page that contains the Department public meetings scheduled for September Description and Personnel Allocation conducted by the City Commission. The Summary and Organization Chart. Each adopted budget is integrated into the department also includes an Objectives page accounting software system effective October and a Budgetary Account Summary. The 1St Objectives page presents a review of the department objectives and Budget Control/Monitoring performance/workload indicators. The Budgetary Account Summary provides Funds appropriated in the Budget may be expenditure detail and a comparison of current and previous year's expenditures. The expended by and with the approval of the City Budgetary Process is intended to be very Manager in accordance with the provisions of valuable in communicating with the the City Charter and applicable law. Funds of Commission and citizens of the City. the City shall be expended in accordance with the appropriations provided in the Budget and Budget Process shall constitute an appropriation of the amounts specified therein. Supplemental appropriations The City's fiscal year shall begin on October or the reduction of appropriations, if any, shall 1St and end on September 30th of each year as be made in accordance with Section 4.07 of the mandated by Florida statutes. When the City Charter. certified taxable real estate and tangible The Budget establishes a limitation on property values for the City is received from expenditures by department total. Said limitation the Miami-Dade County Property Appraiser on requires that the total sum allocated to each July 1st of each year, the City Manager then department for operating and capital expenses submits to the City Commission the Proposed may not be increased or decreased without Operating and Capital Budget for the coming year no later than July 10th of each fiscal year. specific authorization by a duly-enacted The preliminary millage rate is based on the Resolution/Ordinance affecting such certified taxable value. The appropriations amendment or transfer. Therefore, the City contained in the proposed recommendation Manager may authorize transfers from one shall not exceed the funds derived from individual line item account to another, so long taxation and other revenue sources. as the line item accounts are within the same department and fund. The City's Budget process began in April with a staff meeting between the City Manager and The "Personnel Allocation Summary" Department Directors to review budget enumerates all authorized budgeted philosophy and develop overall goals and positions. However, the City Manager may objectives. The entire budget process amend said authorized budgeted positions encompasses approximately five (5) months of in order to address the operating needs of the fiscal year. During this period, meetings the department so long as sufficient were held with Department Directors, the City budgeted funds are available. 1-5 The budget is monitored on a monthly basis to Basis of Accounting track variances between actual and budgeted amounts. Significant variances are Basis of Accounting refers to the time period investigated and monitored for corrective when revenues and expenditures are action. Quarterly review meetings are held recognized in the accounts and reported on the with the Finance Director and City Manager. financial statements. Basis of accounting relates to the timing of the measurements Encumbrances do not constitute expenditures made, regardless of the measurement focus or liabilities in the current year, but instead are applied. defined as commitments related to unperformed contracts for goods or services, The accrual basis of accounting is followed for which are only reported in governmental the proprietary fund types. The modified funds. accrual basis of accounting is followed in the governmental fund types and the expendable Budget Amendment trust funds type. Under the modified accrual basis of accounting, revenues are recorded Upon the passage and adoption of the budget when susceptible to accrual, that is, when they for the City of Aventura, if the City Manager are both measurable and available. Available determines that the department total will exceed means collectible within the current period or its original appropriation, the City Manager is soon enough thereafter to pay current liabilities. authorized to prepare such Expenditures are generally recognized under Resolutions/Ordinances for consideration by the the modified accrual accounting when the City Commission as may be necessary and related fund liability is incurred. Exceptions to proper to modify any line item from the Budget. the general rule are principal and interest on general long-term debt which is recognized The Budget Amendment Process will differ as when due. to form depending on whether or not the original budget appropriation is exceeded as The City applies all applicable GASB follows: pronouncements as well as the following pronouncements issued on or before • Any change or amendment to the budget November 30, 1989, unless those that will increase the original total pronouncements conflict with or contradict appropriated amount can only be GASB pronouncements: Financial Accounting accomplished with the preparation of an Standards Board (FASB) statements and Ordinance requiring two (2) public hearings interpretations, Accounting Principles Board and approval by the City Commission. (APB) opinions and Accounting Research Bulletins (ARBs). • Any change or amendment to the budget which transfers monies within a fund but During June 1999, the Government does not increase the total appropriated Accounting Standards Board (GASB) issued amount can be accomplished with the Statement No. 34. This statement established preparation of a Resolution. This does not new accounting and financial reporting require a public hearing, however, standards for state and local governments, approval by the City Commission is still which have been appropriately implemented necessary. by the City. 1-6 Fund Structure 0 2012 (A) Loan Debt Service (250) • 2012 (B) Loan Debt Service (290) The accounts of the City are organized and operated on the basis of funds and account The Capital Projects Funds accounts for the groups. A fund is an independent fiscal and acquisition and/or construction of major capital accounting entity with a self-balancing set of projects funded by impact fees or other accounts. Fund accounting segregates funds revenues earmarked for specific projects. according to their intended purpose and is Included in the budget is the following Capital used to aid management in demonstrating Projects Fund- compliance with the finance-related legal and contractual provisions. The minimum number Capital Projects Fund (392) of funds is maintained consistent with legal and managerial requirements. Account Proprietary Funds groups are a reporting device to account for certain assets and liabilities of the The Enterprise Fund is used to account for governmental funds not recorded directly in operations that are financed and operated in a those funds. The following governmental manner similar to a commercial enterprise, funds have annual appropriated budgets- where the intent of the governing body is that the costs of providing goods or services to the Government Fund Types general public on a continuing basis be financed or recovered primarily through user The General Fund is the City's primary charges, or where the governing body has operating fund. It accounts for all financial decided that periodic determination of the resources of the City, except those required to revenue earned, expenses incurred, and/or be accounted for in another fund. Resources net income is appropriate for capital are derived primarily from taxes, franchise and maintenance, public policy, management utility taxes, charges for services, and control, accountability or other purposes. intergovernmental revenues. Expenditures Included in the budget is the following are incurred to provide general government, Enterprise Fund- public safety, community development and community services. Stormwater Utility (410) Special Revenue Funds account for revenue Funds Excluded from Adopted Budget sources that are legally restricted to expenditures of specific purposes (excluding The City owns and operates a Charter School pension trusts and major capital projects). which is accounted for in a separate Special Included in the budget are the following Revenue fund. The School operates on a special revenue funds: fiscal year basis ending June 30 Since the fund was created under a Charter from the • Police Education (110) School Board it is adopted separately by the • Transportation &Street Maintenance (120) City Commission in June. • 911 (180) The Debt Service Funds account for the servicing of general long-term and are comprised of the following debit service funds- • 2010 &2011 Loan Debt Service (230) • 2000 Loan Debt Service (240) 1-7 Financial Policies growth, redevelopment or changes in economic base will be calculated and The City's financial policies, compiled below, included in the Capital update process. set forth the basic framework for the overall 2. The City will perform all capital fiscal management of the City. Operating improvements in accordance with an adopted capital improvement program. independently of changing circumstances and The City will maintain its physical conditions, these policies assist the decision- making process of the City Manager and City assets at a level adequate to protect the City's capital investment and Commission. These policies provide guidelines for evaluating both current activities minimize future maintenance and and proposals for future programs. replacement costs. The budget will provide for the adequate maintenance Most of the policies represent long-standing and the orderly replacement of the principles; traditions and practices that have capital equipment from current guided the City in the past and have helped revenues wherever possible. 3 maintain financial stability over the last 10 . The City will provide sufficient funds to years. They are reviewed annually as a replace and upgrade equipment as well as to take advantage of new decision making tool and to ensure their technology thereby ensuring that continued relevance in an ever-changing environment. employees have safe and efficient tools to provide their service. It reflects a Operating Budget Policies commitment to further automation and 1. The City will maintain at a minimum, an use of available technology to improve accessible cash reserve equivalent to productivity in the City's work force. eight (8) weeks of operating costs. The objective for upgrading and 2. No new or expanded services shall be replacing equipment includes: (1) implemented without a corresponding normal replacement as equipment revenue source or the implementation completes its useful life, (2) upgrades of trade-offs of expenses or revenues to new technology, and (3) additional at the same time. This applies to equipment necessary to service the personnel, equipment and any other needs of the Charter School. peripheral expenses associated with 4. The City will use the following criterion the service. to evaluate the relative merit of each 3. The City shall continue to support a capital project. Capital expenditures will scheduled level of maintenance and foster goals of: replacement of its infrastructure. 1. Projects specifically included in an 4. The City shall support capital approved replacement schedule. expenditures that reduce future 2. Projects that reduce the cost of operating costs. operations. 3. Projects that significantly improve Capital Budget Policies safety and reduce risk exposure. 1. Annually, the City will prepare a five- 5. The classification of items as capital or year capital improvement program operating will be determined by two (2) (CIP) analyzing all anticipated capital criteria - cost and frequency. expenditures and identifying associated Generally, a capital project has a funding sources. Future capital "useful life" of more than one (1) year expenditures necessitated by changes and a value of$5,000 or more. in population, changes in development, 6. The City will coordinate development of the capital improvement program with 1-8 the development of the operating 18. If new project appropriation needs are budget. Future operating costs identified at an interim period during the associated with new capital fiscal year, the funding sources will be improvements will be projected and identified and mid-year budget included in the operating forecasts. amendments will be utilized to provide 7. The first year of the five-year capital formal budgetary authority. In addition improvement program will be used as budget amendments may be utilized to the basis for formal fiscal year increase appropriations for specific appropriations during the annual capital projects. budget process. 8. The City will maintain all of its assets at Revenue Policies a level adequate to protect the City's 1. The City will attempt to maintain a capital investment and to minimize diversified and stable revenue system future maintenance and replacement as a shelter from short-run fluctuations costs. in any single revenue source. 9. The City will identify the estimated cost 2. The City will attempt to obtain new of capital projects and prepare a revenue sources as a way of ensuring funding projection that considers a balanced budget. revenues and operating costs to be 3. The City will review fees/charges included in the Capital Improvement annually and will design or modify Program document that is submitted to revenue systems to include provisions the City Commission for approval. that automatically allow charges to 10.The City will determine the most grow at a rate that keeps pace with the appropriate financing method for all cost of providing the service. new projects. 11. If appropriate, the City will attempt to Cash Management / maintain a mixed policy of Investment Policies pay-as-you-go and borrowing against future revenues for financing capital projects. On October 10, 2016, the City Commission re- projects. adopted,City will maintain ongoing adopted, by Resolution, Chapter 6.6 of the maintenance schedules relating to Administrative Policy Directives and road, sidewalk and drainage system Procedures Manual, entitled "Investment improvements. Objectives and Parameters" as the City's 13.The City will address and prioritize Investment Policy for the Management of infrastructure needs on the basis of Public Funds. The Policy was adopted in protecting the health, safety and accordance with Section 218.415, F.S., and its welfare of the community. underlying objective is to properly manage and 14.A CIP preparation calendar shall be diversify the City's investments to ensure: established and adhered to. 15. Capital projects will conform to the 1. Safety of Capital City's Comprehensive Plan. 2. Liquidity of Funds 16. Long-term borrowing will not be used to 3. Investment Income fund current operations or normal maintenance. The purpose of this policy is to set forth the 17.The City will strive to maintain an investment objectives and parameters for the unreserved General Fund balance at a management of public funds of the City. level not less than 10% of the annual These policies are designed to ensure the General Fund revenue. prudent management of public funds, the 1-9 availability of operating and capital funds when Examples include: needed and a competitive investment return. Inventory This investment policy applies to the 0 Prepaid Expenditures investment of public funds in excess of 0 Long-Term Portion of Receivables amounts needed to meet current expenses, 0 Corpus of a Permanent Fund which includes cash and investment balances of City funds. The City hereby establishes the following Nonspendable Fund Balance Reserves in the A Complete list of the City's investment General Fund: categories may be found in "Appendix A" a) Inventory Reserve entitled Authorized Investment Summary The Inventory Fund Balance Reserve is Table. established to indicate those amounts relating to inventories that are not in a Fund Balance Policies spendable form. b) Prepaid Expenditures The City hereby establishes and will classify The Prepaid Expenditures Fund reservations of General Fund, Fund Balance, Balance Reserve is established to as defined herein, in accordance with indicate those amounts relating to Governmental Accounting and Financial prepaid expenditures that are not in a Standards Board Statement No. 54 Fund spendable form. Balance Reporting and Governmental Fund Type Definitions. This policy shall primarily Fund Balance — Restricted apply to the City's General Fund. Fund Includes amounts that can be spent only for Balance shall be composed of nonspendable, the specific purposes stipulated by external restricted, committed, assigned and resource providers (e.g., creditors, grant unassigned amounts. providers, contributors or laws or regulations of other governmental entities), Fund Balance information is primarily used to constitutionally, or through enabling legislation identify the available resources to repay long- (that is, legislation that creates a new revenue term debt, fund capital improvements, stabilize source and restricts its use). Effectively, property tax rates, or enhance the City's restrictions may be changed or lifted only with financial position, in accordance with policies the consent of resource providers and when established by the City Commission. they are legally enforceable. Fund Balance Definitions Fund Balance — Committed and Classifications Includes amounts that can be used only for the Fund Balance — refers to the difference specific purposes as established by the between assets and liabilities reported in a adoption of this policy and the annual budget governmental fund. Listed below are the ordinance by the City Commission. various Fund Balance categories (in order Commitments can only be removed or from most to least restrictive). changed by taking the same action that originally established the commitment (e.g., an Fund Balance— Nonspendable ordinance). Includes amounts that are not in a spendable form (e.g., inventory) or are required, either Committed Fund Balance remains binding legally or contractually, to be maintained intact unless removed in the same manner in which (e.g., principal of an endowment fund). it was established. The action to impose the limitation on resources needs to occur prior to 1-10 the close of the fiscal year, although the exact authorized by the City Manager. In amount may be determined subsequently. governmental funds other than the General Contractual obligations should be incorporated Fund, assigned fund balance represents the to the extent that existing resources in the fund amount that is not restricted or committed. have been specifically committed for use in This indicates that resources in other satisfying those contractual obligations. governmental funds are, at a minimum, Encumbrances may be reported as committed. intended to be used for the purpose of that fund. An appropriation of existing fund balance The City hereby establishes the following to eliminate a projected budgetary deficit in the Committed Fund Balance Reserves in the subsequent year's budget in an amount no General Fund: greater than the projected excess of expected a) Capital Reserve expenditures over expected revenues satisfies The Capital Fund Balance Reserve is the criteria to be classified as an assignment committed by the City Commission as of fund balance. Encumbrances resulting from set forth in the annual budget issuing purchase orders as a result of normal ordinance (and any amendments purchasing activities approved by appropriate thereto) to be utilized in future years to officials may be reported as assigned. fund various capital needs. b) Hurricane/Emergency Recovery Fund Balance — Unassigned Operating Reserve Unassigned fund balance for the General The Hurricane/Emergency Recovery Fund includes all amounts not contained in the Operating Fund Balance Reserve is to other classifications. Unassigned amounts are be maintained by the City Manager at a the portion of fund balance which is not minimum level of $5,000,000 for the obligated or specifically designated and are purposes of responding to and generally available for any purpose. If another providing relief and recovery efforts to governmental fund has a fund balance deficit, ensure the maintenance of services to then it will be reported as a negative amount in the public during hurricane/emergency the unassigned classification in that fund. situations. Such emergencies include, Positive unassigned amounts will be reported but are not limited to hurricanes, only in the General Fund. The Minimum Level tropical storms, flooding, terrorist of Unassigned Fund Balance of the General activity and other natural or man-made Fund, at the beginning of each fiscal year, disasters. Additional funds may be shall not be less than 10% of the annual appropriated when necessary via a General Fund revenue. In any fiscal year budget amendment ordinance. This where the City is unable to maintain this 10% Reserve may not necessarily be minimum reservation of fund balance as established in the annual budget. In the required in this section, the City shall not event these funds are utilized, they budget any amounts of unassigned fund should be replenished in order to balance for the purpose of balancing the prepare for possible future events, The budget. In addition, the City Manager will City will make every effort to replenish make every effort to reestablish the minimum this reserve over a five-year period Unassigned Fund Balance in a 24 — 36 month beginning with the completion of period beginning with the year from which the recovery from the event for which the reserve funds fell below the 10% threshold. reserve funds were used. Spending Order of Fund Balance Fund Balance —Assigned The City uses restricted amounts to be spent Includes amounts that the City intends to use first when both the restricted and unrestricted for a specific purposes or projects as fund balance is available unless there are 1-11 legal documents/contract that prohibit doing The Series 2010 Revenue Bonds are bank this, such as in grant agreements requiring qualified debt, secured solely by a covenant to dollar for dollar spending. Additionally, the City budget and appropriate the required debt would first use committed fund balance, service payments each year. This loan is followed by assigned fund balance and then structured the same as a serial bond issue unassigned fund balance when expenditures with principal payments due on April 1St and are incurred for purposes for which amounts in semi-annual interest payments due on April 1St any of the restricted fund balance classification and October 1St of each year with the final could be used. Open encumbrances at the maturity on April 1, 2029. Debt service end of the fiscal year may only be classified as requirements average approximately $751,000 committed or assigned, depending on at what per year over the 19-year life of the level of authorization originally established obligation. The interest rate is locked at them. 3.42%. Annual Review and Determination of Fund The Series 2011 Revenue Bonds are bank Balance Reserve Amounts qualified debt, secured solely by a covenant to The City Manager shall issue a report on an budget and appropriate the required debt annual basis to the City Commission outlining service payments each year. This loan is compliance with the fund balance policy structured the same as a serial bond issue with principal payments due on April 1St and Accounting, Auditing, and semi-annual interest payments due on April 1St Financial Reporting Policies and October 1St of each year with the final An independent audit will be performed maturity on April 1, 2029. Debt service annually. The City will produce annual requirements average approximately $406,000 financial reports in accordance with Generally per year over the 19-year life of the obligation. Accepted Accounting Principles (GAAP) as The interest rate is locked at 3.64%. outlined by the Governmental Accounting Standards Board (GASB). 2000 Loan Debt Service Fund 240 The Series 2000 Revenue Bonds are bank Financing Programs and Debt qualified debt, secured solely by a covenant to Administration budget and appropriate the required debt service payments each year. This loan is structured the same as a serial bond issue The City currently has four (4) outstanding with principal payments due on October 1St long-term debt issues. At September 30, 2016, and semi-annual interest payments due on the principal balance outstanding totaled April 1St and October 1St of each year with the $22,015,000. final maturity on October 1, 2020. Debt service requirements average approximately $535,000 2010 & 2011 Debt Service Fund 230 per year over the 20-year life of the obligation. Due to a very favorable interest rate The interest rate is locked at 5.04%. environment, in September of 2010, the City issued a partial advance refunding of the 2012 (A) Loan Debt Service Fund 250 & 2012 original Series 1999 Revenue Bonds with a (B) Loan Debt Service Fund 290 Bank Loan (described below) that resulted in a Due to a very favorable interest rate more than $1.1 M NPV savings over the life of environment, in June of 2012, the City the loan. The remaining portion of the original refunded the original Series 2002 Revenue Series 1999 Revenue Bonds was refunded in Bonds with a Bank Loan (described below) February of 2011 and resulted in a nearly that resulted in a more than $2.5M NPV $530,000 NPV savings over the life of its loan. savings over the life of the loan. 1-12 The Series 2012 Revenue Bonds are bank 2. Debt Structure qualified debt, secured solely by a covenant to The City may consider the use of credit budget and appropriate the required debt enhancements (letters of credit, bond service payments each year. This loan is insurance, surety bonds, etc.) when structured the same as a serial bond issue such credit enhancements process cost with principal payments due on August 1St and effective. semi-annual interest payments due on February 1St and August 1St of each year with 3. Issuance of Obligations the final maturity on August 1, 2027. Debt a) The City may retain an independent service requirements average approximately financial advisor for advice on debt $368,000 and $411,000 for Debt Service structuring and marketing debt Funds 250 and 290, respectively per year over issuances. the 15-year life of the obligation. The interest b) The City may also retain rate is locked at 2.180%. independent bond counsel and disclosure counsel for legal and Debt Policy and Administration procedural advice on all debt The City has established an informal policy issuances. regarding the utilization and management of c) As necessary, the City may retain debt instruments. Debt is used for a variety of other service advisors, such as purposes. The principal use of debt by the trustees, underwriters and pricing City has been for making capital expenditures. advisors. This informal policy was formed to establish d) Any process utilized to select criterion and procedures for the issuance of professional service providers in debt financing by the City. This Debt Policy connection with the City's debt supports the commitment of the City program shall be in conformance Commission, management, staff and other with City purchasing policies, decision makers to adhere to the sound procedures and requirements. financial management practices including full and timely repayment of all borrowings and 4. Maturity of the Debt achieving the lowest possible cost of capital. Bonds will generally not have more than thirty (30) year duration. 1. General a) The City will analyze all funding 5. Payment of Debt alternatives in order to minimize the Pre-authorized electronic payments are impact of debt structures on the utilized to ensure that all debt related taxpayers. payments are made and received in a b) The City may utilize debt to timely manner. refinance current debt or for the acquisition, construction or Although the City Charter makes no reference remodeling of capital improvement to limitations in establishing debt, the City has projects that cannot be funded from limited its borrowing to prudent levels that are current revenue sources or in such able to be satisfied with existing revenue and cases wherein it is more equitable cash flow projections. The City utilizes debt to the user of the project to finance financing on large expenditures for capital the project over its useful life. projects or purchases that may be depreciated over their useful lives. By using debt financing, the cost of the expenditure is amortized over its useful life allowing the 1-13 expenditure to be matched against revenue Florida SBA Pool ("Florida Prime") streams from those receiving the benefits. Florida Prime is a 2a7-like pool and the value of the City's position is the same as the value When establishing debt, there are a number of of the pool shares and is recorded at factors that must be considered in the process. amortized cost. These factors include the long-term needs of the City and the amount of resources available Investments under Management to repay the debt. There are different ways for In May of 2009 the City contracted with an a City to achieve debt financing. The City may Investment Manager to manage a portion of obtain a bank loan, issue special revenue the City's investment portfolio in accordance bonds or ask the residents to approve a ballot with our Investment Objectives and item authorizing the issuance of general Parameters Policy. The City utilizes a 3rd- obligation bonds. The Commission considers Party Custodian for all of the City's the asset's useful life and current economic investments under the direction of our conditions, to determine the appropriate type Investment Manager. of financing instrument. Risk Management Cash Management Pooled Cash The City maintains an insurance policy with The City maintains a pooled cash account for the Florida Municipal Insurance Trust for all funds, enabling the City to invest large general liability, automobile, property and amounts of idle cash for short periods of time workers" compensation coverage. The liability and to optimize earnings potential. Cash and limit under this policy is $5,000,000. cash equivalents represents the amount owned by each City fund. Interest earned on pooled cash and investments is allocated , monthly based on cash balances of the respective funds. Investments are reported at - -� their fair value based on quoted market prices as reported by recognized security exchanges. Investment Categories K Cash, Cash Equivalents and Investments ' This investment category consists of cash and short-term investments with original maturities t of three (3) months or less when purchased, includes cash on hand, demand deposits and investments with the Florida SBA Pool. Operating Account The City's operating funds are currently in a Full Analysis Business Checking Account which earns credit against our analysis charges. At June 30, 2017, the Pool was covered based on the bank's required collateral amounts with the Florida Pool. 1-14 DEMOGRAPHICS AND MISCELLANEOUS STATISTICS FISCAL YEAR 2017/18 Date of Incorporation: November 7, 1995 Form of City Government: Commission - Manager Area: 3.2 Square Miles Population per State Estimate('): 37,611 Ethnic Distribution(2): White (Non-Hispanic) 57.9% African American 3.9% Hispanic 35.8% Other 2.4% Age Distribution(2): Under 20 17% 20-34 18% 35-54 26% 55-64 13% 65+ 26% Average Household Size(2): Average Household size 1.99 Average Family size 2.66 Housing Occupancy(2): Total housing units 26,120 Owner occupied housing units 11,756 Renter occupied housing units 6,136 Seasonal, recreational and vacant housing units 8,228 Full Time Employees: 182 Public Tennis Center: 2 Public Facilities Located within Corporate Limits: Public Recreation Centers: 1 Public Parks: 7 Public Schools: 0 Open Space Recreation (acres): 32 Charter Schools: 1 Arts & Cultural Center: 1 Public Libraries(3) 1 Police Stations: 1 Fire Stations(3): 2 (1) State of Florida, Bureau of Economic & Business Research. Population is as of April 1, 2014 (2) U.S. Census Bureau, Profile of General Demographic Characteristics: 2010 for Aventura, Florida (3) Operated by Miami-Dade County 1-15 BUDGET PREPARATION CALENDAR FISCAL YEAR 2017/18 DATE RESPONSIBILITY ACTION REQUIRED April 6 City Manager Staff meeting is held to review budget All Department Directors philosophy and develop overall goals, objectives and performance indicators. April 14 City Manager Electronic spreadsheets are delivered to Department Directors with updated budget preparation directives. April 17 All Department Directors Completed budget estimates are submitted to to City Manager City Manager. Revenue estimates are May 8 Finance Department prepared. May 10 Finance Department Completion of non General Fund budgets to to City Manager include totals of all revenues and May 31 expenditures submitted to City Manager. June 1 City Manager Conducts departmental budget review to meetings, balances budget and prints June 23 budget document. July 10 City Manager City Manager's recommended budget document and message are submitted to City Commission. July 18 City Commission Budget Review Meeting, adopt tentative ad City Manager valorem rate to transmit to County for notification purposes. September 7* City Commission First reading on budget and ad valorem tax rate ordinances. September 13* City Commission Second reading on budget, ad valorem tax rate ordinance, and Public Hearing. September 15 Finance Director Documents transmitted to Property Appraiser and State. October 1 All Departments New budget becomes effective. * Dates are subject to change based on School Board and Miami-Dade County Commission meeting dates. 1-16 ASSESSED VALUE INFORMATION (LAST TEN FISCAL YEARS) Fiscal Year Tax Less: Total Taxable Ended Roll Real Personal Tax Exempt Assessed September 30, Year Property Property Real Property Value 2008 2007 $ 9,774,193,983 $ 227,245,274 $ (391,557,538) $ 9,609,881,719 2009 2008 9,860,466,135 209,118,365 (629,776,968) 9,439,807,532 2010 2009 8,433,846,719 221,526,640 (591,538,406) 8,063,834,953 2011 2010 7,607,087,842 216,861,227 (579,342,462) 7,244,606,607 2012 2011 7,599,224,177 212,774,157 (521,364,015) 7,290,634,319 2013 2012 7,832,825,557 216,503,467 (548,090,007) 7,501,239,017 2014 2013 8,109,509,199 211,480,897 (534,557,698) 7,786,432,398 2015 2014 8,734,453,409 198,681,857 (538,824,136) 8,394,311,130 2016 2015 9,418,840,654 208,455,823 (532,334,375) 9,094,962,102 2017 2016 10,256,329,248 216,738,181 (571,373,185) 9,901,694,244 Note: (1) Florida Law requires that all property be assessed at current fair market value. 1-17 TAX RATE COMPARISON The City of Aventura has the lowest tax rate in Miami-Dade County. The table below compares the adopted tax rates of cities located within the County for fiscal year 2016/17: Millage Total Operating Debt Code City Millage Millage Millage 2800 jAventura 1.7261 1.7261 - 3500 Doral 1.9000 1.9000 - 3000 Uninc. County 1.9283 1.9283 - 1200 Bal Harbour 1.9654 1.9654 - 2000 Pinecrest 2.3000 2.3000 - 3300 1 Palmetto Bay 2.3292 2.3292 - 3200 Miami Lakes 2.3353 2.3353 - 3600 Cutler Bay 2.3907 2.3907 - 3100 Sunny Isles Beach 2.4000 2.4000 - 2400 Key Biscayne 3.0000 3.0000 - 0900 ISouth Miami 4.3000 4.3000 - 1300 Bay Harbor Islands 4.4000 4.4000 - 2500 Sweetwater 4.5000 4.5000 - 1400 Surfside 5.0144 5.0144 - 2600 Virginia Gardens 5.1500 5.1500 - 2700 Hialeah Gardens 5.1613 5.1613 - 2200 IMedley 5.5000 5.5000 - 2300 North Bay Village 5.5540 4.8432 0.7108 0300 Coral Gables 5.5590 5.5590 - 0200 Miami Beach 5.8888 5.7092 0.1796 0400 Hialeah 6.3018 6.3018 - 1000 1 Homestead 6.5149 5.9215 0.5934 1500 West Miami 6.8858 6.8858 - 2100 Indian Creek 6.9500 6.9500 - 1600 Florida City 7.1858 7.1858 - 0700 North Miami Beach 7.3360 6.5000 0.8360 0500 IMiami Springs 7.5000 7.5000 - 0600 North Miami 7.5000 7.5000 - 3400 Miami Gardens 8.0934 6.9363 1.1571 0100 Miami 8.2900 7.6465 0.6435 1800 EI Portal 8.3000 8.3000 - 1900 IGolden Beach 8.4000 7.3960 1.0040 1100 Miami Shores 8.4054 7.9000 0.5054 1700 Biscayne Park 1 9.7000 9.7000 - 0800 Opa-locks 1 10.0000 10.0000 - Source: Miami-Dade County Office of the Property Appraiser - 2016 Adopted Millage Rates Schedule 1-18 WHERE DO YOUR TAX DOLLARS GO? (Based on fiscal year 2016/17 Tax Rates) Miami-Dade County Miami-Dade County School Board City of Aventura _ _ _=;D4 C -- - - - UXTO- _E . rM ALLa paw i ei:ii,. I� ryry pp ��yy` pp ++' Fk 4l4V 4 I �. I1 4D qP WR11 /Everglades FIND Okeechobee Basin SFWM (depiction above is for representational purposes only and is not designed to exact scale) 2016/17 Adopted Taxing Authority Millages _ % Miami-Dade County 8.2791 46.80% Miami-Dade County School Board 7.3220 41.39% South Florida Water Management District (SFWMD) 0.1359 0.77% Everglades 0.0471 0.27% Okeechobee Basin 0.1477 0.83% Florida Inland Navigation District (FIND) 0.0320 0.18% City of Aventura 1.7261 9.76% Total Millage Rate 17.6899 100.00% 1-19 COMPARATIVE PERSONNEL ALLOCATION SUMMARY Comparative Personnel Allocation Summary 10-Year Presentation 2007108 2008109 2009110 2010111 2011112 2012113 2013114 2014115 2015116 2016117 2017118 City Commission 7.0 7.0 7.0 7.0 7.0 7.0 7.0 7.0 7.0 7.0 7.0 Office of the City Manager 5.0 5.0 5.0 4.6 4.6 4.6 3.6 3.6 3.6 3.0 3.0 Legal* - - - - - - - - - City Clerk's Office 2.0 2.0 2.0 2.0 2.0 2.0 2.0 2.0 2.0 2.0 2.0 Finance 8.0 7.0 7.0 7.0 7.0 6.0 7.0 7.0 7.0 7.0 7.0 Information Technology 5.0 5.0 6.0 6.0 6.0 6.0 6.0 6.0 6.0 6.0 6.0 Police 119.0 119.0 121.0 120.0 120.0 121.0 121.0 123.0 124.0 125.0 129.0 Community Development 10.0 9.0 9.0 8.4 8.4 8.4 8.4 8.4 9.4 9.0 9.0 Commu n ity Services 30.0 28.0 28.0 28.0 27.0 26.0 26.0 26.0 26.0 21.5 24.0 Public Works/Transportation - - - - - - - - - 6.5 7.0 Arts&Cultural Center* - - - - - - - - - Charter School ** 3.0 3.0 3.0 3.0 3.0 4.0 4.0 4.0 4.0 4.0 4.0 Total 189.0 185.0 188.0 186.0 185.0 185.0 185.0 187.0 189.0 191.0 198.0 * Departmental staff is provided through contractual services. **Departmental staff is included in Charter School Fund Budget Document. PRIVATIZED/CONTRACTED CITY SERVICES ■ City Attorney and Legal Services ■ Building Plans Review and Inspections ■ Planning Services ■ Engineering Services ■ Traffic Engineering Services ■ Recreation Programming, Sports and Special Events ■ Road, ROW, Building, Park and Median Maintenance ■ Solid Waste ■ Shuttle Bus Service ■ Bike Share Program ■ Aventura Arts and Cultural Center ■ ACES Charter School Teachers and After School Programs ■ ACES Charter School Transportation and Food Services 1-20 CITY OF AVENTURA OPERATING AND CAPITAL BUDGET FISCAL YEAR 2017/18 i SUMMARY OF ALL FUNDS 2-1 CITY OF AVENTURA SUMMARY OF ALL FUNDS 2017/18 OPERATING &CAPITAL OUTLAY REVENUE PROJECTIONS APPROVED HALFYEAR CITY MANAGER FUND ACTUAL ACTUAL BUDGET ACTUAL PROPOSAL NO. FUND 2014/15 2015/16 2016/17 2016/17 2017/18 001 General Fund $ 52,998,752 $ 57,062,072 $ 54,664,011 $ 32,861,010 $ 51,863,091 110 Police Education Fund 7,407 6,184 8,836 3,106 8,836 120 Transportation Fund 4,537,585 6,159,665 5,539,908 3,122,633 4,037,125 180 911 Fund 169,422 148,916 108,019 42,160 95,000 230-290 Debt Service Funds 2,582,187 2,578,943 2,554,681 1,290,145 2,451,326 392 Capital Projects Fund 1,852,414 1,735,263 1,059,583 663,699 193,327 410 Stormwater Utility Fund 2,309,906 915,270 3,506,837 1,776,462 1,285,500 620 Police Off Duty Services Fund 649,744 536,686 400,000 218,659 400,000 65,107,417 69,142,999 67,841,875 39,977,874 60,334,205 Interfund Eliminations (2,222,334) (2,200,908) (2,200,502) (1,100,251) (2,158,256) Total Revenue $ 62,885,083 $ 66,942,091 $ 65,641,373 $ 38,877,623 $ 58,175,949 EXPENDITURES DEPT./ qP qP APPROVED HALFYEAR CITY MANAGER DIV. ACTUAL ACTUAL BUDGET ACTUAL PROPOSAL NO. DEPARTMENT 2014/15 2015/16 2016/17 2016/17 2017/18 Operating Expenditures: 0101 City Commission $ 120,709 $ 137,508 $ 144,307 $ 65,426 $ 146,150 0501 Office of the City Manager 777,767 792,193 729,895 320,353 746,865 0601 Legal 374,571 382,150 305,000 166,514 305,000 0801 City Clerk's Office 296,175 296,237 319,568 155,787 307,197 1001 Finance 968,271 979,649 1,024,635 496,510 1,059,843 1201 Information Technology 830,876 869,691 1,084,598 452,719 1,122,810 2001 Police 17,699,323 18,027,392 19,066,105 8,928,194 19,946,275 4001 Community Development 2,419,588 3,966,715 2,571,182 2,015,267 2,578,041 5001 Community Services 6,128,337 6,923,716 2,334,732 1,028,308 2,410,796 5401 Public Works/Transportation - - 4,987,271 2,548,007 5,229,116 7001 Arts&Cultural Center 722,334 839,556 782,250 338,201 809,899 9001 Non-Departmental 1,263,477 1,328,625 1,526,500 615,994 1,468,900 lrubtot' 31,601,428 34,543,432 34,876,043 17,131,280 36,130,892 Capital Outlay: 8005 Office of the City Manager - - 4,000 - 2,000 8008 City Clerk's Office 2,459 - - 3,000 8010 Finance 1,639 2,030 2,000 - 3,000 8012 Information Technology 185,323 131,812 627,375 63,940 246,000 8020 Police 1,404,402 596,455 1,165,771 253,440 830,375 8040 Community Development 2,459 2,920 241,500 - 4,000 8050 Community Services 1,468,083 3,976,076 1,472,283 837,167 334,400 8054 Public Works/Transportation - - 6,140,343 1,685,138 1,211,000 8069 Charter School - - 30,000 39,725 - 8070 Arts&Cultural Center 35,371 27,240 55,400 - 64,200 8090 Non-Departmental 1,500 - 3,500,000 5,250 - 8090 CIP Reserve 36,503 149,573 14,971,977 - 16,895,756 Subtotal 3,137,739 4,886,106 28,210,649 2,884,660 19,593,731 Non-Departmental: 9001 Transfer to Funds 30,000 - - - - 9001 Debt Service 2,546,869 2,543,904 2,554,681 1,271,841 2,451,326 Subtotal 2,576,869 2,543,904 2,554,681 1,271,841 2,451,326 Total Expenditures $ 37,316,036 $ 41,973,442 $ 65,641,373 $ 21,287,781 $ 58,175,949 2-2 CITY OF AVENTURA SUMMARY OF ALL FUNDS 2017/18 OPERATING &CAPITAL OUTLAY DEPT./ APPROVED HALF YEAR CITY MANAGER DIV. ACTUAL ACTUAL BUDGET ACTUAL PROPOSAL NO. CATEGORY 2014/15 2015/16 2016/17 2016/17 2017/18 1000/2999 Personal Services $ 20,519,241 $ 20,799,508 $ 22,035,960 $ 10,228,892 $ 23,152,392 3000/3999 Contractual Services 6,329,156 8,778,080 7,605,079 4,649,017 7,776,024 4000/4999 Other Charges/Svcs 3,787,282 4,033,694 4,454,545 1,946,350 4,438,255 5000/5399 Commodities 515,237 492,715 568,800 240,841 537,400 5400/5999 Other Operating Expenses 450,512 439,435 211,659 66,180 226,821 Subtotal 31,601,428 34,543,432 34,876,043 17,131,280 36,130,892 6000/6999 Capital Outlay 3,137,739 4,886,106 28,210,649 2,884,660 19,593,731 7000/7999 Debt Service 2,546,869 2,543,904 2,554,681 1,271,841 2,451,326 8000/8999 Transfer to Funds 30,000 Total Expenditures $ 37,316,036 $ 41,973,442 $ 65,641,373 $ 21,287,781 $ 58,175,949 COMPARATIVE PERSONNEL ALLOCATION SUMMARY 4 -Year Presentation 2014/15 2015/16 2016/17 2017/18 City Commission 7.0 7.0 7.0 7.0 Office of the City Manager 3.6 3.6 3.0 3.0 Legal - - - - City Clerk's Office 2.0 2.0 2.0 2.0 Finance 7.0 7.0 7.0 7.0 Information Technology 6.0 6.0 6.0 6.0 Police 123.0 124.0 125.0 129.0 Community Development 7.4 7.4 7.0 7.0 Charter School* 4.0 4.0 4.0 4.0 Community Services 14.0 15.0 10.5 10.0 Public Works/Transportation - - 6.5 7.0 Arts&Cultural Center - - - - Total Full-Time Employees 174.0 176.0 178.0 182.0 Total Part-Time Employees 13.0 13.0 13.0 16.0 Total Employees 187.0 189.0 191.0 198.0 * Included in Charter School Fund Budget Document 2-3 CITY OF AVENTURA FUND BALANCE ANALYSIS APPROVED HALF YEAR CITY MANAGER ACTUAL ACTUAL BUDGET ACTUAL PROPOSAL DEPARTMENT 2014/15 2015/16 2016/17 2016/17 2017/18 GENERAL FUND(001) Beginning Balance/Carryover $ 17,017,013 $ 17,282,791 $ 17,521,457 $ 8,760,729 $ 14,021,457 Revenues/Sources 35,981,739 39,779,281 37,142,554 24,100,281 37,841,634 Expenditures/Uses (33,165,286) (36,224,970) (41,976,006) (17,923,625) (37,090,787) Ending Fund Balance $ 19,833,466 $ 20,837,102 $ 12,688,005 $ 14,937,385 $ 14,772,304 SPECIAL REVENUE FUNDS: POLICE EDUCATION FUND(I 10) Beginning Balance/Carryover $ 1,120 $ 732 $ 2,836 $ 1,418 $ 2,836 Revenues/Sources 6,287 5,452 6,000 1,688 6,000 Expenditures/Uses (6,675) (3,348) (8,836) (755) (8,836) Ending Fund Balance $ 732 $ 2,836 $ - $ 2,351 $ - STREET MAINTENANCE FUND(120) Beginning Balance/Carryover $ 2,213,480 $ 2,421,260 $ 3,293,908 $ 1,646,954 $ 1,778,125 Revenues/Sources 2,324,105 3,738,405 2,246,000 1,475,679 2,259,000 Expenditures/Uses (2,116,325) (2,865,757) (5,539,908) (1,764,817) (4,037,125) Ending Fund Balance $ 2,421,260 $ 3,293,908 $ - $ 1,357,816 $ 911 FUND(180) Beginning Balance/Carryover $ 45,280 $ 57,942 $ 14,019 $ 7,010 $ - Revenues/Sources 124,142 90,974 94,000 35,150 95,000 Expenditures/Uses (111,480) (134,897) (108,019) (1,412) (95,000) Ending Fund Balance $ 57,942 $ 14,019 $ - $ 40,748 $ DEBT SERVICE FUNDS(230-290) Beginning Balance/Carryover $ 19,711 $ 7,682 $ 7,599 $ 3,800 $ - Revenues/Sources 2,562,476 2,571,261 2,547,082 1,286,345 2,451,326 Expenditures/Uses (2,546,869) (2,543,904) (2,554,681) (1,271,841) (2,451,326) Ending Fund Balance $ 35,318 $ 35,039 $ - $ 18,304 $ - CAPITAL PROJECTS FUND(392) Beginning Balance/Carryover $ 1,059,639 $ 1,480,274 $ 1,054,583 $ 527,292 $ 193,327 Revenues/Sources 792,775 254,989 5,000 136,407 - Expenditures/Uses (372,140) (680,680) (1,059,583) (474,008) (193,327) Ending Fund Balance $ 1,480,274 $ 1,054,583 $ - $ 189,691 $ STORMWATER UTILITY FUND(410) Beginning Balance/Carryover $ 880,000 $ - $ 2,265,033 $ 1,132,517 $ - Revenues/Sources 1,429,906 915,270 1,241,804 643,945 1,285,500 Expenditures/Uses (693,864) (1,165,564) (3,506,837) (755,978) (1,285,500) Ending Fund Balance $ 1,616,042 $ (250,294) $ $ 1,020,484 $ POLICE OFF DUTYSERVICES FUND(620) Beginning Balance/Carryover $ - $ - $ $ - $ - Revenues/Sources 649,744 536,686 400,000 218,659 400,000 Expenditures/Uses (495,731) (430,230) (400,000) (195,596) (400,000) Ending Fund Balance $ 154,013 $ 106,456 $ - $ 23,063 $ 2-4 CITY OF AVENTURA OPERATING AND CAPITAL BUDGET FISCAL YEAR 2017/18 GENERAL FUND 2-5 CITY OF AVENTURA GENERAL FUND -001 SUMMARY OF BUDGET FISCAL YEAR 2017/18 OPERATING & CAPITAL OUTLAY FUND DESCRIPTION The General Fund is used to account for resources and expenditures that are available for the City's general operations. REVENUE PROJECTIONS APPROVED HALFYEAR CITYMANAGER ACTUAL ACTUAL BUDGET ACTUAL PROPOSAL CATEGORY 2014/15 2015/16 2016/17 2016/17 2017/18 Current Revenues $ 35,951,739 $ 39,779,281 37,142,554 $ 24,100,281 $ 37,841,634 Transfers 30,000 - Carryover 17,017,013 17,282,791 17,521,457 8,760,729 14,021,457 Total Revenues $ 52,998,752 $ 57,062,072 54,664,011 $ 32,861,010 $ 51,863,091 EXPENDITURES DEPT) APPROVED HALFYEAR CITYMANAGER DIV. ACTUAL ACTUAL BUDGET ACTUAL PROPOSAL NO. DEPARTMENT 2014/15 2015/16 2016/17 2016/17 2017/18 Operating Expenditures: 0101 City Commission $ 120,709 $ 137,508 144,307 $ 65,426 $ 146,150 0501 Office of the City Manager 777,767 792,193 729,895 320,353 746,865 0601 Legal 374,571 382,150 305,000 166,514 305,000 0801 City Clerk's Office 296,175 296,237 319,568 155,787 307,197 1001 Finance 968,271 979,649 1,024,635 496,510 1,059,843 1201 Information Technology 830,876 869,691 1,084,598 452,719 1,122,810 2001 Police 17,115,437 17,458,917 18,563,269 8,730,431 19,442,439 4001 Community Development 2,419,588 3,966,715 2,571,182 2,015,267 2,578,041 5001 Community Services 4,554,245 4,984,832 2,334,732 1,028,308 2,410,796 5401 Public Works/Transportation 2,901,942 1,677,436 3,033,616 7001 Arts&Cultural Center 722,334 839,556 782,250 338,201 809,899 9001 Non-Departmental 1,263,477 1,328,625 1,526,500 615,994 1,468,900 Subtotal 29,443,450 32,036,073 32,287,878 16,062,946 33,431,556 Capital Outlay 8005 Office of the City Manager 4,000 2,000 8008 City Clerk's Office 2,459 3,000 8010 Finance 1,639 2,030 2,000 3,000 8012 Information Technology 185,323 131,812 627,375 63,940 246,000 8020 Police 1,158,135 596,455 1,157,679 253,440 830,375 8040 Community Development 2,459 2,920 241,500 4,000 8050 Community Services 142,616 1,227,532 544,472 363,159 180,400 8054 Public Works/Transportation 1,325,200 34,914 168,000 8069 Charter School 30,000 39,725 8070 Arts&Cultural Center 35,371 27,240 55,400 64,200 8090 Non-Departmental 1,500 3,500,000 5,250 8090 CIP Reserve 125,000 12,688,005 14,772,304 Subtotal 1,529,502 2,112,989 20,175,631 760,428 16,273,279 Transfer to Funds 2,192,334 2,200,908 2,200,502 1,100,251 2,158,256 Subtotal 2,192,334 2,200,908 2,200,502 1,100,251 2,158,256 Total $ 33,165,286 $ 36,349,970 54,664,011 $ 17,923,625 $ 51,863,091 2-6 CITY OF AVENTURA GENERAL FUND -001 CATEGORY SUMMARY FISCAL YEAR 2017/18 REVENUE PROJECTIONS APPROVED HALFYEAR CITY MANAGER OBJECT ACTUAL ACTUAL BUDGET ACTUAL PROPOSAL CODE CATEGORY 2014/15 2015/16 2016/17 2016/17 2017/18 310000/319999 Locally Levied Taxes $ 23,101,951 $ 23,987,918 25,249,804 $ 17,841,952 $ 25,416,893 320000/329999 Licenses&Permits 4,450,351 6,872,638 4,721,100 2,544,946 4,746,000 330000/339999 Intergovernmental Revenues 3,507,129 3,665,014 3,644,650 1,560,920 3,710,320 340000/349999 Charges for Services 2,330,753 2,161,544 2,193,000 927,320 2,599,421 350000/359999 Fines&Forfeitures 2,274,477 2,791,686 1,054,000 1,105,890 1,079,000 360000/369999 Miscellaneous Revenues 287,078 300,481 280,000 119,253 290,000 380000/389999 Transferfrom Funds 30,000 - - - - 399900/399999 Fund Balance 17,017,013 17,282,791 17,521,457 8,760,729 14,021,457 Total Available General Fund $ 52,998,752 $ 57,062,072 54,664,011 $ 32,861,010 $ 51,863,091 EXPENDITURES APPROVED HALFYEAR CITY MANAGER OBJECT ACTUAL ACTUAL BUDGET ACTUAL PROPOSAL CODE CATEGORY 2014/15 2015/16 2016/17 2016/17 2017/18 1000/2999 Personal Services 20,023,510 20,369,278 21,635,960 10,033,296 22,752,392 3000/3999 Contractual Services 5,052,388 7,115,434 5,519,750 3,778,446 5,584,024 4000/4999 Other Charges&Services 3,712,988 3,901,462 4,367,333 1,946,291 4,349,255 5000/5399 Commodities 513,135 492,457 568,800 240,841 537,400 5400/5499 Other Operating Expenses 141,429 157,442 196,035 64,072 208,485 Total operating expenses 29,443,450 32,036,073 32,287,878 16,062,946 33,431,556 6000/6999 Capital Outlay 1,529,502 2,112,989 20,175,631 760,428 16,273,279 8000/8999 Transfer to Funds 2,192,334 2,200,908 2,200,502 1,100,251 2,158,256 Total expenditures $ 33,165,286 $ 36,349,970 54,664,011 $ 17,923,625 $ 51,863,091 2-7 CITY OF AVENTURA GENERAL FUND -001 FUND BALANCE ANALYSIS FISCAL YEAR 2017/18 REVENUE PROJECTIONS APPROVED HALFYEAR CITY MANAGER ACTUAL ACTUAL BUDGET ACTUAL PROPOSAL CATEGORY 2014115 2015/16 2016117 2016/17 2017/18 Beginning Fund Balance $ 17,017,013 $ 17,282,791 17,521,457 $ 8,760,729 $ 14,021,457 Revenues/Sources: Locally Levied Taxes P rope rty Taxes $ 13,977,629 $ 15,008,874 16,254,804 $ 14,671,683 $ 16,571,893 Section 185 Premium Tax 310,355 342,209 318,000 - 325,000 Utility Taxes 5,590,829 5,647,012 5,687,000 2,330,096 5,695,000 Unified Comm.Tax 2,281,655 2,072,093 2,045,000 772,248 1,850,000 City Business Tax 941,483 917,730 945,000 67,925 975,000 �ubto� 23,101,951 23,987,918 25,249,804 17,841,952 25,416,893 Licenses&Permits 4,450,351 6,872,638 4,721,100 2,544,946 4,746,000 Intergovernmental Rev. 3,507,129 3,665,014 3,644,650 1,560,920 3,710,320 Charges for Services 2,330,753 2,161,544 2,193,000 927,320 2,599,421 Fines&Forfeitures 2,274,477 2,791,686 1,054,000 1,105,890 1,079,000 Miscellaneous 287,078 300,481 280,000 119,253 290,000 Interfund Transfers In 30,000 - - - - Subtotal 12,879,788 15,791,363 11,892,750 6,258,329 12,424,741 Total Revenues/Sources $ 35,981,739 $ 39,779,281 37,142,554 $ 24,100,281 $ 37,841,634 APPROVED HALFYEAR CITY MANAGER OBJECT ACTUAL ACTUAL BUDGET ACTUAL PROPOSAL CODE CATEGORY 2014/15 2015/16 2016/17 2016/17 2017/18 Expenditures/Uses: Operating Expenditures 0101 City Commission $ 120,709 $ 137,508 144,307 $ 65,426 $ 146,150 0501 Office of the City Manager 777,767 792,193 729,895 320,353 746,865 0601 Legal 374,571 382,150 305,000 166,514 305,000 0801 City Clerk's Office 296,175 296,237 319,568 155,787 307,197 1001 Finance 968,271 979,649 1,024,635 496,510 1,059,843 1201 Information Technology 830,876 869,691 1,084,598 452,719 1,122,810 2001 Police 17,115,437 17,458,917 18,563,269 8,730,431 19,442,439 4001 Community Development 2,419,588 3,966,715 2,571,182 2,015,267 2,578,041 5001 Community Services 4,554,245 4,984,832 2,334,732 1,028,308 2,410,796 5401 Public Works/Transportation - - 2,901,942 1,677,436 3,033,616 7001 Arts&Cultural Center 722,334 839,556 782,250 338,201 809,899 9001 Non-Departmental 1,263,477 1,328,625 1,526,500 615,994 1,468,900 Total Operating Expenditures 29,443,450 32,036,073 32,287,878 16,062,946 33,431,556 Capital Outlay Expenditures 1,529,502 2,112,989 7,487,626 760,428 1,500,975 Interfund Transfers Out 2,192,334 2,200,908 2,200,502 1,100,251 2,158,256 tal Expenditures/Uses 33,165,286 36,349,970 41,976,006 17,923,625 37,090,787 Ending Fund Balance Designated for Capital Improvements 19,833,466 20,712,102 12,688,005 14,937,385 14,772,304 2-8 CITY OF AVENTURA OPERATING AND CAPITAL BUDGET FISCAL YEAR 2017/18 :•moi k REVENUE PROJECTIONS 2-9 CITY OF AVENTURA GENERAL FUND -001 REVENUE PROJECTIONS FISCAL YEAR 2017/18 OBJECT APPROVED HALFYEAR CITY MANAGER CODE ACTUAL ACTUAL BUDGET ACTUAL PROPOSAL NO. CATEGORY RECAP 2014/15 2015/16 2016/17 2016/17 2017/18 Locally Levied Taxes 3111000 Ad Valorem Taxes-Current $ 13,572,763 $ 14,932,035 $ 16,236,750 $ 14,657,593 $ 16,560,288 3112000 Ad Valorem Taxes-Delinquent 404,866 76,839 18,054 14,090 11,605 3125200 Section 185 Premium Tax 310,355 342,209 318,000 325,000 3141000 Utility Tax-Electric 4,453,953 4,533,286 4,532,000 1,825,153 4,540,000 3143000 Utility Tax-Water 1,102,567 1,087,367 1,125,000 489,097 1,125,000 3144000 Utility Tax-Gas 34,309 26,359 30,000 15,846 30,000 3149000 Unified Communications Tax 2,281,655 2,072,093 2,045,000 772,248 1,850,000 3161000 City Business Tax 941,483 917,730 945,000 67,925 975,000 Wbtotal 23,101,951 23,987,918 25,249,804 17,841,952 25,416,893 Licenses&Permits 3221000 Building Permits 2,000,278 4,337,795 2,250,000 2,154,836 2,250,000 3221500 Radon/Code Comp Adm n.Fee 5,874 9,100 6,000 1,761 6,000 3222000 Certificate of Occupancy 70,122 113,847 50,000 131,691 60,000 3231000 Franchise Fee-Electric 1,758,766 1,780,409 1,825,000 - 1,825,000 3234000 Franchise Fee-Gas 14,584 10,112 15,000 15,000 3237100 Franchise Fee-Sanitation 498,785 516,832 500,000 229,069 520,000 3238000 Franchise Fee-Towing 22,532 58,500 45,100 22,601 40,000 3291000 Engineering Permits 79,410 46,043 30,000 4,988 30,000 Subtotal 4,450,351 6,872,638 4,721,100 2,544,946 4,746,000 Intergovernmental Revenues 3312100 Bulletproof Vests 2,909 10,214 3,608 3312250 COPS Secure Out Schools 5,131 3312550 Byrne Grant 7,200 7,200 3342009 Justice Assistance Grant 24,028 690 3344901 Maintenance Agreement Payment 12,671 12,670 10,000 6,335 12,670 3351200 State Revenue Sharing 656,351 686,039 718,000 338,655 740,000 3351500 Alcoholic Beverage License 19,993 19,098 20,000 299 20,000 3351800 Half Cent Sales Tax 2,747,774 2,856,232 2,825,000 1,196,430 2,860,000 3354930 Fuel Tax Refund 14,922 10,894 15,450 3,671 15,450 3382000 County Business Tax 47,378 45,839 49,000 11,232 55,000 Wbtota� 3,507,129 3,665,014 3,644,650 1,560,920 3,710,320 Charges For Services 3413000 Certificate of Use Fees 3,115 2,973 5,000 1,717 5,000 3419500 Lien Search Fees 103,422 85,150 100,000 40,300 100,000 3421300 Police Services Agreement 910,942 781,647 850,000 431,874 1,227,421 3425000 Development Review Fees 235,523 248,383 130,000 87,495 130,000 3471000 Rec/Cultural Events 39,227 32,078 26,000 12,920 25,000 3472000 Parks&Recreation Fees 169,985 140,744 155,000 77,387 160,000 3472500 Community Center Fees 156,128 209,752 175,000 126,623 200,000 3474000 Founders Day 29,335 25,672 30,000 20,182 30,000 3475000 Summer Recreation 514,618 462,061 540,000 23,279 540,000 3476001 AACC Fees and Rentals 168,458 173,084 182,000 105,543 182,000 Subtotal 2,330,753 2,161,544 2,193,000 927,320 2,599,421 2-10 CITY OF AVENTURA GENERAL FUND -001 REVENUE PROJECTIONS - CONTINUED FISCAL YEAR 2017/18 OBJECT APPROVED HALF YEAR CITY MANAGER CODE ACTUAL ACTUAL BUDGET ACTUAL PROPOSAL NO. CATEGORY RECAP 2014/15 2015/16 2016/17 2016/17 2017/18 Fines&Forfeitures 3511000 County Court Fines 254,107 215,261 250,000 148,415 275,000 3541000 Code Violation Fines 2,000 3,000 4,000 550 4,000 3542000 Intersection Safety Camera Program 2,018,370 2,573,425 800,000 956,925 800,000 Subtotal 2,274,477 2,791,686 1,054,000 1,105,890 1,079,000 Misc.Revenues 3611000 Interest Earnings 128,213 194,169 180,000 87,668 190,000 3644200 Sale of Assets 40,850 15,063 25,000 9,704 25,000 3644910 Lost/Abandoned Property 10,750 3,393 - 85 - 3644920 Evidence 6,321 11,383 2,675 3662010 Brick Pavers - 300 - - - 3699000 Misc.Revenues 100,944 76,173 75,000 19,121 75,000 I 287,078 300,481 280,000 119,253 290,000 Non-Revenue 3811018 Transfer from 911 Fund 30,000 - - - - 3999000 Carryover 17,017,013 17,282,791 17,521,457 8,760,729 14,021,457 _ Subtotal 17,047,013 17,282,791 17,521,457 8,760,729 14,021,457 r Total Available General Fund $ 52,998,752 $ 57,062,072 $ 54,664,011 $ 32,861,010 $ 51,8635091 2-11 REVENUE PROJECTION RATIONALE LOCALLY LEVIED TAXES 3111000 Ad Valorem Taxes Current — Ad Valorem or property taxes are authorized by Chapter 166, Florida Statutes. The Florida Constitution limits local governments to a maximum of 10 mills of Ad Valorem taxation. The amount of revenue is based on the tax rate multiplied by the assessed value of the City which is provided by the County Property Appraiser. The amount is then budgeted at 95% of its gross value to allow for prompt payment discounts and other adjustments in accordance with Florida Statutes. The City's assessed value as reported by the Property Appraiser is $10,098,997,863. This amount is 2% or $197,303,619 higher than last year. The ad valorem millage levy for fiscal year 2017/18 is recommended to be 1.7261, which is the same rate adopted last year. This will generate $16,560,288 compared to last year's amount of $16,236,750. This represents the 22nd year without an increase. City Ad Valorem Tax Rate History: 1995/96 to 2006/07 —2.2270 2007/08 to present— 1.7261 Ad Valorem Taxes - Current $20,000,000 - $15,000,000 r $10,000,000 { $5,000,000 $- y 3112000 Ad Valorem Taxes Delinquent — This revenue source is derived by those taxpayers who do not pay their taxes by March 31 st of any given year. On average the total revenue received in this category is minimal when compared to the total Ad Valorem taxes collected. Ad Valorem Taxes - Delinquent $500,000 $400,000 $300,000 $200,000 $100,000 2-12 3141000 Utility Tax-Electric — Section 166.231(1)(A), Florida Statutes, authorizes a city to collect Public Service or Utility Taxes. Miami-Dade County previously established by Ordinance utility taxes for unincorporated areas in the amount of 10% on electricity. The City enacted Ordinance 96-03 which mirrored the County's utility tax levies. The projection is based on actual collections for the past two fiscal years. Utility Tax- Electric $5,000,000 _ $4,000,000 $3,000,000 $2,000,000 $1,000,000 - �� ti°y�\y� h\ 3143000 Utility Tax-Water — Section 166.231(1) (A), Florida Statutes, authorizes a City to collect Public Service or Utility Taxes. Miami-Dade County previously established by Ordinance utility taxes for unincorporated areas in the amount of 10% on water. The City enacted Ordinance 96-03 which mirrored the County's utility tax levies. The projection is based on actual collections for the past two fiscal years. Utility Tax - Water $1,150,000 $1,050,000 $950,000 Md $850,000 $750,000 A 3144000 Utility Tax-Gas — Section 166.231(1) (A), Florida Statutes, authorizes a City to collect Public Service or Utility Taxes. Miami-Dade County previously established by Ordinance utility taxes for unincorporated areas in the amount of 10% on gas and oil. The City enacted Ordinance 96-03 which mirrored the County's utility tax levies. The projection is based on actual collections for the past two fiscal years. 1 Utility Tax - Gas $50,000 $40,000 $30,000 $20,000 $10,000 $- i \�� ti°ti�\y° � 2-13 3149000 Unified Communications Tax — Effective October 1, 2001, the Unified Communications Tax replaced municipal utility taxes and franchise fees on all telecommunication, cable and other communication services. The projection is based on anticipated actual collections for the past fiscal year. Unified Communications Tax $3,000,000 $2,500,000 $2,000,000 $1,500,000 $1,000,000 $500,000 Ib 3161000 3161000 City Business Tax — Pursuant to Chapter 205, Florida Statutes, the City has adopted an ordinance imposing a business tax for the privilege of engaging in or managing any business, profession or occupation within the City. The amount budgeted is based on anticipated collections in the 2016/17 fiscal year. City Business Tax $1,000,000 $800,000 $600,000 $400,000 $200,000 Amin--[ ti°yk\y`) LICENSES AND PERMITS 3221000 Building Permits — Permits must be issued to any individual or business that performs construction work within the City's corporate limits. These permits are issued for construction, such as plumbing, electrical, structural, mechanical, etc. and their fees are set by City Ordinance. The projection includes maintaining the current year budget based on actual collections in the 2016/17 fiscal year and anticipated building activity. Building Permits $5,000,000 $4,000,000 $3,000,000 $2,000,000 $1,000,000 cb 2-14 3231000 Franchise Fee-Electric – A city may charge electric companies for the use of its rights-of-way per Florida Statutes 166.021 and 337.401. Miami-Dade County currently has an agreement with FPL covering the area now incorporated as Aventura, as well as the current unincorporated areas of the County. The County Commission, via an interlocal agreement, has agreed to share these revenues with Aventura. The amount projected is based on anticipated collections compared to the actual amount collected for the 2016/17 fiscal year. Franchise Fee-Electric $3,000,000 $2,500,000 $2,000,000 $1,500,000 $1,000,000 $500,000 $- 32134000 Franchise Fee-Gas –A city may charge gas companies for the use of its rights-of -way per Florida Statutes 166.021 and 337.401. It is standard practice to enact a 6% fee on gross revenues. The amount projected is based on historical collections. Franchise Fee-Gas r $50,000 $40,000 $30,000 $20,000 $10,000 SAL T \N� S A\N� 3237100 Franchise Fee-Sanitation – The City issues solid waste franchises to the private sector for all areas of the City. In addition a fee of 10% was adopted for the private companies to utilize the City's rights-of-way. The amount projected is based on historical collections. — Franchise Fee-Sanitation $500,000 _ $480,000 $460,000 $440,000 $420,000 $400,000 $380,000 ti°y�\y'b 2-15 3238000 Franchise Fee-Towing —The amount budgeted is based on a franchise agreement for towing services within our corporate limits that was awarded during the 2011/12 fiscal year. 3291000 Engineering Permits — This fee is representative of the costs associated with regulatory review of the installation of utilities, paving, drainage and right-of-way renovation/excavation by the City staff. The amount budgeted is based on actual collections in the 2016/17 fiscal year and expectations for next year. INTERGOVERNMENTAL REVENUES 3344901 Maintenance Agreement Payment — Funds provided by FDOT to maintain Medians and Rights-of-Way along Biscayne Boulevard. 3351200 State Revenue Sharing — Revenues received in this category represent base cigarette tax and 8t" cent motor fuel tax which are levied by the State. The portion which comes from cigarette tax of approximately 76.2% of the total is deposited to the General Fund. The remainder is deposited to the Transportation and Street Maintenance Fund. The amount budgeted is based on actual collections in the current fiscal year. State Revenue Sharing $800,000 $700,000 $600,000 $500,000 $400,000 $300,000 $200,000 ti°y°\yy ti°yy\y�ti°yv\1�ti°ti�\y�ti°ti�\yy ti°yy\y�ti°y�\y� ti°y�\y� 3351500 Alcoholic Beverage License — Various alcoholic beverage license taxes are levied on manufacturers, distributors, vendors and sales agents of alcoholic beverages in the State. The tax is collected by the State and distributed back to the City. The City's share is approximately 38% of the proceeds of the tax collected within the City. 3351800 Half Cent Sales Tax — This revenue source represents '/2 of the revenue generated by the additional 1% sales tax which is distributed to counties and cities based on a per capita formula. The amount budgeted is based on actual collections for the current fiscal year which includes an increase compared to the prior year. Half Cent Sales Tax $3,000,000 $2,500,000 $2,000,000 $1,500,000 $1,000,000 $500,000 $- �°y°�titi 2-16 3382000 County Business Tax — All businesses in the City must have pay a County Business Tax in addition to the City's Business Tax to operate a business within the County's corporate limits. A portion of the County's revenues are remitted to the City. County Business Tax $60,000 - $50,000 $40,000 $30,000 $zo,000 $10,000 CHARGES FOR SERVICES 3421300 Police Services Agreement — This amount represents the amount to be paid by Aventura Mall for an increase in the level of services. The amount represents the City's cost of providing officers pursuant to an agreement to be renegotiated in 2017. 3425000 Development Review Fees — These are fees charged to developers for costs associated with the interdepartmental review of new development proposals such as site plans and plats. 3471000 Recreation/Cultural Events — This is the amount paid by City residents to participate in various trips and events sponsored by the City. The revenues are offset by an expenditure account in the Community Services Department. 3472000 Parks & Recreation Fees — This includes non-resident fees for entering the park and user fees associated with the various programs at Founders Park and Waterways Park. 3472500 Community Center Fees — This represents membership fees and user fees charged for the various programs provided at the Community Recreation Center. 3475000 Summer Recreation — This represents fees charged for participants in the City's Summer Recreation Program. 3476001 Arts & Cultural Center Fees and Rentals — This represents anticipated revenue from rental fees, sponsors and the summer performing arts camp. 2-17 FINES & FORFEITURES 3511000 County Court Fines — The City receives a portion of the revenues resulting from traffic enforcement activities within its corporate limits. The projection is based on actual revenues for the current period. 3541000 Code Violation Fines — Revenues in this category are generated when the owner of property within the City's corporate limits violates a City code. 3542000 Intersection Safety Camera Program — Revenues generated from the Traffic Safety Camera Program. Projection is based on historical data. MISC. REVENUES 3611000 Interest Earnings — Investment practices are maintained to allow for 100% of available funds to be invested at all times. Determining factors in forecasting revenue for this line item are the anticipated interest rate and the amount of pooled dollars available for investment. 3699000 Miscellaneous Revenues —Any other revenues not otherwise classified. NON — REVENUE 3999000 Carryover — This amount is derived by a comparison of all of the anticipated revenues for the current period to all of the anticipated expenditures for the current period. The amount budgeted represents the total needed to fund anticipated future capital projects and to balance the revenues with projected expenditures. 2-18 CITY OF AVENTURA OPERATING AND CAPITAL BUDGET FISCAL YEAR 2017/18 :•moi k CITY COMMISSION 2-19 CITY OF AVENTURA CITY COMMISSION FISCAL YEAR 2017/18 DEPARTMENT DESCRIPTION The City Commission is the community's legislative body which acts as the decision-making entity that establishes policies and ordinances to meet the community's needs on a proactive basis. The City Commission is committed to providing the best possible professional government and the delivery of quality service levels that reflect community priorities and maintain the quality of life for all residents. OBJECT APPROVED HALFYEAR CITY MANAGER CODE ACTUAL ACTUAL BUDGET ACTUAL PROPOSAL NO. CATEGORY RECAP 2014/16 2016/16 2016/17 2016/17 2017/18 1000/2999 Personal Services $ 63,041 $ 63,766 $ 62,660 $ 27,387 $ 62,660 3000/3999 Contractual Services 4000/4999 Other Charges&Services 41,076 64,683 68,107 28,699 69,860 6000/6399 Commodities 3,407 2,116 3,600 2,601 3,600 6400/6499 Other Operating Expenses 13,186 17,064 20,060 6,839 20,060 Total Operating Expenses $ 120,709 $ 137,608 $ 144,307 $ 66,426 $ 146,160 PERSONNEL ALLOCATION SUMMARY Position No. Position Title 2014/16 2016/16 2016/17 2017/18 0301 Mayor 1.0 1.0 1.0 1.0 0401 Commissioner 1.0 1.0 1.0 1.0 0402 Commissioner 1.0 1.0 1.0 1.0 0403 Commissioner 1.0 1.0 1.0 1.0 0404 Commissioner 1.0 1.0 1.0 1.0 0406 Commissioner 1.0 1.0 1.0 1.0 0406 Commissioner 1.0 1.0 1.0 1.0 Tota 1 7.0 7.0 7.0 7.0 2-20 CITY OF AVENTURA CITY COMMISSION 2017/18 BUDGETARY ACCOUNT SUMMARY 001-0101-511 OBJECT APPROVED HALFYEAR CITY MANAGER CODE ACTUAL ACTUAL BUDGET ACTUAL PROPOSAL NO. CATEGORY RECAP 2014/15 2015/16 2016/17 2016/17 2017/18 PERSONAL SERVICES 1210 Commission Salaries $ 55,321 $ 54,870 $ 55,000 $ 23,561 $ 55,000 2101 FICA 7,397 8,472 7,452 3,705 7,452 2401 Workers'Compensation 323 414 198 121 198 Subtotal 63,041 63,756 62,650 27,387 62,650 OTHER CHARGES&SERVICES 4030 Legislative Expenses 41,075 54,583 58,107 28,599 59,850 Subtotal 41,075 54,583 58,107 28,599 59,850 COMMODITIES 5101 Office Supplies 227 300 395 400 5290 Other Operating supplies 3,407 1,888 3,200 2,206 3,200 Subtotal 3,407 2,115 3,500 2,601 3,600 OTHER OPERATING EXPENSES 5410 Subscriptions&Memberships 8,824 15,384 9,550 6,789 9,550 5420 Conferences&Seminars 3,362 670 9,500 50 9,500 5981 Krop High School Scholarship 1,000 1,000 1,000 1,000 Subtotal 13,186 17,054 20,050 6,839 20,050 Total City Commission $ 120,709 $ 137,508 $ 144,307 $ 65,426 $ 146,150 2-21 CITY COMMISSION BUDGET JUSTIFICATIONS 4030 Legislative Expenses — This account represents the $8,550 established per Commissioner to offset expenditures incurred in the performance of their official duties. 5410 Subscriptions & Memberships —The following memberships are included for funding: Florida League of Cities National League of Cities Miscellaneous Seminars 5420 Conferences & Seminars — Funding for this purpose is essential in order to keep informed of changing and new developments in local government. Florida League of Cities National League of Cities Miscellaneous Seminars 5981 Krop High School Scholarship — The City Commission establishes an annual scholarship for Aventura students who are seniors that attend Krop High School to offset College expenses. 2-22 CITY OF AVENTURA OPERATING AND CAPITAL BUDGET FISCAL YEAR 2017/18 e OFFICE OF THE CITY MANAGER 2-23 CITY OF AVENTURA OFFICE OF THE CITY MANAGER FISCAL YEAR 2017/18 DEPARTMENT DESCRIPTION Maintain a City government structure that represents the needs of the community and provides quality services in an efficient, businesslike and professional manner. Responsible for the overall management of all functions and activities of the City's operations, preparation of annual budget and 5-year CIP document and ensures the proper implementation of policies and ordinances adopted by the City Commission. Provides recommendations and solutions to community concerns. Utilizes customer service focus process to respond to citizen requests. OBJECT APPROVED HALFYEAR CITY MANAGER CODE ACTUAL ACTUAL BUDGET ACTUAL PROPOSAL NO. CATEGORY RECAP 2014116 2016116 2016117 2016117 2017118 1000/2999 Personal Services $ 670,894 $ 684,617 $ 687,996 $ 269,676 $ 609,166 3000/3999 Contractual Services 62,600 62,600 62,600 26,386 62,600 4000/4999 Other Charges &Services 44,897 47,940 76,700 22,603 72,000 6000/6399 Commodities 2,219 2,678 4,600 666 4,000 6400/6499 Other Operating Expenses 7,267 4,668 9,200 1,134 9,200 rTotal operating expenses $ 777,767 $ 792,193 $ 729,896 $ 320,363 $ 746,866 PERSONNEL ALLOCATION SUMMARY Position No. Position Title 2014116 2016116 2016117 2017118 0101 City Manager 1.0 1.0 1.0 1.0 4701 Capital Projects Manager/Code Enforcement Office 0.6 0.6 0201 Secretary to City Manager 1.0 1.0 1.0 1.0 0801 Receptionist/Inform.Clerk 1.0 1.0 1.0 1.0 Total 3.6 3.6 3.0 3.0 2-24 OFFICE OF THE CITY MANAGER ORGANIZATION CHART City Manager Secretary to the City Manager Receptionist/ Information Clerk 2-25 CITY OF AVENTURA OFFICE OF THE CITY MANAGER FISCAL YEAR 2017118 OBJECTIVES 1. Provide completed reports and recommendations on a timely basis upon which the City Commission can make policy decisions. 2. Prepare and submit budget to the City Commission by July 10th of each year. 3. Oversee customer service functions by all Departments to ensure timely response or resolution of citizen requests. 4. Coordinate, control and monitor the activities of all City Departments and operations. 5. Interact with community organizations and associations to increase public awareness of City's various programs, facilities and services. 6. Update 5-year Capital Improvement Program document and submit to the City Commission by June of each year. 7. Effectively administer the budget priorities and goals established by the City Commission. 8. Perform the functions of Director of Emergency Management to provide for an effective emergency response capability for all City operations. 9. Coordinate and oversee the City's K-8 Charter School operations and prepare annual budget. 10. Oversee and manage efforts to open new Charter high school by August 2019. 11. Oversee capital projects. 12. Issue newsletters and annual report to the public. PERFORMANCE WORKLOAD INDICATORS ACTUAL ACTUAL PROJECTED ESTIMATE PERFORMANCE WORKLOAD INDICATOR 2014/15 2015/16 2016/17 2017/18 Citizen Requests &Inquires 30 27 25 25 Commission Requests 15 22 20 20 Community Meetings Attended 15 15 15 15 Agenda Back up Items Prepared 65 72 60 60 No.of Newsletters&Reports Issued 6 6 6 6 Annual Budget&CIP Prepared 2 2 2 2 School Budget 1 1 1 1 City Manager Briefing Reports 12 12 12 12 Capital Projects Oversight 12 12 12 12 School Advisory Committee Meeting 5 5 5 5 2-26 CITY OF AVENTURA OFFICE OF THE CITY MANAGER 2017/18 BUDGETARY ACCOUNT SUMMARY 001-0501-512 OBJECT APPROVED HALFYEAR CITY MANAGER CODE ACTUAL ACTUAL BUDGET ACTUAL PROPOSAL NO. CATEGORY RECAP 2014115 2015/16 2016117 2016/17 2017118 PERSONAL SERVICES 1201 Employee Salaries $ 475,137 $ 487,396 $ 421,687 $ 189,360 $ 425,764 2101 FICA 25,836 26,407 32,259 10,747 32,571 2201 Pension 80,995 80,678 72,202 31,137 72,778 2301 Health,Life&Disability 85,090 85,701 60,329 37,945 76,519 2401 Workers'Compensation 3,836 4,335 1,518 486 1,533 Subtotal 670,894 684,517 587,995 269,675 609,165 CONTRACTUAL SERVICES 3170 Lobbyist Services 52,500 52,500 52,500 26,385 52,500 Subtotal_ 52,500 52,500 52,500 26,385 52,500 OTHER CHARGES&SERVICES 4001 Travel&Per Diem 356 385 3,500 6 4040 Administrative Expenses 600 600 4041 Car Allowance 11,400 11,400 11,400 5,700 11,400 4101 Communication Services 1,416 1,818 2,200 393 2,000 4701 Printing&Binding 678 1,879 3,000 513 3,000 4710 Printing/Newsletter 31,047 32,458 55,000 15,891 55,000 Subtotal 44,897 473940 753700 22,503 723000 COMMODITIES 5101 Office Supplies 2,219 2,578 4,000 656 4,000 5290 Other Operating Supplies 500 Subtotal 23219 2,578 4,500 656 4,000 OTHER OPERATING EXPENSES 5410 Subscriptions&Memberships 6,428 3,074 6,200 744 6,200 5420 Conferences&Seminars 829 1,334 2,000 390 2,000 5901 Contingency 250 1,000 1,000 Subtotal 73257 4,658 9,200 13134 91200 Total City Manager $ 777,767 $ 792,193 $ 729,895 $ 320,353 $ 746,865 2-27 OFFICE OF THE CITY MANAGER BUDGET JUSTIFICATIONS 3170 Lobbyist Services — Costs associated with retaining a professional lobbyist to foster the City's position at the state and county level. 4710 Printing/Newsletter— Represents the cost of printing various documents, informational newsletters and the annual report to the residents. 5410 Subscriptions & Memberships — This line item is used to fund memberships with professional organizations and subscriptions. Florida City & County Manager's Association International City Management Association American Planning Association Government Finance Officers Association American Society of Public Administration Miscellaneous subscriptions 5420 Conferences & Seminars — Funding for this purpose is essential in order to keep informed of changing and new developments in the field of City Management, local government and personnel. Florida City & County Manager's Association International City Management Association Florida League of Cities Miscellaneous Management Seminars 2-28 CITY OF AVENTURA OPERATING AND CAPITAL BUDGET FISCAL YEAR 2017/18 :•moi k LEGAL DEPARTMENT 2-29 CITY OF AVENTURA LEGAL FISCAL YEAR 2017/18 DEPARTMENT DESCRIPTION To provide legal support and advice to the City Commission, City Manager, Department Directors and advisory boards on all legal issues affecting the City. OBJECT APPROVED HALFYEAR CITY MANAGER CODE ACTUAL ACTUAL BUDGET ACTUAL PROPOSAL NO. CATEGORY RECAP 2014/15 2015/16 2016/17 2016/17 2017/18 1000/2999 Personal Services $ - $ - $ - $ - $ 3000/3999 Contractual Services 374,571 382,150 300,000 166,514 300,000 4000/4999 Other Charges&Services 5000/5399 Commodities 5400/5499 Other Operating Expenses 5,000 5,000 Total Operating Expenses $ 374,571 $ 382,150 $ 305,000 $ 166,514 $ 305,000 OBJECTIVES 1. Ensure that the various rules, laws and requirements of state, local and federal governments are understood and followed by the City. 2. Review and preparation of contracts, ordinances and resolutions. 3. Represent the City in litigation matters. 4. Provide legal support services to the City Commission, staff and City Boards. PERFORMANCE WORKLOAD INDICATORS PERFORMANCE WORKLOAD INDICATOR Positive compliance with all rules and regulations. Number of documents prepared. Litigation is avoided or concluded to the City's satisfaction. Number of meetings attended. 2-30 CITY OF AVENTURA LEGAL 2017/18 BUDGETARY ACCOUNT SUMMARY 001-0601-514 OBJECT APPROVED HALFYEAR CITY MANAGER CODE ACTUAL ACTUAL BUDGET ACTUAL PROPOSAL NO. CATEGORY RECAP 2014/15 2015/16 2016/17 2016/17 2017/18 CONTRACTUAL SERVICES 3120 Prof.Services-Legal $ 374,571 $ 382,150 $ 300,000 $ 166,514 $ 300,000 3301 Court Costs& Fees Subtotal 374,571 382,150 300,000 166,514 300,000 OTHER OPERATING EXPENSES 5901 Contingency 5,000 5,000 Subtotal 5,000 5,000 Total Legal $ 374,571 $ 382,150 $ 305,000 $ 166,514 $ 305,000 BUDGET JUSTIFICATIONS 3120 Professional Services Legal — Represents the estimated cost of maintaining the contracted City Attorney arrangement with the firm of Weiss Serota Helfman Cole & Bierman, P.L., to perform legal services required by the City Commission and City Manager. The firm has agreed to maintain their hourly rate of$203 for the coming year. 2-31 CITY OF AVENTURA OPERATING AND CAPITAL BUDGET FISCAL YEAR 2017/18 ^ i THIS PAGE HAS INTENTIONALLY BEEN LEFT BLANK 2-32 CITY OF AVENTURA OPERATING AND CAPITAL BUDGET FISCAL YEAR 2017/18 :•moi k CITY CLERK'S OFFICE 2-33 CITY OF AVENTURA CITY CLERK'S OFFICE FISCAL YEAR 2017/18 DEPARTMENT DESCRIPTION To record and maintain an accurate record of the official actions of the City Commission and Advisory Boards. Serve as the local Elections Supervisor. Provide notice of all required meetings, effect legal advertising and respond to public records requests. Implement and maintain records management program. Administer publication and supplement of City Code Book. Maintain custody of City Seal and all City records. Assist in preparation of agenda items, prepare and distribute agenda packages and recaps. Schedule Code Enforcement Hearings and provide administrative support to Special Master. Provide clerical support to the City Commission. Assist City Manager's Office with special projects. OBJECT APPROVED HALF YEAR CITY MANAGER CODE ACTUAL ACTUAL BUDGET ACTUAL PROPOSAL NO. CATEGORY RECAP 2014/15 2015/16 2016/17 2016/17 2017118 1000/2999 Personal Services $ 252,007 $ 232,895 $ 241,868 $ 118,648 $ 250,597 3000/3999 Contractual Services 4000/4999 Other Charges&Services 40,808 59,488 70,400 34,513 49,300 5000/5399 Commodities 2,138 2,246 4,000 1,805 4,000 5400/5499 Other Operating Expenses 1,222 1,608 3,300 821 3,300 Total Operating Expenses $ 296,175 $ 296,237 $ 319,568 $ 155,787 $ 307,197 PERSONNEL ALLOCATION SUMMARY Position No. Position Title 2014/15 2015/16 2016/17 2017/18 0501 City Clerk 1.0 1.0 1.0 1.0 3005 Executive Assistant to City Clerk 1.0 1.0 1.0 1.0 Total 2.0 2.0 2.0 2.0 2-34 CITY CLERK'S OFFICE ORGANIZATION CHART City CI Executive Assistant to City Clerk 2-35 CITY OF AVENTURA CITY CLERK'S OFFICE FISCAL YEAR 2017118 OBJECTIVES 1. To prepare and maintain accurate minutes of the proceedings of the City Commission, Advisory Boards and other Committees of the City, as well as provide recaps of regular Commission meetings. 2. To publish and post public notices as required by law. 3. To maintain custody of City records and promulgate procedures for the orderly management, maintenance, retention, imaging and destruction of said records. 4. To provide administrative support to City Commissioners, including mail, correspondence, and travel and conference registration, as well as preparation of proclamations and recognition certificates. 5. To administer the publication and maintenance of the City Charter and Code of Ordinances, including approved supplements to same. 6. To conduct municipal elections in accordance with City, County and State laws. 7. To establish and coordinate the City's records management program in compliance with state law. 8. To effect legal advertising to fulfill statutory requirements of local and state law. 9. To prepare and provide for distribution of Commission meeting agenda packages, including placement of same on the City's website. 10. To respond to requests for information and public records in a timely manner. PERFORMANCE WORKLOAD INDICATORS ACTUAL ACTUAL PROJECTED ESTIMATE PERFORMANCE WORKLOAD INDICATOR 2014/15 2015/16 2016/17 2017/18 No.of Sets of Minutes Prepared 37 40 34 30 No.of Public Notices Prepared 29 30 27 25 No.of Legal Advertisements Published 21 34 25 25 No.of Ordinances Drafted 11 17 13 12 No.of Resolutions Drafted 68 75 60 55 No.of Lien Requests Responded To 2,049 1,762 1,750 1,400 No.of Welcome Letters Prepared 220 190 200 200 No.of Agenda Packages Prepared/Distributed 28 30 26 26 No.of Agenda Recaps Prepared/Distributed 16 19 15 1 No.of Proclamations Issued 24 22 17 17 2-36 CITY OF AVENTURA CITY CLERK'S OFFICE 2017/18 BUDGETARY ACCOUNT SUMMARY 001-0801-519 OBJECT APPROVED HALFYEAR CITY MANAGER CODE ACTUAL ACTUAL BUDGET ACTUAL PROPOSAL NO. CATEGORY RECAP 2014/15 2015116 2016117 2016/17 2017/18 PERSONAL SERVICES 1201 Employee Salaries $ 186,900 $ 169,626 $ 175,806 $ 86,054 $ 181,079 1401 Overtime 1,090 870 800 643 800 2101 FICA 12,353 12,669 13,449 6,481 13,853 2201 Pension 27,011 24,001 25,814 11,489 26,588 2301 Health,Life&Disability 24,002 25,067 25,366 13,757 27,625 2401 Workers'Compensation 651 662 633 224 652 Subtotal 252,007 232,895 241,868 118,648 250,597 OTHER CHARGES&SERVICES 4001 Travel&Per Diem 3,000 1,500 4041 Car Allowance 6,427 6,000 6,000 3,000 6,000 4101 Telephone 871 840 900 420 900 4701 Printing&Binding 1,111 1,312 3,000 104 3,000 4730 Records Retention 256 695 4,000 140 4,000 4740 Ordinance Codification 2,083 3,558 3,500 2,100 3,900 4911 Legal Advertising 7,785 24,707 25,000 9,338 25,000 4915 Election Expenses 22,275 22,376 25,000 19,411 5,000 Subtotal 40,808 59,488 70,400 34,513 49,300 COMMODITIES 5101 Office Supplies 1,966 1,661 3,200 1,061 3,200 5290 Other Operating Supplies 172 585 800 744 800 Subtotal 2,138 2,246 4,000 1,805 4,000 OTHER OPERATING EXPENSES 5410 Subscriptions&Memberships 1,022 1,258 1,300 423 1,300 5420 Conferences&Seminars 200 350 2,000 398 2,000 Subtotal 1,222 1,608 3,300 821 3,300 Total City Clerk $ 296,175 $ 296,237 $ 319,568 $ 155,787 $ 307,197 2-37 CITY CLERK'S OFFICE BUDGET JUSTIFICATIONS 4001 Travel & Per Diem — Provides for attendance at the International Institute of Municipal Clerks Conferences, Florida Association of City Clerks Conference, Training Institute and the Florida League of Cities Conferences. 4730 Records Retention — Costs associated with the imaging of records to maintain the records management program. 4740 Ordinance Codification — Costs associated with the official codification of City Ordinances. 4911 Legal Advertising — Costs incurred to satisfy legal requirements of State Statutes, County and City Code. 5410 Subscription & Memberships — This line item is used to fund memberships with professional organizations and subscriptions. Florida Association of City Clerks International Institute of Municipal Clerks Miami-Dade County Municipal Clerks Association Newspapers 2-38 CITY OF AVENTURA OPERATING AND CAPITAL BUDGET FISCAL YEAR 2017/18 :•moi k FINANCE DEPARTMENT 2-39 CITY OF AVENTURA FINANCE FISCAL YEAR 2017/18 DEPARTMENT DESCRIPTION To provide overall financial and support services to the organization which includes accounting, cash management, purchasing, risk management, personnel management financial planning and budgetary control. OBJECT APPROVED HALFYEAR CITY MANAGER CODE ACTUAL ACTUAL BUDGET ACTUAL PROPOSAL NO. CATEGORY RECAP 2014/15 2015/16 2016/17 2016/17 2017/18 1000/2999 Personal Services $ 868,548 $ 887,326 $ 910,570 $ 431,264 $ 945,778 3000/3999 Contractual Services 59,644 45,700 56,500 42,446 57,725 4000/4999 Other Charges&Services 27,488 30,507 37,440 16,667 37,140 5000/5399 Commodities 5,011 5,831 8,700 1,989 7,700 5400/5499 Other Operating Expenses 7,580 10,285 11,425 4,144 11,500 notal Operating Expenses $ 968,271 $ 979,649 $ 1,024,635 $ 496,510 $ 1,059,843 PERSONNEL ALLOCATION SUMMARY Position No. Position Title 2014115 2015116 2016/17 2017/18 1001 Finance Director 1.0 1.0 1.0 1.0 1501 Controller 1.0 1.0 1.0 1.0 13701 Human Resources Manager 1.0 1.0 1.0 1.0 1301 Purchasing Agent 1.0 1.0 1.0 1.0 1201.1202 Accountant 2.0 2.0 2.0 2.0 3601 Customer Service Rep.II 1.0 1.0 1.0 1.0 Total 7.0 7.0 7.0 7.0 2-40 FINANCE DEPARTMENT ORGANIZATION CHART Finance Director Risk Management F hasing Accounting Human Resources hasing Controller Human Resources ent Manager Accountant (2) Customer Service Representative II Headings above that are bolded and underlined, represent a function and/or service of the department. 2-41 CITY OF AVENTURA FINANCE FISCAL YEAR 2017/18 OBJECTIVES 1. Invest idle funds in accordance with the City's Investment Policy 100% of the time. 2. Issue Comprehensive Annual Financial Report (CAFR) by March 31St of each year. 3. Obtain Government Finance Officers Association's Certificate of Achievement for Excellence in Financial Reporting for CAFR each year. 4. Produce/distribute quarterly financial monitoring reports within 30 days of quarter-end. 5. Annually review adequacy of purchasing procedures. 6. Issue purchase orders within two (2) business days of approval. 7. Process all invoices within ten (10) business days of approval. 8. Process bi-weekly payroll/related reports in a timely and accurate manner. 9. Annually review adequacy of insurance coverage. 10. Maintain effective personnel system to allow for timely recruitment and retention of employees PERFORMANCE WORKLOAD INDICATORS ACTUAL ACTUAL PROJECTED ESTIMATE PERFORMANCE WORKLOAD INDICATOR 2014/15 2015/16 2016/17 2017/18 %of idle funds invested in accordance with policy 100% 100% 100% 100% Number ofCAFRs issued prior to 3/31 1 1 1 1 Number of GFOACertificate of Achievements 1 1 1 1 Number of quarterly reports produced timely 4 4 4 4 Annually review purchasing procedures 1 1 1 1 •of purchase orders issued within 2 days 98% 98% 99% 99% •of invoices processed within 10 days 98% 98% 99% 99% Number of bi-weekly payroll processed timely 26 26 26 26 Annually review adequacy of insurance coverage 1 1 1 1 Number of New Hires—Full-time 5 9 7 7 Number of New Hires—Part-time 11 10 6 9 2-42 CITY OF AVENTURA FINANCE 2017/18 BUDGETARY ACCOUNT SUMMARY 001-1001-613 OBJECT APPROVED HALFYEAR CITY MANAGER CODE ACTUAL ACTUAL BUDGET ACTUAL PROPOSAL NO. CATEGORY RECAP 2014/16 2016/16 2016/17 2016/17 2017/18 PERSONAL SERVICES 1201 Employee Salaries $ 607,201 $ 624,634 $ 636,386 $ 297,491 $ 666,476 2101 FICA 41,741 42,928 48,683 19,663 60,144 2201 Pension 84,763 87,467 92,021 41,870 94,782 2301 Health,Life&Disability 132,789 129,933 131,190 71,687 143,017 2401 Workers'Compensation 2,064 2,364 2,291 763 2,360 w6total' 868,648 887,326 910,670 431,264 946,778 CONTRACTUAL SERVICES 3180 Medical Exams-New Employees 490 778 2,600 2,196 4,200 3190 Prof.Services 2,864 2,922 6,000 1,660 4,626 3201 Prof.Services-Auditor 66,300 42,000 49,000 38,600 49,000 wbtotal� 69,644 46,700 66,600 42,446 67,726 OTHER CHARGES&SERVICES 4001 Travel&Per Diem 6,034 6,647 7,600 796 7,600 4101 Communication Services 1,440 1,440 1,440 720 1,440 4610 R&M-Vehicles 639 609 1,000 106 700 4660 R&M-Office Equipment 6,011 6,600 6,011 6,600 4701 Printing&Binding 3,491 3,603 4,000 966 4,000 4910 Advertising 16,766 14,397 17,600 9,068 17,600 4990 Other Current Charges 129 600 600 Subtotal 27,488 30,607 37,440 16,667 37,140 COMMODITIES 6101 Office Supplies 2,938 3,879 6,000 1,414 6,000 6120 Computer Operating Supplies 376 869 1,000 1,000 6220 Gas&Oil 1,666 798 2,400 381 1,400 6290 Other Operating Supplies 142 286 300 194 300 Subtotal 6,011 6,831 8,700 1,989 7,700 OTHER OPERATING EXPENSES 6410 Subscriptions&Memberships 3,214 4,433 3,926 1,602 4,000 6420 Conferences&Seminars 4,366 4,663 6,600 2,600 6,600 6460 Training 1,289 1,600 42 1,600 6901 Contingency 600 600 Subtotal 7,680 10,286 11,426 4,144 11,600 Total Finance $ 968,271 $ 979,649 $ 1,024,636 $ 496,610 $ 1,069,843 2-43 FINANCE BUDGET JUSTIFICATIONS 3190 Professional Services —The cost related to the transport of the City's bank deposits by an armored courier service. 3201 Professional Services - Auditor — The cost of an audit firm to perform the City's year- end financial audit (including any State and Federal Single Audits), in addition to any other audit-related services that the City may require. 4001 Travel & Per Diem — The costs associated with employees to attend conferences and seminars in order maintain professional designations and to remain current in their respective field. Florida Association of Public Procurement Officer Florida Government Finance Officers Association Government Finance Officers Association HR Florida Conference & Expo National Institute of Governmental Procurement Society for Human Resource Management National Conference 4101 Communication Services — Includes telephone services for department personnel. 4650 R&M - Office Equipment — Includes costs related to the hosted application used by Human Resources to automate the hiring process. 4910 Advertising — Includes the cost of advertising all bids, RFP and employment opportunity notices. 5410 Subscriptions & Memberships — Includes the cost to fund memberships and subscriptions to professional organizations. American Institute of Certified Public Accountants American Payroll Association Florida Association of Public Procurement Officer Florida Government Finance Officers Association Florida Institute of Certified Public Accountants Florida Public Human Resources Association, Inc. Government Finance Officers Association Greater Miami Society for Human Resource Management Human Resources Association of Broward County International Public Management Association for Human Resources National Contract Management Association National Institute of Governmental Procurement Society for Human Resource Management 2-44 FINANCE BUDGET JUSTIFICATIONS — CONTINUED 5420 Conferences & Seminars — Includes the cost to maintain professional designations as well as educate and inform staff of the latest developments and trends in their respective field. Akerman Labor & Employment Law Seminar Florida Association of Public Procurement Officer Florida Government Finance Officers Association Florida Institute of Certified Public Accountants Florida Public Human Resources Association Annual Conference Government Finance Officers Association HR Florida Conference & Expo International Public Management Association or other personnel-related conferences & seminars National Institute of Governmental Procurement Society for Human Resource Management National Conference 2-45 CITY OF AVENTURA OPERATING AND CAPITAL BUDGET FISCAL YEAR 2017/18 • e THIS PAGE HAS INTENTIONALLY BEEN LEFT BLANK 2-46 CITY OF AVENTURA OPERATING AND CAPITAL BUDGET FISCAL YEAR 2017/18 :•moi k INFORMATION TECHNOLOGY DEPARTMENT 2-47 CITY OF AVENTURA INFORMATION TECHNOLOGY FISCAL YEAR 2017/18 DEPARTMENT DESCRIPTION This department provides a secure computing environment that allows for efficient processing of City-related business. Information Technology uses the City's website, social media, AVTV and radio station to deliver accurate and consistent information to the City's customers. OBJECT APPROVED HALFYEAR CITY MANAGER CODE ACTUAL ACTUAL BUDGET ACTUAL PROPOSAL NO. CATEGORY RECAP 2014/15 2015/16 2016/17 2016/17 2017/18 1000/2999 Personal Services $ 617,741 $ 642,424 $ 774,613 $ 330,450 $ 805,410 3000/3999 Contractual Services 9,884 1,313 10,000 1,180 10,000 4000/4999 Other Charges&Services 185,883 207,162 267,325 106,926 273,865 5000/5399 Commodities 10,936 15,358 18,000 6,935 18,000 5400/5499 Other Operating Expenses 6,432 3,434 14,660 7,228 15,535 Total Operating Expenses $ 830,876 $ 869,691 $ 1,084,598 $ 452,719 $ 1,122,810 PERSONNEL ALLOCATION SUMMARY Position No. Position Title 2014/15 2015/16 2016/17 2017118 9201 Information Technology Director 1.0 1.0 1.0 1.0 00141 Operations Manager 1.0 1.0 8701-8702 Network Administrator II 1.0 1.0 1.0 1.0 1402 Network Administrator 1 1.0 1.0 1.0 1.0 13201 Comm un Tech Project Specialist 1.0 1.0 1.0 1.0 13601-13602 Support/ProjectSpecialist 2.0 2.0 1.0 1.0 Total 6.0 6.0 6.0 6.0 2-48 INFORMATION TECHNOLOGY DEPARTMENT ORGANIZATION CHART Information Technology Director IT Operations Communications Manager Tech Project Specialist F ork IT Support/Project rator II Specialist ork rator I 2-49 CITY OF AVENTURA INFORMATION TECHNOLOGY FISCAL YEAR 2017118 OBJECTIVES 1. Provide a secure computer network for applications, sharing of common files, email, etc. 2. Provide a central computer system that serves the information management needs of all departments. 3. Provide a secure computer network for applications, sharing of common files, email, etc. to support administration, teachers and the students at ACES. 4. Provide help desk services for City and ACES staff. 5. Develop a 3 —4 year replacement cycle for computing equipment. 6. Expand E-Government applications and services. 7. Address departmental and customer requests to enhance the information on the City's, ACES' and Aventura Arts & Cultural Center's websites. 8. Enhance the City's intranet in order to provide timely information to City staff. 9. Coordinate an efficient communications strategy, which includes social media, to deliver consistent messages to the City's customers. 10. Improve AVTV and the City's information radio station by keeping information accurate and current and by varying programming. 11. Create, produce and coordinate the distribution of the City's periodical publications including newsletters and the annual report. 12. Provide training on computer applications and computer related topics. 13. Coordinate the multidepartmental project to review and upgrade security systems at all City facilities. PERFORMANCE WORKLOAD INDICATORS ACTUAL ACTUAL PROJECTED ESTIMATE PERFORMANCE WORKLOAD INDICATOR 2014/15 2015/16 2016/17 2017/18 •of time computer network is operational 99% 99% 99% 99% •of time ACES computer network is operational 99% 99% 99% 99% •of time www.cityofaventura.com is available 99% 99% 99% 99% •of time www.aventuracharter.org is available 99% 99% 99% 99% Number of workstations supported 725 837 932 1,050 Number of physical servers supported 16 22 23 24 Number of virtual servers supported 36 36 37 38 Number of help desk support cases 4,017 4,418 4,200 4,200 Number of City periodical publications coordinated 4 4 4 4 Number of training sessions held 4 4 4 4 2-50 CITY OF AVENTUR4 INFORMATION TECHNOLOGY 2017/18 BUDGETARY ACCOUNT SUMMARY 001-1201-513 OBJECT APPROVED HALFYEAR CITY MANAGER CODE ACTUAL ACTUAL BUDGET ACTUAL PROPOSAL NO. CATEGORY RECAP 2014115 2015/16 2016/17 2016/17 2017/18 PERSONAL SERVICES 1201 Employee Salaries $ 433,183 $ 454,706 $ 548,479 $ 233,858 $ 562,734 2101 FlCA 30,806 31,957 41,959 15,181 43,049 2201 Pension 60,184 62,673 78,378 31,869 80,421 2301 Health,Life&Disability 92,090 91,356 103,828 48,948 117,186 2401 Workers'Compensation 1,478 1,732 1,969 594 2,020 Subtotal 617,741 642,424 774,613 330,450 805,410 CONTRACTUAL SERVICES 3190 Other Prof.Services 9,884 1,313 10,000 1,180 10,000 Subtota� 9,884 1,313 10,000 1,180 10,000 OTHER CHARGES&SERVICES 4001 Travel&Per Diem 2,655 4,138 6,400 1,431 7,500 4041 Car Allowance 6,000 6,000 6,000 3,000 6,000 4101 Communication Services 5,762 6,053 8,380 3,341 8,380 4650 R&M-Office Equipment 147,846 167,061 217,585 84,195 219,585 4701 Printing&Binding 430 163 500 104 500 4851 Web Page Maintenance 6,724 6,898 9,260 6,295 12,700 4852 Email Hosting Services 16,466 16,849 19,200 8,560 19,200 Subtotal 185,883 207,162 267,325 106,926 273,865 COMMODITIES 5101 Office Supplies 1,619 1,543 3,000 858 3,000 5120 Computer Operating Supplies 9,317 13,815 15,000 6,077 15,000 10,936 15,358 18,000 6,935 18,000 OTHER OPERATING EXPENSES 5410 Subscriptions&Memberships 2,558 970 3,560 890 4,200 5420 Conferences&Seminars 1,224 2,230 3,100 150 3,335 5450 Training 2,650 234 8,000 6,188 8,000 Subtotal 6,432 3,434 14,660 7,228 15,535 Total Information Technology $ 830,876 $ 869,691 $ 1,084,598 $ 452,719 $ 1,122,810 2-51 INFORMATION TECHNOLOGY BUDGET JUSTIFICATIONS 3190 Other Professional Services — Costs associated with utilizing professional services for the City's network infrastructure, security and applications and to enhance the cable TV channel and radio station programming. 4001 Travel & Per Diem — Costs of employees attending conference and seminars in order to stay current in their field. Florida Government Information Systems Association Superion User Training Educational Technology Conference Communication Conferences FDLE CJIS Training Symposium Other conferences, training and seminars 4101 Communication Services — Includes telephone and wireless data access for department personnel. 4650 R&M - Office Equipment — Includes maintenance and support of the IBM AS 400 and software and equipment purchased from Superion as well as other major hardware maintenance paid directly to IBM or other vendors. Includes Cisco Networking equipment, security software, digital signs and application maintenance. 4851 Web Page Maintenance — Costs associated with maintaining and updating the City's Web Page and associated online services. 4852 Email Hosting Services — Costs associated with providing email, virus protection and spam filtering for City staff. 5120 Computer Operating Supplies — Includes the cost of minor supplies and software to maintain existing systems and to upgrade to most current versions of software and operating systems. Upgrades for other than Police Operating System Upgrades Minor hardware upgrades Application licenses 5410 Subscriptions & Memberships — This line item is used to fund memberships with professional organizations and subscriptions. Florida Local Government Information Systems Association Florida Association of Educational Data Systems City-County Communications & Marketing Association Technical resource subscriptions Communication resource subscriptions Digital subscription to photo library 2-52 INFORMATION TECHNOLOGY BUDGET JUSTIFICATIONS — CONTINUED 5420 Conferences & Seminars — Funding for this purpose is essential in order to keep informed of changing and new developments in the field of local government information technology, communications and personnel as follows: Florida Government Information Systems Association Superion User Training Conferences Educational Technology Conferences Communications Conferences FDLE CJIS Training Symposium Computer related courses for certification and seminars 5450 Training — Ongoing training for all personnel in the department including classes towards certification. 2-53 CITY OF AVENTURA OPERATING AND CAPITAL BUDGET FISCAL YEAR 2017/18 • e THIS PAGE HAS INTENTIONALLY BEEN LEFT BLANK 2-54 CITY OF AVENTURA OPERATING AND CAPITAL BUDGET FISCAL YEAR 2017/18 :•moi k POLICE DEPARTMENT 2-55 CITY OF AVENTURA POLICE FISCAL YEAR 2017/18 DEPARTMENT DESCRIPTION To provide a professional, full service, community oriented Police Department. Respond to all calls for service in a timely and professional manner. Ensure that all crimes are thoroughly investigated and those who are arrested are successfully prosecuted. Interact with the community and create partnerships that enhance law enforcement, crime prevention and quality of life issues. OBJECT APPROVED HALFYEAR CITY MANAGER CODE ACTUAL ACTUAL BUDGET ACTUAL PROPOSAL NO. CATEGORY RECAP 2014/16 2016/16 2016/17 2016/17 2017/18 1000/2999 Personal Services $ 16,300,673 $ 16,431,891 $ 16,606,268 $ 7,637,064 $ 17,374,939 3000/3999 Contractual Services 760,829 892,143 741,000 368,968 749,000 4000/4999 Other Charges&Services 672,189 661,406 797,611 601,699 817,000 6000/6399 Commodities 437,948 423,046 469,600 200,979 439,600 6400/6499 Other Operating Expenses 63,898 60,432 60,000 21,831 62,000 Total Operating Expenses $ 17,116,437 $ 17,468,917 $ 18,663,269 $ 8,730,431 $ 19,442,439 PERSONNEL ALLOCATION SUMMARY Position No. Position Title 2014/16 2016/16 2016/17 2017/18 0901 Chief of Police 1.0 1.0 1.0 1.0 9401.9402 Majors 2.0 2.0 3.0 2.0 2601 Commander 1.0 1.0 1.0 1.0 3002 Executive Assistant 1.0 1.0 1.0 1.0 2201.2206 Captains 4.0 4.0 4.0 6.0 2301.2312 Sergeants 12.0 12.0 12.0 12.0 2101.2108 Detectives 6.0 7.0 8.0 8.0 2001.2062 Police Officers 69.0 68.0 68.0 62.0 6201 Crime Prev Coordinator 1.0 1.0 1.0 1.0 3701 Crime Analyst 1.0 1.0 6601 Property Room/Crime Scene Supervisor 1.0 1.0 1.0 1.0 3901 Crime Scene Tech II 1.0 1.0 1.0 1.0 4801 Property Room/Crime Scene Tech 1.0 1.0 1.0 1.0 2801.2804 Police Service Aides 4.0 4.0 4.0 4.0 6301 Records Supervisor 1.0 1.0 1.0 1.0 6901.6903 Records Clerk 3.0 3.0 3.0 3.0 1401 Records Specialist 1.0 1.0 1.0 1601 911 Manager 1.0 1.0 1.0 1.0 13001.13003 Communication Supervisor 3.0 3.0 3.0 3.0 12901.12907 Communication Officer III 6.0 6.0 7.0 7.0 6701.6706 Communication Officer II 6.0 6.0 6.0 6.0 2701.2704 Communication Officer 1.0 1.0 8601.8602 Administrative Asst.Ill 2.0 2.0 2.0 2.0 13601.13602 Personnel&Training Specialist 2.0 2.0 2.0 2.0 7601 Fleet Manager/Quartermaster 1.0 1.0 1.0 1.0 13801 Emergency Vehicle Technician 1.0 1.0 1.0 1.0 9301 Fleet Maintenance Worker 1.0 1.0 1.0 1.0 Total 123.0 124.0 126.0 129.0 2-56 POLICE DEPARTMENT ORGANIZATION CHART Staff Inspection/ FChiefof Police Accreditation Captain Internal Affairs Executive Assistant Administrative Services Operations Specialized Services Commander Major Major Captain Captain (2) Captain Sergeant Sergeant-Patrol (6) Sergeant Officer-Patrol (34) Officer Detective (8) (Personnel and Training) Sergeant-Mall (2) Officer-Mall (15) Property Room/ 911 Manager Crime Scene Supervisor Comm. Supervisor(3) Police Service Aide (4) Comm. Officer(13) Crime Scene Technician Sergeant-Traffic Records Supervisor Officers-Traffic(5) Property Room/ Records Clerk(3) Crime Scene Technician Records Specialist Marine Patrol Crime Prevention Fleet Mgr./Quartermaster School Resource Officer Coordinator Emergency Vehicle Technician Sergeant-CSU Administrative Assistant Fleet Maintenance Worker Officer-CSU (5) Personnel/Training Specialist(2) Administrative Assistant Headings above that are bolded and underlined, represent a function and/or service of the department. 2-57 CITY OF AVENTURA POLICE FISCAL YEAR 2017/18 OBJECTIVES 1. Complete the following Technological Advancement Initiatives: • Phase II of software integration to transfer medically related emergency calls for service to Miami-Dade County Fire Rescue directly into their CAD system. • Phase II of field recording technology project (in-car video system/body cameras) with finalization of strategic plans for data storage and cloud based file sharing in order to enhance transparency. 2. Develop and retain a quality workforce to enhance employee competency and leadership. Invest in the recruitment and training of approximately 10 uniformed officers and continuing staff education to enhance police safety, professional community interaction, and meeting the needs of our evolving city population. 3. Restructure organizational positions to streamline effective community policing. 4. Increase the outreach of our Crime Prevention Division in the areas of education, crime avoidance, homeowner association concerns, breakfast discussion forums, and business and tourist safety needs. 5. Implement Community Outreach Initiative to engage the community in joint problem solving and crime prevention techniques. Continue to conduct customer service surveys of residents, businesses and victims of crimes to improve our resource allocation, decision making and analysis. 6. Improve our communication with the community through various social media outlets in order to alert the public in real time to public safety threats, traffic conditions, and community events. Orientation and training of staff to specialize in public relations utilizing social media technology. 7. Manage law enforcement aspect of mall expansion by: • Hiring a minimum of 4 additional sworn officers required to handle additional calls for service and mall related traffic. • Strategizing and allocating additional resources to meet increased mall attendance and business occupancy while maintaining a high quality of service to the public. • Providing operational training seminars to current and incoming mall employees to prepare them to be proactive in public safety threat awareness, to include: active shooters, IED/bomb recognition, handling violent occurrences, retail theft education and critical incident management protocols. 2-58 PERFORMANCE WORKLOAD INDICATORS ACTUAL ACTUAL PROJECTED ESTIMATE PERFORMANCE WORKLOAD INDICATOR 2014/15 2015/16 2016/17 2017/18 Man-hours Assigned to traffic flow issues 19,000 19,300 19,600 19,900 Progress Toward National Re-accreditation 100% 33% 33% 100% Personnel Hired 5 7 6 5 Community Programs 42 27 30 60 Community Presentations 60 26 30 65 Community Involvement Activities 42 34 36 55 Man hours Assigned to School Resources 2,400 2,400 2,400 2,400 Calls for Service 14,570 15,419 15,740 16,000 Arrests 1,705 1,560 1,176 1,400 Accidents 2,141 2,071 2,112 2,200 Traffic Citations 15,924 19,597 19,188 19,300 Parking Citations Issued 1,295 618 696 750 Part 1 Crimes Reported 2,273 2,128 2,228 2,300 Customer Service Surveys 1,000 1,000 1,000 1,000 2-59 CITY OF AVENTURA POLICE 2017/18 BUDGETARY ACCOUNT SUMMARY 001-2001-621 OBJECT APPROVED HALFYEAR CITY MANAGER CODE ACTUAL ACTUAL BUDGET ACTUAL PROPOSAL NO. CATEGORY RECAP 2014/15 2015/16 2016/17 2016/17 2017118 PERSONAL SERVICES 1201 Employee Salaries $ 9,263,107 $ 9,489,420 $ 10,004,492 $ 4,557,387 $ 10,583,196 1390 Court Time 111,371 126,345 120,000 40,092 115,000 1401 Overtime 680,387 730,861 750,000 504,731 800,000 1410 Holiday Pay 147,853 158,509 150,000 111,607 150,000 1501 Police Incentive Pay 71,500 68,970 74,400 35,210 76,380 2101 FICA 763,877 755,799 784,232 368,125 828,654 2201 Pension 2,130,740 1,896,785 2,242,824 900,182 2,189,480 2301 Health,Life&Disability 1,813,043 1,831,509 1,913,166 999,892 2,137,345 2401 Workers'Compensation 318,695 373,693 466,144 119,838 494,884 Subtotal 15,300,573 15,431,891 16,505,258 7,637,064 17,374,939 CONTRACTUAL SERVICES 3170 Temporary Staff 18,469 3180 Medical Exams 7,725 7,255 6,000 4,438 9,000 3190 Prof.Services-Traffic Safety Prc 727,729 832,022 700,000 358,150 700,000 3192 Prof.Services 15,375 34,397 35,000 6,370 40,000 Subtotal 750,829 892,143 741,000 368,958 749,000 OTHER CHARGES&SERVICES 4001 Travel&Per Diem 13,161 17,637 15,000 12,296 18,000 4040 Administrative Expenses 5,956 8,518 10,000 2,438 20,000 4042 Recruiting&Hiring Expense 2,220 4,544 8,000 1,295 8,000 4043 CALEA Accreditation 12,920 5,345 13,000 8,404 13,000 4050 Investigative Expense 12,027 8,699 15,000 11,155 19,000 4101 Communication Services 91,882 77,517 153,011 60,556 145,000 4201 Postage 3,477 3,447 4,000 1,810 4,000 4420 Leased Equipment 74,923 44,410 60,000 19,453 50,000 4440 Copy Machine Costs 2,495 3,814 3,000 1,418 3,000 4610 R&M-Vehicles 71,393 100,900 90,000 40,826 90,000 4645 R&M-Equipment 163,742 254,422 293,000 215,176 313,000 4650 R&M-Office Equipment 115,501 118,656 130,000 122,115 130,000 4701 Printing&Binding 2,492 3,497 3,500 4,657 4,000 F Subtota' 572,189 651,406 797,511 501,599 817,000 COMMODITIES 5101 Office Supplies 11,072 13,086 14,000 5,521 13,000 5115 Byrne Grant Match 5,131 14,530 10,000 12,387 10,000 5120 Computer Operating Supplies 15,135 11,792 12,000 4,555 12,000 5220 Gas&Oil 245,473 193,379 225,000 100,837 200,000 5240 Uniforms 26,055 27,646 35,000 12,188 39,000 5245 Uniform Allowance 71,450 69,759 70,000 35,545 72,000 5266 Photography 600 139 500 500 5270 Ammunition 13,356 40,868 40,000 1,994 30,000 5290 Operating Supplies 49,676 51,846 63,000 27,952 63,000 Subtotal 437,948 423,045 469,500 200,979 439,500 OTHER OPERATING EXPENSES 5410 Subscriptions&Memberships 5,548 6,239 7,000 5,014 7,000 5430 Educational Assistance 8,740 10,509 8,000 1,590 8,000 5450 Training 39,610 43,684 35,000 15,227 47,000 Subtotal 53,898 60,432 50,000 21,831 62,000 Total Public Safety $ 17,115,437 $ 17,458,917 $ 18,563,269 $ 8,730,431 $ 19,442,439 2-60 POLICE BUDGET JUSTIFICATIONS 1390 Court Time —This line item is used to fund overtime and standby court time. 1401 Overtime — The expenditures from this account are anticipated and unanticipated manpower hours such as major criminal investigations, personnel shortages, training, City events, natural and manmade disasters, holiday details, homeland security and various dignitary details. 1410 Holiday Pay — This request reflects estimated costs with funding holiday pay for shift employees. 1501 Police Incentive Pay — This is mandated by the State for rewarding sworn personnel who have obtained additional education. 3180 Medical Exams — All police officers are required to have a physical exam prior to employment or as required per departmental policy for specialized units. 3190 Professional Services — Costs associated with the Intersection Traffic Safety Camera Program including payments to the vendor for the equipment and the use of contractual employees to review the violations. 3192 Professional Services — Costs associated with outsourcing the administration of promotional testing, document imaging, attorney fees and other professional services. 4001 Travel & Per Diem — Used to pay for travel and other expenses associated with employees on city business/training. 4040 Administrative Expenses — Awards, Officer/Civilian of the Year ceremony, employee plaques and other expenses not directly tied to a specific function or account. 4042 Recruiting & Hiring Expense — Funds have been allocated to assist the Department with recruitment of personnel and pay for required pre-hire testing. 4043 CALEA Accreditation — Costs associated with the Department becoming nationally accredited with the Commission on Accreditation for Law Enforcement Agencies and CALEA conference attendance. 4050 Investigative Expense — Costs associated with the Detectives in Specialized Services and Crime Scene to complete criminal investigations, crime scene processing and transcription of taped statements. 4101 Communication Services — Costs for mobile phones, cellular lines for data transmission, vehicle GPS, computer system communications and other communication devices. Costs formally paid from the E911 Fund to ATT for selective routing of 911 calls and associated fees. 2-61 POLICE BUDGET JUSTIFICATIONS — CONTINUED 4420 Leased Equipment — Covers costs for leased equipment and vehicles. 4610 R&M - Vehicles — Covers costs associated with the repair and maintenance of department vehicles. Costs include preventative maintenance, damage repair and replacement of worn and/or broken parts not covered under warranty. 4645 R&M - Equipment — Funds allocated to this account will be used for repair and maintenance of Police Department radios, computers, GPS systems, LPR system, In Car Video, software and other equipment. 4650 R&M - Office Equipment — This account covers the cost of the OSSI software maintenance and upgrades. 4701 Printing & Binding — This account covers the cost of printing of materials for the police department used in official police or City business. Examples include business cards and letterhead. 5240 Uniforms — This account is used for issuing uniforms and accessories worn by both police and civilian personnel of the Police Department. 5245 Uniform Allowance — Each employee required to wear a uniform receives an allowance for uniform maintenance and cleaning. This account is paid out 50% in October and 50% in April each fiscal year. 5266 Photography — Funds from this account are used to purchase supplies for crime scene or other department related photos. 5270 Ammunition — Funds from this account pay for Taser, simunitions duty and training ammo for police officer use. 5290 Operating Supplies — Funds from this account are used for the purchase of supplies and items needed for the daily operation of the police department. 5410 Subscriptions & Memberships — Costs associated with this line item are subscriptions to professional journals, and membership in professional and regional law enforcement organizations. 5430 Educational Assistance — This account is used to reimburse employees up to 75% of the state tuition rate for college courses and/or college degrees that are related to their job functions. 5450 Training — Costs associated with this account are related to Police academy training, maintaining state standards and having a highly trained, professional police force. 2-62 CITY OF AVENTURA OPERATING AND CAPITAL BUDGET FISCAL YEAR 2017/18 :•moi k COMMUNITY DEVELOPMENT DEPARTMENT 2-63 CITY OF AVENTURA COMMUNITY DEVELOPMENT FISCAL YEAR 2017/18 DEPARTMENT DESCRIPTION This Department is composed of four divisions: Planning and Zoning, Building, Code Compliance and Local Business Tax Receipts. The Planning and Zoning division is responsible for the City's planning, zoning, development review and economic development functions. The Building Division is responsible for building permitting and inspections. Code Compliance is responsible for City Code enforcement. Local Business Tax Receipts is responsible for the issuance and enforcement of Local Business Tax Receipts. This Department strives to provide efficient and professional "one-stop" customer service at a centralized location. OBJECT APPROVED HALFYEAR CITY MANAGER CODE ACTUAL ACTUAL BUDGET ACTUAL PROPOSAL NO. CATEGORY RECAP 2014/15 2015/16 2016/17 2016/17 2017/18 1000/2999 Personal Services $ 800,404 $ 801,202 $ 780,332 $ 375,957 $ 808,691 3000/3999 Contractual Services 1,559,465 3,104,751 1,640,000 1,606,382 1,640,000 4000/4999 Other Charges&Services 38,507 47,659 128,300 26,625 107,300 5000/5399 Commodities 8,536 9,798 13,650 4,333 13,150 5400/5499 Other Operating Expenses 12,676 3,305 8,900 1,970 8,900 Total Operating Expenses $ 2,419,588 $ 3,966,715 $ 2,571,182 $ 2,015,267 $ 2,578,041 PERSONNEL ALLOCATION SUMMARY Position No. Position Title 2014/15 2015/16 2016/17 2017/18 13101 Community Development Director 1.0 1.0 1.0 1.0 4201 Building Official(P/T) 1.0 1.0 1.0 1.0 9001 Executive Assistant/Planning Technician 1.0 1.0 1.0 1.0 3601-3604 Customer Service Rep II 4.0 4.0 4.0 4.0 8901 Code Compliance Officer II/Zoning Review 1.0 1.0 1.0 1.0 8902 Code Compliance Officer(P/T) - 1.0 1.0 1.0 4701 Capital Projects Manager/Code Enforcement Office 0.4 0.4 - - Total Full-Time 7.4 7.4 7.0 7.0 Total Part-Time 1.0 2.0 2.0 2.0 Total 8.4 9.4 9.0 9.0 2-64 COMMUNITY DEVELOPMENT DEPARTMENT ORGANIZATION CHART Community Development Director 4ExeAssistant/ Planning Tech Building Inspections Code Enforcement rPlanninq & Permitting Business Tax Receipts - L Building Official Code Compliance Contractual Planner Officer II Contractual Building Review& Inspection Code Compliance Services Officer I P/T Customer Service Customer Service Rep 11 (3) Rep II/Compl/Inspect Headings above that are bolded and underlined, represent a function and/or service of the department. 2-65 CITY OF AVENTURA COMMUNITY DEVELOPMENT FISCAL YEAR 2017118 OBJECTIVES 1. Continue to provide customer-focused technical assistance to the community. 2. Provide staff support for land development and variance applications and requests. 3. Provide staff support for the Building Division to receive and process building permit and contractors' license applications. 4. Provide staff support to ensure efficient issuance and maximize collection of Local Business Tax Receipts. 5. Provide staff support to ensure compliance with City Code by residential and commercial development. 6. Provide staff support at Special Master hearings. 7. Provide staff support for the City's Intersection Safety Camera Program. 8. Maintain privatized building inspection and review. 9. Maintain an up-to-date listing of existing businesses in the City. 10. Provide building inspections within 24 hours of the request. 11. Complete non-complex building plan review within 10 days. 12. Provide all building, planning, zoning and local business tax receipt applications on the City's website for download. 13. Continue to provide inspection services on the City's website. 14. Provide credit card base for payment in person and online. 15. Implement and train staff on software for electronic submission of building permits and plans. 16. Update procedural manual for all divisions of the department. 17. Update H.T.E. Land Management Parcel records to ensure efficient operation of all divisions of the department. 18. Continue with the records management program for all divisions of the department. PERFORMANCE WORKLOAD INDICATORS ACTUAL ACTUAL PROJECTED ESTIMATE PERFORMANCE WORKLOAD INDICATOR 2014/15 2015/16 2016/17 2017/18 No.of Local Business Tax Receipts Issued 2,504 2,625 2,600 2,600 No.of Code Notice of Violations Issued 146 109 200 200 No.of Special Master Hearings 577 4 500 500 No.of Building Permits Issued 5,352 4,959 5,000 5,000 No.of Building Inspections Performed 12,538 12,055 9,000 10,000 No.of Land Development Petitions Processed 14 14 10 10 No.of Variance Requests Processed 8 7 4 4 No.of Site Plans Reviewed 14 10 6 6 %of Inspections Performed 24 Hrs.of Request 99 99 99 99 of Plan Reviews Conducted Within 10 Days 99 98 98 98 2-66 CITY OF AVENTURA COMMUNITY DEVELOPMENT 2017/18 BUDGETARY ACCOUNT SUMMARY 001-4001-524 OBJECT APPROVED HALFYEAR CITY MANAGER CODE ACTUAL ACTUAL BUDGET ACTUAL PROPOSAL NO. CATEGORY RECAP 2014/15 2015/16 2016/17 2016/17 2017/18 PERSONAL SERVICES 1201 Employee Salaries $ 575,692 $ 570,800 $ 558,730 $ 266,084 $ 569,098 1401 Overtime 1,786 2,351 5,000 454 5,000 2101 FICA 42,872 46,539 42,743 18,616 43,536 2201 Pension 70,892 71,382 70,132 31,628 71,561 2301 Health, Life & Disability 101,543 99,953 92,379 56,714 107,936 2401 Workers'Compensation 7,619 10,177 11,348 2,461 11,560 Subtotal 800,404 801,202 780,332 375,957 808,691 CONTRACTUAL SERVICES 3101 Building Inspection Services 1,425,834 2,971,861 1,500,000 1,542,764 1,500,000 3190 Prof.Services 133,631 132,890 140,000 63,618 140,000 Subtotal 1,559,465 3,104,751 1,640,000 1,606,382 1,640,000 OTHER CHARGES&SERVICES 4001 Travel&Per Diem 3,032 3,244 4,000 1,990 4,000 4041 Car Allowance 6,000 6,000 6,000 3,000 6,000 4101 Communication Services 1,219 1,216 1,500 515 1,500 4420 Lease Equipment 328 3,164 2,800 1,368 2,800 4610 R&M-Vehicles 458 740 2,000 - 2,000 4645 R&M-Equipment 634 - 67,000 635 45,000 4701 Printing 3,414 7,442 5,000 2,467 6,000 4730 Records Retention 23,422 25,853 40,000 16,650 40,000 Subtotal 38,507 47,659 128,300 26,625 107,300 COMMODITIES 5101 Office Supplies 4,726 6,988 7,500 3,004 7,500 5120 Computer Operating Supplies 1,472 1,356 2,000 580 2,000 5220 Gas &Oil 1,826 1,001 2,000 114 1,500 5240 Uniforms 512 453 650 317 650 5245 Uniform Allowance - - 1,500 318 1,500 Subtotal� 8,536 9,798 13,650 4,333 13,150 OTHER OPERATING EXPENSES 5410 Subscriptions & Memberships 1,832 1,447 2,500 995 2,500 5420 Conferences &Seminars 10,834 1,762 3,400 975 3,400 5450 Training 10 96 2,500 - 2,500 5901 Contingency - - 500 - 500 Subtotal 12,676 3,305 8,900 1,970 8,900 Total Community Development $ 2,419,588 $ 3,966,715 $ 2,571,182 $ 2,015,267 $ 2,578,041 2-67 COMMUNITY DEVELOPMENT BUDGET JUSTIFICATIONS 3101 Building Inspection Services — Estimated costs associated with private firm to perform building inspection services. 3190 Professional Services — Costs associated with utilizing professional planning consulting services. 4420 Lease Equipment — This budget item is included to cover costs associated with leasing a copier. 4645 R&M - Equipment — Includes maintenance, support and hosting of Sungard's TRAKiT application suite which is used for plan review, building permits, inspections, code compliance, business tax receipts and the associated web portal. 4730 Records Retention — Estimated costs for imaging building permit records. 5240 Uniforms — This includes uniform maintenance and work shoes for the Code Compliance Officers. 5410 Subscriptions & Memberships — This line item is used to fund memberships with professional organizations and subscriptions. American Planning Association Florida Planning Association American Institute of Certified Planners Florida Association of Code Enforcement Building Officials Association Miscellaneous subscriptions Florida Association of Business Tax Officials 5420 Conferences & Seminars — Funding for this purpose is essential in order to keep informed of changing and new developments in the field of planning, economic development and code enforcement. 2-68 CITY OF AVENTURA OPERATING AND CAPITAL BUDGET FISCAL YEAR 2017/18 :•moi k COMMUNITY SERVICES DEPARTMENT 2-69 CITY OF AVENTURA COMMUNITY SERVICES FISCAL YEAR 2017/18 DEPARTMENT DESCRIPTION This department is responsible for the maintenance of parks, community recreation, camps, athletic leagues, special events programming, and Community Center programming and activates. The department is organized to provide a wide scope of recreational programs, activities and special events for all age groups on a quality basis. OBJECT APPROVED HALFYEAR CITY MANAGER CODE ACTUAL ACTUAL BUDGET ACTUAL PROPOSAL NO. CATEGORY RECAP 2014115 2015116 2016117 2016117 2017118 1000/2999 Personal Services $ 1,450,302 $ 1,625,126 $ 902,232 $ 437,529 $ 919,796 3000/3999 Contractual Services 1,612,636 1,938,874 610,000 304,713 634,000 4000/4999 Other Charges&Services 1,459,904 1,393,740 792,000 275,630 825,000 5000/5399 Commodities 22,224 17,247 16,000 6,670 16,500 5400/5499 Other Operating Expenses 9,179 9,845 14,500 3,766 15,500 Total Operating Expenses $ 4,554,245 $ 4,984,832 $ 2,334,732 $ 1,028,308 $ 2,410,796 PERSONNEL ALLOCATION SUMMARY JW Position Ni Position Title 2014115 2015116 2016117 2017118 5001 Director of Community Services 1.0 1.0 1.0 1.0 5101 Public Works Operations Manager 1.0 1.0 3004 Executive Assistant 1.0 1.0 0.5 5301 Public Works Coordinator 1.0 1.0 13901 Parks and Recreation Manager II 1.0 1.0 4901 Parks and Recreation Manager 1.0 1.0 13901 Parks and Recreation Manager 1.0 1.0 1901-1902 Parks and Recreation Supervisor 3.0 3.0 2.0 2.0 5801-5803 Park Attendant(FIT) 2.0 3.0 3.0 3.0 7701 Facilities Manager 1.0 1.0 5401 Maintenance Worker 1.0 1.0 14501 Community Program Manager 1.0 1.0 10201 Community Rec Center Manager 1.0 1.0 10401 Community Rec Center Supervisor 1.0 1.0 1.0 1.0 5701-5711 Park Attendant(P/T) 12.0 11.0 11.0 11.0 Park Attendant(P/T)Seasonal 3.0 Total Full-Time 14.0 15.0 10.5 10.0 Total Part-Time 12.0 11.0 11.0 14.0 Total 26.0 26.0 21.5 24.0 2-70 COMMUNITY SERVICES DEPARTMENT ORGANIZATION CHART 2wass Community Services Di rector Community Program Manager Parks&Recreation Manager Contractual: CRC Parks& Contractual: Manager Recreation Recreation Supervisor(2) Landscape Programming Maintenance Youth Sports CRC Park Attendant Recreation Supervisor FT(3) Programming Park Park Tennis Pro Attendant Attendant Youth Sports PT(3) PT(8) Seasonal P/T(3) Parks/Amenities: • Aventura BCycle Bike Share Program • Community Green Garden • Community Recreation Center • Founders Park and SplashPad • Peace Park • Veterans Park • Waterways Dog Park • Waterways Park Events and Activities: • Winter, Spring and Summer Camps • 8 Teacher Planning Day Programs • 12 Special Events including:4 Movie Nights, Earth Day/Arbor Day Program, July 4th Fireworks, Halloween, Founders Day,Veterans Day, Jazz Event, 2 Ride with the Police bike events • Senior Trips &Tours Program • Recreation Programs,Activities and Classes • Youth and Adult Sports Leagues and Tennis • Park/Athletic Field Maintenance and Landscaping • Special Event Permitting • Green Market 2-71 CITY OF AVENTURA COMMUNITY SERVICES FISCAL YEAR 2017118 OBJECTIVES 1. Provide accurate and quick responses to resident complaints and concerns. 2. Work with Community Services Advisory Board to provide quality programs and services. 3. Implement approved operating and CIP Budget. 4. Increase Community Recreation Center attendance. 5. Increase youth sports league participation. 6. Foster community pride through 12 special events per year. 7. Increase rentals for the Aventura BCycle program and promote bicycle safety awareness. PERFORMANCE WORKLOAD INDICATORS ACTUAL ACTUAL PROJECTED ESTIMATE PERFORMANCE WORKLOAD INDICATOR 2014/15 2015/16 2016/17 2017/18 Resident complaints&concerns cleared 140 145 125 115 Advisory Board Meetings attended 5 5 5 5 CIP projects completed 5 6 4 5 Founders Park attendance 183,883 190,249 194,000 196,000 Community Recreation Center attendance 78,757 105,123 115,000 124,500 Number of participants registered in youth sports 1,140 1,014 989 1,010 Number of Special Events 10 10 12 12 Number of BCycle rentals N/A 281 4,250 4,700 2017-18 Youth Sports Calendar Sport Season Basketball Oct-Dec Boys Soccer Jan-May Girls Soccer Oct-May Little League Baseball Mar-May Travel Soccer Aug-May Travel Basketbal Oct-May 2-72 CITY OF AVENTURA COMMUNITY SERVICES 2017/18 BUDGETARY ACCOUNT SUMMARY 001-5001-539 OBJECT APPROVED HALFYEAR CITY MANAGER CODE ACTUAL ACTUAL BUDGET ACTUAL PROPOSAL NO. CATEGORY RECAP 2014/15 2015/16 2016/17 2016/17 2017/18 PERSONAL SERVICES 1201 Employee Salaries $ 1,022,399 $ 1,161,385 $ 627,145 $ 299,101 $ 632,828 1401 Overtime 12,282 17,647 10,000 9,622 10,000 2101 FICA 75,480 104,357 47,977 22,960 48,411 2201 Pension 126,318 132,888 71,784 23,042 68,976 2301 Health,Life&Disability 172,501 184,668 136,412 73,535 146,425 2401 Workers'Com pensation 41,322 24,181 8,914 9,269 13,156 Subtotal 1,450,302 1,625,126 902,232 437,529 919,796 CONTRACTUAL SERVICES 3113 Prof.Services-Comm.Cen.Inst. 87,315 124,816 110,000 81,502 110,000 3150 Prof.Services-Landscape Arch. 9,560 66,355 - - 24,000 3160 Prof.Services-Security 31,873 32,019 - 3450 Lands/Tree Maint.Svcs-Streets 831,275 916,888 3451 Beautification/Signage 74,908 69,531 - - - 3452 Lands/Tree Maint.Svcs-Parks 230,109 256,894 500,000 223,211 500,000 3455 Transportation Services 347,596 472,371 - - - Subtotal �!W 1,612,636 1,938,874 610,000 304,713 634,000 OTHER CHARGES&SERVICES 4001 Travel&Per Diem 1,104 631 1,500 12 1,500 4041 Car Allowance 6,000 6,000 6,000 3,500 6,000 4101 Communication Services 5,629 4,914 4,000 1,869 5,500 4301 Utilities-Electric 73,973 51,205 - - - 4311 Utilities-Street Lighting 224,752 206,068 4320 Utilities-Water 270,857 206,824 - - 4420 Lease 2,100 2,644 - 1,343 4,000 4610 R&M-Vehicles 5,936 4,258 1,500 432 4,000 4620 R&M-Buildings 56,184 68,818 - 360 - 4631 R&M-Janitorial Services 43,890 45,407 - - - 4645 R&M-Equipment 37,131 22,263 12,500 2,462 12,500 4672 R&M-Parks 79,916 99,074 95,000 31,167 105,000 4691 R&M-Streets 28,212 14,752 - - - 4701 Printing&Binding 4,170 5,272 6,500 5,515 6,500 4850 Special Events 68,475 68,722 120,000 81,870 120,000 4851 Cultural/Recreation Programs 135,112 111,974 110,000 71,040 110,000 4852 Founders Day Activities 57,753 148,706 65,000 74,398 80,000 4854 Summer Recreation 358,710 326,208 370,000 1,662 370,000 Subtotal 1,459,904 1,393,740 792,000 275,630 825,000 COMMODITIES 5101 Office Supplies 3,270 3,885 3,000 1,499 3,500 5120 Computer Operating Supplies 6,564 5,967 5,000 1,664 5,000 5220 Gas&Oil 3,012 2,214 - - - 5240 Uniforms 6,258 4,637 6,000 3,268 6,000 5290 Other Operating Supplies 3,120 544 2,000 239 2,000 Subtotal 22,224 17,247 16,000 6,670 16,500 OTHER OPERATING EXPENSES 5410 Subscriptions&Memberships 2,184 2,930 1,500 1,537 3,500 5420 Conferences&Seminars 2,281 289 2,000 - 3,000 5450 Training 4,017 6,401 6,500 2,229 6,500 5901 Contingency 697 225 4,500 - 2,500 Subtotal 9,179 9,845 14,500 3,766 15,500 Total Community Services $ 4,554,245 $ 4,984,832 $ 2,334,732 $ 1,028,308 $ 2,410,796 2-73 COMMUNITY SERVICES BUDGET JUSTIFICATIONS 3113 Professional Services - Comm. Cen. Inst. — Provides funding for the various instructors who teach or lead recreation classes and programs at City parks and the Community Recreation Center. Costs are offset by revenues generated by registration fees. 3452 Landscape/Tree Maint. Svcs - Parks — Provides funding for complete landscape maintenance services for Founders Park and SplashPad, Waterways Park, Waterways Dog Park, Veterans Park and Peace Park. Services include: irrigation and grounds maintenance services; tree trimming, specialized Bermuda turf maintenance for athletic fields that includes liquid fertilization and deep tine aeration 6 times per year, specialty pesticide applications for the Dog Park, and general park maintenance. 4672 R&M - Parks — Provides funding for repair and maintenance of park amenities and equipment. In addition to routine repairs and maintenance costs, funding request includes costs for, re-conditioning clay tennis courts, routine daily maintenance of clay courts by a tennis professional, SplashPad supplies and replacing park signage. 4850 Special Events — This figure represents funding for 11 special events related to community-wide, annual events to foster community pride and improve the quality of life for the residents: 4 Movie Nights, Jazz Festival, Earth/Arbor Day, July 4t" Fireworks, 2 Bike events, Halloween and Veterans Day. 4851 Culture/Recreation Programs — Provide for costs associated with establishing a wide variety of comprehensive recreation programming; senior trips to local venues, youth athletics, recreation programs and classes and other programs. All costs are offset by registration fees. 4852 Founders Day Activities — Provides for funding entertainment, activities, games, community stage, production, sound, lighting, rental costs, temporary power and other required logistics for the 22nd anniversary Founders Day activities which will be held on Sunday November 5, 2017. 5410 Subscriptions & Memberships — Provides for funding memberships in the Florida Recreation and Parks Association, and National Recreation and Parks Association, American Society of Composers, Authors and Publishers, Broadcast Music, Inc., and the Society of European Songwriters, Artists and Composers. 5420 Conferences & Seminars — Provides for funding for attending the following conferences: Florida Recreation and Parks Association, National Recreation and Parks Association, customer service training and local seminars. 2-74 CITY OF AVENTURA OPERATING AND CAPITAL BUDGET FISCAL YEAR 2017/18 :•moi k PUBLIC WORKS/TRANSPORTATION DEPARTMENT 2-75 CITY OF AVENTURA PUBLIC WORKS/TRANSPORTATION FISCAL YEAR 2017/18 DEPARTMENT DESCRIPTION This department is responsible for the maintenance of roads, medians, public areas, drainage systems, government facilities, beautification projects, mass transit services and capital projects. These services seek to enhance the high quality of life for the City's residents, businesses and visitors by maintaining City infrastructure and the appearance of the City and providing public transportation opportunities to reduce vehicular traffic. CITY OF AVENTUM PUBLIC WORKS/TRANSPORTATION 2017/18 OBJECT APPROVED HALFYEAR CITY MANAGER CODE ACTUAL ACTUAL BUDGET ACTUAL PROPOSAL NO. CATEGORY RECAP 2014115 2015116 2016117 2016117 2017118 100012999 Personal Services $ $ $ 862,942 $ 405,322 $ 967,866 300013999 Contractual Services 1,417,000 954,010 1,420,000 400014999 Other Charges&Services 601,750 308,212 627,000 500015399 Commodities 12,250 7,197 12,250 540015499 Other Operating Expenses 8,000 2,695 6,500 rTotal Operating Expenses $ $ $ 2,901,942 $ 1,677,436 $ 3,033,616 * PERSONNEL ALLOCATION SUMMARY Position Nc Position Title 2014/15 2015/16 2016117 2017118 00142 Director of Public Works/Transportation - - 1.0 1.0 5101 Public Works Operations Manager - 1.0 1.0 3004 Executive Assistant - 0.5 1.0 4701 Capital Projects Manager - 1.0 1.0 14401 Public Works Stormwater Coordinator - - 1.0 5301 Public Works Coordinator - - 1.0 7701 Facilities Manager - - 1.0 1.0 5401 Maintenance Worker - - 1.0 1.0 Total - - 6.5 7.0 2-76 PUBLIC WORKS/TRANSPORTATION DEPARTMENT ORGANIZATION CHART Public Works/ Transportation Director Executive Assistant Contractual Landscape Public Works Capital ProjectsConsulting Shuttle Bus Service Architect Operations Manager Manager Engineers 7Maintenance Public Works Facilities Stormwater Manager Coordinator Landscape Maintenance Maintenance Contractual: Worker Street Building Maintenance Maintenance Pest Control Security Information Officer • Capital Projects • City Buildings and Facilities Maintenance • Engineering Services • GIS/Mapping • Landscape Maintenance/Beautification • Pedestrian/Bicycle Programs • Public Works Permitting • ROW/Streets/Stormwater Maintenance • Shuttle Buses/Transportation 2-77 CITY OF AVENTURA PUBLIC WORKS/TRANSPORTATION FISCAL YEAR 2017/18 OBJECTIVES 1. Provide accurate and quick responses to resident complaints and concerns. 2. Implement and manage an approved operating and CIP Budget. 3. Continue Tree City USA Status. 4. Conform to NPDES Stormwater standards, with pre and post construction inspections. 5. Create a Stormwater inspection Policy and Ordinance for private property compliance. 6. Continue with Staff Educational and Certification Requirements for NPDES and CRS compliance. 7. Increase ridership and expand Citywide shuttle bus service. 8. Complete Coastal Line Rail Station Area Master Plan and Lehman Causeway Improvement Plan. 9. Implement Stormwater Management Plan. 10. Participate in regional efforts to improve transportation in Northeast Miami-Dade. 11. Maintain streets and walkways for vehicle and pedestrian safe usage. 12. Maintain all City Facilities to provide for a safe and clean environment. PERFORMANCE WORKLOAD INDICATORS ACTUAL ACTUAL PROJECTED ESTIMATE PERFORMANCE WORKLOAD INDICATOR 2014/15 2015/16 2016/17 2017/18 Resident complaints &concerns cleared N/A N/A 173 180 Tree City re-certification N/A N/A 1 1 Stormwater basins/systems cleaned N/A N/A 65 70 Shuttle bus ridership N/A N/A 289,731 304,218 PW permits issued N/A N/A 62 75 Illicit discharge inspections (stormwater) N/A N/A 12 15 NPDES permit inspection private property N/A N/A 5 15 Annual facility&mechanical inspections N/A N/A 18 18 2-78 CITY OF AVENTURA PUBLIC WORKS/TRANSPORTATION 2017/18 BUDGETARY ACCOUNT SUMMARY 001-5401-541 OBJECT APPROVED HALFYEAR CITY MANAGER CODE ACTUAL ACTUAL BUDGET ACTUAL PROPOSAL NO. CATEGORY RECAP 2014/15 2015/16 2016/17 2016/17 2017/18 PERSONAL SERVICES 1201 Employee Salaries $ $ $ 594,535 $ 278,971 $ 664,900 1401 Overtime 7,000 2,859 7,000 2101 FICA 45,482 21,445 50,865 2201 Pension - 86,799 40,177 96,900 2301 Health,Life&Disability - 100,968 52,684 118,988 2401 Workers'Compensation - 28,158 9,186 29,213 Subtotal - - 862,942 405,322 967,866 CONTRACTUAL SERVICES 3150 Prof.Services-Landscape Arch. 15,000 23,360 8,000 3160 Prof.Services-Security 40,000 14,325 40,000 3450 Lands/Tree Maint.Svcs-Streets 835,000 561,820 800,000 3451 Beautification/Signage 72,000 19,276 72,000 3455 Transportation Services 455,000 335,229 500,000 Subtotal - 1,417,000 954,010 1,420,000 OTHER CHARGES&SERVICES 4001 Travel&Per Diem 1,500 1,116 1,500 4041 Car Allowance 6,000 2,855 6,000 4101 Communication Services 3,250 1,348 3,250 4301 Utilities-Electric 50,000 36,009 50,000 4311 Utilities-Street Lighting 210,000 46,461 125,000 4320 Utilities-Water 205,000 117,816 205,000 4610 R&M-Vehicles 1,500 904 1,750 4620 R&M-Buildings 70,000 28,278 70,000 4631 R&M-Janitorial Services 46,000 23,329 46,000 4645 R&M-Equipment 8,500 8,500 4691 R&M-Streets 50,096 110,000 Subtotal - - 601,750 308,212 627,000 COMMODITIES 5101 Office Supplies 3,000 2,122 4,000 5120 Computer Operating Supplies 4,500 1,780 3,500 5220 Gas&Oil 2,000 1,945 2,250 5240 Uniforms 1,250 1,024 1,500 5290 Other Operating Supplies 1,500 326 1,000 Subtotal - 12,250 7,197 12,250 OTHER OPERATING EXPENSES 5410 Subscriptions&Memberships 1,500 990 1,000 5420 Conferences&Seminars 2,000 1,500 5450 Training 1,500 755 1,000 5901 Contingency 3,000 950 3,000 Subtotal 8,000 2,695 6,500 Total Public Works/Transportatic $ $ $ 2,901,942 $ 1,677,436 $ 3,033,616 2-79 PUBLIC WORKS/TRANSPORTATION BUDGET JUSTIFICATIONS 3150 Professional Services - Landscape Arch. — Provides funding for professional landscape architect consulting services to assist the Department with landscaping projects; inspections; coordination with landscape contractor and other projects as assigned. 3160 Professional Services - Security — Provides funding for contractual services for Government Center lobby security. 3450 Lands/Tree Maint. Svcs - Streets — Provides funding for costs associated with contracting tree, landscape, irrigation and flower maintenance services for all public right-of-ways, medians. 3451 Beautification/Signage — Provides funding for banner and street furniture maintenance and repairs. Funding request includes costs for median informational signage upgrades, replacing Entrance Features metal halide light fixtures on NE 199 Street with LED fixtures, new banners and associated hardware. 3455 Transportation Services — Funding level includes providing six mini-bus public transit routes six days per week on a contractual basis that carries over 295,000 passengers per year, including the printing costs for route schedules. Transit system links the residential areas to community, retail, and medical establishments, as well as Miami-Dade and Broward routes. Additional funding has been provided to address possible route improvements during peak times. 4311 Utilities - Street Lighting — Provides funding for services associated with maintaining street lighting in the various areas of the City. 4320 Utilities - Water — Provides funding for purchasing water for irrigating the medians, swales and right of ways in the City. 4620 R&M - Buildings — Provides for funding the necessary building repair and maintenance functions for the Community Recreation Center, park buildings, for HVAC maintenance; pest control services; fire alarm system monitoring, roof inspections, general building repairs, painting, security system monitoring; sprinkler retrofit for server room and dispatch from water to cartridge. Funding request includes upgrading trash receptacles to include re-cycling materials and replacing existing lights with LED energy saving fixtures. 5410 Subscriptions & Memberships — Provides for funding memberships in the American Public Works Association, Florida Stormwater Association, Association of State Floodplain Managers and the Facility Managers Association. 2-80 PUBLIC WORKS/TRANSPORTATION BUDGET JUSTIFICATIONS — CONTINUED 5420 Conferences & Seminars — Provides for funding for attending the following conferences: American Public Works Association, Florida Stormwater Association, Association of State Floodplain Managers, customer service training and local seminars. 2-81 CITY OF AVENTURA OPERATING AND CAPITAL BUDGET FISCAL YEAR 2017/18 • e THIS PAGE HAS INTENTIONALLY BEEN LEFT BLANK 2-82 CITY OF AVENTURA OPERATING AND CAPITAL BUDGET FISCAL YEAR 2017/18 :•moi k ARTS & CULTURAL CENTER DEPARTMENT 2-83 CITY OF AVENTURA ARTS & CULTURAL CENTER FISCAL YEAR 2017/18 DEPARTMENT DESCRIPTION This department is responsible for the operations and programming of the Arts and Cultural Center. The goal is to provide a facility that offers a wide range of quality entertainment and cultivates partnerships with other local and regional organizations to enhance the quality of life for the City by providing a variety of performing arts and relevant cultural programming for audiences of all ages. OBJECT APPROVED HALFYEAR CITY MANAGER CODE ACTUAL ACTUAL BUDGET ACTUAL PROPOSAL NO. CATEGORY RECAP 2014115 2015/16 2016117 2016/17 2017/18 1000/2999 Personal Services $ - $ - $ - $ - $ 3000/3999 Contractual Services 568,534 633,505 617,750 275,546 645,799 4000/4999 Other Charges&Services 145,774 201,685 156,800 59,965 156,400 5000/5399 Commodities 8,026 4,366 6,700 2,690 6,700 5400/5499 Other Operating Expenses 1,000 1,000 Total Operating Expenses $ 722,334 $ 839,556 $ 782,250 $ 338,201 $ 809,899 PACA Contractual Employees 2014/15 2015/16 2016/17 2017/18 General Manager 1.00 1.00 1.00 1.00 Event Manager 1.00 1.00 1.00 1.00 Technical Manager 1.00 1.00 1.00 1.00 Box Office Manager 1.00 1.00 1.00 1.00 Marketing Coordinator 0.30 0.30 0.30 0.30 Event Coodinator 0.75 0.75 0.75 P/T Labor 0.25 0.25 0.25 0.25 Total 4.55 5.30 5.30 5.30 2-84 ARTS & CULTURAL CENTER DEPARTMENT ORGANIZATION CHART City Commission City Manager AACC Advisory Board General Manager Broward Center for the Performing Arts Operations Headings above that are bolded and underlined, represent a function and/or service of the department. 2-85 CITY OF AVENTURA ARTS & CULTURAL CENTER FISCAL YEAR 2017/18 OBJECTIVES 1. To provide artistic offerings to our increasingly diverse community with an emphasis on fostering a cooperative spirit and enhancing the quality of life in Aventura. 2. Create a performing arts facility that is welcoming and inclusive of the public at large by maintaining an aesthetically pleasing and professional facility. 3. Enhance the learning experiences of students at Aventura City of Excellence Charter School by expanding performing arts activities and educational opportunities. 4. To increase general public awareness of the value of the cultural and educational programs available. PERFORMANCE WORKLOAD INDICATORS ACTUAL ACTUAL PROJECTED ESTIMATE PERFORMANCE WORKLOAD INDICATOR 2014/15 2015/16 2016/17 2017/18 Advisory Board Meetings attended 3 3 3 3 Number of performances/events 140 149 149 149 Total attendance 30,200 31,162 32,000 32,000 Number of promotional material produced 45 50 45 45 Summer Camp 1 1 1 1 of patrons who respond favorably to AACC 80% 92% 80% 80% 2-86 CITY OF AVENTURA ARTS &CULTURAL CENTER 2017/18 BUDGETARY ACCOUNT SUMMARY 001-7001-575 OBJECT APPROVED HALFYEAR CITY MANAGER CODE ACTUAL ACTUAL BUDGET ACTUAL PROPOSAL NO. CATEGORY RECAP 2014115 2015116 2016117 2016117 2017118 PERSONAL SERVICES 1201 Employee Salaries $ $ $ $ $ 1401 Overtime 2101 FICA 2201 Pension 2301 Health,Life&Disability 2401 Workers'Compensation Subtotal = - - - - - CONTRACTUAL SERVICES 3112 Prof.Services-Management Service 130,928 133,131 144,000 68,440 144,000 3114 Prof.Services-Man Services/Staffin 295,042 303,149 329,750 119,286 342,799 3115 Prof.Services-Man Services/Markel 22,800 23,400 24,000 11,700 24,000 3190 Prof.Services-Programming 102,930 151,576 100,000 64,091 110,000 3410 Prof.Services-Janitorial Services 16,834 22,249 20,000 12,029 25,000 Subtotal 568,534 633,505 617,750 275,546 645,799 OTHER CHARGES&SERVICES 4101 Communication Services 6,352 6,553 6,500 3,309 6,500 4201 Postage 7,475 8,691 7,500 8,605 8,600 4301 Utilities 52,026 52,942 56,000 21,753 54,000 4440 Copy Machine Costs 2,383 2,248 2,800 1,222 2,800 4620 R&M-Buildings 4,711 7,911 7,000 7,821 7,000 4645 R&M-Equipment 6,919 7,447 6,500 2,660 6,500 4701 Printing&Binding 12,050 14,408 14,000 14,595 14,500 4850 Special Events 318 48,880 4910 Advertising 53,540 52,605 56,000 56,000 4920 Licenses/Permit Fees 500 500 Subtotal 145,774 201,685 156,800 59,965 156,400 COMMODITIES 5101 Office Supplies 1,042 1,123 1,200 800 1,200 5120 Computer Operating Supplies 575 178 1,000 1,066 1,000 5290 Other Operating Supplies 6,409 3,065 4,500 824 4,500 Subtotal 8,026 4,366 6,700 2,690 6,700 OTHER OPERATING EXPENSES 5901 Contingency 1,000 1,000 Subtotal 1,000 1,000 Total Arts&Cultural Center $ 722,334 $ 839,556 $ 782,250 $ 338,201 $ 809,899 2-87 ARTS & CULTURAL CENTER BUDGET JUSTIFICATIONS 3112 Professional Services - Management Services — Payment for services provided in conjunction with the Agreement with Performing Arts Center Authority for management, programming and operational support services. 3114 Professional Services - Man Services/Staffing — Reimbursement to Performing Arts Center Authority in accordance with agreement for staff personnel costs. 3115 Professional Services - Man Services/Marketing — Payment for marketing and public relation services. 3190 Professional Services - Programming — This line item is used to fund "City Presents" performances in order to attract a variety of programming. 3410 Professional Services - Janitorial Services — Costs for cleaning the AACC facility. 4101 Communication Services — Costs associated with telephone service and other communication type services. 4301 Utilities — Costs associated with electricity, water, sewer and refuse service for the AACC. 4620 R&M - Buildings — Costs of maintaining service contracts for mechanical systems within the AACC. 4645 R&M - Equipment — Costs of maintaining service contracts on all equipment located at the AACC. 4910 Advertising — Costs associated with promoting events at the AACC. 2-88 CITY OF AVENTURA OPERATING AND CAPITAL BUDGET FISCAL YEAR 2017/18 :•moi k NON -DEPARTMENTAL 2-89 CITY OF AVENTURA dMD&RTMEW-TRANSFERS 2017/18 BUDGETARY ACCOUNT SUMMARY 001-9001-581'I OBJECTOw APPROVED HALFYEAR CITY MANAGER CODE ACTUAL ACTUAL BUDGET ACTUAL PROPOSAL NO. CATEGORY RECAP 2014/15 2015/16 2016/17 2016/17 2017118 TRANSFERS 9118 Transfer to Charter School Fund $ 100,000 $ 100,000 $ 100,000 $ 50,000 $ 100,000 9123 Transfer to Debt Service Fund-2010111 1,187,248 1,193,517 1,197,080 598,540 1,199,552 9124 Transfer to Debt Service Fund-2000 508,680 510,536 506,384 253,192 506,476 9125 Transfer to Debt Service Fund-2012(A) 396,406 396,855 397,038 198,519 352,228 Total Non-Departmental-Transfers $ 2,192,334 $ 2,200,908 $ 2,200,502 $ 1,100,251 $ 2,158,256 NON-DEPARTMENTAL — TRANSFERS BUDGET JUSTIFICATIONS 9118 Transfer to Charter School Fund — Represents transfer of amount from the Intersection Safety Camera Program revenues to the Charter School Fund. 9123 Transfer to Debt Service Fund - 2010/11 — Transfer to 2010 & 2011 Debt Service Fund (Fund 230) for required interest and principal on that Loan. 9124 Transfer to Debt Service Fund - 2000 — Transfer to 2000 Loan Debt Service Fund (Fund 240) for required interest and principal on that Loan. 9125 Transfer to Debt Service Fund - 2012 (A) — Transfer to 2012 (A) Loan Debt Service Fund (Fund 250) for required interest and principal on that Loan. 2-90 CITY OF AVENTURA NON-DEPARTMENTAL 2017/18 BUDGETARY ACCOUNT SUMMARY 001-9001-590 OBJECT W APPROVED HALF YEAR CITY MANAGER CODE 'IqACTUAL ACTUAL BUDGET ACTUAL PROPOSAL NO. CATEGORY RECAP 2QW5 2015/16 2016/17 2016/17 2017/18 PERSONAL SERVICES 2501 Unemployment $ $ 141 $ 7,500 $ $ 7,500 Subtotal 141 7,500 7,500 CONTRACTUAL SERVICES 3410 Prof.Services-Janitorial $ 64,325 $ 64,498 $ 75,000 $ 32,312 $ 75,000 Wubto� 64,325 64,498 75,000 32,312 75,000 OTHER CHARGES&SERVICES 4101 Communication Services 86,892 91,143 95,000 48,693 98,000 4201 Postage 18,504 15,911 15,000 6,349 15,000 4301 Utilities 188,914 249,864 215,000 117,865 215,000 4440 Copy Machine Costs 8,425 10,139 10,000 4,361 10,000 4501 Insurance 658,709 689,739 845,000 305,790 784,400 4620 R&M-Government Center 194,821 148,795 200,000 81,994 200,000 4650 R&M-Office Equipment 198 1,701 2,000 2,000 Subtotal 1,156,463 1,207,292 1,382,000 565,052 1,324,400 COMMODITIES 5290 Other Operating Supplies 12,690 9,873 12,000 4,986 12,000 Wubtotal 12,690 9,873 12,000 4,986 12,000 OTHER OPERATING EXPENSES 5901 Contingency 29,999 46,821 50,000 13,644 50,000 Subtotal 29,999 46,821 50,000 13,644 50,000 Total Non-Departmental $ 1,263,477 $ 1,328,625 $ 1,526,500 $ 615,994 $ 1,468,900 2-91 NON-DEPARTMENTAL BUDGET JUSTIFICATIONS 2501 Unemployment — Unemployment costs. 3410 Professional Services - Janitorial — Costs for janitorial services at the Government Center. 4101 Communication Services — Costs associated with telephone service, internet access, web pages, and other communication type services for Government Center. Includes Intertel maintenance and Wireless data service. 4301 Utilities — Costs associated with electricity, water, sewer and refuse service for the Government Center. 4501 Insurance — General liability, automobile, property and flood insurance coverage for all City-owned or leased facilities and equipment. 4620 R&M - Government Center — Costs of maintaining service contracts for mechanical systems within the Government Center. Includes costs to replace the blinds in all corner offices and the fourth floor lobby carpeting with tile. 4650 R&M - Office Equipment — Costs of maintaining service contracts on all office equipment located at the Government Center. 2-92 CITY OF AVENTURA OPERATING AND CAPITAL BUDGET FISCAL YEAR 2017/18 CAPITAL OUTLAY 2-93 CITY OF AVENTURA CAPITAL OUTLAY 2017/18 PROJECT APPROPRIATION - 001-80XX OBJECT APPROVED HALFYEAR CITY MANAGER CODE ACTUAL ACTUAL BUDGET ACTUAL PROPOSAL NO. CATEGORY RECAP 2014/15 2015/16 2016/17 2016/17 2017/18 City Manager's Office-8005.512 6402 Computer Equipment<$5,000 $ $ $ 43000 $ $ 23000 Subtotal 43000 2,000 City Clerk-8008.519 6402 Computer Equipment<$6,000 23459 33000 Subtota 2,459 33000 Finance-8010.513 6402 Computer Equipment<$6,000 13639 23030 23000 33000 Subtotal 13639 23030 2,000 33000 Information Technology.-8012.513 6401 Computer Equipment>$5,000 1793671 1263446 6213375 613309 2403000 6402 Computer Equipment<$5,000 53652 53366 63000 23631 63000 Subtotal 185,323 131,812 627,375 63,940 2463000 Police-8020.521 6304 Police Communications Center Improv( 113012 6401 Computer Equipment>$5,000 843844 763566 1923434 133351 6402 Computer Equipment<$5,000 1673414 1583387 113995 2053375 6405 E911 Equipment 123372 6407 Radio Purchase&Replace. 263819 393207 503000 353200 6410 Equipment>$5,000 1433935 1203432 2853417 183638 1063000 6411 Equipment<$5,000 183293 453959 523275 253189 733800 6450 Vehicles 6933446 3143291 4193166 1843267 4103000 Subtotal 131583135 596,455 131573679 253,440 830,375 Community Development-8040.524 6402 Computer Equipment<$5,000 23459 23920 2413500 43000 Subtotal i 2,459 2,920 2413500 41000 Community Services-8050-53915411572 6402 Computer Equipment<$5,000 103697 83181 123000 173000 6410 Equipment>$5,000 303422 463725 123250 93360 403850 6411 Equipment<$5,000 223850 103549 73300 63677 163050 6420 HVAC Replacements 63224 6301 Beautification Projects 83996 93193 6305 Road Resurfacing 123110 6306 Traffic Safety and Flow Improvements 2993715 193075 193075 6307 Lighting Improvements 133414 1673126 6205 Community Center Improvements 343000 6310 Aventura Founders Park 423362 153978 1553000 453924 723500 6322 Waterways Park Improvements 73702 303000 263045 6325 NE 188th Street Park Improvements 2623459 2653796 2013325 6353 Exercise Trail Improvements 133875 3933680 433051 423643 Subtotal 142,616 1,227,532 544,472 3633159 180,400 2-94 CITY OF AVENTURA CAPITAL OUTLAY-CONTINUED 2017/18 PROJECT APPROPRIATION 001-80XX OBJECT APPROVED HALFYEAR CITY MANAGER CODE ACTUAL ACTUAL BUDGET ACTUAL PROPOSAL NO. CATEGORY RECAP 2014/15 2015/16 2016/17 2016/17 2017/18 Public Works/Transportation-8054.539/541 6420 HVAC Replacements 114,000 6301 Beautification Projects 9,400 9,399 9,600 6309 Seawall Improvements 1,280,500 3,193 6353 Exercise Trail Improvements 10,400 6402 Computer Equipment<$5,000 45300 747 65000 6410 Equipment>$6,000 31,000 21,575 28,000 1,325,200 34,914 1685000 Charter School-8069.569 6305 Charter School Improvements 305000 39,725 Subtotal 30,000 395725 Arts&Cultural Center-8070-575 6402 Computer Equipment<$5,000 8,178 65000 65000 6410 Equipment>$5,000 27,193 275240 495400 585200 rubtotal 355371 27,240 55,400 64,200 Non-Departmental-8090.590 6101 Land Acquisition/Purchase 355005000 55250 6454 Art in Public Places 15500 6999 Capital Reserve 1255000 1256885005 1457725304 Subtotal 15500 1255000 1651885005 55250 14,7725304 Total Capital $ 1,5295502 $ 251125989 $ 2051755631 $ 7605428 $ 16,273,279 2-95 CAPITAL PROJECT DESCRIPTIONS CITY MANAGER'S OFFICE 6402 Computer Equipment <$5,000 — This project consists of upgrading computer equipment in the Office of the City Manager. CITY CLERK'S OFFICE 6402 Computer Equipment <$5,000 — This project consists of upgrading and replacing computer equipment in the City Clerk's Office. FINANCE 6402 Computer Equipment <$5,000 — This project includes the replacement of existing equipment for the various employees of the department. INFORMATION TECHNOLOGY 6401 Computer Equipment >$5,000 — This project consists of purchasing new and replacement computer hardware and software that utilize the latest technology for the City's general information management system, which is used by all City Departments. 6402 Computer Equipment <$5,000 — This project includes the replacement of existing equipment for the various employees of the department. POLICE 6402 Computer Equipment <$5,000 — This project consists of purchasing computer equipment and software that utilizes the latest technology for the Police Department. Upgrades $5,000 Replace 25 Mobile Laptops 50,000 20 Desktop Computers 24,000 40 Vehicle Modems 56,000 Replace Servers 7,000 15 Vehicle Printers 7,875 Desktop Scanner 4,000 Laser Printer 1,500 Replace Smart Board 10,000 Key Track System 40,000 2-96 CAPITAL PROJECT DESCRIPTIONS — CONTINUED 6407 Radio Purchase & Replace. — This project consists of upgrading the equipment for the 800 Mhz police radio system to ensure a state-of-the-art system and maintain the E911 system. 6410 Equipment >$5,000 — This project consists of purchasing equipment for the Police Department. The following is a breakdown of the items to be replaced: 13 Vehicle Equipment $80,000 Replace Segway 10,000 Message Board 13,000 Trailer Build-Out 3,000 6411 Equipment <$5,000 — This project consists of purchasing equipment for the Police Department as follows: Replace 13 Ballistic Vests $13,000 AR Rifles & Accessories 13,200 Repelling Gear 7,600 10 Tasers 13,500 Equipment for New Employees 13,000 Potable License Plate Readers 2,100 Camera 4,000 Mounted Arrow Boards 2,700 Mounted Radar Unit 2,200 Laser Unit(s) 2,500 6450 Vehicles — This project consists of purchasing police vehicles to accommodate new employee additions and establish a vehicle replacement program in the Police Department. Replace 13 Patrol Vehicles $410,000 COMMUNITY DEVELOPMENT 6402 Computer Equipment <$5,000 — This project consists of computer upgrades, replacement printers and the implementation of field computers for code compliance and building inspections for the Community Development Department. COMMUNITY SERVICES 6402 Computer Equipment <$5,000 —This project consists of purchasing and upgrading computer equipment in the Community Services Department and Community Recreation Center. 2-97 CAPITAL PROJECT DESCRIPTIONS — CONTINUED 6410 Equipment >$5,000 — This project consists of the replacement of equipment that has become inefficient, defective, or unusable and to add new equipment to provide improved services in the Community Services Department. The following is a breakdown of the items to be purchased: Replace Pickup Truck $25,000 Repair Partition Wall at CRC 7,450 Replace Strength Machines at CRC 8,400 6411 Equipment <$5,000 — This project consists of the replacement of equipment that has become inefficient, defective, or unusable in the Community Recreation Center. The following is a breakdown of the items to be replaced: Replace Stair Climber $1,750 Replace Tents 2,000 Replace Shade Structure at CRC 4,900 Replace Lobby Benches at CRC 2,400 Replace Drinking Fountains at CRC 5,000 6205 Community Center Improvements — This project consists of replacing gym bleachers, wall padding and a curtain at the Community Recreation Center. 6310 Aventura Founders Park — This project consists of maintenance projects, which replace and update equipment as well as enhancements to the existing features. Replace SplashPad Water Features $43,000 Replace Tennis Court Fencing 17,500 Replace 2 Dugout Roofs 12,000 PUBLIC WORKS/TRANSPORTATION 6420 HVAC Replacements — This project consists of replacing the air conditioning units at various City facilities. Replace HVACs at ACES $62,000 Replace HVACs at Community Recreation Center 36,000 Replace Smoke Evacuation Fans at Government Center 16,000 6301 Beautification Projects — This program consists of replacing aging street furniture that is no longer useful. 6353 Exercise Trail Improvements — This project consists of replacing 2 water fountains on the Don Soffer Exercise Path. 2-98 CAPITAL PROJECT DESCRIPTIONS — CONTINUED 6402 Computer Equipment <$5,000 — This project consists of purchasing and upgrading computer equipment in the Public Works/Transportation Department. 6410 Equipment >$5,000 —This project consists of replacing one Hybrid utility vehicle. ARTS & CULTURAL CENTER 6402 Computer Equipment <$5,000 — This project consists of purchasing and upgrading computer equipment in the Arts & Cultural Center. 6410 Equipment >$5,000 — This project consists of purchasing equipment for the Arts & Cultural Center. Replace Lobby and Patio Furniture $14,200 Replace Green Room Furniture 3,500 Replace Dressing Room Chairs 3,000 Ground Row Strips 26,400 Wireless Microphones 8,600 Wireless Video Transmitter and Camera 2,500 2-99 CITY OF AVENTURA OPERATING AND CAPITAL BUDGET FISCAL YEAR 2017/18 • e THIS PAGE HAS INTENTIONALLY BEEN LEFT BLANK 2-100 CITY OF AVENTURA OPERATING AND CAPITAL BUDGET FISCAL YEAR 2017/18 :•moi k POLICE EDUCATION FUND 2-101 CITY OF AVENTURA POLICE EDUCATION FUND — 110 CATEGORY SUMMARY FISCAL YEAR 2017/18 FUND DESCRIPTION LThis used to account for revenues and expenditures associated with the two dollars City receives from each paid traffic citation, which, by State Statute, must be ther the education of the City's Police Officers. REVENUE PROJECTIONS OBJECT APPROVED HALFYEAR CITY MANAGER CODE ACTUAL ACTUAL BUDGET ACTUAL PROPOSAL NO. CATEGORY RECAP 2014/15 2015/16 2016/17 2016117 2017/18 310000/319999 Locally Levied Taxes $ $ $ $ $ 320000/329999 Licenses&Permits 330000/339999 Intergovernmental Revenues 340000/349999 Charges for Services 350000/359999 Fines&Forfeitures 6,287 5,445 6,000 1,681 6,000 360000/369999 Miscellaneous Revenues 7 7 380000/389999 Transfer from Funds 399900/399999 Fund Balance 1,120 732 2,836 1,418 2,836 Total Availab4k $ 7,407 $ 6,184 $ 8,836 $ 3,106 $ 8,836 EXPENDITURES OBJECT APPROVED HALFYEAR CITY MANAGER CODE ACTUAL ACTUAL BUDGET ACTUAL PROPOSAL NO. CATEGORY RECAP 2014115 2015/16 2016/17 2016117 2017/18 1000/2999 Personal Services $ $ $ $ $ 3000/3999 Contractual Services 4000/4999 Other Charges&Services 5000/5399 Commodities 5400/5999 Other Operating Expenses 6,675 3,348 8,836 755 8,836 Total Operating Expenses 6,675 3,348 8,836 755 8,836 6000/6999 Capital Outlay Mal Expenditures $ 6,675 $ 3,348 $ 8,836 $ 755 $ 8,836 2-102 CITY OF AVENTURA POLICE EDUCATION FUND 110 2017/18 REVENUE P ROJ ECTIONS OBJECT APPROVED HALF YEAR CITY MANAGER CODE ACTUAL ACTUAL BUDGET ACTUAL PROPOSAL NO. CATEGORY RECAP 2014/15 2015/16 2016/17 2016/17 2017/18 Fines&Forfeitures 3511000 Fines $ 6,287 $ 5,445 $ 6,000 $ 1,681 $ 6,000 Subtotal 6,287 5,445 6,000 1,681 6,000 Miscellaneous Revenues 3611000 Interest 7 7 Subtotal 7 7 Fund Balance 3999000 Carryover 1,120 732 2,836 1,418 2,836 Subtotal 1,120 732 2,836 1,418 2,836 Total Revenues $ 7,407 $ 6,184 $ 8,836 $ 3,106 $ 8,836 EXPENDITURES 2001-521 OBJECT APPROVED HALFYEAR CITY MANAGER CODE ACTUAL ACTUAL BUDGET ACTUAL PROPOSAL NO. CATEGORY RECAP 2014/15 2015/16 2016/17 2016/17 2017/18 OTHER OPERATING EXPENSES Public Safety-2001-521 5450 Training $ 6,675 $ 3,348 $ 8,836 $ 755 $ 8,836 Total Expenditures $ 6,675 $ 3,348 $ 8,836 $ 755 $ 8,836 REVENUE PROJECTION RATIONALE 3511000 Fines - Two dollars ($2.00) is received from each paid traffic citation issued within the City's corporate limits, which, by law, must be used to further the education of the City's Police Officers. 2-103 CITY OF AVENTURA OPERATING AND CAPITAL BUDGET FISCAL YEAR 2017/18 THIS PAGE HAS INTENTIONALLY BEEN LEFT BLANK 2-104 CITY OF AVENTURA OPERATING AND CAPITAL BUDGET FISCAL YEAR 2017/18 :•moi k TRANSPORTATION AND STREET MAINTENANCE FUND 2-105 CITY OF AVENTURA TRANSPORTATION AND STREET MAINTENANCE FUND — 120 CATEGORY SUMMARY FISCAL YEAR 2017/18 FUND DESCRIPTION This fund was established to account for restricted revenues and expenditures which by State Statute and County Transit System Surtax Ordinance are designated for transportation enhancements, street maintenance and construction costs. REVENUE PROJECTIONS OBJECT APPROVED HALFYEAR CITY MANAGER CODE ACTUAL ACTUAL BUDGET ACTUAL PROPOSAL NO. CATEGORY RECAP 2014116 2016116 2016117 2016117 2017118 3100001319999 Locally Levied Taxes $ $ $ $ $ 32 000 0/329999 Licenses&Permits 33 000 0/3 39999 Intergovernmental Revenues 2,233,060 2,187,604 2,244,000 812,410 2,217,000 3400001349999 Charges for Services 360000/369999 Fines&Forfeitures 360 00 0/3 69999 Miscellaneous Revenues 91,046 1,660,801 2,000 663,269 42,000 380 00 0/3 89999 Transfer from Funds 399900/399999 Fund Balance 2,213,480 2,421,260 3,293,908 1,646,964 1,778,126 Total Available $ 4,637,686 $ 6,169,666 $ 6,639,908 $ 3,122,633 $ 4,037,126 EXPENDITURES OBJECT APPROVED HALFYEAR CITY MANAGER CODE ACTUAL ACTUAL BUDGET ACTUAL PROPOSAL NO. CATEGORY RECAP 2014116 2016116 2016117 2016117 2017118 1000/2999 Personal Services $ - $ - $ - $ - $ 3000/3999 Contractual Services 897,996 1,064,144 1,483,627 673,062 1,642,000 4000/4999 Other Charges&Services 6000/6399 Commodities 6400/6999 Other Operating Expenses Total Operating Expenses 897,996 1,064,144 1,483,627 673,062 1,642,000 6000/6999 Capital Outlay 1,218,329 1,801,613 4,066,381 1,091,766 2,496,126 9000/9999 Transfers Mal Expenditures $ 2,116,326 $ 2,866,767 $ 6,639,908 $ 1,764,817 $ 4,037,126 2-106 CITY OF AVENTURA TRANSPORTATION AND STREET MAINTENANCE FUND 120 2017/18 REVENUE PROJECTIONS OBJECT APPROVED HALFYEAR CITY MANAGER CODE ACTUAL ACTUAL BUDGET ACTUAL PROPOSAL NO. CATEGORY RECAP 2014/15 2015/16 2016/17 2016/17 2017/18 Intergovernmental Revenues 3313901 FDOT $ - $ - $ $ $ - 3351200 State Revenue Sharing 269,391 281,576 295,000 121,787 290,000 3353001 Local Option Cap.Impr.Gas Tax 147,263 146,640 146,000 63,179 147,000 3353010 Local Option Gas Tax 383,431 379,322 370,000 161,546 380,000 3383801 County Transit System Surtax 1,432,975 1,380,066 1,433,000 465,898 1,400,000 Subtotal 2,233,060 2,187,604 2,244,000 812,410 2,217,000 Miscellaneous Revenues 3611000 Interest 9,589 14,560 2,000 6,596 2,000 3632000 Transportation Mitigation Impact Fee 81,456 1,536,241 - 656,673 - Citywide Bicycle Sharing - - - 40,000 3661000 Developer Contributions/Streets - - - - - Subtotal 91,045 1,550,801 2,000 663,269 42,000 Fund Balance 3999000 Carryover 2,213,480 2,421,260 3,293,908 1,646,954 1,778,125 Subtotal 2,213,480 2,421,260 3,293,908 1,646,954 1,778,125 Total Revenues $ 4,537,585 $ 6,159,665 $ 5,539,908 $ 3,122,633 $ 4,037,125 EXPENDITURES 5401-541 OBJECT APPROVED HALFYEAR CITY MANAGER CODE ACTUAL ACTUAL BUDGET ACTUAL PROPOSAL NO. CATEGORY RECAP 2014/15 2015/16 2016/17 2016/17 2017/18 CONTRACTUAL SERVICES Public Works/Transportation-5401-541 3450 Landscape/Tree Maint/Streets $ 463,929 $ 595,044 $ 613,527 $ 370,924 $ 640,000 3453 City-Wide Bicycle Sharing - 3,650 40,000 9,439 72,000 3455 Enhanced Transit Services 434,067 465,450 830,000 292,689 830,000 Subtotal 897,996 1,064,144 1,483,527 673,052 1,542,000 CAPITAL OUTLAY Public Works/Transportation-5401-541 6302 Walkways/Sidewalks - 33,393 - 6,940 - 6305 Road Resurfacing 798,304 710,106 1,081,666 552,048 501,000 6307 Street Lighting Improv. 52,036 293,147 929,241 262,407 400,000 6308 Citywide Bicycle Sharing - 242,274 - - 47,000 6314 NE 185th St.Turning Lane Modifications 179,155 - - 6315 Country Club Drive Path Asphalt Repairs 104,843 - - - 6341 Transportation System Improv. 47,488 498,120 267,349 270,370 - 6999 Capital Reserve 36,503 24,573 1,778,125 - 1,547,125 Subtotal 1,218,329 1,801,613 4,056,381 1,091,765 2,495,125 Total Expenditures $ 2,116,325 $ 2,865,757 $ 5,539,908 $ 1,764,817 $ 4,037,125 2-107 REVENUE PROJECTION RATIONALE 3351200 State Revenue Sharing — Revenue received in this category represents 23.80% of the total State Revenue Sharing Funds. Their source is the motor fuel tax and is restricted to road construction and maintenance. Based on information from the State, it is anticipated that $290,000 will be received in the upcoming fiscal year. State Revenue Sharing $300,000 $250,000 $200,000 $150,000 $100,000 $50,000 ti°ti°\yyti°may\yeti°h�\��ti°ti�\ykti°�k\y�ti°hy\�°ti°ti°\y�ti°�^\�$ 3353001/3010 Local Option Gas Tax — The County has adopted two phases of the local option gas tax. The first phase is six cents per gallon on fuel and is collected by the State's Department of Revenue and remitted monthly based on a formula which provides a weight of 75% to population and 25% to center line mileage in each city. These funds must be used for transportation related expenditures. The second phase must be used for transportation expenditures needed to meet the requirements of the capital improvements elements of an adopted comprehensive plan. Local Option Gas Tax $540,000 $520,000 $500,000 $480,000 $460,000 $440,000 $420,000 $400,000 ti°y°\yyti°y�\1 e \1bti°y�\ybti°y�\y�ti°y�\y�ti°y�\y^ 1b 3383801 3383801 County Transit System Surtax — County voters approved a '/2% sales tax increase for transportation needs that went into effect January 2003. As provided by County Ordinance the cities receive 20% of the proceeds based upon population. Based on information provided by the County it is anticipated that $1,400,000 will be received for the upcoming fiscal year. IV County Transit System Surtax $1,600,000 $1,400,000 $1,200,000 $1,000,000 $800,000 $600,000 $400,000 $200,000 $- AN— I e\�bti°��\��ti°1y\�6ti°y°\�^ 2-108 BUDGET JUSTIFICATIONS 3450 Landscape/Tree Maintenance/Streets — Provides for costs associated with contracting tree, landscape, irrigation and flower maintenance services for all public right-of-ways and medians. 3453 Citywide Bicycle Sharing Program Operating Expenses — This funds the estimated annual operating costs associated with the new Bicycle Sharing program. 3455 Enhanced Transit Services — Funds will be used to fund required 20% of County Transit System Surtax for enhanced public bus transportation system beyond levels set in the 2001/02 budget and to fund the expanded transit service routes. 6305 Road Resurfacing — This project consists of resurfacing roadways as determined by the City's maintenance standards and the Public Works/Transportation Department. Yacht Club Drive $385,000 Mystic Point Drive 116,000 6307 Streetlight Improvements — Provides funding for the second phase of retrofitting the street lights with LED fixtures. 6308 Citywide Bicycle Sharing — This project involves adding an additional bike share station at the E. Country Club Drive/Mystic Point area 2-109 CITY OF AVENTURA OPERATING AND CAPITAL BUDGET FISCAL YEAR 2017/18 • e THIS PAGE HAS INTENTIONALLY BEEN LEFT BLANK 2-110 CITY OF AVENTURA OPERATING AND CAPITAL BUDGET FISCAL YEAR 2017/18 :•moi k 911 FUND 2-111 CITY OF AVENTURA 911 FUND - 180 CATEGORY SUMMARY FISCAL YEAR 2017/18 FUND DESCRIPTION This fund is used to account for revenues and expenditures specifically earmarked for the City's emergency 911 system in accordance with Florida Statutes 365.172. The funds may be used to provide emergency dispatch systems, training, communication, maintenance and repairs and related capital outlay purchases. The fund offsets a portion of the emergency 911 operations. REVENUE PROJECTIONS OBJECT APPROVED HALFYEAR CITY MANAGER CODE ACTUAL ACTUAL BUDGET ACTUAL PROPOSAL NO. CATEGORY RECAP 2014/15 2015/16 2016/17 2016/17 2017/18 310000/319999 Locally Levied Taxes $ $ $ $ $ 320000/329999 Licenses&Permits 330000/339999 Intergovernmental Revenues 123,937 90,796 94,000 35,073 95,000 340000/349999 Charges for Services 350000/359999 Fines&Forfeitures 360000/369999 Miscellaneous Revenues 205 178 77 380000/389999 Transfer from Funds 399900/399999 Fund Balance 45,280 57,942 14,019 7,010 Total Available $ 169,422 $ 148,916 $ 108,019 $ 42,160 $ 95,000 EXPENDITURES OBJECT APPROVED HALFYEAR CITY MANAGER CODE ACTUAL ACTUAL BUDGET ACTUAL PROPOSAL NO. CATEGORY RECAP 2014/15 2015/16 2016/17 2016/17 2017118 1000/2999 Personal Services $ $ $ $ $ 3000/3999 Contractual Services 4000/4999 Other Charges&Services 74,294 132,232 87,212 59 89,000 5000/5399 Commodities 2,102 258 5400/5999 Other Operating Expenses 5,084 2,407 6,788 1,353 6,000 Total Operating Expenses 81,480 134,897 94,000 1,412 95,000 6000/6999 Capita I Outlay 14,019 9000/9999 Transfers 30,000 Total Expenditures $ 111,480 $ 134,897 $ 108,019 $ 1,412 $ 95,000 2-112 CITY OF AVENTURA IM11 FUND 180 2017/18 REVENUE PROJECTIONS OBJECT APPROVED HALFYEAR CITY MANAGER CODE ACTUAL ACTUAL BUDGET ACTUAL PROPOSAL NO. CATEGORY RECAP 2014/15 2015/16 2016/17 2016/17 2017/18 Intergovernmental Revenues 3379110 911 Fees-Wire Line $ 101,448 $ 75,029 $ 70,000 $ 28,816 $ 78,000 3379111 911 Fees-Wireless 20,588 11,285 18,500 4,423 12,000 3379112 911 Fees-Prepaid 1,901 4,482 5,500 1,834 5,000 Subtotal 123,937 90,796 94,000 35,073 95,000 Miscellaneous Revenues 3611000 Interest on Investments 205 178 77 Subtotal 205 178 77 Fund Balance 3999000 Carryover 45,280 57,942 14,019 7,010 Subtotal 45,280 57,942 14,019 7,010 Total Revenues $ 169,422 $ 148,916 $ 108,019 $ 42,160 $ 95,000 EXPENDITURES 2001.521 OBJECT APPROVED HALFYEAR CITY MANAGER CODE ACTUAL ACTUAL BUDGET ACTUAL PROPOSAL NO. CATEGORY RECAP 2014/15 2015/16 2016/17 2016/17 2017/18 OPERATING OTHER CHARGES&SERVICES Public Safety-2001.521 4001 Travel&Per Diem $ 3,982 $ 2,531 $ 4,000 $ $ 5,000 4101 Communications 31,976 69,625 59 4645 R&M-Equipment 38,336 60,076 83,212 84,000 Subtotal 74,294 132,232 87,212 59 89,000 COMMODITIES Public Safety-2001.521 5120 Computer Operating Supplies 862 258 5290 Other Operating Supplies 1,240 jr Subtotal 21102 258 OTHER OPERATING EXPENSES Public Safety-2001.521 5410 Subscriptions&Memberships 274 411 500 711 1,000 5450 Training 4,810 1,996 6,288 642 5,000 Subtotal 5,084 2,407 6,788 1,353 6,000 CAPITAL OUTLAY Public Safety-2001.521 6999 Capital Reserves 14,019 Subtotal 14,019 TRANSFERS-2001,581 9101 Transfer to General Fund 30,000 Subtotal 30,000 Total Expenditures $ 111,480 $ 134,897 $ 108,019 $ 1,412 $ 95,000 2-113 REVENUE PROJECTION RATIONALE 3379110/9111 and 9112 Fees — This represents the amount anticipated for 911 fees collected by the State in accordance with Florida Statues 365.172. 911 Fees PE $250,000 s� $200,000 $150,000 $100,000 $50,000 $- — BUDGET JUSTIFICATIONS 4645 R&M - Equipment — Funds allocated to this account will be used for repair and maintenance of 911 equipment. 5450 Training — Costs associated with this account are related to maintain state standards and having a highly trained dispatch function. 2-114 CITY OF AVENTURA OPERATING AND CAPITAL BUDGET FISCAL YEAR 2017/18 :•moi k DEBT SERVICE FUNDS 2-115 CITY OF AVENTURA DEBT SEVICE FUND RECAP CATEGORY SUMMARY FISCAL YEAR 2017/18 FUND DESCRIPTION These funds are established to account for revenues and/or transfers pledged for debt service payments on long-term financing. REVENUE PROJECTIONS OBJECT APPROVED HALFYEAR CITY MANAGER CODE ACTUAL ACTUAL BUDGET ACTUAL PROPOSAL NO. CATEGORY RECAP 2014/16 2016/16 2016/17 2016/16 2017/18 310000/319999 Locally Levied Taxes $ $ $ $ $ 320000/329999 Licenses&Permits 330000/339999 Intergovernmental Revenues 340000/349999 Charges for Services 360000/369999 Fines&Forfeitures 360000/369999 Miscellaneous Revenues 26,142 26,363 12,804 380000/389999 Transfer/Debt Proceeds 2,636,334 2,644,908 2,647,082 1,273,641 2,461,326 399900/399999 Fund Balance 19,711 7,682 7,699 3,800 rotal Available $ 2,682,187 $ 2,678,943 $ 2,664,681 $ 1,290,146 $ 2,461,326 EXPENDITURES OBJECT APPROVED HALFYEAR CITY MANAGER CODE ACTUAL ACTUAL BUDGET ACTUAL PROPOSAL NO. CATEGORY RECAP 2014/16 2016/16 2016/17 2016/16 2017/18 1000/2999 Personal Services $ $ $ $ $ 3000/3999 Contractual Services 4000/4999 Other Charges&Services 6000/6399 Commodities 6400/6999 Other Operating Expenses Total Operating Expenses 6000/6999 Capital Outlay 700017999 Debt Service 2,646,869 2,643,904 2,664,681 1,271,841 2,461,326 9000/9999 Transfers Total Expenditures $ 2,646,869 $ 2,643,904 $ 2,664,681 $ 1,271,841 $ 2,461,326 2-116 CITY OF AVENTURA 2010 & 2011 DEBT SERVICE FUND — 230 CATEGORY SUMMARY FISCAL YEAR 2017/18 FUND DESCRIPTION This fund was established to account for debt service payment expenditures associated with the long-term financing for the purchase of properties utilized for public parks and the permanent Government Center and the construction of the Government Center. The original debt issued in 1999 was refinanced in 2010 and 2011. REVENUE PROJECTIONS OBJECT APPROVED HALFYEAR CITY MANAGER CODE ACTUAL ACTUAL BUDGET ACTUAL PROPOSAL NO. CATEGORY RECAP 2014/15 2015/16 2016/17 2015/16 2017/18 310000/319999 Locally Levied Taxes $ $ $ $ $ 3200001329999 Licenses&Permits 3300001339999 Intergovernmental Revenues 3400001349999 Charges for Services 3500001359999 Fines&Forfeitures 3600001369999 Miscellaneous Revenues 233 95 3800001389999 Transfer/Debt Proceeds 1,187,248 1,193,517 1,197,080 598,540 1,199,552 399900/399999 Fund Balance 12,205 233 95 48 Total Available $ 1,199,686 $ 1,193,845 $ 1,197,175 $ 598,588 $ 1,199,552 EXPENDITURES OBJECT APPROVED HALFYEAR CITY MANAGER CODE ACTUAL ACTUAL BUDGET ACTUAL PROPOSAL NO. CATEGORY RECAP 2014115 2015116 2016/17 2015/16 2017/18 1000/2999 Personal Services $ $ $ $ $ 300013999 Contractual Services 400014999 Other Charges&Services 500015399 Commodities 540015999 Other Operating Expenses Total Operating Expenses 6000/6999 Capital Outlay 700017999 Debt Service 1,199,453 1,193,750 1,197,175 598,588 1,199,552 9000/9999 Transfers `Total Expenditures $ 1,199,453 $ 1,193,750 $ 1,197,175 $ 598,588 $ 1,199,552 2-117 CITY OFAVENTURA 2010&2011 DEBT SERVICE FUND 230 2017/18 REVENUE P ROJ ECTIONS OBJECT APPROVED HALF YEAR CITY MANAGER CODE ACTUAL ACTUAL BUDGET ACTUAL PROPOSAL NO. CATEGORY RECAP 2014/15 2015/16 2016/17 2015/16 2017/18 Miscellaneous Revenues 3611000 Interest $ 233 $ 95 $ $ $ Subtotal 233 95 - - - Transfer/Debt Proceeds 3811001 Transfer from General Fund 1,187,248 1,193,517 1,197,080 598,540 1,199,552 Subtotal 1,187,248 1,193,517 1,197,080 598,540 1,199,552 Fund Balance 3999000 Carryover 12,205 233 95 48 Subtotal 12,205 233 95 48 Total Revenues $ 1,199,686 $ 1,193,845 $ 1,197,175 $ 598,588 $ 1,199,552 EXPENDITURES 9001-590 OBJECT APPROVED HALF YEAR CITY MANAGER CODE ACTUAL ACTUAL BUDGET ACTUAL PROPOSAL NO. CATEGORY RECAP 2014/15 2015/16 2016/17 2015/16 2017/18 DEBT SERVICE Non-Departmental-9001-590 7130 Principal $ 725,000 $ 745,000 $ 775,000 $ 387,500 $ 805,000 7230 Interest 474,453 448,750 422,175 211,088 394,552 Total Expenditures $ 1,199,453 $ 1,193,750 $ 1,197,175 $ 598,588 $ 1,199,552 REVENUE PROJECTION RATIONALE 3811001 Transfer From General Fund — Amount transferred from the General Fund to fund debt service costs. BUDGET JUSTIFICATIONS 7130 Principal — Principal payment due 4/1/2018 on the Bank Qualified Loan which refinanced the construction of the Government Center as well as refund the line of credit which paid the costs of acquiring the Park and Government Center site. 7230 Interest — Interest payments due on the loan which will be payable on 4/1/2018 and 10/1/2018. 2-118 CITY OF AVENTURA 2010&2011 COMBINED LOAN DEBT SERVICE FUND 230 Bank Qualified Loan FBO Refunding Bonds, Series 2010&2011 Combined AMORTIZATION SCHEDULE Fiscal Year Date Principal Interest Debt Service Debt Service 4/1/2011 $ - $ 222,613.20 $ 222,613.20 10/1/2011 - 278,866.50 278,866.50 $ 501,479.70 4/1/2012 650,000.00 278,866.50 928,866.50 10/1/2012 - 267,509.50 267,509.50 1,196,376.00 4/1/2013 675,000.00 267,509.50 942,509.50 10/1/2013 - 255,714.00 255,714.00 1,198,223.50 4/1/2014 695,000.00 255,714.00 950,714.00 10/1/2014 - 243,565.50 243,565.50 1,194,279.50 4/1/2015 725,000.00 243,565.50 968,565.50 10/1/2015 - 230,887.50 230,887.50 1,199,453.00 4/1/2016 745,000.00 230,887.50 975,887.50 10/1/2016 - 217,862.00 217,862.00 1,193,749.50 4/1/2017 775,000.00 217,862.00 992,862.00 10/1/2017 - 204,312.50 204,312.50 1,197,174.50 4/1/2018 805,000.00 204,312.50 1,009,312.50 10/1/2018 - 190,239.00 190,239.00 1,199,551.50 4/1/2019 830,000.00 190,239.00 1,020,239.00 10/1/2019 - 175,732.50 175,732.50 1,195,971.50 4/1/2020 860,000.00 175,732.50 1,035,732.50 10/1/2020 - 160,696.50 160,696.50 1,196,429.00 4/1/2021 885,000.00 160,696.50 1,045,696.50 10/1/2021 - 145,222.00 145,222.00 1,190,918.50 4/1/2022 915,000.00 145,222.00 1,060,222.00 10/1/2022 - 129,223.50 129,223.50 1,189,445.50 4/1/2023 950,000.00 129,223.50 1,079,223.50 10/1/2023 - 112,610.00 112,610.00 1,191,833.50 4/1/2024 985,000.00 112,610.00 1,097,610.00 10/1/2024 - 95,387.00 95,387.00 1,192,997.00 4/1/2025 1,020,000.00 95,387.00 1,115,387.00 10/1/2025 - 77,549.00 77,549.00 1,192,936.00 4/1/2026 1,050,000.00 77,549.00 1,127,549.00 10/1/2026 - 59,192.50 59,192.50 1,186,741.50 4/1/2027 1,085,000.00 59,192.50 1,144,192.50 10/1/2027 - 40,221.00 40,221.00 1,184,413.50 4/1/2028 1,130,000.00 40,221.00 1,170,221.00 10/1/2028 - 20,463.50 20,463.50 1,190,684.50 4/1/2029 1,170,000.00 20,463.50 1,190,463.50 1,190,463.50 $ 15,950,000.00 $ 6,033,121.20 $ 21,983,121.20 $ 21,983,121.20 2-119 CITY OF AVENTURA 2000 LOAN DEBT SERVICE FUND —240 CATEGORY SUMMARY FISCAL YEAR 2017/18 FUND DESCRIPTION This fund was established to account for debt service payment expenditures associated with the 2000 Loan which was used for the Community Recreation Center and the acquisition and construction of Waterways Park. REVENUE PROJECTIONS OBJECT APPROVED HALF YEAR CITY MANAGER CODE ACTUAL ACTUAL BUDGET ACTUAL PROPOSAL NO. CATEGORY RECAP 2014/16 2016/16 2016/17 2016/16 2017/18 310000/319999 Locally Levied Taxes $ $ $ $ $ 320000/329999 Licenses&Permits 330000/339999 Intergovernmental Revenues 340000/349999 Charges for Services 360000/369999 Fines&Forfeitures 360000/369999 Miscellaneous Revenues 26,336 26,279 12,600 380000/389999 Transfer/Debt Proceeds 608,680 610,636 606,384 2633192 6063476 399900/399999 Fund Balance FTotal Available $ 634,016 $ 636,816 $ 606,384 $ 266,792 $ 6063476 EXPENDITURES OBJECT APPROVED HALFYEAR CITY MANAGER CODE ACTUAL ACTUAL BUDGET ACTUAL PROPOSAL NO. CATEGORY RECAP 2014/16 2016/16 2016/17 2016/16 2017/18 1000/2999 Personal Services $ $ $ $ $ 3000/3999 Contractual Services 4000/4999 Other Charges&Services 6000/6399 Commodities 6400/6999 Other Operating Expenses Total Operating Expenses 6000/6999 Capital Outlay 7000/7999 Debt Service 6083680 6103636 6063384 2633192 6063476 9000/9999 Transfers Total Expenditures $ 608,680 $ 6103636 $ 606,384 $ 2633192 $ 606,476 2-120 CITY OF AVENTURA 2000 LOAN DEBT SERVICE FUND 240 2017118 REVENUE PROJECTIONS OBJECT APPROVED HALFYEAR CITY MANAGER CODE ACTUAL ACTUAL BUDGET ACTUAL PROPOSAL NO. CATEGORY RECAP 2014/16 2016/16 2016/17 2016/16 2017/18 Miscellaneous Revenues 3611000 Interest $ 26,336 $ 26,279 $ $ 12,600 $ Subtotal 26,336 26,279 12,600 Transfer/Debt Proceeds 3811001 Transfer from General Fund 608,680 610,636 606,384 263,192 606,476 Subtotal 608,680 610,636 606,384 263,192 606,476 Fund Balance 3999000 Carryover Subtotal Total Revenues $ 634,016 $ 636,816 $ 606,384 $ 266,792 $ 606,476 EXPENDITURES 9001.690 OBJECT APPROVED HALFYEAR CITY MANAGER CODE ACTUAL ACTUAL BUDGET ACTUAL PROPOSAL NO. CATEGORY RECAP 2014/16 2016/16 2016/17 2016/16 2017/18 DEBT SERVICE Non-Departmental-9001.690 7130 Principal $ 360,000 $ 380,000 $ 396,000 $ 197,600 $ 416,000 7230 Interest 148,680 130,636 111,384 66,692 91,476 Total Expenditures $ 608,680 $ 610,636 $ 606,384 $ 263,192 $ 606,476 REVENUE PROJECTION RATIONALE 3811001 Transfer From General Fund - Amount transferred from the General Fund to fund debt service costs. BUDGET JUSTIFICATIONS 7130 Principal - Principal payment due 10/1/2018 on Bank Qualified Loan which financed the Community Recreation Center and the acquisition and construction of Waterways Park. 7230 Interest - Interest payments due on the loan which will be payable on 4/1/2018 and 10/1/2018. 2-121 CITY OF AVENTURA 2000 LOAN DEBT SERVICE FUND 240 Bank Qualified Loan Capital Revenue Bonds,Series 2000 AMORTIZATION SCHEDULE Fiscal Year Date Principal Coupon Interest Debt Service Debt Service 4/1/2001 $ - 5.040% $ 124,807.20 $ 124,807.20 10/1/2001 220,000.00 5.040% 165,186.00 385,186.00 $ 509,993.20 4/1/2002 - 5.040% 159,642.00 159,642.00 10/1/2002 190,000.00 5.040% 159,642.00 349,642.00 509,284.00 4/1/2003 - 5.040% 154,854.00 154,854.00 10/1/2003 200,000.00 5.040% 154,854.00 354,854.00 509,708.00 4/1/2004 - 5.040% 149,814.00 149,814.00 10/1/2004 210,000.00 5.040% 149,814.00 359,814.00 509,628.00 4/1/2005 - 5.040% 144,522.00 144,522.00 10/1/2005 220,000.00 5.040% 144,522.00 364,522.00 509,044.00 4/1/2006 - 5.040% 138,978.00 138,978.00 10/1/2006 235,000.00 5.040% 138,978.00 373,978.00 512,956.00 4/1/2007 - 5.040% 133,056.00 133,056.00 10/1/2007 245,000.00 5.040% 133,056.00 378,056.00 511,112.00 4/1/2008 - 5.040% 126,882.00 126,882.00 10/1/2008 255,000.00 5.040% 126,882.00 381,882.00 508,764.00 4/1/2009 - 5.040% 120,456.00 120,456.00 10/1/2009 270,000.00 5.040% 120,456.00 390,456.00 510,912.00 4/1/2010 - 5.040% 113,652.00 113,652.00 10/1/2010 285,000.00 5.040% 113,652.00 398,652.00 512,304.00 4/1/2011 - 5.040% 106,470.00 106,470.00 10/1/2011 295,000.00 5.040% 106,470.00 401,470.00 507,940.00 4/1/2012 - 5.040% 99,036.00 99,036.00 10/1/2012 310,000.00 5.040% 99,036.00 409,036.00 508,072.00 4/1/2013 - 5.040% 91,224.00 91,224.00 10/1/2013 325,000.00 5.040% 91,224.00 416,224.00 507,448.00 4/1/2014 - 5.040% 83,034.00 83,034.00 10/1/2014 345,000.00 5.040% 83,034.00 428,034.00 511,068.00 4/1/2015 - 5.040% 74,340.00 74,340.00 10/1/2015 360,000.00 5.040% 74,340.00 434,340.00 508,680.00 4/1/2016 - 5.040% 65,268.00 65,268.00 10/1/2016 380,000.00 5.040% 65,268.00 445,268.00 510,536.00 4/1/2017 - 5.040% 55,692.00 55,692.00 10/1/2017 395,000.00 5.040% 55,692.00 450,692.00 506,384.00 4/1/2018 - 5.040% 45,738.00 45,738.00 10/1/2018 415,000.00 5.040% 45,738.00 460,738.00 506,476.00 4/1/2019 - 5.040% 35,280.00 35,280.00 10/1/2019 435,000.00 5.040% 35,280.00 470,280.00 505,560.00 4/1/2020 - 5.040% 24,318.00 24,318.00 10/1/2020 965,000.00 5.040% 24,318.00 989,318.00 1,013,636.00 $ 6,555,000.00 $ 4,134,505.20 $10,689,505.20 $10,689,505.20 2-122 CITY OF AVENTURA 2012 (A) LOAN DEBT SERVICE FUND —250 CATEGORY SUMMARY FISCAL YEAR 2017/18 FUND DESCRIPTION This fund was established to account for debt service payment expenditures associated with the 2002 Loan which was used to acquire property for the Charter School and partially fund the Community Recreation Center. The original debt issued in 2002 was refinanced in 2012. REVENUE PROJECTIONS OBJECT APPROVED HALFYEAR CITY MANAGER CODE ACTUAL ACTUAL BUDGET ACTUAL PROPOSAL NO. CATEGORY RECAP 2014/15 2015/16 2016/17 2015/16 2017/18 310000/319999 Locally Levied Taxes $ $ $ $ $ 3200001329999 Licenses&Permits 3300001339999 Intergovernmental Revenues 3400001349999 Charges for Services 3500001359999 Fines&Forfeitures 3600001369999 Miscellaneous Revenues (104) 4 3 3800001389999 TransferlDebt Proceeds 396,406 396,855 397,038 198,519 352,228 399900/399999 Fund Balance 7,506 7,449 7,504 3,752 Total Available $ 403,808 $ 404,308 $ 404,542 $ 202,274 $ 352,228 EXPENDITURES OBJECT APPROVED HALF YEAR CITY MANAGER CODE ACTUAL ACTUAL BUDGET ACTUAL PROPOSAL NO. CATEGORY RECAP 2014/15 2015/16 2016/17 2015/16 2017/18 1000/2999 Personal Services $ $ $ $ $ 300013999 Contractual Services 400014999 Other Charges&Services 500015399 Commodities 540015999 Other Operating Expenses IFTotal Operating Expenses 6000/6999 Capital Outlay 700017999 Debt Service 396,359 396,804 404,542 198,521 352,228 9000/9999 Transfers Total Expenditures $ 396,359 $ 396,804 $ 404,542 $ 198,521 $ 352,228 2-123 CITY OF AVENTURA 2012 (A) LOAN DEBT SERVICE FUND 250 2017/18 REVENUE PROJECTIONS OBJECT APPROVED HALFYEAR CITY MANAGER CODE ACTUAL ACTUAL BUDGET ACTUAL PROPOSAL NO. CATEGORY RECAP 2014/15 2015/16 2016/17 2015/16 2017/18 Miscellaneous Revenues 3611000 Interest $ (104) $ 4 $ $ 3 $ Subtotal (104) 4 3 Transfer/Debt Proceeds 3811001 Transfer from General Fund 396,406 396,855 397,038 198,519 352,228 Subtotal 396,406 396,855 397,038 198,519 352,228 Fund Balance 3999000 Carryover 7,506 7,449 7,504 3,752 Subtotal 7,506 7,449 7,504 3,752 - Total Revenues $ 403,808 $ 404,308 $ 404,542 $ 202,274 $ 352,228 EXPENDITURES 9001-590 OBJECT APPROVED HALF YEAR CITY MANAGER CODE ACTUAL ACTUAL BUDGET ACTUAL PROPOSAL NO. CATEGORY RECAP 2014/15 2015/16 2016/17 2015/16 2017/18 DEBT SERVICE Non-Departmental-9001-590 7130 Principal $ 307,190 $ 314,279 $ 321,368 $ 160,684 $ 283,560 7230 Interest 89,169 82,525 75,674 37,837 68,668 7330 Other Debt Service Costs 7,500 Total Expenditures $ 396,359 $ 396,804 $ 404,542 $ 198,521 $ 352,228 REVENUE PROJECTION RATIONALE 3811001 Transfer From General Fund - Amount transferred from the General Fund to fund debt service costs. BUDGET JUSTIFICATIONS 7130 Principal - Principal payment due 8/1/2018 on the Loan which financed the acquisition of the charter school site and the balance of Community/Recreation Center. 7230 Interest - Interest payments due on the loan which will be payable on 2/1/2018 and 8/1/2018. 2-124 CITY OF AVENTURA 2012 (A) LOAN DEBT SERVICE FUND 250 Bank Qualified Loan Refunding Bonds, Series 2012 AMORTIZATION SCHEDULE Fiscal Year Date Principal Coupon Interest Debt Service Debt Service 2/1/2013 $ - $ 63,934.14 $ 63,934.14 8/1/2013 278,834.00 2.180% 50,921.00 329,755.00 $ 393,689.14 2/1/2014 - 47,881.71 47,881.71 8/1/2014 300,101.00 2.180% 47,881.71 347,982.71 395,864.41 2/1/2015 - 44,610.60 44,610.60 8/1/2015 307,190.00 2.180% 44,610.60 351,800.60 396,411.21 2/1/2016 - 41,262.23 41,262.23 8/1/2016 314,279.00 2.180% 41,262.23 355,541.23 396,803.47 2/1/2017 - 37,836.59 37,836.59 8/1/2017 321,368.00 2.180% 37,836.59 359,204.59 397,041.18 2/1/2018 - 34,333.68 34,333.68 8/1/2018 283,560.00 2.180% 34,333.68 317,893.68 352,227.36 2/1/2019 - 31,242.88 31,242.88 8/1/2019 290,649.00 2.180% 31,242.88 321,891.88 353,134.75 2/1/2020 - 28,074.80 28,074.80 8/1/2020 297,738.00 2.180% 28,074.80 325,812.80 353,887.61 2/1/2021 - 24,829.46 24,829.46 8/1/2021 302,464.00 2.180% 24,829.46 327,293.46 352,122.92 2/1/2022 - 21,532.60 21,532.60 8/1/2022 311,916.00 2.180% 21,532.60 333,448.60 354,981.20 2/1/2023 - 18,132.72 18,132.72 8/1/2023 316,642.00 2.180% 18,132.72 334,774.72 352,907.43 2/1/2024 - 14,681.32 14,681.32 8/1/2024 326,094.00 2.180% 14,681.32 340,775.32 355,456.64 2/1/2025 - 11,126.89 11,126.89 8/1/2025 333,183.00 2.180% 11,126.89 344,309.89 355,436.79 2/1/2026 - 7,495.20 7,495.20 8/1/2026 340,272.00 2.180% 7,495.20 347,767.20 355,262.40 2/1/2027 - 3,786.23 3,786.23 8/1/2027 347,361.00 2.180% 3,786.23 351,147.23 354,933.47 $ 4,671,651.00 $ 848,508.98 $5,520,159.98 $ 5,520,159.98 2-125 CITY OF AVENTURA 2012 (B) LOAN DEBT SERVICE FUND —290 CATEGORY SUMMARY FISCAL YEAR 2017/18 FUND DESCRIPTION This fund was established to account for debt service payment expenditures associated with the Florida Intergovernmental Finance Commission Loan which was used to fund the construction and equipment for of the Aventura Charter Elementary School. The original debt issued in 2002 was refinanced in 2012. REVENUE PROJECTIONS OBJECT APPROVED HALFYEAR CITY MANAGER CODE ACTUAL ACTUAL BUDGET ACTUAL PROPOSAL NO. CATEGORY RECAP 2014/15 2015/16 2016/17 2015/16 2017118 3100001319999 Locally Levied Taxes $ $ $ $ $ 320000/329999 Licenses&Permits 330000/339999 Intergovernmental Revenues 340000/349999 Charges for Services 350000/359999 Fines&Forfeitures 360000/369999 Miscellaneous Revenues 677 975 201 380000/389999 Transfer/Debt Proceeds 444,000 444,000 446,580 223,290 393,070 3999001399999 Fund Balance FTotal Available = $ 444,677 $ 444,975 $ 446,580 $ 223,491 $ 393,070 EXPENDITURES OBJECT APPROVED HALFYEAR CITY MANAGER CODE ACTUAL ACTUAL BUDGET ACTUAL PROPOSAL NO. CATEGORY RECAP 2014/15 2015/16 2016117 2015116 2017118 1000/2999 Personal Services $ $ $ $ $ 3000/3999 Contractual Services 4000/4999 Other Charges&Services 5000/5399 Commodities 5400/5999 Other Operating Expenses Total Operating Expenses 6000/6999 Capital Outlay 7000/7999 Debt Service 442,377 442,814 446,580 221,540 393,070 9000/9999 Transfers Total Expenditures $ 442,377 $ 442,814 $ 446,580 $ 221,540 $ 393,070 2-126 CITY OF AVENTURA 2012(B)LOAN DEBT SERVICE FUND 290 2017118 REVENUE PROJECTIONS OBJECT APPROVED HALFYEAR CITY MANAGER CODE ACTUAL ACTUAL BUDGET ACTUAL PROPOSAL NO. CATEGORY RECAP 2014/16 2016/16 2016/17 2016/16 2017/18 Miscellaneous Revenues 3611000 Interest $ 677 $ 976 $ $ 201 $ Subtotal 677 976 201 Transfer/Debt Proceeds 3811001 Transfer from General Fund 3811901 Transfer from Charter School Fund 444,000 444,000 446,680 223,290 3933070 Subtotal 4443000 4443000 4463680 2233290 393,070 Fund Balance 3999000 Carryover WSubtotal Total Revenues $ 4443677 $ 4443976 $ 4463680 $ 2233491 $ 3933070 EXPENDITURES 9001.690 OBJECT APPROVED HALFYEAR CITY MANAGER CODE ACTUAL ACTUAL BUDGET ACTUAL PROPOSAL NO. CATEGORY RECAP 2014/16 2016/16 2016/17 2016/16 2017/18 DEBT SERVICE Non-Departmental-9001.690 7130 Principal $ 3423810 $ 3603721 $ 3683632 $ 1793316 $ 3163440 7230 Interest 993667 923093 843448 423224 763630 7330 Other Debt Service Costs 3,600 Total Expenditures $ 4423377 $ 4423814 $ 4463680 $ 2213640 $ 3933070 REVENUE PROJECTION RATIONALE 3811901 Transfer From Charter School Fund — Transfer of funds for lease payment from Charter School Fund for elementary school to fund debt service costs for construction of school. BUDGET JUSTIFICATIONS 7130 Principal — Principal payment due 8/1/2018 on the Loan which financed the acquisition of the charter school site and the balance of Community/Recreation Center. 7230 Interest — Interest payments due on the loan which will be payable on 2/1/2018 and 8/1/2018. 2-127 CITY OF AVENTURA 2012 (B) LOAN DEBT SERVICE FUND 290 Bank Qualified Loan Refunding Bonds, Series 2012 AMORTIZATION SCHEDULE Fiscal Year Date Principal Coupon Interest Debt Service Debt Service 2/1/2014 $ - $ 53,433.79 $ 53,433.79 8/1/2014 334,899.00 2.180% 53,433.79 388,332.79 $ 441,766.59 2/1/2015 - 49,783.40 49,783.40 8/1/2015 342,810.00 2.180% 49,783.40 392,593.40 442,376.79 2/1/2016 - 46,046.77 46,046.77 8/1/2016 350,721.00 2.180% 46,046.77 396,767.77 442,814.53 2/1/2017 - 42,223.91 42,223.91 8/1/2017 358,632.00 2.180% 42,223.91 400,855.91 443,079.82 2/1/2018 - 38,314.82 38,314.82 8/1/2018 316,440.00 2.180% 38,314.82 354,754.82 393,069.64 2/1/2019 - 34,865.62 34,865.62 8/1/2019 324,351.00 2.180% 34,865.62 359,216.62 394,082.25 2/1/2020 - 31,330.20 31,330.20 8/1/2020 332,262.00 2.180% 31,330.20 363,592.20 394,922.39 2/1/2021 - 27,708.54 27,708.54 8/1/2021 337,536.00 2.180% 27,708.54 365,244.54 392,953.08 2/1/2022 - 24,029.40 24,029.40 8/1/2022 348,084.00 2.180% 24,029.40 372,113.40 396,142.80 2/1/2023 - 20,235.28 20,235.28 8/1/2023 353,358.00 2.180% 20,235.28 373,593.28 393,828.57 2/1/2024 - 16,383.68 16,383.68 8/1/2024 363,906.00 2.180% 16,383.68 380,289.68 396,673.36 2/1/2025 - 12,417.11 12,417.11 8/1/2025 371,817.00 2.180% 12,417.11 384,234.11 396,651.21 2/1/2026 - 8,364.30 8,364.30 8/1/2026 379,728.00 2.180% 8,364.30 388,092.30 396,456.60 2/1/2027 - 4,225.27 4,225.27 8/1/2027 387,639.00 2.180% 4,225.27 391,864.27 396,089.53 $ 4,902,183.00 $ 818,724.16 $ 5,720,907.16 $ 5,720,907.16 2-128 CITY OF AVENTURA OPERATING AND CAPITAL BUDGET FISCAL YEAR 2017/18 sismE CAPITAL PROJECTS FUND 2-129 CITY OF AVENTURA CAPITAL PROJECTS FUND - 392 CATEGORY SUMMARY FISCAL YEAR 2017/18 FUND DESCRIPTION This fund was established to account for impact fees and other revenues specifically earmarked for capital projects restricted by City Ordinance or Commission Policy. REVENUE PROJECTIONS OBJECT APPROVED HALFYEAR CITY MANAGER CODE ACTUAL ACTUAL BUDGET ACTUAL PROPOSAL NO. CATEGORY RECAP 2014/15 2015/16 2016/17 2016/17 2017/18 310000/319999 Locally Levied Taxes $ $ $ $ $ 320000/329999 Licenses&Permits 330000/339999 Intergovernmental Revenues 340000/349999 Charges for Services 350000/359999 Fines&Forfeitures 360000/369999 Miscellaneous Revenues 792,775 254,989 5,000 136,407 380000/389999 Transfer/Debt Proceeds 399900/399999 Fund Balance 1,059,639 1,480,274 1,054,583 527,292 193,327 otalAvailable $ 1,852,414 $ 1,735,263 $ 1,059,583 $ 663,699 $ 193,327 EXPENDITURES OBJECT APPROVED HALFYEAR CITY MANAGER CODE ACTUAL ACTUAL BUDGET ACTUAL PROPOSAL NO. CATEGORY RECAP 2014115 2015/16 2016/17 2016/17 2017/18 1000/2999 Personal Services $ $ $ $ $ 3000/3999 Contractual Services 4000/4999 Other Charges&Services 5000/5399 Commodities 5400/5999 Other Operating Expenses Wotal Operating Expenses - - 6000/6999 Capital Outlay 372,140 680,680 1,059,583 474,008 193,327 7000/7999 Debt Service 9000/9999 Transfers Total Expenditures $ 372,140 $ 680,680 $ 1,059,583 $ 474,008 $ 193,327 2-130 CITY OF AVENTLI A CAPITAL PROJECTS FUND- 392 2017/18 REVENUE PROJECTIONS OBJECT APPROVED HALFYEAR CITY MANAGER CODE ACTUAL ACTUAL BUDGET ACTUAL PROPOSAL NO. CATEGORY RECAP 2014/15 2015/16 2016/17 2016/17 2017/18 Miscellaneous Revenues 3499000 Miscellaneous $ 786,000 $ - $ - $ - $ - 3611000 Interest - - - - 3632200 Police Impact Fees 6,775 136,309 5,000 39,237 3632700 Recreation Impact Fees - 118,680 - 97,170 Subtotal 792,775 254,989 5,000 136,407 - Fund Balance 3999000 Carryover-Public Safety 25,898 - - - 39,327 3999000 Carryover-CommunityServiceE 1,033,741 1,480,274 1,054,583 527,292 154,000 Subtotal 1,059,639 1,480,274 1,054,583 527,292 193,327 Total Revenues $ 1,852,414 $ 1,735,263 $ 1,059,583 $ 663,699 $ 193,327 EXPENDITURES 2001/5001 OBJECT APPROVED HALF YEAR CITY MANAGER CODE ACTUAL ACTUAL BUDGET ACTUAL PROPOSAL NO. CATEGORY RECAP 2014/15 2015116 2016/17 2016117 2017118 CAPITAL OUTLAY Public Safety-2001-521 6320 TVMS Upgrades $ 246,267 $ - $ 8,092 $ - $ - 6999 Capital Reserve - 5,000 39,327 WkUP 246,267 13,092 39,327 Community Services-5001-541/572 6324 Veterans Park Improvements $ - $ - $ - $ - $ 154,000 6325 NE 188th Street Park Improvemi 125,873 680,680 927,811 474,008 - 6999 Capital Reserve - - 118,680 - - Wubtota7W 125,873 680,680 1,046,491 474,008 1543000 Total Expenditures $ 3723140 $ 680,680 $ 1,059,583 $ 474,008 $ 193,327 2-131 REVENUE PROJECTION RATIONALE 3632200 Police Impact Fees — Represents fees collected from new development to pay for additional police and capital equipment costs caused by the impact of the development on services and the community. 3632700 Recreation Impact Fees — Represents fees collected from new development to pay for park improvements caused by the impact of the development on services and the community. 3999000 Carryover - Community Services — Represents funds set aside from the sale of land previously owned by the City on Biscayne Boulevard. CAPITAL PROJECT DESCRIPTIONS 6324 Veterans Park Improvements — This project consists of maintenance projects which replace and update equipment as well as enhancements to the existing features. Replace Playground Equipment $150,000 Replace Playground Pole Padding 4,000 2-132 CITY OF AVENTURA OPERATING AND CAPITAL BUDGET FISCAL YEAR 2017/18 :•moi k STORMWATER UTILITY FUND 2-133 CITY OF AVENTURA STORMWATER UTILITY FUND - 410 CATEGORY SUMMARY FISCAL YEAR 2017/18 FUND DESCRIPTION This fund is used to account for revenues and expenditures specifically earmarked for the construction and maintenance of the City's stormwater drainage system. REVENUE PROJECTIONS OBJECT APPROVED HALFYEAR CITY MANAGER CODE ACTUAL ACTUAL BUDGET ACTUAL PROPOSAL NO. CATEGORY RECAP 2014/15 2015/16 2016/17 2016/17 2017/18 310000/319999 Locally Levied Taxes $ $ $ $ $ 3200001329999 Licenses& Permits 3300001339999 Intergovernmental Revenues 496,293 3400001349999 Charges for Services 926,278 904,116 1,240,804 639,963 1,278,000 350000/359999 Fines&Forfeitures 3600001369999 Miscellaneous Revenues 7,335 11,154 1,000 3,982 7,500 380000/389999 Transfer from Funds 3999001399999 Fund Balance 880,000 2,265,033 1,132,517 FTotal Available $ 2,309,906 $ 915,270 $ 3,506,837 $ 1,776,462 $ 1,285,500 EXPENDITURES OBJECT APPROVED HALFYEAR CITY MANAGER CODE ACTUAL ACTUAL BUDGET ACTUAL PROPOSAL NO. CATEGORY RECAP 2014/15 2015/16 2016/17 2016/17 2017/18 1000/2999 Personal Services $ - $ - $ - $ - $ 300013999 Contractual Services 378,772 598,502 601,802 197,519 650,000 4000/4999 Other Charges&Services 500015399 Commodities 540015999 Other Operating Expenses 297,324 276,238 3,500 Total Operating Expenses 676,096 874,740 601,802 197,519 653,500 6000/6999 Capital Outlay 17,768 290,824 2,905,035 558,459 632,000 9000/9999 Transfers Total Expenditures $ 693,864 $ 1,165,564 $ 3,506,837 $ 755,978 $ 1,285,500 2-134 CITY OF AVENTURA STORMWATER UTILITY FUND 410 2017/18 REVENUE PROJECTIONS OBJECT APPROVED HALFYEAR CITY MANAGER CODE ACTUAL ACTUAL BUDGET ACTUAL PROPOSAL NO. CATEGORY RECAP 2014/16 2016/16 2016/17 2016/17 2017/18 Intergovernmental Revenues 3343606 State Grant $ 496,293 $ $ $ $ Subtotal 496,293 Charges for Services 3439110 Stormwater Utility Fees 926,278 904,116 1,240,804 639,963 1,278,000 Subtotal 926,278 904,116 1,240,804 639,963 1,278,000 Miscellaneous Revenues 3611000 Interest 7,336 11,164 1,000 3,982 7,600 Subtotal 7,336 11,164 1,000 3,982 7,600 Fund Balance 3999000 Carryover 880,000 2,266,033 1,132,617 Subtotal 880,000 2,266,033 1,132,617 Total Revenues $ 2,309,906 $ 916,270 $ 3,606,837 $ 1,776,462 $ 1,286,600 CITY OF AVENTURA STORMWATER UTILITY FUND 410 2017/18 EXPENDITURES 6401 OBJECT APPROVED HALFYEAR CITYMANAGER CODE ACTUAL ACTUAL BUDGET ACTUAL PROPOSAL NO. CATEGORY RECAP 2014/16 2016/16 2016/17 2016/17 2017/18 Operating CONTRACTUAL SERVICES Public Works/Transportation-6401.638 3110 Prof.Services-Engineering $ 13,641 $ 162,724 $ 101,600 $ 46,132 $ 100,000 3460 Lands Maint.-Streets 233,719 260,067 266,600 90,642 360,000 3460 StreetMaint./Drainage 131,412 176,711 244,802 60,846 200,000 Subtotal 378,772 698,602 601,802 197,619 660,000 OTHER OPERATING EXPENSES Public Works/Transportation-6401.638 6410 Subscriptions&Memberships 600 6420 Conferences&Seminars 2,000 6460 Training 1,000 6916 Depreciation 297,324 276,238 Subtotal 297,324 276,238 3,600 CAPITAL OUTLAY Public Works/Transportation-6401.638 6306 Drainage Improvements 17,768 290,824 2,636,887 668,469 96,000 6999 Capital Reserve 368,148 637,000 W'Subtotal'l 17,768 290,824 2,906,036 668,469 632,000 Total Expenditures $ 693,864 $ 1,166,664 $ 3,606,837 $ 766,978 $ 1,286,600 2-135 REVENUE PROJECTION RATIONALE 3439110 Stormwater Utility Fees — It is proposed to maintain the Stormwater fee at $3.50/ERU to fund the required drainage improvements. The revenue amount is based on 30,765 ERUs at 96%. Stormwater Utility Fees $1,300,000 $1,200,000 $1,100,000 $1,000,000 $900,000 $800,000 $700,000 $600,000 $500,000 $400,000 $300,000 y q) CAPITAL PROJECT DESCRIPTIONS 6306 Drainage Improvements — Projects included provide for drainage improvements in areas prone to flooding and addressing the long-term impacts of the rising sea levels by installing check valves in the various drainage outflows throughout the City. Replace County Club Drive Pump Station $95,000 2-136 CITY OF AVENTURA OPERATING AND CAPITAL BUDGET FISCAL YEAR 2017/18 :•moi k POLICE OFFDUTY SERVICES FUND 2-137 CITY OF AVENTURA POLICE OFFDUTY SERVICES FUND —620 CATEGORY SUMMARY FISCAL YEAR 2017/18 FUND DESCRIPTION This Fund was established to account for revenues and expenditures associated with services provided by off duty Police Officers in private customer details to the various businesses and condominium associations. REVENUE PROJECTIONS OBJECT APPROVED HALFYEAR CITY MANAGER CODE ACTUAL ACTUAL BUDGET ACTUAL PROPOSAL NO. CATEGORY RECAP 2014/15 2015/16 2016/17 2016/17 2017/18 310000/319999 Locally Levied Taxes $ $ $ $ $ 3200001329999 Licenses& Permits 3300001339999 Intergovernmental Revenues 3400001349999 Charges for Services 649,744 536,686 400,000 218,659 400,000 350000/359999 Fines &Forfeitures 3600001369999 Miscellaneous Revenues 3800001389999 Transfer from Funds 3999001399999 Fund Balance Total Available $ 649,744 $ 536,686 $ 400,000 $ 218,659 $ 400,000 EXPENDITURES OBJECT APPROVED HALFYEAR CITY MANAGER CODE ACTUAL ACTUAL BUDGET ACTUAL PROPOSAL NO. CATEGORY RECAP 2014/15 2015/16 2016/17 2016/17 2017/18 1000/2999 Personal Services $ 495,731 $ 430,230 $ 400,000 $ 195,596 $ 400,000 3000/3999 Contractual Services 400014999 Other Charges&Services 500015399 Commodities 540015999 Other Operating Expenses Total Operating Expenses 495,731 430,230 400,000 195,596 400,000 6000/6999 Capital Outlay Total Expenditures $ 495,731 $ 430,230 $ 400,000 $ 195,596 $ 400,000 2-138 CITY OF AVENTURA POLICIF)FFDUTY SERVICESYJND 620 Y 2017/18 REVENUE PROJECTIONS OBJECT APPROVED HALF YEAR CITY MANAGER CODE ACTUAL ACTUAL BUDGET ACTUAL PROPOSAL NO. CATEGORY RECAP 2014/15 2015/16 2016/17 2016/17 2017/18 Charges for Services 3421100 Police Detail Billing $ 649,744 $ 536,686 $ 400,000 $ 218,659 $ 400,000 Total Revenues $ 649,744 $ 536,686 $ 400,000 $ 218,659 $ 400,000 EXPENDITURES 2001.521 OBJECT APPROVED HALFYEAR CITY MANAGER CODE ACTUAL ACTUAL BUDGET ACTUAL PROPOSAL NO. CATEGORY RECAP 2014/15 2015/16 2016/17 2016/17 2017/18 PERSONAL SERVICES Public Safety-2001.521 1420 Extra Duty Detail $ 495,731 $ 430,230 $ 400,000 $ 195,596 $ 400,000 Total Expenditures $ 495,731 $ 430,230 $ 400,000 $ 195,596 $ 400,000 REVENUE PROJECTION RATIONALE 3421100 Police Detail Billing — Estimated amount of revenue generated by off-duty details in the City's business and residential communities. 2-139 CITY OF AVENTURA OPERATING AND CAPITAL BUDGET FISCAL YEAR 2017/18 THIS PAGE HAS INTENTIONALLY BEEN LEFT BLANK 2-140 CITY OF AVENTURA OPERATING AND CAPITAL BUDGET FISCAL YEAR 2017/18 sismE SUMMARY OF CAPITAL IMPROVEMENT PROGRAM 3-1 CAPITAL IMPROVEMENT PROGRAM 2017 - 2022 HIGHLIGHTS • Construction and equipment for a new $12,000,000 Charter High School and Gym on NE 213th Street. • Road maintenance projects that total $2,657,000 to resurface asphalt and enhance safety are included; Yacht Club Drive, Mystic Point Drive, NE 187th Street, NE 185th Street, Aventura Boulevard, NE 34th Avenue, NE 28th Avenue, NE 190th Street, Yacht Club Way, south portion of the hospital district and NE 188th Street, NE 183rd Street and NE 31St Street. • Provides funding in the amount of $980,000 to retrofit street lighting throughout the City with more energy efficient LED fixtures. • Provides for improvements to Founders Park, Veterans Park, and Waterways Park, Don Soffer Exercise Trail and Waterways Dog Park in the amount of $995,750 to address maintenance requirements. • Adds a new additional bike share station at the E. Country Club Drive/Mystic Point area. • Funds drainage improvements and upgrades to 10 stormwater outfall check valves to guard against rising sea levels. A total of $770,000 has been earmarked during the five-year period. • Provides the necessary equipment to continue to provide high quality and effective police services. • Continues the implementation of technology improvements and management information systems to enhance the productivity and efficiency of City operations. • Ensures that the tools of production, vehicles, equipment and technology are available for City operations. 3-2 PURPOSE OF THE CAPITAL IMPROVEMENT PROGRAM The purpose of the CIP is to establish a long term plan of proposed capital expenditures, the means and methods of financing, and a schedule of priorities for implementation. In order to determine the impact on the City's operating budget, debt service and the general trend of future expenditures, the City Commission will be provided with the advantage of a CIP document as a point of reference and estimated long-term budget plan. In accordance with the State's Growth Management Act, the City is required to undergo this process in order to meet the needs of its Comprehensive Plan. The CIP is an official statement of public policy regarding long-range capital development within the City. A capital improvement is defined as a capital expenditure of $5,000 or more, resulting in the acquisition, improvement or addition to fixed assets in the form of land, buildings or improvements, more or less permanent in character, and durable equipment with a life expectancy of more than one (1) year. In addition, equipment that has a value of$5,000 or less is also included in this document for budgetary purposes. The CIP lists proposed capital projects to be undertaken, the year in which they will be started, the amount expected to be expended in each year and the method of financing these projects. Based on the CIP, a department's capital outlay portion of the annual Operating Budget will be formulated for that particular year. The CIP document also communicates to the citizens, businesses and interested parties the City's capital priorities and plan for implementing projects. The five-year CIP is updated annually to add new projects in the fifth year, to re-evaluate the program and project priorities in light of unanticipated needs, and to revise recommendations to take account of new requirements and new sources of funding. Capital Improvement programming thus becomes a continuing part of the City's budgeting and management procedures. The annual capital programming process provides the following benefits- 1. enefits:1. The CIP is a tool for implementing the City's Comprehensive Plan. 2. The CIP process provides a mechanism for coordinating among projects with respect to function, location and timing. 3. The yearly evaluation of project priorities ensures that the most crucial projects are developed first. 4. The CIP process facilitates long-range financial planning by matching estimated revenue against capital needs, establishing capital expenditures and identifying the need for municipal borrowing and indebtedness within a sound long-range fiscal framework. 5. The impact of capital projects on the City's operating budget can be projected. 3-3 6. The CIP serves as a source of information about the City's development and capital expenditures plan for the public, City operating departments and the City Commission. LEGAL AUTHORITY A capital programming process to support the comprehensive plan is required by the Local Government Comprehensive Planning and Land Development Regulations, incorporated as Chapter 163, Florida Statues. DEVELOPMENT OF THE CAPITAL IMPROVEMENT PROGRAM The City's capital programming process began in January when operating departments were required to prepare requests for all proposed capital projects anticipated during the period of 2017 — 2022. A CIP Preparation Manual and related forms were distributed to all departments for this purpose. In February, departmental prioritized project requests were submitted to the City Manager's Office. Department Directors were asked to justify projects in terms of benefits derived, necessity to health, safety and welfare of the City, enhancement to City plans and policies, need of residents and funding. Projects were prioritized on the basis of Urgency, Necessity, Desirability and Deferability. The City Manager reviewed departmental requests and conducted individual meetings with Department Directors. The departmental requests were prioritized and the five-year schedule of projects was compiled into document form by the City Manager. The methods of financing and revenue sources were then prepared by the Finance Director and City Manager and were incorporated into the CIP document. At this point, the proposed CIP is submitted to the City Commission and public for review. In order to facilitate public involvement, public hearings and community meetings will be held to unveil and review the CIP document prior to the adoption of a Resolution approving the CIP in principle. 3-4 CAPITAL IMPROVEMENT PROGRAM POLICIES 1. Annually, the City will prepare a five-year capital improvement program analyzing all anticipated capital expenditures and identifying associated funding sources. Future capital expenditures necessitated by changes in population, changes in development, growth, redevelopment or changes in economic base will be calculated and included in the Capital update process. 2. The City will perform all capital improvements in accordance with an adopted CIP. 3. The classification of items as capital or operating will be determined by two criteria - cost and frequency. Generally, a capital project has a "useful life" of more than one (1) year and a value of $5,000 or more. In addition, equipment that has a value of$5,000 or less is also included in the document for budgetary purposes. 4. The City will coordinate development of the capital improvement budget with the development of the operating budget. Future operating costs associated with new capital improvements will be projected and included in the operating forecasts. 5. The first year of the five-year capital improvement program will be used as the basis for formal fiscal year appropriations during the annual budget process. 6. The City will maintain all of its assets at a level adequate to protect the City's capital investment and to minimize future maintenance and replacement costs. 7. The City will identify the estimated cost of capital projects and prepare a funding projection that considers revenues and operating costs to be included in the Capital Improvement Program document that is submitted to the City Commission for approval. 8. The City will determine the most appropriate financing method for all new projects. 9. If appropriate, the City will attempt to maintain a mixed policy of pay-as-you-go and borrowing against future revenues for financing capital projects. 10 The City will maintain ongoing maintenance schedules relating to road, sidewalk and drainage system improvements. 11. The City will address and prioritize infrastructure needs on the basis of protecting the health, safety and welfare of the community. 12. A CIP preparation calendar shall be established and adhered to. 13. Capital projects will conform to the City's Comprehensive Plan. 14. Long-term borrowing will not be used to fund current operations or normal maintenance. 15. The City will strive to maintain an unreserved General Fund Fund Balance at a level not less than 10% of the annual General Fund revenue. 16. If new project appropriation needs are identified at an interim period during the fiscal year, the funding sources will be identified and mid-year budget amendments will be utilized to provide formal budgetary authority. In addition budget amendments may be utilized to increase appropriations for specific capital projects. 3-5 PREPARING THE CAPITAL BUDGET The most important year of the schedule of projects is the first year. It is called the Capital Budget and is adopted separately from the five-year program as part of the annual budget review process. Based on the CIP, each department's capital outlay portion will be formulated for that particular year. Each year the CIP will be revised and another year will be added to complete the cycle. Capital Improvement Programming thus becomes a continuing part of the City's budget and management process. The Capital Budget is distinct from the Operating Budget. The Capital Budget authorizes capital expenditures, while the Operating Budget authorizes the expenditure of funds for employee salaries, supplies and materials. Through the City's amendment process, changes can be made to the adopted Capital Budget during the fiscal year. A request for amendment is generated by an operating department based on an urgent need for new capital project or for additional funding for a previously approved project. The request is reviewed by the Finance Director and City Manager and, if approved by the City Manager, a budget amendment is presented to the City Commission. LOCATING A SPECIFIC CAPITAL PROJECT The Capital Improvement Program is divided into five (5) program areas as follows: Beautification and Parks Facilities (BP) Transportation, Drainage and Infrastructure Improvements (TDI) Public Buildings and Facilities Improvements (PBF) Information/Communication Technology (ICT) Capital Equipment Purchase & Replacement (CE) Each project in the Capital Improvement Program has a unique project number. This project number appears at the beginning of the individual project descriptions and the Summary by Year tables. The first digit refers to functional category priority number assigned by the City Manager. The final digits outline the individual department requesting the project. For example, project BP1-CS is Beautification and Parks project number one which was requested by the Community Services Department. 3-6 SUMMARY OF RECOMMENDED PROJECTS The proposed 2017 — 2022 CIP includes 36 projects in five (5) functional categories with a total value of $25,588,425. The following represents the percentage of total funding that each functional category has been allocated: Beautification & Parks Facilities (4%), Transportation, Drainage and Infrastructure Improvements (18%), Capital Equipment Purchase and Replacement (14%), Information/Communication Technology (16%) and Public Buildings and Facilities Improvements (48%). SUMMARY OF MAJOR PROGRAMS The following table presents a summarized breakdown of the costs of the various projects recommended for funding categorized by major function for each of the five (5) years covered by the CIP. Table 1 Program 2017118 2018119 2019120 2020121 2021122 TOTAL Beautification &Parks Facilities $ 246,600 $ 214,860 $ 62,600 $ 308,060 $ 163,860 $ 996,760 Transportation, Drainage & 1,043,000 836,000 866,000 828,000 891,000 4,464,000 Infrastructure Public Buildings&Facilities 6,148,000 7,080,000 93,600 16,000 66,000 12,392,600 Information/Communication 866,676 942,376 817,376 763,276 834,876 4,224,476 Technology Capital Equipment 746,900 914,400 673,700 709,900 476,800 3,621,700 Totals $ 8,060,976 $ 9,987,626 $ 2,603,076 $ 2,624,226 $ 2,422,626 $ 26,688,426 Capital Improvement Program 2017/18 — 2021/22 Summary By Function Capital Equipment 14% Beautification& Parks Facilities Transportation, 4% Drainage& Infrastructure 18% Information Technology 16% Public Buildings 48% 3-7 SUMMARY OF PROPOSED APPROPRIATIONS BY FUNDING SOURCE The following table reflects the distribution of all proposed projects to the funding source or mechanism, which is appropriate for funding the projects for each of the five (5) years of the program. Table 2 Capital Improvement Program 2017/18 — 2021/22 Summary By Funding Source Funding Source 2017/18 2018/19 2019/20 2020/21 2021/22 TOTAL General $ 1,600,976 $ 1,763,626 $ 1,196,676 $ 1,461,826 $ 1,070,626 $ 6,983,626 Stormwater Utility 96,000 126,000 126,000 176,000 260,000 770,000 Capital Projects Fund 164,000 - - - - 164,000 Loan Proceeds 6,000,000 1,000,000 - - - 6,000,000 Charter School 191 - 6,000,000 - - - 6,000,000 Charter School 190 363,000 398,000 460,600 334,400 461,000 1,996,900 Transportation Fund 948,000 711,000 731,000 663,000 641,000 3,684,000 $ 8,060,976 $ 9,987,626 $ 2,603,076 $ 2,624,226 $ 2,422,626 $ 26,688,426 The proposed funding plan involves a commitment to "pay—as-you-go" annual appropriations established in yearly budgets and does not include additional long-term debt. Funding Source Summary Capital Projects Charter School Fund Fund � 190 0 0 Stormwater Utility 1/0� o 3% Loan Proceeds 24% General 27% Charter School 191 Transportation Fund 23% 14% 3-8 SUMMARY OF PROJECTS BY LOCATION AND YEAR The following outlines the major projects by location and the year they are proposed to be funded: Table 3 Capital Improvement Program 2017/18 — 2021/22 Summary By Location Resurfacing Street Lighting Drainage Park Location Improvements Improvements Founders Park 2017 to 2021 Waterways Park 2019 to 2022 Veterans Park 2017 to 2021 Waterways Dog Park 2018 & 2021 Yacht Club Drive 2017/18 Mystic Point Drive 2017/18 NE 187th Street 2018/19 NE 185th Street 2018/19 Aventura Boulevard 2019/20 NE 34th Avenue 2019/20 NE 28th Avenue 2019/20 NE 190th Street 2020/21 Yacht Club Way 2020/21 Hospital District 2020/21 NE 188th Street 2021/22 NE 183rd Street 2021/22 N E 31 st Street 2021/22 3-9 SUMMARY OF FINANCING PLAN MODEL Detailed funding plans for individual funds of the City are enclosed herein in the following sections. The following represents an overview of the major points of the recommended funding plan: 1 . Utilize "pay-as-you-go" financing through annual appropriations to fund the five year amount of$13,588,425 not including the Aventura Charter School Project. 2. Fund the estimated $12,000,000 costs associated with the Aventura Charter School Project by utilizing $6,000,000 from the General Fund Reserve and a $6,000,000 Bank Loan. The cost of the new debt would have limited long-term impact on the City's finances, as the new debt service would be funded from a portion of the City's Debt Service being paid off in 2019/20. 3. Adjusts property tax revenues based on projected conservative growth in assessments. RECAP OF AVAILABLE RESOURCES vs PROPOSED APPROPRIATIONS GENERAL FUND CAPITAL IMPROVEMENT PROGRAM 2017/18 2018/19 2019/20 2020/21 2021/22 TOTAL PROJECTED AVAILABLE RESOURCES $37,841,634 $39,237,545 $39,961,120 $41,276,361 $42,288,950 PROJECTED OPERATING EXPENDITURES 33,432,654 34,488,168 35,379,366 36,703,358 38,000,574 DEBT SERVICE REQUIREMENTS 2,058,255 2,054,667 2,563,953 2,043,042 2,043,042 SUBTOTAL-EXPENDITURES 35,490,909 36,542,835 37,943,319 38,746,400 40,043,616 BALANCE AFTER OPERATING COSTS 2,350,725 2,694,710 2,017,801 2,529,961 2,245,334 LESS CIP APPROPRIATIONS 1,500,975 1,753,625 1,196,575 1,461,825 1,070,525 BALANCE $ 849,750 $ 941,085 $ 821,226 $ 1,068,136 $ 1,174,809 IMPACT OF CAPITAL PROJECTS ON OPERATING BUDGET In the 5-year Capital Improvement Program there are no projects that have a significant impact on the City's operating budget. The majority of the projects are considered maintenance of infrastructure or equipment replacement or purchase. 3-10 TABLE 1 PROPOSED BEAUTIFICATION AND PARK FACILITIES IMPROVEMENTS PROJECTS SCHEDULED FOR 2017/18-2021/22 SUMMARY BY YEAR CIP# Project Title Dept. BP1 Founders Park Improvements CS $ 72,500 $ 185,000 $ 35,000 $ 50,000 $ 89,100 $ 431,600 BP2 Waterways Park Improvements CS - - 6,900 248,050 26,400 281,350 BP3 Veterans Park Improvements CS 154,000 5,500 - - 28,600 188,100 BP4 Waterways Dog Park Improvements CS 4,000 - 9,750 13,750 BP5 Exercise Trail Improvements PW/T 10,400 10,600 10,800 - - 31,800 BP6 City-wide Beautification Improvements PW/T 9,600 9,750 9,800 10,000 10,000 49,150 Totals $ 246,500 $ 214,850 $ 62,500 $ 308,050 $ 163,850 $ 995,750 TABLE 2 PROPOSED BEAUTIFICATION AND PARK FACILITIES IMPROVEMENTS PROJECTS SCHEDULED FOR 2017/18-2021/22 FUNDING PLAN General Capital Projects CIP# Project Title Dept. BP1 Founders Park Improvements CS $ 431,600 $ 431,600 $ BP2 Waterways Park Improvements CS 281,350 281,350 - BP3 Veterans Park Improvements CS 188,100 34,100 154,000 BP4 Waterways Dog Park Improvements CS 13,750 13,750 - BP5 Exercise Trail Improvements PW/T 31,800 31,800 BP6 City-wide Beautification Improvements PW/T 49,150 49,150 - Totals $ 995,750 $ 841,750 $ 154,000 3-11 TABLE 1 PROPOSED TRANSPORTATION, DRAINAGE AND INFRASTRUCTURE IMPROVEMENTS PROJECTS SCHEDULED FOR 2017/18-2021/22 SUMMARY BY YEAR # Project Title Er i2021/22 Total TD11 Stormwater Drainage Improvements PW/T $ 95,000 $ 125,000 $ 125,000 $ 175,000 $ 250,000 $ 770,000 TD12 Road Resurfacing Program PW/T 501,000 311,000 551,000 653,000 641,000 2,657,000 TD13 Bike Share Station Addition PW/T 47,000 - - - - 47,000 TD14 Street Lighting Improvements PW/T 400,000 400,000 180,000 - - 980,000 Totals $ 1,043,000 $ 836,000 $ 856,000 $ 828,000 $ 891,000 $ 4,454,000 TABLE 2 PROPOSED TRANSPORTATION, DRAINAGE AND INFRASTRUCTURE IMPROVEMENTS PROJECTS SCHEDULED FOR 2017/18-2021/22 FUNDING PLAN utility General Transportation CIP# Project Title I Fund Fund Fund TD11 Stormwater Drainage Improvements PW/T $ 770,000 $ 770,000 $ - $ - TD12 Road Resurfacing Program PW/T 2,657,000 - - 2,657,000 TD13 Bike Share Station Addition PW/T 47,000 47,000 TD14 Street Lighting Improvements PW/T 980,000 - 980,000 Totals $ 4,454,000 $ 770,000 $ $ 3,684,000 3-12 TABLE 1 PROPOSED PUBLIC BUILDING AND FACILITIES IMPROVEMENTS PROJECTS SCHEDULED FOR 2017/18-2021/22 SUMMARYBY YEAR fi M30 PBF1 Aventura Charter High School Construction CS $ 5,000,000 $ 7,000,000 - $ $ 12,000,000 PBF2 HVAC Replacements PWIF 114,000 80,000 57,000 15,000 56,000 322,000 PBF3 Community Recreation Center Improvements CS 34,000 - 13,500 - - 47,500 PBF4 AACC Improvements AACC - - 23,000 - - 23,000 Totals $ 5,148,000 $ 7,080,000 $ 93,500 $ 15,000 $ 56,000 $ 12,392,500 TABLE 2 PROPOSED PUBLIC BUILDING AND FACILITIES IMPROVEMENTS PROJECTS SCHEDULED FOR2017/18-2021/22 FUNDING PLAN ad r -Eharter General Bank T- i Fund AL Loan PBF1 Aventura Charter High School Construction CS $ 12,000,000 $6,000,000 $ 6,000,000 PBF2 HVAC Replacements PW/T $ 322,000 $ 162,000 $ 160,000 PBF3 Community Recreation Center Improvements CS 47,500 - 47,500 PBF4 AACC Improvements AACC 23,000 - 23,000 Totals $ 12,392,500 $6,000,000 $ 162,000 $ 230,500 $ 6,000,000 3-13 TABLE 1 PROPOSED COMMUNICATIONS AND COMPUTERS EQUIPMENT PROJECTS SCHEDULED FOR 2017/18-2021/22 SUMMARY BY YEARCIP# Project Title ICT1 Police Computers Systems<$5000 PD $ 205,375 $ 175,375 $ 111,375 $ 130,375 $ 136,375 $ 758,875 ICT2 Central Computer System>$5000 IT 240,000 210,000 255,000 240,000 255,000 1,200,000 ICT3 Radios PD 35,200 172,000 20,000 32,000 10,000 269,200 ICT4 Computer Equipment<$5000 ACES 237,000 242,000 261,000 232,400 272,000 1,244,400 ICT5 Computer Equipment>$5000 ACES 102,000 110,000 132,500 102,000 133,000 579,500 ICT6 Computer Equipment<$5000 IT 6,000 6,000 6,000 6,000 6,000 30,000 ICT7 Computer Equipment<$5000 F 3,000 3,000 5,000 2,000 3,000 16,000 ICT8 Computer Equipment<$5000 CM 2,000 - - - - 2,000 ICT9 Computer Equipment<$5000 PW/T 6,000 8,000 2,000 2,000 2,000 20,000 ICT10 Computer Equipment<$5000 CS 17,000 5,500 8,000 9,000 6,000 45,500 ICT11 Computer Equipment<$5000 CD 4,000 4,500 3,500 4,500 3,500 20,000 ICT12 Computer Equipment<$5000 AACC 6,000 5,000 11,000 2,000 6,000 30,000 ICT13 Computer Equipment<$5000 CC 3,000 1,000 2,000 1,000 2,000 9,000 Totals $ 866,575 $ 942,375 $ 817,375 $ 763,275 $ 834,875 $ 4,224,475 TABLE 2 PROPOSED COMMUNICATIONS AND COMPUTERS EQUIPMENT PROJECTS SCHEDULED FOR 2017/18-2021/22 FUNDING PLAN Charter General School CIP# Project Title Dept.# Tota I Fund Fund Police Computers Systems<$5000 PD $ 758,875 $ 758,875 ICT2 Central Computer System>$5000 IT 1,200,000 1,200,000 ICT3 Radios and E911 System PD 269,200 269,200 - ICT4 Computer Equipment<$5000 ACES 1,244,400 - 1,244,400 ICT5 Computer Equipment>$5000 ACES 579,500 - 579,500 ICT6 Computer Equipment<$5000 IT 30,000 30,000 - ICT7 Computer Equipment<$5000 F 16,000 16,000 ICT8 Computer Equipment<$5000 CM 2,000 2,000 ICT9 Computer Equipment<$5000 PW/T 20,000 20,000 ICT10 Computer Equipment<$5000 CS 45,500 45,500 ICT11 Computer Equipment<$5000 CD 20,000 20,000 ICT12 Computer Equipment<$5000 AACC 30,000 30,000 ICT13 Computer Equipment<$5000 CC 9,000 9,000 - Totals $ 4,224,475 $ 2,400,575 $ 1,823,900 3-14 TABLE 1 PROPOSED CAPITAL EQUIPMENT PURCHASE AND REPLACEMENT PROJECTS SCHEDULED FOR 2017/18-2021/22 SUMMARY BY YEAR i ASML CE1 Vehicle Purchase&Replacements PD $ 410,000 $ 535,000 $ 458,000 $ 430,500 $ 187,000 $ 2,020,500 CE2 Equipment Purchase and Replacement>5000 PD 106,000 137,500 124,500 143,000 109,000 620,000 CE3 Equipment Purchase and Replacement<5000 PD 73,800 77,700 29,600 15,600 15,600 212,300 CE4 Equipment Purchase and Replacement>5000 CS 40,850 51,200 15,100 16,800 26,200 150,150 CE5 Equipment Purchase and Replacement>5000 PW/T 28,000 30,000 - - 60,000 118,000 CE6 Equipment Purchase and Replacement<5000 CS 16,050 15,000 6,500 2,000 7,500 47,050 CE7 Equipment Purchase and Replacement>5000 AACC 58,200 43,000 40,000 102,000 71,500 314,700 CE8 Equipment Purchase and Replacement>5000 CD - 25,000 - - - 25,000 CE9 Equipment Purchase and Replacement>5000 ACES 14,000 - - - - 14,000 Totals $ 746,900 $ 914,400 $ 673,700 $ 709,900 $ 476,800 $ 3,521,700 TABLE 2 PROPOSED CAPITAL EQUIPMENT PURCHASE AND REPLACEMENT PROJECTS SCHEDULED FOR 2017/18-2021/22 FUNDING PLAN r Charter General School CIP# SojectTitle Fund Fund CE1 Vehicle Purchase&Replacements PD $ 2,020,500 $ 2,020,500 CE2 Equipment Purchase and Replacement>5000 PD 620,000 620,000 CE3 Equipment Purchase and Replacement<5000 PD 212,300 212,300 CE4 Equipment Purchase and Replacement>5000 CS 150,150 150,150 CE5 Equipment Purchase and Replacement>5000 PW/T 118,000 118,000 CE6 Equipment Purchase and Replacement<5000 CS 47,050 47,050 CE7 Equipment Purchase and Replacement>5000 AACC 314,700 314,700 CE8 Equipment Purchase and Replacement>5000 CD 25,000 25,000 CE9 Equipment Purchase and Replacement>5000 ACES 14,000 - 14,000 Totals $ 3,521,700 $ 3,507,700 $ 14,000 3-15 CITY OF AVENTURA CAPITAL OUTLAY 2017/18-2021/22 IMPACT OF CAPITAL PROJECTS ON OPERATING BUDGET Im ESTIMATED OBJECT CITY MANAGER USEFULE ANNUAL OPERATING BUDGET IMPACT CODE PROPOSAL PROJECT LIFE NO. ACCOUNT NO. CATEGORY RECAP 2017/18 DESCRIPTION (YEARS) 2017/18 2018/19 019/2020 2020/2021 2021/22 001-80XX City Manager-8005-512 6402 001-8005-512.64-02 Computer Equipment<$5,000 $ 2,000 No impact on operating budget 4 $ - $ City Clerk-8008-519 6402 001-8008-519.64-02 Computer Equipment<$5,000 3,000 No impact on operating budget 4 - - - - - Finance-8010-513 6402 001-8010-513.64-02 Computer Equipment<$5,000 3,000 No impact on operating budget 4 - - - - - Information Technology.-8012-513 6401 001-8012-513.64-01 Computer Equipment>$5,000 240,000 No impact on operating budget 4 - - - - - 6402 001-8012-513.64-02 Computer Equipment<$5,000 6,000 No impact on operating budget 4 - - - - - Police-8020-521 6402 001-8020-521.64-02 Computer Equipment<$5,000 205,375 No impact on operating budget 4 - - - - - 6407 001-8020-521.64-07 Radio Purchase&Replace. 35,200 No impact on operating budget 5 - - - - - 6410 001-8020-521.64-10 Equipment>$5,000 106,000 No impact on operating budget 5 - - - - - 6411 001-8020-521.64-11 Equipment<$5,000 73,800 No impact on operating budget 5 - - - - - 6450 001-8020-521.64-50 Vehicles 410,000 No impact on operating budget 5 - - - - - Comm unity Development-8040-524 6402 001-8040-524.64-02 Computer Equipment<$5,000 4,000 No impact on operating budget 4 - - - - - Comm unity Services-8050-539/572 6402 001-8050-539.64-02 Computer Equipment<$5,000 17,000 No impact on operating budget 4 - - - - - 6410 001-8050-539.64-10 Equipment>$5,000 40,850 No impact on operating budget 5 - - - - - 6411 001-8050-539.64-11 Equipment<$5,000 16,050 No impact on operating budget 5 - - - - - 6205 001-8050-572.62-05 Community Center Improvements 34,000 No impact on operating budget 10 - - - - - 6310 001-8050-572.63-10 Aventura Founders Park 72,500 No impact on operating budget 10 - - - - - Public Works/Transportation-8054-541 6420 001-8054-539.64-20 HVAC Replacements 114,000 No impact on operating budget 5 - - - - - 6301 001-8054-541.63-01 Beautification Projects 9,600 No impact on operating budget 5 - - - - - 6353 001-8054-541.63-53 Exercise Trail Improvements 10,400 No impact on operating budget 5 - - - - - 6402 001-8054-541.64-02 Computer Equipment<$5,000 6,000 No impact on operating budget 4 - - - - - 6410 001-8054-541.64-10 Equipment>$5,000 28,000 No impact on operating budget 5 - - - - - Arts&Cultural Center-8070-575 6402 001-8070-575.64-02 Computer Equipment<$5,000 6,000 No impact on operating budget 4 - - - - - 6410 001-8070-575.64-10 Equipment>$5,000 58,200 No impact on operating budget 5 - - - - - Non-Departmental-8090-590 6999 001-8090-590.69-99 Capital Reserve 14,772,304 WA N/A N/A N/A N/A N/A WA Total Capit� $ 16,273,279 $ - $ - $ - $ - $ - - TRANSPORTATION AND STREET MAINTENANCE FUND-120 Public W orks/Trans portation-5401-541 6305 120-5401-541.63-05 Road Resurfacing $ 501,000 No impact on operating budget 10 $ - $ - $ - $ - $ - 6307 120-5401-541.63-07 Street Lighting Im prov. 400,000 No impact on operating budget 10 - - - - - 6308 120-5401-541.63-08 Citywide Bicycle Sharing 47,000 No impact on operating budget 10 - - - - - 6999 120-5401-541.69-99 Capital Reserve 1,547,125 N/A N/A N/A N/A N/A N/A N/A Total Capital $ 2,495,125 $ - $ - $ - $ - $ - CAPITAL PROJECTS FUND-392 Police-2001-521 6999 392-2001-521.69-99 Capital Reserve $ 39,327 WA N/A N/A WA WA N/A N/A Community Services-5001-572 6324 392-5001-572.63-24 Veterans Park Improvements 154,000 WA 10 - - - - - Total Capital $ 193,327 $ - $ - $ - $ - $ - STORMWATER UTILITY FUND-410 Public Works/Trans portation-5401-538 6306 410-5401-538.63-06 Drainage Improvements $ 95,000 No impact on operating budget 10 $ - $ - $ - $ - $ - 6999 410-5401-538.69-99 Capital Reserve 537,000 N/A N/A N/A N/A N/A N/A N/A Total Capital $ 632,000 $ - $ - $ - $ - $ - 3-16 CITY OF AVENTURA OPERATING AND CAPITAL BUDGET FISCAL YEAR 2017/18 • , GLOSSARY 4-1 Account appropriation is limited in amount to the A term used to identify an individual asset, time it may be expended. liability, expenditure control, revenue control, encumbrance control or fund Assessed Valuation balance. A valuation set upon real estate or other property by the County Property Accounting System Appraiser and the State as a basis for The total structure of records and levying ad valorem taxes. procedures which discover, record, classify, summarize and report Assets information on the financial position and Cash, receivables or capital assets listed results of operations of the City or any of within the balance sheet. its funds, fund types, balanced account groups or organizational components. Balance Sheet Basic financial statement that describes Accrual Basis of Accounting the basis of accounting used in its A method of accounting where revenues preparation and presentation of a are recorded when service is given and specified date in the City's assets, expenses are recognized when the liabilities and the remaining fund balance benefit is received. or fund equity. Actuary Balanced Budget A person that makes determinations of A budget in which current funds or required contributions to achieve future revenues equal planned expenditures. funding levels that addresses risk and time. Basis Point Equal to 1/100 of 1%. If interest rates rise Ad Valorem Taxes from 7.50% to 7.75%, the difference is Taxes levied on all real and certain referred to as an increase of 25 basis personal property, tangible and intangible, points. according to the property's assessed valuation. Bond A written promise, generally under seal, to Adopted Budget pay a specified sum of money, called the The proposed budget as initially formally face value, at a fixed time in the future, approved by the City Commission. called the date of maturity and carrying interest at a fixed rate, usually payable Amended Budget periodically. Note: The difference between a The adopted budget as formally adjusted note and a bond is that the latter usually runs for by the City Commission. a longer period of time and requires greater legal formality. Amortization Bond Covenants The reduction of debt through regular A legally enforceable promise made to the payments of principal and interest bondholders from the issuer, generally in sufficient to retire the debt instrument at a relation to the funding source utilized for predetermined date known as maturity. repayment. Appropriation An authorization granted by the City Bonded Debt Commission to make expenditures and to That portion of indebtedness represented incur obligations for specific purposes. An by outstanding bonds. 4-2 Budget Capital Outlays A financial operating plan that embodies Non-recurring expenditures of an an estimate of proposed expenditures for infrequent or unusual nature which may a given period (usually a single fiscal year) result in the acquisition/addition to the and the proposed means of financing City's fixed capital assets or infrastructure. them. Capital Projects Fund Budget Calendar A fund established to account for impact A schedule of key dates that the City fees and other revenues specifically utilizes to prepare, adopt and administer earmarked for capital projects restricted the budget. by City Ordinance or Commission Policy. Budget Message Carryover A general discussion of the proposed An existing fund balance that is projected budget as presented in writing by the City to be available for use in the City's annual Manager to the City Commission. budgeted expenditures. Budgetary Control Chart of Accounts The control or management of the City in The classification system used by the City accordance with the approved budget for to organize the accounting for various the purpose of keeping expenditures funds. within the limitations of available appropriations and available revenues. Commercial Paper Represents the level of control at which An unsecured promissory note that is expenditures may not exceed budget. issued for a specific amount, maturing on Any revisions that alter the total a specific day. Normally, the maximum expenditures of a department must be maturity is 270 days, but the most approved by the City Commission. common length is 30 days. Capital Budget Comprehensive Annual Financial A plan of proposed capital outlays and the Report (CAFR) means of financing them for the current This official annual report presents the fiscal period. status of the City's finances in a standardized format. The CAFR is Capital Construction Fund organized by fund and contains two (2) A fund established to account for bond basic types of information: a balance proceeds and expenditures associated sheet that compares assets with liabilities with the purchase of properties to be to be and fund balance and an operating utilized for public parks, cultural center statement that compares revenues and and the permanent Government Center expenditures. and Police Station. Contingency Capital Improvement Program (CIP) An appropriation of funds available to A plan for capital expenditures to be cover unforeseen events that occur during incurred each year over a five-year period the fiscal year. These funds, if not used, to meet capital needs arising from the lapse at year-end. Note: This is not the long-term work program or otherwise. It same as fund balance. sets forth each project or other contemplated expenditure in which the Current Assets Assets that one can reasonably expect to City is to have a part and specifies the full resources estimated to be available to convert into cash, sell or be consumed finance the projected expenditures. through operations within one (1) year. 4-3 Current Liabilities expenses, provision for debt service and Obligation whose liquidation is expected capital outlays. For cash basis accounts, to require the use of existing resources the term covers only actual disbursements classified as current assets or the creation for these purposes. Note: Encumbrances are of Other current liabilities. not considered expenditures. Debt Service Expenses The payment of principal and interest on Charges incurred, whether paid or unpaid, borrowed funds such as bonds. for operation, maintenance and interest and other charges which are presumed to Debt Service Fund benefit the current fiscal period. A fund established to finance and account for the accumulation of resources for and Fiscal Period the payment of, general long-term debt Any period at the end of which a principal and interest. Note: This fund is governmental unit determines its financial also referred to as a "Sinking Fund". condition and the results of its operations and closes its books. Note: it is usually a Debt Service Requirements year, though not necessarily a calendar year. The amounts of revenue which must be provided for a debt service fund so that all Fiscal Year (FY) principal and interest payments can be Any period of 12 consecutive months to made in full and on schedule. which the annual budget applies and at the end of which the City determines its Defeasance financial position and results of operations. A provision that voids a bond when the The City's fiscal year begins October 1St borrower puts cash in escrow via a and ends September 30t" refunding bond issuance sufficient to service the borrower's debt. When a Fixed Assets bond issue is defeased, the borrower sets Land, buildings, machinery, furniture, or aside cash to pay off the bonds, therefore other equipment that have a useful life of the outstanding debt and cash offset each more than one (1) year that cost more other on the balance sheet and are than $5,000. removed from the financial statements. Franchise Fee Depreciation Charges to service providers for The decrease in the value of physical exclusive/non-exclusive rights to operate assets due to their use and the passage within municipal boundaries. Examples of time. include electric, gas, sanitation and towing. Encumbrances Obligations in the form of purchase Full-Time Equivalent Position orders, contracts or salary commitments A part-time position converted to the which are chargeable to an appropriation decimal equivalent of a full-time position and for which a part of the appropriation is based on 2,080 hours/year. reserved. They cease to be encumbrances when paid or when the Fund actual liability is set up. An independent fiscal and accounting entity with a self-balancing set of Expenditures accounts recording cash and/or other For accrual basis accounts, this term resources, together with all related designates total charges incurred, liabilities, obligations, reserves and whether paid or unpaid, including equities which are segregated for the 4-4 Fund Accounts formal action of the City Commission that All accounts necessary to set forth the can, by adoption of an ordinance prior to financial operations and financial the end of the fiscal year, commit fund condition of a fund. balance. Once adopted, the limitation imposed by the ordinance remains in Fund Balance place until a similar action is taken (the The excess of a fund's assets over its adoption of another ordinance) to remove or liabilities and reserves. The City follows revise the limitation. Resources GASB Statement No. 54, Fund Balance accumulated pursuant to stabilization Reporting and Governmental Fund Type arrangements are reported in this Definitions which requires that category. governmental fund financial statements present fund balances based on Assigned: This classification classifications that comprise a hierarchy includes amounts that are constrained by that is based primarily on the extent to the City's intent to be used for a specific which the City is bound to honor purpose but are neither restricted nor constraints on the specific purposes for committed. The City Commission has by which amounts in the respective resolution authorized the City Manager to governmental funds can be spent. assign fund balance. The City Commission may also assign fund The classifications used in the balance as it does when appropriating governmental fund financial statements fund balance to cover a gap between are as follows: estimated revenue and appropriations in Nonspendable: This classification the subsequent year's budget. Unlike includes amounts that cannot be spent commitments, assignments generally can because they are either (a) not in only exist temporarily. In other words, an spendable form or (b) are legally or additional action does not normally have contractually required to be maintained to be taken for the removal of an intact. "Not in spendable form" includes assignment. Conversely, as discussed items that are not expected to be above, an additional action is essential to converted to cash (such as inventories and either remove or revise a commitment. prepaid amounts) and items such as long- term amount of loans and notes Unassigned: This classification receivable, as well as property acquired includes the residual fund balance for the for resale. The corpus (or principal) of a General Fund. This classification permanent fund is an example of an represents fund balance that has not been amount that is legally or contractually assigned to other funds and that has not required to be maintained intact. been restricted, committed, or assigned to specific purposes within the General Restricted: This classification Fund. Unassigned fund balance may also includes amounts for which constraints include negative balances for any have been placed on the use of the governmental fund if expenditures exceed resources either (a) externally imposed by amounts restricted, committed or creditors (such as through a debt covenant), assigned for those specific purposes. grantors, contributors, or laws or regulations of other governments, or (b) General Fund imposed by law through constitutional The fund that is available for any legal provisions or enabling legislation. authorized purpose and which is therefore used to account for all revenues and all Committed: This classification activities except those required to be includes amounts that can be used only accounted for in another fund. Note: The for the specific purposes determined by a 4-5 General Fund is used to finance the City's Inventory ordinary operations. A detailed list showing quantities, descriptions, property values, units of Goal measure and unit prices. Note: The term is A statement of broad direction, purpose or often confined to consumable supplies but may intent based on the needs of the also cover fixed assets. community. A goal is general and timeless; that is, it is not concerned with a Liabilities specific achievement in a given period. Debts or obligations owed by one (1) entity to another entity payable in money, Grant goods or services. A contribution by one (1) governmental unit to another. The contribution is Mill usually made to aid in the support of a A taxation unit equal to $1 of tax specified function (e.g., education), but is obligation for every $1,000 of assessed sometimes also made for general property value. purposes. Millage Income The total tax obligation per $1,000 of This term is used in accounting for assessed property value. governmental enterprises and represents the excess of the revenues earned over Mission Statement the expenses incurred in carrying on The statement that identifies the particular particular phases of an enterprise's purpose and function of a department. activities. As indicated elsewhere, the excess of the total revenues over the total Net Position expenses of the utility for a particular Excess of the City's assets and deferred accounting period is called "net income". outflows over its liabilities. Infrastructure Non-Departmental Public domain fixed assets including Activities, revenues and expenditures that roads, bridges, curbs, gutters, sidewalks, are not assigned to a department. drainage systems, lighting systems and other items that have value only to the Objective City. Something to be accomplished in specific, well-defined and measurable terms and Interest Income that is achievable within a specific time Revenue generated through the frame. investment of fund balances. Operating Budget Interfund Transfers A budget for general revenues and Administrative fees charged to other City expenditures such as salaries, utilities and funds for the provision of administration supplies. and other City services. Ordinance Intergovernmental Revenue A formal legislative enactment by the Revenue received from or through the governing board of a municipality. Federal, State or County government, including State Revenue Sharing, pay-as-You-Go Financing Alcoholic Beverage Tax, Sales Tax and A method of paying for capital projects Gasoline Taxes. that relies on current tax and grant revenues rather than on debt. 4-6 Performance Budget Revenues A budget wherein expenditures are based Increases in governmental fund type net primarily upon measurable performance current assets from other than of activities and work programs. expenditure refunds and residual equity transfers. Performance Workload Indicators Data collected to determine how effective Rolled-Back Rate and/or efficient a program is in achieving The operating millage rate required to its objectives. raise the same ad valorem tax revenues as were levied in a prior year, exclusive of Police Education Fund new construction, additions to structures, A special revenue fund used to account deletions and property added (e.g., for revenues pursuant to Florida Statute annexations). 943.25 which allows municipalities to collect two dollars ($2.00) from each Sales Tax traffic citation for the purpose of criminal Tax imposed on the purchase of goods justice education and training for police and services. officers. Special Revenue Fund Police Offduty Services Fund A fund used to account for the proceeds A special revenue fund used to account of specific revenue sources that are for revenues and expenditures associated legally restricted to expenditure for with services provided by off duty police specified purposes. officers in private customer details to the various businesses and condominium Stormwater Utility Fund associations. This fund is used to account for revenues and expenditures specifically earmarked Property Tax for the construction and maintenance of A tax levied on the assessed value of real the City's stormwater drainage system. and personal property. This tax is also known as ad valorem tax. Taxable Value The assessed value less homestead and Proprietary Fund other exemptions, if applicable. Enterprise and internal service funds that are similar to corporate funds, in that they Taxes are related to assets, liabilities, equities, Compulsory charges levied by a revenues, expenses and transfers government for the purpose of financing determined by business or quasi-business services performed for the common activities. Note: An example of this type of benefit. This term does not include fund is the Stormwater Utility Fund. specific charges made against particular persons or property for current or Reserves The City's current year budgeted funds Transportation and Street Maintenance that are not planned to be expended. Fund These reserves may "carryover" into the A special revenue fund to account for available fund balance of subsequent restricted revenues and expenditures years. which by Florida Statutes are designated for street maintenance and construction Resolution costs. A legislative act by the City with less legal formality than an ordinance. 4-7 Trust and Agency Funds accordance with Florida Statutes 365.172. These funds are used to account for The funds may be used to provide assets held by the City in a trustee emergency dispatch systems, training, capacity or as an agent for individuals, communication, maintenance and repairs private organizations, other governments and related capital outlay purchases. The and/or other funds. fund offsets a portion of the emergency 911 operations Truth in Millage (TRIM) The Florida Truth in Millage Act ("TRIM") serves to formalize the property tax levying process by requiring a specific THE REST OF THIS PAGE HAS method of tax rate calculation form of INTENTIONALLY BEEN LEFT BLANK notice, public hearing requirements and advertisement specifications prior to the adoption of a budget tax rate. The effect of TRIM is to inform taxpayers that their property taxes are changing (up or down), the cause (a change in the assessed value of their property and/or an increase in the proposed spending level) and how the proposed new tax rate compares to the rate that would generate the same property tax dollars as the current year (the "rolled-back" rate). Unencumbered The portion of an allotment not yet expended or encumbered. Useful Life The period of time that a fixed asset is expected to operate. This can refer to a budgeted period of time for an equipment class or the actual amount of time for a particular item. User Charges or Fees The payment of a fee for direct receipt of public service by the party benefiting from the service. Utility Service Tax Taxes levied on consumer consumption of utility services provided in the City. The tax is levied as a percentage of gross receipts. 911 Fund This fund is used to account for revenues and expenditures specifically earmarked for the City's emergency 911 system in 4-8 CITY OF AVENTURA OPERATING AND CAPITAL BUDGET FISCAL YEAR 2017/18 • , APPENDICES 5-1 w L L L L N N L L L L L > O N L cu cu cu cu cu cu cu 0 � C Q 1 1 1 1 Q 0 U r— Lo r T 0) N Ln Ln Ln Ln co co E2 m o m a� 01 U N C o a o _ o LO CL 79 N T T N N N p 7 m o o > cOn t Cm n N o o w o 00 N O � C N O N 0 L 0 m O a) +O+ ++ A O CD CDCD a) N O 7 7 0 co U C O m LL > fn U a) a) m N O (6 m 0 N N O O (n Ul N O m N C9 m Q Q O O_ O ME O O C IL Q C V! O � � -0-0 O � � � � � m � Lo O_ O C U a O o 0 0 0 0 0 0 0 0 0 o m ° ° 5 O O O O O O Ln Ln Ln Ln Lo c Ln T m -O u! 'O H Q O Ln 00 T N Ln N CO N N N o T w � > n C U O_ U E m a_ w Q > o o u, a O N _ Io CL o m U �. E o s° X v! Ur cu N ° > 2 o n n z ++ cB Q +� to i cn ° F ° >. '° (\J L3 T d m -O ° a� xx LU CL aE U) a Q T o Q U 0 6 co w o 'O 'O W Lo a cu O Q Q U T r O U Q ♦CI U o n (6 �_ Q Z cvc ��( Z LL ip U i CN � ° D G } N m t J a) S NO ° T L Q ai o `o o t C: N > o o N —Cucn cn n CD X 9�1 CU N m C C o o — N uNi a°i w 6 t "' Q O O n m p C N fB m m m m c�i in o o m aNi rocn =3O U C X o o p s o A ai U U O D U O cv w c m CL °� w m m > o 3 _C cu ~ ° m m n n ° 2 p N Q U LL N •� cn g�1 C� ; .� o g�1 'a) Q rn Q NN C 0 X i Z N ° w p C NC U N U Q �J C L U N V J N O C cB rn m Q ° — ° o n O cn C m O > =) a) U Q U O U N cn m a°i m m n (3 N N N N C N N o w o n w i n 0 c N N m w t p o > N E N LL � o m o Q � •L O a) O_ a) a) U (6 LO C O fB N cu ") N o cn cn to 'LN a O ~ n U U 20' LO 7 Q 0 w C N -Cu C i •fB Z C � ° m n - `m `O o o .� y m cu o L c� � _ __ Qm wcu 0 E2 U o =_ w y a) (Da) 7 C cn cE 21 (ID C LL C 2 U U Q N 2 N M 4 .�.. 0 ? b ? m L C M�MunI= 1 r■ r ilk . /ice r ■. r +i � + y" Projected Components of General Fund Fund Balance @ 10/01/2017 • Nonspendable fund balance not in spendable form or requirement to Nonspendable. maintain intact (i.e., fuel) Inventories S 26.000 • Restricted fund balance (externally enforceable Prepaid expenditures 400.000 limitations on use) N/A Outside parties (i.e., grantor agencies) Committed for Constitutional provisions or enabling legislation Capital reserves 14,772.304 • Committed fund balance (self imposed limitations) Hurricane/emergency and disaster Formal action by the end of the period recovery operating reserves 5.000.000 as established by the City Commission Assigned for • Assigned fund balance (limitation resulting from intended use — i.e., outstanding capital-related Subsequent year's budget 950,000 encumbrances @ previous year-end) Less formal action Unassigned as authorized by the City Manager General Fund 16,694.483 • Unassigned fund balance Includes all amounts not contained in the other Total fund balances S 37.842,787 classifications CITY OF AVENTURA OFFICE OF THE CITY MANAGER MEMORANDUM TO: City Commission J(/� FROM: Eric M. Soroka, ICMA-Cfyl, ager DATE: July 10, 2017 CCC SUBJECT: Resolution Establishing Prop, Millage Rate 2017/18 Fiscal Year July 18, 2017 City Commission Meeting Agenda Item cg, B RECOMMENDATION It is recommended that the City Commission adopt a millage rate of 1.7261 for fiscal year 2017/18. This rate includes no increase. This will generate $16,560,288 based on an assessed value of $10,098,997,863. This generates $323,538 more than the previous year in Ad Valorem Taxes. BACKGROUND Attached hereto is a Resolution that establishes the proposed millage rate for the 2017/18 fiscal year and public hearing dates. State statutes require the City to establish a tentative millage rate and the first public hearing date that will be transmitted to the County Property Appraisal Department. The County Property Appraiser issues a notice to all property owners in the City. The notice includes the proposed tax rates and public hearing dates for all government agencies imposing ad valorem taxes. A detail discussion of the requirements for setting the millage rate is contained in the memorandum attached hereto from our Finance Director. If you have any questions, please feel free to contact me. EMS/act Attachment RESOLUTION NO. 2017- A RESOLUTION OF THE CITY COMMISSION OF THE CITY OF AVENTURA, FLORIDA, ESTABLISHING A PROPOSED MILLAGE RATE FOR THE 2017/2018 FISCAL YEAR; PROVIDING FOR THE DATE, TIME AND PLACE OF THE PUBLIC HEARING TO CONSIDER THE PROPOSED MILLAGE RATE AND TENTATIVE BUDGET; AND PROVIDING FOR AN EFFECTIVE DATE. WHEREAS, Chapter 200, Florida Statutes, Determination of Millage, sets forth the procedures that must be followed in establishing a millage rate and adopting an annual budget; and WHEREAS, the Miami Dade County Property Appraiser has certified the taxable value of property within the City of Aventura, as required by Chapter 200, Section 200.065(1) and Chapter 193, Section 193.023, Florida Statutes; and WHEREAS, pursuant to Chapter 200, Section 200.065(2)(b), the City of Aventura is required to establish its proposed millage rate and the date, time and place that the public hearing will be held to consider the proposed millage rate and tentative budget. NOW, THEREFORE, BE IT RESOLVED BY THE CITY COMMISSION OF THE CITY OF AVENTURA, FLORIDA, THAT: Section 1. The following is hereby established as the proposed millage rate for the 2017/2018 fiscal year: 1.7261 per $1,000.00 of taxable assessed value. City of Aventura Resolution No. 2017- Section 2. September 7, 2017 is hereby established as the date for a public hearing on the tentative budget and proposed millage rate, to be held at 5:30 p.m. at the Aventura Government Center, 19200 West Country Club Drive, Aventura, Florida. Section 3. The City Clerk is hereby authorized and directed to place all necessary advertisements in accordance with Chapter 200, Florida Statutes, the Truth in Millage (TRIM) Bill. Section 4. This Resolution shall become effective immediately upon its adoption. The foregoing resolution was offered by Commissioner , who moved its adoption. The motion was seconded by Commissioner , upon being put to a vote, the vote was as follows: Commissioner Denise Landman Commissioner Dr. Linda Marks Commissioner Gladys Mezrahi Commissioner Marc Narotsky Commissioner Robert Shelley Vice Mayor Howard Weinberg Mayor Enid Weisman Page 2 of 3 City of Aventura Resolution No.2017- PASSED AND ADOPTED THIS 18th day of July, 2017. ENID WEISMAN, MAYOR ATTEST: ELLISA L. HORVATH, MMC CITY CLERK APPROVED AS TO LEGAL SUFFICIENCY: CITY ATTORNEY Page 3 of 3 CITY OF AVENTURA FINANCE DEPARTMENT MEMORANDU • M • / TO: Eric M. Soroka, City Manager, ICMA-CM V—[ FROM: Brian K. Raducci, Finance Director DATE: July 3, 2017 SUBJECT: Certification of Taxable Value/Public Hearing Dates DR-420 Certification of Taxable Value and Millage Rates On June 30, 2017, we received the 2017 Certification of Taxable Value – DR-420 (the "DR-420" is included as Exhibit I) from the Miami-Dade County Property Appraiser. On line 4 of the DR-420, the City's taxable value of$10,098,997,863 is reported. This value is approximately $10M higher than the estimated $10,089,000,000 that was tentatively reported to us on May 31, 2017 and approximately $197M or 2% higher than the $9,901,694,244 which was reported to us last year at this time. The DR-420 includes a breakdown of the change in taxable value as follows: New Construction - $7,374,227 (line 5) represents the increase in taxable value for properties that came on line between January 1 and December 31, 2016. Existing Property - $261,724,084 (2.66%) represents the increase in taxable value of existing property, [$10,091,623,636(line 6)minus$9,829,899,552(line 7)of the form]. The purpose of the DR-420 is for a taxing authority to calculate its "rolled-back rate." Section 200.065 (1) of the Florida Statutes, defines the rolled-back rate as "...a millage rate which, exclusive of new construction, additions to structures, deletions, increases in the value of improvements that have undergone a substantial rehabilitation..., will provide the same ad valorem tax revenue for each taxing authority as was levied during the prior year..." The City's rolled-back rate for 2017 (FY 2017/18) is 1.6813 (line 16) of the DR-420 and is lower than the City's current millage rate of 1.7261. This rate is important because if we levy any rate above it, the City will be required to place a quarter page ad in the newspaper before the second public hearing on the budget and tax rate in September which is titled "NOTICE OF PROPOSED TAX INCREASE" and would also be required to include the statement that the proposed rate exceeds the rolled back rate by 2.66% in the ordinance adopting the millage rate which will be read at the two (2) public hearings in September. 1 DR-420MM-P Maximum Millaqe Levy Calculation Preliminary Disclosure In addition, we must prepare the DR-420MM-P (Exhibit II) to determine what other millage rates the City could adopt and by what level of Commission approval. For example: A.) Majority Vote (4 of 7 Commissioners)—a millage rate of 1.7495 mills (line 13 of the DR-420MM- P)could be adopted B.) Two-thirds Vote (5 of 7 Commissioners) — a millage rate of 1.9245 mills (line 14 of the DR- 420MM-P)could be adopted In accordance with your recommendation to not increase the millage rate, the proposed millage rate of 1.7261 mills has been utilized in preparing our FY 2017/18 Budget. This rate will require a majority vote of the City Commission to adopt. After a 5% reduction to cover early payment discounts of up to 4%, plus 1% for uncollectibility, the proposed millage rate will generate the $16,560,288 of ad valorem taxes reflected on page 2-10 of the budget document. You will note that this amount is $323,538 more than the $16,236,750 budgeted last year based on the same rate of 1.7261 mills. By comparison, if the roll-back rate of 1.6813 were adopted, the City would generate $16,130,475 in ad valorem taxes, for a negative difference of $429,813 ($16,560,288 — $16,130,475). Public Hearing Dates Since we received the certification on July 1, state law requires us to hold two (2) public hearings (between September 3" and October 81") that cannot conflict with any of the following dates: Miami-Dade County—public hearings are scheduled for September 51h and September 19th Miami-Dade County School Board—a public hearing is scheduled for September 6th . As a result, the following dates are recommended for the City's public hearings: First public hearing 5:30 P.M., Thursday, September 7th Second public hearing 6:00 P.M., Wednesday, September 13th Since we need to include the date of the first meeting on our submitted DR-420, we need to have a commitment from the Mayor and Commission by no later than the July 18th budget review meeting. The information contained in the preceding paragraphs is based on my review of the Florida Department of Revenue's 2017 TRIM Compliance Manual. Please let me know if you have any questions or comments pertaining to this memorandum. 2 Exhibit I S Reset Form Print Form r DR azo CERTIFICATION OF TAXABLE VALUE R 5/12 Rule 12096002 FLORIDA Florida Administrative Code Effective 11112 Year: 2017 County: MIAMI-DADE Principal Authority: Taxing Authority: CITY OF AVENTURA CRY OF AVENTURA SECTION I: COMPLETED BY PROPERTY APPRAISER 1. Current year taxable value of real property for operating purposes $ 9,875,262,061 (1) 2. Current year taxable value of personal property for operating purposes $ 222,258,472 (2) 3. Current year taxable value of centrally assessed property for operating purposes $ 1,477,330 (3) 4. Current year gross taxable value for operating purposes (Line 7 plus Line 2 plus Line 3) $ 10098,997,863 (4) Current year net new taxable value (Add new construction,additions,rehabilitative 5. improvements increasing assessed value by at least 100%,annexations,and tangible $ 7,374,227 (5) personal property value over 115%of the previous year's value.Subtract deletions.) 6. Current year adjusted taxable value (Line 4 minus Line 5) $ 10,091,623,636 (6) 7. Prior year FINAL gross taxable value from prior year applicable Form DR-403 series $ 9,829,899,552 (7) 8 YES 0 NO Does the taxing authority include tax increment financing areas?If yes,enter number Number (8) of worksheets(DR-420TIF)attached. If none,enter 0 Does the taxing authority levy a voted debt service millage or a millage voted for 2 Number 9. years or less under s.9(b),Article VII,State Constitution?If yes,enter the number of ❑ YES E NO (9) DR-420DEBT,Certification of Voted DebtMillage forms attached.If none,enter 0 0 Property Appraiser Certification I certify the taxable values above are correct to the best of my knowledge. SIGN Signature of Property Appraiser: Date: HERE Electronically Certified by Property Appraiser 6/30/2017 3:19 PM SECTION II : COMPLETED BY TAXING AUTHORITY If this portion of the form is not completed in FULL your taxing authority will be denied TRIM certification and possibly lose its millage levy privilege for the tax year.If any line is not applicable,enter -0-. 10 Prior year operating millage levy(If prior year mileage was adjusted then use adjusted 17261 per 51,000 (10) millage from Form DR-422) 11. Prior year ad valorem proceeds (Line 7 multipliedby Line 10,divided by 1,000) $ 16,967,390 (11) 12 Amount,if any,paid or applied in prior year as a consequence of an obligation measured by dedicated increment value (Sum of either Lines 6c or Line 70 Thrall DR-420TIF forms) $ 0 (12) 13. Adjusted prior year ad valorem proceeds (Linel minus Line 12) $ 16,967,390 (13) 14. Dedicated increment value,if any (Sum of either Line 6b or Line 7e Thrall DR-420TIF forms) $ 0 (14) 15. Adjusted current year taxable value (Line 6 minus Line 14) $ 10,091,623,636 (15) 16. Current year rolled-back rate (Line 13 divided by Line 75,multiplied by 7,000) 1.6813 per$1000 (16) 17. Current year proposed operating millage rate 1.7261 per$1000 (17) 18 Total taxes to be levied at proposed millage rate (Line 77 multiplied by Line 4,divided (18) by 7,000) $ 17,431,880 Continued on page 2 DR-420 R. 5/12 Page 2 I 19. TYPE of principal authority(check one) CountyIndependent Special District (19) s/ Municipality ❑ Water Management District Applicable taxing authority(check one) 0 Principal Authority ❑ Dependent Special District 20. (20) MSTU ❑ Water Management District Basin 21. Is millage levied in more than one county?(check one) ❑ Yes n No (21) DEPENDENT SPECIAL DISTRICTS AND MSTUs ® STOP HERE-SIGN AND SUBMIT 22. Enter the total adjusted prior year ad valorem proceeds of the principal authority,all dependent special districts,and MSTUs levying a millage. (The sum of Line 13 from all DR-420 $ 16,967390 (22) forms) 23. Current year aggregate rolled-back rate(Line 22 divided by Line 75,multiplied by 7,000) 1.6813 per 51,000 (23) 24. Current year aggregate rolled-back taxes(Line 4 multiplied by Line 23,divided by 7,000) $ 16,979345 (24) Enter total of all operating ad valorem taxes proposed to be levied by the principal 25. taxing authority,all dependent districts,and MSTUs,if any.(The sum of Line 78 from all $ 17,431,880 (25) DR-420 forms) 26. Current year proposed aggregate millage rate 25 divided by Line 4,multiplied 17261 per$1,000 (26) by 1,000) 27 Current year proposed rate as a percent change of rolled-back rate(Line 26 divided by Line 23,minus 1 multiplied by 700) 2.66 36 (27) First public Date: Time: Place: budget hearing 19200 W.Country Club Drive 9/7/2017 5:30 PM EST Aventura,FL 33180 Phone:(305)466-8920 I certify the millages and rates are correct to the best of my knowledge. Taxing Authority Certification The millages comply with the provisions of s.200.065 and the provisions of 5 either s.200.071 or s.200.081,F.S. Signature of Chief Administrative Officer: Date: G N Title: Contact Name and Contact Title: BRIAN K.RADUCCI,FINANCE DIRECTOR H ERIC M.SOROKA,CITY MANAGER E Mailing Address: Physical Address: R 19200 W.COUNTRY CLUB DRIVE 19200 W.COUNTRY CLUB DRIVE E City,State,Zip: Phone Number: Fax Number: AVENTURA,FL 33180 (305)466-8920 (305)466-8939 Instructions on page 3 Exhibit II flesh Form Print Form MAXIMUM MILEAGE LEVY CALCULATION OR.420mm-E R.5/12 PRELIMINARY DISCLOSURE Rule 12D-16.002 Florida Administrative Code FLORIDA For municipal governments,counties,and special districts Effective 11n2 Year: 2017 County: MIAMI-DADE Principal Authority: Taxing Authority: CITY OF AVENTURA CITY OF AVENTURA Is your taxing authority a municipality or independent special district that has levied - 1. Yes No (11 ad valorem taxes for less than 5 years? _ ✓ IF YES, STOP STOP HERE. SIGN AND SUBMIT. You are not subject to a millage limitation. 2. Current year rolled-back rate from Current Year Form DR-420,Line 16 1.6813 per$1,000 (2) 3. Prior year maximum millage rate with a majority vote from 2016 Form DR-420MM,Line 13 1.7419 per 51,000 (3) 4. Prior year operating millage rate from Current Year Form DR-420,Line 10 1.7261 per$1,000 (4) tato 4 koquotioaripoilorNiu Lar?.St Um It ifless, continue to Line 5. Adjust rolled-back rate based on prior year majority-vote maximum millage rate 5. Prior year final gross taxable value from Current Year Form DR-420,Line? $ 9,829,899,552 (5) Prior year maximum ad valorem proceeds with majority vote 6. $ t7 22702 (6) (Line 3 multiplied by Line 5 divided by 1,000) 7 Amount,if any,paid or applied in prior year as a consequence of an obligation $ 0 171 measured by a dedicated increment value from Current Year Form DR-420 Line 12 8. Adjusted prior year ad valorem proceeds with majority vote (Line 6 minus Line 7) S 17,122,702 (8) 9. Adjusted current year taxable value from Current Year form DR-420 Line 15 $ 10,091,623,636 (9) 10. Adjusted current year rolled-back rate(Lines divided by Line 9,multiplied by 1,000) 1.6967 per$1,000 (10) Calculate maximum millage levy Rolled-back rate to be used for maximum millage levy calculation 11. (Enter Line to if adjusted or else enter Line 2) 1.6967 per$1,000 (11) 12. Adjustment for change in per capita Florida personal income(See Line 12 Instructions) 1.0311 (12) 13. Majority vote maximum millage rate allowed(Line 11 multiplied by Line 12) 1.7495 per$1,000 (13) 14. Two-thirds vote maximum millage rate allowed(Multiply Line 73 by 1.10) 1.9245 per$1,000 (14) 15. Current year proposed millage rate 1.7261 per$1,000 (15) 16. Minimum vote required to levy proposed millage: (Check one) (16) Oa. Majority vote of the governing body: Check here if Line 15 is less than or equal to Line 13.The maximum millage rate is equal to the majority vote maximum rate.Enter Line 13 on Line 17. ❑ b. Two-thirds vote of governing body: Check here if Line 15 is less than or equal to Line 14,but greater than Line 13.The maximum millage rate is equal to proposed rate.Enter Line 15 on Line 77. c. Unanimous vote of the governing body,or 3/4 vote if nine members or more: Check here if Line 15 is greater than Line 14. The maximum millage rate is equal to the proposed rate.Enter Line 15 on Line 17. ❑ d. Referendum: The maximum millage rate is equal to the proposed rate.Enter Line 15 on Line 17. 17 The selection on Line 16 allows a maximum millage rate of 1.7495 per$1,000 (17) (Enter rate indicated by choice on Line 16) 18. Current year gross taxable value from Current Year Form DR-420,Line 4 $ 10098,997,863 (18) Continued on page 2 Taxing Authority: DR-420MM-P CITY OF AVENTURA R.5/12 Page 2 19. Current year proposed taxes(Line 15 multiplied by Line 18,divided by 1,000) $ 17,431,880 (19) 20. Total taxes levied at the maximum millage rate (Line 17 multiplied by Line 18,divided $ 17,668,197 (20) by 1,000) DEPEADINWINDECIAL. SUB lb STOP P .SEW AND S T. 21 Enter the current year proposed taxes of all dependent special districts&MSTUs levying $ 0 (21) a millage. (The sum of all Lines 19 from each district's Form DR-420MM-P) 22. Total current year proposed taxes(Line 19 plus Line21) $ 17,431,880 (22) Total Maximum Taxes 23 Enter the taxes at the maximum millage of all dependent special districts&MSTUs $ p (23) levying a millage(The sum of all Lines 20 from each district's Form DR-420MM-P) 24. Total taxes at maximum millage rate(Line 20 plus Line 23) $ 17,668,197 (24) Total Maximum Versus Total Taxes Levied 25 Are total current year proposed taxes on Line 22 equal to or less than total taxes at the maximum millage rate on Line 24?(Check one) AYES NO (25) I certify the millages and rates are correct to the best of my knowledge.The millages Taxing Authority Certification comply with the provisions of s.200 065 and the provisions of either s.200.071 or s. 5 200.081,F.S. Signature of Chief Administrative Officer: Date: G N Tide: Contact Name and Contact Title: H ERIC M.SOROKA,CITY MANAGER BRIAN K.RADUCCI,FINANCE DIRECTOR E R Mailing Address: Physical Address: E 19200 W.COUNTRY CLUB DRIVE 19200 W.COUNTRY CLUB DRIVE City,State,Zip: Phone Number: Fax Number: AVENTURA,FL 33180 (305)466-8920 (305)466-8939 Complete and submit this form DR-420MM-P,Maximum Millage Levy Calculation-Preliminary Disclosure,to your property appraiser with the form DR-420,Certification of Taxable Value. Instructions on page 3 CITY OF AVENTURA OFFICE OF THE CITY MANAGER MEMORANDUM TO: City Commission FROM: Eric M. Soroka, ICMA-CM, Cit - DATE: June 23, 2017 SUBJECT: Resolution Authorizing City Ma • r to File the Aventura Charter High School Application with the Miami-Dade County School Board July 18, 2017 Commission Meeting Agenda Item _J-A RECOMMENDATION It is recommended that the City Commission adopt the attached Resolution Authorizing the City Manager to file the Aventura Charter High School Application with the Miami- Dade County School Board. BACKGROUND In accordance with the Miami-Dade County School Board requirements, all applications for charter schools must be received by August 1, 2017 for this year's cycle. The attached application has been developed by CSUSA based on input from the City Commission and myself. This version is a draft that is almost in final form subject to the various attachments that are required as part of the application process. The application will be reviewed by School Board staff as previously discussed. If you have any questions, please feel free to contact me. EMS/act Attachment RESOLUTION NO. 2017- A RESOLUTION OF THE CITY COMMISSION OF THE CITY OF AVENTURA, AUTHORIZING THE CITY MANAGER TO FILE THE ATTACHED AVENTURA CHARTER HIGH SCHOOL APPLICATION WITH THE MIAMI-DADE COUNTY SCHOOL BOARD; AUTHORIZING THE CITY MANAGER TO ACT AS THE GOVERNING BOARD'S DESIGNEE TO EXECUTE LETTERS AND DOCUMENTS ON BEHALF OF THE BOARD; AUTHORIZING THE CITY MANAGER TO DO ALL THINGS NECESSARY TO CARRY OUT THE AIMS OF THIS RESOLUTION; AND PROVIDING FOR AN EFFECTIVE DATE. Section 1. The City Manager is hereby authorized to file the attached Aventura Charter High School application with the Miami-Dade County School Board. Section 2. The City Manager is hereby authorized to act as the Governing Board's Designee to execute letters and documents on behalf of the Governing Board associated with the application process. Section 3. The City Manager is authorized to take all action necessary to implement the purposes of this Resolution. Section 4. This Resolution shall become effective immediately upon its adoption. The foregoing Resolution was offered by Commissioner , who moved its adoption. The motion was seconded by Commissioner , and upon being put to a vote, the vote was as follows: Commissioner Denise Landman Commissioner Dr. Linda Marks Commissioner Gladys Mezrahi Commissioner Marc Narotsky Commissioner Robert Shelley Vice Mayor Howard Weinberg Mayor Enid Weisman City of Aventura Resolution No. 2017-_ PASSED AND ADOPTED this 18th day of July, 2017. ENID WEISMAN, MAYOR ATTEST: ELLISA L. HORVATH, MMC CITY CLERK APPROVED AS TO LEGAL SUFFICIENCY: CITY ATTORNEY MODEL FLORIDA CHARTER SCHOOL APPLICATION Proposed Start-up Charter School: Aventura Charter High School Submitted to: Tiffanie Pauline, Assistant Superintendent Miami-Dade County Public Schools Charter Compliance and Support 1450 NE 2nd Avenue, Suite 802 Miami, FL 33132 Submitted on: August 1, 2017 AdvancElY ACCREDITED ` SACS Rule 6A-6.0786 Form IEPC-Ml Effective February 2016 APPLICATION COVER SHEET NAME OF PROPOSED CHARTER SCHOOL:Aventura Charter High School NAME OF NON-PROFIT ORGANIZATION/MUNICIPALITY UNDER WHICH CHARTER WILL BE ORGANIZED OR OPERATED: The City of Aventura If a non-profit organization,has it been incorporated with Florida's Secretary of State? N/A Provide the name of the person who will serve as the primary contact for this Application. The primary contact should serve as the contact for follow-up,interviews,and notices regarding this Application. NAME OF CONTACT PERSON: Eric M. Soroka TITLE/RELATIONSHIP TO MUNICIPALITY: City Manager MAILING ADDRESS: 19200 West Country Club Drive, Aventura, Florida 33180 PRIMARY TELEPHONE: (305)466-8910 E-MAIL ADDRESS:esoroka(ftityofaventura.com Names,roles,and current employment of all persons on applicant group,i.e.anyone with a role in drafting the substantive content of this application or expected to have a significant role with the school,including any consultants or employees of an Education Service Provider. Add lines as necessary. Full Name Current Job Title& Employer Role with Proposed SchooAF Enid Weisman Mayor—City of Aventura Board Chair Howard Weinberg Commissioner(Vice Mayor)—City of Aventura Board Member Denise Landman Commissioner—City of Aventura Board Member Dr. Linda Marks Commissioner—City of Aventura Board Member Gladys Mezrahi Commissioner—City of Aventura Board Member Marc Narotsky Commissioner—City of Aventura Board Member Robert Shelley Commissioner—City of Aventura Board Member Eric Soroka City Manager—City of Aventura Board Facilitator Richard Pae Chief Impact Officer—Charter Schools USA ESP Representative Cheryl McDonnough Business Development Manager-CSUSA ESP Representative Projected Date of School Opening(Month/Year):August 2019 Do any of the following describe your organization,or the school proposed in this application? Seeks approval to convert an already existing public school to charter status. Will be a charter school-mi -the-workplace pursuant to section 1002.33(15),F.S. X Will be a charter school-m-a-municipality pursuant to section 1002.33(15),F.S. Will be a charter school m a development pursuant to section 1002.33(10)(e)7.,F.S. X Will contract or partner with an Education Service Provider(ESP). Name of ESP:Charter Schools USA X Seeks approval to replicate an existing school model. Seeks approval to replicate an existing High Performing Charter school model pursuant to section 1002.331, F.S. Does the applicant group have one or more charter school applications under consideration by any other authorizer(s)in the United States or intend to apply for one or more charter school applications to open in the upcoming school year other than the one presented here? X Yes No Ifyes, coVlete the table below(add liner as necessary). F__1WP FL Alachua County Public Schools Alachua Charter School* 8/1/2017 10/1/2017 FL Marion County Public Schools Southeast Marion Charter Academy* 8/1/2017 10/1/2017 FL Volusia County Schools Volusia Charter Academy* 8/1/2017 10/1/2017 *Denotes an application submitted by a governing board other than The City of Aventura. Does this applicant group have approved applications for schools or campuses scheduled to open in the United States in the future? X Yes No Ifyes, covlete the table below(add lines as necessary). Collier Charter Academy* Collier County Public Schools Naples, Florida 08/2017 Duval Charter School at Coastal* Duval County Public Schools Jacksonville, Florida 08/2017 Mevers Berkeley School of Excellence* South Carolina Public Charter School District Berkeley County,South 08/2017 Carolina Renaissance Charter School at Boggy School District of Osceola County Osceola County, Florida 08/2017 Creek* Renaissance Charter School at Central Orange County Public Schools Orange County, Florida 08/2018 Florida* Waterset Charter School* Hillsborough County Public Schools Hillsborough County, Florida 08/2017 *Denotes an application submitted by a governing board other than The City of Aventura. Does this applicant group operate schools or campuses in Florida or elsewhere in the United States? X Yes No I certify-that I have the authority to submit this application and that all information contained herein is complete and accurate, realizing that any misrepresentation could result in disqualification from the application process or revocation after award. I understand that incomplete applications will not be considered. The person named as the contact person for the application is so authorized to serve as the primary contact for this application on behalf of the applicant. Signature Title Printed Name Date Table of Contents ExecutiveSummary............................................................................................................... i I. EDUCATIONAL PLAN......................................................................................................... 1 Section 1: Mission, Guiding Principles and Purpose...........................................................1 Section 2: Target Population and Student Body..................................................................2 Section 3: Educational Program Design..............................................................................5 Section 4: Curriculum and Instructional Design................................................................21 Section 5: Student Performance..........................................................................................44 Section 6: Exceptional Students.........................................................................................63 Section 7: English Language Learners...............................................................................69 Section 8: School Culture and Discipline ...........................................................................76 Section 9: Supplemental Programming..............................................................................83 II. ORGANIZATIONAL PLAN................................................................................................ 84 Section10: Governance........................................................................................................84 Section 11: Management and Staffing ................................................................................94 Section 12: Human Resources and Employment..............................................................101 Section 13: Professional Development.............................................................................. 108 Section 14: Student Recruitment and Enrollment.............................................................113 Section 15: Parent and Community Involvement..............................................................118 III. BUSINESS PLAN............................................................................................................... 121 Section16: Facilities...........................................................................................................121 Section 17: Transportation Service .................................................................................... 123 Section18: Food Service ................................................................................................... 124 Section 19: School Safety and Security............................................................................... 125 Section20: Budget............................................................................................................ 127 Section 21: Financial Management and Oversight........................................................... 129 Section22: Start-Up Plan.................................................................................................. 134 AddendumA: Replications................................................................................................ 136 Addendum B: Education Service Providers......................................................................141 IV. STATEMENT OF ASSURANCES.................................................................................... 150 Chartof Attachments..........................................................................................................151 Executive Summary The City of Aventura (the City) is characterized by a growing population of younger families with school-aged children. In order to meet this growing demand, the City opened Aventura City of Excellence School (ACES) in 2003, which serves grades K—8 and is considered a charter school in a municipality under Florida Statues. In order to keep pace with the population growth and provide educational choices for Aventura residents, the City wishes to develop a municipal charter high school to open for the 2019-2020 school year with a 15-year charter term. There is tremendous community support for the school from parents and community leaders within the City, which is evidenced in Attachment T. This school will be the first public high school school within Aventura's city limits and will become a true neighborhood school. The program and space design will reflect the City's desire for a rigorous, college preparatory school with multiple academy offerings, innovative instructional methods, and a facility design that contemplates an open, flexible learning environment to facilitate the digital native learning styles of 21 st century students. The school intends to become the premier public high school option for families residing in Aventura and will foster an environment in which students become academically and personally prepared for future endeavors. The City is under contract to purchase two acres of land on Aventura's NE 213th Street, which is adjacent to the seven-acre Waterways Park currently owned by the City. The school will be housed in a four-story, state- of-the-art educational facility that comprises approximately 50,000 square feet. To best serve students, the City also plans to construct a gym on the park site adjacent to the school. Construction is expected to commence in the spring of 2018 and be complete by the summer of 2019. The geographic area Aventura Charter High School intends to serve is northeast Miami-Dade County, near the cities of Aventura, North Miami, and North Miami Beach. However, the school will include an enrollment preference for students whose parents are residents of the City of Aventura, and it is anticipated that the majority or all of the student population will consist of Aventura residents. Currently, students in Aventura who wish to receive a public high school education attend Dr. Michael M Krop Senior High; which, as of October 2016, was at 119%of its Florida Inventory of School Houses (FISH) capacity with an enrollment of 2,833. In an effort to more accurately project the population Aventura Charter High School will serve, statistical profiles of the public schools that students typically attend in the proposed area have been used to determine the school's demographics. The data was culled from the most recent versions of publicly available reports from the Florida Department of Education (FLDOE) database. Please note that demographics for the City of Aventura from the 2011-2015 American Community Survey have been used to project the economically disadvantaged students and the minority population Aventura Charter High School anticipates: • Proposed Student Enrollment: 800 • Minority: 7%Free and Reduced Meal Recipients: 19% • English Learner: 12% • Disabled: 5% • Gifted: 14% Aventura Charter High School's Education Model is innovative in that it provides individualized, data-driven instruction within a culture of high expectations and achievement for both students and staff; sets school, Copyright©2017 by Charter Schools USA, Inc.All rights reserved. 1 classroom, and individual student goals; develops Personalized Learning Plans(PLPs)for every student and Instructional Focus Plans to re-teach standards when necessary; and allows for continual support and professional development to enhance teacher effectiveness. Successful implementation of the Education Model is supported by a framework comprised of 16 Core Fundamental Educational Components (Core Fundamentals). The Core Fundamentals provide a structure that will enable Aventura Charter High School to establish a positive school climate, attend to curriculum and instruction, and develop data literacy for all stakeholders, all of which makes the success of the model more likely. When implemented effectively, the Core Fundamentals create a pathway for innovation and student success. To promote a love for learning and the use of real-world application skills, technology resources will be used for a variety of student-centered instructional methods, including interactive direct and guided instruction, blended learning, and research projects. To further challenge students,the Scholl will apply for the implementation of the Cambridge program during its first year, which increases higher order learning opportunities by providing a rigorous, international pre-university curriculum and examination. Upon approval of this charter application, Aventura Charter High School will work to develop community partnerships that are in the best interest of both the school and the community. The school will also have access to the City's Arts & Cultural Center located on NE 1881" Street for preforming arts and other events. In addition, the City is proposing to build a gym on park property that it owns next to the 2-acre school site currently under contract by the City. This facility will accommodate gym classes, athletic clubs, and the school's assembly needs. On June 7, 2017, The City of Aventura and CSUSA held a community information session in the Commission Chambers with over 100 Aventura residents to provide information about Aventura Charter High School and its proposed educational program. Attendees were also given an opportunity to provide input on the school's mission, vision, and academic offerings. Copies of the flyers distributed prior to the information session have been included in Attachment T.A community petition was also established on the City of Aventura's website, which has garnered over 250 signatures, copies of which are also available in Attachment T. CSUSA has unparalleled experience and qualifications in charter school management, including team members with direct oversight to plan, design, develop, staff, operate, equip, and maintain the facility and programs. CSUSA has an experienced and talented management team led by Jonathan K. Hage, President and Chief Executive Officer. Under Mr. Hage's leadership, CSUSA started the nation's first charter school in the workplace and the first municipal charter school. CSUSA currently educates approximately 70,000 students in 84 schools across 7 states. CSUSA's AdvancED accreditation through SACS, which was recently reaccredited in 2015, is for a 5-year term with regular monitoring of progress and reporting. CSUSA was the first education management organization in the nation to receive the AdvancED accreditation seal at the corporate level, meaning that all of their current schools are accredited and new schools are immediately eligible for accreditation in their first year. Please see Attachment FF for the Letter and Certificate of Accreditation. Copyright©2017 by Charter Schools USA, Inc.All rights reserved. 11 I. EDUCATIONAL PLAN Section 1: Mission, Guiding Principles and Purpose A. Provide the mission and vision statements for the proposed charter school. Mission To provide a rigorous, college preparatory high school for the community that ensures each student develops their individual academic talents and leadership skills to become well rounded citizens primed for excellence. Vision The school will continually adopt innovative instructional methods and technology designed for the digital native learning styles of 21st century students. The school will revolutionize instruction and be recognized as a pioneer in modern high school education. B. Provide the page number(s) of the material within this application that describes how the proposed school will utilize the guiding principles found in section 1002.33(2)(a), F.S. In accordance witb the law, cbarter schools sball be guided by the following princples: - Meet bigb standards of student achievement wbile providing parents flexibility to choose among diverse educational opportunities witbin the state's public school system. PAGE(S) - Promote enbanced academic success and financial efciency by aligning responsibility and accountability. PAGE(S) - Provide parents witb sufcient information on wbetber tbeir cbild is reading at rade level and wbetber the cbildgains at least ayear's womb of learning for everyyear spent in the cbarter scbool. PAGE(S) C. Provide the page number(s) of the material within this application that describes how the proposed school will meet the prescribed purposes for charter schools found in section 1002.33(2)(b), F.S. In accordance witb the law, cbarter scbools sball fulfill the following purposes: - Improve student learning and academic acbievement. PAGE(S) - Increase learning opportunities for all students, witb a special empbasis on lowperforming students and reading. PAGE(S) - Encourage the use of innovative learning methods. PAGE(S) - Require the measurement of learning outcomes. PAGES) D. Provide the page number(s) of the material within this application that describes how the proposed charter school will fulfill the optional purposes of charter schools found in section 1002.33(2)(c), F.S. If one or more of the optional purposes does not apply to the proposed school,please note "N/A". This section is optional. In accordance witb the law, cbarter scbools may fulfill the following purposes: - Create innovative measurement tools. PAGES(S) - Create new professional opportunities for teachers, including ownersbip of the learning program at the scbool site. PAGE (S) Copyright©2017 by Charter Schools USA, Inc.All rights reserved. 1 Section 2: Target Population and Student Body A. Describe the anticipated student population to be served and how that aligns with the school's mission. As specified in F.S. 1000.05(2)(a) and 1002.33(10)(x), Aventura Charter High School will serve as an open enrollment school of choice for all Miami-Dade County and Florida students, regardless of race, gender, ethnicity, national origin, marital status, or disability. Aventura Charter High School will comply with the Controlled Open Enrollment statute (F.S. 1002.31(2)(a)),which allows a parent from any school district in the state whose child is not subject to a current expulsion or suspension to enroll his or her child in and transport his or her child to the school, as long as the school has not reached capacity. However,the school will include an enrollment preference for students whose parents are residents of the City of Aventura, and we anticipate that the majority or all of the student population will consist of Aventura residents. In an effort to more accurately project the population Aventura Charter High School will serve, statistical profiles of the public schools that students typically attend in the general area described in response to question B have been included in Table 2.1. The data was culled from the most recent versions of publicly available reports from the Florida Department of Education (FLDOE)database. Table 2.1 Charter Schools Aventura City of Excellence 11% 4% 18% Public Schools Aventura Waterways K-8 Center 25% 7% 10% Highland Oaks Middle 13% 8% 20% Dr. Michael M Krop Senior High 8% 6% 17% Percent of total population 12% 5% 14% In addition, demographics for the City of Aventura from the 2011-2015 American Community Survey have been used to project the economically disadvantaged students and the minority population Aventura Charter High School anticipates: • Proposed Student Enrollment: 800 • Minority: 7% • Free and Reduced Meal Recipients: 19% • English Learner: 12% • Disabled: 5% • Gifted: 14% Aventura Charter High School's anticipated population aligns with its mission to provide a rigorous, college preparatory high school for the community that ensures each student develops their individual academic talents and leadership skills to become well rounded citizens primed for excellence. B. State the geographic area which the applicant intends to serve. Copyright©2017 by Charter Schools USA,Inc.All rights reserved. ,'kt 2 The geographic area this school intends to serve is northeast Miami-Dade County, near the cities of Aventura, North Miami, and North Miami Beach. However, as stated above, the school will include an enrollment preference for students whose parents are residents of the City of Aventura, and we anticipate that the majority or all of the student population will consist of Aventura residents. C. Provide enrollment projections in the table below for each year of proposed operation. rGrade'W Number of Students in Level I Year 1 1 Year 2 1 Year 3 1 Year 4 1 Year 5 9 200 200 200 200 200 10 200 200 200 200 200 11 0 200 200 200 200 12 0 0 200 200 200 TOTAL 400 600 800 800 800 D. Provide a brief explanation of how the enrollment projections were developed. Based on current enrollment data, the City Comission determined that the number of 61h and 71h graders (who will enter 9th and 10th grade for the 2019-2020 school year) attending Aventura Waterways K-8 Center and Aventura City of Excellence School total over 500 students. This number does not include private school students that may also be interested in attending Aventura Charter High School. The City of Aventura is the 11th largest municipality in Miami-Dade County by population and was estimated as of 2016 to have 37,724 residents'. Currently, students in Aventura who wish to receive a public high school education attend Dr. Michael M Krop Senior High; which, as of October 2016, was at 119% of its Florida Inventory of School Houses (FISH) capacity with an enrollment of 2,833. Student enrollment projections were calculated through a market analysis done using Environmental and Social Research Institute (ESRI) mapping software, which tested and validated the density of our specific student market. This projected demand was then aligned to the different school size models developed by CSUSA, and the City of Aventura selected the appropriate model. Specific school sizes have been developed by CSUSA to ensure consistently sized grade levels that facilitate student matriculation over time and allow optimal staffing of teachers, particularly for elective courses (music, art, PE, etc.). It is also important to note that the local area measured for data is significantly smaller than a Florida charter school's actual enrollment footprint,which is technically statewide.As such,we can expect to attract students from outside the area measured, but the peripheral influence on local enrollment and demographic composition is expected to be negligible. E. Briefly explain the rationale for the number of students and grade levels served in year one and the basis for the growth plan in subsequent years. Annual Estimates of the Resident Population:April 1,2010 to July 1,2016; U.S. Census Bureau, Population Division; May 2017. Copyright©2017 by Charter Schools USA,Inc.All rights reserved. 3 In 2021, it is estimated that over 800 high school aged individuals will live within 5 minutes of the proposed site and 5,250 will live within 10 minutes of the site. The 400 students budgeted for in Year 1 amount to a mere 2.5% of the total number of potential students enrolling in grades 9 — 12, and the final number of budgeted students (800) represents 5%of the same market, without any population growth considered. The City Commission determined that in order to provide proper staffing and execute a smooth school opening, enrollment will start with 200 students in both 9th and 10th grade for a total of 400 students in Year 1. The school will then add 11th grade in Year 2 and 12th grade in Year 3. Aventura Charter High School shall comply with applicable Florida Statutes and with the Class Size Reduction Amendment requirements as outlined in the Florida Constitution, Section 1 of Article IX, amended in November 2002, as it relates to charter schools. Aventura Charter High School's staffing model and enrollment projections are designed to achieve compliance as it currently relates to charter schools. If the requirements for charter schools change over time, our school design will be modified and our projections amended to reflect necessary compliance, which may include modification to staffing and enrollment. For the upcoming school year, charter schools are mandated to comply with class size at the schoolwide average. Copyright©2017 by Charter Schools USA, Inc.All rights reserved. 4 Section 3: Educational Program Design A. Describe the proposed charter school's educational program. The Education Model is an instructional philosophy developed after extensive study of instructional practice and grounded in over 35 years of Dr. Robert J. Marzano's research. Its purpose is to facilitate each student's mastery of the Florida Standards and the Next Generation Sunshine State Standards (NGSSS). Its structure enables administrators and teachers to better understand, explain, and predict the elements needed to ensure student academic success. The heart of the Education Model is the Guaranteed and Viable Curriculum (GVC), which is comprised of a year-long plan for standards-based instruction at each grade level. The GVC ensures steady academic progress as students build their knowledge and skills from one year to the next in order to master the Florida Standards and the NGSSS. The GVC is primarily a combination of factors that have strong correlations with academic achievement: "opportunity to learn" and "time," which address the extent to which the curriculum is "guaranteed" (Marzano). After clear guidance is given to teachers regarding the content to be mastered in specific courses and at specific grade levels, CSUSA and Aventura Charter High School's administration will monitor learning so that the academic content necessary for achievement within each grade is not disregarded or replaced. The Learning Cycle The detailed descriptions below illustrate a learning cycle that teachers follow to ensure students are mastering all subject-area standards in the GVC. ,a+Fy.�,nrn Q Q Q 40'A 6aelslen Fnraitt Guaranteed and Viable Curriculum (GVC)1 sundard5 u,.po:^9 fisdlnq �l • Baseline Assessment and Data: Provides all stakeholders with information needed to identify students' strengths and weaknesses; effectively target instruction; and set school-level, classroom- level, and individual student-level goals. This process starts at the beginning of the school year with Copyright©2017 by Charter Schools USA, Inc.All rights reserved. 5 the review of students' scores from the previous school year's state-mandated assessments. Baseline data is then obtained throughout the year with formative, standards-aligned pre-tests administered prior to each new unit of instruction. • Data-Driven Instruction: A precise and systematic approach to improving student learning which involves analysis of both formal and informal data to drive action. Data is used to drive instruction in a systematic and ongoing manner, beginning with analysis of baseline data. Data-driven instruction is a Core Fundamental impacting the school's data literacy levels. • Assessment: Formative assessments provide systematic and regular measurement of students' progress in the classroom and are used to drive instructional practice. Timely and specific feedback based upon formative assessments of student performance on grade-level standards is then given to establish individualized goals for all students (Marzano). To provide additional data in the instructional decision-making process, teachers will use school-wide assessments including Northwest Evaluation Association (NWEA), classroom-based assessments, and interim benchmark assessments. • Grading: Monitoring student progress involves grading assignments and assessments based only on the standards taught and free from non-academically related aspects. Students are given ample opportunity to practice what is taught in order to demonstrate what they have learned and receive timely feedback on their work to understand how they demonstrated learning effectively or what can be done to improve their grade. Grading is considered a Core Fundamental in the implementation of the school's curriculum. • Reporting: Students and parents are provided with regular feedback on student academic progress. This approach allows the teacher to work collaboratively with students on setting individual learning goals and provide students with specific feedback to further progress toward standards mastery. Updates on individual learning goals offer teachers, parents, and students opportunities to celebrate successes throughout the year and support students in developing a stronger sense of accountability and confidence in working toward academic achievement. • Decision: Determines which instructional strategies will be used to meet the individual needs of the student. Teachers and administrators, based on the data, make the decision to either move on to a new standard and begin with a baseline assessment, or revisit the same standard through data- driven instruction, reaching students who need remediation or acceleration through differentiated instruction. A unique and innovative aspect of the GVC is the fact that teachers do not simply move on to the next standard after assessment, but continue re-teaching and providing additional practice opportunities based on students' needs. Core Fundamental Educational Components Successful implementation of the Education Model is supported by a framework comprised of 16 Core Fundamental Educational Components. The Core Fundamentals provide a structure that will enable Aventura Charter High School to establish a positive school climate, attend to curriculum and instruction, and develop data literacy for all stakeholders. When implemented effectively, the Core Fundamentals create a pathway for innovation and student success. The Core Fundamentals are grouped into categories that serve as the foundation of the Education Model: School Climate, Curriculum and Instruction, and Data Literacy. Critical elements of each Core Fundamental are defined below to provide a calibrated understanding of what is required at the school level. Analysis of school-specific needs will drive the planning for implementation of Copyright©2017 by Charter Schools USA, Inc.All rights reserved. 6 the Core Fundamentals. In the first year, school leadership,with support from CSUSA,will develop a strategic action plan to implement the Core Fundamentals which will be reviewed annually to take into account student need and input from school stakeholders. Table 3.1 below outlines the Core Fundamentals. Table 3.1 • Professional Development • Schoolwide Behavior Plan • Expectation and Procedures • Social-Emotional Learning and Character Education • Guaranteed and Viable Curriculum • Lesson Planning and Delivery • Data-Driven Instruction ' • Instructional Focus Plans ' • Response to Intervention • Tutoring • Instructional Software • Balanced Assessment System • Data Chats • Grading • Personalized Learning Plans • Teacher Evaluation System School Climate School climate reflects the way the school feels, both to visitors and school community members engaged in academic and school life activities.The following Core Fundamentals are outlined to support Aventura Charter High School in developing a healthy, nurturing, and positive school environment for all students, parents, and staff. Core Fundamental 1: Professional Development Even experienced teachers confront great challenges each year. These challenges include changes in subject content, new instructional methods, advances in technology, changes in laws and procedures, and student learning needs. Educators need to experience effective professional development to improve their skills, and ultimately student learning (Mizell, 2010). Professional development(PD) consists of learning opportunities provided to improve professional practices. PD requires intensive and collaborative work toward learning goals, ideally leading to an evaluation of applying newfound knowledge. A variety of approaches to PD will be employed, including: consultation, modeling, coaching, learning communities, observation and feedback, lesson studies, mentoring, content training sessions, reflective collaboration, and technical assistance. Core Fundamental 2:Schoolwide Behavior Plan A schoolwide behavior plan details clear behavior expectations for students, parents, and staff members while on school grounds and in all school settings and school-sponsored events. The schoolwide behavior plan provides a framework for positive behavioral supports and interventions and implementation of a ,,,,,,Copyright©2017 by Charter Schools USA, Inc.All rights reserved. 7 citizenship program. Clear guidelines for behavior create a sense of community among students, allowing them to develop respect, solidarity, and active responsibility over their own behaviors. Core Fundamental 3: Expectations and Procedures Expectations and procedures are a set of guidelines that are developed and practiced in the classroom to promote a positive and safe learning environment and support the schoolwide behavior plan. Well-designed and practiced expectations and procedures ensure students know what to expect and to better understand learning tasks. When expectations and procedures are in place, the class runs smoothly with less confusion, and students have a clearer sense of what it takes to succeed. Core Fundamental 4:Social-Emotional Learning and Character Education Social Emotional Learning (SEL) teaches the ability to identify and understand one's own feelings as well as the emotional states of others.When paired with a character education program, students develop into moral, civic, good-mannered, behaved, non-bullying, healthy, critical, successful, and socially-aware citizens. SEL can positively impact academic achievement. Students engaged in SEL demonstrate significantly improved social and emotional skills, attitudes, behavior, and academic performance that reflected an 11- percentile-point gain in achievement (Durlak, 2011). Addressing social emotional needs and supporting the development of healthy behaviors of students are critical to developing productive global citizens. Character education provides a focus on developing the whole child. Basic core values of character education include, but are not limited to, respect and responsibility of self and others,justice,community service, and citizenship. Curriculum and Instruction Curriculum and Instruction reflects the work that takes place in the classroom setting and addresses the critical elements necessary to meet student academic needs and create engaging and meaningful learning experiences.The following Core Fundamentals are outlined to support the school in creating meaningful, relevant, and effective learning experiences for all students. Core Fundamental 5: Guaranteed and Viable Curriculum The GVC is a year-long plan for standards-based instruction that is central to the Education Model. The GVC provides the scope and sequence necessary to teach all priority standards prior to state assessments and provides teachers with standards-based information, strategies, and resources helpful in planning instruction. The GVC serves as the basis for curriculum maps and ensures an instructional focus on supporting students in making steady academic progress as they build key knowledge and skills necessary to master the Florida Standards and the NGSSS. Marzano identified the GVC as the school-level factor with the most impact on student achievement. CSUSA's educational support staff and school administration will continuously monitor leanring so that the academic content necessary for achievement within each subject-area is not disregarded or replaced within the GVC. Core Fundamental 6: Lesson Planning and Delivery Copyright©2017 by Charter Schools USA, Inc.All rights reserved. 8 Lesson planning is the process of preparing for instructional delivery, based on standards, and organized into rigorous and engaging learning opportunities for students; it ensures a smooth and effective learning trajectory for students. Lesson planning integrates the GVC, student/class-level data, available resources, and instructional strategies to ensure teachers are prepared to protect instructional time and deliver high quality, engaging lessons. Core Fundamental 7: Data-Driven Instruction Data-driven instruction is a precise and systematic approach, based on in-depth analyses of formal and informal student data, which allows teachers to continuously target instruction to meet individual student needs. Data-driven instruction includes differentiating instruction as well as teacher-led small group instruction, and represents an ongoing focus of the learning cycle, which provides opportunities for every child to reach their highest potential. Data-driven instruction allows students to be the recipients of tailored content and delivery to make necessary growth. Collecting and analyzing student learning data is only meaningful when combined with appropriate, effective action. Once students have the foundational skills needed, they can start to apply their knowledge and master the standards at grade-level or beyond. Core Fundamental 8:Instructional Focus Plan An Instructional Focus Plan (IFP) is an outline of previously taught grade-level standards that need to be retaught to individuals or groups of students based on assessment data. IFPs have a designated time within the instructional day so that it does not detract from the delivery of new standards and content. IFPs provide an effective response to a learning problem that will then be reassessed. Teachers with quality assessment data can group students for instruction, address skill gaps before they become severe deficiencies,and feel confident about their students making progress toward proficiency. Using a new method or strategy can reach the students with various learning profiles. Core Fundamental 9: Response to Intervention Response to Intervention (Rtl) is a multi-tiered approach to the early identification and support of students with learning and behavior needs. The Rtl process begins with high-quality instruction and universal screening of all children in the general education classroom. Struggling learners are provided with interventions at increasing levels of intensity to accelerate their rate of learning. These services may be provided by a variety of personnel. Progress is closely monitored to assess both the learning rate and level of performance of individual students. Educational decisions about the intensity and duration of interventions are based on individual student response to instruction. Rtl is designed for use when making decisions in both general education and special education, creating a well-integrated system of instruction and intervention guided by child outcome data (Rtl Action Network). Rtl is essential when ensuring all students are given the additional support they need to succeed. These steps need to be taken in accordance with federal laws to help students fulfill the necessary catch-up growth to be successful in grade-level content and/or behavioral expectations. Copyright©2017 by Charter Schools USA, Inc.All rights reserved. 9 Core Fundamental 10: Tutoring The purpose of tutoring is to offer more individualized instruction to students who need remediation and intensive practice to master high-priority, grade-level state standards. Tutoring provides students additional instructional minutes beyond the regular school hours. The focus during tutoring sessions is on the high- priority, grade-level state standards. Tutoring is one way for schools to give multiple opportunities for students to learn and master grade level content. Core Fundamental 11:Instructional Software Instructional software is a program or series of programs that help students learn through a digital device. Instructional software provides adaptive learning, while motivating students to learn through immediate personal feedback and celebrating successes. When used appropriately, instructional software programs provide rigorous lessons, remediate academic gaps and/or provide enrichment. CSUSA's approved instructional software programs are aligned to standards and based on research. Selection and implementation of instructional software is supported by CSUSA's Innovations Team. Data Literacy Data Literacy ensures all stakeholders can access and interpret data related to school, student, and teacher effectiveness and determine next steps for growth and opportunity.The following core fundamentals are outlined to support school stakeholders in access and understanding student achievement related data. Core Fundamental 12: Balanced Assessment System A balanced system of assessment incorporates content standards and a variety of assessment types, formative, interim/benchmark and summative, with the guiding purpose of informing educational decisions. (Council of Chief State School Officers, 2010). A well-balanced approach to assessment requires teachers and administrators to develop a shared understanding of assessment types and purposes, as well as a commitment to continually review assessment tools and data collected to ensure selected assessments are providing the information necessary to improve student learning. Core Fundamental 13: Data Chats A structure for discussing student data for the purpose of guiding student learning, finding answers to important questions, analyzing, and reflecting together on teaching practices. Conducting regular data chats positively influences school culture with the ultimate goal of improving teaching and learning. Through data chats, teachers are coached in data analysis and discussion is facilitated by an administrator or Curriculum Resource Teacher(CRT)/instructional coach.This process allows teachers to develop the data analysis skills necessary to plan data-driven instruction in a timely and effective manner. The use of data scenarios in small group settings has shown promise in building the capacity of teachers to analyze and interpret data more deeply, while allowing teachers to practice data dialogue skills in a non-threatening setting. Core Fundamental 14: Grading CSUSA's grading philosophy places a value on representing student progress toward mastery of the grade- level standard and gives an indication of content-based performance. All grading will be documented in the PowerSchool Teacher Gradebook, through Pearson's PowerSchool portal. Copyright©2017 by Charter Schools USA, Inc.All rights reserved. 10 Students will be evaluated solely on their understanding of subject-area content. Standards mastery helps prepare students for the next subject-area content and state assessments. In connection to CSUSA's Education Model, reporting is a necessary component to ensure that we are providing all students with a guaranteed and viable curriculum, meaning that all students have both the opportunity and time to develop mastery of standards. Gradebooks provide a necessary means of documentation for teachers and administrators to make decisions on Rtl, remediation/re-teaching on identified and targeted standards, and in facilitating discussions and communication with parents around the academic needs of their student. Core Fundamental 15: Personalized Learning Plan A Personalized Learning Plan (PLP) is a tool used to gather and analyze student data, set goals, drive academic conversations,and drive individualized instruction for both remediation and enrichment. PLPs allow teachers and students to track their progress toward learning goals.With teacher guidance and collaboration, students document baseline and interim assessment results aligned with goals where students can detail the steps they will take to achieve their goals. Core Fundamental 16: Teacher Evaluation System The Teacher Evaluation System (TES) is a comprehensive annual evaluation of educator instructional practice and student performance. The three elements that make up the TES include the Teacher Feedback and Evaluation Tool (TFET), Deliberate Practice Plan (DPP), and student performance. The TFET and DPP, constitute a teacher's instructional practice score. The weight of each element is in compliance with Florida's Student Success Act. In its entirety,the TES provides teachers and school leaders with a well-rounded picture of performance that incorporates not only observational data but personalized goal setting and result-driven evaluations of student performance.The TES aligns with Florida evaluation systems requirements as outlined in § 1012.34 Fla. Stat. Academy Model In conjunction with the Education Model and its core components described above, Aventura Charter High School will utilize a college preparatory academy model to develop small learning communities for students. According to the Implementation Study of Smaller Learning Communities by the U.S. Department of Education (2008), successful implementation of an academy model includes common planning time for teachers dedicated to integrating curriculum and discussing student progress, work-based learning opportunities and service learning projects for students, and more than half of student courses taking place within the selected academy. Aventura Charter High School's college preparatory academy model is built upon these best practices and promotes the school's mission of preparing students for academic excellence in a manner that cultivates individual student talents and leadership skills. Each academy consists of students who take the majority of their classes together in pursuit of common academic goals in a family-like atmosphere. A team of teachers working across disciplines deliver instructional content in a manner that purposefully integrates technology and 21 sl century learning skills and develops student talents and intellectual curiosity.Academies offer multi- year courses that ground student engagement in real-world problem-solving experiences and promote collaboration. Aventura Charter High School will offer academies based on student interest, community need, and partnerships with employers, community members, and local colleges. Copyright©2017 by Charter Schools USA, Inc.All rights reserved. 11 Entrance Interview Aventura Charter High School will conduct entrance interviews with students after enrollment and registration is completed. The guidance counselor will send each parent or guardian a letter informing them of the interview process with instructions on scheduling an interview time for their student. The purpose of the interview is to review student academic records, understand student interests and preferred learning styles, and learn as much of about each individual student as possible to begin the development of personalized learning plans and determine academy and faculty advisor assignments. The entrance interview consists of the following: • Initial selection of diploma option(s). • Oral interview conducted by a member of the leadership team, student services/guidance coordinator, or academy teacher. • Writing sample completed during the interview consisting of a response to a personal narrative prompt. • Review of the required teacher recommendation form to be submitted by the appointed date. • Review of the student/parent statement of intent to be submitted by the appointed date. B. Describe the basic learning environment, including rationale for class size and structure and how the learning environment supports the mission. Clear behavior expectations and classroom management procedures posted in each room will help develop the learning environment and support the use of an agenda to protect instructional time. The agenda will include essential questions and objectives, written in student-friendly language that serves to focus teaching and learning within the room, and facilitate daily active participation as students learn to connect the daily learning focus with their personal learning goals. To further deepen learning, anchor charts generated during instruction that reflect step-by-step processes for taught material will be posted to serve as a reminder for students of instructional focus areas. Additionally, current student work with teacher feedback, student- generated word walls and concept walls, and student goal progress trackers may be displayed to promote student classroom ownership. Visitors will be able to walk in a classroom and see various simultaneous learning experiences, such as teachers working with a small group of students on a targeted skill, students on laptops receiving remedial or enrichment practice, groups of students working cooperatively on a challenge-based project, or students working independently on leveled tasks. Structured procedures and behavior expectations are developed and monitored by each learning community to minimize distractions and ensure productive work spaces. Classrooms in ninth through twelfth grades are designed to accommodate 25 students at capacity, reflecting the maximum number of students that a class can hold. Aventura Charter High School shall comply with applicable Florida Statutes and with the Class Size Reduction Amendment requirements as outlined in the Florida Constitution, Section 1 of Article IX, amended in November 2002, as it relates to charter schools. Since it is anticipated that students will perform at various levels, classrooms will be organized to accommodate differentiated instruction, including teacher-led small group work and blended learning mobile work stations where students can work at individualized levels using various software programs. This classroom organization also supports the development of a 21St century learning environment described below. Copyright©2017 by Charter Schools USA, Inc.All rights reserved. 12 2151 Century Learning Enviornment The Partnership for 21 sl Century Skills defines a 21 sl century learning environment as a space (both physical and virtual) that accommodates the diverse learning needs of individual students and fosters positive and healthy relationships deemed necessary for attaining 21St century knowledge and skills. Aventura Charter High School will implement a 1:1 technology initiative schoolwide, ensuring each student has daily access to a digital device for classwork, research, collaboration, reading, creating, and completion of home learning assignments. As such, all textbooks will be provided in digital format. The integration of technology in a 21St century learning environment expands the learning environment beyond the classroom and helps cultivate interest in global issues through exploration of global issues and virtual field trips. The development of a technology rich environment and infusion of 21St century learning skills directly supports the school's vision of adopting innovative instructional methods and technology designed for the digital native learning styles of Aventura Charter High School students. The school will purposefully integrate tools, technology, software, and structures in classrooms to enhance the learning environment through the 1:1 technology initiative and by focusing on the development of the following 21 st century learning skills: • Creativity • Critical thinking • Communication • Collaboration Students will partner with teachers to enhance the learning space and utilize the tools, technology, and structures provided to breed curiosity and innovation that will define the classroom environment and add value to the greater school community. To further support the development of a technology rich environment primed for a focus on 21St century learning skills, CSUSA's Innovations Team will work closely with Aventura Charter High School to support teachers in implementing a broad set of knowledge, skills, work habits, and character traits that are critically important to success in today's world, particularly in collegiate programs and contemporary careers and workplaces. The team supports teachers across the CSUSA network in integrating technology and 21st century skills in classroom instruction, such as employing a blended leanring approach and integrating coding across disciplines to tap into creativity, develop problem-solving skills, and hone collaborative skills. By focusing Innovations Team support on skills that prepare stduents for success in post-secndary life, teachers will have ready access to vetted programs, tools, prodcuts, and approaches that can be used to increase student engagement and make connections to real-life applications easier. In year one the team will focus on supporting Aventura Charter High School in fully utilizing technology, instructional software, and innovative work spaces by providing access to professional development and technical support. As teachers, students, and other stakeholders identify additional innovations that would potentially benefit specific academies or the school community, the team will support the school in researching next steps and bringing ideas to fruition.As society and trends shift, the team will adapt to ensure relevant and timely focus on skills identified as essential for 21St century learning. Copyright©2017 by Charter Schools USA, Inc.All rights reserved. 13 The classroom is the hub of student learning; thus, resources will be maximized within each room. Students will have access to a variety of electronic texts as part of the school's 1:1 technology initiative, as well as access to a classroom library to supplement learning. Both fiction and nonfiction electronic or print resources will be leveled and available to enable students to read appropriate books based on their abilities. The school will utilize technology as an effective method to increase student engagement and interaction with learning and real-world application by leveraging many digital curriculum assets to enhance the offerings for remediation, enrichment, and direct classroom instruction. With the integration of technology, all students have increased targeted access to curricular resources, assessments, technology-based intervention, and enrichment enhancing differentiation. Technology resources are placed in the hands of the students to support an interactive learning environment. For example, in addition to a 1:1 technology plan, Aventura Charter High School will be equipped with SMART Instructional Flat Panels and the SMART Learning Suite. SMART Instructional Flat Panels are used to increase student interaction and engagement in direct instruction, small group activities, and student collaboration. Teachers can then lead more interactive and engaging lessons, such as infusing gamification into a lesson or conducting non-traditional formative assessments. The following technology is available in each classroom: • Interactive displays/panels with tablets • Student laptops • Document camera • Headphones and microphones Aventura Charter High School also intends to have a production room for filming, processing, and streaming morning announcements; mobile and stationary computer labs; and multi-purpose rooms outfitted with audio/video equipment. Wireless networking will be employed throughout Aventura Charter High School to allow students instant access to digital content via vetted online resources. C. Describe the research base used to design the educational program. Aventura Charter High School will utilize the research of Dr. Robert J. Marzano on effective schooling as the basis for the educational program. The educational program provides curriculum design and implementation aligned with ongoing assessment of student achievement. Marzano provides a framework for creating schools that positively affect student achievement categorized into three general factors: (1) school-level factors, (2) teacher-level factors, and (3) student-level factors. As Marzano updates his research with new findings and strategies, Aventura Charter High School's educational program will incorporate the research as it becomes available. School-level Factors Guaranteed and Viable Curriculum The first school-level factor is a Guaranteed and Viable Curriculum. Aventura Charter High School will implement a GVC designed to meet the NGSSS and Florida Standards through the process outlined in Understanding by Design, (Wiggins& McTighe). The GVC outlines the specific learning outcomes within the NGSSS and Florida Standards and was created in three stages: 1) identifying desired results, 2) determining acceptable evidence, and 3) planning learning experiences and instruction. Through professional development, teachers continue this process. Understanding by Design supports teachers working within the ,,,,,.Copyright©2017 by Charter Schools USA, Inc.All rights reserved. 14 standards-driven curriculum to clarify learning goals, devise assessments that reveal student understanding, and craft effective and engaging learning activities aligned with real-world experiences that prepare students to achieve the NGSSS and Florida Standards. The Understanding by Design process and the GVC allows educators to center the curriculum and assessments by establishing goals (content standards, course or program objectives, learning outcomes), big ideas (what specific understandings about the big ideas are desired), essential questions (what provocative questions will foster inquiry, understanding, and transfer of learning), and authentic performance tasks (the type(s) of performance tasks that learners demonstrate the desired understandings). Challenging Goals and Effective Feedback Marzano's second school-level factor is "challenging goals and effective feedback." This factor is a combination of effective monitoring and pressure to achieve. Mark Lipsey and David Wilson examined hundreds of studies and found that on average, the act of setting academic goals or defining clear learning goals translated into higher student achievement. The reported impact of setting goals on student achievement ranges from a low of 18 percentile points to a high of a 41 percentile point increase. Also, research shows that setting academic goals for an entire school has a powerful, coalescing effect on teachers and administrators (Marzano). The results of several research studies show that academic achievement in classes where effective feedback is provided to students is considerably higher than the achievement in classes where effective feedback is not provided. John Hattie reviewed about 8,000 studies and found that"The most powerful single modification that enhances achievement is feedback." The simplest prescription for improving education must be `dollops of feedback.' Feedback has two very specific characteristics. One: It must be timely. Two: Effective feedback must be specific to the content being learned (Bangert-Drowns). George Madaus and colleagues found that tests that are not specifically designed to assess a particular school's curriculum frequently underestimate the true learning of the student. (What Works in Schools, 2003). Parent and Community Involvement Community engagement is viewed as integral to Aventura Charter High School's college preparatory academy model in that partnering with local organizations and businesses helps spur innovation, provide additional resources for students, and create a sense of ownership of the school's success from the surrounding area. According to Marzano's research, effective parental and community involvement includes the areas of communication, participation, and government. Schools that encourage parents to participate have an increased resource base for volunteer opportunities, and also experience lower student absenteeism, truancy, and dropout rates, subsequently having a positive impact on school climate. Each school academy will solicit parent and community involvement specific to the course of study and draw on Aventura Charter High School's greater school community to develop a strong sense of ownership for the school's success. According to a study by the Southwest Educational Development Laboratory, students with involved parents are more likely to earn higher grades and test scores, pass their classes and be promoted, attend school regularly, develop better skills to adapt socially and improve behavior, and graduate and advance to postsecondary programs (A New Wave of Evidence, 2002). One way of promoting increased parent communication is through the use of Edmodo, a closed, private learning network that allows teachers, Copyright©2017 by Charter Schools USA, Inc.All rights reserved. 15 students, parents, and the greater school community to share information, ideas, reminders, and opportunities to make connections that foster a sense of community outside of the classroom. Edmodo allows students and parents to interact with the classroom teacher and school in a seamless manner that blends social networking tools with traditional school communications tools. Edmodo also allows teachers to more easily exchange data and other information to help foster teacher-to-teacher collaboration. Safe and Orderly Environment The need for a safe and orderly environment that is rooted in clear expectations and procedures is critical to ensuring a school environment that is conducive to learning as further discussed in Section 8. Collegiality and Professionalism This factor pertains to the manner in which staff members interact with each other both socially and professionally. In a collegial environment, teachers are supportive of one another in their attempts to learn and grow as professionals. In a professional school environment, staff members are given multiple opportunities to develop their skills and subject-matter knowledge, as described in detail in Section 13. Teacher-level Factors Research shows that the most effective teachers produce higher gains than the least effective teachers. Over time, this effect on student performance compounds, which shows the importance of training and retaining the most highly effective teachers. When a teacher possesses a high level of skill and knowledge in the following three teacher-level factors, the impact is the most powerful on student achievement (Marzano). Instructional Strategies The educational framework founded upon the works of Marzano outlines many research-based instructional strategies that are implemented in the classroom. The effective and systematic use of these research-based instructional strategies provides students a unique opportunity for their learning to be academically rigorous and challenging, yet innovative and focused on individual student learning needs. Classroom Management Teachers focus on four areas for effective classroom management: establishing and enforcing rules and procedures; carrying out disciplinary actions; teacher and student relationships; and maintaining an appropriate mental set. Classroom Curriculum Design Aventura Charter High School will adhere to the following principles of Marzano's research: • Learning is enhanced when a teacher identifies specific types of knowledge that are the focus of a unit or lesson. • Learning requires engagement in tasks that are structured or are sufficiently similar to allow for effective transfer of knowledge. • Learning requires multiple exposure to and complex interactions with knowledge. Copyright©2017 by Charter Schools USA, Inc.All rights reserved. 16 Student-level Factors Home Environment With regard to the impact on student achievement, Marzano's research indicates that the home environment is comprised of three elements: • Communication about school • Supervision • Parental expectations and parenting style Aventura Charter High School will make all attempts possible to keep lines of communication open between the school and the families to ensure they are supported in their child's education. Aventura Charter High School will keep parents informed of their student's reading level and academic progress in school and engaged in the academy and school communities. Teachers will share progress reports, report cards, NWEA reports, interim benchmark assessment scores, and encourage participation on Edmodo to share pertinent information related to student performance and involvement in the school community. Academy nights will also be hosted to highlight each small learning community's endeavors and curriculum. Creating a strong and meaningful connection to the school community, benefits all stakeholders and makes keeping an open and clear line of communication between parents and the school possible. Learned Intelligence/Background Knowledge Marzano's research supports that background knowledge is directly related to learned intelligence and student achievement. To promote the acquisition of learned intelligence and background knowledge, Aventura Charter High School will take the following action steps: • Involve students in programs that directly increase the number and quality of students' life experiences. • Involve students in a program of wide reading that emphasizes vocabulary development. • Students will be encouraged to read in their free time and set reading goals. • Provide direct instruction in vocabulary terms and phrases that are important to specific subject matter content. Motivation Research is clear that increased student motivation has a positive effect on achievement (Marzano, McCombs). Therefore, Aventura Charter High School will make purposeful attempts to motivate students in various ways. Goal-setting and personalized learning plans present the school's primary vehicles for instilling an increased sense of intrinsic motivation in students. Critical to the success of every student is the sense of ownership of learning and setting goals for achievement. Teachers will consistently provide timely and specific feedback to students on their assignments and classwork and assist students in making meaningful connections to ensure students know how to fix their mistakes, reinforce their learning, and build schema. Students will participate in tasks that are engaging, such as hands-on activities, interactive technology tasks, or other project-based learning activities that support growth toward standards mastery and critical practice in the four key 21St Century skills of creativity, critical-thinking, communication, and collaboration. Aventura Charter High School will expect its teachers and administrators to invest in the achievement of students, and therefore personally motivate each and every child to reach his or her potential. Copyright©2017 by Charter Schools USA, Inc.All rights reserved. 17 D. Provide a sample daily schedule and school annual calendar as Attachment B. Samples of Aventura Charter High School's daily schedule and annual calendar are provided in Attachment B. E. Explain how the services the school will provide to the target population support attainment of the state-adopted standards, as required by section 1002.33, F.S. A key tool that Aventura Charter High School will utilize to effectively determine students' levels in English language arts (ELA), math, and science is the national ly-normed interim assessment, which is administered by NWEA and have been successful at other CSUSA-managed schools. These adaptive assessments allow Aventura Charter High School to target exact proficiency and determine how far above or how far below a child is from grade level. Teachers have the capability of seeing the Florida standards students have previously mastered, what they need to review to become more proficient, and what they are ready to learn next. This data is used to effectively group students based on specific skill sets and target instruction to fill skill gaps and master the standards as outlined in curriculum maps. Aventura Charter High School will also utilize interim benchmark assessments to gauge students' progress on mastery of the GVC. The assessments are aligned to state standards, and include short-term review as well as spiral review to check for mastery. The Education Model described throughout this application allows teachers the ability to continuously teach and assess students to determine mastery of the standards as outlined in the GVC. Teachers utlize curriculum maps aligned to the scope and sequence of the GVC and employ a variety of high yield, research- based instructional strategies described in detail in Section 4. After an instructional unit, teachers grade assessments based on a specific level of mastery of the standards and determine whether the class should move on to the next standard, or whether the concept needs to be taught in a new way. Students who have not yet demonstrated mastery will continue to receive support through targeted small-group instruction, even if the class moves on to the next unit. Students will receive intensive interventions if they continually fail to master skills and concepts. A Response to Intervention (Rtl) model will be used to ensure students are receiving the appropriate interventions based on their performance. In addition to the use of Instructional Focus Plans(IFPs)and implementation of a tutroign program, described below, strategies for ensuring that students receive additional support in meeting Florida standards will include targeted small-group instruction, intervention/enrichment block, push-in/pull-out support,tutoring, and Saturday School, details of which can be found in Section 4. Instructional Focus Plan To further monitor progress towards mastery of the standards outlined in the GVC, and support the mission of creating a rigorous environment of success for all students, teachers, in conjunction with Aventura Charter High School's administrative team, will plan together and schedule learning objectives aligned to the data- driven IFP. As a Core Fundamental, IFPs are considered essential to effective implementation of the Education Model. They provide an outline of previously taught grade-level standards that need to be retaught to individuals or groups of students and are based on grade level assessment data. This instruction takes place during a designated time within the school day so that it does not detract from the delivery of new standards and content. Copyright©2017 by Charter Schools USA, Inc.All rights reserved. 18 The IFP provides an effective response to a learning problem that will then be reassessed. Teachers with quality assessment data can group students for instruction, address skill gaps before they become severe deficiencies, and feel confident about their students making progress toward proficiency. Using a new method or strategy can reach students with various learning profiles. IFPs are developed based on the data provided by interim benchmark assessments, which teachers analyze to determine the standards students need to be re-taught, or taught more in-depth than previously expected. This constant spiral instruction not only helps students reach mastery, but also reinforces concepts for better retention of information. The calendars include targeted standards, plans for instruction, and weekly assessments. A reflection space is designated for teachers to note the results of the assessment. Teachers develop the calendars several times throughout the year to adjust instruction based on results. The GVC is thereby differentiated to meet the needs of students while maintaining rigorous pacing and high expectations. IFPs are developed for both ELA and mathematics, and teachers are encouraged to post and track results within the classroom to motivate and challenge their students. Tutoring Tutoring provides students with additional instructional minutes beyond the regular school hours and focuses instruction on key subject-area standards as well as test taking strategies. Aventura Charter High School's tutoring program will offer individualized instruction to students who require remediation and intensive practice to master standards and demonstrates one way the school will give multiple opportunities for students to reach a level of proficiency in course content. Based on the student population, enrichment opportunities may be provided for students performing on or above mastery level in designated courses. Content delivery in tutoring will include effective and appropriate instructional strategies, with specific data used to determine student groups including NWEA RIT data, previous years' assessment data, and practice state assessment data among others. The school's tutoring program will be designed to accommodate student schedules outside of school by offering before/after school tutoring sessions, Saturday tutoring sessions, and boot camp tutoring sessions as necessary. Tutoring group size will be limited to 15 or fewer students to contrast the learning environment from the classroom setting and offer students more individualized attention. All teachers, upon hiring, are informed of the tutoring program and the expectation that teachers will participate. Early in the first quarter, teachers are identified to lead tutoring sessions, which may include teachers tutoring in a different content area, and standards based course materials for tutoring are identified for planning. The tutoring program start date will be determined based on student need and the frequency and duration of the tutoring schedule will be continuously reviewed to ensure relevancy based on student academic performance. Advanced Studies To further accommodate those students who are high achievers and interested in an advanced course of study, Aventura Charter High School will apply for designation as a Cambridge school. Once implemented, the school's Cambridge program will provide an international, pre-university curriculum and examination for students who will benefit from a rigorous academic program. For over 160 years the prestigious University of Cambridge has been setting worldwide curriculum standards through their examinations. The Cambridge curriculum is taught in over 150 countries worldwide.A Cambridge course combines the content of the honors curriculum with the content students must learn to write the Cambridge papers successfully. Cambridge Copyright©2017 by Charter Schools USA, Inc.All rights reserved. 19 courses are demanding and emphasize higher order thinking, oral and written skills, problem solving, teamwork, and investigative abilities. Highly motivated students who excel academically and are well- rounded in their extracurricular activities are typically drawn to this program. Cambridge students are expected to have high academic expectations, be self-motivated, display good study habits, and demonstrate a commitment to succeed in this rigorous program. In addition to Cambridge courses, the school will offer Advanced Placement (AP) classes as an avenue for students to earn college credit. AP courses offer students an opportunity to engage in rigorous curricula and gain valuable college-level academic. The curriculum for each AP course offered is created by The College Board by a panel of experts and college-level educators. Students who take and pass AP courses with a minimum of 3 on a 5-point scale may be given college credit at the university level. Students who wish to enroll in AP courses must have high performing scores on the PSAT, Pre-ACT, FSA, or EOC demonstrating students are in the 80th percentile or higher per subject area. AP courses also offer students an opportunity to earn a higher GPA making students more competitive when applying to colleges and universities as admissions offices look favorably on passed AP courses as a sign of college-readiness. For a detailed description of the teaching strategies and methods that Aventura Charter High School will use, please refer to Section 4. Copyright©2017 by Charter Schools USA, Inc.All rights reserved. 20 Section 4: Curriculum and Instructional Design A. Describe the school's curriculum. Describe the primary instructional strategies. Describe the methods and systems teachers will have for differentiated instruction. The GVC is aligned to Florida Standards for ELA and math and NGSSS for all other subject areas. The GVC includes the standards grouped and mapped in a logical manner to ensure students have the greatest opportunity to master grade-level content and are prepared for both state assessments and postsecondary endeavors. Students enrolled in advanced coursework, through the Cambridge Program or Advanced Placement (AP) classes will follow the curriculum scope and sequences developed by Cambridge International Examinations and The College Board respectively. Teachers will use the resources described throughout this section to teach the GVC. The Education Model is designed to accommodate all learners by utilizing instructional strategies that can be tailored to the individual needs of each student and core fundamentals are implemented to ensure effective implementation of the Education Model with fidelity. Aventura Charter High School will offer courses made available by Florida Department of Education. The courses listed will derive from the Florida Department of Education course code directory as listed on www.cpalms.org/Public/search/Course. All student course offerings satisfy high school graduation requirements and selected academy pathway. 9-12: English or English through ESOL The full implementation of Language Arts Florida Standards (LAFS) includes: (1) Text complexity, quality, and range in all grades (K— 12) (2) Literacy Standards in history/social studies, science, and technical subjects (6— 12) Students must complete four annual courses in ELA, per graduation requirements. Aventura Charter High School will utilize the CPLAMS course code directory to develop course offerings that satisfy ELA requirements. Students may be offered English 1-4, English, English 1-4 for Credit Recovery, English 1-4 Honors, AICE English Language AS Level, AICE English Language 2 A Level, AICE English Literature AS Level, Pre-AICE English Language IGCSE Level, AP English Language, or AP English Literature. Students can then take additional reading courses as an elective, or be required to take intensive courses based on reading assessment scores. Ninth through twelfth grade core English courses are designed to prepare students to think critically and attend to text closely in a manner that helps develop understanding of and enjoyment of complex literature. Students learn reasoning skills and evidence collection skills critical to postsecondary success. English courses emphasize skills in reading, clear writing, coherent exposition, and vocabulary development. A minimum of 50-minute integrated reading and language arts minutes of on-task instructional time is required. Students in English through ESOL will have access to the same curriculum as students in English but will receive instruction with ESOL Strategies for English Language Learners and will be grouped with other ESOL students. Students will progress through the appropriate English 1-4 courses throughout high school. Copyright©2017 by Charter Schools USA, Inc.All rights reserved. 21 Teachers will use the standards-aligned GVC (which includes all of the Florida Standards) as the core curriculum. Aventura Charter High School will use the research based reading program Houghton Mifflin Collections, as well as focus on text exemplars and integration of real-life digital texts such as newspapers and research articles, providing a 50/50 balance of fiction and nonfiction text. Novel studies will also be used for instruction. These competencies are integrated throughout students' learning experiences in English language arts. Students will refine and master previously learned skills in increasingly complex reading selections, presentations, and written compositions. Students will master the following reading skills: • Using the reading process to construct meaning • Understanding and applying literature terminology and literary devices • Recognizing and understanding the characteristics of various literary forms • Analyzing literary selections as a whole • Analyzing characters and their words and/or actions • Evaluating the author's purpose or intent, as well as actions or events that occur within the selection • Understanding the mood, tone, and style of writing of the author Small groups and independent work centers are used for individualized instruction and practice, where students have access to leveled readings and activities. Highly qualified teachers appropriately group students by level and provide instruction targeted to each groups' particular needs through scaffolded, guided reading lessons. Continual progress monitoring ensures the fidelity of implementation and that students are receiving instruction accurately. Mathematics Students will complete four-five credits in Math, per graduation requirements and dependent on diploma option selected. Aventura Charter High School will utilize the CPLAMS course code directory to develop course offerings that satisfy requirements in mathematics and provide students with opportunities to demonstrate mastery of mathematics standards in the following domains: • Algebra • Calculus • Functions • Geometry • Number& Quantity • Statistics & Probability Depending on the diploma option selected, student readiness for success, and after review of incoming high school credits earned in math, students may be offered Algebra 1-2,Algebra 1-2 for Credit Recovery,Algebra 1-2 Honors, Financial Algebra, Pre-AICE Mathematics 1 (GCSE Level, or Pre-AICE Mathematics 3 IGCSE Level, Pre-Calculus Honors, Calculus Honors, Geometry, Geometry for Credit Recovery, Geometry Honors, AICE Mathematics 1 AS Level, AICE Mathematics& Mechanics 1 AS Level,AICE Mathematics& Mechanics 2 A Level,AP Calculus AB/BC,AP Statistics, among other course offerings based on the current state course code directory that satisfy student diploma option selection. Students can then take additional math courses as an elective, or be required to take an intensive mathematics course depending on standards-based assessment scores. The GVC provides the core curriculum, which is the current state math standards as supported by National Copyright©2017 by Charter Schools USA, Inc.All rights reserved. 22 Council of Teachers of Mathematics research, grouped and mapped in a particular way in order to ensure the standards can be mastered in the time given. Content in each grade level will be aligned to the domains and clusters in the Mathematics Florida Standards(MAFS)as referenced above.A major emphasis is placed not only on the content standards, but also on the practice standards for mathematics. These practice standards are incorporated within the content in order to aid students in gaining mathematical proficiency. Algebra 1 provides a program of study that acknowledges students' different levels of achievement. The typical progression will move from Algebra 1 to Geometry. Students who have completed these courses may continue in the next appropriate sequence of mathematics courses (i.e. Algebra II and Pre-Calculus). Social Studies Students will complete three credits in Social Studies, per graduation requirements. Aventura Charter High School will utilize the CPLAMS course code directory to develop course offerings that satisfy requirements in Social Studies and provide students with opportunities todemonstrate mastery of social studies standards in the following strands: • American History • Civics and Government • Economics • Financial Literacy • Geography • Humanities • Psychology • Sociology • World History Students may be offered United States History, United States History Honors, Multicultural Studies, Latin American History,African-American history, Global Studies, Psychology 1-2, Political Science, World History, World History Honors, or Economics,AICE Psychology Level,AICE US History AS Level,AICE US History A Level, AICE International History AS Level, AP Human Geography, AP US History, AP US Government and Politics among other courses that satisfy high school graduation requirements, diploma options selected, and reflects the interest of the student body. In social studies, students acquire essential knowledge and develop and apply skills as they investigate society, explore issues, make decisions, and work independently and cooperatively with others. An effective social studies program provides a coordinated, systematic study that draws upon the disciplines in the social sciences and humanities. It prepares students to be personally and socially aware, promotes multiple perspectives, encourages intellectual curiosity, enhances critical thinking skills, reinforces a broad range of communication skills, fosters positive character development, and charges students to assume responsibility for positive change and civic action. Florida's vision for social studies is based on the rigorous and in-depth expectations as defined by the NGSSS for social studies. Students begin by taking World History, which serves as an introduction to the study of history from ancient civilizations to the 15th century. World History examines a wide range of early societies from Africa and Western Europe to China. Readings focus on the effects of geography and climate on the growth of Copyright©2017 by Charter Schools USA, Inc.All rights reserved. 23 civilization, the interaction of cultures, the evolution of social and political institutions, religion, and philosophy. Students read a significant number of primary sources as well as secondary accounts and interpretations. Analytic thinking, reading, and writing skills are emphasized. A major research paper in conjunction with another academic discipline is required in the spring semester. In subsequent years, students will take U.S. History, U.S. Government, and Economics with Financial Literacy. Core resources will be provided by the McGraw-Hill Networks series. Science Students will earn four-five credits in science, per graduation requirements and diploma option selected. Students will earn four-five credits in science to satisfy graduation requirements and diploma option selection. Aventura Charter High School will utilize the CPLAMS course code directory to develop course offerings that satisfy requirements in science and provide students with opportunities to demonstrate mastery of the following standards: • Computer Science—Communication and Collaboration • Computer Science—Communication Systems and Computing • Computer Science—Computer Practices and Programming • Computer Science— Personal, Community, Global, and Ethical Impact • Earth and Space Science • Life Science • Nature of Science • Physical Science Students may be offered Biology 1-2, Biology 1-2 Honors, Earth/Space Science, Earth/Space Science Honors, Physics 1-2, Physics 1 for Credit Recovery, Physics 1-2 Honors, Environmental Science, Environmental Science Honors, Physical Science, or Physical Science Honors, AICE Biology, AICE Environmental Science, AICE Marine Science, AP Chemistry among other courses that satisfy graduation requirements and diploma options selected. Science is a process, a way of thinking about and investigating the world in which we live. The scientific method is the primary system used for students to interact and make connections with scientific knowledge. Students typically begin their ninth grade study of science in Physical Science or Earth/Space Science, then the recommended sequence of Biology, Chemistry, and Physics is preferred. Students who have passed Algebra 1 in middle school may begin with Biology or Pre-AICE Biology, then progress into Chemistry or AICE Chemistry, and Physics or AICE Physics. Students have options for progression, as long as selections fulfill graduation requirements. The goal is for students to build their progression based on science and mathematical skills learned in each course. Core resources will be provided by McGraw-Hill/Glencoe. Intervention/Elective Period Aventura Charter High School will offer intensive reading and intensive math to students below proficient during intervention periods. Students receive targeted instruction and are grouped based on varying levels of performance and targeted skill gaps during an intensive class period. Groups are continuously adjusted based on assessment data to ensure students get the specific support they need. Intensive reading courses emphasize basic reading, comprehension, and analytical skills. Intensive mathematics courses emphasize basic computational and arithmetic skills. ESOL students in need of intensive reading may take Copyright©2017 by Charter Schools USA, Inc.All rights reserved. 24 Developmental Language Arts Through ESOL. Students who are proficient in both reading and math will be able to participate in an elective period that correlates with their chosen academy path. Senior Project The Senior Project is a culmination of a student's academic and community learning experience. Students are required to complete a synthesizing project in the second semester of their senior year. The senior project may be a comprehensive research paper, performance, exhibition, scientific demonstration, hands-on project, or other worthy endeavor that integrates the entirety of a student's learning experiences during their high school tenure. The student must submit a proposal including research, timelines, resources, and thesis to members of the faculty who serve on the Senior Project Committee. This committee shall be interdisciplinary and approves all senior projects. Each project must have a faculty advisor who, with the Project Committee, interviews, reviews, and grades each student's project. Students must receive a passing grade on their senior project in order to graduate. In addition to the Senior Project requirement, as well as Florida state requirements for graduation, students must also complete 80 volunteer hours throughout their high school career in order to graduate. Students receive support from their mentor/guidance counselor in tracking these hours and determining appropriate fields in which to complete the hours. Instructional Strategies Core fundamentals impacting Curriculum and Instruction support teachers in selecting appropriate instructional strategies to meet the needs of Aventura Charter High School's target population and ensure students are engaged and challenged with their learning in order to attain standards mastery. Instructional strategies will be used in conjunction with information obtained from NWEA with regard to the skills students are ready to learn and help provide a learning environment that pushes students beyond what they might experience in a typical classroom setting. Core fundamentals (GVC, Lesson Planning and Delivery, Data- Driven Instruction, Instructional Focus Plans, Tutoring, and Instructional Software) are strategically implemented to support teachers in the identification, selection, and delivery of instructional strategies. Lesson Planning and Delivery Lesson planning and delivery is the process of preparing for instructional delivery, based on the GVC, and organized into rigorous and engaging learning opportunities for students. Lesson planning ensures a smooth and effective learning trajectory for students. Aventura Charter High School will establish lesson planning as the process for integrating the GVC, student and class level data, available resources, and research-based instructional strategies (listed below)that will maximize instructional time and enable teachers to deliver high quality, engaging lessons daily. Teachers will be supported in developing lesson plans that employ best practices in ensuring student engagement and meeting varying student needs such as chunking content, incorporating movement, being cognizant of attention span, providing small group instruction, and checking for understanding. To promote the most effective instructional delivery, all lesson plans will include the following: • Standard(s) • Essential Question(s) • Objective(s) Copyright©2017 by Charter Schools USA, Inc.All rights reserved. 25 • Description of lesson activities (opening or mini-lesson,work period, and closure) • Accommodations as required by law (including 504, IEP, ELUESOL) The curriculum resource teacher will review and provide feedback to the teacher on lesson plan components and provide coaching support as needed in both instructional planning and lesson delivery. Targeted professional development will be provided to help teachers determine the most appropriate use of research- based instructional strategies and innovative learning methods. Marzano's High Probability Instructional Strategies Aventura Charter High School will utilize research-based strategies that will provide students with a learning opportunity that is academically rigorous, challenging, innovative, and focused on individual student learning needs.These strategies can be implemented across subject levels, and throughout a lesson in various ways, as described below in Table 4.1. The strategies have been proven by research to yield positive results in student learning (Haystead&Marzano).As new research is released and updated, professional development and teaching strategies will be continuously updated to meet the needs of students. Table 4.1 Category (Percentile Gain Yielded) Tracking • Determine current level of performance; Identify achievement goals and establish a rate of and Using Scoring Scales progress; Track progress visually; Adjust instruction to improve learning; Provide more intensive instruction to re-teach the material if goals are not being met Setting Goal s/Objectives Set a core goal,and let students personalize it;Make sure goals are achievable;Teachers help with strategies to achieve goals; Teachers and students monitor progress and celebrate success Provide deliberate instruction, including direct and small group instruction to accelerate Building Vocabulary students' vocabulary development; Facilitate active engagement before, during and after lessons beyond definition knowledge; Implement a comprehensive program for students to be able to understand complex texts, engage deeply with content area concepts, and participate in academic discussions Identifying Similarities and Teacher-directed activities focus on identifying specific items; Student-directed activities Differences encourage variation and broaden understanding; Includes activities that involve comparing and classifying,analogies and metaphors,graphic organizers,etc. Interactive Games Use in addition to effective teaching; Define the objectives of the game to set a purpose;Should be challenging, but not frustrating; Can foster teamwork and social interaction; Provides opportunities for success and positive reinforcement Summarizing Requires analysis of text to determine what's important; Students use key words and phrases while summarizing content; Students constantly refine their work to determine the most essential and relevant information Note Taking Use teacher-prepared models/templates to teach basic principles and expectations; Give time to practice note-taking and provide feedback on the skills; Students become familiar with content,jot down main ideas,and write down questions Nonlinguistic Incorporate words and images to represent relationships; Use physical models,dramatization, Representations and movement to represent information; Have students explain their rationale and meaning behind the nonlinguistic representation Student Set expectations for classroom discussions and try in small-groups first; Use a variety of techniques, having students take notes throughout the discussion and segment the discussion to check for understanding; Organize content into small, related segments that are more manageable for understanding in daily lessons Copyright©2017 by Charter Schools USA,Inc.All rights reserved. 26 Establish and communicate a homework policy; Provide specific feedback on all assigned homework and vary the way the feedback is delivered Ask questions that require students to process and rehearse the material; Give feedback on the practice while circulating and monitoring work; Provide additional explanations and several examples; Cooperative learning is an effective strategy to utilize practice Effort and Recognition Personalize recognition and give praise for individual accomplishments; Provide suggestions to help students improve if they are struggling,then praise the improvements • Use various types to expose students to information before they learn it; Examples include maps,diagrams,timelines, clusters,flowcharts,and structures Student-Centered Learning Based on Marzano's research and categories of instructional elements to guide instruction, students will be the designers of their own learning in order to obtain a deeper level of understanding. Teachers will use various Marzano strategies that focus on students developing autonomy in processing, evaluating, analyzing, and demonstrating knowledge. Instructional strategies are organized by 43 elements and are focused on empowering students as active participants in the classroom. By shifting away from a teacher-directed approach, students learn to carry the bulk of the work of learning as teachers take a position as guide. Teacher planning for student centered learning will be guided by the following three categories and ten instructional elements: • Feedback: o Providing and Communicating Clear Learning Goals — The teacher provides students with scales and rubrics, continually tracks student progress, and makes a concerted effort to celebrate student success. o Using Assessments — The teacher uses both informal whole class assessments and formal assessments of individual students. • Content: o Conducting Direct Instruction Lessons—The teacher chunks content for instructional delivery, provides processing content, as well as recording and representing content. o Conducting Practicing and Deepening Lesson — The teacher employs structured practice sessions, provides for opportunities to examine similarities and differences, and examines errors in reasoning. o Conducting Knowledge Application Lessons — The teacher engages students in cognitively complex tasks, provides students with resources and guidance, and opportunities for generating and defending claims. o Using Strategies that Appear in All Types of Lessons — The teacher uses previewing strategies, highlights critical information, provides opportunities to review content, revise knowledge, reflect on learning, assign purposeful homework, elaborate on information, and organize students to interact. • Context: o Using Engagement Strategies — The teacher notices and reacts when students are not engaged, increases response rates, uses physical movement, maintains a lively pace, demonstrates intensity and enthusiasm, presents unusual information, employs friendly controversy, uses academic games, provides opportunities for students to talk about themselves, and motivates and inspires students. Copyright©2017 by Charter Schools USA, Inc.All rights reserved. 27 o Implementing Rules and Procedures — The teacher establishes rules, and procedures, organizes the physical layout of the classroom, demonstrates withitnes, and acknowledges adherence or lack of adherence to rules and procedures. o Building Relationships—The teacher uses verbal and nonverbal behaviors that communicates affection for students, displays an understanding of students' backgrounds and interests, and displays objectivity and control. — The teacher demonstrates value and respect for reluctant learners, asks in-depth questions of reluctant learners, and probes incorrect answers with reluctant learners. For each unit, students go through a discovery or exploration process to first make their own inferences and hypotheses about content, adjust those understandings after instruction from the teacher, then correct mistakes and demonstrate their new learning. To further show ownership of learning, students will be presented with a rubric and the standards of a particular unit to construct their own way of demonstrating mastery of the content, whether in the form of a presentation, written piece, or other method. Other strategies include helping students elaborate on content, managing response rates with tiered questioning techniques, and helping students examine their reasoning. The intent of using student-centered learning is to increase the level of rigor within the classroom to help students be able to demonstrate college-and career-readiness. Blended Learning Blended learning is a style of classroom teaching in which a student learns at least in part through online delivery of content and instruction, with some element of student control over time, place, path, and/or pace. Within blended learning, teachers utilize research-based best practices for teaching and learning, including the integration of technology into the instructional program. This instructional approach is conducive to the 21St century learning environment planned atAventura Charter High School. In blended learning, at least part of the instruction takes place under teacher supervision, ensuring the differentiation between simply providing students with a digital device and leveraging the use of technological tools to transform instructional design toward increased personalization. According to The Learning Accelerator, there is an established body of evidence for personalizing or individualizing learning and facilitating student agency to foster self-regulated, intrinsically motivated learning, all of which blended learning can enable at scale. Additionally, there is growing evidence that blended learning can be successfully implemented in a manner that effectively supports students in meeting academic and non-academic goals for both student and teacher outcomes. Blended learning options at the school will include: • Rotation model: Students receive instruction from the teacher, participate in centers or independent work, and then complete similar activities on an online software program. • A la carte model: Students take an online course with an online teacher of record, but still attend school in a brick and mortar setting. The course is taken while physically in Aventura Charter High School. • Individualized Learning: Students use programs that move at their pace to develop reading or math skills. They start with an online diagnostic assessment, then are placed within a track. They read passages, answer questions, receive tutorials, solve problems, and move through the program as they progress through their pathway. The teacher monitors use and progress, and the program adjusts according to student performance. Copyright©2017 by Charter Schools USA, Inc.All rights reserved. 28 • Flipped learning: Teachers can use this within a course for all students or for those who need enrichment. Students watch a video or tutorial online on the weekend, the night before, or a day before to be exposed to a concept and develop an understanding on their own. Students then meet with the teacher after the fact to extend learning and practice. Instructional Software Aventura Charter High School will use the following instructional software programs in blended learning models as a starting point: Plato Courseware, Lexia Strategies, Reading Plus, Imagine Math. The targeted use of instructional software is considered a core fundamental tied to the effectiveness of the school's implementation of curriculum and delivery of instruction. Aventura Charter High School defines instructional software as a CSUSA vetted and approved program or series of programs aligned to state standards that suport students through a digital device. When used appropriately, the approved instructional software programs provide rigorous lessons, remediate academic gaps and provide enrichment opportunities. Instructional software provides adaptive learning while motivating students to learn through immediate personal feedback and celebrations of success. Aventura Charter High School will develop a plan for the implementation of each selected software program to maximize its effectiveness. The plan will include identification of a school level champions for each program that serve as teacher leaders in proper use of program elements, including reading and utilizing individual student data reports. Time for students to use instructional software will be provided before, during, or after school to ensure students have access to technology and meet program specific usage requirements. Differentiated Instruction To ensure that the aforementioned strategies are all used appropriately, Aventura Charter High School will emphasize daily differentiated instruction to accommodate and motivate all learners. The school will follow the belief that differentiated instruction is: 1) a teacher's response to student needs, 2) the recognition of students'varying background knowledge and preferences, 3) student-centered, 4) instruction that addresses students'differences, and 5)a blend of whole-group and small-group instruction. Students will benefit through the use of innovative, differentiated instructional methods, which will utilize research-based instructional strategies, including Marzano's High Probability teaching strategies, and Universal Design for Learning (UDL) principles to enhance students' opportunity to learn the specific skills identified. Small-group instruction is utilized in different subjects in order to support the needs of students who are struggling with the content, as well as students who are above grade level and need more challenging tasks. Teachers can differentiate in three ways: 1)the content students are learning, 2) the process in which the material is being taught, and 3) the product that is developed to demonstrate learning (Tomlinson). Teachers will consider the students' readiness for learning, their interest, and their learning profiles. Some best practices with regard to differentiating include: • For Student Readiness: Focusing on the standard for the content being taught and the objective that must be mastered, but content may be at various levels (i.e. students may read higher-level text yet still master the same standard as students reading on-level text). • For Student Interest: Allowing students to choose from a list of options of how they will demonstrate mastery (i.e. some students may complete a project, whereas others might write an essay). Copyright©2017 by Charter Schools USA, Inc.All rights reserved. 29 • For Student Learning Profile:Addressing various individual student differences in learning styles(i.e. students that are tactile learners can use manipulatives, whereas students who are visual learners can use pictures). Teachers will use data from NWEA, benchmark assessments, and class assessments to drive the decision- making process with regard to differentiated instruction. Student groupings will change in classes periodically depending on the activity level and ability level. Teachers will integrate formative assessments throughout activities to make adjustments. Continuously assessing, reflecting, and adjusting content, process, and product will enable teachers to best meet the needs of each individual student. Other examples of differentiation include: • Whole-group — A teacher may assign a task to the students, yet differentiate the final product students need to create. For example, after completing a unit on World War II, students may be asked to demonstrate their understanding of the impact of WWII on each country. Students can choose to complete an essay, skit, debate, or other assignment based on student preference. The teacher then creates the expectations for each choice and grades the students based on mastery of appropriate standards. • Small-group—Each day, the small group that meets with the teacher is based on particular skill gaps of the students (i.e. all students that need more instruction for converting fractions to decimals). As other groups work in centers,their assignments are differentiated within the overarching center topic. For example, in a writing center, one student may be working on supporting details, while another may be working on developing a conclusion, and another may be working on grammatical practice. • Technology — Aventura Charter High School will utilize various technology resources to ensure students are using programs that meet their instructional needs. Teachers can differentiate by assigning content that the students still need practice with, based on NWEA, benchmark assessments, or class assessment data, and then monitor students' performance on those skills. Students can also use programs that are adaptive and adjust based on how students perform (i.e. Reading Plus), which enable them to move at a faster or slower pace. These will be supplemental to core instruction, so students still receive grade level instruction, but may receive remedial instruction through technology programs as well. Cross-Curricular Instruction and Learning Cross-curricular instruction allows for thoughtful and deliberate collaboration across content areas, emphasizes supporting students in making meaningful connections across curriculum, and reinforces prior learning. This method of instruction requires a high level of professional interaction among teachers and is inherent in the academy model. Cross-curricular instruction plan appropriately complex connections to more than one academic area simultaneously through a central theme, issue, problem, process, topic, or experience. This creates an opportunity for deepened understanding and addresses the issue of skill isolation, while building student motivation and teacher capacity to plan collaboratively. At a beginning level of cross-curricular instruction, students will be taught to utilize strategies taught in ELA across other subject domains, such as identifying a main idea (reading) when reading a newspaper article containing information on global warming (science), which can tie into the citizen's role in preventing global warming (social studies). At a higher level of implementation, cross-curricular instruction involves teachers working across subject areas to plan entire units of study. Cross-curricular instruction is also viewed as a way to support instructional Copyright©2017 by Charter Schools USA, Inc.All rights reserved. 30 goals, such as transfer of learning, teaching students to think and reason, and providing more relevant curriculum to students. As added benefit of this approach is the increased ability of teachers to collaborate, plan, and develop a shared sense of student accountability when instruction is not viewed as compartmentalized. Multiple Intelligences Howard Gardner's Theory of Multiple Intelligences is based on the idea that all students have different types of minds, therefore they process and remember information in different ways. The general types of learners include visual-spatial, bodily-kinesthetic, musical, interpersonal, intrapersonal, linguistic, and logical- mathematical. Teachers plan and implement lessons with consideration to the various types of learners they have within their classes. For example, for a lesson on the effect of earth's rotation, some students can be provided with a pictorial diagram (visual-spatial learners), whereas others can take part in acting out the rotation with different students representing the sun, Earth, and moon (bodily-kinesthetic learners). Challenge Based Learning Challenge Based Learning (CBL) allows students to use 21St century technology, while working in collaborative groups to tackle real-world issues surrounding their school, families, community or global concerns. In CBL, the teacher works with students on making connections between the Florida State Standards reflected in the GVC and issues within the school,family setting, community, or on the world stage. Students are given structured freedom to tap into their creativity, become inspired, and practice being self- directed while working collaboratively with classmates. CBL will be utilized as an instructional strategy as appropriate, following the five stages outlined below: 1. Creating the Big Picture or Idea —Students work with the teacher on scanning the news to look for a global issue. An essential question is created to make the connection between the Big Idea and how it impacts the students themselves. Students are then required to create a "Call of Action" by researching and developing a solution to the real-world issue. The challenge is an opportunity for students to get involved in an issue that resonate with them in an effort to come up with a solution that can actually make a difference in their school, family, community or globally. 2. Setting up the Foundation for a Solution—Students begin researching the issue and creating guiding questions and guiding activities to assist in narrowing down potential solutions to the challenge. 3. Identifying a Viable Solution — Students now identify one viable solution to develop and implement based on the results of their research from their guiding questions and activities. Students have to recognize who their target audience will be to make this solution work as will show measurable outcomes that the solution will work. 4. Implementation and Results—Student will monitor their measureable outcomes and timelines from their research to capture all the results showing if their solution is a realistic and attainable one. If not, students can look into another solution with more favorable outcomes. 5. Publishing—Students document their results using 2111 Century technology skills. The presentation will include the challenge, the solution, the results, along with any personal reflections on information learned. Students can then take their final product to the community in which it impacts for possible changes to their global community. Copyright©2017 by Charter Schools USA, Inc.All rights reserved. 31 CBL directly supports the school's mission of developing global citizens and nurturing individual student strengths and leadership skills. Additionally, the use of CBL as a learning strategy supports purposeful integration of 21St century learning skills and maximizes the use of 1:1 technology. Cooperative Learning Cooperative learning is a strategy combining teamwork with individual and group accountability, allowing students of different ability levels to work jointly to improve their understanding of a subject.Aventura Charter High School will utilize cooperative learning as a way of allowing students to acquire both knowledge and social skills, as well as boost student achievement and improve attendance. Research indicates that students have much to gain when they have opportunities to interact with each other, listen to what others have to say, share ideas and information, ask questions, critique others' ideas, and use the information obtained to reason and problem-solve together. Effectively implemented, cooperative learning helps develop student problem-solving ability and social skills while applying knowledge learned in a particular unit. The following elements are present when effective cooperative learning opportunities are planned: • Positive Interdependence — Group cohesiveness comes about when each group member understands they are required to complete their part of the work and ensure others do as well. Groups are not truly cooperative unless positive goal interdependence is evident. • Individual Student Accountability—Group members understand they are individually accountable for their contributions to the group. Generally, teachers assign student individual accountability so that each students' contribution to the group can be identified, ensuring that each child is responsible for completing their assigned work or task in the group. • Face-to-Face Interaction—Interpersonal and small group skills needed to manage group interactions and behaviors have been taught (active listening, accountable talk, sharing resources, taking turns, etc.). • Social Skills — Group members listen to each other, exchange ideas, offer explanations and encouragement, provide constructive feedback, and help each other with resources. These reciprocal exchanges lead to group members feeling more accepted and valued, less anxious and stressed, and more willing to reciprocate and help others in return. • Group Processing — Group members process their work through reflecting on what they have done well and what they will need to do to achieve the group's goals. Students are more successful in problem-solving and making learning gains when they participate in either teacher-led or student-led group processing discussions. Within formal cooperative learning, teachers strategically group students to complete an assignment, designating roles so all students are held accountable for providing input and holding ownership of learning. To complete the task of planning a vacation under a certain budget, for example, the roles can be designated as leader, recorder, time-keeper, task-manager, and presenter. Teachers set expectations with regard to social interactions, behavior, and task completion. Teachers also facilitate and monitor group work to hold students accountable and clarify misunderstandings that occur along the way. For an informal cooperative learning opportunity, teachers will have students participate in focused discussions in which students make predictions, summarize learning, make connections, or respond to other teacher questions. Students share ideas with each other and come to a consensus, then share their responses with the class to gain insight on others' ideas. This informal cooperative learning strategy includes turn-and-talks,think-pair-shares, and other purposeful student-to-student accountable talk strategies. ,,,,,.Copyright©2017 by Charter Schools USA, Inc.All rights reserved. 32 Response to Intervention/Multi-Tiered System of Supports (MTSS) Rtl is a multi-tiered approach identifying student learning and behavior needs through early identification that requires a coordinated focus on student needs and coordination of school resources. Rtl is essential to ensuring all students are given the additional support they require to succeed. The identification process begins with the implementation of high-quality instruction and universal screening of all students in the general education classroom setting. Interventions are provided at increasing levels of intensity for identified students intended to accelerate student learning. Student progress is closely monitored and used to assess the effectiveness of the intervention. These steps need to be taken in accordance with federal laws to help students fulfill the necessary catch-up growth to be successful in grade level content and/or behavioral expectations. Rtl is designed for use when making decisions in both general education and special education, creating a well-integrated system of instruction and intervention guided by child outcome data(Rtl Action Network).Aventura Charter High School will follow federal/LEA Rtl/MTSS guidelines for academics and behavior,which include: o School-based team o Universal screener and diagnostic assessment o Documented intervention plan o Evidence-based interventions aligned with diagnostic results o Documented progress monitoring with graphs o State/LEA designated cycle for determining student response to interventions The school's Rtl/MTSS Team will oversee the Rtl/MTSS process and develop a plan to monitor compliance with all federal, state, and LEA requirements, as well as ensure special education, 504 and ELL students are included in the Rtl/MTSS process. The team will coordinate with teachers and communicate frequently with parents about the progress of their students. A review of instructional resources will be conducted to determine which components could be used for Rtl and determine which additional research-based materials and resources will need to be purchased. The team will also ensure consistent progress monitoring takes place and small-group instruction is incorporated into the instructional block so that students receive the individualized support they need. Aventura Charter High School is devoted to ensuring all students receive a high-quality education by supporting all students academically as well as behaviorally. The implementation of Rtl/MTSS is a data- driven process intended to help students who struggle with a support system made up of teachers and parents. Aventura Charter High School will utilize effective research-based academic and behavioral interventions to help support students who struggle in school based on data results. Aventura Charter High School's Rtl/MTSS model is comprised of three tiers: • Tier 3 Intensive Individualized Intervention and Support — Individualized instruction outside of the classroom, using targeted interventions to improve academics and/or behaviors inside the classroom. • Tier 2 Targeted Supplemental Intervention and Support— Small Group or individualized instruction, using targeted interventions for a specific skill deficiency. • Tier 1 Core Universal Instruction and Support — General educational instruction and support with differentiation provided by the teacher within the classroom to meet the needs of all students. r Copyright©2017 by Charter Schools USA,Inc.All rights reserved. 33 Progress Monitoring Plans Included as part of the RtI/MTSS process, CSUSA-managed schools utilize a PMP, which was designed to provide students, parents, teachers, and administrators with specific academic intervention information for students who are performing below grade level in each grade. PMPs are described in detail in Section 5H. Push-in/Pull-out Instruction One way that students receive targeted instruction that aligns with the Rtl model is through push-in/pull-out instruction. Certified teachers will be available to pull-out or push-in with students who are below grade level. As described in the Rtl/MTSS model, students also receive extra instructional time to meet the demands of the curriculum. This additional time for instruction outside of class time is crucial for increasing student learning gains, as increased instructional minutes is the primary driver for catch-up growth, as stated in Annual Growth for All Students and Catch Up Growth for Those Who Are Behind. (Fielding, Kerr, Rosier 2007). Aventura Charter High School's curriculum resources for English language arts, mathematics, writing, and science are embedded with differentiated instructional lessons, strategies, and assessments that are associated with each Rtl tier. The increased instructional minutes for Tiers 2 and 3 are described in Table 4.2 regarding the progression plan for reading instruction. The Supplemental Intervention Reading Program and Comprehensive Intervention Reading Program will be aligned to meet the needs of the students in each tier and describe the resources used. See Attachment D for additional details. Table 4.2 • 50-minute Integrated Reading and Language Arts Will On-grade-level Instructional Plan Strategic + 50-minute Intensive Reading Class On-grade-level Instructional Plan Intensive Instructional PlaA Strategic Instructional Plan 30-minute Daily Intervention Sessions Data-Driven Instruction As described in Section 3, Data-Driven instruction is a precise and systematic approach which allows teachers to continuously target instruction to meet individual student need. Aventura Charter High School will implement this core fundamental through differentiated instruction and teacher-led small group instruction. Data-driven instruction allows students to be the recipients of tailored content and delivery to make necessary growth. Teachers will be supported in tie the collection and analysis of student learning data with appropriate and effective action. The school's leadership team will have a documented process in place to ensure teachers are implementing data driven instruction which at a minimum will include determining what data to collect and track, where to find the data, how to interpret the data, how to use data to inform instruction, the manner in which teachers will be provided with feedback on intended outcomes. Additionally, teachers will be provided with feedback on data-driven instruction on the TFET. Copyright©2017 by Charter Schools USA, Inc.All rights reserved. 34 Teachers will use a balanced assessment system, described in Section 5, which includes summative, benchmark, and formative assessment to continuously inform instruction. Instruction will be delivered based on both subject-area data which identifies student mastery/proficiency levels by standard and adaptive data which pinpoints skill gaps or enrichment needs. Teachers will differentiate instruction based on subject-area content, process, product, or learning environment, determined by student needs in regard to learning style, interests, and academic ability among other factors. The integrity of subject-area standards will be maintained through the scaffolded support teachers provide, with the exception of IEP needs that explicitly call for a modified curriculum. Teachers will lead small-group instruction groups intended to be flexible and reflective of balanced assessment data and/or specific content or task. Part of the teacher's plan for classroom management will include explicit instruction in teaching behavior expectations and procedures for small-group work, which includes teacher-led group and cooperative and collaborative student groupings. Teacher-led instruction will be specific to skill-gap and enrichment needs Some best practices that will be employed include supporting teachers with a starting point for data-driven instruction, such as reteaching concepts to the whole class when a majority of students did not demonstrate mastery of a skill or standard. Support staff will be trained in utilizing student-level data and teachers will be trained in the use of NWEA Learning Continuum and Student Profile reports to determine individualized student assignments. The curriculum resource teacher, school leadership, high school programming specialist, and regional curriculum specialist will work jointly to provide teachers with the necessary instruction, practice, coaching, and time necessary to be successful at designing and delivering data-driven instruction. Instructional Focus Plans As previously described in Section 3, 1 FPs provide an outline of previously taught subject-area standards that must be retaught to individual students or groups of students. IFPs provide an effective response to a learning problem that can then be reassessed. Small-group instruction and using a previously unused teaching strategy are examples of two methods that can be utilized to deliver explicit reteaching for an IFP. The use of new strategies and methods can provide the teacher with an opportunity to differentiate instruction based on various learning styles. Approximately 2-4 weeks are spent reteaching priority standards for the course and IFP instruction occurs during a designated time in class appropriate for the content length of class period that does not interfere with the delivery of new standards and content. IFP time may also be used to preteach or frontload new information to students who demonstrate difficulties in learning new concepts. Aventura Charter High School will have a system in place to track student-and class-level standards mastery on high priority state test items. Teachers will ensure that standards not yet mastered are retaught using different instructional strategies and delivery methods, and retested in a timely manner. As new mastery data is made available, the teacher will update IFPs. Teacher support in developing and implementing IFPs will be provided by the curriculum resource teacher and leadership team through weekly professional learning communities and data chats. Personalized Learning Plans Every student is unique, therefore a PLP is designed to track individual strengths, weaknesses, and cumulative progress in attaining a year's worth of learning at a specific grade level is created for every student. The PLP empowers students to track their own progress, fostering student ownership of learning ,,,,,.Copyright©2017 by Charter Schools USA, Inc.All rights reserved. 35 goals. The utilization of PLPs also directly supports the school's mission of developing individual academic talents and the school's vison of designing instruction for the native learning styles of 21St century learners. Additionally, the use of PLPs keeps instructional staff, students, and parents aware of not only academic progress, but of each student's SEL preferences and interests and strengths to be nurtured. PLP development will be a collaborative effort between the teacher, parent, student, and other staff involved with the student's academic achievement. Teachers act as facilitators and coaches for the plans, aiding in creating, monitoring, and challenging the students to push themselves. The parents' role is that of a cheerleader or mentor, motivating and guiding the students in their endeavors. Most importantly, students are the producers of the plan, and are faced with the responsibility of understanding their data, making good decisions as learners, and following through with expectations. PLPs are devised through analysis and evaluation of data, and together administrators, teachers, parents, and students are able to create an academic plan for each student to achieve learning gains. As a reference, baseline achievement levels are incorporated into each student's PLP as a starting point for determining future rates of academic progress. Students and parents are able to consider areas of mastery and deficiency based upon reports from NWEA, which provides details regarding skills that have been mastered, need to be remediated, or are ready to be learned next. Students set personal goals each quarter that are confirmed by teachers, and teachers post formative data, to support student goal-setting. Detailed descriptions of assessments can be found in Section 5. Each student's PLP serves as the foundation from which to measure student outcomes, which are congruent with NGSSS and Florida Standards within the GVC. At, a minimum, students are expected to achieve mastery of each standard for each grade level and the goals and objectives specified in their PLP. The following information is considered when assessing the student's strengths and weaknesses: • The student's academic performance prior to his/her enrollment • The results of any assessment testing and classroom assessments • Non-assessed student work and project-based learning • Student information about what the student likes to learn and parent information about how their child learns best (e.g., in a quiet place, working in groups, etc.) • Reports and observations from the student's teachers The PLP also includes the action steps to reach quarterly grade goals and NWEA assessment goals (a sample PLP can be found in Attachment FF). The action steps help guide both the child and the parent in implementing the PLP. The process of creating and monitoring the PLP is a life-skill that all students need to develop in order to become productive global citizens. B. If the curriculum is fully developed, summarize curricular choices. Include as Attachment C, a sample course scope and sequence. Provide evidence that reading is a primary focus of the school and that there is a research-based curriculum. Include the school's reading curriculum as Attachment D. Copyright©2017 by Charter Schools USA, Inc.All rights reserved. 36 The curriculum design, including materials and resources that will be utilized, is detailed in Section 4A. A sample course scope and sequence is provided in Attachment C. A sample of Aventura Charter High School's reading curriculum is provided in Attachment D. The Comprehensive Research-Based Reading Program (CRRP) Aventura Charter High School will use the GVC to teach all Language Arts Florida Standards. The GVC, which includes the Florida Standards mapped in a way to guide instruction, is the core curriculum for the school and incorporates a variety of genuine texts with a 50/50 blend of fiction and nonfiction in all grade levels. Teachers will use Houghton Mifflin Harcourt Collections as a textbook and electronic resource in ELA. The school will continually review evidence-based resources to identify additional effective resources to consider for implementation. As stated previously, this proposed program includes a range of diverse print and media aligned with the rigor of Florida Standards. Within the program there are tools for planning and assessing, intervention, and supplemental resources, as well as various sources of texts and other features to meet the needs of all students. Novel studies will be incorporated using exemplar texts. The increase in complexity will be accomplished by exposing students to genuine texts. Blended learning will be utilized for all learners, and will include the following resources: Plato, Lexia and Reading Plus. Classroom libraries and/or digital libraries are also available to meet the diverse needs of students' reading levels and cultural backgrounds. Students will have the opportunity to utilize these resources at school and at home. Comprehensive Intervention Reading Programs (CIRP) Materials The School will meet the individual needs of students who, based on diagnostic data, have been identified to have significant skill deficiencies and/or read two or more years below grade level. Students will be given additional instructional minutes using a research-based intervention program. Students will receive this additional instruction outside of the core ELA period in a small-group setting (with more frequent progress monitoring) to ensure accelerated progress toward grade-level expectations. Research-based programs that the school may utilize include: • Lexia Reading • Corrective Reading • Wilson Reading System Approximately 30 minutes of the period consists of teachers providing the designated reading lesson for the day, and the remainder of the time will be differentiated for students to receive targeted small-group instruction or complete independent activities tailored to practice necessary reading skills from the lesson. Highly qualified teachers provide small-group instruction and monitor independent work, providing corrective feedback to ensure appropriate use of learning time. Teachers use texts and materials at the student's instructional level and progress to more complex text as necessary. Specific materials are listed under Specification 4 of the Just Read, Florida!Reading Program specifications detailed in Attachment D. Students are screened at the beginning of the school year using NWEA to determine basic reading development and to detect the presence of any difficulty. Based on the instructional implications of the diagnostic screening, students are provided instruction to meet their individual needs with an emphasis on cooperative learning and small-group instruction. Groups will be flexible and based on progress monitoring of reading skills through continuous formative assessments within the classroom and further interim benchmark testing. Copyright©2017 by Charter Schools USA, Inc.All rights reserved. 37 Supplemental Intervention Reading Program (SIRP) Based on NWEA interim and classroom assessment data, students receive additional instruction and practice on identified skills. Teachers provide additional instruction outside of the 50-minute ELA period in times such as the intervention/intensive period, before and after school, through content area integration, and any other opportunity to support student achievement of individual learning goals. In high school, students who need remediation as determined by their performance on state assessments will receive an intensive reading course in addition to their scheduled English Language Arts courses. Table 4.1 that follows, aligned with Rtl, describes the progression plan to increase reading instructional minutes in grades 6-12 to ensure that students achieve mastery of grade level expectations. Table 4.1 • 50-minute Integrated Reading and Language Arts On-grade-level Instructional Plan 50-minute Intensive Reading Class On-grade-level Instructional Plan Intensive Instructional Plan Strategic Instructional Plan A� 30-minute Daily Intervention Sessions Supplemental Intervention Reading Program (SIRP) Materials The school will meet the individual needs of students during the school day by adding to the core ELA instruction through the Supplemental Intervention Reading Program. Based on classroom and benchmark data, students will receive additional instruction and practice on identified skills. Teachers will provide additional instruction outside of the ELA period in times such as before and after school, during electives, and any other opportunity to support student achievement of individual learning goals. Materials and resources that may be used include: • Reading Plus • Study Island • Triumph Learning • Plato Intensive Reading Course Students who are non-proficient based on their performance on the state assessment are enrolled in an intensive reading course for one semester, or the entire year, and are grouped based on their various levels of performance and targeted skill gaps. Throughout the class, groups are adjusted based on formative and progress-monitoring data to ensure students continuously get the support they need. Examples of grouping include: • Students that are below grade level will receive an intervention focused on their identified area of need; • Research-based instructional strategies for intervention including guided reading (Fountas& Pinnell, 1996, 2003), close reading and literature circles (Daniels, 2002; Langer, 2002; Marzano, Pickering & Pollack, 2001) will be included. Copyright©2017 by Charter Schools USA, Inc.All rights reserved. 38 Reading Program Specifications In order to make reading a primary focus, objectives from the Just Read Florida! Reading Program Specifications are implemented and are detailed in the reading plan which can be found in Attachment D. Also see Attachment D for an example of the decision-making process through which students will be identified for strategic or intensive support, as well as the SIRP and CIRP Research-Based Materials that may be utilized.All materials are consistently reviewed and updated to ensure alignment with state standards. C. If the school will adopt or develop additional academic standards beyond those mandated by the state, explain the types of standards. Aventura Charter High School will not incorporate any additional academic standards. However, Aventura Charter High School will offer an advanced studies program for students who have demonstrated mastery of state standards and a readiness for college level coursework. Cambridge International Examination and Advanced Placement academic standards will be adopted based on the courses offered as a way of accommodating the learning needs of advanced students. D. Describe the research base and foundation materials that were used or will be used to develop the curriculum. The research base and foundation materials used to develop the curriculum are described in Section 3 and in each core course description in Section 4. E. Describe proposed curriculum areas to be included other than core academic areas. Aventura Charter High School will offer eligible courses as listed in the Florida Course Code directory to satisfy graduation requirements. The directory will be reviewed annually as part of the school's course schedule development which will ensure students can satisfy the requirements for Fine and Performing Arts, Speech and Debate, or Practical Arts, as well as the requirements for Physical Education with integration of health, electives, and online course. 9-12: World Languages The study of foreign languages opens doors to a greater understanding of the world and its cultures. The goal of studying languages is to achieve a level of proficiency that enables students to use the language to communicate and appreciate different ways of seeing the world. The program builds students' basic skills in reading, writing, speaking, and understanding the cultural roots of the language. Students formulate and answer questions about the literary elements of targeted language selections. Students also identify themes, ideas, or viewpoints on social behaviors and/or social interactions of various cultures and discuss these cultural differences as they participate in age-appropriate cultural activities such as literature, music, and food. With a focus on communication, students will learn to exchange information with peers orally and in writing. They will use appropriate vocabulary and cultural expressions to request additional information when a message in the target language has not been fully understood. Students will use repetition, rephrasing, and gestures effectively to assist in communicating spoken messages. Presentations by students will be ,,,,,,Copyright©2017 by Charter Schools USA, Inc.All rights reserved. 39 conducted in the foreign language to further develop their communication skills in front of an audience regarding various topics. Through these presentations, students will recognize that languages have different patterns of communication and interaction. They will be prepared to use the language within and beyond the school system. Depending on student interest and teacher certification, world language courses that may be offered include: • Spanish 1-2, Spanish 3-4 Honors • Hebrew 1-2, Hebrew 3 Honors • Latin 1-2, Latin 3 Honors • American Sign Language 1-4 9-12: Physical/Health Education Students must earn one credit of Physical Education with integration of Health, per high school graduation requirement. The primary goal of the physical education program is to provide instruction in the following strands of physical education: physical literacy, responsible activity behaviors, and advocate and promote physically active lifestyles. These strands offer students the opportunity to set goals to develop and continually enhance the life management skills necessary for healthy, active living. Students not only develop the skills required for participation in physical activities, but they also develop an understanding of physical fitness, health and nutrition, and the importance of instituting positive health behaviors. Students also develop and implement a personal wellness plan that promotes mental, physical, emotional, and social health throughout the stages of life. Physical education courses are designed to address the needs of all students. Students analyze the benefits of regular physical activity; learn how participation in physical activity creates receptiveness toward persons of differing abilities; and understand that physical activity creates challenges and healthy competition. Students will demonstrate competency in physical education by maintaining a level of physical fitness that enhances health. Aventura Charter High School will recommend that students complete their Physical Education requirement in grades 9 or 10. The options for completing this requirement may include: • HOPE Core Course • Sports Officiating • Weight Training • Care and Prevention of Athletic Injuries 9-12: Arts Art classes expose students to a varied program in which students explore basic elements of music, the visual arts, and performing arts. All arts disciplines benefit from instruction that combines individual attention with small and large group learning experiences. Arts instruction builds understanding by connecting arts and non-arts content. The instruction will include hands-on activities, student interest exploration, and historical perspectives. Depending on student demand and teacher certification, options for earning art or speech and debate credits include the courses listed below: • Introduction to Drama • Theatre Arts 1 • World Dance • Art in World Cultures • Chorus 1-3 Copyright©2017 by Charter Schools USA, Inc.All rights reserved. 40 • Vocal Ensemble 1-3 • Drawing 1-2 • Painting 1-2 • Three-Dimensional Studio Art 1-2 • Visual Technology 1-2 • Digital Art Imaging 1-2 • Speech 1-2 • Debate 1-2 9-12: Technology Technology courses offered will provide students the opportunity to develop real-world application skills utilizing software programs for college-and-career readiness. Students will learn computing, design, research, word processing, and other skills. Courses will also be offered in alignment with academy models, for instance, graphic design for students in a Communications Academy. These courses may include a culminating project that demonstrates their computer literacy. This project must be interdisciplinary, completed under the supervision of the computer teacher and a core subject area teacher. In compliance with the Children's Internet Protection Act,Aventura Charter High School will ensure that all students receive instruction regarding appropriate online behavior. A sample of technology-focused courses that may be offered can be found below: • Digital Information Technology • Foundations of Robotics • Robotics 1 Honors Freshman Academy: Attitude is Altitude All ninth-grade students will participate in the Freshmen Academy and will be assigned to a family within the ninth-grade class. Each family is led by a guidance counselor and a core group of Freshmen Academy trained teachers. Each faculty member is assigned a small group of students in an advisor/advisee program where he or she meets with each student at least four times throughout the year to review academic progress and general high school-transition. In addition, the faculty member will meet parents/guardians at least once per semester and assist with academic planning for the students' remaining years of high school. Freshmen Academy teachers focus on team-building, establishing a sense of community, and facilitate continuous academic and personal development goal-setting. Teachers are provided with common planning time and a structure for professional learning communities to engage in targeted data analysis of their student cohorts. The Freshman Success course is a required as an elective in ninth grade. The course consists of researched based, data-driven instructional strategies that help shape the individualized learning environment. The course supports students in achieving academic success through interactive and relevant real-life learning experiences. The curriculum is aligned to best meet the needs of individual students and promotes an environment where students are nurtured intellectually, socially and emotionally. The Freshman Success course is project-based and upon completion of the course, students will have developed a personal mission statement, college and career research project, role model research project, and a personal finance project. Copyright©2017 by Charter Schools USA, Inc.All rights reserved. 41 Additionally, by the end of the course, students will have determined an academic pathway and diploma option for their tenth-twelfth grade years. Freshmen Success course content is organized by unit which address issues pertaining to identity, self- image responsibility, attitude perseverance and college and career readiness. Each unit contains multi-media elements and exploration activities to help students learn more about who they are as a person and how they fit in to the bigger picture when dealing with the difficulties of life. The course also includes topics on study skills, organization skills, note-taking,technology, personal development, local and global cultural awareness, public speaking, critical thinking, and becoming an engaged citizen of our community. Parents will be encouraged to participate with their child throughout the course and will be provided with a parent guide and regular newsletters. F. Discuss the system and structures the school will implement for students at risk of not meeting academic requirements or of dropping out. In addition to differentiated, targeted instruction, PLPs, and the RtI/MTSS program, Aventura Charter High School will also implement the following programs to assist at-risk students in meeting academic requirements and prevent them from dropping out. Intervention/Elective Period Students receive targeted instruction in classes during a specific time period that are grouped based on their various levels of performance and targeted skill gaps. Each quarter, the groups are adjusted accordingly based on NWEA and classroom data to ensure students continuously get the support they need. Examples of grouping include: • Students that are below grade level will receive an intensive reading class focused on comprehension and word attack skills. • Those students who are on grade level in reading, but still need support in math, will receive instruction geared towards mastery of foundational concepts and skill practice in intensive math. • Students who are above proficient in both reading and math will be able to participate in an elective period that correlates with their chosen academy path. Tutoring/Saturday School When students are not making adequate learning gains, as indicated on NWEA interim assessments or by not earning passing grades in class, there are additional resources available. For students requiring additional intervention, a tutoring program will be available at the school as described in Section 3e. Tutoring sessions will be scheduled before/after school on weekdays and may include Saturday sessions based on student need and teacher availability. Sessions are derived from the operating budget and are applied to those students requiring extra intervention to bring them up to grade-level expectations. Teachers use a set curriculum in a small group setting that is targeted to students' skill deficiencies as determined by diagnostic and formative data. This plan for assisting students involves continuous collaboration between all stakeholders. Copyright©2017 by Charter Schools USA, Inc.All rights reserved. 42 Restorative Justice A restorative justice approach will be employed to support a positive, inclusive, and supportive learning environment for all students. The goal is that each student feels a high level of comfort in expressing needs and aspirations so that teachers can effectively meet individual needs necessary to promote academic success. The school's approach, which is described in more detail in Section 8, will increase accountability for students, strengthen their relationships with peers, and allow them to make more positive choices. Based on the following guidelines, the program's purpose will provide opportunities for students to: • Become aware of the impact of their behavior • Understand the obligation to take responsibility of their actions • Take steps toward making things right The school's restorative justice focus will foster student advocacy, leadership, empowerment, accountability, and community including a school-wide focus on Social Emotional Learning (SEL). Key components to ensuring students enter high school primed for engagement and success are the school's implementation of the Attitude is Altitude (AIA) as part of the Freshman Academy, the family-like structure of the Freshmen Academy itself, and the commitment to pairing each student with an adult advocate. AIA integrates elements of SEL and the family-like setting of the academy strives to provide students with the environment necessary to thrive academically and reduce the potential for failure or disengagement. Through the student-advisor connection, the school can maintain a better awareness of student SEL needs and develop strategies and programs to support student development. Copyright©2017 by Charter Schools USA, Inc.All rights reserved. 43 Section 5: Student Performance Performance Goals A. Describe the expected incoming baseline of student academic achievement. Describe the school's goals for academic growth and improvement. Describe how the school's academic goals and objectives for improving student learning will be revised. Describe how success will be evaluated, and the desired overall results to be attained through instruction. Aventura Charter High School's performance-based educational goals and objectives are designed to focus all stakeholders on student academic achievement. With rigorous academic goals, individual student goal- setting (through student PLPs), and parental support of academic growth, Aventura Charter High School will ensure continually improving student achievement. Goal-Setting Goal-setting will align to the Florida School Performance Grades accountability system. Subsequent changes to the Florida School Performance Grade accountability calculation will prompt a revision to the school's goals in the affected year(s). Per the Florida A+ School Grading system, each school evaluates individual student success and effectiveness of the curricula by their performance on the State Assessments and State Alternative Assessments (currently the FSA, FCAT 2.0, End of Course (EOC)Assessments and the FSAA). Individual student performance data is then combined to measure the school's progress over the last year. Schools accumulate points for both achievement and growth on both state assessments and state alternative assessments. The state calculates the percentage of students meeting high standards in ELA, mathematics, science, and social studies (when applicable); the percentage of students making annual learning gains in ELA and mathematics; and the percentage of the lowest 25% of students making annual learning gains in ELA and mathematics. High school grades also include two "Other" components: (1) graduation rate and (2) student performance on college coursework and/or technical certification exams. Once a school's points are totaled, the percentage of possible points earned will be calculated. This percentage will correspond to a configuration of a final school grade. Eighty percent of the Florida high school grade is based on student performance and learning gains on state assessments. The remaining twenty percent include points for on- time graduates and college and career readiness. On the assessment components of the school grade, students will demonstrate academic improvement and success by meeting high standards and making annual learning gains as defined by the State of Florida. Currently, the meeting of high standards is defined as those students who score an achievement level of three or higher on the FCAT or FSA in ELA, mathematics, science, and/or social studies. On the FSAA, students must score a level 4 or higher to be classified as meeting high standards. Students will demonstrate a year's worth of learning, or a "Learning Gain" on the FSA ELA and Math assessments and End of Course Assessments as described below in Table 5.1 a: Copyright©2017 by Charter Schools USA, Inc.All rights reserved. 44 Table 5.1a Improve one or more achievement levels from one year to the next(e.g.from 1-2,2-3, 3-4,4- 5). Maintain a Level 3, Level 4, or Level 5 from one year to the next and the student's scores in Level 3 and Level 4 must have improved by at least one scale score point from previous year, this is also true for retained and accelerated students. • Remain within levels 1 or 2 but,advance one subcategory in scale range • Achievement Level 1 is comprised of three(3)equal subcategories Show significantgrowth • Achievement Level 2 is comprised of two(2)equal subcategories. within an achievement level1- Low Middle High Low High ` to EOC and EOC to FSA Learning Gain Requirements A moo Improve one or more achievement levels from one year to the next(e.g.from 1-2, 2-3, 3-4, 4- 5). Maintain a Level 3, Level 4 or Level 5 from one year to the next,from FSA to EOC or EOC to FSA Students will demonstrate a year's worth of learning or a"Learning Gain"on the Florida Standards Alternative Assessment in one of three ways as described below in Table 5.1 b: Table 5.1b Improve one or more levels(e.g.from 1-2,2-3, 3-4 etc.). 2. Maintain Proficiency Maintain level 4 or higher without dropping from previous level. • FSAA students who remain at performance level 1,2,or 3 are credited with gains if their score improves by at least 5 points from the previous year. The data displayed in Tables 5.1a and 5.1b are based on the latest information provided by the FLDOE at the time the application was submitted.2 Any changes made by the FLDOE after submission will be adjusted accordingly as needed. Aventura Charter High School understands and will be dedicated to ensuring that all students have a fair, equal, and significant opportunity to obtain a high-quality education and will continually strive for academic 2 http://schoolgrades.fldoe.org/pdf/1617/SchoolGradesCalcGuidel7.pdf 10 Copyright©2017 by Charter Schools USA,Inc.All rights reserved. 4pkl 45 excellence on challenging state academic standards(NGSSS and Florida Standards)and the state academic assessments. In compliance with the Elementary and Secondary Education Act Wavier (ESEA), school proficiency and learning gain calculations include Students with Disabilities and English Language Learners with more than two or more years of English instruction. School's Goals As of the 2014-2015 school year, Florida Standards and corresponding assessments have been fully implemented in the subject areas of ELA and mathematics. In its initial charter year the school will aim to meet or exceed the performance of comparable Miami-Dade and South Broward high schools on the elements of the Florida School Performance Grade. After establishing the baseline student performance in year one, the school may revise and document its multi-year goals in the school's annual Strategic Plan. Currently, the state evaluates 9-12 buildings on a single scale for purposes of accountability calculations. Therefore, to maintain a level of transparency with our students, parents, and the community at large, the school will align its goals to publicly available data calculated schoolwide and published annually by the FLDOE. The anticipated demographics of Aventura Charter High School indicate attendance by fewer than 20% of students receiving Free or Reduced Lunch and less than 10%of minority populations. Thus, the comparable high schools selected to estimate a baseline include the five least"at-risk" high school populations in Miami- Dade County, as well as several low "at risk" high schools in south Broward County. Estimations use the June 281h 2017 school grade release. These schools include: Miami-Dade—Miami Palmetto Senior High, Dr. Michael M. Krop Senior High School, Cutler Bay Senior High School, Coral Reef Senior High School and Ronald W. Reagan/Coral Senior High School; and in Broward—Cooper City High School, Cypress Bay High School, Charles W Flanagan High Schools and Western High School. Aventura Charter High School's minimum goal requirements and the methodology to calculate these targets are detailed below for Proficiency, Growth, Closing the Achievement Gap, and the Florida School Performance Grade. These S.M.A.R.T. goals comply with the most recent federal accountability plan under Florida's ESEA Flexibility Waiver, specifically the safe harbor provision.3 In the last year that schools were evaluated on meeting AMO targets(2013-14), the state of Florida met 1 out of 18 (6%)targets across reading and math using the safe harbor calculation. Therefore,the school acknowledges that these are rigorous goals and is prepared to effectively target instruction to meet these high expectations and achieve student success. Aventura Charter High School will prepare students for college and post-secondary endeavors and as such, in addition to the assessments goals presented below, the school will also meet or exceed comparable high schools' graduation and High School Acceleration rates each year of the charter. 3 When the state releases the ESSA-aligned plan, if the safe harbor provision is no longer in use,ACHS may revise the goal calculus to align with new ESSA-specific annual growth guidelines. Copyright©2017 by Charter Schools USA, Inc.All rights reserved. 46 Proficiency Goal Specific: Each year, on the State Assessments (currently FSA, FCAT 2.04, End of Course and FSAA5), the school will see a significant increase in the percentage of "Satisfactory or Above" students (as defined currently by those scoring Level 3 or above in math, ELA, science, and social studies). Measurable: Student math, ELA, science and social studies scores will reflect at least a 10%reduction in the percentage of students who are NOT "Satisfactory or Above" relative to the previous year or meet or exceed the performance of the comparable high schools. The assessment scores in Year 1 of the charter will establish the baseline for measuring this goal. Assessment scores in Year 2 will be the initial comparison to the baseline. If proficiency is at or above 90% in any prior year, the school will increase said proficiency by 1%, or meet or exceed the performance of the comparable high schools. Attainable: We believe this goal is attainable, given our students will have appropriate resources and access to high quality teachers. Relevant: This goal is relevant to the school's mission, highlighting the importance of student success and academic rigor. Time Bound: The establishment of a baseline will occur at the completion of the first full year of the charter. After that time, goals will be evaluated and assessed annually, after the release of state assessment results in the spring/summer. Growth Goal Specific: Each year on the State Assessments, the school will see a significant increase in the percentage of students making learning gains in ELA and mathematics. Measurable: Student ELA and mathematics scores will reflect at least a 10% reduction in the percentage of students NOT making learning gains relative to the previous year or meet or exceed the performance of the comparable high schools. Schoolwide learning gains in Year 1 of the charter will establish the baseline for measuring this goal. Learning gains in Year 2 will mark the initial comparison to the baseline. Attainable: This goal is attainable with the programmatic,financial, and human resources that will be available at Aventura Charter High School. Relevant: This goal is relevant to the school's mission as students must experience growth and development annually. 4 Incoming ninth and tenth grade students who have not been retained will not be taking FCAT 2.0 reading re-take. FCAT 2.0 is included on this list in the event ACHS enrolls students who have been retained in the past in high school and must take the FCAT 2.0 reading re-take in order to graduate. 5 The school will outline goals on alternative assessments in any year where the number of students participating in the FSAA exceeds ten. In those years, the school will meet or exceed District performance on the alternative assessment. A student group of ten or more was chosen to provide meaningful targets and to protect the privacy of individual students. Copyright©2017 by Charter Schools USA, Inc.All rights reserved. 47 Time Bound: The establishment of a baseline will occur at the completion of the first full year of the charter. After that time, goals will be assessed annually, after State Assessment results are released in the spring/summer. Closing the Achievement Gap Goal Specific: Each year on the State Assessments, Aventura Charter High School will see a significant increase in the percentage of students in its lowest 25%making learning gains in ELA and mathematics. Measurable: Student ELA and mathematics scores will reflect at least a 10% reduction in the percentage of the school's lowest 25% of students NOT making learning gains relative to the previous year or meet or exceed the performance of the comparable high schools. Schoolwide learning gains for the lowest 25% in Year 1 of the charter will establish the baseline for measuring this goal. Learning gains among the lowest 25%in Year 2 will allow for the initial comparison to the baseline. Attainable: This goal is attainable given the school's focus on providing a rigorous, college preparatory education. Relevant: This goal is relevant to the school's mission of ensuring each student develops their individual academic talents. Time Bound: The establishment of a baseline will occur at the completion of the first full year of the charter. After that time, goals will be assessed annually after State Assessment results are released in the spring/summer. Florida A+ School Grade Goal Specific:Aventura Charter High School will meet or exceed the comparable high schools' performance on all "Other" Florida A+ School Grade model components, including graduation rate6 and High School Acceleration. Measurable: Aventura Charter High School will meet or exceed the comparable high schools' average performance on each "Other" high school element of the Florida School Grade. Attainable:Aventura Charter High School will have the academic, financial, and human resources necessary to meet or exceed the performance of its peer schools. Relevant: As a school of choice, we recognize that comparative school performance is crucial to our ability to attract and retain students as well as maintain parent confidence. Time Bound: School grades are reported annually in the summer/fall by the State of Florida. The goal setting procedures described above represent a comprehensive list of academic performance targets aligned to the 2016-17 (current) Florida school grade calculation. Baseline values on each metric will be established at the end of the school's first academic year. Table 5.2 below represents an application of 6 The sample graduation rate baseline has been estimated with the most recent data available (2016-17). ,,,,,Copyright©2017 by Charter Schools USA, Inc.All rights reserved. 48 the goal setting procedures to a sample baseline year of data. Goals in Year 2 and beyond will be based on meeting or exceeding the baseline achieved in Year 1 (or the year prior)with the goal of reducing the percent of students who are not proficient or not making gains by 10% each year of the charter. Year 2, 3, 4, and 5 goals are shown with baseline values from the average of a sample of the most recent School Performance Grade results for the comparable high schools, published in June 2017. Since the actual student population of the school is unknown, the sample average among the comparable schools' performance is a best approximation of the expected student population's performance. The goal setting procedure, applied to the baseline of high performing Miami-Dade and South Broward high schools, projects that Aventura Charter High School will earn and maintain an "A" grade in each of the first five years of the charter. Copyright©2017 by Charter Schools USA, Inc.All rights reserved. 49 Table 5.2 Sample Goals: Aventura Charter High School School average used as Baseline All values are percentages FSA Grades 9-10 ELA 74 77 79 81 83 Algebra 1 and Math 68 71 74 77 79 Geometry EOC US History EOC Social Studies 80 82 84 85 87 Biology EOC Science 85 86 88 89 90 FSA Grades 9-10 ELA 63 67 70 73 76 Algebra 1 and Math 59 63 67 70 73 Geometry EOC FSA Grades 9-10 Lowest 25% 55 59 63 67 70 ELA Algebra 1 and Lowest 25% 49 54 59 63 67 Geometry EOC Math Individual High Algebra1 63 66 70 73 75 School EOCs Geometry 63 66 70 73 75 Acceleration Performance+ 61 P65 68 Graduation Rate 95 96 97 FSA ELA 9-10, School Grade Algebra 1, Geometry, Points Earned (out 532 559 583 765 790 US History and of 1000) Biology EOCs, Acceleration and Percent(%)of 67% 70% 73% 77% 79% Graduation Rate Points Earned Each year reflects a 10%reduction in the number of students who are NOT Proficient,or did not make learning gains relative to the previous year. 10 Copyright©2017 by Charter Schools USA,Inc.All rights reserved. 11110%, 50 B. Describe any mission-specific educational goals and targets for the school not captured by state accountability requirements. As part of the Aventura Charter High School Opening Plan, the school will endeavor to successfully implement the following initiatives in order to support its mission: • Implement the CSUSA Education Model with fidelity • Develop a school specific professional development plan focusing on the 16 Core Fundamentals • Monitor the focus on 21St century learning skills (Communication, Collaboration, Critical Thinking, and Creativity) and use of 1:1 technology in the classroom • Implement a comprehensive walk-through, feedback, professional learning communities, and purposeful professional development schedule for leadership team • Develop an advanced studies academy pathway • Implement and monitor the schoolwide behavior plan • Cultivate student leadership opportunities within the classroom and through supplemental programming. Placement and Progression C. Describe the school's student grade level and course placement procedures. Aventura Charter High School will adhere to the CSUSA Florida Student Progression Plan found in Attachment E. D. State whether the applicant intends to use the local school district's pupil progression plan. Provide the pupil progression plan as Attachment E. Aventura Charter High School will adhere to the CSUSA Florida Student Progression Plan found in Attachment E. E. If the school will serve high school students, describe the methods used to determine if a student has satisfied the requirements specified in section 1003.428, F.S. Aventura Charter High School will follow the general requirements for high school graduation established by FLDOE to develop course offerings and student schedules. The school will update graduation requirements as revised by the State and adhere to all statutory requirements with regard to high school graduation and progression, including EOC calculation in final grades. Students will complete the requirements from the FLDOE listed in Table 5.3 below for the 24-credit standard diploma option, career preparatory industry certification option, or the advanced academy diploma (AICE Diploma). Based on student interest and demand, a dual enrollment/AA degree option may be added at a future date. r Copyright©2017 by Charter Schools USA,Inc.All rights reserved. 51 Table 5.3 plornr Standard High School 4- Career Preparator'Inclustril ambridge Requirements Year go (24 • ogcredits) credits) LE credits) EnglishIESOL 4 credits 4 credits 4 credits English I-IV English I-IV Honors English I-IV Honors Cambridge Literature Cambridge Language Mathematics 4 credits 4 credits 5 credits Algebra I Algebra I Honors Algebra I Honors Geometry Geometry Honors Geometry Honors Algebra 11 Algebra II Honors Algebra II Honors or higher J. Pre-Calculus Cambridge Mathematics 4 credits 4 credits 5 credits Physical Science Physical Science Honors Physical Science Honors Biology one course from the Biology Honors Biology Honors, Chemistry following: Choose One Honors,and two additional Physical Science Physical Science Honors sciences Chemistry Chemistry Honors, Cambridge Biology Physics Physics Honors Cambridge Chemistry Cambridge Marine Science 3 credits 3 credits 4 credits World History World History Honors World History Honors U.S. History U.S. History Honors U.S. History Honors American Government& American Government& American Government& Economics Economics Honors Economics Honors Dual Enrollment History Global Perspectives Not required for graduation, Not required for graduation, 2 credits in same second but is required for admission but is required for admission language or demonstrated to state universities. to state universities. proficiency. 1 credit in performing/fine arts 1 credit in performing/fine arts 1 credit in performing/fine arts .5 credit in Personal Fitness, .55 credit in Personal Fitness, .5 credit in Personal Fitness, .5 .5 credit in Health .5 credit in Health credit in Health 3 credits in an Industry Certification area or 8.0 credits total career/technical education Below are Required 8 credits AS Level AICE Thinking Skills program AS Level AICE Global Studies 5 elective credits AS Level AICE General Paper Earn a cumulative 2.0 GPA on Earn a cumulative 3.0 GPA on Maintain a cumulative 3.0 GPA ' a 4.0 scale. a 4.0 scale on a 4.0 scale. 10 Copyright©2017 by Charter Schools USA,Inc.All rights reserved. 4pkl 52 School leadership will identify a teacher to serve as course recovery coordinator and work jointly with the guidance counselor to routinely audit student credits against the CSUSA Student Progression Plan. This process will ensure that students are on track for meeting high school graduation requirements and credit recovery courses are offered as needed. The school leader will communicate course requirements and credit recovery options to teachers, students, and parents and develop a plan for scheduling students into appropriate recovery courses, monitoring student progress, and ensuring timely completion of the course recovery program. Students in need of credits to move on to the next grade level or complete graduation requirements will be offered an alternative program to recover course credit(s). Course recovery provides students with a second chance in a subject with which he or she struggled to earn the appropriate credits for course or graduation requirements. It provides extra support for students performing below a proficient level, thereby increasing their chances of passing the course and earning the necessary credits.Aventura Charter High School will utilize Plato as the credit recovery program. Plato offers a blended learning platform and provides a course syllabus and/or pacing guide, encourages the use of note- taking and summarizing, and provides access to a teacher for content support or online platform technical assistance. The course recovery coordinator will support students in the use of Plato progress monitoring reports and work with students to develop individual learning goals and timelines for course completion. Though the blended learning platform offered is available anywhere the internet is accessible, all Plato assessments must be completed on school grounds under teacher supervision. Aventura Charter High School will communicate the hours available for students to complete Plato assessments, which may include before/after school, Saturday school, or during the school day at a time that does not detract from core academic courses. F. Discuss how and when promotion and graduation criteria will be communicated to parents and students. Promotion criteria is introduced to students through the Entrance Interview upon enrollment in the school. Promotion criteria is communicated to parents through the distribution of the CSUSA Student Progression Plan at the start of the school year. Parents are kept informed of their child's progress formally in writing twice quarterly: once via a progress report at mid-quarter, and secondly via a report card distributed at the end of each quarter. Parents are also notified of the child's assessment scores after each administration. Parents have constant online access to their child's grades through PowerSchool, and may schedule conferences and contact the teacher as necessary. After the first indication that a student is below grade level and may be at risk for retention, the teacher develops a Progress Monitoring Plan (PMP), which is signed by the student's parents or guardians. The PMP is updated in writing at least quarterly, with progress communicated more frequently in an informal manner. Assessment and Evaluation G. Identify the primary interim assessments the school will use to assess student learning needs and progress throughout the year (including baseline assessments) including a proposed assessment schedule as Attachment F. A balanced assessment system is considered a core fundamental and supports the school's efforts in developing data literacy among all stakeholders. Aventura Charter High School's balanced assessment system will contribute to a common understanding of the assessment tools and data needed to continually ,,,,,.Copyright©2017 by Charter Schools USA, Inc.All rights reserved. 53 make informed instructional decisions and ensure learner needs are not ignored or subject to ineffective assessment measures. Additionally, teacher and leader capacity will be built through ongoing professional development and coaching support to effectively pair appropriate student-teacher feedback and teacher- leader feedback, data chats, or data analysis with assessments, thereby strengthening the school's use of tools and data. Teachers will also be supported in developing an understanding and commitment to providing required accommodations as defined in student IEPs and establishing a setting conducive to a fair and appropriate testing environment free of distractions Aventura Charter High School's balanced assessment system includes the following assessment types: • Formative (Ongoing) - Frequent check-ins to assess student learning as it happens (exit tickets, graphic organizers, classroom polls, class discussions). When used effectively, results drive instruction and improve learning by identifying those students in need of support and enrichment. • Benchmark (1-3 per year) - "In time" evaluations of student mastery on common grade-level standards. Timing of assessment should provide valuable"early warning" information and feedback. Teachers adjust instruction as a result of student performance. • Interim (3 per year) - "In time" evaluations of student progress on a consistent scale to evaluate student learning (growth). Timing of assessment should provide valuable"early warning" information and feedback. Teachers adjust instruction as a result of student performance. • Summative (1 per year/semester/unit) - "Sum-up" learning at the end of a unit, semester or year to document achievement. The availability of results typically does not provide teachers with timely information to reteach or make mid-course corrections, and does not inform a student's current needs. Valuable as oversight for school leaders, districts and states. • Baseline (Ongoing) - Analyze evidence and data before teaching occurs to identify what students know and where gaps are. • EL/ELL/ESOL - Assessments to measure the fluency of students who are still developing their proficiency in the English language. Listed below are measurement tools, in addition to state-mandated assessments, that are used for assessment purposes to establish a baseline to guide instruction. These are all used to determine the progress of students with regard to mastery of the standards and reaching a level of proficiency on the FSA, NGSSS Assessments,and EOCs. The listed assessment tools do not preclude Aventura Charter High School from incorporating other measures that may be determined necessary to support its mission. • Northwest Evaluation Association (NWEA) Interim Assessments: Includes three administrations in the areas of ELA and mathematics. The NWEA assessments are nationally normed, Florida standards-aligned assessments proven to be effective at targeting student achievement and determining skills students need to improve performance. NWEA uses a continuous scale score (RIT) from grades K— 11, which enables us to monitor growth from one grade level to the next, as well as determine exactly how far above or how far below the national norm a student is compared to other students in their grade level nationwide. Results are used to set goals for students on specific skill gaps, as well as identify groupings and standards to teach for small-group instruction. • CSUSA Benchmarks: Benchmark assessments provided by CSUSA are created from a researched- based item bank and used to gauge students' progress on mastery of the GVC. The assessments are aligned to state standards. CSUSA Interim Benchmarks provide a checkpoint in-between the NWEA interim assessments. These tests are either paper-based or computer-based and results are ,,,,,.Copyright©2017 by Charter Schools USA, Inc.All rights reserved. 54 available within 24 hours. Teachers use the results to adjust their instruction to reteach standards that the students have not mastered. CSUSA also has the capability to view comparison reports across the network of Florida schools to monitor trend data and make adjustments to school support if necessary. • Instructional Focus Plan Assessments: Tests aligned to specifications of the Florida Standards that measure the mastery of competencies within the GVC, given at a minimum every two weeks. IFP instruction and assessments match the skills and concepts each class needs to work on in order to reach mastery. For detailed information regarding IFPS, please refer to Section 3. • Classroom Assessments: Formative assessments designed to evaluate whether a student has mastered a specific standard. Each assessment is based on content that has been practiced multiple times and measures the academic performance of each student on a particular standard. The assessments are used in all subjects and can be created by teachers or purchased. The assessments can be essays, projects, multiple choice or open response tests, exit tickets, or other forms of evaluating student performance. The 2017-2018 assessment schedule currently used in CSUSA's Florida schools is included as Attachment F. H. Describe how student assessment and performance data will be used to evaluate and inform instruction. Who will be responsible for managing the data, interpreting it, and leading or coordinating professional development? Aventura Charter High School will address four components of data-driven instruction: 1. Culture 2. Assessments 3. Analysis 4. Action The use of student assessment and performance data is vital to the culture of Aventura Charter High School, as evidenced by the Education Model, a continuous improvement process that is not only used to improve student learning and achievement, but also to evaluate and inform instruction. The data-driven cycle of assessment, analysis, and action is indispensable for increasing student achievement. It is deeply embedded within school culture and is a top priority for schoolwide improvement. Aventura Charter High School's leadership team will use a simple but highly effective yearly data calendar, which will be displayed publicly and referred to continuously so that everyone in the school community—including students and families— are aware of when important steps in the data cycle will take place. The leadership team will carve out time for assessment, analysis, and action through scheduled data chats with mentor teachers and administration, as well as any professional development teachers need to succeed, at each point in the cycle. For more information regarding professional development, please see Section 13. Teachers use the data from the NWEA, CSUSA Benchmarks, and IFP assessments to differentiate instruction of specific skills through various instructional and regrouping strategies in order to ensure that individual student needs are addressed. To evaluate student learning and the effectiveness of instruction, the teacher gives students formative assessments on those specific skills. After itemized analysis of each Copyright©2017 by Charter Schools USA, Inc.All rights reserved. 55 assessment, the teacher reports feedback to students and parents verbally and via PowerSchool to update each student's PLP. Based on the results of the assessment, the teacher decides whether to re-teach specific skills that have not been mastered or go back to baseline assessment to activate students' background knowledge on the new skill to be introduced. Progress Monitoring Plan The PMP lists students' areas of academic weakness and describes interventions that can be implemented in the areas of writing, reading, mathematics, and/or science. Each student performing below grade level will have a PMP. The PMP will also be reviewed by all stakeholders after at least 12 weeks of instruction in order to assess whether implemented strategies are increasing student achievement in the identified area. Student data that identifies the lowest 25%and individual student FSA and NGSSS Assessment scores are compiled. The lowest 25% in ELA is generated in order to assist teachers in targeting students who need remedial instruction. This is not meant to identify the lowest 25%in the school grade calculation but rather to identify students who need academic support. The first round of interim assessments are given within the first month of school so that individual student strengths and weaknesses can be quickly identified and a PMP generated in order to make sure classroom instruction is geared toward meeting the needs of every student. This allows students, parents, teachers, and administrators to re-evaluate individual student's academic achievement in a more efficient manner. Recognizing areas of strengths and weaknesses in a timely manner is vital to ensuring students have enough instructional time and practice to solidify their understanding before reassessment occurs. If a student should need multiple specialized plans, such as PMPs for reading intervention, Individual English Language Learner Student Plans, Educational Plans for Gifted Students, or Individual Education Plans (IEP) for ESE Students, members of committees will overlap so that communication and alignment of plans can be ensured. Copyright©2017 by Charter Schools USA, Inc.All rights reserved. 56 Table 5.3 4AveGoal Setting Monitoring ntura Charter High School sets strategic goals to achieve overall success Individual data chats held according to Florida School Improvement Plan and Florida School Grades. quarterly to review areas of strength and opportunity based on School leaders set collaborative instructional and achievement goals annually NWEA results. Data from the as part of the culture of continuous improvement. student information system supports creation of school action plans. Goal Setting Monitoring Proficiency and learning gain goals are broken down into grade level and School leadership holds bi- classroom level targets. monthly data chats with teachers to analyze overall classroom strengths and opportunities, identify students or standards in need of remediation, and develop classroom action plans. Goal Setting Monitoring Student data from FSA/NGSSS Assessment/EOC, academic grades, NWEA In data chats with students, and formative assessment data are compiled on the PLP.With guidance from teachers analyze the data within teachers and parents, students generate goals for each academic area as the PLP and sets goals for each well as conduct and effort. Teachers explain defined learning gain targets to academic area as well as conduct support student goal setting for FSA/NGSSS Assessment. and effort. Goals and progress monitoring data are visible to parents, students, and teachers through the student information system. I. Explain the training and support that school leadership and teachers will receive in analyzing, interpreting, and using performance data to improve student learning. Aventura Charter High School will provide professional development for all teachers through the model of continuous improvement. All teachers are provided research-based professional development based on school improvement goals. Teachers meet in grade-level team lead facilitated professional learning communities to analyze student data and design units and accompanying lessons. Team leads also participate in monthly leadership meetings with administrators. Based on administrative walk-throughs, Quality and Education for Students and Teachers (QUEST) visit feedback, and student performance, teachers are provided specific,differentiated professional development from mentor teachers,administration, a regional Curriculum Specialist (CS), or school-based CRTs. In addition to weekly grade-level meetings, professional development will be provided at least monthly, and on designated teacher professional development days. After interim assessment periods, teachers meet for data chats with CRTs, CSs, or administrators to analyze student progress and develop an action plan for professional development. The action plan may include math intervention strategies, integrating reading strategies in content areas,teaching reading in content areas, and many other grade-level-specific literacy development opportunities. Please see Section 13 for additional information regarding professional development. r Copyright©2017 by Charter Schools USA,Inc.All rights reserved. 4FWAI 57 Strategic Planning Every school receives support from the CSUSA support center to conduct strategic planning. The strategic plan is developed using CSUSA's Student Success Platform (detailed below) and continuously monitored by a Planning Committee comprised of internal and external stakeholders. The Planning Committee represents a variety of stakeholder groups that are reflective of the school community: • School leadership (Principal, Assistant Principal, Dean) • Curriculum Resource Teacher • Classroom teacher • Non-Instructional Staff(Front Office, Enrollment Manager, SOA) • Parents (involve parents of children from various grade level bands) • Student (engage in age-appropriate ways) • Community partner(s) Strategic planning defines and drives the school's direction and activities that impact student success. CSUSA's Five Strategic Priorities create a framework that ensures the range of metrics contributing to school performance are analyzed and addressed through the strategic plan: • Student Success — Do what it takes to support student success for every student in school and in life. • Maximized Resources — Bring all available resources to bear and use resources strategically to maximize results. • World Class Team & Culture — Attract, retain, develop, and engage a talented team of difference makers. • Customer-Focused Operational Excellence—We will use operational best practices focusing on the needs of our stakeholders to maximize impact. • Development & Innovation — We will lead the way by developing innovative solutions for communities, schools, teachers, and students. Typically, the Planning Committee is convened between November-January to review the effectiveness of the plan and initiate planning for the following school year. The Planning Committee provides input before the plan is submitted in September and supports ongoing monitoring thereafter. Meetings are scheduled at a time convenient for all members to attend with an agenda clearly outlining objectives and outcomes. Planning Core Working Submit & Ongoing Kick Off Fundamentals Planning Implement Og -Data Review -Professional Monitoring -High Level Development Session Plan Initiatives -Revised template F* ! J0 0 0 Budget End Year Debrief Refine Plan Amendment Period Priorities -Highs&Lows of Year -Leadership Cohort -Goals(Final) -Adjust initiatives -School-level Data Summit -Initiatives -Core expenses Grant -Budgets(Operating&Grants) -Initiatives with Applications budget impact r Copyright©2017 by Charter Schools USA,Inc.All rights reserved. WIN, 58 Student Success Platform CSUSA has developed a proprietary and innovative Student Success Platform that school leaders will use to develop, monitor, and modify their strategic plans. This digital platform will provide a more disciplined and proactive approach to school-level strategic planning by incorporating customizable thresholds that must be achieved in accordance with local/state accountability requirements, charter-specific requirements, and internally established academic goals. The platform incorporates school-wide, grade-level, and student-level data in order to create the customized threshholds for each individual school, and is available to all school personnel. The Support Center will also send each school a customized Success Guide that includes: • School and community demographics • State Assessment results (trend data) • NWEA achievement& growth (trend data) • Instructional Software usage and performance • Stakeholder Surveys (Parent&Staff) • Budgets (Grants & Operating) • Student Enrollment • Student Attendance • Staff Turnover and Retention The Success Guide is designed to support the development of a comprehensive needs assessment. The comprehensive needs assessment is a data analysis process that results in the identification of improvement priorities upon which the strategic plan should focus. The Student Success Platform tracks all of the data included in the Success Guide, and even has the capability to track the school's reporting requirements. The school leader and Strategic Planning Committee are then able to set Key Intended Outcomes (KIOs) based on this data that will lead to the achievement of goals and attainment of the school's specific performance requirements. School-level and grade-level initiatives are then outlined to determine what the school will do to achieve the KIOs. Action plans are then developed for each initiative to determine how each initiative will be implemented and then monitored for effectiveness. Using the Student Success Platform, Principals are able to identify the performance thresholds that need to be met in order to acheive their school-wide goals and performance requirements. Using these same thresholds, each grade level is then able to identify the goals that need to be attained within that grade level to contribute to the school-wide goals. Teacher's within each grade level are then able to determine the goals that they need to achieve in their classroom with each individual student in order to contribute to the attainment of the grade-level goals, and in turn, the school-wide goals. This tiered approach to goal setting provided by the Student Success Platform allows every teacher to have visibility and accountability to the attainment of school-wide goals. The data available in the Student Success Platform will also give school leadership and teachers greater visibility(and real-time access to)the individual academic needs of each student. This will drive performance and allow teachers to determine the efficacy of instructional resources and maximize their usage by identifying those that are most effective for their individual students. The availability of real-time data will also allow stakeholders and the Strategic Planning Committee to analyze current data and make any needed adjustments to the strategic plan, KIOs, or initiatives throughout the school year. Copyright©2017 by Charter Schools USA, Inc.All rights reserved. 59 On a broader scale, the availability of real-time data will allow CSUSA to assess the performance of its network as a whole. This will allow greater collaboration and sharing of ideas amongst schools. For instance, if a school is consistently performing well in math, that school could cross train and share best practices with a school that consistenly performs low in math. CSUSA will also be able to track each initiative at each school, and those that have the greatest effect on performance could be duplicated for schools that experience similar issues. If a Principal is having trouble with identifying an intiative to correct an issues, CSUSA can look back at schools that had similar issues with similar demographic populations and recommend past effective initiatives. J. Describe the corrective actions the school would take if it falls short of student academic achievement expectations or goals. For all new schools and schools that fall short of their academic goals, CSUSA has created an Academic Support for Academic Progress (ASAP) team that is dedicated to driving, supporting, monitoring, and reporting academic performance for schools identified for improvement. The ASAP team is comprised of successful school leaders and cross-functional professionals from CSUSA's Education, Human Resources, Strategy, and Finance departments that are dedicated to identifying what needs to be done to support success and then driving those initiatives. Before ASAP team intervention begins, the regional director for the identified school(s) meets with the principal(s) and reinforces the steps in the process to ensure that it is collaborative and inclusive. The principal then completes a self-assessment survey that gauges their implementation of the educational core components and the school's strategic plan, and allows them to identify areas of strengths and weaknesses. The ASAP team then prepares for a school site visit and receives a pre-visit packet that includes: • School's Self-Assessment: Identifies the areas of support that have been deemed necessary by the school's leadership. • Strategic Plan: Reviewed by the ASAP team to determine how the plan can be refined to address the gap areas identified in the self-assessment. • Dashboard Reports: Contains the school's historical performance trends and progress towards goals. The ASAP team uses this data to determine the specific subjects and grade levels in which the school requires support. • Flash Report: Includes quick data points on each school, including academic performance, parent and teacher survey results, enrollment figures, financial information, and staff turnover. The ASAP team uses the pre-visit packet to identify areas of concern, develop questions to ask school leadership, coordinate with peers and subject matter experts to determine best practices, and identify exactly what to observe during the site visit. The ASAP team then visits the school and tours the facility, conducts classroom observations, and meets with the school principal to discuss findings and determine the support needed to get the school on track towards meeting its academic goals. School leadership then identifies a process owner at the school who will facilitate the initiatives at the school level. After the school site visit, the ASAP team then determines the scope and frequency of support needed for the school and identifies support team members that would best implement this plan. Support team members are made up of CSUSA's Legacy Leaders, which are teachers and administrators who apply and are selected Copyright©2017 by Charter Schools USA, Inc.All rights reserved. 60 to assist the school in implementing the ASAP initiatives. Support team members are assigned to a school based on their strengths and the school's needed support. Once the support team is formed and the ASAP team determines the exact scope and frequency of support that will be provided to the school, the ASAP team presents their plan to the CSUSA executive team for approval and funding of the initiatives. Once approved, the support team will visit the school and conduct ongoing assistance to help the school implement the identified initiatives and achieve their expected goals. The support team will then monitor the school's progress by conducting site visits and generating reports that are presented to the ASAP team. The ASAP team will also meet with the support team periodically throughout the process to make any necessary adjustments to the ASAP initiatives based on data in the reports. K. Describe how student assessment and performance information will be shared with students and with parents. Student assessment and performance information is shared with students and parents in multiple ways. School leadership will monitor the development and implementation of PLPs for each student as part of the school's plan to develop data literacy for all stakeholders. Regular communication regarding academic progress and personal development is critical to meeting the school's mission of providing a rigorous academic program and developing well-rounded citizens primed for excellence. The PLP is a key component to facilitating this process. PLPs will be updated by teachers and students, working jointly, at least three times a year. Each PLP will include individualized student data and academic goals. Students will be supported in facilitating their own PLP conferences with parents at least twice annually. Through this practice, both students and parents develop the ability to identify, understand, and interpret school data in a manner that connects them to individual student goals and planned post-secondary endeavors. Teachers update PMPs, reflect data on the report card, and discuss student progress via student/teacher and teacher/parent data chats as other ways of sharing assessment and performance information. Parents can schedule conferences and communicate with teachers as often as necessary, but report cards are distributed quarterly as a formal communication tool. Furthermore, progress reports are sent home mid- quarter for parents to monitor progress. In addition, parents have access to PowerSchool, as mentioned in previous sections. This online access informs them—via a controlled access password—about their child's class work, test grades, and weekly progress towards meeting the NGSSS and Florida Standards. Parents have significant information provided to them to schedule a conference, ask questions, or just be aware of their child's academic achievement. Formative interim assessments, administered by NWEA, take place three times a year. After administration of each assessment, that data, in conjunction with students' scores from the FSA and NGSSS Assessment, are communicated to parents to keep them informed of student progress. L. Describe the plan for protecting the privacy of individual student academic performance data and other student-related information. Security is vital in a school environment for safety, privacy and compliancy. To accomplish these goals, CSUSA employs hardware-, software-and procedural-based security including the following: Copyright©2017 by Charter Schools USA, Inc.All rights reserved. 61 • A closed TCP/IP-based network protected externally through a firewall • Virtual local access networks (VLANs) to separate network traffic and avoid service interruptions • Implementation of best practices to prevent unauthorized access to network equipment • SSL encryption on CSUSA-based Internet services • WPA2 encryption on all wireless access points • Anti-virus/anti-malware software on all computers • Content filtering to protect against inappropriate access • Individual accounts with passwords • Network-based permissions assigned to individuals and/or groups • Computer- and network-based configurations to minimize alterations that could lead to security compromises and/or loss of functionality • Limited access to network equipment and servers • Security cameras throughout the school with recording and search capabilities • Visitor screening and pass equipment or services located in the front office • Strict policies and procedures on accessing accounts and information In addition to the above, all staff, students and parents are subject to CSUSA's Computer System and Internet Policy. This policy outlines access restrictions, acceptable use and consequences of violating the policy. This policy is part of CSUSA's Employee Handbook and part of a student's registration packet and is a requirement of employment or enrollment in a CSUSA-managed school or at the corporate support center. Student records will be maintained in locked cabinets in a secure area of the school. The school will comply with the Family Educational Rights and Privacy Act and state policies related to reading, inspecting, and copying a student's educational records.These files will be accessible only by authorized individuals in accordance with state and federal policy. Copyright©2017 by Charter Schools USA, Inc.All rights reserved. 62 Section 6: Exceptional Students A. Provide the school's projected population of students with disabilities and describe how the projection was made. It is anticipated that Aventura Charter High School's enrollment of students with disabilities will be approximately 5% of its total population. This projection was made based on a review of the enrollment profiles of neighboring schools in the Aventura community. There will, however, be no enrollment cap on the number of students with disabilities who may enroll at the school and staffing/resources will be adjusted based on actual student enrollment and need. B. Describe how the school will ensure that students with disabilities will have an equal opportunity of being selected for enrollment in the charter school. During the pre-enrollment process, marketing materials will reflect that the school is a "tuition-free" public charter school that serves exceptional education students.All students who apply to attend will have an equal opportunity of being selected for enrollment in accordance with § 1002.33(10)(f), Fla. Stat. Aventura Charter High School's application asks no questions related to a student's disability status and would not know if a student has a disability until after the student's family accepts a seat and begins to submit registration documentation. Any student who submits a timely application will be eligible to enroll, unless the school receives more applications than available seats. If this is the case, a lottery will be held where all applicants have an equal chance of being selected. Aventura Charter High School will comply with Florida's Controlled Open Enrollment statute (§ 1002.31(2)(a), Fla. Stat.) as long as the school has not reached capacity. However, the school will include an enrollment preference for students whose parents are residents of the City of Aventura, and we anticipate that the majority or all of the student population will consist of Aventura residents.Aventura Charter High School will not discriminate or limit enrollment based on race, color, nationality and ethnic origin, disability status, religion, sexual orientation, or gender. C. Describe how the school will work with the sponsor and through the Individual Education Plan process when necessary to ensure students with disabilities receive a free appropriate education in the least restrictive environment. Aventura Charter High School will adhere to district, state, and federal policies to ensure that students with disabilities receive a free appropriate public education (FAPE). The IEP Team will be trained to remain mindful of least restrictive environment(LRE) mandates to ensure that students are educated with their non- disabled peers to the greatest extent appropriate, based upon the student's individual circumstances. The IEP Team determines the educational placement for a student with a disability based on the student's present level of academic and functional performance, accommodations, goals, and services identified on the student's IEP. When making placement decisions during the IEP creation process, a staffing specialist from the district will be invited to participate in all meetings where the IEP Team suspects that a discussion regarding a change of placement might ensue, in accordance with district policy. If the IEP Team determines that a student requires services outside of the continuum of services offered by Aventura Charter High School, then the school will collaborate with Miami-Dade County Public Schools on behalf of the student to r Copyright©2017 by Charter Schools USA,Inc.All rights reserved. 63 determine the most appropriate placement based on the student's needs. Aventura Charter High School recognizes that the services offered to students with disabilities fall within the full continuum of services offered by Miami-Dade County Public Schools. As such, Aventura Charter High School will work with the district to determine proper placement for students with disabilities within the full continuum of services that the district offers. Aventura Charter High School will follow Miami-Dade County Public School processes and procedures for identifying, evaluating, and placing special educations students, and will follow the District's due process procedures. D. Describe the methods the school will use to identify students with disabilities that have not yet been identified. Aventura Charter High School will implement a Multi-Tiered System of Supports (MTSS) to ensure that its academic programs will target the needs of all learners. Through this model of support, all students will receive instruction at the Tier 1 level. Aventura Charter High School will hold regularly scheduled, collaborative, multi-disciplinary team meetings to systematically review performance/behavioral data of all students and identify those students in need of more targeted interventions at the higher tiers (Tier 2 or Tier 3). During the MTSS process, if a review of the student's progress monitoring/intervention data leads the team to suspect that the student may have a disability and require special education services or a 504 plan, the school will follow Miami-Dade County Public Schools' procedures for initiating the evaluation process (including obtaining parent/guardian consent as a required first step in the process). If parents/guardians request an evaluation of their student before the general education intervention process is complete, then we will either obtain consent to conduct the evaluation while maintaining interventions concurrently, or provide the parent/guardian with written notice of the school's refusal to conduct the evaluation. The school will work collaboratively with Miami-Dade County Public Schools to ensure that initial evaluations of students suspected of having a disability are completed within 60 calendar days from the date the school received signed consent for evaluation. Upon completion of the formal evaluation of the student, the district-assigned school psychologist and/or other service providers involved in the evaluation process, will share the results with the IEP Team. The IEP Team is made up of at least the following: student's parent, student, ESE teacher/provider, general education teacher, evaluation specialist, and an LEA representative/designee. The staffing specialist from Miami-Dade County Public Schools will also be invited to attend the initial eligibility meeting as part of district practice. All district processes and procedures will be followed related to student eligibility determination as well as IEP development and placement decisions, if warranted. E. Describe the programs, strategies, and supports the school will provide, to ensure the academic success of students with disabilities. As previously described, students with disabilities will have an equal opportunity of being selected to enroll at Aventura Charter High School. The school will welcome and encourage the enrollment of students with diverse learning profiles. Within Aventura Charter High School, a continuum of special education services will be offered to allow for the provision of services to students whose needs can be met 80%or more of the ,,,,,.Copyright©2017 by Charter Schools USA, Inc.All rights reserved. 64 time in the regular education classroom setting. This continuum of services will include consultation, collaboration, and support facilitation. In addition, Aventura Charter High School will contract with service providers to allow for the provision of special education or related services in areas such as speech therapy, language therapy, occupational therapy, physical therapy, and counseling, if these services are deemed necessary by a student's IEP Team. Contracted special education providers will deliver direct services to students with disabilities based on the individual needs of each student in order to support learning and progress. These services may include pre- teaching, skill instruction, re-teaching, or remediation. For other students, teacher-to-teacher consultation and/or collaboration might be sufficient, as this allows the special education teacher and general education teacher to work together on behalf of the special education student, which allows them to continue to make progress within the regular education setting. The school's special education team will consist of special education teachers, one of whom will serve in a lead capacity to support overall ESE compliance for the school, as well as contracted service providers. The school will also employ a Student Services Coordinator who will oversee compliance over 504 processes. This team of professionals will work with the rest of the school's staff to ensure that students' IEPs and/or 504 plans are understood to allow for implementation. In addition, if the general education teachers need assistance related to designing instruction for a student, progress monitoring of IEP goals, or implementation of accommodations, this team will support the rest of the school staff to maintain compliance and ensure that students receive what they need to learn and make progress, as determined by their respective IEP/504 teams. Aventura Charter High School will implement a MTSS to ensure that its academic programs will target the needs of all learners. Through this model of support, all students will receive instruction at the Tier 1 level. The school will hold regularly scheduled, collaborative, multi-disciplinary team meetings to systematically review performance/behavioral data of all students and identify those students in need of more targeted interventions at the higher tiers (Tier 2 or Tier 3). The make-up of the multi-disciplinary team may include the Student Services Coordinator, CRT, principal, and the district-assigned school psychologist, if warranted. This team will work with teachers on implementation of these interventions with fidelity and progress monitoring. This Rtl model matches the needs of each individual student with high-quality instruction and interventions, and is adjusted as appropriate based on progress monitoring data. Both students with disabilities and their non-disabled peers will participate in the MTSS/Rtl process. F. Describe how the school will work with the sponsor and through the IEP process to determine whether a student with a disability can be provided FAPE by the school. The team at the school will work closely with the Miami-Dade County Public School staffing specialist to ensure that FAPE is provided to all students. The school recognizes that its continuum of services falls within the full continuum of services provided by Miami-Dade County Public Schools and will work with the district to determine and ensure the proper placement for students with disabilities. If a student provides a current IEP during the enrollment process that identifies the student as requiring services outside of the continuum offered by the school, the district staffing specialist will be contacted. The IEP would then be reviewed by the team and a recommendation would be made as to how the student's ,,,,,.Copyright©2017 by Charter Schools USA, Inc.All rights reserved. 65 required services would reasonably be delivered to the student either within Aventura Charter High School or a district managed Miami-Dade County Public School. It is important that this process occur as soon as possible to ensure that the student receives FAPE and is placed in an appropriate educational setting. G. Describe how the school will work with the sponsor and through the IEP process to determine whether a student with a disability whose education needs require a separate classroom can be provided FAPE by the school. As described above, the team at Aventura Charter High School will work closely with the Miami-Dade County Public School staffing specialist to ensure that FAPE is provided to all students. The school recognizes that its continuum of services falls within the full continuum of services provided by Miami-Dade County Public Schools and will work with the district to determine and ensure the proper placement for students with disabilities. If a student provides a current IEP during the enrollment process that identifies the student as requiring a separate placement(less than 40%of instruction occurring with non-disabled peers), the school team would follow the process described in section 6F above to ensure that the student receives FAPE and is placed in an appropriate educational setting. H. Describe the plans for monitoring and evaluating the progress and success of students with disabilities to ensure the attainment of each student's goals as set forth in the IEP or 504 plan. The school recognizes the importance of each student making reasonable progress based on the student's unique circumstances. As such, Aventura Charter High School will monitor and evaluate the progress made by its students with disabilities. Progress monitoring data will be reviewed collaboratively by the special education provider and general education teacher, and ESE teachers will work with general education teachers to support lesson planning and implementation. Aventura Charter High School will also make professional development available to its staff working with students with disabilities to ensure that teachers understand their responsibility related to each student's growth. The school will share information on student progress with the parent/guardian in accordance with district policy each quarter. I. Identify the staffing plan, based on the above projection, for the school's special education program, including the number and qualifications of staff. Aventura Charter High School's staffing plan indicates that two ESE teachers will be hired for the first year, with one of those positions serving in the role of Lead Special Education Teacher. This information if fluid, however, based on actual student enrollment. If the ESE student enrollment dictates that this number needs to be adjusted, staffing changes will be made in alignment with student need. In addition, the school will contract with related service providers (such as SLP, OT, PT) and the allocation of time will also be based on student needs. Aventura Charter High School's instructional staff will also include at least one teacher who is gifted certified/endorsed to ensure that guidelines and procedures established by Miami-Dade County Public Schools related to meeting the needs of gifted students are implemented and followed. Copyright©2017 by Charter Schools USA, Inc.All rights reserved. 66 All ESE teachers will be appropriately certified in Florida (ESE K-12) and service providers will be appropriately certified and/or professionally licensed to work in their field. J. Describe how the school's overall effectiveness in serving exceptional education students will be evaluated. Aventura Charter High School will provide a comprehensive professional development program for its teachers, but will also have staff participate in professional development offered by Miami-Dade County Public Schools to ensure that the school has clear expectations related to data systems, compliance, reporting, and implementation of ESE services. Aventura Charter High School will ensure that procedures on reporting necessary data to Miami-Dade County Public Schools and the FLDOE are in place. Performance data of all students will be reviewed, including the performance of the school's students with disabilities, as well as its gifted students. Aventura Charter High School will foster a collaborative learning environment. As described above, the ESE and general education teachers will collaborate related to lesson planning and the school's gifted teacher(s) will also collaborate with general education teachers related to differentiation of instruction for gifted students. This will allow for further enrichment in the classroom as well as implementation of the students' EPs. This ensures that the focus of all teachers who serve exceptional education students will be on each student's progress. ESE student level data will be reviewed to ensure that the entire exceptional student education program is focused on student achievement (i.e., both on learning gains as well as maintaining high levels of performance). This will include a review of internal benchmark/NWEA assessment data as well as performance data from the annual state-mandated assessment program. Aventura Charter High School will require teacher participation in professional development opportunities related specifically to the exceptional education program and needs of the students. The ESE teachers will receive training on various topics that may include writing quality IEPs/EPs, the use of research-based instructional strategies for exceptional education students, implementing accommodations for students with disabilities in the regular education classroom, and modeling how to use progress monitoring data to analyze whether students are effectively meeting their IEP/EP goals. Furthermore, all teachers will be observed throughout each school year by the school's administrative team and visiting teams through the QUEST process. Aventura Charter High School will follow the sponsor's processes related to quarterly reporting of each student's IEP goal progress as previously described, as well as progress toward EP goal attainment for its gifted students. K. Describe how the school will serve gifted and talented students. Aventura Charter High School will follow Miami-Dade County Public Schools' policies and procedures related to identifying students in need of gifted services. Students who demonstrate a majority of characteristics of gifted students based on a standard scale or checklist and possess superior intellectual development as ,,,,,,Copyright©2017 by Charter Schools USA, Inc.All rights reserved. 67 measured by an intelligence quotient of two standard deviations or more above the mean on an individually administrated standardized test of intelligence will meet eligibility criteria for gifted services. In addition, students from underrepresented groups as defined in Rule 6A-6.03019, F.A.C. who meet the district's eligibility criteria for gifted services under Plan B will also be served by Aventura Charter High School. Students who have been identified and qualify for a Gifted Education Program and whose parents have given consent will each have an EP written at least every three years, which includes a statement of the present levels of educational performance, a statement of goals (including measurable short-term instructional objectives), identified criteria, evaluation procedures and schedules for determining whether the goals are being achieved, and a statement of the specific services to be provided to the child. The development of the EP is a process that builds parent/school relationships. It provides a forum for discussing student needs beyond the general curriculum, facilitating changes in instruction and classes, and determining appropriate service options. The EP will be reviewed during the year to determine if a goal has been met and/or should be rewritten. EPs are reviewed and rewritten as often as needed but no less than the frequency identified by Miami-Dade County Public Schools' Gifted Student Education department. Participants at an EP meeting will include the student's parents,the student, at least one teacher of the gifted, one general education teacher, an LEA representative, and an evaluation specialist if evaluation results are discussed. Aventura Charter High School's gifted students will benefit from monthly consultation with a gifted-endorsed teacher who will discuss topics of interest with the gifted learner. The gifted-endorsed teacher will also collaborate with the student's general education teacher to support the teacher in the extension of the student's learning. Aventura Charter High School will afford students the opportunity to participate in accelerated coursework where they will have the opportunity to earn college credit based on assessment outcomes following their Advanced Placement/Cambridge coursework. Students will have an opportunity to complete holistic projects that include components such as the development of advanced research skills, complex creative thinking and problem-solving, communication skills for a variety of audiences, and use of technology to promote the desire for learning on self-selected and/or teacher-selected topics. An effective gifted education program will focus on writing goals that are high but achievable, continuously reviewed, created with student and parent input, evaluated for successful completion, and build on the student's strengths and weaknesses. Copyright©2017 by Charter Schools USA, Inc.All rights reserved. 68 Section 7: English Language Learners A. Describe how the school will meet the needs of English Language Learners. The mission of the ESOL program is to prepare and successfully equip English Language Learners (ELLs) with different levels of limited English proficiency with the academic and communication skills needed to meet the same curriculum standards as non-ELLs. Mainstream/inclusion instruction provided to ELL students are equal in amount, sequence, and scope to the instruction provided to the non-ELL students at the same grade levels. Communication with families of ELL students are also equal. Staff with ESOL certification/ endorsement, in accordance with the policies and procedures of the state of Florida and Miami-Dade County, serve students identified as having limited proficiency in English. Aventura Charter High School will use the CSUSA Student Progression Plan for any references to Miami-Dade's Student Progression Plan found within the district's ELL plan. ESOL Identification and Placement Procedures ELLs are identified through the registration process. At the time of registration, parents are given a Home Language Survey (HLS) to identify potential ELLs. The three questions on the HLS include: 1. Is a language other than English spoken at home? 2. Did the student have a first language other than English? 3. Does the student most frequently speak a language other than English? Those students whose parents respond affirmatively to any of the questions are referred to the principal's designee for ESOL for language screening. The assessment instruments used follow the established guidelines and procedures of Miami-Dade County. For placement purposes, within 20 days of registration, students in grades 3 — 12 receive oral, reading, and writing language assessments using the initial assessment, which is the Idea Proficiency Test (IPT). If the student is not assessed within these 20 days, this period is extended an additional 20 days,as long as parents are notified in writing in their native language. The Date Entered a United States Schools (DEUSS) is required for all students with affirmative responses to the HLS. This includes the month, day, and year in which the student entered the United States (any of the 50 states, excluding U.S. territories and possessions). Parents are advised that the student will need an aural/oral language assessment of English proficiency to determine eligibility and placement in the ESOL program. The ESOL designee at the school is then responsible for administering the IPT, and if the assessment is delayed beyond the 20-day period, the following documentation is provided for each student: 1. Reason for the delay in assessing the student 2. Evidence that the student is being provided ELL accommodations until the assessment is complete 3. Timetable to complete the assessment within 20 days after initial enrollment 4. Notification of the above documents to parent/guardian, preferably in their primary language Students who score as English proficient do not qualify for entry into the ESOL program, unless recommended by the ELL committee. Those students who do not qualify are placed into regular mainstream classes. The initial testing documents for students who do not qualify for ESOL services are stapled to their r Copyright©2017 by Charter Schools USA,Inc.All rights reserved. 69 registration form and filed in their cumulative folders. The person responsible for ELL data entry inputs the assessment information into the district system to indicate that the appropriate language assessment has been completed. Aventura Charter High School will use the cut scores as indicated in the district's plan. Students who do not score as English proficient are classified as ESOL students and placed into the ESOL program. The scores and classification status are entered into the district system, and all respective parties are notified. The student's ELL plans are updated on the anniversary date of the student's entry into the ESOL program, and any other time updates need to be made (change in ESOL level, instructional program, assessment data, etc.) in order to ensure documentation of the student's current services. ESOL students are assessed using the Assessing Comprehension and Communication in English State-to-State for English Language Learners (ACCESS) every spring to determine the students' level of English proficiency, and appropriate services. Information that is included in the student's ELL plan includes current services, language proficiency levels, home-school communication forms, assessment results, programmatic assessment forms, ELL committee documentation, testing accommodations and interventions, and any other information pertinent to the student's ELL plan. Parent Notification The parent/guardian is notified after the assessment has been completed only if the student qualified for ESOL services. The letter includes information regarding the student's ESOL level, ESOL program information, date tested, the principal's signature, and Aventura Charter High School information should the parent have any questions or concerns. Parents are also notified of any ELL Committee meeting, official documentation of ACCESS testing, Annual Measurable Achievement Objectives (AMAO) letters, or any other appropriate documentation noted in the Miami-Dade County ELL plan. This is sent to the parents in their home language when applicable. Accommodations for State-wide Assessments ESOL students receive the necessary accommodations for all state-wide, schoolwide, and classroom assessments as mandated. Accommodations include, but are not limited to additional time for assessments, oral presentation of test directions, flexible setting, and small groups for testing. Students Entering from Other School Districts Students who enter the district from another district in Florida are required to provide appropriate ESOL documentation and ACCESS testing results to determine their ESOL status. Students who provide documentation will be placed in the ESOL program accordingly. Students who do not provide any documentation regarding their current ESOL status are assessed using the previously mentioned screenings. Interventions for ELL Students ESOL students who present academic difficulties are included in the Rtl process, previously described in Section 3. Interventions that are provided include push-in/pull-out support, tutoring, and small-group instruction. Progress Monitoring Plans are created for ELL students to properly document the type and frequency of interventions. The ELL committee takes part in monitoring these PMPs to ensure ELLs are Copyright©2017 by Charter Schools USA, Inc.All rights reserved. 70 making adequate progress based on performance of class and benchmark assessments. See question B in this section for additional information regarding support for ELL students performing below grade level. B. Describe specific instructional programs,practices, and strategies the school will employ to ensure academic success and equitable access to the core academic program for these students, including those below, at, or above grade level. In order to promote both literacy and proficiency, the ESOL program provides ELLs with English language development instruction that is age and grade appropriate and is tailored to the student's English proficiency level. ELLs are in a climate that promotes not only listening, speaking, and reading, but also writing skills. ELLs receive comprehensible instruction for the core curriculum so that they can make academic progress comparable to that of native English speakers as documented by individual and group data. Aventura Charter High School will offer ELL students equitable access to the school's programming with instructional services through a Mainstream/Inclusion English language arts and Mainstream/Inclusion for Core/Basic subject areas model, as indicated in the Miami-Dade County ELL plan. Sheltered instruction may be offered to students in grades 9-12 as needed via English Through ESOL and Developmental Language Arts Through ESOL. Mainstream/inclusion instruction provided to ELL students are equal in amount, sequence, and scope to the instruction provided to the non-ELL students at the same grade levels. Instruction is supported through the use of differentiated ESOL instructional strategies, accommodations, materials, and assessments, which are monitored by the ELL committee and a school administrator, and then documented in lesson plans. In addition, the curriculum, textbooks, and other instructional materials used by ELL students are comparable to those used by their non-ELL counterparts. Supplemental text and materials are also provided. Materials and resources provided at the school may differ from the materials and resources indicated in Miami-Dade County's plan. Instruction is supported through the use of ESOL and UDL instructional strategies including, but not limited to: • Providing a climate of warmth and caring which nurtures a sense of comfort • Seating the student close to the front of the room • Establishing a daily routine in the classroom and preparing students for any changes Using as many of the senses (seeing, hearing, touching, smelling, and tasting) as possible to present information to students • Providing ESOL students guidelines for written work and homework assignments • Providing alternative instruction whenever the class lessons are extremely difficult for the ELL student • Arranging small discussion and talking activities that permit students to practice verbal skills • Utilizing oral techniques, such as cueing, modeling elicitation, and chunking • Utilizing graphic organizers such as webbing and semantic maps • Modifying lesson objectives according to the language level of the ELL student • Using manipulatives to help students visualize the math concepts • Allowing students to use computational aids such as number lines, counters, and computation charts • Teaching math concepts and computation procedures through games and kinesthetic activities ,,,,,,Copyright©2017 by Charter Schools USA, Inc.All rights reserved. 71 • Giving practice in reading word problems by identifying the key words to determine the operation needed to solve the problem • Utilizing the cooperative learning approach in which the student is given the opportunity for peer instructions ELL students work with their teachers to create and maintain a PLP to track. The PLP is used to show the areas of success and growth that the student maintains. It further identifies the type of assistance needed to equip the student with the ability to achieve high standards of proficiency and to comprehensively communicate in English. In addition, all ELL students who show academic difficulties are referred to Rtl, where a team meets to discuss interventions and strategies to support the ELL student's continued academic success. The ESOL strategies are documented in the teacher's lesson plan and in the student's PLP and ELL folder. The effectiveness of these ESOL strategies are determined by the teachers' observations, administrative classroom walk-throughs, data chats, QUEST visits, and district fidelity checks. For ELLs that are performing below grade level, provisions of supplementary supports and services and/or modifications and accommodations are provided, as described below, to ensure that they benefit from the curriculum. It is understood that students who have been in the ESOL program for more than three years may need additional support, and the ELL committee convenes to make such accommodations. Students are provided with English instruction designed to develop integrated language skills through the use of specific ESOL curriculum strategies and instructional delivery models for both Basic ESOL and content subject areas such as mathematics, science, social studies, and computer literacy. Instructional time and curriculum are equal to instructional time and curriculum provided to non-ELLs in basic or categorical programs as established by Miami-Dade County, state, and/or federal guidelines appropriate to those courses. Teachers of ELLs are appropriately certified and ESOL endorsed, making use of appropriate instructional strategies in the delivery of the course or program curriculum. Teachers include designated ESOL instructional strategies and accommodations (such as visual aids and audio tools) in lesson plans and have a master list of possible ESOL instructional strategies within their lesson plan binder. For students at various levels of proficiency, ELL components are included within the Houghton Mifflin Harcourt Collections reading program (such as ELL-leveled texts) to supplement the lesson and provide differentiated support to ELL students. Students who are performing below grade level are also referred to the Rtl process as described in the Educational Program Design section of this application, and the ELL committee makes appropriate decisions based on the needs of the student. ELLs receive extra instructional minutes and proper intervention programs,which are indicated on their PMP, as necessary in order to support their growth and learning. Plato is one online program that will be utilized at the school that adjusts according to needs of ELL students. Plato offers language instruction courses and students can record their speech to be assessed. Texts can be translated into various languages and they can read definitions in both English and Spanish. Reading Plus is an adaptive program tailored to each student, and provides audio support in which students can hear words in either English or Spanish to connect oral language to written word. Additional visual supports are provided within the program to help with vocabulary acquisition and comprehension. To further provide support in math, the Imagine Math program provides live support from bilingual teachers. Additional resources are identified and provided based upon the needs of the students. Copyright©2017 by Charter Schools USA, Inc.All rights reserved. 72 Depending on the number of ELL students enrolled, ELL students are grouped in the same courses as much as possible within scheduling in order to provide an environment that is more comfortable for these students to foster communication and collaboration with each other. C. Provide plans for monitoring and evaluating the progress and success of ELL students, including exiting students from ELL services. ELL Committee Aventura Charter High School's ELL committee will help service the ESOL student population. The ELL committee reviews files and can conduct the following services: • Review instructional programs and lack of progress • Address parental/teacher concerns • Retention of ELLs7 • Review instructional program of former ELLs • Reclassification of former ELLs • Review academic progress for extension of ESOL services • Review all available data when exiting a student from the ESOL program • Request evaluations/support when needed The members of the ELL committee include a combination of four of the following: the ESOL designee/Coordinator for Aventura Charter High School, the mainstream teacher, ESOL-endorsed teacher, the parent/guardian, the principal/assistant principal, and the school's Counselor/Student Services Coordinator.As soon as an ELL meeting is scheduled, the parent/guardian is notified and invited. During the meeting, recommendations are made and recorded in each student's cumulative folder for documentation purposes. All members of the committee sign to acknowledge recommendations. A log of ELL committee meetings documenting the information on a yearly basis is maintained. Teachers view the documentation each year to ensure that proper accommodations are being made within the classroom. Programmatic Assessment Steps are taken to determine the academic levels of incoming ELL students prior to placement into the ESOL program. The school will obtain all prior ESOL program and state assessment records from other schools to review and conduct parent/student interviews, classroom assessments, and teacher observations. This information is documented in the student's ELL plan. Extension of Services and Exiting ESOL Aventura Charter High School will utilize the state-mandated ACCESS to measure the growth of students classified as ELL students on a yearly basis. The ACCESS assesses the students on four modalities: speaking, listening, reading, and writing. If the student does not show proficiency on ACCESS, the student continues to receive ESOL services. A student is considered for Extension of Instruction based on his/her third year anniversary DEUSS date. The ELL committee meets no earlier than 30 days prior to this 7 Aventura Charter High School will adhere to the promotion and retention policies for ELLs as outlined in the CSUSA Student Progression Plan. r Copyright©2017 by Charter Schools USA,Inc.All rights reserved. 73 anniversary date. Criteria for extension includes performance on ACCESS,FSA, EOCs, class grades,teacher input, progress monitoring data, social skills, and other key information deemed pertinent to evaluate the child holistically. The recommendation for extension is documented in the student's ELL plan. ELL students are assessed annually at the end of the 4th, 5th, and 6th years of receiving extended services. In compliance with Fla. Admin. Code 6A-6.0903, ESOL students in grade 3 and above who show proficiency in all four modalities of the ACCESS and earn scores at or above the 50th percentile on the grade level FSA in ELA will exit the ESOL program. Post-Program Review and Re-entry of ELL Students The student's academic progress is monitored through the Post Program Review for a period of two years through the Post-Reclassification Monitoring Form. Documentation, which includes report cards, progress reports, test scores, classroom performance, and teacher/parent input, are placed in the student's ELL file. The student is reviewed after the first grading period, after the first semester, after the first year, and after the second year of exiting the program. At each review point, the review is noted in the student's ELL plan and entered into the electronic system. The language arts teacher indicates if the student is making appropriate progress or if the student is not performing due to language deficiencies, at which time an ELL committee meeting is convened. An ELL committee review is required when a former ELL student's performance is unsatisfactory. During the ELL committee meeting, recommendations regarding the student's progress are made, including whether or not the student should re-enter the ESOL program. Placement decisions for re-entry are based on the ELL committee's review and take into consideration the student's instructional needs and previous placement. Students may be provided additional support as appropriate. Students are given diagnostic assessments (as described previously in this application) to determine areas of need. Students may only re-enter the ESOL program within their 2-year monitoring period after exiting the program. D. Describe the staffing plan for the school's English Language Learner program, including the number of and proposed qualifications of staff. In compliance with Florida law, META requirements, and the META Consent Decree, Aventura Charter High School teachers will be required to participate in training when they have an ELL assigned to their class. The school will provide adequate staffing of certified ESOL-endorsed teachers based on the student population. If there are at least 15 students that speak the same native language, then the school will have at least one assistant or teacher proficient in that language and trained to assist in ESOL instruction. Teachers adhere to the following state requirements: Category I Teachers • Certification in another subject appropriate to the teaching assignment • Complete 300 in-service points or 15 semester hours of college credit through the courses listed below o Methods of Teaching ESOL o ESOL Curriculum and Materials Development o Cross-Cultural Communication and Understanding ,,,,,.Copyright©2017 by Charter Schools USA, Inc.All rights reserved. 74 o Testing and Evaluation of ESOL o Applied Linguistics • Experienced Teachers have 6 years for completion of ESOL Endorsement • Beginning Teachers have 6 years for completion of ESOL Endorsement Category II Teachers • Hold certification in a subject appropriate to the teaching assignment • Complete 60 in-service points or a 3-semester hour college credit ESOL Strategies course • Experienced Teachers have one year to complete • Beginning Teachers have two years to complete Category III Teachers • Hold certification in a subject appropriate to the teaching assignment • Complete 18 in-service points or a 3-semester hour college credit ESOL Strategies course • Experienced Teachers have one year to complete • Beginning Teachers have two years to complete Category IV Administrators and Student Services Coordinator • 3 semester credit hours or 60 in-service points. • Experienced school administrators and Student Services Coordinators hired prior to September 9, 2003, have three calendar years to complete from date of hire. • Beginning school administrators and Student Services Coordinators hired after September 9, 2003, have three calendar years to complete from the date hire. The school-based administrators will utilize a spreadsheet to keep track of all certification and professional development, in order to ensure that teachers are taking the necessary courses to become ESOL endorsed. Copyright©2017 by Charter Schools USA, Inc.All rights reserved. 75 Section 8: School Culture and Discipline A. Describe the culture of the proposed school. Explain how it will promote a positive academic environment and reinforce student intellectual and social development. Aventura Charter High School will actively work to establish a schoolwide culture that promotes a shared set of beliefs, values, and assumptions among teachers and staff members that promotes a safe, orderly, and positive environment for students at all times. The school's ultimate goal in implementing core fundamentals that impact school climate is to establish a school culture that brings out the best in students, teachers, and parents in a manner that motivates everyone to continually make the school environment one that academics, sense of community, and innovations flourish. According to Association of School Curriculum and Development (2017) both school culture and climate contribute to students' ability to learn. The school will leverage the focus on core fundamentals affecting climate to cultivate a school culture deeply rooted in equity, innovation, positive interactions, academic success, and the healthy development of students as well- rounded global citizens and future leaders. The school's strategic implementation of core fundamentals that impact school climate (Professional Development, Schoolwide Behavior Plan, Expectations and Procedures, and Social-Emotional Learning and Character Education) will provide an initial framework for cultivating school culture. Through thoughtful development of the school climate, Aventura Charter High School will also ensure the five areas of Marzano's research recommended to achieve a safe, orderly, and positive academic environment are addressed: 1. Establish rules and procedures for behavioral problems that might be caused by Aventura Charter High School's physical characteristics or routines 2. Establish clear schoolwide rules and procedures for general behavior 3. Establish and enforce appropriate consequences for violations of rules and procedures 4. Establish a program that teaches self-discipline and responsibility to students 5. Establish a system that allows for the early detection of students who have high potential for violence and extreme behaviors The school's culture will establish how teachers and staff react to day-to-day actions of students, as well as whether or not they are called to action when an opportunity to improve the school arises. Aventura Charter High School's professional development plan includes a focus on developing daily professional habits and classroom management that begins prior to the school's opening. Described in greater detail in Section 13, PD is a vehicle for establishing collegiality and a promoting a growth mindset in staff. PD sessions, which include reflective collaboration structures, will also serve to develop relationships among content area teachers and across disciplines as well as with site-based support staff. Teachers attend summer professional development sessions prior to the start of the school year. Parts of the professional development sessions are designed with a focus on understanding the school-wide behavior plan, discipline policy, the Code of Student Conduct, and classroom management. Teachers are also encouraged to attend professional development sessions offered by Miami-Dade County Public Schools, when applicable. Copyright©2017 by Charter Schools USA, Inc.All rights reserved. 76 New teachers participate in an annual New Teacher Induction session, as well as in various professional development sessions offered throughout the school year. Supplemental sessions are primarily designed to assist with classroom management and include modeling and coaching. Below is a sampling of professional development sessions related to classroom management and student discipline that are provided: • CHAMPs: A Proactive and Positive Approach to Classroom Management • Restorative Justice • MTSS/Rtl for behavior • Exceptional Student Education Regulations and Procedures • Positive Behavior Support Models • Social-Emotional Learning • Atittude is Altitude (Freshmen Success course) Schoolwide Behavior Plan A schoolwide behavior plan provides all school community members with clear guidelines and expectations defining appropriate school behavior both on campus and at school-sponsored events. Aventura Charter High School's schoolwide behavior plan will be rooted in equipping students,teachers, and all other members of the school community with the tools needed to secure an optimal teaching and learning environment, thus enhancing the opportunity for exemplary academic achievement and personal development. The belief is that using positive and proactive approaches to student behavior and discipline will result in fewer disciplinary incidents within the school. A Positive Behavioral Interventions and Supports (PBIS) framework will be employed to ensure evidence- based practices are selected and implemented to support the development and implementation of a schoolwide behavior plan that emphasizes prevention and improves student academic achievement and social development for every student. The school's PBIS plan will incorporate social-emotional learning and character education and MTSS/Response to Intervention. The PBIS plan will be developed by the school's leadership with support from the high school programming specialist and student services/guidance coordinator. High expectations for student behavior and community building will be facilitated through a restorative justice approach. The National Opportunity to Learn Campaign (2014) outlines the following practices as central to building healthy relationships and a sense of community that equips community members with the skills necessary to prevent and address conflict: • Address and discuss the needs of the school community • Build healthy relationships between educators and students • Resolve conflict, hold individuals and groups accountable • Reduce, prevent, and improve harmful behavior • Repair harm and restore positive relationships Aventura Charter High School will select and implement evidence-based restorative practices, such as circle process, peer jury, and peer mediation, as part of the schoolwide behavior plan. Planning for restorative justice will begin prior to the start of year one and will include training for all teachers and staff the summer prior to school opening. A schedule for ongoing structured dialogue and coaching sessions to review implementation practices will be developed as part of the planning process. The program will increase ,,,,,,Copyright©2017 by Charter Schools USA, Inc.All rights reserved. 77 accountability for students, strengthen their relationships with peers, and allow them to make more positive choices. Based on guidelines from the program, the purpose is to provide opportunities for students to: • Become aware of the impact of their behavior • Understand the obligation to take responsibility of theiractions • Take steps toward making things right All components of the restorative justice program will foster student advocacy, leadership, empowerment, accountability, and community. They are used in conjunction with Miami-Dade County Public Schools Code of Student Conduct consequences. Components of the program may include restorative chats or conferences, which provide the opportunity for students to meet with an adult advocate at the school and possibly their parent to reflect on the actions that occurred, how the actions affected others, and how to repair the harm caused by their actions. Peer Jury is another component that may be used to determine a plan to repair harm caused by a student's misconduct. Peer Jury members go through extensive training on how to conduct hearings, maintain peace and conduct mediations. Peace circles provide the opportunity to build community in the classroom and discuss appropriate behavior choices to resolve conflict, handle grief, or address other issues adolescents may face. A mentoring program will be developed to support those students who need additional guidance in common expectations and behaviors. Prevention is key with a successful classroom management program. The School will have explicit procedures and routines for daily activities that both teachers and students will be taught on in order to minimize the opportunity for misconduct. Teachers will receive extensive training on the importance of routines and setting expectations for the students. Along with teaching subject-area content, the first two weeks of school are focused on teaching and practicing school procedures, which are highly structured routines developed by teachers in order to prevent the opportunity for misbehavior. These procedures can include arrival routines, class transitions, use of technology, and every possible action between. These procedures are taught until they are second-nature for the students, and are continuously implemented throughout the school year with fidelity in order to keep the students focused on academics and instruction instead of being distracted by poor behavior. Aventura Charter High School holds the belief that the students' social environment is just as important as the academic curriculum. Teachers will use strategies from the schoolwide citizenship program to promote social development, responsibility, and communication skills within the students. Routines and procedures set the tone for an efficient, focused classroom. The aim is to provide an environment that is safe not just in the physical sense, but also in the sense that students will feel safe to explore ideas in a new way and share their opinions, beliefs, and academic findings. To promote this environment, the school may use morning meetings, common language(i.e. "Take a Break"), and inspirational gatherings.Academy teachers with support from school leadership will determine the best strategies for implementing the philosophies of the citizenship program to develop a cooperative culture within the small learning communities and the greater school environment. The schoolwide behavior plan will be communicated to all stakeholders in a clear and ongoing manner both in the parent handbook and on the school's website, as well as discussed with students in the classroom setting to ensure full understanding. School stakeholders will be encouraged to provide feedback on the plan and its implementation throughout the school year to staff or administration. Additionally, parents, students, and teachers may use biannual satisfaction surveys to provide written feedback which is reviewed ,,,,,Copyright©2017 by Charter Schools USA, Inc.All rights reserved. 78 by CSUSA and used by Aventura Charter High School leadership to gauge the effectiveness of its overall program. Expectations and Procedures Establishing clear expectations and procedures schoolwide is considered a core fundamental. Prevention is key with a successful classroom management program. The School will have explicit procedures and routines for daily activities that both teachers and students will be taught on in order to minimize the opportunity for misconduct. Teachers will receive extensive training included in the professional development plan on the importance of routines and setting expectations for the students. Along with teaching grade-level content as outlined in the GVC, the first two weeks of school are focused on teaching and practicing school procedures, which are highly structured routines developed by teachers in order to prevent the opportunity for misbehavior. These procedures can include arrival routines, successful transitions, handling technology, and every possible action between. These procedures are taught until they are second-nature for the students, and are continuously implemented throughout the school year with fidelity in order to keep the students focused on academics and instruction instead of being distracted by poor behavior. All classroom and schoolwide expectations and procedures will be posted in student-friendly, specific language that serve as a reference for all school community members and will take into account the students' age and classroom layout. Teachers will model the introduction of each practice and procedure, allowing students enough practice opportunities and feedback to instill the guidelines as habits. Scenarios will be used to calibrate understanding make learning more tangible. This will be on a continual basis as needed or when new guidelines are introduced. Teachers will be expected to demonstrate positive teacher language and adhere to the system for logical consequences outlined in the schoolwide behavior plan and in accordance with the code of conduct.Aventura Charter High School leaders and curriculum resource teachers, in addition to regional curriculum specialists from CSUSA, will conduct focused walkthroughs of classrooms for the purpose of providing teachers with feedback on the implementation of expectations and procedures to ensure appropriate and fair accountability. A component of the TFET addresses this area through examination of the well-managed learning environment. Social-Emotional Learning and Character Education Social emotional learning(SEL)and character education are two core fundamentals that can positively impact academic achievement as well as a school's culture. Studies confirm that students engaged in social emotional learning demonstrated significantly improved social and emotional skills, attitudes, behavior, and academic performance that reflected an 11-percentile-point gain in achievement (Durlak 2011). Working on the social and emotional behaviors of the student is critical to developing young productive citizens. Character education provides a focus on developing the whole child. Basic core values of character education include, but are not limited to, respect and responsibility of self and others, justice, community service, and citizenship. The school will reflect a focus on developing the following five SEL competencies, listed below as defined by Collaborative for Academic, Social, and Emotional Learning (2015), as part of the school's commitment to a positive school culture and meeting individual student needs: Copyright©2017 by Charter Schools USA, Inc.All rights reserved. 79 1. Self-Awareness-The ability to accurately recognize one's emotions and thoughts and their influence on behavior. This includes accurately assessing one's strengths and limitations and possessing a well-grounded sense of confidence and optimism. 2. Self-Management - The ability to regulate one's emotions, thoughts, and behaviors effectively in different situations. This includes managing stress, controlling impulses, motivating oneself, and setting and working toward achieving personal and academic goals. 3. Social Awareness - The ability to take the perspective of and empathize with others from diverse backgrounds and cultures, to understand social and ethical norms for behavior, and to recognize family, school, and community resources and supports. 4. Relationship Skills - The ability to establish and maintain healthy and rewarding relationships with diverse individuals and groups. This includes communicating clearly, listening actively, cooperating, resisting inappropriate social pressure, negotiating conflict constructively, and seeking and offering help when needed. 5. Responsible Decision-Making - The ability to make constructive and respectful choices about personal behavior and social interactions based on consideration of ethical standards, safety concerns, social norms, the realistic evaluation of consequences of various actions, and the well- being of self and others. To support students in identifying and understanding their feelings as well as the emotional states of others, the school will infuse SEL and character education as part of the schoolwide behavior plan and coordinate professional development opportunities for teachers to build their capacity to integrate SEL with instructional lesson design and student life activities and programs. The school will emphasize social-emotional learning (SEL) in two structured ways: (1) by infusing SEL and character education in the schoolwide behavior plan in a manner that makes monitoring for effectiveness viable, and (2) through a character education program such as the Freshman Academy's AIA program, described in Section 4e, or a community-service focused program. Pairing SEL with a character education program supports students in developing into moral, civic- minded, well-mannered, empathetic, respectful, healthy, critical, and socially-aware community members. This approach will directly support Aventura Charter High School's goal of nurturing each student's academic talents and leadership skills as they transition to postsecondary life. B. State whether the local school district's code of conduct policy will be used. As previously described in Section 8A, positive student behavior will be incentivized through the implementation of a positive behavior support system using an evidence-based approach. In situations when disciplinary action must be taken, Aventura Charter High School will utilize the Miami-Dade County Public Schools Code of Student Conduct (Code of Student Conduct), with the exception of: • In-School Suspension — The school will not use in-school suspension as a consequence for any infraction. The principal will determine the appropriate consequence based on level of severity, number of offenses, and situational details. Consequences used in lieu of this option will include after-school detention, lunch detention, Saturday detention, or others included in the Code of Student Conduct. • Formal Complain Procedure —Due process/grievance procedure, will be followed as outlined in our student handbook. Copyright©2017 by Charter Schools USA, Inc.All rights reserved. 80 The Code of Student Conduct referenced can be found at: http://ehandbooks.dadeschools.neVpolicies/90/ (Chapter II within the handbook). In addition, Miami-Dade County Public Schools Code of Student Conduct has been included as Attachment G. Aventura Charter High School will work collaboratively with Miami-Dade County Public Schools on severe disciplinary matters in order to ensure that the correct discipline process is followed as well as any referrals to alternative learning environments. Copies of the Code of Student Conduct are distributed to each student and parent at the beginning of the school year. Additional school-specific procedures will be published in Aventura Charter High School's parent handbook. Teachers attend summer professional development sessions prior to the start of the school year. Parts of the professional development sessions are designed with a focus on understanding the connections between social-emotional Ieanirng and character education and the schoolwide behavior plan, the school discipline policy, the Code of Student Conduct, and classroom management. Teachers are also encouraged to attend professional development sessions offered by Miami-Dade County Public Schools, when applicable. New teachers participate in an annual New Teacher Induction session, as well as in various professional development sessions offered throughout the school year. Supplemental sessions are primarily designed to assist with classroom management. Below is a sampling of professional development sessions related to classroom management and student discipline that are provided: • MTSS/Rtl for behavior • Exceptional Student Education Regulations and Procedures • Positive Behavior Support Models Aventura Charter High school will comply with the legislative requirements for charter schools that are deemed a "persistently dangerous school," and any student who is a victim of a violent criminal offense (as defined by the FLDOE) has the option to transfer from Aventura Charter High School since it is a school of choice. Students who become violent or disruptive are removed from other students when safety permits. If safety does not permit the removal of the student, staff will immediately remove the other students from the area and relocate them to a safe area. The disruptive student's parents/guardians shall be immediately notified, and the student will be counseled by Aventura Charter High School's staff when possible. In the event that a student becomes violent, law enforcement will be immediately notified and appropriate disciplinary action shall be taken. With the assistance of parents working with Aventura Charter High School, a strong bond will be created that helps stop bullying. Communication among parents, students, and teachers concerning incidents of bullying will be used to help prevent acts of violence and possible tragedies. Schools and parents must educate children about bullying behaviors to help create a safe and secure school environment. Children who bully need to be taught empathy for others' feelings in order to change their behaviors, and Aventura Charter High School will enforce a zero-tolerance policy regarding bullying. The "Jeffrey Johnston Stand Up for All Students Act" (§ 1006.147, Fla. Stat.) prohibits the bullying and/or harassment, including cyber bullying, of any public K-12 student or employee. All employees are required to report allegations of bullying and/or Copyright©2017 by Charter Schools USA, Inc.All rights reserved. 81 harassment to the principal or the principal's designee.All other members of Aventura Charter High School's community, including students, parents/legal guardians, volunteers, and visitors are encouraged to report any act that constitutes bullying or harassment anonymously or in-person to the principal or principal's designee. This required communication among parents, students, and teachers concerning incidents of bullying mitigate risk in this area. Aventura Charter High School will follow the Miami-Dade County Public Schools policy in order to meet these required standards. In accordance with § 1002.33(7)(a)7, Fla. Stat., Aventura Charter High School will utilize the Miami-Dade County Public Schools'Code of Student Conduct as indicated above. Copies of the Code of Student Conduct will be distributed to each student and parent at the beginning of the school year. Aventura Charter High School will adhere to all federal law regarding proper handling of disciplinary action of all students, including IDEA policies and students with a 504 plan. Discipline Aventura Charter High school will follow the disciplinary action charts in the Code of Student Conduct to determine appropriate consequences for the incidents listed. When determining appropriate consequences, the principal takes into consideration the nature of the infraction, past disciplinary actions, student attitude, age and grade level, and severity of the problem. Suspension/Expulsion Aventura Charter High school will follow all of the guidelines of the Code of Student Conduct with regard to suspension and expulsion with the exception of using in-school suspension as a consequence. Dismissals Aventura Charter High School will not dismiss students based on conduct or behavioral issues outside of the reasons approved in the Code of Conduct. Copyright©2017 by Charter Schools USA, Inc.All rights reserved. 82 Section 9: Supplemental Programming A. Describe any extra- and co-curricular activities or programming the school will offer, if applicable; how often they will occur; and how they will be funded. Supplemental programming is intended to provide students with opportunities to explore interests, extend networks, and develop talents in ways that compliment Aventura Charter High School's academic program. Supplemental programs will be determined by the interests and needs of the Aventura Charter High School community, as well as the partnership opportunities available with the greater school community. The list below describes proposed programs, activities, and potential partnerships which are similar to supplemental programming that exists at other CSUSA-managed schools. The funding for these programs may derive from different sources, such as allotments in the school's future budget, stipends to staff, or student contributions. • Partnerships: Opportunities with local businesses, chambers and their members, local and state governmental entities, and local service clubs and organizations will be developed for volunteer/mentoring and citizenship opportunities. Partnership opportunities will also be cultivated to support the focus of selected academy pathways to provide demonstration, internship, and career exploration, and opportunities. • School Club and Activity Days: Planned to foster the academic and social growth of the students. Clubs are organized by interest of the students as well as the faculty advisors. Possible clubs include chess club, chorus, international club, coding club, drama club, art club, chorus, and class clubs (Freshman Club, Sophomore Club, Junior Club, Senior Club), National Honors Society, and Key Club. Club options that align with the academies offered may also be developed. For example, a Leadership and Entrepreneurship academy, students may form a social enterprise club. For a Science Academy, students may form a robotics club. For a Communications Academy, students may form a journalism or speech and debate club. • Interscholastic Competitions: Will include CSUSA's network-wide annual Science Fair and Spelling Bee to allow competition against students across the state and/or country to demonstrate skills in those areas. Math competitions, academic triathlons, robotics competitions, physics bowl, and Olympiads for biology and chemistry are examples of additional interscholastic competitions the school will pursue participation in depending on student interest and academy focus. • Interscholastic Athletics: As identified by student interest and stakeholder opportunities and partnerships, athletic clubs may be developed. Basketball, volleyball, tennis, soccer, and baseball are examples of the athletic clubs that may be offered. Additionally, per §1006.15(4), Fla. Stat., Aventura Charter High School students will be eligible to participate in interscholastic extracurricular activities at the public school to which they would be assigned according to the district school board attendance area policies. r Copyright©2017 by Charter Schools USA,Inc.All rights reserved. 83 II. ORGANIZATIONAL PLAN Section 10: Governance A. Describe the school's existing legal status, including non-profit status and federal tax-exempt status. The City Commission of the City of Aventura (the City Commission) will serve as the governing board for Aventura Charter High School. The City Commission will establish a School Advisory Board that will assist and advise in governance of the school. The City Commission is a municipal corporation created pursuant to the Constitution of the State of Florida and the Home Rule Charter of Metropolitan Dade County, and possesses federal tax-exempt status.The City has a"Commission-Manager"form of government which gives the City Manager oversight authority for the City's day-to-day operations. The City Manager is appointed by the City Commission and serves as the City's Chief Executive Officer. The City Commission consists of six Commissioners and the City Mayor. Commissioners occupy seats numbered 1 —6: • City Mayor: Enid Weisman • Commissioner(Vice Mayor), Seat 3: Howard Weinberg • Commissioner, Seat 1: Dr. Linda Marks • Commissioner, Seat 2: Denise Landman • Commissioner, Seat 4: Robert Shelley • Commissioner, Seat 5: Gladys Mezrahi • Commissioner, Seat 6: Marc Narotsky Each member's resume, a signed statement of assurances, and Board Member Information form is included as Attachment L. Each member's signed Governing Board Disclosure form is also included as Exhibit E. B. Provide the following documents, if available, as attachments: o The articles of incorporation for the applicant organization (or copies of the filing form) —Attachment H o 501(c)(3) tax exempt status determination letter (or copy of the filing form) — Attachment I o Governing board by-laws—Attachment J o Governing board code of ethics and conflict of interest policy—Attachment K Since the governing board is a municipal corporation, the City's Code of Ordinance is included as Attachment H in lieu of Articles of Incoreporation. The Code of Ordinance includes the City's Charter and adopting ordinances. Evidence of the City's tax-exempt status is included as Attachment I. Since the governing board is a municipal corporation and does not have established Bylaws, the City's Code of Ordinance is included as Attachment H. The City's Code of Ethics and Conflict of Interest Policy is part of the Code of Ordinance, and is included in Attachment H. r Copyright©2017 by Charter Schools USA,Inc.All rights reserved. 84 C. Describe the governance structure of the school, including the primary roles,powers, and duties of the governing board; committee structure (if applicable); and how the board will interact with the principal/head of school and any advisory bodies. The seven-member City Commission will serve as the governing board. The primary responsibility of the governing board is to lead the identification and development of broad goals and objectives to be accomplished by Aventura Charter High School. The governing board will also comply with its responsibilities as set forth in § 1002.33(9), Fla. Stat. which include, but is not limited to annual adoption of the budget; ensuring the school retains the services of a certified public accountant or auditor for the annual financial audit; reviewing the annual audit; and reporting progress annually to the Sponsor. The governing board will also approve formal bids in excess of$50,000 in accordance with the City of Aventura Code of Ordinances. The governing board will establish a School Advisory Board for Aventura Charter High School. This nine- member advisory board will act in an advisory capacity to the governing board. The governing board, in conjunction with the School Advisory Board, will be responsible for continuing oversight over the operations of Aventura Charter High School and will conduct itself in accordance with all applicable laws and regulations. The City Commission will contract with CSUSA to manage the day-to-day operations of the school. This refers to CSUSA or other management firms selected by the City Commission in accordance with the City's reservation of its right to select a management company. CSUSA will report to both the City Manager and the School Advisory Board. The principal will be an employee of CSUSA and will be responsible for managing all school staff and liaising with parent organizations, the School Advisory Board, and other community partners. The governing board will oversee the City Manager or his/her designee and will be responsible for ensuring that the terms of the management agreement between CSUSA and the City Commission are implemented in accordance with the expectations of the governing board. The City Manager will oversee the financial aspects of the school, including reviewing and approving payment requests on behalf of the school and submitting the annual budget in conjunction with CSUSA to the governing board for their approval. CSUSA will consult with the City Manager regarding the hiring of the principal. The City Manager will hold CSUSA and the principal accountable primarily through the performance expectations defined in the management agreement, and will report to the governing board regarding the performance of CSUSA and the school on a regular basis. The City Manager will act as the governing board facilitator and will be authorized to execute documents on behalf of the governing board. D. State the frequency of board meetings and describe how the board will comply with open meetings and records laws. The governing board will hold at least four regular monthly meetings in Miami-Dade County during each calendar year, at such times and places as the governing board may prescribe. The School Advisory Board will hold at least nine meetings a year during each calendar year at the school. Both the governing board and School Advisory Board meetings will be open to the public and held in accordance with Florida Sunshine Laws. The tentative meeting schedule will be provided to the district prior to school opening. All meetings will be publically noticed in advance on Aventura Charter High School's website and will be physically posted at the school. The school will provide public notice of the date, time, place, and accessibility to meetings (in accordance with FLDOE requirements and Florida Sunshine Laws) and make minutes of its Copyright©2017 by Charter Schools USA, Inc.All rights reserved. 85 meetings available for public review in accordance with Florida's Public Records Law, Chapter 19, and Florida Statutes. Aventura Charter High School's regularly scheduled meetings will include sufficient member attendance to constitute a quorum of the governing body for the official conducting of school business. The meeting minutes will be posted on Aventura Charter High School's website. E. Describe the current and desired size and composition of the board. Identify key skills, areas of expertise, and constituencies that are or will be represented on the board. The City Commission currently consists of six Commissioners and the City Mayor. Below is background information for each Commission member. Mayor- Enid Weisman The Mayor presides at meetings of the City Commission and is also a voting member of the City Commission. Enid Weisman currently holds the position of Mayor of the City of Aventura and will serve as the Board Chair for Aventura Charter High School. Ms. Weisman retired from her position as Chief Human Capital Officer for Miami-Dade County Public Schools and was responsible for labor relations, compensation, civil rights and compliance, professional standards, and staffing and recruitment. Throughout her career in education, Ms. Weisman opened Michael M. Krop High School; served as the Exceptional Student Education Director and supervised all special needs programs, services, and the IDEA Grant for over 8,000 students; served as Regional Superintendent and supervised 47 schools with over 50,000 students and oversaw $400 Million worth of construction on new and existing schools; and served as the District Assistant Superintendent for Magnet Schools and Charter Schools, overseeing 97 charter schools and more than 350 magnet programs in 98 schools. Ms.Weisman was also recognized for many outstanding accolades during her career, including Administrator of the Year, Principal of the Year, State Master Teacher, and Social Studies Teacher of the Year. Ms. Weisman's activities within the community include being the first woman elected Chair of the Aventura Hospital and Medical Center Board of Trustees; serving on the Charter Review Committee for the City of Aventura; the 2012 Champion of the Arts and Cultural Ambassador, Citizens Interested in Arts; and Chair of the Executive Board of New World School of the Arts. Ms. Weisman's success in her career as an educator and her experience in various educational leadership roles make her well suited as Chair forAventura Charter High School's governing board. Commissioner(Vice Mayor) - Howard Weinberg During the absence or incapacity of the Mayor, the Vice-Mayor will have all the powers, authority, duties and responsibilities of the Mayor. On a semi-annual basis, the City Commission elects one of its members as Vice-Mayor. Howard Weinberg currently serves as the Seat 3 Commissioner and Vice Mayor of the City of Aventura. He received a Bachelor of Business Administration in Marketing from the University of Miami School of Business, a M.A. in Government from Georgetown University, and a J.D. from Boston University School of Law. Mr. Weinberg currently serves as Corporate Counsel for Government Relations at Hotwire Communications. Prior to his current role, he served as Director of Business Development and Attorney for Association Law Copyright©2017 by Charter Schools USA, Inc.All rights reserved. 86 Group, Director of Business Development for First Service Residential (Continental Group), and as General Counsel for Robert M. Swedroe Architects & Planners. In addition to his professional career, Mr. Weinberg also serves in a volunteer capacity on Florida International University's Vice Provost Council and Miami-Dade County League of Cities' Board of Directors. His extensive legal background and experience serving on boards of numerous volunteer groups and organizations make him an invaluable asset to Aventura Charter High School's governing board. Commissioner- Dr. Linda Marks Dr. Linda Marks currently serves as the Seat 1 Commissioner of the City of Aventura. She received a B.S. in Elementary Education from DePaul University, an M.A. in Administration from Northeastern Illinois University, and a Ph.D. in Administration from Loyola University. Dr. Marks currently serves as Head of School for Hochberg Preparatory School, where she has brought continuity and leadership to the position, implemented a technology initiative, redefined early childhood programs, and developed numerous community partnerships. Prior to her current role, she served as a Superintendent for Golf School District 67 in Morton Grove, Illinois, where she redesigned the curriculum, established a comprehensive staff development program, implemented a long-range technology plan, expanded community outreach, and improved student performance to 92.7%of students meeting or exceeding state standards. In addition to her professional career, Dr. Marks is also involved in many professional and civic organizations, including the American Association of School Administrators, the Association for Supervision and Curriculum Development, the National Association of Secondary School Principals, the United Way, and the Aventura Marketing Council. She also previously served as the President for both the Illinois Association of School Administrators and the Niles Township Superintendents'Association. Dr. Marks'30+years of teaching experience, involvement in the community, and ability to continually innovate and improve educational programs will be an essential to ensuring Aventura Charter High School's success. Commissioner- Denise Landman Denise Landman is the Seat 2 Commissioner for the City Commission of the City of Aventura. She received a B.S. in Public Relations and a B.A. in Political Science from the University of Florida. She currently works as the Executive Director of External Communications for Miami-Dade County Public Schools. In her current role, Ms. Landman has overseen the district's social media initiatives and transformations, as well as their iChoose marketing campaign. In her previous role of Public Information Manager for MAT Concessionaire LLC, Ms. Landman effectively facilitated and communicated public relations with the community regarding the construction of the Part of Miami Access Tunnel, including its various outreach sessions, media events, and grand opening. Ms. Landman is also involved in various civic organizations, including the Greater Miami Chamber Leadership, the Silver Knight Alumni Network, and the University of Florida Alumni Association. Ms. Landman's sense of civic responsibility and proven experience in effectively communicating and facilitating public outreach will be crucial to Aventura Charter High School's ability to interact with the community. Copyright©2017 by Charter Schools USA, Inc.All rights reserved. 87 Commissioner- Robert Shelley (Will insert once resume is received) Commissioner- Gladys Mezrahi Gladys Mezrahi currently serves as the Seat 5 Commissioner for the City Commission of the City of Aventura. Ms. Mezrahi was educated at The English School in Bogota, Colombia and the prestigious University of Miami, where she studied International Finance and Marketing. She is the Founder and President of Indigo Events, Corp. Previously in her marketing career, Ms. Mezrahi founded a top-line skin and body products manufacturing company in Bogota, Colombia called Advanced Cosmetics. As President of Advanced Cosmetics, Ms. Mezrahi operated a profitable business for fifteen years. Ms. Mezrahi later worked as a Private Investment Manager for Pioneer International, an international investment company. She was responsible for managing private investment portfolios in Panama and Colombia in addition to managing public relations for the company. Before assuming her role as Founder and President of Indigo Events, Corp., Ms. Mezrahi was the co-owner/partner of The G & G Group, Inc., where she specialized in developing and executing public relations and corporate events for clients, as well as obtaining sponsorship and financing for the non-profit sector. Ms. Mezrahi is also active in numerous community and charitable organizations. She is a former member of the Leadership Forum, The Common Wealth Institute, Greater Miami Chamber of Commerce, Aventura Marketing Council, and is former chairman of Wizo-Yonit. She is also an active board member of Organization of Women in Trade(OWIT),the immediate past President of the National Association of Women Business Owners, Miami (NAWBO), and a past member of the City Commission of Aventura's Arts&Cultural Committee. Currently, she serves on the board of Focus Miami and is an active mentor of Women of Tomorrow. Ms. Mezrahi's successful experience in professional marketing and work with various civil and volunteer organizations make her an integral part of the governing board's ability to promote charter school awareness in the local community. Commissioner- Marc Narotsky Marc Narotsky currently serves as the Seat 6 Commissioner for the City Commission of the City of Aventura. Mr. Narotsky received a B.A. in Politics from Brandeis University and a J.D. from the University of Miami School of Law. He currently practices law as a Managing Member of Marc E. Narotsky, LLC, where he works as a Civil and Family Mediator and has accrued over 1,000 case experiences as a qualified arbitrator. Previously, Mr. Narotsky appeared as a guest lecturer at Nova Southeastern University and spoke to graduate and undergraduate students regarding alternate dispute resolution. Prior to that, he served as an Associate Attorney for Ben Ezra & Katz, P.A. and attended mediations throughout the state of Florida in addition to drafting settlement agreements and motions. In addition to his professional experience, Mr. Narotsky also holds numerous legal accreditations in the state of Florida, including the Florida Supreme Court Certified Circuit Civil Mediator, the Florida Supreme Court Certified Family Mediator, the Florida Department of Financial Services Certified Mediator, and the Financial Industry Regulatory Authority Arbitrator. Mr. Narotsky's legal experience and vast accreditations make him an invaluable asset to the governing board's wide range of expertise. Copyright©2017 by Charter Schools USA, Inc.All rights reserved. 88 F. Describe how board members have been and will be selected including term limits and selection of officers. Since this charter application is being submitted by a municipality, the governing board members are duly elected by the electors of the City. The City of Aventura is divided into two residential areas: the north area consisting of those portions of the City north of the William Lehman Causeway (the "Northern Area") and the south area consisting of those portions of the City south of the William Lehman Causeway(the"Southern Area"). Two Commissioners reside in the Northern Area (Seats 1 and 2), two Commissioners reside in the Southern Area (Seats 3 and 4), and two Commissioners are elected without regard to residence in any particular residential area (Seats 5 and 6). Individuals running from a particular residential area must be a resident of the area for which s/he proposes to represent on the Commission at the time of qualifying and during his/her election, and must continue to reside in the residential area during his/her term of office. No individual may serve as Mayor for more than two consecutive elected terms. No individual may serve on the Commission for more than two consecutive terms. No individual may serve as a combination of Mayor and Commissioner for more than eight consecutive years. Service will be deemed consecutive unless there is an intervening four-year period during which the individual does not serve as a Commissioner or Mayor (the "Break in Service").Any individual serving the maximum amount of time as Mayor must have a four-year Break in Service before serving as a Commissioner, and vice versa. Any individual serving the maximum amount of time as a combination of Mayor and Commissioner must have a four-year Break in Service before serving as Mayor or Commissioner. This Break in Service requirement is applicable only prospectively and applies to any individual who, after the effective date of this Break in Service provision, reaches the maximum limitation on length of service. No candidate may run for either the office of Mayor or Commissioner when, if elected, the individual would exceed the limitations on service by any length of time during the full regular term for the office sought. The office of a Commissioner becomes vacant upon his/her death, resignation, removal from office in any manner authorized by law, or by forfeiture of his/her office. A vacancy on the Commission, including the Mayor's position, is filled in accordance with the processes outlined in the City of Aventura's Code of Ordinances, which is included as Attachment H. G. Explain how this structure and composition will ensure that the school will be an academic, operational, and financial success. The City of Aventura has operated the Aventura City of Excellence School(ACES)in conjunction with CSUSA since 2003. ACES is recognized as a high-performing school and one of the top performing schools in the state.With the support of the community(School Advisory Board), commitment of the City(Governing Board), and educational expertise of CSUSA, Aventura Charter High School will have a strong foundation in place to ensure academic, operational, and financial success. The school will be accountable to its students, parents, and the community at large through a continuous cycle of planning, evaluation, and reporting as required by law. To ensure that Aventura Charter High School is on track to meet its goals for success, the school will present an annual progress report to Miami-Dade County Public Schools. This report will include: Copyright©2017 by Charter Schools USA, Inc.All rights reserved. 89 • Aventura Charter High School's progress towards achieving the goals outlined in the charter contract. • The information required in the Charter School Annual Accountability Report, pursuant to § 1002.33(9)(k), Fla. Stat. • Financial records of Aventura Charter High School, including revenues and expenditures. • Salary and benefit levels of school employees. Table 10.1 below illustrates the goals for Aventura Charter High School: Table 10.1 • Operational policies • Academic and financial accountability Proper Management • Reporting the school's progress annually to FLDOE and Governance • Policies consistent with the school's mission • Ensuring the school's programs and operations are faithful to the terms of the charter, including compliance with statutory and regulatory requirements Oversee Operational • Adhere to board meetings in a manner compliant with Open Meeting Laws Policies • Ensure the school's operations align with operational policies and procedures • Annually adopt, maintain and amend(if necessary)the annual operating budget • Create or adopt policies for internal controls Ensure Financial • Review and approve financial statements on a consistent basis Accountability • Ensure that the school has contracted with a certified public accountant for the annual financial audit • Review and approve the audit report, including audit findings and recommendations Implement required reporting policies for CSUSA. Review the following performance reports from CSUSA on a periodic basis(monthly,quarterly,or annually as appropriate): • Financial reports Accountability for . School report(enrollment,withdrawals,staffing,facility issues,and ongoing activities) Performance . Satisfaction surveys • Strategic plan • Annual accountability report In addition, if the terms and conditions of the management agreement are not being fulfilled and the school is not making progress towards the goals as agreed, the governing board may terminate the agreement. H. Complete the table below and for each individual identified here provide 1) a completed and signed Board Member Information Sheet and 2) resume. Table 10.2 below lists the members of the City of Aventura Commission. Each member's resume and signed Board Member Information form is included as Attachment L. Table 10.2 Current or Prospective Role on Board(e.g. Submission Requirements Moor- Governing Board Member? Member, Pre Enid Weisman Current Mayor/Member x Information Sheet x Resume Dr. Linda Marks Current Commissioner/Member x Information Sheet x Resume Denise Landman Current Commissioner/Member x Information Sheet 10 Copyright©2017 by Charter Schools USA,Inc.All rights reserved. 4pkl 90 x Resume Howard Weinberg Current Commissioner/Member x Information Sheet x Resume Robert Shelley Current Commissioner/Member x Information Sheet x Resume Gladys Mezrahi Current Commissioner/Member x Information Sheet x Resume Marc Narotsky Current Commissioner/Member x Information Sheet x Resume I. Describe the plans for board member recruitment and development, including the orientation process for new members and ongoing professional development. Since the school's governing board is a municipality, the City Commission of the City of Aventura, member recruitment will not be conducted. All municipal elections are canvassed by a panel composed of the City Clerk, the Miami-Dade County Supervisor of Elections or his/her designee, and an acting County Court or Circuit Court judge (selected by the City Clerk) with preference given to a judge residing in the City of Aventura. The City Clerk shall present a certification of election results to the City Commission at the first meeting of the City Commission following the election, which shall be adopted by resolution. Canvassing of election returns is conducted under the applicable provisions of the Florida Statutes. All members of the governing board complete initial and ongoing governance training in accordance with Rule 6A-6.0784. Each governing board member completes a minimum of four hours of instruction focusing on government in the sunshine law, conflicts of interest, ethics, and financial responsibility as specified in § 1002.33(9)(j), Fla. Stat. In addition, governing board members or their designated representative will attend the New School Opening training that is provided by the FLDOE. After the four hours of initial training, each member (within the subsequent three years and for each three- year period thereafter) completes a two-hour refresher training on the four topics above in order to retain his or her position on the governing board. Any member who fails to obtain the two-hour refresher training within any three-year period will take the four hours of instruction again in order to remain eligible as a governing board member. New members complete the four-hour training within 90 days of their appointment. Covered topics, as specified in § 1002.33(9)(j)(b)4, Fla. Stat., include: • Conflicts of Interest • Models of Governance and Leadership • Charter School Law in Florida • Ethics • Basic Understanding of Parliamentary Procedures • Government in the Sunshine Law • Financial Responsibility • Guided Questions for Mission Statement and Strategic Planning • Drafting Board Policies Copyright©2017 by Charter Schools USA, Inc.All rights reserved. 91 Each governing board member also receives a comprehensive binder containing copies of the charter contract, management agreement, minutes from previous year's meetings, contact information, and other pertinent information. J. Describe the board's ethical standards and procedures for identifying and addressing conflicts of interest. It is essential to the proper conduct and operation of government that public officials be independent and impartial and that public office not be used for private gain other than the remuneration provided by law. The public interest, therefore, requires that the law protect against any conflict of interest and establish standards for the conduct of elected officials in situations where conflicts may exist. It is the policy of the governing board that no officer of the governing board or advisory board have any interest, financial or otherwise, direct or indirect; engage in any business transaction or professional activity; or incur any obligation of any nature which is in substantial conflict with the proper discharge of his or her duties in the public interest. Please reference Attachment H - K for the City of Aventura's Code of Ethics/Conflict of Interest policy. The conduct of the governing board and advisory board will be governed by the Code of Ethics of the City of Aventura, which includes: 1. The State "Code of Ethics for Public Officers and Employees," codified in F.S. Chapter 112, as may be amended. 2. The Miami-Dade County Conflict of Interest and Code of Ethics Ordinance," codified at section 2- 11.1 et. seq., Miami-Dade County Code, as may be amended. 3. Any provisions that the City Commission of the City of Aventura may adopt from time to time, in addition to those set forth in subsections (1) and (2) above. K. Describe, if applicable, any school advisory bodies or councils that are in place. The governing board will establish a School Advisory Board for Aventura Charter High School. The nine- member advisory board will act in an advisory capacity to the governing board, and its duties will include, but not be limited to: • Assisting in the development of long-range strategic plans to establish a comprehensive vision for Aventura Charter High School's education initiatives. • Reviewing Aventura Charter High School's policies to ensure consistency with the school's mission statement and attainment of performance standards. • Reviewing and evaluating Aventura Charter High School's goals and performance and recommending performance standards to measure the school's success. • Reviewing the annual budget and providing recommendations to the City Manager and governing board. • Fulfilling the requirements of the Charter Agreement with the Miami-Dade County School Board, as amended from time to time, and abiding by its established goals and objectives. • Assisting and advising in fund raising efforts. Copyright©2017 by Charter Schools USA, Inc.All rights reserved. 92 Aventura Charter High School's advisory board will consist of nine members: • Non-voting Members o The City Manager, or his/her designee. o The principal of Aventura Charter High School. • Voting Members o One individual who possesses established experience in educational and administrative matters will be selected and appointed by a majority of the governing board for a two (2)year term. o One member, who will serve as a business representatives of the community, will also be selected and appointed by a majority of the governing board for a two (2) year term. o One member, who is a City of Aventura resident, will be selected and appointed by a majority of the governing board for a two (2) year term. o Four members will consist of parents of students enrolled in Aventura Charter High School, and will be elected by the parents of Aventura Charter High School students for a two (2) year term, provided their children continue to attend the school throughout their term. In addition, Aventura Charter High School will establish an Educational Excellence School Advisory Council (EESAC) pursuant to state law. The school will establish the EESAC by-laws, define membership, and post all meeting agenda and minutes pursuant to Florida Statues. L. Briefly explain the process that the school will follow should a parent or student have an objection to a governing board policy or decision, administrative procedure, or practice. Parents are encouraged to attend board meetings, which are open to the public and offer an excellent opportunity for parents to address any issues or concerns. The governing board believes in the just, fair, and equitable treatment of ALL students and in providing a learning environment that is free from unfair or discriminatory practices. Procedures for addressing grievances and complaints from students, parents, and teachers and resolution of discriminatory practices have been established. Below is a summary of the governing board's complaint/grievance policy, which will be in effect for parents/students who attend Aventura Charter High School. Parents or guardians of students attending Aventura Charter High School who have a concern or grievance relating to school policy or the student's teacher shall first contact the student's teacher to discuss and attempt to resolve such concern or grievance. In the event the parent cannot resolve their concern or grievance with the student's teacher, they may contact the principal to attempt to resolve their concern or grievance. Parents who cannot resolve their concern or grievance with the principal may contact the City Manager to discuss and attempt to resolve their concern or grievance. The City Manager's decision on school matters, except the expulsion of students, shall be final. Copyright©2017 by Charter Schools USA, Inc.All rights reserved. 93 Section 11: Management and Staffing A. Submit as Attachment M organization charts that show the school governance, management, and staffing structure. Aventura Charter High School's governance-level organizational chart is shown below. Additional organizational charts are available in Attachment M. Miami-Dade County Public Schools Aventura City Commission School Advisory City Manager Board 1:7cSUSA Aventura Charter High School Principal B. Discuss the process and timeline for recruiting, selecting, and hiring the school leader. Describe the criteria to be used in selecting this leader, and provide as Attachment O the position's qualification requirements. The principal is responsible for the administration of school staff.The selection criterion includes the following, at a minimum: • Educational Leadership Certification • Educational Background — Degree in Education with appropriate school grade-level background; experience as an educational leader • Teaching experience • Knowledge of the needs of Aventura Charter High School's population • Knowledge of curriculum for appropriate grades of student body • Experience in working with school governing boards • Skills in using technology as a tool for learning and monitoring student progress • Ability to work with community organizations, agencies, and resources • Motivation to establish innovative and creative learning programs r Copyright©2017 by Charter Schools USA,Inc.All rights reserved. �� 94 • Dedication to providing supplementary programs to enhance student learning • Commitment to professional development programs for faculty and school concepts • Ability to implement staff development and training • Ability to promote a positive school climate • Commitment to enabling each student to reach his/her personal best Please see Attachment N for the school leader's job description, and Attachment 0 for a list of the school leader's qualifications. Process Used to Select the School Leaders As per the planning agreement and management agreement, CSUSA shall consult with the City Manager regarding the hiring of the school leader, and the City Manager will have the right to disapprove of any candidate, and in such event, CSUSA shall not hire said candidate for the position of principal. The school leader will be hired by September 2018. CSUSA uses a robust recruiting process called the Leadership Assessment Center. Before a candidate is invited to attend the Leadership Assessment Center, they first go through a phone screen in order to identify their background and experience and determine if they will be a viable candidate for a school leadership position. This process is used to determine if a candidate would be a good building leader and is an important component of the interview process. All candidates for dean, assistant principal, and principal participate in the 1-day event. Leadership Assessment Center activities consist of: Data Analysis Performance Task Candidates are provided a mock scenario in which they need to analyze school data as part of a charter contract renewal. Data regarding a school's historical academic performance, demographics, staff turnover, and staff survey questions are provided to the candidate. As part of the school's leadership team, the candidate must assist in summarizing the school's past three years of performance and identifying areas of improvement, then help design an action plan to address the identified challenges. During this activity, the candidate will be required to: 1. Identify two or more areas that require attention and validate their selections 2. Identify possible causes of the shortfalls that are identified 3. Develop an action plan/school improvement plan that will address the identified shortfalls Candidates are then required to present the information to the mock leadership team via an oral presentation and supplemental handouts during the Phase 2 Interview. Phase 1 Interview The Phase 1 Interview is conducted by 2 — 3 high-performing CSUSA principals. The questions during this interview phase are focused on the candidate's background, vision, knowledge of data, and their potential fit with CSUSA. While waiting to conduct the Phase 2 Interview, candidates are asked to develop career plans and goals, along with what they perceive as the potential advantages and disadvantages of working at CSUSA. Candidates also complete Character Survey/Essay. The survey is administered online by VIA Survey. Based on their survey results, candidates are then asked to answer a series of questions: Copyright©2017 by Charter Schools USA, Inc.All rights reserved. 95 1. What are your top two strengths according to the survey? a. Do you agree with the results? b. If not, what character strengths do you believe to be your top two? 2. What are your bottom two strengths according to the survey? a. Do you agree with the results? b. If not, what do you believe to be your bottom two character strengths? 3. How have your top character strengths influenced your leadership style? 4. What challenges have you faced as a leader as a result of your bottom two character strengths? Phase 2 Interview The Phase 2 interview is conducted by 2—3 CSUSA lead principals or regional directors. During this interview phase, questions are focused on the candidate's leadership style as well as past challenges and results. The candidate will also present the action plan they developed as part of the Data Analysis Performance Task during the Phase 2 Interview. CSUSA's Talent Acquisition department then conducts an online profile assessment of candidates that progress past the Phase 2 Interview. These candidates will then visit one of CSUSA's high-performing schools and conducts a school site tour with the principal. The Talent Acquisition department then receives feedback on the visit from both the principal and the candidate. Final decisions regarding leadership hiring are made by CSUSA's CEO, VP of Education, or Lead Regional Director with input from the City Manager. Candidates that participate in the event but do not get hired as a principal may be invited into the pool of approved candidates or be considered for a different administrative position, such as assistant principal or dean. As the organizational demand for talented leaders arises, candidates in the pre-approved pool are offered positions within their preferred regional areas. Care is also given to match each school leader to the school environment that best matches his/her leadership strengths. The governing board is consulted about leadership candidates in an effort to support a positive working relationship between the principal and the governing board. CSUSA will remove the principal if the governing board is reasonably dissatisfied with his/her performance. C. Describe the management structure of the school. As Attachment P provide job descriptions for each administrative or leadership position. The City of Aventura, as the governing board of the school, will contract with CSUSA for the provision of certain management services, including personnel services. CSUSA will manage day-to-day operations of the school with governing board oversight. All administrators, teachers, and staff at Aventura Charter High School will be solely employed by CSUSA. The principal will report to both the School Advisory Board and CSUSA. The relationship between the City and CSUSA will be codified with a performance-based management agreement. The proposed management agreement will outline the duties and responsibilities of each party and the specific performance requirements of CSUSA. Please see Attachment P for the job descriptions for all administration and school leaders. CSUSA will be responsible for the day-to-day academic, financial, and operational management of Aventura Charter High School, subject to the budget and oversight of the City Manager and governing board. Copyright©2017 by Charter Schools USA, Inc.All rights reserved. 96 D. Provide a staffing plan for each year of the charter term. Provide as Attachment Q the proposed job description and qualification requirements for the school's teachers. Table 11.1 below shows the projected Staffing Matrix that's included as part of the projected budget in Attachment X. Table 11.1 Principal 1.00 1.00 1.00 1.00 1.00 Assistant Principal 1.00 1.00 1.00 1.00 1.00 School Operations Administrator 1.00 1.00 1.00 1.00 1.00 Administrative Assistant 1.00 1.00 2.00 2.00 2.00 Receptionist 1.00 1.00 1.00 1.00 1.00 Enrollment Manager 1.00 1.00 1.00 1.00 1.00 Student Services/Guidance 1.00 1.00 2.00 2.00 2.00 Nurse 0.50 0.50 1.00 1.00 1.00 IT Support 0.50 0.50 1.00 1.00 1.00 Food Service-Director 1.00 1.00 1.00 1.00 1.00 Food Service - 1.00 2.00 2.00 2.00 9.00 10.00 14.00 14.00 14.00 Teachers(6-12) 13.00 20.00 27.00 27.00 27.00 Teacher-Other 3.00 4.00 5.00 5.00 5.00 Teachers-Electives 4.00 5.00 7.00 7.00 7.00 PE Teacher 1.00 1.00 1.00 1.00 1.00 PE Aide 1.00 1.00 1.00 1.00 1.00 ESE/Special Education 2.00 2.00 2.00 2.00 2.00 Curriculum Resource Teacher 1.00 1.00 2.00 2.00 2.00 25.00 1 34.00 1 45.00 1 45.00 1 45.00t� 3 1 awin, E. Explain the school's plan for recruitment, selection, and development of a highly qualified and appropriately certified instructional staff. Recruitment All employees must be committed to the high academic standards of Aventura Charter High School. Faculty must be able to work cooperatively and collaboratively with fellow faculty members, parents, community organizations, and the business community. Quality teaching requires energetic, creative, and knowledgeable individuals who possess a desire to make education exciting and to make a difference in the educational experience of each student. If students are to reach their maximum potential, having a quality teacher working with every student is paramount. The governing board and CSUSA are committed to recruiting, selecting, inducting, and retaining highly effective teachers. It is recognized that hiring talented people who continue to develop skills and increase their value to the school and to students is critical, and that high-performing educators are Aventura Copyright©2017 by Charter Schools USA,Inc.All rights reserved. 97 Charter High School's most important asset. The purpose of the employment procedures and policies is to recruit employees who contribute to the school in a way that aligns with its mission and behave in a way that is consistent with its values. CSUSA provides procedural guidelines and support that enhances the likelihood of recruiting highly effective staff. The comprehensive recruitment effort is focused on identifying certified teachers who come from diverse backgrounds and uses a system of intensive screening designed to hire the most qualified applicants. Aventura Charter High School will be an equal opportunity employer and recruit quality staff throughout the year for job openings using a progressive and innovative recruiting plan. Recruitment occurs locally, state- wide, and nationally through various resources that include: • Aventura Charter High School's website and CSUSA's website • Social media • Employee Referral Program (which produces a high volume of quality candidates who have a better understanding of the corporate culture and position requirements resulting in lower turnover) • Resume database searches and social network scanning • Job Fairs held for the school approximately every two weeks prior to opening. Regional job fairs are also conducted • College Recruiting (colleges and universities, both locally and nationally, are identified in order to attract and hire newly graduated teachers) • Online Job Posting Boards (select educational and job recruitment websites are utilized to advertise teaching openings) • Minority Organizations (work in conjunction with minority referring organizations to help ensure that the work force is reflective of the diverse community served) CSUSA manages job advertising, conducts applicant screening, and refers qualified applicants to principals and administrators. A consistent process of screening, interviewing, and selecting employees is essential to Aventura Charter High School's ability to recruit qualified staff. A consistent process ensures that candidates have been provided an equal opportunity to demonstrate and/or articulate their skills and abilities. If the school identifies a candidate for hiring, CSUSA's Human Resources department will conduct a background screening and ensure that the candidate's certifications are current. Aventura Charter High School will employ a systematic approach to screen applicants to ensure that final candidates meet the qualifications for the position. Screeners ask questions of applicants that focus on their abilities, skills, and experiences in an initial screening interview. Then, as the applicant pool is narrowed, successful applicants advance toward a more in-depth, building-level interview with the principal and/or interview team. The utilization of research-based interview protocol supports interviewers in distinguishing promising teachers from those with less potential to be effective. The interview process for hiring instructional staff uses a panel or team interview approach assembled by the principal. During the first phase, candidates will be interviewed by Aventura Charter High School's lead teachers. During the second phase, candidates meet with the school's administration. Final candidates progress to an interview with the principal. Questions are consistent throughout each phase and align with the six Teacher Quality Indexes identified in Table 11.3. ,,,,,Copyright©2017 by Charter Schools USA, Inc.All rights reserved. 98 Questions also have two versions: one for new teachers and another for veteran teachers. The interview protocol asks teacher applicants about their past performance and experience. The interviewer or interview team uses an anchored rubric to evaluate responses. Selection The selection process draws on effective teacher research and is informed by factors identified in applied psychology, such as interview structure and the phrasing of question prompts. Interview protocol focuses on job-related questions and thus is within the legal bounds of interviewing guidelines. Research-based data on interviewing and the qualities of effective teachers provides the foundation for the teacher selection process. According to research, six quality indexes of teacher effectiveness ultimately influence student achievement: 1. Pre-requisites of effective teaching 2. The teacher as a person (i.e., personal attributes) 3. Classroom management and organization 4. Planning for instruction 5. Implementing instruction (i.e., instructional delivery) 6. Monitoring student progress and potential (i.e., student assessment and student expectations) These quality indexes are explicitly linked to core qualities of effective teachers and allow interviewers to use research-informed questions that relate to core qualities for selecting the best teacher applicants, as shown in Table 11.2 below. Table 11.2 Teacher Selection Process Planning for Instructional Assessment Delivery968= ap= AL • Verbal ability • Caring • Classroom • Importance of • Instructional • Homework • Content • Fairness and Management instruction strategies • Monitoring of knowledge respect • Organization • Time allocation • Content and student • Education • Interaction • Student • Teacher expectations progress coursework with students Discipline expectation • Complexity • Response to • Teacher • Enthusiasm • Instructional • Questioning student needs certification • Motivation planning • Student and abilities • Teacher • Dedication to engagement experience teaching • Reflective practice Certification Monitoring Teachers' certification status is actively monitored throughout their career with the school. Aventura Charter High School will strive to have all teachers certified or working towards their certification and will make every effort to assist teachers in obtaining their certification. The School Operations Administrator (SOA), in conjunction with Aventura Charter High School's leadership team (principal and assistant principal), oversees and monitors teacher certifications and maintains copies of current certifications for each teacher at the school. CSUSA's Human Resources department also partners with the SOA and school leadership team to ensure that certifications remain current. Teachers who do not possess current certification are designated Copyright©2017 by Charter Schools USA, Inc.All rights reserved. 99 as a long-term substitute until their certification becomes current. It is the responsibility of CSUSA to ensure teachers meet the requirements prior to employment and to ensure any conditional requirements are met by the educator within the required timeline. Temporary (non-renewable) certificates and 5-year renewable requirements are actively monitored for compliance by CSUSA. Most professional development is conducted internally by lead teachers, CRTs, and CSs in the form of data chats and QUEST visits. Please see Section 13 for more information regarding professional development. Employees participate in a mandatory human resource orientation geared to familiarize new employees with the school, company history, vision and mission, and key areas of the employee handbook. The first 90 days of employment are considered an orientation period, and during this period new teachers go through an induction program. Copyright©2017 by Charter Schools USA, Inc.All rights reserved. 100 Section 12: Human Resources and Employment A. Explain the relationship that will exist between the school and its employees. Discuss the school's tentative plan regarding use of employment contracts. If the school will use contracts, explain the nature and purpose of the contracts. As allowed in § 1002.33(12)(i), Fla. Stat., Aventura Charter High School will operate as a private employer and will reflect an employment practice that will seek to mirror the diversity of the community and student population. Employees will be considered "at-will" and as such, will not enter into any type of employment contract. B. Provide the performance evaluation or a general outline of the performance evaluation plan, for administrators and instructional personnel. Teacher Evaluation System (TES) The purpose of the TES is to increase student learning growth by improving the quality of instructional, administrative, and supervisory services. The TES includes Student Academic Performance Measures (40%), the Teacher Feedback and Evaluation Tool (TFET) (35%), and the Deliberate Practice Plan (DPP) (25%). All teacher evaluations are conducted by the school leadership team. Student Performance Measures For the term of 2015-2018, student academic performance is determined by the State's Value Added Model (VAM), based on students' prior performance on the FSA. Including students who met Surveys 2 and 3, Aventura Charter High School will utilize all available 3-year aggregate teacher VAM scores and the assigned quality points of 4 (Highly effective), 3 (Effective), 2 (Developing/Needs Improvement), or 1 (Unsatisfactory) to all classroom teachers of students for courses assessed by statewide, standardized assessments, including those assigned to a combination of state-assessed and non- state-assessed courses. For instructors that do not have a state-provided VAM score, historical student growth on nationally normed assessments will be utilized (Northwest Evaluation Association's Measures of Academic Progress—NWEA MAP)8. The Teacher Feedback Evaluation Tool The TFET is first organized by the strategies and behaviors observed inside and outside of the classroom. Additionally, it is aligned to CSUSA's 5 strategic priority areas – 1. Student Success, 2. Maximized Resources, 3. World-Class Team and Culture, 4. Customer-Focused Operational Excellence, and 5. Development and Innovation – which reflect a balanced approach to quality and continuous improvement based on Robert S. Kaplan and David Norton's The Balanced Scorecard(1996). In its entirety, the TFET will be used as an annual evaluative assessment of a fulltime instructional staff member's classroom and non- classroom performance and constitute 35%of the final summative evaluation. The TFET is also chunked into smaller, non-evaluative segments to be used throughout the year to provide ongoing instructor feedback. 8 When MAP growth norms are not available, improvement in student achievement will be used (mean percentile improvements from fall to spring). If NWEA data is not available for a teacher, the school leader will determine the most appropriate measure of student growth relative to the teacher's curriculum and instruction. ,,,,,.Copyright©2017 by Charter Schools USA, Inc.All rights reserved. 101 Deliberate Practice Plan All teachers identify 3 TFET indicators to focus on and develop throughout the year. Each selected element becomes a goal in the teacher's DPP. The DPP is created, reviewed, and monitored collaboratively with the leadership team. The leadership team evaluates growth on each of the three goals. The annual baseline values are determined by the prior year TFET score, or mid-year TFET in the case of a new teacher. TES Evaluation Criteria The TES evaluation criteria is based on three years(when available)of student academic growth and current year instructional practice. The TFET and DPP comprise the Instructional Practice component. Final Evaluation Weighting The metrics used to determine the final TES rating, along with each metric's weight in the final rating, are as follows: • Student Academic Performance: o Student Performance Measure: 40% • Instructional Practice: o TFET Score: 35% o DPP Score: 25% Leader Evaluation System The Leader Evaluation System (LES) is used for all school administrators and is based on sound educational principles and contemporary research in effective educational practices. The LES contains three components:the Student Performance Measure(40%),the Leader Performance Evaluation (LPE)instrument (35%), and the Leader Growth Plan score (25%). Evaluations of administrators are conducted by the school leader, and the school leader is evaluated by the regional director of education. Performance of Students The LES bases 40 percent of the final evaluation rating on data and indicators of student academic performance and learning growth assessed annually by statewide standardized assessments. For the term of this plan (2015-2018), Aventura Charter High School will use state-adopted schoolwide VAM, which historically has considered up to three years of school-specific student growth data. CSUSA utilizes up to three years of aggregate school VAM scores and the state assigned quality ratings of 4 (Highly effective), 3 (Effective), 2 (Developing/Needs Improvement), or 1 (Unsatisfactory)for each school administrator. No more than three years of data are used in state VAM estimations. The final VAM scores are weighted by the number of students included in each estimate. At this time, the state has approved the FCAT/FSA VAM as well as the grade 9 Algebra VAM. Leader Performance Evaluation (LPE) The LPE is the first part of the instructional practice component and accounts for 35 percent of the LES. The LPE instrument is based on the research of Robert J. Marzano and clearly connects to the Florida Principal Leadership Standards and the standards of the National Association of Elementary School Principals. The LPE is designed to draw on and incorporate educational leadership practices, including the 21 responsibilities of a school leader, the precepts of continuous improvement. These educational best practices are the foundation for the 119 elements within the LPE that measure administrator proficiency on the host of skills Copyright©2017 by Charter Schools USA, Inc.All rights reserved. 102 and tasks necessary to lead a school, its faculty, and students. The LPE's domains (CSUSA's 5 strategic priorities) are aligned to the domains of the Florida Principal Leadership Standards as follows: • Student Success: An unwavering focus on implementing CSUSA's research-based Education Model based on Marzano's research. o Domain 1: Student Achievement o Domain 2: Instructional Leadership o Domain 4: Professional and Ethical Behavior • World-Class Team and Culture: The intangible quality that inspires team members to volunteer their best every day, commits to their professional growth, and maximizes their effectiveness to increase student learning. It is also the component that supports team members in finding satisfaction and meaning in their work. o Domain 2: Instructional Leadership o Domain 3: Organizational Leadership o Domain 4: Professional and Ethical Behavior • Maximized Resources: A commitment to sound business practices to ensure financial viability and the ability of Aventura Charter High School to invest in educational programs and resources to increase student learning growth. o Domain 3: Organizational Leadership o Domain 4: Professional and Ethical Behavior • Development and Innovation: The unique challenges of a charter school to create and meet enrollment demands, which form the basis for Aventura Charter High School's financial health. o Domain 3: Organizational Leadership o Domain 4: Professional and Ethical Behavior • Customer-Focused Operational Excellence: The schoolwide efforts to ensure a safe and orderly environment and the secure maintenance of student records. o Domain 3: Organizational Leadership o Domain 4: Professional and Ethical Behavior Additionally, the LPE complies with statutory requirements of performance measures that emphasize recruiting and retaining effective teachers, improving effectiveness of teachers, removing ineffective teachers, improvement in the percentage of instructional personnel rated as highly effective and effective, and the appropriate use of evaluation criteria. Leader Growth Plan (LGP) The LGP score is the final element in the instructional practice component of the LES and accounts for 25 percent of the final rating. The LGP will be created, reviewed, and monitored in collaboration with the leader's regional director of education. All leaders will identify priority area-aligned LPE indicators to focus on and develop throughout the year. Each selected indicator will become a goal in the leader's growth plan. School leaders must set at least one goal aligned to enrollment and one to student success. Additional goals must be aligned to the leader's previous performance evaluation. If a prior score is not available, the regional director will determine the current/baseline rating. The school leader and regional director evaluate the year- long growth on each of the leader's goals. Copyright©2017 by Charter Schools USA, Inc.All rights reserved. 103 LES Evaluation Criteria The LES evaluation criteria will be based on three years (when available) of student academic growth, and current year instructional leadership. The LPE and LGP comprise the instructional leadership component. The metrics used to determine the final TES rating, along with each metric's weight in the final rating, are as follows: • Student Academic Performance: o Student Performance Measure: 40% • Instructional Leadership: o Leader Performance Evaluation (LPE) Score: 35% o Leader Growth Plan (LGP) Score: 25% C. Provide the compensation structure for all employees. How will compensation and other components factor into the staff retention plan? Table 12.1 ' Teachers'Starting P? Average Salary=$45,000 Min Mid Max $43,500 $45,000 $46,500 *Starting salary does not reflect merit increases,extra allocations,and school/individual bonuses.Baseline minimum salary Performance-based Compensation Research supports the notion that employees are motivated through achievement and growth. Research has validated that school employees believe it is very important to be eligible for pay differentiation based on performance. Moreover, studies indicate that not only does this contribute to the retention of high-quality staff, but also positively impacts student achievement. Principal and teacher performance evaluations comply with Florida's Student Success Act. Consequently, Aventura Charter High School will have a performance- based compensation plan that includes the following: • Performance bonuses for administration based on pre-determined goals. • Participation in various state-approved trainings or programs to provide incentive bonuses for teachers based on student achievement. • Schoolwide performance incentive goal provided to faculty and staff that achieves predetermined schoolwide goals such as student growth measures. As allowed in § 1002.33(12)(i), Fla. Stat., Aventura Charter High School will operate as a private employer and use an employment practice that seeks to mirror the diversity of the community and student population. The governing board believes that it is in the best interest of both Aventura Charter High School and its employees to fairly compensate its workforce for the value of the work provided, and the compensation system is structured in a way that rewards high performers based on criteria linked to student achievement. The school establishes budget criteria, incentives, and other motivating factors that attract, reward, and retain Copyright©2017 by Charter Schools USA, Inc.All rights reserved. 104 the best employees. When determining an employee's starting salary, several factors are considered, including but not limited to: • Base pay • Years of experience the candidate brings with him/her • Higher education degree of a Masters or Ph.D. • Critical shortage area: science, math, etc. (as needed) Aventura Charter High School uses a salary worksheet to calculate starting salaries in a fair and consistent manner. Aventura Charter High School fully understands that differentiated pay is required according to the Student Success Act and each teacher's actual compensation will be based on merit pay. Once the starting salary is determined, the employee receives increases depending on how well he/she performs. Increases are assessed annually based on local market analysis, cost of living adjustments, budget, and other factors that might justify adjusting the increase amount. The above does not include additional bonus opportunities that teachers are eligible for through school and goal achievement. CSUSA works hard to provide performance incentives to supplement base pay and to reward high-performing staff. Each year, a percentage increase is built into the budget for merit increases as funding allows. The proposed budget includes a Performance Assessment Pool that will be utilized for merit increases. Incentive strategies include, but are not limited to: • Merit increases: Merit increases are built into the budget and awarded based on performance on formal evaluations. In many cases, this allows high-performing staff to meet or exceed what they might earn in the district. Merit increases are awarded in conjunction with CSUSA's annual performance evaluation period in August. • Recognition Programs: CSUSA provides network-wide recognitions such as Teacher of the Year, New Teacher of the Year, Team Member of the Year, and New American Hero. These are awarded at an individual level and to overall winners. The recognition is accompanied by a cash award. D. Outline the school's procedures for hiring and dismissing school personnel, including conducting criminal background checks. A comprehensive criminal history background check will be conducted for each applicant. CSUSA also asks legal questions on its employment application in relation to criminal convictions, probation, pleadings, and pending disciplinary actions. If a candidate misrepresents information, CSUSA reserves the right to end the hiring process or employment relationship. Upon selection, education credentials are verified by CSUSA. The verification process includes checking for clearance of disciplinary actions against education credentials. All employees are fingerprinted and have background checks conducted as required by§ 1012.56, Fla. Stat.Aventura Charter High School will contract with the district to process fingerprinting and background checks. The support staff will include cafeteria staff, custodians, paraprofessionals, administrative assistants, substitute teachers, and others approved to support the school's programs.All support staff will be required to be fingerprinted and have background checks prior to employment. Copyright©2017 by Charter Schools USA, Inc.All rights reserved. 105 Processes are in place to ensure hiring is consistent with all state and federal law, and that it supports Aventura Charter High school's budget. Approval processes that include school requirements, human resources consistency, and financial accountability will be followed. If the candidate successfully completes the pre-employment requirements and meets all the desired qualifications, an offer of employment will be extended. Aventura Charter High School will be an equal opportunity employer and will not unlawfully discriminate in its employment practices. The hiring policy is designed to offer an equal employment opportunity to all qualified employees. Aventura Charter High School's hiring policies will comply with all federal and state laws, including Americans with Disabilities Act of 1990, Section 504 of the Rehabilitation Act of 1973, Fair Labor Standards Act, Equal Pay for Equal Work Act of 1963, Age Discrimination Act of 1963, Title VI and VI I of the Civil Rights Act of 1964, Age Discrimination Act of 1967, Occupation and Health Act of 1970, Patsy T. Mink Equal Opportunity in Education Act, Vietnam Era and Special Disabled Veterans Readjustment Assistance of 1974, Worker's Compensation and Unemployment Compensation, and any other applicable amendments to these laws. Upon acceptance of the offer, a New-Hire Packet is presented to the new employee. The packet includes the required human resources and payroll forms, such as I-9 (to be completed within 3 days of employment), W- 2, Employee Handbook and acknowledgement page, and information related to company benefits. Employees participate in a mandatory Human Resource Orientation geared to familiarize new employees with Aventura Charter High School, its history, vision, and mission; CSUSA's history; and other key areas of the Employee Handbook (please see Attachment R for the Employee Handbook). The first 90 days of employment are considered an introductory period, and during this period new teachers participate in the New Teacher Induction Program. Since all employees will be considered "at-will," employees may resign without reason and/or notice and CSUSA may terminate employment without cause and without notice. Aventura Charter High School will comply with § 1002.33(9)(k)4, Fla. Stat. by providing descriptive information about the school's personnel, including salary and benefit levels of employees, the proportion of instructional personnel who hold professional or temporary certificates, and the proportion of instructional personnel teaching in-field or out-of-field to the authorizer. The minimum and preferred qualifications for each position applicable at Aventura Charter High School will also be available for review. Qualification information will include: degree(s) held, past teaching experience, certification, years of experience, and any other relevant information. E. If personnel policies have been developed, include as Attachment R. The CSUSA Employee Handbook is included as Attachment R. F. Explain how the governing board and school leadership would handle unsatisfactory leadership, teacher, or staff performance, as well as leadership or teacher turnover. Aventura Charter High School's academic progress and success will be evaluated as a whole by the governing board via financial and academic reports. The governing board will collaborate with CSUSA to determine if personnel actions need to be taken if the governing board feels that deficiencies in instructional Copyright©2017 by Charter Schools USA, Inc.All rights reserved. 106 or administrative staff are the cause of any perceived shortfalls, especially with regard to the principal. If the governing board feels that Aventura Charter High School's inability to meet financial or academic performance goals is directly related to inadequate school leadership, the governing board can advocate for the termination of the principal. In instances of teacher turnover, CSUSA will hire daily or permanent substitute teachers to compensate for the loss of staff until permanent certified teachers are hired to fill the positions. In addition, CSUSA will keep a pool of approved teacher applicants to expedite the hiring process for cases of unexpected teacher turnover. In instances of leadership turnover, CSUSA will make all attempts to hire a replacement from within the CSUSA network. If a suitable replacement cannot be found internally, CSUSA can draw from a pool of approved candidates that have completed the Leadership Assessment Center, which is the process used to select school leaders. Details regarding the Leadership Assessment Center are included in Section 11. Copyright©2017 by Charter Schools USA, Inc.All rights reserved. 107 Section 13: Professional Development A. Describe the school's professional development (PD) expectations and opportunities for administrators and instructional personnel. Professional development(PD) consists of learning opportunities provided to improve professional practices. PD requires intensive and collaborative work toward learning goals, ideally leading to than evaluation of applying newfound knowledge. A model of continuous growth and improvement drives the governing board and CSUSA to strive for teachers and administrators continuously reflecting on and improving their craft. To ensure that teachers and administrators are using the most current research-based practices, Aventura Charter High School is supported through ongoing professional development to improve student learning and academic achievement. Professional development is overseen by the principal, working in conjunction with the CSUSA high school programming manager for planning, and the school-based curriculum resource teacher and CSUSA curriculum specialist for implementation. In compliance with educator certification requirements, all professional development opportunities are aligned with Florida's Educator Accomplished Practices. The regional director oversees professional development for the principal, as described further in this section. Even experienced teachers confront great challenges each year. These challenges include changes in subject content, new instructional methods, advances in technology, changes in laws and procedures, and student learning needs. Professional development will be a strategic tool for Aventura Charter High School's continued growth, productivity, and ability to attract and retain valuable employees. Supporting teachers in becoming classroom innovators and leaders in 21St century learning directly supports the school's mission and adds value to the greater school community and teaching profession. In support of this goal, the school will develop and implement short-term plans based on specific projects; long-term plans for the organization; career development plans for the employee; and skill-building for immediate improvement in employee performance in areas of deficiency. Professional development will be delivered through the FLDOE, Just Read, Florida!, foundations, the district, textbook and publishing companies, and CSUSA. Additionally, efforts will be made to partner or work with colleges and universities for professional development opportunities, teacher internships, and/or educational research. The Center for Public Education (2013) concluded that effective professional development should focus on practices that grow teacher ability to develop students' critical thinking and problem-solving skills, and affirmed the following research-based best practices in providing professional development: • Allow time for teachers to grapple with new learning and plan ongoing PD of sufficient duration. • During the PD implementation phase, provide support that specifically addresses teacher-identified challenges. • Ensure the first exposure to new learning is active and engaging. • Use modeling as an effective way to introduce a new concept. Copyright©2017 by Charter Schools USA, Inc.All rights reserved. 108 • Ground PD in teacher disciplines, rather than a generic approach,to create relevant and meaningful learning experiences. During the school year, needs and opportunities for staff training are identified according to analysis of student performance data, administrator and CRT observations, QUEST visit data, and teacher requests. Aventura Charter High School will design or select professional development programs based on the school's needs with input from administrators and staff, and in accordance with the best practices outlined above. Professional development will be held in various formats including consultation, modeling, coaching, learning communities, observation and feedback, lesson studies, mentoring, content training sessions, reflective collaboration, and technical assistance. Sessions may be led by mentor or lead teachers, administration, school-based CRT, the high school programming manager, regional CS, or outside experts. The daily school schedule is designed to accommodate common grade and academy team collaborative planning periods. For example, academy teachers across disciplines will have a common planning period devoted to instructional planning and to discuss student progress and brainstorm ways to capitalize on identified student strengths. See Attachment B for sample daily schedules. One schoolwide meeting per month is devoted to topics associated with Professional Standards. This time is also used for targeted professional development sessions based on specific needs identified through professional learning communities and monthly data chats. The sample school calendar submitted as Attachment B identifies the specific days throughout the school year that are planned for professional development. Table 13.1 below shows a sampling of professional development that will be available.Aventura Charter High School may also participate in district offerings for professional development as needed. Table 13.1 School PD Plan • CSUSA Core Fundamentals Aventura Charter High School's Professional Development plan will be developed . Curriculum Maps—Understanding the prior to the start of the school year and periodically monitored and revised.The PD GVC Plan is tiered to meet teacher and student need based on data in addition to CSUSA . Lesson Planning &Delivery required PD. PD is regular and ongoing and aligned to the sixteen core . Balanced Assessment System fundamentals that support effective implementation of the Education Model. . Schoolwide Behavior Plan • Instructional Focus Plans New Teacher Induction(NTI) . Instructional Software Two-week seminar that includes training on the CSUSA Education Model, CSUSA . Grading core fundamentals that impact School Climate, Curriculum & Instruction, and Data . Personalized Learning Plans Literacy, as well as instructional methods for addressing social emotional learning , Social Emotional Learning and 21st century skills,among other topics. . Differentiated Instruction—Extending New Teacher Onboarding(After NTI) student learning and closing gaps Aventura Charter High School leadership will develop a plan for transitioning new • Expectations and Procedures teachers have the start of the school year. The school leader will work with the • Innovations—Integrating technology curriculum specialist to schedule mid-year NTI for teachers hired prior to winter • Cross-Curricular Instruction break. • Explicit Vocabulary Instruction • Data Analysis for Data Chats Returning Teacher Orientation • Targeted/Differentiated Instruction A minimum five-day seminar that includes training on new school initiatives,safety • Writing Strategies Across Subjects and procedural protocols,curriculum,and other pertinent information for the school . Action Steps and Monitoring year. Effectiveness • Student Engagement Copyright©2017 by Charter Schools USA,Inc.All rights reserved. 109 Teacher Learning Community(TLC) . Incorporating Test Specifications TLCs support teachers throughout the year by focusing on research-based teaching . Student-to-Student Interaction methods. A designated school-based employee ensures compliance with . Reading:A Core Skill state/district requirements and the school leader determines the process for . Standards-Based Centers monitoring attendance and assessing content mastery. CSUSA provides PD topics . Critical Thinking Strategies and resources that may be used to satisfy requirements. PD is provided for teachers . Investigating Thinking in Math who are new to teaching and/or new to the network. . Maximizing Instructional Minutes Curriculum Resource Teacher Bootcamp and Cadre • English for Speakers of Other CRTs from the CSUSA network meet with the regional CS team in the summer to Languages Regulations and prepare for teacher coaching and support in implementing the core fundamentals Procedures and increasing student achievement throughout the school year. CRTs then meet ' Exceptional Student Education once a month to discuss innovative classroom strategies that support student Regulations and Procedures achievement,as well as to monitor the success of past strategies, in order to share • Research-Based Innovative and implement the most effective strategies within their schools. Each year, the Learning Methods focus of the Curriculum Cadre will change to meet Aventura Charter High School's • Content-based Professional current educational needs. Development • Restorative Practices Professional Learning Community(PLC) PLCs provide all teachers with research-based professional development based on school improvement goals. Teachers meet regularly by grade-level teams to analyze student data, design units, and create accompanying lessons. Based on administrative walk-throughs, QUEST visit feedback, and student performance, teachers are provided with specific, differentiated professional development from mentor teachers,administration, CSs,or CRTs. Core Fundamental Plan New schools expand upon the sixteen core fundamentals throughout the first semester with PD provided by members of CSUSA's Education Team. Aventura Charter High School leaders will work with the high school programming manager and curriculum specialist to outline the sequence of the PD topics throughout the first 18 weeks. Quality Education for Students and Teachers (QUEST) A unique advantage of being a part of the CSUSA network of schools is having the opportunity to participate in the QUEST process. The purpose of periodic QUEST visits is to support Aventura Charter High School teachers with the implementation and monitoring of recommended actions from What Works in Schools and The New Art and Science of Teaching. This non-evaluative tool allows teachers to receive feedback from a qualified CSUSA colleague who teaches or has taught that specific grade level or subject area. This helps foster relationship building among colleagues outside of Aventura Charter High School and encourages an exchange of resources and professional dialogue. After visiting all classrooms, the QUEST Team reflects on their day and reviews the data collected. Recommendations and commendations, derived from trends in the data, are then shared. Based on the recommendations and commendations, the leadership team may refine its professional development plan. r Copyright©2017 by Charter Schools USA,Inc.All rights reserved. 4FWAI 110 Leading Edge Program The Leading Edge program provides an opportunity to pursue advancement and is offered to the top percentile of staff within CSUSA-managed schools. Employees are made aware of the program during orientation to ensure understanding of the career paths available and increase meaningful participation in professional development and training sessions designed to prepare them for future roles such as CRT, curriculum specialist, dean, assistant principal, or principal. The governing board and CSUSA value promoting top talent within the network to maintain fidelity of the Education Model and support the mission of Aventura Charter High School and are excited to grow talent at all levels from within for both formal and informal leadership roles. School Surveys Aventura Charter High School's plan for identifying professional development needs and gathering staff input, includes the use of surveys and ongoing collection of feedback through regularly scheduled PLCs and data chats. At the beginning and end of the school year, administrators and faculty will complete a professional development needs survey.Additionally, in fall and spring all staff are asked to complete a satisfaction survey which includes information on current learning programs, resources, workforce engagement, professional development, and more. Throughout the year, teachers can voice their opinions on resources and professional development to ensure that student needs are addressed, in particular during CRT facilitated PLCs and administrator facilitated data chats. This combined information from surveys and teacher feedback, helps shape and evaluate the professional development plan for effectiveness. The professional development schedule is created upon completion of data and needs assessment analysis. If analyzing different sources of student and teacher data throughout the year presents a need for additional professional development, the schedule is revised to include in-service to meet those training needs. New Teacher Induction (NTI)/Returning Teacher Orientation (RTO) Aventura Charter High School will be responsible for conducting a formal orientation in the summer prior to the beginning of the school year. The program is provided and supported by CSUSA's education team. CRTs attend summer training boot camp sessions each year, facilitated by regional curriculum specialists, to provide training on how to deliver trainings. In year one, NTI/RTO will be conducted over fifteen days (10 days for NTI and 5 days for RTO) and include all teachers, including teachers who are new to the CSUSA network and experienced teachers. Teachers will first receive comprehensive training that ensures understanding of the Education Model and core fundamentals, prior to receiving training that includes reviewing the works The New Art and Science of Teaching and What Works in Schools, classroom management, curriculum mapping, lesson planning, differentiated instruction, formative and summative assessments, grading philosophy, tracking progress, the code of ethics, exceptional student education, and much more. NTI/RTO is modified annually after year one based upon the needs of Aventura Charter High School and to reflect new strategies and innovations in effective teacher preparation. The governing board acts as the monitor for this program, which is provided by CSUSA. Principals' Institute CSUSA provides principals with their own professional development institutes each summer to best prepare for the upcoming year. Principals within the network are provided with a four-day Principals' Institute (PI) Copyright©2017 by Charter Schools USA, Inc.All rights reserved. 111 where leaders of CSUSA schools develop professional networks, share best practices, and calibrate understanding of regulations. Additionally, the event serves to celebrate successes, drive planning for the upcoming school year, and motivate school leader accountability. PI sessions prepare the leaders with key initiatives to increase student achievement and allow for regional planning. Leaders who are new to the CSUSA network will also benefit from New Principals' Institute (NPI), which provides an introductory training on school and network systems, expectations, and programs. Post NPI and PI, monthly support occurs for principals and assistant principals throughout the school year and is overseen by regional directors. In addition, any principal or assistant principal needing extra support in order to be effective in their schools will be given increased professional development to continue to impact student achievement with positive results. Copyright©2017 by Charter Schools USA, Inc.All rights reserved. 112 Section 14: Student Recruitment and Enrollment A. Describe the plan for recruiting students. Understanding that Aventura Charter High School will be a"school of choice"and open to all eligible students in the state of Florida, the governing board recognizes the importance of marketing and recruiting to parents and students of Miami-Dade County, specifically the City of Aventura. Aventura Charter High School will comply with the Controlled Open Enrollment statute (F.S. 1002.31(2)(a)), which allows a parent from any school district in the state whose child is not subject to a current expulsion or suspension to enroll his or her child in and transport his or her child to Aventura Charter High School, as long as the school has not reached capacity. However, the school will include an enrollment preference for students whose parents are residents of the City of Aventura, and we anticipate that the majority or all of the student population will consist of Aventura residents. Although students may enroll from any district in the state, marketing to residents in Miami-Dade County, and specifically the City of Aventura, is the primary focus. In order to ensure strong demand and create a "wait- list" applicant pool, marketing will be done for all appropriate populations (i.e. geographic area, age). Applicants will be tracked and ordered appropriately utilizing CSUSA's application management system. This tool provides ongoing tracking of applicant information and volume. CSUSA will conduct a 3-phase marketing campaign for Aventura Charter High School, which includes Identification, Awareness, and Recruitment. The efforts of this campaign will help the school achieve enrollment capacity. Phase I: Identification First, CSUSA will identify the anticipated population as outlined in the charter contract. Second, CSUSA will identify the anticipated recruitment area based on a thorough analysis and compliance with the charter contract. Some of the indicators to identify a recruitment area include: • Community demographics • Local school capacity • Local school academic performance • Performing scientific surveys for interest areas (e.g. programs, transportation, etc.) Phase II: Awareness CSUSA will conduct a broad marketing campaign to educate parents throughout the identified areas and publicize information in the community about the charter school movement, more specifically, the opportunities and benefits available at Aventura Charter High School. Publications and media clips are produced as needed to match the demographics of the community. These efforts may include, but are not be limited to: • A school website accessible via the Internet with email options • Distribution of brochures and flyers about Aventura Charter High School and the programs offered • Information session for parents and local organizations • Social media and digital marketing campaigns • Local print media Copyright©2017 by Charter Schools USA, Inc.All rights reserved. 113 • Grassroots marketing efforts Phase III: Recruitment Student recruiting will continue until Aventura Charter High School is fully enrolled. In addition to the above marketing efforts, CSUSA will also deploy additional marketing support as needed. These efforts may include, but are not limited to: • Targeted email campaigns • Presentations/information sessions to the local community, neighborhood clubs, libraries, and other organizations • Display signs and flyers throughout the immediate and surrounding communities • Participation in targeted community events • Appropriate sponsorships of community activities Marketing strategies to market Aventura Charter High School's"hard-to-reach" populations may include, but not limited to: • Production of marketing materials in multiple languages • Availability of bilingual staff to answer questions • Online enrollment applications in multiple languages on Aventura Charter High School's website • Radio public service announcements in multiple languages • Posting of information (in appropriate languages for the community) in local public areas (i.e., libraries, grocery stores, YMCA, centers, etc.) • Advertising in magazines and newspapers, including free community publications • Distribution of information to local businesses' human resources departments • Advertise Open House Information Sessions in a variety of locations and languages throughout the community Aventura Charter High School's enrollment team will make every effort to allow those with limited technology or internet access to submit applications by offering the ability to utilize the resources available at the school. If they cannot travel to the school, they will have the option to call the school and allow a staff member to complete an application on their behalf. In addition, students with disabilities and students served in ESOL programs have an equal opportunity of being selected for enrollment in Aventura Charter High School per § 1002.33(10)(f), Fla. Stat. Aventura Charter High School's enrollment application will not request information regarding disability status or academic performance. Furthermore, the school's marketing materials will reflect that it is a "tuition-free" public charter school and that it serves students with "exceptional ities," "disabilities," and "limited English proficiency." Please see Attachment S for a sample enrollment application. B. Explain how the school will achieve a racial/ethnic balance reflective of the community. Aventura Charter High School is committed to enrolling a diverse student population and will abide by the provisions in the Florida Educational Equity Act, § 1000.05(2)(a), Fla. Stat., and Florida Statutes that forbid Copyright©2017 by Charter Schools USA, Inc.All rights reserved. 114 discrimination on the basis of race, national origin, gender, marital status, ethnicity, or disability. The lottery process, if necessary, is entirely random and nondiscriminatory. In compliance with § 1002.33(7)(a)8, Fla. Stat., Aventura Charter High School will endeavor to achieve racial/ethnic balance through the comprehensive marketing plan. In order to achieve a racial/ethnic balance reflective of the community it serves or within the racial/ethnic range of other public schools in the district, Aventura Charter High School will focus its efforts on recruiting students within a 15-mile radius of the school. This effort includes marketing to underrepresented populations with direct mail, community postings, public service announcements, and the availability of bilingual staff. However, due to Aventura Charter High School's compliance with § 1002.31(2)(a), Fla. Stat. (which states that students are eligible to attend any public school in the state of Florida subject to maximum class size requirements, capacity, and other specified provisions), the student population may consist of children that are from outside Miami-Dade County, which would impact the school population's alignment to the racial/ethnic balance of the community. C. Describe the school's proposed enrollment policies and procedures. Provide proposed enrollment application as Attachment S. Aventura Charter High School will admit students of any race, color, nationality and ethnic origin, religion, sexual orientation, or gender. Pursuant to § 1002.33(10)(b), Fla. Stat., Aventura Charter High School will enroll an eligible student who submits a timely application unless the number of applications exceed the capacity of a program, class, grade level, or building. In such cases, all applicants who submit an application by the enrollment deadline will have an equal chance of being admitted through a random selection process. In addition, all applicants will need to submit the required documentation listed in the Student Progression Plan, which is included as Attachment E. Enrollment also follows§ 1002.33(7)(a)8, Fla. Stat., which includes enrolling students according to racial/ethnic balance provisions. However, Aventura Charter High School will comply with the Controlled Open Enrollment statute (F.S. 1002.31(2)(a)), which allows a parent from any school district in the state whose child is not subject to a current expulsion or suspension to enroll his or her child in and transport his or her child to the school, as long as the school has not reached capacity. In accordance with § 1002.33(10)(d), Fla. Stat., Aventura Charter High School may give enrollment preference to the following populations: • Students who are the children of an active-duty member of any branch of the US Armed Forces. • Students who are siblings of a student enrolled in Aventura Charter High School. If siblings apply together and one sibling receives an offer, the other sibling will also receive an offer as long as there is room in their grade level. If there is no room in the sibling's grade level, they will be given preference on the waiting list. Sibling is defined as individuals who share both guardianship and residency. • Students who reside in the City of Aventura. • Students who reside in Miami-Dade County. • Students who are the children of a CSUSA employee that is employed at Aventura Charter High School. All preference categories are published prior to conducting the lottery, and applicants entitled to receive a placement preference are identified prior to the lottery. Preferences granted are subject to review and Copyright©2017 by Charter Schools USA, Inc.All rights reserved. 115 verification, and Aventura Charter High School reserves the right to rescind acceptance offers if the preference status is not verified or validated. Siblings who are applying for the first time receive preference only after one of the siblings has been selected in the lottery and accepts their offered seat. Student applications are made available online through the enrollment management system (accessible on Aventura Charter High School's website). The enrollment management system accepts student applications and monitors the number of applications submitted for each grade level. The enrollment management system manages all aspects of the enrollment process, including online applications, application verification, sibling applicant record linking, admission preference management, manual and computerized lottery options, wait- list management, data exports, and statistical reporting. Parents with limited technology or internet access will be given the opportunity to use the resources available at Aventura Charter High School to submit an application. If they cannot travel to Aventura Charter High School, they will have the option to call the school and allow a staff member to assist them with completing an application. Upon submission of an application, the applicant's age, sibling linking (if applicable), and preferences are verified. At each phase of the admission process, the appropriate correspondence is generated and communicated to each applicant either via email, phone, or mail if necessary. The data is monitored and reports are created to determine the need for a lottery, waitlists, and letters of acceptance. If at the end of the open enrollment period there is an over subscription for any grade level, a lottery is conducted. The number of seats available is determined by the capacity minus the number of students who re-commit. This is in compliance with § 1002.33(10)(b), Fla. Stat. The lottery is system generated and will be conducted for all grades in which the number of applicants exceed the number of available seats. Once all open seats have been randomly filled, the remaining applicants are placed on the waitlist in order of the lottery results and in accordance with assigned preferences. All offers of enrollment are made in the order of the lottery results and the established waitlist. Offers are not made to a student who is not properly entitled to the next available seat. Applicants who submit an application after the enrollment deadline are placed on the waitlist in order of preference and submission date. If an accepted applicant decides not to attend Aventura Charter High School, the slot is given to the first eligible applicant on the waiting list. All accepted applicants are provided with registration requirements. Documentation required by Miami-Dade County Public Schools will be collected for review and verification. In the event that an applicant was not included in the lottery but should have been, an adjustment will be made in placement on the waitlist or an offer of an enrollment. In the event an applicant was offered a seat in the lottery and provided incorrect information that led to a selection, the applicant's offer is rescinded and the applicant is placed on the waitlist according to the lottery pool number. Application submissions are accepted on an ongoing basis and a confirmation of the submission is sent to parents within 24 hours. Communication with prospective students is generated as appropriate. In addition, Aventura Charter High School will conduct entrance interviews with students after enrollment and registration is completed, details of which are available in Section 3. The tentative timetable below is used for registering and admitting students, including a plan for the admission lottery if the number of applicants exceeds the program capacity. A sample application can be found in Attachment S. Table 14.1 shows a proposed enrollment schedule timeline. Table 14.1 Copyright©2017 by Charter Schools USA, Inc.All rights reserved. 116 Open Enrollment August 208—October 2018 Application Verification August 2018—October 2018 Notification of Lottery October 2018 Lottery October 2018 Registration October 2018—Ongoing r Copyright©2017 by Charter Schools USA,Inc.All rights reserved. 4FWAI 117 Section 15: Parent and Community Involvement A. Briefly explain the general plan to engage parents in the life of the school as well as plans for regular communication with parents about school matters. To further Aventura Charter High School's mission and purpose, active parental participation will be required. Active parental participation is essential to the delivery of our educational goals and is key to the success of the overall program. Parents will be required to volunteer a minimum of 20 hours per school year. When two or more children from the same family are enrolled, parents will be asked to volunteer a total of 30 hours per school year. The principal or other designee verifies the completion of the hours and credit is applied to the family's account. At the time of recommitment(usually January)for the following school year, parents are sent a letter notifying them of their progress toward completion of their volunteer hours. Parents are provided with numerous volunteer opportunities which can be completed at school or at their home, thereby alleviating any possible hardship that may be created for parents that may not be able to complete volunteer hours at Aventura Charter High School. Many opportunities are provided to families that have a limited schedule and school personnel will work closely with each family to design volunteer opportunities that meet their needs. Parental participation in Aventura Charter High School's operations and governance will be fostered by a parent's obligation between the parent, student, and the school. Parental involvement is a combination of commitment and active participation on the part of the parent to the school and to the student. A School Advisory Board and EESAC will be established to provide an opportunity for parent and community input that can be used in the development of new school programs. The School Advisory Board and EESAC will include parents of enrolled students in their memberships and will provide input for fundraising, volunteering, and operations. Annual surveys will be distributed to parents to receive input for Aventura Charter High School's improvement and satisfaction. The student information system supports continual and meaningful parental involvement in each student's education. Parents have real-time access to their child's gradebook to monitor progress in class. Daily communication with the teacher is encouraged through use of the agenda book in which students track homework assignments for each day and messages are sent home. Aventura Charter High School will also implement the use of Edmodo, which is a closed, private learning network that allows teachers, students, parents, and the greater school community to share information, ideas, reminders, and opportunities to make connections that foster a sense of community outside of the classroom. Edmodo allows students and parents to interact with the classroom teacher and school in a seamless manner that blends social networking tools with traditional school communications tools. Progress reports and report cards are distributed every quarter, and parents are encouraged to schedule conferences to discuss student performance and progress toward mastery of grade-level standards. Aventura Charter High School will offer Curriculum Nights for parents to attend and learn about various educational topics, such as state assessment information or home-reading strategies. We believe that parent involvement in a child's education is crucial for his or her success and will make every effort to keep parents engaged and informed. Copyright©2017 by Charter Schools USA, Inc.All rights reserved. 118 Parents will be notified via routine postings regarding the time and place of governing board meetings and will be invited to attend and participate. The principal and CSUSA will be represented at the governing board meetings to discuss all issues pertaining to the management of Aventura Charter High School. Issues discussed will include finance, student achievement, benchmark results, institutional focus, personnel matters, facility issues, and/or ancillary services issues. Parental participation in Aventura Charter High School's operations and governance will be fostered by: • Attendance and participation in governing board and school advisory board meetings that will be open to the public and notification disseminated per Sunshine Law. • Parent/teacher conferences held to provide a forum for open discussion and to build parent/teacher understanding and support. • Semi-annual surveys distributed to parents to receive input for school improvement and satisfaction. • A parental obligation between the parent, student, and Aventura Charter High School. Aventura Charter High School will appoint a parent representative to facilitate parental involvement, provide access to information, assist parents and others with questions and concerns, and help resolve disputes. The parent representative will reside in Miami-Dade County and their contact information will be provided to parents in addition to being posted on the school's website. The governing board will hold at least two meetings per school year in Miami-Dade County with the parent representative present and may hold additional meetings at its discretion. B. Discuss established community resources that will be available to students and parents. Upon approval of this charter application, Aventura Charter High School will work to develop community partnerships that are in the best interest of both the school and the community. These community partnerships will enhance the integration of public entities that are charged with the welfare of our children and increase the quality of services provided at Aventura Charter High School. Examples of the type of partnerships we expect to develop include: • Law Enforcement Agencies • Other Public Safety Entities • Health & Human Services Agencies • Not-for-Profit Organizations with Child Focused Missions • The Aventura Marketing Council • Local Businesses Aventura Charter High School will also have access to the City's Arts & Cultural Center located on NE 1881h Street for preforming arts and other events. In addition, the City is proposing to build a gym on park property that it owns next to the 2-acre school site currently under contract by the City. This facility will accommodate gym classes, athletic clubs, and the school's assembly needs. Copyright©2017 by Charter Schools USA, Inc.All rights reserved. 119 C. Provide, as Attachment T, any existing evidence of demand for the school or support from intended community partners, if available. On June 7,2017, The City of Aventura and CSUSA held a community information session in the Commission Chambers with over 100 Aventura residents to provide information about Aventura Charter High School and its proposed educational program.Attendees were also given an opportunity to provide input on the school's mission, vision, and academic offerings. Copies of the flyers distributed prior to the information session have been included in Attachment T. A community petition was also established on the City of Aventura's website, which has garnered over 250 signatures, copies of which are also available in Attachment T. r Copyright©2017 by Charter Schools USA,Inc.All rights reserved. WWAI 120 III. BUSINESS PLAN Section 16: Facilities If the site is not yet acquired: A. Explain the school's facility needs, including desired location, size, and layout of space. The Aventura City Commission has entered into an agreement with Gulfstream Park Racing Association, Inc. to purchase two acres of property next to Waterways Park on NE 213th Street. The City is in the planning stages of developing a charter high school that is approximately 50,000 square feet in size with capacity for 800 students on this site. Due to the site limitations, it is anticipated that the facility will be four stories with limited parking. A gymnasium that will located adjacent to the school on property located in Waterways Park will also be included as part of this project. The layout will include adequate resource rooms for enrichment programs, common areas for gathering (lunch, assemblies, etc.), and space for administration. The school site plan will also include appropriate outdoor recreational areas and designated pick-up and drop-off zones. The district shall not be responsible for costs in the areas of facility construction or maintenance. B. Provide an estimate of the costs of the anticipated facility needs and describe how such estimates have been derived. It's estimated that the school and related gym, including FF&E, will cost approximately$12 million: • School Construction: $9,500,000 • FF&E: $500,000 • Gym Construction: $2,000,000 C. Explain the strategy and schedule that will be employed to secure an adequate facility. The City will assume responsibility for acquiring the property and construction of the school facility. The City will utilize its reserve funds and a long-term bank loan to fund capital improvements, including FF&E. A charter school fund for Aventura Charter High School has been established by the City to account for all revenues and expenditures associated with the school. This fund will be utilized to reimburse the City for its annual debt service costs and the startup costs, which will be paid from the City's general fund. The City will contract with a qualified Architecture and Construction Management Company to design and build the Aventura Charter High School facility. It is the City's intention to have firms who specialize in Architecture and Construction Management submit proposals as a team. The City will accept only one proposal from each team. Upon award, the City will enter into separate contracts with the Architect and Construction Manager. The selected Architect and Construction Manager will provide design, construction documents, and construction administration services for the project. The City will close on property by September of 2017. The RFQ to obtain an architect and construction managemanet company was issued by the City prior to application submission. The facility deisign is Copyright©2017 by Charter Schools USA, Inc.All rights reserved. 121 scheduled to be completed by January of 2018. Construction is scheduled to begin in May of 2018. It is anticpipated that the completion of construction and acquisition of the Certificate of Occupancy will be completed by June of 2019. The facility will meet all applicable building codes, including the Americans with Disabilities Accessibility Guidelines for new building construction. The facility will comply with all building codes and standards adopted by the state of Florida. D. Describe the back-up facilities plan. In the rare event that issuance of the Certificate of Occupancy is not delivered in a timely fashion, the governing board will locate short-term alternative facilities options.Any such alternate facility shall be suitable for Aventura Charter High School's use until such time as the primary facility is able to open. The temporary facility would fully meet the programmatic and educational needs of students and staff. In the unfortunate event that an adequate school facility or alternative short-term facility cannot be secured, the governing board will request an additional planning year by January of 2019 to provide time for the facility plan to be carried out, fully ensuring safety and compliance in all areas. Copyright©2017 by Charter Schools USA, Inc.All rights reserved. 122 Section 17: Transportation Service Describe the school's plan for transportation to ensure that transportation is not a barrier to equal access for all students residing within a reasonable distance of the school. Aventura Charter High School will provide transportation through an agreement or contract with a district- approved and licensed private provider. The provider will furnish proof that it meets or exceeds all applicable rules and regulations governing student transportation. Aventura Charter High School agrees to provide transportation to students consistent with the requirements of chapter 1006.23, Florida Statutes. Aventura Charter High School may also provide transportation outside of the reasonable distance for students with disabilities as required by the students' IEPs, and at the request of the parent, Aventura Charter High School will also provide transportation pursuant to the McKinney-Vento Homeless Assistance Action (42 U.S.C. Section 11431, et. seq.) for each child of a homeless individual and each homeless youth. Aventura Charter High School and/or CSUSA will work collaboratively with parents and community partners to develop alternative transportation options, such as the City of Aventura shuttle bus (within a 0 — 2 mile radius of the school). The City funds the shuttle bus via allocations in its transportation budget. Two buses have been included in the budget at an average rate of$300 per day per bus for Year 1. A 2% increase has been budgeted each year thereafter. Aventura Charter High School shall receive its portion of categorical funds relating specifically to transportation of students. If necessary, Aventura Charter High School will budget for additional buses to meet the needs of the student population. Copyright©2017 by Charter Schools USA, Inc.All rights reserved. 123 Section 18: Food Service Describe the school's plan for food services, including any plans for contracting services or plans to participate in the National School Lunch Program. Explain how the school's food service plan will ensure healthy,well-rounded meals for students. Aventura Charter High School will comply with the Healthy Hunger-Free Kids Act, which requires school cafeterias to meet federal nutrition standards for school lunches and breakfasts. If offered and available, Aventura Charter High School would be willing to pursue a contract with Miami-Dade County Public School's Department of Food and Nutrition to become an additional site under their National School Lunch Program (NSLP) sponsorship. Under this type of agreement,Aventura Charter High School would rely on Miami-Dade County Public School's Department of Food and Nutrition for staffing and resources for their food service program and would not retain any of the NSLP reimbursements or student payments. In the event that the district does not provide vended meals to charter schools, the governing board will appoint a person, usually the NSLP director, to be responsible for completing all necessary NSLP paperwork and/or applications on behalf of Aventura Charter High School in advance of the school year. If for any reason Aventura Charter High School's application for participation in this program is not accepted, then the school will amend its operating budget to reflect the reduction in revenues associated with reimbursement from the NSLP. As required, CSUSA will requests proposals and/or bids for food service. Once a vendor is selected, their contract can be renewed for four additional years. Aventura Charter High School will require vendors to provide a quality unitized meal program that includes all the "components" of a full service operation. The "component meal system"consists of entrees, side dishes, fresh fruits, vegetables, fresh bread, condiments, plastic wear, trays, and liners. In addition to providing these items, the chosen vendor shall also provide the following services to Aventura Charter High School: delivery of all items to the school; menu planning; nutritional analysis; all necessary kitchen equipment (ovens, refrigeration, freezers, milk coolers, etc.); equipment maintenance; commodity utilization; food service training; and marketing and promotions. Prior to the beginning of each school year, training personnel will be sent to Aventura Charter High School to work with the food service staff on how to properly run the food service program, including ordering, inventory, food preparation, serving procedures, and clean up. During the school year, the cafeteria staff will prepare all of the required meal components following the directions provided by the vendor. Depending on the size of Aventura Charter High School's enrollment, there will be up to two serving lines for the students. The serving lines are set up with the point of service station at the end. This set up ensures that the cafeteria personnel can see students are receiving all of the required components to make up a reimbursable meal. Aventura Charter High School will utilize a computerized point of sale system that will track meals and provide a reporting function for accountability and NSLP claiming. All students will be assigned an account number at the beginning of the school year and can add funds to their account either at school or online. Regardless of account balance, no child is ever denied a meal. If a child does not have the funds to purchase a meal, he/she is given a meal which consists of a sandwich, fruit, and milk. At the end of each month, the cafeteria staff will be responsible for sending the monthly historical edit check report to the NSLP director which will be used in the submission of the NSLP reimbursement claim. The facility plan will include a multipurpose room which will mainly be used as a spacious cafeteria. All students will eat meals in the cafeteria. The room will also be used for student gatherings and schoolwide assemblies. Copyright©2017 by Charter Schools USA, Inc.All rights reserved. 124 Section 19: School Safety and Security A. Outline the plan for school safety and security for students, staff, the facility, and property. Aventura Charter High School will have a comprehensive safety plan that will be distributed and explained to staff prior to the start of the school year. Colored emergency codes will indicate the level of severity of the emergency and the protocol that must be followed in the event of the emergency. Types of emergencies that will be covered in the plan include bomb threats, weather-related emergencies, fires, intruders, use of firearms/weapons, and others. Emergency drills are practiced with students at the beginning of the year to ensure they understand the seriousness of these emergencies and the actions they must take if one were to happen. Aventura Charter High School will have a dedicated, full-time School Resource Officer (SRO) who will be paid independently of the school's budget by the City of Aventura. The school will also use all available personnel to aid in safety and security, including the hiring of additional security staff if necessary and financially feasible. Every school staff member will have a duty during fire drills and other emergencies. Most teachers will stay with whichever class they have at the moment, but other staff members will have posts that will involve directing students to appropriate locations and making sure all students exit the building (if appropriate in that particular emergency). Day-to-day operations will also include staff member responsibility for ensuring students transition safely to and from classes throughout the day. Each staff member will have a post at arrival and dismissal, and explicit procedures will be developed to ensure those times of the day run smoothly. During the day, staff will be available to monitor the hallways, the cafeteria, outside of bathrooms, and any other necessary areas. In addition, administrators and CRTs will consistently conduct walkthroughs each day to monitor safety within the classroom. A camera system will also be installed to further monitor security. Aventura Charter High School's facility will meet all commercial and life safety codes required for a school. All local and state policies related to health and safety will be met through rigorous oversight of facility maintenance by a CSUSA Facilities Maintenance Supervisor based at the school, with additional oversight from the principal and the CSUSA Facilities Superintendent. Preventative maintenance and inspection calendars will be developed using CSUSA's tools and templates and all facility repair items will be tracked via CSUSA's web-based facility help ticket system. Aventura Charter High School will meet state and federal requirements for student immunization, food inspections, hazardous chemicals, and other health and safety issues. Technology Security is vital in a school environment both for safety and privacy. To accomplish these two goals, CSUSA will employ hardware-, software- and procedural-based security including the following: • Application-aware perimeter security firewall system to protect networks from external threats (Layer 1). • Content filtering to protect students against inappropriate websites (Layer 2). • An Enterprise-wide Anti-Virus security software with constant updates to prevent malicious code to tamper with computing assets (Layer 3). Copyright©2017 by Charter Schools USA, Inc.All rights reserved. 125 • Network intrusion detection software that detects any other threats that may have evaded the other three layers of protection (Layer 4). • SSL encryption on all CSUSA-based Internet services. • WPA2 encryption on all wireless access points. • Individualized accounts with passwords. • Network-based permissions assigned to individuals and/or groups. • Computer- and network-based configurations to minimize alterations that could lead to security compromises and/or loss of functionality. • Limited physical access to network equipment and servers. • HD Security cameras throughout the school with search and playback capabilities. • Visitor screening and pass equipment or services located in the front office. • Strict policies and procedures for accessing accounts and information. Visitors To provide for the safety and security of students, employees, and the facilities, only authorized visitors are allowed inside the school building. Restricting unauthorized visitors helps maintain safety standards; ensures the security of our students, confidential information, and equipment; protects against theft; safeguards employee welfare; and avoids potential distractions and disturbances. The front doors remain locked at all times from the outside. Per the Jessica Lunsford Act, all visitors must have photo identification and will be scanned using the Raptor system. All visitors must enter the office through the reception area, and must check in with the receptionist or front office. Authorized visitors will receive directions or be escorted to their destination. Employees are responsible for the conduct and safety of their visitors. If an unauthorized individual is observed on school premises, employees should immediately direct the individual to the reception area, or if necessary notify their administrator. Compliance with these guidelines gives Aventura Charter High School the ability to provide a safe and orderly learning environment for all students. Operations School operations are conducted in a manner that eliminates or minimizes all potential hazards and avoids accidents involving injury to students, staff, and property. Aventura Charter High School will follow all applicable federal and/or state run occupational safety and health programs. All staff will be charged with personal responsibility for constant adherence to safety procedures and safe practices. To achieve and maintain a safe environment, each staff member must take an active interest in safe work practices and must take responsibility for following any safety rules or recommendations. Student Discipline To ensure that students understand their role in keeping the school safe, each student will receive a copy of the Student Code of Conduct, which will clearly outline the behavior expectations of students. Students who become violent or disruptive will, when safety permits, be removed from other students. If safety does not permit the removal of the student, staff will immediately remove the other students from the area and relocate them to a safe area. The student's parents/guardians will be notified immediately, and when possible, the student will be counseled by school staff. In the event that a student becomes violent, the SRO will immediately be notified and the appropriate disciplinary action shall be taken. Copyright©2017 by Charter Schools USA, Inc.All rights reserved. 126 Section 20: Budget A. Provide as Attachment X, an operating budget covering each year of the charter term. The operating budget has been provided as Attachment X, and the Florida charter school revenue estimate worksheet has been provided as Attachment W. B. Provide a start-up budget as Attachment Y. The start-up budget has been provided as Attachment Y. C. If the budget is contingent upon sources of funding beyond those typically provided by local, state, and federal governments provide evidence of such funding as Attachment Z. Attachment Z includes evidence of additional funding sources provided by the City. D. Provide a detailed narrative description of the line-item revenue and expenditure assumptions on which the operating and start-up budget are based. (Will insert once budget is finalized) E. Discuss the school's contingency approach and plan to meet financial needs if anticipated revenues are not received or are lower than estimated. In the event that revenue shortfalls occur due to lower than expected enrollment, a revised budget will be created and submitted to the district. Variable expenses will be adjusted to compensate for the revenue shortfall. For example, staff and associated expenses will be reduced as required comparable to the reduced enrollment. Budgets are revised as necessary to achieve balance and align costs with revenue in a manner that is least disruptive to the learning environment. CSUSA will stand behind Aventura Charter High School to ensure its viability, up to and including reducing its compensation to zero. In addition, Attachment X includes contingency budgets that are calculated using 50% of projected enrollment. F. Explain in detail the year one cash flow contingency plan, in the event that revenue projections are not met (or not met on time). Budget management is a 3-part process that will ensure Aventura Charter High School achieves the desired positive financial results: (1) financial statement preparation, (2) regular review of actual results, (3) continuous forecasting of future results. Conservative assumptions have been made on the financial budget,especially during the first year,to ensure financial health. As part of the mitigation process, the City Manager or his/her designee and CSUSA will r Copyright©2017 by Charter Schools USA,Inc.All rights reserved. 4FWAI 127 closely monitor enrollment during the first year to spend appropriately on enrollment-based expenses; particularly compensation, which is the biggest expense in the budget. Alternative outcomes will be contemplated before opening the school to safeguard against potential shortfalls. In situations where expectations are not met, Aventura Charter High School will engage in a mitigation process that entails the reduction of controllable expenses while maintaining the basic necessities for the education of students. In rare, but possible cases, Aventura Charter High School can turn to alternate sources of funding, such as the management company, if absolutely necessary. As budget variances arise and are managed, new forecasts will be developed each month to ensure Aventura Charter High School stays on track financially throughout the year. These forecasts will allow school leadership to make timely management decisions and will be presented to the governing board on at least a quarterly basis to maintain visibility. G. Provide monthly cash flow projections for the school's start-up period through the first year of operation. Aventura Charter High School's start-up budget is included as Attachment Y. Copyright©2017 by Charter Schools USA, Inc.All rights reserved. 128 Section 21: Financial Management and Oversight A. Describe who will manage the school's finances and how the school will ensure strong internal controls and compliance with all financial reporting requirements. Aventura Charter High School's financial management and internal accounting controls will be managed by CSUSA. The governing board will oversee the City Manager or his/her designee who will be responsible for ensuring that the terms of the management agreement between CSUSA and the governing board are implemented in accordance with the expectations of the governing board. The City Manager will also oversee the financial aspects of the school, which includes reviewing and approving payment requests on behalf of the school and submitting the annual budget in conjunction with CSUSA to the governing board for their approval. CSUSA will provide monthly financial reports to the City Manager. CSUSA manages the day-to-day accounting and financial reporting function for Aventura Charter High School. There are several layers of oversight internally between employees performing finance-related tasks at Aventura Charter High School and CSUSA's support center. CSUSA's Finance Department consists of several CPAs, including the Chief Financial Officer, Vice President of Finance, Controller, and a Senior Accountant. This sets the tone for the control environment to ensure that financial resources are properly managed. Aventura Charter High School will employ a school-based SOA who will act as a liaison to CSUSA for human resource, payroll, and financial matters relating to cash collection. The SOA also works with the principal to ensure adherence to the approved budget. Below is a summary of the finance and accounting functions that the SOA performs: • Deposits funds received from food service sales, aftercare programs, and fundraising into proper bank accounts according to company policy • Submits documentation for all receipts and disbursements made at the school level • Follows up and collects returned checks from parents • Prepares and submits instructional related purchase orders according to company policy • Prepares and submits check requests for certain invoices • Reviews and approves expenditure invoices with the principal • Maintains reconciliation of internal funds account CSUSA's financial management services include: • Processing of accounts payable • Preparation of the monthly and quarterly financial statements • Processing of payroll • Budget preparation, maintenance, and forecasting • Financial reporting to internal and external parties • Audit management CSUSA's financial management team includes: • Accounts Payable Coordinator: Pays the school's approved expenditures Copyright©2017 by Charter Schools USA, Inc.All rights reserved. 129 • Staff Accountant: Prepares the school's monthly financial statements for internal review and quarterly financial statements • Senior Accountant: Prepares the school's monthly financial statements for internal review and quarterly financial statements • Accounting Supervisor: Oversees the work of the Staff and Senior Accountants • Assistant Controller: Oversees the work of the Accounting Supervisor and Senior/Staff Accountants • Controller: CPA; Oversees the Accounting Team • VP of Finance: CPA; Oversees the Accounting Department • Financial Analyst: Prepares the school's annual budgets; reviews the school's financial performance on a monthly and quarterly basis, focusing on budget variances; and conducts dashboard reviews with the school's leadership at least quarterly • Senior Financial Analyst: Oversees the work of the Financial Analyst; prepares the school's annual budgets; reviews the financial performance of the school on a monthly and quarterly basis, focusing on budget variances; and conducts dashboard reviews with the school's leadership at least quarterly • Manager of Financial Planning and Analysis: Oversees the work of the Financial Analyst and Senior Financial Analyst • Vice President of Financial Planning and Analysis: Oversees the Financial Planning and Analysis team B. Explain the mechanisms the governing board will use to monitor the school's financial health and compliance. CSUSA maintains internal control policies, including General Governmental Accounting Policies, Financial Reporting, Budgeting, Cash Receipts and Deposits, Purchasing and Cash Disbursements, Capital Assets, and Payroll. Internal controls are viewed as a means to reduce risk of asset loss and ensure reliability of financial statements as well as compliance with laws and regulations. There are several components to internal control which include: control environment, risk assessment, control activities information and communication, and monitoring. These components are used to establish the internal control policies and procedures. Budget management and control will be accomplished throughout the year using a 3-part process: (1) review and approval of financial statements, (2) review of budget vs. actual variances, and (3) forecasting of future results. The first part of the process is the preparation of Aventura Charter High School's monthly financial statements. These financial statements are prepared by CSUSA and are distributed electronically to both school leadership and the City Manager. Monthly financial statements are prepared using Generally Accepted Accounting Principles specific to governmental entities. Aventura Charter High School will also follow the guidelines in the"Financial and Program Cost Accounting and Reporting for Florida Schools" (Red Book). Monthly financial statements include a comparison of actual results to the approved budget to facilitate the second part of the process. Through forecasting, the third part of the process, the City Manager will provide the governing board with the necessary information to make timely decisions to ensure the financial health of the school. Copyright©2017 by Charter Schools USA, Inc.All rights reserved. 130 In addition to the process described above, Aventura Charter High School will be provided with dashboard reports from CSUSA at least quarterly. The dashboard report summarizes the school's monthly activity, compares the results to the budget, and identifies significant budget variances. As budget variances arise and are managed, new forecasts are developed each month to ensure the school stays on track financially throughout the year. C. Describe the school's plans and procedures for conducting an annual audit of the financial operations of the school. In compliance with § 1002.33(9)(j)(1), Fla. Stat., the governing board, on behalf of Aventura Charter High School, will obtain an annual financial audit performed by an independent certified public accounting firm.. The governing board will use the auditor selection procedures as outlined in § 218.391, Fla. Stat. if an audit committee is utilized. The audit is performed in accordance with Generally Accepted Auditing Standards; Government Auditing Standards, issued by the Comptroller General of the United States; and Chapter 10.850, Rules of the Auditor General, State of Florida. Audited statements are submitted to the Sponsor no later than September 30th of each year. D. Describe the method by which accounting records will be maintained. Accounting records are stored in the accounting information system utilizing Microsoft Dynamics SL accounting software. In addition, journal entries and appropriate back-up documentation is printed out and maintained in a school file by month. All files are maintained in a secured environment. Information system backups are completed daily in order to ensure data is secured and minimize risk of loss. E. Describe how the school will ensure financial transparency. CSUSA provides the City Manager and/or governing board with: • The projected annual budget for governing board approval. • Detailed statements of all revenues received, and detailed statements of all expenditures for services and or expenses rendered or incurred to or on behalf of Aventura Charter High School, whether incurred on-site or off-site, upon request. • Monthly financial statements, including a balance sheet, statement of revenues, and expenditures. • Other information on a periodic basis to enable the City Manager and governing board to (i) monitor CSUSA's performance and the efficiency of its operation of Aventura Charter High School, and (ii) furnish reports and information which the school is required to provide pursuant to its Charter Contract and/or applicable laws. CSUSA will retain financial records for a period of time as may be required by the Charter Contract and/or applicable state laws. CSUSA and Aventura Charter High School will maintain the proper confidentiality of personnel, students, and other records as required by law. Copyright©2017 by Charter Schools USA, Inc.All rights reserved. 131 F. Describe any key back-office services to be outsourced via contract. Include the anticipated costs of such services and criteria for selecting such services. Financial audits will be outsourced, as they are conducted annually by an independent certified public accountant. The governing board determines the auditing firm. The 5-year operating budget included as Attachment X outlines the costs for auditing services, which are estimated at$13,000 In Year 1. G. Describe how the school will store financial records. Financial records are maintained at CSUSA's corporate support center in a secured environment with limited access to pertinent staff. However, should the district request or require an examination of financial records, CSUSA will either accommodate the district at its Fort Lauderdale location or arrange to bring the documentation to Aventura Charter High School for the district's review. H. Describe the insurance coverage the school will obtain. Aventura Charter High School will maintain the following insurance coverage: Table 21.1 ' �QwAahu Commercial General Liability Each Occurrence $1,000,000 Aggregate $3,000,000 Commercial Automobile Liability Each Accident(combined single Limit) $1,000,000 Educators Professional Liability Each Claim $2,000,000 Aggregate $2,000,000 Directors&Officers Liability Aggregate Limit for Loss $1,000,000 Additional Aggregate for all Loss $2,000,000 Aggregate Limit for Loss $1,000,000 Employment Practices Liability* Additional Aggregate for all Costs, Charges,and $2,000,000 Expenses Fiduciary Liability Policy Aggregate $1,000,000 Fidelity(Crime) Single Loss $1,000,000 Workers'Compensation Statutory Limits Workers'Compensation and Bodily Injury by Accident-Each Accident $1,000,000 Employer Liability Bodily Injury by Disease—Each Employee $1,000,000 Bodily Injury by Disease- Policy Limit $1,000,000 Student Accident Basic Each Occurrence(out of pocket expense) $25,000 Catastrophic $5,000,000 *Shared limit between Directors&Officers Liability and Employment Practices Liability Employees are also provided health benefits with various levels of coverage and premiums to meet their needs. Eligible employees (those working a minimum average of 36 hours/week) are able to participate in 10 Copyright©2017 by Charter Schools USA,Inc.All rights reserved. 111PI 132 the benefits plan on their 60th day of employment. Once employees are eligible for benefits, they can add, change, or opt out of any benefit plan during the year for qualifying events (i.e. birth of child, marriage, divorce). Some benefits available include medical, dental, disability, life, and vision insurance. Copyright©2017 by Charter Schools USA, Inc.All rights reserved. 133 Section 22: Start-Up Plan A. Present a projected timetable for the school's start-up. A model project timeline for Aventura Charter High School's opening includes, but is not limited to the milestones/benchmarks outlined in Table 22.1 below. Each represents broad areas of activity. Detailed project plans will be built for each phase of the project. CSUSA has developed a proprietary comprehensive checklist detailing over 1,000 items to be completed to ensure a successful and safe school opening. CSUSA's New School Opening Team (NSOT) consists of a team of professionals representing each functional area within the company who are focused on ensuring all tasks that are required to open a brand- new school are completed on time and correctly. A project manager who is responsible for planning, implementing, and directing the operational procedures of all new CSUSA schools leads the team. The project manager: • Facilitates weekly or bi-weekly (depending on time of year) meetings for the purpose of identifying issues, developing recommendations, and ensuring oversight of project status • Implements systems for quality assurance, support, oversight, and accountability • Develops full-scale project plans • Tracks project deliverables using appropriate tools • Consistently monitors and reports the progress of the projects to department heads and CSUSA's Executive Team Meetings are attended by all departments and the new school leadership team (principal, assistant principal, SOA, etc.) once hired. Meetings are tailored to the corresponding timeline in the project plan. Each department is responsible for providing updates/information on their respective tasks and alerting the team of any potential issues. Any deficiencies or delays noticed by the project manager are also addressed in these meetings. The NSOT commences as soon as projects are given a green light and runs through October after school has opened, ending with an after-action review of each project. Suggestions and/or project revisions from the after-action review are added to the NSOT project plan template and implemented the following school year. Copyright©2017 by Charter Schools USA, Inc.All rights reserved. 134 Table 22.1 ' NTRIMMW • Approval of Charter Application • Construction Drawings/Plans Approval • Approval of Charter Contract • Obtain/Secure Necessary Legal Status for SMCA • Finalize Architectural Design • Management Agreement Executed • Acquisition of Property 10/17-9/18 • Site Review o Facilities—Use for Programs(e.g.Athletics, Sciences,etc.) o Site Plan—Ingress/Egress,Transportation, Fields, Parking, Signage o Zoning • Construction Financing • Site Plan Approval • Land Development Permit • Apply for General Building Permit • Land Development • Facility Construction • Open Enrollment Period • Enrollment—Finalize SMCA's Budgets/Forecasts 10/18-5/19 ' General Community Awareness/Information Marketing • Technology Planning • Identify Potential Leadership Candidates • Lottery, if Necessary • Hire School Leadership • Establish/Adopt Financial Procedures • Finalize Curriculum and Other Instructional Materials • RFP's for Vendors o Services; FF&E;Technology; Instructional Materials o Contracted Special Education Services • Community Activities • Facility Lease Executed • Construction(Ongoing) 5/19-8/19 • Faculty Recruiting and Hiring • Faculty and Staff Training • Direct Marketing for Student Enrollment • Student Enrollment/Registration(Ongoing) • Complete Construction • Finalize Transportation and Food Service Plans • School Leadership Professional Development • Certificate of Occupancy • Governing Board Training • Installation of FF&E • Technology Installation 6/19-8/19 • Staff Move-in • Teacher Professional Development(NTI/RTO) • "Open House"Sessions for Parents/Students • Student Enrollment/Registration(Ongoing) • First Day of School • Direct Marketing for Student Enrollment r Copyright©2017 by Charter Schools USA,Inc.All rights reserved. WWAI 135 Addendum A: Replications A. Identify the existing schools to be replicated and provide evidence that the existing design has been effective in raising student achievement. The governing board has chosen to partner with CSUSA as the EMO for Aventura Charter High School due to CSUSA's proven performance and success. The CSUSA network, as of the 2016-17 school year, includes 84 schools and approximately 70,000 students across 7 states. Fifty-five of these schools are in the state of Florida. CSUSA's network of schools reach a broad spectrum of student demographics, from schools with both low FRL and low minority rates to schools that serve both high FRL and minority communities. Student performance and grade-level mastery increases the longer students and schools are part of the CSUSA network, demonstrating that the existing design employed by CSUSA is effective at raising student achievement. While proficiency increases with school tenure, as shown in Table A.1, annual growth is elevated in developing schools. The diversity of CSUSA's Florida schools and their success with all student populations illustrates that regardless of student demographics, the CSUSA Education Model works. The key factor is time. Table A.1 FSA Math FSA ELA ■2015 ■2016 ■2017 ■2015 1 2016 ■2017 ® I ll I III III Ma i Florida CSUSA FL New 2-5 years 6+years Florida CSUSA FL New 2-5 years 6+years Network Network As of the most recent comparison years (2016 to 2017), consistent growth in ELA is evidenced from year to year and proficiency increases with school tenure. CSUSA opened two schools in the 2016-17 school year that were on average higher performing in their first year than years past. The developing schools (open 2— 5 years) have accelerated gains of 3% points from 2016 to 2017, while veteran schools (open 6+ years) increased annual proficiency growth. As a network of diverse new, developing, and veteran schools, CSUSA exceeded both the proficiency and rate of growth of students statewide from 2016 to 2017. Florida math results further support the fidelity of the CSUSA Education Model with similar achievement trends and proficiency gains. CSUSA's school performance provides evidence that the continuous and consistent growth over time within CSUSA's network leads to lasting student achievement, evidenced by the increased proficiency at CSUSA's most tenured schools. The growth necessary to close the achievement gap can be seen in the year-to-year proficiency gains in developing schools (2—5 years). Many of CSUSA's Florida schools are still developing, and their growth from 2016 to 2017 represents one of many steps in closing the achievement gap. Aventura Copyright©2017 by Charter Schools USA, Inc.All rights reserved. 136 Charter High School students, like all CSUSA students, will benefit from the same unwavering dedication to student achievement and growth that has made CSUSA's network so successful at empowering students and accelerating performance. As of the most recent grade release, CSUSA schools' average performance met or exceeded the State of Florida's average proficiency in ELA and social studies, as well as learning gains in ELA and learning gains among the lowest quartile in ELA and math. CSUSA schools also made gains in every category of the school grade exceeding those of the state from 2016 to 2017. B. Discuss the key components or non-negotiable elements of the educational program. The CSUSA GVC Education Model,and Core Fundamentals are key components to the educational program that must be followed by all instructional staff with fidelity. Teachers have the ability to determine the best methods of instruction via various instructional strategies and teaching methods, but the core components of the GVC and Education Model must followed with fidelity to ensure that the school achieves its mission of providing a rigorous, college preparatory high school for the community that ensures each student develops their individual academic talents and leadership skills to become well rounded citizens primed for excellence. C. Describe how the target population for the proposed school compares with the populations currently being served. Among CSUSA's 55 Florida schools, two-thirds of students receive free or reduced price lunch and 75%of students are classified as minority populations. The CSUSA family of schools spans a broad spectrum of communities, from schools with both low FRL and low minority rates to schools that serve high FRL and minority communities.The diversity of CSUSA's Florida schools and their success with all student populations illustrates that regardless of student demographics, the CSUSA Education Model works. The key factor is time. By comparison,the results from the most recent school grades(2016-17)at the City of Coral Springs Charter School (CSCS), CSUSA's school with a population most similar to Aventura Charter High School's expected population, are telling. Table A.2 shows that achievement at CSCS, on average, exceeds that of the the average state high school as well as the average Miami-Dade County high school.9. Regardless of student proficiency rates, school learning gains and gains among the lowest 25%of students are critically important. CSCS met or exceeded the state and Miami-Dade County high schools in all learning gains categories. In ELA proficiency, CSCS students exceeded the state by 16% points and Miami-Dade Ccounty by 13% points, and in math by 10% and 12% points respectively. Learning gains exceeded both the state and Miami-Dade County high schools by approximately 10 points in ELA and approximately 3 points in math.Among the lowest quartile of students, 9 City of Coral Springs Charter School is located in Broward County. The average Miami-Dade County high school is used for comparision,as opposed to Broward County,first because Aventura Charter High School is located in Miami- Dade County,additionally the average Miami-Dade County high school's performance exceeds that of Broward County on every school grade metric aside from graduation rate. The more rigorous comparison of the two was chosen. r Copyright©2017 by Charter Schools USA,Inc.All rights reserved. 137 CSCS had 15% points more students make gains in ELA, which was 10% points more than Miami-Dade County high schools. Table A.2 2016-17 School Grade Comparison to Replication School and Projected Goals 100 90 85 80 � gp 4 70 f 4 60 .+ 50 t, 40 30 20 10 0 FRL Minority ELA Math Science Soc.Studies ELA Math ELA Math Grad Rate HS Acceleration Demographics Proficiency Learning Gains Lowest 25%Gains High School Components ■C5C5 ■Florida HS ■Dade HS *ACES HS-Simulated 2nd yr Performance D. Explain any anticipated modifications and adjustments to the educational program. The diversity of CSUSA's network of schools and their success with all student populations illustrates that regardless of student demographics, the CSUSA Education Model works. Since CSUSA's GVC, Education Model, and Core Fundamentals are designed to allow the teacher to tailor instruction towards the needs of each individual student, it is not expected that the Education Program will need to be adjusted. E. Describe any other ways in which features of the proposed school's educational program will differ from that of the school(s) to be replicated. The CSUSA GVC and Education Model will not differ for Aventura Charter High School. However,the school will offer curricular path academies that are not available in other CSUSA schools. For details regarding these academies, please see Section 3. F. Discuss the plan for replication. 0 Copyright©2017 by Charter Schools USA,Inc.All rights reserved. Awk, 138 In managing the replication and start-up plan, the first step will be the mobilization of the New School Opening Team (NSOT). The NSOT is a team of professionals representing each functional area within the company (finance, education, human resources, technology, operations, facilities, marketing, enrollment, development, and governance) who are focused on ensuring all tasks that are required to open a brand new school are completed on time and correctly. The NSOT takes responsibility for the full range of tasks required to open a new school. This includes recruiting, hiring, and training school staff; marketing; enrollment of students; facility planning, acquisition, and construction; school operations infrastructure (food service, uniforms, FF&E, etc.); establishing financial processes; managing governing board relations; and compliance with authorizer requirements. As the team is completing the above tasks, CSUSA(with input from NSOT and the governing board)identifies the additional resources and staffing required in each functional department based on planned growth, and acquires these resources with the expectation to be able to continually support a growing network of schools. Once the pre-opening tasks are complete and the staff is hired, the staff development process begins. CSUSA's staff development process significantly contributes to our ability to expand our model to new sites. CSUSA has realigned the hiring timeline so that school leadership positions are hired and on-boarded three months prior to school opening. This enables the school leadership team to participate in the new school opening process. The school leadership team participates in professional development by working with their assigned mentors from other schools and attending functional meetings across the company to learn CSUSA's standard operating procedures and the CSUSA culture. All new teacher hires attend New Teacher Induction for two weeks prior to the opening of a new school. G. Discuss the results of any past replication efforts, and lessons learned; how you have addressed them; and how you will avoid/minimize such challenges. CSUSA has successfully replicated the proposed school model throughout Florida. Experience, by way of growth and replication, has provided many important lessons. Each year after new schools have opened and are in progress, the governing board, Support Center New Schools Operating Team, regional staff, and school leaders perform an "after action"analysis where strengths and weaknesses are evaluated throughout the most recent new school opening process. Areas for improvement are documented and incorporated into the project plan and Standard Operating Procedures are refined to better support effective operations. Three key lessons CSUSA has learned from past replication efforts are described below. Key Lesson 1: Importance of Scaling Quickly — This allows getting to critical mass faster than with a slower growth trajectory where only one new school is opened in a region per year. CSUSA understands that it is more efficient to support a network of schools and deploy the appropriate resources when schools are clustered in a region. This also enables schools to be resources for one another as opposed to having single sites that may not have network schools within close proximity. Key Lesson 2: Regional Support Structures are Necessary — Historically, CSUSA has been a very centralized organization from an operations and implementation standpoint. However, growth has shown the importance of having resources both in the field and at the corporate headquarters. The recent reorganization Copyright©2017 by Charter Schools USA, Inc.All rights reserved. 139 at the corporate level includes enhanced regional support across the education, business operations, development, and human resource verticals. Key Lesson 3: Hire Leadership Teams Earlier — This includes hiring the principal, assistant principal, deans, curriculum specialists and resource teachers, school operations administrators, and enrollment managers earlier so that they can participate and fully engage in the new school opening process. This challenge has been addressed by accelerating the hiring timelines to achieve the goal of earlier onboarding. In addition to hiring earlier, the implementation of a talent pipeline provides a system for identifying the most capable school leaders. This allows CSUSA's Department of Talent Acquisition and Development, who oversee employee recruitment, professional development, compensation, and employee relations, to ensure the hiring of quality leaders and educators. The department operates in conjunction with the education team and is responsible for both talent acquisition and development. Copyright©2017 by Charter Schools USA, Inc.All rights reserved. 140 Addendum B: Education Service Providers ESP Selection A. Explain why the applicant is seeking to contract with an ESP rather than operate the school(s) directly. Due to the complexity of operating a high school, the City has opted to retain the services of a well qualified ESP with which it has a long, successful track record of operating the City Commission's existing school, Aventura City of Excellence School. CSUSA's knowledge and proven experience in managing day-to-day charter school operations will help support the school through the start-up year and ensure Aventura Charter High School's subsequent success by providing the best possible educational experience to our students and their families. B. Explain how and why the ESP was selected. The City Commisson has opted to retain the services of a well qualified ESP with which it has a long, successful track record of operating the City's existing school, Aventura City of Excellence School. We also selected CSUSA due to their experience, success, capacity, AdvancED accreditation, and Education Model that aligns with our mission to provide a rigorous, college preparatory high school for the community that ensures each student develops their individual academic talents and leadership skills. CSUSA's AdvancED accreditation through SACS, which was recently reaccredited in 2015, is for a 5-year term with regular monitoring of progress and reporting. CSUSA was the first education management organization in the nation to receive the AdvancED accreditation seal at the corporate level, meaning that all of their current schools are accredited and new schools are immediately eligible for accreditation in their first year. Please see Attachment FF for the Letter and Certificate of Accreditation. C. For applicants working with an ESP for the first time,provide summary information from reference checks conducted by the applicant. Since this is not the first time that the governing board is working with CSUSA,this question is not applicable. D. Describe whether and how the school's board has assessed the capacity of the ESP to successfully carry out the functions necessary to operate a high-quality charter school. The City Commission has met with CSUSA for various workshops throughout the planning process to discuss and ensure CSUSA's capacity to successfully manage Aventura Charter High School. In addition, CSUSA's successful track record operating Aventura City of Excellence School and its other schools throughout Florida shows that they have the capacity to successfully manage Aventura Charter High School. ESP Background A. Provide the mission of the ESP and an overview of the organization's strategic vision, including, if applicable, a five-year growth plan, and rationale for managing new schools. r Copyright©2017 by Charter Schools USA,Inc.All rights reserved. 141 CSUSA provides world class educational solutions with: an unwavering dedication to student success, an unyielding commitment to ethical and sound business practices, providing a choice for our stakeholders that fosters and promotes educational excellence. CSUSA's strategic vision is to have a dramatic impact on the world's next generation - changing lives, leaving a legacy, and setting the standard by which quality is measured in education. CSUSA plans to grow its network of schools incrementally over the next five years. We are submitting four applications in the state of Florida this year. Over the next five years, CSUSA expects to submit a similar number of applications each year both in and outside the state of Florida. In addition, we are currently scheduled to open four new schools in the state of Florida for the upcoming 2017-2018 year, and one new school in other states where we operate. Over the course of the next five years, CSUSA plans to open 5-8 schools per year. B. Identify the ESP's leadership team and their specific roles and responsibilities. Include as Attachment BB an organization chart for the ESP. Jon Hage - Founder and CEO From his service in the U.S.Army to his creation of CSUSA, Jon Hage's personal life and professional career have been dedicated to service, leadership, and creating systemic change. Mr. Hage founded CSUSA in 1997 as a concept designed to impact the nation's education system. Today, CSUSA is one of the fastest growing and largest school management companies in the United States. CSUSA employs approximately 9,000 employees, educates approximately 70,000 students, and is responsible for 84 schools in 7 states. Mr. Hage is recognized by many in the education field as an innovator who is on the forefront of educational reform. In 2012, Mr. Hage was named the Floridian of the Year by Florida Trend Magazine. This recognition stems from his unique approach to education that is based on choice, student achievement, and parental involvement. At every CSUSA school, parent involvement is required, active citizenship is emphasized, and high performing teachers are rewarded. Mr. Hage formerly served honorably in the United States Army,Army National Guard, and Army Reserves as a commissioned officer in the U.S. Special Forces. Mr. Hage earned his Bachelor's degree from the University of Colorado and his Master's Degree from Georgetown University. Debbie Von Behren - Executive Vice President of Strategy Debbie Von Behren's professional career spans three decades and includes elementary, secondary, and post-secondary education; as well as strategic planning, organizational development, and executive leadership. Prior to joining CSUSA, she was co-founder and president of a successful strategic planning and organizational development consulting company. As president, she led her firm in many successful engagements in the US, Canada, South and Central America, Europe, and Asia. Clients included Dell; Hewlett Packard; Nike Global Retail; Disney; Sun Trust Banks; The City of Coral Springs, Florida; Florida Division of State Parks; and many other world-class organizations. Ms. Von Behren received her Bachelor's degree in Education from Florida Bible College and subsequently taught elementary, middle, and high school. After completing advanced degree work at the University of Central Florida in Organizational Development and at Rollins College's Master of Liberal studies, Ms. Von Behren became an adjunct professor at Valencia Community College's School of Business and Industry. Richard Garcia -Chief Financial Officer Copyright©2017 by Charter Schools USA, Inc.All rights reserved. 142 Mr. Garcia has more than 20 years of domestic and international experience with established and entrepreneurial companies. Before joining CSUSA, Mr. Garcia was the Chief Financial Officer of Todobebe Inc. of Miami, a privately held global media company providing family entertainment and expert advice to millions of Spanish speakers worldwide through national broadcast TV, radio, digital community and content websites, promotions, and licensing. He previously served as the CFO of ION Media Networks Inc. of West Palm Beach. ION owns and operates the nation's largest broadcast television station group reaching more than 94 million U.S. television households. Prior to ION, Mr. Garcia served as Senior Director and Controller of DirecTV Latin America LLC, a multi-national digital satellite television provider based in Fort Lauderdale, Florida that is an affiliate of the Cisneros Group of Companies. He has also served as Vice President, Chief Accounting Officer, and Controller with Claxson Interactive Group Inc. of Miami, which is another Cisneros Group affiliate and is a multi-national, publicly traded media enterprise primarily engaged in the operation of pay-television channels and radio stations in Latin America. Mr. Garcia previously served with the international accounting and auditing firm, Deloitte & Touche LLP of Miami, as Senior Manager with a client base including a range of companies from multi-national organizations and governmental enterprises to various small to medium-sized businesses. He is a Certified Public Accountant and a graduate of Florida International University. Richard Page-Chief Impact Officer As Chief Impact Officer, Mr. Page drives the company's growth strategy by identifying markets and working with stakeholders to develop new schools across the United States. In addition to development, he also oversees board governance, government relations, marketing, and enrollment. Under his leadership, CSUSA has grown from 1 state (Florida) with little national presence to currently operating in 7 states (Florida, Georgia, Louisiana, North Carolina, Indiana, Illinois, and Michigan) as a national industry leader. Mr. Page has also been the Vice President of Operations for CSUSA, overseeing school facilities, maintenance, contract management, enrollment and marketing, information technology, governance, and planning and communications. Prior to joining CSUSA, Mr. Page was the Chief Operating Officer and CFO for a land development/resort operations company in the Florida panhandle. He also spent six years in the management consulting industry working for Bearing Point (formerly KPMG Consulting) as a Manager in the State of Florida government practice with lead responsibility for Health and Human Services. Mr. Page started his career as an employee with the State of Florida, performing various roles primarily related to economic forecasting and health care reform. Mr. Page holds Bachelor's and Master's degrees in Economics from Florida State University and is a Certified Public Accountant. William Poirier - Chief Information Officer Prior to joining CSUSA, Mr. Poirier spent over 25 years in the United States Air Force (USAF) providing leadership in key information technology and cyber security positions in both peacetime and combat environments. He rose to the executive level, culminating as the commander of the USAF's premier offensive, defensive, and network operations cyber units. In this position, he guided a global force operating and securing the Air Force's$6 billion information environment and supporting 800,000 customers worldwide. He also built & trained units with the nation's most advanced skills to conduct network exploitation / attack operations in support of U.S. combat and national intelligence priorities. He retired at the rank of Colonel. He received his MBA from Strayer University, an MS in National Security Studies from National War College, and is a graduate of the University of Massachusetts with a BS in electrical engineering. Copyright©2017 by Charter Schools USA, Inc.All rights reserved. 143 ESP Track Record A. Provide evidence of organizational capacity to open and operate high-quality schools in Florida and, if applicable, elsewhere in accordance with the overall growth plan. CSUSA has unparalleled experience and qualifications in charter school management, including team members with direct oversight to plan, design, develop, staff, operate, equip, and maintain the facility and programs. CSUSA has an experienced and talented management team led by Jonathan K. Hage, President and Chief Executive Officer. Under Mr. Hage's leadership, CSUSA started the nation's first charter school in the workplace and the first municipal charter school. CSUSA currently educates approximately 70,000 students in 84 schools across 7 states. For the past 18 years, CSUSA has been a leader in education reform. Since its inception, its mission has been to put students first. CSUSA's commitment to providing parents and students choice drives their thinking and day-to-day decisions. Every one of the schools managed by CSUSA has increased its academic performance over time and closed the achievement gap. CSUSA has clearly defined high standards for academic excellence, personal growth, and social development incorporated into the curriculum across all grades. The strong overall performance in CSUSA's Florida network can be attributed to a commitment to raising student achievement by teachers and administrators and the implementation of several academic components of CSUSA's Education Model, including differentiated instruction, tutoring, push-in/pull-out support, blended learning, and research-based instructional materials. Between the 2012-13 and 2014-15 school years, CSUSA expanded into communities across the state of Florida that had, on average, higher at-risk populations (schools open 3-5 years). As such, the cohort of schools opened during this three-year time period have student populations significantly below grade level. Table B.1 below shows that proficiency rates increase the longer schools and students are part of the CSUSA network: • Regardless of tenure, CSUSA schools, on average, had higher learning gains and higher gains among the lowest 25%of students in ELA • The most veteran schools (6+) also met or exceeded the state's gains and gains among the lowest 25%in math Copyright©2017 by Charter Schools USA, Inc.All rights reserved. 144 Table B.1 Comparison: State vs. CSUSA Tenure State Average ■CSUSA 1-2 years CSUSA 3-5 years ■CSUSA 6+years C: E 49 5452 cn5149 494847 0 c41 L ml L A a U L d Proficiency Learning Gains Lowest 25% Proficiency Learning Gains Lowest 25% Learning Gains Learning Gains ELA Math Please see Form IEPC-M1A in Attachment DD for CSUSA's network of schools' grades and economically disadvantaged percentages, as reported by the Florida Department of Education. Aventura Charter High School, like all CSUSA schools, will administer the nationally normed and adaptive NWEA MAP assessments. The results of these assessments will allow the school to compare and track progress against both national normative trends and other CSUSA schools across the country. As shown in Table B.2 below,after the most recent year of results,CSUSA students are not only achieving and performing at levels above their grade level peers nationally, but they are growing at or slightly above the rate of students nationally. Approximately 55% of students met their growth targets in math and 56% in ELA, when the nationwide average (national norm) is 50%. Critically, among those students the furthest behind (those scoring the lowest quartile at the beginning of the year), over 58% met or exceeded the average growth of students nationwide in math and ELA. r Copyright©2017 by Charter Schools USA,Inc.All rights reserved. 145 Table 13.2 CSUSA FL Growth: Math and Reading 60 50 40 30 20 10 0 Math Reading CSUSA FL ■ Lowest Quartile National Norm As CSUSA's number of schools grows, we will make additions to our staff and key personnel positions to meet the needs of our expanding network. In the past we have had to increase our staff in order to effectively operate our growing number of schools, but personnel expansion will not ordinarily change the members of our key leadership or their roles in the company's day-to-day operations. B. Provide a comprehensive listing of ESP-operated charter schools (current and past) by completing form IEPC-M1A and attach as Attachment DD. Form IEPC-M1A is included as Attachment DD. C. Explain the ESP's success in serving student populations similar to the target population of the school. Describe the ESP's demonstrated academic track record. Please see the response in question C of Addendum A. D. List and explain any management contract terminations, charter revocations, non- renewals,withdrawals or non-openings that the ESP has experienced in the past five years. Form IEPC-M1A, included as Attachment DD, lists the schools once managed by CSUSA that they no longer operate, and each instance is explained below. iVirtual League Academy, a CSUSA virtual charter school located in Osceola County, had its charter contract voluntarily terminated by the governing board at the end of the 2013-14 school year. In December 2016, the Louisiana Board of Elementary and Secondary Education voted to not extend the charter contract for Baton Rouge Charter School at Mid-City. The school served one of the lowest socio- 10 Copyright©2017 by Charter Schools USA,Inc.All rights reserved. WWAI 146 economic communities in the country and despite improving its performance each year, it was unable to surpass the threshold (driven primarily by proficiency rates) in Louisiana for extension. Louisiana also changed its state testing content each year of the school's operation and did not make any accommodations for schools serving the most at-risk populations, which created a further disadvantage for the school to achieve the proficiency-based standards. In April 2017, CSUSA and the Success Mile CharterAcademy mutually agreed to terminate the management agreement effective starting June 30, 2017. Success Mile Charter Academy is a K-8 start-up charter school in Warren, Michigan that has been operated by CSUSA since its inception in 2013. Academically, the school has performed well and will continue to operate. In four years of operations, the school suffered substantial under enrollment, never achieving 35% of capacity and generating over $5 million of losses. An existing, mature K-12 charter school system in the area proposed to move its school into the facility for the 2017-18 school year. To ensure consistency of programming across the K-12 spectrum on the campus, that operator will assume the management of Success Mile Charter Academy. There have also been instances where CSUSA was planning to manage a charter school that did not open due to the third-party construction developer's inability to obtain the necessary site plan approvals for the proposed school. This necessitated the governing board's requirement to return the charter contracts to the district. Legal Relationships A. Describe how the governing board is independent from the ESP and self-governing. The City is a municipal corporation created pursuant to the Constitution of the State of Florida and the Home Rule Charter of Metropolitan Dade County. Each Commissioner and the Mayor will be elected at-large for four-year terms by the electors of the City. The City Commission already has appropriate ethics and conflict of interest polices in place (Attachment H - K) that are consistent with state statute. The Commission is represented by independent legal counsel. The City Manager or his/her designee negotiates the management agreement and all other relevant agreements with CSUSA. B. Explain whether the school has or will have any legal or contractual relationships with any subsidiaries or other entities or individuals that are affiliated the ESP. The governing board already has appropriate ethics and conflict of interest polices in place that are consistent with state statute. When in its best interest, the governing board may decide to enter into contractual relationships it believes are required to accomplish its mission. All such contract relationships, including and especially those that are related entities of CSUSA, shall be dealt with in an arm's length manner, separate from the management agreement. Any such agreements will not hinder the ability of the governing board to terminate the management agreement or otherwise hold CSUSA accountable, by and through independent counsel and in compliance with the governing board's policy as well as state and federal law. C. Explain the supervisory responsibilities of the ESP. The governing board has ultimate authority over school operations pursuant to the charter agreement. The City of Aventura will contract with CSUSA to implement and manage employment policies and procedures ,,,,,,Copyright©2017 by Charter Schools USA, Inc.All rights reserved. 147 for the governing board. This includes supervision of all staff. CSUSA has conducted extensive internal and external research to determine the most important elements in designing a work environment and culture to support employee performance, morale, and student achievement. As allowed in § 1002.33(12)(i), Fla. Stat., Aventura Charter High School will operate as a private employer and will reflect an employment practice that will seek to mirror the diversity of the community and student population. The governing board oversees CSUSA's supervisory responsibilities through the adoption of formal policies and procedures with which CSUSA is required to comply within statutory requirements, such as regular board meetings, evaluation of staff surveys, staff turnover and retention metrics, etc. D. Will the governing board intend to enter into a financing agreement with the ESP? The governing board will not be entering into a financing agreement with CSUSA. Organizational Structure A. Provide a description of the roles and responsibilities of the ESP. Table B.3 Setting Performance Goals Provides both student-level and school-level goals designed to meet national, state, and local standards. Provides a customized curriculum designed to meet national,state,and local standards,including Selecting Curriculum continuous program evaluation,curriculum material selection,student data analysis,and student individual education plans,assessments, records,etc. Provides professional/school development and implements teacher instructional support, Selecting Professional Development � �� coaching,and mentoring. Ensures Government compliance and reporting with regard to teacher rams certifications. . . Management&Selecting Provides accountability standards and sustainable performance measures designed to meet Interim Assessments national,state,and local standards. DeterminingProvides compensation planning &performance evaluations. Criteria Setting a School Culture Implements the school's mission and vision via the curriculum and disciplinary policies and standards. Provides assistance in coordinating parent,teacher,and student organizations. Student Recruitment Assesses demographic and market needs and develops the enrollment marketing plan. School Staff Recruitment& Provides personnel administration: hire principals, teachers and other staff and implements Hiring personnel procedures and ongoing staffing assistance. Providing Human Resources Provides employee benefits, Worker's Compensation and 401(k) management services, and (HR) services(payroll, directly manages the school's payroll. benefits,etc.) Managing Community Provides assistance in coordinating parent,teacher,and student organizations and manages the Relations school's community partnerships. Selecting and Providing Designs and develops technology labs and student stations.Provides local and wide area network Information Technology installation; remote access and software integration; email hosting; and technology support. Maintains the student information system and the school's websites. 19 Provides strategic financing and construction partnerships.Assists in site acquisition and/or lease negotiations, and liaisons with building and/or renovation team to ensure quality and design Managing Facilities standards are met. Provides operational design of classrooms and school space and programmatic input for functionality purposes. Procures furniture, fixtures, equipment, and supplies,and secures basic utility services(phone,water,electric, and disposal service). ' Negotiate contracted services with vendors(food,transportation,security,custodial,etc.). Copyright©2017 by Charter Schools USA,Inc.All rights reserved. 148 B. Describe the oversight and evaluation methods that the board will use to oversee the ESP. The governing board and School Advisory Board will oversee CSUSA via the performance-based management agreement, a draft of which is available as Attachment EE. In addition,the School Advisory Board will monitor and evaluate the school's progress in achieving its agreed upon goals using the school's financial, academic, and operational reports, which will be submitted by the school monthly. If there are any recurring shortfalls or perceived distresses in the school's financial, academic, or operational aspects;then the governing board, City Manager, School Advisory Board,Aventura Charter High School, and CSUSA will work collaboratively and proactively to correct the identified shortfalls and ensure that the school is in a position to meet its goals in the future. C. Describe the payment schedule, including all fees, bonuses, early termination penalties, and any other compensation to be paid to the ESP. (Will add once budget is finalized) D. Describe the types of spending decisions the management organization can make without obtaining board approval? The governing board will approve the school's budget on an annual basis and all spending must be in line with the approved budget. On behalf of the governing board, the City Manager or his/her designee will also receive the school's financial reports on a monthly basis. E. What is the term of the management agreement? Explain the conditions and procedures for renewal and termination of the contract? Describe the conditions that must be satisfied for the management agreement to be renewed. On what grounds may the management agreement be terminated for cause? List any indemnification provisions. The term of the management agreement between the City of Aventura and CSUSA will align with the term of the school's charter contract. Once CSUSA's performance reporting requirements in the last contract year are submitted to the governing board and it is determined that the terms and conditions of the agreement were fulfilled, the management agreement may be renewed for the term of the renewed charter contract. If the terms and conditions of the management agreement are not being fulfilled and the school is not making progress towards the goals agreed upon by the governing board, City Manager, School Advisory Board, principal, and CSUSA, the governing board may terminate the agreement. Please see Article VIII of the proposed management agreement included as Attachment EE for indemnification provisions. F. Provide as Attachment EE, a draft of the proposed management agreement with the ESP. Please see Attachment EE for a draft of the proposed management agreement. Copyright©2017 by Charter Schools USA,Inc.All rights reserved. ,'kt 149 IV. STATEMENT OF ASSURANCES This form must be signed by a duly authorized representative of the applicant group and submitted with the application for a charter school. As the authorized representative of the applicant group,I hereby certify that the information submitted in this application for a charter for Aventura Charter High School is accurate and true to the best of my knowledge and belief,and further,I certify that,if awarded a charter,the school: • Will be nonsectarian in its programs,admission policies,employment practices and operations. • Will enroll any eligible student who submits a timely application,unless the school receives a greater number of applications than there are spaces for students,in which case students will be admitted through a random selection process. • Will adhere to the antidiscrimination provisions of section 1000.05,F.S. • Will adhere to all applicable provision of state and federal law relating to the education of students with disabilities,including the Individuals with Disabilities Education Act;section 504 of the Rehabilitation Act of 1974; and Title II of the Americans with Disabilities Act of 1990. • Will adhere to all applicable provisions of federal law relating to students who are limited English proficient,including Title VI of the Civil Rights Act of 1964 and the Equal Educational Opportunities Act of 1974. • Will participate in the statewide assessment program created under section 1008.22,F.S. • Will comply with Florida statutes relating to public records and public meetings,including Chapter 119,Florida Statutes,and section 286.011,F.S.,which are applicable to applicants even prior to being granted a charter. • Will obtain and keep current all necessary permits,licenses,and certifications related to fire,health, and safety within the building and on school property. • Will provide for an annual financial audit in accordance with section 218.39,F.S. The governing board,at its discretion,allows Eric Soroka,City Manager,to sign as the legal correspondent for the school. Signature Date Printed Name 0 Copyright©2017 by Charter Schools USA, Inc.All rights reserved. 1111101k, 150 Chart of Attachments Please tab or separate attachments as noted below A. Evidence of teacher and parental support for conversion,if applicable. (N/A) B. Sample daily school schedule and annual school calendar C. Sample curriculum scope and sequence D. Reading curriculum E. Student Progression plan,if applicable F. Assessment Schedule G. Proposed discipline policy or student code of conduct,if applicable H. Articles of incorporation I. 501(c)(3) tax-exempt status determination letter (or copy of the filing form) J. Governing board by-laws K. Governing board code of ethics and conflict of interest policy L. For each board member, a Board Member Information Sheet, resume, and Statement of Assurances (templates provided) M. Organization charts that show the school governance, management, and staffing structure in 1) the pre-operational year;2) the first year of operation;3) at the end of the charter term;and 4) when the school reaches full capacity,if in a year beyond the first charter term N. Job description for the school leader and,if this person is already identified,his or her resume O. If the school leader is not yet identified, the qualifications the school will look for in a school leader P. Job descriptions) and qualification requirements for each administrative or leadership position other than the school leader Q. Job descriptions) and qualification requirements for the school's teachers R. Personnel policies,if developed S. Student enrollment application T. Evidence of demand for the school (e.g. petitions or intent to apply forms) or support from intended community partners (e.g. letters of intent/commitment, memoranda of understanding, or contracts),if applicable U. Evidence of facility funding sources,if applicable (N/A) V. Draft rental agreement or lease for facility,if applicable (N/A) W. Florida Charter School Revenue Estimating Worksheet X. Proposed Operating Budget Y. Proposed Startup Budget Z. Evidence of external funding (e.g. foundations,donors,grants),if applicable (N/A) Addendum (as applicable) AA. Commissioner's letter(s) of verification of high-performing status BB. ESP's organization chart CC. ESP's organization chart after any anticipated growth (N/A) DD. Applicant history worksheet (Form IEPGMIA, found at: http://www.fldoe.org/schools/school-choice/charter-schools/charter-school-reference) EE. Draft contract between school and ESP FF. Applicant may attach up to an additional ten pages of supplemental material 10 Copyright©2017 by Charter Schools USA, Inc.All rights reserved. 4pkl 151 CITY OF AVENTURA OFFICE OF THE CITY COMMISSION MEMORANDUM TO: City Commission FROM: Commissioner Robert Shelley DATE: July 14, 2017 SUBJECT: Proposed Professional Services Agreement with City Manager July 18, 2017 Commission Meeting Agenda Item 3 13 As requested at the June Workshop Meeting, I have negotiated a Professional Services Consulting Agreement with the City Manager for services to be provided to the City after his retirement date. The Agreement which is attached, outlines a scope of services relating to the proposed Charter High School project as well as transitional and institutional knowledge work that may be required by the next City Manager. The City Attorney has reviewed the Agreement. RESOLUTION NO. 2017- A RESOLUTION OF THE CITY COMMISSION OF THE CITY OF AVENTURA, AUTHORIZING THE MAYOR TO EXECUTE THE ATTACHED AGREEMENT FOR PROFESSIONAL CONSULTING SERVICES BY AND BETWEEN CMCS CONSULTING SERVICES, LLC AND THE CITY OF AVENTURA; PROVIDING FOR AN EFFECTIVE DATE. NOW, THEREFORE, BE IT RESOLVED BY THE CITY COMMISSION OF THE CITY OF AVENTURA, FLORIDA, THAT: Section 1. The Mayor is hereby authorized on behalf of the City of Aventura to execute and otherwise enter into the attached Agreement for Professional Consulting Services between the City of Aventura and CMCS Consulting Services, LLC for the proposed Aventura Charter High School, ACES Charter renewal, and transitional support. Section 2. This Resolution shall become effective immediately upon its adoption. The foregoing Resolution was offered by Commissioner , who moved its adoption. The motion was seconded by Commissioner , and upon being put to a vote, the vote was as follows: Commissioner Denise Landman Commissioner Dr. Linda Marks Commissioner Gladys Mezrahi Commissioner Marc Narotsky Commissioner Robert Shelley Vice Mayor Howard Weinberg _ Mayor Enid Weisman City of Aventura Resolution No. 2017- PASSED AND ADOPTED this 18th day of July, 2017. ENID WEISMAN, MAYOR ATTEST: ELLISA L. HORVATH, MMC CITY CLERK APPROVED AS TO LEGAL SUFFICIENCY: CITY ATTORNEY CITY OF AVENTURA AGREEMENT FOR PROFESSIONAL SERVICES This Agreement is made and entered into this day of , 2017, by and between the City of Aventura, a municipal corporation of the State of Florida ("City"), and CMCS Consulting Services, LLC ("Contractor"), collectively referred to as the Parties. IN CONSIDERATION OF THE MUTUAL COVENANTS SET FORTH IN THIS AGREEMENT, THE PARTIES AGREE, AS FOLLOWS: WHEREAS, Eric M. Soroka, Contractor's project coordinator, will be retiring from the City on January 5, 2018 , after having served as Aventura's first City Manager for the past 21 years; and WHEREAS, the City Commission desires to retain the professional consulting services (the "Services") of Contractor to facilitate the successful development and commencement of operation of the proposed Aventura Charter High School, and also to provide additional consulting services in the field of ACES Charter Renewal and administrative support (the "Additional Services") to assist in a smooth transition of city operations to the next city manager (the "Next City Manager') for the City. SCOPE OF SERVICES. A. Contractor shall perform the following services that relate to the proposed Charter High School: • Oversee the Planning Agreement with Charter School USA to facilitate the successful opening of the proposed Charter High School in August 2019.or such date that would coincide with the opening. • Negotiate on behalf of the City, a Charter School contract with the School Board of Miami-Dade County and Management Agreement with an Education Company for approval by the City Commission of the City of Aventura. • Monitor the design and construction contracts including recommending pay requests to facilitate the successful opening of the proposed Charter High School on or about August 2019. • Monitor and recommend the purchase and pay requests for FF&E, technology and books in accordance with budget amounts established by the City Commission. • Act as the City's representative on matters related to the Planning Agreement with Charter School USA and on matters with the School Board of Miami-Dade County for the proposed Charter High School. 1 • Provide monthly reports or as sooner needed to the City Commission on the progress of the proposed Charter High School. • Meet with the City Commission, City staff, representatives of the School Board of Miami-Dade County and Charter School USA, as needed. B. Contractor shall perform the following services that relate to the renewal of the Aventura City of Excellence School Charter School Contract and Administrative and Educational Services Agreement: • Negotiate on behalf of the City, the renewal of the Charter School Contract with the School Board of Miami-Dade County for approval by the City Commission of the City of Aventura. • Negotiate on behalf of the City, the renewal of the Administrative and Educational Services Agreement with Charter School USA for approval by the City Commission of the City of Aventura. • Attend all meetings as required with the City Commission, City staff, representatives of the School Board of Miami-Dade County and Charter School USA as needed. C. Contractor shall perform transitional consulting services and respond to institutional knowledge questions as required by the Next City Manager including educating the Next City Manager on his/her role within the charter schools operated by the City. D. Eric M. Soroka shall serve as the project coordinator for Contractor for the performance of the Services and the Additional Services . The Next City Manager shall serve as the City's contract administrator for the administration of this Agreement. Contractor shall perform the Services and the Additional Services in coordination with the Next City Manager and at a schedule reasonably approved by the City Commission or Next City Manager . II. COMPLETION OF SCOPE OF SERVICES; TERM Contractor shall perform the Services and the Additional Services to City's reasonable satisfaction in accordance with this Agreement. The term of this Agreement shall commence on January 6, 2018 and shall remain in full force and effect until September 1, 2019, unless terminated sooner, with or without cause, upon thirty (30) days advance written notice by Contractor or the City Commission. The parties agree that they may extend the term of the Agreement to coincide with the opening of the Charter High School if the school does not open on or about August 2019. Likewise, the commencement date of the term of this Agreement will be delayed to the date which is immediately after the date of Eric M. Soroka's retirement 2 as City Manager in the event that his retirement is delayed, upon mutual agreement, at the request of the City Commission. III. FEE FOR SERVICES For satisfactory performance of Services, Contractor shall be paid compensation of Six Thousand Two Hundred Fifty Dollars ($6,250) per month of the term. Such fees shall be due and payable on the 20th day of each month pursuant to proper monthly invoices. This fee shall commence on January 6, 2018, unless otherwise provided under the circumstance addressed by the last sentence of Section (2) above.. The Contractor shall also be reimbursed for authorized expenses which are reasonably incurred, not to exceed $3,000 per year. IV. INDEPENDENT CONTRACTOR STATUS Contractor is being engaged to provide Services and Additional Services to the City as an independent contractor, and not as an agent or employee of the City (other than as an agent as expressly provided in Section VII(B) below). Accordingly, Contractor, its employees, and agents shall not attain nor be entitled to any rights or benefits of the City, nor any rights generally afforded employees of the City. Contractor further understands that Florida Workers' Compensation benefits available to employees of the City are not available to Contractor, its employees, and agents, and agrees to provide workers' compensation insurance to the extent required by applicable law for any employee or agent of Contractor rendering Services or Additional Services to the City under this Agreement. V. TRANSITION City agrees to allow Contractor to retain possession of the City issued Microsoft Surface Laptop after Contractor's project coordinator leaves City employ on January 5, 2018. Provided however, that any correspondence on said computer pertaining to city business will be copied to the city server to retain under the public records act. VI .INSURANCE Contractor shall at all times carry professional liability or general liability insurance, and workers' compensation insurance (if required by applicable law), each in an amount and type which is reasonably approved by City's Finance Director, including the requirementto name the City and its officers, employees, and agents, as additional insured on the Contractor's liability insurance policy. VII. INDEMNIFICATION A. Contractor shall indemnify, defend, and hold harmless City, its officers, officials, agents, and employees from and against any and all liability, suits, 3 actions, damages, costs, losses and expenses, including reasonable attorneys' fees, demands and claims for personal injury, bodily injury or death or damage or destruction of property, arising out of the intentional misconduct of Contractor, its agents, employees or subcontractors in the Contractor's performance of Services and Additional Services pursuant to this Agreement. B. Contractor shall be protected from personal liability for tort claims related to the performance of the Services and Additional Services to the fullest extent authorized by Section 768.28 (9) (a), Florida Statutes as an agent of the City for the limited purposes of this Section VII (B). This provision is intended to provide that Contractor would be protected from tort claims and suits by third parties to the same extent as a city agent or employee would be protected, without impairing the applicability and coverage provided by the insurance provided by Contractor under Section (6) above. C. Nothing in this Agreement shall be deemed or treated as a waiver by the City of any immunity to which it is entitled by law, including but not limited to the City's sovereign immunity as set forth in Section 768.28, Florida Statutes. VIII.ASSIGNMENT This Agreement shall not be assignable by the City or Contractor. IX.PROHIBITION AGAINST CONTINGENT FEES Contractor warrants that it has not employed or retained any company or person, other than a bona fide employee working solely for Contractor, to solicit or secure this Agreement, and that it has not paid or agreed to pay any person(s), company, corporation, individual, or firm, other than a bona fide employee working solely for Contractor, any fee, commission, percentage, gift, or any other consideration, contingent upon or resulting from the award or making of this Agreement. 4 X. ENTIRE AGREEMENT The Parties hereby agree that this is the entire Agreement between the Parties. This Agreement cannot be amended or modified without the express written consent of the Parties. The City Commission shall act for the City hereunder. Xl. WARRANTIES OF CONTRACTOR Contractor hereby warrants and represents that at all times during the term of this Agreement, it shall comply with all applicable laws and maintain in good standing, all required licenses, certifications, and permits required under federal, state, and local laws necessary to perform the Services and Additional Services . XII.NOTICES All notices and communications to the City or Contractor shall be in writing and shall be deemed to have been properly given if transmitted by registered or certified mail or hand delivery. All notices and communications shall be effective upon receipt. Notices shall be addressed as follows: City: City Manager City of Aventura 19200 W. Country Club Drive Aventura, Florida 33180 Telephone: (305) 466-8900 With copy to: City Attorney Weiss Serota Helfman Cole & Bierman, P.L. 2525 Ponce de Leon Blvd. Suite 700 Coral Gables, Florida 33134 Telephone: (305) 854-0800 Facsimile: (305) 854-2323 Contractor: Eric M. Soroka CMCS Consulting Services, LLC 5 XIII.GOVERNING LAW This Agreement shall be construed in accordance with the laws of the State of Florida. Venue for any litigation hereunder shall exclusively be in Miami-Dade County, Florida. The Parties hereby waive any right to trial by jury for any litigation between the Parties which in any way arises out of this Agreement or the Services or the Additional Services. XIV. PUBLIC RECORDS ACT COMPLIANCE A. Public Records: The Contractor shall comply with The Florida Public Records Act as follows: 1. Keep and maintain public records in the Contractor's possession or control in connection with the Contractor's performance under this Agreement, that ordinarily and necessarily would be required by the City in order to perform the service. 2. Upon request by the City's records custodian, provide the City with a copy of requested records or allow the records to be inspected or copied within a reasonable time at a cost that does not exceed the cost provided in Chapter 119, Florida Statutes, or as otherwise provided by law. 3. Ensure that public records that are exempt or confidential and exempt from public records disclosure requirements are not disclosed except as authorized by law for the duration of this Agreement, and following completion of this Agreement until the records are transferred to the City. 4. Upon completion of this Agreement or in the event of termination of this Agreement by either party, any and all public records relating to this Agreement in the possession of the Contractor shall be delivered by the Contractor to the City, at no cost to the City, within seven (7) days. All records stored electronically by the Contractor shall be delivered to the City in a format that is compatible with the City's information technology systems. Once the public records have been delivered to City upon completion or termination of this Agreement, the Contractor shall destroy any and all duplicate public records that are exempt or confidential and exempt from public record disclosure requirements. 6 5. The Contractor's failure or refusal to comply with the provisions of this Section shall result in the immediate termination of this Agreement by the City. IF THE CONTRACTOR HAS QUESTIONS REGARDING THE APPLICATION OF CHAPTER 119, FLORIDA STATUTES, TO THE CONTRACTOR'S DUTY TO PROVIDE PUBLIC RECORDS RELATING TO THIS AGREEMENT, CONTACT THE CUSTODIAN OF PUBLIC RECORDS Custodian of Public Records: Ellisa Horvath, City Clerk Mailing Address: 19200 W. Country Club Drive, Aventura, FL 33180 Telephone Number: 305-466-8917 Email: horvathe@cityofaventura.com [INTENTIONALLY LEFT BLANK] IN WITNESS WHEREOF, the Parties hereto have accepted, made, and executed this Agreement upon the terms and conditions above stated on the day and year first above written. CONTRACTOR: CITY: CMOS Consulting Services LLC City of Aventura, Florida By: By: Eric M. Soroka, Mayor Managing Mem ATTEST: City Clerk Approved as to form and legal sufficiency for City's reliance only: City Attorney 8