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Adopted Work Plan & Operating Budget 07/08m nIAMIBEACH City of Miami Beach, 1700 Convention Center Drive, Miami Beach, Florida 33139, www.miamibeachfl.gov Jorge M. Gonzalez, City Manager Tel: 305-673-7010, Fax: 305-673-7782 September 26, 2007 Honorable Mayor David Dermer and Members of the City Commission: I am pleased to transmit the Adopted Work Plan and Operating Budget for the Fiscal Year (FY) 2007/08, commencing on October 1, 2007 and ending on September 30, 2008 (Adopted Work Plan and Budget), including the Adopted Work Plan, the Adopted Operating Budget, and the Adopted Capital Budget along with the associated Capital Improvement Program for FY 2007/08 through FY 201 1/12. The development of this year's Work Plan and Budget has taken significantly more time, energy, and hard work than in prior years. Based on direction from the Commission and legislation at the State level, the challenge was to produce a budget that provided significant tax relief to the community, while at the same time preserving the service enhancements implemented in response to community priorities. Further, rather than selecting easy fixes for FY 2007/08 alone, the Adopted Work Plan and Budget continues to promote fiscally prudent practices, and supports our Strategic Plan Key Intended Outcomes of "ensuring expenditure trends are sustainable in the long term" and "improving overall financial health and maintain bond rating". In addition to reductions that may occur in FY 2008/09 if proposed constitutional changes are approved, the City will continue to be subject to growth constraints each year going forward. And there may be additional legislated changes going forward. Nonetheless, the efforts we have taken this year will continue to provide insight for us as we work on budgets in future years. The Adopted FY2007/08 General Fund Operating Budget reduces the City's total millage rate by 1.7760 mills to a rate of 5.8970 mills, an unprecedented 23 percent decrease in millage. The general operating millage rate will decrease to the rate of 5.5173, a decrease of 1 .6747 mills. The General Fund Capital Renewal and Replacement millage will decrease from 0.182 to 0.1382, a decrease of 0.0438, generating the same level of funding for renewal and replacement as in FY 2006/07. This represents a combined operating millage of 5.6555. The debt service millage rate will decrease by 0.0575, from 0.299 to 0.2415. Further, the total combined millage rate of 5.8970 is almost 2.8 mills lower than it was in FY 1999/00, and remains lower than most municipalities in Miami-Dade County. FY 2007/08 Adopted Budget Message September 26, 2007 Page 3 The Adopted Work Plan and Budget for FY 2007/08 continues to be aligned with and supportive of the City's Strategic Plan adopted by the Commission in 2005 to address priorities identified through surveys and focus groups of our residents, businesses and community organizations. In follow-up to the City's first ever set of community satisfaction surveys in Increased 2005, the City conducted a set of follow-up community surveys in January community 2007. The 2007 survey of residents and businesses shows that the City is satisfaction making progress in addressing the needs and priorities of community. It -evels with appears that many recent service level enhancements have been increasing our services, community satisfaction levels with our services, particularly businesses particularly satisfaction; and resident satisfaction with cleanliness, availability of family- businesses friendly cultural activities, handling of special events (by South Pointe satisfaction residents), and increased satisfaction with the amount of information received from the City (when getting information directly from the City). Some of the results from the 2007 survey are highlighted below: • Resident results overall remain favorable across a number of survey items and Miami Beach continues to be similar to or above satisfaction levels surveyed in many comparable jurisdictions, and some services have improved further. o Quality of life in the City is rated highly, the City is seen as an 'excellent' or 'good' place to live, work, play or visit (and majority feel it's getting better), and over three-quarters of residents would recommend it to others as a place to live o Safety during the day/evening was positive, and services from Fire, EMS, Ocean Rescue/Beach Patrol, Emergency/Hurricane preparedness and Police rated well o Recent capital improvement projects (Beachwalk, Tot lots and Youth Centers, Golf Club, etc.) continue to be rated favorably o Maintenance/appearance of public buildings, parks, playgrounds, landscaping in rights of way, and street lighting were positive o Recreation programs/facilities and quality of beaches still quite favorable o Tourism's contribution to quality of life and residents' contribution to business success viewed favorably o When contacting the City, courteousness/professionalism of City employees was most positive response to the customer service questions o Cleanliness of streets in neighborhoods and Garbage/trash collection still rated well o Two-thirds feel the City is doing enough with historic preservation and being dog- friendly o Availability of events and job the City is doing handling events show good results FY 2007/08 Adopted Budget Message September 26, 2007 Page 5 2005/06; and two new ATV units on the beaches at night, along with the 13 additional officers with duty hours from 8pm to Gam added in FY 2006/07. in of ions in rates Together with the midnight shift deployments that occurred in FY 2005/06, refinements to shift hours, and redeployment of two community policing officers from the redevelopment district officers, 21 officers will be available on the 41h shift between the hours of 8pm and Gam (compared to seven during FY 2005/06). These officers supplement those already assigned in the afternoon and evening and, together with community policing officers, provide a staffing level of 65 officers available between the hours of lOpm and tam. Further, 41 of these officers are assigned to the South Beach area, providing for more proactive assignments and reducing the need for officers to respond to calls for service from the mid-beach and north beach districts. The FY 2007/08 budget also maintains the two motor units added in FY 2006/07 to assist the Parking Department with traffic enforcement. However, the City will refine the recently implemented Neighborhoods Contact Program initiated in FY 2005/06 by using existing patrol officers during the normal course of work, in lieu of eight Public Safety Officers. In addition, funding for contracted security has been reduced due to refinements in shift deployments, etc. Further, the city will maintain lifeguard coverage of 100% of our publicly accessible beaches, including, the three lifeguard stands added in FY 2006/07 at Lincoln Road, 5'h Street, and 181h Street. Kev Intended Outcomes: • Improve cleanliness of Miami Beach rights-of--way, especially in business areas • Improve cleanliness of Miami Beach waterways Cleanliness of our City continues to be a priority for our residents and businesses. We will maintain expanded services that have been implemented in recent years, which included enhanced service in the following areas: • Along Washington Avenue from S1h Street to Lincoln Road and along Ocean Drive, including an entertainment shift; • The Flamingo Park area; • Lincoln Road between Washington and Collins Avenue; • Harding Avenue from 791h Street to Indian Creek, including Abbott, Byron and Carlyle (five days per week); • the Beach and Boardwalk zones; • 4151 Street and 7151 Street; • Enhanced service levels in alleys citywide and City parking lots; • Roving litter squads in both mid-beach and north beach• Maintains expanded sanitation services for commercial and entertainment areas, alleys, parking lots, the beaches, and residential areas - cleanliness has measurably improved in the last year from these expanded services • Enhanced beach cleanliness through the addition of sandsifting equipment, and enhanced sanitation services from 141h street to S. Pointe; and FY 2007/08 Adopted Budget Message September 26, 2007 Page 6 • Additional funds for waterway cleaning. The City uses a quantitative index to assess the impact of these efforts. Comparing of the results of FY 2005/06 to those of FY 2006/07, the index has shown improvement of 15% percent. The most significant improvements have occurred in the overall streets and sidewalks scores, which have improved by 19%, especially in the entertainment and residential districts. Parking lots also improved significantly - 18% -during the same timeframe. More Beautiful and Vibrant; Mature and Stable; Unique Urban and Historic Environment Key Intended Outcomes: • Increase resident satisfaction with the level of code enforcement; Ensure compliance with code enforcement within a reasonable timeframe • Maintain Miami Beach public areas and rights-of--way, citywide • Ensure all historically significant structures and districts are considered for local designation by the Commission; Protect historic building stock • Increase satisfaction with neighborhood character and increase satisfaction with development and growth management across the City The Adopted Work Plan and Budget maintains code enforcement coverage throughout the City 24 hours a day, seven days a week. Funding for the City's resident guide has been eliminated as this information is more readily available through the City's website that assures continually updated information. Further, while funding for previously proposed graffiti removal on private property has been eliminated along with the Graffiti Coordinator position, funding for removal on public property is maintained. Funding for landscaping and beautification continues to be a Maintains priority. The Adopted Work Plan and Budget provides $0.78 funding for million in funding for replacement of landscaping, pavers, landscaping uplighting, etc. through the Capital Investment Upkeep Account. An replacement and additional $0.72 million is anticipated to be added from surplus funds at the end of FY 2006/07 thereby allowing us to maintain the reforestation $1.5 million programmed in prior years. In addition, the Adopted Work Plan and Budget includes $0.5 million in funding for the City's reforestation program. Over the next 4 years, the City will replace landscaping and trees in our parks and rights-of-way that were damaged or destroyed by storms and hurricanes. Further, the City continues to focus planning efforts on growth management, concurrency, neighborhoods, and landscape planning. FY 2007/08 Adopted Budget Message September 26, 2007 Page 7 Key Intended Outcome: • Increase satisfaction with recreational programs The Adopted Work Plan and Budget continues to provide free movies in Maintains free the parks and recreational special events; free access to pools and youth centers; the scholarship programs for after-school care, summer camp, and reduced specialty camps, and traveling athletic leagues; free-of charge "learn-to- fee recreation swim" program for 3 and 4 year-old residents; as well as reduced fees for programs intramural athletic leagues for residents. In addition, in FY 2006/07 the City established a Senior Transportation Fund in the amount of $150,000 to reimburse eligible providers of senior transportation to special events, recreation activities, etc. Successful recreation programs for teens and seniors also continue to be a priority, along with weekly classes in visual or performing arts in after school programs and summer camps. Compared to FY 2004/05, use of our pools has increased from 80,000 to approximately 120,000 and participation in recreation programs has increased from 5,800 to almost 7,000 (after school, summer camps, athletics, teen and senior clubs). Approximately 12 vacant recreation program personnel have been eliminated, where functions have essentially been absorbed by or combined with other positions. The City will monitor the impact of these reductions to ensure that participation rates and facility appearance are minimally impacted. Key Intended Outcome: • Reduce the number of homeless Much has been accomplished in the last several years, with the census count for the number of homeless in the City declining from 314 in November 2000 to a low of 173 in January 2007. Despite these decreases, homelessness remains a major concern throughout the City. In FY 2007/08, the City will maintain funding of approximately $500,000 per year for homeless services from prior years, including partnering with Citrus Health to provide a coordinated approach to addressing mental health issues often associated with the chronically homeless. However, funding for the homeless job program, unspent in prior years, has been eliminated. Cultural, Entertainment and Tourism Capital Key Intended Outcomes: • Increase community rating of cultural activities • Improve availability and accessibility of major events The City continues to expand support of the arts in recent years, including an emphasis on arts for our children as well as family-oriented cultural activities. The FY 2007/08 Adopted Work Plan and Budget provides funding for $630,000 for grants, with a $50,000 reduction in funding to the Cultural Arts Council offset by increases in Quality of Life funding. Further, we were able to identify an additional $80,000 in funding for CAC grants through some $50,000 in residual FY 2007/08 Adopted Budget Message September 26, 2007 Page 8 interest earnings and reductions in expenses. Although funding for arts education programming in schools has been discontinued, ongoing programs include a partnership with Arts for Learning to offer each of the selected park sites a resident artist teaching up to four classes per week, offering children enrolled in our parks after-school and summer program weekly classes in visual or performing arts. In addition, we are continuing our very successful monthly Arts in the Parks series, where we have brought music, Shakespeare, opera, plays, etc. to our residents in various parks throughout the City. From October 2006 though September 2007, over 2,000 participants attended these events. The City continues to support special events that benefit our residents. Residents have enjoyed benefits from 28 special events happening around the City, including reduced ticket prices and/or advanced offering for the annual Food and Wine Festival, Polo World Cup, Beach Tennis USA, Top Chef Presents a Taste of Miami, and Celia Cruz Day at the Bass; free access to many Superbowl events that took place on Miami Beach; and a free stage on Lincoln Road for the South Beach Comedy festival. None-the-less, since the South Beach Food and Wine Festival is now an established event, City support is not longer essential and the funding has been eliminated. In addition, the functions of the special events inspector added in FY 2005/06 will be combined with the field monitor for concessions and marketing. International Center for Innovation in Culture, Recreation and Business Key Intended Outcome: • Make City more business friendly focus in Building Department to improve customer service and reduce wait times The Adopted Work Plan and Budget continues to focus on reducing the number of open Temporary Certificates of Occupancy and number of overdue re-certifications; reducing the backlog of building plan reviews and elevator inspections; reducing response time to complaints and requests; and improving customer service in our Building Department. Fifteen positions were added in the Building department in these areas over the past two years, a 20 percent increase in staffing. In addition, we have streamlined our lien process and expect to have on-line capability for lien searches available by the beginning of FY 2007/08. Technology upgrades continue to provide opportunities for improvement in this area, with implementation of on-line and electronic project plan drawing submittal and review to be implemented in FY 2007/08. Well-Improved Infrastructure Key Intended Outcome: • Enhance mobility throughout the City FY 2007/08 Adopted Budget Message September 26, 2007 Page 10 as we continue with improving underground infrastructure that is more than 50 years old in our neighborhoods and renovating historic buildings in the City, we will continue to encounter challenges and unforeseen situations which could affect our project scopes and pricing. The Adopted Work Plan and Budget maintains the annual funding of $2.5 million to the Capital Reserve Fund to help ensure that projects are not delayed due to funding shortfalls, by continuing to provide $7.5 million in funding for the capital pay-as-you-go fund. Together with other sources of funds, such as Quality of Life, South Pointe and City Center capital funds, etc., our capital dollars allow continued funding of several important projects in FY 2007/08, such as: • Lummus Park/10'h Street Auditorium improvements • Phase II of improvements for the Scott Rakow Youth Center • Flamingo Park improvements • Normandy Shores Golf Course and associated facilities • Fire Station 2 Historic Building and Hose Tower renovation • Miami Beach Golf Course Cart Barn construction • Remaining Flamingo neighborhood above ground improvements • Additional alleyway restorations • Additional shade structures in parks • Convention Center improvements • Parking lot and garage refurbishment and replacement program More than 50 projects are scheduled to be in construction in In addition, the Adopted Work Plan and Budget provides full funding for the North Beach Recreational Corridor, contingent on final Florida Department of Transportation approval of $2 million of programmed funding. Further, a number of already funded projects are in construction or planned to be in FY 2007/08 including: • South Pointe Park • Muss Park improvements • Flamingo Park Tennis Center • The Multi-Purpose Municipal Parking Facility • Venetian-Belle Isle neighborhood improvements • Nautilus neighborhood improvements • Normandy Shores neighborhood improvements • Normandy Isle neighborhood improvements • Oceanfront neighborhood improvements • Historic City Hall renovation • Colony Theatre restroom renovations • Parking lot and garage renovations • Various utility improvements FY 2007/08 Adopted Budget Message September 26, 2007 Page 13 provide flexibility in the future, allowing us to more easily adapt to changing economic conditions. In addition, in FY 2007/08, the City of Miami Beach created the Ad-Hoc Green Committee to identify and promote policies and practices within Miami Beach to achieve a sustainable environment; minimizing negative impacts and maximizing benefits to the environment. The Adopted Work Plan and Budget provides continued support to this Committee. Transfer to Capital Asset Funds 7% On-going Operations 93% INCREASING TAXPAYER VALUE FOR SERVICES CONTINUES TO BE OUR FOCUS Over the last several years, the City of Miami Beach has adopted budgets that provided tax and fee relief, while at the same time providing service levels enhancements (primarily in public safety, cleanliness of rights-of-ways and other public areas, landscaping and beautification, parks and cultural arts programming, and building/development functions) that address needs and priorities identified by the community; and providing structural changes that enhance capital funding and reserves. To this end, in FY 2005/06 and FY 2006/07, the City of Miami Beach provided additional tax relief by issuing Homeowner Dividends of $200 and $300, respectively, to all homesteaded property owners in the Ciry; enhanced free services to the community; and absorbed fee increases in water, sewer and sanitation. In FY 2006/07, the overall combined millage rate went from 8.073 to 7.673, an unprecedented reduction of 0.4 mills. Further, the combined millage rate overall for FY 2006/07 was set at an entire 1.0 mill lower than it was in FY 1999/00. For FY 2007/08, given the positive results from the 2007 surveys related to recently implemented initiatives, the focus for the budget development process was to provide further tax relief while FY 2007/08 Adopted Budget Message September 26, 2007 Page 15 The General Fund is the primary source of funding for the majority of City services. Revenues are derived from ad valorem property taxes, franchise and utility taxes, business tax receipts (previously called occupational licenses), and permit fees, revenue sharing from various statewide taxes, user fees for services, fines, rents and concession fees, and interest income. Additionally, resort taxes contribute funding for tourist-related activities provided by General Fund departments. General Fund Revenues The Administration is recommending the City's total millage rate be reduced by 1.7760 mills to a rate of 5.8970 mills, an unprecedented 23 percent decrease in millage. The operating millage rate will decrease to the rate of 5.5173, a decrease of 1.6747 mills, and debt service millage rate will decrease by 0.0575, from 0.299 to 0.2415. The General Fund Capital Renewal and Replacement millage will decrease from 0.1 82 to 0.1382, a decrease of 0.0438, generating the same level of funding for renewal and replacement as in FY 2006/07. Further, the combined millage rate overall is almost 2.8 mills lower than it was in FY 1999/00, and remains lower than most municipalities in Miami-Dade County. For FY 2006/07, the total combined operating millage was adopted at 7.374. Based on the June 29, 2007 Certification of Taxable Value, the reduction to 5.6555 mills represents a reduction of $44 million in property tax revenues. FY 2006/07 combined Property tax (ad valorem tax) revenues was budgeted at $161.8 million, excluding debt service. The adopted millage will generate $144.3 million for the FY 2007/08 budget year which is a reduction of $17.5 million (1 1 %) from FY 2006/07 budgeted property tax revenues. Overall Combined City of Miami Beach Tax Rates 0 0 = o 0 0 98 99 '00 'O1 '02 '03 '04 '05 '06 '07 '08 Fiscal Years FY 2007/08 Adopted Budget Message September 26, 2007 Page 18 General Obligation Debt Service Millage 0 fV O rl O O 98 99 '00 'O1 '02 '03 '04 'OS '06 '07 '08 Fiscal Years Total Combined Millage Rates By adopting these millage rates, the City of Miami Beach's overall combined tax rate millage has decreased by 1.7760 mills as compared to the current year, a decrease of 23 percent. ty of Miami Beach Millage Rates ~ 06/07 FY 07/08 Inc/(Dec) % Inc/(Dec) Operating 7.1920 5.5173 (1.6747) -23% Capital Renewal & Replacement 0.1820 0.1382 (0.0438) -24% Debt Service 0.2990 0.2415 (0.0575) -19% Total 7.6730 5.8970 (1.7760) -23% Combining Jurisdictional Operating and Debt Service Millage Levies City of Miami Beach property owners must also pay property taxes to Miami-Dade County, the Miami-Dade County School Board, the South Florida Water Management District, and the Florida Inland Navigation District. The County, School Board, South Florida Water Management District, and Florida Inland Navigation District have all decreased their property tax rates, but the Children's Trust has adopted an increase of 0.0003 mills. Using the adopted tax rates, the changes in taxes paid by City of Miami Beach residents and businesses is estimated as shown in the following table. FY 2007/08 Adopted Budget Message September 26, 2007 Page 21 In addition, approximately $250,000 in additional revenues are proposed from increased resident rates for membership and driving range fees at the Miami Beach Golf Club ($125,000); increased permit fees for the use of City rights-of-way during construction projects ($56,000), and increased permit fees for light pole banners ($72,000). Milla Tax Pointe Subtotal Capital Renewal and Replacement Interest Re~nues Franchise Fees and Taxes Licenses and Permits ~_ Charges for Services Rents and Leases Miscellaneous Resort Tax All Other Sources Inc/(Dec) over FY 2006/07 FY 2007/08 FY 2006/07 Tota I Budget Budget Budget 129, 064, 617 $ 114,114,196 $ (14, 950, 421) 7, 718, 251 7, 718, 251 0 136,782,868 121,832,447 (14,950,421) 3, 266, 096 3, 266, 096 0 5, 300, 000 6, 200, 000 900, 000 22,153, 300 22, 833, 300 680, 000 13,025, 335 14,941,425 1, 916,090 7, 490, 350 8, 242, 350 752, 000 2, 934, 251 4, 371,150 1, 436, 899 6,013,515 7,479,915 1,466,400 19, 571, 309 20, 696, 309 1,125, 000 21,136, 072 20, 761, 545 (374, 527) 100, 890, 228 108, 792, 090 7, 901, 862 General Fund Expenditures Historically, Current Service Levels expenditures have increased between 6% and 8% annually due to salary and fringe increases, in addition to rising fuel, property insurance, and other normal CPI adjustments to other operating expenses. In FY 2007/08 major drivers of Current Service Level expenditures continue to be: • Increases in salaries and fringes due to previously approved 5% COLA increase, as well as average merit increases of 2%; • Increases in pension contributions, primarily for the Fire and Police Pension based on the actuarial estimates; and • Increases in health insurance, based on a 10% cost increase. Current Service Level expenditure projections for FY 2007/08 also include: • Increases in other internal service costs primarily due to increases in Property Management and increased maintenance costs in Information Technology as new systems come on line; and • Expenditures associated with the July re-opening of the Normandy Shores Golf Course are also included ($445,812). FY 2007/08 Adopted Budget Message September 26, 2007 Page 23 be funded from year-end surpluses as available. Further, since the Homeowner Dividend was an early mechanism for providing tax relief to the community, with the proposed reduced tax rates, elimination of the Homeowners Dividend is recommended. In addition, $2.4 million in additional reductions through re-organizations are anticipated to have minimal service impact, and include eliminating 27.5 positions that have been vacant and where functions have essentially been absorbed by other positions or outside contracts; as well as combining certain functions and positions, particularly at the management level; etc. On the other hand, each of the proposed service reductions had stakeholders who would be impacted in some way as each of these programs or services were implemented in response to a need or priority in our community. In order to ensure a thorough review of potential service reductions, staff was directed to provide the type of impact and the magnitude of the impact. Approximately $3.8 million in service reductions are for FY 2007/08, along with the elimination of 52.5 positions. The following table provides a summary of the changes to the FY 2007/08 General Fund expenditures. Details of the reorganizations, efficiencies, etc. as well as the service reductions are provided in Attachment A. FY 2006/07 Operating Budget 237,673 COLA & Merits $ 6,808,435 Pension -Fire & Police 1,973,229 Pension -General 436,956 Health Insurance 861,897 Other Fringes & Overtime 754,514 Other Internal Services 1,502,191 Full Year Costs for projects/programs implemented mid FY 2006/07 545,812 Property Insurance (550,000) WASD Payment 1 000 000 (, ) Ocher Operating Costs (2,247,527) Transfer to 1 1 % Emergency Reserve (3,338,419) Additional Minimal Service Impact Reductions Eliminate Transfer to Risk Mgt Fund (1,000 000) Eliminate Homeowners Dividend (4,900,000) Cost Cutting/Efficiencies, Reorganizations, Reallocations, etc. (2,372,356) Reduce transfer to the Capital Investment Upkeep* (720,000) Proposed Service Reductions (3,519,890) Internal Service Reductions (283,401) Subtotal Decrecrs PS $ 119 9'~ 1 59'1 *Anticipated to be replaced with FY 2006/07 year-end surplus FY 2007/08 Adopted Budget Message September 26, 2007 Page 24 As a result, approximately $27 million in property tax reductions have been addressed through the following: • $7.6 million in increased Current Service Level revenues; • $0.25 million in revenue enhancements; • $0.5 million reduction in property insurance costs due to reduced property insurance levels; • Elimination of the $1 million one-time water and sewer fee payment; • $2.2 million in non-personnel operating cost reductions; • Elimination of $3.3 million in additional transfers to the 1 1 percent reserve; • Elimination of the $1 million in risk management; • Elimination of the $4.9 million in funding for the Homeowners Dividend; • $2.4 million in additional cutting/efficiencies, reorganizations, etc.; and • $3.8 million in service reductions. The resulting total Adopted General Fund Operating Budget is $230,624,537 million which is $7 million or 3% less than the FY 2006/07 adopted budget of $237,673,096. ENTERPRISE FUNDS Enterprise Funds are comprised of Sanitation, Water, Sewer, Stormwater, Parking, and Convention Center Departments. The Adopted FY 2007/08 Enterprise Fund Budget is $121 million, almost unchanged from the adopted FY 2006/07 budget of $120.3 million, and includes and a net reduction of 7.5 positions. Increases in current service level costs are primarily the result of increases in sanitation collection and disposal contract costs, salaries and benefits and increased water and sewer debt payments due to refunding water and sewer bonds. The revenues for the Sanitation Fund, Water and Sewer Funds and the Parking Fund reflect proposed fee increases as well as intergovernmental revenues received through the Amended CDT Interlocal Agreement for sanitation services along major thoroughfares, walkways, alleys, parking lots and beaches throughout the City. In the Sanitation Fund, the adopted budget includes a fee increase of $0.68 per household per month (from $37.57 to $38.25) to address current year increases in contracted collection charges and Miami-Dade County disposal charges. The increase is projected to generate $54,000. For the past two years, we were able to absorb these costs without fee increases. Franchise fees are also recommended to be increased by 2% from 16% to 18%, generating approximately $400,000 in increased revenues to offset cost increases. In comparison the City of Miami charges a 22% franchise fee, North Miami charges 20%, North Miami Beach charges 20%, and South Miami charges 20%. In the Water and Sewer Funds, the total combined operating budgets are $54.2 million, a reduction of $1 million from the prior year, despite additional increases in Miami-Dade County wholesale water rates. The adopted budget includes an increase in fees from $2.79 to $3.23 (16%) per thousand gallons for water and from $4.25 to $4.93 (16%) per thousand gallons for FY 2007/08 Adopted Budget Message September 26, 2007 Page 25 sewer. These are projected to generate $3.1 million in additional water revenues and $3.6 million in additional sewer revenues. These revised fees represent an overall decrease in the increases originally proposed by more than one-third. The fee increases are needed to cover the increase in the Miami-Dade County wholesale water rate, an 10% decrease in consumption, and multi-year operating cost increases. It is important to note that since FY 1995/96, the only increase to the water and sewer fees have been related to increases in either the County's wholesale rates or for debt service increases -and the prior increase related to operational costs was a 3% increase in 1992. Since 1996, all operational expenditure increases related to cost of living adjustments to salaries, increased costs of health insurance and pension, and increases in other operating costs have been absorbed without fee increases. In comparison, between October 1996 and October 2006, operational costs for water and sewer systems based on the Consumer Price Index (CPI) for Water and Sewer Maintenance increased by 47%, an average of almost 5% per year. The following charts highlight the changes in the various components of the water and sewer fees compared to CPI. Water Rate Increase by Category $0.90 $0.80 $0.70 y $0.60 $0.50 $0.40 `~ $0.30 $0.20 $0.10 $- $1.20 $1.00 N $0.80 R ~ $0.60 w ~ $0.40 $0.20 $- 1998 1999 2000 2001 2002 2003 2004 2005 2006 310 260 210 x 160 a c 110 a V 60 10 -40 Sewer Rate Increase by Category 310 260 210 x 160 ~ - - c 110 a U 60 - - - 10 1998 1999 2000 2001 2002 2003 2004 2005 2006 --CMB Debt ~ Miami-Dade Fees CMB Operating tCPI - W&S Maintenance -CMB Debt Miami-Dade Fees CMB Operating -f-CPI - W&S Maintenance FY 2007/08 Adopted Budget Message September 26, 2007 Page 26 The estimated impact of the combined water and sewer increase to the average residential customer using approximately 1 1,000 gallons per month is approximately $12.32 per month. Further on a go forward basis, I am recommending that the rates be reviewed whenever, the CPI for Water and Sewer Maintenance cumulatively increases more than 5%. This is consistent with the policy adopted by the Commission in 2003 for parks and recreation fees, building permit fees, occupational license fees, etc. In the Parking Fund, the adopted budget includes increases in the special event fees and municipal parking permits. Special event fees were increased from $10 to $15; and municipal parking permits were increased from $60 to $70 per month. Internal Support Services are comprised of the Central Services, Fleet Management, Information Technology, Risk Management and Property Management Divisions. The Adopted FY 2007/08 Internal Service Fund budget is $48.7 million. This represents a decrease of $2.5 million from the FY 2006/07 budget, despite increases in salaries and benefits, fuel, and electrical costs. These increases are offset by decreases in property insurance, as well as a reduction of 6.5 positions. These costs are completely allocated to the General Fund and Enterprise Fund departments. The Resort Tax Fund is the source of funding for tourism related expenditures pursuant to legislation enacted by the State of Florida. The Adopted FY 2007/08 Resort Tax budget is $37.2 million as compared to the FY 2006/07 adopted budget of $35.8 million, an increase of $1.4 million that more closely reflects year-to-date actuals for FY 2006/07. The adopted Resort Tax budget for FY 2007/08 includes a $20.7 million transfer to the General Fund for tourism-related services provided by General Fund departments; $5.6 million for operating expenditures and debt service; and $3.2 million transferred for quality of life capital projects and the arts. In addition, $5.5 million and $1.5 million are transferred to the Greater Miami Convention and Visitors Bureau and Miami Beach Visitors Convention Authority, respectively; $400,000 is funded to continue our "25/7" Miami Beach marketing campaign; and $275,000 is funded in contingency. The Resort Tax marketing funds will be added to contributions from the Greater Miami Convention and Visitors Bureau, The Miami Beach Visitors Convention Authority, and the Cultural Arts Council to market Miami Beach as a local destination. CONCLUSION Although the development of our budget this year has been challenging, through rigorous review and good leadership, the Adopted Work Plan and Budget for FY 2007/08 is balanced and enables the City of Miami Beach to continue delivering outstanding, enhanced services to our residents, businesses and visitors, while reducing the overall tax rate, providing fee relief, and continuing structural enhancements to ensure the long-term sustainability of the City. FY 2007/08 Proposed Budget Message August 24, 2007 Page 27 enables the City of Miami Beach to continue delivering outstanding, enhanced services to our residents, businesses and visitors, while reducing the overall tax rate, providing fee relief, and continuing structural enhancements to ensure the long-term sustainobility of the City. The development of this year's Proposed Work Plan and Budget has taken significantly more time, energy, and hard work than in prior years. I would like to thank Mayor Dermer, and the members of the Miami Beach City Commission, for your continued guidance, support and leadership with the budget process and in helping to accomplish so much on behalf of our residents and For the entire Miami Beach community. I would also like to recognize our employees for their continued commitment to the City's mission of providing excellent public services and working so hard to help accomplish so many positive results that benefit the entire community despite the challenges and uncertainty of the post several months. Finally, I would like to thank all staff throughout the City who worked so hard to identify every opportunity for cost reductions in their departments, as well as itemize alternatives with a wide range of service impacts to meet the required cost reductions. Further, I would like to thank my Assistant City Managers, Chief Financial Officer, and all Department and Division Directors. I appreciate all of us working together towards a reduced budget that still allows us to accomplish our goals. In particular, 1 would like to recognize and thank Kathie Brooks, Director of the Office of Budget and Performance Improvement (OBPI~, Jose Cruz, Budget Officer, Carmen Carlson, William Gonzalez and Joseph Reilly, Senior Management and Budget Analysts, Management Consultant Isabel Stillone, and Office Associate Sailyn Arce-Christiansen. I would also like to recognize Ramon Suarez, Sara Patino, and Nadine Lindsay in the Finance Department for their support to the OBPI staff in the loading the proposed capital budget into our financial system. OBPI continues to work particularly hard to continue to enhance the budget process by facilitating greater input and direction from the City Commission and all City departments in developing the Proposed Work Plan and Budget, as well as ensuring that we continue to focus on our community's priorities and measurable performance results, despite reductions in revenues. Respectfully submit~ted'~ / _/ ~. ) 1' ge ~ onzafez City Manager fmancai ~ymrit~ry -eAamance Plan {YalWOttta f~YyNYt MY /Mf.Yfrar f[nr ry07N ' f»1M ahaun -a~aa e a 01x_. 8fM MN iffier dfrrwefMM~ff ~__ ... __ ® ® j Table of Ort3ar{iiafitn <aj mm xa zooT suT Wce 8...~,•m. haYa Mw c4optl Prgfa~a woN~a Comm Mwrlmrq Y O S 62678 f 76,000 f ttQ000 { +W,000 6 6pptlOHlpf Tar f 9 f 62061 t 66600 t ttO.OW f +W.000 D706 2004 2007 aJOT m08 E.ynOtw/ f ca~~ caw Mup1tl GrOJeW6 iDa(dtl Srryff BfM1t f W,366 f 88.100 f 9052 f 035.W2 { febb'a't Clprrn8 8.T81 38be0 i0y,3p1 A70.Wt 13t,8f F1rrW Sraaes 26781 ty,OW ei968 t'2'AB 1gi,(77 C snr 0 30.086 0 0 0 Tar c>rfrr fvd t tB6,T.^. f 9U 7B f +.68,ST { 118'62 i 1`31,962 fiYfbftl lp>•ignf 2 9 7 Etmalfdha a Surtfmlry 1~ wca ufmm r am~r ~m ws:r am ys H: B W aat HrdUldrts Budat Hisbrv 6~ ~! OVERVIEW OF MIAMI BEACH HISTORY OF MIAMI BEACH Miami Beach is a city with an exciting past and equally enticing future. Beginning in 1879, Henry B. Lum arrived with his son Charles at the shores of what would later be known as the City of Miami Beach. The two were quite impressed by the fact that coconut palms were growing at water's edge. The Lums had visions of a great coconut plantation on the shores. When Lum returned to South Florida in 1881, he and a group of investors, including John S. Collins, purchased large tracts of land from the federal government from between $0.75 and $1.25 an acre. Unfortunately, the Beach did not prove to be an ideal locale for growing the palms commercially and their plans were dashed. Collins visited Miami in 1896 to check on his plantation investment. After a partnership disintegrated in 1907, Collins became the sole owner of a five-mile strip of land between the Atlantic Ocean and Biscayne Bay (from approximately fourteenth to sixty-seventh streets). He decided to try his hand at growing avocados, bananas and mangoes as well as a host of vegetables. Collins' family members, including son-in-law Thomas Pancoast, traveled to Miami Beach in 1911 to see what the patriarch was up to. At the time they arrived The Biscayne Navigation Company was in full operation, running ferry boats from the mainland so that people could take advantage of the sun and surf. Bathing "casinos" were beginning to appear at the ocean's side. The Collins family set up the Miami Beach Improvement Company, which was charged with making two major capital improvements: the first, a canal to be dredged through the mangroves from the Collins' farm to Biscayne Bay; the second and loftier goal, a bridge to the mainland. Both projects were underway by 1912. Coincidentally, Carl Graham Fisher was vacationing with his wife, Jane, across the Bay at about the same time. Collins acquired $50,000 in much-needed capital from Fisher to finish the bridge, predecessor of today's Venetian Causeway, which was built in 1926. Collins had sweetened the deal by deeding 200 acres of land to Fisher. He was also granted loans from the Lummus brothers (J.N and J.E.). With this vital transportation link in place, Fisher began clearing the swampland and promoting Miami Beach as a tropical resort. With his financial backing and foresight, a great land sale began in Miami Beach. Fisher wasn't content with the existing land, however. In 1913, he put John Levi in charge of dredging up Biscayne Bay and creating new islands to develop with his newest company, Alton Beach Realty. Fisher and friend Jim Allison had made their first fortune with Prest-O-Cite, one of the first successful automobile headlights manufactured. The flamboyant Fisher is credited with bringing Miami Beach its first bathing beauties, an idea he capitalized on to focus attention on the Oceanside village. He built golf courses and polo fields, tennis courts and grandstands to watch speedboat racing. 66 2007 2006 2005 2004 2007 Taxable Rank Rank Rank Rank Propert Value 2007 Taxes Units Property Type 1 1 1 NR CONTINUUM $503,409,610 $2,968,606.47 311 Condominium 2 7 3 NR SETAI $348,577,547 $2,055,561.79 253 Condominium MURANO 3 6 7 NR GRANDE $339,058,860 $1,999,430.10 267 Condominium MURANO AT 4 8 8 NR PORTOFINO $322,937,770 $1,904,364.03 189 Condominium 5 12 NR NR ICON CONDO $318,948,612 $1,880,839.96 281 Condominium 6 9 6 1 PORTOFINO $298,964,890 $1,762,995.96 220 Condominium LOEWS MIAMI 7 4 13 8 BEACH $280,000,000 $1,651,160.00 800 Hotel RONEY 8 5 2 3 PALACE $275,476,840 $1,624,486.93 578 Condominium 9 13 11 NR AKOYA $272,164,200 $1,604,952.29 420 Condominium GREEN 10 11 5 6 DIAMOND $262,505,530 $1,547,995.11 343 Condominium FONTAINEBL EAU II Hotel & 11 2 19 12 CONDO $254,999,440 $1,503,731.70 463 Condominium 12 14 12 2 IL VILLAGGIO $245,842,710 $1,449,734.46 125 Condominium 13 NR NR NR BATH CLUB $229,980,260 $1,356,193.59 118 Condominium BLUE 14 10 4 5 DIAMOND $229,700,340 $1,354,542.90 343 Condominium THE 15 20 14 10 DECOPLAGE $225,505,575 $1,329,806.38 663 Condominium SEACOAST 16 15 18 NR 5151 CONDO $219,750,435 $1,295,868.32 445 Condominium THE 17 16 16 15 WAVERLY $203,882,894 $1,202,297.43 408 Condominium FLAMINGO SOUTH 18 NR NR NR BEACH I $199,839,620 $1,178,454.24 562 Condominium THE 19 18 NR NR FLORIDIAN $191,139,062 $1,127,147.05 335 Condominium YACHT CLUB AT 20 17 17 9 PORTOFINO $188,634,520 $1,112,377.76 360 Condominium Source: Miami-Dade County, Florida; Department of Property Appraisal: City of Miami Beach Valuation Roll, 2007 71 Industry Comparison by Number of Employees Other 9% Retail 10% Accommodation & Food Service Real Estate 40% 3% Professional Svc 6% Information 3% ;;~ wy~a; Health Care Art, Ent, Recreation ° Public Admin 3% Industry Comparison by Revenue/Economic Activity Other Wholesale 3% ~% Accommodation & Food Service Construction ~ 24% 8% 5' Retail =Art, Ent, Recreation 15% 3% Public Admin 6% Real Estate 5% Professional Svc Health Care 0 6 ° Information 18% 5% 72 STRATEGIC PLANNING AND MANAGEMENT MIAMI BEACH EXCELLENCE MODEL In 2005, the City formalized aperformance-based approach for allocating resources based on the City's Strategic Planning priorities and supporting department work plans in support of the City's Excellence model. The City's excellence model is a strategic measurement-based model for continuous improvement in the City. It is driven by the City's Vision, with priorities established at the strategic level based on customer input and environmental scan information. Broader Key Intended Outcomes (KIO's) are established as multi-year priorities, while more specific Citywide Initiatives are updated annually. Through the annual budget process, resources are allocated in support of these strategic priorities, and performance monitoring is used to track progress and make adjustments for further improvement. The model was adopted by the City Commission in 2006 as the mechanism to guide the provision of services and allocation of resources. Cleaner and Safer, Beautiful and Vibrant, Mature Stable V residential Community with ision Well Improved What is our best possible future and our priority Infrastructure, Urban and focus areas to get there? Histohc Environment, Cultural, Entertainment and Tourism Capital, International Center for Innovation MISSIOtI We are committed to Why are we in business? providing exceuenr public services and Safety to all who work in our vibrant, tropical, historic environment 93 Departments and Other Entities Annual Work Plans and Individual Pertormance Plans COMMUNITY INPUT 2007 Community Satisfaction Surveys In 2007, the City conducted its second set of comprehensive, statistically valid community satisfaction surveys. Overall, survey results showed the community continues to have a very favorable view of the City of Miami Beach as an `excellent' or `good' place to live, work, play or visit, and the majority feel it is getting better. Resident results overall remain favorable across a number of survey items, and some services have improved further. Quality of life in the City also rated highly and over three fourths of its residents would recommend it to others as a place to live. Residents continue to rate favorably areas such as safety during the day/evening and services from Fire, EMS, Ocean Rescue/Beach Patrol, and Emergency/Hurricane Preparedness. Also, recently completed capital improvement projects, maintenance of public buildings, parks, playgrounds, landscaping in rights of way, and street lighting remain positive. Resident satisfaction with recreation programs/facilities and quality of beaches showed favorable results. When contacting the City, courteousness and professionalism of City employees appeared as the most positive of the customer service questions and the availability of events and job the City is doing handling events showed good results. Cleanliness of streets in neighborhoods and Garbage/trash collection still rated well and two third of residents feel the City is doing enough with historic preservation and being dog-friendly. Moreover, business results improving across many survey items, with over 40% of comparable questions increasing by at least 5 points from the 2005 survey. Improvement was seen in rating the City of Miami Beach as a place to run a business, but even more dramatically in the job the City is doing in meeting the needs of businesses. Tourism's contribution to quality of life and resident's contribution to business success viewed favorably. Significant improvements in business ratings can be seen in several areas including cleanliness of streets and waterways, collection of garbage and trash, landscape maintenance in rights-of-way and public areas, amount done for historic preservation, ratings of recreational programs and facilities, recently completed capital projects, and overall experience when contacting the City. The results of these efforts were clearly demonstrated in the findings from the community survey are as follows: Cleaner: Garbage/trash collection was rated by 76% of the residents and 68% of businesses as either excellent or good. The cleanliness of streets in neighborhoods was rated by 65% of the respondents as either excellent or good. Survey results show improvement compared to 2005 in the rating of cleanliness of canals and waterways, with 54% of residents and 51 % of businesses rating this as excellent or good. Safer: Safety and City services provided by Police, Fire, Emergency Medical Response, Ocean Rescue/Beach Patrol, and Emergency/Hurricane preparedness ranked very high: • 78% of residents and 79% of businesses responded that the overall quality of police services were excellent or good. • 96% of residents and 96% of businesses responded that the overall quality of fire services were excellent or good. • 91 % of residents and 93% of businesses responded that the overall quality of emergency medical response services were excellent or good. 94 Impact of the Capital Improvement Program on the Operating Expenditures Annually, as part of the process for preparing the capital budget, operating departments estimate the impact to the operating budget for programmed capital projects. The estimated impacts are initially conceptual in nature and become refined as the project moves through the planning, design, permitting and construction phases of the project. Net operating costs include all anticipated new expenditures associated with a project, offset be any new revenues generated by that project. The table below summarizes by year the estimated impact of the capital budget on operating expenditures: FY 2008/09 FY 2009/10 FY 2010/11 FY 2011 /12 Estimated Operating Impact of $2.1 million $1.3 million $1.4 million $0.0 Capital Pro'ects These estimated impacts are reviewed as part of the analysis of financial trends to ensure that they are consistent with the forecasts. Trends and Forecasts This analysis and forecast is fairly conservative and provides the City with a basis to make financial decisions to ensure that future expenditures do not exceed sustainable trend levels, and to implement long-term strategies to reduce projected shortfalls over the forecast period. In the past year, for example, the City incorporated this trend analysis in collective bargaining negotiations. General Fund Revenues vs. Expenses s3so,ooo,ooo ~oo,ooo,ooo $25o,aoo,aw $zoo,ooo,ooo $, so,aoo,ooo sloo,ooo,ooo 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 Act Act Act Act Act Act Proj Bud Est Est Est Est Est -~- Revenues -~- Expenses 104 O N C E o° V i O) ~ m ~ E~ Ql N~ t~ a S~ p ~ ~ ~ ~ o =~ ~ ~ C m m J~ T ~ U ~ ~ ~ C C U C `o a~ ... y O N C N E m E m ~ a~ V ~ m Q ~ ~ N O O ~ O O) ~ - 00a- E - - 0) y C c C T O ~ _~ C N E U~~ ~ C E O o ~ O LL V l1 V L O Q C F O a` r$ ~Em U S m o 0 d u~i 5v - Two v U Imo V~o`o `o_ ~'E ° o~ EuE ~~ o m - _ N m o°~ a c o w ~ m - y c O ~ w ~ ~ w ~ ~ °a °- yo w ~ m a 3 a. ~ a O ~~ ~, •~ -~ > ~ ~/ ~ = a o E Q ~ ~ V ~ o O ~ Q m a 8 ' ~ /O~~ YL n U ~ +e~ ~ ~ Q ~ ~' ~. w ~ O ~ V °, O ~ U ~ ~v y,~ `~_ E3n t Z V V c = o mN E ~ U i o ~ U III ~ ~ ~ ~ °~ N 9 c E c ~ c w v E E o- ° E o E ~' E~Z - c U U = m U m U p U N U F 'o ~ w 122 ~~ bo FINANCIAL SUMMARIES The City of Miami Beach provides a wide range of municipal services including police; fire- rescue; parks and recreation; water, sewer, stormwater, and sanitation; public works, etc. Our annual operating budget allows us to address the needs of the community. The total budget for FY 2007/08 is $375,499,363 and is comprised of: • The General Fund Budget; • General Obligation Debt; • Enterprise Fund Budget, and • Redevelopment Agency Budget. The City of Miami Beach Redevelopment Agency is a separate entity, whose Chairman and Board of Directors are also the City's Mayor and City Commission. An additional $ 37,232,200 is budgeted for the Resort Tax Fund, which includes a transfer of $20,696,309 to the General Fund. Further, an additional $48,747,800 is budgeted for the Internal Support Services. The Internal Support Services budgeted expenditures are completely offset by revenues received from the General Fund and Enterprise Fund Departments. GENERAL FUND FINANCIAL SUMMARY The General Fund is the primary source of funding for the majority of City services. GENERAL FUND REVENUES Revenues are derived from ad valorem property taxes, franchise and utility taxes, business license and permit fees, revenue sharing from various statewide taxes, user fess for services, fines, rents and concession fees and interest income. Additionally, intergovernmental revenues from Miami-Dade County and Resort Taxes contribute funding for tourist-related activities provided by General Fund departments. FY 2007/08 Adopted General Fund Revenues $230,624,537 Other Rents & Leases Miscellaneous 12% 2% ~ 3% Interest 3% Pinea a Forteils 1% ~ Charges for SVCes.~ .pr -Property Taxes 64% 4% 5% Licenses and Permits Other Taxes 6% 10% 123 In past years, the largest increase in budgeted revenues came from ad valorem property tax, which includes a levy for the general operations of the City, as well as a levy for a Capital Renewal and Replacement reserve. This year however, pursuant to legislation enacted by the State of Florida, our millage has been set at roll-back (that millage rate which will provide the same property tax levy as was levied during the previous fiscal year, exclusive of levies on new construction, additions to structures, deletions and property added due to geographic boundary changes) less an additional 9%. The resulting millage of 5.6555 generates approximately $15 million less in ad valorem taxes than the prior year. This budget reduces the overall combined millage for the City by 1.7760 mills from 7.6730 to 5.8970, an unprecedented 23% reduction. Based on current projections, non ad valorem revenues are anticipated to grow by approximately $7.7 million. The increased revenues include: (1) increased resort tax transfers to the General Fund for tourist-related expenses; (2) new revenues from the Live Nation agreement for the Jackie Gleason Theater; (3) increased interest earnings due to higher interest rates; (4) increased electrical franchise revenues; (5) increased licenses and permits with the re-instatement of Fire Inspection fees, programmed increases in business tax receipts (previously called occupational licenses), and increased revenues from right-of-way and building permits; and (6) increased revenues from full project charge-backs by CIP, full year impacts of the off-duty fee implemented in FY 2006/07, increased revenues from rents and leases, and revenues anticipated from the mid-year re-opening of the Normandy Shores Golf Course. In addition, approximately $250,000 in increased revenues are anticipated from increased resident rates for membership and driving range fees at the Miami Beach Golf Club, increased permit fees for the use of City rights-of-way during construction projects, and increased permit fees for light pole banners. The City's FY 2007/08 operating millage for general operations is reduced to the rate of 5.5173 mills, a decrease of 1.6747 mills. The funding for the General Fund Capital Renewal and Replacement Reserve is reduced by 0.0438 mills to 0.1382 mills, and the Debt Service Millage is 0.2415, a reduction of 0.0575 mills. The combined millage rate is almost 2.8 mills lower than it was in FY 1999/00, and remains lower than most municipalities in Miami-Dade County. 124 from year-end surpluses as available. Further, since the Homeowner Dividend was an early mechanism for providing tax relief to the community, with the proposed reduced tax rates, elimination of the Homeowners Dividend is recommended. In addition, $2.4 million in additional reductions through re-organizations are anticipated to have minimal service impact, and include eliminating 27.5 positions that have been vacant and where functions have essentially been absorbed by other positions or outside contracts; as well as combining certain functions and positions, particularly at the management level; etc. Further, approximately $3.8 million in service reductions have been adopted for FY 2007/08, along with the elimination of 52.5 positions. The following table provides a summary of the adopted changes to the FY 2007/08 General Fund expenditure. Adopted General Fund Expenditures Inc/(Dec) FY 2006/07 Operating Budget $ 237,673,096 FY 2007/08 Current Service Level Changes COLA & Merits $ 6,808,435 Pension -Fire & Police 1,973,229 Pension -General 436,956 Health Insurance 861,897 Other Fringes & CNertime 754,514 Other Internal Services 1,502,191 Full Year Costs for projects/programs implemented mid FY 2006/07 545,812 Subtotal Increases $ 12,883,034 Property Insurance (550,000) WASD Payment (1,000,000) Other Operating Costs (2,247,527) Transfer to 11 % Emergency Reserve (3,338,419) Additional Minimal Service Impact Reductions Eliminate Transfer to Risk Mgt Fund (1,000,000) Eliminate Homeowners Dividend (4,900,000) Cost Cutting/Efficiencies, Reorganizations, Reallocations, etc. (2,372,356) Reduce transfer to the Capital Investment Upkeep* (720,000) Proposed Service Reductions (3,519,890) Internal Service Reductions (283,401) Subtotal Decreases $ (19,931,593) Total Adopted FY 2007/08 General Fund Expenditures 230,624,537 *Anticipated to be replaced with FY 2006/07 year-end surplus As a result, approximately $27 million in property tax reductions have been addressed through the following: • $7.6 million in increased Current Service Level revenues; • $1.0 million in revenue enhancements; • $0.5 million reduction in property insurance costs due to reduced property insurance levels; • Elimination of the $1 million one-time water and sewer fee payment; ia~ • $2.2 million in non-personnel operating cost reductions; • Elimination of $3.3 million in additional transfers to the 11 percent reserve; • Elimination of the $1 million in risk management; • Elimination of the $4.9 million in funding for the Homeowners Dividend; • $2.4 million in additional cutting/efficiencies, reorganizations, etc.; and • $3.8 million in service reductions. The resulting total Adopted General Fund Operating Budget is $230,624,537 million which is $7.0 million or 3% less than the FY 2006/07 adopted budget of $237,673,096. The major expenditure areas are shown in the following chart. FY 2007/08 Adopted General Fund Expenditures $230,624,537 Salan es& Benefits 66 Administrative Support Services ope~ati ~9 Expenses ,~~ MillageCap Replace 2% Normandy Shorr OPe2tin9 0% ~~ Contingency 1% Internal Services 14% ~~~-~-~T2nsrers Debt Service Capital ~~ 5% J 1% 0% Administrative Support Services is comprised of the Communications, Finance, Human Resources/Labor Relations Department, the Procurement Division, and the Offices of Budget and Performance Improvement, City Clerk and City Manager. The Adopted General Fund FY 2007/08 Budget for this area is $14.1 million. This amounts to 6.1% of the Adopted General Fund Budget and represents a decrease of $452,721 or 3.1 % from the FY 2006/07 Budget. City Attorney The Adopted General Fund FY 2007/08 Budget for the City Attorney of $4.2 million, represents 1.8% of the total General Fund Budget and reflects a decrease of $106,274 or 2.5% below the FY 2006/07 Budget. This decrease is due to not funding two vacant attorney positions. Economic Development and the Arts Economic Development and the Arts is comprised of the Building and Planning Departments and Economic Development, Tourism and Cultural Development (including the Byron Carlyle and Colony Theatres), and the Bass Museum. The Adopted General Fund FY 2007/08 Budget is $16 million in the General Fund. This amounts to 6.9% of the total Adopted General Fund Budget and represents an increase of $415,014 or 2.7% over the FY 2006/07 Budget. Operations General Fund Operations is comprised of the Public Works, Neighborhood Services, Parks and Recreation, and the Capital Improvement Projects Office. The Adopted General Fund FY 2007/08 Budget is $43.3. This amounts to 18.8% of the total Adopted General Fund Budget and izs represents a decrease of $600,009 or 1.4% below the FY 2006/07 Budget. This budget is supplemented by $2.2 million of RDA funds for maintenance of RDA projects. Public Safety Public Safety is comprised of the Police and Fire Departments. The Proposed General Fund FY 2007/08 Budget for this area is $122.7 million. This amounts to 53.3% of the total General Fund Adopted Budget and represents an increase of $4.1 million or 3.5% over the FY 2006/07 Budget. This budget is supplemented by $3.0 million of RDA funds for community policing initiatives in the City Center Redevelopment District. GENERAL OBLIGATION DEBT The general obligation debt service payment for FY 2007/08 is approximately $6.16 million, reflecting a decrease of 401,196. These bonds require the levy of a reduced debt service millage of 0.2415 mills, a reduction of 0.0575 mills from the prior year. This is 19% less than the FY 2006/07 rate of 0.2990 mills and a cumulative decrease of 1.245 mills since the $92.465 million General Obligation Bond Referendum in FY 1999. This decrease is due to the increase in assessed property values, the reduction in outstanding principal and lower interest rates on more recent debt issues. Further, the reduced rate provides capacity to address important capital needs that could arise in the future should it be needed. ENTERPRISE FUNDS Enterprise Funds are comprised of Sanitation, Water, Sewer, Stormwater, Parking, and Convention Center Departments. The Adopted FY 2007/08 Enterprise Fund Budget is $121 million, almost unchanged from the adopted FY 2006/07 budget of $120.3 million, and includes and a net reduction of 7.5 positions. Increases in current service level costs are primarily the result of increases in sanitation collection and disposal contract costs, salaries and benefits and increased water and sewer debt payments due to refunding water and sewer bonds. The revenues for the Sanitation Fund, Water and Sewer Funds and the Parking Fund reflect fee increases as well as intergovernmental revenues received through the Amended CDT Interlocal Agreement for sanitation services along major thoroughfares, walkways, alleys, parking lots and beaches throughout the City. In the Sanitation Fund, the revenues reflect a fee increase of $0.68 per household per month (from $37.57 to $38.25) to address current year increases in contracted collection charges and Miami-Dade County disposal charges. Franchise fees are also to be increased by 2% from 16% to 18%, generating approximately $400,000 in increased revenues to offset cost increases. In the Water and Sewer Funds, the total combined operating budgets are $54.2 million, a reduction of $1.1 million from the prior year, despite additional increases in Miami-Dade County wholesale water rates. Water and Sewer revenues reflect an increase in fees from $2.79 to $3.23 (16%) per thousand gallons and from $4.25 to $4.93 (16%) per thousand gallons, respectively, to cover the increase in the Miami-Dade County wholesale water rate, a 10% decrease in consumption, and multi-year operating cost increases. In the Parking Fund, the revenues reflect increases in the special event fees and municipal parking permits. Special event fees increased from $10 to $15 next year and municipal parking permits increased from $60 to $70 per month. These increases are offset by a loss of revenues from unavailable parking spaces for the duration of construction of the New World Symphony garage, as well as increases in operating costs due to contractual labor and maintenance. ia9 FY 2007/08 Adopted Enterprise Fund Revenues $121,023,774 Water Storm Water 7% Sewer Operations 25% FY 2007/08 Adopted Enterprise Fund Expenses $121,023,774 Operating Expense 45 Salaries & Benefts 25% Resort Tax Budget Convention Center 14% Parking 22 Sanitation 12% Renewal & Replacement 7% The Adopted Resort Tax FY 2007/08 Budget is $37.2.million including a $20.7 million transfer to the General Fund for tourism-related services provided by General Fund departments, $5.6 million for operating expenditures and debt service and $3.2 million transferred for quality of life capital projects and the arts. In addition, $5.5 million and $1.5 million are transferred to the Greater Miami Convention and Visitors Bureau and Miami Beach Visitors Convention Authority, respectively; $400,000 is funded to continue our "25/7" Miami Beach marketing campaign; and $275,000 is funded in contingency. The Resort Tax marketing funds will be added to by contributions from the Greater Miami Convention and Visitors Bureau, The Miami Beach Visitors Convention Authority, and the Cultural Arts Council to market Miami Beach as a local destination. Internal Support Services Internal Support Services are comprised of the Central Services, Fleet Management, Information Technology, Risk Management and Property Management Divisions. The Adopted Internal Service FY 2007/08 Fund Budget is $48.7 million. This represents a decrease of $2.5 million from the FY 2006/07 Budget, despite increases in salaries and benefits, fuel, and electrical costs. These increases are offset by decreases in property insurance, as well as a reduction of 6.5 positions. These costs are completely allocated to the General Fund and Enterprise Fund departments. FY 2007/08 Adopted Internal Service Fund Revenues $48,747,800 Risk Management _Central Services FY 2007/08 Adopted Internal Service Fund Expenses $48,747,800 Renewal 8 34% 2% Operating Fleet Management Expense 16% 57 Property Information 20% 28% Replacement Internal Services 5% spital 5% =rvice eenents 24 130 ALL FUNDS Summary of Revenues, Expenditures and Changes in Balance (For Budgetary Purposes Only) Actual Actual Adopted Projected Adopted ALL FUNDS FY 2004/05 FY 2005/06 FY 2006/07 FY 2006/07 FY 2007/08 Revenues Property Taxes $88,233,435 $116,820,132 $143,344,139 $142,053,493 $127,992,522 Capital Renewal & Replacement 1,347,070 2,722,017 3,525,086 3,525,086 3,500,531 Property Taxes -Normandy Shores 92,301 83,702 87,949 41,300 148,820 Other Taxes 20,827,672 22,275,835 22,153,300 22,974,800 22,833,300 Licenses and Permits 13,666,198 16,236,245 13,025,335 15,825,000 14,941,425 Intergovernmental Revenues 14,999,694 18,682,610 15,732,640 15,786,540 15,305,940 Charges for Services 144,444,474 145,653,653 156,029,980 152,122,024 160,111,543 Fines and Forfeits 2,563,991 2,322,452 1,826,000 2,066,500 1,975,000 Interest Earnings 4,741,569 10,322,004 6,999,278 10,198,246 9,325,496 Rents and Leases 2,764,940 3,257,617 2,934,251 3,451,990 4,371,150 Miscellaneous 9,522,903 12,482,746 7,888,939 9,034,019 9,045,324 Other-Resort Tax Contribution 18,928,609 20,456,214 19,571,309 19,571,309 20,696,309 OtherNon-Operating Revenues 8,451,854 10,257,436 9,853,665 9,721,510 8,624,476 Total $330,584,710 $381,572,663 $402,971,871 $406,371,817 $398,871,836 Expenditures Salaries & Benefits Operating Expenses Normandy Shores Operating Contingency Renewal & Replacement MB Homeowner's Dividend Fund Principal Interest Transfers Internal Services Capital Debt Service Total Add back Capital and Principal shown above for budget purposes only Net Increase/(Decrease) in Balance Add: Capital Contributions Beginning Balance Ending Balance $148,070,277 97,446,993 136,663 13, 861,018 0 5,975,000 4,147,153 0 36,693,933 5,557,389 14,567,949 $326,456,375 7,928,784 $161,567,692 109,140, 372 128,833 16, 001, 898 3,115,084 6,060,000 3,889,277 20,411,329 39,048,245 8,494,378 13,872,233 $381,729,341 11,194,955 $182,243,176 110, 938, 389 135,254 12,970,663 4,800,000 2,820,000 3,722,834 17,738,419 42,874,485 7,857,231 19,055,373 $405,155,824 0 13,405,980 $196,156,257 108,113,678 203,833 1,300,000 13,192, 686 0 2,535,000 3,615,558 12,680,000 43,388,755 6,056,322 19, 314, 097 $406,556,186 0 $12,057,119 $11,038,277 ($12,830,354) $14,621,973 ($7,684,350) 10,649 0 0 0 0 $193,883,240 $205,951,008 $216,989,285 $216,989,285 $231,611,258 $205,951,008 $216,989,285 $204,158,931 $231,611,258 $223,926,908 $189,559,714 112,608,868 135,254 1,300,000 13,040,359 4,900,000 2,820,000 3,722,834 17,738,419 43,133, 344 7,662,994 19,180,439 $415,802,225 133 Rents & 2°i Fines & Forfeits 1% Charges for Svices 4% Intefgl)VE 5 Licenses and Permits 6% Other Taxes 10% Property Taxes 54% FY 2007/08 Adopted General Fund Expenditures $230,624,537 Operating Expenses Salaries & Benefits 66% e-Cap Replace 2% Normandy Shores 0% sting Contingency 1% I Services ~4% ers i i° 0% 134 FY 2007/08 Adopted General Fund Revenues $230,624,537 Other FY 2007/08 Adopted Enterprise Fund Revenues Water Operati 20°/ Storm Water 7% Opts a~~~~ ~~ 25% vY12% Parking 22% FY 2007/08 Adopted Enterprise Fund Expenses $121,023,774 Operati Expen; 45% nternal >ervices 8% Capital 3% :rvice ~° Salaries & Benefits 25% Convention "inter 4% Renewal & "- -' - - ment 137 $121,023,774 ALL ENTERPRISE FUNDS Summary of Revenues, Expenses and Changes in Net Assets (For Budgetary Purposes Only) Actual Actual Adopted Projected Adopted ALL ENTERPRISE FUNDS FY 2004/05 FY 2005/06 FY 2006/07 FY 2006/07 FY 2007/08 Revenues Charges for Services $100,008,753 $97,937,702 $103,916,168 $99,750,047 $106,990 739 Interest Earnings 1,111,618 2,231,939 1,345,950 3,387,799 , 2,245 200 IntergovernmentalRevenues 4,500,000 4,500,000 4,500,000 4,500,000 , 4,500 000 Miscellaneous 2,473,807 5,131,773 1,655,424 2,762,522 , 1,425 410 Other 381,542 584,000 1,051,172 919,017 , 935,125 $0 Total $108,475,720 $110,385,414 $112,468,714 $111,319,385 $116,096,474 Expenses Salaries & Benefits $20,209,165 $22,626,772 $28,009,193 $24,614,541 $30,012,734 Operating Expenses 52,574,568 56,426,909 56,539,414 56,267,164 55,205,078 Renewal & Replacement 7,495,396 8,123,930 7,970,483 7,900,787 7,928,787 Internal Services 7,742,935 8,543,076 9,532,005 9,251,813 9,364,696 Capital (for budget purposes only) 2,677,327 3,102,796 3,403,465 4,657,349 3,502,595 Debt Service (incl Principal-budget purposes) 11,228,230 9,770,394 14,877,826 14,755,045 15,009,884 Total $101,927,621 $108,593,877 $120,332,386 $117,446,699 $121,023,774 Add back Capital and Principal shown above 4,853,302 6,162,433 0 9,279,578 0 for budget purposes only Netlncome(Loss) $11,401,401 $7,953,970 ($7,863,672 $3,152,264 ($4,927,300) Add: Capital Contributions 10,649 0 0 0 0 Beginning Net Assets $148,464,629 $159,876,679 $167,830,649 $167,830,649 $170,982,913 Ending Net Assets $159,876,679 $167,830,649 $159,966,977 $170,982,913 $166,055,613 138 ALL INTERNAL SERVICE FUNDS Summary of Revenues, Expenses and Changes in Net Assets (For Budgetary Purposes Only) Actual Actual Adopted Projected Adopted ALL INTERNAL SERVICE FUNDS FY 2004/05 FY 2005/06 FY 2006/07 FY 2006/07 FY 2007/08 Revenues Inter-Departmental Charges $37,870,651 $39,864,489 $44,623,462 $44,469,977 $44,878,454 Interest Earnings 508,328 2,295,121 353,328 610,447 880,296 Intergovernmental Revenues 70,204 92,645 72,000 84,000 92,000 Miscellaneous 90,878 170,382 220,000 211,592 140,000 Other 0 2,000,000 1,000,000 1,000,000 0 Total $38,540,061 $44,422,637 $46,268,790 $46,376,016 $45,990,750 Expenses Salaries & Benefits $8,986,147 $9,437,341 $11,447,054 $10,696,856 $11,653,415 Operating Expenses 26,860,577 26,417,726 30,884,380 28,973,351 28,517,014 Renewal & Replacement 5,018,552 5,348,405 1,544,790 1,544,790 1,763,368 Internal Services 2,242,744 2,107,950 2,386,675 2,386,675 2,318,062 Capital (for budget purposes only) 1,794,101 3,132,022 2,687,682 2,204,143 2,211,050 Debt Service (incl Principal-budget purposes) 1,596,150 2,348,273 2,284,891 2,284,891 2,284,891 Total $46,498,271 $48,791,717 $51,235,472 $48,090,706 $48,747,800 Add back Capital and Principal shown above 3,075,482 5,032,522 0 4,126,402 0 for budget purposes only Net Income (Loss) ($4,882,728) $663,442 ($4,966,682) $2,411,712 ($2,757,050) Add: Capital Contributions 0 0 0 0 0 Beginning Net Assets $14,468,668 $9,585,940 $10,249,382 $10,249,382 $12,661,094 Ending Net Assets $9,585,940 $10,249,382 $5,282,700 $12,661,094 $9,904,044 146 FY 2007/08 Adopted Internal Service Fund Revenues $48,747,800 Risk Management Central Services 34% ~ ~ 2% Fleet Management 16% Property Management Information 20% Technology 28% FY 2007/08 Adopted Internal Service Fund Expenses $48,747,800 Operating Expense 57% Renewal & Replacement ~rnal Services 5% Capital 5% t Service 5% f tS 24% 145 INTERNAL SERVICE FUNDS Summary of Revenues, Expenses and Changes in Net Assets (For Budgetary Purposes Only) RISK MANAGEMENT F 2004/05 F 2005/06 FY 2006/07 Y 2006/07 FY 2 07/08 Revenues Inter-Departmental Charges $14,968,959 $14,848,285 $16,185,677 $16,185,677 $16,031,691 Interest Earnings 94,647 35,350 100,000 100,000 340,000 Other 0 2,000,000 1,000,000 1,000,000 0 Total $15,063,606 $16,883,635 $17,285,677 $17,285,677 $16,371,691 Expenses Salaries & Benefits $525,218 $556,419 $585,055 $583,493 $549,925 Operating Expenses 16,223,053 15,744,401 18,931,594 17,029,156 16,329,371 Renewal & Replacement 4,568 4,666 9,633 9,633 0 Internal Services 48,778 52,085 38,395 38,395 38,395 Capital (for budget purposes only) 77,068 0 0 0 0 Debt Service (incl Principal-budget purposes) 0 0 0 0 0 Total $16,878,685 $16,357,571 $19,564,677 $17,660,677 $16,917,691 Add back Capital and Principal shown above 0 0 0 0 0 for budget purposes only Net Income (Loss) ($1,815,079) $526,064 ($2,279,000) ($375,000) ($546,000) Add: Capital Contributions 0 0 0 0 0 Beginning Net Assets ($9,284,594) ($11,099,673) ($10,573,609) ($10,573,609) ($10,948,609) Ending Net Assets ($11,099,673) ($10,573,609) ($12,852,609) ($10,948,609) ($11,494,609) 151 Property Tax Rate in Nflls FY 1988/89 to FY 2007/08 FY 90 FY 92 FY 94 FY 96 FY 98 FY 00 FY 02 FY 04 FY 06 FY 08 0.0 5.0 10.0 15.0 ® General Operating ~ Debt Service FY 90 FY 92 FY 94 FY 96 FY 98 FY 00 FY 02 FY 04 FY 06 FY 08 Property Tax Levy in Millions of Dollars FY 1988/89 to FY 2007/08 0 50 100 150 200 ^ General Operating ~ Debt Service Property Value Trends 1990 to 2007 $30. o in billions $28. o $26.0 24.0 22.0 $20.0 $18.0 $16.0 $14.0 $12.0 $10.0 $6.0 $4.0 $2.0 $0.0 0~0 0~'` o~`L 00 O~ O~ 00 O~ O~ O°~ 00 O~ Off, 03 Off` O~ 00 O~ ^ PreliminaryValue ^ Final Value ^ Equalization Loss 152 @ 08/08107 for Prelim Revenues FY 2006/07 REVENUE SUMMARY Comparison by Fund and Major Category Actual Actual Adopted Projected Adopted Variance Fund and Major Cate o FY 2004105 FY 2005106 FY 2006107 FY 2006/07 FY 2007/08 Ad 08•Ad 07 GENERAL FUND OPERATING Property Tax (5.5173) Property Tax (5.5173)-So Pt Costs Property Tax (0.1382)-Capital R & R Property Tax (0.1382)-So Pt Cap R&F Property Tax -Norm Shores (1.0363) Other Taxes Licenses and Permits Intergovernmental Charges for Services Fines and Forfeits Interest Rents and Leases Miscellaneous Other G.O. DEBT SERVICE FUND Property Tax (0.2415) Other TOTAL $ 78,174,265 $ 99,292,561 0 7,718,251 1,347,070 2,529,563 0 192,454 92,301 83,702 20,815,659 22,257,255 13, 666,198 16, 236,245 10,429,490 14,089, 965 6,565,070 7,851,462 2,563,991 2,322,452 3,121,623 5,794,944 2,764,940 3,257,617 6,958,218 8,065,496 26, 998, 921 27, 244, 745 0 0 $ 173,497,746 $ 216,936,712 $ 10,059,170 12,013 $ 9,809,320 18,580 $ 10,071,183 $ 9,827,900 $ 129,064,617 $ 127,773,971 7,718,251 7,718,251 3,266,096 3,266,096 258,990 258,990 87,949 41,300 22,153,300 22,974,800 13, 025, 335 15, 825, 000 11,160, 640 11,202, 540 7,490,350 7,902,000 1,826,000 2,066,500 5,300,000 6,200,000 2,934,251 3,451, 990 6,013,515 6,059,905 27,373,802 27,373,802 0 0 $ 237,673,096 $ 242,115,145 $ 6,561,271 $ 6,561,271 0 0 $ 6,561,271 $ 6,561,271 $ 114,114,196 $ (14,950,421) 7, 718, 251 0 3,266,096 0 234,435 (24,555) 148,820 60,871 22,833,300 680,000 14, 941,425 1,916,090 10,713,940 (446,700) 8,242,350 752,000 1,975,000 149,000 6,200,000 900,000 4,371,150 1,436,899 7,479, 914 1,466, 399 28,385,660 1, 011,858 0 0 $ 230,624,537 $ 7,048,559 RDA FUNDS-City TIF only AD VALOREM TAXES Property Taxes-RDA So Pointe Pro ert Taxes-RDA Cit Center TOTAL Center Operations Water Water INTERNAL SERVICE FUNDS Central Services Fleet Management Information Technology Property Management Risk Mana ement TOTAL $ 11,766,831 9,456,446 $ 0 14,057,028 $ 21,223,277 $ 14,057,028 $ 17,889,379 $ 18,756,716 27,194,756 24,533,378 10, 290, 265 15, 569, 227 28,877,745 28,329,428 8,466,717 7,753,602 20, 807, 511 20, 990, 644 $ 113,526,373 $ 115,932,995 $ 788,387 $ 783,205 8,668,671 8,474,526 9,610,468 13, 738,428 7,476,578 8,482,059 16, 8 78, 685 16, 883, 635 $ 43,422,789 $ 48,361,853 $ 0 $ 0 18, 991, 324 18, 991, 324 $ 18,991,324 $ 18,991,324 $ 16,630,117 $ 18,472,208 25,330,512 26,508,931 14, 793,905 15,416, 560 30,586,841 27,835, 363 8,368,000 8,025,000 24, 623, 011 23, 499, 995 $ 120,332,386 $ 119,758,057 $ 861,167 $ 840,785 7,430,539 7,668,906 14, 296, 593 13, 820, 614 9,082,496 8,966,840 19, 564, 677 17, 660, 677 $ 51,235,472 $ 48,957,822 $ 6,160,075 0 $ (401,196) 0 $ 6,160,075 $ 401,196 $ 0 17,690,977 $ (O) 1,300,347 $ 17,690,977 $ 1,300,347 $ 16,979,466 $ 349,349 26, 875, 393 1, 544, 881 14,774,232 (19,673) 30,268,117 (318,724) 8,150,000 (218,000) 23,976,566 646,445 $ 121,023,774 $ 691,388 $ 830,544 $ (30,623) 7,628,820 198,281 13,611,746 (684,847) 9,758,999 676,503 16,917,691 (2,646,986 $ 48,747,800 $ 2,487,672 TOTAL ALL FUNDS $ 361,741,368 $ 405,116,488 $ 434,793,549 $ 436,383,619 $ 424,247,163 $ 10,546,386 See Notes to Revenues 157 FY 2007/08 Adopted General Fund Revenues $230,624,537 Other Rents & I 2°/ Fines & Forfeits 1% Charges for Svices 4% I ntergove 5° FY 2006/07 Adopted General Fund Revenues Rents & Leases $237,673,096 o Miscellaneous Other 1 /o ~ 3% ~ 12% Interest Fines & Forfeits 2% 1% Charges for Svices._~ 3% Intergovernmental 5% Licenses and I I Permits J ' 5% Other Taxes 9% Property Taxes 54% Property Taxes 59% 158 licenses and Other Taxes Permits 10% 6% Actual Actual Adopted Projected Adopted Variance Fund and Ma'or Cate or FY 2004/05 FY 2005106 FY 2006107 FY 2006107 FY 2007/08 Ad 08-Ad 07 RENTS AND LEASES Air Rights Lease Byron Carlyle Colony Theater Live Nation-TOPA* Bus Shelters' South Pointe Park Restaurant' Park One Development Agreement Lincoln Place Develop. Agreement The Lincoln Develop. Agreement Historic City Hall Building * 777 Building* Penrod's Pier Park Restaurant Ballet Valet Ramp Marina Rent-prev So Pt RDA Seawall and Outlots Rental Citv Proo-Other Funds MISCELLANEOUS Bond Issuance Fee Cost Allocation - CIP* So Point RDA -Management Fee City Ctr RDA -Management Fee* Concessions Brother's Vending, Inc. Boucher Brothers -Beachfront Beachfront -Other Road Impact Fee Reimbursement Hurricane Reimbursement Sale of City Property Cable settlement Planning Application Fees Beach Access Communications Advertising Light Pole Banner Application Fee Design Review Fee Lien Letter FL Dept of Trans -Reimb Self-Insurance Reimbursement Parking Reimb - Transp./Engin. Parking Reimb -Police FOP car user fee Convention Center - Mgmt Fee Water and Sewer - Mgmt Fee Parking -Management Fee Sanitation -Management Fee Storm Sewer -Management Fee Internal Service Funds - Mgmt Fee Resort Tax - Mgmt Fee RDA City Center Reimbursement * Resort Tax Capital Res. - Pr.Yr.Balance* FUND BALANCE $ 37,240 $ 40,625 106,261 84,546 300 145,601 0 0 341,672 479,652 469,559 527,224 35,329 40,916 75,000 75,000 105,603 148,819 177,363 156,997 306,037 285,011 680,890 720,577 75,395 87,136 0 261,877 0 0 354,291 203,636 $ 2,764,940 $ 3,257,617 $ 100,000 $ 0 1,619,641 1,440,054 591,458 0 549,839 617,493 14,333 0 403,395 376,868 0 0 106,451 94,841 772, 522 1, 675,148 13,012 9,656 27,970 0 281,349 286,381 57,075 33,375 0 62,054 0 0 103,278 123,319 135, 742 102,155 300,000 187,500 568,681 566,564 550,000 550,000 0 0 189,285 195,784 574,187 1, 744, 304 $ 6,958,218 $ 8,065,496 $ 740,600 $ 740,600 3,062,800 3,062,800 2,433,400 2,433,400 264,500 264,500 264,500 264,500 396,750 397,417 79,350 79,350 828,412 430,869 18,928,609 19,571,309 0 0 0 0 0 0 $ 26,998,921 $ 27,244,745 $ 40,625 $ 40,625 78,750 85,355 138,300 277,514 0 0 450,000 530,000 322,000 505,000 87,040 87,040 187,500 187,500 154,000 204,000 0 5,340 231,000 231,000 660,000 750,000 19,420 21,000 285,000 285,000 42,616 42,616 238,000 200,000 $ 2,934,251 $ 3,451,990 $ 0 $ 0 2,126,464 1,842, 241 0 0 698,870 698,870 39,000 39,000 375,000 437,000 1,000 1,000 100,000 90,000 0 150,000 10,000 10,000 0 0 243,000 270,000 40,000 40,000 50,000 110,000 0 0 92,000 115,000 90,000 80,000 300,000 412,500 553,631 553,631 550,000 550,000 167,774 83,887 203,190 203,190 373,586 373,586 $ 6,013,515 $ 6,059,905 $ 740,600 $ 740,600 3,062,800 3,062,800 2,433,400 2,433,400 264,500 264,500 264,500 264,500 396,750 396,750 74,060 74,060 565,883 565,883 19,571,309 19, 571,309 0 0 0 0 0 0 $ 27,373,802 $ 27,373,802 $ 40,625 $ 0 85,355 6,605 277,514 139,214 1,000,000 1, 000, 000 530,000 80,000 454,500 132,500 87,040 0 187,500 0 204,000 50,000 0 0 231,000 0 725,000 65,000 21,000 1, 580 285,000 0 42,616 0 200,000 38,000 $ 4,371,150 $ 1,436,899 $ 0 $ 0 3, 376, 245 1,249,781 0 0 679,365 (19,505) 39,000 0 445,000 70,000 1,000 0 90,000 (10,000) 0 0 10,000 0 0 0 261,000 18,000 40,000 0 100,000 50,000 72,050 72,050 110,000 18,000 75,000 (15,000) 300,000 0 553,631 0 550,000 0 202,624 34,850 200,000 (3,190) 374,999 1,413 $ 7,479,914 $ 1,466,399 $ 666,540 $ (74,060) 3,062,800 0 2,433,400 0 264, 500 0 264, 500 0 396,750 0 74,060 0 526,801 (39,082) 20,696, 309 1,125, 000 0 0 0 0 0 0 $ 28,385,660 $ 1,011,858 TOTAL GENERAL FUND $ 173,497,746 $ 216,936,712 $ 237,673,096 $ 242,115,145 $ 230,624,537 $ 7,048,559 G.O. DEBT SERVICE FUND* Property Tax (0.2415) Other TOTAL $ 10,059,170 12,013 $ 9,809,320 18,580 $ 10,071,183 $ 9,827,900 $ 6,561,271 $ 6,561,271 0 0 $ 6,561,271 $ 6,561,271 $ 6,160,075 0 $ (401,196) 0 $ 6,160,075 $ 401,196 RDA FUNDS-City TIF only AD VALOREM TAXES* Property Taxes-RDA So Pointe Pro ert Taxes-RDA Cit Center TOTAL $ 11,766,831 9,456,446 $ 0 14,057,028 $ 21,223,277 $ 14,057,028 $ 0 $ 0 18,991,324 18,991,324 $ 18,991,324 $ 18,991,324 $ 0 17,690,977 $ (0) 1,300,347 $ 17,690,977 $ 1,300,347 * See Notes to Revenues 161 FY 2007/08 Adopted Enterprise Fund Revenues $121,023,774 Water Operati 20% Storm Water 7% Sewer Ope 25% Water Operatic 20% Storm Water 7% 12% FY 2006/07 Adopted Enterprise Fund Revenues $120,332,386 Sewer Oi 26% iention Center 14% Parking 22% Mention Center 14% Parking 21% 12% 162 FY 2007/08 Adopted Internal Service Fund Revenues $48,747,800 Risk Management Central Services 34% 2% Fleet Management 16% Property Management Information 2p% Technology 28% FY 2006/07 Adopted Internal Service Fund Revenues $51,235,472 Central Services Risk Management 2% 37% Fleet Management 15% Property Information Management Technology 18% 28 /o 165 Actual Actual Adopted Projected Adopted Variance Fund and Ma'or Cate o FY 2004/05 FY 2005/06 FY 2006107 FY 2006107 FY 2007/08 Ad 08•Ad 07 INTERNAL SERVICE FUNDS CENTRAL SERVICES Inter-Departmental Charges Interest Earning/Other Retained Earnin s* TOTAL FLEET MANAGEMENT Inter-Departmental Charges* Sale of City Property Motor Fuel Refund Interest Earnings/Other Retained Earnin s TOTAL INFORMATION TECHNOLOGY Inter-Departmental Charges Interest Earnings/Other Retained Earnin s TOTAL PROPERTY MANAGEMENT Inter-Departmental Charges * Interest Earning/Other Retained Earnin s TOTAL RISK MANAGEMENT Inter-Departmental Charges * Interest Earning/Other Transfer In -from General Fund * Retained Earnin s* TOTAL $ 707,847 $ 680,543 3,119 3,299 77,421 99,363 $ 788,387 $ 783,205 $ 5,796,005 $ 6,898,404 90,878 170,382 70,204 92,645 282,972 565,307 2,428,612 747,788 $ 8,668,671 $ 8,474,526 $ 9,035,607 $ 9,504,047 95,213 1,225,077 479,648 3,009,304 $ 9,610,468 $ 13,738,428 $ 7,362,233 $ 7,933,210 32,377 466,088 81,968 82,761 $ 7,476,578 $ 8,482,059 $ 14,968,959 $ 14,848,285 94,647 35,350 0 2,000,000 1,815,079 0 $ 16,878,685 $ 16,883,635 $ 806,485 $ 793,000 4,000 2,000 50,682 45,785 $ 861,167 $ 840,785 $ 6,962,186 $ 6,962,186 220,000 211,592 72,000 84,000 126,353 361,128 50,000 50,000 $ 7,430,539 $ 7,668,906 $ 11,806,118 $ 11,806,118 117,975 117,975 2, 372, 500 1, 896,521 $ 14,296,593 $ 13,820,614 $ 8,862,996 $ 8,722,996 5,000 29,344 214,500 214,500 $ 9,082,496 $ 8,966,840 $ 16,185,677 $ 16,185,677 100,000 100,000 1,000,000 1,000,000 2,279,000 375,000 $ 19,564,677 $ 17,660,677 $ 826,544 $ 20,059 4, 000 0 0 50,682 $ 830,544 $ 30,623 $ 6,977,820 $ 15,634 140,000 (80,000) 92,000 20,000 309,000 182,647 110,000 60,000 $ 7,628,820 $ 198,281 $ 11,917,318 $ 111,200 182,928 64,953 1,511,500 861,000 $ 13,611,746 $ 684,847 $ 9,125,081 $ 262,085 44,368 39,368 589,550 375,050 $ 9,758,999 $ 676,503 $ 16,031,691 $ (153,986) 340,000 240,000 0 (1,000,000) 546,000 1,733,000 $ 16,917,691 $ 2,646,986 TOTAL-INTERNAL SERVICE FUND $ 43,422,789 $ 48,361,853 $ 51,235,472 $ 48,957,822 $ 48,747,800 $ 2,487,672 See Notes to Revenues 166 EXPENSE SUMMARY Comparison by Fund and Major Category Actual Actual Adopted Projected Adopted Adopt 08-Adopt 07 Fund and Major Catego FY 2004/05 FY 2005/06 FY 2006/07 FY 2006/07 FY 2007/08 Variance ALL FUNDS General Fund G.O. Debt Service Fund RDA Funds-City TIF only Enterprise Funds Internal Service Funds TOTAL ALL FUNDS ALL FUNDS gating Expenses ewal & Replacement ital Renewal & Replacement Homeowner's Dividend Fund Internal Services RDA Funds-City TIF only Debt Service TOTAL ALL FUNDS $ 167,896,027 $ 214,376,955 10,134,456 9,966,792 20,886,419 14, 057,028 101,927,621 108,593,877 46,498,271 48,791,717 $ 347,342,794 $ 395,786,369 $ 148,070,277 $ 161,576,330 97,571,353 109,243,051 12, 513, 948 13,472, 336 1,347,070 2,529,563 0 3,115,084 0 20,411,329 36,693,933 39,048,245 5,557,389 8,494,378 20, 886, 419 14, 057, 028 24,702,405 23,839,025 $ 347,342,794 $ 395,786,369 $ 237,673,096 $ 233,057,148 6,561,271 6,561,271 18,991, 324 18,991,324 120, 332, 386 117, 446, 699 51,235,472 48,090,706 $ 434,793,549 $ 424,147,148 $ 189,559,714 $ 181,718,263 114, 025,685 111,541,134 9,515,273 9,445,577 3,525,086 3,525,086 4,900,000 4,800,000 17, 738,419 17, 738,419 43,133,344 42,855,096 7,662,994 7,915,605 18,991,324 18,991,324 25,741,710 25,616,644 $ 434,793,549 $ 424,147,148 $ 230,624,537 $ (7,048,559) 6,160,075 (401,196) 17,690,977 (1,300,347) 121,023,774 691,388 48,747,800 (2,487,672) $ 424,247,163 $ (10,546,386 $ 196,156,257 109, 605, 394 9, 692,155 3,500,531 0 12,680,000 43,391,355 6,056,322 17,690,977 25,474,172 $ 424,247,163 (4,420,291) 176, 882 (24,555) (4,900,000) (5,058,419) 258,011 (1,606,672) (1,300,347) 171 FY 2007/08 Adopted General Fund Expenditures $230,624,537 Operating Expenses -Cap Replace 2% Salaries & Benefits 66% Millage-Cap Replace 1% ieNICeS S FY 2006/07 Adopted General Fund Expenditures $237,673,096 operating Expenses Normandy Shores 0% Salaries & Benefits 63 Debt Service Capital 1% 1% Normandy Shores 0% ing Contingency 1% Operating Contingency 1 °~ Internal Services 13% ~MB Homeowner"s Dividend Transfers 2% 7% 172 Capital J 1% 0% FY 2007/08 Adopted Enterprise Expenses $121,023,774 Operate Expen: 45% Renewal & rent eternal Services 8% Capital 3% NICe Salaries & Benefits 25% 175 EXPENSE SUMMARY Comparison by Fund and Major Category Actual Actual Adopted Projected Adopted Adopt 08-Adopt 07 Fund and Major Catego FY 2004/05 FY 2005/06 FY 2006/07 FY 2006/07 FY 2007/08 Variance $ 5,014,853 $ 5,140,591 6,347,680 6,945,137 4,164,108 4,564,256 1,243,223 1,406,897 0 0 0 0 $ 16,769,864 $ 18,056,881 $ 4,241,917 $ 4,640,270 6,617,683 6,869,172 3,425,000 4,000,000 1,779,291 1,659, 316 566,226 566,226 0 0 $ 16,630,117 $ 17,734,984 $ 4,757,416 5,834,396 3,750,000 1,247,359 1,390,295 0 $ 16,979,466 $ 8,386,223 11,544,958 1,633,409 2,711,202 414,700 2,184,901 $ 26,875,393 $ 8,198,767 3,845,831 555,378 1,404,832 533,000 236,424 $ 14,774,232 2,766,633 19,439,181 1,180, 000 1,781,813 176,600 4,923,890 $ 30,268,117 FUNDS Salaries & Benefits Operating Expenses Renewal & Replacement Internal Services Debt Salaries & Benefits Operating Expenses Renewal & Replacement Internal Services Capital Debt Service Salaries & Benefits Operating Expenses Renewal & Replacement Internal Services Capital Debt Service Sewer Operations Salaries & Benefits Operating Expenses Renewal & Replacement Internal Services Capital Debt Service Salaries & Benefits Operating Expenses Renewal & Replacement Internal Services Capital Debt Service $ 5,774,086 9,798,069 1,217,687 2,011,001 1,520,436 1.770.131 $6,385,545 8,920,314 1,261,065 2,188,131 885, 774 1,892,425 $ 3,052,133 $ 4,925,788 4,530,529 8,483,104 255,135 341,472 992,908 1,236,658 40,852 302,154 153,467 158,713 $ 9,025,024 $ 15,447,889 $ 2,067,253 $ 2,102,431 19,224,363 19,924,990 1,044,825 1,082,400 1,683,864 1,628,140 181,945 431,604 3,507,931 1,884,784 $ 27,710,181 $ 27,054,349 $ 1,206,930 $ 1,114,145 1,266,811 1,116,166 115,786 201,666 476,188 638,485 240,143 931,543 2,897,127 3,570,996 $ 6,202,985 $ 7,573,001 $ 3,093,910 $ 2,958,272 11,407,116 11, 037,198 697,855 673,071 1,335,751 1,444, 765 693,951 551,721 2,899,574 2,263,476 $ 20,128,157 $ 18,928,503 $ 7,594,182 $ 7,377,427 11,003,664 10,739,223 1,633,409 1, 655,409 2,464,826 2,301,977 449,530 898,178 2,184, 901 2,184, 901 $ 25,330,512 $ 25,157,115 $ 7,940,152 $ 5,747,289 3,785,445 4,968,003 1,022,074 255,378 1,221,566 1,224,198 588,244 1,086,805 236,424 236,424 $ 14,793,905 $ 13,518,097 $ 2,688,961 $ 2,177,701 20, 056, 911 19, 605, 7 94 1,080,000 1,180,000 1,859,634 1,859,634 490,090 490,090 4,411,245 4,772,902 $ 30,586,841 $ 30,086,121 $ 1,485,897 $ 1,313,168 2,057,837 1,333,500 130,000 130,000 584,566 584,566 534,700 841,375 3,575,000 3,575,000 $ 8,368,000 $ 7,777,609 $ 4,058,084 $ 3,358,686 13,017,874 12,751,472 680,000 680,000 1,622,122 1, 622,122 774,675 774,675 4,470,256 3,985,818 $ 24,623,011 $ 23,172,773 $ 515,499 (783,287) 325,000 (531,932) 824,069 0 $ 349,349 $ 792,041 541,294 0 246,376 (34,830) 0 $ 1,544,881 $ 258,615 60, 386 (466,696) 183,266 (55,244) 0 $ 19,673) $ 77,672 (617,730) 100,000 (77,821) (313,490) 512,645 $ (318,724) $ 1,710,498 $ 224,601 1,765,910 (291,927) 130,000 0 566,592 (17,974) 402,000 (132,700) 3,575,000 0 $ 8,150,000 $ (218,000) $ 4,193,197 12,772,202 680,000 1,655,498 586, 000 4,089,669 $ 23,976,566 TOTAL ENTEPRISE FUNDS $ 101,927,621 $ 108,593,877 $ 120,332,386 $ 117,446,699 $ 121,023,774 $ 691,388 $ 20,209,165 $ 22,626,772 52,574,568 56,426,909 7,495,396 8,123,930 7,742,935 8,543,076 2,677,327 3,102,796 11,228,230 9,770,394 $ 101,927,621 $ 108,593,877 $ 28,009,193 $ 24,614,541 56,539,414 56,267,164 7,970,483 7,900,787 9,532,005 9,251,813 3,403,465 4,657,349 14,877,826 14,755,045 $ 120,332,386 $ 117,446,699 $ 30,012,734 55,202,478 7,928,787 9,367,296 3,502,595 15,009,884 $ 121,023,774 176 FY 2007/08 Adopted Internal Service Fund Expenses $48,747,800 Operating Expense 57% Renewal & Replacement ;rnal Services 5% Capital 5% Service $% CS 24% FY 2006/07 Adopted Internal Service Fund Expenses $51,235,472 Renewal & Operating Expense 61% Replacement ~nal Services 5% Capital 5% Service 4°/a 22% 177 EXPENSE SUMMARY Comparison by Fund and Major Category Actual Actual Adopted Projected Adopted Adopt 08-Adopt 07 Fund and Major Catego FY 2004/05 FY 2005/06 FY 2006/07 FY 2006/07 FY 2007/08 Variance $ 316,161 $ 327,846 383,605 368,824 3,206 4,391 85,415 82,144 0 0 0 0 $ 788,387 $ 783,205 $ 1,233,874 $ 1,316,864 3,593,691 3,431,944 3,018, 511 2,980,127 656,753 554,043 43,276 39,957 1,373, 344 1,702,167 $ 9,919,449 $ 10,025,102 $ 3,381,391 $ 3,563,968 3,655,809 3,499,843 1,749,810 2,113,392 761,674 771,359 1,663,682 3,009,304 222,806 646,106 $ 11,435,172 $ 13,603,972 $ 3,529,503 $ 3,680,882 3,004,419 3,364,075 242,457 245,830 690,124 648,319 10,075 82,761 0 0 $ 7,476,578 $ 8,021,867 $ 525,218 $ 556,419 16,223, 053 15,744,401 4,568 4,666 48,778 52,085 77,068 0 0 0 $ 16,878,685 $ 16,357,571 $ 358,711 $ 354,480 372,531 363,940 4,368 4,368 74,875 74,875 50,682 43,122 0 0 $ 861,167 $ 840,785 $ 1,524,390 $ 1,462,669 3,460,410 3,460,410 0 0 709,191 709,191 50,000 50,000 1, 686, 548 1,686, 548 $ 7,430,539 $ 7,368,818 $ 4,448,851 $ 4,210,170 4,798,303 4,798,303 1,285,789 1,285,789 792,807 792,807 2, 372, 500 1, 896, 521 598,343 598,343 $ 14,296,593 $ 13,581,933 $ 4,530,047 $ 4,086,044 3,321,542 3,321,542 245,000 245,000 771,407 771,407 214,500 214,500 0 0 $ 9,082,496 $ 8,638,493 $ 378,524 373,736 4,368 73,916 0 0 $ 830,544 $ 1,579,929 3,588,860 0 663,483 110,000 1, 686, 548 $ 7,628,820 $ 4,537,892 4,673,980 1,514,000 776,031 1,511,500 598,343 $ 13,611,746 $ 4,607,145 3, 551, 067 245, 000 766,237 589,550 0 $ 9,758,999 $ 585,055 $ 583,493 18,931,594 17,029,156 9,633 9,633 38,395 38,395 0 0 0 0 $ 19,564,677 $ 17,660,677 $ 549,925 16,329,371 0 38,395 0 0 $ 16,917,691 TOTAL INTERNAL SRVC FUNDS $ 46,498,271 $ 48,791,717 $ 51,235,472 $ 48,090,706 $ 48,747,800 $ 2,487,672 INTERNAL SERVICE Fi Salaries & Benefits Operating Expenses Renewal & Replacement Internal Services Debt RNAL $ 8,986,147 $ 9,445,979 26,860,577 26,409,087 5,018,552 5,348,406 2,242,744 2,107,950 1,794,101 3,132, 022 1,596,150 2,348,273 $ 46,498,271 $ 48,791,717 $ 11,447,054 $ 10,696,856 30,884,380 28,973,351 1,544,790 1,544,790 2,386,675 2,386,675 2,687,682 2,204,143 2,284,891 2,284,891 $ 51,235,472 $ 48,090,706 $ 11,653,415 28,517,014 1, 763, 368 2,318,062 2,211,050 2,284,891 $ 48,747,800 $ 206,361 (2,367,366) 218,578 (68,613) (476,632) 0 $ (2,487,672 178 Mayor and Commissioners Formulate policy; enact ordinances, hold public hearings, approve contracts; serve as the Legislative branch of the City of Miami Beach government; meet with constituents, business community members, dignitaries, and visitors. Administrative & Personnel Services ~cesses the payroll and leave/attendant ~cesses billing and travel expenditures; Oversee record management functions -filing for office sting files; serves as secretary for mmissioners; Prepares all financial paperwoi ivel, direct payments, petty cash, releases an elvers); keeps all accounts balanced throughoi year. Clerical 8~ Support Services Forms a variety of responsible general secrets es including: typing, filing, copying, schedul ointments and meetings, screening telephc s, handling incoming/outgoing mail, assisting or typing projects as assigned; Opera idard office, word processing, and data er ipment; Sets up filing systems; Revie rterly gift disclosure form and tracking iplimentary tickets; Screens visitors a phone calls directed to the executive; order off Commission Aides /zes speeches, written documents; resear tituent complaints. Composes constil roses; develops granUresearch papers, le the City Manager; Proofreads M; missioner speeches, letters, requests to Manager, internal/external mail; trains sees internship program; coordinates sp cts for respective Commissioners. 181 Financial Summary Expenditure Area Salaries 8~ Benefits Operating Internal Services Capital Total Budgeted Positions 2005 2006 2007 2007 2008 Actual Actual Budget Projected Adopted $ 878,012 $ 900,613 $ 1,042,618 $ 912,860 $ 1,041,099 76,189 66,426 92,629 102,387 92,629 226,053 227,826 283,613 283,613 270,149 0 0 0 0 0 $ 1,180,254 $ 1,194,865 $ 1,418,860 $ 1,298,860 $ 1,403,877 20 20 20 19 Expenditure Summary $1,zoo,ooo $1,000,000 $800,000 $600,000 $400,000 $200,000 S- Budget Highlights Salaries & Benefts Operating Internal Services Capital 2006 Actual ~ 2007 Projected ~ 2008 Adopted • As part of the City's effort to accommodate the tax roll-back enacted by the State of Florida in 2007, an Executive Office Associate I position was eliminated resulting in a savings of $47,000. • Funding ($174,000) provided for reimbursement to elected officials for automobile and miscellaneous expenses that are incurred while performing official business. Budget History FY 2006/07 • Funding ($174,000) provided for reimbursement to elected officials for automobile and miscellaneous expenses that are incurred while performing official business. 182 ADMINISTRATIVE SUPPORT SERVICES Scope This function is comprised of the following Departments and Divisions: of Function Adopted Adopted to Adpt. GF Over/ Adopted Administrative Support FY '06/07 FY 07/08 Budget 07/08 (Under) Postions City Manager $ 2,328,805 $ 2,289,042 1.0% $ (39,763) 11.0 + 0 PT Communications 1,188,552 1,224,962 0.5% 36,410 8.0+OPT Finance 4,559,048 4,274,374 1.9% (284,674) 38.5 + 0 PT Procurement 902,160 926,568 0.4% 24,408 10.0 + 0 PT Budget&Perflmp 1,985,126 1,904,001 0.8% (81,125) 19.0+0 PT Human Res./Labor Relation 1,895,510 1,802,168 0.8% (93,342) 18.1 +0 PT City Clerk 1,683,647 1,669,012 0.7% (14,635) 10.0 + 0 PT Total General Fund (GF) $ 14,542,848 $ 14,090,127 6.1% $ (452,721) 114.6 + 0 PT Information Technology $ 14,296,593 $ 13,611,746 $ (684,847) 42.5 + 0 PT Risk Management 19,564,677 16,917,691 (2,646,986) 5.9 + 0 PT Central Services 861,167 830,544 (30,623) 6.0 + 0 PT Total Other Funds $ 34,722,437 $ 31,359,981 $ (3,362,456) 54.4 + 0 PT Total Administrative Support $ 49,265,285 $ 45,450,108 Administrative Support Positions Cent Svice Procure City Clk 6% $ (3,815,177) 169.0 + 0 PT nmunications 5°/a OBPI 11% 24% 184 CITY MANAGER'S OFFICE Department Mission/Purpose Statement "We are dedicated to providing executive-level leadership to the organization in order to achieve the City's mission of providing excellent public service and safety to all who live, work and play in our vibrant, tropical historic community, ensure that the City prospers at all levels, including residents, members of the business community, and visitors to the City of Miami Beach." Department Description The City Manager is appointed by the Mayor and City Commission and vested with the responsibility to ensure that policies, directives, resolutions, and ordinances adopted by the City Commission are enforced and implemented. As the City's Chief Executive Officer, the City Manager is responsible for providing executive-level leadership, vision, and guidance to the organization, providing recommendations to the City Commission and implementing policy directives in an efficient and effective manner. In addition, the City Manager is responsible for the daily operations of the City, preparing and administering the budget, planning the development of the City, supervising City employees, interacting with citizen groups and businesses, and is otherwise responsible for the health, safety, and welfare of the residents, members of the business community and the visitors to the City of Miami Beach. Significant Prior Accomplishments Continued to work toward achieving the City's vision by focusing on the following priority areas identified in the City's strategic plan: o Cleaner and Safer; o More Beautiful and Vibrant; o A Mature, Stable Residential Community with Well-improved Infrastructure; o A Unique Urban and Historic Environment; o A Cultural, Entertainment, Tourism Capital; and o An International Center for Innovation in Culture, Recreation and Business. o Supporting outcomes to sustainability of Vision. Completion of over 22 construction projects in FY 2006/07, with a construction value of almost $43 million, including but not limited to, Normandy Isle Park & Pool, TOPA / Jackie Gleason Theater - Surface Parking Lot, 7th & 8th Street Right-of-Way (ROW) Improvements, 16th Street Drainage Improvements and Flamingo Lummus Right-of-Way (ROW) Improvements (Washington Avenue). • Collective bargaining agreements in place for five of the City's bargaining units through September 30, 2009. Four of the five contracts were negotiated and ratified in record time. • Increased value for taxpayers through continued free services including: free access to City pools and youth centers on weekends and during non-programmed hours; and free activities for families and senior citizens at various park facilities. 185 Departmental Financial Summary 2005 2006 2007 2007 2008 EXPENDITURE AREA Actual Actual Budget Projected Adopted Salaries & Benefits $1,362,214 $1,688,608 $1,815,829 $ 1,822,803 $1,811,868 Operating Expenses 128,808 106,490 127,454 113,000 85,254 Internal Service Charges 362,948 368,619 385,522 388,002 391,920 Capital 7,161 8,680 0 0 0 TOTAL $1,861,131 $ 2,172,397 $ 2,328,805 $ 2,323,805 $ 2,289,042 Personnel Positions 13 13 13 11 Expenditure Summary $z,ooo,ooo $1,aoo,ooo -- $1,600,000 $1,400,000 - " $1,200,000 $1,000, 000 $800,000 $600,000 $400,000 $200,000 _- $0 Salaries 8 Benefits Operating Expenses Internal Service Charges Capital 2006 Actual ~ 2007 Projected ~ 2008 Adopted j Budget Highlights • As part of the City's effort to accommodate the tax roll-back enacted by the State of Florida in 2007, the following reductions were made: o Elimination of an Office Associate IV position for a savings of $48,852. o Merging the Chief of Staff function with the Human Resources Director for additional savings of $156,503. o Operating cost reductions and efficiencies totaling $42,200 • This budget provides funding for merit, COLA, pension and health insurance increases for 11 positions. 190 Budget History FY 2006/07 • Savings were achieved by filling the vacant Special Assistant to the City Manager position (grade 19) with a Special Projects Administrator (grade 16). FY 2005/06 • A previously deferred vacant Assistant City Manager position was funded in FY 2005/06. • A vacant Management Analyst position was eliminated to fund an Executive Office Associate I position which assists the filled Assistant City Manager position. FY 2004/05 • Savings of $136,474 were achieved by deferring a vacant Assistant City Manager position as well as other operating efficiencies. FY 2003/04 • This budget provided funding for merit, COLA, pension and health insurance increases for 13 positions. • Savings were achieved by eliminating a vacant Assistant City Manager position. 191 Assistant City Manager Sponsorship the Corporate Sponsc and solicits advertising iip support for ns, events, and as needed. Public Relations/Marketing Internal and external communications, public relations and marketing campaign planning and implementation for the City: including, but not limited to, publications, media relations, graphic design, events, advertising and promotions. Formulates budget and oversee daily operations of the division. Also liaison to the Hispanic Affairs Committee. MBTV operations of MBTV-77 including scheduling, and original televi >n, bulletins board, nt maintenance. iph and tape events Administrative Services iinistrative support to the 3rtment: master calendar, omer assistance, media archives, .Its reports, media assistance, cares and processes payments, other duties as assigned. 196 Financial Summary Revenue Area Comm Advertising Total Expenditure Area Salaries & Benefits Operating Internal Services Capital Total General Fund Budgeted Positions 2 9 9 g Expenditure Summary $aoo,ooo ssoo,ooo $aoo,ooo $zoo,ooo $- Zoos Zoos 2007 2007 2008 Actual Actual Budget Projected Adopted $ 0 $ 62,054 $ 50,000 $ 110,000 $ 100,000 $ 0 $ 62,054 $ 50,000 $ 110,000 $ 100,000 2005 2006 2007 2007 2008 Actual Actual Budget Projected Adopted $ 90,355 $ 438,450 $ 570,592 $ 485,992 $ 605,231 40,591 343,559 445,391 469,991 432,256 35, 781 122,693 172, 569 172, 569 187,475 0 36,085 0 0 0 $ 166,727 $ 940,787 $ 1,188,552 $ 1,128,552 $ 1,224,962 Salaries & Benefits Operating Internal Services Capital 2006 Actual ~ 2007 Projected ~ 2008 Adopted Budget Highlights • As part of the City's effort to accommodate the tax roll-back enacted by the State of Florida in 2007, the following reductions were made: o Eliminated a Public Information Specialist position resulting in a savings of $59,331. o Additional savings of $76,816 resulted from reducing Professional Services ($14,000), reducing the advertising of the City page to daily newspapers only ($11,280), reducing the budget for the City Page/MB Magazine ($18,408), reducing the MB Line internal newsletter to four times per year ($4,500), and reducing operating line items ($28,628). 197 Chief Financial Officer Revenue Management Revenue Division is comprised of inc sections: The Utility Billing Section is responsible for filling and collection of water, sewer, storm w nd waste for the City. The Accounts Receivable Section is respon: it the invoicing and collection of City servi~ :nts and code violations. The Licensing Section is responsible for nuance and billing of occupational licen ~rtificate of use, annual fire inspections cecial permits. The Resort Tax Section is responsible for cllection of citywide taxes on hotel roc repared foods, and beverages. Finance Management Finance Management Division is comprised of vine sections: Finance Administration Finance Department provides financial management policy support, analytical services, and financial oration to the City Manager, departments, the public others; seeks the most efficient and effective use of funds; develops, analyzes and presents information it City finances to the public, the press, bond rating icies, and other interested parties; coordinates ~cial activities within the City government and in s outside City govemment where the City has an est; serves as a key participant in areas of City-wide hies such as economic development; collects and rts Resort Tax; invoices and collects all City utility plans, prepares and implements all utility rates; ces and collects all special assessments; plans, plops, administers and monitors the City's Capital ovement Program (CIP)and works wdh the City's icial advisors, underwriters and bond counsel tc are and implement the City's financing strategies. The Capital Improvement Section provides finani anagement and analytical services to support the Cit apical Improvement Program. The Redevelopment Agency section is responsible e financial transactions and reporting of edevelopment District. The Grants Management Section provides finani :porting for grants compliance. The Accounts Payable Section is responsible for nely and accurate processing of the City's Payments. The Fixed Assets Section monitors and reco ~preciation for purchases and capital assets. The Purchasing-Card (P-Card) Section is responsi r ensuring that all P-Card purchases are props ~ocessed and recorded. General Ledger Management to General Ledger Division is responsible for tr Ilowinc sections: The Financial Reporting section is respon ~r the production of the Comprehensive An financial Report and the coordination of nnual external audit. The Bank Reconciliation section is respon it the reconciliation of all cash and investr The General Ledger section is responsible e recording and posting of all accoun Treasury Management Expenditure and Treasury Management Division prised of the following sections: The Payroll Section is responsible for the processing rect deposits and payroll checks for the employees of The Treasury Section is responsible for the managen 'citywide investments and maintaining banking relation The Liens Section is responsible for providing informs ~ the general public as to monies owed to the City. The Cashiering Section is responsible for the collet ~d application of monies received throughout various The Debt Service Section is responsible for ensuring fie City's long-term debt payments are made timely 202 Departmental Financial Summary General Fund Revenue Area Bond Issuance Fee Lien Letter Total Expenditure Area Salaries & Benefits Operating Expenses Internal Services Capital Total Budgeted Positions General Fund Resort Tax Fund Parking Fund Total Budgeted Positions Zoos Zoos Actual Actual $ 100,000 $ 0 $ 135, 742 102,155 $ 235,742 $ 102,155 $ 2007 2007 Zoos Budget Projected Adopted 0 $ 0 $ 0 90,000 80,000 75,000 90,000 $ 80,000 $ 75,000 2005 2006 2007 2007 2008 Actual Actual Budget Projected Adopted $ 2,829,974 $ 2,795,688 $ 3,484,585 $ 3,256,817 $ 3,404,384 132,200 189,221 208,165 208,165 195,165 576,275 625,753 866,298 867,128 667,325 0 0 0 3,173 7,500 $ 3,538,449 $ 3,610,662 $ 4,559,048 $ 4,335,283 $ 4,274,374 39.5 41.5 42.5 35.5 3.0 3.0 3.0 2.0 0.0 0.0 1.0 1.0 42.5 44.5 46.5 38.5 Expenditure Summary $4,000,000 $3, 500, 000 $3, 000, 000 $2,500,000 $2,000,000 $1, 500, 000 $1,000,000 $500, 000 $- Salaries & Benefits Operating Expenses Internal Services 2006 Actual ~ 2007 Projected ~ 2008 Adopted Capital 203 Formulates and recommends policies and procedures; oversees the City's procurement processes; advises departments and vendors on all procurement-related issues and methods of acquiring the needed goods, services, and equipment; facilitates all evaluation committee meetings; authors, reviews, prepares all commission memorandums and resolutions relative to procurement-related items; represents the City as its key witness in all procurement-related lawsuits; and enforces all ordinances relative to procurement- related issues. :apital Improvements Professional Services Projects Issues solicitations for professional services; solicitations for the selection o reviews proposals for responsiveness; ;aural and engineering firms and facilitates evaluation committee meetings; uction projects; reviews bids and provides guidance and direction tc ;ztions packages for responsiveness; evaluation committee members; issues rtes evaluation committee meetings; purchase orders, blanket purchase orders :es bids received; provides guidance and change orders for goods and services; direction to evaluation committee provides guidance and assistance to all ens; issues purchase orders, blanket citywide departments, residents and ase orders and change orders for vendors; and ensures compliance with Living I im rovement p projects; provides Wage and Equal Benefts Requirements ice and assistance to all citywide Ordinance. ments, residents and vendors. Administration & Clerical Goods, Equipment 8~ ovides administrative and clerical support General Services all vendors and departments; assists in ecial projects; provides guidance and Issues solicitations for goods, equipment anc sistance to all citywide departments and general services; reviews bids and proposals ndors. for responsiveness; facilitates evaluation committee meetings; analyzes bids received; provides guidance and direction tc evaluation committee members; issues purchase orders, blanket purchase orders and change orders for goods and services; provides guidance and assistance to all citywide departments, residents and 210 Financial Summary Expenditure Area Salaries & Benefits Operating Expenses Internal Services Capital Total Budgeted Positions 2005 2006 2007 2007 2008 Actual Actual Budget Projected Adopted $ 501,705 $ 592,002 $ 696,624 $ 651,373 $ 737,648 59,689 58,701 56,773 57,024 48,556 135,188 147, 537 143, 763 143, 763 140, 364 0 0 5,000 5,000 0 $ 696,582 $ 798,240 $ 902,160 $ 857,160 $ 926,568 Expenditure Summary $aoo,ooo $600,000 - $400,000 _ -- -- -- - $200,000 - - - ---- $- Salaries & Benefts Operating Expenses Internal Services Capital 2006 Actual ~ 2007 Projected ~ 2008 Adopted Budget Highlights 9 10 10 10 • As part of the City's effort to accommodate the tax roll-back enacted by the State of Florida in 2007, the following reductions were made: o Replaced Assistant Director position with a lower level Senior Procurement Specialist position for a net savings of $14,668. o Other reductions totaling $19,218 in operating expenses such as travel, training and professional services. Budget History FY 2006/07 • This budget provides funding in salary & benefits of $696,624, for a staff of ten (10), including the newly created Contracts Compliance Specialist position, approved by the City Commission in FY 2005/06, to help ensure compliance with the legal requirements of the "Equal Benefits" and "Living Wage" Ordinances. It also includes projected merit, COLA, pension, and health insurance increases. FY 2005/06 • This budget provides funding in salary & benefits of $572,946, which includes projected merit, COLA, pension, and health insurance increases for a staff of nine (9) procurement professionals. 211 Financial Summary 2005 2006 2007 2007 2008 Revenue Area Actual Actual Budget Projected Adopted Inter-Departmental Charges $ 9,035,607 $ 9,504,047 $ 11,806,118 $11,806,118 $ 11,917,318 Retained Earnings 479,648 3,009,304 2,372,500 1,896,521 1,511,500 Interest/Other 95,213 1,225,077 117,975 117,975 182,928 Total $ 9,610,468 $13,738,428 $14,296,593 $13,820,614 $13,611,746 2005 2006 2007 2007 2008 Expenditure Area Actual Actual Budget Projected Adopted Salaries & Benefits $ 3,381,391 $ 3,563,968 $ 4,448,851 $ 4,210,170 $ 4,537,892 Operating Expenses 3,655,809 3,499,843 4,798,303 4,798,303 4,673,980 Renewal & Replacement 1,749,810 2,113,392 1,285,789 1,285,789 1,514,000 Internal Services 761,674 771,359 792,807 792,807 776,031 Capital 1,663,682 3,009,304 2,372,500 1,896,521 1,511,500 Debt Service 222,806 646,106 598,343 598,343 598,343 Total Budgeted Positions $ 11,435,172 $13,603,972 $14,296,593 $13,581,933 $13,611,746 40.5 43.5 45.5 42.5 Expenditure Summary $6,000,000 $5 000 000 , , $4,000,000 - $3,000,000 - - - - --- $2,000,000 - - -- $1,000,000 - - - - $- , c m a~i °- m :° x ~ •~ °- v Z ~ W ~ U as f6 ~ ~ ~ ~ y ~ .~ C ~ ~ C d N Q cq ~ ~ ~ O ~ ~ '~ ^ 2006 Actual ^ 2007 Projected ^ 2008 Adopted 222 Application Services 2005 2006 2007 2007 2008 Expenditure Area Actual Actual Budget Projected Adopted Salaries & Benefits $ 1,480,271 $ 1,342,209 $ 1,759,701 $ 1,574,000 $ 1,732,995 Operating Expenses 553,890 660,325 858,388 858,388 724,795 Internal Services 157,848 159,524 140,872 140,872 139,394 Capital 1,132,697 257,210 54,000 54,000 54,000 Total $ 3,324,706 $ 2,419,268 $ 2,812,961 $ 2,627,260 $ 2,651,184 Budgeted Positions 18 16 17 15 Support Services 2005 2006 2007 2007 2008 Expenditure Area Actual Actual Budget Projected Adopted Salaries & Benefits $ 1,217,393 $ 1,568,379 $ 1,879,221 $ 1,879,221 $ 2,101,560 Operating Expenses 1,299,350 1,230,808 1,583,359 1,583,359 1,477,852 Internal Services 181,484 150,879 282,577 282,577 264,951 Capital 504,491 1,928,483 2,208,500 1,732,521 1,292,500 Total $ 3,202,718 $ 4,878,549 $ 5,953,657 $ 5,477,678 $ 5,136,863 Budgeted Positions 15.5 19.5 20.5 20.5 Communication Services 2005 2006 2007 2007 2008 Expenditure Area Actual Actual Budget Projected Adopted Salaries & Benefits $ 683,727 $ 653,380 $ 809,929 $ 756,949 $ 703,337 Operating Expenses 1,802,569 1,608,710 2,356,556 2,356,556 2,471,333 Renewal & Replacement 1,749,810 2,113,392 1,285,789 1,285,789 1,514,000 Internal Services 422,342 460,956 369,358 369,358 371,686 Capital 26,494 823,611 110,000 110,000 165,000 Debt Service 222,806 646,106 598,343 598,343 598,343 Total $ 4,907,748 $ 6,306,155 $ 5,529,975 $ 5,476,995 $ 5,823,699 Budgeted Positions 7 8 8 7 223 Director's Office Administration of the offices of Budget, Internal Audit, Organization and Training, and Grants; overall coordination of the effort to achieve performance Citywide in support of the priorities of the community; coordinates implementation of a Citywide performance management process focusing on aligning performance priorities and reporting results Citywide Performance Improvement Facilitation of performance improvemen iitiatives to help achieve the City's key itended outcomes, and to improve efficiencies, including comparing the City': performance data with otherjurisdictions Internal Audit iistration of the City's Int function; ensuring compli City Policies and Proced ng financial integrity ancy of internal controls; ens ty of performance mea: ed Citywide; ensuring compli Resort Tax Ordinances asses audited Organizational Development Went and coordination ensive training program the performance exce rk; administers the City's program Management & Budget ~dget Preparation and Monitoring >ordinating with departments to ensw location of resources in support of tt ity's strategic priorities; compliant ith State Laws regarding tf ablication of the annual budge ialysis and reporting to ensw iherence to budget; update 5 Ye, evenue/Expense forecast Grants Management its Administration; contributes s revenue maximization effo igh continual research and pursuit ts; monitoring Grant fund 240 Departmental Financial Summary General Fund Actual Actual Budget Projected Adopted 2005 2006 2007 2007 2008 OBPI-Admin/Org Dev $ 327,995 $ 512,696 $ 600,645 $ 583,449 $ 559,661 Internal Audit (GF) 319,379 309,429 423,993 397,222 450,751 Mgmt & Budget 620,194 671,114 777,736 769,490 706,528 Grants Mgmt 141,853 163,742 182,752 174,965 187,061 $ 1,409,421 $ 1,656,981 $ Expenditure Area Salaries & Benefits Operating Internal Services Capital Actual Actual 2005 2006 $ 1,124,532 $ 1,356,463 $ 72,616 67,861 210, 866 231, 007 1,407 1,650 Budgeted Positions General Fund Resort Tax Parking Fund Sanitation Fund Total Budg Positions $ 1,409,421 $ 1,656,981 $ 15+OPT 15+0 PT 4+OPT 4+OPT 1+OPT 1+OPT 0+1 PT 0+1 PT 20 + 1 PT 20 + 1 PT 1,985,126 $1,925,126 $ 1,904,001 Budget Projected Adopted 2007 2007 2008 1,593,980 $ 1,562,094 $ 1,547,878 104,480 83,108 65,791 282,016 273,695 290,332 4,650 6,229 0 1,985,126 $1,925,126 $ 1,904,001 15 4 1 1 21 13 4 1 1 19 Expenditure Summary Resort Tax Expenditure Area Salaries & Benefits Operating Internal Services Capital Budgeted Positions $2.000.000 $t soo,ooo $i,ooo,ooo - - $500,000 - - - - - -- - - -- $- Salaries & Benefits Operating Internal Services Capital Actual 2006 ~ Projected 2007 ~ Adopted 2008 Actual Actual 2005 2006 $ 309,388 $ 338,353 $ 134,728 120,883 62,744 63,844 0 0 $ 506,860 $ 523,080 $ Budget Projected Adopted 2007 2007 2008 398,058 $ 403,651 $ 432,582 156, 349 155, 939 158, 002 82,126 79,777 80,896 0 0 0 636,533 $ 639,367 $ 671,480 4 4 4 4 241 Financial Summary General Fund Human Resources Labor Relations Total Expenditure Area Salaries & Benefits Operating Expenses Internal Services Capital Total Budgeted Positions Human Resources Labor Relations Total Budgeted Positions 2005 2006 2007 2007 2008 Actual Actual Budget Projected Adopted $ 1,200,914 $ 1,364,405 $ 1,579,690 $ 1,519,690 $ 1,462,177 198,143 252,124 315,820 321,820 339,991 $ 1,399,057 $ 1,616,529 $ 1,895,510 $ 1,841,510 $ 1,802,168 2005 2006 2007 2007 2008 Actual Actual Budget Projected Adopted $ 1,045,112 $ 1,192,523 $ 1,383,492 $ 1,348,840 $ 1,338,346 68,381 129,924 169,976 154,608 98,158 280,364 290,959 336,314 336,314 361,664 5,200 3,123 5,728 1,748 4,000 $ 1,399,057 $ 1,616,529 $ 1,895,510 $ 1,841,510 $ 1,802,168 16.6 16.6 17.6 15.6 2.0 2.0 3.0 2.5 18.6 18.6 20.6 18.1 Expenditure Summary $1,soo,ooo $1,000,000 $500,000 $- Salaries & Benefts Operating Expenses Internal Services Capital 2006 Actual ~ 2007 Projected ~ 2008 Adopted 254 Risk Management INTERNAL SERVICE FUND Revenue Area Internal Service Charges Retained Earnings Transfer In -General Fund I nterest/Other Total Expenditure Area Salaries & Benefits Operating Expenses Insurance /Claims Renewal & Replacement Internal Services Deficit Reduction Capital Total Budgeted Positions 2005 2006 2007 2007 2008 Actual Actual Budget Projected Adopted $ 14,968,959 $ 14,848,285 $ 16,185,677 $16,185,677 $16,031,691 1,815,079 0 2,279,000 375,000 546,000 0 2,000,000 1,000,000 1,000,000 0 94,647 35,350 100,000 100,000 340,000 $ 16,878,685 $16,883,635 $19,564,677 $17,660,677 $16,917,691 2005 2006 2007 2007 2008 Actual Actual Budget Projected Adopted $ 525,218 $ 556,419 $ 585,055 $ 583,493 $ 549,925 6,406,320 1,476,117 7,265,594 7,265,594 7,490,371 9,816,733 14,268,284 10,666,000 8,763,562 8,839,000 4,568 4,666 9,633 9,633 0 48,778 52,085 38,395 38,395 38,395 0 0 1,000,000 1,000,000 0 77, 068 0 0 0 0 $ 16,878,685 $16,357,571 $19,564,677 $17,660,677 $16,917,691 6.4 6.4 6.4 Expenditure Summary $16,000,000 $14 000 000 , , $12 000 000 , , $10 000 000 , , $8,000,000 $6,000,000 $4,000,000 $2,000,000 $- °t3 w m aNi ~ m fA o2S ~ N m a~'i ... o ~° ~ . ~ ~ d ~ (0 ~ C U ~ Q ~V ~ U N~ mm a puj ~ ~~ U m n C -~ 0 ~ ~ ~ ~ ^ 2006 Actual ~ 2007 Projected ^ 2008 Adopted 5.9 255 Financial Summary City Clerk GENERAL FUND 2005 2006 2007 2007 2008 Revenue Area Actual Actual Budget Projected Adopted Fire Code Violations $ 100,124 $ 79,016 $ 50,000 $ 100,000 $ 75,000 Bldg. Code Violations 276,915 246,839 150,000 200,000 150,000 Code Enforc. Fines 498,437 328,646 250,000 250,000 250,000 Election Qualifying Fees 7,756 6,040 1,000 1,000 1,000 HP/DRB Appeals 1,024 12 1,000 1,000 1,000 Lobbyist Applications 25,423 23,716 0 15,000 10,000 Domestic Partner Fee 3,955 2,170 0 2,000 0 Cable Settlement ($125m) 27,970 0 0 0 0 Total $ 941,604 $ 686,439 $ 452,000 $ 569,000 $ 487,000 2005 2006 2007 2007 2008 Expenditure Area Actual Actual Budget Projected Adopted Salaries & Benefits $ 879,419 $ 712,236 $ 924,915 $ 865,522 $ 970,646 Operating Expenses 167,987 318,433 406,038 405,431 408,053 Internal Services 248,516 249,583 336,144 336,144 290,313 Capital 41,588 56,443 16,550 16,550 0 Total $ 1,337,510 $ 1,336,695 $ 1,683,647 $ 1,623,647 $ 1,669,012 Budgeted Positions 13 + 1 pt 11 11 10 Expenditure Summary $t,zoo,ooo $t,aoo,ooo $800,000 - - - -- ~- $600,000 $400,000 $200,000 - $- Salaries & Benefits Operating Expenses Internal Services Capital 2006 Actual ~ 2007 Projected ~ 2008 Adopted 266 Central Services INTERNAL SERVICE FUND 2005 2006 2007 2007 2008 Revenue Area Actual Actual Budget Projected Adopted Internal Service Charges $ 707,847 $ 680,543 $ 806,485 $ 793,000 $ 826,544 Retained Earnings 77,421 99,363 50,682 45,785 0 Interest/Other 3,119 3,299 4,000 2,000 4,000 Total $ 788,387 $ 783,205 $ 861,167 $ 840,785 $ 830,544 2005 2006 2007 2007 2008 Expenditure Area Actual Actual Budget Projected Adopted Salaries & Benefits $ 316,161 $ 327,846 $ 358,711 $ 354,480 $ 378,524 Operating Expenses 383,605 368,824 372,531 363,940 373,736 Renewal & Replacement 3,206 4,391 4,368 4,368 4,368 Internal Services 85,415 82,144 74,875 74,875 73,916 Capital 0 0 50,682 43,122 0 Total $ 788,387 $ 783,205 $ 861,167 $ 840,785 $ 830,544 Budgeted Positions 6 6 6 6 Expenditure Summary $aoo,ooo $300,000 - - - $200,000 - --- $100,000 - - S Salaries 8 Benefts Operating Renewal 8 Internal Services Capital Expenses Replacement 2006 Actual ~ 2007 Projected ~ 2008 Adopted Budget Highlights City Clerk • As part of the City's effort to accommodate the tax roll-back enacted by the State of Florida in 2007, the following reductions were made: o An Administrative Aide I position was eliminated resulting in a savings of $28,437. o Additional savings of $36,336 were achieved with the reduction of several operating lines items. • This budget provides $150,000 to cover the cost of the 2008 General Election, which includes $75,000 for the possibility of a run-off. • The budget also includes $80,000 for a service which provides Spanish translation and captioning of the Commission Meetings. 267 City Attorney Deputy City Attorney dministrative: Elections/ thics;Legislation:Research & ~afting; Litigation:General, Appellate Litigation, Civil Rights 8 Constitutional Law, Employment: Labor Relations, Appellate, Disability Law, Police Legal Advisor, Police Matters Chief Deputy City Attorney First Assistant City Attorney n: Research & First Assistant City Attorney I Injury, Civil Rights-~ First Assistant City Attorney lent Legislation: ., Personnel Board, I First Assistant Senior Assistant City Attorney Tax, Litigation: Code Com >, Contracts First Assistant City Attorney z, Civil Rights, Cons1 City Attorney Appellate, Personal Injury, Went, Fire Department M Matters, Construction First Assistant City Attorney Use, Redevelopment First Assistant City Attorney arch & Drafting, Elections, Use & Appellate. Senior Assistant City Attorney 'es; Foreclosures; Garnishments Litigation; Construction Litigation. Senior Assistant City Attorney Vacant 273 Departmental Financial Summary 2005 2006 2007 2007 2008 Expenditures Actual Actual Budget Projected Adopted Salaries & Benefits $ 2,339,924 $ 2,490,311 $ 3,025,760 $ 2,634,243 $ 3,017,231 Operating Expenses 646,789 765,073 794,445 966,957 703,216 Internal Service Charges 443,347 456,279 498,395 513,650 490,679 Capital 2,828 26,199 800 4,550 2,000 Total $ 3,432,888 $ 3,737,862 $ 4,319,400 $ 4,119,400 $ 4,213,126 Personnel Positions 22 + 1 PT 22 + 1 PT 22 + 1 PT Expenditure Summary $3,500,000 $3,000,000 $2,500,000 $2,000,000 $1,500,000 $1,000,000 $500,000 $0 Salaries 8 Operating Internal Service Capital Benefts Expenses Charges 2006 Actual ~ 2007 Projected ~ 2008 Adopted Budget Highlights 22 + 1 PT • As part of the City's effort to accommodate the tax roll-back enacted by the State of Florida in 2007, the following reductions were made: o Eliminating $60,000 in outside counsel fees. o Operating cost reductions and efficiencies totaling $21,888. o Eliminating funding of $110,692 for a vacant First Assistant City Attorney position. • This budget includes $575,000 in General Fund costs for outside legal expenses in the areas of litigation and labor relations. • This budget is supported by approximately $425,000 from the Risk Management Fund for workers' compensation and police civil liability casework. Budget History FY 2006/07 • Savings of $73,732 were achieved by deferring a vacant Sr. Assistant City Attorney position. 274 ECONOMIC DEVELOPMENT AND CULTURAL ARTS Scope This function is comprised of the following Departments and Divisions: of Function Economic Development Adopted Adopted to Adpt. GF Over/ Adopted & Cultural Arts FY '06/07 FY 07/08 Budget 07/08 (Under) Postions Economic Development Economic Development Building Planning Total Cultural Arts Tourism & Cultural Affairs Total Total General Fund (GF) Tourism & Conventions Convention Center/TOPA Total Function $ 915,191 $ 933, 299 0.4% $ 18,108 6.0 + 0 PT 8,268,849 8,689,391 3.8% 420,542 79.0 + 0 PT 3,173,702 3,215,399 1.4% 41,697 29.0 + 0 PT $ 12,357,742 $ 12,838,089 5.6% $ 480,347 114.0 + 0 PT $ 3,212,468 $ 3,147,135 1.4% $ (65,333) 18.0 + 0 PT $ 3,212,468 $ 3,147,135 1.4% $ (65,333) 18.0 + 0 PT $ 15,570,210 $ 15,985,224 6.9% $ 415,014 132.0 + 0 PT $ 16,630,117 $ 16,979,466 $ 349,349 2 + 0 PT $ 32,200,327 $ 32,964,690 $ 764,363 134.0 + 0 PT Economic Development & Cultural Arts Positions Tourism Economic Dev Cultural Arts ~ % q% Planning 22 iilding i0 276 ECONOMIC DEVELOPMENT REDEVELOPMENT AGENCY ASSET MANAGEMENT Department Mission/Purpose Statement We are dedicated to enhancing the City's economy and business environment by attracting business and investment to the community, balancing private sector needs with neighborhood quality of live issues, maximizing the efficient use of Cit implementing the objectives of the Redevelopment Plan, and pursuing the City'spstatertand federal legislative objectives." Department Description The Economic Development Department is responsible for carrying out our mission statement through the efforts of the Economic Development Division, the Redevelopment Agency, and the Asset Management Division. The Department monitors the local economy and conducts market research, which insures that both the business/investment community and the City have the most up-to-date, broadest range of market and economic information. The Department meets with potential investors and entrepreneurs to promote the benefits of investing in operations in Miami Beach. The Department is charged with the administration of municipal policies and regulations pertaining to the acquisition, development, management, disposition, and leasing of City-owned property as well as the administration of leasehold interests by the City. Concessions on City-owned property, beaches, and public rights-of-way are managed through the Asset Management Division. The Department also addresses the objectives of the Redevelopment Plan and the continued redevelopment and revitalization of the area, within the context of the New World Symphony's expansion plans and the enhancement of the Convention Center and businesses in the area. The Department supports the City Manager's Office and other Departments by coordinating the efforts of the City's lobbying teams to secure funding from other governmental entities and to change legislation in the best interest of the City. Significant Prior Accomplishments Economic Development • Secured $3.5 million for City projects in FY 2006/07 Congressional domestic spending bills, which unfortunately, were not passed in final version due to the power shift in Washington; • Secured $620,000 in additional Federal funding for the West Avenue Bridge project; • Secured a $750,000 state earmark for the City's storm water improvement program; • Completed the Occupational Licensing Guide; z~~ Financial Summary 2005 2006 2007 2007 2008 Revenue Area Actual Actual Budget Projected Adopted Air Rights Lease $ 37,240 $ 40,625 $ 40,625 $ 40,625 $ 40,625 South Pointe Restaurant 469,559 527,224 322,000 505,000 454,500 Pier Park Restaurant 680,890 720,577 660,000 750,000 725,000 Beachfront Concessions 403,395 376,868 375,000 437,000 445,000 Historic City Hall 177,363 156,997 0 5,340 0 777 Building 306,037 285,011 231,000 231,000 231,000 Park One Develop. Agrmt 35,329 40,916 87,040 87,040 87,040 Lincoln PI. Develop. Agrmt 75,000 75,000 187,500 187,500 187,500 The Lincoln Develop. Agrmt 105,603 148,819 154,000 204,000 204,000 Miami-Metro Vending 14,333 0 0 0 0 Brother's Vending 0 41,400 39,000 39,000 39,000 Ballet Valet Ramp 75,395 87,136 19,420 21,000 21,000 Marina Rent -prev So Pt RDA 0 261,877 285,000 285,000 285,000 Misc Concession Agrmt 82,776 91,080 47,073 57,400 59,316 Total $ 2,462,920 $ 2,853,530 $ 2,447,658 $ 2,849,905 $ 2,778,981 2005 2006 2007 2007 2008 Expenditure Area Actual Actual Budget Projected Adopted Salaries & Benefits $ 571,009 $ 633,457 $ 707,119 $ 731,885 $ 734,094 Operating Expenses 23,807 35,505 47,650 47,650 39,849 Internal Services 167,981 167,280 160,422 163,744 159,356 Capital 7,669 0 0 1,912 0 Total $ 770,466 $ 836,242 $ 915,191 $ 945,191 $ 933,299 Budgeted Positions 8 7 7 6 Expenditure Summary $800,000 $600,000 $aoo,ooo - $zoo,ooo -- - -- $- Salaries & Benefits Operating Expenses Internal Services Capital i 2006 Actual ~ 2007 Projected ~ 2008 Atlopted 284 Budget Highlights • As part of the City's effort to accommodate the tax roll-back enacted by the State of Florida in 2007, the following reductions were made: o A Field Monitor position was eliminated resulting in a savings of $51,027. The duties performed by the Field Monitor will be assumed by the Tourism & Cultural Development Department. o Reduction in operating line items resulted in additional savings of $8,650. • It is anticipated that Historic City Hall will be under construction during FY 2007/08. Therefore, no budgeted revenue is included. Budget History FY 2006/07 • It is anticipated that Historic City Hall will be under construction during FY 2006/07. Therefore, no budgeted revenue is included. • This budget provides funding for merit, COLA, pension and health insurance increases for a staff of seven (7) professionals, included in the $707,119 for Salaries & Benefits, shown above. This division's initiatives help to promote the economic vitality of Miami Beach, as well as the optimal utilization of City properties. FY 2005/06 • This budget includes the transfer of an Office Associate V position to Neighborhood Services. FY 2004/05 • This budget includes the transfer of the Entertainment Industry Liaison to a vacant position in Tourism & Cultural Development, reducing one (1) position in Economic Development and resulting in salary savings of $58,692 in the General Fund. • This budget includes the addition of one (1) Office Associate IV position (serving as a Field Monitor) for the Asset Management section, with salary & benefits of $40,830. This position will be used to monitor beach and market concession, special events, and film permits. This position is expected to generate revenues sufficient to cover its costs. • Direct costs for the administrative oversight of the Redevelopment Agencies are funded through a management fee remitted to the General Fund from the Redevelopment Agencies. 285 Departmental Financial Summary 2005 2006 2007 2007 2008 Revenue Area Actual Actual Budget Projected Adopted Permits-Building $ 3,601,797 $ 4,564,910 $ 3,500,000 $ 5,200,000 $ 4,000,000 Permits-Electrical 1,049,805 1,126,653 800,000 950,000 850,000 Permits-Elevator Inspection 461,818 367,377 350,000 460,000 460,000 Permits-Plumbing 640,857 778,637 500,000 850,000 750,000 Permits-Mechanical 434,373 494,252 400,000 400,000 400,000 Certificate of Occupancy 1,002,320 895,715 750,000 690,000 630,000 Certificate of Completion 229,827 96,957 100,000 125,000 85,000 Permits-Bldg Recertification 42,810 54,800 50,000 65,000 60,000 Permits-Demolition 91,804 119,622 80,000 160,000 100,000 Microfilm-Bldg Department 16,650 19,717 15,000 15,000 15,000 Reimbursement-Radon 106,451 94,841 100,000 90,000 90,000 BIdg.Code Violations 276,915 246,839 150,000 200,000 150,000 BIdg.Training Surcharge 104,542 333,687 259,335 250,000 470,425 BIdg.Other 187,849 167,350 80,000 107,000 88,000 Total $ 8,247,818 $ 9,361,357 $ 7,134,335 $ 9,562,000 $ 8,148,425 2005 2006 2007 2007 2008 Expenditures Actual Actual Budget Projected Adopted Salaries & Benefits $ 4,002,688 $ 4,395,949 $ 6,127,924 $ 5,206,488 $ 6,446,974 Operating Expenses 636,484 900,473 382,133 1,161,047 446,811 Internal Service Charges 929,315 1,168,142 1,517,697 1,542,841 1,571,406 Capital 17,271 223,505 241,095 258,473 224,200 Total $ 5,585,758 $ 6,688,069 $ 8,268,849 $ 8,168,849 $ 8,689,391 Personnel Positions 71 + 0 PT 79 + 0 PT 79 + 0 PT 79 + 0 PT Expenditure Summary $7,000,000 $s,ooo,ooo $s,oao,ooo $a,ooo,ooo $3,000,000 $2,000,000 $1,000,000 $0 Salaries & Operating ~ntemal Service Capdal Benefits Expenses Charges 2006 Actual ~ 2007 Projected ~ 2008 Adopted 294 Budget Highlights • As part of the City's effort to accommodate the tax roll-back enacted by the State of Florida in 2007, the following reductions were made: o Funding for outside contractual employees that provide professional and clerical assistance was reduced by $100,000. o Operating cost reductions and efficiencies totaling $50,000. • Funding of $385,700 for acquisition and upgrading of existing software systems to provide faster, more efficient customer service will be offset completely by a corresponding increase in Building Training Surcharge revenues in the General Fund. Budget History FY 2006/07 • Seven new positions approved during FY 2005/06 to be more responsive to customer needs, will be fully funded in FY 2006/07. The 7 positions being funded are: 1 Assistant Building Director, 2 Engineering Inspectors, 1 Sr. Building Inspector, 1 Electrical Inspector, 1 Development Services Coordinator, and 1 Permit Clerk. These positions and related equipment costs are being funded in the amount of $543,075. The equipment costs will be offset by an increase in Building Training Surcharge revenues in the General Fund amounting to $23,330. The net amount of $519,745 will be provided by the General Fund. • Funding of $151,995 for upgrading of software systems that provide better customer service and record storage capabilities will be offset completely by a corresponding increase in Building Training Surcharge revenues in the General Fund. • A total of $20,000 is provided for postage costs associated with notifying owners of expired permits. • This budget provides full funding in the amount of $61,794 for anon-construction certified position to improve response time to building complaints. This position was approved during FY 2005/06. The related equipment cost will be partially offset by an increase in Building Training Surcharge revenues to the General Fund of $3,770. FY 2005/06 Seven new positions approved during FY 2004/05 to address the increased volume of permit requests and provide better customer service, will be fully funded in FY 2005/06. The 7 positions being funded are: 2 Building Inspectors, 1 Sr. Elevator Inspector, 3 Permits Clerks to assist the Plumbing, Electrical, and Mechanical Sections, and 1 Clerk to be offset by a reduction in contractual employees, These positions are being funded in the amount of $372,554. This amount will be offset by $31,283 from the conversion of a contractual employee and $33,240 being funded by an increase in revenues. The net amount of $320,031 will be provided by the General Fund. 295 Planning & Zoning ervises the processing, review preparation of recommendations the Board of Adjustment and fining Board. Supervises the wth Management process and the nit processing functions of the Board of Adjustment cesses, reviews and prepares t h recommendations to the Board Growth Management cesses and reviews major thresh iects for consistency with Grog iagement objectives currency compliance. Planning Board pares Ordinances and reps ling with amendments to the L~ ~elopment Regulations for the nmission's review. Process ews and prepares draft reports Planning Board. Office of Director Formulates policy to further the City's Urban Planning goals. Supervises the support staff to the City's Development Review Boards (Planning Board, Historic Preservation Board, Design Review Board & Board of Adjustment). Advises the Administration and City Commission on all Urban Development and Preservation issues. General administration of departmental functions. Design, Preservation 8. Neighborhood Supervises the Design Review, Historic Preservation and Neighborhood Urban Development functions of the Department. Assists in the development of policies within the disciplines. Neighborhood/Urban Design ares special neighborhood plat es, formulates urban design guide special guidelines/regulations ervation districts. Zoning 8. Design Development Review esses all applications for Buil pits, Licenses, Certificates ~pancy, etc. Administrative Support 'rovides all administrative and clerice upport for the Department. Processe II Development Review Boar Design 8~ Preservation Supervises the processing, review and preparation of recommendations to the Historic Preservation and Design Review Boards. Supervises the permit processing functions of the Department. Design Review Board zsses, reviews and prepares the c mmendations to the Design Rey Historic Preservation Board repares Historic Designation Rel nd Process, reviews and prepares raft recommendations to the Board. 300 Financial Summary Expenditure Area Salaries 8~ Benefits Operating Expenses Internal Service Charges Capital TOTAL Budgeted Positions 2005 2006 2007 2007 2008 Actual Actual Budget Projected Adopted $ 1,828,784 $1,879,398 $2,485,937 $2,148,012 $ 2,552,182 97,112 142,524 169,041 361,074 138,153 454,385 462,028 513,024 528,916 525,064 22,150 2,389 5,700 5,700 0 $ 2,402,431 $ 2,486,339 $ 3,173,702 $ 3,043,702 $ 3,215,399 26 28 29 Expenditure Summary $3,000,000 $2,500,000 $2,000,000 $1,500,000 $1,000,000 $500,000 $0 29 Salaries & Benefits Operating Internal Service Capital ~ Expenses Charges ~ 2006 Actual ~ 2007 Projected ~ 2008 Adopted Budget Highlights • As part of the City's effort to accommodate the tax roll-back enacted by the State of Florida in 2007 the following reductions were made: o Eliminated funding of $11,000 for contracted planning intern dealing with various neighborhood inititatives. o Reductions in operating costs and efficiencies resulted in additional savings of $73,294. Budget History FY 2006/07 • In FY 2005/06, salary savings were used to fund an additional Field Inspector position at mid-year. In FY 2006/07, this position will be fully funded at a cost of $84,940. The new Field Inspector ensures compliance with Development Review Board Conditions as well as identify problems at projects' early stages. 301 Departmental Financial Summary ALL FUNDS 2005 2006 2007 2007 2008 Revenue by Division Actual Actual Budget Projected Adopted General Fund $ 284,000 $ 547,990 $ 492,050 $ 635,869 $ 1,709,919 State Major Cult Inst 74,446 74,446 64,448 64,448 61,951 Cultural Arts Council 1,306,602 1,296,533 1,281,917 1,542,175 1,045,372 Convention Center 17,889,379 18,756,716 16,630,117 18,472,208 16,979,466 Total All Revenue $ 19,554,427 $ 20,675,685 $ 18,468,532 $ 20,714,700 $ 19,796,708 Expenditure by Division General Fund $ 2,099,172 $ 2,442,360 $ 3,212,468 $ 3,012,468 $ 3,147,135 State Major Cult Inst 74,446 74,446 64,448 64,448 61,951 Cultural Arts Council 1,054,440 959,919 1,281,917 1,246,567 1,045,372 Convention Center 16,769,864 18,056,881 16,630,117 17,734,984 16,979,466 Total All Expenditures $ 19,997,922 $ 21,533,606 $ 21,188,950 $ 22,058,467 $ 21,233,924 Expenditure Area Salaries i~ Benefits $ 6,211,675 $ 6,526,567 5,874,535 $ 6,186,713 6,471,420 Operating 7,706,093 8,323,947 8,672,324 8,758,705 7,471,321 Renewal 8~ Replacement 4,164,108 4,564,256 3,425,000 4,000,000 3,750,000 Internal Services 1,886,887 2,095,228 2,650,865 2,546,823 2,150,888 Capital 29,159 23,608 566,226 566,226 1,390,295 Total All Expenditures $ 19,997,922 $ 21,533,606 $ 21,188,950 $ 22,058,467 $ 21,233,924 Budgeted Positions General Fund 16.53 16.53 16.53 15.25 Art in Public Places 0.47 0.47 0.47 0.75 State Major Cult Inst 0.00 0.00 0.00 0.00 Cultural Arts Council 2.00 2.00 2.00 2.00 Tourism/Protocol 2.00 2.00 2.00 2.00 Convention Center Total Budgeted Positions 21.00 21.00 21.00 20.00 * Convention Center staff are employees of SMG. 312 Tourism 8~ Cultural Development GENERAL FUND 2005 Revenue Area Actual TCD $ Byron/Carlyle Colony Theater Total GF Revenue $ Expenditure by Division $ 1,078,708 $ 1,258,790 $ 1,484,906 $ 1,411,960 $ 1,555,774 2007 2007 2008 Budget Projected Adopted 275,000 $ 275,000 $ 1,347,050 78,750 83,355 85,355 138,300 277,514 277,514 492,050 $ 635,869 $ 1,709,919 TCD $ 558,099 $ 600,345 $ 929,427 $ 869,427 $ 889,795 Byron/Carlyle 230,276 281,884 328,487 279,487 315,215 Colony Theater 33,237 248,117 394,467 379,467 425,799 Bass Museum 1,277,560 1,312,014 1,560,087 1,484,087 1,516,326 Total GF Expenditures $ 2,099,172 $ 2,442,360 $ 3,212,468 $ 3,012,468 $ 3,147,135 Expenditure Area Salaries 8~ Benefits Operating Internal Services Capital Total General Fund Budgeted Positions TCD Byron/Carlyle Colony Theater Bass Museum Total GF Budg Positions $2,000,000 $1,500,000 $1,000,000 $500,000 $0 364,934 510,072 885,628 758,574 731,190 626,771 672,355 841,934 841,934 860,171 28, 759 1,143 0 0 0 $ 2,099,172 $ 2,442,360 $ 3,212,468 $ 3,012,468 $ 3,147,135 7.53 7.53 7.53 6.25 0.50 0.50 0.50 0.50 0.50 0.50 0.50 0.50 8.00 8.00 8.00 8.00 16.53 16.53 16.53 15.25 2006 Actual 278,810 $ 318,667 $ 4,890 84,546 300 144,777 284,000 $ 547,990 $ Expenditure Summary Salaries 8 Benefits Operating Internal Services Capital 2006 Actual ~ 2007 Projected ~ 2008 Adopted 313 OPERATIONS Scope This function is comprised of the following Departments and Divisions: of Function Adopted Adopted to Adpt. GF Over/ Adopted Operations FY '06/07 FY 07/08 Budget 07/08 (Under) Postions Operations Neighborhood Services $ 5,646,042 $ 5,532,938 2.4% $ (113,104) 60.0 + 0 PT Parks & Recreation 28,068,400 28,142,606 12.2% 74,206 197.5 + 144 PT Public Works 7,033,709 6,222,817 2.7% (810,892) 57.5 + 0 PT Capital Improve. Projects 3,126,464 3,376,245 1.5% 249,781 31.0 + 0 PT Total General Fund (GF) $ 43,874,615 $ 43,274,606 18.8% $ (600,009) 346.0 + 144 PT Parking $ 25,330,512 $ 26,875,393 $ 1,544,881 119.5 + 6PT Sanitation 14,793,905 14,774,232 (19,673) 177.0 + OPT Sewer 30,586,841 30,268,117 (318,724) 40.7 + 0 PT Stormwater 8,368,000 8,150,000 (218,000) 26.1 + 0 PT Water 24,623,011 23,976,566 (646,445) 62.7 + 0 PT Property Management 9,082,496 9,758,999 676,503 62.0 + 0 PT Fleet Management 7,430,539 7,628,820 198,281 23.0 + 0 PT Total Other Funds $ 120,215,304 $ 121,432,126 $ 1,216,822 511.0 + 6PT Total Operations $ 164,089,919 $ 164,706,732 $ 616,813 857.0 + 150 PT Total Operations Positions Stormw 3% S Sanit 19% Prop.Mgmt Fleet Mgmt 7% 2% Water tr ~ % ewer 4% v Pkg 13% Neighbor.Svice 6% Parks 30 Public Wks 6% CIP 3% 323 NEIGHBORHOOD SERVICES Department Mission/Purpose Statement "We are dedicated to being responsive to the needs of the neighborhoods by providing the highest quality of service and ensuring customer satisfaction." Department Description The Neighborhood Services Department is divided into four divisions, Administration, Code Compliance, Community Resource and Outreach, Office of Community Services, and Housing and Community Development. A detailed description of functions are provided in the functional Table of Organization on the following pages. The Code Compliance Division of Neighborhood works with neighborhood associations and the business community in an effort to educate them regarding the codes and regulations that most commonly affect them. Code Compliance became a division of the Neighborhood Services Department approximately five years ago. Though the goals of the Division have remained the same, there has been a cultural shift to a more responsive and customer-/business-friendly approach to compliance. Various initiatives have been implemented to foster this shift. Calls for Service Violations/Fiscal Year 2000 2001 2002 2003 2004* 2005 2006 Change since 2000 Cit Code 1,350 1,382 1,400 1,278 1,596 2,137 1,790 33% Warnin Notices Marine Related 72 33 38 31 26 36 47 -35% Pro ert Maintenance 2,750 2,377 2,879 2,163 5,286` 5,982 1,687 -39% Zonin 1,497 1,467 1,258 Sanitation Total Warnin s 4,319 3,877 4,175 "Change in reporting methodology for 2004 forward 878 3,072 893 921 7,126 1,337 1,192 8,547 1,372 2,272 5,378 -8% 100% 25% A vital effort of the Community Resources and Outreach division is to create a centralized point where Miami Beach residents are able to have easier access to City services and receive excellent customer service. • A complaint tracking system directs requests to the department/division able to handle the issue and tracks the request electronically until resolved • 24-hour access through the Better Place system which handles citizens inquiries and services requests by providing accurate logging of information, on-line 24 hours a day 7 days a week • Technical assistance to Neighborhood Associations, effective outreach and assistance to neighborhoods, and resolving neighborhood issues or concerns • Promote public/private partnerships for quality of life issues 324 Neighborhood Service Director Division of Housing and Community Development ie Housing and Community Developme vision's primary mission is to administ id monitor the activities funded through tt feral grants that the City receives from tt S. Department of Housing and Urbs ;velopment (HUD). The Administration Division's function is to coordinate, direct, support and evaluate each operational area to ensure the department's goals and objectives are implemented and met to the highest level of quality possible and are in adherence with all governing rules, regulations, policy and administrative directives. Division of Community Resource and Information e Division's mission is to provide a high le customer service and accurate information expedited fashion to the public and C partments. The Division provides resider sinesses and neighborhood groups with ~venient communications link to reach th zl government. Division of Community Services Office of Community Services prov :t services and advocacy for child lies, elder residents and home ~iduals in our community. Division of Code Compliance ~e Code Compliance Division is responsible fi ;eking compliance with certain provisior >ntained in the City of Miami Beach Code. Th gal is to ensure full compliance with thos ~dinances, regulations, and codes within th ivision's jurisdiction. Code Compliance becam division of the Neighborhood Service epartment approximately four years age sough the goals of the Division have remains e same there has been a cultural shift to a moi ~sponsive and customer/business friend ~proach to compliance. 335 Cede Cem liante Servief LwMf TOTAL OFFICERS ~ S MONGAI'- 16 W:S COVERA~iE VE9DAY - I O 5 HRS COVERP.OE EDNESDAY-14 WiS OOVERAGE HI,RSDAY ~ 1 S HRS COV FAA GE FRIDAY - N HRS COVERAO E SATVRLMY- 165 HRS COVERAGE S VNDAI' ~ 21 HRS COVERAGE SWFT DAYS STAFF 6OOAM ~230PM MONDAY-fRIDAY ] SWDA`i 1 E.OOAM-I70PM MONDAY-iRIDAY 2 SUNDAY ~TIURSDAY 1 MONDAV~THVRSCA `/ 1 11.3MM ~ 8 OOPM Y'IEDNES"DAI ~ SUNDAY 1 O OOPM -H'?GAM TH~IRSG.4Y $VNDAY 1 S U M i OTAL OFFICERS ~ 13 MONDAY-SVNDA`i-2t H OUR COVERAGE SWFT DAYS y'TAFF 7~am-630PM MONDAV~THURSDAY t 10.30AM ~9.OOPM MONDAV~THURSCA`I H30PM-7'.OOAM MONWY-TMURSDAI' ]WAM ~S70PM TVESDAY-fRIDA1' 2 700AM-H.30PM THURSDAY -SUNDAY 3 10.30AM -9.OOPA1 THURSDAY ~SVNDAY 1 S U OV ME 0 At• TOTAL OFFICER6-d MONDAY ~ 16 HRS r,OVERAGE TVESUAV-10.5 HR6 COVERAGE SHIFT DAYS STAFF BOOPM-IOOAM WEDNESDAI' 2 7 WPM ~ 12.OOAM FRIDAY ~ SATIAtDAY $ U V OTAL OFFICES _ 6 MOIJDAY- WEDNESGA'! - 5 HRS ~:OYERAG E f RIDAY-SATVRDA'!-SHRS~ WERAI:`E SWFT GA'f5 STAFF 1 O.OOPM ~3.OOAM MONDAY WEDNESDA'! 1 H OOPM ~ 1 OOAM iRIDA'! ~ S4TLRDAI' 1 - 19 HRS COVERAGE ',WEDNESDAY-13 HRS COVERAGE IY~I7 HRS COVERAGE N HRS COVERAGE ~Y- t9 5 HIS COVERAGE TOTAL OFFICERS- ] M ONOpV ~ TVESDAY ~ 9 HRS COVERAGE EDNESDp'! ~ FRIDA'/ -12 HRS CCNERAOE SATVRD4Y~SUWDAY-12 HRS COVERA GE SWFT DAYS STAFF 7 OOAM - 3.30PM MONDAY - FRIDRI' 2 8 OOAM ~ 4.30PM MONDAY- FRIDMI' 1 7 uLAM ~330PM WEDNESDAY-SUNDAY 2 10.10~7.00.°M WEDNESGP./-^uVi Y~A`t 7 TOTAL OFFICERS - 7 MONDAY - I B FRS COVERAGE TVESDAY, WEDNESDA'l~t2 HRS COVERAGE THURSDAY~I6 NRS COVERAGE F RIGA`r - Z2 HRS COVERAGE SATVRp41' - 21 HRS COVERAGE SUNDAY~22 HRS COVERAGE SWFT DAYS STAFF 6'OOAM-730PM SATURDAY 1 8 OOAM - 1:30PM MONCMY -FRIDAY 1 TVESDAY ~ FRIDAY 1 TVESDAY-SATURDAY I WEDNESDAY-FRIDAY 1 SUNDAY -THURSDAY 1 11 30AM ~ 8 OOPM WEDNESDAI'- SVMAY t MONDAY-TVESDAY 1 8 OOPM ~ 6.30AM THURSMY-sVNDAY i OTAL OFFICERS - 7 MONDAY-FRIDAY - 9 HRS C~iVERAGE F.DNESDAY-FRIDAY-12 HRS COV ERAGE SATURDAY-SUNDAY-12 HRS OOVER4GE WfT DAYS $TAiF ] OOAM ~ 3.30PM MONDAY-FRIDAY 1 OOAM ~ 1.30PM MONDAY ~ FRIDAY 2 7 iiOAM ~ 3.30PM WEDNESDAY- SVNFJAY 10.30Ab1 - i ODPM WEDNESDAY ~ SVt-DAY ITY WIDE S UPEFr'ISriRS-1 `SCHEDULES ARE SUBJECT TO Cw.NOE 336 vny v1 rvnann F~ca1.n Departmental Financial Summary GENERAL FUND 2005 2006 2007 2007 2008 Revenue Area Actual Actual Budget Projected Adopted Code Enf Violations $ 1,018,068 $ 739,913 $ 500,000 $ 600,000 $ 500,000 Passport App Fees 44,748 91,174 60,000 55,000 0 Resort Tax 376,238 410,814 539,861 538,109 560,585 Total GF Revenue $ 1,439,054 $ 1,241,901 $ 1,099,861 $ 1,193,109 $ 1,060,585 Expenditure by Division Administration $ 220,266 $ 275,925 $ 340,697 $ 325,697 $ 266,286 Community Services 728,080 830,745 1,074,587 1,024,587 1,220,169 Log Cabin 28,768 0 0 0 0 Answer Ctr/Com Outreach 524, 391 545,112 702,106 654,106 530,136 Code Compliance 2,267,145 2,733,488 3,528,652 3,341,652 3,516,347 Total GF Expenditures $ 3,768,650 $ 4,385,270 $ 5,646,042 $ 5,346,042 $ 5,532,938 Expenditure Area Salaries 8~ Benefits $ 2,568,226 $ 2,955,217 $ 3,806,734 $ 3,584,414 $ 3,634,850 Operating 483,105 596,856 686,781 609,101 651,907 Internal Services 649,470 768,676 1,129,972 1,129,972 1,246,181 Capital 67,849 64,521 22,555 22,555 0 Total GF Expenditures $ 3,768,650 $ 4,385,270 $ 5,646,042 $ 5,346,042 $ 5,532,938 GF Budgeted Positions 44.75 + 1 PT 52.75 + 1 PT 56.00 + 1 PT 46.75 + 0 PT Expenditure Summary $a,ooo,ooo $3,500,000 _- $3,000,000 $2,500,000 - -- $2,000,000 $1,500,000 - __ $1,000,000 - --- $500,000 ~ -- $• ' Salaries & Benefits Operating Iniemal Services Capital 2006 Actual ~ 2007 Projected ~ 2008 Adopted 337 OTHER FUNDS Revenue Area CDBG HOME ADDI SHIP Sanitation Fund Quality of Life-N Beach MDC Homeless Trust Day Training/Supp Emp Supported Ind Living Med DTP &Supp Emp Private Contracts Total Other Funds Expenditure Area 2005 2006 2007 2007 2008 Actual Actual Budget Projected Adopted $ 2,118,000 $ 2,002,924 $ 1,798,807 $ 1,798,807 $ 1,790,228 1,290, 580 1,238, 368 1,167,624 1,167,624 1,159,144 66, 960 0 0 0 0 426,420 520,868 549,417 549,417 525,506 198,210 198,210 223,016 229,446 229,446 104,136 0 0 0 0 63,993 63,993 63,993 63,993 63,993 14, 744 0 0 0 0 18,811 0 0 0 0 334,392 0 0 0 0 223 0 0 0 0 $ 4,636,469 $ 4,024,363 $ 3,802,857 $ 3,809,287 $ 3,768,317 Salaries & Benefits $ 352,916 $ 352,916 $ 229,446 $ 204,156 $ 229,446 Operating 299,955 299,955 63,993 63,993 63,993 Administration 695,300 695,300 668,547 692,935 668,547 Programming 3,206,660 3,069,225 2,847,301 2,847,301 2,947,117 Total Other Funds Exp $ 4,554,831 $ 4,417,396 $ 3,809,287 $ 3,808,385 $ 3,909,103 Budgeted Positions 16.25 13.25 11.00 13.25 Budgeted Positions General Fund 44.75 + 1 pt 52.75 + 1 pt 56.00 + 1 pt 46.75 + 0 pt Other Funds 16.25 13.25 11.00 13.25 Total Budgeted Positions 61.00 + 1 pt 66.00 + 1 pt 67.00 + 1 pt 60 00 + 0 pt NS Administration GENERAL FUND 2005 2006 2007 2007 2008 Expenditure Area Actual Actual Budget Projected Adopted Salaries 8~ Benefits $ 187,647 $ 218,878 $ 261,290 $ 260,713 $ 202,041 Operating 16,856 23,294 37,416 22,993 21,916 Internal Services 10,817 31,681 41,991 41,991 42,329 Capital 4,946 2,072 0 0 0 Total General Fund $ 220,266 $ 275,925 $ 340,697 $ 325,697 $ 266,286 Budgeted Positions 2.75 2.75 3.00 1.75 338 SERVICE LEVELS FOR NAMED PARKS 36 full service visits yearly , ~ ~~~~~ SERVICE LEVEL 2 ~~ ~ 34-36 full service visits yearly ' _= ~ -y o SERVICE LEVEL 3 `~ ~_ ~ ~__.~~,< 24 full service visits yearly ~ ~ ~-~ NOTE each Tull service visit inclutles but is not limited to, litter retrieval and waste disposal, mowing, edging, landscape maintenance, herbicide /insecticide application, tur/ management, irrigation system operation maintenance / repair and replacement of plants as requiretl. City of fj Miami Beach i ;~~, ~~ 1~~~ c k %~~- ;;, _.~.. ~ ~arJ r~~~ ~~I'y ~~ ~, o~ G~~'~® -~ r ~, o~ 4T ~JE-.~i~,E ~ ©c _~m^~~~ ~o~oo~i~r~~~ ~^o~~~ovn~r~~~m ~®uo~rvo~i m~~~~~/r~;L~ 357 SERVICE LEVELS FOR STREETS AND OTHER LANDSCAPE AREAS ~~_~ _''`~~~ 36 full service visits yearly .- _ - ~ 34-36 full service visits yearly /; N~G~ --- ~~ ,~ 34 full service visits yearly , \~~~ ~~ ~ ~ `' / ~ SERVICE LEVEL 4 ` ~~~~ .®~ :~`' ~ ~ 24 full service visits yearly ~ `:!~~~ ~ ~ ° `~ , ~1 NOTE each full service visit includes but is not limikd to, ; /(~ol~ litkr retrieval and wask disposal, mowing, edging, landscape mainknantt, hertieide t- ~,> i ~~~ linsecticide application, tuA management, ,~„W~ irrigation syskm operation mainknantt 1 repair is"7 and replattmeM of plants as required. '.~"~' I i City of Miami Beach - a~ ~~f~ m ^~ ";: 4 mOC 1 .~, I, i;~ BOGS r ~/,lli 1 ti r'' ~ ,~`~' dz y~ v 358 Deaartmental Financial Summa GENERAL FUND 2005 2006 2007 2007 2008 Revenue Area Actual Actual Budget Projected Adopted FDOT Causeways $ 300,000 $ 187,500 $ 300,000 $ 412,500 $ 300,000 Pools 89,579 42,879 5,000 70,000 70,000 Tennis Centers 59,806 40,285 48,000 48,000 48,000 Afterschool Programs 46,379 438,378 225,000 155,000 205,000 Summer Programs 0 64,454 220,000 255,000 315,000 Rentals 810 26,189 65,000 98,000 93,000 Classes 0 501,103 375,000 368,000 353,000 Food & Beverage 0 8,182 10,000 7,500 8,000 Entrance Fees 0 18,832 20,000 17,500 17,500 Gymnastics 0 13,402 17,500 20,000 25,000 Athletics 0 128,442 25,000 80,000 80,000 Children's Trust 230,294 434,234 525,000 500,000 485,000 Recreation Miscellaneous 50 61,185 0 3,000 1,500 Recreation Advertising 0 11,450 20,000 10,000 5,000 Golf Memberships 577,730 551,293 487,000 604,600 682,000 Cart Fees 860,729 844,428 802,000 766,600 766,000 Green Fees 2,462,371 2,471,500 2,555,550 2,396,800 2,456,950 Range Fees 93,296 111,892 90,000 98,500 95,000 Vouchers/Rounds Golf 3,916 0 0 0 0 Restaurant 27,243 36,968 30,200 37,000 35,000 Pro Shop 36,441 40,270 34,750 38,000 35,000 Golf Lessons 55,344 57,280 47,850 53,500 50,000 Golf Course Miscellaneous 195 254 0 0 0 Total General Fund $ 4,844,183 $ 6,090,400 $ 5,902,850 $ 6,039,500 $ 6,125,950 Total Special Revenue 1,194,776 0 0 0 0 Total All Revenue $ 6,038,959 $ 6,090,400 $ 5,902,850 $ 6,039,500 $ 6,125,950 2005 2006 2007 2007 2008 Expenditure by Division Actual Actual Budget Projected Adopted Administration $ 518,724 $ 621,869 $ 705,585 $ 725,585 $ 749,779 Greenspace Mgmt 6,965,789 7,130,297 8,612,996 7,929,996 8,010,999 Recreation 9,419,013 11,566,647 14,118,754 13,634,754 14,302,788 MB Golf Club 3,700,606 4,171,542 4,226,441 4,226,441 4,227,004 Normandy Shores 404,589 406,033 404,624 471,624 852,036 Total General Fund $ 21,008,721 $ 23,896,388 $ 28,068,400 $ 26,988,400 $ 28,142,606 Total Special Revenue 1,007,437 0 0 0 0 Total All Expenditures $ 22,016,158 $ 23,896,388 $ 28,068,400 $ 26,988,400 $ 28,142,606 359 GENERAL FUND Expenditure Area Salaries & Benefits Operating Expenses Internal Services Capital Debt Service Total General Fund Special Revenue Fund Total All Expenditures Budgeted Positions General Fund Special Revenue Total Budg Positions 2005 2006 2007 2007 2008 Actual Actual Budget Projected Adopted $ 8,640,858 $ 9,109,013 $12,629,597 $ 11,547,309 $12,620,261 6,218,128 7,882,144 9,147,036 9,040,498 9,036,102 4,524,926 4,885,488 5,014,595 5,014,595 5,271,021 403,872 804,694 63,550 172,376 0 1,220,937 1,215,049 1,213,622 1,213,622 1,215,222 $ 21,008,721 $ 23,896,388 $ 28,068,400 $ 26,988,400 $ 28,142,606 1,007,437 0 0 0 0 $ 22,016,158 $ 23,896,388 $ 28,068,400 $ 26,988,400 $ 28,142,606 187 + 114 pt 197 + 151 pt 205.5+150 pt 197.5+144 pt 30 pt 0 pt 0 pt 0 pt 187 + 144 pt 197 + 151 pt 205.5+150 pt 197.5+144 pt Expenditure Summary $ta,ooo,ooo $12,000,000 $10,000,000 $8,000,000 $6,000,000 $4,000,000 $2,000,000 $- Salaries & Benefits Operating Internal Services Capital Debt Service Expenses 2006 Actual ~ 2007 Projected ~ 2008 Adopted 360 Director of Public Works Administration City Engineer ronsible for the administrativ financial management of th c Works Department. Engineering onsible for providing c leering design servic rgement of the right and providing I: wing services. Environmental Resource Management onsible for protecting rving the Citys n. Transportation Management ponsible for management sportation and tra veering services Property Management nsible for the opera :Hance and repair of all gs and facilities, inclu action and renovt Sanitation Responsible for the managemen of the residential waste collection and disposal contract, and t keep the city Gean, inGuding canal cleanliness. 389 Assistant Director of Public Works - Operations Streets & Streetlighting ponsible for and repair of streets Water pnsible to provide relic high quality water :ts public health and complies wdh al, state, and h ponsible to operate stain a reliable sac er system that prc is health and safety plies with all federal, local regulations. Stormwater ponsible to operate lain a reliable storm :coon and convey ~m system that prc is heath and safety plies with all federal, local regulations. 2008 SANITAl10N LEVEL OF SERVICE LEGEND LEVEL A DEDICATED DAY CREW TO PROVDE LITTER CONTROL 7 GAYS A WEFX DEDICATED NIGHT CREW TO PROVIDE UTTER CONTROL 5 NIGHTS PER MEEK PRESSURE CLEANING 5 DAYS A WEEK MECHANICAL SWEEPER 7 DAYS A WEEK LITTER CANS SERVCED DAY ANO NIGHT LEVEL A-1 DEDICATED DAY CREW lO PROVIDE UTTER CONTROL S DAYS A WEEK PRESSURE CLEANING 5 DAYS A WEEK MECHANICAL SWEEPER 7 DAYS A WEEK ~A~UTTER CANS SERVICED DURING THE DAV LEVEL B - HAND CREWS (DAY SHIFT TWICE A DAY 7 DAYS A WEE]( DEDICATED NIGH7 CREW TO PROVDE UTTER CONTROL 5 DAYS A WEIX MECHANICAL SWEEPER 7 DAYS A WEIX PRESSURE CLEANING 5 DAYS A WEEK LITTER CANS SERVICED DAY AND NIGHT LEVEL B-1 .. HAND CREWS 7 DAYS A WEEK MECHANICAL SWEEPER 7 DAYS A WEEK PRESSURE CLEANING 5 DAYS A WEEK UTTE/R~ CANS SERVICED 7 DAYS A WEEK LEVEL C - .»..,.~ HAND CREWS a DAYS A MEEK MECHANICAL SWEFPEft 7 DAYS A WEEK UTTER CANS SERVICED 7 DAYS A WEEK LEVEL D HAND CREWS 3 DAYS A WEEK MECHANICAL SWEEPER 7 DAYS A WEEK U77ER CANS SERVICm 7 DAYS A MEEK LEVEL E HAND CREWS 2 DAY A WEEK MECHANICAL SWEEPER 7 DAYS A WEEK UTTER CANS SERVICED 7 DAYS A MEEK LEVEL F HAND CREWS ONCE A MEEK MECHANICAL SWEEPER 7 DAYS A WEEK UTTER CANS SERVCED DAILY LEVEL G HAND CREWS IXJ CALL (AS NEEDED) MECHANICAL SWEEPER 7 DAYS A WEEK UTTER CANS SERVCED 7 DAYS A WEIX LEVEL H HAND CREWS ON CALL (AS NEmED) O ~~ CLEAN SPOIL AREAS FROM SOUTH PgNTE DRIVE TO 14TH LANE CLEAN DUNE AREAS FRgI 14TH LANE TO 47TH STREET O .. . .. CLEAN BOARDWALK 5 DAYS A WEFT( 390 MIAMI BEACH 2008 SANITATION LEVELS SOUTH BEACH 391 MIAMI BEACH 2008 SANITAl10N LEVELS 392 MIDDLE BEACH MIAMI BEACH 2008 SANITATION LEVELS NORTH BEACH 393 M i AM I BEACH 2008 SANITATION LEVELS VENETIAN STAR HIBISCUS AND PALM ISLAND DI LIDO LAGLER MEMORIAL O TAR 394 Division Financial Summary General Fund 2005 2006 2007 2007 2008 Revenue Area Actual Actual Budget Projected Adopted Local Gas Tax-6 cents $ 1,272,946 $ 1,298,951 $ 1,280,000 $ 1,280,000 $ 1,280,000 Work in right-of-way 196,316 274,004 210,000 500,000 456,000 Bus Shelters 341,672 479,652 450,000 530,000 530,000 Concurrency Statemt Fee 70,129 65,111 60,000 60,000 60,000 Total $ 1,881,063 $ 2,117,718 $ 2,000,000 $ 2,370,000 $ 2,326,000 Expenditure Area Salaries & Benefits $ 3,220,274 $ 3,304,442 $ 4,268,185 $ 3,487,537 $ 3,585,389 Operating Expenses 1,105,604 1,280,107 1,599,512 1,505,532 1,415,186 Internal Services 1,231,153 1,078,480 1,163,012 1,163,012 1,222,242 Capital 19,116 27,130 3,000 3,000 0 Total $ 5,576,148 $ 5,690,159 $ 7,033,709 $ 6,159,081 $ 6,222,817 Budgeted Positions 72 57 58 51 Expenditure Summary $a,ooo,ooo $3, 500, 000 $3,000,000 $2,500,000 $2,000,000 $1,500,000 $1, 000, 000 $500,000 $- Salaries & Benefits Operating Expenses Internal Services Capital ~ 2006 Actual ~ 2007 Projected ~ 2008 Adopted ', 396 Enterprise Funds Water Revenue Area Water Sales Firelines Water Connection Fees Water Tapping Interest Earnings Other Retained Earnings Total Expenditure Area Salaries & Benefits Operating Expenses DERM Fee Water Purchase Renewal & Replacement Internal Services Capital Debt Service Total Revenue less Expense Budgeted Positions $10,000,000 $9,000,000 $8,000,000 $7,000,000 $6, 000, 000 $5,000,000 $4,000,000 $3,000,000 $2,000,000 $1,000,000 $- 2005 2006 2007 2007 2008 Actual Actual Budget Projected Adopted $ 19,087,501 $ 19,448,656 $ 21,005,200 $ 19,862,184 $ 22,407,566 136,384 70,889 100,000 100,000 100,000 1,963 514 3,000 3,000 3,000 228,963 132,084 220,000 160,000 160,000 36,406 75,866 40,000 70,000 70,000 622,343 710,914 600,000 650,000 650,000 693,951 551,721 2,654,811 2,654,811 586,000 $ 20,807,511 $ 20,990,644 $ 24,623,011 $ 23,499,995 $ 23,976,566 $ 3,093,910 $ 2,958,272 $ 4,058,084 $ 3,358,686 $ 4,193,197 3,091,193 2,791,949 2,750,277 2,713,596 2,750,277 1,582,847 1,353,675 1,434,497 1,458,880 1,489,664 6,733,076 6,891,574 8,833,100 8,578,996 8,532,261 697,855 673,071 680,000 680,000 680,000 1,335,751 1,444,765 1,622,122 1,622,122 1,655,498 693,951 551,721 774,675 774,675 586,000 2,899,574 2,263,476 4,470,256 3,985,818 4,089,669 $ 20,128,157 $ 18,928,503 $ 24,623,011 $ 23,172,773 $ 23,976,566 $ 679,354 $ 2,062,141 $ 68.7 68.7 68.7 0 $ 327,222 $ 0 Expenditure Summary e~eQ~y e~yy5 ~~ee c°r~~e e~~~~ ~`Ge5 ~Q~a~ ~~\~e ~ +Q Q- J a~ 5e G ~5 ~ ~ Q ~ ~ ~p 5a~ce ~ Qe~~~\~p, O ~a~ec s~a~~~Q \c~e`~a O~ O e ec ^2006 Actual ^2007 Projected ^2008 Adopted'i 62.7 399 Sewer 2005 2006 2007 2007 2008 Revenue Area Actual Actual Budget Projected Adopted Sewer User Fees $ 25,735,571 $ 24,486,748 $ 25,393,300 $ 22,648,802 $ 26,292,385 Sewer Connection Fees 58,696 15,916 65,000 35,000 35,000 Sewer Fees -Cities 2,203,726 2,444,360 2,589,680 2,477,700 2,874,132 Interest Earnings 89,133 227,597 125,000 215,000 215,000 Other 608,674 723,203 630,000 675,000 675,000 Retained Earnings 181,945 431,604 1,783,861 1,783,861 176,600 Total $ 28,877,745 $ 28,329,428 $ 30,586,841 $ 27,835,363 $ 30,268,117 Expenditure Area Salaries & Benefits Operating Expenses DERM Fee Sewer Treatment Renewal & Replacement Internal Services Capital Debt Service Total Revenue less Expense Budgeted Positions $ 2,067,253 $ 2,102,431 $ 2,688,961 $ 2,177,701 $ 2,766,633 2,529,043 3,188,281 2,694,961 2,691,961 2,628,346 1, 789,189 1,930,168 1,886,250 1,836,506 1,698,660 14,906,131 14,806,541 15,475,700 15,077,327 15,112,175 1, 044, 825 1, 082,400 1, 080,000 1,180,000 1,180,000 1,683, 864 1, 628,140 1, 859,634 1, 859,634 1,781,813 181,945 431,604 490,090 490,090 176,600 3,507,931 1,884,784 4,411,245 4,772,902 4,923,890 $ 27,710,181 $ 27,054,349 $ 30,586,841 $ 30,086,121 $ 30,268,117 $ 1,167,564 $ 1,275,079 $ 0 $ (2,250,758) $ 0 40.7 41.7 41.7 40.7 Expenditure Summary i $16,000,000 ! $14,000,000 $12,000,000 $10,000,000 $8,000,000 $6,000,000 $4,000,000 $2,000,000 $- ~e~e~ti5 +e~~e5 ~~~ee e~~~~` e~~~~ ~\Ge5 aQ~a~ 5e~\Ge Q ~ 2 ac 5~ G ~~a Qyc ~e s`a~4r \cti O ~ e~ ^ 2006 Actual ^ 2007 Projected ^ 2008 Adopted 400 Stormwater 2005 2006 2007 2007 2008 Revenue Area Actual Actual Budget Projected Adopted Stormwater Fees $ 8,256,473 $ 7,424,560 $ 8,150,000 $ 7,600,000 $ 7,750,000 Interest Earnings 150,936 319,761 218,000 400,000 400,000 Other 59,308 9,281 0 25,000 0 Total $ 8,466,717 $ 7,753,602 $ 8,368,000 $ 8,025,000 $ 8,150,000 Expenditure Area Salaries & Benefits $ 1,206,930 $ 1,114,145 $ 1,485,897 $ 1,313,168 $ 1,710,498 Operating Expenses 885,269 532,166 1,276,837 749,500 1,181,910 Sanitation Contribution 381,542 584,000 584,000 584,000 584,000 Renewal & Replacement 115,786 201,666 130,000 130,000 130,000 Internal Services 476,188 638,485 584,566 584,566 566,592 Capital 240,143 931,543 534,700 841,375 402,000 Contingency/Reserve 0 0 197,000 0 0 Debt Service 2,897,127 3,570,996 3,575,000 3,575,000 3,575,000 Total $ 6,202,985 $ 7,573,001 $ 8,368,000 $ 7,777,609 $ 8,150,000 Revenue less Expense $ 2,263,732 $ 180,601 $ 0 $ 247,391 $ 0 Budgeted Positions 23.6 24.6 24.6 26.1 Expenditure Summary $4,000,000 $3,500,000 $3,000,000 $2,500,000 $2,000,000 $1,500,000 $1,000,000 $500,000 $- e~~~ ye5 ~~°~ ecti Ge5 ~~\ ~e ~~ Dec +Qec c~~J \aGe~ ~yc~ Gad Q-e5e ~5e~ ~ o ~ ~o .e~~ ~~cA c O ~°~ o~ca ecG~ ~e ~aac Qe~a ~~,~~o ~~\4r \c~ c'`c~ O lac ce Go ~e ^ 2006 Actual ^ 2007 Projected ^ 2008 Adopted 401 Sanitation 2005 2006 2007 2007 2008 Revenue Area Actual Actual Budget Projected Adopted Sanitation Fees $ 3,336,858 $ 3,202,333 $ 3,222,602 $ 3,156,627 $ 3,333,321 Trash Removal 51,249 52,599 50,000 92,234 100,000 Franchise Fees 2,075,358 2,407,078 2,546,421 2,634,831 3,197,370 Franchise-Right of Way 266,139 309,611 320,375 333,424 356,594 Roll Off 779,918 636,309 831,771 992,173 869,223 Violations/Fines 57,837 27,552 75,000 74,910 75,000 Impact Fee-Construction 716,426 857,512 750,000 981,085 1,016,531 Impact Fee-Commercial 768,911 683,774 800,250 656,935 668,717 Interest Earnings/Other 41,298 174,114 55,200 388,988 182,200 Hurricane Reimbursement 1,296,594 3,628,078 0 572,071 0 City Center RDA-Reimb 357,486 532,913 1,018,015 916,214 1,069,477 Mid Beach Res Tx QLF 75,000 0 0 0 0 N Beach Res Tx OLF 75,000 0 0 0 0 Amded. CDT Intrlcl Agree. 0 2,473,354 3,750,475 3,375,428 2,970,674 Ret. Earn./Loan Proceeds 10,649 0 322,624 322,624 0 Parking Fund Contribution 0 0 467,172 335,017 351,125 Storm Water Fd Contrib. 381,542 584,000 584,000 584,000 584,000 Total $ 10,290,265 $ 15,569,227 $ 14,793,905 $ 15,416,560 $ 14,774,232 Expenditure Area Salaries & Benefits $ 3,052,133 $ 4,925,788 $ 7,940,152 $ 5,747,289 $ 8,198,767 Operating Expenses 4,530,529 8,483,104 3,785,445 4,968,003 3,845,831 Renewal/Replace./Reserve 254,732 341,472 1,022,074 255,378 555,378 Internal Svice Charges 992,908 1,236,658 1,221,566 1,224,198 1,404,832 Capital 40,852 302,154 588,244 1,086,805 533,000 Debt Service 153,467 158,713 236,424 236,424 236,424 Total $ 9,024,621 $ 15,447,889 $ 14,793,905 $ 13,518,097 $ 14,774,232 Revenue less Expense $ 1,265,644 $ 121,338 $ 0 $ 1,898,463 $ 0 Budgeted Positions General Fund 19 + 0 PT 0 + 0 PT 0 + 0 PT 0 + 0 PT Sanitation Fund 95 + 1 PT 148 + 1 PT 184 + 0 PT 182 + 0 PT Total Budgeted Positions 114 +1 PT 148 + 1 PT 184 + 0 pT 182 + 0 PT Note: (1) 2006 Actual includes the South Beach General Fund, Mid Beach, and North Beach Divisions which were previously funded by the General Fund. (2) The position count includes 4 Code Compliance Officers in the Neighborhood Services Department and 1 Field Auditor position in the OBPI-Internal Audit Division. Expenditure Summary $9, 000, 000 $8,000,000 - $7, 000, 000 - $6,000,000 - ~ $5,000,000 $4,000,000 $3,000,000 -- _ -_ $2,000,000 - - - $1,000,000 - - - $- f~5 y~5 ~m z~ ~a c~ ~~~cz ~+Qec Fey Grm~A GaQ 0e~\ \ ~ aa~\~~ z`~`\cA eQ\~Ge. a~~,GZ Oe`o 5 OQ ,~\e' ~ecc e~ ~c ec Q- ^ 2006 Actual ~ 2007 Budget ^ 2008 Adopted 402 Property Management INTERNAL SERVICE FUND Revenue Area Inter-Departmental Charges Capital Projects Interest/Other Retained Earnings Total Expenditure Area Salaries & Benefits Operating Expenses Renewal & Replacement Internal Services Capital Total Budgeted Positions 2005 2006 2007 2007 2008 Actual Actual Budget Projected Adopted $7,036,373 $7,675,020 $8,462,996 $8,462,996 $8,865,181 325,860 258,190 400,000 260,000 259,900 32,377 466,088 5,000 29,344 44,368 81,968 82,761 214,500 214,500 589,550 $ 7,476,578 $ 8,482,059 $ 9,082,496 $ 8,966,840 $ 9,758,999 2005 2006 2007 2007 2008 Actual Actual Budget Projected Adopted $ 3,529,503 $ 3,680,882 $ 4,530,047 $ 4,086,044 $ 4,607,145 3,004,419 3,364,075 3,321,542 3,321,542 3,551,067 242,457 245,830 245,000 245,000 245,000 690,124 648,319 771,407 771,407 766,237 10,075 82,761 214,500 214,500 589,550 $ 7,476,578 $ 8,021,867 $ 9,082,496 $ 8,638,493 $ 9,758,999 59 64 64 62 Expenditure Summary $s,ooo,ooo $a,ooo,ooo $3,000,000 $2,000,000 $1, 000, 000 $0 Salaries & Benefits Operating Expenses Renewal & Internal Services Capital Replacement 2006 Actual ~ 2007 Projected ~ 2008 Adopted 403 City Center Services (General Fund) 2005 2006 2007 2007 2008 Expenditure Area Actual Actual Budget Projected Adopted Salaries & Benefits $ 400,622 $ 368,011 $ 416,274 $ 360,865 $ 414,589 Operating Expenses 42,680 31,723 43,516 43,516 63,690 Internal Services 35,438 31,135 35,093 35,093 33,522 Capital 0 0 3,000 1,964 15,000 Total $ 478,740 $ 430,869 $ 497,883 $ 441,438 $ 526,801 Budgeted Positions 7 7 7 7 Budget Highlights GENERAL FUND • As part of the City's effort to accommodate the tax roll-back enacted by the State of Florida in 2007, operating cost reductions and efficiencies totaling $125,000 were made in addition to the following reductions made by division: Administration o Eliminated the vacant Assistant Director position at a savings of $141, 224. o Eliminated the vacant ADA Coordinator position by redistributing the duties at a savings of $82,993. Engineering o Eliminated a vacant Engineering Assistant II position assisting plans reviews at a savings of $43,163. o Eliminated 1 of 2 Capital Project Coordinator positions (vacant) which supported new CIP projects for a savings of $73,474. o Eliminated a Clerk Typist position by consolidating functions of other clerical staff for a savings of $41,297. Environmental Resources Management o Shifted funding of a position to the Stormwater Enterprise Fund for a savings to the General Fund of $67,715. Streets/Streetlights o Shifted 50% of funding for Street Superintendent position by both Streets/Streetlights and Stormwater to the Stormwater Enterprise Fund for a savings to the General Fund of $43,601. o Charge annual contract maintenance of lights in parking lots to the Parking Enterprise Fund for a savings to the General Fund of $93,000. Transportation Management o Eliminated a vacant Traffic Engineer Position offset by an increase in outside traffic engineering consulting services for a net savings of $18,493. 404 Financial Summary GENERAL FUND Expenditure Area Salaries & Benefits Operating Expenses Internal Services Capital Total General Fund Parking Fund Total Budgeted Positions 2005 2006 2007 2007 2008 Actual Actual Budget Projected Adopted $ 1,578,107 $ 1,489,528 $ 2,281,531 $ 2,043,131 $ 2,614,506 209,362 565,464 413,300 366,375 348,191 330,085 351,038 426,633 426,633 413,548 219,350 37,214 5,000 6,102 0 $ 2,336,903 $ 2,443,244 $ 3,126,464 $ 2,842,241 $ 3,376,245 27 31 31 1 1 1 28 32 32 Expenditure Summary $3,000,000 $2,500,000 $2,000,000 $1,500,000 $t ,000,000 $500,000 $- Salaries & Benefits Operating Expenses Internal Services Capital ~ 2006 Actual ~ 2007 Projected ~ 2008 Adopted 31 1 32 Budget Highlights • As part of the City's effort to accommodate the tax roll-back enacted by the State of Florida in 2007, the following reductions were made: o The General Fund will not contribute funds to pay for this department. The affected capital projects will reimburse the General Fund for the entire cost of this department resulting in General Fund savings of $1,000,000 per year. o Operating cost reductions and efficiencies totaling $33,990. 431 Budget History FY 2006/07 • Continue funding $98,000 for capital improvement project newsletters distributed bi- annually to each of the 14 neighborhoods throughout the City. • The General Fund will contribute $1,000,000 while capital projects will pay for the remainder of the department budget. FY 2005/06 • A savings of $43,589 will be achieved by eliminating 3 vacant Sr. Capital Project Planner positions and replacing them with 2 Capital Project Coordinators. This efficiency should decrease the number of days needed to perform construction document reviews from several months to a target of 28 days. • The Proposed Budget funds $228,412 for 2 Construction Manager positions, 2 Community Information Coordinator positions, and eliminates 1 vacant Community Information Manager position to both improve staff capacity to manage projects and address the community information function in a more efficient manner. Additionally, $95,000 is included for capital improvement project newsletters to be distributed bi-annually to each of the 14 neighborhoods throughout the City. • Funding of $45,416 is provided for an administrative Office Associate IV position to assist the department in processing financial transactions and supporting the community information function. • Funding in the amount of $42,280 will provide a contingency reserve for increased project management. • The General Fund will contribute $517,699 while capital projects will pay for the remainder of the departmental budget. FY 2004/05 • This budget includes funding ($160,000) for professional services to expedite review of construction documents. • Funding is provided for a Financial Analyst I ($59,269) who will process invoices, charge backs, and requisitions and provide more timely payment and thereby allowing project managers to dedicate additional time to projects. • A Paralegal position and supporting costs totaling $80,000 have been added to assist in responding to contractual and legal issues related to capital projects, provide more timely completion of projects and allow project managers to dedicate additional time to projects. • One additional Field Inspector will ensure there is an inspector in each of the three CIP Districts (North, Middle, and South) as well as for Citywide and Parking projects. 432 Departmental Financial Summary Enterprise Funds Parking 2005 2006 2007 2007 2008 Revenues Actual Actual Budget Projected Adopted Meters $14,924,879 $ 11,534,940 $ 11,319,412 $ 12,119,030 $ 12,143,283 Parking Citations 3,035,965 2,551,002 3,262,000 2,000,000 2,800,000 Attended Parking 2,003,942 2,274,104 2,544,300 2,400,000 825,000 Residential Permits 765,537 745,841 762,600 824,900 1,101,000 Preferred Lot 586,790 864,045 1,000,000 1,500,000 1,500,000 Garages 4,205,507 4,458,525 4,654,400 4,800,000 6,101,000 Meter-Space Rental 449,885 382,679 400,000 300,000 380,000 Valet 417,017 475,165 360,000 400,000 360,000 Towing Fees 174,416 125,087 150,000 200,000 150,000 Interest Earnings 743,930 1,138,184 775,000 1,862,201 1,000,000 7th St. Garage Mgmt. Fee 60,820 58,690 58,690 58,690 59,400 Other (173,932) (74,884) 44,110 44,110 455,710 Total $ 27,194,756 $ 24,533,378 $ 25,330,512 $ 26,508,931 $ 26,875,393 Parking Department-All 2005 2006 2007 2007 2008 Expenditure Area Actual Actual Budget Projected Adopted Salaries & Benefits $ 5,774,086 $ 6,385,545 $ 7,594,182 $ 7,377,427 $ 8,386,223 Operating Expenses 9,798,069 8,920,314 11,003,664 10,739,223 11,544,958 Renewal/Replacement 1,217,687 1,261,065 1,633,409 1,655,409 1,633,409 Internal Services 2,011,001 2,188,131 2,464,826 2,301,977 2,711,202 Capital 1,520,436 885,774 449,530 898,178 414,700 Debt Service 1,770,131 1,892,425 2,184,901 2,184,901 2,184,901 Total Budgeted Positions $ 22,091,410 $ 21,533,254 $ 25,330,512 $ 25,157,115 $ 26,875,393 109.0+6PT 110.0+6PT 119.5+6PT 119.5 + 6PT Expenditure Summary $ia,ooo,ooo $iz,ooo,ooo $to,ooo,ooo - - - ----- $8,000,000 --- - _ -- -- ~- -- $6,000,000 - -_- - - -- -- -- - - - $4,000,000 _ _ - _-- --- -- - -- $2,000,000 -- -- --- $0 hey yey C~ cry a2 cP ~° ao ~ ~i aQ c~ 0° ~}Q \acP \5a G b~~a aye VcA JQ'aQ \a~a Qe aac ~a ~a ~c r~ QQa mace 2006 Actual ~ 2007 Projected ~ 2008 Adopted 441 Parking Administration 2005 2006 2007 2007 2008 Expenditure Area Actual Actual Budget Projected Adopted Salaries & Benefits $ 1,079,330 $ 1,211,350 $ 1,421,189 $ 1,450,218 $ 1,635,522 Operating Expenses 3,232,495 2,484,699 3,174,697 3,229,926 3,118,019 Renewal/Replacement 22,510 21,275 0 22,000 0 Internal Services 495,511 694,380 789,567 795,982 883,163 Capital 1,097,414 734,459 3,700 118,046 0 Debt Service 1,770,131 1,892,425 2,184,901 2,184,901 2,184,901 Total $ 7,697,391 $ 7,038,588 $ 7,574,054 $ 7,801,073 $ 7,821,605 Budgeted Positions 21 22 23 23 Parking On-Street 2005 2006 2007 2007 2008 Expenditure Area Actual Actual Budget Projected Adopted Salaries & Benefits $ 3,806,917 $ 4,188,750 $ 5,087,444 $ 4,778,128 $ 5,503,746 Operating Expenses 1,683,396 1,473,540 2,109,845 1,871,436 2,102,730 Renewal/Replacement 172,489 200,372 814,496 814,496 814,496 Internal Services 729,512 690,946 719,833 699,944 777,197 Capital 303,953 97,335 300,200 620,202 299,700 Debt Service 0 0 0 0 0 Total $ 6,696,267 $ 6,650,943 $ 9,031,818 $ 8,784,206 $ 9,497,869 Budgeted Positions 73.5 + 6 PT 73.5 + 6 PT 80.5 + 6 PT 80.5 + 6 PT Parking Off-Street Expenditure Area Salaries & Benefits Operating Expenses Renewal/Replacement Internal Services Capital Debt Service Total Budgeted Positions Budget Highlights 2005 2006 2007 2007 2008 Actual Actual Budget Projected Adopted $ 887,839 $ 985,445 $ 1,085,549 $ 1,149,081 $ 1,246,955 4,882,178 4,962,075 5,719,122 5,637,861 6,324,209 1,022,688 1,039,418 818,913 818,913 818,913 785,978 802,805 955,426 806,051 1,050,842 119,069 53,980 145,630 159,930 115,000 0 0 0 0 0 $ 7,697,752 $ 7,843,723 $ 8,724,640 $ 8,571,836 $ 9,555,919 14.5 15.5 16 16 • In conjunction with the City's effort to accommodate the tax roll-back enacted by the State of Florida in 2007 the following reductions were made: o Reduced funding for advertising and promotional materials by 23% (a total of $25,000). 442 Financial Summary Revenue Area Inter-Departmental Charges $ Retained Earnings I nterest/Other Total $ Expenditure Area Salaries & Benefits Operating Expenses Renewal & Replacement Internal Services Capital Debt Service Total Budgeted Positions 2005 2006 2007 2007 2008 Actual Actual Budget Projected Adopted 5,796,005 $ 6,898,404 $ 6,962,186 $ 6,962,186 $ 6,977,820 2,428,612 747,788 50,000 50,000 110,000 444,054 828,334 418,353 656,720 541,000 8,668,671 $ 8,474,526 $ 7,430,539 $ 7,668,906 $ 7,628,820 2005 2006 2007 2007 2008 Actual Actual Budget Projected Adopted $ 855,927 $ 1,316,864 $ 1,524,390 $ 1,462,669 $ 1,579,929 3,971,638 3,431,944 3,460,410 3,460,410 3,588,860 3,018,511 2,980,127 0 0 0 656,753 554,043 709,191 709,191 663,483 43,276 39,957 50,000 50,000 110,000 1,373,344 1,702,167 1,686,548 1,686,548 1,686,548 $ 9,919,449 $ 10,025,102 $ 7,430,539 $ 7,368,818 $ 7,628,820 24 24 24 23 Expenditure Summary $a,ooo,ooo $3,000,000 $2,000,000 $1,000,000 $_ , Salaries & Operating Renewal 8 Internal Services Capital Debt Service Benefits F~cpenses Replacement 2006 Actual ~ 2007 Projected ~ 2008 Adopted Budget Highlights • As part of the City's effort to accommodate the tax roll-back enacted by the State of Florida in 2007, the following reductions were made: o Eliminated one vacant Mechanic II position for a savings of $45,440. o Eliminated holiday overtime for Special Events and general overtime for auctions for a combined savings of $46,500. o Operating cost reductions totaling $7,000. 453 Of the $3,588,860 in Operating Expenses, shown above, $2.2M is budgeted for fuel expenses, which is the same as FY 2006/07. • The budget for Debt Service of $1,686,548 is the same level as FY 2006/07 and is for the payment of an equipment loan which is available to the City for the replacement of City vehicles. It is anticipated that funding will be provided in the City's FY 2007/08 Capital Budget for the replacement of city vehicles. Budget History FY 2006/07 Of the $3,460,410 in Operating Expenses, shown above, $2.2M is budgeted for fuel expenses, which represents a 21 % increase over FY 2005/06. The fuel budget is projected to be over by approximately $236m, or 13% of budget, in FY 2005/06. • The budget for Debt Service of $1,686,548 is the same level as FY 2005/06 and is for the payment of an equipment loan which is available to the City for the replacement of City vehicles. It is anticipated that funding will be provided in the City's FY 2006/07 Capital Budget for the replacement of city vehicles. FY 2005/06 • A budget of $1,686,548 is being provided for Debt Service of an equipment loan which is available to the City and provides a funding source for the replacement of City vehicles. It is anticipated that funding will be provided in the City's FY 2005/06 Capital Budget for the replacement of city vehicles. A budget of $1,820,000 for fuel is included as part of the total $3,021,310 in Operating Expenses, noted above, which is an increase of $541,200 (or 42%) over FY 2004/05 in order to accommodate the current and forecasted price level. • Fleet Management will pay a management fee to the General Fund of $105,800 in FY 2005/06. FY 2004/05 • Two (2) positions, Account Clerk I and Account Clerk II, have been eliminated and replaced by one Office Associate V position which will provide improved service relative to the City's vehicle replacement program. This operational realignment represents budgeted salary savings of $29,576. • Of the total $2,446,739 in Operating Expenses, noted above, $1,278,800 is for fuel which is an increase of $225,000 (or 21 %) over FY 2003/04 in order to accommodate the recently increased price level. 454 PUBLIC SAFETY Scope This function is comprised of the following Departments and Divisions: of Function Adopted Adopted to Adpt. GF Over/ Adopted Pubiic Safety FY '06/07 FY 07108 Budget 07108 (Under) Postions Police $ 75,252,774 $ 76,957,768 33.4% $ 1,704,994 544 + 14 PT Fire 43,303,018 45,744,552 19.8% 2,441,534 305 + 48 PT Total Public Safety $ 118,555,792 $ 122,702,320 53.2% $ 4,146,528 849 + 62 PT Public Safety Positions FirE 37°k Police 63% 456 POLICE DEPARTMENT Department Mission/Purpose Statement "We are a team of law enforcement professionals dedicated to setting the benchmark for quality police service by promoting strong community partnerships and upholding the highest ethical standards." Department Description The Office of the Chief of Police is responsible for the fulfillment of the Mission of the Police Department through leadership, direction, and the establishment of policies, procedures, rules and regulations. The following units are under the auspices of the Chief's Office: • The Public Information Office coordinates the Department's media activities • The Financial Management Unit -develops, implements and administers the Department's annual budget and is responsible for all accounting, budgeting and procurement activities. • The Police Athletic League (P.A.L.) - manages a wide range of youth programs for the Department and the City of Miami Beach. • The Fraternal Order of Police (F.O.P.) - president coordinates union business and negotiations. • The Internal Affairs Unit -investigates serious allegations of misconduct and maintains records of all discipline throughout the Department. • The Planning and Research Unit - is responsible for annual reports, strategic plans, staff inspections and statistical information for effective agency management. • The Community Affairs Unit- coordinates the Neighborhood Resource Officers, Crime Prevention, and Crime Watch functions. The Department is managed through two bureaus, Operations and Administrative. The Operations Bureau is composed of two divisions, the Criminal Investigations Division and Patrol Division. The Administrative Bureau is also comprised of two divisions, the Support Services Division and Technical Services Division. The Patrol Division is the largest and most visible component of the Miami Beach Police Department (MBPD). This Division consists of three Districts that provide the City with uniform police service on a 24 hour / 7 day basis. The district plan is an essential element of the community policing philosophy and is based on the premise that the community and the police must work together to identify, prioritize, and solve problems such as crime, fear of crime, social and physical disorder, and overall quality of life issues. The Patrol Division also provides enhanced patrol service through District and Field Support Assignments (All Terrain Vehicles, Bicycle, Marine Patrol, Motorcycles, Crime Suppression Teams, Accident Investigation Unit, and 457 Departmental Financial Summary 2005 2006 2007 2007 2008 Revenue Area Actual Actual Budget Projected Adopted Traffic Fines $ 1,071,785 $ 1,172,451 $ 950,000 $ 1,100,000 $ 1,100,000 Off Duty Admin Fee 475,254 503,166 440,000 750,000 750,000 Towing 106,125 117,675 121,000 105,000 105,000 False Alarm Fines 20,380 32,950 25,000 20,000 20,000 False Alarm Permit 1,260 3,280 0 0 0 Traffic-tickets-surcharge 0 0 45,000 0 45,000 Cost Recovery 0 0 38,000 0 38,000 Parking Reimb (2 PO's) 0 0 167,774 83,887 202,624 FOP Car User Fee 189,285 195,784 203,190 203,190 200,000 LOGT-School Guards 31,645 34,508 34,000 32,700 32,700 ParkingSchool Guards 43,589 38,591 45,000 35,000 35,000 Total $ 1,939,323 $ 2,098,405 $ 2,068,964 $ 2,329,777 $ 2,528,324 2005 2006 2007 2007 2008 Expenditure Area Actual Actual Budget Projected Adopted Salaries & Benefits $ 50,041,037 $ 55,662,638 $ 59,839,298 $ 59,874,507 $ 61,643,763 Operating Expenses 1,560,858 1,973,375 3,361,416 2,343,874 3,173,573 Internal Services 10,447,426 10,795,911 11,882,148 11,882,148 12,129,432 Capital 4,454 212,745 169,912 169,912 11,000 Total $ 62,053,776 $ 68,644,669 $ 75,252,774 $ 74,270,441 $ 76,957,768 Budgeted Positions Sworn 366 + 0 PT 375.50 + 0 PT 389.50 + 0 PT 382.50 + 0 PT Civilian 146 + 14 PT 160.25 + 14 PT 162.25 + 14 PT 144.50 + 14 PT Total General Fund 512 + 14 PT 535.75 + 14 PT 551.75 + 14 PT 527.00 + 14 PT RDA funds -Sworn 18.0 + 0 PT 10.50 + 0 PT 13.50 + 0 PT 13.50 + 0 PT RDA funds -Civilians 5.5 + 0 PT 2.75 + 0 PT 2.75 + 0 PT 2.50 + 0 PT LETF (Confiscation) -Civilian 0.5 + 0 PT 0.00 + 0 PT 0.00 + 0 PT 0.00 + 0 PT Grant Funds -Civilian 1.0 + 0 PT 1.00 + 0 PT 1.00 + 0 PT 1.00 + 0 PT Total All Funds 537.0 + 14 PT 550.00 + 14 PT 569.00 + 14 PT 544.00 + 14 PT Expenditure Summary $~o,ooa,ooo $60,000,000 $50,000,000 $40,000,000 $30,000,000 $20,000,000 $10,000,000 $- Capital Salaries & Benefits Operating Expenses Internal Services ~zoos.oc~ai Ozoo~a~oi~ea ^zooanaoP,eej 468 Office of the Chief Expenditure Area Salaries & Benefits Operating Expenses Internal Services Capital Total Budgeted Positions Sworn Civilian Total General Fund $ $ 2005 Actual 2,328,683 68,440 466,279 0 2,863,402 12 7 19 $ $ 2006 Actual 2,464,486 84,745 515,972 2,990 3,068,193 11 g 19 $ $ 2007 Budget 2,545,778 98,046 596,877 0 3,240,701 11.00 g 75 19.75 $ $ 2007 Projected 2,642,082 70,535 596,877 0 3,309,494 2008 Adopted $ 2,485,258 51,785 575,067 0 $ 3,112,110 10 8 18 Patrol 2005 2006 2007 2007 2008 Expenditure Area Actual Actual Budget Projected Adopted Salaries & Benefits $ 28,822,640 $ 31,802,016 $ 33,460,444 $ 34,634,165 $ 35,038,475 Operating Expenses 490,877 614,847 1,407,381 963,509 1,199,137 Internal Services 5,623,039 5,665,555 5,966,373 5,966,373 6,084,538 Capital 0 72,742 129,042 129,042 11,000 Total $ 34,936,556 $ 38,155,160 $ 40,963,240 $ 41,693,089 $ 42,333,150 Budgeted Positions Sworn 266 + 0 PT 265.0 + 0 PT 277.0 + 0 PT 274.0 + 0 PT Civilian 13 + 14 PT 21.0 + 14 PT 23.0 + 14 PT 14.0 + 14 PT Total General Fund 279 + 14 PT 286.0 + 14 PT 300.0 + 14 PT 288.0 + 14 PT RDA funds -Sworn 18 + 0 PT 10.5 + 0 PT 13.5 + 0 PT 13.5 + 0 PT Total All Funds 297 + 14 PT 296.5 + 14 PT 313.5 + 14 PT 301.5 + 14 PT Support Services 2005 2006 2007 2007 2008 Expenditure Area Actual Actual Budget Projected Adopted Salaries & Benefits $ 4,253,576 $ 4,315,146 $ 4,201,871 4,382,903 $ 4,206,227 Operating Expenses 533,970 530,414 795,212 632,370 793,859 Internal Services 1,930,554 1,979,799 2,121,274 2,121,274 2,213,159 Capital 3,935 7,451 3,900 0 0 Total $ 6,722,035 $ 6,832,810 $ 7,122,257 $ 7,136,547 $ 7,213,245 Budgeted Positions Sworn 14 16 16 13 Civilian 28 29 28 29 Total General Fund 42 45 44 42 469 --- -. 7~ ~ _ City Limits ~~; - ., -"-' "-~~ ~, n 228 Yards The City of _ wR~ ~t~~rw a. ~~~5~: '~ .Para..~-+--~ i 192 Yards i-~- ~odh„ h sa+~ st. ~ 246 Yards i ~~~ ~. ~ 81" St. .T~tum 8~~YY tt ,,,,,. 234 Yards '~ Faiway ~ ~ i ~ ~ aik~. ~ '°%)~'3`t =iA~`PG, PWC ' .,, ~- p -xd'ark ~'I ~fPa ~ ~ ~. ~-~ ~ ~ ttftgs~del 278 Yards _. _: ~ -a > >~~[ { ~' -ill -. 306 Yards N~rlnarucT_y Sl~oree (;91f ~ s xla :. ~^ ~ ;:~ f~e~sri 7a`" st. ,, .. ~ nraaNrir.~o0i1~SB.~cz v ,~, vas,. ~ 'f's~ c ~~ti~!hd ^TerGPCCr . `P".256 Yards r ~'.-:,- oosv qps s8 a -~ ~1.~ r '12"b St. ~ATV~,T ~~ ~ ~,~,5r i g "i°~br~is dam" I" a~ E... ~ Z shorEis ~rk~ , oP ~, ~v ~`( ~ r a su.~ ~ do ~ ~ ~ ~ ~. ' ~ ~~ ~ 1212 Yards c U S E W ,~ z~ .s~.n ~ ~" ' HY y ~ _ ~~ -iz. .:~ ~ ~ r : ~~ ~tta ~~a kY" ° 4`" St: -ATV 'I I - `~ ~ La GA~tvGw ~1 ~ ;9 ii ~_ i -'~Q~~"~~il~~ .,._.~~ Pam-;~ ~~~~*~ _ ^„t ~~ ~ " ~ ii r~ ~ ~ ~ - ~ ~~ 2056 Yards LS• YEL'.--~~. ~ ~ i .. _„ . Ir I G~O~l9VrS'LP~ S-' az i `6 ~ ~ +~ 11 : ~ ~ Pafk ~ a Biscayne .~'' ~; ~ n 'ti ~ y ~ ~ ~~~ , ~ .,~~' ' Bll w ,.g"(tk- ~'2 ~ 1240 Yards ~~ ~ _ ~ ~ 1' -~.~~ lndian/8eae6 Atlantic =,~' ~~~"" 46'" St.--ATV h '' ~ Ocean JA~uss ' $1py~ee _ ~~ ~,2rld -~, Pa°nk ~ s - bolo Parkr ~' ~ 964 Yards } ~'_ c4~ a z _ 41~ St: -ATV ~ ~ ~ ~ a~- ff ~ ~ '~' ' I t' ~ 9 ~ w:. 452 Yards - ~ _a d P6,~~ n `~..~dx s A'te' ' ~ _ ~ 4901'ards - 'J~ 30"SL--ATV d g b ~~n~~r~tov~ ~~ ` ~ a.`Y'bif~'h ~~it~e _ - ~ i ~+~. :~~ 1200 Yards i .il ~ , j ~ ~ ~.:w e~ '~ Co~{tns Park ~ ~~ ~ ~ ~ i 21" St.--A9'1~ i m '1 _ ° 210 Yards j J ~~~N~~ 19`s St. ~ 210 Yards -~.,Fk,~ia. ~.~ap r e. ~ ~~ N 17 St.-ATV ~~ ~ ' ~~ 300 Yards 3*,7itlL ,7~AlL q.. - Lincoln Rd ~ . l { ~~°-~;~ - ~ l 300 Yards 15's St: -ATV '" ~ ' - ; ~ ~ _ ~ - - - z54Yard LEGEND ~ ~ '' 14`s St ~~ - - " ~ ~~:.. `:' ` ~a~Litminus 13's st. 206 Yards ® Lifeguard Tower--Single I Y 210 Yards ~ !' 2so Yaras Lifeguard Tower-- Double I ,.r - ]0'" St: -ATV, PWC j "~ ° _`,,,? `" 330 Yards ® Main Headquarters ~ St: -ATV m s ~' ~ 6« st: - wTV 230 Yards ® Sub-headquarter station 25s Yards ,q` s'" st. ~~ ~~ •. 255 Yards pTy_ All-terrain vehicle onsite '~' ff "" PWC- Personal watercraft onsite z7o Yaras A ~' P REEF 238 Yards South Pointe Par 264 Yards 140 Yards 484 Departmental Financial Summary 2005 2006 2007 2007 2008 Revenue Area Actual Actual Budget Projected Adopted Fire Rescue Transports $ 1,332,595 $ 1,190,250 $ 1,200,000 $ 1,300,000 $ 1,300,000 Fire Plan Review 248,114 385,041 205,800 300,000 287,040 Enhanced Fire Inspection 92,463 81,500 80,000 80,000 82,960 FF Education Supplement 71,280 77,705 86,640 86,640 86,640 Hydrant Flow Tests 30,360 30,141 20,000 33,000 33,000 Off-Duty Administration 34,831 33,173 40,000 50,000 51,000 Life Safety Inspections 342,408 352,386 0 0 350,000 Overcrowding Fines 24,350 6,646 20,000 10,000 10,000 Hazardous Materials 0 0 27,500 0 27,500 TOTAL $ 2,176,401 $ 2,156,841 $ 1,679,940 $ 1,859,640 $ 2,228,140 2005 2006 2007 2007 2008 Expenditure Area Actual Actual Budget Projected Adopted Salaries & Benefits 31,564,471 34,472,383 37,696,047 37,852,377 39,773,507 Operating Expenses 857,463 932,087 1,094,106 1,165,048 1,469,542 Internal Service Charges 4,121,159 4,561,952 4,393,133 4,324,479 4,480,526 Capital 49,031 340,607 119,732 211,114 20,977 TOTAL $ 36,592,124 $ 40,307,029 $ 43,303,018 $ 43,553,018 $ 45,744,552 Budgeted Positions Fire 224.5+ 0 PT 230 + 0 PT 232 + 0 PT 229 + 0 PT Ocean Rescue-GF 68.0+ 48 PT 68 + 48 PT 76 + 48 PT 76 + 48 PT TOTAL 292.5 +48 PT 298 + 48 PT 308 +48 PT 305 + 48 PT Expenditure Summary $so,ooo,ooo -° $ao,ooo,ooo - - -- $30,000,000 $20,000,000 $10,000,000 p $0 Salaries & Benefts Operating Expenses Internal Service Capital Charges 2006 Actual ~ 2007 Projected ~ 2006 Adopted 485 MIAMI BEACH REDEVELOPMENT AGENCY FY 07/08 ADOPTED BUDGET CITY CENTER REDEVELOPMENT AREA --ry, -~ ,~,~;} Submitted By: The Miami Beach Redevelopment Agency 1700 Convention Center Drive Miami Beach, F133139 507 E-~ x U Ull Y~-~i U U~ Z W ~ rZ, N W ~"'~ ~.J O 0 MCI w I~ A~ ~ U r~rT h~'-~ H z w a 0 a w w Q _v O z 0 U W z 0 Q 00 O O ~.., o U N z ~"~ Q ~ H ~z v W ~ a, w w H z w cG 4 0. W Q Q Q u. c s~ V N ~ h ~ O ~U O OD w 'a U c ~ ca = c ~ ~a E s ~ U '-' n a Y L L ~ d ~V ~a ~= ~ U N A C d 3 ` O U ~ `a d ~ a~i U c~ " L O L V d 'c `6 >~ ~w a~i U W .... d L LA w ~ v ~ m~ oa C U w w N ~ ea L O R c -a Q °o~ U L w °' ~~ m y i by dU Q uyi I a~i a ! I ~ i \ ~ d ., ° ~~ ~ a m a~ U ~ R ~ ~ y ~ = c y ~ l4 E C d C j ~, L C V O. d V ~ Q +' t6 7 ~ yQ C .+ V d w Q O ~ V ~ m C R a 3 U v w ~ v ~ U ~ E ~ v ~ ''' d Q d 503 R r. R L c E Q w R .~ o N N Q POSITION SUMMARY The Adopted Work Plan and Budget for FY 2007/08 continues to be aligned with and supportive of the City's Strategic Plan adopted by the Commission in 2005 to address priorities identified through surveys and focus groups of our residents, businesses and community organizations. Through a painstaking and thorough review of each department budget, including a modified zero-based budget approach, almost 100 positions were recommended for elimination (86 full-time and 7part-time), with minimal impact to the majority of the City's positions that provide direct services to the community. Almost half of these positions (40) are in management or administration. Further, as a result of the informal hiring freeze that we implemented as we began to see the property tax discussions unfolding, approximately two-thirds of these positions were vacant positions. More detailed information is contained in the Budget Highlights of the affected departments. A complete breakdown by position of all departments is included in the following Positions Summary and Details Section. CLEANER AND SAFER Police: While over 25 positions were reduced in the Police Maintains department budget, 17 of these were administrative and support increased police positions, and the remaining 8 reductions were achieved with service in support minimal service impacts through department reorganizations, of continuing etc. The Adopted Work Plan and Budget maintains all but one reductions in of the officers added in FY 2006/07 for an overlapping midnight crime rates shift, new ATV patrols on the beach, and two motor units to assist the Parking Department with traffic enforcement. In addition, the Adopted Work Plan and Budget maintains all other patrol levels Citywide at levels funded in recent years. Fire: The Adopted Work Plan and Budget maintains all service levels in the Fire Department, including the 3 new lifeguard stands at 5th Street, Lincoln Road, and 18tH Street added in FY 2006/07. The only positions eliminated were one of the two Assistant Fire Chiefs, a Fire Mechanic, as well as an Executive Assistant that had been added in FY 2006/07. Public Works - Sanitation: The Adopted Operating Budget maintains expanded sanitation services that were put in place in FY 2006/07. Although a Waste Driver Supervisor, Operations Supervisor and Office Associate V position were eliminated and replaced with a Superintendent position for a net reduction of 2 positions, service levels will be maintained. Maintains expanded sanitation services for commercial and entertainment areas, alleys, parking lots, the beaches, and residential areas -cleanliness has measurably improved in the last year from these expanded services. 517 MORE BEAUTIFUL AND VIBRANT; MATURE AND STABLE; UNIQUE HISTORIC AND URBAN ENVIRONMENT Parks and Recreation: Approximately 14 vacant recreation program personnel have been eliminated, where functions have essentially been absorbed by or combined with other positions. The City will monitor the impact of these reductions to ensure that participation rates and facility appearance are minimally impacted. Neighborhood Services: The Special Projects Coordinator and the Code Division Director positions were eliminated and the duties will be assumed by the Neighborhood Services Director. The Business Liaison/community Resource Coordinator position was eliminated and the duties will be assumed by the Customer Service Manager. The vacant Ombudsman position added in FY 2006/07 was eliminated. CULTURAL, ENTERTAINMENT AND TOURISM CAPITAL The Tourism and Cultural Development Department (TCD) eliminated a Clerk Typist/Receptionist position whose duties will be assumed by existing staff. INTERNATIONAL CENTER FOR INNOVATION IN CULTURE, RECREATION AND BUSINESS Continues focus in Building Department to improve customer service and reduce wait times. Building: Over the past two years, this department has been enhanced with a 20 percent increase in staffing to improve customer service and reduce wait times, a total of 16 positions over the last 3 years. These positions are maintained in the Adopted Work Plan and Budget. Economic Development: A Field Monitor position was eliminated in this area. The concession and market monitoring duties performed by the Field Monitor will be assumed by the Tourism & Cultural Development Department WELL-IMPROVED INFRASTRUCTURE Public Works: The Adopted Operating Budget eliminates one of two Capital Project Coordinator positions, the Assistant Director, a Clerk Typist, the ADA Coordinator, a Traffic Engineer and an Engineering Assistant II position in the Public Works Department with the duties to be assumed by existing staff, all funded by the General Fund. Seven vacant positions were eliminated, funded by water and sewer, where functions have essentially been absorbed by or combined with other positions. In addition, 1.5 positions, previously funded by the General Fund, will now be more appropriately funded by Stormwater funds, as these positions are already involved in supervising environmental resources and streetlights in the Stormwater Division. 518 CIP Office: Over the past two years, this department has been enhanced with a 24 percent increase in staffing (6 positions over the last 3 years) to decrease the number of days needed to perform construction document reviews, improve staff capacity to manage projects More than 50 projects are and address the community information function in scheduled to be in construction a more efficient manner. These positions are ;n FY 2007/08 maintained in the FY 2007/08 Adopted Work Plan and Budget. COMMUNICATIONS, CUSTOMER SERVICE AND INTERNAL SUPPORT FUNCTIONS General Fund position changes in this area included the elimination of 31 positions, 4 of which were made possible by services now available through the Internet and other technology enhancements; and the balance being positions where functions have been absorbed by other positions or outside contracts, or combined with other functions, particularly at the management level. 519 DEPARTMENTAL POSITION DETAILS AMENDED AMENDED ADOPTED Adpt 08 -Amend 07 FY 05!06 FY 06107 FY O7/08 Variance MAYOR & COMMISSION 20.00 20.00 19.00 (1.00) ADMINISTRATIVE SUPPORT City Manager 13.00 13.00 11.00 (2.00) Communications 9.00 9.00 8.00 (1.00) Budget & Performance Improv 20.00 + 1.00 PT 21.00 + 0.00 PT 19.00 + 0.00 PT (2.00) + 0.00 PT Finance 44.50 46.50 38.50 (8.00) Information Technology 43.50 45.50 42.50 (3.00) Human Resources 16.60 17.60 15.60 (2.00) Risk Management 6.40 6.40 5.90 (0.50) Labor Relations 2.00 3.00 2.50 (0.50) City Clerk 11.00 + 0.00 PT 11.00 + 0.00 PT 10.00 + 0.00 PT (1.00) + 0.00 PT Central Services 6.00 6.00 6.00 0.00 Procurement 10.00 10.00 10.00 0.00 CITY ATTORNEY 22.00 + 1.00 PT 22.00 + 1.00 PT 22.00 + 1.00 PT 0.00 + 0.00 PT ECON DEV & CULTURAL ARTS Economic Development 7.00 7.00 6.00 (1.00) Building 79.00 + 0.00 PT 79.00 + 0.00 PT 79.00 + 0.00 PT 0.00 + 0 00 PT Planning 28.00 29.00 29.00 0.00 . Tourism & Cultural Affairs 21.00 21.00 20.00 (1.00) OPERATIONS Neighborhood Services 66.00 + 1.00 PT -67.00 + 1.00 PT 60.00 + 0.00 PT (7.00) + (1.00) PT Parks & Recreation 197.00 + 151.00 PT 205.50 + 150.00 PT 197.50 + 144.00 PT (8.00) + (6.00) PT Public Works 192.00 193.00 180.00 (13.00) Sanitation 144.00 179.00 177.00 (2.00) Property Management 71.00 73.00 69.00 (4.00) Capital Improvement Projects 31.00 31.00 31.00 0.00 Parking 110.00 + 6.00 PT 119.50 + 6.00 PT 119.50 + 6.00 PT 0.00 + 0.00 PT Fleet Management 24.00 24.00 23.00 (1.00) PUBLIC SAFETY Police 550.00 + 14.00 PT 569.00 + 14.00 PT 544.00 + 14.00 PT (25.00) + 0.00 PT Fire 298.00 + 48.00 PT 308.00 + 48.00 PT 305.00 + 48.00 PT (3.00) + 0.00 PT TOTALS 2,042.00 + 222.00 PT 2,136.00 + 220.00 PT 2,050.00 + 213.00 PT 86.0^) + 7.00) PT TOTALS BY FUND GENERAL FUND 1,469.13 + 215.00 PT 1,513.88 + 214.00 PT 1,440.60 + 207.00 PT (73.28) + (7.00) PT ENTERPRISE FUNDS 396.00 + 7.00 PT 442.50 + 6.00 PT 435.00 + 6.00 PT (7.50) + 0.00 PT INTERNAL SERVICE FUNDS 143.90 145.90 139.40 (6.50) RDA 1325 16.25 16.00 (0.25) GRANTS/OTHER FUNDS 19.72 + 0.00 PT 17.47 + 0.00 PT 19.00 + 0.00 PT 1.53 + 0.00 PT TOTALS 2,042.00 + 222.00 PT 2,136.00 + 220.00 PT 2,050.00 + 213.00 PT (86.00) + 7.00) PT 520