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2009-27196 Reso
RESOLUTION NO. 2009-27196 A RESOLUTION OF THE MAYOR AND CITY COMMISSION OF THE CITY OF MIAMI BEACH, FLORIDA, ADOPTING TENTATIVE BUDGETS FOR THE GENERAL, G.O. DEBT SERVICE, RDA AD VALOREM TAXES, ENTERPRISE, AND INTERNAL SERVICE FUNDS FOR FISCAL YEAR 2009/10 SUBJECT TO A SECOND PUBLIC HEARING SCHEDULED ON THURSDAY, SEPTEMBER 24, 2009 AT 5:01 P.M. NOW THEREFORE, BE IT DULY RESOLVED BY THE MAYOR AND THE CITY COMMISSION OF THE CITY OF MIAMI BEACH, FLORIDA, that the City of Miami Beach hereby adopts tentative budgets for the General, G.O. Debt Service, RDA Ad Valorem Taxes, Enterprise, and Internal Service Funds for Fiscal Year 2009/10 as summarized and listed below, subject to a second public hearing scheduled at 5:01 P.M., Thursday, September 24, 2009. REVENUES G.O. DEBT INTERNAL GENERAL SERVICE RDA ENTERPRISE TOTALS SERVICE GENERAL OPERATING REVENUES Ad Valorem Taxes $ 113,705,892 $ 113,705,892 Ad Valorem -Capital Renewal & Repl. 2,026,707 2,026,707 Ad Valorem Taxes -Normandy Shores 95,795 95,795 Other Taxes 24,040,704 24,040,704 Licenses and Permits 14,514,875 14,514,875 Intergovernmental 9,172,470 9,172,470 Charges for Services 9,693,288 9,693,288 Fines and Forfeits 3,182,000 3,182,000 Interest 5,336,000 5,336,000 Rents and Leases 4,578,161 4,578,161 Miscellaneous 8,261,443 8,261,443 Other -Resort Tax Contribution 22,465,440 22,465,440 Reserves- Buildiing Dept Operations 1,546,709 1,546,709 Other -Non Operating Revenues 7,375,935 7,375,935 Sub-total $ 225,995,419 $ 225,995,419 G.O. DEBT SERVICE FUND Ad Valorem Taxes $ 6,024,572 $ 6,024,572 Sub-total $ 6,024,572 $ 6,024,572 FUND TOTAL $ 225,995,419 $ 6,024,572 $ 232,019,991 RDA FUND-City TIF only AD VALOREM TAXES Property Taxes-RDA City Center $ 15,767,520 $15,767,520 FUND TOTAL $ 15,767,520 $15,767,520 ENTERPRISE FUNDS Convention Center $ 14,095,401 $14,095,401 Parking Sanitation 31,337,778 31,337,778 Sewer Operations 16,351,303 16,351,303 Storm Water 35,700,599 35,700,599 Water Operations 11,439,438 11,439,438 31,693,409 31,693,409 FUND TOTAL 140,617,928 $140,617,928 INTERNAL SERVICE FUNDS Central Services Fleet Management $ 825,568 Information Technology 8,813,996 Property Management 14,053,320 Risk Management 8,414,159 FUND TOTAL 17,695,708 49,802,751 APPROPRIATIONS FUNCTION/DEPARTMENT MAYOR & COMMISSION ADMINISTRATIVE SUPPORT SERVICES CITY MANAGER Communications BUDGET & PERFORMANCE IMPROV FINANCE Procurement Information Technology HUMAN RESOURCES/LABOR RELATIC Risk Management CITY CLERK Central Services CITY ATTORNEY ECONOMIC DEV. & CULTURAL ARTS Economic Development REAL ESTATE, HOUSING $ COMM DES BUILDING PLANNING Cultural Arts TOURISM 8 CULTURAL DEV Tourism & Cutural Development CONVENTION CENTER OPERATIONS Code Compliance Community Services Homeless Services PARKS & RECREATION PUBLIC WORKS Property Management Sanitation Sewer Stormwater Water CAPITAL IMPROVEMENT PROJECTS PARKING FLEET MANAGEMENT PUBLIC SAFETY POLICE FIRE CITYWIDE ACCOUNTS CITYWIDE ACCTS-Normandy Shores CITYWIDE ACCTS-Operating Contingenc CITYWIDE ACCTS-Other Transfers Capital Reserve Fund Pay-As-You-Go Capital Fund Capital Investment Upkeep Fund Info & Comm Technology Fund CAPITAL RENEWAL & REPLACEMENT G.O. DEBT SERVICE RDA-City TIF only City Center TOTAL -ALL FUNDS G.O. DEBT INTERNAL GENERAL SERVICE RDA ENTERPRISE TOTALS SERVICE $1,478,523 $1,478,523 2,293,523 $2,293,523 914,249 $914,249 1,993,560 $1,993,560 4,416,396 $4,416,396 901,633 $901,633 1,764,137 $1,764,137 1,567,479 $1,567,479 4,227,546 $4,227,546 857,446 $857,446 8,601,507 $8,601,507 2,983,728 $2,983,728 2,641,076 $2,641,076 14,095,401 $14,095,401 4,094,956 $4,094,956 410,332 $410,332 673,763 $673,763 29,059,224 $29,059,224 6,545,304 $6,545,304 16,351,303 $16,351,303 35,700,599 $35,700,599 11,439,438 $11,439,438 31,693,409 $31,693,409 3,609,884 $3,609,884 31,337,778 $31,337,778 81,127,849 $81,127,849 50,900,788 $50,900,788 147,377 $147,377 975,000 $975,000 10,601,432 $10,601,432 0 $0 0 $0 382,000 $382,000 800,000 $800,000 2,026,707 $2,026,707 6,024,572 $6,024,572 14,053,320 17,695,708 825,568 8,414,159 8,813,996 15,767,520 $15,767,520 $225,995,419 $6,024,572 $15,767,520 $140,617,928 $388,405,439 $49,802,751 2009-27196 PASSED and ADOPTED this 10th day of September. 2009. MAY R Matti Herrera Bower ATTEST: G(ti CITY CLERK Robert Parcher APPROVED AS TO FORM & LANGUAGE & FOR EXECUTION R 3 09 Condensed Title: COMMISSION ITEM SUMMARY A resolution of the Mayor and City Commission of the City Of Miami Beach, Florida, adopting tentative budgets for the General, G.O. Debt Service, RDA Ad Valorem Taxes, Enterprise, and Internal Service ', Funds for Fiscal Year 2009/10 subject to a second public hearing scheduled on Thursday, September 24, 2009 at 5:01 P.M. Key intended outcome Supported: Minimize taxes; Control Costs of payroll including salary and fringes; Ensure expenditure trends are sustainable over the long term; Improve the City's overall financial health and maintain overall bond rating; Increase community satisfaction with cit services • Supporting Data (Surveys, Environmental Scan, etc.): Based on the 2009 community survey, 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 over 3/'s of residents would recommend it to others as a place to live. Impressively, 31 of the residential tracking questions from 2007 experienced increases in each of the areas measured by an overall average of approximately 7.0%; and 28 of 32 business tracking questions experienced increases measured by an overall average of approximately 8.8%. Important findings were: Cleanliness of canals/waterways, the job the city is doing to address homelessness, and storm drainage were all identified as areas for improvement, although improved from prior surveys; cleanliness, code enforcement, and arts and culture were identified as services the city should strive not to reduce; and value of service for tax dollars paid, cleanliness of streets, satisfaction with contacting the City government handling of special events, traffic flow, code enforcement, police ratings, condition of roads, availability of public parking, and consistency of inspections were all identified as key drivers of overall satisfaction levels. Issue: Shall the Mayor and City Commission adopt the attached resolution establishing tentative budgets for the General, G.O. Debt Service, RDA Ad Valorem Taxes, Enterprise, and Internal Service Funds for Fiscal Year 2009/10 and setting the date for the second public hearin ? item summa iKecommendation: The FY 2009/10 Proposed Work Plan and Budget includes a reduction of $80 in taxes paid to the City by an average homesteaded property owner and at the same time continues to address community priorities. The total Proposed General Fund Operating Budget is $225,995,419 million which is $9.4 million or 4% less than the FY 2008/09 adopted budget of $235,366,925. Further, the City's 11 % reserve and 6% contingency goal are projected to be full funded from existin reserves. Board Recommendation: Financial Information: Source of Amount Account Funds: 1 $225,995,419 General Fund Operating 2 $ 6,024,572 G.O. Debt Service 3 $ 15,767,520 RDA Funds-Ad Valorem Taxes 4 $140,617,928 Enterprise Funds 5 $ 49,802,751 Internal Service Funds OBPI Total $388,405,439 "Net of Internal Service Funds Financial Impact Summary: Maintaining the General Fund Operating millage at the FY 2008/09 level resulted in a gap of approximately $19.5 million in the General Fund due to the decreased revenues and increased salary and pension costs. To address this gap, a modified zero-based budget analysis identified reductions intended to have less impact on our strategic plan priorities. Over the last 3 years, almost $50 million in recurrin reductions have been incor orated in the Ci s General Fund o eratin bud et. City Clerk's Office Legislative Tracking: Sign-Offs: D partment Di or Assistant City Manager City Manager +~ MIAMIBEACH GE DA1 ~ DATE 9-/D-09' m MIAMIBEACH City of Miami Beach, 1700 Convention Center Drive, Miami Beach, Florida 33139, www.miamibeachfi.gov COMMISSION MEMORANDUM TO: Mayor Matti Herrera Bower and Members of the City Commission FROM: Jorge M. Gonzalez, City Manager DATE: September 10, 2009 SUBJECT: A RESOLUTION OF THE MAYOR AND CITY COMMISSION OF THE CITY OF MIAMI BEACH, FLORIDA, ADOPTING TENTATIVE BUDGETS FOR THE GENERAL, G.O. DEBT SERVICE, RDA AD VALOREM TAXES, ENTERPRISE, AND INTERNAL SERVICE FUNDS FOR FISCAL YEAR 2009/10 SUBJECT TO A SECOND PUBLIC HEARING SCHEDULED ON THURSDAY, SEPTEMBER 24, 2009 AT 5:01 P.M. ADMINISTRATI.ON RECOMMENDATION The Administration recommends that the City Commission adopt the attached Resolution which establishes tentative budgets for the General, G.O. Debt Service, RDA Ad Valorem Taxes, Enterprise, and Internal Service Funds for Fiscal Year (FY) 2009/10. PROCEDURE As outlined in the companion Agenda Item R7A1, Section 200.065, Florida Statutes specifies the manner in which budgets are adopted. First, the tentative millage rate for both the general operating and debt service is adopted, then immediately thereafter, tentative budgets by fund are adopted. The attached Resolution adopting tentative budgets for the General, G.O. Debt Service, RDA Ad Valorem Taxes, Enterprise, and Internal Service Funds for FY 2009/10 is therefore presented to you at this time for adoption. BACKGROUND 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 improving services that address needs and priorities identified by the community (primarily in public safety, cleanliness, landscaping and beautification, recreation and cultural arts programming, renewal and replacement funding for our facilities, and building/development functions); and providing structural changes that enhance capital funding and reserves. However, these objectives have become increasingly more challenging in the last three years. In the last two years alone, the General Fund absorbed almost $28 million in reductions (and more than $31 million across all funds) in a General Fund budget that is $235 million in FY 2008/09. Given the recent declines in property values; and the impact on pension fund investments and resulting contribution requirements due to the downturn in the economy, the Proposed Adopting Tentative Budgets September 10, 2009 Page 2 Work plan and Budget incorporates an additional $16.2 million in General Fund reductions (and $17.2 million Citywide), for a total of almost $50 million in reductions in 3 years. While it is not our intent to balance the budget on the backs of our employees, the Proposed Work Plan and Budget includes approximately $3.5 million is in employee "Give-Backs" in the General Fund that still need to be bargained with our labor unions. It is not anticipated that these will be in place prior to the September budget hearings. Therefore, by setting the millage rates as herein proposed, the City is making certain assumptions on the employee "Give-backs" that, should they not materialize, will require the City to identify alternate, commensurate revenue and/or expenditure adjustments to ensure a balanced budget by the end of fiscal year 2009/10. Further, rather than raise the tax rates to offset decreases in property tax revenues due to declining property values, the Proposed Work Plan and Budget maintains the operating tax millage at FY 2008/09 levels of 5.6555 mills, including a general operating millage rate of 5.5472 and a General Fund Capital Renewal and Replacement millage of 0.1083. However, because the General Obligation voted debt millage is required to be set at a level sufficient to cover debt service obligations, the proposed voted debt service millage rate is increased by 2-hundreths of a mill, from 0.2375 to 0.2568, thereby offsetting the decline in property values. The total combined millage is 5.9123. It is important to note that state law allows municipalities to set the tax rates by a simple majority vote of the commission at a level sufficient to generate the same amount of property tax revenues as in FY 2007/08 plus a 2.5 percent increase based on statewide personal income growth per capita. In Miami Beach for FY 2009/10, this would have yielded an operating millage of 6.9048, and an increase of 22 percent in the tax rate, as compared to maintaining the operating millage at 5.6555. Further, the combined millage rate overall remains approximately 2.8 mills lower than it was in FY 1999/00, and is lower than the total combined proposed millage for 27 municipalities of the 35 municipalities in Miami-Dade County and the lowest of any municipality with a population greater than 40,000. On the expenditure side, Current Service Level (i.e. providing the same level of service as in the prior fiscal year) expenditures typically have increased between 6% and 8% annually due to salary and fringe increases and other normal cost of living adjustments. Based on trend analysis, in FY 2009/10, these increases result in an approximately $10 million (4.5%) increase in expenditures, the majority of which is due to increase in salaries in existing contracts, as well a $6 million increase in required pension contributions primarilydue to the downturn in the market. On the revenue side, based on the July 1, 2009 Certification of Taxable Value from the Miami-Dade County Property Appraiser, there is an 8.2 percent decline in Citywide property tax values from the July 1, 2008 tax roll certification to the July 1, 2009 tax roll certification. Values of existing properties saw a dramatic decline (14.8 percent). This decline, however, was offset by a 6.6 percent increase in new construction (an unprecedented $1.8 billion). This compares to increases in taxable value of at least an 8 percent increase per year from July 1, 2001 through July 1, 2007. Further, other revenues such as sales tax, golf course revenues, interest earnings, etc. have decreased due, in large part, to the downturn in the economy. As a result, there was an initial gap in the range of $24 million between General Fund Current Service Level expenditures and Current Service Level revenues. This initial high- Adopting Tentative Budgets September 10, 2009 Page 3 level projection was based primarily on trend analysis from prior years and was purposely conservative in both revenue and expenditure projections. Through refinements to the projections, as each department carefully reviewed their detailed line item Current Service Level proposed operating budgets, this gap was reduced to $19.5 million. To further reduce this gap, as with the preparation of budgets for the last two years, departments were directed to analyze and present their budget from two perspectives: The first was to once again review for potential efficiencies, reorganizations to reduce cost, etc. without impacting services. The second was to again perform a modified zero-based analysis of each department budget, identifying potential service reduction alternatives versus core functions. For each of the potential service reductions, departments provided the type of impact and the magnitude of the impact. Core functions were defined as those functions which, if cut, render it impossible for the department to provide basic service at a reasonable level. DECISION-MAKING PROCESS The budget development process has included participation from within and from outside City Hall. The budget process continues to utilize data from community surveys, including the most recent 2009 community surveys. The Proposed Work Plan and Budget was developed through an intensive review process with our City Commission. A Commission Retreat was held on May 8 and 9 where preliminary budget information was provided to the Commission and priorities were established. Between July 6 and July 21, a series of budget briefings were held with the Finance and Citywide Projects Committee, including a discussion of capital project priorities, as well as reviews reviewed Current Service Level expenditures, potential efficiencies, impacts of service level alternatives, and revenue enhancements. The City's Budget Advisory Committee also provided additional input and held a televised public meeting on August 27, 2009 where an overview of the FY 2008/09 and FY 2009/10 budgets were presented and the public was invited to make comment. Attachments A-D provides a summary of the efficiencies/reorganizations, service reductions, and revenue enhancements to address the $19.5 million gap, as recommended by the Finance and Citywide Projects Committee with minor revisions. Despite these reductions, the budget will continue our focus on providing "value of services for tax dollars paid" by continuing to provide services to the community free of charge or at significantly reduced fees, including free arts and movies in the parks, free access to pools and youth centers, reduced fee recreation programming, etc. Between 2005 and 2009 where this has been a concerted focus of the City's Work Plan and Budget we have been able to achieve significant improvement in our resident and business satisfaction levels with values of tax dollars paid for services received. Adopting Tentative Budgets September 10, 2009 Page 4 MAINTAIN PRIORITIES IDENTIFIED BY THE COMMUNITY The FY 2009/10 Proposed Work Plan and Budget a reduction of $80 in taxes paid to the City by an average homesteaded property owner and at the same time continues to address community priorities. Based on the 2009 community survey, 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 over 3/4's of residents would recommend it to others as a place to live; and taxes; and to identify key drivers for improvement. Impressively, 31 of the residential tracking questions from 2007 experienced increases in each of the areas measured by an overall average of approximately 7.0%; and 28 of 32 business tracking questions experienced increases measured by an overall average of approximately 8.8%. Important finds were: Cleanliness of canals/waterways, the job the city is doing to address homelessness, and Storm drainage were all identified as areas for improvement, although improved from prior surveys • Cleanliness, Code enforcement, and Arts and Culture as those the city should strive not to reduce • Value of service for tax dollars paid, cleanliness of streets, satisfaction with contacting the City government handling of special events, traffic flow, code enforcement, police ratings, condition of roads, availability of public parking, and consistency of inspections were all identified as key drivers of overall satisfaction levels Cleaner and Safer The resident surveys in 2005, 2007 and 2009 confirmed that safety is one of the top quality of life factors for our residents. In contrast to recent national trends, the City's crime rate decreased steadily through FY 2006 and has since remained steady -between 2006 and 2008 the City had a 25% percent decrease in the City's total violent crimes and property crimes. While property crimes increased between 2007 and 2008 by 5.25 percent, violent crimes decreased by almost 8 percent in the same year. Further, the City's increase in property crime was significantly less than national increases. National crime rates for burglaries, robberies and larcenies nationwide increased by 32 percent, 39 percent and 40 percent, respectively. The Proposed Work Plan and Budget maintains 2 marine officers added in FY 2005/06; the use of motor units to assist the Parking Department with traffic enforcement; the use of Patrol officers for the Neighborhoods contact program initiated in FY 2005/06; and lifeguard coverage for 100% of our publicly accessible beaches. In the Police Department, the Proposed Work Plan and Budget recommends the reduction of two vacant patrol positions; as well as adjustments to service delivery that include the elimination of four public safety specialist positions; the replacement of 1 sworn office in the customer services unit with a public safety specialist position; the elimination of 6 positions in records management anticipated mid-year as the new records management field-based reporting system is brought on-line; the elimination of 3 positions dedicated to Department accreditation, with the anticipation that these duties can be absorbed by other positions in the Department; reduces the firearms positions from two to one; reduces funding for a position dedicated to the Police Athletic League to 50 percent; and eliminates contracted security contingencies for unforeseen needs that may arise throughout the year. In the Fire Department, the Proposed Work Plan and Budget eliminates 5 positions in the Fire Prevention Division; replaces the Division Chief of Ocean Rescue with and administrative Adopting Tentative Budgets September 10, 2009 Page 5 position, and reduces overtime in the Ocean Rescue Division. 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, The City uses a quantitative index to assess the impact of these efforts and results have shown significant overall improvement. Between FY 2005/06 and FY 2007/08, the scores improved by 15 percent overall. None-the-less, our residents continue to view cleanliness as an important service area, and in the 2009 survey, it was cited as the most important service to retain. As a result, no reductions are recommended in sanitation services. More Beautiful and Vibrant; Mature and Stable; Unique Historic and Urban Environment Funding for landscaping and beautification continues to be a priority. During FY 2008/09 funding was provided for the following landscape restoration and streetscape renewal projects: Harding Avenue Welcome Sign, Lincoln Road Tree Wells, Indian Beach Park Development, Lincoln Road Art/Play Piece Design, Brittany Bay Park Outdoor Fitness (VITA) Course, Biscayne Point New Entrance Medians, Ocean Terrace, 41st Street/Arthur Godfrey Road, Sunset Island I & II Entrance, Triangle Park, La Gorce Island Medians, Palm Island Medians, Hibiscus Island "Welcome" Sign, Julia Tuttle On-Ramp, Normandy Shores Golf Club "Welcome" Sign, Normandy Shores Golf Club Clubhouse, Belle Island Park & Swales, Sunset Island II Park, Julia Tuttle "Welcome" sign. The Proposed Work Plan and Budget provides $380,000 in funding for replacement of landscaping, pavers, up-lighting, etc. through the Capital Investment Upkeep Account including $100,000 in funding for year 4 of the City's reforestation plan, replacing landscaping and trees damaged or destroyed by hurricanes. However, as one of the City's recommended cost reduction approaches, service levels have been reduced minimally for landscape maintenance. Ensuring compliance with code regulations also continues to be a priority, with no reductions in service levels proposed. Further the Proposed Work Plan and Budget maintains resources to support the City's abandoned properties task force, including maintenance of an abandoned properties database, and amulti-department coordination of efforts to ensure that abandoned properties are better maintained and that safety concerns are reduced or eliminated. In recreation, while reductions have been made reducing the number of free events in the Park from 8 to 6 and eliminating 2 of 3 major out-of City field trips (although continuing all fieldtrips on Miami Beach to the pools, the ice rink, etc. and maintaining one major field trip out of the City) the Proposed Work Plan and Budget continues to provide a wide range of quality free and reduced free programs for residents. Other service adjustments in recreation include, the elimination of 1 of 2 ice rink managers, elimination of a vacant Customer service representative position, and reducing the Recreation Review from 3 to 2 issues yearly. 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. Further funding for a Steepness Night" event in November 2010 will be funded from sources other than the General Fund (sponsorships, grants, resort tax contingencies, etc.). Homeless outreach and placement services are also maintained to ensure continuing resources to address homelessness. Much has been accomplished in the last several Adopting Tentative Budgets September 10, 2009 Page 6 years, with the census count for the number of homeless in the City declining from 314 in November 2000 to 98 in January 2008, and has since increased to 141 in January 2009. Despite the decrease since 2000, homelessness remains a major concern throughout the City. Cultural, Entertainment and Tourism Capital and an International Center for Innovation and Business After lengthy negotiations, the Board of County Commissioners approved Building Better Communities General Obligation Bond funds for a Master Plan Study to be developed by Arquitectonica. The City's Capital Improvement Plan includes $55 million in funding from County's General Obligation Bond to expand and enhance the Miami Beach Convention Center, and the Master Plan will allow the City to develop a comprehensive assessment of funding needs related to this project. In addition, the Resort Tax component of the Proposed Work Plan and Budget includes $5 million to be transferred to the Greater Miami Convention and Visitors Bureau (although reset from the FY 2008/09 level of $5.6 million) and $1.5 million to be transferred to the Miami Beach Visitors Convention Authority. In addition, $100,000 is funded to continue a Miami Beach marketing campaign; $100,000 to fund the South Florida Super Bowl Host Committee in support of Super Bowl XLIV, towards maximizing Miami Beach as a destination brand. Well-Improved Infrastructure Along with, and related to, growth management, traffic flow continues to be one of our community's major concerns. In FY 2009/10, we will continue to focus enforcement for vehicles blocking traffic lanes and intersections, including the implementation of red-light cameras, which in addition to reducing serve accidents at intersections, we hope will alleviate vehicles blocking traffic at busy intersections. Further, the City has approved a contract with a vendor for aSelf-service Bicycle Rental Program which, in addition to supporting environmental sustainability, will also increase multi-modal mobility throughout the City. We adopted the City's first Bikeways Master Plan in October 2007, and during FY 2008/09, fifty four (54) bike racks have been installed citywide, with an additional seventy bike racks planned to be installed by the end of the fiscal year. In addition, the City continues to coordinate and fund the South Beach Local, the most successful bus circulator in the County -with average monthly ridership just under 200,000 passengers in FY 2007/08 compared to 60,000 in prior years for the Electrowave. In addition, we are exploring the establishment of similar circulators for the mid and north beach areas. The Proposed Work Plan and Budget includes capital funding for renovation of several parking lots that are anticipated to provide an additional 88 parking spaces when complete. Further, in addition to the new City Hall garage and the Alton and 5"'facility that will provide 1,150 additional parking spaces combined, construction is scheduled to begin on the City garage adjacent to the New World Symphony new pertorming Arts project that will provide an additional 400 spaces in the City Center area. In addition, the Proposed Work Plan and Budget recommends increasing the Parking meter fees north of 23`d street to provide funding for additional capital projects in the future. Implementation of the City's capital improvement program also continues as a top priority. In Adopting Tentative Budgets September 10, 2009 Page 7 FY 2008/09, the City completed several major projects, (the new South Pointe Park, the North Beach Recreation Corridor; Normandy Shores Golf Course, including restrooms, cart barn and maintenance facility; and renovation of Beach Patrol Facilities); and several major projects are under construction (Miami Beach Golf Course Cart Barn, Normandy Shores Golf Course Clubhouse, Scott Rakow Phase II, Collins Park Children's Playground, and Collins Park/Rotunda and ROW Improvements). The capital projects listed in the following are anticipated to begin construction in FY 2009/10. o Neighborhood/Right-of-Way (ROW) Improvements • Bayshore -Central • Bayshore -Lake Pancoast • Bayshore -Lower Bay Road • La Gorce BP 5 Right-of-Way • Oceanfront Phase II West • City Center BP 9B (17th Street) • City Center BP 9C (Lincoln Road) • South Pointe Phase III - V • Sunset Islands 0 17th Street Garage Miscellaneous Repairs o Surface Parking Lot 9A - 69th Street & Harding Avenue (West) o Surface Parking Lot 9E - 69th Street & Harding Avenue (East) o Surface Parking Lot 12X - 9th Street & Washington Avenue 0 35th Street Beachfront Restrooms o Band Shell Facility Improvements o Fire Station 2 - Building A (Historic Building Renovation) o Fire Station 2 Hose Tower Replacement o Little Stage Theater Master Plan o Muss Park Pavilion Improvements o Pump Station 4 Landscaping (Hibiscus Island) o Pump Station 10 Landscaping o Pump Station 10 Odor Control Equipment o Pump Station 22 Landscaping (Normandy Shores Golf Course) o Coast Guard Booster Pump Station (South Pointe) o Bridge Lighting at 77th Street and Hawthorne o Henedon Ave Bridge Repair - Daytonia Rd to Cleveland Rd; o Sunset Island Bridge Repair -West 20th St to West 21st St Rd; o Sunset Island Bridge Repair- West 22nd St to West 23rd St; o West 29th St Bridge Repair -North Bay Rd to Lake Ave o Collins Canal Enhancement Project o Restoration of Sewalls at Fleet Management, Lincoln Road West Streetend and Pinetree Park Shoreline o Drainage Improvement at West 44th Street & Royal Palm; North Bay & 56th Street o Bay Road Drainage Pump Station Upgrade o Pump Station #28 (W 28th St &Pinetree Dr) Grinder Replacement o Indian Creek Water/Wastewater Rehab. - 28th to 41st Streets 0 48" Outfall @ Easement 4180-4200 Chase Repair Adopting Tentative Budgets September 10, 2009 Page 8 o Water Improvements at Collins Ave 41st & 44th o Sanitary Sewer Improvement on James Ave from 17th Street to 19th Street o Milling & Resurfacing: Byron Ave - 71 st to 87 Terr, Dickens Ave - 71st St. to 81st St., Indian creek - 69th St. to 71st St. o Middle Beach Recreation Corridor - Phase I Pedestrian Bike Path o North Beach Recreation Corridor Extension to 79th St. o La Gorce Neighborhood Lighting o Miscellaneous Mast Arm Painting In addition, the capital component of the Proposed Capital Improvement Plan includes approximately $50 million in new Water and Sewer Bond eligible projects as well as approximately $95 million in new Stormwater Bond eligible projects. Preliminary estimates of the FY 2009/10 budget impacts for these additional bonds are approximately $1.5 million, $0.3 million, and $2 million in additional Water, Sewer, and Stormwater needs respectively. The sale of additional Water and Sewer, and Stormwater Bonds require rate increases for coverage purposes to be in place prior to the sale of bonds. The FY 2009/10 rate increases required for the sale of the first phase of bonds will increase City utility bills by an estimated $3.19 per month for the average household user of 11,000 gallons per month, and $1.45 per month for the minimum user charge. While significant, this is substantially less than the increase previously anticipated for FY 2009/10 as discussed in the section on Enterprise Fund budgets The Proposed Work Plan and Budget maintains funding of the City's pavement assessment and repair program, street light maintenance and assessments, broken sidewalk replacement, and a regular maintenance program for outfall and catch basin cleaning. Finally, in FY 2004/05 the city began two important initiatives: (1) funding of a capital renewal and replacement program for general fund facilities; and (2) initiation of assessments of our facilities to identify and plan for these renewal and replacement needs, as well as the more routine maintenance. Both of these initiatives are continued in FY 2009/10, although the Proposed Work Plan and Budget reduces two property management positions with the anticipation that these will be replaced by contract help, as needed. Value of Services For Tax Dollars Paid The Proposed Work Plan and Budget includes $1.38 million in efficiencies in the General Fund (and $2.8 million Citywide) and the elimination of 47 associated positions. Further, through additional service adjustments, 10 administration and management support positions will be eliminated, and 2 positions will be converted from full-time to part-time. In addition, the City will explore outsourcing of the Building Department's permit clerk function - however, since outsourcing this function remains to be determined, the associated 8 positions have been removed from position reduction totals previously presented. Minimize Taxes/Control Costs of Payroll Including Salary and Fringes Further, incorporating the reductions identified above, the Proposed Work plan and Budget incorporates an additional $16.2 million in General Fund reductions (and $17.2 million Citywide), for a total of almost $50 million in reductions in 3 years. Adopting Tentative Budgets September 10, 2009 Page 9 2-Year Prior Reductions FY 2009/ 10 Proposed General Fund $ Impacts POS $ Impacts POS Public Safety 4,821,004 (42J 2,241,587 (26.O) Opeartions 3,750,826 (51) 843,337 (17.0) Administrative Support 2,174,017 (26) 458,636 (6.4) Economic & Cultural Development 942,828 (7) 645,123 (10.0) Citywide 1,231,000 25,000 - Subtotal $ 12,919,675 (125) ~~ $ 4,213,683 (59.4) Transfers* 14,822,681 7,690,267 - Employee Give Backs/To be Bargained 3,500,775 Total** $ 27,742,356 -125 $ 15,404,725 (59.4) Internal Service Funds $ 1,834,713 (13.SJ $ 1,015,883 $ (16.6) Enterprise Funds $ 1,910,047 (18.5) $ 820,979 $ (13.OJ GRAND TOTAL $ 31x487,116 (157.0) $ 17,241,587 (89.0) ** In FY 2009/10, there are also $758,909 General Fund Reductions due to reductions in Internal Service char es are additional reductions to the General Fund The $17.2 million in proposed reductions includes approximately $3.5 million is in employee "Give-Backs" in the General Fund that will help with our new strategic goal (key intended outcome) to control payroll costs. None-the less, these "Give-backs" have to be bargained with our labor unions, and are by no means guaranteed. As a result, despite the dramatic impact of three years of reduction due to property tax reform exacerbated by a dramatic downturn in property values, the Proposed Work Plan and Budget preserves benefits specifically for City of Miami Beach residents, including: • Our free "Culture in the Parks" series; • Access to free cultural arts programs (theater, dance, music and visual arts) for children involved in after school and summer camps; • Scholarship specialty camps in the summer, in addition to children participating in day camps; and programs for traveling athletic leagues. • Free access to City pools on weekends and during non-programmed hours; • Free general admission to our Youth Centers on weekends and during non- programmed hours; • Free Learn-to-Swim programs for 3 to 4 year old residents; • Reduced resident rates for recreation programs • Free "family friendly" Movies in the Park; • Special programming by the Miami City Ballet for the Miami Beach community, including a new contemporary dance series; • Free admission to museums on Miami Beach, including the Bass and Wolfsonian Museums every day and the Jewish Museum on Wednesdays, Fridays and Saturdays; Adopting Tentative Budgets September 10, 2009 Page 10 • Free bi-annual Sports Expo for our residents -hosted in fall and spring, residents have an opportunity to registerfor sports programs offered throughout the year- games and activities (bounce house, climbing wall, music, inflatable slide, etc.) are provided; • Free access to the majority of our senior citizen programs and special populations programs, including several free dances that take place throughout the year; • Free of charge play at the Par 3 golf course for all residents; • Free crime analysis of residents' homes by our Police Department; and • Free child safety seat checks by our Fire Department. Environmental Sustainability, Communications, Customer Service and Internal Support Functions We have also prioritized Key Intended Outcomes to ensure the long-term sustainability of our City government, including improved communications with our residents, ensuring financial sustainability and ensuring that we have the best possible employees to deliver services to our community. Regarding environmental sustainability, the City established a permanent committee in FY 2007/08 called the Sustainability Committee, with the objective of providing a mechanism to discuss green (environmental) issues of concern to the community. To date, the City has implemented the several initiatives recommended by the Committee: Identified potential solutions to save energy and resource through the use of a consultant hired to perform a Comprehensive Energy and Resource Use Audit -The Administration is in the process of finalizing the Investment Grade Energy Audit of the City by its energy saving contractor, Ameresco. It is expected that the immediate project list will consistent of eight (8) energy conservation measures with projected annual savings of $1.3 million dollars and a project payback time of just slightly over ten (10) years. The Administration will continue to work with Ameresco on at least two (2) other projects that may also be brought to the City Commission for subsequent implementation. The completion of the Energy Conservation Projects will significantly upgrade the City's green status as it relates to its buildings and its operating practices. Expanded the City's recycling effort though the development of a Public Area Recycling Program and the Expansion of the Single and Multi-family recycling program through a new single stream collection program; Approved The Administration has completed and the City Commission approved a contract for the implementation of a self service bicycle program in the City of Miami Beach -The program is expected to be, if not the largest, one of the largest programs operated by a municipality in the entire United States. This project as it is implemented will result in a significant enhancement to the City's mobility options, it is anticipated to lessen the reliance upon automobile trips, and is environmentally a very positive project; and Endorsed the adoption of the U.S. Mayor's Conference Climate Control Initiative. The Committee is also working on the implementation of a citywide Green Building Ordinance, and is currently working with the administrative staff to draft a Master Sustainability Plan which should be available to present to the City Commission for review and approval early in the calendar year 2010. Adopting Tentative Budgets September 10, 2009 Page 11 The Proposed Work Plan and Budget continues funding to enhance communications with our residents, enhance the availability of city services and processes that can be accessed and transacted via the Internet, and preserve our technology infrastructure. To that end, the Proposed Work Plan and Budget continues to fund the City's MB Magazine, although funding for Citypage in the Neighbor's Section of the Herald will be discontinued as respondents to the 2009 Community survey indicated that this was a less frequently used source of information. Although the Proposed Work Plan and Budget reduces 2 positions in the Information Technology Department, it still includes a $0.8 million transfer to the Information and Communications Technology Fund, a reduction of $300,000 from prioryears. Projects to be funded in FY 2009/10 include: • Year 4 of 5 in project financing for the City's WiFI project • Year 4 of 5 in project financing for the Storage Area Network (SAN) • Year 4 of 10 in project financing for Enterprise Uninterrupted Power Supply (UPS) and Generator • Year 4 of 5 in project financing for Public Safety Voice Over IP (VOIP) • Continued implementation of field-based reporting modules in the Police Department • Continued imaging of financial records and automation of the City's data collection for the cleanliness assessment program • Implementation of electronic timekeeping through hand readers throughout the City • Funding for the Fire, Planning and Public Works components of the electronic plan review for the building development process • In addition, contingency funding is available for a new licensing module to be integrated with the new building/development process permitting systems, currently in procurement In addition, approximately $0.5 million in additional Building Training and Technology Funds will be added to the new building/development process permitting systems and electronic plan review projects. The Proposed Work Plan and Budget includes 2 new Key Intended Outcomes important to the sustainability of City Government: 1) Promote Transparency of City Operations; and 2) Strengthen Internal Controls. To address these issues, the City wilt continue to implement recommendations from the Transparency and Accountability Committee including posting on-line all expenditures and Committee referrals on-line. Further, the Proposed Work Plan and Budget includes funding for continued use of a contracted professional in Internal Audit to enhance the review of internal controls citywide, as well as the funding for a performance review of the Capital Improvement Projects Office. In FY 2005/06, the City established a financial goal of funding at least 5% of the General Fund operating budget as transfers for capital projects and capital projects contingency. The purpose of this goal was multi-faceted: 1. To provide flex in the operating budget that would allow the budget to be reduced without impacting services during difficult economic times; 2. To ensure that the City funded needed upkeep on our General Fund facilities, and right-of-way landscaping, lighting, etc. Adopting Tentative Budgets September 10, 2009 Page 12 3. To provide a mechanism to address additional scope of small new projects prioritized by the and community the Commission instead of having to delay these for a larger General Obligation Bond issue; and 4. To provide contingency funding so that projects where bids were higher than budgeted did not have to be delayed, especially during a heated construction market where delays often lead to further increases in costs. The Proposed Work Plan and Budget incorporates a reduction from the 5% to 1 % for capital components, taking advantage of the flexibility during this difficult financial year, and, at the same time, recognizing that the construction industry prices have declined. GENERAL FUND REVENUES Initial projections in April, 2009 of Current Service Level non ad-valorem revenues reflected a decrease of $3 million (including sales tax, golf course revenues, interest earnings), in large part, to the downturn in the economy. Current Service Level revenues represent the amount of revenues that would be generated based on existing fees and charges. This estimate was refined for the FCWPC meetings in July, 2009, reducing the decrease to $2 million. Subsequent to the July FCWPC additional adjustments to Current Service Level revenue projections have been made, however, these additional changes represent less than $250,000, and are primarily related to further reductions in sales tax proceeds based on more recent trends. Total revised Current Service Level revenues are $222.64 million. The projected FY 2009/10 revenues for the Proposed Work Plan and Budget are reflected in the following chart. lrtc!(lpecy aver FY 20!}g/05 ' FY 2009/1Q ,, ~ FY-~Q~f$C Revenues Buff et ; CSI. Burl et . Tota!'`~Buci et« Operating Millage Property Tax Citywide $ 113,704,841 $103,809,283 $ (9,895,558) PropertyTaxSouth Pointe 10,014,389 9,896,609 (117,780) Property Tax Normandy Shores 98,981 95,795 (3,186) Capital RenewaUReplacement 2,218,974 2,026,707 (192,267) Subtotal 126,037,185 115,828,394 (10,208,791) Interest Revenues 6,310,000 5,336,000 (974,000) Franchise and Utility Taxes 24,001,750 24,040,704 38,954 Licenses and Permits 14,807,042 14,496,875 (310,167) Intergovernmental Revenues 10,001,420 9,172,470 (828,950) Charges for Services 10,937,981 9,693,288 (1,244,693) Rents and Leases 4,483,002 4,578,161 95,159 Miscellaneous 7,685,555 8,073,628 388,073 Resort Tax 21,865,440 21,865,440 0 AIIOtherSources* 9,237,550 9,557,935 320,385 Subtotal 109,329,740 106,814,501 (2,515,239) Total. $ 235,366,925 $222,642,895 $..(.12,724,030) Fines & Forfeits, Mangement Fees Charged to Ente rprise/Internal Funds, etc. Adopting Tentative Budgets September 10, 2009 Page 13 GENERAL FUND EXPENDITURES Historically, Current Service Levels expenditures have increased between 6% and 8% annually due to salary and fringe increases and other normal CPI adjustments to other operating expenses. Based on these trends, FY 2009/10 Current Service Level expenditures were projected to increase by $10.5 million, (an increase of 4 percent). Through refinements to the projections this increase was reduced to $6.8 million, as each department carefully reviewed their detailed line item Current Service Level proposed operating budgets. These refinements included maintaining health insurance at FY 2008/09 levels for the first time in many years, reflecting success from the City's recently implemented self-insurance program. Other refinements included reducing landscape maintenance costs based on updated bids, the elimination of the final debt payment for undergrounding utilities at the Miami Beach Golf Course, revised salary projection for FY 2008!09 which reduced starting point salaries for FY 2009/10, and generally more conservative projections across all departments. These were partially offset by increased overtime projections primarily related to the 2010 Superbowl; and increased General Fund water, sewer and stormwater expenditures associated with the anticipated fee increases. The major drivers of the $6.8 million increase in Current Service Level expenditures in FY 2009/10 are: • Salary adjustments for merit and step increases, etc. consistent with current labor contracts • Increases in pension costs, in large part due to the downturn in the economy and the resulting decline in investments FY 2Q09/10 Incl(pecy aver 1=Y20U8I139 CSI; , ~ FY2Q©8Jtf9 ~cp~rirditures Buid Bii~t '' : ''Tri~at 13it~clnet Salaries and Fringes $ 161,131,852 $ 168,331,469 $ 7,199,617 Operating Expenses 26,937,535 27,027,296 89,761 Internal Services 34,075,559 34,028,241 (47,318) Transfer to Renewal and Replacement 2,218,974 2,218,974 - Other Transfers to Capital 8,680,000 8,680,000 - Operating Capital 303,683 353,750 50,067 Debt Service 2,019,322 1,519,322 (500,000) Total $ 235,366,925 $ 242,159,052 $ 6,792,127 The difference between $222.65 million of CSL revenues and $242.16 million of CSL expenditures results in a gap of $19.5 million which had to be addressed. Based on direction provided by the Finance and Citywide Projects Committee meetings between July6 and July 9, 2009, approximately $12.5 million in General Fund expenditure reductions have been identified (in addition to the $27.7 million in reductions over the last 2 years). Further, an additional $3.35 million in potential revenue enhancements have been identified. Adopting Tentative Budgets September 10, 2009 Page 14 "Workin Ga " Remainin to Address $ 19,516,159 Proposed Reductions Cost Cutting/Efficiencies, Reorganizations, Reallocations, etc. $ 1,382,701 Reductions in Structural Budget Components -Capital Transfers 7,690,267 Service Adjustments 2,830,983 Impacts of Internal Service Adjustments -estimated at 60% 758,909 Subtotal $ 12,662,860 Proposed Revenue Enhancements Non-resident Fee Increases 205,815 Increase Resort Tax Contribution $ 600,000 Redlight Camera Revenues 1,000,000 Restructure Building Development Process Fees -revisit annually 1,546,709 Subtotal $ 3,352,524 Proposed Employee "Give Backs" Eliminate FY 2009/10 Merits and Steps $ 1,395,430 Implement Commission Recommendations re Class 8~ Comp 50,000 Increased Employee Pension Contribution (2%) 2,055,345 Subtotal $ 3,500,775 Attachments A through C provide detailed information on the reductions incorporated in the Proposed Work Plan and Budget. Consistent with direction during out budget meetings in July, the Proposed Work Plan and Budget includes fee increases (lobbyist registrations, non-profit vendor applications and lien statements), and the implementation of a business tax receipt application fee subject to Commission approval, as well as administrative fee increases for artist vendor/street performer lottery (permit) applications (see Attachment D). In addition, the following enhancements regarding revenues have been incorporated into the proposed FY 2009/10 budget: • Increased resort tax contributions to the General Fund The City is in the process of renegotiating its contract with the Greater Miami Convention and Visitor's Bureau. As part of the process, the City is anticipating resetting the agreement and thereby reducing the base payment by $600,000 to a flat $5 million. This reduction would allow the City to bring in an additional $600,000 to the General Fund to offset eligible tourism-related expenses. • New revenues from red light cameras In July, 2009, the City Commission approved a contract for the implementation of redlight cameras in the City of Miami Beach. A conservative estimate of $1 million resulting from this contract has been incorporated into the Proposed Work Plan and Budget. While many cities are facing potential litigation, the Florida legislature appears to be favorably considering legislation that would clarify and support this issue on a statewide basis. Adopting Tentative Budgets September 10, 2009 Page 15 • Use of Building Operations reserves In mid 2009, the City initiated a study of fees and costs related to the Building Development process. Preliminary results of the study indicate that the City has been significantly undercharging for the services performed by the Planning, Fire and Public Works Departments related to the Building process. As shown in the table below, while fee increases are recommended for these departments, it is further recommended that these fee increases be offset by short term decreases in Building Department fees so that, in the aggregate, the total combined fees charged to the development community remain at current levels. Further it is recommended that the resulting decreases in Building department revenues be replaced by approximately $1.5 million in previously set aside Building Department reserves so that costs related to enforcing the Florida Building Code continue to be offset by Building revenues. In the longer term, it is recommended that Building Department fees be revisited annually to determine when or if they will need to be adjusted. It is anticipated that Building Operating Reserves may be sufficient to maintain the reduced fee levels for a few years, and at the same time, the Department will be implementing efficiency initiatives, which may allow for lower fees in the longer term. The consultant is continuing to work with departments to complete the Building Development Process fess study and it is anticipated that the proposed fee changes will be brought to the Commission in October for consideration and adoption. Department of Building Department of Planning Department of Public Works Fire Department Total Computed City Data, FY Annual Cost Change from 07/08 Annual Computed to be revenue Current Revenue Annual Cost neutral Collections $ 9,732,237 $ 9,596,877 $ 8,185,528 $ 1,546,709 989,057 843,603 (843,603) 154,536 131,809 (131,809) 587,503 1 358 600 1 158 800 (571 297) $ 10,319,740 $ 12,099,070 $ 10,319,740 $ 0 Additional Revenues Available For General Fund Use Subsidy Level Employee "Give-Backs" 85.29% $ 1,546,709 It is also important to note that it is assumed that the Proposed Operating Budget incorporates assumptions regarding "Give-backs" from employees: elimination of salary step and merit increases for eligible employees, implementation of recommendations related to the 2009 Classification and Compensation Study, and increased pension contributions. It should be noted that all potential employee "Give-backs" will require collective bargaining with our five bargaining units. Therefore, by setting the millage rates as herein proposed, the City is making certain assumptions on the employee "Give-backs" based on good faith comments made by bargaining unit representatives. Should they not materialize, for whatever reason, the City will need to identify alternate, commensurate revenue and/or Adopting Tentative Budgets September 10, 2009 Page 16 expenditure adjustments to ensure a balanced budget by the end of the fiscal year. As a result, the approximately $19.5 million shortfall between Current Service Level revenues and expenditures has been addressed through the following: • $1.38 million in additional cutting/efficiencies, reorganizations, etc.; • $2.83 million in service adjustments to General Services and $0.76 million from the impact of reduction in Internal Service Funds that support General Fund Departments such as Information Technology, and Central Services; • $7.69 million in reductions in capital transfers; • $3.35 million in revenues from new or increased fees; transfers from the Building Department Operations reserve; and increased resort tax transfers to the General Fund to cover additional tourism-related expenditures; and • $3.5 million in assumed employee "Give Backs", which have yet to be bargained. The total Proposed General Fund Operating Budget is $225,995,419 million which is $9.4 million or 4% less than the FY 2008/09 adopted budget of $235,366,925. Of note, the Current Service Level expenditures reflect no additional transfers to the 11 percent Emergency Reserve or towards the City's additional 6 percent contingency goal. Reserve levels are sufficient to fund the 11 percent reserve for the proposed FY 2009/10 Operating Budget. As of September 30, 2008, the 11 percent reserve was fully funded at $25.5 million, and $12.6 million was funded towards the 6 percent contingency for a total of $38.1 in combined reserve and contingency which met our obligated reserve amount and which brought us within 1 percent of the stated contingency goal. Based on the FY 2009/10 Proposed Work Plan and Budget, the 11 percent reserve would need to be funded at $24.5 million, leaving $13.6 million available to fully fund the additional contingency goal if there are no additional changes in fund balance, and no additional transfers are made, fully funding both the 11 percent reserve obligation and the 6 percent contingency goal. GENERAL OBLIGATION DEBT SERVICE FUND The general obligation debt service payment for FY 2009/10 is approximately $6.0 million, reflecting a decrease of $44,447. However, because the General Obligation voted debt millage is required to be set at a level sufficient to cover the debt service obligations on these bonds, based on the July 1, 2009 Certified Taxable Value from the Property Appraiser, the proposed voted debt service millage rate is increased from 0.2375 to 0.2568. ENTERPRISE FUNDS Enterprise Funds are comprised of Sanitation, Water, Sewer, Stormwater, Parking, and Convention Center Departments. The Proposed FY 2009/10 Enterprise Funds Budget is $140.6 million. This represents an increase of $9 million from the FY 2008/09 Enterprise Funds Budget, an increase of 6.9 percent. Increases in current service level costs are primarily the result of increases in Miami-Dade County wholesale water rates, increases in sanitation collection and disposal contract costs, increases in salaries and benefits. These increases are offset by decreases capital transfers, and a decrease of approximately $800,000 inefficiencies and service reductions, including 13 positions. In addition, the Proposed Work Plan and Budget for the Convention Center Fund reflects a change in accounting treatment whereby unfunded depreciation in no longer reflected as a budgeted expense. Adopting Tentative Budgets September 10, 2009 Page 17 The revenues for the Water, Sewer, Sanitation, and Parking Funds reflect proposed fee increases as well as approximately $2.6 million in intergovernmental revenues received through the Amended CDT Interlocal Agreement to offset $5.7 million in non-RDA sanitation services in tourism areas throughout the City including major thoroughfares, walkways, alleys, and beaches. In the Water Fund, I am proposing an increase in water fees from $3.88 per thousand gallons to $4.36 (a 12 percent increase over FY 2008/09 rates). This reflects the impact of the following: 1) The pass through of the wholesale rate increase proposed by Miami-Dade County (from $1.4649 per thousand gallons, to $1.7142, an increase of approximately $0.25 or 17 percent increase to wholesale customers); and 2) A $0.23 increase (a 6 percent increase over FY 2008/09 rates) required for the first bond sale anticipated in FY 2009/10. It is important to note that the component of the increase related to the first bond sale is $0.08 lower than the $0.31 that had been previously anticipated for FY 2009/10. In the Sewer Fund I am proposing an increase in sewer fees form $5.62 per thousand gallons to $6.04 (a 7 percent increase over FY 2008/09 rates). This reflects the impact of the following: 1) The pass through of the wholesale rated increase proposed by Miami-Dade County (from $1.6869 per thousand gallons, to $2.0436, an increase of approximately $0.36 or 21 percent increase to wholesale customers); and 2) A $0.06 increase (a 1 percent increase over FY 2008/09 rates) required for the first bond sale anticipated in FY 2009/10. It is important to note that the component of the increase related to the first bond sale is $0.45 lower than the $0.51 previously anticipated. For the average 11,000 gallons per month customer, the combined water and sewer rates result in a monthly increase of $ 9.90 in FY 2009/10, of which $6.71 is the pass-through of County wholesale rates. For the minimum usage of customer (5,000 gallons or less per month), the combined monthly impact would be a total of $4.50, of which $3.05 is the pass- through of County wholesale rates. The rate increase will be presented at a separate Finance & Citywide Projects Committee meeting. In the Stormwater Fund, I am proposing an increase in stormwater fees from $7.42 per Equivalent Residential Unit (ERU) to $9.06 per ERU (an increase of $1.64 and a 22 percent increase over FY 2008/09 rates). This increase is required for the first bond sale anticipated in FY 2009/10. It is important to note that the component of the increase related to the first bond sale is $0.37 lower than had been previously anticipated for FY 2009/10 was $2.01, a 27 percent increase. Adopting Tentative Budgets September 10, 2009 Page 18 Pursuant to Resolution 2002-3382, the Sanitation Fund incorporates the impact of a monthly fee increase of $1.21 per single family residence and $1.08 per multi-family residential unit to address current year increases in contracted collection charges and Miami-Dade County disposal charges. In the Parking Fund, I am recommending increases in the meter rates in the Mid and North Beach areas from $0.50 to $1.00 per hour. INTERNAL SERVICE FUNDS Internal Support Services are comprised of the Central Services, Fleet Management, Information Technology, Risk Management and Property Management Divisions. The Proposed FY 2009/10 Internal Service Fund budget is $49.8 million. This represents a decrease of $0.8 million (1.5 percent) from the FY 2008/09 budget, despite increases in salaries and pension cost, primarily due to reductions in fuel and contract maintenance costs, and $1 million due to efficiencies and service adjustments, including the reduction of 16.6 positions. These costs are completely allocated to the General Fund and Enterprise Fund departments. CONCLUSION The Administration recommends adoption of the attached Resolution which establishes tentative budgets for General, G.O. Debt Servce, RDA Ad Valorem Taxes, Enterprise, and Internal Service Funds for FY 2009/10, subject to a second public hearing scheduled on Thursday, September 24, 2009 at 5:01 P.M. JMG:KGB:JC ATTACHMENT A -SUMMARY OF EFFICIENCIES, REORGANIZATIONS, ETC. AND POTENTIAL SERVICE REDUCTIONS 2-Year Prior Reductions FY 2009110 Bu Position Im cfs $ Im Cts POS FY 2008/09 Bud CSL Bu Efficiency Reor .Etc. Potentlal Service Rsductlons Total Full Time Part Time Prof. Vac. Flllsd Mgt & Admin Non M % of CSL General Fund Ma BCommission $ 47,000 -1.0 $ 1,461,678 $ 1,517,210 $ $ $ 0.0 0.0 0.0 0.0 0.0 0.0 0.0% C' Marva er $ 247,555 -2.0 $ 2,351,552 $ 2,444,520 $ $ 85,450 $ 85,450 -1.0 0.0 0.0 -1.0 -1.0 0.0 3.5% Communications $ 314,232 -3.0 $ 1,084,579 $ 987,562 $ $ 53,627 $ 53,627 -1.0 0.0 -1.0 0.0 -1.0 0.0 5.4% OBPI $ 223,058 -2.0 $ 1,991,966 $ 2,130,021 $ $ 75,391 $ 75,391 -1.0 0.0 0.0 -1.0 -1.0 0.0 3.5% Finance $ 588,321 -10.0 $ 4,216,476 $ 4,534,414 $ $ $ 0.0 0.0 0.0 0.0 0.0 0.0 0.0% Procurement $ 82,017 -1.0 $ 919,616 $ 942,758 $ $ $ 0.0 0.0 0.0 0.0 0.0 0.0 0.0% Human Resources/Labor Relations $ 292,568 3. $ 1,868,568 $ 1,940,044 $ 36,606 $ 84,568 $ 121,174 -2.0 1.0 -2.0 0.0 -2.0 0.0 6.2% Ci Clerk $ 64,773 -1.0 $ 1,561,692 $ 1,609,997 $ $ 15,126 $ 15,126 -0.4 0.0 0.0 -0.4 -0.4 0.0 0.9°k Ci Altome $ 314,493 -2.0 $ 4,283,893 $ 4,452,163 $ $ 107,869 $ 107,869 -1.0 0.0 0.0 -1.0 -1.0 0.0 2.4% Real Estate, Housin 8 Communi Dev $ 130,649 -2.0 $ 1,619,642 $ 1,645,111 $ $ 85,263 $ 85,263 -1.0 1.0 0.0 -1.0 -1.0 0.0 5.2% Buildin $ 150,000 0.0 $ 8,990,621 $ 9,278,847 $ 372,072 $ 79,093 $ 451,165 -8.0 0.0 -5.0 -10.0 -3.0 -12.0 4.9% Plannin $ 254,146 -3.0 $ 3,127,421 $ 3,057,758 $ $ $ 0.0 0.0 0.0 0.0 0.0 0.0 0.0% TCD $ 408,033 -2.0 $ 2,968,414 $ 2,814,548 $ $ 108,695 $ 108,695 -1.0 1.0 0.0 -1.0 0.0 -1.0 3.9 % Code Com liance Nei boyhood Svcs $ 778,042 -9.0 $ 4,237,038 $ 4,251,211 $ $ 65,784 $ 65,784 -1.0 0.0 0.0 -1.0 -1.0 0.0 1.5°h Communi Services $ 0. $ 441,561 $ 463,583 $ 41,173 $ 41,173 -1.0 0.0 -1.0 0.0 -1.0 0.0 8.9% Parks 8 Recreation $ 1,857,953 -31.0 $ 31,045,463 $ 30,349,933 $ 245,440 $ 390,154 $ 635,594 -13.0 0.0 -13.0 0.0 0.0 -13.0 2.1 Public Works $ 1,080,840 -10. $ 6,513,259 $ 6,811,807 $ 130,813 $ $ 130,813 -3.0 0.0 -1.0 -2.0 0.0 -3.0 1.9 CIP $ 33,990 0.0 $ 3,578,721 $ 3,688,160 $ 40,027 $ 10,000 $ 30,027 1.0 0.0 0.0 1.0 0.0 1.0 -0.8% Police $ 3,228,585 39.0 $ 80,798,978 $ 84,005,288 $ 627,797 $ 953,628 $ 1,581,425 -21.0 0.0 -2.0 -19.0 -8.0 -13.0 1.9% Fire $ 1,592,419 -3.0 $ 49,790,544 $ 52,477,272 $ $ 660,163 $ 660,163 -5.0 0.0 -5.0 0.0 -1.0 -4.0 1.3% C' 'de $ 1,231,000 0.0 $ 11,616,269 $ 11,857,873 $ 10,000 $ 15,000 $ 25,000 0.0 0.0 0.0 0.0 0.0 0.0 0.2% $ $ Subtotal $ 12 919 675 -125.0 $ 224 7 951 $ 231 60,080 $ 1382 701 S 2 30,983 S 4,213684 -59A 3.0 -30.0 -36.4 -21 A -45.0 1.6% Transfers Ca I Resarvo Pa ds-You-Go Ca I Info & Comm. Taeh Fund Ca IlmastmentU ee Acct $ $ 3,000,000 $ 300,000 $ 1,420,000 $ 2,500,000 $ 4,500,000 $ 1,100,000 $ 580,000 $ 2,500,000 $ 4,500,000 $ 1,100,000 $ 580,000 $ 2,500,000 $ 4,500,000 $ 300,000 $ 98,000 $ $ $ 100,000 $ 2,500,000 $ 4,500,000 $ 300,000 $ 198,000 100.0% 100.0% 27.3 34.1% Renewal and R aeament Fund $ 864,262 $ 2,218,974 $ 2,218,974 $ 192,267 $ $ 192,267 8.7% Homeowners Dividend $ 4,900,000 $ $ $ $ Transfer to Rbk Fund $ 1,000,000 $ $ $ $ Transfer toll%Raserve $ 3,338,419 $ $ $ $ Internal Service Fund ustment $ $ Pension Ad uatrnent $ $ $ _ Health Insurance Ad ustment $ $ Em ee llama Eliminate FY 10 Merits and Ste s $ 1,395,430 $ 1,395,430 Im lament Class 8 Com Stud $ 50,000 $ 50,000 Increase ension contribution b 2 % $ 2,055,345 $ 2,055,345 Total General Fund $ 27 742,356 -125.0 $ 235,366,925 $ 242159 054 S 8 972,968 S 6 431 758 $ 15 ,726 -59.4 3.0 -30.0 -36A -21.4 -45.0 6A% Internal Service Funds Information Technol Risk Mana emenl $ 948,148 $ 325,443 -5.0 -0. $ 13,799,605 $ 17,704,575 $ 14,291,752 $ 17,695,708 $ - $ $ 238,432 $ - $ 238,432 $ - -2.0 0.0 0.0 0.0 0.0 0.0 -2.0 0.0 0.0 0.0 -2.0 0.0 1.7% 0.0% Central Services $ 15,137 0.0 $ 855 411 $ 892,495 $ $ 66,927 $ 66,927 -1.6 0.0 0.0 -1.6 -0.6 -1.0 7.5 Pro a Mana ement Fleet Mana ment Pension Ad'ustment $ 447,045 $ 98,940 -7.0 -1.0 $ 9,499,118 $ 8,704,379 $ 9,124,683 $ 8,813,996 $ $ 547,581 $ - $ 162,943 $ $ 710,524 $ -13.0 0.0 0.0 0.0 ~.0 0.0 -9.0 0.0 -1.0 0.0 -12.0 0.0 7.8 0.0 Total Internal Service Funds $ 1 834 713 -13. $ 50 563 088 S 50 818,634 $ 547 581 S 468,302 S 1 015883 -16.6 0.0 ~.0 -12.6 -1.6 -15.0 2.0% SUB-TOTAL $ 29 577 069 -138.5 $ 285 930,013 $ 292 977,688 $ 9,520 549 S 6900,060 $ 16 20,609 -76.0 3.0 -34.0 -49.0 -23.0 -60.0 5.6% En se Funds Convention Center $ 48,821 0.0 $ 17,372,626 $ 14,515,358 $ 419,957 $ - $ 419,957 0.0 0.0 0.0 0.0 0.0 0.0 2 9 Water $ 342,900 -10.0 $ 27,134,743 $ 31,898,897 $ 205,488 $ - $ 205,488 -5.0 0.0 -5.0 0.0 0.0 -5.0 . 0 6% Sewer $ 199,353 -4.0 $ 31,247,506 $ 35,830,429 $ 129,830 $ $ 129,830 -5.0 0.0 -5.0 0.0 0.0 -5 0 . 4% 0 Stormwater $ 266,456 0. $ 9,196,112 $ 11,463,410 $ 23,972 $ $ 23,972 0.0 0.0 0.0 0.0 0.0 . 0.0 . 0 2% Sanitation $ 362,330 3.0 $ 15,605,411 $ 16,351,303 $ - $ $ 0.0 0.0 0.0 0.0 0.0 0.0 . 0 0% Parkin $ 690,187 -2.0 $ 31,013,618 $ 31,379,510 $ 41,732 $ - $ 41,732 -3.0 4.0 -3.0 0.0 0.0 -3 0 . 1% 0 Total E se Funds $ 1910047 -18. S 131 570 016 $ 141 907 $ 820 979 S S 820 979 -13.0 4.0 -13.0 0.0 0.0 . -13.0 . O.BY. GRAND TOTAL $ 31 7,116 -157.0 S 417500 029 $ 434,416 595 S 10 341,528 $ 6,900 060 S 17,241 588 -89.0 7.0 -47.0 -49.0 -23.0 -73.0 4.0% ATTACHMENT B -POSITIVE IMPACT OR MINIMAL SERVICE IMPACT EFFICIENCIES, REORGANIZATIONS, ETC. Position Im acts Cumulative Full Part Proj. Mgt. & Non GENERAL FUND Im act De t. Im act Time Time Vacant Filled Admin M Police Eliminate position in Patrol Division (Salary, Medicare, Health Insurance) . Minimal or no impact as this was an over-promotion due to the settlement o a lawsuit. $ 100,722 $ 100,722 -1.0 -1.0 -1.0 Civilianize Sergeant position in Property & Evidence Unit and replace with Property 8 Evidence Supervisor @ 1 grade above Property 8 Evidence Tech II $ 59,297 $ 160,019 0.0 Civlianize IT Coordinator position currently filled by Officer (Entails eliminating a Police Officer position) and replace with Information Tech I . Additional savings per year in Pension costs of $28,521.88 (55.32% fo sworn) and $12,770.83 (25.2% for non-sworn) are $15,751.05. Calculating over 10 years, the savings would total $157,510.50. $ 893 $ 160,912 0.0 Replace 2 sworn Police Officer positions in Backgrounds with 1 Civilian Investigator (@ OAV level $1,793.77 biweekly)-eliminate 2 officers (Salaries Medicare, Health Insurance) $ 62,297 $ 223,209 -1.0 -1.0 -1.0 Eliminate Security Coordinator position (Salary, Medicare, Health Insurance) This position oversees the city-wide security contract. It ensures that the contractor is providing the services as required by the contract and handles any complaints and issues relating to that service. This function will be assumed by a Sergeant who is responsible for the Telestaff function. This may result in less oversight, possible decrease in pertormance and increased dissatisfaction with the security guards. $ 52,320 $ 275,529 -1.0 -1.0 -1.0 Eliminate Overtime Community Skate Patrol -will attempt to staff with on- duty services $ 4,295 $ 279,824 0.0 Eliminate Instructor Pay of 2.5% -Provision sunsets in the current contract on 9/30/2009 $ 78,324 $ 358,148 0.0 Eliminate Special Event Response Pay @ 5%-Provision sunsets in the current contract on 9/30/2009 $ 178,896 $ 537,044 0.0 Eliminate 1 Sergeant in the Internal Affairs Division (Salaries, Medicare, Health Insurance}This sergeant serves as an administrative role and handles all phone complaints received by the unit. This will result in a 20% increase workload for the remaining investigators. This may jeopardize some internal investigations that may not be completed within the state mandated 180 day rule. $ 90,753 $ 627,797 -1.0 -1.0 -1.0 Parks and Recreation Eliminate 2 Full Time MSW 2 Position (plus benefits); one at Flamingo Park and one at Normand Isle Park. $77,038 $77,038 -2.0 -2.0 -2.0 Eliminate 1 Full Time Office Associate 3 Position lus benefits at NSPYC $34,788 $111,826 -1.0 -1.0 -1.0 Eliminate two (2) vacant Municipal Service Worker Trainee positions. Staffing Imaact: Two (2) Full Time -Municipal Service Worker Trainee = $24,960 x 2 = $49,920 (plus benefits) OVERALL TOTAL SAVINGS - 9 920 $49,920 $161,746 -2.0 -2.0 -2.0 Reduction of South Pointe Park Staffing to offset cost of contracting full- service landscape maintenance of the park. Stafflns~ Impact: Two (2) Full Time -Municipal Service Worker I's - $27,118 x 2 = $54,236 (plus benefits) Two (2) Full Time -Municipal Service Worker II's - $29,458 x 2 = $29,458 (plus benefits) OVERALL TOTAL SAVINGS - 83 694 $83,694 $245,440 -4.0 -4.0 -4.0 Public Works Engineering -Eliminate GF CEIII position. (to be funded by Stormwater Fund in FY10 $ 77,664 $ 77,664 -1.0 -1.0 -1.p Streets and Streetlighting -Eliminate two (2) Electrician positions currently filled. In eliminating the two positions, PW will contract construction services. $ 53,149 $130,813 -2.0 -2.0 -2.0 Position Im acts Cumulative Full Part Proj. Mgt. & Non GENERAL FUND Im act De t. Im ct Time Time Vacant Filled Admin M CIP Other Contractual Services -Based on historical use, there should not be any impact to the service level of mailings currently utilized in the De artment. $40,000 $ 40,000 Capital Projects Coordinator moved from Property Management to CIP and offset by Renewal and Replacement Funding -All Renewal 8 Replacement ro'ects will move to CIP. $ 80,027) $ 40,027 1.0 1.0 1.0 Building IMPLEMENTATION OF OUTSOURCE CALL CENTER. The implementation of the outsource call center will require an increase in of $130,000 in outside contractual services and the elimination of two positions currently involved in answering call in-house. The two positions include a Office Associate IV and a Clerk Typist. The Clerk Typist will be utilized as a teeter and a vacant Permit Clerk sition will be eliminated in its lace. $ - $ - -2.0 -2.0 -2.0 AUTOMATION OF RECORDS MANAGEMENT FUNCTION. With the automation of the records management function, the staffing required to support this function will be reduced from 4 to 3, thereby eliminating a Clerk sition in that unit. $ 43,162 $ 43,162 -1.0 -1.0 -1.0 RE-STRUCTURE ELEVATOR FUNCTIONS. Eliminate one vacant Elevator Inspector and contract out annual inspections and witnessing test at a lower total cost. This will also provide the flexibility to catch-up and stay current with elevator ins lions. $ 13,200 $ 56,362 -1.0 -1.0 -1.0 ADJUSTMENT OF RESOURCES TO MATCH DEMAND LEVELS. Based on a standard of 15 inspections per day and the level of inspections as of February 2009, we are recommending to eliminate four vacant positions without any degradation on the level of services provided to our customer. This work is currently being conducted by outside contracted staff. The four positions include two building inspectors, one Senior Mechanical Inspector, and one Senior Plumbin Ins clot. $ 295,695 $ 352,057 -4.0 -4.0 -4.0 DEVELOPMENT SERVICES COORDINATOR -The scope of the position will be modified to handle the administrative and support functions of the permitting area and the position will be replaced with a lower level professional position. The Permit Clerk Its report directly to the Assistant Director for Su rt Services. $ 20,015 $ 372,072 0 Human Resources/Labor Relations Replace existing HR Specialist position (Testing) with apart-time (24 hours per week) entry level Office Associate III (paid at a straight hourly wage with no benefits other than FICA Alternative (457)) in order to provide more administrative support to Employee Relations which currently only has one employee with a large workload. $ 36,606 $ 36,606 -1.0 1.0 -1.0 -1.0 Ci ide Reduce tuition reimbursement budget to level of prior year actuals $ 10,000 $ 10,000 otal eneral and Without Trans ers _ _ Position Im acts Cumulative Full Part Proj. Mgt. & Non INTERNAL SERVICE FUNDS Im act De t. Im act Time Time Vacant Filled Admin M Pro a Mana ement Reduce 1 vacant Carpenter position -Position has been vacant for 6 months or more without si nificant im act. $ 59,164 $ 59,164 -1.0 -1.0 -1.0 Eliminate 1 vacant A/C Mechanic position - Position has been vacant for 6 months or more without si nificant im act $ 76,384 $ 135,548 -1.0 -1.0 -1.0 Eliminate 1 vacant MSW III position -Position has been vacant for 6 months or more without si nificant im ct. $ 41,119 $ 176,667 -1.0 -1.0 -1.0 Reduce One Electrician @ $64,582. Increase response time for electrical situations occuring daily within the City. Increased backlog of electrical workorders. Two Temporary Electricians @ $25.94 per hour be acquired at a cost of $53,955.(2 @ 1,080 hours $25.94per hr). $ 10,627 $ 187,294 -1.0 -1.0 -1.0 Eliminate two Painters @ $105,569. Increased response time to remove graffiti and regular maintenance and repairs. 4 Contract Painters would be acquired for 20 hrs per week at a cost of 52 834. (1,080 Estimated hrs @$12.23 per hr x 4) $ 52,735 $ 240,029 -2.0 -2.0 -2.0 Move Capital Projects Coordinator to CIP and eliminate 2 Construction Managers and 1 Planning Technician -All Renewal 8 Replacement projects will move to CIP. $ 307,552 $ 547,581 -4.0 -4.0 -4.0 Total Internal Services Funds $ 547,581 $ 547,581 -10.0 -3.0 -7.0 0.0 -10.0 Cumulative Full Part Mgt. & Non ENTERPRISE FUNDS Im ct De t. Im act Time Time Vacant Filled Admin M Convention Center Elimination of 2 FT Global Spectrum Operations Positions (Engineering De t./Painters $ 101,070 $ 101,070 Elimination of 1 FT Global S estrum Associate Director of Sales $ 133,251 $ 234,321 Elimination of 2 FT Global S from Utili Workers $ 98,906 $ 333,227 Elimination of 1 FT Global S from Technical Advisor $ 86,730 $ 419,957 Sewer Eliminate one (1) Sewer Pipefitter and (3) MSW and replace one(1) Diesel Generator mechanic with a contracted sition $ 129,830 $ 129,830 -5.0 -5.0 -5.0 Water Eliminate one (1) HEO 1, two (2) water pipefitters, one MSW I, and one (1) Field Ins actor $ 205,488 $ 205,488 -5.0 -5.0 -5.0 Stormwater Eliminate Special Projects Coordinator Position and replace with CEIII position. (transferred from Public Works Engineering in FY10) - New SW CEIII to absorb stormwater duties (ERU coordination and stormwater desi n $ 23,972 $ 23,972 0.0 Parkln ENFORCEMENT UNIT -Convert 3 Full Time PESIs to 4 PT PESIs (30 hours week) (3 VACANT POSITIONS) 4 PT PESIs at 30 hours/wlc work the same # of hours in a year as 3 FT PESIs at 40 hours/week. PT positions do not get pension and health. THIS WOULD RESULT IN AN ADDITIONAL PT POSITION $ 41,732 $ 41,732 -3.0 4.0 -3.0 -3.0 Total Enterprise Funds $ 820,979 $ 820,979 -13.0 4.0 -13.0 0.0 0.0 -13.0 ATTACHMENT C -SERVICE ADJUSTMENT ALTERNATIVES Position Im acts Cumulative Department Full Part Proj. Mgt 8 Non Im ct Im act Time Time Vacant Filled Admen M t. GENERAL FUND Police Eliminate 50% of furxiing for Police Officer who works with the Police Athletic League (PAL) and bill PAL for this funding (Salary, Medicare, Health Insurance). This will reduce the PAL's revenue which is used for programming for underprivileged youth programs throughout the City. $ 49,574 $ 49,574 Eliminate 2 Sgts. as part of CALEA (Salaries, Medicare, Health Insurance, Overtime Elimination of these two sergeants positions will have minimal impact if CALEA reaaccreditation is no longer sought. Our hope is that we will be able to maintain State Accreditation at a minimum. $ 193,951 $ 243,525 -2.0 -2.0 -2.0 Eliminate 4 Public Safety Specialist positions (Salary, Medicare, Health Insurance) These positions serve as PSS on the street relieving police officers from routine report type calls. This will result in officers handling more report calls allowing les time for proactive policing. $ 196,093 $ 439,618 -4.0 -4.0 -4.0 Reduce Citywide corrtreded security contingency - Department may not lie able to respond to requests that develop throughout the year $ 50,000 $ 489,618 Eliminate 2 vacant Police Officers (Salaries, Medicare, Health Insurance)-The two police officer positions are currently vacant and will not be replaced. We will experience more OT due to daily staffing goals. $ 114,611 $ 604,229 -2.0 -2.0 -2.0 Eliminate 1 Patrol Police Officer (Patrol, Records Control Center- Day shift only). Replace this sworn officer with one of the remaining PSS's. Customer service will still be provided, however the quality of the service will not be at the same level. $ 57,306 $ 661,535 -1.0 -1.0 -1.0 Eliminate 1 Police Firearms Specialist (Salary, Medicare, Health Insurance} This position is one of two in the department. The other position is a Police Sergeant. This will require the police sergeant to oversee and conduct all firearms related training, qualifications, and repairs to weapons. It is a loss of 50% of the productive in this function in a hi h liabili area. $ 88,035 $ 749,570 -1.0 -1.0 -1.0 Technical. Eliminate remaining 1 civilian position used for State accreditation - DepaRmeMwould try to pursue Accreditation status wkh remaining resources. $ 42,907 $ 792,477 -1.0 -1.0 -1.0 Technical. Eliminate one Administretretive Aide II (Technical ServiceslRecords Unit) This position acts as a back-up to the Records Supervisor in the unit. Quali assurance checks will be eliminated. All remaining employees will report to the remaining Records Supervisor. Until the final implementation of the CAD/RMS/FBR project this reduction will severely impact the operations of the Records Unit.(Half to reflect elimination of the positions mid-year (assuming implementation of RMS field reporting by that time. ). $ 32,299 $ 824,776 -1.0 -1.0 -1.0 Technical. Eliminate two (2) Records Technician (Technical Services/Records Unit) Until CAD/RMS is fully deployed, there will be an increase delay in Public Record request from media, City Legal, public and Courts. Until the final implementation o the CAD/RMS/FBR project this reduction will severely impact the operations of the Records Unit.(Half to reflect elimination of the positions mid-year (assuming implementation of RMS field reporting by that time.). $ 48,440 $ 873,216 -2.0 -2.0 -2.0 Technical. Eliminate three (3) Data Entry Clerk positions (Technical Service Records Unit) Until CAD/RMS is fully deployed, cannot meet current KPI of data entry within 10 days. Retrieval of investigative information will be impacted. UMII the final implementation of the CAD/RMS/FBR project this reduction will severely impact the operations of the Records Unft.(Half to reflect elimination of the positions mid-year (assuming implementation of RMS field reporting by that time. ). g 80,412 $ 953,628 -3.0 -3.0 -3.0 Fire Freeze Assistant Fire Marshal sition $ 103,351 $ 103,351 -1.0 -1.0 -1.0 Transfer three FFI from the FPB (1230) to Suppression (1210) and hire three (3) less FFI's replacing retiring FFI in January 2010. Note: Costs include salary, FICA, uniforms and ui ment and costs for hire reini $ 282,958 $ 386,309 -3.0 -3.0 -3.0 Reduce 1210,1220,1230 Overtime for Fire Certification Traini $ 100,000 $ 486,309 Eliminate one Civilian Fire Inspectorfrom Existing Construction section. Note: With the transfer of the 3 FFIs from the FPB back to shift, this elimination will leave staffing levels sufficient to only inspect merohantile, office and hotel occupancies to once eve two ears. $ 48,516 $ 534,825 -1.0 -1.0 -1.0 Position Im act s Cumulative Department Full Part Proj. Mgt 8 Non Im act Im act Time Time Vacant Filled Admin M t. Fire Ocean Rescue Eliminate D/C of Ocean Rescue and replace with Administrative professional to assist with Internal Affairs, QA and efficienc measures. $ 60,338 $ 595,163 $ 595,163 $ 595,163 Reduce ORD OT by half (reduces the ability to remain after hours when the beaches are crowded $ 65,000 $ 660,163 Code Compliance - Eliminate Code Administrative Aide II: The position handles payroll, research requests, public records requests and allows clerical to concentrate on processing code cases. This will cause a delay in processing record requests and code cases. (salary and fringes, minus pension) $ 65,784 $ 65,784 -1.0 -1.0 -1.0 $ 65, 784 0.0 Office of Community Services Eliminate Office Associate 3; this position is currently vacant and provides support for youth and elder services by assisting with intakes, referrals and programming everts. The elimination of this position will impact our ability to offer support to the Youth Empowerment Network and the Miami Beach Service Partnership as well as the speed with which walk-in clients are served. $ 41,173 $ 41,173 -1.0 -1.0 -1.0 Parks & Recreation Eliminate 1 Full Time Customer Service Representative Position (plus benefits) at Normandy Isle Park. Impact: Elimination of this position reduces the long term plan to increase our customer service standards within the Department. $32,032 $32,032 -1.0 -1.0 -1.0 Keep 2 major outside summer field trip per participant; eliminate the rental of 4 summer buses and 1 major outside summer field trip. Currently, the Department rents 9 buses @ $100,000 and spends $109,000 on 3 field trips to outside vendors, 2 trips to the SRYC Ice Rink, 15 trips to a City Pool, 24 tournaments at a City Facility/Park plus the Bonus Trip. Each site will conduct a variety of small scale special events to compensate for the reduction in major field trips. Impact: The elimination of the bus rentals & field trips will result in campers not participating in 1 high cost trip such as Boomers, Gameworks, Rapids, etc. This is a $99,000 reduction with no staffing impact. $99,000 $131,032 Keep 1 major outside summer field trip per participant; eliminate the rental of 6 summer buses and 2 major outside summer field trips. Currently, the Department rents 9 buses @ $100,000 and spends $109,000 on 3 field trips to outside vendors, 2 trips to the SRYC Ice Rink, 15 trips to a City Pool, 24 toumamerrts at a City Facility/Park plus the Bonus Trip. Each site will conduct a variety of small scale special events to compensate for the reduction in major field trips. Impact: The elimination of the bus rentals & field trips will result in campers not participating in 2 high cost trips such as Boomers, Gameworks, Rapids, etc. This is a $149,000 reduction with no staffing impact. Must Delete Above line item ($99,000) as well as this one ($50,000) to amount to the $149,000 reduction. $50,000 $181,032 Eliminate 1 Full Time Assistant Ice Rink Manager (plus benefits) at the Scott Rakow Youth Center. Impact: Reduction of overlap coverage in the ice rink. $47,292 $228,32 -1.0 -1.0 -1.0 Reduce the Recreation Review from 3 to 2 issues yeady. Currently the Dept. prints 65,000 and mails to 57,000 homes, with the proposed reduction the Dept. will now only print 12,000 issues 2 x a year and mail to only 8,000 homes. Impact: Less advertising to our residerrts about available programs may reduce participation. $68,513 $296,837 Position Im ac ts Cumulative Department Full PaR Proj. Mgt & Non Im act Im act Time Time Vacant Filled Admin M t. Parks 8 Recreation (continued) Reduce contract mowing service levels at certain city-maintained sites (city staff would continue to provide landscape maintenance services); the adjustment would bring these sites in line with most other city sites that receive contract mowing. Adjust Level of Service for various Parks and Greenspace locations from A (36) to B (34) annually services at two (2) sites: Lummus Park, Lincoln Road Mall; adjustments from A (36) to C (30) annual services at nine (9) sites: Marjory Stoneman Douglas Park, North Shore Park & Youth Center, Normandy Park, Polo Park, II Villagio, 555 17th Street, City Hall, South Beach Police Substation, Main Police Station; adjust from 8 (34) to C (30) annual services at six (6) sites; Sunset Island II Park, La Gorce Park, Maurice Gibb Park, chops at Sunset 3 & 4, 29th & N Bay Rd, Sunset 3 8 4 Sunset Dr, adjust from C (30) to D (24) yearly services at six (6) sites; Altos Del Mar Park, 1 center median across from Penrods, 23rd St. 8 Flamingo Dr. bridge approach, 24th St. & Lake Pancoast Dr. bridge approach, Street ends Indian Creek 40th -27th, Dade Blvd. Canal (IMPACT) mowing service frequencies will be adjusted and the affected locations will receive services at the same level as most City locations. Litter service at these sites will continue to be provided by in-house staff at the current level of service at five (5) times per week 260 services annually. $7,858 $304,695 Reduce contracted "full service" frequencies (that means sites that receive both mowing and landscape maintenance services); the adjustment affects both mowing and landscape maintenance and would bring these sites in line wkh other city contracted full service sites. Adjust the landscape maintenance at full service contracted sites from 8 (34) to C (30) annual services at five (5) sites: Star/Buoy Park, Bay Road, Atton Road medians, Palm and Hibiscus Islands medians (IMPACT) mowing at these locations will be adjusted to 30 cycles per year, hedge prunirgttrimming will occur from every two weeks to every three weeks, weed control adjusts from once every four weeks to every five weeks, mulch application adjusts from ten week to twelve week intervals, litter service adjusts from 138 to 134 services annuall . $31,223 $335,918 Reduce the city-staffed landscape maintenance services at those sites previously identified above to receive contract mowing adjustments. Adjust locations from A (36) to B (34) annual services at one (1) site: Lummus Park; adjust from A (36) to C (30) annual services at nine (9) sites: Marjory Stoneman Douglas Park,North Shore Park & Youth Center, Normandy Park, Polo Park, II Villagio, 555 17th Street, City Hall, South Beach Police Sub-Station, Main Police Station; adjust from B (34) to C (30) annual services at six (6) sites: Sunset Island II Park, La Gorca Park, Maurice Gibb Park, chops at Sunset 3 & 4, 29th & N Bay Rd, Sunset 3 & 4 Sunset Dr. (IMPACT) City staffed landscape maintenance service would be adjusted as follows: hedge pruningltrtmming will occur from every two weeks to every three weeks, weed control adjusts from once every four weeks to every five weeks, mulch application adjusts from ten week to twelve week intervals. Landscape service frequencies at the affected locations will be the same level as most of the other City locations. Litter service at these locations will continue to be provided by in-house Greenspace and Recreation staff at the current service level of five (5) times per week, 260 services annuall . 2 FT sitions will be im ded. $54,236 $390,154 -2.0 -2.0 -2.0 CIP Professional Services -The reduction of funds allocated for Professional Services will limit the flexibility to secure supplemental professional services that could be used to assist the De rtment when needs occur. $ 10,000 $ 10,000 Real Estate, Housing 8 Community Development immate sset anager pos~Uo and replace with part-time field monitor. $ 85,263 $ 85,263 -1.0 1.0 -1.0 -1.0 Building EXPLORE OUTSOURCING PERMIT CLERK FUNCTION as per Watson Rice recommendation #16 - Im act to be determined u n recei t of ro sals $ 79,093 $ 79,093 TBD -7.0 -7.0 Position Im acts Im act Cumulative Department Im act Full Time Part Time Proj. Vacant Filled Mgt & Admin Non M t. TCD $ - Reduce Arts in the Parks from 8 events to 6. $ 20,000 $ 20,000 Edirtaiaate-Replace funding for 2010 Sleepless Night -Eliminating this funding requires the event to be fully funded by private sponors. Eliminating this funding may also im ad the Kni ht Foundation Grant received for $150,000, which re wires a 1 to $ 57,870 $ 77,870 ~~ $ 77,870 Replace Field Monitor Position with a parttime position: This represents salary, benefits, and cellphone. The Field Monitor is shared with Asset Mgmt who no longer has a Field Monitor as a result of the FY 08 budget cut. This position inspects and enforces the regulations of the special event and film permits for TCD, as well as assists in processing wedding ceremony requests and demonstrations. The position also monitors beach concessions and the markets for Asset Mgmt and assists with field inspections. The part time position would be dedicated to TCD. 30,825 108,695 1.0 .0 1.0 1.0 Ci Mana er Transfer Agenda Coordinator position and function to City Clerk's Office to consolidate and obtain efficiencies in administrative su rt tumctions $ 85,450 $ 85,450 -1.0 -1.0 -1.0 Communications Eliminate full-time office support, archiving, and management of accts, advertising revenues & other enerel office to art-time sition $ 37,117 $ 37,117 -1.0 -1.0 -1.0 Eliminate Ci a e 0327 $635.00 r ad $ 16,510 $ 53,627 OBPI Eliminate Management Consultant (also impacts Grants and Budget) including support cost. Impact to be partially offset by Office Associate $ 75,391 $ 75,391 -1.0 -1.0 -1.0 Human Resources/Labor Relations Labor Relations Director position (Salary) -leaving $20,000 for a professional services agreement (PSA) to be negotiated for individual to hear Step III grievances and help with upcoming labor negotiations with all five (5) collective bargaining units (unions) 84,568 84,568 1.0 1.0 1.0 Ci Clerk Eliminate OAV as of December and use support from 60% of the administrative sition transferred from the Mana en's Office $ 15,126 $ 15,126 -0. -0.4 -0.4 Ci Attome Freeze Legal Secretary position -IMPACT -duties will have to be distributed to othe secretaries within the department. $ 63,031 $ 63,031 -1.0 -1.0 -1.0 Reduce part-time First Assistant City Attorney from 40 hrs per pay period to 20 how per pay period -IMPACT -workload will have to be distributed among othe attorneys greater workload to existing staff 44,838 107,869 Position Im cts Im act Cumulative Department Im act Full Time Part Time Proj. Vaeant Filled Mgt 8 Admin Non M t. Ci ide 0 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ Eliminate Fundiry for Vote Miami Beach $ 15,000 $ 15,000 Transfers Reduce Capital Investment 8 Upkeep Account so that reforestation is reduced from $200,000 to $100,000 $ 100,000 $ 100,000 Total Position Im acts Cumulative Department Full Part Proj. Mgt 8 Non Im act Im ct Time Time Vacant Filled Admin M t. INTERNAL SERVICE FUNDS Information Teehnolo Reduce Professional Services by $5,000 from Applications and by $5,000 from Support Divisions. Impacts the ability to obtain vendor after hours support for applications such as EDEN, Active STretegy, Permits Plus, Telestaff and the like during updates and planned maintenance in addtion to dealing with unforeseen technical issues that arise in the environment. 10,000 10,000 1 Info Tech I filled position. May impact support for City Wide Desktops $ 75,662 $ 85,662 -1.0 -1.0 -1.0 Replace 1 Senior Systems Analyst and 1 Systems Analyst position with an entry level sition - ma im act im lementation of new a lications $ 152,770 $ 238,432 -1.0 -1.0 -1.0 Central Services Eliminate Central Services Admin Aide 1 with function absorbed by .40% of administrative sition transferred from the Mana rs Office $ 22,931 $ 22,931 -0.6 -0.6 -0.6 Elimnate 1 Duplicating Equipment Operator with functions absorbed by other rsonnel in division. This ma results in increased tumaound times and dela $ 43,996 $ 66,927 -1.0 -1.0 -1.0 Pro eR Mana ement Reduce One Administrative Aide I. Additional accounts payable workload would be distributed amongst remaining administrative staff which would result in longer $ 55,832 $ 55,832 -1.0 -1.0 -1.0 Reduce Ors MSW-III @ $38,359. Contracted temporary labor would be acquired at a estimated cost of $7,632 for full time (624 hrs (a~ $12.23 per hr as needed when extra help is required by Tradesmen. $ 30,727 $ 86,559 -1.0 -1.0 -1.0 Reduce One Vacant A/C Mechanic position Position has been vacant for more than six months and have been unable to find qualified applicertts. $ 76,384 $ 162,943 -1.0 -1.0 -1.0 Fleet $ Total $468,302 $ 468,302 -0.6 0.0 -1.0 -5.6 -1.6 -5.0 _- ATTACHMENT D- REVENUE ENHANCEMENT ALTERNATIVES Cumulative Fiscallmpact Department Cumulative Impact Ci Im act GENERAL FUND Police $ - $ - $ - Public Works Increase sidewalk fees by $5 from $15/year per foot (The current square footage 74,130 times $5/year = $370,650/year) -Raise $1 per year for 5 years for a total of $5 -impact to avera a cafe of 1,200 s ft is $1,200 PENDING $ - $ - Business Tax Recei t ro osed $15 A lication Fee $ 18,000 $ 18,000 Lien Statements - $25 fee increase per statement: Certified will increase form $75 to $100 and uncertified would increase from $50 to $75 -Condos increase to $150 for certified and $113 for uncertified $ 122,650 $ 140,650 'Lotte A lication ro osed $35 a lication fee increase to $50 $ 25,000 $ 165,650 $ 165,650 Cit Clerk $ - Increased Lobbyist Fee to Miami Dade County Levels (from $125 to $490 annually, while maintainin the current $25 fee er issue -increase er issue to $100 $ 40,165 $ 40,165 $ 205,815 ENTERPRISE FUNDS Parkin Increase arkin meter rates north of 23rd street from $0.50 er hour to $1.00 er hour $ 570,783 $ 570,783 9 $ 570,783 ~ $ 570,783 $ 570,783 $ 570,783 Note: Proposed Water, Sewer and Stormwater Fees will be presented separately Attachment E CITY OF MIAMI BEACH FY 2009/ 10 PROPOSED WORK PLAN MISSION, VISION, STRATEGIC PRIORITIES, AND FY 2009/10 INITIATIVES The City of Miami Beach continues to make great strides in accomplishing our mission of providing excellent public service and safety to all who live, work, visit and play in our vibrant, tropical, historic community; and in achieving our vision of becoming a community that is cleaner and safer; more beautiful and vibrant; mature and stable with awell-improved infrastructure; a unique historic, urban environment; a cultural, entertainment and tourism capital; and an international center for innovation in culture, recreation and business. By staying focused on our mission, vision and strategic priorities, the City has achieved a great deal. In FY 2008/09, the City conducted its third set of community satisfaction surveys in order to continue to identify and address the priorities of residents and businesses and continued working on several initiatives to address these priorities: • Through the second quarter of FY 2008/09, 24,003 contacts were made with residents and with businesses through the police "neighborhoods contacts" program. • We continued to focus on cleanliness throughout the City, expanding services on Washington, Lincoln, and Ocean (including a new shift from 3 am to 1 1 am); and enhancing services to our alleys, parking lots, beaches, and residential areas -although more improvement is still needed, there has been quantifiable improvement in cleanliness throughout the City, particularly in the alleys scores which have improved by 1 1 % when comparing the average first two quarters of FY2008/09 versus FY2007/08. Also, City of Miami-Dade County responsibility beach areas have improved by 6%, when comparing the average first two quarters of FY2008/09 versus FY2007/08. • Parks and Recreation Department operating funds, grants, Capital Investment Account funds have been used during FY2008/09 for the following landscape restoration and streetscape renewal projects: o Harding Avenue and Hibiscus Island Welcome Sign o Lincoln Road Tree Wells Phase I (Alton to West Avenues and Art/Play Piece Design o Beachview Park design development o Indian Beach Park Development o Brittany Bay Park Outdoor Fitness (VITA) Course o Biscayne Point New Entrance Medians, La Gorce Island, and Palm Island Medians o Ocean Terrace 0 41st Street/Arthur Godfrey Road o Sunset Island I & II Entrance and Sunset Island II Park o Triangle Park, o Julia Tuttle On-Ramp and Welcome Sign o Normandy Shores Golf Club "Welcome" Sign and Clubhouse o Belle Island Park & Swales • Phase II of the Reforestation Plan trees planted on 51st through 63rd Streets west of Alton Road, Central Bayshore Neighborhood, Beachview Park, Park View Island Park, Normandy Shores Golf Club, and other in-fill locations in the City's parks and rights of way. In the second year of the Reforestation program, approximately over 1,400 trees and palms were planted. • Continuation of expanded recreational programming, including the availability of scholarships for after-school camp, summer camp, specialty camps, and traveling athletic leagues, has resulted in increased participation levels throughout the City: • Increased participation in our senior scenes club has continued from 75 to 1 17 in FY 2006/07, 158 in FY2007/08 and 154 as of March 2009 • Teen Club at North Shore Youth Center: 170 teens enrolled both in the FY 2007/08 Fall quarter (October 2007 -December 2007) and in the FY 2008/09 Fall quarter (October 2008 -December 2008) and 174 teens enrolled in the FY 2007/08 Winter quarter (January 2008 -March 2008) and in the FY 2008/09 Winter quarter uanuary 2009 -March 2009). • Provided 5 movies during FY 2007/08 and 4 movies through March 2009 as part of our free movies in the parks series. • Provided 1,142 full and partial scholarships for intramural athletics, gymnastics, and summer specialty camps in FY 2007/08 and 43 full and partial scholarships for gymnastics through March 2009. • Provided free-of-charge "Learn to Swim" programs to 187 three to four year old residents from October 2007 to September 2008 and to 31 three to four year old residents from October 2008 to March 2009. • Expanded cultural offerings free-of-charge to participants in our after school programs and summer camps, including Arts for Learning, Arts in the Park, and field trips to plays and ballet, etc. • Further, our new family-friendly Arts-in-the-Parks series has seen attendance grow with 2,035 attendees during its first year in FY 2006/07 and 3,625 attendees from October 2008 through April 2009. • Provided support of the arts, providing $630,000 in grants in FY 2008/09. • Continued implementing recommendations from the City's Ad Hoc Green Committee established in FY 2007/08. During FY2008/09, City staff became LEED certified. • The City of Miami Beach and the Miami-Dade County School Board continued working on the implementation of an Education Compact. Currently, all schools within our City are International Baccalaureate (IB) candidate schools in the process of becoming IB authorized. Also, the City of Miami Beach hosted and coordinated a national IB Conference in order to provide required training to all public school teachers in Miami Beach and other cities throughout the country. • Adopted the Bikeways Master Plan in October 2007. During FY2008/09, fifty four (54J bike racks have been installed citywide, with an additional seventy bike racks to be installed by the end of the fiscal year. • Continued to expedite plan review and project management for our capital improvement program with several major construction projects completed during FY2008/09, including: North Beach Recreational Corridor, South Pointe Park, and the Normandy Shores Golf Course • Continued effort to increase the ability to better target maintenance and renewal and replacement of City facilities by completing facility assessments for all 79 City facilities. These assessments are done every 4 years and during FY2008/09, the City completed assessments of the 9 major facilities remaining. The results of these assessments will continue to be part of the work plan to improve the buildings and facilities condition which will be reflected in the decreasing facility condition index. Re-assessments will begin in FY 2009/10 to capture any additional maintenance and renewal and replacement requirements needed to improve buildings. • Completed FY 2008/09 capital renewal and replacement projects totaling approximately $2.1 million and completed the $7.4 million Historic City Hall Renovation project. • Replaced over 5,000 linear feet of sidewalk, paved 4,000 linear feet of streets and alleyways, and rebuilt 25 sidewalks and 20 ramps to be ADA compliant. • Continued our recently implemented regular maintenance program for outfalls and catch basins cleaning over 185,000 linear feet of stormwater lines. While we have accomplished much in the last five years, our community surveys, focus groups, environmental scan and benchmark data continue to provide insight into areas that the city can focus on and improve even further to ensure that we achieve the Key Intended Outcomes - KIO's - desired by our community. Despite dramatic reductions in our property tax revenues for FY 2008/ 09, we have worked diligently to ensure that the City's Work Plan and supporting Budget continues to address these community priorities. The following section highlights our initiatives for next fiscal year to address these priorities. • ..- • .. ~ . Increase visibility • Continue FY 05 enhanced community policing Maintains In Current Service Level of Police in the RDA districts, expanded to non-RDA Continues the Neighborhood and areas Business contact program initiated in FY • Maximize community contacts through multiple 2005/06, with a target of 34,087contacts internal and external Police initiatives (i.e. per year in FY2009/10 Citizens Police Academy, Patrol activities, ($467,584 Reduction) HOA meetings, etc.) to ensure optimal Reduces citywide contracted security accountability, transparency and contingency ($50,000) communication Eliminates 4 Public Safety Specialists positions and 2 vacant Police Officers ($310,704) • Replaces 1 Patrol Police Officer in the customer services unit with a public safety specialist position ($57,306) • Eliminates 50% of funding for Police Officer working with the Police Athletic ~, League (PAL) and bill PAL for this fundin $49,574 Maintain crime • Continue to develop system to provide timely Maintains in Current Service Level rates at or below information on types of crime by geographic Maintains marine patrol levels on order to national trends segments of the community to allow more ensure continuous enforcement of City's timely tactical deployment in response to "hot mooring ordinance spots" ($486,043 Reduction) • Enhance lighting in business/commercial areas Eliminates 1 of 2 Police Firearms positions ($88,035) • Eliminates 2 Sergeants and 1 civilian position as part of CALEA Accreditation team. Department will maintain State Accreditation to a minimum and pursue status with remaining resources. ($236,858) • Eliminates 1 Administrative Aide II, 2 Records Technicians and 3 Data Entry Clerk positions in Police's Technical Service/Records Unit ($161,150) 11• 1 ••• -• 11• 1 ••- • •-• •- ~ • • ~ ~ Improve • Continue services to enhance cleanliness Maintains In Current Service Level cleanliness of implemented in prior years related to the City (Valued over $3 million) Miami Beach Center RDA, South Pointe project area, Mid Enhanced litter control level of service rights of way Beach and North Beach commercial districts, along Washington Ave from 5~h St. to especially in beaches, and alleyways Lincoln Rd, Flamingo Park area, Lincoln business areas • Continue focus on alleys with coordination by Road between Washington & Collins Ave, Code Compliance and Sanitation Harding Ave from 79`h St. to Indian Creek, • Continue to use contractors to supplement City including Abbott, Byron and Carlyle staff to meet peak sanitation service Expanded litter control on 415 St. & 715 requirements during major events St. • Continue enforcement related to commercial Increased surveillance of illegal dumping, handbills and flyers particularly in North Beach area; • Continue public area cleanliness assessments Smoker stations installed along Lincoln Rd and identification of action plans to address funded through City Center RDA and a deficiencies mobile leaf vacuum purchased to enhance • Continue to enhance enforcement, especially frequency of cleaning parks regarding businesses • Expanded sanitation services on • Continue contracted cleaning of waterway hot- Washington Avenues, Lincoln Road, and a, spots clean-up (Collins Canal, Indian Creek Ocean Drive from 5 to 7 days & nights per dead end, etc.) week and including an entertainment shift U from Sam to 11am • Expanded litter control services in alleys citywide • Enhanced service levels for City parking lots • Roving litter squads in mid-beach and north beach • Funding for contracted waterway cleaning with identified hotspots serviced once a week and the remainder of citywide waterwa s serviced on a 6 week c cle Improve Enhance beach cleanliness through Maintains In Current Service Level cleanliness of coordination with the County Litter control and pressure cleaning City Beaches enhanced in Beach/Boardwalk zones • Enhanced beach cleanliness through the addition of new sandsifting equipment, and enhanced sanitation services from 14~h Street to S. Pointe . 11• 1 ••• -• 11' 1 ••- '- • ••• •• ~ • • • • Ensure • Continue to enhance methods/systems Maintains in Current Service Level compliance available for tracking response times and • Continues to fund the graffiti with code follow-up, including the enhanced software remediation program for public within • Continue to revise Special Master process to properties citywide, and remediation of reasonable expedite code cases overgrown vacant lots time frame Review and revise fine schedules in Chapter 30 • Work with other departments to develop a systematic process to "close the loop" for ~ complaints including incident tracking and o follow-up with complainant ~~ Focus on South Pointe landscape w maintenance, es eciall medians o Ensure safety • Coordinate implementation of the litter Maintains in Current Service Level ~ and component of construction ordinance Continues to fund Code Officers, who = appearance of • Enhance enforcement around construction patrol and routinely check and monitor building sites regarding litter, impacts on public for litter and debris in all ~ structures and property and traffic impacts neighborhoods, including construction ,n sites Improve communication and coordination sites. ~ among departments to ensure that abandoned Maintain the city's Abandoned ~: properties are better maintained and that Properties Task Force comprised of ~~ safety concems are eliminated or reduced; and Building, Code and other departments, E to increase response times to neighbors including maintenance of database of E 0 concerns abandoned properties U p Stabilize Ensure solicitation of stimulus or federal dollars Maintains In Current Service Level m residential to stabilize housing Maintains funding for outreach y condominiums Implement foreclosure registry specialists to work with Condo ~ Pursue legislative changes to the associations, homeowners, etc. a~ condominium laws • Explore changes to the 40-year recertification cn ordinance with Miami-Dade County ~' • Continue coordinating condominium ~ workshops, information on methods to ~ maximize condominium resources Maintain Miami Maintain a Capital Investment Upkeep Account Maintains In Current Service Level y Beach public with a recurring source of funding to address Provides $0.38 million in funding for areas & rights routine recurring expenses based on a pre- the Capital Investment Upkeep of way citywide defined plan needed to sustain non-facility Account sufficient to meet all capital improvement projects, including anticipated FY2009/10 needs to p landscaping, up-lighting, pavers, etc. restore landscape stock and replace • Focus on South Pointe landscape landscaping and trees damaged or m maintenance, especially medians destroyed by hurricanes (a $100,000 reduction) • Maintains funding for the City's Urban Forester ($193,317 Service Reduction) • Minimally reduces landscape maintenance service levels at certain sites ($93,317) ••• 11' 1 ••• -• 11' 1 ••- • • • •- ~ • • Protect historic • Continue historic preservation initiatives Maintains In Current Service Level building stock currently underway, including designation of • Continues monitoring of buildings that local historic districts (Morris Lapidus/Mid 20th need to be protected (categorized by o Century District; West Avenue/Bay Road level of risk) U District, North Shore National Register District), ~ sites and structures (Rod & Reel Club, North ~ Beach Bandshell, UNIDAD Coral Rock House, o City Monuments and Fountains) .~ • Maintain a list of properties within the City w considered to be at risk !~ U . ` O y C f6 C (6 Maintain strong • Continue previous growth management Maintains In Current Service Level E growth initiatives (e.g. Comprehensive Plan Continues funding for growth U management amendments: EAR, Transportation, Land Use, management, neighborhood planning, policies Concurrency and Capital Improvement open space and landscape planning, Elements; expanded Planning Board review of and for follow-up inspections to monitor ~ threshold projects in residential districts) compliance with plan requirements . ~ a~ m a a~ ca C f6 y p m 11• 1 ••- • • ••• 11• 1 ••• -• ~ • • • • • Increase Continue expanded programming hours for Maintains in Current Service Leve! satisfaction with recreation programs Provides $2,420,534 in funding for family Continue programming for teens, adults and the operation of the Normandy recreational seniors Shores Golf Course activities • Continue expanded free access to youth Maintains the scholarship program to centers and pools for Miami Beach residents traveling athletic leagues, specialty, • Continue expanded scholarships for specialty and after school, and summer camps and traveling athletic leagues camps • Continue arts and culture programming in the Maintains reduced fees for Parks intramural athletic leagues for • Continue to provide and promote availability of residents family-friendly cultural activities and events • Continues free resident access to pools • Maintains funding for free-of-charge "Learn-to-Swim programs for 3 to 4 year old residents • Maintains funding for Teen Club and programs for seniors such as, Senior Scenes Club, Recreation on the Move, Coffee Talk, Ceramics, Dance, etc. • Maintains provision of snacks, and books to after school and summer camp programs at Scott Rakow Youth Center, Flamingo Park, North Shore Park and Youth Center, and Muss Park • Maintains arts and culture programming and in our parks after school and summer camps • Continues funding for special event, police and sanitation overtime, etc. • Continues permitting requirement for special events in Miami Beach with focus on public benefit for Miami Beach residents ($374,707 Reduction) • Reduces from 3 to 1 major outside summer field trips for participants ($149,000) • Reduces the Recreation Review from 3 to 2 issues yearly and the number of prints from 65,000 to 12,000 issues twice per year ($68,513) • Eliminates 1 full time Customer Service Representative position at Normandy Isle Park and 1 full time Assistant Ice Rink Manager at the Scott Rakow Youth Center ($79,324) • Reduces Arts in the Parks series from 8 events to 6 events per year ($20,000) • Replaces funding for Sleepless Night 2010 with non-General Fund sources $57,870 ••• 11' 1 ••• -• 11• 1 •.- • • • •- ~ • • Improve the lives • Continue outreach to elderly residents Maintains in Current Service Level of elderly Increase focus on coordination of and referrals Continues to use current staff residents to existing programs, including basic resources for the coordination of elderly necessities, employment programs, services, including conducting a needs transportation, and recreation programs assessment, developing and maintaining a directory of elderly ~ participants, and working with both p internal and external entities to meet ~ U service needs through information and referrals a Enhance learning • Continue educational opportunities for school Maintains in Current Service Level ~ opportunities for aged youth through the Education Compact Continues to supports implementation ~ youth • Continue early literacy and family literacy of Education Compact with public ~ program schools throughout the city ~ • Continue youth access to City supported Continues teen program .o programs through enhanced communication ~ efforts, etc. _ Enhance youth services and programming ~ throw h rant funds ~ Reduce the Revisit available legal strategies Maintains In Current Service Level a number of • Continue education and outreach to inform the • Continues funding for homeless ~ homeless public of recent accomplishments services from prior years, including ~ • Continue Citywide campaign for churches and partnering with Citrus Health to provide ~ businesses on how to assist homeless a coordinated approach to addressing E (Operation Home Shore). mental health issues often associated U • Continue to coordinate with Homeless with the chronically homeless. Outreach, Police department, and judicial • Continues funding for the purchase of 2 systems to enable full enforcement of Quality treatment beds for placement of ~ of Life issues (i.e. habitual offenders, homeless persons with mental health or •~, trespassing, etc.) drug addiction issues ~ • Continue to pursue methods to address mental ~ health issues among the homeless and the ~ chronically homeless ~ Provide follow-up information to businesses ~' ~ and residents that have homeless-related com taints ~ Increase access • Continue to maximize retention of existing Maintains In Current Service Level to workforce or housing stock, especially among the elderly • Resources for upgrading multi-family 5 affordable • Pursue grants that promote access to rental housing, purchasing and housing affordable housing rehabilitating first time homebuyer units • Explore transit opportunities with Miami-Dade , down payment assistance to low- Transit to connect affordable housing income homebuyers, and rehabilitation opportunities with work place destinations of low income and owner-occupied units c~ • Develop marketing plan a~ m Promote and • Continue to promote events that celebrate our Maintains in Current Service Level celebrate our City's diversity, including Hispanic Heritage, Maintains staff resources in City to City's diversity Jewish History Month, Black History Month, coordinate these events Gay Pride, Disabled Community Awareness Da ,etc. 11' 1 ••• -• 11• 1 ••- • • • • • •- ~ • • Maximize • Continue marketing plan to promote the Miami Maintains in Current Service Level Miami Beach Beach destination brand, e.g. 25/7, etc. Provides $5 million to be transferred to ,Q as a the Greater Miami Convention and ~, Destination Visitors Bureau $1.5 million to the Miami Brand Beach Visitors Convention Authority U Provides $100,000 to continue a Miami ~ Beach marketing campaign p Provides $100,000 to fund the South ~ Florida Super Bowl Host Committee in ~, support of Super Bowl XLIV, towards ~ maximizing Miami Beach as a destination brand. `0 ~ Improve • Develop a strategic plan for the Convention Capital Funding in Current Service Level a m Convention Center Provides funding for a Master Plan U . Center facility • Continue to maximize utilization and upkeep of study to be developed for the D ~ Miami Beach Convention Center Convention Center to allow the City to E ~ develop a comprehensive assessment of funding needs -a o ~ a Diversify • Continue to provide information on market Maintains in Current Service Level business base opportunities to interested businesses Maintains the Office of Economic E in Miami • Implement the Energy Economic Zone Pilot Development in the City Manager's Beach Program if designated Office to coordinate these activities ~, • Identify potential Incentives that may facilitate c industry diversification L _ • Identify and assist new economic and co entrepreneurial opportunities in Miami Beach ~ • Identify barriers to growth for the City's U businesses that are in non-economic base industries . ~ .-• 11• 1 ••• -• 11' 1 ••- • • • • • • Enhance mobility Explore the use of Parking impact funds for Maintains in Current Service Level throughout the mobility-related projects, e.g. circulators in mid • Uses 2 officers to maintain cooperative City and north beach effort for traffic flow enforcement related • Implement comprehensive bike to vehicles blocking traffic lanes for paths/recreation corridors/ and walkway plan deliveries, vehicles blocking for Miami Beach intersections, etc. • Update existing traffic baseline level of service • During FY2009/10, the following parking study lot projects will be under renovation, increasing parking availability by ~, approximately 88 s~aces: ` ~ o Surface Lot at 69 St. & Harding Av. o Surface Lot at 41S` St. & Royal Palm ~ Av. ~ o Surface Lot at Ocean Dr. & 1S` St ~ Improve Parking • Continue to develop and implement marketing . • In FY2009/10, 650 parking spaces will a Availability plan for parking and traffic, including be available at the new garage in City o identification of areas of underutilized capacity Hall, 500 for City use, freeing up spaces through measurement of garage capacity and in the 17`h St. parking garage and 500 in support of implementation of Citywide spaces in the Alton and 5th garage will wayfinding signage plan be available for public use. Further, • Continue to pursue implementation of Walker construction will begin on the city Parking Study recommendations for garage adjacent to the New World development sites in the North Beach, Cultural Symphony performing Arts, planned to Campus areas, South Pointe Park, and other provide an additional 400 spaces opportunities ($570,783 in Revenue Enhancements) • Continue to work to enhance coordination with • Increases parking meter rates in Mid public and private development projects Beach and North Beach to provide funding for future parking capital needs ($570,783) ••• 11• 1 ••• -• 11• 1 ••- • • • • • • Ensure value and • Continue to streamline capital program Maintains in Current Service Level timely delivery of management Maintains the current capital reserve quality capital Continue expanded public outreach and balance of approximately $10 million to projects information regarding capital projects status, ensure that projects are not delayed etc. due to funding shortfalls. • Continue to maintain a capital reserve fund to • Transfers approximately $0.5 million address unforeseen needs in approved capital from capital reserve to the capital pay- projects as-you-go fund that together with other • Pursue annual funding contribution as a sources of funds, such as Quality of continuous re-investment in city infrastructure Life, South Pointe and City Center through Pay-as-you-go, quality of life funds, capital funds, etc., our capital dollars grants, and other funding sources allow continued funding of several important projects in FY 2009/10: / Neighborhood improvements at .North Shore, Oceanfront, and Palm and Hibiscus Island / Improvements to the Property Management facility and Flamingo -o Park / Improvements to citywide p playgrounds, tot lots and shade U pavilions / La Gorce Island Above Ground ~' Improvements and Neighborhood ~ Lighting / Muss Park Greenspace expansion & ~ Chase Ave. realignment c / North Beach recreational corridor ~ extension to 79~' streentend 'o / West Ave. Baywalk a / Dickens Ave. Shoreline ~ / Restorative Tree Well Treatment Phase II ~ / 28~h St. Obelisk Monument Stabilization, Painting & Site Security / Bridge Light at 77`h St. and Hawthorne / Seawall Repair at Fleet Management / Mid Beach Community Garden / North Shore Open Space Park Dog Park Annex / Tot-Lot, Playground, and Shade structure at Fisher Park and Normand Shores Park Ensure well- • Continue to maintain a capital replacement Provides over $2 million in renewal and maintained renewal and reserve with a dedicated source of replacement funding in the General facilities funding for general fund facilities and to identify Fund and implement required renewal and ($107,111 Reduction) replacement projects as scheduled Eliminates 1 MSW III and 1 vacant A/C Mechanic position in Property Management anticipated to the offset by contracted hel $107,111 •-• 11• 1 ••• -• 11• 1 ••- '• • • • •- ' • • Maintain City's • Continue to allocate resources for sidewalk, Maintains In Current Service Level infrastructure pavement, and roadway improvements in Maintains $100,000 in funding for street areas not scheduled or not scheduled in the light maintenance and assessments short term to be addressed by CIP Continues to provide for a citywide • Continue to expedite CIP projects and process pavement assessment and repair for roads, sidewalks and curbing citywide program, broken sidewalk replacement, as well as a regular maintenance ~ program for outfall and catch basin c cleaning o Maintains funding for 3 positions U supporting the automated mapping of the ~ City's infrastructure and work order ~ system b Provides funding for the following ~ projects added to the City's Capital ~ Improvement Plan: ~ / Bay Road Pump Station Outfall ~ / Water Improvements along Collins Ave. ', ° & 41 S` St. and Alton Rd. & 5`h St. a / PVC Sanitary Sewer Improvement / Outfall at Easement of 4180-4200 Chase Ave. / Miscellaneous Water & Sewer Capital projects / Pump Station Grinder Replacement at 28"' St. & Pinetree Dr. • Increases Water & Sewer rate by $0.90 per 1,000 gallons ($0.61 is County's increase and $.29 is City's increase) .•. 11' 1 ••• -• 11• 1 ••- '- • • • • ` • • Improve Storm • Continue to expedite drainage improvement Provides funding for the following drainage citywide projects, particularly in South Beach projects added to the City's Capital • Complete development of Stormwater Improvement Plan in FY2009/10: ordinance to reduce impacts of construction, / Citywide Stormwater Master Plan etc. on Stormwater capacity / Drainage improvements on Washington • Update Stormwater Master Plan & South Pointe, 44ih St. & Royal Palm, and North Bay & 56 . / Stormwater Pipe Repairs • The following Neighborhood Right-Of- Way projects and Stormwater improvement capital projects are anticipated to be in construction in FY2009/10: / Drainage Improvement at Washington and South Pointe, West 44"' St. and Royal Palm and North Bay and 56`" St. / Bay Road Drainage Pump Station upgrade / Pump Station Grinder Replacement at 28`t' and Pinetree Dr. / Stormwater Pipe Repairs / Pump Station Landscaping at Hibiscus Island and Normandy Shore Golf Course / South Pointe Wastewater Booster Pump Station / Indian Creek WatedWastewater Rehabilitation 28"' to 41st Streets / Outfall at Easement 4180-4200 Chase / Water Improvements at Collins Ave. 41St and 44"' and Collins Ave. 5"' Alton & Ocean / Sanitary Sewer Improvement on James Ave. from 17`t' St. to 19"' St. / Bayshore ROW Improvements at 40`" St., Flamingo Dr., Sheridan Ave. Multi-family Neighborhood and Central Bayshore Community, Lower North Bay Rd., and Lake Pancoast / ROW Improvements at La Gorce BP 5, Oceanfront BP 6 Phase la at 4151 St. and Collins and Phase II, Star Island BP 13A, City Center BP 9A, / Collins Park and Rotunda and ROW Improvements / South Pointe Streetscape ROW Improvements Phase II, III, IV, and V • Increases Stormwater monthly rate by $1.64 Preserve our • Continue federal lobbying to secure funding Maintains in Current Service Level beaches and sources of sand Maintains funding for dune restoration from the Capital Investment Upkeep Account ••• 11• 1 ••• -• 11' 1 ••- • • • • • • Maximize • Continue to maximize Byron Carlyle, Colony, ($2,830,354 in Reductions) efficient delivery Little Acorn Theatres, and other potential • Incorporates $1,382,701 reductions of services venues in the City including privatization where coming from the General Fund, appropriate $547,581 from the Internal Service • Revise Code Compliance staffing scheduled to Fund, and $820,979 from the Enterprise match calls for service (peak days, hours, etc.) Funds for a total of approximately • Expand call center to cover citywide inquiries $2,751,261 in efficiencies, • Continue to expand City services on-line reorganizations, etc. are incorporated through E-government technologies into the budget, with associated reductions of 47 positions, of which 32 positions are vacant and 5 are in management. • Outsources Permit Clerk function in Building ($79,093) Control costs of Renegotiate all 5 labor contracts where ($1,436,488 Reductions) payroll including possible to reduce recurring costs, including • Incorporates $817,262 in administrative salary and ensuring that City and employees participate reductions, eliminating 8 positions and 1 `m fringes/Minimize equitably in funding increasing benefit costs position converted to part-time in Code o Taxes/Ensure Develop approaches to reduce fuel costs, Enforcement, Office of Community Expenditure including increased reimbursement of fuel Services, Office of Budget and trends are costs for take home vehicles Performance Improvement, Fire, Asset a sustainable over Maintain the tax rate at prior year levels, Management, Manager's Office, ~ the long term despite the downturn in property values and Communications, Property $ loss of $10 million Management, City Clerk's Office, ~ Implement consultant recommendations for the Human Resources, and City Attorney's 3 City's classification and compensation system Office. > • Pursue pension reform across all employee • Transfers 3 Firefighter 1 from N groups in the City Prevention to Suppression and hires 3 _~ less Firefighter 1s replacing retiring ~ Firefighters in January 2010 and ~ eliminates 1 Civilian Fire Inspector from existing Construction section, thereby leaving staffing levels sufficient to only inspect mercantile, office, and hotel occupancies to once every two years. ($331,474) • Reduces overtime for Fire's Certification Training and Ocean Rescue Division's overtime by half ($165,000) • Reduces by $10,000 the funding for Professional Services for the Capital Improvements Office • Replaces field monitor position in TCD with apart-time position ($30,825) • Eliminates funding for Vote Miami Beach program ($15,000) • Eliminates Central Services Administrative Aide I ahd Duplicating Equipment Operator ($66,927) .-. 11• 1 ••• -• 11• 1 ••- • • • •- ' • • Increase • Continue FY2006/07 initiative to track reasons Maintains In Current Service Level community for building and fire inspection rejections • Maintains Building department satisfaction with through implementation of electronic plan resources for citywide activities `-° City government review system • Continues the Employees Academy and o° Neighborhood Leadership Academy in ~, English and Spanish, use of the MB line nT for educating employees, and the City's . ~ service shopper initiative ~ • Continues to fund organizational ,Q development workshops and retreats ~ focusing on leadership development, a results-oriented organizational culture, ~, process improvement and performance N management, and technology ~~ • Continues to provide free access to ~ many Miami Beach programs and facilities for all residents • Continues to provide services aligned with communi riorities Enhance the • Continue to pursue green initiatives: Maintains in Current Service Level environmental Fuel-efficient vehicles • Continues support of Green Committee sustainability of • Energy efficiency consultant responsible for advising the City the community recommendations regarding opportunities for "green • LEED certification ordinance initiatives" • LEED certification for City buildings • Continues support of initiatives started • Maximize utilization of public area during FY 2007/08 such as the recycling program Comprehensive Energy and Resource • Maintain Environmental Coordinator Use Audit, the implementation of a • Continue to implement phased Citywide citywide Green Building Ordinance and reforestation plan the shared bicycle program o • Implement shared bike program y • Explore use of products by the City that are o environmental) friend) .~ Enhance external • Continue using social media network to Maintains in Current Service Level and internal maximize communications (Twitter, Facebook, • Continues funding for MB line on a c communications etc quarterly basis ~ from and within Implement WebQA as a replacement for Better • Continues funding for annual notification ~ the City Place software of expired permits to property owners o • Develop and implement Business Academy ($16,510 Service Reduction) ~ • Eliminates Citypage notices in E news a ers $16,510 Expand e- Implement Enterprise Resource Planning web Maintains in Current Service Level o government modules to provide online information to Implements the Special Events and Film a, citizens, employees and vendors Online Fee Payment System, allowing • Complete implementation of a new applicants to directly pay for all fees and °o. infrastructure management software city services online application for Water, Sewer & Stormwater; Implements FY2009/10 online priorities implement Geographic Information System as approved by the IT Steering (GIS) application Committee. Some of these priorities are as follows: o Artist/Vendor and Street Performer and Non-Profit Vendor Lottery Application o Online Applications for Recreation o Emergency Information Center o Development Proposal List and Neighborhood Notification o Anti-Spam Notify o Permit Web Kiosk o Fast Track Permitting System •-• 11' 1 ••• -• 11• 1 ••- '• • ~ • •• ~ • • Improve process • Continue to pursue GIS deployment citywide Maintains In Current Service Level through • Maintains $586,593 in funding of information equipment loan repayments funded from technology the Information and Communications Technology Fund for the following initiatives: o Year 4 of 5 in financing for City's WiFi Project o Year 4 of 5 financing for the Storage Area Network (SAN) o Year 4 of 10 financing for the Enterprise Uninterrupted Power Supply (UPS) and Generator o Year 4 of 5 in project financing for Public Safety Voice Over IP (VOIP) • Provides for $193,073 in funding for the following technology enhancements: o Automation of cleanliness data o CAD-RMS Analytical Modules and Driver license Modules o Electronic timekeeping through hand readers throughout the City o Records Imagining Phase 3 o Licensing/Certificate of Use Module o Replace Permits Plus with Electronic Plan Review program o Agenda Automation for City Clerk ($238,432 Reductions) • Reduces Professional Services by $5,000 from Applications and by $5,000 from Support Divisions. Impacts ability to obtain vendor after hour support for city applications ($10,000) • Eliminates 1 Information Technician 1 which may impact support for citywide desktops ($75,662) • Replaces 1 Senior System Analyst and 1 System Analyst position with an entry level position -This may impact implementation of new a lications $152,770 ••• 11• 1 ••• -• 11• 1 ••• • • • •- ' • • Improve the • Continue to address funding shortfalls in the Maintains in Current Service Level City's overall reserve for claims against the risk I • Ensures that the City's funding for the financial health management fund 11% Emergency Reserve and 6% and maintain • Continue to address liability for non-pension additional contingency, however, trust overall bond post retirement benefits (health, dental, and life for non-pension retirement benefits to rating insurance for retirees) the Risk Management Fund to address unfunded liabilities will be funded by year-end surpluses, as available. ($205,815 Revenue Enhancements) • $205,815 General Fund Revenue Enhancement • Increases Business Tax Application fee to $15 ($18,000) and Lien ~ Statements will increase by $25 °' (Certified will increase from $75 to p $100, Uncertified from $50 to $75 o and Condos will pay $150 for certified and $113 for uncertified) o ($122,650) y • Lottery application fee increase from o $35 to $50 ($25,000) ~ Increases Lobbyist Fee to Miami- Dade County levels from $125 to ~ $490 annually, while maintaining the current $25 fee er issue $40,165 Promote • Maximize use of website for transparency Maintains in Current Service Level o transparency of including: • Maintains Information Technology ~ City operations City expenditures online resources for deployment of additional E Committee referrals online items • Continue to maximize IT/digital connectivity ~ citywide through WiFi, etc. m :L Strengthen • Evaluate risk assessment areas and present Maintains in Current Service Level a Internal Controls audit report findings and status on a regular • Maintains contracted auditor hired at the ~ basis end of FY2008/09 and maintains ~ Identify areas for outside consultant review on funding for contracted performance an annual basis review of the CIP office by an external • Continue to strengthen financial process to consultant improve internal controls and address audit concerns ATTACHMENT F SUMMARY OF OTHER SURVEY HIGHLIGHTS PLANNING/ZONING/CONSTRUCTION - Among those businesses having been inspected for outside sidewalk/cafe permit compliance, sanitation or other use of public property, the majority, 83.5%, reported being either "very satisfied" (39.0%) or "somewhat satisfied" (44.6%) with the inspections being consistently fair. - More than two-thirds of all business respondents, 68.2%, suggested the level of code enforcement and ordinances established by the City is "about the right amount," while nearly one-quarter of all business respondents, 23.8%, suggested the level of code enforcement and ordinances established by the City of Miami Beach government is "too much." HISTORIC PRESERVATION AND DEVELOPMENT - More than three-quarters of all residential and business respondents, 77.1 % each, reported the effort put forth by the City of Miami Beach on historic preservation is "about the right amount." Remaining residential respondents reported either "too little" or "too much". - Approximately half of residential and business respondents, 47.6% and 53.4%, respectively, suggested the effort put forth by the City to regulate development is "about the right amount," another 29.6% and 27.1 %, respectively, indicated "too little" effort is being put forth by the City in this area. TRANSPORTATION/PARKING - Importantly, more than three-quarters of all residential respondents, 77.2%, reported "too little" parking is currently available throughout the City. However, when increased percentage of business respondents indicated "they (customers and/or employees) are almost never able to find a (parking) place nearby" (moving to 52.6% in 2009 from 40.0% in 2007). - An increased percentage of residential respondents (31.1 % in 2009 from 24.0% in 2007) and business respondents (42.6% in 2009 from 28.0% in 2007) reported traffic flow in Miami Beach is either "excellent" or "good". - Up from 48% and 37% in 2007 for residents and businesses, respectively, approximately half of all 2009 respondents, (54.6% and 48.3%, respectively) reported the condition of roads in Miami Beach are either "excellent" or "good". - Encouragingly, more than half of all residential respondents, 51.5%, reported a willingness to use "local bus circulators" as an alternative to taking a car. However, while 16.8% of all residential respondents reported a willingness to ride "bicycles" as an alternative to taking a car, nearly two-thirds of all residential respondents, 63.7%, reported there are "too few" bicycle paths/lanes available throughout the City. - When asked to rate the effectiveness of the public transit system, business respondents reported increased positive ratings. The following is the cumulative total for those providing either an "excellent" or "good" response: "bringing customers to your business" (62.5% in 2009 from 44.0% in 2007) and "bringing employees to your business" (63.7% in 2009 from 43.0% in 2007). SAFETY - When asked to rate five different Public Safety Services which include Police, Emergency Medical Response, Fire, Ocean Rescue/Lifeguard/Beach Patrol and Emergency/Hurricane Preparedness, both residential and business respondents provided increased positive ratings for each of the five services when compared with the previous study. - Of the five Public Safety Services measured, the highest positive residential rating was recorded for "Fire" (96.8% in 2009 from 96.0% in 2007), and, while up from the 2007 study, the lowest positive residential rating was recorded for "Police" (83.9% in 2009 from 78.0% in 2007). The highest positive business rating was recorded for "Ocean Rescue/Lifeguard/Beach Patrol" (94.7% in 2009 from 93.0% in 2007), while the lowest positive business rating was recorded for "Police" (81.2% in 2009 from 79.0% in 2007). - The clear majority of all residential respondents, 96.3%, suggested they feel either "very safe" or "somewhat safe" in their neighborhood during the ~. - A slightly smaller majority of all residential respondents, 89.6% and 87.8%, also suggested they feel either "very safe" or "somewhat safe" in their neighborhood and business areas, respectively, during the evening/night-time. - A majority of all business respondents, 96.0% and 79.6%, suggested they and their employees feel either "very safe" or "somewhat safe" in and around their place of business during the da ime and during the evening/nighttime, respectively. - While three-quarters of all business respondents, 74.8%, believe there is "about the right amount" of public street lighting at night in their business area, another 23.7% reported there is "not enough" street lighting at night in their business area. - Impressively, among those business respondents having been inspected by the fire department over the past twelve months, the majority, 94.8%, reported being either "very satisfied" (67.9%) or "somewhat satisfied" (26.9%) with the inspections being consistently fair. - Further, a similar majority, 94.1 %, reported the inspections were either "very helpful" (71.5%) or "somewhat helpful" (22.6%) in improving fire safety at their establishment. - Residential respondents reported the following as their top three most important areas for the City of Miami Beach to address in an effort to improve public safety throughout the City: "Preventing crime" (44.9%), "Enforcing traffic laws" (36.1 %) and "Increasing visibility of police in neighborhoods" (32.4%). - Business respondents reported the following as their three most important areas for the City of Miami Beach to address in an effort to improve public safety throughout the City: "Preventing crime" (43.9%), "Reducing homelessness" (35.1 %) and "Increasing visibility of police in neighborhoods" (33.1 %). CULTURE/ENTERTAINMENT/TOURISM - High satisfaction levels (those providing "excellent" or "good" rating) were recorded for each of the following City destinations/attractions by those residential respondents suggesting annual use: "City park/recreational facilities" (84.1 %), "beaches" (81.9%) and "recreation programs/family friendly activities" (81.6%). - While the majority of residential respondents suggested "right amount" or "too many," more than one-fifth of all residential respondents and two-fifths of business respondents reported "too few" of the following are offered in the City of Miami Beach: "Museums", "Family friendly activities", and "Cultural activities". - More than two-thirds of all residential respondents, 69.6%, and three~uarters of all business respondents, 73.9%, reported the City is doing either a "very good" or "good" job handling events that attract large crowds to Miami Beach. RECREATION - Nearly two-fifths of all residential respondents surveyed, 37.3%, feel the "18 years of age and under" demographic should benefit most from limited resources during tough economic times, while another 26.1 % reported the "65 years of age and older" demographic should benefit most from limited resources during tough economic times. Readers should note, the other two age categories measured also received significant responses - "19 - 35 years of age" (20.3%) and "36 to 64 years of age" (16.3%). COMMUNICATIONS/CUSTOMER SERVICE/INTERNAL PROCESSES - While nearly two-fifths of all residential respondents surveyed, 39.1 % (from 24.0% in 2007), reported most often obtaining information about the City through "Daily newspaper articles," another 23.6% (from 12.0% in 2007) reported visiting the "Miami Beach website" most often to get information about the City. Impressively, more than half of all business respondents surveyed, 53.9%, reported usually obtaining information about the City that is relevant to their business through the City of Miami Beach website. This number is up considerably from 17.0% in 2007. - A majority of residents and business surveyed, reported getting "about the right amount" of information from the City, 79.3% and 65.7%, respectively, Further, among those respondents getting "about the right amount" of information from the Ciry, "daily newspaper articles", "Miami Beach website", emails/direct mails", and "cable channel MB77" were reported most frequently as the sources for information. - Thinking about their most recent contact with City government, residential respondents provided increased ratings in each of the four areas of customer service measured ("it was easy to get to someone who could help me," "the employees that assisted me were courteous and professional," "The employees that assisted me had the proper training and knowledge" and "Ctverall I was satisfied with the experience I had contacting the Ciry"). Business respondents provided increased ratings in each of the six areas of customer service suggested by business respondents ("it was easy to get to someone who could help me," "the employees that assisted me were courteous and professional," "The employees that assisted me had the proper training and knowledge," "the process is user- friendly and easy to understand," "the requests made by my business are processed in a timely manner' and "CNerall I was satisfied with the experience I had contacting the Ciry"). - More than two-thirds of all residential respondents, 69.0%, and three-fifths of all business respondents, 61.1 %, reported to either "strongly agree" or "agree" that the City of Miami Beach government is open and interested in hearing the concerns or issues of residents THE WEB$ITE - Among those respondents who reported a visit to www.miamibeachfl.gov in the past six months (35.2% of residential respondents and 67.4% of business respondents), the large majority, 89.4% and 93.1 for residents and businesses, respectively, reported being either "very satisfied" or "somewhat satisfied" with the website overall. THE BUILDING DEPARTMENT - Approximately half of residential respondents, 47.4%, and business respondents, 57.1 %, who reported a contact or direct experience with the City of Miami Beach Building Department during the past twelve months, described their experience with the Building Department as either "excellent" or "good", both improving from 2007. THURSDAY, SEPTEMBER 3, 2009 I 5MB _ ~ N1 I AM I B EAC=H CITY O:F MIAM=I ~BEA.~C~1=-~ T -r: ~IO~1CE 0-F SP~E~~I~L {CO~~IO1~ .. •~VI'E:E"~:11VG ~4-t~C PUB:LI~ i~IE~ARI'~V~:S _ , N:.~ :NOTICE IS HEREBY .given .that a Special .Cocnmissiam 'i,'Ifeefing and . public ~~'. <hearings ,will rbe held _ by •the 1Mayor and City Commission ,of the Oity o3 Miami `Beach, Florida,. inthe Commission Chambers, 3'd floor, Crl~yHa11,1700'Con~rent~n °Center Drive, Miami Beach, Florida, on Thursday, September ~0, 2009, to 5 consider tfie #.ollowirtg: ~ `"`' ~( °5 01 °ptn: _ ~ ` THE `FIRST PUBLIC HEARING ADOPTING THE PROPO;aED `I~il)„LA~ERATE AND BUDGET FOR FISCAL YEAR 2009/2010 -FOR THE CLTY rC~'F "MIAMI BE>AGH. '5 02 rpm, `. _ 'THE FIRST PUBLIC HEARING.ADO.PTING THE PROROSED~MI,LLAGE;RATE AND ~BkJDGEf FOR~FISGAL YEAR`2009/20.10'FOR THEx-I~ORM'ANDY:SHORES: LOCAL .GOVERNMENT NEIGHBORWOOD 1MPROVEMENT DISTRLCT. _` `" In addition; the City Commission may discuss-other City busness.artd'take`3 other- necessary action at-this meeting. " , ..Inquiries maybe directed to the Budget Office at (305}~~~3 7~5~1[0. INTERESTED PARTIES.are invited~to appear~at this meeting, or be represented <~ by'an agent, or to express -their views °in =writing addressed ato:.;the City Cornrnission, cLo the City Clerk, ~ 700 Convention Cerit~r~Driu€, 1st::=Floxar,: City Hall-, Miami. Beach, Florida 33139. Copies of these ordinances are available for public inspection during normal business hours in the City Clerk's Office;=1700 <: Convention-Center Drive, 1st Floor, _City~Hall,°and=Miami:~B.ea~h, Florida S3a139. Ttais meeting may be continued and under sudh circum~tanoes additiional legal , ~:. _ :_. notice-would~notbe provided. - :-., - Robert=E.~Parcher,rCit~y Clerk' - City of~Vliatni Bead , Pursuant to :.Section 286:011T5, 'Fla. Stdt.; the City herby ad~ises,he~public that:,i#;iaaperson~decides~to~~pealFany,.decision made b~q~t~~e:Cit~y C,orlssian with respect. to any: matter cssonsidered gat fits .meetit~g,,~.~p~r its.it~ar, swch' ~-persara must ensure that a vertra'lim~teQa~rd'~f~thelprooeedu~rgs~s rraa~e ~if~iph a -ren~src9 ~iadl~des,the testimony and euadenae ,ypon wFaidh ~~ea1~s~a `:bye °ha®ed: This.notice does not corrstitute consent:by ther~rlh~e~i~'Gr~dutftion or admission of otherwise :inadmissible ~or irrelevant-~:euideraoe nor -~i©es it authorize'challenges or appeals-nat otherwise _allowedbyla~v. ° , To request this material in -accessible- ,format, sign ~langugt~e iFlterpreters, information on access for persons with disabiiities, and''/,or-any accorhmolation to review-any document or participate in any city-sponsored prodeeding;.:please contact (305) .604-2489 (voice), (305)673-7218(TTY) fine days:Tn:advance to initiate your request. TTY users may also call ,711 (Florida Relay Service), Ad #554