2010-27507 ResoRESOLUTION NO.! 2010-27507
,`
A RESOLUTION OF THE MAYOR AND CITY COMMISSION OF
THE CFTY OF MIAMI BEACH, FLORIDA,. ADOPTING FINAL
BUDGETS FOR THE GENERAL, G.O. DEBT SERVICE, RDA AD
VALOREM TAXES, ENTERPRISE, AND INTERNAL SERVICE
FUNDS FOR FISCAL YEAR (FY) 2010/11.
WHEREAS, the City's :FY 2010/11 proposed workplan and budget was developed
through an intensive review process that included City Commission retreats in January and May
. 2010, as well as series of budget briefings with the Finance and Citywide Projects Committee
between June and July, 2010; and
- WHEREAS, at the .July 7, 2010, Finance and Citywide Projects Committee
meeting, the Committee endorsed- an approach to balancing the City's budget that included,
employee "give-backs", efficiencies and reductions, use of FY 2008/09 year-end surplus, additional
transfers from Resort Tax revenues to cover tourism expenditures in the General Fund, and an
increase in the general operating millage rate to recapture the $13.7 million decrease in property tax
revenues due to declines in property values; and
WHEREAS, on July 14, ~ 2010, the .Mayor and City Commission adopted the
proposed General Fund operating millage of 6.4143, sufficient to recapture the $13.7 million loss in
property~tax revenues due to declines in property values; and
WHEREAS, at the August 25, 2010, Finance and Citywide ..Projects Committee
meeting, the Committee endorsed. the approach .to modify the $29 million budget gap; and
WHEREAS, this- approach to address the budget gap reduced the funding from
millage recapture from $13.7 million to $10.1 million, and offset this reduction with a $3.6 .million
transfer of prior year-end surplus from the Parking Operation Fund; and
WHEREAS, in order to utilize the use of FY 2008/09 year-end surplus funds, the
Mayor and City Commission would need to waive the City's established policy of not utilizing one-
time, non-recurring revenue to subsidize recurring personnel, operating, and maintenance costs; and
WHEREAS, on September 15, 2010 the Mayor and City Commission tentatively
adopted the operating and debt service millage rates and the operating budget for FY 2010/11.
NOW THEREFORE, BE IT DULY RESOLVED BY THE MAYOR AND THE CITY
COMMISSION OF THE CITY OF MIAMI BEACH,. FLORIDA, that following a duly noticed public
hearing on September 20, 2010, the City Commission. hereby waives. the City's policy of not utilizing
one-time, non-recurring revenue to subsidize recurring personnel, operating and maintenance costs
for FY 2010/41, and hereby adopts. final budgets for the General, G.O. Debt Service, RDA Ad
Valorem Taxes, Enterprise, and Internal Service Funds for FY 2010/11 as summarized and listed
below.
GENERAL OPERATING REVENUES
Ad Valorem Taxes
Ad Valorem -Capital Renewal & Repl.
Ad Valorem. Taxes -Normandy Shores
Other Taxes
Licenses and Permits
Intergovernmental
Charges for Services
Fines and' Forfeits
Interest.
Rents and Leases
Miscellaneous
Other -Resort Tax Contribution
Reserves- Buildiing Dept Operations
Other -Non Operating Revenues
FY 09 Year-End Surplus Set Aside
FUND TOTAL
G.O. DEBT SERVICE FUND
Ad Valorem Taxes '
FUND TOTAL
RDA FUND-City TIF only
AD VALOREM TAXES
Property Taxes-RDA City Center
FUND TOTAL
ENTERPRISE FUND5
Convention Center
Parking
Sariitation
Sewer Operations
Storm Water
Water Operations
FUND TOTAL
INTERNALBERVICE FUNDS
Central Services
Fleet Management
Information Technology
Property Management
Risk Management
FUND TOTAL
TOTAL -ALL FUNDS
G.O. DEBT
GENERAL SERVICE
$ 110,367,361
1,777,254
100,517
25,417,600
15,506,204
9,618,140
10,348,050
3,211,263
3,552,000
4,892,352.
11,393,221
24,465,000
1,546,709
11,665,443
3,657,000
$ 237,518,114
$ 6,026,858
$ 6,026,858
RDA ENTERPRISE INTERNAL
TOTALS SERVICE
$ 110,367,361
1,777,254
100,517
25,417,600
15,506,204
9,618,140
40,348,050
3,211,263
3,552,000
4,892,352
11,393,221
24,465,000
1, 546,709
11,665,443
3,657,000
$ 237,518,114
$ 6,026,858
$ 6,026,858
$ 17,177,816 $17,177,816
$ 17,177,816 $17,177,816
$ 12,832,911 $12,832,911
38,446,850 38,446,850
16,562,258 16, 562,258
40, 024, 931 40, 024, 931
16; 893,083 16,893,083
31,030,070 31,030,070
155, 790,103 $155,790,103
' $ 856,355
8,375,372
14,427,730
- 8,233,171
20,542,249
52,434,877
237,51'8,114 6,026,858 17,177,816 X155,790,103 416,512,891 52,434,877
` APPROPRIATIONS
FUNCTIONIDEPARTMENT
GENERAL
G.O. DEBT
SERVICE
RDA ENTERPRISE
TOTALS
INTERNAL
SERVICE
MAYOR 8 COMMISSION $1,534,322 $1,534,322
ADMINISTRATIVE SUPPORTSERVICES
CITY MANAGER 2,350,894 2,35Q894
Communications 878, 482 g7g, 482
BUDGET 8 PERFORMANCEIMPROV 1,820,829 1,820,829
FINANCE 4,124,205 4,124,205
Procurement 969,238 969,238
Informatiori Technology 14,427,730
HUMAN RESOURCES/LABOR RELATIC 1,697,128 1,697,128
Risk Management 20,542',24
9
CITY CLERK 1,500,597 1,500,597 .
Central Services 856,355
CITY ATTORNEY 4,002,642 - 4,002,642
ECONOMIC DEV. & CULTURAL ARTS -
Economicbevelopment
REAL ESTATE; HOUSING & COMM DES 776,768 776,768
Homeless Services 759,337 759,337
BUILDwG 9,316,891 ~ 9,316,891
PLANNING 3,113,588 3,113,588
Cultural Arts '
TOURISM 8 CULTURAL DEV 2,643,624 2,643,624
Tourism & Cultural Development
CONVENTION CENTER 12,832,911 12,832,911
- OPERATIONS -
' Code Compliance 4,146,931 4,146,931 '
.Community Services 430,093 430,093
PARKS & RECREATION 27,772,711 27,772,711
PUI3uC WORKS 6,372,884 6,372,884
Property Management 8,233,171
Sanitation - 16,562,258 16,562,258
Sewer 40,024,931 40,024,931
Stormwater 16,893,083 16,893,083
Water 31,030,070 31,030,070
BAPITAL IMPROVEMENT PROJECTS 4,520,748 4,520,748
PARKING 38,446,850 38,446,850
FLEET MANAGEMENT 8,375,372
PUBLIC SAFETY
POLICE 88,920,529 88,920,529
FIRE 56,115,331 56,115,331
CITYWIDE ACCOUNTS
CITYWIDE ACCTS-Normandy Shores 157,678 T57,678
CITYWIDE ACCTS-OperatingContingenc 1,321,902 1,321,902
CITYW IDE ACCTS-Other 9,578,508 9,578,508
Transfers
Capital Investment Upkeep Fund 200,000 200,000
" Info & Comm Technology Fund. 715,000 715,000 -
CAPITAL RENEWAL & REPLACEMENT 1,777,254 1,777,254
G:O.DEBTSERVICE 6,026,858, 6,026,858
RDA-City TIF only -
City Center 17,177,816 17,177,816
TOTAL -ALL FUNDS $237,518,114 $6,026,858 $17,177,816 $155,790,103 $416,512,891 $52,434,877
u
PASSED and ADOPTED this 20th day of September, 2010.
ATTEST:
.. ~~L~
CITY CLERK
avlo - 27507
MA OR
APPROVED AS TO
FORM & LANGUAGE
tk F012 EXECUTION
1'' ~
D e
Condensed Title:
COMMISSION ITEM SUMMARY
A resolution of the Mayor and City Commission of the City Of Miami Beach, Florida, adopting final budgets
for the General, G.O. Debt Service, RDA Ad.Valorem Taxes, Enterprise, and Internal Service Funds for
Fiscal Year 2010/11.
Bey intenaea outcome supponea:
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 city 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 final budgets for the
General, G.O. Debt Service, RDA Ad Valorem Taxes, Enterprise, and Internal Service Funds for Fiscal
Year 2010/11?
Item Summary/Recommendation:
The FY 2010/11 Proposed Work Plan and Budget maintains current service priorities for the community,
despite property tax rates set at 1.2 mills (16 percent) lower than FY 2006/07 when property values were
similar to the 2010 certified values. Water, sewer, and stormwater rates and reduced household sanitation
fees, result in a combined reduction of $140 per household per year from our projections a year ago.
Adviso Board Recommendation:
Financial Information:
Source of Amount Account
Funds: 1 $237,518,114 General Fund Operating
2 $ 6,026,858 G.O. Debt Service
3 $ 17,177,816 RDA Funds-Ad Valorem Taxes
4 $155,790,103 Enterprise Funds
Total $416,512,891 *Net of Internal Service Funds
O P $ 52,434,877 Internal Service Funds
Financial Impact Summary: Maintaining the General Fund Operating millage at the FY 2009/10 level
resulted in a gap of approximately $29 million in the General Fund due to the decreased property tax
revenues and increased salary and pension costs. Employee givebacks targeted at $15.3 million over 2
years are critical to addressing the gap in addition to millage recapture, efficiencies, and tweaking service
levels to achieve reductions with minimal service impacts, as well as evaluating potential new revenue
sources.
Ci Clerk's Office Le islative Trackin
De artment Director Assistant City Manager City Manager -
m M l ANI I B SAC H AGENDA ITEM '
~ DATE ' ~ ~D'
m MIAMIBEACH
City of Miami Beach, 1700 Convention Center Drive, Miami Beach, Florida 33139, www.miamibeachfl.gov
COMMISSION MEMORANDUM
TO: Mayor Matti Herrera Bower and Members of the.City Commission
FROM: Jorge M. Gonzalez, City Manager
DATE: September 20, 2010
SUBJECT: A RESOLUTION OF THE MAYOR AND CITY COMMISSION OF THE
CITY OF MIAMI BEACH, FLORIDA, ADOPTING fINAL BUDGETS
FOR THE GENERAL,. G.O. DEBT SERVICE, RDA AD VALOREM-
TAXES, ENTERPRISE, AND INTERNAL SERVICE FUNDS FOR
FISCAL YEAR 2010/11.
ADMINISTRATION RECOMMENDATION
The Administration .recommends that the City Commission adopt the attached Resolution
which establishes final budgets for the General, G.O. Debt Service, RDA Ad Valorem
Taxes, Enterprise, and Internal. Service Funds for Fiscal Year (FY) 2010/11.
PROCEDURE
As outlined in the companion. General Operating Millage Agenda Item, Section 200.065,
Florida Statutes specifies the manner in which budgets are adopted. Following a second
public hearing, the millage rate forboth the general operating and debt service is adopted,
then immediately thereafter, final budgets by fund are adopted. The attached Resolution.
adopting final budgets for the General, G.O. Debt .Service, RDA Ad Valorem Taxes,
Enterprise, and Internal Service Funds for FY 2010/11 is therefore presented to you at this
time for adoption.
CHANGES FOR CONSIDERATION SINCE THE FIRST BUDGET HEARING
At the first budget hearing on September 15, 2010, Commissioner Weithorn expressed
concerns about certain budget items. Based on a .subsequent meeting on Friday,
September 17, 2010, the following items were identified for further consideration:
• Remove a vacant Planning Technician position from the position. count -this
position is not funded and therefore .has no impact to the budget.
• Defer funding for the 2011 bi-annual survey that would normally occur in the spring.
of 2011. This would allow use of the FY 2008/09 year-end surplus set aside to be
reduced by $89;825.
These items are presented for consideration by the Mayor and Commission with the
adoption of the General Fund Operating Budget.
Adopting Final Budgets.
September 20, 2010
Page 2
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 improved 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
enhanced capital funding and reserves.
However, these objectives have become increasingly more challenging. in the last four years:
first through property tax reform where tax rates were dramatically reduced to offset
increases in property values; and subsequently with the decline in property values without
revisions to the property tax rate as well as increasing pension costs. In the last three years
alone, the General Fund has absorbed almost $43 millionin recurring reductions and almost
20 percent of the FY 2009/10 Adopted General Fund budget that is $226 million (and almost
$50 million and 240 positions across alf funds. bespite this significant reduction, the City of
Miami Beach has essentially kept services and enhancements that were added through FY
2006/07 to address needs and priorities identified by the community, despite increases in
costs such as pension, living wage impacts, fuel, and other operating expenses.. We have
continued fo focus on priorities: public safety, cleanliness, landscaping and beautification,
recreation and. cultural arts programming, renewal and. replacement funding for our facilities,
building/development functions, and structural changes that enhanced capital funding and
reserves, while bringing on line several capital projects with expanded operations and
maintenance and resulting increases in operating costs such as: North Shore Park and
Youth Center, South Pointe Park, Normandy Shores Golf Course, Normandy Isle Park and
Pool, Beachfront Bathrooms, Colony and Byron Carlyle Theatres, Beachwalk and Baywalk,
multiple streetscapes, to name just a few.
OVERVIEW
in summary, the Proposed Work Plan and Budget maintainscurrent service priorities for the
community, despite property tax rates set at 1.2 mills (16 percent) lower than FY 2006/07
when property values were similar to the 2010 certified values. Further, I am also
recommending keeping water, sewer, and stormwater rates flat and reducing household
sanitation fees, resulting in a combined reduction of almost $140 per household per year
from our expected rates just one year ago.
It is important to note that this is the first time we have recommended a modest increase to
the millage since property values began an unprecedented and steep decline over the last
several years. Since their peak in FY 2007/08, property values have declined more than
$4.7 billion, approximately 18 percent, despite almost $3 billion in new construction added to
the roll Without the new construction, the decline in values would be even greater, at 28
percent. Outside the City Center RDA, which .impacts General Fund Property Tax revenues,
the decline in values is even more significant at 20 percent, even after new construction. As
a result, property tax revenues to the General Fund would be $38 million (27 percent) below
FY 2006/07 peak property tax revenue levels. Even with the modest proposed increase in
millage, total General Fund property tax revenues will still be approximately. $28 million
below FY 2006/07 levels.
Adopting Final Budgets
September 20, 2010
Page 3
Further, while a significant portion of property taxes in our City are collected from hotels,
restaurants and other businesses; a significant source of revenue to the General Fund is
from non-property tax tourism and business-related sources which have increased steadily
over the years. The Proposed Work Plan and Budget includes resort taxes and a transfer
of Parking Operations Fund year-end surplus as well as Parking Operations Fund
reimbursements and right-of-way fees paid to the General Fund that total almost $32 million;
approximately 13 percent of the Proposed General Fund FY 2010/11 Budget. This is an
increase of 22 percent from just the year before. But for these additional non ad valorem
revenues, the millage rate would need to be set at a rate that is 1.7 mills higher than what is
proposed.
Value for Tax Dollars Paid
With the planned reductions incorporated in the Proposed Work Plan and Budget our4 year
total of reductions of approximately $50 million.
Total 3-Year Minimal 8 Service Im pacts Plan B FY 2010111 Proposed
General Fund $ Impacts FT PT $ Impacts FT PT $ Impacts FT PT $ Impacts FT PT
Public Safety $ (7,062,591) (67.0) - $ (219,748) (2.0) 1.0 ($92,044) (20.0) 40.0 ($311,792) (22.0) 41.0
Operations (4,594,163) (50.5) (18.0) (677,644) (9.0) (5.0) (95,017) (27.0) 27.0 (772,661) (36.0) 22.0
Administrative Support (2,632,653) (29.9) 1.0 (164,856) (2.0) (1.0) (164,856) (2.0) (1.0)
Econ & Cultural Dev (1,581,951). (16.0) - (56,205) (34,842) (7.0) (91,047) (7.0) -
Citywide* (1,256,000) - - (136,642) - - (136,642) - -
Subtotal $ (17,127,358) - (17.0) $ (1,255,095) (13.0) (5.0) ($221,903) (54.0) 67.0 $ (1,476,998) (67.0) 62.0
Transfers (22,512,948) - - -
Total** $ (39,640,306) (163.4) (17.0) $ (1,255,095) (13.0) (5.0) $ (221,903) (54.0) 67.0 $ (1,476,998) (67.0) 62.0
Internal Service Funds (2,940,333) (32.10) - (457,892) (5.0) - (138,304) (22.0) (596,196) (27.0) -
Enterprise Funds (2,731,026) (31.50) 4.00 172,298 - 4.0 (411,640) (33.0) (14.0) (239,342) (33.0) (10.0)
GRAND TOTAL*** $ (45,311,665) (227.0) (13.0) $ (1,540,689) (18.0) (1.0) $ (771,847) (109.0) 53.0 $ (2,312,536) (127.0) 52.0
* * Total General Fund Plan B savings of $221,903 and Citywide savings of $771,847 ($802,247 including City Center) are offset by increased contingency
** In FY 2010/11, there are also $259,000 General Fund Reductions due to reductions in Internal Service charges which are additional reductions to the
General Fund
"'The CityCenter RDA budget also includes the reduction of 1 full time position as part of minimal service impact efficiencies and 4 full time positions as
part of Plan B
The employee "give-backs" in FY 2010/11 total almost $9 million in impact to the General
Fund Budget, including approximately $2 million from employee merit "givebacks" by the
UnclassifiedP'Others" employees and Governmental Supervisors Association (GSA), and
from the Year 1 impacts of no cost of living adjustment (COLA) for Police and Fire on the
City's contribution to the Police and Fire pension fund that were deducted from the projected
CSL expenditures early in the process.
Further, there are an additional $3 million in "givebacks" in other funds - a total of
approximately $12 million in savings in FY 2010/11 and almost $15 million between FY
2009/10 and FY 2010/11. Along with almost $48 million in savings in the table above, this
represents more than $60 million in combined "_givebacks" and reductions over 4
ey ars• However, the employee give-backs in the General Fund budget assume
Adopting Final Budgets
September 20, 2010
Page 4
approximately $1.4 million in concessions from CWA that have yet to be achieved and a
target of $2 million in CWA concessions across all funds.
The significant employee give-backs achieved from four of our five bargaining units to date
as well as other non-bargaining unit employees in the City contribute significantly towards
our new strategic goal (key intended outcome) to control payroll costs. In combination with
the partial millage recapture (the first after three years of declining property values), and
despite the dramatic impact of four 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;
• 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.
Community Priorities
In 2009, the City of Miami Beach conducted its third set of statistically-valid community
surveys. The Community Survey was designed to provide resident input on quality of life, city
services, and taxes; and to identify key drivers for improvement. impressively, all 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%. It
is unusual for an entity to see improvement across such a broad range of areas, and the
significant percentage increase in each of these areas is even more unusual. These results
indicate a high level of satisfaction with Quality of Life in Miami Beach and the services
provided by the City. .
As important, these surveys and the associated strategic priorities(as outlined in Exhibit G)
have been used to guide our budget process and the. Proposed Budget and Work Plan .
incorporates the funding for the following priorities:
Adopting Final Budgets
September 20, 2010
Page 5
Cleaner and Safer
• Maintains 2 marine officers, the use of motor units to assist the Parking Department
with traffic enforcement; and the use of Patrol officers for the Neighborhoods contact
.program initiated in FY 2005/06 ,~
• Maintains lifeguard coverage for 100% of our publicly,'accessible beaches
• While the Proposed Work Plan and Budget recommends conversion of one of two
victims advocate positions to part time, there are no other public safety reductions in
service recommended
More Beautiful and Vibrant; Mature and Stable; Unique Historic and Urban Environment
• Provides for additional litter cans throughout the City and maintains current
sanitation service levels
• Funds on-going re-forestation efforts, Fire Station #3 Landscape Restoration, North
Beach Police Sub-Station Landscape Restoration, Fairway Park Irrigation, NSPYC-
Sports Field Restoration, Polo Park-Sports Field Restoration, and Restorative Tree
-Wells on Collins from 64th to 75th, as well as replacement of landscaping, pavers, up-
lighting as needed, although the frequency of replacements of hanging baskets on
41 Street and 71 street will be reduced
• 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 camp
• Expanding existing code enforcement efforts adding nine part time code
enforcement officers to enforce littering on the beaches on weekends and spring
break
• Continues to provide resources to support homeless outreach and placement
services
Cultural, Entertainment and Tourism Capital and an International Centerfor lnnovationand
Business
• Includes $55 million in funding in the City's Capital Improvement Plan from County's
General Obligation Bond to expand and enhance the Miami Beach Convention
Center, and the Master Plan that will allow the City to develop a comprehensive
assessment of funding needs related to this project
• Provides $5.1 million to be transferred to the Greater Miami Convention and Visitors
Bureau, $1.6 million to be transferred to the Miami Beach Visitors Convention
Authority, and $200,000 to continue a Miami Beach marketing campaign, towards
maximizing Miami Beach as a destination brand.
Well-Improved Infrastructure
• Continues funding for the South Beach Local. that we hope to expand to similar
circulators for the mid and north beach areas.
• Provides funding for approximately $200 million in other projects anticipated to begin
construction in for FY 2010/11; generating jobs and stimulating the economy in our
region, including funding for Neighborhood Right-of-way projects, drainage
improvements, garage maintenance projects, construction of the new Sunset harbor
Parking Garage, on-going renovation of several parking lots that are anticipated to
provide additional parking spaces when complete, park improvements, and seawall
.repairs
Adopting Final Budgets
September 20, 2010
Page 6
Maintains funding of the City's pavement assessment.and repair program, street light
maintenance and assessments, .broken sidewalk replacement,. a regular.
maintenance program for outfall and catch basin cleaning; assessments of our
facilities to identify and plan for these renewal and replacement needs and funding
for the capital renewal and replacement program for general fund facilities.
Environmental Sustainability, Communications, Customer Service and .Internal Support
Functions
• Continues to support the Sustainability Committee, with the objective of providing a
mechanism to discuss green (environmental) issues of concern to the community,
including Development of the Sustainability Plan; award of an energy conservation
-• contract to Ameresco, an Energy Services Company that once completed will result
in "guaranteed" energy savings of $1.1 million for the initial year; expanded The
City's Recycling Program has to include recycling in selected public areas;amended
it's Solid Waste Ordinance requiring franchise contractors in the City of Miami Beach
to provide for enhanced recycling; approved a contract for the implementation of a
self-service bicycle program in the City of Miami Beach; and adopted a voluntary
green building ordinance that provides incentives to participants who are doing new
` construction or renovating buildings using the U.S. Green Building Council's LEED
standards in Miami Beach
•` 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 including funding for the
City's MB Magazine, and MB TV.
• Includes a $0.7 million transfer to the Information anal Communications Technology
Fund, providing funding for debt service on prior projects as well as an upgrade to
the recreation administration software, GPS Tracking Software for Parking and Code
vehicles (the Building component of the project will be funded from the Building
Training and Technology Fund); and upgrades to the City's records imaging software
to address increased storage needs and to the enterprise vault for networking.
• Provide for funding for capital components in the operating budget, although~at only
1 % -- it is our intent to .increase this in the future to the City's 5% goal in better
financial times.
GENERAL FUND BUDGET
Early in the development of the City's budget,l communicated that we were anticipating that
the City's General Fund would be facing its most difficult budget year in many years. Our
preliminary estimates early in the calendar year ranged from approximately $26 to $40
million, as discussed in our Commission retreats in January and May of this year.
We continued to refine our estimates as more information became available, the most
significant of which were the City's annual required contributions to the Fire and Police and
General Employees pension .plans and the certification of property values in the City from
the County property appraiser. At the time of adoption of the proposed millage in July., it was
estimated that the City had a $32 million gap to address due to the following:
• Increases in the General Fund portion of the City's annual required contributions to
the Fire and Police and General Employees pension .plans, primarily -due to the.
Adopting Final Budgets
September 20, 2010
.Page 7
downturn in the market and updated assumptions in the Fire and Police Pension
Plan
Increases in health insurance costs
Increase in Internal Service fund charge-backs to Department primarily due to
increases in the Risk Management Fund for claims incurred .but not reported, as well
as increased costs of legal services
The impact from those bargaining units that had not yet reached agreement with the
City as of May, 2010 (American Federation of State, County and Municipal
Employees-AFSCME, Communications Workers Union - CWA, Fraternal Order of
Police -FOP, and International Association of Fire Fighters - IAFF), due to salary
increases from merits and steps received in the current Fiscal Year that had not
been budgeted and further increases for FY 2010/11, as welF as increased pension
costs to reflect the fact that the budgeted 2 percent employee give-back to pension
had not yet been achieved
The impact of the decline in property values throughout the City, resulting in a loss of
$13.7 million in property values outside the City Center Redevelopment Area (RDA),
a loss of 11.8 percent and almost half of the projected budget gap.
Together, salaries and benefits represent approximately 73 percent of the total current
service level (CSL) budget of $246 million, (including the impacts of merit/steps increases,
pension contributions, etc.). It is important to note, that approximately $28 million in other
operating costs (11 percent of CSL budget) reflected a decrease of approximately $500,000
almost half of which was offset by approximately $270,000 of the first year impacts of the
new living wage requirements. This $500,000 savings reflects the results of various cost
savings initiatives by the City such as re-bidding contracts, careful review of department line.
item expenditures, other efficiencies, etc.
Since July, as we committed to do,'we have continuedto refine our projections further. Our
revenues, in particular, tend to have greater fluctuations than expenditures, and, as a result,
we are usually conservative early in the process and refine these projections over the
summer. Changes since July include increased revenue estimates (primarily franchise and
utility taxes,. sales taxes, business tax receipts and fire inspection fees, building development
process fees, rents and leases, increased reimbursements from capital projects and
administrative fees charged to enterprise funds, offset by decreased interest earnings). As a
result, the projected gap has been reduced from $32 million to $29 million.
Balancing the budget with such a significant gap has been almost ayear-long process. No
sooner did we adopt the budget for FY 2009/10 last September, than we began working on
approaches to balance the FY 2010/11 budget. Foremostamong these was the importance
of employee "give-backs". With the adoption of the FY 2009/10 budget, we, had only
recently .began our negotiations on the bargaining unit agreements, four of which were set to
expire September 30,.2009, and one of which was due to expire April 30, 2010. In the FY
2009/10 budget; we included a modest "give-.back" amount in the General Fund budget of
$3.5 million, knowing that negotiations would take time to conclude. For the FY 2010/11,
.budget, the Commission direction was significantly more aggressive as we were directed to
pursue an additional $11 million, for a combined total of $15.3 million across all funds from
employee "give-backs".
Adopting Final Budgets
September 20, 2010
.Page 8 -
In addition to employee "give-backs", we evaluated .each department, once again, for
efficiencies, and tweaking service levels to achieve reductions with minimal service impacts,
as well as evaluating. potential new revenue sources. The various approaches used to
balance the General Fund budget are shown in the following. chart.
Transfer of Prior
Year Surplus from
The Parking Fund,
FY 2008/(
Surplus
Resort Tai
Transfers
Efficiencies &
Reductions
Revenue
Enhancements Employee
"Give-backs"
The proposed Work Plan and Budget as outlined in my Manager's Budget Message
.proposes that the $29 million gap be addressed through the following means:
• $7.3 million Additional Employee "Give-backs" (almost $9 million in total
impact to the General Fund Budget)
This in addition to $2 million in reductions already included in the
General Fund CSL expenditures from. employee merit "givebacks"
. by the UnclassifiedP'Others" employees and Governmental
Supervisors Association (GSA), and from the Year 1 impacts of no
cost of living adjustment (COLA) for Police and Fire on the City's
contribution to the Police and.Fire pension fund.. Further, there are
an additional $3 million in "givebacks" in other funds - a total. of
approximately $12 million in savings in FY 2010/11. To date no
employee "give-backs" have been achieved with the CWA
- bargaining unit. As described below.
• $1.1 million Revenue Enhancements
- These include increases to Rescue transport fees consistent with
rates being proposed by the Miami-Dade Countyfire Department;
eliminating the non-resident sibling discount in our recreation
programs;. increasing pool fees for non-residents; increasing .the
activity fees in our after schools and summer camps to cover the
costs of supplies; modest increases to tennis fees; increases in
Adopting Final Budgets
September 20, 2010
Page 9
sidewalk cafe fees; establishing a commercial banner program
throughout the city, charging a late fee for special event
applications, establishing fees for wedding ceremony permits; and
increasing revenues from anticipated corporate sponsorships.
Additional details are contained in Exhibit E.
• $1.5 million Efficiencies and Reductions
These include a reduction of approximately $740,000 through
recurring efficiencies, $80,000 in savings from extending the
current winter schedule for pools from September through May;
$46,000 in reduced contributions to multiple non-profit
organizations and elimination of the $90,000 reduced contribution
to the Police Athletic League; $45,000 from reducing one of two
victims advocate positions to part-time; $21,000 in savings by
reducing the change-out frequency for our hanging basket
program, and approximately $230,000 from reductions in
administrative support staff. An additional $260,000 in savings are
programmed from the General Fund impact of recurring efficiencies
in the Information Technology and Property Management Funds.
Additional details are contained in Exhibits A through D attached.
These initiatives result in a net reduction of 13 full time positions
and 5 part time positions in the General Fund and 5 full-time
positions in the Internal Service Funds.
• $2.0 million Increased transfers from Resort Tax to the General Fund
Additional funds are available due to increased resort tax revenues
and decreased debt service to cover tourism eligible expenses in
the General Fund.
• $3.66 million FY 2008/09 Year-end Surplus
This was set aside to address potential shortfalls in FY 2010/11,
however, it will require a waiver of City policy as described below.
• $3.6 million Transfer of Prior Year Surplus from The Parking Operating
Fund
There are sufficient funds available for prior year's revenue in
excess of expenditures to provide for this transfer. However, the
City must raise Parking fees as described below for these funds to
be recurring.
Adopting Final Budgets
September 20, 2010
Page 10
• $10.1 million Millage Recapture
Operating. millage increase of 0.5600 needed to recapture a portion
of the $13.7 million revenue loss due to decline in property values
outside of the City Center RDA. Further, it is estimated that
approximately 40 percent of households could either have no
impact or could actually experience a savings, due to offsetting
declines in property values. Further, an additional 50 percent of
. homeowners are estimated to have their taxes increase less than
$300. As a result, approximately 90 .percent of homesteaded
. properties will have less than a $300 per year ($25 per month)
impact.
Additional Employee. "Give-Backs"
As noted above, approximately one-quarter of the budget .shortfall. is anticipated to be
addressed through employee "give-backs". To-date we have ratified and approved
agreements with four of our five bargaining units: The American Federation of State, County
and Municipal Employees (AFSCME), the Government Supervisors Association (GSA), the
fraternal Order of Police (FOP), and the International Association of Fire Fighters (IAFF).
Each of these bargaining units has agreed to significant concessions over the 3 year terms
of their agreements. In addition, similar concessions began to be implemented for non-
bargaining unit employees as early as October 2009. As a result between FY 2009/10 and
FY 2010/11, approximately $13 million in concessions Citywide will be achieved from these
groups.
Regrettably, in August, after more than a year of negotiations, we declared Impasse with the
Communications Worker's of America bargaining unit (CWA). The employee "give-backs" in
the General Fund budget assume approximately $1.4 million in concessions from CWA to
be achieved by the end of the fiscal year, towards a target of $2 million in CWA concessions
across all funds.
Efficiencies and Reductions
In addition to employee "give-backs", we have. identified approximately $1.3 million in
recurring efficiencies and reductions in the General Fund while only tweaking service levels
in the few areas described above. The impact of additional efficiencies in the Internal.
Service Funds Departments result in a total savings of $1.5 million in the General. Fund. We
have also reviewed our operations to identify, where possible, privatizing and outsourcing of
functions. While our contracts with AFSCME, GSA, FOP and IAFF, preclude this possibility,
at least in the short-term, we have identified several potential areas that could result in
.recurring annual savings of approximately $1 million in the General Fund, and more than $1
:million. outside the General Fund.
Adopting Final Budgets
September 20, 2010
Page 11
ANNUAL IMPACT OF CONCEPTUAL
"PLAN B" REDUCTIONS - CWA ONLY Year 1
WHERE POSSIBLE
CONSIDER Impact
, Annual Annual Assuming
PRIVATIZING/OUTSOURCING, SCALING Impact- Impact- Full Imple-
BACK FULL-TIME TO PART-TIME, ETC. Including Excluding mentation by Full Part
SEE EXAMPLES BELOW: Pension Pension 3/31/11 Time Time
GENERAL FUND
Example: convert 20 out of 48 full-time lifeguards to
part time, with no reduction in coverage $ (303,701) $ (184,088) $ (92,044) 20.0) 40.0
Example: convert full-time pool guards to part time
with no reduction in service level -reducing 16 FT
guards to PT, bringing the PT year round and
seasonal guards hours up, to provide the same
service levels we are currently providing. The hours
worked vary depending on the time of the year from
20 hours for everyone during the winter (Nov. -Feb.)
when we are closed at one pool a day per week to 40
hours per guard in the summer (May -August). The
other months (March, April and September, October)
will vary as the weather changes and the pools
demands increase or decrease. $ (310,612) $ (1.12,594) $ (56,297) (16.0) 16.0
Example: Convert staffing from25 full-time and 3 part-
time code enforcement positions to 19 full-time and
14 part-time, providing more efficient coverage on
weekends and nights $ (88,221) $ (53,769) $ (26,885) (6.0) 11.0
Example: Outsource Code Enforcement call center
operations with privatized in-house support -Assume
implementation of Call Center October 2010 and
rivatized in-house su rt March 2011 $ (54,105) $ (23,669) $ (11,835) (5.0)
Example: Outsource Building Permit Clerks as
recommended by the Watson Rice study (previously
proposed in FY 2009/10 Budget) -Assume award by
January 201.1 and full implementation by March 2011 $ (105,41.1) $ (69,683) $' (34,842) (7.0)
Total General Fund $ (862,050) $ (443,803) $ (221,903) (54.0) 67.0
INTERNAL SERVICE FUNDS
Example: Eliminate CWA positions in Property
Management and replace with contract for
approximately $1,000,000 to provide response as
needed $ (435,233) $ (276,607) $ {138,304) (22.0)
General Fund Estimated Impact from Internal Service Fund $ (82,982)
Total General Fund Impact $ (304,885)
ENTERPRISE FUNDS
Example: Outsource Parking Enforcement. Estimated
savings of $1,200,000 in recurring costs including
pension -year 1 cost savings of $1,000,000 are net of
pension savings $ (1,031,565) $ (823,279) $ (411,640) (33.0) (14.0)
CITY CENTER - PROPERTY
MANAGEMENT
Example: Outsource Lincoln Road Property
Management $ (93,908) $ (60,800) $ (30,400) (4.0)
~ (
GRANDTOTAL $ (2,422,756) $ (1,604,489) $ (802,247) (113.0) 53.0
Several of these initiatives will take significant time and effort to implement, with some
requiring competitive procurement, time to negotiate contracts, and transition periods. For
budget purposes, we have assumed full implementation by mid fiscal year, however, it is my
intent to move as quickly as possible to maximize the savings. Any savings beyond that
budgeted will be used to reduce our use of the FY 2008/09 year-end surplus set-aside
described in the "Use of One-Time Revenues" section below.
Adopting Final Budgets
September 20, 2010
Page 12
It is important to note, that the initiatives described above are conceptual, and it is my intent
to maximize savings from this approach. The proposed budget incorporates the reduction of
an additional 54 full-time positions from these initiatives (offset by the addition of 67 part-time
positions) in the General Fund and 22 full-time positions in Internal Service Funds (a total of
133 full-time positions offset by the addition of 53 positions Citywide, and the reduction of an
one additional full-time position in the City Center RDA). However, the actual number of
positions impacted could differ from those presented above.
Use of One-Time Revenues
The City's policy regarding use of one-time revenues states that "The City of Miami Beach
will use one time, non-recurring revenue for capital expenditures or one time expenditures
and .not subsidize recurring personnel, operations; and maintenance cost".
Recognizing early that the FY 2010/11 would be a very challenging budget year, the year-
end surplus (revenues in excess of expenditures) from FY 2008/09, in the amount of $3.657
million,. was set aside for possible use in balancing. the FY 2010/11 budget,. as needed.
Given the City's policy regarding the use of one-time revenues such as the year-end surplus,
the City Commission directed staff to identify one-time expenditures in the FY 2010/11
budget that these funds could be used for. However, the nature of expenses in the General
Fund operating budget are such. that, while the specific line items may be unique to that
fiscal year, the level of funding required for that line item is generally a recurring expense
(e.g. capital investment upkeep used to maintain our landscaping, uplighting etc.,
information and communications technology funding, funding for facility renewal and
replacement projects, etc.).
As a result, it is recommended that the Commission waive this policy forthisone-time use of
` the FY 2008/09 year-end surplus. While this is generally not a recommended financial
,practice, it is being recommended atthis time only because of the unusual extent of the FY
- 2010/11 projected budget gap. Please note that this recommendation is made cautiously. It
is my intention to expend. these dollars .last during the fiscal year, so that if any savings are
achieved throughout the year, the amount of funds needed from this source will be reduced,
in which. event the funds will be available to be used in subsequent fiscal years. If the use of
the FY 2008/09 surplus can be spread over several years, while not providing, a recurring
funding. source, it will at least provide amulti-year funding source.
Service Enhancements.
Despite the challenges faced with the FY 2010/11 budget, there were a few areas where
. services are recommended to be enhanced. Ensuring compliance with code regulations
throughout the City was further emphasized as a priority during this fiscal year, especially
with regard to quality of life issues on weekends, including beach litter during spring break,
noise during special events, etc. ! am proposing adding. nine part time code enforcement
officers to support these efforts, similar to the level of effort we deployed earlier this year. In
addition, the proposed General Fund budget includes funding for a lobbyist to assist with
issues related with Miami-Dade County, a total of $255,314. The General Fund proposed
budget also incorporates the addition of an Engineering Manager position to oversee design
` process in the Public Works Department, however, the cost of this position is offset by
charges to capital projects.
Adopting Final Budgets
September 20, 2010
Page 13
ENTERPRISE FUND BUDGETS
Enterprise Funds are comprised of Sanitation, Water, Sewer, stormwater, Parking, and
Convention Center Departments. The Proposed FY 2010/11 Enterprise Funds Budget is
$155.8 million. This represents an increase of $15.2 million from the FY 2009/10 Enterprise
Fund Budget, an increase of 10.8 percent. However, of this amount, $8.1 million is primarily
due to rate. stabilization funds from prior years reflected as FY 2010/11 revenues for debt
coverage calculation purposes only -These are not due to increased expenditures. The
additional $8.1 million is budgeted as FY 2010/11 revenues in the water and sewer funds from
prior year surplus so that the net revenues at year-end are sufficient to exceed the bond
coverage requirements. Since they are not anticipated to be needed to cover expenditures,
they are .projected to return to the water and sewer rate stabilization funds at year end and
would then. be available for debt coverage calculations in the following year. Were these funds
not available from prior year surplus, water and sewer rate increases would be needed to meet
debt coverage requirements.
An additional $3.6 million is due to revenues from increased rates in the Parking Fund, the
proceeds of which are directed to reserves. The remaining $3.5 million increase is primarily the
result of true up charges from the Miami-Dade which in FY 2009/10 was a credit and in FY
2010/11 is an additional charge. .
Utility Rate Relief for Homeowners
We are pleased to be able to provide relief in several areas affecting overall homeowners
expense, where fee increases had been previously programmed, thereby providing a net
benefit for our taxpayers. In the enterprise fund budget, I am recommending no increases in
water, sewer and stormwater fees and, in fact, a decrease in household sanitation fees
which were bid and negotiated this summer.
During the FY 2009/10 budget development process, we had initially forecast that water,
sewer and stormwater fees would need to increase by $0.33 per thousand gallons, $0.45
per thousand gallons and $1.27 per month, respectively for FY 2010/11 for debt service and
bonding capacity. The combined monthly impact of these then-proposed fee increases for
an average household user of 11,000 gallons would have been approximately $9.85 per
month, or $118.20 per year. However, due to lower operating costs than previously
projected, in part due to the "employee give-backs," as well as the use of rate stabilization
funds from prior years, 1 do not see a need to recommend any increases in these rates for
FY 2040/11. Further, in the Sanitation Fund, I am recommending decreasing the
household fee by $1.58 per month (almost $20 per year) by passing through the savings
from the new residential waste collection contract to our users.
In short, the combined impact from the reduction in the household sanitation fee, and the
cost avoidance from not raising the water, sewer and stormwater fees as previously
programmed; represents a combined household reduction of almost $140 peryearfrom our
projections a year ago. This reduction is significantly more than the $74 impact of the
proposed increase of 0.56 mills on the median household with a taxable value of
$133,000 in 2009, and almost completely offsets the impact of the mill adjustment for
the average household (assuming the 2009 average taxable value with no declines in
taxable value).
Adopting Final Budgets
September 20, 2010
Page 14
Parking Operations
In terms of parking rates, the proposed rates submitted for your consideration reflect the
recommendations approved during the August 25, 2010 Finance and Citywide Projects
Committee meeting. As you may recall, these recommendations include increasing hours of
enforcement in South Beach until Sam; increasing meter parking rates (other than for I-Park
device users who are residents) from $1.25 per hour to $1.50 per hour; and increasing hotel
hang tag rates from $6 per tag to $10 per tag. As we discussed, to the extent that the
increased parking revenues result in additional revenues in excess of expenditures at the
end of FY 2010/11, these funds will be used to offset the $3.6 million transfer from the
Parking Operating Fund to the General Fund in FY 2010/11.
The Enterprise Funds budget include a modest reduction through efficiencies, including a
reduction of 4 full-time positions offset by the addition of 4 part-time positions. These savings
also are offset by $235,000 from 4 full-time positions transferred from the General Fund into
the Water and Sewer Funds. Additional details are contained in Exhibits A through F
attached. In the Parking Fund, the proposed budget also incorporates the reduction of an
additional 33 full-time positions and 14 part-time positions from outsourcing Parking
enforcement as shown on Exhibit D, with an anticipated savings of $400,000 in the first year,
and annually recurring savings of over $1 million. However, the actual number of positions
impacted could differ from those presented above. The Water, Sewer and Stormwater
Funds also reflect the impact of an additional Information Technology position.
Further the Parking Fund incorporates the addition of overtime to address quality of life
issues in South Pointe on weekends, as well as 3 part-time positions for the increased hours
of enforcement in South Beach.
INTERNAL SERVICE FUNDS
Internal Service Funds are comprised of the Central Services, Fleet Management,
Information Technology, Risk Management and Property Management Divisions. The
Proposed FY 2010/11 Internal Service ,Fund budget is $52.4 million. This represents an
increase of $2.6 million (5 percent) from the FY 2009/1:0 budget, primarily due to increases in
the Risk Management Fund for claims incurred but not reported, as well as increased costs
of legal services. These costs are completely allocated to the General~Fund and Enterprise
Fund departments, and the Risk Management Fund reimburses the General Fund for the
cost of legal services..
The Information Technology Fund includes the impact of the reduction of 2 full-time
positions, and the Property Management Fund, includes the reduction of 3 full-time positions
for a total reduction of approximately half a million dollars. Further, through outsourcing of
several functions and 22 full-time positions in the Property Management Fund, we hope to
be able to achieve annual recurring, savings of over $400,000 in the long term. (See
attached Exhibits A through D.)
Adopting Final Budgets
September 20, 2010
Page 15
CONCLUSION
In summary, the final FY 2010/11 General Fund operating. budget maintains current service
priorities for the community, despite property tax rates set at 1.2 mills (16 percent) lower than
FY 2006/07 when property values were similar to the 2010 certified values. Further, I am
also recommending maintaining water, sewer, and stormwater rates and reducing household
sanitation fees, resulting in a combined household reduction of almost $140 per household
per year from our projections a year ago.
The Administration recommends adoption of the attached Resolution which establishes the
final budgets for General, G.O. Debt Service, RDA Ad Valorem Taxes, Enterprise, and
Internal Service Funds for FY 2010/11..
Attachment
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EXHIBIT B -POSITIVE IMPACT OR MINIMAL SERVICE IMPACT EFFICIENCIES, ETC.
Position Im acts
Cumulative Full Part Proj. Mgt. & Non
GENERAL FUND Im act De t. Im act Time Time Vacant Filled Admin M t.
Police
Eliminate one Administrative Aide II- (Technical Sections/Records
UniVAlarms) Processing and maintaining Alarm Subscriber permits, billing,
and renewals will be made available on-line - Police will also see if
registrations of new installations can be included in the building permit
rocess $ 59,365 $ 59,365 1.0 1.0 1.0
Fire
Hire 3 additional firefighters to work on a weekend schedule to reduce the
cost of overtime on the weekends -Hired as overage for the first year pilot
sta e $ 115,612 $ 115,612
Parks & Recreation
Eliminate 1 VACANT Part Time MSW 3 position (+benefits)
Position # 4105-060
Im act: Work will be absorbed b existin staff $ 16,960 $ 16,960 1.0 1.0 1.0
Eliminate ALL PT Concession Attendant positions from the Budget.
Recreation Leader I's will be reassigned to perform tasks that include:
• Compiling and maintaining necessary records and receipts.
• Advise the public regarding available activities.
• Adhere to all check lists, policies and procedures.
• Performs varied record keeping duties such as, but not limited to
attendance, field trip and sign in/out logs.
These duties are listed in the Recreation Leader I job description.
Impact: Elimination of these positions reduces the long term plan to
increase our customer service standards within the De artment. $ 30,847 $ 47,807 2.0 1.0 1.0 2.0
Eliminate two vacant full time Recreation Leaders, and two part time vacant
Recreation Leaders throw h restructrin and re-ali nment of functions $ 103,596 $ 151,403 2.0 2.0 4.0 4.0
Freeze one (1) vacant position and eliminate (2) vacant positions for
FY11 and utilize a portion of the funds, $50,000 to obtain contractual
professional tree services utilizing current in-house full service landscape
contractors. $ 62,569 $ 213,972 2.0 2.0 2.0
Public Works
The field support positions of Streets Supervisor and HEO II will be
transferred to the Water Division. These are employees working daily
restoring sidewalk squares due to new water services or water meter box
re lacements. $ 138,668 $ 138,668 2.0 2.0 2.0
The field support positions of (1) Mason and (1) Mason Helper will be
transferred to the Sewer Division. These are employees working daily
restorin sidewalks wares due to new clean-outs or restorin clean-outs. $ 96,214 $ 234,882 2.0 2.0 2.0
CIP
Community Information -The elimination of the two Community Information
Coordinator positions and create two Public Information Specialist a
reduction of sala from a a rade 16 to a a rade 13. $ 59,900 $ 59,900
Position Im acts
GENERAL FUND
Im act Cumulative
De t. Im act Full
Time Part
Time Proj.
Vacant
Filled Mgt. &
Admin Non
M t.
Building
Qnnlnn.. n n f. .II f~mn n m'f nlnrL n n'h'n .~ hL. 7 n..rh 4 rwn Dnrmih t^In.L i
$
Plannin
Freeze Dev. Review: Planning Technician, Prepare GIS-based analysis
and maps, graphics and design presentations, Compiles building and
licensin data ,etc.
$ 56,205
$ 56,205
Total General Fund $ 739 936 $ 739,936 9.0 5.0 8.0 6:0 0.0 14.0
INTERNAL SERVICE FUNDS
Im act Cumulative
De t. Im act Full
Time Part
Time Proj.
Vacant
Filled Mgt. &
Admin Non
M t.
Information Technolo
Convert 1 SAN Architect filled position into a Senior Systems Administrator
position.
The current SAN environment is in steady state operations and there is a
reduced need-for this level of expertise. This Efficiency will allow us to
provide for additional support of the server environment (physical and
virtual servers and also rovide for additional after hours on call su ort.
38,737
38,737
Pro rt Mana ement
Eliminate 1 Planning Technician position .Planning Technician duties can
be obtained throw h rofessional services b an outside vendor
$ 74,795
$ 74,795
1.0
1.0
1.0
Reduce Assistant Director Position to Operations Manager to provide
oversight of field supervisors and workers, this would result in minimal
impact to operations.
$ 36,316
$ 111,111
Eliminate 2 Carpenter Positions. Analysis of maintenance work orders
revealed 60% of carpenter hours worked could be performed by handyman
or municipal service worker positions
$ 111,384
$ 222,495
2.0
2.0
2:0
Total Internal Services Funds $ 261,232 $ 261,232 3.0 0.0 0.0 3.0 1.0 2.0
Pro ert Mana ement - Cit Center
Reduce 1 Filled Service Supervisor Position - A/C Supervisor will assume
duties of supervision of Building Services Technicians and Maintenance
Supervisor will assume duties of Fountain Cleaning and Lincolr Road Mall
repairs. $ 66,633 $ 66,633 1.0 1.0 1.0
ENTERPRISE FUNDS
Im act Cumulative
De t. Im act Full
Time Part
Time
Vacant
Filled Mgt. &
Admin Non
M t.
Sewer
The field support positions. of (1) Mason and (1) Mason Helper will be
transferred from the Streets Division. Employees working daily restoring
sidewalks wares due to new clean-outs or restorin clean-outs.
$ 96,214
$ 96,214
2.0
2.0
2.0
Water
The field support pdsitions of Streets Supervisor and HEO II will be
transferred from the Streets Division. Employees working daily restoring
sidewalk squares due to new water services or water meter box
re lacements.
138,668
138,668
.0
.0
.0
Stormwater
Eliminate vacant Stormwater field Ins ector osition $ 44,152 $ 44,152 1.0 1.0 1.0
Parkin
ENFORCEMENT UNIT -Convert 1 Full Time PESII and 2 Full Time PESIs
to 4 PT PESIs 30 hours week 3 VACANT POSITIONS
$ 18,432
$ 18,432
3.0
4.0
1.0
1.0
Total Enter rise Funds $ 172 298 $ 172,298 0.0 4.0 0.0 4.0 0.0 4.0
Grand Total $ 895,503 $ 895,503 13.0 1.0 8:0 6.0 1.0 13.0
EXHIBIT C -PROPOSED SERVICE ADJUSTMENTS
Position Im acts
Im act Cumulative
Department
Im act
Full
Time
Part
Time
Proj.
Vacant
Filled
Mgt &
Admin
Non
M t.
GENERAL FUND
Police
~'~^,~.,,:.,^^'^^•^ 4 Ssheel Naisea At#ieers & ~ Ssheet L-iaisea S~pewieeF (Teta1 e€ g
6eatrastuat Sewises pesiFieas)- ~heee pesitier;s sewe as tiaiseas ie the ~Ae
ele~eaiaat a+ad aa~le ssheels ea A4iatai Reach: €~laa#ietz will result is as ettisers
being assigned to the f wheels ea AAiarrii Reach which raigh# lead to a greateF
6firalnat 9ivisier~ €lirs+iaate ene (~ t2ublia Safety Specialist assigned to
6~13rAdraiaistFatiew but sarfy e*isilag iasu~e# as as average aaNl vacant- eke
' $
Criminal Division: Convert one Domestic Violence Coordinator/Victims Advocate
(CID, Domestic Violence- Daysj to Part-time. One of Two positions in department.
Second position VOGA grant funded. 400 advocacy cases/year will not be handled.
44,771
44,771
.0
_0
Fire
Fire Ocean Rescue
hn.l nl nnlni nn\ _ (` . L.n n{ n n..ln.l InnnnL.nn n A/1 An C..I\.
, $
C I'.n n Tl..nn /Z\ I "inn nrnl Tn•..nrn /1 1 7 nn.1 n.. I 1 ~C\ PIn1n~ TL.n n . I'{nn n..J-
$
Parks & Recreation
Eliminate 1 FILLED Administrative Secretary position (+benefits)
Impact: Elimination of this position will increase the duties of 3 other employees in the
Administrative Offices at the Parks & Recreation Department. These employees will
absorb the Administrative Secretary's duties to include payroll, Seniors Transportation
coordinator, Golf and miscellaneous accounts payable data entry and other
miscellaneous work which ma reatl im act the timeliness of other work.
65,839
65,839
.0
.0
.0
nI...J ~...... ..\ TL... I'li••~n.nn L.nn 4.nnn .. I\...I. of .L.n • ~.4. n
.An of
CI....~n..In n Cll I CA OT Onn i n...ln. I Ci ~] !\•JC l 1..\n.:i~.^\
'
T/1T Al IIAII V (`lICT• 2G7'] 7C / VCA~I V (`IlCT• G•]~ 7•JG G7
Cl~...:nn.n :,..., cll l cn ~T
n^s~e2~(
'K~ y+vo
~-(+l3eFia#its~-
~
..
,
~~~~~ • V hl1CT. CA1 A O VGACI V /ICT. GO. 0.0 COI
1'~m~C- ,
ln..n .L..... C ..I.. 'n IL.n n . L.n
k~satna~..he~Pvr a nlcovr nlnTC•• ~ o nl.; 11 .II main o
en at the SRYS
p
.
$ 65,839
FYFIIRIT C _ PRr1RACFrI CFRVIr`F ARIIICTIUF NTC
Position Im acts
Im act Cumulative
Department
Im act
Full
Time
Part
Time
Proj.
Vacant
Filled
Mgt &
Admin
Non
M t.
$ 65,839
Extend One Day Pool Schedule for 5 additional months for a Total of 9 months
Currently the one pool day closures are from November -February covering
September through May.
Impact: Pool closures 5 additional months will reduce our Department's goal of
increasing satisfaction with recreational programs. Patrons will have to travel to
another ool on the da their re ular of is closed.
82,051
147,890
Reduce the change-out of the hanging basket program from twice a year to once a
ear
$ 21,000
$ 168,890
Ci Mana er
Reduce receptionist through shared function with the City Attorney and Mayor and
Commission -One-time estimated captial costs of $32,450 would need to be funded
for reconfiguration of the reception areas, changing the City Attorney's door to glass,
etc. - 1/3rd allocated to each of City Manager, City Attorney and Mayor and
Commission offices
15,862
15,862
.3
.3
.3
Ci Attome
Eliminate part-time First Assistant City Attorney Position. This Attorney's duties
(defending appellate cases, Civl Rights, and Constitutional Law) will be redistributed
amon remainin staff attorne s.
$ 43,530
$ 43,530
1.0
1.0
1.0
Reduce receptionist through shared function with the City Attorney and Mayor and
Commission -One-time estimated captial costs of $32,450 would need to be funded
for reconfiguration of the reception areas, changing the City Attorney's door to glass,
etc. - 1/3rd allocated to each of City Manager, City Attorney and Mayor and
Commission offices
9,663
53,193
.3
.0
.3
.0
.3
Mayor and Commission
Reduce 1 Secretary $ 79,274 $ 79,274 1.0 1.0 1.0
Reduce receptionist through shared function with the City Attorney and Mayor and
Commission -One-time estimated captial costs of $32,450 would need to be funded
for reconfiguration of the reception areas, changing the City Attorney's door to glass,
etc. - 1/3rd allocated to each of Ciry Manager, City Attorney and Mayor and
Commission offices
16,527
95,801
.3
.0
.3
.0
.3
.0
Ci ide
Reduce funding for various programs by 10
Festival of the Arts FY 2009/10: $55,000 $ (5,500) $ (5,500)
Jewish Museum FY 2009/10: $55,000 $ (5,500) $ (11,000)
Jul 4th Celebration non s onsored events FY 2009/10: $45,000 $ (4,500) $ (15,500)
Latin Chamber of Commerce FY 2009/10: $20,000 $ (2,000) $ (17,500)
Miami Beach ChamberNisitor Ctr FY 2009/10: $40,000 $ (4,000) $ (21,500)
Miami Desi n Preservation Lea ue FY 2009/10: $25,000 $ (2,500) $ (24,000)
North Beach Develo ment Co FY 2009/10: $20,000 $ (2,000) $ (26,000)
Oran a Bowl FY 2009/10: $18,750 $ (1,875) $ (27,875)
S Beach/Grtr Miami His .Chamber FY 2009/10: $20,000 $ (2,000) $ (29,875)
Sister Cities FY2009/10:$15,200 $ (1,520) $ (31,395)
$ (31,395)
$ (31,395)
$ (31,395)
$ (31,395)
Contribution to Garden Center (FY 2009/10: $152,475) $ (15,247) $ (46,642)
Eliminate funding contribution but maintain funding for police officer supporting the
PAL
$ 90,000
$ 136,642
$ (136,642)
$ (136,642)
$ (136,642)
$ (136,642)
$ (136,642)
$ (136,642)
$ (136,642)
$ (136,642)
$ (136,642)
$ (136,642)
$ (136,642)
Total $ (515,159) $ (515,159) (4.0) 0.0 (1.0) (3.0) (4.0) 0.0
i
EXHIBIT C -PROPOSED SERVICE ADJUSTMENTS
Position Im acts
Cumulative
Department Full Part Proj. Mgt & Non
Im act Im act Time Time Vacant Filled. Admin M t.
INTERNAL SERVICE FUNDS
Information Technolo
1 Senior System Analyst filled position.
This will impact special reporting and support of application. interfaces by having to rely
upon the vendor to provide this service as required. The City is purchasing systems
with open architectures where the vendors are required to develop these interfaces.
(The estimated impact reflects the salary savings net of a contingency of $15,000 for
vendor support, as needed.) Presently, there are no outstanding required interfaces. $ 97,017 $ 97,017 1.0 1.0 1.0
1' Senior Telecom Specialist filled position.
This will mainly impact telecom system administration for the Automated Call
Distribution (ACD) by having to rely upon the vendor to provide this service. (The
estimated impact reflects the salary savings net of a contingency of $5,000 vendor
support, as needed.)
$ 99,643
$ 196,660
1.0
1.0
1.0
Total $ 196 660 $ 196 660 2.0 2.0 2.0
Grand Total $ 711 819 $ 711 819 6.0 1.0 5.0 6.0
ear
Impact
Annual Annual Assuming
EXHIBIT D Impact- impact- Full lmple-
ANNUAL IMPACT OF CONCEPTUAL "PLAN B" Including Excluding mentation by Cumulative Full Part
REDUCTIONS - CWA ONLY Pension Pension 3/31/11 Impact Time Time
GENERAL FUND
WHERE POSSIBLE, CONSIDER PRIVATIZING/OUTSOURCING,
SCALING BACK FULL-TIME TO PART-TIME, ETC. SEE EXAMPLES
BELOW:
Example- conv~;rf 20 out ref 48 full-t~~~7~e lileguards to part time. with no ~ ~
icductionin coverule i3D3 701) S i 1 4 t~2o1 5 (92,044 X92,044 20.0 40.0
Exrmple convert full-time peal ~~uards to part time with r ~ reduction in
service level reduce ,~ 10 'rT guards to PT, bnnginq the P I year round
and ~easnnal guards I~~n1rs up h~ providr~ the snmu ser~r~ I~~vels we
are currently providing. Thy: h~ ur ; ~,vork~li Marv upending on the time
of the year from 20 hours for e~cryor,e during [he vnnler rNov - Feb l
wh:n vie are- clo,cd 3t one pool 3 dayprr ~~cekto 4n hour, her ward
1n the summ ~ P:1ay ~'wgus(i The other month; ifL4arch Ap1il and
September 1~~fobcrl vnll vary ri; the ~~._~ather ch rn~es and tha_pools
demands increase ordrereas~~ i1G ~1?l S r1 l2 5~i4? ~ x:56 29~; (0148,341 16.0 16.0
Example Convert staffing from25 toll-tilire and 3 part lime code
ent~r,clr~ent positions to ~~~ full-time and 14 part-timr.~ providing more
afhcient coverage on ~ieekends and nights 13y, 2211 S ~ ~ ; t;g~, ~ r20 ,;,51 1 ~-F~ 226 (6.0 11.0
F_x ample t= ut ~ource Codc Enforr.enlent call centu operations with
pr vahzed in h~ use support -~sul~ie implement'ition of ( all Center
Octobi:r 2010 and privatized in house ~upl~ort PAarch 201.1 154,1051 S ~ ; ~59i 5 r11 X351 $1~: ,D61 ~ ~ 5.0
F_xample Guh~~uree [3uildirn~l FrrniitClr~h~ as i~ smmr nfied by thie
1PJarion Rice study ipleviousl~ t ~ ~pnsed in FY 21109;10 Eudget!
M.~ ume a~.vard by January 201 1 and full implementation~t,y March 2011 S 1105.x11 ~ :~ n 533; ~ 134 ;;42) ($221,903) (7.0)
Total General Fund S (&62.0`_10) 5 144'x.803) ~ (221,903) ($221,903) (54.0) 67.0
INTERNAL SERVICE FUNDS
Example= Fi m~,~,iate ~J ~ . ~^~i'r?rs ~~n ~' ,.,ert~ ;' i iagcn,ent„ ~~
replace ~~~itl~ r,onVact for approximately J1,000 Oi20 to provide response
8s n~cded S 143,5,233) $ (276,607) S ~ (138,304) ($36Q,207) (22.0)
General Fund Estimated Impact from Internal Service Fund $ (82,982)
Total General Fund Impact $ (304,885)
ENTERPRISE FUNDS
Example: Gutsource Parking Enforcement Esfimr3ttd ~aavings of
51'00.000 in rcalrnn~ ,osts m~luding hcnsion year 1 cost savings of
X1.000 000 ara net of pen°;ion _3vir,ss 1 t.G3t5b5) ~ (l7J) ;~ 141.1,640) $ (771,847) (33.0) .(14.0).
CITY CENTER -PROPERTY MANAGEMENT
Example- OutsourceLincoln Road Property P,lanagen,cnt ~ (93,908) S (60,800) $ (30;400) $ 1Y02,247) (4.0)
GRANDTOTAL $ (2,422,756) s(i;604,a89) $ (802,247) $ (802;247 (113.0) 53.0`.
EXHIBIT E -REVENUE ENHANCEMENTS
Cumulative
Fiscallmpact Department Cumulative
Impact Cit Im act
GENERAL FUND
Fire
Increased Transport Fees ._,__~.
Current Miami Beach fee schedule projected at $1,600,000
Basic Life Support (BLS) - $358.67
Advanced. Life Suppof 1- (ALST) $425.93
Advance Life Support 2 (ALS2) - $616.47
Aroposed fees. consistent with Miami Dade Fire fee schedule projected at $1,790,000
'.BLS- $500.00
ALSt- $600.00
ALS2- $800.00 $ 190,000 $ 190,000 $ 190,000
Parks and Recreation
Non-Resident Sibling Discount Revenue Increase _._ ~.._~
Currently, the Parks and Recreation Department offersasibling discount on non-resident
participants enrolled'in After School and SummerDay Gamps. Based on the After Schoof
Spring 2009 Quarter the Department had 2non-resident sibling participants enrolled in After
School per quarter and zero in Summer Day Camps. The average saved for those 3 quarters
e uates to $2,925 earl in increased revenue savin s. $ 2,925 $ 2,925
exsMie-Kate ,
• increase Non-Resident Youth Poole Fee from $4.00 to $8.00, based on 2009 usage = 1,626
admissions = $13,008 -Represents an Increased revenue of $6,504.
increase Non-Resident Adult PooF Fee from $6.00 to $10.00, based on 2009 usage = 3,940
admissions = $39,400 - Re resents an increased revenue of $T5,760. $ 22,264 $ 25,189
ctivity ee o i icat~on
• Maintain the current After Schoof Registration Fee and increase the activity fee by $25 to
make the fee $50 per quarter for the 3 After School program quarters. Average After School
attendance in 2009 = 683 x $75.00 = $51,225.
• Maintain the current Summer Camp Registration. Fee and increase the activity fee by $25 to
make the fee $75. Average Summer Camp attendance in 2009 = 1293 x $25.00 = $32,325
Grand'Total = $83,550
$ 83,550 $ 108,739
Increase Tennis Fees: increase court fees from $4 to $5 per hour for residents and-from $8 to
$9 10 for non-residents. Increase membership fees as below -this assumes the City
receives 100% of the increased revenues -requires new contract negotiation
Current Rate New Rate
Residents:
Youth Memberships $50 $ 115
Adult Single $185 $ 250
Senior $150 $ 215
Family 2 adults/ 2 youth $ 400 $ 660
Non-Residents: ,"
Youth Memberships $75 $ 2A9 250
Adult Single. $375 550
Senior $250 $375. 425
Tamil 2adults/2 outh $700 $209 1250 $ 57,595 $ 166,334 $ 356,334
Cumulative
Fiscallmpact Department Cumulative
Impact Cit Im act
Public Works
Sidewalk Cafe .Fees -Increase by $5 per sq ft from $15 per sq ft to $20 per sq ft over 2 years,
plus a $25 fee per establishment to cover the cost of propane tank inspections, and adjust
annual) b CPl thereafter, but sub'ect 1o FCW PG review $ 177;000 $ 177,000
casts-$25999 $ 177,000 $ _533,334
Code
Neighborhood .Establishment Impact Fee -offset by enhancement of 3 additional Code
Officers, provide opportunity for waiver for "good. behavior" after year 1 -$300,000 impact - To
be ursued with the induct. TBD TBD $ 533,334
TCD
Commercial City Banner Program -This program is based on a CITY CODE AMENDMENT
which would allow the City to contract with an advertising company to sell. the City's light pole
banner inventory. It would allow for four light pole banners on each pole with one being purely
a commerical message ahd the otheraontinuing to be used to promote events. This assumes
that each pole would generate $300 per month in revenue. 30% of which would come back to
the City. The esitmate is based'on an average of 300 poles sold over a t2 month period,
however the Cit could choose to use more oles and enerate more revenue. $ 324;000. $ 324,000
Spediaf Event Application Late Fee - Charge a late fee for applications submitted after 60 day
deadline on public property and 30 day deadline on private property. Late application fee
would be an additional $250 for review (no guaranteed approval). Estimate 40 late application
fees in the first year for additional revenue of $10,000. For events with higher than 1,500
attendees, the fee is $500.
Charge a.late fee for all previously itemized permit requirements not being submitted two
weeks before start of load in, with building and fire permits requiring minimum submission by
this date, ac is requirement of application. Late permit fee would be an additional $250.
Estimate 30 late permit fees for additional revenue of $7,500. This will also aid in our ability to
issue permits more efficiently and on time. For events with higher than 1,500 attendees, the
fee is $500. $, 17,500. . $ 341,500
Establish wedding ceremony permit fees to approximately cover the cost of permitting ($189-
$125 fee versus estimated cost of $123 per permit) ~ $ 31,250 $ .372,750 $ 906,084
Cit Clerk
Char e for Public Records when exceed 30 minutes TBD
Increase Special Master fee from $75 to $100 based on processing costs, current collections
are rox. $130,000 er ear $ .43,333 $ 43,333 $ 949,417
Cor orate.S onsorshi and Advertisin Items Under Develo ment
Ocean Rescue and Pool Lifeguard Uniforms -anticipated to generate at least $100,000 in
revenues er ear in addition to $54,000 in cost avoidance from uniform urchases $50,000 $50,000
Potice and Fire Uniforms - anticipated to generate at least $100,000 in revenues per year in
addition to $199,000 in cost avoidance from uniform urchases
$50,000
$100,000 TOTAL
POTENTIAL
Official City Map - Based on a proposed parthership with Playground Maps for an "official City GENERAL
of'Miami Beach map". The partnership includes cash plus the value of advertisingfor the City FUND
in the ma $1Q,000 $110,000 REVENUES
Bus Shelter Advertisin at 5th and Alton Gara a $48,000 $158,000
S onsorshi son Cable TV -Stud Underwa TBD TBD
Towin Rates.-.Stud Underwa TBD TBD
Parkih Valet Franchise TBD TBD
Vacant Storefront Advertisin -Limited to Business Areas TBD TBD $ 1,107,417
I Cumulative
Fiscallmpact Department
Impact Cumulative
Cit Im act
PARKING REVENUES
Potential Fee Increases
Increased hourly rate in South Beach -from $1.25 to $1.50 -with existing hours from gam to
midni ht- $2;236;500 $2,236,500 TOTAL
Increased Hours of Enforcement in South Beach Expanded from gam to midnight to gam to POTENTIAL
Sam -Anticipated to generate $1;182,600 -offset by increased expenditures of $83,538 for 3 PARKING
additional 'art-time em Io ees $1,132,600 . $3,369,100 REVENUES
Increased. Hourl rate from $1.25 tb $1.50 for the ex anded hours in South Beach $225,300 $3,594,400
Increase Dail Hotef Han Ta Rates from $6 er to to $10 er to $124,000 $3;71.8;400 . $3,718,400
Advertisin Items Under Develo ment
Parkin Gara a Arms-abased on a total of 80 ara a arms $180;000 $180,000
Parkin Ticket Stubs $50,000 $230,000
ElevatorAdvertisin -Parkin Gara es $80;000 $310,000
OTHER POTENTIAL REVENUES TO CONSIDER -REVENUE IMPACTS TO BE DETERMINED
REHCD
Amend Ordinance No. 2007-3553 to increase beachfront concession upland fees per unit from
the current base rate of $16 per unit and maz cap of $10,000 for hotels
Other Cor orate S onsorshi and Advertisin Items
Blue Tooth Advertising -allowing users to opt-irt to receive messages and/or offers sent from
transmitters aldng major roadways as well as City rights of way popular with visitors -and
through which the City would receive revenues from the installation of transmitters
Dn.L~nn ~An~nr 1A/..... Ad...:.l~..~nn
Fiscal Fund Positions
EXHIBIT F -ENHANCEMENTS Im act Im act FT PT
GENERAL FUND
Enhancements
Add Code Detail to address quality of life issues on weekends,
including beach litter during spring break, noise during special events,
etc.
Work to be performed by Part-Timers
Assumes one code administrator per shift
Staffing Levels:6 hours per day on each of 2 weekend days and an
additional 30 hours per week during spring break
1 Code Administrators on overtime @ $50.48 per day
9 Part Time Code Officers @ $20 er hour
85,314
85,314
0
Hire lobbyist to monitor and track County issues that impact Miami
Beach and to represent the City's best interests at the County
$70,000
$ 70,000
$ 255,314
Create Engineering Manager position to oversee design process
$116,304 - offset b char es to ca ital ro~ects
$ -
$ .255,314
1.0
Fnh-. nrf D.~I:nr, fn ~„d.~l. .. ., I:f...,f I'f., L .~! .J
$ 255,314
Total $ 255,314 $ 255,314 1.0 9.0
ENTERPRISE FUNDS POTENTIAL ENHANCEMENTS
Sanitation
Additional litter cans throw hout Miami Beach 100 $ 94,000 $ 94,000
Water
Partial funding .additional IT analyst position for Cityworks support,
funded a wall b Water, Sewer and Stormwater $ 24,672 $ 24,672 0.3
Sewer
Partial funding additional IT analyst position for Cityworks support,
funded a wall b Water, Sewer and Stormwater $ 24,672 $ 24,672 0.3
Stormwater
Partial funding additional IT analyst position for Cityworks support,
funded a wall b Water, Sewer and Stormwater $ 24,672 $ 24,672 0.4
Parkin
Address quality of life issues in the South Pointe area on weekends,
increasing enforcement in residential areas, and increasing
enforcement and attendant at metered lots. Offset by an anticipated
increase in revenues -potentially generating $448,000 in additional
revenues $ 176,376 $ 176,376 . 0.0
Increased staffing required for expanded enforcement hours in South
Beach. from 12 midni ht to 3 am $ 83,538 . $ 259,914 3.0
Total $ 427,930 $ 427,930 1.0 3.0
Grand Total $ 683,244 $ 683,244 2.0 12.0
ATTACHMENT G
FY 2010/11 Proposed Citywide Workplan
City of Miami .Beach
Strate is Plannin Priorities
VISION
Cleaner and Safer; Beautiful and Vibrant; a Unique Urban and Historic Environment, a Mature, Stable residential
Community with Well Improved Infrastructure; aCultural, Entertainment and Tourism Capital and an International
Center for Innovation and Business; while Maximizing Value to our Community for the Tax Dollars Paid
~ -
Increase • Maximize community contacts through multiple internal and external Police initiatives (i.e. Citizens Police
visibility of Academy, Patrol activities,. HOA meetings, etc.) to ensure optimal accountability, transparency and
Police communication
• Look into convertin some of overtime dollars into additional olice officers
Maintain • Continue to develop system to provide timely information on types of crime by geographic segments of the
crime rates community to allow more timely tactical deployment in response to "hot spots"
at or below • Work with IT Department to complete implementation of CAD/RMS technology solution for Records
national Management
trends • .Enhance lighting in business/commercial areas
• Continue Neighborhood walk program to identify areas that may require lighting enhancements
• Continue education outreach with nightclubs, bars, etc. on crime prevention strategies to reduce crimes
against their patrons.
Improve • Continue services to enhance cleanliness implemented in prior years related to the City Center RDA, South
cleanliness Pointe project area, Mid Beach and North Beach commercial districts, beaches, and alleyways
of Miami • Continue. to use contractors to supplement City staff to meet peak sanitation service requirements during
Beach rights major events
°? of way .Continue public area cleanliness assessments and identification of action plans to address deficiencies
in especially in .Continue to provide support in developing and implementing code enforcement-related action plans to.
business address areas identified for improvement through cleanliness assessments
areas .Continue to determine illegal dumping hotspots and focus enforcement patrols in the hotspot areas and
°-' coordinate with Police and Sanitation Dept.
v • Continue to coordinate with volunteer organizations for canal clean ups - Baynanza, Teen Job Corp, and
Environmental Coalition of Miami Beach (ECOMB) enhancing outreach and volunteer recruitment to the
local business community
• Continue to monitor cleanliness assessment results and develop targeted action plans for improvement of
cleanliness in parks; monitor contractors to ensure meeting required cleanliness activities
• Continue "My Space" Program
• Continue to review cleanliness assessment results to develop targeted action plans for improving cleanliness
of parking garages and lots
• Continue providing businesses outreach /information on the sidewalk sweeping/ maintenance regulations
• Continue to coordinate with internal departments in efforts to continue dissemination of information (flyers,
door hangers) regarding 1st Weekend of the Month/Neighborhood Pride program. Also, enhance coordination
with Home Owner's Associations HOAs , volunteer or anizations such as Hands on Miami Beach Da ,etc.
Improve ,
cleanliness • Establish Quality of Life detail for weekends and spring break to address litter on the beach
of city
beaches
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Ensure • Continue to enhance methods/systems available for tracking response times and follow-up
compliance • Improve staff accountability, supervisor oversight of staff performance and case management
with code • Continue to identify areas where process can be improved/streamlined
within • Explore implementing. a special response team to address special events, natural disasters, etc
reasonable • Revise policies and procedures manual
time frame .Review and revise fine schedules in Chapter 30
Ensure safety
and
appearance of
building
structures and
sites '
Stabilize • Ensure solicitation of stimulus or federal dollars to stabilize housing
residential • Pursue legislative changes to the condominium laws
condominiums • Explore changes to the 40-year recertification ordinance with Miami-Dade County
Maintain Miami • Maintain a Capital Investment Upkeep Account with a recurring source of funding to address routine
Beach public recurring expenses based on apre-defined plan needed to sustain non-facility capital improvement
areas & rights projects, including landscaping, up-lighting, pavers, etc.
of way citywide • Continue to implement citywide the reforestation plan by amending the current tree protection ordinance to
fund/maintain City program
• Maintain new Landscape projects for Capital Improvement Projects coming on line in FY 10//11: City
Center Streetscape, Collins Park, 2300-4000 Indian Creek Bump Outs, 42nd Street, South Pointe
Streetscape phases II and III, Lincoln Park and Indian Creek 6200-6900 medians and right a way.
• .Focus on South Pointe landscape maintenance, especially medians
• Continue monitoring of parking lots by Parks Greenspace Management
Protect historic • Continue historic preservation initiatives currently underway, including designation of local historic districts
building stock (Morris Lapidus/Mid 20th Century District; West Avenue/Bay Road District, North Shore National Register
District), sites and structures (Rod & Reel Club, North Beach Bandshell, UNIDAD Coral Rock House, City
Monuments and Fountains)
• Continue to ensure Public Works Department develops an ongoing maintenance plan for the City's
historic monuments.
• Promote Miami-Dade County's historic property tax abatement
Maintain strong • Continue previous development management initiatives - (e.g. expanded Planning Board review of
development threshold projects in residential districts)
-management • Continue to develop routine reporting mechanism to Commission through reports on the agenda or LTC on
policies the status of various initiatives (consultant study, issues identified at growth management workshop, .
various ordinances, etc.) in order to keep topic of growth. management current
• Streamline the number of variances required to be processed by the Planning Department by amendments
to the Land Development Code addressing topics of frequent routine variance applications.
Increase • Continue programming for feens, adults and seniors
satisfaction • Continue senior transportation program funded by balance of Transportation Fund.
with family • Enhance the Teen Club Program at North Shore Park Youth Center and at 21st Street Recreation Center
recreational .Develop plan for teen club athletics using Scott Rakow
activities .Develop Tennis Program for Tennis Courts Planned for Par 3
• Continue arts and culture programming in the Parks, including family friendly cultural arts and events
• Continue to provide and promote availability cultural activities and events, including family-friendly
ro rammin
Improve the • Contirue outreach to elderly residents
lives of elderly .Continue promotion of SHARE Food Program and implement free distribution of Basic Packages to
residents qualifying elder residents
• Utilize Homeless Prevention and Rapid Re-housing funds to provide rent assistance to qualifying
residents
• Increase focus on coordination of and referrals to existing programs, including basic necessities,
em to merit ro rams, trans ortation, and. recreation ro rams
Enhance • Continue educational opportunities for school aged youth through the Education Compact
learning • Ensure IB required training is complete for 100% of teachers in CMB schools
opportunities .Continue youth access to City supported programs through enhanced communication efforts, etc...
for youth .Enhance youth services and programming through grant funds
• Continue to provide the Youth Empowerment Network at Fienberg Fisher k-8 Center and Biscayne
Elementary
• Expand Success University at Miami Beach Senior High School
• Pursue additional Federal Justice a ro riation for After School ro ram and Arts for learnin
•
Reduce the • Continue education and outreach to inform the public of available resources and services provided by the
number of City to address homelessness; ensure follow-up information is provided to businesses and residents that
~ homeless -have homeless-related complaints.
o • Continue to coordinate with internal and external partners to increase engagement and placement of
~~ homeless persons and enable enforcement of Quality of Life issues (i.e. habitual offenders, trespassing, etc.)
w • Continue with independent, proactive outreach, including flexible hours and days to address the chronic
o homeless
• Continue collaborative task force with Police and Sanitation to address homeless encampments
• Continue with Project Home Shore campaign targeting members of the faith community with information and
~ resources to empower them as outreach resources to the homeless, and secure non-governmental
~ resources for homeless services.
s • Continue to pursue methods to address mental health issues among the homeless and the chronically
~ homeless, including coordinated outreach with Citrus Health targeting chronic homeless with mental health
,; issues to enable more contacts using only one staff member, and accessing Trust-funded treatment
•~ programs and beds
~ • Continue to pursue additional resources to provide specialized services for the chronic mentally ill homeless
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~ access to • Pursue grants that promote access to and retention of affordable housing, including for elderly
~ workforce • Pursue Federal HUD appropriations for the City Center housing initiative
or • Explore transit opportunities with Miami-Dade Transit to connect affordable housing opportunities with
~ affordable workplace destinations
3 housing • Develop marketing plan
m • Advertise/Provide media information regarding major accomplishments related to affordable housing and
~ opportunities funded by the City
• Continue prioritizing funding for housing counseling for first-time homebuyers participating in the scattered
~ sites homebuyer's assistance program with American Dream & CDBG funding.
c
`~ Promote • Continue to promote events that celebrate our City's diversity, including Hispanic Heritage, Jewish History
.~'-- and month, Black History month, Gay Pride, Disabled Community Awareness Day, etc
~ celebrate
m our City's
diversity
• -
Maximize • Continue out-of-markeYmarketing plan to promote Miami Beach destination brand
•,
~ ~ Miami • Continue to target key events for slow periods and lesser used areas '
~~ Beach as a • Continue to maximize potential use of Performing Arts Theaters in the City of Miami Beach
c m, Destination
°' -o Brarid
c c
~ Improve • Develop a strategic plan for the Convention Center (master plan)
'a •° Convention • Continue to maximize utilization and upkeep of Miami Beach Convention Center
~j ~ Center
E ~
m facility
~ ~ Diversify • Continue to provide information on market opportunities to interested businesses
F°- ~ business • Work with State of Florida DCA on implementation of the Energy Economic Zone Pilot Program
base in • Identify potential Incentives that may facilitate industry diversification
~° v
c Miami • Work with workforce agencies to identify prospective entrepreneurs and small business owners
~ ~~ Beach • Maintain, grow and disseminate a database of specified and targeted economic & market information
~ ° • Identify and assist new economic and entrepreneurial opportunities in Miami Beach
o • Identify barriers to growth for the City's businesses that are in non-economic base industries
~ • Continue offering the Miami Beach CARES Business Academy for existing and potential businesses to assist
w them in understanding the City's processes
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Enhance • Implement comprehensive bike paths/recreation corridors/ and walkway plan for Miami Beach
mobility • Continue to implement selective enforcement during shift overlaps and use of Motor Squad high accident
throughout locations within the city in order to reduce accidents and increase traffic flow.
~ the City • Continue coordinated approach between Building Department, Parking and Police to enhance traffic management
~ during/ around major construction projects, as well as Parking and Police collaboration through CLEAR Task
force (Clearing of Lanes, Easements, Alleyways, & ROW) to improve traffic congestion caused by illegal loading.
and/or double parking in major thoroughfares throughout the City
~ • Continue Parking and Police collaboration through CLEAR Task Force (Clearing of Lanes, Easements,
Alleyways, & ROW), an internal systematic approach to improving traffic congestion caused by illegal loading
~ and/or double parking ih major thoroughfares throughout the City.
• Maintain coordinated approach between Public Works, CIP and Police to enhance traffic management
~ during/around major construction projects.
- • Pursue project authorization in the new federal Surface Transportation Authorization bill
• Work with housing authority on 17~h site
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Improve • Continue to develop and implement marketing plan for parking and traffic, including identification of areas of
Parking underutilized capacity through measurement of garage capacity and in support of implementation of Citywide
Availability wayfinding signage plan
• Continue to work with the Office of Communications to further develop marketing plan.
• Continue to pursue implementation of Walker Parking Study recommendations for development sites in the
North Beach, Cultural Campus areas, South Pointe Park, and other opportunities
• Continue to pursue joint venture opportunities in North Beach
• Continue to survey parcels available for sale with Asset Management
• Continue to pursue joint venture opportunities:
• North Beach Town Center Plan
• North Parking Facility
• Gansevoort Joint venture opportunity
• Collins Park parking garage development agreement/land swap
• Continue to evaluate opportunities to acquire land where possible for additional parking
• Continue to work to enhance coordination with public and private development projects
• Add 53 parking spaces during FY08/09 and 88 spaces in FY09/10 as a result of projects in 691h Street and
Harding Avenue, 41St Street and Royal Palm Avenue, and Ocean Dr. and 151 Street.
Ensure value • Contihue to streamline capital program management
and timely • Continue implementation of FY05 initiatives to expedite: review of construction, documents, legal issues, invoice
delivery of processing, and field inspections
quality capital • Continue to work with departments (Public Works, Planning, Parks, etc.) to ensure expedited and timely reviews
projects and return of comments
• Continue to implement Best-Value Procurement for planning, design, and construction phase, where
contractors and consultants are selected for traditional, design-build, and construction-manager-at-risk projects
utilizing Best Value criteria, that is based on past performance, project management personnel experience, etc.
• Continue tracking invoices from receipt date to payment date
• Continue expanded public outreach and information regarding capital projects status, etc.
• Continue to maintain a capital reserve fund to address unforeseen needs in approved capital projects
• Pursue annual funding contribution as a continuous re-ihvestment in City infrastructure through Pay-as-you-go,
quality of life funds, grants, or other funding sources
• Add New Records Supervisor position
Ensure well- • Continue to maintain a capital replacement renewal and reserve with a dedicated source of funding for general
maintained fund facilities and to identify and implement required renewal and replacement projects as scheduled
facilities • Evaluate available funding from Renewal and Replacement fund balance
• Com lete 40- ear recertification for Cit facilities
Maintain City's • Continue to allocate resources for sidewalk, pavement, and roadway improvements in areas not scheduled or
infrastructure not scheduled in the short term to be addressed by CIP
• Energy conservation retrofit to City Center lights
• Continue to expedite CIP projects and process for roads, sidewalks and curbing citywide
• Pursue Federal Infrastructure appropriations
• Track results of coupons sampling and repairs using GIS (including a policy to take coupon sample in
conjunction with regular repairs)
• Ensure that all underground utility pre and post -construction documentation, such as material samples,
pictures, videos, special reports, and/or studies are filed in GIS system
• Evaluate an application similar to Boston (Phone App to take picture of an infrastructure problem and send to
work order system
• Developing and promotion of Miami Beach in the next 20 years as the "most mobility friendly" city, "most aging
o ulation friend) : cit ,etc.
improve Storm • Update Stormwatec Master Plan
drainage
citywide
Preserve our • Continue federal lobbying to secure funding. and sources of sand
beaches • Pursue federal beach renourishment funding
• Monitor Beachfront Concessionaires permitted through a field monitoring schedule
•
Maximize • Continue to maximize Byron Carlyle, Colony, and-other potentiaF venues in the City including privatization
efficient where appropriate'
delivery of • Expand call center to cover citywide inquiries
services • Continue to expand City services on-line through E-government technologies
• Procurement: Continue to pursue a full compliance status with the Living Wage and Equal Benefits Ordinance.
• .Procurement: Continue to pursue a 100% certified purchasing eligible staff
• Procurement: Create tracking feedback evaluation for all .projects from Project Manager (and Project Owner i
different from Project Manager) -annual evaluation or evaluation at end of project. if less than one year
• Develop and implement an Evaluation Committee member questionnaire process
• Develop process for contractor performance tracking
• Continue to implement process to ensure vehicles & equipment are brought to fleet timely, to ensure PM
schedules are met. Review and enhance existing process.
' • Implement WiFi enabled parking options
, • Continue to evaluate cost of in-house versus outside printing
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` ~ costs of employees participate equitably in funding increasing benefit costs
payroll • Implement consultant recommendations for the City's classification and compensation system
. ~' including • Pursue pension reform across all employee groups in the city
N
~E salary and • Provide more comprehensive explanatiori of medical/dental benefits & coverage available, and maintain
~~ fringes/ premium increases at a minimum.
g Minimize .Enhance City's Wellness Programs to provide relevant health to employees.
Taxes/ .Develop accident review committee citywide similar to Police (include Risk and Police)
Ensure .Develop accident prevention training program
' expenditure • Continue implementation of Accident Awareness and Prevention program with. HR, Risk and-Police by
trends are initiating a process to monitor and verify licensing of driver & operators.
sustainable .Develop General fund financial trends through FY09
over the long .Prepare annual. update regarding expenditure versus revenue-5 year projection
term .Develop annual City Center financial plan
. ' • Develop annual South Pointefinancial plan
• Implement recommendations of financial audit
• Improve City Bill process
Increase
community
satisfaction
with City
government
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• Continue FY2006/07 initiative to track reasons for building and. fire rejections trough implementation of electronic
plan review
• Provide Technical Training program for Plans Examiners and Inspection staff in their discipline.
• Improve the dispute resolution process .
• Replace permitting system
• Implement vehicle tracking. system
• Produce manual ofpolicies and procedures for Building Department
• Customer service training
• Eliminate the number of past due elevator inspections
• Evaluate Community Rating.System ratings
Review and revise all forms
• TCO/PCO guidelines/streamline process
• Distribute elevator billing over time
• Information brochures for customers
• Signage throughout the department
• Continue to fund field inspector to ensure compliance with Development Review Board conditions and to identify
and resolve problems at the beginning of projects, instead of at the end of the projects
• ImplementLaserFiclie digitizing of records
• Increase public notice Arid access to information by enabling more Internet access to documents, extending notice
timeframes, and developing reporting mechanisms and outreach strategies.
• Attempt to resolve issues atpre-determination hearing •
• Continue to develop process to track turnaround time for liens
• Continue to work with OBPI to develop a mechanism for surveying customer satisfaction at Customer
Service/Business.Tax window.
• Coordinate with Building to expand call center for outsourcing of calls related to utility billings, lien letters,
Certificate of Use etc.
• On-line lottery applications
• Prepare quarterly financial statements-
• Implementation of GASB 54 'Fund balance'
• Evaluate outsource billing based on an electronic feed - $20K to $30K per year
• Continue to promote emailed bills
• Pursue use of pay cards for employees without automated deposits
• Reduction of credit card transaction charges -savings of approx $300-400K
• Continue to improve logistics management of events to minimize disruptions, traffic, debris and noise.
• Continue to ensure resident benefits from permitted special events
• Continue to implement online training to deliver safety, Human Resources, and other training to employees. This
self-paced training can enhance Public Safety by improving and maintaining employee knowledge, enhancing
customer service and safety, and allowing training without placing units out of service. Enhance training by providing
additional backfill for overtime.
• Continue to analyze layout of lifeguard stands and locations to evaluate needs based on utilization rates, time of ,
day, etc, as well as explore alternate schedules, etc
• Continue with night inspection program
• Continue administering Community Emergency Response Team (CERT) program which trains neighborhood teams
to function as first responders to large scale disasters and to help each other and to augment emergency
responders.
• Continue Service Shopper initiative, provide feedback reports and training to departments with an average service
shopper score of less than 4, develop action plans and train volunteers
• Coordinate annual training for contract employees in service, standards, city strategic plan, and their essential piece
• Conduct annual training of non-City volunteers for Service Shopper
• Conduct anriual Leadership Staff Retreat.
• Conduct Management Team Retreats
• Conduct annual OBPI retreat
• Facilitate departments to improve measurement methodologies for public appearance-ROW/Parks Landscaping and
garages
• Provide staff with additional customer service training
• Prepare Environmental Scan update •
• Coordinate cleanliness assessments, conduct quarterly meetings, create summary reports on results, train city
employees and resident volunteers on doing assessments and assist with. quarterly LTC
• Continue posting requirements and tracking employee compliance with training plan
• Conduct training needs and satisfaction survey
• Conduct annual facilitation training ,
• Conduct annual supervisory series
• Develop on-.line training modules for appropriate required and optional training modules
Facilitate employee academy twice ayear
• Implement Company Store
• Implement E-based learning program
•
Enhance the • Continue to pursue Green initiatives:
environmental Fuel-efficient vehicles
sustainability of Energy efficient consultant recommendations
the community Ramping up green initiatives" e.g. greening the taxi industry -will require working with the County
^ Work with CIP to do as ari add/alternate for remaining ROW projects that incorporates more energy
efficient street lighting
^ Pursue grant funding to fund energy efficient lighting
Enhance external • Continue implementation of WebOA as a replacement for Better Place software, and promote use of this
and internal program by residents and businesses
communications • Continue to provide multi-session academies in English and Spanish to residents and businesses to
~ from and within enhance understanding of MB government
the City • Continue to publish MB magazine quarterly to all Miami Beach addresses.
• Coordiriate Budget Outreach for FY10/11 Budget
• Continue to produce Spanish-language news
', o • Partner with the North Beach commercial real estate ihdustry and other interests to create a commercial.
site directory
o • Expand communication efforts on CIP Program progress using various delivery methods
T • Continue communication and marketing to targeted residents/groups for upcoming events
c
,
~
Expand e- Complete implementation of a new infrastructure management software application for Water, Sewer &
o government Stormwater; implement Geographic Information System (GIS) application
~, Enhance intuitiveness of website
~ Implement FY2009/10 online priorities as approved by the 1T Steering Committee: Some of these
~ priorities are as follows:
• Calendar of Events
m Online Surveys
o Artist/Vendor and Street Performer and Non-Profit Vendor Lottery Application
a ~ Online Applications for Recreation
• Emergency Information Center
• Fast Track Permitting System
• Continue to work with IT to develop Parking website with the ability to perform business transactions
online
Improve process Continue to pursue GIS deployment citywide
through • Information Technology: Continue to maximize IT/digital connectivity through the implementation of
information Citywide WiFi initiative.
technology Pursue on-line re-fill and sales
• Continue to work with IT to create a data base that is able to link information within the Dept and export
to EDEN to eliminate duplicate data entry by both the Parking & Finance Dept
• Review FY10/11 Information and Communication Technology business Case proposals
• Summarize and track contract development
• -
mprove the Continue to address funding shortfalls in the reserve for claims against the risk management fund
- ity's overall Continue to address liability for non-pension post-retirement benefits (health, dental, and life insurance for retirees)
financial Implement corporate sponsorship program.
ealth and Continue to establish advertising program goals and objectives to increase general market awareness of City of
aintain Miami Beach and promote specific departments
verall .bond .Monitor effect of sick sell-back program implemented in fY 2007/08
ating Pursue pilot implementation of weekend staffing schedule with additional staffing to reduce- OT
• .Evaluate "no-cash acceptance..policy" for outlying locations
• Implement study of eligible Resort Tax/CDT expenses
• .Hold annual grants workshops
s • Review proposed capital budget/CIP for FY2011/2012 to ensure consistency with grants appropriated
o • Conduct citywide grants training workshop
v Create Annual Audit Plan and present to Commission in Nov 2040
o
~ Work with State Attorney/bade Chiefs to implement initiatives to reduce Court Overtime: e:g. revamp how and
~' when a Police
o Implement the 2010 State Legislative AgendaEconomic Development: Evaluate business improvement districts
>, Implement process to continuous verify stormwater billings and review for missed ERUs .
. Pursue alternative revenue resources related to advertising or sponsorship opportunities (develop a product to
~ marketfor profit, bus ads on local, advertising on empty storefronts, sponsorship on Cable TV, etc.)
.~ Review collection of code fines
N Explore Intellectual rights for City produced events and City sponsored events
o • Jnclude electric car charging stations in parking garages
u, ~ Explore Kiosk machines that also sell merchandise such as gift cards
°'
E Review valet rates
~ Reviewtowing rates
', 0 Respond to cities desiring police services from Miami Beach
ii o, Explore Kiosk machines that also sell merchandise such as gift cards
0
a.
a
N romote • Maximize use of website for transparency
ransparency
f City
perations
trengthen
nternal
ontrols