2015-29135 Reso RESOLUTION NO 2015-29135
A RESOLUTION OF THE MAYOR AND CITY COMMISSION
OF THE CITY OF MIAMI BEACH, FLORIDA ADOPTING
TENTATIVE BUDGETS FOR THE GENERAL, G.O. DEBT
SERVICE, RDA AD VALOREM TAXES, ENTERPRISE,
INTERNAL SERVICE, AND SPECIAL REVENUE FUNDS
FOR FISCAL YEAR 2015/16 SUBJECT TO A SECOND
PUBLIC HEARING SCHEDULED ON WEDNESDAY,
SEPTEMBER 30, 2015 AT 5:01 P.M.
WHEREAS, the City Manager's proposed Fiscal Year (FY) 2015/16 General Fund
operating budget totals $300,354,000 and the total proposed operating budget for FY 2015/16
net of transfers is $576,695,000 including the General Fund, General Obligation Debt Service
Fund, Enterprise Funds, Transfers to the Redevelopment District, and Special Revenue Funds
as shown in Composite Exhibit"A"; and
WHEREAS, the proposed.Enterprise Fund budgets total $212,499,000; and
WHEREAS, the budget for Internal Service Funds, which are wholly supported by
transfers from the General Fund, Enterprise Funds, and the Redevelopment District, is
$80,370,000; and
WHEREAS, the proposed Special Revenue Fund budgets total $101,643,000; and
WHEREAS, Section 932.7055 of the Florida Statutes sets forth the purpose and
procedures to be utilized for the appropriation and expenditures of the Police Confiscation Trust
Fund; and
WHEREAS, the proceeds and interest earned from the Police Confiscation Trust Fund is
authorized to be used for crime prevention, safe neighborhoods, drug abuse education and
prevention programs, or for other law enforcement purposes; and
WHEREAS, the Chief of Police is authorized to expend these funds following a request
to the City of Miami Beach Commission, and only upon appropriation to the Miami Beach Police
Department by the City of Miami Beach Commission; and
WHEREAS, the Chief of Police of the City of Miami Beach has submitted a written
certification (attached as Exhibit "B") which states that this request complies with the provisions
of Section 932.7055 of the Florida Statutes and the Guide to Equitable Sharing of Federally
Forfeited Property for Local Law Enforcement Agencies; and
WHEREAS, the Police Confiscation Trust Fund budget for FY 2015/2016 in the amount
of $552,000 shall be funded from State Confiscated Funds in the amount of $317,000, and
Federal Justice Confiscated Funds in the amount of $235,000, as reflected in the attached
Exhibit"B"; and
WHEREAS, funds in the amount of $552,000 are available in the Police Confiscation
Trust Fund; and
WHEREAS, the City of Miami Beach is authorized to assess $2.00 from court costs for
criminal proceedings for expenditures for Criminal Justice Education degree programs and
training courses for officers and support personnel of the Miami Beach Police Department
pursuant to Section 938.15 of the Florida Statutes; and
WHEREAS, the Police Training and School Resources Fund is currently funded with the
assessed criminal justice education expenditures for the City of Miami Beach pursuant to
Section 938.15 of the Florida Statutes, in the amount of $41,000, as reflected in the attached
Exhibit"C"; and
WHEREAS, the Chief of Police of the City of Miami Beach has submitted a written
certification (attached as Exhibit "C") which states that this request complies with the provisions
of Sections 938.15 and 943.25 of the Florida Statutes and the guidelines established by the
Division of Criminal Justice Standards and Training; and
WHEREAS, the City of Miami.Beach Police Department intends to utilize the $41,000
for those purposes as authorized pursuant to Section 938.15 of the Florida Statutes, and the
$41,000 shall be expended from the Police Training and School Resources Fund for education
degree programs and training courses for officers and support personnel of the Miami Beach
Police Department; and
WHEREAS, Section 705.105 of the Florida Statutes sets forth the procedure for
unclaimed evidence which is in the custody of the Miami Beach Police Department and
permanently vests in the Miami Beach Police Department sixty (60) days after the conclusion of
the criminal proceeding; and
WHEREAS, $75,000 has been in the custody of the Miami Beach Police Department
Property and Evidence Unit in excess of the statutory period set forth in Section 705.105 of the
Florida Statutes; and
WHEREAS, said funds have vested permanently in the Miami Beach Police Department,
and have now been placed in the Police Special Revenue Account Fund, as provided by
Resolution No. 90-19931, adopted on March 7, 1990; and
WHEREAS, the Miami Beach Police Department seeks to purchase those items
identified on Exhibit"D"with the funds in the Police Special Revenue Account Fund; and
WHEREAS, the Miami Beach Cultural Arts Council (CAC)was established by the Mayor
and City Commission on March 5, 1997; and
WHEREAS, the mission of the CAC is to develop, coordinate, and promote the visual
and performing arts in the City of Miami Beach for the enjoyment, education, cultural
enrichment, and benefit of the residents of, and visitors to, the City of Miami Beach; and
WHEREAS, the Mayor and City Commission adopted the Cultural Arts Master Plan on
June 3, 1998, identifying the following program areas for the CAC: cultural arts grants;
marketing; facilities; advocacy and planning; and revenue development; and
WHEREAS, pursuant to its enabling legislation, the CAC's budget for each fiscal year
shall be adopted by the Mayor and City Commission; and
WHEREAS, accordingly, the CAC recommends a $1,264,000 budget allocation for FY
2015/16 to continue implementation of its programs; and
WHEREAS, CAC was created to develop, coordinate, and promote the performing and
visual arts of the City of Miami Beach for the enjoyment, education, cultural enrichment, and
benefit of the residents of, and visitors to, the City; and
WHEREAS, from December 2014 through June 2015, the Cultural Affairs staff and CAC
conducted its application and review process for its FY 2015/16 Cultural Arts Grant Programs;
and
WHEREAS, grants panelists, comprised of the CAC members for CAC grant programs
and both Miami Beach Visitors Convention Authority and CAC members for the joint Cultural
Tourism grant program, yielded 47 viable applications, requesting a total of$970,000; and
WHEREAS, the CAC, at its regular meeting on July 9, 2015, reviewed the grant
panelists' recommendations and unanimously supported the recommended Cultural Arts
awards totaling $798,000 for FY 2015/16, as more specifically identified in the "Award Request" ,
column on Exhibit"E,"attached hereto; and
WHEREAS, the City Manager has reviewed the recommended Cultural Arts awards and
concurs with same; and
WHEREAS, the Miami Beach Visitor and Convention Authority (MBVCA) was
created pursuant to Chapter 67-930 of the Laws of Florida, and Sections 102-246 through 102-
254 of the Code of the City of Miami Beach; and
WHEREAS, pursuant to its enabling legislation, the MBVCA's budget for each fiscal year
shall be presented to the Mayor and Commission; and
WHEREAS, the MBVCA has recommended approval of the.proposed work plan and
budget for FY 2015/16, in the amount of$2,976,000, to continue implementation of its programs
as shown in Exhibit"F".
NOW, THEREFORE, BE IT DULY RESOLVED BY THE MAYOR AND THE CITY
COMMISSION OF THE CITY OF MIAMI BEACH, FLORIDA, that the Mayor and City
Commission of the City of Miami Beach, Florida hereby adopt tentative budgets for the General,
G.O. Debt Service, RDA Ad Valorem Taxes, Enterprise, Internal Service, and Special Revenue
Funds for Fiscal Year 2015/16 as shown in composite Exhibit "A" (Total Revenues and
Expenditures by Fund and Department), Exhibit "B" (Confiscated Trust Funds), Exhibit "C"
(Police Training & School Resources Fund), Exhibit "D" (Police Special Revenue Account),
Exhibit "E" (Cultural Arts Council Grants), and Exhibit "F" (MBVCA) subject to a second public
hearing scheduled at 5:01 P.M., Wednesday, September 30, 2015.
PASSED and ADOPTED this 114uu@ ,1(ember, 2015. /�
/ //i/
Mayor
ATTEST: INCORP ORATED `/ ,
4 ti : = APPROVED AS TO
'� `�r ••�` FORM & LANGUAGE
Rafael E. Granado, City lerk '�i� • `•• ;��°�
'INCH 2E F•'` &FOR EXECUTION
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City Attorne' . Dote
COMPOSITE EXHIBIT A
Total Expenditures by Fund and Department
Fiscal Year 2015/16
G.O.DEBT SPECIAL INTERNAL
FUNCTION/DEPARTMENT GENERAL SERVICE RDA ENTERPRISE REVENUES TOTALS SERVICE
MAYOR&COMMISSION $2,009,000 $2,009,000
ADMINISTRATIVE SUPPORT SERVICES $20,574,000
CITY MANAGER 3,652,000
COMMUNICATIONS 1,745,000
BUDGET&PERFORMANCE IMPROV 2,435,000
ORG DEV&PERFORMANCE INITIATIVE 603,000
Education Compact 107,000
FINANCE 5,385,000
PROCUREMENT 2,112,000
INFORMATION TECHNOLOGY 15,758,000
IT Tech 395,000
HUMAN RESOURCES/LABOR RELATIONS 2,685,000
Risk Management 15,616,000
Medical&Dental Insurance 28,961,000
CITY CLERK 1,455,000
Central Services 967,000
CITY ATTORNEY 5,282,000 $5,282,000
ECONOMIC DEV.&CULTURAL ARTS $116,542,000
Economic Development
REAL ESTATE,HOUSING&COMM.DEV. 721,000
Homeless Services 1,312,000
Residential Housing 766,000
BUILDING 14,065,000
Sustainability 399,000
PLANNING 4,260,000
Cultural Arts
TOURISM&CULTURAL DEV 3,936,000
CONVENTION CENTER 10,737,000
Resort Tax 78,631,000
Art in Public Places 277,000
Tourism&Hospitality Scholarships 174,000
Cultural Arts Council 1,264,000
OPERATIONS $275,551,000
CODE COMPLIANCE 5,936,000
COMMUNITY SERVICES 641,000
PARKS&RECREATION 30,761,000
PUBLIC WORKS 14,358,000
Property Management 8,621,000
Sanitation 21,104,000
Sewer 46,996,000
Stormwater 20,985,000
Water 35,093,000
Waste Hauler 68,000
Normandy Shores 226,000
Tree Preservation 90,000
CAPITAL IMPROVEMENT PROJECTS 4,945,000
PARKING 77,584,000
5th&Alton 812,000
7th Street Garage 2,795,000
FLEET MANAGEMENT 10,447,000 .
TRANSPORTATION 9,261,000
People's Transportation Plan 3,896,000
PUBLIC SAFETY $173,785,000
POLICE 99,605,000
Police Confiscation 552,000
Police Special Revenues 75,000
Police Training 41,000
Red Light Camera 1,416,000
FIRE 62,741,000
Emergency Management 8,957,000
E911 398,000
COMPOSITE EXHIBIT A
Total Expenditures by Fund and Department
Fiscal Year 2015/16
G.O.DEBT SPECIAL INTERNAL
FUNCTION/DEPARTMENT GENERAL SERVICE RDA ENTERPRISE REVENUES TOTALS SERVICE
ACCOUNTS $12,319,000
CITYWIDE ACCTS-Normandy Shores 226,000
CITYWIDE ACCTS-Operating Contingency 1,100,000
CITYWIDE ACCTS-Other 10,993,000
Transfers $8,434,000
Capital Investment Upkeep Fund 315,000
Info&Comm Technology Fund 395,000
Building Reserve 2,608,000
Pay-as-you-go Capital 2,400,000
CAPITAL RENEWAL&REPLACEMENT 2,716,000
G.O.DEBT SERVICE 5,925,000 $5,925,000
RDA-City TIF Transfer only
City Center 23,113,000 23,113,000
TOTAL-ALL FUNDS $300,354,000 $5,925,000 $23,113,000 $212,499,000 $101,643,000 $643,534,000 $80,370,000
Less Transfers -$66,839,000
GRAND TOTAL-ALL FUNDS $576,695,000
COMPOSITE EXHIBIT A
Revenue Summary
by Fund and Major Category
G.O.DEBT SPECIAL INTERNAL
FUNCTION/DEPARTMENT GENERAL SERVICE RDA ENTERPRISE REVENUES TOTALS SERVICE
GENERAL OPERATING REVENUES
Ad Valorem Taxes $ 140,446,000 $ 140,446,000
Ad Valorem-South Pointe Costs - -
Ad Valorem-Capital Renewal&Repl. 2,716,000 2,716,000
Ad Valorem-Normandy Shores 147,000 147,000
Oher Taxes 23,940,000 23,940,000
Licenses and Permits 29,558,000 29,558,000
Intergovernmental 11,037,000 11,037,000
Charges for Services 12,046,000 12,046,000
Fines&Forfeits 2,157,000 2,157,000
Rents&Leases 6,384,000 6,384,000
Miscellaneous 12,588,000 12,588,000
Resort Tax Contribution 36,609,000 36,609,000
Other-Non operating Revenue 22,726,000 22,726,000
Sub-Total $ 300,354,000 $ 300,354,000
G.O.DEBT SERVICE FUND
Ad Valorem Taxes $ 5,925,000 $ 5,925,000
Other
Sub-Total
FUND TOTAL $ 300,354,000 $ 5,925,000 $ 306,279,000
RDA FUND-Ciy TIF only
AD VALOREM TAXES
Property Taxes-RDA City Center(net) $ 23,113,000 $ 23,113,000
FUND TOTAL
ENTERPRISE FUNDS
Convention Center $ 10,737,000
Parking 77,584,000
Sanitation 21,104,000
Sewer Operations 46,996,000
Storm Water 20,985,000
Water Operations 35,093,000
FUND TOTAL $ 212,499,000 $ 212,499,000
INTERNAL SERVICE FUNDS
Central Services $ 967,000
Fleet Management 10,447,000
Information Technology 15,758,000
Property Management 8,621,000
Risk Management 15,616,000
Medical&Dental Insurance 28,961,000
FUND TOTAL $ 80,370,000
SPECIAL REVENUE FUNDS
Education Compact 107,000
Resort Tax 78,631,000
Art in Public Places 277,000
Tourism&Hospitality Scholarships 174,000
Cultural Arts Council 1,264,000
Sustainability 399,000
Waste Hauler 68,000
Normandy Shores 226,000
5th&Alton Garage 812,000
7th St.Garage 2,795,000
Transportation 9,261,000
Tree Preservation 90,000
People's Transportation Plan 3,896,000
Police Confiscation 552,000
Police Special Revenues 75,000
Police Training 41,000
Red Light Camera 1,416,000
Residential Housing 766,000
Emergency 9-1-1 398,000
Information&Technology 395,000
FUND TOTAL $ 101,643,000 $ 101,643,000
TOTAL ALL FUNDS $ 300,354,000 $ 5,925,000 $ 23,113,000 $ 212,499,000 $ 101,643,000 $ 643,534,000 $ 80,370,000
Less Transfers (66,839,000)
GRAND TOTAL-ALL FUNDS $ 576,695,000
it
EXHIBIT B
Miami Beach Police Department.
Confiscations - Federal & State Funds
FY 2015/16 BUDGET
FEDERAL FUNDS:
Federal Funds - (603)
FY16
Request
Organizational Development Travel & Off-site testing 70,000
Training Supplement to supplement LETTF 70,000
Bulletproof Vest Partnership 60,000
Graffiti eradication through Teen Job Corp. 25,000
Gym Equipment 10,000
Total Funds (603) 235,000
STATE FUNDS:
State Funds - (607)
FY16
Request
Costs connected with the prosecution/processing of forfeitures. 20,000
Crime Prevention initiatives & School Liaison Projects 20,000
AR Rifle Program/initiative- City's match for reimbursement of rifles at $500. 15,000
15% of State Funds collected in FY14 to be used for drug abuse treatment,
drug and crime prevention education and non-profit community based
programs. 29,000
Chief's Conference Room Upgrade 28,000
CID Interview Room Audio Video Recording 60,000
MBPD Facilities Security Camera System Upgrades 110,000
Articulated Aerial Work Platform Trailer 35,000
Total Funds (607) 317,000
•
Total Federal & State Funds 552,000
•
• EXHIBIT B
CERTIFICATION
I, Daniel J. Oates, Chief of Police, City of Miami Beach, do hereby certify that the
aforementioned proposed request for expenditures from the City of Miami Beach Police
Confiscation Trust Fund, for the FY 2015/16 fiscal year providing funds for expenditures,
complies withimhe'lprovisions of Section 932.7055(4)(a}, Florida Statutes, and the Guide
to Equit.ble S ederally Forfeited Property for Law Enforcement Agencies.
AK 41
1, J ate .
44 Police
iami Beach Police Department
Date
EXHIBIT C
Miami Beach Police Department
Police Training and School Resources Fund
FY 2015/16 BUDGET
Education of police personnel at various schools, conferences, $41,000
and workshops; purchase of training and operational supplies
• EXHIBIT C
CERTIFICATION
I, Daniel J. Oates, Chief of Police, City of Miami Beach, do hereby certify that the
aforementioned proposed request for expenditures from the City of Miami Beach Police
Training & School Resources Fund, for the FY 2015/16 fiscal year, to provide funds for
the education of police personnel at various schools, conferences, and workshops and for
the purchase of training and operational supplies, is in accordance with the guidelines
established by the Division of Criminal Justice Standards and Training, as provided by
Section 938.1 , and 943.2 Florida Statutes.
7
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i
5,ani.- J. Oates
Clef of Police
Miami Bead) Po'ice Department
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Date
EXHIBIT D
Miami Beach Police Department
Special Revenue Account
FY 2015/16 BUDGET
Community Activities $50,000
Law Enforcement Equipment and Supplies $20,000
Facilities Maintenance $5,000
TOTAL $75,000
EXHIBIT E
Cultural Grants
2015-16 City
Program/Applicant Score Average Award Request Administration
Recommendation
ANCHORS
1 New World Symphony 104.25 $ 35,000.00 $ 35,000.00
2 Miami City Ballet 97.50 $ 35,000.00 $ 31,111.81
3 Florida International University-Jewish Museum of Florida 97.25 $ 30,000.00 $ 26,772.59
4 Friends of the Bass Museum,Inc. 96.25 $ 30,000.00 $ 26,497.29
5 Florida International University-Wolfsonian 95.00 $ 35,000.00 $ 30,314.08
6 The Rhythm Foundation _ 94.50 $ 30,000.00 $ 26,015.52
7 Miami Beach Film Society 94.00 $ 25,000.00 $ 21,760.77
8 Miami Beach Garden Conservancy 93.00 $ 25,000.00 $ 21,529.27
9 The Holocaust Memorial Committee,Inc. 92.25 $ 30,000.00 $ 25,396.10
10 Arts at St.Johns 90.75 $ 25,000.00 $ 21,008.40
11 Florida International University-MBUS 88.50 $ 30,000.00 $ 24,363.74
12 0 Cinema 88.50 $ 25,000.00 $ 20,487.53
13 Friends of the Miami-Dade Public Library,Inc. 86.50 $ 25,000.00 $ 20,024.54
14 Miami Design Preservation League _ ___ 86.25 $ 30,000.00 $ 23,744.33
15 South Florida Art Center,Inc. 86.00 $ 30,000.00 $ 23,675.50
CULTURAL PRESENTERS
16 Tigertail Productions,Inc. 93.85 $ 20,000.00 $ 18,442.14
17 MDC Live Arts 93.00 $ 20,000.00 $ 16,293.23
18 Center for the Advancement of Jewish Education 91.28 $ 20,000.00 $ 17,991.89
19 National Foundation for Advancement in the Arts 90.42 $ 20,000.00 $ 15,841.22
20 University of Wy:nwood,Inc. _ ___ 90.00_ $ 20,000.00 $ 17,767.64
21 FUNDarte,Inc. 89.85 $ 20,000.00 $ 17,741.36
22 Patrons of Exceptional Artists,Inc. 88.42 $ 20,000.00 $ 15,490.83
23 Miami short Film Festival Inc. 85.57 $ 10,000.00 $ 9,495.76
24 Edge Zones,Inc. 85.57 $ 10,000.00 $ 9,495.76
25 Community Arts and Culture 85.28 $ 20,000.00 $ 14,940.71
ARTISTIC DISCIPLINES-DANCE
26 Dance Now•.Ensemble 92.42 $ 20,000.00 $ 18,191.61
27 Miami Momentum Dance Co. 90.00 $ 10,000.00 $ 9.883.82
28 Peter London Global Dance Co. 89.28 $ 10,000.00 $ 7,819.27
29 Brazz Dance Theater Inc. 86.57 $ 10,000.00 $ 7,583.36
30 Ballet Flamenco La Rosa 84.00 $ 20,000.00 $ 14,716.46
ARTISTIC DISCIPLINES-MUSIC
31 Seraphic Fire 98.33 $ 20,000.00 $ 17,226.84
32 Florida Grand Opera 94.66 $ 10,000.00 $ 8,292.03
33 Greater Miami Youth Symphony 93.50 $ 10,000.00 $ 8,190.41
34 Miami Lyric Opera 91.83 $ 20,000.00 $ 16,088.25
35 Miami Symphony Orchestra 91.16 $ 20,000.00 $ 17.970,87
36 Miami Children's Chorus 89.83 $ 10,000.00 $ 9,868.93
37 Orchestra Miami 89.66 $ 20,000.00 $ 9,854.04
38 Miami Gay Men's Chorus 88.50 $ 20,000.00 $ 17,504.85
39 South Beach Chamber Ensemble 88.00 $ 10,000.00 $ 9,708.62
40 Siempre Flamenco 85.00 $ 10,000.00 $ 7,445.83
41 Miami Piano Circle 85.00 $ 10,000.00 $ 7,445.83
42 SoBe Institute of the Arts 83.83 $ 20,000.00 $ 14,686.67
43-South Florida Composer's Alliance 82.50 $ 20,000.00 $ 16,453.67
ARTISTIC DISCIPLINES-THEATER
44 Fantasy Theater Factory 91.28 $ 10,000.00 $ 9,995.95
45 Ground Up and Rising 89.85 $ 10,000.00 $ 7,870.68
CULTURAL TOURISM GRANT PROGRAM CAC Contribution TOTAL Awarded
46 20"'Brazilian Film Festival of Miami-Infinito Art&Cultural Foundation,Inc n/a $ 30,000.00 $ 15,000.00 $ 30,000.00
47 18th Annual MiFo LGBT Film Festival-MiFo Film Festival,Inc. I n/a $ 30,000.00 $ 15,000.00 $ 30,000.00
III Receiving Fresh Air Funds($2000 included in oward amount) TOTAL I $ 970,000.00 I $ 798,000.00
EXHIBIT "F"
MBVCA FY 2015/2016 WORKPLAN AND BUDGET
ADMINISTRATION RECOMMENDATION
Adopt the Budget
ANALYSIS
BACKGROUND
The Miami Beach Visitor and Convention Authority(MBVCA)was created and exists pursuant to Chapter 67-930
of the Laws of Florida and Sections 102-246 through, and including 102-254 of the Code of the City of Miami
Beach (CM B).
According to. Sec. 102-251, the. MBVCA is to take "all necessary and .proper action to promote the tourist
industry for the city, including but not restricted to causing expert studies to be made, promotional programs,
the recommendations and development of tourist attractions and facilities within the city, and to carry out
programs of information, special events, convention sales and marketing, advertising designed to attract
tourists,visitors and other interested persons."The MBVCA also has the duty of making all necessary rules and
regulations for the efficient operations of the authority.
The MBVCA is a seven-member authority. Each member is appointed by the City of Miami Beach Commission,
with the goal of encouraging, developing and promoting the image of Miami Beach locally, nationally and
internationally as a vibrant community and tourist destination. To this end,the MBVCA strategically focuses its
• funding investments in a balanced manner, fostering outstanding existing programs, stimulating new activities,
and encouraging partnerships. The MBVCA is committed to a careful, long-term plan for allocation of resources
to build the uniqueness of Miami Beach as one of the world's greatest communities and tourism destinations.
A budget revenue projection is provided to the MBVCA by the City of Miami Beach Budget Office annually based
on 5% of the 2% Resort Tax, less 4%for administrative allowance. On an annual basis the MBVCA must provide
the City with a budget,on City forms, based on this projection as outlined in Sec. 102-252, before October 1St
The MBVCA normally budgets funding below the City's projection, as the collection of funds can differ
substantially from projection, such as the result of unanticipated problems like an airline strike, terrorism,
economic issues or storms. In 2008, revenue collections came in $48,000 under estimated projection, and in
2001 the revenue collection was down approximately $300,000 from projection. When and if there are
unallocated funds remaining at the end of the budget year, those funds are either rolled over and allocated in
the next budget year, or retained in MBVCA accounts for future reserves, endowment funding, to address any
funding reductions in future years; in 2001, by statute, the MBVCA began investing into the creation on an
endowment fund.
The MBVCA is required by law to maintain reserve bank accounts in approved public depositories,with sufficient
reserves to cover one year of funding, which it does. Reserves are maintained to pay grant recipients
(contracted) for the previous program funding cycle, and to ensure that sufficient funds can be invested to
stimulate tourism in the future. The level of reserves was modified in 2011 in order to maximize the value and
impact of tourism directed funds.
The MBVCA submits an annual Program of Work to the CMB as required by Sec. 102-281, and is audited
annually by the City of Miami Beach as required in Sec. 102-281. MBVCA audits have been positive for the past
15 years.
EXHIBIT "F"
MBVCA FY 2015/2016 WORKPLAN AND BUDGET
FY 2014/2015 REVIEW/TOURISM ADVANCEMENT PROGRAM(TAP)
The MBVCA Tourism Advancement Program (TAP) was established to promote Miami Beach as a sophisticated
tourist destination by increasing the number of visitors; through enhancement of visitors' experiences;through
the allocation of funds granted to events or programs that bring visitors to the CMB and strengthen the CMB
brand. In fiscal year 2014/2015, the MBVCA funded TAP in nine categories, including: Cultural Tourism, Film
Incentive, Initiatives, Major One Time Special Event, North Beach Incentive, Special Events Recurring, Special
Projects, Special Projects Recurring, and Tourism Partnerships. In 2014, the MBVCA continued to fund
investments, utilizing funds rolled over from several years past.
A total of$1,252,330 was awarded in FY 2014/2015, compared tp$1,681,122.33 in FY 2013/2014. The decrease
in awards reflects several rescinded events. Grants funded. in.partnership with.the CMB are critical, branded
tourism-related programs, such as the South Beach Wine & Food Festival and Winter Music Conference, both
examples of events whose beginnings in Miami Beach stem from grants provided by the MBVCA-events, which
could be recruited by other destinations. —
FY 2015/2016 TOURISM ADVANCEMENT PROGRAM
The MBVCA strategically focuses funding to maximize tourism and brand, to improve Miami Beach by focusing
on events and projects that generate significant publicity, strengthen brand and increase tourism (generating
critical resort taxes for Miami Beach).The Board pays significant attention to marquee events.
Review process:
For over a decade, the MBVCA has used a multi-level review process for its grant program; the process is
reviewed annually. The process includes a mandatory pre-proposal staff conference regarding MBVCA policies
and procedures and TAP. During the interview, MBVCA administration advises each potential applicant
regarding the eligibility and appropriateness of the proposed project and defines the grant category best suited
to the potential applicant. Once it is determined that the project is eligible, MBVCA administration will continue
to provide further detail of the process, including required attachments and meeting dates. All grant formats
and policies are available on the MBVCA website. By Florida law, all MBVCA meetings are advertised and open
to the public;all records are public records.
Annually,the MBVCA Board reviews and refines grant guidelines with respect to efficacy and effectiveness. In FY
2012/2013, the MBVCA implemented changes to its funding caps and declining scale. The new declining scale
and funding caps allowed the MBVCA to diversify their funding into other areas and initiatives as requested by
the City administration and/or the Board. In FY 2015/2016 the MBVCA voted to maintain the criteria in place for
the Major One Time Special Event and Special Events Recurring grant categories requiring a total of 350 hotel
room nights to be contracted,from the original 250 hotel room nights required, and the media impressions up
from 500,000 to a required 1,000,000.The viewership criteria remained at 1,000,000. Grant applicants need to
meet two of the three criteria in place for each of the MBVCA grant categories.
The MBVCA guidelines and application process places emphasis on defining and measuring the economic impact
of each event, as well as considering the impact and value of marketing, publicity and television
origination/viewership. Questions concerning the economic impact of the program, including requiring an
explanation of various aspects of the marketing plan, and how the numbers of hotel room nights are calculated
and where they are contracted, are also required as part of the application, as are the event's or organization's
publicity plan, community and residential involvement, or special residents' considerations. The application
requires contract confirmation for hotel room blocks; media contract agreements and/or viewership contracts
to be attached to the completed application;that data must be confirmed before and after funding is awarded.
Standardized recap sheets and point systems have been developed to give each applicant a score that rates
potential success. Using this tool,the MBVCA can better evaluate the applicant's long-term commitment to the
EXHIBIT "F"
MBVCA FY 2015/2016 WORKPLAN AND BUDGET
community, commitment to brand enhancement,value to tourism, and economic impact. The MBVCA votes on
each specific and individual grant, and evaluates the grant request, funds available and possible extenuating
circumstances after a formal presentation is made by the grant applicant.A question and answer period follows
with further discussion as needed.
RECURRING PROJECTS:
The MBVCA has a current policy in place to fund recurring projects on a declining scale. The declining scale
encourages recurring events to recruit corporate and private sponsorship and, therefore, not solely rely on
MBVCA funds as a means of sustaining the event year after year. The award category establishes funding caps
for recurring events,funding that can be reduced based on the maximum request for the specific grant category.
Below is the current scale,_implemented in FY.2012/13;applicable to non and for profit agencies.
Year 1 Initial Grant Award
Year 2 No more than 80%of Eligible Request
Year 3 No more than 70%of Eligible Request
Year 4, No more than 60%of Eligible Request
Year 5 New Cycle Begins
CATEGORIES:
Tourism Advancement Program funds are currently awarded in nine categories,including:Cultural Tourism, Film
Incentive, Initiatives, Major One Time Special Event, North Beach Incentive, Special Events Recurring, Special
Projects, Special Projects Recurring, and Tourism Partnerships. The MBVCA has developed pre-eligibility criteria
for grants within these categories. The criteria allow staff to determine eligibility and the appropriate grant
category. Applicants must meet two of three of the criteria noted.
Grant Category Hotel Room Nights Impressions Viewership
Cultural Tourism 200 500,000 1,000,000
Film Incentive* 250 N/A N/A
Initiatives** N/A N/A N/A
Major One Time Special 350 1,000,000 1,000,000
Event
North Beach Incentive 75 200,000 500,000
Special Events Recurring 350 1,000,000 1,000,000
Special Projects 2,500 250,000,000 15,000,000
Special Projects 2,500 250,000,000 15,000,000
Recurring
Tourism Partnerships 200 500,000 5,000
(visitors/attendees/participants)
*Industry specific eligibility criteria in place for this program
**Initiatives are specifically targeted towards organizations chosen by the MBVCA to carry out the designated initiative
EXHIBIT "F"
MBVCA FY 2015/2016 WORKMAN AND BUDGET
Budget
Budget(TAP)FY 2014/2015:
The MBVCA has budgeted $1,862,245 for FY 2015/2016 for its Tourism Advancement Program which reflects
63%of the total budget.This grant funding reflects an increase of$166,245 from FY 2014/2015. This increase is
due to an increase in the total number of new grants being requested.
• The Tourism Partnerships category is budgeted at $109,245, reflecting 4% of the total budget for FY
2015/2016. The category currently includes applicants at the maximum request cap of $30,000. Four
applications are'anticipated to be received.
• The Cultural Tourism category, a joint grant with the City's Cultural Arts Council (CAC) is budgeted at
$30,000 with the CAC contributing an additional$30,000.A total of two applicants are expected,each at
a$30,000 request.
• The Major One Time Special Event category, representing 8% of the total budget, is budgeted at
$225,000 in FY 2015/2016, which reflects a decrease from FY 2014/2015. The MBVCA expects five new
events to apply at a maximum request of$45,000. The MBVCA works tirelessly to stimulate and recruit
new events and is willing and prepared to fund valuable tourism and brand related events. In fact, the
MBVCA works with all partners, city leadership and media to solicit appropriate new projects. New
applicants are expected to include Beach Bear Weekend, Maison d' Objet, Seed Conscious Plant Based
Food and Wine Festival,and the Serena Williams Live Ultimate Run South Beach.
• The Special Events Recurring category, reflecting 25% of the total budget, has been calculated at
$736,000 for FY 2015/2016 based on the established declining scale and the number of applicants
anticipated to return.
• The Special Projects category is budgeted at $270,000 with three applicant expected at the maximum
request of$90,000 representing 9%of the total budget.
• The Special Projects Recurring category is budgeted at$442,000 and represents 11%of the total budget.
Anticipated applicants include the Orange Bowl Marketing Campaign; South Beach Comedy Festival;
Miami Marathon and Half Marathon and Tropical 5K; the Food Network South Beach Wine and Food
Festival; the Miami International Film Festival; FUNKSHION Fashion Week Miami Beach; and Winter
Music Conference. These events, recruited and sustained by the MBVCA, are all marquee events and
annually fill the City's hotel rooms.
• The Film Incentive category is budgeted at $30,000 for FY 2015/2016, which represents 1% of the
budget; budgeting for a total of 1 possible applicant.
• The North Beach Initiative Incentive category is budgeted at$20,000 for FY 2015/2016, representing 1%
of the budget;in anticipation of 2 applicants at the maximum request of$10,000 each.
Destination Marketing
The Destination Marketing allocation reflects a 2%of the total budget for FY 2014/2015.This allocation provides
for the additional placement of stories and press releases on the PR Newswire.
New Initiatives
The MBVCA expects to support new initiatives in FY 2015/2016. Strategic plans, goals and initiatives are
developed through consultation, the result of ongoing communications with the Mayor, Commission and City
Administration. Some of these initiatives include the WorldOutGames Marketing Plan and the continued
support of The Customer and You—Certificate Program in Service. The category is budgeted for FY 2015/2016
at$130,000, representing 4%of the total budget.
EXHIBIT "F"
1 5/ ®1 6 WORKPLAN A FY 2 RKPLAN AND BUDGET
C ® O
Public Relations Initiative
In FY 2013/2014, the MBVCA put out a Request for Qualifications (RFQ) for a P.R. agency of record
to enhance Miami Beach's image. The MBVCA selected Hill & Knowlton/SAMCOR to support the MBVCA efforts
by continuing increasing brand awareness through strategic media outreach to consumer and travel trades,
major event recruitment, and business and corporate communications programs. There is an allotment of
$250,000, representing 8%of the total budget,towards this effort.
The current contract with H+K runs through August 30, 2016 in FY 2015/2016. Objectives include increased
public relations or tourism related activities in CMB, recruitment of new events and meetings,and improvement
of CMB global reputation. CMB leaders have been active participants in planning and in oversight. H+K has an
extensive presence in the US and internationally.. The agency's ability to network and leverage its global
relationships is crucial to the growth of the'Miami Beach' brand. •
H+K created and distributed a total of 15 press releases during their first year as agency of record, garnering
2,971,443,219 media impressions and 12 press releases during their second year, generating 3,913,341,910
media impressions. In their third year, H&K generated 2,783,369,818 media impressions to date, through the
issuance of 13 press releases.
•
During their fourth year, H&K has developed and released a total of 12 press releases,generating a total of
2,033,516,567.00 media impressions,valued at$$21,130,462.94.
Visual Memoirs Project
The MBVCA issued an RFP for qualified entities to record, catalogue and warehouse personal and eyewitness
accounts of the history of the City of Miami Beach in FY 2011/2012. The deliverables included a recorded
detailed history of Miami Beach through personal interviews, creating collateral materials about the history of
Miami Beach and identifying comprehensive exhibit concepts that can be implemented to execute a
comprehensive visual memoir library and promotional campaign.
The Miami Design Preservation League in partnership with Close-Up Productions, was awarded a one year
contract on October 1, 2011 in the amount of$21,000, and the contract was renewed in FY 2012/2013 for an
additional $21,000, which represents 1% of the total budget. A total of forty interviews were conducted during
the Project's first year.
The exhibit opened to the public daily for its initial run from mid-October through late November 2012, free of
charge from 10:00am until 4:30pm and reopened during Art Deco Weekend 2013.The documentary played on a
loop in the lecture hall portion of the Art Deco Welcome Center. Seating was also placed near the screen and
accommodated approximately 25 people at a time with standing room in the back. A total of twelve interviews
have been conducted as of July 2013 with another eight interviews to be completed by September 2013.
An educational component was developed for FY 2012/2013 that included a video and guide for Miami Beach
Middle Schools.
In FY 2013/2014,the videos were prepared for archival as part of a statewide university consortium. MDPL also
collaborated with various institutions to create links to the online materials.
At the end of FY 2014/2015, MDPL and Close-Up Productions will have conducted and transcribed a total of 75
interviews.
EXHIBIT "F"
MBVCA FY 2015/2016 WORKPLAN AND BUDGET
In FY 2015/2016 MDPL is proposing to conduct an additional 15 interviews with full transcripts as well as
coordinating and presenting the visual Memoirs material at the MDPL Deco Museum. In addition to their
scheduled interviews, MDPL is also proposing the development of a digital promotional portal showcasing the
video archive with links highlighting other Miami Beach historical resources, housed at institutions in Miami
Beach and Miami Dade County. The "Windows on Miami Beach" portal is expected to generate local interest
and support through school contests and online displays created by students and joint curating displays by
portal partners; offer daily and weekly calendars of partners' events; develop social media linkages that drive
people to the new website and its resources; provide easier access to the interviews, educational videos and
curricula produced by the Visual Memoirs Project; increase patronizing of museums and historic sites on Miami
Beach, and promote Miami Beach as a tourist destination through historic and artistic connections. The FY
2015/2016 is budgeted at$30,000 which is.1%of the total budget.
IT/API Development
The MBVCA wishes to provide visitors with timely and relevant information about the City of Miami Beach, its
public and private attractions, services, hotels, businesses, and events in order to enhance visitors (and
residents) experience. Visitors to Miami Beach - all visitors worldwide — are'increasingly using technology to
navigate cities or make decisions about leisure experiences,dining, parking,entertainment and travel in general.
Worldwide, technology is king. Many visitors already use the free Miami Beach Wi-Fi service to access the
information they need at locations around town.
Miami Beach visitors and residents are using smartphones and tablets to communicate and acquire information
to make these kinds of decisions on-the-go. It is now critical for these visitors and residents to have access to
mobile applications (Apps)that can help them obtain the information they need to make a timely and informed
decisions.The FY 2015/2016 is budgeted at$20,000 which is 1%of the total budget.
The MBVCA's preliminary review of opportunities and needs was initiated in spring 2011 in consultation with
area experts, and subsequent to a public meeting sponsored by the MBVCA, as a situational analysis. The
MBVCA released an RFP in January 2012 and awarded a one year contract to Just Program LLC dba Solodev on
May 22, 2012. The purpose of the RFP was to develop a Miami Beach-focused web-based digital content
management system(CMS) and modifiable database to support 3rd party mobile applications via an application
programming interface(API).
Currently, the API is fully functional with 230 different categories of businesses each averaging 90 different
services and amenities. Web and App developers will be able to use these attributes to create new and exciting
experiences for their end-users. A fully functional mobile App for the MBVCA API for both iPhone and Android
platforms.
We have allocated $20,000 or 1%of the overall budget in FY 2015/2016,to add additional categories to expand
the API data to include local non-business information that can be useful in app development such as beach
access roads, public restrooms, and life-guard stands. A total of $65,000, has been allotted to market and
promote the API/App to App developers in the FY 2015/2016, representing 2%of the total budget.
Research and Development
The MBVCA will develop a Strategic list of major events worldwide after consulting with all partners and as the
result of on-going communications. We expect to investigative some of these events with the intention of
making a discovery that can lead to the development of new major event for the destination. The MBVCA has
budgeted$7,500 of the total budgeted towards this effort.
EXHIBIT "F"
MBVCA FY 2015/2016 WORKPLAN AND BUDGET
Projected Cash Flow Reserve
The MBVCA has budgeted $2,000 of the total budget, in the cash flow reserve for FY 2015/2016. The City of
Miami Beach allots resort tax payments to the MBVCA a month after its collection. Therefore, as a fiscal
responsibility,the MBVCA has built in a $2,000 projected cash flow reserve to its budget to ensure that all grants
awarded will have the necessary funds to be reimbursed upon proper request and documentation.
FY 2015/2016 Administration and Overhead
The MBVCA's administration and benefits costs are budgeted at $361,255 for the FY 2015/2016. This figure
represents 12% of the total budget. The overhead allocation is budgeted at $195,000 which reflects 7% of the
overall budget. The increase from FY 2014/2015 is attributed to the cloud information hosting and redundancy,
and staffing a full office..The total administration.and overhead is.18%of the total budget.1
FY 2014/2015 Rollover
A total of$300,000 will be rolled over from FY 2014/2015 into the FY 2015/2016 MBVCA budget to fund special
projects.This rollover of funds is primarily from the grants that were either not awarded and/or were rescinded
for noncompliance.
CONCLUSION
At their August 27, 2015 meeting, the MBVCA Board recommended the Mayor and City Commission adopt the
MBVCA Budget for FY 2015/2016 in the amount of$2,976,000 as reflected in Exhibit A.
1 This is below the non-profit industry standard of 20%(Source:BBB)
■
EXHIBIT "F°'
MIAMI BEACH VISITOR AND CONVENTION AUTHORITY
FY 2015/2016
ADOPTED BUDGET PROPOSED
FY 2014.2015 FY 2015.2016 VARIANCE
REVENUES
Unrestricted
Rollover $ 355,000 $ 300,000 $ (355,000)
Projected Resort Tax $ 2,410,000 $ 2,676,000 $ (2,110,000)
TOTAL REVENUES $ 2,765,000 $ 2,976,000 $ 211,000
EXPENDITURES
Administration&Benefits $ 325,000 $ 361,255 $ 36,255
Operating Expenses $ 185,800 $ 195,000 $ 9,200
Capital $ 3,000 $ 3,000 $ -
Total Administration $ 513,800 $ 559,255 $ 45,455
GRANTS -Tourism Advancement Program
Tourism Partnerships $ 120,000 $ 109,245 $ 10,755
Cultural Tourism $ 30,000 $ 30,000 $ -
Major One Time Special Event $ 362,000 $ 225,000 $ 137,000
Special Events Recurring $ 670,000 $ 736,000 $ 66,000
Special Projects $ 119,920 $ 270,000 $ (150,080)
Special Projects Recurring $ 334,080 $ 442,000 $ 107,920
Film Incentive $ 30,000 $ 30,000 $ -
North Beach Incentive $ 30,000 $ 20,000 $ (10,000)
Total Tourism Adv.Program $ 1,696,000 $ 1,862,245 $ 166,245
Marketing/PR/Technology
Marketing/Communications and PR RFP $ 250,000 $ 250,000 $ -
Visual Memoirs $ 21,000 $ 30,000 $ (9,000)
API Marketing $ 50,000 $ 65,000 $ 15,000
IT Development $ 10,000 $ 20,000 $ 10,000
Total $ 331,000 $ 365,000 $ 34,000
Other
Destination Marketing $ 39,200 $ 50,000 $ (10,800)
Initiatives $ 183,000 $ 130,000 $ 53,000
R&D $ - $ 7,500 $ (7,500)
Projected Cash Flow Reserve $ 2,000 $ 2,000 $ -
Total Other $ 224,200 $ 189,500 $ (34,700)
TOTAL $ 2,765,000 $ 2,976,000 $ 211,000
COMMISSION ITEM SUMMARY
Condensed Title:
A Resolution of the Mayor and City Commission of the City of Miami Beach, Florida, Adopting Tentative
Budgets for the General, G.O. Debt Service, RDA Ad Valorem Taxes, Enterprise, Internal Service, and
Special Revenue Funds for Fiscal Year 2015/16 Subject to a Second Public Hearing Scheduled on ,
Wednesday, September 30, 2015 at 5:01 P.M.
Key Intended Outcome Supported:
Ensure expenditure trends are sustainable over the long term
Supporting Data(Surveys, Environmental Scan, etc.):
In the 2014 Community Survey, both residents and businesses reported the following area for the City
related to value for taxes paid:
• Percentage of residents rating the Overall Value of City services for tax dollars paid as excellent or
good (Residents: 58%; Businesses 54%)
Item Summary/Recommendation:
The total Proposed General Fund Operating Budget is $300.30 million, which is $20.3 million or 7.2
percent more than the FY 2014/15 adopted budget of$280.0 million. The City's Proposed Operating
Budget in total for FY 2015/16 is $573,097,000 including the General Fund, General Obligation Debt
Service, Enterprise Funds, Special Revenue Funds and Transfers to the Redevelopment District. This
amount is net of Internal Service Funds and Interfund Transfers.
The proposed millage rate decrease of 0.1114 mills meets the remaining millage rate goal to lower the
millage rate to the level in FY 2009/10 as property values have increased over time and the proposed
millage rate does not result in a property tax increase to median or average property owners that qualify for
the homestead exemption and the Save Our Homes cap. The FY 2015/16 Budget includes$1.2 million of
reductions/efficiencies and$4.2 million of service level enhancements that address high priority needs of
the City as identified through the strategic planning process and 2014 Community survey.
Advisory Board Recommendation:
Finance&Citywide Projects Committee meetings on June 3m, July 1St, and July 17t", 2015
Financial Information:
Source of Amount Account
Funds: 1 $300,299,000 General Fund Operating
2 $5,925,000 G.O. Debt Service
3 $23,113,000 RDA Funds-Ad Valorem Taxes
4 $208,901,000 Enterprise Funds
5 $101,643,000 Special Revenue Funds
Total $573,097,000 *Net of Internal Service Funds and Transfers
$80,370,000 Internal Service Funds
OBPI $66,784,000 Interfund Transfers
Financial Impact Summary:The proposed property tax levy is only$4 million more in FY 2015/16 than
it was nine years ago in FY 2006/07. Overall position count is still 2.9 percent less than in FY 2006/07.
City Clerk's Office Legislative Tracking:
Sign-Offs:
'em;rtmend Director Assistant City Manager ty Manager
_
MIAMI E H AGENDA ITEM R7AZ
DATE Q'I Q:
1111111 41111111Ilb■ O
1915 • 2015
MAMhLE Q, =C H
City of Miami Beach, 1700 Convention Center Drive,Miami Beach, Florida 33139,www.miamibeachfl.gov
COMMISSION MEMORANDUM
TO: Mayor Philip Levine and Members •I; the City Commission
hot._FROM: Jimmy L. Morales, City Manager I
DATE: September 10, 2015
SUBJECT: A RESOLUTION OF THE MAYOR'' ND CITY COMMISSION OF THE CITY OF
MIAMI BEACH, FLORIDA, ADO'\ ING TENTATIVE BUDGETS FOR THE
GENERAL, G.O. DEBT SERVICE, RDA AD VALOREM TAXES, ENTERPRISE,
INTERNAL SERVICE, AND SPECIAL REVENUE FUNDS FOR FISCAL YEAR
2015/16 SUBJECT TO A SECOND PUBLIC HEARING SCHEDULED ON
WEDNESDAY, SEPTEMBER 30, 2015 AT 5:01 P.M.
ADMINISTRATION RECOMMENDATION
The Administration recommends that the City Commission adopt the attached Resolution
which establishes tentative budgets for the General, G.O. Debt Service, RDA Ad Valorem
Taxes, Enterprise, Internal Service, and Special Revenue Funds for Fiscal Year (FY)
2015/16.
PROCEDURE
As outlined in the companion General Operating Millage Agenda Item, Section 200.065,
Florida Statutes specifies the manner in which budgets are adopted. First, the tentative
millage rate for both the general operating and debt service is adopted, then immediately
thereafter, tentative budgets by fund are adopted. The attached Resolution adopting
'tentative budgets for the General, G.O. Debt Service, RDA Ad Valorem Taxes, Enterprise,
Internal Service, and Special Revenue Funds for FY 2015/16 is therefore presented to you
at this time for adoption.
Additional details are contained in my Budget Message which is attached, however,
highlights of that document are outlined below.
Adopting Tentative Budgets
September 10, 2015
Page 2
GENERAL FUND CURRENT SERVICE LEVEL BUDGET DEVELOPMENT
As in past years, the Proposed Work Plan and Budget was developed through an intensive
review process with our City'Commission. Preliminary budget information was provided at
the Commission Retreat on May 29th and in meetings with the Finance and Citywide
Y 9 Yw
Projects Committee (FCWPC) on June 3rd, July 1st, and July 17th.
The General Fund is the primary source of funding for the majority of City services.
Revenues are derived from ad valorem property taxes,franchise and utility taxes, business
license and permit fees, revenue sharing from various statewide taxes, user fees for
services, fines, rents and concession fees and interest income. Additionally,
intergovernmental revenues from Miami-Dade County and Resort Taxes contribute funding
for tourist-related activities provided by General Fund departments.
The first step in preparing the FY 2015/16 budget was an evaluation of Current Service
Level (CSL) revenues and expenditures. CSL revenues represent the amount of revenues
that would be generated based on existing tax rate, fees and charges. CSL expenditures
represent the expenditures associated with providing the same level of service next year as
in the current budget year.
At the Strategic Planning Retreat on May 29, 2015, the Commission was briefed regarding
the preliminary General Fund Current Service Level (CSL) budget. The CSL represents the
cost of providing the same level of services as in the prior year and serves as the baseline of
funding for the budget process. •
• Property taxes comprise 46%of the total General Fund revenue and are a key driver of CSL
revenues. The Property Appraiser provided the preliminary 2015 property values on June 1,
2015. The Commission was briefed regarding the updated CSL budget at the June 3rd
Finance & Citywide Projects Committee. The preliminary 2015 property values increased
12.0%,which resulted in an increase of$14.6 million in General Fund property tax revenues.
CSL revenues were estimated to increase$16.1 million due to an $14.6 million increase in
property tax revenues(assumed keeping the operating millage rate the same),a$2.6 million
increase in non-property tax revenues including an increase in the Resort Tax contribution of
$1.7 million for items added in mid-year and annualized items from FY 2014/15, and a
decrease in prior-year set-aside (one-time revenue) of$1.6 million. These figures do not
assume additional contributions from the Resort Tax or Parking Funds.
Adopting Tentative Budgets
September 10, 2015
Page 3
CSL expenditures were estimated to increase $12.5 million due to the following:
• Higher pension contributions of$2.8 million as both pension boards voted to lower
the investment rate assumption
• 0-2% merit pay: $2.2 million
• Spike in leave payouts from retirements, DROP, and separations from.the city: $1.2
million
• Annualized costs for items added during FY 2014/15 such as $1.64 million for the
new landscaping contract, $534,000 for PC replacement from 5 to 3 years,
$332,000 for body camera maintenance, and $249,000 for Energov permitting
software maintenance.
• Annualized costs for items added mid-year including $802,000 for staffing of 6 new
lifeguard stands, $285,000 for enhanced tuition reimbursement program, $283,000
for pre-employment background checks, $276,000 for license plate reader on
MacArthur Causeway, $204,000 for additional windstorm insurance, $128,000 for
security guards on 4th floor of City Hall and at Housing &Community Services, and
$105,000 for Executive Services Program.
• Other miscellaneous cost increases to CSL include $210,000 for higher general
liability legal fees and workers comp legal fees based on trend, $160,000 for outside
legal counsel for labor negotiations and Watson Island, $157,000 for actuary and
pension attorney for labor negotiations, and $154,000 for electricity for new
streetlights(21% increase in inventory)and irrigation costs from recently completed
capital projects.
• These expenditure figures do not assume additional savings from potential
efficiencies or reductions.
The preliminary CSL based on June 1st property values had a revenue increase of$16.1
million and an expenditure increase of$12.5 million for a net surplus of$3.6 million. At the
June 3rd Finance and Citywide Projects Committee meeting,direction was given to assume
a millage ratereduction of 0.0557,which represented half of the remaining millage rate goal.
The millage rate reduction reduced the projected CSL surplus to $2.5 million.
APPROACHES TO BALANCE
At the July 1st Finance and Citywide Projects Committee meeting, direction was given
regarding the proposed Millage Rate, enhancements and efficiencies for the Operating
Budget, and changes to the Capital Budget.
The impact of the change from the June 1st preliminary taxable values of 12.0 percent to the
July 1st certified taxable values that increased 13.3 percent was calculated at$1.2 million.
The Committee voted to reduce the combined millage rate by the remainder of the millage
rate goal, 0.1114 mills, which reduced the surplus by $1.1 million. The proposed millage
rate was reduced from 6.0237 to 5.9123 and is now the same as it was in FY 2009/10 prior
to the millage rate increase in FY 2010/11 of 0.5902.
Adopting Tentative Budgets
September 10, 2015
Page 4
On July 1st, the Committee accepted the recommended reductions/efficiencies except for
the recommended reduction in City Clerk—Central Services for$27,100 to eliminate printing
of Commission meeting agendas, Commission committee agendas, Land Use Boards
agendas, and annual Budget documents. The updated savings from the recommended
reductions/efficiencies totals $1,211,750.
The Committee also recommended accepting the proposed additions and service
enhancements with the following changes listed below:
• Remove $100,000 for the Climate Action Plan in Building-Environmental
Management
• Remove $150,000 for the North Beach Marketing funds in Tourism, Culture, &
Economic Development (funded by Resort Tax)
• Offset 50 percent ($55,000) of the Assistant Director in Tourism, Culture, &
Economic Development from Resort Tax funding
• Offset the$220,000 cost of the Urban Forestry Tree Preservation Program in Public
Works by budgeting the fee revenue associated with the new program
• Add $200,000 for Out-of-Region Data Center in Information Technology
• Add$500,000 in a reserve to offset the future cost of the Public Safety Radio project
in Emergency Management/9-1-1
Following the July 1st meeting, an additional savings of $130,000 was identified in the
Current Service Level Budget from funding the Fire Boat in FY 2014/15 instead of FY
2015/16.
At the July 17th Finance and Citywide Projects Committee meeting, the following two
changes were made to the list of proposed additions and service enhancements:
• Add $45,000 for one of two requested positions for the City Attorney Fellowship
Program
• Reduce Parking's Loading Zone Program request from 12 to 8 positions (Parking
Fund)
The updated recommended enhnacements total $3,869,000, which is offset by $530,000
from additional Resort Tax contribution for tourism-eligible enhancements. The remainder of
the surplus totaling $102,750 was placed into General Fund-Contingency in Citywide.
After the July 17th Finance Committee meeting, an enhancement was added consisting of
three Code Compliance Officers in the Entertainment District to augment the existing two
positions added during FY 2014/15.These positions would be assigned along Ocean Drive,
Espanola Way, and the southern portion of Collins Avenue and Washington Ave. In the last
four years,twenty-three additional ordinances have been implemented and caseloads have
almost doubled since FY 2010/11. The cost of this enhancement is offset by additional
contribution from Resort Tax.
Adopting Tentative Budgets
September 10, 2015
Page 5
•
- Preliminary CSL surplus 3,600,000
- j--based on June 1st values
I Millage rate reduction _— _ (1,1.0_0,000)1_
1--50% of remaining millagerate goal_ 1
Updated CSL surplus 2,500,000)
— LRecommended enhancements 4,109,000
—- Additional Resort Tax contribution _ — 770,000
_ ;- Recommended reductions/efficiencies L_ 1,211,750 f _
_—_fChange in taxable values 1,200,0.00
s--based on July 1st values
—IAdditional_Millage rate reduction (110-0 000) --
Remainder of Tillage rate goal _ _ _
____I Reserve for Public Safety_Radio project (500,000);_
- —!Savings to CSL from Fire Boat 130,000 1_^
Additional Contingency_ _ (102,750)
!After July 17th Finance Committee �—
__ (Code Officers for Entertainment District _ _(240,000)
Additional Resort Tax Contribution 240,000 1- —
_— Total surplus/(shortfall)
Efficiencies and Reductions
City departments continue to be proactive in identifying additional efficiencies to their current
service level programs and services. As with the preparation of budgets for the last eight
years, departments are continuing to analyze their budget from two perspectives: 1)
reviewing for potential efficiencies, reorganizations to reduce cost, etc., without adversely
impacting services; and 2) performing a modified zero-based analysis of each department
p 9 ) p 9
budget, identifying potential service reduction alternatives versus core functions. As part of
the FY 2015/16 budget process,the Finance&Citywide Projects Committee requested that
departments submit lists of potential reductions/efficiencies totaling 5 percent of their FY
2014/15 budgets. The lists were reviewed extensively by the City Manager, Executive
Team, Department Directors, and the Budget Office. At their July 1st meeting,the Finance&
Citywide Projects Committee accepted $1,211,750 of the recommended
reductions/efficiencies recommended by staff. In addition to the summary below,a list of the
proposed reductions/efficiencies can be found in Attachment A.
Adopting Tentative Budgets
September 10, 2015
Page6
• Move the elevator section from Building to Public Works: The elevator section
currently operates from the Building Department and has annual offsetting revenue.
It has been determined that this revenue is not restricted for building enforcement
purposes. As such, the function and offsetting revenue can be moved to Public
Works and result in a net savings to the General Fund of$658,000.
• Eliminate the Ethics Hotline: This reduction eliminates the Ethics Hotline funded
during FY 2013/14, but not implemented. The recommended approach is to
leverage the existing FBI corruption hotline which is currently advertised on the City's
website and MBTV. The FBI corruption hotline is preferable to an internal ethics
hotline because it offers a potential whistleblower greater protection from an
independent law enforcement agency. The City currently has a police officer
assigned to the FBI public corruption investigation task force. In addition,the Miami-
Dade County Office of the Inspector General has a"Report Fraud"phone number at
305-579-2593.
• Eliminate the Green Team: This $115,000 reduction eliminates the "Green Team"
funded in FY 2013/14, but not implemented. These positions were planned to
increase the City's monitoring of waste runoff pending the City obtaining some level
of jurisdiction that ensured the enforcement authority over grease traps by Q2-2015.
DERM has not relinquished the authority for the City to have full jurisdiction over
grease trap investigations and penalties so these positions were never filled.
• Reduce Investment Advisory Services fees: Due to a newly negotiated contract,the
custodial fees and arbitrage costs for the Investment Advisory Services fee can be
reduced $207,000 without impacting service levels.
• Reduce medical shelter beds budget: In the past, clients with medical impairments
have been placed in a medical shelter bed instead of a normal shelter bed, resulting
in additional costs. Shelters have become increasingly ADA compliant resulting in
less of a need for specialized medical beds. The recommended reduction of
$27,450 is not anticipated to have a negative effect as the remaining funding in the
program budget is expected to meet the anticipated need for medical beds. This
need is anticipated to continue to decrease over time.
• Reduce'criminal background checks budget: The recommended reduction has no
impact due to new criminal background check contract costs being$4,800 less than
prior contract.
• Accelerate planned implementation of Virtual Desktop Infrastructure: The
implementation of Virtual Desktop Infrastructure was planned for a limited
implementation in FY 2016/17 and this reduction of$100,000 accelerates the rollout
to FY 2015/16. Select users that are scheduled to have their PC's replaced will use
Dell Virtual Desktop Infrastructure instead of a traditional PC. There may be initial
challenges and lessons learned as part of the initial rollout, but there is potential for
•
substantial long-term savings.
Adopting Tentative Budgets
September 10, 2015
Page 7
• Estimated anticipated savings from Telecom Audit: A telecom audit has been
initiated during FY 2014/15 that is anticipated to result in savings from billing errors,
etc. The last audit was performed 1997. The audit is anticipated to have a minimal
impact to users. IT staff is impacted as there is an amount of effort and labor that is
involved. The more effort that IT and the selected vendor put forth, the more likely
that savings are found. However,the labor committed to doing this reduces the work
capacity for other projects. The recommended reduction of $50,000 reflects a
realistic savings target that could increase to as much as $250,000.
• Eliminate distribution of solicitation documents via CD's: The City Code requires that
as part of the bid solicitation process, bidders are required to pay$20 per CD to pick
up copies of the construction documents. This $1,500 reduction will result in
distribution of construction documents via a File Transfer Protocol (FTP) or the
Public Purchase Website. This reduction would require a change to the City Code.
• Eliminate newspaper advertisements for bids under $300,000: The City Code
requires that bids shall be published once in at least one official newspaper having
general distribution in the city and at least five working days preceding the last day
set for the receipt of proposals. Most bidders today, rather than relying on newspaper
advertisements, rely on electronic bid notification systems. The City uses one such
system, Public Purchase, to advertise all competitive solicitations. Florida statutes
only require that bids for construction over$300,000 be advertised. This reduction
would require a change to the City Code.
Service Enhancements
The proposed enhancements found in Attachment B reflect services that our residents and
businesses identified as important to them during the 2014 Community Satisfaction Survey
or priorities identified at the City Commission retreat on May 29, 2015.
Highlights of the$4.2 million of enhancements funded across all funds to address priorities
in the City's Strategic Plan include:
• Improve traffic and mobility by adding an additional police motor unit and expanding
the Freight Loading Zone program throughout the city
• Increase public safety by supporting the State Attorney's Human Trafficking Task
Force and implementing a License Plate Reader system on MacArthur Causeway
• Improve policing culture by reimbursing ten police recruits to complete Police
Academy training instead of only hiring certified officers with previous experience
• Enhance beautification by creating an Urban Forestry Tree Preservation program,
developing a GIS tree inventory, and participating in the Fairchild Botanical Gardens
Million Orchid project
• Enhance programming for various recreation programs as follows: additional
inclusionary aides to meet the demand for special need children to be enrolled in
summer camps;funding for a second season of Little League Baseball;expansion of
elderly programming from North Shore Park Youth Center to two additional locations
in central and south beach; an increase in year-round level of service citywide for
Adopting Tentative Budgets
September 10, 2015
Page 8
youth programming with new educational and cultural programs and at additional
sites; the addition of Nautilus Middle School as an additional site for teen
programming; the enhancement of special community events such as Winter
Wonderland and Cupid's Carnival with additional rides and activities; meeting
increasing demand for elderly programs and events by increasing funding for the
Senior Enhancement Transportation Service program.
• Preserve infrastructure by increasing pay-as-you-go funding from the General Fund
for capital projects from $1.4 million to $2.4 million
• Increase response times for addressing high priority citizen issues/complaints by
adding two part-time positions to the newly created Rapid Response Team
• Enhance a more proactive code compliance environment by adding three Code
Compliance Officers in the Entertainment District to augment the existing two
positions added in FY 2014/15.
• Enhance opportunities for persons with disabilities by partially funding the para-
rowing program at the Shane Rowing Center
• Expand the "Can on Every Corner" initiative by an additional 100 locations
• Maintain plan review turnaround time within current targets (Residential - 7 days;
Commercial - 21 days) while absorbing the staffing impact of assigning building
inspectors to the Convention Center project
• Enhance preventive maintenance of storm water and sewer infrastructure
• Improve disaster preparedness by backing up City technology data/systems in an
out-of-region data center
• Several administrative enhancements including:enhance organizational capacity by
creating a Fellowship program to hire entry-level city attorneys; streamline records
management activities across the organization; improve code compliance oversight;
improve quality of 911 calls using off-site certified reviewers; improve oversight of
bond issuance and debt management function; increase oversight of HUD funded
capital activities; meet increasing demand for administrative support of the City's five
Land Development Review Boards; expedite procurements activity; reduce backlog
of engineering projects; address 21 percent increase in street light inventory; provide
adequate oversight of contracted grounds maintenance services; meet increasing
demand for GIS programming and support; enhance oversight of tourism, cultural,
and economic development programs; enhance capacity to develop and maintain
mobile applications and web-based applications
Adopting Tentative Budgets
September 10, 2015
Page 9
Additional enhancements added mid-year during FY 2014/15 include the following:
• Improve traffic and mobility by expanding the City's trolley system from the existing
North Beach Loop to include a Mid Beach Loop, a South Beach Loop, and a Collins
Link
• Increase public safety by adding six new lifeguard stands to the existing 29 locations
• Enhance parking lot cleanliness by adding a roving crew to address illegal dumping,
litter, and other deficiencies
• Improve educational excellence by developing an internship program with Florida
International University for 18-24 interns annually to gain real-life, hands-on work
experience
A list of potential additional enhancements requested by departments but not recommended
by me in the Proposed Budget can be found in Attachment C. While many of these potential
enhancements are important and should be considered over time, they were considered a
lower priority than those included in the FY 2015/16 Proposed Budget and Work Plan.
Increased Use of Resort Taxes to offset Tourism Eligible Expenditures in the General
Fund
Based on an outside consultant study conducted in 2010 using FY 2007/08 actual costs, it is
estimated that there are approximately$50.5 million in eligible resort tax expenditures in the
General Fund. However, $8.8 million of these costs were estimated as being addressed by
dedicated funding pursuant to the Miami-Dade County Convention Development Tax
interlocal agreement, thereby resulting in approximately$41.7 million in eligible Resort Tax
expenses in the General Fund.
These include expenses associated with police officers serving entertainment areas; a
portion of fire rescue services from Fire Stations 1 & 2; ocean rescue services; enhanced
code compliance provided to respond to evening entertainment area violations and staffing
of special events; other code compliance activities in tourism and visitor related
facilities/areas; Tourism and Culture Department and the Cultural Arts Council; museums
and theaters (Garden Center, Bass Museum, and Colony Theater); golf courses (net of
revenues); Memorial Day and other special event costs; homeless services; July 4th;Visitor
Center funding; holiday lights; Jewish Museum; Miami Design Preservation League(MDPL);
Orange Bowl; monuments; etc.
The total proposed Resort Tax Fund transfer to the General Fund for FY 2015/16 is
approximately $36.5 million.
VALUE OF SERVICES FOR TAX DOLLARS PAID
Between FY 2007/08 and FY 2014/15, the General Fund absorbed almost $51 million in
reductions (almost 17 percent of the $244 million FY 2011/12 General Fund budget) and
eliminated 295.5 full-time and 11 part-time positions across all funds.
•
Adopting Tentative Budgets
September 10, 2015
Page 10
Further, a total of approximately $20 million in employee "give-backs" were achieved
between FY 2009/10 and FY 2011/12, through a combination of freezing cost of living
adjustments for all employees for two and one-half years, elimination of merit increases for
all employee except members of the Fraternal Order of Police (FOP) and International
Association of Firefighters) IAFF, increased contribution to pension for all employees except
members of FOP and IAFF, pension plan changes for the Miami Beach Employees
Retirement Plan, increased contributions for take-home vehicles by FOP members for 18
months, reduced holiday pay for IAFF members, and increased contributions to health
_ insurance by members of the FOP and IAFF for 18 months. In addition, the FY 2012/13
budget included $918,000 in employee"give-backs", the FY 2013/14 budget included $4.6
million, and the FY 2014/15 included $1.9 million. Combined with approximately $27.8
million in employee "give-backs" achieved between FY 2009/10 and FY 2014/15, this
represents $78.7 million in combined "givebacks" and reductions over 8 years.
All of the givebacks achieved, except the 18 month increased contribution to health by FOP
and IAFF and the increased contributions for take-home vehicles by FOP members for 18
months, represent ongoing, recurring savings to the City and the employee givebacks
contribute significantly towards the City's strategic goal (key intended outcome) to control
payroll costs.
Although the economy appears to have stabilized, the impact of the recent recession
impacted both property tax revenues as well as pension costs. Therefore,the City's strategy
continues to consider the long term financial sustainability of the City. Beginning with the
development of the FY 2009/10 budget, a strategy was developed to address short-term,
mid-term and long-term financial needs.
• Strategies to address short-term financial needs included ongoing efficiencies and _
wage concessions by employees.
• Mid-term financial sustainability was addressed by pension concessions from current
employees in the Miami Beach Employees Retirement Plan
• Longer term financial sustainability is enhanced by the pension plan restructures that
have been put in place for employees in the City's retirement plans. For example,for
General Employees, the plan restructure proposed for new employees is projected
by the City's actuary to reduce the City's annual required contribution by almost$1
million in FY 2012/13, with additional reductions annually as the number of
employees in the Miami Beach Employees Retirement Plan hired after October 1,
2010 continues to increase. Further, additional pension plan reform
recommendations were developed by the City's Budget Advisory Committee(BAC)
for the Fire and Police Pension Plan for consideration as part of the FY 2013/14
adopted budget. While the specific BAC recommendations were not implemented,
the pension reform agreed upon by IAFF and FOP generated savings is in excess of
the BAC recommendations: $5.6 million in the first year, $1.9 million in the second
year, and $140 million net present value over 30 years.
With the proposed$1.2 million in efficiencies incorporated in the Proposed Work Plan
and Budget for FY 2015/16, the 9 year total of reductions and employee givebacks is
approximately$80 million.
Adopting Tentative Budgets
September 10, 2015
Page 11
FY 2015/16 9-Year Total
General Fund $Impacts FT PT $Impacts FT PT
Public Safety ($8,021,095) (71.0) 1.0
Operations (773,000) ($6,899,867) (66.0) (23.0)
Administrative Support (438,750) ($3,685,444) (33.4) 1.0
Econ&Cultural Dev ($1,235,426) (17.0) -
Citywide ($1,619,642) - -
Subtotal $ (1,21 1,750) - - ($21,461,474) (1 85.4) (21.0)
Transfers ($23,168,966) - -
Total $(1,211,750) - - $(44,630,440) (185.4) (21.0)
Internal Service Funds ($3,871,225) (57.1) -
Enterprise Funds ($3,651,021) (53.0) 10.0
GRAND TOTAL REDUCTIONS $(1,21 1,750) - - $(52,152,686) (295.5) (11.0)
Estimated Employee Givebacks ($27,833,360) - -
GRAND TOTAL REDUCTIONS AND GIVEBACKS $(1,21 1,750) - - $(79,986,046) (295.5) (11.0)
The 2015 Environmental Scan conducted as part of the strategic planning process showed
that the average daily population in the city has grown 36.5 percent from 2004 to 2014.
Much of this increase consists of additional tourists (88 percent), seasonal residents (59
percent), and non-tourist beach visitors(85 percent). Having over one-third more people in
the city over the last ten years,without an offsetting increase in budget can result in services
becoming degraded over time. The chart below shows the General Fund budget and
General Obligation Bond Debt Service budget divided by the average daily population from
2007 to 2014. The chart shows that the average daily population has grown faster than the
budget and that the FY 2013/14 amount is 13 percent below the FY 2006/07 amount.
General Fund and G.O. Debt Budget by Average Daily Population 2007— 2014
1,600 —
1,498 1,465
1,381
1.400
1,282 1273 1,305
1,249
1,200
■ U 1.000
111 ■ -
U U ■
Boo
600
200
2006-07 2007-08 2008-09 2009-10 2010-11 2011-12 2012-13 2013-14
Note:Average Daily Population for FY 2014-15 not available •GF Exp per ADP •GO Debt per ADP
until end of calendar year
Despite the 36.5 percent growth in average daily population and tourism, the City's position
count has remained relatively flat as shown in the chart below. The overall position count is
62 positions or 2.9% less in FY 2015/16 than it was nine years ago in FY 2006/07.
Adopting Tentative Budgets
September 10, 2015
Page 12
Position Count FY 2006/07 to FY 2015/16
2,300
2,200 --
2,100 _ - -
2,000
1,900
1,800 618 609 = - y 591
1,700 608 582 MN M. 556 561
Loo
1,500 521 574 566 -
1,000
1,300 .
1,200
1
•
,100
1,000 i-
__ 1111_
900
800 1,509 MO 200 1,4 41 1 1 1,417 1,474
500 00 ® 1,399 1,345 1,273 1,322 - _ 1,337 ,38 El
300
300
100 -----
100 •
2006/07 2007/08 2008/09 2009/10 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16
•General Fund •Other Funds
PROPOSED FY 2015/16 ENTERPRISE FUND BUDGETS
Enterprise Funds are comprised of Sanitation, Water, Sewer, Stormwater, Parking, and
Convention Center Departments. The FY 2015/16 Enterprise Funds Budget is $208.9
million. This represents an increase of $29.0 million (16 percent) from the FY 2014/15
budget of$179.8 million, primarily due to:
• Water reflects a 5 percent rate increase from $4.43 to $4.65 per thousand gallons
primarily to cover debt service on approximately$35 million in capital improvements
to the water system. The monthly water bill for a customer that consumes 5,000
gallons a month will increase$1.10 and 11,000 gallons a month will increase$2.42.
• Sewer reflects a 9 percent rate increase from $7.55 to $8.23 per thousand gallons
primarily to pass on a 9 percent increase of fees charged by Miami-Dade Water and
Sewer Department (WASD) to treat the City's wastewater, to cover debt service on
approximately $18 million in capital improvements to the sewer system, support an
enhancement of two positions to enhance preventive maintenance program to the
sewer infrastructure system. The monthly sewer bill for a customer that consumes
5,000 gallons a month will increase$3.35 and 11,000 gallons a month will increase
$7.37.
• A $18.9 million increase in Parking rate fee revenue to modify driver behavior to
better manage parking demand through financial incentives and to fund several
transportation initiatives such as:the expanded Trolley system including North, Mid,
and South trolleys as well as a Collins Link; the Intelligent Transportation System
and Parking Management System; three additional Parking Garages in North and
Middle Beach as well as on Washington Avenue; an enhancement to expand
loading zone enforcement from the entertainment district to citywide to minimize
double parking and promote smooth traffic flow; and an additional sanitation crew
added during FY 2014/15 to enhance parking lot cleanliness.
Adopting Tentative Budgets
September 10, 2015
Page 13
• A Stormwater enhancement of $79,000 for two positions to enhance preventive
maintenance program to the storm water infrastructure system.
• A Sanitation enhancement of$132,000 to expand the"can on every corner"initiative
by adding 100 more litter cans across the city.
PROPOSED FY 2015/16 INTERNAL SERVICE FUND BUDGETS
Internal Service Funds are comprised of the Central Services, Fleet Management,
Information Technology, Risk Management, Medical & Dental and Property Management
Divisions. The FY 2015/16 Internal Service Fund budget is $80.4 million, or 2.5%, more
than FY 2014/15. Internal Service costs are completely allocated to the General Fund and
Enterprise Fund departments, Special Revenue Funds, and the Risk Management Fund
reimburses the General Fund for the cost of legal services.
PROPOSED FY 2015/16 RESORT TAX FUND BUDGET
The FY 2015/16 Resort Tax budget is $78.6 million, an increase of $15.7 million or 25
percent from FY 2014/15. This increase reflects the continued increase in resort tax,
revenues and the anticipated implementation of an additional 1 percent resort tax to pay for
the Convention Center Renovation project.
• New enhancement of$100,000 for the July 4th event in North Beach.
• Maintains $542,000 to support the initiative to provide better service at beachfront
restrooms by adding attendants to the beachfront restrooms in Lummus Park and 21st
street on weekends, holidays, and special events and $200,000 to deploy an interim
Intelligent Transportation System (ITS)solution for major special events and high impact
periods. •
• $36,554,000 (a $2.47 million increase) is provided to the General Fund to support new
and continuing tourism eligible expenditures such as more proactive code enforcement,
cleanliness index, park ranger program, homelessness at Lummus Park, hurricane and
disaster preparation equipment, increased support for the Miami Beach Botanical
Garden, public safety programs such as ocean rescue, police services on Lincoln Road,
Ocean Drive/Lummus Park, Collins Avenue, Washington Avenue, ATV officers,
Boardwalk security, special traffic enforcement and special event staffing; and fire
rescue units in tourist and visitor areas. The funding also supports code compliance
services to respond to evening entertainment areas and provides for a portion of the
operational costs of the Tourism and Cultural Development.
• Maintain $3 million for enhancing the outcomes from major events such as Memorial
Day, including management, Goodwill Ambassadors.
• The contribution to the Miami Beach Visitor and Convention Authority will increase from
$2.4 million to $2.67 million based on the legislated funding formula.
I
Adopting Tentative Budgets
September 10, 2015
Page 14
• Maintain$350,000 is provided to continue the local Miami Beach marketing campaign,to
be matched with funds from the Greater Miami Convention and Visitors Bureau, the
Miami Beach Visitor and Convention Authority, and the Cultural Arts Council.
• Increase from $230,000 to $300,000 for enhanced holiday decorations.
• , Y
of the Miami Beach Bowl or equivalent
$200,000 contribution to help offset expenses o t e q
event.
• The first of a 15 year annual contribution of$1 million to Mount Sinai Medical Center to
fund the design and construction of a new Emergency Room facility.
• The contribution to the greater Miami Convention and Visitors Bureau remains flat at
$5.4 million pending contract negotiations expected to result in a performance-based
contract.
• Estimated debt issuance costs of$2.1 million associated with the planned Resort Tax
revenue bonds for the redevelopment of the Miami Beach Convention Center.
CONCLUSION
In summary,the proposed millage rate decrease of 0.1114 mills meets the remaining millage
rate goal to lower the millage rate to the level in FY 2009/10 as property values have
increased over time. In addition, the proposed millage rate does not result in a property tax
increase to median or average property owners that qualify for the homestead exemption
and the Save Our Homes cap. The FY 2015/16 Budget includes service level
enhancements that address high priority needs of the City as identified through the strategic
planning process and 2014 Community survey.
The Administration recommends adoption of the attached Resolution which establishes
tentative budgets for General, G.O. Debt Service, RDA Ad Valorem Taxes, Enterprise, and
Internal Service, and Special Revenue Funds for FY 2015/16, subject to a second public
hearing scheduled on Wednesday, September 30, 2015 at 5:01 P.M.
Attachments
JLM/JW
1
M 4111111111 H
1915 • 2015
MIAMIBEAC
City of Miami Beach, 1700 Convention Center Drive, Miami Beach, Florida 33139,www.miamibeachfl.gov
Jimmy L. Morales, City Manager
Tel: 305-673-7010, Fax: 305-673-7782
September 10, 2015
Honorable Mayor Philip Levine and Members of the City Commission:
I am pleased to transmit the Proposed Work Plan and Operating Budget for Fiscal Year (FY)
2015/16, commencing on October 1 , 2015 and ending on September 30, 2016, including the
Proposed Work Plan, the Proposed Operating Budget, the Proposed Capital Budget, and the
associated Capital Improvement Program for FY 2016/17 through FY 2019/20. The total
Proposed General Fund Operating Budget is $300.3 million, which is $20.3 million or 7.2 percent
more than the FY 2014/15 adopted budget of $280.0 million.
Further, General Fund reserve levels as of September 30, 2014 for the 11 percent emergency
reserve and the 6 percent contingency goal were a total of $43.6 million. The 11 percent General
Fund emergency reserve requirement for FY 2015/16, based on the proposed operating budget
(net of capital transfers and reserves) is $32.1 million. This results in $1 1 .5 million (or 4.0 percent)
available for additional contingency, if there are no additional changes in fund balance, and no
additional transfers made.
BUDGET HIGHLIGHTS
• The FY 2015/16 budget includes $1.2 million of reductions/efficiencies as
well as $4.2 million of service enhancements to address priorities in the
City's Strategic Plan
• The proposed millage rate decrease of 0.1114 mills meets the remaining
millage goal to lower the millage rate to the level in FY 2009/10 as property
values increase over time.
• The proposed millage rate results in a slight property tax decrease to
median or average property owners that qualify for the homestead
exemption and the Save Our Homes cap.
• The proposed property tax levy is only $4 million more in FY 2015/16 than
it was nine years ago in FY 2006/07. Overall position count is still 2.9
percent less than in FY 2006/07.
•
FY 2015/16 Proposed Work Plan and Budget Message
Page A-2 •
•
The City's Proposed Operating Budget in total for FY 2015/16 is $573.1 million including the
General Fund, General Obligation Debt Service, Enterprise Funds, Special Revenue Funds and
Transfers to the Redevelopment District. This amount is net of Internal Service Funds and Interfund
Transfers.
The City of Miami Beach has experienced significant change in the last several years, due to
changes in property tax legislation, properly values that first increased and then declined, and
increasing pension plan contributions due to the downturn in the investment market.
In FY 2010/11 the city's approach to addressing the then deficit of $32 million included a
distribution of the shortfall between taxpayers and employees. Taxpayers had their tax rate
increased from 5.9123 to 6.5025, an increase of 0.5902 mills. The goal of the Commission has
been to bring them back to that level .as property values increase over time. It should be
remembered that between FY 2009/10 and FY 2010/11 values declined by $2.6 billion driving
the need for an increase in the millage.
In FY 2011/12 the City took its first step in that direction with a reduction in the millage rate of
0.0486 mills. The millage rate for FY 2012/13 reduced the millage by an additional 0.1062 mills.
In the FY 2013/14 budget, the millage rate was reduced 0.2314 mills and in the FY 2014/15
budget the millage rate was reduced 0.0926 mills. Over four years, this reduction represented 81
percent of the goal to get back to a millage rate of 5.9123. The remaining goal for millage
reduction is 0.1 1 14.
For FY 2015/16, the Administration proposes a total combined millage rate for the City of Miami
Beach of 5.9123, which represents a decrease of 0.1 1 14 mills. This amount meets the remaining
millage rate goal to lower the millage rate to the level in FY 2009/10 as property values have
increased over time. In addition, the proposed millage rate does not result in a property tax
increase to median or average property owners that qualify for the homestead exemption and the
Save Our Homes cap.
As shown in the table below, in prior years the City of Miami Beach significantly reduced tax rates
as property values increased. Between FY 1999/00 and FY 2009/10, total combined City of
Miami Beach property tax rates declined approximately 2.8 mills. In FY 2007/08 alone, the
millage rate declined by approximately 1 .8 mills, with annual savings to the average homesteaded
property of over $400.
FY 2015/16 Proposed Work Plan and Budget Message
Page A-3
Property Value, Millage and Property Tax Levy
Millage Rates Tax Levy(in millions)
General
Fund Total
Final/Revise Total (including S.
Taxable d Taxable Combined Gneral Pointe, and
Taxable Property Values Values Citywide Fund/RD Total Tax Levy Renewal&
Values Chart (billions) (billions) Millage A Millage including Debt Replacement)
FY 1997/98 $ 6.46 $ 6.40 9.2100 7.4990 $ 57.45 $ 46.78
FY1998/99 $ 6.97 $ 6.87 8.9830 7.4990 $ 60.37 $ 44.66
FY 1999/00 $ 7.66 $ 7.54 8.6980 7.4990 $ 64.29 $ 47.36
FY2000/01 $ 8.37 $ 8.22 8.5550 7.3990 $ 69.08 $ 49.75
FY2001/02 $ 9.40 $ 9.22 8.3760 7.2990 $ 75.97 $ 54.37
FY2002/03 $ 10.56 $ 10.41 8.3220 7.2990 $ 84.81 $ 61.05
FY2003/04 $ 12.09 $ 11.85 8.1730 7.2990 $ 95.39 $ 68.17
FY2004/05 $ 14.04 $ 13.86 8.1730 7.4250 $ 110.74 $ 79.38
FY2005/06 $ 17.45 $ 17.15 8.0730 7.4810 $ 135.91 $ 111.69
FY2006/07 $ 22.74 $ 22.26 7.6730 7.3740 $ 168.38 $ 140.31
FY2007/08 $ 26.85 $ 26.14 5.8970 5.6555 $ 150.42 $ 125.33
FY2008/09 $ 26.90 $ 25.89 5.8930 5.6555 $ 150.59 $ 125.94
FY2009/10 $ 24.70 $ 23.24 5.9123 5.6555 $ 138.70 $ 115.73
FY2010/11 $ 22.10 $ 20.97 6.5025 6.2155 $ 136.55 $ 112.14
FY201 1/12 $ 21.98 $ 20.75 6.4539 6.1655 $ 134.75 $ 1 1 1.29
FY2012/13 $ 23.07 $ 22.02 6.3477 6.0909 $ 139.10 $ 114.32
FY2013/14 $ 24.66 $ 23.64 6.1163 5.8634 $ 143.261 $ 1 17.41 1
FY2014/15 $ 27.10 $ 26.27 6.0237 5.7942 $ 155.101 $ 127.76'
FY2015/16 $ 30.70 * 5.9123 5.7092 $ 172.39 $ 143.16'
Further, although the City increased the operating tax rate by 0.56 mills in FY 2010/11 , the City's
proposed combined millage rate is now the same as in FY 2009/10 and rate remains
approximately 2.8 mills lower or 33%, than it was in FY 1999/00. As a result, the proposed
property tax levy is only $4 million more in FY 2015/16 than it was in FY 2006/07.
TOTAL COMBINED MILLAGE
10.0000
9.0000
EEIIIII 111111111 1111
fp
0 00D IIIIuIIuIuIIIIIIuI
4.0000 I1IIIIIIIIIIIIIIII
3.0000 111111111111111111
20600 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1
L0000
0.0000
98 99 00 01 02 03 04 05 06 07 08 09 10 11 12 13 14 15 16
Fiscal Years
FY 2015/16 Proposed Work Plan and Budget Message
Page A-4
Property Values and Tax Levy
240 --- 30 0
_ 220 - - -
T 200 - -- - -
180 - - � 111 cncl)
- _-
20
3; 180
140 - - - cu.-
120 -
0
100 � I � - O N
'07 '08 '09 '10 '11 '12 '13 '14 '15 '16
ME Property Values - -Tax Levy including Debt
Today's General Fund Operating Budget also reflects greater diversification of revenues since FY
2006/07. The Proposed Work Plan and Budget includes $36.5 million in resort taxes to fund
tourism-eligible expenditures and a $8.4 million transfer of Parking Operations Fund year-end
surplus. In large part due to these alternative sources, property tax revenues represent less
than half (47.7 percent) of the total funding for the General Fund budget, as
compared to 59 percent in FY 2006/07, a significant reduction over the past several years.
Between FY 2007/08 and FY 2014/15, the General Fund absorbed almost $51 million in
reductions (almost 17 percent of the $244 million FY 2011/12 General Fund budget) and
eliminated 295.5 full-time and 11 part-time positions across all funds. Combined with
approximately $27.8 million in employee "give-backs" achieved between FY 2009/10 and FY
2014/15, this represents $78.7 million in combined "givebacks" and reductions over
8 years.
FY 2014/15 Adopted 8-Year Total
General Fund $Impacts FT PT $Impacts FT PT
Public Safety (3.0) ($8,021,095) (71.0) 1.0
Operations ($6,126,867) (66.0) (23.0)
Administrative Support (60,000) 1.0 ($3,246,694) (33.4) 1.0
Econ&Cultural Dev ($1,235,426) (17.0) -
Citywide ($1,619,642) - -
Subtotal $ (60,000) (2.0) - ($20,249,724) (185.4) (21.0)
Transfers ($23,168,966) - -
Total $ (60,000) (2.0) - $ (43,418,690) (185.4) (21.0)
Internal Service Funds (19.0) ($3,871,225) (57.1) -
Enterprise Funds ($3,651,021) (53.0) 10.0
GRAND TOTAL REDUCTIONS p$ (60,000) (21.0) - $ (50,940,936) (295.5) (11.0)
Estimated Employee Give backs* ($1,900,000) ($27,833,360) - -
GRAND TOTAL REDUCTIONS AND GIVEBACKS P$ (1,960,000) (21.0) - �$ (78,774,296) (295.5) (11.0)
The proposed FY 2015116 General Fund budget adds $1.2 million in efficiency
reductions.
FY 2015/16 Proposed Work Plan and Budget Message
Page A-5
Of note, the FY 2015/16 General Fund Budget is about $62.6 million (26 percent) more than the
FY 2006/07 budget, despite pension contribution increases of $29.3 million during the same
period. Inflation from October, 2006 through June, 2015, a similar period, was approximately 18
percent. This reflects a significant decrease across all other expenditures during that time period.
At this point, annual contributions to the City's two pension plans alone represent more than $52.4
million (17 percent) of the total General Fund budget. As a result, pension reform continues to be a
high priority for the City. During FY 2014/15 both pension boards voted to decrease the
investment rate of return for their plans to more conservative assumptions over the next several
years. The impact to the FY 2015/16 Budget from the annual required contribution (ARC) for both
plans is $2.9 million. It should be noted that the ARC for both funds would have been much less
without the change in the investment rate assumptions. The funded net position as a percentage of
total pension liability is 76 percent for the Fire and Police plan and 77 percent for the General
Employees plan.
FY 2015/16 PROPOSED WORK PLAN AND BUDGET OVERVIEW
As in past years, the Proposed Work Plan and Budget was developed through an intensive review
process with our City Commission. Preliminary budget information was provided at the
Commission Retreat on May 29'h and in meetings with the Finance and Citywide Projects
Committee (FCWPC) on June 3rd, July 1", and July 17'h.
GENERAL FUND CURRENT SERVICE LEVEL BUDGET DEVELOPMENT
The General Fund is the primary source of funding for the majority of City services. Revenues are
derived from ad valorem property taxes, franchise and utility taxes, business license and permit
fees, revenue sharing from various statewide taxes, user fees for services, fines, rents and
concession fees and interest income. Additionally, intergovernmental revenues from Miami-Dade
County and Resort Taxes contribute funding for tourist-related activities provided by General Fund
departments.
The first step in preparing the FY 2015/16 budget was an evaluation of Current Service Level (CSL)
revenues and expenditures. CSL revenues represent the amount of revenues that would be
generated based on existing tax rate, fees and charges. CSL expenditures represent the
expenditures associated with providing the same level of service next year as in the current budget
year.
At the Strategic Planning Retreat on May 29, 2015, the Commission was briefed regarding the
preliminary General Fund Current Service Level (CSL) budget. The CSL represents the cost of
providing the same level of services as in the prior year and serves as the baseline of funding for
the budget process.
FY 2015/16 Proposed Work Plan and Budget Message
Page A-6
Property taxes comprise 46% of the total General Fund revenue and are a key driver of CSL
revenues. The Property Appraiser provided the preliminary 2015 property values on June 1 , 2015.
The Commission was briefed regarding the updated CSL budget at the June 3rd Finance & Citywide
Projects Committee. The preliminary 2015 property values increased 12.0%, which resulted in an
increase of $14.6 million in General Fund property tax revenues.
CSL revenues were estimated to increase $16.1 million due to an $14.6 million increase in
property tax revenues (assumed keeping the operating millage rate the same), a $2.6 million
increase in non-property tax revenues including an increase in the Resort Tax contribution of $1 .7
million for items added in mid-year and annualized items from FY 2014/15, and a decrease in
prior-year set-aside (one-time revenue) of $1 .6 million. These figures do not assume additional
contributions from the Resort Tax or Parking Funds.
CSL expenditures were estimated to increase $12.5 million due to the following:
• Higher pension contributions of $2.8 million as both pension boards voted to lower the
investment rate assumption
• 0-2% merit pay: $2.2 million
• Spike in leave payouts from retirements, DROP, and separations from the city: $1 .2 million
• Annualized costs for items added during FY 2014/15 such as $1 .64 million for the new
landscaping contract, $534,000 for PC replacement from 5 to 3 years, $332,000 for
body camera maintenance, and $249,000 for Energov permitting software maintenance.
• Annualized costs for items added mid-year including $802,000 for staffing of 6 new
lifeguard stands, $285,000 for enhanced tuition reimbursement program, $283,000 for
pre-employment background checks, $276,000 for license plate reader on MacArthur
Causeway, $204,000 for additional windstorm insurance, $128,000 for security guards
on 4th floor of City Hall and at Housing & Community Services, and $105,000 for
Executive Services Program.
• Other miscellaneous cost increases to CSL include $210,000 for higher general liability
legal fees and workers comp legal fees based on trend, $160,000 for outside legal
counsel for labor negotiations and Watson Island, $157,000 for actuary and pension
attorney for labor negotiations, and $154,000 for electricity for new streetlights (21%
increase in inventory) and irrigation costs from recently completed capital projects.
• These expenditure figures do not assume additional savings from potential efficiencies or
reductions.
The preliminary CSL based on June 15' property values had a revenue increase of $16.1 million and
an expenditure increase of $12.5 million for a net surplus of $3.6 million. At the June 3rd Finance
and Citywide Projects Committee meeting, direction was given to assume a millage rate reduction
of 0.0557, which represented half of the remaining millage rate goal. The millage rate reduction
reduced the projected CSL surplus to $2.5 million.
FY 2015/16 Proposed Work Plan and Budget Message
Page A-7
APPROACHES TO BALANCE
At the July 1" Finance and Citywide Projects Committee meeting, direction was given regarding the
proposed Millage Rate, enhancements and efficiencies for the Operating Budget, and changes to
the Capital Budget.
The impact of the change from the June 15t preliminary taxable values of 12.0 percent to the July 1St
certified taxable values that increased 13.3 percent was calculated at $1 .2 million. The Committee
voted to reduce the combined millage rate by the remainder of the millage rate goal, 0.1 1 14 mills,
which reduced the surplus by $1 .1 million. The proposed millage rate was reduced from 6.0237
to 5.9123 and is now the same as it was in FY 2009/10 prior to the millage rate increase in FY
2010/11 of 0.5902.
On July 1st, the Committee accepted the recommended reductions/efficiencies except for the
recommended reduction in City Clerk — Central Services for $27,100 to eliminate printing of
Commission meeting agendas, Commission committee agendas, Land Use Boards agendas, and
annual Budget documents. The updated savings from the recommended reductions/efficiencies
totals $1 ,211 ,750.
The Committee also recommended accepting the proposed additions and service enhancements
with the following changes listed below:
• Remove $100,000 for the Climate Action Plan in Building-Environmental Management
• Remove $150,000 for the North Beach Marketing funds in Tourism, Culture, & Economic
Development (funded by Resort Tax)
• Offset 50 percent ($55,000) of the Assistant Director in Tourism, Culture, & Economic
Development from Resort Tax funding
• Offset the $220,000 cost of the Urban Forestry Tree Preservation Program in Public Works
by budgeting the fee revenue associated with the new program
• Add $200,000 for Out-of-Region Data Center in Information Technology
• Add $500,000 in a reserve to offset the future cost of the Public Safety Radio project in
Emergency Management/9-1-1
Following the July 1" meeting, an additional savings of $130,000 was identified in the Current
Service Level Budget from funding the Fire Boat in FY 2014/15 instead of FY 2015/16.
At the July 17th Finance and Citywide Projects Committee meeting, the following two changes were
made to the list of proposed additions and service enhancements:
• Add $45,000 for one of two requested positions for the City Attorney Fellowship Program
• Reduce Parking's Loading Zone Program request from 12 to 8 positions (Parking Fund)
FY 2015/16 Proposed Work Plan and Budget Message
Page A-8
The updated recommended enhancements total $3,869,000, which is offset by $530,000 from
additional Resort Tax contribution for tourism-eligible enhancements. The remainder of the,surplus
totaling $102,750 was placed into General Fund-Contingency in Citywide.
After the July 17th Finance Committee meeting, an enhancement was added consisting of three
Code Compliance Officers in the Entertainment District to augment the existing two positions added
during FY 2014/15. These positions would be assigned along Ocean Drive, Espanola Way, and
the southern portion of Collins Avenue and Washington Ave. In the last four years, twenty-three
additional ordinances have been implemented and caseloads have almost doubled since FY
2010/11 . The cost of this enhancement is offset by additional contribution from Resort Tax.
,Preliminary CSL surplus 3,600,000
on June 1st values
;Milla e rate reduction 1,100,000_
-_50% of remaining millage rate goal
-;Updated CSL surplus 2,500,000
Recommended_enhancements _ ' -(4,109,000)± -
:Additional Resort Tax contribution ! 770,000
'Recommended reductions/efficiencies 1,21 1,750
!Change in taxable values ' 1,200,000
;--based on July lstvalues
;Additional Milla e rate reduction 1,100,000
--Remainder of millage rate goal
J! : (500,000)i
Savings to CSL from Fire Boat -- 130,000 '
!Additional Contingency (102,750);
'After July 17th Finance Committee
Code Officers for Entertainment Districi (240,000);
Additional Resort Tax Contribution 240,000
!Total surplus/(shortfall)
FY 2015/16 Proposed Work Plan and Budget Message
Page A-9
Efficiencies and Reductions •
City departments continue to be proactive in identifying additional efficiencies to their current
service level programs and services. As with the preparation of budgets for the last eight years,
departments are continuing to analyze their budget from two perspectives: 1) reviewing for
potential efficiencies, reorganizations to reduce cost, etc., without adversely impacting services;
and 2) performing a modified zero-based analysis of each department budget, identifying potential
service reduction alternatives versus core functions. As P rocess,art of the FY 2015/16 budget P g
the Finance & Citywide Projects Committee requested that departments submit lists of potential
reductions/efficiencies totaling 5 percent of their FY 2014/15 budgets. The lists were reviewed
extensively by the City Manager, Executive Team, Department Directors, and the Budget Office. At
their July 1St meeting, the Finance & Citywide Projects Committee accepted $1 ,211 ,750 of the
recommended reductions/efficiencies recommended by staff. In addition to the summary below, a
list of the proposed reductions/efficiencies can be found in Attachment A.
• Move the elevator section from Building to Public Works: The elevator section currently
operates from the Building Department and has annual offsetting revenue. It has been
determined that this revenue is not restricted for building enforcement purposes. As such,
the function and offsetting revenue can be moved to Public Works and result in a net
savings to the General Fund of $658,000.
• Eliminate the Ethics Hotline: This reduction eliminates the Ethics Hotline funded during FY
2013/14, but not implemented. The recommended approach is to leverage the existing FBI
corruption hotline which is currently advertised on the City's website and MBTV. The FBI
corruption hotline is preferable to an internal ethics hotline because it offers a potential
whistleblower greater protection from an independent law enforcement agency. The City
currently has a police officer assigned to the FBI public corruption investigation task force.
In addition, the Miami-Dade County Office of the Inspector General has a "Report Fraud"
phone number at 305-579-2593.
• Eliminate the Green Team: This $1 15,000 reduction eliminates the "Green Team" funded in
FY 2013/14, but not implemented. These positions were planned to increase the City's
monitoring of waste runoff pending the City obtaining some level of jurisdiction that ensured
the enforcement authority over grease traps by Q2-2015. DERM has not relinquished the
authority for the City to have full jurisdiction over grease trap investigations and penalties so
these positions were never filled.
• Reduce Investment Advisory Services fees: Due to a newly negotiated contract, the custodial
fees and arbitrage costs for the Investment Advisory Services fee can be reduced $207,000
without impacting service levels.
• Reduce medical shelter beds budget: In the past, clients with medical impairments have
been placed in a medical shelter bed instead of a normal shelter bed, resulting in additional
costs. Shelters have become increasingly ADA compliant resulting in less of a need for
specialized medical beds. The recommended reduction of $27,450 is not anticipated to
FY e 2015/16 Proposed Work Plan and Budget Message
P 9 9
Page A-10
have a negative effect as the remaining funding in the program budget is expected to meet
the anticipated need for medical beds. This need is anticipated to continue to decrease
over time.
• Reduce criminal background checks budget: The recommended reduction has no .impact
due to new criminal background check contract costs being $4,800 less than prior contract.
• Accelerate planned implementation of Virtual Desktop Infrastructure: The implementation of
Virtual Desktop Infrastructure was planned for a limited implementation in FY 2016/17 and
this reduction of $100,000 accelerates the rollout to FY 2015/16. Select users that are
scheduled to have their PC's replaced will use Dell Virtual Desktop Infrastructure instead of a
traditional PC. There may be initial challenges and lessons learned as part of the initial
rollout, but there is potential for substantial long-term savings.
• Estimated anticipated savings from Telecom Audit: A telecom audit has been initiated during
FY 2014/15 that is anticipated to result in savings from billing errors, etc. The last audit
was performed 1997. The audit is anticipated to have a minimal impact to users. IT staff is
impacted as there is an amount of effort and labor that is involved. The more effort that IT
and the selected vendor put forth, the more likely that savings are found. However, the
labor committed to doing this reduces the work capacity for other projects. The
recommended reduction of $50,000 reflects a realistic savings target that could increase to
as much as $250,000.
• Eliminate distribution of solicitation documents via CD's: The City Code requires that as part
of the bid solicitation process, bidders are required to pay $20 per CD to pick up copies of
the construction documents. This $1 ,500 reduction will result in distribution of construction
documents via a File Transfer Protocol (FTP) or the Public Purchase Website. This reduction
would require a change to the City Code.
• Eliminate newspaper advertisements for bids under $300,000: The City Code requires that
bids shall be published once in at least one official newspaper having general distribution
in the city and at least five working days preceding the last day set for the receipt of
proposals. Most bidders today, rather than relying on newspaper advertisements, rely on
electronic bid notification systems. The City uses one such system, Public Purchase, to
advertise all competitive solicitations. Florida statutes only require that bids for construction
over $300,000 be advertised. This reduction would require a change to the City Code.
Service Enhancements
The proposed enhancements found in Attachment B reflect services that our residents and businesses
identified as important to them during the 2014 Community Satisfaction Survey or priorities
identified at the City Commission retreat on May 29, 2015.
FY 2015/16 Proposed Work Plan and Budget Message
Page A-11
Highlights of the $4.2 million of enhancements funded across all funds to address priorities in the
City's Strategic Plan include:
• Improve traffic and mobility by adding an additional police motor unit and expanding the
Freight Loading Zone program throughout the city
• Increase public safety by supporting the State Attorney's Human Trafficking Task Force and
implementing a License Plate Reader system on MacArthur Causeway
• Improve policing culture by reimbursing ten police recruits to complete Police Academy
training instead of only hiring certified officers with previous experience
• Enhance beautification by creating an Urban Forestry Tree Preservation program,
developing a GIS tree inventory, and participating in the Fairchild Botanical Gardens
Million Orchid project
• Enhance programming for various recreation programs as follows: additional inclusionary
aides to meet the demand for special need children to be enrolled in summer camps;
funding for a second season of Little League Baseball; expansion of elderly programming
from North Shore Park Youth Center to Iwo additional locations in central and south beach;
an increase in year-round level of service citywide for youth programming with new
educational and cultural programs and at additional sites; the addition of Nautilus Middle
School as an additional site for teen programming; the enhancement of special community
events such as Winter Wonderland and Cupid's Carnival with additional rides and
activities; meeting increasing demand for elderly programs and events by increasing
funding for the Senior Enhancement Transportation Service program.
• Preserve infrastructure by increasing pay-as-you-go funding from the General Fund for
capital projects from $1 .4 million to $2.4 million
• Increase response times for addressing high priority citizen issues/complaints by adding
two part-time positions to the newly created Rapid Response Team
• Enhance a more proactive code compliance environment by adding three Code
Compliance Officers in the Entertainment District to augment the existing two positions
added in FY 2014/15.
• Enhance opportunities for persons with disabilities by partially funding the para-rowing
program at the Shane Rowing Center
• Expand the "Can on Every Corner" initiative by an additional 100 locations
• Maintain plan review turnaround time within current targets (Residential - 7 days;
Commercial - 21 days) while absorbing the staffing impact of assigning building inspectors
to the Convention Center project
• Enhance preventive maintenance of storm water and sewer infrastructure
FY 2015/16 Proposed Work Plan and Budget Message
Page A-12
• Improve disaster preparedness by backing up City technology data/systems in an out-of-
region data center
• Several administrative enhancements including: enhance organizational capacity by
creating a Fellowship program to hire entry-level city attorneys; streamline records
management activities across the organization; improve code compliance oversight;
improve quality of 911 calls using off-site certified reviewers; improve oversight of bond
issuance and debt management function; increase oversight of HUD funded capital
activities; meet increasing demand for administrative support of the City's five Land
Development Review Boards; expedite procurements activity; reduce backlog of engineering
projects; address 21 percent increase in street light inventory; provide adequate oversight of
contracted grounds maintenance services; meet increasing demand for GIS programming
and support; enhance oversight of tourism, cultural, and economic development programs;
enhance capacity to develop and maintain mobile applications and web-based applications
Additional enhancements added mid-year during FY 2014/15 include the following:
• Improve traffic and mobility by expanding the City's trolley system from the existing North
Beach Loop to include a Mid Beach Loop, a South Beach Loop, and a Collins Link
• Increase public safety by adding six new lifeguard stands to the existing 29 locations
• Enhance parking lot cleanliness by adding a roving crew to address illegal dumping, litter,
and other deficiencies
• Improve educational excellence by developing an internship program with Florida
International University for 18-24 interns annually to gain real-life, hands-on work
experience
A list of potential additional enhancements requested by departments but not recommended by me
in the Proposed Budget can be found in Attachment C. While many of these potential
enhancements are important and should be considered over time, they were considered a lower
priority than those included in the FY 2015/16 Proposed Budget and Work Plan.
Increased Use of Resort Taxes to offset Tourism Eligible Expenditures in the
General Fund
Based on an outside consultant study conducted in 2010 using FY 2007/08 actual costs, it is
estimated that there are approximately $50.5 million in eligible resort tax expenditures in the
General Fund. However, $8.8 million of these costs were estimated as being addressed by
dedicated funding pursuant to the Miami-Dade County Convention Development Tax interlocal
agreement, thereby resulting in approximately $41.7 million in eligible Resort Tax expenses in the
General Fund.
FY 2015/16 Proposed Work Plan and Budget Message
Page A-13
These include expenses associated with police officers serving entertainment areas; a portion of fire
rescue services from Fire Stations 1 & 2; ocean rescue services; enhanced code compliance
provided to respond to evening entertainment area violations and staffing of special events; other
code compliance activities in tourism and visitor related facilities/areas; Tourism and Culture
Department and the Cultural Arts Council; museums and theaters (Garden Center, Bass Museum,
and Colony Theater); golf courses (net of revenues); Memorial Day and other special event costs;
homeless services; July 41h; Visitor Center funding; holiday lights; Jewish Museum; Miami Design
Preservation League (MDPL); Orange Bowl; monuments; etc.
The total proposed Resort Tax Fund transfer to the General Fund for FY 2015/16 is approximately
$36.5 million.
•
CONTINUE TO ADDRESS PRIORITIES IDENTIFIED BY THE COMMUNITY
In 2014, the City of Miami Beach conducted its fifth set of comprehensive statistically valid
community satisfaction surveys. The Community Survey was designed to receive both resident and
business input on quality of life, city services, and taxes; and to identify key drivers for
improvement.
The 2014 survey built on previous surveys in that many questions asked in previous studies were
included in the 2014 study so comparisons could be examined over time. Residents and business
owners were brutally honest in their ratings; nonetheless 4.out of 5 residents and business owners
would recommend the City of Miami Beach, and Residents rate the quality of life as very high.
Responses to many questions in the survey are highly correlated, i.e., if traffic is an issue (as it is to
a majority of residents), then ratings of other City services are influenced. Residential ratings for
quality of life and City services were down from 2012, although still high at 77 percent, with the
percentage of residents who would recommend Miami Beach as a place to live trending up at 81
percent. Unlike the residential survey, the overall snapshot of business ratings of the City were, on
the whole, not significantly different from the 2012 ratings, with a substantial number of services
received positive ratings ranging from 70 percent to 95 percent of businesses.
These results indicate general feedback and input from our residents and businesses on their level of
satisfaction with the services we provide, as well as refined priority areas for the organization to
focus on, and actionable recommendations for improvements to our services.
Detailed survey results are available on the City's website and the FY 2015/16 Citywide Work
Plan can be found in Attachment E.
FY e 2015/16 Proposed Work Plan and Budget Message
P g g
Page A-14
PREMIER NEIGHBORHOODS
Beauty of Neighborhoods
Enhancing the beauty and vibrancy of urban and residential neighborhoods is a Key Intended
Outcome in the City's strategic plan. The FY 2015/16 Budget includes funding to provide
adequate oversight of the Urban Forestry Tree Preservation Program and enforcement of the Tree
Preservation Ordinance No. 2014-3904 that was approved by Commission on November 19,
2014 by adding three positions in Public Works.
The new positions would enhance the City's ability to enforce the tenants
of the Tree Preservation Ordinance, provide Tree Work Permits more New Urban
expeditiously, and improve complaint and inspection request turnaround Forestry Tree
times. Under the new Ordinance, the City will be enacting its own tree Preservation
preservation program and be 100 percent responsible for issuing and program
enforcing tree work permits and tree related code violations as delegated
by Miami Dade County.
Also included are one-time funds to create a GIS Tree Inventory to allow for the proper monitoring,
maintenance, and enhancement of the citywide urban forest. The citywide GIS inventory would
enhance the City's ability to properly schedule and track tree/palm maintenance, monitor
problematic trees, and ensure replacement of tree canopy in areas with insufficient canopy
coverage.
Code Enforcement
The FY 2015/16 Budget includes funding to enhance a more proactive code compliance
environment by adding three Code Compliance Officers in the Entertainment District to augment the
existing two positions added in FY 2014/15. These positions would be assigned along Ocean
Drive, Espanola Way, and the southern portion of Collins Avenue and Washington Ave. In the last
four ears, twenty-three additional ordinances have been implemented and caseloads have almost
Y tY P
doubled since FY 2010/11 . This enhancement helps address the declining ratings regarding the
appropriate level of code enforcement in the 2014 Community Survey (62% compared to 71% in
2005).
Cultural and Recreational Activities
Several enhancements are included in the FY 2015/16 Budget that support the City's KIO for
enhancing cultural and recreational activities.
Programming for various recreation programs will be increased as follows: additional inclusionary
aides to meet the demand for special need children to be enrolled in summer camps; funding for
the second season of Little League Baseball; expansion of elderly programming from North Shore
Park Youth Center to two additional locations in central and south beach; funds to increase the
FY 2015/16 Proposed Work Plan and Budget Message
Page A-15
year-round level of service citywide for youth programming with new educational and cultural
programs and at additional sites; funding to add Nautilus Middle School as an additional site for
teen programming; additional funds to enhance special community events such as Winter
Wonderland and Cupid's Carnival with additional rides and activities; and more funding to meet
the increasing demand for elderly programs and events by increasing funding for the Senior
Enhancement Transportation Service program.
Opportunities for persons with disabilities will be enhanced through the City's contribution for the
para-rowing program at the Shane Rowing Center. The Miami Beach Watersports Center is a not-
for-profit organization that runs a premier rowing club with over 250 members, mostly all Miami
Beach residents. The Center has recently undertaken a Para-rowing program which teaches people
with disabilities how to row and provides a training facility for competitive para-rowers and have
been designated as Paralympic Sport Club by the US Olympic Committee.
The City will also participate in the Fairchild Botanical Gardens Million Orchid Project as one of
several municipalities that would begin to receive as many as 150 orchids throughout the next 3
years starting as soon as October, 2015. Fairchild Tropical Gardens proposes to introduce
millions of native orchids into the South Florida within the next five years.
Cleanliness
Cleanliness of our City continues to be a priority for our residents and businesses. The City uses a
quantitative index to assess the impact of these efforts and results have shown significant overall
improvement in the last nine years. In FY 2013/14, 87.2 percent of public areas citywide were
rated as clean or very clean compared to 65.2 percent in FY 2005/06.
The City's strategic plan includes key intended outcomes (KIOs) to improve cleanliness in high traffic
areas and city beaches, and to maximize deployment of trash cans citywide. The FY 2015/16
budget includes funding to expand the "can on every corner" initiative by adding 100 more trash
cans across the City. During FY 2014/15, the City Commission approved enhancing parking lot
cleanliness by adding a roving crew to address illegal dumping, litter, and other deficiencies.
The FY 2014/15 Budget included several enhancements that support cleanliness including: the
creation of two new indexes to improve the cleanliness and appearance of city parking garages
and public restrooms; several initiatives to improve the cleanliness and appearance of the City's
parking garages; and the addition of attendants at beachfront restrooms in Lummus Park and 21st
Street on weekends, holidays, and special events.
Pedestrian Safety
The 2014 Community Survey showed a decrease in the adequacy of street lighting from 78 percent
in 2009 to 65 percent in 2014. In addition, elevating walkability and pedestrian safety is a key
intended outcome in the City's strategic plan. The FY 2015/16 Budget will address the 21 percent
increase in street light inventory from recently completed capital projects by adding two positions in
FY 2015/16 Proposed Work Plan and Budget Message
Page A-16
Public Works. These positions will conduct preventive maintenance, repairs, and rebuilding for
landscape up-lighting.
The FY 2015/16 Capital Budget includes Renewal & Replacement —
funding of $300,000 for a new Street Lighting program for Enhance pedestrian
neighborhoods as well as $333,000 each from Quality of Life funds in safety with new
North, Mid, and South Beach for tourist-eligible areas. The new program Citywide lighting
will increase pedestrian safety by implementing Lighting and Crime program
Prevention Through Environmental (CPTED) improvements throughout the
city.
INFRASTRUCTURE
•
Storm Drainage •
The 2014 Community Survey identified storm drainage as a key issue for residents. Only 25% of
residents rated storm drainage as excellent or good compared to 2009 (44%) and 2012 (37%).
Interestingly, nearly nine out of ten residents (87%) claimed they would support the City spending
tax dollars to address rising sea levels. During FY 2013/14, two new committees were formed to
address the City's current and future drainage issues, the Mayor's Blue Ribbon Panel on Flooding
and Sea Rise and the Flooding Mitigation Committee.
The City's strategic plan includes a KIO to ensure reliable stormwater management and resiliency
against flooding through short and long-term solutions addressing sea-level rise. The FY 2014/15
Budget included funding for several positions to implement dozens of planned stormwater projects
over the next five years to help convert the city's drainage system from a gravity-based system to a
pumped system. The FY 2015/16 Budget includes two positions in the Public Works department to
enhance preventive maintenance to the stormwater infrastructure system that would focus on
maintenance of the storm sewer mains.
During FY 2014/15, the City entered into a partnership with Harvard University on a multi-year
study of adaptive strategies for the impacts of sea level rise for coastal communities in South
Florida. In addition, the City of Miami Beach hosted the 6th Annual Southeast Florida Climate
Leadership Summit in October, 2014.
The City has completed construction of 3 out of 4 pump stations in the West Avenue neighborhood
and upgraded all 3 pump stations in the Sunset Harbour neighborhood. The City also completed
the pump station on Crespi Boulevard and upgraded the design of the Venetian Islands, Lower
North Bay Road as well as Palm and Hibiscus neighborhood projects. The Stormwater Revenue
Bond Series 2015, will be the first of three $100 million bond issues to continue to address high
priority stormwater capital projects.
FY 2015/16 Proposed Work Plan and Budget Message
Page A-17
Traffic Flow
In the 2014 Community Survey, traffic was identified as the number one problem for residents as
only 16% rated traffic flow as excellent or good. Positive ratings for traffic flow have been
declining since 2005, when 36% of residents felt traffic flow as positive. The City's strategic plan
includes a KIO to ensure comprehensive mobility addressing all modes throughout the city.
The FY 2015/16 Budget includes an additional motor unit in Police, which
results in a 50 percent increase in staffing to address traffic issues, improve Address traffic with
enforcement, and provide additional visibility. an additional police
motor unit and
To address traffic challenges resulting from commercial loading the FY expanded loading
2015/16 Budget includes an expanded loading zone enforcement zone enforcement
program in Parking to reduce obstruction of traffic (double parking) on
major thoroughfares. The scope of the program expands enforcement from program
the entertainment district to all areas of the city.
Increasing mobility through trolleys or local bus circulators has been a priority over the last two
years. In the 2014 Community Survey, nearly half of residents (49%) claimed they would ride
trolleys or local bus circulators. During FY 2014/15, the City Commission voted to expand the
City's trolley system from the existing North Beach Loop to include a Mid Beach Loop, a South
Beach Loop, and a Collins Link.
The FY 2014/15 Budget included funding to promote a bicycle safety campaign to help reduce
accidents in the community. An additional initiative for bicycle safety included in the FY 2015/16
Capital Budget is to paint several existing and planned bicycle lanes green to help separate bike
and auto traffic on busy streets.
The FY 2014/15 Budget included funding for deployment of an interim Intelligent Transportation
System (ITS) solution for major special events and high impact periods. The long-term ITS solution is
projected to cost approximately $14.5 million, of which a $4.5 million match is included in the FY
2015/16 Capital Budget and $10 million has been requested through a Transportation Investment
Generating Economic Recovery (TIGER) grant from the U.S. Department of Transportation.
Build and Maintain Priority Infrastructure
Improve
Two of the lowest rated issues for residents in the 2014 Community infrastructure with
Survey were road conditions (32 percent satisfaction) and sidewalk new Pavement and
conditions (50 percent satisfaction). The FY 2015/16 Capital Sidewalk Program
Budget includes Renewal & Replacement funding of $500,000 for a
new Pavement and Sidewalk program.
The FY 2015/16 Budget includes an increase in General Fund Pay-As-You-Go (PAYGO) funding for
capital projects from $1 .4 million to $2.4 million. The additional funding will help address
pressing needs such as: neighborhood project costs that have increased over time; stormwater
projects that are generating a need for above ground funds; replacement of $1 .7 million in PTP
FY 2015/16 Proposed Work Plan and Budget Message
Page A-18
funding reprogrammed for the enhanced trolley system; park projects in non-tourist areas; and
seawall projects.
In addition, two positions will be added in the Public Works department to enhance preventive
maintenance to the sewer infrastructure system that would focus on maintenance of the sewer
mains.
PUBLIC SAFETY
Accountability
The FY 2015/16 Budget includes 50 additional body-worn cameras funded from Federal and State
Confiscated Trust funds. The Body-Worn Camera program in the Police Department was initiated in
FY 2014/15 with the acquisition of 100 cameras to improve transparency and accountability by
recording police officers' interactions with the public. Body-worn cameras are an important tool .
that will be an integrated part of the City's problem-solving and community-engagement strategy,
helping to increase both trust and communication between the police and the community.
Additional body cameras are anticipated to be purchased and put on the street over the next three
years. The City has also applied for a U.S. Department of Justice grant for 264 body-worn
cameras and associated costs.
Public Safety
To support the KIO in the strategic plan to enhance public safety and emergency preparedness,
during FY 2014/15 the City Commission approved adding six new lifeguard stands to the existing
29 at the following locations:
• Between 64th and 53rd Streets Enhance public safety by
• Between 30th and 21st Streets adding six new lifeguard
• Between 46th and 41st Streets stand locations and a
• Between 53rd and 46th Streets License Plate Reader on
• Between 69th and 64th Streets MacArthur Causeway
• 4th Street Beach
The FY 2015/16 Budget adds a License Plate Reader (LPR) system on MacArthur Causeway. The
City has successfully used police vehicles equipped with LPR system for the past two years to
recover stolen vehicles and to make many felony and misdemeanor arrests. This enhancement
would complement the fixed LPR system that is anticipated to be installed on the Venetian
Causeway during FY 2014/15.
A Detective position will also be assigned to participate on the State Attorney's Office's Human
Trafficking Task Force. Miami Beach has experienced a significant number of crimes associated
FY 2015/16 Proposed Work Plan and Budget Message
Page A-19
with human trafficking and participation on the task force would allow MBPD access to additional
resources to address this growing problem in the city, state, and region.
Policing Culture
The FY 2015/16 Budget includes an enhancement that allows the Police department the ability to
access a pool of qualified candidates that could be hired as police officers by reimbursing ten
police recruits to complete Police Academy training supervised by a Training Advisor. For the last
15 years, MBPD has only hired certified police officers with previous experience or academy
certification, which has resulted in limiting hiring to applicants that have been trained with varying
level of quality and/or transferred from other jurisdictions. This enhancement was recommended by
a study conducted by the Police Executive Research Council in 2014 and supports the KIO in the
City's strategic plan to reform policing culture with customer service emphasis.
EDUCATION EXCELLENCE
Achieve Educational Excellence
During FY 2014/15 the City Commission approved the development of an internship program with
Florida International University for 18-24 interns annually to gain real-life, hands-on work
experience while contributing their talents on behalf of the community.
MANAGEMENT & SERVICE DELIVERY
Quality Customer Service
The City's strategic plan includes a KIO to build and enhance a universal culture of high quality
customer service. The FY 2015/16 Budget includes an enhancement to increase response time for
high priority citizen complaints regarding a wide range of issues by adding two part-time positions
to the Rapid Response Team created during FY 2014/15. These positions would complement two
existing full-time positions to work in teams of two to expeditiously address citizen
issues/complaints.
An additional enhancement will improve the quality of 911 calls by contracting out the review of
recorded calls to ensure that proper protocol and procedures are being adhered to by 911
operations. Utilizing off-site certified reviewers to evaluate recorded 911 calls is anticipated to
provide more accurate and impartial review of 911 operator performance.
Building/Development-Related Processes
The FY 2015/16 Budget includes an enhancement consistent with the KIO in the strategic plan to
improve building/development review services. One position and three contractual positions for
mechanical, electrical, and plumbing inspections at the Convention Center are included to maintain
FY 2015/16 Proposed Work Plan and Budget Message
Page A-20
plan review turnaround time within current targets (Residential - 7 days; Commercial - 21 days)
while absorbing the staffing impact of assigning building inspectors to the Convention Center
project. The majority of the staffing costs are anticipated to be offset by additional revenue from the
Convention Center project.
Financial Transparency
During FY 2014/15, the City launched an interactive financial transparency portal, which provides
the public with unprecedented access to fiscal information. The portal provides online access to the
budget and displays multiple views of current and historic revenue and expenses down to the fund,
department, and object code level. This powerful visualization software transforms volumes of raw
data into actionable insight and information, enabling better analysis and understanding of the
City's budget and how taxpayer money is allocated. To access the platform, visit:
https://miamibeachfl.opengov.com/transparency
Strengthen Internal Controls
Several administrative enhancements that support the KIO in the strategic plan to strengthen internal
controls are included in the FY 2015/16 Budget such as:
• Improve disaster preparedness by backing up City technology data/systems in an out-of-region
data center.
• Address recent audit findings by increasing oversight of HUD funded capital activities, perform
inspections of work sites, ensure Federal Davis-Bacon compliance, and ensure the integrity of
capital project costs by adding a position in Housing & Community Services.
• Improve oversight of bond issuance and monitoring function by adding a Deputy Finance
Director position. This function is anticipated to grow significantly given the number and
complexity of anticipated bond issues.
• Enhance department oversight and succession planning by adding an Assistant Director position
in the Tourism, Culture, & Economic Development department.
• Improve coordination and oversight of departmental accreditation, staff certification, training,
equipment maintenance, and customer service levels by adding an administrator position in the
Code Compliance department.
• Provide adequate oversight of contracted grounds maintenance services by adding two
positions that would ensure that the City receives the highest quality work product from
contractors in the shortest amount of time.
• Improve procurement coordination, contract management, and compliance with procurement
guidelines by adding a position in the IT department.
FY 2015/16 Proposed Work Plan and Budget Message
Page A-21
Streamline Delivery of Services
Several administrative enhancements that support the KIO in the strategic plan to streamline the
delivery of services through all departments are included in the FY 2015/16 Budget such as:
• Streamline the process of record storage, compliance, maintenance, and destruction of public
records organization-wide by adding a position in the City Clerk's Office.
• Enhance organizational capacity by creating a Fellowship Program to provide opportunities for
new attorneys to gain practical experience in the public sector.
• Meet increasing demand for GIS programming and support by adding a Senior GIS Analyst
position in the Public Works department.
• Expedite procurements for City departments by adding two positions in the Procurement
department.
• Reduce the backlog of projects and enhance the ability to perform in-house engineering by
adding an engineering position in the Public Works department.
• Develop and maintain mobile applications and web-based applications by adding a position in
the IT department.
• Meet increasing demand for administrative support of the City's five Land Development Review ,
Boards by adding an administrative position in the Planning department.
In FY 2014/15, the City began the Munis/Energov technology project to replace its existing ERP
and permitting and licensing system over the next three years. This key project includes funding for
a full business process review (BPR) of all functional areas of the new systems prior to the
commencement of implementation activities. The goal of the BPR is two-fold: (1) make business
operations more efficient and effective; (2) and more effectively utilize technological investments. In
P ( Y g
this manner, the new systems will be aligned with improved processes offering the greatest
opportunity to improve the City's business operations. As part of the project kickoff last year, the
author of Extreme Government Makeover spoke to over 300 participants regarding innovative
approaches and tools to streamline processes. Many positive process changes are anticipated as
the Munis/Energov project progresses during FY 2015/16 and FY 2016/17.
Since FY 2005/06, the annual budget has included funding specifically for Information &
Communications Technology Projects. Each year, departments propose projects which are then
reviewed and prioritized by the IT Steering Committee, which is comprised of the Assistant City
Managers, the Chief Financial Officer, the Fire and Police Chiefs, the IT Director, and the Budget
Director.
FY 2015/16 Proposed Work Plan and Budget Message
Page A-22
Funding for the FY 2015/16 proposed projects totals $395,000 and is funded by a transfer of
$395,000 (same amount as FY 2014/15) from the General Fund to the Information &
Communications Technology Fund. Below is a summary of the proposed projects.
Video Server and Loss Prevention ($101 ,000): This project would purchase local
enterprise storage for the Communications Department to address multiple points of
failure that have resulted in the loss of video records and files. For example,
recently ,a City Vision show that was 90% complete was lost because the current
external disk drives and multiple servers are not supported by the City's internal
redundant methods. The need for this project is exacerbated by the higher storage
requirements needed for high definition video.
New World Product Enhancements ($70,000): This project would provide the following
enhancements for the Police Department, Fire Department, Parking Department and Code
Enforcement
• Server migration (PD, Fire, EMGT, Code & Parking) — To complete a server
build to support the New World System Aegis application suite on a new
set of Microsoft Windows servers. New World strongly advises this
enhancement for Miami Beach, given the planned move to CAD Enterprise
and Records Enterprise over the next year as Miami Beach's current
environment is at risk.
• eMobile Enhancement for Geo-verification (PD, Fire, EMGT, Code &
Parking) — Allows geo-verification functionality within Mobile Field
Reporting prior to merging to Aegis Records. This functionality would allow
the system to verify the address while the officer is filling out the report
based on the geographical location. This is critical with regard to UCR
reporting, investigative search results, crime analysis and force deployment.
• New World Conversion Script to Consolidate Global Jackets (PD, Fire,
Code & Parking) — Since the beginning of the New World Project in 2008,
user's inexperience with the system and its functionality resulted in
duplication of thousands of global jackets when merging police reports. This
conversion would eliminate or significantly reduce duplicate jackets and
data in order to streamline investigative search results and data analysis.
Residential Housing Program System ($14,000): This project would address the
need to manage work orders, property maintenance, and tenant compliance needs
for the five residential, multi-family building acquired by the City during FY
2014/15.
Further, the following projects do not require funding, but are planned to be under development
next year with in-house staffing resources:
FY 2015/16 Proposed Work Plan and Budget Message
Page A-23
ADA Features in Cleanliness Assessment Program: This project would add ADA
features to the current Cleanliness and Appearance Assessment Program to create a
Walkability index. This information would help identify ADA issues that do not
require construction and can be addressed in-house in a short time frame before
they become liability issues to the City and/or generate complaints by pedestrians
such as low or obstructing tree limbs, beach mats that are not level or covered in
sand, and obstructed sidewalks.
Automated Benefit Payments: This project would automate the current labor-
intensive manual process of producing benefit reports for retirees resulting in a more
efficient, accurate, and time-saving process.
Finally, the following previously approved project anticipated to be completed using in-house
staffing resources has not been able to be addressed in a timely manner due to the current
workload of the GIS division and is recommended to be contract out.
Information Reporter Web Application: The purpose of the project is to provide a
site selection tool for potential businesses. The tool will add GIS functionality to the
Economic Development website to include information related to retail spending
potential, population density, traffic counts, commercial lease rates/sales, etc.
The remainder of the funding would be used to pay $49,000 for the final year of debt service for
the CAD RMS project and to add $86,000 to Contingency.
VALUE OF SERVICES FOR TAX DOLLARS PAID
Between FY 2007/08 and FY 2014/15, the General Fund absorbed almost $51 million in
reductions (almost 17 percent of the $244 million FY 2011/12 General Fund budget) and
eliminated 295.5 full-time and 11 part-time positions across all funds.
Further, a total of approximately $20 million in employee "give-backs" were achieved between FY
2009/10 and FY 2011/12, through a combination of freezing cost of living adjustments for all
employees for two and one-half years, elimination of merit increases for all employee except
members of the Fraternal Order of Police (FOP) and International Association of Firefighters) IAFF,
increased contribution to pension for all employees except members of FOP and IAFF, pension plan
changes for the Miami Beach Employees Retirement Plan, increased contributions for take-home
vehicles by FOP members for 18 months, reduced holiday pay for IAFF members, and increased
contributions to health insurance by members of the FOP and IAFF for 18 months. In addition, the
FY 2012/13 budget included $918,000 in employee "give-backs", the FY 2013/14 budget
included $4.6 million, and the FY 2014/15 included $1 .9 million. Combined with approximately
$27.8 million in employee "give-backs" achieved between FY 2009/10 and FY 2014/15, this
represents $78.7 million in combined "givebacks" and reductions over 8 years.
FY 2015/16 Proposed Work Plan and Budget Message
Page A-24
All of the givebacks achieved, except the 18 month increased contribution to health by FOP and
IAFF and the increased contributions for take-home vehicles by FOP members for 18 months,
represent ongoing, recurring savings to the City and the employee givebacks contribute significantly
towards the City's strategic goal (key intended outcome) to control payroll costs.
Although the economy appears to have stabilized, the impact of the recent recession impacted both
property tax revenues as well as pension costs. Therefore, the City's strategy continues to consider
the long term financial sustainability of the City. Beginning with the development of the FY
2009/10 budget, a strategy was developed to address short-term, mid-term and long-term financial
needs.
• Strategies to address short-term financial needs included ongoing efficiencies and wage
concessions by employees.
• Mid-term financial sustainability was addressed by pension concessions from current
employees in the Miami Beach Employees Retirement Plan
• Longer term financial sustainability is enhanced by the pension plan restructures that have
been put in place for employees in the City's retirement plans. For example, for General
P P P
Employees, the plan restructure proposed for new employees is projected by the City's
actuary to reduce the City's annual required contribution by almost $1 million in FY
2012/13, with additional reductions annually as the number of employees in the Miami
Beach Employees Retirement Plan hired after October 1 , 2010 continues to increase.
Further, additional pension plan reform recommendations were developed by the City's
Budget Advisory Committee (BAC) for the Fire and Police Pension Plan for consideration as
part of the FY 2013/14 adopted budget. While the specific BAC recommendations were
not implemented, the pension reform agreed upon by IAFF and FOP generated savings is in
excess of the BAC recommendations: $5.6 million in the first year, $1 .9 million in the
second year, and $140 million net present value over 30 years.
With the proposed $1.2 million in efficiencies incorporated in the Proposed Work
Plan and Budget for FY 2015/16, the 9 year total of reductions and employee
givebacks is approximately $80 million.
FY 2015/16 9-Year Total
General Fund $Impacts FT PT $Impacts FT PT
Public Safety ($8,021,095) (71.0) 1.0
Operations (773,000) ($6,899,867) (66.0) (23.0)
Administrative Support (438,750) ($3,685,444) (33.4) 1.0
Econ&Cultural Dev ' ($1,235,426) (17.0) -
Citywide ($1,619,642) - -
Subtotal $ (1,21 1,750) - - ($21,461,474) (185.4) (21.0)
Transfers ($23,168,966) - -
Total $(1,211,750) - - $(44,630,440) (185.4) (21.0)
Internal Service Funds ($3,871,225) (57.1) -
Enterprise Funds ($3,651,021) (53.0) 10.0
GRAND TOTAL REDUCTIONS $(1,211,750) - - $(52,152,686) (295.5) (11.0)
Estimated Employee Givebacks ($27,833,360) -
GRAND TOTAL REDUCTIONS AND GIVEBACKS $(1,211,750) - - _ $(79,986,046) (295.5) (11.0)
FY 2015/16 Proposed Work Plan and Budget Message
Page A-25
The 2015 Environmental Scan conducted as part of the strategic planning process showed that the
average daily population in the city has grown 36.5 percent from 2004 to 2014. Much of this
increase consists of additional tourists (88 percent), seasonal residents (59 percent), and non-tourist
beach visitors (85 percent). Having over one-third more people in the city over the last ten years,
without an offsetting increase in budget can result in services becoming degraded over time. The
chart below shows the General Fund budget and General Obligation Bond Debt Service budget
divided by the average daily population from 2007 to 2014. The chart shows that the average
daily population has grown faster than the budget and that the FY 2013/14 amount is 13 percent
below the FY 2006/07 amount.
General Fund and G.O. Debt Budget by Average Daily Population 2007 - 2014
1,600
1,498 1,465
1,381
1,4400 - - -- --
1,282 13 3 _ 1273 1,305
1,249
1.200
1,000 ■
III III
soo
600
a
III
ao
200 1111 III
2006-07 2007-08 2008-09 2009-10 2010-11 2011-12 2012-13 2013-14
Note:Average Daily Population for FY 2014-15 not available ;d GF Exp per ADP al GO Debt per ADP
until end of calendar year
Despite the 36.5 percent growth in average daily population and tourism, the City's position count
has remained relatively flat as shown in the chart below. The overall position count is 62 positions
or 2.9% less in FY 2015/16 than it was nine years ago in FY 2006/07.
Position Count FY 2006/07 to FY 2015/16
2.300
2.200
2,10
, 0 - - - - - -- - --- - --
2000 • MO - , _ --
1,700 - 618 - 609 591
1,700 608 561
1,600 • • - 582 - 521 574 566 - 556 - -
1,300 - - - - - 11,400
1,300
1,200
OM IMI Mill
1,100
l70o ■ 111111 MI IIIII IM = -
800 1,509 - -
800 1,411 -- 1,399 _ 1,345 _ 1,322 1,337 1,381 1,417 1,474
600 ■ -_ • 1,273
500 MN M ME 111111 MN ME = NM
300 ■
200 - - - -
100 - - -- -_-
2006/07 2007/08 2008/09 2009/10 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16
•General Fund •Other Funds
FY 2015/16 Proposed Work Plan and Budget Message
Page A-26
ANALYSIS OF PROPERTY VALUES IN MIAMI BEACH
On July 1 , 2015, the City received the "2015 Certification of Taxable Value" from the Property
Appraiser's Office stating that the taxable value for the City of Miami Beach is $30.7 billion
including $267.0 million in new construction. The preliminary 2015 value represents an increase
of $3.6 billion or 13.3 percent more than the July 1 , 2014, Certification of Taxable Value of $27.1
billion.
The comparative assessed values for the Miami Beach Redevelopment Agency City Center
redevelopment district increased from $4.2 billion to $4.8 billion an increase of $635 million or a
15.2 percent increase over 2014 certified values. Citywide values excluding City Center increased
from $22.9 billion to $25.9 billion, an increase of $3.0 billion or 12.9 percent. Values outside the
City Center area determine General Fund revenues.
COMPARATIVE ASSESSED VALUES
Jan. 1, 2015
Value (in Change from 2014
Jan. 1 2014 Value (in billions) billions) Value (Budget)
As of July 1,2014 Revised Value Change in As of July 1, 2015
(For 2014/15 (For 2014/15 2014 (For 2015/16 $
Budget) Projection) Values % Chg. Budget) (in billions) % Chg
Total Citywide $ 27.1038 $ 26.2712 (0.8326) -3.1% $ 30.6979 $ 3.5941 13.3%
RDA- City Ctr $ 4.1867 $ 3.9049 $ (0.2818) -6.7% $ 4.8216 $ 0.6349 15.2%
Citywide Net of $ 22.9171 $ 22.3663 $ (0.5508) -2.4% $ 25.8763 $ 2.9592 12.9%
City Center
Determining the Operating Millage Levy
The first building block in developing a municipal budget is the establishment of the value of one
mill of taxation, wherein the mill is defined as $1 .00 of ad valorem tax for each $1 ,000 of
property value. For the City of Miami Beach, the value for each mill is determined by the 2015
Certification of Taxable Value and has been set at $30.7 million. Florida Statutes permit a discount
of up to five percent for early payment discounts, delinquencies, etc. Therefore, the 95 percent
value of the mill is $29.1 million. Net of Center City RDA tax increment available to the General
Fund, the value of one mill at 95 percent is $25.1 million.
FY 2015/16 Proposed Work Plan and Budget Message
Page A-27
Impacts of Changes in Property Values
For FY 2015/16, the proposed operating millage rate for general City operations is 5.7092,
which is 0.0850 less than in FY 2014/15. Based on the July 1 , 2015, Certification of Taxable
Value, 5.7092 mills would generate approximately $143,162,000 in general tax revenues, an
increase of $15,403,000 over FY 2014/15 budgeted property tax revenues Citywide (General
Fund and City Center RDA).
Further, the January 1 , 2014, tax roll Citywide declined by $832.6 million between the July 1 ,
2014 valuation and the July 1 , 2015 valuation due to appeals, adjustments, etc., which is part of
the reason that the FY 2015/16 "rolled-back rate" is significantly less than the FY 2014/15
current millage rate. The value of the area outside of City Center RDA declined by almost $550.9
million.
State Legislated Operating Millage Requirements
Further, pursuant to recently enacted State legislation, the City may elect to approve millage rates
above the rolled-back rate up to the constitutional cap of 10 mills subject to the following votes by
the Commission or referendum:
• Option I: A majority of the approval of the Commission Millage is required to approve a
millage up to 6.6112 (equivalent to 1 .96 percent increase in property tax revenues). The 1 .96
percent increase is the state per capita personal income gain for the prior calendar year.
• Option II: A two-thirds approval (5 of 7 votes) of the Commission is required to approve a
millage up to 7.2723 (equivalent to a 10% increase in the ad valorem revenues above Option
I).
• Option Ill: A unanimous approval of the Commission or referendum is required to approve a
millage above 7.2723 up to the 10 mill cap
The proposed operating millage rate of 5.7092 therefore requires a majority approval (4 of 7
votes) of the Commission.
Determining the Voted Debt Service Millage Levy S
The general obligation debt service payment for FY 2015/16 is approximately $5.9 million.
Based on the July 1 , 2015 Certified Taxable Value from the Property Appraiser, these bonds would
require the levy of a voted debt service millage of 0.2031 mills. This represents a decrease of
0.0264 mills.
FY 2015/16 Proposed Work Plan and Budget Message
Page A-28
Combining the Operating and Voted Debt Service Millage Levy
At the July 31 , 2015, Commission meeting, the Commission reduced the combined millage by
0.1 1 14 mills to meet the remaining millage rate goal to lower the millage rate to the level in FY
2009/10 as property values have increased over time. In addition, the proposed millage rate does
not result in a property tax increase to median or average property owners that qualify for the
homestead exemption and the Save Our Homes cap.
Illustrated below is a comparison of the combined millage rates and ad valorem revenues to the
City of Miami Beach for FY 2014/15 and FY 2015/16 (preliminary) including RDA. The
proposed operating millage rate is 0.0850 less than in FY 2014/15 and the debt service millage
rate is 0.0264 less than in FY 2014/15. In the General Fund, 0.1083 mills of the total operating
millage continue to be dedicated to renewal and replacement, resulting in approximately $2.7
million in renewal and replacement funding.
-- j- --! -- -r------ % Inc/(Dec)
From From
City of Miami Beach Millage Rates FY 06/07 FY 14/15 FY 15/16 Inc/(Dec) FY14/15 FY 06/07
Operating 7.1920 5.6859 5.6009 -0.0850
Capital Renewal & Replacement 0.1820 0.10831 0.1083 0.0000
Sub-total Operating Millage 7.3740 5.7942 5.7092 -0.0850 -1.5% -22.6%
Debt Service 0.2990 0.2295 0.2031 -0.0264 -11.5% -32.1%
Total 7.6730 6.02371 5.91231 -0.1114 -1.8% -22.9%
Impact on Homesteaded Properties
Amendment 10 to the State Constitution took effect on January.1 , 1995 and limited the increase in
assessed value of homesteaded property to the percentage increase in the consumer price index
0
(CPI) or three percent (3%), whichever is less. For 2014, the CPI has been determined to be 0.8
percent and therefore, the increase is capped at 0.8% for increased values as of January 1 , 2015.
Overall, based on the homesteaded properties in the January 1 , 2014 homestead values as of July
1 , 2014 valuation, the median value of homesteaded property in Miami Beach for 2014 was
$143,680, and the average $351 ,189. Applying the increase to the market value of all existing
homesteaded properties from the 2014 tax roll, and the 0.8 percent CPI adjustment, the impact of
the millage rate adjustment to homesteaded properties would be as shown in the following table.
FY 2015/16 Proposed Work Plan and Budget Message
Page A-29
Homesteaded Properties
FY 2015/16
FY 2014/15 with 0.8% CPI
Median Average Median I Average
2014 Preliminary Taxable Value $ 143,680 ! $ 351,189 $ 144,829 1 $ 353,999
City of Miami Beach
Operating - - $ 833 $ 2,035 $ _ 827 _$ 2,021
Voted Debt _ 33 81 -^ - 29 72
Total Miami Beach $ 866 $ 2,116 $ 856 j $ 2,093
$ Change in Taxes 1
_Operating --- ---- --- i -_-_ -----$--- (6) $ -- (14)
--------- __-
Voted Debt- -- --�_` - - --- _ (4) _—_- _-- (9)
�.Total Miami Beach _-__- $ (10)j $ (23)
*Source:Miami-Dade County Property Appraiser's-2014-average-median-homestead-residential-values file
Impact on Non-Homesteaded Properties
The annual increase in market value of a non-homestead property is capped at 10 percent (does
not apply to school millages). The city-wide average increase in property values is 13.3 percent.
The property value of individual properties may increase up to, but not more than 10 percent
(excluding the school millage portion of the property tax bill). However, an individual property
owner may see a higher than 10 percent increase if there is a change in ownership of a capped
property resulting in a reset of the cap. Another potential factor, if applicable, would be the value
of new construction which could contribute to a property value increase of higher than 10 percent.
Overlapping Jurisdictional Operating and Debt Service Millages
City of Miami Beach property owners must also pay property taxes to Miami-Dade County, the
Miami-Dade County School Board, the Children's Trust, the South Florida Water Management
District, Okeechobee Basin, Everglades Project, and the Florida Inland Navigational District. These
taxing authorities represent 71 percent of a Miami Beach property owner's tax bill.
The countywide tax rate for Miami-Dade County decreased by 0.0021 mills to 4.6669; the library
tax rate is flat at 0.2840 mills; and the debt service millage is the same at 0.4500 mills.
The tax rate for the Miami-Dade School District decreased from 7.9740 to 7.6120 mills. The
Children's Trust millage is maintained at 0.5000 mills. As a whole, the millage rates for the South
Florida Water Management District, Okeechobee Basin, Everglades Project, and Florida Inland
Navigational District decreased from 0.41 87 mills to 0.3896 mills.
FY 2015/16 Proposed Work Plan and Budget Message
Page A-30
With the proposed rates for FY 2015/16, the Miami Beach portion of the tax bill is approximately
30 percent of the total bill. Of note, the County millage is 0.9851 mills less than their millage in FY
2006/07, as compared to the City's millage which is 1.7607 mills less than the City millage in FY
2006/07. Further, the School Board millage is only 0.4930 below the FY 2006/07 millage rate.
The significant difference in the total overlapping millage rate is a direct result of the City's effort to
keep the millage rates as low as possible. A summary of the tax rate changes is provided in the
following table.
Variance Variance %of
OVERLAPPING TAX MILLAGE FY 06/07 FY 14/15 FY 15/16 from from FY 15/16
FY 14/15 FY 06/07 Total
City of Miami Beach
Operating 7.1920 5.6859 5.6009 -0.0850 -1.5911
Capital Renewal & Replacement 0.1820 0.1083 0.1083 0.0000 -0.0737
Subtotal Operating Millege 7.3740 5.7942 5.7092 -0.0850 -1.6648
Voted Debt Service 0.2990 0.2295 0.2031 -0.0264 -0.0959
Total 7.6730 6.0237 5.9123 -0.1114 -1.7607 30%
Miami Dade County
Countywide 5.6150 4.6690 4.6669 -0.0021 -0.9481
Library 0.4860 0.2840 0.2840 0.0000 -0.2020
Debt Service 0.2850 0.4500 0.4500 0.0000 0.1650
Subtotal 6.3860 5.4030 5.4009 -0.0021 -0.9851 27%
School Board 8.1050 7.9740 7.6120 -0.3620 -0.4930 38%
Children's Trust, 0.4220 0.5000 0.5000 0.0000 0.0780 3%
Other 0.7360 0.4187 0.3896 -0.0291 -0.3464 2%
Total 23.3220 20.3194 19.8148 -0.5046 -3.5072 100%
Impact of Combined Tax Rates of Overlapping Jurisdictions on Homesteaded
Properties
The median and average January 1 , 2014 taxable values of $143,680 and $351 ,189,
respectively, will increase by 0.8% CPI in FY 2015/16 due to the Save Our Homes Cap which
only allows taxable values to increase by 3.0% or CPI, whichever is lower.
Applying the proposed combined millage rates to the median and average taxable values results in
a decrease of $51 for the median and a $121 decrease for the average. These decreases include
a $10 decrease in property taxes for the median and a $23 decrease for the average from the
reduction in millage in the City of Miami Beach's portion of the property tax bill.
FY 2015/16 Proposed Work Plan and Budget Message
Page A-31
Median properties would pay approximately $2,869 for all taxing jurisdictions combined, while
the average taxes generated would be approximately $7,015 per homesteaded property. Of
these taxing jurisdictions, the highest component is the Miami-Dade School Board, at $1 ,102 for a
median value property, and $2,695 for an average valued property.
The following table provides examples of changes in property taxes for homesteaded properties
using the proposed tax rates and potential changes from 2014 values.
Impact on Homesteaded Properties Assuming
Changes in Taxable Value from January 1, 2015
FY 2015/16
FY 2014/15 with 0.8%CPI
Median Average Median Average
2013 Preliminary Taxable Value $ 143,680 $ 351,189 $ 144,829 $ 353,999
City of Miami Beach
Operating $ 833 $ 2,035 $ 827 $ 2,021
Voted Debt 33 81 29 72
Total Miami Beach $ 866 $ 2,116 $ 856 $ 2,093
Miami Dade County 776 1,897 782 1,912
Schools 1,146 2,800 1,102 2,695
Other 132 323 129 , 315
Total $ 2,920 $ 7,136 $ 2,869 $ 7,015
Change in Taxes
City of Miami Beach
Operating $ (6) $ (14)
Voted Debt (4) (9)
Total Miami Beach $ (10) $ (23)
Miami Dade County 6 15
Schools (44) (105)
Other (3) (8)
Total r $ (51) $ (121)
As with the City of Miami Beach millage rates, impacts of the combined jurisdictional millage rates
for non-homesteaded properties are based on the individual property values.
FY 2015/16 Proposed Work Plan and Budget Message
Page A-32
CAPITAL BUDGET
The City's annual capital budget contains capital project commitments appropriated for Fiscal Year
(FY) 2015/16 (Capital Budget). Preparation of the Capital Budget occurred simultaneously with the
development of the FY 2015/16 — FY 2019/20 Capital Improvement Program (CIP) and FY /
2015/16 Operating Budget.
The Capital Budget for FY 2015/16 totals $754.7 million and is appropriated on September 30,
2015. New bond issuances are anticipated in the Fall of 2015, to finance the Convention Center
project including RDA, Resort Tax, and Parking bonds. In addition, depending on cash flow,
Water and Sewer bonds may be issued in the Spring of 2016.
Quality of Life funds from the third penny of Resort Tax were increased by 50 percent during FY
2014/15 due to the release of the resort tax pledge from the RDA bonds as part of the RDA
extension. This increase in funding is reflected in the FY 2015/16 Capital Budget.
Projects will address many needs in different areas of the City including: neighborhood
enhancements such as landscaping, sidewalk restoration; traffic calming; roadway and bridge
resurfacing and reconstruction; water, sewer, and drainage system . improvements; park
construction, renovation and upgrades; renovation of seawalls; parking lot and garage renovation,
construction/renovation of public facilities; and vehicle replacement. For a detailed listing of all
capital projects, please refer to the Proposed FY 2015/16 — 2019/20 Capital Improvement Plan &
FY 2015/16 Capital Budget document.
In FY 2005/06, the City established a financial goal of funding at least 5 percent of the General
Fund operating budget as transfers for capital projects and capital projects contingency. The
purpose of this goal was multi-faceted:
1 . To provide flexibility in the operating budget that would allow the budget to be reduced
without impacting services during difficult economic times;
2. To ensure that the City funded needed upkeep on our General Fund facilities, and right-of-
way landscaping, lighting, etc.
3. To provide a mechanism Jo address additional scope of small new projects prioritized by
the community and the Commission instead of having to delay these for a larger General
Obligation Bond issue; and
4. To provide contingency funding so that projects where bids were higher than budgeted did
not have to be delayed, especially during a heated construction market where delays often
lead to further increases in costs.
FY 2015/16 Proposed Work Plan and Budget Message
Page A-33
ENTERPRISE FUNDS
Enterprise Funds are comprised of Sanitation, Water, Sewer, Stormwater, Parking, and Convention
Center Departments. The FY 2015/16 Enterprise Funds Budget is $208.9 million. This represents
an increase of $29.0 million (16 percent) from the FY 2014/15 budget of $179.8 million,
primarily due to:
• Water reflects a 5 percent rate increase from $4.43 to $4.65 per thousand gallons
primarily to cover debt service on approximately $35 million in capital improvements to the
water system. The monthly water bill for a customer that consumes 5,000 gallons a month
will increase $1 .10 and 11 ,000 gallons a month will increase $2.42.
• Sewer reflects a 9 percent rate increase from $7.55 to $8.23 per thousand gallons
primarily to pass on a 9 percent increase of fees charged by Miami-Dade Water and Sewer
Department (WASD) to treat the City's wastewater, to cover debt service on approximately
$18 million in capital improvements to the sewer system, support an enhancement of two
positions to enhance preventive maintenance program to the sewer infrastructure system.
The monthly sewer bill for a customer that consumes 5,000 gallons a month will increase
$3.35 and 11 ,000 gallons a month will increase $7.37.
• A $18.9 million increase in Parking rate fee revenue to modify driver behavior to better
manage parking demand through financial incentives and to fund several transportation
initiatives such as: the expanded Trolley system including North, Mid, and South trolleys as
well as a Collins Link; the Intelligent Transportation System and Parking Management
System; three additional Parking Garages in North and Middle Beach as well as on
Washington Avenue; an enhancement to expand loading zone enforcement from the
entertainment district to citywide to minimize,double parking and promote smooth traffic
flow; and an additional sanitation crew added during FY 2014/15 to enhance parking lot
cleanliness.
• A Stormwater enhancement of $79,000 for two positions to enhance preventive
maintenance program to the storm water infrastructure system,-
,
• A Sanitation enhancement of $132,000 to expand the "can on every corner" initiative by
adding 100 more litter cans across the city.
INTERNAL SERVICE FUNDS
Internal Service Funds are comprised of the Central Services, Fleet Management, Information
Technology, Risk Management, Medical & Dental and Property Management Divisions. The FY •
2015/16 Internal Service Fund budget is $80.4 million, or 2.5%, more than FY 2014/15. Internal
Service 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.
FY 2015/16 Proposed Work Plan and Budget Message
Page A-34
RESORT TAX BUDGET
The FY 2015/16 Resort Tax budget is $78.6 million, an increase of $15.7 million or 25 percent
from FY 2014/15. This increase reflects the continued increase in resort tax revenues and the
anticipated implementation of an additional 1 percent resort tax to pay for the Convention Center
Renovation project.
• New enhancement of $100,000 for the July 4th event in North Beach.
• Maintains $542,000 to support the initiative to provide better service at beachfront restrooms
by adding attendants to the beachfront restrooms in Lummus Park and 21st street on weekends,
holidays, and special events and $200,000 to deploy an interim Intelligent Transportation
System (ITS) solution for major special events and high impact periods.
• $36,554,000 (a $2.47 million increase) is provided to the General Fund to support new and
continuing tourism eligible expenditures such as more proactive code enforcement, cleanliness
index, park ranger program, homelessness at Lummus Park, hurricane and disaster preparation
equipment, increased support for the Miami Beach Botanical Garden, public safety programs
such as ocean rescue, police services on Lincoln Road, Ocean Drive/Lummus Park, Collins
Avenue, Washington Avenue, ATV officers, Boardwalk security, special traffic enforcement and
special event staffing; and fire rescue units in tourist and visitor areas. The funding also
supports code compliance services to respond to evening entertainment areas and provides for
a portion of the operational costs of the Tourism and Cultural Development.
• Maintain $3 million for enhancing the outcomes from major events such as Memorial Day,
including management, Goodwill Ambassadors.
• The contribution to the Miami Beach Visitor and Convention Authority will increase from $2.4
million to $2.67 million based on the legislated funding formula.
• Maintain $350,000 is provided to continue the local Miami Beach marketing campaign, to be
matched with funds from the Greater Miami Convention and Visitors Bureau, the Miami Beach
Visitor and Convention Authority, and the Cultural Arts Council.
• Increase from $230,000 to $300,000 for enhanced holiday decorations.
• $200,000 contribution to help offset expenses of the Miami Beach Bowl or equivalent event.
• The first of a 15 year annual contribution of $1 million to Mount Sinai Medical Center to fund
the design and construction of a new Emergency Room facility.
• The contribution to the greater Miami Convention and Visitors Bureau remains flat at $5.4
million pending contract negotiations expected to result in a performance-based contract.
• Estimated debt issuance costs of $2.1 million associated with the planned Resort Tax revenue
bonds for the redevelopment of the Miami Beach Convention Center.
FY 2015/16 Proposed Work Plan and Budget Message ,
Page A-35
CONCLUSION
Although the development of our budget this year has been challenging, through rigorous review
and good leadership, the Proposed Work Plan and Budget for FY 2015/16 is balanced and ,
enables the City of Miami Beach to continue delivering outstanding, enhanced services to our
residents, businesses and visitors and continuing structural enhancements to ensure the long-term
sustainability of the City. ,
The proposed millage rate decrease of 0.1 1 14 mills meets the remaining millage rate goal to lower
the millage rate to the level in FY 2009/10 as property values have increased over time. In
addition, the proposed millage rate does not result in a property tax increase to median or average
property owners that qualify for the homestead exemption and the Save Our Homes cap. The FY
2015/16 Budget includes service level enhancements that address high priority needs of the City
as identified through the strategic planning process and 2014 Community survey.
ACKNOWLEDGEMENTS
I would like to thank Mayor Philip Levine and the Members of the Miami Beach City Commission for
your continued guidance, support and leadership with the budget process and in helping to
accomplish so much on behalf of our residents and for the entire Miami Beach community.
I would also like to thank all staff from throughout the City who have worked hard over the last year
to respond to changes in priorities from the new City Commission. I would particularly like to thank
my Assistant City Managers, Chief Financial Officer, and all Department and Division Directors.
appreciate all of us working together towards developing a balanced budget that will help improve
our community. In particular, I would like to recognize and thank John Woodruff, Budget Director;
Tameka Otto Stewart, Budget Officer; Richard Ajami, Georgette Daniels, Natasha Diaz, Senior
Budget Analysts; Lauren Wynn, Budget Analyst; Katherine Gonzalez, Senior Management
Consultant; Francis Frances, Executive Office Associate; and Dr. Leslie Rosenfeld, Chief Learning
Officer.
espectfully sut:mitted,
(
1 my L. Mor'.Les
; Manag:'r
1
. •
4
ATTACHMENTS - TABLE OF CONTENTS
ATTACHMENT A Proposed Reductions and Efficiencies
ATTACHMENT B Proposed Additions and Service Enhancements
ATTACHMENT C Potential Additions and Service Enhancements NOT INCLUDED in
Proposed Budget
ATTACHMENT D FY 2015/16 Confiscated Trust Fund Budget
ATTACHMENT E FY 2015/16 Citywide Work Plan
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ATTACHMENT B
PROPOSED FY 2015/16 ADDITIONS AND SERVICE ENHANCEMENTS
Request Recommended Year 2 Total
Enhancement Impact FT I PT
GENERAL FUND
Building
Maintain plan review turnaround time within current targets(Residential-7 days;Commercial-21
days)while absorbing the staffing impact of assigning building inspectors to the Convention Center
project. This enhancement would add a Senior Building Inspector position and three contractual
inspector positions for mechanical,electrical,and plumbing inspections at the Convention Center.
Costs for this enhancement are anticipated to be offset by$500,000 in additional revenue in year
one and$450,000 in year two. 512,000 512,000 528,000 1.0
Anticipated offsetting revenue _ (500,000) (500,000) (450,000)_
Building-Environmental Management
strategies by developing a Climate Action Plan. This enhancement would consolidate all of the
100,000
City Attorney
Enhance organizational capacity by creating a Fellowship Program to hire one entry-level attorney
as an independent contractor from schools such as the University of Miami and FIU. This program
would provide opportunities for new attorneys to gain practical experience in the public sector while
building proficiency and developing skills. 90,000 45,000 40,000 1.0
City Clerk
Streamline the process of record storage,compliance,maintenance,and destruction of public
records organization-wide by adding a Records Management Specialist position. This
enhancement would help ensure regulatory compliance,reduce operating costs,control the creation
and growth of records,and reduce the risks of liabilities associated with document disposal. This
position is anticipated to identify substantial savings in excess of the position costs by proactively
assisting departments develop and streamline their records management systems by reviewing
records currently in storage to determine which should be retained and which should be destroyed
consistent with statutory requirements. _ 62,000_ 62,000 _ 73,000 1.0 _
City Manager
Increase response time for high priority citizen complaints regarding a wide range of issues by
adding two part-time positions to the Rapid Response Team. These positions would complement two
existing full-time positions to work in teams of two to expeditiously address citizen
issues/complaints. 36,000 36,000 36,000 2.0
Code Compliance
Enhance a more proactive code compliance environment by adding three Code Compliance
Officers in the Entertainment District to augment the existing two positions added in FY 2014/15.
These positions would be assigned along Ocean Drive,Espanola Way,and the southern portion of
Collins Avenue and Washington Ave. In the last four years,twenty-three additional ordinances
have been implemented and caseloads have almost doubled since FY 2010/11. [FUND FROM
RESORT TAX] 240,000 240,000 189,000 3.0
Improve coordination and oversight of departmental accreditation,staff certification,training,
equipment maintenance,and customer service levels by adding a Code Compliance Administrator
position. This position addresses the Crowe Horwath Audit's recommendations for increased
supervision and organizational efficiency.[FUND FROM RESORT TAX] 69,000 69,000 82,000 1.0
Emergency Management/9-1-1
Improve quality of 911 calls by implementing Quality Insurance to review recorded calls to ensure
that proper protocol and procedures are being adhered to by 911 operations. Utilizing off-site
certified reviewers to evaluate recorded 911 calls would provide an accurate and impartial review
of 911 operators performance. 27,000 27,000
Finance
Improve oversight of bond issuance and monitoring function by adding a Deputy Finance Director
position. This function is anticipated to grow significantly given the number and complexity of
anticipated bond issues. 110,000 110,000 133,000 1.0
Housing&Community Services
Address recent audit findings by increasing oversight of HUD funded capital activities,perform
inspections of work sites,ensure Federal Davis-Bacon compliance,and ensure the integrity of
capital project costs by adding a Housing and Community Development Capital Projects
Coordinator position. 93,000 93,000 112,000 1.0
ATTACHMENT B
PROPOSED FY 2015/16 ADDITIONS AND SERVICE ENHANCEMENTS
Request Recommended Year 2 Total
Enhancement Impact FT ( PT
Parks&Recreation
Enhance programming for various recreation programs as follows: $54,000 for inclusionary aides
to meet the demand for special need children to be enrolled in summer camps;$18,000 for the
second season of Little League Baseball;$10,000 to expand elderly programming from North
Shore Park Youth Center to two additional locations in central and south beach;$25,000 to
increase the year-round level of service citywide for youth programming with new educational and
cultural programs and at additional sites; $6,000 to add Nautilus Middle School as an additional
site for teen programming;$35,000 to enhance special community events such as Winter
Wonderland and Cupid's Carnival with additional rides and activities;and$15,000 to meet the
increasing demand for elderly programs and events by increasing funding for the Senior
Enhancement Transportation Service program. 163,000 163,000 163,000
Enhance opportunities for persons with disabilities by partially funding the para-rowing program at
the Shane Rowing Center. The Miami Beach Watersports Center is a not-for-profit organization that
runs a premier rowing club with over 250 members,mostly all Miami Beach residents. They have
recently undertaken a para-rowing program which teaches people with disabilities how to row and
provides a training facility for competitive para-rowers. They have been designated as Paralympic
Sport Club by the US Olympic Committee,and have already qualified two members to the national
para-rowing team.The program has grown in popularity and needs financial assistance in order to
not have to turn rowers away. [FUND FROM RESORT TAX] 85,000 85,000 85,000
Participate in the Fairchild Botanical Gardens Million Orchid Project as one of several municipalities
that would begin to receive as many as 150 orchids throughout the next 3 years starting as soon as
October,2015. Fairchild Tropical Gardens proposes to introduce millions of native orchids into
the South Florida within the next five years. This enhancement would provide funding for the
Gardens to propagate seedlings for reintroduction.[FUND FROM RESORT TAX] 50,000 50,000 50,000_ _
Planning
Meet increasing demand for administrative support of the City's five Land Development Review
Boards by adding an Office Associate V position. The number of applications received and public
record requests have increased substantially and with the future outlook of upcoming construction
projects the need has arisen for a dedicated administrative resource to handle the increase in
workload. 59,000 59,000 66,000 1.0
Police
Reduce crime by adding a License Plate Reader(LPR)system on MacArthur Causeway as well as
two additional patrol vehicles and two portable kits. The City has successfully used police vehicles
equipped with LPR system for the past two years to recover stolen vehicles and to make many felony
and misdemeanor arrests. This enhancement would complement the fixed LPR system that is
anticipated to be installed on the Venetian Causeway during FY 2014/15. [FUND FROM RESORT
TAX] 276,000 276,000
Provide support to the State Attorney's Office's Human Trafficking Task Force by assigning a
Detective position to participate on the task force. Miami Beach has experienced a significant
number of crimes associated with human trafficking and participation on the task force would allow
MBPD access to additional resources to address this growing problem in the city,state,and region.
98,000 98,000 126,000 1.0
Enhance the pool of qualified candidates that could be hired as police officers by reimbursing ten
police recruits to complete Police Academy training supervised by a Training Advisor(Police Officer
position). For the last 15 years,MBPD has only hired certified police officers with previous
experience or academy certification,which has resulted in limiting hiring to applicants that have
been trained with varying level of quality and/or transferred from other jurisdictions. This
enhancement would serve as a pilot initiative to include ten quality applicants that have recently
completed full academy training. Recommended by PERF study in 2014. 189,000 189,000 183,000 1.0
Address traffic congestion by adding a Motor Unit consisting of one Sergeant and four Police
Officer positions. This unit would work afternoon shifts to focus on rush hour traffic and enhance
MBPD's ability to address traffic issues, improve enforcement,and visibility. Enforcement activity by
this unit is anticipated to offset a portion of the cost of this enhancement.Costs would be offset by
an estimated$110.000 in revenue. Recommended by the Transportation,Parking,&Bicycle
Pedestrian Facilities Committee. 1,287,000 673,000 645,000 5.0
Anticipated offsetting revenue _ (220,000)_ (110,000)_ (110,000)_
Procurement
Bring departmental staffing in-line with national productivity benchmarks,reduce staff turnover rate
of 63%over last two years,and expedite procurements for City departments by adding two
Procurement Contracting Officer positions. 120,000 120,000 146,000 2.0
ATTACHMENT B
PROPOSED FY 2015/16 ADDITIONS AND SERVICE ENHANCEMENTS
Recommended Year 2 Total
Request
Enhancement Impact FT ) PT
Public Works
Reduce the backlog of projects and enhance the ability to perform in-house engineering by adding
a Civil Engineer position. This position would be split funded as follows:30%General Fund,30%
Stormwater,20%Water,20%Sewer. 22,500 23,000 27,000 0.3
Address the 21%increase in street light inventory from recently completed capital projects by
adding two Street Light Technician I positions. These positions would conduct preventive
maintenance,repairs,and rebuilding for landscape up-lighting. 103,000 103,000 124,000 2.0
Provide adequate oversight of contracted grounds maintenance services by adding two Field
Inspector positions. The City contracts for grounds maintenance services to all city rights of way,
municipal buildings,parking facilities,Lincoln Road,and coastal areas for a total of 292 sites.
These positions would ensure that the City receives the highest quality work product from contractors
in the shortest amount of time. Monitoring includes mowing,edging,weeding,trimming of
bushes/trees,blowing,and irrigation checks. 116,000 116,000 130,000 2.0
Provide adequate oversight of the Urban Forestry Tree Preservation Program and enforcement of the
Tree Preservation Ordinance No. 2014-3904 that was approved by Commission on November 19,
2014 by adding two Field Inspector positions and a Field Supervisor position. Under the new
Ordinance,the City will be enacting its own tree preservation program and be 100%responsible
for issuing and enforcing tree work permits and tree related code violations as delegated by Miami
Dade County. This program will result in a large increase in tree-related office and field inspection
work and requires a more specialized skill-set including International Society of Arboriculture
certification. The new positions would enhance the City's ability to enforce the tenants of the Tree
Preservation Ordinance,provide Tree Work Permits more expeditiously,and improve complaint and
inspection request turnaround times. 222,000 220,000 232,000 3.0
Anticipated offsetting revenue (220,000)
Allow for the proper monitoring,maintenance,and enhancement of the citywide urban forest by
creating a GIS Tree Inventory. The citywide GIS inventory would enhance the City's ability to
properly schedule and track tree/palm maintenance,monitor problematic trees,and ensure
replacement of tree canopy in areas with insufficient canopy coverage. (ONE-TIME] 160,000 160,000
Meet increasing demand for GIS programming and support by adding a Senior GIS Analyst
position. This enhancement would allow the GIS division to address a backlog of projects for
various city-wide applications. 76,000 76,000 93,000 1.0
Tourism,Cultural,&Economic Development
Enhance department oversight and succession planning by adding an Assistant Director position.
The position would add oversight of numerous large contracts and agreements and assist the
Director administer eight functions including Tourism&Conventions,Entertainment,Cultural Affairs,
Convention Center,Sponsorships&Advertising, Economic Development,Redevelopment Agency,
and Asset Management.[FUND 50%FROM RESORT TAX] 105,000 105,000 127,000 1.0
county buses,light pole banners,on line ads,print media,etc.Currently the City budgets
• 001 _ ..e.
Panel on North Beach. [FUND FROM RESORT TAX] 300,000
Citywide
Increase Pay-As-You-Go(PAYGO)funding for capital projects from$1.4 million to$2.4 million.
This enhancement would help address pressing needs for additional PAYGO funding such as:
neighborhood project costs that have increased over time;stormwater projects that are generating a
need for above ground funds;replacement of$1.7 million in PTP funding reprogrammed for the
enhanced trolley system;Lighting and Crime Prevention Through Environmental(CPTED)
improvements in non-tourist areas;park projects in non-tourist areas;and seawall projects. 1,000,000 1,000,000
Total General Fund Enhancements__$5,050,500 $3,880,000 $2,830,000 28.3 2.0
Additional Resort Tax Revenue (770,000)
Impact from Internal Service Funds 229,000
Savings from proposed reductions(for PAYGO) (1,000,000)
Net Impact to General Fund $2,339,000
ATTACHMENT B
PROPOSED FY 2015/16 ADDITIONS AND SERVICE ENHANCEMENTS
Request Recommended Year 2 Total
Enhancement Im•act FT PT
INTERNAL SERVICE FUNDS
Information Technology
Improve procurement coordination,contract management,and compliance with procurement
guidelines by adding an Information Technology Specialist I position. The$60,000 cost of the full-
time position would be offset by$52,000 of temporary services funds. 8,000 8,000 19,000 1.0
Improve disaster preparedness by backing up City technology data/systems in an out-of-region data
center. This enhancement would be phased in over three years. Year one would be$200,000
including a$40,000 one-time charge. Year two would be$175,000 and recurring costs
thereafter would be$75,000. 200,000 200,000 175,000
Develop and maintain mobile applications and web-based applications by adding a Senior Systems
Analyst position. In addition to maintaining current applications,this position would assist City
departments add applications that would streamline their service delivery. 71,000 71,000 84,000 1.0
Total Internal Service Funds $279,000 $279,000 $278,000 2.0 0.0
Estimated Impact to the General Fund_ $229,000 $229,000
ENTERPRISE FUNDS
Parking
Expand Freight Loading Zone(FLZ)program throughout the City by adding one twe Parking
Operations Supervisors and seven tee full-time Parking Enforcement Specialist I positions. The FLZ
program has been successfully implemented during FY 2014/15 in the entertainment district due to
strict and contingent enforcement to minimize double parking and promote smooth traffic flow.
Projected revenue is anticipated to offset all costs in year one by$90,000$64,008 and by
$252,000$261,000 in year two. 548,000 338,000 319,000 8.0
Anticipated offsetting revenue (612,000) (428,000) (571,000)
Stormwater
Reduce the backlog of projects and enhance the ability to perform in-house engineering by adding
a Civil Engineer position. This position would be split funded as follows:30%General Fund,30%
Stormwater,20%Water,20%Sewer. 22,500 23,000 27,000 0.3
Enhance preventive maintenance program to the storm water infrastructure system by adding two
Municipal Worker II positions. These positions would focus on preventive maintenance of the storm
sewer mains. 79,000_ 79,000 96,000 2.0
Sewer
Reduce the backlog of projects and enhance the ability to perform in-house engineering by adding
a Civil Engineer position. This position would be split funded as follows:30%General Fund,30%
Stormwater,20%Water,20%Sewer. 15,000 15,000 18,000 0.2
Enhance preventive maintenance program to the sewer infrastructure system by adding two
Municipal Worker II positions. These positions would focus on preventive maintenance of the sewer
mains. 79,000 79,000 96,000 _ 2.0
Sanitation
Expand the"Can on Every Corner"initiative by an additional 100 locations.The current inventory
of trash cans is 2,065. The new locations would be determined by potential demand. IONE-TIME] 132,000 132,000
Water
Reduce the backlog of projects and enhance the ability to perform in-house engineering by adding
a Civil Engineer position. This position would be split funded as follows:30%General Fund,30%
Stormwater,20%Water,20%Sewer. 15,000 15,000 18,000 0.2
Total Enterprise Funds $278,500 $253,000 $3,000 _12.7 _ 0.0
ATTACHMENT C
POTENTIAL FY 2015/16 ENHANCEMENTS NOT INCUDED IN PROPOSED BUDGET
Request Year 2 Total
_ Impact _ FT 1 PT
GENERAL FUND
Building-Environmental Management
Meet the mitigation needs of future construction projects by funding a feasibility study for the
creation a Mitigation Bank within the City limits as part of the City's Sustainability Plan. This
enhancement would reduce the costs of relocation of mangroves to a bank outside the city,while
also providing more flexibility. (ONE-TIME) 75,000 -
Communications
Produce additional programming, features, public service announcements,and training videos by
adding a Media Assistant position. Demand for video services to support departmental initiatives
continues to increase that cannot be met at the current service level. 57,000 67,000 1.0
Enhance clerical and administrative support by adding an Office Associate IV position.
Communications is the only department without a full-time administrative support position and the
new OAIV would free up operations staff to address their core duties. 51,000 60,000 1.0
Emergency Management/9-1-1
Meet federally mandated interoperability radio requirements(P25) by replacing the current public
safety radio system,which is at end of life. There are three options under considerations,
subscribing to the Miami-Dade County radio system, joining with the City of Hialeah and/or
other municipalities to purchase a radio system,or purchasing a radio system for the City's sole
use. TUSA Consulting is currently working with Emergency Management to explore these
options. The new system will likely need to be funded in FY 2016/17 and the cost would likely
be financed over ten years using the City's equipment loan. (ONE-TIME) 5,000,000
Improve the efficiency of public safety answering points(PSAP)call-taking and provide automatic
call distribution in addition to remote deployment capabilities by upgrading VIPER with Automatic
Number Information and Automatic Location Information Controller. This upgrade would permit
the PSAP to receive messages texted to 911 and improve the accuracy of location information for
calls originating from cell phones. (ONE-TIME) 440,000 -
Support the new Emergency Operations Center Sharepoint site and other information technology
systems by adding an Information Technology Specialist I position. 61,000 72,000 1.0
Enhance 911 information by replacing the current call recording system with a new VPI System
that captures and integrates CAD information associated with 911 calls. The current recordings
solution is used to review calls by dispatch and call takers as well as provide all recordings for
public records request. The VPI solution would allow the call center to record,analyze,evaluate
and improve the quality of the emergency call taker and dispatcher and provides the ability to
quickly redact the appropriate information when providing recordings requested for public
records request. The VPI solution integrates with the Computer Aided Dispatch software and
Emergency Medical Dispatch software to provide screen shots or video recording of key strokes
at the time of the call which is helpful when recreating an incident to inform the
evaluator/investigator of the appropriate steps taken. This solution is fully interoperable with the
ability to support Next Gen 911 phone systems and has the ability to record all text messaging,
videos, location,and number information provided to the 911 dispatch phone system. (ONE-
TIME) 91,000 -
Conduct a feasibility to assess the City's current and future CAD needs and select a replacement
system. The CAD system is used to initiate public safety calls for service, dispatch,and maintain
the status of responding resources in the field. The current system is at end of life and many new
features are now available such as: automatic address verification, real-time GPS unit locations,
instantaneous information such as preplans,hazards,wants and warrants, and integration with
GIS mapping. (ONE-TIME) 1,500,000 -
Improve security and coordination by developing and implementing a master plan to integrate
the City's existing disperate devices and information systems in order to monitor and control them
through a comprehensive user interface at the City Warning Point. Systems would include video,
access control,analytics, microwave network, parking applications,traffic monitoring, intrusion
detection,etc. (ONE-TIME) 1,500,000
•
ATTACHMENT D
•
Miami Beach Police Department
Confiscations - Federal & State Funds
FY 2015/16 BUDGET
•
•
FEDERAL FUNDS:
Federal Funds - (603) •
FY16
• Request
Organizational Development Travel.& Off-site testing 70,000
Training Supplement to supplement LETTF 70,000
Bulletproof Vest Partnership 60,000
Graffiti eradication through Teen Job Corp. 25,000
Body Cameras 150,000
Gym Equipment 10,000
Total Funds (603) - .. 385,000
•
STATE FUNDS:
State Funds - (607)
FY16•
• Request
Costs connected with the prosecution/processing of forfeitures. 20,000
Crime Prevention initiatives & School Liaison Projects 20,000
AR Rifle Program/initiative- City's match for reimbursement of rifles at $500. 15,000
15% of State Funds collected in FY15 to be used for drug abuse treatment,
drua and crime prevention education and non-profit community based 29,000
Chief's Conference Room Upgrade 28,000
CID Interview Room Audio Video Recording • 60,000
MBPD Facilities Security Camera System Upgrades 110,000
Articulated Aerial Work Platform Trailer 35,000
Total Funds (607) 317,000
Total Federal & State Funds • 702,000
•
•
•
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