FY 2019 Program BudgetCI
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SECTION A
Fiscal Year 2018/19 Adopted Program Budget
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MIAMIBEACH
Table of Contents
Section A. Fiscal Year 2018/19 Adopted Program Budget
Building ............................................................................................................................................................................................................. 1
Citywide Accounts ........................................................................................................................................................................................... 6
Code Compliance ......................................................................................................................................................................................... ..8
Economic Development ................................................................................................................................................................................. 12
Emergency Management .............................................................................................................................................................................. 16
Environment & Sustainability ........................................................................................................................................................................ 21
Finance............................................................................................................................................................................................................ 27
Fire ................................................................................................................................................................................................................... 35
Fleet Management ......................................................................................................................................................................................... 39
Housing and Community Services ............................................................................................................................................................... 43
Human Resources .......................................................................................................................................................................................... 49
Information Technology ................................................................................................................................................................................ 54
Marketing and Communications .................................................................................................................................................................. 59
Office of Capital Improvement Projects ...................................................................................................................................................... 63
Office of Internal Audit ................................................................................................................................................................................. 67
Office of Management and Budget ............................................................................................................................................................ 70
Office of the City Attorney............................................................................................................................................................................ 73
Office of the City Clerk ................................................................................................................................................................................. 76
Office of the City Manager .......................................................................................................................................................................... 80
Office of the Inspector General ................................................................................................................................................................... 83
Office of the Mayor & Commission............................................................................................................................................................. 84
Organizational Development Performace Initiatives ................................................................................................................................. 85
Parking ............................................................................................................................................................................................................ 90
Parks and Recreation .................................................................................................................................................................................... 96
Planning ........................................................................................................................................................................................................ 108
Police ............................................................................................................................................................................................................. 112
Procurement ................................................................................................................................................................................................. .123
Property Management ................................................................................................................................................................................. 127
Public Works ................................................................................................................................................................................................ 132
Tourism and Cultural Development ............................................................................................................................................................ 147
Transportation .............................................................................................................................................................................................. 153
Total Expenditures by Fund and Department - Fiscal Year 2018/19 ................................................................................................... 161
Section B. Seven Year Summary of Enhancements & Reductions
Seven Year Summary of Enhancements/Additions ................................................................................................................................. 165
Seven Year Summary of Efficiencies/Reductions .................................................................................................................................... 186
FY 2018/19 DEPARTMENTAL PROGRAM BUDGET
In response to the City Commission’s feedback regarding greater transparency and understanding
of the existing programs and services currently included in the City’s budget, the Office of
Management and Budget has facilitated the development of a program budget (activity-based
costing) for each department.
FY 2018/19 marks the second year of citywide program-budgeting. This year, the document has
been further refined to include analyses of how respective programs would be affected with a
10% increase, as well as a 10% decrease in each department’s operating budget. This analysis
is a useful management tool that was reviewed during the budget meetings with the City Manager
in the spring and should be the basis for the various reduction and enhancement options to be
considered in balancing the FY 2019/20 budget.
The following pages present the Adopted FY 2018/19 program information for the various
departments in alphabetical order for ease of reference. Each department’s service programs are
identified, along with a description of each program. Other information presented includes the FY
2018/19 budgeted expenditures, full-time equivalents (FTEs), program revenues, and applicable
performance measures and targets.
Program
A group of related activities that support a common purpose. It is trackable and preferably is
comparable to activities in other organizations.
Full-Time Equivalents
A unit that indicates the workload of a full-time employee. A part-time employee is represented as
0.5 FTEs.
Program Revenues
Revenues specifically generated by a program, including user fees, grants, and other revenues
directly attributed to the program.
Performance Measures
Indicators that reflect the level of service and how well this program is being provided. Multiple
performance measures may be included for each program.
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Department:
Program Description
FY 19
Program
Exp $
FY 19
FTE's *
FY 19 Program
Rev $Performance Measures
FY 18
Targets
FY 18
Actuals
FY 19
Targets
Adj. to
FY19 Program
Exp $
Adj. to
FY19
FTE
Adj. to
FY19
Progra
m Rev $
Adj. to
FY19
Targets
Adj. to
FY19 Program
Exp $
Adj. to
FY19
FTE
Adj. to
FY19
Progra
m Rev
$
Adj.
to
FY19
Targe
ts
Average turnaround time for
Residential plan review (days)2 3 5 (2) 2
Average turnaround time for
Commercial plan review (days)4 3 5 (2) 2
Rejection rates for plans 25%28%25%
Single-Family Drop-Off: Average #
of days for drop-off permit plan
review - Building Department
(days)
2 3 5
Multi-Family Drop-Off: Average #
of days for drop-off permit plan
review - Building Department
(days)
2 3 5
Commercial Drop-Off: Average #
of days for drop-off permit plan
review - Building Department
(days)
2 3 5
% of plans submitted over three
times 5%6%5%
Average wait time to submit permit
applications (minutes)30 21 30 5
Maximum wait time to submit
permit applications (hours)2 1 2
NEW: Average # of training hours
completed 7
Average transaction time per
permit application (minutes) (walk-
thru)
20 15 20 (5) 5
Rejection rates for inspections
(average of all trades)25%29%25%
Inspection turnaround time (days)1 1 1
Permit Review
Inspections
Inspections is responsible for
inspecting construction to ensure
compliance with the approved
plans. As mandated by Florida
Statutes 553
1.00
26.00
Building - General Fund
3,250,413
5,187,171
Permit review section is
responsible for administering the
various provisions of the Florida
Building Code, including
accepting permit applications,
reviewing and approving
construction plans in accordance
with the provisions of the Florida
Building Code. As mandated by
Florida Statutes 553
+ 10% ADJUSTMENT
5,775,760 10,000
- 10% ADJUSTMENT
LEVEL OF SERVICE INCREASE LEVEL OF SERVICE DECREASE
35.00 7,857,240 (690,000) 275,000
1
Department:Building - General Fund
+ 10% ADJUSTMENT - 10% ADJUSTMENT
LEVEL OF SERVICE INCREASE LEVEL OF SERVICE DECREASE
Violations
Violations section issues violations
for those projects where
construction was done without or
not in compliance with the
approved permits. As mandated
by Florida Statutes 553
763,921 5.50 400,000 NEW: % of cases with violations
that were resolved N/A N/A 60%
NEW: % of buildings 40 years or
older in recertification "applied"
status
N/A N/A 100%
NEW: % of buildings 40 years or
older in recertification "finaled"
status
N/A N/A 65%
Records
Maintains plans, blueprints, and
other building related
documentation and records
337,860 4.00 35,000
% of building department records
requests that were completed
within Building department target
(5-7 days) NEW: (2 days)
100%87%100%155,000 -5%0%
IT
The department has four IT
(Information Technology) positions
for the purpose of providing
service to the department related
to the permitting systems
514,465 4.00 (100,000) (1.00)
Customer
Service
The department covers 5 positions
in the Finance department call
center for the purpose of providing
customer service support to the
department
491,107 5.00 150,000 (200,000) (2.00)
Environmental One (1) Environmental Technician
position 80,919 1.00 (80,000) (1.00)
Re-certifications
40 year re-certifications as
mandated by Miami Dade County
Code 8-11
168,815 1.50 329,000
Adj. to
FY19 Program
Exp $
Adj. to
FY19
FTE
Adj. to
FY19
Program
Rev $
Adj. to
FY19
Targets
Adj. to
FY19 Program
Exp $
Adj. to
FY19
FTE
Adj. to
FY19
Program
Rev $
Adj.
to
FY19
TargetsProgramDescription
FY 19
Program
Exp $
FY 19
FTE's *
FY 19 Program
Rev $Performance Measures
FY 18
Targets
FY 18
Actuals
FY 19
Targets
2
Department:
Program Description
FY 19
Program
Exp $
FY 19
FTE's *
FY 19 Program
Rev $Performance Measures
FY 18
Targets
FY 18
Actuals
FY 19
Targets
Adj. to
FY19 Program
Exp $
Adj. to
FY19
FTE
Adj. to
FY19
Program
Rev $
Adj. to
FY19
Targets
Adj. to
FY19 Program
Exp $
Adj. to
FY19
FTE
Adj. to
FY19
Program
Rev $
Adj.
to
FY19
Targets
Building - General Fund
+ 10% ADJUSTMENT - 10% ADJUSTMENT
LEVEL OF SERVICE INCREASE LEVEL OF SERVICE DECREASE
Administration
Provides ongoing oversight and
coordination of all departmental
functions, including administration,
policy, strategy, planning, costs
of facility operation, and travel
and training, retirement, OPEB,
FICA, etc.
4,448,329 13.00 1,005,000 Average # of training hours
completed 6 8 6 500,000 (20,000)
Totals:15,243,000$ 95.00 15,402,000$ 1,090,000$ 1.00 -$ (1,090,000)$ (4.00) -$
FOOTNOTES:
* 1 Full-time Environment & Sustainability position funded by the Building Department
4 Full-time Finance positions are fully funded and 2 Full-time Finance positions are partially funded by the Building Department
2 Full-time Information Technology positions are funded by the Building Department
3
Fund Program Description of
Service Level Increase
Adj. to
FY19 Program
Exp $
Adj. to
FY19
FTE
Adj. to
FY19 Program
Rev $
Performance Measure New
FY19 Target
011 Administration Re-do of department's floor plan for efficiency,
through industrial engineering of the space. 500,000 Average transaction time per permit
application (minutes) (walk-thru)TBD
011 Customer Service
Software upgrade - Script software. Will improve
consistency which is a common complaint in the
department.
150,000 N/A
011 Inspections Improved I-Pads for inspectors 10,000 Inspection turnaround time (days)1
011 Permit Review Increase overtime budget to reduce plan review turn
around time 130,000 Average Turn Around Time for Plan Review
(days)3
011 Permit Review Hire person for BTRs to bring turnaround time to 1
week 100,000 1.00 N/A
011 Permit Review Cross training in Floodplain Management for 3
people to improve turnaround time for flood 30,000 Average # of training hours completed 7
011 Permit Review Add more iPad at counters for faster service 15,000 Average transaction time per permit
application 15
011 Records Records software improvements and consolidating 155,000 % of building department records requests
that are completed within target of 2 days 95%
Total 1,090,000$ 1.00 -$
+10% Adjustment Analysis
Building
4
Fund Program Description of
Service Level Decrease
Adj. to
FY19 Program
Exp $
Adj. to
FY19
FTE
Adj. to
FY19 Program
Rev $
Performance Measure New
FY19 Target
011 Administration Reduce Overtime budget. Reduction of expedited
service requests.20,000
011 Customer Service
Reduce to 2 positions in Call Center (1 in CC and 1
at cashier). May increase customer wait time at the
cashier window and require customer to adjust and
use online services.
200,000 2.00 N/A
011 Environmental Reduce to 1 position working in Environmental.
Currently vacant and would not impact service.80,000 1.00 N/A
011 IT
Reduce to 1 position working in IT. May slow down
new project/work request. But could possibly be done
with existing Building staff.
100,000 1.00 N/A
011 Permit Review Eliminate Temp permit clerks. Increase wait time for
services at the permits counters 140,000 Average wait time to submit permit
applications (minutes)35
011 Permit Review
Reduce # of temp plan reviewers (1 Building, 1
Plumbing, 1 Electrical).
Increase turnaround time.
550,000 Average turn around time for plan review 5
Total 1,090,000$ 4.00 -$
-10% Adjustment Analysis
Building
5
Department:Citywide Accounts - General Fund
Program Description
FY19 Program
Exp $
FY19
FTE's
FY19
Program
Rev $
Performance
Measures
FY18
Target
FY18
Actuals
FY19
Target
Adj. to
FY19
Program
Exp $
Adj. to
FY19
FTE
Adj. to
FY19
Program
Rev $
Adj. to
FY19
Targets
Adj. to
FY19
Program
Exp $
Adj. to
FY19
FTE
Adj. to
FY19
Program
Rev $
Adj. to
FY19
Targets
City Services
Provides funding for services received which benefit the City and are not readily identifiable to any specific
department including:
• Water, Sewer, Storm water usage in General Fund City-owned facilities - $3,145,000
• Historic City Hall utilities, maintenance, and security - $367,000
• 777 17th Street Building utilities, maintenance, and security - $277,000
• Annual External Audit - $171,000
• Property Mgmt. City-Owned Facilities Chargeback - $145,000
• State Court Costs Article V - $20,000
4,125,000
Special Projects Provides funding for studies, association fees, performance improvement, workshops, community surveys,
maintenance of various monuments and fountains citywide, and for miscellaneous use of Central Services. 363,000
Elections Provides funding for bi-annual elections. 628,000
General Fund
Capital Projects Provides Pay As You Go funding for Capital Projects (PAYGO) based on dedicated millage rate 2,400,000
Capital Renewal
and Replacement
Provides funding for Renewal & Replacement projects for General Fund departments broken down into:
• Capital Renewal & Replacement projects over $25K - $748,000 (Dedicated Millage Rate)
• Capital Renewal & Replacement projects under $25K - $247,000
995,000
Normandy Shores
Provides funding for the Normandy Shores Local Government Neighborhood Improvement District based on the
budget approved by the Normandy Shores Homeowners' Association:
• $88,000 from City's General Fund (35%)
• $165,000 from Normandy Shores Homeowners (65%)
253,000
Grants &
Contributions 632,000
Provides sponsorships for various organizations and events linked to the City including:
• Jewish Community Services of South Florida - $47,000
• Douglas Gardens Community Mental Health Center - $22,000
• Miami Beach Community Health Center - $22,000
• Boys and Girls Club - $17,000
• Senior Services - $5,000
• Miami Beach Garden Conservancy, Inc. - $152,000
• FIU - Jewish Museum - $50,000
• UNIDAD Senior Center - $50,000
• Miami Beach Chamber/Visitor Center - $36,000
• Miami Beach Gay & Lesbian Chamber of Commerce - $25,000
• Latin Chamber of Commerce - $18,000
• North Beach Development Corporation - $18,000
• South Florida Hispanic Chamber of Commerce - $18,000
• Orange Bowl - $17,000
• Food Trucks - $55,000
• Fourth of July - $50,000
• Veteran's Day - $30,000
+ 10% ADJUSTMENT - 10% ADJUSTMENT
LEVEL OF SERVICE INCREASE LEVEL OF SERVICE DECREASE
6
Program Description
FY19 Program
Exp $
FY19
FTE's
FY19
Program
Rev $
Performance
Measures
FY18
Target
FY18
Actuals
FY19
Target
Adj. to
FY19
Program
Exp $
Adj. to
FY19
FTE
Adj. to
FY19
Program
Rev $
Adj. to
FY19
Targets
Adj. to
FY19
Program
Exp $
Adj. to
FY19
FTE
Adj. to
FY19
Program
Rev $
Adj. to
FY19
Targets
+ 10% ADJUSTMENT - 10% ADJUSTMENT
LEVEL OF SERVICE INCREASE LEVEL OF SERVICE DECREASE
Citywide
Contingency
Provides funding for unforeseen expenditures that may be incurred during the fiscal year. Expenditures are not
charged directly against contingency; instead, funds are transferred to the specific projects.
• Operating Contingency - $1,734,000
• Set-Aside based on Building Operations - $159,000
1,893,000
Employee Costs
Provides funding for:
• Payment of General Fund City employee's leave settlement - $1,500,000
• Section 415 Excess Pension Plan contributions - $800,000
• Employee tuition reimbursement - $305,000
• 401(A) disability insurance - $6,000
• Employee appreciation events - $64,000
• Employee Innovation Academy - $35,000
• New American Workforce - $23,000
2,733,000
Other
Provides funding for:
• Equipment loan debt service - $1,240,000
• Sunset Island 3 & 4 undergrounding debt service - $212,000
• Ameresco debt service transfers - $13,000
• IT Steering Committee transfer - $300,000
• Marina submerged land lease - $206,000
1,971,000
Total 15,993,000$ - -$ -$ - -$ -$ - -$
Department: Citywide Accounts - General Fund
7
Department:Code Compliance - General, Special Revenue, and Resort Tax Funds
Program Description
FY 19 Program
Exp $
FY 19
FTE's *
FY19
Program
Rev $Performance Measures
FY18
Targets
FY18
Actuals
FY19
Targets
Adj. to FY19
Program
Exp $
Adj. to
FY19
FTE
Adj. to FY19
Program
Rev $
Adj. to
FY19
Targets
Adj. to FY19
Program
Exp $
Adj. to
FY19
FTE
Adj. to FY19
Program Rev
$
Adj. to
FY19
Targets
Number of Short Term Rental
Violations 150 148 150
NEW - Number of Short Term
Rental Inspections N/A 1,503 1,500 110 (110)
Number of Short Term Rental
Business Tax Receipt Violations 100 96 100
NEW - Number of Sidewalk Café
Inspections N/A 1,175 1,200 300 (200)
Number of Sidewalk Café Violation 250 144 150 50 (75)
NEW - Number of High Liability
Inspections N/A 66 70 35
NEW - Number of Alcohol Sale
Inspections N/A 1,453 1,500
Number of Noise Complaints 3,000 3,927 3,000
Percent of Noise Complaints
resulting in a violation 10%12%11%
Total Number of Code Violations 10,000 11,816 10,000
Total Number of Inspections 25,000 23,073 24,000 2,300 (4,000)
Number of Sanitation Violations 2,500 3,241 3,200 200 (500)
High Impact
Periods and Special
Events
Provide essential City services, including during high
impact periods, including, but not limited to Art Basel,
Memorial Day, July 4th, New Year's, Miami Beach Air
and Sea Show, and International Tennis Federation
Tennis Event:
180,000 18,000 (18,000)
(18,000) Entertainment
The Entertainment District consists of Ocean Drive,
Collins Avenue, and Washington Avenue between 5th
and 15th Street, Lincoln Road, and Espanola Way.
Officers assigned to this detail respond to complaints
and proactively patrol these areas to ensure
compliance to City Codes of businesses, sidewalk
cafes, vendors, and other applicable entities.
582,983 5.00 70,000 178,000 2.00 35,000
+ 10% ADJUSTMENT - 10% ADJUSTMENT
LEVEL OF SERVICE INCREASE LEVEL OF SERVICE DECREASE
Short Term Rental
This program focuses on addressing complaints and
proactively investigating short term rental activities in
zoning districts where this activity is prohibited. In
areas where short term rentals are permitted, the team
conducts investigations to ensure compliance with
licensing requirements.
811,829 8.00 32,000 (32,000)
*Field Operations
Addressing complaints and proactively patrolling all
areas of the City to enforce a variety ordinances
including but not limited to: Noise, Zoning, Litter,
Graffiti, Artist Vendor/Street Performers, Property
Maintenance, Marine, Signage, Sidewalk Cafes,
Busines Tax Receipt, Operating Hours, and
Environmental Regulations. Additionally, each CCO
conducts one hour of alleyway/sanitation inspections
per shift.
4,208,554 36.00 500,000 250,000 3.00 73,000 (121,000) (5.00) (410,000)
8
Department:Code Compliance - General, Special Revenue, and Resort Tax Funds
+ 10% ADJUSTMENT - 10% ADJUSTMENT
LEVEL OF SERVICE INCREASE LEVEL OF SERVICE DECREASE
Administration
Provides direction and leadership to the department,
processes payroll and maintains department budget
and personnel records.Provides administrative support
to all programs, including processing of cases, certified
mailings of notices, creation and mailing of invoices,
records retention, customer service, lien processing,
public records requests, and other duties as required.
1,260,134 6.00
Totals:7,043,500$ 55.00 570,000$ 478,000$ 5.00 108,000$ (478,000)$ (5.00) (121,000)$
FOOTNOTES:
*4 additional full-time Code Compliance Officer positions funded from the Sanitation Enterprise Fund.
Program Description
FY 19 Program
Exp $
FY 19
FTE's *
FY19
Program
Rev $ Performance Measures
FY18
Targets
FY18
Actuals
FY19
Targets
Adj. to FY19
Program
Exp $
Adj. to
FY19
FTE
Adj. to FY19
Program
Rev $
Adj. to
FY19
Targets
Adj. to FY19
Program
Exp $
Adj. to
FY19
FTE
Adj. to FY19
Program Rev
$
Adj. to
FY19
Targets
9
Fund Program Description of
Service Level Increase
Adj. to
FY19 Program
Exp $
Adj. to
FY19
FTE
Adj. to
FY19 Program
Rev $
Performance Measure New
FY19 Target
Number of Sidewalk Café Inspections 1,500
Number of Sidewalk Café Violations 200
160 Short Term Rentals
The increase would be used to bolster our proactive
investigations of illegal transient activity via online
platforms. The use of these funds would be for
reserving/booking short term rental properties in
unpermitted and permitted zones and/or overtime for
general protracted investigations.
32,000 Number of Short Term Rental Inspections 1,610
160 High Impact Periods
This money is used to reimburse the Department for
overtime worked during High Impact Periods when
additional officer coverage is needed. The 10% increase
would be used to cover a portion of the overtime costs
during high impact periods. The amount is equivalent to
approximately 480 hours.
18,000
011 Entertainment
Two Code Compliance Officer FTEs would be added to the
Entertainment District to better distribute the workload
across Espanola, Washington, and Collins corridors.
160,000 2.00 35,000 Number of High Liability Inspections 105
Total Number of Inspections 26,300
Number of Sanitation Violations 3,400
Total 478,000$ 5.00 108,000$
+10% Adjustment Analysis
Code Compliance
168 Entertainment
The 10% increase would be used to supplement overtime
costs associated with patrol of the entertainment areas. It is
not enough money to cover the cost of additional bodies.
The amount is equivalent to approximately 480 hours.
Additionally, $2,000 added to the line item "Other
Operating Expenditures" could be used to purchase two (2)
thermal printers for the Code Officers assigned to the
Entertainment District (2) to increase their efficiency when
issuing violations.
18,000
73,000 011 Field Operations
Two Code Compliance Officer FTEs would be added to
supplement the North Beach District as the economic
development plan for the area comes to fruition. One Code
Compliance Officer FTE would be added to supplement the
South of Fifth Neighborhood.
250,000 3.00
1
0
Fund Program Description of
Service Level Decrease
Adj. to
FY19 Program
Exp $
Adj. to
FY19
FTE
Adj. to
FY19 Program
Rev $
Performance Measure New
FY19 Target
Number of Sidewalk Café Inspections 1,000
Number of Sidewalk Café Violations 75
160 Short Term Rentals
The 10% decrease would require that one FTE be replaced
with a Part Time employee. There is no way to remove
$32,000 from the fund without reducing an employee. The
average cost of a FT CCO is approximately $79,800.
Removing one FT CCO and replacing them with a Part
Time CCO is the only way to achieve this reduction.
(32,000) Number of Short Term Rental Inspections 1,390
160 High Impact Periods
This money is used to reimburse the Department for
overtime worked during High Impact Periods when
additional officer coverage is needed. The 10% decrease
would require the cost to be absorbed in the General Fund
for overtime costs during high impact periods. The amount
is equivalent to approximately 480 hours.
(18,000)
Total Number of Inspections 20,000
Number of Sanitation Violations 2,700
Total (478,000)$ (5.00) (121,000)$
-10% Adjustment Analysis
Code Compliance
168 Entertainment
The 10% decrease would be removed from Overtime in
the Entertainment District. The decreased funding would
equate to less coverage of the entertainment areas.
(18,000)
(121,000) 011 Field Operations Five FTEs would be removed from Field Operations
staffing. (410,000) (5.00)
1
1
Department:Economic Development - General and Special Revenue Funds
Program Description
FY19 Program
Exp $
FY19
FTE's
FY19 Program
Rev $Performance Measures
FY18
Target
FY18
Actuals
FY19
Target
Adj. to
FY19
Program
Exp $
Adj. to
FY19
FTE
Adj. to
FY19
Program
Rev $
Adj. to
FY19
Targets
Adj. to
FY19
Program
Exp $
Adj. to
FY19
FTE
Adj. to
FY19
Program
Rev $
Adj. to
FY19
Targets
Occupancy rate of Leasable Sites 99%91%97%
% used for City purposes @
1701 Meridian 65%68%78%
% used for City purposes @
Historic City Hall 15%15%22%
NEW - Net change of business
tax licenses N/A 5,122 5,501
Number of attendees for "Create
Small Business Workshop Series"500 N/A 250 315,000 1.00 250
NEW - Business Retention Visits N/A N/A 50
NEW - New business Welcome
Letters sent N/A N/A 50
NEW - Unemployment Rate -
Miami Beach N/A 3.1%3.2%
NEW - Unemployment Rate -
Miami Dade County N/A 3.8%3.2%
NEW - Retail Occupancy Rate N/A 13.4%17.9%
NEW - Office Vacancy Rate N/A 10.1%9.2%
NEW - Multifamily Vacancy Rate N/A 4.8%4.8%
NEW - Value of new
developments-renovations or
construction (based on permit
valuations)
N/A 154,000,000 155,000,000
NEW - KPI: % of businesses that
would recommend Miami Beach
to others as a place to run a
business
N/A Pending City
Survey
Pending City
Survey
+ 10% ADJUSTMENT - 10% ADJUSTMENT
LEVEL OF SERVICE INCREASE LEVEL OF SERVICE DECREASE
(200,000)
Management of City
Real Estate Assets
(ED)
Manages overall portfolio of 170 contracts governing the use of City-owned
properties, including 88 leases, concession agreements, and
management/operation agreements, plus 82 beachfront concession permits
•Included-Salaries for 4 Employees $ 474,000
•Included-Taste Bakery Annual Reimbursement-City Employee Discount program-
$ 200,000
674,000 4.00 6,827,000
Economic
Development (ED)
Develops, implements and administers economic plans, programs, and policies,
as well as maintains a database of vacant or underutilized commercial office
and tenant spaces. Provides business assistance, facilitates private capital
investments, supports joint venture development, and conducts market research.
Serves as the City's representative as an economic development partner with the
private sector to provide assistance in exploring/securing their relocation efforts
and in areas such as permits and regulations, workforce training, financing, and
marketing. Such work is performed either directly or by providing linkages with
specialists in the City and other economic development service organizations.
The division also manages day-to-day operations of the Redevelopment Agency
(RDA), including the funding for capital projects and programs in City Center
231,000 2.00
12
Department:Economic Development - General and Special Revenue Funds
Program Description
FY19 Program
Exp $
FY19
FTE's
FY19 Program
Rev $Performance Measures
FY18
Target
FY18
Actuals
FY19
Target
Adj. to
FY19
Program
Exp $
Adj. to
FY19
FTE
Adj. to
FY19
Program
Rev $
Adj. to
FY19
Targets
Adj. to
FY19
Program
Exp $
Adj. to
FY19
FTE
Adj. to
FY19
Program
Rev $
Adj. to
FY19
Targets
+ 10% ADJUSTMENT - 10% ADJUSTMENT
LEVEL OF SERVICE INCREASE LEVEL OF SERVICE DECREASE
Redevelopment
Agency Fund
Administration
Includes a management fee of $422,000 allocated to the General Fund to pay
for indirect staff support (City Manager, Assistant City Manager, City Attorney,
City Clerk, Finance, etc.) and $155,000 for internal services. Also includes
County and City admin fee based on 1.5% of annual TIF revenues (County of
358,000 and City of 440,000). Includes $23,000 for auditing fees;$139,000
for general repairs and maintenance; and $32,294,000 from retained earnings
pursuant to 4th Amendment to RDA Interlocal Agreement ($20M for one-time
Lincoln Road capital project, $4.4M City reimbursement into General Fund,
$872K City reimbursement into PAYGO capital fund, $1.5M City reimbursement
into Beach Renourishment Fund, and $5.52M for a Miami-Dade County
reimbursement)
33,831,000 45,754,000
Redevelopment
Agency Fund
Convention Center
Includes debt service for Convention Center for $21.6M, transfer to Convention
Center Enterprise fund for $1.750M, and set-aside for early debt payoff of
$16.6M
40,041,000 40,041,000
Anchor Shops
Portfolio of 5 contracts/leases governing the use of City-owned properties. Retail
component of the Anchor Parking Garage. The Anchor shops consists of seven
individual ground floor retail spaces comprising a total of approximately 20,500
square feet. Two of the seven spaces are currently restaurant, 3 are retail and 2
are vacant.
•Operating Expenditures $ 213,000
•Internal Charges $ 31,000
•Transfer Out to Penn RDA- $460,000
•Department Savings- $816,000
1,520,000 Occupancy rate of Leasable Sites 100%72%100%14,000 (14,000) -28%
Pennsylvania Shops
Retail component of the Pennsylvania Avenue Parking Garage. The ground floor
retail space is approximately 7,722 square feet and is currently vacant.
•Operating costs- $ 182,000
•RDA Penn Shops Ground Lease- $ 279,000
*Transfer in from Anchor Shops-$ 460,000
461,000 Occupancy rate of Leasable Sites 100%0%100%46,000 (46,000) -100%
Administration
Economic
Development &
Management of City
Real Estate Assets
(General Fund) (ED)
Provides ongoing oversight and coordination of all departmental functions,
including administration, policy, strategy, planning, and internal charges
•Included-Internal Charges $ 190,000
•Included-Operating Expenses $ 166,500
356,500
Percentage completion of training
and professional development
goals
95%98%95%
Total 77,114,500$ 6.00 92,622,000$ 375,000$ 1.00 -$ (260,000)$ - -$
13
Fund Program Description of
Service Level Increase
Adj. to
FY19 Program
Exp $
Adj. to
FY19
FTE
Adj. to
FY19 Program
Rev $
Performance Measure New
FY19 Target
011 Economic Development
One of the recommendations from the North Beach Master Plan ("PLAN NOBE")
adopted on October 10, 2016 was to explore the possibility of creating CRA area
to eliminate slum and blight. On January 19, 2019, the Administration retained
Business Flare, LLC to explore a Finding of Necessity for the potential creation of
Community Redevelopment Area (CRA) in the North Beach area of Miami Beach.
Following completion and consideration of the Finding of Necessity, should the
City move forward with the Creation of a CRA in North Beach, there will be a
need to prepare the Community Redevelopment Plan for the new area.
35,000 Percentage of North Beach Plan
Implemented 99%
011 Economic Development
This enhancement is being requested to create a new position (Business
Ombudsman) within the Economic Development Department. The new position
would be working with the Business Improvement Districts, working on small
business attraction and retention, and participating actively in the master planning
for various economic corridors.
80,000 1.00 Number of attendees for "Business
Workshops"500
011 Economic Development
The Economic Vitality Strategic Plan will give us an opportunity to look at current
market dynamics and economic assets, compare local markets with underlying
national trends (demographics, lifestyles and opportunity segments, etc.), provide a
high level evaluation of market opportunities and positioning strategies for each of
Miami Beach's major commercial and mixed-use areas, including development
areas of South Beach, Mid-Beach and North Beach . Part of the plan may include
an evaluation of Miami Beach’s competitive advantages and disadvantages in
relation comparable cities, with a focus on greater Miami metro markets. The plan
may include but not limited to: Visits with leaders from key organizations,
influential property owners, businesses and other individuals that affect Miami'
Beach’s overall economic development; Creative workshop with the economic
vitality working group (internal city team) to frame project process and
expectations; Conduct “roundtables” with community stakeholders and an
economic vitality workshop with the City Commissioners to discuss economic
opportunities and challenges, identify priorities for improvement and projects and
a discussion marketplace trends and demographics focusing on implications for
Miami Beach. In addition, conduct an online survey that can be accessed by all
Miami Beach community members seeking input on challenges, opportunities and
priorities for the future economic vitality of the city.
200,000 Number of attendees for "Business
Workshops"500
465 Anchor Shops Increase to operating expenditures 14,000
466 Penn Shops Increase to operating expenditures 46,000
Total 375,000$ 1.00 -$
+10% Adjustment Analysis
Economic Development
1
4
Fund Program Description of
Service Level Decrease
Adj. to
FY19 Program
Exp $
Adj. to
FY19
FTE
Adj. to
FY19 Program
Rev $
Performance Measure New
FY19 Target
011 Management of City Real
Estate Assets (ED)Elimination of Employee Discount at Taste Bakery 200,000
465 Anchor shops (ED)Decrease to operating expenditures 14,000
466 Penn shops (ED)Decrease to operating expenditures 46,000
Total 260,000$ - -$
-10% Adjustment Analysis
Economic Development
1
5
Department:Emergency Management - General and Resort Tax Funds
Program Description
FY19 Program
Exp $
FY19
FTE's
FY19
Program
Rev $Performance Measures
FY18
Targets
FY18
Actuals
FY19
Targets
Adj. to
FY19
Program
Exp $
Adj. to
FY19
FTE
Adj. to
FY19
Program
Rev $
Adj. to
FY19
Targets
Adj. to
FY19
Program
Exp $
Adj. to
FY19
FTE
Adj. to
FY19
Program
Rev $
Adj. to
FY19
Targets
% completion of annual update to
CEMP (Comprehensive Emergency
Management Plan)
100%99%100%
# of hazard coordinating
procedures per department 1 1 26
# hazard-specific plans reviewed
& revised 1 3 2
NEW - Total number of incident
action plans (pre-incident)20 42 4^^
After-action plans prepared 2 2 1 ***
Logistics
Logistical Coordination, Asset and
Resource Management (includes
Facilities Management, Equipment
Management, and Staffing
Resources), Storage Tanks
Administrator.
280,800 1.00
Mitigation/Recover
y
Flooding; Historic Preservation;
Environmental Action; FEMA Grants;
Volunteer Services;
105,300 1.00
Community
Outreach/Public
Information
Joint Information Center; Resident
Information Center; Business &
Industry Council; Volunteer
Organizations Active in Disasters;
Faith-Based and Neighborhood
Partnership Program; Traffic
Information and Monitoring; Social
Media Monitoring and Output;
Speakers Bureau Coordination; Video
Production; Public Outreach
Publications
92,300 1.00 Number of public
outreach/education events 24 28 30 101,000 4
- 10% ADJUSTMENT
LEVEL OF SERVICE INCREASE LEVEL OF SERVICE DECREASE
+ 10% ADJUSTMENT
Planning
Plan Development, Plan Review, Data
Management and Systems Analytics,
Research, Strategic Planning, and
Project Management;
116,300 1.00
16
Department:Emergency Management - General and Resort Tax Funds
Program Description
FY19 Program
Exp $
FY19
FTE's
FY19
Program
Rev $Performance Measures
FY18
Targets
FY18
Actuals
FY19
Targets
Adj. to
FY19
Program
Exp $
Adj. to
FY19
FTE
Adj. to
FY19
Program
Rev $
Adj. to
FY19
Targets
Adj. to
FY19
Program
Exp $
Adj. to
FY19
FTE
Adj. to
FY19
Program
Rev $
Adj. to
FY19
Targets
- 10% ADJUSTMENT
LEVEL OF SERVICE INCREASE LEVEL OF SERVICE DECREASE
+ 10% ADJUSTMENT
Total number of system tests of
Reverse Notification System 12 355 12 ^
Total number of hours of contact
training for all emergency
management training (DEM
personnel)
200 143 150 (100)
Total number of hours of contact
training for all emergency
management training (all City
personnel)
500 101 150 (25)
Total number of hours of contact
training for all emergency
management training
(Alpha/Bravo shift personnel for
EOC Activations)
500 **(125)
# of hazard specific exercises 3 3 1
High Impact Periods
and Special Events
Provide essential City services, during
high impact periods, including, but
not limited to Art Basel, Memorial
Day, July 4th, New Year's, Miami
Beach Air and Sea Show, and
International Tennis Federation Tennis
Event:
30,000 3,000 (3,000)
(101,000) 1.00 291,800
Central command and control facility
responsible for carrying out the
principles of emergency preparedness
and emergency or disaster
management functions at a strategic
level during an emergency, and
ensuring the continuity of operation of
the organization. The EOC is
responsible for the strategic overview
of a disaster. The common functions
is to collect, gather and analyze data;
make decisions that protect life and
property, maintain continuity of the
organization, within the scope of
applicable laws; and disseminate
those decisions to all concerned
agencies and individuals. Emergency
Operation Areas; Emergency
Response Team; Shelters; Animal
Care & Control; Training and
Certification Management, Standards,
Exercises,
Emergency
Operations
Center/Event
Coordination
Center (EOC/ECC)
17
Department:Emergency Management - General and Resort Tax Funds
Program Description
FY19 Program
Exp $
FY19
FTE's
FY19
Program
Rev $Performance Measures
FY18
Targets
FY18
Actuals
FY19
Targets
Adj. to
FY19
Program
Exp $
Adj. to
FY19
FTE
Adj. to
FY19
Program
Rev $
Adj. to
FY19
Targets
Adj. to
FY19
Program
Exp $
Adj. to
FY19
FTE
Adj. to
FY19
Program
Rev $
Adj. to
FY19
Targets
- 10% ADJUSTMENT
LEVEL OF SERVICE INCREASE LEVEL OF SERVICE DECREASE
+ 10% ADJUSTMENT
Total amount of funding through
grants or alternative funding
sources.
116,750 18,750 100,000
Percent of DEM Management
Team personnel with FEPA/CEM
certification
50%0%**
NIMS Compliance (EOC)80%96%100%
NIMS Compliance (Citywide)50%**
Total 1,543,000$ 8.00 -$ 104,000$ - -$ (104,000)$ - -$
FOOTNOTES:
^^Internal Action Plans (IAP) are based on department directives. In the past, IAPs were completed for multiple events and current directives are focused on four major annual events within the City – Spring Break, Memorial Day Weekend, Halloween, and Art Basel.
**FEPA/CEM certification is no longer a requirement of department personnel.
**Data unable to be tracked due to variability in Citywide personnel trained vs. personnel assigned to Emergency Operations Center during a
***Target adjusted to coincide with FEMA requirement
^ In FY18, the Communications department used the MBAlert system (same platform) for specific messaging for smaller audiences. DEM teste
Administration
Provides overall management,
direction and fulfillment of the
Department’s mission. The Director
participates as a member of the City’s
Executive Staff helping formulate
Citywide goals and objectives. It
contains (1) Administration:
Standard Operating Guidelines, Laws
and Ordinances, Job Descriptions,
and Payroll, as well as (2) Finance:
Budget Management, Grants
Management, Financial Analysis,
Contract Management, Requisition
Management, and Travel Services.
All other areas of concentration within
the department report directly to the
Office of the Director providing
advisory services and/or direct
support: Planning; Emergency
Operations, Logistics and Response;
Mitigation/Recovery,; and Community
Outreach/Public Information.
626,500 3.00
18
Fund Program Description of
Service Level Increase
Adj. to
FY19 Program
Exp $
Adj. to
FY19
FTE
Adj. to
FY19 Program
Rev $
Performance Measure New
FY19 Target
011 Community Outreach/Public
Information
Enhanced community outreach via disaster
preparedness 101,000 Number of public outreach/education events 34
011 Community Outreach/Public
Information
Enhanced community outreach via disaster
preparedness 3,000
Total 104,000$ - -$
+10% Adjustment Analysis
Emergency Management
1
9
Fund Program Description of
Service Level Decrease
Adj. to
FY19 Program
Exp $
Adj. to
FY19
FTE
Adj. to
FY19 Program
Rev $
Performance Measure New
FY19 Target
011 Operations Disaster exercises planning, equipment, and staff
power.(35,000) Total number of system tests of Reverse Notification
System
Total number of hours of contact training for all
emergency management training (DEM personnel)50
Total number of hours of contact training for all
emergency management training (all City personnel)125
011 Operations Contract maintenance:
Emergency Notification system (46,000)
Total number of hours of contact training for all
emergency management training (Alpha/Bravo shift
personnel for EOC Activations)
125
011 Community Outreach/Public
Information
Reduced community outreach via disaster
preparedness (3,000)
Total (104,000)$ - -$
-10% Adjustment Analysis
Emergency Management
011 Operations
Professional Services:
consulting services for workshops, drills and
exercises, including planning and materials.
(20,000)
2
0
Department:Environment and Sustainability - General and Special Revenue Funds
Program Description
FY 19
Program
Exp $
FY 19
FTE's *
FY 19
Program
Rev $Performance Measures
FY 18
Targets
FY 18
Actuals
FY 19
Targets
Adj. to
FY19
Program
Exp $
Adj. to
FY19 FTE
Adj. to
FY19
Program
Rev $
Adj. to
FY19
Targets
Adj. to
FY19
Program
Exp $
Adj. to
FY19 FTE
Adj. to
FY19
Program
Rev $
Adj. to
FY19
Targets
Reforestation
Administration of the
Reforestation, Tree
Preservation, and
Commemorative Tree
Programs. Protect existing tree
canopy and increase tree
canopy within City of Miami
Beach ROWs, parks and green
spaces.
309,400 3.00 Install canopy trees citywide in
ROWs, parks and green spaces 60 139 100 (100,000)
Maintain NPDES Compliance 100%100%100%
# of environmental inspections 250 188 200 200
Reduce # of environmental
violations issued to public projects 10 3 10
Waterway Cleanliness # of
quarters where the average
assessment score of 2.0 or better
4 3 4 5
Percentage of dunes without
invasive species.80%95%95%5%-35%
Regulatory and education signage
provided at beach entrances 100%100%100%
Completion of Energy Assessment
Audit 100%85%100%
Completion of Fleet Assessment 100%100%N/A**
Completion of the Annual
Greenhouse Gas Emissions 100%90%100%
+ 10% ADJUSTMENT - 10% ADJUSTMENT
LEVEL OF SERVICE INCREASE LEVEL OF SERVICE DECREASE
Environmental
Regulatory
Compliance
Provides ongoing oversight and
coordination of environmental
regulatory compliance
including the National Pollutant
Discharge Elimination System
Program and emergency
environmental remediation.
90,500 0.50
Environmental
Resources
Management
Provides planning, education
and management of the city's
natural resources including
waterways, beaches, dunes,
and shorelines.
148,500 0.50
Sustainability
Research & Analysis
Provides support to the
environment & sustainability
department through research,
data analysis and
administration of sustainability
related initiatives including
energy management.
65,000 1.00
(8,000) 125,000
61,000 1
21
Department:Environment and Sustainability - General and Special Revenue Funds
Program Description
FY 19
Program
Exp $
FY 19
FTE's *
FY 19
Program
Rev $Performance Measures
FY 18
Targets
FY 18
Actuals
FY 19
Targets
Adj. to
FY19
Program
Exp $
Adj. to
FY19 FTE
Adj. to
FY19
Program
Rev $
Adj. to
FY19
Targets
Adj. to
FY19
Program
Exp $
Adj. to
FY19 FTE
Adj. to
FY19
Program
Rev $
Adj. to
FY19
Targets
+ 10% ADJUSTMENT - 10% ADJUSTMENT
LEVEL OF SERVICE INCREASE LEVEL OF SERVICE DECREASE
Deliver Annual Recycling Report 100%100%N/A**
Compliance for Citywide
Recycling for Commercial
Properties
75%90%85%
Compliance for Citywide
Recycling for Multi-Family Homes 75%90%85%
#PlasticFreeMB
#PlasticFreeMB Campaign -
Implementation of citywide
program.
59,260 0.20 NEW - Reduction of single use
plastics by Commercial businesses N/A***N/A***20%
Resiliency
Engagement
Provide creative place-making
and educational informaiton on
resiliency throughout our parks
and public rows.
50,000 NEW - # of activations annually N/A 5 5 75,000 4
Percentage of recommendations
implemented per reports prepared:
- Energy Assessment Audit
100%85%100%
Percentage of recommendations
implemented per reports prepared:
- Greenhouse Gas Emissions
100%90%100%
Staff to receive 48 hours of
training 100%100%100%
Recycling
Recycling Assessment with
actions to improve the city
recycling rates including
education and outreach.
154,360 1.20
Sustainability Division
Management
Provide ongoing oversight and
coordination of Sustainability
division functions, including
administration, policy,
planning, funding (grants
application and management)
to promote and implement
sustainability initiatives within
the city and reduce GHG
emissions for government
operations and city-wide.
118,680 0.60 355,000
22
Department:Environment and Sustainability - General and Special Revenue Funds
Program Description
FY 19
Program
Exp $
FY 19
FTE's *
FY 19
Program
Rev $Performance Measures
FY 18
Targets
FY 18
Actuals
FY 19
Targets
Adj. to
FY19
Program
Exp $
Adj. to
FY19 FTE
Adj. to
FY19
Program
Rev $
Adj. to
FY19
Targets
Adj. to
FY19
Program
Exp $
Adj. to
FY19 FTE
Adj. to
FY19
Program
Rev $
Adj. to
FY19
Targets
+ 10% ADJUSTMENT - 10% ADJUSTMENT
LEVEL OF SERVICE INCREASE LEVEL OF SERVICE DECREASE
Number of workshops/trainings
provided per year - Public 5 5 5 20
Number of workshops/trainings
provided per year - In House (city
employees)
8 17 8
Tree Removal Permit Applications
Processed 100 130 150
Tree Removal Permits Issued 100 84 120
Maintain accuracy of citywide
inventory 80% 80%80%5%
Tree Giveaways per Year 3 1 3
Commemorative Trees installed
within 3 month of receiving
request.
100% 100%100%
Commemorative Tree Program
Outreach once per quarter.4 2 2
Administration
Provides ongoing oversight and
coordination of all
departmental administrative
functions, including policy,
strategy, and planning for all
divisions; Environmental
Resources Management,
Sustainable Initiatives and
Urban Forestry.
771,600 3.00 Department staff to receive
minimum of 48 hrs. of training 100%100%100%
Total 1,926,000$ 10.00 464,000$ 443,000$ 2.00 $ - (108,000)$ - $ -
FOOTNOTES:
* 1 Additional Full-time Environment & Sustainability position funded by the Building Department**Assessments occur every 3-5 years
***MB #PlasticFreeMB Campaign was not implemented until the beginning of FY 2019
Education & Outreach
Trainings and workshops for
employees and residents to
learn more about the city's
sustainability initiatives.
Environmental outreach
campaigns regarding anti-
littering and recycling for
residents and visitors.
49,700
Tree Preservation
Program
Provides ongoing oversight and
coordination of Tree
Preservation Program including
planning and implementing
tree reforestation; tree risk
assessments; tree removal
permitting and inspections; and
mitigation in order to protect
existing canopy.
99,000 99,000
Commemorative Tree
Program
Provides ongoing oversight and
coordination of
Commemorative Tree Program
functions, including
administration, policy, planning
to promote additional tree
canopy within the City.
10,000 10,000
1 82,000
100,000
23
Fund Program Description of
Service Level Increase
Adj. to
FY19 Program
Exp $
Adj. to
FY19
FTE
Adj. to
FY19 Program
Rev $
Performance Measure New
FY19 Target
011 Environmental Regulatory
Compliance
Add one Environmental Technician position. This
position will be responsible for construction site
inspections with the intention of reducing sediments
entering our stormwater system and Biscayne Bay.
This position was eliminated during the FY 2018/19
budget process. If approved, this position would be
split-funded between the Environment & Sustainability
and Building Departments in FY 2019/20
61,000 1.00 # of environmental inspections 400
178 Environmental Resources
Management
This increase would allow for the installation of
resiliency signage throughout the City of Miami Beach
that communicate various resiliency themes.
50,000 Regulatory and education signage provided at beach
entrance 100%
011 Education & Outreach
Add one Senior Sustainability Coordinator position.
This position would manage City programs,
initiatives, and standards related to sustainability and
resiliency. The position would ensure that all
environmental regulations are enforced, conduct City
operation sustainability assessments, and manage the
City's environmental grants.
82,000 1.00 Number of workshops/trainings provided per year -
Public 25
Percentage of dunes without invasive species 100%
NEW: Percentage of dunes with enhanced design 15%
+10% Adjustment Analysis
Environment & Sustainability
011 75,000
This increase would be used to retain a coastal
engineering firm to conduct a coastal protection and
restoration study, looking at the dune's current
configuration and what strategies can be used to
improve its ability to reduce risk from storm surge and
erosion
Environmental Resources
Management
2
4
Fund Program Description of
Service Level Increase
Adj. to
FY19 Program
Exp $
Adj. to
FY19
FTE
Adj. to
FY19 Program
Rev $
Performance Measure New
FY19 Target
+10% Adjustment Analysis
Environment & Sustainability
127 Resiliency Engagement
This increase would extend the Artist in Public Life
residency for an additional year. Over the course of
the next year, the artist will focus on engaging more
city departments and to create more public
engagement opportunities.
75,000 New - # of activations annually 9
128 Tree Preservation Program
This increase would fund cyclical structural pruning of
the Australian Pines along Pine Tree Drive to help
mitigate risk factors as identified by Arborist Reports.
100,000 Maintain accuracy of citywide inventory 85%
Total 443,000$ 2.00 -$
2
5
Fund Program Description of
Service Level Decrease
Adj. to
FY19 Program
Exp $
Adj. to
FY19
FTE
Adj. to
FY19 Program
Rev $
Performance Measure New
FY19 Target
011 Reforestation
Reducing this budget would eliminate reforestation
efforts to increase tree canopy within City of Miami
Beach ROWs, parks, and green spaces.
Reforestation efforts which were initiated since 2009.
(100,000) Install canopy trees citywide in ROWs, parks and
green spaces.
011 Environmental Resources
Management
Reducing this budget would reduce funding for the
removal and maintenance of dunes. Resulting in a
higher percentage of dunes without invasive species.
(8,000) Percentage of dunes without invasive species.60%
Total (108,000)$ - -$
-10% Adjustment Analysis
Environment & Sustainability
2
6
Department:Finance Department - General and Resort Tax Funds
Program Description
FY19 Program
Exp $
FY19
FTE's*
FY19 Program
Rev $Performance Measures
FY18
Targets
FY18
Actuals
FY19
Targets
Adj. to
FY19
Program
Exp $
Adj. to
FY19
FTE
Adj. to
FY19
Program Rev
$
Adj. to FY19
Targets
Adj. to
FY19
Program
Exp $
Adj. to
FY19
FTE
Adj. to
FY19
Program Rev
$
Adj. to FY19
Targets
Percentage completion of annual
review of capital asset inventory with
City Departments
100%100%100%
Percentage completion of quarterly
reconciliations of the fixed asset
module to the general ledger
100%100%100%
Percentage compliance with Florida
Statute 218.415 - Investments of
Public Funds [annually audited by
external auditors]
100%TBD**100%
Percentage completion of semi-
annual review and banking rights and
roles
100%100%100%
GO bond ratings: Moody's/S&P Aa2/AA+ Aa2/AA+ Aa2/AA+
Percentage compliance with debt
covenant and coverage ratios 100%TBD**100%
Percentage completion of continuing
disclosure requirements 100%TBD**100%
Average number of days after month
end closure for completion of bank
reconciliations
<45 days 26.00 <45 days
Average number of days to close the
previous month <15 days 14.00 <15 days
1.10 168,378
Record keeping, accounting and reporting of the City’s
fixed capital assets which includes annual review of
capital asset inventory with City departments and
quarterly reconciliations of the fixed asset module to the
general ledger.
Capital Asset
Management
3,502,000 1.25 171,365
Managing the City’s treasury and banking, which
includes investment, cash flows, distributions, collections,
and relationships with banks and investment firms. The
Department also manages the banking relationships and
daily financial transactions.
Treasury and Banking
0.75 335,226 Managing the City debt, which includes debt issuance,
servicing, accounting and financial reporting.
Financing & Debt
Management
7.20 801,223
Managing compliance with Chapter 218.32, Florida
Statutes, Governmental Accounting Standard Board
(GASB) requirements, Government Finance Office
Association (GFOA) guidelines, Rules of the State of
Florida Auditor General and several other internal
controls. The Department also complies and publishes
an audited Comprehensive Annual Financial Report
(CAFR) in accordance with debt covenant and Chapter
218.32, Florida Statutes. The Department provides
support and collaborates with other City departments on
financial and accounting matter and financing
strategies.
Accounting,
Reconciliations and
Reporting
- 10% ADJUSTMENT
LEVEL OF SERVICE INCREASE LEVEL OF SERVICE DECREASE
+ 10% ADJUSTMENT
27
Department:Finance Department - General and Resort Tax Funds
Program Description
FY19 Program
Exp $
FY19
FTE's*
FY19 Program
Rev $Performance Measures
FY18
Targets
FY18
Actuals
FY19
Targets
Adj. to
FY19
Program
Exp $
Adj. to
FY19
FTE
Adj. to
FY19
Program Rev
$
Adj. to FY19
Targets
Adj. to
FY19
Program
Exp $
Adj. to
FY19
FTE
Adj. to
FY19
Program Rev
$
Adj. to FY19
Targets
- 10% ADJUSTMENT
LEVEL OF SERVICE INCREASE LEVEL OF SERVICE DECREASE
+ 10% ADJUSTMENT
Accounts Payable
Processing all invoices received for payment in
accordance with Florida Prompt Payment Act and for
undertaking the payment of all creditors in an accurate,
efficient and timely manner. This division also manages
the City’s p-card program and employee
reimbursements, IRS required forms 1099 distribution
and 1096 filing and provides customer service for other
City departments and vendors.
459,075 4.75 180,000
Average number of days for invoices
to be paid
(Prompt Payment Act = Regular
Invoices 30 days; Capital Project
Invoices 45)
20 TBD***20 (89,000) (1.00) 10
NEW - Number of billings processed
annually N/A 120,900 121,500
Number of County liens filed 75 90 75
Number of single audit findings 0 TBD**0
Date single Audit report filed with the
Federal Clearing house (required by
April 30 of each year)
April 30 TBD**April 30
Percentage completion of semi-annual
grant training for departments 100%N/A^100%
1.15 156,272
Monitors federal, state and local grants in accordance
with OMB Circular A-133 compliance supplement, work
with the external auditors and other city departments.
Grants
0.90 148,642
Manages receipting, recording, accounting and
reporting for the utilities accounts. Schedule cut-offs of
delinquent accounts and files liens for uncollectible
accounts with Miami-Dade County.
Utilities [water and
sewer, storm water,
sanitation]
28
Department:Finance Department - General and Resort Tax Funds
Program Description
FY19 Program
Exp $
FY19
FTE's*
FY19 Program
Rev $Performance Measures
FY18
Targets
FY18
Actuals
FY19
Targets
Adj. to
FY19
Program
Exp $
Adj. to
FY19
FTE
Adj. to
FY19
Program Rev
$
Adj. to FY19
Targets
Adj. to
FY19
Program
Exp $
Adj. to
FY19
FTE
Adj. to
FY19
Program Rev
$
Adj. to FY19
Targets
- 10% ADJUSTMENT
LEVEL OF SERVICE INCREASE LEVEL OF SERVICE DECREASE
+ 10% ADJUSTMENT
Property tax collection rate 97%96%97%
NEW - Percentage collected of past
due bills N/A N/A 5%20%
Number of customer payments past
due for utility bills:
> 30 days
> 60 days
> 90 days
0
0
0
250
52
225
238
50
214
Average difference between Police
Off-Duty receivables and payables
each pay period
Average number of days for off-site
agencies to be paid 10 10 10 20
Percentage compliance with IRS and
state payroll filing requirements 100%100%100%
Percentage of employee adjustments
processed within 2 payroll cycles 100%100%100%
Average number of days to produce
Resort Tax Report after end of the
month
10 10 10
126,000 5.50 615,072
Receipts, records and reports on approximately $1.3
billion in revenue annually. Receipts include but are not
limited to ad-valorem and resort taxes, Redevelopment
Agency tax increment revenues, utilities, parking,
leasing, intergovernmental revenue sharing, franchise
fees, permits, special assessments, impact fees, business
tax receipts and grants. The Department is also
responsible for maintaining all computer systems
associated with the process.
Revenues and Cash
Receipting /
Recording
1.05 149,969
Billing, receipting and reporting on off-duty police and
fire services financial transactions. This work is done in
collaboration with the City’s Police and Fire
departments.
Off-Duty Police
4.25 451,626
Processing bi-weekly payroll for approximately 2,000
employees, including police and fire staff. This division
also handles compliance with IRS and state payroll filing
requirements.
Payroll
70,000
(1.00) (107,000)
1.00
(0.15) (32,000) 1.20 350,952
The Finance Department is responsible for recording,
reconciling and reporting of resort tax revenues and
collection of delinquent accounts.
Any rental of rooms in any hotel, motel, rooming house
or apartment house or restaurant that sells food,
beverages, and alcoholic beverages are required to
register and remit resort tax to the City of Miami Beach.
There is a 4% tax on the rent of a room or rooms in any
hotel, motel, rooming house or apartment house, and a
2% tax levied on the total sales price of all food,
beverages, alcoholic beverages (including beer and
wine) sold in any restaurant, bar, or nightclub.
Resort Tax
29
Department:Finance Department - General and Resort Tax Funds
Program Description
FY19 Program
Exp $
FY19
FTE's*
FY19 Program
Rev $Performance Measures
FY18
Targets
FY18
Actuals
FY19
Targets
Adj. to
FY19
Program
Exp $
Adj. to
FY19
FTE
Adj. to
FY19
Program Rev
$
Adj. to FY19
Targets
Adj. to
FY19
Program
Exp $
Adj. to
FY19
FTE
Adj. to
FY19
Program Rev
$
Adj. to FY19
Targets
- 10% ADJUSTMENT
LEVEL OF SERVICE INCREASE LEVEL OF SERVICE DECREASE
+ 10% ADJUSTMENT
Number of general phone calls
answered at call center 53,000 54,564 50,000
NEW - 0% of general calls going to
voicemail N/A N/A TBD^^
Less
(unclear
amount)
100%
Number of face-to face transactions
processed at Customer Service Center 32,000 36,908 33,000
Average number of days for lien
searches 4 5 5
Number of expedited liens completed
within 24 hours 1,195 1,442 1,250
Utility Billings
Processing of utility bills for water and sewer, storm
water, and sanitation accounts for customers. Work
with the Public Works Depts. on meter reading, rates
and other non-routine customer service issues.
276,613 2.13 Number of utility bills per year 120,000 120,900 120,000
Number of Residential parking zone
accounts 8,190 8,236 8,190
Number of monthly Parking Garage
accounts 2,738 2,445 2,738
Number of monthly Surface Lot
accounts 777 1,211 1,200
Number of Park Mobile accounts 16,885 16,146 16,200
Average number of days to issue
Business Tax Receipt 15 24 15 (3)
Wait time for transactions processed
at the Customer Service Center.
Less
(unclear
amount)
Number of Business Tax Receipt
renewals 7,500 7,921 7,500
1.28 187,795
Provide customer service for the City's in-house call-
center, where phone calls are answered for the Finance,
Parking, Building and Transportation departments.
Additionally, temporary took over answering phone
calls from the EOC department for 305-604-CITY and
the 305-673-7000 (main line). Additional 224,000
phone calls annually.
Call Center & 305-
604 City/305-673-
7000 (temporary)
720,000 0.68 113,553 Processing of lien statements (estoppel letters) on annual
basis for real estate sales & refinancing.Lien Statements
3.88 369,284
Provide customer service, process new applications, and
manage renewals for the residents involved in the City's
Residential Parking Program. Administer visitor parking
program for residential zones. Provide customer
service, process new applications, and manage monthly
billings for the customers partaking in our Municipal
Surface Lot & Parking Garage Program. Register and
administer Residential Pay-By-Cell parking accounts.
Parking: Residential
Parking, Municipal
Surface Lot & Garage
Parking, & Pay-By-Cell
Parking Accounts
5,070,000 2.95 303,085
Processing, reviewing and routing of new Business Tax
Receipt (BTR) applications. Mailing of annual BTR
renewals. Review of holds on BTR accounts. If the
customer is delinquent on City obligations and payment
for a BTR renewal has been received, pursuant to Article
V, Section 102-374 of the City Code, the City withholds
the BTR document and sends a letter to the customer
stating the amount due and that the delinquencies must
be resolved before receiving their BTR.
Business Tax Receipts,
Certificates of Use
and Annual Fire
Permits
(1.20) (166,000) 2.00 150,000
1.00 106,000
30
Department:Finance Department - General and Resort Tax Funds
Program Description
FY19 Program
Exp $
FY19
FTE's*
FY19 Program
Rev $Performance Measures
FY18
Targets
FY18
Actuals
FY19
Targets
Adj. to
FY19
Program
Exp $
Adj. to
FY19
FTE
Adj. to
FY19
Program Rev
$
Adj. to FY19
Targets
Adj. to
FY19
Program
Exp $
Adj. to
FY19
FTE
Adj. to
FY19
Program Rev
$
Adj. to FY19
Targets
- 10% ADJUSTMENT
LEVEL OF SERVICE INCREASE LEVEL OF SERVICE DECREASE
+ 10% ADJUSTMENT
Number of passport transactions 2,500 2,265 2,215
Number of lottery applications per
quarter 500 319 400
Number of garage sale permits sold 52 35 40
Number of BTR violations assessed 648 1,100 800
Number of RT violations assessed 202 216 202
Average employee turnover <15%11%<15%
NEW - Compliance with external and
internal controls around financial
systems policies, and procedures
N/A N/A TBD**100%
Totals:7,157,500$ 45.30 9,669,000$ 436,000$ 5.00 -$ (491,000)$ (4.15) (66,000)$
FOOTNOTES:
* 1.5 Full-time Financial Analyst III positions, 3 Full-time Financial Analyst II positions, 8 Full-time Financial Analyst I positions, and 0.25 of Chief Financial Officer's position funded by the Parking Department
1.5 Full-time Financial Analyst I positions and 0.45 of the Chief Financial Officer's position are funded by the Public Works Department
0.5 of a Full-time Financial Analyst II position and 4.50 Full-time Financial Analyst I positions are funded by the Building Department
** Pending final audit report
71,000 1.35 141,162
Processing of applications for participation in the three
lotteries (each done on quarterly basis). Processing of
Real Estate Sign & Garage Sale applications for permits.
Processing of approximately annual US Passport
applications.
Lotteries (Artist
Vendors, Street
Performers and Non-
Profit Entities) &
Miscellaneous Permits
& Passports
0.15 79,796 Prosecution of Business Tax Receipts(BTRs) & Resort Tax
(RT) violations at Special Master hearings.Special Master
(0.80) (97,000)
Leadership, direction and strategy for the Finance
Department.Administration 1.00 110,000 3.80 1,878,411
(66,000)
31
Fund Program Description of
Service Level Increase
Adj. to
FY19 Program
Exp $
Adj. to
FY19
FTE
Adj. to
FY19 Program
Rev $
Performance Measure New
FY19 Target
011 Call-Center
Add one call-taker to the call-center operation in
order to assist with 305-673-7000 and 30-604-CITY
phone calls. The CSC Call-Center operation
absorbed an additional 208,846 calls from
305.673.7000 and 15,196 calls for 305.604.CITY
with no additional staffing support.
75,000 1.00 % of general calls going to voice mail Less
(unclear amount)
011 Call-Center
Add one call-taker to the call-center operation in
order to assist with 305-673-7000 and 30-604-CITY
phone calls
75,000 1.00 % of general calls going to voice mail Less
(unclear amount)
Average number of days to issue to issue a
BTR/CU/FIRE 12
Wait time for transactions processed at the Customer
Service Center.
Less
(unclear amount)
011 Administration
A Compliance Officer/ Manager to monitor on a
continuous basis the Finance Department compliance
including but not limited to rights and roles with all
software, banking, credit cards and treasury security,
all policies & procedures, internal controls, state and
local laws. These tasks are currently split among 4
Finance staff members and with their normal
workload, these items are not kept up to date or not
reviewed. The position will also assist with
documenting non-existing policies and procedures.
110,000 1.00 Compliance with external and internal Financial
requirements 100%
011 Revenues and Cash Receipting
/ Recording
Active collections of revenues, including but not
limited to city bills and special assessments for our 3
city assessments and 2 business improvement
districts. The City currently has approximately $14.1
million in outstanding city bill receivables. This
position will benefit several departments across the
City by working with them to understand their
revenue source and reaching out to customers to
encourage payment of outstanding bills. This
position would also assist in processing liens as
applicable.
70,000 1.00 Percentage collected of past due bills 20%
+10% Adjustment Analysis
Finance
011 1.00 75,000
Add one FTE to the customer service center to assist
with the volume of residential and business customers.
FTE can assist with call-center calls during slow
periods.
BTR, CU & FIRE Permits
3
2
Fund Program Description of
Service Level Increase
Adj. to
FY19 Program
Exp $
Adj. to
FY19
FTE
Adj. to
FY19 Program
Rev $
Performance Measure New
FY19 Target
+10% Adjustment Analysis
Finance
160
Business Tax Receipts,
Certificates of Use and Annual
Fire Permits
Add funding for temporary labor to assist with peak
season for processing, reviewing, and routing of new
BTR and resort tax applications and will assist with
the influx of transient rental applications
31,000 Wait time for transactions processed at the Customer
Service Center
Less
(unclear amount)
Total 436,000$ 5.00 -$
3
3
Fund Program Description of
Service Level Decrease
Adj. to
FY19 Program
Exp $
Adj. to
FY19
FTE
Adj. to
FY19 Program
Rev $
Performance Measure New
FY19 Target
011 Passports, Lotteries and Garage
Sale Permits
Cease offering passport services, for new passports
and renewals for children under 16, at the Customer
Service Center (CSC). Residents can still obtain these
passport services at the US Postal Offices located at
1300 Washington Avenue and 445 W. 40th Street.
Garage sale permits and Artist Vendor/Street
Performer functions can be absorbed by other FTE's
in the CSC.
(97,000) (0.80) (66,000) # of passport transactions
011 Call-Center
Cease funding 1.28 FTE for the Call-Center from the
General Fund. Allow calls to go to voice-mail until
there is time for call-backs from other call-center
personnel. **Note call-center staff is also funded by
Parking, Transportation, Building and Water and
Sewer & Resort Tax.
(166,000) (1.20) % of general calls going to voice mail 100%
011 Accounts payable
Other FA I in the accounts payable group will need to
take over additional departments. Invoice processing
time and tracking will increase. # of days for invoices
to be posted will be increased from 20 to 30 days
(89,000) (1.00)
Average number of days for invoices to be paid
(Prompt Payment Act = Regular Invoices 30 days;
Capital Project Invoices 45)
30
011 Off duty Services
This is a hybrid position serving, the police, fire and
finance department. The primary responsibility is to
record the police sub-module transactions and
receipts into Munis. The position also performs all
reconciliations and recording functions for the off-
duty Police and Fire functions as well as perform
audits of actual off-duty payroll against time entry.
(107,000) (1.00)
Average # of days between off duty receivables and
payment to other agencies will increase. No audit
of officers salaries against time entry and services
provided. Reconciliations will need to be pick up by
another employees and hence increase staff
workload.
30
160 Resort Tax
Cease scheduling FA3 to Special Master Hearings.
Let Code Compliance give testimony at Special
Master Hearings for Code Violations related to BTRs
and RT.
(32,000) (0.15) Percentage of Resort Tax collected heard at Special
Master
Higher
(unclear amount)
Total (491,000)$ (4.15) (66,000)$
-10% Adjustment Analysis
Finance
3
4
Department:Fire Department - General, Special Revenue, and Resort Tax Funds
Program Description
FY 19 Program
Exp $
FY 19
FTE's*
FY19
Program Rev
$ Performance Measures
FY18
Targets
FY18
Actual
s
FY19
Targets
Adj. to
FY19 Program
Exp $
Adj. to
FY19
FTE
Adj. to
FY19
Program
Adj. to
FY19
Targets
Adj. to
FY19 Program
Exp $
Adj. to
FY19
FTE
Adj. to
FY19
Program
Adj. to
FY19
Targets
% of fire incidents where the first
unit arrival is within 240
seconds.
90%90%90%-10%
% of fire incidents where the last
unit is arrival within 480
seconds.
90%94%90%-10%
% of fire incidents where the
turnout time is 60 seconds or
less.
90%96%90%-10%
% of EMS incidents where the
turnout time is 60 seconds or
less.
90%91%90%-10%
% of EMS incidents where the
last unit is arrival within 480
seconds.
90%94%90%-10%
% of EMS incidents where the
first unit is arrival within 240
seconds.
90%90%90%-10%
% of fire inspections performed
of all existing buildings
(excluding single family) in the
City to create a fire safe
environment for the residents
and visitors.
100%100%100%
# of presentations on fire and
life safety issues. 47 68 50
% of Fire Department apparatus
that receive vehicle preventive
maintenance three times per
year.
100%100%100%
% of employees receiving a
minimum of 48 hours of training
per quarter per ISO and MBFD
requirements.
98%98%98%
% of employees receiving a
minimum of 15 hours of EMS
training per quarter.
90%90%90%
+ 10% ADJUSTMENT - 10% ADJUSTMENT
LEVEL OF SERVICE INCREASE LEVEL OF SERVICE DECREASE
124,000
Support Services &
Training
Responsible for Mechanical Maintenance and
Communications. Repairs all firefighting apparatus
and equipment, conduct tests and maintain records of
same. Coordinate with PSCD for QA/QC for dispatch
and radio maintenance. Responsible for Training and
establish in-service training, new hire and promotional
standards.
3,573,414 8.00
Respond to all emergency medical incidents and
provide pre-hospital care to the sick and injured.
Transport those patients to area hospitals and release
to emergency room staff. Respond to all structure fires
and perform the functions of fire companies on those
incidents.
24,946,569 87.00 2,470,000
Prevention
Responsible for enforcing all Fire and Life Safety
Codes. Conducting building inspections, plan reviews
for new construction and major renovations, places of
assembly inspections, investigation of fires for cause
and origin.
4,100,041 17.00 3,601,000
Suppression
Responsible for mitigating the dangers and destruction
caused by fire, explosives, weapons of mass
destruction, and Hazardous Materials. Conduct
building inspections, develop pre fire plans on target
hazards, and respond to emergency incidents.
30,782,521 108.00
Rescue
(32,000)
(325,000) 17.00 2,250,000
(390,000)
(59,000)
35
Department:Fire Department - General, Special Revenue, and Resort Tax Funds
Program Description
FY 19 Program
Exp $
FY 19
FTE's*
FY19
Program Rev
$ Performance Measures
FY18
Targets
FY18
Actual
s
FY19
Targets
Adj. to
FY19 Program
Exp $
Adj. to
FY19
FTE
Adj. to
FY19
Program
Adj. to
FY19
Targets
Adj. to
FY19 Program
Exp $
Adj. to
FY19
FTE
Adj. to
FY19
Program
Adj. to
FY19
Targets
+ 10% ADJUSTMENT - 10% ADJUSTMENT
LEVEL OF SERVICE INCREASE LEVEL OF SERVICE DECREASE
Ocean Rescue
Responsible for providing ocean lifeguarding for 7.1
miles of beach, via 36 lifeguard towers and four sub-
head quarters. (91 FTE and 47 PTE)
12,522,640 111.50
% of publicly accessible beach
areas covered by existing
lifeguard towers
100%100%100%30,000 4.00 (149,000)
% of calls dispatch time within
90 seconds for fire calls. 99%95%99%-19%
% of 911 calls answered within
15 seconds.99%95%99%-19%
High Impact Periods
and Special Events
Offsetting the General Fund overtime expenditures
needed to provide essential City services, including
during high impact periods, including, but not limited
to Halloween, Memorial Day, July 4th, New Year's,
and Spring Break.
180,000 # of special events staffed by
Fire safety personnel 5 5 5 100,000 (18,000)
Continued efforts to maintain an
Insurance Services Office (ISO)
score of 100.
100%100%100%
Continued efforts to maintain
international accreditation
through the CFAI.
100%100%100%
Maintain an annual succession
plan that will proactively meet
the needs of all divisions
department wide.
100%100%100%
Total $ 87,948,000 423.50 6,412,000$ 2,402,000$ 21.00 -$ (1,301,000)$ - -$
FOOTNOTES:
* Part-Time positions are equivalent to 0.5 FTE
217,000 (328,000) 22,000
303,484,349
The Fire Administration ensures a constant state of
mission readiness through the efforts of the Fire
Suppression Division, the Fire Rescue Division, the Fire
Prevention Division, the Support Services Division,
Training Division, Ocean Rescue Division and the
Public Safety Communications Division and implements
best practices, creating a workforce that is flexible,
proactive and identifies, reduces and eliminates
redundancies. The Administration's expectation is that
the workforce be well trained, innovative, and ethical
at all times.
Administration
Communications
(PSCD)
Provides 24/7 public safety support services to
multiple departments, residents, visitors, and the
business community. Public Safety Communications
Division (PSCD) answers all 9-1-1 Emergency Calls,
Non-Emergency Calls, as well as dispatching Fire and
Police. Performs all CJIS Entries and Records
Management. Partially offset by E-911 funds.
Funds used to offset the PSCD expenditures from the
General Fund:
-Main and Backup Phone Service - $197,000
-Overtime - $15,000
-Operating Expenditures - $5,000
8,358,466 62.00
36
Fund Program
Description of
Service Level Increase
Adj. to
FY19 Program
Expo $
Adj. to
FY19 FTE
Adj. to
FY19 Program
Rev $Performance Measure
New
FY19 Target
011 Ocean Rescue
Permanently staff 26th Street Lifeguard Tower. This
tower has been staffed on overtime since it was
placed in that location on November 1, 2017.
30,000 4.00 % of publicly accessible beach areas covered by
existing lifeguard towers 100%
160 High Impact Periods and
Special Events
Increase Resort Tax Funding for City sponsored high
impact periods to reflect actual costs incurred by the
Fire Department.
100,000 # of special events staffed by Fire safety personnel 5
011 Suppression
Set aside funding each year through FY 2022 to
purchase new self-contained breathing apparatus
(SCBA) worn by firefighters to provide breathable air
in an immediately dangerous to life or health
atmosphere (IDLH). This request will alleviate the
impact in FY 2023, which is when the existing
apparatus must be replaced.
150,000 % of calls dispatch time within 90 seconds for fire
calls.90%
172 Communications (PSCD) - E-911 Funding will offset the General Fund for PSCD
overtime for Call Takers 22,000 % of calls dispatch time within 90 seconds for fire
calls.99%
Total 2,402,000$ 21.00 -$
+10% Adjustment Analysis
Fire
Purchase a MetalCraft Marine FireStorm 46/48 High-
Speed Aluminum Fireboat. FireStorm 46/48 is fitted
with twin Darley pumps that produce 3600 GPM
from two 1500 GPM pumps. This unit will be in
service 24 hours and fully staffed. It is expected to
improve the performance measure by 25%. Currently
the 240 seconds to marine unit arrival is based on
unit availability and is below 65%.
2,100,000 Suppression011 90%% of fire incidents where the first unit arrival is within
240 seconds.17.00
3
7
Fund Program
Description of
Service Level Decrease
Adj. to
FY19 Program
Exp $
Adj. to
FY19 FTE
Adj. to
FY19 Program Rev $Performance Measure
New
FY19 Target
Communications (PSCD)(306,000) % of fire incidents where the first unit arrival is within
240 seconds. 80%
Ocean Rescue (149,000) % of fire incidents where the first unit arrival is within
480 seconds.80%
Suppression (325,000) % of fire incidents where the turnout time is 60
seconds or less. 80%
Rescue (390,000)
Prevention (59,000)
Support Services & Training (18,000)
Support Services & Training (14,000)
% of calls dispatch time within 90 seconds for fire
calls.80%
% of 911 calls answered within 15 seconds.80%
160 High Impact Periods and
Special Events
Funds are used to offset the Overtime cost of the GF
OT for High Impact events. Will result in costs
absorbed by GF and decreased staffing.
(18,000)
Total (1,301,000)$ - -$
-10% Adjustment Analysis
Fire
Elimination of 50% of the Overtime Budget across all
Divisions of the Fire Department. This elimination will
result reduce response times and need to reassess the
Fire Department Ordinance which addresses staffing
for the Fire Department. This will result in a marked
decrease on the Level of Service and patient
outcomes.
Funds are used to offset the Overtime cost of the
General Fund for Call takers in PSCD. Will result in
costs absorbed by GF and decreased staffing, thus
lowering performance measure outcomes.
011
172 Communications (PSCD) - E-911 (22,000)
3
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42
Department:Housing and Community Services - General and Special Revenue Funds
Program Description
FY 19
Program
Exp $
FY 19
FTE's*
FY 19 Program
Rev $Performance Measures
FY 18
Targets
FY 18
Actuals
FY 19
Targets
Adj. to
FY19
Program
Exp $
Adj. to
FY19
FTE
Adj. to
FY19
Program
Rev $
Adj to
FY19
Targets
Adj. to
FY19
Program
Exp $
Adj. to
FY19
FTE
Adj. to
FY19
Program
Rev $
Adj to
FY19
Targets
NEW: Number of certified access
staff maintained N/A 3 3 (1)
NEW: Number of individuals/
households assisted with Access
Florida services
N/A 127 150 (50)
AIDS Foundation
Parking
Manages funding for AIDS Foundation mobile
event parking 4,000 NEW: Number of paid parking
events N/A 29 25
Number of elder events 10 12 10
Number of home visits / welfare
visits conducted annually 50 35 40
Number of elderly served annually 200 863 400
NEW: Number of households
provided with Cash/Funding
assistance
N/A 86 90
Number of residents served
annually 2,000 2,429 2,000
Number of people receiving tax
preparation services annually 255 273 250
UNIDAD Meals
Program
Grant oversight for UNIDAD of Miami Beach
Senior Meals Program 230,000 NEW: Number of people served
by meals program N/A N/A 180
Conduct workshops / presentations for elder
serving residents; conduct welfare checks and
home visits; complete needs assessments;
complete amplified phone registration and
delivery for hearing-impaired residents; home-
based services registration for disabled, frail
elderly residents; emergency evacuation
registration ;identity theft prevention education;
among other services.
Provide emergency and support services to
residents facing eviction or utility services cut-
off; grocery delivery program to address
residents facing food insecurity; advocacy and
housing placement for those at-risk of
homelessness; IDEA; ADA, entitlements
advocacy; and also provides free tax
preparation services; child support
enforcement support; and criminal records
expungement; among other services.
1.00
1.00
86,352 Elder Services
Resident Services 314,747
+ 10% ADJUSTMENT - 10% ADJUSTMENT
LEVEL OF SERVICE INCREASE LEVEL OF SERVICE DECREASE
(85,000) (1.00) ACCESS Florida
Center
Conduct application and screening for public
assistance/entitlement services including SNAP
(food stamps); Senior SHINE Program;
delivered meals; companionship program;
home health aide services; among others
services
89,596 1.00
43