FY 2014 to FY 2021 Comparison of Budget and Positions by DepartmentCITY OF
MIAMI BEACH
FY 2014 to FY 2021
Comparison of Budget
and Positions by
Department
MIAMIBEACH
Table of Contents
General Fund
Office of the Mayor & Commission ............................................................................................................................... 2
Office of the City Manager .......................................................................................................................................... 2
Office of Internal Audit ................................................................................................................................................ 2
Office of Marketing & Communications ......................................................................................................................... 2
Office of Management & Budget .................................................................................................................................. 3
Organizational Development Performance Initatives ........................................................................................................ 3
Finance ..................................................................................................................................................................... 3
Human Resources ....................................................................................................................................................... 4
Office of the City Clerk ................................................................................................................................................ 4
Procurement ............................................................................................................................................................... 4
Office of the City Attorney ........................................................................................................................................... 5
Housing & Community Services .................................................................................................................................... 5
Code Compliance....................................................................................................................................................... 5
Building ..................................................................................................................................................................... 5
Environment & Sustainability ........................................................................................................................................ 6
Planning .................................................................................................................................................................... 6
Citywide Increases in Personnel Expenditures Information.......................................................................................... 1
General Fund (Cont’d)
Tourism & Culture ...................................................................................................................................................... 6
Economic Development ............................................................................................................................................... 6
Parks & Recreation ...................................................................................................................................................... 7
Property Management ................................................................................................................................................. 7
Public Works .............................................................................................................................................................. 7
Capital Inprovement Projects (CIP) ................................................................................................................................. 8
Police ........................................................................................................................................................................ 8
Fire ........................................................................................................................................................................... 9
Public Safety Communications Division (PSCD) ............................................................................................................... 9
Citywide Accounts ...................................................................................................................................................... 9
Enterprise Funds
Building ................................................................................................................................................................... 10
Convention Center .................................................................................................................................................... 10
Parking ................................................................................................................................................................... 11
Sanitation ................................................................................................................................................................ 11
Water ..................................................................................................................................................................... 11
Sewer ..................................................................................................................................................................... 12
Storm Water ............................................................................................................................................................ 12
MIAMIBEACH
Table of Contents
Internal Service Funds
Central Services ....................................................................................................................................................... 13
Fleet Management .................................................................................................................................................... 13
Information Technology ............................................................................................................................................. 13
Property Management ............................................................................................................................................... 13
Office of the Inspector General ................................................................................................................................... 14
Risk Management ..................................................................................................................................................... 14
Medical & Dental ..................................................................................................................................................... 14
Other Funds
Resort Tax ................................................................................................................................................................ 15
Transportation .......................................................................................................................................................... 15
MIAMIBEACH
Table of Contents
FY 2014 to FY 2021
Comparison of Budget and Positions by Department
During the Fiscal Year (FY) 2021 budget development process, Commissioner Gongora requested a review of all of City Departments’
budgets in order to provide more clarity at the beginning of the FY 2022 budget process on how the City’s operating budget has changed
between FY 2014 and FY 2021.
The Office of Management and Budget (OMB) has prepared a comprehensive analysis comparing the operating budgets and full-time
position counts between FY 2014 and FY 2021 by fund for each City Department and provides detailed explanations on what the primary
changes in the operating budgets and full-time position counts between FY 2014 and FY 2021 are attributed to.
Personnel expenditures, which are comprised of salaries and benefits, represent a significant percentage of the City’s overall annual costs
for operations and are budgeted annually pursuant to the collective bargaining agreements generally negotiated every three years
between the City Administration and the various bargaining units for classified positions. For positions that are not part of a bargaining
unit, the annual costs that are budgeted are determined by the City Administration and include applicable cost of living adjustments
(COLA’s), merits, etc. that are referenced as “Citywide Increases” and summarized on Page 1 of this analysis. This analysis nets out the
impact of these “Citywide Increases” from the budget variance to provide a clearer picture of controllable costs in each department’s
budget.
The detailed variance explanations for each department net of “Citywide Increases” help provide an at-a-glance summary of changes to
the department budgets and positions from FY 2014 to FY 2021.
City of Miami Beach
FY 2014 to FY 2021 Budget & Full-Time Position Comparison
General Fund, Internal Service, Enterprise, and Other Funds/Departments
3%1%3%3%1%1%1%13%
2%2%2%2%2%2%2%14%
5%5%5%5%5%5%5%35%
10%10%10%5%15%7%7%63%
3%5%6%9%0%-1%3%24%
-8%6%1%6%6%7%2%20%
2%20%20%-16%22%2%1%51%
Total 18%48%46%14%50%22%21%
Additional Information for Citywide Increases in Personnel Expenditures:
Pension (Non-Police/Fire) (V)
FY 2020 Cumulative
Increase
Cost of Living Adjustments (All Groups) (I)
Merit Increases (Non-Police/Fire) (II)
Step Increases (Police/Fire) (III)
Health Insurance (All Groups) (IV)
(VI) Annual changes in the Annual Required Contribution (ARC) for the Police and Fire Pension Plan is primarily driven by the City's negotiated collective bargaining agreements, as well as assumptions and other factors that are incorporated by the Police and Fire
Pension Plan's actuary
(VII) Other Post Employment Benefits (OPEB) PayGo represents the City's required contribution for retiree healthcare benefits. Annual changes in the City's OPEB PayGo contributions are primarily based on actuarial forecasts for General Employees' retiree health
insurance costs and required contributions to the Police & Fire Health Trusts in accordance with the City's negotiated collective bargaining agreements
FY 2021
(I) Annual Cost of Living Adjustments (COLA's) are budgeted pursuant to the City's negotiated collective bargaining agreements, except for Unclassified and Other personnel that are determined by the City Administration
(II) Annual Merit increases, which are applicable to General Employees only (non-Police & Fire), are budgeted pursuant to the City's negotiated collective bargaining agreements, except for Unclassified and Other personnel that are determined by the
Administration
(III) Annual Step increases, which are applicable to only Police & Fire, are budgeted pursuant to the City's negotiated collective bargaining agreements
(IV) Annual Health Insurance increases are primarily based on actuarial forecasts prepared by an outside actuary for the City's Self-Funded Health Plan, as well as the required contributions to the Police & Fire Health Trusts pursuant to the City's negotiated collective
bargaining agreements
(V) Annual changes in the Annual Required Contribution (ARC) for the General Employees' Pension Plan (MBERP) is primarily determined by the City's negotiated collective bargaining agreements, except for Unclassified and Other personnel, as well as
assumptions and other factors that are incorporated by MBERP's actuary
FY 2016Citywide Increases in
Personnel Expenditures FY 2019FY 2015 FY 2018FY 2017
Pension (Police/Fire) (VI)
Other Post Employment Benefits Pay-Go (All Groups) (VII)
1
City of Miami Beach
FY 2014 to FY 2021 Budget & Full-Time Position Comparison
General Fund, Internal Service, Enterprise, and Other Funds/Departments
Adopted
Budget
Adopted
Budget
Adjusted
Budget
Full-Time
Positions
Full-Time
Positions
FY 2014 FY 2021 FY 2021 FY 2014 FY 2021
General Fund
Office of the Mayor & Commission 1,719,000 2,517,000 338,000 2,179,000 460,000 27%4%17.7 21.0 3.3
1 Chief of Staff position added based on the appointment of the newly Elected Mayor
and Commissioners in November 2014; 1 Branding Manager position added to
enhance and expand the City's brand awareness; 1 existing budgeted Public
Information Specialist position transferred from the Marketing and Communications
Department to facilitate and enhance media, community, and organizational relations
and communications citywide for the Office of the Mayor and City Commission; and
0.34 of an existing budgeted Office Associate position transferred based on the
reorganization of positions in conjunction with a change in the City's prior
Administration
Office of the City Manager (1)2,911,000 4,798,000 640,000 4,158,000 1,247,000 43%6%12.7 18.0 5.3
Department Reorganizations:
-1.7 positions eliminated/transferred from multiple department changes subsequent to
the change in Administration
New Division(s):
+4.0 positions added to manage the voter-approved G.O. Bond Program
Transferred from Other Department(s):
+3.0 positions added for existing budgeted positions transferred for operations of the
Grants Management and Legislative Affairs Division transferred from the Office of
Management and Budget to the Office of the City Manager
Office of Internal Audit (2)754,000 0 0 0 (754,000)-100%-14%3.2 0.0 -3.2
Effective FY 2020, the Office of Internal Audit was merged with the newly created
Office of the Inspector General (OIG). Refer to Internal Service Fund Departments
section for position variance explanation
Office of Marketing and
Communications 836,000 2,180,000 137,000 2,043,000 1,207,000 144%21%4.0 12.5 8.5
4 existing budgeted positions transferred from other departments such as Tourism and
Culture (formerly Tourism, Culture, and Economic Development) and 1 position added
to oversee, execute, and provide content to the City's website, develop new websites
and pages, provide support to social media and multi-media accounts, and promote
the City's brand; 1.5 of existing budgeted positions transferred from multiple
departments for re-organization of the Neighborhood Affairs Division; 1 position
added for additional televised board and committee meetings; and 1 position added
to provide admin support
Personnel Services - $1,068,500 (89%):
$846,500 added for positions transferred and/or added to oversee, execute, and
provide content to the City's website, develop new websites and pages, provide
support to social media and multi-media accounts, and promote the City's brand;
$82,000 added for admin support position; $81,000 added for position to provide
additional televised board and committee meetings; $39,000 added for the re-
organization of the Neighborhood Affairs Division; and $20,000 added for part-time
position to provide media support
Operating Expenditures - $138,500 (11%):
$95,000 added for additional printing and mailing of MB magazine; $94,000 added
for Internal Services expenditure chargebacks for Central Services, Property Mgmt., Risk
Mgmt., Information Technology, and OIG services; $40,000 added for routine repair
and replacement of visual and audio equipment used for public hearings and meetings;
and ($90,500) reduced for other operating expenditures attributed to the citywide
reduction in departments' FY 2021 budgets, as a result of the impact of COVID-19 on
the City's finances
Refer to Internal Service Fund Departments section for the Office of Internal Audit, which
was merged with the Office of the Inspector General, for budget variance explanation
Effective FY 2020, the Office of Internal Audit was merged with the newly created
Office of the Inspector General (OIG). Further, the Mayor and Commission adopted
Ordinance 2020-4325 during FY 2020 which created a framework for a dedicated
and exclusive City funding source to solely fund the activities and operations of the
Office of the Inspector General (OIG). This dedicated framework provided a measure of
independence and predictability with regard to funding for the OIG and provided for
an allocation to a new stand-alone OIG Internal Service Fund
Personnel Services - $1,104,000 (89%):
$715,000 added for positions to manage the voter-approved G.O. Bond Program;
$484,000 added for existing budgeted positions transferred from the Office of
Management and Budget for the Grants Management and Legislative Affairs Division;
and ($95,000) reduced for positions converted and/or transferred as a result of
multiple department re-organizations after the change in Administration
Operating Expenditures - $143,000 (11%):
$196,000 for Federal and State Lobbyist services transferred from the Office of
Management and Budget for the Grants Management and Legislative Affairs Division;
and ($53,000) reduced for other miscellaneous operating expenditures attributed to the
citywide reduction in departments' FY 2021 budgets, as a result of the impact of
COVID-19 on the City's finances
Personnel Services - $539,000 (117%):
There were a variety of position adjustments in this office after the change in
Administration, including the addition of a Full-Time Chief of Staff, a Full-Time Branding
Manager, 2 Full-Time Secretaries, 1 Part-Time Office Assistant and the transfer of a Full-
Time Public Information Specialist from the Marketing & Communications Department.
These additions were primarily offset by the elimination of a Full-Time Commission Aide
and a Full-Time Executive Office Associate position
Operating Expenditures - ($79,000) (-17%):
This reduction is primarily attributed to the citywide reduction in departments' FY 2021
budgets, as a result of the impact of COVID-19 on the City's finances. These reductions
include a hiring freeze, employee furloughs, and a freeze on non-essential expenditures
that include training and travel.
Position Variance ExplanationVariance
($)VarianceVariance
(%)
$ Variance
Attributed to
Citywide
Increases
Budget Variance Explanation
Average
Annual
Increase
Department
2
City of Miami Beach
FY 2014 to FY 2021 Budget & Full-Time Position Comparison
General Fund, Internal Service, Enterprise, and Other Funds/Departments
Adopted
Budget
Adopted
Budget
Adjusted
Budget
Full-Time
Positions
Full-Time
Positions
FY 2014 FY 2021 FY 2021 FY 2014 FY 2021
Position Variance ExplanationVariance
($)VarianceVariance
(%)
$ Variance
Attributed to
Citywide
Increases
Budget Variance Explanation
Average
Annual
Increase
Department
Office of Management and Budget 1,168,000 1,466,000 539,000 927,000 (241,000)-21%-3%6.9 8.0 1.1
1 Senior Budget Analyst position added primarily to enhance the City's annual Capital
budget preparation and management process; and 0.1 of existing budgeted positions
transferred based on the reorganization of Internal Audit, Organizational Development
Performance Initiatives, and Office of Management & Budget functions
Organizational Development &
Performance Initiatives 392,000 1,018,000 82,000 936,000 544,000 139%20%2.2 2.0 -0.2
1 position added for supervision of Excellence Assessors; and 0.8 of existing budgeted
positions transferred to other departments based on the re-organization of Internal
Audit, Organizational Development & Performance Initiatives, and Office of
Management & Budget functions
Finance 4,644,000 6,294,000 1,080,000 5,214,000 570,000 12%2%32.0 40.8 8.8
10 total positions added for: implementation of enhanced internal controls per BDO
report, operations of the Finance Customer Service Center ("One-Stop Shop"),
insourcing of the former contracted third-party Citywide Call Center, centralization of
accounts payable functions in the Finance Department, and oversight of department
operations; 1 position reduced based on efficiencies identified by department; and 0.2
of existing budgeted positions transferred to other departments/funds for financial
functions associated with City's outstanding bond obligations
Personnel Services - $63,000 (12%):
$74,000 added for supervisor position to oversee Excellence Assessors program;
$42,000 added for 25% of 6 Part-Time Excellence Assessors to conduct citywide
cleanliness assessments; and ($53,000) reduced for other personnel service
adjustments and existing budgeted positions transferred to other departments based on
the re-organization of Internal Audit, Organizational Development & Performance
Initiatives, and Office of Management & Budget functions
Operating Expenditures - $467,000 (88%):
$461,400 added for education initiatives programs (including, but not limited to
STEAM Program, FIU and Miami-Dade College Dual Enrollment, Reading and Math
Interventionists); $55,000 added for Internal Services expenditure chargebacks for
Central Services, Property Mgmt., Risk Mgmt., Information Technology, and OIG
services; ($41,100) reduced for citywide e-learning expenditures transferred to Human
Resources Dept. as part of department re-organization; ($8,300) reduced for other
miscellaneous department operating expenditures
Personnel Services - $373,000 (65%):
$518,000 added for enhanced oversight of department operations, Finance Customer
Service Center ("One-Stop Shop"), centralized accounts payable functions in Finance
Department, and enhanced internal controls per BDO report; and ($145,000) reduced
for other miscellaneous department personnel adjustments based on efficiencies
identified by department
Operating Expenditures - $197,000 (35%):
$106,000 added for miscellaneous department expenditures and Internal Services
expenditure chargebacks for Central Services, Property Mgmt., Risk Mgmt., Information
Technology, and OIG services; $50,000 added for additional accounting and financial
reporting services, Munis/Tyler support for reporting/support requests, and annual
review of internal controls; and $41,000 added to enhance internal controls in
accordance BDO audit, provide assistance with special assignments, respond to public
records requests, and leave coverage
Personnel Services - (-$282,000) (-117%):
($484,000) reduced for existing budgeted positions transferred to the Office of the City
Manager for the Grants Management and Legislative Affairs Division; $106,000
added for additional budget analyst position in the Office of Management and Budget;
$96,000 added for other miscellaneous personnel adjustments related to the transfer of
budgeted positions based on the reorganization of Internal Audit, Organizational
Development Performance Initiatives, and Office of Management & Budget functions
Operating Expenditures - $41,000 (17%):
$34,000 added for Internal Services expenditure chargebacks for Central Services,
Property Mgmt., Risk Mgmt., Information Technology, and OIG services; $15,000
added for InDesign/Adobe Suite software maintenance to facilitate creation of annual
operating and capital budget books, as well as other documents developed as part of
annual budget development process; and ($8,000) reduced for miscellaneous
operating expenditures
3
City of Miami Beach
FY 2014 to FY 2021 Budget & Full-Time Position Comparison
General Fund, Internal Service, Enterprise, and Other Funds/Departments
Adopted
Budget
Adopted
Budget
Adjusted
Budget
Full-Time
Positions
Full-Time
Positions
FY 2014 FY 2021 FY 2021 FY 2014 FY 2021
Position Variance ExplanationVariance
($)VarianceVariance
(%)
$ Variance
Attributed to
Citywide
Increases
Budget Variance Explanation
Average
Annual
Increase
Department
Office of the City Clerk 1,344,000 1,829,000 249,000 1,580,000 236,000 18%3%8.6 9.6 1.0 1 position added to streamline the record storage process, retention compliance, and
maintenance of public records citywide
2,794,0001,822,000Human Resources
9 positions added to bring department in line with national productivity benchmarks,
reduce turnover, expedite procurement/purchasing for all City departments, support
additional capital improvement projects for storm water drainage, sea level rise, water
and sewer infrastructure, and rights-of-way, and manage the increased volume of City
contracts to include areas such as risk management, contract compliance, contract
negotiations, contract renewals, and vendor management which was transferred over
from the Finance Department; 1 administrative manager position added in response to
the Procurement Department developing a larger technological presence to service both
internal and external stakeholders; and 1 position added to support the G.O. Bond
Program
11.019.08.0
Personnel Services - $1,207,000 (92%):
$939,000 added for 9 positions to bring department in line with national productivity
benchmarks, reduce turnover, expedite procurement/purchasing for all City
departments, support additional capital improvement projects for storm water drainage,
sea level rise, water and sewer infrastructure, and rights-of-way, and manage the
increased volume of City contracts to include areas such as risk management, contract
compliance, contract negotiations, contract renewals, and vendor management which
was transferred over from the Finance Department; $135,000 added for administrative
manager position to respond to the Procurement Department developing a larger
technological presence to service both internal and external stakeholders; $98,000
added to support the G.O. Bond Program; and $35,000 added for other department
personnel service expenditure adjustments
Operating Expenditures - $98,000 (8%):
$53,000 added for miscellaneous department expenditures and Internal Services
expenditure chargebacks for Central Services, Property Mgmt., Risk Mgmt., Information
Technology, and OIG services; and $45,000 added for web-based labor compliance
program to assist in more effective management of the City's living wage requirements
16%115%1,305,0002,442,000257,0002,699,0001,137,000Procurement
4%30%550,0002,372,000422,000
2 Office Associate positions added as part of a department re-organization during FY
2016 to provide adequate administrative support for the department's recruitment,
compensation, labor, and benefits divisions; 1 existing budgeted position transferred
from the Organizational Development Performance Initiatives Department to the Human
Resources Department for the City's e-learning and citywide training and
organizational development functions that were transitioned to the Human Resources
Department; and 1 Human Resources Specialist position added to streamline
processing of requests to fill vacancies, job announcements, advertisements, selection
memoranda, and background checks for selected candidates, as well as labor
operations
4.018.614.6
Personnel Services - $474,000 (86%):
$146,000 added for admin support positions to provide support for department
functions; $112,000 added for personnel service expenditure adjustments attributed to
changes in personnel within the department; $111,000 added for existing budgeted
position transferred from Organizational Development Performance Initiatives
Department to Human Resources Department for training and e-learning functions
transferred; and $105,000 added for position to enhance department's recruitment and
labor operations
Operating Expenditures - $76,000 (14%):
$41,100 added for citywide e-learning expenditures transferred from Organizational
Development Performance Initiatives Department for functions transferred to Human
Resources; $38,000 added for background processing of new hires, promotions,
temporary staffing, and Florida Department of Law Enforcement (FDLE) criminal
background checks; $20,500 added for annual labor costing software maintenance
and licensing fees; and ($23,600) reduced for miscellaneous department operating
expenditures and Internal Services expenditure chargebacks for Central Services,
Property Mgmt., Risk Mgmt., Information Technology, and OIG services
Personnel Services - $100,000 (42%):
$73,000 added for position to streamline record storage process, retention
compliance, and maintenance of public records citywide; and $27,000 added for
other department personnel expenditure adjustments
Operating Expenditures - $136,000 (58%):
$73,000 added for Internal Services expenditure chargebacks for Central Services,
Property Mgmt., Risk Mgmt., Information Technology, and OIG services; $30,000
added for additional hearings, MuniCode services needed for codification of
Ordinances and Resolutions, and Spanish captioning services for all Commission
meetings and workshops; $20,000 added for noticing and advertising of additional
public hearings, meetings, workshops, etc.; and $13,000 added for miscellaneous
department operating expenditure adjustments
4
City of Miami Beach
FY 2014 to FY 2021 Budget & Full-Time Position Comparison
General Fund, Internal Service, Enterprise, and Other Funds/Departments
Adopted
Budget
Adopted
Budget
Adjusted
Budget
Full-Time
Positions
Full-Time
Positions
FY 2014 FY 2021 FY 2021 FY 2014 FY 2021
Position Variance ExplanationVariance
($)VarianceVariance
(%)
$ Variance
Attributed to
Citywide
Increases
Budget Variance Explanation
Average
Annual
Increase
Department
Office of the City Attorney 4,684,000 5,743,000 981,000 4,762,000 78,000 2%0%18.7 24.0 5.3
3 positions added to address the additional volume of transactional work; 2 positions
added for prosecution of Criminal City Ordinance violations; and 0.3 of existing
budgeted positions transferred from City Manager and Mayor and Commission Office
Code Compliance 4,876,000 6,456,000 1,081,000 5,375,000 499,000 10%1%36.0 47.0 11.0
9 positions added for enforcement in the Entertainment District and short-term rental
enforcement which replaced 12 part-time positions; 1 position added to provide
administrative support for additional enforcement positions; and 1 administrative
position added to improve coordination and oversight of departmental accreditation,
staff certification, training, and customer service levels
Building (3)(8)11,945,000 0 0 0 (11,945,000)-100%-14%72.5 0.0 -72.5
During FY 2020, Building Department operations were transferred to a stand-alone
Refer to Enterprise Fund Departments section for Building Department position variance
explanation
3,489,0001,910,000Housing & Community Services 9%62%1,189,0003,099,000390,000
2 positions added for enhanced homeless outreach operations; 1 position reduced
based on transfer of Asset Management operations Housing and Community Services
(formerly Real Estate, Housing, and Community Development) to Property Management
General Fund; 1 position added to adequately monitor capital projects funded with
Federal and State funds; and funding for 0.3 of various existing budgeted positions
transferred into the General Fund based on availability of annual grant funding
2.312.19.8
Personnel Services - $296,500 (25%):
$163,000 added for two positions to enhance homeless outreach operations;
$135,000 added for position to adequately monitor capital projects funded with
Federal and State funds; $95,500 added for miscellaneous department personnel
adjustments which includes various existing budgeted positions transferred into the
General Fund based on availability of annual grant funding; and ($97,000) reduced
based on transfer of Asset Management operations Housing and Community Services
(formerly Real Estate, Housing, and Community Development) to Property Management
General Fund
Operating Expenditures - $892,500 (75%):
$612,300 added for increased homeless services, including but not limited to shelter
beds, addition of flex-use/police beds, rent/utility assistance, storage units, and meals;
$248,000 added for Internal Services expenditure chargebacks attributed to Central
Services, Property Mgmt., Risk Mgmt., Information Technology, and OIG services;
$120,700 added for the Elderly Food program, the Go Digital initiative to digitize
department records, and consultant services/appraisal fees; and ($88,500) reduced
from department operating expenditures primarily attributed to the citywide reduction in
departments' FY 2021 budgets, as a result of the impact of COVID-19 on the City's
finances
Personnel Expenditures - $177,000 (35%):
$167,000 added for administrative position to improve coordination and oversight of
departmental accreditation, staff certification, training, and customer service levels;
$127,000 added for nine positions added in the Entertainment District and short-term
rental enforcement which replaced 12 part-time positions; $55,000 added for position
to provide admin support for additional enforcement positions; and ($172,000)
reduced for miscellaneous department personnel expenditure adjustments
Operating Expenditures - $322,000 (65%):
$237,800 added for lease of office space for Code Compliance Department which
vacated the 555 Building for development of the voter-approved Convention Center
hotel; $55,000 added for Code Compliance annual body camera maintenance; and
$29,200 added for other miscellaneous department expenditure adjustments and
Internal Services expenditure chargebacks for Central Services, Property Mgmt., Risk
Mgmt., Information Technology, and OIG services
Personnel Services - $218,500 (280%):
$218,500 added for five positions to address the additional volume of transactional
work, prosecution of criminal City Ordinance violations, and existing budgeted
positions transferred from the Office of the City Manager and Mayor and Commission
Office after the change in Administration
Operating Expenditures - ($140,500) (-180%):
($140,500) reduced from department operating expenditures primarily attributed to the
citywide reduction in departments' FY 2021 budgets, as a result of the impact of
COVID-19 on the City's finances
Refer to Enterprise Fund Departments Section for Building Department budget variance
explanation
During FY 2020, Building Department operations were transferred to a stand-alone
5
City of Miami Beach
FY 2014 to FY 2021 Budget & Full-Time Position Comparison
General Fund, Internal Service, Enterprise, and Other Funds/Departments
Adopted
Budget
Adopted
Budget
Adjusted
Budget
Full-Time
Positions
Full-Time
Positions
FY 2014 FY 2021 FY 2021 FY 2014 FY 2021
Position Variance ExplanationVariance
($)VarianceVariance
(%)
$ Variance
Attributed to
Citywide
Increases
Budget Variance Explanation
Average
Annual
Increase
Department
Environment & Sustainability (4)224,650 1,152,000 51,000 1,101,000 876,350 390%56%2.0 7.4 5.4
6 existing budgeted positions transferred from Parks and Recreation Department to
Environment and Sustainability for Urban Forestry operations; and funding for 0.6 of
various existing budgeted positions transferred out of the General Fund based on
availability of funding in Environment and Sustainability Special Revenue funds
Planning 3,467,000 5,192,000 813,000 4,379,000 912,000 26%4%25.0 27.0 2.0
2 Office Associate positions added to improve administrative support to the four Land
Development Review Boards by assisting staff in receiving and processing all Board
applications, reviewing for completeness, scheduling pre-meeting conferences,
coordinating advertisements, preparing notices, preparing and delivering Board
packages, posting information on the internet, mailing final orders, and assisting with
filing, as well as improving the delivery of services and further increasing transparency
by making available complete and timely information for viewing, including completed
board application submittals with drawings, agendas, and after-actions despite the
substantial increase in applications
Tourism and Culture (5)2,598,000 3,162,000 322,000 2,840,000 242,000 9%1%17.5 8.7 -8.8
6 positions reduced for Bass Museum operations based on positions not being on
City's payroll and managed by the Bass Museum per Management Agreement; 2
existing budgeted positions transferred from Tourism and Culture to the Marketing and
Communications Department; 1 existing budgeted position transferred to the Economic
Development Department; and 0.2 of existing budgeted positions transferred as part of
the re-organization of the Tourism and Culture department, which was a division of the
former Tourism, Culture, and Economic Development department that was separated
into two separate departments (Economic Development and Tourism and Culture, which
includes the Convention Center Fund)
1 existing budgeted Film & Event Production Manager position converted to an
Assistant Economic Development Director position and transferred to the Economic
Development Department from the newly created Tourism and Culture Department,
which was a division of the former Tourism, Culture, and Economic Development
department that was separated into two separate departments (Economic Development
and Tourism and Culture); 1 existing budgeted Real Estate Asset Specialist position
transferred from the Asset Management Division of the Property Management General
Fund Department based on the duties of the position that were closely aligned with the
functions of the Economic Development Department; 1 Office Associate IV position
added to provide administrative support to the newly created Economic Development
Department; and 0.4 of existing budgeted positions transferred as part of the re-
organization of the Economic Development department, which was a division of the
former Tourism, Culture, and Economic Development department that was separated
into two separate departments (Economic Development and Tourism and Culture, which
includes the Convention Center Fund)
3.45.42.0
Personnel Services - $555,000 (77%):
$248,000 added for two new positions as part of the re-organization of the Economic
Development department, which was a division of the former Tourism, Culture, and
Economic Development department that was separated into two separate departments
(Economic Development and Tourism and Culture); $116,000 added for existing
budgeted position transferred from the Asset Management division of the Property
Management General Fund Department; $112,000 added for other personnel service
expenditure adjustments; and $79,000 added for 0.43 of existing budgeted position
transferred from the Tourism and Culture Department
Operating Expenditures - $169,000 (23%):
$58,000 added for Internal Services expenditure chargebacks attributed to Central
Services, Property Mgmt., Risk Mgmt., Information Technology, and OIG services;
$56,500 added for consulting fees and studies; $28,000 added for utilities at the
Byron Carlyle Theatre; and $26,500 added for other miscellaneous department
operating expenditure adjustments
34%236%724,0001,031,00077,0001,108,000307,000Economic Development (5)
Personnel Services - ($195,000) (-81%):
($195,000) reduced for existing budgeted positions transferred from Tourism and
Culture to Marketing and Communications and existing budgeted position transferred
from Tourism and Culture to Convention Center Fund as part of department re-
organization
Operating Expenditures - $437,000 (181%):
$266,000 added for management and operations of Bass Museum per management
agreement; $335,000 added for management and operations of the Colony Theatre
per management agreement; and ($164,000) reduced for miscellaneous department
operating expenditures and transfer of Asset Management operations from Tourism and
Culture to Property Management General Fund as part of department re-organization
Personnel Services - $93,000 (10%):
$76,000 added for an administrative support position; $69,000 added for Best
Buddies Program position; and ($52,000) reduced for other miscellaneous personnel
service expenditure adjustments
Operating Expenditures - $819,000 (90%):
$500,000 added for Re-Write of Land Development Regulations (one-time ); $150,000
added for traffic and sound peer review services; $109,000 added for software
licenses (BlueBeam, Adobe, CAD, etc.) and technology platform; $94,000 added for
Internal Services expenditure chargebacks attributed to Central Services, Property
Mgmt., Risk Mgmt., Information Technology, and OIG services; and ($34,000) reduced
for other miscellaneous department operating expenditure adjustments
Personnel Services - $720,500 (82%):
$561,000 for existing budgeted positions transferred from Parks and Recreation
Department to Environment and Sustainability for Urban Forestry operations; and
$159,500 added for miscellaneous personnel services adjustments
Operating Expenditures - $155,850 (18%):
$79,000 added for Citywide Reforestation Services; $77,000 added for Internal
Services expenditure chargebacks attributed to Central Services, Property Mgmt., Fleet
Management, Risk Mgmt., Information Technology, and OIG services; and ($150)
reduced for other miscellaneous department operating expenditure adjustments
6
City of Miami Beach
FY 2014 to FY 2021 Budget & Full-Time Position Comparison
General Fund, Internal Service, Enterprise, and Other Funds/Departments
Adopted
Budget
Adopted
Budget
Adjusted
Budget
Full-Time
Positions
Full-Time
Positions
FY 2014 FY 2021 FY 2021 FY 2014 FY 2021
Position Variance ExplanationVariance
($)VarianceVariance
(%)
$ Variance
Attributed to
Citywide
Increases
Budget Variance Explanation
Average
Annual
Increase
Department
Property Management General Fund 1,135,000 2,001,000 88,000 1,913,000 778,000 69%10%0.0 8.0 8.0
2 existing budgeted positions for Asset Management operations transferred from
Housing and Community Services (formerly Real Estate, Housing, and Community
Development) to Property Management; 3 existing budgeted positions for Beach
Maintenance operations transferred from Public Works Enterprise Funds (2 from
Sanitation and 1 from Water) to Property Management General Fund; 2 Municipal
Service Worker positions added to enhance Beach Maintenance operations; and 1
Beach Maintenance Director position added to oversee Beach Maintenance operations
Public Works 5,962,65012,473,0001,094,00013,567,0006,510,350 69.338.4
Personnel Expenditures - $3,252,700 (55%):
$1,613,200 added for existing budgeted positions transferred from the Parks and
Recreation Department to Public Works General Fund for Greenspace Management
operations as part of re-organization; $1,004,000 added for existing budgeted
positions transferred from Public Works Enterprise Funds based on the internal re-
organization of department positions and functions; $517,000 added for existing
budgeted positions transferred from the Building Department to Public Works General
Fund for Elevator operations; $124,000 added for existing budgeted position
transferred from Property Management for ADA Compliance; and $60,100 added for
other miscellaneous personnel expenditure adjustments
Operating Expenditures - $2,709,950 (45%):
$1,678,800 added for Greenspace Management operating costs transferred from the
Parks and Recreation Department to Public Works General Fund as part of re-
organization; $540,000 added for Internal Services expenditure chargebacks
attributed to Central Services, Property Mgmt., Risk Mgmt., Information Technology, and
OIG services; and $491,150 added for additional streets and street lighting operations
and maintenance costs, as well as engineering services costs
13%92%
Park Ranger Program
+2 Park Ranger Supervisors added
+10 Park Rangers added
Insourced Flamingo Park Tennis Center
+4 operations positions added
Greenspace Management
-15.5 positions transferred to Public Works Department as part of department
reorganization of Greenspace Management operations
Recreation
-9.5 positions reduced from various functions
-9.0152.0161.0
Personnel Services - ($681,000) (-113%):
($1,613,200) reduced for transfer of Greenspace Management operations from Parks
and Recreation to Public Works Department based on department re-organization (15.5
positions); $1,443,000 added for the Park Ranger Program (12 full-time positions);
$187,000 added for in-sourcing of the Flamingo Park Tennis Center (4 full-time
positions); and ($697,800) reduced as a result of various recreation positions
eliminated and other personnel services adjustments based on current operations (9.5
positions)
Operating Expenditures - $1,283,000 (213%):
($1,678,800) reduced for transfer of Greenspace Management operations from Parks
and Recreation to Public Works Department as part of department reorganization;
$862,000 added for the in-sourcing of the Flamingo Park Tennis Center operating
costs; $734,000 added for Miami Beach and Normandy Shores Golf Club
operations;$571,000 added for various recreation programs; $523,000 added for
enhanced grounds maintenance for City parks and athletic fields; $200,000 added for
South Pointe Park cutwalk/government cut erosion project (one-time); $83,000 added
for Park Ranger program operating costs; ($11,200) reduced for other miscellaneous
department expenditure adjustments and Internal Services expenditure chargebacks
attributed to Central Services, Property Mgmt., Risk Mgmt., Information Technology, and
OIG services
0%2%602,00030,661,0003,355,00034,016,00030,059,000Parks & Recreation
15.5 existing budgeted positions transferred from the Parks and Recreation Department
to Public Works General Fund for Greenspace Management operations as part of re-
organization; 9 existing budgeted positions transferred from Public Works Enterprise
Funds based on the internal re-organization of department positions and functions; 5
existing budgeted positions transferred from the Building Department to Public Works
General Fund for Elevator operations; 1 existing budgeted position transferred from
Property Management General Fund for ADA Compliance; and 0.4 existing budgeted
positions transferred from other departments
30.9
Personnel Services - $460,000 (59%):
$460,000 added for enhanced Beach Maintenance operations and oversight and
existing budgeted positions for Asset Management and Beach Maintenance operations
transferred from Housing and Community Services (formerly Real Estate, Housing, and
Community Services) and Public Works Enterprise Funds to Property Management
General Fund
Operating Expenditures - $318,000 (41%):
$200,000 added for Taste Bakery reimbursement; $106,000 added for enhanced
Beach Maintenance operations; $2,000 added for miscellaneous department operating
expenditures; and $10,000 added for Internal Services expenditure chargebacks
attributed to Central Services, Property Mgmt., Risk Mgmt., Information Technology, and
OIG services
7
City of Miami Beach
FY 2014 to FY 2021 Budget & Full-Time Position Comparison
General Fund, Internal Service, Enterprise, and Other Funds/Departments
Adopted
Budget
Adopted
Budget
Adjusted
Budget
Full-Time
Positions
Full-Time
Positions
FY 2014 FY 2021 FY 2021 FY 2014 FY 2021
Position Variance ExplanationVariance
($)VarianceVariance
(%)
$ Variance
Attributed to
Citywide
Increases
Budget Variance Explanation
Average
Annual
Increase
Department
Capital Improvement Projects (CIP)4,967,000 5,544,000 652,000 4,892,000 (75,000)-2%0%36.0 34.1 -1.9
1 Field Inspector Supervisor position and 1 Financial Analyst position reduced based
on operational efficiencies identified and implemented by the department; and 0.1 of
existing budgeted positions transferred from other departments
Police (6)4,612,00097,154,00018,013,000115,167,00092,542,000
5 sworn positions added to address traffic congestion in the City; 5 sworn positions
added to enhance public safety in North and Middle Beach; net 3 positions added for
Police in Schools program (7 sworn position and 1 non-sworn position added which
were offset by the reduction of 5 non-sworn positions); 1 sworn position added to
support Human Trafficking Task Force; and 0.3 existing budgeted positions transferred
to the General Fund based on availability of annual Victims of Crime Act (VOCA) grant
funding
14.3474.3460.0
Personnel Services - $2,825,000 (62%):
$1,820,000 added for additional and increases to existing additional pays for sworn
and non-sworn personnel in accordance with the City's current collective bargaining
agreements; $717,000 added for five additional sworn positions to address traffic
congestion in the City (motor unit); $717,000 added for five additional sworn positions
to enhance public safety in North and Middle Beach; $190,000 added for a net of
three additional positions for Police in Schools program; $144,000 added for an
additional sworn position to provide support to the State Attorney's Office Human
Trafficking Task Force; $59,000 added for other miscellaneous personnel expenditure
adjustments; and ($795,000) reduced for implementation of hybrid police staffing plan
resulting in a projected decrease in budgeted overtime while ensuring minimum staffing
requirements
Operating Expenditures - $1,762,000 (38%):
$624,000 added for annual Police body camera maintenance; $232,000 added for
annual citywide public safety radio maintenance; $204,000 added for Marchman Act
Treatment Space and Domestic Violence Emergency Shelter programs; $150,000
added for citywide camera maintenance, repairs, and replacement; $148,200 added
for leasing of motorcycles for motor units; $115,000 added for expansion of license
plate reader program; $96,800 added for miscellaneous department operating
expenditure adjustments and Internal Services expenditure chargebacks attributed to
Central Services, Property Mgmt., Risk Mgmt., Information Technology, and OIG
services; $90,000 added for off-site storage of vehicles impounded due to ongoing
investigations; $75,000 added for contracted Senior Latent Examiner; and $27,000
added for Public Safety Citizens on Patrol Volunteer program
Personnel Services - ($310,500) (414%):
($139,000) reduced for operations supervisor position eliminated; ($86,000) reduced
for administrative support position eliminated; and ($85,500) reduced for other
miscellaneous department personnel expenditure adjustments
Operating Expenditures - $235,500 (-314%):
$138,000 added for Internal Services expenditure chargebacks attributed to Central
Services, Property Mgmt., Risk Mgmt., Information Technology, and OIG services;
$82,000 added for replacement of department vehicles scheduled for replacement;
and $15,500 added for other miscellaneous operating expenditure adjustments
1%5%
8
City of Miami Beach
FY 2014 to FY 2021 Budget & Full-Time Position Comparison
General Fund, Internal Service, Enterprise, and Other Funds/Departments
Adopted
Budget
Adopted
Budget
Adjusted
Budget
Full-Time
Positions
Full-Time
Positions
FY 2014 FY 2021 FY 2021 FY 2014 FY 2021
Position Variance ExplanationVariance
($)VarianceVariance
(%)
$ Variance
Attributed to
Citywide
Increases
Budget Variance Explanation
Average
Annual
Increase
Department
Public Safety Communications
Division (PSCD) (6)5,893,000 8,191,500 1,178,000 7,013,500 1,120,500 19%3%62.0 66.0 4.0
2 Communications Operators and 2 Communications Supervisor positions added
during FY 2016 to enhance the operations of the City's Emergency 911 Call Center
which receives and relays telephone calls from the public for Police and Fire assistance
of both emergency and non-emergency nature
Total 264,093,000$ 329,023,000$ 46,975,000$ 282,048,000$ 17,955,000$ 6.8%1.0%1353.7 1427.7 74.0
TRUE TRUE TRUE 1.0%TRUE TRUE
15,660,00014,667,000Citywide Accounts 1%7%981,00015,648,00012,000 No positions have been added since FY 2014 in Citywide Accounts budget0.00.00.0
City Services and Special Projects - $1,035,959 (106%):
$1,152,000 added for City usage of utilities (water, sewer, storm water, etc.); and
($116,041) reduced for miscellaneous City services and special projects
Grants and Contributions - $385,041 (39%):
$388,000 added for approved one-time grants and contributions which include
$200,000 for Art in Resilience program, $60,000 to Miami Beach High for renovation
of school courtyard, $60,000 for restaurant delivery services reimbursement program,
$33,000 for fencing at Miami Beach High to provide community access, $25,000 for
fencing and security cameras at South Pointe Elementary to provide community access,
and $10,000 contribution to Quality of Education Committee; and ($2,959) reduced
for other miscellaneous grants and contributions
Employee Costs and Transfers - ($440,000) (-45%):
settlements upon separation from the City, which fluctuate year to year depending on
the number of employees separating from the City, Fire & Police probationary buy-
backs, and employees entering the DROP that choose early leave pay-outs; and
($40,000) reduced for other miscellaneous employee costs and transfers
18 Ocean Rescue positions added to staff additional lifeguard towers approved by the
City Commission; 13 sworn Firefighter positions added to staff additional Rescue Unit
and Fire Boat in North Beach; 7 positions added for the former Emergency
Management Department transferred to and re-organized as a division of the Fire
Department; and 2 positions added for non-sworn department operations and admin
support
40.0343.0303.0
Personnel Services - $5,738,500 (91%):
$2,064,000 added for 18 sworn positions to staff additional Rescue unit and fire boat;
$1,426,000 added for 13 additional Ocean Rescue positions to staff additional
lifeguard towers approved by the City Commission; $1,258,000 added for additional
and increases in existing additional pays for sworn and non-sworn personnel in
accordance with the City's current collective bargaining agreements; $818,000 added
for personnel costs associated with the former Emergency Management Department
transferred to and re-organized as a division of the Fire Department; $181,000 added
2 positions to provide enhanced non-sworn operations and admin support; and
($8,500) reduced for other miscellaneous department personnel expenditure
adjustments
Operating Expenditures - $536,000 (9%):
$270,000 added for miscellaneous department operating expenditure adjustments and
Internal Services expenditure chargebacks attributed to Central Services, Property
Mgmt., Risk Mgmt., Information Technology, and OIG services; and $266,000 added
for operating costs associated with the former Emergency Management Department
transferred to and re-organized as a division of the Fire Department
1%10%6,274,50067,855,50015,124,00082,979,50061,581,000Fire (6)
Average Annual Change (FY 2014 - FY 2021)
Personnel Services - $940,000 (84%):
$497,000 added for restructuring of the division to better suit operational needs;
$401,000 added for additional positions to enhance operations of the City's
emergency 911 call center; and $42,000 added for other miscellaneous personnel
expenditure adjustments
Operating Expenditures - $178,500 (16%):
$179,000 added for Internal Services expenditure chargebacks attributed to Central
Services, Property Mgmt., Risk Mgmt., Information Technology, and OIG services;
$97,000 added for City's public safety radio lease sites; and ($97,500) reduced for
other miscellaneous department expenditure adjustments
9
City of Miami Beach
FY 2014 to FY 2021 Budget & Full-Time Position Comparison
General Fund, Internal Service, Enterprise, and Other Funds/Departments
Adopted
Budget
Adopted
Budget
Adjusted
Budget
Full-Time
Positions
Full-Time
Positions
FY 2014 FY 2021 FY 2021 FY 2014 FY 2021
Position Variance ExplanationVariance
($)VarianceVariance
(%)
$ Variance
Attributed to
Citywide
Increases
Budget Variance Explanation
Average
Annual
Increase
Department
Enterprise Funds
Convention Center 12,726,000 26,318,000 1,467,000 24,851,000 12,125,000 95%14%1.5 1.9 0.4
0.4 of existing budgeted positions transferred as part of the re-organization of the
Tourism and Culture department, which was a division of the former Tourism, Culture,
and Economic Development department that was separated into two separate
departments (Economic Development and Tourism and Culture, which includes the
Convention Center Fund)
During FY 2020, Building Department operations were transferred from the General
Fund to a stand-alone Enterprise Fund to improve greater fiscal transparency of the
are based on the transfer of the Department's operations from the General Fund to a
stand-alone Enterprise Fund. For purposes of this analysis, the Building Department's full-
time position count has increased 17.5 positions from FY 2014 to FY 2021 and is
attributed to the following:
8 positions added to the Building Department to provide enhanced operations and
administrative support; 8 clerical positions added to enhance processing of permit
applications; 2.5 positions added for insourcing of City Call Center; 2 positions added
to provide EnerGov support for department operations; 1 position added to enhance
records management; 1 position added to enhance enforcement of applicable
Environment and Sustainability Department by reviewing architectural and engineering
plans, specifications and contract documents of new and existing projects; and 5
positions transferred from the Building Department to Public Works for Elevator
operations
17.590.072.5
During FY 2020, the Building Department's operations were transferred from the
General Fund to a stand-alone Enterprise Fund to improve greater fiscal transparency of
Department's FY 2014 budget of $11,945,000 is reflected above in the General Fund
section ($8,306,000 for personnel-related expenditures and $3,639,000 for operating
expenditures). The Building Department's budget has increased from $11,945,000 to
$16,596,000, or $4,651,000, from FY 2014 to FY 2021, of which $1,263,000 is
due to the annual citywide increases for COLAs, merits, health, pension, and other post-
employment benefits pay-go previously detailed, resulting in a net increase of
$3,388,000 in the Building Department's operating budget from FY 2014 to FY 2021
that is attributed to the following:
Personnel Services - $1,448,000 (43%):
$825,000 added for enhanced operations and administrative support; $547,000
added for clerical positions added to enhance processing of permit applications;
$312,000 added for in-sourcing of City Call Center; $235,000 added for EnerGov
support for Building Department operations; $104,000 added to enhance records
management; ($517,000) reduced for positions transferred from the Building
Department to Public Works for Elevator operations as part of re-organization; and
($58,000) reduced for other miscellaneous personnel service expenditure adjustments
Operating Expenditures - $1,940,000 (57%):
$1,501,000 added for indirect services provided by the General Fund that are
reimbursed; $365,000 added for replacement of existing department vehicles with
electric vehicles; $205,000 added for Internal Services expenditure chargebacks
attributed to Central Services, Property Mgmt., Risk Mgmt., Information Technology, and
OIG services; and ($131,000) reduced for miscellaneous department operating
expenditure adjustments
Personnel Services - $3,482,000 (29%):
$2,502,000 added for Centerplate personnel costs based on amendment to agreement
which were not previously budgeted for; $900,000 added for Spectra personnel costs
attributed to the renovation and expansion of the Convention Center; and $80,000
added for existing budgeted administrative position transferred from Tourism and
Culture Department for enhanced oversight of Convention Center operations
Operating Expenditures - $8,643,000 (71%):
$3,422,700 added for Spectra and City operating costs attributed to the renovation
and expansion of the Convention Center; $2,402,000 added for Internal Services
expenditure chargebacks attributed to Central Services, Property Mgmt., Risk Mgmt.,
Information Technology, and OIG services; $1,626,300 added for Centerplate
operating costs based on amendment to agreement which were not previously
budgeted for; and $1,192,000 added for management and operations of Pride Park
and Carl Fisher Clubhouse and Park
Building (3)(8)4%28%3,388,00015,333,0001,263,00016,596,00011,945,000
10
City of Miami Beach
FY 2014 to FY 2021 Budget & Full-Time Position Comparison
General Fund, Internal Service, Enterprise, and Other Funds/Departments
Adopted
Budget
Adopted
Budget
Adjusted
Budget
Full-Time
Positions
Full-Time
Positions
FY 2014 FY 2021 FY 2021 FY 2014 FY 2021
Position Variance ExplanationVariance
($)VarianceVariance
(%)
$ Variance
Attributed to
Citywide
Increases
Budget Variance Explanation
Average
Annual
Increase
Department
Sanitation 17,915,000 22,124,000 4,803,000 17,321,000 (594,000)-3%0%183.0 154.5 -28.5
11 operations positions reduced based on reduction in Parking services; 5 operations
positions reduced based on the re-organization of department positions; 4 operations
positions transferred to Parks and Recreation; 3 operations positions reduced based on
reduction in personnel for litter and debris removal fly squads; 2 operations positions
reduced as part of alternate side parking pilot initiative; 2 Sanitation enforcement
positions reduced based on operational needs; 1 position reduced based on reduction
in personnel for refilling of doggie bag dispensers citywide; and 0.5 of existing
budgeted administrative position transferred to other Public Works operations as part
of internal department re-organization
Water 31,522,000 35,497,000 730,000 34,767,000 3,245,000 10%1%52.2 48.4 -3.7 3.7 of existing budgeted positions transferred to other Public Works divisions based on
internal re-organization of positions and functions
13 Parking enforcement operations positions reduced (incumbents transferred to
comparable positions in other departments); 6 operations positions reduced; 2.5 of
existing budgeted positions previously supported by the Parking Department transferred
to Finance, Office of Capital Improvement Projects (CIP), and Office of Inspector
General (OIG); and 4 supervisory positions and admin support positions reduced
-25.587.0112.5
Personnel Services - ($3,355,800) (-25%):
($3,355,800) reduced for "right-sizing" reductions approved as part of FY 2021
budget for the Parking Department's operations which included the elimination of
operations, admin, and admin support positions, as well as portions of existing
budgeted positions previously funded by Parking transferred to other departments such
as Finance, Office of Capital Improvement Projects (CIP), and Office of the Inspector
General
Operating Expenditures - ($10,307,200) (-75%):
($9,203,000) reduced for annual contribution to the General Fund, Transportation,
Transportation Concurrency, 5th & Alton Garage, etc.; ($1,996,000) reduced for the
elimination/reduction of Parking operations services and activities related to the
reduced for the removal of all on-street (curbside) and off-street (lots) parking pay
stations; $1,449,000 added for Internal Services expenditure chargebacks attributed to
Central Services, Property Mgmt., Risk Mgmt., Information Technology, and OIG
services; $873,000 added for sanitation and storm water expenditures for City lots and
garages; and ($16,200) reduced for other miscellaneous department expenditure
adjustments
-4%-28%(13,663,000)34,764,0002,794,00037,558,00048,427,000Parking
Personnel Services - ($1,343,000) (-41%):
($941,000) reduced for other indirect personnel service expenditures; and ($402,000)
reduced based on the re-organization of internal department positions transferred to
other Public Works divisions; and
Operating Expenditures - $4,588,000 (141%):
$1,163,500 added for debt service associated with water and sewer capital projects
to replace the City's aging water and sewer infrastructure; $1,080,000 added for
replacement of vehicles and equipment scheduled for replacement; $1,003,000 added
for wholesale water purchased from Miami-Dade County based on the annual rates set
forth by the County for wholesale customers; $495,000 added to enhance emergency
maintenance and repairs for pumping stations to address unplanned issues such as
water main breaks; $411,000 added for Internal Services expenditure chargebacks
attributed to Central Services, Property Mgmt., Risk Mgmt., Information Technology, and
OIG services; $350,000 added for a citywide water main assessment; and $85,500
added for other miscellaneous department operating expenditure adjustments
Personnel Services - ($1,700,200) (286%):
($1,361,000) reduced for positions impacted by reduction in Parking services, the re-
organization of department positions, positions transferred to Parks and Recreation,
reduction in personnel for litter and debris removal fly squads, and positions reduced as
part of alternate side parking pilot initiative; ($131,000) reduced for existing budgeted
positions transferred to other Public Works operations as part of internal department re-
organization; ($113,000) reduced for Sanitation enforcement positions eliminated
based on operation needs; and ($95,200) reduced for other miscellaneous personnel
expenditure adjustments
Operating Expenditures - $1,106,200 (-186%):
$566,000 added for Internal Services expenditure chargebacks attributed to Central
Services, Property Mgmt., Risk Mgmt., Information Technology, and OIG services;
$484,000 added for residential solid waste services (disposal and collections) based
on number of units in the City and rates determined annually by Miami-Dade County;
and $56,200 added for other miscellaneous operating expenditure adjustments
11
City of Miami Beach
FY 2014 to FY 2021 Budget & Full-Time Position Comparison
General Fund, Internal Service, Enterprise, and Other Funds/Departments
Adopted
Budget
Adopted
Budget
Adjusted
Budget
Full-Time
Positions
Full-Time
Positions
FY 2014 FY 2021 FY 2021 FY 2014 FY 2021
Position Variance ExplanationVariance
($)VarianceVariance
(%)
$ Variance
Attributed to
Citywide
Increases
Budget Variance Explanation
Average
Annual
Increase
Department
Sewer
Total 160,819,000$ 218,478,000$ 12,303,000$ 206,175,000$ 33,411,000$ 20.8%404.6 445.4 -31.8
TRUE TRUE TRUE 3.0%TRUE TRUE
49,226,00038,132,000 4%28%10,566,00048,698,000528,000 4.3 of existing budgeted positions transferred to other Public Works divisions based on
internal re-organization of positions and functions-4.329.934.2
Personnel Services - ($1,125,000) (-11%):
($672,000) reduced for other indirect personnel service expenditure adjustments; and
($453,000) reduced based on the re-organization of existing department positions
transferred to other Public Works divisions
Operating Expenditures - $11,691,000 (111%):
$6,858,000 added for sewer treatment services provided by Miami-Dade County
based on the annual rates set forth by the County for wholesale customers; $1,449,500
added for debt service associated with water and sewer capital projects to replace the
City's aging water and sewer infrastructure; $1,019,000 added to enhance emergency
maintenance and repairs for sewer pumping stations to address unplanned issues such
as sewer main breaks; $752,000 added for replacement of vehicles and equipment
scheduled for replacement; $569,000 added for Internal Services expenditure
chargebacks attributed to Central Services, Property Mgmt., Risk Mgmt., Information
Technology, and OIG services; $400,000 added for implementation of a Sewer
System Evaluation Survey; $350,000 added for a citywide sewer main assessment;
and $293,500 added for other miscellaneous department operating expenditures
31,159,00012,097,000Storm Water 22%152%18,344,00030,441,000718,000
12.3 positions added, ranging from Municipal Service Workers to Electricians,
Pumping Mechanics, Field Inspectors, and Civil Engineers, to reduce the backlog in
preventative system maintenance and increased operational requirements as a result of
the City's transition from a gravity-based to a pump-based system Storm Water
Management system
12.333.621.3
Personnel Services - $637,000 (3%):
$731,000 added for operations positions to enhance storm water operations;
$116,000 added for administrative support positions; and ($210,000) reduced for
other miscellaneous department personnel adjustments
Operating Expenditures - $17,707,000 (97%):
$10,529,000 added for storm water debt service to upgrade the City's gravity-based
storm water infrastructure with tidal control valves, pump stations, and other innovative
structures to improve drainage in order to adapt to changes in sea level and flooding
events; $1,739,000 added for indirect services provided by the General Fund
reimbursed; $1,497,000 added for expansion of outsourced vac-con services for
annual storm water main cleaning by increasing contractual maintenance, provide
enhanced storm water pump maintenance with more preventive maintenance and bi-
monthly inspections by increasing contractual maintenance, and address the backlog of
maintenance for 48 existing injection wells to improve drainage and decrease flooding
throughout the City; $1,132,000 added for rental of additional temporary pumps,
generators, and accessories to increase deployment of portable temporary pumps
during King Tides, Hurricane Season, and rain events; $935,000 added for future
renewal and replacement of Storm Water capital assets; $858,000 added for cleaning
services provided by the Sanitation Fund; $392,000 added for replacement of storm
water equipment scheduled for replacement; $238,000 added for bacteriological
sampling of manholes, pump stations, and outfalls, sea level rise mitigation, and
monitoring; $231,000 added for Internal Services expenditure chargebacks attributed
to Central Services, Property Mgmt., Risk Mgmt., Information Technology, and OIG
services; and $156,000 added for other miscellaneous department operating
expenditure adjustments
Average Annual Change (FY 2014 - FY 2021)
12
3.0%
City of Miami Beach
FY 2014 to FY 2021 Budget & Full-Time Position Comparison
General Fund, Internal Service, Enterprise, and Other Funds/Departments
Adopted
Budget
Adopted
Budget
Adjusted
Budget
Full-Time
Positions
Full-Time
Positions
FY 2014 FY 2021 FY 2021 FY 2014 FY 2021
Position Variance ExplanationVariance
($)VarianceVariance
(%)
$ Variance
Attributed to
Citywide
Increases
Budget Variance Explanation
Average
Annual
Increase
Department
Internal Service Funds
Central Services 948,000 1,042,000 126,000 916,000 (32,000)-3%0%4.4 4.4 0.0 No positions have been added since FY 2014 to Central Services budget
Fleet Management 10,369,000 13,216,000 562,000 12,654,000 2,285,000 22%3%22.0 19.0 -3.0 1 director position eliminated; and 2 fleet operations positions reduced
Information Technology 15,527,000 17,652,000 1,388,000 16,264,000 737,000 5%1%36.0 44.0 8.0
2 cyber security positions added (Chief Information Security Officer and IT Security
Engineer) to assess and maintain the City's security policies, compliance, and incident
response as part of FY 2020 department re-organization; 1 support/applications
position added to facilitate the review of business process requirements and data
gathering to identify technology improvements focusing on customer solutions; 2
positions (Systems Analyst and Sr. Systems Administrator) added to provide support for
City's EnerGov permitting system; 1 Analyst position added to develop and maintain
mobile applications and web-based applications; 1 IT Specialist position added to
improve procurement coordination, contract management, and compliance with
procurement guidelines; and 1 Project Manager position added for maintenance and
further development of the Munis ERP system
Property Management 9,325,000 10,956,000 1,170,000 9,786,000 461,000 5%1%44.0 32.3 -11.7
16 operations positions reduced in FY 2015 based on implementation of new
outsourced service model for trades such as carpenters, electricians, masons, painters,
and plumbers; 2 Municipal Service Worker positions added to enhance Beach
Maintenance operations; 1 Facilities Capital Projects Coordinator position added for
the voter-approved G.O. Bond Program to address the additional workload from the
new G.O. Bond projects; and 1 Admin Officer position added to manage the day to
day operations of the City's Special Taxing Districts transferred from Miami-Dade
County; and 0.3 of existing budgeted positions transferred from the City Center
Redevelopment Agency (RDA) based on the department's RDA-funded operations
Personnel Services - ($314,000) (-43%):
($314,000) reduced based on the consolidation of functions and operations within the
department (mid-year FY 2014 consolidation of the Telecommunications Division into
the Applications Services Division and the mid-year FY 2020 consolidation of the
Application Services Division into the Support Services Division) and existing positions
that were previously budgeted at higher salaries based on each incumbent's tenure with
the City being vacated and filled at lower salaries with new incumbents
Operating Expenditures - $1,051,000 (143%):
$842,500 added for Microsoft Enterprise software licensing; $300,000 added for the
City's Executive Scorecard/Power BI project; and ($91,000) reduced for other
miscellaneous department operating expenditure adjustments
Personnel Services - ($400,000) (-18%):
($163,000) reduced for director position that was eliminated (Fleet Management
began reporting to the Property Management Department in FY 2021); ($122,000)
reduced for fleet operations positions eliminated; and ($115,000) reduced for other
miscellaneous personnel expenditure adjustments
Operating Expenditures - $2,685,000 (118%):
$1,432,000 added for debt service required to replace General Fund vehicles that are
scheduled for replacement based on Fleet Management's replacement cycle;
$1,152,000 added for replacement of General Fund equipment with cash instead of
additional financing based on contribution from City Center Redevelopment Agency
pursuant to 4th Amendment to Interlocal Agreement; $215,000 added for Internal
Services expenditure chargebacks attributed to Central Services, Property Mgmt., Risk
Mgmt., Information Technology, and OIG services; and ($114,000) reduced for
miscellaneous department operating expenditure adjustments
Personnel Services - ($131,000) (409%):
($131,000) reduced for existing positions that were previously budgeted at higher
salaries based on each incumbent's tenure with the City being vacated and filled at
lower salaries with new incumbents, as well as other miscellaneous personnel
adjustments
Operating Expenditures - $99,000 (-309%):
$93,000 added for increase in outgoing mail services, mailing, and postage; and
$6,000 added for other miscellaneous department operating expenditures and Internal
Services expenditure chargebacks attributed to Central Services, Property Mgmt., Risk
Mgmt., Information Technology, and OIG services
Personnel Services - ($1,754,000) (-380%):
($1,754,000) reduced for implementation of new service model for trades such as
carpenters, electricians, masons, painters, and plumbers, as well as other miscellaneous
personnel service adjustments
Operating Expenditures - $2,215,000 (480%):
$2,097,000 added for maintenance and repairs in City facilities which includes
cleaning and janitorial services, pest control, fountains, water treatment, lighting, and
maintenance of HVAC and electrical systems, generators, elevators, and fire alarms
citywide; and $118,000 added for Internal Services expenditure chargebacks
attributed to Central Services, Property Mgmt., Risk Mgmt., Information Technology, and
OIG services
13
City of Miami Beach
FY 2014 to FY 2021 Budget & Full-Time Position Comparison
General Fund, Internal Service, Enterprise, and Other Funds/Departments
Adopted
Budget
Adopted
Budget
Adjusted
Budget
Full-Time
Positions
Full-Time
Positions
FY 2014 FY 2021 FY 2021 FY 2014 FY 2021
Position Variance ExplanationVariance
($)VarianceVariance
(%)
$ Variance
Attributed to
Citywide
Increases
Budget Variance Explanation
Average
Annual
Increase
Department
Risk Management 13,935,000 22,455,000 156,000 22,299,000 8,364,000 60%9%5.2 7.2 2.0
1 HR Risk and Benefits Analyst added to perform and conduct various technical fiscal
analyses with an emphasis on the Risk Management and Benefits self-funded programs;
and 1 Claims Coordinator position added to complete claims investigations, negotiate
settlements, and process liability claims made against the City
Medical & Dental 25,377,000 40,258,000 39,000 40,219,000 14,842,000 58%8%1.3 2.3 1.0 1 position added to manage and enhance the City's wellness program
Total 75,481,000$ 107,038,000$ 3,592,000$ 103,446,000$ 27,965,000$ 37.0%112.8 117.3 4.5
TRUE TRUE TRUE 5.3%TRUE TRUE
4 Positions added based on creation of Office of Inspector General per Adopted
Ordinance; 2.8 existing budgeted positions transferred from the former Office of
Internal Audit as part of the re-organization with the Office of Inspector General; and
1.3 existing budgeted positions reallocated between the Office of Inspector General,
Parking, and Resort Tax operations
8.18.10.0
On November 6, 2018, the City's voters approved an amendment to the City Charter
creating the Office of the Inspector General (OIG). Based on overlapping
responsibilities, the Office of Internal Audit, which was previously a General Fund
division of the former Office of Budget and Performance Improvement, was transferred
to and merged with the newly created OIG effective FY 2020. Ordinance 2020-4325,
which was adopted by the Mayor and City Commission during FY 2020, created a
framework for a dedicated and exclusive City funding source to solely fund the activities
and operations of the OIG which provided a measure of independence and
predictability with regard to funding for the OIG and provided for an allocation to a
new stand-alone OIG Internal Service Fund for FY 2021. As a result, based on the FY
2014 budget, $754,000 is based on the transfer of the Office of Internal Audit from
the General Fund to the OIG. For purposes of this analysis, the OIG's budget has
increased $705,000 from FY 2014 to FY 2021, of which $151,000 is due to the
annual citywide increases for COLAs, merits, health, pension, and other post
employment benefits pay-go previously detailed, resulting in a net increase of
$554,000 in the new department's operating budget from FY 2014 to FY 2021 that is
attributed to the following:
Personnel Services - $618,000 (112%):
$675,000 added for creation of the Office of Inspector General per Adopted
Ordinance; and ($57,000) reduced for other miscellaneous personnel expenditure
adjustments based on the re-organization of the Office of Internal Audit with the Office
of the Inspector General
Operating Expenditures - ($64,000) (-12%):
($64,000) reduced for department operating expenditure adjustments resulting from the
re-organization of the Office of Internal Audit with the Office of the Inspector General
14%100%1,308,0001,308,000151,0001,459,0000Office of the Inspector General (2)
Personnel Services - $121,000 (1%):
$88,000 added for 1 position to enhance department's benefits and wellness
operations; and $33,000 added for other miscellaneous personnel expenditure
adjustments
Operating Expenditures - $14,721,000 (99%):
$10,170,000 added for administrative fees, premiums, and prescription, medical, and
dental insurance claims as projected by the City's outside actuary for the City's self-
funded health plans; $4,691,000 added for the City's third-party medical and dental
insurance for retirees; and ($140,000) reduced for miscellaneous operating and
Internal Services expenditure chargebacks attributed to Central Services, Property
Mgmt., Risk Mgmt., Information Technology, and OIG services
Personnel Services - $267,000 (3%):
$227,000 added for two positions to enhance department's risk and workers
compensation operations; and $40,000 added for other miscellaneous personnel
adjustments
Operating Expenditures - $8,097,000 (97%):
$4,988,000 added for premiums associated with City's property, parametric, crime,
liability, excess workers compensation, and storage tank insurance coverage;
$2,775,000 added for workers compensation, law enforcement, general, automobile,
and public official liability claims as determined by City's outside actuary; $309,000
added for the City's wellness program; and $25,000 added for other miscellaneous
department operating expenditure adjustments and Internal Services expenditure
chargebacks attributed to Central Services, Property Mgmt., Risk Mgmt., Information
Technology, and OIG services
Average Annual Change (FY 2014 - FY 2021)
14
5.3%
City of Miami Beach
FY 2014 to FY 2021 Budget & Full-Time Position Comparison
General Fund, Internal Service, Enterprise, and Other Funds/Departments
Adopted
Budget
Adopted
Budget
Adjusted
Budget
Full-Time
Positions
Full-Time
Positions
FY 2014 FY 2021 FY 2021 FY 2014 FY 2021
Position Variance ExplanationVariance
($)VarianceVariance
(%)
$ Variance
Attributed to
Citywide
Increases
Budget Variance Explanation
Average
Annual
Increase
Department
Other Funds
Total 59,507,000$ 77,181,000$ 883,000$ 76,298,000$ 16,625,500$ 27.9%4.0%7.2 34.7 25.5
TRUE TRUE TRUE 4.0%TRUE TRUE
Combined Total 559,900,000$ 731,720,000$ 63,753,000$ 667,967,000$ 95,956,500$ 17.1%2.4%1878.3 2025.0 72.2
% of Total Adopted
Operating Budgets 91.3%88.9%2.4%98.0%97.1%
Footnotes:
(1)Effective FY 2021 the Grants Management Division of the Office of Management and Budget re-organized and transferred to the Office of the City Manager as the Grants and Intergovernmental Affairs Division
(2)Per Ordinance 2019-4239, the Office of the Inspector General was established; effective FY 2020, the Office of Internal Audit was merged with the Office of the Inspector General
(3)During FY 2020, Building Department operations were transferred from the General Fund to a stand-alone Enterprise Fund to improve greater fiscal transparency
(4)Per Ordinance 2016-3997, the Environment and Sustainability Department was created; during FY 2014, it was a division of the Public Works Department
(5)During FY 2019, the Tourism, Culture, and Economic Development (TCED) Department was split into two separate departments: Tourism and Culture and Economic Development
(6)During FY 2014, the Public Safety Communications Division (PSCD) was a division of the Police Department; as of FY 2019, the Public Safety Communications Division became a division of the Fire Department but has been reflected separately in this analysis due to reporting changes over the period being reviewed
(7)Per Ordinance 2016-3865, the Transportation Department was created; prior to that, Transportation was part of the Public Works Department
(8)For purposes of this analysis, the adopted FY 2014 budgets and full-time position counts for the Building Enterprise and Transportation Special Revenue Funds, which were previously part of the General Fund in FY 2014, are reflected in both the General Fund section of this analysis and the Enterprise and Special Revenue Fund sections of this analysis for comparative purposes
69,330,00059,507,000Resort Tax
2 existing budgeted positions transferred from Public Works to Transportation
Department; 7 positions added and 0.3 existing budgeted positions transferred from
other departments for oversight of Citywide Trolley and On-Demand Transit services,
Bus Shelters, Bicycle Amenities, Transportation Master Plan Implementation, Traffic
Operations, Traffic Engineering, and Transportation Demand Management
7.39.32.0
The Transportation Department was created in 2016 per Ordinance 2016-3865. Prior
to 2016, the City's transportation functions were managed by the Public Works
Department. This department is now responsible for the oversight of the following
programs: Citywide Trolley and On-Demand Transit services; Bus Shelters; Bicycle
Amenities; Transportation Master Plan Implementation; Traffic Operations; Traffic
Engineering; and Transportation Demand Management
Personnel Services - $1,533,000 (20%):
$1,427,000 added for 7 positions and 0.3 existing budgeted positions transferred
from other departments for oversight of Citywide Trolley and On-Demand Transit
services, Bus Shelters, Bicycle Amenities, Transportation Master Plan Implementation,
Traffic Operations, Traffic Engineering, and Transportation Demand Management; and
$106,000 added for 2 existing positions transferred from Public Works Department for
Transportation operations
Operating Expenditures - $6,287,000 (80%):
$3,358,000 added for citywide trolley and on-demand transit Services; $1,540,800
added for Intelligent Transportation System (ITS) operations and maintenance;
$870,000 added for feasibility, data collection, and impact studies; $171,000 added
for Internal Services expenditure chargebacks attributed to Central Services, Property
Mgmt., Risk Mgmt., Information Technology, and OIG services; $158,000 added for
annual rent of office space for department operations; $137,300 added for City
employee transit subsidy; $59,500 added for operating costs transferred from Public
Works Department for Transportation operations; and ($7,600) reduced for other
miscellaneous department operating expenditure adjustments
661%4625%7,654,5007,820,00031,0007,851,000165,500Transportation (7)(8)
2%15%8,971,00068,478,000852,000
12 sworn Police positions added for enhanced public safety in tourism-areas; 5 Code
positions added for enhanced enforcement in tourism-areas; 1 auditor position added
enhance reporting compliance; and 0.2 existing budgeted positions transferred from
other departments
18.225.47.2
Personnel Services - $3,561,500 (40%):
$2,351,000 for 12 additional sworn Police positions created to enhance public safety
in tourism-areas; $446,000 added for 5 Code Compliance positions to enhance
enforcement in tourism-areas; $695,500 added for additional high impact-related
overtime and other personnel adjustments for high-impact periods; and $69,000 added
for an additional Resort Tax Auditor
Operating Expenditures - $5,409,500 (60%):
$12,457,000 added for Convention Center debt service based on additional 1% bed
tax approved for renovation of the Miami Beach Convention Center; $5,780,000
added for Sanitation Fund contribution based on sanitation services provided in tourism-
areas; $1,686,000 added for Convention Center debt service coverage based on FY
2021 debt service obligations; $1,274,000 added for cultural programming and
activation, which includes Air and Sea Show and July 4th fireworks; $1,034,000
added for indirect administrative services provided by the General Fund that are
reimbursed; $1,000,000 added for annual Mount Sinai "ER Project" grant contribution;
$812,000 added for enhanced holiday lighting and beachfront restroom attendant
services; $105,500 added for other miscellaneous expenditure adjustments;
($14,326,000) reduced for General Fund contribution due to COVID-19 impact on
Resort Tax collections; ($2,053,000) reduced for GMCVB and VCA contributions
based on updated contractual obligations; ($1,211,000) reduced for Gulf Breeze and
North Shore debt service obligations; ($823,000) reduced for operating contingency
for unforeseen expenditures; and ($326,000) reduced for quality-of-life capital projects,
the arts, and transportation based on projected 1% quality of life bed tax collections
Average Annual Change (FY 2014 - FY 2021)
Average Annual Change (FY 2014 - FY 2021)
15