Commission Budget Workshop Presentation1
FY 2022 Commission Budget Workshop
Miami Beach
Introduction
1
2
2
Budget Workshop Purpose
Kickoff the FY 2022 budget process with the City
Commission
Cover several budget-related topics and identify any
areas requiring additional attention
Increase efficiency of the 3 planned FERC budget
briefings that include the Mayor and City
Commission
3
Budget Timeline
Jan – Feb
Initiate Budget
Development
Process
Feb – Mar
Review Budgets
with Departments
and City Manager
May 27
City Commission
establishes Budget
Priorities at Budget
Workshop
Jun – Jul
Finance and Economic
Resiliency Committee (FERC)
Budget Briefings
June 18
July 16
July 23
4
3
4
3
Budget Timeline (cont.)
June 1
Preliminary
Taxable Value
received from
the Property
Appraiser
July 1
Certification of
Taxable Value
received from
the Property
Appraiser
July 28
City
Commission
meets to set
tentative
millage rates
August
City Manager
and OMB
finalize Proposed
Budget Document
September
1st public hearing
on September 17
2nd public hearing
on September 30
5
Helpful Documents
FY 2021 Adopted Program Budget
○Breaks out department budgets by
programs and service levels
○More user friendly for elected officials
and citizens
○Focus policy on funding of desired levels
of service
Nine Year Summary of
Enhancements & Reductions
6
5
6
4
Helpful Documents
Comparison of Budgets and
Positions by Department
Compares FY 2014 to FY 2021
Explains budget and position variances
Nets out normal inflation in the budget
7
FY 2021
Budget
Overview
7
8
5
Types of Funds
GENERAL
FUND
ENTERPRISE
FUNDS
INTERNAL
SERVICE
FUNDS
G.O. DEBT
SERVICE
FUNDS
RDA
FUND
RESORT
TAX
FUND
OTHER
SPECIAL
REVENUE
FUNDS
9
General Fund Departments
$ 329,023,000
Mayor & Commission City Manager Capital Improvement Projects
City Attorney Housing & Community Services City Clerk
Code Compliance Marketing & Communications Economic Development
Human Resources Finance Fire
Planning Management & Budget Public Works
Police Parks & Recreation Citywide Accounts
Environment & Sustainability Procurement Tourism & Culture
Property Management (Asset
Mgmt. & Beach Maintenance)
Organizational Development
Performance Initiatives
10
9
10
6
G.O. Debt Service Fund
$ 12,798,000
Enterprise Funds
$ 218,478,000
Water Operations Sewer Operations Storm Water Operations
Parking Department Convention Center Sanitation
Building
11
Internal Service Funds
$ 107,038,000
Information Technology Central Services Fleet Management
Risk Management Property Management Medical & Dental
Inspector General
Redevelopment Agency (RDA)
$ 31,110,000
City Center – City of Miami Beach TIF only
12
11
12
7
Special Revenue Funds (excl. Resort Tax)
$ 23,804,000
Education Compact Cultural Arts Council Franchise Waste Haulers
Sustainability Normandy Shores Taxing District Biscayne Point
Special Taxing District
Allison Island
Special Taxing District
Biscayne Beach
Special Taxing District 5th & Alton Garage Fund
7th Street Garage
Operations Transportation Fund Tree Preservation Fund
Commemorative Tree
Trust Fund People’s Transportation Plan Police
Special Revenue Funds
IT Tech Fund E-911 Fund Other
Special Revenue Funds
13
Resort Tax Fund
$ 69,330,000
2% Tax 1% Tax 1% Tax
Eligible tourism-related
expenditures in
General Fund
Quality of Life
Capital Projects
Convention Center Renovation
Debt Service
GMCVB & VCA Arts Convention Center Capital
Renewal & Replacement
Sanitation in tourist areas Transportation
Tax Collections
14
13
14
8
Operating
$ 627.1 M$ 60.2 M FY 2021
Total Budget
$ 687.3 Million
Capital
15
Where the Money
Comes From…
15
16
9
Property Tax
60%
Other Taxes
7%Resort Tax
6%
Intergovernmental
Charges for
Services
Miscellaneous
Non Operating
Other Revenues
Other
27%
FY 2021
General Fund
Revenues
$329.0 Million
Property and
Resort Taxes
comprise
66%of
Total
General
Fund
Revenues
Licenses and
Permits
GENERAL
FUND
17
Where the Money
Goes…
17
18
10
Police
$ 115 M
35%
Fire
$ 91 M
28%
Parks & Rec.
$ 34 M
10%
Public Works
$ 14 M
4%
Other
$ 75 M
23%
FY 2021
General Fund
Expenditures
$329.0 Million
Public Safety
(Police & Fire)
comprises 63%
of Total
General Fund
Expenditures
GENERAL
FUND
19
Personnel
Services
$249 M
Operating Expenses
$37 M
11%
Internal Services
$39 M
12%
Debt and Other
$4 M
1%
Personnel
Services comprise
76%of Total
General Fund
Expenditures
FY 2021
General Fund
Expenditures
$329.0 Million
GENERAL
FUND
20
19
20
11
Salaries
$ 134 M
Pension
Contributions
$ 63 M
Health & Life Insurance
$ 31 M
12%
Overtime & Other
Wages
$ 21 M
9%
FY 2021
General Fund
Personnel
Services
$249.3 Million Salaries comprise
54% of General
Fund Personnel
Services
Expenditures
Pension
contributions
comprise 25%
of General Fund
Personnel
Services
Expenditures
GENERAL
FUND
21
Budget Trends
21
22
12
Combined Millage
The current combined millage rate is 33%less than in FY 1999 and 21%less than in FY 2007
FY
2007
FY
2008
FY
2009
FY
2010
FY
2011
FY
2012
FY
2013
FY
2014
FY
2015
FY
2016
FY
2017
FY
2018
FY
2019
FY
2020
FY
2021
Debt Service Millage 0.2990 0.2415 0.2375 0.2568 0.2870 0.2884 0.2568 0.2529 0.2295 0.2031 0.1796 0.1664 0.1600 0.2933 0.3227
Operating Millage 7.3740 5.6555 5.6555 5.6555 6.2155 6.1655 6.0909 5.8634 5.7942 5.7092 5.7092 5.7224 5.7288 5.7288 5.7288
Total Combined 7.6730 5.8970 5.8930 5.9123 6.5025 6.4539 6.3477 6.1163 6.0237 5.9123 5.8888 5.8888 5.8888 6.0221 6.0515
(0.3000)
0.7000
1.7000
2.7000
3.7000
4.7000
5.7000
6.7000
7.7000
Mil
l
a
g
e
R
a
t
e
s
23
Overlapping Millage Miami Beach
For Miami-Dade County property owners, each property tax dollar paid is split as shown above
37¢School
Board 31¢City of
Miami Beach 28¢Miami-Dade
County 4¢Other
24
23
24
13
Overlapping Millage
The City of Miami
Beach portion of
the property tax
bill has decreased
as a percentage of
the total bill from
33% to 31%
between FY 2007
and FY 2021
OVERLAPPING TAX
MILLAGE FY 2007
% of
FY 2007
Total
FY 2021
% of
FY 2021
Total
Variance
from
FY 2007
City of Miami Beach 7.6730 32.9% 6.0515 31.3% (1.6215)
Miami Dade County
Countywide 5.6150 24.1% 4.6669 24.1% (0.9481)
Library 0.4860 2.1% 0.2840 1.5% (0.2020)
Debt Service 0.2850 1.2% 0.4780 2.5% 0.1930
Subtotal 6.3860 27.4% 5.4289 28.0% (0.9571)
School Board 8.1050 34.8% 7.1290 36.8% (0.9760)
Children's Trust 0.4220 1.8% 0.4507 2.3% 0.0287
Other 0.7360 3.2% 0.2995 1.5% (0.4365)
Total 23.3220 100.0% 19.3596 100.0% (3.9624)
25
Police
$115.1 M
35%
Fire
$91.2 M
28%Other
$122.7 M
37%
Public Safety Trend
Police
$75.3 M
32%
Fire
$43.3 M
18%Other
$119.1 M
50%
Public Safety as a percentage of the General Fund budget has increased from 50%
in FY 2007 to 63%in FY 2021
FY 2007
General
Fund
$237.7 M
FY 2021
General
Fund
$329.0 M
26
25
26
14
General Fund Revenues
Resort Tax Transfer decreased to 6%in FY 2021 from 8%in FY 2007
FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021*
Other Revenues $78 $85 $88 $86 $101 $107 $111 $114 $118 $120 $119 $121 $127 $126 $114
Resort Taxes $20 $21 $22 $24 $24 $27 $31 $33 $34 $37 $38 $35 $36 $37 $19
Property Taxes $140 $125 $126 $116 $112 $110 $114 $117 $128 $143 $161 $175 $182 $188 $197
Total Revenues $238 $231 $235 $226 $238 $244 $256 $264 $280 $300 $317 $331 $346 $350 $329
$-
$50
$100
$150
$200
$250
$300
$350
$400
$
M
i
l
l
i
o
n
*FY 2021 Other Revenues and Resort Taxes includes projected negative impact of $7.9 million and $18.1 million, respectively, attributed to COVID-19
27
General Fund Expenditures
Expenditures have experienced an average 2.4% growth since FY 2007 or 3.1% if exclude FY 2021
$3
5
0
.
1
$2
3
7
.
7
$2
3
0
.
6
$2
3
5
.
4
$2
2
6
.
3
$2
3
7
.
5
$2
4
4
.
3
$2
5
6
.
3
$2
6
4
.
1
$2
8
0
.
1
$3
0
0
.
4
$3
1
7
.
3
$3
3
0
.
9
$3
4
5
.
6
$3
5
0
.
1
$3
2
9
.
0
$-
$50.0
$100.0
$150.0
$200.0
$250.0
$300.0
$350.0
FY07 FY08 FY09 FY10 FY11 FY12 FY13 FY14 FY15 FY16 FY17 FY18 FY19 FY20 FY21*
*Commencing in FY 2021, $16.6 million for Building Operations and $1.5 million for the Office of the Inspector General transferred out of the General Fund to stand-alone funds
28
27
28
15
General Fund and G.O. Debt by ADP
Budget per Average Daily Population has increased by 1.2%since FY 2007
FY07 FY08 FY09 FY10 FY11 FY12 FY13 FY14 FY15 FY16 FY17 FY18 FY19 FY20 FY21
GO Debt per ADP $40 $38 $35 $33 $33 $30 $29 $29 $29 $31 $30 $30 $30 $60 $65
GF Exp per ADP $1,452 $1,416 $1,346 $1,243 $1,294 $1,212 $1,258 $1,277 $1,385 $1,565 $1,631 $1,684 $1,759 $1,782 $1,675
Total per ADP $1,493 $1,454 $1,381 $1,276 $1,327 $1,242 $1,287 $1,305 $1,415 $1,596 $1,662 $1,714 $1,789 $1,842 $1,740
$-
$200
$400
$600
$800
$1,000
$1,200
$1,400
$1,600
$1,800
$2,000
29
Position Count Trend
Positions are 2.0% less (42 full-time positions) in FY 2021 than in FY 2007
1,509 1,441 1,399 1,345 1,273 1,322 1,337 1,371 1,442 1,469 1,536 1,536 1,537 1,526 1,428
618 609 608 582 521 574 566 571 585 600 624 620 620 603 657
-
100 200
300
400
500
600 700
800
900
1,000
1,100 1,200
1,300 1,400
1,500
1,600 1,700
1,800 1,900
2,000
2,100
2,200
2,300
FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021
Other Funds 618 609 608 582 521 574 566 571 585 600 624 620 620 603 657
General Fund 1,509 1,441 1,399 1,345 1,273 1,322 1,337 1,371 1,442 1,469 1,536 1,536 1,537 1,526 1,428
Total 2,127 2,050 2,007 1,927 1,794 1,896 1,903 1,942 2,027 2,069 2,160 2,156 2,157 2,129 2,085
30
29
30
16
General
Fund
FY 2021 Update
Note: New gap in FY 2021 addresses projected revenue losses in both the General Fund and the Resort Tax Fund;
Gap will be updated as part of the Second Quarter projections 32
General Fund Resort Tax
Reserve Amount Reserve Amount
Pre-COVID Reserve as of 09/30/2019 $80.6 million $15.2 million
Actual Use of Reserve in FY 2020 ($0.3 million) ($5.0 million)
Adopted Use of Reserve in FY 2021 ($9.6 million)
Remaining Reserve $70.7 million $10.2 million
New gap in FY 2021 (Q1 projection) ($27.8 million)
CARES Act funds to date $37.0 million
Police initiatives (staffing, cameras, RTCC) ($7.5 million)
No furlough days for FOP & IAFF;
1 less furlough day for all other employees ($1.2 million)
Arts & Cultural programming
(Pending Commission approval on June 23rd)($1.0 million)
Revised Reserve $70.2 million $10.2 million
31
32
17
The Current Service Level (CSL) budget
represents the cost of providing the same
level of service as in the prior fiscal year
Provides the baseline of funding
for the upcoming budget process
to which enhancements and
reductions are applied
1. Assumes no change in operating millage rate
2. Assumes elimination of $1.2M transfer to Parking Fund
3. Assumes elimination of $4.4M transfer in from the RDA
4. Does not include any enhancements or reductions unless approved
during FY 2021
5. Includes the use of $1.5M of General Fund Reserves Enhancing Police
Staffing in Art Deco Cultural District
6. 10% increase for health and life insurance
7. No Cost-of-Living-Adjustments (COLAs)
8. No new revenues or COVID reimbursement funds
FY 2022 Preliminary
General Fund Budget
As
s
u
m
p
t
i
o
n
s
34
33
34
18
Parking Fund Transfer to General Fund
FISCAL YEAR $
FY 2011 3,600,000
FY 2012 7,200,000
FY 2013 7,200,000
FY 2014 8,400,000
FY 2015 8,400,000
FY 2016 8,400,000
FY 2017 6,400,000
FY 2018 4,400,000
FY 2019 1,166,000
FY 2020* 1,166,000
FY 2021 0
FY 2022 0
Transfer to the General Fund eliminated in FY 2021
3.
6
7.
2
7.
2
8.
4
8.
4
8.
4
6.
4
4.
4
1.
2
1.
2
0.
0
0.
0
0
1
2
3
4
5
6
7
8
9
FY11 FY12 FY13 FY14 FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22
Mi
l
l
i
o
n
s
* Budgeted $1.2M transfer in FY 2020 eliminated due to impact of COVID-19 on Parking’s finances
35
Proposed Uses of City Center RDA Funds
Expenditure FY 2022 FY 2023
Replace General
Fund Fleet with Cash 5,613,000 5,826,000
Total $ 5,613,000 $ 5,826,000
Funding from RDA to General Fund ends in FY 2023 per 4th Amendment to agreement with County
36
35
36
19
Prior Uses of City Center RDA Funds
Expenditure FY
2018
FY
2019
FY
2020
FY
2021
HUD Repayment $ 1,079,000 $ 0 $0 $0
Fillmore 40-Year Certification 654,734 0 0 0
Above Ground Costs
West Ave Phase II and 11th
Street Flamingo Neighborhood
3,118,266 0 0 0
Replace Parking Fund Transfer
to General Fund 0 4,400,000 4,414,000 1,119,000
Transfer to PAYGO Capital
Fund 0 872,000 0 0
Transfer to General Fund for
COVID-19 Impact 0 0 0 3,295,000
Replace GF Fleet with Cash 0 0 1,067,000 1,152,000
Total $ 4,852,000 $ 5,272,000 $5,481,000 $5,566,000
37
Total Claims Trend
Me
d
i
c
a
l
&
D
e
n
t
a
l
$1
7
.
0
M
$2
0
.
3
M
$2
3
.
7
M
$2
1
.
5
M
$2
1
.
3
M
$2
4
.
6
M
$2
7
.
1
M
+20%
+17%
-9%-1%
+15%
+10%
$0.0 M
$5.0 M
$10.0 M
$15.0 M
$20.0 M
$25.0 M
$30.0 M
FY 2016
Actuals
FY 2017
Actuals
FY 2018
Actuals
FY 2019
Actuals
FY 2020
Actuals
FY 2021
Projected
FY 2022
Projected
5 year average: 8.4%
38
37
38
20
Property
Values
Property
Values
Preliminary FY 2022 Property Values
Miami Beach’s Preliminary Property Values:
0.2% decrease
FY
2
0
2
2
P
r
o
p
e
r
t
y
V
a
l
u
e
s
Normandy
Shores
Miami-Dade
County
Miami-Dade
School Board
+2.2% +3.6% +1.7%
40
39
40
21
Overall Property Value Trend
41
30.3%
18.1%
0.2%
-8.2%
-10.5%
-0.6%
5.0%6.9%
9.9%
13.3%13.0%
7.8%
4.0%3.1%4.1%
-0.2%
-15.0%
-10.0%
-5.0%
0.0%
5.0%
10.0%
15.0%
20.0%
25.0%
30.0%
35.0%
FY
2007
FY
2008
FY
2009
FY
2010
FY
2011
FY
2012
FY
2013
FY
2014
FY
2015
FY
2016
FY
2017
FY
2018
FY
2019
FY
2020
FY
2021
FY
2022
New Construction Trend
42
$0.79
$0.29 $0.20
$1.78
$0.56
$0.10 $0.10 $0.08 $0.15
$0.27
$1.17
$0.86
$0.19
$0.30
$1.31
$0.15
$-
$0.20
$0.40
$0.60
$0.80
$1.00
$1.20
$1.40
$1.60
$1.80
$2.00
FY
2007
FY
2008
FY
2009
FY
2010
FY
2011
FY
2012
FY
2013
FY
2014
FY
2015
FY
2016
FY
2017
FY
2018
FY
2019
FY
2020
FY
2021
FY
2022
$
B
i
l
l
i
o
n
41
42
22
Existing Property Value Trend
43
25.8%
16.8%
-0.6%
-14.8%-12.7%
-1.0%
4.5%6.5%
9.3%
12.3%
9.2%
5.3%3.5%2.3%0.8%-0.6%
-20.0%
-15.0%
-10.0%
-5.0%
0.0%
5.0%
10.0%
15.0%
20.0%
25.0%
30.0%
FY
2007
FY
2008
FY
2009
FY
2010
FY
2011
FY
2012
FY
2013
FY
2014
FY
2015
FY
2016
FY
2017
FY
2018
FY
2019
FY
2020
FY
2021
FY
2022
44
Percentage Change in Existing
Property Values by Municipality
Miami
Beach
Normandy
Shores
Bal
Harbour
Bay
Harobor
Islands
Surfside North Bay
Village
Key
Biscayne Aventura Sunny Isles
Beach Miami
North
Miami
Beach
Coral
Gables
FY 2020 2.3% 3.6% -0.2% 4.7% 0.8% 0.7% -2.9% -0.4% -4.2% 4.5% 5.7% 3.8%
FY 2021 0.8% 4.3% -4.0% -3.5% -1.4% -2.7% -1.5% -2.6% -5.2% 2.3% 3.0% 2.1%
FY 2022 -0.6% 0.9% -0.6% -1.3% 4.9% 2.6% 0.5% -1.6% -5.0% 1.5% 2.6% 2.3%
-6.0%
-4.0%
-2.0%
0.0%
2.0%
4.0%
6.0%
8.0%
43
44
23
Lien Statements by Month
2020 activity was weak during the shutdown
but increased from September to December
(impacts FY 2022 property values)
2021 activity has been very strong through May
(impacts FY 2023 property values)
45
FY 2022 Preliminary
General Fund Budget
FY 2022 FY 2021 $ Var
Preliminary Revenues 321,819,000 329,023,000 (7,204,000)
Preliminary Expenditures 347,582,000 329,023,000 18,559,000
Surplus / (Gap) ($25,763,000) $0
Includes
Impact of
COVID-19
on Revenues
46
45
46
24
COVID vs. Non-COVID
Budget Gap
Fiscal Year 2022
Preliminary Gap $ 25.7M
COVID-19 Gap $ 19.5M
Non-COVID-19 Gap $ 6.2M
47
Approaches to Balance
COVID-19 Related Impact –Temporary
Non-COVID-19 Impact –Permanent
48
47
48
25
Preliminary FY 2022 Budget Gap
NON-COVID-19
(Permanent)
COVID-19
(Temporary)
General Fund ($6.2 million) ($8.0 million)
Resort Tax 0 ($11.5 million)
Total ($6.2 million) ($19.5 million)
49
COVID-19 Gap
Gap totals $19.5 million
Since the gap is “temporary” in nature due to
COVID-19, one-time funds can be used to close the
gap until revenues return to normal in FY 2023
Recommend applying the American Rescue Plan Act
allocation of approximately $22 million to balance
this gap
50
49
50
26
Non-COVID-19 Gap
Gap totals $6.2 million
This gap is “permanent” and the budget needs to be
structurally balanced so that recurring revenues equal
recurring expenditures
Needed a 3.1%increase in property values to
structurally balance the General Fund
51
General Fund
Revenues
General Fund
Revenues
51
52
27
FY 2022 Revenue Variances
Revenue Budget Variances $
Use of General Fund Reserves to Balance FY 2021 Budget (incl. $1.2 million
contribution to Parking and $388,000 in one-time enhancements)(9,599,000)
Additional Contribution from Resort Tax Fund for Tourism-Eligible Expenditures in
the General Fund 6,399,000
City Center Redevelopment Agency Contribution (4,414,000)
Use of General Fund Reserves for Enhanced Police Staffing in Art Deco Cultural
District (ADCD) as approved mid-year of FY 2021 1,546,000
Property Tax Revenues based on 0.2% decrease in Preliminary Values as of June 1 (448,000)
Coca-Cola Sponsorship Revenue and Other Contractual Revenue (372,000)
Other Miscellaneous (316,000)
Total ($7,204,000)
53
General Fund
Expenditures
General Fund
Expenditures
53
54
28
General Fund Expenditures
Expenditure Budget Variances Notes $
Fire/Police Pension IAFF and FOP Employees 1,977,000
MBERP Pension General Employees (1,244,000)
5% Step Police & Fire 1,138,000
0 – 3% Merit Non-Police & Fire 1,255,000
Health Insurance – Active Employees 10% Increase in City Portion 2,545,000
Health Insurance – Retirees 10% Increase in City Portion 1,422,000
Internal Service Charges Fleet, Property, Info. Tech, Risk Mgmt.,
Central Svcs., & Inspector General (344,000)
Sub-Total $ 6,749,000
55
General Fund Expenditures
Expenditure Budget Variances $
Sub-Total $ 6,749,000
Elimination of One-Time Expenditure Reductions Budgeted in FY 2021
due to COVID-19 (Citywide Hiring Freeze, Furloughs, Freeze on Non-
Essential Expenditures and Travel)
9,430,000
Enhanced Police Staffing (15 Officers and 2 Sergeants) in Art Deco
Cultural District (One-Time)1,546,000
Parks Grounds Maintenance (going out to bid assuming 15% increase
in rates); 500-700 Alton Road Park Maintenance; Parks Facilities,
Courts, and Playground Improvements
1,443,000
Elimination of One-Time General Fund Contribution to Parking Fund (1,211,000)
Sub-Total $ 17,957,000
56
55
56
29
General Fund Expenditures
Expenditure Budget Variances $
Sub-Total $ 17,957,000
Reduction in Gulf Breeze Debt Service for Miami Beach and Normandy
Shores Golf Courses (Final Payments in FY 2021)(1,208,000)
Reduction in Pension Obligation Loan Debt Service (Final Payments in
FY 2021)(1,076,000)
Increase in Police and Fire Overtime (based on anticipated department
needs)907,000
Elimination of One-Time Expenditure Enhancements Budgeted in FY
2021 (Re-Write of City’s LDR’s, Art in Resilience Program, MBSHS and
South Pointe Elementary Projects, Restaurant Delivery Program, etc.)
(888,000)
Sub-Total $ 15,692,000
57
General Fund Expenditures
Expenditure Budget Variances $
Sub-Total $ 15,692,000
Increase in Citywide Grounds Maintenance (Original Vendor Defaulted
on Agreement during FY 2021 Resulting in Secondary Vendor Selected)831,000
Flamingo Park Tennis Center Operations based on Increased Demand
(Offset by Additional Revenue)299,000
Education Initiatives Programs Transferred from Education Compact
Fund (Due to Disruption in Garage Advertising Agreement)255,000
Increase in Contract Maintenance for Police and Code Compliance
Body Cameras (Based on Multi-year Agreement)250,000
Sub-Total $ 17,329,000
58
57
58
30
General Fund Expenditures
Expenditure Budget Variances $
Sub-Total $ 17,329,000
Pre-Kindergarten Pilot Program Enhancement (Approved as part of FY
2021 Adopted Budget)250,000
South of Fifth Marina Properties Expenditures for Utilities, Taxes,
Licenses, etc. (Previously Funded from Parking Enterprise Fund)249,000
Increase in Other Miscellaneous General Fund Expenditures 177,000
Total $ 18,005,000
59
Request Notes $
Year 1
Park Rangers at 500-700
Alton Road Park
Add 4 part-time Park Rangers to provide
coverage at 500-700Alton Road Park 189,000
Park Rangers and Janitorial
Services at Polo Park
Add 2 part-time Park Rangers and janitorial
services in the evenings at Polo Park 139,000
Business Incentive & Grants
Job Creation Incentive Program to attract and
expand existing businesses to the City while
increasing number of quality, high-paying jobs
180,000
Sub-Total $508,000
Pre-Approved Enhancements
60
59
60
31
Request Notes $
Year 1
Pre-K Program Expand access to Pre-K providers for 92
Miami Beach families 250,000
Math Tutors Afterschool Provide mathematics support to students from
Nautilus and Miami Beach Senior High 15,000
Flu Vaccines Continue providing flu vaccines to Miami
Beach residents 15,000
GED/ESOL Classes
Prepare resident adult learners to enter
career and technical fields and/or post-
secondary education/employment in civic life
11,000
Substitute Teacher Incentive
Program
Recruit Miami Beach residents to become
substitute teachers for Miami Beach public
schools
5,000
Sub-Total $296,000
Pre-Approved Education Enhancements
61
Preliminary FY 2022 Millage Rate
Preliminary FY 2022 budget assumes no change in
the operating millage rate of 5.7288
Debt service portion of the millage rate will be
adjusted from current millage of 0.3227 each year
per debt service schedule for 1st tranche and future
tranches
Will adopt maximum millage rate on July 28th
62
61
62
32
Millage Rate
Comparison
Additional $1 million =
0.0291 millage increase
(based on FY 2021 values)
Municipality Operating
Rate
Debt Service
Rate
Total Millage
Rate
Opa-Locka 9.8000 9.8000
Biscayne Park 9.7000 9.7000
Golden Beach 7.7720 0.6280 8.4000
El Portal 8.3000 8.3000
Miami Shores 7.9000 0.3773 8.2773
Miami 7.6665 0.3235 7.9900
Miami Gardens 6.9363 0.7803 7.7166
North Miami 7.5000 7.5000
Miami Springs 7.3300 7.3300
Florida City 7.2946 7.2946
West Miami 6.8858 6.8858
North Miami Beach 6.2000 0.6021 6.8021
North Bay Village 5.8500 0.8118 6.6618
Homestead 6.2055 0.4485 6.6540
Hialeah 6.3018 6.3018
Indian Creek 6.3000 6.3000
Miami Beach 5.7288 0.3227 6.0515
Coral Gables 5.5590 5.5590
Hialeah Gardens 5.1613 5.1613
Virginia Gardens 5.0000 5.0000
Medley 4.8000 4.8000
Surfside 4.3499 4.3499
South Miami 4.3000 4.3000
Sweetwater 3.9948 3.9948
Bay Harbor Island 3.6245 3.6245
Key Biscayne 3.2022 3.2022
Cutler Bay 2.6198 2.6198
Pinecrest 2.3500 2.3500
Miami Lakes 2.3127 2.3127
Palmetto Bay 2.2350 2.2350
Sunny Isles 2.2000 2.2000
Doral 1.9000 0.1794 2.0794
Bal Harbour 1.9654 1.9654
Uninc. County 1.9283 1.9283
Aventura 1.7261 1.7261
Note: 10 mill cap per Florida Statutes
63
May 2021
Recent Trends in Miami Beach
Property Values
64
63
64
33
Analysis: What are recent trends in
assessed property values?
Research Question
How do recent trends differ within the Miami Beach property market? Where
are values growing vs. contracting?
Note: Analysis was focused on Miami Beach and does not compare local trends to the broader Miami-Dade
County or other regional property market.
Approach
Analyzed 2016-2019* assessed values to examine recent property value trends
Analyzed market segments including
Neighborhoods
Property types (e.g., residential or commercial)
30+ property characteristics (e.g., year built, luxury status, neighborhood amenities, environmental factors,
parcel and road elevation)
*Latest data available at time of analysis 65
Property Categories & Environmental
Features Examined
Decade built
Luxury status
Elevation
Flood risk
Nearby road elevation
Federal flood insurance status (pre-
FIRM/post-FIRM)
Eastern waterfront
Western waterfront
Waterfront/shoreline
Seawall
Beach access
Open water proximity
Class 1 permit area proximity
Historic district
Crime rate
School rating
Golf course proximity
Highway proximity
Park proximity
Bike transit score
Transit score
Walkability score
66
65
66
34
Context: Overview of Property Market
Townhouse, $0.1 B Housing cooperative, $0.1 B 67
Key Findings
Overall assessed values grew, citywide
Growth rate has slowed notably since 2016
5.5
5.0
0.1
1.9
0.0
1.0
2.0
3.0
4.0
5.0
6.0
7.0
Residential Commercial
Compound Annual Growth Rate (%)
8-year trend (2012-2019)
4-year trend (2016-2019)
$0
$2
$4
$6
$8
$10
$12
$14
$16
$18
$20
2012 2013 2014 2015 2016 2017 2018 2019
As
s
e
s
s
e
d
V
a
l
ue
(
$
2
0
1
9
)
B
i
l
l
i
o
n
s
Assessed Values Over Time, by Property Type
Single-family Multi-family Condos
Townhouse Housing cooperative Entertainment / tourism
Retail Other commercial Governmental
68
67
68
35
Key Findings
Of all neighborhoods and property types, the following areas contracted from 2016-2019:
South Pointe residential properties
West Avenue residential and commercial properties
North Shore entertainment-related properties
Flamingo Lummus condos
City Center entertainment-related properties and condos
Most impactful negative changes to total assessed value were in South Pointe residential,
and most impactful positive changes were in City Center retail and other commercial
Factors associated with slower growth rates citywide included:
Luxury property values declined in most neighborhoods, relative to non-luxury.
Citywide, residential properties subject to nuisance and King Tide flooding grew more slowly than other
properties, as did properties with lower elevation roads. The trend varied by neighborhood.
69
Growth
Rate by
Neighborhood
and Property
Type
Compound Annual Growth Rate (%)
Note: Entertainment/tourism property type includes restaurants, theaters/auditoriums, nightclubs, golf courses, hotels/motels,
recreational areas, and properties that have a “tourist attraction” or “entertainment” use type).70
69
70
36
Luxury property values declined in most
neighborhoods, relative to non-luxury.
-1
0
1
3
-2
-1
0
1
2
3
4
5
Residential Commercial
20
1
6
-
2
0
1
8
C
o
m
p
o
u
n
d
A
v
e
r
a
g
e
G
r
o
w
t
h
R
a
t
e
(
%
)
Citywide Compound Average Growth Rate,
2016-2019: Luxury vs. Non-Luxury
Luxury Non-Luxury
0
200,000
400,000
600,000
800,000
1,000,000
1,200,000
1,400,000
2012 2013 2014 2015 2016 2017 2018 2019
Av
e
r
a
g
e
V
a
l
u
e
p
e
r
P
a
r
c
e
l
(
$
2
0
1
9
)
Average Value Per Parcel (Residential)
Luxury Non-Luxury
71
Residential properties subject to nuisance and King
Tide flooding grew more slowly than other properties.
Both properties and roads subject to King Tide
flooding depreciated relative to other properties.
Road values based
on whether average
road elevation within
0.1 miles of parcel is
below 1.7 ft. NAVD88.
Parcels “subject to
King Tide flooding”
indicates some portion
of the parcel is below
1.7 ft NAVD88 in
elevation.
-0.1
-2.9
0.2 0.2
-3.5
-3.0
-2.5
-2.0
-1.5
-1.0
-0.5
0.0
0.5
Parcel subject to King Tide flooding? Roads subject to King Tide flooding?
Co
m
p
o
u
n
d
A
v
e
r
a
g
e
G
r
o
w
t
h
R
a
t
e
(
%
)
Citywide, Residential Properties, by Flood Risk Category
Yes No
72
71
72
37
Key Findings Recap
Of all neighborhoods and property types, the following areas contracted from 2016-2019:
South Pointe residential properties
West Avenue residential and commercial properties
North Shore entertainment-related properties
Flamingo Lummus condos
City Center entertainment-related properties and condos
Most impactful negative changes to total assessed value were in South Pointe residential,
and most impactful positive changes were in City Center retail and other commercial
Factors associated with slower growth rates citywide included:
Luxury property values declined in most neighborhoods, relative to non-luxury.
Citywide, residential properties subject to nuisance and King Tide flooding grew more slowly than other
properties, as did properties with lower elevation roads. The trend varied by neighborhood.
73
Resort
Tax
Fund
73
74
38
Resort Tax Bed Tax
4%
3%
7%
Visitor staying
at a hotel on
Miami Beach
will pay 14%
75
Resort Tax Summary
Miami Beach has a 4% bed tax and 2% food & bev. tax
2% Resort Tax (FY 2021 = $46.1M)
○Consists of 2% bed tax and 2% food & beverage tax
○Funds tourism-related expenditures
1% Resort Tax (FY 2021 = $10.7M)
○Consists of 1% bed tax
○Quality of life expenses: transportation, arts & culture, capital
projects in North, Mid, South
1% Resort Tax (FY 2021 = $10.7M)
○Consists of 1% bed tax
○Debt service on the Convention Center Renovation bonds
76
75
76
39
Resort Tax Occupancy (weekly)
77
Resort Tax Average Daily Rate (weekly)
78
77
78
40
Resort Tax Food & Beverage (monthly)
79
FY 2019 FY 2020 FY 2021
Resort Tax Revenues (monthly)
FY 2019 FY 2020 FY 2021
80
79
80
41
FY 2021 Resort Tax Projections
Original FY 2021 projection
○75% or $22M less than FY 2019
Revised FY 2021 projection for Q1
○50% or $44M less than FY 2019
Updated FY 2021 projection for Q2
○70% or $27M less than FY 2019
81
FY 2022 Resort Tax Projections
Strong domestic travel is driving the recovery
○Pent up demand during COVID-19
○Miami Beach as attractive outdoors destination
○Uncertainty re: trend as other destinations open up
Still recovering…
○Conventions and meetings
○Cruise industry
○International travel
Currently assuming less than normal for FY 2022
○85% or $13M less than FY 2019 (contributes to COVID gap)
82
81
82
42
2% Resort Tax Fund
Preliminary Budget
FY 2021 FY 2022 Var. ($) Var. (%)
Revenues 46,102,000 51,288,000 5,186,000 11%
Expenditures 46,102,000 51,288,000 5,186,000 11%
Surplus / (Gap)$ 0 $ 0
Does not include funding for Spring Break programming or
additional police staffing for Spring Break
83
Resort Tax Revenues
Revenue FY 2022 Notes
Increase in 2% Resort Tax collections 5,875,000
Based on collections thru April 2021 with FY
2022 projection assuming 85% of FY 2019
actuals
Decrease in projected interest income (646,000) Lower interest rate environment
Decrease in miscellaneous revenues (43,000)Includes special assessments and Resort
Tax account registration fees
Total $ 5,186,000
84
83
84
43
Resort Tax Expenditures
Expenditure FY 2022 Notes
Additional Transfer to General Fund for Tourism-
Eligible Expenditures in General Fund 6,399,000
$25.0M of $ 36.8M Budgeted in FY
2020 and $151.5 Eligible to be
Reimbursed per 2019 Study
Sanitation Contribution (2,740,000)
FY 2021 Budget Included “One-Time”
Contribution of $2.7M for Reimbursement
of Prior Year Services Provided
GMCVB Contribution 2,362,000
Reflects proposed contract terms: 10% of
the gross 2% collections net of the 4%
City allowance, plus up to $2M incentive
fee
1% Convention Center Bed Tax Subsidy (1,414,000)
2% Subsidy for Annual Convention Center
Debt Service Coverage based on 1% Bed
Tax Collections
Sub-Total $ 4,607,000
85
Resort Tax Expenditures
Expenditure FY 2022 Notes
Sub-Total $ 4,607,000
VCA Contribution 1,370,000 5% of the gross 2% collections net of the
4% City allowance
One-Time Expenditure Enhancements Budgeted in FY
2021 (1,050,000)College Football Championship ($900K)
& Orange Bowl ($150K)
2% Merit for all groups, except 5% Step for Police
and Fire, and 10% increase in health over FY 2021
projections
219,500 Police, Code Compliance, Inspector
General, and Finance
Increase in Miscellaneous Operating Expenditures 39,500 Includes Internal Services
Total $ 5,186,000
86
85
86
44
Potential
Enhancements
Police Initiatives Approved in FY 2021
Initiative Estimated Cost
Enhanced Staffing $5.5 million over 3 years for 15 police officers and 2 sergeants
(one-time)
Accelerate Installation
of Security Cameras
$500,000 for contractual resources to assist with implementation
(one-time)
Create Real Time Crime
Center
$1.5 million (one-time) for all necessary equipment and finish out
and $180,000 for 2 non-sworn positions (recurring)
88
87
88
45
Police Enhanced Staffing
Currently funded on a one-time basis for a period of 3 years
To make the 17 temporary positions permanent the recurring
costs are $3.9 million in year 1 and $3.0 million year 2
○A millage rate increase of 0.1144 would likely be needed
○Impact on median homesteaded property: $24
○Impact on average homesteaded property: $62
89
Police Enhanced Staffing
The recruitment plan for the 17 new positions includes:
○New and expanded Police Academy classes
•Current class ready in the Fall
•Next class ready in early 2022
○Continuous recruitment of certified law enforcement candidates
○Offset for attrition
○Goal: all officers in place for next Spring Break
90
89
90
46
Police Enhanced Staffing
Proposal to address uncertainty re: number of visitors after
Memorial Day and more time to onboard new Miami Beach
positions
Temporarily augment staffing on weekends through the Summer
in FY 2021
○25 police officers from other agencies
○Coverage on Friday and Saturday nights for 8 hour shifts
○Estimated one-time cost of $335,000
91
The FY 2022 budget includes $1.4 M in funding for the 6P o l i c eO f f i c e r s
and 1 Sergeant positions (added in FY 2019) for the Cops in Schools
program
The Marjory Stoneman Douglas High School Public Safety Act of 2018
requires that armed officers be present in each school
○Local municipalities placed officers in the schools until the MDSPD force grew
to have enough officers for every school
○For FY 2022, a Miami Dade School Police Officer will be permanently
assigned to each school
○Miami Beach PD will assign 3 police officers as liaisons
○Allows PD to re-purpose 7 positions to other policing duties
COPS in Schools Program
92
91
92
47
Code Enhanced Staffing
Current enhanced staffing in FY 2021 is funded on a one-time
basis through overtime
Potential FY 2022 enhancement
○6 positions for dedicated code enforcement team in Art
Deco & Cultural District: $508K
○6 positions to expand capacity for enforcement: $508K
93
Spring Break Enhancements
Spring Break programming estimated at $1.4M
Enhanced police staffing for Spring Break estimated
at $1.0M
Potential costs for event sponsorships: TBD
94
93
94
48
Potential Resort Tax Enhancements
New request for 3-year sponsorship for American Black Film
Festival: $400K
Additional Holiday Lighting: $200K
Increase Fire overtime for high impact periods: $170K
Enhanced police staffing for Orange Bowl: $75K
Programming for Pride Park, Collins Canal Park, and Collins
Park: $75K
95
Potential Resort Tax Enhancements
All approved resort tax enhancements would
have to be funded on a one-time basis from
reserves until resort taxes grow enough to
cover these expenses on a recurring basis
96
95
96
49
Capital Project
Gaps
Capital Project Cost Increases
COVID-19 has disrupted global supply chains resulting in a spike
in prices that are dramatically impacting the City’s capital project
costs
○Contractors are forced to build high contingencies to compensate for
pricing of commodities, labor, transportation, fuel, etc.
○Inability to commit to delivery schedules
○Uncertainty regarding how long the impact will last
○Potentially a year or more
Various cost impacts from scope changes, normal cost inflation,
permitting delays, competition with private sector construction, etc.
98
97
98
50
Capital Project Cost Increases
99
Potential Capital Project Gaps
GO Bond projects
○72nd Street Complex: >$20 million
○Bayshore Park (Par 3): $6 to $7 million
○Fire Station #1: $6 to $10 million
○Police Headquarters: $4 to $5 million
○Maurice Gibb Park: $500K to $1 million
Other
○North Beach Oceanside Park: ~$2 million
○1st Avenue: $20 million
100
99
100
51
72nd Street Project Gap
On April 12th staff entered negotiations with The Haskell Company
○Currently reevaluating design assumptions and cost saving measures
Potential budget gap of $24.6 to $49.1 million
○$1 million earmarked from the Ocean Terrace legal settlement
○Look at parking garage cost to potentially bond that portion of the project
Current North Shore Branch Library site could be sold to generate revenue
to offset the gap
○Appraised value of $75 million if all 5 parcels are included; would trigger
voter referendum due to oceanfront parcels
○On May 21st FERC asked for appraisal of the front 2 parcels ($10 million);
look at value from FAR scenarios; potentially turn 3 other parcels into green
space
101
Unfunded Projects
Collins Park Cultural Facility
Byron Carlyle
Barclay
Old Fire Station #1
Tight Urbanism
Other
102
101
102
52
Capital Project Funding Options
Potential sale of 5 vacant parcels identified by Property
Management and CBRE’s asset inventory study:
$16.2M
Proposed Seagull Hotel street vacation: $7.4M
Uncommitted Ocean Terrace legal settlement: $1.6M
Savings in various GO Bond projects
○Parks category: $1.5M; Public Safety category: $1.0M
Other
103
Resilience Capital Projects
- Address Flooding and Sea Level Rise, Aging Infrastructure, Quality
of Life Co-Benefits
- Reduce risk from current and future flooding from storms, rainfall,
tidal, and sea level rise through stormwater infrastructure, road
elevation, blue green infrastructure
- New and improved infrastructure including Water and Sewer,
sidewalks, lighting, landscaping
- Avoid flooding and damage & water and sewer breaks that are
public health and near-shore water quality concerns, improve water
flow for fire Department, pedestrian & cyclist safety
103
104
53
Wa
t
e
r
&
S
e
w
e
r
Critical Capital Needs Update
$122 million of critical
needs were identified in
a report developed by
Hazen and Sawyer
Commission approved a
funding plan for the
$122 million
105
Wa
t
e
r
&
S
e
w
e
r
Critical Capital Needs Update
5 year schedule of rate
increases approved in
November 2020
FY 2022 rate increase is 1%
Bonds of approx. $50 million
will likely be issued in FY 2023
Fiscal Year Rate Increase
FY 2021 0.0%
FY 2022 1.0%
FY 2023 3.6%
FY 2024 3.6%
FY 2025 3.7%
106
105
106
54
Wa
t
e
r
&
S
e
w
e
r
Capital Update
A portion of the capital needs for Water & Sewer
will be addressed as part of the implementation of
Neighborhood Improvement projects
Funding for these projects will require future rate
increases that will depend on the projects selected
and timing of implementation
107
RE
S
I
L
I
E
N
C
E
108
Indian Creek
•Phase III - $19.6 M (funded)
•Next step: commence seawall
West Ave
•Phase II - $105 M (funded)
•Next steps: completing harmonization agreements,
permitting, breaking ground
First Street
•Estimated Cost $26 M (funded) + $20 M (unfunded)
•Next step: Issue task for design, Option 5B may have
additional cost
Current Neighborhood Projects
107
108
55
109
Recommended Next Projects
1. North Beach Town Center
2. Normandy Isles A
Projects in Progress
1. West Ave
2. Indian Creek
3. First St.
RE
S
I
L
I
E
N
C
E
110
1.North Beach Town Center
Staff recommends Town Center based on CRA opportunity, resilience and
development readiness, and cost in comparison to Normandy Isles A
$100M staff estimated cost: ($4M GO Bond, $21M water, $21M sewer, $54M
stormwater
2.Normandy Isles A
Jacobs Neighborhood Project Prioritization Project #1 (approved July 2020)
Ranked #1 based on flood risk, water and sewer needs, and population density
$300 M staff estimated cost based on La Gorce Bids: ($8M Go Bond, $64
water, $64 sewer, $164 stormwater)
109
110
56
RE
S
I
L
I
E
N
C
E
111
North Beach Town Center (NBTC)
●NBTC overlay was approved in Nov 2018, after being
envisioned by the North Beach Master Plan (approved
Oct 2016)
●Development in NBTC will accelerate CRA benefits
●The NBTC is resilient ready: requires sea level rise
adaptation through a 5’ freeboard that can more easily
harmonize with road elevation goals.
●NBTC requires greater setbacks, which will mean easier
harmonization and pedestrian-friendly walkways, with
larger trees for a more immediate canopy.
●6 Private developments have been approved, providing
an opportunity for coordination for above ground
improvements.
●72ND St Complex is adjacent to the North Beach Town
Center
●Green and yellow parcels are
approved developments.
RE
S
I
L
I
E
N
C
E
112
Normandy Isles A
●Mainly residential housing stock
●Dense, mix of single-family homes,
multi-family
●Mixed-income
●Includes Normandy Isles Historic
District
●Partially within the CRA boundaries
●Normandy Town Center Corridor
111
112
57
RE
S
I
L
I
E
N
C
E
113
Public Seawalls
53 Miles of Seawall
4.15 are Public
1 Mile is Improved
3.15 Remaining to Build
$42 M in Construction Cost
$10 M available from GO Bond
$12 M available from Citywide
Seawalls
Funding Gap = $20 M in future
years
Resiliency Fund Commitments
114
Resiliency Funds Available 57,176,165
Indian Creek Dr. Flooding Mitigation (March Capital Budget Amendment)(6,862,745)
Community Park (Par 3) Park Renovations (May Capital Budget Amendment)(3,500,000)
Projected FY 2022 Revenue 11,000,000
Updated Total Available for Appropriation 57,813,420$
Requests
West Ave. Ph II Improvements (Discussed at FERC)(15,000,000)
First Street Project (Discussed at FERC)(20,000,000)
Funding for Seawalls in Capital Budget (50% funding of $20 million) (10,000,000)
$666K to be appropriated to Resiliency Fund for 5 years (3,333,330)
Stormwater funding for Lincoln Road Project (1,800,000)
North Beach Town Center (remainder of project to be funded by future rate increase) (7,680,090)
Total 0$
113
114
58
Goal: Prevent
damage from
flooding now and in
the future.
Nov 2020 City Commission: Resilience Fund Approved*
•Support property owners to make flood resilience
improvements to their properties through a 50/50 matching
grant between the city and grantee.
•Assessment as Year 1
•Projects are reimbursement based, up to $20,000 per property
•Agreement between property owner and contractor
•Special consideration for low to moderate income‐no match
required
*Appropriation is required through the
FY 21‐22 budget process.
Private Property Adaptation
Flood Mitigation and Sea Level Rise Resilience
115
ASSESSMENT
YEAR 1
1) Grant program
2) Assessments
•Report of options
and costs
3) RFP‐consultant to
prepare assessments
‐Contractor with flood
mitigation experience
and a landscape
architect
CONSTRUCTION
YEARS 2+
1) Grant program
2) Assessments &
Construction
•Blue Green
Infrastructure
•Property Flood
Mitigation
3) RFP –Agreement
between contractor and
owner
4) Staff resources for
program administration
Funding Approval‐Nov 2020: $666K
Appropriation: Oct 2021
Funding Approval: Up to $666K
within the annual budget process 116
115
116
59
Eligibility
•Single
Family
•M u l t i‐
Family
• Commercial
Requirements
•Elevation
Certificate
• Flood
Insurance
•P r o p e r t y
Owner
Priority
•Low Income
• Evidence of
flooding
issues
•L o w
elevation
117
NEXT STEPS
•City Commission appropriation through the budget process
•Creation of program: procurement, materials, grant process, applications, legal
agreements, awareness and communications, impact metrics
•Launch program
118
117
118
60
Advertising &
Sponsorships
SPECTRA PARTNERSHIPS
MIAMI BEACH COMMISSIONERS
MEETING
June 4, 2021
119
120
61
DAVID LIVINGSTON
VICE PRESIDENT, SPECTRAPARTNERSHIPS
GREG CARNEY
DIRECTOR OF PARTNERSHIPS, SPECTRA; CITY OF MIAMI BEACH
121
SPONSORSHIP ENVIRONMENT
CURRENT INDUSTRY STATUS
Brand confidence starting to come back as vaccinations continue to
roll out
Brand Spending
Primarily focused on venues/events that have regional/national
media exposure due to expanded audiences for events (i.e.
MLB/NBA)
Still slow to commit dollars to properties/events that rely on “in-
person” impressions. Targeting late Q3 to early Q4 returns once
confident that in-person events won’t lead to surges
Category Insight
“Warm”: Discount Mortgage; Retail - Grocery; “Health”
“Cold”: Finance/Banking (low rates); Auto (low inventory due to
scarcity of used vehicles and chip tech for new vehicles)
122
121
122
62
CURRENT KEY PRIORITIES
1. Naming Rights
•M B C C
• North Beach Band Shell
2. City Pouring Rights Partnership
3. Major Events
• Fire on the 4th
• Veterans Day
4. City-wide “Official Partnerships"
123
LOCAL SPONSORSHIP UPDATE
Continue to actively engage brands across all industries for Naming
Rights to the Miami Beach Convention Center, the North Beach
Bandshell and other city-owned venues
Currently negotiating with Coca-Cola (incumbent) and other brands in
order to realize most beneficial Pouring Rights partnership for City
Continuously working with City on exploring possible partnerships with city
vendors that would offer cost savings on large expenses, i.e. vehicles,
technology, ride share, uniforms/apparel
Currently engaged with a number of brands specifically for sponsorships
for events later in the year, calendar Q1 (Veterans Parade, Art Week, etc.)
124
123
124
63
LOCAL SPONSORSHIP UPDATE
CHALLENGES AND OPPORTUNITIES
Brands unable/unwilling to travel to see venues in-person (Naming
Rights). Starting to change as vaccines roll out
Unable to reach out to banking brands during city-wide RFP process
(Banking is the #1 category for Convention Center Naming Rights nation-
wide). Recently able to begin engaging
Desire/ability for people to gather outdoors will lead to good opportunity for
both major and recurring minor events/programs
MBCC securing partnership with Informa for International Boat Show
provides another premium event to attract major lifestyle brands
Brands’ focus on “Social” and “Environmental” consciousness potentially
opens up additional funding apart from traditional advertising dollars
125
THANK YOU
125
126
64
Transportation
Fund
Transportation Funding
$3
5
0
.
1
$-
$1,000,000
$2,000,000
$3,000,000
$4,000,000
$5,000,000
$6,000,000
$7,000,000
$8,000,000
$9,000,000
FY 2019 FY 2020 FY 2021 FY 2022
Resort Tax Parking PTP Other
FY 2019 FY 2020 FY 2021 FY 2022
$ 14,552,758 $ 11,118,190 $ 9,485,200 $ 11,336,000
Tr
a
n
s
p
o
r
t
a
t
i
o
n
Funding for Transportation Initiatives has decreased by 22% between FY 2019 and FY 2022
128
127
128
65
Trolley Service Update
Trolley service suspended March 26, 2020
Trolley service resumed February 15, 2021
(reduced service level)
FY 2022 Budget assumes continuation of reduced
service level
Tr
a
n
s
p
o
r
t
a
t
i
o
n
129
Trolley Level of Service
Tr
a
n
s
p
o
r
t
a
t
i
o
n
Pre-COVID
Level of Service FY 2021 FY 2022
Hours 18*
(6 am to 12 am)
15
(8 am to 11 pm)
15
(8 am to 11 pm)
Vehicles 25 15 15
Routes 4 4 4
Frequency Average of
15 to 20 minutes
Average of
30 minutes
Average of
30 minutes
*Except for Sundays which was 16 hours (8 am to 12 am)
130
129
130
66
Additional Updates
Tr
a
n
s
p
o
r
t
a
t
i
o
n
○Includes resumption of Middle Beach On-Demand Freebee at the
service level approved by the City Commission
○Includes costs for cleaning/sanitizing of the vehicles
○Trolley vehicle assignment, service frequency, and service hours
would be subject to change based on demand
○Trolley level of service could be increased incrementally
depending on budget availability
○Also includes $1.5M for Intelligent Transportation System (ITS)
operating & maintenance costs
131
Funding for Pilot Projects
Tr
a
n
s
p
o
r
t
a
t
i
o
n
Continuation of funding for existing pilot projects - $223K
Open-Slow Streets – Flamingo Park Neighborhood – $137,000
Washington Avenue Protected Bicycle Lanes – $86,000
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131
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67
Funding for New Pilot Projects
Tr
a
n
s
p
o
r
t
a
t
i
o
n
New pilot projects discussed at May 24th Bicycle &
Pedestrian Safety Workshop - $404K
Pennsylvania Ave Temporary Bike Lanes – $64,000
Bicycling Parking Islands – $15,000
North Beach Pedestrian Improvements - $75,000
Pine Tree Drive/La Gorce Dr Protected Bicycle Lanes - $100,000
South Beach Promenade Interim Project - $150,000
133
ITS Project Purpose
•Implementation of state-of-the-art technology (smart traffic monitoring cameras, travel time detection sensors, and dynamic message signs) to reduce traffic congestion and increase traffic efficiency
•Deployment of real-time traffic information signs to manage incidents
•Real-time data analytics to integrate signal timing changes to mitigate congestion before it occurs
•Integration with parking to provide real-time parking availability information to reduce congestion related to parking shortage
•Expert traffic monitoring staff to review and deploy mitigation strategies real time for 14-hours a day
134
133
134
68
Project Status
•90% Design: Phases 1
(Red) and 2 (Purple)
100% Structural Plans
100% TMC Plans
Coordination with FDOT
and County
•Construction Notice to
Proceed expected in
July 2021
135
What to Expect?
•Starting July 2021, contractor will begin:
Camera Installation
Sensor and Data Collector in installation
Traffic Management Center construction
Installation of Digital Message Signs
•Immediate Benefits
14 Hours per day of traffic monitoring and
management
Improved information dissemination on traffic
congestion and incidents
Real-time parking availability information on
all garages and 35 parking lots 136
135
136
69
Convention
Center
Fund
Convention Center Fund
●Reserve at the end of FY 2020 totaled $8.3M
○Projected to use $8.2M during FY 2021
○Projected to use $584K during FY 2022
■Planned events are trending up so this amount may decrease
●Projected reserve by end of FY 2022 would be ($530K)
○May need to be covered by the Resort Tax or General Fund
138
137
138
70
Convention Center Fund Balance
$13.7 M
$8.3 M
$54.1 K
- $529.9 K-$2.0 M
$0.0 M
$2.0 M
$4.0 M
$6.0 M
$8.0 M
$10.0 M
$12.0 M
$14.0 M
9/30/2019 9/30/2020 9/30/2021* PRELIMINARY 9/30/2022
*Projected as of Q1 of FY 2021
139
Convention Center Legal Fees
●Projected to need $4 million legal fees related to
defending lawsuit with Clark
○Commission approved a budget amendment for $2 million
on April 21st
○Remaining $2 million is still anticipated to be needed
140
139
140
71
PARKING
BUDGET
UPDATE
141
COVID‐19 Impacts
The Parking Department experienced a 90% revenue loss at the beginning of the Pandemic.
As a result, during the FY 2021 budget process the following measures were implemented:
•Suspension of all pay stations ($1.7M)
•Reduction of parking funded positions in other dept’s ($509K)
•Reduction in levels of service ($2.0M) – i.e. security, litter control, pressure washing, & landscaping
•Reduction in full-time positions ($500K) - reclass of both AD positions & elimination of 6 other FT positions
•Refinancing of 2010 Parking Bonds ($2.6M)
•Reduced contribution to renewal and replacement ($5M)
•Miscellaneous ($300K) – furlough days and deferment of vehicle replacements
•Deferment of funding for certain capital projects
TOTAL: $12.6M
142
141
142
72
Current Year Status
•Revenues from Parking operations projected above budget
•Delay in reinstatement of service levels that were reduced due to the
Pandemic such as landscaping, security and janitorial
•Continued vacancy of budgeted positions due to lingering effect of
the Pandemic, new vacancies, and hiring challenges
143
Current Year Status
144
FY 2021 FY 2021 FY 2021
VarianceBudget* Projected
Operating Revenues:
Meters and Garages 27,593,000 28,964,000 1,371,000
Other 7,437,000 7,633,000 196,000
General Fund Transfer 1,211,000 1,211,000 0
Use of Prior Year Fund Balance 178,000 178,000 0
Total Revenues $36,419,000 $37,986,000 $1,567,000
Operating Expenditures:
Salaries & Benefits 12,491,200 10,549,000 (1,942,200)
Operating Expenditures 16,064,800 13,280,000 (2,784,800)
Other 7,863,000 7,863,000 0
Total Expenditures $36,419,000 $31,692,000 ($5,954,000)
Surplus/(Gap) $0 $6,294,000
*FY 2021 Budget adjusted to exclude pass-thru for Park Mobile fees collected and paid
143
144
73
FY 2022 Budget
FY 2021 FY 2022
Projected Preliminary
Total Revenues 37,986,000 43,493,000
Total Expenditures 31,692,000 43,493,000
Projected Surplus/(Gap)$6,294,000 $0
Elimination of General Fund Transfer (1,211,000) 0
Revised Projected Surplus/(Gap)$5,083,000 $0
145
FY 2022 Budget
•FY 2022 Parking revenues projected at 90%of FY 2019 Actuals (Pre-COVID)
•FY 2022 Parking Budget includes the following:
Elimination of General Fund Subsidy (FY 2021 - $1.2 million)
Reconnection of Parking Pay Stations suspended due to COVID-19
Convention Center Garage Operations and Maintenance
Debt Service for Parking Revenue Bonds
Budgeted Set-aside for Renewal and Replacement of Parking Assets
146
145
146
74
Special Taxing Districts
10/01/2018
10/01/2020
10/01/2020
Special Taxing Districts / Assessments
Miami Beach
Security Guard
Special Taxing
Districts
Biscayne Point
Biscayne Beach
Allison Island
Star Island
Palm and Hibiscus
Island
Transfer Date
148
147
148
75
Sp
e
c
i
a
l
T
a
x
i
n
g
D
i
s
t
r
i
c
t
s
Staffing Update
•Hired an Administrative Officer in 2021-
Kenneth Soler
•Dedicates at least 50% of time to the City’s
Special Taxing Districts
149
No
r
m
a
n
d
y
S
h
o
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e
s
Normandy Shores Update
•FY 2015 – Inadvertent reinstatement of ad valorem cap of
$500 per property
•FY 2021 – Significantly reduced millage rate adopted due to
$500 cap; used most of reserve to balance the budget
•FY 2021 – Ordinance amended to remove $500 cap
•FY 2022 – Significant increase in millage rate to return to
normal level
150
149
150
76
No
r
m
a
n
d
y
S
h
o
r
e
s
Normandy Shores Budget & Millage
FY 2019 FY 2020 FY 2021 FY 2022
Residents 165,000 174,000 17,900 169,000
City Subsidy 88,000 93,000 93,100 91,000
Use of Fund Balance 0 30,000 138,000 0
Total Revenues $253,000 $297,000 $249,000 $260,000
Dedicated Normandy Shores Millage 0.8161 0.8161 0.0773 0.7538
Total Expenditures $253,000 $297,000 $249,000 $260,000
151
Fleet
Mgmt.
Fund
151
152
77
General Fund Fleet Replacement Trend
$
4
.
5
1
M
$
3
.
9
1
M
$
4
.
6
4
M
$
4
.
9
5
M
$
5
.
1
1
M
$
0
.
0
0
M
$
2
.
5
1
M
$
3
.
0
3
M
$
7
.
4
7
M
$
9
.
9
7
M
$
7
.
4
1
M
$ 0.00 M
$ 2.00 M
$ 4.00 M
$ 6.00 M
$ 8.00 M
$ 10.00 M
$ 12.00 M
2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022
153
5-Year Vehicle & Equipment
Replacement Plan Contributions from
RDA funds in FY 2022
and FY 2023 are
helping to address
these needs
$ 7.41 M $ 8.13 M
$ 6.80 M
$ 4.93 M $ 5.10 M
$ 0.00 M
$ 2.00 M
$ 4.00 M
$ 6.00 M
$ 8.00 M
$ 10.00 M
2022 2023 2024 2025 2026
154
153
154
78
“Green” Vehicle Fleet Projected Growth
155
Collective
Bargaining
Update
155
156
79
Expiring Agreements
Fraternal Order
of Police (FOP)
402
Intl. Assoc. of Fire
Fighters (IAFF)
202
Communications
Workers of America (CWA)
299
Gov. Supervisors Assoc.
of Florida (GSAF)
71
American Federation of State, County
and Municipal Employees (AFSCME)
367
All five collective bargaining agreements expire in FY 2022
157
IAFF –Classifications within Bargaining Unit
Fire Inspector
Fire Inspector Supervisor
Firefighter
Fire Lieutenant
Fire Captain
All probationary employees serving in these classifications.
*All other employees in other present classifications, including Fire Chief,
Assistant Chief, Division Chief,
Battalion Chief and any other classifications established by the City, are
excluded.
158
157
158
80
IAFF –October 1, 2018 – September 30, 2021
Highlights:
COLA
o 0% October 2018 (FY 2019)
o 1% April 1, 2020 (FY 2020)
o 1% April 1, 2021 (FY 2021)
Modifications to certain assignment pays
Modifications to paid leave provisions
Pension buyback provision paid by the employee to purchase past service for military
and fire service
Modifications to the promotional process
Modifications to the method used to determine contributions to the IAFF Health Trust
159
GSAF –Classifications within Bargaining Unit
Air Conditioning Supervisor Plumbing Supervisor
Backflow Coordinator Police Records Supervisor
Beach Patrol Operations Supervisor Public Safety Payroll Administrator
Carpenter Supervisor Pumping Operations Supervisor
Central Services Supervisor Recreation Supervisor I
City Surveyor Sanitation Operations Supervisor
Communications Supervisor Security Specialist
Crime Scene Supervisor Senior Building Inspector
Electrician Supervisor Senior Engineering Inspector
Electronics/Instruments Supervisor Service Supervisor
Fire Inspections Supervisor Sewer Field Operations Supervisor
Fleet Operations Supervisor Street Lighting Operations Supervisor
Lead Mechanic Street Operation Supervisor
Maintenance Supervisor Utility Billing Supervisor
Metered Service Supervisor Warehouse Supervisor
Paint Supervisor Water Field Operations Supervisor
Park Operations Supervisor Water Meter Supervisor
Parking Operations Supervisor 911 Communications Records Custodian
160
159
160
81
GSAF -October 1, 2018 – September 30, 2021
Highlights:
COLA
o 1% October 1, 2018 (FY 2019)
o 1% October 1, 2019 (FY 2020)
o 1% October 1, 2020 (FY 2021) (2% COLA possible if General Fund revenue growth exceeds 10%)
Modifications to classifications within bargaining unit
Modifications to certain skill and certification pays
Modifications to paid leave provisions
Establishment of a landfall team for natural disasters
Modifications to uniform allowances
Modifications to meal allowance
Modifications to Drug Testing Policy
161
FOP -Classifications within Bargaining Unit
Trainees
Police Officers
Sergeants of Police
Lieutenant of Police
Detention Officers
* FOP has a new executive board. Paul Ozaeta is the newly elected FOP President.
162
161
162
82
FOP -October 1, 2018 – September 30, 2021
Highlights:
COLA
o 0% October 2018 (FY 2019)
o 1% April 1, 2020 (FY 2020)
o 1% April 1, 2021 (FY 2021)
Modifications to certain assignment pays
Modifications to paid leave provisions
Pension buyback provision paid by the employee to purchase past service for military
and police service
Modifications to the promotional process
Modifications to the method used to determine contributions to the IAFF Health Trust
Modifications to grievance resolution process
163
CWA -Classifications within the Bargaining Unit
Account Clerks
Administrative Aides
Administrative Assistant I
Administrative Secretary
Air Conditioning Mechanic
Building Inspector
Buyer
Carpenters
Clerk
Clerk Typist
Code Compliance Administrator
Code Compliance Officers
Commission Reporters
Communications Operator
Complaint Operator II
Crime Analysis Specialist
Crime Scene Technicians
Data Entry Clerk
Dispatchers
Duplicating
Equipment Operator
Electrical Inspector
Electrician
Elevator Inspector
Engineering Assistants
Engineering Inspector
Field Inspectors
Finance Specialists
Lifeguards
Lifeguard Lieutenant
Mason
Masonry Helper
Mechanical Inspector
Meter Analyst
Painter
Parking Dispatcher
Parking Enforcement Specialists
Parking Meter Technicians
Permit Clerks
Planning Technician
Plumber
Plumbing Inspector
Pool Guards
Police Fleet Specialist
Police Photographer
Police Records Technician
Property Evidence Technicians
Public Safety Specialist
Revenue Processors
164
163
164
83
CWA -October 1, 2018 – September 30, 2021
Highlights:
COLA
o 1% October 2018 (FY 2019)
o 1% October 2019 (FY 2020)
o 1% October 2020 (FY 2021)(2% COLA possible if General Fund revenue growth exceeds 10%)
Modifications to certain assignment pays
Increase in PSCD specialty pays
Increase in EMT pay for Ocean Rescue
Hazardous Duty Pay
Modifications to paid leave provisions
Enhancement to OT provision
Establishment of a landfall team for natural disasters
Modifications to Seniority
Modification to Drug Testing
Addition of hallucinogens 165
AFSCME -Classifications within the Bargaining Unit
Assistant Pumping Mechanic
Building Supervisor
Building Services Technician
Central Services Technician
Control Room Operator
Concession Attendant
Customer Service Representative
Diesel Generator Mechanic
Fire Equipment Mechanic
Fleet Service Writer
Fleet Service Representative
Heavy Equipment Operators
Ice Rink Technician
Irrigation System Supervisor
Mechanics
Municipal Service Workers
Municipal Service Worker Trainee
Museum Guard
Park Supervisor
Pest Control Supervisor
Pumping Mechanic
Recreation Attendant
Recreation Leaders
Recreation Program Supervisor
School Guard
Sewer Pipefitter
Sewer Supervisor
Sign Maker
Storekeeper’s
Storekeeper/Mechanic
Street Lighting Technicians
Street Supervisor
Tree Maintenance Supervisor
Tree Trimmer
Waste Collector
Waste Driver Supervisor
Water Meter Technicians
Water Pipefitter
Water Supervisor
166
165
166
84
AFSCME –May 1, 2019– April 30, 2022
Highlights:
COLA
o 1% April 2019 (FY 2019)
o 1% July 2020 (FY 2020)
o 1% July 2021 (FY 2021) (2% COLA possible if General Fund revenue growth exceeds 10%)
Modifications to certain assignment pays
Increase in certification and skill pays
Modifications to paid leave provisions
Modifications to Seniority
Vacation Leave Sell Back Program – one time basis
One Time Early Retirement – one time basis
Modification to Drug Testing
Addition of hallucinogens
167
Parks and
Recreation
ZERO BASED BUDGET
168
167
168
85
DE
P
A
R
T
M
E
N
T
MI
S
S
I
O
N
We are dedicated to providing beautiful,
exciting, and vibrant parks along with
recreational services and facilities.
169
169
BUDGET –EXCLUDING GOLF CLUBS
FY 2021 Parks and Recreation Budget
Expenses $27,446,000*
Revenue $4,254,100*
Other City
Revenue
Generated by
Parks
•Children’s Trust Grant
•Other Department Grants
•Park Impact Fees,
•South Pointe Park SW Lease
•South Pointe Park
Concession Lease
•Special Event Revenue
Expenses
$27,446,000
Revenue
$4,254,100
The Parks and Recreation programs are 85% subsidized
*Does not include the Golf Clubs
170
170
169
170
86
REVENUES –EXCLUDING GOLF CLUBS
Recreation
45%
Flamingo Park
Tennis Center
26%
Transfer in
From Resort Tax*
12%
Other
17%
*Does not include the Golf Clubs
**These funds are to be used for beachfront restrooms-
related expenditures.
171
171
BUDGET – GOLF CLUBS
FY 2021 Golf Club Budget
Expenses $7,090,000
Revenue $6,964,900
Expenses
$7,090,000
Revenue
$6,964,900
The Golf Clubs are 2% subsidized
172
172
171
172
87
REVENUES – GOLF CLUBS
Miami
Beach
Golf Club
67%
Normandy
Shores Golf
Club
33%
173
173
TYPES OF PROGRAMS
PRIMARY
PROGRAMS
SECONDARY
PROGRAMS OTHER PROGRAMS
•Parks Ground
Maintenance
•Parks Facilities
•Park Ranger Program
•Operations, Management
& Support Services
•Child Care
•Summer Camps
•Teen Programs
•Senior Programs
•Special Populations
•Youth Programs
•Aquatics
•Youth & Teen Athletics
•Adult Programs
•Ice Rink
•Adult Athletics
•Special Events
•Miami Beach Tennis
Center
•Flamingo Park Tennis
Center
•Miami Beach Golf Club
•Normandy Shores Golf
Club
174
174
173
174
88
Primary
Programs
175
Parks Grounds
Maintenance
This program oversees the landscape maintenance services. In
addition, this division is responsible for the management of vendor
contracts pertaining to grounds maintenance, athletic fields and dog
parks.
•Cultivation of a resilient urban landscape
•Continuous transformation of greenspaces to meet evolving community needs
•250 acres serviced (excluding golf courses)
•Preparation of park spaces pre and post special events of global magnitude
Revenue*
$0Expenses*
$1,963,903
This program is 100% subsidized.
* Excludes RDA-funded portion, which is noted separately
176
176
175
176
89
Grounds
Maintenance
•Tree Trimming
•Implementation of Annual Plantings
•Mow, Edge, Line Trim
•Irrigation Control Check
•Full Irrigation Services (Wet Test)
•Plant Bed – Shrub Pruning
•Weed and Pest Control
•Litter Control
•Green Infrastructure Enhancements
•Implementation of City Resiliency Initiatives
REGULAR SERVICES PROVIDED BY CONTRACTORS
•Soil Sampling 4x per year
•Fertilizing 9x per year
•Apply growth regulators every 3 weeks from
March‐November
•All Palms fertilized 4x a year
•36 General Service Visits a year for all parks and
52 visits for South Pointe Parks and Soundscape
Park
•140 General Services for Sports Fields
•Trash and Recycle Bin emptied 6x per day and
wiped down 1x daily
177
177
Parks Facilities
This program oversees the facility maintenance operations,
preparation of park maintenance, swimming pools, Flamingo Park
Tennis Center and neighborhood courts. This division manages all
repairs and small capital projects within the department.
•Identify existing parks with opportunities for enhancements.
•A highly resilient parks and recreation system will be prepared to address the challenges of
the future.
•Delivery of cutting‐edge facilities ranging from full‐service recreation centers to outdoor
play and fitness amenities
Revenue*
$542,000Expenses*
$5,183,220
This program is 90% subsidized.
*Includes a $542,000 Transfer In from the Resort Tax Fund
178
178
177
178
90
Park Ranger
Program
This program serves to patrol park facilities and grounds enforcing park rules
and regulations. This includes explaining and enforcing regulatory codes and
ordinances. This program has been transformative in enhancing the park user
experience at destination parks such as Lummus, Flamingo, South Pointe, and
North Beach Oceanside.
Revenue*
$0Expenses*
$1,979,000
This program is 100% subsidized.
FY 20 Statistics
Verbal Warnings 177,105
Face Masks Warnings 78,632
Face Masks Issued 7,433
Written Citations 5
Written Warnings 14
Police Assists 113
Maintenance Assists 131
Parking Assists 28
Code Compliance Assists 5
Fire Assists 113
Homeless Outreach Assists 4,577
Safety/Security Checks 79,577
* Excludes RDA-funded portion, which is noted separately
179
179
Park Ranger
Program
Dedicated Park Rangers
Roving Park Rangers
•South Pointe Park•Lummus Park
•Flamingo Park
•Maurice Gibb Memorial Park (Weekends)
•North Beach Oceanside Park
•Beachwalk from South Pointe to 5th
•Beachwalk from Lummus Park to 24th
•Marjory Stoneman Douglas Park
•Collins Park
•Palm Island Park•Belle Isle Park
•Beachwalk from 24thto 46th
•Beachwalk from North Beach Oceanside Park to 71st
Street (Includes Altos del Mar Park)
•Misc. Park Spot Checks Citywide
Funded Park Ranger Positions
Full‐Time 13
Part‐Time 23
Total 36
180
180
179
180
91
Operations,
Management &
Support Services
•Ensures a workforce of excellence that meets the evolving community
•Leverage underutilized City assets for recreational opportunities.
•Incorporate the principles and recommendations of Commission‐approved plans
into the implementation of parks and open space improvements.
This division is responsible for the overall management of the department. Expenses
include salaries and benefits for 38 FTEs, telephone, bank fees, internal services,
travel/training, memberships, and more. Revenues includes misc. fees and rentals.
Expenses range from salaries to internal servicesand telephone expenses.
Revenue
$257,000Expenses
$7,477,697
This program is nearly 100% subsidized
181
181
Secondary
Programs
182
181
182
92
Child Care
Child Care includes safe, structured and supervised programming for
children during the school year such as the Playtime Program for ages 3‐
4 years old and the Afterschool Programs for grades K‐5th. Financial aid
is available for those who qualify. Average customer satisfaction surveys
for Child Care programming exceeds 90%.
Locations:
•South Pointe Park
•Flamingo Park
•Scott Rakow Youth Center
•Muss Park
•North Shore Park Youth Center
Schedule:
•School Year
•Monday‐Friday
•Playtime: 9am‐1pm Afterschool: 2pm‐6pm
183
183
Child Care
This program is 89% subsidized
Revenue
$226,000
Average Annual Enrollment
•Playtime Program: 80
•Afterschool Program: 650
Expenses
$2,091,105 184
184
183
184
93
Summer
Camps
Summer Camps include traditional summer camp, Playtime summer
camp and specialty summer camps such as Culinary, Coding, Mad
Scientist, Jr. Firefighter and Police, throughout all park facilities.
Financial aid is available for those who qualify. Average customer
satisfaction surveys for Child Care programming exceeds 90%.
Average Annual Enrollment
•Traditional Summer Camps: 1080
•Playtime Summer Camps: 80
•Specialty Summer Camps: 1650
Schedule:
June – August
7:30am –6 p m
Locations:
Camps are offered
throughout the City
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185
Summer Camps
This program is 78% subsidized
Revenue
$627,000
Expenses
$2,913,594
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Teen
Programs
The Miami Beach Teen Club is an After‐School Program designed for
T e e n si na ne f f o r tt oe n g a g eas o m e t i m e s“ a t‐risk” population in
meaningful activities such as: drug prevention and entrepreneurial
programming, field trips, performing arts, summer camp and
community service opportunities.
•Number of Teens Served Annually: 920
Expenses
$275,676
Revenue
$1,000
This program nearly 100% subsidized
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Senior
Programs
This program includes a variety of activities and programs
for seniors ages 55+ such as field trips, bingo nights, Tai‐Chi,
Yoga and more.
•Annual Fitness Program Participants: 998
•Number of Field Trips a Year: 24
•Estimated Participants at each Senior Event: 700+
Revenue
$14,000Expenses
$131,992
This program is 89% subsidized
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Special
Populations
Programs
This includes programs for children ages 16+ and adults with intellectual
disabilities to participate in regularly scheduled recreational activities.
•Number of Participants on Annual Basis: 210
•Number of Programs Offered: 17
•This program also includes the $85k Grant that is given to the Shane
Rowing Center annually for their Para‐rowing Program.
Revenue
$2,000Expenses
$186,456
This program is nearly 100% subsidized
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Youth
Programs
Youth Programs includes specialized youth programs which take place
in the youth centers for ages 5 – 13. Programs are instructed by staff
as well as Contractors.
Types of Youth Programs Offered
•Dance
•Art
•Guitar
•Piano
•Storytime
•Cooking
•Gymnastics
Revenue
$135,000
Expenses
$98,332
Revenues exceed expenditures for this program.
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Aquatics
This program includes all operational expenses and
programming revenue such as Swim Team, Learn to Swim
programs and Pool Entrance fees at the City's 3 aquatic
centers.
•Annual Number of Program Participants: 1410
•Number programs offered: 10
•Number of participants benefiting from Free Swim Lessons: 40
•Annual Number of Pool Users: 172,110
Revenue
$196,100Expenses
$2,020,395
This program is 90% subsidized.
City of Miami Beach Residents have free access to the pools.
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Other
Programs
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Youth & Teens
Athletics
Athletic programs for youth and teens includes Danny Berry
Baseball, Travel Soccer and the Teen Basketball League.
•Annual Number of Program Participants: 1507
•Number programs offered: 7
Revenue
$118,000
Expenses
$210,471
This program is 44% subsidized
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Adult
Programs
Adult Programs include specialized programs for ages 18+
such as yoga, zumba, open gym and fitness centers.
•Monthly Fitness Center Enrollment: 205
•Monthly Use of Open Gym: 140
•Average Number of Participants in Zumba & Yoga: 330
Revenue
$75,000
Expenses
$69,571
Revenues exceed expenditures for this program.
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Scott Rakow
Youth Center Ice
Rink
This program includes all operational expenses and
programming revenue for the Scott Rakow Youth Center Ice
Rink such as public skating sessions, private lessons and
rentals.
•Annual Number of Program Participants: 10,199
•Number programs offered: 11
•Annual Number of Rentals: 138
Revenue
$368,000Expenses
$558,497
This program is 34% subsidized.
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Adult
Athletics
This program includes all adult athletic leagues such as Sand
Volleyball, Co‐ed Softball League, and Flag Football.
•Annual Number of Program Participants: 5,685
•Number programs offered: 18
Revenue
$22,000
Expenses
$0
Revenues exceed expenditures for this program.
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Special Events
This includes all special events organized by the department such as
the following: Spring Eggstravaganza, Youth Music Festival, Black
History, Jose Marti, Kid Zone during Memorial Day Weekend, Winter
Wonderland, Hispanic Heritage and Halloween Safe Night of Fright.
•Number of Special Events: 26
•Annual Estimated Number of Event Participants: 15,676
Revenue
$13,000Expenses
$391,091
This program is nearly 100% subsidized.
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Miami Beach
Tennis Center
The Miami Beach Tennis Center (formerly known as the North Shore
Tennis Center) is currently managed by a Contractor. They are
responsible for all maintenance and staffing expenses. The Contractor
collects the revenue and pays the City a monthly fee.
•Number of Tennis Program Participants: 1594
•Number of Programs Offered: 4
•Number of Members: 112
Revenue
$60,000
Expenses
$0
Revenues exceed expenditures for this program.
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Flamingo Park
Tennis Center
The Flamingo Park Tennis Center (FPTC) is currently managed by the City.
Through Independent Contractors, the City provides private and group
tennis lessons. All expenses are paid by the City and all revenues are
collected and deposited into a City account.
•Number of Tennis Program Participants: 3010
•Number of Programs Offered: 38
•Number of Members: 284
Revenue
$1,104,000Expenses*
$1,228,000
This program is 10% subsidized.
*Includes $78,000 in administrative costs funded out
of the general Parks & Recreation budget
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EXPENSES FY 2020
Actuals
FY 2021
Adopted
FY 2021
Projection
FY 2022
Prelim.
$ 496,531 $ 1,150,000 $ 1,259,800 $ 1,555,200
REVENUE FY 2020
Actuals
FY 2021
Adopted
FY 2021
Projection
FY 2022
Prelim.
$ 470,635 $ 1,104,000 $ 1,412,000 $ 1,810,300
NET -$25,896 -$46,000 $152,200 $255,100
FLAMINGO PARK TENNIS CENTER
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Miami Beach
Golf Club
The Miami Beach Golf Club is managed by a contractor which oversees
the golf operations, course maintenance and food & beverage. It is a
nationally acclaimed golf course, ranking among the highest rated
public courses. The course also serves as an economic driver.
FY 20
•44,399 Rounds
•225 Members
•18,442 Range
Revenue
$4,690,100
Expenses
$4,154,000
Revenues exceed expenditures for this program.
FY 19
•43,441 Rounds
•201 Members
•18,420 Range
FY 21
•49,628 Rounds
•225 Members
•25,415 Range
FY 22
•46,025 Rounds
•225 Members
•21,000 Range
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Normandy
Shores
Golf Club
The Normandy Shores Golf Club is managed by a contractor which
oversees the golf operations, course maintenance and food &
beverage.
Revenue
$2,192,800Expenses
$2,763,000
This program is 20% subsidized.
FY 20
•31,881 Rounds
•43 Members
•2,784 Range
FY 19
•35,213 Rounds
•36 Members
•4,162 Range
FY 21
•40,272 Rounds
•60 Members
•11,351 Range
FY 22
•35,250 Rounds•50 Members
•19,000 Range
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Miami Beach
Golf Club
FY 2019
Actuals
FY 2020
Actuals
FY 2021
Adopted
FY 2021
Projection
FY 2022
Prelim.
Revenue $ 4,383,047 $ 4,181,722 $ 4,690,100 $ 4,694,000 $ 4,602,000
Expenses $ 3,779,084 $ 3,920,705 $ 4,154,000 $ 4,251,600 $ 3,647,200
Net $ 603,963 $ 261,017 $ 536,100 $ 442,400 $ 954,800
Normandy
Shores
Golf Club
FY 2019
Actuals
FY 2020
Actuals
FY 2021
Adopted
FY 2021
Projection
FY 2022
Prelim.
Revenue $ 2,178,444 $ 1,820,068 $ 2,274,800 $ 2,265,000 $ 2,271,500
Expenses $ 3,363,640 $ 2,702,476 $ 2,763,000 $ 2,981,500 $ 2,608,400
Net -$ 1,185,196 -$ 882,408 -$ 488,200 -$ 716,500 -$ 336,900
COMBINED
NET -$581,234 -$621,391 $47,900 -$274,100 $617,900
GOLF CLUB FINANCIAL SUMMARY
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Parks RDA
The Parks and Recreation Department is also funded through the RDA.
The grounds maintenance services for Soundscape Park and the Park
Rangers that rove the Parks in the RDA District.
Revenue
$474,000
Expenses
$474,000
The Parks RDA Budget is Balanced.
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Adopt‐A‐Bench
Program *Only 2 benches were
adopted under the 2016
model, in which the fee
was $10,000 and included
a commemorative plaque.
•Tier 1 Parks (Pocket/Mini Parks)
‐Existing Bench: $1,000
‐New Bench: $4,000
•Tier 2 Parks (Neighborhood Parks)
‐Existing Bench: $1,500
‐New Bench: $4,500
•Tier 3 Parks (Special, District & Regional Parks)
‐Existing Bench: $2,000
‐New Bench: $6,000
Revenue
$20,000
Expenses
$20,000
This budget is balanced.
On November 9, 2016, City Commission passed Resolution No. 2016‐29649
supporting the creation of an “Adopt‐A‐Bench Program.” Funds donated will
benefit park improvements.
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Program Summary
Total Expenses Total Revenue Subsidy %
Primary Programs $16,776,820 $799,000 95%
Secondary Programs $7,717,550 $1,201,100 84%
Other Programs $10,041,630 $9,218,900 8%
Total $34,536,000 $11,219,000 66%
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Opportunities
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Analyze Parks Concurrence Fee
The Parks Concurrence Fee is based on the Levels of Service for parks facilities
adopted in the City’s Comprehensive Plan.
•Current Account Balance:$799,565
•Average Annual Revenue:$45,000
•Allowable Use:Parks Capital Projects
The City’s Comprehensive Plan supports the implementation of a Parks and Recreation
Impact Fee, as noted in:
POLICY CIP 1.5.6: Due to the built‐out nature of the City, the City shall explore the
feasibility of replacing recreation and open space concurrency Level of Service Standards
with a Parks and Recreation Impact Fee to allow for greater flexibility in meeting the
needs of residents and visitors to the City.
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Analyze Our Parks Concurrence Fee
Research on Parks Impact Fees
Miami Beach Hotels: $97.35 per unit
Residential: $486.25 per unit
Miami $3,959.00 ‐$6,818.00
Doral $1,453.40
Coral Gables $3,377.00 ‐$8,982.00
Fort Lauderdale $1,650 ‐$2,900
West Palm Beach $269.67 ‐$3,599
San Diego, California Average of $5,000
Potential Revenue Increase of $180,000 ‐$240,000 annually
Recommendation: Conduct a study to
analyze our current Parks Concurrence
Fee with the possibility of converting it
into a Parks Impact Fee at a higher rate
that is more in line with surrounding
comparable communities.
The City currently collects on average
$45,000 annually from the Parks
Concurrence Fee.209
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Enhance Adopt‐a‐Bench Program
Recommendation:
•Add commemorative plaque to adoption
•Potential Annual Revenue:$20,000+
(Revenue is used for Park Improvements)
•On September 11, 2019, the City Commission lowered the adoption fee and
categorized it into 3 price tiers. City Commission also voted to eliminate the element
of commemorative bench plaques.
•Since this change, there has been interest, but they become disinterested when they
are told there is no commemorative plaque.
•To date, no benches have been adopted under this new fee structure.210
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Contribute Revenue Generated by the Lummus Park
Artisanal Market to Park Improvements
•The City is currently in the process of going out to RFP for the management of the
Lummus Park Artisanal Market. The RFP includes a minimum guarantee of 25% of
revenue or $74,000 annually.
•The RFP will also allow for the management in other locations throughout the City, which
includes the possibility of Collins Park and the Normandy Fountain.
Recommendation:
•Put revenues back into Lummus Park Improvements or Programming (ex. pop‐up events
etc.)
•Potential Annual Revenue:>$74,000
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Possible Revenue from Paddle Board Rentals
This item discussed was during the May 19, 2021 Neighborhoods and Quality of Life
Committee Meeting. The item has been referred to Commission with a favorable
recommendation.
The City has the possibility of proposing profit sharing with the company that will be
operating paddle board rentals, if approved. Potential pilot sites will be Parkview Island
Annex Park and Pinetree Park.
The City should also include kayak rentals for diversity.
As a comparison to project estimated additional revenue from this consideration,
Pelican Harbor generates $40,000 annually on kayak rentals.
Possible Additional Revenue:$8,000 per station (Based on 20% Revenue Share to City)
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Elite Sports Program Offerings
The Parks and Recreation Department is exploring the option of contracting with reputable,
world‐class sport organizations that focus on premiere competitive play in sports such as
soccer and baseball.
The Miami Beach athletic baseball and soccer programs have grown over the years. As such,
the Parks and Recreation Department believes these sports can be taken to the next level to
provide residents with a superior, higher‐quality experience.
A competitive bid process for sports such as soccer and baseball can allow for potential
additional revenue streams to the City and is a popular model among South Florida
municipalities.
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Elite Sports Program Offerings
If the City pursues contracting soccer and baseball with an organization, below is the
potential financial impact for the City:
SOCCER
•Current Net Revenue: $4,600 annually
•Potential Net Revenue if Contracted and if City collects 20% of revenue:
•$50,000+ annually
BASEBALL
•Current Net Revenue: $0 (The City pays the current Contractor up to $75,000 annually)
•Potential Net Revenue if Contracted keeping program rates the same:
•$10,000 if City collects 20% of revenue
•$17,500 if the City collects 30% of revenue
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Potential Subsidy
Reductions
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Comparison of Recreation Rates
YEAR‐ROUND PROGRAMMING
Current Miami
Beach Rates
City of Miami
Springs
City of Coral
Gables City of Doral MB A‐Z for
Kids
Miami Springs
Montessori
Little Heroes Learning Center –Doral
Boys & Girls Club Miami & Miami Beach
After School Program
9 month program $631* $1,750 $3,730* $3,150 x x x x
Playtime Program
8 month program $386 x x x $4,960 $4,240 $6,080 x
Teen Club
9 month program $0 x x x x x x $100
SEASONAL PROGRAMMING
Current Miami
Beach Rates
City of Miami
Springs
City of Coral
Gables City of Doral MB A‐Z for
Kids
Miami Springs
Montessori
Little Heroes Learning Center –Doral
Boys & Girls Club Miami & Miami Beach
Summer Camp Program
10 –1 1 week program $673* $1,200 $1,760* $1,600 x x x $100
Camp for Tots
9 week program $394 x x x $1,240 $1,060 $1,710 x
*Offers financial aid
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Solicitation of Sponsorship to Offset Recreation
Programming Costs
The Parks and Recreation Department would like to work with Spectra on seeking sponsorships to
mainly offset the subsidy of programs such as childcare, summer camp, Teen Club and special
events.
The Department is continuously working with the City’s Grants Division to identify other possible
sources of revenues.
•Sponsorship Ideas:
•Naming rights, uniforms, sponsored activations, etc.
Recreation Programs Subsidized by the City:
•Child Care: 89% / $1,865,105
•Summer Camp: 78% / $2,286,594
•Teen Programs: <100% / $274,676
•Special Events: <100%/ $378,091
•Senior Programs: 89% / $117,992
•Special Populations: <100% / $184,456
•Aquatics: 90% / $1,824,295
•Youth & Teens Athletics: 44% / $92,471
•Ice Rink: 34% / $190,497
•TOTAL SUBSIDY: $7,214,177
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Opportunities Summary
Opportunity Potential Revenue
Analyze Parks Concurrence Fee $180,000‐$240,000
Enhance Adopt‐a‐Bench Program $20,000+
Contribute Revenue Generated by the Lummus Park
Artisanal Market to Park Improvements >$74,000
Possible Revenue from Paddle Board Rentals $8,000 per station
Elite Sports Program Offerings $50,000+
Potential Subsidy Reduction
•Fee Increases
•Sponsorships
TBD
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Questions
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Next Steps
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Next Steps
FERC Budget Briefing
Operating Budget
July 16th
FERC Budget Briefing
Finalize Capital &
Operating Budgets
July 23rd
Finalize maximum millage
rates for Property Appraiser
July 28th
FERC Budget Briefing
Capital Budget
June 18th
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Next Steps
City Manager and OMB
finalize Proposed Budget
August
•FIRST PUBLIC HEARING
o Adopt tentative millage rates
o Adopt tentative operating and
capital budgets
September 17th
Beginning of
Fiscal Year 2021
October 1st
•SECOND PUBLIC HEARING
o Adopt final millage rates
o Adopt final operating and capital
budgets
September 30th
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Thanks!
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