Budget and Work Planning Focus GroupsBUDGET AND WORK PLANNING FOCUS GROUPS
DISCUSSION AREAS
• Department Work Plans -Narratives
o What elements do you find helpful in the previously used work plan narrative format?
(see example attached)
o Which of elements did you find difficult to prepare?
o Which of the required elements do you think could be improved? And how?
o What are other suggested improvements?
• Department Work Plans -Performance Plans (Active Strategy Scorecards)
o What elements do you find helpful in the previously used work plan narrative format?
(see example attached)
o Which of elements did you find difficult to prepare?
o Which of the required elements do you think could be improved? And how?
o What are other suggested improvements?
o Which element did you find helpful to communicate your performance component of the
work plan throughout all levels of your department?
• Regarding linkage to Citywide strategic priorities and Key Intended Outcomes
• Regarding Department objectives
• Regarding developing individual performance objectives
• Department Budget Request
o Which of the required documents do you find useful in developing your department's
budget request? (CSL Budget Documents, Budget Packages, Budget Breakdown
Analysis)
o Which of the required documents do you find useful in reviewing your budget request
with the City Manager and OBPI?
o Which of the required documents do you find helpful when required to present your
budget request to the Commission or outside entities?
o Which of the required documents do you not find useful?
o Which of the required documents do you think could be improved? And how?
o What are other suggested improvements?
• Proposed/Adopted Budget Book
o What elements do you find helpful in the proposed/adopted budget book?
o Which of elements did you find difficult to prepare?
o Which element did you find helpful to communicate the budget throughout all levels of
your department?
• Regarding the Citywide budget
• Regarding the Department budget
o Which of the elements do you find helpful when required to present your
proposed/adopted budget to the Commission or outside entities?
o Which of the required elements do you think could be improved? And how?
• Other Suggested Improvements?
m MIAMIBEACH
Department Name:
Fiscal Year: 2008/09
Date Prepared/Updated:
PROPOSED DEPARTMENTAL WORK PLAN
Department Mission/Purpose Statement
"We are dedicated to ..." (limited to one sentence)
Department Description
(1 page or less for small departments and 2 pages or less for large departments)
Insert a brief description of department, including significant historical events that continue to
impact the Department's mission or purpose, overview of major responsibilities including a
discussion of major contracted operation, if any, and current innovative programs and
initiatives. List and map of department facilities, if applicable.
Do not list functions already shown on the department's functional Table of Organization.
See attached Table of Organization
~ v3oizoo~ Page 1
m MIAMIBEACH
PROPOSED DEPARTMENTAL WORK PLAN
Department Name:
Fiscal Year: 2008/09
Date Prepared/Updated:
Fiscal Environment: Insert a brief discussion of major funding sources (etc.)
For Enterprise Fund Departments, include a brief discussion of current fees, planned fee
increases, and any potential impacts to future year performance.
Business Environment: Insert summary of department business environment here,
community partners, and competing entities, if applicable. Include general support
requirements needed from other departments/ internal City partners.
i v3oizoo~ Page 2
m MIAMIBEACH
PROPOSED DEPARTMENTAL WORK PLAN
Department Name:
Fiscal Year: 2008/09
Date Prepared/Updated:
Significant Prior Accomplishments: List bullets of most significant prior year
accomplishments (1 page or less for small departments and 2 pages or less for large
departments). Include a summary of major current year budget initiatives -details regarding the
status of each prior and current year initiative will be presented in your Performance Plan
(Department Scorecard) report. Minimal overlap with Performance measures in Acfive Strategy.
THESE SHOULD BE ACCOMPLISHMENTS THAT DIRECTLY SUPPORT CITY'S
STRATEGIC PLAN
Critical Success Factors: List bullets of factors critical to the department's achievement of it's
performance plan for the next fiscal year here -support needed from other departments,
outside environmental factors, etc.
DO NOT LIST RESOURCE REQUIREMENTS/ITEMS TO BE SUBMITTED AS ADDITIONAL
FUNDING REQUESTS -ADDITIONAL FUNDING REQUESTS/ENHANCEMENTS ARE TO
BE INCLUDED AS PRPOSED INITIATIVES IN ACTIVE STRATEGY AND SHOULD RESULT
IN AN IMPROVEMENT IN A KPI OR DPI
i vsazoo~ Page 3
m MIAMBEACH
PROPOSED DEPARTMENTAL WORK PLAN
Department Name:
Fiscal Year: 2008/09
Date Prepared/Updated:
Planned Reductions: List bullets regarding initiatives that will result in dollar reductions in
your department budget (if approved these will result in negative budget packages), consistent
with initiatives proposed in Performance Plan.
New Department activities, proposed as part of the Departments Performance Plan, requiring
additional resources must be accompanied by an offsetting planned reduction within the same
department.
Future Outlook: Insert brief discussion here of next five (5) years including financial trends,
performance targets, related tasWactivities/programs, and potential external factors that could
affect performance in the longer term
> >i3oizoo~ Page 4
m MIAMIBEACH
PROPOSED DEPARTMENTAL WORK PLAN
Department Name:
Fiscal Year: 2008/09
Date Prepared/Updated:
Miami Beach Strategic Planning Framework
The Department Work plan is aligned with Citywide strategic outcomes and initiatives
established through extensive community input. The City's strategic planning process
provides a framework at a broad level of where we want to go, how we get there, and how we
measure our progress along the way. The process ensures increased communications at all
levels of City government using consistent terms.
o Our Citywide Vision communicates the community's shared vision for the best possible
future for the City of Miami Beach:
Cleaner and Safer, Beautiful and Vibrant, Mature Stable Residential Community with Well
Improved Infrastructure, Urban and Historic Environment, Cultural, Entertainment and
Tourism Capital, International Center for Innovation
o Our Citywide Mission statement communicates the role of our government in achieving this
vision:
We are committed to providing excellent public services and safety to all who live, work, and
play in our vibrant, tropical, historic community
o Our Values communicate to all levels of our organization the manner in which we expect all
decisions, interactions and activities to be performed:
We maintain the Cify of Miami Beach as a world-class city.
We work as a cooperative team of well-trained professionals.
We serve the public with dignity and respect.
We conduct the business of the City with honesty, integrity, and dedication.
We are ambassadors of good will to our residents, visitors, and the business community
o Our Identified Priorities communicate activities that are essential to help us achieve our
vision:
Capital Improvement Program, Strategic Planning and Economic Development,
Organizational Development, Neighborhood Services, and Investment in Technology
o We have developed Key Intended Outcomes across all City Departments. These are the
results the City plans to achieve towards accomplishing its Vision. These outcomes are from
the customer/community perspective (e.g. quality of service provided, customer satisfaction).
o Key Performance Indicators express the City's Key Intended Outcomes in measurable
terms. Departments monitor additional performance indicators (Department Performance
Indicators) that support these Citywide Key Performance Indicators.
o Citywide Initiatives are undertaken by cross-departmental city teams to drive the
performance level for a key performance indicator.
o Department Activities or Programs are actions or groups of actions will be undertaken by a
particular department in a specific fiscal year in order to achieve an Outcome.
ui3oizoo~ Page 5
m MIAMIBEACH
PROPOSED DEPARTMENTAL WORK PLAN
Department Name:
Fiscal Year: 2008/09
Date Prepared/Updated:
Citywide Key Intended Outcomes supported by the Department:
o Insert your first Citywide Key Intended Outcome, consistent with KIOs in Department
Scorecard, here
o Followed by other key intended outcomes that your department supports
0
0
0
See Department Performance Plan for additional supporting details
i ~i3oizoo~ Page 6
iDeta6i~ - I3efasalt ®/aevsa ~o:~e IroiYaatives Processes
Default
~o~ ~~~~~a~if~ ~a~asfas~ia~r ~
As ®f°S'43 Yl't3
~9art'se Astuai target Of sl~taa~ target
IC1 Make Ciiy_riore business friendly OBPI
SV2 Increase resident satisfaction with ernp~~ee
contact (OBPI)_
of front line employees trained improvii~g__ Sem
knowledge of the Cii 0 % 50 % i Z- 100 % 100 4io
07
F"07: # of employees attending iVLA and Sem
Employee Academy 4 40 i ?- 40 180
07
Average overall rating for city se~°vice shopper Q4
'_ program(CMB) 3.9b 4.00 F`f0 3.79 4.00
7
of departments service shopped Q4
100 % 100 % FYO 99 % 100 %
7
departments with Service Shopper Scores Q4
s, below 3 0% 0% FYO 1% 0
7
Service Shoo~per Score(OBPI) Q4
4.49 4.00 FYO 4.21 4.00
7
FY07• % of contract employees trained in Q4
J ROG/Essential Piece and Customer Service 23.0 % 25.0 % FYO 35.0 % 100.0 °/~
Standards 7
FY 08: % of FY 08 Training Alan Courses
n/a
n/a
n/a
n/a
n/a
Deployed
Sv8 Increase community satisfaction wiith City
services (OBPI
;;~; % of Key Performance Indicators improved in ~~ 2
37.9 % 21.0 % n/a n/a
the fiscal year 007
of departments with supporting measures Q4
established for citywide KAIs 83 % 50 % FYO 88 % 50
7
of Kev Aerformance Indicators (KPIs) with Q4
improvements contributed by OBAI 15 % 18 % FYO n/a n/a
7
F`(07: # of departments with measures Q4
supported by documented methodologies and 0 b FYO 0 10
verified by__audit 7
Avg. Internal Services Rating for Overall
~~
Satisfaction of Internal Audit and Compliance
82.2 %
75.0 % ,
~0~
n/a
n/a
.
Servic°s
Avg. Internal Services Rating for Overall
_ Satisfaction of Performance Improvement
as 73.8 % 75.0 % 007 n/a n/a
_ _
_
Excellent or Good
Avc~Internal Services Rating for Overall
Satisfaction of Grants Management as Exceiient 73.b % 75.0 % ~~~ nja n/a
__ or Good
Avg. Iniernal Services Rating for Overali
Satisfaction of Orq. Development and Training 57.3 % 75.0 % ~~~ n/a n/a
as Excellent or Good
FY07: Avg. Ir~terr~al Services Rating Overall
Satisfaction of Budget Services as Excellent or 76.9 % 75.0 % 007 n/a n/a
Good
2,0 In~er,aai Pr®cizss~s
Naona ,4etttai ~ar~~~ As ~'"F~h 'fT~
G;Caf Actasai ~'ar~~.t
SV6 Improve process through information technology
__
~O%Pi~
__ %of Citywide KPI's and supporting measures Q4
_._, incorporated in performance software and 69 % 75 % FYO 68 % 75
routinely reported 7
$ saved or additional ~ generated throuoh Q3
information technology investments n/a n/a FYO n/a n/a
7
FY07: ~ of rocesses improved through Q3
completed a roved IT Steering Committee n/a n/a FYO n/a n/a
projects 7
3.~ i=i~araciai ~
Name s~ota~ai '4'ars~eg As Y`i°fl3 2'T~
~f Ac>tasa3 a~get
SV4 Ensure expenditure trends are sustainable over
i;he long term (OBPI)
Ratio of recurring revenue increase to recurrino
expenditure increase -Enterprise Furd n/a n/a n/a n/a r:/a
Ratio of recurring revenue increase to recurrino
expenditure increase -General rr"und 1.11 n/a ~~~ n/a n/a
increase in General Fund Current Service Q3
-% Levels CSL) e~cpenditure budget (w/o capital 8.1 % 7.0 % FYO n/a n/a
or reserve transfers) 7
%increase in General Fund Current Service Q3
Level (CSL) & enhancements in expenditure 11.3 % 8.0 % FYO n/a n/a
budget (w1o Capital or reserve transfers) 7
increase of General Fund total revenue Q3
budget 14.3 % 14.3 % FYO n/a n/a
7
FY06NEVV• Proiected Year-end expenditures
(General Fund) $2331571 $237.70 Q 0 n a
/ n a
/
47.00 mil mil 7
_ FY06NEW: Projected Year-end revenues__ Q3
..,r. Genera! Fund $2421151 $237.70 FYO n/a n/a
45.00
7
_ FY06NEW• projected Year-end expenditures - Q3
Enterprise Fund $1174466 $1203323 rY0 n/a n/a
99.00 86.00
7
FY06NEVV: Proiected Year-end revenues -
4
__ Enterprise Lunds $119,758, $120,332, 0 n/a n/a
057.00 386.00
7
FY06NEW • Projected Year-end expenditures -
Q3
,®,a Internal Service Funds $4809070 5123547
$ FYO n/a n/a
6.00 2.00
7
FY06NEW: Projected Year-end revenues -
Q
~/ Internal Service Funds $48,957,8 $51,235,4 0 n/a n a
/
22.00 72.00
7
SV5 Improve the City's overall financial health and
maintain overall bond rating (CBPI)
FY: % of Direct Audit Time to Total Tirne
55.7b % n/a
Audit revenues brough~ into City $0.236 $0.125
mii mil
FY07: % of Annual ?Ian for Internal Audits
-% completed 63 % 100
Fl'07: % of Annual Plan for Resort Tax Audits
' 159 % 100
completed
Q4
FYO 51.73 % n/a
7
Q4
FYO $0.458
$0.500
7 mil mil
Q3
F`(0 33 % 100
7
Q4 95 % 100
FYO
7
FY07: % of Annual Plan for Sanitation Audits Q4
__ completed 100 % 100 % FYO 100 % 100
7
FY07: % of Annual Plan for ~ar!<ing Monitoring Q4
Reviews completed 100 % 100 % ~ YO 100 % 100
7
Grani revenues brought into City ir, last 12 $2.065 $2.000 Q4 $2.814 $2.000
months mil rnil BYO mil mil
Other revenues brought to the City by OBf?I
$0.000 Q4
$2.752
n/a r f0 n/a
mil mil
7
FY07: $ in MDC GOB r`unds r eimbursed to the Q4
C~ $5,643,05 $3,945,00 BYO $18,165,5 $14,145,0
8 0 51 00
7
Average # of days to process invoices (OBPI~ n/a n/a n/a n/a n/a
~_s in City General Fund reserve accounts $47,98G,8 n/a FY2 n/a n/a
32 006
$s in V\iater Enterprise Fund reserve accounts n/a n/a n/a n/a n/a
$s inConvention Center/TOPA reserve accounts n/a n/a n/a n/a n/a
$s in Sev~+er Enterprise Fund reserve accounts n/a n/a n/a n/a nja
$s Stormvvater ~tnterprise Fund reserve account n/a n/a n/a n/a nja
$s Sanitation enterprise Fund Reserve Accounts n/a n/a n/a n/a n/a
$s Parking Enterprise Fund Reserve Accounts n/a n/a n/a n/a n/a
$s in Information Technology Internal Service
Fund Reserve Accounts n/a n/a n/a n/a n/a
~.in Risk Management Internal Service Fund
n/a
n/a
n/a
n/a
n/a
Reserve Accounts
$s in Central Services Internal Service Fund
Reserve Accounts n/a n/a n/a n/a n/=
$s in Property Management internal Service
Fund Reserve Accounts n/a n/a n/a n/a n/a
$s in Fleet Management Internal Seniice Fund
Reserve Accounts n/a n/a n/a n/a nja
FY06 NEW: % actual expenditures to original Q4
adopted budget net of transfers at year-end to 101.7 % n/a FYO 301.9 % n/a
Reserves 6
FY06 NEVI/: # of days after quarter close for Q3
~ eauarterly report of projected annual 55 45 F`f0 49 45
expenditures and revenues (Quarters 1-3) 7
FY06 ~dtV~/: # of days after quarter close for
g arterly report of projected annual
u 131 days 150 days n/a n/a
_
expenditures and revenues (Quarter 4~ 006
FY06NEW: GFOA Scares for Adopted Budget
3
06
3
00 ~ Y2
. . 006 n/a n/a
x.19 ~~n~i~yee l3eve3opn'aers~ anti Learning
i+iame
SV7 Attract and maintain a quality wori<force (OBPI
of employees who agree or strongly agree
,__. that "they recommended CN1B as a place to
work"
of employees trained in results-oriented
culture
# of citywide ernpiovees trained in mandator
~ot~aa3 ~'argei
83.8 % 90.0
100.G % 95.C
courses o`rfered through Organizational n/a
Development
Avg # of training hours completed per
ernployee 2
r/a
0
~s ','Ti3 YTi3
~f ~st~aal Target
FY2 n/a n/a
007
Q4
FYO n/a n/a
7
n/a n/a n/a
Q3
FYO ? 0
7
Avg # of training hours completed per Q3
employee (OBPI~ 9.0 1.0 FYO 10.2 1.0
7
of mgt team understanding results oriented Qq
processes implemented Cit -wide n/a 100 % FYO 82 % 100
7
of employees agreeing or strongly agre°ing
_
they have a better understanding of their role
& dept s role in achieving cif outcomes n/a n/a n/a n/a n/a
Surve ~
_ # of empl~ees technology trained Q4
8 15 FYO 55 60
7
. # of employees Trained in process. Qq
,;x
41
measurement and improvement
0
0
FYO
55
83
7
FY06 NEW: # of employees with skills Q~
improved in facilitation skills 20 50 FYO 20 200
7
Sick Leave Hours Used per 1 000 Hours Q4
Worked - OBPi 21 n/a FYO 26 n; a
7
Vacancy Rate (08PI~ n/a n/a n/a r,/a n/a
Turnover Rate OBPI Sep
5.9 % n/a 200 0.5 % n/a
7
of OBPI employees who "strongly agree" FY2
~ or "agree" CMB as a place to work 77.7 % 90.0 % 007 n/a n/a
of OBPI employees who "strongly agree"
or "agree" that "they are proud to be a CMB 100.0 % 90.0 % ~0~ n/a n/a
employee"
Scoreca~d Exceptior Report
i_iniced Objects
Hide All
~i•sii~i Scorecards
There are no scorecards linked at this time.
Parent Scorecards
Strategic Plan Balanced Scorecard
Strategic Plan Scorecard By Vision Linkage !CMS
Strategic Plan Vision Lir~l<ed Scorecard
Kathie Brooks Scorecard
Ini~ia~iues
As Of ~ut9get 'Finning ®/o S~atsas
FY07: Assist Building Tasl: 09/30/2007 60% In Progress
Force on perforrnance
improvement efforts
r=Y07 NEW• Implement 09/30/2007 ~ n/a Not Started
measures for
roads/sidewalks, storm
drainage lighting and
ap rking
FY07: Continue to monitor 09/30/2007 100% Complete
Citywide KIOs and i<PIs
~~~,AaaseTs
brooks, Kathie
Gonzalez Jorge
Gonzalez Jorae
Brooks, Kathie
Gonzalez Jorge
3roo':<s Kathie
fast Owners
Fraga, Jorge
Fraga Jorge
Stilione Isabel
r
~Y 06 _inventorkother City 09/30/2007
processes for potential
Qreliminary improvement
and identifybottlenecks
FY 06: Facilitate 09/30/2007
departments to improve
measurement
rethodologies for public
appearance -garages
FY 06' Lead process 06/30/2007
improvement tearns for
Code and Permits Plus
Industry Review
FY 06: Facilitate 09/30/2007
departments to improve
measurement
methodologies for public
appearance -ROW/Parks
Landscaping
FY 06:Define levels of 09/302006
reserves required
FY07: Dever draft 09/302007
Education Compact
between the City and
Miami-Dade Public Schools
FY07• Deploy standard 03/31/2007
format to ensure that
departments involve all
emplokees at Borne level
ir, annual work plan
development
FY 07 NEVV: Work with IT 09/30/2007
to develop
standards/processes for
unassigned phones
FY07: Develop process 09/302007
impr. Intranet site and
grocedur~s
FY07 NEW: Conduct focus 09/30/2007
groups related to
emergency preparedness
and value for tax dollars
paid
FY07: Conductlnternal 03/31/2007
Services Survey
FY07: Train non-city 09/302007
volunteers for Cleanliness
Assessments
FY07: Facilitate process 09/30/2007
impr. team on
Occ~ational Licensino
FY07 Develop Employee 03/312007
Satisfaction Survev
FY07: identify key 09/302007
measures and audit
methodology integrity
FY 07: Enhance Cit vy iide 03/31/2007
training for Employee
Academy
FY 07: Develop 06/302007
community survey update
and refine Citywide
initiatives
"rY07: Update financial 05/30/2007
trends through FY 06
FY07: Work with 09/302008
Departments to maximize
use of online grants
`J ~ 15% In Progress Stil!or,e, Isabel
75% In Progress Stillone Isabel
_~ ~, 100% Complete Fraga Jorge
10% In Progress Stillone, :Babel
50% In ?rogress Cruz, Jose
°I ~ 100% Complete Rosenfeld, Leslie
I "~ 100% Complete ~ragaTJor~oe
-% 100% Complete Rosenfeld, Leslie
90% In Progress Carrasco, Theo
~. - n/a Not Started Fraga, Jorge
s 100% Corplete Carrasco, Theo
100% Complete Stillone, Isabel
~, ,_ 70% In Progress Fraga Jorge
® _. _. 100% Complete Carrasco, Theo
® 100% Complete Sutter, Jim
=raga Jorge
100% Complete Rosenfeld, Leslie
~~+ 100% Complete Fraga, Jorge
%'"'°+ 100% Complete Cruz, Jose
n/a In Progress Hoanshelt, Judy
database
FY07: Continue work on 06/30/2007 100% Complete Cruz
Jose
financial policies with ,
-
Budget Advisory
Committee (BAC)
FY 07 Conduct 360 n/a n/a n/a n/a n/a
Reviews for OBPI senior
staff
FY07: Train non-city 09/30/2007 ,,.x: 100% Corplete Rosenfeld Leslie
volunteers for Service -
Shopper
FY07 NEW• Conduct 09/30/2007 ~ 10% In Progress Fraga J, urge
employee focus groups for
improvement areas
identified in the internal
support function a~~d
employee satisfaction
surveys
FY07: Develop tracking 09/30/2007 '~~ _ 15% In Progress Fraga,
Jorge
mechanisms forprocesses _
improved/$'s
saved/revenues increase
through IT Steering
Cornmitte~rojects
FY08: Continue to provide n/a n/a n/a n/a n/a Rosenfeld Leslie
feedback reports and
training to departments
with an average Service
Shopper score of less than
4
FY08: Continue to ensure n/a n/a n/a n/a n/a Rosenfeld
Leslie
all contract employees are .
trained in ROG/Essential
Piece and Customer
Service Standard
FY08: Continue to n/a n/a n/a n/a n/a Rosenfeld
Leslie
coordinate review of .
standard City Letters with
CST
FY08: Continue to train n/a n/a n/a n/a n/a Rosenfeld Leslie
non-City volunteers for
Service Shopper program
FY08: Continue to develop n/a n/a n/a n/a n/a Rosenfeld Leslie
Department Corrective
Action Plans
FY08• date s*andard n/a n/a n/a n/a n/a Fraga, Jorge
formats for involving
departrnent employees in
strategic planning process
FY08: Coordinate annual n/a n/a n/a n/a n/a Rosenfeld Leslie
Essential Piece
deployment/sign off by
department
FY08: Continue to train n/a n/a n/a n/a n/a Stillone
Isabel
non-city volunteers for ,
Cleanliness Assessments
FY08: Continue to identify n/a r./a n/a n/a n/a Rosenfeld Leslie
most frequently requested
information to include
internal resources (MB
Line Intranet etc )
FY08: Update financial n/a n/a n/a n/a n/a Cruz
Jose
trends thru FY07 ,
F`(08: Deploy n/a n/a n/a n/a n/a Rosenfeld
Leslie
comprehensive Citywide ,
Training Plan and
ROG/~ssentia9 Piece
FY08: Continue to recruit n/a n/a n/a n/a n/a Rosenfeld. Leslie
and train volunteers for
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SAMPLE BUDGET BREAKDOWN
Increase
FY 2004/05 GF Actual $ 10,388,104
FY 2005/06GFActual $ 15,569,228 $ 5,181,124
FY 2006/07 GFBudget $ 14,793,905 $ (775,323)
FY 2007/08 Proposed CSL $ 15,090,071 $ 296,166
FY 2007/08 INTERNAL SERVICE CHARGES (ISC) $ 2,000,000
FY 2007/08 ADMIN FEES $ 265,000
ANITATION SERVICE COMPONENT SAMPLE
Im act
Cumulative
Im act of FY
O8
Budget
net of ISC
NO SERVICE IMPACT
rvisor and 1 o s su ervisor $110,000 to offset with superintendant $70,000 lus frin es $ 30,000 $ 30,000 0.2%
Eliminate clerk ist $ 40,000 $ 70,000 0.5%
Eliminate anti-litter cam ai n $ 10,000 $ 80,000 0.6%
Contract out OT fors ecial events $ 112,000 $ 192,000 1.5%
$ 192,000 1.5%
$ 192,000 1.5%
SERVICE IMPACT
Teen 'ob core fundin $ 86,000 $ 278,000 2.2%
Automate alley cleaning and decrease service from 7 to 5 days per week with decrese in
tar et to 2.5 -sub ect to com letin alle pro ram and code support 2 ositions out of 6
$
81,300
$
359,300
2.8%
Reduce LOS on Ocean, Washin ton, & Lincoon from 7 to 5 ni hts $ 170,000 $ 529,300 4.1%
Sell off equipment purchased in last 2 years at cost of $200,000 for cleaning Ocean
Washin ton & Lincoln
$
50,000
$
579,300
4.5%
Reduce bathroom cleaning to from 5 to 2 times per day on 2 non-peak days (LOS A to C on
thoses da s
$
53,571
$
632,871
4.9%
Close bathrooms on 2 non- eak da sand eliminate balance of cleanin costs on those da s $ 35,714 $ 668,586 5.2%
Close half of bathrooms Burin off eak reason based on this new schedule $ 200,000 $ 868,586 6.8%
Reduce Waterwa cleanin to once er week and reduce tar et to 2.5 $ 60,000 $ 928,586 7.2%
Eliminate balance of waterwa cleanin and reduce tar et to 3.0 $ 100,000 $ 1,028,586 8.0%
Do sandshiftin as need or when aid and reduce tar et to 2.5 $ 45,000 $ 1,073,586 8.4%
Eliminate cleanin soil areas and reduce tar et to 3.0 $ 39,000 $ 1,112,586 8.7%
Eliminate balance of alle cleanin and reduce tar et 3.5 $ 460,000 $ 1,572,586 12.3%
Enhanced parkin lot cleanin $ 300,000 $ 1,872,586 14.6%
$ 1,872,586 14.6%
$ 1,872,586 14.6%
CORE SERVICES
Sanitation auditor offestwith revenues $ 67,551 $ 1,940,137 15.1%
Sanitation Code ositions 4 ositions $ 400,000 $ 2,340,137 18.2%
Balance of Ocean, Lincoln, Washin ton, Collins litter & ressure cleanin includin dis osal $ 3,500,000 $ 5,840,137 45.5%
Dedicated Litter & Pressure cleanin north & mid beach includin dis osal costs $ 900,000 $ 6,740,137 52.6%
Special Event sanitation overtime and dis osal costs $ 300,000 $ 7,040,137 54.9%
Other Ci ide cleanin $ 3,500,000 $ 10,540,137 82.2%
Curbside rec clip offset b residential fees $ 224,964 $ 10,765,101 83.9%
2X er week arba a collection service + 4X bulk waste offset b residential fees $ 1,819,397 $ 12,584,498 98.1
Debt Service $ 240,000 $ 12,824,498 100.0%
should be 100%
of FY 2007/08 CSL Budget
NET OF ISC &ADMIN FEES
ONE-TIME REVENUES DUE TO SERVICE CHANGES
Sell E ui ment urchased for sandsiftin last ear at $300,000 $ 100,000 $ 100,000
Sell a ui ment for alle crews urchased last ear at $200,000 $ 100,000 $ 200,000
RECURRING REVENUE ENHANCEMENTS
Raise franchise fees b 2% $75,000 $ 75,000 $ 75,000
Catch u for residential waste fee not increased for 2 ears $ 200,000 $ 275,000
Increase sidewalk fees from $15 per s ft to 50% of lease rate $45 er sq ft $ 2,000,000 $ 2,275,000
$ 2,275,000
$ 2,275,000
.• . •: ~ ~~
Details -Default View None Ynitiatives Processes
Default
1.0 Community Satisfactimn
Name
IC1 Make City more business friendl~(OBPI~
Actual Target As YTD YTD
Of Actual Target
SV2 Increase resident satisfaction with employee
contact (OBPI~
of front line employees trained improving Sem
knowledge of the City 0 % 50 % i 2- 100 % 100
07
FY07: # of employees attending NLA and Sem
Employee Academy 4 90 i 2- 40 180
07
Average overall rating for city service shopper Q4
j program(CMB~ 3.9b 4.00 FYO 3.79 4.G0
7
of departments service shopped Q4
100 % 100 % FYO 99 % 100
7
departments with Service Shopper Scores Q4
below 3 0% 0% FYO 1% 0
7
Service Shopper Score(OBPI~ Q4
4.49 4.00 FYO 4.21 4.00
7
FY07: % of contract emplokees trained in Q4
!_j ROG/Essential Piece and Customer Service 23.0 % 25.0 % FYO 35.0 % 100.0
Standards 7
FY 08: % of FY 08 Training
Plan Courses
_
Deployed n/a n/a n/a n/a n/a
SV8 Increase community satisfaction with Cites
services ~OBPI~
of Key Performance Indicators improved in °
37
9 / o
21
0 / FY2
/
the fiscal year .
0 .
0 007 n
a n/a
of departments with supporting measures Q4
established for citywide KPIs 83 % 50 % FYO 83 % 50
7
of Key Performance Indicators (KPIs) with Q4
Q improvements contributed by OBPI 15 % 18 % FYO n/a n/a
7
FY07: # of departments with measures Q4
supported by documented methodologies and 0 b FYO 0 10
verified by audit 7
Avg. Internal Services Rating for Overall
Satisfaction of Internal Audit and Compliance 82.2 % 75.0 % Q~~ n/a n/a
Services
Avg. Internal Services Rating for Overall
_j Satisfaction of Performance Improvement as 73.8 % 75.0 % n/a n/a
_
Excellent or Good 007
Avg. Internal Services Rating for Overall
J Satisfaction of Grants Management as Excellent 73.6 % 75.0 % 07 n/a n/a
or Good 0
Avg. Internal Services Rating for Overall
Q Satisfaction of Org. Development and Training 57.3 % 75.0 % ~~~ n/a n/a
_
as Excellent or Good
FY07: Avg. Internal Services Rating Overall
Satisfaction of Budget Services as Excellent or 7b.9 % 75.0 % 07 n/a n/a
Good 0
2.0 Internal Processes
Naane Actual Target As °~°T® YTd3
®f ActuaB Target
SV6 Improve process through information technoloov
_
OBPI
of Citywide KPI's and supporting measures Q4
I_] incorporated in performance software and 69 % 75 % FYO 68 % 75
routines reported 7
$ saved or additional ~ generated through Q3
information technology investments n/a n/a FYO n/a n/a
7
FY07: # of processes improved through Q3
completed approved IT Steering Committee n/a n/a FYO n/a n/a
projects 7
3.0 Financial ~
Name Actual Target As YTi~ YT6
~f Acta~a8 Target
SV4 Ensure expenditure trends are sustainable over
the long term IOBPI)
Ratio of recurring revenue increase to recurring
_
expenditure increase - Enterprise Fund
n/a
n/a
n/a
n/a
n/a
Ratio of recurring revenue increase to recurrino FY2
expenditure increase -General Fund 1.11 n/a 007 n/a n/a
increase in General Fund Current Service Q3
Levels (CSL) expenditure budget (w/o capital 8.1 % 7.0 % FYO n/a n/a
or reserve transfers) 7
increase in General Fund Current Service Q3
Level (CSL) & enhancements in expenditure 11.3 % 8.0 % FYO n/a n/a
budget (w/o Capital or reserve transfers) 7
increase of General Fund total revenue Q3
bind et 14.3 % 14.3 % FYO n/a n/a
7
FY06NEW: Projected Year-end expenditures Q3
jGeneral Fundy $2331571 $237.70 FYO n/a n/a
47.00 mil mil
7
FY06NEW: Projected Year-end revenues - Q3
General Fund $2421151 $237.70 FYO n/a n/a
45.00
7
FY06NEW: Projected Year-end expenditures - Q3
~ Enterprise Fund $1174466 $1203323 FYO n/a n/a
99.00 86.00
7
__ FY06NEW• Projected Year-end revenues - Q3
%i Enterprise Funds $119,758, $120,332, FYO n/a n/a
057.00 386.00
7
FY06NEW: Projected Year-end expenditures - Q3
Internal Service Funds $4809070 $5123547 FYO n/a n/a
6.00 2.00
7
FY06NEW: Projected Year-erd revenues - $48 857
8 51
23 Q3
V Internal Service Funds , $
,
5,4 FYO n/a n/a
22.00 72.00
7
SV5 Im rove the City's overall financial health and
maintain overall bond rating (OBPI)
FY: % of Direct Audit Time to Total Tirne
55.76 % n/a
Q4
FYO 51.73 % n/a
7
Q4
FYO $0.458 $0.500
7 mil mil
Q3
FYO 33 % 100
7
Q4 95 % 100
FYO
Audit revenues brought into City $0.236 $0.125
mil mil
FY07: % of Annual Plan for Internal Audits
-% completed 63 % 100
FY07: % of Annual Plan for Resort Tax Audits
completed 159 % 100
FY07: % of Annual Plan for Sanitation Audits
completed
FY07: % of Annual Plan for Parking Monitoring
Reviews completed
Grant revenues brought into Cif in last 12
months
Other revenues brought to the City by OBPI
FY07: $ in MDC GOB funds reimbursed to the
City
7
Q4
100 % 100 % FYO 100 % 100
7
Q4
100 % 100 % FYO 100 % 100
7
$2.065 $2.000 Q4
YO $2.814 $2.000
mil mil B mil mil
$0.000
n/a Q4
FYO $2.752
n/a
mil 7 mil
$5,643,65 $3,945,00 R
A $18,165,5 $14,145,0
8 0 Y 51 00
7
Average # of days to process invoices (OBPI~ n/a n/a n/a n/a n/a
$~s in City General Fund reserve accounts $47,980,8 FY2
n/a n/a n/a
32 006
$s in Water Enterprise Fund reserve accounts n/a n/a n/a n/a n/a
$s inConvention Center/TOPA reserve accounts n/a n/a n/a n/a n/a
$s in Sewer Enterprise Fund reserve accounts n/a n/a n/a n/a n/a
$s Stormwater Enterprise Fund reserve account n/a n/a n/a n/a n/a
$s Sanitation Enterprise Fund Reserve Accounts n/a n/a n/a n/a n/a
$s Parking Enterprise Fund Reserve Accounts n/a n/a n/a n/a n/a
$s in Information Technology Internal Service
Fund Reserve Accounts n/a n/a n/a n/a n/a
~s in Risk Management Internal Service Fund
Reserve Accounts n/a n/a n/a n/a n/a
$s in Central Services Internal Service Fund
n/a n/a n/a n/a n/a
Reserve Accounts
$s in Property Management Internal Service
Fund Reserve Accounts n/a n/a n/a n/a n/a
$s in Fleet Management Internal Service Fund
Reserve Accounts n/a n/a n/a n/a n/a
FY06 NEW: % actual expenditures to original Q4
adopted budget net of transfers at year-end to 101.7 % n/a FYO 301.9 % n/a
Reserves 6
FY06 NEW: # of days after quarter close for Q3
rj quarterly report of projected annual 55 45 FYO 49 45
expenditures and revenues (Quarters 1-3~ 7
FY06 NEW: # of days after quarter close for
uq arteriv report of projected annual 131 days 150 days 06 n/a n/a
expenditures and revenues (Quarter 4~ 0
FY06NEW: GFOA Scores for Adopted Budget 3
06 3
00 06
. . n/a n/a
0
4.0 Employee Development and Learning ~
Name Actual Target As YTD YTD
Of Actual Target
SV7 Attract and maintain a quality workforce (OBPI~
of employees who agree or strongly agree
~! that "they recommended CMB as a place to 83.8 % 90.0 % ~~~ n/a n/a
work"
of employees trained in results-oriented Q4
culture 100.0 % 95.0 % FYO n/a n/a
7
# of citywide employees trained in mandatory
courses offered through Organizational n/a n/a n/a n/a n/a
Development
Avg # of training hours completed per Q3
- employee 2 0 FYO 2 0
7
Avg # of training hours completed per Q3
employee (OBPI~ 9.0 1.0 FYO 10.2 1.0
7
of mgt team understanding results oriented Q4
processes implemented City-wide n/a 100 % FYO 82 % 100
7
of employees agreeing or strongly agreeing
_
thev have a better understanding of their role
& deot~ s role in achieving city outcomes n/a n/a n/a n/a n/a
Su rve
_ # of employees technology trained Qq
~ 8 15 FYO 55 60
7
# of employees trained in process. Qq
_, measurement and improvement 0 0 FYO 56 83
7
FY06 NEW: # of employees with skills Q4
improved in facilitation skills 20 50 FYO 20 200
7
Sick Leave Hours Used~er 1,000 Hours Q4
Worked - OBPI 21 n/a FYO 26 n; a
7
Vacancy Rate (08PI~ n/a n/a n/a n/a n/a
Turnover Rate OBPi Sep
5.9 % n/a 200 0.5 % n/a
7
of OBPI employees who "strongly agree" FY2
or "agree" CMB as a place to work 77.7 % 90.0 % 007 n/a n/a
of OBPI employees who "strongly agree"
~ ` or "agree" that "thy are proud to be a CMB 100.0 % 90.0 % 07 n/a n/a
emplovee" 0
Scorecard Exception Report
L'anked Objects
Mide All
Child Scorecards
There are no scorecards linked at this time.
~arentScorecards
Strategic Plan Balanced Scorecard
Strategic Plan Scorecard By Vision Linkage (CMS
Strategic Plan Vision Linked Scorecard
Kathie Brooks Scorecard
Initiatives
As Of Budget Timing % Status
FY07: Assist Building Task 09/30/2007 ~ 60% In Progress
Force on performance
improvement efforts
FY07 NEW• Implement 09/30/2007 „~ n/a Not Started
measures for
roads/sidewalks, storm
drainage lighting, and
Arkin
FY07: Continue to monitor 09/30/2007 „_, 100% Complete
Citywide KIOs and KPIs
Owners
Brooks, Kathie
Gonzalez Joroe
Gonzalez, Jorge
Brooks. Kathie
Gonzalez Jorge
Brooks. Kathie
Cost Owners
Fraga,Jorge
Fraoa Jorge
Stilione. Isabel
r
FY 06•inventory other Citv 09/30/2007
processes forpotential
preliminary improvement
and identify bottlenecks
FY 06: Facilitate 09/30/2007
departments to improve
measurement
methodologies fo~ublic
appearance -garages
FY 06: Lead process 06/30/2007
improvement teams for
Code and Permits Plus
Industry Review
FY 06: Facilitate 09/30[2007
departments to improve
measurement
methodologies for public
appearance -ROW/Parks
Landsca~ng
FY 06:Define levels of 09/30/2006
reserves required
FY07: Develop draft 09/30/2007
Education Compact
between the City and
Miami-Dade Public Schools
FY07: Deploy standard 03/31/2007
format to ensure that
departments involve all
employees at some level
in annual work plan
development
FY 07 NEW: Work with IT 09/30/2007
to develop
standards/processes for
unassigned phones
FY07: Developprocess 09/30/2007
impr. Intranet site and
procedures
FY07 NEW: Conduct focus 09/30/2007
groups related to
emergencypreparedness
and value for tax dollars
paid
FY07: Conduct Internal 03/312007
Services Survey
FY07: Train non-city 09/302007
volunteers for Cleanliness
Assessments
FY07: Facilitate~rocess 09/302007
impr. team on
Occupational Licensino
FY07 Develo~Employee 03/312007
Satisfaction Survey
FY07: Identify key 09/302007
measures and audit
methodology integrity
FY 07: Enhance Citywide 03/312007
training for Employee
Academy
FY 07: Develop 06/30/Z007
community survey update
and refine Citywide
initiatives
FY07: Update financial 06/302007
trends through FY 06
FY07: Work with 09/302008
Departments to maximize --
use of online grants
°~ ~ 15% In Progress Stillone Isabel
,_; 75% In Progress Stillone, Isabel
100% Complete Frac~a, Joroe
10% In Progress Stillone, Isabel
50% In Progress Cruz Jose
100% Complete Rosenfeld, Leslie
100% Complete F~aga Jorge
® V 100% Complete Rosenfeld Leslie
90% In Progress Carrasco, Theo
n/a Not Started Fraga Jorge
100% Complete Carrasco, Theo
100% Complete Stillone~Isabel
~, v 70% In Progress Fraga Jorge
100% Complete Carrasco, Theo
~_ 100% Complete Sutter Jim
Frag_a, Jorge
100% Complete Rosenfeld, Leslie
100% Complete Fraqa, Jorge
100% Complete Cruz, Jose
n/a In Progress Hoanshelt, Judv
database
FY07: Continue work on 06/30/2007 _,~,, 100% Complete Cruz Jose
financial policies with
Budget Advisory
Committee (BACK
FY 07 Conduct 360 n/a n/a n/a n/a n/a
Reviews for OBPI senior
staff
FY07: Train non-city 09/30/2007 '~~i
~' >`.j
`~"` 100% Complete Rosenfeld
Leslie
volunteers for Service ,
Shopper
FY07 NEW: Conduct 09/30/2007 wJ y 10% In Progress Fraga, Jorge
employee focus groups for
improvement areas
identified in the internal
support function and
employee satisfaction
surveys
FY07: Develop tracking 09/30/2007 f'``i ,_J 15% In Progress Fraga, Jorge
mechanisms for processes
improvedl$'s
saved/revenues increase
through IT Steering
Committe projects
FY08: Continue to provide n/a n/a n/a n/a n/a Rosenfeld
Leslie
feedback reports and .
training to departments
with an average Service
Shopper score of less than
4
FY08: Continue to ensure n/a n/a n/a n/a n/a Rosenfeld
Leslie
all contract employees are ,
trained in ROG/Essential
Piece and Customer
Service Standard
FY08: Continue to n/a n/a n/a n/a n/a Rasenfeld
Leslie
coordinate review of ,
standard City Letters with
CST
FY08: Continue to train n/a n/a n/a n/a n/a Rosenfeld Leslie
non-City volunteers for
Service Shopper program
FY08: Continue to develop n/a n/a n/a n/a n/a Rosenfeld
Leslie
Department Corrective ,
Action Plans
FY08: Update s*andard n/a n/a n/a n/a n/a Fraga, Jorge
formats for involving
department employees in
strategic planning process
FY08: Coordinate annual n/a n/a n/a n/a n/a Rosenfeld
Leslie
Essential Piece ,
deployment/sign off by
department
FY08: Continue to train n/a n/a n/a n/a n/a Stillone Isabel
non-city volunteers for
Cleanliness Assessments
FY08: Continue to identify n/a n/a n/a n/a n/a Rosenfeld Leslie
roost frequently requested
information to include
internal resources (MB
Line, Intranet, etc.)
FY08: Update financial n/a n/a n/a n/a n/a Cruz Jose
trends thru FY07
FY08: Deploy n/a n/a n/a n/a n/a Rosenfeld, Leslie
comprehensive Citywide
Training Plan and
ROG Essential Piece
FY08: Continue to recruit n/a n/a n/a n/a n/a Rosenfeld
Leslie
and train volunteers for ,
f
x `iePVCe s!1O;~0er ~!'Gyianl
=rUi~: LDBVei C?y7.Pi"F~I TlIRar}' '-j?. nja f./~g rl/'U rifd .. ~:.!_°.
Iti1'tt-I~vz1 Grreral ~-4r~'
prc~jectiuns ?r.;f ne:~t F
bu~~.et
t='~f~3: Cc~r,;nue cc G2ve!~p raja nja n/a nja r;(a a~:f:=~
d, ::ft ~uu~aii9r) Carr,c~~ct
be`w?en thF City anC
I~iiar~i-Dad° Public Scho~~'s
i=YOB: Conduct;.nnr.iai nja n,`a n,%; •-~;a n, - _~-r _:ra;
~~ c: r"I"i'!i 1 a li;ll rCaY ~'iTCS'?i
tr<,i irg
i r~u._l.,! Anil f`f_Irl rn?~r:c nt rja ;~(~ /~ -?, - - _!~'.
Q: r-lrl-c gl-a,n ia5 ~LIbSC!'Gt'.a:~i
se 4,L2, SYtJ~n?C_, !1I i ~i'._E
(u~; ~~or_Gete 3u.l ,,, n,,a a; a n;d n; n.
aii cede & Public `:~'vor;s
____
rleasur-zs
r-ti°:-_P~er,are.ari~~~i r;,`a ii%a na ..;a ,'a _ ,_
, cf-;r,= re;ar,~iny
}erai~ure_ _-~u-
'
:
evenu'a teen: s
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7'U nu,l ll_y_~i O:'tf~i. +.~~_
r:ser~•,~e fir claims agair-I~i;
ire ris4c rr,anacel;lent f:and
•t+:,;'t:::Gntinue tr .,~r;< ,~., n(a n; a nja n%a , r."_ -.;,,-
S~di~GdCQSj~I"~~CC~> ruC
:;nassign~J pl~~nes
, YO ;; CGndU:* '~e:Jt r(a •,~'u '_ J_. --' -
`~1dn~y~;rentTe3rn -~= -.I=
32etreat
r`r ~8; Continue tr.,
_.._ __ - __ - nja n; _
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i
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'-
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-: earn understandiilq of
.CG ti-irol yr ~,~,ura<shG~
.
:nd retreats
r,"v<?: $up.pprt n; a -'/'a n; a n; a n/a r~:~ .~!,"-
dr ~i~~;rrlan~ or ~nhnn:~e~
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for car-n,oianfis
r Utz; :.,.G t,l'rf ~dl Lc'{['/ rl/c: il;a ni 2; -.(d .'!!c! i-r ~.;o Wi ];
~,i9n3~18I'r'' I ,. 7tdf1"~ !- ~.. rld, 1_a Sji?
h'2treti[
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I lir,rGVPI ,C'li tea i - '~Od~
ti.i:rl1`~IiarifC and a~:4
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I ~G ell
SAMPLE BUDGET BREAKDOWN
Increase
FY 2004/05 GF Actual $ 10,388,104
FY 2005/06 GF Actual $ 15,569,228 $ 5,181,124
FY 2006/07 GFBudget $ 14,793,905 $ (775,323)
FY 2007/08 Proposed CSL $ 15,090,071 $ 296,166
FY 2007/08 INTERNAL SERVICE CHARGES (ISC) $ 2,000,000
FY 2007/08 ADMIN FEES $ 265,000
ANITATION SERVICE COMPONENT SAMPLE
Im act
Cumulative
Im act %ofFY
08
Budget
net of ISC
NO SERVICE IMPACT
rvisor and 1 o s su ervisor $110,000 to offset with su erintendant $70,000 lus frin es $ 30,000 $ 30,000 0.2%
Eliminate clerk ist $ 40,000 $ 70,000 0.5%
Eliminate anti-litter cam ai n $ 10,000 $ 80,000 0.6%
Contract out OT fors ecial events $ 112,000 $ 192,000 1.5%
$ 192,000 1.5%
$ 192,000 1.5%
SERVICE IMPACT
Teen 'ob core fundin $ 86,000 $ 278,000 2.2%
Automate alley deaning and decrease service from 7 to 5 days per week with decrese in
tar et to 2.5 - sub'ect to com letin alle ro ram and ode su rt 2 sitions out of 6
$
81,300
$
359,300
2.8%
Reduce LOS on Ocean, Washin ton, & Lincon from 7 to 5 ni hts $ 170,000 $ 529,300 4.1
Sell off equipment purchased in last 2 years at cost of $200,000 for deaning Ocean
Washin ton & Lincoln
$
50,000
$
579,300
4.5°!0
Reduce bathroom deaning to from 5 to 2 times per day on 2 non-peak days (LOS A to C on
thoses da
$
53,571
$
632,871
4.9%
Close bathrooms on 2 non- eak da and eliminate balance of cleanin costs on those da $ 35,714 $ 668,586 5.2%
Close half of bathrooms Burin off eak reason based on this new schedule $ 200,000 $ 868,586 6.8%
Reduce Waterwa deanin to once r week and reduce tar et to 2.5 $ 60,000 $ 928,586 7.2%
Eliminate balance of watenaa deani and reduce tar et to 3.0 $ 100,000 $ 1,028,586 8.0%
Do sandshiftin as need or when aid and reduce to et to 2.5 $ 45,000 $ 1,073,586 8.4%
Eliminate deanin it areas and reduce to et to 3.0 $ 39,000 $ 1,112,586 8.7%
Eliminate balance of alie deanin and reduce tar et 3.5 $ 460,000 $ 1,572,586 12.3%
Enhanced arkin lot deanin $ 300,000 $ 1,872,586 14.6%
$ 1,872,586 14.6%
$ 1,872,586 14.6%
CORE SERVICES
Sanitation auditor offsst with revenues $ 67,551 $ 1,940,137 15:1%
anitatlon Code ositions 4 itions $ 400,000 $ 2,340,137 `1"8.2%
Balance of Ocean, Lincoln, Washin ton, ColNns litter 8 ressure deanin indudi dis I $ 3,500,000. $ 5,840,137 45.5%
Dedicated Lifter 8 Pressure deanin north & mid beach indudin sal costs $ 900,OOp $ 6,740,137 52.6%
ial Event sanitation overtime and dis asal costs $ 300,000 $ 7,04fl,137 54.9°!0
Ofk~er C' " e deanin $ 3 500,000 $ 10,540,137 82.2%
Curbside i offsetb residential fees $ 224,964 $ 10,765,109 83.9°/a
2X er week arba a collection service + 4X bulk waste offset b residential fees. $ 1,819,397 $ 12,584,49'8 98.4%
Debt Service $ 240,000. $ 12,824,498 100.0°l0
should be 100%
of FY 2007/08 CSL Budget
NET OF ISC &ADMIN FEES
ONE-TIME REVENUES DUE TO SERVICE CHANGES
Sell E ui ment urchased for sandsiftin last ear at $300,000 $ 100,000 $ 100,000
Sell a ui ment for alle crews urchased last ear at $200,000 $ 100,000 $ 200,000
RECURRING REVENUE ENHANCEMENTS
Raise franchise fees b 2% $75,000 $ 75,000 $ 75,000
Catch u for residential waste fee not increased for 2 ears $ 200,000 $ 275,000
Increase sidewalk fees from $15 er s ft to 50% of lease rate $45 er s ft $ 2,000,000 $ 2,275,000
$ 2,275,000
$ 2,275,000