2008-26896 ResoRESOLUTION NO.
2008-26896
A RESOLUTION OF THE MAYOR AND CITY COMMISSION OF
THE CITY OF MIAMI BEACH, FLORIDA, ADOPTING FINAL
BUDGETS FOR THE GENERAL, RDA AD VALOREM TAXES,
ENTERPRISE, AND INTERNAL SERVICE FUNDS FOR FISCAL
YEAR 2008/09.
NOW THEREFORE, BE IT DULY RESOLVED BY THE MAYOR AND THE CITY
COMMISSION OF THE CITY OF MIAMI BEACH, FLORIDA, that the City of Miami Beach hereby
adopts final budgets for the General, RDA Ad Valorem Taxes, Enterprise, and Internal Service Funds
for Fiscal Year 2008/09 as summarized and listed below.
REVENUES
G.O. DEBT INTERNAL
GENERAL SERVICE RDA ENTERPRISE TOTALS SERVICE
GENERAL OPERATING REVENUES
Ad Valorem Taxes $ 123,719,230 $ 123,719,230
Ad Valorem -Capital Renewal & Repl. 2,218,974 2,218,974
Ad Valorem Taxes -Normandy Shores 98,981 98,981
Other Taxes 24,001,750 24,001,750
Licenses and Permits 14,807,042 14,807,042
Intergovernmental 10,001,420 10,001,420
Charges for Services 10,937,981 10,937,981
Fines and Forfeits 2,075,000 2,075,000
Interest 6,310,000 6,310,000
Rents and Leases 4,483,002 4,483,002
Miscellaneous 7,685,555 7,685,555
Other -Resort Tax Contribution 21,865,440 21,865,440
Other- Non Operating Revenues 7,162,550 7,162,550
Sub-total $ 235,366,925 $ 235,366,925
G.O. DEBT SERVICE FUND
Ad Valorem Taxes $ 6,069,019 $ 6,069,019
Sub-total $ 6,069,019 $ 6,069,019
FUND TOTAL $ 235,366,925 $ 6,069,019 $ 241,435,944
RDA FUND-CityTIF only
AD VALOREM TAXES
Property Taxes-RDA City Center $ 17,850,335 $ 17,850,335
FUND TOTAL $ 17,850,335 $ 17,850,335
ENTERPRISE FUNDS
Convention Center $ 17,372,626 $ 17,372,626
Packing 31,013,618 31,013,618
Sanitation 15,605,411 15,605,411
Sewer Operations 31,247,506 31,247,506
Storm Water 9,196,112 9,196,112
Water Operations 27,134,743 27,134,743
FUND TOTAL $ 131,570,016 $ 131,570,016
INTERNAL SERVICE FUNDS
Central Services $ 855,411
Fleet Management 8,704,379
Information Technology 13,799,605
Property Management 9,499,118
Risk Management 17,704,575
FUND TOTAL $ 50,563,088
TOTAL ALL FUNDS $ 235,366,925 $ 6,069,019 $ 17,850,335 $ 131,570,016 $ 390,856,295 $ 50,563,088
APPROPRIATIONS
G.O. DEBT INTERNAL
FUNCTIONlDEPARTMENT GENERAL SERVICE RDA ENTERPRISE TOTALS SERVICE
MAYOR 8 COMMISSION $1,461,678 $1,461,678
ADMINISTRATIVE SUPPORT SERVICES
CITY MANAGER 2,351,552 2,351,552
Communications 1,084,579 1,084, 579
BUDGET & PERFORMANCE IMPROV 1,991,966 1,991,966
FINANCE 4,216,476 4,216,476
Procurement 919,616 919,616
Information Technology 13,799,605
HUMAN RESOURCES 1,518,654 1,518,654
Risk Management 17,704,575
LABOR RELATIONS 349,914 349,914
CITV CLERK 1,561,692 1,561,692
Central Services 855,411
CITY ATTORNEY 4,283,893 4,283,893
ECONOMIC DEV. & CULTURAL ARTS
Economic Development
ECONOMIC DEVELOPMENT 901,374 901,374
BUILDING 8,990,621 8,990,621
PLANNING 3,127,421 3,127,421
Cultural Arts
TOURISM & CULTURAL DEV 2,968,414 2,968,414
Tourism & Cultural Development
CONVENTION CENTER 17,372,626 17,372,626
OPERATIONS
Code Compliance 4,237,038 4,237,038
Community Services 441,561 441,561
Homeless Services 718,268 718,268
PARKS ~ RECREATION 31,045,463 31,045,463
PUBLIC WORKS 6,513,259 6,513,259
Property Management 9,499,118
Sanitation 15,605,411 15,605,411
Sewer 31,247,506 31,247,506
Stormwater 9,196,112 9,196,112
Water 27,134,743 27,134,743
CAPITAL IMPROVEMENT PROJECTS 3,578,721 3,578,721
PARKING 31,013,618 31,013,618
FLEET MANAGEMENT 8,704,379
PUBLIC SAFETY
POLICE 80,798,978 80,798,978
FIRE 49,790,544 49,790,544
CITYWIDE ACCOUNTS
CITYWIDE ACCTS-Normandy Shores 152,278 152,278
CITYWIDE ACCTS-Operating Contingent 975,000 975,000
CITYWIDE ACCTS-Other 10,488,991 10,488,991
Transfers
Capital Reserve Fund 2,500,000 2,500,000
Pay-As-You-Go Capital Fund 4,500,000 4,500,000
Capital Investment Upkeep Fund 580,000 580,000
Info & Comm Technology Fund 1,100,000 1,100,000
CAPITAL RENEWAL 8. REPLACEMENT 2,218,974 2,218,974
G.O. DEBT SERVICE 6,069,019 6,069,019
RDA-City TIF only
City Center 17,850,335 17,850,335
TOTAL -ALL FUNDS 5, 66,925 6,069, 17,85 35 ,570,0 390, 5 ,295 5 3,088
Resolution No. 2008-26896
PASSED and ADOPTED this 17th day of September, 2008.
~~
MAY R
ATTEST:
Matti Herrera Bower
~~~~ C Cam...
CITY CLERK
Robert Parcher
APPROVED AS T4
FORM & LANGUAGE
~ FOR EXISCUTION
~ ~~ ~-~
$e
COMMISSION ITEM SUMMARY
Ke Intended Outcome Su orted:
Ensure expenditure trends are sustainable over the long term -- Improve the City's overall financial health and
maintain overall bond rating -- Increase Community Satisfaction with City Services
Supporting Data (Surveys, Environmental Scan, etc.): Based on the 2007 community survey, quality of life
in the City is rated highly, the City is seen as an 'excellent' or'good' place to live, work, play or visit {and majority feel
it's getting better) over'/<'s of residents would recommend it to others as a place to live; and dramatic improvements
in business ratings were seen across several areas- Safety, traffic, cleanliness, and impact of construction are the
most important areas affecting quality of life; and road conditions, parking, storm drainage, addressing
homelessness, availability offamily-friendly cultural activities, and overall satisfaction with the Building Department
were identified as key areas of focus.
Shall the Mayor and City Commission adopt the attached resolution establishing final budgets for the General, RDA
Ad Valorem Taxes. Enterprise. and Internal Service Funds for Fiscal Year 2008109?
The FY 2008109 Proposed Work Plan and Budget continues to address community priorities while passing through
the savings from the additional $25,000 exemption for homestead properties:
• Focuses on taxpayer value -continuing free access/reduced fees to programs and facilities;
• Continues structural changes to ensure the sustainability of the city in the long term; and
• Maintains recently implemented priorities identified by the community, focusing on police, sanitation, funding for
landscape replacement and reforestation, pay-as-you-go capital funding for projects, etc.
The Proposed Work Plan and budget incorporates recommendations from the September 8, 2008 Public Hearing,
including reductions to water, sewer, and stormwater fees; and revised parking garage rates. Further, revenues in
the General Fund from increased Emergency Transport fees, have not been included at this time, subject to County
approval of the fee increase. To offset the reduced transport fee revenue, funding for the Capital Investment Upkeep
Account and operating contingency has been reduced, with the anticipation that the $0.72 million will be replaced
when the County approves our fee increase or with FY 2007/08 year-end surplus.
Board Recommendation:
Financial Information:
Source of Amount Account
Funds: 1 $235,391,925 General Fund Operating
2 $ 6,069,019 G.O. Debt Service
3 $ 17,850,335 RDA Funds-Ad Valorem Taxes
4 $131,570,016 Enterprise Funds
5 $ 50,563,088 Internal Service Funds
OBPI Total $ 390,881,295 `Net of Internal Service Funds
Financial Impact Summary: Maintaining the General Fund Operating millage atthe same level as FY 2007/08
resulted in a gap of approximately $14 million in the General Fund due to the decreased revenues and annual cost
increases. To address this gap, a modified zero-based budget analysis identified reductions in services intended to
have less impact on our strategic plan priorities. Over the last 2 years, more than $31 million recurring reductions
have been incor orated in the Cit 's General Fund o eratin bud et.
Clerk's Office
Si n-Offs:
Department Direc r Assistant City Manager City Manager
/ //
U
~~
i~-GENMDA tTEM 1 ~ ~~ ~,
DATE
m MIAMIBEACH
City of Miami Beach, 1700 Convention Center Drive, Miami Beach, Florida 33139, www.miamibeachfl.gov
COMMISSION MEMORANDUM
TO: Mayor Matti Herrera Bower and Members of the City Commission
FROM: Jorge M. Gonzalez, City Manager
~~~.-
DATE: September 17, 2008 '.1
SUBJECT: A RESOLUTION OF THE MAYOR AND CITY COMMISSION OF THE
CITY OF MIAMI BEACH, FLORIDA, ADOPTING FINAL BUDGETS
FOR THE GENERAL, RDA AD VALOREM TAXES, ENTERPRISE,
AND INTERNAL SERVICE FUNDS FOR FISCAL YEAR (FY) 2008/09
ADMINISTRATION RECOMMENDATION
The Administration recommends that the City Commission adopt the attached Resolution
which establishes final budgets for the General, RDA Ad Valorem Taxes, Enterprise, and
Internal Service Funds for FY 2008/09.
PROCEDURE
As outlined in the companion Agenda Item R7A1, Section 200.065, Florida Statutes
specifies the manner in which budgets are adopted. Following a second public hearing, the
final millage rate for both the general operating and debt service is adopted, then
immediately thereafter, final budgets by fund are adopted. The attached Resolution adopting
final budgets for the General, RDA Ad Valorem Taxes, Enterprise, and Internal Service
Funds for FY 2008/09 is therefore presented for adoption.
CHANGES FROM THE SEPTEMBER 8, 2008 PUBLIC HEARING
PARKING FEES
At the September 8, 2008 Public Hearing, the City Commission approved the parking rates
increases as recommended in my Proposed Work Plan and Budget. In addition
recommended revisions to the rate structures for parking garages, based on the review at
the Neighborhoods/Community Affairs Committee meeting of July 30, 2008, were approved
on first reading subject to a modification to the 17th Street Garage hourly rate structure that
provides for parking at the rate of $1/hour up to 6 hours; then increments up to a maximum
of $20 for 24 hours.
The revision to the 17t'' Street garage rate structure represents an approximate annual
reduction of $317,104 to the proposed budget for the Parking Enterprise Fund.
Adopting Final Budgets
September 17, 2008
Page 2
As a result of this reduction in revenues, the transfer for the Reserve for Future Capital
projects has been reduced from $3,435,054 to $3,117,950, a corresponding reduction of
$317,104 in the expenditure budget.
WATER, SEWER & STORMWATER RATES
The Mayor and City Commission adopted the tentative millage rate for general and debt
service, and the tentative operating budgets, by fund at the first public hearing on September
8, 2008.
In my August 6'h Proposed Work Plan and Budget transmittal memorandum, I recommended
an increase in water fees from $3.23 to $3.5949 per thousand gallons (an 11 percent
increase) to pass through the wholesale rate increase proposed by Miami-Dade County
(from $1.10 to $1.4649 per thousand gallons, a 33 percent increase to wholesale
customers). In addition, I explained that additional rate increases would be needed in
Water, Sewer and Stormwater funds for coverage requirements related to the sale of
additional bonds. The most current estimates have identified the need for $45.4 million in
water projects, $4.9 million in sewer projects, and $94.65 million in Stormwater projects.
The additional rate increases needed for these additional bonds were presented to the
Finance and Citywide Project Committee (FCWPC) on August 21, 2008. The FCWPC
expressed concern regarding the amount of the increase and directed staff to evaluate a
phasing of the debt based on a more detailed analysis of the timing of the capital projects.
At the Commission Budget hearing on September 8, 2008, the Administration recommended
revised rates, reducing the total impact of the proposed fee increases water, sewer, and
stormwater combined for an average residential customer using 11,000 gallons per month
from $39.70 per month to $27.08 per month. For a customer using 5,000 gallons per less
per month the impact was reduced from $22 per month to $14.30 per month.
However, since September 8, 2008, the Administration has taken a further look at the
phasing of the projects, with the goal of reducing the impact of the initial rate increases. As
part of this review, the 10% operating expense contingency was reduced to 5%, earnings in
excess of $1 million were carried forward as revenues in the subsequent year, the sewer
true-up credit of $1.66 million from Miami-Dade County was used to reduce operating
expenses for FY2008/09, the issuance of the first series of bonds was moved from October
2009 to mid 2010 and the second series of bonds to 2012.
As a result of these modifications, the revised impact to an average residential customer for
the water, sewer and stormwater fee increases, combined, is reduced to $16.36 per month
as shown in the following table. For a customer using 5,000 gallons per month the impact
was reduced from $14.30 per month to $8.32 per month.
Adopting Final Budgets
September 17, 2008
Page 3
FY 2008/09
Proposed Proposed Proposed Difference
Fee FY 2007/08 Fee as of Fee as of Fee - from FY
er thousand allons Fee 8/21/2008 9/8/2008 Revised 2007/08
Water and Sewer
Water $ 3.23 $ 4.60 $ 4.13 $ 3.88 $ 0.65
Sewer 4.93 6.51 6.16 5.62 0.69
Combined Fee $ 8.16 $ 11.11 $ 10.29 $ 9.50 $ 1.34
Monthly Charge to 11,000
allon Customer $ 89.76 $ 122.21 $ 113.19 $ 104.50 $ 14.74
Monthly Charge to
Mimimum 5,000 Customer $ 40.80 $ 55.55 $ 51.45 $ 47.50 $ 6.70
stormwater $ 5.80 $ 13.05 $ 9.45 $ 7.42 $ 1.62
Combined Fees
Total Monthly Charge to
an Average Residential
Customer $ 95.56 $ 135.26 $ 122.64 $ 111.92 $ 16.36
Total Monthly Impact to ~~'
Average Residential i=
Customer $ 39.70 $ 27.08 $ 16.36 ~;
Monthly Charge to
Mimimum 5,000 gallon
Customer $ 46.60 $ 68.60 $ 60.90 $ 54.92 $ 8.32
Monthly Impact to
Mimimum 5,000 gallon
Customer $ 22.00 $ 14.30 $ 8.32
Additional increases will be required in future years as presented in the accompanying
agenda items modifying water, sewer and stormwater rates. Further, to effectuate this
financing, aletter/line of credit would be issued for water, sewer and stormwater projects to
be replaced with water, sewer and stormwater bonds in FY 2009/10.
FIRE TRANSPORT FEES
Once again, there has been general endorsement to raise the Emergency Transport fees on
the basis that we would be on parity with Miami-Dade County as they too were planning to
raise fees. At this point in time, Miami-Dade County has been less than forth-coming
regarding their plans. None-the less, I believe it is appropriate to recommend raising the
fees at this time. The fire and transport fees are subject to County approval, therefore, I have
decreased the Emergency Transport fee revenues in the General Fund by $720,000, which
either needs to be made up by other revenue increases or expenditure decreases.
As we did last year, I am recommending that we reduce the funding for the Capital
Investment Upkeep Account from $2 million to $0.58 million, and reducing operating
contingency from $1.3 million to $1 million, with the anticipation that the $0.72 million will be
replaced when the County approves our fee increase or with FY 2007/08 year-end surplus.
Adopting Final Budgets
September 17, 2008
Page 4
The revised proposed General Fund Budget is $235,391,925.
Fifty percent (50%) of any year-end surplus is restricted, by the City's financial policy, to be
transferred to the City's capital reserve fund. Further, as a one-time revenue source, the
balance can only be used to fund non-recurring expenses such as capital, transfers to
reduce deficits in liability funds, etc. The mid-year projections estimated a General Fund
surplus of $6 million, of which approximately $4 mi-lion is due to increased Building permit
fee revenue. After the funding to the 50% reserve, other potential uses of year-end surplus
include additional transfers to the Risk Management Fund and as a set aside to address the
liability reported in association with post employment benefits (in accordance with the recent
GASB 45 requirements), and additional funding towards the City's 6 percent contingency
goal. These year-end unexpended dollars are available to us this year primarily due to the
on-going review of building permits at close-out and to our efforts throughout the year of
reducing expenditures in anticipation of the Amendment 1 impacts.
BACKGROUND
Over the last several years, the City of Miami Beach has adopted budgets that provided tax
and fee relief while at the same time providing improved services that address needs and
priorities identified by the community (primarily in public safety, cleanliness, landscaping and
beautification, recreation and cultural arts programming, renewal and replacement funding
for our facilities, and building/development functions); and providing structural changes that
enhance capital funding and reserves. However, these objectives have become increasingly
more challenging in the last two years. The development of the FY 2008/09 budget has had
to address the combination of the impact of Amendment 1, passed by the voters on January
29, 2008, the downturn in the real estate market, the legislated limitation in property tax
revenue growth to 4.15 percent based on statewide income growth for the current year, a
reduction of state-wide revenues due a reduction in sales tax collections, and over $20
million and 93 positions in reductions made the prior year by the City due to a state-
mandated reduction in the City's millage - an almost perfect storm, financially speaking.
On the expenditure side, Current Service Levels expenditures typically have increased
between 6% and 8% annually due to salary and fringe increases and other normal consumer
price index adjustments. On the revenue side, based on the July 1, 2008 Certification of
Taxable Value from the Miami-Dade County Property Appraiser, even without the impact of
Amendment 1, property values only increased 1.9 percent from the 2007 tax roll certification
to the 2008 tax roll certification; 0.7 percent was due to new construction. This compares to
property tax increases between 14 and 30 percent per year in the last 5 years, and at least
an 8 percent increase per year over the last 10 years.
In the long-term, the property tax revenue growth limitation will continue to have an impact.
In addition, property values may be reduced depending on how long the market takes to
recover. Both of these will contribute to an ongoing structural imbalance in the City's budget
that must be addressed. With the new limitation on property tax revenue growth, as well as
the downturn in the economy, revenues are now projected to grow on average 3 percent per
year (except for FY 2009/10 due to one-time projected construction impacts), while
expenditures are projected to grow at approximately 5% per year, even without any cost of
living adjustments that may be approved beyond FY 2008/09.
DECISION-MAKING PROCESS
Adopting Final Budgets
September 17, 2008
Page 5
The budget development process has included participation from within and from outside
City Hall. The budget process continues to utilize data from the 2007 community surveys as
well as more recent focus groups in North Beach which had been identified as an area of
focus in the 2007 surveys.
At the Commission Retreat held on May 1 and 2, the preliminary budget information was
provided to the Commission and priorities were established. In addition, the Commission
provided direction regarding departments where more detailed budget briefings were
desired. Preliminary projections provided at that time estimated a General Fund shortfall of
$12.5 million. This estimate included the impact of reduced property tax revenues and
anticipated growth in current service level expenditures (i.e. the cost of providing the same
level of service as in the current year). These increases included:
• Salary adjustments for cost of living, merit increases etc.
• Increases in health insurance and pension benefit costs
• Increases in operating costs, especially fuel
• Expenditures for the maintenance and service of newly completed capital projects
As with the preparation of the FY 2007/08 budget, departments were directed to analyze
and present their budget from two perspectives:
To once again review for potential efficiencies, reorganizations to reduce cost, etc.
To again perform a modified zero-based analysis of each department budget, identifying
potential services reductions versus core functions. Each of the potential service
reductions have stakeholders who would be impacted in some way and each of them
have been implemented in response to a need or priority in our community. For each of
the potential service reductions, departments provided the type of impact and the
magnitude of the impact. Core functions were defined as those functions which, if cut,
render it impossible for the department to provide service at any reasonable level.
Between June 17 and June 30, a series of budget briefings were held with the Finance and
Citywide Projects Committee, including a discussion of capital project priorities; and reviews
of Sanitation, Property Management, Greenspace Management, Capital Improvements
Office, and Code Compliance budgets. These budget briefings reviewed Current Service
Level expenditures and impacts of service level alternatives.
On July 1, 2008, the City received the Certification of Taxable Value from the Miami-Dade
County Property Appraiser. The certified value was not only lower than the City preliminary
estimate which had been based on the 4.15 percent revenue cap, but was also lower than
the June 1, 2008 preliminary value provided by the property appraiser. At the July 8 and
July 10, 2008, Finance and Citywide Projects Committee meeting, an updated Current
Service Level estimate was provided to the Committee, reflecting a gap of approximately
$14 million. This estimate incorporated the impact of the July 1, 2008 Certification of
Taxable Value and refinements to Current Service Level expenditures. In addition,
proposed efficiencies/reorganizations, potential service reduction alternatives, and potential
revenue enhancements were presented to the Committee for review. Departmental budget
briefings were also conducted with the City's Budget Advisory Committee.
Attachments A-D provide a summary of the efficiencies/reorganizations and service
reductions to address the $14 million gap, as recommended by the Committee with minor
Adopting Final Budgets
September 17, 2008
Page 6
revisions. Despite these reductions, the budget will continue our focus on providing "value
of services for tax dollars paid" by continuing to provide services to the community free of
charge or at significantly reduced fees, including free arts and movies in the parks, free
access to pools and youth centers, reduced fee recreation programming, etc.
MAINTAIN PRIORITIES IDENTIFIED BY THE COMMUNITY
The FY 2008/09 Proposed Work Plan and Budget provides tax relief to the community (with
a reduction of $86 in taxes paid to the City by a $365,000 homesteaded property owner} and
at the same time continues to address community priorities:
Focuses on taxpayer value -continuing free access/reduced fees to programs and
facilities;
Continues structural changes to ensure the sustainability of the city in the long term; and
Maintains recently implemented priorities identified by the community, focusing on police
sanitation, funding for landscape replacement and reforestation, pay-as-you-go capital
funding for projects ,etc.
INCREASE TAX PAYOR VALUE FOR SERVICES -FREE OR REDUCED FEE
OFFERINGS FOR RESIDENTS
The Proposed Work Plan and Budget preserves benefits specifically for City of Miami Beach
residents, including:
• Our free "Arts in the Parks" series (although reduced from 10 to 6 times per year);
• Access to free cultural arts programs (theater, dance, music and visual arts) for
children involved in after school and summer camps;
• Scholarship specialty camps in the summer, in addition to children participating in
day camps; and programs for traveling athletic leagues;
• Free access to City pools on weekends and during non-programmed hours;
• Free general admission to our Youth Centers on weekends and during non-
programmed hours, including both Youth Centers seven days per week;
• Free Learn-to-Swim programs for three to four year-old residents;
• Reduced resident rates for recreation programs;
• Free "family friendly" Movies in the Park;
• Discounted admissions to the Fillmore at the Jackie Gleason Miami Beach theatre;
• Special programming by the Miami City Ballet for the Miami Beach community,
including a new contemporary dance series;
• Free admission to museums on Miami Beach, including the Bass and Wolfsonian
Museums every day and the Jewish Museum on Wednesdays, Fridays and
Saturdays;
• Free bi-annual Sports Expo for our residents (hosted in fall and spring, residents have
an opportunityto registerforsports programs offered throughout the year- games and
activities such as bounce house, climbing wall, music, inflatable slide, etc_} are
provided;
• Free access to the majority of our senior citizen programs and special populations
programs, including several free dances that take place throughout the year;
• Free of charge play at the Par 3 golf course for all residents;
Adopting Final Budgets
September 17, 2008
Page 7
• Free crime analysis of residents' homes by our Police Department;
• Free child safety seat checks by our Fire Department;
• Free MB magazine delivered to all residential properties in Miami Beach; and
• Discount rates for purchase of IBM/Lenovo personal computer equipment.
MAINTAIN STRUCTURAL CHANGES TO ENSURE SUSTAINABILITY OF THE CITY IN
THE LONG TERM
The Proposed Budget continues to strengthen funding for structural changes incorporated in
the FY 2005/06 budget as follows:
• Provides a transfer of $2.2 million in annual funding for the General Fund Capital
Renewal and Replacement Fund;
• Provides a transfer of $2.5 million to the City's Capital Reserve to fund unforeseen
capital project costs throughout the year;
• Provides a $4.5 million transfer to the capital pay-as-you-go component of the
Capital Budget;
• Provides $0.58 million transfer to the Capital Investment Upkeep Account for non-
facility related upkeep (landscape renewal and restoration, replacement of up-
lighting and pavers, etc.), and for the comprehensive reforestation program to
replace trees lost through hurricanes in past years, with an additional $$0.42 to be
added from FY 2007/08 year-end surplus or increased transport fees subject to
County approval; and
• Provides a $1.1 million transfer for the Information and Communications Technology
Fund.
These structural improvements continue to ensure that the General Fund Budget is
comprised of a little over 95% for on-going operations, and just short of 5% for capital
transfers that help ensure long-term sustainability of the City and value for our residents.
While ensuring value for our residents, and continuous reinvestment in our City's assets, this
continues to provide flexibility in the future, and the ability to more easily adapt to changing
economic conditions.
WORK PLAN SUMMARY
Overall, the City's 2007 community surveys and more recent 2008 North Beach focus
groups, reflect very favorable ratings by the community in response to service
enhancements that have been implemented over the last few years.
Resident results overall remain favorable across a number of survey items and Miami
Beach continues to be similar to or above satisfaction levels surveyed in many
jurisdiction, and some services have improved further.
Moreover, business results improving across many survey items, with over 40% of
comparable questions increasing by at least 5 points from 2005, with overall
improvement seen in rating the City of Miami Beach as a place to run a business, bui
even more dramatically in the job the City of Miami Beach is doing in meeting their
needs.
Adopting Final Budgets
September 17, 2008
Page 8
• Significant improvements in business ratings can be seen in several areas including
cleanliness of streets and waterways, collection of garbage and trash, landscape
maintenance in rights-of-way and public areas, amount done for historic preservation,
ratings of recreational programs and facilities, recently completed capital projects, and
overall experience when contacting the City.
However, some of the areas continue to be key areas of concern and remain a focus in the
Proposed Work Plan and Budget:
• Storm drainage, cleanliness of canals/waterways and condition of sidewalks;
• Dealing with the Building Department;
• Pace of new construction/development ;
• Getting around the City, more specifically related to the areas of traffic flow, condition of
roads, available parking in neighborhoods and especially in other parts of the City,
availability of pedestrian trails & bike paths/lanes, and ability of public transit to get
employees/customers to businesses;
• Addressing homelessness; and
• When contacting the City, ease of finding someone, having trained staff, and overall
satisfaction with experience (but it varies based on reason for contact).
Further, the 2008 focus groups conducted in North Beach, continued to identify cleanliness
as a concern, despite significant improvements identified in other services.
Cleaner and Safer
The resident surveys in 2005 and 2007 confirmed that safety is one of the top quality of life
factors for our residents. In contrast to recent national trends, the City's crime rate
decreased steadily through FY 2006 and has since remained steady -between 2006 and
2007 the City had a 4% decrease in the City's violent crime and only a 2% increase in total
violent and property crimes. This compares favorably to other major municipal jurisdictions
with increases that ranged from 1 to 20% for violent and 4 to 13% for violent and property
crime.
The Proposed Work Plan and Budget maintains 2 marine officers added in FY 2005/06; the
use of traffic motor units on overtime to assist the Parking; the use of Patrol officers for the
Neighborhoods Contact Program initiated in FY 2005/06; and lifeguard coverage for 100% of
our publicly accessible beaches.
Moreover, the Proposed Work Plan and Budget does not reduce the police force from prior
years. However, planned staffing increases to afternoon shift ATV (2 Officers), increases to
the 4th shift (5 Officers), and anticipated increases to midnight shift (5 Officers) will no longer
be implemented. Although the planned increase of staffing would be ideal, Police is
finalizing a new patrol staffing plan which will provide more effective coverage and
scheduling of officers. The only other reductions in Public Safety are the eliminations of two
clerical support positions, the conversion of three Police Officers needed for coverage of the
detention facility to detention officer positions, and returning the South Pointe
Redevelopment area building to City for leasing opportunities, none of which have an impact
on the delivery of public safety services in the City.
Adopting Final Budgets
September 17, 2008
Page 9
Cleanliness of our City continues to be a priority for our residents and businesses. We will
maintain expanded services that have been implemented in recent years, The City uses a
quantitative index to assess the impact of these efforts and results have shown significant
overall improvement. Between FY 2005106 and FY 2006/07, the scores improved by 15
percent overall. While these improvements have been generally maintained for FY 2007/08
to date, additional improvements have been achieved in the cleanliness of our parks and
beaches.
More Beautiful and Vibrant; Mature and Stable; Unique Historic and Urban
Environment
Funding for landscaping and beautification continues to be a priority. The Proposed Work
Plan and Budget provides $230,000 in funding for replacement of landscaping, pavers, up-
lighting, etc. through the Capital Investment Upkeep Account and $350,000 in funding for
year three of the City's reforestation plan, replacing landscaping and trees damaged or
destroyed by hurricanes. It is anticipated that an additional $420,000 will be made available
during the year for additional funding.
One of the City's recommended cost reduction approaches is to reduce service levels in
landscape maintenance in several low utilization locations -reducing mowing from 34 to 30
times per year, litter from five times per week to three times per week, pruning and trimming
from every two weeks to every three weeks, weed control from every four weeks to every
five weeks, mulching from every 10 to every 12 weeks, etc. Further, the Proposed Work
Plan and Budget provides funding for landscape, maintenance, and security costs related to
the new North Beach Recreational Corridor and South Pointe Park, both of which are
anticipated to be on line for FY 2008/09.
In addition, despite a reduction in one planning position for processing building permits due
to the anticipated reductions with the downturn in the market, the City continues to focus
planning efforts on growth management, concurrency, neighborhoods, and landscape
planning.
Ensuring compliance with code regulations also continues to be a priority. The Proposed
Work Plan and Budget placed a renewed emphasis on the Code Compliance Division, with
the Division reporting separately and directly to an Assistant City Manager. Not only does
this achieve cost savings, but the new reporting structure provides a higher level of focus
and oversight for this function. Further, a new director has been hired to move the division
forward under this new structure. Other improvements in the Division include the conversion
of three code compliance positions from full-time to part-time, allowing for more effective
scheduling of special details such as noise, vendors, flyers/handbills, etc.
Consistent with the City Commission concern about graffiti, the City will be working within
our current resources to improve the graffiti reporting process and thereby ensure more
timely response by City personnel. Neighborhood associations willing to assist in the
reporting process will be enlisted and provided easy access to our data recording system.
Once graffiti is reported, it will be assigned to Property Management crews as priority work.
These work orders will be flagged for completion within 48 hours of being reported. Graffiti
reported containing obscenities, gang markings or other unacceptable writing or graphics will
be responded to immediately.
Adopting Final Budgets
September 17, 2008
Page 10
To provide for expert advice on matters related to the American Disabilities Act (ADA), the
City will use the County ADA Office as a primary source and supplement that resource with a
consultant that will be on call as needed to address questions and further to serve as an
expert for the City Attorney's Office in the event of litigation. Consultant fees for this purpose
are estimated to be $40,000.
In our recreation programs, while reductions have been made reducing the numberof major
free events at our parks from 12 to 8 per year and closing each of the pools on the lowest
used day each week during winter months (November through February), the Proposed
Work Plan and Budget continues to provide a wide range of quality free and reduced fee
programs for residents. We will monitor demand during the winter months and make
refinements as necessary.
The previously proposed closing of each of the Youth Centers on alternate weekend days
due to low utilization has been deferred based on refinements to available revenues as well
as concerns raised by the City's Service Partnership, social service organizations and other
faith-based organizations in the City who have identified additional need for un-programmed
space for activities such as basketball, etc. Instead, the City will work with these
organizations over the next year to identify strategies to increase the use of the youth
centers on weekends and we will re-evaluate the status for the FY 2009/10 Proposed Work
Plan and Budget.
Successful recreation programs for teens and seniors also continue to be a priority, along
with weekly classes in visual or performing arts in after school programs and summer
camps. The Proposed Work Plan and Budget provides full funding for operation of the
Normandy Shores Golf Course, anticipated to be on line for FY 2008/09.
Consistent with the addition of a new Key Intended Outcome (KIO) to the City's Strategic
Plan to "Improve the lives of elderly residents in the City", the Proposed Work Plan and
Budget includes the use of an existing vacant case worker position to enhance outreach to
elderly residents, including "shut-ins"; increase focus on coordination of and referrals to
existing programs, including basic necessities, employment programs, transportation, and
recreation programs; maximize utilization of existing facilities for elderly programs when not
in use with programming for children; and prioritize senior services for community assistance
grants along with services for children.
Similarly, the City's Strategic Plan has incorporated a new KIO related to "Enhancing
learning opportunities for youth", a reflection of the City's significant accomplishment and
continued commitment to its first ever Education Compact with the Miami-Dade County
School District, an innovative agreement that promotes excellence in Miami Beach schools.
Homeless outreach and placement services are also maintained to ensure continuing
resources to address homelessness. Much has been accomplished in the last several
years, with the census count for the number of homeless in the City declining from 314 in
November 2000 to 98 in January 2008. Despite these decreases, homelessness remains a
major concern throughout the City.
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September 17, 2008
Page 11
Cultural, Entertainment and Tourism Capital
The City continues to expand support of the arts in recent years, providing $630,000 for
grants in FY 2007/08 and focusing on arts for our children aswell asfamily-oriented cultural
activities. In addition, although funding for the Festival of the Arts is reduced from $75,000
to $55,000, this represents the actual funding requirements for the Festival in FY 2007/08
and therefore has no service impact. We are continuing our very successful arts in the
parks series where we have brought music, Shakespeare, opera, plays, etc. to our residents
in various parks throughout the City, albeit at a reduced level from 10 to 6 events per year.
During FY 2006/07, over 2,000 participants attended these events. In addition, residents
have enjoyed benefits from 28 special events happening around the City including reduced
ticket prices and/or advanced offering for the annual Food and Wine Festival, Polo World
Cup, Beach Tennis USA, Top Chef Presents a Taste of Miami, and Celia Cruz Day at the
Bass; free access to many Superbowl events that took place on Miami Beach; and a free
stage on Lincoln Road for the South Beach Comedy festival.
International Center for Innovation in Culture, Recreation and Business
The Proposed Work Plan and Budget continues to focus on improving customer service and
internal controls in our Building Department. Fifteen positions were added in the Building
department in these areas over the past 2 years, a 20 percent increase in staffing.
Significant challenges remain in the Building Department, and as a result no reductions are
planned, allowing the incoming Director to propose his recommendations for improvement.
In addition, we have moved to filing resort taxes on-line, a more efficient process, allowing
the City to reduce staffing in this area.
Well-Improved Infrastructure
Along with, and related to growth management, traffic flow continues to be one of our
community's major concerns. In FY 2008109, we will continue to focus enforcement for
vehicles blocking traffic lanes and intersections. In addition, the City will continue
implementation of a traffic calming pilot program, construction of texture pavement
crosswalks and installation of count-down pedestrian signals at many of the City's busiest
intersections. Further, the City plans to implement a Shared Car Program and aSelf-service
Bicycle Rental Program which in addition to supporting environmental sustainabilitywill also
increase multi-modal mobility throughout the City.
We adopted the City's first Bikeways Master Plan in October 2007. Accomplishments in the
last year include the design and installation of dedicated bike lanes along Prairie Avenue,
16t" Street, and along the Nautilus Neighborhood on 47'" Street, Royal Palm Avenue, and
44'" Street, and a bike route along North Bay Road. Also, bike racks were installed along
Lincoln Road and other locations throughout the City. The City continues to coordinate and
fund the South Beach Local, the most successful bus circulator in the County-with average
monthly ridership of 208,000 passengers compared to 60,000 in prior years for the
Electrowave. As part of our agreement with the County, the City used previous federal
appropriations to purchase four (4) new buses to be operated by the County.
Implementation of the City's capital improvement program also continues as a top priority. In
FY 2007/08, the City anticipates completing several projects, including the North Beach
Adopting Final Budgets
September 17, 2008
Page 12 .
Recreation Corridor; Normandy Shores Golf Course, including restrooms, cart barn and
maintenance facility; renovation of Historic City Hall; renovated parking lots at Alton and 41
Street and the Jackie Gleason Theatre; renovation of Washington Park; and completion of
the Belle Isle Neighborhood Improvements Projects, including infrastructure and above-
ground improvements.
Despite these significant accomplishments, there is still much to be done. As we continue
with improving underground infrastructure in neighborhoods that are more than 50 years old
and renovating historic buildings in the City, we will continue to encounter challenges and
unforeseen situations. The Proposed Work Plan and Budget adds one field inspector
position to the Capital Improvements Office, the cost of which will be covered by project
charge-backs; maintains the annual funding of $2.5 million to the Capital Reserve Fund to
help ensure that projects are not delayed due to funding shortfalls, and provides $4.5 million
in funding for the Capital Pay-As-You-Go Fund. Togetherwith other sources of funds, such
as Quality of Life, South Pointe and City Center capital funds, etc., this allows continued
funding of several important projects in FY 2008/09. The following major projects are
anticipated to begin construction in FY 2008/09: Fire Station #2-Historic Building, 35'h and
53~d Street restrooms, Improvements to seven surface parking lots citywide, Bandshell
improvement, Scott Rakow Youth Center Phase II, Miami Beach Golf Course Cart Barn,
Normandy Shores Golf Course Clubhouse, Collins Park, South Pointe Wastewater Booster
Pump Station, and various neighborhood right-of-way improvements (Bayshore, Biscayne
Point, Convention Center, La Gorce, Ocean Front, Star Island, and South Pointe}.
In addition, the capital component of the Proposed Capital Improvement Plan includes
approximately $50 million in new Water and Sewer Bond eligible projects (reduced from
prior estimates of $75 million) as well as approximately $95 million in new Stormwater Bond
eligible projects.
The Proposed Work Plan and Budget provides capital funding for dredging hot spots and
conducting a longer range study of dredging needs, and maintains funding of the City's
pavement assessment and repair program, street light maintenance and assessments,
broken sidewalk replacement, and a regular maintenance program for outfall and catch
basin cleaning.
Finally, in FY 2004/05 the City began two important initiatives: (1) funding of the Capital
Renewal and Replacement Reserve for general fund facilities; and (2) initiation of
assessments of our facilities to identify and plan for both renewal and replacement needs, as
well as the more routine maintenance, both of which are continued in FY 2008109. The FY
2008/09 Proposed Work Plan and Budget funds life-safety facility renewal and replacement
needs identified through these assessments, however, over $700,000 in non life-safety
renewal and replacement projects are deferred.
Communications, Customer Service and Internal Support Functions
We have also prioritized Key Intended Outcomes to ensure the long-term sustainability of
our City government, including improved communications with our residents, ensuring
financial sustainability and ensuring that we have the best possible employees to deliver
services to our community.
In FY 2007/08, we added a new Key Intended Outcome to the City's Strategic Plan to
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September 17, 2008
Page 13
"Ensure the environmental sustainability of the community". To date we have hired a
consultant to develop solutions to save energy and resources, expanded the City's recycling
programs, and endorsed the adoption of the U.S. Mayor's Climate Control initiative. We are
also working on a Citywide Green Building Ordinance and shared bicycle and car programs.
In addition, the City will minimize the number of printed agenda books distributed,
encouraging on-line access instead.
The Proposed Work Plan and Budget continues funding to enhance communications with
our residents, enhance the availability of city services and processes that can be accessed
and transacted via the Internet, and preserve our technology infrastructure. To that end, the
Proposed Work Plan and Budget continues to fund the City's MB Magazine, albeit at four
times per year instead of six, and continues funding for Citypage in the Neighbor's Section of
the Herald, although reduced from weekly publication to bi-weekly. In addition, original
programming for MB TV will be reduced by approximately 50% and long-format
programming for MB Radio will be eliminated along with a media assistant contract position,
a videographer position and reduced photographer/video programmer hours.
Although the Proposed Work Plan and Budget reduces three positions in the Information
Technology Department, it still includes a $1.1 million transfer to the Information and
Communications Technology Fund, a reduction of $300,000 from prioryears. Projects to be
funded in FY 2008/09 include:
• Year 3 of 5 in project financing for the City's WiFI project;
• The final year of project financing for Disaster Recovery at the Network Access Point
(NAP) location;
• Year 3 of 5 in project financing for the Storage Area Network (SAN);
• Year 3 of 10 in project financing for Enterprise Uninterrupted Power Supply (UPS) and
Generator;
• Year 3 of 5 in project financing for Public Safety Voice Over IP (VOIP);
• Wireless ruggedized laptops for Code Compliance;
• Implementation of the "Telestaff° staffing system for Ocean Rescue, the same system
currently used in Fire Rescue and Police, allowing automated interface to the City's
payroll in Eden and allowing easy tracking of overtime, leave usage, etc.;
• Automation of medical, dental and flexible spending information allowing interface with
the City's Human Resource system; and
• Implementation of a special events and film on-line fee payment system.
In addition, approximately $1.3 million will be funded from the Building Training and
Technology Fund fora new building/development process permitting system, and
ruggedized laptops for Planning and Fire Code inspections, similar to what has been used
by the Building Department in the last few years.
The Proposed Work Plan and Budget maintains the General Fund Budget at approximately
95.2% for on-going operations, and approximately 4.8% for capital components (just short of
the City's financial goal of 5%). This continued funding of transfers for capital within the
operating budget will help ensure long term sustainability of the City, continuing to provide
flexibility in the future and the ability to more easily adapt to changing economic conditions.
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September 17, 2008
Page 14
GENERAL FUND REVENUES
CURRENT SERVICE LEVEL REVENUES
The net General Fund Ad Valorem Current Service Level revenue available for use Citywide
decreased from $114.11 million in FY 2007/08 to $113.09 million for FY 2008/09, a decrease
of $1.02 million in General Fund ad valorem revenues. Of the $113.09 million available for
use Citywide, $9.05 million are equivalent to the tax increment revenues that would have
been transferred to the South Pointe redevelopment district tax had it still been in place.
Current Service Level Ad Valorem revenues restricted to the City's Capital Renewal and
Replacement Reserve is at $3.08 million.
Further, based on current projections, Current Service Level non Ad-Valorem revenues are
anticipated to grow by approximately $2.5 million.
• Increased interest earning due to higher fund balance;
• Increased cable, wireless and electrical franchise revenues, including estimated impacts
of recent electrical fee increases;
• Decreased intergovernmental revenues due to lower sales tax and motor fuel tax
revenues;
• Increased revenues anticipated from the November re-opening of Normandy Shores
Golf Course ($2,169,950);
• Decreased revenues from the Smith and Wollensky and Penrod's Pier Park lease
agreements due to lower restaurant revenues;
• Increased Miscellaneous revenues due to increased CIP charge-backs to offset
increased CIP office costs;
• A reduction of RDA revenues previously used to offset RDA expenses in the General
fund as the expenses have been moved out of the General Fund;
• Increased lease revenues ($200,000) anticipated from the new Colony restaurant lease,
and
• Other miscellaneous adjustments such as reduced revenues from the Children's Trust,
911 revenues form the County (offset by expenses), etc. ($86,262 -reduction)
Total revised Current Service Level revenues are $231,642,680.
OTHER REVENUE ADJUSTMENTS
Beyond Current Service Level revenues, the Proposed Work Plan and Budget revenues
also reflecttheimpacts of recommended service reductions and enhancements ($17,557}.
In addition, approximately $0.517 million in revenues are proposed from new or increased
fees as follows:
• Increased non-resident rates at the Miami Beach Golf Club ($82,800);
• Implementation of $125 and $150 resident and non-resident permitfees forweddings on
the beach ($25,000);
• Implementation of permitting fees for distribution of promotional materials ($50,000); and
• Fuel surcharges for vehicles used for off-duty police work ($360,000).
Adopting Final Budgets
September 17, 2008
Page 15
Further, approximately $4.47 million have been added to the General Fund Operating
Budget through the following:
• Additional use of South Pointe funding through the intergovernmental agreement with
Miami-Dade County for operating in lieu of capital projects, based on the prioritization of
capital projects at the June 30, 2008 Finance and Citywide Projects Committee meeting
($2.3 million);
• Increased transfers of resort tax revenues due to projected increased receipts
anticipated for the next fiscal year to be used to offset tourism-related expenses in the
General Fund ($1.2 million}; and
• Increased Ad Valorem revenues made available by reducing funding of Capital renewal
and replacement to $2.22 million.
The projected FY 2008/09 revenues for the Proposed Work Plan and Budget are reflected in
the following chart.
Inc1(Dec}
over FY Additional FY 2008108
1=Y 2007!08 FY 2008!09` 2007!08 Tokal FY 2008!08 Proposed
Revenues Budget CSL Budget Bud et Revenues ..:Budget
Operating Millage
Property Tax Citywide $114,114,196 $113,091,960 $ (1,022,236) $ 612,881 $113,704,841
Property Tax South Pointe 7,718,251 7,718,251 0 2,296,138 10,014,389
Capital Renewal/Replacement 3,500,531 3,083,236 417,295} (864,262 2,218,974
Subtotal 125,332,978 123,893,447 (1,439,531) 2,044,757 125,938,204
Interest Revenues 6,200,000 6,310,000 110,000 0 6,310,000
Franchise and Utility Taxes 22,833,300 24,001,750 1,168,450 0 24,001,750
Licenses and Permits 14,941,425 14,807,042 (134,383) 0 14,807,042
Intergovernmental Revenues 10,713,940 10,001,420 {712,520} 0 10,001,420
Charges for Services 8,242,350 10,495,181 2,252,831 442,800 10,937,981
Rents and Leases 4,371,150 4,494,014 122,864 (11,012) 4,483,002
Miscellaneous 7,479,915 7,606,986 127,071 103,569 7,710,555
Resort Tax 20,696,309 20,696,309 0 1,169,131 21,865,440
All Other Sources* 9,813,170 9,336,531 (476,639) 0 9,336,531
Subtotal 105,291,559 107,749,233 2,457,674 1,704,488 109,453,721
GENERAL FUND EXPENDITURES
Historically, Current Service Level expenditures have increased between 6% and 8%
annually due to salary and fringe increases and other normal CPI adjustments to other
operating expenses.
In FY 2008/09, Current Service Level expenditures are projected to increase by $15 million,
(an increase of 6.5 percent). Major drivers of expenditures in FY 2008/09 continue to be:
• Increases in salaries and fringes due to previously approved 4% COLA increase as well
as average merit/step increases of 3%;
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September 17, 2008
Page 16
Increases in benefit and overtime costs for the following reasons -
o Increases in pension contributions for the Fire and Police Pension based on
the actuarial estimates ($2,413,792) with offsetting decreases in the General
Fund share of other pension contributions due to a partial "fresh-start"
allowing the City to take advantage of accumulated savings ($776,051);
o Increases in health insurance, based on a 15% cost increase ($1,268,564);
and
o Increases in overtime and other fringes in concert with the increases noted
above.
Current Service Level expenditure projections for FY 2008/09 also include:
Increases in other internal service costs primarily due to increases in fuel ($789,700),
Information Technology, and similar growth in personnel costs as in the General Fund;
• Increases in various other operating costs Citywide based on normal inflationary growth
($559,225);
Expenditures associated with 11 months of Normandy Shores Golf Course operation
are also included in Current Service Level Expenditures ($2,307,521) as compared to
three months of operation as well as grow-in costs budgeted in FY 2007/08 ($445,812),
net of internal service funds and debt;
• Service and maintenance costs for newly completed capital projects including the North
Beach Recreational Corridor and South Pointe Park ($766,034); and
Reductions in the transfer to the renewal and replacement fund in concert with the
reduced revenues noted above.
The total Current Service Level expenditures are $245,635,723, an increase of
approximately $15 million.
FY 2008109 I nc/{Dec} over FY
FY 2007108 CSL 2Q0710$ Total
enditures Bud et Bud et Budget
Salaries (including COLA & Merits/Steps) $ 98,317,840 $ 105,123,719 $ 6,805,879
Benefits and Overtime 56,172,268 59,237,945 3,065,677
Operating Expenses 25,885,902 26,445,127 559,225
Internal Services* 31,705,997 34,075,954 2,369,957
Transfer to Renewal and Replacement 3,500,531 3,083,236 (417,295)
Other Transfers 12,680,000 12,680,000 0
Capital 342,677 342,677 0
Debt Service 2,019,322 2,019,322 0
Maintenance & Service of New Projects* 0 2,627,743 2,627,743
`. ~ ~ ~ =Total $ . ~ 2U,64537 _ ~ $ 245,635,`723 : $ :~ 15,011,'!.86
_,
v... .. .
*$430,000 in Retire Health reflected in Internal Services rather than Benefits
This leaves a remaining shortfall between projected revenues ($235.4 million) and Current
Service Level expenditures ($245.6 million} of $10.2 million.
In addition, approximately $100,000 in enhancements have been incorporated into the
Proposed Work Plan and Budget for the ADA consultant and an additional CIP inspector,
the expenditures for the latter of which is offset by charge-backs to capital improvement
projects.
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September 17, 2008
Page 17
ADDRESSING THE REMAINING SHORTFALL
The shortfall and enhancements are offset by approximately $5.3 million in
cutting/efficiencies and reorganizations, as well as an additional $4.4 million in Proposed
Service reductions. An additional $0.72 million decrease is achieved by reducing the
funding for the Capital Investment Upkeep Account from $2 million to $0.58 million, and
reducing operating contingency from $1.3 million to $1 million, with the anticipation that the
$0.72 million will be replaced when the County approves our fee increase or with FY
2007/08 year-end surplus.
As a result, the approximately $14 million shortfall between Current Service Level revenues
and expenditures has been addressed through the following:
• $5.3 million in additional cutting/efficiencies, reorganizations, etc., of which $5 million
are reductions in capital transfers due to reduced funding need;
• $4.4 million in service reductions, of which $463,000 are reductions in transfers to the
General Fund renewal and replacement account, and $250,000 are reductions to the
South Pointe Renewal and Replacement Fund which allow additional South Pointe
revenues to be used for South Pointe operating expenditures in the General Fund;
• $0.5 million in revenues from new or increased fees;
• $2.0 million in additional use of South Pointe/CDT funding for operating in lieu of capital
projects based on anticipated needs in FY 2008/09;
• $1.2 million are increased resort tax transfers to the General Fund to cover additional
tourism-related expenditures; and
• $0.7 million in reduced funding for the Capital Investment Upkeep Account and
operating contingency, with the anticipation that this will be replaced when the County
approves our fee increase or with FY 2007/08 year-end surplus.
The Current Service Level expenditures reflect no additional transfers to the 11 percent
Emergency Reserve or towards the City's additional 6 percent contingency goal. Reserve
levels are sufficient to fund the 11 percent reserve for the Proposed FY 2008/09 Work Pan
and Operating Budget. As of September 30, 2007, the 11 percent reserve was fully funded
at $24.1 million, and reserves were just short of the additional 6 percent contingency goal in
the financial policy adopted by the Commission in September 2006 -funded at $12.3
Adopting Final Budgets
September 17, 2008
Page 18
million or 5.6 percent for a total of $36.4 in combined reserve and contingency. Based on
the FY 2008/09 Proposed Work Plan and Budget, the 11 percent reserve would need to be
funded at $26 million, leaving $10.4 million available towards the additional contingency
goal (4.4% of the operating budget net of capital transfers) if there are no additional
changes in fund balance, and no additional transfers are made.
I recommend that the remaining balance of the 6 percent goal ($3.8 million) be funded with
year-end surplus from FY 2007/08, but be funded after the following funding requirements:
• The 50 percent of surplus required for the Capital Reserve;
• Funding for additional transfers to the Risk Management Fund;
• The set aside to address the liability reported in association with post employment
benefits in accordance with the recent GASB 45 requirements; and
• Any amounts due to be held for the Building development process.
The July mid-year projection for FY 2007/08 General Fund year-end surplus (revenues less
expenditures) is approximately $6 million. Of the projected $6 million year-end surplus,
approximately $4 million is due to increased building fee permit revenues, a significant
portion of which is revenues from the on-going review of building permits at close-out.
Based on the analysis prepared in FY 2007/08 by JRD associates, it is anticipated that the
additional building revenues will be needed to offset building expenditures and associated
support and indirect expenditures for the FY 2008/09 budget.
The resulting total Proposed General Fund Operating Budget is $235,391,925 million which
is $4.8 million or 2.1 % more than the FY 2007/08 adopted budget of $230,624,537.
GENERAL OBLIGATION DEBT SERVICE FUND
The general obligation debt service payment for FY 2008/09 is approximately $6.1 million,
reflecting a decrease of $92,107. Based on the July 1, 2008 Certified Taxable Value from
the Property Appraiser, these bonds would require the levy of a reduced debt service millage
of 0.2375 mills. This represents a reduction of 0.004 mills.
ENTERPRISE FUNDS
Enterprise Funds are comprised of Sanitation, Water, Sewer, Stormwater, Parking, and
Convention Center Departments. The Proposed FY 2008/09 Enterprise Funds Budget is
$131.6 million. This represents an increase of $10.6 million from the FY 2007/08 Enterprise
Funds Budget, an increase of 8.7 percent. Increases in Current Service Level costs are
projected at $6.3 million (5.7%) primarily the result of additional increases in Miami-Dade
County wholesale water rates, increases in sanitation collection and disposal contract costs,
increases in salaries and benefits, and reserve funds forfuture parking capital projects. These
increases are offset by a decrease of $967,707 in efficiencies and service reductions,
including 11 positions. The balance of approximately $4 million is to provide debt capacity for
the first phase of additional water, sewer and stormwater bonds. The revenues forthe Water
Fund, Sewer Fund, Stormwater Fund, Sanitation Fund, and the Parking Fund reflect proposed
fee increases as welt as approximately $2.4 million in intergovernmental revenues received
through the Amended CDT Interlocal Agreement to offset $3.3 million in non-RDA sanitation
services in tourism areas throughout the City including major thoroughfares, walkways,
alleys, parking lots and beaches.
Adopting Final Budgets
September 17, 2008
Page 19
In the Water Fund, I am proposing an increase in water fees from $3.23 to $3.88 per
thousand gallons (an 20 percent increase) to pass through the wholesale rate increase
proposed by Miami-Dade County (from $1.10 to $1.4649 perthousand gallons, a 33 percent
increase to wholesale customers) and to address financing needs for capital projects. All
other operational expenditure increases related to cost of living adjustments to salaries,
increased costs of health insurance and pension, and increases in other operating costs
have been absorbed without fee increases, including a $474,088 true-up for FY 2006!07
water costs from Miami-Dade County.
In the Sewer Fund, I am recommending an increase in sewer fees from $4.93 to $5.62 per
thousand gallons (an 14 percent increase) to address financing needs for capital projects,
partially offset by a $0.0481 decrease in the wholesale rate from Miami-Dade County. All
other operational expenditure increases related to cost of living adjustments to salaries,
increased costs of health insurance and pension, and increases in other operating costs
have been absorbed without fee increases.
In the Stormwater Fund, I am proposing an increase in water fees from $5.80 to $7.42 per
equivalent residential unit (a 28 percent increase) to address financing needs for capital
projects. All other operational expenditure increases related to cost of living adjustments to
salaries, increased costs of health insurance and pension, and increases in otheroperating
costs have been absorbed without fee increases.
The estimated impact to the average residential customer using approximately 11,000
gallons per month is approximately $16.36 per year for water, sewer and stormwater
combined. For a customer using 5,000 gallons per less per month the impact is $8.32 per
month.
In the Sanitation Fund, I am proposing a fee increase of $1.17 per household per month to
address current year increases in contracted collection charges and Miami-Dade County
disposal charges. Franchise fees for roll-off containers are also recommended to be
increased by 2% from 16% to 18%, consistent with franchise fees for general haulers made
in FY 2007!08, generating approximately $109,000 in increased revenues to offset cost
increases.
In the Parking Fund, I am recommending increases in the meter rates in the South Beach
area from $1.00 to $1.25, to be implemented concurrently with in-car meters that will allow
residents discounted parking rates. Further, as recommended by the Finance and Citywide
Projects Committee, the Proposed Work Plan and Budget includes the replacement of visitor
hang tags with daily coupons and increases meter rental fees from $10 to $17 per day.
INTERNAL SERVICE FUNDS
Internal Support Services are comprised of the Central Services, Fleet Management,
Information Technology, Risk Management and Property Management Divisions. The
Proposed FY 2008/09 Internal Service Funds budget is $50.6 million. This represents an
increase of $1.8 million (3.7 percent) from the FY 2007108 budget, due to increases in salaries
and benefits, fuel, and electrical costs. These increases are offset by a decrease of
$526,068 due to efficiencies and service reductions, including 8 positions. These costs are
completely allocated to the General Fund and Enterprise Funds departments.
Adopting Final Budgets
September 17, 2008
Page 20
CONCLUSION
The Administration recommends adoption of the attached Resolution which establishes the
final budgets for General, RDA Ad Valorem Taxes, Enterprise, and Internal Service Funds
for FY 2008/09.
JMG:KGB:JC
ATTACHMENT A FOR 2nd PUBLIC HEARING -TOTAL PROPOSED REDUCTIONS
Prior Year Reductions FY 2008109 Bud et Positi on Im acts
$ Im acts
POS
CSL Bud et
Efficiency
Reo .Etc. o en is
Service
Reductions
Total
Total
Im act
Proj.
Vac.
Filled
Mgt 8
Admin
Nan
M t
General Fund
Ma or&Commission $ 47,000 -1.0 $ 1,461,678 $ 0 $ 0 $ 0 0.0 0.0 0.0 0.0 0.0 0.0%
Cit Mana er 247,555 -2.0 2,351,552 0 0 0 O.D 0.0 D.0 0.0 0.0 0.0%
Communications 136,147 -1.0 1,262,664 11,750 166,335 178,085 -2.0 -2.0 0.0 -2.0 0.0 14.1%
OBPI 223,058 -2.0 1,991,966 0 0 0 0.0 0.0 0.0 0.0 0.0 0.0%
Finance 453,986 -8.0 4,350,811 0 134,335 134,335 -2.0 -2.0 0.0 -2.0 0.0 3.1%
Procurement 33,886 0.0 967,747 0 48131 48,131 -1.0 -1.0 0.0 -1.0 0.0 5.0%
Human ResourcesJLaborRelations 194,274 -2.5 1,966,862 42,891 55,403 98,294 -1.0 -1.0 0.0 -1.0 0.0 5.0%
Cit Clerk 64,773 -1.0 1,561,692 0 0 0 0.0 0.0 0.0 0.0 0.0 0.0%
Cit Attome 192,580 0.0 4,405,806 0 121,913 121,913 -2.0 -2.0 0.0 -2.0 0.0 2.8%
Economic Develo ment 59,677 -1.0 972,346 0 70,972 70,972 -1.0 0.0 -1.0 -1.0 0.0 7.3%
Buildin 150,000 0.0 8,990,621 0 0 0 0.0 0.0 0.0 0.0 0.0 0.0
Plannin 84,294 0.0 3,297,273 109,590 60,262 169,852 -3.0 -3.0 0.0 -3.0 0.0 5.2%
TCD 245,958 -1.0 3,130,489 61,538 100,537 162,075 -1.0 -1.0 0.0 -1.0 0.0 5.2%
Nei hborhood Services 564,308 -8.0 5,610,601 213,734 0 213,734 -1.0 -1.0 0.0 -1.0 0.0 3.8%
Parks&Recreation 1,475,901 -14.0 31,427,515 0 382,052 382,052 -17.0 0.0 -17.0 0.0 -17.0 1.2%
Public Works 869,960 -7.5 6,684,139 93,506 117,374 210,880 -3.D -2.0 -1.0 -2.0 -1.0 3.2%
CIP 33,990 0.0 3,520,315 0 0 0 0.0 0.0 0.0 0.0 D.0 0.0%
Police 1,459,273 -25.0 81,246,201 167,373 1,171,371 1,338,744 -14.0 -12.0 -2.0 -2.0 -12.0 1.6%
Fire 649,307 -3.0 50,733,656 110,000 833,112 943,112 0.0 0.0 0.0 0.0 0.0 1.9%
Cit ide 806,000 0.0 12,041,269 0 100,000 100,000 0.0 0.0 0.0 0.0 O.D D.8%
Cit ide Securit 144,805 0.0 1,177,284 285,763 285,763
Subtotal $ 8 136,733 -77.0 $ 229,152 487 $ 810 382 $ 3 647,560 $ 4 457 942 X8.0 -27.0 -21.0 -18.0 -30.0 1.9%
Transfers
Ca ital Reserve $ 2,500,000 0.0%
Pa -As-You-Go Ca ital 7,500,000 3,000,000 0 3,000,000 40.0
Info & Comm. Tech Fund 1,400,000 300,000 D 300,000 21.4%
Ca itallnvestmentU kee Acct 2.000,000 1,000,000 0 1,000,000 50.0°
Renewal and Re lacement Fund 3,083,236 151,194 713,066 864,262 28.0%
Homeowners Dividend 4,900,000 0 0 0 0
Transfer to Risk Fund 1,000,000 0 0 0 0
Transfer to 11 % Reserve 3,338,419 0 0 0 0
Total General Fund $ 17,375 152 -77.0 $ 245,635,723 S 5,261,576 $ 4 360,628 E 9,622,204 -48.0 -27.0 -21.0 -18.0 •30.0 3.9%
Internal Servlce Funds
Information Technolo $ 774,482 -3.0 $ 13,973,271 $ 0 $ 173,666 $ 173,666 -3.0 -2.0 -1.0 -3.0 0.0 1.2
Risk Mana ement 325,443 -0.5 17.704,575 D 0 0 0.0 0.0 0.0 0.0 0.0 0.0
Central Services 10,725 0,0 859,823 0 4,412 4,412 0.0 O.D 0.0 0.0 0.0 0.5%
Pro eri Mana ement 199,419 -4.0 9,746,744 177,402 70,224 247,626 -3.0 -3.0 0.0 0.0 -3.0 2.5%
Fleet Mana emeM 98,940 -1.0 8,804,743 0 100,364 100,364 -2.0 0.0 -2.0 0.0 -2.0 1.1%
Total Internal Service Funds $ 1,409,009 -8.5 $ 51,089,156 $ 177,402 $ 348,666 $ 526,068 -8.0 -5.0 -3.0 -3.0 -5.0
Enter rise Funds
Convention Center $ 48,821 0.0 $ 17,372,626 $ 0 $ 0 $ 0 0.0 0.0 0.0 0.0 0.0 0 0
Sanitation 256,060 -2.0 15,711,681 106,270 0 106,270 -1.0 0.0 -1.0 -1.0 0.0 0.7%
Sewer 79,993 -1.0 29,310,663 119,360 0 119,360 -3.0 -3.0 0.0 0.0 -3.0 0.4%
Water 200,508 -6.0 26,533,786 142,392 0 142,392 -4.0 -3.0 -1.0 0.0 -4.0 0.5%
Stormwater 111,316 1.5 8,377,772 377,772 0 377,772 -1.0 -1.0 0.0 D.0 -1.0 4.5%
Parkin 468,274 0.0 31,552,635 180,913 41,000 221,913 -2.0 -2.0 0.0 -1.0 -1.0 0.7%
Total Enter rise Funds $ 942,340 -7.5 $ 128,859,163 $ 926,707 $ 41,000 S 967,707 -11.0 -9.0 -2.0 -2.0 -9.D
Grand Total $ 19 726 501 -93.0 $ 425,584,042 $ 6 365 685 $ 4,750 294 $ 11,115 979 -67.0 X1.0 -26.0 -23.0 -44.0 0
FY 2008!09 Proposed Work Plan and Budget
ATTACHMENT B -MINIMAL SERVICE IMPACT EFFICIENCIES, REOGANI2'ATIONS, ETC.
Positions
Cum. Dept. Total Proj. Mgt. & Non
GENERAL FUND Im act Im act Im act Vacant Filled Admin M t.
Police
Support. Eliminate Clerk Typist -The duties would be absorbed by the
Admin Aide I osition remainin $ 40 686 $ 40,686 -1 -1 -1
Eliminate one (1) Clerk Typist (Patrol, Administration) -Handles
administrative work for Patrol Shift to include payroll and data entry -The
function has been absorbed by the Administrative Sergeant due to recent
or anizational chan es $ 39,501 $ 80,187 -1 -1 -1
Replace 3 Police officers needed for coverage of the detention facility
with detention officer positions. Detention officers are better trained and
have specific job classifications for the handling and processing of
arrested individuals. It is more efficient and effective to place detention
officers in this ositions than sworn olice officers $ 75,206 $ 155,393 0
Patrol. Return SP RDA building to City for leasing opportunities. Figure
represents savings of operating expenses only: Cleaning services, alarm
monitoring, electric services, photocopier lease and office supplies -
There is no im act on the delive of olice services to this area $ 11 980 $ 167,373 0
Fire
Convert five (5) sworn firefighter positions to civilian inspectors and re-
assi n firefi hters to shift -- re lacin fire fi hters as the retire $ 110 000 $ 110,000 0
Nei hborhood Services
Replace Neighborhood Services Department Director position with Code
Compliance Division Director position $ 73 834 $ 73,834 0 0
Eliminate Code Administrative Manager. Function will be absorbed by
Business Liaison osition Customer Service Mana er 77,320 $ 151,154 -1 -1 -1
Convert 3 Full Time Code Officers Positions (anticipated to be vacant by
promoting into 3 Code Admin positions) into 3 Part-time Code Officer
Positions: These 3 part time positions would handle all the special
details, animal ordinance, flyers/handbills, vendors, graffiti and any other
s ecial details re uested throw howl the ear $ 62,580 $ 213 734 0 0
Public Works
Eliminate Capital Projects Coordinator -shifting functions to operations
supervisor in Streets and Streetlighting -decreased emergency repairs
anticipated due to CIP program -This position has beeen vacant for one
ear $ 93 506 $ 93,506 -1 -1 -1
Plannin
Eliminate Administrative Asst. I -Dev. Board -Processes all applications
related to the BOA, administers the public hearing process (being
performed by OAlll) $ 47,800 $ 47,800 -1 -1 -1
Convert Planner to OAIV- Assists Development Review Board
A lications Board Pre aration $ 13 990 $ 61,790 0 0
Administrative Asst. I -Dev. Board -Duties will be absorbed in
Department $ 47,800 $ 109 590 -1 -1 -1
TCD
Eliminate the Cultural Facilities Manager Position: This position has been
vacant since November 2007. Since that time SMG has assumed added
responsibility. This proposal would require the venue manager (SMG
Employee) to continue with added responsibilities $ 61,538 $ 61,538 -1 -1 -1
Communications
Convert 2 Media Assistants to Professional Service contracts -currently
usin rofessional services as ositions are vacant $ 1t,75o $ 11,750 -2 -2 -2
Human ResourceslLabor Relations
Eliminate HR Tech II (Recruitment) Position {and Medicare) -duties
reassigned to other existing HR staff due to department restructuring and
reassi nment of duties $ 42,891 $ 42,891 -1 -1 -1
Transfers
Reduce Pay-As-You-Go funding to reflect FY 2008/09 funding needs $3,000 000 $ 3,000,000 0
e uce n ormation an ommunica ions ec no ogy un ing to re ec
FY 2008109 fundin needs $ 300,000 $ 300,000 0
Reduce capital investment upkeep account funding to reflect FY 2008/09
funding needs $1,000,000 $ 1,000,000 0
Reduce renewal and replacement funding to re ect FY 2008/09 nding
needs -South Pointe Renewal and Replacement South Pointe dedicated
tax increment revenues $ 151,194 $ 151 194 0
Total General Fund $ 5,261,576 -10 -8 -2 -10 0
Positions
INTERNAL SERVICE FUNDS
Im act Cumulative
Department
Im act
Total
Im act
Vacant
Filled
Mgt.B
Admin
Non
M t.
Pro a Mana ement
Reduce 3 vacant positions (Electrician, A/C Mechanic & Plumber) -
Positions have been vacant for 6 months or more without significant
im act. 3 $59134
$ 177,402
$ 177,402
-3
-3
-3
Total Internal Services Funds $ 177,402 -3 -3 0 0 -3
Cumulative
Department Total Mgt. & Non
ENTERPRISE FUNDS Im act Im act Im act Vacant Filled Admin M t.
Sanitation
Restructure to Reclassify 1 WD supervisor ($58,427) to a HEO 1
$33,280 both vacant $ 25,147 $ 25,147 0
Restructure to Reclassify 1 HEO 2 ($58,427) to a HEO 1 ($33,280) (both
vacant $ 25147 $ 50,294 0
Eliminate Clerk T ist osition $ 55 976 $ 106,270 -1 -1 -1
Sewer
Eliminate one (1) Asst. Pumping Mechanic, one (1) HEO I, one (1) Sewer
Pi efitter $ 119,360 $ 119,360 -3 -3 -3
Water
Cut three 3 MSW II's and one 1 Water i efitter $ 142,392 $ 142,392 -4 -3 -1 -4
Stormwater
Eliminate one (1) HEO I -position has been vacant for some time and functions
have been absorbed $ 41,772 $ 41,772 -1 -1 -1
Suspend funding for catch basin and pipe cleaning in North Beach due to CIP
projects underway in that area (Normandy Shores & Normandy Sud). Cyclical
cleanin is a mandato element of an effective NPDES com liance ro ram. $ 150,000 $ 191,772 0
Suspend funding for outfall cleaning in North Beach due to CIP projects
underway in that area (Normandy Shores & Normandy Sud). Cyclical cleaning is
a mandato element of an effective NPDES com liance ro ram. $ 186,000 $ 377,772 0
Parkin
Reduce Marketing by 10% -Advertisements in Newspapers and
periodicals -reductions in promotional materials. Office of
Communications will provide services with the remaining $71,000 for
marketin throw h a coordinated marketin a roach $ 8,000 $ 8,000 0
Reduce contract sign maintenance. IMPACT the implementation of the
initiative to contract a sign maintenance crew for graffiti removal and
maintenance of parking regulatory signs. $ 62,000 $ 70.000 0
Reorganize Department, eliminating Assistant Director, and 3 Parking
Specialists and replace with 1 Parking Ops Supervisor, and 1 Meter
Technician II $ 110 913 $ 180,913 -2 -2 -1 -1
Total Enter rise Funds $ 926,707 -11 -9 -2 -2 -9
ATTACHMENT C -SERVICE REDUCTIONS
Positions
Cumulative
Department Total Proj. Mgt & Non-
Im act Im act Im act Vacant Filled Admin Admin
GENERAL FUND
Police
Reduction of unfilled vacancies in Patrol. Planned staffing increases to Afternoon
Shrft ATV (2 Officers), increase to the 4th Shrft (5 Officers), and anticipated
increases to Midnight shift (5 Officers) will be impacted. Although the increase of
staffing would be ideal, Police is finalizing a new Patrol staffing plan which will
rovide more effective covers a and schedulin of officers. $1,171,371 $ 1,171,371 -12 -12 -12
Fire
Reduce the Overtime Budgets (1210,1220) by implementing a restrictive leave
policy - it unsuccesful after the first quarter. pursue allowing an exception to the
minimum staffing ordinance by providing for a reduction to 42 positions in instances
of higher unanticipated leave. Note: Projection based on unscheduled leave
atterns and shift stren th of 184. $ 833,112 $ 833,112 0
Parks & Recreation
Eliminate 4 out of 12 major outdoor events at $5,000 each. The Division also holds
53 smaller cuRural, Tamil and movie events, free of char a to the ublic each ear $20,000 $20,000 0
Close each pool one day per week in Winter (November -February) -impacts 13
PT ositions $ 107,670 $127,670 -13 -13 -13
Reduce Level of Service for Parks and Green Space contracted (all contracted)
mowin from from B to C 34 to 30 cuts er ear with litter service on those da s $ 39,130 $166,800 0
hedge trimming, mulching, etc. from B to C at various facilites(litter from 5 to 3 x per
week, pruning/trimming from every 2 weeks to every 3 weeks, weed control from
every 4 weeks to every 5 weeks, mulching from 10 weeks to every 12 weeks) - 3
FT and 1 PT positions impacted -recreation staff will supplement litter control at
staffed facilities ($315,252) -Maintain $100,000 for contingency for higher usage
arks. $ 215,252 $382,052 -4 -4 -4
Public Works
Eliminate Administrative Aide II for payroll, clerical, etc. by consolidating functions
with other clericals in Department -Increase in clerical workload by 40% between
a roll and rocurement activities. $ 62,201 $ 62,201 -1 -1 -1
Eliminate Bicycle Coordinator Position -duties combined with Transportation
coordinator. Loss of position will mean that there will be no position focused solely
on bic cle trans ortation matters. $ 55,173 $ 117,374 -1 -1 -1
Economic Development
Advertising for co-sponsored business seminars partnering with the Small Business
Development Council (SBDC) $ 2,500 $ 2,500 0
Eliminate Administrative Secretary -duties will be transferred to remaining clerical
staff (payroll, processing invoices, support to Collins Park Oversight Committee,
research etc.) $ 68,472 $ 70,972 -1 -1 -1
Planning
Eliminate Dev. Review Planner -processes building permit applications, licenses,
etc. Increases in turnaround time may be offset by market downturn $ 60,262 $ 60,262 -1 -1 -1
TCD
Privatize Byron Carlyle Theater - RFP would need to be issued, Commission
selection and agreement negotiated. Projected savings annual savings is $181,610.
The Byron is projected to generate $110,120 in revenue in FY 09. 3 months of
savin s are assumed for FY 09 with full ear savin s be innin in FY10 $ 60,537 $ 60,537 0
Reduce Arts in the Parks to six events er ear $ 40,000 $ 100,537 0
Communications
Reduce Citypage to biweekly (less frequent opportunity to communicate timely with
ublic $ 14,000 $ 14,000 0
Reduce MBTV locally originating programming by approximately 50% will eliminate
MB Radio, reduce CityVision to Bi-Monthly (eliminate 1 Media Assistant contract
position - $ 46,885). Eliminate 1 videographer contract position - $16,100. Reduce
Still photographer/video programmer hours by 50%- $5,400.) Eliminate special,
long-format prorgams, e.g., "Survey Says," "Plan & Prepare Miami Beach," Planned
Progress: CIP Program," "MB CuRure." Eliminate creative (video) Public Service
Announcements. Reduce Office Supplies 50°/ -$1,250. Reduce Other Operating
ex ense 50%-$4,800 $ 74,435 $ 88,435 0
Reduce MB magazine to 4x a yr (quarterly) from 6x bi-monthly (3 w/ Rec Rev).
Postage 26,400/printing 40,OOO/fu~llment 5,500 (0324), prof svc 6,000. Advertising
revenue loss $49,226.00 ea issue $24,613 revenue $ 77,900 $ 166,335 0
Poskions
Cumulative
Department Total Proj. Mgt 8 Non-
Im act Im act Im act Vacant Filled Admin Admin
Finance
Eliminate FA2 in Customer Service, impacting processing of lotteries and issuance
of certrfied lien statements $ 75,005 $ 75,005 -1 -1 -1
Eliminate FS2 in Revenue Section, impacting reconciling of revenues and annual
audit re oration $ 59,330 $ 134,335 -1 -1 -1
Procurement
Eliminate Administrative Aide I position. Total starling salary is $33,643 plus 1.45
Medicare, $5,000 health benefits. Clerical duties and responsibilities would be
transferred to Office Associate V (OAV). OAV is currently involved in processing
purchase requisitions to purchase orders thus, the time for issuance of POs vnll
increase from 16 to 30 days. The amount of days it takes for evaluation committee
packages to be distributed may increase from 2 days. Customer service may be
affected adversely as a result of not having a "receptionist" to greet all visitors and/or
answer all incoming calls from internal and external customers. The time rt takes to
update the vendor campaign database may increase from 5 days, advertisements
and posting in various bid notification agencies may increase from 5 days,
distribution of POs to departments and vendors may increase from 2 days, and to
respond to public records requests may increase from 5 days. The lack of typing
support may result in delays in the completion of agenda items $ 39,131 $ 39,131 -1 -1 -1
Eliminate Temporary Labor. This will result in no-back-up for absences of staff and
no additional support during high volume periods at the start and end of the fiscal
year. The time it takes to issue purchase orders and blanket purchase orders at the
start of the fiscal year will increase by 30 days -- from 30 to 60 days. Additionally,
the time rt takes to close-out existing POs and BPOs in EDEN will increase by 10
da s --from 5 to 15 da s. $ 9,000 $ 48,131 0
Human Resources/Labor Relations
Reduce Training and Awards (professional developmental opportunities; SHRM
Certification and Exam, etc.) -Impact on staff will be reduced leadership and career
develo mental o ortunities $ 15,000 $ 15,000 0
Freeze approximately 1/4 of the vacant Labor Relations Director Position (Salary,
Allowances, Dues and Memberships, Phone, etc.) -leaving $77,000 for a
professional services agreement (PSA) to be negotiated for individual to hear Step
III grievances and help with upcoming labor negotiations with all five (5) collective
bar ainin units unions $ 40,403 $ 55,403 0
C- Attorne
Cut vacant Sr. Assistant City Attomey position which was unfunded as part of the FY
2007/08 efforts to accommodate the tax roll-back enacted by the State of Florida in
2007. Total savings for FY 2007!08 were calculated at $110,692. No monetary
impact in FY 2008/09 but total number of budgeted positions will decrease by 1 $ $ -1 -1 -1
Cut one of two vacant First Assistant City Attorney positions-work to be divided
among current staff. Monetary impact to FY 2008!09 Budget is composed of
$115,242 in salary, $1,671 in Medicare, $5,000 in Heakh Insurance.
$ 121,913 $ 121,913 -1 -1 -1
Ci ide
Reduce Holiday Decorations to $125,000 -Current cost is estimated at $205,000 for
installation, maintenance and approximately $40,000 in storage costs $ 60,000 $ 80,000 0
Decrease funding in Citvwide Accounts: $ 80,000
Funding for Festival of the Arts ($75,000) $ 20,000 $ 100,000 0
Reduce Citywide contracted security expenditures while ensuring priordy areas are
maintained beach walks and boardwalks, Lincoln Road, etc. , $ 285,763 $ 385,763 0
Transfers
Reduce Renewal and Replacement -Funding for Life Safety and critical projects
onl $ 713,068 $ 713,068 0
Total S 4,360,E;28 38 ~ =1~~3~ =30
Positions
Cumulative
Department Total Proj. Mgt& Non-
Im act Im act Im act Vacant Filled Admin Admin
INTERNAL SERVICE FUNDS
Information Technolo
Eliminate 1 out of 7 Senior Systems Analysts positions. This will impact the .NET
development environment for online citizen services by increasing the time to
develo and maintain all online a lications. $ 62,514 $ 62,514 -1 -1 -1
Eliminate 1 out of 3 Systems Analysts positions. This will impact the schedule to
com lete the Cit 's new website redesi nand overhaul ro'ect. $ 57,535 $ 120,049 -1 -1 -1
imrna a n o ec e p es osi ion ou o e e p es is open rom
to 5:00. This impacts ability to answer over 23,000 phone calls a year. The Help
Desks abandoned call rate is currently at 4% which is at the industry benchmark
standard. The greatest impact will be to Parking, Fire, Police, Building, Code and
Fleet by reducing the ability to take calls by 33 percent. These listed users make up
50% of the calls received yearly. Also impacts the time to resolve level 1 helpdesk
related incidents, tickets that can be resolved by the Helpdesk would be forwarded
to Field Support Personnel, thereby increasing resolution time by over a week in
addition to the impact to the Field Tech's prior assignments. This Help Desk
Technician also handles offsite tape storage and rotation duties, lockbox and
assessor loads for Permits Plus. $ 53,617 $ 173,666 -1 -1 -1
Central Services
Reduce number of full agenda books from 31 to 19, and reduce the number printed
on Friday from 13 to 10, thereby reducing overtime ($880), paper costs ($3,432),
other misc costs ($100). And on Monday am, only 8 instead of 15. All other printed
agenda would be replaced by the Clerk sending a link to the agenda on the web
site. Interested parties still wishing a book can pay the current fee based on cost
$10 - $40 $ 4,412 $ 4,412 0
Pro a Mana ement
Repairs & Maint Supplies - 10% Reduction -May create a situation of deferred
maintenance resulting in increased overall maintenance cost $ 70,224 $ 70,224
Fleet
Eliminate (1) Lead Mechanic Position that multi-tasks as support Supv, Quality
Control Inspector and Mechanic (Prioritizes and expedites work flow) Impact will be
delayed work and reduction in quality inspections, both in-house and vendor.
Increased downtime for customer. No Support for supervisor during vacation,
training and sick time events $ 59,977 $ 59,977 -1 -1 -1
Eliminate 1 of 2 Fleet Svc Reps (Public Safety Customers Service Writer: Initial
Customer contact person who writes service orders, prioritizes, schedule and
expedites work for mechanics and vendors, maintains Customer and Vendor ii
communication, and performs fuel daily monitoring, ordering and weekly
reconciliation as required by DERM). Impact will be some backlog of work waiting for
scheduling causing delays for repair. No pricritzation except Police and Fire.
Increased down time, no follow up for PM schedules not being met by customer.
Increase in more costly repairs. Shorter life expectancy. Fuel ordering and
monitoring would be impacted. Expect increase in DERM violations because of lack
of due diligence in completing paperwork $ 40,387 $ 100,364 -1 -1 -1
ENTERPRISE FUNDS
Parkin
Scheduled replacements of 2 VMS signs purchased in 1999 (we have a total of 1 D
VMS signs) IMPACT: compromise traffic flow since we lose the ability to inform
visitorslresidents regarding Park-N-Ride, parking availability, special events, etc.
These signs are down about 5% of the time, however previous experience with
other signs reflect an increase in dawn of approx 75% to 100 % after 10 years g 41,000 $ 41,000 0
ATTACHMENT D -REVENUE ENHANCEMENT ALTERNATIVES
Cumulative
Fiscallmpact Department Cumulative
Impact Ci Im act
GENERAL FUND
Police
Implement fuel surcharge for off-duty work (e.g. an increase of $4/hour with a minimum of
$20 er ob $ 360,000 $ 360,000 $ 360,000
Fire Rescue
Increase Trans ort Fees consistent with ro osed Count fee increase PENDING PENDING $ 360,000
Parks and Recreation
$ 442,800
Tourism and Cultural Develo ment
Establish wedding ceremony permit fees - Establish a $250 permit fee. City averages
a roximatel 100 beach ceremonies er ear. -Discount fee of $125 for residents $ 25,000 $ 25,000
Require permits and establish fees for promotional distribution acitvities -Commerical
entities frequently use the city public rights of way to distribute promotions products. The
City has found that this creates a problem for sanitation, specifically when it occurrs on the
beach. The Administration recommends regulating the activity and charging permit fees. A
$2,000 permit fee is being proposed. The City would also require a security deposit and
im ose fines if a ermit was not obtained. $ 50,000 $ 75,000 $ 517,800
Increase S. FI Resident summer rates by $10 (summer weekday: $70 to $80, summer
weekend $85 to $95, shoulder $85 to $95, eak $115 to $125 $48,000 $48,000
Increase non-resident rack rates $5 (summer: $95 to $100, shoulder $120 to $125, peak
maintained at $200 $34,800 $82,800
108, 653
Increase Hourly Rate at Meters by $0.25 in S. Beach from $1.00 per hour to $1.25 per hour
- concurrent with implementation in-car meter allowing residents to get discounted to $1.00
Increase Meter rental fee from $10 to $17 recover the avg revenue loss per space per day,
Note: Proposed Water, Sewer and Stormwater Fees presented separately
~` ~~ ~ v^
32
o CITY OF MIAMI BEACH
o
NOTICE OF PROPOSED TAX INCREASE
w
m.
w The City of Miami Beach has tentatively adopted a measure to increase its property
a
', tax levy. _
r`
a
Z ' Last year's property tax levy:
~,
N
' A. Initially proposed tax levy :...... . .............................$152,Q07,177
~ ' B. Less tax reductions due to Value Adjustment
s '' Board and other assessment changes ......................$ 4,042,686
~ ~ C. Actual ro tax le :...:. . ........ . .......$147,964,491
W p Perth vy ...................
This year's proposed tax levy ..............................................$ ~ 52,229,784
All concerned citizens are invited to attend a Public hearing on the tax increase to be
held on
o~
'~ Wednesday, September 17, 2008,
_' ~ 5:01P.M.
E .
f i ~ at
1700 Conventign Center Drive .
m'
~ ' I City NaA Gommisslon Chambers, 3rd Ftoor
Miami Beach, Florida 33139
A FINAL DECISION on the proposed tax increase and the budget will be made at
this hearing.
.BUDGET SUMMARY
GITY OF MIAMI BEACH -FISCAL YEAR 2006109
THE PROPOSED OPEiiATING BUDGET EXPENDITUfIES OF
THE GITY OF MIAMI BEAGH ARE 8.3%
MORE THAN LAST YEAR'S TOTAL OPERATING EXPENDITURES.
' G0. DEBT .INTERNAL
GENEPAL SERVICE flDA ENTERPRLSE SFIMCE
FUND FUND ~ F11116S FIENDS FUNDS TOTAL-.
y1SI1BAlANCEBROUGNTFORYIARO
ESIINIATEO REYEIMIES: S 0 S 0 S 0 S 4,312,800 61,778,360 $ e,691J~
Taxes. Mi8a9e Pei $I,DOD
AdYaferem 5.8555IOperothtg)
5125.936,204 517,850,335 $ 0 S 0
5143,78&539
AdYalmsm 0.7227~Nam.Sh4rea) 98,961
01 ~'~
6,009'010
Atl Valorem 02375 fYoled Deb0 6,069,
9 10
501
206
Franchise
10.5dt,200 -
,
,
13,180,560
Uli6ry 13.460.5517 <
600
00D
Conveminn Oevelopmeld 0 _ .4,500,000 ,
,
14,867,6!2
Lkenses and Permits 14.807,042
405
188
2 f2,108,5B!
Intergmemmental
Gpt~Ip Servic¢S ,
.
10.001,420
11,657,987 122,752.222 47,188,360 161,688,563
Fines and FoAeitures 2.075,000 2,1175,006
Ilderesl Earnings 8.310,000 2.489,450 780,000 9,579x150
~
~
Rents and l eases
~
, - 4,483.002
7,710,555 2.316,670 516,368 '
10.573,590
,
061er Financing Spumes ~ -29.027.930 ~~ ~'~'~
TOTAL REYHlUES ANO DRIER
RNANC816 SOUIICFS
$238,117,925 $6.069,019 $11,850,335 5134,493,510 546,784,728
5113.369,517
TOTAL ESTMATW REYFIIUES
AND BAlANCEB
-
3236,111,925
60,0819,019
611,85D,335 ~
5138,00G310
iG0,683A88 6419,106,677
,
ELr~I'l9m1RErElIrEN5E3
GeneralGmermment S 34.469.557
- S 0 i 0 ~
S 0~ 546,167,385 $82,856,93
115,437,181
flt6Lc5a1@ly
PhysiC81 E11Y1ranment 145,427,181
1,621,794 84,586,125 66,209,910
~ ~
~
~
Trarlspofiati0n 4,261786 25.708,562 ,
.
Ec4rwmkErrvimnment t,On,574 17.850,335 18,921
1'~'~
.Human Services ~
Cubure 6 Recreation 1,250,079
33,323.886 15,843,861 ~
46,987,317
Normantly Snores Diahict 152,278
222
1
915
6
069,019
15,093,687 152'278
2,375,703 28,463,631
DeblSavke ,
. ,
OlherNnancingUSeyCapitalTrenstars 11,316,976 ~ 11,318,970
TOTAL pfDL'IIDtTtl~JE11PdISE'S 5230,811,925 56,069,019 $17,860,335 6121,032235 560,66;088 $436,326,802
CanlingerKTAleserves 1,300,000 0 0 17,714,015 0 19,074,076
i11TAl ApPNOP11U1TFD E1B~IDIIUHE6
AND RE9ERVE3 ~
5236,111,9¢5
56,868,018
$17,50,336
3196,808,310
580,583,088 5108,100,877
THE TENTATIVE, ADOP'TEO. AND/OR fINAL BUDGETS ARE ON FN.E W 7H E OFFICE Of THE ABOVE MENTi0NE0 TAXING AUTf10R1TY AS A f'li&iC AE00l93: '. ' '