2011-27747 Reso RESOLUTION NO. 2011 - 27747
A RESOLUTION OF THE MAYOR AND CITY COMMISSION OF
THE CITY OF MIAMI BEACH, FLORIDA, ADOPTING FINAL
BUDGETS FOR THE GENERAL, G.O. DEBT SERVICE, RDA AD
VALOREM TAXES, ENTERPRISE, AND INTERNAL SERVICE
FUNDS FOR FISCAL YEAR (FY) 2011/12
WHEREAS, the Manager's proposed General Fund operating budget released
August 31, 2011 was $245,175,318, the total proposed operating budget for FY 2011/12 was
$425,633,275 including the General Fund, General Obligation Debt Service, Enterprise Funds and
Transfers to the Redevelopment District, and the proposed budget for Internal Service Funds, which
are wholly supported by transfers from the General Fund, Enterprise Funds and the Redevelopment
District, is $54,349,331; and
WHEREAS, the proposed General Fund operating budget for FY 2011/12 included
an additional $1 million in electrical franchise fee revenues anticipated from a new agreement with
Florida Power and Light; and
WHEREAS, on September 14, 2011, the Mayor and City Commission deferred
consideration of the FPL agreement and amended the proposed General Fund budget to offset the
loss in electrical franchise fee revenues by decreasing contingency ($410,885), decreasing transfers
to the Information and Communications Technology Fund ($114,115), and increasing the corporate
sponsorship revenues due to funds previously anticipated to be collected in FY 2010/11 that will now
be collected in FY 2011/12 ($475,000); and
WHEREAS, on September 14, 2011, the Mayor and City Commission also
amended the proposed General Fund budget to include an additional position in the capital
improvements office ($81,679) to be funded by charge -backs to capital projects; and
WHEREAS, the proposed Enterprise Fund budgets included the additional
expenses from a Miami -Dade County fee wholesale rate increase for sewer users, anticipated to
result in $732,062 additional expenditures and these expenses were anticipated to be offset by a
pass- through increase to the sewer fee, resulting in additional expenditures; and
WHEREAS, the Mayor and City Commission did not approve the pass- though fee
increase to the sewer fee at the September 14, 2011 Commission meeting and amended the
proposed budget for the Sewer Fund to offset the decreased revenues by decreasing the funds to be
set -aside for future "true -ups" with Miami -Dade County; and
WHEREAS, on September 14, 2011, the Mayor and City Commission tentatively
adopted the operating and debt service millage rates and the operating budgets for FY 2011/12; and
WHEREAS, on September 27, 2011, the Mayor and City Commission amended
the tentatively adopted Information Technology Fund budget by freezing a Systems Analyst position
for a year and decreasing expenditures by $68,886 as a result; and
WHEREAS, on September 27, 2011, the Mayor and City Commission amended
the tentatively adopted General Fund budget by incorporating the impacts of a 0.05 mills decrease in
the tentatively adopted millage rate ($895,257), decreasing overtime in the Police Department
($300,000), freezing Planning Director and Tree - Trimmer positions for a year ($210,046),
incorporating the General Fund impact of the reduced chargeback from the frozen Systems Analyst
position in the Information Technology Department ($58,553) and increasing the Resort Tax transfers
for tourism eligible expenditures in the General Fund ($500,000) based on revised Resort Tax
revenue projections; and
WHEREAS, in order to utilize the use of prior year year -end surplus funds, the
Mayor and City Commission would need to waive the City's established policy of not utilizing one-
time, non - recurring revenue to subsidize recurring personnel, operating, and maintenance costs.
NOW THEREFORE, BE IT DULY RESOLVED BY THE MAYOR AND THE CITY COMMISSION OF
THE CITY OF MIAMI BEACH, FLORIDA, that following a duly noticed public hearing on September
27, 2011, the Mayor and City Commission hereby waives the City's policy of not utilizing one -time,
non - recurring revenue to subsidize recurring personnel, operating and maintenance costs for FY
2011/12, and hereby adopts final budgets for the General, G.O. Debt Service, RDA Ad Valorem
Taxes, Enterprise, and Internal Service Funds for FY 2011/12 as summarized and listed below.
G.O. DEBT INTERNAL
REVENUES GENERAL SERVICE RDA ENTERPRISE TOTALS SERVICE
GENERAL OPERATING REVENUES
Ad Valorem Taxes $ 98,198,923 $ 98,198,923
Ad Valorem - South Pointe Costs 10,439,424 10,439,424
Ad Valorem - Capital Renewal & Repi. 1,755,752 1,755,752
Ad Valorem Taxes - Normandy Shores 108,469 108,469
Other Taxes 24,278,385 24,278,385
Licenses and Permits 17,074,053 17,074,053
Intergovernmental 10,091,000 10,091,000
Charges for Services 10,684,371 10,684,371
Fines and Forfeits 2,574,000 2,574,000
Interest 3,430,000 3,430,000
Rents and Leases 6,034,143 6,034,143
Miscellaneous 12,423,449 12,423,449
Other - Resort Tax Contribution 26,965,440 26,965,440
Reserves- Buildiing Dept Operations 1,546,709 1,546,709
Other - Non Operating Revenues 7,981,502 7,981,502
FY 09 Surplus Set Aside 3,551,120 3,551,120
Prior Year Surplus From Parking Op Fund 7,200,000 7,200,000
Sub - total $ 244,336,740 $ 244,336,740
G.O. DEBT SERVICE FUND
Ad Valorem Taxes $ 6,021,612 $ 6,021,612
Sub - total $ 6,021,612 $ 6,021,612
FUND TOTAL $ 244,336,740 $ 6,021,612 $ 250,358,352
RDA FUND -City TIF only
AD VALOREM TAXES
Property Taxes -RDA City Center $ 18,337,693
$ 18,337,693
Intergovernmental - Prior Year Adjs. (1,326,883) (1,326,883)
FUND TOTAL $ 17,010,810 $ 17,010,810
ENTERPRISE FUNDS
Convention Center $ 13,478,680 $ 13,478,680
Parking 44,720,629 44,720,629
Sanitation 15,929,943 15,929,943
Sewer Operations 34,458,433 34,458,433
Storm Water 14,586,215 14,586,215
Water Operations 33,519,573 33,519,573
FUND TOTAL $ 156,693,473 $ 156,693,473
INTERNAL SERVICE FUNDS
Central Services
$ 886,490
Fleet Management 8,179,436
Information Technology 15,229,854
Property Management 8,234,369
Risk Management 21,750,296
FUND TOTAL $ 54,280,445
TOTAL ALL FUNDS $ 244,336,740 $ 6,021,612 $ 17,010,810 $ 156,693,473 $ 424,062,635 $ 54,280,445
G.O. DEBT INTERNAL
FUNCTION /DEPARTMENT GENERAL FUND SERVICE RDA ENTERPRISE TOTALS SERVICE
MAYOR & COMMISSION $ 1,583,448 $ 1,583,448
ADMINISTRATIVE SUPPORT SERVICES
CITY MANAGER 2,335,776 2,335,776
Communications 909,730 909,730
BUDGET & PERFORMANCE IMPROV 1,917,136 1,917,136
FINANCE 4,275,284 4,275,284
Procurement 962,664 962,664
Information Technology $ 15,229,854
HUMAN RESOURCES /LABOR RELATIONS 1,772,358 1,772,358
Risk Management 21,750,296
CITY CLERK 1,560,178 1,560,178
Central Services 886,490
CITY ATTORNEY 4,159,498 4,159,498
ECONOMIC DEV. & CULTURAL ARTS
Economic Development
REAL ESTATE, HOUSING & COMM DEV. 815,091 815,091
Homeless Services 921,844 921,844
BUILDING 9,975,047 9,975,047
PLANNING 3,187,333 3,187,333
Cultural Arts
TOURISM & CULTURAL DEV
Tourism & Cultural Development 2,426,925 2,426,925
CONVENTION CENTER $ 13,478,680 13,478,680
OPERATIONS
Code Compliance 4,355,491 4,355,491
Community Services 434,834 434,834
PARKS & RECREATION 28,092,835 28,092,835
PUBLIC WORKS 6,378,093 6,378,093
Property Management 8,234,369
Sanitation 15, 929,943 15, 929, 943
Sewer 34,458,433 34,458,433
Stormwater 14, 586,215 14,586,215
Water 33,519,573 33,519,573
CAPITAL IMPROVEMENT PROJECTS 4,744,094 4,744,094
PARKING 44,720,629 44,720,629
FLEET MANAGEMENT 8,179,436
PUBLIC SAFETY
POLICE 91,992,541 91,992,541
FIRE 58,942,391 58,942,391
CITYWIDE ACCOUNTS
CITYWIDE ACCTS - Normandy Shores 166,875 166,875
CITYWIDE ACCTS - Operating Contingency 951,612 951,612
CITYWIDE ACCTS -Other 8,922,525 8,922,525
Transfers
Capital Investment Upkeep Fund 196,500 196,500
Info & Comm Technology Fund 600,885 600,885
CAPITAL RENEWAL & REPLACEMENT 1,755,752 1,755,752
G.O. DEBT SERVICE $ 6,021,612 6,021,612
RDA -City TIF only
City Center (Net) $ 17,010,810 17,010,810
TOTAL - ALL FUNDS $ 244,336,740 $ 6,021,612 $ 17,010,810 $ 156,693,473 $ 424,062,635 $ 54,280,445
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PASSED and ADOPTED this 27th day of September, 2011
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COMMISSION ITEM SUMMARY
Condensed Title:
A resolution of the Mayor and City Commission of the City Of Miami Beach, Florida, adopting final budgets
for the General, G.O. Debt Service, RDA Ad Valorem Taxes, Enterprise, and Internal Service Funds for
Fiscal Year 2011/12.
Key Intended Outcome Supported:
Minimize taxes; Control Costs of payroll including salary and fringes; 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 2009 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 over 3 /'s of residents would recommend it to others as a place to live. Impressively, 31 of the
residential tracking questions from 2007 experienced increases in each of the areas measured by an
overall average of approximately 7.0 %; and 28 of 32 business tracking questions experienced increases
measured by an overall average of approximately 8.8 %. Important findings were: Cleanliness of
canals /waterways, the job the city is doing to address homelessness, and storm drainage were all
identified as areas for improvement, although improved from prior surveys; cleanliness, code
enforcement, and arts and culture were identified as services the city should strive not to reduce; and
value of service for tax dollars paid, cleanliness of streets, satisfaction with contacting the City
government handling of special events, traffic flow, code enforcement, police ratings, condition of roads,
availability of public parking, and consistency of inspections were all identified as key drivers of overall
satisfaction levels.
Issue:
Shall the Mayor and City Commission adopt the attached resolution establishing final budgets for the
General, G.O. Debt Service, RDA Ad Valorem Taxes, Enterprise, and Internal Service Funds for Fiscal
Year 2011/12?
Item Summary /Recommendation:
The FY 2011/12 Proposed Work Plan and Budget maintains current service priorities for the community,
despite property tax rates set at 1.2 mills (16 percent) lower than FY 2006/07 when property values were
similar to the 2011 certified values.
Advisory Board Recommendation:
Financial Information:
Source of Amount Account
Funds: 1 $244,731,997 General Fund Operating
2 $ 6,021,612 G.O. Debt Service
3 $ 17,010,810 RDA Funds -Ad Valorem Taxes
4 $156,693,473 Enterprise Funds
Total* $424,457,892 *Net of Internal Service Funds
OBPI $ 54,349,331 Internal Service Funds
1 Financial Impact Summary: This budget represents more than $63 million in reductions in predominantly
recurring reductions over the last 5 years, and the General Fund Operating budget is 3 percent more than in FY
2006/07, in spite of 13 percent growth in the Consumer Price Index (CPI) in a similar period, over 80 percent growth
in pension costs, and many new facilities and projects coming on line.
City Clerk's Office Legislative Tracking:
Sign -Offs:
Department irector Assistant City Manager City Manager
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MIA AGENDA ITEM Rr) rr "-
DATE ?--A7 " ( I
I
-4 MIAMI BEACH
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 27, 2011
SUBJECT: A RESOLUTION OF THE MAYOR AND CITY COMMISSION OF THE
CITY OF MIAMI BEACH, FLORIDA, ADOPTING FINAL BUDGETS
FOR THE GENERAL, G.O. DEBT SERVICE, RDA AD VALOREM
TAXES, ENTERPRISE, AND INTERNAL SERVICE FUNDS FOR
FISCAL YEAR 2011/12
ADMINISTRATION RECOMMENDATION
The Administration recommends that the City Commission adopt the attached Resolution
which establishes final budgets for the General, G.O. Debt Service, RDA Ad Valorem
Taxes, Enterprise, and Internal Service Funds for Fiscal Year (FY) 2011/12.
PROCEDURE
As outlined in the companion General Operating Millage Agenda Item, Section 200.065,
Florida Statutes specifies the manner in which budgets are adopted. Following a second
public hearing, the 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 operating budgets for the General, G.O. Debt Service, RDA Ad Valorem
Taxes, Enterprise, and Internal Service Funds for FY 2011/12 is therefore presented to you
at this time for adoption.
ACTIONS TAKEN AT THE FIRST BUDGET HEARING
• Operating budget millage has no increase - slight adjustment to the debt service
millage which is formula- derived using debt service and property values
• Water, Sewer, and Stormwater rates remain flat for the second consecutive year —
projections just 2 years ago called for annual increases including absorbing the
county proposed increase to wholesale customers approximately $732,000 savings
to rate payers
• Direction given at the first budget hearing to refine the Florida Power and Light
franchise agreement with a focus on reducing the franchise property owners would
pay estimated $1 million savings
• The tax levy is $1 million less than budgeted in FY 2010/11 and approximately $29
million Tess than in FY 2006/07
• The General Fund Operating budget is only 3 percent more than in FY 2006/07, in
spite of 13 percent growth in the Consumer Price Index (CPI) in a similar period, over
80 percent growth in pension costs, and many new facilities and projects coming on
line
Adopting Final FY 2011/12 Budgets
September 27, 2011
Page 2
The proposed General Fund operating budget released August 31, 2011 was $245,175,318
and the total proposed operating budget for FY 2011/12 was $425,633,275 including the
General Fund, General Obligation Debt Service, Enterprise Funds and Transfers to the
Redevelopment District; and the proposed operating budget for Internal Service Funds,
which are wholly supported by transfers from the General Fund, Enterprise Funds and the
Redevelopment District, was $54,349,331.
At the first budget hearing on September 14, 2011, the Commission approved my proposed
amendment to reduce operating contingency by $89,155 and to reduce transfers to the
Information and Technology Fund by $114,115. Further the Commission amended the FY
2011/12 General Fund operating budget to reflect $475,000 in one -time corporate
sponsorship revenues due to funds previously anticipated to be collected in FY 2010/11 that
will now be collected in FY 2011/12. In addition, because the Commission elected to defer
the approval of any amendment to the City's franchise agreement with Florida Power and
Light (FPL), $1,000,000 in addition FPL franchise revenues previously incorporated in the
FY 2010/11 budget, was removed from the budget leaving a shortfall of $321,730.
The Commission also approved the amendment of the General Fund budget to include the
addition of a position in the Capital Improvements Project (CIP) Office for project estimating
and scheduling at a cost of $81,679. However, this expenditure is offset by charge -backs to
capital projects, and therefore, has no impact on the shortfall.
Millage
Results of Potential Reductions Presented $ Impact Impact
Eliminate the additional contingency derived during the
balancing of the General Fund operating budget $ (89,155) (0.005)
Reduce Contingency Funding in the FY 2011/12
Information and Technology Fund Transfer $ (114,115) (0.006)
-- - • e e - ! ht ill a ..
$ (300,000) (0.017)
' - -- • - .. .- - -- - -- - e - -- - --
$ $ ('100,000) (0.022)
Other Actions Taken
Defer approval of FPL Franchise Agreement $ 1,000,000 1 0.056
One -time beverage sponsorship revenues moved from
FY 2010/11 to FY 2011/12 $ (475,000) (0.026)
Further Reduce Operating Contingecy $ (321,730) (0.018)
Add a CIP Positions in the amount of $81,679 - offset by
chargebacks to capital projects
Total I $ - I -
While the Commission considered my proposed amendment to also reduce Police overtime
by $300,000, no action was taken at the first budget hearing and the Commission directed
the administration to bring a report on Police overtime to the second budget hearing for
further consideration. As a result, in order to address the remaining shortfall and have a
Adopting Final FY 2011/12 Budgets
September 27, 2011
Page 3
balanced budget, the general operating contingency in the General Fund was reduced by an
additional $321,730, fora total reduction of $410,885 in general operating contingency.
The potential option to change the Ocean Rescue Division Schedule to 5 days per week/8
hours per day on a year round schedule, resulting in a later morning start at lifeguard stands
except Lummus Park, while retaining approximately $100,000 in overtime for roving
lifeguards on ATVs in the morning or other unanticipated needs, was not approved by the
Commission for the FY 2011/12 budget as more data is required.
This tentatively adopted General Fund operating budget, as a result, includes $778,270 in
general operating contingency, lower than prior year amount of $1.1 million, and only 0.3
percent of the tentatively adopted operating budget of $244,731,997.
In the Water and Sewer budget, the Commission directed the administration not to pass
through a fee increase to offset additional expenses from a Miami -Dade County fee
wholesale rate increase for sewer users, anticipated to result in $732,062 additional
expenditure, and amended the sewer budget to offset the decreased revenues by
decreasing the funds to be set -aside for future "true -ups" with Miami -Dade County. This
direction was based on the Commission anticipation that, due to ongoing contract
negotiations between Miami -Dade County and it bargaining units, there is significant
potential for the sewer wholesale rate to municipalities to be reduced for FY 2012/13.
Should this not be the case, the City sewer rate will need to be increased in FY 2012/13. As
a result, the sewer budget was revised from $35,190,495 to $34,458,433.
The General Fund operating budget was tentatively adopted on September 14, 2011 at
$244,731,997 and the total operating budget for FY 2011/12 tentatively adopted was
$424,457,892 including the General Fund, General Obligation Debt Service, Enterprise
Funds and Transfers to the Redevelopment District. The tentatively adopted operating
budget for Internal Service Funds, which are wholly supported by transfers from the General
Fund, Enterprise Funds and the Redevelopment District, was unchanged at $54,349,331.
RECOMMENDATIONS FOR THE SECOND BUDGET HEARING
The tentative level of $778,000 in operating contingency is, in my opinion, too low for a City
like ours. While we avoid using our contingencies, it provides a certain level of budget
flexibility available to address unforeseen issues that may arise during the year.
I continue to recommend decreases in the police overtime as presented at the first budget
hearing to allow for the reinstatement of $300,000 in operating contingency. The tentatively
adopted General Fund operating budget includes a total of $3.2 million in Police overtime.
These amounts were derived by adjusting the FY 2010/11 projected overtime expenditures
based on actual expenditures through June 2011 of $3.12 million, adjusting fora 1 percent
increase consistent with the increase in salaries for based on the projected salary increase
for the Police Department as a whole, and contingency of approximately $100,000. It is
important to note that actual overtime through August, 2011 is below the level projected as
of June, 2011. In addition, sufficient overtime to meet historical levels of service are also
budgeted in the RDA City Center, and, for FY 2011/12, overtime for major special events is
budgeted in the Resort Tax Fund.
Adopting Final FY 2011/12 Budgets
September 27, 2011
Page 4
As of today there are approximately 17 sworn vacancies in the Police Department and an
estimated average of 11 positions throughout the year which would have contributed to
manpower shortage overtime component of overtime. These positions have been projected
as filled for FY 2011/12, which should result in additional overtime savings. Using an
average budgeted salary of approximately $52,000 for FY 2011/12, the 11 positions equates
to approximately $572,000 in salaries if the positions are filled. If the positions are not filled,
the salary savings could be used to offset the manpower shortage related overtime.
Further, as I stated at the first budget hearing, we will never sacrifice our Public Safety
services. Should the need to provide additional services arise we would do so and make the
necessary mid -year and year -end adjustments for the budget.
Analysis of vacant positions
During the Commission Retreat in May, 2011, at the time of adoption of the proposed
operating millage on July 13, 2011, and, again, during Finance and Citywide Projects
Committee (FCWPC) meetings in late July, 2011, it was agreed to set the proposed
operating millage at the same level as FY 2010/11, with the caveat that the Administration
should strive to reduce the millage before final adoption. At the first budget hearing on
September 14, 2011, the operating contingency and transfers to the Information and
Technology Fund were reduced as noted above, however, these had to be used to offset the
decrease in projected FY 20111/12 franchise fee revenues.
At the first budget hearing on September) 4, 2011, the Commission directed the
administration to look at freezing vacant positions. As I have presented previously, we have
been in a modified hiring freeze for some time, whereby all vacancies are evaluated to
determine if they are mission critical prior to authorizing hiring and further, evaluated to
determine whether they can be filled by a part-time of temporary position, or if they can be
outsources.
As of September 15, 2011, there were 49.25 vacant positions in the General Fund whose
salaries were budgeted at $2,767,898. However, of these, 7 positions with a budget value of
$491,700 are in the Capital Improvements Office and are fully charged -back to capital
projects. Therefore reducing these positions have no impact on the General Fund millage.
In addition, 2 of these positions, at a savings of $54,887, are already recommended for
reduction as part of the efficiencies and reductions incorporated in the tentatively adopted
General Fund budget.
The remaining 40.25 positions have a budgeted value of $2,204,398. However, I consider
38.25 of these positions to be mission critical, as reducing them would impact priority service
areas for the community or result in increased need for overtime at a higher cost.
• 18 positions in Police
• 1 homeless services case worker in REHCD
• 4 part-time and 3 full -time recreation leaders /supervisor
• 1 part-time municipal service worker in Parks and Recreation
• 4 lifeguards
• 1 firefighter
Adopting Final FY 2011/12 Budgets
September 27, 2011
Page 5
• 1 position in Fire Prevention
• 2 positions in Street Operations
• 2.25 positions in Public Works Engineering
• 1 position in Building
However, there are two positions in the General Fund that we can continue to keep unfilled
for a year which could result in savings of approximately $210,000: the Planning Director,
and a tree - trimmer position (previously frozen for FY 2010/11).
Further, the Internal Service Funds have 3 vacancies for a total budgeted salary of
$177,066. The Maintenance and Building Operations Superintendent position and the
Building Technician position in Property Management are considered these essential to the
maintenance of our facilities. However, we could consider freezing a Systems Analyst
position budgeted at $68,886, of which 85 percent is estimated to impact the General Fund
charge -backs from Internal Services.
A summary of these impacts is presented in the following table.
Millage
Potential Additional Savings $ Impact Impact
Impact of freezing vacant General Fund
positions $ (210,046) (0.012)
General Fund Impact of freezing Internal Service
Fund positions (estimated at 60% of total) $ (58,553) (0.003)
Total 1 $ (268,599)1 (0.015)
For perspective, it is important to note that every reduction of $180,000 to the proposed FY
2011/12 General Fund budget is equivalent to 0.01 mills. Every 0.01 mills results in annual
savings of $1.19 per year to the median value homesteaded property, and $2.77 per year to
the average value property.
USE OF ONE -TIME REVENUES
The City's policy regarding use of one -time revenues states that "The City of Miami Beach
will use onetime, non - recurring revenue for capital expenditures or one time expenditures
and not subsidize recurring personnel, operations, and maintenance cost ".
The FY 2011/12 Proposed Work Plan and Budget included the use of $3.55 million in year-
end surplus (revenues in excess of expenditures) from FY 2009/10 year -end and the FY
2010/11 mid -year budget amendment that was set aside for possible use in balancing the
FY2011/12 budget, as needed, in addition to $475,000 one -time sponsorship revenues. As
a result, it is recommended that the Commission waive this policy for this use of prior year-
end surplus. A similar amount ($3.66 million) was included in the adopted FY 2010/11
budget. While this is generally not a recommended financial practice, it is being
recommended at this time so as to allow for a gradual decline in the use of one -time
revenues over the next few years. Please note that this recommendation is made
Adopting Final FY 2011/12 Budgets
September 27, 2011
Page 6
cautiously. As with the FY 2010/11 budget, it is my intention to expend these dollars last
during the fiscal year, so that if any savings are achieved throughout the year, the amount of
funds needed from this source will be reduced, in which event the funds will be available to
be used in subsequent fiscal years.
For this reason also, I recommend setting aside the savings from freezing the 3 additional
positions for FY 2012/13, to offset what we can reasonably assume will be a built -in shortfall
at the beginning of the FY 2012/13 budget process.
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
enhanced capital funding and reserves.
In 2009, the City of Miami Beach conducted its third set of statistically -valid community
surveys. The Community Survey was designed to provide resident input on quality of life, city
services, and taxes; and to identify key drivers for improvement. Impressively, all 31 of the
residential tracking questions from 2007 experienced increases in each of the areas
measured by an overall average of approximately 7.0 %; and 28 of 32 business tracking
questions experienced increases measured by an overall average of approximately 8.8 %. It
is unusual for an entity to see improvement across such a broad range of areas, and the
significant percentage increase in each of these areas is even more unusual. These results
indicate a high level of satisfaction with Quality of Life in Miami Beach and the services
provided by the City.
However, these objectives have become increasingly more challenging in the last several
years, due to changes in property tax legislation, property values that first increased and
then declined, and increasing pension plan contributions due to the downturn in the
investment market. Between FY 2007/08 and FY 2010/11, the General Fund absorbed
more than $41 million in reductions (almost 20 percent of the $237.5 million FY 2010/11
General Fund budget) and reductions of approximately $47 million and 260 positions across
all funds. Combined with more than $15 million in employee "give- backs" between FY
2009/10 and FY 2010/11, this represents more than $62 million in combined "givebacks"
and reductions over 4 years.
Despite this significant reduction and despite increases in costs such as pension, living
wage impacts, fuel, and other operating expenses, the City of Miami Beach has essentially
kept services and enhancements that were added through FY 2006/07 to address needs
and priorities identified by the community. We have continued to focus on priorities: public
safety, cleanliness, landscaping and beautification, recreation and cultural arts
programming, renewal and replacement funding for our facilities, building /development
functions, and structural changes that enhanced capital funding and reserves, while bringing
on line several capital projects with expanded operations and maintenance and resulting
increases in operating costs for facilities as shown such as by the examples provided below:
Adopting Final FY 2011/12 Budgets
September 27, 2011
Page 7
• North Shore Park and Youth Center
• South Pointe Park, Soundscape Park
• Collins Parks and surrounding neighborhood streetscapes
• Bandshell Facility improvements
• Normandy Shores Golf Course
• Normandy Isle Park and Pool
• Beachfront Bathrooms
• Colony and Byron Carlyle Theatres
• Beachwalk and Baywalk
• Multiple streetscapes
As a result, we have been able to achieve significant value to our community. The median
taxable value for a homesteaded property on Miami Beach as of January 1, 2010 was
$119,461, resulting in $774 in total taxes paid to the City of Miami Beach, with half of the
homesteaded properties paying even less than this. In fact, 6 percent of homesteaded
properties, almost 1,000 properties, pay no taxes at all to the City of Miami Beach.
EFFECT OF UNION AGREEMENTS
There has been discussion also, albeit to a lesser extent, of more dramatic reductions in
millage rate. It is important to note that the recommendations regarding the City's operating
millage was made after a careful review of expenditures. As shown in the table below, the
greatest component of General Fund expenditures in the FY 2011/12 tentatively adopted
budget are salaries and benefits, representing approximately $177.6 million, or 73 percent,
of $244.7 million. When salaries and benefits from the internal service funds that are
charged to the General Fund are included, this increases to $185 million, or 76 percent of
the General Fund tentatively adopted budget.
Given the no layoff and wage provisions subsequently incorporated into City contracts
through September 30, 2012, reductions in personnel costs are challenging to implement for
FY 2011/12, although the tentatively adopted FY 2011/12 budget does incorporate some
reductions. However, all City bargaining agreements expire September 30, 2012, except
one which expires April 30, 2013, and the pension reform initiative currently underway by the
City's Budget Advisory Committee, provides greater opportunities to further reduce
personnel costs, and pension costs in particular, for FY 2012/13, and not impact service
levels to the community.
The balance of $26.8 million in operating costs include rents and utilities; expenditures
related to our two golf courses; public safety supplies and maintenance items, contracted
landscape maintenance; supplies and expenditures related to arts, culture, parks and
recreation; general maintenance contracts, auditing services; notifications and promotions;
outside legal support and special master support; elections expenditures; grants to
organizations and social services; recruitment related expenditures, including background
checks and testing; contracted Building and Code enforcement support, including inspectors
and the Call Center; as well as $0.8 million in operating contingency.
Adopting Final FY 2011/12 Budgets
September 27, 2011
Page 8
I en era/ Fund
FY 2011/12 % of FY GENERAL FUND +
FY 2011/12 Tentatively 2011/12 INTERNAL SERVICE
FY 2011/12 Proposed Adopted Tentaively CSL B FUND EXPENDITURES IN
penditures Budget Budget Budget Adopted GENERAL FUND
(in millions) (in millions) (in millions) Budget In $ millions % of budget
Salaries $101.45 $101.28 $101.33 41% $106.58 44%
Overtime /Other Wages 12.64 10.72 10.72 4% 10.85 4%
Benefits
Pension - F&P 35.60 35.60 35.60 15% 35.60 15%
Pension - MBERP 10.97 10.97 10.97 4% 12.08 5%
Other Pension Costs 5.80 5.80 5.80 2% 5.86 2%
Health and Life 9.16 9.14 9.15 4% 9.60 4%
Other Benefits 4.04 4.04 4.04 2% 4.63 2%
Total Benefits 65.57 65.55 65.56 27% 67.77 28%
Total Salary and Benefits 179.66 177.55 177.62 73% 185.20 76%
Operating 27.05 27.21 26.81 11% 52.54 21%
Internal Service Funds 36.18 36.19 36.19 15% 0%
Capital & Debt 4.18 4.23 4.11 2% 6.99 3%
Total 1 $ 247.07 $ 245.18 $ 244.73 1 1 00 %I $ 244.73 100%1
HISTORICAL PERSPECTIVE
The City of Miami Beach has experienced significant change in the last several years, due
to changes in property tax legislation, property values that first increased and then declined,
and increasing pension plan contributions due to the downturn in the investment market.
However, property values and the General Fund operating budget in FY 2010/11 as
compared to FY 2006/07 are essentially the same, $22.7 billion versus $22.1 billion, and
$237.7 million versus $237.5 million, respectively.
In addition to reduction and employee givebacks, today's General Fund operating budget
also reflects greater diversification of revenues since FY 2006/07. In FY 2006/07, the
percentage of the budgeted supported by property taxes paid by Miami Beach property
owners was 59 percent. As of FY 2010/11, the percentage decreased to 47 percent.
TENTATIVELY ADOPTED FY 2011/12 GENERAL FUND BUDGET
The FY 2011/12 tentatively adopted General Fund budget is only $7 million (3 percent) more
than the FY 2006/07 budget, despite pension increases of $24 million during the same
period. Inflation from October, 2006 through June, 2011, a similar period, was
approximately 13 percent. This reflects a decrease across all other expenditures during that
time, and even offsetting increases in health and salaries, a growing concern to us, as there
is and should be a limit to the proportion of budget allocated to these costs. At this point,
pension costs alone represent $52.4 million (22 percent) of the total General Fund budget.
As a result, pension reform continues to be a high priority for the City, with recommendations
anticipated from the Budget Advisory Committee in January, 2012. This timing allows for the
recommendation to be incorporated into the next set of contract negotiations which will begin
next summer.
Adopting Final FY 2011/12 Budgets
September 27, 2011
Page 9
Further, while a significant portion of property taxes in our City are collected from hotels,
restaurants and other businesses; a significant source of revenue to the General Fund is
from non - property tax tourism and business - related sources which have increased steadily
over the years. The Proposed Work Plan and Budget includes resort taxes and a transfer
of Parking Operations Fund year -end surplus as well as Parking Operations Fund
reimbursements and right -of -way fees paid to the General Fund that total almost $37 million;
approximately 15 percent of the Proposed General Fund FY 2011/12 Budget. In large part
due to these alternative sources, property tax revenues represent less than half (45
percent) of the total funding for the General Fund budget, as compared to 59 percent in
FY 2006/07, a significant reduction over the past several years.
In addition, the FY 2011/12 Proposed Work Plan and Budget incorporates $400,000 in
additional funding from the corporate beverage sponsorship agreement approved by the City
Commission in July 2011, pending final negotiations. This $400,000 represents the
beginning of $7 million in cash and in -kind payments to the City estimated over the 10 years
of the agreement as we continue to pursue options to reduce the tax burden on our
residents and commercial property owners.
At the time of adoption of the proposed millage in July, it was estimated that the City had a
gap of $5.4 million, a significantly improved position from the estimated gap of $32 million at
the same time in the development of the FY 2010/11 budget. As we committed to do,
between setting the preliminary millage in July, 2011 and finalizing the Proposed Work Plan
and Budget released August, 2011, we refined our projections. Our revenues, in particular,
tend to have greater fluctuations than expenditures, and we are conservative early in the
process and refine these projections over the summer. Changes between the July, 2011
adoption of the proposed millage and the release of the Proposed Work Plan and Budget in
August, 2011 included increased revenue estimates (primarily building development process
fees, and rents and leases, offset by decreased interest earnings). As a result, the projected
gap was reduced to $4 million as of August, 2011. The major components of the gap are
explained below.
• $1.9 million increase to reflect previously bargained salary adjustments for employees
• $0.3 million increase in overtime cost primarily due to increases in Police court overtime.
• $4.2 million increase in the General Fund portion of the City's annual required
contributions to the Fire and Police ($2.2 million) and General Employees ($2 million)
pension plans.
• $2.8 million increase in health insurance costs.
• $1.0 million Increase in Internal Service Fund charge -backs primarily due to similar
increases in salary and pension costs as described above.
• $0.1 million in capital and debt primarily due to increased renewal and replacement
projects under $25,000
• $0.8 million in reduced property tax revenues.
These were partially offset by:
• $0.7 million reduction in operating expenditures.
• $6.4 million in increased non property tax revenues (which at the time of the Proposed
Work Plan and Budget included $1 million in additional revenues from the proposed
amendment to the FPL agreement).
Adopting Final FY 2011/12 Budgets
September 27, 2011
Page 10
Together, salaries and fringes charged directly to the General Fund represent approximately
73 percent of the total current service level (CSL) General Fund budget of $247 million as of
August, 2011 (including the impacts of merit/steps increases, and pension contributions). It
is important to note, that the approximately $27 million in other operating costs (11 percent
of CSL budget) reflects a decrease of approximately $700,000. This savings reflects the
results of various cost savings initiatives by the City such as re- bidding contracts, careful
review of department line item expenditures, and other efficiencies.
In balancing the General Fund proposed operating budget, the approximately $4 million gap
between Current Service Level revenues and expenditures in the Proposed Work Plan and
Budget was addressed through the efficiencies and reductions, in addition to transferring
special event like expenditures to the resort tax fund and increasing resort tax revenue
transfers into the General Fund.
• $0.4 million Efficiencies and Reductions
• $2.1 million Expenditures more appropriately funded from the Resort Tax Fund
• $2.0 million Increased transfers from Resort Tax to the General Fund
This resulted in approximately $0.5 million of revenues in excess of expenditures that
allowed for some modest enhancements in response to community priorities, provides
funding for adjustments to the living wage requirements for contracted services, and
provides approximately $89,000 in additional operating contingency.
• $0.3 million Service Enhancements
• $0.1 million Living Wage adjustments
• $0.1 million Additional Contingency
As noted above, at the first budget hearing on September 14, 2011, the projected FPL
franchise fee revenues in the General Fund operating budget were reduced by $1 million,
offset by decreases in general operating contingency and decreases in transfers to the
Information and Communications Technology Fund. In addition, the Mayor and Commission
added a position for the capital improvements office which was offset by charge -backs to
capital projects.
Approximately $4 million of the resulting $8 million increase in non property tax revenues
was planned for at the time of the adoption of the FY 2010/11 budget, through increased
transfers from prior year Parking Operating Fund surplus and sidewalk cafe fee revenue.
The remainder reflects improving conditions in the City of Miami Beach, including sales
taxes, building development process fees, and rents and lease revenues.
Exhibits A through E to my budget message provide a summary of the
efficiencies /reorganizations, service reductions, revenue enhancements, and service
enhancements considered as part of the development of the proposed FY 2011/12 Work
Plan and Budget. As a result of these initiatives, the tentatively adopted budget continues
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. — the services that our residents and businesses told us yet again are
important to them during the 2009 Community Satisfaction Survey.
Adopting Final FY 2011/12 Budgets
September 27, 2011
Page 11
PROPOSED FY 2011/12 ENTERPRISE FUND BUDGETS
Enterprise Funds are comprised of Sanitation, Water, Sewer, Stormwater, Parking, and
Convention Center Departments. The Proposed FY 2011/12 Enterprise Funds Budget is
$157.4 million. This represents an increase of $0.9 million from the FY 2010/11 Enterprise
Fund Budget, an increase of 0.6 percent.
In addition to increases in $1.6 million in pension and internal service charges, the primary
drivers of this increase are the following:
• An additional $5.5 million is in other costs in the Parking Operating Fund primarily due
to:
o a $1.6 million increase in salaries, health insurance, and funding for post
retiree health similar to increases in the General Fund
o a $1.4 million decrease in other operating costs
o a $3.6 million increase in the prior year Parking Operating Fund surplus
transfer to the General Fund, from $3.6 million to $7.2 million, and
o a $1.7 million increase in the transfer to Parking Reserves from $3.6 million in
the FY 2010/11 adopted budget to $5.4 million in the FY 2011/12 tentatively
adopted budget.
• $5.8 million in debt service due to $4.4 million anticipated with the issuance of
approximately $50 million in Stormwater bonds in FY 2011/12 as well as an increase of
$1.4 million for the second year of debt service for the series 2009 Stormwater bonds..
These increases are offset by a $9.2 million decrease in transfers to the Water, Sewer and
Stormwater rate stabilization funds and a $3.8 million decrease in sewer wholesale payments
(prior to the fee increase) to Miami -Dade County as compared to budget.
Of note, the transfers to the rate stabilization fund are made for debt coverage purposes only
so that the net revenues at year -end are sufficient to exceed the bond coverage requirements.
Since they are not anticipated to be needed to cover expenditures, they are projected to return
to the water and sewer rate stabilization funds at year end and are then available for debt
coverage calculations in the following year.
PROPOSED FY 2011/12 INTERNAL SERVICE FUND BUDGETS
Internal Service Funds are comprised of the Central Services, Fleet Management,
Information Technology, Risk Management and Property Management Divisions. The
Proposed FY 2011/12 Internal Service Fund budget is $54.3 million. This represents an
increase of $1.9 million (4 percent) from the FY 2010/11 budget, primarily due to increases in
salary, pension and health cost similar to those described in the General Fund. These costs
are completely allocated to the General Fund and Enterprise Fund departments, and the
Risk Management Fund reimburses the General Fund for the cost of legal services.
The Property Management Fund includes the modest reduction in janitorial services offset
by the purchase of a Vacuum Truck for the enhanced maintenance of Beach Showers and
the additional $50,000 in contractual support for 40 year building recertification's required by
Miami -Dade County Code.
Adopting Final FY 2011/12 Budgets
September 27, 2011
Page 12
CONCLUSION
In summary, the final FY 2010/11 General Fund operating budget maintains current service
priorities for the community, despite property tax rates set at 1.2 mills (16 percent) Tower than
FY 2006/07 when property values were similar to the 2011 certified values.
The Administration recommends adoption of the attached Resolution which establishes the
final budgets for General, G.O. Debt Service, RDA Ad Valorem Taxes, Enterprise, and
Internal Service Funds for FY 2010/11.
Attachment
JMG:KGB:JC