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2014-28860 Reso RESOLUTION NO. 2014-28860 A RESOLUTION ADOPTING FINAL BUDGETS FOR THE GENERAL, G.O. DEBT SERVICE, RDA AD VALOREM TAXES, ENTERPRISE, INTERNAL SERVICE, AND SPECIAL REVENUE FUNDS FOR FISCAL YEAR 2014/15 WHEREAS, the City Manager's proposed General Fund operating budget released September 9th, 2014 was $280,079,000 and the total proposed operating budget for FY 2014/15 net of transfers was $501,924,000 including the General Fund, General Obligation Debt Service, Enterprise Funds, Transfers to the Redevelopment District, and Special Revenues as shown in Exhibit"A"; and WHEREAS, on September 10, 2014, the City Commission held its first duly noticed public hearing and adopted the Tentative FY 2014/15 Operating Budget; and WHEREAS, on September 30, 2014, the City Commission held its second duly noticed public hearing and passed and adopted Resolution No. 2014-28760 which adopted the Final FY 2014/15 Operating Budget; and WHEREAS, on November 17, 2014, the City of Miami Beach received the Florida Department of Revenue's (DOR) notice that the City of Miami Beach was not in compliance with Truth-in-Millage (TRIM) law due to an error in the Budget Summary advertisement published in the Miami Herald on September 25, 2014; and WHEREAS, a special City Commission meeting to hold the new final hearing as provided in DOR's notice has been scheduled for December 2, 2014 and has been duly advertised; and WHEREAS, the final General Fund budget includes $1.9 million in employee givebacks; $60,000 in efficiencies; brings in an additional $1.1 million in Resort Tax revenues to the General Fund to offset tourism-eligible expenditures; and WHEREAS, the-FY 2014/15-final General Fund budget totals $280,079;000 and is about 18 percent more than the FY 2006/07 budget despite pension contribution increases of 98 percent during the same period, in spite of the fact that inflation during that period, was approximately 18 percent; and WHEREAS, the final General Fund budget includes a revenue increase of $15.9 million over FY 2013/14, primarily due to increases in property tax revenue, transfers from resort taxes, increases in licenses and permits; and WHEREAS, the final Enterprise Fund budgets total $179,846,000; and WHEREAS, the final budget for Internal Service -funds, which are wholly supported by transfers from the General Fund, Enterprise Funds and the Redevelopment district, is $78,396,000; and WHEREAS, the final Special Revenue Fund budgets total $75,536,000; and WHEREAS, the City of Miami Beach is authorized to assess an additional $2.00 for expenditures for Criminal Justice Education degree programs and training courses for officers and support personnel of the Miami Beach Police Department pursuant to Section 938.15 of the Florida Statutes; and WHEREAS, the Police Training and School Resources Fund is currently funded with the assessed criminal justice education expenditures for the City of Miami Beach pursuant to Section 938.15 of the Florida Statutes, in the amount of$45,000; and WHEREAS, the City of Miami Beach Police Department intends to utilize the $45,000 for those purposes as authorized pursuant to Section 938.15 of the Florida Statutes , and the $45,000 shall be expended from the Police Training and School Resources Fund for education degree programs and training courses of those officers and support personnel of the Miami Beach Police Department; and WHEREAS, Section 932.7055 of the Florida Statutes sets forth the purpose and procedures to be utilized for the appropriation and expenditures of the Police Confiscation Trust Fund; and WHEREAS, the proceeds and interest earned from the Police Confiscation Trust Fund is authorized to be used for crime prevention, safe neighborhood, drug abuse education and prevention programs, or for other law enforcement purposes; and WHEREAS, the Chief of Police is authorized to expend these funds upon request to the City of Miami Beach Commission, and only upon appropriation to the Miami Beach Police Department by the City of Miami Beach Commission; and WHEREAS, the Chief of Police of the City of Miami Beach has submitted a written certification which states that this request complies with the provisions of Section 932.7055 of the Florida Statutes (written certification attached as Exhibit "B"), and the Guide to Equitable Sharing of Federally Forfeited Property for Local Law Enforcement Agencies; and WHEREAS, the Police Confiscation Trust Fund budget for fiscal year 2014/2015 in the amount of $756,000 shall be funded from State Confiscated Funds in the amount of $176,000, and Federal Justice Confiscated Funds in the amount of $580,000, as reflected in the attached Exhibit "B"; and WHEREAS, funds in the amount of$756,000 are available in the Police Confiscation Trust Fund; and WHEREAS, Section 705.105 of the Florida Statutes, sets forth the procedure. for unclaimed evidence, which is seized by, and in the custody of the Miami Beach Police Department, and shall vest permanently in the Miami Beach Police Department sixty (60) days after the conclusion of the proceeding; and WHEREAS, $75,000 was seized, and has been in the custody of the Miami Beach Police Department Property and Evidence Unit in excess of the statutory period set forth in Section 705.105 of the Florida Statutes; and WHEREAS, said funds have vested permanently in the Miami Beach Police Department, and have now been placed in the Police Special Revenue Account Fund, as provided by Resolution No. 90-19931, adopted on March 7, 1990; and WHEREAS, the Miami Beach Police Department seeks to purchase those items identified on Exhibit"C"; and WHEREAS, the Miami Beach Cultural Arts Council (CAC) was established by the Mayor and City Commission on March 5, 1997; and WHEREAS, the mission of the CAC is to develop, coordinate, and promote the visual and performing arts in the City. of Miami Beach for the enjoyment, education, cultural enrichment and benefit of the residents of, and visitors to, Miami Beach; and WHEREAS, the Mayor and City Commission adopted the Cultural Arts Master Plan on June 3, 1998, identifying the following program areas for the CAC: cultural arts grants; marketing; facilities; advocacy and planning; and revenue development; and WHEREAS, pursuant to its enabling legislation, the CAC's budget for each fiscal year shall be adopted by the Mayor and City Commission; and WHEREAS, accordingly, the CAC recommends a $1,307,000 budget allocation for Fiscal Year 2014/15 to continue implementation of its programs; and WHEREAS, the Miami Beach Cultural Arts Council (CAC)was created to develop, coordinate, and promote the performing and visual arts of the City if Miami Beach for the enjoyment, education, cultural enrichment, and benefit of the residents of and visitors to the City; and . WHEREAS, from December 2013.through July 2014, the Cultural Affairs staff and CAC conducted its application and review process for its Fiscal Year 2014/15 Cultural Arts Grant Programs; and WHEREAS, grants panelists, comprised of the CAC members for CAC grant programs and both VCA and CAC members for the joint Cultural Tourism grant program, yielded 42 viable applications, requesting a total of$850,000; and WHEREAS, the CAC, at its regular meeting on July 10, 2014, reviewed their recommendations and unanimously supported the recommended Cultural Arts awards totaling $730,000 for Fiscal Year 2014/15 as more specifically identified in column four of Exhibit "D", attached hereto; and WHEREAS, the City Manager has reviewed the recommendations and concurs with same; and WHEREAS, the Miami Beach Visitor and Convention Authority (MBVCA) was created pursuant to Chapter 67-930 of the Laws of Florida, and Sections 102-246 through 102-254 of the City of Miami Beach Code; and WHEREAS, pursuant to its enabling legislation, the MBVCA's budget for each fiscal year shall be presented to the Mayor and Commission; and WHEREAS, accordingly, the MBVCA recommends approval of the proposed work plan and budget for FY 2014/2015, in the amount of$2,765,000, to continue implementation of its programs as shown in Exhibit"E"; and WHEREAS, in order to utilize the use of FY 2013/14 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; and 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 December 2, 2014, the 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 2014/15, .and hereby adopts final budgets for the General, G.O. Debt Service, RDA Ad Valorem Taxes, Enterprise, Internal Service, and Special Revenue Funds for Fiscal Year 2014/15 as shown in Exhibit "A" (Total Revenues and Expenditures by Fund and Department), Exhibit "B" (Confiscated Trust Funds), Exhibit "C" (Police Special Revenue Account), Exhibit "D" (Cultural Arts Council Grants), and Exhibit"E"(Miami Beach Visitor and Convention Authority). PASSED and ADOPTED this 2nd day of December, 2014. .r - s P flip L Mayor ATTEST: Rafael Granad Clerk APPROVED AS TO FORM & LANGUA E ... &FOR XECUTIO IN�'��'' Q,`3ATED:. Attof y to -----------................................... -------- ..........____............................................. ............................................................................................ ..........................I...................... ...................... COMPOSITE EXHIBIT A — .......... ---------------- —------------- --------------- Revenue Summary by Fund and Major Category G.O.DEBT i SPEMAL INTERNAL ..................... ............... ........................... ----------- .............. --------- .......................................... ------------- ................. .................... SERVICE fi kibEPARTMENT 1. GENERAL SERVICE RDA ENTERPRISE REVENUES TOTALS € .............................................. ......---------- ------------------ .............._.f....... ............................................................ ........................................... ........................... __$....-114 ............................................ :'GENERAL OPERATING REVENUES ........... ......................z..i................................................ .......................... ............. -------..................................................... Ad Valorem Taxes $114,420,000 ,420,000 11 Ad 159 000 _ _a1_o_re_rri-,S_6u_th Pointe Costs ............ ......................---...__....2.15 .. ............................... ............ ----------------- ............... ............................... Ad Valorern-Capital Renewal&Repl. i i 2,180,0b6_ 2,180,000 1 Ad .......... .............. .............................. `Vi6iemw'JN6rm Normandy Shores 145,000 145,066 24,389,000 24,389,000 ... .................. ............................................. .......................... ........... ............................. ............... ................................................................... ................................................................... , Licenses and Permits 26,111,066 26,111 000 10,496,000 Intergovernmental 10,496,000 ............ ........ -----------.......................-........... ....................................... ............................. ..................................... .......- yy rges for Services 4,812,000 4,812,0bb, Fines&Forfeits 2,436,0 0 2,436,000 i Miscellaneous 12,581,000 i 12,581,000 1; ............................... bl,------------------ 'Resort Tax Contribution 34,084,00 34,084,000 tot 27,366,000 Other 27, .000 1; 1,500,000 Operations H 1,500,000 1 ........................ .................... ............................... .............................. ........................................................................ ...............................-.......... Prior Year Surplus From Parking Op.Fund; 8,400,00 8,40D,000 $ 280,079,000 Sub-Total $280,079,000 1. i $ 5,928,000 Ji ':Ad Valorem Taxes $5,928,000 ................................ ------------------ —'---------------------- .......... ------------------------------ -------.................... `Other Sub-Total ................................... ............................ ----------_------- .............. .................................................................................. _:............ ------------------ $5,928,000 FUND TOTAL $280,079,000 $ 286,007,000 ...................................... .................................. .............. ..................- ............. .................... ......................... ................ .............. .................................... RDA FUND-Cly TIF only ........... AD VALOREM TAXES ............. ...............------------ ------ ............... Property Taxes-RDA City Center(net) $20,210,000 - $ 20.210,000 .......................... ............... FUND TOTAL 77 ENTERPRISE FUNDS ...................I-------------------------............. -------_-----_--------1-----_..__.._......._ ....................... ........ ............. ..................... ................................................................... ................ $ 12,162,000 Convention Center i ....................... ................................. ............. ................................................................................................................................ ...................................................................................................................... ................................................................. i Parking 50,109,000 Sanitation ........... --------------.................... 20.027 67------------ ............................................... -------------- ...... 43,2700 e-,r,b, perations 6,0 Storm Water ; # 20,804,000 Water Operations 33,428,000 ........... -"-;......................................... ................ ........... ............... .............................1. - FUND TOTAL $179,846,000 $ 179,846,000 .......... .......................... ........ ............-- .......................... ......................................... ....................... ............ ...................... INTERNAL SERVICE FUNDS ........... ..........................- ................... IE $ 1,046,000 'Central Services 10,747,000 Fleet Kbriagement ............................ ;--------------------------------- ............. ............................... ............... .....................---------------------------------------------- —----------------- 15,629, ormation Technology 000 9,754,000 Property Kbriagement .................. ........................ ........ ....... ............... �4...........-- ............................ ........................ ...................... ....... ................................... Risk Management 14,524,000 .......................................... ................................... ...............: :�................................................................. ............................................. ............. Medical Ins-uia'n-c'e, ............ c' 26,696,000 FUND TOTAL $ 78,396,000 .................. ............ ....... .................. -------------------- .............................. E FUNDS ............ ----------------- j'!----_----------------'-- --- - ....... ...... ................................... ........................ Education Compact 107.000 Resort Tax 62,889,000 m. 7 'Art in Public Places 00 ...................................... ...............-.......................... .............. ............................... ......... .......... ........................................ ................................................... ........... ................... ...................... !Tourism&Hospitality Scholarships 142,000 Cultural Arts Council 7,000 356,000 .......................... -------- ------- --------------- ............ ------------------------------- ................................................. .................................................- 77,000 'Waste Hauler.............. 222,000 i. I Normandy Shores :5th&Afton Garage 587,000 i ............................................... ......................................_i...................................... ........................................................................................................1 11 ; I ................ .......................................- .................................... 7th St.Garage 2,385,000 2,739,000 :Transportation _....._..._....._..._....._...,.1..._..._._......._.._. .................................. ...........i��d.000...;_.......... .......................... ...... People's Transportation Plan fi .................................................... ......... !........... .................................... .......................................... ............ 6j...................- ....................... k Confiscation------.......... i756,00 e Police Special Revenues 75,000..................................... __......... .............. ................................ ............. .............. ........ .................... .................... . ................................................................. Puilce Training 459 ,000 000 6 ' Light Camera 388,000 Ernergeii�Y7 ... ......... ........................................--------------------_---- ................. ------------------------------- ..................................................................................................._.4 .................- 395,000 11 Information&Technology $75,536,000 $ 75,536,060-1: FUND TOTAL .............. .................................... ...............- $179,846,000 $75,536,000 $ 561,599,000 $ 78,396.000 TOTAL ALL FUNDS $280,079,000 $5,928,000 $20,210,000 .................................. Less Transfers ................-.1. .....- ........................................ .............................. .......... GRAND TOTAL-ALL ............. $ 501,924,000: ,.._......................................... ..._.._............................... ..... _.. .................................................................................._...........................................................................................................................--................I......, COMPOSITE EXHIBIT A ........................................__._..._...--.--..__.......___......_........-------.._......_........._....................._... ._...._I..-........_.. _.._....-_._......................._....__........_................_-......_........._........__............___............._......_....................... TOTALEXPENDITURES BY FUND AND DEPARTMENT 4.............._............_.._..._........._.._...._..._.._..._......_.._...__.......__._..............._................_.................._I-----_..._......._.................._....._............................_......................_I.._...----_...........__....-_.......__....._.............._.................._.....................__....I.._......._..........._, Fiscal Year 2014115 ____..__..._._._.__-..__._.__-_--_.._._-.-_-...__._-_.._..�_____..___..._.-.__...__,.....____._-___..._r. __..._1.-__..__.............._..._..,.._...._..._-.._......,__--.._.,..__..._....._.r-..--,....._. .-......-....___.•..r_ -___-___....._____,_. _.___.._.__.___ _.._....._--...... - .._...--...._...----....._._.._...--- ..__._..I..- .._._._._.......__...._..t_.__........... - ._,._...-- ------..._:: - --.....---ti---._........_.. ---�-.�:�--.--.-.---....._..._....- -.._......_..._.....----.-- G.O.DEBT €, 1 I ;: SPECIAL :: INTERNAL .......__......._..................................................__......__......_......_........._.... __.........-.->._...__........._...................._......:..�_..........._........ ..._- FUNCTION/DEPARTMENT GENERAL SERVICE t RDA ENTERPRISE REVENUES I TOTALS SERVICE _.._.._................................. ---------..-..-------._......_....=°._....._..._.._............................I_!...._-_..._.....- --._.....I._._......._.._......_..._.. -.... ...- _ _...----..._..........._......... ------...... _ ..................------------... { ..-`- :MAYOR&COMMISSION 1 $1 916,000 - ��_ f __31__1 _00 _ _,__�__ >,_,.._____,,._,......__..._,_,__..:..__,-___-...,_..- ,W..,: w - 4...__- -,:.._.�..__,.,. 4,,.-,_._.�.w..••....,,.._.,_.,a...i,_,,..._...,,._,___.,...-,.._ ._..._._..,..- ,.,._..,_0 :: „�,, w :: _..._...... _... L............._........._.,_.._..-.....,....#.._.._.....__--_..__..._..._...z._......-......_.......__...............f._:............_...._.._...........-...:.......-_-._........-_.._.....--W.4.�...__....._.......--..._...N`_lµ.i_,.............._...._.._......._...._.. 'ADMINISTRATIVE SUPPORT SERVICES r i...._.__..._...__._.._._. '- i'• T: : $18,267,000 ..................._...................._...._._....----....-_.......---.......__...._....._._.._..........._..............._...... .........-----_....._......_.._...._..;___...._._....----...----_.,..9-...---.._-........-------....,._._.._....._...._.................._..........;...._....-----.--------._......_....._i t x . CITY MANAGER..,,,-_�_„__..,_.,.,__....._..._,_..._._._..,,..,.._....._-3,415.000,,}_.__,,,_:._.__ _- . -----.......,.._._._...._.,,. ------ W___ ___.___..�.._,_,._.._ __.,._...__._._..., Communications 1,410,000' 1 ` � ......_..._........ _...._._...... ;...__.........._............._...._......._......................................_............................_......t..E_.........__.............,........-.....t......._.........._..........__...........i..;......_......_......_........_.........r,-g....... ....1..„. >__ :: i BUDGET&PERFORMANCE IMPROV ;' 2,242,000; :I F` i .....,...---- ............................ -.._.._..._....... .._..._:_...._._..._......_.........._..........._._......_..._.._........._._.__...... _..__._......_.............._....._........__..._......_.... - ...._._.._......_........._... : 1 Org.Dev.&Performance Improvement j 572,000' i _ I L ........_....__...................A....._.._..........._._................ _...._...._.............._.._.... .........................._.........._........i..;................._......._..._.....__..._: I Education Compact I 107 000 _ ___._.i„ _,, __ ., m_,._._„_,.__ „_,.�_,_-,w.,__, _,..__--,. _ ._.,.,._.._..._._._-, _ _,..w...,_ ___:._,_w w. ___ , _... _,.,.....:_,.m _ FINANCE i ..................... .. 5,308.000 _ F. ...._.._....__.._..... .... I..._._......0. - ........._........-.........................-...._........_..._.............._....._.._.......o-..,....................... 4 ..._.............__-,.....:..... t :: : 1667. --- ---.._;. ._.. . , Information Technology :. -..__.._..;._..---.---.._..__.....__._......._...._.._......_.........._---._......__..,._._..._....15,629,000 s_,_._.,__.._,.�_,_-„,.,_,..__..,._.--,,,-_--.�,,.__�.,..._...__--,_,_.,.. - .-�__.,.,.�. .,_.,,_._._._....,....-.--- ___._-___...,_._.,,_ -___-.__w.. ....._,_,._.__„_,.,_......._, ,..__...w.._.,.., HUMAN RESOURCES/LABOR RELATIONS 2,172,000: I 1 1 '` _��_ _ _ .............._...._..._....._._......._......._._.........._......_..................._..._......1._............._.............................6........_.._..._.............,.-.........L-:..._....._..._.............._..:..._......<__..__......_........'.'.___..........,........................__...._.__................-.c-...................._...._._..._.._......_ ............................................ > ;[ 14,524,000; -- Risk Management _..._.__._...----' - ------.-- ---.--._._....._- -------------...- ---------.---.----- .....__...._..._.._..--------- -- ------------------------- .._....._._....,_. Medical Dental :.... �2s sss 000' I CITY CLERK i 1,374,000: _.._......._._... I. ..............................-..._............_.........._..........._..._...._............._..........._..........._....;......._........_......._............................--............_....._......-_...:...._.......--............._...._.t..„................_...................._ ? 1 <.... Central Services ...__.--...---_--- . 11 _:.-I ...1,046,000 : t ......_..........._..........................__..____._.._—_..___._._...____.......-1. .._._...-._......_...-..__..... _.>_.-_....__.._-..___-_I..._.._—_.._..._.._.__.._i_.....__--..._..._._—E_-___.___.____..__'.._._—...___ ...... _._—._._._.___ :CITY ATTORNEY 5,017,000,I : °` '` I $5,01 ,00 . 1: .. . ;ECONOMIC DEV.&CULTURAL ARTS t 1 i I : $100,029,000 -_- - - ... ---__......_..--.._._._..._.__.._._.._..._ _._._.._-...---- -._._..._..------ -----._.._.._._._._..- - _... EconomicDevelopment ( ; ----._._................._._....-. ----..._....__................._ ............................................ ............................------......_ _........._...._.._._..._......... __V......._....................466 000..3..L............._....................._._e-.r._..........._......................... f REAL ESTATE,HOUSING&COMM.DE -_........_.,..a_-,.....,..,.,,.__.__ .:, F '�..,..__....._.,.,..._,___-.,__ v__,.._ __ _, ....._,. - ___..., HomelessServices 1,324,000 I ! i............._..........._...-- .__..._........_.._._._. _ ...._._..._...._...._..._........._... _._._...._.._..—...... _..- --..._.._...._...._.-._..._..... -. .;-------.._._._..._._....._ ......__._...----- - - {.... ,._ E. ....I.... 1 590 000 BUILDING ...................................................................3..............-_„........................_...................;..................._._......................:..............................................................................._......_.. ................................._....._.... ..........._.._..................... : PLANNING � 3,920,000' ;r -.__ __._._ _,_,__ : :F ..._...__..._---.-_._,.,_.,_._..._,_.___.,,_.__,_..,._..........___._..._,_ .,__,_____......,,..-..,,.....,_,_:_._.__,_,.__,._,.,---;I._:_...._-_.............._...__j_.,.._.......,........__,._,-_.._•-•�.,�_..,._._.--,.__.__._._,.._-.- __- Cultural Arts 1_..._......._..........__. ; i s :. _,.I,_ ............................. .............. - ..s..........._.._..._.........._. ......:...._.....--------....._.__.._..,.........---- ............._......___----...._.__..._........_........_......,...._........._....._..........._._...._.....;- ---..------...-----------_ TOURISM,ECON.DEV&CULTURAL DEV 3,509,000 _ . ' _. --- ....................................................._.................................._.._..._...................._... ---;...._.........._.._..........._._._t..:....._........_.........................._........................--................_..:..x........_...........................................:_..._........._._..._..............._......... CONVENTION CENTER ; :: 12,162 nm_ AM _ _H . 000. wE 62 869 000 : Resort Tax : = ....-....... ............._. ......... - -._......_...._..._.............._.....-- ......_....._..---------- ...._...._._._......._..._......._.._..—.._._...__.___.__._.--_._....._.._..._._..._....._._._.__1_�.._.___.._.._._.._....._.___ _..........................__.._ _ _ ..............I........................_. ' _.•.... Art in Public Places i. _,_w_ ..,._.__....-.._ _, �........,.,_ _ ,_„__,._ _, ,,,. __._,,,.,-_._...,,_..__,.__________.....,..�,_..�..... _.,,_. I Tourism&Hospitality Sholarships _..._......_._... .. d 1 ` 142,000.. ,-._.__..._..........._... _........ _ ... _..._.,_... �.._.,.�,.._ ...... .. : .............._.._. ._s.t. f_a 1307 000 Cultural Arts Council = -- -- ---= --.....-... -._._._..s..._._.... ---- - -._.._1__11 -1........_..:._:----......__..—..__....._:.1.. ----- - _................................_....................._._.._....._..---.----•---....------ -111.1_._ �..»„_-"' ,..,.._..................._.a._-_-_..__,�:._.._.......,._...,.. E ,.--_....:._...,,_....._.r_.,.,.....,- �.,.....,..._......_.,..._,_- - - - ...,_,.•_..,.....,......._... ._.._,.,._...,.,,.. ,_,,,1_111• :. _' 22. 29 OU OPERATIONS I 1....... .............__......,._ ` ........_....................._..... _... ..._...__........._.._.. ..............._........_..-_._... 3 66 0 ......... ..._..._..-._t_:..__........................ !1111 CODE COMPLIANCE , 5,553,000, :t :: :: I 1 _1.1.1_1_.. .......-- ......................._.t.....----....._...-- ----.......__...._..- --...---1_111... -1111. -1111..- ... -._..._............_.. --1111_.._-_._...__.._.. .. COMMUNfTY SERVICES 615,000; :: „-,,,•_____ ,,1111,,,__ - s_...,,,_._..,-._...__,,.�._..__..._..•._,___.__:� - 11_., .-,,_, _..I.,,..-,:.._w...,, a__:__ __w :t,_ 1,_11_1 __. __,_, .____ ____., -,1,111. _,r.�,__. ._..^�-- '�---• 1111._.: I PARKS&RECREATION 29,147,000 !( : ? I 1 ' _.....................<..... _..................... ...........,..................................._..........!....._........-......._..........--.........._........_................................-..........._........._.._..........._......_......,..t.................._......._........._... PUBLIC WORKS __._._. 10,911,000 I t .€ € i -._.........................................................._....--.._.._.._...._. .........,................._......................... -1.111.----------- ........__......_.._...---- -- - - --_..._..._ ..._ ....._....__.... --.1111... _ ,= tj ' - - -- Property Management :€ .�.___..__ „_ _ __ _ _ ..,.. .m.,,,•,_,__._ F 9,754,000 f _ _ .,_ _ a _ w_. ,..,. _ _ __.,,.___,.._m.,,_,,,,...,,,_.._..,_.M .. _, -{.w-_ ,a i _1111._.., _,_._, _ ,.„_ - I Sanitation }................_. ........J..t...........20,067,000 ......................... ....................................... ..............S......................._..._....................................._...._...................-......................,............................ _...:.. Sewer '° : .> ;, 43.276.000: .,-._..,....,,_._.---V -",--,,-----,— ..___..,,__-_._ _.__.,........_._.__._..._..,.__.._..._.._..__,.,__..___ ._._,. ___,,11_1_:1,I.._,_:.____._.______.,,_,..;...,_-_.._..,_,._,..,:_._,____.:,...,..,..._:___,_..,,_..._,.._•............ 11 20,804,000 Stormwater _1.111 ............-..4..1........3................... 1 Water 3,428, 00: :......................_.-..............-............._..._..._......_........_.._......................._......................._y...................................._.._......�..............._..............................;-.............................................,..Y........ .. .. _ _ ...f..E.... : Sustanability !( :. 356,000 _ p ' ......_..._._..._.._.,........._._._1-.7....... F..,....,..._...,....«.__..._._.-...,...._.;.,s...__..,.,...._._:.._.-.--.--..,.__.;_.11. ,..,.----.,.-....,__.__.....__ ....__._...-.-_._.—._,. :-._.-._,_,,.....•._.............._........,...__..._.__,,.-_._.-„,111,1.,-1111,. ...._.._.._.,....,_', i Waste Hauler ` -- -._............_.._... _.. _11_11__... - . '__.._......---1_11__1.. ..i.......__.._......-......_.._..._....... 77,000 _....._._.. ---.-... —1111_—._.�.......-111.1...- .........__. __1111_ ........ .._. ..I...... Norman Shores II I: 222,000: - - ... _......................._......._._:........................_............_......._a...x.._......_..........._.........._......j..........._........................... ............................._ ............ ...: : CAPRAL IMPROVEMENT PROJECTS ': 4.903,000 I__.._,....____.I.__ ..._,.__._ _.,.__r.__._-_...._........._.,_M-r_,_._.,_.,,_,_,._,_,_.._r.i-,-_.,.__..._...._,..________ .._,.,w......_..,,.-.__._,..w ___,........._...._.. ._:_., ...__.._,,..__.._.__. 111.1_.. __ _: ____1_111._.-._.......-. : TPARKING ---1111.--I - 1111_... --..._......------- .._..-...._._50,109,000'- -----............._..._......_;...----.._...._......... --- -....__..._... -1111. .._ :. --'5th..&..Alton Garage- ana e........_...__..._._.. ---..__.`.....__._.._. .. 587,000: _.......... 1111... ........... ` 9 - --............................................_.....-........................__...._............................._...--- ...................... ....... ... o..:. • _1111 _......_......._._.... ..:... 7thStreet Garage..._,_::.n .___.._ ._ ._.._..._,_-...,,.__,_m,__..-.,_.:•_:,._-,::._::.•,.:r_._:::,:.._.- _.__.. __:__ ._._._.__...,_:_m .. _.__.....____M,..,.. _..,..w.,_......,.,,__n,_ ,M __ _. .. _.. :.,. '. 10,747,000 FLEET MANAGEMENT _ '_ _1111_...-----•-.--.-.- -.---.-.------.-----._...._._..---.-.---........__.._.-._..._. --- -- ...__._._.__.....--------._._...._...._..—_ - -1111._._.__.._._._..._ _ 2,385,000N: ____ i TRANSPORTATION i ' 2.739,000:: _ : : i F' ___. _»....,.,._,_:.,._.�._,.,,_ _. _. _ ......,._.,,,_--1111._.. ..•-•�,_,,,,.,_....._..,_ ._f...._..._._..,,_.._.___.-.._i_L_._•..,_._.._,-.-11_,1_,,,1•.-...:,-;.,.___._ 4___..,o People's Transportation Plan `' ;i : . .... .............. ....................................... __.............__..... ........ <t .I....._....._........_........ ................._.........._....... ..................-50,.........._: ........................................... ----------.......1............1 -, i... I I . __._......._.._.. __.........-----._....-----.....---..-.---....__._..._...._..._.. -._........._._.... ---... --..._ _.._.............._.._.... ------- -- ._..... ............................... PUBLIC SAFETY m wMw __ 169,162,000 i _ 11_,11_.._ .,,_._.,_..._,:,_-,,,....�..,.�..._-_,_._.....�...,.._,..., w. ._ ,,_,._„ ,.:..:,__ _.,,_.-....�,..., ”I_ --,1111 _,_.._ ,...1...,.9.-...2...4-...._ w 1111 POLICE ` 94,865,000, `t ..............-----...... ........-.. ..._......._...._................_._.. 1'��---._._....__-._........_._ :: i........................._................_...-.-._......._-._......._.............................._.._........-.......6..-............_._.........-......-..,...._...._...-..._...__..........__...............1..........._......._........_.._._....i.�.... - - - ...f_�.... Police Confiscation : ; 756,000 a. :_.__...._._............................................._..^.._...._......__...._.._...._...._..........._.__ i..._......_..__......._.._._........3. ...._-..-----.._-._........_...._...._........_..-_-....-.._....-.-_._.....__..................__....._.._._._._....__..__......-....-_1111.,..-_..-..—......__.__—._V ---- -1111.. -1 75,000 Police Special Reve ues ` ,_.._._.._._.._ ,w,_... ___._,,,..,_..__ 11,11. ...._,,,,.,,,,__,w._,,,_.:_ _ __ .,_....:........rw,........, ._. ..w...,,,,...d.._w _.W_w ,_: , 111,1 _- .,_,_,:w _ 115, Police Training 45,000: ..............I..........................._...................- t...............................................-...........................................F..s............................................_.-............................... ...................._......................... _..................---.............__. j ............Red Light Camera I r 3 896.000 _........ - -...----..._.... :....................................._.........._.....r ....__.._.._..._.._...._..._.._.........__.._....._... -- 1111. --��:..I..._....._.._....._...._.......__ ... - -.._ .. :: FIRE 63 284,000 ' } ..>-1;111. EMERGENCY MANAGEMENT 8,853,000.; _........................ ....................__..._..................._..._......................................_..............._..........._...............................-..........................i......._........._.-...._..........-'---'-:......._.......................---..........o..................._............._............._..,....... ...._.....................-o-....., ...f_q... Emergency 9-1-1 t _ _ ._._.,_.._..__ ___....,."".-,._._.,... _.___._,.,_,_.,...,__,_ . 1111 .. ..._...._.___._,,.. ,_,.._......,__..,.,...... ....._,.......__._...--!+-----,-- -- 388 000 _._._,.__........,_..:_:-_,,.. _._..__,.._: _ 1111 M. .. .. #.,r,.. - 1111_ rM,_ :I I' L.............._....................... - _.._..._... 1 111_..t.,...._................._.... - - ?._.._._.._._._.._.. .....-._........_....._._.._ -_...._._..-- - .._...........-1111... - -..................-- -1111. € ,11,11 :CITYWIDE ACCOUNTS ............._.............................._;..................._.......................!-....._..............._..........._._...`..t.............................................3............................................. $9,846.000 h................................................._ - f.. .. CffYWIDE ACCTS Normand Shores 222,000, 1111.._1111._ r.. ...._...._..•....... ...�_.__._. ,__.._.,...... 1111. ___1111.._ __._ _�._ 1111 _ __.._..........._,......._.-----_....._.......-------._....................___-,..__.._.1.. 1111. .x_._.�.__„_.__E..... _ __1__ Cf1YWIDE ACCTS-Operating Contingency 1,000.000 t I ........-__-1111 ._..._._...._...---°.._.....................-I._._.......---------111.........1..... --............1.........11.................. .; ---.............................. ...._......._......---....._....� ._- - - -..__..._..._.._._......... CrrYWIDE ACCTS-Other 8,u000 i_I_..............._..........................i... .............._.....__........... _............. -.. �... Ii onward from Prior Year Set Asides 0 r : - �r?Yf.._........__,..,_._.,.....-_•w,.,:.._._,.__.T,._-"._.....,,.._,_.-,..___.-:-.__.__.._____....._.,.:..::..._..,.__:._,_.,,_.,_............._..._... _.__.__.____w.1111.,._ -.____..____.... 11,11. __-1111_,_ Transfers , 1111 _ _.................._.. .. ......................... [ 415,000 ................................_..--............_........•....._......._.............._.._...__.._._......._.........._..._....._.........................__..... - ..._...... _._._.... - ._._.._..._...---.........-.---- - n_,_, :F Ca ital Investment Upkeep Fund 225,000 l ..._................................ _...._..-------......... t.. Info&Comm Technolo Fund : 395,000� . 395,000 1 _ _mm_. _ :_.,.,,.,.,.._...._:_..,..:_..,_,.::.::::.__.:...:....:......::..._.:.9.._.,__. .._ .�.._.,w ... ,:..::_.,..._,•,.,,..._-._..,,,,.p _:,_µm._,,.m...:. ._._..__.,�._..--�---Y_•--...._.,..m,,:..::::._„__:_,1,1,_11._. M..__,_._w•1------ ,-,1 - Pay-as-You-go Capital 1,400,000[ , ;` µ �- - :: -------...................................................-.............................................................._......,............_._............................. .._..._.._-..._....__......._:..1111_..---...._...._.........._,.._.._.._..........._...._....__..........: -.._.._.................._..._......_._._....__.........._........._.. ........__..._..__..._..__..._.._..... ...... . FF CAPRAL RENEWAL&REPLACEMENT: 2,180,000 I :: _„�m „� F $2,180,000:€ __.__,_.,:...�....._..,._...:.,.._...,,._._.._:.._,,,..,_.,,�..... _,_._.,-:_.,..� .�.__,_,._,,,_,. �,d__...._.,...-,_._._...,_..-,w,____...,._.__.,.,_....,r_ w_..,__.._..,__--,1-- ,_..._.___......_._,___ ' ............`>.................................-.............................--_..._......._.i..t...................._....._............. ............_....................... ....... ................_.._....._....._.._.. ,_.,,a..,_... ,_,.,.:..i..,_. ,,.w u..,.,.. F' >................._._._..........._......................................_.._........-....................................t..1......1.1 1. ...,_...E.... :..�.... 4 -.....1111 .._; G.O.DEBT SERVICE _...._................_..................................._......_. 5,928,000 .. : ; $5.928.000:: _........--._........_..._. .... ._............_.._._... - - --....._._._._........_ - - ....._..._.._.._.....- ._. .I._ .. ��._.w....._. M._,,,.,_.._-._.._.,.,_.. .,_........_,,._,._._.._.,,_. __,.,.,,,w_,_.__,..,_._ _.,,. ,,..._........- _.............:......... __ .r,. _ _ __,Wwu..,,..._.__.—1111,. ,_.�.,I _ __.., _,_.,... _ i y .......,..:y__., _ 1111.: RDA-0I TIF Transfer only `.1..._......._............._..............s......._.........._........-................4..•........................._....._....._.t..:......................................_..._.._<.........._......_..._.................�. ............_......._.........._..... .,i{..._..._......._........................__ ._.._................_...._....................................,.................._..........._....y ... 1Cit Center -......._.. .................._........................._.1.k._......................................._..I........-20.210..000 ; - 20,210 000 :_._....Y..._............................._....._....-.--.........._....._..._........ F :: :< ....--",,,_,_,__„___,,,.,.,,,,w:...-_._,_„_,__._„_..._,—,1-,,._..,,..___,.........,. -- :TOTAL-ALL FUNDS 'F $280,079,000, $5,928,000:i $20,210,000 $179,846,000:: $75,536,000 $561,599,000 $78,396,000 _....._....--...._............_................................._._..-._..-...-._..._..._._...._._...._.... ..a� ... .'..._................_..._-.........._..__F._o-..........._....._......._............F...1.........................................._:..:....-......_................._..........._:...:..........-.._........................... .111.1. ......................................... ........................................................_..................._.- c .. ` : : LessTransfers _...._..............._.. ..._.._........._..-._......_.._......---......_.........._...._.---- .. :: ($J9 675,0001 ..._....._......1111..........................; IGRAND TOTAL-ALL FUNDS r._..._...-....__.._.._.._,..,..._..._.___..___._,.---._..__,,...,..____.._,.__..,,..._..._.. .._,._....._._,..,_..._-111:1.,.;-.___._-.__,_,....._.,....,_W..._._.._....-._-_..._,..._.._ ,__..,._•___,.,_..,_ ._..._..,.W.._...._ ,. 1111_. _w_.. _ ._- .. _i_1111 ---........____.__......_........._................................................_...........................,.................._.........................,._.........,............._......................................_....._............................................_................................................,...............................................,..........................................____._._... i EXHIBIT_B _ Police Department ...._.___, .._._..-.._..._,_........:.._....-._..._...._,_...._.._.._.._..__........_.._..___._..Confiscations- Federal&State Funds FY15 BUDGET REQUEST } FEDERAL FUNDS: FederalFunds - ( ...... _...... ....._.... ....._.._.......__........._......._..-._.__._....._.__.__...__:_....- ...._.-....._.._ _.J.._......._._...-------.......- ...__...__.._..... ...._...............= FY15 { Request Organizational Development Travel & Off-site testing 50,000 Training Supplement to supplement LETTF 60,000 Crime Scene 3D Camera System 90,000 Bulletproof Vest Partnership 35,000 Graffiti eradication through Teen Job Corp. 25,000 Body Cameras 310,000 Gym Equipment 10,000 Total Funds 603 580,000 i i STATE FUNDS: State Funds (607) 3 Costs connected with the prosecution/processing of forfeitures. 20,000 Crime Prevention initiatives & School Liaison Projects 30,000 AR Rifle Program/initiative- City's match for reimbursement of rifles at$500. 15,000 15% of State Funds collected in FY13 to be used for drug abuse treatment, drug and crime prevention education and non-profit community based programs. 19,000 PAL Boxing Program .47,000 VOCA Salary Match 45,000 Total Funds 607 176,000 Y ~Total Federal 8�State Funds � __ TM �_y w Mw_p W m M_ A__...._.. 756,000 EXHIBIT"B" CERTIFICATION I, Daniel J. Oates,. Chief. of Police, City of Miami Beach, do hereby certify that the aforementioned proposed request for expenditures from the City of Miami Beach Police Confiscation Trust Fund, for the 2014/2015 fiscal year providing funds for expenditures, complies With the roVisions of Section 932.7055(.4)(a), Florida Statutes, and the Guide to Equitable Sharin of Bederally Forfeited Property for Local Law Enforcement Agencies. Alf Dan Cs Re, Chi olive Mia ch Police:Department Date ..-..._._-..----_.._.._......-.._._............_...._._...._ ._.____..-..._.._._....._._._.__._..._.___....__.._.._.__..._..__...._._.___._.-....__. ------ -.__._._._.-..-_-_.-_.__-___..__.i -�----._._......-�--------� EXHIBIT C i . _._MIAMI BEACH POLICE DEPARTMENT__..---...__....._._......_.............._....._.._.._......_......_.._._.._......---.._...... .......__............................................._...._---.........._._._._. _. SPECIAL REVENUE ACCOUNT ........._....................._...__.......- _...._..._._.._._.._._._.....-.._.._...._..._...........................--_..................................I..._....................._.._.........................._..........................._......... _ BUDGET FISCAL YEAR 2014115 t i COMMUNITYACTIVITIES __.._........__.._.. _._...__._.....__._.. .__.____...____.._-................_.................__...___...... .._..__......_$..._._ _....50...0......0..0-.... i LAW ENFORCEMENT EQUIPMENT AND SUPPLIES _ .__._.._.._._-....__.__..___._.'__._._._.__ ._._____20,000- FACILITIES MAINTENANCE _ $ 5,000 ......_.._.._....._.... ---_..__..._...._..........._.._...- -._....._............_._..._._........... ._...__.._._._....._._._._.__:.._..__._._._.._..._..---..............._..............._...._..._......__.........._.__......__..............._............__...__._..__.._......_..._.._.._..._.__.._. TOTAL $ 75 000 EXHIBIT C AFFIDAVIT 1, Daniel J. gates, Chief of Police, -City :of'..Miami Beach, do hereby :certify that the aforementioned proposed request for expenditures from the City of Miami Beach Police"Training & School Resources Fund for the 2014/15 (seal year, to provide funds for the education of police personnel at various schools.conferences, and work-shops and for the purchase of training and operational suppl' s, is in accordance with guidelines established by the Division of Criminal .Justice St rds and Training, as provided by Section 938.1.5 and 943.25., Florida Statutes. a . Oates Chief of Police Miami Beach Police Department ;;.-- J-Ll Date 0 0 0 $ Lon N 4 J F 0 ~fA 69 49 . 00000000O00 -M M M(n r n c0 O Ln -O)V'M M M O O(0 O N r M w M O O P r � O O O C O O O)A Ln O O O O O O r .�r(O a0 M M 00 O O N r a M"t O O Li O N r M Ln M O L7 LO)� O O O OC CO O O O V N M O 1n O O Ln(0 r(O(D O O Ln r-M O O -.1 th�M(0 O - 0 to O�(0 co O M O M m ui 60' 0 M O N In(n N 0 N(O r M(n O) - O N v w w w w m Ln N I r O O O O O r 00 r O O N r 0 N O O t0 O O O U')Q)O t�t•t0 N r t_ O t•ti(D(D r Ln(n Ln tT 'C C 0 0 0 `(n uiNM �tiN Est o rt-r a)co ooa 0)oOm aDO 00)OOOr-0aD comOLV O OOO 0 M M M N M N N N N N N N N N r r �"r r N r r r r r 0 C _ a c E M T4 N ® U a f9 va f9 u9 f9 e9 fA f9 f9 fs t9 t9 f9 fA to V)69(H f9 6140144 v►fri fA t9 t9 tR to t9.169 f9 t,9� f9 f9 f9 to U 49 6B 69 � O O o 0 0 0 0 0 0 0 0 0 0 o O o 0 o 0 0 0 000000 0 0 0 0 0 0 0 0 _0 0 0 0 0 0 0 p 0 0 0 0 q 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 000000 - 0 0 0 0 0 0 0 0 0 0 0 0 c o o 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 00000000 0 0 0 0 0 0 0 C o 0 0 0 0 Ct C 0 0 CL Ct 0 0 0 C C CL C C 0 0 CL Ct Ct Ct 0 Ct c 0 0 0 0 0 0 0 0 0 0 0 0 0 0 O ui0 ui(ri0 0 0 ui(rivi0 0000000000 000000 : 00000000 0000 0 0 0 0 M M M N M M M N N N M N N N N N r r N N N N r N N N r .-N r N r.-r N - M M M O Ln Q�Ags 00 _ ff!f9 b9 fA�f!d!fA fA d9 b9 fA V!fA fo to V!fA d-1 !A to fA M t&W W dl M fA 6% 01 - N N t0 N O Q O tb f0 N(0 n tD a7 07 r O co(n M O M M �O O )'(D O<N M M O L-OJ m W W W Q I�0 0 0 N O O r v Coco O O 4 M M M 0; .:M N n W(n N O M N O O h O O Cd r 0 r C)O O O 0 m co m co O co co co co m co co m :.O O co co D7 DD r O O O)Q)01 O CO O)O 0]Co C N N CD U- L) LL Li — c m p N O W )U a) `c loci A m O v cc " E y CI -o c U _ 0 0!! _ F c 9 R > -o c y c L) i c y .� � W - a4 - LL E ys W crn y EM c o $ wm $ w va0 .w M E L o CD CL S tai ? 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C d c J•- E L _ N m c o N a'-' z m rn H W e 1-m V cEEcc cE cJmz °UE > 0PummmEa FWEE WEz F E of L m K Z y m W o o p m L o> >t W 0'c aci v 0: m 10 d LD.y C.' `m m m o m o d' m ° 5 rn 55 v W da ze � LLLLmLL ►-LLUHLLF-a�zU�Uwaof0cnm1: co C9 0(nacU LLC�U� x o: .•:.♦NM�L/1�OI�000)CO NM V L .O �ODO�O r( NM�LA(Of� OOTOr(NM"'LA (D N(*Ia � " 1-41-L -.•-Ir(.ir(.-f r(.-(.-fN N NNNNNN NNMMMMMM M MMM EXHIBIT "Ely MBVCA FY 2014/15 WORK PLAN AND BUDGET FY 2014/2015 TOURISM ADVANCEMENT PROGRAM The MBVCA strategically focuses funding to maximize tourism and brand, to improve Miami Beach by focusing on events and projects that generate significant publicity, strengthen brand and increase tourism (generating critical resort taxes for Miami Beach).The Board pays significant attention to marquee events. Review process: For over a decade, the MBVCA has used a multi-level review process for its grant program; the process is reviewed annually. The process includes a mandatory pre-proposal staff conference regarding MBVCA policies and procedures and TAP. During the interview, MBVCA administration advises each potential applicant regarding the eligibility and appropriateness of the proposed project and defines the grant category best suited to the potential applicant. If eligible, the applicant will then receive further detail of the process, including required attachments and meeting dates. All grant formats and policies are available on the MBVCA website. By Florida law,all MBVCA meetings are advertised and open to the public;all records are public records. Annually,the MBVCA Board reviews and refines grant guidelines with respect to efficacy and effectiveness. In FY 2012/2013, the MBVCA implemented changes to its funding caps and declining scale. The new declining scale and funding caps allowed the MBVCA to diversify their funding into other areas and initiatives as requested by the City administration and/or the Board. In FY 2013/2014 the MBVCA maintained the criteria in place for the Major One Time Special Event and Special Events Recurring grant categories requiring a total of 350 hotel room nights to be contracted, from the original 250 hotel room nights required and the media impressions up from 500,000 to a required 1,000,000. The MBVCA guidelines and application process places emphasis on defining and measuring the economic impact of each event, as well as considering the impact and value of marketing, publicity and television origination/viewership. Questions concerning the economic impact of the program, including requiring an explanation of various aspects of the marketing plan, and how the numbers of hotel room nights are-calculated and where they are contracted, are also required as part of the application, as are the event's or organization's publicity plan, community and residential involvement, or special residents' considerations. Standardized recap sheets and point systems have been developed to give.each applicant a score that rates potential success. Using this tool, the MBVCA can better evaluate the applicant's long-term commitment to the community, commitment to brand enhancement, value to tourism, and economic impact. The application requires contract confirmation for hotel room blocks; media contract agreements and/or viewership contracts to be attached to the completed application;that data must be confirmed before and after funding is awarded.The MBVCA votes on each specific and individual grant, and evaluates the grant request,funds available and possible extenuating circumstances after a formal presentation is made by the grant applicant.A question and answer period follows with further discussion as needed. RECURRING PROJECTS: The MBVCA has a current policy in place to fund recurring projects on a declining scale. The declining scale encourages recurring events to recruit corporate and private sponsorship and, therefore, not solely rely on MBVCA funds as a means of sustaining the event year after year. The award category establishes funding caps for recurring events,funding that can be reduced based on the maximum request for the specific grant category. Below is the current scale, implemented in FY 2012/13;applicable to non and for profit agencies. Year 1 Initial Grant Award Year 2 No more than 80%of Eligible Request Year 3 No more than 70%of Eligible Request Year 4 No more than 60%of Eligible Request Year 5 New Cycle Begins EXHIBIT "E" MBVCA FY 2014115 WORK PLAN AND BUDGET CATEGORIES: Tourism Advancement Program funds are currently awarded in nine categories, including:Cultural Tourism, Film Incentive, Initiatives, Major One Time Special Event, North Beach Initiative,.Special Events Recurring, Special Projects, Special Projects Recurring, and Tourism Partnerships.The MBVCA has developed pre-eligibility criteria for grants within these categories. The criteria allow staff to determine eligibility and the appropriate grant category. Applicants must meet two of three of the criteria noted. Grant Category Hotel Room Nights Impressions Viewership Cultural Tourism 200 500,000 1,000,000 Film Incentive* 250 N/A N/A Initiatives** N/A N/A N/A Major One Time Special 350 1,000,000 1,000,000 Event North Beach Incentive 75 200,000 500,000 Special Events Recurring 350 1,000,000 1,000,000 Special Projects 2,500 250,000,000 15,000,000 Special Projects 2,500 250,000,000 15,000,000 Recurring Tourism Partnerships 200 500,000 5,000 (visitors/attendees/participants) *Industry specific eligibility criteria in place for this program **Initiatives are specifically targeted towards organizations chosen by the MBVCA to carry out the designated initiative Budget Budget(TAP)FY201412015: The MBVCA has budgeted $11696,000 for FY 2014/2015 for its Tourism Advancement Program which reflects 61% of the total budget. This grant funding reflects an increase of$61,500 from FY 2013/2014. This increase is due to an increase in the total number of new grants being requested. The Tourism Partnerships category is budgeted at $120,000, reflecting 4% of the total budget for FY 2014/2015. The category currently includes applicants at the''maximum request cap of $30,000. Four applications are anticipated to be received. • The Cultural Tourism category, a joint grant with the City's Cultural Arts Council (CAC) is budgeted at $30,000 with the CAC contributing an additional $30,000.A total of three applicants are expected, each at a$30,000 request. • The Major One Time Special Event category, representing 13% of the total budget, is budgeted at $362,000 in FY 2014/2015, which reflects an increase from FY 2013/2014. The MBVCA expects eight new events to apply at a maximum request of $45,000. The MBVCA works tirelessly to stimulate and recruit new events and is willing and prepared to fund valuable tourism and brand related events. In fact, the MBVCA works with all partners, city leadership and media to solicit appropriate new projects. New applicants are expected to include Maison d' Objet, Park Fest 5K, Model Beach Volleyball Tournament, Revolt Music Conference,among others. • The Special Events Recurring category, reflecting 24% of the total budget, has been calculated at $670,000 for FY 2014/2015 based on the established declining scale and the number of applicants anticipated to return. • The Special Projects category is budgeted at $119,920 with two applicant expected at the maximum request of$90,000 representing 4%of the total budget. • The Special Projects Recurring category is budgeted at$334,080 and represents 12%of the total budget. Anticipated applicants include the Orange Bowl Marketing Campaign; South Beach Comedy Festival; Miami Marathon and Half Marathon and Tropical 5K; the Food Network South Beach Wine and Food Festival; the Miami International Film Festival; FUNKSHION Fashion Week Miami Beach; and Miami EXHIBIT "E" MBVCA FY 2014/15 WORK PLAN AND BUDGET Fashion Week. These events, recruited and sustained by the MBVCA, are all marquee events and annually fill the City's hotel rooms. • The Film Incentive category is budgeted at $30,000 for FY 2014/2015, which represents 1% of the budget; budgeting for a total of 1 possible applicant. • The North Beach Initiative category is budgeted at$30,000 for FY 2014/2015, representing less than 1% of the budget; in anticipation of 3 applicants at the maximum request of$10,000 each. Destination Marketing The Destination Marketing allocation reflects a 1%of the total budget for FY 2014/2015.This allocation provides for the additional placement of stories and press releases on the PR Newswire. New Initiatives The MBVCA expects to support new initiatives in FY 2014/2015. Strategic plans, goals and initiatives are developed through consultation, the result of ongoing communications with the Mayor, Commission and City Administration. Some of these initiatives include WorldOut Games and the continued support of The Customer and You—Certificate Program in Service. Public Relations Initiative In FY 2013/2014, the MBVCA put out a Request for Qualifications (RFQ) for a P.R. agency of record to enhance Miami Beach's image. The MBVCA selected Hill & Knowlton/SAMCOR to support the MBVCA efforts by continuing increasing brand awareness through strategic media outreach to consumer and travel trades, major event recruitment, and business and corporate communications programs. There is an allotment of $250,000, representing 9%of the total budget,towards this effort. The contract with H+K runs through June 30, 2015 in FY 2014/2015. Objectives include increased public relations or tourism related activities in CMB, recruitment of new events and meetings, and improvement of CMB global reputation. CMB leaders have been active participants in planning and in oversight. H+K has an extensive presence in the US and internationally. The agency's ability to network and leverage its global relationships is crucial to the growth of the 'Miami Beach' brand. H+K created and distributed a total of 15 press releases during their first year as agency of record, garnering 2,971,443,219 media impressions and 12 press releases during their second year, generating 3,913,341,910 media impressions. In their third year, H&K generated 2,783,369,818 media impressions to date, through the issuance of 13 press releases. Visual Memoirs Project The MBVCA issued an Request for Proposals (RFP) for qualified entities to record, catalogue and warehouse personal and eyewitness accounts of the history of the City of Miami Beach in FY 2011/2012. The deliverables included a recorded detailed history of Miami Beach through personal interviews, creating collateral materials about the history of Miami Beach and identifying comprehensive exhibit concepts that can be implemented to execute a comprehensive visual memoir library and promotional campaign. The Miami Design Preservation League in partnership with Close-Up Productions, was awarded a one year contract on October 1, 2011 in the amount of$21,000, and the contract was renewed in FY 2012/2013 for an additional $21,000, which represents 1% of the total budget. A total of forty interviews were conducted during the Project's first year. The exhibit opened to the public daily for its initial run from mid-October through late November 2012, free of charge from 10:00am until 4:30pm and reopened during Art Deco Weekend 2013.The documentary played on a loop in the lecture hall portion of the Art Deco Welcome Center. Seating was also placed near the screen and accommodated approximately 25 people at a time with standing room in the back. EXHIBIT "E" MBVCA FY 2014/15 WORK PLAN AND BUDGET An educational component was developed in FY 2012/2013 that included a video and guide for Miami Beach Middle Schools. As of June 2014, a total of 66 interviews have been conducted and transcribed. In FY 2013/2014, the videos were prepared for archival as part of a statewide university consortium. MDPL will also collaborate with various institutions to create links to the online materials. In FY 2014/2015 MBVCA will also provide additional recommendations for interviewees. IT/API Development The MBVCA wishes to provide visitors with timely and relevant information about the City of Miami Beach, its public and private attractions, services, hotels, businesses, and events in order to enhance visitors (and residents) experience. Visitors to Miami Beach - all visitors worldwide — are increasingly using technology to navigate cities or make decisions about leisure experiences,dining, parking,entertainment and travel in general. Worldwide, technology is king. Many visitors already use the free Miami Beach Wi-Fi service to access the information they need at locations around town. Miami Beach visitors and residents are using smartphones and tablets to communicate and acquire information to make these kinds of decisions on-the-go. It is now critical for these visitors and residents to have access to mobile applications (Apps)that can help them obtain the information they need to make a timely and informed decisions. The MBVCA's preliminary review of opportunities and needs was initiated in spring 2011 in consultation with area experts, and subsequent to a public meeting sponsored by the MBVCA, as a situational analysis. The MBVCA released an RFP in January 2012 and awarded a one year contract to Just Program LLC dba Solodev on May 22, 2012. The purpose of the RFP was to develop a Miami Beach-focused web-based digital content management system (CMS) and modifiable database to support 3 d party mobile applications via an application programming interface(API). Currently, the API is fully functional with 230 different categories of businesses each averaging 90 different services and amenities. Web and App developers will be able to use these attributes to create new and exciting experiences for their end-users. A fully functional mobile App for the MBVCA API for both iPhone and Android platforms are also available free of charge. We have allocated $10,000 or less than 1%of the overall budget in FY 2014/2015, to add additional categories to expand the API data to include local non-business information that can be useful in app development such as beach access roads, public restrooms, and life-guard stands. The MBVCA approved the issuance of an API Marketing RFQ to market the API to App Developers,to be released in FY 2014/2015. Projected Cash Flow Reserve The MBVCA has budgeted $2,000, or 0%of the total budget, in the cash flow reserve for FY 2014/2015.The City of Miami Beach allots resort tax payments to the MBVCA a month after its collection. Therefore, as a fiscal responsibility,the MBVCA has built in a $2,000 projected cash flow reserve to its budget to ensure that all grants awarded will have the necessary funds to be reimbursed upon proper request and documentation. FY 2014/2015 Administration and Overhead The MBVCA's administration and benefits costs are budgeted at $325,000 for the FY 2014/2015. This figure represents 12% of the total budget and includes a 3% COLA. The overhead allocation is budgeted at $185,800 which reflects 7% of the overall budget. The increase from FY 2013/2014 is attributed to the hiring of an additional staff person; the completion of a new office space; cloud information hosting and redundancy, and capital expenditures.The total administration and overhead is 18%of the total budget.' 1 This is below the non-profit industry standard of 20%(Source:BBB) EXHIBIT "E" MBVCA FY 2014/15 WORK PLAN AND BUDGET FY 2013/2014 Rollover A total of$355,000 will be rolled over from FY 2013/2014 into the FY 2014/2015 MBVCA budget to fund special projects. This rollover of funds is primarily from the grants that were either not awarded and/or were rescinded for noncompliance. EXHIBIT"E" MIAMI BEACH VISITOR AND CONVENTION AUTHORITY FY 2014/2015 ADOPTED BUDGET PROPOSED FY 2013.2014 FY 2014.2015 VARIANCE REVENUES Unrestricted $ 175,000 $ (175,000) Rollover $ 200,000 $ 355,000 $ 155,000 Projected Resort Tax 2,289,000 $ 2,410,000 $ 121,000 TOTAL REVENUES $ 2,664,000 $ 2,765,000 $ 101,000 EXPENDITURES Administration&Benefits $ 311,265 $ 325,000 $ 13,735 Operating Expenses $ 170,000 $ 185,800 $ 15,800 Capital $ 25,000 $ 3,000 $ (22,000) Total Administration $ 506,265 $ 513,800 $ 7,535 GRANTS -Tourism Advancement Program Tourism Partnerships $ 120,000 $ 120,000 $ Cultural Tourism $ 30,000 $ 30,000 $ - Major One Time Special Event $ 2251000 $ 362,000 $ 137,000 Special Events Recurring $ 616,000 $ 670,000 $ 54,000 Special Projects $ 180,000 $ 119,920 $ (60,080) Special Projects Recurring $ 433,500 $ 334,080 $ (99,420) Film Incentive $ 30,000 $ 30,000 $ - North Beach Incentive $ - $ 30,000 $ 30,000 Total Tourism Adv.Program $ 1,634,500 $ 1,696,000 $ 61,500 Marketing/PR/Technology Marketing/Communications and PR RFP $ 250,000 $ 250,000 $ - Visual Memoirs $ 21,000 $ 21,000 $ - API Marketing $ $ 50,000 $ 50,000 IT Development $ 124,000 $ 10,000 $ (114,000) Total $ 395,000 $ 331,000 $ (64,000) Other Destination Marketing $ 45,000 $ 39,200 $ 5,800 Initiatives $ 60,000 $ 183,000 $ 123,000 R&D $ 21,235 $ - $ (21,235) Projected Cash Flow Reserve $ 2,000 $ 2,000 $ Total Other $ 128,235 $ 224,200 $ 95,965 TOTAL $ 2,664,000 $ 2,765,000 $ 101,000 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, INTERNAL SERVICE,AND SPECIAL REVENUE FUNDS FOR THE FISCAL YEAR 2014/15 Key Intended Outcome Supported: Ensure expenditure trends are sustainable over the long term Supporting Data(Surveys, Environmental Scan, etc.): In the 2014 Community Survey, both residents and businesses reported the following area for the City related to value for taxes paid: • Percentage of residents rating the Overall Value of City services for tax dollars paid as excellent or good Residents:58%; Businesses 54% Item Summa /Recommendation: The FY 2014/15 General Fund Operating Budget is$280.0 million,which is$15.9 million or 6.0 percent more than the FY 2013/14 adopted budget of $264.1 million. The City's Operating Budget in total for FY 2014/15 is $501,924,000 including the General Fund, General Obligation Debt Service, Enterprise Funds, Special Revenue Funds and Transfers to the Redevelopment District. This amount is net of Internal Service Funds and Interfund Transfers. The final millage rate decrease of 0.0926 mills represents approximately half of the remaining millage rate reduction goal of 0.2079 and does not result in a property tax increase to median or average property owners that qualify for the homestead exemption and the Save Our Homes cap. The FY 2014/15 Budget includes service level enhancements that address high priority needs of the City as identified through the strategic planning process and 2014 Community survey. The FY 2014/15 operating budget preserves service levels to the community and adds$60,000 in reductions and $1.9 million in employee givebacks to almost$79 million in reductions in predominantly recurring expenditures over the last 8 years. The proposed property tax levy is approximately$13 million less in FY 2014/15 than it was in FY 2006/07. This item was originally adopted on September 30, 2014. On November 17, 2014, the Florida Department of Revenue(DOR)officially notified the City of Miami Beach that we are not in compliance with Truth-in-Millage(TRIM) law due to an error in the Budget Summary advertisement posted in the Miami Herald on September 25,2014. Per DOR's requirements, this item will re-adopt the final FY 2014115 budgets for the General, G.O.Debt Service, RDA Ad Valorem Taxes, Enterprise, Internal Service, and Special Revenue Funds. Advisory Board Recommendation: Finance&Citywide Projects Committee on Jul 16'", August 13t", and August 29'"2014 Financial Information: Source of Amount Account Funds: 1 $280,079,000 General Fund Operating 2 $5,928,000 G.O. Debt Service 3 $20,210,000 RDA Funds-Ad Valorem Taxes 4 $179,846,000 Enterprise Funds 5 $75,536,000 Special Revenue Funds Total $501,924,000 *Net of Internal Service Funds and Transfers $78,396,000 Internal Service Funds OBPI $59,675,000 1 Interfund Transfers Financial Impact Summary: The General Fund operating budget is only 18 percent more than the FY 2006/07, in spite of 18 percent growth in the Consumer Price Index(CPI)in a similar period,98 percent growth in pension costs,and many new facilities and projects coming on line. City Clerk's Office Legislative Tracking: Sign-Offs: art a ector Assistant City Manager City Manager G NDA ITEM ' VIAMIBEACH DATE 12 MIAMI BEACH City of Miami Heath, 1700 Convention Center Drive,Miami Beach,Florida 33139,www.miamibeachfl.gov COMMISSION MEMORANDUM TO: Mayor Philip Levine and Members the City C mmission FROM: Jimmy L. Morales, City Manager DATE: December 2, 2014 SUBJECT: A RESOLUTION OF THE AYOR 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, INTERNAL SERVICE, AND SPECIAL REVENUE FUNDS FOR FISCAL YEAR 2014/15 TRIM COMPLIANCE This item was originally adopted on September 30, 2014. On November 17, 2014, the Florida Department of Revenue(DOR)officially notified the City of Miami Beach that we are not in compliance with Truth-in-Millage(TRIM)law due to an error in the Budget Summary advertisement posted in the Miami Herald on September 25, 2014. Per DOR's requirements,this item will re-adopt the final FY 2014/15 budgets for the General,G.O.Debt Service, RDA Ad Valorem Taxes,Enterprise, Internal Service,and Special Revenue Funds. 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, Internal Service, and Special Revenue Funds for Fiscal Year (FY) 2014/15. PROCEDURE As outlined in the companion General Operating Millage Agenda Item, Section 200.065, Florida Statutes specifies the manner in which budgets are adopted. First,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, G.O. Debt Service, RDA Ad Valorem Taxes, Enterprise, Internal Service, and Special Revenue Funds for FY 2014/15 is therefore presented to you at this time for adoption. Additional details are contained in my Budget Message which is attached, however, highlights of that document are outlined below. Adopting Final Budgets December 2, 2014 Page 2 GENERAL FUND CURRENT SERVICE LEVEL BUDGET DEVELOPMENT As in past years, the FY 2014/15 Work Plan and Budget was developed through an intensive review process with our City Commission. Preliminary budget information was provided at the Commission Retreat on June 4th and in meetings with the Finance and Citywide Projects Committee (FCWPC) on July 16, August 13, and August 29. The proposed budget was tentatively adopted by the City Commission at the first public hearing on September 10, 2014. The General Fund is the primary source of funding for the majority of City services. Revenues are derived from ad valorem property taxes,franchise and utility taxes, business license and permit fees, revenue sharing from various statewide taxes, user fees for services, fines, rents and concession fees and interest income. Additionally, intergovernmental revenues from Miami-Dade County and Resort Taxes contribute funding for tourist-related activities provided by General Fund departments. The first step in preparing the FY 2014/15 budget was an evaluation of Current Service Level(CSL)revenues and expenditures. CSL revenues represent the amount of revenues that would be generated based on existing tax rate, fees and charges. CSL expenditures represent the expenditures associated with providing the same level of service next year as in the current budget year. At the strategic planning retreat on June 4,2014,the Commission was briefed regarding the preliminary General Fund Current Service Level (CSL) budget. Property taxes comprise 44%of the total General Fund revenue and are a key driver of CSL revenues. The Property Appraiser provided the preliminary 2014 property values on June 1,2014. The preliminary 2014 property values increased 9.4%, which resulted in an increase of $11 million in General Fund property tax revenues. CSL revenues were estimated to increase $12.7 million due to an $11 million increase in property tax revenues; a $2.5-million increase in building permit revenue, a $1 million increase in electric utility and franchise taxes, and a decrease in prior-year set-aside(one- time revenue) of $1.8 million. The Resort Tax contribution and Parking fund surplus contribution were assumed to be flat. CSL expenditures were estimated to increase $10.7 million due to salary increase from a 3%cost of living adjustment(COLA)and 0-2%merit pay,the impact of annualized costs for items added during FY 2013/14,the impact of CSL department requests,and savings in net lower pension contributions due to savings in Fire and Police form last year's pension reform offset by a slight increase in MBERP pension contribution. The preliminary CSL presented at the June 4th strategic planning retreat totaled a net surplus of$2.0 million. Since that time, the CSL was updated with the fiscal impact of two items. On July 1st the Property Appraiser provided the certified taxable values for 2014 which are the official numbers used for the budget process. The certified taxable values increased 10.3%, net of the City Center Redevelopment Area, which was higher than the preliminary taxable value of 9.4%. This difference results in an additional $650,000 of property tax revenue. Adopting Final Budgets December 2, 2014 Page 3 On the expenditure side,additional windstorm insurance coverage of$335,000 was added to the FY 2013/14 budget in the Risk Management fund at the June 11 th Commission meeting. The Risk Management fund is an internal service fund that charges out all of its costs to other departments in various funds. The General Fund comprises approximately 60% of the Risk charges so the impact to the General Fund for the FY 2014/15 CSL is $201,000. The net result to the preliminary CSL surplus of$2.0 million given $650,000 of additional property tax revenue and $201,000 of additional windstorm coverage expenditure is an updated CSL surplus of$2.45 million. ... _. ........ _ ........ ......................___ _ FY 2014/15 CSL UPDATE ' Preliminary CSL as of June 4,2014 CSL Revenues = $ 12.7 million CSL Expenditures 10.7 million Net Surplus/(Shortfall) 2.0 million .Updated CSL as of July 16,2014 Preliminary CSL Surplus $ 2.0 million Additional Property Tax Revenue 0.650 million 'Additional Windstorm Coverage Expense (0.2) million Net Surplus/(Shortfall) $ 2.45 : million Approaches to Balance At the August 13, 2014 meeting with the Finance and Citywide Committee, Administration recommended efficiencies totaling$60,000 and presented possible enhancements totaling $2.45 million.The Committee approved the recommended efficiencies and all but$56,000 of the enhancements. The Committee directed Administration to evaluate a millage rate reduction of 0.0220 and determine the amount of enhancements that could be tourism- related and eligible for Resort Tax funding. At the next meeting Finance and Citywide Committee on August 29th, Administration proposed a combined millage rate decrease of 0.0926 mills(includes 0.0234 debt service rate reduction). The proposed millage rate decrease represents approximately half of the remaining millage rate reduction goal of 0.2079 and does not result in a property tax increase to median or average property owners that qualify for the homestead exemption and the Save Our Homes cap. In order to absorb the millage rate reduction, the enhancements were reduced by a total of $630,000 and the Resort Tax transfer to the General Fund to offset tourism eligible expenditures was increased by$1,119,000. Adopting Final Budgets December 2, 2014 Page 4 These changes result in the ability to reduce property tax revenue$1.5 million and coupled with the existing impact of$516,000 from the Debt Service millage rate decrease, result in $2.0 million less in property tax revenue from the proposed millage rate decrease. Taking into account discussions at the Finance and Citywide Projects Committee meetings, the $2.45 million surplus in the General Fund Current Service Level Budget has been balanced through a combination of proposed efficiencies, enhancements, and changes in revenues despite an additional millage rate reduction of 0.0926. APPROACHES TO BALANCE ....... ...... ...... - ...._.............. ._._ Prelln,driary Qerwral Fund.Curmt Service Leval(CSL)Budaw Prefrninary_Reyenues....................................,..,.............................................................................................._.....__..........................$_._......12,700,000.- _.... ........ . Preiminary_Enditures 10,700.000 PreUrninary CSL Surplus/(Shortfall) $ . 2,000,000 f f IF S Budget __...- ._.. ..... - - ....._... Additional Property Tax Revenue from Certified Property Values on J uly.1st . ..._ $ 650,000 ._.................. ..._.........._......_.__.......-.............................. ................._....._..........................._.I................. ......_.............. Additional Windstcrrn Coverage E%pense approved at June 11th Commission Meeting (201,000) ._.................---___.._.........................__........_._.__._.-....._................_.._Final CSL Surplus!(Shorttaltl......_b._..._...._2,448,000_, Changes Following Finance C w rnittee MastInge on Auaust 13th and 28th Expenditure Changes Minimal Impact Reduction/.Efficiencies _.. -_..._.._....-. 60.000. ................_....._._._........._..._._......._....._.._......_._......................... _..... _. PotentialEnhancemants._.__._---_......_.. (2.418,000) Changes to Enhencemer August 13th 56,000 _...Changes,mEnhancements-P ust_29th..................._........_......................_........_.__._.........._..................._.................... .��,�.. ......... .-.-_._................_. __. _ ... .... ._..- ........ ..-. subiotat..5...._......12 9...000► _........__.._................................................................_._._........ ............................_ RevenueChanges ...... ......... ....._._....._._.....-- .__..._... — Additional Wage Rate Reduction $ (1,534,000) ..__. ............_.....- ..... ....... Additional_Resort,Tax_Transfer to the,General,Fund...................................................._...........................................I..........................?.110,000.. .. SubTotal $ ...... (415,000). Total Sur Shorf(d Efficiencies, Reductions and Revenue Enhancements As with the preparation of budgets for the last seven years, departments are continuing to analyze and present their budget from two perspectives: 1) reviewing for potential efficiencies, reorganizations to reduce cost,etc.,without adversely impacting services;and 2) performing a modified zero-based analysis of each department budget, identifying potential service reduction alternatives versus core functions. 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 basic service at a reasonable level. In spite of the significant reductions in the General Fund over the last seven years, we continue to be proactive in locating additional efficiencies in the General Fund. For FY 2014/15 approximately$60,000 of efficiencies are included in the proposed General Fund budget. The proposed efficiencies to our existing programs and services are shown in Attachment A. Three efficiencies are recommended in the FY 2014/15 Budget. The first is to reduce contractual television production costs by 50 percent by adding an in-house Media Specialist Adopting Final Budgets December 2, 2014 Page 5 position in the Communications Department resulting in a savings of$60,000 to the General Fund. The second efficiency eliminates three vacant Firefighter I positions added during the FY 2010/11 budget process to reduce overtime on the weekends. The weekend program has been deemed ineffective and the savings from eliminating the positions are proposed to be applied for a Training Division Chief, which is the Fire Department's highest priority enhancement request. The savings from the efficiency is offset by the cost of the enhancement. The third efficiency in the Property Management Department was approved by the City Commission on July 23, 2014. This efficiency implements a new service model for trades such as carpenters, electricians, masons, painters,and plumbers. This is part of an overall strategy to empower each department to control priorities in order to improve the level of maintenance and condition of our facilities. In the 2014 Community Survey, residents rated the appearance and maintenance of the City's public buildings at 79 percent, a decrease from 87 percent in the 2012 survey. The new model should provide greater flexibility and potentially enhanced services for specialty work while not resulting in any employees losing employment with the City. However,we will be reducing the number of positions by nineteen with associated savings in equipment, materials, supplies, etc. In addition, the new model provides greater flexibility by allowing each department to address their own priorities, minimize delays, and avoid competing department interests. The seventeen employees affected by the change (two positions were vacant) will be placed in alternate positions within Public Works and the Parks and Recreation department. Furthermore, their current compensation and benefits would not be impacted. Any savings resulting from this change would be used to enhance services. Service Enhancements The proposed enhancements found in Attachment B reflect services that our residents and businesses identified as important to them during the 201-4 Community Satisfaction Survey or priorities identified at the City Commission retreat on June 4, 2014. The enhancements also help further three priorities I identified during my selection process:(1)increasing public cleanliness and safety, (2)focusing on customer service to our residents, businesses, and visitors, and (3) improving the administrative operations that are critical to our service delivery. Highlights of the$5.8 million of enhancements funded across all funds to address priorities in the City's Strategic Plan include: • Address flooding and the mitigation of sea-level rise by adding funding for a formal Mitigation Plan, enhanced stormwater pump maintenance, and several positions to implement the estimated one-hundred planned stormwater projects over the next five years. • The implementation of Body Camera programs to improve accountability in the Police, Code Compliance, Building, Fire, and Parking departments. • Several enhancements to improve cleanliness including outsourcing the existing Cleanliness and Appearance Index and creating a new Parking Garage Index and Bathroom Index. Also included are the addition of attendants at beachfront Adopting Final Budgets December 2, 2014 Page 6, restrooms in Lummus Park and 21st Street, supporting the "can on every corner' initiative by adding more litter cans across the City, and enhancing the cleanliness and appearance of City parking garages by increasing the frequency of pressure cleaning and washdowns. Improve traffic and mobility by creating a new North Beach Trolley, deploying Intelligent Transportation System solutions for special events, implementing enhanced loading zone enforcement, promoting a bicycle safety campaign, and creating a Mystery Rider program to assess the level of service on our trolleys. • Establish a more proactive code compliance environment by adding dedicated officers in the Entertainment District and a unit to enforce Short-Term Rentals. Improve.the ability to more_effectively schedule for special details such as noise, vendors,and flyers/handbills by converting twelve part-time positions to six full-time Code Compliance Officer positions. • Improve security at our city parks by creating a new Park Ranger program and address homelessness at Lummus Park and other locations by conducting sweeps, providing for ambulance service,enhanced tracking of the homeless,and additional shelter beds. • Enhance communications with our residents by implementing a new 3-1-1 customer service model,enhancing programming on Miami Beach TV,and enhance the City's website and social media capabilities. Enhance hurricane and disaster preparation by funding key equipment and address security upgrades in City facilities that will be supplemented by grant funds. • Strengthen internal controls by adding a position in Internal Audit to increase audit coverage as well as the quality and frequency of audits. • Support excellence of our public schools by funding professional development at Nautilus Middle School and Miami Beach Senior High to help sustain the International Baccalaureate program. • Improve the building development process by providing optional expedited plan review services, additional administrative support to the five Development Review Boards, ensure compliance with parking impact fees, and establish an unsafe structures panel. • Several administrative enhancements including the implementation of the first phase of an Employee Wellness program,improving the computing environment consistent with best practice by reducing personal computer replacement from five to three years, improving prompt and comprehensive legal services,enhancing training in the Fire Department, creating an Employee Suggestion program to spur innovation, expedite the procurement of goods and services,and enhance the implementation of new parking technology systems. A list of potential additional enhancements requested by departments but not recommended by me in the Proposed Budget can be found in Attachment C. While many of these potential enhancements are important and should be considered over time, they were considered a lower priority than those included in the FY 2014/15 Budget and Work Plan. Adopting Final Budgets December 2, 2014 Page 7 Increased Use of Resort Taxes to offset Tourism Eligible Expenditures in the General Fund Based on an outside consultant study conducted in 2010 using FY 2007/08 actual costs,it is estimated that there are approximately$50.5 million in eligible resort tax expenditures in the General Fund. However, $8.8 million of these costs were estimated as being addressed by dedicated funding pursuant to the Miami-Dade County Convention Development Tax interlocal agreement,thereby resulting in approximately$41.7 million in eligible Resort Tax expenses in the General Fund. These include expenses associated with police officers serving entertainment areas; a portion of fire rescue services from Fire Stations 1 & 2; ocean rescue services; enhanced code compliance provided to respond to evening entertainment area violations and staffing of special events; other code compliance activities in tourism and visitor related facilities/areas; Tourism and Culture Department and the Cultural Arts Council; museums and theaters (Garden Center, Bass Museum, and Colony Theater); golf courses (net of revenues); Memorial Day and other special event costs; homeless services;July 4th;Visitor Center funding; holiday lights;Jewish Museum; Miami Design Preservation League(MDPL); Orange Bowl; monuments; etc. Based on FY 2013/14 resort tax collections to date, it is estimated that there will be an additional $1,119,000 available in resort tax collections to provide additional funding for these General Fund activities in FY 2014/15. The total Resort Tax Fund transfer to the General Fund for FY 2014/15 is approximately$34.1 million. FY 2014/15 ENTERPRISE FUND BUDGETS Enterprise Funds are comprised of Sanitation, Water, Sewer, Stormwater, Parking, and Convention Center Departments. The FY 2014/15 Enterprise Funds Budget is $179.8 million. This represents an increase of $19.0 million (12 percent) from the FY 2013/14 budget of$160.8 million, primarily due to: • Increases'in salary (3 percent COLA and 0-2 percent Merit) and health insurance costs of 9 percent • An $8.7 million increase in Stormwater to support the strategic planning initiative to address flooding and sea-level rise over the next five years. This increase is supported by a monthly Stormwater rate of$16.67 per Equivalent Residential Unit (ERU), which represents an increase for a residential customer of$7.61 per month above the FY 2013/14 amount of$9.06 per month. • A$5.1 million increase in Sewer due to an increase of fees charged by Miami-Dade Water and Sewer Department (WASD) to treat the City's wastewater, increase in scheduled debt service for outstanding debt, lower annual true-up from WASD, higher DERM fees, and existing operating deficit. This increase is supported by a monthly fee of$7.55 per thousand gallons, which represents an increase of$1.21 per thousand gallons from-the FY 2013/14 rate of$6.34 per thousand gallons. Adopting Final Budgets December 2, 2014 Page 8 • Parking enhancements totaling $1.0 million to increase the cleanliness and appearance of the City parking garages, implementation of loading zone enforcement,creation of a new Garage Cleanliness Index,and implementation of a new body camera program. • Sanitation enhancements totaling $851,000 to provide belt er service at beachfront restrooms by adding attendants to the restrooms in Lummus Park and 21 St Street on weekends, holidays,and special events, support the"can on every corner'initiative by adding more litter cans across the city,and creating a new Bathroom Cleanliness Index to assess the 64 public restrooms throughout the city. • Water reflects a small rate increase of$0.07 to pass through the Miami-Dade County increase to wholesale rates for the purchase of potable water. FY 2014/15 INTERNAL SERVICE FUND BUDGETS Internal Service Funds are comprised of the Central Services, Fleet Management, Information Technology, Risk Management, Medical & Dental, and Property Management Divisions. The FY 2014/15 Internal Service Fund budget is $78.4 million, or 3.9%, higher than in FY 2013/14. Internal Service 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. FY 2014/15 RESORT TAX FUND BUDGET The FY 2014/15 Resort Tax budget is$62.9 million,an increase of$2.1 million or 4 percent from FY 2013/14. This reflects the continued increase in resort tax revenues, consistent with other tourism indicators throughout the County, but especially in Miami Beach. Highlights for FY 2014/15 include: • New enhancement of $476,000 to support the initiative to provide better service at beachfront restrooms by adding attendants to the beachfront restrooms in Lummus Park and 21 st street on weekends, holidays, and special events. • New enhancement of$200,000 to deploy interim Intelligent Transporation System(ITS) solution for major special events and high impact periods. • $34,084,000 (a $1,119,000 increase) is provided to the General Fund to support new and continuing tourism eligible expenditures. New examples include more proactive code enforcement, cleanliness index, park ranger program, homelessness at Lummus Park, and hurricane and disaster preparation equipment, and increased support for the Miami Beach Botanical Garden. Continuing expenditures include public safety programs such as ocean rescue, police services on Lincoln Road, Ocean Drive/Lummus Park, Collins Avenue, Washington Avenue, ATV officers, Boardwalk security, special traffic enforcement and special event staffing;and fire rescue units in tourist and visitor areas. The funding also supports code compliance services to respond to evening entertainment areas and provides for a portion of the operational costs of the Tourism and Cultural Development. Adopting Final Budgets December 2, 2014 Page 9 • $3 million for enhancing the outcomes from major events such as Memorial Day, including management, Goodwill Ambassadors. • The contribution to the greater Miami Convention and Visitors Bureau remains flat at $5.4 million pending contract negotiations expected to result in a performance-based contract. • The contribution to the Miami Beach Visitor and Convention Authority will increase from $2,289,000 to $2,410,000 based on the legislated funding formula. • $173,000 is provided to continue the local Miami Beach marketing campaign, to be matched with funds from the Greater Miami Convention and Visitors Bureau,the Miami Beach Visitor and Convention Authority,and the Cultural Arts Council. Including$73,000 for the Washington Avenue tourism enhancement initiative. • $230,000 for holiday decorations. • $100,000 for the sponsorship fee to help offset marketing and advertising expenses associated with the Ms. USA or equivalent event CONCLUSION In summary,the final millage rate decrease of 0.0926 mills represents approximately half of the remaining millage rate reduction goal of 0.2079 and does not result in a property tax increase to median or average property owners that qualify for the homestead exemption and the Save Our Homes cap. The FY 2014/15 Budget includes service level enhancements that address high priority needs of the City as identified through the strategic planning process and 2014 Community survey. The Administration recommends adoption of the attached Resolution which establishes final budgets for General, G.O. Debt Service, RDA Ad Valorem Taxes, Enterprise, and Internal Service, and Special Revenue Funds for FY 2014/15. Attachments JLM/JW MIAMI BEACH City of Miami Beach, 1700 Convention Center Drive,Miami Beach,Florida 33139,www.miamibeachfl.gov Jimmy L. Morales, City Manager Tel: 305-673-7010, Fax:305-673-7782 September 30, 2014 Honorable Mayor Philip Levine and Members of the City Commission: I am pleased to transmit the Adopted Work Plan and Operating Budget for Fiscal Year (FY) 2014/15, commencing on October 1, 2014 and ending on September 30, 2015, including the Adopted Work Plan, the Adopted Operating Budget, the Adopted Capital Budget, and the associated Capital Improvement Program for FY 2015/16 through FY 2018/19. The total Adopted General Fund Operating Budget is $280.0 million, which is $15.9 million or 6.0 percent more than the FY 2013/14 adopted budget of $264.1 million. Further, General Fund reserve levels as of September 30, 2013 for the 11 percent emergency reserve and the 6 percent contingency goal were a total of $41.5 million. The 1 1 percent General Fund emergency reserve requirement for FY 2014/15, based on the adopted operating budget (net of capital transfers and reserves) is $30.3 million. This results in $13.8 million (or 5.0 percent) available for additional contingency, if there are no additional changes in fund balance, and no additional transfers made. BUDGET HIGHLIGHTS The FY 20141,15.budget preserves`service levels to the community and adds $60,000 in reductions and $1.9 million in employee givebacks to almost $79 million.in reductions in predominantly recurring expenditures over the last 8 years • The millage rate decrease of 0.0926 mills represents approximately half of the remaining millage rate reduction goal of 0.2079 and does not result in a property tax increase to median or average property owners that qualify for the homestead exemption and the Save Our Homes cap. • The adopted property tax levy is approximately $13 million less in FY 2014115 than it was in FY 2006107. • The General Fund operating budget is only 18 percent more than the FY 2006107, in spite of 18 percent growth in the Consumer Price Index (CP1) in a similar, period, 98 percent .growth in.,pension costs, and many new facilities and projects coming on line. FY 2014/15 Adopted Work Plan and Budget Message Page A-2 The City's Adopted Operating Budget in total for FY 2014/15 is $501,924,000 including the General Fund, General Obligation Debt Service, Enterprise Funds, Special Revenue Funds and Transfers to the Redevelopment District. This amount is net of Internal Service Funds and Interfund Transfers. 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. Today, property values in FY 2014/15 are slightly more than values in FY 2008/09, $27.1 billion versus $26.9 billion. In FY 2010/11 the city's approach to addressing the then deficit of $32 million included a distribution of the shortfall between taxpayers and employees. Taxpayers had their tax rate increased from 5.6555 to 6.2155, an increase of 0.56 mills while employee givebacks totaled $11 million. The goal of the Commission has been to return to a millage rate of 5.6555 mills as property values increase over time. It should be remembered that between FY 2009/10 and FY 2010/11, property values declined by $2.6 billion which, together with pension cost increases, drove the need for an increase in the millage. As property values increase in the future, there will be additional opportunities to bring the millage down to 5.6555. In FY 2011/12 the City took its first step in that direction with a reduction in the millage rate of 0.05 mills. The millage rate for FY 2012/13 reduced the operating millage by an additional 0.0746 mills. In the FY 2013/14 budget, the millage rate was reduced 0.2275 mills. Over three years, this reduction represents 63 percent of the goal to get back to a millage rate of 5.6555. The remaining goal for millage reduction is 0.2079. The Adopted Budget reflects a total combined millage rate for the City of Miami Beach of 6.0237, which represents a decrease of 0.0926 mills. The adopted operating millage decreased 0.0692 mills and includes a general operating millage rate of 5.7942 and a General Fund Capital Renewal and Replacement millage of 0.1083. The adopted voted debt service millage rate is adjusted from 0.2529 to 0.2295, a decrease of 0.0234 mills. The adopted millage rate decrease of 0.0926 mills represents approximately half of the remaining millage rate reduction goal of 0.2079 and does not result in a property tax increase to median or average property owners that qualify for the homestead exemption and the Save Our Homes cap. As shown in the table below, in prior years the City of Miami Beach significantly reduced tax rates as property values increased. Between FY 1999/00 and FY 2009/10, total combined City of Miami Beach property tax rates declined approximately 2.8 mills. In FY 2007/08 alone, the millage rate declined by approximately 1 .8 mills, with annual savings to the average homesteaded property of over $400. FY 2014/15 Adopted Work Plan and Budget Message Page A-3 Property Value, Millage and Property Tax Levy Millage Rates Tax Le (in millions) General Fund Total Final/Revise Total (including S. Taxable d Taxable Combined Gneral Pointe,and Taxable Property Values Values Citywide Fund/RD Total Tax levy Renewal& Values Chart (billions) (billions) Millage A Millage including Debt Replacement) FYI 997/98 $ 6.46 $ 6.40 9.2100 7.4990 $ 57.45 $ 46.78 FY 1998/99 $ 6.97 $ 6.87 8.9830 7.4990 $ 60.37 $ 44.66 FY 1999/00 $ 7.66 $ 7.54 8.6980 7.4990 $ 64.29 $ 47.36 FY2000/01 $ 8.37 $ 8.22 8.5550 7.3990 $ 69.08 $ 49.75 FY2001/02 $ 9.40 $ 9.22 8.3760 7.2990 $ 75.97 $ 54.37 FY2002/03 $ 10.56 $ 10.41 8.3220 7.2990 $ 84.81 $ 61.05 FY2003/04 $ 12.09 $ 11.85 8.1730 7.2990 $ 95.39 $ 68.17 FY2004/05 $ 14.04 $ 13.86 8.1730 7.4250 $ 110.74 $ 79.38 FY2005/06 $ 17.45 $ 17.15 8.0730 7.4810 $ 135.91 $ 111.69 FY2006/07 $ 22.74 $ 22.26 7.6730 7.3740 $ 168.38 $ 140.31 FY2007/08 $ 26.85 $ 26.14 5.8970 5.6555 $ 150.42 $ 125.33 FY2008/09 $ 26.90 $ 25.89 5.8930 5.6555 $ 150.59 $ 125.94 FY2009/10 $ 24.70 $ 23.24 5.9123 5.6555 $ 138.70 $ 115.73 FY2010/11 $ 22.10 $ 20.97 6.5025 6.2155 $ 136.55 $ 112.14 FY2011/12 $ 21.98 $ 20.75 6.4539 6.1655 $ 134.75 $ 111.29 FY2012/1 3 $ 23.07 $ 22.02 6.3477 16.0909 $ 139.101$ 1 14.32 FY2013/14 $ 24.661$ 23.64 6.1163 1 5.8634 $ 143.261$ 1 17.41 FY2014/15 $ 27.10 * 6.0237 5.7942 $ 155.101$ 127.76 Further, despite an adjustment of 0.56 mills in the operating tax rate in FY 2010/11, City of Miami Beach adopted combined millage rates today remain more than 2.6743 mills lower than in FY 1999/00 (31 percent), and 1.6493 mills lower than 2006/07 (21.5%). As a result, the adopted property tax levy is approximately $13 million less in FY 2014115 than it was in FY 2006107. TOTAL COMBINED MILLAGE 10.0000 9.0000 - ----------.._.._..---------.... - ------------------- 8.0000 - - - - - - - - - i 7.0000 - - -' N 6.0000 _ I M IV 5.0000 00 e0 C� 4.0000 .. ---. ..... ..... ...... ..... ..... 3.0000 - - - - - - - - - - - - - - - - 2.0000 - 1.0000 .... ._. -- .... ..... ._. -_ .... I I 0.0000 98 99 00 01 02 03 04 05 06 07 08 09 10 11 12 13 14 is Fiscal Years FY 2014/15 Adopted Work Plan and Budget Message Page A-4 Property Values and Tax Levy " 30 240 220 y 9 200 W 20 Ic 180 m m 9 160 r 10 : _ . 120 100 0 U '07 '08 '09 '10 '11 '12 '13 '14 '15 Property Values -- -Tax Levy including Debt Today's General Fund Operating Budget also reflects greater diversification of revenues since FY 2006/07. The Adopted Work Plan and Budget includes $34.1 million in resort taxes to fund tourism-eligible expenditures and a $8.4 million 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 $44.2 million; approximately 16 percent of the Adopted General Fund FY 2014/15 Budget. In large part due to these alternative sources, property tax revenues represent less than half (45.7 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. Between FY 2007/08 and FY 2013/14, the General Fund absorbed almost $51 million in reductions (almost 17 percent of the $244 million FY 2011/12 General Fund budget) and eliminated 276 full-time and 11 part-time positions across all funds. Combined with approximately $25.9 million in employee "give-backs" achieved between FY 2009/10 and FY 2013/14, this represents almost $77 million in combined "_aivebacks" and reductions over 7 mss. FY 2013114 Adopted 7-Year Total General Fund $Impacts FT PT $Impacts FT PT Public Safety $250,000 - - $8,021,095 68.0 1.0 Operations 186,000 (2.0) $6,126,867 66.0 23.0 Administrative Support 139,000 0.5 - $3,186,694 34.4 1.0 Econ&Cultural Dev 42,000 - - $1,235,426 17.0 - C' 'de - - - $1,619,642 - - Subtotal $ 617,000 2.5 - $20,189,724 185.4 21.0 Transfers - $23,168,966 - - Total $ 617,000 2.5 - $ 43,358,690 185.4 21.0 Internal Service Funds 373,000 1.0 - $3,871,225 38.1 - Enterprlse Funds 122,000 2.0 2.0 $3,651,021 53.0 10.0 GRAND TOTAL REDUCTIONS $ 1,112,000 5.5 2.0 $ 50,880,936 276.5 11.0 Estimated Employee Givebacks $4,666,000 $25,933,360 - I - RAND TOTAL REDUCTIONS AND GIVEBACKS $ 5,778,000 5.5 2.0 $ 76,814,296 276.5 11.0 _......_.__..__...-......._._....__._..................__......-....--.__......__.__.......:._._._..__....-.... ..___.._,_._,:....,_....._.._._:.._....._..._.....,........_.........._...._.._._._....__:_.__...._...._....__..__...._...__> FY 2012113 Budgeted Included$3.8 savings for Employee Givebacks,of which only$918K were achieved ........ ................. ........ ... ..._.. ......... ......... ..... ........ ......_. FY 2014/15 Adopted Work Plan and Budget Message Page A-5 The adopted FY 2014115 General Fund budget adds $60,000 in efficiency reductions and includes $1.9 million in employee givebacks. Of note, the FY 2014/15 adopted General Fund Budget is about $42 million (18 percent) more than the FY 2006/07 budget, despite pension contribution increases of $27.3 million during the same period. Inflation from October, 2006 through June, 2014, a similar period, was approximately 18 percent. This reflects a significant decrease across all other expenditures during that time period. At this point, annual contributions to the City's two pension plans alone represent more than $55.1 million (20 percent) of the total General Fund budget. As a result, pension reform continues to be a high priority for the City. The adopted FY 2014/15 General Fund budget includes positive impacts from union agreements totaling $1.9 million to the General Fund. FY 2014/15 ADOPTED WORK PLAN AND BUDGET OVERVIEW As in past years, the Adopted Work Plan and Budget was developed through an intensive review process with our City Commission. Preliminary budget information was provided at the Commission Retreat on June 4th and in meetings with the Finance and Citywide Projects Committee (FCWPC) on July 16, August 13, and August 29. The FY 2014/15 budget was tentatively adopted by the City Commission at the first public hearing on September 10, 2014. GENERAL FUND CURRENT SERVICE LEVEL BUDGET DEVELOPMENT The General Fund is the primary source of funding for the majority of City services. Revenues are derived from ad valorem property taxes, franchise and utility taxes, business license and permit fees, revenue sharing from various statewide taxes, user fees for services, fines, rents and concession fees and interest income. Additionally, intergovernmental revenues from Miami-Dade County and Resort Taxes contribute funding for tourist-related activities provided by General Fund departments. The first step in preparing the FY 2014/15 budget was an evaluation of Current Service Level (CSL) revenues and expenditures. CSL revenues represent the amount of revenues that would be generated based on existing tax rate, fees and charges. CSL expenditures represent the expenditures associated with providing the same level of service next year as in the current budget year. At the strategic planning retreat on June 4, 2014, the Commission was briefed regarding the preliminary General Fund Current Service Level (CSL) budget. Property taxes comprise 44% of the total General Fund revenue and are a key driver of CSL revenues. The Property Appraiser provided the preliminary 2014 property values on June 1, 2014. The preliminary 2014 property values increased 9.4%, which resulted in an increase of $11 million in General Fund property tax revenues. FY 2014/15 Adopted Work Plan and Budget Message Page A-6 CSL revenues were estimated to increase $12.7 million due to an $11 million increase in property tax revenues, a $2.5 million increase in building permit revenue, a $1 million increase in electric utility and franchise taxes, and a decrease in prior-year set-aside (one-time revenue) of $1.8 million. The Resort Tax contribution and Parking fund surplus contribution were assumed to be flat. CSL expenditures were estimated to increase $10.7 million due to salary increase from a 3% cost of living adjustment (COLA) and 0-2% merit pay, the impact of annualized costs for items added during FY 2013/14, the impact of CSL department requests, and savings in net lower pension contributions due to savings in Fire and Police form last year's pension reform offset by a slight increase in MBERP pension contribution. The preliminary CSL presented at the June 4th strategic planning retreat totaled a net surplus of $2.0 million. Since that time, the CSL was updated with the fiscal impact of two items. On July 1 st the Property Appraiser provided the certified taxable values for 2014 which are the official numbers used for the budget process. The certified taxable values increased 10.3%, net of the City Center Redevelopment Area, which was higher than the preliminary taxable value of 9.4%. This difference results in an additional $650,000 of property tax revenue. On the expenditure side, additional windstorm insurance coverage of $335,000 was added to the FY 2013/14 budget in the Risk Management fund at the June 11 th Commission meeting. The Risk Management fund is an internal service fund that charges out all of its costs to other departments in various funds. The General Fund comprises approximately 60% of the Risk charges so the impact to the General Fund for the FY 2014/15 CSL is $201,000. The net result to the preliminary CSL surplus of $2.0 million given $650,000 of additional property tax revenue and $201,000 of additional windstorm coverage expenditure is an updated CSL surplus of $2.45 million. ............... _... . . .............................. ...... ..............._...... _.._. FY 2014/15 CSL UPDATE _. ........................_......._.......-...._......_._..... ..............__................ ............. ............ i Preliminary CSL as of June 4,2014 i ......._._.._.__.._...__.._..........._.._........___......_.__._._.__......_......._.._......._........._......._........__..__.._.._.....__..__._._.__:..__._._..._._._......_._.._.._..._._._.___..._._ :CSL Revenues $ 12.7 ! million :CSL Expenditures 10.7 million Net Surplus/(Shortfall) $ 2.0 million :.:: .._.....__.___. ..._:_.:.._� Updated CSL as of July 16, 2014 ::_._._._.____. Preliminary CSL Surplus $ 2.0 million :Additional Property Tax Revenue 0.650 million .........__......__.._............................._..._._...._..................__..._......._......._......__.._......._.........................................................................................._.:..........._.........._..........__........ :Additional Windstorm Coverage Expense (0.2): million Net Surplus/(Shortfall) $ 2.45 million FY 2014/15 Adopted Work Plan and Budget Message Page A-7 APPROACHES TO BALANCE At the August 13, 2014 meeting with the Finance and Citywide Committee, Administration recommended efficiencies totaling $60,000 and presented possible enhancements totaling $2.45 million. The Committee approved the recommended efficiencies and all but $56,000 of the enhancements. The Committee directed Administration to evaluate a millage rate reduction of 0.0220 and determine the amount of enhancements that could be tourism-related and eligible for Resort Tax funding. At the next meeting Finance and Citywide Committee on August 29th, Administration recommended a combined millage rate decrease of 0.0926 mills (includes 0.0234 debt service rate reduction). The adopted millage rate decrease represents approximately half of the remaining millage rate reduction goal of 0.2079 and does not result in a property tax increase to median or average property owners that qualify for the homestead exemption and the Save Our Homes cap. In order to absorb the millage rate reduction, the enhancements were reduced by a total of $630,000 and the Resort Tax transfer to the General Fund to offset tourism eligible expenditures was increased by $111191000. These changes result in the ability to reduce property tax revenue $1 .5 million and coupled with the existing impact of $516,000 from the Debt Service millage rate decrease, result in $2.0 million less in property tax revenue from the millage rate decrease. Taking into account discussions at the Finance and Citywide Projects Committee meetings, the $2.45 million surplus in the General Fund Current Service Level Budget has been balanced through a combination of efficiencies, enhancements, and changes in revenues despite an additional millage rate reduction of 0.0926. APPROACHES TO BALANCE Prql1nrdnary General Fund Current Service CSL'Bud Pretirrinary Fleoenuas S 12,700,000 Preliminary Bpenditirres._ ._.....- ..............._....... 10.700,000 __._....__ ..--........ ...._...... .._._ ......_. ..rel __....___....-S p-1 ----....---- - -2, ..0.... Preliminary CSL Surplus!(Shortfa0) $ 2,000,000 I Final General Fiats CSL Budget Additional Property Tex Revenue from Certified-Property Values on July 1st $ 650,000. Additional Wirdstomn Coverage i�perue approved et June 11th Commission Meeting (201,000) Final CSL Surplusl(Shortfatl) $ 2.449,000 Chanyos Following Finantm Oommittee Meetirigs on AwW 13th and 29M Expenditure Changes fvinimal Impact Reduction/Efficiencies $ 60,000 _...................._...................._._..-.__.................._._........................................._...._.........................................................................,..................................................... Potential Enhancements (2,418,000) -._.__._._......_.............._...__-.............._..._....................._._........._................._._._._...._..........._.................-'---__..-_...... - Changes to Enhencemer>t-August 13th 56,000 ........ ..._..... ._..-.. ..... . ........._..... - .. Charges to Enhancement August 29th 266,000 Subtotal i._.,-,-_(2,034,000) Revenue Changes ....-- .. ._._ ......... ......... ........ ..... ._.. ............_._... Additional Villag_e Rats Reduction __ _ ..... .. ......... ......... .......... ........_.- $_ {1,534,000) ..... Additional Resort Tax Transfer to the General Fund 1,119,000 _... ................. ... .. ........ .... -.._.- _... _._._._._.. Sub-T $ (415,000) Total SurplusRSho rtfai S FY 2014/15 Adopted Work Plan and Budget Message Page A-8 Efficiencies, Reductions and Revenue Enhancements As with the preparation of budgets for the last seven years, departments are continuing to analyze and present their budget from two perspectives: 1) reviewing for potential efficiencies, reorganizations to reduce cost, etc., without adversely impacting services; and 2) performing a modified zero-based analysis of each department budget, identifying potential service reduction alternatives versus core functions. 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 basic service at a reasonable level. In spite of the significant reductions in the General Fund over the last seven years, we continue to be proactive in locating additional efficiencies in the General Fund. For FY 2014/15 approximately $60,000 of efficiencies are included in the adopted General Fund budget. The adopted efficiencies to our existing programs and services are shown in Attachment A. Three efficiencies are recommended in the FY 2014/15 Budget. The first is to reduce contractual television production costs by 50 percent by adding an in-house Media Specialist position in the Communications Department resulting in a savings of $60,000 to the General Fund. The second efficiency eliminates three vacant Firefighter I positions added during the FY 2010/11 budget process to reduce overtime on the weekends. The weekend program has been deemed ineffective and the savings from eliminating the positions will be applied for a Training Division Chief, which is the Fire Department's highest priority enhancement request. The savings from the efficiency is offset by the cost of the enhancement. The third efficiency in the Property Management Department was approved by the City Commission on July 23, 2014. This efficiency implements a new service model for trades such as carpenters, electricians, masons, painters, and plumbers. This is part of an overall strategy to empower each department to control priorities in order to improve the level of maintenance and condition of our facilities. In the 2014 Community Survey, residents rated the appearance and maintenance of the City's public buildings at 79 percent, a decrease from 87 percent in the 2012 survey. The new model should provide greater flexibility and potentially enhanced services for specialty work while not resulting in any employees losing employment with the City. However, we will be reducing the number of positions by nineteen with associated savings in equipment, materials, supplies, etc. In addition, the new model provides greater flexibility by allowing each department to address their own priorities, minimize delays, and avoid competing department interests. The seventeen employees affected by the change (two positions were vacant) will be placed in alternate positions within Public Works and the Parks and Recreation department. Furthermore, their current compensation and benefits would not be impacted. Any savings resulting from this change would be used to enhance services. FY 2014/15 Adopted Work Plan and Budget Message Page A-9 Service Enhancements The adopted enhancements found in Attachment B reflect services that our residents and businesses identified as important to them during the 2014 Community Satisfaction Survey or priorities identified at the City Commission retreat on June 4, 2014. The enhancements also help further three priorities I identified during my selection process: (1) increasing public cleanliness and safety, (2) focusing on customer service to our residents, businesses, and visitors, and (3) improving the administrative operations that are critical to our service delivery. Highlights of the $5.8 million of enhancements funded across all funds to address priorities in the City's Strategic Plan include: • Address flooding and the mitigation of sea-level rise by adding funding for a formal Mitigation Plan, enhanced stormwater pump maintenance, and several positions to implement the estimated one-hundred planned stormwater projects over the next five years. • The implementation of Body Camera programs to improve accountability in the Police, Code Compliance, Building, Fire, and Parking departments. • Several enhancements to improve cleanliness including outsourcing the existing Cleanliness and Appearance Index and creating a new Parking Garage Index and Bathroom Index. Also included are the addition of attendants at beachfront restrooms in Lummus Park and 21 s' Street, supporting the "can on every corner" initiative by adding more litter cans across the City, and enhancing the cleanliness and appearance of City parking garages by increasing the frequency of pressure cleaning and washdowns. • Improve traffic and mobility by creating a new North Beach Trolley, deploying Intelligent Transportation System solutions for special events, implementing enhanced loading zone enforcement, promoting a bicycle safety campaign, and creating a Mystery Rider program to assess the level of service on our trolleys. • Establish a more proactive code compliance environment by adding dedicated officers in the Entertainment District and a unit to enforce Short-Term Rentals. Improve the ability to more effectively schedule for special details such as noise, vendors, and flyers/handbills by converting twelve part-time positions to six full-time Code Compliance Officer positions. • Improve security at our city parks by creating a new Park Ranger program and address homelessness at Lummus Park and other locations by conducting sweeps, providing for ambulance service, enhanced tracking of the homeless, and additional shelter beds. Enhance communications with our residents by implementing a new 3-1-1 customer service model, enhancing programming on Miami Beach TV, and enhance the City's website and social media capabilities. Enhance hurricane and disaster preparation by funding key equipment and address security upgrades in City facilities that will be supplemented by grant funds. FY 2014/15 Adopted Work Plan and Budget Message Page A-10 • Strengthen internal controls by adding a position in Internal Audit to increase audit coverage as well as the quality and frequency of audits. • Support excellence of our public schools by funding professional development at Nautilus Middle School and Miami Beach Senior High to help sustain the International Baccalaureate program. • Improve the building development process by providing optional expedited plan review services, additional administrative support to the five Development Review Boards, ensure compliance with parking impact fees, and establish an unsafe structures panel. • Several administrative enhancements including the implementation of the first phase of an Employee Wellness program, improving the computing environment consistent with best practice by reducing personal computer replacement from five to three years, improving prompt and comprehensive legal services, enhancing training in the Fire Department, creating an Employee Suggestion program to spur innovation, expedite the procurement of goods and services, and enhance the implementation of new parking technology systems. A list of potential additional enhancements requested by departments but not recommended by me in the Adopted Budget can be found in Attachment C. While many of these potential enhancements are important and should be considered over time, they were considered a lower priority than those included in the FY 2014/15 Adopted Budget and Work Plan. Increased Use of Resort Taxes to offset Tourism Eligible Expenditures in the General Fund Based on an outside consultant study conducted in 2010 using FY 2007/08 actual costs, it is estimated that there are approximately $50.5 million in eligible resort tax expenditures in the General Fund. However, $8.8 million of these costs were estimated as being addressed by dedicated funding pursuant to the Miami-Dade County Convention Development Tax interlocal agreement, thereby resulting in aQproximately $41.7 million in eligible Resort Tax expenses in the General Fund. These include expenses associated with police officers serving entertainment areas; a portion of fire rescue services from Fire Stations 1 & 2; ocean rescue services; enhanced code compliance provided to respond to evening entertainment area violations and staffing of special events; other code compliance activities in tourism and visitor related facilities/areas; Tourism and Culture Department and the Cultural Arts Council; museums and theaters (Garden Center, Bass Museum, and Colony Theater); golf courses (net of revenues); Memorial Day and other special event costs; homeless services; July 4'h; Visitor Center funding; holiday lights; Jewish Museum; Miami Design Preservation League (MDPL); Orange Bowl; monuments; etc. Based on FY 2013/14 resort tax collections to date, it is estimated that there will be an additional $1,119,000 available in resort tax collections to provide additional funding for these General Fund FY 2014/15 Adopted Work Plan and Budget Message Page A-1 1 activities in FY 2014/15. The total adopted Resort Tax Fund transfer to the General Fund for FY 2014/15 is approximately $34.1 million. Use of One-Time Revenues The City's policy regarding use of one-time revenues states that "The City of Miami Beach will use one-time, non-recurring revenue for capital expenditures or one-time expenditures and not subsidize recurring personnel, operations, and maintenance cost". Similar to the last four years, the FY 2014/15 General Fund revenues reflect the use of $1 .7 million in prior year surplus (revenues in excess of expenditures) specifically set aside for this purpose and Building Department reserves of $1.5 million are also included. In total, the General Fund Operating Budget reflects $3.2 million in one-time revenues, offset by a $1 .4 million transfer to capital. 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 for recurring expenditures over the next few years. As in prior year budgets, the intent will be 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. The use of one-time revenues will be decreased by more than $1 .8 million from FY 2013/14. In addition, the $8.4 million in prior year Parking Fund operating surplus, as was initiated in FY 2010/11, remains at the same level as FY 2013/14. CONTINUE TO ADDRESS PRIORITIES IDENTIFIED BY THE COMMUNITY In 2014, the City of Miami Beach conducted its fifth set of comprehensive statistically valid community satisfaction surveys. The Community Survey was designed to receive both resident and business input on quality of life, city services, and taxes; and to identify key drivers for improvement. The 2014 survey built on previous surveys in that many questions asked in previous studies were included in the 2014 study so comparisons could be examined over time. Residents and business owners were brutally honest in their ratings; nonetheless 4 out of 5 residents and business owners would recommend the City of Miami Beach, and Residents rate the quality of life as very high. Responses to many questions in the survey are highly correlated, i.e., if traffic is an issue (as it is to a majority of residents), then ratings of other City services are influenced. Residential ratings for quality of life and City services were down from 2012, although still high at 77 percent, with the percentage of residents who would recommend Miami Beach as a place to live trending up at 81 FY 2014/15 Adopted Work Plan and Budget Message Page A-12 percent. Unlike the residential survey, the overall snapshot of business ratings of the City were, on the whole, not significantly different from the 2012 ratings, with a substantial number of services received positive ratings ranging from 70 percent to 95 percent of businesses. These results indicate general feedback and input from our residents and businesses on their level of satisfaction with the services we provide, as well as refined priority areas for the organization to focus on, and actionable recommendations for improvements to our services. Detailed survey results are available on the City's website and the FY 2014/15 Citywide Work Plan can be found in Attachment E. PREMIER NEIGHBORHOODS Cleanliness Cleanliness of our City continues to be a priority for our residents and businesses. The City uses a quantitative index to assess the impact of these efforts and results have shown significant overall improvement in the last nine years. In FY 2012/13, 89.1% percent of public areas citywide were rated as clean or very clean comparted to 65.2 percent in FY 2005/06. The City's strategic plan includes key intended outcomes (KIOs) to improve cleanliness in high traffic areas and city beaches, and to maximize deployment of trash cans citywide. The Adopted Work Plan and Budget includes several enhancements that support these KIOs. The existing Cleanliness and Appearance Index will be performed by part-time positions, which will eliminate the need to utilize volunteer city personnel, thus improving productivity. Based on the success of this index, two new similar indexes will be created to improve the cleanliness and appearance of city parking garages and public restrooms. To improve the cleanliness and appearance of the City's parking garages, several initiatives are planned including increased pressure Improved cleaning from quarterly to every two months in garages with high traffic, cleanliness of weekly wash down of garage ramps to reduce dust and tire debris, parking garages yearly treatment to the concrete floors of the garages, painting of and beachfront garages on a five year schedule starting in FY 2015/16, and one-time restrooms replacement and standardization of trash cans at all garages. To provide better service and improve cleanliness at beachfront restrooms in Lummus Park and 21 It Street, attendants will be added on weekends, holidays, and special events. The adopted budget also includes support for the "can on every corner" initiative by adding more trash cans across the City, especially in North Beach. FY 201,4/15 Adopted Work Plan and Budget Message Page A-13 Homelessness Revitalizing key neighborhoods is a KIO in the City's strategic plan, especially in North Beach and Ocean Drive. In the 2014 Community Survey, homelessness was a critical issue for residents as only 37 percent gave positive ratings for how the City addresses this issue, down from 44 percent in 2009. The FY 2014/15 Budget includes funding to address homelessness at Lummus Park and ancillary locations by adding positions to conduct 4:00 am sweeps in the park, provide ambulance service to transport mobility-impaired homeless persons, homeless tracking to include briefings for court hearings to include service history, and additional flex-use shelter beds. Code Enforcement The FY 2014/15 Budget includes funding to establish a more Code Officers proactive code compliance environment by adding two Code Compliance Officers in the Entertainment District (Ocean Drive, dedicated to the Collins Avenue, and Washington Avenue), two Code Compliance Entertainment District Officers to enforce Short-Term Rentals/Transient Use on a full-time and enforce Short- basis, and one administrative position to support case files and legal Term Rentals notices for the new positions. Two additional positions are also added to provide increased accountability and improved case flow including a reduction of process time, and to facilitate financial and administrative functions and provide customer service support. To improve the ability for Code Compliance to more effectively schedule for special details such as noise, vendors, and flyers/handbills, twelve part-time Code Compliance Officer positions will be converted to six full-time positions. This enhancement allows for a transformation of the department that supports the KIO in the City's strategic plan for ensuring compliance with code and addresses the declining ratings regarding the appropriate level of code enforcement in the 2014 Community Survey (62% compared to 71% in 2005). INFRASTRUCTURE Storm Drainage The 2014 Community Survey identified storm drainage as a key issue for residents. Only 25% of residents rated storm drainage as excellent or good compared to 2009 (44%) and 2012 (37%). Interestingly, nearly nine out of ten residents (87%) claimed they would support the City spending tax dollars to address rising sea levels. During FY 2013/14, two new committees were formed to address the City's current and future drainage issues, the Mayor's Blue Ribbon Panel on Flooding and Sea Rise and the Flooding Mitigation Committee. The City's strategic plan includes a KIO to ensure reliable stormwater management and resiliency against flooding through short and long-term solutions addressing sea-level rise. The FY 2014/15 Budget includes funding for several positions to implement dozens of planned stormwater projects over the next five years to help convert the city's drainage system from a gravity-based system to a FY 201All 5 Adopted Work Plan and Budget Message Page A-14 pumped system. Also included is funding for enhanced pump maintenance, stormwater main cleaning, and a formal mitigation plan to address sea-level rise. To fund these enhancements and capital needs, the FY 2014/15 Budget includes a stormwater rate of $16.67 per equivalent residential unit, which represents an increase of $7.61 per month above the FY 2013/14 rate of $9.06 per month. Traffic Flow In the 2014 Community Survey, traffic was identified as the number one problem for residents as only 16% rated traffic flow as excellent or good. Positive ratings for traffic flow have been declining since 2005, when 36% of residents felt traffic flow as positive. The City's strategic plan includes a KIO to ensure comprehensive mobility addressing all modes throughout the city. The FY 2014/15 Budget includes funding for deployment of an interim Intelligent Transportation System (ITS) solution for major special events and Development of high impact periods. The long-term ITS solution is projected to cost an Intelligent approximately $14.5 million, of which a $4.5 million match is included in Transportation the FY 2014/15 Capital Budget and $10 million has been requested System through a Transportation Investment Generating Economic Recovery (TIGER) grant from the U.S. Department of Transportation. To address traffic challenges resulting from commercial loading an enhanced loading zone enforcement program will be implemented by assigning Police officers to dedicated enforcement (moving violations) for obstruction of traffic (double parking) on major thoroughfares. Increasing mobility through trolleys or local bus circulators has been a priority over the last year. In the 2014 Community Survey, nearly half of residents (49%) claimed they would ride trolleys or local bus circulators. In addition to providing funding for the South Beach Local, during the past year the City Commission approved a temporary Alton/West trolley service to help mitigate 'the impact of the Alton Road from 5'h Street to Michigan Avenue Florida Department of Transportation project and a new North Beach Local which is anticipated to begin service in October. In order to assess the level of service on our trollies and circulators, a new Mystery Rider program will be created. The results will be used to measure customer service, reliability of service, and maintenance and cleanliness of vehicles. A dedicated Transportation Planner position will also be added to provide support to various transportation initiatives, including the trolleys and circulators, automated traffic monitoring, and the new Next Bus mobile application technology. The FY 2014/15 Budget also includes funding to promote a bicycle safety campaign as recommended by the Finance and Citywide Projects Committee to help reduce accidents in the community. FY 2014/15 Adopted Work Plan and Budget Message Page A-15 Hurricane Preparation and Security The 2014 Community Survey reflected a decrease in the rating for emergency/hurricane preparedness of 84% from 92% in 2009. The FY 2014/15 Budget enhances hurricane and disaster preparation by funding the acquisition of key equipment including an emergency response trailer, portable generators and lighting units, emergency mobile communication kits, and a 4 wheel drive vehicle. Funding is also included to address security upgrades in city facilities by funding additional security cameras and increased access control measures and implementation of Crime Prevention through Environmental Design (CPTED) infrastructure enhancements. Additional funding of $100,000 to $200,000 for CPTED infrastructure enhancements is anticipated from existing and upcoming Urban Areas Security Initiative (UASI) grant funds. POLICING CULTURE Accountability The FY 2014/15 Budget includes the implementation of a Body Camera program in the Police Department to improve transparency and accountability by recording police officers' interactions with the public. The first year of the program provides for two positions to ensure proper video evidence recovery and maintenance of the chain of custody as well as the purchase of 50 cameras and another 50 cameras are being provided by the vendor free of charge. Additional cameras are anticipated to be requested in FY 2015/16. Body cameras will also be rolled out in the Code Compliance, Building, Fire, and Parking departments. This enhancement supports the KIO in the City's strategic plan to insist on Police Department accountability and skilled management/leadership. Customer Service The FY 2014115 Budget includes funding to improve security at city parks by creating a new Park Ranger program. This program would provide four Adds 4 park Park Ranger positions to patrol the P arks' provide additional security, rangers to P enforce compliance with city ordinances and park rules. The Rangers would also provide assistance with social issues such as transient camping in the improve parks and loitering. They would partner with various other forces such as the security at city Parks & Recreation Department, the Police Department, the Miami-Dade parks County School Police, and Neighborhood Watch groups. A new Crime Scene 3D Camera System will be purchased through Confiscated Trust funds, (Attachment D) to help clear crimes scenes faster, especially vehicle accidents to help mitigate negative impacts on traffic flow. These enhancements reflect a K10 in the strategic plan to reform policing culture with a customer service emphasis. FY 2014/15 Adopted Work Plan and Budget Message Page A-16 EDUCATIONAL EXCELLENCE Improve Public School Accountability In 2008, the City of Miami Beach allocated $500,000 to help all public schools in Miami Beach offer the International Baccalaureate (IB) program. Miami Beach is the only city in the state in which children have access to the IB program without having to attend a magnet school. The FY 2014/15 Budget includes funding to coordinate and host an International Baccalaureate (IB) professional workshop for instructional staff at Nautilus Middle School and Miami Beach Senior High to help sustain the IB program and support re-authorization for each school through the International Baccalaureate Organization. MANAGEMENT & SERVICE DELIVERY Communication The City's strategic plan includes a KIO to enhance external and internal communication from and within the City. The 2014 Community Survey indicates that half of residents that contact the city want to file a complaint. The FY 2014/15 Budget includes an enhancement to implement phase one of a new 3-1-1 customer service model. Incoming calls would be routed through the Customer Service call center and a new consolidated City Warning Point dispatch function would be created for high priority service calls related to programs in Public Works, Parking, Code, Transportation, and Emergency Management. This initiative dovetails with the new Miami Beach eGov smart phone app that launched in June 2014, that allows the public to report real-time neighborhood concerns such as abandoned property, alley cleanliness, graffiti, illegal dumping, broken sidewalks, potholes, and homeless activity, among others, to the appropriate municipal government office in a snap. The smart reports include a photo and GPS location that automatically integrates with the City's customer support center. The 2014 Community Survey showed that sources of information to our residents concerning the City's activities continue to become more diverse and segmented and that satisfaction with the City's website had decreased from 87 percent in 2012 to 79 percent in 2014. The Adopted Budget includes funding for enhanced programming on Miami Beach TV and a new position to help enhance the City's website and social media capabilities. Building/Development-Related Processes i The FY 2014/15 Budget includes enhancements consistent with the KIO in the strategic plan to improve building/development review services. One enhancement is to improve efficient and timely delivery of plan review services in the Planning Department by providing optional expedited review in coordination with the Building Department. This enhancement would offer customers comparable services as currently performed by Building and would deliver the enhanced service by assigning two staff members to review plans during Saturday sessions. Customers would make written requests and payment by Thursday, 5:00 p.m. for expedited review to occur that Saturday. FY 2014/15 Adopted Work Plan and Budget Message Page A-17 Another.enhancement is to improve administrative support to the five Development Review Boards by adding an administrative position. In addition to improving quality control and the delivery of services, the position would enhance transparency by making available complete and timely information for viewing, including completed board application submittals with drawings, agendas, and after-actions. An additional enhancement is to ensure compliance'and accuracy as it relates to the administration of the Parking Impact Fee policies and procedures by adding a position to make site visits to help assist with the accurate and consistent administration of the Concurrency Mitigation Program. Finally, an unsafe structures panel will be created to streamline the unsafe structures process that is currently coordinated by the County. Innovation The City's strategic plan includes a KIO to improve the City's managerial leadership to reward innovation and performance. The FY 2014/15 Budget includes funding to create an Employee Suggestion Program to inspire City employees to share innovative ideas which may enhance City services. Eligible employees identify a specific problem and suggest a specific method or improvement to do a job or procedure better. Employees would receive a recognition award for viable suggestions and a special award based on the savings or increase in revenue generated with awards ranging from $50 to a maximum of $5,000 per suggestion. Participating employees with viable suggestions will receive a certificate and a $25 reward regardless of whether or not savings/revenues are generated. Stenathen Internal Controls The FY 2014/15 Budget includes funding to increase audit coverage of high risk areas from 79 to 90 percent and address increases in audit requests by adding a position to Internal Audit. The position would add ten additional audit areas per year and increase the quality and frequency of audits. Streamline Delivery of Services Several administrative enhancements that support the KIO in the strategic plan to streamline the delivery of services through all departments are included in the FY 2014/15 Budget such as: • Improving the computing environment consistent with best practice by reducing personal computer replacement from five to three years • Implementing the first phase of an Employee Wellness program to encourage employees to maintain a healthy lifestyle and help reduce long-term medical plan costs. Wellness plans are designed, using incentives, to assist employees in adopting lifestyle changes to promote physical and emotional well-being, with lower health care costs for the employer as the ultimate goal. FY 2014/15 Adopted Work Plan and Budget Message Page A-18 • Improving timeliness and efficient delivery of legal services provided to the City Commission and City Administration by adding a position in the City Attorney's Office • Expedite the acquisition of goods and services in City departments by converting a part-time position to full-time to manage the e-Marketplace and the standard order catalog in the Procurement Department • Add a position to implement and manage new technology in the Parking Department such as the Miami Beach Mobile smartphone app, ParkMobile pay by phone service, License Plate Readers, access card payments application integration, etc. • Enhance training in the Fire Department by adding a Training Division Chief as it is one of the most critical elements for success and a key component of being rated a Class 1 agency by International Standardization Organization (ISO). During the current year, the City has begun the Munis/Energov technology project to replace its existing ERP and permitting and licensing system over the next three years. This key project includes funding for a full business process review (BPR) of all functional areas of the new systems prior to the commencement of implementation activities. The goal of the BPR is two-fold: (1) make business operations more efficient and effective; (2) and more effectively utilize technological investments. In this manner, the new systems will be aligned with improved processes offering the greatest opportunity to improve the City's business operations. As part of the project kickoff in August, the author of Extreme Government Makeover spoke to over 300 participants regarding innovative approaches and tools to streamline processes. Many positive process changes are anticipated as the Munis/Energov project progresses. Since FY 2005/06, the budget for the General Fund has included funding specifically for Information & Communications Technology Projects. Each year, departments propose projects which are then reviewed and prioritized by the IT Steering Committee, which is comprised of the Assistant City Managers, the Chief Financial Officer, the Fire and Police Chiefs, the IT Director, and the Budget Director. Funding for the FY 2014/15 technology projects totals $395,000 and is funded by a transfer of $395,000 (same amount as FY 2013/14) from the General Fund to the Information & Communications Technology Fund. Below is a summary of the technology projects. Fuel Management System Upgrade ($105,000): The current fuel management system is no longer supported by the manufacturer due to a transition to next- generation wireless technology. This project would update the current system to the new wireless, web-enabled system which is more reliable and provides enhanced fuel management functionality such as dynamic graphical displays for on-line real- time monitoring, control, and remote enhanced diagnostics. FY 2014/15 Adopted Work Plan and Budget Message Page A-19 PulsePoint App ($25,000): . Sudden Cardiac Arrest (SCA) is a leading cause of death in the U.S. accounting for an estimated 325,000 deaths each year. Only about a third of SCA victims receive bystander CPR. The American Heart Association estimates that effective bystander CPR, provided immediately after SCA, can double or triple a person's chance of survival. The PulsePoint mobile app alerts CPR-trained bystanders to someone nearby having a sudden cardiac arrest that may require CPR. The purpose of the app is to increase the survival rates of cardiac arrest victims by reducing collapse-to-CPR times and collapse-to-defibrillations times. OpenGov Business Intelligence Software ($25,000): This project would fund web- based software that lets governments and citizens easily access, explore, and share finance and budget information. This business intelligence software pulls information from the City's general ledger and transforms the data into accessible, understandable, meaningful, and actionable information. The software's intuitive navigation and visualizations let users find and analyze revenue and expense information by department, fund, or category in just a few clicks. This tool would improve internal efficiencies and build transparency and engagement with constituents. Active Strategy Upgrade ($35,000): This project upgrades the City's performance management software. Active Strategy has advised the City's current version of the software will no longer be supported. The upgrade would include additional functionality including an updated presentation feature and enhanced security features. Enterprise Sharepoint Implementation Cloud ($90,000): This project would implement Microsoft Sharepoint, a popular collaboration and work flow tool, on an enterprise basis and make it available to City departments for their use. For example, if several departments are working on a common initiative, a website can be created in Sharepoint that allows for document sharing, automated work flows, and access to information by everyone on the team. One of the first anticipated uses of Sharepoint would be to help coordinate Emergency Management activities across the organization and outside agencies. Further, the following projects do not require funding, but are planned to be under development next year with in-house staffing resources: Housing RegistrX: This project would create an Affordable Housing Registry which tracks all properties designated as affordable and their respective affordability periods. For those affordable units which are rentals, it enables the City to track vacancies and ensure its proper reporting to US Department of Housing and Urban Development (which is a contractual requirement of the City as an entitlement community). The Registry will help the City maintain compliance with HUD and ensure funding of the City's annual entitlement funds (about $2 million). FY 2014/15 Adopted Work Plan and Budget Message Page A-20 Project Homeless ID: This project would address the increasing need to document and track homeless clients in the field by providing timely information regarding a homeless person's status, referral history, and current progress. The current process is time-intensive as staff manually create case notes and referral histories for each client. This project would automate the process, free up valuable staff time, and make key client information more accessible in the field. Parking Garage and Restroom Index: This project creates an index to assess the restrooms and parking garages across the city, similar to the index used in the City's Cleanliness program. The program would provide real-time information to responsible departments on the status of public restrooms and parking garages and result in cleaner, better maintained facilities. VALUE OF SERVICES FOR TAX DOLLARS PAID As noted earlier, between FY 2007/08 and FY 2013/14, the General Fund absorbed almost $43 million in reductions and approximately $51 million and 276 positions across all funds. Further, a total of approximately $20 million in employee "give-backs" were achieved between FY 2009/10 and FY 2011/12, through a combination of freezing cost of living adjustments for all employees for two and one-half years, elimination of merit increases for all employee except members of the Fraternal Order of Police (FOP) and International Association of Firefighters) IAFF, increased contribution to pension for all employees except members of FOP and IAFF, pension plan changes for the Miami Beach Employees Retirement Plan, increased contributions for take-home vehicles by FOP members for 18 months, reduced holiday pay for IAFF members, and increased contributions to health insurance by members of the FOP and IAFF for 18 months. In addition, the FY 2012/13 budget included $918,000 in employee"give-backs" and the FY 2013/14 budget included $4.6 million. Along with $51 million in reductions, this represents almost $77 million in combined "givebacks" and reductions over 7 years. All of the givebacks achieved, except the 18 month increased contribution to health by FOP and IAFF and the increased contributions for take-home vehicles by FOP members for 18 months, represent ongoing, recurring savings to the City and the employee givebacks contribute significantly towards the City's strategic goal (key intended outcome) to control payroll costs. Although the economy appears to have stabilized, the impact of the recent recession impacted both property tax revenues as well as pension costs. Therefore, the City's strategy continues to consider the long term financial sustainability of the City. Beginning with the development of the FY 2009/10 budget, a strategy was developed to address short-term, mid-term and long-term financial needs. • Strategies to address short-term financial needs included ongoing efficiencies and wage concessions by employees. FY 2014/15 Adopted Work Plan and Budget Message Page A-21 • Mid-term financial .sustainability was addressed by pension concessions from current employees in the Miami Beach Employees Retirement Plan • Longer term financial sustainability is enhanced by the pension plan restructures that have been put in place for employees in the City's retirement plans. For example, for General Employees, the plan restructure adopted for new employees is projected by the City's actuary to reduce the City's annual required contribution by almost $1 million in FY 2012/13, with additional reductions annually as the number of employees in the Miami Beach Employees Retirement Plan hired after October 1, 2010 continues to increase. Further, additional pension plan reform recommendations were developed by the City's Budget Advisory Committee (BAC) for the Fire and Police Pension Plan for consideration as part of the FY 2013/14 adopted-budget. While the specific BAC recommendations were not implemented, the pension reform agreed upon by IAFF and FOP generated savings is in excess of the BAC recommendations: $5.6 million in the first year, $1 .9 million in the second year, and $140 million net present value over 30 years. With the adopted $60,000 in efficiencies and $1.9 million in employee givebacks incorporated in the Adopted Work Plan and Budget for FY 2014115, the B year total of reductions and employee givebacks is $79 million. FY 2014/15 Proposed 8-Year Total General Fund $Impacts FT PT $Impacts FT PT _ Public Safety 3.0 ($8,021,095) (71.0) 1.0 Operations ($6,126,867) (66.0 (23.0 Administrative Support (60,000) 1.0 ($3,246,694) (33.4) 1.0 Econ&Cultural Dev ($1,235,426) (17.0) - Citywide ($1,619,642) - - Subtotal $ 60,000) (2.0) ($20,249,724) 185.4) (21.0 Transfers $23,168,966) - - Total $ (60,000) (2.0) $ (43,418,690) (185.4) (21.0 Internal Service Funds (19.0) ($3,871,225) (57.1) - Enterprise Funds ($3,651,021)1 (53.0) 10.0 GRAND TOTAL REDUCTIONS $ (60,000) (21.0)1 $ (50,940,936) (295.5)1 (11.0 Estimated Employee Givebacks` $1,900,000) ($27,833,360) - - GRAND TOTAL REDUCTIONS AND GIVEBACKS $ 1,960,000) 21.0)l 1 $ (78,774,296) (295.5)1 (11.0 The 2014 Environmental Scan conducted as part of the strategic planning process showed that the average daily population in the city has grown almost 36 percent from 2003 to 2013. Much of this increase consists of additional tourists (96 percent), seasonal residents (61 percent), non-tourist beach visitors (56 percent), and non-resident workers (23 percent). Having over one-third more people in the city over the last ten years, without an offsetting increase in budget can result in services becoming degraded over time. The chart below shows the General Fund budget and General Obligation Bond Debt Service budget divided by the average daily population from 2007 to 2013. The chart shows that the average daily population has grown faster than the budget and that the FY 2012/13 amount is 15 percent below the FY 2006/07 amount. In the 2014 Community Survey, residents' ratings of the value of city services for tax dollars paid as excellent or good improved from 46 percent in 2007 to 58 percent in 2014. FY 2014/15 Adopted Work Plan and Budget Message Page A-22 General Fund and G.O. Debt Budget by Average Daily Population 2007—2013 _"............................-------..---------....................._...--.._..........................--- . .--_._...................._...........__....._...._ ---------.--------..------_...._.------_.......... -................................._........................................................-.._... 1,600 — --- ---- ----- ----- ---- ------ ---- .�__..._...._.. 1,498 i 1,465 1,400 1,381 1,282 1,333 1,273 1,249 I I 1,200 ......._........_.. .................. .............._... ...................... ._.................... .._._._._...._.. —. I 1,000 __- __.... .---------- ._..._ c f I i 600 400 9 4 # i 200 ---- — °—. i i 2006-07 2007-08 2008.09 2009-10 2010-11 2011.12 2012-13 fig:Average Daily Population for FY 2013-14 not available GF Exp per ADP III GO Debt per ADP until end of calendar year Despite the dramatic impact of several years of reductions due to property tax reform exacerbated by a dramatic downturn in property values and dramatic increases in pension costs, it has been our objective to preserve services to our city as well as the many unique benefits provided to our residents. The Adopted Work Plan and Budget preserves benefits specifically for City of Miami Beach residents, including: • Our free "Culture in the Parks" series; • 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; • Free Learn-to-Swim programs for 3 to 4 year old residents; • Reduced resident rates for recreation programs • Free "family friendly" Movies in the Park; • 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 access to the majority of our senior citizen programs and special populations programs, including several free dances that take place throughout the year; • Free crime analysis of residents' homes by our Police Department; and • Free child safety seat checks by our Fire Department. FY 2014/15 Adopted Work Plan and Budget Message Page A-23 ANALYSIS OF PROPERTY VALUES IN MIAMI REACH On July 1, 2014, the City received the "2014 Certification of Taxable Value" from the Property Appraiser's Office stating that the taxable value for the City of Miami Beach is $27.1 billion including $152.2 million in new construction. The preliminary 2014 value represents an increase of $2.4 billion or 9.9 percent more than the July 1, 2013, Certification of Taxable Value of $24.6 billion and an increase of 9.3 percent, excluding new construction. The comparative assessed values for the Miami Beach Redevelopment Agency City Center redevelopment district increased from $3.9 billion to $4.2 billion an increase of $315 million or an 8.1 percent increase over 2013 certified values. - In addition, assessed values within the geographic area formerly known as the South Pointe redevelopment district increased from $3.9 billion to $4.3 billion an increase of $413 million, or a 10.5 percent increase in values over 2013 certified values. As a result, taxable values in the areas outside the City Center RDA/South Pointe area increased by 10.2 percent, from $16.9 billion to $18.6 billion, an increase of $1 .7 million. Citywide values excluding City Center increased from $20.8 billion to $22.9 billion, an increase of $2.1 billion or 10.3 percent. Values outside the City Center area determine General Fund revenues. COMPARATIVE ASSESSED VALUES (in billions) Jan. 1,2014 Value(in Change from 2013 Jan. 1 2013 Value(in billions) billions) Value(Bud et) As of July 1 Revised 2013 Value(For As of July 1 (For FY FY Change in 2013 2013/14 ' 2013/14 2013 (For 2014/15 $ Bud et) Projection) Values %Ch g. Budget) in billions) %Ch RDA-City Ctr $ 3.8714 $ 3.6341 $(0.2373) -6.1% $ 4.1867 $ 0.3153 8.1% South Pointe 3.9148 3.7692 (0.1456) -3.7% 4.3275 $ 0.4127 10.5% General Fund 16.8703 16.2354 (0.6349) -3.8% 18.5942 $ 1.7239 10.2/° ° excl S.Pte Total Citywide $24.6565 $23.6387 (1.0178) -4.1% $ 27.1084 $ 2.4519 9.9% Citywide Net of $20.7851 $20.0046 $(0.7805) -3.8% $ 22.9217 $ 2.1366 10.3% City Center Determining the Operating Millage Levy The first building block in developing a municipal budget is the establishment of the value of one mill of taxation, wherein the mill is defined as $1 .00 of ad valorem tax for each $1,000 of property.value. For.the City.of Miami Beach, the value for each mill is determined by the 2014 Certification of Taxable Value and has been set at $27.1 million. Florida Statutes permit a discount FY 2014/15 Adopted Work Plan and Budget Message Page A-24 of up to five percent for early payment discounts, delinquencies, etc. Therefore, the 95 percent value of the mill is $25.7 million. Net of Center City RDA tax increment available to the General Fund, the value of one mill at 95 percent is $22.0 million. Impacts of Changes in property Values The FY 2013/14 operating millage rate for general City operations was 5.8634 based on July, 2013 Certification of Taxable Value. Based on the July 1, 2014 Certification of Taxable Value, 5.8634 mills would generate approximately $165.1 million at 100% collection ($156.9 million at 95% collection) in general tax revenues, an increase of $14.3 million at 100% collection ($13.6 million at 95% collection) over FY 2013/14 property tax revenues Citywide (General Fund, City Center RDA and the South Pointe area). The General Fund property tax revenues would increase by $11.9 million, if the FY 2013/14 millage rate was maintained. Further, the January, 1 2013 tax roll Citywide declined by $1 .02 billion (4.1%) between the July 1, 2013 valuation and the July 1, 2014 valuation due to appeals, adjustments, etc., which is part of the reason that the .FY 2014/15 "rolled-back rate" is significantly less than the FY 2013/14 current millage rate. State Legislated Operating Millage Requirements Further, pursuant to recently enacted State legislation, the City may elect to approve millage rates above the roll-back rate up to the constitutional cap of 10 mills subject to the following votes by the Commission or referendum: • Option I: A majority of the Commission is required to approve a millage up to 7.2121 (equivalent to 3.15 percent increase in property tax revenues). The 3.15 percent increase is the state per capita personal income gain for the prior calendar year. Option 11: A two-thirds approval (5 of 7 votes) of the Commission is required to approve a millage up to 7.9333 (equivalent to a 10 percent increase in the ad valorem revenues above Option 1). Option III: A unanimous approval of the Commission or referendum is required to approve a millage above 7.9333 up to the 10 mill cap The operating millage rate of 5.7942 therefore requires a majority approval (4 of 7 votes) of the Commission. Determining the Voted Debt Service Millage Levy The general obligation debt service payment for FY 2014/15 is approximately $5.9 million. Based on the July 1, 2014 Certified Taxable Value from the Property Appraiser, these bonds would require the levy of a voted debt service millage of 0.2295. mills. This represents a decrease of 0.0234 mills. FY 2014/15 Adopted Work Plan and Budget Message Page A-25 Combining the Operating and Voted Debt Service Millage Levy At the July 23, 2014 Commission meeting, the Commission set the operating millage at the some level as FY 2013/14 and the voted debt service millage decreased by 0.0234 mills. This represents a total decrease in the operating millage rate of 0.0234 mills. On August 29th, the Finance and Citywide Projects Committee voted to reduce the operating millage rate an additional 0.0692 mills for a combined millage rate reduction of 0.0926 mills compared to FY 2013/14. Illustrated below is a comparison of the combined millage rates and ad valorem revenues to the City of Miami Beach for FY 2013/14 and FY 2014/15 (preliminary) including RDA. It is recommended that in the General Fund, 0.1083 mills of the total operating millage continue to be dedicated to renewal and replacement, resulting in approximately $2.18 million in renewal and replacement funding. The adopted millage rate is 1 .5% less than FY 2013/14 and 21.5% less than FY 2006/07. %Inc/(Dec) From From FY 06/07 FY 13/14 FY 14/15. Inc/(Dec) FY13/14 FY 06107 City of Miami Beach Millage Rates 3 Operating 7.1920 5.7551; 5.6859 -0.0692 Capital Renewal&Replacement 0.1820 0.1083: 0.1083 0.0000 Sub-total Operating Millage 7.3740 5.8634: 5,7942 -0.0692 -1.2% -21.4% Debt Service 0.2990 0.2529; 0.2295 -0.0234 -9.3% -23.2% TotalF 7.67301 6.1163' 6.0237 -0.0926 -1.5% Impact on Homesteaded Properties Amendment 10 to the State Constitution took effect on January 1, 1995 and limited the increase in assessed value of homesteaded property to the percentage increase in the consumer price index (CPI) or three percent (3%), whichever is less. For 2014, the CPI has been determined to be 1.5 percent and therefore, the increase is capped at 1.5% for increased values as of January 1, 2014. Overall, based on the homesteaded properties in the January 1, 2013 homestead values as of July 1, 2013 valuation, the median value of homesteaded property in Miami Beach for 2013 was $132,371, and the average $317,086. Applying the increase to the market value of all existing homesteaded properties from the 2013 tax roll, and the 1 .5 percent CPI adjustment, the impact of the millage rate adjustment to homesteaded properties would be no increase in property taxes as shown in the following table. FY 2014/15 Adopted Work Plan and Budget Message Page A-26 Homesteaded Properties FY 2014/15 FY 2013/14 with 1.5%CPI Median Average Median Average 2013 Preliminary Taxable Value $ 132,371 : $ 317,086 $ 134,357 : $ 321,842 City of Miami Beach Operating $ 776 $ 1,859 $ 778 $ 1,865 .............._....................- - .............................................._..........................................................._....._..............._._._....._..............._................................_............................._......_._...._.._.................................................__._....._...._................_............................ Voted Debt 33 80 31 74 ..........__.. ._.................... Total Mami Beach $ 809 : $ 1,939 $ 809 $ 1,939 $Change in Taxes ....................I.......__....._.. ...................................................................................._.__.._.-........................_.............._...................._....._._............................................._......................................_._... Operating $ 2 $ 6 Voted Debt (2) (6) Total Miami Beach $ "Source: Mami-Dade County Property Appraiser's-2013-average-median-homestead-residential-values file Impact on Non-Homesteaded properties The annual increase in market value of a non-homestead property is capped at 10 percent (does not apply to school millages). The city-wide average increase in property values is 9.9 percent. The property value of individual properties may increase more or less than 9.9 percent, but not more than 10 percent. Overlapping Jurisdictional Operating and Debt Service Millages City of Miami Beach property owners must also pay property taxes to Miami-Dade County, the Miami-Dade County School Board, the Children's Trust, the South Florida Water Management District, Okeechobee Basin, Everglades Project, and the Florida Inland Navigational District. These taxing authorities represent 70 percent of a Miami Beach property owner's tax bill. The countywide tax rate for Miami-Dade County decreased by 0.0345 mills to 4.6690; the library tax rate increased 0.1 1 15 mills to 0.2840 mills; and the debt service millage increased 0.0280 mills to 0.4500 mills. The tax rate for the Miami-Dade School District decreased slightly from 7.9770 mills to 7.9740 mills. The Children's Trust millage is maintained at 0.5000 mills. As a whole, the millage rates for the South Florida Water Management District, Okeechobee Basin, Everglades Project, and Florida Inland Navigational District decreased 0.0174 mills to 0.4187 mills. With the adopted rates for FY 2014/15, the Miami Beach portion of the FY 2014/15 tax bill is approximately 30 percent of the total bill. Of note, the County millage is 0.9830 mills less than their millage in FY 2006107, as compared to the City's millage which is 1.6493 mills less than the City millage in FY 2006107. Further, the School Board millage is only minimally below the FY FY 2014/15 Adopted Work Plan and Budget Message Page A-27 2006/07 millage rate, despite the recently proposed decrease. The significant difference in the total overlapping millage rate is a direct result of the City's effort to keep the millage rates as low as possible. A summary of the tax rate changes is provided in the following table. OVERLAPPING TAX MILLAGE FY 06/07 FY 13/14 FY 14/15 Variance Variance 14/15 from 13/14 from 06/07 Total City of Miami Beach Millage Rates Operating 7.1920 5.7551 5.6859 -0.0692 -1.5061 Capital Renewal&Replacement 0.1820 0.1083 0.1083 0.0000 -0.0737 Subtotal Operating Millage 7.3740 5.8634 5.7942 -0.0692 -1.5798 Voted Debt Service 0.2990 0.2529 0.2295 -0.0234 -0.0695 Total 7.6730 6.1163 6.0237 -0.0926 -1.6493 30% Miami Dade County Countywide 5.6150 4.7035 4.6690 -0.0345 -0.9460 Library 0.4860 0.1725 0.2840 0.1115 -0.2020 Debt Service 0.2850 0.4220 0.4500 0.0280 0.1650 Subtotal 6.3860 5.2980 5.4030 0.1050 -0.9830 27% School Board 8.1050 7.9770 7.9740 -0.0030 -0.1310 39% Children's Trust 0.4220 0.5000 0.5000 0.0000 0.0780 2% Other 0.7360 0.4455 0.4187 -0.0268 -0.3173 2% Total 23.32201 20.33681 20.3194 -0.0174 -3.0026 100% Impact of Combined Tax Rates of Overlapping Jurisdictions on Homesteaded Properties The median and average January 1, 2013 taxable values of $132,371 and $317,086, respectively, will increase by 1.5% CPI in FY 2014/15 due to the Save Our Homes Cap which only allows taxable values to increase by 3.0% or CPI, whichever is lower. Applying the adopted combined millage rates to the median and average taxable values results in an additional $38 for the median and a $92 increase for the average. These increases are mitigated by no increase in property taxes for the median or the average from the reduction in millage in the City of Miami Beach's portion of the property tax bill. Median properties would pay approximately $2,729 for all taxing jurisdictions combined, while the average taxes generated would be approximately $6,540 per homesteaded property. Of these taxing jurisdictions, the highest component is the Miami-Dade School Board, at $1,071 for a median value property, and $2,566 for an average valued property. The following table provides examples of changes in property taxes for homesteaded properties using the adopted tax rates and potential changes from 2013 values. FY 2014/15 Adopted Work Plan and Budget Message Page A-28 Impact on Homesteaded Properties Assuming Changes in Taxable Value from Janua 1,2014 FY 2014/15 FY 2013/14 with 1.5%CPI Median Average Median Average 2013 Preliminary Taxable Value $ 132,371 $ 317,086 $ 134,357 $ 321,842 City of Miami Beach Operating $ 776 $ 1,859 $ 778 $ 1,865 Voted Debt 33 80 31 74 Total Miami Beach $ 809 $ 1,939 $ 809 $ 1,939 Miami Dade County 701 1,680 726 1,739 Schools 1,056 2,529 1,071 2,566 Other 125 300 123 296 Total $ 2,691 $ 6,4481$ 2,729 $ 6,540 Chanae in Taxes City of Miami Beach Operating $ 2 $ 6 Voted Debt (2) (6) Total Miami Beach $ - $ Miami Dade County 25 59 Schools 15 37 Other (2) (4) Total $ 38 $ 92 As with the City of Miami Beach millage rates, impacts of the combined jurisdictional millage rates for non-homesteaded properties are based on the individual property values. CAPITAL BUDGET The City's annual capital budget contains capital project commitments appropriated for Fiscal Year (FY) 2014/15 (Capital Budget). Preparation of the Capital Budget occurred simultaneously with the development of the FY 2014/15 — FY 2018/19 Capital Improvement Program (CIP) and FY 2014/15 Operating Budget. The Capital Budget for FY 2014/15 totals $705.5 million and is appropriated on September 30, 2014. New bond issuances are anticipated to finance the Convention Center project including RDA, Resort Tax, and Parking bonds. In addition, depending on cash flow, Stormwater and Sewer bonds may be issued in FY 2014/15. Projects will address many needs in different areas of the City including: neighborhood enhancements such as landscaping, sidewalk restoration; traffic calming; roadway and bridge resurfacing and reconstruction; water, sewer, and drainage system improvements; park construction, renovation and upgrades; renovation of seawalls; parking lot and garage renovation, FY 2014/15 Adopted Work Plan and Budget Message Page A-29 construction/renovation of public facilities; and vehicle replacement. For a detailed listing of all capital projects, please refer to the Adopted FY 2014/15-2018/19 Capital Improvement Plan & FY 2014/15 Capital Budget document. In FY 2005/06, the City established a financial goal of funding at least 5 percent of the General Fund operating budget as transfers for capital projects and capital projects contingency. The purpose of this goal was multi-faceted: 1. To provide flexibility in the operating budget that would allow the budget to be reduced without impacting services during difficult economic times; 2. To ensure that the City funded needed upkeep on our General Fund facilities, and right-of- way landscaping, lighting, etc. 3. To provide a mechanism to address additional scope of small new projects prioritized by the community and the Commission instead of having to delay these for a larger General Obligation Bond issue; and A. To provide contingency funding so that projects where bids were higher than budgeted did not have to be delayed, especially during a heated construction market where delays often lead to further increases in costs. In recent years this funding was dramatically reduced due to funding constraints, and at the same time, reflecting declines in construction industry pricing in those years. The Adopted Work Plan and Budget incorporates almost $4 million in capital funding. This represents about 1.5 percent of the FY 2014/15 General Fund operating budget. ENTERPRISE FUNDS Enterprise Funds are comprised of Sanitation, Water, Sewer, Stormwater, Parking, and Convention Center Departments. The FY 2014/15 Enterprise Funds Budget is $179.8 million. This represents an increase of $19.0 million (12 percent) from the FY 2013/14 budget of $160.8 million, primarily due to: • Increases in salary (3 percent COLA and 0-2 percent Merit) and health insurance costs of 9 percent • An $8.7 million increase in Stormwater to support the strategic planning initiative to address flooding and sea-level rise over the next five years. This increase is supported by a monthly Stormwater rate of $16.67 per Equivalent Residential Unit (ERU), which represents an increase for a residential customer of $7.61 per month above the FY 2013/14 amount of $9.06 per month. • A $5.1 million increase in Sewer due to an increase of fees charged by Miami-Dade Water and Sewer Department (WASD) to treat the City's wastewater, increase in scheduled debt service for outstanding debt, lower annual true-up from WASD, higher DERM fees, and FY 2014/15 Adopted Work Plan and Budget Message Page A-30 existing operating deficit. This increase is supported by a monthly fee of $7.55 per thousand gallons, which represents an increase of $1 .21 per thousand gallons from the FY 2013/14 rate of $6.34 per thousand gallons. • Parking enhancements totaling $1 .0 million to increase the cleanliness and appearance of the City parking garages, implementation of loading zone enforcement, creation of a new Garage Cleanliness Index, and implementation of a new body camera program. • Sanitation enhancements totaling $851,000 to provide better service at beachfront restrooms by adding attendants to the restrooms in Lummus Park and 2V Street on weekends, holidays, and special events, support the "can on every corner" initiative by adding more litter cans across the city, and creating a new Bathroom Cleanliness Index to assess the 64 public restrooms throughout the city. • Water reflects a small rate increase of $0.07 to pass through the Miami-Dade County increase to wholesale rates for the purchase of potable water. INTERNAL SERVICE FUNDS Internal Service Funds are comprised of the Central Services, Fleet Management, Information Technology, Risk Management, Medical & Dental and Property Management Divisions. The FY 2014/15 Internal Service Fund budget is $78.4 million, or 3.9%, more than FY 2013/14. Internal Service 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. RESORT TAX BUDGET The FY 2014/15 Resort Tax budget is $62.9 million, an increase of $2.1 million or 4 percent from FY 2013/14. This reflects the continued increase in resort tax revenues, consistent with other tourism indicators throughout the County, but especially in Miami Beach. Highlights for FY 2014/15 include: • New enhancement of $476,000 to support the initiative to provide better service at beachfront restrooms by adding attendants to the beachfront restrooms in Lummus Park and 21 st street on weekends, holidays, and special events. • New enhancement of $200,000 to deploy interim Intelligent Transporation System (ITS) solution for major special events and high impact periods. • $34,084,000 (a $1,119,000 increase) is provided to the General Fund to support new and continuing tourism eligible expenditures. New examples include more proactive code enforcement, cleanliness index, park ranger program, homelessness at Lummus Park, and hurricane and disaster preparation equipment, and increased support for the Miami Beach FY 2014/15 Adopted Work Plan and Budget Message Page A-31 Botanical Garden. Continuing expenditures include public safety programs such as ocean rescue, police services on Lincoln Road, Ocean Drive/lummus Park, Collins Avenue, Washington Avenue, ATV officers, Boardwalk security, special traffic enforcement and special event staffing; and fire rescue units in tourist and visitor areas. The funding also supports code compliance services to respond to evening entertainment areas and provides for a portion of the operational costs of the Tourism and Cultural Development. • $3 million for enhancing the outcomes from major events such as Memorial Day, including management, Goodwill Ambassadors. The contribution to the greater Miami Convention and Visitors Bureau remains flat at $5.4 million pending contract negotiations expected to result in a performance-based contract. The contribution to the Miami Beach Visitor and Convention Authority will increase from $21289,000 to $214101000 based on the legislated funding formula. • $173,000 is provided to continue the local Miami Beach marketing campaign, to be matched with funds from the Greater Miami Convention and Visitors Bureau, the Miami Beach Visitor and Convention Authority, and the Cultural Arts Council. Including $73,000 for the Washington Avenue tourism enhancement initiative. • $230,000 for holiday decorations. • $100,000 for the sponsorship fee to help offset marketing and advertising expenses associated with the Ms. USA or equivalent event CONCLUSION Although the development of our budget this year has been challenging, through rigorous review and good leadership, the Adopted Work Plan and Budget for FY 2014/15 is balanced and enables the City of Miami Beach to continue delivering outstanding, enhanced services to our residents, businesses and visitors and continuing structural enhancements to ensure the long-term sustainability of the City. The adopted millage rate decrease of 0.0926 mills represents approximately half of the remaining millage rate reduction goal of 0.2079 and does not result in a property tax increase to median or average property owners that qualify for the homestead exemption and the Save Our Homes cap. The FY 2014/15 Budget includes service level enhancements that address high priority needs of the City as identified through the strategic planning process and 2014 Community survey. ACKNOWLEDGEMENTS I would like to thank Mayor Philip Levine and the Members of the Miami Beach City Commission for your continued guidance, support and leadership with the budget process and in helping to accomplish so much on behalf of our residents and for the entire Miami Beach community. I would also like to thank all staff from throughout the City who have worked hard over the last year to respond to changes in priorities from the new City Commission. I would particularly like to thank FY 2014/15 Adopted Work Plan and Budget Message Page A-32 my Assistant City Managers, Chief Financial Officer, and all Department and Division Directors. I appreciate all of us working together towards developing a balanced budget that will help improve our community. In particular, I would like to recognize and thank John Woodruff, Budget Director; Mike Howard, Budget Officer; Tameka Otto-Stewart, Budget Manager; Georgette Daniels, Senior Budget Analyst; Vanessa Layne, Budget Analyst; Francis Frances, Executive Office Associate; Dr. Leslie Rosenfeld, Chief Learning Officer; and Katherine Gonzalez, Management Consultant. Respectfully submitted, Jimmy L. Morales City Manager ATTACHMENTS - TABLE OF CONTENTS ATTACHMENT A Proposed Positive Impact or Minimal Service Impact, Efficiencies, Etc. ATTACHMENT B Proposed Additions and Service Enhancements ATTACHMENT C Potential Additions and Service Enhancements NOT INCLUDED in Proposed Budget ATTACHMENT D FY 2014/15 Confiscated Trust Fund Budget ATTACHMENT E FY 2014/15 Citywide Work Plan MIAMI BEACH ATTACHMENT A ADOPTED MINIMAL SERVICE IMPACT,EFFICIENCIES,ETC. Position Impacts Cumulative Full Part Proj. Mgt.& Non Impact Dept.Impact Time Time Vacant Filled Admin Mgt. GENERALFUND Communications Reduce contractual television production costs of$120,000 by 50%by adding an in-house Media Specialist position. $ 60,000 $ 60,000 1.0 Fire In FY 2010/11 a pilot program to reduce overtime in the Fire Suppression division was approved. The aim of the program was to reduce overtime on the weekends by hiring three(3)Fire Firefighter I's to work a weekend only schedule. The salaries cost for these firefighters was to be offset by the reduction in overtime costs. Although funding for the salaries of these firefighters has been included in the department's approved budget each year,the weekend program was never implemented. Based on the structure of the union contract,the most senior and most costly firefighters would have first option to the weekend schedule and ultimately creating more costs than savings. The department proposes utilizing the combined salaries of the three firefighters to hire a Training Division Chief to oversee the training needs of the swom staff.(see Attachment B $ - $ (60,000)1 3.0 3.0 3.0 Total General Funds $ 60,000 $ 60,000 2.0 0.0 3.0 0.0 0.0 3.0 INTERNAL SERVICE FUNDS Property Management Implement new service model for trades such as carpenters,electricians, masons,painters,and plumbers. This is part of an overall strategy to empower each department to control priorities in order to improve the level of maintenance and condition of our facilities. In the 2014 Community Survey,residents rated the appearance and maintenance of the City's public buildings at 79 percent,a decrease from 87 percent in the 2012 survey. The new model should provide greater flexibility and potentially enhanced services for specialty work while not resulting in any employees losing employment with the City. However,we will be reducing the number of positions by twenty-two with associated savings in equipment,materials,supplies,etc. In addition,the new model provides greater flexibility by allowing each department to address their own priorities,minimize delays,and avoid competing department interests. The 17 employees affected by the change(two positions are vacant)will be placed in alternate positions within Public Works and the Parks and Recreation department. Furthermore,their current compensation and benefits would not be impacted. Any savings resulting from this change would be used to enhance services. 1 $ - 1 $ - 19.0 0.0 1 (2.0)1 (17.0 0.0 19.0 Total Internal Services Funds $ - $ - 19.0 0.0 2.0 17.0 0.0 19.0 Grand Total All Funds $ 60,000 $ 60,000 21.0 0.0 5.0 17.0 0.0 1 (22.O i I i m m m m m m m m m m m m > > > > > > .m> > > > > > y .�. •m .m m a> m m m m m m O 0 O 0 O 0 O O a o m m 4Z> .°E m CD m m 4Z> m m m 00> cn cn Cl) O N Cl) N cn N m h m N •°r. oe oe as r oa as ae as as 06 as as as IL c c c °_' c c c c c c c c c E E E Z E E E E E E E E E 0o a> a m` a a o> tM a> a a o> o> m m ca m m m m m m m m m c c c c c c c c c c c c m m m E m m m m m m m m m r C C C m m t L W E o, _ Q Q c E c r o yy y _ 3 c _ - - - LL N � v v dm md � 'n a o E E £ E N c m m o c c o c c c 0 0 m m 0 y O E E = y 7 ? 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C - f U U p°m m 7 f y p O C d-0 O m d >'y 7 d d .�3�o c :7iodcy� NCL. a c5y�� d« yL u oQ of Of d 0 L A d C y 7 y y p 2 p O d t 7 d.� U d > �m°'u'� S�»� E E o W cn L 2 3 F-a az NH 2 WE m O ATTACHMENT C POTENTIAL FY 2014/15 ADDITIONS AND SERVICE ENHANCEMENTS NOT INCLUDED IN ADOPTED BUDGET Requests Total FT PT Potential Enhancements Building Provide additional support to the Elevator Safety Division to facilitate annual licensing and state reporting requirements and provide administrative support to the Chief Elevator Inspector by adding one Office Associate V position. 47,000 1.0 0.0 City Clerk Provide a higher level of customer service and improve efficiency and timeliness by adding an Office Associate II position. This position would prepare and manage meeting notices, return"604-CITY"calls,provide assistance to walk-in customers,handle incoming mail,maintain the City's bulletin boards,pay invoices,answer telephones,and coordinate the flow of information externally and internally. 35,000 1.0 0.0 Communications Improve administrative support by converting a part-time Office Associate III position to full-time and sharing the resource with the Tourism,Culture,&Economic Development department. This position would provide customer assistance,results reports,media assistance,logging and archiving video,photo,media clips and project files,and prepare and process financial payments. 26,000 1.0 0.5 Develop literature to educate the public regarding potential impacts of sea-level rise 15,000 0.0 0.0 Finance Ensure adequate internal controls by adding a Financial Analyst position to serve as an additional cashier and back up for the current cashier at City Hall in the Treasury section.100%funded by Building funds 51,000 1.0 0.0 Fire Improve efficiency and management of assets and medical supplies inventory by adding a civilian Quartermaster position. This position was recommended by the Commission on Fire Accreditation International(CFAI)in the annual compliance report to develop a centralized inventory system to better track all assets and equipment.This position would free up the time of administrative Fire Captains and Resource Division Shift Captains would be freed up to dedicate more time for value-added activities. 49,000 1.0 0.0 Improve availability of front-line apparatus by adding a Mechanic position to adequately meet preventive maintenance schedule and make repairs in a timely manner. [Restores one Mechanic position eliminated during the FY2008 budget process] 55,000 1.0 0.0 Human Resources Meet customer service expectations as they relate to turnaround times in the recruitment division by adding an Office Associate III position. The most labor-intensive and time consuming activities are associated with making telephone calls to verify applicants'former employment histories and schedule pre-employment physicals and fingerprint- capturing appointments. Of these three,the most demanding in terms of time and effort is the verification of employment. Former employers are reticent to provide information and have no vested interest in responding to our calls. Therefore,it falls upon the recruitment staff to call and call again. In the meantime,hiring decisions remain unresolved. Most employed applicants are unwilling to give notice at their current jobs without a formal job offer from the City. Our due diligence responsibilities prevent us from making those offers until the pre-employment background checks are complete. Additionally,the Human Resources Department has assumed Citywide responsibility for coordinating activities related to the assignment of temporary staffing agency personnel to different departments. This is another labor-intensive,time consuming function. 41,000 1.0 0.0 Organizational Development&"Performance4nitiatives Enhance process management and performance improvement by adding a Management Consultant position. The position would be a catalyst for streamlining,process improvements,improvement initiatives,and performance-driven operations.[Restores one Management Consultant position eliminated during the FY2010 budget process] 65,000 1.0 0.0 Provide an organization-wide training workshop for 1,300 employees for a'live'Cultural Communication in the Workplace workshop to better understand how cultural context influences cultural communication,key elements of effective cross cultural communication and learn to respond effectively in spite of communication differences. Current required sessions do not directly address this topic,and skills learned will help improve internal and external communication and customer service. 42,000 0.0 0.0 The City's Service Shopper Program supports our Customer Service standards by helping assess how well the City is serving its customers by evaluating service deliver at interface points. The goal of the program is to obtain measurable data on customer service to achieve heightened customer service awareness,assist departments in determining staff training to improve customer service,evaluate results to improve customer service to meet public needs and expectations and assess how the City is serving customers at interface points. Assessments are completed during the regular work week from 9:00 a.m.to 5:00 p.m.,with several afterhours and weekend experiences as well. Outsourcing will eliminate the need to utilize city personnel to conduct these ongoing assessments(approximately 900)at 608 hours annually. 13,000 0.0 0.0 ATTACHMENT C POTENTIAL FY 2014/15 ADDITIONS AND SERVICE ENHANCEMENTS NOT INCLUDED IN ADOPTED BUDGET Requests Total FT PT Parks&Recreation Improve administration and planning of recreation operations and programming by adding two Program Coordinator positions. These positions would provide support needed by the Facility Managers to carry out existing programs at the expected service levels,run facilities more efficiently,and free up time to strategically plan and implement new programming. 146,000 2.0 0.0 Expedite and coordinate procurement related activities by adding a Procurement Liaison position. The position would assure compliance with policies and regulations,perform contract management,and develop specifications and solicitations. 60,000 1.0 0.0 Enhance the service level of contractual mowing and green space maintenance by increasing mowing frequency from 32 to 36 cycles,increasing litter control,adding dune maintenance/clean up,and providing routine pressure cleaning. 1,057,000 0.0 0.0 Enhance maintenance and quality of City parks and facilities by adding:annual sod replacement for all athletic fields, additional gymnastics programming,laser grading of baseball and softball fields,additional playground equipment and repairs,annual resurfacing of four courts,additional and replacement of bike racks,and miscellaneous equipment including a scissor lift. 267,000 0.0 0.0 Police Address increasing technology needs by adding an Information Tech Specialist III position in the Technical Services Division. The new position would provide supervisory oversight to the existing four tech positions,address increasing inventory of laptops/desktops and technology needs,and allow for a direct point of contact to better coordinate the needs of the department in lieu of contacting four individuals.Industry standards recommend a ratio of 1 technician for every 86 laptops serviced for government organizations of 1,000 or more employees. The Police Department currently has 380 deployed laptops being serviced by 3 technicians,a ratio of 1:113 technicians to laptops. Hiring an additional technician would adjust the ratio to 1:96,bringing it more in line with industry best practices. 72,000 1.0 0.0 Provide enhanced coordination of fleet management activities by adding a Fleet Specialist position. The new position would perform the following functions:develop and implement vehicle replacement programs;coordinate vehicle auctions,service,repairs,preventive maintenance,delivery,and training; research and evaluate vehicle and equipment in support of law enforcement initiatives;monitor installations of AVL in vehicles;maintain vehicle inventory and maintenance logs;track and process toll violations for police vehicles;and process State license renewals for vehicles with private license tags.[Restores one Fleet Specialist position eliminated during the FY2008 budget process] 52,000 1.0 0.0 Enhance records management unit by adding one Sergeant position. This position would perform an independent audit and consolidation of UCR coding;provide quality assurance of reports written via the NWS Field Base Reporting System;assist in the collection of accurate data sets for use in the COMPSTAT process;provide a sworn conduit to the Operations Division for problem resolutions;and investigate and correct Field Base Reporting merge and content issues. 146,000 1.0 0.0 Properly address workload levels in the records management unit by adding an Administrative Aide II position and two Data Entry Clerk positions. The Administrative Aide II position would assist with the workload associated with public records requests and Uniform Crime Reporting. The two Data Entry Clerks would free up Public Safety Specialists in the Operations Division from data entry duties to focus on duties such as School Crossing Guard details,writing moving and parking citations,and responding to incidents for police reports and traffic crash reports. [Restores one Administrative Aide and two Data Entry Clerk positions eliminated during the FY2010 budget process] 132,000 3.0 0.0 Enhance training unit by adding one Sergeant position. This position would supervise the officers and civilians assigned to the Training Section in the performance of their duties in training all personnel in the department and create a separation of duties between the two sergeants allowing for a permanent Range Master to:effectively supervise the Range Training Officer,manage the use of the department's driving and force simulators,supervise and manage all use of force training,develop the firearms training program,manage the Taser training program,and high liability training programs. 146,000 1.0 0.0 Provide nightime coverage seven days per week on the waterways of Miami Beach by creating a Marine Patrol Overnight unit consisting of one Sergeant and four Police Officer positions. The overnight unit would investigate suspicious vessels,thefts from waterfront properties,burglaries/thefts of vessels and personal watercrafts,enhanced serach and rescue abilities,enhanced Dive Team abilities and coverage. 626,000 5.0 0.0 Expand current ATV coverage by adding two dedicated ATV squads consisting of two Sergeants and eight Police Officers. The two units would enhance current service levels on the beach and paved beach walk in the areas of South Pointe Park through 46th Street and help deter beach thefts,alcoholic nuisances,public intoxication,sex- related crimes,beach after-hours ordinance,and homeless issues. 1,251,000 10.0 0.0 Enhance criminal investigations by adding a Public Safety Specialist position(non-sworn)to perform the following functions:retrieve,review,and determine evidentiary value of videos from areas crimes were committed;ensure proper video evidence recovery and chain of custody in support of other units;provide specialized experience of commercial and residential security camera installations,transfer of video evidence,and knowledge of video formats and associated technology. [Restores one Public Safety Specialist position eliminated during the FY2010 budget process] 74,000 1.0 0.0 Enhance criminal investigations by adding a Sergeant and Detective position. The new positions would perform the following functions:Create a Career Offender/Fugitive Squad tasked with identifying career criminals and fugitives at- large in the city;effectively track,monitor,and investigate the 80 plus career criminals residing within the city limits and more than 600 active warrants in the criminal system;and proactively investigate activity using crime analysis data,field interviews,and surveillances. 216,000 2.0 0.0 ATTACHMENT C POTENTIAL FY 2014115 ADDITIONS AND SERVICE ENHANCEMENTS NOT INCLUDED IN ADOPTED BUDGET Requests Total FT PT Increase enforcement of drunk driving by adding DUI details to staff six saturations and six checkpoints annually. Costs include overtime and necessary training classes(Standard Field Sobriety Tests,Drug Recognition School,and Advanced Roadside Impaierd Driving Enforcement). 152,000 0.0 0.0 Public Works Increase ability to procure goods and services in a timely manner by adding a Procurement Liaison position. 61,000 1.0 0.0 Add contractual services for building plans review support to handle peak periods with a 30 day turnaround 73,000 0.0 0.0 Assist the GIS team with specific projects and field validation by adding a GIS Consultant position. 25,000 0.0 0.0 Enhance ability of GIS by upgrading to the latest version of required software. 21,000 0.0 0.0 Address backlog of capital renewal and replacement projects by adding a Construction Manager position. 84,000 1.0 0.0 Increase capacity to process GIS requests,analyze spatial data,and automate GIS tasks by adding a GIS Analyst position. 66,000 1.0 0.0 Enhance project management of capital projects by adding a Civil Engineer II position. 66,000 1.0 0.0 Increase capacity to research City records,as-builts,and maps,by adding an Engineering Assistant I position. 46,000 1.0 0.0 Improve response time and volume of repairs completed annually by adding contractual funds sidewalk repairs. 39,000 0.0 0.0 Better organize responsibilities of six divisions and administrative functions by adding an Assistant Director position. 110,000 1.0 0.0 Capital funds for street and sidewalk maintenance based on pavement condition index 1,000,000 0.0 0.0 Emergency Management/9-1.1 Address the backlog,increase of public records requests,and support Homeland Security initiatives by adding an additional 9-1-1 Records Custodian position in the Public Safety Center Unit. 70,000 1.0 0.0 Tourism,Cultural,&Economic Development Implement and market program to provide outreach to new and existing businesses in the City 10,000 0.0 0.0 Create a business incubator at the Byron Carlyle in North Beach. Recurring costs total$193,000. The operating recurring costs would be pro-rated for 6 months($145,000)following the build-out. The one-time costs of$145,000 would be funded in the Capital Budget. 145,000 0.0 0.0 During the last year the department expanded with additional responsibilities,divisions,and staff specifically in the area of Economic Development,the RDA,and Real Estate Office. An Assistant Department Director position would improve the efficiency and management of the departments responsibilities and new City initiatives being added.In addition,the position would address succession planning within the department. 141,000 1.0 0.0 Total General Fund Enhancementsl $ 6,793,000 1 44.0 0.5 General Fund Impact from Internal Service Enhancements $ 430,000 Grand Totall $ 7,223,000 ATTACHMENT C POTENTIAL FY 2014/15 ADDITIONS AND SERVICE ENHANCEMENTS NOT INCLUDED IN ADOPTED BUDGET Requests Total FT PT INTERNAL SERVICE FUNDS Information Technolo y Enhance IT project management capabilities by adding one Project Manager position to create a project management office(PMO)to handle the implementation of all IT projects. The impact to the General Fund would be$78,000. 95,000 1.0 0.0 Improve disaster preparedness by backing up City technology data/systems in an out of region data center. This enhancement would be phased in over three years. Year one would be$200,000 including a$40,000 one-time charge. The one-time charge is proposed to be funded from the IT Tech Fund. Year two would be$100K and year three would be$50,000. The impact to the General Fund would be$131,000. 160,000 0.0 0.0 Add Info Tech I and Info Tech II positions(Support)to improve services such as repairing computers,installing phones,etc. The impact to the General Fund would be$91,000. 111,000 2.0 0.0 Risk Management Increase Windstorm insurance coverage to assist recovery in case of a tropical storm or hurricane event. During the last ten years,the amount of coverage the City has purchased has ranged from$10 million to$25 million,in excess of applicable deductibles. During FY 2013/14,the City increased its windstorm coverage from$10 million to$15 million. This enhancement would increase funds necessary to purchase an additional$5 million of named windstorm coverage for a total of$20 million.($330,000)The impact to the General Fund would be$201,000. 330,000 0.0 0.0 Pro rty Management Improve delivery of Property Management and CIP construction projects through the utilization of Construction Material Standards. The proposed standards would ensure that materials selected are compatible for the saltwater environment of Miami Beach to avoid accelerated deteoriation of components. Examples include the selection of materials for air conditioning systems,park benches,janitorial dispensers,signage,and fencing materials. The standards would improve the longevity of materials and reduce maintenance and replacement costs.(one-time costs)The impact to the General Fund would be$215,000. 250,000 0.0 0.0 Improve efficient delivery of property management support and administrative services by adding an Office Associate IV position. This position would address additional work load from addressing the backlog of capital renewal and replacement projects in the areas of procurement,accounts payable,and general administrative support. The impact to the General Fund would be$46,000. 54,000 1.0 0.0 Total Internal Service Funds $ 1,000,000 4.0 0.0 Estimated Impact to the General Fund $ 430,000 ENTERPRISE FUNDS Stormwater >. Enhanced repairs and maintenance 101,000 0.0 0.0 Provide funding for special studies of the Flooding Committee. 1,150,000 0.0 0.0 Contract Maintenance-cleaning,inspection,and video of storm drainage box culverts for Flamingo Park drainage system(one-time) 600,000 0.0 0.0 Convention Center Expand marketing efforts to book the Convention Center by adding funds for promotional items to support several different reward and promotional initiatives. These items would be used in conjunction with advertising campaigns as a lead generation incentives and giveaways at major industry trade shows. 200,000 0.0 0.0 Total Enterprise Funds $ 2,051,000 0.0 0.0 Grand Total All City Fundsl $ 9,844,000 1 48.0 0.5 ATTACHMENT D Police Department Confiscations-Federal&State Funds FY 2014/15 ADOPTED BUDGET FEDERAL FUNDS: Federal Funds - (603) 15 Request Organizational Development Travel & Off-site testing 50,000 Training Supplement to supplement LETTF 60,000 Crime Scene 3D Camera System 90,000 Bulletproof Vest Partnership 35,000 Graffiti eradication through Teen Job Corp. 25,000 Body Cameras 310,000 Gym E ui ment 101000 Total Funds 603 580,000 STATE FUNDS: State Funds-(607) Costs connected with the prosecution/processing of forfeitures. 20,000 Crime Prevention initiatives & School Liaison Projects 30,000 AR'Rifle Program/initiative-City's match for reimbursement of rifles at$500. 15,000 15% of State Funds collected in FY13 to be used for drug abuse treatment, drug and crime prevention education and non-profit community based programs. 19,000 PAL Boxing.Program 47,000 VOCA Salary Match 45,000 Total Funds (607) 176,000 Total Federal&State Funds 756,000 U U F- C7 } Z Y Z Z w Z U Z °6O ��w w Y� ~of mC7 06 U -� �U �D Z Q m Ix ¢? o m Q a U _ Ha C-)CL Ua O U a C) 0°0 C ° 0 o o (•) o cri � rn� CD N EA EA LO m o- C) m a) o L L C) m ccu d m C) �, In N N p p O In cn O +� U C) N N _p m w D)LO L 04 L O O� � L r N 10 003, E 0 Q. 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A Resolution Adopting:1)The Final Ad Valorem Millage Of 5.7942 Mills For General Operating Purposes,Which Is Thirteen And Four-Tenths Percent (13.4%)MoreThanThe"Rolled-Back"Rate Of 5.1076 Mills;And 2)The Debt Serv' Millage Rate Of 0.2295 Mills For FiscalYear(FY)2014115.Inquiries m be directed to the Budget&r Performance Improvement Office at 2.&73.7510. to 5:01 p.m. A Resolution Adopting Final Budgets ForThe General,G.O,Debt Service, RDA Ad Valorem Taxes, Enterprise, Internal Service Funds, and Special Revenue Funds For Fiscal Year(FY)201411.5.Inquiries may be directed to the Budget&Performance Improvement Office ar305.67a7510. 5:02 p.m. A Resolution Of The Board Of Directors Of The Normandy Shores Local Government Neighborhood Improvement District Adopting The Final Ad Valorem Millage Rate Of 1.1305 Mills For Fiscal Year(FY)2014115 ForThe Normandy Shores Local Government District,Which Is One Percent(1.0'0) LessThanThe"Rolled-Back"Rate Of 1.1391 Mills.Inquiries may be directed to the Budget&Performance Improvement Office at 3 05.673.7510. 5:02 p.m. A Resolution Of The Board Of Directors Of The Normandy Shores Local Government Neighborhood Improvement District Adopting The Final Operating Budget For Fiscal Year(FY)2014115.Inquiries maybe directed to the Budget&Performance Improvement Office at 305.673.751©. 5:03 p.m. A Resolution Adopting The Final Capital Improvement Plan For Fiscal Years(FY) 2014115-2018119 And.Adopting The City Of Miami Beach Final Capital Budget For(FY)2014,115.Inquiries may be directed to the Budget& Performance Improvement Office at 305.673.7510. 5:04 p.m. A Resolution Of The Chairperson And Members Of The Miami Beach Redevelopment Agency, Adopting And Appropriating The Operating Budget For The City Center Redevelopment Area,The Anchor Shops And Parking Garage,And The Pennsylvania Avenue Shops And Parking Garage For Fiscal Year 2014115.Inquiries may be directed to the Budget& Performance Improvement Office at 306.673.7510. 5:05 p.m. A Resolution Of The Chairperson And Members Of The Miami Beach Redevelopment Agency (RDA),Adopting And Appropriating The Miami Beach Redevelopment Agency Capital Budget for Fiscal Year(FY)2014115 And Adopting The Capital Improvement Plan For Fiscal Years 2014115 Through 2018119.Inquiries may be directed to the.budget&Performance Improvement Office at 305.673.7510. 5:06 P.M. A. Resolution Adopting The First Amendment To The Capital Budget For Fiscal Year(FY)2014115. Inquiries may be directed to the Budget& Performance Improvement Office at 305.673.7510. Interested parties are invited to appear at this meeting,or he represented by an agent,or to express their views in writing addressed to the City Commission,do the City Clerk,1700 Convention Center Drive, 111 Floor, City Ball,Miami Beach,Florida 33139.Copies of these items are available for public inspection during normal business hours in the City Clerk's Office, 1700 Convention Center Drive., 1�Floor,City Hall, Miami Beach, Florida 33139.This meeting,or any item therein,may be continued,and under such circumstances,additional legal notice need not be provided. Pursuant to Section 286.0105,Fla.Stat.,the City hereby advises the public that ifa person decidesto appeal any decision made bythe City Commission with respect to any matter considered at its meeting or its hearing,such person must ensure that a verbatim record of the proceedings is made, which record includes the testimony and evidence upon which the appeal is to be based.This notice does not constitute consent by the City for the introduction or admission of otherwise inadmissible or irrelevant evidence, nor does it authorize challenges or appeals not otherwise allowed by law. To request this material in alternate format,sign language interpreter(five- day notice required),information on access for persons with disabilities, and/or any accommodation to review any document or participate in any City-sponsored proceedings,call 305.604.2489 and select 1 for English or 2 for Spanish,then option 61-TTY users may call via 711(Florida Relay Service), Rafael E.Granado,City Clerk City of Miami Beach 971