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2016-29579 Reso RESOLUTION NO 2016-29579 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 FISCAL YEAR 2016/17. WHEREAS, the City Manager's adopted Fiscal Year (FY) 2016/17 General Fund operating budget totals $317,252,000 and the total adopted operating budget for FY 2016/17 net of transfers is $605,024,000 including the General Fund, General Obligation Debt Service Fund, Enterprise Funds, Transfers to the Redevelopment District, and Special Revenue Funds as shown in Composite Exhibit "A"; and WHEREAS, the Enterprise Fund budgets total $209,369,000; and WHEREAS, the budget for Internal Service Funds, which are wholly supported by transfers from the General Fund, Enterprise Funds, and the Redevelopment District, is $83,911,000; and WHEREAS, the Special Revenue Fund budgets total $110,747,000; 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 neighborhoods, drug abuse education and prevention programs, or for other law enforcement purposes; and WHEREAS, the Chief of Police is authorized to expend these funds following a 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 (attached as Exhibit "B") which states that this request complies with the provisions of Section 932.7055 of the Florida Statutes and the Guide to Equitable Sharing of Federally Forfeited Property for Local Law Enforcement Agencies; and WHEREAS, the Police Confiscation Trust Fund budgets for FY 2016/2017 in the amount of $336,000 shall be funded from State Confiscated Funds in the amount of $121,000, and Federal Justice Confiscated Funds in the amount of $215,000, as reflected in the attached Exhibit"B"; and WHEREAS, funds in the amount of $336,000 are available in the Police Confiscation Trust Funds; and WHEREAS, the City of Miami Beach is authorized to assess $2.00 from court costs for criminal proceedings 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 $30,000, as reflected in the attached Exhibit"C"; and WHEREAS, the Chief of Police of the City of Miami Beach has submitted a written certification (attached as Exhibit "C") which states that this request complies with the provisions of Sections 938.15 and 943.25 of the Florida Statutes and the guidelines established by the Division of Criminal Justice Standards and Training; and WHEREAS, the City of Miami Beach Police Department intends to utilize the $30,000 for those purposes as authorized pursuant to Section 938.15 of the Florida Statutes, and the $30,000 shall be expended from the Police Training and School Resources Fund for education degree programs and training courses for officers and support personnel of the Miami Beach Police Department; and WHEREAS, Section 705.105 of the Florida Statutes sets forth the procedure for unclaimed evidence which is in the custody of the Miami Beach Police Department and permanently vests in the Miami Beach Police Department sixty (60) days after the conclusion of the criminal proceeding; and WHEREAS, $75,000 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"D"with the funds in the Police Special Revenue Account Fund; 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, the City of 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 $1,679,000 budget allocation for FY 2016/17 to continue implementation of its programs; and WHEREAS, CAC was created to develop, coordinate, and promote the performing and visual arts of the City of Miami Beach for the enjoyment, education, cultural enrichment, and benefit of the residents of, and visitors to, the City; and WHEREAS, from December 2014 through June 2016, the Cultural Affairs staff and CAC conducted its application and review process for its FY 2016/17 Cultural Arts Grant Programs; and WHEREAS, grants panelists, comprised of the CAC members, yielded 55 viable applications, requesting a total of$1,115,500; and WHEREAS, the CAC, at its regular meeting on July 7, 2016, reviewed the grant panelists' recommendations and unanimously supported the recommended Cultural Arts awards totaling $850,000 for FY 2016/17, as more specifically identified in the "Award Request" column on Exhibit"E," attached hereto; and WHEREAS, the City Manager has reviewed the recommended Cultural Arts awards 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 Code of the City of Miami Beach; 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, the MBVCA has recommended approval of the proposed work plan and budget for FY 2016/17, in the amount of$3,101,000, to continue implementation of its programs as shown in Exhibit"F". NOW, THEREFORE, BE IT DULY RESOLVED BY THE MAYOR AND THE CITY COMMISSION OF THE CITY OF MIAMI BEACH, FLORIDA, that the Mayor and City Commission of the City of Miami Beach, Florida hereby adopt final budgets for the General, G.O. Debt Service, RDA Ad Valorem Taxes, Enterprise, Internal Service, and Special Revenue Funds for Fiscal Year 2016/17 as shown in composite Exhibit "A" (Total Revenues and Expenditures by Fund and Department), Exhibit "B" (Confiscated Trust Funds), Exhibit "C" (Police Training & School Resources Fund), Exhibit "D" (Police Special Revenue Account), Exhibit"E" (Cultural Arts Council Grants), and Exhibit"F" (MBVCA). ; ., PASSED and ADOPTED thi -�;;ea f September, 2016. Ael7f •� Phi '• 'r e, Mayor ATTEST: A.-. : '' •�`"' * : / APPROVED AS TO Rafael E. Granado, City'Vy- :INCOR' QRATED: FORM & LANGUAGE �,�� •: �� &FOR EXECUTION H 26' .� �, ( ` 14 City Attorney Date COMPOSITE EXHIBIT A Total Expenditures by Fund and Department Fiscal Year 2016/17 G.O.DEBT SPECIAL INTERNAL FUNCTION/DEPARTMENT GENERAL SERVICE RDA ENTERPRISE REVENUES TOTALS SERVICE MAYOR&COMMISSION $2,093,000 $2,093,000 ADMINISTRATIVE SUPPORT SERVICES $21,861,000 CITY MANAGER 3,625,000 COMMUNICATIONS 1,995,000 BUDGET&PERFORMANCE IMPROV 2,499,000 ORG DEV&PERFORMANCE INITIATIVE 629,000 Education Compact 235,000 FINANCE 5,746,000 PROCUREMENT 2,258,000 INFORMATION TECHNOLOGY 16,828,000 IT Tech 534,000 HUMAN RESOURCES/LABOR RELATIONS 2,780,000 Risk Management 17,580,000 Medical&Dental Insurance 30,532,000 CITY CLERK 1,560,000 Central Services 1,015,000 CITY ATTORNEY 5,370,000 $5,370,000 ECONOMIC DEV.&CULTURAL ARTS $127,576,000 Economic Development HOUSING&COMM.DEV. 743,000 Homeless Services 1,480,000 Residential Housing 771,000 BUILDING 15,146,000 ENVIRONMENT&SUSTAINABILITY 1,064,000 350,000 Tree Preservation 90,000 PLANNING 4,156,000 Cultural Arts TOURISM&CULTURAL&ECONOMIC DEV 3,680,000 CONVENTION CENTER 11,038,000 Resort Tax 86,722,000 Art in Public Places 473,000 Tourism&Hospitality Scholarships 184,000 Cultural Arts Council 1,679,000 OPERATIONS $273,805,000 CODE COMPLIANCE 5,845,000 COMMUNITY SERVICES 575,000 PARKS E.RECREATION 31,934,000 PROPERTY MANAGEMENT 8,409,000 PUBLIC WORKS 14,698,000 Sanitation 20,624,000 Sewer 54,156,000 Stormwater 28,334,000 Water 34,402,000 Waste Hauler 70,000 Normandy Shores 257,000 CAPITAL IMPROVEMENT PROJECTS 5,051,000 PARKING 60,815,000 5th&Alton 771,000 7th Street Garage 2,320,000 FLEET MANAGEMENT 9,547,000 TRANSPORTATION 10,187,000 People's Transportation Plan 3,766,000 PUBLIC SAFETY $188,255,000 POLICE 104,470,000 Police Confiscation 336,000 Police Special Revenues 105,000 Police Training 30,000 Red Light Camera 1,516,000 FIRE 71,938,000 Emergency Management 9,509,000 E911 - 351,000 COMPOSITE EXHIBIT A Revenue Summary by Fund and Major Category G.O.DEBT SPECIAL INTERNAL FUNCTION/DEPARTMENT GENERAL SERVICE RDA ENTERPRISE REVENUES TOTALS SERVICE GENERAL OPERATING REVENUES Ad Valorem Taxes $ 159,950,000 $ 159,950,000 Ad Valorem-South Pointe Costs - - Ad Valorem-Capital Renewal&Repl. 662,000 662,000 Ad Valorem-Normandy Shores 169,000 169,000 Oher Taxes 23,732,000 23,732,000 Licenses and Permits 30,348,000 30,348,000 Intergovernmental 11A39,000 11A39,000 Charges for Services 12,174,000 12,174,000 Fines&Forfeits 1,799,000 1,799,000 Rents&Leases 6,426,000 6,426,000 Miscellaneous 12,575,000 12,575,000 Resort Tax Contribution 37,609,000 37,609,000 Other-Non operating Revenue 20,369,000 20,369,000 Sub-Total $ 317,252,000 $ 317,252,000 G.O.DEBT SERVICE FUND Ad Valorem Taxes $ 5,921,000 $ 5,921,000 Other Sub-Total FUND TOTAL $ 317,252,000 $ 5,921,000 $ 323,173,000 • RDA FUND-C-ty TIF only AD VALOREM TAXES Property Taxes-RDA City Center(net) $ 27,133,000 $ 27,133,000 FUND TOTAL ENTERPRISE FUNDS Convention Center $ 11,038,000 Parking 60,815,000 Sanitation 20,624,000 Sewer Operations 54,156,000 Storm Water 28,334,000 Water Operations 34,402,000 FUND TOTAL $ 209,369,000 $ 209,369,000 INTERNAL SERVICE FUNDS Central Services $ 1,015,000 Fleet Management 9,547,000 Information Technology 16,828,000 Property Management 8,409,000 Risk Management 17,580,000 Medical&Dental Insurance 30,532,000 FUND TOTAL $ 83,911,000 SPECIAL REVENUE FUNDS Education Compact 235,000 • Resort Tax 86,722,000 Art in Public Places 473,000 Tourism&Hospitality Scholarships 184,000 Cultural Arts Council 1,679,000 Sustainability 350,000 Waste Hauler 70,000 Normandy Shores 257,000 5th&Alton Garage 771,000 7th St.Garage 2,320,000 Transportation 10,187,000 Tree Preservation 90,000 People's Transportation Plan 3,766,000 Police Confiscation 336,000 Police Special Revenues 105,000 Police Training 30,000 Red light Camera 1,516,000 Residential Housing 771,000 Emergency 9.1.1 351,000 Information&Technology 534,000 FUND TOTAL $ 110,747,000 $ 110,747,000 TOTAL ALL FUNDS $ 317,252,000 $ 5,921,000 $ 27,133,000 $ 209,369,000 $ 110,747,000 $ 670,422,000 $ 83,911,000 Less Transfers (65,398,000) GRAND TOTAL-ALL FUNDS $ 605,024,000 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 FY 2016/17 fiscal year providing funds for expenditures, complies with the provisions of Section 932.7055(4) (a), Florida Statutes, and the Guide to Equitable Sharin. of Federally Forfeited Property for Law Enforcement Agencies. /./ Danie`. Oates Chie' of Police Miami Beach Police Department 74//6 Date • • EXHIBIT B Miami Beach Police Department Confiscations - Federal & State Funds FY 2016/17 Proposed Budget Federal Funds (603): FY 2016/17 Proposed Budget Organizational Development Travel & Off-site testing $ 70,000 Training Supplement to supplement LETTF $ 70,000 Bulletproof Vest Partnership $ 50,000 Graffiti eradication through Teen Job Corp. $ 25,000 Gym Equipment $ - Total Federal Funds (603) $ 215,000 State Funds (607): FY 2016/17 Proposed Budget Costs connected with the prosecution/processing of forfeitures. $ 40,000 Crime Prevention initiatives & School Liaison Projects $ 20,000 AR Rifle Program/Initiative -City's match for reimbursement of rifles at $500. $ 15,000 25% of State Funds collected in FY15 to be used for drug abuse treatment, drug and $ 36,000 crime prevention education and non-profit community based programs. Gym Equipment $ 10,000 Total State Funds (607) $ 121,000 Total Federal & State Funds $ 336,000 EXHIBIT C 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 Training & School Resources Fund, for the FY 2016/17 fiscal year, to provide funds For the education of police personnel at various schools, conferences, and workshops and For the purchase of training and operational supplies, is in accordance with the guidelines established by the Division of Criminal Justice Standards and Training, as provided by Section 938.15 and 943.25, Florida Statutes. Da iel Oates Chief/if Police Mia i Beach Police Department q/c2//6 Date EXHIBIT C Miami Beach Police Department Police Training and School Resources Fund FY 2016/17 Proposed Budget Police Training and School Resources Funds (608): FY 2016/17 Proposed Budget Education of police personnel at various schools, conferences, and workshops, as well $ 30,000 as training and operational supplies Total Funds (608) $ 30,000 EXHIBIT D Miami Beach Police Department Special Revenue Account FY 2016/17 Proposed Budget Special Revenue Funds: FY 2016/17 Proposed Budget Community Activities $ 50,000 Law Enforcement Equipment and Supplies $ 20,000 Facilities Maintenance $ 5,000 Total Funds $ 75,000 EXHIBIT E Cultural Grants 2016-17 City ' Score Average Award Request Administration Recommendation ANCHORS 1 New World Symphony 101.80 $ 35,000.00 $ 27,649.00 2 Florida International University-Wolfsonian 99.87 $ 35,000.00 $ 27,613.06 3 Miami City Ballet 99.44 $ 35,000.00 $ 27,494.16 4 The Holocaust Memorial Committee,Inc. 98.75 $ 30,000.00 $ 23,402.75 5 Friends of the Bass Museum,Inc. 97.88 $ 35,000.00 $ 27,062.82 6 Florida International University-MBUS 96.00 $ 30,000.00 $ 22,751.00 7 South Florida Art Center,Inc. _ 96.00 $ 30,000.00 $ 22,751.00 8 Florida International University-Jewish Museum of Florida 95.87 $ 30,000.00 $ 22,720.19 9 Miami Beach Film Society 95.11 $ 25,000.00 $ 18,783.23 10 The Rhythm Foundation 94.44 $ 30,000.00 $ 22,381.28 11 Miami Beach Garden Conservancy 94.25 $ 25,000.00 $ 18,613.38 12 Friends of the Miami-Dade Public Library,Inc. 93.55 $ 25,000.00 $ 18,475.13 13 Arts at St.Johns 92.88 $ 25,000.00 $ 18,342.80 14 OCinema 91.00 $ 30,000.00 $ 21,566.00 96.20 $ 420,000.00 $ 319,605.78 CULTURAL PRESENTERS 15 National Foundation for Advancement in the Arts 96.75 $ 20,000.00 $ 15,285.50 16 Tigertoil Productions,Inc. 94.57 $ 20,000.00 $ 16,941.06 17 Miami Gay&Lesbian Film Festival 92.16 $ 20,000.00 $ 14,560.28 18 University of Wynwood,Inc. 91.62 $ 20,000.00 $ 16,474.74 19 Locust Projects 90.50 $ 20,000.00 $ 14,298.00 20 Infffinito Art&Cultural Foundation 89.25 $ 20,000.00 $ 16,100.50 21 Miami Music Institute 89.00 $ 12,500.00 $ 10,787.75 22 Patrons of Exceptional Artists,Inc. 88.87 $ 20,000.00 $ 14,040.46 23 Center for the Advancement of Jewish Education 88.12 $ 20,000.00 5 15,921.96 24 Miami Beach Jazz,Inc. 87.75 $ 10,000.00 $ 6,931.25 25 Community Arts and Culture 86.37 $ 20,000.00 $ 13,645.46 26 FUNDorte,Inc. 86.00 $ 20,000.00 $ 15,587.00 27 MDC Live Arts 85.62 $ 20,000.00 $ 13,526.96 28 Global Arts Project 83.75 $ 20,000.00 $ 15,231.50 29 South Florida Friends of Classical Music 83.50 $ 20,000.00 $ 13,192.00 30 Miami Bach Society 83.25 $ 20,000.00 $ 13,152.50 31 Miami short Film Festival Inc. 82.87 $ 20,000.00 $ 15,092.46 32 Chopin Foundation 82.00 $ 7,000.00 $ 4,533.60 33 Edge Zones,Inc. 81.00 $ 20,000.00 $ 14,797.00 87.52 $ 349,500.00 $ 260,099.98 ARTISTIC DISCIPLINES 34 Seraphic Fire 96.87 $ 20,000.00 $ 15,304.46 35 Dance Now!Ensemble 94.71 $ 20,000.00 $ 16,963.18 36 Miami Lyric Opera 94.22 $ 20,000.00 $ 14,885.76 37 Fantasy Theater Factory 94.00 $ 10,000.00 $ 9,425.00 38 Miami Symphony Orchestra 93.66 $ 20,000.00 $ 16,797.28 39 Florida Grand Opera 93.44 $ 10,000.00 $ 7,380.76 40 Miami New Drama 92.88 $ 20,000.00 $ 14,674.04 41 Orchestra Miami 92,11 $ 10,000.00 $ 9,275.69 _42 Peter London Global Dance Co. _ 92.00 $ 15,000.00 $ 10,901.00 43 Greater Miami Youth Symphony 91.66 $ 10,000.00 $ 7,240.14 44 Miami Momentum Dance Co. 91.66 $ 20,000.00 $ 16,481.28 45 Miami Children's Chorus 91.22 $ 10,000.00 $ 9,205.38 46 Cuban Classical Ballet of Miami 90.88 $ 20,000.00 $ 14,358.04 47 South Florida Composer's Alliance 90.62 $ 20,000.00 $ 14,316.96 48 Miami Piano Circle 90.55 $ 10,000.00 $ 7,152.45 49 Siempre Flamenco 90.50 $ 15,000.00 $ 12,723.25 50 Ballet Flamenco La Rosa 89.77 $ 20,000.00 $ 14,182.66 51 South Beach Chamber Ensemble 89.50 $ 16,000.00 $ 13,31 1.80 52 Florida Opera Prima 89.50 $ 20,000.00 $ 16,140.00 53 Ground Up and Rising 89.33 $ 10,000.00 $ 9,056.07 54 Brazz Dance Theater Incorporated 88.22 $ 10,000.00 $ 6,968.38 55 South Florida Art Enrichment I 85.77 $ 20,000.00 $ 13,550.66 91.50 $ 346,000.00 $ 270,294.24 $ 1,115,500 $ 850,000 Fresh Air Funding $ 38,000 TOTAL I$ 1,153,500 $ 850,000 MApplicants receiving Fresh Air Funds(19 organizations) Applicants whose funding request was reduced to 20K(11 organizations) Exhibit F MIAMI BEACH VISITOR AND CONVENTION AUTHORITY (MBVCA) FY 2016/2017 WORKPLAN AND BUDGET ADMINISTRATION RECOMMENDATION Adopt the Budget ANALYSIS BACKGROUND The Miami Beach Visitor and Convention Authority(MBVCA)was created and exists pursuant to Chapter 67-930 of the Laws of Florida and Sections 102-246 through,and including 102-254 of the Code of the City of Miami Beach (CMB). According to Sec. 102-251,the MBVCA is to take"all necessary and proper action to promote the tourist industry for the city, including but not restricted to causing expert studies to be made, promotional programs, the recommendations and development of tourist attractions and facilities within the city,and to carry out programs of information, special events, convention sales and marketing, advertising designed to attract tourists, visitors and other interested persons."The MBVCA also has the duty of making all necessary rules and regulations for the efficient operations of the authority. The MBVCA is a seven-member authority. Each member is appointed by the City of Miami Beach Commission, with the goal of encouraging, developing and promoting the image of Miami Beach locally, nationally and internationally as a vibrant community and tourist destination. To this end, the MBVCA strategically focuses its funding investments in a balanced manner, fostering outstanding existing programs, stimulating new activities, and encouraging partnerships. The MBVCA is committed to a careful, long-term plan for allocation of resources to build the uniqueness of Miami Beach as one of the world's greatest communities and tourism destinations. A budget revenue projection is provided to the MBVCA by the City of Miami Beach Budget Office annually based on 5% of the 2% Resort Tax, less 4%for administrative allowance. On an annual basis the MBVCA must provide the City with a budget,on City forms, based on this projection as outlined in Sec. 102-252, before October 15t. The MBVCA normally budgets funding below the City's projection,as the collection of funds can differ substantially from projection,such as the result of unanticipated problems like an airline strike,terrorism,economic issues or storms. In 2008, revenue collections came in $48,000 under estimated projection, and in 2001 the revenue collection was down approximately$300,000 from projection.When and if there are unallocated funds remaining at the end of the budget year,those funds are either rolled over and allocated in the next budget year,or retained in MBVCA accounts for future reserves, endowment funding, to address any funding reductions in future years; in 2001, by statute,the MBVCA began investing into the creation on an endowment fund. The MBVCA is required by law to maintain reserve bank accounts in approved public depositories,with sufficient reserves to cover one year of funding,which it does. Reserves are maintained to pay grant recipients(contracted) for the previous program funding cycle, and to ensure that sufficient funds can be invested to stimulate tourism in the future. The level of reserves was modified in 2011 in order to maximize the value and impact of tourism directed funds. The MBVCA submits an annual Program of Work to the CMB as required by Sec. 102-281. FY 2015/2016 REVIEW/TOURISM ADVANCEMENT PROGRAM (TAP) The MBVCA Tourism Advancement Program (TAP) was established to promote Miami Beach as a sophisticated tourist destination by increasing the number of visitors; through enhancement of visitors' experiences; through the allocation of funds granted to events or programs that bring visitors to the CMB and strengthen the CMB brand. In fiscal year 2015/2016,the MBVCA funded the TAP in nine categories, including: Cultural Tourism, Film Incentive, Initiatives, Major One Time Special Event, North Beach Incentive, Special Events Recurring, Special Projects, Special Projects Recurring, and Tourism Partnerships. In 2015, the MBVCA continued to fund projects, 1 Exhibit F MBVCA FY 2016/2017 WORKPLAN AND BUDGET utilizing funds rolled over from several years past. A total of$1,779,357.50 was awarded in FY 2015/2016,compared to$1,801,330 in FY 2014/2015. The decrease in awards reflects several rescinded events,due to non-compliance or cancellation.Grants funded in partnership with the CMB are critical, branded tourism-related programs,such as the South Beach Wine& Food Festival and Winter Music Conference,both examples of events whose beginnings in Miami Beach stem from grants provided by the MBVCA;events which could easily be recruited by other destinations. FY 2016/2017 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 and 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. Once it is determined that the project is eligible,the MBVCA administration provides further detail, including required attachments and relevant meeting dates and deadlines.The applicant is provided with an overview of the application submission process. All applications are submitted through the online Application Portal in a multi-step format. 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 2016/2017 the MBVCA voted to maintain 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, along with the 1,000,000 contracted media impressions. The viewership criteria remained at 1,000,000. The grant criteria guidelines were further defined for clarity and accuracy, requiring fully executed contracts to be submitted prior to proceeding with the next step in the application process. The application requires contract confirmation for hotel room blocks; media contract agreements, and/or television/cable contracts to be attached to the completed application. The data must be confirmed before and after funding is awarded.Grant applicants need to meet two of the three criteria in place for each of the MBVCA grant categories. MBVCA grants are paid upon performance;therefore,grantees are required to provide post-performance reports in the form of reservation or pick up reports from Miami Beach hotels; impressions reports garnered from the organization's PR Firm, or from a media monitoring/press clipping service such as BurrellesLuce to prove media impressions, and a broadcast post performance report from a third party reporting delivery of Adult 18+ and Households (HH) in Thousands (000) from Nielsen, Over The Top (OTT), or Rentrak Post for viewership. The defined criteria and specific post-performance reporting structure will be implemented in FY 2016/2017. The MBVCA guidelines and application process place 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.The event's or organization's publicity plan,community and residential involvement,and/or special residents'considerations.Standardized recap sheets and point systems have been developed to give each applicant a score that rates potential success. In 2016/2017, a revamped point system will be implemented to be more closely aligned with the MBVCA's grant criteria. Using 2 Exhibit F MBVCA FY 2016/2017 WORKPLAN AND BUDGET 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 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 2012/2013;applicable to non and for profit agencies.The declining scale will remain in place for FY 2016/2017. 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 CATEGORIES: Tourism Advancement Program funds are currently awarded in eight categories, including: Film Incentive, Initiatives, Major One Time Special Event, North Beach Incentive, 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.The Cultural Tourism grant program has been retired. Grant Category Contracted Contracted Media Contracted Television or Cable Hotel Room Nights Impressions Broadcast 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)FY 2016/2017: The MBVCA has budgeted$1,876,000 for FY 2016/2017 for its Tourism Advancement Program which reflects 60% of the total budget.This grant funding reflects an increase of$13,755 from FY 2015/2016. This increase is due to an increase in the total number of new grants being requested. 3 Exhibit F MBVCA FY 2016/2017 WORKPLAN AND BUDGET • The Tourism Partnerships category is budgeted at $120,000, reflecting 4% of the total budget for FY 2016/2017. The category currently includes applicants at the maximum request cap of$30,000. Four applications are anticipated to be received. • The Major One Time Special Event category, representing 6%of the total budget,is budgeted at$180,000 in FY 2016/2017,which reflects a 20%decrease from FY 2015/2016.The MBVCA expects four 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 Sports Illustrated Volleyball Tournament, Maison d' Objet, Prizm Art Fair, and The Hangout Festival. • The Special Events Recurring category,reflecting 25%of the total budget,has been calculated at$784,000 for FY 2016/2017 based on the established declining scale and the number of applicants anticipated to return. • The Special Projects category is budgeted at $270,000 with three applicant expected at the maximum request of$90,000 representing 9%of the total budget. • The Special Projects Recurring category is budgeted at$442,000 and represents 14%of the total budget. Anticipated applicants include the Orange Bowl Marketing Campaign; South Beach Comedy Festival; Lifetime Miami Marathon, Half Marathon, and Tropical 5K;the Food Network& Cooking Channel South Beach Wine & Food Festival; the Miami International Film Festival; FUNKSHION Fashion Week Miami Beach; and Winter Music Conference. 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$60,000 for FY 2016/2017,which represents 2%of the budget; budgeting for a total of 1 possible applicant. • The North Beach Initiative Incentive category is budgeted at$20,000 for FY 2016/2017, representing 1% of the budget; in anticipation of 2 applicants at the maximum request of$10,000 each. Destination Marketing The Destination Marketing allocation reflects a 3%of the total budget for FY 2016/2017.This allocation provides for the additional placement of stories and press releases on the PR Newswire as well as the Video Blogger Program that will be implemented in FY 2016/2017. New Initiatives The MBVCA expects to support new initiatives in FY 2016/2017. 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 the continued support of The Customer and You —Certificate Program in Service and the development of an online Customer Service Program; offered free of charge to all Miami Beach hospitality employees. The category is budgeted for FY 2016/2017 at$205,000,representing 7%of the total budget. One of these initiatives in the Visual Memoirs Project. In 2011/2012, the MBVCA issued an RFP for qualified entities to record,catalogue and warehouse personal and eyewitness accounts of the history of the City of Miami Beach.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(MDPL)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. 4 Exhibit F MBVCA FY 2016/2017 WORKPLAN AND BUDGET 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. A total of twenty interviews were completed by September 2013. An educational component was developed for FY 2012/2013 that included a video and guide for Miami Beach Middle Schools. In FY 2013/2014,the videos were prepared for archival as part of a statewide university consortium. MDPL also collaborated with various institutions to create links to the online materials. At the end of FY 2014/2015,MDPL and Close-Up Productions had conducted and transcribed a total of 75 interviews. In FY 2015/2016 MDPL conducted and transcribed an additional 15 interviews and coordinated and presented the Visual Memoirs material at the MDPL Deco Museum. In addition to their scheduled interviews, MDPL developed a digital promotional portal showcasing the video archive with links highlighting other Miami Beach historical resources,housed at institutions in Miami Beach and Miami Dade County.The"Windows on Miami Beach"portal is expected to generate local interest and support through school contests and online displays created by students and joint curating displays by portal partners;offer daily and weekly calendars of partners'events;develop social media linkages that drive people to the new website and its resources; provide easier access to the interviews, educational videos and curricula produced by the Visual Memoirs Project; increase patronizing of museums and historic sites on Miami Beach, and promote Miami Beach as a tourist destination through historic and artistic connections. A total of$30,000 has been budgeted in FY 2016/2017 towards this project, which reflects 1% of the total budget. Public Relations Initiative In FY 2013/2014, the MBVCA issued a Request for Qualifications (RFQ) for a P.R. agency of record to enhance Miami Beach's image, after their initial Request for Proposals (RFP), issued in FY 2011/2012. The MBVCA selected Hill & Knowlton/SAMCOR (H+K) 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 8% of the total budget,towards this effort. The current contract with H+K runs through June 27, 2017 in FY 2016/2017. 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 and pitches during their first year as agency of record, garnering 3,416,581,560 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 through the issuance of 12 press releases and a Harris Poll Survey that was conducted to determine why people visit Miami Beach. During their fourth year, H+K developed and released a total of 12 press releases and 1 pitch,generating a total of 1,492,734,059 media impressions,valued at$15,615,214.75. During its fifth,and most recent,year H+K wrote and released 12 press releases,generating 1,410,465,887 media impressions,valued at$15,638,438.52.To date, H+K has generated over 3 billion media impressions for the destination. 5 Exhibit F MBVCA FY 2016/2017 WORKPLAN AND BUDGET 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) experiences. 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, CMBWiFi, to access the information they need at select public 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. A new version of the App, Miami Beach Information (MBI), was released in fiscal year 2015/2016 for both Android and iOS platforms. The latest version of MBI included new and exciting features for the end-user. The newest features included a side-swipe feature;listing the information in an A-Z format;new categories added that included Shopping, Nightlife, Art&Culture,and Restaurants,and the creation of"My Miami Beach" section where users can add events, photos, and itineraries as they navigate the App. In addition, the App features a "Deals"section that has special promotional rates or offers developed by MBVCA grantees.This cross promotional effort increases the number of downloads the App receives, while also assisting with the promotion of MBVCA- funded events.The promotions in the"Deals"section were also posted to the various MBVCA social media pages such as Facebook, Twitter, and Instagram. The App has now been downloaded over 6,500 times across both mobile platforms. Approximately half of all downloads come from European users seeking to learn about Miami Beach. The first version of the App was released in FY 2013/2014. 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 250 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. We have allocated$30,000 or 1%of the overall budget in FY 2016/2017 towards IT development,to add additional categories to expand the API database to include local non-business information that can be useful in App development such as beach access roads, public restrooms, and lifeguard stands. A total of$65,000 has been allotted to market and promote the API/App to App developers in FY 2016/2017, representing 2% of the total budget. Research and Development The MBVCA will develop a strategic list of major events worldwide as the result of ongoing communications and consulting with all partners. We expect to investigative some of these events with the goal of the development of a new major event for the destination. The MBVCA has budgeted$10,000 of the total towards this effort. Projected Cash Flow Reserve The MBVCA has budgeted $2,000 of the total budget, for cash flow reserve in FY 2016/2017. 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 6 Exhibit F MBVCA FY 2016/2017 WORKPLAN AND BUDGET have the necessary funds to be reimbursed upon proper request and documentation. Administration and Overhead The MBVCA's administration and benefits costs are budgeted at $365,000 for the FY 2016/2017. This figure represents 12% of the total budget. The overhead allocation is budgeted at $210,000 which reflects 7% of the overall budget. The increase from FY 2015/2016 is attributed to the cloud information hosting and redundancy, and staffing a full office.The total administration and overhead is 19%of the total budget.' Rollover A total of$425,000 will be rolled over from FY 2015/2016 into the FY 2016/2017 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. CONCLUSION At their August 9, 2016 meeting, the MBVCA Board recommended the Mayor and City Commission adopt the MBVCA Budget for FY 2016/2017 in the amount of$3,101,000 as reflected in Exhibit A. 'This is below the non-profit industry standard of 20%(Source:BBB) 7 Exhibit F MIAMI BEACH VISITOR AND CONVENTION AUTHORITY FY 2016/2017 ADOPTED BUDGET PROPOSED FY 2015.2016 FY 2016.2017 REVENUES Unrestricted Rollover $ 300,000 $ 425,000 Projected Resort Tax $ 2,676,000 $ 2,676,000 TOTAL REVENUES $ 2,976,000 $ 3,101,000 EXPENDITURES Administration&Benefits $ 361,255 $ 365,000 Operating Expenses $ 195,000 $ . -. 210,000 Capital $ 3,000 $ 5,000 Total Administration $ 559,255 $ 580,000 GRANTS -Tourism Advancement Program Tourism Partnerships $ 109,245 $ 120,000 Cultural Tourism $ 30,000 $ - Major One Time Special Event $ 225,000 $ 180,000 Special Events Recurring $ 736,000 $ 784,000 Special Projects $ 270,000 $ 270,000 Special Projects Recurring $ 442,000 $ 442,000 Film Incentive $ 30,000 $ 60,000 North Beach Incentive $ 20,000 $ 20,000 Total Tourism Adv.Program $ 1,862,245 $ 1,876,000 Marketing/PR/Technology Marketing/Communications and PR $ 250,000 $ 250,000 API Marketing $ 65,000 $ 65,000 1 IT Development $ 20,000 $ 30,000 1 Total $ 335,000 $ 345,000 Other Destination Marketing $ 50,000 $ 83,000 Initiatives $ 130,000 $ 205,000 R&D $ 7,5001 $ 10,000 Projected Cash Flow Reserve $ 2,000 $ 2,000 Total Other $ 189,500 $ 300,000 TOTAL $ 2,946,000 ! $ 3,101,000 Resolutions - R7 B MIAMI BEAC COMMISSION MEMORANDUM TO: Honorable Mayor and Members of the City Commission FROM: Jimmy L. Morales, City Manager DATE: September 27, 2016 5:01 p.m. Second Reading Public Hearing SUBJECT: A RESOLUTION OF THE MAYOR AND CITY COMMISSION OF THE CITY OF MIAMI BEACH, FLORIDA, ADOPTING FINAL BUDGETS FOR THE GENERAL, G.O. DEBT SERVICE, RDA AD VALOREM TAXES, ENTERPRISE, INTERNAL SERVICE,AND SPECIAL REVENUE FUNDS FOR FISCAL YEAR 2016/17. Legislative Tracking Budget& Performance Improvement ATTACHMENTS: Description ❑ FY17 2nd Public Hearing Operating Budget Memo ❑ Attachment A- City Manager's FY17 Adopted Budget Message ❑ Attachment B - FY17 Final Efficiencies ❑ Attachment C - FY17 Final Enhancements ❑ Resolution Page 316 of 692 MIAMI BEACH City of Miami Beach, 1700 Convention Center Drive,Miami Beach, Florida 33139,www.miamibeachfl.gov COMMISSION MEMORANDUM TO: Mayor Philip Levine and Members of the City Commission FROM: Jimmy L. Morales, City Manager DATE: September 27, 2016 SUBJECT: A RESOLUTION OF THE MAYOR AND CITY COMMISSION OF THE CITY OF MIAMI BEACH, FLORIDA, ADOPTING THE FINAL BUDGETS FOR THE GENERAL, G.O. DEBT SERVICE, RDA AD VALOREM TAXES, ENTERPRISE, INTERNAL SERVICE, AND SPECIAL REVENUE FUNDS FOR FISCAL YEAR 2016/17. 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) 2016/17. 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, the final budgets by fund are adopted. The attached Resolution adopting the final budgets for the General, G.O. Debt Service, RDA Ad Valorem Taxes, Enterprise, Internal Service, and Special Revenue Funds for FY 2016/17 is therefore presented to you at this time for adoption. Additional details are contained in my Budget Message (Attachment A), however, highlights of that document are outlined below. 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 2016/17 budget was an evaluation of Current Service Level (CSL) revenues and expenditures. CSL revenues represent the amount of Page 317 of 692 Adopting Final Budgets for FY 2016/17 September 27, 2016 Page 2 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 May 12"', 2016, the Commission was briefed regarding the preliminary General Fund Current Service Level (CSL) budget. The CSL represents the cost of providing the same level of services as in the prior year and serves as the baseline of funding for the budget process. Property taxes comprise approximately half of the total General Fund revenue and are a key driver of CSL revenues. The Property Appraiser provided the preliminary 2016 property values on June 1, 2016. The Commission was briefed regarding the updated CSL budget at the June 6`h Finance & Citywide Projects Committee. The preliminary Current Service Level (CSL) based on June 1st property values projected a revenue increase of$17.8 million and an expenditure increase of$13.5 million for a net surplus of $4.3 million. CSL expenditures have increased by $13.5 million since the adoption of the FY2015/16 Operating Budget primarily due to the following: • Property taxes comprise approximately half of the total General Fund revenue and are a key driver of CSL revenues. The Property Appraiser provided the preliminary 2016 property values on June 1st, 2016. The Commission was briefed regarding the updated CSL budget at the June 6th Finance & Citywide Projects Committee. The 2016 Preliminary Taxable Values increased 13.5% compared to the 2015 Preliminary Taxable Values, which would result in an increase of approximately $17.8 million in General Fund property tax revenues. • CSL revenues were estimated to increase $17.8 million due to an $14.6 million increase in property tax revenues (assuming the operating millage rate remained equivalent to FY 2015/16), a $2.6 million increase in non-property tax revenues including an increase in the Resort Tax contribution of$1.7 million for items added in mid-year and annualized items from FY 2014/15, and a decrease in prior-year set- aside (one-time revenue) of $1.6 million. These figures do not assume additional contributions from the Resort Tax or Parking Funds. • CSL expenditures have increased by $13.5 million since the adoption of the FY2015/16 Operating Budget primarily due to the following: o 0-2 percent merit pay: $2.2 million o 1 percent COLA in April 2016 and 3 percent COLA in July 2017: $2.5 million o Increase in citywide Health and Life Insurance of$706,000 o Increase in the Police Department over-time expenses of $1.7 million, an increase in Police allowances (hazard duty pay) due to Union negotiations of$921,000, and an additional $160,000 for uniforms o Increase in Fire allowances (hazard duty pay, uniforms) due to Union negotiations of$1 million o $253,000 for the Voluntary Pre-Kindergarten program o $200,000 for the Mobility Fee Study o $190,000 for the '2066 Miami Beach Rising Above and Time Capsule' project Page 318 of 692 Adopting Final Budgets for FY 2016/17 September 27, 2016 Page 3 o Increase in Information Technology of $240,000 due to one-time Terremark charge o Annualized costs for items added during FY 2015/16 such as $760,000 for the Customer Service Center, $534,000 for the adjustment of the PC replacement cycle from 5 to 3 years (year 2 of 2), $238,000 for a new contract for the Building Department Inspectors and Plan Examiners, and $112,000 for an increase in Special Master rates o Annualized costs for items added mid-year including $526,000 for four traffic flow specialists, 2 analysts and 1 supervisor to support the Traffic Management Initiative, $60,000 for towing and relocation of derelict vessels, and $25,000 for the Miami Dade Transit Corporate program. The preliminary Current Service Level (CSL) based on June 1st property values projected a revenue increase of $17.8 million and an expenditure increase of $13.5 million for a net surplus of $4.3 million. On July 1st, we received the certified property assessment value of $34.7 billion, which is the property assessment value used for budget purposes. On July 13th, the Commission sent the ceiling for the millage rate of 5.8888 which is estimated to generate $160.8 million in property tax revenues. The final millage rate of 5.8888, which represents a decrease of 0.0235 from FY 2015/16, is to our knowledge, the lowest in the history of the City of Miami Beach, and certainly in the last 54 years for which we have found records. APPROACHES TO BALANCE At the July 22nd Finance and Citywide Projects Committee meeting, direction was given regarding the proposed Millage Rate, enhancements and efficiencies for the Operating Budget, and changes to the Capital Budget. The July 1st certified taxable values of $34.7 billion were 0.8 percent higher than the June 1St preliminary taxable values of$34.4 billion. As noted in the table below, the June 1st preliminary Property Tax Revenue projections assumed the City Center CRA would grow 10 percent from 2015. The City Center CRA growth rate calculated based on July 1st certified property resulted in a 16.4 percent increase compared to 2015, thereby reducing the Citywide Total by a greater percentage than estimated. As a result, the Property Tax Revenues projections were reduced by $177,000 for the General Fund. June 1st July 1st Preliminary Certified _Property Assessment -Existing Values 33,282,000,000 33,532,510,312 New Construction 1,156,000,000 1,165,246,796 Total 34,438,000,000 34,697,757,108 City Center CRA__ _ 5,305,000,000 5,612,744,843 Citywide Total 29,133,000,000 29,085,012,265 Property Tax Revenue Projection 160,956,000 160,779,000 Property Tax Revenue Projection Variance {177,000) Efficiencies and Reductions City departments continue to be proactive in identifying additional efficiencies to their current service level programs and services. As with the preparation of budgets for the Page 319 of 692 Adopting Final Budgets for FY 2016/17 September 27, 2016 Page 4 last nine years, departments are continuing to analyze 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. As part of the FY 2016/17 budget process, the City Manager requested that departments submit lists of potential reductions/efficiencies totaling 3 percent of their FY 2015/16 budgets. The lists were reviewed extensively by the City Manager, Executive Team, Department Directors, and the Budget Office. At their July 6th meeting, the Finance & Citywide Projects Committee accepted the recommended reductions/efficiencies with the addition of reducing overtime in the Parks and Recreation department. The list of recommended reductions/efficiencies can be found in Attachment B. The updated savings from the recommended reductions/efficiencies in the General Fund totals $1,108,000 of which the majority will result in minimal service impacts. Service Enhancements The proposed enhancements found in Attachment C reflect service enhancements to increase public safety and cleanliness, educational and health initiatives for the city. An outline of recommended enhancements is listed below: General Fund • $1,371,000 to create a new response unit within the Fire Department for the purpose of staffing an additional Rescue Unit at Fire Station 4 which includes staffing for the Fire Boat. • $54,000 to expand the Miami Beach Nurse Enhancement Initiative to extend behavioral health services to Fienberg Fisher K-8 Center, South Pointe Elementary, Nautilus Middle School, Biscayne Elementary, and Miami Beach Senior High School. • $100,000 to provide venue, entertainment, food and decorations to replace the Convention Center site while the Center undergoes renovation to host the four citywide senior events. • $95,000 to increase the current level of bathroom service around the UNIDAD Senior Center area. • $80,000 to increase the current level of service of inclusionary aides for the summer camps. • $212,000 for three police officers to enhance services to the 41St Street Corridor and boardwalk coverage. • $143,000 for two police officers to meet the growing and changing needs of the North Beach community. • $45,000 to provide oversight and supervision for the City's School Resource Officer Program. Page 320 of 692 Adopting Final Budgets for FY 2016/17 September 27, 2016 Page 5 Special Revenue Funds • $141,000 to sustain the Voluntary Pre-Kindergarten program funded via the Education Compact Fund. • $13,000 to expand dual enrollment options at Nautilus Middle School and Miami Beach Senior High School, through a partnership with City of Miami Beach, Miami-Dade College and Miami-Dade County Public Schools funded via the Education Compact Fund. • $120,000 for three Ciclovia events in FY 2016/17. Resort Tax • $255,000 for Code Compliance to add three additional positions for the purpose of coordinating, supervising and oversight of a Short-term Rental Investigation Team to increase proactive enforcement and investigation of illegal Short-Term Rentals • $1,093,000 for the new Entertainment District within the Police Department which includes 12 new police officers and 24/7 coverage within the entertainment area which includes Ocean Drive, Washington Avenue, Collins Avenue and any adjacent areas as required. This unit will also have dedicated homeless outreach responsibilities. • Funding for Special Events such as the World Out Games ($150,000), the Major League Baseball All-Star Game ($100,000), and the North Beach Tennis Event ($50,000), and the Miami Beach Air & Sea Show ($650,000) will be funded from the projected FY 2015/16 year end surplus in Resort Tax. At the July 22nd Finance and Citywide Projects Committee meeting, the following two changes were made to the list of proposed additions and service enhancements: General Fund • Added $3 million set-aside to off-set estimated $6 million Pension Mortality Payment in Fiscal Year 2017/18. • Removed $74,000 for an Energy Analyst in the Environmental & Sustainability Department. • Added $135,000 for the Department of Emergency Management to insure monthly, quarterly and yearly maintenance, testing and certifications of all City of Miami Beach storage tank sites and remain in compliance with DERM and the Miami Dade Regulatory and Environmental Resource Division. • Added $60,000 for the Office of Housing and Community Services to provide short-term employment for homeless persons placed in shelter as a transition to seeking permanent, independent employment. Page 321 of 692 Adopting Final Budgets for FY 2016/17 September 27, 2016 Page 6 • Added $509,000 for the Department of Parks and Recreation for six full-time and two part-time Park Rangers at Lummus Park. • Added $50,000 for the Planning Department to create a new Office Associate III position in the Office of the Clerk of the Boards division for the purpose of scanning, indexing and archiving all Land Use, Historic Preservation & Zoning Map documents/information which are used to update the Historic Preservation webpage, and to assist in creating a Phone-App. • Added $187,000 for the Publics Works Department for two Greenspace Management Tree Trimmers and one bucket truck for Right-Of-Way Tree Maintenance throughout the City of Miami Beach. This was previously estimated to cost $200,000. Internal Service Fund • Added $70,000 for the Office of Information and Technology to connect to the NAP building in downtown Miami. A cut in this single path, as took place on April 30`h, 2016, leaves the City totally disconnected from its servers at the NAP. The funds in this enhancement are to procure a physically diversified route to the NAP. Furthermore, diversifying vendors will ensure that if an issue were to affect AT&T and their ability to provide the network path, the city would still be able to reach the NAP as this path would belong to a vendor totally independent of AT&T. Enterprise Fund • Added $48,000 for the Parking Department to create a new position within the Parking Department for the reception area which is currently serviced by temporary employees. This would reduce temporary labor costs in the department by$40,000. Resort Tax • Added $67,000 of one-time expenses for ATVs to support the Police enhancements approved by the Committee to be funded from the projected FY 2015/16 year end surplus in Resort Tax. After the July 22nd Finance Committee meeting, an enhancement was added for the Procurement Department in the amount of $45,000 to purchase software that provides support for the compliance efforts related to the local hire ordinance, in lieu of additional staffing. FY 2016/17 Proposed Budget Non-Property Tax Revenues have been adjusted to reflect a lower transfer from the Parking Operations Fund and were further refined based on FY 2015/16 third quarter performance. The City has been decreasing the amount of transfer of prior year Parking Operations surplus Funds to the General Fund over time to allow funding for parking garages and other parking initiatives. In FY 2015/16, the transfer was budgeted at $8.4 million. In FY 2016/17, the recommended transfer is $6.4 million and in FY 2017/18, the recommended transfer is $2 million. The net result of these changes including the Page 322 of 692 Adopting Final Budgets for FY 2016/17 September 27, 2016 Page 7 proposed efficiencies and enhancements approved by the Committee on July 22nd results in a balanced budget, as shown below. FY17 Proposed General Fund Budget Property Tax Revenues 160,779,000 Non-property Tax Revenues 156,473,000 Total Revenues 317,252,000 Operating Budget 308,176,000 FY18 Pension Mortality Payment Set-Aside 3,000,000 Proposed Efficiencies approved by Commission (1,036,000) Proposed Enhancements approved by Commission 3,655,000 Capital Funded by General Fund 3,457,000 Total Revenues 317,252,000 Unallocated Surplus/(Deficit) - _ At the September 14`h First Public Hearing, additional information was requested for the following enhancement requests, which are reflected in Attachment C: • Bass Museum: The budget includes one-time funding for the enhancement request totaling $400,000; $150,000 will be funded by the FY2015/16 Year-End Resort Tax projected surplus and $250,000 will be funded through the Cultural Arts Council endowment fund. • Funding for the World OutGames will be split between the Miami Beach Visitor and Convention Authority and projected FY2015/16 surplus in Resort Tax in FY 2016/17 for a total of$300,000. Staff is proposing two options to pursue the broader goal of serving North Beach elder residents with meal services, listed below: • Option 1: Little Havana Activities & Nutrition Stella Maris Senior Center meal distribution through from October 1, 2016 through June 30, 2017 at a total cost of $50,000 ($5.90 per meal served). This option serves 40 congregate meals for 185 days and would be funded from Citywide Contingency. • Option 2: Establishing a boxed meal program with two delivery points: Stella Maris and the Unidad Senior Center. This would allow the 40 individuals at Stella Maris in addition to 60 elderly individuals at the Unidad Senior Center to benefit from the program for 185 days in comparison to the currently funded 40 beneficiaries. This would cost a total of $92,500 (an estimated $5 per boxed meal) and would be funded from Citywide Contingency. The City could immediately initiate this service with a bid waiver, and then bid the service for a permanent solution. • 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 Page 323 of 692 Adopting Final Budgets for FY 2016/17 September 27, 2016 Page 8 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. The total proposed Resort Tax Fund transfer to the General Fund for FY 2016/17 is approximately $37.6 million. Environmental Scan The 2016 Environmental Scan conducted as part of the strategic planning process showed that the average daily population in the city has grown 40.9 percent from 2005 to 2015. Much of this increase consists of additional tourists (157 percent), day trippers (85 percent), and seasonal residents (60 percent). Having 40.9 percent 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 2015. The following chart shows that the average daily population has grown faster than the budget and that the FY 2014/15 amount is 14 percent below the FY 2006/07 amount. General Fund and G.O. Debt Budget by Average Daily Population 2007 -2015 1,600 - 1,498 1,465 1,381 1,400 - 1,333 1,282 1,249 1,273 1,305 1,288 1,200 1,000 800 i 600 ° 400 • • 200- • 2006-07 2007-08 2008-09 2009-10 2010.11 2011-12 2012-13 2013-14 2014-15 [gag:Average Daily Population for fY 2014-15 not available •GF Ex')per ADP ®GO Debt per ADP until end of calendar year Page 324 of 692 Adopting Final Budgets for FY 2016/17 September 27, 2016 Page 9 FINAL FY 2016/17 ENTERPRISE FUND BUDGETS Enterprise Funds are comprised of Sanitation, Water, Sewer, Stormwater, Parking, and Convention Center Departments. The FY 2016/17 Enterprise Funds Budget is $209.3 million. This represents a decrease of $2.8 million (1 percent) from the FY 2015/16 budget of$212.1 million, primarily due to: • A significant reduction ($16.7 million) in the Parking budget due to lower than anticipated revenue collections in FY 2015/16. This may be as a result of increases in parking rates which took effect in FY 2015/16, as well as the growing popularity of a variety of ride sharing companies operating in the City. • Sewer reflects an increase in expenditures of $7.1 million, primarily due to increased sewer treatment costs and DERM fees. The budget also includes a proposed rate increase, which would generate $5.7 million in additional revenues. • Stormwater reflects an increase in expenditures of $7.3 million, primarily due to a $6 million increase in debt service costs, as a result of the FY2017 stormwater bond. FINAL FY 2016/17 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 2016/17 Internal Service Fund budget is $83.9 million, ' or 4.4%, more than FY 2015/16. Internal Service costs are completely allocated to the General Fund and Enterprise Fund departments, Special Revenue Funds, and the Risk Management Fund reimburses the General Fund for the cost of legal services. FINAL FY 2016/17 RESORT TAX FUND BUDGET The FY 2016/17 Resort Tax budget is $86.7 million, an increase of $8.0 million or 10.3 percent from FY 2015/16. This increase reflects the continued increase in resort tax revenues and the implementation of an additional 1 percent resort tax to pay for the Convention Center Renovation project. Highlights are listed below: • New enhancement of $255,000 for Code Compliance to add three additional positions for the purpose of coordinating, supervising and oversight of a Short- term Rental Investigation Team to increase proactive enforcement and investigation of illegal Short-Term Rentals. • New enhancement of $1,093,000 for Police to create an Entertainment District Unit that will deploy 12 officers for 24 hour/7 day week coverage to enhance and proactively address issues unique to the entertainment district and will also have dedicated homeless outreach responsibilities. Officers will be deployed. in areas Page 325 of 692 Adopting Final Budgets for FY 2016/17 September 27, 2016 Page 10 of focus to include; Ocean Drive, Washington Avenue, Collins Avenue, and any adjacent areas as required. • $37,609,000 (a $1 million increase) is provided to the General Fund to support new and continuing tourism eligible expenditures such as more proactive code enforcement, cleanliness index, park ranger program, homelessness at Lummus Park, hurricane and disaster preparation equipment, increased support for the Miami Beach Botanical Garden and the City's cultural facilities, 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. • Includes $2.8 million for enhancing the outcomes from major events such as Memorial Day, including management and Goodwill Ambassadors. • The contribution to the Miami Beach Visitor and Convention Authority will increase from $2.6 million to $2.8 million based on the legislated funding formula. • Maintains $350,000 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. • Maintains $300,000 for enhanced holiday decorations in the tourism areas. • $200,000 contribution to help offset expenses of the Miami Beach Bowl or equivalent event. • Maintains $100,000 for the 4th of July event. • The third year of a 15 year annual contribution of $1 million to Mount Sinai Medical Center to fund the design and construction of a new Emergency Room facility. • The contribution to the Greater Miami Convention and Visitors Bureau (GMCVB) increased from $5.4 million to $6.5 based on a new performance-based contract. • Increased the transfer to Sanitation from $542,000 to $4,213,000 (a $3.7 million increase)which was previously funded through the former South Pointe RDA. • Includes the estimated debt costs of $13 million associated with the Resort Tax revenue bonds for the redevelopment of the Miami Beach Convention Center. Page 326 of 692 Adopting Final Budgets for FY 2016/17 September 27, 2016 Page 11 CONCLUSION The Final FY 2016/17 Budget includes service level enhancements that address high priority needs of the City. The Administration recommends adoption of the attached Resolution which establishes the final budgets for General, G.O. Debt Service, RDA Ad Valorem Taxes, Enterprise, and Internal Service, and Special Revenue Funds for FY 2016/17. Attachment A—City Manager's FY 2016/17 Budget Message Attachment B— FY 2016/17 Efficiencies Attachment C— FY 2016/17 Enhancements JLM/CGR Page 327 of 692 F H 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 27, 2016 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) 2016/17, commencing on October 1, 2016 and ending on September 30, 2017, including the Adopted Work Plan, the Adopted Operating Budget, the Adopted Capital Budget, and the associated Capital Improvement Program for FY 2016/17 through FY 2020/21 . The total Adopted General Fund Operating Budget is $317.2 million, which is $16.9 million or 5.6 percent more than the FY 2015/16 adopted budget of $300.3 million. Further, General Fund reserve levels as of September 30, 2015 for the 11 percent emergency reserve and the 6 percent contingency goal were a total of $47.5 million. The 11 percent General Fund emergency reserve requirement for FY 2016/17, based on the adopted operating budget (net of capital transfers and reserves) is $33.0 million. This results in $14.4 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 adopted millage rate of 5.8888 is 0.0235 mills less then FY 2015/16, is to our knowledge, the lowest in the history of the City of Miami Beach, and certainly in the last 54 years for which we have found records. • The adopted FY 2016/17 budget includes $1.1 million of reductions/efficiencies as well as $3.6 million of service enhancements to address priorities in the City's Strategic Plan. The City's Adopted Operating Budget in total for FY 2016/17 is $604.7 million 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. Page 328 of 692 FY 2016/17 Adopted Work Plan and Budget Message Page A-2 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 5.9123 to 6.5025, an increase of 0.5902 mills. The goal of the Commission has been to bring them back to that level as property values increase over time. It should be remembered that between FY 2009/10 and FY 2010/11 values declined by $2.6 billion driving the need for an increase in the millage. In FY 2011/12 the City took its first step in that direction with a reduction in the millage rate of 0.0486 mills. The millage rate for FY 2012/13 reduced the millage by an additional 0.1062 mills. In the FY 2013/14 budget, the millage rate was reduced 0.2314 mills and in the FY 2014/15 budget the millage rate was reduced 0.0926 mills. Over four years, this reduction represented 81 percent of the goal to get back to a millage rate of 5.9123. The FY 2015/16 budget achieved the remaining goal of lowering the millage rate to the level in FY 2009/10 and set the millage rate at 5.9123. For FY 2016/17, the adopted combined millage rate for the City of Miami Beach of 5.8888, which represents a decrease of 0.0235 mills and is to our knowledge, the lowest in the history of the City of Miami Beach, and certainly in the last 54 years for which we have found records. Mllage Rates Tax Levy(in millions) General Fund Total(including Taxable Taxable Final/Revised Gneral S.Pointe,and Values Property Values Taxable Values Total Combined Fund/RDA Total Tax Levy Renewal 8, Chart (billions) (billions) Citywide Millage Mllage including Debt Replacement) FY1997/98 $ 6.46 $ 6.40 9.2100 7.4990 $ 57.45 $ 46.78 FY1998/99 $ 6.97 $ 6.87 8.9830 7.4990 $ 60.37 $ 44.66 FY1999/00 $ 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 FY2012/13 $ 23.07 $ 22.02 6.3477 6.0909 $ 139.10 $ 114.32 FY2013/14 $ 24.66 $ 23.64 6.1163 5.8634 $ 143.26 $ 117.41 FY2014/15 $ 27.10 $ 26.27 6.0237 5.7942 $ 155.10 $ 127.76 FY2015/16 $ 30.70 $ 29.92 5.9123 5.7092 $ 172.39 $ 143.16 FY2016/17 $ 34.70 • 5.8888 5.7092 $ 193.74 $ 160.78 "Information will be available next fiscal year The City of Miami Beach has made strides in significantly reducing tax rates as property values have increased. Between FY 1999/00 and FY 2016/17 the total combined City of Miami Beach property tax rates declined approximately 2.8 mills. In FY 2007/08 alone, the millage rate Page 329 of 692 FY 2016/17 Adopted Work Plan and Budget Message Page A-3 declined by approximately 1 .8 mills, with annual savings to the average homesteaded property of over $400. 10.0000 , 9.0000 8.0000 7.0000 6.0000 5-0000 1111 4.0000 3.0000 2.0000 1.0000 0.00001 , 98 99 00 01 02 03 04 05 06 07 08 09 10 11 12 13 14 15 16 17 Fiscal Years Further, although the City increased the operating tax rate by 0.56 mills in FY 2010/11, the City's adopted combined millage rate is now the lowest in the history of the City and the rate remains approximately 2.8 mills or 32 percent lower than it was in FY 1999/00. Property Values and Tax Levy N — 0 240 - 30 _ — — 220 • — — -- _ — -- — 200 — — 20 180 — x — 160— —v — — — — — — N a) 140 —. ■ --� — 10 120 — — E 9, ° 100 i i - I 1 I I I I ■ 0 '07 '08 '09 '10 '11 '12 '13 '14 '15 '16 =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 $37.6 million in resort taxes to fund tourism-eligible expenditures and a $6.4 million transfer of Parking Operations Fund year-end surplus. In large part due to these alternative sources, property tax revenues represent half 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. Page 330 of 692 • FY 2016/17 Adopted Work Plan and Budget Message Page A-4 Although the economy is slowly recovering, the impact of the Great 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. • Short-term financial strategies have included ongoing efficiencies and wage concessions by employees. • Mid-term financial sustainability has been 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. 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. Of note, the FY 2016/17 General Fund Budget is about $79.5 million (33.5 percent) more than the FY 2006/07 budget, despite pension contribution increases of $30.6 million during the same period. At this point, annual contributions to the City's two pension plans alone represent more than $53.7 million (17 percent) of the total General Fund budget. As a result, pension reform continues to be a high priority for the City. During FY 2015/16 both pension boards voted to decrease the investment rate of return for their plans to more conservative assumptions over the next several years due to market performance and there continues to be a negative trend nationwide in pension plan performance which will continue to place pressure on municipal budgets in the future. The impact to the FY 2016/17 Budget from the annual required contribution (ARC) for both plans is $1 .9 million. It should be noted that the ARC for both funds would have been much less without the change in the investment rate assumptions. Additionally, beginning in FY 2017/18, the City will be required to pay the pension mortality payment as part of the annual pension contribution. This payment is estimated to be approximately $6 million in FY 2017/18 of which $3 million is set aside to offset the payment in the FY2016/17 Budget. Lastly, the funded net position as a percentage of total pension liability is 72 percent for the Fire and Police plan and 70 percent for the General Employees plan as of the most recent valuation dates. FY 2016/17 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 May 12'h and in meetings with the Finance and Citywide Projects Committee (FCWPC) on June 61h, July 6'h, and July 22nd Page 331 of 692 FY 2016/17 Adopted Work Plan and Budget Message Page A-5 GENERAL FUND CURRENT SERVICE LEVEL BUDGET DEVELOPMENT The General Fund is the primary source of funding for the majority tY of City hservices. 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 2016/17 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 May 12, 2016, the Commission was briefed regarding the preliminary General Fund Current Service Level (CSL) budget. The CSL represents the cost of providing the same level of services as in the prior year and serves as the baseline of funding for the budget process. Property taxes comprise approximately half of the total General Fund revenue and are a key driver of CSL revenues. The Property Appraiser provided the preliminary 2016 property values on June 1, 2016. The Commission was briefed regarding the updated CSL budget at the June 6th Finance & Citywide Projects Committee. The preliminary Current Service Level (CSL) based on June 1st property values projected a revenue increase of $17.8 million and an expenditure increase of $13.5 million for a net surplus of $4.3 million. CSL expenditures have increased by $13.5 million since the adoption of the FY 2015/16 Operating Budget primarily due to the following: • 0-2 percent merit pay: $2.2 million • 1 percent COLA in April 2016 and 3 percent COLA in July 2017: $2.5 million • Increase in citywide Health and Life Insurance of $706,000 • Increase in the Police Department over-time expenses of $1 .7 million, an increase in Police allowances (hazard duty pay) due to Union negotiations of $921,000, and an additional $160,000 for uniforms • Increase in Fire allowances (hazard duty pay, uniforms) due to Union negotiations of $1 million • $253,000 for the Voluntary Pre-Kindergarten program • $200,000 for the Mobility Fee Study Page 332 of 692 FY 2016/17 Adopted Work Plan and Budget Message Page A-6 • $190,000 for the '2066 Miami Beach Rising Above and Time Capsule' project • Increase in Information Technology of $240,000 due to one-time Terremark charge • Annualized costs for items added during FY 2015/16 such as $760,000 for the Customer Service Center, $534,000 for the adjustment of the PC replacement cycle from 5 to 3 years (year 2 of 2), $238,000 for a new contract for the Building Department Inspectors and Plan Examiners, and $112,000 for an increase in Special Master rates • Annualized costs for items added mid-year including $526,000 for four traffic flow specialists, 2 analysts and 1 supervisor to support the Traffic Management Initiative, $60,000 for towing and relocation of derelict vessels, and $25,000 for the Miami Dade Transit Corporate program. On July 15', we received the certified property assessment value of $34.7 billion, which is the property assessment value used for budget purposes. On July 13'h, the Commission set the ceiling for the millage rate of 5.8888 which is estimated to generate $160.8 million in property tax revenues. APPROACHES TO BALANCE At the July 22nd Finance and Citywide Projects Committee meeting, direction was given regarding the proposed Millage Rate, enhancements and efficiencies for the Operating Budget, and changes to the Capital Budget. The July 1st certified taxable values of $34.7 billion were 0.8 percent higher than the June Pt preliminary taxable values of $34.4 billion. As noted in the table below, the June 1st preliminary Property Tax Revenue projections assumed the City Center CRA would grow 10 percent from 2015. The City Center CRA growth rate calculated based on July 1st certified property value resulted in a 16.4 percent increase compared to 2015, thereby reducing the Citywide Total by a greater percentage than estimated. As a result, the Property Tax Revenues projections were reduced by $177,000 for the General Fund. June 1"Preliminary July 1"Certified Property Assessment Existing Values 33,282,000,000 33,532,510,312 New Construction 1,156,000,000 1,165,246,796 Total 34,438,000,000 34,697,757,108 _City Center CRA 5,305,000,000 5,612744,843 Citywide Total 29,133,000,000 29,085,012,265 Property Tax Revenue Projection 160,956,000 160,779,000 Property Tax Revenue Projection Variance (177,000) The final millage rate of 5.8888, which represents a decrease of 0.0235 from FY 2015/16, is to our knowledge, the lowest in the history of the City of Miami Beach, and certainly in the last 54 years for which we have found records. Page 333 of 692 FY 2016/17 Adopted Work Plan and Budget Message Page A-7 Efficiencies and Reductions City departments continue to be proactive in identifying additional efficiencies to their current service level programs and services. As with the preparation of budgets for the last nine years, departments are continuing to analyze 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. As part of the FY 2016/17 budget process, the City Manager requested that departments submit lists of potential reductions/efficiencies totaling 3 percent of their FY 2015/16 budgets. The lists were reviewed extensively by the City Manager, Executive Team, Department Directors, and the Budget Office. At their July 6'h meeting, the Finance & Citywide Projects Committee accepted the recommended reductions/efficiencies with the addition of reducing overtime in the Parks and Recreation department. The list of recommended reductions/efficiencies can be found in Attachment A. The updated savings from the recommended reductions/efficiencies in the General Fund totals $1,108,000 of which the majority will result in I N minimal service impacts. Service Enhancements The proposed enhancements found in Attachment B reflect service enhancements to increase public safety and cleanliness, educational and health initiatives for the city. An outline of recommended enhancements is listed below: General Fund • $1,371,000 to create a new response unit within the Fire Department for the purpose of staffing an additional Rescue Unit at Fire Station 4 which includes staffing for the Fire Boat. • $54,000 to expand the Miami Beach Nurse Enhancement Initiative to extend behavioral health services to Fienberg Fisher K-8 Center, South Pointe Elementary, Nautilus Middle School, Biscayne Elementary, and Miami Beach Senior High School. • $100,000 to provide venue, entertainment, food and decorations to replace the Convention Center site while the Center undergoes renovation to host the four citywide senior events. • $95,000 to increase the current level of bathroom service around the UNIDAD Senior Center area. • $80,000 to increase the current level of service of inclusionary aides for the summer camps. • $212,000 for three police officers to enhance services to the 41st Street Corridor and boardwalk coverage. • $143,000 for two police officers to meet the growing and changing needs of the North Beach community. Page 334 of 692 FY 2016/17 Adopted Work Plan and Budget Message Page A-8 • $45,000 to provide oversight and supervision for the City's School Resource Officer Program. Special Revenue Funds • $141,000 to sustain the Voluntary Pre-Kindergarten program funded via the Education Compact Fund. • • $13,000 to expand dual enrollment options at Nautilus Middle School and Miami Beach Senior High School, through a partnership with City of Miami Beach, Miami-Dade College and Miami-Dade County Public Schools funded via the Education Compact Fund. • $120,000 for three Ciclovia events in FY 2016/17. Resort Tax • $255,000 for Code Compliance to add three additional positions for the purpose of coordinating, supervising and oversight of a Short-term Rental Investigation Team to increase proactive enforcement and investigation of illegal Short-Term Rentals. • $1,093,000 for the new Entertainment District within the Police Department which includes 12 new police officers and 24/7 coverage within the entertainment area which includes Ocean Drive, Washington Avenue, Collins Avenue and any adjacent areas as required. This unit will also have dedicated homeless outreach responsibilities. • Funding for Special Events such as the World Out Games ($150,000), the Major League Baseball All-Star Game ($100,000), the North Beach Tennis Event ($50,000), and the Miami Beach Air & Sea Show ($650,000) will be funded from the projected FY 2015/16 year end surplus in Resort Tax. At the July 22^d Finance and Citywide Projects Committee meeting, the following two changes were made to the list of proposed additions and service enhancements: General Fund • Added $3 million set-aside to off-set estimated $6 million Pension Mortality Payment in Fiscal Year 2017/18. • Removed $74,000 for an Energy Analyst in the Environmental & Sustainability Department. • Added $135,000 for the Department of Emergency Management to insure monthly, quarterly and yearly maintenance, testing and certifications of all City of Miami Beach storage tank sites and remain in compliance with DERM and the Miami Dade Regulatory and Environmental Resource Division. Page 335 of 692 FY 2016/17 Adopted Work Plan and Budget Message Page A-9 • Added $60,000 for the Office of Housing and Community Services to provide short-term employment for homeless persons placed in shelter as a transition to seeking permanent, independent employment. • Added $509,000 for the Department of Parks and Recreation for six full-time and two part- time Park Rangers at Lummus Park. • Added $50,000 for the Planning Department to create a new Office Associate III position in the Office of the Clerk of the Boards division for the purpose of scanning, indexing and archiving all Land Use, Historic Preservation & Zoning Map documents/information which are used to update the Historic Preservation webpage, and to assist in creating a Phone- App. • Added $187,000 for the Publics Works Department for two Greenspace Management Tree Trimmers and one bucket truck for Right-Of-Way Tree Maintenance throughout the City of Miami Beach. This was previously estimated to cost $200,000. Internal Service Fund • Added $70,000 for the Office of Information and Technology to connect to the NAP building in downtown Miami. A cut in this single path, as took place on April 30th, 2016, leaves the City totally disconnected from its servers at the NAP. The funds in this enhancement are to procure a physically diversified route to the NAP. Furthermore, diversifying vendors will ensure that if an issue were to affect AT&T and their ability to provide the network path, the city would still be able to reach the NAP as this path would belong to a vendor totally independent of AT&T. Enterprise Fund • Added $48,000 for the Parking Department to create a new position within the Parking Department for the reception area which is currently serviced by temporary employees. This would reduce temporary labor costs in the department by $40,000. Resort Tax • Added $67,000 of one-time expenses for ATVs to support the Police enhancements approved by the Committee to be funded from the projected FY 2015/16 year end surplus in Resort Tax. After the July 22nd Finance Committee meeting, an enhancement was added for the Procurement Department in the amount of $45,000 to purchase software that provides support for the compliance efforts related to the local hire ordinance, in lieu of additional staffing. FY 2016/17 Adopted Budget Non-Property Tax Revenues have been adjusted to reflect a lower transfer from the Parking Operations Fund and were further refined based on FY 2015/16 third quarter performance. The City has been decreasing the amount of transfer of prior year Parking Operations surplus funds to Page 336 of 692 FY 2016/17 Adopted Work Plan and Budget Message Page A-10 the General Fund over time to allow funding for parking garages and other parking initiatives. In FY 2015/16, the transfer was budgeted at $8.4 million. In FY 2016/17, the recommended transfer is $6.4 million and in FY 2017/18, the recommended transfer is $2 million. The net result of these changes including the proposed efficiencies and enhancements approved by the Committee on July 22nd results in a balanced budget, as shown below. FY17 Proposed General Fund Budget Property Tax Revenues 160,779,000 Non-property Tax Revenues 156,473,000 Total Revenues 317,252,000 Operating Budget 308,176,000 FY18 Pension Mortality Payment Set-Aside 3,000,000 Proposed Efficiencies approved by Commission (1,036,000) Proposed Enhancements approved by Commission 3,655,000 Capital Funded by General Fund 3,457,000 — _ Total Revenues 317,252,000 Unallocated Surplusl(Deficit) - 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 4'h; Visitor Center funding; holiday lights; Jewish Museum; Miami Design Preservation League (MDR); Orange Bowl; monuments; etc. The total proposed Resort Tax Fund transfer to the General Fund for FY 2016/17 is approximately $37.6 million. ENVIORNMENTAL SCAN The 2016 Environmental Scan conducted as part of the strategic planning process showed that the average daily population in the city has grown 40.9 percent from 2005 to 2015. Much of this increase consists of additional tourists (157 percent), day trippers (85 percent), and seasonal residents (60 percent). The chart below shows the General Fund budget and General Obligation Bond Debt Service budget divided by the average daily population from 2007 to 2015. The Page 337 of 692 FY 2016/17 Adopted Work Plan and Budget Message Page A-11 following chart shows that the average daily population has grown faster than the budget and that the FY 2014/15 amount is 14 percent below the FY 2006/07 amount. General Fund and G.O. Debt Budget by Average Daily Population 2007 - 2015 1,600 1,498 1,465 1,381 1.400 1,333 1,282 1,249 1,273 1,305 1,288 1.200 I 1,000 - 800 § 7 600 l I 400 200 iI 2006-07 2007-08 2008-09 2009-10 2010-11 2011-12 2012-13 2013-14 2014-15 Mote:Average Daily Population for FY 2014-15 not available ❑GF Exp per ADP •GO Debt per ADP until end of calendar year TO ADDRESS PRIORITIES IDENTIFIED BY THE COMMUNITY In 2016, the City of Miami Beach conducted its sixth 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 2016 survey continued to build on many of the questions asked in previous surveys for historical trend comparison. The additional questions posed in the 2016 survey represented the City's efforts to enhance resiliency and sustainability, and included a focus on communication and programming efforts. While residents and business owners provided honest feedback in their ratings by identifying areas for improvement, over 73 percent of residents would recommend the City of Miami Beach as a place to live, and over 72 percent of business owners would recommend the City of Miami Beach to others as a place to run a business. Overall results from the 2016 Community Survey reflect the areas of concern the City is already conscientiously addressing, with large projects such as alternative forms of public transit, cleanliness in public areas, and addressing the homelessness. Emerging trends in the desires of the Community however, reflect long-term strategies the City has begun to fund in the FY 2016/17 Budget, including resiliency and sustainability efforts, increase in recreation programming, and continued strides in public safety. 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. Page 338 of 692 FY 2016/17 Adopted Work Plan and Budget Message Page A-12 Detailed survey results are available on the City's website and the FY 2016/17 Citywide Work Plan can be found in Attachment C. PUBLIC SAFETY Accountability • The Body-Worn Camera program in the Police Department was initiated in FY 2014/15 with the acquisition of 100 cameras to improve transparency and accountability by recording police officers' interactions with the public. The FY 2015/16 Budget included funding for an additional 50 body-worn cameras and the FY 2016/17 Budget includes an additional $276,000 for this initiative. Body-worn cameras are an important tool that will be an integrated part of the City's problem-solving and community-engagement strategy, helping to increase both trust and communication between the police and the community. Enhancing Safety & Emergency Preparedness The FY 2016/17 Budget includes funding for additional Police Officers including creating a new dedicated Entertainment District unit, three officers dedicated to Mid Beach and two officers dedicated to North Beach. The new Entertainment District unit within the Police Department will be comprised of twelve new police officers and 24/7 coverage within the entertainment area which includes Ocean Drive, Washington Avenue, Collins Avenue and any adjacent areas as required. This unit will also have dedicated homeless outreach responsibilities. Additionally, the FY 2016/17 budget includes a School Liaison position to provide oversight of the City's School Resource Officer Program through the Police Department. The FY 2016/17 Budget also includes funding for a new response unit within the Fire Department for the purpose of staffing an additional Rescue Unit at Fire Station 4 which includes staffing for the Fire Boat. According to the results of the 2016 Community Survey, residents rated the job the city is doing to address the homeless as excellent or good at only 25 percent. The FY 2016/17 Budget includes funding for a Work Training Program in the Office of Housing and Community Services for to provide short-term employment for homeless persons placed in shelters as a transition to seeking permanent, independent employment. While gaining reintegration experience into the workplace (thereby discouraging a return to homelessness), the assisted clients will know the locations, priorities and issues relevant to those homeless remaining on the streets which will enable City staff to engage additional homeless and help elevate them out of homelessness. As a result of the recommendation from the Ocean Drive Task Force, the FY 2016/17 Budget includes funding for additional Park Rangers in the Department of Parks and Recreation at Lummus Park to ensure coverage seven days a week from 8 am to midnight. Page 339 of 692 FY 2016/17 Adopted Work Plan and Budget Message Page A-13 PREMIER NEIGHBORHOODS Beauty of Neighborhoods Enhancing the beauty and vibrancy of urban and residential neighborhoods is a Key Intended Outcome in the City's strategic plan. The FY 2016/17 Budget includes funding for two Greenspace Management Tree Trimmers and associated equipment for Right-Of-Way Tree Maintenance throughout the City of Miami Beach. Code Enforcement The FY 2016/17 Budget includes funding to enhance a more proactive code compliance environment by adding three Code Compliance Officers focused on proactive enforcement and investigation of illegal Short-Term Rentals. Cultural and Recreational Activities Several enhancements are included in the FY 2016/17 Budget that support the City's KIO for enhancing cultural and recreational activities: additional inclusionary aides to meet the demand for special need children to be enrolled in summer camps and funding to provide a venue for seniors while the Convention Center undergoes renovation. Additionally, funding from a surplus in Resort Tax revenue in FY 2015/16 will fund $1 .25 million of special events to be held in 2017 including: the Miami Beach Air & Sea Show, the World Out Games, the Major League Baseball All-Star Game and the North Beach Tennis Event. Funding is also included in the FY 2016/17 Budget for the popular Ciclovia community event. 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 eleven years. In FY 2014/15, 84.6 percent of public areas citywide were rated as clean or very clean compared 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 FY 2016/17 budget includes funding to expand the "can on every corner" initiative by adding 100 more trash cans across the City. During FY 2014/15, the City Commission approved enhancing parking lot cleanliness by adding a roving crew to address illegal dumping, litter, and other deficiencies. The FY 2016/17 Budget also includes funding to expand the hours of cleaning services for the UNIDAD Senior Center restrooms which are also open to the public to ensure cleanliness of restrooms. Page 340 of 692 FY 2016/17 Adopted Work Plan and Budget Message Page A-14 Pedestrian Safety The 2016 Community Survey showed a decrease in the adequacy of street lighting from 78 percent in 2009 to 62 percent in 2016. In addition, elevating walkability and pedestrian safety is a key intended outcome in the City's strategic plan. The FY 2016/17 Capital Budget includes Renewal & Replacement funding the Street Lighting program for neighborhoods which will increase pedestrian safety by implementing Lighting and Crime Prevention Through Environmental (CPTED) improvements throughout the city. INFRASTRUCTURE Storm Drainage The 2016 Community Survey continued to identify storm drainage as a key issue for residents. Residents reflected an increase in satisfaction with stormwater pump installations with 47 percent rating storm drainage improvements as excellent or good compared to 2009 (44 percent) and 2014 (25 percent). 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. This coupled with nearly nine out of ten residents (87 percent) claimed they would support the City spending tax dollars to address rising sea levels, ensures the City will continue its efforts to support stormwater improvements over the next fiscal year. 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 included 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 pumped system. The FY 2015/16 Budget included two positions in the Public Works department to enhance preventive maintenance to the stormwater infrastructure system that would focus on maintenance of the storm sewer mains. The FY 2016/17 includes a position that will focus on expediting projects through design engineering and oversight. Traffic Flow In the 2016 Community Survey, traffic continued to rate as a primary concern for residents with only 8.4 percent rated traffic flow as excellent or good. Although ratings for traffic flow remain unfavorable, both residents and businesses have expressed interest in alternate modes of transportation, primarily public transit. To accommodate this request, increasing mobility through trolleys, local bus circulators, and enhancing safety of pedestrian and bike lanes has been a priority. Nearly half of residents indicated they would consider taking the local bus circulator, trolley or light rail as an alternative to taking a car, 37.9 percent, 44.0 percent, and 45.2 percent respectively. During FY 2014/15, the City Commission voted to expand the City's trolley system from the existing North Beach Loop to include a Mid Beach Loop, a South Beach Loop, and a Collins Link. The FY 2016/17 Capital Budget also earmarks $36 million in funding for the proposed light Rail/Modern Street Car project. Page 341 of 692 FY 2016/17 Adopted Work Plan and Budget Message Page A-15 The FY 2016/17 Capital Budget further expands the City's initiative to promote a bicycle safety campaign to help reduce accidents in the community by including funding to paint bicycle lanes green and create protected lanes to help separate bike and auto traffic on busy streets. The FY 2016/17 Capital Budget includes additional funding for the deployment of an interim Intelligent Transportation System (ITS) and Smart Parking solution major special events and high impact periods. The long-term ITS solution is projected to cost approximately $14.6 million, of which $6.5 million in funding has been identified. The FY 2015/16 Budget included an additional motor unit in Police, which resulted in a 50 percent increase in staffing to address traffic issues, improve enforcement, and provide additional visibility and an expanded loading zone enforcement program in Parking to reduce obstruction of traffic (double parking) on major thoroughfares. The scope of the program expands enforcement from the entertainment district to all areas of the city. Build and Maintain Priority Infrastructure The 2016 Community Survey continued to indicate the concern for sidewalk improvements. Only 38 percent of residents rated the condition of sidewalks as excellent or good. The FY 2016/17 Capital Budget includes funding of $1 million for Pavement and Sidewalk improvements. The FY 2016/17 Capital Budget includes $2.4 million in Pay-As-You-Go funding for capital projects. Projects funded in this category will help address pressing needs such as: neighborhood projects; street lighting and irrigation improvements; park projects; and other projects that enhance public safety. Additionally, funding is included for the Storage Tank Maintenance Program in the Office of Emergency Management in order to ensure environmental compliance of standards as established by the Miami Dade Regulatory Environmental Division and the Department of Environmental Resources Management. EDUCATION EXCELLENCE Achieve Educational Excellence The FY 2016/17 budget includes funding for several initiatives to support K-12 Excellence including the second year of funding for the Voluntary Pre-Kindergarten program, expansion of the Miami Beach Nurse Enhancement Initiative providing behavioral health services to Fienberg Fisher K-8 Center, South Pointe Elementary, Nautilus Middle School, Biscayne Elementary, and Miami Beach Senior High School, and expansion of dual enrollment options at Nautilus Middle School and Miami Beach Senior High School, through a partnership with City of Miami Beach, Miami- Dade College and Miami-Dade County Public Schools. Page 342 of 692 FY 2016/17 Adopted Work Plan and Budget Message Page A-16 MANAGEMENT & SERVICE DELIVERY Financial Transparency During FY 2014/15, the City launched an interactive financial transparency portal, which provides the public with unprecedented access to fiscal information. The portal provides online access to the budget and displays multiple views of current and historic revenue and expenses down to the fund, department, and object code level. This powerful visualization software transforms volumes of raw data into actionable insight and information, enabling better analysis and understanding of the City's budget and how taxpayer money is allocated. To access the platform, visit: https://miamibeachfl.opengov.com/transparency The FY2016/17 budget also includes a $3 million set-aside to offset an estimated $6 million Pension Mortality Payment expected in FY 2017/18. 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 2016/17 Budget such as: • Create network path continuity in the physical paths routing the circuits that connect the City of Miami Beach to the Terremark Network Access Point (NAP) datacenter where the City's servers reside through the IT Department. 9 P • Streamline the purpose of scanning, indexing and archiving all Land Use, Historic Preservation & Zoning Map documents information used to update the Historic 9 P / , P Prese Preservation web a e by adding a position in the Planning Department that is intended to be filled by a participant of the Best Buddies program. • Purchase software that'provides support for the compliance efforts related to the local hire ordinance for the Procurement Department. In FY 2014/15, the City began the Munis/Energov technology project to replace its existing Enterprise Resource Planning System (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. Many positive process changes are anticipated as the Munis/Energov project progresses during FY 2016/17. The FY 2016/17 Budget also includes a dedicated position to support the project in the IT Department. Page 343 of 692 FY 2016/17 Adopted Work Plan and Budget Message Page A-17 Since FY 2005/06, the annual budget 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 2015/16 proposed projects totals $534,000 and is funded by a transfer of $395,000 from the General Fund and a transfer of $139,000 from the Information & Communications Technology Fund Balance. Below is a summary of the proposed projects. • Surveillance Camera Storage Solution ($169,000): This project would purchase additional storage for the Police Department's expanding surveillance camera program. • Control Room Storage Upgrades ($120,000): The project will purchase an additional 100 TB of storage capacity for the Communications department to store Commission and Committee meetings. This will also allow the Communications department to edit media in real-time. • Miami Beach Rising Above Portal ($120,000): This project will purchase a portal for the Miami Beach Rising Above project that will focus on bringing attention to citywide resiliency, adaption and climate mitigation strategies and initiatives. • Parks and Recreation Software ($75,000): This project will allow the Department of Parks and Recreation Department to procure a software solution for the registration and scheduling of programs as well as keep track of point of sale transactions and inventory. • Audit Management Software ($39,000): This project would address the City's Internal Audit department's need to automate the internal audit process. The Audit Management software includes risk assessment, scheduling, planning, execution, review, report generation, trend analysis, and audit committee reporting and storage. An additional feature of the software is the ability to automate follow up of all findings. • Power DMS ($11,000): This project will allow for the purchase of document management software for the Code Compliance department which will provide an all-inclusive solution for the electronic maintenance and administration of Standard Operating Procedures (SOPs), certification and other document-based elements. The web-based software will also allow administrators to effectively distribute policies, train staff and manage other accreditation related issues. ANALYSIS OF PROPERTY VALUES IN MIAMI BEACH On July 1, 2016, the City received the 2016 Certification of Taxable Value from the Property Appraiser's Office stating that the taxable value for the City of Miami Beach is $34.6 billion including $1 .1 billion in new construction. The certified 2016 value represents an increase of $3.9 Page 344 of 692 FY 2016/17 Adopted Work Plan and Budget Message Page A-18 billion or 13.03 percent more than the July 1, 2015, Certification of Taxable Value of $30.6 billion. As shown in the following table, the comparative assessed values for the Miami Beach Redevelopment Agency City Center redevelopment district increased from $4.8 billion to $5.6 billion an increase of $791 million or a 16.4 percent increase over 2015 certified values. Citywide values excluding City Center increased from $25.9 billion to $29.0 billion, an increase of $3.2 billion or 12.4 percent. Values outside the City Center area determine General Fund revenues. Jan. 1,2016 Value(in Change from 2015 Jan. 1 2015 Value(in billions) billions) Value(Budget) Revised Value As of July 1,2015 (For Change in As of July 1,2016 (For 2015/16 2015/16 2015 (For 2016/17 $ Budget) Projection) Values %Chg. Budget) (in billions) %Chg Total $ 30.6978 $29.9200 Citywide (0.7778) -2.5% $ 34.6977 $ 3.9999 13.0% RDA-City $ 4.8216 $ 4.4806 $(0.3410) -7.1% $ 5.6127 $ 0.7911 16.4% Qr Citywide Net of City $ 25.8762 $25.4394 $(0.4368) -1.7% $ 29.0850 $ 3.2088 12.4% 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 2016 Certification of Taxable Value and has been set at $34.7 million. Florida Statutes permit a discount of up to five percent for early payment discounts, delinquencies, etc. Therefore, the 95 percent value of the mill is $32.9 million. Net of Center City RDA tax increment available to the General Fund, the value of one mill at 95 percent is $28.2 million. Impacts of Changes in Property Values For FY 2016/17, the adopted operating millage rate for general City operations is 5.7092, which is equivalent to FY 2015/16. Based on the July 1, 2016, Certification of Taxable Value, 5.7092 mills would generate approximately $160,779,000 in general tax revenues, an increase of $17,618,000 over FY 2015/16 budgeted property tax revenues Citywide. Further, the January 1, 2015, tax roll Citywide declined by $777.9 million between the July 1, 2015 valuation and the July 1, 2016 valuation due to appeals, adjustments, etc., which is part of the reason that the FY 2016/17 "rolled-back rate" is significantly less than the FY 2015/16 current millage rate. The value of the area outside of City Center RDA declined by almost $436.9 million. Page 345 of 692 FY 2016/17 Adopted Work Plan and Budget Message Page A-19 State Legislated Operating Millage Requirements 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 approval of the Commission Millage is required to approve a millage up to 6.3643 (equivalent to 3.75 percent increase in property tax revenues). The 1 .0375 percent increase is the state per capita personal income gain for the prior calendar year. • Option II: A two-thirds approval (5 of 7 votes) of the Commission is required to approve a millage up to 7.0007 (equivalent to a 10 percent increase in the ad valorem revenues above Option I). • Option Ill: Option III: A unanimous approval of the Commission or referendum is required to approve a millage above 7.007 up to the 10 mill cap The final operating millage rate of 5.7092 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 2016/17 is approximately $5.9 million. Based on the July 1, 2016 Certified Taxable Value from the Property Appraiser, these bonds would require the levy of a voted debt service millage of 0.1796 mills. This represents a decrease of 0.0235 mills. Combining the Operating and Voted Debt Service Millage Levy At the July 13, 2016, Commission meeting, the Commission set the combined millage to 5.8888, a reduction of 0.0235 mills compared to FY 2015/16. Illustrated below is a comparison of the combined millage rates and ad valorem revenues to the City of Miami Beach for FY 2015/16 and FY 2016/17 (preliminary) including RDA. From FY 15116 FY 16117 Inc/(Dec) FY15/16 City of Miami Beach Millage Rates Operating Millage 5.7092 5.7092 0.0000 0.0% Debt Service 0.2031 0.1796 -0.0235 -11.6% Total 5.9123 5.8888 -0.0235 -0.4% Once adopted, the City of Miami Beach's total operating millage will decrease to the lowest rate in at least 54 years for which we have found records. Page 346 of 692 • FY 2016/17 Adopted Work Plan and Budget Message • Page A-20 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 percent), whichever is less. For 2015, the CPI has been determined to be 0.7 percent and therefore, the increase is capped at 0.7 percent for increased values as of January 1, 2016. Overall, based on the homesteaded properties in the January 1 , 2015 homestead values as of July 1, 2015 valuation, the median value of homesteaded property in Miami Beach for 2014 was $155,690, and the average $383,781 . Applying the increase to the market value of all existing homesteaded properties from the 2015 tax roll, and the 0.7 percent CPI adjustment, the impact of the millage rate adjustment to homesteaded properties would be as shown in the following table. Homesteaded Properties FY 2016/17 FY 2015116 with 0.7%CPI Median I Average Median I Average $ 155,690 I$ 383,782 $ 156,780 $ 386,468 City of Miami Beach Operating S 889 $ 2,191 $ 895 $ 2,206 Voted Debt 32 78 28 69 Total lvlami Beach S 921 $ 2,269 S 923 $ 2,275 $Change In Taxes Operating $ 6 $ 15 Voted Debt (4) (9) Total Miami Beach $ 2 $ 6 •Source:Mami-Dade County Property Appraiser's-2015-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 13.03 percent. The property value of individual properties may increase up to, but not more than 10 percent (excluding the school millage portion of the property tax bill). However, an individual property owner may see a higher than 10 percent increase if there is a change in ownership of a capped property resulting in a reset of the cap. Another potential factor, if applicable, would be the value of new construction which could contribute to a property value increase of higher 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. Page 347 of 692 FY 2016/17 Adopted Work Plan and Budget Message Page A-21 As of the first public hearing, the proposed countywide tax rate for Miami-Dade County millage remained flat at 4.6669; the proposed library tax rate is flat at 0.2840 mills; and the proposed debt service millage is decreased by 0.05 to 0.4000 mills. The proposed tax rate for the Miami-Dade School District decreased from 7.6120 to 7.3220 mills. The proposed Children's Trust millage is maintained at 0.5000 mills. As a whole, the proposed millage rates for the South Florida Water Management District, Okeechobee Basin, Everglades Project, and Florida Inland Navigational District decreased from 0.3896 mills to 0.3627 mills. With the proposed rates for FY 2016/17, the Miami Beach portion of the tax bill is approximately 30 percent of the total bill. Of note, the County millage is 1.0351 mills less than their millage in FY 2006/07, as compared to the City's millage which is 1.7842 mills less than the City millage in FY 2006/07. Further, the School Board millage is only 0.7830 below the FY 2006/07 millage rate. 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. Variance Variance OVERLAPPING TAX MILLAGE FY 06/07 FY 15/16;FY 16/17 from from FY 15/16 FY 06/07 City of Miami Beach . Operating Millage 7.3740 5.7092' 5.7092 0.0000 -1.6648 Voted Debt Service 0.2990 0.2031 0.1796 -0.0235 -0.1 194 • Total 7.6730 5.9123 5.8888 -0.0235 -1.7842 Miami Dade County Countywide 5.6150 4.6669 4.6669 0.0000 -0.9481 Library 0.4860 0.2840 0.2840 0.0000 -0.2020 Debt Service 0.2850 0.4500 0.4000 -0.0500 0.1150 Subtotal 6.3860 5.4009 5.3509 -0.0500 -1.0351 School Board 8.1050 7.6120' 7.3220 -0.2900 -0.7830 Children's Trust 0.4220 0.5000 0.5000 0.0000 0.0780 Other 0.7360 0.3896 0.3627 -0.0269 -0.3733 Total_ 23.3220 19.8148, 19.4244 -0.3904 -3.8976 Impact of Combined Tax Rates of Overlapping Jurisdictions on Homesteaded Properties The median and average January 1, 2015 taxable values of $155,690 and $383,782, respectively, will increase by 0.7 percent CPI in FY 2016/17 due to the Save Our Homes Cap which only allows taxable values to increase by 3.0 percent or CPI, whichever is lower. The following table provides examples of changes in property taxes for homesteaded properties using the proposed tax rates and potential changes from 2016 values. Applying the proposed combined millage rates results in a decrease of $41 for the median taxable home value and a $98 decrease for the average taxable home value. Page 348 of 692 FY 2016/17 Adopted Work Plan and Budget Message Page A-22 Impact on Homesteaded Properties Assuming Changes in Taxable Value from January 1,2016 FY 2016/17 FT 2015/16 with 0.7%CPI Median I Average Median I Average 2016 Preliminary Taxable Value $155,690 $383,782 $156,780 $386,468 City of Miami Beach Operating $ 889 $ 2,191 $ 895 $ 2,206 Voted Debt 32 78 28 69 Total Miami Beach $ 921 $ 2,269 $ 923 $ 2,275 Miomi Dade County 841 2,073 839 2,068 Schools 1,185 2,921 1,148 2,830 Other 139 341 135 333 Total $ 3,086 $ 7,604 $ 3,045 $ 7,506 Change in Triner City of Miami Beach Operating $ 6 $ 15 Voted Debt 14) (9) Total Miami Beoch $ 2 �$ 6 Miami Dade County (2) (5) Schools (37) (9 1) Other (4) (8� Total $ (41) $ (98) Median properties would pay approximately $3,045 for all taxing jurisdictions combined, while the average taxes generated would be approximately $7,506 per homesteaded property. Of these taxing jurisdictions, the highest component is the Miami-Dade School Board, at $1,148 for a median value property, and $2,830 for an average valued property. 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) 2016/17 Capital Budget. Preparation of the Capital Budget occurred simultaneously with the development of the FY 2016/17 — FY 2020/21 Capital Improvement Program (CIP) and FY 2016/17 Operating Budget: The Capital Budget for FY 2016/17 totals $86.61, million and will be appropriated on October 1, 2016. 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, construction/renovation of public facilities; and vehicle replacement. For a detailed listing of all capital projects, please refer to the Proposed FY 2016/17 — 2020/21 Capital Improvement Plan & FY 2016/17 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 Page 349 of 692 • FY 2016/17 Adopted Work Plan and Budget Message Page A-23 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 4. 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. ENTERPRISE FUNDS Enterprise Funds are comprised of Sanitation, Water, Sewer, Stormwater, Parking, and Convention Center Departments. The FY 2016/17 Enterprise Funds Budget is $209.3 million. This represents a decrease of $2.8 million (1 percent) from the FY 2015/16 budget of $212.1 million, primarily due to: • A significant reduction ($16.7 million) in the Parking budget due to lower than anticipated revenue collections in FY 2015/16. This may be as a result of increases in parking rates which took effect in FY 2015/16, as well as the growing popularity of a variety of ride sharing companies operating in the City. • Sewer reflects an increase in expenditures of $7.1 million, primarily due to increased sewer treatment costs and DERM fees. The budget also includes a proposed rate increase, which would generate $5.7 million in additional revenues. • Stormwater reflects an increase in expenditures of $7.3 million, primarily due to a $6 million increase in debt service costs, as a result of the FY2017 stormwater bond. 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 2016/17 Internal Service Fund budget is $83.9 million, or 4.4 percent, more than FY 2015/16. Internal Service costs are completely allocated to the General Fund and Enterprise Fund departments, Special Revenue Funds, and the Risk Management Fund reimburses the General Fund for the cost of legal services. RESORT TAX FUND The FY 2016/17 Resort Tax budget is $86.7 million, an increase of $8.0 million or 10.3 percent Page 350 of 692 FY 2016/17 Adopted Work Plan and Budget Message Page A-24 from FY 2015/16. This increase reflects the continued increase in resort tax revenues and the implementation of an additional 1 percent resort tax to pay for the Convention Center Renovation project. Highlights are listed below: • New enhancement of $255,000 for Code Compliance to add three additional positions for • the purpose of coordinating, supervising and oversight of a Short-term Rental Investigation Team to increase proactive enforcement and investigation of illegal Short-Term Rentals. • New enhancement of $1,093,000 for Police to create an Entertainment District Unit that will deploy 12 officers for 24 hour/7 day week coverage to enhance and proactively address issues unique to the entertainment district and will also have dedicated homeless outreach responsibilities. Officers will be deployed in areas of focus to include; Ocean Drive, Washington Avenue, Collins Avenue, and any adjacent areas as required. • $37,609,000 (a $1 million increase) is provided to the General Fund to support new and continuing tourism eligible expenditures such as more proactive code enforcement, cleanliness index, park ranger program, homelessness at Lummus Park, hurricane and disaster preparation equipment, increased support for the Miami Beach Botanical Garden and the City's cultural facilities, 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. • Includes $2.8 million for enhancing the outcomes from major events such as Memorial Day, including management and Goodwill Ambassadors. • The contribution to the Miami Beach Visitor and Convention Authority will increase from $2.6 million to $2.8 million based on the legislated funding formula. • Maintains $350,000 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. • Maintains $300,000 for enhanced holiday decorations in the tourism areas. • $200,000 contribution to help offset expenses of the Miami Beach Bowl or equivalent event. • Maintains $100,000 for enhancing the 4th of July event. • The third year of a 15 year annual contribution of $1 million to Mount Sinai Medical Center to fund the design and construction of a new Emergency Room facility. Page 351 of 692 FY 2016/17 Adopted Work Plan and Budget Message Page A-25 • The contribution to the Greater Miami Convention and Visitors Bureau (GMCVB) increased from $5.4 million to $6.5 based on a new performance-based contract. • Increased the transfer to Sanitation from $542,000 to $4,213,000 (a $3.7 million increase) which was previously funded through the former South Pointe RDA. • Includes the estimated debt costs of $13 million associated with the Resort Tax revenue bonds for the redevelopment of the Miami Beach Convention Center. CONCLUSION Through rigorous review and good leadership, the Adopted Work Plan and Budget for FY 2016/17 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 combined millage rate of 5.8888, which is 0.0235 mills less than FY15/16, is the lowest in the history of the City of Miami Beach, and certainly in the last 54 years for which we have found records. The FY 2016/17 Budget includes efficiencies that further streamline government operations and service level enhancements that address high priority needs of the City. 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 City Commission. I would particularly like to thank my Assistant City Managers 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 Cintya Ramos, Budget Director; Tameka Otto Stewart, Budget Officer; Richard Ajami, Natasha Diaz, and Lauren Wynn, Senior Budget Analysts; Damaris Lozano, Budget Analyst; Katherine Gonzalez, Senior Management Consultant; and Francis Frances, Executive Office Associate. Res.-ctfully submitted,A 1 1i y C. Morales Ci' onager . ' Page 352 of 692 ATTACHMENT A PROPOSED FY 2016/17 EFFICIENCIES Potential Recommended Program/Function Fund Efficiency/ Efficiency/ Potential Impact Reduction Reduction BUILDING 1 Eliminate one(1)CAP Structural Plans Examiner General $250,000 Core Service Impact 2 Eliminate one and one-half contracted Permit Clerks General $51,000 -Core Service Impact 3 Reduce funding for the replacement of various workstations and office furniture within the General $6,000 $6,000 Minimal Service Impact department Total $307,000 $6,000 CAPITAL IMPROVEMENT PROJECTS(CIP) 4 CIP P•Fl•ruWei,r GF7uW 11�. riI,ir 11F-9r ii.ire.un.1.ffi.- $58 000 •- 5 Administrative Support Staff-Office Associate IV-Provide administrative support to the General $41,000 Minimal Service Impact Department,process payments,process purchase orders,scan documents,receptionist res•onsibilities.etc. Total $99,000 CITY ATTORNEY 6 Professional Services-Reduce FY17 request-additional in-house work will need to be General $40,000 Core Service Impact done 7 Legal Fees Public -Decrease due to reduced need of outside council after Union General $40,000 Core Service Impact ne.otiations are com.leted B Supplies other-purchasing of new file cabinets and other miscellaneous office furniture General $18,000 Minimal Service Impact throu.hout the office which needs to be u.dated or re.laced 9 Renovations-Renovation of the City Attorney's office areas for optimization of space General $18,000 Minimal Service Impact .Ian Total $116,000 $0 CITY'CLERK 10 Full-Time to Part-Time Reduction:Reduce a full-time Code Violations Clerk to a part-time General $29,000 Core Service Impact status.Having the appropriate staff to support the Office of the Special Master is essential in order for the Office to provide prompt and comprehensive services to the Special Master,the public,and City Departments(Code,Fire,Building,Parking,Historic Preservation Board and Police(Red Light Camera Violations)).The reduction would increase the turnaround time required to resolve Code Violations,and would create additional burden on the Office of the City Clerk's staff that would have to assume the additional work.In addition,the number of Special Master hearings must be reduced from four to three times a month.Special Master hearings are held four times a month including both day and evening hearings.By undertaking these reductions,compliance • with the Code within a reasonable time frame may be impacted,as hearings and compliance will be set further into the future. 11 Make one of the Central Services Technician to a(20 hour per week)part-time employee. Internal $25,000 Core Service Impact Having the staff to support the Mail Room Functions is essential in order to ensure that letters and packages are promptly sent and delivered in and out of the workplace. By reducing this position to a part-time status it will impact every City Department,as everyone sends and receives mail.The timeliness of getting mail to clients and residents is crucial.The reduction would increase the intervals between mail distribution and • pickup. Large outgoing mailings,especially those requiring collating letters or brochures and stuffing and stamping the envelopes may have to be outsourced.The turnaround time required for print jobs would also be impacted,as the staff that is currently assigned to the print shop would be utilized to undertake the essential functions of the mailroom. 12 The following miscellaneous expenses may be reduced.1)Travel at a cost of$2K;2) General $5,000 $5,000 Moderate Service Impact Training&awards at$2K,and 3)Subscriptions at a cost of$1K.These reductions will impact the education and training received by employees of the Office of the City Clerk and.ossibl impact services. Total $59,000 $5,000 CITY'MANAGER 13 Eliminate 2 Part-time Rapid Response Team positions General $48,000 $48,000 Moderate Service Impact 14 Reduce Rapid Response Team supply budget General $15,000 $15,000 Moderate Service Impact Total $63,000 $63,000 CODE COMPLIANCE 15 Move the expense of two existing Code Compliance Officer positions dedicated to General $146,000 $146,000 Minimal Service Impact handling short-term rental investigations from General Fund to Resort Tax(Salary, Uniforms Social Securi 16 Reduce fundin.for Lot Clearance Services 1111111EMEM $12 000 $12 000 IZOIMMErErj. 17 Reduce fundin.for De.artmental Accreditation • $2 000 $2 000 Total $160,000 $160,000 COMMUNICATIONS 18 Reduce the amount of professional services or the number of temporary employees. General $30,000 Core Service Impact These employees typically include the sounds engineer,photographers and on-air staff for ori.inal.ro.rammin.on MBTV. 19Ca. Har xn hIiratrm n u ehamta[ uamrunum .)!M $10 000 - $10'000 20 Reduce Office Su..lies bud.et MEIMEM $4 000 $4.000 Total $44,000 $14,000 EMERGENCY MANAGEMENT 21 Eliminate Security Guards located in the City Hall Campus General $150,000 Moderate Service Impact 22 Eliminate one Emergency Management Specialist position General $76,000 Moderate Service Impact 23 Eliminate Security Assessment&Crime Prevention Design program General $56,000 Moderate Service Impact Total $282,000 $0 FINANCE 24 Reduce.rofessional services expenses MEIEZIMI $80.000 $80 000 IMIZEIMMIME 25 Reduce.osta.e expenses 1111.EMEM '.20 000 Total $100 000 $80000 Page 353 of 692 Page 1 of 4 ATTACHMENT A PROPOSED FY 2016/17 EFFICIENCIES Potential Recommended . Program/Function Fund Efficiency/ Efficiency/ Potential Impact Reduction Reduction FIRE 26 Not Fill 10 Part-Time Lifeguard Positions in Ocean Rescue General $175,000 Core Service Impact 27 Not Fill 2 Firefighter I positions General $170,000 Core Service Impact 28 Eliminate Grant requests with required matching funds General $133,000 Core Service Impact 29 Eliminate 1 FPA Position in Fire Prevention General 5113.000 Core Service Impact 30 Reduce Uniform expenses General S97.000 Moderate Service Impact 31 Eliminate Administrative Assistant I in Fire Prevention General $80,000 Core Service Impact 32 Reduce Olher Operating expenses General $74,000 $74.000 Moderate Service Impact 33 Eliminate 1 Inspector Position in Fire Prevention General $65.000 Core Service Impact 34 Reduce Conferences/Travel expenses General $55,000 $55,000 Minimal Service Impact 35 Eliminate Quarter Master Position General $54,000 Core Service Impact 36 Reduce Training/Award expenses General $38.000 Moderate Service Impact 37 Remove Temporary Labor Funding General $35,000 $35,000 Moderate Service Impact 38 Reduce In-house Background Testing General $27,000 Moderate Service Impact 39 Reduce Contracted Services expenses General $20.000 $20,000 Moderate Service Impact 40 Reduce Office Supplies expenses General $16,000 $16,000 Moderate Service Impact 41 Reduce Subscription expenses General $6.000 $6,000 Minimal Service Impact 42 Reduce Promotion expenses(Pub Ed:Hats,books,pencils etc.) General $5,000 Moderate Service Impact 43 Reduce Furniture expenses General $5,000 $5,000 Minimal Service Impact 44 Reduce Dues&Membership expenses General $4.000 $4,000 Moderate Service Impact Total $1,172,000 $215,000 FLEET MANAGEMENT 45 Reduce automobile car washing services Internal $15,000 $15,000 Moderate Service Impact 46 Reduce Vehicle and Heavy Equipment Towing Services Internal $7,000 Core Service Impact 47 Reduce Contract Maintenance Internal $135,000 Moderate Service Impact 48 Reduce Contracted Services-repairs and maintenance Internal $11,000 Moderate Service Impact Total $168,000 $15,000 HOUSING&COMMUNITY SERVICES 49 Elimination of HOME Coordinator General $41.000 Moderate Service Impact 50 Elimination of 5 shelter beds at Lotus House General $16,000 Minimal Service Impact 51 Elimination of Police overtime General $10,000 Minimal Service Impact 52 Reduce homeless relocation General $10.000 Moderate Service Impact 53 Reduce homeless rent assistance for shelter transitions General $9,000 Moderate Service Impact 54 Elimination of homeless client storage General $2,000 Minimal Service Impact Total $88,000 $0 HUMAN RESOURCES&LABOR RELATIONS 55 Professional Services General $20,000 $20,000 Minimal Service Impact 56 Professional Services General $20,000 $20,000 Minimal Service Impact 57 Temporary Labor General S13.000 $13,000 Minimal Service Impact 58 Training&Awards General $3,000 $3,000 Minimal Service Impact 59 Training&Awards _ General $2.000 $2.000 Minimal Service Impact Total $58 000 $58 000 HUMAN RESOURCES OURCES•RISK MANAGEMENT _ 60 Professional Services _ Internal $34,000 Core Service Impact Total $34,000 $0 INFORMATION TECHNOLOGY 61 IT can research the possibility of developing applications that run on the!Pad deployed Internal $200,000 Moderate Service Impact for Energov project in order to make the Panasonic Toughbooks obsolete for Building and Code thereby eliminating the need to replace the Building and Code units that are due to be replaced in FY 16/17. 62 IT can research the possibility of converging storage technologies versus the trending Internal $160,000 $160,000 Core Service Impact predicted growth of storage requirements to reduce the amount of Storage Area Network growth that is purchased in FY 16/17 to maintain the industry best practice buffer capacity between storage demands and storage supply. - Total $360,000 $160,000 OFFICE BUDGET&PERFORMANCE IMPROVEMENT 63 Reduce Professional Fees for outside Audit Contractors General $20,000 Moderate Service Impact 64 Training and Awards General $10,000 $10,000 Minimal Service Impact 65 Prof Services General $4,000 $4,000 Minimal Service Impact 66 Travel General $4,000 $4,000 Minimal Service Impact 67 Advertising General $2,000 $2,000 Minimal Service Impact 68 Other Operating General $2,000 $2,000 Minimal Service Impact 69 Dues and Membership General $2,000 $2,000 Minimal Service Impact Total $44 000 $24,000 ORGANIZATIONAL DEVELOPMENT&PERFORMANCE INITIATIVES 70 New Hire Orientation General $5,000 Core Service Impact 71 Additional Adobe Licenses General $3,000 Core Service Impact 72 Employee Suggestion Program General $2.000 Core Service Impact 73 Supplies Other-Equipment General $2,000 $2,000 Minimal Service Impact 74 Supplies Office-Projector General $1,000 $1,000 Minimal Service Impact 75 Dues&Memberships New General $1,000 $1,000 Minimal Service Impact 76 Telephone - General $1,000 $1,000 Minimal Service Impact Total $15,000 $5,000 Page 354 of 692 Page 2 of 4 ATTACHMENT A PROPOSED FY 2016/17 EFFICIENCIES Potential Recommended Program/Function Fund Efficiency/ Efficiency/ Potential Impact Reduction Reduction PARKING 77 Garage Washdown Enterprise $335,000 $26.000 Moderate Service Impact 78 Highgrade Concrete treatment Enterprise $164,000 $164,000 Minimal Service Impact 79 FLZ-Police overtime Enterprise $150.000 Core Service Impact 80 Painting(12th Street and 13th Street Garages-5200K budget)-reduce to 1 garage Enterprise $100,000 Moderate Service Impact 81 PC Replacements Enterprise $75,000 Core Service Impact 82 Advertising Enterprise $70,000 Minimal Service Impact 83 Cost of development and processing of permits that have not transitioned to paperless Enterprise $68,000 Minimal Service Impact system i.e.house of worship,hotel hang tags,etc. 84 Holiday Lighting Enterprise $55,000 $55,000 Minimal Service Impact 85 Garage Police Off-Duty(Memorial Day and New Year's Eve) Enterprise $50.000 Core Service Impact 86 Extend Pay by Phone Enterprise $26,000 Minimal Service Impact Total $1,093,000 $245,000 'PARKS 8 RECREATION 87 Reduction in Parks Ground Maintenance City-Wide General $205.000 Moderate Service Impact 88 Reduction of Overtime General $93,000 $93,000 Moderate Service Impact 89 Reduction in Overall Parks and Recreation Property Management Budget General $75,000 Core Service Impact 90 Elimination of Park Facilities Furniture&Fixtures Replacement General $47.000 $47.000 Minimal Service Impact 91 Elimination of 1 of 2 Streetscape Maintenance Operators General $33,000 Moderate Service Impact . 92 Reduction in Sand,Fertilizer,Chemicals and Grounds/Landscaping General $32,000 Core Service Impact 93 Reduction in Sand,Fertilizer and Chemicals General $27,000 Core Service Impact 94 Reduction in Park Facilities Paint and Janitorial Supplies(Budget will remain same as General $23,000 Core Service Impact FY16) 95 Reduction in Replacement of Plant Materials(Budget will remain same as FY16) General $20,000 $20,000 Minimal Service Impact 96 Reduction in Special Event Rentals(Ex.Inflatables and Carnival Rides) General $15,000 Core Service Impact 97 Reduction in Year-round Youth Programming Expenses General $15,000 Core Service Impact 98 Conversion of a FT Golf Course Equipment Operator to part-time General $15,000 Moderate Service Impact 99 Elimination of Ice Rink Ammonia Refrigeration Plant Repairs General $12,000 Moderate Service Impact 100 Elimination of North Shore Park Senior Scenes Budget Increase(Budget will remain General $9,000 Moderate Service Impact same as FY16) 101 Reduction in Staff Conferences(1 STMC,1 NARCE,and 3 FRPA) General $8.000 $8,000 Minimal Service Impact 102 Reduction in Office Supplies(Park Facilities and Administration) General $8,000 $8.000 Minimal Service Impact 103 Reduction in New Program Instructors General $7,000 Minimal Service Impact 104 Reduction in General Repairs and Maintenance General $6,000 Moderate Service Impact 105 Reduction in Park Ranger Uniforms General $5,000 Minimal Service Impact 106 Reduction in Advertising General $5,000 $5.000 Minimal Service Impact 107 Reduction in Director Conferences(1 Out of State Conference) General $3.000 $3,000 Minimal Service Impact 108 Reduction in Tree Pruning General $3,000 Moderate Service Impact 109 Reduction in Golf Course Repairs&Maintenance General $3.000 Moderate Service Impact 110 Reduction in General Repairs and Maintenance General $3,000 Moderate Service Impact 111 Elimination of Staff Trainings and Certifications General $2,000 Minimal Service Impact Total $674,000 $184,000 PLANNING 112 Professional Services General $40,000 $40.000 Core Service Impact 113 E-Recording General $15.000 Core Service Impact 114 Advertising General $10,000 Core Service Impact 115 Postage General $7,000 Core Service Impact 116 Travel General $5,000 $5,000 Minimal Service Impact 117 Supplies General $5,000 Core Service Impact 118 Printing General $3,000 Core Service Impact 119 Dues 8 Memberships General $3,000 $3,000 Minimal Service Impact Total $88 000 $48,000 i 'POLICE 120 10 Police Officer vacancies General $1,270,000 Core Service Impact 121 Security Guards that provide services to various locations throughout the city.These General $411,000 Core Service Impact locations include Recreation Corridor,Alaska Bay,Boardwalk-North 8 South 8 City Hall. 122 Eliminate 6 Full Time Public Safety positions General $286,000 Core Service Impact 123 School Liaison Officers(5)@$1,706.00 bi-weekly'17 pay periods General $154,000 Core Service Impact Total $2,121,000 $0 PROCUREMENT 124 Salaries 8 Wages(Convert Procurement Officer III position into Procurement Contract General $45,000 $17,000 Minimal Service Impact Analyst I) 125 Professional Services General $14,000 $14,000 Core Service Impact 126 Telephone General $2,000 $2,000 Minimal Service Impact 127 Supplies-Other General $2,000 $2,000 Moderate Service Impact 128 Fumiture 8 Fixtures General $1,000 $1,000 Minimal Service Impact 129 Total $64,000 $36,000 PROPERTY MANAGEMENT 130 Elimination of Access Control Consultant General $25,000 Moderate Service Impact 131 Elimination of Infrared Aerial Roof Moisture Scan General $75,000 Moderate Service Impact 132 Elimination of Temporary Labor General $30_000 Moderate Service Impact 133 Reduction in Overtime General $53,500 Moderate Service Impact Total $183,500 $0 PUBLIC WORKS 134 Wire,Fixture,Street Lighting,&Electrical reduction General $100,000 Core Service Impact 135 Contract Maintenance(FY 16/17 Increase) General $99,000 Core Service Impact 136 Resurfacing of Streets& Electrical Wiring General $79,000 Core Service Impact 137 Professional Consulting Services General $25,000 $25,000 Moderate Service Impact 138 Reduce E-builder licenses by 4 General $6,000 - $6,000 Minimal Service Impact Total $309,000 _ $31,000 Page 355 of 692 Page 3 a4 ATTACHMENT A PROPOSED FY 2016/17 EFFICIENCIES Potential Recommended Program/Function Fund Efficiency/ Efficiency/ Potential Impact Reduction Reduction PUBLIC WORKS-SEWER 139 Electrical Services Enterprise $150,000 Core Service Impact 140 Generator Services and Load Bank Testing Enterprise S145,000 Core Service Impact 141 Emergency Repairs reduction from 5250K to 5210K Enterprise $40,000 $40.000 Minimal Service Impact Total $335,000 $40,000 PUBLIC WORKS-STORMWATER 142 Contract services-reduce$100K to eliminate pump rebuilds Enterprise $100,000 Core Service Impact 143 Rent Building and Equipment reduce from 5192K to 5142K(eliminate Jersey Dam) Enterprise $50,000 Minimal Service Impact 144 Other-reduce tide flex 520K,reduce castings 520K Enterprise $40.000 Core Service Impact 145 Eliminate 535K for portable pump Enterprise $35,000 Core Service Impact 146 Environmental Specialist moved to Environmental Department Enterprise $99,000 Minimal Service Impact . Total $324 000 $0 PUBLIC WORKS-WATER 146 Pipes,valves,saddles,and repair clamps reduction Enterprise $135,000 Core Service Impact 147 Rexall Warranty on Variable Frequency Drives Enterprise $50,000 $50,000 Minimal Service Impact 148 Water Storage Tank Rehab Enterprise $50,000 Core Service Impact 149 Contingency _ Enterprise $71,000 Core Service Impact Total $306,000 $50,000 TOURISM,CULTURE,&ECONOMIC DEVELOPMENT - 150 Vacant Field Monitor Position.TCED,currently,has two Field Monitors budgeted.The General $41,000 Core Service Impact result of being budgeted for one would impact the routine monitoring of film,photography, special events production activities as well as beach concessions and Market contracts. 151 Art Education Program(30%reduction,CAC Division would still fund$75K per Fiscal General 530,000 $30,000 Moderate Service Impact Year) 152 Arts in the Park Program(About 9%Reduction of SoundScape Cinema Series and live General $5,000 $5,000 Minimal Service Impact performances in the Parks) Total $76,000 $35,000 SANITATION 153 Additional services will be reduced and only basic service will remain. Additional Enterprise $367,000 Moderate Service Impact attendants&extended hours would be removed from facilities. This initiative was added to provide better service.The reduction in this service would result in a decrease in cleanliness and customer dissatisfaction.This service was added in fiscal year 2015- 154 Big Belly pilot program would be removed from service Enterprise $37.000 Minimal Service Impact 155 Residential Bulk Waste Enterprise $8.000 Minimal Service Impact Total $412,000 $0 TRANSPORTATION 156 Shortening operating service hours on weekdays by 0.5 hours and on Saturdays by 2 Special Revenue $381,000 Moderate Service Impact hours for citywide trolley system(Alton West Trolley,North Beach Loop,Mid Beach Loop,Collins Link,and South Beach Trolley). The new operating schedule would be Monday-Friday 6:30AM-Midnight and Saturday and Sunday 8AM-Midnight. Original budgeted service hours for the citywide trolley system(per CSL)are from 6AM-Midnight Monday through Saturday and 8AM-Midnight on Sundays. 157 Deferring Traffic Studies Special Revenue $46,000 Minimal Service Impact Total $427,000 $0 Potential Recommended Efficiency/ Efficiency/ Fund Reduction Reduction General Fund 56.097,500 I 5964.000 Internal Service impact(%could change based on allocations:82%assumption) $482,000 I`_$144,000 $6,579,500 $1,108,000 Internal Service $587,000 i $175,000 Enterprise $2,470,000 t $335,000 Special Revenue $427,000 ) $0 Page 356 of 692 Page of ATTACHMENT B PROPOSED FY 201 6/1 7 ENHANCEMENTS Requested Recommended Year 2 mom Department Fund Enhancement Enhancement Impact mingal Citywide _ _ _ _ 1 Pension Mortalil Pa ment Set Aside =MEE S3 000.000 $3,000 000 INIM:■017.1131M 2 Risk Mana•ement Fund Deficit Allowance =E1=1= $1.000.000 - r r r r Total 54 000,000 • $3 000,000 ' ' ' ' •City'Manager _ __. _. ..... _ 3 Open Data =MI= $647,000 $597,000 mini r Total $647,000 1'' $597,000 EM MEN ' Code Compliance 4 Code Com.liance Officers 2 -Short Term Rentals =MEM $161,000 $161,000 $132 000 ®i r' 5 Code Com.liance Administrator-Short Term Rentals =ZEN= $94,000 S94 000 $83 000 NTE11170 Total $255 000 $255 000 $215 000 EMT. Communications 6 ae.wiu.i•iprg.r�r:R�r-.L(uo'. IU(.p ialf.Y=F-xyi8 i.el. ,isl(MUra rLPMEINIMIEIMEIMM 512.000 $12 000 ITESIIE Total $12 000 11111.0 $12 000 ITEM 'Environmental 7 Environment 8 Sustainabilit -Assistant Director =EIIIIMIM $108 000 $152 000 ME MM r 8 Sustainabilit Division-Environmental S.ecialist =EMT= $99.000 $118.000 ®i r r 9 Sustainabili Division-Environmental S•ecialist =MEM= $87,000 $127,000 WWII r 10 Environmental Resources-Pro'ect Manager =MMI= $79.000 $110,000 Krum r 11 Sustainabilit -Ener• Anal st =MIME011 $74 000 111.11 5103 000 worm 12 Urban Fores Mana•ement Plan $60 000 11.11111:EMITE 13 Urban Fores -Permit Clerk I MEIMIMI $51 000 $67 000 EINEM Total $558 0.00 $677 000 WWII ' EmergencyManagement/9.1-1 • 14 Securit Master Plan-Cit ide $1 500 000 ■■z7■ziorro 15 Staff Au•mentation $588 000 $588 000 zrorrs 16 Security Guard Protection Program(City Hall,Homeless Outreach/Parking 24 hrs.(3 guards)/ General $582,000 $582,000 0.0 0.0 Buildin•Cit Hall/Police:Cit Hall Ni•hl Guard/Floater Back U. 17 Radio maintenance•ro ect P25 radios to extend current radio stock =REM= $558 000 18 Dis.atchers-7 New Positions =MIT= $416 000 $482 000 Emirs r 19 Ph sical Securi Enhancement-Ci Hall MOMEIIIII $234 000 '®i r r r r 20 Public Safety Communications Unit-4 Dispatchers(to support new Police/Fire enhancements) General $230,000 $268,000 4.0 0.0 21 Power.hone Total Res.onse 1=== 5137.000 = ■72■111111CCII 22 Stora•e Tank Maintenance Pro•ram $135.000 $135 000 $135 000 wrzfrs 23 Information Technolo• S•ecialist 1 1508 11=== $61,000 $73 000 ®i r r 24 Identification and Access Control S stem =MIM=I $36 000 -_ r r r r Total $4,477,000 $135,000 $2,128,000 nom Fire • 25 Rescue 44 7 Lieutenants/6 firefi•hters•also staffs Fire Boat $1 371.000 $1 371 000 51 537 000 ®i r r Total $1,371,000 $1,371,000 $1,537,000 rum Housing 8 Community Services 26 Homeless Overni.ht and Recove Center MOM= •557 000 $572 000 Imam 27 Work Trainin.Pro.ram MOTIMM 60 000 '.60 000 .60.000 •r r r r Total •617 000 60 000 632 000 WIWI Information Technology 28 Succession Plan-Senior S tems Ana st MIENEM $71 000 111111.11111.1111 $84,000 sown r 29 Munis Administrator-Senior S stems Anal st $71 000 $71 000 $84,000 Wuxi r 30 Network Path Diversi MIEMEM $70 000 $70 000 $70 000 Erman Total $212,000 $141,000 $238,000 EIENITI :Organizational Development 8Performance,mprovement 31 Vofunta Pre-Kinder•arten Pr..ram FITIMMER1 141 000 '.141 000 r r r r 32 Doctoral Ph.D. Interns MOM= .73 000 1■ 17■IMIDIFIEN 33 CMB Nurse Enhancement Initiative at 5 schools =MEI= $54 000 $54 000 1u !r r r 34 Office Associate V IMMEMMIM '.23 000 $35 000 ItrIllrEll 35 Dual nrollment Expansion Q 13 000 13 000 1111111571711111111111MINTII 0. 11111=11M111 08 00' wirmrommrairri Parking 36 Parkin.Administration Rece•tion 11.12=5.11 $48 000 $48 000 $58 000 mum r . NomrommarTtzm .58 000 TIMM 'Parks&,Recreation 37 Park Ranger Program Expansion-3 Full-time Park Ranger II, 9 Full-time Park Ranger I and 5 Part- General $973.000 $1,086,000 17.0 0.0 time Park Ranger I 38 Park Rangers for Lummus Park(ODTF Request)6 Full-time Park Rangers 8 2 Part-time Park General $509,000 $509,000 $544,000 8.0 0.0 Rangers 39 Venue for Senior Parties $100 000 $100 000 :12■1111317Mirril 40 Activation of Lummus Park ODTF Request $100 000 '®i r r r r 41 Vehicles for Current Park Ran•er Pro.ram MEZEIEM $100 000 miNENNI■i■wriurri 42 UNIDAD Restroom Cleanin•Services Expansion =EIZEEM $95 000 $95 000 $95,000 wrorri 43 Cres.i Park Pla •round Shade Structure =MI= $25 000 11.111111.11111iirnirri 44 Additional Seasonal Inclusiona Aides IIME2=11111 $80 000 $80 000 $80 000 wrigrn 45 Parks and Recreation Vehicles =MEE= $95 000 46 O•tion 1-Park Ran.ers for Maurice Gibb Memorial Park Dock Master =MEM $129,000 S $143 000 ®i ®i 47 O•tion 2-Park Ran•ers for Maurice Gibb Memorial Park Dock Master MEM= $42 000 .50 000 Enna] ®i Total $2,248,000 $784,000 $1,998,000 maim Planning 48 Office Associate III Best Buddies MEIEIZI= $50 000 $50 000 $58 000 Erirri Total $50 000 $50 000 $58 000 limn ' Page 357 of 692 1 oft ATTACHMENT B PROPOSED FY 2016/17 ENHANCEMENTS Requested Recommended Year 2 Total Department Fund Enhancement Enhancement Impact FT PT Police 49 12 Police Officers for new Entertainment District Resort $1,093,000 $1,093.000 $1,117.000 12.0 0.0 50 Bearcat Armored Vehicle-1 General $220,000 SO 0.0 0.0 51 2 City Hall Security Guards General 5236.000 5176.000 2.0 0.0 52 3 Police Officers-Mid Beach General $212,000 5212.000 $263,000 3.0 0.0 53 Crime Prevention Analytical Software General $160,000 $0 0.0 0.0 54 2 Police Officers-North Beach General $143,000 $143,000 $176,000 2,0 0 0 55 Unmanned Aerial Vehicle-1 General $100,000 $0 0 0 0,0 56 ATV's-8 General $92,000 $0 0.0 0,0 57 ATV's-Six to support approved Police enhancements Resort $67,000 $67,000 $0 0.0 0.0 58 Recruit Hiring Initiative General $65,000 $0 0.0 0.0 59 Leased Vehicles-7 General $58,000 $58.000 0.0 0.0 60 Golf Cart-4 General $46,000 $0 0.0 0.0 61 School Liaison Officer General $45,000 $45,000 $54.000 1.0 0.0 62 Mules(Gator)-2 General $21,000 $0 0.0 0.0 Total $2,558,000 $1,560,000 $1,844,000 20.0 0.0 Procurement 63 Electronic Tracking System General $45,000 545,000 $45,000 0.0 0.0 _ Total $45,000 $45,000 $45,000 0.0 0.0 Property Management --_ - _ 64 Lincoln Road Revitalization Enhancements RDA $380,000 $380,000 0.0 0.0 65 City Hall 3rd Floor Pedestrian Bridge Weatherproofing Internal $200,000 $0 0.0 0.0 66 Integrated Maintenance Consulting Services Internal $80,000 $0 0-0 0-0 Total $660 000 $0 $380 000 0.0 0.0 Public Works 67 Maintenance of Trees in Right-of-Way throughout the City of Miami Beach General $1,300.000 $1,300,000 0-0 0.0 68 Two(2)Greenspace Mgt.Tree Trimmers and one bucket truck for Rights-of Way Tree General $200,000 $187,000 $113,000 2.0 0.0 Maintenance throughout the City of Miami Beach 69 Civil Engineer 1(1 FTE) General $102.000 $92.000 1.0 0.0 70 Water Truck with tank,water cannon on the sidewinder,and Honda gas water pump General $93.000 $0 0.0 0.0 71 Spay and Neutering of Cats General $41,000 $41,000 0.0 0.0 72 Trimble R 10 GPS Rover System General $30,000 $0 0.0 0.0 - 73 Unmanned Aerial S stems Im•lementation Overview General $26 000 $0 0.0 0.0 Public'Works--Sewer -�. - -- --� 74 PLC Replacement for All Sewer Pump Stations(14 Total) Enterprise $600,000 $0 0.0 0.0 75 Replacement Generator for control room with transfer switch Enterprise $500,000 $0 0.0 0.0 76 Flow Meters Replaced in Sewer Pump Stations Enterprise $250,000 $0 0.0 0.0 77 SCADA Controls Instrumentation 8 Flow Meters Enterprise $160,000 $160,000 0.0 0.0 78 Rexel Assurance Warranty on VFD's and PLC Services Enterprise $100,000 $0 0.0 0.0 79 Civil En.ineer 11/3 between water/sewer/storm Ente.rise $26.000 $26,000 $31 000 0.3 0.0 ,Public Works-Stormwater _ _ 80 Civil Engineer I(1/3 split between water/sewer/storm) Enterprise $26,000 $26,000 $31,000 0.3 0.0 81 Ground Penetratin•Radar GPR Tri.le Fre•uenc Enterprise $25000 $0 0.0 0.0 Public Works-'Water,. 82 Program Logic Controllers(PLC)Replacement Program -Water Enterprise $250,000 $0 0.0 0.0 83 Water Meters Enterprise $225,000 $225,000 $0 0.0 0.0 84 Civil Engineer I(1/3 between water/sewer!storm) Enterprise $26,000 $26,000 $31,000 0.3 0.0 Total $3,980,000 $490,000 $1,799,000 4.0 0.0 Sanitation 85 Can On Every Comer Enterprise $145,000 $145,000 $0 0.0 0.0 Total $145,000 $145,000 $0 0.0 0.0 _TCED 86 Miami Beach Air&Sea Show Resort $650.000 FY16 Year-End $0 0.0 0.0 Surplus 87 Bass Museum Budget Increase FY16 Year-End $560,000 $400,000 $0 0.0 0.0 Resort Surplus& CAC 88 World OulGames FY16 Year-End $300,000 $300,000 $0 0.0 0.0 Resort Surplus 8 vca 89 Bass Museum Space Renovations General 5150,000 $0 0.0 0.0 90 Major League Baseball All-Star Game-FanFest Resort $100,000 FY16 Year-End $0 0.0 0.0 Surplus 91 ITF Seniors World Team and Individual Tennis Event Q North Beach Resort $50,000 FY16 Year-End $0 0.0 0.0 • Surplus Total $1,810,000 $700,000 $0 0.0 0.0 Transportation - 92 Ciclovia Special Revenue $320,000 - $120,000 $320,000 0.0 0.0 93 Transportation Fund(0-.25%of General Fund revenues) General $396,000 $396,000 0.0 0.0 Total $716,000 $120,000 $716,000 0.0 0.0 Fund Requested Proposed Enhancement Enhancement General Fund $17,911,000 I $6,086,000 Internal Service Impact(assumes 82%allocation) $404,000 $116,000 $18,315,000 $6,202,000 Internal Service $492,000 $141,000 Resort $2,215,000 $1,415,000 RDA $380,000 $0 Enterprise $2,381,000 $496,000 Special Revenue $474,000 $274,000 Page 358 of 692 2 oft I- 0 0 0 z z >- w r >- U cc ce 0 g U U U Z z = Z w Z Z Z Z w (9 w w w < CI Q U U O z 0 w w w a U J w A LL1 �.I.f w w J ,_w eL 0) N C C C a) ._ 0) c m IC.� cUj io O c O) c0 a) 0 -0 a C O C U -O a) w C -O o CO O 7 co ca -O m N O 4 c O c c O co E .c E 2 C O c` co O) a) d C OU c O N CO Q co C O o Co O a_6 0) .E D > a) 'c ] O U j CD m O O U O) N E Co W O c a) C co A CL E a�i c E _ O)° O .S a) . a 'co O 3 n a N N � N a ` O -O co W O 0 O c c C Co N O O U O 0) Q °� m '� a I— 'C a) cp O a) @ X U T d j Q7 a) C ::. 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N V O 'O 2 0] 0 °a c w t 'O O� •D 0_ T v' c c(9 CO 00 Q Q Y z < 030w 2 000 3 8 Q 3 1 0 ATTACHMENT B PROPOSED FY 2016/17 EFFICIENCIES Potential Recommended Program/Function Fund Efficiency/ Efficiency/ Potential Impact Reduction Reduction BUILDING 1 Eliminate one(1)CAP Structural Plans Examiner General $250,000 Core Service Impact 2 Eliminate one and one-half contracted Permit Clerks General $51,000 Core Service Impact 3 Reduce funding for the replacement of various workstations and office furniture within the General $6,000 $6,000 Minimal Service Impact department Total 5307,000 $6,000 CAPITAL IMPROVEMENT PROJECTS,(CIP) 4 CIP Project Management Staff-Construction Manager General $58,000 Minimal Service Impact 5 Administrative Support Staff-Office Associate IV-Provide administrative support to the General $41,000 Minimal Service Impact Department,process payments,process purchase orders,scan documents,receptionist responsibilities,etc. Total 599,000 $0 CITY ATTORNEY 6 Professional Services-Reduce FY17 request-additional in-house work will need to be General $40,000 Core Service Impact done 7 Legal Fees Public -Decrease due to reduced need of outside council after Union General $40,000 Core Service Impact negotiations are completed ' 8 Supplies other-purchasing of new file cabinets and other miscellaneous office furniture General $18,000 Minimal Service Impact throughout the office which needs to be updated or replaced 9 Renovations-Renovation of the City Attorney's office areas for optimization of space General $18,000 Minimal Service Impact plan Total $116,000 $0 CITY CLERK 10 Full-Time to Part-Time Reduction:Reduce a full-time Code Violations Clerk to a part-time General $29,000 Core Service Impact status.Having the appropriate staff to support the Office of the Special Master is essential in order for the Office to provide prompt and comprehensive services to the Special Master,the public,and City Departments(Code,Fire,Building,Parking,Historic Preservation Board and Police(Red Light Camera Violations)).The reduction would increase the turnaround time required to resolve Code Violations,and would create additional burden on the Office of the City Clerk's staff that would have to assume the additional work.In addition,the number of Special Master hearings must be reduced from four to three times a month.Special Master hearings are held four times a month including both day and evening hearings.By undertaking these reductions,compliance with the Code within a reasonable time frame may be impacted,as hearings and compliance will be set further into the future. 11 Make one of the Central Services Technician to a(20 hour per week)part-time employee. Internal $25,000 Core Service Impact Having the staff to support the Mail Room Functions is essential in order to ensure that letters and packages are promptly sent and delivered in and out of the workplace. By reducing this position to a part-time status it will impact every City Department,as everyone sends and receives mail.The timeliness of getting mail to clients and residents is crucial.The reduction would increase the intervals between mail distribution and pickup. Large outgoing mailings,especially those requiring collating letters or brochures and stuffing and stamping the envelopes may have to be outsourced.The turnaround time required for print jobs would also be impacted,as the staff that is currently assigned to the print shop would be utilized to undertake the essential functions of the mailroom. 12 The following miscellaneous expenses may be reduced.1)Travel at a cost of 52K;2) General $5,000 $5,000 Moderate Service Impact Training&awards at$2K,and 3)Subscriptions at a cost of$1K.These reductions will impact the education and training received by employees of the Office of the City Clerk and possibly impact services. Total $59,000 $5,000 CITY MANAGER, 13 Eliminate 2 Part-time Rapid Response Team positions General $48,000 $48,000 Moderate Service Impact 14 Reduce Rapid Response Team supply budget General $15,000 $15,000 Moderate Service Impact Total $63,000 $6.3,000 CODE;COMPLIANCE 15 Move the expense of two existing Code Compliance Officer positions dedicated to General $146,000 $146.000 Minimal Service Impact handling short-term rental investigations from General Fund to Resort Tax(Salary, Uniforms,Social Security) 16 Reduce funding for Lot Clearance Services General $12,000 $12,000 Minimal Service Impact 17 Reduce funding for Departmental Accreditation General $2,000 $2,000 Minimal Service Impact Total $160,000 $160,000 COMMUNICATIONS 18 Reduce the amount of professional services or the number of temporary employees. General $30,000 Core Service Impact These employees typically include the sounds engineer,photographers and on-air staff for original programming on MBTV. 19 Reduce travel for staff which would limit the option for travel for out of town training,etc. General $10,000 $10,000 Minimal Service Impact 20 Reduce Office Supplies budget General $4 000 $4,000 Minimal Service Impact Total $44,000 $14,000 EMERGENCY'MANAGEMENT 21 Eliminate Security Guards located in the City Hall Campus General $150,000 Moderate Service Impact 22 Eliminate one Emergency Management Specialist position General $76,000 Moderate Service Impact 23 Eliminate Security Assessment&Crime Prevention Design program General $56,000 Moderate Service Impact Total - $282,000 $0 FINANCE 24 Reduce professional services expenses General $80,000 S80,000 Minimal Service Impact 25 Reduce postage expenses General $20,000 Core Service Impact Total $100,000 $80,000 Page 367 of 692 Page 1 of 4 ATTACHMENT B PROPOSED FY 2016/17 EFFICIENCIES Potential Recommended Program/Function Fund Efficiency/ Efficiency/ Potential Impact Reduction Reduction FIRE 26 Not Fill 10 Part-Time Lifeguard Positions in Ocean Rescue General $175,000 Core Service Impact 27 Not Fill 2 Firefighter I positions General $170.000 Core Service Impact 28 Eliminate Grant requests with required matching funds General $133,000 Core Service Impact 29 Eliminate 1 FPA Position in Fire Prevention General S113.000 Core Service Impact 30 Reduce Uniform expenses General $97.000 Moderate Service Impact 31 Eliminate Administrative Assistant I in Fire Prevention General $80,000 Core Service Impact 32 Reduce Other Operating expenses General $74,000 $74,000 Moderate Service Impact 33 Eliminate 1 Inspector Position in Fire Prevention General $65.000 Core Service Impact 34 Reduce Conferences/Travel expenses General $55,000 $55,000 Minimal Service Impact 35 Eliminate Quarter Master Position General $54,000 Core Service Impact 36 Reduce Training/Award expenses General $38.000 Moderate Service Impact 37 Remove Temporary Labor Funding General $35,000 $35,000 Moderate Service Impact 38 Reduce In-house Background Testing General $27,000 Moderate Service Impact 39 Reduce Contracted Services expenses General $20.000 $20.000 Moderate Service Impact 40 Reduce Office Supplies expenses General $16,000 $16,000 Moderate Service Impact 41 Reduce Subscription expenses General $6.000 $6,000 Minimal Service Impact 42 Reduce Promotion expenses(Pub Ed:Hats,books,pencils etc.) General $5,000 Moderate Service Impact 43 Reduce Furniture expenses General $5,000 $5,000 Minimal Service Impact 44 Reduce Dues&Membership expenses General $4.000 $4,000 Moderate Service Impact Total $1,172,000 $215,000 FLEET MANAGEMENT 45 Reduce automobile car washing services Internal $15,000 $15,000 Moderate Service Impact 46 Reduce Vehicle and Heavy Equipment Towing Services Internal $7,000 Core Service Impact 47 Reduce Contract Maintenance Internal $135,000 Moderate Service Impact 48 Reduce Contracted Services-repairs and maintenance Internal $11,000 Moderate Service Impact Total $168,000 $15,000 HOUSING&COMMUNITY SERVICES 49 Elimination of HOME Coordinator General 641.000 Moderate Service Impact 50 Elimination of 5 shelter beds at Lotus House General $16.000 Minimal Service Impact 51 Elimination of Police overtime General $10,000 Minimal Service Impact 52 Reduce homeless relocation General $10.000 Moderate Service Impact 53 Reduce homeless rent assistance for shelter transitions General $9.000 Moderate Service Impact 54 Elimination of homeless client storage _ General $2,000 Minimal Service Impact Total $88,000 $0 'HUMAN RESOURCES&-.LABOR RELATIONS 55 Professional Services General $20,000 $20,000 Minimal Service Impact 56 Professional Services General $20,000 $20.000 Minimal Service Impact 57 Temporary Labor General $13.000 S13,000 Minimal Service Impact 58 Training&Awards • General $3,000 $3,000 Minimal Service Impact 59 Training&Awards General $2.000 $2,000 Minimal Service Impact Total $58 000 $58 000 HUMAN RESOURCES-RISK MANAGEMENT 60 Professional Services _ Internal $34,000 Core Service Impact Total $34,000 $0 INFORMATION TECHNOLOGY 61 IT can research the possibility of developing applications that run on the IPad deployed Internal $200,000 Moderate Service Impact for Energov project in order to make the Panasonic Toughbooks obsolete for Building and Code thereby eliminating the need to replace the Building and Code units that are due to be replaced in FY 16/17. 62 IT can research the possibility of converging storage technologies versus the trending Internal $160,000 $160,000 Core Service Impact predicted growth of storage requirements to reduce the amount of Storage Area Network growth that is purchased in FY 16/17 to maintain the industry best practice buffer capacity between storage demands and storage supply. Total $360,000 $160,000 OFFICE OF BUDGET&PERFORMANCE:IMPROVEMENT 63 Reduce Professional Fees for outside Audit Contractors General $20,000 Moderate Service Impact 64 Training and Awards General $10,000 $10,000 Minimal Service Impact • 65 Prof Services General $4,000 $4,000 Minimal Service Impact 1 66 Travel General $4,000 $4,000 Minimal Service Impact 67 Advertising General $2,000 $2,000 Minimal Service Impact 68 Other Operating General $2,000 $2,000 Minimal Service Impact 69 Dues and Membership General $2,000 $2.000 Minimal Service Impact Total $44,000 $24,000 ORGANIZATIONAL DEVELOPMENTS PERFORMANCE INITIATIVES 70 New Hire Orientation - General $5,000 Core Service Impact 71 Additional Adobe Licenses General $3,000 Core Service Impact 72 Employee Suggestion Program General $2,000 Core Service Impact 73 Supplies Other-Equipment General $2,000 $2,000 Minimal Service Impact 74 Supplies Office-Projector General $1,000 $1,000 Minimal Service Impact 75 Dues&Memberships New General $1,000 $1,000 Minimal Service Impact 76 Telephone General $1,000 $1,000 Minimal Service Impact Total $15,000 $5,000 Page 368 of 692 Page 2 014 ATTACHMENT B PROPOSED FY 2016/17 EFFICIENCIES Potential Recommended Program/Function Fund Efficiency/ Efficiency/ Potential Impact Reduction Reduction PARKING 77 Garage Washdown Enterprise $335,000 S26,000 Moderate Service Impact 78 Highgrade Concrete treatment Enterprise $164,000 $164,000 Minimal Service Impact 79 FLZ-Police overtime Enterprise $150,000 Core Service Impact 80 Painting(12th Street and 13th Street Garages-5200K budget)-reduce to 1 garage Enterprise S100,000 Moderate Service Impact 81 PC Replacements Enterprise $75.000 Core Service Impact 82 Advertising Enterprise $70,000 Minimal Service Impact 83 Cost of development and processing of permits that have not transitioned to paperless Enterprise $68,000 Minimal Service Impact system i.e.house of worship,hotel hang tags,etc. 84 Holiday Lighting Enterprise $55,000 $55,000 Minimal Service Impact 85 Garage Police Off-Duty(Memorial Day and New Year's Eve) Enterprise $50.000 Core Service Impact 86 Extend Pay by Phone Enterprise $26,000 Minimal Service Impact Total $1,093,000 $245,000 PARKS&RECREATION 87 Reduction in Parks Ground Maintenance City-Wide General S205,000 Moderate Service Impact 88 Reduction of Overtime General $93,000 $93,000 Moderate Service Impact 89 Reduction in Overall Parks and Recreation Property Management Budget General $75,000 Core Service Impact 90 Elimination of Park Facilities Furniture&Fixtures Replacement General $47.000 $47.000 Minimal Service Impact 91 Elimination of 1 of 2 Streetscape Maintenance Operators General $33,000 Moderate Service Impact 92 Reduction in Sand.Fertilizer.Chemicals and Grounds/Landscaping General $32,000 Core Service Impact 93 Reduction in Sand,Fertilizer and Chemicals General $27.000 Core Service Impact 94 Reduction in Park Facilities Paint and Janitorial Supplies(Budget will remain same as General $23,000 Core Service Impact FY16) 95 Reduction in Replacement of Plant Materials(Budget will remain same as FY16) General $20,000 $20,000 Minimal Service Impact 96 Reduction in Special Event Rentals(Ex.Intlatables and Carnival Rides) General $15,000 Core Service Impact 97 Reduction in Year-round Youth Programming Expenses General $15.000 Core Service Impact 98 Conversion of a FT Golf Course Equipment Operator to part-time General $15,000 Moderate Service Impact 99 Elimination of Ice Rink Ammonia Refrigeration Plant Repairs General $12,000 Moderate Service Impact 100 Elimination of North Shore Park Senior Scenes Budget Increase(Budget will remain General $9,000 Moderate Service Impact same as FY16) . 101 Reduction in Staff Conferences(1 STMC,1 NARCE,and 3 FRPA) General $8.000 $8,000 Minimal Service Impact 102 Reduction in Office Supplies(Park Facilities and Administration) General $8,000 $8,000 Minimal Service Impact 103 Reduction in New Program Instructors General $7,000 Minimal Service Impact 104 Reduction in General Repairs and Maintenance General $6,000 Moderate Service Impact 105 Reduction in Park Ranger Uniforms General $5,000 Minimal Service Impact 106 Reduction in Advertising General $5,000 $5.000 Minimal Service Impact 107 Reduction in Director Conferences(1 Out of State Conference) General $3,000 $3,000 Minimal Service Impact 108 Reduction in Tree Pruning General $3,000 Moderate Service Impact 109 Reduction in Golf Course Repairs&Maintenance General $3,000 Moderate Service Impact 110 Reduction in General Repairs and Maintenance General $3,000 Moderate Service Impact 111 Elimination of Staff Trainings and Certifications General $2,000 Minimal Service Impact Total $674,000 $184,000 PLANNING 112 Professional Services General $40,000 $40.000 Core Service Impact 113 E-Recording General $15,000 Core Service Impact 114 Advertising General $10,000 Core Service Impact 115 Postage General $7,000 Core Service Impact 116 Travel General $5,000 $5,000 Minimal Service Impact 117 Supplies General $5,000 Core Service Impact 118 Printing General $3,000 Core Service Impact • 119 Dues&Memberships General $3,000 $3,000 Minimal Service Impact Total $88,000 $48,000 POLICE 120 10 Police Officer vacancies General $1,270,000 Core Service Impact 121 Security Guards that provide services to various locations throughout the city.These General $411,000 Core Service Impact locations include Recreation Corridor,Alaska Bay,Boardwalk-North&South&City Hall. 122 Eliminate 6 Full Time Public Safety positions General $286,000 Core Service Impact 123 School Liaison Officers(5)@$1,706.00 bi-weekty17 pay periods General $154,000 Core Service Impact Total $2,121,000 $0 PROCUREMENT 124 Salaries&Wages(Convert Procurement Officer III position into Procurement Contract General $45,000 $17,000 Minimal Service Impact Analyst I) 125 Professional Services General $14,000 $14,000 Core Service Impact 126 Telephone General $2.000 $2,000 Minimal Service Impact 127 Supplies-Other General $2,000 $2,000 Moderate Service Impact 128 Furniture&Fixtures General $1,000 $1,000 Minimal Service Impact 129 Total $64,000 $36,000 PROPERTY MANAGEMENT 130 Elimination of Access Control Consultant General $25,000 Moderate Service Impact 131 Elimination of Infrared Aerial Roof Moisture Scan General $75,000 Moderate Service Impact 132 Elimination of Temporary Labor General $30,000 Moderate Service Impact 133 Reduction in Overtime General $53,500 Moderate Service Impact Total $183 500 $0 PUBLIC WORKS 134 Wire.Fixture,Street Lighting,&Electrical reduction General $100,000 Core Service Impact 135 Contract Maintenance(FY 16/17 Increase) General $99,000 Core Service Impact 136 Resurfacing of Streets& Electrical Wiring General $79,000 Core Service Impact 137 Professional Consulting Services General $25,000 $25,000 Moderate Service Impact 138 Reduce E-builder licenses by 4 _ General $6,000 $6,000 Minimal Service Impact Total $309,000 $31,000 Page 369 of 692 Page3of4 ATTACHMENT B PROPOSED FY 2016/17 EFFICIENCIES Potential Recommended Program/Function Fund Efficiency/ Efficiency/ Potential Impact Reduction Reduction PUBLIC WORKS•-SEWER'_ _ 139 Electrical Services Enterprise $150,000 Core Service Impact 140 Generator Services and Load Bank Testing Enterprise $145,000 Core Service Impact 141 Emergency Repairs reduction from 5250K to$210K Enterprise 540,000 $40,000 Minimal Service Impact Total $335,000 $40,000 PUBLIC WORKS-STORMWATER . 142 Contract services-reduce 3100K to eliminate pump rebuilds Enterprise $100,000 Core Service Impact 143 Rent Building and Equipment reduce from 5192K to 5142K(eliminate Jersey Dam) Enterprise $50,000 Minimal Service Impact 144 Other-reduce tide flex 520K,reduce castings 520K Enterprise $40.000 Core Service Impact 145 Eliminate 535K for portable pump Enterprise $35,000 Core Service Impact 146 Environmental Specialist moved to Environmental Department Enterprise 599,000 Minimal Service Impact Total $324 000 $0 PUBLIC WORKS-WATER 146 Pipes,valves,saddles,and repair clamps reduction Enterprise $135,000 Core Service Impact 147 Rexall Warranty on Variable Frequency Drives Enterprise $50,000 $50,000 Minimal Service Impact 148 Water Storage Tank Rehab Enterprise $50,000 Core Service Impact 149 Contingency Enterprise $71,000 Core Service Impact Total $306,000 $50,000 TOURISM,CULTURE,&'ECONOMIC D EVELOPMENT' 150 Vacant Field Monitor Position.TCED,currently,has two Field Monitors budgeted.The General $41,000 Core Service Impact result of being budgeted for one would impact the routine monitoring of film,photography, special events production activities as well as beach concessions and Market contracts. 151 Art Education Program(30%reduction,CAC Division would still fund 575K per Fiscal General $30,000 $30,000 Moderate Service Impact Year) 152 Arts in the Park Program(About 9%Reduction of SoundScape Cinema Series and live General $5,000 $5,000 Minimal Service Impact performances in the Parks) Total $76,000 $35,000 SANITATION 153 Additional services will be reduced and only basic service will remain. Additional Enterprise $367,000 Moderate Service Impact attendants 8 extended hours would be removed from facilities. This initiative was added to provide better service.The reduction in this service would result in a decrease in cleanliness and customer dissatisfaction.This service was added in fiscal year 2015. 154 Big Belly pilot program would be removed from service Enterprise $37,000 Minimal Service Impact 155 Residential Bulk Waste Enterprise 58,000 Minimal Service Impact Total $412,000 $0 TRANSPORTATION 156 Shortening operating service hours on weekdays by 0.5 hours and on Saturdays by 2 Special Revenue $381,000 Moderate Service Impact hours for citywide trolley system(Alton West Trolley,North Beach Loop,Mid Beach Loop,Collins Link,and South Beach Trolley). The new operating schedule would be Monday-Friday 6:30AM-Midnight and Saturday and Sunday 8AM-Midnight. Original budgeted service hours for the citywide trolley system(per CSL)are from 6AM-Midnight Monday through Saturday and 8AM-Midnight on Sundays. 157 Deferring Traffic Studies Special Revenue $46,000 Minimal Service Impact Total $427,000 $0 Potential Recommended Efficiency/ Efficiency/ Fund Reduction Reduction General Fund $6,097,500 I $964,000 Internal Service impact(%could change based on allocations;82%assumption) $482,000 ,_$144,000 $6,579,500 $1,108,000 Internal Service $587,000 $175,000 Enterprise $2,470,000 $335,000 Special Revenue $427,000 $0 • Page 370 of 692 Page 4of4 ATTACHMENT C PROPOSED FY 2016/17 ENHANCEMENTS Requested Recommended Year 2 Department Fund Enhancement Enhancement Impact MiEWEI Citywide 1 Pension Mortalit Pa ment Set Aside $3 000.000 $3 000 000 g:mINEMITO 2 Risk Mana.ement Fund Deficit Allowance 1.111EMEM $1,000.000 -MET■1 r r r Total $4 000 000 $3 000 000 �' r r City Manager- - - _ _ 3 Open Data $647,000 MIMIIIIIIIII $597,000 MOM Total $647,000 � $597.000 Emus Code.Compliance 4 Code Com.liance Officers 2 -Short Term Rentals M223M $161,000 $161.000 $132 000 Emir. 5 Code Com.liance Administrator-Short Term Rentals 594.000 $94 000 $83 000 EMIT/ Total $255 000 $255 000 $215 000 FEMITE Communications 6 a•:ea r nria••- -—tr L'allMlIMII•Yn�t.hx�cixm•Ul.•AMM imhnmx-hXAIIIIIIIIIMMMMIME=M $12.000 111111MEME $12 000 ITEM Total $12 000 $12 000 ITEM Environmental` 7 Environment&Sustainabilit -Assistant Director $108,000 $152 000 worm 8 Sustainabilit Division-Environmental S•ecialist =MEE= 599 000 $118.000 worm 9 Sustainabili Division-Environmental S•ecialist 1.111EMEM $87,000 $127 000 Ernrro 10 Environmental Resources-Pro ect Manager MEIZIEM $79,000 11.11.111MME $110,000 ELI r 11 Sustainabilit -Ener. Anal st IIMEEZE= $74 000 MMII $103 000 timEr. 12 Urban Fores Mana•ement Plan $60 000 -®i r r r r 13 Urban Forest -Permit Clerk I ME112IEMIIII $51 000 $67 000 EIMIIMI Total $558 000 � $677 000 ®i r ,Emergency Management/9-1-1 l_ 14 Securit Master Plan-Cit ide $1 500 000 -®i r r • r 15 Staff Au.mentation MEM= $588 000 IIIMMIIIII $588 000 ETErm 16 Security Guard Protection Program(City Hall.Homeless Outreach/Parking 24 hrs.(3 guards)! General $582.000 $582,000 0.0 0.0 Buildin.Cit Hall/Police:Ci Hall Ni•ht Guard/Floater Back U. 17 Radio maintenance•ro'ect P25 radios to extend current radio stock IM=111111 $558 000 —®i r r• r r 18 Dis.atchers-7 New Positions $416 000 $482 000 ITEM r 19 Ph sical Securit Enhancement-Ci Hall IIMENIMIME $234 000 -®i r r r r 20 Public Safety Communications Unit-4 Dispatchers(to support new Police/Fire enhancements) General $230,000 $268,000 4.0 0.0 21 Power.hone Total Res.onse ME122111= $137.000 -� r r• r r 22 Stora•e Tank Maintenance Pro.ram MEEREEM $135 000 $135 000 $135 000 'mom r r 23 Information Technolo. S•ecialist 1 1508 =REM= $61.000 $73 000 Earwig r 24 Identification and Access Control S stem =MI= $36 000 —_ r r r r Total $4,477,000 $135,000 $2,128,000 nom Fire 25 Rescue 44 7 Lieutenants/6 firefi•hters'also staffs Fire Boat =E121211111 $1 371 000 $1 371 000 $1 537 000 norm _ _ Total $1,371,000 _ $1,371,000 $1,537,000 minirg .Housing:&Community Services 26 Homeless Overni.ht and Recove Center MOM= '557 000 $572 000 ligniwri 27 Work Trainin•Program MOM= '.60000 '.60 000 '•60.000 Exiiimi Total 617 000 60 000 .632 000 wri a r Information.Technology 28 Succession Plan-Senior S stems Anal st M121=111111 $71 000 MI $84.000 Mown 29 Munis Administrator-Senior S stems Anal st MIME= $71 000 $71,000 $84,000 Erman r 30 Network Path Diversi 1111.3220M $70 000 $70 000 $70 000 ffrilwrg Total $212,000 $141,000 $238,000 ®"®' Organizational Development&'P.erformance.lmprovemenb _ 31 Volunta Pre-Kinder.arten Pro.ram Q '141000 '.141000 �� r r r r 32 Doctoral Ph.D. Interns 11111101ZEIM '.73 000 - mE r r 33 CMB Nurse Enhancement Initiative at 5 schools MEMO. $54 000 $54.000 r r r r 34 Office Associate V 1=02 '.23 000 $35.000 Mr11111TI 35 Dual Enrollment Ex.ansion Mir112=11 '13 000 '.13 000 r r r r 0. E I !�! -0:00� .35 000 =mil r Parking _ _ - 36 Parkin.Administration Rece.tion MEM= $48 000 $48 000 $58 000 Erman ota MFMT5IMI .48 01 i 58 000 wrincre Parks&Recreation 37 Park Ranger Program Expansion-3 Full-time Park Ranger II, 9 Full-time Park Ranger I and 5 Part- General $973,000 $1,086,000 17.0 0.0 time Park Ran.er I 38 Park Rangers for Lummus Park(ODTF Request)6 Full-time Park Rangers 8 2 Part-time Park General $509,000 $509,000 $544,000 8.0 0.0 Ran.ers 39 Venue for Senior Parties MECIErl= $100.000 $100 000 Imisimminrmrri 40 Activation of Lummus Park ODTF Request $100 000 ■■;E■CIENITI 41 Vehicles for Current Park Ranger Pro•ram MEIETIM $100 000 -�•r r r r 42 UNIDAD Restroom Cleanin.Services Ex.ansion MEMEM $95 000 $95.000 $95 000 "rem 43 Cres•i Park Pla •round Shade Structure =EMI= $25 000 — EIMITI 44 Additional Seasonal Inclusiona Aides IIIMESIMM $80 000 $80 000 $80 000 minim 45 Parks and Recreation Vehicles =MEMO $95 000 O■11111•111 r r r r 46 O•tion 1-Park Ran•ers for Maurice Gibb Memorial Park Dock Master Marl== $129.000 11.11111111111111 $143 000 MIMEO 47 O•tion 2-Park Ran.ers for Maurice Gibb Memorial Park Dock Master ME1271.1111 $42 000 $50 000 •r r NI Total $2,248,000 $784,000 $1,998,000 Man Planning 48 Office Associate III Best Buddies ME=1111111 $50 000 $50 000 $58 000 Erma Total $50 000 $50 000 $58 000 =JIM Page 371 of 692 l o t t ATTACHMENT C PROPOSED FY 2016/17 ENHANCEMENTS Requested Recommended Year 2 Department Fund Enhancement Enhancement Impact EMEMEM Police 49 12 Police Officers for new Entertainment District MIIIMMIll •1 093 000 .1 093 000 $1 117 000 inglim 50 Bearcat Armored Vehicle-1 IIMIENIMM 220.000 ■11111111MIEINNIIIIIMMI 51 2 Cit Hall Securil Guards EMMIZEM $236 000 $176 000 sizing r 52 3 Police Officers-Mid Beach =MEM $212 000 $212.000 $263 000 ®i r 53 Crime Prevention Anal ical Software MEMM1.11 $160 000 molomommr■ffrorrs 54 2 Police Officers-North Beach MIIIMMINE 143 000 %143 000 '176 000 worm r 55 Unmanned Aerial Vehicle-1 $100,000 -■721= r r •r 56 ATV's-8 =ME= $92 000 - r r r r 57 ATV's-Six to su•.ort a..roved Police enhancements $67 000 $67,000 ®i r r r r 58 Recruit Hirin.Initiative =ZEE= $65,000 -■nc■ r r r r 59 Leased Vehicles-7 =Mg3=1 $58,000 $58 000 KIMITI 60 Golf Cart-4 MEMIMIE $46 000 -■21:■ r r r r 61 School Liaison Officer =MEI= $45.000 $45,000 $54.000 ®i r r 62 Mules Gator -2 11111== $21 000 -1111111111111111•1 r r r r Total $2,558 000 _$1,560,000 __ $1,844,000 Blum Procurement - _ 63 Electronic Trackin.S stem MINEESIEM $45 000 $45 000 $45 000 ETErri Total $45,000 $45,000 $45,000 r . r 'Property Management 64 Lincoln Road Revitalization Enhancements RDA $380 000 $380 000 =NM r r 65Elir,H- •Fl.• P-.- - B •.1-••Lathwlig:ikam11111EZEIREIM $200000 ®i •r r r 66 Inte•rated Maintenance Consultin.Services $80 000 -®i r r r r Total $660 000 $380 000 . worn Public Works _ 67 Maintenance of Trees in Ri.ht-of-Wa throu•houl the Cit of Miami Beach =MI= $1 300.000 $1 300 000 NEMETI 68 Two(2)Greenspace Mgt.Tree Trimmers and one bucket truck for Rights-of Way Tree General $200,000 $187,000 $113.000 2.0 0.0 Maintenance throu.hout the Cit of Miami Beach 69 Civil En.ineer I 1 FTE M1=1= $102.000 $92 000 ®i • r 70 W-I- T I I- •,-I- - • • I - n- .- .- •H. .- tF2', tra111.IDUI1.11f $93.000 -11WEINIM r r r r 71 S•a and Neuterin.of Cats =0157M $41 000 III.M1 $41 000 ElEMITI 72 Trimble R 10 GPS Rover S stem =EIMIIII $30 000 -®i r r r r 73 Unmanned Aerial S sterns Im.lementation Overview =Enna= $26 000 -_ _ r r CEO . .PLiblic Works,-Sewer - - - 74 PLC Re•lacement for All Sewer Pum.Stations 14 Total MEM= $600.000 - 2:MM r r r r 75 Re•lacem- -n-r. •r f.r • r.lr•.m i h r. f-r i h 11M1=2001 $500 000 -1MEMII r r r r 76 Flow Meters Re•laced in Sewer Pum•Stations MOM= $250 000 1=1M11/111 r r 77 SCADA Controls Instrumentation 8 Flow Meters MEM= $160 000 $160 000 Krim 78 Rexel Assurance Warrant on VFD's and PLC Services MIMEIEME $100 000 -ommo r r r r 79 Civil En•ineer 11/3 between water/sewer/storm MIME= $26,000 $26.000 $31 000 Mimi Publi Works•Stormwater - c 80 Civil En•ineer 11/3 slit between water/sewer/storm �� $26 000 $26,000 $31 000 NMErl 81 Ground Penetratin•Radar GPR Tri•le Fre.uenc MIEGIrMI $25 000 mium■■m■orrmirri Public Works-Water 82 Pro.ram Lo.ic Controllers PLC Re•lacement Pro•ram -Water =Mr1M= $250.000 -®i r r r r 83 Water Meters MIZ=IIIII $225 000 $225 000 ffirgirri 84 Civil En.ineer 11/3 between water/sewer/storm Migli/MEMI $26 000 $26 000 $31 000 Immo Total $3,980,000 $490,000 $1,799,000 Minn ,Sanitation -85 Can On Eve Comer MEM= $145 000 $145 000 ;i:■ffraina Total $145,000 • $145,000 . r r TOED - _ - - -- -.. 86 Miami Beach Air 8 Sea Show Resort $650,000 FY16 Year-End $0 0.0 0.0 Su.lus 87 Bass Museum Budget Increase FY16 Year-End $560,000 $400,000 $0 0.0 0.0 Resort Surplus 8 CAC 88 World OutGames FY16 Year-End $300,000 $300,000 $0 0.0 0.0 Resort Surplus 8 vca 89 Bass Museum S•ace Renovations $150,000 MillOMMIEME1111111 90 Major League Baseball All-Star Game-FanFest Resort $100,000 FY16 Year-End $0 0.0 0.0 Su.lus 91 ITF Seniors World Team and Individual Tennis Event I@ North Beach Resort $50,000 FY16 Year-End $0 0.0 0.0 Sur.lus Total $1,810,000 $700,000 3 . Transportation - _- - _ .._. _ 92 Ciclovia Q $320 000 $120 000 '.320 000 synni 93 Trans.•rtation Fund 0-.25%of General Fund revenues MEM.. $396 000 1111.1.1 $396 000 Krum Total $716 000 $120 000 $716 000 worn Fund Requested Proposed Enhancement Enhancement General Fund $17,911,000 $6,086,000 Internal Service Impact(assumes 82%allocation) $404,000 I $116,00.0 $18,315,000 $6,202,000 Internal Service $492,000 $141-,000 Resort $2,215,000 $1,415,000 RDA $380,000 $0 Enterprise $2,381,000 $496,000 Special Revenue $474,000 $274,000 Page 372 of 692 F:I OBPII$BUDIBUDDOCIBUDRESOS117-RESOSI02 2nd Public Hearing 09-27-2016IGeneral BudgetrBudget Memo Altachments■FY17 Final Enhancements-FINAL(approved September 14,2016) 2 of 2