final supplemental item 21
MIAMIBEACH
City of Miami Beach, 1 700 Convention Center Drive, Miami Beach, Florida 33 1 39, www.miamibeachfl.gov
COMMITTEE MEMORANDUM
TO: Members of the Finance & City Widj| Projects ,9ommittee
FROM: Jimmy L. Morales, City Manager
DATE: July 21, 2017
SUBJECT: SUPPLEMENTAL INF0RMATI0|M FOR FINALIZING PROPOSED FY 2017/18
OPERATING BUDGET
This memo includes the following additional infromation for finalizing the proposed FY 2017/18
Operating Budget:
1. Approved Operating Budget Enhancements for last five fiscal years
2. Analysis of Sponsorships and Fee Waivers for FY 2015/16 and FY 2016/17
3. City of Miami Beach Grantee Letters
1. Approved Operating Budget Enhancements for last five fiscal years
At the July 10, 2017 Finance and Citywide Projects Committee meeting regarding development of
the FY 2017/18 Proposed Budget, the Committee requested an analysis of enhancements added to
the operating budget over the past five years, which have been included in the FY 2017/18 Current
Service Level (CSL) Budget.
The enhancements outlined in Attachment A are organized by department and fiscal year, and are
comprised of the following:
a) Enhancements approved by the City Commission during the adoption of the annual
operating budget each year. The fiscal impacts included for these enhancements, unless
otherwise noted in the attachment, are based on the amounts reflected in the adopted
budget book for the fiscal year in which the enhancement was approved by the City
Commission.
b) Enhancements approved by the City Commission during each fiscal year via amendments to
the operating budget. The fiscal impacts reflected for these enhancements, unless otherwise
noted in the attachment, are based on the amounts in the Resolution approving the
amendment.
c) Creation of new departments approved by the City Commission through City Ordinances.
The fiscal impacts included for these enhancements, unless otherwise noted in the
attachment, are based on the amounts included in the FY 2017/18 CSL Budget.
d) Enhancements or additions included in the FY 2017/18 CSL Budget based on direction
provided at the June 16, 2017 Finance and Citywide Projects Committee (FCWPC) meeting,
the June 22, 2017 Commission Retreat, and the July 10, 2017 FCWPC meeting, for example
the insourcing of North Shore Tennis Center. The fiscal impacts included for these
enhancements, unless otherwise noted in the attachment, are based on the amounts
included in the FY 2017/18 CSL Budget.
2
2. Analysis of Sponsorships and Fee Waivers for FY 2015/16 and FY 2016/17
At the July 10th, 2017 Finance and Citywide Projects Committee meeting regarding the
development of the FY 2017/18 proposed budget, the Committee requested an analysis of Special
Event sponsorships and fee waivers, this analysis is included below.
Sponsorships
The following six events were included in the FY 2016/17 Operating Budget which total $910,000.
Of the budgeted events, the Miami Beach Bowl did not occur.
Additionally, the Commission will be reviewing and providing direction on Fitfest’s request for
$10,000 during the July 26, 2017 Commission meeting.
Fee Waivers
The types of fees typically waived include: application and permit fees, beach access passes,
square footage fees, user fees, sand tax on beachfront, and sales taxes on square footage.
Attachment B provides a list of the Special Event fees waved during FY 2016/17 through June 30,
2017. Of the total $131,515, $126,115 or 95 percent of fees waived were for non -profit
organizations. Further, $113,575 or 86 percent of the total fees waived were comprised of
application and permit fees, beach access passes, square footage and user fees.
Attachment C provides a list of the Special Event fee waivers for FY 2015/16 which total
$301,816.17 of which $296,658.67 or 98 percent of fees waived were for non-profit organizations.
Further, $282,764.58 or 94 percent of the total fees waived were comprised of application and
permit fees, beach access passes, square footage and user fees.
The grand total of fees waived since FY 2015/16 through June 30, 2017, is $433,331.50 of which
$422,774 or 98 percent of fees waived were for non-profit organizations.
Event
Sponsorship
Amount Reso #
Miami Beach Bowl $150,000 2016-29667
MLB ASG Fan Fest $100,000 2017-29770
Footvolley $10,000 2017-29901
Air & Sea Show $350,000 2016-29579
World OutGames $200,000 2014-28492 & 2017-29828
International Tennis Federation $100,000 2016-29535
TOTAL EVENT SPONSORSHIPS FY 16/17 $910,000
3
3. City of Miami Beach Grantee Letters
At the July 10th, 2017 Finance and Citywide Projects Committee meeting regarding the
development of the FY 2017/18 Proposed Budget, the Committee requested a list of the City of
Miami Beach Grantees and directed the Office of Budget and Performance Improvement to request
a brief letter from all grantees outlining how their organization uses the City’s grant dollars, who
benefits from this use, and how they benefit. Attachment D includes the requested letters.
The following organizations are budgeted to receive grants during FY 2016/17:
The Garden Center at the Miami Beach Botanical Garden - $152,000
Jewish Museum of Florida, FIU - $50,000
UNIDAD Senior Center - $50,000
Little Havana Stella Maris - $50,000
Jewish Community Services of South Florida - $47,000
Miami Beach Chamber / Visitor Center - $36,000
Miami Beach Gay & Lesbian Chamber of Commerce - $25,000
Miami Design Preservation League - $23,000
Douglas Gardens Community Mental Health Center of Miami Beach - $22,000
Miami Beach Community Health Center, Inc. - $22,000
Miami Beach Latin Chamber of Commerce - $18,000
North Beach Development Committee - $18,000
South FL Hispanic Chamber - $18,000
Boys and Girls Club - $17,000
Orange Bowl - $17,000
Miami Beach Gay Pride Parade - $10,000
Total: $575,000
JLM/CGR
4
ATTACHMENT A
5 YEAR SUMMARY OF ENHANCEMENTS/ADDITIONS
Building
Increase temporary labor to provide support in the violations section of department to become
more proactive in addressing construction without permits and unsafe structures General 106,000
Improve inspection and plan review services by adding inspectors due to increased demand General 149,000
Add plan review positions to continue to evaluate where permit fees appear to be in excess of 10
percent of the job value - this position will be done on contract rather than hiring a full-time
employee
General 149,000
Add a contracted Sr. Mechanical inspector and a contracted Sr. Building inspector to respond to
increasing demand - contracting these positions rather than hiring full time employees provides for
improved flexibility in response to market demands
General 298,000
Enhance enforcement of Unsafe Structures by providing funding for demolition of unsafe
structures. Covers Six (6) identified properties in the North end.General 125,000
Improve turnaround times and overall performance and customer satisfaction by adding two
positions including a Senior Plumbing Inspector and Permit Clerk to address increases in demand.
The cost of these positions are offset by higher than budgeted increases in building development
revenues. {off set by additional revenues}
General 160,000
Addition of 3 Permit Clerks and 2 Plan Reviewers {off set by additional revenues}General 313,000
Armed security services in City Hall General 62,000
Additional Recording Fees {off set by additional revenues}General 50,000
702,000 710,000 - - -
Citywide
Living Wage Increase General 52,000
Living Wage Increase Internal 28,000
Living Wage Increase Enterprise 170,000
Living Wage - existing contracts with living wage General 62,000
Increased Transfer to Pay-As-You-Go Fund General 1,400,000
Restore funding to Miami Beach Botanical Garden that was reduced during prior budget
reductions.General 15,000
Increase Pay-As-You-Go (PAYGO) funding for capital projects from $1.4 million to $2.4 million.
This enhancement would help address pressing needs for additional PAYGO funding such as:
neighborhood project costs that have increased over time; stormwater projects that are generating
a need for above ground funds; replacement of $1.7 million in PTP funding reprogrammed for the
enhanced trolley system; Lighting and Crime Prevention Through Environmental (CPTED)
improvements in non-tourist areas; park projects in non-tourist areas; and seawall projects.
General 1,000,000
Contribution to the Miami-Dade Gay & Lesbian Chamber of
Commerce consistent with the City's support of three other local Chambers of Commerce.General 25,000
Soundscape Cinema Series General 150,000
Miami Beach Time Capsule & Rising Above Project General 190,000
Grant to the UNIDAD Senior Center General 50,000
Common Threads General 19,000
Miami Beach Gay Pride Parade General 10,000
1,462,000 - 415,000 1,215,000 79,000
City Attorney
Adding one Assistant City Attorney I position General 81,000
Fellowship Program to hire one entry-level attorney as an independent contractor from schools
such as the University of Miami and FI General 45,000
Recruit a Senior Assistant City Attorney to handle additional volume of transactional work.
[Restores one Senior Assistant City Attorney position eliminated during the FY 2008-09 budget
process]
General 109,000
Increase hours for Legal Secretary from 30 hours to 40 hours to support new Senior Assistant City
Attorney [Restores one Legal Secretary position eliminated during the FY 2009-10 budget
process]
General 32,000
Move Receptionist formerly split between City Manager, City Attorney and Mayor/Commission
[Restores one Receptionist position eliminated during the FY 2010-11 budget process] General 17,000
- 158,000 81,000 45,000 -
City Clerk
A change in State law, effective July 1, 2013, requires municipalities with red light cameras to set
up local hearing officers for drivers who get violation notices and want to appeal them. This
enhancement is for a Clerk position and Special Master funding to handle an anticipated 1,200
appeals. (Offset by revenue from court fees)
Special Revenue 49,000
Streamline the process of record storage, compliance, maintenance, and destruction of public
records organization-wide by adding a Records Management Specialist position General 62,000
Continuation of Digitalization of Miami Beach Archives General 60,000
- 49,000 - 62,000 60,000
City Manager
Increase response time for high priority citizen complaints regarding a wide range of issues by
adding two part-time positions to the Rapid Response Team.General 36,000
Dedicated Receptionist to effectively manage the daily flow of inquiries and requests received by
the City Manager's Office (Current receptionists will be moved back to solely City Attorney Office
and Mayor/Commission Office) [Restores one Receptionist position eliminated during the FY 2010-
11 budget process]
General 11,000
Establish a Resiliency Program to address climate change & sea level rise, emergency
management, and environmental issues through contract services and temporary staff. Land Use
& Development Committee recommendation.
General 190,000
Deputy Resiliency Officer position General 157,000
- 201,000 - 193,000 -
Code Compliance
Implement Body Camera program in the Code Compliance, Building, and Fire departments. The
cameras for Code Compliance will be funded out of the General Fund. The cameras in Building
($79,000) and Fire ($57,000) will be funded by their respective Training and Technology funds.
General 86,000
2016/17
Enhancements/
Additions
Total
Total
Total
Total
2014/15
Enhancements/
Additions
2015/16
Enhancements/
Additions
Total
Department Fund
2012/13
Enhancements/
Additions
2013/14
Enhancements/
Additions
5
ATTACHMENT A
5 YEAR SUMMARY OF ENHANCEMENTS/ADDITIONS
2016/17
Enhancements/
Additions
2014/15
Enhancements/
Additions
2015/16
Enhancements/
Additions
Department Fund
2012/13
Enhancements/
Additions
2013/14
Enhancements/
Additions
Adding three Code Compliance Officers in the Entertainment District to augment the existing two
positions added.General 240,000
Improve coordination and oversight of departmental accreditation, staff certification, training,
equipment maintenance, and customer service levels by adding a Code Compliance Administrator
position.
General 69,000
Code Enforcement for Short-Term Rentals in Entertainment District (based on current FY2017/18
CSL)Resort 380,000
- - 86,000 309,000 380,000
Communications
Adding a Public Information Specialist position General 60,000
Media Ambassador position for last 3 months of fiscal year General 12,000
- - 72,000 - -
Environment and Sustainability
Enhance the environmental sustainability of the community through comprehensive citywide
Recycling Program
• First year includes an intensive education and outreach campaign and after six months,
beginning January 2013, warnings will be issued
• Sustainability Officer will be responsible for conducting outreach, recycling guidance, and if
necessary, issue warnings,
• Once the Recycling Program has been implemented, the Sustainability Officer can address other
sustainability issues (greening restaurants, etc.),
• Administration will go back to Commission before issuing fines,
• Enhancement funded from the Waste haulers Additional Services and Public Benefit Fund
Special Revenue 95,000
Environment and Sustainability Department (The Environment and Sustainability Department was
created by Ordinance 2016-3997 in 2016 and amount reflects current FY2017/18 CSL minus the
items listed separately in this analysis for Environment and Sustainability)
General 1,263,000
Funding for motor vehicles for field inspectors (Tree Preservation Fund)Special Revenue 21,674
Funding for Commemorative Trees (Commemorative Tree Fund)Special Revenue 10,000
Funding for Global Positioning System Tree Inventory (Tree Preservation Fund)Special Revenue 78,000
95,000 - - 1,284,674 88,000
Emergency Management/9-1-1
Address security upgrades in city facilities by funding additional security cameras and increased
access control measures ($25,000) and implementation of Crime Prevention through
Environmental Design (CPTED) infrastructure enhancements ($70,000). Additional funding of
$100,000 to $200,000 for CEPTED infrastructure enhancements is anticipated from existing and
upcoming UASI grant funds.
General 95,000
Improve quality of 911 calls by implementing Quality Assurance to review recorded calls to ensure
that proper protocol and procedures are being adhered to by 911 operations.General 27,000
Storage Tank Maintenance Program General 135,000
Security Guards (one full time guard for 4th floor, one for Housing, one full-time and one part-time
for Executive Services program. Amount reflects current FY2017/18 CSL)General 230,000
Department of Emergency Management (The Department of Emergency Management was
created by Ordinance 2014-3893 in 2014 and amount reflects current FY2017/18 CSL minus the
items listed separately in this analysis for Emergency Management - General Fund)
General 2,812,000
Funding for security guard expenditures in the South Pointe Area Resort 371,000
- - 2,907,000 257,000 506,000
Finance
Expedite lien turnaround time within 48 hours by adding a Financial Analyst position. (Costs of
$73,000 would be completely offset by revenue)General -
Adding a Financial Analyst III position in the General Ledger section General 76,000
Adding a Financial Analyst II position (Cashier Supervisor) in the Treasury section.
50% funded by Building funds General 67,000
Adding one Financial Analyst II and one Financial Analyst I position to strengthen internal controls
per the BDO report.General 169,000
Adding a Deputy Finance Director position General 110,000
- - 143,000 110,000 169,000
Fire
Rescue 44 (7 Lieutenants / 6 firefighters; also staffs Fire Boat)General 1,371,000
Reinstate the Ocean Rescue Chief position to be offset by the reduction of a full-time lifeguard
position that was ultimately added to offset positions working out of class to compensate for the
deletion of the Chief position. [Restores one Ocean Rescue Chief position eliminated during the
FY 2007-08 budget process]
General 52,000
3 Lifeguard II and 7 Lifeguard I positions, as well as 2 additional all-terrain vehicles, to staff
additional lifeguard towers approved by Commission February 2015 General 693,000
Addition of four lifeguard positions and one all terrain vehicle to staff additional lifeguard towers
approved by Commission February 2015. The amendment increased the Resort Tax transfer to
the General Fund and increased the Fire Department's budget in the General Fund accordingly
Resort 110,000
- 52,000 110,000 693,000 1,371,000
Fleet Management
Improve Warehouse Operations by converting 2 Part-time Fleet Service Representative positions
to 1 Full-time Warehouse Manager Internal 14,000
Improve delivery of fleet services and enhance administrative support by adding an Office
Associate IV position. Estimated year one impact to the General Fund of $32,000 will be offset by
reducing contingency, if necessary.
Internal 49,000
- 63,000 - - -
Housing & Community Services
Total
Total
Total
Total
Total
Total
Total
6
ATTACHMENT A
5 YEAR SUMMARY OF ENHANCEMENTS/ADDITIONS
2016/17
Enhancements/
Additions
2014/15
Enhancements/
Additions
2015/16
Enhancements/
Additions
Department Fund
2012/13
Enhancements/
Additions
2013/14
Enhancements/
Additions
Adding two part-time outreach workers and additional overtime for a Police detail to initiate 4 am
sweeps in the park General 118,000
Program for at-risk teens delivering produce to shut-ins in conjunction with community services General 10,000
Adding a Housing and Community Development Capital Projects Coordinator position General 93,000
Converting two part-time Case Worker IIs, included as an enhancement in the FY2014/15 budget,
to full-time positions.General 55,000
Work Training Program General 60,000
- - 128,000 148,000 60,000
Human Resources/Risk Management/Medical & Dental
Implement Employee Wellness program to encourage employees to maintain a healthy lifestyle
and help reduce long-term medical plan costs.Internal 53,000
Address backlog and improve turnaround times for reclassifications by adding a Human
Resources Specialist position. [Restores one Human Resources Specialist position eliminated
during the FY 2009-10 budget process]
General 64,000
Enhance customer service and improve clerical support by converting a part-time Office Associate
III position to a full-time position. [Restores one Office Associate II position eliminated during the
FY 2007-08 budget process]
General 24,000
Funding for employee events to improve employee engagement and recognition. General 30,000
Additional windstorm coverage Internal 335,000
- 453,000 53,000 - -
Information Technology
Special Project Coordinator/Business Analyst to facilitate the review of business process
requirement and data gathering for departments in order to identify technology improvements,
focusing on customer solutions.
Internal 85,000
Adding an Information Technology Specialist I position. The $60,000 cost of the fulltime position
would be offset by $52,000 of temporary services funds.Internal 8,000
Adding a Senior Systems Analyst position.Internal 71,000
Munis Administrator- Senior Systems Analyst Internal 71,000
Network Path Diversity Internal 70,000
Two Senior System Analyst positions Internal 142,000
PatternStream Software Special Revenue 100,000
85,000 - - 221,000 241,000
Mayor & Commission
Move Receptionist formerly split between City Manager, City Attorney and Mayor/Commission
[Restores one Receptionist position eliminated during the FY 2010-11 budget process] General 19,000
- 19,000 - - -
Office of Budget & Performance Improvement
Utilize outside audit contractor to review/audit one area of the city’s operations per year, CIP and
Planning anticipated for FY 2013.General 150,000
Adding an Internal Auditor position General 60,000
Improve financial oversight of Capital Budget process (including Renewal and Replacement
projects) and increase department's capacity for proactive analyses, process improvement and
performance initiatives by adding a Management and Budget Analyst. [Restores one
Management & Budget Analyst position eliminated during the FY 2007-08 budget process]
General 71,000
Enhance monitoring of existing grants and research of new grant opportunities, for example
Emergency Management grants, by adding a Grants Position. (future offset by revenue/grant
funding) [Restores partial support provided by a Management Consultant position eliminated
during the FY 2009-10 budget process]
General 57,000
150,000 128,000 60,000 - -
Organizational Development & Performance Improvement
The results of the assessments are used to monitor the impacts of recently implemented initiatives
to target areas for future improvements, and assure the quality of services. Each quarter 90 four
(4) hour assessments are conducted 7 days a week to provide a statistically valid sampling (1,440
hours annually). There are 4 four hour shifts Sunday – Thursday and 6 four hour shifts Friday and
Saturday. Outsourcing will eliminate the need to utilize city personnel to conduct these ongoing
assessments.
General 36,000
Anti-Defamation League (added to FY2017/18 CSL as directed by the Finance Committee at the
July 10, 2017 meeting)General 4,000
Common Threads (added to FY2017/18 CSL as directed by the Finance Committee at the July 10,
2017 meeting)General 19,000
FIU Dual Enrollment (added to FY2017/18 CSL as directed by the Finance Committee at the July
10, 2017 meeting)General 62,000
Miami-Dade College Dual Enrollment (added to FY2017/18 CSL as directed by the Finance
Committee at the July 10, 2017 meeting)General 28,000
Nurse Enhancement Initiative (added to FY2017/18 CSL as directed by the Finance Committee at
the July 10, 2017 meeting)General 16,000
Nurse Initiative - Behavioral Health (added to FY2017/18 CSL as directed by the Finance
Committee at the July 10, 2017 meeting)General 54,000
VPK Program - Year 3 (added to FY2017/18 CSL as directed by the Finance Committee at the
July 10, 2017 meeting)General 141,000
- - 36,000 - 324,000
Parking
Address traffic challenges resulting from commercial loading through the implementation of
enhanced loading zone enforcement. Revenues generated by these programs are estimated to be
$90,000 in permit fees and $100,000 in fine revenues, for total annual revenues of $190,000 or
$950,000 over five years. Expenses for the permitting component consists largely of replacement
of existing "commercial loading zone" and "no parking in alley" signs, many of which are planned
replacements, resulting in a negligible expense.
Enterprise 217,000
Adding a Senior Systems Analyst position Enterprise 80,000
Expand Freight Loading Zone (FLZ) program throughout the City by adding one Parking
Operations Supervisor and seven full-time Parking Enforcement Specialist I positions.
Projected revenue is anticipated to offset all costs in year one by $90,000 and by
$252,000 in year two.
Enterprise (90,000)
Total
Total
Total
Total
Total
Total
7
ATTACHMENT A
5 YEAR SUMMARY OF ENHANCEMENTS/ADDITIONS
2016/17
Enhancements/
Additions
2014/15
Enhancements/
Additions
2015/16
Enhancements/
Additions
Department Fund
2012/13
Enhancements/
Additions
2013/14
Enhancements/
Additions
Parking Administration Reception Enterprise 48,000
Engineering Assistant III position to approve and enforce parking plans Enterprise 67,000
Garage Appearance Enhancement - Parking (amount reflected based on current FY2017/18 CSL)Enterprise 156,000
Garage Appearance Enhancement - 7th Street Garage (amount reflected based on current
FY2017/18 CSL)Special Revenue 62,000
Garage Appearance Enhancement - Penn and Anchor Garage (amount reflected based on
current FY2017/18 CSL)RDA 106,000
1 Parking Operations Supervisor Enterprise 85,000
- - 688,000 (5,000) 48,000
Parks & Recreation
Locations added to the Parks & Recreation's Greenspace Management Division's areas
of responsibility after the completion of the budget process with additional costs identified
(Greenspace Management transferred to Public Works - General Fund)
General 81,000
Improve security in city parks by implementing a Park Ranger program General 208,000
Improve grounds maintenance and landscape plantings, replace expired golf cart leases, refill
sand bunkers, and replace mats and golf balls on the driving ranges for Miami Beach Golf Course
and Normandy Shores Golf Course Golf enhancements. Spending on these items were scaled
back during the recession and are necessary to maintain the quality of the golf courses. ($136,000
offset by proposed increase in golf rates)
General -
Enhance programming for various recreation programs as follows: $54,000 for inclusionary aides
to meet the demand for special need children to be enrolled in summer camps; $18,000 for the
second season of Little League Baseball; $10,000 to expand elderly programming from North
Shore Park Youth Center to two additional locations in central and south beach; $25,000 to
increase the year-round level of service citywide for youth programming with new educational and
cultural programs and at additional sites; $6,000 to add Nautilus Middle School as an additional
site for teen programming; $35,000 to enhance special community events such as Winter
Wonderland and Cupid's Carnival with additional rides and activities; and $15,000 to meet the
increasing demand for elderly programs and events by increasing funding for the Senior
Enhancement Transportation Service program.
General 163,000
Enhance opportunities for persons with disabilities by partially funding the para-rowing program at
the Shane Rowing Center.General 85,000
Participate in the Fairchild Botanical Gardens Million Orchid Project as one of several
municipalities that would begin to receive as many as 150 orchids throughout the next 3 years
starting as soon as October, 2015.
General 50,000
Park Rangers for Lummus Park (ODTF Request) 6 Full-time Park Rangers & 2 Part-time Park
Rangers General 509,000
Venue for Senior Parties General 100,000
UNIDAD Restroom Cleaning Services Expansion General 95,000
Additional Seasonal Inclusionary Aides General 80,000
Insourcing of North Shore Park Tennis Center {offset by revenues}General 90,000
Expedite and improve on the implementation of capital projects, park improvements, program
analyses, contract management, and fiscal oversight by adding a Senior Management Analyst
position.
General 99,000
Contracted grounds maintenance for parks and athletic fields General 523,000
1 Beach Maintenance Director (pro-rated). The amendment increased the Resort Tax Fund
transfer to the General Fund and increased the Parks & Recreation budget in the General Fund
accordingly
General 50,000
81,000 99,000 781,000 298,000 874,000
Planning
Improve efficient and timely delivery of plan review services by providing optional expedited review
in coordination with the Building Department. (Costs of $23,000 would be completely offset by
revenue)
General -
Adding an Office Associate V position (Costs of $60,000 would be 75% offset by revenue)General 15,000
Adding a Field Supervisor position (Costs of $70,000 would be 75% offset by revenue)General 18,000
Adding an Office Associate V position General 59,000
Office Associate III (Best Buddies)General 50,000
- - 33,000 59,000 50,000
Police
Add 1 Investigator Supervisor and eliminate a Major position after 5 months in FY 2012/13 through
attrition- currently the Police Department has one Lieutenant position underfilling a vacant Major
position due to Reorganization --when a Lieutenant position is vacated in February 2013, the
Major position can be eliminated.
General 50,000
Add 2 ATV Police Officers in the North area working 2200 to 0800 hours (10pm to 8am) to
implement and enforce the beach closure. This number has been refined to exclude new vehicles,
fuel, maintenance and depreciation costs for the additional Police Department union positions
being proposed, as they will not impact the FY 2012/13 budget. These vehicle costs of $76,200
will impact subsequent years.
General 165,000
Team (Sergeant for the squad would be assigned from the IA reorg). This enhancement will be
offset by the elimination of $100,000 in overtime. This number has been refined to exclude new
vehicles, fuel, maintenance and depreciation costs for the additional Police Department union
positions being proposed, as they will not impact the FY 2012/13 budget. These vehicle costs of
$152,400 will impact subsequent years.
General 230,000
Add 6 Police Officers in the South area for a walking beat along Washington Avenue.General 461,000
Add 1 Detention Officer to augment current staffing levels in all three shifts including weekends.
This number has been refined to exclude new vehicles, fuel, maintenance and depreciation costs
for the additional Police Department union positions being proposed, as they will not impact the FY
2012/13 budget. These vehicle costs of $38,100 will impact subsequent years.
General 66,000
Records Unit Enhancement - additional Records Technician and Data Entry Clerk will
reduce the need for overtime in the unit by $80,000.General 5,000
Additional Overtime for the Neighborhood Resource Officer for additional Homeless Outreach General 20,000
Total
Total
Total
8
ATTACHMENT A
5 YEAR SUMMARY OF ENHANCEMENTS/ADDITIONS
2016/17
Enhancements/
Additions
2014/15
Enhancements/
Additions
2015/16
Enhancements/
Additions
Department Fund
2012/13
Enhancements/
Additions
2013/14
Enhancements/
Additions
Public Safety Communications Units (PSCU) Dispatchers Enhancement- Seven (7) additional
dispatcher positions for the Public Safety Communications Unit (PSCU) to ensure the continuity of
operations of the PSCU on a 24/7 basis. This enhancement includes an offsetting reduction in
overtime of $199,000. [Restores four Dispatcher positions eliminated during the FY 2007-08
budget process]
General 157,000
Senior Latent Examiner position previously funded from Confiscated Trust Funds General 75,000
Adding two positions to ensure proper video evidence recovery and maintain chain of custody.
The positions include a Sergeant and a Property & Evidence Tech I. The acquisition of 50 body
cameras for $310,000 is proposed to be covered by Confiscation Trust funds.
General 198,000
Adding a License Plate Reader (LPR) system on MacArthur Causeway, as well as two portable
kits (one-time multi-year implementation project).General 276,000
Provide support to the State Attorney's Office's Human Trafficking Task Force by assigning a
Detective position to participate on the task force.General 98,000
Enhance the pool of qualified candidates that could be hired as police officers by reimbursing ten
police recruits to complete Police Academy training supervised by a Training Advisor (Police
Officer position).
General 189,000
Address traffic congestion by adding a Motor Unit consisting of one Sergeant and four Police
Officer positions. Costs would be offset by an estimated $110,000 in revenue.General 563,000
12 Police Officers for new Entertainment District (based on current FY2017/18 CSL)Resort 1,887,000
3 Police Officers - Mid Beach General 212,000
2 Police Officers - North Beach General 143,000
School Liaison Supervisor General 45,000
Expansion of License Plate readers to MacArthur Causeway which includes two additional patrol
vehicles and two portable kits. This amendment increased the Resort Tax transfer to the General
Fund and increased the Police Department's budget accordingly
General 115,000
Purchase of E-Citation printers and other peripherals (Police Crash Report Sales Fund)Special Revenue 30,000
997,000 157,000 388,000 1,156,000 2,287,000
Procurement
Reclassifying a part-time Procurement Coordinator position to full-time General 25,000
Adding a Procurement Contracting Officer II position General 70,000
Adding two Procurement Contracting Officer positions.General 120,000
Electronic Tracking System General 45,000
Improve procurement compliance and reduce solicitation backlog by adding a Procurement
Coordinator [Restores one Procurement Coordinator position converted to part-time during the FY
2011-12 budget process]
General 68,000
Strengthen the Capital and Infrastructure Contracting Team to expedite contracting activities for
capital projects by adding a Procurement Technician position.General 60,000
- 128,000 95,000 120,000 45,000
Property Management
Living Wage - existing contracts with living wage in Property Management Internal 9,000
Add a Construction Manager to oversee Capital Renewal & Replacement Capital Projects related
to City Facilities over and above routine maintenance. This position will oversee work on all
aspects of the projects including design, construction, inspection and renovation. The year one
impact of this postion will be charged to fund balance; the year two impact will be $68,000 of which
$48,000 impacts the General Fund. (This cost will be offset by Renewal and Replacement
funding) [Restores one Construction Manager position eliminated during the FY 2009-10 budget
process]
Internal 68,000
9,000 68,000 - - -
Public Works
Living Wage - existing contracts with living wage in Public Works Stormwater, Sewer, Sanitation,
Parking and Convention Center Enterprise 253,000
Adding a Streets and Lighting Superintendent position.General 101,000
Adding a Civil Engineer position (30% GF, 30% Stormwater, 40% Water & Sewer).General 19,000
Adding a Civil Engineer position. This position would be split funded as follows: 30% General
Fund, 30% Stormwater, 20% Water, 20% Sewer.General 23,000
Adding two Street Light Technician I positions.General 103,000
Adding two Field Inspector positions General 116,000
Adding two Field Inspector positions and a Field Supervisor position for adequate oversight of the
Urban Forestry Tree Preservation Program and enforcement of the Tree Preservation Ordinance
No. 2014-3904 that was approved by Commission on November 19, 2014. Offset by anticipated
revenue of 220k.
General -
Allow for the proper monitoring, maintenance, and enhancement of the citywide urban forest by
creating a GIS Tree Inventory.General 160,000
Meet increasing demand for GIS programming and support by adding a Senior GIS Analyst
position.General 76,000
Two (2) Greenspace Mgt. Tree Trimmers and one bucket truck for Rights-of Way Tree
Maintenance throughout the City of Miami Beach General 187,000
Sanitation
Washington Avenue Tourism Enhancement Initiative - Increased pressure cleaning from bi-weekly
to weekly (1 MSW I & 1 MSWII; includes $34,000 for vehicle & equipment costs)Enterprise 115,000
The Bathroom Index will assess the 64 public restrooms throughout Miami Beach for overall
cleanliness and maintenance to ensure these public facilities are well maintained.Enterprise 21,000
Adding attendants to the beachfront restrooms in Lummus Park and 21st street on weekends,
holidays, and special events. The attendants will be responsible for stocking and performing litter
control. Each restroom requires two attendants. This enhancement would be funded from the
Resort Tax fund
Enterprise 476,000
1 full-time MSW III and 2 full-time MSW II positions to improve parking lot cleanliness Enterprise 105,000
Public Works - Sewer
Total
Total
Total
9
ATTACHMENT A
5 YEAR SUMMARY OF ENHANCEMENTS/ADDITIONS
2016/17
Enhancements/
Additions
2014/15
Enhancements/
Additions
2015/16
Enhancements/
Additions
Department Fund
2012/13
Enhancements/
Additions
2013/14
Enhancements/
Additions
Adding a Civil Engineer position. This position would be split funded as follows: 30% General
Fund, 30% Stormwater, 20% Water, 20% Sewer.Enterprise 15,000
Adding two Municipal Worker II positions Enterprise 79,000
Civil Engineer I (1/3 between water / sewer / storm)Enterprise 26,000
Public Works - Stormwater
Mitigation Plan to address sea-level rise.Enterprise 250,000
Expand utilization of outsourced vac-con services for annual stormwater main cleaning by
increasing contractual maintenance.Enterprise 644,000
Provide enhanced stormwater pump maintenance with more preventive maintenance and bi-
monthly inspections by increasing contractual maintenance.Enterprise 225,000
Provide additional leadership of the expanded stormwater program by adding a Stormwater
Superintendent position.Enterprise 109,000
Enhance cleaning operations and stormwater maintenance projects by adding two Field Inspector
positions.Enterprise 100,000
Improve capabilities in drainage analysis and stormwater modeling by adding a Civil Engineer
position.Enterprise 75,000
Improve ability to produce drawings, sketches, and maps by adding an Engineering Assistant I
position.Enterprise 50,000
Reduce backlog of projects and enhance ability to perform in-house engineering by adding a Civil
Engineer position (30% GF, 30% Stormwater, 40% Water & Sewer).Enterprise 19,000
Adding a Civil Engineer position. This position would be split funded as follows: 30% General
Fund, 30% Stormwater, 20% Water, 20% Sewer.Enterprise 23,000
Adding two Municipal Worker II positions Enterprise 79,000
Civil Engineer I (1/3 split between water / sewer / storm)Enterprise 26,000
Enhance Stormwater Pump Station Maintenance-Due to the increased number of pump stations
(4), additional maintenance is critical to meet the demands of effective stormwater control.
Additional maintenance costs are already being incurred and this enhancement properly funds this
key function.
Enterprise 175,000
Public Works - Water
Reduce backlog of projects and enhance ability to perform in-house engineering by adding a Civil
Engineer position (30% GF, 30% Stormwater, 40% Water & Sewer).Enterprise 32,000
Adding a Civil Engineer position. This position would be split funded as follows: 30% General
Fund, 30% Stormwater, 20% Water, 20% Sewer.Enterprise 15,000
Water Meters Enterprise 225,000
Civil Engineer I (1/3 between water / sewer / storm)Enterprise 26,000
368,000 175,000 2,226,000 689,000 490,000
RDA
Living Wage - existing contracts with living wage RDA 20,000
Living Wage Increase RDA 9,000
Increase Security coverage on Lincoln Road between the hours of 1am-6am, allowing for 24 hour
coverage between security and Police Officers RDA 35,000
Lincoln Road Tourism Enhancement Initiative - Increased pressure cleaning from biweekly
to weekly- (1 MSW I & 1 MSWII; includes $34,000 for vehicle & equipment costs)RDA 101,000
Locations added to the Parks & Recreation's Greenspace Management Division's areas of
responsibility In the RDA:
• Bass Museum (Renovated Site) CITY CENTER /RDA $8,100
• Soundscape Park Special Events (additional service required to facilitate the 38 plus events held
at this Park: Movies, Wallcasts, Opera Nights, etc.) - $19,200
RDA 28,000
New police squad for the RDA, which will provide 24 hour coverage, particularly on Lincoln Road
and surrounding areas. This new squad will include one (1) Sergeant and two (2) Police Officers.
The cost of this enhancement will be offset by $254,000 from the current security contract which
will be discontinued.
RDA 55,000
Improve the Management of Lincoln Road infrastructure by the addition of a Manager. The initial
focus of the position will be Lincoln Road and over time it may also support other business areas
like Washington Avenue, Ocean Drive, etc. These duties will be absorbed by 50% of an existing
postion in the City Manager's Office.
RDA 112,000
Improve ability to quickly address code issues on Lincoln Road by addition of two dedicated code
officers RDA 99,000
184,000 266,000 9,000 - -
Resort Tax
Increased funding for Overtime for Spring Break and Memorial Day Weekend consistent with
levels deployed in FY 2011/12 Resort 680,000
Enhance Holiday Decorations Resort 40,000
Contribution to Mount Sinai - 15 year agreement Resort 1,000,000
Sanitation Fund Contribution Resort 3,671,000
Digitalization of Miami Beach Archives Resort 24,000
720,000 - - 1,000,000 3,695,000
TCED
Add a full-time Leasing Specialist General 66,000
Convert part-time position shared with TCD for field monitoring to a full time position in each
department.General 12,000
Convert part-time position shared with REHCD for field monitoring to a full time position
in each department.General 32,000
Adding an Assistant Director position [FUND 50% FROM RESORT TAX]General 105,000
Convention Center Operations Enterprise 5,991,389
110,000 - - 105,000 5,991,389
Transportation
Adding a Transportation Planner position Special Revenue 118,000
The Mystery Rider Program for transit assesses the level of service provided to transit users of
three different transit routes, the South Beach Local and both the Alton-West and North Beach
Trolleys.
Special Revenue 21,000
Bicycle safety campaign (Recommended by Finance Committee in February)Special Revenue 10,000
Ciclovia Special Revenue 120,000
Improve transportation planning and transit operations by adding a Transportation Operations
Supervisor position. This position will be responsible for planning, developing, implementing, and
monitoring daily operations of privately operated municipal circulator systems.
Special Revenue 80,000
Total
Total
Total
Total
10
ATTACHMENT A
5 YEAR SUMMARY OF ENHANCEMENTS/ADDITIONS
2016/17
Enhancements/
Additions
2014/15
Enhancements/
Additions
2015/16
Enhancements/
Additions
Department Fund
2012/13
Enhancements/
Additions
2013/14
Enhancements/
Additions
Transportation Department (The Transportation Department was created by Ordinance 2014-3865
in 2014 and amount reflects current FY2017/18 CSL minus the items listed separately in this
analysis for Transportation)
Special Revenue 6,855,000
Additional funding for the South Beach Local Special Revenue 126,000
Additional funding for Trolley operations Special Revenue 217,000
Additional funding for the expansion of the City's trolley system. Additions to the City's Trolley
system included the Mid-Beach Loop, Collins Link, and South Beach Loop Special Revenue 3,687,000
4 Traffic Flow Specialists & 2 Transportation Analysts Special Revenue 441,000
- 80,000 11,034,000 441,000 120,000
Fund Enhancements
/ Additions
Enhancements
/ Additions
Enhancements
/ Additions
Enhancements
/ Additions
Enhancements
/ Additions
Total
Enhancements /
Additions
General Fund 3,502,000 1,770,000 5,147,000 6,481,000 3,754,000 20,654,000
Internal Service Impact (assumes 82% allocation)78,000 383,000 31,000 182,000 116,000 790,000
3,580,000 2,153,000 5,178,000 6,663,000 3,870,000 21,444,000
Internal Service 94,000 466,000 81,000 221,000 141,000 1,003,000
Resort 720,000 0 110,000 1,000,000 6,333,000 8,163,000
RDA 184,000 266,000 115,000 0 0 565,000
Enterprise 368,000 175,000 2,796,000 206,000 6,342,389 9,887,389
Special Revenue 95,000 129,000 11,096,000 492,674 308,000 12,120,674
5,041,000 3,189,000 19,376,000 8,582,674 16,994,389 53,183,063
Total
11
July 1, 2016 - June 30, 2017
Non-Profit Organizations
Application
and Permit
Fee
Beach
Access
Passes
Square
Footage Fee User Fees
Sand Tax
(.25) On
Beachfront
Sales Taxes
on Square
Footage
(.07)Grand Total
Miami City Ballet 500.00$ 5.81$ 505.81$
H2O Foundation-Swim Miami 500.00$ 500.00$
Brazilian Film Festival 750.00$ 11.38$ 761.38$
Miami Beach Botanical Garden-Oktoberfest 500.00$ 500.00$
Miami Beach Rowing Club-Head of Indian Creek Regatta 500.00$ 500.00$
CI Management/FoundationSeafood Festival and Chef Showdown 750.00$ 4,500.00$ 26,635.87$ 8,878.63$ 2,486.02$ 43,250.52$
Little Lighthouse Foundation-Nightmare on the Beach 500.00$ 1,500.00$ 600.60$ 2,600.60$
White Party Gala & Muscle Beach Party 500.00$ 2,250.00$ 5,775.00$ 1,925.00$ 539.00$ 10,989.00$
Burger King Foundation- Beach Run 750.00$ 1,650.00$ 621.75$ 2,287.25$ 43.52$ 5,352.52$
Coral Brooding 500.00$ 500.00$
Chanukah Lighting 250.00$ 250.00$
Wounded Warrior Project 500.00$ 500.00$
MDPL-Art Deco Weekend 750.00$ 1,650.00$ 3,350.00$ 20,910.25$ 234.50$ 26,894.75$
DRSF-Winterfest 500.00$ 500.00$
Miami Beach Botanical Garden-Taste of the Garden 500.00$ 500.00$
The Bass Museum-Miso at The Bass Concert Picnic 500.00$ 500.00$
Boy Scouts of America-Barefoot Mailman Hike 500.00$ 300.00$ 1.75$ 801.75$
Dophins Foundation-Dolphins Cancer Challenge 500.00$ 500.00$
Florida International University-Southern Wine and Food Festival 750.00$ 9,750.00$ 10,500.00$
Winter PartyBeach Party 750.00$ 2,250.00$ 8,995.31$ 2,998.44$ 14,993.75$
Purim At the Jewish Learning Center 500.00$ 28.70$ 528.70$
The Wendy Walk 500.00$ 500.00$
Florida International University-Volleyball Tournament 500.00$ 500.00$
Sobe Chamber Ensemble-Mozart on the Move 500.00$ 500.00$
Calvary Chapel Miami Beach-Easter Sunrise Service 500.00$ 0.35$ 500.35$
Yom Hashoah 500.00$ 500.00$
Informed Families Joe's Street Party and Dinner 500.00$ 186.20$ 686.20$
Aqua Girl 500.00$ 500.00$
Ebeauty 500.00$ 500.00$
Non-Profit Subtotal 126,115.33$
For-Profit Organizations
ABMB at H&M 500.00$ 500.00$
Tide by Side Faena District Opening 750.00$ 900.00$ 1,650.00$
Art Basel Miami Beach 1,500.00$ 1,500.00$
South Beach Jazz Fest 500.00$ 500.00$
Yamaha Contender Sportfish Tournament 500.00$ 500.00$
Miami International Autoshow 750.00$ 750.00$
For-Profit Subtotal 5,400.00$
*Orange highlight means event was cancelled
Grand Total of All Waived Fees 131,515.33$
Attachment B
Special Events Receiving Fee Waivers
1
2
FY 2015/16
Non-Profit Organizations
Application
and Permit
Fee
Beach
Access
Passes
Square Footage
Fee User Fees
Sand Tax
(.25) On
Beachfront
Sales Taxes
on Square
Footage
(.07)Grand Total
The Bass-T.C. Temporary Contemporary 750.00$ 750.00$
Global March for Elephants and Rhinos 500.00$ 500.00$
EBeauty Miami Pink 500.00$ 110.25$ 610.25$
Surfrider FoundationBeach Clean up 500.00$ 500.00$
NWS-Wallcast 500.00$ 500.00$
Burger King Foundation- Beach 5K 500.00$ 1,500.00$ 43.52$ 2,043.52$
Miami Beach Rowing Center-Head of Indian Creek Regatta 500.00$ 17,000.00$ 1,190.00$ 18,690.00$
White Party-Beats Brew and BBQ 500.00$ 500.00$
H2O Foundation-Swim Miami 500.00$ 500.00$
CI Management/Foundation SoBe Seafood Festival 750.00$ 5,100.00$ 142,058.00$ 9,944.06$ 157,852.06$
Little Lighthouse Foundation-Nightmare on the Beach 500.00$ 1,500.00$ 566.30$ 2,566.30$
World Out Games- Halloween Block Party 750.00$ 46.20$ 796.20$
Kristallnacht 500.00$ 500.00$
Bais Menachem Ground Breaking 500.00$ 500.00$
White Splash Pool Party at Aloft Hotel 500.00$ 500.00$
White Party- Muscle Beach 500.00$ 1,500.00$ 5,855.63$ 546.53$ 8,402.16$
NADA-at the Fontainebleau 500.00$ 500.00$
Chanukah Lighting 500.00$ 500.00$
Chanukah Car Parade 500.00$ 500.00$
NWS-Holiday Wallcast 500.00$ 500.00$
Wonded Warrior Project-Soldier Ride 500.00$ 500.00$
MDPL=Art Deco Weekend 750.00$ 1,800.00$ 3,350.00$ 234.50$ 6,134.50$
Center for Advancement of Jewish Education-Miami Jewish Film Festival 500.00$ 500.00$
DRSF-Winterfest 500.00$ 500.00$
Miami City Ballet-30 Year 500.00$ 4,738.50$ 2,001.25$ 1,184.63$ 331.70$ 8,756.08$
St. Francis- Funfest 500.00$ 500.00$
Boy Scouts of America-Barefoot Mailman 500.00$ 450.00$ 950.00$
Artscape Concert Series 500.00$ 150.00$ 650.00$
The Bass Museum-Bass Ball 500.00$ 168.00$ 668.00$
Dolphins Foundation-Dolphins Cancer Challenge 500.00$ 500.00$
Winter Party Pool Party at the Shelborne 500.00$ 500.00$
Winter Party Beach Party & Auxillary Events 750.00$ 21,000.00$ 7,800.00$ 2,600.00$ 728.00$ 32,878.00$
NWS-Network Performing Arts Production Whorkshop 500.00$ 500.00$
Purim 2016 at the Jewish Learning Center 500.00$ 500.00$
Surfrider Foundation Beach Clean up 500.00$ 500.00$
Doctor's Hospital FIU-Surf and Turf Invitational 500.00$ 300.00$ 22.75$ 822.75$
USGBC-The Green Mile 500.00$ 500.00$
Poetry in the Park at Soundscape 500.00$ 4.73$ 504.73$
Gay Pride Parade 750.00$ 8,100.00$ 11,069.50$ 6,687.70$ 774.86$ 27,382.06$
SoBe Chamber Ensemble-Mozart on the Move 500.00$ 4.90$ 504.90$
The Wendy Walk 500.00$ 500.00$
Attachment C
Special Events Receiving Fee Waivers
1
3
AIDS Walk 500.00$ 4,429.00$ 9.66$ 4,938.66$
Holocaust Memorial 500.00$ 500.00$
Aqua Girl 500.00$ 500.00$
Miami Dolphin Foundation Weekend 500.00$ 4,525.00$ 316.82$ 5,341.82$
World Out Games-Cultural Arts Fest 500.00$ 600.00$ 49.49$ 1,149.49$
Miami City Ballet-National Dance Day 500.00$ 5.81$ 505.81$
H2O Foundation-Swim Miami 500.00$ 500.00$
Brazilian Film Festival 750.00$ 11.38$ 761.38$
Non-Profit Subtotal 296,658.67$
For-Profit Organizations
M.B. Bowl Pep Rally 500.00$ 500.00$
Catching the Big Fish 500.00$ 500.00$
Miami International Auto Show 750.00$ 750.00$
Botanical Gardens-Oktoberfest 500.00$ 500.00$
Yamaha Contender Miami Sportfish Tournament 500.00$ 2,250.00$ 157.50$ 2,907.50$
For-Profit Subtotal 5,157.50$
Grand Total of All Waived Fees 301,816.17$
1
4
July 17, 2017
Cintya G. Ramos, Director
BUDGET & PERFORMANCE IMPROVEMENT
1700 Convention Center Drive, Miami Beach, FL 33139
Dear Cintya,
The Miami Beach Botanical Garden’s grant funding from the City of Miami Beach is
crucial to the successful production of the programs. These funds are used to support a
wide array of activities and events including:
- Artist fees for a wide variety of programs eg.Fushi Daiko performance at the
Japanese Spring Festival, a free community event which attracted over 1000
people. Musicians and performances artists at throughout the year.
- Summer Children’s Art Camp – art supplies and other expenditures. The
camp runs for 10 weeks, each Wednesday morning and concludes with
“Gallery Night,” showcasing the creativity of the Students
Art in the Park with Maria, a monthly event for children to tap their creativity
in the Garden setting.
- Advertising and promotional materials which promote the Garden’s programs.
We continue to find new collaborations to broaden our audience experience providing the
unique combination of nature and the arts for the community and our visitors.
If you need further details, please do not hesitate to contact me.
Cordially,
Sandy Shapiro
Executive Director
15
16
1
7
1
8
19
20
21
22
1920 Meridian Ave, Miami Beach, FL 33139
2016-2017 EXECUTIVE BOARD OF GOVERNORS
Wayne Pathman, Pathman Lewis LLP, Chairman
Michael S. Goldberg, Gibraltar Private Bank & Trust, Immed. Past Chair
Robin Jacobs, Miami Beach Cosmetic & Plastic Surgery, Vice Chair
Joshua Levy, Pardo Gainsburg PL, Vice Chair
Madeleine Romanello, Compass Real Estate, Vice Chair
Stephen J. Farbish, Mallah Furman & Co. CPA, P.A., Treasurer
Aaron Tandy, Pathman Lewis LLP, Sergeant-At-Arms
Reinaldo Borges, Borges + Associates Architects, Pillar Trustee Chair
Mathew Cicero, South Florida Condominium Management, Inc.
Matis Cohen, KP Kahunah Properties
Sheila Duffy-Lehrman, Tropic Survival
Alfredo J. Gonzalez, Greenberg Traurig, P.A.
Jorge Gonzalez, Bal Harbour Village
Jason Loeb, Sudsies Dry Cleaners & Laundry
Keith London, Keith London, Inc
David Martin, Terra Group
Anthony Noboa, ODM Performance Solutions, Inc.
Daniel Odess, GlobalPro Recovery Inc.
Sandor Scher, Claro Development Solutions
Richard Segal, Kluger, Kaplan, Silverman, Katzen & Levine, P.L
Michael and Ronald Simkins, Lion Financial
BOARD OF GOVERNORS
Marissa Amuial, Akerman
Jessica Eve Berrin, Baptist Health South Florida
JC Carey, Miride
Adam Cedrati, Boucher Brothers Management Inc.
Bart H. Chepenik, Chepenik Trushin LLP
Kimberly Cohen, Cohen & Co.
Jeffrey M. Cohen, EWM Realty International
JR Fenton, Jackson Agency
Jessica Fuentes, Café Avanti
Alex Furrer, The Setai - Miami Beach
Abraham A. Galbut, Crescent Heights
Michael Grieco, Criminal Law Office of Michael C. Grieco
Isadore Havenick, Magic City Casino
Julie Jacko, Barre Motion Inc.
Eric Jacobs, Clear Title Group
Calvin Kohli, Mercedes Services Inc.
David Kurz, Kurz Real Estate
Benton Launerts, Launerts Hospitality
Jonathan Lieberman, Itopia
Nathan Lieberman, South Beach Gro up
Commissioner Eddie Lim, City of North Bay Village
Paul M. Lowenthal, Southern Audio & Visual
Richard Lydecker, Lydecker Diaz LLC
David Mancini, David Mancini & Sons Inc.
Jamie Maniscalco, Rose Relations LLC
William Murphy, Security Alliance
Charlie Mustell, Mustell Law Firm
Timothy M. Nardi, Menin Hospitality
Jay Parker, Douglas Elliman Real Estate
Gary Pyott, FirstService Residential
Alan Randolph, Bank of the Ozarks
Melissa Rubin, Realconnex.com
Andrew Schultz, Morgan Stanley
Emily Sherman, W South Beach
Michael Silverman, Comras Company
Lyle B. Stern, Koniver Stern Group
John Stuart, FIU College of Communication, Architecture + The Arts
Joshua Summers, Fontainebleau - Miami Beach
Jeevan Tillit, East of Collins
Ceci Velasco, Mango's Tropical Cafe, Inc.
Thomas Zarikian, EB Hotel Miami
GOVERNOR EMERITUS
James Rocco Boucher, Boucher Brothers Management
Sidney Goldin, Miami Jewish Health System
Billy Long, OUTFRONT MEDIA
Alexander I. Tachmes, Shutts & Bowen
CORPORATE EMERITUS
Jorge Gonzalez, City National Bank of Florida
Aletha Player, Florida Power and Light
Katherine San Pedro, AT&T Florida
Steven D. Sonenreich, Mount Sinai Medical Center
EX OFICIO
Peggy Benua, Dream South Beach
Marc Henderson, Miami-Dade Aviation Department
Matt Hollander, MB Convention Center - Global Spectrum
William Talbert III, GMCVB
July 14, 2017
Cintya G. Ramos
1700 Convention Center Drive
Miami Beach, FL 33139
Dear Cintya,
The Miami Beach Chamber of Commerce receives $36,000 which we use to help
support our Visitor Center. We are committed to promoting the #1 brand in our
city, Tourism, and we do this by reaching global markets through a variety of
outlets. The Visit Miami Beach Visitor Center serves all visitors with concierge
services and retail options to help increase traffic in the Miami Beach area. The
Visitor Center is open 7 days a week to help guests with all sorts of services such
as, hotel bookings, tour sales and information, purchase of GO Miami & Explorer
cards, suggesting dining and shopping options.
Some of the most important tools used by the Visitor Center are the social media
outlets and website (miamibeachguest.com). This site provides useful information
for tourists with a wide directory of businesses that provide special services and
assists in making Miami Beach a desired destination. By focusing our resources
on Facebook, Instagram, Twitter, YouTube and other viral social media outlets,
the Visitor Center continues to globally promote the Visit Miami Beach Brand and
encourage tourists to visit our beautiful city. This benefits our business community
and assists the city in generating resort taxes.
Families and individuals alike find great benefit in the information provided by the
Visitor Center. Usually, the entertainment decision maker or caretaker of the home
will find several great options for the whole family regardless of age. Our friendly
staff ensures that visitors from around the world get a warm first impression and
feel welcomed to our city. The main goal is that our visitors are able to access this
information during their planning stages of their trip to ensure that with our new
location, Visit Miami Beach can be ready to provide all the necessary help.
There are many activities that will help enhance this business stimulus program
and we appreciate the support from the City of Miami Beach to continue the
promotion of our businesses and give back to our guests. By using the
miamibeachguest.com website, visitors can research and explore local
restaurants, tours, and special activities that Miami Beach has to offer prior to their
arrival. Once in Miami Beach, there are various touch points for visitors and
residents, including the Beach Channel, the Miami Beach News, and the GMCVB
Vacation Planner.
With the continuing support from the City of Miami Beach, the Visit Miami Beach
Visitor Center will keep working hard to help grow local business and achieve
name recognition for our city throughout the world.
Sincerely,
Jerry Libbin
President & CEO
Miami Beach Chamber of Commerce
23
24
MIAMI DESIGN PRESERVATION LEAGUE
1001 Ocean Drive, Miami Beach, FL 33139
P.O. Box 190180, Miami Beach, FL 33119-0180
Phone 305-672-2014 www.mdpl.org
Dear Cintya,
Miami Design Preservation League receives a Cultural Anchors Grant. Cultural Anchors Grants are
defined as grants for operating funds to the major preeminent and smaller arts institutions physically
based in the City of Miami Beach, whose primary mission is year-round artistic and cultural programming
that contributes significantly to the cultural life of the City of Miami Beach. Grants may be used towards
operational expenses in association with the annual cultural programming described in the application.
Miami Design Preservation League (MDPL) is a non-profit organization devoted to preserving, protecting,
and promoting the cultural, social, economic, environmental and architectural integrity of Miami Beach
and its twelve historic districts. These vibrant neighborhoods are living museums of 20th century design
and the economic engine of our city. MDPL acts as the docent and curator to these architectural gems.
Originally organized by Barbara Capitman and friends in 1976, it is the oldest Art Deco Society in the
world, but is also much more. The Art Deco Historic District in South Beach was designated as a National
Register District in 1979 through the efforts of MDPL. Since that time three more National Register
Districts have been added along with twelve local districts. Currently two new local districts are being
enacted in North Beach following years of advocacy by MDPL in partnership with local neighborhood
groups.
In addition to MDPL’s commitment to the historic districts, the organization is active in historic
preservation issues in all of Miami-Dade County. MDPL provides cultural and educational programs to
Miami-Dade County residents, surrounding counties, Florida residents, national and international visitors
and the programs are developed for the general public, are mostly free and have special appeal to those
interested in art, design, architecture, history, preservation, urban and community planning and
development.
MDPL’s signature festival is the annual Art Deco Weekend (ADW). ADW was created in 1977 to
showcase the beautiful Art Deco buildings of South Beach and to encourage people to preserve it for
future generations. The festival has been very successful and the quality of programs have significantly
improved over the last two years. Juried fine arts exhibitors, antiques, Deco-era music and quality
children’s programming have created a community cultural festival with something for everyone. Almost
all programs are free and all are ADA accessible.
MDPL’s mission is carried out in the following three ways: 1) Through the development and production of
free educational and cultural programming that stimulates awareness and appreciation of Miami Beach’s
historic architectural significance; 2) By providing a pathway for active community participation in historic
preservation 3) By advocating for legislation and government policies that ensure the continued
preservation of historic architecture.
Should you have further questions, please do not hesitate to contact me. Full details of this application
can be found in the grant agreement.
Sincerely,
Daniel Ciraldo
Executive Director
Miami Design Preservation League
25
MIAMI DESIGN PRESERVATION LEAGUE
P.O. Box 190180, Miami Beach, FL 33119-0180
Phone 305-672-2014 www.mdpl.org
Dear Cintya,
Miami Design Preservation League receives a Key Intended Outcomes Grant.
The Miami Design Preservation (MDPL) is conducting a survey of all historic resources in the City of
Miami Beach. This project was initiated in 2011 as a means to further protect and promote the historic
resources of Miami Beach. Surveyors research, catalog and enter building information in a free on-line
database. This work is part of our efforts to better educate the public about wealth of historic structures in
our city. The on-line
database serves as a constant exhibit of Miami Beach history. Please visit at www.ruskin arc.com/mdpl
The Project supports the City's Key Intended Outcomes in two areas. The first is through enhancing the
beauty of neighborhoods through a focus on "historic assets" in the "Premier Neighborhoods" priority
area. This is achieved through the recording of historic properties, which allows neighbors to better
understand and build upon their existing strengthens. Second, in the "International Center for Tourism
and Business" priority area MDPL's survey project is helping to "Maximize the Miami Beach brand as a
world class destination" by making the historic property information free and easily accessible on -line.
The collected information, documents and photographs create a historic record that is used by local,
visitors, preservationists, history enthusiasts, students and researchers.
MDPL's Director of Programs and Outreach oversees the survey and data entry work, with the main
survey work conducted by architecture graduate students from Florida international University. The
student interns review City of Miami Beach building records, State of Florida historic resources files,
Miami-Dade County Property Appraiser records, and MDPL records. After reviews available records the
surveyor visits each site to take many pictures, record current property conditions and develop a full
recording of the architectural features of the site. This information is then edited and entered into the on -
line database. The Director then reviews each entry before it is available on-line.
In 2016 and 2017 we have continued with the survey and recently have upgraded our software to include
the ability for inputting the elevation of ground levels of historic buildings. This upgrade will allow for
recording of resiliency data related to elevation. We are now working on updating the National register Art
Deco Historic District project with Miami Beach district data, in order to ensure that the public has. the
most up-to-date information about a building's historic status. In February 2017 we began the survey the
North Beach National Register districts. The project focus on the North Beach section of Miami Beach will
continue through 2018
Should you have further questions, please do not hesitate to contact me. Full details of this application
can be found in the grant agreement.
Sincerely,
Daniel Ciraldo
Executive Director
Miami Design Preservation League
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Brief Synopsis of the Tourist Hospitality Center & Marketing Components
Operated by Miami Beach Latin Chamber of Commerce
The Tourist Hospitality Center is an accredited Visitor Center since 1995, operated as a non -profit
service by the Miami Beach Latin Chamber of Commerce. It is the only Vi sitor Center at Lincoln
Road with an attractive pedestrian entrance at a historic landmark. This popular corridor is
frequented by more than 3.5 visitors annually. Visitors find our Center following a highly visible
City marquee on Lincoln Road and a banner sign on Drexel Avenue. It welcomes and encourages
visitors to come inside the Center. Our community guidepost presence is different from the “tour
sales booths” that pop up throughout Miami Beach but offer no service at all.
The Tourist Hospitality Center is a tourist satisfier program that addresses on average 8,500 walk-
in visitors annually, and 25,000 visitors to its website “miamibeach.org”, in addition to fielding
numerous phone calls from visitors. At the Center, visitors experience personalized attention by
multilingual Concierge staff who links them to hotels via referrals and to everything there is to do
and see in Greater Miami: attractions, tours, restaurants, clubs, entertainment, shopping, special
events, arts/culture, Art Deco District, leisure/recreational activities, public transportation, bus
routes, etc. The Center operates all year-round, from Mondays through Fridays, from 9 a.m. to 5:30
p.m. with the support of the City of Miami Beach ($18,000) and other matching sources [including
the Chamber’s own reserves] for a total program budget of $78,000.
The Center is well organized with Concierge staff who professionally advices and plans itineraries
appropriate for all visitors, makes referrals and reservations as needed, linking tourists to everything
there is to do and see in Greater Miami, including hotels, restaurants, clubs, shopping, arts, cultural
and special events.
The Center’s functionality is maximized with its website [www.miamibeach.org] with extensive
tourism content: “Visitor Center” with 18 categories of useful tourism information such as “Things
to Do”, “Where to Stay”, “Shopping”, “Restaurants”, “City Events, “Visitor Discounts” and
“What’s New in Miami Beach” among many others. Functionality includes rapid content search
capabilities and multi-lingual viewing, offering translation into other languages.
Caption of the Tourist Hospitality Center inside and outside (entrance on Lincoln Rd.)
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The website offers visitors easy access and flow to tourism information and special discounts: hotels
rates, car rentals, spas, restaurants and attractions.
It encourages visitors to make direct reservations and/or take advantage of special offers and
discounts. It is fully compatible with all commonly used Internet browsers designed to function
effectively with common versions of software and hardware, including an application for mobile
devices. The website is resourceful with an interactive “Ask Our Concierge” button where visitors
are urged to ask their specific questions and receive info within 48 hours.
Marketing: We have continued to offer hotel discounts online through Google pay-per-clicks
campaign in Latin America and Spain to attract more visitors to our city during the slow summer
months. The campaign is developed through the support of the Miami Beach VCA in English,
Spanish and Portuguese, utilizing discount offers in hotels, spas and car rentals, linking also
promotions like Miami Spice Month, Miami Spa Month and other temptations promos.
The hotel discounts for visitors attract site “viewers” to convert those viewers into “bookers” of
hotel reservations and others. The campaign successfully achieves between 350 and 450 paid search
traffic monthly. We are doing this campaign in Latin America to attract visitors during the summer
off-season to our city, a time when visitors in that continent enjoy coming to Miami for shopping
and leisure – when they are on summer vacation (and out of school vacation period) – targeting the
largest segment of visitors to Greater Miami.
As far as marketing, in addition to the current pay-per-click campaign, the Tourist Hospitality
Center is promoted for optimum outreach to visitors through listings in Welcome/Bienvenidos
Magazine, Le Soleil de la Floride, and listing in GMCVB publications and Visit Florida under
“Visitor Information Center”.
Outcomes: We don’t have contracts with hotels. However, through the Concierge referrals at the
Visitor Center, we help to book room nights. It’s an ongoing service all year round w/ an average
of 400 referrals annually. Visitors seek our assistance for hotel rates, availability and referral via
walk-in, phone or e-mail:
▪ The Tourist Hospitality Center makes on average 400 hotel referrals annually, not an actual
reservation because we do not handle credit card info of clients or issue room vouchers.
▪ We estimate on average that 400 referrals x 3 nights average stay = 1,200 room nights
▪ We don’t wish to misrepresent any monetary value that the Center may help generate on hotel
nights. We make referrals not reservations, but just like an online advertising service promotes rates
and offers and clients make bookings, our direct recommendation with name, address, telephone,
website and preliminary rate review of a hotel – there is conversion.
In conclusion, the Tourist Hospitality Center enhances the image of Miami Beach as an exciting
and sophisticated tourist destination with outstanding tourist attractions and visitor services.
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It complements with good customer service the publicity and marketing campaigns to attract
visitors to our destination.
The Miami Beach Latin Chamber has carved a niche in the Latin American and Caribbean market,
a market that has the largest number of visitors to Miami Dade County confirmed by GMCVB
statistics - but the Center caters to all visitors.
At local level, on Lincoln Road alone, 3.5 million visitors frequent the area – our Center definitely
taps into those visitors and creates a positive image for Miami Beach, without displacing or
duplicating the work of other Visitor Centers – we all complement and work together to create a
positive service image for Miami Beach.
Statement of Need: There are currently four (4) official Visitors Centers in Miami Beach with years
of track record: Miami Beach Chamber, Miami Beach Latin Chamber, the LGBT Chamber and
MDPL. All groups boost service to visitors in large numbers at key location points: Convention
Center (under construction), Lincoln Road, Washington Avenue and Ocean Drive.
All visitor services complement customer service to visitors. One Visitor Center is not enough to
address over 5.2 million visitors to Miami Beach alone - that is tourism impact! The Centers do not
compete with each other or create confusion for visitors. On the contrary, it brands an image of service
available at key points at one of the strongest epicenters of tourism in Dade County: Miami Beach.
All Centers have the same objective, helping our more than 5 million visitors who come every year
to enjoy our City.
Just like a private business sector model, there are enough visitors to be served by established
additional service providers in Miami Beach – engaged in different commercial and cultural corridors.
We are stating these facts to dispel the assumption that there is an agglomeration of Visitor Centers
in Miami Beach. We are engaged centers with years of track record that complement each other – not
dueling centers, providing service to a large number of visitors that surpasses its numbers to any other
Dade County city. Miami Beach is without a doubt the city/district in Miami Dade County that
generates the highest number of resort tax dollars. Therefore, the ratio of visitor center services to the
ratio of visitors it receives and resort tax dollars generated by those visitors in a regional area is
reasonably balanced. These services are offered by reputable organizations with strong track record.
In conclusion, the Tourist Hospitality Center by the Miami Beach Latin Chamber of Commerce
provides a highly useful service for visitors and City of Miami Beach funds invested in the program
far exceeds the benefits received. We are proud of serving visitors, making their stay more pleasant
and promoting the “repeat client experience” to our destination.
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Overview of the Tourist Hospitality Center
Operated by Miami Beach Latin Chamber of Commerce since 1995 @ Lincoln Road
The Tourist Hospitality Center at Lincoln Road has provided visitors first -hand, personalized information
on everything there is do and see in Miami Beach. It has welcomed visitors from all over the world every
day in a pleasant, garden courtyard setting. Our Concierge staff is equipped to answer questions and
information on various languages to walk-in visitors, telephone callers and e-mails, supplemented with a
large variety of attraction’s brochures and courtesy maps. The Center also helps to resolve visitors’ concerns
and incidents with towing and parking tickets, discrepancies with hotel reservations/vouchers and other
service issues.
Tourism customer service starts with quality information. Our Center has been an extension to the many
marketing efforts to attract visitors to our destination. It all starts when visitors come in and ask “what do
you suggest we should see or do for fun around here?" When visitors come to our city, replies to this question
can make or break their impression of our community. If we want visitors to come back again - and say nice
things about our town to others who might come - we always provide good answers at the ready.
That means offering things to see and do that are either unique (one of a kind) or extraordinary (other cities
have them, but we highlight ours as unique!). Our style of tourism service and development aims to give
visitors an authentic, high-quality experience that they will remember for a long time. Anybody that thinks
back when they've gone on a trip and had a great experience and found it memorable - their feeling about
that place stays with them a long time.
We have a good inventory of attractions and interesting things to discover and see that enhance tourist’s
satisfaction of their stay. Places of natural and historical significance goes high on our list as well as outdoor
activities, also culinary, leisure, cultural, entertainment, sports and shopping suggestions are also important.
Attractions also include intangibles, such as friendly service and making visitors curious to discover our
history and culture.
And when providing information on things to do and see, it's also important to look beyond our City’s sign.
Visitors don't consider city boundaries when they explore, and other nearby attractions and services also help
to build great visitors' experiences. Things in our area that appeal to visitors includes:
• Beautiful beach scenery, gardens, parks, boardwalk hiking
• Café life, shopping and great restaurants
• Fun things to do outdoors and sightseeing
• Places to get to know local history and culture
• Chances to see and interact with local art and artists and local city life culture
• Festivals and events that celebrate local history, culture, foods, music, celebrities
• Attractions, such as monuments, museums, galleries, historic districts, parks
• Local businesses and retail stores where visitors can shop or be pampered
Even transportation modes can attract visitors. Fun means of transport for tours such as bicycle, Segway
tours and amphibious bus tours are a few examples of what we can offer.
We really put ourselves in our visitors' shoes and ask: why they want to come to our city and what they want
discover in our City? What would be appealing or interesting enough to get them to travel our way? And
what would make them stay awhile longer? We survey and talk visitors to keep present always what they
look for and expect to discover and enjoy. We take ownership in that regard.
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As we promote our City’s attractions, we always consider things from the visitor's viewpoint. That way, we
will have some good answers when visitors ask, "What do you do around here for fun?" On instances our
Visitor Center is like a business class lounge, a place to sit by a lovely courtyard, make plans where to start
their vacation journey as they glance at all the maps and pamphlets we give them. They don’t feel they need
to return to their hotel and retreat to plan what to do.
We provide them garden benches in a relaxed environment where they can make a friendly stop, charge their
phone and recharge their shopping and sightseeing batteries. From our Center we encourage visitors to
recharge so they can continue walking the city, visiting attractions and shopping.
The Center addresses an average of 8,500 domestic and international visitors [walk-ins and callers] on
everything there is to see and enjoy in Miami Beach, recommendations on leisure activities to restaurants
and culinary attractions to culture, shopping, tickets for sports events and assistance for those who need last
minute hotel accommodations on the go. Telephone callers also request information ranging from directions,
suggestions on things to do and visit; quick consultations on sightseeing and attractions, recommendations
to hotels based on their budgets, restaurants, shopping, bus routes and information about cultural
entertainment and sports events.
A key task we maintain in-house with staff is to research and provide relevant content of tourism information
on “miamibeach.org” to keep visitors and travelers connected with the latest information about Miami
Beach’s leisure/vacation assets, reaching 2,445 visits/hits with 4,625-page views as per our Google Analytics
record of last year’s campaign.
For the past 4 years, we coordinate Google ad words campaign in Latin America during the slow summer
months, promoting hotel discounts to boost direct traffic to reservations portals. The campaign is done in
Spanish and Portuguese with an investment of $3,000. The ad words and phrases are appealing to the budget
minded traveler from Latin America, showcasing approximately 60 Beach hotels with “hot deals” and room
rate discounts under a directory that features direct reservations’ links from our landing pages in Spanish and
Portuguese for the summer/fall season. The target date for this campaign is mid -July and August which is
premium time to offer the online discounts.
Specific methods used to promote this project regionally, nationally and/or internationally.
The Tourist Hospitality Center deploys a combination of paid ads, listing in local, regional and international
publications through partnerships and in featured tourism websites such as Visit Florida’s, Greater Miami
Convention and Visitors Bureau and the center’s own website miamibeach.org. Below is a list of ads and
listings and other to promote the project regionally, nationally and/or internationally:
I. Internet/Website: program is promoted via several websites as a “Visitor Center” in
www.miamibeach.org
a) Visitor Center [12 categories of info]
b) Ask Our Concierge
c) Visitors Discounts
d) What’s New in Miami Beach
*Information is tracked via Google Analytics reports
Listing in tourism partner’s websites and regional paid ads
www.visitflorida.com 10 million hits/page views annually average
www.gmcvb.com 5 million hits/ page views/community links annually average
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II. Impressions: Tourist Hospitality ads /listed in the year: 2,170,000
Bienvenidos/Bemvindos Magazine: 300,000 impressions annually (Spanish/Portuguese)
Welcome Magazine: 900,000 impressions annually
Le Soleil de la Floride & Guide Touristique [French publications]: 575,000
GMCVB Vacation Planner: 40,000
GMCVB Visitors Guide: 65,000
GMCVB Travel Planner: 10,000
GMCVB Pocket Guide: 140,000
GMCVB Family Fun Guide: 140,000
How our marketing and promotion initiatives are improving Miami Beach’s image as a superb tourist
destination.
The Tourist Hospitality Center website generates throughout the year an average of 25,000 page views and
downloads by web visitors from all over the world, recorded in our Google Analytics reports from our
website “miamibeach.org”.
Our concerted effort to be linked and engaged with other Visitor Centers in our City helps the branding of
our destination unified as a whole, attracting and keeping visitors as our best customers happy by promoting
value, friendly service, prestige and lifestyle. Our presentation skills to visitors communicate clear and
accurate information, it increases trust and helps to identify or remember the good, pleasant and friendly
service offered. This helps differentiate or elevate our City with competing markets.
We are definitely positive influencers to our destination through good service, professional staff engagement
and a great location at Lincoln Road. Meanwhile, the Tourist Hospitality Center is garnering outreach activity
generating an average of 6,250 quarterly page views from all over the world.
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NBDC GRANT 2018
July 15th, 2017
PLEASE REVIEW OUR SUMAARY OF WHAT WE DO TO MALKE A DIFFERENCE IN NORTH BEACH
DESCRIPTION OF GRANT MONIES for 2018 WILL BE USED FOR:
OFFICE STORAGE ,SUPPLIES, STAFF, UTILITIES, INSURANCE
INCREASE VISABILITY OF POLICE , BY HOSTING MONTHLY OUTREACH MEETINGS (3RD WEDNESDAY
OF MONTH)
MAINTAIN CRIME RATES BELOW NATIONAL AVERAGE - ORGANZING CRIME WALKS ALL OVER NORTH
BEACH
ENSURE CODE COMPLIANCE WITHIN REASONABLE TIMEFRAME
ENSURE APPEARANCE AND SAFETY OF BUILDING STRUCTURES AND SITES BY WORKING WITH LOCAL
CODE OFFICERS
PROTECT HISTORIC BUILDING STOCK AND BRING AWARENESS - WE SPONSOR MONTHLY MIMO
WALKING TOURS AND DONATE ALL FUNDS PAID FOR TOUR BACK TO MDPL.
TOUR IS HOSTED ONGOING 1ST SAT OF EACH MONTH AT 9:30 AT 73RD AND COLLINS
ENHANCE LEARNING OPORTUNITIES FOR YOUTHS -WE WORK CLOSELY WITH TEENS AT TEEN JOB
CORPS AND ARE ACTIVE IN WORKING IN ALL PARKS ACTIVITES
PARKING WE HAVE APPOINTED DEBORAH RUGGIERO TO SERVE NOBE ON TRANSPORTATION COMMITTEE
MAXIMIZE NOBE AS A DESTINATION BRAND
IMPROVE BUILDING DEVELOPMEMT-WE OUTREACH TO ALL NEW DEVELOPERS WITH HOPES TO EASE
THE PROCESS AND WORK WITH THE MASTER PLANNER
INCREASE COMMUNITY SATISFACTION WITH GOVERNMENT-WE WORK WITH LOCAL BUSINESSES TO
HELP THEM THROUGH THE PROCESS OF APPLICATIONS ETC.
WE CONSULT WITH SMALL BUSINESS OWNERS TO UNDERSTAND FUNDS AVAILABLE TO HELP THEM
EG.THE CDBG IN THE PAST AND PRESENT
SHORT TERM RENTALS--ONLY SUPPORTING THEM IF CODIFIED WITH ON SITE MANAGEMENT...LIFE
SAFETY IS OUR PRIORITY ON THIS
SINCERELY
AS PRESIDENT
NORTH BEACH DEVELOPMENT CORPORATION OF MIAMI BEACH
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July 12, 2017
The Honorable Mayor and Commissioners of the CMB
Attention Cintya G. Ramos, Director
BUDGET & PERFORMANCE IMPROVEMENT
1700 Convention Center Drive
Miami Beach, FL 33139
Re: CBO Grant - SFLHCC
Dear Mayor and Commissioners:
This letter serves as an official communication to the City of Miami Beach regarding how
the South Florida Hispanic Chamber of Commerce uses the dollars allocated annually in
support of one of the organization’s missions.
The South Florida Hispanic Chamber of Commerce's Education Enhancement Program was
established in the year 1994 for the purpose of enhancing the quality of education of
financially disadvantaged local students by providing several types of scholarships. These
scholarships vary in that 50% goes to paid internships which provide students with an
opportunity to learn and obtain business skills while getting paid for what they do.
Twenty five percent goes towards the Leadership Program, a very successful educational
program that provides leadership and career workshops in different states of the US where
selected students get to travel with all expenses paid to meet with an SFLHCC partner.
Such partners have been Microsoft, Boeing, Facebook, Comcast, NY Life, NBC, among
others. This unique opportunity is not offered by any other organization in the region.
The remaining 25% goes to scholarship funds sent directly to the institution of the selected
student’s choice. These students are monitored quarterly to make sure that they are
meeting the program’s criteria. All programs combined have awarded over $600,000 in
scholarships in the past 22 years, 85% of which have been to Miami Beach Sr. High School
students. As a result, the SFLHCC was inducted as a "Champion" of Miami Dade County
Public School's Business and Hospitality Program University in recognition of its
leadership in providing continuous support towards local education.
Besides the support of the City of Miami Beach, the organizations counts on the support of
TD Bank, Southwest Airlines and Ford.
Thank you so much for your cooperation to this matter. We appreciate the CMB’s support
of this program.
Sincerely,
Liliam M. Lopez
President/CEO
333 Arthur Godfrey Road, Suite 300 Miami Beach, FL 33140 www.sflhcc.com
Board of Directors
Chairman
Felipe Basulto
Past Chairman
Santiago Quintana, Jr.
Chairman-Elect
Ralph Gonzalez-Jacobo
Vice Chairman
Roland Sanchez Medina, Esq.
Secretary / Treasurer
Lázaro E. Martinez
President/CEO
Liliam M. López
Board of Directors
Luis E. Boue, CPA
Luis A. Casas
René Cibrán
Ramon Coto
Michelle Febres
Nery González
Maria Luisa Gonzalez Silva
Ricardo Morales
Armando Trabanco
Jose Pérez de Corcho
Orlando Romero
Duany Ruiz
Armando Trabanco
Diamond Circle
AT&T
Chase
Perry Ellis International
Radio Caracol
Spanish Broadcasting System
TD Bank
United HealthCare
UHealth
YP
Corporate Partners
Altria Client Services, Inc
Biltmore Hotel
Cantera & Associates, Inc
Florida Int’l University
Florida Power & Light
Ft. Lauderdale Hospital
LOI Marketing
Mercantil Commerce Bank
MDW Insurance
Macy’s Florida
MWH
Miami Dade County Youth Fair
Nova Southeastern University
Resort World Miami
Tenet Healthcare
Waste Management
Board of Trustees
AFLAC
Bank of America
Baptist Health South Florida
BB&T
CarePlus Health Plans, Inc
CitiBank
CMTI Solutions of Fort
Lauderdale Downtown
Coral Gables Hospital Tenet
South Florida
Ford
Leon Medical Centers
Lowe’s Home Improvement
New York Life Insurance
Pacific National Bank
Publix Supermarkets, Inc
Southwest Airlines
SunTrust
Tenet Healthcare
Wells Fargo
Legal Counsel
Roland Sanchez Medina, Esq.
“Sharing a Passion for Small Businesses”
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Boys and Girls Club of Miami Dade
South Beach Unit
The South Beach Unit offers a combination of amenities and timely programs that serve our
community in the South Beach area. The site offers the following amenities: A game room,
computer lab, club space for teenagers, and transportation. The Afterschool Educational
Program provides homework assistance, computer skills, art, social skills, and tutoring among
others. Additional programming when children are out of school takes place during teacher
workdays, spring and winter breaks, and summer camp. In addition baseball, softball, and
basketball are also offered at this site. Additional facts:
The total number of children served in 2016 was 427. Of those, 221 were male and 207
were female.
There were 354 that identify as Hispanic.
Of the registered children, the age group with the largest number was 13 through 18 year-
olds at 112. Then, there were 50 ten year-olds. This group was followed closely by 47
eight year-olds and 47 six year-olds. There were also 46 eleven year-olds, 43 nine year-
olds, 41 seven year olds, and 41 twelve year olds.
Most of the children (325) come from single parent households.
An even more significant number, over 88% or 375 qualify for free or reduced priced
lunch at school.
Attendance is very consistent. About 245 children attended 104 or more days during the
year. Another 105 attended between 52 and 103 days.
Over 90 children have had a tenure in the club of more than two years. Approximately
half (208) have attended between one and two years. This is mainly due to the offering
of the new club that has allowed us to serve more children.
The club site was open over 250 days during the school year and an additional 40 days
during the summer.
The Academic Success Programs included 25 STEM related activities, 50 financial
literacy, over 150 children for Power Hour (homework help and tutoring), 150 for Project
Learn, 40 for Summer Brain Gain, and over 300 for locally developed programs fostering
academic success.
Good Character and Citizenship Programs included 20 Keystone Club activities, 75 for
Million Members Million Hours of Service (MMMHS), and another 250 for locally
developed programs fostering good character and citizenship.
The Food Program provided approximately 1,000 meals during the school year as well as
18,000 snacks. During the summer 8,000 meals were provided as well as 8,000 snacks,
all at no cost.
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