LTC 272-2018 Commission Budget Workshop Agenda - May 24MIAMIBEACH
OFFICE OF THE CITY MANAGER
NO. LTC# 272.2018 LETTER TO COMMISSION
TO: Mayor Dan Gelber and Members of e City Gbmmi .'•n
FROM: Jimmy L. Morales, City Manager
DATE: May 16, 2018
SUBJECT: COMMISSION BUDGET WORKSH P AGENDA — MAY 24
The purpose of this Letter to Commission is to provide you with the tentative agenda for the
Commission Budget Workshop scheduled for Thursday, May 24, 2018, at the Loews Hotel Miami
Beach.
Additionally, in response to the City Commission's feedback regarding greater transparency and
understanding of the existing programs and services currently included in the City's budget, the
Budget Office has facilitated the development of a program budget (activity -based costing) for
each department. This information was reviewed during the budget meetings with the City
Manager in the spring, and should be the basis for the various reduction and enhancement
options to be considered in balancing the FY 2018/19 budget.
The attached document presents the Adopted FY 2017/18 program information for the various
departments in alphabetical order for ease of reference. Each department's service programs are
identified, along with a description of each program. Other information presented includes the FY
2017/18 budgeted expenditure, full-time equivalents (FTEs), program revenues; and applicable
performance measures and targets.
Finally, this document also includes a six-year summary of enhancements and efficiencies
approved by the City Commission during the adoption of the annual budget, and via
amendments to the operating budget each of the past six years. This information provides a
holistic summary, which may also inform the various reduction and enhancement options to be
considered in balancing the FY 2018/19 budget.
If you have any questions or need additional information please feel free to contact me.
idA4g
JLM/JW/TOS
Attachments
cc: Executive Staff
Raul Aguila, City Attorney
Ralph Granado, City Clerk
MIAMI BEACH
AGENDA
BUDGET WORKSHOP
MAY 24, 2018
Loews Hotel -1601 Collins Avenue -Americana II Ballroom 2nd Floor
8:30 am Welcome & Overview
8:45 am Existing Programs
• Program Budgets
• Summary of Historical Enhancements and Reductions
9:15 am FY 2017/18 Budget Update
Fund Updates - General Fund I Parking 1 Transportation 1 Sanitation
Resort Tax
10:00 am FY 2018/19 Preliminary Budget & Capital Budget
Budget Considerations:
■ Increased Capital Funding
■ Vehicle & Equipment Financing
■ Enhanced Public Safety
■ Office of the Inspector General
■ Enhanced Educational Program
Noon Lunch
1:00 pm Special Taxing Districts / Assessments
1:30 pm North Beach Alternative Funding Options
2:30 pm Fourth RDA Amendment
3:00 pm Water, Sewer & Stormwater Fees
4:00 pm Adjourn
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MIAMI BEACH
Table of Contents
Section A. Fiscal Year 2017/18 Adopted Program Budget
Building 1
City Clerk & Central Services 3
Citywide Accounts 5
Code Compliance 8
Communications 10
Emergency Management 11
Environment & Sustainability 14
Finance 16
Fire 20
Fleet Management 22
Housing and Community Services 24
Human Resources 26
Information Technology 28
Mayor & Commission 29
Office of Budget and Performance Improvement 30
Office of Capital Improvement Projects 31
Office of the City Attorney 32
Office of the City Manager 33
Office of Internal Audit 35
Organizational Development and Performance Initiatives 36
Parking 39
Parks and Recreation 41
Planning 49
Police Department 52
Procurement 57
Property Management 59
Public Works 61
Tourism, Culture, & Economic Development 75
Transportation 82
Total Expenditures by Fund and Department - Fiscal Year 2017/18 85
Section B. Summary of Enhancements & Reductions
Six Year Summary of Enhancements/Additions 89
Six Year Summary of Efficiencies/Reductions 106
FY 2017/18 DEPARTMENTAL PROGRAM BUDGET
In response to the City Commission's feedback regarding greater transparency and understanding
of the existing programs and services currently included in the City's budget, the Budget Office
has facilitated the development of a program budget (activity -based costing) for each department.
This information was reviewed during the budget meetings with the City Manager in the spring,
and should be the basis for the various reduction and enhancement options to be considered in
balancing the FY 2018/19 budget.
The following pages present the Adopted FY 2017/18 program information for the various
departments in alphabetical order for ease of reference. Each department's service programs are
identified, along with a description of each program. Other information presented includes the
FY 2017/18 budgeted expenditure, full-time equivalents (FTEs), program revenues; and
applicable performance measures and targets.
Program
A group of related activities that support a common purpose. It is trackable and preferably is
comparable to activities in other organizations.
Full -Time Equivalents
A unit that indicates the workload of a full-time employee. A part-time employee is represented as
0.5 FTEs.
Program Revenues
Revenues specifically generated by a program, including user fees, grants and other revenues
directly attributable to the program.
Performance Measures
Indicators that reflect the level of service and how well this program is being provided. Multiple
performance measures may be included for each program.
Department: Building - General Fund
Program
Description
FY 18 Program FY 18 FY18 Program
Exp $ FTE's• Rev $
Performance Measures
FY18
Targets
Permit Review
Permit review section is responsible for administering
the various provisions of the Florida Building Code,
including accepting permit applications, reviewing
and approving construction plans in accordance with
the provisions of the Florida Building Code. As
mandated by Florida Statutes 553
3,644,737 35.00
• Average turnaround time for Residential plan review (days)
• Average turnaround time for Commercial plan review (days)
• Rejection rates for plans
• Single -Family Drop -Off: Average # of days for drop-off permit plan review -
Building Department (days)
• Multi -Family Drop -Off: Average # of days for drop-off permit plan review -
7,804,900 Building Department (days)
• Commercial Drop -Off: Average # of days for drop-off permit plan review -
Building Department (days)
• % of plans submitted over three times
• Average wait time to submit permit applications (minutes)
• Maximum wait time to submit permit applications (hours)
• Average transaction time per permit application (minutes) (walk-thru)
2
4
25%
2
2
2
5%
30
2
20
Inspections
Inspections is responsible for inspecting construction to
ensure compliance with the approved plans. As
mandated by Florida Statutes 553
3,287,250 28.00
7,848,100 • Rejection rates for inspections (average of all trades)
• Inspection turnaround time (days)
25%
1
Violations
Violations section issues violations for those projects
where construction was done without or not in
compliance with the approved permits. As mandated
by Florida Statutes 553
524,359 5.50 310,000 # of cases submitted to Unsafe Structures Board
0
Re -certifications
40 year re -certifications as mandated by Miami Dade
County Code 8-11
1 1 1,546 1.50 318,000 % of buildings 40 years or older complying with recertification 60%
Department:
Building - General Fund
Program
Description
FY 18 Program FY 18 FY18 Program
Exp $ FTE's* Rev $
Performance Measures
FY18
Targets
Records
Maintains plans, blueprints, and other building related
documentation and records
,000 of building department records requests that were completed within
376,830 4.00 38
Building department target
100%
IT
The department has four(4) IT(Info. Tech) positions for
the purpose of providing service to the department
related to the permitting systems
444,304 4 00
Customer Service
The department covers 5 positions in the Finance
department call center for the purpose of providing
customer service support to the department
340,095 5.00
Environmental
Two )2) Environmental Technician positions
115,108 2.00
Administration
Provides ongoing oversight and coordination of all
departmental functions, including administration,
policy, strategy, planning, costs of facility operation,
and travel and training, Retirement, OPEB, FICA
6,524,771 12.00
- Average # of training hours completed
6
Total $ 15,369,000 97.00 $ 16,319,000
FOOTNOTE:
* 2 Full-time Environment & Sustainability positions are funded by the Building Department
4 Full-time Finance positions are fully funded and 2 Full-time Finance positions are partially funded by the Building Department
2 Full-time Information Technology positions are funded by the Building Department
2
Department: City Clerk & Central Services - General & Internal Service Funds
FY 18 Program FY 18 FY18 Program
Program Description Exp $ FTE's" Rev $"" Performance Measures FY18 Targets
Advertisement
Publish Weekly Meeting Notices of Board and Committee meetings or other
City related meetings; advertise public hearings and election information
notices.
193,839 2.00
Utilize NOVUS automated agenda for the preparation of Commission
Commission Meetings Meetings, Special Commission Meetings and Workshops; produce
subsequent After Actions.
274,186 1.10
Maintain records for Boards & Committees; process incoming Board &
Committee Applications and appointments. Post on the Office of the City
Clerk's website a searchable database of all Boards & Committees on a
weekly basis, along with a database of current Boards & Committees
Board & Committees/ openings, to assist residents wishing to become involved in City government.
Lobbyist Produce Boards & Committees Quarterly Attendance Reports, Boards &
Committees Biannual Reports and Boards and Committees Minority Reports.
Register lobbyists, charge necessary fees, and maintain annual disclosure
records. Track lobbyist fines and reports to Miami -Dade County Commission
on Ethics and Public Trust.
213,745 2.00 275,000
Elections
Every odd year, conduct General Elections and Special Elections as needed,
utilizing Electronic Filing System for Campaign Treasurer's Reports.
95,199 1.00
Destroy records as authorized by law. Track records sent to storage, to
determine when destruction is applicable. Scan, index, quality -control, OCR
and publish all LTCB, Lobbyists Affidavits, Board and Committees Applications,
Records Management / Financial Disclosure Forms, Ordinances and Resolutions into LaserFiche,
Public Records giving the public web -based access to all these documents. Coordinates and
monitors all Citywide public records requests to ensure prompt response.
Transmit Ordinances to Municipal Code Corporation for codification and
updated in the City's Code Book (paper and electronic version. Maintain a
web -based Ordinance and Resolution registry, pursuant to City Code.
271,916 1.00-
# of public records requests completed by the City Clerk's
Office within 7 days.
3
Department: City Clerk & Central Services - General & Internal Service Funds
FY 18 Program FY 18 FY18 Program
Program Descri • tion Exp $ FTE's' Rev $" Performance Measures FY18 Ta • ets
Special Master
The Clerks of the Special Master serve as the official secretary to the Special
Masters. The Special Masters issue orders having the force of low
commanding whatever steps are necessary to bring a violation into
compliance. The Special Masters hear cases brought before them by the
Building, Code Compliance, Parking, Parks & Recreation, Police/Marine
Patrol and Fire Departments. In addition, the Special Masters hear Historic
Preservation Board Appeals, Short Term Rentals.
332,385 1.00 204,000
Average # of days from initiation of case to 1st hearing date.
of Special Master Cases Resolved.
# of Special Mater Cases Heard.
# of Fire Cases Heard
# of Code Compliance Cases Heard
# of Appeal Cases Heard
90 days
N/A. Actual % reported
N/A Actual # reported
N/A Actual # reported
N/A Actual # reported
N/A Actual # reported
Printing
Provide high volume copying, printing, and typesetting services to all City
Departments. Operate high speed, industrial machinery, and utilizing various
paper mediums, producing professional results.
376,883 2.00
Turnaround time for print jobs (unless no due date is specified 5 days or under/ 20%
by the requesting department).
Equipment downtime status monitoring.
Provide on-going sorting and distribution of daily mail, (U.S. Mail, Interoffice
Moil and UPS/FedEx packages). Provide automatic folding and/or stuffing of
Mail outgoing mail. Coordinate outgoing delivery service with UPS. Coordinate
courier services for all City Departments either through Comet Courier or staff.
Provide carpool (daily car rental) services for any deportment needing to use
a City vehicle.
393,532 1.00
Administration
Domestic Partnership registration, payroll, regular office and clerical work,
and ensure that office follows citywide procedures. Transmit LTCs & City
Manager's Memorandums to Mayor, City Commission and Executive Staff.
Prepare and conduct Personnel Board elections for the City.
652,314 2.90 1,000
Total $ 2,804,000 14.00 $ 480,000
FOOTNOTE:
* 1 FTE is paid for by the Red Light Camera Fund
0.4 FTE is paid by Central Services
0.6 FTE is paid by the Office of City Clerk
** All internal service department expenditures are allocated to departments citywide
4
Department: Citywide Accounts - General Fund
FY 18 Program FY 18 FY 18 Program
Program Description Exp $ FTE's Rev $
Performance FY 18
Measures Targets
Grants & Contributions
Provides sponsorships for various organizations and events linked to the City including:
• Jewish Community Services of South Florida - $47,000
• Douglas Gardens Community Mental Health Center - $22,000
• Miami Beach Community Health Center - $22,000
• Boys and Girls Club - $17,000
• Senior services - $5,000
• University of Miami - HIV Wellness/Prep Clinic - $250,000
• Miami Beach Garden Conservancy, Inc. - $152,000
• FIU -Jewish Museum - $50,000
• UNIDAD Senior Center - $50,000
• Miami Beach Chamber/Visitor Center - $36,000
• Miami Beach Gay & Lesbian Chamber of Commerce - $25,000
• Miami Design Preservation League - $23,000
• Latin Chamber of Commerce - $18,000
• North Beach Development Corporation - $18,000
• South Florida Hispanic Chamber of Commerce - $18,000
• Orange Bowl - $17,000
• Miami Beach Gay Pride Parade - $10,000
• Food Trucks - $55,000
• Fourth of July - $50,000
• Veteran's Day - $25,000
910,000
City Services
Provides funding for services received which benefit the City and are not readily identifiable to
any specific department including:
• Water, Sewer, Stormwater usage in General Fund City -owned facilities - $2,447,000
• Historic City Hall utilities, maintenance, and security - $371,000
• 777 17th Street Building utilities, maintenance, and security • $214,000
• Annual External Audit - $166,000
• Management Interns - $43,000
• State Court Costs (Article V) - $20,000
3,261,000
Special Projects
Provides funding for studies, association fees, performance improvement, workshops, community
surveys, maintenance of various monuments and fountains citywide, and miscellaneous use of
Central Services.
336,000
Elections
Provides funding for bi-annual elections 628,000
5
Department:
Citywide Accounts - General Fund
FY 18 Program FY 18 FY 18 Program
Program Description Exp $ FTE's Rev $
Performance FY 18
Measures Targets
General Fund Capital Projects Provides Pay As You Go funding for Capital Projects (PAYGO)
2,400,000
Provides funding for Renewal & Replacement projects for General Fund departments broken
Capital Renewal and Replacement down into:
• Capital Renewal & Replacement projects over $25K - $721,000 (Dedicated Millage Rate)
• Capital Renewal & Replacement projects under $25K - $247,000
968,000
Normandy Shores
Provides funding for the Normandy Shores Local Government Neighborhood Improvement
District based on the budget approved by the Normandy Shores Homeowners' Association.
• $96,000 from City's General Fund (35%)
• $181,000 from Normandy Shores Homeowners (65%)
277,000
Citywide Contingency
Provide funding for unforeseen expenditures that may be incurred during the fiscal year.
Expenditures are not charged directly against contingency; instead, funds are transferred to the
specific projects.
• Operating Contingency- $1,000,000
• G.O. Bond Education Outreach - $200,000
• Citywide Advocacy Program $50,000
1,250,000
Employee Costs
Provides funding for:
• Payment of General Fund City employee's leave settlement - $1,500,000
• Section 415 Excess Pension Plan contributions - $500,000
• Employee tuition reimbursement - $305,000
• Police/Fire pension administrative/relief fund - $9,000
• 401(A) disability insurance - $9,000
• Employee appreciation events - $60,000
• New American Workforce - $23,000
2,406,000
Other
Provides funding for:
• FY 2019/20 additional Homestead Exemption set aside - $1,626,000 (one-time)
• Marina Submerged Land Lease Agreement - $202,000
• Equipment loon debt service - $290,000
• Sunset Island 3 & 4 undergrounding debt service - $195,000
• Ameresco debt service transfers $16,000
2,329,000
6
Department: Citywide Accounts - General Fund
FY 18 Program FY 18 FY 18 Program
Program Description Exp $ FTE's Rev $
Performance FY 18
Measures Tar .ets
High Impact Periods and
Special Events
Provide essential City services, including during high impact periods, including,
but not limited to Art Basel, Memorial Day, July 4th, New Year's, Miami Beach Air
and Sea Show, and International Tennis Federation Tennis Event:
-Unforeseen High Impact Period Expenditures- $250,000
- Goodwill Ambassador - $114,000
Total $
364,000
15,129,000 $
7
Department: Code Compliance- General, Special Revenue, and RDA Funds
Program
Description
FY 18 Program FY 18 FY18 Program
Exp $ FTE's * Rev $
FY1 8
Performance Measures Targets
Short Term Rental
This program forcuses on addressing complaints and proactively investigating
short term rental activities in zoning districts where this activity is prohibited.
In areas where short term rentals are permitted, the team conducts
investigations to ensure compliance with licensing requirements.
922,147 8.00
Number of Short Term Rental Violations
Number of Short Term Rental Business Tax
Receipt Violations
150
100
Entertainment
The Entertainment District consists of Ocean Drive, Collins Avenue, and
Washington Avenue between 5th and 15th Street, Lincoln Road, and
Espanola Way. Officers assigned to this detail respond to complaints and
proactively patrol these areas to ensure compliance to City Codes of
businesses, sidewalk cafes, vendors, and other applicable entities.
Number of Special Detail Patrols
226,706 5.00 123,000
Number of Sidewalk Cafe violations
250
'Field Operations
Addressing complaints and proactively patrolling all areas of the City to
enforce a variety ordinances including but not limited to; Noise, Zoning,
Litter, Graffiti, Artist Vendor/Street Performers, Property Maintenance, Marine,
Signage, Sidewalk Cafes, Busines Tax Receipt, Operating Hours, and
Environmental Regulations. Additionally, each CCO conducts one hour of
alleyway/sanitation inspections per shift.
Number of Noise Complaints Investigated
Percent of Noise Complaints deemed valid
and issued a violation
4,225,640 38.00 368,000 Total Number of Code Cases
Total Number of Inspections
Number of Sanitation Violations
Number of Alleyway/Sanitation Inspections
3000
10%
10,00
25,000
2,500
17,000
8
Department: Code Compliance- General, Special Revenue, and RDA Funds
FY 18 Program FY 18 FY18 Program FY18
Program Description Exp $ FTE's * Rev $ Performance Measures Targets
High Impact Periods and
Special Events
Provide essential City services, including during high impact periods,
including, but not limited to Art Basel, Memorial Day, July 4th, New Year's,
Miami Beach Air and Sea Show, and International Tennis Federation Tennis
Event:
180,000
Administration
Provides direction and leadership to the department, processes payroll and
maintains department budget and personnel records.Provides administrative
support to all programs, including processing of cases, certified mailings of 1,673,507 6.00 - N/A
notices, creation and mailing of invoices, records retention, customer service,
lien processing, public records requests, and other duties as required.
Total $
7,228,000 57.00 $ 491,000
FOOTNOTE:
• 4 Full -Time positions are funded from Sanitation.
9
:ommunications
Department: Communications - General Fund
Pro • ram
Descri • tion
FY 18 Program
Ex • $
FY 18
FTE's
FY18 Program
Rev $
Performance Measures
FY18 Targets
Program includes graphics, MBTV, emergency
radio, videography and photography of all
public meetings and events
Rebranding of the MB Identity; photography for
795,265 6.50 over major events; recorded and edited original
videos.
More viewers on MBTV channel 77 and
create over 100 videos, relaunch highway
advisory radio for emergency operations,
continue to grow the amount of followers
we reach and increase the amount of
public meetings shared to promote overall
transparency
Public Information
Program includes MB Magazine, social media,
Employee Newsletter, Press Releases and oversee
city communications internal and external
944,987
5.00
Press releases sent, media calls; email blasts to
residents; sphearheaded traffic text alerts; MB
magazine with a 65,000 circulation; responded
to public records requests; video views across
social media platforms; created social media
videos in order to promote tourism
Introduce more diverse columns in MB
magazine, grow audience of MB
magazine, promote MB magazine on
digital platform, increase press distribution,
work with economic development to create
an e -blast for businesses
Program includes Ciclovia, First Fridays, Food
Zommunity Outreach
Trucks, and Next Door
143,984
1.00
Attended community meetings, executed Friday
Night Live events and Food Truck events,
increased attendance per event, executed
Ciclovio events
Increase number of attendees to events,
have more residents sign up to Next Door
Marketing
Program includes marketing and advertising all
city programs, events and facilities, branding of
the city and sponsorships sales
FOOTNOTE:
* Other revenues are included in Transportation Fund
Rebranding of the MB Identity; Sponsorships and
251,764 2.00 614,000 advertising; Led in developing and managing of
21 multi -tiered marketing plans
Total $ 2,136,000 14.50 $ 614,000
Increase overall brand awareness for
events, programs and facilities. Work
closely with GMCVB to supplement tourism
marketing and increase sponsorship sales
to assist in alternative revenue to help fund
programs and events
10
Department: Emergency Management - General and Resort Tax Funds
Pro • ram Descri • tion
FY 18 Program FY 18 FY18 Program
Ex • $ FTE's Rev $
Performance Measures
FY18
Targets
Planning
Plan Development, Plan Review, Data Management and Systems
Analytics, Research, Strategic Planning, and Project Management;
83,000 1.00
Conduct an annual update of CEMP (Comprehensive
Emergency Management Plan)
Hazard coordinating procedures per department
Review and revise hazard specific plans
Total number of after -action plans
100%
1
1
2
Logistics
Logistical Coordination, Asset and Resource Management (includes
Facilities Management, Equipment Management, and Staffing
Resources), Storage Tanks Administrator.
385,000 1.00
Homeland Security
Building Access & Control; Camera Management; Critical
Infrastructure; Intelligence Gathering; Major/Special Event
Coordination; Cybersecurity; Security Services; Weapons of Moss
Destruction; Citywide Safety; Radio Shop
917,350 1.00 - Total number of incident action plans (pre -incident)
20
Mitigation/Recovery
Flooding; Historic Preservation; Environmental Action; FEMA Grants;
Volunteer Services;
88,000 1.00
Joint Information Center; Resident Information Center; Business &
Community Industry Council; Volunteer Organizations Active in Disasters; Faith-
Outreach/Public Based and Neighborhood Partnership Program; Traffic Information and 1 17,500 1.00 - Number of public outreach/education events
Information Monitoring; Social Media Monitoring and Output; Speakers Bureau
Coordination; Video Production; Public Outreach Publications
24
11
Department: Emergency Management - General and Resort Tax Funds
Pro • ram
Descri • tion
FY 18 Program FY 18 FY18 Program
Ex • $ FTE's Rev $
Performance Measures
FY18
Targets
Central command and control facility responsible for carrying out the
principles of emergency preparedness and emergency or disaster
management functions at a strategic level during an emergency, and
Emergency Operations ensuring the continuity of operation of the organization. The EOC is
Center/Event Coordination responsible for the strategic overview of a disaster. The common
Center (EOC/ECC) functions is to collect, gather and analyze data; make decisions that
protect life and property, maintain continuity of the organization, within
the scope of applicable laws; and disseminate those decisions to all
concerned agencies and individuals. Emergency Operation Areas;
Emergency Response Team; Shelters; Animal Care & Control
235,050 2.00
Total number of system tests of Reverse Notification System
Total number of hours of contact training for all emergency
management training (DEM personnel)
12
200
Total number of hours of contact training for all emergency
management training (all City personnel) 500
Total number of hours of contact training for all emergency
management training (Alpha/Bravo shift personnel for EOC 500
Activations)
Administration
The Office of the Director provides overall management, direction and
fulfillment of the Department's mission. The Director participates as a
member of the City's Executive Staff helping formulate Citywide goals
and objectives. It contains (1) Administration: Training and
Certification Management, Standards, Exercises, Standard Operating
Guidelines, Laws and Ordinances, Job Descriptions, and Payroll, as
well as (2) Finance: Budget Management, Grants Management,
Financial Analysis, Contract Management, Requisition Management,
and Travel Services. All other areas of concentration within the
department report directly to the Office of the Director providing
advisory services and/or direct support: Planning, Logistics, Homeland
Security/Safety, Response, Mitigation/Recovery, Community
Outreach/Public Information, and Emergency Operations.
1,444,100 4.00
Total amount of funding through grants or alternative funding $116,750
sources.
Percent of DEM Management Team personnel with FEPA/CEM 50%
certification
NIMS Compliance (EOC)
NIMS Compliance (Citywide)
80%
50%
12
Department: Emergency Management - General and Resort Tax Funds
FY 18 Program FY 18 FY18 Program
Pro • ram Description Ex • $ FTE's Rev $
Performance Measures
FY18
Targets
Provide essential City services, including during high impact periods,
High Impact Periods and including, but not limited to Art Basel, Memorial Day, July 4th, New
Special Events Year's, Miami Beach Air and Sea Show, and International Tennis
Federation Tennis Event:
260,000
Tota( $ 3,530,000 11.00 $
13
Department: Environment & Sustainability - General, Environmental, Waste Hauler, Tree Preservation & Commemorative Tree Trust Funds
Pro • ram Descri • tion
FY 18 Program FY 18 FY18 Program
Ex. $ FTE's' Rev $
Performance Measures
FY18
Tar • ets
Reforestation
Administration of the Reforestation, Tree Preservation, and
Commemorative Tree Programs. Protect existing tree canopy and
increase tree canopy within City of Miami Beach ROWs, parks
and green spaces.
278,500 3.00 - Install canopy trees citywide in ROWs, parks and green spaces
60
Provides ongoing oversight and coordination of environmental
Environmental regulatory compliance including the National Pollutant Discharge
Regulatory Compliance Elimination System Program and emergency environmental
remediation .
Maintain NPDES Compliance
89,000 1.00 - # of environmental inspections
Reduce # of environmental violations issued to public projects.
100%
250
10
Environmental Resources Provides planning, education and management of the city's natural
Management resources including waterways, beaches, dunes, and shorelines. Percentage of dunes without invasive species. 80%
182,000 1.00
Waterway Cleanliness # of quarters where the average assessment 4
score of 2.0 or beiter
Regulatory and education signage provided at beach entrances I00%
Sustainability Research Provides support to the environment & sustainabilitydepartment
& Analysis through research, data analysis and administration of
sustainability related initiatives including energy management.
Completion of Energy Assessment Audit
33,000 1.00 Completion of Fleet Assessment
Completion of the Annual Greenhouse Gas Emissions
100%
100%
100%
Recycling
Recycling Assessment with actions to improve the city recycling
rates including education and outreach
Deliver Annual Recycling Report 100%
132,700 0.40 - Compliance for Citywide Recycling for:
Commercial Properties
- Multi -Family Homes
75%
75%
14
Commemorative Tree
Program
Department: Environment & Sustainability - General, Environmental, Waste Hauler, Tree Preservation & Commemorative Tree Trust Funds
FY 18 Program FY 18 FY18 Program
Program Description Exp $ FTE's' Rev $
Performance Measures
FY18
Tar • ets
Sustainability Division
Management
Provides ongoing oversight and coordination of Sustainability
division functions, including administration, policy, planning,
funding (grants application and management) to promote and
implement sustainability initiatives within the city and reduce GHG
emissions for government operations and city-wide.
Reports prepared and implementation of recommendations:
- Energy Assessment Audit
- Fleet Assessment
143,300 0.60 346,000
Greenhouse Gas Emissions
Staff to receive 48 hours of training
100%
100%
100%
100%
Education & Outreach
Trainings and workshops for employees and residents to learn
more about the city's sustainability initiatives. Environmental
outreach campaigns regarding anti -littering and recycling for
residents and visitors.
70,000 0.00
Number of workshops/trainings provided per year:
Public
- In House (city employees)
5
8
Provides ongoing oversight and coordination of Tree Preservation
Tree Preservation Program including planning and implementing tree reforestation;
Program tree risk assessments; tree removal permitting and inspections; and
mitigation in order to protect existing canopy.
Tree Removal Permit Applications Processed 100
Tree Removal Permits Issued
184,000 0.00 184,000
Maintain accuracy of citywide inventory
100
80%
Tree Giveaways per Year 3
Provides ongoing oversight and coordination of Commemorative
Tree Program functions, including administration, policy, planning
to promote additional tree canopy within the City.
Commemorative Trees Installed within 3 month of receiving request.
10,000 0.00 10,000
Commemorative Tree Program Outreach once per quarter.
100%
4
Administration
Provides ongoing oversight and coordination of all departmental
administrative functions, including policy, strategy, and planning
for all divisions; Environmental Resources Management,
Sustainable Initiatives and Urban Forestry.
682,500 3.00 - Department staff to receive minimum of 48 hrs. of training
100%
Total $ 1,805,000 10.00 $ 540,000.00
FOOTNOTE:
* 2 Full-time Environment & Sustainability positions are funded by the Building Department
15
Department: Finance Department Administration - General and Resort Tax Funds
Program
Description
FY 18 Program
Exp$
FY 18 FY18 Program
FTEs' Rev $
Performance Measures
FY18
Targets
Capital Asset
Management
Record keeping, accounting and reporting of the City's fixed
capital assets which includes annual review of capital asset
inventory with City departments and quarterly reconciliations of
the fixed asset module to the general ledger.
141,471
1.10
Percentage completion of annual review of capital asset
inventory with City Departments
Percentage completion of quarterly reconciliations of the
fixed asset module to the general ledger
100%
100%
Managing the City's treasury and banking, which includes
investment, cash flows, distributions, collections, and
Treasury and Banking relationships with banks and investment firms. The Department
also manages the banking relationships and daily financial
transactions.
158,795
1.25
Percentage compliance with Florida Statute 218.415 -
Investments of Public Funds [annually audited by external 100%
607,000 auditors]
Percentage completion of semi- annual review and
banking rights and roles
100% 1
Financing & Debt Managing the City debt, which includes debt issuance,
Management servicing, accounting and financial reporting.
GO bond ratings: Moody's/S&P
Percentage compliance with debt covenant and coverage
166,511 0.75 - ratios
Percentage completion of continuing disclosure
requirements
Aa2/AA+
100%
100%
Accounting,
Reconciliations and
Reporting
Managing compliance with Chapter 218.32, Florida Statutes,
Governmental Accounting Standard Boord (GASB) requirements,
Government Finance Office Association (GFOA) guidelines,
Rules of the State of Florida Auditor General and several other
internal controls. The Deportment also complies and publishes
an audited Comprehensive Annual Financial Report (CAFR) in
accordance with debt covenant and Chapter 218.32, Florida
Statutes. The Department provides support and collaborates with
other City departments on financial and accounting matter and
financing strategies.
818,907
6.70
Average number of days after month end closure for
completion of bank reconciliations
Average number of days to close the previous month
<45 days
<15 days
Processing all invoices received for payment in accordance with
Florida Prompt Payment Act and for undertaking the payment of
all creditors in an accurate, efficient and timely manner. This
Accounts payable division also manages the City's p -card program and employee
reimbursements, IRS required forms 1099 distribution and 1096
filing and provides customer service for other City departments
and vendors.
Average number of days for invoices to be paid
545,547 5.25 150,000 (Prompt Payment Act = Regular Invoices 30 days; Capital 20
Project Invoices 45)
16
Department: Finance Department Administration - General and Resort Tax Funds
Program
Description
FY 18 Program
Exp$
FY 18 FY18 Program
FTE's* Rev $
Performance Measures
FY 18
Targets
Utilities [water and
sewer, stormwater,
sanitation]
Manages receipting, recording, accounting and reporting for the
utilities accounts. Schedule cut-offs of delinquent accounts and
files liens for uncollectible accounts with Miami -Dade County.
116,562 0.90 - Number of County liens filed
75
Grants
Monitors federal, state and local grants in accordance with
OMB Circular A-133 compliance supplement, work with the
external auditors and other city departments.
Number of single audit findings
Single Audit report is filed with the Federal Clearing house
133,410 1.15 - by April 30 of each year
Percentage completion of semi-annual grant training for
departments
0
April 30
100%
Receipts, records and reports on approximately $1.3 billion in
revenue annually. Receipts include but are not limited to ad -
valorem and resort taxes, Redevelopment Agency tax increment
Revenues and Cosh revenues, utilities, parking, leasing, intergovernmental revenue
Receipting / Recording sharing, franchise fees, permits, special assessments, impact
fees, business tax receipts and grants. The Department is also
responsible for maintaining all computer systems associated with
the process.
Property tax collection rate
Percentage of customer payments past due for utility bills:
620,956 4.65 94,000 > 30 days
> 60 days
> 90 days
> 120 days
97%
0
0
0
0
Billing, receipting and reporting on off-duty police and fire
Off -Duty Police and Fire services financial transactions. This work is done in
collaboration with the City's Police and Fire departments.
123,119
1.05
Average difference between Off -Duty receivables and
payables each pay period
Average number of days for off-site agencies to be paid
Revenues Received:
so
10
$1 18,000
Payroll
Processing bi-weekly payroll for approximately 2,000
employees, including police and fire staff. This division also
handles compliance with IRS and stale payroll filing
requirements.
486,569
4.25
Percentage compliance with IRS and state payroll filing
requirements
100%
Percentage of employee adjustments processed within 2 100%
payroll cycles
Resort Tax
Recording, reconciling and reporting of resort tax revenues and
collection of delinquent accounts.
829,664 3.95
Average number of days to produce Resort Tax Report
after end of the month
17
10
Department: Finance Department Administration - General and Resort Tax Funds
Program
Descri • tion
FY 18 Program
1 • $
FY 18 FY18 Program
FTEs' Rev $
Performance Measures
FY18
Targets
Call Center & 305 604
City/305-673-7000
(temporary)
Provide customer service for the City's in-house call -center, where
phone calls are answered for the Finance, Parking, Building and
Transportation departments. Additionally, temporary took over
answering phone calls from the EOC department for 305 -604 -
CITY and the 305-673-7000 (main line). Additional 224,000
phone calls annually.
165,699
1.28
Number of general phone calls answered at call center 53,000
Number of face -to face transactions processed at
Customer Service Center
32,000
Lien Statements
Processing of lien statements (estoppel letters) on annual basis for
real estate sales & refinancing
Average number of days for lien searches
82,839 0.68 700,000
Number of expedited liens completed within 24 hours
4
1,195
Utility Billings
Processing of utility bills for water and sewer, stormwater, and
sanitation accounts for customers. Work with the Public Works
Depts on meter reading, rates and other non -routine customer
service issues.
219,588 1.78 Number of utility bills per year
120,000
Parking: Residential
Parking, Municipal
Surface Lot & Garage
Parking, & Pay -By -Cell
Parking Accounts
Provide customer service, process new applications, and
manage renewals for the residents involved in the City's
Residential Parking Program. Administer visitor parking program
for residential zones. Provide customer service, process new
applications, and manage monthly billings for the customers
partaking in our Municipal Surface Lot & Parking Garage
Program. Register and administer Residential Pay -By -Cell
parking accounts.
346,428
3.45
Number of Residential parking zone accounts
Number of monthly Parking Garage accounts
Number of monthly Surface Lot accounts
Number of Park Mobile accounts
8,190
2,738
777
16,885
Business Tax Receipts,
Certificates of Use and
Annual Fire Permits
Processing, reviewing and routing of new Business Tax Receipt
(BTR) applications. Mailing of annual BTR renewals.
Review of holds on BTR accounts. If the customer is delinquent
on City obligations and payment for a BTR renewal has been
received, pursuant to Article V, Section 102-374 of the City
Code, the City withholds the BTR document and sends a letter to
the customer stating the amount due and that the delinquencies
must be resolved before receiving their BTR.
Average number of days to issue Business Tax Receipt
288,723 2.40 5,025,000
Number of Business Tax Receipt renewals
15
7,500
Lotteries (Artist Vendors,
Street Performers and
Non -Profit Entities) &
Miscellaneous Permits &
Passports
Processing of applications for participation in the three lotteries
(each done on quarterly basis). Processing of Real Estate Sign &
Garage Sale applications for permits. Processing of
approximately annual US Passport applications.
Number of passport transactions
97,471 0.80 66,000 Number of lottery applications per quarter
Number of garage sale permits sold
2,500
500
52
18
Department: Finance Department Administration - General and Resort Tax Funds
Pro. ram
Descri • tion
FY 18 Program FY 18 FY18 Program
Ex • $ FTEs` Rev $
Performance Measures
FY18
Tar • ets
Special Master
Prosecution of Business Tax Receipts(BTRs) & Resort Tax (RT)
violations at Special Master hearings.
32,252
0.15
Number of BTR violations assessed
Number of RT violations assessed
648
202
Administrative Leadership, direction and strategy for the Finance Department 1,449,987 3.80 - Average employee turnover
Total $ 6,824,500 45.33 $ 6,642,000
<15%
FOOTNOTE:
* 1.5 Full-time Financial Analyst III positions, 3 Full-time Financial Analyst II positions, 8 Full-time Financial Analyst I positions, and 0.25 of the Chief Financial Officer's position are funded by the Parking Department
1.5 Full-time Financial Analyst I positions and 0.45 of the Chief Financial Officer's position are funded by the Public Works Department
0.5 of a Full-time Financial Analyst II position and 4.50 Full-time Financial Analyst I positions are funded by the Building Department
19
Department: Fire Department - General Fund
Program
Description
FY 18 Program
Exp $
FY 18 FY18 Program
FTEs` Rev $
Performance Measures
FY18
Targets
Suppression
Responsible for mitigating the dangers and destruction caused by fire, explosives,
weapons of mass destruction, and Hazardous Materials. Conduct building
inspections, develop pre fire plans on target hazards, and respond to emergency
incidents.
of fire incidents where the first unit arrival is within 240 seconds. 90%
29,379,804 114.00 121,000 % of fire incidents where the last unit is arrival within 480 seconds. 90%
of fire incidents where the turnout time is 80 seconds or less. 90%
Rescue
Respond to all emergency medical incidents and provide prehospital care to the
sick and injured. Transport those patients to area hospitals and release to
emergency room staff Respond to all structure fires and perform the functions of fire
companies on those incidents.
of EMS incidents where the turnout time is 60 seconds or less
24,435,059 90.00 2,368,000 % of EMS incidents where the last unit is arrival within 480 seconds.
of EMS incidents where the first unit is arrival within 240 seconds
90%
90%
90%
Prevention
Responsible for enforcing all Fire and Life Safety Codes. Conducting building
inspections, plan reviews for new construction and major renovations, places of
assembly inspections, investigation of fires for cause and origin.
% of fire inspections performed of all existing buildings (excluding
single family( in the City to create a fire safe environment for the
3,954,559 22.00 3,204,000 residents and visitors.
# of presentations on fire and life safety issues.
100%
47
Responsible for Mechanical Maintenance and Communications. Repairs all
firefighting apparatus and equipment, conduct tests and maintain records of same.
Support Services & Traning Coordinate with PSCD for OA/OC for dispatch and radio maintenance.
Responsible for Training and establish in-service training, new hire and promotional
standards
of Fire Department apparatus that receive vehicle preventive
maintenance three times per year.
3,777,1 18 11.00 % of employees receiving a minimum of 48 hours of training per
quarter per 150 and MBFD requirements.
of employees receiving a minimum of 15 hours of EMS training
per quarter.
100%
98%
90%
Ocean Rescue
Responsible for providing ocean lifeguarding for 7.1 miles of beach, via 36
lifeguard towers and four sub -head quarters. (91 FTE and 47 PTE(
11,753,000 113.50
of publicly accessible beach areas covered by existing lifeguard
towers
100%
Provides 24/7 public safety support services to multiple departments, residents,
visitors, and the business community. Public Safety Communications Division (PSCD)
Communincations (PSCD( answers all 9-11 Emergency Calls, Non=Emergency Calls, as well as dispatching
Fire and Police. Performs all CJIS Entries and Records Management. Partially offset
by E-91 1 funds.
7,132,000 66.00
of calls dispatch time within 90 seconds for fire calls
99%
of 911 calls answered within 10 seconds. 99%
20
Department: Fire Department - General Fund
Program
Description
FY 18 Program FY 18 FY18 Program
Exp $ FTE's` Rev $
Performance Measures
FY18
Targets
Administration
The Fire Administration ensures a constant state of mission readiness through the
efforts of the Fire Suppression Division, the Fire Rescue Division, the Fire Prevention
Division, the Support Services Division, Training Division, Ocean Rescue Division
and the Public Safety Communications Division and implements best practices,
creating a workforce that is flexible, proactive and identifies, reduces and
eliminates redundancies. The Administration's expectation is that the workforce be
well trained, innovative, and ethical at all times.
2,036,460 8.00
Continued efforts to maintain an Insurance Services Office (150)
score of 100.
100%
Continued efforts to maintain international accreditation through the 100%
CFAI.
Maintain an annual succession plan that will proactively meet the 100%
needs of all divisions department wide.
Communications (PSCD)
Provides 24/7 public safety support services to multiple departments, residents,
visitors, and the business community. Public Safety Communications Division (PSCD)
answers all 9-1-1 Emergency Calls, Non -Emergency Calls, os well as dispatching
Fire and Police. Performs all CJIS Entries and Records Management.
Funds used to offset the PSCD expenditures from the General Fund:
-Main and Backup Phone Service • $115,000
-Overtime - $33,000
-Operating Expenditures - $15,000
•Comlog CVDs - $7,000
-ProQA Maintenance - $9,000
-Critically Maintenance- $3,000
-PeaceQ Maintenance - $3,000
% of calls dispatch time within 90 seconds for fire calls.
185,000 - 185,000
% of 911 calls answered within 10 seconds.
99%
99%
High Impact Periods and
Special Events
Provide essential City services, including during high impact periods, including, but
not limited to Art Basel, Memorial Day, July 4th, New Year's, Miami Beach Air and
Sea Show, and International Tennis Federation Tennis Event:
180,000
Total $
82,833,000 424.50 $
5,878,000
FOOTNOTE:
Part -Time Employees are equivalent to 0.5 FTE
21
Department: Fleet Management - Internal Service Fund
Program
Description
FY 18 Program FY 18 FY18 Program
Exp $ FTE's* Rev $t
Performance Measures
FY 18
Targets
In -House Maintenance &
Repair
In -House preventative maintenance and repairs of:
Sedans & Light trucks, Heavy-duty vehicles &
equipment, Speaciol duty/Critical service
vehicles/equipment.
2,231,000 12.7
YTD Fleet Availability - Police Pursuit Vehicles,
Monthly
YTD Fleet Availability - Sedans & light Trucks, Monthly
96%
95%
Outsourced Maintenance &
Repair
Outsourced maintenance and repairs involving:
collisions, marine vessels, dealers, transmissions, and
safety equiment installations.
489,000 0.5
YTD Fleet Availability - Police Pursuit Vehicles,
Monthly
YTD Fleet Availability - Sedans & Light Trucks, Monthly
96%
95%
Maintenance and Repair - Contracted vehicle repairs and maintenance for the
Village of Key Biscayne Village of Key Biscayne
31,000 0.15 - Village of Key Biscayne Revenue, Monthly
Maintenance and Repair - Contracted vehicle repairs and maintenance for
North Bay Village North Bay Village
19,000 0.15 - North Bay Village Revenue, Monthly
Parts Management
This area is responsible for: ordering, stocking, and
issuing automotive parts required for the operation
and maintenance of vehicles/equipment; maintaining
a perpetual inventory stocking level to meet
stakeholders' expectation; maintaining the Fleet
building facility maintenance program.
156,000 2.15 - Inventory Variance %, Annual
0.0%
22
Department: Fleet Management - Internal Service Fund
FY 18 Program FY 18 FY18 Program
Program Description Exp $ FTE's* Rev $t
Performance Measures
FY 18
Targets
Fuel Management
This area is responsible for purchasing and
dispensing fuel on-site and off-site (retail).
Responsibilities include: management and
maintenance of dispensing facility at Terminal Island;
administration of Fuel Card program and various
retail accounts; management of fuel inventory; tanker
distribution of gas and diesel fuel to various City
facilities; fuel management system administration,
maintenance and repair; and fuel key management.
2,034,000 0.35
Gasoline Gallons Purchased, Monthly
Diesel Gallons Purchased, Monthly
Vehicle Replacement
This area is responsible for the purchase and disposal
of sedans, light trucks, heavy-duty vehicles and
equipment, and special duty/critical services vehicles
and equipment.
2,405,000
0.7 - Units Replaced by Department, Annually
Administration
Includes Director, Senior Management Analyst, and YTD Employee Training Hours, Annually 24
Office Associate Salaries; supplies and utilities 1,438,000 4.3 -
expenses; and site security and maintenance costs. Service Shopper Ratings, Quarterly 4.0
Total $ 8,803,000 21.0 $
FOOTNOTE:
tAll internal service department expenditures are allocated to departments citywide
23
Department: Housing and Community Services - General & Residential Funds
FY 18 Program FY 18 FY18 Program Rev
Program Description Exp $ FTEs $ Performance Measures FY 18 Targets
Elder Services
Provide workshops/ presentations, welfare checks, needs
assessments, amplified phone registration and pickup, Senior
SHINE Program, emergency evacuation registration and identity
theft prevention to elderly residents in the City.
Number of elder events
61,468 1.00 - Number of home visits / welfare visits conducted annually
Number of elderly served annually
10
50
200
Resident safety net / ACCESS Center providing needs assessment,
Constituent Services cash assistance, referrals, advocacy, food insecure assistance and
tax preparations.
413,982 3.00
Maintain ACCESS certification
Number of residents served annually
Number of people receiving tax preparation services annually
Number of residents served via grocery delivery program annually
3
2000
255
80
Housing Capital Projects Capital project compliance and Project Manager for City owned
residential properties and Federally funded capital projects
110,849 2.50
Number of capital projects completed annually 1
Facility Condition Index (FCI) score for City owned residential housing TBD
projects
Number of residential properties visited for life safety compliance 4
Workforce Housing
Workforce housing projects acquired and/or maintained in the
City
60,000 0.50 - Number of workforce housing projects acquired/ maintained
2
Homeless Outreach and Provide assistance to individuals in need of basic shelter
Shelter Beds
1,223,800 8.00
Numbers of individuals served annually
Shelter bed admissions annually
Number of Shelter providers contracted annually
Number of individuals transitioned to self-sustaining or permanent housing
24
1000
550
3
50
Department: Housing and Community Services - General & Residential Funds
Pro • ram Descri • tion
FY 18 Program FY 18 FY18 Program Rev
Ex • $ FTE's` $ Performance Measures FY 18 Tar • ets
Homeless Employment / Provide career development opportunities for sheltered homeless
Outreach Program through a peer support model
61,800 0.00 - Number of sheltered homeless individuals provided employment training
37
Homeless Relocation Reconnect homeless individuals with natural supports
24,200 0.00
Number of relocated homeless individuals
Number of non -recidivism individuals
100
80
Homeless Identification Replace vital records needed to obtain legal identification
Services
4,200 0.00 - Number of vital records ordered
150
Emergency Rent/ Utility Provide rent assistance to individuals transitioning from shelter
Assistance
48,000 0.00 - Number of individuals assisted with rent/ utility assistance
2
Administration
Provide direction and administrative support to all programs within
Housing and Community Services
1,228,701 0.40
Number of community presentation provide annually
Percentage completion of training and professional development goals
20
95%
Residential Housing
Portfolio
Management and Maintenance of City -owned affordable housing
units:
• Lottie Apartments (7 Tenants; 2 Vacancies)
• Madeleine Apartments (13 Tenants; 3 Vacancies)
• Neptune Apartments (29 Tenants; 6 Vacancies)
• London House Apartments (20 Tenants; 4 Vacancies)
• Barclay Apartments (Building closed)
Number of tenant recertifications preformed annually
688,000 1.65 688,000 Number of tenants housed
Percentage of vacancies annually
Total $ 3,925,000 17.05 $ 688,000.00
FOOTNOTE:
Part-time positions are represented as 0.5 FTEs
Housing and Community Services is supported by 0.95 FTEs in the Community Development Block Grant and 0.45 FTEs in the HOME grant
84
79
Estimated percentage of
vacancies = 5%
25
Department:
Human Resources - General, Risk Mangement and Medical & Dental Funds
FY 18 Program FY 18 FY18 Program FY18
Program Description Exp $ FTE's Rev $ Performance Measures Targets
Compensation & Payroll
Provide ongoing cyclic reviews of citywide positions & classifications to ensure fair &
equitable market compensation for employees
769,300 5.00
Value of leave settlements processed
# of compensation changes
# of employee's who received tuition
reimbursement
Amount of Tuition Reimbursements
Average Salary (Full-time UNC)
Average Turnover Rale
70
$90,000
$88,300
7%
Recruitment/Testing
Onboarding of employees; One-stop Shop to include background, hiring and identification
processing; administering testing for promotional opportunities
# of new hires processed
659,400 6.00 # of promotions processed
# of applications received
320
100
15,000
Employee Relations
Process disciplinary matters; investigate and respond to EEOC complaints; report on City's
diversity program; prepare reports required by DOJ Office of Civil Rights and EEOC
# of unemployment claims filed
329,700 3.00 - # of unemployment claims accepted
# of complaints investigated
Labor Relations
Conduct & administer the city's collective bargaining process in developing final agreements
between the city & the five (5) various bargaining groups
# of grievances received by union
609,000 2.00 # resolved favorable to City
# of arbitration cases
28%
100%
10
Workers Compensation
Manage workers' compensation program pursuant to F.S. 440 in conjunction with Third
Party Administrator (TPA); Liaison between TPA and City employees
6,409,550 1.00
# of recordable claims
# of ISC hours used by department and value of
ISC
Average value of workers' compensation claim
200
17,153.61
$7,025
Liability
Handling of 3rd party bodily injury and properly damage claims pursuant to F.S. 768,28;
subrogation against responsible parties of City property damage; City auto liability claims
6,409,550 1.00
# of 3rd party liability claims received by type 110
Value of 3rd parry liability claims settled by type $2,050,856
Insurance (Property & Casualty)
Analyze and recommend risk transfer and risk avoidance strategies in reducing the City's
financial risks; manage insurance compliance for vendors contracted with the City
# of citywide contracts monitored for insurance
2,746,950 0.50 - compliance; schedule of property values and
updates
26
950
Department:
Human Resources - General, Risk Mangement and Medical & Dental Funds
Pro • ram Descri • tion
FY 18 Program FY 18 FY18 Program
Ex • $ FTE's Rev $
Performance Measures
FY18
Ta • ets
Safety
Safety program in compliance with F.S. 440.1025, increases the awareness, reduce
occupational injuries and accidents; evaluate and inspect facilities and operations for
identify and correct hazards
1,831,300 1.00
# of safey training classes
# of person hours of training
# of facility inspections for safety hazards
# of City vehicle accidents/value of damage to
City vehicle
33
73
28
205 / $221,015
Employee & Retiree Benefit Administer employee and retiree benefits program including negotiating contracts with
Management vendors, conducting annual open enrollment;
23,612,000 0.00
# changes/updates to employee's medical plan
# of FML certifications
# of tuition assistance applicants
Total Tuition reimbursed
1
70
$90,000
Employee Wellness Program
Management of Wellness program;
NRG Fitness
Yoga
Zumba
Medical Screenings Unlimited
# of NRG fitness participants per class 38
# of Yoga participants per session 5
300,000 0.00 # of Zumba participants per class 5
# of Medical Screenings Unlimited participants 1,700
Total wellness points accumulated by participants 3,490,884
3rd Party Medical & Dental Insurance Retiree fully insured plan
7,878,000 000
inistration of Risk Management Provide ongoing oversight, support and coordination of all department functions inclusive of
tployee Benefits program administration, policy, strategy, budget management & planning
ions (Risk Management & Employee Benefits)
1,872,650 4.65
Administration
Provide ongoing oversight, support and coordination of all department functions inclusive of
611,600 3.85
administration, policy, strategy, budget management, billing for benefits services, and planning
1110
Total $ 54,039,000 28.00 $
Average value of medical/dental claims per employee
per month
$988/$64
FOOTNOTE:
All internal service department expenditures are allocated to departments citywide
27
Department: Information Technology - Internal Service Fund
FY 18 Program FY 18 FY18 Program FY18
, ,-Program Description Exp $ FTE's * Rev $ * Performance Measures Targets
Maintaining business services that are essential to City operations on a doy to day basis including
but not limited to: Enabling the Business Office with email, mobile/desktop phones, voicemail,
personal computers, printers, software licenses and distribution. Enabling Public Self -Service
Maintaining Business Operations including credit cord processing, official public records access, City websito, and automated
telephone processing. Maintaining production applications for both commercial and in-house
products such as Eden, Munis, Energov, Laserfiche, Telestaff, Novatime, SharePoint, and Egov.
Customer Support Center. Strategic Planning for production growth and obsolescence.
% of Trouble Tickets Resolved On time
% of hours of LAN Availability
7,190,490 18.00 - % of hours WAN Availability
% of hours Sharepoint Availability
% of hours Website Availability
95%
99%
99%
97%
99%
Information Security
Providing essential controls and assurance mechanisms to maintain acceptable levels of risk for the
enterprise and guarding against breaches of Confidentiality, Integrity, and Availability of
information and systems relied upon For conducting the daily business of the County. Protecting
County Information Assets includes but is not limited to: Enterprise Virus Protection/SPAM Filtering,
Enterprise Intrusion Detection/Monitoring, Enterprise Vulnerability Assessments, Investigations,
Computer Forensics/Data Recovery Services for the Enterprise, Enterprise Data Security Risk
Management/ Protection, Enterprise Security Policies/Best Practices, Enterprise Security
Awareness Program, Enterprise Incident Response/Computer Incident Response Team jCIRTI, and
Regulatory Compliance.
862,900 0.00 - % of Quarterly Compliance with PCI
100%
Licensing and Maintenance
Pertains to licensing applied across the enterprise to support commercial software. Enterprise
licensing examples include:
• Microsoft • $650,000
• Munk - $444,000
• New World • $385,000
• Laserfiche • $35,000
3,132,100 0.00
Align resources and business services to manage and implement projects that are essential for the
Projects & Business Continuity success of our business partners. This includes capacity planning to address future growth of the
business operations.
3,797,093 20.00
Administration
Department Administration, Human Resource Management, Contracts Administration, Internal
Services, and Budgeting.
1,267,417 4.00
Projects & Business Continuity Projects approved by the IT Steering Committee for FY1 8 include: Telestaff Upgrade, Mimo on the E 282,000 0.00 282,000 Timely implementation of projects
Total $ 16,532,000
42.00 $ 282,000.00
FOOTNOTE:
* 2 Full-time Systems Analyst positions are funded by the Building Department
Part-time Employees are equivalent to 0.5 FTE
All internal service department expenditures are allocated to departments citywide
28
Department: Mayor & Commission - General Fund
FY 18 Program FY 18 FY18 Program FY18
Program Description Ex • $ FTE's * Rev $ Performance Measures Targets
Mayor & City Personnel expenditures related to the administration and
Commissioners (Elected functions of the Office of the Mayor and Commissioners and
Officials) support staff.
47,000 7.00
NA
NA
Mayor & City Activities supporting City Mayor & Commissioners such as office
Commissioners Support management and its integral role in channeling the concerns and
Staff perspectives of the community.
2,263,000 13.50
NA NA
Total $ 2,310,000 20.50 $
FOOTNOTE:
* Part-time Employees are equivalent to 0.5 FTE
29
Department: Office of Budget and Performance Improvement - General Fund
Pro • ram
Descri • tion
FY 18 Program
Ex • $
FY 18 FY18 Program
FTE's Rev $
Performance Measures
FY18
Targets
Operating Budget
Preparation &
Management
Preparation and management including: annual budget
process coordination, TRIM compliance, budget document
preparation, revenue forecasting, debt management and
disclosure, process budget amendments, performance
measurement and benchmarking, quarterly projections (required
by City Charter), strategic planning support, training, and
technical assistance to departments.
1,115,300 5.70
% of Budget amendments processed within 10 80%
business days of adoption
of internal customers satisfied with technical 80%
assistance received
of internal customers satisfied with timely
processing of budget amendments
80%
Capital Improvement
Program
Preparation and management: CIP document production, capital
projects budget maintenance, processing CIP budget
amendments and resolutions, CIP project status report
production, coordination of CIP Action Team, and , training,
and technical assistance to departments.
41,000 1.00
Grant Applications
Research, prepare and submit applications For Federal, state and
foundation funds to support the City's priorities and Key
Intended Outcomes.
235,052 1 .00 - Total amount of funds awarded per Fiscal year $3M
Grant Monitoring
Monitor grant and funding applications for compliance with
grant guidance, Federal OMB circulars and Code of Federal
Regulations.
180,908 0.90
Utilization Rate
80%
State and Federal
legislative Agenda
Coordination between city, state and federal governments
regarding administrative, funding and policy issues.
80,348 0.40
Administration
Provides ongoing oversight and coordination of all departmental
functions.
55,392 1.25
Total $ 1,708,000 10.25 $
30
Department:
Office of Capital Improvement Projects - General Fund
Program
Description
FY 18 Program FY 18 FY18 Program
Exp $ FTE's Rev $
FY18
Draft Performance Measures Targets
Performance
Measures/Records
Management
Provides project control support in the areas of records management, project
management software applications, construction scheduling systems, work
processes and reports needed to support construction management efforts for all
Capital Projects.
of CIP Projects Turned Around With in Contractual
Time Constraints
217,351 2.00 217,351
of CIP Projects for Which the Close -Out Procedure
was completed
100%
100%
Community Outreach
Oversees and coordinates communications for all capitol projects, from the
planning through the construction phase; updates and maintains the departmental
website; builds relationships with HOA's, NA's, and other civic groups within the
City and updates these groups as it relates to capital projects; develops, execute
and oversees communication strategies for the department; coordinates projects
closely with internal City Departments, including the Office of Communication,
and produces materials for distribution through internal City media (MB Magazine
and MB Line).
Develop a Regular E -News Communication on a
Monthly Basis for MB Businesses and Increase
Subscriptions and Outreach Efforts by Importing other
existing e-mail lists
195,677 2.00 195,677 % of ROW Projects That Hold Community Pre -
Construction Meetings and Issue Periodic Progress
Updates to The Community
of Parking and Parks Construction Projects Where
Community Advisories Are Issued
100%
100%
100%
Quality Assurance /Quality Standardization of quality control practices and processes during planning, design
Control/Inspections
and construction; field inspections of project construction sites and reporting
observations to Project Managers.
Ensure value and timely delivery of Quality Capital
Projects
514,506 5.00 514,506
of Respondents Rating Quality of CIP ROW Project
as Good or Better
100%
100%
Construction Management
Manages the development and implementation of capital projects during the
planning, design, permitting and construction phases, including coordination with
City Departments, Consultants, Regulatory Agencies and Community groups;
responsible for estimating, scheduling and quality control of all capitol projects,
reviews and approves contractor / consultant payment applications, change
orders, budget allocotions, construction schedules, and compliance with contract
documents.
Ensure value and timely delivery of Quality Capital
Projects
% of Consultants Evaluated
2,214,036 19.00 2,214,036 % of Contractors Evaluated
of Projects With Substantially Completed
Construction and in Beneficial Use Within 120 Days of
Construction Schedule
100%
100%
100%
100%
Administration
Formulates direction and policies for the department and the CIP program;
oversees all divisions and all projects; coordinates and works to resolve
interdepartmental issues with projects; Provides financial and administrative
support for the Department; approves all financial transactions (payments,
encumbrances, etc.(; develops and enforces all City policies, processes and
procedures that includes development and monitoring of operating and capital
budget, processing payroll, processing invoices/applications for payment;
encumbering funds, receptionist responsibilities, scheduling of meetings, and other
support as required.
Ensure value and timely delivery of Quality Capital
Projects
1,948,430 6.00 1,948,430 Average # of Days to Process Invoices From
Contractors and Consultants
Total Change Order Value as Percent of Original
Contracted Construction Amount
100%
25 Days
10%
31
Department: Office of the City Attorney- General Fund
FY 18 Program FY 18 FY18 Program Performance FY18
Program Description Exp $ FTE's* Rev $ Measures Targets
Administration
Providing legal services and counsel to the Mayor, Commission,
City Manager, staff and all City Boards and Committees
pursuant to Article III of the City Charter.
5,083,000 23.0
Outside Legal Counsel
(Litigation)
City Attorney contracts with outside legal counsel for matters
involving a conflict, specialized litigation or litigation that would
require extensive utilization of legal staff.
390,000 0.0
Outside Labor Legal
Counsel
City Attorney contracts with outside legal counsel for matters
involving Union negotiations, personnel matters and labor
disputes.
342,000 0.0
Total: $ 5,815,000 23.0
32
Department: Office of the City Manager - General Fund
Pro- ram
Descri • tion
FY 18 Program
Exp $
FY 18
FTE's '
FY18 Program
Rev $
Performance Measures
FY18
Targets
The City Manager is appointed by the Mayor and City Commission and
vested with the responsibility to ensure that policies, directives, resolutions,
and ordinances adopted by the City Commission are enforced and
implemented. As the City's Chief Executive Officer, the City Manager is
responsible for providing executive -level leadership, vision, and guidance to
the organization, providing recommendations to the City Commission and
City Administration implementing policy directives in an efficient and effective manner. In
addition, the City Manager is responsible for the daily operations of the
City, preparing and administering the budget, planning the development of
the City, supervising City employees, interacting with citizen groups and
businesses, and is otherwise responsible for the health, safety, and welfare
of the residents, members of the business community and the visitors to the
City of Miami Beach.
3,017,288 10.67
70% of residents surveyed in 2016 were "very
satisfied" or "satisfied" with the City of Miami
Beach as a place to live; 67% were "very
satisfied" or "satisfied" with the quality of life
within the City, and 66% were "very satisfied" or
"satisfied" with the overall image of the City.
75%
The Rapid Response Team is tasked with proactively and responding rapidly
to calls regarding safety and infrastructure issues and monitoring areas to
Rapid Response Team ensure city streets, parks, buildings, and roadways are in good condition,
taking immediate corrective action to increase the response time for high
priority citizen complaints.
61% of residents in 2016 rated cleanliness of
110,712 2.00 - streets in their neighborhood as excellent or
good.
33
65%
Department: Office of the City Manager - General Fund
Pro• ram
Descri • tion
FY 18 Program
Ex • $
FY 18
FTE's *
FY18 Program
Rev $
Performance Measures
FY 18
Tar • ets
Convention Center
District
The Miarni Beach Convention Center is currently undergoing a $620 million
renovation and expansion which started in December 2016. Built in 1957,
the center has expanded throughout the years from its original 108,000
square feet to its current size of 1.2 million square feet. The new 1.4 million
square foot, LEED certified facility will include a stateof-the-art, 60,000
square foot grand ballroom, additional meeting rooms with flexible
arrangements, 800 parking spaces located within the building and a 6 acre
public park,
Today, the center hosts internationally acclaimed trade shows such Art Basel
Miami Beach and eMerge Americas. Through a combination of municipal
and county bonds, the center is being redesigned as a state-of-the-art facility
that will continue as a "Gateway to the Americas." It will accommodate and
attract new international and national events and conventions assuring its
significance as one of the largest visitor draws for the South Florida region.
54% of business respondents in 2016 think the
Miami Beach Convention Center add to the
610,000 3.00 610,000 success of their business, while 72% think the 60%
tourism industry in the City adds to the success of
their business.
Government Affairs
The Office of the City Manager is tasked with the oversight of Government
Affairs for the City. This includes contract negotiation and management of
both State and Federal Lobbyist agreements, monitoring in consultation with
the lobbyists, all organizational planning and program activity, which have
a bearing on the ability of the City to make the best use of state and federal
programs and funding opportunities.
231,000
0.33
Total $
3,969,000
16.00 $ 610,000
FOOTNOTE:
* Part-time Employees are equivalent to 0.5 FTE
34
Department: Office of Internal Audit - General & Resort Tax Funds
FY 18 Program FY 18 FY18 Program
Program Description Exp $ FTE's Rev $
Performance Measures
FY18
Tar • ets
Internal Audit
Conduct operational, compliance and performance
based audits of City departments, processes,
external contractors, etc.
337,583 2.25 - % Completion of planned audits
75%
Resort Tax
Conduct revenue audits of registered businesses to
help ensure that collections are completely remitted.
% Completion of planned audits 75%
423,530 3.70 - # of Resort Tax audits completed by internal staff 150
# of Resort Tax audits completed by external contractors 50
Administration
Provides ongoing oversight and coordination of all 1,095,387 2.05
departmental functions
Total $ 1,856,500 8.00 $
35
Department: Organizational Development and Performance Initiatives - General and Education Compact Funds
FY 18 Program FY 18 FY18 Program
Program Description Exp $ FTE's* Rev $
Performance Measures
FY18
Targets
Organizational Development
Support the development and coordination of the
comprehensive training and development
programs, sustains citywide elearning program
and development of new training programs,
facilitates and trains supervisory program,
leadership culture program, and employee
academy, develops and supports SNAP surveys
including employee reward and recognition
program oversight.
% of employees in compliance with citywide required training courses 60%
# of employees ottending City's Employee Academy or equivalent 100
% of employees passing a required training on first attempt for those 90%
that have built in exams
207,590 1 .00 - % of new employees with access OD online required training within 1 00%
two weeks of official employment start date
# of employees recognized through Reward and Recognition Programs 600
# of citywide administrative procedures updated 10
% of contract employees trained in customer service standards 100%
Excellence Programs
Develop Excellence Programs to identify areas for
improvement and manages assessments for
Excellence Program Indexes, including but not
limited to cleanliness index, appearance index,
service shopper program, garage index, bathroom
index, mystery rider program, and garage
attendant / security program.
120,067 0.96
% Public Area assessments scoring 2.0 or better (cleanliness index) 90%
% of citywide cleanliness assessments rating clean or very clean 80%
(cleanliness index)
% of Restroom Assessments scoring 2.0 or better 90%
Average Restroom Assessment Score
% of Garage Assessments scoring 2.0 or better 90%
Average Garage Assessment Score
% of Mystery Rider Assessments scoring 2.0 or better
Average Mystery Rider Assessment Score
% of Garage Attendant Assessments scoring 2.0 or better
Average Garage Attendant Assessment Score
36
90%
1.5
4.0
100%
Department: Organizational Development and Performance Initiatives - General and Education Compact Funds
Program
Description
FY 18 Program FY 18 FY18 Program
Exp $ FTE's` Rev $
Performance Measures
FY18
Targets
Administration
Prepare payroll for staff, interns and assessors,
assist in the recruitment of interns and assessors,
assist in the scheduling of assessors, maintain petty
cash fund, track card transactions, maintain e -
Learning user database, assist with the
Performance Recognition and Employee
Suggestion programs, assist in Procurement duties
for department, perform regular clerical duties,
assist in drafting, preparation and routing of
Citywide Procedures, and maintain Service
Shopper database.
202,120 0.50
• Nurse Initiatives/Neighboring
Municipalities(2,830 Participants) $16k
• Anti -Defamation League- No Place for
Education Initiatives - General Hate(7,100 Participants) $4k
Fund • Common Threads(359 Participants) $19k
• FIU Dual Enrollment(387 Participants) $62k
• Miami Dade College Dual Enrollment(150
Participants) $28k
204,227
0.33
% of residents with children satisfied or very satisfied with public 60%
school within Miami Beach
# of dual enrollment classes at Miami Beach Senior High School and 16
Nautilus Middle School
% of residents with Elementary School children satisfied or very 70%
satisfied with public schools in Miami Beach
% of children in City schools with measurable improvement from the 70%
prior year
% of residents with high school children satisfied or very satisfied with 70%
public schools within Miami Beach
37
Department: Organizational Development and Performance Initiatives - General and Education Compact Funds
FY 18 Program FY 18 FY18 Program
Program Description Exp $ FTE's• Rev $
Performance Measures
FY18
Targets
• Voluntary Pre -Kindergarten (VPK) $141K
• International Baccalaureate (IB) $50K
• Miami Dade Public School Agendas $18K
Education Initiatives - Education • Substitute Teach Incentive Program $3K
Compact • Nurse Initiative - Behavioral Health (LCSW)
$54K
• Other miscellaneous programs that promote the
Education Initiative. $29K
295,000 - 295,000
# of youth utilizing program
% program capacity met
# of Miami Beach public schools implementing International
Baccalaureate (IB)
# of IB diplomas graduates
% of eligible IB students attaining diploma
# of youth using the school agenda
# of youth utilizing behavioral health services at the school site
# of Miami Beach resident substitute teachers at Nautilus Middle
school working 5+ schools days in a school year
40
100%
6
70
80%
5300
6640
1
University Partnerships
• Facilitate all university partnerships including:
• Paid internships with Florida International
University graduate and undergraduate students;
up to 24 per year
• Workshop collaborations with FIU workgroups:
Arts, Culture & History, Transportation, Florida
Coastal Resilience & Adaptation, Youth &
Education Development.
• Dual enrollment adjunct professor recruitment for
Florida International University and Miami Dade
College.
• MetroLab partnership facilitator for 3 projects:
152,995 0.33
# of graduate interns placed 12
# of undergraduate interns placed 12
% of internships budgeted utilized 100
# of dual enrollment courses provided 12
Total $
1‘182,000
3.13 $ 295,000
FOOTNOTE:
* Part-time Employees are equivalent to 0.5 FTE.
* Education Compact is supported by 0.33 FTEs in the Education Initiatives Program included
in the General Fund.
38
Department: Parking - Enterprise & Special Revenue Funds
FY 18 Program FY 18 FY18 Program Draft Performance
Program Description Ex • $ FTE's* Rev $
Measures
FY18
Tar • ets
Maintenance and operation of
municipal Parking Garages
• G-2 Parking Garage located on 512 12th St (Security Guard $64,315/ $262,133)
• G3 Parking Garage located on 1301 Collins Ave (Security Guard $109,742/
$303,709)
• G-5 Parking Garage located on 640 17th St (Security Guard $195,380/ $593,493)
• G-6 Parking Garage located on 400 West 42nd St (Security Guard $88,833/
$193,911)
• G-7 Parking Garage located on 1755 Meridian Ave. (Security Guard $47,931/
$269,904)
• G.10 Parking Garage located on 1900 Bay Rd (Security Guard $79,130/ $247,878)
10,593,970 12.625
Garage Turnover Ratio
Appearance Index
Attendant Index
Total Utilization Hours
2.0
2.0
4.0
12 Mil
Metered Parking Services
Maintenance and operation of on -street public curbed parking and off-street surface lots
throughout the city boundary.
Cleanliness Index over 2.0
21,862,954 36.50 - % of Resident Trans to Total Trans
90%
20%
Total Utilization Hours 10 Mil
Permits
Coordination and issuance of public, private, city, residential and commercial parking
privileges throughout the city boundary.
of CPMP Inspections to total plans 25%
3,019,503 13.00 Average length of time on waiting list 1.5 yrs.
SPR Invoice Fluctuation 5% +/-
Average Monthly Scans 95,000
Enforcement Responsible for upholding city-wide parking regulations. 6,238,146 61.50 3,834,945 % of Meter Compliance 35%
of Residential Compliance 27%
Bike Sharing City-wide Public bike sharing operated by Deco bike and Sponsored by Citi Group
tf of New Members 3,600
453,899 % of Member trips to total Trips 60%
of lost/stolen bikes 13%
39
Department: Parking - Enterprise & Special Revenue Funds
FY 18 Program FY 18 FY18 Program Draft Performance FY18
Program Description Exp $ FTE's* Rev $ Measures Targets
Valet Parking Services
Operation and Management of Valet Parking services for city owned properties
Avg Monthly Retrieval Time
94,815 Avg Monthly Negative Survey Result
Avg Monthly Retrieval Exceptions
20 min
5
3
Transfers
• Support for General Fund: $4,400,000
• Support for Transportation: $4,668,000
• Debt Service: $6,316,000
15,384,000
Administration
Provides ongoing oversight and coordination of all departmental functions, including
administration, policy, strategy, and planning.
Avg Customer Inquiry Response Time 48 hrs.
1,635,427 19.50 207,779 % of Completed Citywide Training 80%
Vacancy Turnover 90 days
5th & Alton G-5 Parking Garage
Development agreement between the City of Miami Beach and A1&1 Sobe LLC in which
the City owns 496 spaces of the total 1070 total parking spaces. As a result of the
ownership split the Fund accounts for 46% of the revenues and expenditures for the
garage on the City's books
635,000
Garage Turnover Ratio .90
Appearance Index
635,000
Attendant Index
2.0
4.0
Transient Revenue Utilization 1 2%
7th Street G-1 Parking Garage
Joint venture public/private project between City of Miami beach and Goldman
Properties in which the City owns land and air rights for the garage and Goldman
maintains ownership of retail component.
2,589,000
Garage Turnover Ratio 1.60
Appearance Index
2,589,000
Attendant Index
2.0
4.0
Transient Revenue Utilization 42%
Total $ 61,958,000
143.125 $ 7,815,438
FOOTNOTE:
* 128.5 full-time positions which include 12.75 full-time Finance positions and 0.75 full-time Internal Audit positions funded by the Parking Enterprise Fund.
*29.25 part-time positions; part-time positions are equivalent to 0.5 FTE
40
Department: Parks and Recreation - General & RDA Funds
FY 18 Program FY 18 FY18 Program
P • • ram Description Ex • $ FTEs* Rev $ Performance Measures FY18 Tar • ets
Child Care
This includes the Playtime Program and the Aflerschool
Programs throughout all park facilities.
# of child care program participants
# of child care programs
# of kids on full scholarship (after school)
1,587,737 23.33 375,000 # of kids on partial scholarship (after school)
% of child care programs at 75% to 99% enrollment capacity
804
8
32%
50%
10%
% of child care programs at full capacity or on a waiting list 63%
% of participants rating child care programs as excellent or good 75%
Summer Camps
This includes Traditional Summer Camps, Playtime
Summer Camp and Specialty Summer Camp throughout
all park facilities.
1,987,918 51.44 796,000
# of summer camp program participants 2,458
# of summer camp programs 34
# of kids on full scholarship (summer camp) 15%
# of kids on partial scholarship (summer camp) 50%
% of summer camp programs at 75% to 99% enrollment capacity 24%
% of summer camp programs at full capacity or on a waiting list 44%
% of participants rating summer programs as excellent or good 75%
# of new summer camp programs added 3
41
Department: Parks and Recreation - General & RDA Funds
Pro • ram Descri • tion
FY 18 Program FY 18 FY18 Program
Ex • $ FTEs` Rev $ Performance Measures FY1 8 Targets
Youth Programs
This includes specialized youth programs which lake
place in the youth centers such as Gymnastics, Cooking,
Dance, etc.
566,291 3.73 335,000
# of youth program participants
# of youth programs
# of kids on full scholarship (youth)
# of kids on partial scholarship (youth)
% of youth programs al 75% to 99% enrollment capacity
% of youth programs at full capacity or on a waiting list
% of participants rating youth programs as excellent or good
# of new youth programs added
1,248
17
0
0
24%
59%
90%
5
Teen Programs
The Miami Beach Teen Club is an After School Program
designed for Teens. The program offers weekly theme
events, field trips, performing arts and volunteer
opportunities
496,138 6.75
# of teen program participants
# of teen programs
% of teen programs at 75% to 99% enrollment capacity
% of teen programs at full capacity or on a waiting list
% of participants rating teen programs as excellent or good
# of new teen programs added
500
500
22%
33%
90%
2
Advil Programs
This includes specialized programs for ages 18+ such as
yoga, Zumba, open gym and fitness centers.
107,579 1.28 73,000
# of adult program participants 543,652
# of adult programs 21
% of adult programs at 75% to 99% enrollment capacity 52%
% of adult programs at full capacity or on a waiting list 19%
% of participants rating adult programs as excellent or good 80%
# of new adult programs added 3
42
Department: Parks and Recreation - General & RDA Funds
FY 18 Program FY 18 FY18 Program
Program Description Exp $ FTE's` Rev $ Performance Measures FY18 Targets
Senior Programs
This includes a variety of activities and programs for
seniors ages 55+ such as field trips, bingo nights, Tai -Chi,
Yoga and more.
# of senior program participants
# of senior programs
% of senior programs at 75% to 99% enrollment capacity
348,651 1.90 - % of senior programs at full capacity or on a waiting list
% of participants rating senior programs as excellent or good
# of new senior programs added
# of senior riders provided free transportation
350
13
23%
0%
97%
1
500
Special Populations
Programs
This includes programs for children ages 16+ and adults
with intellectual disabilities to participate in regularly
scheduled recreational activities. This also includes the
annual $85k grant to the Shane Rowing Center.
164,358 0.93 2,000
# of special population program participants
# of special population programs
of special population programs at 75% to 99% enrollment capacity
of special population programs at full capacity or on a wailing list
% of participants rating special population programs as excellent or good
# of new special population programs added
122
13
30%
54%
97%
Youth & Teens Athletics
This includes athletic programs for youth and teens such
as Danny Berry Baseball, Travel Soccer and the Teen
Basketball League.
515,993 5.25 85,000
# of youth & teen athletic program participants
# of youth & teen athletic programs
# of kids on full scholarship (youth & teen athletics)
# of kids on partial scholarship (youth & teen athletics)
of youth & teen athletic programs at 75% to 99% enrollment capacity
of youth & teen athletic programs at full capacity or on a waiting list
% of participants rating youth & teen athletic programs as excellent or good
# of new youth & teen athletic programs added
1400
8 (41 total activities)
2
20
60%
35%
100%
2
43
Department: Parks and Recreation - General & RDA Funds
Pro • ram Descri • tion
FY 18 Program FY 18 FY18 Program
Ex• $ FTE's` Rev $ Performance Measures FY18 Targets
Adult Athletics
This includes all adult athletic leagues such as Sand
Volleyball,. Co-ed Softball League, and Flag Football.
# of adult athletic program participants
# of adult athletic progroms
50,000 % of adult athletic programs at 75% to 99% enrollment capacity
% of adult athletic programs at full capacity or on a wailing list
% of participants rating adult athletic programs as excellent or good
# of new adult athletic programs added
2,412
24.26
91%
82%
95%
Aquatics
This includes all operational expenses and programming
revenue such as Swim Team, Learn to Swim programs
and Pool Entrance fees at the City's 3 aquatic centers.
# of aquatic program participants
# of aquatic programs
# of aquatic program participants receiving services at no cost
# of learn to swim programs at no cost to participants
2,188,805 25.38 169,000 % of aquatic programs at 75% to 99% enrollment capacity
% of aquatic programs at full capacity or on a waiting list
% of participants rating aquatic programs as excellent or good
# of new aquatic programs added
# of individuals utilizing swimming pools during FY
4500
6
3800
125
100%
0%
95%
0
140,000
Scott Rakow Ice Rink
This includes at operational expenses and programming
revenue such as public skating sessions, private lessons
and rentals.
578,024 5.03 318,000
# of ice rink program participants 6,796
# of ice rink programs 9
% of ice rink programs at 75% to 99% enrollment capacity 44%
% of ice rink programs at full capacity or on a waiting list 11%
% of participants rating ice rink programs as excellent or good 92%
# of new ice rink programs added 2
of individuals utilizing ice rink during FY 21,734
44
Department: Parks and Recreation - General & RDA Funds
FY 18 Program FY 18 FY18 Program
Program Description Exp $ FTE's* Rev $ Performance Measures FY1 8 Targets
Special Events
This includes all special events organized by the
department such as the following:
- Spring Eggstrvanganza - Estimated $15,000
- Youth Music Festival - Estimated $12,000
- Black History - Estimated $4,100
-Jose Marti - Estimated $1,000
- Memorial Day Weekend (Kid Zone) - Estimated $5,300
- Winter Wonderland - Estimated $47,000
- Hispanic Heritage - Estimated $18,600
- Halloween Safe Night of Fright - Estimated $13,000
# of special events at parks
868,273 12.81 23,000 % of participants surveyed rating special events at parks as excellent or good
Estimated # of participants who attend special events in parks during FY
21
97%
16,500
P
iFlamingo Park Tennis
Center
# of tennis program participants 26,000
# of tennis programs 27
# of kids on full scholarship (tennis programs) 300
# of kids on partial scholarship (tennis programs) 6
% of tennis pogroms at 75% to 99% enrollment capacity 95%
The Flamingo Park Tennis Center is managed by a
Contractor. There are no expenses, but only revenue from - 145,000 % of tennis programs at full capacity or on a waiting list 95%
the contractor.
% of participants rating tennis programs as excellent or good 95%
# of new tennis programs added 10
# of members 335
# of Special Events 2
# of Expected Participants 500
45
Department: Parks and Recreation - General & RDA Funds
FY 18 Program FY 18 FY18 Program
Program Description Exp $ FTE's' Rev $ Performance Measures FY18 Targets
The North Shore Tennis Center is run by the City. This
North Shore Tennis Center includes all expenses and revenue from programming
such as group and private tennis lessons.
# of tennis program participants
# of tennis programs
# of kids on full scholarship ]tennis programs)
# of kids on partial scholarship (tennis programs)
of tennis programs at 75% to 99% enrollment capacity
599,721 4.50 439,000 % of tennis programs at Full capacity or on a waiting list
of participants rating tennis programs as excellent or good
# of new tennis programs added
# members
# of Special Events
# of expected participants
720
4
0
50%
25%
95%
0
65
2
500
Park Facilities
This program oversees the facility maintenance
operations, preparation of park maintenance, swimming
pools, tennis facility and neighborhood courts. This
division as facilities all repairs and small capital projects
within the department.
of public area cleanliness assessments scoring 2.0 or better (Parks)
Public area cleanliness rating index (Parks)
# of capitol projects completed during current FY managed by Parks
6,610,420 62.80 542,000 # of improved or renovated playgrounds and fitness circuits
% of park repair requests completed
# of park repair requests received
# of pork repair requests completed
90%
1.5
8
5
95%
N/A
N/A
Park Ranger Program
This program serves to patrol park facilities and grounds
enforcing park rules and regulations. This includes
explaining and enforcing regulatory codes and
ordinances.
1,611,833 17.90
Service shopper score (Parks) 4.5
Beach Maintenance
This program is responsible for providing with assigned
staff and coordinating with Miami Dade County and
various City Departments all repairs, maintenance services
and projects for the 7.5 miles of oceanfront beach and
sand dunes, 35 Life Guard Towers, all areas of the
Beachwalk, Boardwalk, lighting, showers and fountains,
and restrooms and parking lots adjacent to the beach.
1,406,000 4.00
% of public area cleanliness assessments scoring 2.0 or better (Beaches)
Public area cleanliness rating index (Beaches)
90%
1.5
46
Department: Parks and Recreation - General & RDA Funds
FY 18 Program FY 18 FY18 Program
Program Description Exp $ FTE's' Rev $ Performance Measures FY1 8 Targets
The Miami Beach Golf Club is managed by a contractor
Miami Beach Golf Club which oversees the golf operations, course maintenance
and food & beverage.
Total # of rounds of golf at Miami Beach Golf Club during FY
4,419,000 - 3,917,000 % of costs recovered through revenue, exclusive of debt service
% of costs recovered through revenue, inclusive of debt service
43,150
15%
-5%
Normandy Shores Golf
Club
Total # of rounds of golf at Miami Beach Golf Club during FY 32,475
The Normandy Shores Golf Club is managed by a
contractor which oversees the golf operations, course 2,737,000 - 1,761,000 % of costs recovered through revenue, exclusive of debt service 20%
maintenance and food & beverage.
% of costs recovered through revenue, inclusive of debt service 30%
Administration
This program includes all administrative expenses and
revue such as rentals, telephone and internal services.
Overall satisfaction with the facility rental process
6,317,344 27.60 157,000 Overall satisfaction with quality of services provided during facility rentals
# of online registrations during FY
Service shopper score (Parks)
90%
90%
5,500
4.5
This program oversees the landscape maintenance
services for 2 parks in the RDA district: Soundscape Park
and Collins Park. In addition, this Division is responsible
for the management of vendor contracts pertaining to % of public area cleanliness assessments scoring 2.0 or better (scale is 1-6, 1 90%
grounds maintenance.This program serves to patrol park being the highest score and 6 being the lowest score).
Parks Maintenance facilities and grounds enforcing park rules and 3,122,915 9.40
Operations regulations. This includes explaining and enforcing Public area cleanliness rating index (Parks) 1 .5
regulatory codes and ordinances
Parks in RDA:
-Soundscape
-Collins Park
Service shopper score (Parks) 4.5
47
Department: Parks and Recreation - General & RDA Funds
FY 18 Program FY 18 FY18 Program
Program Description Exp $ FTE's' Rev $
Performance Measures
FY1 8 Targets
High Impact Periods and
Special Events
Provide essential City services, including during high
impact periods, including, but not limited to Art Basel,
Memorial Day, July 4th, New Year's, Miami Beach Air
and Sea Show, and International Tennis Federation Tennis
Event:
12,000
Total $ 36,246,000 264.00 $ 9,187,000
FOOTNOTE:
* Part -Time Employees are equivalent to 0.5 FTE
48
Department: Planning - General Fund
FY18 FY18
Program FY 18 Program Performance FY18
Program Description Exp $ FTE's Rev $ Measures Tar. ets
Clef of Boards
Staffs all Land Use Boards, establishes hearing calendars and coordinates with the City Clerk For use of Chambers. Prepare meeting
agendas, progress reports, discussion, and continued items. Process new applications and amendments to the Land Development
Regulations; prepares, prints all mail notices pursuant to Section 118-102 of the City Code and Chapters 125, 163, and 166 Florida
Statutes and provides public notice via print media, posting on site, and electronic notice via constant contact. Invoices fees associated with
the board applications, pursuant to Section 118-6, 118-7, and Appendix A of the City Code. Publish agenda items available electronically
or downloadable for print.
Coordinate agenda with the Communications Dept. for streaming meetings online and video indexing to facilitate the public's review of
individual items. Acts os the Records Custodian for the department and boards Section manages records retention and digitizing of over
4,485 archived boxes containing documents currently in paper format stored off-site. Manage the department's electronic media and
webpage, providing information regarding departmental functions as well os links Enterprise Resource Program (ERP( solutions for the
submittal of Land Use applications, permits, mops, forms, Municode, and County Clerk. Manage the MiMo webpage which provides
information regarding local and Nationally Designated properties and Districts. Manage and maintain Score Card qualitative and
quantitative data for the department. Record all board orders, covenants, development agreements and other documents for Planning as
well as the City Attorney's Office. Manage all public records requests and coordinates with the City Clerk and City Attorney's Office for
response and compliance.
Digitize 200 boxes currently in
storage and upload electronic
766,362 4.62 89,500 documents to EnerGov Project
Module to facilitate access of
information to technical staff
and the public.
100%
Review of all building permits requiring Planning Approval for compliance with the city's LDRs as well as Board Orders governing the
project development. Review all building permits requiring Planning approval as it relates to Concurrency Management, state and local
regulations including DERM and WASD. Conduct inspections related to Planning approvals For Building Permits. Review applications for
Plans Review (Building Business Tax Receipts for compliance with zoning regulations and board issued Conditional Use Permits. Review applications for Sidewalk
Permits, Sidewalk Cafe, Cafe Permits for compliance with Concurrency Management impacts, Conditional Use Permits, and applicable design guidelines based on
BTRs and PZ Permits) locations, i.e. Lincoln Road, Ocean Drive, etc. Issue Permits P&Z permits such as Signs and Paint. Provide Zoning Verification Letters and
zoning information to general public. Review and issue Letters of No Objections for projects in environmentally sensitive areas. Analyze and
calculate fees For Concurrency as well as Fee in Lieu programs. Conducts inspections related to the Fee in Lieu of Parking program to
determine consistency with reported deficiencies pursuant to parking requirements outlined in Chapter 130 of the city code.
Reduce review time by 10%
and maintain 90% of plans
1,054,145 8.35 2,488,500 reviewed within turnaround 100%
target time as established by
the department.
49
Department: Planning - General Fund
Pro • ram Descri • tion
FY18 FY18
Program FY 18 Program Performance FY18
Ex • $ FTE's Rev $ Measures Tar • ets
Land Use Boards
Represent and staffs the Historic. Preservation Board, Planning Board, Design Review Board and Board of Adjustments, collectively known os
Land Use Boards, (LUB). Review all applications requiring approval from the LUB per Code secs 118.531, 118-564, produce staff reports
and draft orders for review and consideration of the board. Coordinates with the Slate of Fla, Historical Resources and the Federal Agency
for Historic Preservation for compliance with applicable regulations to maintain the City's designation as o Certified Local Government
under the CLO Program, under the National Historic Preservation Act Amendments of 1980. Prepares preliminary evaluation and
designation reports for individual properties and historic districts, per sec. 1 18-591. Coordinates with plans review staff for review and
approval of modifications to properties located within a local historic district, per sec 1 18-563(d). Provides guidance to residents and
development teams regarding proposed projects and compatibility with preservation guidelines intended to maintain the city's rich historic
architecture. Conduct onsite inspections of properties as needed. Provide professional testimony to the City Commission regarding issues
associated with Historic Preservation and maintains the Historic Properties Database per City Code sec. 1 18-534. Review all applications Finalize and record Board
requiring approval from the Design Review Board per sec.1 18-253 Code. Analyzes proposed projects for compliance with LDR's, generates Orders within seven business
1,353,951 7.54 1,701,000
staff reports and draft board orders for the review and consideration of the board, Coordinate with City departments for development days from date of public
impacts including, Transportation, Sustainability, Urban Forestry, Capital Improvements, Public Works and Parks. Coordinate with plans hearing.
review staff to review and approve construction projects eligible for administrative approval. Provides guidance to residents and
development teams regarding proposed projects and compatibility with LDR's intended to maintain the city's diverse and unique urban
fabric. Review all applications requiring CUP's from the Planning Board per sec.1 18.193. Review all applications for Lots Splits per sec.1 18-
321. Reviews Waivers of LDR's for public-private partnerships on City -Owned parcels, per Ch.142, Div. IX. Prepare analysis for CUP's and
NIE's. Coordinate with the City depts. to mitigate impacts of development relating to regional transportation, business operations, noise,
pedestrian circulation, security, mechanical parking and other elements affecting the urban fabric. Coordinate with Code Compliance on
the enforcement of CUP's. Schedules progress reports before the board to evaluate compliance with conditional approvals. Review all
applications requiring Variance approval from the Board of Adjustments per Ch.118, Art. VIII. Review administrative appeals of decisions of
the Planning Director per Ch.1 18, Art. VIII. Review requests for Variances of Flood Elevation Requirements, per Ch.54, Art. 11.
100%
Community Planning &
Sustainability
Interpret and maintain the City's Comprehensive Plan, and review for compliance with the Florida Community Planning Act (Chapter 163,
Part II, Florida Statutes). Analyze amendments to the Land Development Regulations (LDRs) for consistency with the Comprehensive Plan.
Prepare and process amendments to the Comprehensive Plan. Provide recommendations regarding Comprehensive Plan amendments to the
Planning Board in its capacity as the Local Planning Agency (LPA), as required by Section 163.3174, Florida Statutes. Manage the
Evaluation and Appraisal Review (EAR) process of the Comprehensive Plan and coordinate with City Departments in its preparation, as
required by Section 163.3191, Florida Statutes. Coordinate with consultants and other City departments in the preparation of
neighborhood master plans. Prepare and process amendments to the City's LDR's to implement the Comprehensive Plan, neighborhood
plans, or other City priorities. Prepare concept plans for City -owned land, pursuant to section 82-38, Florida Statutes. Prepare analysis for
sale or lease of City -owned properties as required by City Code. Participate in the Miami -Dade Planner's Technical Committee as required
by ICE Policy 3.4 of the Comprehensive Plan. Coordinate with the Environment and Sustainability Department to research new standards
and prepare amendments. Prepare and process amendments to the Comprehensive Plan and LDR's that improve the resiliency and
sustainability of development in the City. Review amendments to the Comprehensive Plan and LDR's, to ensure that they are consistent with
the City's resiliency and sustainability standards. Prepare and manage studies for use in the creation of guidelines and regulations to
increase the resiliency of new and existing development. Assist in the creation of the City's Resiliency Strategy Plan. Represent the
department during applicable board proceedings, including the Land Use and Development Committee (LUDC) and Planning Board.
Adopt recommendations from
the Evaluation and Appraisal
389,242 1.8 31,000 Report (EAR) based
amendments pursuant to 2018
/ 2019 EAR calendar cycle.
50
100%
Department: Planning - General Fund
Pro • ram
Descri • tion
FY18 FY18
Program FY 18 Program Performance FY18
Ex • $ FTE's Rev $ Measures Tar. ets
Fee In Lieu
Manage the city's Fee in lieu of Parking program serving businesses which cannot provide required parking pursuant to Chapter 130 of the
city code. Create accounts for new participants in the program. Collect initial fee based on deficiency analysis. Coordinate annual
inspections of program participants. Invoice all program participants no later than May I st to ensure payment of fees prior to the annual
issuance of Business Tax Receipts. Coordinate with Finance / Customer service to clear holds on BTRs when collection of fees occurs. Drafts
payment plans for the Manager's review and approval for accounts with past due Fees. Reconciles all revenue for program and coordinates
with the City Attorney's Office on collection efforts to include preparation of documents for court proceedings, payout negotiations, and
enforcement of Judgment. Prepares and presents data to the Audit Committee as well as the Finance and Citywide Projects Committee on
collection efforts, compliance, etc.
Finalize conversion process for
127,908 0.59 - accounts imported to Munis 100%
from Eden.
Administration
Director and Deputy Director supervise and manage all staff and matters under the purview of the Planning Department, presents and
provides expertise to City Commission, lower boards and community meetings, as well as coordinates with other municipal, stale and
federal agencies. This section provides administrative and clerical support and conducts, financial functions necessary For the management
of revenues and expenditures in the General Fund and Special Revenue accounts. Section also prepares budget, quarterly revenue and
expenditure forecasts. Section manages the receipt of invoices and processes payments of services provided and conducts all functions
related to personnel. Provides training and support to other city departments working in the EnerGov permitting software.
826,392 4.10
27.00 $ 4,310,000
Provide 12 training sessions per
year to other departments such
as Code Compliance and
Finance — Customer Service
regarding Land Development
Regulations to ensure proper
application of governing
regulations.
51
100%
intelligence
?IO/Communications
Accreditation
Department:
Police Department - General & Special Revenue Funds
FY 18 Program FY 18 FY18 Program
Program Description Exp $ FTE's Rev $ Performance Measures FY18 Targets
Internal Affairs
Conducts immediate, objective and thorough investigations of
all allegations of employee misconduct involving department
employees.
1,570,370 10.00 - % of cases resolved within 180 days
95%
Gathers, evaluates, analyzes, disseminates criminal
intelligence. Conducts threat assessments. Investigates threats
against public officials. Works w/FBI re: terrorism. Provides
dignitary protection services.
471,1 1 1 3.00 Investigate threats to public officials and City workers
0
Police Athletic League
Supports the Police Athletic League (PAL) by assigning one full-
time officer administrator.
157,037 1.00
Community/outreach programs conducted annually 4
Community youth served through PAL outreach annually 500
Prepares, presents and disseminates an array of public
information on behalf of the City and Police Department, with
an emphasis on building relationships, maximizing safety and
community awareness.
157,037 1.00
% of responsos to media public records requests within 5 days
Average of combined social media postings shared with public each month
95%
30
Grants/Planning/Research
Identify, review, and apply for grants. Ensures compliance
with all federal, state and local grant requirements, including
performance reporting and audits. Identification and % of compliance with grant obligations each year 100%
administration of programs to enhance the effectiveness and 157,037 1.00
efficiency of the MBPD. Preparation of all MBPD related Amount of grant revenue achieved each year $500,000
documentation for the City Commission meetings and various
committees.
Ensures continued national law enforcement accreditation
through the Commission on Accreditation for Law 157,037 1.00 - Annual CALEA assessment status
Enforcement Agencies, Inc. )CALEA).
Pass
52
Department:
Police Department - General & Special Revenue Funds
FY 18 Program FY 18 FY18 Program
Program Description Exp $ FTE's Rev $ Performance Measures FY18 Targets
Administration
Provide leadership and managerial oversight for all functions
of the Office of the Chief of Police. Prepares and manages
the Department's annual operating budget within the
guidelines of all City rules and regulations.
17,873,515 18.00
Manage Department within budget
Manage Department so as to achieve annual reduction in Major Index Crime
Area 1 South District (South Pointe to Provide basic patrol services, specialized services and
Dade Blvd) community policing -related services to residents and visitors.
Manage RDA Unit. Manage MDA Traffic Operations Unit.
Major crime index compared prior year
12,773,698 66.50 344,315 Average response time to emergency calls
Community meetings or outreach contact events conducted annually
Below
Under 2 minutes
50
Area 2 (Mid -Beach, Dade Boulevard Provide basic patrol services, specialized services and
to 63rd Street) community policing -related services to residents and visitors.
Manage Marine Patrol Unit.
Major crime index compared prior year
14,192,998 72.00 382,572
Average response time to emergency calls
Community meetings or outreach contact events conducted annually
Below
Under 2 minutes
30
Area 3 (North Beach, 63 Street to
87 Street)
Provide basic patrol services, specialized services and
community policing -related services to residents and visitors.
Manage K-9 Unit.
Major crime index compared prior year
13,280,591 67.00 357,978 Average response time to emergency calls
Community meetings or outreach contact events conducted annually
Below
Under 2 minutes
50
Area 4 (Entertainment District, 5th to Provide basic patrol services, specialized services and
15th Street, Ocean Drive to community policing -related services to residents and visitors.
Washington Ave) Manage Homeless Outreach Unit and Ocean Drive Squads.
Major crime index compared prior year
19,667,441 97.00 530,135 Average response time to emergency calls
Community meetings or outreach contact events conducted annually
Below
Under 2 minutes
20
53
Department:
Police Department - General & Special Revenue Funds
Pro • ram Descri • tion
FY 18 Program FY 18 FY18 Program
Ex • $ FTE's Rev $ Performance Measures FY18 Targets
Recruitment/Backgrounds
Responsible for recruitment and selection of all Department
personnel and for maintaining staffing of budgeted positions.
2,271,986 15.50
% of budgeted staffing number to maintain recruitment and hiring goals within 3
for sworn personnel annually
% of candidates for hire within 70 days of completed application
90%
Court Liaison Office
Responsible for coordinating the attendance of Department
employees to all judicial proceedings arising from the
Department's law enforcement efforts.
349,536 2.00
Number of days from the end of the previous month to produce court
attendance report
21
Special Events/Off.Duty Unit
Responsible for planning police response to all special events
and for managing all off-duty employment for qualified
employees.
873,841 5.00
Hours prior to all special events to provide comprehensive plans to Command
- Staff
72
Technical Services Unit
Plans, implements and directs all technology initiatives of the
Department, including hardware and software programs and
field -deployed technology, and ensures seamless integration
with City's IT Department.
1,398,145 8.00
% compliance to maintain with CJIS security rules for sworn personnel 95%
% of field -deployed cameras and license plate readers each month maintained
as operational 95%
Training Unit
of attendance for a minimum of 40 hours of in•service training annually for 95%
Provides all required training and supplemental training to 1,398,145 8.00 all sworn personnel
sworn employees.
Minimum community training courses conducted annually 18
Records Unit
Responsible for retention, maintenance, dissemination and
disposition of all records produced by the Department. 1,922,449 1 1.00 service
% of customers who make requests of the Records Unit are provided some day
90%
Property & Evidence Unit
Responsible for: impounding, storing and disposing of all
property and evidence; for ensuring continuity and
consistency in the safekeeping of property and evidence to
meet the requirements of the judicial system; for managing
the Deportment's fleet of vehicles, physical plant and Body
Worn Camera Program.
3,145,826 18.00
% of PEU audit deficiency achieved each year <2%
Average % of vehicles street worthy each month 90%
54
Crime Scene Unit
Department:
Police Department - General & Special Revenue Funds
FY 18 Program FY 18 FY18 Program
Program Description Exp $ FTE's Rev $ Performance Measures FY1 8 Targets
Payroll Unit
Responsible for the proper tracking and processing of all
employees' work time to ensure each person is accurately
compensated.
349,536 2.00 - % of payroll deficiencies processed/corrected within 2 business days
90%
General Investigations
Conduct investigations of major crimes, economic crimes,
burglaries, larcenies, batteries, sexual assaults, special victim 11,259,184 49.00 - % of cases assigned within 60 days
crimes and missing persons.
80%
Special Investigations (Crime
Suppression, Narcotics and Vice
enforcement)
Conduct investigations of robberies, narcotics -vice crimes and
human trafficking
1,148,896 5.00 - Average # of special operations conducted per month
2
Provide forensic evidence retrieval and investigative support
to detectives.
2,987,130 13.00 - Average number of crime scenes processed per month
125
Victim Services Unit
Provide comprehensive services to victims of crime, including
social services and well being support, and serve as liaison to
detectives and to support agencies..
287,224 1.25 - Average number of victim service contacts per month
65
Crime Analysis Unit
Provide comprehensive crime analysis support to Chief's
Office, Criminal Investigations Division and entire
Department.
804,227 3.50 Number of Crime Strategy Meetings conducted per month
2
*Police Patrol - Operations
Entertainment District (Resort Tax -Funded Positions): Provide
enhanced services to Ocean Drive corridor for crime
reduction, homeless issues, community policing/problem
solving.
3,056,000 12
Major crime index compared prior year in Ocean Drive corridor
0
Below
Average response time to emergency calls Under 2 minutes
Provide patrol and specialized services to City Center,
Community Policing Operations including Lincoln Road corridor, Convention Center area and
Collins Park neighborhood
Average response time to emergency calls Under 2 minutes
4,581,000 19.00 Number of police -business owner contacts annually within RDA district 500
Number of community safety awareness events hosted annually 4
Federal Asset Forfeiture Funds Dispersed for law enforcement training and equipment only,
Operations as required by federal law
100,000
0.00 100,000
55
Department:
Police Department - General & Special Revenue Funds
Pro • ram Descri • tion
FY 18 Program FY 18 FY18 Program
Ex • $ FTE's Rev $ Performance Measures FYI8 Targets
State Asset Forfeiture Funds Dispersed for law enforcement training and equipment only,
as required by state low
Operations
217,000 0.00
217,000
Unclaimed Evidence Operations
Revenue from sales of unclaimed property in custody of Police
Department
75,000 0.00 75,000
LETTF Training Operations
Revenue source for portion of Department Training Budget,
from county ticket surcharges
22,000 0.00 22,000
Crash Report Sales Operations Revenue from sale of vehicle accident reports 25,000 0.00 25,000
Photo Red Light Camera Program Manage the Photo Red Light (PRL) program's operational and
Operations administrative elements, including all court -related process
Annual average of tickets uncontested and promptly paid by violators
1,333,000 3 00 1,333,000
Average accidents per PRL location annually
50%
Under 8
High Impact Periods and Special
Events
Provide essential City services, including during high impact
periods, including, but not limited to Art Basel, Memorial
Day, July 4th, New Year's, Miami Beach Air and Sea Show,
and International Tennis Federation Tennis Event:
1,964,000 0.00
Total: $ 120,027,001 512.75 $ 3,387,000
FOOTNOTE:
* Part -Time Employees are equivalent to 0.5 FTE
** 1 Senior Assistant City Attorney position in the City Attorney's Office funded by the Police Department included above
56
Department: Procurement - General Fund
Program
Description
FY 18
Program FY 18
Exp $ FTE's
FY18
Program
Rev $
Performance Measures
FY18
Tar •ets
Competitive
Solicitation and
Contract Negotiations
PRE -AWARD: Leads approximately 60 competitive solicitations and contract negotiations annually relating to the
acquisition of goods, services, capital improvements and construction projects for all departments City-wide within the
requirements of City policy, stale law and federal rules. Assists departments in drafting specifications that do not
restrict competition Conducts market research to identify and analyze the market need, market size and competition.
Analyzes product trends in an effort to gather information regarding patterns and developments popular among
produces. Issues and manages competitive solicitolion process, including bidder conferences, evaluations committees,
bidder responsiveness and background verifications, compliance with Cone of Silence law. Develops and provides
protest responses to vendors in collaboration with the City Attorney's Office. Coordinate and facilitate negotiations,
ensure cost analyses are completed to guarantee successful negotiations at the lowest possible cost to the City, and
collaborate with the departments, vendors and City Attorney's Office in finalizing contracts for execution. Conducts
due diligence on sole source purchases, waiver of bid requests. Collaborates with other local governments in
aggregating like purchases to maximize volume and achieve maximum cost savings.
Assures the City's processes for the acquisition of goods and services are conducted in a professional and ethical
manner that benefits taxpayers. Provides ongoing training to personnel from City departments assigned to the
acquisition process on City policies, stale requirements for the acquisition of architectural/engineering and design
builder services, and federal grant or emergency response requirements. Liaises with FDOT, City Attorney's Office and
other stale or federal agencies on procurement matters.
788,899 7 00
Average # of calendar days to award bids (ITB'S)
Average # of calendar days to award proposals
(RFPs/RFC/ITN)
Average # of responses to procurement solicitations
(Proposals - RFPs/RFQ/ITN/ITBs)
Total # of contract awards per contracting officer for
competitive proposals (ITB/RFPs/RFQ/ITN)
Estimated Savings for Contracts Negotiated
75.9
122.3
5
57.5
$8,804,673
Compliance and
Contract
Administration
POST -AWARD: Reviews over 3,100 Purchase Order requests annually totaling $111,306,752 to assure compliance
with City contracts or procurement policies, state, federal and granting agency regulations. Leads contract
administration requirements for over 900 City contracts, including compliance with City policies; contract renewals
and amendments; and vendor performance reviews. Manages compliance with Living Wage law, including:
conducting site visits to ensure employees of City contractors are paid in compliance with Living Wage requirements;
conducting contractor payroll verifications; managing contractor violations. Manages compliance with insurance and
bonding requirements to minimize risks to the City; issues violations and "stop work" orders when contractors are not
in compliance.
Provides outreach, assistance and training to approximately 5,666 vendors, including: assisting with vendor self-
service (VSS); how to do business with the City; assisting vendors in addressing any contract violation issues; and
provide vendor training on how to do business with the City, receiving and completing City bids, and living wage,
campaign contributions and equal benefits laws.
Average # of calendar days to approve Requisitions in the
Procurement Dept.
809,542 7.00 Average # of calendar days to approve Change Orders in
the Procurement Dept.
of contracts renewed or replaced prior to expiration
57
2.81
2.62
100%
Department: Procurement - General Fund
Pro • ram Descri • tion
FY 18 FY18
Program FY 18 Program
Ex • $ FTE's Rev $
Performance Measures
FY18
Targets
Responsible for the ongoing development and technical support of systems servicing both internal and external
stakeholders, including Tyler's MUNIS ERP (purchasing, vendor and contract management modules). Troubleshoots
and works closely with Tyler support to address system issues or necessary enhancements. Manages LCP Tracker
Technology and (contractor compliance portal), Public Purchase and Demandstar by Onvia (bid notification systems), Public Surplus
Systems (sale of surplus property) and the Miami Beach e.Marketplace. Insert info about &Marketplace here 349,454 3 00
Manages department budget, payroll and all finance -related matters Manages department reporting needs and KPI
tracking. Develops and implements ongoing strategic and technological initiatives to assure special projects are
effective and successfully carried out. Coordinates and conducts ongoing staff development.
# of Emarketplace Orders Placed
# of Procurement Monis Cases Entered
# of Surplus Transactions
Total Surplus Revenue Collected
3.107
111
67
$32,673
Administration
Director and Assistant Director acts in the capacity of the City's chief procurement officer. Develops and implements,
after appropriate approvals, policies and procedures regarding the acquisition of goods and services by all City
departments; leads the City's procurement processes; advises departments and vendors on all procurement -related
issues; reviews all solicitations and contracts before issuance; enforces and ensures compliance with all procurement -
related City code; prepares award recommendations to the City Commission; manages departmental KPIs. Liaises with
local, county, state and federal authorities, and NIGP — the Institute for Public Procurement.
FOOTNOTE:
* Part-time Employees are equivalent to 0.5 FTE.
485,105 2.00 - # of Procurement Department Trainings Facilitated
Total $ 2,433,000 19.00 $
61
58
Department: Property Management - Internal Service Fund
FY 18 FY18 FY18 Program FY18
Program Description Program Exp $ FTE's Rev $ t Performance Measures Tar ets
This program maintains and operates over 4 million square feet of facilities used by
Facility Maintenance & the City of Miami Beach. It also provides oversight of professional services contracts
Operations and facility assessments. The program also manages deferred and preventative
maintenance needs as identified in the City's Facilities Condition Assessment
1,393,983 5.99
Ratio of skilled, professional & nonskilled staff per sqaure foot
35% : 18% :
47%
Percentage of facilities scoring below 0.15 (good and excellent) on 45%
Facility Condition Index
Capital Renewal/
Replacement Project
and Space Planning
Management
This program provides construction project management, facilities
renewal/replacement planning, surveys, professional services, design services, space
planning and workspace allocation projects, ADA planning and accessibility
projects. This program also helps address deferred and preventative maintenance
needs as identified in the City's Facilities Condition Assessment
455,007 3.40
Percentage of budgeted projects completed each fiscal year 65%
Percentage of facilities scoring below 0.15 (good and excellent) on 45%
Facility Condition Index
General
Administration
This program oversees the administrative functions for the Department, contract
maintenance and compliance, centralized maintenance/work order system
management, payroll, budgetary, and fiscal administration (accounts payable,
internal billing). Below ore just some examples of contracts being overseen by
General Administration
• Janitorial Services: $920,000
• Ameresco: $90,000
• Jim Morrison: $17,000
• All Power Generators: $31,000
• Artistic Holiday Decor: $400,000 (funding comes from resort taxes)
• AFA: $100,000
• Hulett: $20,000
• NFP: $100,000
1,356,920 8.89
Percentage of Work Orders completed within 7 days of issuance 65%
Percentage of emergency work orders within 24 hours 85%
Internal Services
This program maintains the department's internal services such as fleet management,
IT hardware and applications, debt services, self insurance etc. This program ensures
that the department has the necessary services to continue optimal operations
1,181,000
Operational fleet 24 vehicles
Required hardware and software 18 computer
59
Department: Property Management - Internal Service Fund
Program
FY 18 FY18 FY18 Program
Description Program Exp $ FTE's Rev $ t
Performance Measures
FY18
Targets
This program maintains the contract maintenance for life safety contracts such as fire
prevention systems, generator, elevator maintenance, janitorial, and pest control
services. It also maintains the contract repairs for all City facilities. Below are just
Life Safety, Service some examples of contracts being maintained by this program.
Contract Maintenance • United Janitorial Services: $920,000
& Contracted Repairs • All Power Generators: $31,000
• AFA: $100,000
• Hulett: $20,000
• NFP: $100,000
3,680,165 8.42 • Contracted service per S.F
41%
Repair and Have in stock 100% of necessary material
Maintenance Materials This program provides an inventory of all the necessary materials to complete routine 159,517 0.50 Streamline maintenance materials to reduce work order time by 100%
Warehouse maintenance and repairs throughout the City facilities percentage
Hurricane
Preparedness
This program is responsible for ensuring that the City is equipped with the necessary
supplies both pre and post hurricane
437,408 1.80
All city facilitates prepared by June 1 June 1
Essential supplies procured by May 1 May 1
Property Management This program oversees the administrative functions of maintenance for Lincoln Road
Operations
1553000 5.00
* Percentage Contracted services for square foot of RDA
* Personnel services per square foot
* Percentage of Work Orders completed within 7 days of issuance
* Percentage of emergency work orders within 24 hours
41%
12.7
65%
85%
Total $ 10,217,000 34.00 $
FOOTNOTE:
*All internal service department expenditures are allocated to departments citywide
60
Department: Public Works - General, Enterprise, and RDA Funds
Pro • ram Descri • tion
FY 18 Program FY 18 FY18 Program
Ex • $ FTE's * Rev $
Performance Measures
FY18
Tar • ets
Cat Network
This program is partially grant funded to assist in the
spay and neuter program; the City's contribution
includes providing assistance to the spay and neuter
program as well as marketing needs
14,000 Perform spay and neutering surgeries to reduce the
cat population
375
Elevator
Reviews installation plans, blueprints, specifications,
Responsible for permitting the installation of new and and materials, listed to determine compliance with
the alteration of any existing vertical conveyances, 680,385 5.00 721,000 applications, regulations and good building and 100
including all inspections construction practices and recommendation and
approvals, rejections or modifications
Capital Projects
Maintains Engineering and Utility records, inspections
on the City's bridges, seawalls, storm sewer, sanitary
sewer, water and street lighting systems
1,707,767
• Contract for mission critical services are kept
current and that renewals are executed timely to not
allow gaps in service 95% of the time or that
procurement of new contract begins 6 months prior
to expiration of previous contract
12.55 252,000 • Ensure that capital projects managed by PW are
delivered on time and on budget 80% of the time,
except scope increases.
• Capital projects have started within 6 months of
the end of the FY they are funded.
95%
80%
< 6 months
Streets Operating & Maintenance and repairs of roads, including pot
Maintenance holes, sink holes, and damages caused by utility cuts
and emergency work
1,067,931 5.45
Service requests are scheduled or rejected within
two (2) business days, 95% percent of the time
61
95%
itreet Light
Dperating &
Maintenance
Department:
Public Works - General, Enterprise, and RDA Funds
Program
Description
FY 18 Program FY 18 FY18 Program
Exp $ FTE's * Rev $
Performance Measures
FY18
Targets
Maintenance and repairs of City -owned streets and
beach walk lights, and contract management of street
lights located on Florida Department of Transportation
roadways
2,535,036
10.00 176,000 Service requests are scheduled or rejected within
two (2) business days, 95% percent of the time
95%
*Right -of -Way
Inspections
Public Works Department -issued permits subjected to
inspection. Inspection includes roadway utility
excavations, sidewalk tree plantings, damaged
sidewalks, curb realignment, roadway defects, street
restoration projects, and other necessary and related
infrastructure work
Conduct field inspections of permits issued by City's
Building Department and Right -of -Way division.
Document damages or improper repairs based on
the requirements of the Public Works Manual
95
Sidewalk, Curb,
Gutter Maint. &
Repairs
Maintenance, repairs, and restor , - .ement
of City's sidewalks, ADA ramps, curbs, and gutters
1,171,732 6.50
Service requests are scheduled or rejected within
two (2) business days, 95% percent of the time
95%
Contract Landscape
Maintenance
Contracted Landscape Maintenance services for the
City's rights-of-way (North & South Rights -of -Way,
Lincoln Rd. Mall, Parking Lots & Facilities, Coastal
Areas,) Irrigation System Services, and Pest Control
3,281,652
• Citywide Cleanliness Index
3.00 282,000 • Percentage of City E-Govs addressed within 10
days
1.5
95%
Landscape &
Irrigation
Repair/Renovation
Projects
Citywide small-scale renovation of existing
landscapes and irrigation systems, new small-scale
landscape installations, short-term mitigation of effects
of Acts-of-God/natural disasters
984,783 4.50 - Percentage increase in tree canopy Citywide
15%
62
Department:
Public Works - General, Enterprise, and RDA Funds
Program
Description
FY 18 Program FY 18 FY18 Program
Exp $ FTE's * Rev $
Performance Measures
FY18
Targets
Tree Maintenance
Emergency tree trimming services. New ROW tree
installations. Training and supplies/equipment for
Tree Trimmers. Public Outreach for special events
(e.g.. Arbor Day)
456,522 4.00
Percentage of City E-Govs addressed within 10
- days
95%
In -House Landscape
Maintenance
Internal landscape maintenance activities and
supplies/materials necessary to address items not
included in contracts and constituent concerns in a
fast, professional manner. Standby personnel
913,043 6.00
Percentage of City E-Govs addressed within 10
days
95%
Water Sales
Revenue collected from water bills including interest
and miscellaneous water revenue
38,321,000 Collect all billable water revenue
95%
Water Quality
Testing drinking water for biological and chemical
safety, permits and aesthetics
1,550,677 6.00
U.S. Environmental Protection Agency Safe Drinking
Water Act standard met 100% of the time
100%
Water Pump Station Cleaning, maintenance and inspection of six (6)
Maint. & Repairs pump stations
1,762,224
4.79 - Pump Stations operational 100% of the time
100%
Water System
Maintenance and
Repair
Maintain the operability of 180 miles of water lines 2,893,745 12.50
Percentage of time the water distribution system
provides an uninterrupted supply of pressurized safe
drinking water with appropriate quantity to all
consumers
99%
63
Department: Public Works - General, Enterprise, and RDA Funds
Program
Description
FY 18 Program FY 18 FY18 Program
Exp $ FTE's * Rev $
Performance Measures
FY18
Targets
Water Operational
Capital New water meters
325,000 Percentage of meters purchased and installed within
the budgeted year
95%
Meter Reading Monthly reading of all water meters
■
1,772,351 7.82
Percentage of meters that are working and read as
scheduled
100%
Water Hydrant
Meter Program
Coordination and distribution of water meter reading
and billing
115,890 0.50
Percentage of time meters are accounted for, read
and billed quarterly
95%
Water Valve
Exercise Team
Necessary preventative maintenance of City's
23,000 water valves
363,559 2.00 - Percentage of valves exercised annually
95%
Water Purchase Purchase of potable water from WASD
14,492,000
- Purchase of potable water with permits
100%
Derma Permit
Sec 24-18 of the Miami -Dade County Code requires
all water and sewer utilities to have a valid operating
permit
6,608,930
Timely remittance of the utility service fee to Miami -
Dade County which is 6% of the gross revenue
100%
Control Room
Operations
Provides 24/7 live -human support for residents and
businesses. Operates automated pumping equipment
and dispatches staff to emergencies
1,070,785
Percentage availability of PW Operations 24/7 live -
5.24 human call center to address all City related issues 100%
or concerns
64
Department: Public Works - General, Enterprise, and RDA Funds
Program
Description
FY 18 Program FY 18 FY18 Program
Exp $ FTE's * Rev $
Performance Measures
FY 18
Targets
Customer Service
and Billing
Responds to any water quality service or monthly
billing requests
90,890 0.50
Service orders are schedule within two (2) business
days, 95% percent of the time
95%
Warehouse
Operations
Handles the purchases and distribution of materials
and supplies for daily use by various divisions
860,871 3.50
Sample inventory physical counts differences not to
exceed the desired internal goal of 10%
< 10%
Water Machinery This program funds the replacement of vehicles and
and Equipment equipment that have exceeded their useful life
295,000
Criteria includes: vehicle age, condition, mileage,
- life to date repair costs and depreciation status
100%
Survey
Provides surveys, legal descriptions, construction
layouts, line and grade for water and sewer, streets,
streetlights, and stormwater improvements. Provide
underground locates for internal and external
requests
659,817 4.33
Complies with Florida Law of timeliness of locates
within 2 business days of requests
2
Right of Way
Issues all right of way permits and inspects utilization
of the right-of-way
Issues utility construction permits, reviews Planning
and Zoning Board issues and conducts building plan
reviews
• Maintain a customer service rating of 95% 95%
• Ensure sewer allocation letters are processed in 5 5
5,304,437 53.02 3,202,000 days or less
• Right of Way permit application processed within 2
two business days of receiving information from
customers
65
Department:
Public Works - General, Enterprise, and RDA Funds
Program
Description
FY 18 Program FY 18 FY18 Program
Exp $ FTE's * Rev $
Performance Measures
FY18
Targets
Geographical
Information Systems
(GIS)
A computer based system for mapping and analyzing
things that exist and events that occur. Many
departments City -Wide utilize the GIS mapping
system including Transportation, Fire, Parking, Parks
and Recreation, Public Works and Planning to name
a few
964,296 5.03 - Respond to requests within two business days
95%
Capital Projects
Maintains Engineering and Utility records, inspections
on the City's bridges, seawalls, storm sewer, sanitary
sewer, water and street lighting systems
1,658,228 9.03
• Contract for mission critical services are kept
current and that renewals are executed timely to not 95%
allow gaps in service 95% of the time or that
procurement of new contract begins 6 months prior
to expiration of previous contract
• Ensure that capital projects managed by PW are 80%
delivered on time and on budget 80% of the time,
except scope increases
• Capital projects have started within 6 months of < 6 months
the end of the FY they are funded
Water and Sewer
Debt Service
The Finance department manages the payment of the
principal and interest on the water and sewer bonds:
• 2000 Series Water and Sewer Bonds
• 2006 Series Water and Sewer Bonds
• 2017 Series Water and Sewer Bonds
• Line of Credit Fees
• Cost of Debt Issuance
9,458,000
Timely payment of principal and interest of the
water and sewer bonds
100%
Sewer Sales
Revenue collected from sewer bills including interest
and miscellaneous revenue
47,033,000 Collect all billable water revenue
95%.
Sewer System Maint. Maintain the operability of 644,160 feet of sewer
& Repairs lines
2,338,013 7.00
Percentage of time system functions without
overflows
66
99%
Department:
Public Works - General, Enterprise, and RDA Funds
Program
Description
FY 18 Program FY 18 FY18 Program
Exp $ FTE's * Rev $
Performance Measures
FY18
Ta • ets
Sewer Pump Station Cleaning and inspection non-operable components
Maint. & Repairs of 23 pump stations
1,242,981
4.96 - Pump Stations operational 100% of the time
100%
Sewer Construction
Preventative and corrective maintenance, including
breaks, gravity and force mains, sewer disconnects,
and sewer connections
1,534,834 3.16
Service orders are schedule within two (2) business
days, 95% percent of the time
95%
Sewer Capital
Needs
Funding for capital projects associated with the
infrastructure, equipment and supplies needed for
repair and maintenance of existing system
Ensure that capital projects managed by PW are
452,929 1 .00 - delivered on time and on budget 80% of the time, 80%
except scope increases.
Sewer Portable
Pumps & Generators
Rental equipment costs and labor requirements for
preventative and corrective maintenance including
emergency situations
140,929 0.50 - Pump Stations operational 100% of the time
100%
r
Sewer Control Room
Operations
Provides 24/7 live -human support for residents and
businesses
Percentage availability of PW Operations 24/7 live -
322,032 2.04 - human call center to address all City related issues 100%
or concerns
Sewer Warehouse
Operations
Handles the purchases and distribution of materials
and supplies for daily use by various divisions
197,324 1.25
Sample inventory physical counts differences not to
exceed the desired internal goal of 10%
< 10%
Sewage Treatment Costs for sewage disposal
24,898,574
1 .60 - The City conveys domestic waste water
100
Sewer Fees -
Outsiders
Provides sewage conveyance for disposal services to
Town of Bal Harbour, Surfside and Bay Harbour
Islands
2,633,000
Percentage of time billing of the sewage
2,633,000 conveyance for the satellite cities occurs by the 10th 100%
of every month
67
Department: Public Works - General, Enterprise, and RDA Funds
Pro • ram Descri • tion
FY 18 Program FY 18 FY18 Program
Ex • $ FTE's * Rev $
Performance Measures
FY18
Targets
Sewer Machinery This program funds the replacement of vehicles and
and Equipment equipment that have exceeded their useful life
926,000 Criteria includes: vehicle age, condition, mileage,
life to dote repair costs and depreciation status
100%
The Finance department manages the payment of the
principal and interest on the water and sewer bonds:
2000 Series Water and Sewer Bonds
Sewer Debt Service 2006 Series Water and Sewer Bonds
2017 Series Water and Sewer Bonds
Line of Credit Fees
Cost of Debt Issuance
5,093,000
Timely payment of principal and interest of the
water and sewer bonds
100%
Sewer Funded
Renewal and
Replacement
a % of Funds that are set aside for repair and
maintenance of the City's assets
3,501,000
Percentage of funds set aside
'0.05
Revenue collected Revenue collected from stormwater bills including
from stormwater bills interest and miscellaneous revenue
28,327,000 Collect all billable sewer revenue 0.95
Stormwater Pump
Station Maint. &
Repairs
Maintain the operability of 37 pump stations
including electricity costs, all pipes, pumps and panel
electrical components. Includes in-house and
contractual services
Pump Stations operational 100% of the time
Stormwater System
Maintenance
Cleaning and inspection of stormwater system $1.6M
by contracted maintenance and 4 FTE, includes in-
house contractual services, inspection and
maintenance of all drainage structures and to help the
stormwater system function properly
2,082,753 4.00
Ensure that entire stormwater system is cleaned
annually
68
100%
Department:
Public Works - General, Enterprise, and RDA Funds
Program
Description
FY 18 Program FY 18 FY18 Program
Exp $ FTE's * Rev $
Performance Measures
FY 18
Tar • ets
Stormwater Repair
and Response
Maintenance
Service call responses, standing water for
mosquitoes, debris clean-up from the right-of-way and
repair to storm structures. Includes in-house and
contractual services. Repairs to components and
responses to resident requests including professional
services, repair and maintenance on all stormwater
pump stations
1,611,168 2.54
Service requests are scheduled or rejected within 3
business days 95% of the time
95%
Stormwater Outfall
Maintenance and
Repair
Inspection, maintenance, and repair of 367 outfalls
includes in-house and contractual services
626,753 2.00
Ensure that all outfalls are functional and maintained
annually
100%
Stormwater National
Pollution Discharge
Elimination System
(NPDES)
Enforces stormwater ordinance violations and
performs facility and stormwater inspections per
National Pollution Discharge Elimination System's
(NPDES) permit requirements
385,815 0.50
Ensure that NPDES permit requirements are met
annually
100%
Stormwater Temp.
Pumps & Generators
Rental equipment and labor costs required to mitigate
flooding in low-lying areas and standby power for
stormwater pump stations
1,824,727
Percentage of time that low lying areas are not
3.18 flooded and stormwater pump stations have
continuous power
95%
Stormwater Temp.
Pump Dewatering
Permits
DERM permit requirements; enforces the stormwater
ordinance to have permits in place prior to
dewatering
166,938 0.50 - Ensure that permits are updated annually
100%
Stormwater Debt
Debt includes following:
-Equipment Loan
-2009 Gulf Breeze
-Line of Credit Fees
-Series 2011 Bonds
-Series 2015 Bonds
-Series 2017 Bonds
16, 896,000
Timely payment of principal and interest of the
stormwater bonds
69
100%
Department: Public Works - General, Enterprise, and RDA Funds
Program
Descri • tion
FY 18 Program FY 18 FY18 Program
Exp $ FTE's * Rev $
Performance Measures
FY 18
Targets
Stormwater
Administration
Provides ongoing oversight, coordination, policy and
planning of all departmental functions, including
administrative tasks, payroll, financial and budgetary
support
• Avg. Customer Inquiry Response Time
968,249 4.14 • % of Completed Citywide Training
• Vacancy Turnover
48 hrs.
80%
90 days
Residential Collection Collection & disposal of residential solid waste, yard
& Disposal of Solid trash, bulk waste & operations of the city's green
Waste waste facility through the Residential Agreement
3,906,340
It is measured by the amount of complaints received
through methods such as phone complaints;
19.00 3,418,000 cleanliness index and/or Miami Beach Egov app 100%
when a resident have received serviced on their
designated service days of the week
Contribution from Per the franchise agreement the City receives
Haulers $400,000 for disposal to eradicate illegal dumping.
The KPI's for this program are: The cleanliness
400,000 index and/or the number of Code Compliance
generated complaints for illegal dumping pick ups
1.5
Franchise Fees
Per the franchise agreement the City receives 18% of
their gross monthly receipts (Waste Management and
Waste Connection)
3,898,000 Collection of 18% of gross monthly receipts from the
franchise fees
100%
Code Enforcement
The Division funds (4) Code Compliance Officers
$219,918. (1) Code Compliance Officer 2 positions
$70,240& (3) Code Compliance Officer 1 position
$149,678
The KPI's for this program are: The cleanliness
index, collection of sanitation fines, number of Code 1.5
280,556 4.00 103,000 Compliance generated complaints for illegal
dumping pick ups, and the amount of complaints
received by the Sanitation Division through phone 95%
and E-gov
70
Department: Public Works - General, Enterprise, and RDA Funds
Program
Description
FY 18 Program FY 18 FY18 Program
Exp $ FTE's * Rev $
Performance Measures
FY18
Targets
$44K Funded through Professional Services to Jewish
Community Services Self Sufficiency Program for the
H.O.P.E. Day Labor homeless. They conduct litter maintenance
approximately 23 days a month between 5th Street
to 1 1 th Street from Lenox Avenue to Meridian Avenue
44,000
The KPI's for this program are: The cleanliness
index being assessed for an area during a specific
quarter, and the amount of complaints received by
the Sanitation Division through phone and E-gov in
regards to litter cleanliness of the streets in this
particular area
100%
Clean Waterways
The Sanitation Division provides $186K funded
through Professional Services to the City's
Environmental Department to contract services to help
keep our waterways cleaned
The waterway contractor provides the City's
Environmental Department with a monthly quantity
1 86,000 - report to show what they are removing from our
waterways & is also assessed by the cleanliness
index.
95%
Impact Fees
(Construction and
Commercial)
This program assists with litter control and debris
removal around and/or outside of construction and
commercial sites
1,990,804
The KPI's for this program are: The cleanliness
index, collection of sanitation fines, number of Code 1.5
21 .20 1,550,000 Compliance generated complaints for illegal
dumping pick ups, and the amount of complaints
received by the Sanitation Division through phone
and E-gov
95%
City Center RDA
The City provides Sanitation services in the
entertainment district which includes litter control,
pressure washing, mobile street sweeping and
servicing of the litter cans. During special events
(e.g. Spring Break, Art Basel, Art Deco, Memorial
Day, Furth of July, Halloween, New Years Eve) these
services are enhanced
4,364,000
The KPI's for this program are: The cleanliness
index being assessed for an area during a specific
30.00 3,914,000 quarter, and the amount of complaints received by
the Sanitation Division through phone and E-gov in
regards to litter cleanliness of the streets in this
particular area
1.5
Parking Lot and
Garage
Maintenance
The Sanitation Department provides cleaning services
to parking lots and garages including pressure
cleaning, litter control and illegal dumping
1,976,776
The KPI's for this program are: The cleanliness
index being assessed for an area during a specific
21.00 1,089,000 quarter, and the amount of complaints received by
the Sanitation Division through phone and E-gov in
regards to litter cleanliness of the streets in this
particular area
71
1.5
City Facilities
111
Department: Public Works - General, Enterprise, and RDA Funds
Pro ram
Descri • tion
FY 18 Program FY 18 FY18 Program
Ex • $ FTE's ' Rev $
Performance Measures
FY 18
Tar: ets
Services provided to City departments for roll off
containers, cleaning and bulky waste pickup
210,417 3.00
300,000
The KPI's for this program are: The cleanliness
index being assessed for an area during a specific
quarter, and the amount of complaints received by
the Sanitation Division through phone and E-gov in
regards to litter cleanliness of the streets in this
particular area
1.5
Street Sweeping
Consists of manpower and equipment necessary to
sweep City streets
1,345,525
The KPI's for this program are: The cleanliness
index being assessed for an area during a specific
12.00 1,715,000 quarter, and the amount of complaints received by
the Sanitation Division through phone and E-gov in
regards to cleanliness of the streets in this particular
area
1.5
Trash Can
Replacement
Can on every corner program
250,000
The KPI's for this program are: The cleanliness index
and the amount of litter found in those areas by
sanitation employees and/or code officer area
inspections
1.5
City-wide
maintenance
Departmental charge backs for cleaning garages &
parking lots. Revenue from Sanitation fee charge /
utility enterprise services; city center RDA &
maintenance & disposal for Green Space,
Recreation, Police; 7th St. Garage, Anchor Garage,
Parking & Fleet
2,379,973
The KPI's for this program are based on the level of
service provided to these specific locations & the
hours dedicated to the service levels; the cleanliness
21.20 1,114,000
index, and the need to increase services during
major events that may create high pedestrian traffic
to these areas and based on the specific needs of
the department and/or divisions being serviced as
well
72
1.5
Department: Public Works - General, Enterprise, and RDA Funds
Program
Description
FY 18 Program FY 18 FY18 Program
Exp $ FTE's * Rev $
Performance Measures
FY 18
Tar • ets
Illegal Dumping
Residents/Commercial/Construction properties that
choose not properly dispose of trash
808,857 4.00
193,000
The KPI's for this program ore: The cleanliness
index, number of sanitation fines, number of Code
Compliance generated complaints for illegal
dumping pick ups, and the amount of complaints
received by the Sanitation Division through phone
and E-gov
1.5
Contributions - Collection of household hazardous waste in
Hazardous Waste November and April
30,000 30,000 Service providers prepare a daily job report which
logs chemical waste after each event
0.95
Contributions -
Recycling
Contribution for 15 trash cans from the franchise
agreement
30,000
30,000 Purchase of 15 trash cans
1
Contributions -
Security Guards
Free bulk drop-off for residents once per month
10,000 10,000 Provide safety and ensure that only City of Miami
Beach resident are utilizing the services
1
,Greenspace
Operations
Contracted Landscape Maintenance services for
swales and medians (North & South Rightsof-Way,
Lincoln Rd. Mall, Parking Lots & Facilities, Coastal
Areas,) Irrigation System Services, and Pest Control
within RDA District
828,000 6.00
Resident and visitor satisfaction with the aesthetic
appearance of the City's public greenspaces.
Citywide Cleanliness Index
(Index: Extremely Clean 1, Clean 2, Somewhat 3)
90%
1.5
Sanitation
Operations
Sanitation employees provide litter control & pressure
washing services to Lincoln Rd, Beach walk & cultural
campus 7 days a week during the day & night shifts
ata productive hourly rate of $67.61 in FY 18.
3,914,000
Cleanliness Index per ODPI
(Index: Extremely Clean 1, Clean 2, Somewhat 3)
73
1.5
Department: Public Works - General, Enterprise, and RDA Funds
FY 18 Program FY 18 FY18 Program
Program Description Exp $ FTE's * Rev $
Performance Measures
FY18
Targets
Administration
Provides ongoing oversight, coordination, policy and
planning of all departmental functions, including
administrative tasks, payroll, procurement, human
resources, financial and budgetary support
Use of Fund Balance to balance budget, net of
$79,000 interest income
• Avg. Customer Inquiry Response Time
2,862,318 10.51 3,527,000 • % of Completed Citywide Training
• Vacancy Turnover
48 hrs.
80%
90 days
Total $ 157,615,000 365.58 $ 142,238,000
74
Department: Tourism, Culture, & Economic Development - General, Special, and Enterprise Funds
FY 18 Program FY 18 FY18 Program
Program Description Exp $ FTE's * Rev $
Performance Measures
FY18
Targets
Arts in the Park & Provide support for free cultural performances and
Soundscape Cinema Series curate weekly SoundScape Cinema Series along with
Lummus Park Cultural Activation and Programming
155,000 0.00
Anticipated annual attendance for Arts in the Parks
2500
Anticipated annual attendance for SoundScape Cinema 8000
- Series
Lummus Park Cultural Activation and Programming 6,000
Annual Attendees
Miami Design Preservation Sponsorship Agreement for Art Deco Weekend
League
100,000 0.00 - Number of Attendees/Visitors
150,000
Miami Beach Film Incentive Program, along with
suggested amendments to current film and print
Film Production & Incentive guidelines to entice scripted film and television
productions to film in Miami Beach and to support the
current industry working locally
264,000 0.00
Number of Major Films
Film/Prints Permits
Economic Impact
7
1100
$ 500,000
Special Events
This division processes more than 200 special event
permits each fiscal year. Expenses are administrative
173,000 4.00 676,000 Special Event Permits
200
Colony Theater
Number of yearly attendees 30,000
Miami New Drama commenced operations in
partnership with the City of Miami Beach as the 248,000 0.00 - Number of Events 75
managing resident company.
Percentage Agreement Compliance %100
Bass Museum
Personnel costs (2 positions), and management fee Number of yearly attendees 65,000
paid to the Friends of Bass Museum for the operation of 962,000 2.00
the Bass Museum and annual manangement fee Annual Fund Raising by Friends of the Bass $ 2,995,207
75
Department: Tourism, Culture, & Economic Development - General, Special, and Enterprise Funds
Program
Description
FY 18 Program FY 18 FY18 Program
Exp $ FTE's * Rev $
Performance Measures
FY18
Targets
Manages overall portfolio of 170 contracts governing
Management of City Real the use of City -owned properties, including 88 leases,
Estate Assets concession agreements, and management/operation
agreements, plus 82 beachfront concession permits
Occupancy rate of Leasable Sites
401,000 4.00 6,970,000 % used for City purposes @ 1701 Meridian
% used for City purposes @ Historic City Hall
99%
65%
15%
Art In Public Places
Yearly Maintenance and Conservation of City's public
art projects and administrative support to all AIPP
projects
148,000 1.00
Percentage of conservation work meeting promised
- date
95%
Economic Development
Provides business assistance, facilitates private capital
investments, supports joint venture development, and
conducts market research. The division also manages
day-to-day operations of the Redevelopment Agency
(RDA), including the funding for capital projects and
programs in City Center
282,000 2.00
Percentage of North Beach Plan Implemented
Number of attendees for "Create Small Business
Workshop Series"
30%
500
Miami Beach Convention
Center - contracted function
The MBCC is a multi-purpose public assembly facility
hosting large scale business, trade, civic and cultural
events. Revenues include rent, food and beverage,
electric service, IT and Telecom service, Security and
guest services and other income. Expenses include
payroll (42 positions) and fringe benefits, utilities,
contracted services (capex allowance of 250,000,
building supplies of 126,000 and R&M of 28,000),
contract maintenance, temp labor, advertsing and
promotions, other operaing expenses, internal support
charges, and debt payments related to Amaresco
energy improvements.
•Included MBCC Additional Renovation Costs $
2,149,000
11,174,000 0.00
The MBCC was budgeted to only host 14 events for FYE
9/30/18. The event schedule was determined through
a collaborative effort with the City of Miami so as not to
impede the renovation timeline.
# Priority 1 Events- requires a minimum of 3 nights in
3,168,000 Miami -Dade County with 1,500 Hotels Rooms on the
peak night
# Priorty 2 Events -requires a minimum of 2 nights in
Miami -Dade County with 500-1,499 Hotels Rooms on
the peak night
# Priority 3 Events -do not have a peak room night
requirement
In order to
further facilitate
the renovation
project, 5 of the
14 events have
been cancelled
since the FY 18
budget.
2
3
4
76
Tourism & Conventions
Arts in the Parks
Department: Tourism, Culture, & Economic Development - General, Special, and Enterprise Funds
Program
FY 18 Program FY 18 FY18 Program
Description Exp $ FTE's * Rev $
Performance Measures
FY18
Targets
Provides ongoing oversight and coordination of all
departmental functions, including administration,
policy, strategy, and planning.lncludes Executive Staff
for Spectra costs ($ 830,000) and operating costs.
Revenues include Convention Development Tax - Due
Annually from Miami -Dade County ($4.5 million) and
Administration -City Side $1 million due from RDA FY in 17/18 per 3rd
Amendment Interlocal Agreement and 3.9 mil from
fund balance to balanace the 440 budget
•Included -Spectra Manangement Fee/ Incentive $
394,000
1,340,000
1.85 9,520,000
Miami Beach sustaining hotel occupancy levels for
calendar year
174,000 0.00 - Hotel occupancy level for 2017
74%
Arts for Learning
Arts for Learning Provides in-depth visual and
performing arts programs at City of Miami Beach
schools, preschools and parks.
81,000 0.20 81,000 Annual # of students served
1200
Monitor Arts for Learning Contract and programming
on a quarterly basis
46,000 0.20 46,000 Anticipated attendance for Arts in the Parks
2,500
Grants Program
The grants programs were originally created in 1998
as an essential component of the mission of the Miami
Beach Cultural Arts Council, which is to develop,
coordinate, and promote the arts in the City of Miami
Beach community.
Number of Grants Issued
850,000 1.00 850,000
Percentage of Grant Compliance
48
95%
Administration
Provides ongoing oversight and coordination of all
departmental functions, including administration,
policy, strategy, planning, internal services and
reserves
2,168,000
4.75 382,000 Percentage completion of training and professional
development goals
95%
77
Department: Tourism, Culture, & Economic Development - General, Special, and Enterprise Funds
FY 18 Program FY 18 FY18 Program
Pro • ram Description Exp $ FTE's $ Rev $
Performance Measures
FY18
Targets
Transfers In -Resort Tax -1 % Quality of Life Resort Tax Funds funds each CAC
program -shown in program revenue
Administration -
Redevelopment Agency
Includes a management Fee of $390,000 allocated to
the General Fund to pay for indirect staff support (City
Manager, Assistant City Manager, City Attorney, City
Clerk, Finance, etc.) and $154,000 for internal
services. Also includes County and Cif)/ admin fee
based on 1.5% of annual TIF revenues (County of
337,000 and City of 414,000). Includes $23,000 for
auditing fees;$ 151,000 for general repairs and
maintenance.
1,469,000 34,721,000
Children's Trust Contribution per CRA Agreement.
Children's Trust Reimbursement equal to amount remitted by the
Contribution Trust which can be up to 0.0005 mills of the
incremental taxable value.
2,570,000 2,570,000
Convention Center
Includes debt service for Convention Center for
$21.6M, transfer to Convention Center Enterprise fund
for $1M, and set-aside for early debt payoff.
37,026,000
15,350,000
Beachfront Restroom
Services
Provide enhanced services to the beachfront restrooms
in Lummus Park and 21st Street on weekends, holidays,
and during high impact periods.
542,000
Restroom Index Scale
1.0 -(Very Well Maintained)
6.0 -(Not Maintained)
2.1
Holiday Decorations
Provide annual holiday lighting decorations throughout
the City's tourism areas.
535,000
78
Department: Tourism, Culture, & Economic Development - General, Special, and Enterprise Funds
FY 18 Program FY 18 FY18 Program
Program Description Exp $ FTE's * Rev $
Performance Measures
FY18
Targets
Marketing
Provides for Local Miami Beach Marketing Campaign,
which is matched with funds from the Greater Miami
Convention and Visitors Bureau (GMCVB), Miami
Beach Visitor and Convention Authority (VCA), and
Cultural Arts Council (CAC) to promote the City.
200,000
Transfers
For ongoing oversight and coordination of all
departmental functions and activities. This includes
transfers to the General Fund and Sanitation Fund to
support continuing tourism eligible expenditures such as
cleanliness, homeless at Lummus Park, the Park Ranger
program, the City's cultural facilities, public safety
programs, and Sanitation services throughout the City's
tourism areas.
• Tourism Eligible Expenditures in General Fund -
Costs identified to this function represent the allocated
overhead cost for services borne by the General Fund
in support of
Resort Tax Eligible operations- $34,950,000
- Transfer to Sanitation Fund for Entertainment District
Cleanliness - $871,000
- Debt Service - $2,000
35,823,000 - 56,691,000
79
Department: Tourism, Culture, & Economic Development - General, Special, and Enterprise Funds
FY 18 Program FY 18 FY18 Program
Program Description Exp $ FTE's * Rev $
Performance Measures
FY18
Targets
Greater Miami Convention
and Visitor's Bureau
(GMCVB)
The City has been contracting with the Greater Miami
Convention and Visitor's Bureau (GMCVB) since 1984
For the purpose of promoting the Miami Beach
Convention Center and the destination. The GMCVB is
the entity primarily responsible for pursuing and
securing Convention business for
the Convention Center, with the Convention Center
management company also responsible for pursuing
booking business, which typically includes shorter term
uses. A booking policy governs priority of bookings.
A booking policy governs priority of bookings. The
GMCVB also engages in local, national and
international marketing of the overall destination in an
effort to promote tourism
6,546,000
Miami Beach Convention Center Bookings
Priority 1 (1,500 + hotel rooms at peak)
Priority 2 (500-1,499 + hotel rooms at peak)
9
6
In -House Miami Beach Hotel Bookings 225
Individual/ Group Leisure Business
Web Referrals
Estimated Room Nights
1,034,122
145,500
Miami Beach Visitor's and
Convention Authority
MBVCA The MBVCA is a seven -member authority,
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 superb
tourist destination.
-Annual Contribution- $2,708,000
-Annual VCA Audit -$20,000
2,728,000
# of Grants Annually 28
Percentage of Grant Compliance 100%
Mount Sinai Hospital
Annual contribution to Mount Sinai to fund the design
and construction of a new emergency room Facility
1,000,000
Percentage of Completion based on construction
benchmarks
10010
Air & Sea Show- $350,000
Special Events International Tennis Federation- $100,000
Programming 4th of July Event -$100,000
Special Event Sponsorships- $50,000
600,000
Special Permit Compliance
Hotel Occupancy
Percent of City Funding must be used for Community
Contributions
100%
79%
15%
80
Department: Tourism, Culture, & Economic Development - General, Special, and Enterprise Funds
FY 18 Program FY 18 FY18 Program
Program Description Exp $ FTE's * Rev $
Performance Measures
FY18
Tar • ets
Quality of Life (1% Bed
Tax)
Provides for funding of North, Middle, and South
Beach Quality of Life Capital Projects that enhance
Miami Beach's tourist related areas, plus continued
support of transportation initiatives and various arts
and cultural programs.
-Transportation Operating - 45% - $5,971,000
-North Beach Capital - 15% - $1,991,000
-Mid Beach Capital - 15%- $1,991,000
-South Beach Capital - 15%- $1,991,000
-Arts - 10% - $1,327,000
13,271,000 13,271,000
Provides for funding of annual debt service associated
Convention Center (Addt'I with the Resort Tax revenue bonds issued in 2015 for
1% Bed Tax) the expansion and renovation of the Miami Beach
Convention Center.
13,332,000 - 13,271,000
High Impact Periods and
Special Events
Provide essential City services, including during high
impact periods, including, but not limited to Art Basel,
Memorial Day, July 4th, New Year's, Miami Beach Air
and Sea Show, and International Tennis Federation
Tennis Event:
9,000 - Hotel Occupancy 79%
Total $ 134,217,000 21.00 $ 157,567,000
FOOTNOTES -
"15 Full-time and 1.25 Part-time, part-time employees are equivalent to 0.5 FTE (0.625)
** According to United States Department of Transportation Bureau of Transportation Statistics: there are approximately 42 Pedestrian/Bicycle Crashes per 100,000 Population
*** Current Travel time along major corridors was determined from the Acyclica devices installed throughout the City and accounts for nationwide factors for traffic delays due to construction
****Revenues are supplemented by the following transfers: Parking for $4.668M and Resort Tax QOL for $5.971M
81
Department: Transportation - Special Revenue Fund
Program
Descri • tion
FY 18 Program FY 18 FY18 Program
Exp $ FTE's Rev $
Performance Measures
FY18
Targets
Citywide Trolley Service
Exp: Responsible for managing turnkey trolley operation and maintenance
services of 4 trolley routes throughout the City (North Beach Loop, Middle
Beach Loop, Collins Express, and South Beach Trolley). Includes
installation and maintenance of approximately 220 trolley signs citywide,
service advertising, promotional material, and printing of trolley related
maps and brochures. Includes cell phone related cost for Transportation
Operations Supervisor and cost of uniforms for Transit Division.
Rev: Revenue generated by advertising on board of trolley vehicles (tv
monitors or hard copy ads).
This program is funded by $27,000 from Advertising, $5,971,000 from
1% QOL Resort Tax, $1,936,507.13 from Parking Transfer in.
11,635,507 1.55
7,934,507
Average headways for the Middle Beach Loop and
North Beach loop
Average headways for South Beach loops A and
B, and Collins Express
On-time performance (% of times that trolley arrives
at each stop no more than 20 minutes after the last
trolley for South Beach Loops A and B, Middle
Beach Loop, North Beach loop;
and no more than 25 minutes for the Collins
Express)
Annual ridership
15 minutes or better
20 minutes or better
95%
4,033,512 passengers
Bus Shelters
Exp: Responsible for managing contracts for design of new bus shelters;
and installation, operation, and maintenance of the existing bus shelters
and bus benches throughout the City.
Rev: Generated by advertisement on bus shelters.
of bus stops with shelters
10,837 0.15 10,837
complete of ASA(/Pinifarina design of new bus
shelters
35%
100%
Mystery Rider Program
Coordinates Mystery Rider Program in conjunction with ODPI (funded by
Bus Shelter Revenue ).
49,004 0.75
49,004
Overall Miami Beach Transit Index (Mystery Rider)
Percent of Miami Beach Trolley assessments
meeting target of 2.0
Overall Miami Beach Transit Index (Mystery Rider)
score for all routes
90%
1.5
Special Event Shuttle Provide shuttle service during major special events (funded by Bus Shelter
Service Revenue).
Average headways (time between shuttle arriving
96,502 0.09 96,502 at each stop) along temporary special events
shuttle routes
15 minutes
82
Bicycle Parking/Bicycle
Repair Stations
Traffic Operations
Department: Transportation - Special Revenue Fund
Program
FY 18 Program FY 18 FY18 Program
Descri • tion Ex • $ FTE's Rev $
Performance Measures
FY18
Ta • ets
Responsible for installation of short and long-term bicycle parking citywide
including at locations identified as port of the Transportation Master Plan
(TMP)/Bicycle-Pedestrian Master Plan (BPMP) effort as well as installation
of bicycle repair stations (funded by Bus Shelter Revenue)
# of bicycle racks installed annually at locations
identified in the BPMP, including garages, street -
ends, dead zones, and community requests
% complete (cumulatively) and swap order of 1
6,502 0.09 6,502 and 2 of bike rack installation identified in the
BPMP
# of long-term bicycle parking facilities
implemented
200
100%
9
Mobility Enhancements
Coordinates mobility planning, design, and implementation of the 2016
Transportation Master Plan (TMP) as individual projects or as part of
Neighborhood Improvement Projects. This includes bicycle and
pedestrian related improvements, congestion management initiatives,
management of related contracts, and interagency coordination.
This program is funded by $471,155.13 from Bus Shelter Revenue and
$344,107.59 from Parking Revenues Year End Surplus.
815,263 1.95
815,263
completion of budgeted feasibility studies
% completion of TMP Priority 1 projects (excluding
multi -Department Right -of -Way Improvement
Projects)
citywide transit mode split
of citywide trips by walking (pedestrian mode
split)
citywide bicycle mode split
100%
6%
12%
11%
6%
Perform and /or review engineering analyses, warrant studies, traffic
counts, site visits, review of high -crash locations, and assessment of traffic
related requests to develop countermeasures to reduce congestion and
improve safety and traffic flow on the City's roadway network (funded by
Parking Revenues Year End Surplus).
Number of bike/pedestrian accidents per year*
452,047 0.93 452,047
% of constituent requests (e-gov,emails, and calls)
responded to within 48 hours of receipt
0
100%
Management of design, implementation, maintenance, and operations of
Traffic Monitoring and
Management/Intelligent devices for congestion management, incident management, traveler
information, and resources dispatching while establishing measures and
Transportation Systems and
Smart Parking Systems goals for network performance (funded by Parking Revenues Year End
Surplus).
incident congestion management strategy
deployed within 25 minutes of incident
734,095 4.75 734,095
Travel time change from prior year (by corridor
excluding events
90%
2 Minute Travel Time Reduction
(Corridors not anticipated to
experience construction projects)
83
Department:
Transportation - Special Revenue Fund
Pro• ram
Demi • tion
FY 18 Program FY 18 FY1 8 Program
Ex . $ FTE's Rev $
Performance Measures
FY 18
Targets
Traffic Signal
Operations/Installation and
Maintenance of Electronic
and Static Signage, and
Pavement Markings
Management of high impact period, special event and incident signal
operations, timing, and malfunction reports. Management of an
installation and maintenance program for pavament markings, electronic
devices, and static signage (funded by Parking Revenues Year End
Surplus).
Travel time reduction achieved by corridor retiming
projects in that year
191,198 0.9 191,198
Ensure the repair of electronic signage and signs
within 72 hours of reporting
15% Off -Peak Hour/
8% Peak Hour
90%
Design and Plans Review Management of in-house design, consultant management, and
for Projects from other construction for non -TMP Projects. Design plans review and Maintenance
Departments, Agencies, Of Traffic (MOT) plans review for transportation projects (funded by
and private entities Parking Revenues Year End Surplus).
completion of projects resulting from the Traffic
Operations (cumulative all years)
64,876 0.75 64,876 Complete Maintenance of Traffic Plan reviews with
72 hours of submission
Complete Plan reviews within five (5) business days
of submission
100%
90%
90%
Traffic Impact Study
Reviews and Citywide
Transportation Demand
Management (TDM)
Program Administration
Reviews of traffic impact studies prepared for proposed private
development projects and management and oversight of a Citywide TDM
Program (funded by Parking Revenues Year End Surplus).
Complete Traffic Impact Study reviews by the
29,450 0.60 29,450 Board deadline
Adopt a Citywide TDM Strategic Plan
100%
By September 30, 2018
Administration
Provides support to all programs within the Transportation Department.
Includes various essential needs such as uniforms, telephones,
salaries/benefits, supplies,etc.
This program is funded by $915,718.66 from Parking Revenue Year End
Surplus and $525,000 from Transportation Fund Balance)
1,440,719 3.12
1,440,719
Total
15,526,000 15.625 11,825,000
FOOTNOTES-
* 15 Full-time and 1.25 Part-time, part-time employees are equivalent to 0.5 FTE (0.625)
* * According to United States Department of Transportation Bureau of Transportation Statistics: there are approximately 42 Pedestrian/Bicycle Crashes per 100,000 Population
* * * Current Travel time along major corridors was determined from the Acyclica devices installed throughout the City and accounts for nationwide factors for traffic delays due to construction
""*"Revenues are supplemented by the following transfers: Parking for $4.668M and Resort Tax QOL for $5.971M
84
TOTAL EXPENDITURES BY FUND AND DEPARTMENT
Fiscal Year 2017/18
G.O. DEBT
FUNCTION/DEPARTMENT GENERAL SERVICE RDA
MAYOR & COMMISSION $2,310,000
ADMINISTRATIVE SUPPORT SERVICES
CITY MANAGER 3,969,000
COMMUNICATIONS 2,136,000
BUDGET & PERFORMANCE IMPROV 1,708,000
INTERNAL AUDIT 848,000
ORG DEV & PERFORMANCE INITIATIVE 887,000
Education Compact
FINANCE 6,059,000
PROCUREMENT 2,433,000
INFORMATION TECHNOLOGY
IT Tech
HUMAN RESOURCES/LABOR RELATIONS 2,807,000
Risk Management
Medical & Dental Insurance
CITY CLERK 1,730,000
Central Services
CITY ATTORNEY 5,815,000
ECONOMIC DEV. & CULTURAL ARTS
Economic Development
HOUSING & COMM. DEV
Homeless Services
Residential Housing
BUILDING
ENVIRONMENT & SUSTAINABILITY
Tree Preservation
Commemorative Tree Trust Fund
PLANNING
Cultural Arts
TOURISM & CULTURAL & EC. DEV.
Tourism & Cultural Development
CONVENTION CENTER
Resort Tax
Tourism & Hospitality Scholarships
Cultural Arts Council
798,600
1,737,950
15,369,000
1,265,000
4,518,000
4,519,000
SPECIAL INTERNAL
ENTERPRISE REVENUES TOTALS SERVICE
$2,310,000
12,688,000
OPERATIONS
CODE COMPLIANCE 5,990,000
COMMUNITY SERVICES 700,450
PARKS & RECREATION 35,735,000
PROPERTY MANAGEMENT
PUBLIC WORKS 15,268,000
Sanitation 21,221,000
Sewer 49,666,000
Stormwater 28,327,000
Water 38,321,000
Waste Hauler
Normandy Shores
CAPITAL IMPROVEMENT PROJECTS 5,090,000
PARKING 58,734,000
5th & Alton
7th Street Garage
FLEET MANAGEMENT
TRANSPORTATION
People's Transportation Plan
295,000
282,000
688,000
346,000
184,000
10,000
83,233,000
184,000
1,359,000
70,000
277,000
635,000
2,589,000
11,825,000
3,701,000
PUBLIC SAFETY
POLICE 108,654,000
Police Confiscations - Federal 100,000
Police Confiscations - State 217,000
Police Unclaimed Property 75,000
Police Training 22,000
Police Crash Report Sales 25,000
Red Light Camera 1,333,000
FIRE 82,468,000
E911 185,000
EMERGENCY MANAGEMENT 3,270,000
$23,154,000
$5,815,000
$126,899,550
$278,149,450
5196,349,000
16,250,000
19,270,000
31,962,000
1,074,000
8,664,000
8,803,000
85
TOTAL EXPENDITURES BY FUND AND DEPARTMENT
Fiscal Year 2017/18
G.O. DEBT
FUNCTION/DEPARTMENT GENERAL SERVICE
CITYWIDE ACCOUNTS
CITYWIDE ACCTS -Normandy Shores 277,000
CITYWIDE ACCTS -Operating Contingency 1,250,000
CITYWIDE ACCTS -Other 10,1 17,000
Transfers
Capital Investment Upkeep Fund 0
Info & Comm Technology Fund 0
Building Reserve 0
Pay-as-you-go Capital 2,400,000
CAPITAL RENEWAL & REPLACEMENT 721,000
RDA
SPECIAL INTERNAL
ENTERPRISE REVENUES TOTALS SERVICE
511,644,000
53,121,000
G.O. DEBT SERVICE 5,914,000 $5,914,000
RDA -City TIF Transfer only
City Center 27,498,000 27,498,000
TOTAL - ALL FUNDS $330,850,000 $5,914,000 $27,498,000 5208,957,000 $107,635,000 $680,854,000 586,023,000
Less Transfers 169,864,000)
GRAND TOTAL - ALL FUNDS 5610,990,000
$350,000,000
$300,000,000
$250,000,000
$200,000,000
$150,000,000
$100,000,000
$50,000,000
$0
FY 2018 ADOPTED APPROPRIATION BY FUND TYPE
TOTAL - ALL FUNDS
General Fund 0 Enterprise Fund .Internal Svcs Fund 1. Debt Service . Special Revenues . RDA
86
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6 YEAR SUMMARY OF ENHANCEMENTS/ADDITIONS
Department
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
Improve inspection and plan review services by adding inspectors due to increased
demand
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 employ p
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
Establish unsafe structures panel
Enhance enforcement of Unsafe Structures by providing funding for demolition of
unsafe structures. Covers Six (6) identified properties in the North end- One-time
expense funded by Building reserves- Included in the FY14 adopted budget as
reserve pending further review- (mid -year)
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} (mid -year)
Addition of 3 Permit Clerks and 2 Plan Reviewers {off set by additional revenues}
(mid -year)
Armed security services in City Hall (mid -year)
Additional Recording Fees {off set by additional revenues} (mid -year)
Streamline the process of record storage, compliance, maintenance, and
destruction of public records organization -wide by adding a Records Management
Specialist position. This enhancement would help ensure regulatory compliance,
reduce operating costs, control the creation and growth of records, and reduce the
risks of liabilities associated with document disposal. This position is anticipated to
identify substantial savings in excess of the position costs by proactively assisting
departments develop and streamline their records management systems by
reviewing records currently in storage to determine which should be retained and
which should be destroyed consistent with statutory requirements {off set by
additional revenues}
Security Guard Services - Building Department North Beach Office
Living Wage Increase
Fund
General
General
General
General
General
General
General
General
General
General
General
General
General
2012/13
Enhancements/
Additions
2013/14
Enhancements/
Additions
2014/15
Enhancements/
Additions
2015/16
Enhancements/
Additions
2016/17
Enhancements/
Additions
2017/18
Enhancements/
Additions
Citywide
Living Wage Increase
Living Wage Increase
Living Wage Increase
Living Wale Increase
Increased(Transfer
ransfer to Pay -As -You -Go Fund
Reinstate Festival of the Arts
Additional Information Technology Funding For Automated Vehicle Locator (AVL)
technology in Parks and Recreation vehicles, additional Fire vehicles and Public
Works General Fund vehicles
......,...Total
General
Internal
Services
Enterprise
General
General
General
General
106,000
149,000
149,000
298,000
50,000
125,000
160,000
313,000
62,000
50,000
12,000
28,000
9,000
702.000
710.000
50.000
12.000
37.000
52,000
28,000
170,000
62,000
1,400,000
55,000
114.000
89
6 YEAR SUMMARY OF ENHANCEMENTS/ADDITIONS
Department Fund
Restore funding to Miami Beach Botanical Garden that was reduced during prior General
budget reductions.
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; General
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
Contribution to the Miami -Dade Gay & Lesbian Chamber of Commerce consistent General
with the City's support of three other local Chambers of Commerce
Soundscape Cinema Series, offset by $150,000 donation from Citibank (mid -year) General
Miami Beach Time Capsule & Rising Above Project- One-time (mid -year) General
Pension Mortality Payment Set Aside (One-time) General
Grant to the UNIDAD Senior Center (mid -year) General
Common Threads (mid -year) General
Miami Beach Gay Pride Parade (mid -year) General
Living Wage Increase RDA
University of Miami Wellness/Prep Clinic (One-time) General
Community Education for 2018 G.O. Bond Program Election General
Living Wage Increase Resort
2012/13
Enhancements/
Additions
2013/14
Enhancements/
Additions
2014/15
Enhancements/
Additions
2015/16
Enhancements/
Additions
2016/17
Enhancements/
Additions
2017(18
Enhancements/
Additions
15,000
1,000,000
25,000
150,000
190,000
3,000,000
50,000
19,000
10,000
3,000
250,000
200,000
7,000
Total
1 631 00i
-
415 010
1 215 001
3 079 000
' 60 000
City Attorney
Adding one Assistant City Attorney I position General
Fellowship Program to hire one entry-level attorney as an independent contractor General
from schools such as the University of Miami and FIU
Recruit a Senior Assistant City Attorney to handle additional volume of transactional
work. [Restores one Senior Assistant City Attorney position eliminated during the General
FY 2008-09 budget process] - Included in the FY14 adopted budget as reserve
pending further review- (mid -year)
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 General
the FY 2009-10 budget process]- Included in the FY14 adopted budget as
reserve pending further review- (mid -year)
Move Receptionist formerly split between City Manager, City Attorney and
Mayor/Commission [Restores one Receptionist position eliminated during the FY General
2010-11 budget process] - Included in the FY14 adopted budget as reserve
pending further review- (mid -year)
City Prosecutor General
Legal Secretary to City Prosecutor General
81,000
45,000
109,000
32,000
17,000
72,000
68,000
Total
-
158.000
81,000
45.000
-
140,000
90
6 YEAR SUMMARY OF ENHANCEMENTS/ADDITIONS
Department Fund
2012/13
Enhancements/
Additions
2013/14
Enhancements/
Additions
2014/15
Enhancements/
Additions
2015/16
Enhancements/
Additions
2016/17
Enhancements/
Additions
2017/18
Enhancements/
Additions
itv 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 Special
funding to handle an anticipated 1,200 appeals. (Offset by revenue from court fees)- Revenue
Included in the FY14 adopted budget as reserve pending further review- (mid-
year)
Streamline the process of record storage, compliance, maintenance, and
destruction of public records organization -wide by adding a Records Management General
Specialist position
49,000
62,000
Total
-
49 000
-
62 000
-
ity Manager
Improve the Management of Lincoln Road Infrastructure by the addition of a Mall
Manager.
These duties will be absorbed by 50% of an existing position in the City Manager's RDA
Office - Included in the FY14 adopted budget as reserve pending further
review- (mid -year)
Increase response time for high priority citizen complaints regarding a wide range of General
issues by adding two part-time positions to the Rapid Response Team
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 General
Receptionist position eliminated during the FY 2010-11 budget process]- Included
in the FY14 adopted budget as reserve pending further review- (mid -year)
Establish a Resiliency Program to address climate change & sea level rise,
emergency management, and environmental issues through contract services and General
temporary staff. Land Use & Development Committee recommendation- (mid -year)
Added Deputy Resiliency Officer position (mid -year) General
56,000
36,000
11,000
190,000
157,000
Total
-
257 000
-
193 000
-
Code Compliance
208.000
Improve monitoring of waste runoff by adding a Green Team to include 1- Code
Compliance Manager, 1- engineering Inspector and 1- Code Compliance Officer
(offset by General
revenue from permit for grease traps (estimated at $350 x 600 = $210,000).
Program was not implemented due to regulatory issues
Implement Body Camera program in the Code Compliance, Building, and Fire
departments. The cameras for Code Compliance will be funded out of the General General
Fund. The cameras in Building ($79,000) and Fire ($57,000) will be funded by their
respective Training and Technology funds
Adding two Code Compliance Officers in the Entertainment District (Ocean Drive,
Collins Avenue, and Washington Avenue); two Code Compliance Officers to
enforce Short -Term Rentals/Transient Use on a full-time basis; and one General
Administrative Aide I position to support case files and legal notices for the new
positions
Adding three Code Compliance Officers in the Entertainment District to augment General
the existing two positions added
86,000
177,000
240,000
91
6 YEAR SUMMARY OF ENHANCEMENTS/ADDITIONS
Department Fund
Improve coordination and oversight of departmental accreditation, staff certification,
training, equipment maintenance, and customer service levels by adding a Code General
Compliance Administrator position
Code Enforcement for Short -Term Rentals in Entertainment District Resort
2012/13
Enhancements/
Additions
2013/14
Enhancements/
Additions
2014/15
Enhancements/
Additions
2015/16
Enhancements/
Additions
2016/17
Enhancements/
Additions
2017/18
Enhancements/
Additions
69,000
255,000
Total
208 000
263,000
309 000
255 000
-
Communications
60,000
Adding a Media Specialist position General
Enhance the original programming on Miami -Beach TV General
Media Ambassador position for last 3 months of fiscal year (mid -year) General
Part -Time Media Assistant to Televise Special Master Hearings General
Living Wage Increase General
25,000
12,000
12,000
6,000
,ilMit_ otal
-
-
97 000
-
-
18 000
Convention Center
Living Wage Increase Enterprise
22,000
Total
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, wamings will be issued
• Sustainability Officer will be responsible for conducting outreach, recycling Special
guidance, and if necessary, issue wamings, Revenue
• 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
Environment and Sustainability Department (The Environment and Sustainability
Department was created by Ordinance 2016-3997 in 2016 and amount reflects General
current FY2017/18 CSL minus the items listed separately in this analysis for
Environment and Sustainability) (mid -year)
Funding for motor vehicles for field inspectors (Tree Preservation Fund) (mid -year) Special
Revenue
Funding for Commemorative Trees (Commemorative Tree Fund) (mid -year) Special
Revenue
Funding for Global Positioning System Tree Inventory (Tree Preservation Fund) Special
mid- ear Revenue
-
-
-
-
-
22 000
95,000
1,263,000
21,674
10,000
78,000
Total
95 000
-
-
1 284 674
88 000
_
Emergency Management
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 General
($70,000). Additional funding of $100,000 to $200,000 for CEPTED infrastructure
enhancements is anticipated from existing and upcoming UASI grant funds
Enhance hurricane and disaster preparation by funding the acquisition of key
equipment including an emergency response trailer, portable generators and General
lighting units, emergency mobile communication kits, and a 4 wheel drive vehicle
95,000
101.000
92
Finance
3 008 000
257
506 000
9 000
Department
6 YEAR SUMMARY OF ENHANCEMENTS/ADDITIONS
Fund
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 General
operations
Storage Tank Maintenance Program General
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 General
CSL) (mid -year)
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) (mid -year)
Funding for security guard expenditures in the South Pointe Area (mid -year)
Living Wage Increase
General
General
General
2012/13 2013/14 2014/15 2015/16 2016/17 2017/18
Enhancernents/ Enhancements/ Enhancements/ Enhancements/ Enhancements/ Enhancements/
Additions Additions Additions Additions Additions Additions
27,000
135,000
230,000
2,812,000
371,000
9,000
Expedite lien turnaround time within 48 hours by adding a Financial Analyst
position. (Costs of $73,000 would be completely offset by revenue)
Adding a Financial Analyst III position in the General Ledger section
General
General
Adding a Financial Analyst II position (Cashier Supervisor) in the Treasury section General
50% funded by Building funds
Adding one Financial Analyst II and one Financial Analyst 1 position to strengthen General
Internal Services controls per the BDO report (mid -year)
Adding a Deputy Finance Director position
General
Total
76,000
67,000
169,000
110,000
143 000
110 000
169 000
Fire
Rescue 44 (7 Lieutenants / 6 firefighters; also staffs Fire Boat)
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] (mid-
year)
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 (mid- General
year)
Addition of four lifeguard positions and one all terrain vehicle to staff additional
lifeguard towers approved by Commission February 2015. The amendment Resort
increased the Resort Tax transfer to the General Fund and increased the Fire
Department's budget in the General Fund accordingly (mid -year)
Living Wage Increase
General
General
General
1,371,000
52,000
693,000
110,000
Total
52,000 110,000
693,000-
1,371,000
1,000
1,000
93
6 YEAR SUMMARY OF ENHANCEMENTS/ADDITIONS
Department Fund
2012/13
Enhancements/
Additions
2013/14
Enhancements/
Additions
2014/15
Enhancements/
Additions
2015/16
Enhancements/
Additions
2016/17
Enhancements/
Additions
2017/18
Enhancements/
Additions
Fleet Management
Improve Warehouse Operations by converting 2 Part-time Fleet Service Internal
Representative positions to 1 Full-time Warehouse Manager Services
Improve delivery of fleet services and enhance administrative support by adding an Internal
Office Associate IV position. Estimated year one impact to the General Fund of
$32,000 will be offset by reducing contingency, if necessary (mid -year) Services
14 000
49,000
-
Total-
63 000
-
-
Housing & Community Services
Adding two part-time outreach workers and additional overtime for a Police detail to General
initiate 4 am sweeps in the park
Program for at -risk teens delivering produce to shut-ins in conjunction with General
community services
Adding a Housing and Community Development Capital Projects Coordinator General
position
Converting two part-time Case Worker IIs, included as an enhancement in the General
FY2014/15 budget, to full-time positions
Work Training Program General
Creation of Elder Meal Services at UNIDAD Senior Center (mid -year) General
118,000
10,000
93,000
55,000
60,000
148 111
. i• 111
230,000
Total
-
-
1 ; 1 1 ,
Human Resources/Risk Mana ement/Medical & Dental
53,000
Implement Employee Wellness program to encourage employees to maintain a Internal
healthy lifestyle and help reduce long-term medical plan costs Services
Address backlog and improve turnaround times for reclassifications by adding a
Human Resources Specialist position. [Restores one Human Resources Specialist General
position eliminated during the FY 2009-10 budget process] (mid -year)
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 General
position eliminated during the FY 2007-08 budget process] (mid -year)
Funding for employee events to improve employee engagement and recognition General
(mid -year)
Additional windstorm coverage (mid -year) Internal
Services
64,000
24,000
30,000
335,000
Total
-
453 000
53 000-
Information Technology
Special Project Coordinator/Business Analyst to facilitate the review of business Internal
process requirement and data gathering for departments in order to identify Services
technology improvements, focusing on customer solutions
Adding an Information Technology Specialist I position. The $60,000 cost of the Internal
fulitime position would be offset by $52,000 of temporary services funds Services
Adding a Senior Systems Analyst position Internal
Services
Munis Administrator- Senior Systems Analyst Internal
Services
Network Path Diversity Internal
Services
85,000
8,000
71,000
71,000
70,000
94
6 YEAR SUMMARY OF ENHANCEMENTS/ADDITIONS
Department
Improve disaster preparedness by backing up City technology data/systems in an
out -of -region data center. This enhancement would be phased in over three years.
Year one would be $200,000 including a $40,000 one-time charge. Year two would
be $175,000 and recurring costs thereafter would be $75,000
ITwo Senior System Analyst positions (mid -year)
Sion
Move Receptionist formerly split between City Manager, City Attorney and
Mayor/Commission [Restores one Receptionist position eliminated during the FY
2010-11 budget process]- Included in the FY14 adopted budget as reserve
pending further review- (mid -year)
'Commissioner monthly allowance increase (mid -year)
Lget & 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
Procure Grants research software (6 city departments; including 2 licenses for
OBPI, and 1 for Community Services who also requested similar software) — (based
on 3yr contract)
Adding an Internal Services Auditor position
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] - Included in the FY14 adopted budget as
reserve pending further review- (mid -year)
Enhance monitoring of existing grants and research of new grant opportunities, for
example Emergency Management grants, by adding a Grants Position.(In the
future, will be offset by revenue/grant funding) [Restores partial support provided by
a Management Consultant position eliminated during the FY 2009-10 budget
process]- Included in the FY14 adopted budget as reserve pending further
review- (mid -year)
! : _revelopment & Performance Improvement
Fund
Internal
Services
Internal
Services
Total
General
General
Total
General
General
General
General
General
2012/13
Enhancements/
Additions
85,000
2013/14
Enhancements/
Additions
2014/15
Enhancements/
Additions
2015/16
Enhancements/
Additions
200,000
142,000
421,000
2016/17
Enh, .. . .:,1
Additions
141,000
2017/18
Enhancements/
Additions
19.000
19,000
36,000
36 000
Tota(
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 General
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
Create an Employee Suggestion program
Coordinate and host an IB professional workshop for instructional staff at Nautilus
Middle School and Miami Beach Senior High School
Anti -Defamation League ( added mid -year FY 17 and added to FY2017/18 CSL as
directed by the Finance Committee at the July 10, 2017 meeting) (mid -year)
General
General
General
150,000
8,000
71,000
57,000
158.000
128.000
60,000
60.000
30,000
15,000
94,000
4,000
95
6 YEAR SUMMARY OF ENHANCEMENTS/ADDITIONS
Department Fund
Common Threads (added mid -year FY 17 and added to FY2017/18 CSL as General
directed by the Finance Committee at the July 10, 2017 meeting) (mid -year)
FIU Dual Enrollment Expansion (previously funded from Education Compact Fund Special
in FY15 & FY16. Enhanced level of service in FY17) (mid -year) Revenue
Miami -Dade College Dual Enrollment -added to FY2017/18 CSL as directed by the
Finance Committee at the July 10, 2017 meeting (previously funded from Education General
Compact Fund in FY16. Enhanced level of service in FY17)
Nurse Enhancement Initiative (added mid -year FY 17 and added to FY2017/18 CSL
as directed by the Finance Committee at the July 10, 2017 meeting) (previously General
funded from Education Compact Fund in FY15 & FY16) (mid -year)
Nurse Initiative - Behavioral Health General
VPK Program - Year 3 ($253,000 added mid -year in F16 for year 1 in Education Special
Compact Fund) Revenue
VPK Program - One VPK class at Biscayne Elementary at $35,000 with MDCPS
Special
funding the remaining 50% (FY18 VPK program cost decreased by 106k) (mid- Revenue
year)
Substance Abuse Workshops (mid -year) General
Extracurricular activities for Fienberg Fisher and Biscayne (mid -year) Special
Revenue
Reading Tutoring (mid -year) Special
Revenue
Math Tutoring (mid -year) Special
Revenue
Mental Health (mid -year) Special
Revenue
College Prep Program / Materials (mid -year) General
2012/13
Enhancements/
Additions
2013/14
Enhancements/
Additions
2014/15
Enhancements/
Additions
2015/16
Enhancements/
Additions
2016117
Enhancements/
Additions
2017/18
Enhancements/
Additions
19,000
62,000
28,000
1(3,000
54,000
141,000
(106,000)
3,000
60,000
50,000
20,000
60,000
12,500
Total
-
145 000
-
324 000
99 500
Parking
Implement Body Camera program in the Parking department Enterprise
The Garage Index will assess the ten public garages throughout Miami Beach for
garage cleanliness, stairwells, cashier booths, equipment, elevators, and Enterprise
appearance
Enhance cleanliness and appearance of City parking garages through the
implementation of several initiatives to improve the appearance of the City's Enterprise
garages
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. Enterprise
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
Adding a Senior Systems Analyst position Enterprise
104,000
23,000
620,000
217,000
80,000
96
6 YEAR SUMMARY OF ENHANCEMENTS/ADDITIONS
Department Fund
Expand Freight Loading Zone (FLZ) program throughout the City by adding one
Parking Operations Supervisor and seven full-time Parking Enforcement Specialist Enterprise
I positions. Projected revenue is anticipated to offset all costs in year one by
$90,000 and by $252,000 in year two
Parking Administration Reception Enterprise
Engineering Assistant III position to approve and enforce parking plans (mid -year) Enterprise
Garage Appearance Enhancement - Parking (amount reflected based on current Enterprise
FY2017/18 CSL) (mid -year)
Garage Appearance Enhancement - 7th Street Garage (amount reflected based on Special
current FY2017/18 CSL) (mid -year) Revenue
Garage Appearance Enhancement - Penn and Anchor Garage (amount reflected RDA
based on current FY2017/18 CSL) (mid -year)
Add 1 Parking Operations Supervisor (mid -year) Enterprise
Art Basel / City Employee Uber Initiative
Living Wage Increase
Security Guard Services - Parking Enterprise Fund
Security Guard Services - RDA Anchor Garage
Security Guard Services - RDA Penn Garage
Living Wage Increase
Living Wage Increase
Enterprise
Enterprise
Enterprise
RDA
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)
Improve security in city parks by implementing a Park Ranger program
RDA
Special
Revenue
RDA
Total
General
General
Maintain service level for Senior Enhancement Transportation Service (SETS) General
Maintain service level for the Miami Beach Teen Club program General
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 General
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)
2012/13 2013/14 2014/15 2015/16 2016/17 2017/18
Enhancements/ Enhancements/ Enhancements/ Enhancements/ Enhancements/ Enhancements/
Additions Additions Additions Additions Additions Additions
(90,000)
48,000
67,000
156,000
62,000
106,000
85,000
50,000
103,000
2,000
2,000
116,000
25,000
38,000
1.435.000
15.0001
48.000
336.000
81,000
208,000
30,000
83,000
97
6 YEAR SUMMARY OF ENHANCEMENTS/ADDITIONS
Department Fund
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 Camival 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
Enhance opportunities for persons with disabilities by partially funding the para -
rowing program at the Shane Rowing Center
Participate in the Fairchild Botanical Gardens Million Orchid Project as one of
several municipalities that would begin to receive as many as 150 orchids General
throughout the next 3 years starting as soon as October, 2015
Park Rangers for Lummus Park (ODTF Request) 6 Full-time Park Rangers & 2 Part- General
time Park Rangers
Venue for Senior Parties General
UNIDAD Restroom Cleaning Services Expansion General
Additional Seasonal Inclusionary Aides General
Insourcing of North Shore Park Tennis Center {offset by revenues} (mid -year) General
Living Wage Increase General
Convert 1 Part -Time MSWII to 1 FT MSWII, and removing 1 PT Recreation Leader General
Second Annual Youth Music Festival General
2 Part -Time Park Rangers at North Shore Park & Youth Center General
Upgraded Restrooms & Daily Porter Services for ITF Tennis Tournament General
General
General
Grounds Maintenance Reorganization -
1. Convert 1 Parks Operations Supervisor into two full-time Landscape Inspectors
2. Add three full-time MSW I positions and three part-time MSW I positions to assist General
with daily grounds maintenance duties
3. Convert two full-time MSW III positions into two Trades worker I positions
Beach Maintenance Division Operational Needs (i.e., mobi mats, ropes and posts,
and lumber for the board walks)
2 Municipal Service Worker III Positions & Vactron Unit for beach showers (Beach
Maintenance Division)
Normandy Shores Neighborhood/Golf Course Security Guard Rover (Split Funded:
50% Normandy Neighborhood/50% Normandy Golf Course)
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 (mid -year)
Contracted grounds maintenance for parks and athletic fields (mid -year)
Adding 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 (mid -year)
General
General
General
General
General
General
2012/13
Enhancements/
Additions
2013/14
Enhancements/
Additions
2014/15
Enhancements/
Additions
2015/16
Enhancements/
Additions
2016/17
Enhancements/
Additions
2017/18
Enhancements/
Additions
I ti3.000
85,000
,50,000
509,000
100,000
95,000
80.000
90,000
88,000
8,000
12,000
72,000
—-��----
24,000
(41,000)
129,000
201,000
27,000
99,000
523.000
50.000
98
6 YEAR SUMMARY OF ENHANCEMENTS/ADDITIONS
Department Fund
Adding 6 Part Time Park Rangers and 1 Full Time Park Ranger Supervisor. Costs
offset by eliminating 4 Full Time Dispatcher positions from PSCU. Net impact General
shown (mid -year)
2012/13
Enhancements/
Additions
2013/14
Enhancements/
Additions
2014/15
Enhancements/
Additions
2015/16
Enhancements/
Additions
2016/17
Enhancements/
Additions
2017/18
Enhancements/
Additions
39,000
al
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 General
would be completely offset by revenue)
E -recording of development orders (mid -year) General
Adding an i)ffice Associate V position (Costs of $60,000 would be 75% offset by General
revenue)
Adding a Field Supervisor position (Costs of $70,000 would be 75% offset by General
revenue)
Adding an Office Associate V position General
Office Associate 111 (Best Buddies) General
Living Wage Increase General
Professional Services for Comprehensive Plan (Required by Florida Statutes) General
81 000
99 000
894 000
-
298 000
874 000
559 000
50,000
15,000
18,000
59,000
50000
5,000
-
100,000
Total
-
50 000
33 000
59 000
50 000
105 000
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 General
Lieutenant position is vacated in February 2013, the Major position can be
eliminated
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 General
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
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 General
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
Add 6 Police Officers in the South area for a walking beat along Washington General
Avenue
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 General
positions being proposed, as they will not impact the FY 2012/13 budget. These
vehicle costs of $38,100 will impact subsequent years
Records Unit Enhancement - additional Records Technician and Data Entry Clerk General
will reduce the need for overtime in the unit by $80,000
Additional Overtime for the Neighborhood Resource Officer for additional Homeless General
Outreach
50,000
165,000
230,000
461,000
66,000
5,000
20,000
99
6 YEAR SUMMARY OF ENHANCEMENTS/ADDITIONS
Department Fund
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 General
enhancement includes an offsetting reduction in overtime of $199,000. [Restores
four Dispatcher positions eliminated during the FY 2007-08 budget process]
Senior Latent Examiner position previously funded from Confiscated Trust Funds General
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. General
The acquisition of 50 body cameras for $310,000 is proposed to be covered by
Confiscation Trust funds
Adding a License Plate Reader (LPR) system on MacArthur Causeway, as well as General
two portable kits (one-time multi-year implementation project)
Provide support to the State Attorneys Office's Human Trafficking Task Force by General
assigning a Detective position to participate on the task force
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 General
a Training Advisor (Police Officer position)
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 General
revenue
12 Police Officers for new Entertainment District Resort
3 Police Officers - Mid Beach General
2 Police Officers - North Beach General
School Liaison Supervisor General
Expansion of License Plate readers to MacArthur Causeway which includes two
additional patrol vehicles and two portable kits. This amendment increased the General
Resort Tax transfer to the General Fund and increased the Police Department's
budget accordingly (mid -year)
2012/13
Enhancements/
Additions
2013/14
Enhancements/
Additions
2014/15
Enhancements/
Additions
2015/16
Enhancements/
Additions
2016/17
Enhancements/
Additions
2017118
Enhancements/
Additions
157,000
75,000
198,000
276,000
98,000
189,000
563,000
1,093,000
212,000
143,000
45,000
115,000
Total
Procurement
Reclassifying a part-time Procurement Coordinator position to full-time General
Adding a Procurement Contracting Officer II position General
Adding two Procurement Contracting Officer positions General
Electronic Tracking System General
Improve procurement compliance and reduce solicitation backlog by adding a
Procurement Coordinator [Restores one Procurement Coordinator position General
converted to part-time during the FY 2011-12 budget process] - Included in the
FY14 adopted budget as reserve pending further review- (mid -year)
997 000
157 000
388 000
1 126 000
1 493 000
25,000
70,000
120,000
45,000
68,000
11111.110.18611
68,000
95,000
120,000
_ 45,000
-
100
6 YEAR SUMMARY OF ENHANCEMENTS/ADDITIONS
Department Fund
2012/13
Enhancements/
Additions
2013/14
Enhancements/
Additions
2014/15
Enhancements/
Additions
2015/16
Enhancements/
Additions
2016/17
Enhancements/
Additions
2017/18
Enhancements/
Additions
Property Management
Internal
Services
Internal
Services
Internal
Services
Internal
Services
Internal
Services
Resort
Special
Revenue
9,000
Living Wage Increase
Hand Sanitizers at City Facilities
AVL Funding for Public Works Property Management Vehicles
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 position 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] - Included in the FY14 adopted budget as reserve
pending further review- (mid -year)
Living Wage Increase
Holiday Lighting and Visual Decor ($140,000 one-time)
Normandy Shores Neighborhood/Golf Course Security Guard Rover (Split Funded:
50% Normandy Neighborhood/50% Normandy Golf Course)
29,000
30,000
68,000
44,000
235,000
27,000
"Total
68 000
68 000
-
-
-
306 000
Public Works
Living Wage Increase Enterprise
Adding a Streets and Lighting Superintendent position General
Adding a Civil Engineer position (30% GF, 30% Stormwater, 40% Water & Sewer) General
Adding a Civil Engineer position. This position would be split funded as follows: General
30% General Fund, 30% Stormwater, 20% Water, 20% Sewer
Adding two Street Light Technician I positions General
Adding two Field Inspector positions General
Adding two Field Inspector positions and a Field Supervisor position for adequate
oversight of the Urban Forestry Tree Preservation Program and enforcement of the General
Tree Preservation Ordinance No. 2014-3904 that was approved by Commission on
November 19, 2014. Offset by anticipated revenue of 220k
Allow for the proper monitoring, maintenance, and enhancement of the citywide General
urban forest by creating a GIS Tree Inventory
Meet increasing demand for GIS programming and support by adding a Senior GIS General
Analyst position
Two (2) Greenspace Mgt. Tree Trimmers and one bucket truck for Rights -of Way General
Tree Maintenance throughout the City of Miami Beach
Living Wage Increase General
253,000
101,000
19,000
23,000
103,000
116,000
-
160,000
76,000
187,000
12,000
Sanitation
Washington Avenue Tourism Enhancement Initiative - Increased pressure cleaning
from bi-weekly to weekly (1 MSW I & 1 MSW II; includes $34,000 for vehicle &
equipment costs)
Enterprise
115,000
101
6 YEAR SUMMARY OF ENHANCEMENTS/ADDITIONS
Department
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
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
1 full-time MSW III and 2 full-time MSW II positions to improve parking lot
cleanliness (mid -year)
In support of the Can on Every Corner Initiative, add more litter cans across the
City: $129,000 in North Beach; $40,000 for citywide- One-time
Expand the "Can on Every Corner" initiative by an additional 100 locations. The
current inventory of trash cans is 2,065. The new locations would be determined by
potential demand- (One-time)
Can on Every Corner
Security Guard Services - Sanitation (Waste Haulers)
Living Wage Increase
Fund
Enterprise
Enterprise
Enterprise
Enterprise
Enterprise
Enterprise
Special
Revenue
Enterprise
Public Works - Sewer
AVL Funding for Public Works Sewer Vehicles
Adding a Civil Engineer position. This position would be split funded as follows:
30% General Fund, 30% Stormwater, 20% Water, 20% Sewer
Adding two Municipal Worker II positions
Civil Engineer I (1/3 between Water / Sewer / Stormwater)
TPC Trainco Training (50% Water & 50% Sewer)
Enterprise
Enterprise
Enterprise
Enterprise
Enterprise
Public Works - Stormwater
AVL Funding for Public Works Stormwater Vehicles
Mitigation Plan to address sea -level rise
Expand utilization of outsourced vac -con services for annual Stormwater main
cleaning by increasing contractual maintenance
Provide enhanced stormwater pump maintenance with more preventive
maintenance and bi-monthly inspections by increasing contractual maintenance
Provide additional leadership of the expanded stormwater program by adding a
Stormwater Superintendent position
Enhance cleaning operations and stormwater maintenance projects by adding two
Field Inspector positions
Improve capabilities in drainage analysis and stormwater modeling by adding a
Civil Engineer position
Improve ability to produce drawings, sketches, and maps by adding an Engineering
Assistant I position
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)
Adding a Civil Engineer position. This position would be split funded as follows:
30% General Fund, 30% Stormwater, 20% Water, 20% Sewer
Enterprise
Enterprise
Enterprise
Enterprise
Enterprise
Enterprise
Enterprise
Enterprise
Enterprise
Enterprise
2012/13
Enhancements/
Additions
2013/14
Enhancements/
Additions
2014/15
Enhancements/
Additions
2015/16
Enhancements/
Additions
2016/17
Enhancements/
Additions
2017/18
Enhancements/
Additions
21,000
476,000
105,000
169,000
132,000
145,000
2,000
43,000
18,000
15,000
79,000
26,000
21,000
6,000
250,000
644,000
225,000
109,000
100,000
75,000
50,000
19,000
23,000
102
6 YEAR SUMMARY OF ENHANCEMENTS/ADDITIONS
Department
Adding two Municipal Worker II positions
Civil Engineer I (1/3 split between water / sewer / storm)
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- Included in the
FY14 adopted budget as reserve pending further review- (mid -year)
Fund
Enterprise
Enterprise
Enterprise
Public Works - Water
AVL Funding for Public Works Water Vehicles
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)
Adding a Civil Engineer position. This position would be split funded as follows:
30% General Fund, 30% Stormwater, 20% Water, 20% Sewer
Water Meters
Civil Engineer I (1/3 between water / sewer / storm)
TPC Trainco Training (50% Water & 50% Sewer)
RDA
Living Wage Increase
Living Wage Increase
Increase Security coverage on Lincoln Road between the hours of 1 am-6am,
allowing for 24 hour coverage between security and Police Officers
Lincoln Road Tourism Enhancement Initiative - Increased pressure cleaning from
biweekly
to weekly- (1 MSW 1 & 1 MSW II; includes $34,000 for vehicle & equipment costs)
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, Walicasts, Opera Nights, etc.) - $19,200
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- Included in
the FY14 adopted budget as reserve pending further review- (mid -year)
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 position in the City Manager's
Office- Included in the FY14 adopted budget as reserve pending further review -
(mid -year)
Enterprise
Enterprise
Enterprise
Enterprise
Enterprise
Enterprise
Total
RDA
RDA
RDA
RDA
RDA
RDA
RDA
2012/13
Enhancements/
Additions
2013/14
Enhancements/
Additions
2014/15
Enhancements/
Additions
2015/16
Enhancements/
Additions
2016/17
Enhancements/
Additions
2017/18
Enhancements/
Additions
79,000
26,000
175.000
25,000
32,000
15,000
225, 000
26,000
21,000
417 000
175 000
2 395 000
821 000
635 000
99 000
20,000
9,000
35,000
101,000
28,000
55,000
112,000
103
6 YEAR SUMMARY OF ENHANCEMENTS/ADDITIONS
Department Fund
Improve ability to quickly address code issues on Lincoln Road by addition of two
dedicated code officers - Included in the FY14 adopted budget as reserve RDA
pending further review- (mid -year)
2012/13
Enhancements/
Additions
2013114
Enhancements/
Additions
2014/15
Enhancements/
Additions
2015/16
Enhancements/
Additions
2016/17
Enhancements/
Additions
2017/18
Enhancements/
Additions
99,000
Total
184 000
266 000
9 000
-
-
Resort Tax
Increased funding for Overtime for Spring Break and Memorial Day Weekend Resort
consistent with levels deployed in FY 2011/12
Washington Avenue Tourism Enhancement Initiative - Marketing ($73,000) and FIU Resort
Wolfsonian ($75,000 funded over 2 years)
Enhance Holiday Decorations Resort
Sponsorship fee to help offset marketing and advertising expenses associated with
the Ms. USA event. If the event that Ms. USA is not held in Miami Beach, this Resort
funding will be used for other events
Deploy interim Intelligent Transportation System (ITS) solution for major special Resort
events and hiah impact oeriods
Contribution to Mount Sinai - 15 year agreement (mid -year) Resort
680,000
148,000
40,000
100,000
200,000
1,000,000
Total
968 000-
200 000
1 000 000
-
TCED
Add a full-time Leasing Specialist General
Convert part-time position shared between REHCD and TCD for field monitoring to General
a full time position in each department
Convert part-time position shared between REHCD and TCD for field monitoring to General
a full time position in each department
Installation of exterior lighting at the Colony Theater General
Purchase of cleaning Equipment, carpet cleaner/extractor, wet -vac and burnisher General
for the Colony Theater which currently does not have its own equipment •
Adding an Assistant Director position [FUND 50% from Convention Center Fund General
International Tennis Federation (one-time) Resort
Air & Sea Show (one-time) Resort
Miami Design Preservation League -Art Deco Weekend (one-time) General
Film Incentive General
Lummus Park Cultural Activation and Programming General _
Taste Bakery - City Employee Cafe General
66,000
12,000
32,000
15,000
4,000
105,000
100,000
350,000
100,000
100,000
100,000
200,000
Total
129 000-
-
105 000
-
950 000
Transportation
Adding a Transportation Planner position Special
Revenue
The Mystery Rider Program for transit assesses the level of service provided to Special
transit users of three different transit routes, the South Beach Local and both the Revenue
Alton -West and North Beach Trolleys
Bicycle safety campaign (Recommended by Finance Committee in February) Special
Revenue
Ciclovia Special
Revenue
Improve transportation planning and transit operations by adding a Transportation
Operations Supervisor position. This position will be responsible for planning, Special
developing, implementing, and monitoring daily operations of privately operated Revenue
municipal circulator systems (mid-vear)
118,000
21,000
10,000
120,000
80,000
104
6 YEAR SUMMARY OF ENHANCEMENTS/ADDITIONS
Department Fund
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) (mid -year)
Additional funding for the South Beach Local (mid -year)
Additional fundino for Trolley opefatio 4 (mid -year`
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 (mid -year)
14 Traffic Flow Specialists & 2 Transportation Analysts (mid -year)
Living Wage Increase
Living Wage Increase
Special
Revenue
Special
Reverlre
Special
Special
Revenue
Special
Revenue
Special
Revenue
Special
Revenue
Total
2012/13 2013/14 2014/15 2015/16 2016/17 2017/18
Enhancements/ Enhancements/ Enhancements/ Enhancements/ Enhancements/ Enhancements/
Additions Additions Additions Additions Additions Additions
6,855,000
126,000
217,000
3,687,000
441,000
24,000
8,000
80,000
11,034,000
441,000
120,000
32,000
General Fund 3,698,000 1,968,000 5,722,000 6,493,000 6,862,000 2,112,500 26,855,500
Internal Services Service Impact (assumes 82% allocation) 126,000 383,000 31,000 346,000 116,000 37,000 1,039,000
3,824,000 2,351,000 5,753,000 6,839,000 6,978,000 2,149,500 27,894,500
Internal
Services
Service
Resort
RDA
Enterprise
Special
Revenue
153,000 466,000 81,000 421,000 141,000 44,000 1,306,000
968,000 0 310,000 1,000,000 1,348,000 692,000 4,318,000
184,000 322,000 115,000 0 0 159,000 780,000
417,000 175,000 3,712,000 338,000 496,000 262,000 5,400,000
95,000 129,000 11,096,000 462,674 411,000 170,000 12,363,674
5,641,000
3,443,000 21,067,000
9,060,674 9,374,000
3,476,500 52,062,174
105
6 YEAR SUMMARY OF EFFICIENCIES/REDUCTIONS
Department
Building
Move the elevator section to the Public Works department
Reduce funding for the replacement of various workstations and office furniture within
the department
Eliminate one (1) Engineering Inspector Position (currently filled)
Capital Improvement Projects (CIP)
Eliminate One (1) Vacant Field Inspector Position
Eliminate One (1) Vacant Financial Analyst I Position
Eliminate One (1) Vacant Field Inspector Supervisor Position
Central Services
Decrease in funding budgeted for Travel
Fund
General
General
General
2012/13
Efficiencies
/Reductions
2013114
Efficiencies
/Reductions
2014/15
Efficiencies
/Reductions
2015/16
Efficiencies
/Reductions
2016/17
Efficiencies
/Reductions
2017/18
Efficiencies
lReductions
General
General
General
Internal
Services
Total
51,000
51 000
658,000
6,000
88,000
658,0 (1 6,000 ilt,11U6
66,000
107,000
1ibbo
2,000
2,000
Citywide
Replace CAC supplemental funding from General Fund with an increase in Quality of
Life Funding
Eliminate payout for Executive Planning Days, by allowing employees to use the
hours annually but eliminating the option to receive a payout for any unused portion at
year end
Eliminate payout for Executive Planning Days, by allowing employees to use the
hours annually but eliminating the option to receive a payout for any unused portion at
year end
Eliminate payout for Executive Planning Days, by allowing employees to use the
hours annually but eliminating the option to receive a payout for any unused portion at
year end
Estimated Savings to the General Fund - From Information Technology efficiency
below
City Attorney
Decrease in funding budgeted for Legal Fees (Public)
City Clerk
Eliminate one (1) Office Associate II Position
The following miscellaneous expenses may be reduced. 1) Travel at a cost of $2K; 2)
Training & awards at $2K, and 3) Subscriptions at a cost of $1 K. These reductions
will impact the education and training received by employees of the Office of the City
Clerk and possibly impact services
City Manager
Freeze one (1) Assistant City Manager Position and one (1) Assistant Position for 6
months during interim transitional period
Offset 50% of an existing position in the City Manager's Office that wit absorb Lincoln
Road Mall Manager duties
Eliminate Ethics Hotline
General
General
Internal
Services
Enterprise
General
Total
General
Total
General
General
Total
General
General
General
152,000
ibZ 000
128.000
5,000
11,000
362,000
506,000
33,000
33,obo
57,000
57.000
5,000
5,0('j
132,000
56.000
70,000
106
6 YEAR SUMMARY OF EFFICIENCIES/REDUCTIONS
Department Fund
Eliminate two (2) Part -Time Rapid Response Team Positions General
Reduce Rapid Response Team supply budget General
Eliminate one (1) Vacant Office Associate IV Position General
Decrease in funding budgeted for Travel General
Decrease in funding budgeted for Professional Services General
Decrease in funding budgeted for Training & Awards General
2012/13
Efficiencies
/Reductions
2013/14
Efficiencies
/Reductions
2014/15
Efficiencies
/Reductions
2015/16
Efficiencies
/Reductions
2016/17
Efficiencies
/Reductions
2017/18
Efficiencies
/Reductions
48,000
15,000
61,000
8,000
10,000
4,000
Total
132 000
56 000-
70 000
63 000
83,000
Code Compliance
115,000
Eliminate Green Team General
Move the expense of two existing Code Compliance Officer positions dedicated to
handling short-term rental investigations from General Fund to Resort Tax (Salary, General
Uniforms, Social Security)
Decrease in funding budgeted for Lot Clearance Services General
Decrease in funding budgeted for Departmental Accreditation General
Decrease in funding budgeted for Overtime and Additional Expenses General
146,000
12,000
2,000
38,000
Total
-
-
-
_
115,000
160,000
38,000
Communications
Reduce contractual television production costs of $120,000 by 50% by adding an in General
house Media Specialist position
Reduce travel for staff which would limit the option for travel for out of town training, General
etc.
Reduce Office Supplies budget General
Decreases in funding budgeted for Training & Awards General
Decreases in funding budgeted for Travel General
60,000
10,000
4,000
8,000
2,000
Total
-
-
60 000-
14,000
10,000
Convention Center
17,000
Convert one (1) Executive Office Associate I Position to two (2) Part -Time Office
Associate III Positions
Enterprise
Total
-
17,000-
-
-
-
Environment and Sustainability
General
General
General
2,000
Decrease in funding budgeted for In -House Training Supplies
Decrease in funding budgeted for Training & Awards
Reduction of the Purchase of Two Laptops
12,000
2,000
Total
-
-
-
-
-
16,000
Emergency Management
Resort Tax
General
General
371,000
Security Guard Services in Entertainment District
Elimination of one (1) Emergency Management Technician Position (Filled)
Decrease in funding budgeted for Training & Awards
58,000
45,000
Total
-
-
-
-
-
474,000
Finance
Reduce Investment Advisory Services fees General
Decrease in funding budgeted for Professional Services General
Reduce furniture and fixtures line item for cubicle redesign project. General
Eliminate Financial Analyst I position (Payroll Analyst), currently filled. General
207,000
80,000
45,000
63,000
Total
-
-
-
207,000
80,000
108,000
107
6 YEAR SUMMARY OF EFFICIENCIES/REDUCTIONS
Department Fund
Decrease in funding budgeted for Other Operating Expenditures General
Decrease in funding budgeted for Travel General
Eliminate funding budgeted for Temporary Labor General
Decrease in funding budgeted for Contractual Services General
Decrease in funding budgeted for Office Supplies General
Decrease in funding budgeted for Subscriptions General
Decrease in funding budgeted for Furniture, Fixtures & Equipment General
Decrease in funding budgeted for Dues & Memberships General
Decrease in funding budgeted for Other Operating Expenditures General
2012/13
Efficiencies
/Reductions
2013/14
Efficiencies
/Reductions
2014/15
Efficiencies
/Reductions
2015/16
Efficiencies
/Reductions
2016/17
Efficiencies
/Reductions
2017/18
Efficiencies
/Reductions
74,000
55,000
35,000
20,000
16,000
6,000
5,000
4,000
150.000
Total-
Fleet Management
Decrease in funding budgeted for automobile car washing services Internal
Services
Reclassify one (1) Vacant Office Associate V Position to an Office Associate IV Internal
Services
Eliminate one (1) Mechanic III Position (Vacant) Internal
Services
-
-
-
215 000
15,000
150 000
26,000
61,000
Total
Housing & Community Services
Decrease in funding budgeted for medical shelter beds General
Decrease in funding budgeted for criminal background checks General
Reduce Part -Time Case Worker II P/T by 10 Hours p/wk, currently vacant General
Eliminate one (1) Office Associate V Position in Housing Division (currently filled) and
Shift 25% of CDBG Coordinator Position to CDBG Administration funds (currently General
filled)
-
-
-
-
27,450
15 000
87 000
4,800
11,000
78,000
Total-
-
-
32 250
-
89 000
Human Resources/Risk Management/Medical & Dental
Decrease in funding budgeted for Professional Services General
Decrease in funding budgeted for Temporary Labor General
Decrease in funding budgeted for Training & Awards General
Decrease in funding budgeted for Training & Awards General
Defer Hiring of one (1) Assistant Human Resources Director (Vacant) General
Decrease in funding budgeted for Other Operating Expenditures General
40,000
13,000
3,000
2,000
120,000
33,000
Total-
-
-
-
58 000
153 000
Information Technology
Reduce funding for IT Technology projects based on department requests Internal
Services
Rescope the Municipal WiFi Project to deliver a WiFi signal to select facilities rather Internal
than Citywide. Estimated savings to the General Fund of $323,000 Services
Accelerate planned implementation of Virtual Desktop Infrastructure Internal
Services
Estimated anticipated savings from Telecom Audit Internal
Services
320,000
367,000
100,000
50,000
108
6 YEAR SUMMARY OF EFFICIENCIES/REDUCTIONS
Department Fund
IT can research the possibility of converging storage technologies versus the trending
predicted growth of storage requirements to reduce the amount of Storage Area Internal
Network growth that is purchased in FY 16/17 to maintain the industry best practice Services
buffer capacity between storage demands and storage supply.
2012/13
Efficiencies
/Reductions
2013/14
Efficiencies
/Reductions
2014/15
Efficiencies
/Reductions
2015/16
Efficiencies
/Reductions
2016/17
Efficiencies
/Reductions
2017/18
Efficiencies
/Reductions
160,000
Total
320 000
367,000150
000
160,000
-
Internal Audit
Decrease in funding budgeted for Professional Services (External Audits) General
71,000
Total
-
-
-
-
71,000
Office of Budget &Performance Improvement
Decrease in funding budgeted for Training and Awards General
Decrease in funding budgeted for Professional Services General
Decrease in funding budgeted for Travel General
Decrease in funding budgeted for Advertising General
Decrease in funding budgeted for Other Operating General
Decrease in funding budgeted for Dues and Membership General
10,000
4,000
4,000
2,000
2,000
2,000
Total
-
-
-
24,000
-
Organizational Development & Performance Improvement
Supplies Other - Equipment General
Supplies Office - Projector General
Decrease in funding budgeted for Dues & Memberships General
Decrease in funding budgeted for Telephone General
Decrease in funding budgeted. for: E -Learning videos for requested topics (coaching, General
leadership, etc.); Additional Adobe licenses; Refreshments, copies, supplies
Total
2,000
1
1,000
1,000
1,000
15,000
-
-
-
-
5,000
15,000
Parking
18,000
Convert one (1) Parking Operations Supervisor Position from Full -Time to Part -Time Enterprise
Convert one (1) Meter Tech II Position and one (1) Full -Time Meter Tech I Position to Enterprise
three (3) Part -Time Meter Tech Is
Convert three (3) Full -Time Parking Enforcement Specialist Is to four (4) Part -Time Enterprise
Parking Enforcement Specialist Is
Decrease in funding budgeted for Garage Wash -down Enterprise
Decrease in funding budgeted for High-grade Concrete treatment Enterprise
Decrease in funding budgeted for Holiday Lighting Enterprise
4,000
16,000
26,000
164,000
55,000
Total
38,000-
245,000
43,000
Eliminate one (1) MSW I Position and four (4) MSW II Positions and replace with General
contracted services
Eliminate one (1) MSW III Part -Time Position General
Eliminate one (1) Vacant Tree Maintenance Supervisor Position General
Decrease in funding budgeted for Overtime General
Elimination of Park Facilities Furniture & Fixtures Replacement General
Reduction in Replacement of Plant Materials (Budget will remain same as FY16) General
Reduction in Staff Conferences (1 STMC, 1 NARCE, and 3 FRPA) General
21,000
59,000
93,000
47,000
20,000
8,000
109
Department
Reduction in Office Supplies (Park Facilities and Administration)
Decrease in funding budgeted for Advertising
Reduction in Director Conferences (1 Out of State Conference)
Elimination of Furniture and Fixture Replacements
Reduction of Department Training Budget to Attend Conferences
6 YEAR SUMMARY OF EFFICIENCIES/REDUCTIONS
Reduction of Palm Pruning & Plant Bed/Shrub Pruning Services in City Parks
Reduce funding for Citywide Orchid Project
Decrease in funding budgeted for Training & Travel
Planning
Fund
General
General
General
General
General
General
General
General
Total
2012/13
Efficiencies
(Reductions
2013/14
Efficiencies
/Reductions
2014/15
Efficiencies
/Reductions
2015/16
Efficiencies
(Reductions
aim
2016/17
Efficiencies
/Reductions
8,000
5,006
3,000
2017/18
Efficiencies
/Reductions
20,000
8,bbo
100,000
20,000
10.odo
184 udb 158 000
Decrease in funding budgeted for Professional Services General
Decrease in funding budgeted for Travel General
Decrease in funding budgeted for Dues & Memberships General
Funds overtime pay for planners performing plans review after hours General
Reduce funds for postage and courier services to ensure compliance with CMB Code
and enhanced transparency of the public process
Reduce supplies needed to conduct business, develop presentations, produce maps
and gra.hics.
Police
General
General
tal
Eliminate one (1) Police Commander in Technical Services Position and one (1)
Administrative Aide 1 Position in CID and replace with three (3) Crime Analyst
Positions
Add one (1) Senior Systems Analyst, offset by $80,000 reduction in Overtime
Convert one (1) Emergency Manager Position from Full -Time to Part -Time
Replace one (1) Office Associate V at max of salary range with one (1) Office
Associate V at minimum of range (Filled)
(Reduce Special Events Overtime
'Eliminate one (1) Filled Office Associate V Position
'Eliminate one (1) Vacant Public Safety Specialist Position
'Defer Hiring of 10 Police Officer Positions for 6 Months (Vacant).
Procurement
Eliminate distribution of solicitation documents via CD's
Reduce funding for Advertisements
Convert one (1) Procurement Officer III Position into two (2) Procurement Contract
Analyst I's and eliminate one Procurement Contract Analyst! position
Decrease in funding budgeted for Professional Services
General
67,000
General
General
General
Resort Tax
General
General
General
Tota(
General
General
General
General
Decrease in funding budgeted for Telephone General
Decrease in funding budgeted for Supplies -Other General
Decrease in funding budgeted for Furniture & Fixtures General
Eliminate one (1) Vacant Part -Time Procurement Contracting Analyst Position General
Decrease in funding budgeted for Reduce Uniforms General
Decrease in funding budgeted for Training and Awards General
8.000
61,000
136.000
1111r... 40,000
5`
b t5
50,000
10,000
5,000
48 00(1 65 000
32,000
z5D oll9
112,000
61,000
515,000
sTh.obb
1,500
5,000
17,000
14,000
2,000
2,000
1,000
27,000
2,000
16,000
110
Sanitation
6 YEAR SUMMARY OF EFFICIENCIES/REDUCTIONS
Department
Property Management
Eliminate one (1) Vacant Carpenter Position and replace with contracted services
Decrease in funding budgeted for Training & Awards
Public Works
Eliminate one (1) Street Operations Supervisor Position
Decrease in funding budgeted for Professional Consulting Services
Decrease in funding budgeted for E -builder licenses (4 licenses)
Unforeseen Expenditures - Engineering
Eliminate one (1) Vacant Engineering Assistant III - Engineering
Public Works Administration - Consulting Services and Office Supplies
Decrease in funding budgeted for Training & Travel
Eliminate one (1) Vacant Waste Driver Supervisor
Outsource Maintenance of Beachfront Restrooms - Elimination of two (2) MSW II and
two (2) MSW 11 Positions
Eliminate one (1) Vacant HEO 1 Position
Public Works - Sewer
Eliminate one (1) Assistant Pumping Mechanic
Emergency Repairs reduction from $250K to $210K
Eliminate one (1) Vacant Municipal Service Worker I Position
Public Works - Stormwater
Elimination one (1) Vacant Municipal Service Worker 11 Position
Public Works - Water
Recall Warranty on Variable Frequency Drives
Art Education Program (30% reduction, CAC Division would still fund $75K per Fiscal
Year)
Arts in the Park Program (About 9% Reduction of Soundscape Cinema Series and
live performances in the Parks)
Eliminate Training and Awards
iiimmou
Fund
Total
Internal
Services
Internal
Services
General
General
General
General
General
General
General
Enterprise
Enterprise
Enterprise
Enterprise
Enterprise
Enterprise
Enterprise
Enterprise
General
General
General
Total
2012/13
Efficiencies
/Reductions
2013/14
Efficiencies
/Reductions
2014/15
Efficiencies
/Reductions
2015/16 2016/17 2017/18
Efficiencies Efficiencies Efficiencies
/Reductions /Reductions /Reductions
6,500 36,000 45,000
71.000
1,000
1,000
25,000
6,000
5,000
5.000
20,000
63,000
14,000
10,000
49,000
62,000
55,000
47,000
40,000
41,000
45,000
229,000 55,000
50,000
121,000
30,000
5,000
193,000
8.000
35,000 0,000
GrandJotal .......L128,000 1,112,000 60,000 5,�a6,ry. 1,474,000 3.034,000
111
Department
6 YEAR SUMMARY OF EFFICIENCIES/REDUCTIONS
Fund
2012/13
Efficiencies
/Reductions
2013/14
Efficiencies
/Reductions
2014/15
Efficiencies
/Reductions
2015/16
Efficiencies
/Reductions
2016/17
Efficiencies
/Reductions
2017/18
Efficiencies
/Reductions
General Fund 612,000 656,000 60,000 1,088,750 964,000 2,233,000 5,613,750
Internal Service Impact (assumes 82% allocation) 263,000 306,000 123,000 144,000 78,000 914,000
Total General Fund 875,000 952,000 60,000 1,211,750 1,108,000 2,311,000 6,527,750
Internal Service
Resort
RDA
Enterprise
Special
Revenue
Transportation/ Parking
Total All Funds
0,000 373,000 150,000 175,000 94,000 1,112,000
621,000 621,000
96,000 83,000 335,000 86,000 700,000
1,128,000 1,112,000 60,000 1,238,750 1,474,000 3,034,000 8,046,750
112