The URL can be used to link to this page

2020 Budget Workshop Presentation1 FY 2020 Commission Budget Workshop Miami Beach Community Survey Results 2 2 City of Miami Beach Resident Survey PRESENTED BY ETC INSTITUTE Agenda Purpose Methodology Bottom Line Up Front Survey Results Summary Questions 4 3 A National Leader in Market Research for Local Governmental Organizations More than 2,000,000 Persons Surveyed Since 2009 in more than 900 cities in 49 states Helping organizations make better decisions 5 Purpose To objectively assess satisfaction with the delivery of major City services To help determine priorities for the community To measure trends over time to help guide and evaluate the implementation of the City’s strategic plan and budget process 6 4 Methodology Method of Administration ◦Conducted early 2019 ◦A random sample of households were selected for the survey ◦Households were mailed a survey and given the option of responding by mail, phone, or the Internet Sample Size: 1,324 resident surveys were completed ◦851 by mail, 411 on‐line, and 62 by phone Confidence level: 95% Margin of error: +/‐2.69 Home address of respondents were geocoded Demographic composition of the sample was similar to recent Census estimates for the City’s population 7 Location of Survey Respondents Good representation of responses from throughout the City Distribution by Area •Mid Beach: 234 •Condo Corridor: 210 •North Beach: 300 •South Pointe: 176 •South Beach and Belle Isle: 404 North Beach Condo Corridor Mid Beach South Beach South Pointe 8 5 Demographics Attribute Census Survey Difference % Male 53% 50%‐3% % Female 47% 50% +3% % White/Other 94% 93%‐1% % Black/African American 4% 3%‐1% % Asian 2% 2% 0% % Hispanic 55% 47%*‐8% % of adults Age 65 and older 19% 21% 2% *Note: Some respondents who would have been counted as “Hispanic” by the U.S. Census did not identify themselves as such on the survey, which is the reason the percentage is slightly lower in the survey. 9 Summary of Major Findings (Bottom Line Up Front) Miami Beach is setting the standard for service delivery and public engagement ◦Overall satisfaction with City services rated 19% above the national average ◦Overall satisfaction with public engagement rated 29% above the national average The City of Miami Beach is moving in the right direction ◦Since 2016, satisfaction ratings increased or stayed the same for all 15 major services that were assessed (14 of 15 areas improved) ◦The percentage of residents who would recommend the City as a place to live increased 10% from 2016 There are opportunities for improvement ◦Efforts to Address Homelessness ◦Condition of Streets ◦Efforts to Manage Stormwater Drainage and Flooding ◦Quality of Police Services ◦Cleanliness of Streets in Neighborhoods 10 6 Residents Are Generally Satisfied MAJOR FINDING #1 11 69% of Residents Gave Positive Ratings for the Overall Quality of City Services; Only 9% Gave Negative Ratings 12 7 Location of Survey Respondents Good representation of responses from throughout the City Distribution by Area •Mid Beach: 234 •Condo Corridor: 210 •North Beach: 300 •South Pointe: 176 •South Beach and Belle Isle: 404 North Beach Condo Corridor Mid Beach South Beach South Pointe 13 Ratings for the City as a Place to Live are High Throughout the City Citizen Satisfaction Mean rating on a 5-point scale ETC INSTITUTE 1.0-1.8 Very Dissatisfied 1.8-2.6 Dissatisfied 2.6-3.4 Neutral 3.4-4.2 Satisfied 4.2-5.0 Very Satisfied No Response 14 8 Most Services Received High Ratings 15 Residents Gave the Lowest Ratings for the City’s Efforts to Address Homelessness 16 9 The City of Miami Beach is Setting the Standard for Overall Quality of City Services MAJOR FINDING #2 17 Significantly Higher Than State Average: :Significantly Lower Than State Average Setting the Standard for the Overall Quality of City Services 18 10 Significantly Higher Than State Average: :Significantly Lower Than State Average 1919 Significantly Higher Than State Average: :Significantly Lower Than State Average 2020 11 Significantly Higher Than State Average: :Significantly Lower Than State Average 2121 The City is Moving in the Right Direction MAJOR FINDING #3 22 12 Percentage of Residents Who Would Recommend Miami Beach as a Place to Live Increased 10%23 :Significant Decrease in Satisfaction from 2016Significant Increase in Satisfaction from 2016: 24 13 :Significant Decrease in Satisfaction from 2016Significant Increase in Satisfaction from 2016: 2525 There are Opportunities for Improvement MAJOR FINDING #4 26 14 27 Top Priorities: Importance-Satisfaction Rating City of Miami Beach Resident Survey OVERALL Category of Service Most Important % Most Important Rank Satisfaction % Satisfaction Rank Importance- Satisfaction Rating I-S Rating Rank High Priority (IS .10-.20) Efforts to address homelessness 22% 6 30% 28 0.1503 1 Condition of streets 26% 4 47% 26 0.1407 2 Efforts to manage stormwater drainage and flooding 22% 5 50% 23 0.1098 3 Quality of Police services 37% 1 72% 16 0.1024 4 Cleanliness of streets in your neighborhood 33% 2 69% 17 0.1016 5 Medium Priority (IS <.10) Condition of sidewalks (few or no cracks)17% 10 42% 27 0.0958 6 Overall quality of the beaches 32% 3 76% 8 0.0770 7 Cleanliness of canals/waterways 15% 15 49% 24 0.0755 8 Street lighting 18% 9 64% 18 0.0648 9 Cleanliness of streets in business/commercial areas 16% 13 58% 22 0.0648 10 Availability of Police in your neighborhood 19% 8 73% 14 0.0514 11 Availability of recycling in public places 9% 19 47% 25 0.0496 12 Reliability of potable (drinking) water 16% 11 76% 9 0.0402 13 Garbage/trash collection 14% 16 75% 11 0.0348 14 Maintenance of parks 15% 14 81% 7 0.0284 15 Miami Beach trolley system 11% 17 75% 10 0.0268 16 Miami Dade County's bus service 7% 23 59% 21 0.0265 17 Emergency medical services 20% 7 88% 3 0.0243 18 Quality of customer service 6% 26 63% 20 0.0223 19 Availability of green space near your home 8% 21 72% 15 0.0220 20 Reliability of sewer (wastewater) services 8% 20 74% 13 0.0215 21 Landscape maintenance of rights of way along City streets/public areas 6% 25 74% 12 0.0160 22 City's emergency/hurricane preparedness efforts 10% 18 85% 4 0.0155 23 Quality of parks and recreation programs 6% 24 82% 6 0.0115 24 Fire services 16% 12 93% 1 0.0113 25 Quality of public engagement efforts 2% 27 63% 19 0.0084 26 Ocean rescue/lifeguard/beach patrol services 7% 22 90% 2 0.0067 27 Appearance/maintenance of the City's public buildings 2% 28 82% 5 0.0030 28 28 15 Top Priorities:29 The City’s Efforts to Address Homelessness Satisfaction with Major Services Mean rating on a 4-point scale ETC INSTITUTE 1.0-1.75 Poor 1.75-2.5 Fair 2.5-3.25 Good 3.25-4.0 Excellent No Response #1 Opportunity For Improvement (based on I‐S Analysis) 30 16 Condition of Streets Satisfaction with Major Services Mean rating on a 4-point scale ETC INSTITUTE 1.0-1.75 Poor 1.75-2.5 Fair 2.5-3.25 Good 3.25-4.0 Excellent No Response #2 Opportunity For Improvement (based on I‐S Analysis) 31 The City’s Efforts to Manage Stormwater Drainage and Flooding Satisfaction with Major Services Mean rating on a 4-point scale ETC INSTITUTE 1.0-1.75 Poor 1.75-2.5 Fair 2.5-3.25 Good 3.25-4.0 Excellent No Response #3 Opportunity For Improvement (based on I‐S Analysis) 32 17 Quality of Police Services Satisfaction with Major Services Mean rating on a 4-point scale ETC INSTITUTE 1.0-1.75 Poor 1.75-2.5 Fair 2.5-3.25 Good 3.25-4.0 Excellent No Response #4 Opportunity For Improvement (based on I‐S Analysis) 33 Cleanliness of Streets in Neighborhoods Satisfaction with Major Services Mean rating on a 4-point scale ETC INSTITUTE 1.0-1.75 Poor 1.75-2.5 Fair 2.5-3.25 Good 3.25-4.0 Excellent No Response #5 Opportunity For Improvement (based on I‐S Analysis) 34 18 Customer Service Findings 35 36 19 37 Satisfaction with Customer Service Has Increased Significantly in All Areas Since 2016 :Significant Decrease in Satisfaction from 2016Significant Increase in Satisfaction from 2016: 20 Mobility Findings 39 21 22 Additional Findings 44 23 46 24 47 82% of Respondents Are Supportive of Increased Taxes to Address Rising Sea Levels 48 25 Willingness to Pay More Taxes for the Maintenance of Buildings, Streets, Sidewalks, and Vehicles is Mixed 49 The Top 3 Sources of Information Are Provided By the City of Miami Beach 50 26 Summary of Major Findings Miami Beach is setting the standard for service delivery and public engagement ◦Overall satisfaction with City services rated 19% above the national average ◦Overall satisfaction with public engagement rated 29% above the national average The City of Miami Beach is moving in the right direction ◦Since 2016, satisfaction ratings increased or stayed the same for all 15 major services that were assessed (14 of 15 areas improved) ◦The percentage of residents who would recommend the City as a place to live increased 10% from 2016 There are opportunities for improvement ◦Efforts to Address Homelessness ◦Condition of Streets ◦Efforts to Manage Stormwater Drainage and Flooding ◦Quality of Police Services ◦Cleanliness of Streets in Neighborhoods 52 27 Questions? THANK YOU 53 Strategic Plan Update 54 Present 28 55 Commission Management Departments •Vision •Goals •Mission •Objectives •Budget •Actions •Programs STRATEGIC PLAN UPDATE through the lens of resilience Policy-level aspirational direction Specific and measureable direction to achieve goals Concrete projects and programs 56 29 18 COMMISSION GOALS 37 MANAGEMENT OBJECTIVES EXECUTIVE STAFF MANAGEMENT 32 FEATURED ACTIONS CITY MANAGER PERFORMANCE CONTRACT 42 RESILIENT305 ACTIONS RESILIENT305 STRATEGY 5 VISION AREAS COMMISSION GOALS CONFERENCES COMMISSION GOALS CONFERENCES PROSPERITY NEIGHBORHOODS ENVIRONMENT AND INFRASTRUCTURE MOBILITY INNOVATION STRATEGIC PLAN UPDATE through the lens of resilience 57 Executive Dashboard Update Executive Dashboard Update 58 30 Improve management information Support the Strategic Plan and budget process Enhance information to the community Share data sets with the public (Open Data) GoalsGoals 👪 59 Our Approach 60 DESIGN BUILD VISUALIZE Define performance measures and data for dashboard Transform data for management and public utilization Develop dashboard for management and public utilization 31 Tool: Microsoft PowerBI Budget: $150,000 Hired contract position to focus on building scorecards with support from existing IT personnel Creating scorecards over the next year with guidance from Project Leadership Team 61 The Rundown 62 Ex a m p l e : C o d e En f o r c e m e n t 32 63 Ex a m p l e : R e s i l i e n c y 64 Ex a m p l e : C I P 33 FY 2019 Adopted Program Budget FY 2019 Adopted Program Budget 65 Activity-Based Budget Developed 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 Transition to Program Budgeting 66 Break out department budgets by programs and service levels More user friendly for elected officials and citizens Focus policy on funding of desired levels of service 34 Enhancements Program “A”Program “B” CSL CSL $ Adding resources results in higher service levels Reductions Reducing resources results in lower service levels $SL SL 6767 What’s new? +/- 10% Scenario 35 Seven Year Summary of Enhancements &Reductions 69 Information for consideration in balancing the FY 2020 budget City’s Credit Rating City’s Credit Rating 70 36 71 AAA Aaa Prime AA+Aa1 AA Aa2 AA−Aa3 A+ A1 AA 2 A−A3 BBB+ Baa1 BBB Baa2 BBB−Baa3 Moody’sS&P Upper medium grade Lower medium grade Rating Description Investment‐grade High grade Cr e d i t R a t i n g s Rating Strengths ●Very strong economy ●Very strong management ●Strong budgetary performance ●Very strong budgetary flexibility ●Very strong liquidity ●Strong institutional framework score ●Large and growing tax base ●Very strong cash position ●Strong tourism reliant economy ●Conservative budgeting ●Strong financial policies ●High institutional framework score 72 S&P Moody’s 37 73 New Risks Cybersecurity risk Climate Change risk New section in Official Statement for investors Cybersecurity Risk 74 ●Strong controls currently in place ●Cyber risk insurance policy of $1 million ●Pending Cyber Security risk assessment ○At no cost from US Dept. of Homeland Security ●Reclassifying existing position to Chief Information Security Officer 38 “The city maintains significant exposure to climate and weather- related risks given its location on a barrier island.” “City maintains among the most robust plans attempting to address [climate change] risks that we've reviewed for U.S. local governments.” Climate Change Risk 75 Climate Change Risk 76 “The city’s location on a barrier island makes it particularly susceptible to flood and storm surge risk.” “Management has invested substantially in raising sidewalks and streets and stormwater and water and sewer infrastructure... Management includes sea level rise assumptions in all capital planning and will continue to invest in climate change mitigation.” 39 Rating Opportunities ●S&P: “We could raise the rating if the city continues to build and maintain its reserve position given its exposure to climate-related events and if the city’s debt and liability position moderates.” ●Moody’s: “Factors that could lead to an upgrade would be significant improvement in reserves and reduced debt and pension burdens.” 77 Increase General Fund Reserves Plan for funding of Pension and OPEB liability Resort Tax ReservesResort Tax Reserves 78 Updated Resort Tax Reserve Policy in January Previous: 2 months minimum with 3 month target New: 6 months with moving floor minimum Currently at 3.5 months or $16.3 million 40 General Fund ReservesGeneral Fund Reserves 79 General Fund Reserve Policy 11% Minimum; 6% Target Total 17% or 2 months Currently at 20.2% or $67 million Recommendation 17% minimum; 8% target 25% total or 3 months MBERP Police & Fire Pension Plan Funding 80 Employee Contribution $ 8.2M Employer Contribution $ 31.9MInvestment Income $ 51.3M 57%34% 9% 65% 30% 5% Employee Contribution $ 6.9M Employer Contribution $ 42.3M State Contribution $ 120K Investment Income $ 72.0M 59%35% 6% 41 Investment Rate Assumptions 81 FY11 FY12 FY13 FY14 FY15 FY16 FY17 FY18 FY19 FY20 FY21 MBERP 8.35% 8.25% 8.15% 8.00% 8.00% 7.85% 7.70% 7.65% 7.60% 7.50% 7.40% POLICE & FIRE 8.50% 8.40% 8.30% 8.20% 8.10% 8.00% 7.95% 7.90% 7.85% 7.80% 7.75% Note: Florida Retirement System investment assumption is currently 7.4% Pension Liability Funded Ratio Trend 82 Fire & Police General Employees Note: The City fully funds the required annual required contribution 66 % 64 % 61 % 60 % 69 % 72 % 72 % 72 % 73 % 73 % 77 % 74 % 71 % 67 % 68 % 69 % 70 % 69 % 71 % 72 % 50% 55% 60% 65% 70% 75% 80% 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 42 83 City Employee Group(s) # of Plan Participants Funded Ratio Current Valuation HOLLYWOOD General 1,723 60.46% FORT MYERS General 1,307 61.12% CORAL GABLES General / Police / Fire 1,573 63.92% SUNRISE General 1,174 66.54% HIALEAH General / Police /Fire 2,566 67.75% MIAMI General & Sanitation 3,957 68.08% MIAMI BEACH General 2,517 72.20% GAINESVILLE General 3,243 73.02% SARASOTA General 622 74.77% CAPE CORAL General 1,539 76.78% ORLANDO General 984 81.53% NAPLES General 575 82.13% FORT PIERCE General / Police 1,089 90.53% BOCA RATON General 1,134 95.23% Funded Ratio Comparison - General 84 City Employee Group(s) # of Plan Participants Funded Ratio Current Valuation HOLLYWOOD Police 660 52.14% CORAL GABLES General / Police / Fire 1,573 63.92% FORT MYERS Police 341 65.56% MIAMI Police/Fire 4,147 66.34% HIALEAH General / Police / Fire 2,566 67.75% SUNRISE Police 299 68.84% MIAMI BEACH Police / Fire 1,281 72.70% NAPLES Police 147 73.88% ORLANDO Police 1,461 80.84% SARASOTA Police 363 85.07% SAINT PETERSBURG Police 1,199 85.64% GAINESVILLE Police / Fire 859 86.31% Funded Ratio Comparison – Police/Fire 43 MB E R P Projected Contributions 85 $ 3 1 . 4 8 M $ 3 2 . 5 6 M $ 3 1 . 5 6 M $ 3 0 . 9 5 M $ 3 0 . 7 7 M $ 3 0 . 7 1 M $ 3 0 . 7 0 M $ 3 0 . 7 0 M $ 3 0 . 7 1 M $ 3 0 . 6 8 M $ 3 0 . 6 6 M $ 0 M $ 5 M $ 10 M $ 15 M $ 20 M $ 25 M $ 30 M $ 35 M 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 Mi l l i o n s Po l i c e & F i r e 86 Mi l l i o n s $ 4 2 . 3 1 M $ 4 3 . 5 2 M $ 4 4 . 9 3 M $ 4 6 . 3 2 M $ 4 7 . 6 6 M $ 4 9 . 0 5 M $ 5 0 . 2 9 M $ 5 1 . 5 3 M $ 5 2 . 8 9 M $ 5 4 . 4 7 M $ 5 5 . 9 1 M $ 0 M $ 10 M $ 20 M $ 30 M $ 40 M $ 50 M $ 60 M 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 Projected Contributions 44 Pension Liability Recommendations 87 •Create a financial policy to address the unfunded liability of the pension plans •Add an enhancement of $250,000 to “buy down” the future unfunded liability and incrementally increase this amount annually •If the required annual employer contribution amount decreases from the prior year, budget the same amount and use the difference towards the unfunded liability OPEB Benefit The City currently provides post employment benefits: ●Employees hired prior to March 18, 2006 are eligible to receive a 50% health insurance contribution of the total premium cost. At age 65, if the retiree is eligible for Medicare Part B, the City contributes 50% of the Medicare Part B payment. (DEFINED BENEFIT) ●Employees hired after March 18, 2006 after vesting in City’s retirement plans, are eligible to receive an offset to the retiree premium equal to $10 per year of credible service, up to a maximum of $250 per month until age 65 and $5 per year of credible service up to a maximum of $125, thereafter.(DEFINED CONTRIBUTION) 88 45 GASB & OPEB Governmental Accounting Standard’s Board (GASB) has issued two statements re: OPEB ●GASB 75 (2015) replaces GASB 45 (2008) effective 9/30/18 ●Both improve the financial reporting by state and local government for postemployment benefits ●GASB 75 requires recognition and disclosure of the unfunded OPEB liability, however, there is no requirement that the liability of such plan be funded 89 GASB & OPEB ●The City created an OPEB Trust in 2008, which currently has $34.4 million ●The City does make pay-as-you-go payments to cover annual retiree health care costs ●The City’s net OPEB liability is $149.7 million ●Like most governments, the City has not funded the General Fund OPEB liability as funding would be approx. $15 million a year ●Making annual payments to cover actual costs and having an OPEB Trust are considered favorable by rating agencies 90 46 91 OPEB Comparison S&P: “The presence of the trust is positive relative to the majority of the peers we rate…however, the City lacks a plan to address the obligation” 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Sarasota Tallahassee Tampa Pembroke Pines Miami Beach Lakeland Orlando Coral Gables Miami-Dade Co. Miami OPEB Plan Fiduciary Net Position / Total OPEB Liability City of Coral Gables is AAA rated ●Add enhancement of $250,000 to make annual contribution to the General Fund portion of OPEB and future unfunded liability ●Incrementally increase this amount annually 92 OPEB Liability Recommendation 47 FY 2019 Budget Overview How we are maximizing your tax dollars 93 Types of Funds 94 GENERAL FUND ENTERPRISE FUNDS INTERNAL SERVICE FUNDS G.O. DEBT SERVICE FUNDS RDA FUND RESORT TAX FUND OTHER SPECIAL REVENUE FUNDS 48 General Fund Departments $ 345.6M Building Management and Budget Capital Improvement Projects City Attorney City Manager City Clerk Code Compliance Communications Economic Development Emergency Management Finance Fire Human Resources Mayor and Commission Organizational Development & Performance Initiatives Planning Parks and Recreation Public Works Police Procurement Tourism, Cultural, & Economic DevelopmentCitywide Accounts 95 G.O. Debt Service Fund $ 5.9M Enterprise Funds $ 209.9M Water Operations Sewer Operations Stormwater Operations Parking Department Convention Center Sanitation 96 49 Internal Service Funds $ 96.3M Information Technology Central Services Fleet Management Risk Management Property Management Medical & Dental Redevelopment Agency (RDA) $ 29.3M City Center – City of Miami Beach TIF only 97 Resort Tax Fund $ 89.5M 2% Tax 1% Tax 1% Tax Eligible tourism-related expenditures in General Fund Quality of Life Capital Projects Convention Center Renovation Debt Service GMCVB & VCA Arts Convention Center Capital Renewal & Replacements Sanitation in tourist areas Tax Collections 98 50 99 $ 631.4 M$ 48.7 M FY 2019 Total Budget $ 680.1 Million Capital Operating Where the Money Comes From… 51 101 Property Tax 53% Resort Tax 11% Licenses and Permits 9% Other Taxes Intergovernmental Charges for Services Miscellaneous Non Operating Other Revenues Other 27% FY 2019 General Fund Revenues $345.6 Million Property and Resort Taxes comprise 64% of Total General Fund Revenues Where the Money Goes… 52 Police $ 112.1M 33% Fire $ 89.1M 26% Parks & Rec. $ 38.7M 11% Building $ 15.2M 4% Public Works $ 15.2M 4% Other $ 75.4M 22% 103 FY 2019 General Fund Expenditures $345.6 Million Public Safety (Police & Fire) comprises 59% of Total General Fund Expenditures Personnel Services $ 254.8M Operating Expenses $ 43.9M 13% Internal Services $ 39.6M 11% Debt and Other $ 7.3M 2% 104 Personnel Services comprise 74%of Total General Fund Expenditures FY 2019 General Fund Expenditures $345.6 Million 53 105 Salaries $ 135.8 M Pension Contributions $ 60.7 M Health & Life Insurance $ 20 M 8% Overtime & Other Wages $ 38.3 M 15% FY 2019 General Fund Personnel Services $254.8 Million Salaries comprise 53% of General Fund Personnel Services Expenditures Pension contributions comprise 24% of General Fund Personnel Services Expenditures “ General Fund Budget Trends 106 54 107 General Fund Revenues $- $50.0 $100.0 $150.0 $200.0 $250.0 $300.0 $350.0 FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 Other Revenues $77.8 $84.6 $87.6 $86.2 $100.9 $107.0 $111.0 $113.7 $118.1 $120.4 $118.9 $120.5 $127.5 Resort Taxes $19.6 $20.7 $21.9 $24.4 $24.5 $27.0 $31.0 $33.0 $34.1 $36.6 $37.6 $35.0 $35.8 Property Taxes $140.3 $125.3 $125.9 $115.7 $112.1 $110.4 $114.3 $117.4 $127.9 $143.3 $160.8 $175.4 $182.3 Total Revenues $237.7 $230.6 $235.4 $226.3 $237.5 $244.3 $256.3 $264.1 $280.1 $300.4 $317.3 $330.9 $345.6 $ M i l l i o n Resort Tax Transfer increased to 11%in FY 2019 from 8%in FY 2007 108 General Fund Expenditures Expenditures have experienced an average 3.2% growth since FY 2007 CPI averaged 2.2% during this period $2 3 7 . 7 $2 3 0 . 6 $2 3 5 . 4 $2 2 6 . 3 $2 3 7 . 5 $2 4 4 . 3 $2 5 6 . 3 $2 6 4 . 1 $2 8 0 . 1 $3 0 0 . 4 $3 1 7 . 3 $3 3 0 . 9 $3 4 5 . 6 $- $50.0 $100.0 $150.0 $200.0 $250.0 $300.0 $350.0 FY07 FY08 FY09 FY10 FY11 FY12 FY13 FY14 FY15 FY16 FY17 FY18 FY19 $ M i l l i o n s 55 109 General Fund and G.O. Debt by ADP Budget per Average Daily Population has increased by less than 1% since FY 2007 $- $200 $400 $600 $800 $1,000 $1,200 $1,400 $1,600 $1,800 FY07 FY08 FY09 FY10 FY11 FY12 FY13 FY14 FY15 FY16 FY17 FY18 GO Debt per ADP $40 $38 $35 $33 $33 $30 $29 $29 $29 $29 $29 $29 GF Exp per ADP $1,458 $1,427 $1,346 $1,243 $1,294 $1,212 $1,258 $1,277 $1,371 $1,449 $1,530 $1,596 Total per ADP $1,498 $1,465 $1,381 $1,276 $1,327 $1,242 $1,287 $1,305 $1,400 $1,477 $1,559 $1,624 110 Public Safety Trend Police $ 75.2M 32% Fire $ 43.3M 18% Other $ 119.1M 50% Police $ 112.1M 32% Fire $ 89.1M 26% Other $ 144.5M 42% Public Safety as a percentage of the General Fund budget has increased from 50% in FY 2007 to 58% in FY 2019 FY 2007 General Fund FY 2019 General Fund 56 111 Position Count Trend Positions are 1.4%(or 30 positions) more in FY 2019 than in FY 2007 (all funds) - 400 800 1,200 1,600 2,000 2,400 FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 Other Funds 618 609 608 582 521 574 566 571 585 600 624 620 620 General Fund 1,509 1,441 1,399 1,345 1,273 1,322 1,337 1,371 1,442 1,469 1,536 1,536 1,537 Total 2,127 2,050 2,007 1,927 1,794 1,896 1,903 1,942 2,027 2,069 2,160 2,156 2,157 *Note: Total in FY 2011 reflects 113 FT CWA positions reduced due to Impasse 112 Combined Millage The current combined millage rate is the lowest in the history of Miami Beach and is 34% less than in FY 1999 and 23%less than in FY 2007 8. 9 8 3 0 8. 6 9 8 0 8. 5 5 5 0 8. 3 7 6 0 8. 3 2 2 0 8. 1 7 3 0 8. 1 7 3 0 8. 0 7 3 0 7. 6 7 3 0 5. 8 9 7 0 5. 8 9 3 0 5. 9 1 2 3 6. 5 0 2 5 6. 4 5 3 9 6. 3 4 7 7 6. 1 1 6 3 6. 0 2 3 7 5. 9 1 2 3 5. 8 8 8 8 5. 8 8 8 8 5. 8 8 8 8 0.0000 1.0000 2.0000 3.0000 4.0000 5.0000 6.0000 7.0000 8.0000 9.0000 10.0000 FY 1 9 9 9 FY 2 0 0 0 FY 2 0 0 1 FY 2 0 0 2 FY 2 0 0 3 FY 2 0 0 4 FY 2 0 0 5 FY 2 0 0 6 FY 2 0 0 7 FY 2 0 0 8 FY 2 0 0 9 FY 2 0 1 0 FY 2 0 1 1 FY 2 0 1 2 FY 2 0 1 3 FY 2 0 1 4 FY 2 0 1 5 FY 2 0 1 6 FY 2 0 1 7 FY 2 0 1 8 FY 2 0 1 9 Mi l l a g e R a t e s 57 113 Overlapping Millage Miami Beach For Miami-Dade County property owners, each property tax dollar paid is split as shown above 36¢School Board 31¢City of Miami Beach 29¢Miami-Dade County 4¢Other FY 2020 General Fund Preliminary Budget FY 2020 General Fund Preliminary Budget 114 58 The Preliminary budget represents the cost of providing the same level of service as in the prior fiscal year Provides the baseline of funding for the upcoming budget process to which enhancements and reductions are applied 115 General Fund Expenditures 116 Expenditure $ Notes Pensions 1,991,000 MBERP & Fire/Police 5% Step 1,499,000 Police & Fire 0 – 3% Merit 794,000 Non-Police & Fire Cost of Living Adjustment (COLA) 697,000 1% on 4/1/20 Health Insurance – Active Employees & Retirees 669,000 8% Increase Internal Service Charges 289,000 Fleet, Property, Info. Tech, Risk Mgmt. & Central Svcs. Total $ 5,939,000 59 General Fund Adjustments 117 Expenditure FY 2019 FY 2020 STEAM Plus Program $189,000 $ 378,000 TCED Reorganization 159,000 221,000 Overnight Police Captain for Entertainment District 99,000 154,000 G.O. Bond Senior Procurement Officer 51,000 133,000 Sub-Total $ 498,000 $ 886,000 G.O. Bond Program Administration (Reimbursed by G.O. Bond Projects)$ 175,000 $ 630,000 Other Significant Adjustments 118 Highlights Public Safety Radio System Debt Service (funded through GO Bond)($ 1,240,000) Decrease in Building-related operations expenditures (1,090,000) Decrease in Citywide Contingency for Transportation Advertising transferred to Transportation Fund and Building operations set-aside (659,000) Increase in Grounds Maintenance (20% Increase – January 2020) 600,000 Total ($ 1,531,000) 60 FY 2020 Preliminary General Fund Budget 119 Fiscal Year 2020 Revenues $ 341.2M Expenditures $ 350.7M Surplus / (Gap) ($ 9.5M) Property Value Increase Necessary to Balance:5.6% $1.7M1% Increase in Property Value:6.3%Property Value Increase Necessary to Balance: Without $ 1.2M contribution from Parking: With $ 1.2M contribution from Parking: 120 Existing Property Value Trend Average 7%annual increase in existing property values since FY 2007 +3 2 . 1 % +2 1 . 0 % + 0 . 5 % - 1 4 . 2 % -6 . 0 % + 1 . 5 % + 5 . 0 % + 7 . 0 % + 9 . 7 % + 1 2 . 9 % + 1 0 . 2 % + 9 . 0 % + 5 . 9 % $- $5.00 $10.00 $15.00 $20.00 $25.00 $30.00 $35.00 $40.00 $45.00 FY 2 0 0 7 FY 2 0 0 8 FY 2 0 0 9 FY 2 0 1 0 FY 2 0 1 1 FY 2 0 1 2 FY 2 0 1 3 FY 2 0 1 4 FY 2 0 1 5 FY 2 0 1 6 FY 2 0 1 7 FY 2 0 1 8 FY 2 0 1 9 $ B i l l i o n 61 121 New Construction Trend -4 . 8 % - 6 3 . 0 % - 2 9 . 7 % + 7 7 1 . 0 % - 6 8 . 8 % - 8 2 . 3 % -2 . 0 % - 1 9 . 3 % + 9 4 . 8 % + 7 5 . 4 % + 3 3 6 . 4 % - 2 6 . 3 % - 7 8 . 3 % $- $0.20 $0.40 $0.60 $0.80 $1.00 $1.20 $1.40 $1.60 $1.80 $2.00 FY 2 0 0 7 FY 2 0 0 8 FY 2 0 0 9 FY 2 0 1 0 FY 2 0 1 1 FY 2 0 1 2 FY 2 0 1 3 FY 2 0 1 4 FY 2 0 1 5 FY 2 0 1 6 FY 2 0 1 7 FY 2 0 1 8 FY 2 0 1 9 $ B i l l i o n Preliminary Millage Rate Preliminary Millage Rate 122 62 123 Preliminary Millage Rate Preliminary FY 2020 budget assumes no change in the operating millage rate of 5.7288 Debt service portion of the millage rate will increase from current millage of 0.1600 each year per debt service schedule for 1st tranche and future tranches Will adopt maximum millage rate on July 31st (Tentative) Use of RDA Funds Use of RDA Funds 124 63 Prior Uses of RDA Funds 125 Expenditure FY 2018 FY 2019 HUD Repayment $ 1,079,000 $ 0 Fillmore 40-Year Certification 654,734 0 Above Ground Costs for West Ave Phase II and 11th Street Flamingo Neighborhood 3,118,266 0 Replace Parking Fund Transfer to General Fund 0 4,400,000 Transfer to PAYGO Capital Fund 0 872,000 Total $ 4,852,000 $ 5,272,000 Proposed Uses of RDA Funds 126 Expenditure FY 2020 FY 2021 FY 2022 FY 2023 Replace Parking Fund Transfer to General Fund $ 4,400,000 $ 3,400,000 $ 2,400,000 $ 1,400,000 Replace General Fund Fleet with Cash 1,067,000 2,276,000 3,491,000 4,713,000 Total $5,467,000 $ 5,676,000 $ 5,891,000 $ 6,113,000 Funding from RDA to General Fund ends in FY 2023 per 4th Amendment to agreement with County 64 YEAR Parking Fund Transfer to General Fund FISCAL YEAR $ FY 2011 3,600,000 FY 2012 7,200,000 FY 2013 7,200,000 FY 2014 8,400,000 FY 2015 8,400,000 FY 2016 8,400,000 FY 2017 6,400,000 FY 2018 4,400,000 FY 2019 1,166,000 FY 2020 1,166,000 Recommendation: •Eliminate transfer to the General Fund completely •Reduce use of RDA Amendment proceeds over time in the General Fund 127 3. 6 7. 2 7. 2 8. 4 8. 4 8. 4 6. 4 4. 4 1. 2 1. 2 0 1 2 3 4 5 6 7 8 9 FY11 FY12 FY13 FY14 FY15 FY16 FY17 FY18 FY19 FY20 Mi l l i o n s General Fund Enhancements 2018 2019 2020 2021 2022 65 129 Re c u r r i n g E n h a n c e m e n t s Enhancement Proposed Pay-Go Increase $ 500,000 Pension Liability 250,000 OPEB Liability 250,000 Sub-Total $ 1,000,000 Additional Contributions 130 Ge n e r a l F u n d Enhancement FY 2020 FY 2021 Full-Time Police Officer Trainee Over-Hire Positions (15)$532,000 $1,591,000 Recurring Enhancement Would hire 7 positions on target date of April 1, 2020 and 8 on July 1, 2020 66 131 Ge n e r a l F u n d Enhancement Proposed Re-write of City’s Land Development Regulations (Additional $300k cost in FY 2021)$400,000 Sea Level Rise Impact Study 300,000 South Pointe Park Cutwalk / Government Cut Erosion Revetment 200,000 Economic Vitality Strategic Plan 200,000 Small Business Development Program 75,000 Marketing / Branding Profiles 50,000 South Beach Store Front Covers 35,000 Total $1,260,000 One-Time Enhancements Note: One-time enhancements would be funded from FY 2019 year-end savings Potential Revenue Sources Potential Revenue Sources 132 67 Indexing Fees to CPIIndexing Fees to CPI 133 1.Index City’s Fees to CPI, with the exception of penalties 2.Move All Fees to Appendix A of City Code in order to increase transparency 3.Standardize CPI Index citywide: Miami-Fort Lauderdale & West Palm Beach 134 Finance & Citywide Projects Committee Recommendations In d e x i n g F e e s t o C P I 68 135 Projected Impact $ 1M All Fees $ 208K Building Fees $ 792K General Fund FeesIn d e x i n g F e e s t o C P I Advertising and Sponsorships Advertising and Sponsorships 136 69 137 Exterior Advertising Trolleys $ 307K included in Transportation’s FY 2020 budget Convention Center & Parks Naming Rights 138 YOUR BRAND Naming rights for the Convention Center may require referendum Goal: Present final recommendations from RFQ at June Commission meeting 70 139 Terms of Naming Rights Deals for Comparison and Research Sponsorships 140 YOUR BRANDCommission Approval Required 71 Fleet Building and Exterior Garage Advertising 141 Not Recommended by Administration Collective Bargaining Update Collective Bargaining Update 142 72 Expiring Agreements 143 Fraternal Order of Police (FOP) 399 Intl. Assoc. of Fire Fighters (IAFF) 213 Communications Workers of America (CWA) 330 Gov. Supervisors Assoc. of Florida (GSAF) 61 American Federation of State, County and Municipal Employees (AFSCME) 406 All five collective bargaining agreements expire in FY 2019 IAFF -Ratified by City Commission May 8th 144 Highlights: COLA o 0% October 2018 o 1% April 1, 2020 o 1% April 1, 2021 Modifications to certain assignment pays Modifications to paid leave provisions Pension buyback provision paid by the employee to purchase past service for military and fire service Modifications to the promotional process Modifications to the method used to determine contributions to the IAFF Health Trust 73 GSAF Tentative Agreement 145 The City reached tentative agreement with the GSAF on May 3, 2019 . Ratification by the bargaining unit is pending. Highlights: COLA o 1% October 1, 2018 o 1% October 1, 2019 o 1% October 1, 2020 (2% COLA possible if general fund revenue growth exceeds 10%) Modifications to certain skill and certification pays Modifications to paid leave provisions Establishment of a landfall team for natural disasters Modifications to uniform allowances FOP 146 Negotiations are ongoing with the FOP and we expect to conclude within several more meetings Highlights: COLA o 0% October 2018 o 1% April 1, 2020 o 1% April 1, 2021 Modifications to certain assignment pays Modifications to paid leave provisions Pension buyback provision paid by the employee to purchase past service for military and police service Modifications to the promotional process Modifications to the method used to determine contributions to the IAFF Health Trust Modifications to grievance resolution process 74 AFSCME and CWA 147 AFSCME - Introductory meeting was held on May 7th. The meeting was cordial and extended negotiations are not expected. CWA - Recently removed its longtime President and terminated the union’s paid office employee. A first meeting is scheduled for May 24th. Early indications from the new leadership is that the union wants to establish a more positive relationship with the City Administration and reach an agreement soon. Office of the Inspector General Office of the Inspector General 148 75 149 ORIGINAL MERGED Office of the Inspector General FTE Budget *Internal Audit:4.35 $852,000 OIG:5.00 $1,071,000 Total: 9.35 $1,923,000 FTE Budget Internal Audit/OIG:7.35 $1,317,000 •Results in $606,000 in savings •Reclassified vacant Internal Auditor to Inspector General •Legal services to be provided by the City Attorney’s Office •3 new positions instead of 5 •Assumes no surcharge on City contracts *General Fund only – 6.65 FTE funded by Resort Tax, Sanitation, and Parking Office of the Inspector General STATUS ○Office space identified in Historic City Hall ○Position advertised March 29, 2019 ○Recruitment closed April 12, 2019 ○61 applications received ○Next step: Interview Panel 150 76 Special Taxing DistrictsSpecial Taxing Districts 151 10/01/2018 10/01/2020 10/01/2020 152 Special Taxing Districts / Assessments Miami Beach Security Guard Special Taxing Districts Biscayne Point Biscayne Beach Allison Island Star Island Palm and Hibiscus Island Transfer Date 77 153 Special Taxing District Timeline May 2019 Resolutions authorizing transfer presented to Board of County Commissioners for approval July - September 2019 City to pass joint resolution accepting and ratifying County resolution December 2019 Election Date on Joint Resolution to transfer district January 2020 City becomes new governing body of district September 15, 2020 Deadline for City to adopt non-ad valorem assessment roll October 1, 2020 Effective transfer date 154 Sp e c i a l T a x i n g D i s t r i c t s Recommendations for FY 2021 Property Management 1 Position for Contract Management for Maintenance and Services Budget and Finance 1 Position for Annual Budget Preparation and Oversight; Financial Accounting and Reporting; Uniform method for collecting non-ad valorem assessments compliance Additional positions to be funded by potential administrative fees collected (Estimated $90K) 78 155 Resort Tax Fund Resort Tax Fund Resort Tax Revenues 156 Revenue FY 2020 Notes Increase in 2% Resort Tax collections $ 1,497,000 Based on collections thru April 2019 and 1% increase over prior year collections thru September; FY 2020 assumes 2% increase over FY 2019 projection as of April 2019 Increase in projected interest income 616,000 Decrease in Fund Balance for "One-Time" Expenditures in FY 2019 (651,000) Decrease in miscellaneous revenue (22,000)Includes special assessments and Resort Tax account registration fees Total $ 1,440,000 79 Resort Tax Expenditures 157 Expenditure FY 2020 Notes Additional Transfer to Sanitation $ 727,000 $ 2.5M of $ 3.7M recommended GMCVB Contribution 461,000 Lummus Park Cultural Activation Programming (transferred from General Fund)100,000 VCA Contribution 72,000 Additional Cultural Activation Programming in FY 2019 35,000 Memorial Day weekend One-Time FY 2019 TOPS Pilot Program (151,000) 5 Officers on Ocean Drive (City pays 40% of Annual Cost of $367,000) Resort Tax Contingency (774,000) 2% Merit for all groups, except 5% Step for Police and Fire, and 10% increase in health over FY 2019 projections 222,000 Police, Code Compliance, Internal Audit, and Finance Decrease in miscellaneous operating expenditures (2,000) Total $ 690,000 2% Resort Tax Fund Preliminary Budget 158 FY 2019 FY 2020 Var. ($) Var. (%) Revenues $ 60,622,000 $ 62,062,000 $ 1,440,000 2.4% Expenditures 60,622,000 61,312,000 690,000 1.1% Surplus / (Gap)$ 0 $ 750,000 80 159 Re s o r t T a x Recurring Enhancements Enhancement Year 1 Year 2 Enhanced Spring Break Public Safety $ 2,615,000 $ 2,723,000 Tourism Off-Duty Police Services (TOPS) 151,000 151,000 Additional Holiday Lighting 140,000 140,000 Cultural Crawl 120,000 120,000 Miami Design Preservation League (MDPL) – Art Deco Weekend 100,000 100,000 High-Impact Events (Fire) 100,000 100,000 Special Events Producer Position (Split-Funded: GeneralF u n d & R e s o r t T a x )46,000 57,000 Gay Pride Ferris Wheel 25,000 25,000 Total $ 3,297,000 $ 3,416,000 160 Re s o r t T a x One-Time Enhancements Enhancement Proposed Super Bowl Police Services $ 1,500,000 City Services – Super Bowl (TCD) 250,000 Orange Bowl Contribution 150,000 Total $ 1,900,000 Note: One-time enhancements would be funded from Resort Tax reserve 81 Public Safety Enhancements 161 $ 1.3M will fund special event staffing from Monday, January 27th through Sunday, February 2nd : o 35 Officers at Convention Center for NFL Experience o 20 SWAT Officers (10 at MBCC, 10 Citywide) o 10 K-9 Officers (MBCC/Citywide) o 16 motor squad officers transportation-related details o 20-40 officers for enhanced staffing in Entertainment District $ 200K will fund additional staffing and operational expenditures for NFL-sponsored events 162 Super Bowl –One-Time Resort Tax Po l i c e E n h a n c e m e n t 82 163 Po l i c e E n h a n c e m e n t $ 2.6M$ 1.1M Enhancement Request FY 2020 Preliminary Budget Total $ 3.7M Spring Break –Recurring Resort Tax $ 1.79M will fund Alpha/Bravo staffing from Monday, March 9th to Monday, March 23rd (15 days) Officers will be staffed and deployed similar to Memorial Day Weekend for weekends of March 14th –M a r c h 1 6th and March 20th –M a r c h 2 3rd Additional officers from outside agencies will be utilized on the weekend of March 14th –M a r c h 1 6th and March 20th –M a r c h 23rd : o Friday – 50 Officers o Saturday and Sunday – 100 Officers 164 Po l i c e E n h a n c e m e n t Spring Break –Recurring Resort Tax 83 $ 825K will fund civilian staffing, equipment, and operational expenditures: o Security guards in residential zones on weekends of March 14th –M a r c h 1 6th and March 20th –M a r c h 2 3rd o Barricade rentals to control parking and create intersections/buffer zones o Light towers for Lummus Park and Española Way o Food, water, and supplies for staff deployment 165 Po l i c e E n h a n c e m e n t Spring Break –Recurring Resort Tax 166 Fleet Management Fund Fleet Management Fund 84 167 General Fund Fleet Replacement Trend $ 4 . 5 1 M $ 3 . 9 1 M $ 4 . 6 4 M $ 4 . 9 5 M $ 5 . 1 1 M $ 0 . 0 0 M $ 2 . 5 1 M $ 3 . 0 3 M $ 0.00 M $ 1.00 M $ 2.00 M $ 3.00 M $ 4.00 M $ 5.00 M $ 6.00 M 2012 2013 2014 2015 2016 2017 2018 2019 168 5-Year Vehicle & Equipment Replacement Plan $ 7.50 M $ 11.10 M $ 9.30 M $ 5.50 M $ 5.80 M $ 0.00 M $ 2.00 M $ 4.00 M $ 6.00 M $ 8.00 M $ 10.00 M $ 12.00 M 2020 2021 2022 2023 2024 Contribution from RDA funds would help address these needs 85 YEAR 169 General Fund Maintenance & Repair Expenses Expenditures have increased $1M since FY 2012 Medical & Dental Funds Medical & Dental Funds 170 86 171 Total Claims Trend Me d i c a l & D e n t a l $ 0.00 M $ 0.50 M $ 1.00 M $ 1.50 M $ 2.00 M $ 2.50 M $ 3.00 M 1/ 1 / 2 0 1 5 3/ 1 / 2 0 1 5 5/ 1 / 2 0 1 5 7/ 1 / 2 0 1 5 9/ 1 / 2 0 1 5 11 / 1 / 2 0 1 5 1/ 1 / 2 0 1 6 3/ 1 / 2 0 1 6 5/ 1 / 2 0 1 6 7/ 1 / 2 0 1 6 9/ 1 / 2 0 1 6 11 / 1 / 2 0 1 6 1/ 1 / 2 0 1 7 3/ 1 / 2 0 1 7 5/ 1 / 2 0 1 7 7/ 1 / 2 0 1 7 9/ 1 / 2 0 1 7 11 / 1 / 2 0 1 7 1/ 1 / 2 0 1 8 3/ 1 / 2 0 1 8 5/ 1 / 2 0 1 8 7/ 1 / 2 0 1 8 9/ 1 / 2 0 1 8 11 / 1 / 2 0 1 8 1/ 1 / 2 0 1 9 3/ 1 / 2 0 1 9 172 Transportation Fund Transportation Fund 87 173 Program Funding Source Between FY 2018 and FY 2020, 76%decrease in Parking Fund Transfer & 48% increase in Resort Tax Fund Transfer FY 2020 Prelim Budget Resort Tax QOL Parking PTP Funds Other FY 2018 Budget Tr a n s p o r t a t i o n 174 Intelligent Transportation System Estimated Implementation: March 2020 Benefits: Improve traffic operations, parking information, safety, and event management Citywide May need new funding source to cover ITS maintenance costs in FY 2021 Year Cost Notes FY 2020 $ 894,000 Impact offset by $ 1.25M FDOT Grant in FY 2020 FY 2021 $ 1,532,000Tr a n s p o r t a t i o n 88 175 Mobility Fee Tr a n s p o r t a t i o n Mobility Fee Program - Replaces City’s Existing Concurrency Fee Program Benefits Help the City achieve its future goal of being less car centric Provide funding for the implementation of the Transportation Master Plan (TMP) Multimodal Project Bank Better assess the transportation impacts of new developments Mobility Fee Process 176 Approved by FCWPC February 22nd Referred to Planning Board March 13th Planning Board Review June 25th 1st Ordinance Reading July 89 Mobility Fee Process 177 2nd Ordinance Reading / Adoption September Implemented 3 months after Adoption January 2020 Homeless & Domestic Violence Funding Homeless & Domestic Violence Funding 178 90 Based on current Homeless Trust per capita collections, the City’s equitable share based on its population of 91,917 residents multiplied by the $21.50 per capita cost This amounts to a contribution of $1,976,215 to support homeless and domestic violence services FY 2019 Budget includes $3.4 million for Homeless & Domestic Violence services Despite the fact that these amounts are in excess of an equivalent funding per capita by the rest of Miami-Dade County, the Administration recommends providing funding for the Homeless Trust, and in particular for domestic violence services 179 Homeless and Domestic Violence Funding Ho m e l e s s & D o m e s t i c V i o l e n c e Re-purpose short-term rental (STR) fine revenue Original allowable uses ○First $250K allocated for Homeless Services ○Remainder for Homeless Services (20%) and Affordable Housing (80%) ○Available Balance $513K Transfer available STR revenue to Miami Dade Homeless Trust ○FY 2020: $250K ○FY 2021: $250K 180 Short-Term Action Ho m e l e s s & D o m e s t i c V i o l e n c e 91 Beginning in FY 2022, replace and/or supplement short-term rental fine revenue with Resort Taxes ○Future resort tax revenues are expected to increase from the impact of the Convention Center and Convention Center Hotel Convention Center Hotel revenue ○$2 million guaranteed rent will be split equally between stormwater projects, traffic reduction measures, and education ○Rent payments in excess of the $2 million guaranteed rent can be used to support other public programs or projects 181 Long-Term Plan Ho m e l e s s & D o m e s t i c V i o l e n c e 182 Enterprise Funds Enterprise Funds 92 183 Parking Fund Parking Fund Parking Utilization Rates 184 FY 2015 FY 2016 FY16-FY15 Var. (%) FY 2017 FY17-FY16 Var. (%) FY 2018 FY18-FY17 Var. (%) Total Garage Hours 12,630,463 13,158,578 4.2%12,113,827 -7.9%12,403,103 2.4% Total Lot/Off- Street Hours 5,693,412 5,272,133 -7.4%5,099,289 -3.3%5,136,873 0.7% Total On-Street Hours 8,766,321 6,022,838 -31.3%5,528,940 -8.2%5,537,403 0.2% Total 27,090,196 24,453,549 -9.7%22,742,056 -7.0%23,077,379 1.5% 93 YEAR Parking Fund Transfer to General Fund FISCAL YEAR $ FY 2011 3,600,000 FY 2012 7,200,000 FY 2013 7,200,000 FY 2014 8,400,000 FY 2015 8,400,000 FY 2016 8,400,000 FY 2017 6,400,000 FY 2018 4,400,000 FY 2019 1,166,000 FY 2020 1,166,000 Recommendation: •Eliminate transfer to the General Fund completely •Reduce use of RDA Amendment proceeds over time in the General Fund 185 3. 6 7. 2 7. 2 8. 4 8. 4 8. 4 6. 4 4. 4 1. 2 1. 2 0 1 2 3 4 5 6 7 8 9 FY11 FY12 FY13 FY14 FY15 FY16 FY17 FY18 FY19 FY20 Mi l l i o n s YEAR 186 0 1 2 3 4 5 FY 2017 FY 2018 FY 2019 FY 2020 Mi l l i o n s Parking Fund Transfer to Transportation Fund FISCAL YEAR $ FY 2017 2,517,000 FY 2018 4,668,000 FY 2019 1,521,000 FY 2020 1,102,000 94 187 Proposed Parking Revenue Enhancements 50% Rate Increase 100% Rate Increase 100% Rate Increase + Garages Alternative Rate Flat Rate $30 Spring Break (5 - 4 day weekends) On-Street $115,000 $169,000 $169,000 Off-Street 7,000 10,000 10,000 Garages (based on current hourly rates) 87,000 128,000 99,000 Total $209,000 $307,000 $278,000 Memorial Day (5 days) On-Street $8,000 $11,000 $11,000 Off-Street 1,000 2,000 2,000 Garages (based on current hourly rates) 17,000 25,000 36,000 Total $26,000 $38,000 $49,000 Each Additional 4 Day Weekend as needed On-Street $20,000 $29,000 $29,000 Off-Street 1,000 2,000 2,000 Garages (based on current hourly rates) 14,000 21,000 29,000 Total $35,000 $52,000 $60,000 188 Sanitation Fund Sanitation Fund 95 189 Sa n i t a t i o n Stand-Alone, Independent Fund RDA & Tourist- Related Activities $8M (36%) Total FY 2019 Budget 22.4M 190 Sa n i t a t i o n FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 Transfer in from City Center RDA $ 3,339,000 $ 3,339,000 $ 3,914,000 $ 4,241,000 $ 4,241,000 Transfer in from RDA- Former South Pointe 3,671,000 0 0 0 0 Transfer in from Resort Tax 0 3,671,000 871,000 1,812,000 2,539,000 Total $ 7,010,000 $ 7,010,000 $ 4,785,000 $ 6,053,000 $ 6,780,000 Resort Tax Shortfall Operating Shortfall 0 0 0 0 (2,800,000) (648,000) (1,859,000) (976,000) (1,132,000) (855,000) Use of Fund Balance to Balance Budget $ 0 $ 0 ($ 3,448,000) ($ 2,835,000) ($ 1,987,000) 96 $ 5 . 9 5 M $ 7 . 8 7 M $ 8 . 5 0 M $ 4 . 5 3 M $ 1 . 7 0 M ($ 0 . 2 9 M ) -$ 1.00 M $ 0.00 M $ 1.00 M $ 2.00 M $ 3.00 M $ 4.00 M $ 5.00 M $ 6.00 M $ 7.00 M $ 8.00 M $ 9.00 M 9/30/2015 9/30/2016 9/30/2017 9/30/2018 ADOPTED 09/30/2019 PRELIMINARY 09/30/2020 Sa n i t a t i o n 191 Fund Balance Trend Does not include estimated $ 3.7M for FEMA reimbursement Sa n i t a t i o n 192 Zero Based Budgeting: Building from the Ground Up Will be presented at May 29th Finance and Citywide Projects Committee 97 193 Storm Water Fund Storm Water Fund St o r m w a t e r 194 Operating Budget Ongoing impacts as pump stations are added ○Currently maintain 47 pump stations ○In the past year added 10 pump stations and 2 more coming online this Fall ○Anticipate an additional 30 pump stations over the next 15 years 98 St o r m w a t e r 195 Capital Budget Total program estimated at $658 million per the 2017 AECOM Engineers Report ○1st $100 million funded from Storm Water Bonds issued July, 2015 ■Rate increase of $7.61 or 84% for a total of $16.67 per ERU ○2nd $100 million funded from Storm Water Bonds issued December, 2017 ■Rate increase of $6.00 or 36% for a total of $22.67 per ERU ○3rd $100 million to be cash funded from Miami-Dade County Interlocal Agreement St o r m w a t e r 196 Capital Budget (Cont’d) Jacobs Engineering has been tasked with creating a concept plan for integrated water management that will include project size and sequencing ○4th $100 million originally anticipated to be issued in 2022 with rate increase in FY 2019 ■Rate increase of $4.59 or 19.7% ○Based on latest timing of implementation, a rate increase would be needed in Spring 2020 or projects may be delayed 99 197 Water & Sewer Funds Water & Sewer Funds Wa t e r & S e w e r 198 Update No rate increases are recommended at this time Water and Sewer improvements are often contingent on projects in the Storm Water program Updated capital plan is pending from Hazen and Sawyer ○Water & Sewer project needs will be quantified at the completion of the study ○Future rate increases to fund projects is likely 100 Next Steps 199 Capital Budget & Preliminary Operating Budget Update June 14th Operating Budget July 19th Finalize Budgets July 26th Finalize maximum millage rates for Property Appraiser July 31st Next Steps 200 City Manager and OMB finalize Proposed Budget August •First public hearing o Adopt tentative millage rates o Adopt tentative operating and capital budgets September 11th Beginning of Fiscal Year 2020 October 1st •Second public hearing o Adopt final millage rates o Adopt final operating and capital budgets September 25th 101 201 Thanks!Thanks!