Resolution 2020-31419 -
RESOLUTION NO. 2020-31419
A RESOLUTION OF THE MAYOR AND CITY COMMISSION OF
THE CITY OF MIAMI BEACH, FLORIDA, ADOPTING
TENTATIVE BUDGETS FOR THE GENERAL, G.O. DEBT
SERVICE, RDA AD VALOREM TAXES, ENTERPRISE,
INTERNAL SERVICE, AND SPECIAL REVENUE FUNDS FOR
FISCAL YEAR 2021 SUBJECT TO A SECOND PUBLIC
HEARING SCHEDULED ON TUESDAY, SEPTEMBER 29, 2020,
AT 5:01 P.M.
WHEREAS, the City Manager's total proposed Fiscal Year (FY) 2021 operating budget,
net of transfers and Internal Service Funds, as amended at the September 16, 2020 City
Commission meeting, is $626,068,000 including the General, General Obligation (G.O.) Debt
Service, RDA Ad Valorem Taxes, Enterprise, and Special Revenue Funds, as shown in
Composite Exhibit"A"; and
WHEREAS, the proposed General Fund operating budget, as amended, totals
$328,079,000; and
WHEREAS, the proposed budgets for the Enterprise Funds, as amended, total
$217,767,000; and
WHEREAS, the proposed budgets for the Internal Service Funds, which are wholly
supported by transfers from the General Fund, Enterprise Funds, the Redevelopment District,
and Special Revenue Funds, total $107,038,000; and
WHEREAS, the proposed budgets for the Special Revenue Funds total $93,154,000; and
WHEREAS, in order to utilize prior year fund balance/reserves to fund recurring costs in
the FY 2021 budgets for the General Fund, Building Fund, and Convention Center Fund in
accordance with the proposed FY 2021 budget balancing plans presented at the Finance and
Economic Resiliency Committee Budget Briefings, the Mayor and City Commission would need
to waive the City's established policy of not utilizing one-time, non-recurring revenue to fund
recurring personnel, operating, and maintenance costs; and
WHEREAS, Section 932.7055 of the Florida Statutes sets forth the purpose and
procedures to be utilized for the appropriation and expenditures of the Police Confiscated Trust
Fund; and
WHEREAS, the proceeds and interest earned from the Police Confiscated Trust Fund are
authorized to be used for crime prevention, safe neighborhoods, drug abuse education and
prevention programs, or for other law enforcement purposes; and
WHEREAS, the Chief of Police is authorized to expend these funds following a request to
the City of Miami Beach Commission, and only upon appropriation to the Miami Beach Police
Department by the City of Miami Beach Commission; and
WHEREAS, the Chief of Police of the City of Miami Beach has submitted a written
certification (attached as Exhibit "B") which states that this request complies with the provisions
of Section 932.7055 of the Florida Statutes and the Guide to Equitable Sharing of Federally
Forfeited Property for Local Law Enforcement Agencies; and
WHEREAS, the Police Confiscation Trust Fund budgets for FY 2021 in the amount of
$294,000 shall be funded from State Confiscation Funds in the amount of$164,000 and Federal
Treasury and Justice Confiscation Funds in the amount of$130,000, as reflected in the attached
Exhibit"B"; and
WHEREAS, funds in the amount of$294,000 are available in the Police Confiscated Trust
Funds; and
WHEREAS, the City of Miami Beach is authorized to assess $2.00 from court costs for
criminal proceedings for expenditures for Criminal Justice Education degree programs and
training courses for officers and support personnel of the Miami Beach Police Department
pursuant to Section 938.15 of the Florida Statutes; and
WHEREAS, the Police Training and School Resources Fund is currently funded with the
assessed criminal justice education expenditures for the City of Miami Beach pursuant to Section
938.15 of the Florida Statutes, in the amount of$25,000, as reflected in the attached Exhibit"C";
and
WHEREAS, the Chief of Police of the City of Miami Beach has submitted a written
certification (attached as Exhibit "C") which states that this request complies with the provisions
of Sections 938.15 and 943.25 of the Florida Statutes and the guidelines established by the
Division of Criminal Justice Standards and Training; and
WHEREAS, the City of Miami Beach Police Department intends to utilize the $25,000 for
those purposes as authorized pursuant to Section 938.15 of the Florida for education degree
programs and training courses for officers and support personnel of the Miami Beach Police
Department; and
WHEREAS,Section 705.105 of the Florida Statutes sets forth the procedure for unclaimed
evidence which is in the custody of the Miami Beach Police Department and permanently vests
in the Miami Beach Police Department sixty (60) days after the conclusion of the criminal
proceeding; and
WHEREAS, $29,000 has been in the custody of the Miami Beach Police Department
Property and Evidence Unit in excess of the statutory period set forth in Section 705.105 of the
Florida Statutes; and
WHEREAS, said funds have vested permanently in the Miami Beach Police Department,
and have now been placed in the Police Unclaimed Property Account, as provided by Resolution
No. 90-19931, adopted on March 7, 1990; and
WHEREAS, the Miami Beach Police Department seeks to purchase those items identified
in the attached Exhibit"D" with funds in the Unclaimed Property Account Fund; and
WHEREAS, the Miami Beach Cultural Arts Council (CAC) was established by the Mayor
and City Commission on March 5, 1997; and
WHEREAS, the mission of the CAC is to develop, coordinate, and promote the visual and
performing arts in the City of Miami Beach for the enjoyment, education, cultural enrichment, and
benefit of the residents of, and visitors to, the City of Miami Beach; and
WHEREAS, the Mayor and City Commission adopted the Cultural Arts Master Plan on
June 3, 1998, identifying the following program areas for the CAC: cultural arts grants; marketing;
facilities; advocacy and planning; and revenue development; and
WHEREAS, pursuant to its enabling legislation, the CAC's budget for each fiscal year
shall be adopted by the Mayor and City Commission; and
WHEREAS, accordingly, the CAC recommends a $1,750,000 budget allocation for FY
2021 to continue implementation of its programs; and
WHEREAS, from January 6, 2020 through June 4, 2020, the Cultural Affairs staff and the
CAC conducted its application and review process for its FY 2021 Cultural Arts Grant Programs;
and
WHEREAS, grants panelists, comprised of the CAC members, yielded 52 viable
applications; and
WHEREAS, the CAC, at its regular meeting on July 9, 2020, reviewed the grant panelists'
recommendations and unanimously supported the recommended Cultural Arts awards totaling
$847,805 for FY 2021, as more specifically identified in the"Proposed FY 2021 Funding" column
in Exhibit"E," attached hereto; and
WHEREAS, the City Manager has reviewed the recommended Cultural Arts awards and
concurs with same; and
WHEREAS, the Miami Beach Visitor and Convention Authority (MBVCA) was created
pursuant to Chapter 67-930 of the Laws of Florida, and Sections 102-246 through 102-254 of the
Code of the City of Miami Beach; and
WHEREAS, pursuant to its enabling legislation, the MBVCA's budget for each fiscal year
shall be presented to the Mayor and Commission; and
WHEREAS, the MBVCA has recommended approval of the proposed work plan and
budget for FY 2021, in the amount of$2,575,000, to continue implementation of its programs as
shown in Exhibit"F."
NOW, THEREFORE, BE IT DULY RESOLVED BY THE MAYOR AND THE CITY
COMMISSION OF THE CITY OF MIAMI BEACH, FLORIDA, that the Mayor and City
Commission of the City of Miami Beach, Florida hereby adopt the tentative budgets, as amended
at the September 16, 2020 City Commission meeting, for the General,G.O. Debt Service, RDA
Ad Valorem Taxes, Enterprise, Internal Service, and Special Revenue Funds for Fiscal Year 2021
as shown in Composite Exhibit"A" (Total Revenues and Expenditures by Fund and Department),
Exhibit "B" (Confiscated Trust Funds), Exhibit "C" (Police Training & School Resources Fund),
Exhibit "D" (Police Unclaimed Property Account), Exhibit "E" (Cultural Arts Council Grants), and
Exhibit "F" (MBVCA), subject to a second public hearing scheduled on Tuesday, September 29,
2020, at 5:01 p.m., and waive the City's policy of not utilizing one-time, non-recurring revenue to
fund recurring personnel, operating, and maintenance costs in the General Fund, Building Fund,
and Convention Center Fund for FY 2021 in accordance with the proposed balancing plans
presented at the Finance and Economic Resiliency Committee Budget Briefings.
PASSED AND ADOPTED this 16th day of September, 2020.
ATTEST: PPROVED AS TO
GUAGE
SAF r cy-, Dan Gelber, Mayor g FOR EXECUTION
I(VI Zjeut
Rafael E. Granado, ity Clerk 1N(ORP)O VIED'
• GtyA • Oats
4
COMPOSITE EXHIBIT A
TOTAL REVENUE SUMMARY BY FUND AND MAJOR CATEGORY
Fiscal Year 2021
•
G.O.DEBT SPECIAL INTERNAL
FUNCTION/DEPARTMENT GENERAL SERVICE RDA ENTERPRISE REVENUES TOTALS SERVICE
GENERAL OPERATING REVENUES
Ad Valorem Taxes $ 193,218,000
Ad Valorem-Capitol Renewal&Repl. 807,000
Ad Valorem-Pay-As-You{apital 2,592,000
Ad Valorem Normandy Shores 173,000
Other Taxes 24,083,000
Licenses and Permits 13,925,000
Intergovernmental 11,254,000
Charges for Services 13,061,000
Fines&Forfeits 1,069,000
Interest Earnings 2,769,000
Rents&Leases 5,954,000
Miscellaneous 15,125,000
Resort Tax Contribution 18,639,000
Other Non-Operating Revenue 16,910,000
Use of General Fund Reserves 8,500,000
FUND TOTAL $328,079,000 $328,079,000
G.O.DEBT SERVICE FUND
Ad Valorem Taxes 12,798,000
FUND TOTAL $ 12,798,000 $ 12,798,000
RDA FUND-CITY TIF Only
AD VALOREM TAXES
Property Taxes-RDA City Center(net( 31,110,000
FUND TOTAL $ 31,110,000 $ 31,110,000
ENTERPRISE FUNDS
Building 16,596,000
Convention Center 26,318,000
Parking 36,847,000
Sanitation 22,124,000
Sewer Operations 49,226,000
Storm Water Operations 31,159,000
Water Operations 35,497,000
FUND TOTAL $217,767,000 $217,767,000
INTERNAL SERVICE FUNDS
Central Services 1,042,000
Fleet Management 13,216,000
Information Technology 17,652,000
Office of Inspector General 1,459,000
Property Management 10,956,000
Risk Management 22,455,000
Medical&Dental Insurance 40,258,000
FUND TOTAL $ 107,038,000
SPECIAL REVENUE FUNDS
Education Compact 350,000
Resort Tax 69,330,000
Tourism&Hospitality Scholarships 80,000
Cultural Arts Council 1,750,000
Sustainability 590,000
Waste Haulers 106,000
Normandy Shores 269,000
Biscayne Point 221,000
Allison Island 221,000
Biscayne Beach 221,000
5th&Alton Garage 643,000
7th St.Garage 2,028,000
Transportation 7,851,000
Tree Preservation 105,000
Commemorative Tree Trust Fund 3,000
People's Transportation Plan 4,239,000
Police Confiscations-Federal 130,000
Police Confiscations-State 164,000
Police Crash Report Sales 25,000
Police Unclaimed Property 29,000
Police Training 25,000
Red light Camera 1,407,000
Residential Housing 813,000
E-911 669,000
Information&Technology Tech 300,000
Art In Public Places 21,000
Beach Renourishment 1,500,000
Beachfront Concession Initiatives 44,000
Adopt.A-Bench 20,000
FUND TOTAL $ 93,154,000 $ 93,154,000
TOTAL ALL FUNDS $328,079,000 $ 12,798,000 $ 31,110,000 $217,767,000 $ 93,154,000 $682,908,000 $ 107,038,000
Less Transfers (56,840,000(
GRAND TOTAL-AU.FUNDS $626,068,000
EXHIBIT B
Miami Beach Police Department
Confiscations - Federal & State Funds
FY 2021 Proposed Budget
Federal Funds (603):
FY 2021
Proposed Budget
Organizational Development Travel & Off-site Testing $ 70,000
Bulletproof Vest Partnership 60,000
Total Federal Funds (603) $ 130,000
State Funds (607):
FY 2021
Proposed Budget
Costs connected with the prosecution/processing of forfeitures $ 18,000
Crime Prevention initiatives & School Liaison Projects 15,000
AR Rifle Program/initiative- City's match for reimbursement of rifles at $500 15,000
Drug abuse treatment, drug and crime prevention education, non-profit . 32,500
community based programs
Departmental training 83,500
Total State Funds (607) $ 164,000.
Total;:;Federal &.State Funds . $ 294,000
EXHIBIT B
CERTIFICATION
I, Richard Clements, Chief of Police, City of Miami Beach, do hereby certify that the
aforementioned proposed request for expenditures from the City of Miami Beach Police
Confiscation Trust Fund, for the FY 2020/21 fiscal year providing funds for expenditures,
complies with the provisions of Section 932.7055(4) (a), Florida Statutes, and the Guide
to Equitable Sharing of Federally Forfeited Property for Law Enforcement Agencies.
a
Richard Clements
Chief of Police
Miami Beach Police Department
19, [S42
Date
EXHIBIT C
Miami Beach Police Department
Police Training and School Resources Fund
FY 2021 Proposed Budget
Police Training and School Resources Funds (608):
FY 2021
Proposed Budget
Education of police personnel at various schools, conferences, and workshops, as well $ 25,000
as training and operational supplies
Total Funds $ 25,000'.
EXHIBIT C
CERTIFICATION
I, Richard Clements, Chief of Police, City of Miami Beach, do hereby certify that the
aforementioned proposed request for expenditures from the City of Miami Beach Police
Training & School Resources Fund, for the FY 2020/21 fiscal year, to provide funds for the
education of police personnel at various schools, conferences, and workshops and for the
purchase of training and operational supplies, is in accordance with the guidelines
established by the Division of Criminal Justice Standards and Training, as provided by
Section 938.15 and 943.25, Florida Statutes.
Richard Clements
Chief of Police
Miami Beach Police Department
4 � t9
Date
EXHIBIT D
Miami Beach Police Department
Unclaimed Property Account
FY 2021 Proposed Budget
Special Revenue Funds:
FY 2021
Proposed Budget
Community Activities $ 16,000
Law Enforcement Equipment and Supplies 8,000
Facilities Maintenance 5,000
'Total Funds $ 29,000
EXHIBIT E
Cultural Arts Council Grant Recommendations FY 2021
Miami Beach Cultural Anchors Recommended FY 2021 Funding
Florida International University-Miami Beach Urban Studios $20,960
Florida International University-Wolfsonian $26,227
Florida International University-Jewish Museum of Florida $20,907
Friends of the Bass Museum,Inc. $26,600
Friends of the Miami-Dade Public Library,Inc. $7,617
Miami Beach Film Society(Miami Beach Cinematheque) $17,133
Miami Beach Garden Conservancy $18,550
Miami City Ballet $26,413
Miami Design Preservation League $21,280
Miami New Drama $22,533
New World Symphony $27,129
O'Cinema(Living Arts Trust) $21,280
Oolite Arts $25,293
The Holocaust Memorial Committee,Inc. $21,760
The Rhythm Foundation,Inc. $22,933
University of Wynwood $21,867
CULTURAL ANCHORS SUBTOTAL $348,482
Miami Beach.Cultural Presenters Recommended FY 2021 Funding
FILM
Center for the Advancement of Jewish Education(CAJE) $16,289
Inffinito Art&Cultural Foundation,Inc. (Brazilian Film Festival) $15,931
Italian Film Festival(Cinema Italy) $15,573
Miami Gay and Lesbian Film Festival,Inc. $16,468
Miami Short Film Festival $7,697
SUBTOTAL $71,958
MULTI-DISCIPLINARY
Edge Zones $10,874
FUNDARTE,Inc. $15,931
Miami Light Project $7,876
National Foundation for the Advancement in the Arts,Inc.(Young Arts) $17,005
South Florida Composer's Alliance $15,036
SUBTOTAL $66,722
THEATER
Fantasy Theater Factory $16,110
SUBTOTAL $16;110
VISUAL ARTS
Interactive Initiative $14,678
SUBTOTAL $14,678.
OPERA
Florida Grand Opera $15,931
The Opera Atelier $14,284
SUBTOTAL • $30,215
EXHIBIT E
Cultural Arts Council Grant Recommendations FY 2021
DANCE
Ballet Flamenco La Rosa,Inc. $14,857
Cuban Classical Ballet of Miami Corp. $15,036
Miami Hispanic Ballet Corp. $15,215
Peter London Global Dance Company,Inc. $15,394
Siempre Flamenco,Inc. $15,036
The Dance NOW!Ensemble,Inc. $16,110
SUBTOTAL $91,648
MUSIC, -
Buskerfest Miami $15,036
Community Arts and Culture,Inc. $15,394
Global Arts Project $15,752
Great Miami Youth Symphony of Dade County $1,128
Miami Chamber Music Society $15,573
Miami Children's Chorus,Inc. $9,957
Miami Gay Men's Chorus $2,694
Miami Music Festival $16,647
Nu Deco Ensemble,Inc. $16,826
Orchestra Miami $15,752
Patrons of Exceptional Artists,Inc. $15,215
Power Access,Inc. $15,752
Seraphic Fire $16,289
South Beach Chamber Ensemble,Inc. $12,002
South Florida Symphony Orchestra $7,686
Young Musicians Unite $16,289
SUBTOTAL $207,992
CULTURAL PRESENTERS SUBTOTAL $499,323
TOTAL $847,805
EXHIBIT F
MBVCA FY 2020/2021 COMMISSION MEMO AND BUDGET
ADMINISTRATION RECOMMENDATION
Adopt the Budget
ANALYSIS
BACKGROUND
The Miami Beach Visitor and Convention Authority(MBVCA)was created and exists pursuant to Chapter 67-930
of the Laws of Florida and Sections 102-246 through and including 102=254 of the Code of the City of Miami Beach
(CM B).
According to Sec. 102-251,the MBVCA is to take"all necessary and proper action to promote the tourist industry
for the city, including but not restricted to causing expert studies to be made, promotional programs, the
recommendations and development of tourist attractions and facilities within the city,and to carry out programs
of information, special events, convention sales and marketing, advertising designed to attract tourists, visitors
and other interested persons."The MBVCA also has the duty of making all necessary rules and regulations for the
efficient operations of the authority.
The MBVCA is a seven-member authority. Each member is appointed by the City of Miami Beach Commission,
with the goal of encouraging, developing and promoting the image of Miami Beach locally, nationally and
internationally as a vibrant community and tourist destination. To this end, the MBVCA strategically focuses its
funding investments in a balanced manner, fostering outstanding existing programs, stimulating new activities,
and encouraging partnerships.The MBVCA is committed to a careful, long-term plan for allocation of resources
to build the uniqueness of Miami Beach as one of the world's greatest communities and tourism destinations.
A budget revenue projection is provided to the MBVCA by the City of Miami Beach Budget Office annually based
on 5% of the 2% Resort Tax, less 4%for administrative allowance. On an annual basis the MBVCA must provide
the City with a budget,on City forms, based on this projection as outlined in Sec. 102-252, before October 1st
The MBVCA normally budgets funding below the City's projection,as the collection of funds can differ substantially
from projection,such as the result of unanticipated problems like an airline strike,terrorism, economic issues or
storms. In 2008, revenue collections came in $48,000 underestimated projection, and in 2001 the revenue
collection was down approximately$300,000 from projection.When and if there are unallocated funds remaining
at the end of the budget year,those funds are either rolled over and allocated in the next budget year,or retained
in MBVCA accounts for future reserves, endowment funding;to address any funding reductions in future years.
In 2001, by statute,the MBVCA began investing in the creation of an endowment fund.
The MBVCA is required by law to maintain reserve bank accounts in approved public depositories,with sufficient
reserves to cover one year of funding,which it does.Reserves are maintained to pay grant recipients(contracted)
for the previous program funding cycle, and to ensure that sufficient funds can be invested to stimulate tourism
in the future. The level of reserves was modified in 2011 in order to maximize the value and impact of tourism
directed funds.
The MBVCA submits an annual Program of Work to the CMB as required by Sec. 102-281.
FY 2019/2020 REVIEW/TOURISM ADVANCEMENT PROGRAM(TAP)
The MBVCA Tourism Advancement Program (TAP) was established to promote Miami Beach as a sophisticated
tourist destination by increasing the number of visitors;through enhancement of visitors' experiences;through
the allocation of funds granted to events or programs that bring visitors to the CMB and strengthen the CMB
brand. In fiscal year 2019/2020, the MBVCA funded the TAP in seven categories, including: Development
Opportunities, Film Incentive, Major One Time Special Event, Special Events Recurring, Special Projects, Special
Projects Recurring,and Tourism Partnerships.
1
EXHIBIT F
MBVCA FY 2020/2021 COMMISSION MEMO AND BUDGET
A total of$1,085,000 was originally awarded in FY 2019/2020, compared to$1,028,575 in FY 2018/2019. Due to
the COVID-19 global pandemic, the total awarded decreased to $732,519. The decrease was due to the
cancellation of several events between the months of March and September 2020 along with an overall reduction
to all outstanding grants,due to the decrease in the MBVCA's budget.
Grants funded in partnership with the CMB are critical, branded tourism-related programs, such as the Food
Network&Cooking Channel South Beach Wine+Food Festival and UNTITLED,Art in Miami Beach;both examples
of events whose beginnings in Miami Beach stem from grants provided by the MBVCA;events that could easily be
recruited by other destinations.
FY 2020/2021 TOURISM ADVANCEMENT PROGRAM
The MBVCA strategically focuses its funding to maximize tourism and brand;to improve Miami Beach by focusing
on events and projects that generate significant publicity; strengthen brand and increase tourism (generating
critical resort taxes for Miami Beach).The Board pays significant attention to marquee events.
Review process:
For over a decade, the MBVCA has used a multi-level review process for its grant program and the process is
reviewed annually. The process includes a mandatory pre-proposal staff conference regarding MBVCA policies
and procedures and TAP. During the interview,MBVCA administration advises each potential applicant regarding
the eligibility and appropriateness of the proposed project and determines the grant category best suited to the
potential applicant. Once it is determined that the project is eligible,the MBVCA administration provides further
detail, including required attachments, relevant meeting dates, deadlines, and access to the online Application
Portal. The applicant is provided with an overview of the application submission process. All applications are
submitted through the online Application Portal in a multi-step format.All grant formats and policies are available
on the MBVCA website. By Florida law,all MBVCA meetings are advertised and open to the public;all records are
public records.
Annually,the MBVCA Board reviews and refines grant guidelines with respect to efficacy and effectiveness. In FY
2012/2013,the MBVCA implemented changes to its funding caps and declining scale.The new declining scale and
funding caps allowed the MBVCA to diversify their funding into other areas and initiatives as requested by the City
Administration and/or the Board. In FY 2019/2020 the MBVCA voted to keep the criteria for the Major One Time
Special Event and Special Events Recurring grant categories at a total of 275 hotel room nights, along with
1,000,000 in contracted media impressions, and 1,000,000 in contracted viewership. The Special Projects and
Special Projects Recurring hotel room night;media impressions,and viewership requirements remained at 2,000;
150,000,000, and 15,000,000, respectively. Although the criteria remainder the same, the Board voted to allow
for hotel agreements to be submitted in place of fully executed contracts,to meet the hotel requirement,as long
as they were entered into by the Applicant Organization.This allowed for groups to assume less risk when entering
agreements and also to encourage new events to apply.
The Board also allowed applicants to submit their reviews and/or audits using Generally Accepted Accounting
Principles (GAAP), as well as, prepared in accordance with Statements on Standards for Accounting and Review
Services promulgated by the Accounting and Review Services Committee of the AICPA, for tax basis financial
statements.
The grant criteria guidelines were reviewed for clarity and accuracy, requiring fully executed agreements and
contracts to be submitted prior to proceeding with the next step in the application process. The application
requires hotel room block agreements;media contracts,and/or broadcast/cable/TV contracts in order to proceed
with the grant submission. The criteria must be confirmed before and after funding is awarded.Grant applicants
must meet two of the three criteria in place for each of the MBVCA grant categories. MBVCA grants are paid upon
2
EXHIBIT F
MBVCA FY 2020/2021 COMMISSION MEMO AND BUDGET
performance;therefore,grantees are required to provide post-performance reports in the form of reservation or
pick-up reports from Miami Beach hotels; impressions reports garnered from the organization's PR Firm, or
accompanied by third party confirmation from a media monitoring/press clipping service such as BurrellesLuce to
prove media impressions,and a broadcast post-performance report from a third party reporting delivery of Adult
18+ and Households (HH) in Thousands (000) from Nielsen, Over The Top (OTT), or Comscore/Rentrak for
viewership.
The MBVCA guidelines and application process place emphasis on defining and measuring the economic impact
of each event, as well as, considering the impact and value of marketing, publicity, and television
origination/viewership. Questions concerning the economic impact of the program, including requiring an
explanation of various aspects of the marketing plan, and how the numbers of hotel room nights are calculated
and where they are contracted, are also required as part of the application. Standardized recap sheets and point
systems have been developed to give each applicant a score that rates potential success. In 2020/2021, specific
point systems will be developed and implemented for each of the grant categories.The redesign will allow for a
better alignment with the minimum requirements in place within each grant category,focusing the scoring on the
3 grant criteria in place,of which an applicant must meet 2.
Using this tool, the MBVCA can better evaluate the applicant's long-term commitment to the community;
commitment to brand enhancement;value to tourism, and economic impact. The MBVCA Board votes on each
specific and individual grant, and evaluates the grant request, funds available, and possible extenuating
circumstances after a formal presentation is made by the grant applicant to the Board. A question and answer
period follow,with further discussion as needed.
RECURRING PROJECTS:
The MBVCA has a current policy in place to fund recurring projects on a declining scale. The declining scale
encourages recurring events to recruit corporate and private sponsorship and; therefore, not solely rely on
MBVCA funds as a means of sustaining the event year after year. The award category establishes funding caps for
recurring events, funding that can be reduced based on the maximum request for the specific grant category.
Below is the current scale, implemented in FY 2012/2013,and applicable to both non and for-profit agencies.The
declining scale will remain in place for FY 2020/2021.
Year 1 Initial Grant Award
Year 2 No more than 80%of Eligible Request
Year 3 No more than 70%of Eligible Request
Year 4 No more than 60%of Eligible Request
Year 5 New Cycle Begins
CATEGORIES:
TAP funds are currently awarded in seven categories, including: Development Opportunities, Film Incentive,
Initiatives, Major One Time Special Event, Special Events Recurring, Special Projects, Special Projects Recurring,
and Tourism Partnerships.The MBVCA has developed pre-eligibility criteria for grants within these categories.The
criteria allow staff to determine eligibility and the appropriate grant category. Applicants must meet two of three
of the criteria noted.
3
EXHIBIT F
MBVCA FY 2020/2021 COMMISSION MEMO AND BUDGET
Grant Category Contracted Hotel Contracted Media Contracted Television and/or Cable
Room Nights Impressions Broadcast
Development 70 200,000 500,000
Opportunities
Film Incentive* 200 N/A N/A
Major One Time Special 200 1,000,000 1,000,000
Event
Special Events Recurring 200 1,000,000 1,000,000
Special Projects 1,500 100,000,000 10,000,000
Special Projects Recurring 1,500 100,000,000 10,000,000
Tourism Partnerships 175 500,000 5,000 (visitors/attendees/participants)
*Specific requirements are in place for the Film Incentive Grant Program.
Budget
Budget(TAP)FY2020/2021:
The MBVCA has budgeted$1,198,900 for FY 2020/2021 for its Tourism Advancement Program which reflects 47%
of the total budget.This grant funding reflects a decrease of$746,100 from FY 2019/2020. This decrease is due
to the reduction in the projected resort tax collections for FY 2020/2021 due to the current global pandemic and
the MBVCA 50% reduction at the request of the CMB. As a result,grant funding is expected to be reduced.
• The Tourism Partnerships category is budgeted at $81,000, reflecting 3% of the total budget for
2020/2021. The category currently includes applicants at the maximum request cap of$30,000. Three
applications are anticipated to be received.
• The Major One Time Special Event category, representing 7%of the total budget,is budgeted at$180,000
for 2020/2021, The MBVCA expects four to five new events to apply at a maximum request of$45,000
each.The MBVCA works tirelessly to stimulate and recruit new events and is willing and prepared to fund
valuable tourism and brand related events.In fact,the MBVCA works with all partners,city leadership and
media to solicit appropriate new projects. New applicants are expected to include FIBEGA, Slamdance
Film Festival,and two to three additional projects.
• The Special Events Recurring category,reflecting 19%of the total budget,has been calculated at$500,400
for FY 2020/2021 based on the established declining scale and the number of applicants anticipated to
return.
• The Special Projects category is budgeted at$72,000 with one applicant expected at the maximum request
of$90,000 representing 3%of the total budget.
• The Special Projects Recurring category is budgeted at$229,500 and represents 9% of the total budget.
Anticipated applicants include the Orange Bowl Marketing Campaign; Lifetime Miami Marathon, Half
Marathon, and Tropical 5K; the Food Network & Cooking Channel South Beach Wine & Food Festival;
Swim Fashion Week- Paraiso Miami Beach;and Winter Music Conference. These events, recruited and
sustained by the MBVCA,are all marquee events and annually fill the City's hotel rooms.
• The Development Opportunities category is budgeted at$36,000 for FY 2020/2021, representing 1% of
the budget;in anticipation of 2 applicants at the maximum request of$30,000 each.
• The Film Incentive category is budgeted at$100,000 for FY 2020/2021 representing 1%of the budget.
Partnerships
• The Cultural Tourism Program will be merged with Tourism Enrichment and has been budgeted at
$105,000 for FY 2020/2021., representing 4% of the budget. This revised program will allow for
4
EXHIBIT F
MBVCA FY 2020/2021 COMMISSION MEMO AND BUDGET
partnerships with the Miami Beach Cultural Arts Council and other institutions to generate and attract
between 1-3 citywide projects and initiatives that highlight the entire destination.
Another project is the Miami Beach Visual Memoirs Project that was started in 2011/2012 to record, catalogue
and warehouse personal and eyewitness accounts of the history of the City of Miami Beach. The deliverables
included a recorded detailed history of Miami Beach through personal interviews, creating collateral materials
about the history of Miami Beach and identifying comprehensive exhibit concepts that can be implemented to
execute a comprehensive visual memoir library and promotional campaign.
The Miami Design Preservation League(MDPL)in partnership with Close-Up Productions has conducted a total of
130 interviews to date. In previous years,components have included an exhibit that was open to the public daily
and free of charge,initially from mid-October through late November 2012, re-opening during Art Deco Weekend
2013. The documentary played on a loop in the lecture hall portion of the Art Deco Welcome Center. An
educational component was also developed that included a video and teacher guide for Miami Beach Middle
Schools and used as a model for other educational videos to be used with Elementary and High School
students. Videos were prepared for archival as part of a statewide university consortium. A digital promotional
portal showcasing the video archive with links highlighting other Miami Beach historical resources and housed at
institutions in Miami Beach and Miami Dade County,were also developed.The"Windows on Miami Beach"portal
generated local interest and support through school contests and online displays created by students and portal
partners; daily and weekly calendars of partners' events; social media linkages that drove people to the new
website and its resources;easier access to the interviews,educational videos and curricula produced by the Visual
Memoirs Project; patronization of museums and historic sites on Miami Beach, and promoted Miami Beach as a
tourist destination through historic and artistic connections.
Additionally,the project developed a video on Barbara Baer Capitman,"Barbara's Crusade",that premiered during
Art Deco 2017.The project's website,miamibeachvisualmemoirs.com,was rebuilt for new and readily expandable
internet access. The project stored archives through FIU's Digital Archive continued to expand full-length
interviews in an effort to stimulate interest in Miami Beach's history and historic venues. The social media
exposure attracted nearly 500 followers on the project's Facebook page.The ON-MiamiBeach.com Portal added
a separate"Learning and Teaching"section that included links to current videos and mini co-curations and videos
about Miami Beach by the portal partners and students.
The Project has continued to enhance its community and visitor awareness of the Portal through partner
organizations'cross-promotional efforts and increased social media integration. New interviews continue to take
place; thereby, augmenting the existing database. In addition, an architectural discussion was mounted at the
Wolfsonian Museum during Art Deco Weekend 2018 that included leading architects discussing preservation
architecture and the combining of styles within the expansion on Miami Beach.
The Project has also continued to expand its distribution on cable,social media, digital libraries, and their linked
websites. A YouTube channel has been launched featuring additional interviews conducted throughout FY
2018/2019.In addition,a total of 6 segments were produced using video material culled from the Visual Memoirs
archive, along with an additional 10 interviews.
In FY 2019/2020,the Project's mission was to continue to add interviews with interesting people and also enter
an intensive phase of promoting the archive and video mini features to an even wider range of tourists,
documentary makers, journalists, scholars and history buffs. The organizers continued to explore strategic
partnerships with other institutions with a shared interest in Miami Beach history, such as a partnership with
Florida International University's Digital Library. This resulted in a link with the National Digital Public Library,
where usage of the archived material has increased dramatically in the past year.
In addition, a program for students to produce videos incorporating interviews from the Miami Beach Visual
5
EXHIBIT F
MBVCA FY 2020/2021 COMMISSION MEMO AND BUDGET
Memoirs(MBVM)archive was created.After several in-school presentations,the program was put on hold due to
COVID-19 precautions; however, the instructor plans to make the program part of her ongoing curriculum,with
plans to introduce the program on the college level in the fall. In addition,the extensive library of edited videos
was used as part of the live promotional video streaming for Art Deco Weekend by the City of Miami Beach, in
addition to their existing promotional outlets. An additional 4 interviews were also held as of May 2020,with an
additional 2 interviews scheduled for later in the fiscal year, bringing the total number of interviews to date to
134.
In 2019/2020,the MBVCA partnered with the City of Miami Beach to assist with the funding of the No Vacancy,
Miami Beach project that was scheduled to take place May 7 — 17, 2020. The project is a contemporary art
experience that celebrates artists, provokes critical discourse, and invites the public to experience Miami
Beach's famed hotels as destination art spaces by turning hotels into temporary cultural institutions.The art
was to have been exhibited throughout ten hotels in Miami Beach -lobbies, restaurants, lounges, patio areas,
rooms, balconies and swimming pools may serve as the canvas. Due to the pandemic,the project was postponed
until 2020/2021,where the MBVCA expects to once again partner with the City to bring the project to fruition.
Initiatives
The MBVCA expects to support new initiatives in FY 2020/2021. Strategic plans, goals and initiatives are
developed through consultation; the result of ongoing communications with the Mayor, Commission, and City
Administration.
Public Relations Initiative
In FY 2013/2014, the MBVCA issued a Request for Qualifications (RFQ) for a P.R. agency of record
to enhance Miami Beach's image, after their initial Request for Proposals (RFP) issued in FY 2011/2012. The
MBVCA selected Hill & Knowlton/SAMCOR (H+K)to support the MBVCA efforts by continuing to increase brand
awareness through strategic media outreach to consumer and travel trades, major event recruitment, and
business and corporate communications programs. There is an allotment of$250,000, representing 10% of the
total budget,towards this effort.
The current contract with H+K runs through September 30, 2020 in FY 2019/2020. Objectives include
comprehensive destination marketing and communications consulting services to continue to expand public
relations and marketing;an increase to the overall social media footprint through all social media handles, both
MBVCA and Experience Miami Beach, and marketing of Miami Beach to international and national visitors,
complimenting the efforts of the GMCVB. H+K has an extensive presence in the US and internationally. The
agency's ability to network and leverage its global relationships is crucial to the growth of the'Miami Beach'brand.
H+K created and distributed a total of 15 press releases and pitches during their first year as agency of record,
garnering 3,416,581,560 media impressions and 12 press releases during their second year, generating
3,913,341,910 media impressions. In their third year, H+K generated 2,783,369,818 media impressions through
the issuance of 12 press releases and a Harris Poll Survey that was conducted to determine why people visit Miami
Beach. During their fourth year, H+K developed and released a total of 12 press releases and 1 pitch,generating
a total of 1,492,734,059 media impressions,valued at$15,615,214.75.During its fifth year H+K wrote and released
12 press releases,generating 1,410,465,887 media impressions,valued at$15,638,438.52. During its sixth year, a
total of 15 press releases were written and distributed, generating 1,272,729,422 impressions valued at
$14,353,222.76. During their seventh year, a total of 15 press releases and 1 Audio News Release (ANR) were
distributed generating 1,302,477,118 impressions valued at$1,583,728.46. During their eighth year,a total of 13
press releases were distributed,generating a total of 1,042,610,221 impressions with a value of$1,041,811.24. In
their ninth year in working with the MBVCA,H+K has released a total of 9 press releases to date,generating a total
of 575,786,090 media impressions,with a value of$3,019,177.30. H+K will continue to work with the MBVCA, in
collaboration with the GMCVB and City of Miami Beach, to ensure the development and delivery of a cohesive
6
EXHIBIT F
MBVCA FY 2020/2021 COMMISSION MEMO AND BUDGET
message and marketing campaign as part of luring tourists back to Miami Beach,post-COVID-19,and into the next
fiscal year.
Destination Marketing
The Destination Marketing allocation reflects a 15%of the total budget for FY 2020/2021.This allocation provides
for the additional placement of stories and press releases on the PR Newswire as well as the continuation of our
Blogger Program, FAM trips,and online sweepstakes to promote increased activity on our social media channels.
Projects will include the continuation of the Forbes Travel Guide Online Hospitality Training,offered free of charge
to Miami Beach-based employees. The online training will allow for a larger number of employees to be trained
virtually and according to their role within the organization through the availability of specific Learning Paths. A
new registration platform will also allow the ease of registration through the MBVCA's website directly.
The MBVCA is also expected to partner with the City of Miami Beach and the GMCVB to assist with the cost of the
destination's re-branding initiative with Lewis&Lois,that will take place in FY 2020/2021.
App Marketing
The MBVCA wishes to continue to provide visitors with timely and relevant information about the City of Miami
Beach;its public and private attractions,services,hotels,businesses,and events in order to enhance visitors' (and
residents') experiences. Visitors to Miami Beach - all visitors worldwide —are increasingly using technology to
navigate cities or make decisions about leisure experiences,dining, parking,entertainment and travel in general.
Worldwide,technology is king. Many visitors already use the free Miami Beach Wi-Fi service,CMBWiFi,to access
the information they need at select public locations around town.
Since its latest version release,the Miami Beach Information (MBI)App has added new and exciting features for
the end-user that include a side-swipe feature; listing the information in an A-Z format; the addition of new
categories that included Shopping, Nightlife, Art & Culture, and Restaurants, and the creation of "My Miami
Beach"section where users can add events,photos,and itineraries as they navigate the App.The App also features
a "Deals" section that has special promotional rates or offers developed by MBVCA grantees that can be cross
promoted through MBVCA grantees and special media pages such as Facebook,Twitter, and I nstagram.The App
has now been downloaded nearly 14,850 times (as of June 2020), across the Android and iOS
platforms. Approximately half of all downloads come from European users seeking to learn about Miami Beach.
Funding has not been allocated for FY 2020/2021 due to the current pandemic and the reduction to the operating
budget.The MBVCA will continue to promote the use of the App through their various social media channels. In
addition,virtual events and promotions will also be featured on the App.
IT Development
The MBVCA's preliminary review of opportunities and needs was initiated in spring 2011 in consultation with area
experts, and subsequent to a public meeting sponsored by the MBVCA, as a situational analysis. The MBVCA
released an RFP in January 2012 and awarded a one-year contract to Just Program LLC dba Solodev on May 22,
2012. The purpose of the RFP was to develop a Miami Beach-focused web-based digital content management
system(CMS)and modifiable database to support third party mobile applications via an application programming
interface(API).
Currently, the API is fully functional with 252 different categories of businesses, each averaging 90 different
services and amenities. Web and App developers can use these attributes to create new and exciting experiences
for their end-users.
Due to the budget reduction, $0 has been allocated in FY 2020/2021 towards IT development and marketing of
the API/App in FY 2020/2021. The MBVCA will continue to work with City personnel to ensure the business
information within the API is the most up to date.
7
EXHIBIT F
MBVCA FY 2020/2021 COMMISSION MEMO AND BUDGET
Research and Development
The MBVCA will develop a strategic list of major events worldwide as the result of ongoing communications and
consulting with all partners. We expect to investigative some of these events with the goal of the development
of a new major event for the destination. Due to the reduction in the FY 2020/2021 budget,the MBVCA has not
allocated funding towards this effort.They will continue to work with their PR firm of record,to compile a list of
major events that could be attracted to the destination. The MBVCA will also to continue to work with local
partners.
Projected Cash Flow Reserve
The MBVCA has budgeted $2,000 of the total budget, for cash flow reserve in FY 2020/2021. The City of Miami
Beach allots resort tax payments to the MBVCA a month after its collection; therefore, as a fiscal responsibility,
the MBVCA has built in a projected cash flow reserve to its budget to ensure that all grants awarded will have the
necessary funds to be reimbursed upon proper request and documentation.
Administration and Overhead
The MBVCA's administration and benefits costs are budgeted at$432,000 for FY 2020/2021.This figure represents
17%of the total budget. The overhead allocation is budgeted at$150,000 which reflects 6%of the overall budget.
The decrease from FY 2019/2020 is attributed to the reduction in costs related to office supplies,office equipment
upgrades,and the elimination of cost of living and merit increases.The total administration and overhead are 23%
of the total budget.
Reserves
A total of$1,500,000 is being transferred from reserves to supplement the FY 2020/2021 budget.
CONCLUSION
During their July 27, 2020 meeting,the MBVCA Board recommended the Mayor and City Commission adopt the
MBVCA Budget for FY 2020/2021 in the amount of$2,575,000 as reflected in Exhibit A.
8
EXHIBIT F
MIAMI BEACH VISITOR AND CONVENTION AUTHORITY
FY 2020/2021
APPROVED REDUCED PROPOSED %OF PROPOSED
FY 2020.2021
FY 2019.2020 FY 2019.2020 FY 2020.2021 VARIANCE BUDGET
REVENUES
Unrestricted
Rollover $ 375,000 $ 375,000 $ - $ (375,000) -100%
Reserves $ - $ - $ 1,500,000 $ 1,500,000 100%
Projected Resort Tax $ 2,940,000 $ 1,906,048 $ 1,075,000 $ (1,865,000) -63%
TOTAL REVENUES $ 3,315,000 $ 2,281,048 $ 2,575,000 $ (740,000) -22%
EXPENDITURES
Administration&Benefits $ 449,500 $ 449,500 $ 432,000 $ (17,500) 17%
Operating Expenses $ 215,500 $ 200,108 $ 150,000 $ (65,500) 6%
Capital $ 5,000 $ - $ (5,000) 0%
Total Administration $ 670,000 $ 649,608 $ 582,000 $ (88,000) 23%
GRANTS-Tourism Advancement Program
Tourism Partnerships $ 90,000 $ 90,000 $ 81,000 $ (9,000) 3%
Major One Time Special Event $ 265,000 $ - $ 180,000 $ (85,000) 7%
Special Events Recurring $ 786,000 $ 475,000 $ 500,400 $ (285,600) 19%
Special Projects $ 90,000 $ 180,000 $ 72,000 $ (18,000) 3%
Special Projects Recurring $ 374,000 $ 251,000 $ 229,500 $ (144,500) 9%
Film Incentive $ 250,000 $ - $ 100,000 $ (150,000) 4%
Development Opportunities $ 90,000 $ 150,000 $ 36,000 $ (54,000) 1%
Total Tourism Adv.Program $ 1,945,000 $ 1,146,000 $ 1,198,900 $ (746,100) 47%
PARTNERSHIPS
Cultural Tourism $ 165,000 $ - $ - $ (165,000) 0%
Tourism Enrichment $ 80,000 $ 30,000 $ 105,000 $ 25,000 4%
Total $ 245,000 $ 30,000 $ 105,000 $ (140,000) 4%
MARKETING/PR/TECHNOLOGY
Marketing/Communications and PR $ 250,000 $ 250,000 $ 250,000 $ - 10%
Destination Marketing $ 108,000 $ 108,000 $ 387,100 $ 279,100 15%
APP Marketing $ 10,000 $ - $ - $ (10,000) 0%
IT Development $ 30,000 $ 45,000 $ - $ (30,000) 0%
Total $ 398,000 $ 403,000 $ 637,100 $ 239,100 25%
OTHER
Initiatives $ 50,000 $ 50,000 $ 50,000 $ - 2%
R&D $ 5,000 $ 440 $ - $ (5,000) 0%
Projected Cash Flow Reserve $ 2,000 $ 2,000 $ 2,000 $ - 0%
Total Other $ 57,000 $ 52,440 $ 52,000 $ (5,000) 2%
TOTAL $ 3,315,000 $ 2,281,048 $ 2,575,000 $ (740,000) -22%
UPDATED 2/27/2020
cvao:301 /9
Resolutions-R7 D
MIAMI BEACH
COMMISSION MEMORANDUM
TO: Honorable Mayor and Members of the City Commission
FROM: Jimmy L. Morales, City Manager
DATE: September 16,2020
5:01 p.m. First Reading Public Hearing
SUBJECT:A RESOLUTION OF THE MAYOR AND CITY COMMISSION OF THE CITY
OF MIAMI BEACH, FLORIDA, ADOPTING TENTATIVE BUDGETS FOR
THE GENERAL, G.O. DEBT SERVICE, RDA AD VALOREM TAXES,
ENTERPRISE, INTERNAL SERVICE, AND SPECIAL REVENUE FUNDS
FOR FISCAL YEAR 2021 SUBJECT TO A SECOND PUBLIC HEARING
SCHEDULED ON TUESDAY, SEPTEMBER 29, 2020,AT 5:01 P.M.
RECOMMENDATION
See attached Memorandum.
Applicable Area
Citywide
Is this a"Residents Right Does this item utilize G.O.
to Know" item. pursuant to Bond Funds?
City Code Section 2-14?
Yes No
Legislative Tracking
Office of Management and Budget
ATTACHMENTS:
Description
❑ 21-MEMO-1st PH-Operating Budget
❑ Resolution •
D Ad
❑ Ad
Page 988 of 1855
MIA/\/\ BEACH
City of Miami Beach, 1700 Convention Center Drive,Miami Beach,Florida 33139,www.miomibeachfl.gov
COMMISSION MEMORANDUM
TO: Mayor Dan Gelber and Members of the City Commission
FROM: Jimmy L. Morales, City Manager
DATE: September 16, 2020
SUBJECT: A RESOLUTION OF THE MAYOR AND CITY COMMISSION OF THE CITY OF MIAMI
BEACH, FLORIDA, ADOPTING TENTATIVE BUDGETS FOR THE GENERAL, G.O.
DEBT SERVICE, RDA AD VALOREM TAXES, ENTERPRISE, INTERNAL SERVICE,
AND SPECIAL REVENUE FUNDS FOR FISCAL YEAR 2021 SUBJECT TO A
SECOND PUBLIC HEARING SCHEDULED ON TUESDAY, SEPTEMBER 29, 2020,
AT 5:01 P.M.
ADMINISTRATION RECOMMENDATION
The Administration recommends that the City Commission adopt the attached Resolution which
establishes the tentative budgets for the General, G.O. Debt Service, RDA Ad Valorem Taxes,
Enterprise, Internal Service, and Special Revenue Funds for Fiscal Year 2021.
PROCEDURE
As outlined in the companion General Operating Millage Agenda Item, Section 200.065, Florida
Statutes, specifies the manner in which budgets are adopted. First, the tentative millage rate for
both the general operating and debt service is adopted,then immediately thereafter,the tentative
budgets by fund are adopted. The attached Resolution adopting the tentative budgets for the
General, G.O. Debt Service, RDA Ad Valorem Taxes, Enterprise, Internal Service, and Special
Revenue Funds for FY 2021 is, therefore, presented to you at this time for adoption.
FINANCIAL IMPACT OF COVID-19
On March 1, 2020, the Governor issued an Executive Order directing the Surgeon General of the
State of Florida to issue a public health emergency, and in response to the pandemic outbreak of
COVID-19, the Governor declared a State of Emergency on March 9, 2020. In direct response to
the first confirmed case of COVID-19 in Miami-Dade County on March 11, 2020,the Miami-Dade
County Mayor declared a State of Emergency for Miami-Dade County.The City Manager declared
a State of Emergency in the City of Miami Beach on March 12, 2020. Subsequently, both the
County and the City issued various Emergency Orders temporarily closing public and private
facilities, including the temporary closure of all non-essential retail and commercial
establishments and identifying essential retail and commercial businesses which may remain
open. These actions have greatly limited the amount of economic activity taking place in the City
of Miami Beach and continue to result in significant impacts to the City's finances.
Page 989 of 1855
Adopt Tentative Budgets for FY 2021
September 16, 2020
Page 2
In response to the projected revenue losses through the end of the fiscal year (FY), the
Administration presented the City's budget-balancing plan to the Finance and Economic
Resiliency Committee (FERC) on April 17, 2020. These plans emphasized cost reductions as
much as possible, including a reduction in capital expenditures, and judiciously using reserves to
make up the difference.
The chart below summarizes the total projected gap between the General Fund and Resort Tax
Fund Preliminary FY 2021 Budgets, as presented at the June 16, 2020 FERC meeting.
NON-COVID-19 COVID-19
General Fund ($6.0 million) ($13.8 million)
Resort Tax 0 ($18.3 million)
Total ($6.0 million) ($32.1 million)
PROPERTY VALUES UPDATE
On July 1, 2020, the City received the 2020 Estimated Taxable Values from the Miami-Dade
County Property Appraiser indicating that the overall taxable value for the City of Miami Beach
was $41.7 billion, including $1.3 billion in new construction. Overall, this represents a 4.1 percent
increase in values from the 2019 Certification of Taxable Value provided by the Miami-Dade
County Property Appraiser on July 1, 2019.
Overall Property Value Trend
35.0% 30.3%
30.0% •
25.0% =
18.1%
20.0%
0
13.3°/d 3.0%
15.0% 9.9% ,_...
6.9% 7.8%
10.0/° 5.0% • 4.0% 3.1%4.1%
5.0% t2% -0.6%
0.0%
-.0% .$.2% ir
10.5
-10.0% .
-15.0%
FY FY FY FY FY FY FY FY FY FY FY FY FY FY FY
2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021
Page 990 of 1855
Adopt Tentative Budgets for FY 2021
September 16, 2020
Page 3
It is important to note that while the City's overall values increased by 4.1 percent, existing
property values increased by 0.8 percent. Additionally, of the $1.3 billion in new construction
values, 77 percent was generated by 4 properties.
Existing Property Value Trend
30.0% 25.8%
25.0% '
20.0% 16.8%
15.0% 9.3%12.3% °
9.2%
10.0% 6.5% • 5.3%
4.5% 3.5% °
2.3/°
5.0%
•-0.6% -1.0° • 0.8%
0.0% -
-5.0% '
-10.0% =X12.7%
-15.0%
-1 .8%
-20.0% I . ,
FY FY FY FY FY FY FY FY FY FY FY FY FY FY FY
2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021
The Preliminary FY 2021 General Fund budget based on the 2020 Estimated Taxable Values as
of June 1, 2020 provided by the Miami-Dade Property Appraiser's Office reflected a revenue
increase of$5.9 million,or 3.2 percent.The 2020 Certified Taxable Values provided by the Miami-
Dade County Property Appraiser's Office as of July 1, 2020 reflect an increase in values of$258
million, or 0.6 percent, compared to the 2020 Estimated Taxable Values provided by the Miami-
Dade County Property Appraiser's Office as of June 1, 2020, for an overall increase in citywide
General Fund property tax revenues of$3.3 million. Of this increase, $1.4 million was due to the
increase in property values.
In addition,the preliminary property tax revenue projections as of June 1,2020 assumed property
values within the City Center RDA would increase by approximately 5.0 percent over the certified
July 1, 2019 values based on historical trends. However, based on the certified July 1, 2020
values provided by the Miami-Dade County Property Appraiser's Office, property values within
the City Center Redevelopment Agency (RDA) decreased by approximately$54.0 million, or 0.9
percent,from the certified July 1, 2019 values.This reduction in the RDA's property value resulted
in a $1.9 million increase in citywide General Fund property tax revenues over the revenues
projected as of June 1, 2020.
Page 991 of 1855
Adopt Tentative Budgets for FY 2021
September 16, 2020
Page 4
Citywide General Fund Revenues $
Change
Increase Due to July 2020 Property Value Increase 1,404,000
Increase Due to July 2020 RDA Property Value Decrease 1,898,000
Total Increase in Property Tax Revenue Projection $3,302,000
June 2020 July 2020 $
Preliminary Certified Change
Property Assessment
Property Values 41,485,000,000 41,742,998,986 257,998,986
City Center RDA 6,571,291,425 6.204,385,940 (366,905,485)
Citywide Total-Net of City Center RDA 34,913,708,575 35,538,613,046 624,904,471
Property Tax Revenue Projection 193,315,000 196,617,000 3,302,000
GENERAL FUND BUDGET DEVELOPMENT
As in past years,the Proposed Work Plan and Budget was developed through an intensive review
process with our City Commission. Extensive preliminary budget information was provided in
meetings with the Finance and Economic Resiliency Committee on June 16, July 17,and July 24,
2020.
The General Fund is the primary source of funding for many City services. Revenues are derived
from ad valorem property taxes, franchise and utility taxes, business license and permit fees,
revenue sharing from various statewide taxes, user fees for services,fines, rents and concession
fees, and interest income.Additionally, intergovernmental revenues from Miami-Dade County and
Resort Tax contribute funding for tourist-related activities provided by General Fund departments.
At the June 16, 2020 Finance and Economic Resiliency Committee (FERC) 1St Budget Briefing,
the Mayor and City Commission were briefed regarding the Preliminary FY 2021 General Fund
budget, including the projected impact of COVID-19 on the City's revenues. The preliminary
budget represents the cost of providing the same level of services as in the prior year and serves
as the baseline of funding for the annual budget development process.
Based on the 2020 Certified Taxable Values provided by the Miami-Dade County Property
Appraiser's Office as of July 1, 2020, citywide values increased approximately $1.6 billion, or
4.1%, over the 2019 Certified Taxable Values, which resulted in an increase of $9.2 million in
General Fund property tax revenues. Property taxes comprise approximately 60.1% of total FY
2021 General Fund revenues and are a key driver of the proposed revenues.
At the July 17, 2020 FERC meeting, the Administration identified a combination of revenue and
expenditure refinements, expenditure reductions/efficiencies, and expenditure enhancements,
including those recommended due to the projected impact of COVID-19 on the City's revenues.
Page 992 of 1855
Adopt Tentative Budgets for FY 2021
September 16, 2020
Page 5
These recommendations, if approved by the Committee, would have resulted in a proposed
unallocated General Fund surplus of$2.000,000.
FY 2021 Balancing Strategies $
Preliminary Non-COVID-19 Surplus/(Gap)based on July 1st Values (2,725,000)
Projected Impact of COVID-19 on General Fund Revenues (7,850,000)
Total Surplusl(Gap) ($10,575,000)
Recurring Revenue Refinements 941,000
Recurring Expenditure Refinements 841.000
Recurring Expenditure Reductions/Efficiencies 2,984,000
Recurring Expenditure Enhancements (41,000)
Use of General Fund Reserves due to COVID-19 10,000,000
Reduction in Resort Tax Contribution due to COVID-19 (14,875,000)
Transfer from City Center RDA for COVID-19 3,295,000
One-Time Expenditure Reductions due to COVID-19 9,430,000
Net $2,000,000
Based on direction received from the FERC on July 17, 2020 and July 24, 2020, the changes
below were incorporated into the Proposed General Fund Operating Budget, which, if approved,
would have resulted in a balanced budget for FY 2021.
FY 2021 Balancing Strategies $
Preliminary Surplus/(Gap)as of July 24,2020 FERC Meeting $2,000,000
Reduction in use of General Fund Reserve (2,000,000)
Reimbursement from Miami-Dade County Public Schools for Police
Officers in Schools based on Addendum to Current Agreement for 281,000
2021 School Year
Additional Funding for Cat Trap,Vaccinate, Neuter&Release (10,000)
Program
Adjustment for FY 2021 Liming Wage Enhancement 22.000
Additional FY 2021 General Fund Operating Contingency (293,000)
Net $0
The Committee accepted the Administration's recommendations as summarized above.
Page 993 of 1855
Adopt Tentative Budgets for FY 2021
September 16, 2020
Page 6
Adjustments Subsequent to Budget Briefings
Over the summer recess, the Administration further refined the FY 2021 Proposed budget based
on recommendations from the Budget Briefings, updated FY 2020 third quarter projections, and
refinements to recommended enhancements. These adjustments are based on the changes
below.
Revenue Refinements—($510,000)
• Finalization of calculation of General Fund Administrative Fees—($510,000)
Expenditure Refinements— ($594,000)
• Reduction in the Internal Service Department Chargebacks based on finalization of
the FY 2021 Internal Service Department Budgets— ($542,000)
• Increase in General Fund contribution to Office of Inspector General(OIG)Fund based
on finalization of the FY 2021 OIG budget--$30,000
• Reduction in Transfer to Normandy Shores based on Final FY 2021 Budget—($3,000)
• Increase for Miami Beach Efforts & Small Business Support Strategic Campaign —
$11,000
• Reduction in the set-aside for General Fund Contingency— ($90,000)
Recurring Expenditure Enhancements—$27,000
• On July 29, 2020, the City Commission adopted Resolution 2020-31374 authorizing
the Miami Beach Police Department to proceed with development of a Public Safety
Citizens on Patrol. Volunteer Program, which also approved funding for the creation
of this program—$27,000
Recurring Expenditure Efficiencies/Reductions—$57,000
• As part of the balancing plan presented at the July 17,2020 2nd FERC Budget Briefing,
it was recommended that the full-time Program Supervisor position in the Office of
Organizational Development & Performance Initiatives be eliminated in FY 2021.
However, based on organizational changes recommended by the Administration, at
the July 24, 2020 FERC 3rd Budget Briefing,the Administration recommended that the
Program Supervisor position not be eliminated in FY 2021.
PROPOSED FY 2021 GENERAL FUND BUDGET
Based on the direction given at the various Budget Briefings during the summer, and the budget
adjustments made over the summer recess, the Administration proposes the FY 2021 General
Fund budget as noted below, which, if approved, will result in a balanced budget.
September 16,2020 Proposed Budget $
Revenues 327,579,000
Expenditures 327,579,000
Surplus I(Gap) $0
The charts below reflect the major revenue and expenditure categories of the Proposed FY 2021
General Fund budget.
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FY 2021 GENERAL FUND REVENUES
Other Revenues
Non Operating _3.0% Use of General Fund
Charges for Services Miscellaneous Revenue Reserves
(incl.Golf Courses) 4.60! 3.8% 2.4%
4.0%
Intergovernmental
3.4%
Other Taxes_ Property Tax
7.4% 60.1%
RDA Contribution
1.3%
0,0
Resort Tax
Contribution
5.7%
FY 2021 GENERAL FUND EXPENDITURES
Other
22.5'. . Police
35.2r.
11
1 .
I_c
.. iudur.;•
1U..
Fire
27.8%
Attachment A— Recommended Expenditure Reductions/Efficiencies—($2,810,000)
Attachment A reflects a listing of all recommended FY 2021 service reductions and efficiencies
with detailed descriptions,which are summarized below:
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FY 2021 Reductions/Efficiencies $ Full-Time
Year 1 Positions
Efficiency in Renegotiated Contract Savings from Grounds 1,361,000 0.00
Maintenance, Parks Landscape,Body Camera,etc.
Efficiency in Proposed Police Staffing Plan Changes 795,000 0.00
Efficiency in Elimination of Fleet Management Director and 199,000* 000
Conversion of 2 Admin Positions into 1 Admin Position(Int Svcs.)
Efficiency in Elimination of Assistant Environment&Sustainability 136,000 1.00
Director Position
Efficiency in Civilianization of(2)Sworn Positions to Civilian 120,000 0.00
Positions
Efficiency in Elimination of Emergency Management Specialist 101,000 1.00
Position
Efficiency in Elimination of Financial Analyst II Position 91,000 1.00
Efficiency in Elimination of Legislative Manager Position 86,000 1.00
Efficiency in Elimination of Safety Officer Position(Int Svcs.) 39,000* 0.00
Impact of Reallocating Portion of Senior Capital Projects (118,000) (0.75)
Coordinator Position from Parking to CIP
Total $2,810,000 3.25
•Estimated savings from internal Service Fund Reductions
Attachment A — Recommended "One-Time" Expenditure Reductions/Efficiencies —
($9,430,000)
Attachment A also reflects a listing of all recommended "one-time" FY 2021 service reductions
and efficiencies to offset the projected impact of COVID-19 on the City's revenues, including
detailed descriptions, which are summarized below:
FY 2021 Reductions/Efficiencies $ Full-Time
Year 1 Positions
Decrease in Lifeguard Hours and Boat expenditures 329,000 0.00
Up to Five Furlough Days for All Groups based on Salary 1,757,000 0.00
Tiers
Travel and Training Freeze 430,000 0.00
Non-Essential Tuition Reimbursement Freeze 115,000 0.00
Hiring Freeze 2,799,000 0.00
Freeze on Non-Essential Expenditures 4,000,000 0.00
Total $9,430,000 0.00
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Attachment B—Recommended Expenditure Enhancements— $110,000
Attachment B reflects a listing of all recommended FY 2021 expenditure enhancements, which
are detailed below:
• Living Wage-$19,000
This enhancement increases the total minimum living wage rate from $15.00 per hour
including health benefits to$15.15 per hour including health benefits, effective January 1,
2021. The proposed increase is comprised of a 1% increase in the living wage rate and
1% increase in the health benefits rate.
• Public Safety Citizens on Patrol Volunteer Program—$27,000
This enhancement is to establish a Public Safety Citizens on Patrol Volunteer Program to
meet the changing needs of the community and further promote an enhancement of the
City's Community Policing philosophy by having members of the new program assist in
patrolling neighborhoods, parks, schools, and commercial areas as additional eyes in
public spaces throughout the City in accordance with Resolution 2020-31374 adopted by
the City Commission on July 29, 2020.
• Trap, Neuter, Vaccinate, and Release(TVNR) Program—$10,000
This enhancement is to allocate additional funding of $10,000 to continue the Trap,
Neuter, Vaccinate,and Release(TVNR)Program for FY 2021 based on direction from the
Finance and Economic Resiliency Committee at its July 17, 2020 meeting.
• General Fund Impact of Recommended Internal Service Fund Enhancements—$54,000
This enhancement will fund the estimated General Fund impact of the proposed
enhancements on the FY 2021 Internal Service Funds. Internal Service Fund budgets are
completely allocated to the General, Enterprise, and Special Revenue Funds.
USE OF RESERVES
As noted at the June 16,2020 FERC meeting,the General Fund reserve balance is approximately
$80.6 million, or 23.3%, as of September 30, 2019. The projected use of this balance during FY
2020 (excluding COVID-19 related expenses that are considered reimbursable) is$2.8 million. If
the FERC and City Commission approve the General Fund's budget balancing recommendations
outlined by the Administration for FY 2021, the remaining General Fund reserve balance would
be $69.8 million, or 20.0%. This balance would still exceed the minimum 17.0% General Fund
unrestricted budgetary fund balance recommended by the Government Finance Officers
Association (GFOA).
General Fund
Reserve Amount
Current Reserve(as of FYE 09/30/2019) $80.6 million
Use of Reserve in FY 2020 ($2.8 million)
Proposed Use of Reserve in FY 2021 ($8.0 million)
Remaining Reserve $69.8 million
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PARKING & RDA FUND TRANSFERS TO THE GENERAL FUND
The Proposed FY 2021 General Fund budget includes a $3.3 million decrease in Pension Debt
expenditures that resulted from the planned retirement of the City's Pension Debt in FY 2021.
Additionally, FY 2022's budget will recognize an additional $1.2 million savings as there will be
no further Pension Debt expenditures, which represents $4.5 million of recurring savings in the
operating budget.
It is important to note that the Administration's long-term objective has been to reduce the subsidy
from the Parking Enterprise Fund to the General Fund in order reduce the burden on the Parking
Enterprise Fund. Consistent with this strategy, and due to the significant reduction in revenues
being experienced by the Parking Fund resulting from COVID-19, the Proposed FY 2021 budget
includes the elimination of this$1.2 million transfer to the General Fund in FY 2021.
History of Transfer to General Fund from Parking Fund
9.0
8.0
co ad co
7.0 N N
6.0 r' `� v
c 5.0
s'4.0 v.
3.0 (O
2.0 N cy
1.0
0.0
FY11 FY12 FY13 FY14 FY15 FY16 FY17 FY18 FY19 FY20 FY21
Similarly, the Administration's objective has been to reduce the General Fund's reliance on the
transfer from the City Center Redevelopment Agency (RDA) Fund, which became available
through approval of the Fourth Amendment to the Interlocal Agreement between the City of Miami
Beach, the Miami Beach Redevelopment Agency, and Miami Dade County. Like the Parking
Enterprise Fund, the City's long-term objective is to reduce the General Fund's reliance on this
one-time source of funding from the RDA, which ends in FY 2024.
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Recommended Use of RDA Funds
Expenditure FY 2021 FY 2022 FY 2023 FY 2024
Transfer to General Fund for 3,295,000 0 0 0
COVID-19 impact
Transfer to General Fund to
replace parking transfer until FY 1,119,000 0 0 0
2022
Fleet Replacement&Capital 1,152,000 5,775,000 5,994,000 0
Needs
Total $5,566,000 $5,775,000 $5,994,000 $0
To eliminate the City's reliance on Parking Funds and RDA one-time funds, the Proposed FY
2021 budget includes offsetting the savings from the Pension Debt against the reduction in
transfer from the RDA, which would release the RDA funds to be utilized for one-time purposes
in the budget through FY 2023.
Use of Resort Taxes to offset Tourism Eligible Expenditures in the General Fund
Based on an outside consultant study conducted in FY 2020 using actual expenses for FY 2019,
the study estimated that there are approximately $151.5 million in eligible Resort Tax
expenditures in the General Fund.
These include expenditures associated with police officers serving entertainment areas; a portion
of fire rescue services from Fire Stations 1 & 2; ocean rescue services; enhanced code
compliance provided to respond to evening entertainment area violations and staffing of special
events; other code compliance activities in tourism and visitor related facilities/areas; operations
of the Tourism and Culture Department and the Cultural Arts Council; museums and theaters
(Garden Center, Bass Museum, and Colony Theater); golf courses (net of revenues); Memorial
Day and other special event costs; homeless services; July 4th; Visitor Center funding; holiday
lighting; Jewish Museum; Miami Design Preservation League (MDPL); etc.
Due to the projected impact of COVID-19 on the City's Resort Tax revenues for FY 2021,the total
Proposed Resort Tax Fund transfer to the General Fund for FY 2021 is $18.6 million, which is
approximately a $18.1 million, or 49.3%, decrease from the FY 2020 transfer of $36.8 million.
Although the uncertainty of when the economy will return to normalcy still remains,it is anticipated
that FY 2022 Resort Tax revenues transferred to the General Fund will return to a level that is
closer to historical actuals (approximately 90%of the FY 2020 budget).
2% RESORT TAX FUND
At the June 16,2020 and July 17, 2020 FERC Budget Briefings,the Mayor and City Commission
were also briefed regarding the Preliminary FY 2021 Resort Tax budget.
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FY 2020 FY 2021 $
Adopted Preliminary Variance Variance
'` Revenues 64,177,000 46,102,000 (18,075,000) (28.2%)
Expenditures 64,177,000 57,862,000 (6,315,000) (9.8%)
Surplus/Map) $0 ($11,760,000)
Based on actual collections as of May 2020, the projected 2% Resort Tax gap for FY 2021 is
approximately $11.8 million. This assumes that, as time elapses, 2% Resort Tax revenues will
gradually rebound from the impact of COVID-19 during FY 2020 and continue into FY 2021. For
FY 2021, the assumptions utilized by the Administration project that the City will collect, on
average, approximately 75% of the revenues that would have been collected without the impact
of COVID-19 based on prior year trends.
Approach to Balance
As a result of the preliminary $11.8 million gap projected for FY 2021, the Administration
recommended the following expenditure refinements, service reductions/efficiencies, and one-
time expenditure enhancements, which if approved by the Committee, would have resulted in a
balanced Resort Tax budget.
FY 2021 Balancing Strategies $
Preliminary Surplusl(Gap) ($11,760,000)
Expenditure Refinements 8,963,000
Recommended Reductions/Efficiencies 3,697,000
Recommended"One-Time"Expenditure Enhancements (900,000)
Net , $0
The Committee accepted the Administration's recommendations as summarized above.
Adjustments Subsequent to Budget Briefings
Over the summer recess, the Administration further refined the FY 2021 Proposed budget based
on refinements to projected FY 2021 expenditures. These adjustments are comprised of the
changes below.
Expenditure Refinements—$12,000
• Increase in the Internal Service Department.Chargebacks based on finalization of the
FY 2021 Internal Service Department Budgets—$15,000
• Reduction in the Administrative Fees paid to the General Fund based on the Final FY
2021 Resort Tax budget—($230,000)
• Increase in Resort Tax Contribution to Offset Decrease in Administrative Fees paid to
General Fund based on Final FY 2021 Resort Tax budget—$227,000
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Recurring Expenditure Efficiencies/Reductions—($12,000)
• Reduction in FY 2021 contribution to the Miami Beach Visitors and Convention
Authority based on the VCA's proposed FY 2021 budget—($12,000)
PROPOSED FY 2021 2% RESORT TAX BUDGET
Based on the direction given at the various Budget Briefings during the summer, and the budget
adjustments made over the summer recess summarized above, the Administration proposes the
FY 2021 Resort Tax budget as noted below,which, if approved, will result in a balanced budget.
September 16, 2020 Proposed Budget $
2% Revenues 46,102,000
2%Expenditures 46,102,000
Surplus!(Gap) $ 0
Attachment A — Recommended "One-Time" Expenditure Reductions/Efficiencies —
($3,709,000)
Attachment A reflects a listing of all recommended "one-time" FY 2021 service reductions and
efficiencies with detailed descriptions for the 2% Resort Tax Fund,which are summarized below:
FY 2021 Reductions/Efficiencies $ Full-Time
Year 1 Positions
Greater Miami Convention and Visitors Bureau(GMCVB) 2,600,000 0.00
Contract Savings from One-Year Agreement
Miami Beach VCA 50% Reduction based on Negotiated 1,087,000 0.00
Agreement
Up to Five Furlough Days for Alt Groups based on Salary Tiers 22,000 0.00
Total $3,709,000 0.00
Attachment B — Recommended "One-Time" Resort Tax Enhancements—$900,000
In addition, the following Resort Tax item, which is considered a "one-time" enhancement, is
being recommended for funding in FY 2021:
• Police Services-National College Football Championship—$900,000
This enhancement request is to fund necessary overtime, rentals, security guards, and
equipment to provide comprehensive police services and resources for the 2021 National
College Football Championship. The request amount is based on experience with past
Super Bowls, Memorial Day, Spring Break and other high-impact events.
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Overall,the total FY 2021 Resort Tax budget is$69.3 million,which is a decrease of$24.3 million,
or 26.0%, from the adopted FY 2020 budget. This decrease assumes that, as time elapses, 2%
Resort Tax revenues will gradually rebound from the impact of COVID-19 during FY 2020 and
continue into FY 2021. For FY 2021, the assumptions utilized by the Administration project that
the City will collect, on average, approximately 75% of the revenues that would have been
collected without the impact of COVID-19 based on prior year trends. The FY 2021 Resort Tax
budget includes:
• $18,639,000 (decrease of $18,118,000 from FY 2020) provided to the General Fund to
support continuing tourism eligible expenditures such as Code enforcement, cleanliness,
the Park Ranger program, homelessness at Lummus Park, increased support for the
Miami Beach Botanical Gardens and the City's cultural facilities, public safety programs
such as Ocean Rescue, Police services on Lincoln Road, Ocean Drive/Lummus Park,
Collins Avenue, Washington Avenue, ATV officers, Boardwalk security, special traffic
enforcement and staffing during high impact periods. Funding also supports Code
Compliance enforcement in the entertainment areas, a portion of the operational costs of
the Tourism and Culture Department and Economic Development Department, and a
portion of the management agreements for operations of the Bass Museum, Colony
Theatre, and Byron Carlyle Theatre.
• $5,780,000 (increase of$3,241,000 over FY 2020) contribution to the Sanitation Fund for
cleaning services provided throughout the entertainment areas. This includes a one-time
transfer of $2,758,000 in FY 2021 for prior year Sanitation Fund services provided
throughout the City's tourism areas.
• $4,527,000 (decrease of $2,600,000 over FY 2020) contribution to the Greater Miami
Convention and Visitors Bureau (GMCVB) based on an amended agreement with the
GMCVB for one year to assist the City with the projected loss of Resort Tax revenue during
FY 2021 due to the impact of COVID-19.
• $4,323,000 (one-time increase of $900,000 for the College Football National
Championship 2021) for enhancing City services, inclusive of Goodwill Ambassadors,
during high impact periods such as Memorial Day, July 4th, Spring Break, and Art Basel.
• $1,075,000 contribution to the Miami Beach Visitor and Convention Authority(VCA)based
on an updated legislated contribution formula for one year to assist the City with the
projected loss of resort tax revenue during FY 2021. The VCA will receive 2.5% instead
of 5.0% of 2% Resort Tax collections, net of the 4%allowance, for FY 2021.
• $1,000,000 (year six of a fifteen-year annual grant) contribution to Mount Sinai Medical
Center to fund the design and construction of a new emergency room facility. It is important
to note that the FY 2020 contribution was deferred to a subsequent fiscal year as part of
the City's COVID-19 balancing plan.
• $1,000,000 (increase of $793,000 over FY 2020) in contingency for unforeseen
expenditures incurred during FY 2021.
• $500,000 (decrease of $175,000 over FY 2020) for enhanced holiday decorations
throughout the City's tourism areas.
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• $542,000 to support the initiative to provide better service by adding attendants to the
beachfront restrooms in Lummus Park and 21st street on weekends, holidays, and during
high impact periods.
• $350,000 contribution to partially offset expenditures for the Miami Beach Air and Sea
Show.
• $200,000 to continue the local Miami Beach marketing campaign, which is matched with
funds from the Greater Miami Convention and Visitors Bureau(GMCVB),the Miami Beach
Visitor and Convention Authority(VCA), and the Cultural Arts Council (CAC).
• $188,000 sponsorship to Miami Beach Pride for the annual Pride festival, which includes
$25,000 for rental of a Ferris wheel.
• $151,000 City subsidy for the Ocean Drive Tourist Oriented Policing Services Off-Duty
Police program.
• $150,000 sponsorship to the Orange Bowl Committee to expand and deepen the
Committee's footprint in Miami Beach for the College Football National Championship to
be held in Miami in 2021.
• $135,000 for Memorial Day weekend cultural activation events.
• $100,000 contribution to partially offset expenditures for the Miami Design Preservation
League—Art Deco Weekend
• $100,000 to provide funding for activation of cultural programming to increase the City's
portfolio of free arts and cultural events throughout the City.
• $100,000 contribution towards the July 4th fireworks event in North Beach.
• $82,000 allocated for professional consulting fees ($61,000) and annual audit services
($21,000).
• $49,500 for continuation of the Enhanced Secret Shopper Program
• $36,000 for the painting of lifeguard stands on the beach every other year so that they are
on a constant painting cycle instead of an ad-hoc or as-needed basis.
• $25,000 for completion of an updated Resort Tax Cost Allocation Study
• $10,771,000 for North, Middle, and South Beach Quality of Life (QOL) Capital Projects
that enhance Miami Beach's tourist related areas, plus continued support of transportation
initiatives and various arts and cultural programs based on the following allocation adopted
by the City Commission commencing FY 2019:Transportation—60%, North Beach(QOL)
— 10%, Middle Beach (QOL)— 10%, South Beach (QOL)— 10%, Arts— 10%.
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• $10,771,000 for debt service associated with the Resort Tax revenue bonds issued in
2015 for the expansion and renovation of the Miami Beach Convention Center and
Convention Center Renewal and Replacement projects in accordance with Resolution
2012-27902. Due to the impact of COVID-19 on the City's Resort Tax revenues, an
additional$1,686,000 is budgeted in the 2% Resort Tax Fund for coverage of the required
FY 2021 debt service.
PROPOSED FY 2021 ENTERPRISE FUND BUDGETS
Enterprise Funds are comprised of Sanitation, Water and Sewer, Storm Water, Parking,
Convention Center, and Building Departments. The FY 2021 Enterprise Funds Budget is $217.3
million. This represents a decrease of$12.0 million, or 5.2%, from the FY 2020 budget of$229.3
million, primarily due to the following:
• Water reflects an overall decrease of$1.4 million,or 3.8%, primarily due to the elimination
of one-time expenditure enhancements budgeted in FY 2020, as well as a reduction in the
budgeted set-aside for renewal and replacement of Water assets that is based on
projected revenues in excess of expenditures. These decreases are, however, partially
offset by increases in operating expenditures and expenditure enhancements
recommended for FY 2021, as outlined in Attachment B.
• Sewer reflects an overall decrease of$3.2 million, or 6.1%, primarily due to the elimination
of one-time expenditure enhancements budgeted in FY 2020, as well as a reduction in the
budgeted set-aside for renewal and replacement of Sewer assets and transfers to
reserves that are based on projected revenues in excess of expenditures. These
decreases are, however, partially offset by increases in operating expenditures and
expenditure enhancements recommended for FY 2021, as outlined in Attachment B.
• Storm Water reflects an overall decrease of $839,000, or 2.6%, primarily due to the
elimination of one-time expenditure enhancements budgeted in FY 2020, as well as a
reduction in the budgeted set-aside for renewal and replacement of Storm Water assets,
which is partially offset by increases in operating expenditures and expenditure
enhancements recommended for FY 2021, as outlined in Attachment B.
PARKING FUND
As a result of the significant decline in Parking revenues due to COVID-19 restrictions, the
Preliminary FY 2021 Parking Fund budget reflected a gap of$13.8 million, as discussed at the
July 17, 2020 FERC meeting. This gap assumed that there would be no transfer to the General
Fund and no transfer to the Transportation Fund from the Parking Fund.
Recommended Reductions in the Parking Fund
At the Finance & Economic Resiliency Committee meetings on July 17th and July 24th, the
Committee was briefed on the recommended budget reductions necessary to right-size the
Parking Department.Although recognizing the financial need for the recommended changes,the
Committee expressed concern regarding the impact to a significant number of employees,
especially in parking enforcement. As a result, the Committee requested that the Administration
review the recommendation to determine if there is any way to help mitigate the impact to the
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affected employees, especially given the economic impacts from COVID-19.
Following the meeting, the Administration engaged the Human Resources Department to
determine the potential to place the full-time positions that were either proposed for elimination or
to be converted to part-time positions. The analysis showed that due to the high number of
currently vacant positions from the hiring freeze enacted in March, all full-time employees
impacted by the proposed reductions including those in the Parking Department, will be offered a
full-time position with the City, based on their individual skills and abilities and willingness to
accept different work in another department. The full-time parking staff that do not choose to
accept alternative work would have an opportunity to stay in Parking, but on a part-time basis.
In the Parking Department, this means that all 8 filled full-time positions proposed for elimination
and all 32 filled full-time positions proposed to be converted to part-time would have an opportunity
to continue their service to the City by accepting full-time positions in other departments.
In addition, by avoiding the conversion of full-time positions to part-time, many of the current 16
filled part-time positions would no longer be proposed for elimination as they could serve as part
of the in-house component of the new 50% in-house and 50% contract model proposed for
parking enforcement.
ALL PARKING Full-Time Part-Time
Filled Vacant Filled Vacant
Eliminated positions 8 6 16 10
Convert from FT to PT 32 1 - -
Enforcement only Full-Time Part-Time
Filled Vacant Filled Vacant
Eliminated positions - - 16 10
Convert from FT to PT 32 1 - -
Non-Enforcement only . Full-Time Part-Time
Filled Vacant Filled Vacant
Eliminated positions 8 6 - -
SANITATION FUND
During the development of the FY 2020 budget, the Administration conducted a Zero-Based
budget exercise for the Sanitation Fund, which has been structurally imbalanced for a few
years. The City Commission adopted several recommendations that helped close a portion of
the imbalance, but two are still pending. The first is the implementation of the Alternate Side
Parking (ASP) program with an estimated savings of$228,000. This program has been placed
on hold as a result of the COVID-19 pandemic due to neighborhood parking impacts. The second
item is the pending implementation of the recycling fee pass-through from Miami-Dade County,
which would generate $231,000 of revenue.
A significant impact affecting the Sanitation Fund for the FY 2021 budget is the loss of$1.5 million
of revenue from the Parking Fund. As part of the Parking Fund's budget balancing plan, Parking
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will pay only the actual cost of the positions providing sanitation services and potentially transition
to a private service provider at some point during the fiscal year. As a result, Sanitation has
identified $1.2 million of reductions that will help address the$1.5 million impact from Parking as
noted below and detailed in Attachment A.
FY 2021 Reductions/Efficiencies $ Full Time
Year 1 Positions
Eliminate 11 Full-lime Sanitation Positions 559,000 11.00
Efficiency in Reduction of Temporary Labor 506,000 0.00
Used to Provide Sanitation Services
Efficiency in Reduction of Sanitation
Operating Expenditures including the Big 145,000 0.00
Belly contract
Up to Five Furlough Days for All Groups 44,000 0.00
based on Salary Tiers
Total $1,254,000 11.00
It is important to note that these reductions may result in decreased response times to service
requests in areas such as RDA, NBRC, and the MXE and lower cleanliness scores. To address
the remainder of the Parking impact, additional efficiencies and cost saving opportunities will
continue and be evaluated over the next 3 to 6 months.
CONVENTION CENTER FUND
As a result of the cancelation of events at the Convention Center and the creation of the Alternate
Care Facility due to COVID-19, the Preliminary FY 2021 Convention Center Fund budget reflects ,
a gap of$5.6 million.
The Administration's recommended adjustments,which are necessary to respond to the decline
in Convention Center revenues, would result in a balanced budget if approved,by the City
Commission and are outlined in Attachment A.
Use of Convention Center Fund Reserves
At the Finance & Economic Resiliency Committee meetings on July 170', the Committee was
briefed on the amount of reserves projected to be used during FY 2020 and FY 2021 in the
Convention Center Fund. The third quarter analysis showed that although the reserve at the end
of FY 2019 totaled$12.9 million,that$1.9 million is projected to be used during FY 2020 and$5.1
million during FY 2021 to balance the budget due to the significant impact of COVID-19 to events
in the Convention Center.
The Committee expressed concern given the slow pace of recovery from COVID-19 that
contingency planning should take place given that there is a reasonable likelihood that additional
currently scheduled events may be canceled or rescheduled.
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Following the meeting, staff met with Spectra, the operator of the Convention Center, and
determined that 17 events with a net revenue of $1.7 million would be at risk if events were not
able to be held during the first quarter (October through December 2020). Of the $1.7 million,
half of the amount would be attributable to Art Basel (room rental is at $750,000). Spectra
confirmed that they have a contingency plan to cut expenses that could offset the potential loss
of $1.7 million of net revenue. The expense reductions include $1.1 million in personnel cost
savings (frozen positions, furloughed positions, no merit/COLA) and 600,000 in operational
savings (reduction in capital expenses and various other areas).
For the second quarter (January through March), Spectra has identified 24 events with a net
revenue of $2.2 million that would be at risk if they have to be canceled or rescheduled. The
capacity for Spectra to make additional reductions would be reduced in the second quarter to
approximately$700,000 given the expense reductions that would be needed to offset the potential
loss in the first quarter. As a result, it is likely that approximately$1.5 million of revenue is at risk
would have to come from the use of additional Convention Center reserves over and above the
$5.1 million assumed in the FY 2021 Budget.
PROPOSED FY 2020 INTERNAL SERVICE FUND BUDGETS
Internal Service Funds are comprised of Central Services, Fleet Management, Information
Technology, Risk Management, Medical and Dental, Property Management, and Office of the
Inspector General.The FY 2021 budgets for Internal Service Funds is$107.0 million, which is an
increase of$8.1 million, or 8.2%, over the FY 2020 budget.
A major driver of the FY 2021 budget increase is a $2.9 million, or 7.7%, increase in the Medical
and Dental Fund budgets based primarily on a projected increase in paid medical and prescription
claims based on FY 2020 third quarter actuarial projections and claims experience.
Another significant driver of the FY 2021 budget increase is a $2.8 million, or 14.2%, increase in
the Risk Management Fund budget primarily due to an increase in premiums across all lines of
insurance projected for FY 2021, as well as projected claims based on FY 2020 third quarter
actuarial projections.
It is important to note that prior to FY 2021, the Office of the Inspector General was included in
the budget as a General Fund entity. Beginning in FY 2021, this $1.5 million budget is included
as an Internal Service Fund.
Internal Service costs are completely allocated to the General Fund and Enterprise Fund
departments, as well as Special Revenue Funds. The Risk Management Fund, however,
reimburses the General Fund for the cost of legal services provided.
TRANSPORTATION FUND
As a result of the significant decline in Resort Tax and Parking revenues due to COVID-19, the
Preliminary FY 2021 Transportation Fund budget reflected a gap of$4.7 million, which included
a $2.37 million reduction in revenues from the 1% Resort Tax Fund and a$981,000 decrease in
the transfer from the Parking Fund (as noted above in the Parking balancing plan).
Page 1007 of 1855
Adopt Tentative Budgets for FY 2021
September 16, 2020
Page 20
The Administration's recommended adjustments, which are necessary to respond to the decline
in Resort Tax and Parking revenues, would result in a balanced budget if approved by the City
Commission, and include adjustments to trolley services as noted below, as well as other budget
adjustments as outlined further in detail in Attachments A and B.
Trolley Service
The recommended balancing plan assumes that a modified trolley service will be reinstated with
an adjusted level of service as outlined in the table below. It is important to note that trolley vehicle
assignment, service frequency, and service hours will be subject to change based on demand
and the service levels could be increased incrementally, depending on budget availability. It also
includes the operation of the Middle Beach Freebee at the service level approved by the City
Commission, as well as the costs for cleaning and sanitizing the vehicles. The Administration is
currently pursuing dedicated Freebee service for seniors.
Current Proposed
Level of Service Level of Service
Hours 18 12-14
(8 amto12am) (8 amto9pm)
Vehicles 25 15
Routes All Eliminate 11th Street Loop;
Modify Belle Isle Loop
Frequency 20 minutes 30 minutes
USE OF ONE-TIME REVENUES FOR RECURRING EXPENDITURES
The City's current policy regarding the use of one-time revenues states that "the City of Miami
Beach will use one-time, non-recurring revenue for capital expenditures or one-time expenditures
and not subsidize recurring personnel, operations, and maintenance cost." Due to the projected
impact of COVID-19 on the City's revenues, the FY 2021 budgets for the General Fund, Building
Fund, and Convention Center Fund require the use of fund balance for recurring FY 2021
operating expenditures as set forth in the budget balancing plans presented at the FERC Budget
Briefings.
As a result, it is recommended that the Mayor and City Commission waive this policy, as adopted
by Resolution No. 2006-26341, providing for the one-time use of fund balance for the FY 2021
General Fund, Building Fund, and Convention Center Fund. During the upcoming fiscal year, the
Administration will continue to explore and recommend further actions to ensure that these funds
move toward being structurally balanced.
BUDGET AND POSITION TRENDS
The Current Economic Conditions Report (Environmental Scan) prepared by BusinessFlare
Economic Development Solutions in October 2019 shows that the average daily population in the
City has grown from 163,062 in 2007 to 196,483 in 2018, which is approximately 20.5%. Having
20.5% more people in the City over the last eleven years, without a proportional increase in the
budget, can impact the level of services provided over time.The chart below reflects the General
Page 1008 of 1855
Adopt Tentative Budgets for FY 2021
September 16, 2020
Page 21
Fund budget and General Obligation Bond Debt Service budget divided by the Average Daily
Population (ADP)from FY 2007 to FY 2018. The chart shows that the General Fund Budget per
ADP has increased by approximately 1.2% each year since FY 2007.
General Fund and G.O. Debt by Average Daily Population FY 2007— FY 2018
$1,800
$1,600
$1,400 ., a. . . I I
$1,000
$1"200 I I I I I l . I 1 1 1 1
$800 I I I I I I I I I I I
$600 I I I I I I I I I I I
$400 I I I I I I I I 1 I I
$200 I I I I I I I I I I I
S. I I I I I I I I I I I
FY07 FY08 FY09 FY10 FY11 FY12 FYI3 FY14 FY15 FY16 FY17 FY18
GAO D86tperADP $40 $38 - $35 $33 $33 $30 $29 $29 $29 $31 $30 $30
•GFExpperADP $1,458 $1,427 $1,346 $1,243 $1,294 $1,212 $1,258 $1,277 $1,385 $1,565 $1,631 $1,684
TotolperADP $1,498 $1,465 $1,381 $1,276 $1,327 $1,242 $1,287 $1,305 $1,415 $1,596 $1,662 $1,714
Despite the 20.5% growth in ADP and tourism, the City's position count is 2.8%, or 59 positions,
less in FY 2021 than in FY 2007, as reflected in the chart below. The overall position count in FY
2021 is 2.9%, or 61 positions, less than in FY 2020.
•
Page 1009 of 1855
Adopt Tentative Budgets for FY 2021
September 16, 2020
Page 22
Position Count FY 2007 -FY 2021
C •
2,300 , ,
2,200 2:177 -. _ _ 2,160 2,156 2,157 7 199
2,100 _ 2,050 2:007 7,107, 2,069 - • -- 2,068
2.00D - - L997 1,896 1.903 - :3+: :.::j=. .
1.900 - - .- - '- . -•• -V-..-+rl_, - ;-.,-- ':. _ .s..,,, '.
T-800 -' - - - - _ - a., • -
,�J-.� •A� ...,:ii-:.!-:::',---5i;-.r�i' -.�� ...1,;',....-::1,4.,:,,-'.'t. :E'S^qm-I
1,700 .-•„1,Z. -• .4;t:-. - '•-'.•:-.-
. -:•11: .,.-
-,:4-'..1:•..:.'
..��.;,•,.' -,,•:.1,-4-.:,:,-4,•- .:V--.r a 2, - t•- r:
_ a;.,,: - _. -mo -:..!%,&:.-t:"1.:,K.,-.F. v'-r'#'a�+
1,600 ,..a-7.7-. __ +r�.7 - �.;;,;5';�_ 1 ��`� €��A:: ..�-��„ _,i4s,.�r_..,'t a_ ''T47--
1,403
�_•.,•�;.
1.500 _,- ._ - _ - ....!;t:''-', `- --,:-`.:'-:...-
1,400 - -. r� :'-4 •.'�. I I I -
44
1,300 ..
1,200 ■ III I I II ■ ■ I I ■ I I I
11(5) 1 I I I ■ I ■ I ■ ■ ■ ■ ■ ■ ■ I
1.900 I900 IIIIIIINIIIIII
800 I 1 I I I II
700 1,509 11,441 1 1,39911 34 1 1
I I 1.337 11,371 11.,4421 1,4691 1,5361 1,536 1 1-5371 1.576 1 1,4781
600 I I 1 , ; 1.273 ,322 1 I . 1 I I 1 I I I
I,
400400 . IIIIIIIIIIIIIIIIIII
200 I MINN200 • I I . III •
IOU IIIIIIIIIIIIIIII •
J 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 FY 2020 FY 2021
ClhoTti Funds 618 609 608 7 582 * 521 574 • 566 1 571 585 600 624 620 620 ' 603 640
■Generol Fuld 1,509 1.441 1,399 1,345 1,273 1,322 1.337 ',371 1,442 1,469 1,536 1,536 • 1,537 1.526 1,428
Told 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 2,120 2,068
CORONA VIRUS RELIEF FUND
Miami-Dade County has received an allocation from the Coronavirus Relief Fund (CRF) under
the Coronavirus Aid, Relief, and Economic Security(CARES)Act. $100 million of that funding is
being allocated for an award program for local municipalities. Of the $100 million, $75 million is
for operational costs and $25 million for new municipal programs.
Funds from this program may only be used to (1) cover costs that are necessary expenditures
incurred due to the public health emergency with respect to COVID-19, (2) were not accounted
for in the budget most recently approved as of March 27, 2020, and (3)were incurred during the
period of March 1, 2020 through December 30, 2020. The County will consider reimbursement
for COVID-19 related and incurred operating expenses, as well as certain new programs
proposed by municipalities.
The following are not eligible under the program: (1)equipment and capital expenses; (2) loss of
revenue; (3)utility payment forgiveness.
Examples of eligible costs for the $75 million program include:
• Costs to enable remote work
• FEMA cost share (the 12.5% local cost component of FEMA PA)
• Personnel costs for hours dedicated to mitigating or responding to COVID-19
• Contact tracing
• Public health
• Expenses to facilitate compliance with public health precautions
Page 1010 of 1855
Adopt Tentative Budgets for FY 2021
September 16, 2020
Page 23
Examples of eligible costs for the$25 million program include:
• Rental and mortgage assistance programs
• Job training
• Childcare
• Small business grants for business interruption
The City of Miami Beach has executed an interlocal agreement with the County and as of
September 8th has submitted approximately $13.8 million of year-to-date expenditures for
potential reimbursement. Between now and December, additional COVID-19 related costs are
estimated to be incurred that may also be eligible for reimbursement. Funding awards are
pending, and periodic updates will be provided to the City Commission as to the status of these
funds.
Any funds received from the program would be one-time in nature and the Administration's
recommendation would be to restore all reserve amounts in the General Fund and Resort Tax
Fund that have been or will be used to balance the FY 2020 and FY 2021 budgets. Please note
that virtually all of the COVID-19 related expenses have been incurred in the General Fund and
reserves in both funds have been used to cover budget shortfalls from the economic impact of
COVID-19. Any funds over and above that amount are recommended to be put towards the
General Fund reserve goal of 3 months, or 25% of total revenue, and/or the Resort Tax reserve
goal of 6 months, or 50%of the 2% Resort Tax.
CONCLUSION
The Administration recommends adoption of the attached Resolution which adopts the tentative
budgets for the General, G.O. Debt Service, RDA Ad Valorem Taxes, Enterprise, Internal Service,
and Special Revenue Funds budgets for FY 2021, subject to a second public hearing to be held
on Tuesday, September 29, 2020, at 5:01 P.M.
Attachment A—FY 2021 "One-Time"Service Reductions and Efficiencies
Attachment A—FY 2021 "Recurring" Service Reductions and Efficiencies
Attachment B—FY 2021 "One-Time" Service Enhancements
Attachment B—FY 2021 "Recurring"Service Enhancements
JLM/JW/TOS
Page 1011 of 1855
ATTACHMENT A ..
FY 2021 ONE-TIME EFFICIENCIES AND REDUCTIONS
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•. '''...i: .:•;:::'.-•-i.;:...1';•,• :•••!:::';'''I. ' ''.. ... .ak,,.....'., . .. . .... ,-.2. . :....:.;- -1;r..-• -• '-.,.I-Mioa:. M44.143..::,:::?."•';','.::1::',.-.,;!'4..:-s,: : . ...:,... ..:,..;;,4 .. :.....-t ...re. ... _... ,. .. ... ... .. ... ... .
CITYWIDE
Furlough days for all employees in all bargaining units using a
tiered approach based on employee salary:
Employees earning$50,000 and less- I day
Citywide Furloughs General Fund ' $1,757,000 $1,757,000 $0 I Multiple Programs Employees earning between$50,001 and$60,000-2 days
Employees earning between$60,001 and$70,000-3 days
Employees earning between$70,001 and$80,000-4 days
Employees earning greater than$80,000-5 days
Furlough days for all employees in all bargaining units using a
tiered approach based on employee salary:
Employees earning$50,000 and less-1 day
• Citywide Furloughs internal Service $150,000 $150,000 $0 111 Multiple Programs Employees earning between$50,001 and$60,000-2 days
Employees earning between$60,001 and$70,000-3 days
Employees earning between$70,001 and$80,000-4 days
Employees earning greater than$80,000-5 days
Furlough days for all employees in all bargaining units using a
tiered approach based on employee salary:
Employees earning$50,000 and less- 1 day
Citywide Furloughs Resort Tax $22,000 $22,000 $0 11 Multiple Programs Employees earning between$50,001 and$60,000-2 days
Employees earning between$60,001 and$70,000-3 days
Employees earning between$70,001 and$80,000-4 days
Employees earning greater than$80,000-5 days
Furlough days for all employees in all bargaining units using a
tiered approach based on employee salary:
Employees earning$50,000 and less-1 day
Citywide Furloughs RDA $33,000 $33,000 $0 Multiple Programs Employees earning between$50,001 and$60,000-2 days
Employees earning between$60,001 and$70,000-3 days
Employees earning between$70,001 and$80,000-4 days
Employees earning greater than$80,000-5 days
Furlough days for all employees in all bargaining units using a
tiered approach based on employee salary:
Employees earning$50,000 and less-1 day
Citywide Furloughs Enterprise $310,000 $310,000 $0 I Multiple Programs Employees earning between$50,001 and$60,000-2 days
Employees earning between$60,001 and$70,000-3 days
Employees earning between$70,001 and$80,000-4 days
Employees earning greater than$80,000-5 days
..... • Page 1012 of 1855
ATTACHMENT A
FY 2021 ONETIME EFFICIENCIES AND REDUCTIONS
,`'- ,.1...1„,..t.....,
,i�'y. .7.,..,....607,;_t.:,..7:, ��L.� �-li .l ec i3;Fn Via, n 3 �` ,R.. .�..., ti :t��.,,JrJ�'� �� , -�{,�• i��.•
a
•:F•.� .�1. r',� •,� a *"� ,.,�~,n' {.,.'`rv. :,'M'i4p°``:.r?r .�s++•.,F,4}r'`,C'1 'f,` :. r� ayt.�• �a� y., 7 'j*t,�, .l'C".•�.1 iY. r„,t�,! ; �."ky 1�,t� �.;^_C j ",: •....
! •a �' ,w: %Wit .. . -.. . ._... . `�-. 1:11"7"r5117::''Ata,4°!i'� st,.='� ;,-;.:r.'..'�!1�1.1-:'i�l."��•.. ••f.'^�i,41-'1W?�,5�,�$ .*i7S' `iy. C�..,..
Furlough days for all employees in all bargaining units using a
tiered approach based on employee salary:
Special Employees earning$50,000 and less- 1 day
Citywide Furloughs Revenue $26,000 $26,000 $0 Multiple Programs Employees earning between$50,001 and$60,000-2 days
Employees earning between$60,001 and$70,000-3 days
Employees earning between$70,001 and$80,000-4 days
Employees earning greater than$80,000-5 days
Citywide Travel and Training General Fund $430,000 $430,000 $0 Multiple Programs Freeze 80%of expenditures budgeted for training and travel
Freeze
Non-Essential Tuition expenditure budgeted for non-essential tuition
Reimbursement Freeze General Fund $115,000 6115,000 $0 Multiple Programs reimbursement
.
Citywide HiringFreeze General Fund $2,799,000 $2,799,000 $0 Multiple Programs Freeze vacant positions included in the budget, allowing for the
fyw flexibility to fill critical positions on an as-needed basis
Freeze on Non-Essential budget for nonessential expenditures while the uncertainty
Expenditures General Fund $4,000,000 64,000,000 $0 Multiple Programs of revenues persists
FIRE
To reflect impact of COVID-19,temporarily reduce lifeguard hours
Lifeguard and Boat Savings General Fund $329,000 $329,000 $0 Ocean Rescue during non-peak times and use of Ocean Rescue boat to weekends
and special events.
Page 1013 of 1855
• ATTACHMENT A
FY 2021 ONE.TIME EFFICIENCIES AND REDUCTIONS
i
'. ,'I.,1
r, -,,,-...,-0;101,r...t,:.I,. ,,s:,,,, _.; . ,,.'1: v v'0.:-,10,_,,,I,,,:3, ',-,'4,' - ,isc.,.,-4f '''' " '',""o'"". 'e ,',, i,a_ „rq...,,,14.'4f. 'gv1V-1""garN0101, .4'1,' )11,-141,.1*,',, ,'ill; -", 'C''.).'4..ril V::.'''I''4+1: '.1,' II' tiplipiatx, :'1;•-•'14-•)..i',, -:,',,i. ' ,.,
:=S'4'5.1'., •o'h••••..t";;:- -r.ti•-•2,if, -'21:t? ,, .- .14 6,,,,,,,A,Ai04.4„.,.4,,t ,,4,„,11,„.•04•141v- • •••4..1t,,..400g. '4 ; „..* ,„,„„01,0,,44 A4sta 1 iki,,,,„,„•• .1 , •. •,,r„..,,, ,j,„..,,,,,i,'jo,i4r4,416o 4414,01411„le . li „.,4,,,jilt,.,:,.,;11.611,N ,:
qt.ig-"V • l''''.• tr.., 2. ' , ',__,,,..::...4'"",4';',,..',!'.',,,,,,,.L, ,',•-:1'1'fiC„' ' ""'',.z.t:#•-.NAT-:...."•04-.; ..;'.',•t;.1..z. `: " .45441,1,' " : .•.",-t ;04'..;.:44-::11;?•;;;A'''', '''•' • '•' .it,.&' 0,1;...;,-,....,-•.7.,r.,..4..,.,',4.:-.,..
.'':f:.-,':',.-....::-,.,it 4; .:.-,..t;:z6.x,":, :7-' ..T.:','.e-,! :;;,. ."--s."Pi '1.A i',.."--;14.- -----.-.'"4...:.....l'' ----4,1 iFLV•Y'.!JA5..”!•‘.•-•i. ',l'-'-J.,'„--1,•1-.,•,•, ••:,"''A-,,,,.,1',,..,„ :,..:,,!•4.-",', =,., '.,::,-,t...,',',L/.0„:',.-•-',1:',. :'4. '
TOURISM&CULTURE
Amended agreement with the GMCVB for one year to assist the
City absorb the projected loss of resort tax revenue during FY 2021
due to the impact of COVID-19. Instead of a flat baseline fee with
an incentive fee,the GMCVB will receive 10.5%From the proceeds
Greater Miami Convention and of the 2%Resort Tax. This methodology will generate on estimated
Visitors Bureau Agreement Resort Tax $2,600,000 $2,600,000 $0 Resort Tax-GMCVB savings of$2.6 million in FY 2021 based on the most current .
(GMCVB) Resort Tax projections. Converting the base fee into a percentage
also provides downside protection to the City if the collections from
the 2%Resort Tax come in below projection. This methodology
allows the City to better manage the uncertainties related to the
financial impact of COVID-19 in FY 2021.
Miami Beach Visitor and Revised VCA agreement for one year to assist the City absorb the
Convention Authority(VCA) Resort Tax $1,087,000 $1,087,000 $0 Miami Beach Visitor's projected loss of resort tax revenue during FY 2021. The VCA will
and Convention Authority receive 2.5%instead of the 5%required in the City Charter from
Agreement the proceeds of the 2%Resort Tax.
'' '4'4Q:4-1,:••,-:••••;,- .'• •'•i,J,'„ r'-i-*'1,'1:I•;''ilt il• I'likIIIII'lr II'LI'• . 1','1.11,;!:ailln,!, . ' nli:,-','.11'.11.1"'I'"''!le :'l'itt %.*; ..1,: q..,..4:.'. •.).:t.e'' '''*...-,I'V'llhi;,-.-•; ri,--..,,:ji.;....''11'.'e.' *-•* .1:1 •- •
.„.„....., r.. , .. !, I,,,r ,_.;;;••r :.:-..,....:-,
ONE-TIME
Requested Rsoommended
Year 2
Fund Efficiency/ SKY! Impact
Reduction Rodudion
General Fund $9,430,000 $9,430,000 $0
$104,000 $104,000 $0 Internal Service impact(%based on FY 2020 Preliminary Allocations)
$9,534,000 $9,534,000 $0
Internal Service $150,000 $150,000 $0
Resort Tax $3,709,000 $3,709,000 $0
RDA $33,000 $33,000 $0 .
Enterprise $310,000 $310,000 $0
Special Revenue $26,000 $26,000 $0
Page 1014 of 1855
ATTACHMENT A
FY 2021 RECURRING EV7ICIENCIES AND REDUCTIONS
• r. . • ...• V10,44. • 'T. '
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;A:as 3;;!. 44 . •,.. . " .
CAPITAL IMPROVEMENT PROJECTS(CIP)
Impact of Reallocating Portion of
Construction Reduce cost burden to the Parking Fund by reallocating a portion of a
Senior Capitol Projects Coordinator
General Fund 4118,000 4110,000 -$152,000 -1
Position from Parking Enterprise Management Senior Capitol Projects Coordinator position to the General Fund.
Fund
CODE COMPLIANCE
Renegotiated Contract Savings-
General Fund $6,000 $6,000 $6,000 Multiple Programs Savings from renegotiation of body camera contract.
Body Camera Agreement
ENVIRONMENT&SUSTAINABILITY
Full-Time Assistant Environment& The tasks of the eliminated Assistant Director position will be
Sustoinobilily Director Position General Fund $136,000 $136,000 $178,000 1 Administration distributed among the remaining staff in the department to minimize
(Vacant) the impact to operations.
FINANCE
The tasks of the eliminated Financial Analyst II position will be
Full-Time Financial Analyst II
General Fund $91,000 $91,000 $1 16.000 1 Off-Duty Police distributed among the remaining staff in the department to minimize
Position(Filled) the impact to operations.
FIRE Alt
•
The tasks of the eliminated Emergency Specialist position will be
Full-Time Emergency Specialist
General Fund $101,000 $101,000 $132,000 Multiple Programs distributed among the remaining staff in the department to minimize
Position(Filled) the impact to operations.
Renegotiated Contract Savings-
General Fund $1,000 $1,000 $1,000 Prevention Savings from renegotiation of body camera contract.
Body Camera Agreement
Page 1015 of 1855
ATTACHMENT A
FY 2021 RECURRING EFFICIENCIES AND REDUCTIONS
1. . 1,1„1,111, vii,iii 1„.11,i' 1,„ „I,.... r4r0,,..4,,,,
:0 I tip,'.1.'.'IP;11,..1-,IIV,;'.1;.::'r.-''.,:•.'.if:';‘,1'1.'-1,1i44y.! ' l',,.;,i',:!''''i'l..”',111",,',:5*•14014t'071.1 nl ''" 'ZiLl'7:401 ,
'fri.,,,q 11.•Ald --.:.;• =:. 11,1cliv ofIre.., 1 14-i.L. , 4,,,y,,,,01,1141:si?%V 4 ,..„; .,•ve,,w, , 'fp...., AL.dlt,L 11, ,..,„, 41111111!.1 -,WAWA 411.,1,4,114,• , „$'v.-op!. -.i..?.,..4...i,---4.44,-,,r,,,,,,,il li,hl,
',...:.....s...!. , 0..:., . - ..,;'4:ILA 1„..,,c, ' AI , . 1 .L., • .. ,44,i' ICK:reigiiiiper941,j'l 1 1 tdil.leL*41.1 ''''r. .1 nji:I:7;L.,:i,Skis.....,11;:fV'.1 :,,,14,p h'it,Li.....:Iiilti., .,.., r0„,i• ,4!A.I., ,1!:/p .1, 7..,r-
1.
°.'"'-.44,,i.. :. •• .,. ,'..,ri*:'°ct`.."•'•A )11•u. 1. Nillirl''"14',—.-; f,o' '''''''''''''''''' 1r,,I.''" 4411°0* 'I's ':11:?iVIWZA:' .I14q- tvi,'LP., ." 1..,.4'F'.0. ,,,,..diab .Z.411 4. 4,
FLEET MANAGEMENT
Elimination of Director position from consolidation of the Fleet
Full-Time Fleet Management
Internal Service $215,000 $215,000 $280,000 1 Administration Management department to a division in the Property Management
Director Position(Filled)
deportment.
Reclassification of an Office Associate IV position to a Senior
Convert Full-Time Office Associate Administrative Manager position to effectively absorb workload from
IV Position(Vacant)to Senior Internal Service -$27,000 427,000 -$35,000 Administration position reductions associated with the consolidation of the Fleet
Administrative Manager Position Management deportment to a division in the Property Management
department.
Elimination of Office Associate IV position from consolidation of the
Eliminate Full-Time Office Associate Internal Service $70,000 $70,000 $90,000 1 Administration Fleet Management department to a division in the Property
IV Position(Filled) Management department.
HUMAN RESOURCES/LABOR RELATIONS
•
The tasks of the eliminated Safety Officer position will be distributed
Full-Time Safety Officer Position Inferno'Service $80,000 $80,000 $105,000 1 Safety among the remaining staff in the deportment to minimize the impact
(Filled) to operations.
Savings from renegotiation of Humana(Wellness)and Carve'
Renegotiated Contract Savings- $72,000 $72,000 Multiple Programs
Internal Service $72,000
Humana&Camel Workers Compensation)contracts for several programs.
OFFICE OF THE CITY MANAGER
F
The tasks of the eliminated Legislative Manager position will be ull-Time legislative Manager
General Fund $86,000 $86,000 $111,000 I Multiple Programs distributed among the remaining staff in the department to minimize
Position(Filled) the impact to operations.
OFFICE OF THE INSPECTOR GENERAL
Impact of Reallocating Portion of Reduce cost burden to the Parking Fund by reallocating a portion of a
Deputy Chief Auditor and Auditor
Internal Service -$69,000 469,000 -$92,000 -1 OIG•Internal Audit Deputy Chief Auditor and Auditor position to the new Inspector
Positions from Parking Enterprise General Fund.
Fund
Page 1016 of 1855
ATTACHMENT A
FY 2021 RECURRING EFFICIENCIES AND REDUCTIONS
•
•
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PARKING '
The Parking department currently has approximately 704 parking poy
stations for on-street and off-street metered parking.This reduction
would remove oll on-street(curbside)and off-street(lots)parking pay
Parking Initiative k I-Remove All stations thus providing for the phone application(Parkmobile)as the
On-street(curbside)and Off-street Enterprise $1,691,000 $1,691,000 $1,772,000 4 Meters only Parking payment option(Touchless Parking Payment Option).In
(lots)Parking Pay Stations addition,it includes the elimination of lour full-time positions that
maintain the poy stations,as well as repurposing of other Parking
positions to performance maintenance in the City's garages.
The Parking deportment currently hos approximately 704 parking pay
Parking Initiative f1I-Remove All stations for on-street and off-street metered parking.This reduction
Special
would remove all on-street(curbside)and off-street(lots)parking pay
On-street(curbside)and Off-street Revenue $80'000 $80,000 $80,000 Meters
(lots)Parking Pay Stations stations thus providing for the phone application(Parkmobile)as the
only Porking payment option(Touchless Parking Payment Option).
The Parking department currently has approximately 704 parking pay
Parking initiative#1-Remove All stations for on-street and off-street metered parking.This reduction
On-street(curbside)and Off-street RDA $198,000 $198,000 $198,000 Meters would remove oll on-street(curbside)and off-street(lots)parking pay
(lots)Parking Pay Stations stations thus providing for the phone application(Parkmobile)as the
only Parking payment option(Touchless Parking Payment Option).
Due to the reduction in demand for parking and the recent pandemic,
the Parking Department has bean forced to scale back projects and
reduce services.As a result,this reduction would reduce Parking
enforcement operations.This proposed reduction changes the status
of 28 full-time Parking Enforcement Specialist positions and 5 full-time
Dispatcher positions to part-time status,and eliminates 22 part-time
Parking Initiative N2-Reduce Enterprise $1,166,000 $1,166,000 $1,786,000 33 -7 Enforcement Parking Enforcement Specialist positions and 4 part-time Parking
Parking Enforcement Operations Dispatcher positions that are proposed to be replaced with an outside
contracted services provider. This change would result in a model
where 50%of enforcement is in-house,with the remainder contracted
out to provide additional flexibility and resiliency to deal with high
impact events and occasional shocks resulting in revenue downturns
(COVID-19,Ziko,hurricanes,etc.)
Page 1017 of 1855
ATTACHMENT A
FY 2021 RECURRING EFFICIENCIES AND REDUCTIONS
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The Parking Department has historically funded positions in other
departments due to the demand and support required For parking
operations.Due to the reduction in demand for parking and the
recent pandemic,the Parking Department has been forced to scale
Forking Initiative#3- back projects and reduce services.For this reason,this proposed
Eliminate/Transfer Costs for Other
Enterprise $509,000 $509,000 $663,000 6 Multiple Programs reduction would eliminate three positions funded by Parking for the
Deportment Positions Funded by Finance Department and one position funded by Parking for Property
Parking • Management,as well as transfer a portion of one position funded by
Parking for the Office of Capital Improvement Projects(CIP)to CIP
and two positions partially funded by Parking For the Office of the
Inspector General(01G)to the OIG's office.
Due to the reduction in demand far parking and the recent pandemic,
Parking Initiative#4A- the Parking Department has been forced to scale back projects and
Eliminate/Reduce Parking Enterprise $1,163,000 $1,163,000 $1,165,000 Multiple Programs reduce services.As a result,this reduction would reduce Parking
Operations Services and Activities services and activities related to the maintenance and operation of the
City's municipal garages and lots.
Due to the reduction in demand for parking and the recent pandemic,
the Parking Department has been forced to scale back projects and
reduce services.As a result,this reduction would reduce the level of
Parking Initiative#4B-Grounds
Enterprise $277,000 $277,000 $277,000 Multiple Programs services for grounds maintenance in the City's parking facilities From
Maintenance Agreement 36 to 24,as well as recognize the projected savings from the new
Greenspace Management cost proposal anticipated to be
implemented in FY 2021.
Due to the reduction in demand for parking and the recent pandemic,
the Parking Department has been forced to scale back projects and
Parking Initiative#4B-Grounds
reduce services.As a result,this reduction would reduce the level of
Maintenance Agreement(7th Street Special $80,000 $80,000 $80,000 Multiple Programs services for grounds maintenance in the City's parking facilities from
Garage Fund) evenue 36 to 24,as well os recognize the projected savings from the new
R
Greenspace Management cost proposal anticipated to be
• implemented in FY 2021.
Due to the reduction in demand for parking and the recent pandemic,
the Parking Department has been forced to scale back projects and
Parking Initiative#413-Grounds reduce services.As a result,this reduction would reduce the level of
Maintenance Agreement(RDA
RDA $11,000 $11,000 $11,000 Multiple Programs services for grounds maintenance in the City's parking facilities from
Anchor and Pennsylvania Avenue 36 to 24,as well as recognize the projected savings from the new
Garage Funds) Greenspace Management cost proposal anticipated to be
implemented in FY 2021.
Page 1018 of 1855
ATTACHMENT A
FY 2021 RECURRING EFFICIENCIES AND REDUCTIONS
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Due to the reduction in demand for parking and the recent pandemic,
the Parking Department has been forced to scale back projects and
reduce services.As a result,this reduction would reduce the level of
Parking Initiative#4C-Reduce Sanitation services utilized by the Parking Department for the first
Sanitation Level of Services and Enterprise $556,000 $556,000 $297,000 Multiple Programs quarter of FY 2021 while the procurement process for an outside
Outsource Functions contractor is taking place.Subsequent to completion of the
procurement process,on outside contractor is anticipated to be used
by Parking for Sanitation services at 80%of prior year service levels
beginning in the second quarter of FY 2021.
Due to the reduction in demand for porking and the recent pandemic,
Parking Initiative#5-Reduce the Parking Department has been forced to scale bock projects and
Parking Positions due to Reduction reduce services.This reduction would eliminate 6 operational and
Enterprise $500,000 $500,000 $650,000 6 Multiple Programs administrativepositions and convert the two Assistant ParkingDirector
of Services and Activity/Utilization
in Municipal Garages positions to a Senior Parking Operations Manager and Contract
Complionce Administrator.
PARKS&RECREATION
Renegotiated Contract Savings• Parks Grounds
Parks Landscape Agreement General Fund $500,000 :500,000 $500,000 Maintenance Savings from renegotiation of grounds maintenance contract,
POLICE
This reduction reflects the cost impact from civilianization of two
Civilianization of Police Positions General Fund $120,000 $120,000 $247,000 Multiple Programs sworn positions in the Technical Services division. An additional Five
positions are also being considered for civilianization over the next
12 to 18 months.
Police Staffing Plan Changes General Fund $795,000 $795,000 $795,000 Multiple Programs Savings from less overtime due to stalling plan changes which include
adding more officers to the daily staffing configuration.
Renegotiated Contract Savings- General Fund $59,000 $59,000 $59,000 Multiple Programs Savings from renegotiation of body camera contract.
Body Camera Agreement
Page 1019 of 1855
ATTACHMENT A
FY 2021 RECURRING EFFICIENCIES AND REDUCTIONS
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PUBLIC WORKS •. ,
Renegotiated Contract Savings- Contract Landscape
Greenspace Maintenance General Fund $795,000 $795,000 $795,000 Maintenance Savings from renegotiation of grounds maintenance contract,
Agreement
PUBLIC WORKS-SANITATION
Due too permanent reduction of$1.5 million of revenue from the
• Parking Fund,this reduction will eliminate I 1 Sanitation positions in
the Sanitation Fund,which is comprised of(21 Heavy Equipment
Eliminate(1 1)Full-Time SanitationOperator I positions;(1)Municipal Service Worker III position;(5)
Enterprise $559,060 $559,000 $719,000 11 Multiple Programs Municipal Service Worker II positions;and(3)Municipal Service
Positions
Worker I positions. This reduction may result in decreased response
time to service requests in areas such as RDA,NBRC&MXE and
lower cleanliness scores.
Due too permanent reduction of$1.5 million of revenue from the
Reduce Sanitation Temporary Labor Enterprise $506,000 $506,000 $506,000 Multiple Programs Parking Fund,this reduction reduce temporary labor which may result
in decreased response time to service requests in areas such as RDA,
NBRC&MXE and lower cleanliness scores.
Due to a permanent reduction of$1.5 million of revenue from the
Reduce Sanitation Operating Enterprise
Expenditures $145,000 $145,000 $145,000 Multiple Programs Parking Fund,this reduction would eliminate the Big Belly contract
along with other miscellaneous reductions.
Page 1020 of 1855
ATTACHMENT A
FY 2021 RECURRING EFFICIENCIES AND REDUCTIONS
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TRANSPORTATION
Due to a permanent reduction of revenue from the Parking Fund and
o significant loss of Resort Tax revenue from the impact of COVID-19,
Eliminate Full-Time Office Associate Specialthe Transportation Department will eliminate an Office Associate IV
$73,000 $73,000 $95,000 1 Multiple Programs position. The tasks of the eliminated position will be distributed
IV Position(Filled) Revenue
among the remaining staff in the department to minimize the impact
to operations.
Due to a permanent reduction of revenue from the Parking Fund and
a significant loss of Resort Tax revenue from the impact of COVID-19,
Eliminate Full-Time Tronsportation Special the Transportation Deportment will eliminate a Transportation
$147,000 $147,000 $191,000 1 Multiple Programs Monogerposition. The tasks of the eliminated position will be
Manager(Filled) Revenue 9
distributed among the remaining staff in the department to minimize
the impoct to operations.
Convert Full-Time Transportation Reclassification of a Transportation Analyst position to a Senior
Special
Analyst Position(Vacant)to Senior -$27,000 427,000 -$36,000 Multiple Programs Transportation position to effectively absorb workload from two
Revenue
Transportation Position position reductions.
Due to a permanent reduction of revenue from the Parking Fund and
significant loss of Resort Tax revenue from the impact of COVID•19,
the Transportation Department will be reducing the service level of the
Trolley Operations Special $5,526,000 $5,526,000 $5,526,000 Multiple Programs trolley program as follows:from 18 hours of service to 12-14;25
Revenue vehicles to 15;frequency of 20 minutes to 30 minutes;and
elimination of the 1 1 th Street Loop and modification of the Belle Isle
stop.
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RECURRING
Requested Recontetended Year 2
Fund Efficiency/ Meleney/ Impact
Reduction Reduction
General Fund $2,572,000 $2,572,000 $2,805,000
$238,000 $238,000 $293,000 Internal Service impact(%based on FY 2020 Preliminary Allocations)
$2,810,000 $2,$10,000 $3,098,000
Internal Service $341,000 $341,000 $420,000
Resort Tax $0 $0 $0
RDA $209,000 $209,000 $209,000
Enterprise $7,072,000 $7,072,000 $7,980,000
Special Revenue $5,879,000 $5,879,000 $5,936,000
Page 1021 of 1855
ATTACHMENT B
FY 2021 ONETIME ENHANCEMENTS
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ORGANIZATIONAL DEVELOPMENT PERFORMANCE INITIATIVES
This enhancement commits to funding$250,000 for a pilot
Early Childcare Pilot Programprogram For early childcare pre-kindergarten stipend for the 202 I-
General Fund $0 $0 $250,000 Education Initiatives
Male-lime) 22 school year,which would require funding to be appropriated as
part of the City's FY 2022 budget.
POLICE
This enhancement request is to fund necessary overtime,rentals,
security guards,and equipment to provide comprehensive police
College Football Playoff and resources for the 2021 National College Football
Resort Tax $900,000 $900,000 $0 Resort Tax
Championship tOnarTimet). Championship.The request amount is based on experience with
past Super Bowls,Memorial Day,Spring Break and other high-
impact events.
PUBLIC WORKS DEPARTMENT- STORM WATER
•
This enhancement request is to increase funding for rental oF
temporary pumps and accessories to fulfill the City Commission's
request to increase deployment of portable temporary pumps
Temporary Pumps
Enterprise $418,000 $418,000 $0 Storm water Maintenance during King Tides,Hurricane Season,and rain events.The amount
jOne-Time) requested is for the deployment of 14 temporary pumps for six(6)
months.This is being submitted os a one-time request for FY 2021.
The need for temporary pumps will be revaluated as part of the FY
2022 budget process.
Storm Water System Maintenance
This enhancement request is to increase funding to address the
Enterprise $400,000 $400,000 $0 Storm water Maintenance backlog of maintenance for 48 existing injection wells to improve
Backlog(One-Time) drainage and decrease flooding throughout the City.
Page 1022 of 1855
I ATTACHMENT B
FY 2021 ONE-TIME ENHANCEMENTS
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PUBLIC WORKS DEPARTMENT-WATER
This enhancement request is for the evaluation of the fire hydrants
Fire Hydrant Density EvaluationWater System throughout the City's the water system,which serve as an essential
(One-Time) Enterprise $150,000 $150,000 $0 Management part of the firefighting process,as they allow firefighters to access a
steady flow water supply during emergency operations.
This enhancement request is to upgrade the City's infrastructure by
Water Fuel Tank $51,000 $51,000 $0 Water System replacing old diesel tanks that are corroding and inefficient so that
Enterprise
II
(4n0'IllII4) Maintenance they are compliant with the Miami-Dade County Department of
Regulatory and Economic Resources(DERM).
TOURISM& CULTURE .
This enhancement allocates an additional$1.0 million of Cultural
Arts Council(CAC)reserve in the FY 2021 budget to provide
additional Funding relief to Cultural Organizations in the City of
Additional COVID 19 Relief SpecialMiami Beach impacted by COVID-19 as recommended by the
Funding for Cultural Organizations Revenue $500,000 $500,000 $0 Grants Program CAC and supported by the City Administration.$500,000 is
(QIIo-Time) recommended for appropriation at the commencement of FY 2021
with the remaining$500,000 balance to be appropriated mid-
year of FY 2021.
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ONE-TIME
Fund Requested Receetenended Year 2
Enhancement Enhancement Impact
General Fund $0 $0 $250,000
$0 $0 $0 Internal Service impact(%based on FY 2020 Preliminary Allocations)
so $0 $250,000
Internal Service $0 $0 $0
Resort Tax $900,000 $900,000 $0
RDA $0 $0 $0
Enterprise $1,019,000 $1,019,000 $0
Special Revenue $500,000 $500,000 $0
•
Page 1023 of 1855
ATTACHMENT B
FY 2021 RECURRING ENHANCEMENTS
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CITYWIDE
This enhancement increases the total minimum living wage rate from
$15.00 per hour including health benefits to$15.15 per hour
Living Wage General Fund $19,000 $19,000 $0 Multiple Programs including health benefits,effective January 1,2021.The proposed
increase is comprised of a 1%increase in the living wage rate and
1%increase in the health benefits rate.
This enhancement increases the total minimum living wage rote from
$15.00 per hour including health benefits to$15.15 per hour
living Wage Internal Service $9,000 $9,000 $0 Multiple Programs including health benefits,effective January I,2021.The proposed
increase is comprised of a 1%increase in the living wage rate and
1%increase'in the health benefits rote.
This enhancement increases the total minimum living wage rate from
$15.00 per hour including health benefits to$15.15 per hour
living Wage RDA $6,000 $6,000 $0 Multiple Programs including health benefits,effective January 1,2021.The proposed
increase is comprised of a 1%increase in the living wage rate and
1%increase in the health benefits rate. •
This enhancement increases the total minimum living wage rote From
$15.00 per hour including health benefits to$15.15 per hour
Living Wage Enterprise $60,000 $60,000 $0 Multiple Programs including health benefits,effective January 1,2021.The proposed
increase is comprised of o 1%increase in the living wage rote and
1%increase in the health benefits rate.
This enhancement increases the total minimum living wage rote From
$15.00 per hour including health benefits to$15.15 per hour
Living Wage Special Revenue $30,000 $30,000 $0 Multiple Programs including health benefits,effective January 1,2021.The proposed
increase is comprised of a 1%increase in the living wage rate and
1%increase in the health benefits rote.
POLICE _
This enhancement is to establish a Public Safety Citizens on Patrol
Volunteer Program to meet the changing needs of the community and
Public Safety Citizens on Patrol
General Fund $27,000 $27,000 $27,000 Multiple Programs
further promote on enhancement of the City's Community Policing
philosophy by having members of the new program assist in
Volunteer Program patrolling neighborhoods,parks,schools,and commercial areas as
additional eyes in public spaces throughout the City.
PROPERTY MANAGEMENT
This enhancement request is for the addition of a full.time Admin
Officer position in the Property Management Deportment to:(I)
manage the day to day operations of the City's current Special
Taxing District,as well as the additional two that will be transferred
Full-Time Admin Officer Position Internal Service $69,000 $69,000 $88,000 1 Special Taxing Districts effective FY 2021 from Miami-Dade County;and(2)enhance
property maintenance and services of the City's assets.
It is proposed that thiafull-time_pasition be split funded os follows:
50%Property Management anst.50%split evenly hetween the 3
Special Taxing Districts
Page 1024 of 1855
ATTACHMENT B
FY 2021 RECURRING ENHANCEMENTS
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PUBLIC WORKS GENERAL FUND .
This enhancement is to allocate additional funding of$10,000 to
Trap,Neuter,Vaccinate,and continue the Trap,Neuter,Vaccinate,and Release(TVNR)Program
Release(TVNR)Program General Fund $10,000 $10,000 $10,000 Cat Network
for FY 2021 based on direction from the Finance and Economic
Resiliency Committee at its July 17,2020 meeting.
PUBLIC WORKS DEPARTMENT-SEWER
This enhancement request is to enhance emergency maintenance
Sewer Pump Emergency $200,000 $200,000 $200,000 II
Sewer Maintenance and repairs for sewer pumping stations to address unplanned issues
Enterprise Management such as sewer main breaks for the City's aging sewer infrastructure
Maintenance
system.
This enhancement request is for the Sewer System Evaluation Survey
(SSES)program.SSES is a EPA issued Consent Decree program with
requirements as outlined in Miami-Dade Code Chapter 24 for all
Sewer System private and publicly operated Volume Sewer Customers to aim to
SSES Cycle III,Phase
I.II,&III Enterprise $400,000 $400,000 $400,000 eliminate or reduce l&l.SSES requirements are part of Domestic
Consent Decree Maintenance Wastewater Annual Operating Permit.Failure to comply with code
will result in system failures(sewer system overflow,18.1);the system
in moratorium status;and civil&/or criminal penalties per Domestic
Wastewater Annual Operating Permit.
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YGa ^�'��L1'�;�+l(u.� �, .�. ,�. �k .�.,-. �.hr �lt `.�' �'�� nl. �.�5�'v�'zi2' N`� �*"^"R�A.'C-'✓ as, `1�`! �TwIN1N"
RECURRING
Requested Racepannereded Year 2
Fund Enhancement lnhnncentenl Impact
General Fund $56,000 $56,000 $37,000
$54,000 $54,000 $61,000 Internal Service impact(%based on FY 2020 Preliminary Allocations)
$110,000 $110,000 $98,000
Internal Service $78,000 $78,000 $88,000
Resort Tax $0 $0 $0
RDA $6,000 $6,000 $0
Enterprise $660,000 $660,000 $600,000
Special Revenue $30,000 $30,000 $0 —
•
Page 1025 of 1855
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SUHDAYMist i01010 NEIGHBORS I 15NE
MIAMIRERALD.COM
BEACH CITY OF MIAMI BEACH LIrGALADVERTISEMENT OF SOLICITATION
NOTICE OF PUBLIC HEARINGS
SE4MEMEER16,2020O1RTUALCITY COMNNS6106MELTON City of North Miami
he4f[r'Yoo.Parr•,}vVnq Y+..dr• ,N,llY4lf•W,.'.�Mr�,NP(u•YtaeKrw..,...�.1„-��,f>•... REQUEST FOR PROPOSALS(RFP) NO. 23-19-20
*mg J w•irar Parr iaN T'YI"f,ate.•ti S1Yf.ail t:v�Y►..+a.yr.•m.••.r,`a.Y d u r W{.1�!•:r Lia_a••rflt YU:yr
••-V fl!uYGrt[ll:s.•1 i<fi.:war111.+cs.•/.Yr,olaW[Z,yanduu: -Ijau'-Y tuber./ewe tswru•eWti,'r
Y„e of U.•., ,h.ry,.r+r.•L -.. f!:Cat:S.pra LseAld,er h*UYCC IC'!@2rl rarrllr►rk I LEASING,DEVELOPMENT,
ar.;Ywa•+iMrnl n'MiR.a+a.wwa• •n:-.Te•nr+IrY't a•Re ers.•a••4
MIZPI11.ab".e 4.r,1 ualvirt•.r wad Nu,Ynrt•1T'""""'[•,a,.:I"4r....r,•Yew.:""""".'"'"""."`""
<.•Weal AND OPERATION OF THE RED GARDEN SITE
hamuzaamashai
AISSRY UN CPI,i+OrMakt Qlr(:VAMN LI I-11 illyl;1,4KLVICA.1:1C'1i1.':Y u!UYLS AG WWI,MLJia CIkrni LLS!71'IYA IVA ,0141ri1
V1 U'S K.VGYS,013+ Ml1:iH-rnStbia.'Ll 1%utK:'lt•fei 4.17,0":fY5srh N�Witt7!HIA'4.2Knail fi7 JG 2/,YL•.1 SU ltt' City of North Miami, Florida ("City) is requesting proposals from
I.A{E(}3411uC•IMrr�:ln'i Xer115.A!U't`rt••,n::••,...S...11,10.11 PI f::3 AI,UN 4,su era"N UHvnrr Yfebu if 44 N:r W44
•s „sem-1`.ru,u, XSV121 Interested parties for the leasing,development and operation of the site
;adt'.?,ivont ASt GWart 7,, NW 1CV:6:W1,61.-•: , known as Red Garden located at NW 123rd Street and 7th Avenue in F
PRIM:-Plat W.1 IN via.!VW,A11.0.WA.1f M m1 s die'24 ftCOG A}[r1!.iK'JRA:1CM r.!}d,fin.it1 i4 21;:Y,S.IY-a
"a'f•'•°.,"`rF1,1. 54.[rlfill.,•M11411.1%a "im I""°""'"`/.,-'"MAX °"'2"1"o the heart of the City's Cultural Arts and Innovation District and a nearby
Isl.aarleoofm
1q(q 11s GIMIOAYSO EK$17LSArS :45. LWIMAtLriEru: !Ai POK.4:11'nrwYf fU5,91?YM4LIl•5/111 YY9•AIIt Nun;
u n;Pati office buildinglocated at 660 NW 125th Street as further described in
NiS r93 hSCJl•IMS2'IOt.<Y:fifiYIYY;rA:lS.CU:I!lN.t�sU:T.eGChMNMM.Y'(/S"C MT61W lYM iM9!V!•SKlt'�!LN,LY Nf n:'10..:J
LISYH:{1MCg7CIWPC'A:AMAXiiiC.i7.L:]71may St1RYYl\1[,3!11^J[y%bAu!re•a&Wu..prt.rtul.'itvII FeK the RFP.
1•tl 31f rS inou tir R•r•-n[1 YL.r Yaaal/•rtr.n eKSra[.1.17111,
iabasikiediehim
Alrl[-MP i-`!1,:2C17:136Y♦(Witau711 J:1.4:Y:V21.41:M,etkokir/t41.EM'Z'QOM.:I.%N'A11rSMXIL]%:.}.Cu•SA
KN.Mi.:11 MEOW.?R<,rif".52:!::t.iY:vV=cubi.a.an.a' •kuoeWirtMssw,'•SeYnfl"dF,I-.:4XS!:•v,.: Site Visits will take place on Tuesday.September 8,2020,and Wednesday,
k Y.aHa:[flu iaaa.lhv-estm•aave)21,1R9
>a,Ns,ir,yilml September 9,2020,by appointment only.Proposals are to be submitted
.1,MPral Ctlr:4.1104Ar1 TCLrY51Rw"43713410111G,R3IS.AVrn:rf,r r,!LWIt}K.`AM V,'WN41105 f+'YitI.:MOA)
P.SON r1I Inch aAM INV,IITCA?(ROLr.C.l lf14,2,t{!1:::!a15itOY!IYYKMLM;L•Y'DJ)tG ltiff"UPti YU ItMAI lC3 iY 101 max. In a sealed package to the Office of the City Clerk, located at 776 N.E.
frq V.'' .tS:+,et li Mt ki.YMW!S Non•Y!4 Yra[axrlVe Uk401!eb•r,r+•r%:.vv[WI!l1n
P tISZUW415r,..deaYWV'ParrenstuI esIN1.K.: YaLmOn,nlawnarerAgwl.,+'yY(ah,r•¢'1p'r',4Lti:1[rNrgbn••1 125th Street, North Miami, FL 33161, by no later than 3:30 p.m. local
Yrti'lrri+t+rwriPhu.f A\4e40+••rr•r^trlsewar EPA Yelr■pyrMrr.,Y.I.Hfwmmr.,vfaul,Ylim.•nw•4rar
:an s*POW.PtPl.Y•.+r..1,rmcntigleatrUy 61..-•• •--ia..1t r:+,+•r«.•i:,.o'..t 0,-..4 time on Friday,October 16,2020.
•J01•+.a...fl1•rlYyA.M V r rr4•
••.:t1SnIY ANC IS At tr.indeanlennnne*A.Jr.war.Inerfl..En .eew`r T;.rnaanea+e Ylwr.ne+I."r1r�
uew nut,"'I>"tur"a'm° ipuet•`5...1.,11,...payl Hinz Up/rr"°"a artua ma" Copies of this RFP may be obtained by visiting our website at
:i:•e'n'Ir.!.:Y
WOW f rraalYfrotY r r'�n:Mia,•r CASA ra,Y'r.Yre a.arll4r
,,,,NMnYbrinrew.tl tan,,re.•,.Meapra•vuer(er•rir,,au,Yisc.•f•esatIn`C'v 1,Ing,sixoz TN,••mersee opid,r
r1c,.nearrl+M.rr2s1L•1itr.rPun wrl,l..rmoor.1•.a.,,w,i I'a awrfYru, www,northmiamifLgov or by contacting DemandStar by www.demandstar.com
4'rf vat.wr:tr•
>w,nw or calling toll free 1-866-273-1863 and requesting Document No.23-18-19.
..OaIV11t
RIDE SAFELY WITH10,°
MIAMI-DADS TRANSIT
6 feet
TOGETHER,WE CAN STOP THE SPREAD.
DO YOUR PART AND BE SURE TO MAINTAIN A SAFE DISTANCE FROM
YOUR FELLOW RIDERS AND WEAR A MASK AT ALL TIMES-INCLUDING .
WHILE WAITING AT THE STOPS OR PLATFORMS.
Mylni-0sd.County win roma.b MIIan tM'tali 0l14alx.hom Ih.C.ntan Mf OWee Cawbd
end P.er.ntion(COIC'I and Won.MYIn4.Osda COME ly and what
apptk^Me tannest,Ou1s.i
Page 1029 of 1855
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1 CITY OF MIAMI BEACH
. ,
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i NOTICE OF PUBLIC HEARINGS .,
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1 SEPTEMBER 15, 2020 VIRTUAL CITY COMMISSION MEETING
s•?.:Atrte- 7 is. 2020 `La.. et '2.a.P. Beocr Co-pi•:ss'on Mei..?no ..I. nh no d ,r, a Virtue. Mei g .y.'_, -..•:
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u..,..:!.....o.ei5,-.07mLimil,L,.. as well a', on Atlantic Estuailband Cab's c.....annel 500. AT&T ii-verse crien...-.1 99.Hot.,...I -
C.;urnrnrrocatzenu tr.i-.370-e:395,and ROltill device on PEG.TV h..1-annel.and on social media at eggs.:ly_.L..-x.faceLt_iuk
!corhicy..frniarn,ocach *o parvcipate or orov.de comments,the puolic-lay iLiIn tr:E,Trtial 0111:Cor,-,.,:y,VE,.. cF 1 •
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!al rf,:zs•r_LIALZbar.,...Zps172,usrf_ext•_!7.;,,o232/:or via telephone at:'3.:.1 75.9592.0 S•o8?7 5'53.525" 's,! Prea: r-•1
Nebirr., :-.1 is:85'717952227..MehatTere of the PutiiC aan;to epe.,!.,.....,an.tern during the v:tte.a!at,Cor. • ;
;Meeting.ioust clu.-A tie'raise hand'.con it using the Zoorr app.Cr:gess"9 on the;,...eshone to rase the:ban. I .
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I NOTICE IS HEREBY GIVEN that the following public hearings will be heard by the Mayor and City Coeirressiei.e...•:•'I,
•the Ci4 of Miam:Bead',;'pro.),on September 16.2020 at thc.:01.ow.ng times,r.• Is ',eon thereabr as tile -...
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1 if i HE TENTAT:VF AD';ALOREM MR.At:E.01,5.7288 MILT S I-Out I ISCA,_YEAR 2"..21 =OP 7.tENF.RAL.DPE1-1:• ..... 1
VIRPOSES.'AlliO1 I IS 7W0 AND E.GII: ;ENT145 PLHCENT.2 8-.2 Mr.'RE'HAN Till_"ROL_ED-DP.CK: RA'. ••-: I
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A.515 MiLLS•:..'•i',.:2. THE DEBT SFRVICE tirth LA'IF.RATE Li-- L'22' triL..S.SUBJFCTO A SETCON7.t P... .
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ir..e.so...::, e F.ite.r.;0 he........-f parson•ea SO:V:0173§§ TtiiT 04 arc 203 365 AS 1,.:p.n•r.,,,r-3,:;.1:2:re,...!,":0•,:. 1,2 Co-- -•
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1 5,01 P rr! iftal.17lv ding Pubjje_Hea_r_jka I
.4 HESOLUT•ON OF',IF f.;AYOP,AND CITY CO&tm•SSION OF THE CITY OF MirV...9F ACH.''',..ORIDA ADOPT
•-7EN:i Al PIE :',0.-.A.:7-.-I S -OH THE T3E.-.NE":. . :0..., 'YEE!" SEP.!ILE --T.D.." AD .." 'FET: 7",YES. .,N 1 ERL.-•
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NEIGBORi.100.71 'MPROVEmEN" DISTRICT AD7T1L'TING THE TEN"ATIVE Alt JALOC.IENI t/..L'AG... 4•ATE ....-! ...mi
,07497 MILLS=OR FISCAL YEAR 2021 FOR THE NORMANDY SHORES LOCAL GOVERNMENT NLI".31-11..ORT-i.7..:
IMPROVEMENT DISTRICT,WHICH IS TWO AND TWO TENTHS PERCENT.2.20;4 LESS THAN THE'ROT LO-BA(.--
I RATE OF C'Set.MILLS SUBJEG1 TO A SECOND PUBLIC HEARING SCHEDULED ON TUESDAY SE117EMBET,2.: I • ;
1020.AT 5:32 PM 'os Resolution I.,ming hoard toutsuant:o Secfgws if f 66 041 din;200 065 f's •rf.;:i..zwes 177,:,
1 uf.pested y.,tie,Ottgcc of audge.&.,erformarne imprttvement at 305 5/3 7,575. I =
1 sog p..m. ,.....2..Ri!a-Jinq Pal&Hgottny I• .....‘
A RES0.-11T!ON UF 7:-IE aCfn;-(1.) 0; 0!=ECTORS Or THE "i,-...)HMANDY SHORES LOCA., j017ERN0v-N-r
'NLIGHBDRHOOD IMPROVEMFNT DISTRICT ADOPIlNIO TiI-TENTATIVE OPERATING EL.OGPT FOR FISCAL -i...P..1 .. .....i
2073.SUBJECT TO A SECOND hu:-fl.:0 HEAPING SCHEDULED.UN 1UESDAY,51..uiEMBER..?R.2:25 AT 5:52
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wnIter.0ertlin0h..th 1.nnding an "M- I to;c;Viet, in:hreit.±2„ieheitnv by 5:00 p,,. the day Ilel.nre Inc Yirt..el .•••••1
i 00r.rn.S5n.In Minn,:n-.2 c'ks,:cia dr*.,..:, the Agenda It.t.m 7.rrnbei .n the email subiect 1,,e. brns.ls •ecit red IV:: 1..1
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I•`:0.0.211-81.CLIPLE-nairs-;;1•2n-2L Trhs meeting,ti,:thy tern trere h tray he con:Jr-men.300 under fi...rt.-1 c:re.nrastatil
.ArltFtional Ingpa nvitte,need not 0, ,:t,..yidect I l
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I,Ph•Nnan!to Se,r.tlon'ma ov:v.: l-la Flat.the City hhfeh?ao,ases Ire p.,blir.tat I'a oersroi decidi.r to.appear any
i lye sio,!rna Ce.P.''.•: •'..,:"..:.;:)rn.n.•;:.no-wa!,n.r;t::::C,1•., tni,rr. %..: 4••,i'dr.:red at.Ico r-eet.ng...... to ne....,.... ri-ch DP.'SC,1
1 .0,'en-hula tha....ef oat:,;ecoro h.thh..i.r.oeed: „s is•-.-..a.l. ...'1:ch,et. rd :nendes '',le,::"-..,:.•,Ird E....1[1,i:-
..PeP •'Ansi:le e.:,peal;e to Le naseo Th.s notice Toes not oonstitute consent Or ire city'or toe ...roductiui
I Id rhiSSinD of otherwiJu nadimes!'ne or irrelevant ev..lencte nor does 4 authorize(.11:1I.e.iges or:ipr.ota,..,r!..r,otherwise
allowed by law.
To iequeSt tnis material ilalterhate forinc,t sign language interpreter ltie-day not:cc reevedi likritol.on fin access 1,
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fo.,.eis,..is with,..1.,-.5lities.at,d.t,:auy accommodat•on to re.eevy ant document or trAlliCloafw•t ,n,C..y-et,,,,su.e...t
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Page 1030 of 1855